HomeMy WebLinkAboutMINUTES - 06041991 - FC.2 s
TO: BOARD OF SUPER] ISORS
FROM: Finance Committee 'i.; Contra
SuPeAvizon Nancy Fanden 's
Costa
SuPenv,i,son Tom To�L akzon :.:
DATE: lune 4, 1991 °Trq&UU,
County
SUBJECT: ContAa Costa Ctub Status Repo&t
SPECIFIC REOUEST(S)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
RECOMMENDATIONS
1 . Accept the report from the Director of Personnel regarding
the status of the Contra Costa Club.
2 . Refer Status Report to the Internal Operations Committee for
review.
3 . Instruct the Director of Personnel to provide quarterly
financial reports to the Finance Committee.
4 . Encourage Department Heads to allow flexible hours for County
employees to take advantage of the Club.
FISCAL IMPACT
As of the end of the third quarter of operations, the Contra
Costa Club Enterprise Fund is on target with the membership
quota, however, we project at this point in time that there will
be an approximate $72,000 short-fall in operating expenses for FY
-1990 - 1991 . This, combined with FY 1989 - 1990 deficit due to
unanticipated start-up costs , equals a total FY 1990 - 1991
negative ending balance of $97,000 . The plan is for the
operating expenses to be rolled over into the next fiscal year.
We predict that a monthly break-even point will be reached by
September, 1991 and increasing revenues beyond that point will be
utilized to cover the costs incurred during FY 1990 - 1991 .
CONTINUED ON ATTACHMENT: XX YES SIGNATURE:
RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
APPROVE OTHER
l L J �
SIGNATURE(S): Nan�CadenTom Tor lakson
ACTION OF BOARD ON une 4, 1991 APPROVED AS RECOMMENDED X OTHER
VOTE OF SUPERVISORS
I HEREBY CERTIFY THAT THIS IS A TRUE
X UNANIMOUS(ABSENT IV ) AND CORRECT COPY OF AN ACTION TAKEN
AYES:_ NOES: AND ENTERED ON THE MINUTES OF THE BOARD
ABSENT: ABSTAIN: OF SUPERVISORS ON THE DATE SHOWN.
CC: County Administrator ATTESTED )6L'0� 'Y /99/
C. Van Marter,, CAO PHIL VTCHELOR,CLERK OF THE BOARD OF
Personnel Director SUPERVISORS AND COUNTY ADMINISTRATOR
BY DEPUTY
M382 (10/88)
r t
-2-
BACKGROUND
On February 5, 1991, the Board of Supervisors requested the
Director of Personnel to provide a financial status report on the
Contra Costa Club to the Finance Committee.
The original financial projections for the first year of
operations of the Contra Costa Club have been reevaluated with
the assistance of the Auditor-Controller' s Office, and as a
result, we have been able to redefine our revenue and expenditure
projections based on actual experiences rather than assumptions .
The adjustments made to the Club' s Enterprise Fund for the
current year budget took into account the following situations .
1 . Overall Expenses _
♦ The term of the lease purchase agreement was
amended from 10 to 5 years, thereby, increasing
monthly costs .
♦ It was not possible to purchase all necessary
equipment outright. The resulting lease costs
are therefore higher than planned.
♦ Building occupancy costs were significantly higher
than projected.
♦ Other costs such as insurance have been lower than
anticipated.
2 . Revenues
♦ Our membership projections at the nine month mark
are on target, however, a six month delay in
opening the facility has resulted in a membership
lag on the fiscal year basis . The original
estimate did not provide for a variable fee
structure resulting in a revenue .decrease.
♦ Revenue sources such as charging rental for use of
facility space were not anticipated. As a
result, we have been able to refine the data to
accurately reflect the Club' s current and
projected financial status .
In addition, knowing that our revenues will be less than
projected in the budget, we have reduced our expenditures from
the original estimate to the extent that we would, and still
operate the Club until the end of fiscal year. (See Attachment
A) . These adjustments result in an overall $72,900 decrease in
expenditures from the original budget.
In order to adequately project the Club revenues by year end, a
weighted average for membership fees was estimated by taking into
consideration the various membership types and the different
percentages associated with the methods of members ' payment.
In addition, a 7 percent increase in memberships per month were
projected until the end of FY 1990 - 1991 to reflect a total
membership population of approximately 570 members . The
weighted average of $34 . 25 per month multiplied by the number of
estimated new members resulted in an estimate of additional
revenue until ;year end.
The total projected revenue for FY 1990 - 1991 is $292,834 which
reflects a difference of $21,417 from the original budget revenue
amount of $314,251 . (See Attachment B) .
-3-
As illustrated in Attachment C, the projected net cost for FY
1990 - 1991 will be $72, 139 which represents a cost of only 20
percent of the total expenditures needed to operate the facility.
Our estimates indicate that we will reach a monthly break-even
point when our membership population reaches 650 members . With
our upcoming marketing strategies, we expect to reach a
membership population of 650 members by September, 1991 .
Increasing revenues beyond that point will be utilized to cover
the costs incurred during FY 1990 - 1991 .
Most small businesses fail during the first years of operation
due to lack of capitalization. Like any other small business
operation, the Contra Costa Club requires significant
capitalization to succeed and sufficient time to become a
self-sustaining entity. The 1989 - 1990 deficit was due to late
opening and unanticipated start-up costs .
In order to minimize the length of time required until the Club
is self-sufficient, we recommend that the following steps be
taken to increase the Club revenues :
1 . Intensify the marketing strategies in an effort to increase
the membership population.
2 . Develop programs that will bring in additional revenues in
the form of services rendered by the Club staff and rental of
Club space for special programs .
A marketing plan and financial projections for FY 1990 - 1991 is
currently being developed to present to the Auditor-Controller
for approval in order to correct the profit/loss situation for
this Enterprise Fund. (See Attachment D) .
In addition, the Director of Personnel recommends that the
attached status report be referred to the Internal Operations
Committee for review. The report outlines several programs and
services that the Club would like to develop with other County
departments and programs in an effort to increase Club revenue.
At the Finance Committee' s May 13, 1991 meeting, the Personnel
Director was asked to contact firefighters and law enforcement
organizations, the Central Sanitary District and other Districts
for possible membership in the Club. Also, to pursue setting
weekly and/or monthly charges for bicycle commuters to allow for
the use of showers and lockers .
cc : Personnel Department
County Administrator' s Office
A.TTACHI`TENT A
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ATTACHMENT D
Office of
COUNTY AUDITOR-CONTROLLER
Contra Costa County
Martinez, California
April 29, 1991
TO: Phil Batchelor, County Administrator
FROM: Kenneth J. Corcoran, County Auditor-Controller
by: gnger� ;a d�Principal Accountant
. SUBJECT: County Health Club Enterprise fund _
At the request of your office, we have assisted the health club staff in
analyzing and interpreting the financial reports for the Contra Costa County Health
Club Enterprise fund through March 1991. We also assisted in developing the
procedures and techniques necessary to project the anticipated revenue and
expenditure activity for the balance of fiscal year 1990-91.
We have reviewed the resulting financial projection-and believe that the
projected year end deficit resulting from current year operations of approximately
$72,000 is a reasonable estimate based on year-to-date and proposed activity.
Combined with the 1989-90 deficit balance the 1990-91 ending negative fund balance is
estimated at approximately $ 97,000.
California Government Code Section 30200 provides for the Accounting Standards
and Procedures for counties. Chapter 13 of the AS&P provides two acceptable methods
for correcting profit/loss situations for enterprise funds:
1. Adjust user charges or fee for service rates.
2. Transfer appropriations from appropriate funds. (i .e. County Subsidy)
These actions may extend beyond one year if a plan acceptable to the County
Auditor is followed.
We are currently working with the health club staff and your office to establish
guidelines which will provide for continued monthly status reports to your office.
/ D
March, 31, 1991
TABLE OF CONTENTS
I . OVERVIEW OF THE FACILITY, PROGRAMS AND
SERVICES
II . BENEFITS OF THE CONTRA COSTA CLUB
III . STAFFING STRATEGY
IV. TYPES OF CLUB MEMBERSHIPS AVAILABLE
AND FEE STRUCTURES
V. PHASE IN APPROACH TO ACCEPT MEMBERSHIPS
VI . CURRENT MEMBERSHIP STATUS
VII . IMPORTANCE OF MEMBERSHIP RETENTION
VIII . FINANCIAL STATUS AND PROJECTIONS
IX. CURRENT PLANS TO INCREASE MEMBERSHIP.
MARKETING STRATEGIES
X. RECOMMENDATIONS FOR FUTURE PROGRAMMING
XI . REFERENCES
XII . ADDENDUM
I . OVERVIEW OF THE FACILITY, PROGRAMS AND SERVICES
The Contra Costa Club opened its doors for business on July 2,
1990 . The 5,300 square foot facility is located in the heart of
downtown Martinez at 627 Ferry Street. The health and wellness
facility features a variety of exercise equipment including
stationary bikes, treadmills, stairmasters, rowing ergometers, a
cross country ski machine, a recumbant bike, free weight
equipment, a full line of Paramount circuit training equipment,
an Aerobic Exercise Studio, and locker and shower facilities with
a dry heat sauna in each locker room. There is free use of day
lockers available to all members and a limited number of
permanent rental lockers in both men' s and women' s locker rooms .
The Club also offers a monthly towel service for a nominal fee.
The current Club hours of operation are Monday - Friday, 6 : 00
a.m. - 9 : 00 p.m. and Saturdays from 8 :00 a.m. - 5 : 00 p.m.
When an individual joins the Contra Costa Club, they must first
complete a Membership Application, a detailed Health History
Questionnaire, and read and sign a Release From Liability Form.
If the individual does not pass our Medical Clearance Guidelines,
a medical clearance statement from their physician must be
received by the Club Membership Coordinator prior to allowing
them to utilize the Club.
Each Club member is scheduled for a Fitness Testing Evaluation
and an Exercise Equipment Orientation with one of the .Club's
exercise instructors as their first introduction to the Club.
The Fitness Testing Evaluation consists of a blood pressure test,
a cardiovascular test, a body composition analysis and muscular
strength, flexibility and endurance tests . The results of these
tests are compiled into an individualized report and then given
to the Club member. All .information obtained in these
evaluations are strictly confidential . Each members is then
given a one-on-one, personalized exercise prescription and an
orientation on all of the equipment. All Club members are also
encouraged to constantly update their exercise programs with our
exercise instructors in order to ensure that they are working at
their appropriate capacity and are achieving maximum benefit from
their individual program.
Blood pressure testing equipment is readily available on site and
all Club staff are qualified to take blood pressure readings at
any time. Many members track their blood .pressure readings at
the Club on a ongoing basis .
We currently offer 11 low-impact aerobic exercise classes each
week taught by certified aerobic instructors . Additional
exercise classes will be gradually added to the class schedule.
All Club members are encouraged to participate in the ongoing
exercise competitions and contests conducted by the Employee
Wellness Program. Incentive prizes are awarded to the
1 .
2.
participants who reach set fitness goals during these competi-
tions .
All Club members also receive a copy of the monthly Contra Costa
Club Health and Fitness Newsletter. This newsletter highlights
Club members ' success stories, advertises new Club programs and
services, provides up-to-date information on nutrition and health
topics, and provides detailed instruction on special exercise
routines .
Plans are underway to renovate the 1,000 square foot second
floor to be used as additional space for exercise equipment:
This expansion will allow the Club to adequately service a larger
membership population.
3.
II . BENEFITS OF THE. CONTRA COSTA CLUB
The concept to establish a health and wellness facility for
County employees was initiated by County Administration and was
supported by the Board of Supervisors . The main objectives for
establishing .the Contra Costa Club were:
1 . To expand the existing Employee Wellness Program
so that it could be operated in conjunction witha
comprehensive, full-service fitness and wellness
facility.
2 . To demonstrate to the employees the County' s
support and interest in their health and
well-being.
3 . To obtain the benefits that a health and wellness
facility provides to an employer and to provide
direct benefits to the County employees.
According to the American Heart Association ( 1984 ) , the benefits
of having fit employees include the following:
♦ Reduced health care costs
♦ Lower absenteeism
♦ Lower turnover
♦ Higher morale
♦ Lower risk of developing cardiovascular disease
♦ Lower risk of injuries during work or recreation
♦ Faster recovery time, from injury or illness
♦ Increased energy and stamina
♦ Increased mental alertness
♦ Increased self-confidence and self-esteem
♦ Less tension and anxiety
♦ Increased productivity
Documentation of Benefits
The benefits of an employee health and fitness program are not
always as obvious as the costs, and some benefits may be
difficult and sometimes impossible to document.
However, benefits such as reduced health care costs, absenteeism,
turnover, injury rate, disease risk, and anxiety levels can be
documented and analyzed by scientific methods . Although the
process can be quite extensive and time-consuming to obtain
accurate records for scientific analysis, these benefits are
considered tangible and measurable.
4
It is also widely accepted . that • other benefits such as
productivity, stamina, self confidence, morale and mental
alertness accrue to employers who sponsor active fitness programs
for their employees .
♦ Escalating Health Care Costs
Health care costs in the U.S. continue to escalate at a
rapid pace and according to the US Health Care Financing
Administration and Economic Report of the Presidents
( 1989 ) , America' s per capita health care costs will more
than double in the 1990 's . (Refer to Graph A) .
American business will be responsible for a larger share
of .this financial burden with each passing year. 1984
research demonstrates that health care costs are rising
2 .5 times the . Consumer Price Index, and the expenses
borne by business are increasing at twice this inflated
rate. (Refer to Graph B, Ostwald, 1986) .
GRAPH A GRAPH B
Cost of America' s Health Care Range of Annual Cost
Per Capita Amount Increase
1986 $$$$$ S1,837
20%
1987 $$$$$$ $1,973 tG% zo%
1990 $$$$$$$ 52,511 15%
2000 $$$$$$$$$$$$$$$ S5,551
10%
8.7%
5% ..
3.2/0
0%
Consumer Total Health Care
Price Health Care Costs Paid
Index costs By Business
Since most of the health care dollars are spent on the
treatment of preventable diseases caused by the American
worker' s lifestyle -- sedentary, stressful and
nutritionally poor -- many , employers have instituted
cost-containment policies to minimize misuse - of the
health care system. To take it further, many companies
are now implementing sound health and fitness programs
to help prevent the illnesses which cause these costs to
soar.
. 5
♦ Reduced Health Care and Insurance Costs
The following recent studies demonstrate evidence of
lower medical and insurance costs for exercisers :
1 . The Institute for Aerobics Research found that low
physical fitness was an important risk factor in
both men and women. Higher levels of physical
fitness appear to delay all-cause mortality,
primarily due to lowered rate of cardiovascular
disease and cancer. (Refer to Graph C, Blair,
1989) .
GRAPH C
Fitness Prolongs .Life
Institute for Aerobics Research
Deaths Per 10,000 People in a Year
80 Low Fitness
64 Medium Fitness
60 A High Fitness
4
40 0
26
20 r
r% k20 i6
A 7
0
Men Women
2 . Mesa Petroleum showed that exercisers filed health
care claims that averaged $217 per year less than
non-exercisers . (Gettman, 1986 ) .
3 . At Tenneco, the average annual medical claim for
non-exercising females was more than twice the
average for women who participated in the in-house
exercise program and demonstrated an annual savings
of $896 .00 in medical claims . For men, the average
claim for non-exercisers was nearly twice that of
exercisers with a savings of $443 in medical claims
(See Table 1, Baun, 1986 and Bernacki, 1987 ) .
TABLE 1
Average Annual Medical Claims
at Tenneco
Exercisers Non-exercisers Savings
Men $561 $1,003 $443
Women $639 $1,535 $896
6.
♦ Decreased Absenteeism and Turnover
1 . A number of organizations have reported significant
reductions in absenteeism and dollars saved due to
their employee health and fitness programs .
(See Table 2 , Fitness Systems, 1990) .
TABLE 2
Absentee Days Saved
Per Participant
Prudential 5.1
MetroFit 3.4
Canadian Fitness&Lifestyle 2.5
The Travelers 1.2
Mesa Petroleum 0.9
2 . Toronto Life Assurance found that the employee
turnover during a 10-month period was substantially.
lower in program participants ( 1 .5%) than in
non-participants ( 15%) . (Shepard, 1986) .
3 . A study performed by R. J. Shepard (Shepard, 1987 )
suggested that $40 per worker per year can be saved
through containment of injuries during leisure
hours resulting from enhanced physical fitness .
This was calculated using Pravosudor' s ( 1978)
assumption that a fitness lifestyle program could
reduce the cost of recreation injuries by at least
50 percent and that there would be a reduction in
absenteeism associated with the reduction injury
rate resulting in sick time savings .
♦ Enhanced Performance and Productivity
Although individual changes in productivity are hard to
measure, companies with health and fitness programs
report improvement in energy level, job attitude, work
performance and overall morale -- all critical factors
in enhanced productivity.
7
1 . Tenneco believes that its support of an employee
fitness program attracts more productive employees .
Tenneco found "a positive association exists
between above average job performance and exercise
adherence" . (Refer to Graph D, Bernacki, 1984) .
GRAPH D
Tenneco Performance Chart
above average
®average
below average
100%
40.2 44.5 46.2 46.9
500/6' �4 j
i j38.1� 40.0/ 42.2/.
i 21.4 17.4 13.8
Oo/u 10.4
Non- <1 1-2 >2
Exerciser
---------Sessions Per Week-- - - -
2 . The Canada Life Assurance Company experimental
group realized a 4 percent increase in
productivity, compared to the control group, after
starting an employee fitness program. (Shepard,
1983) .
3 . Swedish investigators found that mental performance
after exercise was significantly better in the
physically fit than in the non-fit. Fit workers
committed 27 percent fewer errors on tasks
involving concentration and short-term memory, as
compared to unfit workers . (Sjoberg, 1983) .
4 . Ford Motor Plant in Oakville, Ontario, reported a
dramatic drop in the number of cars returned for
warranty repairs following the implementation of a
program designed to enhance the quality of working
life for the employees . Conclusions of this study
suggest that the satisfied worker has a better
perception of health and is not likely to disrupt
company productivity by smoking or alcohol/drug
abuse. (Shepard, 1987) .
8.
♦ Comprehensive Costs Benefit
1 . Several companies have conducted comprehensive
cost-benefit analysis of their employee fitness
'programs, comparing dollars saved to dollars spent;
and they report considerable savings from $1 .91
savings to dollars spent at Prudential Life
Insurance to $5 .78 at Kennecott Copper Co. (Refer
to Table 3) .
TABLE 3
Dollars Saved/Dollars Spent
Company
Kennecott Copper Co. $5.78
Equitable Life Assurance $5.52
Metropolitan Life Insurance $3.15
Motorola $3.00
Blue Cross/Blue Shield
of Indiana $2.51
Prudential Life Insurance $1.91
2 . Investigators showed that regular exercise resulted
in 78 fewer coronary heart disease events over a 30
year period. The costs of an exercise program is
two to four times more cost effective than treating
illness, such as angina or hypertension (which cost
approximately $25,000 to $40,000 to treat) .
(Hatziandreu, 1988) .
3 . Results of the Mesa Petroleum Study show that even
if the intangible benefits of an exercise program
are overlooked, an employee fitness program
recovered 107 percent of its operating budget .
( i .e. , it paid for itself) from the savings in
absenteeism and medical costs by having employees
who exercise. (Gettman, 1986) .
BOTTOM LINE
As health care 'costs continue to escalate at dramatic rates, more
and more companies are providing their employees with the means
of sound health and fitness practices to fight this trend. The
financial risk is not usually centered around what an employee
fitness program will cost, but whether it will save money in the
long run and whether such savings will outweigh the cost of the
program.
9
Although many employers have found that the return on investment
for a health and fitness program may not be .immediate, they found
that the tangible (measurable) benefits of an employee fitness
program added to the intangible (undocumentable) benefits more
than justify the investment in the program.
10.
III . STAFFING STRATEGY
The overall development, physical design, equipment selection and
concepts for programs, services and marketing strategies were
conducted by the Employee Wellness Program staff which consists
of two full-time, permanent positions -- a Wellness Coordinator
and a Senior Level Clerk.
In order to adequately staff the facility which is in full
operation 83 hours each week, a creative approach was needed to
minimize staffing costs.
An agreement was reached with Dr. Jack Carhart of the Community
College District wherein the District would commit 30 hours of
professional instructor time a week in exchange for an in kind
contribution of memberships for a limited number of District
employees . We now have four instructors who each have a Masters
Degree in Exercise Physiology and extensive experience in
designing, developing and monitoring safe and effective exercise
programs . This agreement saves approximately $55,000 annually
in staffing costs .
CLUB STAFF - PERMANENT
1 . Anne M. Sommers-Pato,
Wellness Coordinator and
Club Manager ♦ Bachelor of Science in
Nutritional Science and
Exercise Physiology,
U.C. Davis
♦ Certified in CPR
2 . Nancy Zandonella,
Clerk - Senior Level and
Club Membership
Coordinator ♦ Certified in CPR
CLUB STAFF - CONTRACT and LIMITED TERM
3 . Dave Christensen,
Administrative Intern ♦ Bachelor of' Arts in
Recreation Administration,
CSU Chico
♦ Certified in CPR
4 . Angie Jacobs,
Administrative Intern ♦ Bachelor of Arts in
Psychology, UC Berkeley
♦ Masters of Arts Candidate
in Sports Psychology,
JFK .University
♦ Certified in CPR
11.
5 . Rhonda Howard,
Administrative Intern Bachelor of Science in
Dietetics, CSU Chico
♦ Registered Dietician
♦ Certified in CPR
6 . Susan Clark,
Exercise Physiologist ♦ Master of Science in
Kinesiology and Physical
Education, CSU Hayward
♦ Certified Athletic Trainer
♦ Certified in CPR and
First Aid
7 . Colleen Coakley-Ralston,
Exercise Physiologist ♦ Master of Science in
Exercise Physiology, CSU
Chico
♦ Certified Aerobics
Instructor
♦ Certified in CPR
8 . Gail Tennison-Luthy,
Exercise Physiologist ♦ Master of Arts in Exercise
Physiology, CSU Chico
♦ Certified Aerobics
Instructor
♦ Certified in CPR and First
Aid
9 . Carol Staropoli,
Exercise Physiologist ♦ Master of Arts in Sports
Psychology and Physical
Education, University of
Iowa
♦ Certified in CPR and First
Aid
As can be seen, the Club staff provides not only education,
experience and qualifications to the Club, but also the
intangible skills of motivating our members to change and improve
their lifestyle and to maintain their new programs . Our well-
trained staff are the best sales people we have and will continue
to play a major factor in our future success .
12.
IV. TYPES OF CLUB MEMBERSHIPS AND FEE STRUCTURES
A variety of membership options are offered to all Contra Costa
County employees, their spouses and dependents and on a limited
scale, to employees of local businesses and government agencies .
As indicated on the attached Membership Fee Structure forms,
there are a variety of different membership types to fit a
variety of needs.
13
COCA COSTA
\ — Membership Fee Structure
VJanuary, 1991
I. PERMANENT COUNTY EMPLOYEES
REGULAR SINGLE MEMBERSHIP - Applies to all permanent County employees.
Initiation Fee: $50.00
Monthly Dues: $35.00
3 Months in Advance: $105.00
6 Months in Advance: $195.00
1 Year in Advance: $360.00
DUAL MEMBERSHIPS Applies to any of the following dual combinations where at least one of the
individuals is a permanent County employee and resides at the same address.
❑ Husband and wife.
❑ Any two persons 18 years of age or older.
❑ Single parent and one dependent 18 years of age or older.
Initiation Fee: $75.00
Monthly Dues: $55.00
3 Months in Advance: $165.00
6 Months in Advance: $315.00
1 Year in Advance: $600.00
DUAL ADD-ON MEMBERSHIP- Adding an individual onto an existing Regular Single Membership,
thereby,converting it to a Dual Membership. Add-on members must be at least 18 years of age or older and
reside at the same address as the existing Club member.
Initiation Fee: $25.00
Monthly and Advance Dues are the same as the Dual Membership Dues
DEPENDENT ADD-ON - Applies to dependents at least 16 years of age or older who can be added onto
an existing Regular Single or Dual Membership. Dependents age 16 - 18 must be accompanied by the .
primary person of their membership at:all times while at the Club.
Dependents Age 16 - 18 Dependents Age 18 or older
Initiation Fee: $25.00 Initiation Fee: $25.00
Monthly Dues: $18.00 Monthly Dues: $35.00
3 Months in,Advance: $50.00 3 Months in Advance: $105.00
6 Months in Advance: $100.00 6 Months in Advance: $195.00
1 Year in Advance: . $185.00 1 Year in Advance: $360.00
CONTRA COSTA CLUB 1 627 FERRY STREET MARTINEZ CA 94553
(415) 646-1540
14.
II. TEMPORARY AND CONTRACT COUNTY EMPLOYEES
All membership fees and dues and membership types are the same as for the Permanent County employees,
however, Temporary and Contract County employees must pay for their membership dues 3 months, 6
months or 1 year in advance only.
III. COUNTY RETIREE MEMBERSHIPS
RESTRICTED RETIREE MEMBERSHIP- Applies to Contra Costa County retirees and their spouses
or housemates and dependents currently residing.at the same address. Payment for Restricted Retiree
Members must be made 3 months,6 months or 1 year in advance only.. Hours of Club availability for Retiree
Memberships are restricted to non-peak hours as determined by the Club management. Non-peak hours
currently are:
Monday - Friday: 8:30 a.m. - 11:30 a.m.
1:30 p.m. - 4:30 p.m.
7:00 p.m. - 9:00 p.m.
Saturday: 8:00 a.m. - 5:00 p.m.
Restricted Retiree Single Membership
Initiation Fee: $30.00
3 Months in Advance: $60.00
6 Months in Advance: $110.00
1 Year in Advance: $205.00 .
Restricted Retiree Dual Membership
Initiation Fee: $50.00
3 Months in Advance: $105.00
6 Months in Advance: $195.00
1 Year in Advance: $360.00
Retiree Dependent Add-On Membership
.Dependents Age 16 - 18 Dependents Age 18 or older
Initiation Fee: $25.00 Initiation Fee: $25.00
Monthly Dues: $18.00 Monthly Dues: $35.0)
3 Months in Advance: $50.00 3 Months in Advance: $105.00
6 Months in Advance: $100.00 6 Months in Advance: $195.00
1 Year in Advance: $185.00 1 Year in Advance: $360.00
UNRESTRICTED RETIREE MEMBERSHIP-County Retirees who wish to utilize the Club facilities
during all Club hours of operation may opt to apply for full Club memberships and pay the regular fees and
dues. However, membership payment must be made 3 months, 6 months or 1 year in advance.
IV. ADDITIONAL SERVICES:
❑ Day use lockers are included in the membership fees for all Club membership types.
❑ Towel service is available to all members for a fee of$2.00 per month, $6.00 for 3 months,$10.00
for 6 months or$20.00 per year.
❑ All aerobic exercise classes conducted,at the Club are included in the membership fees.
15.
CONTRA COSTA Corporate Membership Fee Structure
Local Business
November 1990
CORPORATE INDIVIDUAL MEMBERSHIP - Applies to individual Corporate sponsored employees.
Initiation Fee: $ 75.00
Monthly Dues: $ 40.00
6 Months in Advance: $225.00
1 Year in Advance: $420.00
CORPORATE DUAL MEMBERSHIPS- Applies to any of the following dual combinations where at least one
of the individuals is a permanent employee of the Corporation sponsoring the membership.
❑ Husband and wife.
❑ Any two persons 18 years of age or older residing at the same address.
❑ Single parent and one dependent 18 years of age or older residing at the same address.
Initiation Fee: $100.00
Monthly Dues: $ 65.00
6 Months in Advance: $375.00
1 Year in Advance: $720.00
CORPORATE DUAL ADD-ON MEMBERSHIP- Adding an individual onto an existing single membership,
thereby,converting it to a Dual Membership. Add-on members must be at least 18 years of age or older and comply
with all of the Corporate Dual Membership regulations..
Initiation Fee: $ 25.00
Monthly and Yearly Dues
are the same as the Dual Membership
CONTRA COSTA CLUB 0 627 FERRY STREET 71 MARTINEZ CA 94553
(415) 646-1540
16
CORPORATE DEPENDENT ADD-ON MEMBERSHIP - Applies to dependents at least 16 years of age or
older currently residing at the same address as the primary person on the Corporate sponsored membership. These
dependents can be added onto an existing Individual or Dual Membership. Dependents age 16 18 must be
accompanied by the primary person/sponsor of their membership at all times while at the Club. Corporate
Dependent Add-On members must comply with all of the Corporate Dual Membership regulations.
Dependents Age 16 - 18 Dependents Age 18 or older
Initiation Fee: $ 25.00 Initiation Fee: $ 25.00
Monthly Dues: $ 20.00 Monthly Dues: $ 40.00
6 Months in Advance: $110.00 6 Months in Advance: $225.00
1 Year in Advance: $218.00 1 Year in Advance: $420.00
ADDITIONAL SERVICES:
0 Day use lockers are included in the membership fees for all Club membership types.
171 Towel service is available to all members for a fee of$2.00 per month, $10.00 per 6 months or$20.00 per
year.
17.
V. PHASE IN APPROACH TO ACCEPT MEMBERSHIPS
In order to program members into the Club fitness testing and
exercise prescription process, members were accepted into the
Club through a phase-in approach. This approach safeguarded
against overcrowding during our crucial opening phase of
. operation and allowed Club staff to test Club procedures and
operations. Following is a breakdown of the phase-in approach
for fiscal year 1990 - 1991 .
Phase New or Additional
Memberships Available
OPENING PHASE * County Charter Memberships
June/July/August * Corporate Charter
1990 Memberships
* County Regular Single
Memberships
PHASE I * Dependents and Spouses of
September/October County employees
1990 * Regular Corporate
Memberships
November/December * County Retirees
1990
PHASE II * County Temporary and
January Contract employees
1991 * Housing Authority employees
* Dependents and Spouses of
Corporate employees
February/March * Concentrate on marketing
1991 strategies to acquire
additional County and
Retiree Club memberships as
well as Corporate Club
memberships .
PHASE III * Began to offer guest passes,
April/May/June one-day free trials and
1991 2-week free passes to allow
potential members the
opportunity to utilize the
facility prior to officially
becoming a Club member.'
Continue efforts to increase
memberships through
marketing strategies .
18.
VI . CURRENT MEMBERSHIP STATUS
As of March 31, 1991, there was a total *of 466 Contra Costa Club
members . The Club originally opened with 153 members and through
the first nine months, the membership has increased by 205
percent. The membership population is comprised of an extremely
diversified group of individuals of all ages and fitness levels,
however, all members share a common goal -- to improve their
health status and develop positive lifestyle changes .
Breakdown of Membership Population
The Club membership population is comprised of 65.5 percent
County memberships and 34 .5 percent non-County members . (See
Graphs A - E) .
GRAPH A
CONTRA COSTA CLUB
County & Non-County Memberships
County Members
65.5%
Non-County Members
34.5%
19.
GRAPH B
CONTRA COSTA CLUB
Total Memberships
County Single 53%
County Dual/Family 12%
County Retiree 0.5%
Misc Corp Dual 2:5%
Misc Corp Single 16%
City of Martinez 5%
Community College 11%
GRAPH C
CONTRA COSTA CLUB
County & Non-County Memberships
-------------- Retiree 0.5%
6
Dual/Family 12%
Non-County Members County Members
34.5% 65.5% Single 63%
Total County
-
------------ Misc Corp Dual
2.6%
Misc Corp Single
16%
County Non-County
66.5% 34.5% City of Martinez
5%
Com College Dist
" --------- 11%
Total Non-County Members
20.
GRAPH D
CONTRA COSTA CLUB
County Employee Memberships
County Single
81%
County Retiree
1%
County Dual/Family
18%
GRAPH E
CONTRA COSTA CLUB
Non-County Memberships
Misc. Corp. Single
46%
Misc. Corp. Dual/Fam
8%
Community Co}lege City Of Martinez
33% 13%
21 .
County Memberships
A review of the County memberships reveals that the County
Departments with the greatest percent of the total County
memberships are the Health. Services Department (20 percent of
total) , District Attorney ( 12 percent of total) and the Sheriff ' s
Department ( 11 percent of total) . However, when comparing the
various departments according to the percentage of the department
employees who are utilizing the Club, we see that the
participating departments have anywhere from 0.5 percent up to 33
percent of their employee population utilizing the Club. This
detailed departmental information is especially useful when
developing specific marketing campaigns to targeted groups of
County employees . (See Table 1) .
TABLE 1
CLUB USAGE BY DEPARTMENT
Department Percent of Department
Employees Utilizing Club
Personnel 33%
District Attorney 20%
Superior Court 20%
Public Defender 16%
Building Inspection 12 .5%
Auditor-Controller 12*
County Counsel 11%
Community Development 10%
Treasurer-Tax Collector 10%
Board of Supervisor' s 10%
Retirement 10%
Clerk-Recorder 8%
Assessor 7%
Sheriff ' s Department 5%
County Administrator 4%
Probation 4%
Health Services 3%
General Services 3%
Social Services Department 2%
Consolidated Fire 2%
Mt. Diablo Municipal Court 2%
Public Works 1%
Animal Services 1%
Library 0 .5%
22.
Additionally, a survey reveals that the Club is utilized by all
levels . of employees. and elected officials including County
Supervisors, Superior Court Judges, Department Heads, physicians,
lawyers, peace officers, social workers, analysts, clericals,
fire fighters, custodial and maintenance crews, etc.
Average Age and Gender
Our oldest Club member is a County Retiree at the age of 74 and
our youngest is a Dependent Member at the age of 16 while the
average age is approximately 39 years of age. This average age
is a significant contrast to the average membership age of most
health clubs which is approximately 28 . Because of this, our
programming reflects a greater emphasis on designing programs and
offering services for a generally older, less fit population.
Health and wellness education and detailed instruction on the
safe and proper use of the exercise equipment -is especially
important in a population where a great number of our members
haven't participated in an exercise program for many years .
Club membership consists of 52 percent males and 48 percent
females . These, statistics. are encouraging because it
demonstrates that our programming is appealing equally to both
sexes .
Growth of Membership
Membership growth was controlled by our phase-in approach in
accepting Club memberships and the general seasonal growth
patterns experienced in most health clubs . (See Graph F) .
Anticipated membership growth from April, 1991 through June, 1991
was calculated taking into consideration our current and upcoming
marketing strategies and the average percent of membership growth
from January through March. (See Table 2) . Graph F and Table 2
were both developed taking into consideration all Club members
that have expired or terminated their membership.
GRAPH F
Contra Costa Club Membership Growth, July 1990 - June 1991
600-
500-
400-
00500400
Aso
Number of 300
Members New Members
200
❑ Existing Members
100-
0-
CD
0000 0 0 0 0. o
75 K71 CL U O (D O N �- O =3-- Q N O Z D -D L_ Q 7
Month/Year
23.
TABLE 2
PERCENT INCREASE OF CLUB MEMBERSHIPS
Month Percent Increase
July - August, 1990 73%
August - September, 1990 15%
September - October, 1990 16%
October - November, 1990 5%
November — December, 1990 3%
December - January, 1991 8%
January - February, 1991 6%
February - March, 1991 9%
March - April, 1991 * 7%
April - May, 1991 * 7%
May - June, 1991 * 7%
* Monthly Projections
During the next fiscal year, our goal is to obtain a constant
membership population of approximately 750 - 800 members which
will be obtained through ongoing marketing strategies and
consistent, positive and creative programming.
Attrition Rate
Since opening, we have experienced an attrition rate of 11
percent. According to the 1990 IRSA ( IRSA: The Association of
Quality Clubs) Gallop Survey, an attrition rate of 37 percent is
an average for the health Clubs surveyed across the nation.
We have interviewed each member that has terminated their Club
membership and have found that the majority have cancelled
because of job relocation, personal reasons (medical, financial
or family issues) , and changes in work schedule. Not one former
member has cancelled because of dissatisfaction with the Club,
the staff or the programs . Many expressed that although they
were unable to utilize the facility at this time, they would like
to rejoin when their personal situation improved.
. • • • • - - -• - • • - -0 - • • •
M�\MMN RE
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\ \ \ ON
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25.
Some members comments appear below to demonstrate their feelings
about the facility.
"You 'will see me at the Club every day - right through the
Holidays and into next year. I 've been a member since the
Club opened last July and I 'm really proud of myself for my
consistency at the Club so far" .
Lt. Tom Moore
Sheriff ' s Department
"My goal for next year is to increase the days I workout: at
the Club from 4 days to 5 days a week and to finish the
Club' s exercise challenge, 'Race Across America' . Since I
began working out at the Club, my work is more enjoyable and
it enables " me to have a healthy break in the middle of the
day. "
Pat Farrell,
Senior Inspector
District Attorney's Office
"I will continue to keep up with my workouts at the Club into
the New Year. I have to' get up so many times during the
night on emergency calls at Station 6 that I 'm beginning to
feel like an old man. Working out at the Club after all
night shifts really invigorates me and helps me feel
younger. "
Ed Kissick, Firefighter.
Station 6, Consolidated Fire
District
"It' s my sanity. If I didn't have the Club, I 'd go crazy.
It' s a great stress reliever, par none. It' s nice to go to
the Club and just workout with other County employees . I 'm
already seeing major changes in my health within the last 6
weeks since the' Club has been open. It' s wonderful ! "
Yvonne Armstrong, Secretary
Personnel Department
26.
"Prior to joining the Contra Costa Club, my doctor
recommended that unless I began a consistent exercise regime,
he would need to operate on my knee again. With the
suggestion of my doctor and the exercise program developed by
the Club staff, I have been able to strengthen the muscles
around my knee and as a result I will not need surgery. My
knees are more stable and I can enjoy other activities such
as water skiing and hiking. The Club is a nice break from
the work routine, especially when I 'm pumping iron under the
careful eyes of the friendly and helpful staff . I will
continue to utilize my Club membership. "
Craig Loop, Senior Systems
Accountant,
Auditor-Controller' s Office
"The Club is so close and convenient and the staff is
exceptionally knowledgeable. in the area of health and
fitness . I can't believe how quickly I 've seen results . I
feel better about myself and my appearance. I 'm also losing
some weight and gaining muscle tone. I feel great! "
Richard Terry, Senior Inspector
District Attorney' s Office
27.
VII . IMPORTANCE OF MEMBERSHIP RETENTION
One extremely pertinent factor-that must not be overlooked, is
the importance ofmembership retention. The whole premise for
phasing in members gradually was to ensure that the population
was adequately serviced and satisfied with their fitness progress
at the Club rather than to over sell memberships in an attempt to
bring in higher revenues earlier. IIn addition, our emphasis is
to improve the members ' health status by providing the quality
staff and programs that will keep them coming to the Club on a
regular basis .
As most health clubs realize, nothing contributes more to a
fitness center' s success than satisfied clientele. If the
members receive good personal service, are satisfied with their
fitness progress and feel good about the Club' s staff, equipment
and physical environment, they will continue to attend and
attract new members . We have established a personal approach to
each members ' fitness prescription and personal fitness goals .
Consistent monitoring by the staff of all fitness progress
results in a sense of satisfaction and , contentment for our
members .
According to the 1990 IRSA Gallop Survey, the key to membership
retention is creating the perception of value for the members in
the form of quality programming. Programming is the heart of
every successful Club's overall product and it dictates the
marketing strategy of the Club.
We strive to develop programs to meet the two key challenges in
the Club industry.
1 . Motivate people to begin a regular exercise
program. This is especially important for those
who may have personal doubts of their ability to
either beanexerciser at the Club or to change
their unhealthy lifestyle.
2 . Support the people after they have decided to begin
exercising and again as they face the inevitable
obstacles (times, money, boredom, pain,
frustration) they run into as they continue their
program.
As previously indicated, the Club has experienced a 11 percent.
attrition rate which is dramatically lower than average attrition
rate of 37 percent among health clubs around the U. S. The
reasons some clubs may have high attrition rates is due to
overachieving in the form of packing in too many members and
under-performing in their programming.
28.
It is the belief among many fitness experts that the facility,
the atmosphere, equipment, etc. and promotional activities
initially draw individuals to join a health club. However,
once a person becomes a member, the facility loses drawing power,
and the programs and staff must take over to dictate membership
retention. In addition, it is more cost effective to retain
current members than it is to recruit members to take the place
of members who have terminated their membership. To encourage .
ongoing satisfaction among our membership population, we will try
to meet the challenge of membership retention by continuing to
offer fresh and exciting new programs and services and to go
beyond just enrolling members .into the Club.
29.
VIII . FINANCIAL STATUS AND PROJECTIONS
A. Background
During the initial nine months of operation, we have been able to
refine our revenue and expenditure projections based on actual
experiences rather than. assumptions . For example:
1 . Overall Expenses:
♦ The term of the lease purchase agreement was
amended from '10 to 5 years, thereby, increasing
monthly costs .
♦ It was not possible to purchase all necessary
equipment outright. The resulting lease costs are
therefore higher than planned.
♦ Building occupancy costs were significantly higher
than projected.
♦ Other costs such as insurance have been lower than
anticipated.
2 . Revenues:
♦ Our membership projections at the nine month mark
are on target, however, a six month delay in
opening the facility has resulted in a membership
lag on the fiscal year basis . The original
estimates did not provide for a variable fee
structure resulting in a revenue decrease.
♦ Revenue sources such as charging rental for use. of
facility space were not anticipated. As a result,
we have been able to refine the data to accurately
reflect the Club' s current and projected financial
status .
B. Current Year Projection Compared to the Adjusted Budget for
Fiscal Year 1990 - .1991
Roger Edwards., a Principal Accountant from the Auditor's Office,
was called in to assist the Club Manager in making adjustments to
the current year budget and estimate financial projections for
the remainder of FY 1990 - 1991. Following is a summary of the
adjustments made and' the subsequent projections as illustrated on
Attachments A, B, C and D.
30. ,
1 . Expenditure Adjustment
Knowing that our revenues will be less than projected in
the budget, we have reduced our expenditures from the
original estimate to the extent that we could, and still
operate .the Club until the end of the fiscal year. The
grand total for . the current year projection for
expenditures (See Attachment A) is $364,973. Although
this figure is higher than the original budgeted
expenditures of $314,251, necessary adjustments to the
budget included the addition of $123,622 for permanent
salaries and employee benefits which were not originally
stated. However, the $123,622 in permanent salaries
will be reflected as revenue in the form of
administrative services. (See Attachment B) . All of
the adjustments -made result in an overall $72, 900
decrease in expenditures from the original budget.
2. Revenue Calculation
In order to adequately project the Club revenues by year
end, a weighted average for membership fees was
estimated by taking into consideration the break down of
membership types (as seen in Chapter VI) and the
different percentages associated with the methods of .
payment as indicated below:
County Members
80% Pay Monthly
20% Pay In Advance of Which
20% Pay 3 Months in Advance
45% Pay 6 Months in Advance
35% Pay 1 Year in Advance
Non-County Members
56% Pay Monthly
44% Pay In Advance of Which
69% Pay 6 Months in Advance
31% Pay 1 Year in Advance
In addition, a 7 percent increase in memberships per
month were projected until the end of FY 1990 - 1991 to
reflect a total membership population of approximately
570 members . The weighted average of $34 .25 per month
multiplied by the number of estimated new members
resulted in an approximate estimate of additional
revenue until year end.
The total projected revenue for FY 1990 - 1991 is
$292,834 which reflects a difference of $21,417 from the
original budget revenue amount of $314,251 (See
Attachment B) .
31,
3.. Net County Costs
As illustrated in Attachment C, the projected net cost
for FY 1990 1991 will be $72, 139 which represents a
cost of only 20 percent of the total expenditures needed
to operate the facility.
4 . Break-Even Projections
Our estimates indicate that we will reach a monthly
break-even point when our membership population reaches
650 members . With our upcoming marketing strategies,
we expect to reach a membership population of 650
members by September, 1991.. Increasing revenues beyond
that point will be utilized to pay back the costs
incurred during FY 1990 - . 1991 .
Most small businesses fail during the first years of
operation due to lack of capitalization. Like any
other small business operation, the Contra Costa Club
requires significant capitalization to succeed and
sufficient time to become a self-sustaining entity.
In order to minimize the length of time required to pay
back the County, we recommend that the following steps
be taken to increase the Club revenues :
1 . Intensify the marketing strategies in. an effort to
increase the membership population..
2 . Develop programs that will bring in additional
revenues in the form of services rendered by the
Club staff and rental of Club space for special
programs .
These areas are outlined in the following two chapters .
In addition, we recommend that the renovation of the
Club' s second floor is absolutely necessary in order to
adequately service the growing membership population
resulting from intensified marketing. All of the free
weight equipment will be moved to the second floor which
will free up space on the first floor for additional
cardiovascular equipment. Currently, we are
experiencing times during the day when the facility
becomes crowded and specific equipment becomes heavily
utilized. An expansion will enable us to attract
additional members, satisfy our current membership and
increase our revenues .
ATTACHMENT A
32.
I N N co N I .-+ qp O M O O
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33.
Attachment A
(continued)
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ATTACHMENT B ,
34.
Ol C U +J 1f N I .••� O I co t
to 11 O it
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35.
ATTACHMENT C
I I N N 00
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Attachment C
(continued)
36.
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ATTACHMENT D
38• Office of
COUNTY AUDITOR-CONTROLLER
Contra Costa County
Martinez, California
April 29, 1991
TO: Phil Batchelor, County Administrator
FROM: Kenneth J. Corcoran, County Auditor-Controller
by: RWeL card Principal Accountant
SUBJECT: County Health Club Enterprise fund
At the request of your office, we have assisted the health club staff in
analyzing and interpreting the financial reports for the Contra Costa County Health
Club Enterprise fund through March 1991. We also assisted in developing the
procedures and techniques necessary to project the anticipated revenue and
expenditure activity for the balance of fiscal year 1990-91.
We have reviewed the resulting financial projection and believe that the
projected year end deficit resulting from current year operations of approximately
$72,000 is a reasonable estimate based on year-to-date and proposed activity.
Combined with the 1989-90 deficit balance the 1990-91 ending negative fund balance is .
estimated at approximately $ 97,000.
California Government Code Section 30200 provides for the Accounting Standards
and Procedures for counties. Chapter 13 of the AS&P provides two acceptable methods
for correcting profit/loss situations for enterprise funds:
1. Adjust user charges or fee for service rates.
2. Transfer appropriations from appropriate funds. (i .e. County Subsidy)
These actions may extend beyond one year if a plan acceptable to the County
Auditor is followed.
We are currently working with the health club staff and your office to establish
guidelines which will provide for continued monthly status reports to your office.
39
IX. CURRENT PLANS TO INCREASE MEMBERSHIP - MARKETING STRATEGIES
Current and upcoming marketing strategies aimed at increasing
Club memberships are discussed in this section. Most of these
marketing programs have correlated with -the phase-in approach for
accepting memberships.
UPDATE ON PAST MARKETING STRATEGIES
1 . Pre-Opening Phase; January 1990 - June 1990
During_ the 6 months prior to the opening of the Club,
numerous flyers, memos, questionnaires and preliminary
membership application materials were distributed to County
employees through the payroll system and the, Wellness
distribution network. Club information was also posted in
display areas at various worksite locations throughout the
County. In addition, Club information was included in the
benefits packages distributed to all new employees -and handed
out at new employee orientations conducted by the County
Administrator' s Office.
2 . Opening Phase: . June, 1990 - August 1990
The Grand Opening of . the Club was advertised by utilizing the
following resources.:
♦ An Open House was held for all County Supervisors, the
County Administrator, County Department Heads, Managers
of local businesses, the Mayor of the City of Martinez
and his council members and other dignitaries .
♦ Posters and flyers highlighting the Open House week were
distributed and posted in various worksite locations
throughout the County.
♦ -A quarter° page - ad - was included in the Martinez News
Gazette inviting all those interested to preview the
Club.
♦ Several articles highlighting the facility had also been
published in the Martinez News Gazette.
3'. Phase I : September, 1990 - December 1990
♦ September, 1990 - October, 1990,
The Club distributed its first quarterly newsletter to
all County employees through the payroll system. The
newsletter announced the opening of memberships to
dependents and spouses of County employees and
highlighted the Club features, membership fees and dues .
40.
3 . Phase I : September, 1990 - December 1990
(continued)
Membership information was distributed to interested
corporations , and local businesses announcing the .
availability of memberships.
Club management worked closely with the City of Martinez
to advertise the availability of Club memberships to
City employees . As a result we have over 20 City of
Martinez Club members who have paid for 6 months in
advance. The City of Martinez is paying for one-half of
each employees ' 6 month membership fees .
November, 1990 - December, 1990
A flyer was distributed to County retirees currently
residing in the Central Contra Costa County area
inviting retirees to join the Contra. Costa Club.
Letters were sent to all current Corporate members
announcing the availability of memberships for the
spouses and dependents of corporate members .
4 . PHASE II : January, 1991 - March, 1991
0 The second Club newsletter was distributed to all County
employees through the payroll system that announced the
availability of Club memberships" to temporary and
contract County employees as well .as the change in the
membership contract status . Instead of only offering 6
month membership contracts,. the Club now offers 3 month
contracts for those not able to make a 6 month
commitment..
0 Flyers announcing the availability of memberships to
temporary and contract employees were distributed to all
County payroll .clerks to disperse to the temporary and
contract employees.
Flyers were distributed to Perfecto Villarreal, the
Executive Director of the County Housing Authority, - to
disperse to .his employees regarding the availability of
memberships . We have worked out an arrangement with the
Housing authority which will enable their employees to
deduct membership fees from their payroll system similar
to the County's system.
♦ Letters were sent to over 200 local businesses to
announce that there are still memberships available for
corporations .
41
4 . PHASE II : January, 1991 - March, 1991
(continued)
♦ The first edition of the "Health and Fitness Monthly"
newsletter was distributed to all Club members in
January. A special promotion enabling current members
to receive. a Club T-shirt when they sign up a friend was
included in the newsletter.
♦ The Club Manager attended March' s Department Head
meeting and dispersed 2-Week Free passes to the Contra
Costa Club to all Department Heads to utilize themselves
or to disperse to individuals in their department.
UPCOMING MARKETING STRATEGIES
With our limited Club staff, much of their time has been devoted
to fine-tuning Club procedures and services and in maintaining a
high quality level of programming. However, we have reached a
point where we are satisfied with the day-to-day operations and
additional staff time can now be devoted to marketing endeavors
and membership drives .
During the last few months. of FY 1990 - 1991 and into the next
fiscal year; our `-marketing- will fall into two categories --
Internal Marketing and External Marketing.
Internal Marketing
Internal Marketing will attempt to accomplish two goals -- keep
the attrition rate low and to acquire new Club memberships
through current member referrals .
♦ In April, a "Super Fit Secretaries Week" Program was
instituted. During this promotion, current Club members
who supervise clericals could present their clerical
staff with a 2-Week Free pass at the Club.
♦ In May, the Club will conduct a "We Miss You" promotion
in which letters will be sent to members who have not
been utilizing the Club . on a regular basis .
♦ In May, we will also conduct a "Membership Appreciation
Week" . During this promotion we will have a week long
celebration thanking our members and awarding them with
guest passes to distribute to their friends and
co-workers .
42. '
♦ Future Internal Marketing will focus on the
introduction of new Club programs including additional
aerobic classes, clinics on health and fitness,
additional exercise competitions and contests, Family
Day promotions, a Health and Fitness Video Resource
Library and a 1-year Anniversary Party in July. As
previously stated, all Club programs and activities, .
current and future, are . designed to encourage our
members to keep up with their exercise programs and to
provide them with the most up-to-date information on
health and fitness .
External Marketing
External Marketing focuses on all of the promotions and
activities developed to acquire new memberships within the County
itself and throughout the businesses in the greater Martinez
area.
♦ An aggressive Marketing campaign aimed at one of the
larger employers in Martinez, Shell Oil Company, during
the last couple of months has paid off and a Corporate
Account with them has been established. During the end
of April, the Club will conduct the "Shell Oil Week"
promotion. The Shell Recreation Association has
promoted this promotion throughout the company and all
interested Shell employees will be allowed to visit the
Club and receive special Club tours . We anticipate
obtaining over 20• memberships from Shell before June.
Plans are also underway to conduct a similar program to
the City of Martinez employees in an attempt to increase
the number of City of Martinez memberships .
♦ The Club Manager will present a special Club promotional
seminar to the Public Works Department in May and plans
are underway to visit other department staff meetings to
increase the County awareness of. our Club and the
programs we offer.
♦ A Marketing Consultant has recently been hired on a
. commission basis ,to focus .on selling Club memberships to
local businesses . To date, the Club has not been as
effective in obtaining new memberships from local
businesses as originally expected due to lack of staff
time needed to go out and market to these businesses in
person.
♦ Current marketing promotional materials including flyers
and brochures highlighting new programs and services
will be distributed to County employees through the
payroll system and the Wellness network We will
continue to provide Club informational materials in new
.employee packets and articles in County newsletters will
continue to be heavily utilized. Formal Club
promotional displays will also be placed in County
worksite locations in the next several months .
43.
X. RECOMMENDATIONS FOR FUTURE PROGRAMMING
The future success of 'the Contra -Costa Club relates directly in
our ability to provide beneficial programs, in conjunction with
other County departments, programs and services,, to create a
balanced health and wellness facility. In order to accomplish
this goal, the Club needs the support and commitment from the
County Administration and the Board of Supervisors . In addition,
we need the support of the Department Heads to allow their
employees the ability to flex their work schedules. This will
ease overcrowding during our peak hours and enable us to
adequately service additional members .
Recommendations :
The following recommendations involve offering programs that are
either currently being conducted by other County departments or
are programs to be developed with other County departments and
services. Several of these programs may bring in additional
Club revenues .
1. Host special educational programs at the Club that will be
open to, non-members and members alike. Ideas for future
programs include:
♦ Working with' Risk Management to conduct CPR classes
in our' aerobics room.
♦ Coordinate special health . education programs and
screenings working with programs such as CCHP and
the County Prevention Program.
♦ Continuing to conduct health screenings, health and
fitness seminars, exercise competitions and other
Wellness Program activities .
2 . Develop comprehensive preventative and rehabilitative
programs to. include:
♦ Conducting specific fitness programs especially
designed for County employees who are in the
process of rehabilitation from injuries incurred at
work. Renting Club space to a physical therapist
will be considered as part of this program.
♦ Develop and conduct back training programs
especially for employees with physically demanding
jobs .
♦ Develop and conduct VDT fitness classes similar to
the program conducted by AT&T's Fitness Program.
These classes will be designed to help combat the
escalating cases and subsequent costs to the County
of conditions such as carpal tunnel syndrome.
44.
3 . Develop Fitness Testing Evaluation Programs for Specific
Departments :
♦ Plans are currently underway to conduct fitness
testing evaluations at the Club for all of the new
Sheriff recruits by the Club professional staff.
This program will hopefully encompass additional
fitness testing standards and evaluations for other
sectors in the Sheriff ' s Department. If this
program proves successful, there may be a
possibility to develop similar programs for the
City of Martinez Police Department.
4 . Acknowledging and rewarding employees for making a
commitment to be healthier County employees .
♦ Currently, the County monetarily supports the
County employees by rewarding them for longevity at
the County in the form of Services Awards and more
recently rewarding them for performance in the form
of the Awards of Excellence Program. However, we
feel that the County needs to additionally reward
employees for their good health,, possibly by
awarding employees Club memberships as alternate
awards for the Awards of Excellence Program.
Currently,. the City of Martinez subsidizes half of
the .Club membership fees for their employees . If
the County assisted their employees pay a portion
of the membership fees, there would be a greater
number of employees utilizing "the Club and in turn.
'a larger percentage of: healthier_ and more
productive employees . As evidenced by numerous
cost-benefits analysis in Chapter II, a company
fitness program will do much more than just pay for
p itself in the long run.
45.
XI . REFERENCES
American Heart Association. .( 1984) . Heart At Work: Exercise
Program. Dallas, TX: Author
Baum, William, Bernacki, Edward and Tsai, Shan. (January, 1986) .
"A preliminary investigation: Effect of a corporate fitness
program on absenteeism and health care cost. " Journal of
Occupational Medicine, 28, 18-22, January.
Bernacki, Edward and Baun, William. (July, 1984 ) . "The
relationship of job performance to exercise adherence in a
corporate fitness program. " Journal of Occupational
Medicine, 26, 529-531 .
Bernacki, Edward. (April, 1987) . "Can corporate fitness programs
be justified?" Fitness in Business, 1, 173-179 .
Blair, Steven, et al. (November 3, 1989) . "Physical fitness
and all-cause mortality: A prospective study of healthy men
and women. " Journal of the American Medical Association,
262, . 2395-2401 .
Fitness Systems . ( 1990) . "The Economic Impact of Employee Health
and Fitness . "
Gettman, L.R. (August, 1986) . "Cost/benefit analysis of a
corporate fitness program. " Fitness in Business, 1, 11 - 17 .
Hatziandreu, Evridiki, et al. (November, 1988) . "A .
cost-effectiveness analysis of exercise as a . health promotion
activity. " American Journal of Public Health, 78,
" . 1417-1421 .
Health Care Financing Administration and Economic Report of the
Presidents . ( 1989) . Subcommittee on Education and Health.
Joint Economic Committee, Congress of the United States .
46. . .
IRSA: The Association of Quality Clubs ( 1990) . 111990 IRSA -
Gallop Study: Profiles of Success . "
Patton, Robert W, Grantham W.C. , Gerson, R.F. , Gettman, L.R.
. ( 1989) . Developing and Managing Health/Fitness Facilities .
Champaign, Illinois : Human Kinetics Books .
Ostwald, Sharon. ( 1986) . "Cost-Benefit Analysis : A framework
for evaluating corporate health promotion programs . "' AAOHN
Journal, 34 , 377-382 .
Shepard, R.J. ( 1983) . "Employee health and fitness" The state
of the art. " Preventive Medicine, 12, 644-653 .
Shepard, R.J. ( 1986) . Economic Benefits of Enhanced Fitness .
Champaign, Illinois : . Human Kinetics Books .
Shepard, R.J. ( 1987 ) . Fitness and Health In Industry. New York:
Karger.
Sjoberg, Hans . ( 1983) . "Physical fitness and mental performance
during and after work. " Ergonomics, 23, 977-987 .
47.
XII . ADDENDUM
Contra Costa Club
Member Suggestions
♦ The place looks great since my return from the war you are
to be complimented. Toiletries are a nice touch.
♦ I love this place! Keep up the good work.
♦ How about a massage therapist. An independent professional
could be hired and appointments made. Thanks, you are doing
a superb job!
♦ Keep up the good work.
♦ Thank you for keeping the locker room so clean. I sure
appreciate it.
♦ Thanks for clocks by the sauna and the hair dryers .
♦ Thanks for the hair dryers .
♦ Staff is very helpful,, keep up the good work.
♦ I have to admit that when I joined, I was skeptical that such
a small gym would satisfy me, but this is a great gym. The
razors, aftershave, etc. are a great idea.
♦ Thanks !
♦ Now we have hair dryers . Thanks .
♦ You are doing a GREAT job!
♦ Hair dryers --nice touch!
♦ Thank you all for all of little frills you added. It makes
it very nice.
♦ All the condiments are "great" .
♦ Jane, one of the aerobic instructors, is the best thing that
this Club has to offer.
♦ This area and the Club is nice and clean.
♦ It ' s nice to know you' re listening. Thanks for the goodies
by the sink!
♦ Be open on Sunday.
♦ Stretch and tone classes .
40.
♦ What about getting shorts as well as the shirts available
with the Club logo for people to buy? You could also have
socks, etc. . for sale. It would be nice for when we forget
to bring something, to be able. to buy it here.
♦ On County holidays be open a few hours. in the morning.
♦ It would be nice to have a squirt bottle and towel by the
stairmaster.
♦ Another Stairmaster!
♦ Club shirts for sale.
♦ How about a fourth 6 : 15 a.m. aerobic class per week?