R-956 - 10/24/2006 - SPORTS CORE - Resolutions ExhibitsVILLAGE OF OAK BROOK
Interoffice Memorandum
EXHIBIT A
DATE: September 20, 2006
TO: Village President and Board of Trustees
FROM: Richard B Boehm, Village Manager
SUBJECT: Revised Departmental Reorganization: Bath & Tennis Club, Division of Sports Core
Over the course of the past few years, staff has experiment, analyzed, and improved operations of the
Bath and Tennis Club department. The goal of breaking even on all budget targets while continuing to
improve member and guest satisfaction has been paramount to all the goals set for the past three
seasons. The major accomplishments include:
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1. Reorganization of Part -time Salaries.
2. Introduced new member events — Friday Night Family Night.
3. Contracted with Comcast Cable for Banquet Facility Marketing Campaign.
Swimming
1. Capital Improvements to the Pool Facility including the installation of a complete 5' fence.
2. Privatization of Pool Facility Employees with J Ellis and Associates at approximate $40,000 in
part-time salaries ($70,000 when compared to the 2003 season).
Tennis
1 Hired a new head -pro and established a new part -time salary structure
2. Focused programs toward rebuilding membership.
Polo
1. Switched to a new Polo Leasee, Don Healey, and greatly improved the overall Polo
programming.
2. Re- evaluated the pay formula for the Polo Director with a change to Polo Coordinator as
outlined in the attached proposal - Employment Contract (Exhibit 3).
Open Fields
2006 Reorg Plan General Public doc
1. Created a boiler -plate contract /leasee process and instituted lease agreements for all programs
and rentals.
2. Increased fees for returning rentals and multi -year leases and established new requirements for
insurance and indemnification.
Although many program areas are still scheduled for improvement, the following organizational
changes are strongly recommended in order to facilitate the continued progress in this department.
Attached as Exhibit 1 is an illustration of the Current Organizational Structure along with the proposed
2006 Re- Organizational Plan
Recommended 2006 Re- Organizational Plan
Bath and Tennis Club Manager — Grade 10:
This position drops one (1) grade level from Grade 10 to Grade 9 The position is retitled Bath and
Tennis Operations Manager and will consist of a combination of portions of the essential fob functions
of the Bath and Tennis Club Manager position and functions of the Food and Beverage Manager
position. The position oversees Polo contracts, Open Fields leases, Tennis Pro, the Pool contract, and
supervises the Head Chef and Catering Coordinator that operate the Clubhouse and banquet activities.
Nelson Patras, who has served as the Interim Bath and Tennis Club Manager will assume this position.
(B &T Operations Manager — Grade 9)
Food and Beverage Manager:
This position is eliminated and the responsibilities are rolled into the Bath and Tennis Club Operations
Manager position with some responsibilities falling under the new Full -time Catering Coordinator
position.
(Eliminated)
Executive Chef — Grade 8:
The Position is retitled Head Chef. The drop in grade simply reflects that the nature of the Clubhouse
business is primarily banquet and buffet service and that some of the essential functions of the
Executive Chef position fall under the B &T Operations Manager position (formerly Food and
Beverage functions). Further, the supervision of much of the food service staff is now under the FT
Catering Coordinator and PT Wait Staff Supervisor. However, this position does oversee the kitchen
staff, establishes and prepares menus for events, and orders and inventories food for production. One
option the Village did research was the Katherine Legge Model, or rather, establishing a "catering
only," lease -use facility. In speaking with Hinsdale, although the model worked for them, they were in
the process of researching models more similar to the Bath and Tennis Clubhouse. The issues they
mentioned ranged from quality control and supervision of catering companies, the risks associated with
caterers utilizing the kitchen, and the difficulty in marketing the facility versus use by community
groups. Therefore, a full -time Head Chef does result in a step down in pay grade, but does establish a
full time central kitchen position which is essential to overall continuity of staff supervision, event
coordination, and the high quality our members and guests have come to expect. (Head Chef —
Grade 6)
Catering Coordinator - Grade 1:
This will be a new Full -time position set at Grade 1. This will result in the promotion of one of the
current PT Coordinators. This position is necessary to maintain consistency in the reservations,
bookings, and overall satisfaction of guests. One key responsibility of this position will be to work
with the PT Village Media Coordinator and the B &T Operations Manager to develop and monitor a
regional marketing plan for the Clubhouse.
2006 Reorg Plan General Public doc 2
(New Full Time Position — Grade 1)
Aquatics Director:
This position was, eliminated with the transition to the private contract with J. Ellis Management. In
addition, Ellis has restated interest and wants to begin discussions for the 2007 Pool season.
PT Season Pool Employees-
These positions were eliminated as employees of the Village as now all pool employees fall under the
J. Ellis contract.
Polo Coordinator:
This position was the Part -time Director of Polo and will remain a part-time position. However, the
proposal is to approve an employment contract for this position with the new title of Polo Coordinator.
There are a few reasons that staff is recommending this position established as a contract. First, the
employee in question, Karen Martino is the equivalent of a sole source vendor for this post. She has
been involved with Oak Brook Polo for years. She is fluent on the history of Oak Brook Polo and has
contacts locally, regionally, and internationally as evidence by tournament play with teams from
Argentina, and the past Jamaica. The responsibilities for this position include the operations,
marketing, public relations, and networking for this program. The contract establishes a 30 hour per
week contract at stated in the employment agreement.
Proposal Impact on the Budget:
The following table illustrates the overall budget impact as this transition from the 2004 department
structure has progressed to this current proposal for 2007 (although depicted as a budget year change,
the plan is proposed to begin with Board approval). As indicated, there is $17,800 increase from the
2006 to 2007 budget as well as an increase of 0.5 FTE (full time employees). This increase reflects a
shift in overall structure, a truing up of job functions and an organizational plan that accounts for
supervision of employees which has been built over these past three years and would be recognized
under this new plan. Moreover, this increase in costs from 2006 to 2007 can only be understood when
reviewed against the 2004 budget. As illustrated, there is a $65,800 budget decrease from 2004 to
2007 along with a drop in FTE of 0.5.
FTE
Grade
Position
2004
2005
2006
2007
1
10
Bath and Tennis Club
Manager
$121,600*
$0
$0
$0
1
9
B &T Operations Manager
NA
NA
NA
$92,200*
1
NA
Actin Bath /Tennis Manager
NA
$78,400*
$86,900*
$0
1
7
Food and Beverage Manager
$70,200*
$0
$0
$0
1
8
Executive Chef
$84,000*
$88,000*
$92,100*
$0
1
6
Head Chef
NA
NA
NA
$85,000*
1
1
Catering Coordinator FT
NA
NA
NA
$57,600*
05
1 NA
Catering Coordinator -PT
$24,800*
$31,000*
$38,000*
$0
TOTAL $$
$300,600*
$197,400*
$217,000*
$234,800*
TOTAL FTE
1 35
1 25
25
3
* Salaries listed include FICA, Health Insurance, and IT RF costs at approximately $20,000 per position.
Note, this table does not reflect all full time and part time positions of the department, only positions
impacted by this reorganization; all positions are shown on the Organizational Plan.
Summary:
2006 Reorg Plan General Public doc 3
Staff feels that the proposal is reflective of the true responsibilities and roles of the positions as they
operate within the organizational structure for this department. These changes due represent the
transition to additional contracts and the effective use of contracts to assist with overall management
and transition of risk and supervision to outside agencies. Although many strives have been made and
accomplished, the main areas for staff will focus on under this new proposal are: 1) continued and
improved marketing for the Clubhouse as well as swimming and tennis; 2) options to privatize or
partner with neighboring agencies for the Tennis program; and 3) review options to seek competitive
proposal for Open Field usage.
If you have any questions or concerns, please feel free to contact me.
Exhibit 1: Current Organizational Plan
Exhibit 2: 2006 Re- Organizational Plan
2006 Reorg Plan General Public doc 4
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