Report to / Rapport au :

Health, Recreation and Social Services Committee /

Comité de la santé, des loisirs et des services sociaux

 

and Council / et au Conseil

 

14 April 2002 / le 14 avril 2002

 

Submitted by/Soumis par:  Dick Stewart, General Manager/Directeur general

People Services Department/Services aux citoyens

 

Contact/Personne-ressource: Jocelyne St Jean Director of Community Services Branch/ Directrice des services communautaires

724-4122 ext. 24365, Jocelyne.StJean@city.ottawa.on.ca

 

Ref No:  ACS2002-PEO-COM-0011

 

 

SUBJECT:     RECREATION AND CULTURE PRICING POLICY

 

 

OBJET :         POLITIQUE D’ÉTABLISSEMENT DES TARIFS DES LOISIRS ET DE LA CULTURE

 

 

REPORT RECOMMENDATIONS

 

That the Health, Recreation and Social Services Committee recommend Council approve:

 

  1. The adoption of the Recreation and Culture Pricing Policy elements as outlined in this report, including:

·        Pricing Policy Statement;

·        Pricing Policy Principles for Developing Procedures;

·        Values and Priorities for Pricing; and

·        Costing Process to Determine Price; and

 

  1. The implementation of the Recreation and Culture Pricing Policy including:

·        That in the short-term the General Manager of People Services review and adjust existing Recreation and Culture fees to reflect harmonized prices for the service categories of admissions and memberships, programs, rentals and other, as detailed in Annex A; and

·        That in the long-term, as part of the annual budget process the General Manager of People Services review and recommend to Council amendment of established fees to ensure ongoing adherence to this policy and to ensure achievement of annual budget revenue guidelines as set by Council.

 


 

RECOMMANDATIONS DU RAPPORT

 

Que le Comité de la santé, des loisirs et des services sociaux recommande au Conseil d’approuver :

 

  1. L’adoption des éléments de la politique d’établissement des tarifs des services de loisirs et de culture énoncés dans le présent rapport :

 

·        Énoncé de la politique d’établissement des tarifs;

·        Principes contenus dans la politique pour ce qui concerne l’élaboration des procédures;

·        Valeurs et priorités aux fins de l’établissement des tarifs;

·        Processus d’établissement des coûts en vue de la détermination des prix.

 

  1. La mise en œuvre de la Politique d’établissement des tarifs des services de loisirs et de culture :

 

·         Que, à court terme, le directeur général des Services aux citoyens examine et révise les droits d’utilisation des services de loisirs et de culture de manière qu’ils tiennent compte de l’harmonisation des prix pour les différentes catégories de services (admission et adhésion, programme, location et autres) décrites à l’annexe A;

·         Que, à plus long terme et dans le cadre de l’établissement du budget annuel, le directeur général des Services aux citoyens examine et recommande au Conseil la modification des tarifs établis afin d’assurer l’application continue de la présente politique et le respect des lignes directrices sur les recettes budgétaires annuelles fixées par le Conseil.

 

 

BACKGROUND

 

In August 2001, Council approved a recreation and culture service mandate for the City of Ottawa.  The goals of the service mandate support community access, participation and overall health and well being through recreation and culture programs.  Implementation of the service mandate requires a series of operational policies to support program delivery.  The fee assistance policy was the first of these policies approved by Council in December 2001.

 

This report recommends a recreation and culture pricing policy that reflects the service mandate’s focus on:

 

·        Ensuring an optimal level of access to introductory/general participation programs and services in all areas of the City and for all age groups;

·        Providing a continuum of pricing options for access to programs that respond to varying community needs and encourage ongoing participation;

·        Reducing or eliminating barriers to participation in recreation and cultural activities; and

·         Maintaining the existing revenue base derived from recreation and culture fees.

 

It also provides examples of the procedures and processes required to fully implement the policy, a proposed time line for processes to be implemented, and the rationale for the various procedures that have been developed.

 

Prior to amalgamation, local municipalities provided recreation and culture programs and services, and attached fees to some of these services, within the mandates and policy frameworks that had been approved by their respective municipal Councils.  Most municipalities attempted to recover all or a portion of the cost of offering programs from participants.  Accordingly, the fees from these former Cities varied greatly depending on the different cost structures, philosophies and revenue expectations applied to their pricing processes.  For the most part, the fees from these legacy municipalities are still in place today.  This report is the first step towards providing the new City with a harmonized pricing policy that reflects the Recreation and Culture Programs and Services Mandate approved by City Council.

 

Currently, these fees generate $29,068,000 towards the $64,832,000 operational cost of delivering recreation, cultural and park services.  This represents a 44% recovery of costs through fees, with the remaining 56% ($35,764,000) coming from the tax base to support facility maintenance and operations ($24,161,000), parks operations and maintenance costs ($9,321,000) and grants and Purchase of Service agreements ($3,138,000).

 

If Centre of Expertise overhead costs of 13% are added to operational costs the total costs increase to $73,152,000.  The percentage of tax-based support increases to 60% ($44,084,000) and although revenues remain constant at $29,068,000, the percent contribution of revenues decreases to 40%.

 

Finally if capital costs, including life cycle replacement costs are included in this calculation, the base dollar amount increases to $119,152,000.  With the inclusion of capital costs, the total percentage of tax-based support increases to 67% ($80,084,000).  Total revenues increase to $39,068,000 due to development charges, however, the overall percentage of non-tax revenues decreases to 33%.

 

Table 1: Tax-Based Versus Non-Tax Based Funding of Parks and Recreation Services

 

 

Tax Support

Non-Tax Revenues*

Budget Item

Dollar Cost

Percent Cost

Dollar Cost

Percent Cost

Facility and Park Operations

$35,764,000

56%

$29,068,000

44%

Operational Overhead

$44,084,000

60%

$29,068,000

40%

Capital and Lifecycle Replacement

$80,084,000

67%

$39,068,000

33%

 

* Non-tax revenues include: user fees, sponsorships, grants, vending, concessions, and leases

 


 

Figure 1: Tax-Based Versus Non-Tax Based Funding Sources for Parks and Recreation Direct Operational Costs

 

                                                                                                                           44%                        

Text Box: Non-Tax Revenues*
$29,068,000

 


                  56%

 

 

 

 

 

 


Isosceles Triangle: Operating Costs
$64,832,000
 

 

 

 

 

 

 

 

* Non-tax revenues include: user fees, sponsorships, grants, vending, concessions, and leases

 

 

Figure 2: Tax-Based Versus Non-Tax Based Funding Sources for Total Parks and Recreation Costs including Operations, Capital and Overhead

 

                                                                                                                           33%                        

Text Box: Non-Tax Revenues*
$39,068,000

 

 


                  67%

 

Text Box: Tax Support
$80,084,000

·	Operations
·	Capital & Lifecycle
·	Overhead
 

 


 

 

Isosceles Triangle: Total Costs
$119,152,000
 

 

 

 

 

 

 

 

* Non-tax revenues include: user fees, sponsorships, grants, vending, concessions, and leases


 

During amalgamation, user fee revenue requirements were incorporated into the People Services Department’s Operating Estimates at the same levels as were present in former municipalities.  Prices for recreation and culture services have remained relatively unchanged in most municipalities for the last five years because of policy directed freezes on fee and tax increases or competitive market forces that did not allow for such increases.  At the same time, many of the input costs for these services (labour costs, materials, promotions, etc.) have increased steadily, resulting in an increase in the relative proportion of tax support to deliver services.

 

In addition, given that a significant number of buildings and developed properties within the City support recreation and culture services, the demand for capital funds to support life cycle renewal is high.  Furthermore, the growing age of this building and property portfolio is accelerating the demand for replacement budgets. For 2002, 40% of the available capital life cycle funds managed by Real Property Asset Management is designated for parks and recreation facilities.  Although the assigned life cycle funds do not reflect industry standards, the amount of annual investment approaches $6.6 million.  The Long Range Financial Plan is concerned with identifying a sustainable funding level for life cycle renewal work and is examining the viability of directing revenues acquired through recreation and culture fees toward a life cycle replacement reserve.

 

The work completed to date has examined the ratio of tax support to non-tax revenues used by various municipalities in the delivery of park, recreation and culture services.  This research indicates that there is no best practice in Ontario nor in Canada.  Rates are often established based on what is known to work in a local municipality, or based on historical rates.  For this reason suggested rates for this Pricing Policy will be based upon objectives identified in the Long Range Financial Plan to ensure that the ratio of tax support to non-tax revenue established for City of Ottawa recreation and culture programs will meet long range financial goals and maintain the viability of this important service and benefit to the community.

 

This report has been developed in conjunction with the Community Services Branch Allocation Policy report to ensure that the manner in which groups are classified and priorities are established for access to City facilities is complimentary to the direction taken on attaching a fee to the use of these facilities.

 

 

DISCUSSION

 

Pricing Policy Statement

 

1.      The City will give priority for tax-based support of recreation and culture services to those with:

a.       Broad community benefits beyond the benefits to the individuals or groups participating in the services.

b.      Relevance to, and direct impact on, the achievement of Corporate and Departmental objectives and priorities as identified in cyclical strategic and operational planning processes.

2.      User fees will be the primary source of funding for services that mainly meet the needs of individuals or small groups, and that have limited benefits or positive impacts on the broader community.

3.      The categorization of services into introductory/general participatory, intermediate and advanced will form the basis for assigning the relative community value and benefit of programs for pricing purposes.

4.      Priority for ensuring accessibility and affordability through pricing will be directed at introductory level programs.

5.      Pricing revisions will maintain, as a minimum, the total revenue targets as directed on an annual basis through the budget process.

 

Scope of the Policy

 

This policy applies to fees for recreation programs and services operated directly by the City of Ottawa’s Community Services Branch at swimming pools, community centres, museums, arenas, sports fields, cultural facilities, etc.  These include registration fees for a wide variety of instructional programs, admission fees to City facilities and activities, rental fees for short-term use of facilities and fields, membership fees, product sales and administration fees.

 

The policy does not apply to recreation and culture related services operated by other City Branches such as, Lansdowne Park, the baseball stadium, and Pineview Golf Course.

 

The City’s partners under Purchase of Service Agreements, Sustaining Grants and other formal and informal arrangements with volunteer community groups and agencies will be asked to follow the City’s pricing policy on a voluntary basis to ensure consistency with the City’s objectives and priorities.  As funding and partnership agreements come up for renewal, alignment of partners with the applicable provisions and priorities of this policy will be considered and evaluated as one of the terms of negotiation for partnership renewals.

 

Pricing Policy Principles for Developing Procedures

 

The City is taking a leadership role in the provision and facilitation of recreation and culture services because of the many benefits that these services bring to the community, such as:

 

·        Enhancing overall health and fitness of the population;

·        Learning new skills, promoting self esteem;

·        Fostering and developing community involvement and capacity;

·        Improving the quality of life of citizens; and

·        Enhancing safety and security and reducing and discouraging negative behaviours.

 

These benefits, and others, are the reason the City invests tax dollars and municipal resources into recreation and cultural services.  Accordingly, a mechanism must be in place to determine which services are to be supported, and to what level, by the limited tax dollars available for this purpose. 

A pricing policy provides one of the tools required to make these decisions, by identifying the costs the municipality incurs in delivering the services, and establishing the portion of these costs that should be borne by tax-based support and the portion that should come from user fees.

 

Values and Priorities for Pricing

 

People Services believes that some overarching principles are required to guide City Council and the work of the Department.  This will ensure that pricing of the City’s recreation and culture services will move beyond an exercise of determining the level of cost recovery to also include opportunities to offset all or portions of user fees with tax support when a service provides a community benefit that the City wishes to support and promote.

 

For example, while teen dances have a clear benefit for the young people attending from a recreation and socialization perspective, they also have been shown to be of great value in redirecting youth who might otherwise engage in risk-taking behaviour, and in reducing incidences of vandalism, loitering, etc.  Though the City’s admission fee to recover all costs for a dance might be $5 to $10 per person, sufficient rationale exists for investing tax dollars to adopt a much lower admission fee to these events to promote attendance and maximize the broader community benefits they are intended to provide.

 

With limited tax supported resources at its disposal, the City must make choices on where to most effectively utilize these resources and where to place a greater emphasis on user fees.  In the context of recreation and culture services, where there exists a broad range of program options that deliver varying levels of personal and community benefits, People Services is recommending that an appropriate area to target is the introductory/general participation levels of programming and those services that are more likely to accommodate and benefit large segments of the population.

 

This policy recommends that introductory and participatory programs and services be given the highest priority for tax-based support in the context of affecting the user fee to be charged to participants.  This reflects the belief that focusing municipal efforts and support at this level will achieve the greatest impact in terms of promoting new and continued participation and targeting support on the areas of service that touch broader community benefits.

 

While supporting introductory and participatory programs, opportunity still exists to also support specific intermediate and advanced programs that address identified community or City needs.  For example, People Services may choose to focus some tax-based support towards the user fees for high-end aquatics instructional programs to address a shortage in lifeguards that maintain public safety at pools and beaches.  However, the primary tool for dealing with accessibility and affordability issues for intermediate and advanced level services will be though the Fee Assistance Policy designed to assist individuals in need to pay established user fees.

 

Beyond the values and priorities identified above, other factors will be considered in determination of price.

 

i)    Sustainability. The price set for a service must be able to ensure its viability for the time that the service is needed.  Total cost for the program must not consistently exceed the combination of revenues from user fees and tax-based support.  Timely price adjustments and cost controls promote program sustainability.

 

ii)   Price Elasticity. Citizens considering participation in City recreation and culture programs weigh the perceived benefits and the perceived costs to program participation.  They want to ensure that the benefits to participating represent the best value for the price paid.  For example, when considering an aerobics class, in addition to health and fitness, benefits may include convenience (frequency, time), facility location, amenities or quality of instruction.  Consumers readily notice fluctuations in price for items that are purchased regularly.  Minor changes in price for less frequently purchased items such as memberships and program registrations can bear more elasticity in their pricing range.

 

Pricing changes must balance participant beliefs about program benefits and the ability to financially accommodate these changes.  Timing of price changes must correspond with logical cycles related to the activity.  For example, changes to ice rental fees should be decided and communicated in advance of league registration periods so that community associations have an opportunity to modify registration fees to recover costs for ice time.  Clear, timely communication with community organizations and participants about price changes, and adequate phase-in periods (at least one season) will help maintain the benefits and affordability balance.

 

iii)   Harmonization. Many of the services that People Services offers across the City are relatively similar in terms of content and outcomes, but have different user fees related to legacy municipality.  For example, participants in the AquaQuest 6 learn to swim program receive similar units of instruction that teach an identical level of aquatic skill, but the program is priced differently dependant upon where in the City it is offered.  The pricing policy will ensure that equivalent program offerings receive equivalent prices.

 

iv)  Choice. Clients want choice, and People Services is committed to offering a menu of services that meets community needs.  Where legitimate service level or program content differences exist to provide selection these differences will be respected and maintained.

 

v)   Targeted services.   People Services will offer a range of programming fees from free public swimming in low-income communities to high cost private instruction for those who can and wish to pay higher fees.

 

vi)  Marketplace Position. The City is only one of many public and private agencies that offer recreation and culture programs.  Some City programs are unique to the marketplace, others function in a limited market, and others are positioned in a competitive private market.

 

The approach that People Services takes to pricing programs must consider how other providers price similar programs.  Pricing programs above market levels based on internal costs or policies will result in poor participation rates and short-term demise of the programs.  Similarly, pricing programs below market rates can damage the viability of community initiatives to deliver programs and unfairly hinder private ventures.  User fees in some program categories will be complementary to the marketplace while in other categories they may be more competitive.  In all cases People Services will be mindful of its dual leadership role as a direct provider of services and as a facilitator and promoter of alternative modes for service delivery.

 

Maintaining a vital and viable presence in the market for recreation and culture services also requires the adoption of marketplace strategies to attract and retain clients.  Accordingly, the pricing of services under this policy will not preclude the provision of discounts, promotional offers or targeted programming to meet service and financial objectives.  Occasionally, discounts and sales will be used for a limited time as promotional tools to increase participation levels in ongoing programs or new and innovative programs, to increase program awareness or to generate needed revenues.

 

Costing Process to Determine Price

 

The sequence of steps for setting a price for a program or service within Community Services Branch is as follows:

 

·        Identify the costs required to deliver a program or service;

·        Determine the relevance of the program to the Recreation and Culture Programs and Services Mandate;

·        Assess the requirements, benefits and priority for allocating tax-based support to offset some or all of the costs;

·        Determine the availability of tax-based support to allocate to the program;

·        Identify other potential sources of support to offset costs (i.e., grants, sponsorships, services in-kind, etc.); and

·        Calculate the net cost that must be offset by user fees, divided by the anticipated number of participants or the program capacity, to determine the price to be charged to each participant.

 

Currently, neither lifecycle (Real Property Asset Management) nor maintenance (Transportation Utilities and Public Works) costs are recovered in Community Services program fees.  This may be an issue that Council will want to consider and revise in future budget cycles.

 

City Council will continue to approve People Services’ revenue estimates as part of the annual budget process.  As well, Council will be asked to approve any increases in People Services’ revenue estimates that are based on price increases (as opposed to those generated by service expansions or volume increases) required to meet annual budget guidelines.

 

On an annual basis, People Services will review and adjust fees to reflect fluctuations in program costs such as economic increases to staff under Collective Agreements and inflationary increases for supplies and services.  Staffing costs, representing 79% of the total operating costs, increase regularly and can significantly affect the tax support to user fee ratio unless a responsive price change authority and process is in place.

 

Implementation Plan

 

Recreation and culture programs and services with common attributes have been grouped into four categories:  admissions and memberships, programs, rentals and other, for initial fee review and adjustment under this policy.


 

This grouping will facilitate the review of similar categories and related services in a coordinated manner, over parallel timeframes and by the same work groups.  The implementation schedule for the pricing guidelines will begin in September of 2002 with public swimming and public skating admission and membership fees.  Other program areas will be phased-in starting in 2003 depending upon each area’s programming cycle.  An implementation plan by program area is presented in Annex A.  A detailed example of the application of the pricing policy to the price harmonization process for public swimming is provided in Annex B.

 

As part of the on-going implementation plan the Community Services Branch will undertake an annual stakeholder review process.  Stakeholder user groups will be invited by the Branch to participate in this process by providing their input on their experiences during the season.  The Branch will include staff from Transportation Utilities and Public Works and Real Property Asset Management who are responsible for maintenance of City facilities and parks.  The information received from the community will be used in the evaluation of the all Branch policies, processes and programs.  Branch staff will make modifications as required to address issues identified throughout the annual review process.

 

 

RURAL IMPLICATIONS

 

The pricing policy may have an impact on rural communities where City-wide services, planned developed and delivered by City staff are expanded to rural communities as part of the process to standardize service levels across the City.  Continued consultation with rural communities will assist in the identification of the types of recreation and culture programs and services that rural residents desire, preferred service delivery methods (staff or volunteer) and preferred methods and points of access for these services.

 

The unique needs of rural communities and the high level of volunteer commitment and contribution in these communities are recognized and valued by the City.  The pricing policy was developed with the intention of continuing the strong partnership with volunteers who have experience with and knowledge of their local communities.

 

 

CONSULTATION

 

The Community Services Branch has undertaken public consultation for the development of a recreation and culture pricing policy since the winter of 2002.  A consultant was contracted to identify key elements and principles for the development of a pricing policy framework.  The Branch conducted four consultations sessions, representing a broad range of recreation and culture services, two with community stakeholders and two with front-line recreation and culture staff.  These sessions outlined the key policy directions being recommended by People Services and provided an opportunity to work with and apply the concepts to three different program areas.  Information gathered through the community and staff consultations was used to refine the essential elements and principles for the pricing policy.


 

In April 2002, key elements and principles of the draft pricing policy were presented to the Parks and Recreation Advisory Committee.  People Services received the Committee’s agreement that the recommended principles provide an equitable and consistent approach to pricing.

 

DISPOSITION

 

The General Manager of People Services will implement the pricing policy according to the implementation schedule outlined in Annex A.

 

 

FINANCIAL IMPLICATIONS

 

The net tax-based cost of providing recreation and cultural services will not be impacted by the implementation of this policy.  Price adjustments brought about by the application of this policy will be carried out within the net budget allocation for recreation and culture services.  Increases to the City’s input costs (labour, materials, etc.) for services will be recovered through the application of this policy to determine periodic price adjustments, alternate sources of funding (sponsorships, grants), or through a report to Council with a rationale for additional tax-based support.

 

 

ATTACHMENTS

Annex A – Implementation Plan

Annex B – General Admission and Membership Rates for Swimming

 

 


Annex A – Implementation Plan

 

 

Activity
Service Category

Procedure Development

Staff Training

Communication Strategy

Harmonized Price Launch

Admission and Memberships

Public Swimming Admission

July – August 2002

July – August 2002

July – August 2002

September 2002

Public Swimming Memberships

July – August 2002

July – August 2002

July – August 2002

September 2002

Public Skating Admission

July – August 2002

July – August 2002

July – August 2002

September 2002

Public Skating Memberships

July – August 2002

July – August 2002

July – August 2002

September 2002

Fitness Memberships

July – August 2002

July – August 2002

July – August 2002

September 2002

Drop-in Program

July – August 2002

July – August 2002

July – August 2002

September 2002

Programs

Introductory/ General/ Participatory

July – December 2002

July – December 2002

Seasonally from 2003 to early 2004

Seasonally from 2003 to early 2004

Intermediate

July – December 2002

July – December 2002

Seasonally from 2003 to early 2004

Seasonally from 2003 to early 2004

Advanced

July – December 2002

July – December 2002

Seasonally from 2003 to early 2004

Seasonally from 2003 to early 2004

Rentals

Community Halls and Gymnasiums

July – October 2002

July – October 2002

June – August 2003

September 2003

Arenas (Ice and Slab)

July – September 2002

July – September 2002

January – February 2003

February 2003

Ball Diamonds/ Sportsfields

September – November 2002

September – November 2002

July – October 2003

November 2003

Indoor Aquatic Facilities

July – October 2002

July – October 2002

June – August 2003

September 2003

Park Permits

September – October 2002

September – October 2002

January – February 2003

March 2003

Arts and Heritage Facilities

July – October 2002

July – October 2002

June – August 2003

September 2003


 

Other

Administration

July – September 2002

July – September 2002

December 2002

January 2003

Sales

July – September 2002

July – September 2002

December 2002

January 2003

Recoveries

July – September 2002

July – September 2002

December 2002

January 2003

 


Annex B – General Admission and Membership Rates for Swimming

 

The City of Ottawa directly operates 15 indoor swimming pools (plus Plant Bath which is expected to re-open in 2003, 9 outdoor pools, 57 wading pools and 3 beaches.  The general admission fees for swimming pools vary (ranging from $0 to $6.60), the client classifications are inconsistent, and the membership prices and packages differ.

 

The process of establishing new fees involves an examination of the facilities and amenities provided, a review of participation rates, a determination of user group classifications, establishment of revenue expectations based on past actuals and application of the pricing policy principles and values.  The result is then a proposed fee schedule which provides value and choice, is sensitive to market rates, addresses accessibility, allows the continuation of promotional and “special” reduced or free swimming opportunities, and provides reduced rates to regular users through membership options.  Revised fee schedules will ensure that the revenue generated through general admissions and membership sales will be maintained ($1.86 million).  An essential component of the process is review of rates charged by purchase of service providers and subsequent adjustments to purchase of service agreements as required.

 

Swimming

 

Swimming pools have been categorized into three groups, which recognize the difference in amenities:  Wave Pools, Leisure Pools and Standard Pools.  The fees for admission to swimming are further divided into the following categories:

 

Tot:                  under 2 years of age

Child:               3 to 12 years

Youth:              13 to 18 years

            Adult:               19 years and over

            Family: a minimum of one adult and their child(ren)

            Group:              10 or more individuals

            Student:            under 19 years of age or a full time student

 

Children under the age of 2 years and users of wading pools and beaches will continue to be admitted free.  The application of the pricing policy also ensures that free summer swimming for children and youth will continue to be offered in each district based on the socio-economic indicators of the catchment area for each pool.  Based on this proposed example, it is estimated that approximately 48,000 children and youth will swim free during the summer at the targeted pools, a slight increase from the present number of 45,000.  This proposed fee schedule also ensures maintenance of current participation rates of 500,000 user-visits annually (pay-as-you-go) and of membership holders.

 


SWIMMING GENERAL ADMISSIONS

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Existing Fees (incl. GST)

Wave

Leisure

Standard

Outdoor

Kanata

Splash

Kanata without waves

Sportsplex & WBSC

Goulbourn

Splash without waves

Clifford Bowey

7 Ottawa Pools

Sawmill & ORC

3 Kanata

1 Gloucester

1 Vanier

4 Nepean

Child, Youth & Student

$4.85

$4.10

$3.50

$2.10

$2.10

$2.00

$1.50

$1.20

$2.00

$2.30

$2.00

$0.00

$1.80

Senior

$5.20

 

 

$1.85

$1.50

$2.00

 

Adult

$6.60

$5.90

$4.80

$3.70

$3.70

$3.00

$2.35

$3.45

$2.70

Family

$4.85

$4.20

$3.50

$10.00

$10.00

$9.20

$7.30

$9.10

 

$8.10

Group

$3.50

$3.80

 

 

 

 

 

 

 

 

 

 

 

Slide

 

 

 

$0.75

 

 

 

 

 

 

 

 

 

Whirl/Steam

 

 

$4.80

$2.35

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Suggested New Fees (incl. GST)

Wave

Leisure

Standard & Outdoor

Kanata

Splash

Kanata without waves

Sportsplex & WBSC

Goulbourn

Splash without waves

Clifford Bowey

7 Ottawa Pools

Sawmill & ORC

3 Kanata

1 Gloucester

4 Nepean

Vanier

Child, Youth & Student

$4.50

$2.25

$2.00

Adult

$6.50

$4.00

$3.50

Family

$4.50

$2.25

$2.00

Group

$4.00

$2.00

$1.80

Slide

incl.

N/A

$0.75

N/A

N/A

Whirl/Steam

incl.

$3.00

N/A

Assumptions:        · The fees have been rounded                                                                                                 · Children under 2 will be admitted free

· Free summer swimming for children and youth will be offered in each district based on the socio-economic indicators

  Central: Clifford Bowey, St. Laurent, Canterbury, Lowertown and Plant                        East: Vanier

  South: Crestview                                                                                                                 West: Pinecrest


SWIMMING MEMBERSHIPS

 

 

Suggested New Fees

 

All Pools (except

 

1 year

6 months

3 months

1 month

wave swims)

 

Adults

 

$235

$130

$70

$35

Children, Youth &

 

$140

$75

$40

$20

Students

 

Family

 

$485

$285

$165

$88

 

 

Wave Swim tickets: 10 for the price of 9

Adult

 

 

$58.50

Child/Youth/Student

$40.50

 

 

Assumptions: 

·         Memberships will be valid at all pools except wave swims

·         Wave swim tickets will be available (10 for the price of 9)

·         Adults who typically swim 3 times a week will gain a 17% discount by purchasing a 1 month membership, 45% with a 3 month membership and 50% with an annual membership

·         The 3 month membership is priced the same as two 1 month memberships to support summer use

·         A child who attends 5 swim sessions per week during the summer receives a 60% discount on the general admission fee

·         The membership rates are built from the Standard and Outdoor General Admission rates