SWOT Analysis Columbia Aquatics Master Plan Study
SWOT Analysis Columbia Aquatics Master Plan Study
SWOT Analysis Columbia Aquatics Master Plan Study
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To:<br />
From:<br />
Subject:<br />
Date:<br />
As part of o the first ph hase of long‐term<br />
Aquat tics <strong>Master</strong> P<strong>Plan</strong>,<br />
CA is undertaking<br />
a <strong>SWOT</strong><br />
(Strength hs, Weaknes sses, Opportunities,<br />
and Threats) analysis<br />
of thee<br />
CA aquaticss<br />
program. A<br />
draft of the t <strong>SWOT</strong> is attached. A <strong>SWOT</strong> analy ysis is subjective,<br />
and twoo<br />
people rarelly<br />
come‐up wwith<br />
the same results. That is why this draft d is the work w of an inter‐disciplinnary<br />
CA workk<br />
team and it<br />
is<br />
our hope e that the Task<br />
Force me embers will review r the S<strong>SWOT</strong><br />
analyssis<br />
and offer additions annd<br />
enhancements<br />
to it regarding r str rengths and weaknessess<br />
of and oppportunities<br />
and<br />
threats tto<br />
<strong>Columbia</strong> a <strong>Aquatics</strong> as<br />
a whole. The<br />
product will w be betteer<br />
as a resultt.<br />
The draft t <strong>SWOT</strong> anal lysis will be discussed d at t the July 19 Task Force mmeeting<br />
so pplease<br />
revieew<br />
the attac ched draft prior p to the meeting. m After<br />
the meetting,<br />
we will accept additional<br />
Task FForce<br />
member comments through t Frid day, July 22. After the meeting,<br />
please<br />
forward aany<br />
additionnal<br />
comments<br />
not discus ssed at the meeting m to Jane.Dembner@ColumbbiaAssociatioon.com.<br />
Thank yo ou.<br />
Aquati ics <strong>Master</strong> Pla an Task Force e<br />
Jane Dembner, D CA Director of Co ommunity Plaanning<br />
Aquati ics <strong>SWOT</strong> Ana alysis ‐ DRAFT T<br />
July 11 1, 2011<br />
1
D r a f t July 11, 2011<br />
<strong>SWOT</strong> <strong>Analysis</strong><br />
<strong>Columbia</strong> <strong>Aquatics</strong> <strong>Master</strong> <strong>Plan</strong> <strong>Study</strong><br />
OVERVIEW<br />
The <strong>Columbia</strong> Association is developing an <strong>Aquatics</strong> <strong>Master</strong> <strong>Plan</strong>. The plan will be a comprehensive plan<br />
that documents existing conditions of <strong>Columbia</strong>’s aquatics facilities and programs; assesses the future<br />
needs of CA‐residents and other users; and makes recommendations for future investments in aquatics<br />
venues and associated programs. The following goals have been established for the plan and planning<br />
process:<br />
1. Engage the <strong>Columbia</strong> community in an inclusive process to plan for the future of <strong>Columbia</strong>’s<br />
aquatics programs;<br />
2. Provide a framework for <strong>Columbia</strong> aquatic facilities that balances current and future community<br />
needs given changing demographics and resource constraints; and<br />
3. Establish implementation priorities for the future of <strong>Columbia</strong> aquatics.<br />
The master plan is being developed with extensive public engagement and the guidance of a Task Force.<br />
The planning process includes three phases:<br />
� Data collection and analysis<br />
� Develop and analysis of alternatives<br />
� <strong>Master</strong> plan development<br />
COLUMBIA AQUATICS – <strong>SWOT</strong><br />
Introduction<br />
A <strong>SWOT</strong> is a planning tool used to understand the Strengths (S), Weaknesses (W), Opportunities (O), and<br />
Threats (T) involved in a project/program or an organization. The information documented in the<br />
<strong>Columbia</strong> <strong>Aquatics</strong> <strong>SWOT</strong> <strong>Analysis</strong> will enable CA to focus on strengths, minimize weaknesses, address<br />
threats, and take the greatest possible advantage of opportunities available. It is an important piece of<br />
the up‐front investigation of the master planning process.<br />
The diagram on the next page shows how the tool works and includes internal and external<br />
characteristics as well as positive and negative ones.
D r a f t July 11, 2011<br />
Internal<br />
External<br />
Internal Strengths<br />
Positive Negative<br />
Strengths Weaknesses<br />
Opportunities Threats<br />
This portion of the <strong>SWOT</strong> seeks to answer questions such as: What do we do exceptionally well? What<br />
advantages do we have? What valuable assets and resources do we have? What do members/customers<br />
identify as our strengths?<br />
These items are positive characteristics and attributes and are internal to CA and within CA’s control.<br />
These are the things that should be maintained, built upon or leveraged<br />
� Facilities are in the community<br />
� Pools are safe and perceived as safe<br />
� The variety of programming and facilities<br />
� The large number of pools and venues<br />
� <strong>Aquatics</strong> is embedded in the <strong>Columbia</strong> culture, swimming is a tradition<br />
� There is a high level of community participation in aquatics<br />
� Staff expertise<br />
� The pools are operated well<br />
� Staff expertise, e.g. mechanics that have done pool filter rooms for 30 years; many life<br />
guards at the highest level of safety training; as highly trained as any in the country<br />
� CA has kept up with trends and its facilities and programs have evolved over time – a<br />
learning culture<br />
� Physical structure of the community support the use of the pools – for instance the<br />
pathways connect the pools to the community<br />
� History of openness ‐ CA has a number of programs to encourage use across all income<br />
levels;<br />
� CA and villages offer free summer pool parties and events at the outdoor pools<br />
� community financial backing well capitalized with reinvestment dollars,<br />
� CA pools are clean<br />
� CA has and engages a summer workforce that is local and knows the pools – the young<br />
people who swim and live here;
D r a f t July 11, 2011<br />
� Great applicant pool for selecting aquatics work force; people grew up in the pools,<br />
joined swim teams<br />
� Pool jobs provide the first job for many, which results in a positive, emotional<br />
connection<br />
� Pools are part of the community and feel of <strong>Columbia</strong><br />
� Good value for the money<br />
� Pools are well capitalized<br />
� Venues for birthday parties; rentals, events<br />
� CA has co‐located fitness facilities with indoor pools at the same space proving greatest<br />
convenience for users.<br />
Internal Weaknesses<br />
This portion of the <strong>SWOT</strong> seeks to answer questions such as: What could we do better? What are we<br />
criticized for or receive complaints about? Where are we vulnerable? What feels broken or what do<br />
others say needs to be fixed?<br />
These items are factors or attributes that are internal to CA and within is control that detract from its<br />
ability to attain the desired goal. They are also the things the organization would like to improve and<br />
that need to be remedied, changed or stopped. Weaknesses may include things our customers and<br />
members highlight as problems or areas they identify for improvement.<br />
� Capital funding – pools are just one priority ‐ pools compete for funding with other CA programs<br />
and facilities<br />
� Aging facilities; have to spend more money to keep them up<br />
� Sheer number of facilities can also be a weakness<br />
� “Never enough lap lanes” in prime times (late afternoon / early evening) is a challenge<br />
– especially at the indoor pools<br />
� Internal coordination and communication with such a huge multifaceted program and team<br />
including many temporary and part‐time employees<br />
� Not having a 50 meter pool<br />
� Shorter season at some pools<br />
� Lack of lap lanes at peak times<br />
� Sparse attendance at some pools<br />
� The pools don’t sell food<br />
� No evening/night hours for evening pool party /socializing<br />
� Cleanliness issues at times at some facilities<br />
� Program pool at the Swim Center not being open more hours<br />
� Unequal distribution of outdoor pools
D r a f t July 11, 2011<br />
External Opportunities<br />
This portion of the <strong>SWOT</strong> seeks to answer questions such as: What opportunities do we know about, but<br />
have not been able to address? What trends could we take advantage of? These are opportunities that<br />
exist in the social, physical and business environments, which can propel the organization in a positive<br />
direction. Eventually these opportunities need to be prioritized, built on and optimized.<br />
� Prime time swim lessons (5:00pm – 6:30pm)<br />
o The competition (Lifetime Fitness and Swim School) offer this<br />
� Increase pool rentals<br />
� Provide more water spray pads and playgrounds at the pools<br />
� BRAC growth at Ft. Meade bringing approximately 40,000 jobs with the potential increase in<br />
<strong>Columbia</strong> area residents and thus new pool users/customers – need to market to this group<br />
� Ethnic/immigrant groups – demographics shifts show the largest percent increases in Hispanics<br />
and Asians in Howard County. Need to reach out to and market to these groups to become<br />
members. Also offer programs that speak to meet demands from these segments of the<br />
population such as Ai Chi in the outdoor pools, for example.<br />
� Update indoor facility (Swim Center)<br />
� Respond to parental anxiety over kid safety by “branding” facilities and programs as “safe”<br />
� Responding to demographic and cultural changes resulting from aging population<br />
� Future increase in residents and thus potential pool users due to redevelopment in and around<br />
Downtown <strong>Columbia</strong> including the planned @250 residences at Wilde Lake Village Center and<br />
the 5,500 units in Downtown.<br />
� Build a 50‐meter pool complex<br />
� Repurpose/add to outdoor pool locations to better meet the year‐round community needs with<br />
new community gathering / community facilities.<br />
External Threats<br />
This portion of the <strong>SWOT</strong> seeks to answer questions such as: Are any of our weaknesses likely to make<br />
us critically vulnerable? What trends pose potential harm? What external roadblocks exist that block<br />
our progress? Are our competitors or quasi‐competitors doing anything different? Is there significant<br />
change coming in our members' sector? Is technology dramatically changing the sector and services to<br />
it? Are economic conditions affecting our financial viability?<br />
These items are external factors, beyond CA’s control, which could place the aquatics program or its<br />
sustained operation at risk. These are things that need to be countered or minimized and managed. CA<br />
may benefit by having contingency plans to address them if they should occur.<br />
� ADA – new 2011 regulations will need to be studied with appropriate compliance investments<br />
made<br />
� Changing demographics in <strong>Columbia</strong> – potential to lose market share as we try to serve such a<br />
wide range of users<br />
� Rising energy costs<br />
� Competition from other pool and recreational venues/organizations (see list on next page)
D r a f t July 11, 2011<br />
Next Steps<br />
Pools / Fitness Clubs<br />
o LifeTimeFitness<br />
o Fairland Aquatic Club<br />
o Howard County YMCA<br />
o Arundel Mills <strong>Aquatics</strong> Park – planned<br />
o Howard County Recreation and Parks ‐ Roger Carter Recreation Center/Pool with others<br />
planned but not yet funded<br />
o Pools at local condos and home owners groups<br />
o Emerson Pool<br />
o Howard County Community College<br />
o Hammond Park Pool<br />
o Forest Hills Swim Club<br />
o Atholton Swim Club<br />
o UMBC<br />
o Glenelg Country School Swim and Tennis Club (potential west <strong>Columbia</strong> competition)<br />
o Nob Hill Swim Club (potential north <strong>Columbia</strong> competition)<br />
o Watermont Swim Club (potential east <strong>Columbia</strong> competition)<br />
o Waverly Woods Community Pool (potential west <strong>Columbia</strong> competition)<br />
o West Howard Swim Club, 16131 (potential west <strong>Columbia</strong> competition)<br />
o Kids First Swim School<br />
Kids Birthday Party/Event Rental Venues<br />
o Jump Zone (parties)<br />
o Pump it up (parties)<br />
o Other CA party venues/packages<br />
o My Gym (parties)<br />
Swim Teams / Lessons<br />
o Eagles Swim Team<br />
o Retrievers<br />
o Greater Baltimore Swim Association (GBSA)<br />
o Kids First Swim School (potential lessons/instruction competitor)<br />
The <strong>SWOT</strong> will be used as a guide and not a prescription. Together with other analysis being<br />
undertaken, the results of the <strong>SWOT</strong> analysis will provide an overall picture of important factors that do<br />
and will influence the success of CA <strong>Aquatics</strong> ‐‐ our venues, facilities and programs. It will help reveal<br />
CA’s competitive advantages; identify our weaknesses; analyze our prospects for attracting additional<br />
pool users; and prepare us to combat threats and take advantage of opportunities.