Madras Aquatic Center's Financial Strategy and Salary Adjustment
The Madras Aquatic Center Recreation District is striving to stabilize its financial position with expert guidance and strategic changes. Recently, the center's board voted to lower the executive director’s salary range, trimming it by $26,500 at the upper end to match compensation in similar facilities. This adjustment is a crucial step in their broader strategy for achieving long-term financial stability, following previous financial setbacks, including unsuccessful tax levy attempts.
Bob Keefer from the Special Districts Association of Oregon conducted a comprehensive analysis, proposing a salary range adjustment for the executive director position. The new range, recommended by Keefer, suggests a shift from the current $118,000-$148,000 to a more sustainable $90,000-$121,500. Executive Director Courtney Snead supports this change, considering it beneficial for the district’s fiscal health. Snead's current compensation includes a $3,600 health insurance stipend but excludes retirement contributions.
Financial Challenges and Strategic Adjustments
Ervey Dominguez, chairman of the district board, emphasized the importance of aligning the executive salary with comparable districts. Keefer also recommended updating the executive director job description to reflect Snead’s comprehensive operational and financial management responsibilities, given the limited staffing.
In February, the board explored various options for financial management. The situation intensified in July 2024, when a tax adjustment in Jefferson County led to a $195,000 cut in operating revenue, a significant 15% reduction. Snead, who joined during a period of financial instability, initiated measures like a temporary facility closure in 2025 to address budget concerns. The center reopened in the fall, prioritizing aquatics due to budget limitations, underscoring the district’s core mission before expanding to non-aquatic activities.
Strategic Focus on Aquatic Programs
The board is advised to concentrate on aquatic programs for the next five years, a strategy Snead believes will yield positive results. By offering programs during peak times, the district aims to optimize resources and establish a sustainable operational model. Although efforts to adjust the tax rate to fund comprehensive recreational programs were unsuccessful, the district remains focused on aquatic activities.
Legal expenses, stemming from ongoing litigation, are further impacting district finances, with costs ranging from $25,000 to $30,000. Snead invites community members to visit the center to understand its operational challenges better. Her duties extend to lifeguarding and pool management, reflecting staffing constraints. She emphasizes the team’s dedication to serving the community's health and recreational needs, prioritizing water safety education and service excellence.