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Page 5 of 73 <br /> <br />METHODOLOGY <br /> <br />Organization of Study and Report <br /> <br />This ISG Report is organized roughly in the order of progression through the Study. This <br />progression and Study organization included the following: <br /> Evaluation of the existing YMCA building <br /> Review and analysis of the YMCA Programming and Membership model <br /> Review, analysis, and quantification of City resident program and recreation needs and <br />opportunities <br /> Development of program model for a City Recreation Center <br /> Analysis and projections of the cost of re-opening the existing building as a new Recreation <br />Center <br /> Exploration of Recreation Center management options and models <br /> Operating cost and revenue model and projections for the Recreation Center, including <br />different management models <br /> Development of long term strategic opportunities and options for long term development of <br />the Recreation Center and its overall site <br /> Development of a work-back timeline from re-opening of the Recreation Center <br /> <br />Study Elements <br />Key elements of Study research included but were not limited to the following: <br /> Review of the former YMCA <br />o Onsite inspection of the existing building with YMCA Operation staff and City staff <br />o Review of YMCA equipment and furniture inventory, including what the YMCA <br />would be leaving for the City (virtually nothing) <br />o Study of YMCA operating and program records as well as minutes of the meetings <br />of the YMCA Steering Committee minutes on their process of re-imaging the <br />YMCA <br />o Evaluation of nearby YMCAs impacting the former Lino Lakes YMCA <br /> Market research <br />o Area demographics <br />o Research on area and regional public/municipal community Recreation Centers <br /> Facilities, programs, fees, membership models, etc. <br /> Best practice examples <br />o Research on area and regional private fitness and recreation facilities currently <br />drawing members and users from the Lino Lakes area <br /> Identification and engagement of potential area user groups and stakeholders <br />o Meetings and interviews with potential stakeholders and user groups and groups <br />utilizing the former YMCA <br />o Identification of area stakeholders and program providers that may be potential <br />management and/or program partners for the Recreation Center <br /> Detailed assessment of projected needs and costs for re-opening the facility <br />o Work with City facility management, outside service providers, and equipment <br />suppliers to develop cost projection <br /> Explore outside management entities and opportunities, including pros and cons