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Page 63 of 73 <br /> <br /> In the case of Lino Lakes ISG recommends the Facility Director Position oversee all the <br />facility programing in the Lino Lakes Rec and Community Center. <br /> Critical to have significant experience in this position in running facilities that have a full <br />range of programming for both the dry side and the wet side with specific financial and <br />operating goals and metrics <br />o Expertise in developing, marketing and executing a wide range of programs <br />o Experience in developing and managing overall facility budgets <br />o Network and membership in key facility safety, fitness, and management <br />professional organizations and regular attendance at conventions and camps to <br />maintain up to date knowledge of new trends in Rec and Community facility and <br />program management <br />o Experience in marketing, sponsorship, advertising as it relates to generating support <br />for the Rec and Community Center and its programs <br />o Ability to work closely with the community, civic entities, interest groups, and the <br />philanthropic community to generate maximum support for the operations and <br />programming of the Rec and Community Center <br />o Experience in operating and maintaining a significant Rec and Community facility <br /> The Facility Manager position should ideally begin six to twelve months in advance of the <br />opening of the center. <br />o Build new programs <br />o Expand and enhance existing programs <br />o Obtain commitments and contracts from users and partners <br />o Identify thresholds for initial year and beyond for programs and user/partner <br />agreements <br />o Launch marketing of the Center programs <br />o Build staff structure and develop training program for staff prior to opening <br />o Funding for this is part of the Year Zero or Project Capital expenses <br />o Develop job descriptions, identify quality candidates, and begin to staff the Center <br /> <br />Risks for Failure <br /> Traditional experience in subsidized community parks and recreation facilities where <br />marketing and entrepreneurial initiatives are not encouraged or rewarded <br /> Lack of strong programing, facility, and activity experience <br /> Limited business management background <br /> Lack of clear and measureable facility program, use, and revenue goal, objectives, and <br />metrics <br /> Lack of clear management accountability linked to the goal metrics <br /> Lack of strong community engagement, partnerships and establishment of ongoing <br />community opportunities <br /> <br />Rec and Community Center Plan <br /> The Feasibility Study includes funding and support for the Facility Manager, with the <br />Director responsible for all Rec and Community programs and facilities. <br />o Salary level is robust enough to attract top regional level qualified candidates <br /> Travel budget is included to allow key management to attend conferences and for continuing <br />professional development