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Page 71 of 73 <br /> <br />o Expand fitness options with broader range of programs and specialty classes, <br />including incorporation of highly trained outside instructors <br />o Use of gym space for larger fitness classes and events <br />o Future expansion should include an indoor walking track as part of a Sport Court <br />facility addition <br /> Special Needs and Adaptive PE <br />o Expand community based aquatic and dry-side special needs and adaptive PE <br />programming and support services <br /> Sport Programs <br />o The small gym size will continue to limit the potential for youth and adult team and <br />league programs <br />o Increased court space in a multi-court addition is a major need for future expansion <br /> Community Programs <br />o The potential exists for expanded community programming through the City and <br />community organizations, utilizing the current meeting space at the Rec Center <br />o Programs can include: <br /> Senior Programming <br /> Educational and Activity classes <br />o Expanded community meeting spaces is a strong need for future expansion <br /> <br />Membership Analysis <br />The Study reviewed several membership scenarios. The best membership model scenario targeted <br />membership rates for residents at approximately 60% of the equivalent rates for the area YMCAs. <br />This lower cost results in a larger number of overall members. The membership model also <br />included daily drop in and multi-visit passes as well as a wide range of membership options. The <br />membership model also included a 20% premium for non-residents of Lino Lakes. <br /> <br />Facility Management Models <br />The Study explored three Rec Center management options: <br /> Entirely City managed <br /> Hybrid Management Model <br />o Outside management and program providers for selected components of the Rec <br />Center <br /> Fully managed by outside management group <br /> <br />Both the City managed and the Hybrid Model are feasible. The fully outside group management <br />model would not be feasible or successful in meeting City goals of financially accessible <br />membership and use models or overall revenue generation. <br /> <br />The Hybrid Model as several key advantages of the City Managed Model. <br /> Much lower start-up costs <br /> Faster ramp-up at opening and initial revenue and membership generation <br /> Existing readymade membership base with existing program following <br /> Wider range of programming options and expertise <br /> <br />The two areas where partner program providers and management would be beneficial are: