Preparing to Open a Building - Brailsford & Dunlavey

Preparing to Open a Building

2001 NIRSA Conference

Presented By:Maureen McGonagle & Brad Noyes

BRAILSFORD & DUNLAVEYDePaul University

Presentation OutlineIntroduction

Why Planning Is Important

Understanding The Basics

Tools To Support Your Plan

Q & A

Wrap-up


Introduction


Introduction

Maureen McGonagle – Director of Campus Recreation, DePaul University

Over 12 years of University Recreation ExperienceNational conference speakerBusiness / Campus Recreation

Brad Noyes - Vice President, Brailsford & DunlaveyFirm Has Worked on Over 100 Sports & Recreation Projects (ranging from 35,000 SF to over 400,000 SF)National conference speakerArchitecture / Real Estate Finance / Strategic Planning

Today’s Speakers


Ray Meyer Fitness & Recreation Center



Action

Idea


Why Planning Is ImportantWhere are we in the process?

Time

Cost

Feasibility Design Construction


Why Do We Need A Plan?Construction Phase (12 to 24 months long)

Hit the ground runningStaffing & EquipmentOperating Issues & Policies


Management ToolBlueprint for ManagersAnnual Performance EvaluationInstitutionalization of Culture

External Decision-making & Approvals


What is a Recreation Center?Speculative Building

Community Building

Sports Facility

Learning Center

Business Operation

Strategic Asset


Choice (market forces)

Shared Value (target markets)

Scheduling (priorities)

Definition? (options)

Efficiency (bottom line)

Mission (the reason)


Planning Step by Step



1. Case Statement2. Feasibility / Economic Justification3. Operating Paradigm / Service Delivery & Pricing Strategy4. Organizational Structure & Staffing Plan5. Marketing Plan & Budget6. Risk Mitigation Plan7. Implementation Schedule

Planning Step by Step12 Months - Business Plan


1. Case Statement a. Mission Statement


i. What services?ii. Services for who?iii. What are the targeted outcomes?iv. Why are the outcomes mission relevant?


1. Case Statement a. Mission Statementb. Current Conditions / Practices / Limitations


i. Facilitiesii. Financial condition (operating budget / reserves)iii. Staff (quantity & skills)iv. Services & Policiesv. Outcomes (positive / unattainable / negative)


1. Case Statement a. Mission Statementb. Current Conditions / Practices / Limitationsc. Projected Conditions & Targeted Outcomes


i. Facilitiesii. Financial condition (operating budget / reserves)iii. Staff (quantity & skills)iv. Services & Policies

12 Months - Business Plan


1. Case Statement a. Mission Statementb. Current Conditions / Practices / Limitationsc. Projected Conditions & Targeted Outcomesd. Investment or Action Decision(s) Required


i. Facility / student fee / debtii. Additional staff (FTE)iii. Related policies







2. Financial Feasibility & Justificationa. Direct Market Researchb. Competitive Analysis c. Financial Analysis & Projectionsd. Industry Standards & Benchmarkse. Third Party Authority & Other Factual Supportf. The Risk of Doing Nothing






3. Operating Paradigm / Service Delivery / Prices


a. Income Generating Strategy

b. Level of Service Quality

c. Membership Benefit Packages

d. Pricing & Access Philosophy







4. Organizational Structure & Staffing Plan


• Reporting Structure & Managerial Responsibilities

• Recruiting Strategy• Compensation Plan• Full-time / Part-time Staff Distribution• Contracting Strategy (in-house vs. outsourced)







5. Marketing Plan & Budget


a. Establish Pre-Open Strategy (budget)

b. Direct Mail Plan (budget)

c. Patron Development / Customer Service Plan (budget)

d. Information Technology Plan (budget)






6. Risk Mitigation Plan


a. Identification of Potential Problemsi. Market demand shiftsii. Fee base (enrollment stability)iii. Increased competition (off-campus / other schools)iv. Increased operating costs (utilities, salaries, reserve)

b. Risk Mitigation & Contingency Plansi. Pre-opening periodii. Start-up periodiii. On-going research & quality control initiatives






7. Implementation Schedule


a. Pre-opening period (12 months to 3 months out)i. Building constructionii. Staff developmentiii. Systems development & integrationiv. Program developmentv. Marketing & public relations

b. Start-up period (3 months to opening)



Address the Audience Appropriately• Background Knowledge• Target The Right Issues / Questions / ConcernsTreat “Why” Explanations as Most ImportantBe Specific & Back-up FactsLimit the Length (40 pages + exhibits)Ensure Internal Consistency



Executing the Plan


• Building construction• Staff development• Systems development & integration• Program development

Executing the Plan9 Months - Pre-opening Period


• Building Construction

Executing the Plan

i. Review designii. Attend owner trailer meetingsiii. Seek advice from colleaguesiv. Commissioningv. Changes are increasingly expensive

9 Months - Pre-opening Period



• Staff Development

Executing the Plan

i. Recruitmentii. Trainingiii. Contractingiv. Start early




• Systems development & integration

Executing the Plan

i. Marketingii. Membershipsiii. Level of Serviceiv. Consistency with business plan




• Program Development

Executing the Plan

i. Front desk operationii. Intramuralsiii. Instructional programsiv. Fitness & wellnessv. Prioritize development




• Equipment delivery & coordination• Marketing• Negotiating contracts• Student staff hiring & training• Outside revenues• Membership services

Executing the Plan3 Months - Start-up Period



Ray Meyer Center – A Case Study


Wrap-up


Wrap-upKey Points

Your Planning EffortUse an Appropriate Level of Detail Macro (strategies & targets) => Micro (detailed answers)Target Your Audience & Answer Key Questions

ExecutionFollow the PlanWatch the ClockBuild the Team


Wrap-up

“The future is not a result of choices among alternative paths offered by the present, but rather a place that is created - created first in mind and will, created next in activity. The future is not some place we are going to, but one we are creating.”

John Schaar - Futurist

Looking Forward


Ray Meyer Center – A Case Study

Documents

Preparing to Open a Building - Brailsford & Dunlavey