Industry leaders share insight on overseeing facility projects and how relationships developed along the way.
Determining whether your facility requires an upgrade or new development begins with figuring out what needs to address. For instance, to ensure the lobby renovation at the JCC of Greater Boston would truly benefit its community, the J focused on three areas of improvement: welcoming and gathering, security, and food. Some of the enhancements include more spaces for programming, a new entry system and pathway, a new food service plan, and operational system for the lobby’s cafe.
“We lean on these three core pillars to help guide our decision-making,” said Gavin Andrews, the chief strategic program officer at the JCC of Greater Boston. “Anytime you have a large building project, your appetite is typically bigger than your wallet. You have to make challenging decisions, but leaning back on these core goals has been a guiding force for us. We’re excited to deliver on these three elements.”
The lobby renovation is part of a larger capital campaign to reimagine the entire facility that started in 2016. The first parts included upgrading the fitness center and family wing which finished in 2019. Starting the lobby project had to be pushed back when the COVID-19 pandemic hit.
“We had to slow down because of the pandemic which was both good and bad news,” explained Andrews. “After the first phase, we had a moment to reflect together as a community. It sharpened our lens and built momentum in an interesting way.”
Having this time to reflect was especially important for the lobby renovation as it’s the capstone of the larger campaign. The three focuses of the project tie into the J’s goals to be a stronghold in the community. They all also tie into inclusion which is an overarching value of the JCC.
“Inclusion is a really important part of our project and programs within the organization,” said Kait Rogers, the chief financial and operations officer at the JCC of Greater Boston. “We make sure we’re thinking about the spaces and how they’re used by folks in different groups. How do we support them in moving through the space and feeling welcome? All of that influenced the design process.”
One way they’re doing this is by listening to and considering insight from invested community members and architects. Along with the JCC team, there are many voices involved with the design and development of the space. Both Andrews and Rogers emphasized the need to balance expertise from different sources. Ultimately, the JCC staff would decide on what would best serve the community.
“If you have a recommendation about functionality or design and you don’t think it will work for your community, listen to that instinct,” said Andrews. “We’re the experts in what our community needs, and we have different experts on our staff for specific groups. How do we bring that forward to make the best choices for our members?”
Working toward a comprehensive solution that will appease everyone is no easy feat and takes a lot of collaborative effort. Baltimore City Recreation and Parks knows this from working on the Middle Branch Fitness & Wellness Center which was completed in October 2022.
A new facility had been promised to the community for a long time but never delivered. When Reginald Moore became the executive director of Recreation and Parks, he knew he would work to fulfill that promise.
“I had to convince the community we were going to deliver them a rec center,” said Moore. “As leaders, we’re here to serve our communities and we have to listen. They’re the daily users of these facilities in the end. But the community must understand we can’t accomplish everything because then it becomes a budget issue. With the things we can do, we ensure we’ll meet their needs.”
Communication was a large part of the collaboration. Moore explained when a better opportunity opened up but would require moving the planned location of the facility, he had to earn the community’s buy-in. It took many discussions, but his commitment convinced them he was dedicated to delivering the best space possible.
“Agreeance doesn’t happen if you’re not buying into the community,” said Moore. “The community eventually voted to relocate. We were able to overcome that kind of challenge because we had multiple meetings with the community and they saw our commitment. As a result, we delivered a phenomenal facility they use every day.”
Similarly, the YMCA of Greater Houston ensured community feedback was an integral part of facility development. It completed what Chris Butsch, the district executive director at the YMCA of Greater Houston, called the Appreciative Community Building process. Its purpose is to gain insight and feedback so what the community wanted remained at the forefront of the project. The Y also hosted focus groups and interviews to learn more about external expectations and wants.
The YMCA recently finished the development of the John M. O’Quinn Foundation Aquatics Center at the Holcomb Family YMCA, a new branch of the YMCA of Greater Houston. Deciding to build a new aquatics center aligned with both the results from surveys and interviews, and the Y’s commitment to water safety education.
“We strive to make sure people understand how to be safe around water,” said Butsch. “After our research, the need for an aquatics center fell very high on our list. We felt pretty comfortable given the market and need for it in our community. We knew it’d be a great asset and amenity.”
The completion of the aquatics center was Phase Two of a three phase plan. Phase One was an open-concept outdoor area. Phase Three, which has yet to be started, is the full facility for the Holcomb branch. The strategy behind the entire plan may be unorthodox, but it’s helped increase engagement and momentum for the largest part of the capital campaign.
“With this project, we’re building somewhat backward because we’re starting with outdoor amenities first and the building last,” explained Butsch. “That’s allowed us to strengthen our programs and get our footprint into the community earlier. Ultimately, it will allow us to get in a more financially stable position quicker than with a traditional model of starting with the facility first.”
Facility development projects are a significant undertaking that require a lot of effort going into strategy, budgeting and community-building. But when done correctly, the results justify the effort.
“When you cut the ribbon and you see the reactions of your community and young people, it’s worth it,” said Moore. “That’s why we’re in the business. Recreation isn’t just a job; it’s a profession. You go into recreation because it’s your passion, and we’re changing lives through our facilities.”
