Board Scenario Planner

Context: 1 position is the program manager (DPR leadership considers essential to operations). 2 are rec lead instructors needed to expand classes, birthday parties, and open gym — the same programming SAG advocates for. Freezing these positions improves budget numbers but limits the program's ability to grow. Question: Can we advocate for more capacity while also freezing the hires needed to deliver it?

Team managers and the rec manager allocate a percentage of their hours to teaching rec classes. Comp coaches already do this — this models managers doing the same to add rec capacity without new hires. This is a common model at other gyms and creates a more resilient team design by ensuring backup coaches are always available.

Program peaked at 202 athletes (2020) vs 154 today. Growth through waitlist conversion, Xcel track expansion, and restored community confidence. Added athletes need marginal temp coaching (~1 coach per 20 athletes). Res/NR mix held at current 76%/24%.

DPR Slide 15 shows $2,291,040 total expense and $1,321,498 revenue = $969,542 net. Our FOIA-based cost build totals — higher. DPR never provided a line-item breakdown reconciling slides 20 & 23 to slide 15.

Slide 15 (3/5/26): Expense $2.29M − Revenue $1.32M = $970K. Our comp cost build ($1.17M from FOIA salaries) exceeds DPR's slide 20 ($985K) by $189K; facility+mgmt allocations account for the rest. This toggle subtracts the unexplained difference so the model starts at DPR's presented number.

FOIA C-7656-0112: "Enjoy classes in other spaces such as the wellness room and boxing studio are also not factored into the revenue reduction." C-7656-0050 (DPR staff): 462 enrollment slots, 377 enrolled Winter '26, 37 waitlisted — dance, martial arts, fitness, wellness in rooms separate from gym.

FOIA C-7656-0077: GWU practice M–F 7am–10:30am, $275/practice, $88K/yr. C-7656-0112: "Revenues generated from GWU Gymnastics… are not included in the reduction."

Context: GWU offered equipment to the gym program, but county policy prohibits accepting used equipment due to lack of warranty and safety concerns. Question: Does this limit the partnership's upside beyond rental revenue?

Context: A coach reported Navy interest, but Alex asked the coach to have Navy contact DPR directly — unclear if they followed up. Much of this was discussed over Teams/phone (not captured in FOIA). Question: How firm was this offer?

An activity-based allocation better reflects actual administrative workload. Rec serves 1,866 students vs. 148 comp athletes — over 12× the registrations, billing transactions, and parent communications. An 80/20 split aligns overhead to the volume of administrative work each program actually drives, rather than an arbitrary 50/50 split.

3 instructor positions budgeted but not hired — $73.3K median salary × 1.41 fringe × 3 = $310K phantom cost removed