Overview

On November 1^st, 2004, the Board of Selectmen unanimously approved the Community Center Project’s request for establishing and appointing three teams of leadership volunteers.  Each team will focus on a specific area of the Community Center’s development:

◦ Facility Strategy and Implementation

◦ Organizational Strategy; and

◦ Resource Development (funding).

Collectively, the three Teams will be part of the Randolph Community Center Project’s

Steering Committee.  It will be the collective responsibility of the three Teams to develop a plan for a working relationship with the Board of Selectmen. Until the incorporation process is complete, the Selectmen retain primary legal authority for the Project. 

Recommendations appear below for team composition, recruitment, duties, and desirable skills and experience.

I. STRUCTURAL ISSUES FOR ALL TEAMS

Composition

Each team should have five core members; others may be appointed on a per-project basis. Membership terms should be set at three years, with the understanding that length of term is subject to review for fit with the Project’s goals and objectives.

Although not specified for individual teams, the three collectively should have equal numbers of women and men, and the teams’ overall membership should reflect the racial and cultural diversity of the Town.

General Commitments

Candidates should be willing to collaborate and self-evaluate, and to solicit, accept and make use of community feedback about their efforts. They should have some experience working with diverse populations and should be committed to inclusiveness and tolerance, professional work standards, and openness to innovation.  They should be motivated to seek and integrate best practices from similar projects and programs in the region.     

Recruitment, nomination, and Approval

Pending BOS approval, team appointments will made based on individual interest and fit with the specifications above and below.  The Community Center Project will recruit for the teams at its public events, on RCTV, through its two websites, news media, the Town’s Talent Bank, and via communication with other community organizations. 

Prospects will be asked to submit their resumes and a brief written statement of interest to the Community Center Project, which will in turn bring them to the attention of the Selectmen. 

The Selectmen shall retain the authority to approve team members and appoint team chairs until the Community Center Project’s Board of Directors is able to manage this work on its own.

Meeting Schedules   

All three Teams should meet regularly—preferably on at least a monthly basis and more frequently as necessary—from autumn 2004 through the Center's occupancy planning phase (now anticipated to be in late 2006-early 2007).   

II.  TEAM DESIGN

● Organizational Strategy Team

Mission

The mission of the Organizational Strategy and Implementation Team is to plan for the Community Center Project’s organizational infrastructure needs and to lead their implementation.

Duties and Responsibilities

◦ Derive a mission and vision from the Community Center Project’s launch phase (7/04-12/04).  The Board of Directors will rely on the Organizational Strategy Team to integrate the original plans (6/04) with the findings from the Visioning Conferences and other community feedback. 

◦ Apply for status as a private, non-profit, community-based organization [501(c)(3)].  This action would necessitate formal adoption of bylaws for a private non-profit corporation in full compliance with state and federal law; naming of officers; and articulation of membership criteria, descriptions of duties for board roles, and establishment of a board meeting schedule.

◦ In collaboration with the other Teams, develop and implement a three- to five-year strategic plan to address the construction cycle, space use scheduling, community outreach, and funding.

◦ Collaborate with Town officials, municipal department leadership, and community organizations on operations policy occupancy planning.

◦ Research and recommend a staffing structure.

◦ Undertake other related duties as necessary for the Community Center Project’s optimal operation.

Preferred Skills/Competencies/Experience

◦ Familiarity with organizational development processes

◦ Leadership volunteer experience in community-based organizations

◦ Management experience in a variety of settings

◦ Experience in building collaborative relationships among groups

● Resource Development Team

Mission

The mission of the Resource Development Team is to plan for the Community Center Project’s financial development needs and to lead implementation of strategies to address them.

Duties and Responsibilities

◦ Develop and implement the financial development portion of the strategic plan.  The plan should address anticipated costs of construction and operating the building to capacity.  Work on this plan should begin with an emphasis on capital gifts and eventually shift to funding mechanisms to sustain operations. 

◦ Regularly review and expand the initial list of funding prospects.  Initial financial development (2004-05) should focus on large capital gifts that will attract matching investment.

◦ Pending approval of 501(c)(3) status, adapt and commence submission of the master proposal template to appropriate funding agents.

◦ Recruit interested individuals and groups to implement or collaborate on innovative fundraising projects and initiatives. 

◦ Collaborate with the other Teams on future public conferences and reports on matters of estimated costs, resource matching, development planning, events, and outreach.

◦ Undertake other related duties as necessary for the Community Center Project’s optimal operation.

Preferred Skills/Competencies/Experience

◦ Fundraising experience (capital campaign experience would be a huge plus)

◦ Understanding of non-profit organizational structure  

◦ Familiarity with basic marketing principles, public relations, and/or campaign management 

◦ Capacity to use networks or to develop relationships across sectors and industries

◦ Event planning and implementation skills

● Facility Strategy and Implementation Team

Mission

The mission of the Facility Strategy and Implementation Team is to plan for the Community Center Project’s facility needs and to lead implementation of strategies to address them.

Duties and Responsibilities

◦ Should nominations and approvals permit, partner with the Selectmen on public reporting of Community Center site selection.

◦ Manage the facility Pre-Design Phase--use Visioning findings, work with the DRB and others as necessary and appropriate to define facility requirements in detail, explore adaptation vs. new construction, determine bidding processes and request design bids; solicit community for noise and interference sensitivity concerns in a mixed-use facility; privacy; parking; acoustics; appearance; and comfort.

◦ Support staff in oversight of the construction cycle.

◦ Collaborate with the other Teams on future public conferences and reports regarding estimated costs, design bids and architectural and construction firm selection. 

◦ Collaborate with the other Teams on occupancy planning and operations policy.

◦ Undertake other related duties as necessary for the Community Center Project’s optimal operation.

Preferred Skills/Competencies/Experience

◦ Professional or leadership volunteer experience in construction/civil engineering

◦ Familiarity with capital project phases and standards

◦ Mastery of bidding, solicitation, and/or contracting for capital projects

◦ Project management skills