RINK MAINTENANCE
efficiently with less of a load on it due to thinner and better (less sweaty) ice.
I told the board that I had not done this all on my own. First, I mentioned that the board’s commitment to improving the facility was key. Second, I pointed out my staff’s hard work and dedication to improving the facility. Tese two factors were the reasons why we were experiencing success within only a couple of months after putting the plan into place.
Te board listened, and when I asked, they allowed me to give my operations staff a pay raise. I made sure the pay increase wasn’t higher than the $3,000 a month that had been realized in energy savings. When I delivered the news to the staff, the looks on their faces were priceless. “A job well done,” I told my crew.
All it took was something that we all wanted in the first place — a facility that was successful. We wanted to use the resources and time we had to turn our facility into one that we could be proud of. It felt good to be proud of our facility and ourselves!
REALIZE THE SAME SUCCESS
Change is not easy; however, rink operators can do something about unsatisfactory conditions. Maybe start with a meeting with your owner or manager. Talk to them about your concerns. Be prepared to show them, in writing, areas that need attention from you and your staff. Tell them about your passion, as well as your staff’s, to provide the best facility possible for your customers. Talk to them about solutions that will make the facility better, thus increasing business.
It may take time; embrace the baby steps. Ask for more time to work on the ice and dasher boards if you are not given enough. Ask to send your staff (and yourself ) to training classes. Request a little extra in the budget so you may do a little extra maintenance on your dasher boards, close up any gaps in the gates and clean the glass. Perhaps inquire to change the schedules so that the operations staff may stay an extra 30 minutes three times a week to edge the ice. Ask if you can have
a few hours a week to perform just ice maintenance. Find out if you can use the skate guards to clean your shielding when they are not so busy during public skating.
Te more prepared you are for your initial meeting with the owner or manager, the better you’ll make out. If you show examples of what your ice and dasher boards need, then maybe your owner will listen. Again, be happy with baby steps. You may not get everything you ask for, but your owner will see your concern for the business and at minimum give you and your staff credit for speaking up.
Robb Olexin is senior sales consultant/new project development at Becker Arena Products and has 35 years’ experience in the ice arena industry.
He presented on “Ice and Dasher Board Maintenance” at the 2017 ISI/ MIAMA Ice Arena Conference & Trade Show in the spring.
GO BACK TO SCHOOL!
Attend ISI University Courses at the 2018 ISI Conference
NEW THIS YEAR! • Revised schedule en
Revised schedule enabling ISI University (ISIU) students to complete their coursework before the conference opening, so they can benefit from all the general sessions offered.
nablin • • Certified Skating Director, Part 3 (CSD3) Course.
Course Offerings:
CERTIFIED SKATING DIRECTOR, PART 3 (CSD3) •
Effective Communications • Personal Branding
• The Business of Coaching • Coaching Policies • Conflict Resolution
•
Arena Operations Overview: Working with the Back of the House
Technical Teaching & Skater Training Best Practices • Program Creation Lab • Demystifying Hockey
CERTIFICATE OF ARENA OPERATIONS PART 2 (CAO2) •
ISIU Sponsors
All ISI University courses can be used as PSA continuing education credits (CEUs).CAM, CAO, CAP and CSD are presented in three segments (or modules), with full certification in three years. As always, the three modules can be comomp
c can be completed in any order. mpleted inadin any order For more information, visit
skateisi.org
Human Resources for Operations
•
Financial Management – Budgeting
• Emergency Preparedness •
Computers in Facility Maintenance
• Custodial & Housekeeping • The Role of the Arena Operator • Risk Management
• Customer Service & Retention • Energy Management
CERTIFICATE OF ARENA MANAGEMENT PART 1 (CAM1) •
• •
Financial Management – Budgeting
Financial Management – Accounting
• Arena Scheduling
• Contract Administration • Public/Private Management • Policy Administration • Risk Management
CERTIFICATE OF ARENA PROGRAMMING PART 2 (CAP2) •
The Role of the Arena Programmer
• Electronic Marketing
• Managing Public Sessions • Working with Volunteers
• •
Programs for Schools and Community Groups
Employees vs. Independent Contractors
• Elite Programs
• Summer Skating Activities • Dry Floor Events
Role of the Arena Manager • Leadership & Personal Image
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