WORKFORCE PLANNING | OPERATIONS STRATEGY | RESOURCE ALLOCATION
Developed a comprehensive staffing model to forecast workforce needs across multiple departments, balancing operational coverage, service levels, and budget considerations.
Annual Programming Staff Hours
Average Staff Hours per Week
Estimated FTE
Estimated Individual Staff Positions
The facility was preparing for a new operational year with significant programming across multiple departments. Leadership needed to understand staffing requirements, FTE needs, headcount, operational risks, and an appropriate staffing structure.
Project Lead
I led the workforce analysis from start to finish, developing models, identifying risks, and delivering executive recommendations.
Analyze Programming Demand
Reviewed projected schedules and coverage requirements across all departments.
Build Staffing Models
Created models using staffing ratios, workload analysis, availability assumptions, and seasonal demand.
Translate to Workforce Needs
Converted annual staffing hours into FTE requirements and individual headcounts.
Develop Recommendations
Identified staffing structures, hiring needs, and operational risks.
Package for Leadership
Delivered an executive proposal and supporting workbook for informed decision-making.
Aquatics represents 62% of total programming staffing demand.
Part-time workforce model requires a larger roster to cover operational needs.
Recommended lifeguard roster of ~24 guards based on availability and buffer assumptions.
Lead guard structure of 2 full-time + 2 part-time rotational positions for consistent coverage.
Provided leadership with a data-driven staffing framework supporting more than 43,000 annual programming hours and a clear roadmap for staffing, hiring, and resource allocation across multiple departments.
Skills Demonstrated
Workforce Planning | Operations Strategy | Capacity Planning | Resource Allocation | Budget Analysis | Excel Modeling | Project Management | Executive Communication