Parks, Recreation & Culture Master Plan

This proposal’s recommendations are rooted in the City’s Parks, Recreation & Culture Master Plan, passed in March of 2025. This plan was developed by consultants from Confluence in conjunction with many members of the PRC staff, advisory board, steering committee, cultural arts commission, and the City Commission (pg 3). Additionally, the City invested $190,000 in the development of this foundational planning document for our City’s PRC department.

The PRC Master Plan outlines Funding + Revenue Strategies (Section 8, pg 160-174), and this section provides a multi-factorial approach to examining and improving the Parks, Recreation & Culture department’s budget. The suggestions are a combination of financial, business, and marketing strategies; revenue generation; operational reductions; and donations. These, in total, could provide a sustainable funding plan for our community’s recreation facilities.

Charging fees is only one of almost 50 financial management suggestions and only one of 50 funding strategies offered in this plan. Our community has repeatedly expressed its substantial support for maintaining free access to our recreation facilities. Just as the City provides free bus service and a supportive homeless program, many in our community strongly support fully equitable access to our community PRC facilities.

The Master Plan provides a broad scope of financial options that the City could implement to maintain free access to recreation facilities. There are many creative options to explore, and the City would be well served by deferring PRC facility fees until 2027 and spending adequate time exploring and implementing many elements of this plan.

Master Plan Finance Recommendations (Section 8, pg 160-165)

Finance

• Create a Business Development division to pursue grants, partnerships, and sponsorships.

• Develop business plans for all revenue-generating opportunities.

• Consider separate revenue funds for major facilities.

• Establish specific budgets for revenue-generating facilities (aquatics, golf, sports pavilion) to maximize earned income.

• Maintain an annual revenue plan.

• Retain additional revenue within the department to improve their service.

• Clarify the state of the City’s parks and recreation sales tax.

• Review staff wages for market competitiveness and percentage of PRC operational budget (should be no more than 55-60%).

Cost Evaluation

• Assess true costs of providing program services, and facility and asset maintenance.

• Provide expected maintenance costs for all parks and facilities.

• Assess assets, identify carrying costs of assets, and identify needed capital improvements.

• Provide cost-benefit analyses and expected operational costs for proposed capital projects.

• Track user analytics, including special events and tournaments.

Revenue Generation

• Invest in marketing and branding (3-5% of operational costs) to increase revenue.

• Sell sponsorships and advertising for facilities and PRC events. Sell ad space in guides or on scoreboards.

• Negotiate agreements with private and not-for-profit groups that use PRC facilities in order to retain sufficient revenue to cover true costs and generate profit for the PRC department.

• Host special fundraisers.

• Provide concessions or negotiate profitable agreements with outside concession providers.

• Lease land to private operators for recreation (e.g., driving ranges, marinas); lease land along trails for concession operations; or lease underground rights along trails for fiber optics/utilities.

• Charge fees that are competitive in the marketplace

• Do not provide discounts to different sectors of the community.

• Charge higher prices for services that are less aligned with department mission.

• Implement market strategies to be economically competitive.

Operational Management

• Employee staff who can functionally operate the PRC system. Reward productive employees.

• “Design parks and recreation facilities for efficiency, productivity and to produce revenue.”

• Train staff on business and financial operations, and require staff to track and meet specific performance outcomes.

• Identify and reduce un-used facilities or amenities.

• Maintain competitive equipment for revenue-generating facilities.

• Contract out services when financially beneficial.

• Organize volunteer days with community members or corporate partners to improve parks.

• Educate community about the Department’s costs to help residents value PRC services.

Fundraising

• Establish a Friends Group, Park Foundation, and/or Park Conservancy to fundraise for PRC funds, scholarships, and/or endowments.

  • Comparable-sized cities’ foundations typically raise $1-2 million a year.

  • Conservancies can fund partial or full management of specific parks.

• Establish clear policies and agreements for public/public, public/non-profit, and public/private partnerships in order to develop consistent, equitable partnerships. Consistently review agreements and outcomes.

• See External Funding Strategies.

Master Plan Funding Strategy Recommendations (Section 8, pg 166-174)

External Funding

• Corporate Sponsorships: Funding for facilities, programs, and events.

• Crowdfunding: Web-based fundraising for specific projects.

• Partnerships: Joint development/operation with other agencies or private businesses.

• Friends Groups, Conservancies, & Foundations: Private fundraising groups for specific parks or general support.

• Private Donations, Gifts, and Irrevocable Remainder Trusts: Land, money, or in-kind service donations.

• Fundraisers: Host annual fundraisers.

• Volunteerism: Reducing labor costs through donated time.

Capital Funding

• Build-Operate-Transfer (BOT): Public-private partnerships where private entities build and operate facilities before transferring them back to the public.

• Capital Fees: Surcharges on revenue-producing facilities to pay off improvements.

• Development/Impact Fees: Assessments on new residential/commercial developments to fund PRC development.

• Special Funds: Utilization of federal funds like ARPA or Coronavirus Capital Projects Fund.

User Fees

• Recreation Service Fees: Dedicated fees for organized activities’ uses of facilities (leagues, classes).

• Facilities and Parks Fees: Daily fees for access to City facilities and parks.

• Ticket Sales/Admissions: Fees for self-directed access (pools, rinks).

• Permits: Fees for individuals to use parks for financial gain.

• Reservations: Charges for exclusive use of space (picnic shelters, special events).

• Equipment Rental: Fees for renting tables, tents, bikes, etc.

Grants

• Federal/State: Land & Water Conservation Fund (LWCF), Recreational Trail Program (RTP), CDBG, Outdoor Recreation Legacy Partnership (ORLP).

• Specialized: Urban Forestry, Historic Preservation, Partnership Enhancement Monetary Grant Program, NRPA Grants.

Tax Support

• Property Taxes: Standard ad valorem taxes.

• Sales Tax: Dedicated taxes for parks (popular in high-tourism areas).

• Transient (Hotel) Tax: Tax on lodging to fund tourism-driving facilities (sports complexes).

• Special Districts: TIF (Tax Increment Financing), PID (Public Improvement District), Benefit Districts.

Franchises & Licenses

• Pouring Rights: Exclusive agreements with beverage companies (e.g., Pepsi/Coke).

• Naming Rights: Selling naming rights for buildings or parks.

• Concession Management: Contracting food/retail sales for a % of gross revenue.

• Land Leases: Leasing land to private operators for recreation (e.g., driving ranges, marinas) or underground rights along trails for fiber optics/utilities.