Photo Credit: EcoMotion Tour
City councils and managers want to see parks and recreation departments provide more programs and facilities that pay their own way without large general-fund allocations, yet also provide economic development and improved livability for cities. The last few years of the economic recession have only added to this pressure. Parks and recreation organizations need to transform themselves to meet this challenge.
Revenue Generation
Historically, parks and recreation has been considered a public service, free and accessible to everyone. Over time, the cost for better facilities, ongoing maintenance, increased competition from private clubs, expanded needs, and reduced tax dollars has overwhelmed the availability of funding. In some cities, the parks and recreation department has transformed itself into an entrepreneurial agency trying new approaches, expanding its capabilities, and improving the bottom line. In many other places, an entrenched traditional approach to parks operations is the norm.
Parks are there to serve the larger community, regardless of a person's ability to pay, and that is a challenge. Increasing revenue is sometimes seen as a negative and an indication that a provider is moving away from the larger mission of equitable access. Even if an agency is dedicated to increasing revenue, there are barriers—including a lack of good data—to articulating needs to decision makers, an inconsistent understanding at all staff levels of what it means to be more financially accountable, or competing needs, such as environmental protection of resources.