Alternative Funding Guide

Alternative Funding:

Creative Processes to Broaden Funding Streams

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The purpose of the publication is to raise awareness and provide education about alternative funding. It is not considered an all-encompassing resource. While the intent is to provide general information about the topic, the authors, contributors, and contributing organizations disclaim any liability based on the information contained in this resource. PlayCore, and its family of brands provide these comments as a public service \ while advising of the restricted context in which they are given.

Specific Alternative Funding Sources & Processess

Sponsorships

Naming Rights

Partnerships

Tributes

In-Kind Donations

Endowments

Special Maintenance Funds

Foundations and Conservancies

Friends Groups

Land Donation and In Lieu of Fees

Fees and Charges Case Studies

Introduction

Parks, recreation, and outdoor spaces are essential components to maintain and enhance the quality of life in communities. Parks and recreation improve communities across the seven indicators of Community Vitality® including social and emotional health, equity, and education. Yet despite all the benefits parks and recreation has to offer, agencies are often challenged by funding shortages, finding appropriate funding resources, and ensuring parks and recreation thrive and align with growing populations and community needs.

There has always been substantial competition among different public services for tax-supported funds. Park and recreation agencies have often found themselves challenged by safety-related essentials like police and fire. Even if budgets aren’t cut, flat budgets result in shortfalls, as maintenance and other costs increase. This leaves park and recreation agencies in a critical situation that often depends on creative financing and alternative funding. However, finding the time, resources, and knowledge to procure alternative funding can be daunting, as recently demonstrated in a funding webinar conducted by PlayCore’s Center for Outreach, Research, and Education (CORE).

The Community Vitality Framework describes the seven indicators of a vital community. For more information, see playcore.com/research/communityALTERNATIVE FUNDING 101 - POLLING QUESTION 3 (130 RESPONSES)

This funding can play an important role in supporting healthy lifestyles in communities across the country. One of the concerns often expressed by park and recreation agencies is the availability of sufficient financial resources for operational and capital expenses. Given this concern, agencies have had to become more creative in finding alternative funding sources to sustain the delivery of services and facilities for an increasingly growing constituency.

To help define building blocks to sucess in alternative funding and determine the contents of this resource, funding webinar audiences were polled to prioritize the areas of highest need and current funding resources were curated to identify gaps. Using that information, dynamic leaders who have experience and notable successes were identified to fill the information gap for the remaining opportunities. These

In order to build and sustain a high-quality park and recreation system, sufficient resources are needed. That means you must consistently advocate for more tax dollars; you may have to raise rates for program participation and space rental; and you can diversify your revenue streams by bringing in other resources, including grants, in-kind contributions, private funds and other non-traditional funding sources. There’s no one-size-fits-all model for park and recreation fundraising because every community is different.

Kellie May Chief Partnerships Officer, NRPA

practitioners participated in a think tank panel of park and recreation experts to share insights and help educate professionals and public service agents on the benefits, challenges, and processes for securing alternative funding. They have also generously provided a variety of case studies, practical examples, forms, and other helpful info for each fundraising type. Check the back of this resource for more information.

Alternative Funding Contributors

We extend a special thank you to our partners and friends at the National Recreation and Park Association (NRPA) and the National Association of Park Foundations for their contributions to this resource. The National Recreation and Park Association (NRPA), the leading nonprofit organization dedicated to the advancement of public parks, recreation and conservation, draws national focus to the far-reaching impact of park and recreation successes generated at the local level, and you will find references and links to just a few of their many resources throughout this book. We are also thankful for their partnership for the supplementary webinar on Alternative Funding, check education.playcore.com

For parks and recreation departments struggling with budget cuts and funding uncertainty, the National Association of Park Foundations (NAPF) can offer a clear path forward—supporting the formation of aligned, mission-driven foundations with the tools and training to succeed and bringing both technical expertise and a genuine passion for empowering communities to build vibrant, sustainable park systems.

Our Roundtable Panel of Experts

We are pleased to recognize the following panel members and thank them, each of whom contributed greatly to the process, and without whose help this publication could not be possible.

Rebecca Benna

Funding Expert

Recognized leader in Parks & Recreation, serving most recently as the Chief Executive Officer of Five Rivers MetroParks in Dayton, OH. During her tenure, the agency earned national accreditation for its commitment to providing the highest level of service. With more than 40 years of knowledge in alternative funding, Becky served as the roundtable leader, and was a catalyst in elevating this publication.

Melissa Termine Battite, CPRP

Director of Recreation and Community Programs

Town of Lexington, MA

Funding Advances Include: Combining funding sources including grants, tax levies, and Community Preservation funds to upgrade a Recreation Complex. 2024 USTA Tennis Venue Services Facility Award, 2023 Financial Sustainability Certification Program.

Mission Statement: To provide the community opportunities to engage in quality, inclusive and accessible programs and services.

Chris Bass

Director of Park and Recreation

City of Douglasville, GA

Funding Advances Include: $25M GO bond, $2.5M from ARPA, and increased SPLOST from internet tax.

Mission Statement: To enhance the quality of life in our community and all who interact with our park system, programs, and services.

Inger Erickson

City Manager

City of Phoenix, AZ

Funding Advances Include: Developing partnerships with non-profits, academic institutions and professional sports teams to improve programs and facilities while saving taxpayer funds.

Mission Statement: To improve the quality of life in Phoenix through efficient delivery of outstanding public services.

Adriane Clutter

Acting Director

Montgomery County Recreation, MD

Funding Advances Include: Promoting the use of public private partnerships to combine use of public amenities and create mixed use space.

Mission Statement: To provide high quality, diverse, and accessible programs, services and facilities that enhance the quality of life for all ages, cultures and abilities.

Bernita Reece Director

Parks and Recreation Department, City of Columbus, OH

Funding Advances Include: Utilizing the departments data team and funding committee to seek creative funding that allowed expansion of the city’s therapeutic recreation program.

Mission Statement: Connecting the people of our community through the power of nature, wellness and creativity.

Steven Gill

Parks and Recreation Manager

City of Joshua, TX

Funding Advances include: Sourcing funding from new suppliers to renovate/rejuvenate a project that had unexpected issues.

Mission Statement: Providing quality service through through the use of modern practice with a team dedicated to professional excellence and customer satisfaction.

Morgan McCormick

Director of Parks Stewardship & Maintenance

City of Chattanooga, TN

Funding Advances include: The Parks and Outdoors plan with plans to fix 19 existing parks, build 11 new parks, and 16 miles of new greenways.

Mission Statement: For everyone to have access to a well-loved, well-used and well-cared for system of parks, recreation and outdoor spaces that fosters community belonging, wellbeing and enhances their unique and breathtaking natural setting.

The Ongoing Challenge of Funding

To set the stage for alternative funding resources, we must first examine a basic question : If park and recreation funding is so important, why can it be so difficult to access? Our poll indicated that over 75% of capital projects rely on tax supported General Funds, General Obligation Bonds and government grants. When those funds aren’t enough to meet community needs, alternative funding must be found. However, most agencies polled indicated that very little of their funding comes from alternative funding sources. There are many reasons, including a lack of time, complexity of the alternative funding processes, knowledge of resources at the local level, a lack of available information to point communities in the right direction, and more. Even if an agency can navigate the process for seeking and receiving funding, managing the funding process and reporting may also place an unmanageable burden on park and recreation agencies. Unfortunately, the complexity of the process means that alternative funding can feel like it’s out of reach for the communities they are meant to serve.

Aside from seeking grants, we discovered creative park and recreation agencies that serve communities of all sizes are discovering alternative funds to support initiatives and infrastructure needed to build parks and improve community health. In other words, rather than seeking to cut already lean budgets, these agencies are rallying around new funding streams or mobilizing partnerships and revenue generators in creative ways.

This guide shares insights from our panel of experienced funding experts and features case studies that focus on their individual journeys to seek, secure, and spend alternative funding, in order to help other agencies build their communities through parks and recreation. When polled, our panel stated the percentage of general funds that go toward capital projects in their experience is less than 10%.

They offered a wealth of options they’ve used to make up the difference, including a parks preservation fund, bonds, donations, naming rights, sponsorships, partnerships, and special purpose sales taxes (if approved). They also noted that alternative funding can help fund new projects and programs and services they wouldn’t be able to offer otherwise.

Why Alternative Funding?

Alternative funding, defined here as sources beyond government funding, can bring several benefits that services park and recreation agencies provide to their communities. Here are some key advantages:

Increased Diversity of Financial Resources: With ongoing budget constraints due to limited government funding, alternative funding sources, such as private donations, sponsorships, and crowdfunding can help boost available resources. They can also help reduce financial dependence on the tax-supported or current budget, making park and recreation funding more resilient to potential cuts in public funding.

Enhanced Park Amenities and Infrastructure: With additional funding, agencies can upgrade parks and facilities, and/or build infrastructure, promote equity, and improve community vitality. It can also help ensure maintenance and preservation of assets.

Innovative Programming and Events: In addition to infrastructure improvement, alternative funding can enrich the community’s heritage, inclusion, and tourism through innovative programming for youth, adults, cultural focus and more.

Private/Public Partnerships: Private businesses may sponsor, partner, or contribute to improvements in exchange for branding opportunities, and help build relationships and awareness between the public and private sector.

Collaboration with Nonprofits: Nonprofit organizations can fundraise and apply for grants that may be unavailable to government entities. By partnering with these organizations, park and recreation agencies can access additional financial support and expertise and leverage shared resources.

Community Engagement and Ownership: Crowdfunding and community-driven fundraising efforts can foster a sense of ownership and relationship between the community and the park and recreation agency.

Volunteer Support: Alternative funding can include in-kind donations, such as volunteer support. When people contribute their time and expertise, it can expand capacity and reduce the need for paid additional staff, and allow agencies to direct funds to other essential needs.

Environmental Sustainability: Funding can be used for sustainable practices, conservation systems, or recycling programs, making parks and facilities greener and sustainable.

Improved Public Perception and Tourism: Well-funded parks and facilities with unique amenities, events, and programming can attract more visitors and boost tourism contributions.

With all these benefits, taken together with the potential challenge and unfamiliarity of alternative funding as an additive, it is abundantly clear that providing guidance to help communities access alternative funding offers park and recreation agencies, as well as other public agencies, a valuable mechanism to ensure long-term sustainability and relevance.

Our panel of experienced park and recreation professionals offered a unified and personal look into their best practices to lay the groundwork for securing and sustaining a variety of alternative funding sources. The following preparatory steps can help organize an agency’s priorities, motivate the team’s approach, and ensure broad community support:

Perform a budget review: The first step is to assess the agency’s current financial health. This includes reviewing revenue sources (like taxes and fees) and expenditure categories. Understanding where the gaps or challenges exist will help determine which areas could benefit from alternative funding.

Get buy in: The entire team, across all impacted operations, departments, and agency leadership must be aligned to the need and process, and ensure there is an allied front, with all in agreement. Train staff on what’s in it for them - saving time, saving money, elevating public opinion, etc. Ask, “If we were to start from scratch, what would you do differently, what are some new revenue ideas, and how can we improve efficiencies?” This provides staff with the opportunity to feel heard and motivated to support new approaches to funding.

Prioritize agency needs to community priorities: Identify the greatest areas of need. This is where an asset inventory comes into play, it can visually identify where the greatest needs are and help align the community behind data-driven decisions.

Stay aligned with your agency’s plan: This should confirm the areas of greatest need and help coalesce the community, staff, and elected leaders to rally behind tough and creative financial choices in an era of highstakes decisions about public and social infrastructure.

Deliver improvements where most needed: Ensure you have infrastructure assets, and their current condition, mapped across the service area to understand where funding is needed most to provide equitable services. This also serves as a great tool to demonstrate to the community why projects are being funded.

An asset map (see example in linked resources by scanning the QR code in the Resource section of this guide) should include:

• Location of asset

• Type of asset

• Current Condition

• Estimated cost to replace/maintain

• Priority rating

Motivation and Mastery go hand in hand. Success breeds success.

Adriane Clutter

Acting Director, Montgomery County Recreation, MD

The GIS collector app is a great tool to track amenities/assets and includes a condition assessment, to help you budget what you need to maintain and replace them.

Create a plan: Based on the assessment of needs, assets, and available alternatives, the team should develop a clear strategy for pursuing alternative funding sources. This includes defining specific projects, estimating costs, and setting goals. Are you replacing, repairing, or filling a service gap? What alternative funding sources are most likely to align to the project goal? Your plan can also help to demonstrate to the community why projects are being funded.

Start small: Many communities begin by piloting alternative funding models in small, manageable projects. This allows them to test new approaches, gauge effectiveness, and adjust based on learning in manageable stages, before scaling them up. Remember, you cannot say yes to everything. It’s ok to say no or put ideas in the parking lot.

Consider your agency culture: Sometimes staff gets used to “the way things are” if changes are required, they may need to shift beliefs. Develop a framework to get the team comfortable with the need for change and the approach to utilizing alternative funding.

Morgan McCormick Director of Parks Stewardship & Maintenance, City of Chattanooga, TN

Consider your community culture: The culture of a community significantly shapes debate and action. Local culture also presents unique options for the community based on the economic climate and other development. Local understanding and interpretation of a community’s history reflect past events that feed into, and are partially driven by the demands, sentiments, and interests of those in the present. This makes it crucial for park and recreation practitioners to consider the importance of culture in efforts to improve local well-being. By paying attention to, and incorporating unique cultural values, traditions, and related factors, more efficient and effective development efforts can be achieved.

Be creative: One panelist shared how the loss of fees and charges during COVID-19 prompted the team to review every service area and which would stay open, or which would not. The team supported the decision to utilize fees to support wages of those operations affected by reductions in service. Now that they have bounced back, they have learned to regularly review and evaluate what makes sense and what should continue/be discontinued.

Understand cost of service and cost recovery: Ensure you have a balance sheet. Remember that gross income is not the same as net. Ask “what does it cost you to provide the service, will the market bear the cost of service, or should some or all costs be recovered to offer that service?” This helps determine levels of services and associated earned income, or other potential alternative funding to support those services.

Utilize your community: Find a hot button issue to solve in the community. This can help build credibility, build advocacy, and even spark new sources for funding.

One panelist shared a story about starting small and the learning that can occur. A park had a Native American Historical Mound that was funded and maintained by the park and recreation agency, but the mound was owned by the state historical society. Due to the severe pitch of the land, challenges utilizing mechanical equipment and limited funding, the agency researched alternatives that could resolve the challenges. As a result, the agency rented two llamas from a local farmer to eat the overgrown vegetation, which was achieved in about a month. During the time the llamas were present, many school age children visited and consequently, learned about the historical significance of the mound. The Historical Society didn’t love the solution in relation to the significance of the site and began provided funding for ongoing maintenance. There was a lot of small scale learning that helped the department look at all the options, consequences, and reactions that may occur as a result of every solution.

Identify where alternative funds will be allocated in the agency’s financial system:

Be sure to have a mechanism in the financial system to hold and utilize alternative funds, aside from just the general fund. Ideally, alternative funding for capital improvements should also include funding for ongoing maintenance and replacement of the new asset, which is often overlooked.

Be patient: It won’t happen overnight. Sometimes a few steps backward are the norm and part of the learning process. Jumping ahead too quickly can backfire, so proceed with intention and clarity.

Evaluate and adjust: As projects are completed, it’s important to continually assess their impact and determine what worked and what can be improved. This helps refine future efforts and improve the agency’s ability to secure future alternative funding.

Celebrate successes: Celebrate and share the successes of utilizing alternative funding. This can help leverage future support from the agency’s staff, leadership, and community, as well as spark interest from other potential community partners and businesses.

Build relationships with donors through data storytelling: Parks face high demand for services and strong competition for funding. That’s why it is important to:

• Cultivate relationships with existing donors, sharing updates, milestones, and success stories.

• Focus on impactful storytelling in your fundraising and outcomes share-outs

Outcome metrics are a powerful tool for demonstrating accountability and transparency about your financial and program results.

Challenges/Pain Points in Finding Alternative Funding

As with any funding mechanisms, the process of finding and securing alternative funding is not always easy. Knowing some of the common challenges that agencies may face along the way can help the team be more proactive and prepared.

Narrowing the Focus: There are many alternative funding sources, each with its own application process, eligibility requirements, guidelines, and processes. Taking the time and attention to narrow the focus and pursue only what can be managed well is important for success.

External Influence: When parks and recreation agencies rely on private donors, corporate sponsors, or large philanthropic foundations, there is a risk (perceived or real) of losing some control over decision-making. Sponsors or donors may want their interests or branding reflected in park and recreation projects, which can sometimes conflict with public priorities or the agency’s mission. In the case of multiple donors, there can be a lack of cohesion between the gifts (such as amenities) received. Have a plan in place for a process to accept donations, and understand that at times, it may be beneficial to say no or look for alternative locations if an amenity is gifted that isn’t right for the surrounding community. Be sure any donation or alternative funding source:

• Aligns to the agency’s mission

• Is relevant to project goals

• Is relevant to community goals

• Provides financial leverage

• Pros outweigh cons

• Is financially sustainable

• Follow processes

Commercialization Risks: Corporate sponsorships and partnerships can sometimes result in mission creep or commercialization, where agencies start to prioritize the interests of private sponsors over the priorities of the agency or the needs of the community. When not handled carefully, this can lead to a loss of the park’s character or even public trust.

Approval and Reporting Structure: Identifying the right stakeholders is critical for success. Identify who should be involved - the mayor, city manager, commission, council, etc. It’s not one size fits all. Understand how to appeal to, follow the chain of command, and gain approval from your leadership team and other community leaders.

Including Ongoing Maintenance: Funds can often be designated for specific projects or infrastructure, rather than for general operating costs. This can lead to parks and other amenities being funded for short-term improvements rather than long-term sustainability. Be sure to identify and allocate/include maintenance and replacement funds as part of any funding plan.

Credibility with the Community: If a project is publicized, gains overwhelming community support, then doesn’t come to fruition, it can lead to a loss of credibility for the agency. Ensure that projects are completed. Keep all stakeholders apprised of challenges, delays, and pitfalls to ensure expectations are realistic and achievable.

Economic Fluctuations: Economic downturns or shifts in priorities can also impact alternative funding efforts. For instance, in times of financial crisis, corporate sponsorships and donations might decrease, and governments may scale back public funding for services, which sometimes includes park and recreation services and/or projects. This introduces an element of unpredictability that makes it difficult to plan for long-term projects. Diversifying funding sources can help minimize potential disruptions.

Data to Measure Outcomes: Securing alternative funding often requires clear metrics and justifications for the impact the funding will have on a project. However, measuring the social, environmental, and health benefits of parks and recreation amenities and services can be challenging. Quantifying the return on investment in ways that are understandable and compelling to potential funders requires effort and expertise that may not be readily available.

Focusing on Improvements Equitably: Projects that are inaccessible to members of the community, especially in the case of fee-based programs, can be perceived as inequitable. Have a plan and processes in place to include everyone. Some examples include:

• Voluntary Fees: In New York City, parks offer suggested donations for the use of a recreation center. In this way, those who can afford the donation can contribute, but those who cannot afford it are not obligated to do so.

• Scholarships: Some park and recreation systems provide scholarships for those who cannot afford fees to access park and recreation programs and facilities.

• Work/volunteer programs: Some offer the opportunity for residents to work or volunteer for the park in exchange for access without paying the fees.

• Finding sponsors to offset program costs: Other agencies raise funds from corporate and individual donors that enable offering programming at low or no costs.

General Processes and Considerations

When pursuing alternative funding for parks and recreation or similar community-driven projects, following a structured process is crucial to improve the success. For each Alternative Funding Source profiled in this guidebook, our panel suggested utilizing process checklists and setting parameters, including documenting the benefits and challenges of each funding type to help make informed decisions. While these are documented under each type, below are some common recommended steps and considerations to help guide the pursuit of alternative funding, no matter the source.

Key Steps to Securing Alternative Funding

1. Intentionality and Planning:

• Being intentional and thoughtful avoids pitfalls and highlights potential issues. This can help prevent mistakes and identify possible problems before they arise.

• Establish parameters to guide the process and identify allowable funding types.

• Start small with alternative funding projects that meet immediate community and agency priorities. Gaining early successes and insights can help inform future practices

2. Developing an Alternative Funding Plan:

• Identify the components to include in an Alternative Funding Plan and secure support from agency leadership and key stakeholders.

• Evaluate staffing capacity and potential resources needed to support alternative funding.

• Develop a communication plan to educate decision makers, community members and staff regarding the Alternative Funding Plan and processes.

• Develop written agreement templates for alternative funding, such as sponsorships, naming rights, and partnerships.

• Check out the Alternate Funding Plan template provided in the Resource section.

3. Staffing and Progress Measurement:

• Conduct a staff task analysis to define roles and avoid duplication of effort.

• Conduct regular staff meetings to create buy-in, measure progress, discuss issues, and establish action plans for alternative funding initiatives.

• Use these meetings to develop the next generation of agency leaders that are competent with a variety of funding practices.

• Consider internships or volunteers for grant writing, asset inventory, and data gathering.

4. Training and Skills Development:

• Identify additional training needs for research, writing, accounting, public speaking, and data storytelling.

• Conduct regular staff meetings to create buy-in, measure progress, discuss issues, and establish action plans for alternative funding initiatives.

• Use these meetings to develop the next generation of agency leaders that are competent with a variety of funding practices.

• Consider internships or volunteers for grant writing, asset inventory, and data gathering.

5. Resource Allocation and Network Building:

• Redistribute staff or hire new personnel as needed, develop an annual calendar of tasks and responsibilities, i.e. staff task analysis. Alternative Funding Panelist Steven Gill, Parks and Recreation Manager for the City of Joshua, Texas, was able to secure two new staff members in this way by documenting and demonstrating the need.

• Identify potential funding sources and build relationships within the community.

• Inventory community “givers” and determine if your agency’s mission aligns with their mission and giving patterns.

6. Project Alignment:

• Ensure project sensitivity and accessibility for all community users.

• Align the project with community design standards.

• Ensure equitable distribution of improvements and assets.

• Consider environmental needs and impacts on the community.

7. Financial Planning and Data Utilization:

• Determine the amount and type of funding needed for maintaining improvements, services, or programs.

• Determine the capital, including the initial expense, as well as replacement funding needed for each project.

• Assess if the project includes operational funding; if not, identify future funding sources for ongoing financial support.

• Use relevant data to support your funding case, such as U.S Census, National Recreation and Park Association, World Atlas, and community feasibility study and survey results.

• Offer suggestion boxes at various agency locations and/or on-line for staff and the public to provide input and ideas related to alternative funding opportunities.

It is important for each agency to develop guidelines to fit its own structure, preserve the quality of its parks, facilities and programs, and support the mission of their agency and community. These guidelines are intended to provide a starting point to ensure alternative funding practices meet the basic requirements for ongoing success.

Specific Alternative Funding Sources and Processes

The following sections focus on evaluating, developing, and implementing alternative funding strategies for agencies, including a description of each alternative funding option, easy to use planning checklists, benefits and challenges to consider, and at the end of this resource, examples of templates, such as policies, procedures, agreements and case studies.

Sponsorships

Naming Rights

Partnerships

Tributes

In-Kind Donations

Fees and Charges

Sponsorships

A sponsorship is a mutually beneficial partnership between a sponsor, typically a company or individual, and a recipient organization, such as an agency, sports team or event. The sponsor provides financial support or resources in exchange for promotional opportunities. This collaboration helps both parties achieve their respective goals, whether it’s increasing brand visibility for the sponsor and/or funding for the agency.

The key to this type of alternative funding is for the park to identify what kind of assets can be leveraged to attract sponsors, and how to utilize marketing to highlight the sponsor so they recognize a return on the investment. Your sponsors will likely want to be aligned to your parks with the highest traffic, so if you have multiple parks in your system, consider ways to utilize them in ways that can benefit smaller parks. Ultimately, a meaningful partnership engages corporate partners in a way that doesn’t feel simply transactional, but provides tangible, measurable benefits. By providing data on these benefits, it also becomes more likely the sponsor will be interested in renewing the sponsorship at the end of its term.

Kilbourne Run Sports Park in Columbus, OH, is part of the Community Sports Park project, which makes significant investments in sports facilities across the city. The additional park and facilities investments that make up the project will provide Columbus residents access to a variety of recreational opportunities.

Located at 4625 Westerville Road, Kilbourne Run Sports Park stretches over 62 acres, which includes 35 acres dedicated to soccer fields. Currently, the park provides 16 fields of various sizes, gravel parking lots, an open air shelter and a connector trail that leads to a Greenway. With over 38,000 participants on average per year, this sports park has become one of Columbus’ busiest soccer facilities. In 2022, the City determined Kilbourne Run Sports Park deserved significant investment to improve the community’s access to prime soccer facilities.

In July 2022, Columbus’ Mayor announced an exciting renovation investment to establish Kilbourne Run as one of the premier sports parks in central Ohio and a distinguished regional park to the 81,000+ residents living within a 10-minute drive from the park. When evaluating the sponsorship opportunities for the Kilbourne Run Sports Park, the City of Columbus, OH, created a framework that allowed them to identify new opportunities, benchmark a sponsorship program, and explore the overall return on investment (ROI). Based on that information, they have developed sponsorship tiers, design elements, location plans, and messaging to attract sponsors and donors.

As part of the planning process, the agency identified potential areas for permanent sponsor mentions like the park name, stadium building, and field, as well as permanent shared options for donor walls and walks. To round out the strategy, digital and temporary sponsorship locations were determined. The team assigned tiers, design options, and other guidelines to give potential sponsors a clear picture of what the sponsorships would offer/include. With this detailed strategy in place Columbus Parks and Recreation team is poised for sponsorship success as a funding component for Kilbourne Run.

Sponsorship Planning Checklist

Develop a Policy/Strategic Plan:

• Include the types of sponsorships that are allowable.

• Identify sponsorship levels and benefits.

• Include a clear explanation of terms used.

• Document who needs to provide approvals.

• Develop and document a review/renewal process.

Identify Sponsorship Opportunities:

• Inventory all potential sponsorship assets, such as events, programs, facilities, and amenities.

• Determine the value of each asset based on visibility, audience reach, and potential benefits to sponsors.

• Identify any existing sponsors to deter and/or evaluate duplication of similar brands or competitors.

Develop Sponsorship Packages:

• Create tiered sponsorship packages with varying levels of benefits, terms, and pricing levels. Include options for both cash and in-kind contributions.

Research Potential Sponsors:

• Identify businesses and organizations that align with your agency’s mission and values.

• Research their sponsorship history and giving preferences.

Create a Compelling Proposal:

• Introduce your agency and its mission, highlighting your impact and successes.

• Clearly outline the benefits of sponsorship, including brand exposure, community goodwill, and potential media coverage.

• Provide detailed information about the sponsorship opportunities and packages available.

• Make it easy for them to take action.

Engage with Potential Sponsors:

• Reach out to potential sponsors with personalized emails, letters, or phone calls to introduce the idea and gauge their interests.

• Schedule meetings to discuss sponsorship opportunities and gather insights about their goals and preferences.

• Explore mutual measures of success.

Negotiate and Finalize Agreements:

• Be prepared to negotiate terms and customize packages to meet the sponsor’s needs.

• Draft a detailed agreement outlining the terms and conditions of the sponsorship, including duration, benefits, and responsibilities.

• Ensure relevant documentation such as tax forms if applicable.

Implement and Promote Sponsorships:

• Be sure to invite and host sponsors at relevant events.

• Ensure proper recognition of sponsors through signage, marketing materials, and event promotions.

• Explore opportunities to co-promote for expanded reach.

• Provide regular updates to sponsors on the progress and impact of their contributions.

Evaluate and Report:

• Provide detailed reports to sponsors, highlighting the outcomes, community impact, and benefits of their support.

• Monitor the success of the sponsorship and gather feedback from sponsors.

Maintain Relationships:

• Keep in touch with sponsors and express appreciation for their support.

• Explore opportunities for long-term partnerships and future sponsorships.

Sponsor Benefits

Sponsorships are limited only by the imagination of the agency; they are open to negotiation, and the amount procured is commensurate with the benefits perceived by the sponsor. Sponsorships can also build the following:

Targeted Marketing: A sponsorship allows companies to align their brand with specific events, causes, or organizations that match their target audience. This can lead to more effective and targeted marketing strategies.

Tailored Opportunities: Sponsorships can be customized to match the needs of both the park and recreation agency and the sponsor, creating potential for easy wins on both sides.

Enhanced Brand Image and Mission: Associating with positive events or causes can enhance a brand’s image & reputation, while furthering its mission. Sponsorships can convey corporate social responsibility and support for community or industry-related initiatives.

Increased Customer Engagement: Sponsorships often include interactive elements such as booths, contests, or exclusive experiences that engage customers and foster a deeper connection with the brand.

Networking Opportunities: Sponsoring events or organizations can provide valuable networking opportunities. Companies can build relationships with other sponsors, partners, and influential figures within their industry.

Access to New Markets: Sponsorships can help companies enter new markets or demographic segments by associating with events or causes that resonate with different audience groups.

Tax Benefits: In some cases, sponsorships may be considered charitable contributions, which can provide tax benefits or deductions for the sponsoring company.

Sponsorship Challenges

Sponsorships can be tricky, and it’s important to consider the following potential challenges before entering onto a sponsorship agreement:

High Costs: Sponsorships can be expensive, particularly for high-profile events or prominent placements. The cost may not always align with the anticipated return on investment.

Sponsor and Agency Satisfaction: It’s critical to line item each deliverable of the sponsorship so that expectations of all involved parties are consistent. Ensure there is a signed agreement that includes terms and responsibilities that are agreed to by each party.

Risk of Negative Associations: If the event, organization, or cause being sponsored faces negative publicity or controversy, it can reflect poorly on the sponsoring company and/or sponsored agency, resulting in the potential of damaged reputations and credibility.

Limited Control: Sponsors often have limited control over the execution and management of the sponsored event or cause. This can lead to discrepancies between the company’s expectations and the actual outcome.

Measurement Challenges: Assessing the effectiveness of sponsorships can be challenging. Measuring return on investment and quantifying the impact on brand awareness and sales may require complex and costly evaluation methods.

Short-Term Focus: Some sponsorships may focus on short-term gains rather than long-term strategic benefits. This can result in a lack of sustained impact and limited lasting value.

Short-Term Focus: Some sponsorships may focus on short-term gains rather than long-term strategic benefits. This can result in a lack of sustained impact and limited lasting value.

Dependence on Third Parties: The success of sponsorships is often dependent on the performance and management of third parties, such as event organizers or sponsored athletes, which can introduce uncertainties. As mentioned previously, ensure responsibilities and the terms of the agreement are in writing.

Potential for Overexposure: If a brand sponsors multiple events or causes, it may risk overexposure, which can dilute the impact of each sponsorship and lead to diminished returns.

Audience Misalignment: There is a risk that the event or cause being sponsored may not fully align with the park and recreation agency or the sponsor’s target audience, leading to lower effectiveness and engagement.

Naming Rights

“Naming Rights” refer to the financial transaction or agreement where an individual, organization, or corporation purchases the right to name a park, recreation facility, specific infrastructure, or program. It’s a way for parks and recreation agencies to secure funding and support for their facilities and programs. In exchange, the entity that purchases the naming rights gets visibility and recognition associated with the named park, trail, facility, or program.

For example, a company or person might fund all or part of the construction of a new sports complex and, in return, the complex would bear the company’s name for a specified period of time. This can be a beneficial arrangement for both parties: the park or recreation facility receives much-needed funds, and the donor gains public exposure and an enhanced reputation for supporting community initiatives.

There are different types of naming rights, and it’s important to know the difference so you can prepare for meaningful discussions with potential partners. Naming rights are usually applied to buildings, rooms, stadiums etc. It is an investment made by larger corporations that want to boost brand recognition to remain relevant and visible in a prominent, well-traveled area. There is usually one exclusive brand name used. An example would be “ABC Brand Stadium.”

Title rights are a type of naming rights usually used for events, programs etc. and includes the brand name in the wordmark such as “The ABC Brand Wellness Expo.” This would be an exclusive sponsorship in most cases. Presenting rights are similar, but the company name doesn’t appear in the actual wordmark so would appear within the title, but not part of the name, for example, “Westend Park Farmers Market Presented by ABC Brand.” This may or not be exclusive.

The beauty of naming is the ability to adjust to different levels. You can cater to a long list of prospects when you combine presenting and title sponsors. You need a single title sponsor who will pay out a larger amount of money for the exclusive rights and then seek out several sponsors with presenting rights. When done right, not only do you gain prominence through association, but you can also leverage high profile brand sponsorships as a selling feature to attract other sponsors.

Resource Brief -NRPA Quick Guide to Event Naming

NRPA Quick Guides are designed for park and recreation professionals looking to make tangible, meaningful changes in their communities and places of work. Their Quick Guide to Event Naming is designed to broaden the reach of agencies within the different communities they serve by using more inclusive event title names to show that everyone is welcome and has a space to belong. These same principles are valid for, and can be applied to any, naming rights granted within a park system to ensure inclusive language is utilized in naming protocols. Inclusive language is language that avoids expressions, terms, or phrases that could be interpreted as excluding or marginalizing certain groups of people based on characteristics, such as gender, race, ethnicity, sexual orientation, disability, religion, or other factors. Learn more and link to the Guide in the Naming Rights section of the Resources & References listing at the end of this guidebook.

Having a thoughtful, consistent naming policy promotes community identity, avoids controversy, and reflects shared values. Some agencies may choose to have an overall “blanket” policy that applies to all naming options within the system, others create unique policies for each type of asset. As an example, the City of Phoenix, AZ Parks and Recreation Policies include the following specific language for naming both new and existing trails.

Naming New Trails

• Trails are often a means of ‘getting away’ from the urban environment and into the natural environment; trail names should enhance the ‘wilderness’ experience and, therefore, should not be named after any organization or in a manner to honor any living person.

• Names reflecting history, local heritage, identifying geographic, location, or other characteristic features related to the trail should be used wherever practicable.

• Trail names may be a derivative of an adjoining, existing trail name (such as Mormon Loop which connects the National & Javelina Canyon Trails to the Mormon Trail), although it could lead to confusion if a trail name sounds similar to another trail in the same park or preserve.

• Similar sounding trail names should be avoided within the same Park or Preserve to eliminate identification problems when people are reporting trail names under stress.

• Any trails named after a person should recognize people specific to the area such as pioneers, eminent persons or other persons who have been strong advocates for the mountain park(s) or preserve(s).

• Memorials must follow City of Phoenix rules or regulations that may apply. Any unnamed trail should generally be named by Parks and Recreation Department staff.

• Trail names or name changes should be recommended by staff to the Trails Committee and subject to processing and approval by the Supervisors and Deputy Director.

• The Natural Resources Division (NRD) may consider trail names through contests, community recommendations, the establishment of a special subcommittee or other appropriate means representative of the policy.

• A list of all trails and names will be kept by the Trails Committee and updated to the NRD Share Drive as needed. No trail should have more than one officially recognized name.

Changing an Existing Trail Name

• A proposal should be written to the Trails Committee explaining the reason for the name change plus any additional information as necessary to support a name change.

• Time must be allowed for the committee to meet and discuss the proposal and request any follow up information. Ultimately, the approval will need to be made by the Supervisors and Deputy Director.

• The Deputy Director will determine if final approval is needed at a higher level. No changes to the trail name will be made until approval is obtained.

• Name changes should be carefully considered as the change is not always readily adopted by trails users and could become confusing.

• There will be a period of transition when printing and issuing new maps reflecting the name change until most old maps are no longer in circulation.

• There are expenses associated with changing a trail name. Map printing costs are obvious, but new stickers for trail posts and new trailhead maps must be printed and placed.

• When a name change occurs the Trails Committee will work with PIO to do a media notice explaining the change prior to placing new stickers or signs.

• If the name change is potentially political or controversial, advisory committee input plus Parks Board and public involvement in the naming or the name change may be helpful. For example, the renaming of Squaw Peak Park to Phoenix Mountains Preserve was done through a Parks Board sub-committee when the mountain itself was renamed to Piestewa Peak.

Naming Rights Planning Checklist

Asset Mapping and Identification:

• Identify park and recreation assets that could be eligible for naming rights.

Policy Development:

• Develop a clear policy outlining the criteria and guidelines for naming rights.

Criteria for Naming:

• Establish criteria for eligible entities, such as individuals, organizations, or businesses.

• Define the types of facilities and amenities that can be named, such as parks, playgrounds, sports fields, and community centers.

Approval Process:

• Develop a transparent approval process, including roles of the agency leadership.

• If needed, ensure community input and support for proposed naming rights.

Agreement:

• Develop a detailed agreement outlining the terms and conditions of the naming rights, including duration, renewal options, and responsibilities of both parties.

• Include provisions for the removal or renaming of facilities if necessary.

Recognition and Signage:

• Determine the type of recognition, such as the placement of signage or plaques recognizing the donor(s).

• Ensure the type of recognition mechanisms, such as signage or plaques is consistent with the agency’s branding and aesthetic standards.

• Determine promotional activities such as press releases, etc.

• Establish ways to personally thank the donor – letter from…, keepsake momento, etc.

Use of Funds:

• Establish a dedicated fund for the revenue generated from naming rights.

• Create a plan for how the funds will be allocated and utilized, such as prioritizing projects that address the most pressing needs.

Monitoring and Evaluation:

• Regularly review and update the naming rights policy to ensure it remains effective and relevant.

• Monitor the impact of the policy on park and recreation facilities and make adjustments as needed.

Financial Assessment and Pricing:

Valuing naming rights for a park and recreation amenity or facility involves several key factors. Consider the following to guide you through the process:

• Location and Visibility: Assess the location of the park and recreation amenity or facility and its visibility to the public. High-traffic areas and prominent locations typically have higher value.

• Usage and Popularity: Evaluate the usage and popularity of the amenity or facility with high attendance and frequent use are more valuable.

• Type and Size: Consider the type and size of the park amenity or facility. Larger and more significant amenities, such as sports arenas or community centers, generally command higher naming rights fees.

• Market Research: Conduct market research to understand the going rates for similar naming rights in your region. This can provide a benchmark for establishing naming rights pricing.

• Benefits: Outline the benefits for the individual, company or organization, such as brand exposure, community goodwill, and potential media coverage. The more benefits offered, the higher the potential value.

• Duration of Naming Rights: Determine the duration of the naming rights agreement. Longer-term agreements typically have higher value.

• Economic Conditions: Consider the current economic conditions and their impact on sponsorship budgets. Adjust pricing accordingly.

• Historical and Cultural Significance: Take into account any historical or cultural significance of the amenities and facilities. Strong community ties may have higher value.

• Negotiation and Flexibility: Be prepared to negotiate and offer flexible terms to attract potential sponsors. Customizing packages to meet sponsor needs can increase value.

Legal and Financial Considerations:

• Verify compliance with local, state, and federal regulations.

• Assess the financial implications, including potential revenue and costs associated with naming rights.

Naming Rights Benefits

Naming rights can offer significant benefits to both the agency and the buying company/organization. It can be a mutually beneficial arrangement that leverages the power of branding and association for long-term gains. Some additional benefits include:

Primary Source of Funding for Higher Cost Items: Naming rights offer a significant revenue stream and can pay for higher cost items like playgrounds, natatoriums, or stadiums.

Sponsorship: Companies often use naming rights as part of a larger sponsorship or partnership deal, helping fund construction or operations.

Increased Exposure: The organization that buys the naming rights gets visibility in front of a broad audience, which can be leveraged in compelling stories and public connections.

Enhanced Public Perception: Associating with a prominent, respected venue or organization can increase an organization’s credibility and visibility in the market while enhancing community and philanthropic reputations.

Brand Loyalty: The association between a name and a venue or event can create positive association and loyalty for both the sponsor and the agency benefiting from the naming rights.

Ongoing Advertising: A company gets continuous exposure every time the named venue or event is used, providing ongoing advertising benefits over many years.

Emotional Connection: The community can form emotional attachments to venues or organizations, which in turn can provide a positive, lasting image.

Media Exposure: Press coverage, social media buzz, and other forms of media attention often accompany the announcement of a new naming rights deal, creating an initial burst of attention and excitement.

Improved Facility Upkeep: The revenue generated from naming rights can help maintain or upgrade park amenities and facilities, especially those in the public sector that may have budget constraints.

Naming Rights Challenges

While naming rights can offer significant benefits, the challenges involved—ranging from alignment issues, financial risks, legal complexities, and public perception—require careful consideration and planning. Both parties must ensure that the deal is mutually beneficial and adaptable to changing circumstances.

Mismatch in Values: It’s critical that the agency and the naming rights purchaser have an aligned mission and values. If the sponsor’s image is controversial or doesn’t resonate with the agency’s audience, it can lead to backlash. Certain industries (e.g., tobacco, alcohol, or gambling) may face additional scrutiny or limitations, especially in regions with strict advertising laws or social stigma around such industries.

Changing Brand Identity: Companies often rebrand or change their image. If a naming rights purchaser undergoes a rebranding that no longer aligns with the venue or event, it could create confusion or harm the reputation of the venue.

Emotional Attachments: Community members may have strong emotional connections and selling naming rights can be viewed negatively by those who prefer the old name or no name at all.

Binding Contracts: If a written agreement is not in place, it can cause different perspectives and misunderstandings and can become difficult to exit or renegotiate the deal. Ensure there is a detailed written agreement.

Financial Instability: If the sponsor faces financial difficulties or goes out of business during the term of the naming rights agreement, the agency offering the rights may need to find a new sponsor quickly or rebrand.

Unpredictable Return on Investment (ROI): The value that a naming rights deal brings may not always meet the expected ROI for either party due to changing audience behaviors or reduced interest in the venue or event.

Complex Negotiations: Naming rights deals can be complex and involve detailed legal contracts. Both parties need to carefully outline terms, such as the length of the deal, rights and responsibilities. If either party wants to end the contract early, negotiating the termination or exit strategy can be complex and costly if not handled well on the front end.

Too Much Branding: Over branding through multiple naming rights can result in a cluttered or over-commercialized park and/or facility environment. The design and promotion of brands through signage should also be managed with aesthetic appeal in mind.

Rebranding Challenges: If the naming rights purchaser changes or leaves mid-contract, the venue may need to rebrand, which can be expensive and could confuse loyal fans or audience.

Partnerships don’t have to be complex to be effective. Five Rivers MetroParks in Dayton, OH shared a shining example of this with their Holiday Lights Recycling Program. Considering the number of holiday string lights that end up in a landfill each year, this program has a marked effect on the environment, and raises funds for parks and environmental awareness across the local community.

The program is a partnership with Cohen Recycling. The recycler placed collection bins at 10 MetroParks locations where the public can drop off string lights to be recycled. To ensure ease of drop off and that bins are located equitably throughout Montgomery County, MetroParks added dropoff bins to additional parks in the community. Bins were open for collection from 8 a.m. to 8 p.m. daily during the collection period.

Partnerships

Parks partnerships are successfully combining the assets of both public and private sectors in novel ways to create new and refurbished parks, greenways, trails, and other community assets in our cities. With the renewed interest and support for parks, and their importance in elevating Community Vitality, the groundwork has been laid in attracting partners to mutually beneficial park projects.

Two types of partnerships are addressed in this section, public-public partnerships and public-private partnerships. Though the parties may differ, the benefits and challenges are similar. Let’s define each of these partnerships:

Public-Public Partnerships

Public-public partnerships for parks and recreation involve collaboration between different public sector agencies to enhance, program, and/or maintain public spaces. They can help each other leverage their collective strengths to deliver better services and achieve their objectives more effectively. These types of partnerships can take various forms, such as the following:

Resource Sharing: Public agencies pool their resources, such as funding, personnel, and equipment, to achieve economies of scale and improve efficiency in areas, such as park maintenance and improvements.

Joint Projects: Public agencies collaborate on specific projects, such as developing new parks, renovating existing facilities, or creating recreational programs. This can lead to more comprehensive and well-coordinated efforts.

Policy Coordination:

Public agencies work together to align their policies and regulations, ensuring a cohesive approach to managing and improving parks and recreational facilities.

Public-Private Partnerships

Public-private partnerships for parks and recreation involve collaboration between government entities and private organizations to enhance, program, and/or maintain public spaces. These partnerships can take various forms. Listed below are some common examples:

Outsourcing: This involves contracting private companies to manage specific services or facilities within parks. It can help expand services, save costs, and free up staff time for other tasks.

Capacity Building: The public agency leases land to private entities, which invest in developing or improving facilities. In return, the private partner receives a share of the revenue generated.

Land or Infrastructure Donation: Developers donate land or infrastructure to the agency, which then develops amenities to serve community needs and enhance the value of nearby properties. This model is common in golf developments and floodplain areas.

Use of Private Facilities: Public park and recreation agencies can expand their offerings by utilizing underused private facilities, such as hotel/motel pools, private school pools, and buildings.

Partnership Planning Checklist

Discuss and Define Partnership and its Framework:

Ensure the Fit of the Partnership: Before any formal agreement is reached, determine the timeline and nature of the partnership and each party’s role, responsibilities and legal obligations, such as:

• Mission Alignment: Align missions, values and purpose between organizations.

• Project Goals: Discuss and document the project’s stated goals from both partners to ensure alignment.

• Leadership Approval: Obtain necessary approvals and support from leadership for the proposed partnership.

• Policies and Procedures: Establish guidelines for the partnership type, timeline for deliverables and roles of each partner.

• Accountability: Clarify the extent to which the partners are responsible and how it will be addressed.

• Transparency: Ensure clarity and openness in decision-making.

• Participation: Determine roles, expectations, and involvement of all stakeholders.

• Recognition and Acknowledgement: Document the “Framework and Responsibilities” in a Memorandum of Understanding (MOU) or other acceptable agreement. Identify who is authorized to sign the MOU or agreement. Ensure all terms are documented and specify contributions by the partners, such as in-kind, monetary, media-related, labor, etc.

Similar Brands and Partnership Obligations: Review existing partnership agreements to ensure that the agency is not violating terms related to partnering with other similar brands. Identify and other current partners that may have non-competing and/or similar brands to ensure continued strong and transparent working relationship.

• Return on Investment (ROI) Documentation: Use data to document the ROI for each party and visibility opportunities

• Tax Benefits: Determine if there are any tax benefits (e.g. charitable contributions).

• Review and Report: Conduct regular reviews and evaluation of the partnership to ensure equitable benefits for all involved parties and develop a follow-up report (with photos) to include items such as number of impressions, attendance, community feedback, etc.

• Branding: Ensure branding guidelines are pre-approved and met by both partners.

Partnership Benefits

Partnerships are a great way to align resources and capitalize on the strengths and abilities of the partners to achieve mutual objectives. They also can provide a variety of benefits, such as the following:

Reduce Taxpayer Costs: Reduce taxpayer costs by using private organizations’ funds and efficiency to help support large and small projects.

Increase Community Impact: Create projects that have a positive impact on communities that otherwise may not be possible without leveraging various resources, such as partners.

Sustainable Development: Provide collaborative efforts focused on community sustainability, and ensuring projects are socially responsible and environmentally responsible.

Risk Sharing: Risk is shared by partners to minimize costs while meeting project goals.

Capacity Building: Shared initiatives advance projects more efficiently and effectively, without causing undue stress to either partner.

Transparency and Accountability: Clear terms of responsibilities and commitment developed with regular updates and regular review create credibility.

Successful partnerships require open and purposeful communication focused on aligning long-term goals and dayto-day operations. Transparency is important for building trust and setting clear expectations. Partnerships are most effective when both parties focus on shared objectives and work towards mutual success. At NRPA, we consistently promote the benefits of partnerships and encourage park and recreation professionals to seek out collaborations to expand their influence and impact their communities.

Bret Gaither, Senior Director of

Partnership Challenges

Addressing potential partnership challenges requires careful planning, clear communication, and a strong commitment to collaboration for both public and private partners. When managed effectively, partnerships can be a powerful tool for achieving shared goals and delivering high-quality services and infrastructure to the community. As with any funding opportunity, there are potential challenges that should be discussed. While not all are avoidable, discussing risks in challenges in advance may help mitigate them before they occur including the following:

Accountability and Transparency: Ensuring that partners act in the public’s best interest and maintain transparency can be difficult.

Cost Overruns and Delays: Projects can still experience budget overruns and delays.

Political Risk: Changes in government policies or political priorities can impact the stability of the partnership.

Dependency: Relying heavily on other partners for essential services or infrastructure can create long-term dependency.

Public Scrutiny/Opposition: Some members of the public may oppose Public/Private Partnerships, fearing privatization or loss of control over public assets.

Reputation Risk: Any failure or controversy in the partnership can negatively.

Long-term Commitment: Partnership agreements often require long-term commitments, which may not align with each partner’s business and funding goals.

Communication and Coordination: Maintaining effective communication and coordination between partners is essential but requires careful attention and can be challenging.

Cultural Differences: Differences in organizational cultures and practices can create friction between partners.

Performance Measurement: Establishing clear and fair metrics to measure the success and performance of the partnership is crucial, but can be challenging if partners do not agree on what will be measured.

The Tree Committee of the Town of Lexington, MA, was established to promote the preservation and protection of both public shade trees and certain trees on private property, to assist in the regulation, removal and replacement of trees in certain circumstances, to promote the planting and protecting of trees throughout the Town and to develop rules, regulations, tree inventory, manuals, and other data.

One program under the Committee’s oversight is the Lexington Commemorative Tree Program. Designed to provide guidelines to those who wish to plant a tree memorial, the committee helps donors choose a tree and select a desirable site from a list of options. They even provide prompts to help the donor think through tree choices, for instance, what were the person’s hobbies, and is there a tree that can represent them? What sort of color would the person appreciate? What was their favorite spot, and can a tree be planted in that spot to mark the area? A onetime donation covers the cost of the tree, its planting, lifelong care, and an entry in the Town’s Cary Memorial Library with space for a summary of the person’s accomplishments, photos, joys, and memories.

This program is a well thought out asset to the Town of Lexington and a wonderful way to help loved ones celebrate the life of a treasured family member or friend.

Tributes Planning Checklist

Policy and Procedures:

Tributes

Tributes are a popular way to honor people and pets, celebrate a special day, or promote a business. Private entities or people provide a financial gift to fund the purchase, installation, and maintenance of park and recreation amenities, such as benches, trees, shelters, and swings.

According to the Global Trends in Giving Report, 33% of donors worldwide give tribute gifts. The top five occasions for tribute giving are memorials, birthdays, holidays, weddings, and a new baby. However, according to the most recent Nonprofit Technology Trends Report, only 34% of non profit entities utilize tributes in their fundraising efforts.

Types of recognition may include a commemorative plaque engraved to the agency and donor specifications, a plaque located near a tree, a tribute engraved directly onto infrastructure, or other options. Tributes are a relatively simple way to raise funds, providing guidelines are in place to help interested parties understand the rules and options for tributes such as costs, approved locations, maintenance, and length of time a tribute will be displayed.

• Develop a clear policy and procedures to ensure consistency and best management and maintenance practices of the agency’s assets

Mapping:

• Identify and map assets that are eligible for tributes, as well as those where tributes are already located. Keeping an ongoing and current inventory is important for maintenance and replacement planning.

Donor Agreement:

• Verify the donor’s requested location, type of tribute, and availability of the requested location.

• Determine the donor’s financial gift amount for capital investment and ongoing care and maintenance of the tribute.

• Specify the period of time for the tribute acknowledgment.

• Outline agency and donor responsibilities.

• Include the agreement’s expiration date and conditions for renewal and/or removal.

• Document the process for addressing vandalism of the asset or if the asset dies (e.g., plant or tree).

• If there is a memorial/or recognition tribute plaque, include the process for disposing of the plaque, such as providing it to the donor once the tribute expires (or have a memorial area where expired tributes are displayed).

Benefits of Tribute

Tributes can help agencies add, replace, and care for needed amenities while helping community members honor an important person, pet, or initiative.

Providing a Funding Resource that Benefits the Agency and Community: Once asset mapping, policy and procedures, and promotional information is developed, tribute programs are relatively easier to implement than other alternative funding options.

Recognize or Honor a Loved-One or Initiative: Typically, assets that are considered for funding include amenities, such as trees, trails, benches, and swings.

Recognize or Honor a Loved-One or Initiative: Typically, assets that are considered for funding include amenities, such as trees, trails, benches, and swings.

Awareness and Community Support: Tribute programs can bring additional awareness for needed funding that otherwise is not available. Investing in funding amenities by the community can create a sense of ownership and greater appreciation of the park and/or facility.

Earmarked Funding for Future Maintenance, Care and Replacement for the Tribute Program: Investing the donor funds can help grow revenue for maintenance, care and replacement of the tributes.

Major Improvements: In some cases, a donor may fund a large project, like a playground or sports field, relieving the burden on an agency (providing maintenance and upkeep are also provided for.)

Challenges of Tribute

It’s important to note that there can be several challenges associated with tributes, and given the sensitive nature of the subject, may create undue hard feelings if not properly planned and program parameters clearly communicated.

Lack of Tribute Mapping: Improper planning or lack of established locations and limits on the park property or in a facility can lead to an overabundance of tributes within proximity of each other.

Unclear Guidelines: Failing to define how long the asset will be named as a tribute for the loved-one and whether it’s renewable may cause misunderstandings with the donor.

Lack of Visual Examples of Available Tributes: Always provide visual examples of types of assets, such as the color, material and size to ensure the final result aligns with expectations.

Only Identifying Capital Expenses: Be sure to identify all associated expenses, such as the cost of purchasing and installing the tribute asset, the type of recognition mechanism, and the maintenance and replacement of the tribute asset should be included in the donor agreement.

Lack of Non-Profit Organization: Don’t launch the tribute program before ensuring there is an approved process to accept and utilize tribute funds (such as establishment of a fund and/or use of a nonprofit to hold and record amounts of donations to each item.) Ensure there is a process for providing tax deduction acknowledgement for a tribute donation.

In-Kind Donations

An in-kind donation is a non-monetary gift of goods (i.e. equipment, landscaping, land, other infrastructure) and services (i.e. volunteer labor, donated time, expertise or intellectual property) to a governmental agency, nonprofit, or charity. In-kind donations can be of great benefit to an agency, provided there are guidelines in place to identify the need and the kinds of gifts that will be accepted to respond to those needs. This is especially helpful to potential donors. Creating a list of projects that identify what is required to complete them (both in cash, product, and inkind) can help steer potential donors to what the agency needs most.

In-Kind Donations Planning Checklist

Create an In-Kind Policy and Procedures:

• Define the types of in-kind donations of goods and services the park and recreation agency can and cannot accept.

• Define the circumstances under which the agency accepts different types of in-kind donations.

• Document the process for recording each type of goods or services.

Know the Valuation of the Donation:

• For high-value goods, consider obtaining a professional appraisal to accurately determine the fair market value.

• For services, determine the value of each person’s donated time. This can be determined by the agency’s hourly wages/benefits or utilizing The Independent Sector value of volunteer time as a guideline (see Resources).

Outline Donor and Agency Responsibility:

• Ensure a written agreement is signed by the agency and donor.

• Remind the donor that they are responsible for determining the accurate value of their donation for tax purposes.

Detail Specific Needs:

• Clearly communicate the specific types of in-kind donations your organization needs to ensure the donations are useful.

Maintenance:

• In some cases it might be reasonable to ask the donor to cover some or all of the maintenance required for the in-kind infrastructure, equipment or other tangible items received.

Benefits of In-Kind Donations

There are a variety of benefits to in-kind donations related to goods and services. This can minimize both financial and labor needs. It can also be a great way to build relationships with community members and organizations that want to be involved and supportive.

Address Immediate Needs: In-kind donations of goods and services potentially fulfill the agency’s “wish list” more quickly than with other methods of alternative funding.

Greater Financial Flexibility: In-kind donations allow agencies to reallocate the funds that would have been spent on those goods or services to other areas of the agency’s budget.

Efficient Way to Obtain Resources: In-kind donations allow access to needed resources right away. In the case of donated goods, such as capital equipment or infrastructure, typical purchasing requirements, such as public bidding processes, may not be needed, thus speeding up the process of putting these items to use.

Cost Savings: Volunteers can help reduce labor costs by providing their time and skills for free, allowing agencies to allocate funds to other essential areas.

Engagement and Relationship Building With Local Businesses: Accepting in-kind donations of goods and services opens up the possibility that local businesses and other organizations can contribute to the agency.

Community Engagement: Involving local residents fosters a sense of community ownership and pride. Volunteers often become advocates for the parks, promoting their value and encouraging others to participate.

Enhanced Services: With the additional support from volunteers, parks and recreation agencies can offer more programs and activities, improving the overall visitor experience.

More Giving Options for Community Members: When in-kind donations are accepted, it gives community members who may not have available funds the chance to contribute. Donors who contribute in-kind donations of property (services not included) may even be able to deduct their gifts on their tax returns—just like they can for cash donations.

Enhanced Sustainability: Donors who contribute items they don’t use instead of throwing them away can be proud of their positive impact on the environment.

Environmental Stewardship: Volunteers often participate in conservation efforts, such as habitat restoration and clean-up projects, helping to preserve and protect natural resources.

Challenges of In-Kind Donations

In-kind donations, while valuable, can come with several challenges that organizations and recipients often face and need to be prepared for, such as:

Misalignment with Needs: Donated items might not match the actual needs of the recipients. For example, non-native or invasive plants/trees, or infrastructure that doesn’t match the design and/or style of the location or other agency requirements.

Logistical Issues: Collecting, storing, and distributing in-kind donations can be costly and time-consuming. Some items might require significant transportation or storage capacity, which may strain an agency’s resources.

Limited Flexibility: Unlike monetary donations, in-kind donations are usually specific items. This reduces the flexibility to allocate resources, such as volunteer labor where they are needed most at any given time.

Quality Control: Some in-kind donations may be used, broken, or in poor condition. Donors may not always be aware of the quality of the items they are giving, which is why guidelines are so important.

Excess Donations: Sometimes agencies receive more than they can distribute or store, leading to waste or inefficiencies.

Legal and Tax Complications: For businesses donating goods or services, determining the fair market value of items can be difficult. Donors may also face regulatory compliance issues, especially when donating perishable items or items that have specific safety standards.

Public Perception: Some people may see in-kind donations as a way to “clean out” unwanted items, which can create a negative perception if the items are perceived as low quality or not in the same style as other amenities.

Endowments

Setting up an endowment for Parks and Recreation is a forward-thinking way to provide long-term, sustainable funding for the maintenance, enhancement, and programming of public parks, green spaces, and recreational facilities. An endowment is a fund where the principal is invested, and only the interest or a small portion of the earnings is spent annually. The goal is to create a permanent source of income. For Parks and Recreation, this income might be used for:

• Maintaining trails, playgrounds, or athletic fields

• Providing scholarships for recreational programs

• Funding capital improvements or conservation projects

• Supporting community events and outdoor education

These funds are typically invested in a diversified portfolio to generate a steady stream of income over time. Income may be invested in a variety of needs, or earmarked for specific use, such as maintenance.

Five Rivers MetroParks of Dayton, OH, maintains several creative in-kind programs to channel support to existing areas of needs. The agency understands that in-kind support can be an easy and impactful way to engage the community and help support its efforts in a variety of ways:

• Volunteer labor can help fill the funding gaps and lack of staff, but it is not a replacement of staff.

• Its great way to engage the business community and citizens.

• Passionate volunteers and staff can be great resources for connecting with potential financial donors.

• In-kind support does not require extensive staff time to manage once criteria and the written agreement has been completed.

With the diverse alternatives that are available, donors have a variety of options and can choose programs that fit their areas of expertise or passion. Their “Adopt a” programs include:

Adopt an animal: The adopt-an-animal program was created to help secure volunteer labor and funding support for the care and home of the animals at the Carriage Hill Riding Center and Historic Farm. The Riding Center provides opportunities for children and adults

to experience and connect with nature on horseback. This public horseback riding facility offers horseback riding activities for beginner through intermediate riders focusing on safety, balanced position and proper horsemanship skills with over 20 horses representing a variety of breeds. It has one outdoor arena, one indoor arena with an observation area and access to more than 7 miles of bridle trails. The program helps ensure ongoing care for the animals, and depending on the level of giving, the donor could have their name on the horse’s stall, receive the horse’s trading card, or receive a trail ride or lesson.

Adopt a landscape area: Area businesses or other community organizations can help support maintaining and beautifying local park and recreation areas by donating plants, materials and labor. The park and recreation agency provides the recognition with signage and on its promotional materials.

Adopt-A-Park: Volunteers of all ages, abilities, and backgrounds can tackle dozens of projects at different natural areas. Projects include invasive species removal, habitat maintenance, gardening activities, mulching nature play areas, historical farm clean up, and more. These projects improve the environment and beauty of the region’s natural areas.

Maintenance and Upkeep: The income from endowment funds can be used for the ongoing maintenance and upkeep of parks and facilities, ensuring they remain in good condition for public use.

Program Support: Endowment funds can support various recreational programs, educational initiatives, and community events, enhancing the overall quality of services provided to the community.

Attracting Additional Donations: An endowment fund can attract more donors, as it demonstrates the agency’s commitment to financial sustainability and long-term impact.

Endowment Challenges

Endowment funds can have disadvantages, including limited access to funds, restrictions on how funds can be used, and lower returns than other investments. Consider the following factors:

Access and Withdrawal of Funds Limitations: Need to ensure clarity in agreements If money is to be earmarked for a specific item. There may be limits on how much can be withdrawn from funds each year.

Long-term Investments: Agencies may not be able to access funds until the maturity date, which can be at least five years.

Donations for Specific Purposes: Only certain purposes may be served by donations to an endowment fund.

Lack of Operational Flexibility: Withdrawal limitations can make it difficult for organizations to allocate resources as needed.

Special Maintenance Funds

A special maintenance fund is established in an agency’s financial system (budget) and is designated specifically for funding the upkeep, repair, and improvement of park facilities and recreational areas. This fund ensures that there are dedicated resources available to supplement and address maintenance needs promptly and effectively, without relying solely on the general operating budget.

Setting up a special maintenance fund for parks and recreation can be a smart and sustainable way to ensure long-term care and improvement of public spaces. These funds can take many forms, including a line item in the annual budget, a legally separate fund earmarked for maintenance, through levies or bonds, or as part of a fundraising campaign. Working with your local government can also serve as a mechanism, for instance creating guidelines for new development, whereby a fee percentage is levied to be part of an ongoing maintenance fund.

Funding sources for specialized maintenance funds may include:

• Donations from the community, individuals and businesses that are designated for a specific location, equipment or amenity.

• A small surcharge i.e. 5-10% attached to a fee that is then designated to a specific budget account within the agency’s financial system.

• Instead of the proceeds from the auction/sale of government surplus equipment going back into the agency’s general fund budget, the revenue could be allocated into the special maintenance fund.

With many agencies facing deferred maintenance issues, this is a critical and sometimes overlooked component of ongoing operations.

The City of Phoenix, AZ, is fortunate to have voters who consistently and overwhelmingly choose to support measures that enhance and develop the City’s parks, preserves, and recreation facilities.

Through the Phoenix Parks and Preserve Initiative Program, ongoing maintenance is addressed, as well as other important programs designed to ensure Phoenix parks are prioritized, The Phoenix Parks and Preserve Initiative sets aside one cent of sales tax for every $10 of purchases to improve and renovate existing parks, and to expand and improve the city’s desert preserve system. In 2008, the program was renewed for 30 years by an overwhelming 83% of voters. Sixty percent of initiative proceeds are dedicated to improvements and renovation of city parks and acquisition of land for future city parks; 40 percent is dedicated to land acquisition and development of the city’s desert preserves including trails, trailheads and signage.

Special Maintenance Funds Planning Checklist

Ensure legal adherence:

• Obtain legal and fiscal guidance on if/and what can go into maintenance fund and where the fund(s) should be established in the agency’s financial system.

Identify where the Maintenance fund will be established:

• Special maintenance accounts can be established through various avenues, such as:

• The agency’s capital budget

• The agency’s enterprise fund

• Accounts within existing friends groups, foundations, or community 501(c)(3) organizations.

Identify the Areas Needing Maintenance:

• Assess the condition of the park and identify areas that need improvement, repair, or new developments (e.g., trails, playgrounds, landscaping, or facilities).

Prioritize Projects:

• Categorize projects into high, medium, and low priority, ensuring that urgent repairs (e.g., safety hazards) are addressed first.

Estimate Costs:

• Develop a detailed breakdown of the cost for each maintenance task or project.

Specify Use of Funds:

• Specify how the special maintenance funds will be allocated. Ensure transparency about the funding source and the expected amount.

Keep Maintenance Logs:

• Document maintenance activities and associated costs to demonstrate how the special maintenance funds are utilized.

Benefits of Special Maintenance Funds

Special Maintenance Funds can supplement the agency’s ongoing maintenance needs.

Emergency Repairs: The fund can help cover unexpected repairs that arise due to damage, wear and tear, or natural events.

Facility Improvements: It can be used to enhance and upgrade existing facilities, ensuring they remain safe, functional, and appealing to the public.

Equipment Replacement: The fund can help replace outdated or broken equipment, ensuring that parks and recreation areas are well-equipped and maintained.

Long-Term Planning: Once established, a special maintenance fund allows for better long-term planning and sustainability of park and recreation facilities and equipment.

Turn unused equipment into maintenance funds: Government surplus sales and auctions proceeds have been utilized for supporting an agency’s maintenance fund.

Public Donations: The public can donate to a designated special maintenance fund to support care and maintenance of equipment and/or facilities.

Designating a Percentage of Fees and Charges: If fees and charges are utilized in the agency, a small percentage of the fees and charges can be allocated to the special maintenance fund for equipment and facilities.

Challenges of Special Maintenance Funds

While the benefits may be more obvious, there are challenges to consider for special maintenance funds. Ensuring they’ve been addressed can help avoid issues in the future.

Alignment: Determine if your financial system and agency policies will support creating and/or utilizing special maintenance funding.

Conflicting Priorities: There might be disagreements over which maintenance projects should receive priority, especially if different stakeholders (local government, park visitors, or community organizations) have varying perspectives on park and recreation needs.

Tracking and Reporting: Keeping track of expenses and ensuring all funds are used effectively can be a challenge, especially if there’s not a strong financial management system in place.

Underestimation of Costs: Maintenance projects may involve unexpected complications that can increase the total cost (e.g., hidden structural issues, inflation, or the need for specialized equipment).

Inflation or Rising Material Costs: Especially for large projects, fluctuating costs of materials, labor, or other resources can outpace the available funds.

Foundations and Conservancies

There are various opportunities for 501c3 organizations to financially support and serve as advocates for park and recreation agencies and other public organizations. According to the NRPA publication, Park and Recreation Agency-Foundation Relationships: Partnering for the Future, (see Resource section) park and recreation foundations are valuable partners for many local park and recreation agencies, facilitating the delivery of high-quality services in a variety of ways. Most park and recreation leaders view their agency-foundation relationships as largely positive and place a high value on their foundation’s capacity to provide expertise and support for fundraising, community engagement, and relationship building.

The choice between forming a foundation or a conservancy depends on the agency’s specific goals, mission, and the type of impact it wants to achieve. If the agency has a broader range of objectives, a foundation could offer the flexibility to support multiple causes. If the primary focus is on long-term conservation and protection of open spaces or natural areas, a conservancy may be the right path.

Foundations

Foundations are nonprofit organizations dedicated to supporting and enhancing public parks and recreational facilities. Park and recreation-related foundations aim to promote environmental conservation, community engagement, and the overall well-being of residents by providing additional funding, resources, and programs. They often focus on projects such as park and facility improvements, recreational and educational initiatives, and community events.

Conservancies

Conservancies may have specialized knowledge and resources park management, helping to address complex conservation and restoration challenges. They can focus on the long-term preservation and enhancement of parks and natural areas, and often manage specific parks or natural areas, ensuring their sustainability.

As the official nonprofit partner of Montgomery Parks, the Montgomery Parks Foundation is committed to protecting ecosystems, celebrating cultural treasures, and fostering community connections within Montgomery County, MD. The Foundation was founded in 1992 with the goal of sustaining and enhancing an award-winning park system by obtaining critically needed funding from sources beyond those supported by the county’s annual appropriations. As the county population has grown over the years, the demands for parks, greenspaces and innovative programming has placed increased pressure on the parks system.

When the Montgomery Parks budget is not enough to meet the demands placed on it, the Foundation helps secure philanthropic dollars from community members and businesses to help fill the funding gap. To achieve this, it relies on its network of supporters who share its passion for the incredible natural beauty of our landscapes, the endless recreational opportunities and the robust educational programming offered throughout the park system.

One of the Foundations most recent projects is the Josiah Hensen Museum and Park, which tells the story about the life of Reverent Josiah Hensen and the ongoing struggles of racial equality and justice. The Museum opened in 2020, and the Foundation is focused on improvements to the site to make it even more enjoyable for the community. These improvements include an amphitheater, archeological station, and more indoor and outdoor exhibits, among others. Having a resource like the Montgomery Parks Foundation can help communities realize park improvements and address park inequity at an accelerated pace.

Foundations and Conservancies Planning Checklist

Research and Planning to Create a Basic Framework and Support:

• Form an Initial Exploratory Group: Gather a group of interested individuals/community leaders to discuss the need, feasibility, purpose of the nonprofit, and support for the non-profit organization.

• Research and Define Purpose, Mission, Goals and Objectives: Determine the purpose, mission, and specific goals and objectives of the proposed non-profit organization. Ensure they align with the agency’s and community’s values and priorities.

• Choose a Name: Select a name the resonates with the general community. Ensure the name is not already taken or copyright protected.

• Assign Responsibilities: Define the park and recreation agency staff’s role and responsibilities, and the exploratory group’s responsibilities.

• Establish an Action Plan: Develop an action plan to launch the non-profit organization.

• Form the Initial Board of Directors: Develop a Board Handbook that includes board and staff responsibilities, and board operational procedures. Select individuals representative of the community and who will serve on the non-profit board.

• Establish a Record Keeping System: Document all activities related to the formation of the nonprofit organization.

• Draft Articles of Incorporation, Bylaws & Required Policies: Prepare the necessary legal documents.

• Memorandum of Understanding (MOU): Develop and review the MOU annually to ensure the responsibilities and terms of the agreement between the agency and 501c3 remain relevant.

• Establish a Bank Account: Set up a bank account for the organization. Determine who will have authorization to access, deposit, and withdraw funds from the account.

• Develop an Initial Philanthropy Plan: Create the initial strategy for raising funds to support the agency.

• Ensure Community Engagement and Outreach: Develop a communication plan to inform and educate the community about the new nonprofit, why it has been established, its mission, and how community members and businesses can financially support the nonprofit’s efforts.

Meet State and Federal Legal Formation Guidelines:

• File Articles of Incorporation: Submit the articles of incorporation with the appropriate state agency.

• Hold a Formal Organizational Meeting: Install the board of directors, adopt bylaws, and elect board officers.

• File for Employer Identification Number (EIN): Obtain an EIN from the IRS using Form SS-4.

• File for State Charity Registration: Register with the state’s charity division to raise funds.

• Register with the State Tax Commission: Contact the state tax commission for any necessary exemptions.

• Secure IRS Approval for 501(c)(3) Status: Submit IRS Form 1023 to request tax-exempt status.

• File IRS Form 5768: Elect the 501(h) test for lobbying activities, if applicable.

Plan for Ongoing Compliance and Operations:

• Develop and Implement the Philanthropy Plan: Launch and manage the plan’s priorities, strategies, and activities that support the nonprofit organization’s mission.

• Promote Communication: Provide regular updates to the non-profit organization’s board, park and recreation agency, and community regarding the progress and status of the Philanthropy Plan’s strategies and financial activities. Conduct awareness and fundraising activities to engage the community and area businesses.

• Develop an annual report: Complete an annual report to highlight the year’s achievements, impact and benefits to the community, and financial successes. Share the report with the board, community members, current and prospective donors.

• Maintain Accurate Records: Keep detailed records of all activities, finances, and meetings.

• File Annual Reports: Submit required reports to the state and IRS.

• Conduct Regular Board Meetings: Hold meetings to review progress and make decisions and update the plan.

• Audits: Ensure a process is established to conduct regular financial audits of the 501c3.

Benefits of Foundations and Conservancies

Foundations and Conservancies raise funds to support park and recreation facilities, operations and programs; and improvements and protection of park land and natural areas, often through donations, grants, and sponsorships.

Long-Term Sustainability: Provide stable, long-term funding and management for park and recreation, conservation, and open space areas, and ensure continuous conservation and maintenance efforts.

Expertise and Resources: Access to specialized knowledge in environmental conservation, fundraising, and management. Access and leverage private funding, grants, and donations otherwise not available to government agencies.

Community Involvement: Foster community support and engagement in park, recreation, conservation, and open space efforts; and encourage public participation and volunteerism.

Enhanced Maintenance and Improvements: Improve the quality and upkeep of parks and recreational facilities. Enable large-scale projects and enhancements that may not be possible with public funding alone.

Environmental Protection: Promote the preservation of natural habitats and biodiversity. Implement sustainable practices and environmental education programs.

Increased Awareness: Raise awareness about the importance of parks and recreation, conservation, and open space areas. Advocate for policies and initiatives that support park, recreation, and conservation efforts.

Challenges of Foundations and Conservancies

Developing foundations and conservancies takes time, effort, and coordination. Be sure to consider the following when planning such an undertaking:

Time and Focus: It takes time and patience to form a 501C3.

Purpose and Priorities: The group’s alignment/priorities can change, and the non-profit organization’s may not align with the agency.

Funding and Financial Stability: Dependence on fundraising, grants, and donations for financial support. Not diversifying the funding base can cause over-reliance on a single source.

Coordination with Public Agencies: Review and resolve conflicts or overlapping responsibilities with public entities to ensure effective collaboration with government agencies and other stakeholders.

Resource Allocation: Balance resources between immediate needs and long-term projects, ensuring equitable distribution of resources across different park and recreation areas.

Governance and Management: Establish effective governance structures and policies. Ensure transparency, accountability, and ethical management practices.

Community Engagement: Build and maintain strong relationships with the community, maintaining interest and public engagement.

Liability and Risk Management: Manage any potential legal and financial risks associated with related activities. Maintain and ensure proper insurance coverage and safety protocols for the non-profit organization and board.

Resource Brief - Park Foundations

When asked why they don’t have a Park Foundation, many agencies cite the lack of time, resources, community size, or a concern with foundations having misaligned priorities. However, Park Foundations today have changed from their beginnings when they were often started by passionate locals who wanted to “save” or improve a park and/or run independently of the parks department with decisions sometimes based on donor preferences rather than the park’s long-term needs.

Today, modern park foundations tend to:

• Be deeply embedded in the park system, often with board members, staff, or leadership who work for the parks department.

• Align closely with agency priorities through MOUs (memoranda of understanding) or formal operating agreements.

• Support capital projects, equity-focused programming, ecological restoration, or even operations — going far beyond just raising funds.

• Operate with a business framework, including strategic planning, marketing, development, and evaluation.

While this may sound daunting, it doesn’t have to be. The National Association of Park Foundations (NAPF) can play a critical role in helping communities establish and grow park foundations, particularly in underserved or startup environments. Their expertise in board development, strategic planning, and fundraising makes them a valuable resource for sustainable park support. Kevin D. Korenthal, CAE, NAPF’s Executive Director says times have changed and park agencies are taking the lead on forming foundations. He also stated that “launching a foundation doesn’t have to

be overwhelming. Our affordable membership model and hands-on consulting provide a low-barrier entry point for communities ready to take control of their funding future. At $450 a year, park foundations can access unlimited consulting and a suite of advanced services and courses. This kind of support can be transformative for agencies with big visions and limited resources.” NAPF Chairperson Debbie Trueblood, MSW, FASAE, IOM, CAE added “NAPF doesn’t just support existing foundations—our sweet spot is helping to build them from the ground up. The NAPF team specializes in helping agencies who don’t know where to start, offering step-by-step guidance to launch a park foundation and begin fundraising effectively.”

In the 18 months prior to this writing, NAPF has helped to launch 40 successful new Park Foundations, by focusing on critical components like mission alignment, strategic planning, board development, financial literacy and more, addressing a critical gap that has historically caused many foundations to struggle or fail. As communities face increased financial pressure, the ability to create local, community-supported park foundations is not just helpful—it’s essential. Check out the Resources section at the end of this publication for more info on the NAPF.

Friends Groups

Friends groups are often composed of community volunteers who are passionate about supporting local parks and recreation agencies. They are typically membership-based and consist of volunteers from the community who share a common interest, such as supporting a park location or facility. They can be started by a small group of dedicated people in the neighborhood that want to do something about the condition of their park, or to mitigate a threat to the park of some kind. They can also be formed as a way to celebrate the park through events that develop appreciation for open spaces, or to gather support for the park in a variety of ways. Over time, park friends groups can become important allies for their parks.

In its Park Advocate Handbook , the National Recreation and Park Association, (NRPA) shares a variety of tips on creation and partnerships with Friends Groups, including a matrix of how agency and friends group goals can align to achieve short, mode-, and long-term goals. Use the link in the reference section to access.

Chattanooga, TN, has a unique “Friends” support structure which include the Friends of Outdoor Chattanooga, a 501c(3) incorporated in 2007 which supports City of Chattanooga’s Outdoor Chattanooga Department in its mission to make outdoor recreation an attractive, healthy, and distinguishing lifestyle for Chattanooga’s residents and visitor population.

The Friends of Outdoor Chattanooga leverage funding and work to support specific programs and activities that engage Chattanoogans and help maintain and enhance the value of the region’s resources while growing its economy.

Chattanooga Parks and Outdoor Department also supports a robust Chattanooga Park Stewards Volunteer Program whose mission is to significantly improve the environmental and aesthetic quality of parks, gardens, and greenways by organizing and promoting volunteerism and stewardship. Volunteers are a valuable asset to the Parks and Outdoor Department - providing time, talent,

and resources to help ensure the health of the park system. The program also provides an opportunity to educate park visitors and citizens on the importance of stewardship of Chattanooga’s parks. Park stewardship is key to guaranteeing that our parks, gardens, trails, and greenways will remain safe and clean and be enjoyed for years to come.

Volunteers have a variety of activity types they can choose, from light maintenance activities to leading volunteer days to participating in park projects through scheduled event days. The agency also rolled out an Adopt-A-Park option for groups and individuals who want to make a greater commitment to park stewardship. The Adopt-A-Park initiative promotes a more consistent approach to park care and allows for deeper stewardship engagement as a recurring effort. Volunteers act as a type of “friends group” to a specific park, channeling their resources and time to that space. They also recruit additional volunteers to assist with needs that arise in the maintenance and support of the chosen park.

Friends Groups Planning Checklist

• Research and Benchmark: Study other successful Friends Groups and their best practices and understand the specific needs and challenges of the community.

• Recruitment and Membership: Recruit founding members by identifying and inviting individuals passionate about parks and recreation. Hold initial meetings to discuss the purpose and benefits of a Friends Group.

Organizational Structure and Operations:

• Planning and Development: Identify purpose and goals, define the group’s mission and objectives, and outline short-term and long-term goals.

• Establish Structure: Develop an organizational structure (e.g., board of directors, committees, agency staff), and define roles and responsibilities for its members and the agency being supported by the Friends Group.

• Draft Bylaws and Policies: Create bylaws to govern the group’s operations. Develop policies for membership, meetings, and decision-making.

• Obtain Legal Status: Determine if the Friends Group can partner with an existing 501(c) (3) organization, such as a Park and Recreation Foundation or Community Foundation. A Friends Group can become part of another 501(c)(3) organization to gain non-profit status. This is often done through a fiscal sponsorship arrangement. This allows an established 501(c)(3) organization to act as an umbrella for the friends group, so it can operate under the sponsor’s tax-exempt status. This can be a quicker and more efficient way to start receiving tax-deductible donations without going through the lengthy process of obtaining 501(c)(3) status independently. The Friends Group may have to give up some control over its projects and activities to the sponsoring 501(c)(3) organization. The sponsoring organization will also be responsible for ensuring that the friends group’s activities align with its own exempt purposes. If an umbrella organization is not available, apply for designation as a 501(c)(3) nonprofit organization.

• Memorandum of Understanding (MOU): Develop and review the MOU annually to ensure the responsibilities and terms of the agreement between the agency and Friends Group remain relevant.

• Develop Membership Strategies: Create membership categories and benefits. Develop outreach strategies to attract new members.

• Fundraising and Resources: Identify funding sources. Explore grants, sponsorships, and donations. Plan fundraising events and campaigns.

• Develop a Budget: Outline financial needs and allocate resources accordingly. Monitor and report on financial activities regularly.

• Establish a Bank Account: Set up a bank account for the organization. Determine who will have authorization to access, deposit and withdraw funds from the account.

Legal and Financial Compliance:

• Legal Obligations: Seek legal counsel to ensure compliance with local, state, and federal regulations.

• Maintain Accurate Records: Keep detailed records of all activities, finances, and meetings.

• File Annual Reports: Submit required reports to the state and IRS.

• Conduct Regular Board Meetings: Hold meetings to review progress and make decisions and update the annual plan.

• Liability and Risk Management: Manage potential legal and financial risks associated with related activities. Maintaining and ensuring proper insurance coverage and safety protocols for the non-profit organization and board.

• Audits: Ensure a process is established to conduct regular financial audits of the 501(c)(3).

Communication and Evaluation:

• Develop communication strategies and establish regular communication channels (e.g., newsletters, social media).

• Keep the Friends Group members informed and engaged.

• Establish processes for tracking progress toward goals. Regularly evaluate the group’s activities and impact.

• Recognize and celebrate the efforts of volunteers and members. Publicize successes to build momentum and support.

• Develop an annual report to inform and educate Friends Group members, donors, and citizens regarding the group’s achievements and impact on the community.

Resource Brief:

NRPA’s Park Advocate Handbook

There is no denying the power that passionate local people can have in helping advocate, contribute, and fundraise for park initiatives that improve communities. Friends Groups are one such model that helps drive action and a feeling of community ownership through the creation of a park “friends group.”

NRPA’s Park Advocate Handbook is a great resource to help parks and people communicate and make a difference through the creation of Friends Groups. Each section covers an important aspect of creating, managing, and promoting the activities of your group.

Part I: Planning and Organization offers suggested first steps when forming a park support group including structure and by-laws, becoming a tax exempt not-for-profit, and fundraising. Information is designed to help you evaluate what kind of support group you want to be and make getting started easier.

Part II: How to Develop Leaders and Build Allies focuses on developing leadership skills within your group and how to go about building important relationships.

The success of your group largely depends on how well your

group works as a team and is able to build support for your issues.

Part III: Developing Effective Communication and Outreach offers suggested mechanisms to build awareness of your issues and the credibility of your organization. Becoming aware of the variety of communication tools available and how to get the most impact out of them will have you well on your way to engaging the public.

Part IV: Event Planning Toolbox gives you the tools you need to create successful events in your park. When people have a good time in the park because you’ve drawn them in with a good event, they’ll feel better about the park and be more likely to respect it and support it in the future.

Part V: How to Make Your Park Safer offers suggested tips on how to mobilize your community if safety concerns are an issue in your park. The little things that make a park seem uncared for and dangerous—graffiti, trash, broken glass, people drinking, misbehaving, or playing very loud music—can be turned around with a strong park support group. See the Resources section to learn more and get the resource.

Benefits of Friends Groups

Advocacy: Like foundations, friends groups can advocate for the needs and importance of parks and recreation within the community.

Community Voice: Friends groups are able to bring forth a voice of the community that is not bound by the municipal process, pushing forward issues that may not be possible from within the agency.

Funding: Friends groups may serve many roles, including raising funds for improvements, organizing grass-root volunteer efforts, and filling gaps where government funding may be limited.

Collaborate with Partners: Utilize members’ connections in the community to identify opportunities for collaboration and support.

Labor Support: Friends groups may help with maintenance, conservation efforts, and organizing/conducting programs and events.

Specialized Skills: Friends groups may include individuals with specialized knowledge, such as horticulturists, wildlife experts, or urban planners, which can enhance the management and design of the park.

Support and Awareness: They can promote park and recreation activities, raising awareness through their community networks that extend beyond the park and recreation agency’s networks.

Challenges of Friends Groups

Volunteer Recruitment and Retention: A key challenge for many organizations is attracting volunteers, managing volunteer burnout, and ensuring long-term commitment, in addition to maintaining consistent participation and engagement from volunteers and managing varying levels of commitment and reliability.

Resource Allocation: It may be challenging to secure funding and resources to support group activities and balance financial constraints and priorities.

Training and Management: Provide on-going training and supervision for Friends Group volunteers to ensure they have the necessary skills and knowledge. If expectations, roles and responsibilities are not clear, interpersonal conflicts can occur among members, staff and community.

Communication and Coordination: Utilize effective and regular communication within the group, community, external partners, and agency staff to coordinate activities and events efficiently and ensure the group and agency priorities align with each other.

User-Funded Contributions: Charging fees ensure that those who use park and recreation amenities contribute to their upkeep, rather than having taxpayers bear the cost for all users, especially if some visitors come from outside the area.

Social Engineering: Fees can be used to tailor park experiences, for instance adding vehicle parking fees to encourage people to use alternate means of transportation.

Challenges of Fees and Charges

There are potential challenges of charging fees, which should also be considered. Community feedback could be an important consideration to ensure challenges are discussed and addressed.

Cost Recovery Plan Development: It can take extensive time to analyze agency costs, establish appropriate levels of service categories with cost recovery goals and determine appropriate fees and charges.

Outpricing Communities: Fees and charges could exclude members of the community who may have economic challenges - implement correct pricing plans to maintain affordability.

Community Backlash: Charging fees, especially in parks and/or facilities and programs that have historically been free, can lead to community resistance or negative sentiment, particularly among local residents.

Replacement of Current Funding Instead of Supplementing It: Determine how new revenue impacts the current budget and if it would lead to tax-funded budgets being reduced.

Monitoring and Enforcement: Implementing a fee system requires infrastructure for monitoring, collecting payments, and enforcing compliance. This could include staffing, ticketing systems, and enforcement officers, all of which add costs.

Shift to Alternative Locations: Visitors may choose to visit nearby free park and recreational areas, or participate in programs, which could impact revenue, especially if fees and charges are perceived as excessive.

Call to Action

Evidence shows that access to high-quality parks and facilities, and recreation programs and services can improve physical and mental health, cognitive development, social cohesion, and public safety. Yet many park and recreation systems struggle to secure sufficient, sustainable funding for capital investments, operations, and maintenance, and in lean financial times, park and recreation tax-supported budgets are typically among the first to be cut.

Conversely, the cost of park and recreation services, maintenance, and improvements continues to grow and agencies are becoming more adept at diversifying their funding strategies and sources. Park visitation is increasing as people continue to rediscover the essential value of parks and recreation in overall health and wellbeing. There are demographic shifts and population growth as people move to the places they want to live. Recognizing the disconnect between funding and the growth in park usage, some agencies are developing winning strategies to secure alternative funding. This guide was created with knowledge drawn from park and recreation agency leaders with alternative funding experience to answer questions and share success stories about key alternative funding streams.

While there are many additional types of alternative funding, the content featured here addresses the top strategies that were identified as lacking in information. They can be mixed and matched to develop a broader portfolio of revenue sources, unlock new funding streams, and secure park and recreation allies, enabling agencies with high needs and low resources to make progress on their funding goals.

Innovative projects require forecasting innovative solutions to anticipated challenges. However, embrace the challenges of your project, because the greater the depth of the adversity, the greater the depth of the results.

Park and recreation systems that serve residents in low-income neighborhoods and communities of color—groups that have faced historical barriers to accessing high-quality parks—can especially benefit from this approach; they often face systemic funding inequities, while potentially facing a higher need due to lack of green space, higher rates of obesity and chronic disease.

We encourage all park and recreation leaders to continue to voice their needs and grow awareness of the importance of funding essential services that parks and recreation provide to our communities. Thoughtfully considering and securing alternative funding streams may be one winning combination to address both.

Many of us struggle with asset management and lifecycle, maintenance of the things we accept. We are an enterprise fund, so many in the community mistakenly think that means we can pay for everything, but if it isn’t fee based, that may not be possible.

Melissa Termine Battite Director of Recreation & Community Programs, Town of Lexington, MA

For more information, see the following case examples, review the references and resources that follow, log on to education.playcore.com to learn about ongoing funding webinars, and reach out with comments, questions, and other stories of success. Together, we can positively impact a community’s vitality.

Adriane Clutter Acting Director, Montgomery County Recreation, MD

Case Studies

To supplement the examples given throughout the guidebook, our panelists submitted the following case studies to help illustrate their real-world experiences and key steps to success in various alternative funding avenues discussed. Each example offers practical insights that highlight different strategies, challenges, and outcomes in pursuing non-traditional funding opportunities.

• Overcoming Funding Challenges to Open A State of the Art Recreation Center

• Expanding Park Services with Land Acquisition

• Douglasville Town Green – Creative Funding for a Vibrant Community Space

• Utilizing a Partnership Lens to Revive and Protect a Beloved Golf Facility

• Restoring Multiple Sport Surfaces through Creative Funding and Multiple Sources

• Utilizing a Unique Grant to Bring a Park to Life in a Deserving Community

• Using Alternative Funding to Overcome Setbacks and Complete Project Goals

Overcoming Funding Challenges to Open A State of the Art Recreation Center

Silver Spring, MD

Alternative Funding Type:

Public Private Partnerships

Demographics:

• Number of Residents: 81,808

• Median Household Income: $95,213

• Persons below poverty level: 20%

Funding Initiative Team:

Gabe Albornoz, Councilmember and former Recreation Director, Montgomery County (Project Initiator)

Robin Riley, Director, of Montgomery County Recreation, (Represented Department on the Project)

Greg Ossont, Deputy Director, Department of General Services (Responsible for acquisition, design and construction, legal agreements)

Melanie Sasse, Division Chief, Montgomery County Recreation (retired), (Design and Construction input, project management)

Jeff Bourne, Division Chief, Montgomery County Recreation (retired) (Design and Construction input, project management)

Rachel Silberman, Office of Management and Budget, (CIP Funding)

The Silver Spring Recreation and Aquatic Center, located in the Central Business District of Silver Spring, MD, represents a significant public-private partnership. The120,000- square - foot facility is the result of collaboration between Montgomery County Government, the Housing Opportunities Commission (HOC) of Montgomery County, and the Lee Development Group.

The facility includes a full gymnasium, fitness room, social hall, senior lounge, classrooms, meeting rooms, natatorium with Olympic size pool, leisure pool, training pool, indoor playground, and café. It is part of a mixeduse community that includes housing and more.

Project Background

Silver Spring was identified in the Montgomery County Recreation Facility Development Plan (Vision 2030) as a priority area for improved level of service. The plan envisioned larger regional-serving facilities strategically placed in more densely populated, diverse, underserved communities with access to a variety of public transportation systems. In the downtown area of Silver Spring, 18.4% of the population are over 60; 19.6% of the population are under 20; 20.8% of the population are 200% below the Federal Poverty Level, and 55% are non-white. Key drivers of this project include:

1. The project allows for a comprehensive approach to the planning and development of a largescale capital amenity through costsharing and construction efficiencies.

• Economies of effort and scale are combined, restoring existing aging infrastructure, while adding much needed community services within existing footprints using environmentally sustainable building and design methods.

• The mixed-use development combined affordable housing, senior housing, recreation, and health care services.

2. The project reaches underserved populations, increases social capital, and provides an equitable level of service to a historically marginalized community. It offers desirable features that have been identified as important to the community.

• Recreation and parks were identified by Montgomery County Residents as one of the three most important factors in making a community a great place to live, more so than job opportunities, transportation, and affordable housing. (2022 PROS PLAN: Montgomery County Parks, Recreation, and Open Space Plan.)

3. Master Plan Alignment

• The project aligned with Montgomery County Recreation’s Master Plan and the Maryland-National Capital Park and Planning Commission’s community master plan goals for mixed commercial residential uses where people can live, work, shop, and play within a community.

Funding Sources

The County could not find available land available in downtown Silver Spring to achieve master plan goals. Additionally, if the County had to acquire land in the target area, it would have needed to acquire an entire city block at a cost of approximately $20M on top of the $72M construction costs. The $72M construction costs were funded with General Obligation Bonds and Bond Substitutes (recordation tax revenues). The process for securing alternative funding for the land came in the form of a Development Agreement partnership with the Housing Opportunities Commission (HOC), followed by a lease agreement between the County Government and HOC for the space. While the County does not pay for the space, one notable function of the lease is to assign expense responsibilities between the parties and to annually determine common/shared expenses and maintenance costs. The Department of General Services oversees this process on behalf of the County.

Outcomes and Impact

So far, the facility has been a success. The community has a state-of-the-art facility that wouldn’t be feasible without the partnership to make the space available. The department and the county continue to tackle “punch list” items or issues related to construction. The greatest financial challenge to date has been the number and cost of change orders for the project and sorting out concerns over higher than anticipated utility costs. The County would not likely enter into agreements of this nature without significant overhaul and without having the ability to directly deal with the general contractor.

For other communities wishing to follow this model, the team advises, “Ensure that the department or entity, such as the city or county representing the department, has direct authority over the general contractor and can directly address issues related to what the department/County/City has paid for. Possibly enlist the help of other industry experts to review operating agreements with an outside lens.

Key Takeaways

While successful, the project was not without challenges. In hindsight, the team wished they had pushed for more regular meetings regarding agreements earlier and more frequently throughout the process. Operating agreements, which were added as addenda to the master lease, were pushed back while construction-related agreements took priority. Since how the facility operates is tied directly to how it is built, the Department wished it had pushed harder to obtain this document earlier and to insist on greater input.

Another major concern was the challenge of construction oversight. County Government typically possesses established procedures and expertise in managing public construction projects. Since the development was a HOC project, the county struggled with its ability to effectively oversee the project, leading to issues with quality, timelines, and budget adherence. The first challenge came during bid proposal reviews. At that time, the department expressed concerns over the sub-contractor selected to build the aquatics portion of the facility, identifying they didn’t meet the requirements outlined in the RFP. The Department’s concerns were dismissed as having no control or oversight of who the General Contractor subcontracted with for the aquatics portion of the build. HOC’s management of the contractor complicated efforts to ensure accountability and the lack of specific experience in managing recreation and aquatic center construction, particularly an above ground (floating) aquatic facility, resulted in issues which are still being corrected today. Joint agreements for project management need to be clearer between partners and outlined in contracts, this would allow for leveraging strengths for both the housing and the recreation components of the build and ensure proper oversight. Too much of the relationship was “understood” and not written. A change of leadership at HOC during the project would underscore lessons learned.

Finally, personnel resources for a project of this scope, size, and complexity were unknown at the time. This project required full-time attention from a high-level administrator (Division Chief) and project manager, both of whom had other significant responsibilities. Additionally, consistent department-wide committee work was needed to prepare for the scope, complexity, and magnitude of this operation.

Expanding Park Services with Land Acquisition

Columbus, OH

Funding Initiative Type:

Public/Private Partnerships

Demographics:

• Number of Residents: 900K+

• Median Household Income: $62,994

• Persons below poverty line: 18%

Funding Initiative Team: Bernita Resse, Park Director (Project management, coordination, and community communication)

Craig Murphy, Deputy Director of Capital, Conservation, and Strategy

The Columbus Parks and Recreation Department of Columbus, OH, has a vision to increase a planned park upgrade with 6 acres of adjoining land, which includes an existing building. Their capital team visited the land and after envisioning the added opportunities it afforded, immediately began thinking about funding sources to help secure the land for park expansion. This new land would join the 4 acre park directly behind the property, where a miracle field with a small multi-purpose field and playground were already on the planning agenda.

Project Background

The team knew that the purchase of the property would enable them to expand services in a population-dense area and to possibly expand therapeutic opportunities throughout the city, as the purchase would allow development of a walking trail, two additional fields, and a two-story facility with elevator and enhanced accessibility.

They currently have one therapeutic program at their Franklin Park Adventure Center, which is in the north part of town. This new facility would allow expansion into the south region, providing equitable experiences for more residents. There was definitely enough community interest to expand the program, but the team lacked both the funding and the second facility to house programming, so the new land purchase would help meet both of these goals.

Funding Sources

The project gave the team some creative outlets to consider alternative funding. There was a water basin onsite, but the surrounding 15,000 homes could experience flooding issues in heavy rains.

The Parks and Recreation Department approached the Public Utility department, an Enterprise Fund with private funding available. They made a proposal, and the Public Utility Department offered to create a retention pond with a walking trail around the area, which would solve the flooding issue, position the Utility favorably with the community, and help the Park Department reach part of their goal. The Department also worked with a private corporation to provide the balance of funds needed for land acquisition and improvement.

After describing the planned programming and the positive impact it would have on individuals with mental and physical disabilities, the corporation agreed to donate $750K over a three-year period. As a result of this work, Columbus Parks and Recreation Department completed the space design, will gain possession of the building on in the coming month, and are set to begin construction over the next year.

Outcomes/Impact & Key Takeaways

The team was so convinced of the outcome and the positive impact on the community; it extended an offer on the property even though they were still working on funding. There were developers and private individuals wanting to purchase it, which would have changed to landscape drastically from the current path of community equity. The team was diligent in assembling the data needed to secure donors and spent time crafting their proposals to appeal to each partner and donor’s mission. The design for the space is completed and construction has begun with a target open date of fall 2026. Their diligence paid off, and the Columbus community will benefit for generations from the creativity, planning, and foresight of the City’s Recreation and Park Department.

Don’t be afraid to look at internal departments for additional funding or combined partnerships on projects.

Look at external partners that have community goals to give dollars or in-kind donations. Develop the relationship for unknown partnerships!

Bernita Reese Director, City of Columbus, OH Recreation and Parks Department

Douglasville Town Green –

Creative Funding for a Vibrant Community Space

Douglasville, GA

Funding Initiative Type:

Naming Rights, others

Demographics:

• Number of Residents: 35,252

• Median Household Income: $72,753

• Persons below poverty line: 14%

Funding Initiative Team:

Douglasville Park and Recreation Department

Park Director (Oversight and project guidance.

Responsible for making presentations during community meetings and all other public events).

Assistant Director (Work with community relations department to develop marketing materials. Conduct research related to project and funding strategy).

City Leadership (Work with Chamber of Commerce to develop advocacy plan).

The City of Douglasville Parks and Recreation Department successfully utilized a combination of alternative and traditional funding strategies to bring the Douglasville Town Green project to life. This innovative approach leveraged Special Purpose Local Option Sales Tax (SPLOST) funds, revenue bonds, and private sector investment through naming rights— resulting in a transformative public space designed for community connection and long-term sustainability.

Project Background

Originally envisioned as an open green space featuring a playground, the scope of the Douglasville Town Green project expanded significantly during the planning process. Recognizing an opportunity to create a multi-functional venue that could support economic activity and cultural enrichment, city leaders opted to include an amphitheater and a concession stand. These revenue-generating features were intentionally added to support ongoing operations and help offset the debt incurred during construction.

Funding Sources

1. Special Purpose Local Option Sales Tax (SPLOST):

SPLOST is a voter-approved, one-percent sales tax used by Georgia counties to fund capital outlay projects. For Douglasville, SPLOST provided a foundational layer of funding that helped jumpstart the Town Green project without placing an additional burden on the general fund or property taxes. These funds were critical in covering initial site development and infrastructure costs.

2. Revenue Bond:

To complete the project and cover the remaining construction and development expenses, the city issued a revenue bond. Unlike general obligation bonds, revenue bonds are repaid from income generated by the project itself. By incorporating an amphitheater and concession stand into the design, the city created opportunities for event rentals, concerts, and food/beverage sales—ensuring a stream of revenue that would directly support bond repayment and long-term debt service.

3. Private Investment – Naming Rights from Greystone Power:

In a strategic public-private partnership, the city secured private funding from Greystone Power Corporation by selling the naming rights to the Town Green. This investment not only reduced the financial burden on public funds but also demonstrated strong community and corporate support for the project. The partnership with Greystone reflects a growing trend in parks and recreation funding—leveraging sponsorships to enhance public spaces.

Outcomes and Impact

The Douglasville Town Green now serves as a central gathering place for residents and visitors alike, featuring vibrant green space, a destination playground, and a state-of-the-art performance venue. More than just a park, it has become an economic driver and cultural landmark for the city. The thoughtful combination of funding sources has not only ensured the project’s financial feasibility but also created a sustainable model for future park development.

Key Takeaways

Douglasville’s strategic funding model demonstrates how parks and recreation agencies can think beyond traditional funding streams. By blending public funds, debt instruments, and private investment, municipalities can bring ambitious projects to life—while planning for long-term sustainability and community impact.

Exploring alternative funding sources has been a game-changer for our parks and recreation department. Leveraging public-private partnerships, grants, and sponsorships allows us to enhance our facilities without solely relying on taxpayer dollars. By diversifying our funding streams, we can invest in innovative projects that elevate the quality of life for our community and create sustainable, longterm value.

Chris Bass Director,

Parks and Recreation

Douglasville

Utilizing a Partnership Lens to Revive and Protect a Beloved Golf Facility

Phoenix, AZ

Funding Initiative Type: Partnerships

Demographics:

• Population: 1.7 Million

• Median Household Income: $72,092

• Persons below poverty line: 15%

Funding Initiative Team:

Mayor and City Council Members (Approved the IGA)

Parks and Recreation Board (Approval of Operational agreement and land use)

President of the Arizona Community Golf Foundation (Secured funding and Board member)

Executive Vice President, Treasurer and Chief Financial Officer for Arizona State University (Facilitated partnership and board member)

Inger Erickson, Parks and Recreation Director /Deputy City Manager (Facilitated Partnership/Board Member)

Retired Lawyer for the City of Phoenix (Reviewed documents and advised on legal matters)

Head Golf Professional (Manages contract and IGA)

Street Transportation Department (Facilitated the necessary street improvements and road name changes)

Nestled in the heart of Papago Park, surrounded by the Arizona desert’s natural beauty and framed by the stunning Papago Buttes, Papago Golf Club is a golfing haven with close proximity to the Phoenix Sky Harbor International Airport, and within easy driving distance from Phoenix, Tempe, and Scottsdale. Originally designed by William Francis (Billy) Bell, the genius behind San Diego’s famed Torrey Pines, the course offers a challenging game with unrivaled views of the iconic Arizona Papago Buttes, Camelback Mountain, and the elegant lines of the downtown Phoenix skyline.

Background

Despite its beauty and location, the Papago Golf Course was losing more than $500k annually and the enterprise was failing, requiring the city of Phoenix to use General Funds to support the Golf program. The facility was playable but had lost its lustre and was and not economically viable or sustainable. The city understood that keeping it as is would have continued to drain city resources leaving few choices: close the golf course, modify the use of a facility that has provided affordable golf since 1963, continue to be subsidized by the city’s general fund, or find a way to bring partners in to lessen the burden on the city budget.

Funding Sources

The team decided to focus on developing a public-private partnership between the Arizona Golf Community Foundation (AGCF), Arizona State University, and the City of Phoenix. This collaboration produced wins for the entire community and helped ensure access to the sport of golf for many years to come. The AGCF is a not-forprofit organization dedicated to promoting and protecting public golf in Arizona and was given course management responsibility. Additionally, funding for a new clubhouse was secured through donations made by the Lou and Evelyn Grubb Foundation.

Outcomes and Impact

The addition of the mid-century modern Lou Grubb Clubhouse, featuring the trendy Lou’s Bar & Grill, and Evie’s Pavilion for group events has given Papago a modern twist while retaining its classic charm. The clubhouse is not just for golfers but offers a beautiful place for public gatherings.

A practice facility solely for use by ASU’s Men’s and Women’s Golf teams was developed from the capital received from ASU and the ASU Foundation. Additionally, the current public-use practice facility and tee surface area was significantly increased from its current size, and new practice facility targets and putting and chipping areas were included in the plan.

Due to these partnerships, Papago has become a hub for golfing excellence. The facility has been revived and has moved from financial failure and operating in the red at the expense of taxpayers to positive prosperity and operating in the black.

Key Takeaways

While the process was a success, the fundraising team identified a few things that in hindsight, they would have done differently. Better communication with the Men’s and Women’s leagues before and during the process and allowing them to be part of the steering committee earlier would have ensured buy in on the project earlier in the planning phase. However, Inger Erickson, Deputy City Manager, stated that the partnership has been a solid one. “Listening to the need and some give and take allowed us to be successful, as well as maximizing the resources each group could bring to the partnership. Communities of any size can augment fundraising by looking for opportunities that would benefit many, and utilize a lens of partnership and cooperation vs ownership and independence to further initiatives and achieve success.”

Papago Golf Club invites golf enthusiasts to come enjoy not just the game but also the allure of its Arizona surroundings. With its rich history, modern amenities, and stunning vistas, Papago Golf Club offers a golfing experience like no other. It’s a place where players can immerse themselves in the thrill of the game while soaking in the beauty of the desert landscape, making every round at Papago a memorable experience for many years to come.

The Revival of Papago Golf through partnerships and collaboration developed a top tier golf experience as well as a resource for the future of golf and a social amenity to benefit the entire community by maximized taxpayer resources and private funding.

Inger Erickson

Deputy City Manager, City of Phoenix

Restoring Multiple Sport Surfaces through Creative Funding and Multiple Sources

Lexington, MA

Funding Initiative Type:

Multiple Demographics:

• Number of Residents: 34,221

• Median Household Income: $206,323

• Persons below poverty line: 4%

Funding Initiative Team: Recreation Committee (Advocating for the reconstruction and securing funding for the project).

Recreation and Community Programs Department (Collaborated with the Recreation Committee to plan and implement the project).

Community Preservation Committee (Appropriated funds for the project through the Community Preservation Fund).

Department of Public Works (Manages and maintains the facilities so played an important role in the decision-making process).

The Recreation and Community Programs Department of Lexington, MA, is committed to developing and sustaining recreational opportunities that can improve the quality of life of all residents of Lexington. The Town has enjoyed great success over the years in developing its recreation infrastructure, and in ensuring that the ongoing investment needed to maintain existing recreation opportunities is addressed as needed to continue the recreation opportunity excellence they have established.

Project

Background

Recently, the Department undertook a comprehensive reconstruction project for their recreation center complex, including the track and field and hard-court areas. This included reconstruction of the 6-lane track and athletic field from natural grass to synthetic turf, installation of athletic lighting, seating, and connectivity to adjacent park amenities at the Center Recreation Complex. Additionally, they improved tennis courts to include the construction of 10 post-tension concrete court surfaces for tennis, 1 asphalt practice area, and 2 asphalt basketball courts to replace the current asphalt courts. These improvements were identified as critical for several reasons and key issues:

Deterioration: The existing asphalt courts and track surfaces had deteriorated over time, leading to extensive cracking and safety concerns.

Durability: The new post-tension concrete courts and track surfaces are more durable and can withstand the conditions better, providing a longer-lasting solution.

Accessibility: The project included improvements to make the facilities more accessible to people with disabilities, ensuring inclusiveness for all users.

Safety: Upgrading the facilities helps create a safer environment for athletes and recreational users, reducing the risk of injuries.

Community Needs: The reconstruction aligns with the community’s needs for better recreational facilities, promoting physical activity and community engagement.

Funding Sources

Funding utilized for these projects included a USTA Tennis Venue Grant, a competitive grant to public facilities to support improvements; American Rescue Plan Act funds, resources provided by an economic stimulus bill to help state and local governments recover from the economic impacts of the COVID-19 pandemic, including public health and infrastructure; Community Preservation funds, which helps communities preserve open space and historic sites, create affordable housing, and develop outdoor recreational facilities; and a tax levy. The Track & Field cost totalled to $3.4M and the Hard-Court Reconstruction cost $2.5M. Recreation Enterprise Fund supported approximately $18K from the operating budget to support the additional consulting fees associated with the community engagement process leading up to the Town Meeting votes.

Outcomes and Impact

The town has seen positive impact on the community from both projects. The synthetic field has provided a more reliable playing surface. The athletic lights at the Track have provided the community with health & wellness opportunities later in the day when the track would have previously been closed due to darkness, and the lights at the tennis court shave had the same effect. Overall connectivity throughout the park has been improved with ADA pathways connecting the different amenities. New technology, through LED lights and the ability to access them remotely, has saved in utility and staff costs. The hard-court basketball courts now have 7 hoops that are all adjustable for different heights to promote use for all ages and abilities. Also, safety has been improved through the installation of two Code Blue AED Emergency Towers to provide park users access to direct emergency services.

Key Takeaways

In hindsight, the Department wished they had engaged with USTA sooner to help provide advocacy and support to common community concerns and show the overall value for the lights and turf. Neighbors at town hall meetings were concerned at how bright lights and sounds of players might affect quality of living if courts were open later, and the USTA had resources available to help counter these concerns. Additional learning included:

• Plan for additional consulting expenditures required for the public process and costs.

• Research grant opportunities as projects are introduced into the Capital Plans to potentially reduce the burden on the tax levy as well as show due diligence to decision makers during times that funding support is very competitive.

• Continue to engage with community stakeholders, in their case this would include the Commission on Disability, Abutters, leagues, and organizations who utilize the facilities to ensure they feel heard.

• Continue to utilize the Master Planning and Assessments to support the justification for improvements, and the importance to preserve the facilities and replace at end of life to maintain safety.

The Department’s approach to finding alternative funding paid off and demonstrated their devotion to their mission of providing the community with opportunities to engage in quality, inclusive and accessible programs and services.

Utilizing a Unique Grant to Bring a Park to Life in a Deserving Community

Chattanooga, TN

Funding Initiative Type: Sponsorships, Partnerships

Demographics:

• Number of Residents: 188,288

• Median Household Income: $57,703

• Persons below poverty line: 17%

Funding Initiative Team: Park Planner (Communicate with community to ensure needs were being met; work with consultant on Park Design)

Grants Coordinator (Coordinated application and timing of funds)

Department Administrator (Coordinate with Administrator of DPW on intersection of needs between Park users and Stormwater management)

National Recreation and Park Association (Grant Administrator)

The small, diverse Oak Grove neighborhood in SE Chattanooga, TN, has an even mix of Black, Latino, and white community members of all ages, and a lack of access to a park. To address the need, an empty asphalt lot with a history of flooding due to stormwater runoff was transformed into Lynnbrook Park, providing much needed recreation to the neighborhood. Additionally, the Works Project Administration-era drainage ditch was restored into a natural meandering stream with rain gardens and natural, native plantings, enhancing the overall watershed, minimizing localized flooding and improving water quality for area residents. The park also features natural and native plantings, rain gardens, new play equipment and spaces to gather.

Project Background

The location took shape when the Chattanooga Public Lands office and The Trust for Public Land (TPL) applied for and obtained a National Endowment for the Arts grant. They used the funds to put together a series of public engagement events to determine what type of park to build in the area. The goal was not only to build a park, but also to build a community where people felt connected with nature. The Chattanooga team listened to community members and used their input when considering what sort of amenities would be used and beloved the most.

Residents shared their thoughts during community events that created open, in-person opportunities to provide input.

Funding Sources

While much of the funding was provided by Stormwater Engineering to daylight a stream and create a buffer to better serve the community by reducing or eliminating flooding after rain events, there was no capital funding for the space to serve as the park that the community envisioned and deserved. Without outside funding and donations, the space would have remained simply a green infrastructure site. The Chattanooga Parks team commented “While searching for funding, we’re generally throwing an entire pot of spaghetti at the wall, seeing what sticks. Sometimes, it’s easier to begin with local foundation grants to get through the design project to get it far enough along to get engineering estimates to apply for larger grants.”

Enter the NRPA Parks Build Community Program. Over several years, NRPA, the National Recreation and Parks Association, chose a community near the site of its annual convention to build legacy through park improvements. Lynnbrook Park stands as one of many impactful Parks Build Community projects across the nation. NRPA selected the site to increase equitable park access for community members and improve the ecological health of the area. The program, utilizing a public-private partnership between NRPA and participating organizations, helps address the millions of people nationwide that don’t have access to high-quality parks and recreation. Approximately 3,000 people now live within a 10-minute walk of Lynnbrook Park. Like-minded organizations generously donated time and equipment to the project to make it a reality.

Outcomes and Impact

Today, Lynnbrook Park brings people of all ages together. It features a play area, picnic and seating areas, a walking path, a pollinator garden, native planting, a restored stream with natural filtration, and permeable surfaces to help mitigate flooding. Interpretive signage details the effort made to improve the ecosystem with stream restoration, and how clean water supports both nature and the community. It is a testament to what can happen when community leaders and members put their heads together to design and build a space that not only brings joy, but promotes ecological health as well.

Key Takeaways

The Chattanooga Parks and Outdoors team commented, “We did have to do some value engineering from the original plan, such as eliminating restrooms. However, the park is successful because it is well-used (and loved) by the community surrounding it. The biggest problem that we have faced is public reaction to the stream buffer plantings, and questions about the safety of kids playing in the stream. We have learned that we should have a plan and funding for more public outreach, educating them on the aesthetics and environmental impacts of the green infrastructure at all stages of development, construction, and opening of the park.”

Lynnbrook Park is a great addition to the city because it revitalizes a previously underutilized space, provides a vital community gathering place, and enhances the local environment with features like a restored stream and pollinator garden. It’s a space designed to foster community belonging and well-being.

We learned that it was smart to have a solid plan ready before seeking funding, but important to remain flexible enough to alter the plan, based on actual funding/donations received.

Morgan McCormick Chattanooga Parks

Using Alternative Funding to Overcome Setbacks and Complete Project Goals

Funding Initiative Type:

In-Kind Donation

Demographics:

• Number of Residents: 8,004

• Per Capita Income: $31,936

• Median Household Income: $66,183

• Persons below poverty line: 13.6%

Funding Initiative Team:

City Manager (Oversight and project guidance)

Assistant City Manager (Administrative and logistical support)

Steven Gill, Parks Manager (Project management, vendor coordination, and community communication)

Parks Board Members (Guidance on design choices and community representation)

Joshua, TX, is a city of just over 8000 people, located south of Ft. Worth. It’s considered a great place to live due to its peaceful, family-friendly atmosphere, strong sense of community, and convenient location near larger cities. Residents appreciate the quiet, safe environment, well-maintained parks, and access to both rural tranquility and urban amenities.

As with many small communities, they often need to find creative ways to finance new initiatives. One of the primary initiatives for the Joshua Parks Board was to create a high-quality inclusive park for people of all ages and abilities. They began by refreshing the park’s amenities, including resurfacing courts, enhancing the splash pad, and expanding shaded seating areas, which were funded through a bond and matching park board funds. Unfortunately, the original contractor failed to meet municipal standards, leading to poor-quality installations, safety hazards, and project delays. These challenges required removing the equipment and starting again, which depleted part of the budget earmarked for additional park improvements.

Project Background

As a result of the unforeseen issues, when the Board identified a need to update its main park’s play features due to heavy use, outdated equipment, and safety concerns, they needed to explore alternative funding sources to achieve their vision for a safe, inclusive, modern playground. Despite the setbacks with the initial contractor, the board aimed to provide a compliant, accessible, and appealing space for community engagement and play.

Funding Sources

They discovered a matching fund grant from a playground manufacturer to enable the project’s completion. The grant, which functioned as a type of in-kind donation, was selected as a target for its alignment with city goals, for inclusivity and safety. The timing of the grant and simple application process further appealed to the Park Board. Additionally, the manufacturer offered a National Demonstration Site program, which afforded design concepts that aligned with evidence-based practice, and ultimately provided the Park Board with data outcomes reporting to help demonstrate the spaces positive effect on overall community vitality.

Outcomes and Impact

Securing the grant involved collaboration across departments, detailed planning, and communication with supplier representatives to ensure compliance with grant criteria. Challenges included navigating the short grant deadline and ensuring project adjustments and our community requirements aligned with funding requirements. These experiences highlighted the importance of a multidisciplinary team and proactive planning. The grant funding enabled the City to design a play area that exceeded basic accessibility standards by incorporating inclusive play elements suitable for users of all ages, abilities, and backgrounds. The project now offers enhanced accessibility, structured shading, and multi-age features, positioning the City of Joshua’s Park as a National Demonstration Site and creating a destination for people within and around the Joshua area.

Key Takeaways

The team pointed out the importance of conducting more thorough vetting of contractors with municipal project experience and implement more stringent contract terms to mitigate delays and installation issues that can lead to funding depletion and missed deadlines and goals.

On the positive side, the department discovered the benefits of continued collaborative, multi-departmental project planning and community-driven decision-making, to help ensure future park features are safe, high-quality, and community-aligned. Their advice to other communities seeking funding include:

• Form a cross-functional team early in the planning phase to ensure all critical aspects of a project are addressed. Each team member can contribute valuable expertise that benefits the whole.

• Carefully review contractors’ qualifications and prior

Through collaboration, persistence, and support from the playground company offering the grant, we’ve turned initial setbacks into an opportunity to create a safe, inclusive, and engaging play environment for the City of Joshua’s community—a place where everyone can connect and play.

Steven Gill Parks Manager

experience with similar projects to ensure setbacks and cost overruns can be avoided.

• Always align project objectives with funding requirements to improve chances of securing grants. Grant makers can easily spot “form applications” that are hastily assembled and sent to multiple grantors. It’s beneficial to understand what each grantor’s mission and values are so you can align your projects goals and desired outcomes to that criteria.

Glossary of Terms

Accelerator: A program that helps agencies or projects with early-stage funding, mentorship, and resources to rapidly scale or develop in a short period, typically lasting 3-6 months.

Adopt-A-Programs: Help fill funding gaps and staff/volunteer capacity (not replacement of staff). by bringing in businesses, community groups, and volunteers. Great way to engage the business community and citizens. Passionate volunteers and staff can be great resources for connecting with donors.

Alternative Funding: Aside from governmental grants, alternative funding for parks and recreation refers to the use of non-tax-supported funding to supplement and/or leverage the organization’s current funding that supports park and recreation facilities, projects, services, and programs.

Annual Fund: A yearly fundraising campaign that supports the ongoing operational expenses of a park or recreation program.

Applied Research Funding: Funding allocated for research aimed at solving practical problems, often resulting in new products, services, or processes.

Assets: Resources or items owned by an organization, which could be used to secure loans or funding.

Asset Inventory: Determines the agency’s assets that may be available for alternative funding by conducting an inventory of the following: asset’s location, type of asset, estimated life of the asset, estimated cost to replace, and estimated annual cost of maintenance.

Benefactor: An individual or organization that provides significant financial support to a park or recreation project.

Capital Campaign: A targeted fundraising effort to raise a significant amount of money for a specific project, such as building a new park facility or renovating existing structures.

Case for Support: Utilized to organize and communicate the need for an alternative funding request. May include: Agency’s mission statement, purpose, the community need/priority, funding amount, benefits to community and benefactor, call to action.

Cash Flow: The amount of cash or liquid assets that flow in and out of an organization, which impacts its ability to meet financial obligations.

CDBG (Community Development Block Grant): A federal grant program in the U.S. designed to support economic development, housing, and community improvement projects.

Community Engagement: The process of involving community members in the planning, fundraising, and decisionmaking for parks and recreation projects.

Corporate Sponsorship: Financial support provided by a business in exchange for recognition or promotional opportunities within a park or recreation program.

Cost Recovery: A process of determining program and service categories for implementing fees for services to recover none, some, or all of the costs associated with providing those programs and services.

Crowdfunding: A method of raising small amounts of money from a large number of people, typically via online platforms (e.g., Kickstarter, GoFundMe).

Donor-Advised Fund (DAF): A philanthropic vehicle that allows donors to make charitable contributions and recommend grants from the fund to nonprofit organizations over time.

Donor Recognition: Methods used to acknowledge and thank donors, such as plaques, naming rights, or special events.

Endowment: A fund established by donations, where the principal is invested and only the income generated from investments is spent, often used for long-term financial stability for a park or recreation project or program.

Escrow Account: A third-party account that holds funds until certain conditions or milestones are met before the funds are disbursed.

Fees and Charges: Fees individuals, groups, or organizations pay to use parks and recreational facilities or participate in programs and activities offered by parks and recreation departments. These fees help cover the costs of maintaining and operating facilities, providing services, and funding programs. Examples may include fees for: facility use, programs and activities, memberships and passes, special events, rentals, permits and licenses, concessions, and vendors.

Fiscal Sponsor: A nonprofit organization that provides administrative support and oversight to a project or initiative, allowing it to receive grants and donations without needing independent nonprofit status.

Funder: An individual, organization, or entity that provides financial support for a project or initiative.

Fundraising Event: An event designed to raise money for parks and recreation, such as a gala, auction, or fun run.

Grant: Financial support that does not need to be repaid, provided by a government agency, foundation, or other organization for a specific project or purpose.

Impact Investing: Investing with the goal of generating social or environmental impact alongside financial returns.

Indemnity: A provision in a contract or funding agreement that protects one party from financial loss or legal liabilities arising from specific circumstances.

In-Kind Donation: Non-monetary contributions, such as goods, services, or volunteer time, provided to support a park or recreation project.

Joint Venture (JV): A partnership between two or more entities to undertake a specific project or business activity, typically sharing resources and risks.

Land Donation and Fee in Lieu: Giving land, while fee in lieu means paying money instead of land.

Major Gift: A substantial donation, often made by an individual, that significantly impacts the fundraising efforts for a park or recreation program.

Matching Gift (or Matching Grant): A donation made by a company or individual that matches the contributions of other donors, often used to encourage additional giving.

Membership Program: A fundraising strategy that offers benefits to donors in exchange for an annual membership fee, supporting parks and recreation programs.

Memorial: An item, object or monument established to preserve the memory of a deceased person(s) or an event that occurred in the past.

Monetary Commitment: A pledge or promise to donate a certain amount of money, often tied to a specific project or funding goal.

Naming Rights: Refer to the opportunity for individuals, businesses, or organizations to sponsor and have their name associated with a park, facility, or specific feature within a park. Examples include, naming a sports complex, community center, or playground for a written agreement for a period of time between the donor and agency.

Nonprofit Organization: An entity created for a social, charitable, or educational purpose that does not distribute profits to members or shareholders. Nonprofits often rely on donations, grants, and sponsorships.

Operating Grant: A type of funding that is used to support the ongoing administrative and operational costs of an organization, as opposed to funding for a specific project.

Park Amenity: Typical park elements that contribute to the traditional use of park land. Items include benches, play structures, picnic tables/shelters, sport facilities, trails, small plaques, etc.

Parks and Recreation Foundation: A Parks and Recreation Foundation is a nonprofit organization that supports parks and recreational programs, facilities, and initiatives within a community. These foundations typically work to enhance public parks and recreational spaces by raising funds, promoting public awareness, and fostering community engagement.

Parks and Recreation Friends Group: A volunteer-based organization that supports local parks and recreational facilities through various activities, initiatives, and advocacy efforts. These groups are typically composed of community members who are passionate about enhancing and preserving public parks and recreational spaces.

Philanthropy: The practice of donating money, resources, or time to support causes that aim to improve societal well-being.

Planned Giving: A method of supporting parks and recreation through bequests, trusts, or other financial arrangements made in advance of a donor’s passing.

Public Art: Works of art acquired through the Public Art Program.

Public-Private Partnership: A collaborative agreement between a government entity and a private organization to fund and manage a park or recreation project.

Restricted Funds: Funds given for a specific purpose, project, or initiative, with the condition that they be used only for those purposes.

Revenue Streams: Different sources of income an organization has, such as donations, government grants, program fees, or product sales.

Soft Funding Financial support that does not require repayment or equity in return, often coming from grants or donations.

Sponsorship: A form of funding where a company or individual provides financial support for an event, project, or organization in exchange for visibility, branding, or other promotional opportunities.

Sponsorship Levels: Different tiers of financial support offered by potential sponsors, often with varying recognition and benefits associated with each level.

Stewardship: The ongoing process of managing and cultivating relationships with donors to ensure their continued support.

Subsidy: A financial aid or grant provided by the government or other organizations to reduce costs for a specific group or initiative.

Sustainability: The ability of a project or organization to maintain its operations and funding over the long term without constant reliance on external support.

Tributes: Intended to honor a loved one, pet, celebrate a special day, or promote a business with a financial gift to fund the purchase, installation, and maintenance of park and recreation amenities, such as benches, trees, shelters, and swings. A commemorative plaque engraved to the donor’s specifications is displayed with each tribute item for an agreed period of time between the donor and the agency.

Resources & References

Resources

This section contains additional resources, articles, and guides that may be helpful in the research and implementation of alternative funding. These documents can be accessed by scanning the QR code at the end of this guide.

Sponsorships:

• NRPA Sponsorship Article

• Tactical Guide to Securing Sponsorships in Parks and Recreation

• City of Columbus, OH Sponsorship Options Example

• Sponsorship Fundraising Solicitation Policy - City of Chattanooga

• Sponsorship Letter Example

• Sponsorship Policy - City of Phoenix

Naming Rights:

• Caravel Marketing Guide

• NRPA Quick Guide to Event Naming

• Naming Application for Parks - City of Columbus

• Naming Guidelines for Parks - City of Columbus

• Naming Policy for Parks - City of Phoenix

• Naming Rights - Sample Policy Example

Partnerships:

• NRPA Public-Private Partnership Models

• NRPA More Public-Private Partnership Models

• Making the Most of Public-Private Partnerships

• Partnership Letter of Agreement Template - Montgomery County, MD

• Partnership vs Rental Guidelines - Montgomery County, MD

• City of Phoenix Intergovernmental Agreement - Papago Golf Course

Tributes:

• Glendale Parks and Recreation, AZ Parks Dedicate a Bench/Tree Program and sample forms

• Five Rivers MetroParks Tribute Program

In Kind Donations:

• City of Phoenix Volunteer and In kind donations guidelines and sample form

• Independent Sector Value of Volunteer Time Report

• City of Chattanooga DPO-SOP Gifts Acceptance

• City of Columbus Tree Donation Guidelines

• City of Phoenix Donations Policy

Endowments:

• Five Rivers MetroParks Endowment Article

• Thrivent Endowment Guide

Special Maintenance Funds:

• NRPA Blog – From Creation to Care: The Need for Ongoing and Additional Funding to Operate and Maintain Parks

Foundations & Conservancies:

• National Association of Park Foundations online course: Annual Fundraising for Park Foundations, Friends Groups, and Conservancies

• NRPA Guide - Park and Recreation Agency-Foundation Relationships:Partnering for the Future

• Columbus OH Parks Foundation

• Five Rivers MetroParks Foundation Ways to Donate

• NRPA Show Me the Money Presentations Handout

• Five Rivers MetroParks Philanthropy Plan

Friends Groups:

• Fairfax County Friends Group

• Tennessee State Parks Friends Group

• NRPA Park Advocate Handbook

• MOU Agreement Example Land Donation and Fee in Lieu of Land Donation:

• NRPA Fundraising Guide

• City of Columbus, OH Parkland Dedication and Fees in Lieu of Parkland Donation

• The Role of Developer Extractions in the Creation of New City Parks, Trust for Public Land

• Public Dedication of lands and fees in lieu of for Parks

• PA Parkland Dedication and Fee-In-Lieu Ordinance

• Can a Nonprofit exist under another nonprofit?

Other Fees and Charges:

• Positioning User Fees as a Funding Mechanism

Additional Supporting Documents

The gracious panelists who participated in our Funding Roundtable have provided additional documents and forms to assist other agencies in the planning and execution of their own alternative funding processes. These policies and documents are current as per the date of their publication. Readers are encouraged to always check with your own State, City, County and Local governmental regulations before replicating any work as differences in policy may require amendment. All resources can be accessed by scanning the QR code.

Organizations

City Park Alliance: www.cityparksalliance.org

National Association of Park Foundation: www.the-napf.org

NRPA: www.nrpa.org

PlayCore: www.playcore.com/funding Trust for Public Land: www.tpl.org

References

¹https://www.funraise.org/giving-report

² https://globalitresearch.com/whitepaper/2024-nonprofit_technology-trends-report/

³ https://www.nrpa.org/uploadedfiles/americas_backyard/park-advocate-handbook-100711.pdf

⁴ The significance of parks to physical activity and public health Bedimo-Rung, Ariane L. et al.

American Journal of Preventive Medicine, Volume 28, Issue 2, 159 - 168