Alternative Funding Guide

Alternative Funding: Creative Processes to Broaden Funding Streams

Alternative Funding

Alternative Funding

Table of Contents

© PlayCore 2025 All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publisher, except as permitted by U.S. copyright law.

PlayCore develops and disseminates high-quality research and publications, and we are unwavering in our commitment to accessibility and the right of all people to learn and participate. For special accommodations or an alternate format of this publication, please submit your request to core@playcore.com 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

Introduction

4

Our Roundtable Panel of Experts

6

The Ongoing Challenge of Funding

8

Why Alternative Funding?

9

Where Do I Start & How Do I “Sell It”?

10

Pain Points in Finding Alternative Funding

13

General Processes & Considerations

15

Specific Alternative Funding Sources & Processess 17 Sponsorships 18 Naming Rights 22 Partnerships 29 Tributes 33 In-Kind Donations 35 Endowments 38 Special Maintenance Funds 42 Foundations and Conservancies 45 Friends Groups 51 Land Donation and In Lieu of Fees 56 Fees and Charges 61 Case Studies

66

Glossary of Terms

94

References & Resources

98

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.

At the end of this guidebook you will find a library of additional resources, articles, and guides that may be helpful in the research and implementation of alternative funding. Use the QR code to access these resources.

4

Alternative Funding

Introduction

Alternative Funding

5

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

Parks, recreation, and outdoor spaces are essential components to maintain and enhance the quality of life in communities.

rental; and you can diversify your revenue streams by bringing in other resources, including grants, in-kind contributions,

Parks and recreation improve communities across the seven indicators of Community Vitality® including social and

private funds and other non-traditional funding sources. There’s no one-size-fits-all model for park and recreation

emotional health, equity, and education. Yet despite all the benefits parks and recreation has to offer, agencies are often

fundraising because every community is different.

challenged by funding shortages, finding appropriate funding resources, and ensuring parks and recreation thrive and align

Kellie May

with growing populations and community needs.

Chief Partnerships Officer, NRPA 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

practitioners participated in a think tank panel of park and recreation experts to share insights and help educate

leaves park and recreation agencies in a critical situation that often depends on

professionals and public service agents on the benefits, challenges, and processes for securing alternative funding.

creative financing and alternative funding. However, finding the time, resources,

They have also generously provided a variety of case studies, practical examples, forms, and other helpful info for each

and knowledge to procure alternative funding can be daunting, as recently

fundraising type. Check the back of this resource for more information.

demonstrated in a funding webinar conducted by PlayCore’s Center for Outreach, Research, and Education (CORE).

This funding can play an important role in supporting healthy lifestyles in

Alternative Funding Contributors

The Community Vitality Framework

communities across the country. One of the concerns often expressed by park

We extend a special thank you to our partners and friends at the National Recreation and Park Association (NRPA) and

describes the seven indicators of a vital

and recreation agencies is the availability of sufficient financial resources for

the National Association of Park Foundations for their contributions to this resource. The National Recreation and Park

community. For more information, see

operational and capital expenses. Given this concern, agencies have had to become

Association (NRPA), the leading nonprofit organization dedicated to the advancement of public parks, recreation and

playcore.com/research/community-

more creative in finding alternative funding sources to sustain the delivery of

conservation, draws national focus to the far-reaching impact of park and recreation successes generated at the local

vitality

services and facilities for an increasingly growing constituency.

level, and you will find references and links to just a few of their many resources throughout this book. We are also thankful

ALTERNATIVE FUNDING 101 - POLLING QUESTION 3 (130 RESPONSES)

for their partnership for the supplementary webinar on Alternative Funding, check education.playcore.com.

To help define building blocks to sucess in alternative funding and

For parks and recreation departments struggling with budget cuts and funding uncertainty, the National Association

determine the contents of this

of Park Foundations (NAPF) can offer a clear path forward—supporting the formation of aligned, mission-driven

resource, funding webinar audiences

foundations with the tools and training to succeed and bringing both technical expertise and a genuine passion for

were polled to prioritize the areas of

empowering communities to build vibrant, sustainable park systems.

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 oppor tunities. These Lack of alternative funding resources (non-tax supported funding) Lack of time to explore and/or use other sources of funding to support capital projects None - my organization has enough funding for capital projects Not enough funding to maintain capital projects, once completed Not enough tax-supported (general fund, bonds, levy) funding

Total Responses 25 48 2 24 31 130

% of Total Responses 19% 37% 2% 18% 24% 100%

6

Alternative Funding

7

Alternative Funding

Our Roundtable Panel of Experts We are pleased to recognize the following panel members and thank them, each of whom contributed

Melissa Termine Battite, CPRP

greatly to the process, and without whose help this publication could not be possible.

Director of Recreation and Community Programs Town of Lexington, MA

Rebecca Benna

Funding Advances Include: Combining funding sources including grants, tax levies, and

Funding Expert

Community Preservation funds to upgrade a Recreation Complex. 2024 USTA Tennis

Recognized leader in Parks & Recreation, serving most recently as the Chief Executive

Venue Services Facility Award, 2023 Financial Sustainability Certification Program.

Officer of Five Rivers MetroParks in Dayton, OH. During her tenure, the agency earned

Mission Statement: To provide the community opportunities to engage in quality, inclusive

national accreditation for its commitment to providing the highest level of service. With

and accessible programs and services.

more than 40 years of knowledge in alternative funding, Becky served as the roundtable leader, and was a catalyst in elevating this publication.

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

Chris Bass

Funding Advances Include: Utilizing the departments data team and funding committee to

Director of Park and Recreation

seek creative funding that allowed expansion of the city’s therapeutic recreation program.

City of Douglasville, GA

Mission Statement: Connecting the people of our community through the power of nature,

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

wellness and creativity.

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.

Steven Gill Parks and Recreation Manager

Inger Erickson

City of Joshua, TX

City Manager

Funding Advances include: Sourcing funding from new suppliers to renovate/rejuvenate a

City of Phoenix, AZ

project that had unexpected issues.

Funding Advances Include: Developing partnerships with non-profits, academic

Mission Statement: Providing quality service through through the use of modern practice

institutions and professional sports teams to improve programs and facilities while

with a team dedicated to professional excellence and customer satisfaction.

saving taxpayer funds.

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

Morgan McCormick Director of Parks Stewardship & Maintenance

Adriane Clutter

City of Chattanooga, TN

Acting Director

Funding Advances include: The Parks and Outdoors plan with plans to fix 19 existing

Montgomery County Recreation, MD

parks, build 11 new parks, and 16 miles of new greenways.

Funding Advances Include: Promoting the use of public private partnerships to

Mission Statement: For everyone to have access to a well-loved, well-used and well-cared

combine use of public amenities and create mixed use space.

for system of parks, recreation and outdoor spaces that fosters community belonging, well-

Mission Statement: To provide high quality, diverse, and accessible programs, services

being and enhances their unique and breathtaking natural setting.

and facilities that enhance the quality of life for all ages, cultures and abilities.

8

Alternative Funding

Alternative Funding

9

The Ongoing Challenge of Funding

Why Alternative Funding?

To set the stage for alternative funding resources, we must first examine a basic question: If park and recreation

Alternative funding, defined here as sources beyond government funding, can bring several benefits that services

funding is so important, why can it be so difficult to access? Our poll indicated that over 75% of capital projects

park and recreation agencies provide to their communities. Here are some key advantages:

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

Increased Diversity of Financial Resources: With ongoing budget constraints due to limited government

that very little of their funding comes from alternative funding sources. There are many reasons, including a lack of

funding, alternative funding sources, such as private donations, sponsorships, and crowdfunding can help boost

time, complexity of the alternative funding processes, knowledge of resources at the local level, a lack of available

available resources. They can also help reduce financial dependence on the tax-supported or current budget,

information to point communities in the right direction, and more. Even if an agency can navigate the process for

making park and recreation funding more resilient to potential cuts in public funding.

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

Enhanced Park Amenities and Infrastructure: With additional funding, agencies can upgrade parks

feel like it’s out of reach for the communities they are meant to serve.

and facilities, and/or build infrastructure, promote equity, and improve community vitality. It can also help ensure maintenance and preservation of assets.

Aside from seeking grants, we discovered creative park and recreation agencies that

Innovative Programming and Events: In addition to infrastructure improvement, alternative funding can enrich the

serve communities of all sizes are discovering

community’s heritage, inclusion, and tourism through innovative programming for youth, adults, cultural focus and more.

alternative funds to support initiatives and infrastructure needed to build parks and

Private/Public Partnerships: Private businesses may sponsor, partner, or contribute to improvements in

improve community health. In other words,

exchange for branding opportunities, and help build relationships and awareness between the public and private sector.

rather than seeking to cut already lean budgets, these agencies are rallying around new funding

Collaboration with Nonprofits: Nonprofit organizations can fundraise and apply for grants that may be

streams or mobilizing partnerships and

unavailable to government entities. By partnering with these organizations, park and recreation agencies can

revenue generators in creative ways.

access additional financial support and expertise and leverage shared resources.

Community Engagement and Ownership: Crowdfunding and community-driven fundraising efforts can This guide shares insights from our panel of

foster a sense of ownership and relationship between the community and the park and recreation agency.

experienced funding experts and features case studies that focus on their individual journeys

Volunteer Support: Alternative funding can include in-kind donations, such as volunteer support. When people

to seek, secure, and spend alternative funding,

contribute their time and expertise, it can expand capacity and reduce the need for paid additional staff, and allow

in order to help other agencies build their

agencies to direct funds to other essential needs.

communities through parks and recreation.

When polled, our panel stated the percentage

Environmental Sustainability: Funding can be used for sustainable practices, conservation systems, or

of general funds that go toward capital projects

recycling programs, making parks and facilities greener and sustainable.

in their experience is less than 10%.

Improved Public Perception and Tourism: Well-funded parks and facilities with unique amenities, events, They offered a wealth of options they’ve used to make up the difference, including a parks preservation fund, bonds,

and programming can attract more visitors and boost tourism contributions.

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.

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.

10

Alternative Funding

11

Alternative Funding

Our panel of experienced park and recreation professionals offered a unified and personal look into their best

Create a plan: Based on the assessment of needs, assets, and available alternatives,

practices to lay the groundwork for securing and sustaining a variety of alternative funding sources. The following

the team should develop a clear strategy for pursuing alternative funding sources.

preparatory steps can help organize an agency’s priorities, motivate the team’s approach, and ensure broad

This includes defining specific projects, estimating costs, and setting goals. Are you

community support:

replacing, repairing, or filling a service gap? What alternative funding sources are

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.

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.

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

Prioritize agency needs to community priorities: Identify the greatest areas of need. This is where an

to get the team comfortable with the need for change and the approach to utilizing

asset inventory comes into play, it can visually identify where the greatest needs are and help align the community

alternative funding.

behind data-driven decisions.

Consider your community culture: The culture of a community significantly Stay aligned with your agency’s plan: This should confirm the areas of greatest need and help coalesce

Morgan McCormick

shapes debate and action. Local culture also presents unique options for the community

the community, staff, and elected leaders to rally behind tough and creative financial choices in an era of high-

Director of Parks

based on the economic climate and other development. Local understanding and

stakes decisions about public and social infrastructure.

Stewardship & Maintenance,

interpretation of a community’s history reflect past events that feed into, and are

City of Chattanooga, TN

partially driven by the demands, sentiments, and interests of those in the present. This

Deliver improvements where most needed: Ensure you have infrastructure assets, and their current

makes it crucial for park and recreation practitioners to consider the importance of

condition, mapped across the service area to understand where funding is needed most to provide equitable

culture in efforts to improve local well-being. By paying attention to, and incorporating

services. This also serves as a great tool to demonstrate to the community why projects are being funded.

unique cultural values, traditions, and related factors, more efficient and effective development efforts can be achieved.

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

Be creative: One panelist shared how the loss of fees and charges during COVID-19 prompted the team to review •

Location of asset

every service area and which would stay open, or which would not. The team supported the decision to utilize fees

•

Type of asset

to support wages of those operations affected by reductions in service. Now that they have bounced back, they have

•

Current Condition

learned to regularly review and evaluate what makes sense and what should continue/be discontinued.

•

Estimated cost to replace/maintain

•

Priority rating

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

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

Adriane Clutter Acting Director, Montgomery County Recreation, MD

advocacy, and even spark new sources for funding.

12

One panelist shared a story about

Alternative Funding

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

starting small and the learning that can occur. A park had a Native

Be sure to have a mechanism in the financial system to hold and utilize

American Historical Mound that

alternative funds, aside from just the general fund. Ideally, alternative funding

was funded and maintained by

for capital improvements should also include funding for ongoing maintenance

the park and recreation agency,

and replacement of the new asset, which is often overlooked.

but the mound was owned by

Alternative Funding

13

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

the state historical society. Due

Be patient: It won’t happen overnight. Sometimes a few steps backward

to the severe pitch of the land,

are the norm and part of the learning process. Jumping ahead too quickly can

challenges utilizing mechanical

backfire, so proceed with intention and clarity.

equipment and limited funding, the

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

agency researched alternatives

Evaluate and adjust: As projects are completed, it’s important to continually

that could resolve the challenges.

assess their impact and determine what worked and what can be improved.

As a result, the agency rented two

This helps refine future efforts and improve the agency’s ability to secure future

External Influence: When parks and recreation agencies rely on private donors, corporate sponsors, or large

llamas from a local farmer to eat

alternative funding.

philanthropic foundations, there is a risk (perceived or real) of losing some control over decision-making. Sponsors

the overgrown vegetation, which

only what can be managed well is important for success.

or donors may want their interests or branding reflected in park and recreation projects, which can sometimes

was achieved in about a month.

Celebrate successes: Celebrate and share the successes of utilizing

conflict with public priorities or the agency’s mission. In the case of multiple donors, there can be a lack of

During the time the llamas were

alternative funding. This can help leverage future support from the agency’s

cohesion between the gifts (such as amenities) received. Have a plan in place for a process to accept donations,

present, many school age children

staff, leadership, and community, as well as spark interest from other potential

and understand that at times, it may be beneficial to say no or look for alternative locations if an amenity is gifted

visited and consequently, learned

community partners and businesses.

that isn’t right for the surrounding community. Be sure any donation or alternative funding source:

the mound. The Historical Society

Build relationships with donors through data storytelling: Parks

•

Aligns to the agency’s mission

didn’t love the solution in relation

face high demand for services and strong competition for funding. That’s why

•

Is relevant to project goals

to the significance of the site and

it is important to:

•

Is relevant to community goals

•

Provides financial leverage

Cultivate relationships with existing donors, sharing updates, milestones,

•

Pros outweigh cons

and success stories.

•

Is financially sustainable

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

•

Follow processes

about the historical significance of

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

Outcome metrics are a powerful tool for demonstrating accountability and

Commercialization Risks: Corporate sponsorships and partnerships can sometimes result in mission creep

solution.

transparency about your financial and program results.

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.

14

Alternative Funding

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

Alternative Funding

15

General Processes and Considerations

improvements rather than long-term sustainability. Be sure to identify and allocate/include maintenance and

When pursuing alternative funding for parks and recreation or similar community-driven projects, following a

replacement funds as part of any funding plan.

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

Credibility with the Community: If a project is publicized, gains overwhelming community support, then

challenges of each funding type to help make informed decisions. While these are documented under each type,

doesn’t come to fruition, it can lead to a loss of credibility for the agency. Ensure that projects are completed. Keep

below are some common recommended steps and considerations to help guide the pursuit of alternative funding,

all stakeholders apprised of challenges, delays, and pitfalls to ensure expectations are realistic and achievable.

no matter the source.

Economic Fluctuations: Economic downturns or shifts in priorities can also impact alternative funding efforts.

Key Steps to Securing Alternative Funding

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.

1. Intentionality and Planning:

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.

•

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.

Focusing on Improvements Equitably: Projects that are inaccessible to members of the community,

•

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

especially in the case of fee-based programs, can be perceived as inequitable. Have a plan and processes in place

•

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

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.

• •

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:

Work/volunteer programs: Some offer the opportunity for residents to work or volunteer for the park in

•

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

exchange for access without paying the fees.

•

Conduct regular staff meetings to create buy-in, measure progress, discuss issues, and establish

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

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.

16

Alternative Funding

4. Training and Skills Development: •

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

Specific Alternative Funding Sources and Processes

storytelling.

• •

Conduct regular staff meetings to create buy-in, measure progress, discuss issues, and establish

The following sections focus on evaluating, developing, and implementing alternative funding strategies for

action plans for alternative funding initiatives.

agencies, including a description of each alternative funding option, easy to use planning checklists, benefits

Use these meetings to develop the next generation of agency leaders that are competent with a

and challenges to consider, and at the end of this resource, examples of templates, such as policies, procedures,

variety of funding practices.

•

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

agreements and case studies.

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

Sponsorships

Endowments

Naming Rights

Special Maintenance Funds

Partnerships

Foundations and Conservancies

Tributes

Friends Groups

In-Kind Donations

Land Donation and In Lieu of Fees

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.

Fees and Charges

18

Alternative Funding

Sponsorships

Alternative Funding

19

Sponsorship Planning Checklist

A sponsorship is a mutually beneficial

Kilbourne Run Sports Park in Columbus, OH, is part of the Community

partnership between a sponsor, typically

Sports Park project, which makes significant investments in sports

a company or individual, and a recipient

facilities across the city. The additional park and facilities investments

organization, such as an agency, sports team

that make up the project will provide Columbus residents access to a

or event. The sponsor provides financial

variety of recreational opportunities.

suppor t or resources in exchange for promotional opportunities. This collaboration

Located at 4625 Westerville Road, Kilbourne Run Sports Park stretches

helps both parties achieve their respective

over 62 acres, which includes 35 acres dedicated to soccer fields.

goals, whether it’s increasing brand visibility

Currently, the park provides 16 fields of various sizes, gravel parking

for the sponsor and/or funding for the agency.

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

The key to this type of alternative funding is

become one of Columbus’ busiest soccer facilities. In 2022, the City

for the park to identify what kind of assets

determined Kilbourne Run Sports Park deserved significant investment

can be leveraged to attract sponsors, and how

to improve the community’s access to prime soccer facilities.

to utilize marketing to highlight the sponsor so they recognize a return on the investment.

In July 2022, Columbus’ Mayor announced an exciting renovation

Your sponsors will likely want to be aligned to

investment to establish Kilbourne Run as one of the premier sports

your parks with the highest traffic, so if you

parks in central Ohio and a distinguished regional park to the 81,000+

have multiple parks in your system, consider

residents living within a 10-minute drive from the park. When evaluating

ways to utilize them in ways that can benefit

the sponsorship opportunities for the Kilbourne Run Sports Park, the

smaller parks. Ultimately, a meaningful

City of Columbus, OH, created a framework that allowed them to identify

partnership engages corporate partners in

new opportunities, benchmark a sponsorship program, and explore

a way that doesn’t feel simply transactional,

the overall return on investment (ROI). Based on that information, they

but provides tangible, measurable benefits.

have developed sponsorship tiers, design elements, location plans, and

By providing data on these benefits, it also

messaging to attract sponsors and donors.

becomes more likely the sponsor will be

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.

interested in renewing the sponsorship at

As part of the planning process, the agency identified potential areas

•

Provide detailed information about the sponsorship opportunities and packages available.

the end of its term.

for permanent sponsor mentions like the park name, stadium building,

•

Make it easy for them to take action.

and field, as well as permanent shared options for donor walls and walks. To round out the strategy, digital and temporary sponsorship

Engage with Potential Sponsors:

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.

•

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.

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Negotiate and Finalize Agreements:

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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.

•

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.

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 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:

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:

•

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:

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

•

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

•

Explore opportunities for long-term partnerships and future sponsorships.

Sponsor Benefits

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.

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:

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.

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.

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

Tailored Opportunities: Sponsorships can be customized to match the needs of both the park and recreation

evaluation methods.

agency and the sponsor, creating potential for easy wins on both sides.

Short-Term Focus: Some sponsorships may focus on short-term gains rather than long-term strategic benefits.

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.

This can result in a lack of sustained impact and limited lasting value.

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Short-Term Focus: Some sponsorships may focus on short-term gains rather than long-term strategic benefits.

The beauty of naming is the ability to adjust to different levels. You can cater to a long list of prospects when you

This can result in a lack of sustained impact and limited lasting value.

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

Dependence on Third Parties: The success of sponsorships is often dependent on the performance and

you gain prominence through association, but you can also leverage high profile brand sponsorships as a selling

management of third parties, such as event organizers or sponsored athletes, which can introduce uncertainties.

feature to attract other sponsors.

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.

Resource Brief -NRPA Quick Guide to Event Naming

Audience Misalignment: There is a risk that the event or cause being sponsored may not fully align with

NRPA Quick Guides are designed for park and recreation professionals looking to make tangible,

the park and recreation agency or the sponsor’s target audience, leading to lower effectiveness and engagement.

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

Naming Rights

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

“Naming Rights” refer to the financial transaction or agreement where an individual, organization, or corporation

expressions, terms, or phrases that could be interpreted as excluding or marginalizing certain groups of

purchases the right to name a park, recreation facility, specific infrastructure, or program. It’s a way for parks and

people based on characteristics, such as gender, race, ethnicity, sexual orientation, disability, religion,

recreation agencies to secure funding and support for their facilities and programs. In exchange, the entity that

or other factors. Learn more and link to the Guide in the Naming Rights section of the Resources &

purchases the naming rights gets visibility and recognition associated with the named park, trail, facility, or program.

References listing at the end of this guidebook.

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

Having a thoughtful, consistent naming policy promotes community identity, avoids controversy, and reflects shared

the wordmark such as “The ABC Brand Wellness Expo.” This would be an exclusive sponsorship in most cases.

values. Some agencies may choose to have an overall “blanket” policy that applies to all naming options within

Presenting rights are similar, but the company name doesn’t appear in the actual wordmark so would appear

the system, others create unique policies for each type of asset. As an example, the City of Phoenix, AZ Parks and

within the title, but not part of the name, for example, “Westend Park Farmers Market Presented by ABC Brand.”

Recreation Policies include the following specific language for naming both new and existing trails.

This may or not be exclusive.

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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

Alternative Funding

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Naming Rights Planning Checklist Asset Mapping and Identification:

‘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

•

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

used wherever practicable.

•

Trail names may be a derivative of an adjoining, existing trail name (such as Mormon Loop which connects the National & Javelina

Policy Development:

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.

•

Criteria for Naming:

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

•

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.

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.

•

Approval Process:

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.

•

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

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.

•

•

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

•

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

•

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

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

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.

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

Recognition and Signage:

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.

•

•

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.

There are expenses associated with changing a trail name. Map printing costs are obvious, but new stickers for trail posts and new

•

Determine promotional activities such as press releases, etc.

trailhead maps must be printed and placed.

•

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

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.

•

•

Use of Funds:

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.

•

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.

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Monitoring and Evaluation:

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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.

•

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.

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

Financial Assessment and Pricing:

Increased Exposure: The organization that buys the naming rights gets visibility in front of a broad audience, Valuing naming rights for a park and recreation amenity or facility involves several key factors. Consider the

which can be leveraged in compelling stories and public connections.

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

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.

attendance and frequent use are more valuable.

Brand Loyalty: The association between a name and a venue or event can create positive association and

Type and Size: Consider the type and size of the park amenity or facility. Larger and more

loyalty for both the sponsor and the agency benefiting from the naming rights.

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.

• •

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

agreements typically have higher value.

Media Exposure: Press coverage, social media buzz, and other forms of media attention often accompany the

Economic Conditions: Consider the current economic conditions and their impact on sponsorship

announcement of a new naming rights deal, creating an initial burst of attention and excitement.

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

•

providing ongoing advertising benefits over many years.

Duration of Naming Rights: Determine the duration of the naming rights agreement. Longer-term

budgets. Adjust pricing accordingly.

•

Ongoing Advertising: A company gets continuous exposure every time the named venue or event is used,

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

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

Legal and Financial Considerations: While naming rights can offer significant benefits, the challenges involved—ranging from alignment issues, financial •

Verify compliance with local, state, and federal regulations.

•

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

Naming Rights Benefits

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,

Naming rights can offer significant benefits to both the agency and the buying company/organization. It can be a

especially in regions with strict advertising laws or social stigma around such industries.

mutually beneficial arrangement that leverages the power of branding and association for long-term gains. Some additional benefits include:

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.

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Emotional Attachments: Community members may have strong emotional connections and selling naming

Partnerships

rights can be viewed negatively by those who prefer the old name or no name at all.

Partnerships don’t have to be

Binding Contracts: If a written agreement is not in place, it can cause different perspectives and misunderstandings

complex to be effective. Five

Parks partnerships are successfully combining the assets of both public and

and can become difficult to exit or renegotiate the deal. Ensure there is a detailed written agreement.

Rivers MetroParks in Dayton,

private sectors in novel ways to create new and refurbished parks, greenways,

OH shared a shining example

trails, and other community assets in our cities. With the renewed interest and

Financial Instability: If the sponsor faces financial difficulties or goes out of business during the term of

of this with their Holiday Lights

support for parks, and their importance in elevating Community Vitality, the

the naming rights agreement, the agency offering the rights may need to find a new sponsor quickly or rebrand.

Recycling Program. Considering

groundwork has been laid in attracting partners to mutually beneficial park

the number of holiday string lights

projects.

Unpredictable Return on Investment (ROI): The value that a naming rights deal brings may not always

that end up in a landfill each year,

meet the expected ROI for either party due to changing audience behaviors or reduced interest in the venue or event.

this program has a marked effect

Two types of partnerships are addressed in this section, public-public partnerships

on the environment, and raises

and public-private partnerships. Though the parties may differ, the benefits and

Complex Negotiations: Naming rights deals can be complex and involve detailed legal contracts. Both parties

funds for parks and environmental

challenges are similar. Let’s define each of these partnerships:

need to carefully outline terms, such as the length of the deal, rights and responsibilities. If either party wants to

awareness across the local

end the contract early, negotiating the termination or exit strategy can be complex and costly if not handled well

community.

on the front end.

Public-Public Partnerships

The program is a partnership with

Too Much Branding: Over branding through multiple naming rights can result in a cluttered or over-commercialized

Cohen Recycling. The recycler

Public-public partnerships for parks and recreation involve collaboration between

park and/or facility environment. The design and promotion of brands through signage should also be managed

placed collection bins at 10

different public sector agencies to enhance, program, and/or maintain public

with aesthetic appeal in mind.

MetroParks locations where the

spaces. They can help each other leverage their collective strengths to deliver

public can drop off string lights

better services and achieve their objectives more effectively. These types of

Rebranding Challenges: If the naming rights purchaser changes or leaves mid-contract, the venue may need

to be recycled. To ensure ease of

partnerships can take various forms, such as the following:

to rebrand, which can be expensive and could confuse loyal fans or audience.

drop off and that bins are located equitably throughout Montgomery

Resource Sharing: Public agencies pool their resources, such as funding,

County, MetroParks added drop-

personnel, and equipment, to achieve economies of scale and improve efficiency

off bins to additional parks in the

in areas, such as park maintenance and improvements.

community. Bins were open for collection from 8 a.m. to 8 p.m.

Joint Projects: Public agencies collaborate on specific projects, such as

daily during the collection period.

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.

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Public-Private Partnerships

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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

Public-private partnerships for parks and recreation involve collaboration between government entities and private

partners that may have non-competing and/or similar brands to ensure continued strong and transparent

organizations to enhance, program, and/or maintain public spaces. These partnerships can take various forms.

working relationship.

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.

•

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

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

items such as number of impressions, attendance, community feedback, etc.

•

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

Partnership Benefits

amenities to serve community needs and enhance the value of nearby properties. This model is common in golf developments and floodplain areas.

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:

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

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 Discuss and Define Partnership and its Framework:

not be possible without leveraging various resources, such as partners.

Ensure the Fit of the Partnership: Before any formal agreement is reached, determine the timeline and

Sustainable Development: Provide collaborative efforts focused on community sustainability, and ensuring

nature of the partnership and each party’s role, responsibilities and legal obligations, such as:

projects are socially responsible and environmentally responsible.

•

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

Capacity Building: Shared initiatives advance projects more efficiently and effectively, without causing undue

partnership.

stress to either partner.

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

•

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

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.

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 Development, NRPA

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Partnership Challenges

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The Tree Committee of the Town of Lexington, MA,

Tributes

was established to promote the preservation and Addressing potential partnership challenges requires careful planning, clear communication, and a strong commitment

protection of both public shade trees and certain trees

to collaboration for both public and private partners. When managed effectively, partnerships can be a powerful tool

on private property, to assist in the regulation, removal

Tributes are a popular way to honor people and pets, celebrate

for achieving shared goals and delivering high-quality services and infrastructure to the community. As with any

and replacement of trees in certain circumstances,

a special day, or promote a business. Private entities or people

funding opportunity, there are potential challenges that should be discussed. While not all are avoidable, discussing

to promote the planting and protecting of trees

provide a financial gift to fund the purchase, installation,

risks in challenges in advance may help mitigate them before they occur including the following:

throughout the Town and to develop rules, regulations,

and maintenance of park and recreation amenities, such as

tree inventory, manuals, and other data.

benches, trees, shelters, and swings.

One program under the Committee’s oversight is the

According to the Global Trends in Giving Report, 33% of donors

Lexington Commemorative Tree Program. Designed

worldwide give tribute gifts. The top five occasions for tribute

to provide guidelines to those who wish to plant a

giving are memorials, birthdays, holidays, weddings, and a

tree memorial, the committee helps donors choose

new baby. However, according to the most recent Nonprofit

a tree and select a desirable site from a list of

Technology Trends Report, only 34% of non profit entities

options. They even provide prompts to help the donor

utilize tributes in their fundraising efforts.

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.

think through tree choices, for instance, what were the person’s hobbies, and is there a tree that can

Types of recognition may include a commemorative

Public Scrutiny/Opposition: Some members of the public may oppose Public/Private Partnerships, fearing

represent them? What sort of color would the person

plaque engraved to the agency and donor specifications, a

privatization or loss of control over public assets.

appreciate? What was their favorite spot, and can a

plaque located near a tree, a tribute engraved directly onto

tree be planted in that spot to mark the area? A one-

infrastructure, or other options. Tributes are a relatively

time donation covers the cost of the tree, its planting,

simple way to raise funds, providing guidelines are in place

lifelong care, and an entry in the Town’s Cary Memorial

to help interested parties understand the rules and options

Long-term Commitment: Partnership agreements often require long-term commitments, which may not align

Library with space for a summary of the person’s

for tributes such as costs, approved locations, maintenance,

with each partner’s business and funding goals.

accomplishments, photos, joys, and memories.

and length of time a tribute will be displayed.

Communication and Coordination: Maintaining effective communication and coordination between partners

This program is a well thought out asset to the Town

is essential but requires careful attention and can be challenging.

of Lexington and a wonderful way to help loved ones

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

celebrate the life of a treasured family member or

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

friend.

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.

Tributes Planning Checklist Policy and Procedures: •

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

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Asset Mapping:

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35

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.)

•

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.

Challenges of Tribute

Donor Agreement: It’s important to note that there can be several challenges associated with tributes, and given the sensitive nature of •

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.

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

•

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).

Unclear Guidelines: Failing to define how long the asset will be named as a tribute for the loved-one and

•

If there is a memorial/or recognition tribute plaque, include the process for disposing of the plaque,

whether it’s renewable may cause misunderstandings with the donor.

or in a facility can lead to an overabundance of tributes within proximity of each other.

such as providing it to the donor once the tribute expires (or have a memorial area where expired tributes are displayed).

Benefits of Tribute

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 Tributes can help agencies add, replace, and care for needed amenities while helping community members honor

and installing the tribute asset, the type of recognition mechanism, and the maintenance and replacement of the

an important person, pet, or initiative.

tribute asset should be included in the donor agreement.

Providing a Funding Resource that Benefits the Agency and Community: Once asset mapping,

Lack of Non-Profit Organization: Don’t launch the tribute program before ensuring there is an approved

policy and procedures, and promotional information is developed, tribute programs are relatively easier to implement

process to accept and utilize tribute funds (such as establishment of a fund and/or use of a nonprofit to hold and

than other alternative funding options.

record amounts of donations to each item.) Ensure there is a process for providing tax deduction acknowledgement for a tribute donation.

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

In-Kind Donations

amenities, such as trees, trails, benches, and swings.

An in-kind donation is a non-monetary gift of goods (i.e. equipment, landscaping, land, other infrastructure) and

Awareness and Community Support: Tribute programs can bring additional awareness for needed funding

services (i.e. volunteer labor, donated time, expertise or intellectual property) to a governmental agency, nonprofit,

that otherwise is not available. Investing in funding amenities by the community can create a sense of ownership

or charity. In-kind donations can be of great benefit to an agency, provided there are guidelines in place to identify

and greater appreciation of the park and/or facility.

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 in-

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.

kind) can help steer potential donors to what the agency needs most.

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Alternative Funding

In-Kind Donations Planning Checklist

Alternative Funding

37

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

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).

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.

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.

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.

Detail Specific Needs: •

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

Maintenance:

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.

•

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

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:

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

Misalignment with Needs: Donated items might not match the actual needs of the recipients. For example,

want to be involved and supportive.

non-native or invasive plants/trees, or infrastructure that doesn’t match the design and/or style of the location or other agency requirements.

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.

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.

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.

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Alternative Funding

Alternative Funding

39

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

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:

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

•

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:

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.

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.

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Alternative Funding

41

Develop a Fundraising Plan:

Endowment Planning Checklist The Five Rivers MetroParks Foundation

Define the Purpose:

Alternative Funding

•

Create a comprehensive fundraising plan that outlines strategies for soliciting donations. Identify potential donors, including individuals, businesses, and foundations.

established a Land Conservation Endowment Fund to support its conservation mission and

•

Clearly articulate the purpose of the endowment fund and how it will support the agency and community.

•

Determine whether the fund will support general operations, specific programs, maintenance, or capital projects.

Engage Stakeholders: •

Involve key stakeholders, including board members, staff, and community leaders in the planning process.

•

Educate them about the benefits and importance of the endowment fund.

Establish Governance Structure:

protect the region’s natural heritage. Donations to the new endowment fund also helps MetroParks maintain the nearly 16,000 acres

Set up a governance structure to oversee the endowment fund, including a committee or board responsible for its management. There are a few typical routes: •

•

other natural areas.

The Five Rivers MetroParks (FRMP) Foundation

•

a 62.4-acre property located near Frederick

to maintain open space. The land’s previous

Partnered with a Community Foundation: Ideal

those funds to establish the Land Conservation Endowment Fund. The fund will help protect

Develop a marketing and communication plan to promote the endowment fund to potential donors.

Use various channels, such as the organization’s website, newsletters, and social media, to share information about the fund.

Recognize and Thank Donors: •

Implement strategies to recognize and thank donors who contribute to the endowment fund. Consider creating a donor recognition program or naming opportunities.

Monitor and Report:

the natural heritage of the area. Those who wish to continue the legacy can donate to the fund to help maintain existing habitats, and natural areas. Donations to the new fund also go toward a permanent endowment, accruing

Legal and Regulatory Compliance:

•

to river corridors and establish buffer areas

the Foundation, which was then able to use

Define roles and responsibilities for managing the fund.

Marketing and Communication:

protection goals: protect natural areas adjacent

acquire properties that protect and connect •

Develop investment policies that outline how the endowment funds will be managed, invested, and spent. Ensure the policies align with the organization’s financial goals and risk tolerance.

MetroPark, the property met two land

municipal government.

through fundraising and fund management.

•

Pike and Needmore Road. With its proximity

value and donated the balance of the value to

nonprofit created solely to support Parks & Rec

Create Investment Policies:

MetroParks made a strategic acquisition of

by the Parks & Recreation Department or

Independent 501(c)(3) Foundation: A separate

Determine the annual income needed to support the intended purposes.

was able to create the fund after Five Rivers

owners sold the property for below market

house investment expertise.

Establish clear financial goals for the endowment fund, including the target amount to be raised.

properties that protect and connect parks and

Municipally Held Endowment: Managed directly

for smaller departments or those lacking in-

•

the agency protects and strategically acquire

to the Stillwater River and Wegerzyn Gardens •

Set Financial Goals:

•

Regularly monitor the performance of the endowment fund and provide transparent reports to stakeholders.

•

Adjust strategies as needed to ensure the fund’s long-term success.

Endowment Benefits

interest and growing over time.

Endowment funds can provide a reliable and steady source of income that can help support and/or stabilize the

•

Ensure compliance with all legal and regulatory requirements for establishing and managing an endowment fund. Consult with legal and financial advisors to navigate any complexities.

A benefit of the endowment fund is it allows

agency’s finances, especially during economic downturns or periods of budget cuts.

donors to know exactly where their money is going and they feel like they have a direct

Long-Term Planning: With a steady income stream, agencies can plan and implement long-term projects and

impact on preservation for generations to

improvements without relying solely on annual budgets or short-term funding sources.

come.

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Alternative Funding

Maintenance and Upkeep: The income from endowment funds can be used for the ongoing maintenance

43

Alternative Funding

Funding sources for specialized maintenance funds may include:

and upkeep of parks and facilities, ensuring they remain in good condition for public use.

•

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

Program Support: Endowment funds can support various recreational programs, educational initiatives, and

•

community events, enhancing the overall quality of services provided to the community.

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.

•

Attracting Additional Donations: An endowment fund can attract more donors, as it demonstrates the

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.

agency’s commitment to financial sustainability and long-term impact.

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

Endowment Challenges

of ongoing operations.

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:

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.

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.

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

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

of sales tax for every $10 of purchases to improve and renovate existing parks, and to expand and improve the city’s desert

least five years.

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;

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

40 percent is dedicated to land acquisition and development of the city’s desert preserves including trails, trailheads and signage.

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

Special Maintenance Funds Planning Checklist Ensure legal adherence:

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,

•

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.

without relying solely on the general operating budget.

Identify where the Maintenance fund will be established: 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.

•

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.

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Alternative Funding

Identify the Areas Needing Maintenance:

Alternative Funding

45

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

•

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.

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

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:

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

•

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.

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).

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

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

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.

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

Long-Term Planning: Once established, a special maintenance fund allows for better long-term planning and

Agency-Foundation Relationships: Partnering for the Future, (see Resource section) park and recreation foundations

sustainability of park and recreation facilities and equipment.

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.

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Alternative Funding

The choice between forming a foundation or a conservancy depends on the agency’s specific goals, mission, and

Alternative Funding

47

Foundations and Conservancies Planning Checklist

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

Research and Planning to Create a Basic Framework and Support:

spaces or natural areas, a conservancy may be the right path.

Foundations

•

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,

Foundations are nonprofit organizations dedicated to supporting and enhancing public parks and recreational facilities.

and specific goals and objectives of the proposed non-profit organization. Ensure they align with the

Park and recreation-related foundations aim to promote environmental conservation, community engagement, and

agency’s and community’s values and priorities.

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

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

conservation and restoration challenges. They can focus on the long-term preservation and enhancement of parks

responsibilities, and board operational procedures. Select individuals representative of the community

and natural areas, and often manage specific parks or natural areas, ensuring their sustainability.

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.

As the official nonprofit partner of Montgomery Parks, the Montgomery Parks Foundation is committed to

•

documents.

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

• •

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.

innovative programming has placed increased pressure on the parks system.

•

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

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

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.

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

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

•

Ensure Community Engagement and Outreach: Develop a communication plan to inform and

this, it relies on its network of supporters who share its passion for the incredible natural beauty of our

educate the community about the new nonprofit, why it has been established, its mission, and how

landscapes, the endless recreational opportunities and the robust educational programming offered throughout

community members and businesses can financially support the nonprofit’s efforts.

the park system.

Meet State and Federal Legal Formation Guidelines: 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

•

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

in 2020, and the Foundation is focused on improvements to the site to make it even more enjoyable for the

•

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

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

•

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

park improvements and address park inequity at an accelerated pace.

•

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.

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Alternative Funding

•

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:

Alternative Funding

49

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:

•

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

•

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

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

Purpose and Priorities: The group’s alignment/priorities can change, and the non-profit organization’s may

strategies and financial activities. Conduct awareness and fundraising activities to engage the

not align with the agency.

community and area businesses.

•

Develop an annual report: Complete an annual report to highlight the year’s achievements, impact

Funding and Financial Stability: Dependence on fundraising, grants, and donations for financial support.

and benefits to the community, and financial successes. Share the report with the board, community

Not diversifying the funding base can cause over-reliance on a single source.

members, current and prospective donors.

•

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

Coordination with Public Agencies: Review and resolve conflicts or overlapping responsibilities with public

•

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

entities to ensure effective collaboration with government agencies and other stakeholders.

•

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

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, Foundations and Conservancies raise funds to support park and recreation facilities, operations and programs; and

accountability, and ethical management practices.

improvements and protection of park land and natural areas, often through donations, grants, and sponsorships.

Community Engagement: Build and maintain strong relationships with the community, maintaining interest Long-Term Sustainability: Provide stable, long-term funding and management for park and recreation,

and public engagement.

conservation, and open space areas, and ensure continuous conservation and maintenance efforts.

Liability and Risk Management: Manage any potential legal and financial risks associated with related Expertise and Resources: Access to specialized knowledge in environmental conservation, fundraising, and

activities. Maintain and ensure proper insurance coverage and safety protocols for the non-profit organization

management. Access and leverage private funding, grants, and donations otherwise not available to government agencies.

and board.

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.

50

Alternative Funding

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Alternative Funding

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

Resource Brief - Park Foundations

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

When asked why they don’t have a Park Foundation, many agencies cite the lack of time, resources,

to celebrate the park through events that develop appreciation for open spaces, or to gather support for

community size, or a concern with foundations having misaligned priorities. However, Park Foundations

the park in a variety of ways. Over time, park friends groups can become important allies for their parks.

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

In its Park Advocate Handbook , the National Recreation and Park Association, (NRPA) shares a variety

on donor preferences rather than the park’s long-term needs.

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.

Today, modern park foundations tend to:

be overwhelming. Our affordable membership model

•

Be deeply embedded in the park system, often with

and hands-on consulting provide a low-barrier entry

board members, staff, or leadership who work for

point for communities ready to take control of their

the parks department.

funding future. At $450 a year, park foundations can

Align closely with agency priorities through MOUs

access unlimited consulting and a suite of advanced

(memoranda of understanding) or formal operating

services and courses. This kind of support can be

Chattanooga, TN, has a unique “Friends”

and resources to help ensure the health of

agreements.

transformative for agencies with big visions and limited

support structure which include the

the park system. The program also provides

Support capital projects, equity-focused

resources.” NAPF Chairperson Debbie Trueblood, MSW,

Friends of Outdoor Chattanooga, a 501c(3)

an opportunity to educate park visitors and

programming, ecological restoration, or even

FASAE, IOM, CAE added “NAPF doesn’t just support

incorporated in 2007 which supports City

citizens on the importance of stewardship

operations — going far beyond just raising funds.

existing foundations—our sweet spot is helping to build

of Chattanooga’s Outdoor Chattanooga

of Chattanooga’s parks. Park stewardship is

Operate with a business framework, including

them from the ground up. The NAPF team specializes

Department in its mission to make outdoor

key to guaranteeing that our parks, gardens,

strategic planning, marketing, development, and

in helping agencies who don’t know where to start,

recreation an attractive, healthy, and

trails, and greenways will remain safe and

evaluation.

offering step-by-step guidance to launch a park

distinguishing lifestyle for Chattanooga’s

clean and be enjoyed for years to come.

foundation and begin fundraising effectively.”

residents and visitor population.

•

•

•

Volunteers have a variety of activity types

While this may sound daunting, it doesn’t have to be.

In the 18 months prior to this writing, NAPF has helped

The National Association of Park Foundations (NAPF)

to launch 40 successful new Park Foundations, by

The Friends of Outdoor Chattanooga

they can choose, from light maintenance

can play a critical role in helping communities establish

focusing on critical components like mission alignment,

leverage funding and work to support

activities to leading volunteer days to

and grow park foundations, particularly in underserved

strategic planning, board development, financial

specific programs and activities that engage

participating in park projects through

or startup environments. Their expertise in board

literacy and more, addressing a critical gap that has

Chattanoogans and help maintain and

scheduled event days. The agency also

development, strategic planning, and fundraising

historically caused many foundations to struggle or

enhance the value of the region’s resources

rolled out an Adopt-A-Park option for groups

makes them a valuable resource for sustainable park

fail. As communities face increased financial pressure,

while growing its economy.

and individuals who want to make a greater

support. Kevin D. Korenthal, CAE, NAPF’s Executive

the ability to create local, community-supported park

Director says times have changed and park agencies

foundations is not just helpful—it’s essential. Check out

Chattanooga Parks and Outdoor Department

Adopt-A-Park initiative promotes a more

are taking the lead on forming foundations. He also

the Resources section at the end of this publication for

also supports a robust Chattanooga Park

consistent approach to park care and allows

stated that “launching a foundation doesn’t have to

more info on the NAPF.

Stewards Volunteer Program whose mission

for deeper stewardship engagement as a

is to significantly improve the environmental

recurring effort. Volunteers act as a type of

and aesthetic quality of parks, gardens, and

“friends group” to a specific park, channeling

greenways by organizing and promoting

their resources and time to that space. They

volunteerism and stewardship. Volunteers

also recruit additional volunteers to assist

are a valuable asset to the Parks and

with needs that arise in the maintenance and

Outdoor Department - providing time, talent,

support of the chosen park.

commitment to park stewardship. The

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Alternative Funding

Friends Groups Planning Checklist • •

Alternative Funding

53

Legal and Financial Compliance:

Research and Benchmark: Study other successful Friends Groups and their best practices and

•

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

understand the specific needs and challenges of the community.

•

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

Recruitment and Membership: Recruit founding members by identifying and inviting individuals

•

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

passionate about parks and recreation. Hold initial meetings to discuss the purpose and benefits of

•

Conduct Regular Board Meetings: Hold meetings to review progress and make decisions and

a Friends Group.

update the annual plan.

•

Organizational Structure and Operations:

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.

•

Planning and Development: Identify purpose and goals, define the group’s mission and objectives,

•

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

and outline short-term and long-term goals.

•

Establish Structure: Develop an organizational structure (e.g., board of directors, committees,

Communication and Evaluation:

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

social media).

membership, meetings, and decision-making.

•

Keep the Friends Group members informed and engaged.

Obtain Legal Status: Determine if the Friends Group can partner with an existing 501(c) (3) organization,

•

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

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

impact.

•

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.

•

Develop communication strategies and establish regular communication channels (e.g., newsletters,

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.

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.

54

Alternative Funding

Alternative Funding

Resource Brief:

Benefits of Friends Groups

NRPA’s Park Advocate Handbook

within the community.

55

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

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.

There is no denying the power that passionate local people can

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

Support and Awareness: They can promote park and recreation activities, raising awareness through their

have in helping advocate, contribute, and fundraise for park

issues.

community networks that extend beyond the park and recreation agency’s networks.

initiatives that improve communities. Friends Groups are one such model that helps drive action and a feeling of community

Part III: Developing Effective Communication and Outreach

ownership through the creation of a park “friends group.”

offers suggested mechanisms to build awareness of your

Challenges of Friends Groups

issues and the credibility of your organization. Becoming NRPA’s Park Advocate Handbook is a great resource to

aware of the variety of communication tools available and how

Volunteer Recruitment and Retention: A key challenge for many organizations is attracting volunteers,

help parks and people communicate and make a difference

to get the most impact out of them will have you well on your

managing volunteer burnout, and ensuring long-term commitment, in addition to maintaining consistent participation

through the creation of Friends Groups. Each section covers

way to engaging the public.

and engagement from volunteers and managing varying levels of commitment and reliability.

Part IV: Event Planning Toolbox gives you the tools you need

Resource Allocation: It may be challenging to secure funding and resources to support group activities and

to create successful events in your park. When people have

balance financial constraints and priorities.

an important aspect of creating, managing, and promoting the activities of your group.

Part I: Planning and Organization offers suggested first steps

a good time in the park because you’ve drawn them in with a

when forming a park support group including structure and

good event, they’ll feel better about the park and be more likely

Training and Management: Provide on-going training and supervision for Friends Group volunteers to ensure

by-laws, becoming a tax exempt not-for-profit, and fundraising.

to respect it and support it in the future.

they have the necessary skills and knowledge. If expectations, roles and responsibilities are not clear, interpersonal

Information is designed to help you evaluate what kind of support group you want to be and make getting started easier.

conflicts can occur among members, staff and community.

Part V: How to Make Your Park Safer offers suggested tips on how to mobilize your community if safety concerns are

Communication and Coordination: Utilize effective and regular communication within the group, community,

Part II: How to Develop Leaders and Build Allies focuses on

an issue in your park. The little things that make a park seem

external partners, and agency staff to coordinate activities and events efficiently and ensure the group and agency

developing leadership skills within your group and how to go

uncared for and dangerous—graffiti, trash, broken glass,

priorities align with each other.

about building important relationships.

people drinking, misbehaving, or playing very loud music—can be turned around with a strong park support group. See the

The success of your group largely depends on how well your

Resources section to learn more and get the resource.

56

Alternative Funding

Liability and Risk Management: Take steps to mitigate risks associated with volunteer activities and ensure

Alternative Funding

57

Ensure Legal and Financial Considerations:

proper liability coverage and safety protocols.

•

Balancing Volunteer and Paid Staff: Define the roles and responsibilities of volunteers versus paid staff to avoid potential conflicts or overlap between volunteers and employees.

property.

•

Verify the donor’s ownership and ensure there are no legal disputes or encumbrances.

•

Assess the financial implications, including acquisition and future maintenance costs for the agency,

Measuring Impact: Periodically evaluate the effectiveness of programs and activities that demonstrate the group’s impact with stakeholders and the community.

Land Donation and In Lieu of Fees These funding mechanisms both result in land acquisition, but through different means. Due to similar goals, we

Check with legal counsel and/or agency leadership to determine the process for accepting donated

and potential revenue and tax benefits for the donor.

•

Draft a donation agreement outlining the terms and conditions of the donation.

Engage with the Community: •

As needed, gather input and support for the proposed donation.

•

Evaluate the potential impact on the local community, including accessibility and benefits to residents.

have included them in one chapter, but addressed each individually to provide more detailed information aligned to each mechanism. They are defined as:

Land Donation

Plan and Develop: •

Develop a site plan for the land, including proposed uses, facilities, and infrastructure.

•

Identify funding sources for development and ongoing maintenance.

This refers to the act of donating a piece of land to a government agency or other public/non-profit organization.

The donor gives up ownership and rights to the land, and it is typically used for public or community purposes,

Conduct Approval Process:

like parks, schools, or conservation.

Fee in Lieu of Land Donation Instead of donating land, a developer or landowner pays a fee to the government or organization. This fee is used

•

Obtain necessary approvals from relevant government bodies and stakeholders.

•

Ensure compliance with local, state, and federal regulations.

Establish Stewardship and Management:

to acquire or improve land for public use, such as a new park or trail. It’s an alternative when donating actual land isn’t feasible or desirable.

Land Donations Checklist Assess the Land:

•

Create a management plan for the land, including maintenance schedules and responsibilities.

•

Monitor and evaluate the land’s use and condition regularly.

Benefits of Land Donation Prevention of Undesirable Development: Donating land may help offset negative benefits like undesirable development.

•

Evaluate the land’s environmental condition, including any potential contamination or hazards.

•

Determine the land’s suitability for recreational use and its alignment with the agency’s goals and plans.

Savings for Agency and Donor:

•

Conduct a survey to identify boundaries, easements, and any existing structures.

It provides land for parks and open space that local government doesn’t have to purchase, while offering the donor a tax benefit.

58

Alternative Funding

Land Preservation: Donated land may

Alternative Funding

59

Deed Restrictions: Donors may impose restrictions on the land use, limiting flexibility on how it is developed.

help preserve environmentally sensitive

Many municipalities experience high rates of development

areas or wildlife habitats, offering long-term

that reduce the amount of open space previously enjoyed by

protection that might not be achievable

communities, the very same spaces that attract people to

through commercial development.

move to these new developments. One way to manage this

Fee in Lieu of Land Donation Checklist

is by putting policies in place to require the establishment

Access to Open Space and Parks:

of new parkland as part of each new development. The City

Provides park land for people in areas that

of Columbus, Ohio, is one such community. They created a

don’t have one, offering health, recreation,

requirement for public parkland/open space dedication as

relaxation, and environmental benefits.

part of their Zoning Code to assure that public parkland and

Challenges of Land Donation

Legal Framework: •

Ensure the policy complies with agency, local, state, and federal regulations in a legal document outlining the fee in lieu of land donation requirements.

open space is adequate and that development interests are treated equitably in rezoning. The city’s goal is to provide

Needs Assessment:

5.5 acres of appropriate public parkland/open space for

Unsuitable Land: The donated land may not

every 1,000 residents.

•

Determine alignment with the agency’s goals and plans. Identify how the funding will be prioritized and allocated.

be in ideal condition for park development. It could require significant remediation or clearing

Upon the submission of an application for rezoning of land

to make it suitable for public use, which might

in excess of one acre, the recreation and parks commission

incur unexpected costs.

or its designee and the applicant shall determine whether a

•

Conduct a comprehensive needs assessment to determine the demand for parks and recreational facilities.

•

Identify areas where land dedication may not be practical and where fees would be more beneficial.

land or monetary donation shall be required.

Fee Calculation:

Location Not Zoned for Recreational Use: If the land isn’t zoned for recreational use,

If a land donation is required, then land to be dedicated for

it may need to go through a rezoning process,

public parkland/open space is identified on a preliminary

which could take time and involve public hearings

survey or site plan and deeded to the city at the time of

or legal challenges.

final zoning clearance approval or plat approval by the

•

Develop a formula for calculating the fee based on factors such as land value, development size, and projected population growth.

•

Ensure the fee is fair and reasonable, reflecting the cost of acquiring and developing parkland.

department.

Use of Fees:

Limited Access to Location: The location of the donated land might be inconvenient for

If the proposed land dedication is not acceptable due

the community or not accessible by public

to size, configuration, location, or other characteristics

transportation. This could limit the park’s usage

to the recreation and parks commission, its designee or

and reduce its overall impact.

city council, then a monetary contribution shall be made.

•

recreation purposes.

•

These payments are used to purchase or develop public

Unbudgeted Costs and Unclear Responsibilities: Once the land is donated

parkland/open space within the service area of a one-mile

and developed into a park, there are ongoing

development shall occur in the designated planning area

maintenance costs and responsibilities.

as shown on the community planning areas map. Under a

radius when possible. If not possible, then purchase or

By implementing these policies, Columbus is helping to ensure that access to equitably located parks is part of daily life for the people who live there.

Create a plan for how the fees will be allocated, prioritizing projects that address the most pressing needs.

Transparency and Accountability: •

second alternative, payments may be used for the purchase of shares in a community park land bank.

Establish a dedicated fund for the collected fees to ensure they are used exclusively for parks and

Maintain transparency in the collection and use of fees by providing regular reports to the public and stakeholders.

•

Implement a system for tracking the use of fees and evaluating the impact of funded projects.

60

Alternative Funding

Community Engagement:

61

Alternative Funding

Fees and Charges

•

Engage with the community to gather input and support for the fee in lieu of land donation policy.

•

Ensure the policy aligns with the community’s needs and preferences.

Monitoring and Evaluation:

Fees and charges are a great way to create funds using assets Park and recreation fees and charges can help

the agency already owns. Picnic facilities, pavilions, amenities

support or cover the financial costs associated

like splash pads or swimming pools are just some of the options.

with the use of park and recreation facilities,

The City of Douglasville GA has a list of venues available for rent

participation in recreational and educational

on their website, with a creative span of choices, and ideas for

•

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

programs, and access to certain services.

how the space may be used. Their Alice J Hawthorne Community

•

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

These fees and charges help offset the costs of

Center features two meeting rooms, restrooms, a warming

maintaining and operating parks and recreation

kitchen, a gymnasium containing one regulation basketball

facilities, as well as funding various programs

court, two youth courts and two regulation volleyball courts.

and services. Fees and charges can be also

In addition to the entire space, renters may opt for a meeting

Funding to Acquire Quality Land: Fees can provide agencies with flexibility to acquire land where it’s most

established based on various categories, such

room or two, with or without kitchen use, or full use of the gym.

needed, rather than being restricted to land that a donor may offer. This allows for more strategic decisions based

as resident, non-resident, business, non-profit,

Rentals are mostly based on a full or half day.

on community needs and land availability.

and public entities. Below are examples of

Benefits of Fee in Lieu of Land Donation

different types of fees and charges:

Creates a Potential Funding Stream: They offer a more predictable and reliable funding stream for agencies to develop and maintain parks and open space.

Admission Fees

The space, which is a great option for wedding receptions, parties, sports and fitness events and meetings, is one of four conference venues they offer. Douglasville offers other spaces and amenities, such as Fowler Field, an 8 acre park which has

Addresses Rapidly Growing Areas: Fees can be used to acquire and develop parks in new neighborhoods

Fees charged for entry to certain parks,

5 lighted soccer fields, public rest rooms, concession stand,

or areas where land donations are scarce, allowing for parks to keep pace with the growing population.

museums, and recreational facilities. These

playground facility, picnic tables, passive areas and a .4 mile

can be daily, monthly, seasonal, or annual

lighted walking track; The Harvey Jones Field at Jessie Davis

passes.

Park, which features a state-of-the-art, full-turf field designed

Challenges of Fee in Lieu of Land Donation

Program Fees

Lack of Sufficient Funding: The funds generated from fees may not always be enough to purchase land or build parks, particularly in areas with high land costs.

for football, soccer, and other outdoor sports, is available yearround for practices, games, and community events, as well as a tennis complex, picnic pavilion, and other rental options.

Fees for participating in recreational programs

Lack of Systematic Approach: Without an established plan, it may be difficult to plan park systems comprehensively.

such as sports leagues, fitness classes,

Douglasville has built a robust inventory, but each agency needs

summer camps, and educational workshops.

to start somewhere. Build a list of what may be rentable, then

Facility Rental/Permit Fees

Lack of Control of Designated Funding: The funds may not always be used in a coordinated way that connects parks and open space, or creates a cohesive recreational network.

When we fund a project, it needs to be for the WHOLE project, full scope (plan lifecycle asset replacement).

Acting Director, Montgomery County Recreation, MD

two spaces, list them on the agency website and advertise via social media. A program can be built on the learning from the

Charges for reserving and using facilities like

initial offering, such as addressing any changes that need to be

picnic shelters, community centers, sports fields,

made (deposits, length of rental period, cleaning policies, what is

and event spaces. Fees can vary based on the

prohibited behavior, refund policies, etc.)

Equipment Rental Fees Charges for renting equipment such as kayaks, bicycles, sports gear, and camping supplies help

Adriane Clutter

decide how to implement a program. Start small with one or

maintain and replace equipment as needed.

62

Alternative Funding

Special Event Fees Charges for hosting events such as weddings, festivals, races, and corporate events in park facilities. Fees

Alternative Funding

Communication and Implementation: • •

Promote Transparency: Make information about fees and charges readily available to the public through various channels (e.g., websites, social media, and written material).

•

Train Staff: Ensure staff are trained on fee structures, policies, and customer service standards.

Provide “talking points” to address customer questions and concerns and update them regularly based

Fees for parking vehicles in designated park areas help manage parking demand and maintain parking facilities.

Concession Fees

Engage Stakeholders: Develop a Communication Plan to inform stakeholders (e.g., community members, staff, local businesses) about the new fees and the rationale behind them.

may include permits, security, extra labor, and additional services.

Parking Fees

63

on feedback from staff.

•

Monitor Usage and Feedback: Continuously gather feedback from users/participants/staff and monitor the impact of fees on service usage and satisfaction.

Charges for using commercial vendors or concession stands within parks help regulate, manage, and collect revenue from commercial activities in public spaces.

Checklist for Fees and Charges

Evaluation and Adjustment: •

structure and make adjustments as needed.

•

Planning and Research: Identify Objectives: Clearly define the goals and objectives of implementing fees and charges.

•

Ensure agency leadership supports collecting fees and charges and provides regular updates to keep leaders and staff informed.

• •

Adapt to Changing Needs: Be flexible and ready to adjust fees, charges, and policies based on changing community needs and economic conditions.

• •

Review Financial Performance: Regularly assess the financial performance of the fees and charges

Report Outcomes: Provide regular updates to stakeholders on the impact and benefits of the revenues collected via fees and charges.

Benefits of Fees and Charges

Research Market Rates: Analyze the pricing of similar services in the area and in comparable communities.

Fees and Charges for park and recreation services can be a useful tool for park management, providing additional

Assess Community Needs: Conduct surveys or public consultations to understand community

revenue streams and supporting sustainability. Benefits include:

preferences and willingness to pay.

•

Evaluate Cost Structures: Determine the full cost (direct and indirect) of providing services.

Funding Flexibility: Fees and charges provide other options aside from tax dollars to support projects, programs,

•

Identify User Groups: Segment audiences (e.g., families, seniors, youth, residents, non-residents,

and services that otherwise may be limited or not offered due to limited budgets.

non-profits, public entities, and corporate/business) and consider and evaluate different pricing strategies for each group.

Sustaining Operations: Revenue collected from fees and charges can help park and recreation agencies fund essential services like maintenance, staff, facility upgrades, and special programs without relying solely on

Development and Design:

government funding or donations.

•

Develop Pricing Models: Create different pricing options (e.g., daily rates, memberships).

Job Creation: The generated revenue can support new jobs for park and recreation staff, contributing to local

•

Set Fee Levels: Establish fee levels based on cost recovery goals, market rates, and community

employment.

feedback.

•

Consider Subsidies and Discounts: Determine eligibility criteria and structures for discounts or

Identification of Costs and Funding Potential for Services: Development of a Cost Recovery Plan can guide staff in developing policies and procedures for cost recovery, cost of services and pricing. It serves as a framework for development of pricing policy, and classification of programs and services.

64

Alternative Funding

User-Funded Contributions: Charging fees ensure that those who use park and recreation amenities

65

Alternative Funding

Call to Action

contribute to their upkeep, rather than having taxpayers bear the cost for all users, especially if some visitors come from outside the area.

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

Social Engineering: Fees can be used to tailor park experiences, for instance adding vehicle parking fees to

systems struggle to secure sufficient, sustainable funding for capital investments, operations, and maintenance,

encourage people to use alternate means of transportation.

and in lean financial times, park and recreation tax-supported budgets are typically among the first to be cut.

Challenges of Fees and Charges

Conversely, the cost of park and recreation services, maintenance, and improvements continues to grow and agencies are becoming

There are potential challenges of charging fees, which should also be considered. Community feedback could be

more adept at diversifying their funding strategies and sources. Park

an important consideration to ensure challenges are discussed and addressed.

visitation is increasing as people continue to rediscover the essential value of parks and recreation in overall health and wellbeing. There

Cost Recovery Plan Development: It can take extensive time to analyze agency costs, establish appropriate

are demographic shifts and population growth as people move to

levels of service categories with cost recovery goals and determine appropriate fees and charges.

the places they want to live. Recognizing the disconnect between funding and the growth in park usage, some agencies are developing

Outpricing Communities: Fees and charges could exclude members of the community who may have

winning strategies to secure alternative funding. This guide was

economic challenges - implement correct pricing plans to maintain affordability.

created with knowledge drawn from park and recreation agency leaders with alternative funding experience to answer questions

Community Backlash: Charging fees, especially in parks and/or facilities and programs that have historically

and share success stories about key alternative funding streams.

been free, can lead to community resistance or negative sentiment, particularly among local residents.

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.

While there are many additional types of alternative funding, the

Replacement of Current Funding Instead of Supplementing It: Determine how new revenue impacts

content featured here addresses the top strategies that were identified

Adriane Clutter

the current budget and if it would lead to tax-funded budgets being reduced.

as lacking in information. They can be mixed and matched to develop

Acting Director, Montgomery

a broader portfolio of revenue sources, unlock new funding streams,

County Recreation, MD

Monitoring and Enforcement: Implementing a fee system requires infrastructure for monitoring, collecting

and secure park and recreation allies, enabling agencies with high

payments, and enforcing compliance. This could include staffing, ticketing systems, and enforcement officers,

needs and low resources to make progress on their funding goals.

all of which add costs.

Park and recreation systems that serve residents in low-income neighborhoods and communities of color—groups

Shift to Alternative Locations: Visitors may choose to visit nearby free park and recreational areas, or

that have faced historical barriers to accessing high-quality parks—can especially benefit from this approach; they

participate in programs, which could impact revenue, especially if fees and charges are perceived as excessive.

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.

66

Alternative Funding

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

68

Alternative Funding

Overcoming Funding Challenges to Open A State of the Art Recreation Center The Silver Spring Recreation and Aquatic Center, Silver Spring, MD

Alternative Funding

•

69

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.

•

located in the Central Business District of Silver

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

Spring, MD, represents a significant public-private Alternative Funding Type:

partnership. The120,000- square - foot facility is the

Public Private Partnerships

result of collaboration between Montgomery County Government, the Housing Opportunities Commission

Demographics:

(HOC) of Montgomery County, and the Lee Development

•

Number of Residents: 81,808

Group.

•

Median Household Income: $95,213

•

Persons below poverty level: 20%

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

The facility includes a full gymnasium, fitness room,

affordable housing. (2022 PROS PLAN: Montgomery County Parks, Recreation, and Open Space Plan.)

social hall, senior lounge, classrooms, meeting rooms, Funding Initiative Team:

natatorium with Olympic size pool, leisure pool, training

Gabe Albornoz, Councilmember and former Recreation

pool, indoor playground, and café. It is part of a mixed-

Director, Montgomery County (Project Initiator)

use community that includes housing and more.

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

Robin Riley, Director, of Montgomery County

uses where people can live, work, shop, and play within a community.

Recreation, (Represented Department on the Project)

Project Background

Greg Ossont, Deputy Director, Department of General

Silver Spring was identified in the Montgomery County

Services (Responsible for acquisition, design and

Recreation Facility Development Plan (Vision 2030)

construction, legal agreements)

as a priority area for improved level of service. The

The County could not find available land available in downtown Silver Spring to achieve master plan goals.

plan envisioned larger regional-serving facilities

Additionally, if the County had to acquire land in the target area, it would have needed to acquire an entire city

Melanie Sasse, Division Chief, Montgomery County

strategically placed in more densely populated, diverse,

block at a cost of approximately $20M on top of the $72M construction costs. The $72M construction costs were

Recreation (retired), (Design and Construction input,

underserved communities with access to a variety of

funded with General Obligation Bonds and Bond Substitutes (recordation tax revenues). The process for securing

project management)

public transportation systems. In the downtown area

alternative funding for the land came in the form of a Development Agreement partnership with the Housing

of Silver Spring, 18.4% of the population are over 60;

Opportunities Commission (HOC), followed by a lease agreement between the County Government and HOC for

Jeff Bourne, Division Chief, Montgomery County

19.6% of the population are under 20; 20.8% of the

the space. While the County does not pay for the space, one notable function of the lease is to assign expense

Recreation (retired) (Design and Construction input,

population are 200% below the Federal Poverty Level,

responsibilities between the parties and to annually determine common/shared expenses and maintenance costs.

project management)

and 55% are non-white. Key drivers of this project

The Department of General Services oversees this process on behalf of the County.

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

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

Funding Sources

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Alternative Funding

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.

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Expanding Park Services with Land Acquisition

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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 Columbus Parks and Recreation Department of Columbus, OH

Columbus, OH, has a vision to increase a planned park

The Parks and Recreation Department approached the Public Utility department, an Enterprise Fund with private

upgrade with 6 acres of adjoining land, which includes

funding available. They made a proposal, and the Public Utility Department offered to create a retention pond

Funding Initiative Type:

an existing building. Their capital team visited the

with a walking trail around the area, which would solve the flooding issue, position the Utility favorably with the

Public/Private Partnerships

land and after envisioning the added opportunities it

community, and help the Park Department reach part of their goal. The Department also worked with a private

afforded, immediately began thinking about funding

corporation to provide the balance of funds needed for land acquisition and improvement.

Demographics:

sources to help secure the land for park expansion.

•

Number of Residents: 900K+

This new land would join the 4 acre park directly

After describing the planned programming and the positive impact it would have on individuals with mental and

•

Median Household Income: $62,994

behind the property, where a miracle field with a small

physical disabilities, the corporation agreed to donate $750K over a three-year period. As a result of this work,

•

Persons below poverty line: 18%

multi-purpose field and playground were already on

Columbus Parks and Recreation Department completed the space design, will gain possession of the building on

the planning agenda.

in the coming month, and are set to begin construction over the next year.

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

Project Background

Craig Murphy, Deputy Director of Capital, Conservation,

The team knew that the purchase of the property would

and Strategy

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.

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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

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Douglasville Town Green – Creative Funding for a Vibrant Community Space

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2. Revenue Bond:

The City of Douglasville Parks and Recreation

To complete the project and cover the remaining construction and development expenses, the city issued a

Department successfully utilized a combination of

revenue bond. Unlike general obligation bonds, revenue bonds are repaid from income generated by the project

alternative and traditional funding strategies to bring

itself. By incorporating an amphitheater and concession stand into the design, the city created opportunities for

the Douglasville Town Green project to life. This

event rentals, concerts, and food/beverage sales—ensuring a stream of revenue that would directly support bond

Funding Initiative Type:

innovative approach leveraged Special Purpose Local

repayment and long-term debt service.

Naming Rights, others

Option Sales Tax (SPLOST) funds, revenue bonds, and

Douglasville, GA

private sector investment through naming rights—

3. Private Investment – Naming Rights from Greystone Power:

Demographics:

resulting in a transformative public space designed for

•

Number of Residents: 35,252

community connection and long-term sustainability.

•

Median Household Income: $72,753

selling the naming rights to the Town Green. This investment not only reduced the financial burden on public funds

•

Persons below poverty line: 14%

but also demonstrated strong community and corporate support for the project. The partnership with Greystone

Project Background

Funding Initiative Team: Douglasville Park and Recreation Department

Originally envisioned as an open green space featuring a playground, the scope of the Douglasville Town Green

Park Director (Oversight and project guidance.

project expanded significantly during the planning

Responsible for making presentations during

process. Recognizing an opportunity to create a

community meetings and all other public events).

multi-functional venue that could support economic activity and cultural enrichment, city leaders opted

Assistant Director (Work with community relations

to include an amphitheater and a concession stand.

department to develop marketing materials. Conduct

These revenue-generating features were intentionally

research related to project and funding strategy).

added to support ongoing operations and help offset the debt incurred during construction.

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

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.

In a strategic public-private partnership, the city secured private funding from Greystone Power Corporation by

reflects a growing trend in parks and recreation funding—leveraging sponsorships to enhance public spaces.

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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, Douglasville Parks and Recreation

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

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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 Nestled in the heart of Papago

but had lost its lustre and was and not economically viable or sustainable. The city understood that keeping it

Park, surrounded by the Arizona

as is would have continued to drain city resources leaving few choices: close the golf course, modify the use of a

desert’s natural beauty and framed

facility that has provided affordable golf since 1963, continue to be subsidized by the city’s general fund, or find

Funding Initiative Type:

by the stunning Papago Buttes,

a way to bring partners in to lessen the burden on the city budget.

Partnerships

Papago Golf Club is a golfing

Phoenix, AZ

haven with close proximity to the

Funding Sources

Demographics:

Phoenix Sky Harbor International

•

Population: 1.7 Million

Airport, and within easy driving

•

Median Household Income: $72,092

distance from Phoenix, Tempe, and

The team decided to focus on developing a public-private partnership between the Arizona Golf Community

•

Persons below poverty line: 15%

Scottsdale. Originally designed by

Foundation (AGCF), Arizona State University, and the City of Phoenix. This collaboration produced wins for the

William Francis (Billy) Bell, the

entire community and helped ensure access to the sport of golf for many years to come. The AGCF is a not-for-

Funding Initiative Team:

genius behind San Diego’s famed

profit organization dedicated to promoting and protecting public golf in Arizona and was given course management

Mayor and City Council Members (Approved the IGA)

Torrey Pines, the course offers a

responsibility. Additionally, funding for a new clubhouse was secured through donations made by the Lou and

challenging game with unrivaled

Evelyn Grubb Foundation.

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

views of the iconic Arizona Papago Buttes, Camelback Mountain, and

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

the elegant lines of the downtown

member)

Phoenix skyline.

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)

Project

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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

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.

While the process was a success, the fundraising team identified a few things that in hindsight, they would have done differently. Better communication

Inger Erickson

with the Men’s and Women’s leagues before and during the process and

Deputy City Manager,

allowing them to be part of the steering committee earlier would have

City of Phoenix

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.

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Restoring Multiple Sport Surfaces through Creative Funding and Multiple Sources

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Funding Sources Funding utilized for these projects included a USTA Tennis Venue Grant, a competitive grant to public facilities to support

The Recreation and Community Programs Department of

improvements; American Rescue Plan Act funds, resources provided by an economic stimulus bill to help state and local

Lexington, MA, is committed to developing and sustaining

governments recover from the economic impacts of the COVID-19 pandemic, including public health and infrastructure;

recreational opportunities that can improve the quality of life of

Community Preservation funds, which helps communities preserve open space and historic sites, create affordable housing,

all residents of Lexington. The Town has enjoyed great success

and develop outdoor recreational facilities; and a tax levy. The Track & Field cost totalled to $3.4M and the Hard-Court

Funding Initiative Type:

over the years in developing its recreation infrastructure, and in

Reconstruction cost $2.5M. Recreation Enterprise Fund supported approximately $18K from the operating budget to support

Multiple

ensuring that the ongoing investment needed to maintain existing

the additional consulting fees associated with the community engagement process leading up to the Town Meeting votes.

recreation opportunities is addressed as needed to continue the recreation opportunity excellence they have established.

Outcomes and Impact

Project Background

The town has seen positive impact on the community from both projects. The synthetic field has provided a more reliable

Lexington, MA

Demographics: •

Number of Residents: 34,221

•

Median Household Income: $206,323

•

Persons below poverty line: 4%

playing surface. The athletic lights at the Track have provided the community with health & wellness opportunities later Recently, the Department undertook a comprehensive

in the day when the track would have previously been closed due to darkness, and the lights at the tennis court shave

Funding Initiative Team:

reconstruction project for their recreation center complex,

had the same effect. Overall connectivity throughout the park has been improved with ADA pathways connecting the

Recreation Committee (Advocating for the

including the track and field and hard-court areas. This

different amenities. New technology, through LED lights and the ability to access them remotely, has saved in utility and

reconstruction and securing funding for the project).

included reconstruction of the 6-lane track and athletic

staff costs. The hard-court basketball courts now have 7 hoops that are all adjustable for different heights to promote

field from natural grass to synthetic turf, installation of

use for all ages and abilities. Also, safety has been improved through the installation of two Code Blue AED Emergency

Recreation and Community Programs Department

athletic lighting, seating, and connectivity to adjacent park

Towers to provide park users access to direct emergency services.

(Collaborated with the Recreation Committee to plan

amenities at the Center Recreation Complex. Additionally,

and implement the project).

they improved tennis courts to include the construction

Key Takeaways

of 10 post-tension concrete court surfaces for tennis, 1

Community Preservation Committee (Appropriated

asphalt practice area, and 2 asphalt basketball courts to

In hindsight, the Department wished they had engaged with USTA sooner to help provide advocacy and support to

funds for the project through the Community

replace the current asphalt courts. These improvements

common community concerns and show the overall value for the lights and turf. Neighbors at town hall meetings were

Preservation Fund).

were identified as critical for several reasons and key issues:

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:

Department of Public Works (Manages and maintains

Deterioration: The existing asphalt courts and track surfaces

•

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

the facilities so played an important role in the

had deteriorated over time, leading to extensive cracking

•

Research grant opportunities as projects are introduced into the Capital Plans to potentially reduce the

decision-making process).

and safety concerns.

burden on the tax levy as well as show due diligence to decision makers during times that funding support

Durability: The new post-tension concrete courts and track

is very competitive.

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,

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.

ensuring inclusiveness for all users.

Safety: Upgrading the facilities helps create a safer environment

The Department’s approach to finding alternative funding paid off and demonstrated their devotion to their mission of

for athletes and recreational users, reducing the risk of injuries.

providing the community with opportunities to engage in quality, inclusive and accessible programs and services.

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

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

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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

The small, diverse Oak Grove neighborhood in SE

engagement events to determine what type of park to build in the area. The goal was not only to build a park, but

Chattanooga, TN, has an even mix of Black, Latino, and

also to build a community where people felt connected with nature. The Chattanooga team listened to community

white community members of all ages, and a lack of

members and used their input when considering what sort of amenities would be used and beloved the most.

Funding Initiative Type:

access to a park. To address the need, an empty asphalt

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

Sponsorships, Partnerships

lot with a history of flooding due to stormwater runoff

Chattanooga, TN

was transformed into Lynnbrook Park, providing much

Funding Sources

Demographics:

needed recreation to the neighborhood. Additionally,

•

Number of Residents: 188,288

the Works Project Administration-era drainage ditch

•

Median Household Income: $57,703

was restored into a natural meandering stream with

While much of the funding was provided by Stormwater Engineering to

•

Persons below poverty line: 17%

rain gardens and natural, native plantings, enhancing

daylight a stream and create a buffer to better serve the community by

the overall watershed, minimizing localized flooding and

reducing or eliminating flooding after rain events, there was no capital

Funding Initiative Team:

improving water quality for area residents. The park also

funding for the space to serve as the park that the community envisioned

Park Planner (Communicate with community to ensure

features natural and native plantings, rain gardens, new

and deserved. Without outside funding and donations, the space would

needs were being met; work with consultant on Park

play equipment and spaces to gather.

have remained simply a green infrastructure site. The Chattanooga Parks

Design)

team commented “While searching for funding, we’re generally throwing an entire pot of spaghetti at the wall, seeing what sticks. Sometimes, it’s

Grants Coordinator (Coordinated application and timing

easier to begin with local foundation grants to get through the design

of funds)

project to get it far enough along to get engineering estimates to apply for larger grants.”

Department Administrator (Coordinate with Administrator of DPW on intersection of needs between Park users and Stormwater management) Enter the NRPA Parks Build Community Program. Over several years, NRPA, the National Recreation and Parks National Recreation and Park Association (Grant

Association, chose a community near the site of its annual convention to build legacy through park improvements.

Administrator)

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.

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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

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.

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

Morgan McCormick

have a plan and funding for more public outreach, educating them on the

Chattanooga Parks

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.

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Using Alternative Funding to Overcome Setbacks and Complete Project Goals

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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

Joshua, TX

Joshua, TX, is a city of just over 8000 people, located

to achieve their vision for a safe, inclusive, modern playground. Despite the setbacks with the initial contractor,

south of Ft. Worth. It’s considered a great place to live

the board aimed to provide a compliant, accessible, and appealing space for community engagement and play.

due to its peaceful, family-friendly atmosphere, strong Funding Initiative Type:

sense of community, and convenient location near larger

In-Kind Donation

cities. Residents appreciate the quiet, safe environment,

Funding Sources

well-maintained parks, and access to both rural tranquility Demographics:

and urban amenities.

They discovered a matching fund grant

•

Number of Residents: 8,004

•

Per Capita Income: $31,936

As with many small communities, they often need to

the project’s completion. The grant, which

•

Median Household Income: $66,183

find creative ways to finance new initiatives. One of

functioned as a type of in-kind donation,

•

Persons below poverty line: 13.6%

the primary initiatives for the Joshua Parks Board was

was selected as a target for its alignment

to create a high-quality inclusive park for people of all

with city goals, for inclusivity and safety.

Funding Initiative Team:

ages and abilities. They began by refreshing the park’s

The timing of the grant and simple

City Manager (Oversight and project guidance)

amenities, including resurfacing courts, enhancing the

application process further appealed to the

splash pad, and expanding shaded seating areas, which

Park Board. Additionally, the manufacturer

Assistant City Manager (Administrative and logistical

were funded through a bond and matching park board

offered a National Demonstration Site

support)

funds. Unfortunately, the original contractor failed to

program, which afforded design concepts

meet municipal standards, leading to poor-quality

that aligned with evidence-based practice,

Steven Gill, Parks Manager (Project management, vendor

installations, safety hazards, and project delays. These

and ultimately provided the Park Board

coordination, and community communication)

challenges required removing the equipment and starting

with data outcomes reporting to help

again, which depleted part of the budget earmarked for

demonstrate the spaces positive effect

additional park improvements.

on overall community vitality.

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

from a playground manufacturer to enable

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Outcomes and Impact

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.

Securing the grant involved collaboration across departments,

Grant makers can easily spot “form applications” that are hastily assembled and sent to multiple

detailed planning, and communication with supplier representatives

grantors. It’s beneficial to understand what each grantor’s mission and values are so you can

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

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

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

align your projects goals and desired outcomes to that criteria.

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Glossary of Terms

Corporate Sponsorship: Financial support provided by a business in exchange for recognition or promotional

Accelerator: A program that helps agencies or projects with early-stage funding, mentorship, and resources to

Cost Recovery: A process of determining program and service categories for implementing fees for services to

rapidly scale or develop in a short period, typically lasting 3-6 months.

recover none, some, or all of the costs associated with providing those programs and services.

Adopt-A-Programs: Help fill funding gaps and staff/volunteer capacity (not replacement of staff). by bringing

Crowdfunding: A method of raising small amounts of money from a large number of people, typically via online

in businesses, community groups, and volunteers. Great way to engage the business community and citizens.

platforms (e.g., Kickstarter, GoFundMe).

opportunities within a park or recreation program.

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

Donor-Advised Fund (DAF): A philanthropic vehicle that allows donors to make charitable contributions and Alternative Funding: Aside from governmental grants, alternative funding for parks and recreation refers to the

recommend grants from the fund to nonprofit organizations over time.

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.

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

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

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.

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

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

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

Fees and Charges: Fees individuals, groups, or organizations pay to use parks and recreational facilities or Asset Inventory: Determines the agency’s assets that may be available for alternative funding by conducting an

participate in programs and activities offered by parks and recreation departments. These fees help cover the

inventory of the following: asset’s location, type of asset, estimated life of the asset, estimated cost to replace,

costs of maintaining and operating facilities, providing services, and funding programs. Examples may include

and estimated annual cost of maintenance.

fees for: facility use, programs and activities, memberships and passes, special events, rentals, permits and licenses, concessions, and vendors.

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

Fiscal Sponsor: A nonprofit organization that provides administrative support and oversight to a project or initiative, Capital Campaign: A targeted fundraising effort to raise a significant amount of money for a specific project, such

allowing it to receive grants and donations without needing independent nonprofit status.

as building a new park facility or renovating existing structures.

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

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.

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

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

Grant: Financial support that does not need to be repaid, provided by a government agency, foundation, or other

to meet financial obligations.

organization for a specific project or purpose.

CDBG (Community Development Block Grant): A federal grant program in the U.S. designed to support economic

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

development, housing, and community improvement projects.

Indemnity: A provision in a contract or funding agreement that protects one party from financial loss or legal Community Engagement: The process of involving community members in the planning, fundraising, and decisionmaking for parks and recreation projects.

liabilities arising from specific circumstances.

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

Parks and Recreation Friends Group: A volunteer-based organization that supports local parks and recreational

park or recreation project.

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.

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

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

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

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

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

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

Matching Gift (or Matching Grant): A donation made by a company or individual that matches the contributions

Public-Private Partnership: A collaborative agreement between a government entity and a private organization

of other donors, often used to encourage additional giving.

to fund and manage a park or recreation project.

Membership Program: A fundraising strategy that offers benefits to donors in exchange for an annual membership

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

fee, supporting parks and recreation programs.

only for those purposes.

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

Revenue Streams: Different sources of income an organization has, such as donations, government grants,

that occurred in the past.

program fees, or product sales.

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

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

or funding goal.

Sponsorship: A form of funding where a company or individual provides financial support for an event, project, Naming Rights: Refer to the opportunity for individuals, businesses, or organizations to sponsor and have their

or organization in exchange for visibility, branding, or other promotional opportunities.

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.

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

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.

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

Operating Grant: A type of funding that is used to support the ongoing administrative and operational costs of an

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

organization, as opposed to funding for a specific project.

group or initiative.

Park Amenity: Typical park elements that contribute to the traditional use of park land. Items include benches,

Sustainability: The ability of a project or organization to maintain its operations and funding over the long term

play structures, picnic tables/shelters, sport facilities, trails, small plaques, etc.

without constant reliance on external support.

Parks and Recreation Foundation: A Parks and Recreation Foundation is a nonprofit organization that supports parks and

Tributes: Intended to honor a loved one, pet, celebrate a special day, or promote a business with a financial gift

recreational programs, facilities, and initiatives within a community. These foundations typically work to enhance public

to fund the purchase, installation, and maintenance of park and recreation amenities, such as benches, trees,

parks and recreational spaces by raising funds, promoting public awareness, and fostering community engagement.

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.

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Resources & References

Alternative Funding

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

This section contains additional resources, articles, and guides that may be helpful in the research and

•

City of Columbus Tree Donation Guidelines

implementation of alternative funding. These documents can be accessed by scanning the QR code at the end

•

City of Phoenix Donations Policy

Resources

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of this guide.

Endowments: 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

•

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

Naming Rights:

Foundations & Conservancies:

•

Caravel Marketing Guide

•

NRPA Quick Guide to Event Naming

•

Naming Application for Parks - City of Columbus

•

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

•

Naming Guidelines for Parks - City of Columbus

•

Columbus OH Parks Foundation

•

Naming Policy for Parks - City of Phoenix

•

Five Rivers MetroParks Foundation Ways to Donate

•

Naming Rights - Sample Policy Example

•

NRPA Show Me the Money Presentations Handout

•

Five Rivers MetroParks Philanthropy Plan

•

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

Partnerships: Friends Groups: •

NRPA Public-Private Partnership Models

•

NRPA More Public-Private Partnership Models

•

Fairfax County Friends Group

•

Making the Most of Public-Private Partnerships

•

Tennessee State Parks Friends Group

•

Partnership Letter of Agreement Template - Montgomery County, MD

•

NRPA Park Advocate Handbook

•

Partnership vs Rental Guidelines - Montgomery County, MD

•

MOU Agreement Example

•

City of Phoenix Intergovernmental Agreement - Papago Golf Course

Land Donation and Fee in Lieu of Land Donation: Tributes: •

NRPA Fundraising Guide

•

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

•

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

•

Five Rivers MetroParks Tribute Program

•

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

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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 ²https://globalitresearch.com/whitepaper/2024-nonprofit_technology-trends-report/ ³https://www.nrpa.org/uploadedfiles/americas_backyard/park-advocate-handbook-100711.pdf ⁴The 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

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