Helping Parks

An excellent editorial from the Sacramento Bee extolling the many public/private models (efforts we support wholeheartedly) that can work to help community parks.

An excerpt.

“Vibrant cities count on vibrant parks to enhance the fabric of their quality of life.

“But in a time of tight budgets, how can communities tap more resources to improve public parks in the region?

“Sacramento is among cities exploring new models for sharing city park management. This shift should be seen as not just a temporary backstop for tough times, but a new way of governing our vital urban places.

“Here are just a few examples of public-spirited stewardship:

Swimming pools

“Due to budget cuts, by summer 2011 the city had only six of 12 pools open. By 2012, the city expected to close all pools. A one-time campaign spearheaded by Save Mart, in which the grocer pledged to match up to $500,000 in donations, kept six pools open.

“But the paradigm shift was a new long-term partnership with the YMCA at the Southside Park pool. The pool was open more days of the week and for a longer season than any pool in the city – for less cost. Fees from swim lessons and some community fundraising covered the majority of costs. The city paid for pool chemicals and water, plus $30,000 in operational costs.

“For this summer, that partnership has been expanded to have the YMCA also operate Tahoe and Glenn Hall pools.

Community centers

“In 2011, the city announced that it was zeroing out funding for its 17 community centers. Modeled on a 1979 agreement between the city and the Sierra Curtis Neighborhood Association to operate the Sierra 2 Center, nonprofits took on operations at six centers.

“Cecily Hastings, co-founder of Friends of East Sacramento that agreed to run the Clunie Community Center in McKinley Park, says she had watched the parks decline over the previous five years but didn’t notice right away because the slide was slow.

“The wake-up call came in 2011: “The closure of the historic community center (our neighborhood’s only one) and a third-world level rose garden that once had been a lovely landmark were different.”

“The Friends signed a five-year lease to run the community center, raising $100,000 to renovate the 1930s building and $40,000 for first-year operations. The group hired a full-time manager and three part-time staffers. It is open seven days a week. Now the center is funded primarily by rental income and expects to break even in the second year.

“The group also runs the historic 1,200-bush rose garden, with fees for weddings and other events paying for maintenance costs. A Park Volunteer Corps and the S.T.E.P. vocational program for adults with developmental disabilities handle deadheading, pruning and other garden maintenance.

“City Council member Steve Cohn notes that the partnership is working well but cautions that a model that relies on generating revenue may not be viable in more economically challenged communities, where the need is for free public space. However, Cohn believes such partnerships can free up resources for other city parks.

“Various Little League, soccer leagues and others get reduced fees and priority scheduling if they maintain and improve ball fields. This allows the city to focus its limited maintenance resources elsewhere, a win/win for everybody.”

About David H Lukenbill

I am a native of Sacramento, as are my wife and daughter. I am a consultant to nonprofit organizations, and have a Bachelor of Science degree in Organizational Behavior and a Master of Public Administration degree, both from the University of San Francisco. We live along the American River with two cats and all the wild critters we can feed. I am the founding president of the American River Parkway Preservation Society and currently serve as the CFO and Senior Policy Director. I also volunteer as the President of The Lampstand Foundation, a nonprofit organization I founded in 2003.
This entry was posted in ARPPS, Nonprofit Management, Parks. Bookmark the permalink.