Karen Ford, National Manager, USTA Serves Parks and Recreation Karen Ford, National Manager, USTA Serves Wednesday, June 22, 2011 Introduce self Park experience Tennis experience USTA Serves

Objectives: Define mission, purpose and basic operation of park and recreation agency. Identify 3 issues important to park and recreation agencies/departments. List 5 questions to ask in order to help local advocates work with their community and/or park and recreation agency. How many of you have participated in a park and recreation program, tennis or non-tennis? What did you participate in and what was the experience like? Share. How many of you have worked with a park and recreation department? How many of you had a positive experience working with your park and recreation department? Share. How many have had a challenge? Share.

Task #1: Answer the following questions: What is the role, purpose or mission of a park and recreation department/agency in a community, town or city? Who do are the decision-makers in the park and recreation department/agency? Where does a park and recreation agency get its funding? What role does the community play in the direction of a park and recreation department/agency? Financing Park and Recreation Services: Taxation Property taxes Special taxes Millage taxes Special Assessment Taxes Fees and Charges Pricing strategies Bonds General obligation bonds Revenue bonds Grants State and Federal Grants for capital projects Grants for programming Gifts and Donations Corporate Sponsorships Partnerships Membership Dues Concession Operations

Task #2: Think of your own community: What are your current community needs or issues? Which issues or needs impact the operation of your local park and recreation agency? Don’t think of tennis needs, think of overall community needs? Transportation After-school programming Gang violence in the parks Shootings at the schools – Trenton example Education budgets – pay for play Senior Citizen programs Economic development Recession Etc.

Anytown, USA Local advocate, high school tennis coach Looking for grant money to renovate park tennis courts. 3 are in disrepair and would like to add more. City decided not to repair courts. Park and Recreation director said if you find funding to renovate they would be happy to accept. A CTA exists, but has not been engaged. Refurbished courts will assist high school tennis team and middle school tournaments. Community is in the middle of revising their Comprehensive Community Plan. Case study.

Anytown, USA What questions do you need to ask? What else do you need to know? Where can you find additional information to help the local advocate/high school tennis coach? Visit some town/city websites Janesville, WI Sturbridge, MA Cit of Great Falls, MT Town of Frisco, CO Fairfax County Virginia Park Authority Ebparks.org/planning

Tennis in the Parks Initiative Tennis in the Parks is not a grant program. A strategic initiative designed to form partnerships with each agency. Assist any community eager to expand or improve opportunities for the public to play. Goal: Build long term partneships with each agency or community to foster sustainable programs. Three Areas of Focus: Programming Infrastructure Advocacy

Tennis in the Parks Initiative

Questions & Comments

The Master Plan: What it is, Why it’s important? The Master Plan serves as a guide for the future development of a community. It takes a long view of how a community should look and feel years from now. It defines broad, city-wide goals for a community as well as specific objectives and strategies. The Master Plan is a community’s “vision” for land use and development through a specified period of time. In most cases, Master Plans must be revisited and updated every 5-10 yrs, with assistance from professional consultants, input from citizens and city staff.

Advocacy: Influencing Facility Development in Public Parks and Recreation Departments Tennis advocacy should occur year round through informal communications and relationship building with the Parks and Recreation staff, Advisory Board members, and elected officials. There are specific times for additional formal advocacy during the development of capital projects. The determination of public recreation facilities to be considered for development should be a very open and public process.

Four Steps of Capital Project Development 1 Comprehensive Master Planning 4 Project Construction & Completion 2 Project Selection & Budgeting 3 Project Design & Development

Step 1: Comprehensive Master Planning Communities develop long range plans (15-20 years) for parks and facilities to guide future development. Update these plans at 5 or 10 year intervals. In addition to a statistical basis for the plan, expressed community interests and desires impact the plan. Tennis advocates must take the initiative to know the timing for the development of the plan and actively engage by attending all public meetings and providing input into the plan. Request a special focus group meeting to occur during needs assessment.

Step 1: Comprehensive Master Planning COMPREHENSIVE PLANNING & RECOMMENDATION DEVELOPMENT Needs Assessment Take Inventory Review LOS* Conduct Public Survey Finalize Needs & Establish Goals Recommendation Development Solicit Public Input Solicit Advisory Group Input Staff Review Elected Officials Review Master Plan Development Renovations New Parks Greenways Special-Use Facilities Acquisition Projects * LOS = Levels of Service

Step 2: Project Selection and Budgeting Annually, communities adopt a fiscal year budget which includes an annual Capital Improvement Budget (CIB) and a Capital Improvement Plan (CIP), typically 5 years. This process is also a public process which allows tennis advocates an opportunity to influence the inclusion of funding for tennis facility development. Prior to the adoption of the budget, public hearings are held. Tennis Advocates should follow the budget schedule closely to advocate for their projects.

Step 2: Project Selection and Budgeting This budget process prioritizes project development. Prioritized projects that are not funded in the adopted CIB are included in the CIP with the intention of funding in upcoming years. While the Comprehensive Master Plan established a “map” for development, the projects are reprioritized annually and other projects might also be inserted.

Step 2: Project Selection and Budgeting Master Plan Recommendations New Parks Renovations Special Use Facilities Greenways Open Space Acquisitions Parks & Recreation Program Staff Impacts of Other Community Plans Proposed FY Project Request Submission Maintenance Staff Boards/Committees Elected Officials/Citizen Requests Staff Recommended CIB and CIP Elected Officials Review And Adoption of Annual CIB and CIP

Step 3: Project Design and Development The final determination of facilities to be included in a funded park development project have not, most likely, been absolutely determined. As an individual park project is initiated, a site master plan is developed, again, through a public process. If tennis facilities are already being considered, advocates need to be present to assure that these facilities are not replaced by other community recreation needs and to impact the scope and scale of the proposed tennis facilities. If tennis facilities have not been considered, advocacy could move them onto the “list” for consideration.

STEP 3: PROJECT DESIGN & DEVELOPMENT Input Process for Budgeted Projects Staff (Program, Maintenance,etc). General Public Input Advisory Board Input (citizen committee) Staff Assimilation of Project Design/Development Input Review Alternatives Staff Recommends Design and Development Solution Committee Review & Approval Elected Officials Review& Approval Development of Design Specifications

Four Steps of Capital Project Development 1 Comprehensive Master Planning 4 Project Construction & Completion 2 Project Selection & Budgeting 3 Project Design & Development

Summary Informal advocacy – relationship building - should occur throughout the year. Take the time to understand the way local government operates. Seize the opportunity to provide formal input at key public meetings during every stage of the decision making process.