2026: Greatest Challenge
“Trying to successfully juggle all the various expectations that are often conflicting (increase participation in some areas but decreasing in others, budget cuts in some areas but specific funding for others, filling positions or shifting/reorganizing, changing politics, risk management, etc.).”
“The economic uncertainty in our current political landscape has been felt in our own personal budgets, but also that of the participants and guests for our facility and our programming, making it harder to get donations and to count on registration for events.”
“The facility’s greatest challenge has been keeping up with cost of living demands with inflation in conjunction with staff wages to remain competitive and avoid turnover due to competition elsewhere providing a better wage or salary.”
“Aging equipment and infrastructure along with renovation projects are not going as planned, costing more not just during the project but the anticipated cost savings have not been fulfilled. Actually, costing considerably more than previously.”
2025: Top Goals
“Grow our membership so that we develop the need for a waiting list; upgrade our physical assets that need them; improve our programming; add dedicated pickleball courts.”
“Our top goals for the coming year include enhanced safety and maintenance, inclusive programming, accessibility and inclusivity, sustainable practices, and community engagement—all designed to create a welcoming, safe, and environmentally conscious space for everyone.”
“Expand membership with better family opportunities; modify locations by closing older buildings and opening newer; staff development to include adoption of best practices and digital efficiencies.”
“One of our top goals is to increase membership; we’ve been flat since Covid. We’ve also had to close several childcare centers, which is a large revenue source for our organization so looking for ways to increase revenue by partnering with school districts to offer childcare services and enrichment support.”
2024: Greatest Challenge
“Increasing revenue for program areas that are declining, which are seniors, dance trips and splash pad, because those revenues are not as high as before the pandemic.”
“Out greatest challenge has been staffing. Keeping enough staff on hand to run things safely and effectively has been a lessening challenge but still a great challenge.”
“Staffing and supply chain shortages have caused operational issues, and costs have increased sharply.”
2023: Top Goals
“Building renovations to accommodate the growing staff needs; targeting and acquiring new properties to address the growing visitation numbers; opening the recently acquired access areas to alleviate the overcrowding of the existing park areas; increasing revenue to address maintenance needs from overuse and deferred maintenance.”
“Out programs are generally full. We are planning to expand more in fall and winter months. We want to reach more underserved populations. We want to catch up on some needed facility maintenance and begin the process of adding a new structure.”
“To encourage and enhance the well-being of all who visit our parks, and to give the best experience possible. Also to instill a sense of pride in our community for the gifts we have been given and to maintain those gifts for our children and their children.”
2022: Top Goals
“Return to pre-pandemic engagement. Add more programming opportunities. All these items while keeping participants safe and healthy.”
“Continue to add program offerings to reach or exceed pre-Covid levels. Run successful capital campaign in order to build a new facility that will meet the needs of our community for decades to come. Offer training and in-service to our staff that will make them a high-functioning team focused on safety, customer service and innovation.”
“Covid FREE!”
“Increase corporate sponsorship by 30% and increase attendance by at least 50% compared to 2021. This would get us close to our total 2019 revenue/attendance figures, after not having a 2020 season.”
“To be relevant in some way in every citizen’s life, whether that would be using our indoor facilities, utilizing our golf course, going to a park or concert, watching their grandchildren play a sport at one of our venues, or maybe just utilizing our dog park. I want every citizen to say they utilize parks & recreation that we provide in some way.”
2021: Pandemic Impact
“Facilities were initially closed. Upon reopening, only outdoor facilities are available. Seasonal and part-time staff were laid off in March and remain so. Full-time staff were furloughed for 22 days over 6 months. 2020 operating budgets were cut in half. 2021 budget is currently the same as the reduced 2020 budget.”
“Our indoor facilities and centers were closed to the public from March until July and then closed again to the public in November. We hope to open those facilities in the next 2-3 months. Our outdoor parks have remained open to the public throughout the pandemic with limitations to group organized activities. We have seen an increase in the use of our outdoor facilities by individuals and families during this time.”
“Devastating. Without loans, grants, donations, creative staff, and generous donors we probably would have had to close our doors.”
“The pandemic has decreased our revenue, shutdown our facility, and halted/slowed programming for all our fitness participants. Our older adults have been impacted the most and have suffered from social isolation and declining health from large gaps in their exercise routine.”
“It is hard to quantify the impact of COVID-19 on our organization. To put it simply, our organization has had to create, modify, implement, and modify over and over in the last 11 months. Processes that would normally have been planned for and created over a year or two, was done in a month or two. Frankly, it has been remarkable how our organization has been able to work together to make all of this happen. We have outstanding leadership!”
2020: Top Challenge
(Note: The 2020 survey results were received before the widespread closures and social distancing measures associated with the pandemic.)
“Keeping the facility in top condition. At 10 years old, things are starting to need repair or replacement.”
“Meeting the needs of our diverse population, an aging demographic, a dynamic teen population in an aging facility.”
“Maintaining staffing levels in light of minimum wage changes and staff mobility in a good economy.”
“Increasing income without increasing participation fees. Finding grants, sponsorships and partnerships for growing services and maintaining and growing our facility.”
2019: Top Challenge
“Constructing new park with shelter house, trails, restrooms, basketball/pickleball court, road construction, parking, and lighting.”
“Maintenance and renovation is needed, but the budget won’t allow for the amount of work required to keep facility in good condition.”
“Maintaining levels of service with no foreseeable increase in our operating budget or staffing levels.”
“Business as usual. Challenge of maintaining good numbers and navigating an everchanging wave of recreational interests.”
2018: Top Challenge
“We are expanding our current recreation center. Our biggest challenge will be all the changes that come with opening a new community and recreation center including staffing, budgeting, maintenance, marketing, etc.”
“Training staff to operate and function with increased customer traffic stemming from additions such as a splash pad and upgrades to the outdoor playgrounds.”
“Marketing to the 20-50 year old age group to grow our sustaining membership base.”
“Maintaining the level of performance we are known for, with creative and innovative programming.”
2017: Top Challenge
“Space in our facilities. Our community is growing by about 1,000 people a year which is good but our space is becoming an issue.”
“Dealing with old and aging infrastructure and how to pay for maintenance, when faced with pension issues and minimum wage.”
“Enclosing our outdoor structures with retractable walls so they are safe during thunderstorms.”
“Several projects required for maintenance and upkeep of pools and tennis courts that will incur significant costs. Keep adding members to help defray these costs.”
2016: Top Challenge
“We need to update our facility to be more appealing to our community. We would also like to add multipurpose rooms and a kitchen to help serve the elderly meals program and provide an adequate social environment for the senior population as well as expand to offer after school programs and activities.”
“Getting more low income families into the facilities and swim lessons.”
“Convincing elected officials that preventive maintenance is important.”
“We maintain an 1,800 acre lake with many outdoor recreation opportunities. Mother Nature’s floods create the greatest challenges.”
2015: Top Challenge
“We have maxed out use of our facility and in order to continue offering programs to fit the needs of our community and surrounding areas we need to acquire additional space or an add-on building.”
“More community involvement.”
“Major campground - going electronic with advertising, reservations, fee collection, online payment, Wi-Fi, credit cards.”
2014: Top Impact On Facilities
“Economy - people don’t spend as much money on recreation as they did in the past since the recession.”
“The number of similar facilities has grown in the last few years causing us to look at new innovative ways to attract business. We also have an aging facility that is in need of some improvements.”
“Wi-Fi and new POS will greatly improve the fan experience and get our facility more close to what newer stadiums offer their fans.”
“Accessibility. We are now seeing more need for people with various disabilities, including obesity. We need to plan for better access to our facilities and more programming for this growing population.”
“Maintenance - if we can’t afford to maintain the buildings, we will not have facilities that can function well and bring in revenue.”
“Sustainability related to environmental, cultural and economic needs and opportunities. Reduce energy consumption, streamline and reduce waste, promote positive and collaborative environment for campers and employees, and increase endowment to create broader accessibility to our programs for more diverse populations.”
2013: Top Impact On Facilities
“Providing health insurance and benefits for employees, state of the economy, available money families have to spend on recreational activities and cuts in municipal budgets.”
“Staffing, we have to have the right people working for us or the whole program suffers. It may get harder and harder to find the right qualified people.”
“As our building gets older, maintaining facilities and making repairs to keep program areas/building pleasant for members/good for existing & new programs will demand more attention and resources.”
“The overall state of the economy and unemployment. We rely on folks who have discretionary funds and businesses to support our fundraising efforts.”
“Baby boomer retirements will affect staffing across all industries and I expect it to get much more difficult to recruit and retain strong staff.”
2012: Top Impact On Facilities
“Marketing/increasing participation is the greatest concern. Although we have been able to maintain participation levels for the most part, we have noticed a slight drop in some programs. A drop in participation levels affects our revenue and the level of community involvement. In light of the current economy, we need to at least maintain our revenue over the next few years. At the same time, one of our focuses within our organization is to ensure programming and participation that promotes healthy living. This is in line with Michelle Obama’s ‘Let’s Move’ campaign.”
“Increased competition from growing neighboring cities.”
“Updating programming. We need to reach today’s campers with more modern activities. Our camp is located in the middle of the forest. We need to focus on ‘extreme’ type programming and the environment and conservation.”
“Environmental—everyone and every business needs to address these vital issues if we want to continue moving forward in the next few years successfully.”
2011: Top Impact On Facilities
“Budget and participation - how to increase participation in programs to offset a decrease in general revenues.”
“Membership retention, especially since there has been an increase in eliminating membership monies from membership agency budgets.”
“To be able to continue general fitness/wellness for the older adult population—fit and well seniors can age in place and stay out of long-term care.”
“Environmental - As we continue to develop new park locations and facilities, along with maintaining the existing infrastructure we have, we must take into consideration stormwater, LEED practices, watershed and many properties that exist along adjacent waterways. Into programming, this same theme overlaps looking at items like nature and play, outdoor initiative programming, etc.”
“Creating new and exciting programs that will give people of all backgrounds multiple options to choose from that are fun. Finding something for the deconditioned marketplace that will get them active and involved without them even realizing they are improving their quality of lives.”
“The general fitness of the population as technology seems to make people less active.”
2010: Top Impact on Facilities
“Staffing - we are reducing number of staff so the concern is the morale of staff retained, service level vs. community expectations, remaining relevant to the community, and our ability to maintain quality.”
“Youth wellness due to obesity epidemic. There are very few places where they can go and equipment to keep interested in wellness.”
“Maintain service and staffing levels in bad economic times.”
“Marketing and increase in participation. This is our main concern as if we do not increase participation, we may not be able to sustain ourselves as an important cog in the community. In order to increase participation, we must market ourselves to the fullest extent possible to keep drawing in our core customers and also to reach those who do not know what they are missing.”
“Equipment/facility maintenance - Our #1 priority is to keep our facilities well maintained and safe for our users, not only for the present but for the foreseeable future. We are in the process of renovating two 50 year old facilities now that when completed should give us an additional 50 years of usage with only normal maintenance and upkeep.”
2009: Top Impact on Facilities
“Staffing issues impact other areas of operation. Upkeep of recreational equipment and grounds depends on staffing. Government quickly solves deficits by cutting staff, which reduces effectiveness to maintain facilities in proper manner.”
“We are being asked to increase our revenue, and we need additional participation to reach that goal.”
“We believe in taking an aggressive approach to programming and promotion. We feel that staying and establishing ourselves in the community will position us for greater success when the economy turns around.”
2008: Top Impact on Facilities
“The current fiscal problems will not be going away anytime soon. With the retirement of so many baby boomers the institutional knowledge to solve some of these problems will require the reinvention of the wheel in many instances.”
“Demand for facilities are at an all-time high and they are used constantly. General maintenance of facilities, repairs and upgrading to meet code is the greatest concern due to lack of funding available.”
“We have offered the same fitness and intramural sports for several years, and they have been a success. We fear there will be a recession in participation in the next few years if we don’t get creative and/or add some new programming.” RM
