Establish a Parks and Recreation Advisory Board
There are several actions we can take, as outlined below, but they require considerable time and effort. This is why I continue to advocate for the establishment of a Parks and Recreation Advisory Board. While such a board would involve some administrative overhead, its volunteer members could provide the necessary resources to execute these initiatives and offer well-informed recommendations to the City Commission, which holds the executive and administrative authority.
While I believe that the establishment of an advisory board would be the most effective approach, if this continues to be dismissed, the city could incorporate one or more of these initiatives into the One-Year Tasks for 2025. We already have wonderful parks and programs, and I want to commend the city for its progress in these areas. However, to address both the long-standing challenges and the projected future needs, we must acknowledge that there is room for improvement. We can do better.
1. Fully Engage the Community
The first step to improving our recreational facilities and programs is to conduct a comprehensive community needs assessment to gather input from residents and identify priorities. This can be achieved through various approaches, including:
- Hosting public meetings in neighborhood parks to encourage community participation.
- Distributing comprehensive surveys to capture a wide range of feedback.
- Conducting site visits to evaluate the condition, accessibility, and usage of existing facilities.
- Organizing open forums where residents can share their opinions and discuss potential projects.
- Interviewing key stakeholders, such as schools, local businesses, and sports organizations, to understand their perspectives and needs.
- Engage Plymouth Township in collaborative planning to identify opportunities for efficiently leveraging the resources of both municipalities.
2. Develop a Formal Sponsorship Program
According to the Recreation Master Plan 2024-2028, the Adopt-A-Park Program was initiated in the early 1980s when the City Recreation Department began collaborating with local service groups to improve the City’s green spaces. This effort contributed to the parks being recognized by the names they are commonly known as today. However, the City currently lacks a formal sponsorship program that could help generate additional funding.
The City’s One-Year Tasks for 2023 included a goal to “review park sponsorship programs,” but no public updates were provided regarding its completion or the results. Additionally, this initiative was not carried forward to the 2024 One-Year Tasks.
3. Develop a Formal Volunteer Program
Currently, several community groups volunteer in our parks, but there is no formal process to guide how to volunteer or clarify what is permitted. Many citizens are eager to contribute but lack the information to get involved. Establishing a formalized volunteer program would engage more residents, provide valuable resources at no cost, strengthen community connections, and streamline the Recreation Department’s efforts in managing individual and group volunteer activities.
4. Create a Long-Term Financial Plan
Develop a dedicated budget for parks and recreation that includes maintenance, program funding, and facility improvements, with annual reviews to ensure sustainability and adaptability. This initiative would serve as the foundation for a comprehensive Long-Term Financial Plan.
Currently, there is no guarantee of a consistent allocation for recreation. A letter from the Finance Director, included in the agenda for the Plymouth City Commission Budget Study Session on April 24, 2006, provides an overview of financial support for recreation from fiscal years 1998/1999 through 2006/2007. Notably, in the 2005/2006 fiscal year, the city discontinued the direct deposit of 0.60 mills into the Recreation Fund and began funding recreation through the General Fund. This shift underscores the need for a more structured and predictable approach to funding recreation in Plymouth.
To read the entire letter click this link.
5. Establish a Regular Assessment Process
A process should be established to regularly evaluate parks and facilities, gather community input, prioritize projects, and create a sustainable maintenance plan. This process would support the annual review of the Long-Term Financial Plan.
6. Pursue Other Funding Source
Apply for state and federal grants dedicated to parks and recreation, identify sponsors for specific projects, leverage crowdfunding platforms, engage volunteers in fundraising campaigns, and explore potential public-private partnerships.
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