TY - JOUR
T1 - Understanding the agency-foundation relationship
T2 - The role of nonprofit foundations in delivering local park and recreation services
AU - Pitas, Nicholas Andrew
AU - Powers, Samantha
AU - Mowen, Andrew Justin
N1 - Funding Information:
Funding: This research was funded by the National Recreation and Park Association.
Publisher Copyright:
© 2021, Sagamore Publishing LLC. All rights reserved.
PY - 2021/11/1
Y1 - 2021/11/1
N2 - Executive Summary Inadequate funding is a common and longstanding concern for local public park and recreation agencies. Traditionally, these services are funded predominantly through tax-based allocations, supplemented by other streams such as earned rev-enue, dedicated levies, and sponsorship agreements. Cost-cutting measures such as outsourcing, overall staffing reductions, and an increasing reliance on a part-time workforce have also become increasingly common in the context of local park and recreation service delivery. Partnership with nonprofit organizations represents another potential strategy to adequately fund local park and recreation services. Partnerships between local park and recreation agencies and nonprofit park and recreation foundations have a long history, and help support local park and recreation agencies in a variety of capacities. Their importance may also be growing as a function of the decline in tax-based support and earned revenue due to both the Great Recession and the global COVID-19 pandemic. Such partnerships are not unique to local parks and recreation however, and are common—and widely studied—at the national and transnational level. Despite their importance to local park and recreation service delivery, and the established body of knowledge examining these partnerships at the national and transnational level, the local agency-foundation relationship remains understud-ied. In this manuscript we begin to address this gap by providing a clearer picture of the agency-foundation relationship, and identifying strategies for how local park and recreation agencies can most effectively leverage these partnerships. To do so, we employ a qualitative research method, interviewing leaders from both local public park and recreation agencies and nonprofit park foundations. Results illustrate a variety of motivations for initiating an agency-foundation relationship (funding/capacity, deteriorating conditions, and equity), as well as a number of distinct benefits of such a partnership (increased operational capacity, advocacy and outreach, expertise, and non-governmental status). Respondents also identified various characteristics of a successful agency-foundation relation-ship (effective communication, clear roles and responsibilities, strong connec-tions, and flexibility/responsiveness), and challenges to success (competition for scarce resources, and equity). Based on these results, we propose several strategies to help local park and recreation agencies maximize these partnerships (commu-nicate frequently and with purpose, build relationships, formalize ties, and strive for equitable outcomes).
AB - Executive Summary Inadequate funding is a common and longstanding concern for local public park and recreation agencies. Traditionally, these services are funded predominantly through tax-based allocations, supplemented by other streams such as earned rev-enue, dedicated levies, and sponsorship agreements. Cost-cutting measures such as outsourcing, overall staffing reductions, and an increasing reliance on a part-time workforce have also become increasingly common in the context of local park and recreation service delivery. Partnership with nonprofit organizations represents another potential strategy to adequately fund local park and recreation services. Partnerships between local park and recreation agencies and nonprofit park and recreation foundations have a long history, and help support local park and recreation agencies in a variety of capacities. Their importance may also be growing as a function of the decline in tax-based support and earned revenue due to both the Great Recession and the global COVID-19 pandemic. Such partnerships are not unique to local parks and recreation however, and are common—and widely studied—at the national and transnational level. Despite their importance to local park and recreation service delivery, and the established body of knowledge examining these partnerships at the national and transnational level, the local agency-foundation relationship remains understud-ied. In this manuscript we begin to address this gap by providing a clearer picture of the agency-foundation relationship, and identifying strategies for how local park and recreation agencies can most effectively leverage these partnerships. To do so, we employ a qualitative research method, interviewing leaders from both local public park and recreation agencies and nonprofit park foundations. Results illustrate a variety of motivations for initiating an agency-foundation relationship (funding/capacity, deteriorating conditions, and equity), as well as a number of distinct benefits of such a partnership (increased operational capacity, advocacy and outreach, expertise, and non-governmental status). Respondents also identified various characteristics of a successful agency-foundation relation-ship (effective communication, clear roles and responsibilities, strong connec-tions, and flexibility/responsiveness), and challenges to success (competition for scarce resources, and equity). Based on these results, we propose several strategies to help local park and recreation agencies maximize these partnerships (commu-nicate frequently and with purpose, build relationships, formalize ties, and strive for equitable outcomes).
KW - Funding
KW - Local parks and recreation
KW - Neoliberalism
KW - Nonprofit organization
KW - Public-private partnership
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U2 - 10.18666/JPRA-2021-10839
DO - 10.18666/JPRA-2021-10839
M3 - Article
AN - SCOPUS:85115370070
SN - 0735-1968
VL - 39
SP - 1
EP - 19
JO - Journal of Park and Recreation Administration
JF - Journal of Park and Recreation Administration
IS - 4
ER -