Riverside Community Athletic Park Conservancy

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Executive Summary

Riverside Community Athletic Park Conservancy is a nonprofit in Kansas that is renovating and reopening Riverside Athletic Park, a worn-out 14-acre public park with two playing fields, four basketball courts and a field house, as a safe, accessible and welcoming place for the whole neighborhood to play, exercise and gather. The park is owned by the city. Under a 25-year agreement with the city, the Conservancy will raise the money to renovate it and then run it: maintaining the fields and courts, scheduling use fairly, offering youth clinics and free community days and keeping it open to everyone from dawn to dusk.

Riverside Park was once the center of the east side's sports and community life. Today its fields are lumpy and flood after every storm, the lights have been off for years, the restrooms are locked and not accessible to people who use wheelchairs, and the courts have cracks and bent rims. Youth leagues have moved to other parks across town, and neighborhood children, many from families who cannot drive them across the city or pay club fees, have lost their closest place to play. Studies of parks and health suggest that people are more active when there is a safe, well-kept park within walking distance, and that neighborhoods with lower incomes and more people of color often have fewer and poorer-quality parks. A renovated Riverside can change that.

The capital project is a $1.95 million renovation: two regraded natural grass fields with drainage and irrigation, energy-efficient LED lighting shielded to protect neighbors, resurfaced courts, accessible restrooms and a concession building, accessible paths, seating and parking, shade, fencing and safe lighting for walkways, and a 10% contingency. The City has committed $600,000, and we are asking the Heartland Parks and Recreation Foundation for $250,000 toward the field lighting, with the balance coming from a state recreation grant, a community development grant, sponsors, individual donors and volunteer work. If some of these funds are not awarded, we will build the project in phases and say so in our reports.

After the renovation, the park will serve about 60,000 visits in Year 1, which is a partial year while construction is under way, and about 130,000 visits a year by Year 5, with about 4,200 young people in programs. Our operating budget is about $540,500 in Year 1, growing to about $761,000 by Year 5, balanced with a small surplus each year. We have 6 paid staff in Year 1 and 9 by Year 5. Rentals, tournaments and concessions, a city maintenance agreement and recreation contracts, and sponsors and donors cover a growing share, so grants for operations fall from about 73% of our income in Year 1 to about 38% in Year 5.

We are asking the Heartland Parks and Recreation Foundation for a one-time capital gift of $250,000 for the field lighting. This gift is not counted in the operating budget. Other funders and the City cover the rest of the project, so this grant is one part of a shared funding plan.

I am Calvin Reed, the Executive Director, and I played on these fields as a boy. The numbers in this proposal are estimates based on the assumptions listed at the end, not promises.

Company Description

Riverside Community Athletic Park Conservancy is a nonprofit organization in Kansas. We are a 501(c)(3) public charity (or a program of one, through a fiscal sponsor), governed by a volunteer board of directors. We will provide our IRS determination letter, board list and most recent financial statements with this proposal.

Our mission. To restore Riverside Athletic Park as a safe, beautiful and welcoming place where everyone in our neighborhood can play, be active and belong.

What we believe. A park is a shared promise that a neighborhood is worth caring about. Everyone should have a good place to play within walking distance of home, whatever their income, age or ability. A renovated park must serve the people who live around it, not price them out: neighborhood children and families come first. Good design is accessible from the start, with paths, restrooms and seating that work for people of every ability. Public land should stay public, with transparent rules, fair scheduling and open books. Neighbors have a voice in what happens at their park.

How we started. The Conservancy began when a retired coach, a nurse who lives across the street and a neighborhood association president started cleaning up Riverside Park on Saturdays. Over three years, volunteers removed tons of trash, painted the courts' lines, patched backboards and ran a free summer kickball league that grew to 240 children. The neighborhood association surveyed 600 households, and 86% said that fixing the park was their top priority. The city's parks department, which owns the park but has limited funds, invited us to take on the project. This proposal asks for support to renovate the park and to build a staffed Conservancy to run it.

What we will do:
- Renovate the park. A design developed with neighbors, with two regraded grass fields with drainage and irrigation, LED field lighting that is shielded to protect neighbors, resurfaced and repainted courts with new hoops, accessible restrooms and a concession building, accessible paths, seating and parking, shade structures, fencing and safe lighting for walkways, and landscaping that manages stormwater.
- Keep it open to everyone. The courts, paths and playground areas are open to the public from dawn to dusk, free of charge. The fields are open for free community play at set times each week.
- Run fair scheduling. Leagues, schools, community groups and tournaments rent the fields under a published fee schedule. A set share of prime-time hours, at least 30%, is reserved at no or low cost for neighborhood youth leagues, schools and community groups. Local nonprofits use the park free of charge.
- Offer community programs. Youth clinics and leagues, summer camps, free community days, adult walking and fitness groups, senior walking times and neighborhood events.
- Maintain the park. A staff of grounds crew, regular safety inspections, a capital reserve for major repairs and a volunteer corps.
- Keep the park safe. Good lighting and sightlines, park monitors during busy times, cameras at entrances, AEDs and an emergency plan.
- Involve the neighbors. A Neighborhood Advisory Council that reviews schedules, noise, lighting hours and community programs, and meets at least four times a year.

What we do not do. We do not own the park or the land, which belong to the city. We do not displace neighborhood users: community use always has priority. We do not accept sponsorships from tobacco, vaping or alcohol companies, or from any company whose products or advertising are not appropriate for children. We do not promise that any one funding source will be awarded, and we will build in phases if we need to.

How we are run. A nine-member volunteer board of directors oversees the organization and approves the budget each year. The board includes a neighborhood association president, a retired coach, a landscape architect, a nurse who lives near the park, a youth league director, a parks department staff liaison (non-voting), a young adult who grew up playing at the park, a local business owner and a certified public accountant. The Executive Director manages the project and the organization, and an outside accountant reviews our books every year.

Where things stand today. The city has committed $600,000 and signed a letter of intent for a 25-year operating and maintenance agreement. A landscape architecture firm has completed a concept design and cost estimate based on community meetings with more than 300 residents. We have applied for a state recreation grant and a community development grant, and two companies have indicated interest in sponsoring. Before we begin, an attorney will review the use agreement with the city, the construction contracts and our policies.

Problem & Opportunity

Why this project is needed.

Parks and playing fields are basic community infrastructure. Research on public health and parks suggests that people are more physically active when a safe, well-kept park is close to home, and that parks can support mental health, reduce isolation and bring neighbors together. But park quality and access are unequal. National studies by organizations such as The Trust for Public Land and the Centers for Disease Control and Prevention have found that neighborhoods with lower incomes and more residents of color tend to have fewer, smaller and less well-maintained parks. Before we submit, we will add local data.

The gaps we see at Riverside Park:
1. Unsafe playing surfaces. The fields are uneven, have holes and drain poorly, and they flood after storms, so they are unusable much of the year. Uneven fields increase the risk of ankle and knee injuries.
2. No lighting. The field lights have not worked for years, so the park is unusable after dark in fall and winter, when many working parents and teens are free.
3. Inaccessible facilities. The restrooms are locked, the paths have cracks and steep sections, and there is no accessible seating. People who use wheelchairs or walkers cannot use much of the park, and families with strollers struggle.
4. Poor courts. The basketball courts have cracks and bent rims and are often avoided.
5. Perceived safety. Dark, unkempt areas and broken fences make some neighbors feel unsafe. Good lighting, sightlines and activity improve safety.
6. Lost programs. Youth leagues have moved across the city, and the children who live closest cannot easily follow them. Families without cars are cut off.
7. Limited city funds. The city's parks department has a long list of needs and a limited budget, and Riverside has been waiting for years.
8. Stormwater and heat. The park has little shade and poor drainage, which add to flooding and heat in the neighborhood.
9. Fear of displacement. Some neighbors worry that a renovated park will be taken over by outside leagues and tournaments and priced out of reach. A renovation must prioritize the neighborhood.

What the evidence says. Studies of park renovations in several cities suggest that improving a park can increase use and physical activity, particularly when the improvements are accompanied by programs and community involvement. Results vary, and parks are most successful when neighbors help design and run them. We will measure our own results and report them honestly.

How we know people want this. A neighborhood association survey found that most households ranked fixing Riverside Park as their top priority. Our volunteer summer league grew to 240 children. More than 300 residents took part in design meetings.

How we will show the need. Before we submit this proposal, we will add the number of residents within a 10-minute walk of the park, the share who are children and older adults and the share in households with limited income from the U.S. Census Bureau, the park access scores for our neighborhood and for the city from The Trust for Public Land's ParkServe data, the rates of physical inactivity and chronic disease in the neighborhood from the county health department, the number of youth in leagues that left the park and the survey results.

Who benefits first. Residents of the east side neighborhoods within walking distance of the park, including children and teens, families, older adults and people with disabilities, and especially households with limited income and no car. Also the youth leagues, schools and community groups that use the park.

Products & Services

What the grant will pay for and what we will do.

The capital project. Renovate Riverside Athletic Park in phases over about 18 months, using a design developed with neighbors.

1. Design and permits. A landscape architect and engineers complete the final design, soil and drainage studies, an accessibility review and permits, with public meetings. The design follows the Americans with Disabilities Act (ADA) Standards for Accessible Design, local codes and stormwater rules. This stage includes the cost of the design and the permits.

2. Renovate two natural grass fields. Regrade and level the fields, install drainage and an efficient irrigation system, replace the turf and add shade trees. Natural grass keeps costs lower and allows free play.

3. Install field lighting. This is the part of the project that this grant would fund. New LED lights on poles at both fields, designed by a lighting engineer to meet playing standards while shielding light from neighbors' homes and the night sky, with a timer so that lights go off at 9:30 p.m. LED lighting uses much less energy than older lights.

4. Resurface the courts. Repair and resurface the four basketball courts, repaint lines, install new hoops and backboards and add a shaded seating area.

5. Build accessible restrooms and a concession building. A small building with ADA-compliant restrooms, a storage room, a concession counter and an office, connected to water and sewer.

6. Improve accessibility. Replace cracked paths with smooth, wide paths with gentle slopes, add accessible seating at the fields and courts, accessible parking and drop-off and clear signs.

7. Add safety and comfort features. New fencing, shade structures, bleachers, safe lighting for walkways and parking, drinking fountains and trash and recycling bins, with views kept open for good visibility.

8. Manage stormwater and landscaping. Rain gardens and drainage that reduce flooding, native plantings and trees.

9. Contingency. A 10% contingency for unexpected costs.

The operating program. The Conservancy runs the park after each phase opens.

10. Keep the park open. Courts and paths open to the public from dawn to dusk, free. Community play times on the fields every week.

11. Schedule fairly. We publish the schedule and fees. At least 30% of prime-time field hours are reserved at no or low cost for neighborhood youth leagues, schools and community groups. Local nonprofits use the park free of charge. Tournaments and outside rentals pay a fee that helps cover costs.

12. Offer programs. Youth clinics and leagues in soccer, baseball, softball and basketball, summer camps, adult walking and fitness groups, senior walking times, and neighborhood events and free community days. About 1,500 young people take part in Year 1.

13. Maintain and inspect. Our grounds crew mows, aerates, repairs irrigation and inspects playing surfaces and equipment on a set schedule. A capital reserve is set aside every year for major repairs and replacement.

14. Keep it safe. Park monitors during busy times, cameras at entrances, AEDs, an emergency plan and regular safety walks with neighbors and the police.

15. Listen to neighbors. A Neighborhood Advisory Council reviews schedules, noise, lighting hours and programs, and a clear complaint line gets a response within two business days.

How we will measure results. For the capital project, we track the budget, schedule, change orders, accessibility inspections and the share of work done by local and disadvantaged businesses. For the park, we track visits (using counters and sample counts), hours of free community use, hours rented, youth in programs, the share of participants who live within a 10-minute walk, programs by age, accessibility use, injuries and complaints. We survey neighbors before and after the renovation about use, safety and satisfaction. We break results out by age, race and income so that we can find and fix gaps.

Our goals:
- Complete the renovation within about 18 months of the start of construction, within the approved budget, and open the fields in phases.
- Year 1 (a partial year): about 60,000 visits and about 1,500 young people in programs.
- By Year 2: about 100,000 visits a year, and the park fully open.
- At least 30% of prime-time field hours reserved at no or low cost for neighborhood use, every year.
- 100% of public areas meet the ADA Standards for Accessible Design.
- At least 70% of surveyed neighbors say the park is safer and more welcoming after the renovation.
- At least 50% of program participants live within a 10-minute walk of the park.
- At least 90% of surveyed users say the park is clean, safe and fair to neighbors.
These are goals, and we will report our real results to the Foundation, including where we fall short. We do not promise that any one funding source will be awarded.

Market Analysis

Who we serve and how many.

The people. Residents of the east side neighborhoods around Riverside Park, and visitors from across the city. The park serves children and teens, families, older adults, people with disabilities, youth leagues, schools and community groups. We focus on households within a 10-minute walk, especially households with limited income and no car, and we welcome everyone.

Where we work. Riverside Athletic Park, a 14-acre city park on a bus line, with two playing fields, four basketball courts, a field house, a playground and parking.

How many we will reach:
- Year 1 (a partial year during construction): about 60,000 visits and about 1,500 young people in programs.
- Year 2: about 100,000 visits and about 2,400 young people in programs, with the park fully open.
- Year 3: about 110,000 visits and about 3,000 young people in programs, with a second Grounds and Maintenance Crew Lead.
- Year 4: about 120,000 visits and about 3,600 young people in programs, with a second Community Programs Coordinator.
- Year 5: about 130,000 visits and about 4,200 young people in programs, with a second Rentals and Events Coordinator.
Over five years we expect about 520,000 visits and about 14,700 young person-years in programs. Many people visit more than once.

Who else benefits:
- Neighbors. A cleaner, safer, better-lit park and a place to meet, with a say in how it is run.
- Youth leagues, schools and community groups. A good place to practice and play close to home, at fair prices.
- Older adults and people with disabilities. Accessible paths, restrooms and seating, and a place for gentle exercise.
- Local businesses. More visitors for concessions, supplies and nearby shops, and chances to sponsor.
- The city. A restored public asset that is maintained by a partner, with reduced pressure on city staff and budgets.
- The environment. Better drainage and stormwater management, shade and trees, and energy-efficient lighting.

How we will size the need before we submit. We will add the population within a 10-minute walk of the park, the number of children and older adults, the share in households with limited income, the park access scores and the number of youth in leagues that left the park. These come from the U.S. Census Bureau, The Trust for Public Land, the city parks department and the neighborhood association survey.

Competitive Landscape

Other places people can play, and how we fit.

- Other city parks. Several parks across the city have good fields and courts, and many of them are a bus ride or a drive from our neighborhood. Many families without cars cannot reach them. Riverside gives the east side its own park, and we coordinate with the parks department to avoid duplicating programs.
- School fields and gyms. Schools have fields and courts, usually open only for school use. We make agreements for shared use and offer a public alternative on weekends and evenings.
- Private clubs and fitness facilities. They offer high-quality facilities for a fee. Many neighbors cannot afford them. Riverside is free for public use and affordable for leagues.
- Recreation centers. Some provide indoor courts and programs. We partner and coordinate schedules, and offer outdoor fields and space.
- The city's own park maintenance. The city maintains parks to a basic standard with limited staff. Our Conservancy adds staff, programs and a capital reserve at Riverside through a written agreement, and does not replace the city.
- Other park conservancies and friends groups. Some operate in other cities, often in larger and wealthier parks. We learn from them and share what we learn.

The gap we fill. In our neighborhood, no other organization is restoring a full athletic park with accessible facilities, lighting and courts, and then running it for the community with priority for neighborhood use, free public access, fair scheduling and a Neighborhood Advisory Council.

Our partners:
- The city parks department, which owns the park, has committed $600,000 and will sign a 25-year operating and maintenance agreement.
- The neighborhood association, which surveyed residents, helps with design and outreach and appoints members of the Neighborhood Advisory Council.
- Youth leagues, schools and the local school district, which use the park and may sponsor programs.
- A landscape architecture firm and engineers who prepared the concept design.
- The county health department, which supports walking and fitness programs.
- Local businesses and a community foundation, which sponsor and donate.

Marketing & Sales Strategy

How neighbors, users and supporters will find us and how we keep them engaged.

Reaching neighbors:
- The neighborhood association. Its newsletter, meetings and block captains tell residents about the project and invite them to meetings.
- Design meetings and walks. Open meetings at the park, in English and Spanish, with food and childcare, and walking tours to see the problems and ideas on site.
- Door-to-door and text outreach. Volunteers talk with residents, particularly older adults and people without internet.
- Schools, churches and libraries. Flyers and announcements through trusted institutions.
- A simple website and a text number in English and Spanish, with project updates, schedules and a way to ask a question or make a complaint.
- Signs at the park and groundbreaking and ribbon-cutting events.

Reaching users:
- Youth leagues, schools and community groups receive a published schedule and fee sheet, and meet with the Rentals and Events Coordinator.
- Neighborhood residents can use the park at any time without a reservation, except for scheduled rentals, and community play times are posted.
- Programs are promoted through schools, community partners and word of mouth.

Making it easy to take part:
- The park is open from dawn to dusk, free of charge, with no reservation for public use.
- Community programs are free or low-cost, with scholarships so that no child is turned away.
- Paths, restrooms and seating are accessible, and signs and materials are in English and Spanish.
- A clear schedule shows when fields are open for free community play.

Keeping neighbors engaged:
- A Neighborhood Advisory Council meets at least four times a year with the Executive Director, reviews schedules, noise, lighting hours and programs and reports to the board.
- A volunteer corps for cleanups and plantings, and a Friends of Riverside Park group.
- Annual reports and tours that show how money was spent.

Reaching supporters:
- Sponsors can support lights, courts, a program or an event, with recognition at the park and in publications. We do not accept tobacco, vaping or alcohol sponsorship.
- Individual donors, including neighbors, can give to the project and are recognized, with no gift required to use the park.
- We share progress with funders every quarter during construction and twice a year after, as totals and photos with permission.

Outreach budget. Booking system, marketing and communications are about $8,000 a year in Year 1, growing about 4% a year. Community programs, free access days and events are about $24,000 a year. Entrance and wayfinding signs, a donor recognition wall, the booking website and branding are paid for once from startup money ($12,000).

Operations Plan

How the project and the park will be run.

Capital project timeline (about 18 months):
- Months 1 to 4: Final design, soil and drainage studies, accessibility review, permits and public meetings. Attorney review of the use agreement with the city, the construction contracts and our policies. Public bidding.
- Months 5 to 8: Phase 1: regrade and drain Field 1, install irrigation, install the field lighting for Field 1 and repair the main paths. The remaining fields and courts stay open or are scheduled to minimize disruption.
- Months 9 to 12: Phase 2: Field 2, field lighting for Field 2, courts resurfacing and restroom and concession building foundations.
- Months 13 to 18: Phase 3: restroom and concession building, accessible paths, seating, parking, shade, fencing, landscaping and final inspections. Ribbon-cutting.
Operations begin in phases as each part opens, and the Conservancy staff is hired in the first months of Year 1.

Procurement and construction. We follow the City's rules for public projects. The project is publicly bid, and contracts are awarded to the lowest responsible bidder, with a preference for local and disadvantaged businesses where the law allows. Contractors must carry insurance and performance and payment bonds, and a professional construction manager oversees the work. If federal funds are used, the project follows federal requirements, including prevailing wage standards and environmental review, and those funds are paid on a reimbursement basis. The architect certifies each payment, and the board reviews all change orders. A 10% contingency covers unexpected costs, and any change over $10,000 requires board approval.

Design standards. The design follows the Americans with Disabilities Act Standards for Accessible Design, local building and fire codes, stormwater rules and the standards of the sports it serves. The lighting is designed by a lighting engineer to meet playing standards and to limit glare and light spill onto neighbors' homes, with shielded fixtures and a timer that turns lights off at 9:30 p.m. Playing surfaces are designed to current safety guidance for drainage and slope.

Equipment. We buy about $60,000 of operating equipment once at the start: a used tractor, mowers, aerator and field maintenance attachments ($32,000), line marking machines, field drags, goals, nets, bases and portable fencing ($12,000), scoreboards, a public address system and portable bleachers ($8,000), three automated external defibrillators and first aid stations ($4,000) and tables, chairs, tents and event equipment ($4,000). After Year 1, we set aside about $8,000 to $12,000 a year to replace and add equipment. Field and court maintenance is about $60,000 a year in Year 1, and utilities about $40,000.

Staffing. In Year 1: an Executive Director, a Facility Manager, a Grounds and Maintenance Crew Lead, a Rentals and Events Coordinator, a Community Programs Coordinator and a part-time Program Coordinator. A second Grounds and Maintenance Crew Lead joins in Year 3, a second Community Programs Coordinator in Year 4 and a second Rentals and Events Coordinator in Year 5.

Safety and security. Park monitors are on duty during busy times and events. Cameras are placed at entrances and parking areas. Lighting and landscaping follow principles of crime prevention through environmental design. We hold regular safety walks with neighbors and the police. Staff and volunteers who work with children pass a background check. Every field and the field house have an AED, first aid kits and an emergency action plan, practiced each season. In an emergency, staff call 911. We follow heat safety guidelines for programs and events, with shade, water and adjusted schedules, and we close fields when they are unsafe. Security, safety and park monitoring is about $14,000 a year in Year 1.

Fair use. We publish a schedule and fee sheet. At least 30% of prime-time field hours are reserved for neighborhood use at no or low cost. Local nonprofits use the park free. Public areas are never closed for private events beyond the scheduled field, and tournaments must provide parking and trash plans and respect noise and lighting limits. We do not displace neighborhood users.

Sponsorship and naming. A written policy governs naming rights and sponsorship. Sponsors may not control programs, schedules or park rules. We do not accept sponsorship from tobacco, vaping or alcohol companies. Naming rights are time-limited and require board and city approval.

Maintenance and reserves. A capital reserve of about $30,000 a year in Year 1, growing about 10% a year, is set aside for major repairs and replacement, such as resurfacing, lighting and irrigation. The city and Conservancy agree on a long-term maintenance plan.

Insurance. We carry property, general liability, event liability and non-owned auto liability insurance, and workers' compensation. Insurance is about $26,000 a year in Year 1. Contractors carry their own insurance, naming the city and the Conservancy as additional insureds.

Privacy and records. Participant and rental information is kept in a secure system and shared only as needed or as the law requires. We report results to funders as totals. Grant money is tracked separately, capital funds are tracked by project and source, and an outside accountant reviews our books every year.

Management & Organization

Who leads the organization.

Calvin Reed, Executive Director. Calvin leads the organization and the project, raises money, manages the relationship with the city, the design team and the contractor, supervises staff and reports to the board. He worked 15 years in park and facility management for a city parks department and a university, played on these fields as a boy and helped start our volunteer cleanups. Planned salary: $64,000 a year.

Facility Manager. Manages day-to-day operations, safety, scheduling, maintenance planning and the grounds crew, and works with the contractor during construction. Must have experience in facility or parks management. Planned salary: $52,000 a year.

Grounds and Maintenance Crew Lead. Leads the care of fields and courts, equipment and irrigation, and supervises seasonal workers and volunteers. Must have experience in turf and grounds care. One in Years 1 and 2 and two from Year 3, at a planned salary of $46,000 each.

Rentals and Events Coordinator. Handles bookings, the fee schedule, tournaments, concessions and community events, and relationships with leagues and schools. One in Years 1 to 4 and two in Year 5, at a planned salary of $44,000 each.

Community Programs Coordinator. Plans and runs youth clinics, camps, free community days and walking and fitness groups, and works with schools and neighborhood groups. One in Years 1 to 3 and two from Year 4, at a planned salary of $42,000 each.

Program Coordinator (part-time). Handles registration, volunteers, communications and records, about 25 hours a week. Planned pay: $26,000 a year.

Pay figures include payroll taxes and workers' compensation insurance.

Staff in each year: 6 paid staff in Years 1 and 2 (five full-time and one part-time), 7 in Year 3, 8 in Year 4 and 9 in Year 5. Seasonal workers and volunteers are counted separately.

The capital project team. A landscape architecture firm, civil and lighting engineers and a professional construction manager, hired through a public process, plus a general contractor selected through public bidding.

Volunteers. About 150 volunteers a year for cleanups, plantings and events. Volunteers who work with children pass a background check, and all sign a waiver.

The board. A nine-member volunteer board approves the budget and the project, reviews results and finances quarterly and helps raise money. Board members serve three-year terms. The board's certified public accountant chairs the finance committee, and its landscape architect advises on design, though the firm they work for may not bid on the project. The parks department liaison is a non-voting member.

People who help us. An outside accountant who reviews our books every year, an attorney who reviews the use agreement with the city, construction contracts and policies, an insurance agent who understands parks and events and a Neighborhood Advisory Council that meets at least four times a year.

Training. Staff complete training in facility safety, first aid, CPR and AED use, child safety and emergency response before the park opens, and again each year.

Money management. Grant money and capital funds are tracked separately for each funder and project. The Executive Director and a board member must both approve any payment over $2,500, and the board approves any change order over $10,000.

Milestones Narrative

Our goals for each year and how we will measure them.

- Year 1: Begin construction and open the park in phases, with about 60,000 visits and about 1,500 young people in programs, and complete phases 1 and 2. A balanced operating budget of about $540,500, with a small surplus of about $18,500. 6 paid staff.
- Year 2: Finish construction, hold a ribbon-cutting and open the park fully, with about 100,000 visits and about 2,400 young people in programs. A balanced operating budget of about $559,500, with a small surplus of about $17,300. 6 paid staff.
- Year 3: Reach about 110,000 visits and about 3,000 young people in programs, adding a second Grounds and Maintenance Crew Lead. A balanced operating budget of about $627,000, with a small surplus of about $16,300. 7 paid staff.
- Year 4: Reach about 120,000 visits and about 3,600 young people in programs, adding a second Community Programs Coordinator. A balanced operating budget of about $692,000, with a small surplus of about $16,000. 8 paid staff.
- Year 5: Reach about 130,000 visits and about 4,200 young people in programs, adding a second Rentals and Events Coordinator, with rentals, city agreements and sponsors covering about 62% of our operating budget. Report five years of results. A balanced operating budget of about $761,000, with a small surplus of about $15,400. 9 paid staff.

What we measure:
- For the capital project: budget, schedule, change orders, accessibility inspections, funds received by source and the share of work done by local and disadvantaged businesses.
- For the park: visits, hours of free community use, hours rented, youth and adults in programs and the share who live within a 10-minute walk.
- Surveys of neighbors and users on safety, cleanliness, fairness and satisfaction, before and after the renovation.
- Injuries, incidents and complaints, and how they were resolved.
- Operating revenue by source, the capital reserve balance and the cost per visit.
- Results by age, race and income so that we can find and fix gaps.

How we review results. The Facility Manager reviews safety and maintenance every week. The board reviews the capital project every month and operating results every quarter. Twice a year, the Neighborhood Advisory Council reviews results and we change what is not working. We share results with funders, the city and neighbors. Every number in this plan is a goal, and we will report what really happens.

Funding Request

What we are asking for, and how the money will be used. Our request: $250,000 from the Heartland Parks and Recreation Foundation as a one-time capital gift toward the field lighting, for the construction period starting in July 2027.

The request is spread across this budget line:
- Construction: Field lighting for two fields (energy-efficient, shielded LED lights, poles, wiring and controls), $250,000 (other funds add $90,000 to the $340,000 total cost of the lighting).

This capital gift is not counted in the operating budget below.

The capital project budget. The total cost of the renovation is about $1,950,000:
- Design, engineering and permitting: $150,000.
- Two natural grass fields with drainage and irrigation: $480,000.
- Field lighting for two fields: $340,000.
- Court resurfacing and new hoops: $120,000.
- Accessible restrooms and concession building: $310,000.
- Accessible paths, seating and parking: $180,000.
- Fencing, bleachers, shade and walkway lighting: $140,000.
- Parking, drainage and landscaping: $100,000.
- Contingency (10%): $130,000.

Where the capital money comes from. City capital funds $600,000 (committed); a state recreation grant $400,000 (applied for; these programs often match half of the cost and reimburse costs after they are paid, with environmental review); a federal community development grant passed through the city $200,000 (applied for; with prevailing wage and reporting requirements); this request $250,000; corporate naming rights and sponsors $250,000; individual donors and fundraising events $150,000; and volunteer labor and donated materials valued at $100,000. These add up to $1,950,000. If some funds are not awarded, we will build the project in phases, starting with the fields, lights and accessible restrooms, and tell funders what we changed.

The operating budget. After renovation, the Conservancy runs the park.

Year 1 budget: about $540,500 (operations only, not the renovation), planned to balance with a small surplus (about $18,500 after the yearly wear on equipment). Year 1 money coming in: grants for operations and programs $395,500, field and facility rentals, tournaments and concessions $45,000 (a partial year), the city maintenance agreement and recreation contracts $60,000 and sponsors, naming rights and donations $40,000. Year 1 costs: Executive Director $64,000; Facility Manager $52,000; Grounds and Maintenance Crew Lead $46,000; Rentals and Events Coordinator $44,000; Community Programs Coordinator $42,000; Program Coordinator $26,000; utilities about $40,000; field and court maintenance about $60,000; capital reserve and major repairs about $30,000; community programs about $24,000; insurance about $26,000; security, safety and park monitoring about $14,000; concessions and event costs about $18,000; booking system, marketing and communications about $8,000; evaluation, accounting and administration about $16,000; and about $19,600 a year for the wear on equipment.

How we planned operating income. Rentals, tournaments and concessions grow from about $45,000 in Year 1, when part of the park is closed for construction, to about $230,000 by Year 5. The city agreement and recreation contracts pay for part of the maintenance and programs, from about $60,000 to about $120,000. Sponsors, naming rights and donations grow from about $40,000 to about $120,000. These amounts are planning estimates, not promises. Payments often arrive after we bill, so we plan for about $43,240 owed to us at the end of Year 1. We plan for operating grants to cover the gap if rentals are slower to build.

One-time startup costs for operations. Startup costs of $103,000 are paid once from startup money, not from the yearly budget: $60,000 of equipment (maintenance equipment, line marking and field equipment, scoreboards, AEDs and event equipment), $8,000 for the opening supply of field paint, seed, fertilizer and concession supplies, $5,000 for event permits and concession health permits, $10,000 for an attorney's review of the use agreement with the city, rental and tournament policies, naming rights policy, waivers and insurance and for accounting setup, $12,000 for entrance and wayfinding signs, a donor recognition wall, the booking website and branding, and $8,000 for background checks, staff safety training and the first insurance payment.

How we got our startup number. The Funding Need Calculator in this plan adds the operating startup costs ($103,000), the cash we need to cover the wait for the first payments (about $12,700) and a cash cushion of about $127,500, which is about three months of Year 1 operating costs. That comes to $243,500. We start with $40,000 of our own savings and $230,000 in startup support for operations from a community foundation and local businesses, $270,000 in all, which covers that amount. Construction costs are funded separately through the capital project budget above.

The next five years. Our operating budget grows from about $540,500 in Year 1 to about $761,000 in Year 5. Operating grants are planned at $395,500, $279,500, $272,000, $279,000 and $291,000 in Years 1 to 5. Rentals, tournaments and concessions grow from $45,000 to $230,000, city agreement and recreation contracts grow from $60,000 to $120,000 and sponsors, naming rights and donations grow from $40,000 to $120,000. We add a second Grounds and Maintenance Crew Lead in Year 3, a second Community Programs Coordinator in Year 4 and a second Rentals and Events Coordinator in Year 5. Operating grants fall from about 73% of our income in Year 1 to about 38% in Year 5.

Savings. We plan to keep several months of costs in savings. The lowest year-end balance in the plan is about $197,300, at the end of Year 1.

After the grant. Our plan is for rentals, the city agreement and sponsors to carry most of the cost of operating the park, so that it does not depend on grants in the long run. The capital reserve grows every year so that the park can be maintained and renewed without a new campaign. Free public use and priority for neighbors will never be traded for revenue.

Risks and how we will handle them:
- Construction costs rise or funds are not awarded. We use a 10% contingency, bid publicly, phase the work and tell funders what we changed.
- Delays in federal or state reimbursement. We plan cash flow carefully, keep a cash cushion and use a line of credit from the community foundation if needed.
- Neighbors worry about noise, lights or crowds. We shield the lights, turn them off at 9:30 p.m., set clear tournament rules, meet quarterly with the Neighborhood Advisory Council and respond to complaints in two business days.
- Neighbors are displaced by outside users. We reserve at least 30% of prime-time hours for neighborhood use at no or low cost and report on it every year.
- A safety incident. We have AEDs, an emergency plan, trained staff, park monitors, insurance and a clear process for 911.
- Rental income is slower than planned. We build the operating budget with conservative rental numbers, ask the city and sponsors for multiyear support and keep operating grants available.
- The park is not maintained. A capital reserve, a written maintenance plan with the city and a grounds crew keep the park in shape.
- A grant ends. We keep savings and grow rental, city and sponsor income each year.

If you are just starting. A new organization can begin before it has its own 501(c)(3) status through a fiscal sponsor: an established nonprofit that receives grants for you and passes them to your project, usually for a fee (commonly around 5% to 10% of the grant, sometimes more; ask before you agree). Another way is to start smaller: repair one court and one field, install a few lights, and run a free summer league with volunteers, tracked carefully. Strong results from a small start make larger grants easier to win.

Appendix Notes

Documents to attach with this proposal:

- Your IRS 501(c)(3) determination letter, or your fiscal sponsor agreement.
- Your most recent financial statements and your current year budget.
- A list of your board members and what each one does.
- The letter of intent or agreement with the city for the 25-year operating and maintenance agreement, and the city's commitment letter for $600,000.
- The concept design, site plan, cost estimate and the landscape architect's and engineers' credentials.
- The lighting engineer's design and a statement on shielding and hours of use.
- The accessibility review and a statement that the design follows the ADA Standards for Accessible Design.
- The capital campaign budget by source, with the status of each source (committed, applied, planned).
- Letters of support from the neighborhood association, leagues, schools and sponsors, and the survey results.
- Your fair use policy, schedule and fee sheet, naming rights and sponsorship policy and volunteer waiver.
- Your emergency action plan, safety and security plan and maintenance plan.
- Proof of property, liability and event insurance, or quotes, and the construction insurance and bonding requirements.
If you don't have any of this yet, no worries - let's continue.

The assumptions behind our numbers (change them in the Financials section to match your own):
- Operating Grant Revenue: $395,500 in Year 1, then $279,500, $272,000, $279,000 and $291,000. The $250,000 capital request is separate and is not included.
- Field and Facility Rentals, Tournaments and Concessions: $45,000 in Year 1 (a partial year during construction), then $130,000, $170,000, $200,000 and $230,000.
- City Maintenance Agreement and Recreation Contracts: $60,000 in Year 1, growing to $120,000.
- Sponsors, Naming Rights and Donations: $40,000 in Year 1, growing to $120,000.
- Visits: about 60,000 in Year 1, then about 100,000, 110,000, 120,000 and 130,000. Young people in programs: about 1,500, then 2,400, 3,000, 3,600 and 4,200.
- Pay (a full year, per person, including payroll taxes and workers' compensation): Executive Director $64,000, Facility Manager $52,000, Grounds and Maintenance Crew Lead $46,000 (one in Years 1 and 2, two from Year 3), Rentals and Events Coordinator $44,000 (one in Years 1 to 4, two in Year 5), Community Programs Coordinator $42,000 (one in Years 1 to 3, two from Year 4), Program Coordinator (part-time) $26,000.
- Other yearly operating costs in Year 1: Utilities $40,000, Field and Court Maintenance $60,000, Capital Reserve and Major Repairs $30,000, Community Programs $24,000, Property, Liability and Event Insurance $26,000, Security, Safety and Park Monitoring $14,000, Concessions and Event Costs $18,000, Booking System, Marketing and Communications $8,000, Evaluation, Accounting and Administration $16,000. These grow between 4% and 10% a year.
- Operating equipment: $60,000 at the start, then $8,000 to $12,000 a year.
- Operating startup costs: $103,000, paid once from $270,000 in startup money. Construction is funded separately through the $1,950,000 capital budget.
- About 8% of each year's income is still owed to us at year end.
- Tax: none, as a nonprofit.
- Every dollar amount is an estimate. Replace them with your own quotes and real budget.

Startup Costs