Term Paper on "To Introduce Various Types of Funding Crucial to Operating Recreation and Leisure Studies"

Term Paper 7 pages (1925 words) Sources: 5 Style: APA

[EXCERPT] . . . .

Recreation and Leisure

Introduction Of Various Types Of Funding Crucial To Operating Recreation And Leisure Studies

The objective of this work is to introduce various types of funding crucial to operating recreation and leisure agencies. The first section of this work is a reflection on fundraising requirements for children participating in extracurricular activities. Secondly, this work will discuss a leisure agency and describe the income courses of the agency. A revenue structure graph will be created with the details behind the funding sources.

Fundraising - Reflection on Requirements of Fundraising for Participation

Fundraising has traditionally been a part of children's participation in extracurricular activities such as youth sports. In fact, there has never been a question of whether fundraising would take place or not as it is simply a given or assumed as part of the youth sports participation process. Fundraising may be in the form of selling candy bars, calendars, or raffle tickets. Fundraising may also take the form of bake sales, marathon runs with sponsors and even sponsored bike rides with the sponsor paying the participant per mile that recorded covered on the bicycle during the ride. Fundraising is an inherent part of youth sports and other extracurricular activities and has been for a very long time. Fundraising takes place for reasons that are clearly good reasons. First, participation in extracurricular activities or youth sports requires that each child have a uniform, shoes, safety-gear, and other various items that are required for same and healthy participation in the youth sport or activity. Many children come from families that have several more children who also participate in youth sports or extracurricular activities. It widely acknowledged among parents and educators that multiple child participation in extracurricular sports or activities may very well strain the budget of any household. That fact established one must consider secondly, the households who are poverty index households and how the children of these families will participate if not for fundraising. Fundraising provides the benefit of participation to children who otherwise would not have the opportunity to join in the extracurricular activities or youth sports by allowing these children to help their team raise funds for uniforms, cleats, hats, and the myriad of required items to participate. Fundraising allows children the opportunity to assist in paying for uniforms and allows the child to build a sense of responsibility. Furthermore, it allows a way for children from multiple-child homes or from homes who are income poverty level to participate whereas otherwise the way would be barred due to monetary factors. In order for one to understand the importance of fundraising to youth sports and extracurricular activities, one must simply consider to the many superstars who would have never been born in the world of sports because they would have not had the funds necessary for participation. Other solutions for fundraising without so many activities in fundraising has traditionally been charging a small admission to the sports events and concessions stands being operated for the resulting income. Concession stands typically bring in a substantial income for the youth sports league in that the products purchased for the concession stand in terms of foods and beverages since these items are obtained at wholesale-bulk price. While there is a small bill for electricity and lighting for the concession stand but labor is free because parents take turns working in the concession stand during the sports events. Because of this the teams and the league nets a hefty profit from concession stand sales which greatly assist the league in operation and provision of items needed by the children who participate in the sports event or extracurricular activity.

II. Oregon State Park and Recreation Master Plan

The agency chosen for review in this work is the Park and Recreation Board for the state of Oregon. The 'Vision and Goals' set out for Park and Recreations in the State of Oregon are as follows:

Vision: To establish a well functioning and well-maintained park system that enhances the quality of life by offering a diversity of recreation opportunities for people of all ages and needs.

Goals: Goals are set out by the department including the importance of creating a better 'quality of life' stating the importance of 'financial solvency' and 'developing a sense of community' and doing so in a 'safe environment' that is 'well-maintained'. Stated as well is a need for 'diverse programs' and 'facilities for equity' with a focus on 'community needs'. These provisions are to be in the nature of 'efficiency and collaboration' with 'long-range and flexible planning'. Finally listed are: "Education, Preservation, Accessibility" and "Environmental Advocacy and Stewardship." (Our Parks Future Master Plan, 2003)

The planning process is inclusive of four basic phases which are those of:

Inventory of Existing Conditions;

Evaluation of Community Needs;

Development of Policies and Draft Recommendations;;and

Development of Action Plan and Financing Strategies. (Our Parks Future Master Plan, 2003)

An advisory committee or the "Citizen Advisory Committee (CAC)" which is an eleven-member committee has provided the guidance for the master planning process over a fifteen-month period. Public involvement is assured through: (1) staff workshops; (2) open houses; (3) newsletter surveys; (4) website surveys; (5) survey of organized sports providers; (6) Community-wide workshops; and (7) a random household survey. (Our Parks Future Master Plan, 2003)

The North Clackamas Parks and Recreation District can be viewed in Appendix a of this work. There are five neighborhood planning sub-areas forming the District including the sub-areas of: (1) Milwaukie; (2) Oak Lodge; (3) Oatfield; (4) Southgate/Town Center; and (5) Sunnyside. The Organizational Structure of North Clackamas Parks and Recreation District may be viewed in Appendix B of this work. The organizational structure includes the central offices of the District Director, the County Administrator, and Clackamas County Board of 'Commissioners. In the spring of each year, the upcoming annual budget must be approved by the District Budget Committee and then requires adoption mid-year by the District Board of Directors. The chart in Appendix C illustrates the Operating Budgets for Fiscal years 1998-1999 and 2001-2002 adopted budgets for North Clackamas Parks and Recreation District.

In FY 1998-1999 the Operating Budget was set at $12,610.508 with a General Fund Budget set at $5,432,652. The FY budget for 1999-2000 was set at $27,120,710 and $5,802,035 allocated to the General Fund Budget. The operating budget experienced a decrease to $11,191,774 in 2000-2001 and slightly increase in FY 2001-2002 to $12,208,542. The Adopted Budget for 2001-2002 Revenue by Fund is listed in Appendix C - Table Two. The General Fund is the "principal operating fund for the District" with most of the money being derived from taxes on property, charges and fees on services, as well as contributions, grants and interest income. Property taxes are 50% of the General Fund Budget. The Capital Projects Fund is utilized for financing capital improvements and is stated to derive the largest part of its money from System Development Charges (SDCs). The Nutrition and Transportation Fund is a special revenue fund specifically to benefit the Milwaukie Center through support from user charges, fundraising and grant sources and receives no direct tax support from the General Fund. The General Fund does however, pay some of the overhead costs for the center. The 'Debt Service' fund makes payment on the annual debt of the District on existing bonds which revenue was used for improvements and parks and for constructing the Aquatic Park. The Fixed Asset Capital Replacement Fund makes allocation for replacing existing fixed assets in the District with a policy of allocation of 1% of the General Fund revenue for the capital replacement fund program. The General Fund Revenue Sources include; (1) Taxes; (2)_ Fees and Charges; (3) Fund Balance; (4) Cooperative Financing; (5) Grants; (6) Interest; (7) Contributions; and (8) Transfer-in which totaled $6.077,753 for 2001-2002. (See Appendix C: Table 3) Expenditures by the District include 30% of the total for the Aquatic Park, 19% for the Contingency Fund, 12% for the Milwaukie Center, 12% for the Debt Service,. Administrative Services, Allocated Charges are 9% and 4% respectively. Park Services accounts for 8% of the budget, Recreation and Leisure counts for 5% of the total and Planning and Community Involvement account for 1% of the total budget. Shown in Appendix C: Table Four is the Revenue Rate by Program Area FY 2000-01 Audited Financial Report for North Clackamas Parks and Recreation District. This chart lists the direct expense, overhead cost, total expense, revenue and revenue recovery rate for: (1) the Aquatic Park; (2) Recreation and Leisure; (3) Milwaukie Center; (4) MC Nutrition Program; (5) MC Transportation Program and (6) Park Services. The total direct expense for these location combined is stated at $3,385,053 while the combined total overhead expense is stated at $1,108,856 with the total combined expense stated to be $4, 493,909. The Park Services spends an approximate amount of $4,623 per acre of land developed. The list of locations and approximate cost per acre is shown in Appendix C: Table Six. Table Seven in Appendix C summarizes… READ MORE

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