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    July 13 2021 East Grand Forks Parks & Rec Fundraising Opportunity Analysis Presentation

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    Joe Bowen
    The document provides an overview and findings of a feasibility study conducted for the City of East Grand Forks Parks & Recreation department regarding a potential fundraising campaign. Key findings included the identification of potential campaign leaders, general community support for parks and recreation but dissatisfaction with certain facilities, and the view that improving existing infrastructure was more important than new elements. Challenges noted were the lack of a lead $1M+ investor and concerns about the plan's focus on hockey. Recommendations centered on advocating for a 1% sales tax increase, modifying the project scope, and rallying key leaders from different activity areas to advise on the campaign.

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    July 13 2021 East Grand Forks Parks & Rec Fundraising Opportunity Analysis Presentation

    Uploaded by

    Joe Bowen
    628 views20 pages
    The document provides an overview and findings of a feasibility study conducted for the City of East Grand Forks Parks & Recreation department regarding a potential fundraising campaign. Key findings included the identification of potential campaign leaders, general community support for parks and recreation but dissatisfaction with certain facilities, and the view that improving existing infrastructure was more important than new elements. Challenges noted were the lack of a lead $1M+ investor and concerns about the plan's focus on hockey. Recommendations centered on advocating for a 1% sales tax increase, modifying the project scope, and rallying key leaders from different activity areas to advise on the campaign.

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    July 13 2021 East Grand Forks Parks & Rec Fundraising Opportunity Analysis Presentation

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    The document provides an overview and findings of a feasibility study conducted for the City of East Grand Forks Parks & Recreation department regarding a potential fundraising campaign. Key findings included the identification of potential campaign leaders, general community support for parks and recreation but dissatisfaction with certain facilities, and the view that improving existing infrastructure was more important than new elements. Challenges noted were the lack of a lead $1M+ investor and concerns about the plan's focus on hockey. Recommendations centered on advocating for a 1% sales tax increase, modifying the project scope, and rallying key leaders from different activity areas to advise on the campaign.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    628 views20 pages

    July 13 2021 East Grand Forks Parks & Rec Fundraising Opportunity Analysis Presentation

    Uploaded by

    Joe Bowen
    The document provides an overview and findings of a feasibility study conducted for the City of East Grand Forks Parks & Recreation department regarding a potential fundraising campaign. Key findings included the identification of potential campaign leaders, general community support for parks and recreation but dissatisfaction with certain facilities, and the view that improving existing infrastructure was more important than new elements. Challenges noted were the lack of a lead $1M+ investor and concerns about the plan's focus on hockey. Recommendations centered on advocating for a 1% sales tax increase, modifying the project scope, and rallying key leaders from different activity areas to advise on the campaign.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 20

    Opportunity Analysis: Findings & Recommendations for

    City of East Grand Forks Parks & Recreation


    July 2021
    | Agenda |
    I. Feasibility Study Overview
    II. Feasibility Study Findings
    III. Challenges
    IV. Favorable Factors
    V. Recommendations & Next Steps
    VI. Q&A
    | Overview |
    Retained Convergent March 2021
    Materials finalized April 2021
    • Draft prospectus
    • Interview cover letter
    • Interviewee list
    58 interviews conducted May & June 2021
    | Interview Methodology |
    Assured confidentiality
    Sought input and feedback
    • City of East Grand Forks Parks & Recreation
    • Five-year plan
    • Fundraising campaign goals and objectives
    Gauged potential financial support
    Identified potential campaign leadership
    Interviewee classification
    Transportation
    Technology Tourism
    1.69% Agriculture Automotive
    Retailer 1.69% 1.69%
    8.47% 15.25% 1.69%
    Restaurant Construction
    8.47% 5.08%
    Realtor (Residential)
    Distribution
    1.69%
    1.69%
    Professional
    Education
    Services
    6.78%
    6.78%
    Entrepreneur
    Other 1.69%
    3.39%
    Investment Advisor Financial Institution
    5.08% 5.08%
    Insurance Government
    6.78% Individual 11.86%
    Hotel Healthcare
    1.69% 1.69% 6.78%
    Characterizing local economy
    Unstable
    Strong
    14%
    18%

    Weakened But
    Stable
    68%
    Satisfied with EGF Parks & Rec services?
    Unsatisfied
    Somewhat Satisfied
    4.88%
    7.32%
    Very Satisfied
    41.46%

    Satisfied
    46.34%
    EGF Parks & Rec’s effectiveness
    28%
    Very Effective 45%

    49%
    Effective 30%

    2%
    Somewhat Effective 2%

    9%
    Ineffective 6%

    13%
    Unsure 17%

    0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

    Organization Staff
    Most important facility to
    renovate/expand
    Ice Rinks 4%
    Blue Line 7%
    VFW/BL Connection 4% 13%
    Locker Rooms 2%
    3%
    Sidewalks 1%
    Parking Lots 3% 7%
    Turf Field 3%
    Stauss 19% 49%
    VFW 7% 10%
    Civic Center 7% 23%
    Ice Mechanicals 27%
    0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

    Least Important Most Important


    Most/least important economic
    development outcomes
    14%
    Attact/retain families 51%

    22%
    Attract out of area participants 24%

    64%
    Reduce city expense 16%

    0% 10% 20% 30% 40% 50% 60% 70%

    Least Important Most Important


    Most/least important
    program outcomes
    29%
    Create a sense of place 10%
    14%
    Encourage healthy lifestyles 24%
    14%
    Increased play/practice time 7%
    17%
    Recognized as a sports hub 24%
    10%
    Keep pace w/other cities 21%
    5%
    Accessible facilities 5%
    12%
    Year-round programming 10%

    0% 5% 10% 15% 20% 25% 30%

    Most Important Least Important


    Agree with approach and timing?
    Unsure/Don't Know
    10% Yes
    No 72%
    18%
    Willingness to Lead/Serve
    Leadership Role Door Opener

    No Yes
    Yes 23% 65%
    No
    39%
    42%

    Maybe
    Maybe 12%
    19%
    Support potential 1% sales tax increase?
    Unsure/Don't Know
    Unlikely 5%
    11%
    Likely
    84%
    | Challenges |
    Absence of documented $1M plus lead investor(s)
    Impression that the plan was focused on hockey vs.
    the general population interests
    Much of the budget is geared towards fixing existing
    infrastructure vs. new/exciting elements
    1% sales tax increase would have a longer time horizon
    vs. the swimming pool
    City must have skin in the game
    | Favorable Factors |
    Many potential campaign leaders identified who
    can serve as door-openers
    The community campaign (lower-level
    investments) will be successful due to extreme
    community pride
    Staff are highly regarded and credible
    Time is of the essence – there is a sense of urgency
    Non-hockey participants recognize the
    importance of the project
    | Recommendations |
    Focus first on advocacy and planning for the 1% sales tax
    increase – this will serve as the lead gift
    Modify project to include Itts Williams Park and “sense of
    place” elements for each venue
    Nurturing and engagement efforts of hockey, ice skating
    and baseball alumni
    Add year-round program use strategies
    | Recommendations |
    Rally a small group of key leaders with diverse program
    interests as the initial advisory committee
    City to budget for repair and replace of ice mechanicals
    Begin public phase of campaign when sales tax is passed
    Program refinement is critical - measurable outcomes
    Assemble a strong & committed leadership team
    Finalize ROI report/analysis once plan is finalized
    | X Factors |
    Building a culture of multi-year investment:
    Securing pledges will likely be slower early on as companies
    work through internal processes and approvals

    Program Refinement: Engaging key leaders from the


    public and private sectors to lead the process

    Advisory Engagement: Utilizing refinement committees


    as a basis to form Investor Advisory councils that will help
    bolster long-term investor relations
    thank you
    questions and answers

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