May 2012 - Parks & Recreation - 21

In Clearwater, it comes down to
one basic philosophical value-
we don't have to do everything,
we just have to make sure
everything is done.

facility, such as a golf course or baseball stadium or performance hall. These
partnerships have been limited to entities offering operations that historically
generate revenue, so that the partner is
in a position to realize a positive returnon-investment (ROI). This method, sometimes also referred to as privatization, is
successful when the contractual expectations provide for an acceptable level of
service and are coupled with consistent
monitoring by the governmental agency.
In the past, Clearwater did not develop
partnerships with their perceived competition. The city competed with privateand public-sector organizations offering
similar services, such as after-school programs, to provide a better product to our
customers for less money. Competition in
this manner is positive, and the city continually evaluates programs, responds
expediently to the changing marketplace,
and keeps costs low. However, it wasn't
until the city underwent a paradigm shift
that the it started to seek out and transform competition to a private-public

partnership.
A n example of
this transformation
is the operation of
the North Greenwood Recreation
and Aquatic Complex. For perspective, the complex
had a relatively
low cost-recovery
percentage and attendance in comparison to other
facilities, and was in close proximity to
two nonprofit organizations offering recreation activities to the same target audience. The two nonprofit organizations
were the Boys and Girls Club of the Suncoast and the Dr. Martin Luther King Jr.
Neighborhood Family Center.
The city approached both organizations seeking a true partnership to provide efficient comprehensive recreation
services. After negotiations, both nonprofit organizations relocated their staff
offices and programs to the North Greenwood Recreation and Aquatic Complex.
In this case, the city offered a state-of-theart 25,000-square-foot facility, all building maintenance, and scheduling of all
programs for the partners. In order to accommodate three agencies in one facility,
the city performed a one-time capital outlay to expand the facility and renovate to
provide additional programming and office space. The partners continue to provide programs in the facility.
Since the partners offered similar competitive services, the city was in a position

to eliminate similar programs resulting
in significant cost savings (approximately $200,000 annually). The partners also
realized annual cost savings due to reduction in lease payments and building
maintenance equating to about $30,000
annually. In addition to financial benefits,
the new partnership has reenergized the
community residents, quadrupled attendance, and now serves a broader age
spectrum.
Creating a partnership is just the beginning. To be successful, a public-private partnership relies on the following
philosophical paradigm:
1. The partnership must be outcomebased and goal-oriented.
2. Each partner must contribute to benefit the whole.
3. Each partner must realize benefits.
4. Each partner must share credit and
accept responsibility.
5. Each partner must commit to continuous communication.
6. The partnership must have a definitive
beginning and ending time frame.
To effectively operate in our new normal, it is no longer an option to view
competition as negative. Transforming competition into partnerships is just
one example of how parks and recreation can continue to provide the services our community desires and needs. In
Clearwater, it comes down to one basic
philosophical value-we don't have to do
everything; we just have to make sure
everything is done.
Felicia Leonard is Administrative

Support Manager, City of Clearwater.

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May 2012 - Parks & Recreation

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