Issue

Cost recovery strategies for programs would help generate additional resources, but they conflict with the historical approach of low user fee services. If the city wants to pursue changing the historical pricing policy, then department and city management leaders would need to develop strategic user fee and partnership policies to create revenue opportunities with the intent to improve services. The participants in focus groups and interviews feel partnerships with other public sector or not-for-profit organizations will work best. Some feel partnerships with the private sector will also work.

Action Strategy #21

Create grants, alliances, partnerships and sponsorship functions to consolidate and coordinate efforts in the department to create more revenues.

Funding Recommendation:

Research potential sponsors in Glendale based on preferred levels of investment made. Share results, networks and relationships to establish revenue potential.

Action Items

• List out all potential partners who create a match for the city.
  Timeline: Y1 - Q4, Responsible Staff: Director
  Cost: Staff time
  Revenue Potential: Sponsorship packages are the potential to generate significant revenues in the Local community. The revenues can be as much as $200,000 annually.
• Rank each sponsor in a category. (Title sponsor by associate, support, and product)
  Timeline: Y1 - Q4, Responsible Staff: Director
  Cost: Staff time
  Revenue Potential: Sponsorship packages are the potential to generate significant revenues in the Local community. The revenues can be as much as $200,000 annually.
• Create a clearinghouse process with the marketing division of the city to present proposals in a consistent format.
  Timeline: Y2 - Q1, Responsible Staff: Director
  Cost: Staff time
  Revenue Potential: Sponsorship packages are the potential to generate significant revenues in the Local community. The revenues can be as much as $200,000 annually.
• Develop sponsorship activities to create one evening to market sponsors.
  Timeline: Y2 - Q1, Responsible Staff: Director
  Cost: Staff time
  Revenue Potential: Sponsorship packages have the potential to generate significant revenues in the local community. The revenues can be as much as $200,000 annually.

Funding Recommendation:

Establish partners who are potential service providers with the City to leverage existing dollars to achieve higher results.

Action Items

• Establish work policy for staff on how to work jointly with (private/public)(public/public)(public
  not-for-profit) partners.
  Timeline: Y3 - Q1, Responsible Staff: Director
  Cost: Staff time
  Revenue Potential: New partnerships
• Identify existing and potential partners. With existing partners, demonstrate equity in land and facility use.
  Timeline: Y3 - Q2, Responsible Staff: Director
  Cost: Two staff x 3 hours x 4 weeks
  Revenue Potential: New or more efficient partnerships
• Train staff to leverage investments.
  Timeline: Y3 -Q2
  Responsible Staff: Director
  Cost: Staff time
  Revenue Potential: Difficult to tell. There will be a growth in revenues from increased equity relationships and participation with existing partners and the nurturing of opportunities with new partners through cost savings and new revenue

Funding Recommendation:

Establish training program and measurable outcomes for staff to work towards in building and retaining sponsors and partners.

Action Items:

• Establish partners to underwrite staff training to improve on working with partners.
  Timeline: Y2 - Q4, Responsible Staff: Director
  Cost: Staff time
  Revenue Potential: Cost savings every quarter @ 5 hours per quarter x the cost of the trainer.
• Establish working agreement format for staff to negotiate agreements/track equity levels.
  Timeline: Y3 - Q1, Responsible Staff: Director
  Cost: Staff time
  Revenue Potential: None
• Establish levels of partnership agreements.
  Timeline: Y3 - Q1, Responsible Staff: Director
  Cost: Staff time
  Revenue Potential: None
  Funding Recommendation:

Meet with ethics committee to review GAPS plan for the city on seeking outside-earned income.

Action Items

• Establish criteria for meeting a flow chart of "yes" responses.
  Timeline: Y3 - Q1, Responsible Staff: Director
  Cost: One staff multiplied by 2 hours each quarter
  Revenue Potential: The potential is equal to the number of partnership and sponsorships agreements that are created that reduce the amount of money currently completing the task in-house.
• Set date to meet and establish process to partnership and sponsorship for their review.
  Timeline: Y3 - Q2, Responsible Staff: Director
  Cost: Staff time
  Revenue Potential: The potential is equal to the number of partnership and sponsorships agreements created that reduce the amount of money currently completing the task in-house.

Funding Recommendation:

Research park foundations in the metropolitan area and evaluate whether the city should develop a parks foundation to help facilitate new or renovation projects.

Action Items

• Meet with business leaders and individuals on the feasibility of starting a foundation.
  Timeline: Y4 - Q1, Responsible Staff: Director
  Cost: Staff time
  Revenue Potential: Foundation revenues need to be benchmarked at $50,000 per year to start.
• Benchmark other successful foundations.
  Timeline: Y4 - Q2, Responsible Staff: Director
  Cost: Staff time
  Revenue Potential: To be determined
• Launch the foundations
  Timeline: Y5 - Q1, Responsible Staff: Director
  Cost: Staff time
  Revenue Potential: To be determined