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Consultant: Riverside Parks & Recreation runs high program volume on a small budget; recommends marketing hire
Summary
A BerryDunn presentation to the Village of Riverside Board Feb. 6 found the parks and recreation department delivers above-average programming for its size but operates with a comparatively low capital budget and small full‑time staff; consultants recommended a part‑time marketing position and further recreation assessment.
A consulting team from BerryDunn told the Village of Riverside Board of Trustees Feb. 6 that the village's parks and recreation department offers a high volume of programs relative to its staffing and budget, but manages those programs with one of the smallest capital-improvement budgets among comparator agencies.
Elsa Fisher and finance specialist Jesse Mayotte presented a high-level financial overview and benchmarking analysis covering fiscal years 2022—2024 and projections through 2028. The consultants said Riverside's operating budget for parks and recreation is small compared with peer agencies and that the village's annual capital-improvement program for parks was shown in the presentation as approximately $60,000.
The benchmarking slide deck compared population, acreage and program counts among 15 responding agencies. BerryDunn's analysis showed Riverside at roughly 9 parks and about 82 acres, and program volumes above the average for agencies of similar size once extremes were removed. Consultant Nikki (recreation lead) reported the department has four full-time employees, augmented by approximately 30 to 40 part-time staff for seasonal programming; staff recently added a fifth part-time position to help with programs.
Consultants highlighted two core conclusions: Riverside offers more programming than many benchmarked agencies given its staff and budget, and the village's capital budget for parks and recreation is comparatively small. As a result, BerryDunn recommended that the village consider hiring a part-time marketing position to improve outreach, programming awareness and relieve program staff who currently split marketing and administrative duties.
Manager Francis and trustees thanked the consulting team; BerryDunn said the next project steps include a recreation assessment that will dive deeper into program types and a visioning session scheduled in February, followed by a final plan targeted for April.
