Cleveland Heights officials outline Cain Park revival after a strong 2024 season

Cleveland Heights officials and Cain Park staff on Tuesday recapped a busy 2024 season at Cain Park, highlighting higher attendance and revenue, infrastructure investments supported by ARPA funds and other sources, and new plans to professionalize operations and expand workforce training.

The discussion, held at an administrative work session, centered on metrics from 2023 to 2024, staffing and concessions changes, and plans to use upgraded production equipment for year-round training and education. Moderator, a city official, said the city is “reinvesting in Cain Park” and framed recent hires and purchases as steps toward making the park “relevant for the next 80 years.”

Why it matters: Cain Park, anchored by the Evans Amphitheatre, is a major cultural asset for Cleveland Heights and the surrounding business districts. Officials said private-sector-style investments and expanded programming produced economic benefits for local businesses and created seasonal jobs; staff and council members described the changes as a proof of concept for further investment.

Attendance, revenue and investment

Scott Stanley, production manager at Cain Park, noted growing ticket sales and more diverse programming last season. City staff reported 20,355 tickets sold at the Evans Amphitheatre and cited a record-setting My Morning Jacket concert that drew about 27,100 attendees. Officials said total gross revenue increased by roughly $500,000 year over year even though the main-stage schedule shrank from about 27 shows in 2023 to 16 in 2024.

City presenters said about $2 million was invested in Cain Park during the year — including equipment and facility work — and staff estimated roughly $3 million in total community benefit tied to that investment. The city used American Rescue Plan Act (ARPA) funds for part of the upgrades, staff said.

“People voted here with their pocketbooks,” Stanley said, pointing to higher per-show averages and stronger ticket sales across genres.

Concessions, staffing and operations

Officials said last year was the first full season in which concessions were run by the city rather than an outside vendor. The internal concession operation produced new revenue but also created customer-service pressure points; survey results presented by staff showed high overall satisfaction with events but cited concession lines as the primary negative.

Councilman Anthony Maddox, chair of the council’s recreation committee, and staff discussed operational responses: adding staff to open more lines, introducing cashless payment to speed throughput, and investing in walk-in coolers and other concessions infrastructure.

“It’s another metric: we can open another line if we have another staff person,” Maddox said, noting that investing in seasonal employees returns money to the local economy.

Professionalization, equipment and training

City officials described ARPA-funded purchases of production gear — a permanent sound system and new lighting — that reduce recurring rental costs and create assets for the city. Staff said owning that equipment avoids repeated rental fees and allows the city to keep ticket prices lower than many private venues.

Ian Hinz, general manager of Cain Park, described plans to use vendor-provided training on the new systems to create local certification opportunities. He said the city will explore partnerships with local colleges and high schools — including Tri-C and area high schools — to run boot camps, certify students on industry-standard equipment and expand technical career pathways.

“We can certify them on this gear so that when they graduate they can go get jobs because they know the ins and outs of these new systems,” Hinz said.

Programming and audience development

Staff emphasized that big rock concerts are only a portion of programming at Cain Park. Presenters said theater events, free local music, dance and gallery openings together made up the majority of activity last season. The city highlighted an expanded theater schedule — two musicals, two plays and a youth production — and said youth theater returned after decades with no barrier to participation.

Officials stressed audience development and diversity of programming as priorities to grow repeat attendance and expand local economic benefits. Local business leaders told staff that certain shows led to doubled business for nearby restaurants, and staff described coordinated marketing ideas, from QR-enabled park signage to cross-promotion with business districts.

Limitations, compliance and next steps

Officials cautioned that Cain Park remains a municipal entity with budgeting and procurement constraints that differ from private venues. They said revenue growth is real but that further investments and staffing will be needed to sustain and scale operations.

Planned next steps discussed at the session included: running targeted training/boot camps for students, negotiating rights to use artist photos and limited audio/video for marketing, piloting cashless concessions, budgeting for year-round technical staff, and continuing partnerships with Local 4 (the musicians’ union) and the Cleveland Institute of Art.

Ending

Speakers closed by thanking staff and volunteers, and by urging continued investment and coordination with local businesses. Moderator said the session was one of several conversations the city plans to hold as it professionalizes Cain Park while preserving its community-oriented, volunteer-driven culture.