Sandpoint officials review early finances and operations at James E. Russell Sports Center

The Sandpoint Parks and Recreation Commission heard an update on April 9 about operations and early finances for the James E. Russell Sports Center, where staff reported active programming but emphasized that initial expenditures include one‑time construction and start‑up costs.

Commissioner Vice Chair Gwen Victorson called the update; staff members Daniel (staff member) and Katie (staff member) delivered the presentation and answered commissioners’ questions. Daniel summarized weekday programming and partnerships, saying “we do a different pickleball and tennis priority times each day” and that the facility also hosts leagues, a Panhandle Pickleball Club rental and Skyhawks youth multi‑sport programs.

The presentation enclosed a preliminary financial summary. Katie said the city budgeted roughly $224,000 in expenditures for the facility and that about $125,000 had been recorded as spent, with approximately $17,500 encumbered. Staff reported just under $57,000 in admissions revenue to date. Katie cautioned that the October 1–to–September 30 fiscal year and pre‑opening charges (utilities, software transition, staff payroll while the building was completed) inflate the first‑six‑month figures: “some of those expenditures, actually quite a bit of those expenditures were made before we even opened,” she said, noting the facility opened Dec. 16.

Staff identified several one‑time or front‑loaded costs. Katie said the city spent about $7,400 to migrate registration and point‑of‑sale software (from CivicRec to RecTrac) and cited roughly $15,850 in electricity charges since Oct. 1, attributing part of that to construction. Daniel told commissioners that full‑time staff salaries and benefits are a leading operating cost (he and Katie and another full‑time staff member account for the largest share), while part‑time wages are a smaller share so far.

Commissioners and public commenters discussed revenue strategies. Commissioner Jessica (identified in the meeting as a commissioner) recommended leveraging heavy foot traffic—skate park and nearby beach users—by selling small consumables and racquet‑sport items, improving on‑site signage and adding short‑term visitor passes. Katie said the new software now allows point‑of‑sale transactions and staff have begun selling items such as cans of tennis balls. Daniel said the center plans to pursue more third‑party rentals, expand programming (lessons, leagues, tournaments) and partner with local groups to grow use.

Staff also outlined a long‑term maintenance reserve approach: the facility budget includes a $25,000 annual set‑aside intended for eventual replacement of the fabric exterior; staff noted the exterior’s warranty and expected life differ (25‑year warranty, near‑40‑year expected life) and identified turf replacement as a separate future expense (staff estimated turf replacement could be a multimillion‑dollar project some years ahead).

Commissioners asked whether the donor had imposed conditions such as free youth access. Vice Chair Victorson said “the donation was exhausted towards the construction of the building,” and explained that the guidance for free youth membership was articulated at public events but not formalized in a legal agreement: “There’s no legal binding,” she said. Staff pointed to the current fee schedule and website language indicating “Youth First memberships will be free for youth,” but said full policy details (hours, scope of free access, invoicing for school‑district reservations) remain to be finalized.

The commission asked staff to provide a clearer operating report starting Jan. 1 to separate pre‑opening and construction charges from day‑to‑day operating costs; Katie said she will work with the finance director to produce that report. Vice Chair Victorson said the mayor has requested a workshop with council in May or June to focus on the sports center’s financial plan and operations.

An exchange of recommendations closed the discussion: commissioners suggested marketing to tourists with short‑term passes, exploring modest on‑site retail or vending, improved signage, and forming a subcommittee or advisory group to help the facility with business‑oriented ideas. Staff said they will implement some sales now that the new software supports transactions and welcomed follow‑up meetings.

Details on programming, revenue and encumbrances are summarized in the clarifying details below.