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Shorewood council hears analysis showing community center unlikely to be self-sustaining; task force plan advanced
Summary
Staff told the City Council that the Shorewood community center would need roughly a 175% rate increase to break even; councilmembers asked for a clear charter and discussed hiring a market expert to guide a resident task force ahead of 2027 budget planning.
Park and Recreation Manager Czech told the Shorewood City Council at its May 27 work session that staff analysis shows the city’s SCEC is unlikely to be fully self-sustaining under current assumptions.
Czech reported staff modeling found the city would need to raise rental and program rates by about 175% to reach a break-even point, and that even operating at maximum rental capacity left a substantial revenue shortfall. He asked councilmembers to clarify what they want the facility to be before the city forms a resident task force to study options.
Councilmembers and the mayor focused on two near-term questions: what the task force’s objective should be and how to recruit a membership that balances expertise and community representation. Mayor Labadie pointed to a prior traffic task force and urged that staff give a clear vision and charter so volunteer recommendations are practical and aligned with the city’s budget reality. Councilmember Sanschagrin emphasized outreach to groups that actively use the center—particularly seniors—and suggested casting a wider net to attract younger residents as well.
Several councilmembers, including Gorham, said the city may need professional market analysis in parallel with volunteer input. Gorham and Park and Recreation Manager Czech described a model in which an outside consultant supplies market data and options while a staff liaison and council member help lead the resident task force. Nevinski said staff could draft a one-page charter and a mini-RFP for analytic work; hiring outside expertise would require an explicit budget allocation because it was not included in 2025 appropriations.
Councilmember Maddy supported a policy target of recovering roughly 70% of operating costs through programming and rentals, noting that many municipal community centers accept a deficit to provide public value. The council discussed design choices other cities use to boost revenues—ranging from expanded programming to facilities such as indoor play spaces—but agreed those options carry different capital and operating implications.
The Council instructed staff to return with a clearer scope, a proposed charter for a resident task force, and possible RFP language for market analysis to inform the 2027 budget process. No formal motion was recorded; discussion concluded with staff direction to continue refining options and outreach materials.
