If 2025 proved anything, it’s that parks and recreation teams are being asked to do more than ever—often with the same (or flatter) resources. Across the country, agencies saw strong participation, growing expectations from residents, and meaningful community wins. At the same time, leaders faced rising costs, staffing challenges, and aging assets that are harder to maintain year after year.
So what did parks and rec leaders actually learn in 2025—and how should that shape priorities for 2026?
Many departments reported continued growth in programs, events, and attendance. Communities want more classes, better facilities, and higher-quality experiences—and that’s a good thing. But growth also brings pressure: higher maintenance costs, staffing strain, and limited budget flexibility.
The key shift leaders are making isn’t about “doing more with less.” It’s about doing things differently—with clearer planning, better storytelling, and smarter use of time and resources.
One of the clearest takeaways from 2025 is that deferred maintenance can’t be treated as a future problem. When funding isn’t resilient, maintenance becomes reactive—and more expensive over time.
Forward-thinking agencies are taking a lifecycle approach to assets, from playgrounds and fitness equipment to mowers and facility systems. That means building replacement and repair plans into the conversation when assets are purchased or facilities are built, not years later when something breaks. Even small steps—like maintaining a detailed asset inventory—can prevent major surprises down the road.
The general fund can’t carry everything anymore. Expectations for parks systems continue to rise, but funding hasn’t kept pace.
That’s why agencies are increasingly looking at alternative funding strategies: public-private partnerships, hotel or tourism taxes (where applicable), sponsorships, interlocal agreements, developer contributions, and partnerships with nonprofits. The goal isn’t to replace public funding—but to reduce overreliance on a single source and go after dollars other departments may not be positioned to pursue.
Staffing is still a challenge, but the issue is evolving. Many leaders aren’t struggling to get applicants—they’re struggling to find applicants who are fully prepared.
Younger or first-time workers often need clearer expectations, more training, and consistent coaching. At the same time, burnout and retention are top of mind for full-time staff. Agencies that focus on workplace culture, ongoing coaching, and early conversations about performance are seeing stronger long-term results.
Some departments are also rethinking who they recruit—bringing in retirees or professionals with trade and operations experience to reduce outsourcing and build internal capacity.
Another major theme for 2026: political acumen. Support for parks and rec often hinges on whether elected officials can clearly explain why an investment matters.
That means giving decision-makers the talking points they need—tailored to what they care about most. Efficiency, social impact, youth outcomes, health, arts, or community pride all resonate differently with different leaders. When parks teams help connect those dots, they make support easier.
AI came up repeatedly, with mixed feelings. The consensus? It’s not going anywhere.
Used responsibly, AI can save time on behind-the-scenes tasks like writing program descriptions, drafting emails, or brainstorming social content. But it shouldn’t replace judgment, creativity, or the “why” behind what parks and rec teams do. The real value is using AI to free up time—so staff can focus more on face-to-face engagement and community impact.
The strongest departments heading into 2026 are planning further ahead, telling their story more clearly, coaching their teams consistently, and using tools and partnerships strategically. The work is complex—but the opportunity to make a lasting impact has never been bigger.
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