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Hard-Won and the Best Available

To set the record straight, if Mr. Paul Padelli (Oct. 3 letter “Already on the Hook”) had attended one of the many Ad-Hoc Academy Community Center Design Committee meetings, he’d know how hard the committee worked to obtain best estimates for revenue and operational costs of an Academy Community Center. We researched 13 community/senior centers in southern Connecticut, seven of which are converted schools, and visited and spoke to the directors of many. We examined town budgets to determine their operational costs and in one case even have their tax returns. We compared the operating costs to the staff numbers, building space, and weekend scheduling. We also sought expert advice on energy offsets (photovoltaic, solar, and ground source heat pumps).

Since most community centers are run by parks and recreation departments, we compared their budgets to that of our Beach & Rec Department. All operate on budgets similar to or less than ours. We added a program coordinator and custodial personnel to assure us that the staff would be sufficient. We also looked into expenditure-revenue balances of the other community centers and found that the operating costs range from complete off-set to partial off-set to 100 percent town financing. Where rooms are rented or leased, fees charged for events and programs, fundraising is active, etc., the operational cost can be entirely offset. Where a town offers free space, free programs, etc., the operational cost is partially or completely be financed by the town.

With respect to weekend activity and staffing, some community centers are open for fixed hours; some are open only for specific programming needs and requests. As for security personnel, none were used; therefore, they weren’t included in our projected operating cost.

Our information is not mythical. It is hard-won and the best available to us.

Dick Passero

Madison