When Is Enough, Enough?

Jamie Sabbach, President & Principal, 110% Inc.

April 2026

Image Credit: PRB+ Magazine

Public parks and recreation agencies are builders by nature.

We build parks. We build trails. We build recreation centers, fields, playgrounds, and programs. Growth is often seen as a signal of success and a visible demonstration that we are meeting community desires and delivering value.

But unchecked growth can quietly become the very thing that undermines the system it was meant to strengthen.

The Issue: Focusing on Expansion Rather Than Endurance

Too often, decisions to build are driven by momentum rather than math.

• A new subdivision goes in = “We need a park.”

• A donor steps forward = “We can’t say no.”

• A neighboring community builds a new facility = “We should have one too.”

• Community demand increases = “We need more.”

  
  

Each decision, in isolation, feels reasonable. Even justified. But collectively, they can lead to:

• Deferred maintenance across aging assets

• Staffing stretched thin across too many sites

• Operating costs that outpace revenue capacity

• Systems that look successful—but are quietly eroding

The underlying issue is the fundamental misalignment between growth and long-term sustainability.

The Litmus Test for "Enough"

An agency has likely reached (or exceeded) “enough” when:

• “More” begins to erode what already exists (declining conditions, inconsistent service levels, deferred maintenance)

• The benefits of “more” no longer outweigh the obligations of “more” (operating, lifecycle, and staffing costs exceed capacity)

• “More” puts the system’s long-term viability at risk (financial strain, burnout, inequitable service delivery)

  
  

These are system signals that should trigger a pause and an inclination not to push forward.

A Practical Decision Framework: Build vs. Hold

To move from philosophy to practice, agencies can evaluate potential expansion through five core lenses:

1. System Health First

Before adding anything new, ask:

• What is our current level of deferred maintenance?

• Are existing assets meeting desired service levels?

• What percentage of our system is in good or excellent condition?

If the current system is not structurally healthy, expansion compounds the problem.

2. Full Cost of Service (Not Just Capital)

New development is often justified by the availability of capital funding.

But the real questions are:

• What are the annual operating costs?

• What is the lifecycle replacement cost?

• Do we have a sustainable funding source for both?

If you can’t fund it for its full life, you can’t afford to build it.

3. Beneficiary Alignment

Who benefits and who pays?

• Is this a community-wide benefit or a targeted user group?

• Does the funding strategy align with the beneficiary of the service?

• Will this create a subsidy imbalance across the system?

Misalignment here leads to long-term financial and political strain.

4. Capacity to Operate & Maintain Well

Even great facilities fail without the people to manage and maintain them.

• Do we have the staffing capacity to operate at a high level?

• Will this dilute focus from existing services?

• Does this align with our organizational strengths and priorities?

If you can’t operate and maintain it well over time, it will not perform as intended.

5. System Impact (Not Project Merit)

A project may be strong on its own but harmful to the system.

• Does this project strengthen or fragment the system?

• Does it create redundancy or fill a true gap?

• What is the opportunity cost of doing this instead of something else?

The right decision is not grounded in any one project but in the viability of the entire system.

When You Would Consider Building

Building still matters. Growth is not the enemy when done thoughtfully, and what is created can be sustained over time.

You should build when:

• The existing system is healthy and maintained

• There is a clearly defined service gap

• The full cost of service is funded and sustainable

• The project aligns with community priorities and beneficiary logic

• The organization has the capacity to deliver excellence

  
  

In these cases, building becomes a strategic decision.

When You Should Pause and Say No

This is where leadership gets tested.

You should pause (or decline) when:

• Deferred maintenance is growing

• Funding is one-time, but costs are ongoing

• Staffing is already stretched

• The project is driven by external pressure, not system need

• Saying “yes” would compromise the integrity of the overall system

  
  

Saying no is discipline in action.

The Courage to Define “Enough”

Communities will always want more. Elected officials will often support visible wins. Opportunities will continue to present themselves.

But leadership requires the ability to say: “This is enough—for now—so that what we have can endure.”

Because in the end, the goal is to build and sustain a system that lasts.

Downloadable Evaluation Resource

Click below for a free downloadable evaluation sheet.

110% Resource - When is Enough Enough.pdf

Download PDF • 236KB

Jamie Sabbach is President & Principal with 110% Inc., a consulting firm which focuses on ethical decision making, adaptive leadership, and the financial sustainability of public parks and recreation. She can be reached at jsabbach@110percent.net.