Dorothy
M. Chase, Ph.D.
Barbara A. Masberg, Ph.D.
Keywords: advocacy, challenges, human resources, management, motivation, park and recreation, retention
(The authors wish to thank the Washington Recreation and Parks Association for assistance in accessing their membership, and Central Washington University Academic Computing department for serving the questionnaire.)
Members affiliated with the
administrators section of the Washington Recreation and
Park Association (WRPA) were invited to participate. As administrators
of people and
programs, this group (n=216) was expected to provide a more global
perspective of their
organization and profession. The administrators were e-mailed an
invitation to respond to the online survey. Follow-up e-mails were sent
as needed. Data was also collected at a mid-year
meeting of WRPA. Participants self selected, and duplication of
responses was avoided as
potential participants were first asked if they had participated
online. Participants clearly recalled
the instrument, due to its length (it took approximately 12 minutes to
complete) and their
commitment to their professional organization.
Surveys completed on-line were received
through a server on a university campus and
respondents remained anonymous to researchers. Responses from the hard
copy questionnaires
were melded into the on-line responses to form one database. A few
participants encountered
technological limitations online, and were unable to complete the
survey. Incomplete
questionnaires were excluded, leaving 98 usable questionnaires, for a
45.4% response rate.
The responses to the open-ended questions
were coded and categorized using the constant
comparative method (Miles & Huberman, 1994). These open-ended responses were initially
coded by two researchers who consulted regularly to ensure inter-rater
reliability. Two additional
researchers reviewed the initial coding to further address reliability.
The response codes were
input into the numeric database with responses from closed ended
questions. SPSS analysis
software was used to complete data analysis.
The size of the work unit was defined by
its budget, number of staff, and also number of
staff reporting to respondent. The overall operating budgets for the
recreation and park
departments were distributed across the response categories (Table 2).
Most departments (68.5%,
n=63) used a calendar year for the organization’s budget period, with
biennium as the second
most prevalent (23.9%, n=22). The mean number of professional staff
reporting to the
respondents was 9.88 (excluding respondents reporting >100).
However, many more additional
paid and voluntary staff in five temporary categories ultimately
reported to the respondent,
making for a large span of control at some times (total mean of 16.56
individuals). The total
personnel reporting to the respondent was reported as between 1 and
560. Many agencies utilize
over 100 people in temporary positions, especially as seasonal staff
(n=11), adult volunteers
(n=16), and youth volunteers (n=6) on an annual basis (see Tables 3 and
4).
Management Challenges
Respondents
were asked what they saw as the top three challenges for managers and
supervisors of recreation and park full-time professional staff. Table
5 contains a quantitative
outline of the results after coding. Tables 6 – 12 present qualitative
remarks and other data
detailing the scope of the five most common challenges: (a) Human
Resource Issues, (b)
Funding or Maintaining Funding, (c) Supply and Demand, (d) Image,
Credibility, and Advocacy,
(e) Leadership and Management.
Human Resources
The most cited challenge fell into the area of human resources. Table 6 reports human resource challenges in three categories: recruitment, development and retention, and motivation of staff.
Human resource issues were further explored with questions specific to increase or decrease of staff in different categories, and evaluation processes. Further, respondents were asked if full-time permanent positions within their unit had increased, decreased, or stayed the same between 2001 and 2004 (see Table 7). Of 59 respondents to this question, 44.1% reported that positions within their respective work units had stayed the same. Respondents indicated that the reasons for the positions staying the same were: (a) they had flat operating budgets; (b) that budget decreases were on the horizon; and (c) they had cut program and seasonal staff to preserve full-time staff. The primary reason given for a decrease in the number of positions was budget cuts, expressed as “initiatives led to budget reductions.” There was a 2.88 mean decrease in the number of full-time positions. Positions increased in 22% of the work units, with a mean increase of 3.46 per unit.
Looking ahead to the late 2004 to 2006
period, most respondents (51.7%) expected the
number of positions to remain the same. Projected changes were moderate
with a mean increase
of 2.22 or a mean decrease of 2.25 positions. Responses to a forecast
of openings in the next
two years due to retirements and turnover resulted in a mean of 1.39
positions.
Respondents were asked
about the frequency of written and face-to-face evaluation for
permanent staff, and frequency of evaluations for part-time or seasonal
staff. Respondents were
asked whether they evaluated on a quarterly, semi-annually, annually,
bi-annually, or other time
period. The most prevalent response was “at least an annual
evaluation,” whether written or face
to face, for both permanent and seasonal staff categories.
Respondents
were asked directly if they believed that staff retention was a
problem. The
majority (79%) said, “No,” for the following reasons: (a) good salaries
and benefits; (b) staff
gained some aspect of intrinsic satisfaction; (c) “Once folks get
hooked on p & r, they rarely
leave. We have very little staff turnover;” and (d) “working with those
with disabilities can be
very rewarding for staff. The pay is not why people work or stay.”
Other managers indicated a
conscious effort at retention; for example, “We keep staff because we
empower and work well
together, and jobs in field are scarce.”
There
were respondents (21%, n=63), however, who said retention was a problem
and
one individual explained the issue resulted from a lack of full-time
year-round positions. Another manager explained, “It can be a challenge
[to retain staff]. We try very hard to work on
verbal evaluations/feedback and positive motivation [to maintain
staff].” Finally, recruiting is
part of the staffing problem, according to some respondents: “In
Washington, we do not have
enough universities offering P & R degrees. When employees leave,
eventually we will not have
qualified applicants to take their place.” There is, therefore, a need
to retain good employees.
Funding or Maintaining Funding
The second greatest
challenge was funding or maintaining funding. Table 8 outlines the
range of responses falling into three categories of internal, general,
and macro. These challenges
were at all levels – the internal organization, the immediate external
environment, and systemic
economic issues.
Supply and Demand
The third greatest
challenge for managers was in the area of supply and demand. The
supply and demand category was defined as situations dealing with
allocations such as time,
resources, and staff, versus strictly budgets. Respondents were dealing
with demand that was
increasing or staying the same, but the supply of programs, facilities,
and staff numbers were
decreasing. The respondents stated these challenges as “Maintain[ing] a
minimum standard of
care while adding new parks and expanding the use of parks;” “Trying to
provide too many
programs and services without enough human resources;” and,
“Maintaining services in an urban
area while receiving reduced general funding support/requiring more
reliance on revenues (user
fees, advertising, grants, etc).”
The following two open-ended questions were asked:
(1) What program or facilities changes have taken place in your unit, recently?
(2) What program or facilities changes do you anticipate in your unit?
Their coded responses further support the managers’ dilemma (see Table 9). The scope of recently developed new facilities and programs mentioned by the respondents was wide, from walking trails to maintenance shops; open space to ice arenas; and youth risk prevention to senior programs. New facilities (32.2%) included community centers, neighborhood parks, senior centers, skate parks, walking trails sports fields, maintenance shops, open space, ice arenas, and teen centers. New programs (17.4%) where specified, included risk-prevention programs for youth, ranger programs, after school activities, arts education, kids’ camps, and senior programs. However, changes due to budget cuts, budget reductions, reorganization, and refocus of programs follow. When envisioning the future, participants forecasted the strongest area of future development as new facilities (39.5%); however, it is interesting that the second most frequent forecast was for “no changes” (10.5%).
The need to advocate for
both the profession and the benefits of recreation were a
challenge for 11.2% of the respondents. Poor image and credibility
concerns were demonstrated by the quotations displayed in Table 10.
Leadership and Management
As the managers and
supervisors dealt with budget cuts, increased demands, and finding
enough personnel, they were also challenged by deficits in their own
general, supervisory, and
time skills and abilities. Leadership and management challenges (see
Table 11) were identified
by 10.6% of the respondents.
Discussion and Recommendations
The purpose of this research was to
determine the challenges, internal and external, faced
by managers of park and recreation agencies. In the analysis and
discussion that follows, many
recommendations for action are offered. Recommendations are suggested
by the data, elaborated
by the authors, and drawn from the literature, as well.
What is a Challenge?
It is interesting to speculate on what
the term “challenge” evoked in manager respondents. Is a challenge a
skill or competency? Or, is it the content of an issue, subject to
change with
environmental pressures? Does a challenge excite one with the promise
of personal
achievement because the individual knows s/he is good at that kind of
thing? Or, are challenges
equated with problems that an individual lacks the self-efficacy to
deal with, because of poor past
experiences, lack of skills or training, or personality traits? Using
as an example the category of
“Image, Credibility, Advocacy,” two individuals may each call this
category a challenge, but for
opposite reasons. A combative personality with acumen in the political
system may relish the
opportunity to lobby politicians on the case for recreation as an
essential service. Another
personality, however, might call advocacy a challenge for precisely
opposite reasons, because
s/he sees lobbying as difficult, time-consuming, or even repugnant. It
is also interesting to
speculate on the impact these challenges have on various stakeholders
such as users, future staff,
the community, funding sources, the profession, educators, and others.
Challenges, whether they
are threats or opportunities, need to be addressed. The following
discussion examines the top
five challenges determined by the park and recreation professional and
explores the potential for
solutions and strategies. The top five challenges facing the
respondents were: (a) Human
Resource Issues such as Motivation, Professional Development,
Recruitment; (b) Funding or
Maintaining Funding; (c) Supply and Demand; (d) Image, Credibility,
Advocacy; (e) Leadership
and Management.
Human Resource Challenges
The role of management is one of
providing the enabling conditions through which work
is performed. The ability of specific park and recreation departments
to recruit, develop, and
retain staff becomes paramount when headlines broadcast dire news of
funding cuts and layoffs.
Motivation of staff is an all-important skill for the manager of
personnel. Motivating others is
complex and varies according to the environment and the individual.
Most motivation research
utilized in the leisure management field has been conducted in the
public and nonprofit sectors
using Herzberg’s (1959) two-factor theory. Intrinsic motivators may be especially
appealing to
public sector managers whose access to financial motivators is limited.
Public service employees
are thought of as having an intrinsic motivation toward their work;
they care more about the
public. If this is so, an intrinsic motivator
for park and recreation professionals may be a common
belief system that their agency’s work matters to people and makes a
difference in their
community. Other important intrinsic motivators are teamwork,
opportunities for growth, and
open communication. The respondents noted that all these motivators may
be compromised
with the challenges they face. If the value of the agency is determined
by its ability to maintain or
increase funding levels, extrinsic factors may become paramount and
necessitate extrinsic
motivators for staff.
As motivation is individual, managers
need to review the needs of their staff on an
individual basis and then seek to provide what it is they can
contribute to each employee’s
motivation and performance. A viewpoint from the common-sense school of
management holds
that if you want to know what motivates people, ask them! The work of
motivating is ongoing. Motivating others was called, in this study, “a
manager’s most important function.” Managers,
despite their frustration over personnel matters, made scant reference
to style of appraisal. Perhaps they underestimate the relationship
between good evaluative procedures and motivation.
Evaluation and development of
employees’ skills can be a source of motivation,
satisfaction, and retention. This may be because one’s motivation is
increased by specific career
goal setting, and/or because of the increased individualized attention.
Does the style of appraisal
affect motivation? A good model of evaluation needs to specify outcomes
correctly, account for
intervening variables, and indicate causal relationships (Holton,
1996). If evaluation itself adds
value, then offering that evaluation frequently may improve employee
satisfaction. Higher
motivation resulting from frequent measurement of performance rather
than from specific
strategies has been demonstrated numerous times, beginning with the
Hawthorne experiments in
the 1920’s (Gillespie, 1991; Hawk, 1987). Frequent reviews mean
increased attention. Employees are aware of management control, and are
often unable to resolve the two
mismatched concepts of performance appraisal as a training tool, and as
conscious manipulation
by management. For a performance appraisal to be legitimate, it needs
to reconcile its
commitment to employee needs with its own need to prescribe the image
that employees must
hold of themselves and of the organization. The public image of parks
and recreation needs
improvement. But, a dilemma arises for staff to maintain a favorable
self-image when they work
long hours to formulate programs, only to find these programs cut by
management because of
funding decisions. To be effective, managers must be trusted. A climate
of trust is built over
time, and can quickly evaporate as directives from funding entities
cause managers to make
tough decisions when budget cuts are needed. Employee trust is based on
three factors:
characteristics of the organization (layoffs, managerial turnover),
characteristics of the trustee
(gender, ethnicity, years worked under the manager), and
characteristics of the manager
(technical expertise and credibility) (Perry & Mankin, 2004).
Managers may note that they are
in control of the third factor. In this study, respondents indicated
Leadership and Management
skills were a challenge, ranked as fifth overall. It seems that managers are in a “no win” situation
as they are forced to make tough decisions, but in the process, may be
sacrificing trust and
therefore a motivated staff. An employee’s performance rating will
depend on that employee’s
motivation, trainability, job attitudes, personal characteristics, and
ability to transfer training
conditions (Holton, 1996). Through being rated and creating new goals
and objectives, employee
performance is influenced. The respondents indicated there is a lack of
professional development
and training opportunities for staff; therefore, subsequent to
evaluation, employees are not being
given this support in working toward professional goals.
Retention is enhanced by forms of
employee recognition other than evaluation. Saunderson (2004) found
that most public sector human resource managers know the importance
of employee recognition but lack the leadership and organizational
support to make it happen in
their organizations. Effective recognition
occurs in organizations with a strong, supportive
culture. While senior management’s bestowing of recognition is seen as
significant, it is not seen
as a reality in many organizations (Saunderson, 2004). Despite their
responsibilities to their
staff, many respondents showed more interest in having recognition
showered upon themselves
than with recognizing their subordinates! This behavior does not build
trust and therefore does
not build motivated staff. Knapp and McLean (2003)
suggest that managers give recognition
frequently, provide interesting work, invite citizen advisory boards
and program participants to
share in employee celebrations, offer employee-focused perks like
flextime, share users’
compliments in regular performance reviews, collaborate on goal
setting, establish a mentor
program, and encourage training that highlights the importance of
public service. Additionally,
involving boards and other policymakers in the recognition process may
counter the feeling that
recreation is not valued externally.
Funding
Expectations of this
research were that challenges would be around budget cuts; indeed,
funding and maintaining funding was the second category of most
frequently cited challenges.
Economic pressures and shortages of public money threaten departments.
For individuals and
businesses, tax incentives can encourage the donation of land to be
used for open space or new
facilities (Crompton, 1996). External foundations can support park and
recreation agencies in at
least six ways in addition to grant giving (Crompton, 1999). Anchorage,
like many other cities,
repeatedly defeated bonds that would pay for park improvements. As a
result, the City created a
specific park foundation to provide a vehicle for those organizations
and individuals who wish to
donate (“Donors,” 2005). The difficulty posed by a public
agency’s fundraising can be solved by
the formation of a foundation, an arm that can fundraise for the agency
on an ongoing basis or for
specific projects. Agencies can also fundraise via grants, boosting
their resources of time and
expertise by collaborating with expert citizen advocates, or with
engaged university faculty.
An external strategy for
park and recreation agencies is collaboration. Partnerships link
an agency with other entities that have funds, goods or services of
their own to offer, or that can
be a fundraising arm such as a foundation. The partnership concept has
been well regarded for
the past two decades at least, but concept may be more popular than
reality. Other entities can be
enticed to partner through tax incentives and a current business
philosophy of appearing to “do
the right thing.”
Agencies
can also partner with schools through internships, whereby college or
university
students have a defined period of reflective work experience at
agencies. Internships are
structured as three-way partnerships among the academic institution,
the student, and the
workplace. Most students view internships as the apex of their academic
programs and a jump-start to their careers. Hosting student interns,
too, can increase agencies’ productivity, while
conserving resources. As well, an engaged university faculty with
expertise in research and
evaluation and a mandate for community service can provide valuable
expertise to agencies
under pressure to show more accountability (Bocarro & Barcelona,
2003).
While agencies compete
for funding on the external front, internal aspects, too, threaten
the effective operation of agencies. In times of extreme cost controls
and near crisis, managers
may examine whether the needed skills exist within their organization.
Respondents indicated
this examination by noting the challenges of leadership and management
and advocacy skills. The respondents recognize a gap in skills needed
to campaign regularly for funding and also
question their skills as managers and leaders. A coping
strategy may be the use of competency
models, whereby all levels of the organization operate within a system
of agreed upon skills,
standards, and competencies (CPRS, 1999; Chase & Masberg, 2007;
Hurd, 2004: Hurd &
McLean, 2004; Masberg, Chase, & Madlem, 2003; NRPA, 1993).
Supply and Demand
It is interesting that
facilities and programs were increasing, while at the same time,
budgets were being cut. With budget cuts, there is a reduction in
staffing as well as a limit to the
hours facilities can remain open. Adults and youth volunteers,
sometimes numbering in the
hundreds, are used to maintain a certain level of service. These
volunteers ultimately come from
the users. One respondent pointed out, “there is a lack of volunteers,”
and with demographic
trends as they are, it is difficult to predict otherwise unless
volunteers come from the ranks of
retirees. Respondents are being creative in their resolution to “do
more with less.”
“Doing
more with less!” is an ongoing theme. As mentioned, managers are
reorganizing,
refocusing, seeking sponsors or grants, charging fees, and using other
creative methods in order
to survive. The identification of this dilemma calls upon the solutions
and strategies linked to all
five challenges discussed here. A manager must focus on many challenges
simultaneously. There is a need for managers to take a global view and
to be proactive to minimize damage to the
organization, its programs, and facilities.
Image Credibility Advocacy
Managers’ fourth
greatest area of concern developed around image, credibility, and
advocacy. While the benefits approach to leisure has been alive for
nearly two decades (Allen &
McGovern, 1997; Driver, Brown, & Peterson, 1991), perhaps the
message has not been
sufficiently delivered. To lobby successfully for public resources,
Kaczynski and Crompton
(2004) say that park and recreation agencies ought to adopt a strategic
approach to
communicating these benefits to stakeholders through aligning with
prevailing concerns of
elected officials and residents. However, the park and recreation field
lags behind others in
recognizing the centrality of positioning to its strategic
effectiveness. Indeed, literature from the
1980’s (Sessoms 1986; Searle 1986; 1990) to the present indicates that
public policy advocacy by
professionals is sporadic at best. Searle (1986) found that most park
and recreation professionals
participated in only one advocacy activity outside work in a three year
period, and predicted that
the lack of interest would “in the long term, have a serious and likely
debilitating effect on the
park and recreation movement” (p. 11). Searle (1990) posited that apart
from direct professional
advocacy, empowering citizenry may be most effective. Panza and
Cipriano (2004) questioned
whether recreation directors are capable of mobilizing citizen groups.
Crompton (1999a; 1999b; 2000; 2001) cites
contributions that recreation makes to a
community’s economic prosperity: attracting and retaining businesses
and retirees; attracting
tourists; enhancing real-estate values; environmental stewardship;
stimulating urban
rejuvenation; preventing youth crime; improving community health; and
addressing needs of the
underemployed. These contributions, along with the well-known
relationships between social
issues and park and recreation services, have been substantiated
through research, and are
doubtless obvious to the reader. However, the relationship has not been
made clear enough to
many elected officials and taxpayers. This indicates that the
recreation profession needs to
increase its efforts in delivering its message. Lobbying is inherent in
the mission of most
professional organizations. But do association executives see
themselves as fulfilling that role on
behalf of their membership, or as trainers of lobbyists amongst their
member professionals? Currently, agency managers may not know how to
bring the message home to their communities. Washington state
recreation and park members have told their professional association
that
they want legislators to “establish and officially recognize parks and
recreation as an essential
and/or valued community service and a necessary dynamic to a healthy,
vibrant social structure” (WRPA, 2003). They asked their professional
association to engage in “really teaching others
how to sell P & R benefits” to politicians, the public, and other
professionals, and “assisting
communities in saving their rec departments, i.e. providing
justification for boards, alternatives
to cuts, etc.” because “we are looking at a real crisis.” Some believe
the professional association
should teach all members to lobby and do so on “a more
business-oriented model – less
emotional, more empirical approaches” (WRPA, 2003). Who should
advocate? Is advocacy the
role of users, or professional associations, or agency managers, or
advisory boards, or every one
in the profession?
Panza
and Cipriano (2004) also ask some pointed questions about advocacy: (a)
Are
recreation directors comfortable enough to mobilize citizen groups? (b)
Do they know how to
conduct cost effective surveys that can address thorny issues without
feeling threatened by the
results? (c) Do they have the job security to take on what may be
politically challenging issues? Or, (d) "Is there a working
relationship with university faculty who are trained in evaluation
research and community recreation practitioners that can be used to
‘make their case’" (p.24)? Faculty may be individuals who know the
specifics of recreation benefits across a broad base,
and be relatively objective. Searle’s (1990) strategy for advocacy was
to empower the citizenry
through information and trust. He urged professionals to reduce the
cost of information to the
public and not rely on them to get it. Though Searle’s (1990) point was
made over a decade and
a half ago, it may be even truer in today’s Internet information age:
“People tend to make
decisions with information on hand and do not usually go out of their
way to get more
information” (p. 37). The NRPA strategic planning process in recent
years has identified that
many professionals join for advocacy, though it is not clear whether
the individual expects active
individual advocacy, or who will practice it. While professionals have
asked for training and
mentoring to develop advocacy skills individually, it appears this is
not being done on a national
or state level. NRPA does offer a membership category for “citizen
advocates.” It is noteworthy
that the potential lobby is ubiquitous, as a parks and recreation
department exists in virtually
every community, large or small.
The
challenge of advocating for a field like recreation where results are
intangible and
difficult to quantify has been known for at least two decades (Searle,
1986; Sessoms, 1986). Positions of agencies are determined by their
stakeholders’ perceptions of the agency’s image in
relation to that of their competitors; and positioning or repositioning
requires consistency and
tight focusing of a selected message over a long time, often many years
(Kaczynski & Crompton,
2004). It needs to be remembered that most taxpayers are not frequent
users of park and
recreation services; thus it is vital that the agency address the
perceptions of both user and non-user groups. Respondents who
complained of ceding ground to fire and police need to appreciate
that the vitality of any organization’s mission is always in
competition with others’ missions.
Because environments are not static, communicating one’s mission
is a never-ending endeavor. Furthermore, the documentation of park and
recreation’s impacts to communities is time-consuming. With staff
reductions and tight budgets, activities such as documentation are
often
put aside for more pressing issues. A recommendation is to use the
National Recreation and Park
Association Legislative Forum as a model, and initiate a Community
Forum or Park and
Recreation Forum day on which a contingent of supporters
“blitz” the community using
documented benefits specific to their own communities.
Leadership and Management
The fifth challenge
category identified by study respondents is leadership and
management. Managers question whether the needed leadership skills
exist in their organizations
to deal with issues, especially in times of extreme cost
controls and near-crisis. One coping
strategy may be the use of competency models. Competencies become job
criteria and part of an
organization. Hurd (2004) claims that, “Competencies have been used for
such things as (a)
establishing employee evaluation criteria, (b) setting performance
benchmarks and assessing
readiness for a position, (c) determining hiring criteria, (d)
mentoring employees and (e) creating
a professional development plan.” Hurd and McLean (2004) developed a
framework of six
general competency categories for CEO’s in public park and recreation
agencies in the U.S. The
general competency categories are business acumen, communications and
marketing, community
relations, leadership and management, planning and evaluation, and
professional practice. A
whole organization’s
competency, or effectiveness, will in good measure depend on the
competencies of its personnel, especially management.
Respondents were
concerned about the lack of professional development, or lack of
access due to tight budgets. There was a fear that a simple lack of
action on the part of managers
to advance their own skills results in a “chain-reaction effect,” so
entry-level staff are not
receiving the training they need. One wonders what professional
development requirements an
agency may have, and if the national/state certification movement is
strong enough to motivate
managers to “keep up.” Also, one wonders if there is a mandate to seek
continuing education
credits offered by various professional associations or educational
institutions.
Managers show concern
about the skills of those they supervise, as well. Some are
challenged by dealing with the interrelationships of initial
professional training (“we do not have
enough universities offering P & R degrees”), recruitment,
professional development, and
advocacy of the field (“attracting quality individuals into the field –
legitimizing the field”). Some see a solution to human resource
development in creating closer ties with universities who
do the initial professional training (“working more with colleges to
get to students in the learning
phases”). Many university programs hold accreditations requiring
standard outcomes. In a
recent search of the 2004 Standards and Criteria for Baccalaureate
Programs in Recreation, Park
Resources, and Leisure Services (NRPA, 2004) the terms,
“advocacy,” “image,” or “credibility,”
are not present. In a well-used management text (Kraus & Curtis,
2001), advocacy and image
building seem to focus on “the public,” without specifying policy
makers and funding
organizations. Much of the attention is on marketing programs or
advocating to (potential)
community users about the benefits of recreation. To reiterate,
research has shown that when
taxpayers are asked whether parks contribute positively to their
quality of life, they will approve modest tax increases to maintain
that quality of life (Panza & Cipriano, 2004).
A business approach or
marketing philosophy is needed in order to mold attitudes, bring
about change, and effect policy. Park and recreation staffs regularly
promote the calendar of
programs and activities offered through their organizations. Taxpayers
see ads in the local
newspapers, receive agency brochures at home, view participants in the
parks, and maybe use
facilities themselves. Thus, their attitudes result primarily from this
limited flow of information
or marketing targeted to them. It is generally known that consumers
require exposure to
marketing on an ongoing basis if they are to purchase or maintain use.
Funding sources,
including taxpayers and community members, may require marketing or
public relations with
messages specifically targeted to them as the budget managers.
Summary of Recommendations
Recommendations, in
summary, begin with encouraging managers and professional
associations to raise advocacy and advocacy training. Advocacy may be
foundational to
ameliorating other issues. Human resource management and retention will
benefit from
strategies such as the use of competency models, development
opportunities, and frequent
evaluation and recognition of employees. Funding challenges to the
organization can be eased
externally through partnerships, tax incentives, foundations, grant
writing, and ongoing
advocacy; and internally through competency models, and increased use
of interns and
volunteers. Utilizing volunteers and fully developing staff skills help
bridge the gap between
supply and demand. Still, managers need a global view and to be
proactive to minimize damage
to the organization, its programs, and facilities. Managers must be
leaders; they must secure the
best professional development for themselves and their staff, and rise
to the challenge of
competition with other funds-seekers through a more business-like
approach to management,
marketing, and advocacy.
Concluding Comments
This broad-based and
open-ended survey found that park and recreation managers believe
strongly in their mission. Changes are needed in their external and
internal management and
marketing approaches. There is also need for multi-level professional
development if their
agencies are to have the resources to move forward.
Permeating the responses
was a sense of frustration, anxiety, and even crisis based on a
perceived downgraded status of parks and recreation as an essential
service vis-à-vis police and
fire services. To continue programs in a time of fiscal constraints,
park and recreation managers
rely heavily on paid temporary help, on youth and adult volunteers, and
on college interns. Since
bachelor’s degree holders are sought to fill entry-level professional
positions, recent closings of
university recreation programs could leave agencies without qualified
replacements.
In
a time of stressors in the macro environment, it is interesting that
the most frequently
cited challenges for park and recreation managers were micro issues
such as human resource
management, over which they have a great deal of control. Professionals
see advocacy of the
profession with legislators and other stakeholders as desirable or even
essential, but many
perceive advocating as a personal challenge. The outlook of park and
recreation managers is
essentially positive and focused on what they individually and
collectively can accomplish on
behalf of their agencies and profession. Further research could
replicate this survey to provide a
longitudinal view of managerial priorities, and would include a working
definition of the term
challenge. While this study focused on the profession in Washington
state, the results and
subsequent analysis provide a robust view of potential strategies to
park and recreation managers
anywhere to remain effective at any time, or in any economic condition.
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