Creating community through people, parks and programs: park and recreation agencies need to remind everyone of their importance

Parks & Recreation, July, 2003 by Jonathan Korfhage

Park and recreation agencies throughout the country are being acutely challenged by our economic situation. In the past, we've been known for being resourceful, creative and competent. Now isn't the time to change our image! While we can't provide miracles to overcome budget deficits, we can adjust, identify and communicate the importance of parks and recreation in creating community through people, parks and programs.

The demand for an action plan has increased, as budget cuts have accelerated the loss of programs and services in many park and recreation departments. An action plan can help park and recreation agencies position themselves as vital components in their communities. An action plan can also be an important tool in making sure the role of parks and recreation in creating community is understood by policy makers and the public.

Park and recreation professionals in California have dramatically changed how they do business and how they position their profession to be at the table when critical issues are framed and decisions are made. In 1999, the California Park and Recreation Society (CPRS) launched the VIP (Vision, Insight and Planning) Project with the release of a strategic action plan for the profession called "Creating Community in the 21st Century." The VIP plan provides a map for the profession's sustainability and future as a leader in creating community.

The VIP plan could reposition the profession of parks and recreation, but it must reflect the values and beliefs of our umbrella organization. CPRS's membership includes:

* Commercial and for-profit organizations that provide us and the public with products and services.

* Natural resource agencies that provide stewardship for our cherished lands and waters.

* Therapeutic recreation agencies that provide health care services.

* Community colleges and universities that prepare future professionals.

* Adult education providers that offer lifelong learning opportunities.

* Park professionals who preserve the natural environment, enhance safety and protect our valuable resource investment.

* Special districts and local recreation agencies that provide parks and recreation opportunities to local residents.

* Armed forces leaders who provide recreation services for our personnel around the world.

* Students who are the professionals of the future.

* Citizen volunteers who provide many direct services, and others.

While there have been previous park and recreation marketing programs, such as "Life. Be In It" and "Recreation--Life's Necessity," "Creating Community in the 21st Century" strategically brings together all of the parks and recreation profession under a common vision. This is more than a marketing program promoting the profession. Key stakeholders in the parks and recreation profession developed this strategic plan with in-depth participation from CPRS members, an economist, state and national leaders, and the preparation included a trend analysis. At the core of the plan are the profession's vision and values, mission areas, implementation strategies and core competencies that clearly identify the strengths that we bring to the table.

Core competencies are the special skills and abilities of parks and recreation professionals. To compete in an ever-changing market, we must have the skills needed to deliver services in the 21st century. Success in this millennium will demand professionals who understand and can articulate our role in creating community. These are men and women who can master the political process to achieve their goals and are leaders in their communities who have compassion for people. We expect these professionals to respond and react to changes and trends, and to be trendsetters. They're innovative professionals who have relevant, finely honed skills and can broker resources to create coalitions.

As the state association, CPRS has taken a strong leadership role in educating professionals about the plan and its potential. Several strategic initiatives have been launched in California as a result, including a statewide public relations plan, realignment of the state awards program, three benchmarking projects and development of new training programs in line with the core competencies. Local agencies that have adopted the plan's vision, mission, values and implementation strategies have increased partnerships, taken less budget hits (and, in one case, a budget increase even in these difficult times), gained increased media attention and attracted high-quality candidates for open positions. For more information about this program, go to www.cprs.org.

A final thought: During these financially critical times, it's imperative that you maintain your state and NRPA memberships. NRPA continues to provide crucial training programs, information, networking opportunities and advocacy services, to mention only a few of the association's offerings. Be creative and resourceful and find ways to maintain your membership--NRPA can't be successful without you!