Looking at partnership: Diego Garcia - Morale, Recreation and Welfare Department partners with other groups to fund recreational services and resources - Military Recreation

Parks & Recreation, Dec, 1997 by Ken D'Amato

Over the past several years the words privatization, third-party financing, corporate sponsorship and concessionaire have crept into the vocabulary of leisure professionals. We hear these words in social gatherings--when colleagues meet at educational presentations we attend or when we read from the text of a directive or vision prepared by the decision-makers who fund our programs. Opinions regarding these concepts or directions appear to be mixed. However, one opinion remains constant: Every conversation reflects the opinion that we all seem to be facing eroding funding levels to maintain our existing programs, let alone plan for recapitalization, expansion or enhancement.

This dilemma is not a new realization. The vast majority of leisure professionals have embraced this challenge with innovation and creativity, and few, if any, have openly expressed fear or apprehension.

How do we develop a proactive master plan, incorporating clear vision and direction, to address the ever-changing and increasing expectations of our program participants when the issue of funding is such an illusive reality? Should the gradual transition from our purist philosophy or roots to the capitalist mentality be sped up to become so dominant in the quest for funding that we lose sight of our purpose--improving the quality of life?

Concessionaire ventures have certainly assisted many programs in maintaining or even enhancing perceived levels. Privatization and third-party financing may have allowed several programs to realize success in providing their respective community capital construction venues from movie theatres, ice rinks, water parks, campgrounds, golf courses, and marinas. Sponsorship, whether it be from the hundreds of small businesses that make up the values of each community or major corporations, has provided much needed resources, allowing programs to avoid eliminating popular events, activities, or services in the face of funding reductions.

What about outsourcing? What is it? Is it the direction in which we are heading, or is it a path to avoid?

Outsourcing has many faces. In general terms, we see it as the contracting out of services to an outside service provider. In the past, we witnessed this direction in services such as transportation, building/ground maintenance, utilities, engineering, household/personal property and social services, ranging from crisis counseling, financial and retirement planning to libraries. However, the movement seems to be pointing toward leisure services, whether it be a fragment of the program or operational responsibility of the entire program, from food and beverage and other business-like venues to childcare, youth and recreation services, such as the gymnasium, fitness center, aquatics and athletics.

When we witnessed outsourcing in areas outside our program it was considered normal. However, when outsourcing began to creep into our once traditionally protected world, a definite emotional tug -- to the point of protectionism -- surfaced. Protectionism is not the answer. Critical to any successful outsourcing direction we embark upon is the essential need to develop an ethical and credible relationship or partnership with one or more of our service providers.

The American Heritage Dictionary defines a partner as "One that is united or associated with another or others in an activity or a sphere of common interest." Partnering cannot be productive if either party is entrenched in protectionism. Establishing and maintaining a partner ship is not as easy as it may appear. Perceptions by others may cloud the facts, allowing that which is, in reality, a professional and ethical relationship to be viewed as too friendly or in violation of standards of conduct. After all, for years we were told to remain distant and aloof and for our communications with our vendors or service providers to be black and white. Now we are told to develop a vision, guiding principles and strategic objectives that address both internal and external customer expectations in unison with these customers.

On the strategically important -- but very small -- coral atoll in the middle of the vast Indian Ocean, known as Diego Garcia, a British Indian Ocean Territory, the Morale, Welfare & Recreation (MOOR) Department is under 100 percent operational responsibility of the Base Operation Services Contractor (BOSC) Burns & Roe/ J.A. Jones & SERCo Ltd. (BJS). MWR Diego Garcia offers a diverse program, featuring an expansive marina operation, skeet range, nine-hole golf course with driving range, several outdoor recreation picnic/park sites, outdoor athletic complex, library, swimming pool, and a large gymnasium with two gym floors, racquetball courts, free weights and nautilus center. In addition, the program provides numerous food and beverage outlets, a custom T-shirt center, several movie operation sites, recreation equipment rental, a bowling center, bike repair, and supports a Single Sailor program and numerous special-interest groups.