Making cents out of a tight budget: options are available during the budget cycle to accomplish more with less

In this time of budget shortfalls and lack of solid funding from most states, resource managers are finding themselves in a tough position. They are still required to provide groomed park grounds, sate equipment for visitors and maintained park structures. But, with the lack of positive funding and stringent grant competition, park managers are increasingly struggling to just keep up--never mind get ahead. Managers will have to come up with prolific methods of funding during their budget cycles in order to keep parks safe and beautiful for all visitors, but how can this be accomplished?

Although competition for private sources of funding is stringent, managers can make the best of this situation by ensuring they only apply for grants to fix dilapidated park structures or equipment. Managers should make these types of structures the focal point of the application due to the rating system used by most agencies. This also will work for restrooms that are not Americans with Disabilities Act-compliant or playground equipment that has become antiquated.

These simple measures may not ensure all of the needed funds go to the park, but should help mitigate some problems with funding. Specified-grant programs such as the Land and Water Conservation Fund distributed more than $97 million in 2004 to purchase new lands for parks and recreation, and helped improve more than 542 existing parks throughout the United States.

When there is no grant money to compete for, managers might try to look at private sources or local charity organizations for help. Most of the local charitable organizations are usually more than willing to pitch in. Managers can allow these groups to advertise that they are helping the park and recreation department.

For example, the park manager might ask the Lions Club to help with the materials and construction of shelters for park visitors in exchange for the Lions Club symbol to be placed on the shelters. Whitman County Parks, Fair and Recreation Director Tim Myers in Washington state says that this type of civic involvement really helps managers with the time and labor they invest. Myers applied this idea to procure a grant for the erection of three, small picnic shelters.

Summer months also present problems for park managers, specifically with lawn maintenance, trail cutting and pest control. After several years of annual training and management of a new group of temporary employees, the last thing a manager needs is to lose a day or more to equipment breakdown. Due to limited or shrinking budgets that attempt to do away with "government waste," many agencies are managing their resources using aging equipment.

For example, during the first week of summer employment at the Wawawai Park for the Whitman County Parks, Fair and Recreation, a 10-year-old mower experienced mechanical failure with broken hydraulic lines and an engine that didn't run. The mower was one of the department's newer maintenance pieces, and might have been properly maintained, but breakdowns still occur. Given better budget years, equipment scheduled for replacement on a routine basis can limit the amount of breakdowns a department may experience during a season, and increase the efficiency of the seasonal staff resource managers use to maintain the park resources.

While paying for new equipment might not work within your current budget, there is a solution that could work to your advantage. Most of the larger lawn maintenance companies such as John Deere and Toro usually have a lease agreement for city, county and state entities. This is usually for a specified time period (normally four years) and the park department has the option of returning the equipment or keeping it at the end of the lease. Included with the lease is a time-specific maintenance agreement that sometimes doesn't cost anything, unless the equipment is destroyed or there was some form of operator negligence.

John Deere has different lease agreements that can fit the needs of small to large municipalities. The average cost of a five-year lease for a commercial riding mower is $3,000 per year with a one-year warranty. After the lease is completed and the mower is paid for, the municipality can either keep the mower or trade it in. Just the upkeep and maintenance of an existing piece of mowing equipment that is 8 years old is estimated at $1,700 per mowing season. Depending upon the lease program and specific clauses in the agreement, there may or may not be any upfront costs. The normal annual cost of the lease is 25 percent of the cost of the mowing equipment that has been leased. Managers must recognize the need for some form of equipment rotation schedule in order to have reliable maintenance equipment in their parks.

Finding ways to keep trails, sprinkler systems and other areas properly maintained when park visitors or school groups are present can make this task seem hectic at times. There is always the need to add summer staff during the peak season to help in specific areas. Summer staff can be from local colleges or surrounding areas, and may just need money for expenses or want practical experience in park management. This can work to the manager's advantage if the position fosters an atmosphere of well-being and usefulness for the staff person.

Volunteers bring a plethora of abilities and knowledge to a park; managers can use volunteers to train junior staff members on skills that will benefit them and the park. If the volunteer has special leadership expertise, then the manager should attempt to allow the volunteer to take the lead with some projects. The proper placement of volunteers within the management scheme will help overburdened workers, and will also bring new ideas to park maintenance and special projects.

One of the worst working situations for a summer staff member is when he or she Feels no sense of ownership and pride in the work completed. Volunteers are normally not paid to work, and therefore, are working for reasons other than money. By finding out what motivates the volunteer, park managers can direct their tasks to reflect what that person cares about.

Managers should also realize that visitors walking along the trails of most parks will normally come into contact with the workers and volunteers clearing and brushing the trails before actually meeting the park manager. Park managers can leave a lasting impression on the public if they train those workers along the trails to be polite and ask about any concerns that visitors might have. This simple act of reaching out can lead to a more informed public that is willing to help with fund raising and other tasks.

"I always train permanent and summer employees that the visitors will see them first, and they should always present themselves professionally," says Park Operations Coordinator Bart Dearborn. Park managers should always attempt to meet the public that enjoys the recreational opportunities the park has to offer. Visitors will view this as a positive and proactive way of becoming involved.

But there are times when a project needs to be performed by someone other than staff or volunteers. Knowing when to call in a professional for specific projects can save time and most importantly, money. As park managers, we must be able to determine if the amount of time and manpower fits the project. This can be done by assessing the degree of technical knowledge that will be needed to make the repair.

Examples of this could be a well tank that will not bold pressure, sprinkler systems that are shorted out or are malfunctioning, and lawn equipment that is not running due to a major engine problem. Once this has been completed, managers can make a sound decision as to what the next action will be. If the project will cost more in time and money, then it should be undertaken by a professional that can complete the project quickly and efficiently. Managers should make sure to share with directors why a professional completing the project will be better than using stall, so the best decision can be made.

Park managers should not send staff members to oversee or help professionals with projects--this takes away from other projects that need to be completed. All too often, managers like to keep an eye on others working in their parks. If the manager keeps it to a minimum and does not allow this to become a hindrance, the situation can be successful. Professionals are hired to complete a project on time and on budget, so by keeping out of the way, professionals will often finish sooner.

There are many different methods to operate a park efficiently, even without the moderate operating budgets that we were once used to. From volunteers to grant writing, managers must be on the constant lookout for new ideas. Managers must find new methods of funding, and improve on the old in order to keep up with rising operating costs and maintenance of their parks for the public.

Knowing when and how to use volunteers will help managers relieve some of the strain that paid staff members ultimately feel when funding is less than desirable. Proper management of volunteers will almost ensure that volunteers return, and can help influence others to come out and volunteer in the park as well.

Managers must be able to realize where there is an inefficient use of time and find better ways to improve upon them. Managers must first define the problem or project clearly, find any and all possible solutions, and finally define who the right people for the job are. The key is not to get stuck in a rut.

COPYRIGHT 2005 National Recreation and Park Association
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