Preparing to shine: tips for achieving agency accreditation

This is the third in a series of four articles concerning the agency accreditation process for public recreation and park departments in the U.S. This article concentrates on how an agency can prepare for the accreditation visit. This article provides important tips from accredited agency directors and the Commission for Accreditation of Park and Recreation Agencies visitors on how to make the self-assessment process more manageable. For the first two articles in the series, see the August and September 2002 issues of Parks & Recreation.

In a recent survey, 60 percent of park and recreation directors from accredited agencies provided their insights on how they managed and survived the agency accreditation process. Their responses were related to gathering factual information about the process; garnering internal and external support for the process; preparing and identifying required changes before the Commission for Accreditation of Park and Recreation Agencies (CAPRA) visit; and identifying the most time-consuming components of the process. In addition, CAPRA visitors have led regional workshops and presented strategies at the NRPA National Congress & Exposition on how an agency can prepare and successfully complete the accreditation process. Their advice will precede the discussion of accredited agency directors' comments.

Gathering Factual Information

Four of the pilot agencies (Asheville, N.C., East Baton Rouge, La., Greenfield, Ind., and Plano, Texas) that participated in the survey indicated there were few resources available when they began the accreditation process, but they believed that the process would move the recreation profession forward. Although there wasn't much information available to the agencies, each challenged itself to be a model for other recreation and park agencies to follow. Their dedication has made the accreditation process easier to accomplish, and professionals from these agencies have provided numerous hours of guidance to other agencies that are seeking accreditation status.

NRPA resources were the information sources about accreditation most frequently used by directors. Those resources include the NRPA Congress, regional and state conference sessions, articles in Parks & Recreation, CAPRA workshops and documents on NRPA's Web site. Directors also relied on their networking abilities to gather information by making telephone calls, using the Internet and visiting other accredited agency sites. A majority of the directors commented on the benefit of professional involvement at both state and national levels, and some have even become CAPRA visitors. Becoming a visitor increased their understanding of the accreditation process and provided insight on how other agencies organized their self-evaluation report and what type of documents were used to provide critical support for a particular standard. The message from CAPRA visitors during other conferences and workshops was for agencies to realize the importance of obtaining and reviewing accreditation materials. Successful agencies fully comprehend the value of the process and are committed to the fundamental principles of accreditation.

Garnering Support

Directors were asked how they sought political approval of the accreditation process and how they gained internal staff support. It was refreshing to read comments about how various communities wanted to be recognized as a national leader in recreation. Others commented on how public officials had a commitment to excellence or a sense of pride because of their community's recreation departments. By receiving a professional stamp of approval, many believed that the process provided their governing body adequate justification for their existence.

Some departments found support from their governing bodies because other districts or departments, such as schools, police and fire departments, were already accredited. The improvement in their operations was favorably received by community residents. Other departments lobbied their council members, city managers and mayors, stressing how the accreditation process would make their agencies even more efficient and effective. This, in turn, would improve the image of the recreation profession for their community. Two departments commented on how local politicians used their agency's accreditation as a way to demonstrate financial accountability.

For most agencies, achieving internal support for accreditation was simple. A majority of the agencies' staff wanted to be compared to a national standard, and they took pride in the services and programs they offered their communities. Some directors needed to motivate their staff; this was accomplished by creating a team atmosphere that allowed many staff members to buy into the process and understand the complexities, responsibilities and future commitments.

CAPRA visitors have suggested that achieving support from community movers and shakers would enhance the overall process. They also suggest that compiling necessary information about the process would create a clearer image of the agency for staff. After the commitment has been made by the agency, they should promote and market the benefits of the entire accreditation process to the community. Many agencies noted that a series of educational sessions were required to inform governing bodies and internal staff members about the magnitude of the entire self-assessment process.

Preparing for the Visit

Four agencies had a staff member become a certified CAPRA visitor to get a better understanding of the accreditation process. Other directors thought that understanding the process by attending workshops, conference sessions and reading articles enhanced their preparation for the visit. Two agencies hired a staff member to lead and coordinate their accreditation effort. This person was responsible for keeping everyone on task and sticking to the required timeline.

Most agencies suggested that verbal or outdated policies and outdated master plans had to be rewritten or recreated. New procedures, employee manuals, and risk management and marketing plans had to be reorganized, updated or developed. One agency noted that more than 80 percent of its policies and procedures were changed to meet the accreditation requirements. The agency noted, however, that those policy and procedural changes needed to be accomplished anyway.

Many agencies indicated that they became more organized and were forced to document their operations. This, in turn, created a safer and more organized environment for all of their participants. Others commented on how developing employee manuals streamlined training and created a more comprehensible document for all employees.

CAPRA visitors support the comments of administrators concerning the appointment of a team leader. The visitors assert that a successful team leader is more of a coordinator than a dictator, emphasizing the importance of teamwork to accomplish the task. In addition, the team leader can lead the effort to advise other staff members, who aren't part of the core accreditation process team, to comprehend and recognize the value of the accreditation process. It's important that the entire parks and recreation staff, from maintenance staff to part-timers, embrace and support the process. Other town or city staff that may be involved peripherally (police, risk management, public information, human resources, etc.) should also have a basic understanding of the process. CAPRA visitors also advise creating a timeline with target dates, creating a separate file for each standard, being aware of duplication and organizing all your materials.

Time Involved

Trying to comprehend the standards took the largest amount of time for all of the directors who were surveyed. It's not that the standards are confusing; rather, for each standard to be met, documentation must be provided. Sometimes this requirement increased an agency's timeframe because it was difficult gathering and compiling data that was housed in other divisions within the department. Agencies reported that sorting out all the required information and storing it in a central location was another time-consuming task. Because CAPRA visitors evaluate how the standard has been met, some agencies admitted having difficulty illustrating what type of documentation was required to meet a particular standard. The accreditation self-assessment manual provides further explanation of the standard as well as suggested evidence of compliance.

Resources to further assist include an additional manual, Management of Park and Recreation Agencies, as well as the helpful attitude and willingness to share of previously accredited agencies. Another time-consuming task was reevaluating and rewriting outdated or verbal policies. Not only did this action require a great deal of staff input, but changing, updating and creating policy also needed governmental board approval. Because the amount of time needed for policy approval will vary widely from city to city, it's important for agencies to consider this variable when creating their timetable.

In conclusion, the comments of administrators from accredited agencies support the contention that the accreditation process is well worth the effort. Self-assessment, although often difficult and time-consuming, is critical to the process. Followed by external review, each agency is afforded the opportunity to examine its strengths, weaknesses and potentialities, thereby improving the quality of services provided. No other process in the history of the recreation field has created this degree of positive change in such a short period of time. Ultimately, it's the leadership and vision of the directors and staff of accredited programs that's fueling this renaissance.

Kevin Riley, Ed.D., is an assistant professor in the Department of Health, Leisure and Exercise Science at Appalachian State University, in Boone, N.C. Paul Gaskill, Ed.D., is a professor in the same department. Judy Weiss, CPRP, is parks, recreation and facilities manager for Scottsdale, Ariz.

The authors thank the directors and staff from the following departments for participating in the accreditation survey: Asheville (N.C.) Parks and Recreation Department; Bloomington (Ind.) Parks and Recreation; City of Alpharetta (Ga.); Franklin (Ind.) Parks and Recreation; City of Largo (Fla.) Recreation, Parks and Arts Department; City of Plano (Texas) Parks and Recreation Department; Coral Gables (Fla.) Parks and Recreation Department; Gainesville (Ga.) Parks and Recreation; Lee County (Fla.) Parks and Recreation; Little Rock (Ark.) Parks and Recreation; Martin County (Fla.) Parks and Recreation; Recreation and Park Commission for the Parish of East Baton Rouge (La.); Salisbury (N.C.) Parks and Recreation; and Gates (N.Y.) Recreation and Parks Department.

For more information on the accreditation survey, write to Riley at rileykw@appstate.edu.

COPYRIGHT 2003 National Recreation and Park Association
COPYRIGHT 2003 Gale Group