Recreation and park education is in trouble. As colleges and universities throughout the United States struggle to manage devastating budget reductions and increased costs, the survival of many recreation and park curriculums is in question. Recreation and park programs have been eliminated, reorganized, reduced, or placed on the chopping block in California, Oregon, Texas, Illinois, Pennsylvania, Massachusetts, Iowa and elsewhere.

Today, no less than 32 states have reported severe budget reductions in colleges and universities that have led to the elimination or reduction of programs, faculty and support services. Cutback management has become a crucial topic in academia today, as it has been for public park and recreation sendees over the past decade.

It is important to consider strategies for positioning one's organization in such a manner that it is less likely to be reduced or eliminated. The University of Oregon's Department of Leisure Studies and Services has been involved in a round of severe cutbacks in recent years and will serve as a case study for this article. This academic unit's reductions occurred over the past decade, but were heightened during the past several years by the passage of a property-tax limitation initiative that dramatically affected the dispersal of state revenues to higher education. Located within the College of Human Development and Performance, the department was reduced. but remained intact, while the departments of health, human services, gerontology, and half of physical education were eliminated. The College itself was eliminated. Teacher education and other programs were also eliminated at the university.

Although it is almost impossible to determine cause and effect with any degree of certainty in tills type of situation, the Department of Leisure Studies and Sendees at the University of Oregon implemented a strong and well-organized plan of cutback management that was formulated and conceptualized more than a year and a half prior to these program cuts. This article outlines some of the strategies that were used effectively in this situation, and that can be modeled by other organizations, especially park districts, forest preserves, recreation agencies, and colleges and universities.

The strategies in this article are designed to: 1) prevent elimination and reduce cutbacks by positioning the organization prominently; 2) effectively fight or roll back cutbacks once they have been announced, 3) encourage planning ahead by creating reports and materials to respond to cutbacks that may occur in the future; and 4) promote the management of cutbacks in a way that is humane to employees and others in the organization. The following are cutback strategies, categorized in terms of strategies that relate to issue salience, communication, anticipatory action. decisiveness, preparing the actual response and managing the journey in an ethical manner.

Using Elements of Issue Salience
There are elements that can be used to promote the interests of an organization regarding a critical issue, such as cutbacks. Principles that underlie the concept of issue salience can be used to push forward your agenda in terms of responding to cutback proposals. Following are several of these strategies.

• Be forceful. Most people don't care that much about which decision is made regarding a particular issue.

There are very few issues or actions that we feel very strongly about. Therefore, if you are forceful enough about your point of view, the other side may accede to your point of view.
• Proceed as if your strategy will take place. When an individual or organization proceeds as if their agenda will take place, it has a very potent effect. Have your cutback response include an alternative solution. Present your solution as a fully developed idea, complete with budget, roles and responsibilities, and other information that makes it appear as though the agenda is already in progress and it is just a matter of getting a "rubber stamp."
• Formulate arguments that cater to the agenda of "management." One of the most critical elements of an effective cutback response is the ability to see things from "management's" point of view and to craft a response that caters to their agenda, their needs, their vision. What is the strategic vision for your community, university, state? How can your department tie into that vision, making you a more valuable resource, and less likely to be eliminated or reduced?

Using Communication Techniques Effectively
Some methods of communication are effective when responding and others are not. Organizations often become negatively vocal and chaotic once cutbacks are announced, further harming the position of the department. Following are effective communication strategies.

• Power-whining doesn't work. When cutbacks occur, avoid power-whining and breast-beating. Continue to conduct yourself professionally and instruct your employees to do so. The cutbacks are most likely not personal, and do not reflect a complete disregard of your years of hard work. Individuals just like you must make tough decisions during periods of cutback and they don't deserve personal attack and criticism. While acknowledging the difficulty of their position, in a cool, dignified and competent manner, present your well-organized and well-documented case for avoiding, reducing or reversing cutbacks.
• Have a unified voice. You must have a unified voice: if there is dissension within your organization about how to handle cutbacks, keep it behind closed doors. In public, all staff should communicate the same message.
• In meetings speak with one voice. In meetings with administrators or others who are deciding the fate of your program or agency, have one person speak for your group to avoid confusion and to send a clear and well-organized message.
• Develop an intelligence/information network. You can't operate effectively without information.

• Make your own case. You are the best architect of your own destiny. Don't rely on others to convey your interests and make your case. • Keep staff/faculty informed. Take care of your staff; they need to be informed continuously of developments. You need to talk to them honestly and with candor, even if the information is difficult for them. Also use staff as a sounding board for ideas and to help generate strategy.

"Build coalitions...A united front that includes several departments may be more effective than a single department."

Taking Anticipatory Action
The time to plan cutback strategy is now, in advance. Once cutbacks have been announced it may be too late to counter them. A number of strategies can be used to position the department or organization in such a way as to prevent cutbacks, and/or diminish their severity, including the following:

• Image-building. Your organization should engage in image-building immediately and on a continuous basis. People do not have any idea about what you do or how great you are unless they see it or are told about it. Many organizations labor in virtual obscurity, provide wonderful services, and are dumbfounded when they receive cuts.
• Connect with individuals who will be influential in cutback decisions. Right now, build bridges and connect with the individuals who will make budget decisions in the future. Make a point of informing them about the excellence of your programs and services, invite them to events and meetings. Establish the credibility and excellence of programs in advance with those in power.
• Have a focus. It is not enough to provide good, or even superior, services that are similar to those of other organizations and agencies. Your organization or department must have a "focus," that is, some kind of service that is unique, dynamic and high-profile. You want to offer a kind of service that individuals don't want to lose, because it "showcases" the university or community in some manner that is valuable.
• Maintain a reservoir of information. The manager should immediately gather, prepare and organize a reservoir of information that can be used for a data-based, comprehensive response to cutbacks. Cutbacks often occur quickly, and departments may not have adequate time to prepare a well-organized and thorough response. This is probably by design. Every organization or department should have in place an organized file of information, as well as a drafted response that can be used in the event of cutback announcements. At the University of Oregon, the time allowed to prepare a response to cutback announcements concerning entire departments was just a few days. The "cutback response" file should include data that show growth, excellence, need, awards, recognition and achievements, legal mandates for services, political mandates for services, background on notable staff/fac-

• Look at the big picture. You need to look at the big picture and not just view the tragedy of cutbacks from the perspective of your department or organization. When preparing a response to cutbacks tell how the contributions of your department relate to the needs of the university, the state and the community.
• Give a brief response. Cutbacks often involve eliminating or reducing a large number of units or departments all at the same time. As a result, many cutback responses may come back to those making final decisions, also at the same time. Although you would like to think that your cutback response would receive close scrutiny, this is not realistic. Your response may be skimmed very quickly; it should be hard-hitting but brief. It should begin with a one-page bulleted summary of your major points, so that by reading a single page, the decision-making authority will get your major messages. Information can be included as attachments; however, keep your main response very short.
• Be entrepreneurial. Orient yourself to be a problem-solver. Don't just present the problem and expect someone else to solve it. Be creative and brainstorm new ideas to solve the problem.
• Speed is very important. Be prepared to distill your position quickly. If a number of units are being cut; it is to your advantage to be one of the first in the door with your response. Not only may it be read with more interest than the many responses that follow, but it will send a message about the effectiveness and excellence of your organization.
• Speak to the agenda of the decision-makers. An effective response will speak to the needs and agenda of the decision-makers, and not your individual or departmental needs and agenda. You must tie points in that are relevant to decision-makers and that respond to their vision for the future, or your response will not be relevant.
• Press for realistic solutions. Press for workable, realistic solutions. Do not waste your time and energy pushing for things dial can't happen. Do not posture, taking issue with every item that is cutback; rather, respond honestly, forthrightly, responsibly, yet forcefully. Be willing to engage in give and take, and to assume partial responsibility for the cuts. You may need to take your fair share of cuts; but make sure that it is no more than your fair share.
• Establish a fall-back position. When building your cutback strategy, develop a first-choice response, as well as a fall-back position. In other words, if your initial request/response is rejected, counter with an alternative scenario.
• Maintain the dignity of your department. The way in which you and your organization react to cutbacks is critical to your success in responding to and countering them. Respond with class and dignity. Decision-makers may be favorably impressed with the way your response is presented.
• Make the difficult decisions. When managing cutbacks, the leader will need to have the courage to make difficult decisions decisively, and without second-guessing. Cutbacks may result in the need to re-configure your organization, in a way that eliminates people, programs, supplies, facilities or students. There will not be consensus or harmony in this process. Gather data, get feedback, but then forge ahead forcefully, yet compassionately.

Looking for the Opportunity in Adversity
Believe it or not. there are opportunities for the organization in the face of cutback announcements. The cutback process, including the organization's response, offers an opportunity to highlight the accomplishments of the department, as well as force it to be more innovative and creative.

•A chance to inform. Situations involving cutbacks often present unusual opportunities to highlight the quality and excellence of your program and services to high-ranking individuals. It is an opportunity to educate and inform individuals about your department or organization. In fact, if well done, it can enhance the image of your organization.
• Increased activity/productivity. The threat of cutbacks may prompt activity that positions your department or organization more positively.
• Increased innovation. The threat of cutbacks, or actual cutbacks, may prompt considerable innovation within an organization, in order to find avenues to creatively respond.

Managing the Journey
The role of the manager in dealing with cutbacks is not only to prepare a response and take care of the professional aspects of the problem, but to manage the integrity of the process and the personal hurt and damage that may occur to staff.

• Integrity of the process. Periods of cutback can bring out the worst in individuals. When there is competition for resources, or even worse, jobs, individuals may become cut-throat and unethical in their processes. Keep the process within your organization or department on a higher plane. As you go through the cutback process, although you may know the destination, you can "manage the journey in a way that is ethically and morally sound."
• Concern/support for other units. When cutbacks occur, they may initially affect other departments or agencies with which you are aligned. You may be exempt from the first rounds of cuts. Watch these developments closely, and offer support to these other departments. Be extremely concerned and involved when your neighbors begin to take hits, because you may be next. Give the support you would expect from other departments were the situation reversed.
• Maintaining morale. As cutbacks unfold, the manager must also assume responsibility for staff morale. As the leader of the group, the leader has an obligation to show morale courage and to attempt to maintain morale. A manager who is self-pitying, and concerned only with his or her future and career, is not leading the group effectively. Staff may need additional opportunities to meet professionally and socially for purposes of supporting one another, if the cutback process is severe.
• Sensitivity to staff. Related to integrity is the issue of sensitivity toward staff. When cutbacks occur, particularly when it involves cutting staff, there are several approaches that the organization may take. Individuals within the organization may attempt to distance themselves from the human anguish that such cuts cause, by viewing staff in a distant and objective manner that does not acknowledge that they are dealing with human beings.
When cuts have to be made, it is important that they be done in a way that allows staff to feel valued, retain their dignity, and allow them opportunities to give real input that is heard and evaluated. It is important for staff to believe their departure will be a great loss to the organization, rather than to feel that they are expendable. As a manager you may or may not be able to reverse or mitigate the outcomes of severe budget cuts; however, again, you can "manage the journey" in a way that is kind and caring.

• Staff assistance. As the cutback process takes place, some employees may be displaced. The leader and others in the organization should assume responsibility for assisting these employees in obtaining other positions. Encouraging them, using your network to locate opportunities and taking the time to counsel them regarding their opportunities and options, is an important part of "managing the journey" in a sensitive manner. Follow-up, after the employee has moved into another job, also sends the message that the organization, and you, valued them and care about them.

"The key element in avoiding cutbacks is making individuals in power aware of the excellence and uniqueness of your programs and services."

Concluding Comments
There are several reasons why recreation and park education are under attack, including supply and demand, failure to focus, lack of a body of knowledge, and lack of scholarships. First, we must ask whether or not the supply of professionally educated students has exceeded the demand. Educators would argue that it depends on how one defines the profession. Second, there is a tendency to try to be all things to all segments of the profession. In the drive to be all-inclusive, educators may not have succinctly identified their niches in the market. Third, also in the drive to be all-inclusive, recreation and park programs have often changed their title to the broader term, "leisure studies or leisure services." The term is not viewed within academia as an understandable concept; it is simply too vague, lacking a tangible, coherent concept like parks (which others can relate to and identify with).

Fourth, as an area within higher education we have yet to successfully define and support (from an empirical base) our body of knowledge. This has led to an undervaluing of our efforts as we are perceived to lack substance. There is a tendency for academics to view their efforts from the perspective of working professionals. Professors often forget that they will be judged primarily by their colleagues in higher education rather than by practicing professionals, Some professors miscalculate regarding the value of their academic work. Finally, it might be that we have simply failed to link our efforts, as we have engaged in the process of professionalization, effectively, to higher education. After all, what is the value of an accredited academic program? Does it really influence hiring practices or really contribute to higher quality, better-educated students?

Cutback management is a complex process that requires the manager to use his or her skills to the utmost. The manager must plan ahead, network effectively, communicate effectively, prepare a potent and aggressive written response and, in the middle of this frenetic activity, take the time to show care and concern for staff. Cutbacks may be prevented with effective positioning of the organization, particularly in regard to individuals who are in a decision-making position. The key element in avoiding cutbacks is making individuals in power aware of me excellence and uniqueness of your programs and services. If they are not currently excellent and don't contain a unique component, develop those elements within your organization.

About the Authors
Christopher R. Edginton, Ph.D., is professor and director of the School of Health, Physical Education and Leisure Studies, University of Northern Iowa. Susan R. Edginton is program development coordinator of Camp Adventure in that department.