Commissioners
Let's Make the Most of the 1990s

by Daniel Staackmann

"I am concerned about a society that has demonstrably lost confidence in its institutions, in the government, in the press, in the church, in the military—as well as in business," quotes George Cabot Lodge in the Harvard Business Review, 1974, citing Richard Gertenberg's 1973 Report on Progress in Areas of Public Concern. Although this quote was made almost 20 years ago, it could have been made only yesterday. Today's challenges differ only in the speed at which they come forth. To face these challenges, park and recreation boards, staff and volunteers must work as a true team to earn the confidence and credibility of their community. We must all "buy into" a common set of values, goals and priorities within our park and recreation agencies.

"Today's challenges differ only in the speed at which they come forth. To face these challenges, park and recreation boards, staff and volunteers must work as a true team to earn the confidence and credibility of their community."

The New Park District

No longer are we solely dealing with getting the grass cut and preparing the fields for the weekend's activities. Today's issues are more complex. Some examples are: rehabilitating facilities to comply with the Americans with Disabilities Act; keeping abreast of daily changes affecting personnel policies; and who knows what environmental issue lurks beneath the surface. We have heard about the inability to pay for these things for so long... but park and recreation entrepreneurs will surely find a method. There has been a great evolution in park districts over the last few decades. Back in the '50s and '60s, park districts were kept busy with trying to keep up with the flood of recreational needs created by the Baby Boom. This was the time when park districts went from mainly supplying shade trees and park benches to full-blown recreational programs, anywhere from dance classes to indoor ice hockey. If we look back, we can see what a difference it was from the job of running a park district today. The mission has not changed, but obstacles in way of completing the mission of providing safe, quality and enjoyable recreation have grown. Some of the difficulties of running a park district today are similar to those in the '50s and '60s, such as finding staff to work the summer months for the pay that was budgeted, rescheduling rain games and getting the ice in the winter not to melt. Back in those days, a park district could get by with only one meeting of the board of commissioners a month and conclude all the business brought before the board with no major complications. No longer can someone suggest a change in policy without getting a lengthy legal opinion rendered, or hire someone to run a summer day camp program before having a physical examination, a drug test and complete background check.

The way park districts conduct business today reflects how far we have come. Almost all full-time staff have college degrees in recreation, and many park district directors have Masters in Business Administration. Office support staff is trained extensively on the computer in word processing, graphics, accounting and publishing programs. Park districts have added a superintendent of finance position to their staff. Park workers must be

certified and earn a Herbicide Operator's License, a Pool Operator's License, and even CDLs to drive district vehicles. Park commissioners have evolved, for the most part, as they can no longer represent, solely, special interest groups but must represent the whole district and their constituents. The commissioner's role within the framework of today's park district has changed.

To be an effective park commissioner today and give the people of their community the best park district possible, you cannot be interested in just a single aspect of your park district. A district can no longer afford to cater to the whims of someone who is only interested in one specialized sport or recreation program. To be successful, and truly represent the community, we need to look at the big picture and how all aspects of the park district fit together to make the district function effectively.

A vast amount of today's problems must be solved with long-term solutions so today's problems don't become tomorrow's headaches. Planning is the key to solving many of the problems that face park districts. Part of being able to plan is to be informed. We have many ways to stay abreast of issues facing park districts besides calling on our own personal experiences, which in many cases are a great asset.

We receive substantial information by attending the annual Illinois Park and Recreation Conference and the many different seminars given throughout the year by the Illinois Association of Park Districts and the Illinois Park and Recreation Association. Training received by attending these seminars has proven very valuable in learning how to deal with many of the issues affecting park districts. One of the best parts of attending any one of these seminars is that they are presented by experienced panelists with specific knowledge in each particular subject matter. They relate to the participants how they have dealt with issues and provide solutions and suggestions that might help solve or prevent similar problems at other park districts. Attending the annual conference or regional seminars won't give you all the answers, but they will help you become more balanced in your responsibilities of making policy, hiring a director and approving the annual budget.

Being balanced is really the answer to being successful and enjoying the job of park commissioner. Not everyone can do everything. A successful board is one that works together, sets goals for their park district and then works to attend them. One member of the board might be more talented or have more experience or expertise in a particular aspect of board duties. This member should be encouraged to use their expertise for the betterment of the park district as a whole. When looking at the present day park commissioner, there is enough work to be shared by the entire board and not just one or two members. Some board members might have experience in finance or one might be trained in geriatric programming. Some fit in anywhere and are willing to do any project assigned to them. The main goal is to share the work load and communicate. They should not be concerned about being over-worked because part of a park commissioner's job is long hours and short pay. The rewards are in the accomplishments.

If a park commissioner ever becomes bored with what they are doing, they should take a few minutes and look at their park district's accomplishments and what part they have contributed to these accomplishments. They will find they are an intricate part of the team. Warning should be taken, however, not to be overly involved in the day-to-day operations of the park district. People did not elect you to run day-to-day operations; that is what the staff was hired to do. A good park commissioner knows where their job begins and where it ends.

About the Author
Daniel Staackmann has served two one-year terms as President of the Morton Grove Park District where he just completed his sixth year as commissioner. He is the Chair of the IAPD Seminar Committee and serves on the Joint Legislative Committee. He was selected the 1993 LiPoni Foundation for Special Recreation "Person of the Year" by the Maine-Niles Association of Special Recreation.