Tight budgets, recisions, fiscal restraints and propositions to cut taxes all speak to the increased need for accountability in the operation of public agencies. Public leisure service agencies are no exceptions and, indeed, are sometimes targeted for larger budget cuts than other public agencies which elected officials deem more important to the health and welfare of their citizens. Logic and common sense would seem to dictate that extending knowledge about the operations of a public leisure service agency to the general citizenry would tend to strengthen the agency. Some agencies apply this logic effectively by establishing what are commonly called citizen advisory committees.

For the purposes of this study, a citizen advisory committee was defined as a group of local citizens, without statutory power, where members serve on a voluntary basis and are appointed (sometimes nominated and elected by the governing body) by a local governing body and/or elected executive/mayor responsible for the provision of leisure services.

Citizen advisory committees may be established by agency governing bodies for several reasons, including: to encourage government to be responsive, to serve as a forum for community discussion and to serve as a buffer between the public and the governing body. Citizens, on the other hand, may want to serve out of a special interest, a genuine desire to have a voice in community affairs and as an avenue to elective office.

PURPOSE OF THE STUDY
The purpose of this study was to explore a number of variables concerning community-wide citizen advisory committees in the eight-state National Recreation and Park Association (NRPA) Great Lakes Region. The study was not concerned with special interest groups such as golf, soccer, softball, swimming, arts, drama or music citizen advisory committees, but with advisory committees that were community-wide in scope representing the broader interests of citizens.

METHOD
The study surveyed local public leisure service agencies in eight states in the NRPA Great Lakes Region. The states included: Indiana, Illinois, Iowa, Michigan, Minnesota, Missouri, Ohio and Wisconsin. Therefore, the results are generalizable only to this region. The sample included professionals from local public leisure service agencies identified from a list supplied by the NRPA Great Lakes Regional Office. Of the 1, 076 professionals identified, there was a response from 5 51, for a 51 percent return. Forty-four percent of the respondents represented municipal park and recreation agencies, while park districts made up 26 percent of the agencies; 10 percent were identified as municipal recreation agencies; 10 percent as county park systems; 2 percent school systems; 2 percent special recreation associations; and other categories were 6 percent.

RESULTS
Several variables were concerned with population ranges, budgets and number of staff and volunteers in the agency. The average population served by responding agencies was 24, 204. The average operating budget was $711, 764. The average full- time staff was 10, with a high of 2, 014; part-time employee staff numbered 56, and the average number of volunteers was 53.

Another general question related to whether funding had kept pace with needs. Sixty-four percent of the respondents indicated that funding had not kept pace, while 33 percent indicated it had. When data were further broken down by state, 40 percent of the respondents in Wisconsin indicated funding had kept pace, 3 8 percent in Illinois, while only 18 percent in Missouri

Illinois Parks and Recreation 23 November/December 1993

indicated it had.

Citizen Advisory Committees. Sixty-one percent of the agencies responded they did not have citizen advisory committees, while 39 percent stated they did. When data were further broken down by state, Minnesota reported a high of 73 percent of agencies having advisory committees, followed by Illinois at 52 percent, while Indiana reported a low of 16 percent.

Funding. Forty-seven percent of the advisory committees are not funded. Agency budgets fund 44 percent, members fund 4.3 percent and other sources fund 4.3 percent. Yearly operating budgets for committees ranged from a high of $60, 000 to a low of $100, with an average budget of $3, 015.

Membership Demographics. Males were represented on committees by almost 2 to 1 over female members, with a very small representation by youth. The average number of whites represented was approximately 12 members to one black member. Hispanics were very sparsely represented.

Nearly 44 percent of the advisory committee members were selected by mayors, 29.7 percent by city councils, 8.9 percent by park district boards, 6.4 percent by county boards, 4 percent by directors and 1 percent by school boards. Sixty-eight percent of the agencies reported that membership on committees represented all geographical areas of the community. When asked if special interest groups dominate, 24.5 percent reported they never do, while 7.4 percent stated special interest always dominate, and 68.1 percent reported that special interest sometimes dominate.

Terms of service by committee members ranged from one year to indefinite. The predominate period of service was three years at 40 percent, followed by two years at 23.4 percent. Approximately 81 percent of the agencies reported that monthly meetings were preferred, with 6.3 percent meeting on call. When asked who serves as the agency liaison, 84.5 percent stated that it was the director of the agency, with only 6.8 percent indicating that it was a staff member and 5.8 percent a city council member.

Citizen Advisory Committee Functions. Respondents were asked to circle all functions of an advisory committee from a prepared list of 14 possible functions with space available to add functions. Establishing fees and charges policies led the responses at 74.2 percent, followed by representing the department (72.7 percent); interpreting policies (68.9 percent); serving as a sounding board (68.6 percent); and soliciting funds (60.9 percent). Hiring staff was rated fairly high at 32.4 percent. The lowest rated functions were evaluating staff (26.3 percent) and budgeting (17.7 percent).

In a rank order listing of problems faced by advisory committee members, 78 percent of the respondents indicated that lack of knowledge of operations and lack of knowledge of the relationship with the governing body were the two most prevalent

"It appears that those agencies which do have functioning community-wide citizen advisory committees are very satisfied with their contributions. However, there are a large number of agencies which do not have community-wide committees and seem to be bypassing an opportunity to improve relationships with the general public. "

problems, followed closely by lack of decision making (77 percent), lack of leadership (74 percent) and lack of meaningful activities and relationship to staff (70 percent).

Orientation and Recognition. Orientation programs were highlighted by tours for committee members with 67 percent of the agencies reporting this as their primary orientation activity. Copies of bylaws were made available in 58.9 percent of the agencies, as well as policy statements in 56.5 percent. Training manuals were provided by only 8 percent of the agencies.

Almost 36 percent of the agencies responded that they did not recognize advisory committee members in any fashion. Of those agencies which did offer rewards and recognition, lunch and dinner led at 29.7 percent, followed by the awarding of plaques at 26.3 percent, certificates 18.7 percent and free golf and swimming privileges 6.2 percent.

Role of Citizen Advisory Committees. Respondents were asked whether the degree of involvement of citizen advisory committees had been too much, about correct or little. Responses indicated that 64.7 percent felt that involvement was about correct, while 30.3 percent felt that involvement had been too little and 5 percent believed it had been too much. When asked if they felt their advisory committee had been successful, a wide margin of 84.5 percent said yes. When asked if they would like to dissolve their committee, 92.1 percent replied no.

State and National Associations. Additional questions about the role of advisory committees centered around their involvement in their respective state park and recreation associations and the National Recreation and Park Association. Results indicate that 37.1 percent of advisory committees had all members belonging to their state park and recreation association, while 5.9 percent had only some members.

Thirty-seven percent of the agencies paid all state association dues for committee members, 1.5 percent paid some dues and 56 percent did not pay any dues. When asked if committee members attend state conferences, respondents reported that 0.5 percent of advisory committees had all their members attend, 35.1 percent had some members attend and 64.4 percent had no members in attendance. Agencies paid all state conferences expenses for 29.4 percent of the committee members, partial expenses for 18.8 percent and no expenses for 51.8 percent of those attending.

National Recreation and Park Association (NRPA). When asked if they were aware that an agency NRPA membership automatically gave membership to the agency director and up to ten members of the governing body and/or citizen advisory committee, the results indicated that 65 percent of the respondents were aware of this NRPA benefit. The results of this study show that 55 percent of the agencies were NRPA members.

In regard to individual membership in NRPA, results showed

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that only 3.4 percent of advisory committees had all members belonging to NRPA, while 18.5 percent had some members and 78 percent had no members in NRPA.

Almost 23 percent of the agencies paid all NRPA dues for members, 1 percent paid partial dues and 76.3 percent paid no dues. When asked if committee members attend the NRPA Congress, respondents reported only 6.9 percent of advisory committees had some members attend, while 93.1 percent had no members in attendance. Agencies paid all NRPA Congress expenses for 10.1 percent of committee members; partial expenses for 9.4 percent and no expenses for 80.5 percent. When asked if advisory committee members should be active in state and national park and recreation associations, 73.6 percent indicated yes and 26.4 percent said no.

CONCLUSION
It appears that those agencies which do have functioning community-wide citizen advisory committees are very satisfied with their contributions. However, there are a large number of agencies which do not have community-wide committees and seem to be bypassing an opportunity to improve relationships with the general public. The functions of these existing committees indicate they are setting some policies, interpreting policies, serving as sounding boards and soliciting funds.

The results also indicate that there is a very definite need for agencies to educate more effectively their committee members regarding the operations of the agency and their relationship to the governing body and staff. There also appears to be a need to introduce more meaningful activities for the committee, which has a direct relationship to the expressed problems of lack of leadership and lack of decision making. Perhaps leisure service agency staff need some education and training in how to relate more effectively to committee members. One glaring deficiency among some agencies was the total lack of recognition or rewards for members of advisory committees.

The results also indicate that while respondents felt that advisory committee members should become involved in state and national park and recreation association activities, there was not overwhelming financial support for doing so. Some committee members were involved in state park and recreation associations, but very few in the National Recreation and Park Association. Agency funding for committee member participation in such associations might be a fitting way to recognize and reward the effort of these citizens. Constant budget pressures and calls for increased accountability will be ever present. Concerned citizens serving in an advisory capacity to leisure service agencies offers one way to focus a positive light on this important area in the lives of so many people.

About the Author
Dr. D. James Brademas is an Associate Professor at the University of Illinois at Urbana-Champaign, Office of Recreation and Tourism Development.

Editor's Note
A copy of the full report, -with graphics and questionnaire, is available for $4.00 from the University of Illinois at Urbana- Champaign, Office of Recreation and Tourism Development, 104 Huff Hall, 1206 South Fourth Street, Champaign, IL 61820, (217) 333-1824.

Illinois Parks and Recreation 25 November/December 1993