Benefits-based Management

This, the second in a series of articles on the benefits of parks and recreation, looks at Benefits-based Management. Plus, several agencies share their success stories!

BY KAY KASTEL FOREST, CAE

In the last issue, we took an overarching look at the "benefits movement" in parks and recreation and briefly explained three steps in the process: Benefits-based Awareness, Benefit-based Programming and Benefits-based Management. Starting from the top, let's take a closer look at the management aspect of the benefits mind-set.

Benefits-based Management

We know that in order to be successful in the 21st century, park and recreation agencies must change some ways of operating. The individual characteristics of the agency, the community and its residents dictate how and to what extent that change should take place.

The benefits movement helps agencies change by shifting their approach from managing activities and facilities to providing experiences that create benefits for individuals, the community, the economy and the environment. According to Ellen O'Sullivan Ph.D., author of Setting a Course for Change, the benefits movement holds the potential to completely transform parks and recreation from "fun and games" to making a positive difference in both society and the lives of individuals.

Benefits-based Management, or BBM, involves the integration of a benefits-based approach to all operations of an agency. This includes not only marketing and programming but also the administrative function and philosophy of an agency. Everything from the mission statement, agency goals and work plan to budget procedures, personnel training, planning and public relations can integrate the Benefits-based management approach.

An agency can choose to be involved in only benefit awareness (spreading the message) or benefit programming (designing programs to achieve measurable results). But if the agency truly embraces the entire benefits movement to change parks and recreation, then it must adopt Benefits-based Management.

Just a few examples of administrative changes that could incorporate the benefits movement are mission and vision statement; strategic plan, job descriptions, performance expectations stated as benefits outcomes, partnering with outside entities on benefit outcomes, and referendums that include benefits statements.

While all administrative functions are important, BBM lends itself to a hierarchical structure. The foundation of this structure is personnel, planning, and partnering. The next level is resource management, policy and procedures, and finally at the top of the triangle is communications. Through this hierarchy of management, the benefits movement can be incorporated into the entire agency.

The benefits movement represents a change in philosophy as to now we do business. It returns us to the roots of the profession. Benefits-based Management is one part of the picture, and a big one.

Management, are you ready?

More Benefits Success Stories

• "Benefits of restoration" were realized at the Grayslake Community Park District when the district's master plan for Central Park revealed many endangered oak trees due to dense undergrowth of nonnative trees and shrubs. Volunteers performed a tree survey, a tree removal company donated its services and citizens came for a clean-up day. Now the 100-year-old oaks, once in danger of dying out, have the right conditions to regenerate and benefit the community for many years to come. -Jane Josephs, Commissioner, Grayslake Community Park District

• A referendum victory for the Grayslake Community Park District (and its residents) last April is attributed, in part, to the use of benefit statements in printed material produced for the campaign. The referendum

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BENEFITS SERIES

approved a tax for special recreation programs so that recreation can benefit every member of the community. - Grayslake Community Park District

• The sovereign invigorator of the body is exercise, and of all the exercises walking is best." -
Thomas Jefferson

• Chicago Park District and Chicago State University teamed up four years ago to offer gymnastics programming and a teaching component, using the university's facility and the park district's resources for instructors and equipment. The gymnastics program is now the second largest in Chicago and serves 800 registrants. Plus, Chicago State is the only four-year university in the metropolitan area that requires a gymnastics teaching component for its Physical Education majors. They call this unique benefit for residents, students and faculty, a result of "a park within a university and a university within a park."
- Dr. Lisa C. Pesavento Raymond, CLP, Professor and Chair, Chicago State University

• Thousands of residents in the greater St. Charles area have access to Campton Hills Park and its myriad recreational opportunities (e.g., 14 soccer fields, 2 football fields, 220-acre natural area, restored wetlands, 300-plot community garden) thanks to a partnership between the St. Charles Park District and more than a dozen public, private and nonprofit organizations. -
Erika Smith, Supervisor of Marketing dr Corporate Support, St. Charles Park District

• Green spaces contributed by local outdoor recreation lands balance other land uses in a communities and help shape and buffer growth. Many local recreation providers therefore now play a critical role in resource protection—development pressures and patterns of land consumption place greater focus on protecting the lands and natural features on which recreation depends.
- "Statewide Outdoor Recreation Partnership Plan," Illinois Department of Natural Resources (1999)

• The trend toward close-to-home recreation places more and more emphasis on local parks and trails. Close-to-home parks serve people where they live and work. They mean many things to people: quiet natural places of beauty and solitude, or community meeting places where family and friends enjoy sports and other programs. - "Statewide Outdoor Recreation Partnership Plan," Illinois Department of Natural Resources (1999)

• The Peoria Park District calculates the value of its volunteer labor force at $1,416,129 by using research from the Independent Sector, which sets a dollar amount of $l4.30/hour for the volunteer "wage." (Based on the district's 1998 figures) - Peoria Park District Quips, March 1999

• What if the Hokey Poke IS what it's all about?

KAY KASTEL FOREST, CAE
is the executive director of the Illinois Park and Recreation Association and a Benefits Trainer.

Grayslake, St.Charles and Chicago Sent in their "Benefits Success Stories" - SO CAN YOU!} Think in terms of a "benefits mind-set" and discover way that your park district or forest preserve benefits your community, its residerts, the local economy and the environment. Then, share the story behind the benefits with readers of Illinois Parks & Recreation magazine. We'll publish your success story in the next installment of theis special series of "The Benefits of Parks & Recreation." Send success stories to: Editor, Illinis Parks & Recreation 217/523-4273 (fax) or iapd@eosinc.com

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