The Parks and Recreation Dollar:
A Critical Issue

By Joseph H. Schultz
NRPA Regional Director

The park and recreation leadership today is keenly aware of the economic factors which have given America more money, more free time and a more demanding voice for our constituents than at any time in the history of our country. There is more competition than ever before for the tax dollar, the contributor's dollar and the over-utilized recreation facilities in almost every community in the nation.

In my role as regional director, covering eight states within the Great Lakes Region, I sense that the people have a problem of priorities in deciding what funds to grant for park and recreation programs, for police, fire and other essential services. I question if the political constituency within this region properly understands the true meaning of the park and recreation movement in America. Money crises in all states are forcing park and recreation agencies to tighten their belts and to slash services, and in some instances, entirely eliminate the recreation department, contradicting the very will and wishes of the people who are demanding more quality park and recreation services.

Sometimes I think we have a lack of clearly stated policies in many communities. It is essential that all of those responsible for policy making know the hopes and wishes of the constituency and the goals which your elected and responsible officials have set forth for your communities and then move towards them with forceful determination. Each new day, each new year, is an open door to a new world and new vision. The park and recreation movement, indeed, possesses one of the great potentials for health and happiness for all of our citizens. If there be but one goal and one aim it is that our profession should strive to attain together with the National Association, it is to obtain a total involvement of all interested, concerned and responsible citizens for parks and recreation. Through this involvement may come a better appreciation. The channels of communication need to be strengthened, tunnel vision needs to be eliminated and there is need for a new spector and a broadening of the base of communications among and between people. Only in this manner can we hope for an affirmative response and support from the public.

I raise the question with you— What role can the park and recreation leadership play in this crisis in priorities? What role can we play in improving our society, and our communities? I believe our constituents want a better society and community and the park and recreation leadership has a most responsible and important role to play in building this. We can afford the ideal providing we tackle the problem with vision and courage.

The flight of the eighties.

This new decade requires a partnership in the operations of our work—a partnership of responsibility—a partnership of resources—a partnership in achievement—the solution to our problems does not rest on a massive program in Washington, nor can it rely solely on local resources. This requires us to create new concepts of cooperation—a creative federalism if you will—between and among the leaders at federal, state and local levels, together with the private and voluntary sector of agencies who have made and can still make a tremendous contribution to the movement.

We all are concerned with finance and unless we find new approaches and new resources, we will become static. If this situation does arise, it will have a direct impact on community solidarity, community betterment, community development and the human welfare. Clearly, our resources, materials, manpower, and money will continue in high demand. That is why control of inflation is said to be a long-term headache.

We have struggled from crisis to crisis and presently we need to probe and examine the many factors that impinge upon our financial status. Our cities throughout the country depend mainly upon real estate taxes for revenue. This has proven to be a losing game and we cannot continue to build on the real estate tax base. Higher real estate taxes typically mean a migration from communities.

There are many people who say we are in the midst of a financial crisis which seems beyond dispute. They say our costs have gone way up and that we are at the end of the line when it comes to finding new sources of revenue. The latter statement is one with which I take issue. I believe that we have the

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talent in our profession to find new means and ways of restoring our financial base.

Financing a strong park and recreation program requires a steady flow of funds. We have depended upon the general fund appropriations, bond issues, bank loans, pay-as-you-go, fees and charges, special taxation, concession arrangements, and gifts and trusts, among others. But this has not been, and is not now, enough for the job that needs to be done within this decade.

It is my belief that basic recreation services should be made available to all people using tax funds; that the public and voluntary agencies should share part of the costs; that consideration to per capita costs of other government expenditures should be considered in detemining how much to spend for recreation; that available funds should be expended where we have the greatest need; that special services can well carry a charge to make activities self-sustaining; and that capital, as well as operating funds need to be provided to assure an appropriate and adequate system. It is our responsibility to investigate existing and potential sources of revenue in every community and to see that finance planning processes involve estimating costs of immediate needs and estimating costs of providing new areas of programs and services. It is essential also that we determine the amount of dollars needed for recreation services, acquisition, development and maintenance; for construction, operation of facilities and cost of leadership.

So who then has the responsibility to bear the cost for all these services? Is it the government agencies? Is it the volunteer agencies, the private agencies, or the participants themselves? Can we, in any way, pinpoint the responsibility for cost or is it best that the costs be shared?

Government must give, and the private institutions must also give, a higher priority to our work. Government must integrate park and recreation planning into the framework of human service planning, housing, health, education, and transportation. Even with the best efforts, we do know that most local governments will need assistance from other sources.

Identifying sources for funding takes research. In a number of communities, private generosity alone makes services possible. In hundreds of others, private funds have made it possible to carry on recreation activities and services which public officials are unable or unwilling to support fully with public funds.

In order to do the job in our communities, each of the local communities must set forth objectives. The following are guides for your consideration. Each community must determine where it is going and what it wants to become.

1. Be sure you identify and analyze needs and problems;

2. Set goals for physical and human resource development;

3. Make decisions relative to population density and distribution, land use patterns, economic development and social services;

4. Organize and coordinate alternative programs and projects toward achieving community goals;

5. Outline possible sources of funding and assistance, procedures and requirements for obtaining aid;

6. Assign priorities to avoid confusion;

7. Adjust priorities as programs, progress and funding dictates;

8. Exercise coordination by bringing together government and the private sector;

9. Explore all information about finance and assistance programs, private development plans and other public agency plans.

The public knows no political boundaries when in search of recreation. The public couldn't care less for the problems involved among agencies in determining who should be doing what in relation to others. In view of the advanced mobility of our people and because of the new-found socio-economic status in life, and new interest and desires for recreational opportunities, it is essential that we plan cooperatively. In this manner we can get the maximum mileage out of the tax dollar.

We cannot meet present and future needs without adequate vision and courage—vision to recognize these needs on the state, local and national level and courage to adopt new and different methods. Unless we do find new sources of funds, the park and recreation system of this country will be in jeopardy.

Financing park and recreation systems is one of the most critical issues of our times. It is not only necessary for us to find new sources of funds and new approaches, but to be sure that our present operations are efficiently managed. Finding new sources of funds and new approaches should capture a great deal of your time. But it is only in this manner that we can thoroughly probe and explore new proposals and new approaches. It will be our responsibility to find the answers to one of the most critical issues of our times—the financing of park and recreation systems—appropriately and adequately. Our fate is determined by our leadership and the values which govern our decisions for the future of the park and recreation movement in the 80's.

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