1. Jay Parks --- Statement of Administrative Philosophy
There are a variety of styles, practices and management philosophies that are in use within recreation
management offices and departments and each has its own set of pros and cons. I believe the two criteria to
ascertain the success of a given approach are, the impact that it has on the individuals who make up the team
and, does it positively assist in the attainment of the vision, mission and goals of the department. The most
honest way to understand any one person’s philosophy is to watch them over time. To see how they deal with
the many highs that come with being involved in this environment and also the challenges that often accompany
the work needed to get the job done. Built up through the course of a career I have been able to see my personal
philosophy as something that has been planted by the character of my parents, grown, morphed, been chiseled
and sanded by others until it has evolved with the maturity and experiences I have gained.
Relating this administrative philosophy to the positions and services provided associated with careers in
related fields of recreation or event based management I believe there are five distinct statements that come to
mind:
1) We are in the Business of Recreation
2) Customer Service is not just for customers
3) When asked for help we should try to find a way to say yes, instead of a reason to say no
4) There is a time for autonomy and a time for direction
5) When stressed, remember that we often work in buildings or locations that have “Recreation” in four
foot letters on it.
I believe the role of these type management positions, whether they be on college campuses, municipal
facilities or for profit entities, is to guide and support a group of individuals who are dedicated to success and the
enhancement of the collective goals. These core values also apply to many other sports, recreation and
management entities. There needs to be an understanding that there is room for sound fiscal management,
quality human resources decisions, forward thinking organizational planning, customer service that impacts both
internal and external customers and the many other components that would fall under my heading of the
“business of recreation”. I believe that if we make decisions based on proven business strategies and processes it
makes the delivery of programs and services to the entire target audience much more successful.
There are many occasions where we are constrained by policies that have been developed for a more
office, or classroom, like structure. Recreational services are by nature often times outside the tradition
administrative environment. We have to be willing to look deeper than just the surface question and response.
Members, participants and other user groups are looking for us to creatively work with them. It may be easier
and quicker to just say no, based on the information presented, but if we take the time to look deeper we can
often find a way to “say yes”.
This field has the advantage of having a high number of individuals who are willing to take the lead and
make decisions. We rely on these staff members and need to find ways to encourage the thinking and passion
that is needed to be productive. I do think it is necessary to give staff the ability to work at the level of autonomy
that is appropriate for the position, the responsibility and / or the individual. There also needs to be an
understanding and acceptance that questions, direction and oversight will be part of the equation when
necessary. These ideals are based on the beliefs that working toward the successful delivery of programs,
services and experiences is the ultimate goal.