A Study of the Park and Recreation Problem of the United States

Cover

Contents

Foreword

Supplemental Foreword

Introduction

Recreational Habits and Needs

Aspects of Recreational Planning

Present Public Outdoor Recreational Facilities

Administration

Financing

Legislation

A Park and Recreational Land Plan

A Study of the Park and Recreation Problem of the United States

PUBLIC RELATIONS

The processes by which a public agency advises with the public on objectives, evaluates public reaction, keeps it informed as to accomplishments, and obtains continued support, constitute its public relations program. It is established to carry out certain functions which the public has decided are necessary to its welfare. It must formulate plans for handling these functions and present them to the public for consideration. The plans must be explained in such a way as to convince the public that they will accomplish efficiently the desired purpose. Public reaction must be studied and steps taken to meet serious objections The test of public approval or disapproval is a continuous process which must be dealt with successfully in carrying out any public program, from its conception through its execution. It is the purpose of the following discussion to examine the ways through which the public and a recreational agency may work together in attaining common objectives.

The success of any public service is dependent upon public approval and support. The public must believe in the service and have confidence in those charged with its administration. It must understand the purpose of this agency and the kind and extent of the benefits it renders. Important, too, is the fact that a democratic people wants and needs to share in the responsibilities it allocates to government. Any public agency which consistently refuses to take those it serves into its confidence eventually finds its program handicapped by an indifferent or hostile attitude.

To a very large extent, good public relations are dependent upon a proper attitude on the part of any agency's employees toward those whom they serve. Such an attitude grows out of a sincere belief in the agency's functions, a genuine respect for public rights, a desire to be of service, and a pride in accomplishments. It is the executive's responsibility to see that such an attitude exists. To do this, he must first set the example by considerate dealings with both the public and his staff. Each employee must be conversant with the broad aspects of the undertaking of which he is a part, he must feel that he has a definite and important role to play in its successful execution, and understand the nature of that role. Above all, he must realize the importance of his dealings with the public to him and to the enterprise he represents. This is particularly true of a park or recreational system, where the duties of practically every employee involve personal services to visitors and participants.

Figure 36.

In small organizations where the executive comes into frequent contact with his staff, he can exercise a direct influence in bringing about the proper attitude on the part of individual employees. In large systems it may be advisable to initiate a regular in-service training program designed to accomplish such a result. Through such a program each employee is not only kept informed as to objectives and accomplishments, but can be made to feel that he has a hand in shaping the destiny of the organization—all of which contributes to bringing about an esprit de corps.

A proper attitude on the part of a recreational agency's employees will go a long way toward engendering a favorable attitude on the part of the public. If the park visitor is made to feel at home, if he knows that every possible effort is being extended to make his outing enjoyable, his normal reaction will be such as to make him an ardent supporter of the park and its administration. The physical condition of a system's areas and facilities is another important factor in creating good will. If premises are clean and neat, if facilities are kept in good repair, and if an atmosphere of orderliness is maintained, a favorable public reaction is aroused. This in turn leads to a respect for property values, which helps to keep down vandalism and other destructive practices on the part of visitors. If supplemented by a few aptly worded rules and regulations displayed attractively where people are likely to read them, protection of resources and human rights should become a negligible problem.

Relations with Organized Citizen Groups. Semi-public organizations interested in special phases of recreation and in such related fields as conservation, education, and welfare, provide another excellent medium through which good public relations may be established and maintained by a park and recreational agency. Such groups have a genuine interest in advancing recreation. They derive benefits from the use of parks and recreational facilities and from participation in activities provided by governmental agencies. Their confidence and support can be obtained by a cooperative attitude on the part of the administration in making information readily available, in giving and accepting advice, and in collaborating on projects or undertakings of mutual benefit. These groups carry great weight with legislators and the public at large, and are always enthusiastic in advancing a cause in which they believe.

Among those who were the first to recognize the importance of organizing citizen support for Federal and State recreation systems may be mentioned the American Planning and Civic Association and the National Conference on State Parks. The National Recreation Association and the American Institute of Park Executives have made outstanding contributions to local programs.

Cooperation of the Public. In recent years many organizations, especially in the recreation field, have come to realize the value of enlisting the aid of the public at large in planning for the system and its use, in the formulation of policies, and in seeking support for the program. The importance of having citizens of influence working in close collaboration with a public agency cannot be overestimated. By enlisting their aid, an administration shows that it has an open mind and that it welcomes citizen participation in its work.

In order to effectuate the public's cooperation, the practice of organizing advisory committees has been widely initiated. Such groups are usually comprised of leading citizens who are keenly interested in recreation and conversant with the needs of the people they represent, and of professional representatives from agencies concerned with recreation, conservation, education, and related fields. Functions generally allocated to advisory committees include responsibility for assistance (1) in bringing about a coordinated program of recreation, (2) in carrying out an educational program on the values of recreation, (3) in disseminating information to the public on recreational needs and on proposals for meeting these needs, (4) in obtaining funds for public recreational systems and programs, (5) in coordinating and stimulating a wider interest in special forms of recreation such as nature study, camping, water sports, music, arts and crafts, hobbies, and winter sports.

Public Information. As a continuing method of keeping the public informed on objectives and accomplishments, most recreational agencies have found it necessary to establish an information service as a part of their public relations program. The purpose of such a service is twofold: (1) it seeks to keep the public informed as to its plans, programs, and accomplishments, and (2) it seeks to provide educational material on general and specialized fields of recreation. Reports, news stories on activities, and publicity folders constitute examples of the purely informational type of service. Bulletins such as those put out by the American Museum of Natural History in its Nature Education Series, professional magazines such as are issued by the National Recreation Association and the American Institute of Park Executives, and technical books on recreation exemplify the educational material usually handled by the information service of a recreational agency.

While the mediums open to an alert public information service are almost unlimited, the more important may be listed as follows: articles in newspapers and magazines, publication of illustrated folders, issuance of leaflets and of picture post cards with views of park activities, facilities and beauty spots; talks on recreation before public gatherings, using lantern slides and motion pictures for illustrative purpose; radio talks bringing out recreational-educational values of parks, use of posters and other such mediums for keeping constantly before the public the agency's program; use of bulletin boards in bathhouses, lodges, concession buildings and other gathering points on each of its areas for the purpose of displaying information concerning activities and special events; promotion of contests for the best photographs taken on parks and for the best descriptive articles on activities, events and areas. All publicity should seek to emphasize the human-interest element, since this will increase its effectiveness with the average reader. Stories and pictures of activities, of special events such as water carnivals, festival, and ceremonials, have a high news value.

In conclusion it may be said that any organization dealing with the public—most certainly a public administration which exists to serve—is deeply involved in the matter of public relations. That relationship can be ignored and permitted to develop as it will, or it can be controlled and cultivated into a tremendous force for good. To win public confidence, the administration must first of all keep its business above board and carry on its affairs in a manner which will breed public confidence.

An administration should enlist the cooperation of the people not only in formulating its policies and program, but in protecting and maintaining the areas and facilities under its charge. It should meet and deal fairly with individuals and groups interested in the things which the administration is doing. It should conduct a wide-awake education and information service in order to make its program known and to encourage support for it. Finally, and perhaps most important of all, it should see that its attitude is that of a real service organization, from the chief down to the rank and file of employees.

Figure 37.—Large-scale activities require experienced recreational direction. Armstrong Redwoods State Park, California.

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Last Modified: Mon, Aug 9 2004 10:00:00 pm PDT
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