FALL AND WINTER MEANS SPRINGING INTO ACTION! If you are like me and starting to feel a little too cold this time of year, I know one sure-fire way to heat you up! Yes, its budget time. Nothing can warm the soul as much as lively debates about how to spend scarce resources in the context of aging infrastructure. Be honest, some of you are starting to glow just thinking about this. Budget time is the time to think about the “Wellness” of our parks and recreation facilities, programs and services. As some of you know, the theme for this year’s conference in North Battleford was “All Aboard the Wellness Train”. Wellness can take on many forms. It can be as singular as personal wellness or as broad as community wellness. Those of us in the parks and recreation sector are familiar with both ends of this spectrum. From a facility perspective, budgeting is a crucial time for you to determine your priorities for the next fiscal year. Do you have the tools and resources to support your ideas? Let’s review what some of those indispensable tools may be. First, if you have an asset management plan then you are ahead of most parks and recreation departments. One of best arguments for creating an asset management plan is decisions are made based on empirical data and facts. Decisions are less likely to be based on political whims and winds. It is hoped that you are starting to inventory your assets and creating a spreadsheet (or using a database) to help establish your priorities based on their life cycle and life expectancy. Second, do you have a 5-year capital plan? Is it consistent with your asset management plan? Are the estimates accurate or do they need updating? Having a rolling 5-year capital plan will help identify funding and priorities to help guide your way. Third, your operating budget should be based on goals and objectives. For example, the operating budget should provide details on summer programs like revenues and expenditures. Your operating budget should show what repairs and maintenance will be done in your facilities in the upcoming year.
Some examples: have you budgeted for more shale for the ball diamonds or gravel for the trail, or have you budgeted for a repair for the pool heater, and have you budgeted for replacing the brine pump in your refrigeration system? How about new LED fixtures in your lobby? These are only a few ideas. The important aspect here is your priorities be articulated through your operating budget process. These priorities are your goals and objectives for the next year. Are they SMART (Specific, Measurable, Attainable, Realistic and Timely)? Fourth is to communicate your plan and ideas. Stakeholders like to know where you are going. I have seem many times where a stakeholder hears of a plan, realizes there is a lack of funding, and will offer to assist. A good example of this is the need for a ball diamond groomer is identified in the budget process, money is difficult to find and yet a local supporter hears about this and picks up the tab. A win-win all because of your budgeting and communicating. Finally, timing is important. Decisions need to be make quickly so the planning, purchasing and logistics can be done without causing unnecessary delays. For example, if you are waiting on approval to get the pool boiler fixed, getting approval in July is well past the mark. The season has started, the pool can’t be shut down, and finding a contractor may be impossible since they have jobs booked for the next 6 months. As you look around to find your scarf, gloves or mitts, warm hat and coat, it should trigger your instinct to get your plans in place for the upcoming year. Get your budgets done and set your priorities, and timetable. Remember – it wasn’t raining when Noah built the ark, but he knew the rain was coming. Get your parks and recreation facilities ready just like Noah. Tim Hanna SPRA Consultant, Facilities and Training
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