5: Administration

Pursue innovative means of service delivery that create efficiencies while maintaining the historically high satisfaction rates.

Other Information:

Background: The Division of Parks and Recreation is recognized as having one of the most sophisticated budgeting tools in the nation through the use of standards. The Division has also been an innovative leader by centralizing and privatizing the camping reservation system; statutorily dedicating the profits from the working capital account to resource management and interpretive activities; developing a marketing program; developing the Passport Club; and accepting credit cards for payment (the last three were cited in “Re-inventing Government, How the Entrepreneurial Spirit is Transforming the Public Sector,” 1992). The Division will continue this legacy of innovation. To provide the highest priority visitor services while creating efficiencies, the Division will review and implement as necessary, changes in six major service delivery areas: Forest Recreation Areas (FRA’s); Team Management of Parks; Seasonal Parks; Privatized Reservation System; Hours of Contact Station Operation; and Automated Self-pay Systems. Additionally, the Division will target specific programs for efficiency and effectiveness evaluations. Desired Outcomes: The Division will pursue innovative means of service delivery that create efficiencies while maintaining the historically high satisfaction rates. Examples include: developing low cost means of providing services in FRA’s, reducing duplication of administrative services through team management of state parks, basing staffing and service availability on visitor use patterns, providing site-specific campground reservations through a centralized reservation system, and piloting and evaluating selfregistration technology to be considered for wider implementation. The purpose of these changes is to deploy staff to the highest priority activities. A methodology will be developed for reviewing Division programs, with review determinations conducted on a biennial basis. A prioritized budgeting and staffing system will be developed for use in times of reduction or expansion. Augmenting the budget through the use of increased partnerships and volunteerism will be explored.

Objective(s):

5.1: Service Delivery

5.1.1: Targeted Service Delivery Areas

5.1.2: Other Methods

5.1.3: High-Cost and Labor-Intensive Activities

5.1.4: Innovation

5.2: Program Reviews

5.2.1: Changes

5.2.2: Biennial Evaluations

5.2.3: Methodology

5.2.4: Implementation

5.3: Budget

5.3.1: Mission-Driven Priorities

5.3.2: Funding Matrix

5.4: Funding

5.4.1: New Revenue

5.4.2: New Sources

5.4.3: Corporate Sponsorships

5.4.4: Corporate Partnerships

5.4.5: Volunteer Program

5.4.6: Dedicated Account

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