September 2020 - Parks & Recreation - 49

facilities. Now, the foundation money is used for operating deficits.
Additionally, the district seeks
out sponsorships and naming rights
along with grants from local and national organizations. This approach,
however, is not a long-term sustainable solution. The real answer lies
in the state capital of Springfield,
Illinois. Sandine has been working
with the legislature to have more
funds appropriated toward his district and others like it. Currently,
he receives no percentage of hotel,
sales or gas taxes collected from the
events his facilities bring to the area.
Also, his district sees no revenue
from the newly passed marijuana
legalization. Through continuing to
explore alternative revenue streams
and working with his elected officials and the state association, Sandine is hopeful there will be changes
made to funding that will allow his
district to recover costs and continue to serve its community.

Considerations
During my conversations with staff
at these agencies, multiple people expressed concerns over compression,
wage equity and recruitment. They
add that with an increase to the minimum wage comes additional work for
restructuring their wage schedules to
ensure staff with experience, seniority and certifications are being paid
at an equitable rate against new hires
making upwards of $15 per hour.
In addition, the agencies expressed
concern over recruitment of staff,
citing how they will have to consider
paying above the minimum wage to
attract lifeguards and other part-time
employees who may find alternative
work more appealing.
Following are considerations for
managing an increase to the minimum wage based on my research:

If possible, agencies should implement incremental wage increases in anticipation of a future
rise in minimum wage. Incremental
increases will lessen the impact of
a mandatory rise in wages. These
increases should consider compression and equity.
A cost recovery model that
considers fee structures, rental
revenues, maintenance costs, and
sponsorship and grant opportunities should be developed.
Non-revenue generating service
programs should be assessed
for potential revenue generating
viability.
Alternative funding should be
considered to cover the increasing
cost of wages outside of sponsorships
and grants. This can be completed
through forming park foundations,
realigning foundation funding goals,
working with legislatures, and finding
support from partners such as NRPA
and your state association.
Community engagement is essential to ensure park and recreation
agencies are meeting the needs of
stakeholders through these changes.
Engagement will allow agency staff
to develop a strategic plan around
closing facilities, restructuring and
adjusting programs. Feedback from
the community will ensure the agency is still meeting the needs of its
stakeholders and may increase support for alternative funding.

2
3

Conclusion
My research has shown there is no
one solution for an increase to the
minimum wage, but there are considerations to be had based on what
others have learned through their
experiences. While many agencies
continue to balance the business
model with the service model and
face a multitude of funding and
other external challenges, adding a

mandatory wage increase can be a
significant cause of stress. What is
promising is the number of agencies that have gone through situations and can offer feedback and
support. If you're having doubt, I
encourage you to visit NRPA Connect (connect.nrpa.org) and share
your concern with other professionals. By reaching out and making connections, you will find the
support you need to do what's best
for your agency and community.
Given today's challenges, increases in the minimum wage may be the
furthest thing from our minds. The
research has shown, however, that
this is not a topic that disappears
due to changes in the economy. If
anything, it simply bides its time
and waits for the challenges of the
day to pass and then presents itself
again when the work being done
demands the conversation. When
departments rebuild, many will still
need to address this on top of every
other financial challenge they currently face. The truth is the 2008 financial crisis prepared departments
for the COVID-19 crisis and moving
forward, we will begin to rebuild
thanks to lessons learned along the
way. While it may take more time, it
is achievable.
We face not only economic challenges as a result of the COVID-19
pandemic, but also social challenges. Throughout this current health
crisis, the inequities our communities encounter have become increasingly apparent. Now, more than
ever, our work and workers are essential and deserve equitable pay for
their work across the board.
By making your people the priority, you will see a greater return on
investment than any stock, bond or
line item ever could.
Anthony Iracki, MS, CPRP, is Recreation Supervisor for the
Whiteﬁsh Bay School District (anthony.iracki@wfbschools.com).

PA R K S A N D R E C R E AT I O N .O R G | S E P T E M B E R 2 02 0 |

Parks & Recreation

September 2020 - Parks & Recreation

Table of Contents for the Digital Edition of September 2020 - Parks & Recreation