ERIC ED358041: Intermountain Leisure Symposium Proceedings (12th, Provo, Utah, November 21, 1991).

142 Pages·1991·3.3 MB·English

by  ERIC

DOCUMENT RESUME
ED 358 041
SP 034 333
AUTHOR
Nelson, Doug, Ed.; Smith, S. Harold, Ed.
TITLE
Intermountain Leisure Symposium Proceedings (12th,
Provo, Utah, November 21, 1991).
INSTITUTION
Brigham Young Univ., Provo, Utah.
PUB DATE
91
NOTE
147p.
PUB TYPE
Collected Works
Conference Proceedings (021)
EDRS PRICE
MF01/PC06 Plus Postage.
DESCRIPTORS
*Administration; Adults; *Community Services;
Financial Support; Legal Problems; *Parks; Planning;
*Playgrounds; Play Therapy; *Recreation;
*Recreational Activities; Recreationists; Urban
Programs
IDENTIFIERS
*Leisure Services; Russia; Survival Education;
Wilderness
ABSTRACT
This report includes papers submitted by 23
presenters at a conference on recreation and leisure
programs,
facilities, and management. Titles of the
papers are as follows: (1)
"Trends in Parks and Recreation Masterplan Development" (C.
W.
Kelsey);
(2) "Play Therapy: Implications to Recreation" (G. Bader);
(3) "Wilderness Therapy" (J. T. Banks and B. Olsen);
(4) "Impact of
Generational Differences on Developing and Delivering Services" (T.
S. Catherall); (5) "The Quantity of Time: Recreation, the Quantity
of
Time, and the Quality of Life" (J. T. Dixon);
(6) "Soviet City Parks"
(D. L. Dustin);
(7) "Play It Again
Someone! They Haven't Got It
Straight Yet: What's Recreation?" (M. Glancy);
(8) "Dynamic
Assessment: An Activity-Based Research Model for Peak Experience
Research" (S. R. Gray and H. R. Gray);
(9) "Art for the Elderly" (S.
R. Gray); (10) "Project Playpark: Cooperative Playground
Construction" (S. Gray); (11) "Extension of the Direct/Indirect
Management Approach to Outdoor Recreation Management" (B. Hendricks);
(12) "Scaring Up Money" (A. G. Humphreys); (13) "The
Exposition
Industry: New Opportunities for Parks and Recreation" (A. Jones);
(14) "Change and the Future" (D. D. McLean and R. V. Russell);
(15)
"Managing User Conflicts: A Growing Challenge for
Outdoor Recreation
Managers" (D. C. Nelson); (16) "Financial Resource
Adaptation Model
(FRAM)" (G. Oles and T. Larson); (17) "The ECOEE Experience"
(G.
Oles); (18) "Graduate Placement! Fact
or Fiction" (B. Olsen and T.
Hansen);
(19) "Leisure, Envy, Deviance: The Negative Sanction
and
Discord" (J. C. Peterson); (20) "Designing and Administering
an
Effective Performance Appraisal Instrument" (M. Phelan); (21)
"Legal
Rights and Obligations of Universities, Students
and Employers" (C.
T. Thorstenson); (22) "Assessing the Net Economic Impact of
a
Large-Scale Special Event" (D. M. Turco); and (23) "Starting
Your Own
Recreation Business" (M. V. Griend). A partial bibliography
of
survival literature and seven brief research abstracts
are also
included. (AMH)
r
d.
OF EDUCATION
U S DEPARTMENT
Research ano improvement
Office of Educatic nal
RESOURCES S INFORMATION
CER
EDUCATIONAL
as
been rer roduCed
This document has
or organization
received from the person
originating it
been made o improve
C Minor changes have
reproduction quality
stated in this docu-
official
Points of %New or opinions
necessarily represent
ment do not
OERI posmon or policy
"PERMISSION TO REPRODUCE THIS
MATERIAL HAS BEEN GRANTED BY
ft.
.,c,..47-14
S'
TO THE EDUCATIONAL RESOURCES
INFORMATION CENTER (ERIC)
COPY AVAILABLE
PREFACE
It is our pleasure to present these proceedings
from the 1991 12th
Intermountain Leisure Symposium (ILS).
The papers again present a breadth of
issues ranging from current trends and research
issues to sociological and
emerging perspectives.
This interesting array of thought should be
a
challenge to the thinking of the practitioner,
the educator, and the lay
person.
We hope that you enjoy this material in
your personal piece of the
world.
Sponsorship of the ILS is shared by Brigham
You' s University, University
of Utah, Utah State University, the Utah
Recreation and Park Association, and
the Utah Therapeutic Recreation Association.
The 1991 symposium was hosted by
Brigham Youny University under the
co- directorship of Mr. Doug Nelson and Dr.
S. Harold Smith.
We are pleased to announce that the 1992
ILS will be held in
Logan, Utah and hosted by Utah State University.
We express grateful appreciation to all who have
made the 1991 ILS and
these proceedings a great success.
Doug Nelson, Co-Editor
S. Harold Smith, Co-Editor
,

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TABLE
0011TIIIITS
Keynote Address
Trends in Parks and Recreation Masterplan Development
1
Craig W. Kelsey
Articles
Play Therapy: Implications to Recreation
5
Owen Bader
Wilderness Therapy
10
John T. Banks and Burton Olsen
Impact of Generational Differences on Developing and
Delivering Services
14
.
Thomas S. Catherall
The Quantity of Time Recreation, The Quantity of
Time, and the
Quality of Life
22
Jesse T. Dixon
Soviet City Parks
26
Daniel L. Dustin
Play It AgainSomeone!
They Haven't Got It Straight Yet: What's
Recreation
29
Maureen Glancy
Dynamic Assessment An Activity-Based Research
Model for Peak Experience
Research
40
Sharon R. Gray and Howard R. Gray
Art for the Elderly
44
Sharon R. Gray
Project Playpark: Cooperative Playground
Construction
48
Steve Gray
Extension of the Direct/Indirect Manage:sent
Approach to Outdoor
Recreation Management
50
Bill Hendricks
Scaring Up Money
60
A. Glen Humphreys
The Exposition Industry: New Opportunities
for Parks and Recreation
63
.
.
.
.
Art Jones
Change and the Future
67
Daniel D. McLean and Ruth V. Russell
Managing User Conflicts: A Growing Challenge
for Outdoor Recreation
Managers
71
Douglas C. Nelson
Financial Resource Adaptation Model (FRAM)
76
Gordon Oles and Trent Larson
The *CM Experience
84
Gordon Oles
6
Graduate Placement!
Fact or Fiction
87
Burton Olsen and Tom Hansen
Leisure, Envy, Deviance the Negative Sanction and Discord
91
James C. Peterson
Designing and Administering an Effective Performance Appraisal
Instrument .
97
Michael Phelan
Legal Rights and Obligations of Universities, Students and
Employers
108
.
.
Clark T. Thorstenson
Assessing the Net Economic Impact of a Large-Scale Special
Event
111
.
.
.
.
Douglas M. Turco
Starting Your Own Recreation Business
119
Mike Vander Griend
Research Abstracts
The Application of Multiple Methods in Festivals and Special
Events
.127
.
.
.
Linda S. Ralston
Assessing the Net Economic Ispact of a Large Scale Special
Event
128
Douglas M. Turco
Job Announcement Content Analysis in Commercial Recreation
& Tourism
.129
.
.
John Crossley
An Investigation of the Displacement Hypothesis in Outdoor
Recreation .
.130
.
A. Joseph ArAve
Visual Ccreening and Information Access in Visual
Preferences
For Near-View Forest Scenes
131
Edward J. Ruddell
An Examination of the Physiological Response of Institutionalized
Older Adult Residents to Television Content
132
Connie Scholten
Explanation of Variance in Daily Experience Using the
Flow Model
133
Gary D. Ellis, Judith S. Voelkl, Catherine Morris
7
KEYNOTE ADDRESS
6
Trends in Parks and Recreation
Nasterplan Development
Craig W. Kelsey, University
of Row Mexico
A seasoned parks and recreation
professional recognizes the
significance
of their agency's parks and
recreation masterplan. The
document, which has been
prepared on behalf of the
agency,. charts the growth, direction
and agency agenda
for the next few years.
It is hopefully binding through
regulation in an effort
to keep the agency current
with the needs of its
It is the
citizenry.
recommendations found in a well-prepared
and bias-free masterplan,
which allows
the agency some level of
autonomy, so that changes in
elected officials and
hence, changes in agency emphasis,
do not occur.
Additionally, each member of
the parks and recreation
staff can visualise which
facilities, resources and
programs should be emphasized in the
future and what type of
fiscal resources
have been pledged toward those
activities.
Rasterplaa Outline
A typical, yet comprehensive,
parks and recreation aasterplan
will consist
of at least seven (7) sections,
each lending logic and
understanding to the
document.
Though additional sections
may be added to a easterplan
to add
strength or adjust for local
needs, rarely should
a masterplan consist of less
than the following key factors.
i.
The Parks and Recreation
Agency
This first section is
introductory in nature and
should include a
section dealing with the
history of the community,
the parks and
recreation movement and
any other significant piece of
information,
which places the agency in
the historical context of
the community.
Also included in this
section should be the mission,
goals and
objectives of the parks and
recreation agency and the
department
organizational structure, which
is in place to help
reach this
agency mission.
II.
Parks and Recreation
Resources
The second section should
be a report
on the amount, type and
condition of the park
and recreation
program,
facilities and
resources provided to the citizens
by the parks and
recreation
agency.
This up-to-date inventory
should identify all of
the
recognized and used
resources, as well as those which
are available
for future development.
It is generally
an easy task to identify the
parks, playgrounds,
ball fields, pools and
picnic tables provided;
and likewise, it
should be easy to collect
information on the types of
programs, such
as sports, arts, tournaments
and the like that the
agency provides.
Th4 reason for this inventory
is rather obvious.
Row can an agency
make recommendations for
future resources if the
agency is not clear
as to their current offerings.
A slightly more difficult
task,
however, is to also collect
information regarding the
resources and
programs that other agencies
provide, which might impact
on your
agency's need to provide similar
offerings in the future.
Certainly government agencies,
such as city, county,
state and
federal agencies provide
items which might overlay
this resource and
program base and are available
to your citizenry.
Further, public
schools,
private
businesses,
volunteer
and
church-related
organisations night also have
significant offerings.
1
III.
ZIILiAralLES2RRIAti211
A third section of the masterplan should consist
of a report, which
analyses the population the agency is obligated
to serve.
Once
again, the reason for detailing information
about this target
population would seem rather clear.
It is this group whose needs
the agency attempts to meet.
The types of information needed about
the target group would include the past
population growth pattern
(has it been gradually or perhaps rapidly
increasing or decreasing);
the current distribution of the population
(in what geographic areas
of the community do the residents live
and are there Sockets of
these residents); and what is the projected
growth pattern for the
population (is the community expected to
grow, slow down, plateau
and at what rate).
Also needed is the demographic profile
of the
residents.
What is the current and projected
ages, incomes,
ethnicity, educational levels and gender of
the population.
These
demographic patterns are very helpful in
understanding the type of
current and future user base.
IV.
parks and Recreation Demand
A fourth section of the masterplan, and in
many plans, the most
significant element deals with what demand
there is for certain
parks and recreation resources and
programs.
The demand is a
reflection of citizen interest, desire
and generally speaking,
assumed need.
The demand for current and future
programs and
resources is usually developed from one
or all of the following
measure's
a random citizen survey is conducted throughout
the
community querying residents regarding
the key items of current and
future participation and desires;
a second approach is gathering
information from public input meetings,
whore the citizen may come
and verbally express their desires;
the third approach is to tally
the participation statistics of the
currently provided programs and
resources and to observe what trends the statistics
suggest.
Each
of these approaches offer value.
The random citizen survey gives
all residents an equal mathematical
chance of expressing their
views.
The public input meeting, though
not random in the type of
attendees, does focus on needs of
great community interest.
The
participation statistics should
serve as some indicator of desire
for a specific activity.
V.
National Cepoarisons
The fifth section provides
a reflection of whatever relationship
exists between the currently provided
resources and programs and
generally accepted state, regional
or national benchmarks, measures
or comparisons.
The National Recreation Park
Association has
prepared "space standards"
or a recommended number of facilities
per
population per distance.
A community can compare their offerings
against this standard to obtain
some idea of relative standing. For
example, a community has a population
of 30,000 residents and the
city
parks and recreation department
provides 12 Tennis courts.
Twelve tennis courti may be
a lot or very little for the population.
One way to get a focus on this issue
is to compare the tennis court
offering to national space standards.
The NAPA recommended standard
is one tennis court per 2,000
residents; therefore, this community
is at 80% of the national standard
(30,000 - by 2,000 a 15, 12 is
80% of
15).
This process can be followed
for virtually all
resource-based facilities, but not for
programs.
One way to get a
relative measure of program offerings
is to interview communities of
similar size and demographics and
to obtain and then compare
program
offerings.
Programs are offered as a
very sensitive measure of
2
10
local interest; and, therefore, national comparisons
are difficult
to sake.
VI.
Aaincv Action Plans
The sixth section of the masterplan is
one of a significant shift.
The vrevious sections have been data gathering
in nature and the
agency action plan section is one of data interpretation
and
analysis. here the masterplan provides specific
recommendations for
what resources and programs are needed in the
future, based upon the
goals of the agency, what resources
and programs are currently
provided, what the population
user-group future is, the populations
desire for current and future
resources and how the offerings
compare to national or local standards.
This section is difficult
to prepare,
should be based on the realized factors
of the
community, not political agendas or special interest
group pressures
and should reflect the realistic direction for
the future. The sore
specific tine action statements, the
more measurable the achievement
of the action, but also the
more direct pressure on appointed and
elected officials of the community.
The more general the action
statement,
the
greater
the
likelihood
that
compromise
and
misunderstanding may emerge as solutions to the
future needs of the
community.
VII.
Cost and Funding
The seventh and last section of the sasterplan
should consist of an
analysis of the cost of the recommended
actions suggested in the
action plan.
It is important to know what
a specific project will
cost, the cost in the future and what
funding mechanisms seem
appropriate to neat the costs of the actions.
This section has
particular
purpose
because
the governing
authorities
of
the
community, if they adopt the sasterplan
by resolution, will have
bound the budget to the costs identified
in this section.
If a
recommendation is for a new city outdoor
swimming pool, then cost
estimates can be rendered from the city
engineers office, from local
construction coapanies, sister communities
which have just completed
a similar project, and from national sponsorship
organisations, such
as the American Aquatic Association. Also important
is to determine
what typos of funding strategies could
be utilized to defray the
costs of the project.
Typical sources include general funds,
special taxes, mill levies, grants,
bonds, use fees and the like.
Treads is Nasterplaa Development
There are ten issues, which
seem to be emerging in the area of masterplan
development, that have remained rather
constant overtime and appear to be
trends
rather than faddish upsurge..
These trends deal more with how the
sasterplan is
prepared, developed and executed than
what the rain focus points of
a traditional
masterplan is.
Specifically:
Trends
1.
Consultant sub-contracting: there
appears to be a move to sub-contract the
masterplan to consultants, thus reducing
the financial burden of
a full
time staff focus.
2.
Reduction in document size:
more recent plans are such shorter in length,
less detailed with facts and figures
and more summary in nature.
3