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MAKE AND TAKE 
LEADING TOGETHER: PARKS & 
RECREATION—NO US & THEM 
1. Please sign in with your Agency Name and the 
number of people attending the webinar from your 
agency today. 
2. Type the names of those wanting CEUs for this 
webinar with CEU after their name. (Jodi Rudick, 
CEU) 
3. Have you downloaded and printed a copy of your 
handouts? 
Why this Webinar: 
Explain skill sets needed to create colleague relationships 
Discuss communication strategies that reduce conflict in 
most relationships, creating an increase in teamwork for 
an organization 
1
CUSTOMER SERVICE 
Quality is what the citizen/user wants 
and understands! 
They don’t care or understand how you 
got there! 
They see everyone working in your 
parks, facilities and agencies as “staff.” 
2
MEET OUR REGENTS 
WHAT’S A REGENT? A REGENT IS A CPRS MEMBER 
WHO TEACHES THEIR PEERS EACH YEAR AT MAINTENANCE 
MANAGEMENT SCHOOL 
3 
Tara 
Gee 
Bryan Peck 
Kyla 
Brown
IN YOUR CHAT BOX PLEASE LIST… 
What standing meetings or trainings do 
you currently conduct to be sure all 
divisions are communicating? 
For instance: 
Maintenance and Child Care Program Staff? 
Tree Division and Sport Camp Programmers? 
Class Coordinators and Painters? 
Others? 
4
PLEASE DISCUSS, THEN ANSWER IN THE FEEDBACK BOX 
AND DISCUSS AND SHARE IN YOUR CHAT BOX 
 Which example situations do you deal with the 
most? 
A. A. "Can’t you bend the rules just this once?!” 
B. B. Angry Customers that stay angry 
C. C. Complaints about transferring a customer to 
the “right” department 
D. D. Other 
5
Communication 
is Key! 
Right? 
6
PLEASE DISCUSS AND SHARE… 
So why is it so hard 
to communicate with 
other staff? 
7
TWO PART FEEDBACK 
1 
1. In the feedback box – Choose which of the 
following are HARDEST to negotiate with: 
 A. Field Rental Groups 
 B. Recreation Staff 
 C. Parks Maintenance Staff 
 D. Something else (type in chat box) 
2. In your chat box list reasons why these 
are hard to negotiate with. 
8
WHAT WOULD YOU DO SCENARIO – SPORTS FIELD CLOSURE 
Park Maintenance is looking for time (2 to 3 months) to close 
multiple sports fields for renovation and rest! during the 
growing season (April through August) 
Renter demand, user groups, and in-house 
recreation programming want to utilize as 
much field space as possible—what do we 
do? 
Discuss and share in your chat box… 
What are some solutions? 9
SORRY, WE’RE CLOSED – CASE STUDY ACTIVITY 
WHAT WOULD YOU DO SCENARIO – SPORTS FIELD CLOSURE 
Park Maintenance is looking for time (2 to 3 months) to close 
multiple sports fields for renovation and rest! during the 
growing season. (April through August) 
Service level changes? 
Do user groups get priority 
because you are told you have to! 
10
How it really was 
handled and if 
the strategy was 
effective! 
11
12
PLEASE DISCUSS AND SHARE 
IN YOUR CHAT BOX… 
What are some of the 
“signs” or indicators that 
are a warning for 
misunderstanding or lack of 
communication at all? 
13
Let’s Talk About Protecting Assets 
14
TREES GLORIOUS TREES - CASE STUDY ACTIVITY 
WHAT WOULD YOU DO? SCENARIO 
15 
 The Facts: 
 A national gas and electric company informs your agency that they are going to replace 
a major gas line that is 75 years old. 
 The gas line comes from the County property from the south and winds north/south 
through your City and connects up with County property on the north. 
 The new line is bigger and impacts city-maintained streetscapes, wetland Preserves 
and a municipal golf course in addition to some roadways. 
 The gas line standards requires no trees, existing or new, can be within 10’ of the new 
line. 
 Implications: 
 This means that mature 30 year old trees in the streetscapes and 100 year old Oaks in 
the Preserves and in the golf course will have to be removed. 
 The oaks in the golf course are signature to the golf course and the Oaks in the 
Preserve are backdrops to high end homes where people have paid a premium to live 
next to the natural area. 
Discuss and Share in your Chat Box… 
As a PUBLIC Agency what are your 
Concerns?
TREES GLORIOUS TREES CASE STUDY ACTIVITY 
WHAT WOULD YOU DO? SCENARIO 
AS THE PUBLIC AGENCY YOU WANT TO ACCOMMODATE THE NEW LINE FOR ULTIMATE 
PUBLIC SAFETY, BUT YOU ALSO WANT TO PROTECT THE AMENITIES THAT AFFECT 
YOUR REVENUE (GOLF), THE QUALITY OF LIFE YOU OFFER YOUR RESIDENTS (MATURE 
TREES), AND ENSURE YOU AREN’T ON THE HOOK TO FUND THE 
REPAIRS/REPLACEMENT OF ASSETS YOU ARE CHARGED TO TAKE CARE OF. 
Discuss and Share in Your Chat Box… 
What are some solutions? 
16
TREES GLORIOUS TREES CASE STUDY ACTIVITY 
WHAT WOULD YOU DO? SCENARIO 
AS THE PUBLIC AGENCY, YOU WANT TO ACCOMMODATE THE NEW LINE FOR ULTIMATE 
PUBLIC SAFETY, BUT YOU ALSO WANT TO PROTECT THE AMENITIES THAT AFFECT YOUR 
REVENUE (GOLF), THE QUALITY OF LIFE YOU OFFER YOUR RESIDENTS (MATURE 
TREES), AND ENSURE YOU AREN’T ON THE HOOK TO FUND THE 
REPAIRS/REPLACEMENT OF ASSETS YOU ARE CHARGED TO TAKE CARE OF. 
Discuss and Share in Your Chat Box… 
What are the 
Compromises Made? 
17
How it really was 
handled and if 
the strategy was 
effective! 
18
PLEASE DISCUSS AND SHARE 
IN YOUR CHAT BOX… 
Let’s talk about a third 
scenario! 
Which agencies have had 
to re-assign work areas in 
the last few years? 
19
SITUATION SCENARIO – 
RE-ASSIGNING WORK AREA RESPONSIBILITIES 
THE ISSUE: 
TRANSITIONING THE AGENCY-OPERATED COMMUNITY 
CENTERS AND SPECIAL EVENTS FROM ONE DEPARTMENT TO 
ANOTHER. 
20 
An agency policy change results in the need for 
specialty funded community center operations 
and recreation programs to transfer from one 
department (Economic Development to another 
-- Parks and Recreation) within a very short 
amount of time (3 months).
SITUATION SCENARIO – 
RE-ASSIGNING WORK AREA RESPONSIBILITIES 
21 
 The Goals and Requirements: 
 Service delivery must not be interrupted 
 Programming levels must remain in tact to meet 
community needs. 
 The centers currently operate with 
1) Contracted service providers, 
2) Contracted employees, and 
3) Agency staff. 
 All service and programming contracts must be re-assigned 
or renegotiated (50+) 
 Staff must be transitioned (from county department 
to special district).
SITUATION SCENARIO – 
RE-ASSIGNING WORK AREA RESPONSIBILITIES 
22 
 As the new department responsible for operations 
and maintenance of the centers, as well as the 
recreation programming, your goal is to assume 
responsibility in a seamless manner. 
 In addition to meeting customer needs, you must 
meet elected-official expectations and negotiate 
with a department who feels this transition is a 
“loss” (they have pride of ownership). 
 You must also ensure the lights stay on, the grass 
is mowed and the “promises” are kept.
SITUATION SCENARIO – 
RE-ASSIGNING WORK AREA RESPONSIBILITIES 
TRANSITIONING THE AGENCY-OPERATED COMMUNITY CENTERS AND 
SPECIAL EVENTS FROM ONE DEPARTMENT TO ANOTHER. 
Please discuss and 
share in your chat box…. 
What are some solutions? 
23
What if you lose 
staff during this 
process! 
Any service level 
changes? 
24
How it really was 
handled and if 
the strategy was 
effective! 
25
PLEASE DISCUSS AND SHARE 
IN YOUR CHAT BOX… 
Let’s End on a Fun Note! 
26
PLEASE DISCUSS AND SHARE IN YOUR CHAT BOX 
Please list some 
things you could add 
to your staff training 
that might develop 
co-worker 
relationships? 
27
FINAL THOUGHTS – THINK ABOUT THESE WHEN YOU 
CAN 
28 
Who should have input into 
your decisions? (now that you 
have participated in this webinar) 
What new ideas will help you 
develop more effective co-worker 
relationships?
NEXT MONTH’S WEBINAR… 
2 
9 
Event Facilitation 
They Can’t, You Can, Win-Win 
with André Pichly, Recreation Superintendent, City of 
West Sacramento 
 Wednesday, Nov 19** at 12:15pm 
**Holiday adjustment 
 Thursday, Nov 20 at 10:30am 
Don’t forget to do our survey now please!

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Leading Together - Us & Them Wed Webinar

  • 1. MAKE AND TAKE LEADING TOGETHER: PARKS & RECREATION—NO US & THEM 1. Please sign in with your Agency Name and the number of people attending the webinar from your agency today. 2. Type the names of those wanting CEUs for this webinar with CEU after their name. (Jodi Rudick, CEU) 3. Have you downloaded and printed a copy of your handouts? Why this Webinar: Explain skill sets needed to create colleague relationships Discuss communication strategies that reduce conflict in most relationships, creating an increase in teamwork for an organization 1
  • 2. CUSTOMER SERVICE Quality is what the citizen/user wants and understands! They don’t care or understand how you got there! They see everyone working in your parks, facilities and agencies as “staff.” 2
  • 3. MEET OUR REGENTS WHAT’S A REGENT? A REGENT IS A CPRS MEMBER WHO TEACHES THEIR PEERS EACH YEAR AT MAINTENANCE MANAGEMENT SCHOOL 3 Tara Gee Bryan Peck Kyla Brown
  • 4. IN YOUR CHAT BOX PLEASE LIST… What standing meetings or trainings do you currently conduct to be sure all divisions are communicating? For instance: Maintenance and Child Care Program Staff? Tree Division and Sport Camp Programmers? Class Coordinators and Painters? Others? 4
  • 5. PLEASE DISCUSS, THEN ANSWER IN THE FEEDBACK BOX AND DISCUSS AND SHARE IN YOUR CHAT BOX  Which example situations do you deal with the most? A. A. "Can’t you bend the rules just this once?!” B. B. Angry Customers that stay angry C. C. Complaints about transferring a customer to the “right” department D. D. Other 5
  • 7. PLEASE DISCUSS AND SHARE… So why is it so hard to communicate with other staff? 7
  • 8. TWO PART FEEDBACK 1 1. In the feedback box – Choose which of the following are HARDEST to negotiate with:  A. Field Rental Groups  B. Recreation Staff  C. Parks Maintenance Staff  D. Something else (type in chat box) 2. In your chat box list reasons why these are hard to negotiate with. 8
  • 9. WHAT WOULD YOU DO SCENARIO – SPORTS FIELD CLOSURE Park Maintenance is looking for time (2 to 3 months) to close multiple sports fields for renovation and rest! during the growing season (April through August) Renter demand, user groups, and in-house recreation programming want to utilize as much field space as possible—what do we do? Discuss and share in your chat box… What are some solutions? 9
  • 10. SORRY, WE’RE CLOSED – CASE STUDY ACTIVITY WHAT WOULD YOU DO SCENARIO – SPORTS FIELD CLOSURE Park Maintenance is looking for time (2 to 3 months) to close multiple sports fields for renovation and rest! during the growing season. (April through August) Service level changes? Do user groups get priority because you are told you have to! 10
  • 11. How it really was handled and if the strategy was effective! 11
  • 12. 12
  • 13. PLEASE DISCUSS AND SHARE IN YOUR CHAT BOX… What are some of the “signs” or indicators that are a warning for misunderstanding or lack of communication at all? 13
  • 14. Let’s Talk About Protecting Assets 14
  • 15. TREES GLORIOUS TREES - CASE STUDY ACTIVITY WHAT WOULD YOU DO? SCENARIO 15  The Facts:  A national gas and electric company informs your agency that they are going to replace a major gas line that is 75 years old.  The gas line comes from the County property from the south and winds north/south through your City and connects up with County property on the north.  The new line is bigger and impacts city-maintained streetscapes, wetland Preserves and a municipal golf course in addition to some roadways.  The gas line standards requires no trees, existing or new, can be within 10’ of the new line.  Implications:  This means that mature 30 year old trees in the streetscapes and 100 year old Oaks in the Preserves and in the golf course will have to be removed.  The oaks in the golf course are signature to the golf course and the Oaks in the Preserve are backdrops to high end homes where people have paid a premium to live next to the natural area. Discuss and Share in your Chat Box… As a PUBLIC Agency what are your Concerns?
  • 16. TREES GLORIOUS TREES CASE STUDY ACTIVITY WHAT WOULD YOU DO? SCENARIO AS THE PUBLIC AGENCY YOU WANT TO ACCOMMODATE THE NEW LINE FOR ULTIMATE PUBLIC SAFETY, BUT YOU ALSO WANT TO PROTECT THE AMENITIES THAT AFFECT YOUR REVENUE (GOLF), THE QUALITY OF LIFE YOU OFFER YOUR RESIDENTS (MATURE TREES), AND ENSURE YOU AREN’T ON THE HOOK TO FUND THE REPAIRS/REPLACEMENT OF ASSETS YOU ARE CHARGED TO TAKE CARE OF. Discuss and Share in Your Chat Box… What are some solutions? 16
  • 17. TREES GLORIOUS TREES CASE STUDY ACTIVITY WHAT WOULD YOU DO? SCENARIO AS THE PUBLIC AGENCY, YOU WANT TO ACCOMMODATE THE NEW LINE FOR ULTIMATE PUBLIC SAFETY, BUT YOU ALSO WANT TO PROTECT THE AMENITIES THAT AFFECT YOUR REVENUE (GOLF), THE QUALITY OF LIFE YOU OFFER YOUR RESIDENTS (MATURE TREES), AND ENSURE YOU AREN’T ON THE HOOK TO FUND THE REPAIRS/REPLACEMENT OF ASSETS YOU ARE CHARGED TO TAKE CARE OF. Discuss and Share in Your Chat Box… What are the Compromises Made? 17
  • 18. How it really was handled and if the strategy was effective! 18
  • 19. PLEASE DISCUSS AND SHARE IN YOUR CHAT BOX… Let’s talk about a third scenario! Which agencies have had to re-assign work areas in the last few years? 19
  • 20. SITUATION SCENARIO – RE-ASSIGNING WORK AREA RESPONSIBILITIES THE ISSUE: TRANSITIONING THE AGENCY-OPERATED COMMUNITY CENTERS AND SPECIAL EVENTS FROM ONE DEPARTMENT TO ANOTHER. 20 An agency policy change results in the need for specialty funded community center operations and recreation programs to transfer from one department (Economic Development to another -- Parks and Recreation) within a very short amount of time (3 months).
  • 21. SITUATION SCENARIO – RE-ASSIGNING WORK AREA RESPONSIBILITIES 21  The Goals and Requirements:  Service delivery must not be interrupted  Programming levels must remain in tact to meet community needs.  The centers currently operate with 1) Contracted service providers, 2) Contracted employees, and 3) Agency staff.  All service and programming contracts must be re-assigned or renegotiated (50+)  Staff must be transitioned (from county department to special district).
  • 22. SITUATION SCENARIO – RE-ASSIGNING WORK AREA RESPONSIBILITIES 22  As the new department responsible for operations and maintenance of the centers, as well as the recreation programming, your goal is to assume responsibility in a seamless manner.  In addition to meeting customer needs, you must meet elected-official expectations and negotiate with a department who feels this transition is a “loss” (they have pride of ownership).  You must also ensure the lights stay on, the grass is mowed and the “promises” are kept.
  • 23. SITUATION SCENARIO – RE-ASSIGNING WORK AREA RESPONSIBILITIES TRANSITIONING THE AGENCY-OPERATED COMMUNITY CENTERS AND SPECIAL EVENTS FROM ONE DEPARTMENT TO ANOTHER. Please discuss and share in your chat box…. What are some solutions? 23
  • 24. What if you lose staff during this process! Any service level changes? 24
  • 25. How it really was handled and if the strategy was effective! 25
  • 26. PLEASE DISCUSS AND SHARE IN YOUR CHAT BOX… Let’s End on a Fun Note! 26
  • 27. PLEASE DISCUSS AND SHARE IN YOUR CHAT BOX Please list some things you could add to your staff training that might develop co-worker relationships? 27
  • 28. FINAL THOUGHTS – THINK ABOUT THESE WHEN YOU CAN 28 Who should have input into your decisions? (now that you have participated in this webinar) What new ideas will help you develop more effective co-worker relationships?
  • 29. NEXT MONTH’S WEBINAR… 2 9 Event Facilitation They Can’t, You Can, Win-Win with André Pichly, Recreation Superintendent, City of West Sacramento  Wednesday, Nov 19** at 12:15pm **Holiday adjustment  Thursday, Nov 20 at 10:30am Don’t forget to do our survey now please!

Editor's Notes

  1. Speak about political influences, perceptions and expectations.
  2. While both departments work for the same agency (County), Special District is a separate legal entity. All staff must be re-hired, contracts reassigned, etc. Some contracts out of date, etc. Staff different standard than desired.
  3. Expand on political expectations and user group expectations. New information is learned constantly and the timeline is fast approaching. In addition, this change was not reflected in the budget and there is no time to make the adjustment before taking over.
  4. - Bring parks and recreation staff together with EDA staff to determine timeline, action items and responsibilities. Use information learned to develop a staffing and maintenance plan. Bring park maintenance and recreation programmers together to develop the transition plan and implementation team. Start with common vision, clear expectations, and right attitude. KEEP SMILING Use relationships to gain assistance on “sticky” points, learn the “unspoken” truth, and avoid pitfalls