TRANSFORMING TO AN AGILE ORGANIZATION

by

J. Robert Rossman, Ph.D.Leisure Service Consultant

Sedona, AZUSA

April 18, 2012Henderson, NV

Recommendations from an

OPEN FORUM NRPA Congress

Nov. 3, 2011Atlanta, GA

Published in a White Paper, The Agile Organization;

Transforming Your Agency to Survive and Thrive in Any Economy, by J. Robert Rossman, Ph.D.,

© 2012 NRPA

DATA GATHERNG

The Forum began with presentations by three professionals about a variety of processes used in the past few years to remain agile.

Round table discussions (average of 8 per table) with a Table Facilitator.

Discussions were guided by an interview schedule developed by Dr. Rossman.

Table Facilitators were volunteers from the American Academy for Park and Recreation Administration.

Sixty-five (65) conference attendees from across the country participated in the Forum.

A PROBLEM—Constant and Dramatic Change Due to Economic Uncertainty.

ECONOMIC RECESSIONREDUCTION IN TAX

SUPPORT AT THE LOCAL, STATE, AND FEDERAL LEVELS

Can you really do more with less?

Or, is less, less?

WHAT IS ORGANIZATIONAL AGILITY?

The capability of an organization to rapidly change or adapt in response to changes in their environment.

Rapid change means more often

than a normal cycle would require, i.e. asynchronous cycle changes.

WHAT CAN AN AGILE ORGANIZATION ACCOMPLISH?

EFFICIENT REPONSE TO RAPID CHANGE

Adaptable strategies and goals. Flexibility to allocate and re-allocate

all resources. Performance agility; the ability to do

it differently quickly.

WHAT MANAGEMENT PRINCIPLES ARE CHALLENGED

BY THE NEED FOR AGILITY?

Regularity of performance(both environmental and organizational stability)

Goal theoryCyclical decision making

QUESTIONS ASKED at the OPEN FORUM

Have agencies really needed to become more agile?

What strategies have been used to implement agility?

How has planning been effected by the need to demonstrate more agility?

THE NEED FOR AGILITY IS REAL

67% of the agencies reported they had to develop new operational strategies during the past year.

59% of the agencies reported that these new strategies had to be developed rapidly; outside of normal budget or strategic planning cycles.

WHAT AGILITY STRATEGIES WERE USED?

59% of the agencies reported they had developed NEW COMMUNITY PARTNERSHIPS during the past year.

Of the remaining agencies, 92% believed partnerships were a good strategy to deal with the economic downturn.

WHAT AGILITY STRATEGIES WERE USED?

Other strategies reported:Use of INNOVATIVE BUSINESS

MODELSDevelopment of UNCONVENTIONAL

FUNDING SOURCESA potpourri of OTHER STRATEGIES

THE PARTNERSHIP STRATEGYComparative Use of Partnership Agreements

(Ranked by Frequency)

Type of Partner N of Respondents out of 63

% of Respondents

Other (excluding the YMCA) Youth Serving NFPs

44 70%

Local School Organization

40 64%

Nature or Environmental Group

27 43%

Health-Care Provider

26 41%

Private Corporation

26 41%

YMCA 12 19%

DESIRABILITY OF PARTNERS

Desirability of Partnering with Specified Groups*

Type of Partner % of Respondents

Nature or Environmental Groups 81%

Local School Organization 70%

Health-Care Provider 57%

Private Corporation 47%

Youth Serving NFPs excluding YMCAs

24%

*From agencies who did not have this type of partnership.

PARTNER PROFILESSchool Districts

POSITIVES Valued assets schools

possess—facilities, transportation equipment and networks

Major effort at joint use and development of athletic facilities.

Joint programming—before and after school, environmental education, and recycling programs

CHALLENGES School’s own financial

struggles Lack of historical

involvement Often schools do not really

need park’s assets Problems determining

economic value of exchanged services/goods

PARTNER PROFILESYMCA

The YMCA was NOT the primary partner in the not-for-profit category.

The YMCA was viewed in many communities as a major competitor of the municipal operation who offered programs to a different profile demographic.

Yet, some communities had very successful relationships with Ys.

PARTNER PROFILESNot-for-profit Agencies

Partnering with local youth sport organizations, many of whom were organized under Section 503 c of the IRS Code, was a major area of partnership involvement. Joint programs, facility development and

leasing.

PARTNER PROFILESNot-for-profit Agencies

Partnering with nature and environmental groups was a major area of partnering activity. Enhances the park and recreation agency’s

position as a Green organization. Provides a corps of volunteers to help with

clean up of parks, streams, etc. Engenders positive social networks that lead

to helpful political action, grants, and educational programs and events.

PARTNER PROFILESHealth Care Providers

POSITIVES Serving constituent needs—wellness activities,

serve disabled populations, rehabilitation activities.

Most frequently reported activities--wellness and health screenings

CHALLENGES Lack of agency capacity to provide documentation notes

about client progress/performance. Lack of agency capacity to provide data about the efficacy of

programs.

A relatively new, highly desired strategy that positions the park and recreation agency as part

of the wellness movement.

PARTNER PROFILESPrivate Corporations

The greatest variety of partnering agreements of any category. Naming rights? Sponsorship of major events Gifts for specific outcomes Donation of corporate expertise

PARTNER PROFILESSustaining Partnerships

There are many potential issues in developing and sustaining partnerships. Time consuming and laborious to negotiate. Economic downturn has cause discontinuation or

renegotiation of existing partnerships. Competing with other organizations who are now also

seeking partners. ++Renewed interest has lead to new partners with $$$

including law enforcement, health departments, and transportation departments.

UNCOVENTIONAL FUNDING SOURCES

Expanding advertising sales. Sponsorships—discovered the value of selling

exclusivity Revenue producing niche programming Service Sharing with other agencies A potpourri of other strategies

INNOVATIVE BUSINESS PRACTICES

Redefining mission and core services to fit resources.

Revisiting fee and cost recovery policies and practices.

Reorganization for efficiency or to reduce the work force.

+Implementation of entrepreneurial approaches--

Cost Shifting & ROI

ORGANIZATIONAL AGILTY AND PLANNING

46% of participants in the Open Forum responded to questions regarding planning practices in their agency (n = 46).

HOW LONG IS A LONG RANGE PLAN?

ORGANIZATIONAL AGILTY AND PLANNING

SHORTER PLANNING TIME FRAMESDuration of long-range plans

Number of Years

Number of Agencies

% of Agencies

3 13 28.3%

5 19 41.3%

10 8 17.4%

Some other number

4 8.7%

No answer 2 4.3%

57% USED A ROLLING PLAN—

5 YEARS WASTHE MODAL DURATION

QUESTIONS ANSWERED at the OPEN FORUM

Have agencies really needed to become more agile? YES

What strategies have been used to implement agility? PARTNERTSHIPS +

How has planning been effected by the need to demonstrate more agility? SHORTER PLANNING PERIODS

SELF-ASSESSMENT OF YOUR ORGANIZATION'S AGILITY

SCORING

Enter the total number of entries for each category

Characteristic X 3 =

SomewhatCharacteristic

X 2 =

Not Characteristic

X 1 =

Sum your results

RESULTS

An Agile Organization

30--36

Good Agility, Some Areas To Improve

35--24

Many Areas To Develop Agility

23--12

COMPLETE THE INSTRUMENT

FINDINGS, CONCLUSIONS, and REOMMENDATIONS

Develop organizational capacity for continuing agility throughout the year

Re-examine mission when faced with a dramatic reduction of resources

Develop sustainable partnerships to help implement the agency’s mission

Build in termination and adjustment clauses in all new and existing partnerships

FINDINGS, CONCLUSIONS, and REOMMENDATIONS

Before developing partnerships Develop good background Have definite outcomes you hope to achieve

Historically sound partners—not-for-profits and schools

New partnerships—health care organizations, nature and environmental groups, and selected appropriate private corporations

FINDINGS, CONCLUSIONS, and REOMMENDATIONS

Business practices Redefining core services Rewriting cost recovery policies Reorganization for efficiency and workforce reduction

Unconventional funding sources Seeking new advertisers Promoting exclusivity Revenue producing niche programs Bartering services

FINDINGS, CONCLUSIONS, and REOMMENDATIONS

Scan your environment for partners with sound funding Health care organizations Law enforcement agencies Transportation departments

TRANSFORMING TO ANAGILE ORGANIZATION

byJ. Robert Rossman, Ph.D.Leisure Service Consultant

Sedona, AZ

QUESTIONS and DISCUSSION