SPECIFIC ISSUES

In the course of this study, a number of issues have arisen. These issues have been identified in public hearings and through meetings with the Recreation Commission, departmental staff, City officials and other concerned individuals, as well as from observations of the consultants. They summarize problems and concerns which emerged during the course of this study. Each issue is discussed below in detail, and the remedial actions recommended follow in the action plan.

A.    Management Issues

1.    Policy guidelines are needed. From the outset of this study, it was apparent that general statements of policy were needed in order to evaluate the existing system and to plan future directions. This report recommends specific policy guidelines (see Chapter III) to guide the future of public recreation in Hickory.

2.    Funding for recreation will be more difficult to obtain in the future. Present levels of funding from federal and state sources makes the provision of local government services increasingly expensive. Throughout the nation, there is a trend toward more fee-supported activities. While Hickory does operate some fee-supported facilities and programs, planning for new programs and areas should emphasize the revenue-generating aspect in order that programs can be more nearly self-supporting.

At the present time, there is no means of determining the exact cost of existing programs and services. Cost-per-participant figures should be developed for each specific activity, and where necessary, appropriate adjustments should be made in fees for the level of service offered. In addition, new revenue sources should be developed.

One of the guidelines developed early in this study states that there should be a balance between fee and free services. Basic recreation services should continue to be offered to all citizens and means should be devised to provide adequately for those who cannot afford the fee system. Beyond the provision of these basic services, however, the participants should be expected to help bear part of the cost as they are the chief beneficiaries of such service. This balance will constantly change as social conditions change, and the definition of "basic services" will also change from time to time.

Other devices which should be explored in the process of seeking non-tax support are the creation of a foundation for parks and recreation to encourage private donations, exploring means other than fee simple acquisition for utilizing private lands for the public benefit, and constantly seeking means to utilize volunteers more successfully in the program.

3.    Maintenance Operations A general review of the Maintenance Department revealed a number of strengths and several deficiencies.

The current organization, comprised of a maintenance director, two maintenance supervisors and various crew leaders and maintenance laborers totaling 23 employees, is a reasonable structure for providing maintenance services, and has resulted in providing good quality maintenance to the parks. Service to the recreation centers, however, is not adequate. Lack of maintenance personnel on site working with the recreation personnel, has created service problems. Response time to minor emergencies and the coordination of priorities has created some personnel morale problems. Additional maintenance personnel assigned to the various centers on a part time basis could improve coordination and quality of maintenance in the centers and reduce time and travel expenses. Contracting for janitorial services should be explored.

Maintenance equipment appears to be adequate, with the exception of dumping equipment. This lack affects the efficiency and productivity of maintenance personnel. A dump truck should be purchased.

The Maintenance Center is not adequate to service the park system. The site does not have adequate equipment or materials storage space and the buildings do not have adequate heated or unheated work space. Renovation of the old Public Works facility appears to be a reasonable alternative for providing an appropriate maintenance facility. This facility provides a more central location.

Maintenance personnel will tackle almost any problem; however, many projects are too large for the department to take on without compromising daily maintenance activities. Large projects which interfere with general maintenance activity should be deferred until budgeted for outside contract.

As the park system expands, some satellite maintenance functions should be explored. For example, when the maintenance function has relocated, City, Jaycee, Geitner and possibly Hilton Parks could be maintained from Winkler Park.

4.    Department Offices The Department offices are poorly located, especially as the City continues to grow eastward. When Stanford Park has been developed, the offices should be relocated. This will place them near Hickory's geographic and population center. The old building can be modified and used for scheduled activities and meetings.