FOR SALE, LEASE OR TRADE: 120,000 acres of prime Washington real estate. Valued at more than $3 billion. Includes 116 parks, 700 historic buildings, cabins, yurts, vacation houses, forts, fabulous wedding venues, and dozens of stunning beaches. Buy now and get naming rights for hokey park names like Cape Disappointment, Steamboat Rock, Lewis and Clark and Sacajawea. Contact Washington State Parks and Recreation Commission or your local state legislator.
Pardon the hyperbole, but this scenario may not be too far off since our parks have become nothing but financial burdens that need to be monetized. After the legislature voted in 2011 to cut off all general fund support for our state parks and replace it with user-fees (“earned income”), the State Parks and Recreation Commission has been scrambling to keep them open and operating while continuing to make its case for stable funding sources.
Unfortunately, the latest desperate attempts to shore up lost revenue – a $30 annual “Discover Pass” and a $10 day-use fee – have fallen 50 percent short of projections. So now we have a critical funding crisis, yet one more chapter in the ridiculous quest to run government like a business. As state parks director Don Hoch said last summer: “At no time in our 100-year history have we been in a position like this, where we have to make so many tough decisions.”
Palouse Falls State Park (photo/state of Washington)
A report to the Parks and Recreation Commission last August says that no other state follows such a self-funded model, calling it “impractical” and “unachievable.” So now we have a rare opportunity to lead the way to the bottom in park management. The visionary generations who came before us are rolling over in their graves.
Ironically, the legislature’s target for defunding our parks is this year, 2013, which happens to be the 100th anniversary of our state park system. Many of the noble and ambitious plans to upgrade, expand and improve the parks for the centennial celebration have been shelved. State Parks has already made painful staff and spending reductions and has been planning for “previously unthinkable reductions.”
In the very year when we should be bursting with pride to celebrate these crown jewels, we are casting this loyal old dog out into the cold without food or shelter – sort of like filing for divorce on your 50th anniversary party. And we now have a draft of the divorce papers in the form of a report released January 29th by the Parks and Recreation Commission. It’s called “Transformation Strategy – Adapting to a new way of operating Washington’s state parks.”
This is not a fun read unless you like hearing about good people begging for help. I can imagine the seven volunteer commissioners weeping as they sat through countless McKinseyesque workshops and public meetings and finally forcing themselves to approve this document. They are doing the best they can. They are doing what they have to do.
But the 27-page report reads like notes from a corporate retreat. It uses the word “business” 20 times. “Lease” shows up 13 times. It includes buzzwords straight from Dilbert, like: forming strategic partnerships; strategies and initiatives to help create a new business model; transformation principles with imperatives that will drive agency-wide planning, resource allocation and day-to-day decisions; core values and cultural norms that promote organizational change and innovation; specific action-oriented initiatives that will advance agency transformation. And, my favorite, it boldly encourages a decimated park staff to embrace risk-taking, accepting responsibility for the outcome and “excellence in all we do.”
The report even sheepishly admits a dark secret: “For many years parks and recreation providers believed that technology had no place in parks. Even commissioners and staff believed state parks should remain technology-free.” Imagine that. Continue Reading »
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