Well, this year, we have had an unprecedented impact on our recreation and parks facilities. The Covid-19 virus has shut down all public gathering spaces which in turn has shut down our recreation and parks facilities. Now, as our province and many others start lessening the restrictions, we are able to start opening up. As recreation practitioners, we are all getting excited to see our facilities filled again with the hustle and bustle of attendees looking to create community, participate in sport and get their flex on. However, as the provincial health organizations are providing quick timelines and the public do not understand that the municipality has the final decision what services to offer first. It seems we are placed in a difficult place and often appears as if we are “Flat-footed”. We like to use The Triple Constraint Theory. This theory pertains typically to projects however we have used it for special events and decision making for Councils.

The quality of a project, product or opening of a recreation and parks facility is impacted by three variables;

1. Scope-to what extent or details you require
2. Time-how fast do you want to do it
3. Budget or cost-how much do you want to spend

As we all know, in a municipality, it is impossible to be all things to all people. Using this model allows us to understand that if you place emphasis on one variable it impacts the other variables. For example, if you are asked to open playgrounds at 3:30pm on a Friday and have staff only till 4:30pm what do you do?

If the expectation is all playgrounds (SCOPE) need to open fast (TIME) then we will need the staff to work overtime (BUDGET/COST). This would provide all playgrounds open (QUALITY) but with increased staff time (BUDGET/COSTS).

However, if we manage expectations by only opening half the playgrounds (SCOPE), which would need to be open fast (TIME) allows for less overtime (BUDGET/COST). This would provide limited playgrounds open (QUALITY) but with less staff time (BUDGET/COSTS).

Why is this important?

As municipal practitioners, we can influence our CAO or Managers in turn Council to understand the complexities of our work and the associated costs. This can be completed by asking staff or estimating hours based on our current services levels. This doesn’t mean every request is a “No,” but it can’t always be a “Yes.” You need to be able to paint pictures to ensure that senior administration and Council understand there are options for every decision and to help drive those decisions. Anything can be done. It just depends on what costs, timeline and scope you want it to be completed.

It will be important to create a plan to prepare for the provinces opening up strategies and  you have at least two options full opening and a staged opening. You can develop a plan and include analysis of the two options, full opening and a staged open, using the step below. The analysis and plan can be used to present to Council and Senior Staff.

1. Review current staffing levels and estimate staffing of the two options.
2. Create timelines that account for both options.
3. Estimate the financial impact of the two options.
4. Get press releases ready for two options.
   1. Include timelines, what is opening and why, and the processes required in the opening recreation and parks facilities. For example, a pool cannot just be filled with a garden hose and opened like one in the back yard.
5. Start prepping staff on requesting who can work weekends or who wants to work overtime to ensure you can meet the option presented.
6. Make sure all the necessary supplies are stockpiled

Completing this will ensure that you will not be caught “Flat-footed” and senior administration and therefore Council will understand what it takes to provide quality recreation and parks facilities in a time when we have shut down due to Covid-19.