Where the [Redacted] Are My Applicants? Navigating the Staffing Shortage in Parks and Recreation

It's Monday morning; your keys jingle as you pull them from your pocket and unlock your office door. The chill from the spring air is starting to wane as the heat and fervor of summer are now right around the corner. The parks will be full of life once again, camps in full swing, the pool packed. Just as you sit back in your office chair, you are hit with reality; the open supervisor position you posted two months ago has one applicant, and they don't meet the job requirements. As you face the daunting task of hiring, the scarcity of qualified candidates looms large. This open position, critical to your department's success, has lingered unfilled for months, a testament to a widespread struggle in the labor market affecting both public and private sectors. So what’s happening, and more importantly, why? What can we do about it?

The Current Employment Landscape

As of the latest reports, the U.S. employment rate stands at approximately 3.8% according to the Bureau of Labor Statistics. This figure reflects a labor market that is experiencing tight conditions, with low unemployment typically indicating fewer people looking for jobs, and thus a smaller pool of applicants for positions like those in Parks and Recreation. This context is crucial as it underlines the challenges in attracting and retaining skilled personnel in a competitive job market.

The Falling US Birthrate

A pivotal issue at the heart of the labor shortage is the declining US birthrate. As reported by the CDC, the number of births has been decreasing steadily, culminating in unprecedented lows in recent years. This reduction in the youth population directly constrains the labor pool, a situation felt acutely in sectors like Parks and Recreation that traditionally rely on young, energetic employees. The most alarming part yet, we haven't even begun to see the effects of the steep birthrate decline of the 2008 recession years. The kids born (or not born) in that time would be 14-16 right now, meaning in the next 6-8 years we will see the issue as the last of the Baby Boomer generation transition into retirement. The graphs below illustrate this issue quite starkly:

Simply Put: Fewer People = Fewer Qualified Employees

Source: Congressional Budget Office

Declining College Enrollment

Adding to the complexity, college enrollment has been on a downward trajectory, with a significant 3.2% drop reported in 2021 alone by the National Student Clearinghouse. Rising tuition costs and a shifting

perspective on the value of a four-year degree contribute to this trend. Impacting the availability of qualified professionals in the public sector, particularly in specialized roles such as those in Parks & Recreation. The increasing divide between the rising cost of college education and the economic benefit of a degree in the Parks & Recreation field, in particular, has proven to weigh heavy on the minds of those looking to start a career in the field.

Source: National Center for Education Statistics

Reduction in Government Employee Retirement Benefits

The public sector's appeal has further been diminished by cuts in retirement benefits, discouraging skilled individuals from entering or remaining in government roles. This change has particularly affected

public departments like Parks and Recreation, where the promise of secure, long-term benefits has traditionally offset lower wages compared to the private sector.

Workplace Flexibility: Public vs. Private Sector

In today's employment landscape, flexibility in terms of remote work and adjustable schedules is often a deciding factor for job seekers. The private sector has increasingly adopted such practices, especially in response to the COVID-19 pandemic. However, the public sector, including Parks and Recreation, typically offers limited remote work opportunities due to the nature of the services provided. This lack of flexibility can make public sector jobs less attractive, especially to the emerging workforce accustomed to, and expecting a greater work-life balance.

Source: U.S. Bureau of Labor Statistics

Strategies to Enhance Competitiveness in Parks and Recreation

To address these challenges and make Parks and Recreation careers more attractive, particularly when competing with the private sector, the following strategies could be employed:

Promoting Parks and Recreation as a Trade

• Clear Certification Pathways: Develop and promote a series of micro-credentials and certifications that can be earned quickly to enhance skills in specific areas (e.g., landscape management, recreational leadership, aquatic safety). These credentials should be recognized across all park districts to standardize qualifications and allow for greater mobility within the field. By leveraging the knowledge of Parks & Recreation executives, standardizing these requirements could allow for a robust new workforce to take shape. A great way to start would be taking existing certifications and creating an outline of which are needed for each level of employment essentially creating an easy-to-visualize career path for anyone entering the industry.
  

• Apprenticeships and On-the-Job Training: Expand or create apprenticeship programs that combine instruction with on-the-job training, tailored to meet the specific needs of Parks and Recreation services. This approach not only provides practical experience but also helps fill positions quickly with capable personnel. Let’s rework how we approach the traditional internship.

Flexible Work Options

• Adopting Technology: Let’s streamline workflows and strongly look into emerging technologies that can help lessen the load on our staff. Whether it be utilizing AI like ChatGPT for programming, using face recognition and biometrics for monitoring our community centers, or employing robotic field liners to lower the burden on parks department staff during the busiest times of the year, we owe it to ourselves and our coworkers to explore these technologies.
  

• Flexible Working Arrangements: Where possible, integrate flexible working hours and remote work options for administrative roles within the department to attract a broader demographic, especially millennials and Gen Z workers who prioritize flexibility. Strategically stagger work schedules so that some staff can work from home and others can cover in-person duties.
  

Robust Promotion and Recruitment Efforts

• Targeted Recruitment Campaigns: Utilize social media and professional networking sites to actively promote Parks and Recreation. Let’s get to the future workforce early, targeting potential employees while they are in high school instead of waiting until college, where they may already have their minds set on what they want to do, and missing out on all those who decide not to go that route.
  

Addressing these challenges requires comprehensive strategies, including policy reform to enhance benefits, revising job qualifications, and possibly rethinking job structures to incorporate more flexible work options where feasible. These are just some potential solutions and may not be a one-size-fits-all for every district/department. However, by understanding and adapting to these broader trends, Parks and Recreation departments can enhance their appeal to potential employees, ensuring robust staffing levels and the continued success of their programs.

What are your thoughts? How can the Parks and Recreation field adapt to this employment problem?

Recommendations for Further Reading:

• CDC Reports and Trends CDC Reports

• Insights on Higher Education Enrollment National Student Clearinghouse

• Analysis of Work Flexibility Trends Pew Research Center Work Trends