25 keys to world-class maintenance: a select group of Springfield College Recreation and Tourism students and their professor have identified the 25 keys to world-class maintenance. Managers of Gold Medal departments have utilized these 25 keys to open the doors to award-winning programs and facilities. All great programming begins here. (Park Maintenance).

It is a well-known fact that Dr. James Naismith, a Springfield College Professor, invented the game of basketball. It is a little-known fact that Naismith asked a maintenance custodian named "Pop" Stebbins to assist him with developing an indoor sport that presented the challenge and excitement of outdoor sports like rugby and football. One day in December of 1891, Dr. Naismith asked Stebbins to locate a couple of boxes. "Pop" cheerfully complied with Dr. Naismith's request but all he could find were two peach baskets. The result was the first game of basketball being played indoors on December 21, 1891 in Springfield College's Judd Gymnasium.

One hundred ten years later, another Springfield College professor and a select group of graduate and undergraduate students decided to review the 25 keys to world-class maintenance in park and recreation settings across America. This article describes the process this team followed and some of the findings of this nationwide research. This team of students and their professor intended to create a research survey that could annually assist maintenance crews in improving their focus in providing world-class maintenance in support of programs. Before you read on, if you have not completed this survey, you might want to provide your answers to the 25 keys to world-class maintenance so you can compare your score against the scores that the best of the best attained (see page 00). You will learn what keys to excellence Gold Medal departments focus on as they complete the maintenance processes necessary to support their programs.

Twenty-One Keys Become Twenty-Five

Prior to accepting the position as chair of the Department of Recreation & Tourism, Dr. Matthew J. Pantera III led several park and recreation departments that were recognized by the Gold Medal Awards program and NRPA.

Dr. Pantera identified 21 Keys to world-class maintenance based upon his 22 years as a practitioner leading some of America's highest-profile, award-winning communities. Dr. Pantera and the students then circulated a draft of this research instrument to 50 randomly selected directors of parks and recreation. Each of the directors was asked if the 21 keys represented an all-inclusive list. After several revisions the group identified four additional keys to world-class management, bringing the total to 25.

Research Survey Distribution

The survey included several demographic factors in addition to the 25 keys. It was sent to 237 randomly selected municipal park and recreation departments that represented every state in the union. Each site received a survey with a return envelope and the director of each department was asked to complete the instrument. The students also completed follow-up calls and e-mail reminders to respondents with missing information. One hundred ten surveys were sent back to the Department of Recreation & Tourism at Springfield College, of which 92 were complete. The student researchers were ecstatic, as this number represented a survey return-rate of 39%. Twenty-one Gold Medal award-winning departments and 71 non-Gold Medal departments responded. The respondents represented 38 of the 50 states in America.

Noteworthy Demographic Results

The states with the most respondents included Texas with nine and Illinois with eight. States as far away as Alaska and from every time zone responded to the student's requests for participation. The average number of maintenance awards for Gold Medal winners totaled seven while non-Gold Medal winners totaled zero. The profile of the directors' highest level of education was masters' degrees for Gold Medal departments, while non-Gold Medal winners completed on average BS and BA degrees. The gender for both Gold Medal and non-Gold Medal directors was predominantly male. The researchers did collect information on operating and capital budgets, as well as annual gift and donation accounts. However, the survey was constructed in such a way that each respondent was asked to choose a rating according to how often their organization focuses on each concept. The size of budgets proved to be insignificant when the researchers identified significant variables in delineating Gold Medal versus non-Gold Medal maintenance practices. Moreover, both Gold Medal and non-Gold Medal directors believed their maintenance budgets were inadequately funded. Perhaps that fact underscores that no amount of money is adequate. Something can always be addressed in maintenance and upkeep settings. While budgets might limit an organization's ability to complete the task, the researchers centered their questioning on the self-evaluation and the focus of respondents for each world-class factor utilizing four responses. They included:

Individual Variable Score

1. Not Important: Lucky if we address at all

2. Some attention: We are attentive 50% of the time

3. Priority: We address it 85% of the time it is important to us

4. We feature this: We go overboard because it is very important to us

Likewise, the researchers analyzed the average raw score for each key variable for all the respondents and they included a comparison of the top 10 Gold Medal respondents versus 10 non-Gold Medal respondents that scored 57 points or less utilizing the overall score attained in this survey.

Overall Score Items 1 to 25 = (raw score added for each of the 25 questions)

1. Not Important: 25 points or less

2. Some attention: 26 to 50 points

3. Priority: 51 to 75 points

4. We feature this: 76 to 100 points

Gold Medal departments were defined as Gold Medal winners and Gold Medal finalists in the NRPA -- National Sporting Goods Foundation Awards Program.

Results

Sixteen of the 25 maintenance keys were significant at the .05 level when the researchers compared the 21 Gold Medal operations to the 71 non-Gold Medal departments using an independent t-test analysis. Correlations were moderate to strong and the vast majority of the findings were statistically significant (Figure 1).

The top ten Gold Medal teams scored an average 83.9 score for the 25 items. This score demonstrated that they consistently go overboard by featuring excellent maintenance in a majority of the categories. The researchers noted that the 10 non-Gold Medal departments scoring 57 or lower attained an overall score of 49.9. These non-Gold Medal departments reported being attentive 50% of the time with many of their maintenance practices (Figure 2).

[FIGURE 2 OMITTED]

Lessons Learned

The cornerstone of all good research centers on the transformation of theoretical concepts into improved practice. The authors of this project believe there are at least three overriding practical components that maintenance professionals can conclude from the results of this work. This research identified several relationships that go a long way in describing how Gold Medal departments approach each of these three key maintenance factors.

Sixteen variables distinguished the focus of Gold Medal departments from non-Gold Medal organizations during maintenance work. This model highlights the three categories that included five to seven correlations in each of them (Figure 3). Three critical keys to world-class maintenance described in the triangles of the model include:

1. Clean and Neat All Day -- Everyday

2. Elimination of Avoidable Maintenance

3. The Use Of Technology -- i.e. CAD systems, GPS, palm computers

[FIGURE 3 OMITTED]

These research findings identified an interlocking relationship between each of the model's three main variables. Each of the interlocking relationships is highlighted in the three blue clouds. Clean and neat all day indicated a relationship with avoidable maintenance (.577 **). Likewise avoidable maintenance indicated a relationship with the use of technology (.444 *). Finally the relationship between technology and clean and neat all day indicated a correlation. (.468 *)

Lesson Number One: Clean end Neat All Day -- Every Day

Maintenance teams should strive to constantly improve their commitment to maintaining a clean and neat working environment. The Gold Medal departments proved they pursue this key variable in an unrelenting fashion. The payoff is in a savings of time and money. Several keys featured in their pursuit of this maintenance factor include:

Pay Attention To Detail: Gold Medal departments keep equipment clean, operational and readily accessible. The time spent on needless trips back to the shop or off to the store can be eliminated if equipment and supplies are ready. The number of breakdowns is also reduced and time wasted while waiting for a part is minimized.

Quantifying Worker Output: Gold Medal departments quantify the output of each staff member. The NRPA Southwest Parks & Recreation Maintenance Management School has lead the way with their important work in establishing a systematic method for maintenance and upkeep tracking. Several commercial vendors like TurfCentric. com, now serve some of the worlds' most prestigious golf courses and park and recreation districts with state-of-the-art web-based maintenance management tracking systems.

Treat Complaints as a Gift: Gold Medal departments treat complaints by customers as gifts. Gold Medal departments create a "wow" customer response by responding in warp speed in the fashion Tom Peters described in his classic book "Thriving on Chaos." The best maintenance crews also recognize customers for their contribution in identifying situations.

Repair Vandalism Immediately: Gold Medal departments repair vandalism immediately to reduce further vandalism by other parties. It is a well-known fact that vandalism begets vandalism. Many Gold Medal departments have followed the lead of places like Disney where they repair vandalism within 24 hours or less of the initial notice.

Cultivate Friends Groups: Gold Medal departments cultivate Friends Groups. The Friends Groups assume responsibility for some of the workload. We have all seen areas along the roadside that are maintained by private groups or garden clubs that maintain entrances to parks.

Lesson Number Two: Eliminate Avoidable Maintenance

Maintenance teams should strive to constantly eliminate avoidable maintenance. The payoff is a savings in time. The three Keys listed above repeat themselves in their pursuit of this maintenance factor. Additional ideas that eliminate avoidable maintenance include:

* Appy Round-Up and Surflan on infield clay late in August to reduce or eliminate spring weeding on baseball and softball fields

* Pave under team benches

* Actively encourage all maintenance mployees to provide input to every routine task and for each capital project

* Generate computerized schedules and rack worker output

* Utilize "dry water" to reduce labor costs associated with newly planted trees.

Lesson Number Three: Use of CADS, GPS, Palm Computers

Maintenance teams should strive to constantly feature the use of technology in maintenance. The Gold Medal departments proved they pursue this key variable in an unrelenting fashion. Again, the payoff is a savings of time.

Attention to Detail: Gold Medal departments use technology to track the myriad of details associated with keeping facilities and areas continually fresh, as if they were new. Palm computers are especially helpful in assisting front-line workers as the communicate with central command. Take, for example, a situation where a front line staff identifies dead flowers that need to be replaced immediately. Technology allows for communication back to headquarters where a "warp speed" maintenance response team can be dispatched to replace the flowers in Five Star fashion, just like Disney. Skeptics might question if Five Star service is necessary. However, if organizations are going to differentiate themselves from the rest of the competition, Osborne & Plastrik, Peters, Blanchard, and numerous other modern-day management gurus underscore that "speed is life" and technology represents the tools that make it possible to attain within a budget.

Invest in Backup Systems: A park director once told the story of how a major pump at his 1.5 million gallon swimming pool failed one sultry summer afternoon with the temperatures near the century mark and record crowds in attendance.

A ski area manager related a similar story when she encountered a major failure on her central lift during the middle of winter break week. Picture for a moment hundreds of skiers in line, each with prepaid lift tickets in hand. It often boils down to a small investment versus the loss of major revenues and lost customers if the organization chooses not to invest in backup systems. Gold Medal departments invest in backup systems so customers are never inconvenienced.

Keep Records: Technology often proves helpful in repairing vandalism by quickly identifying part numbers for replacement, scheduling repairs, and researching innovative ideas that prevent further vandalism.

Bibliography

Blanchard, Ken (1997) Mission Possible, New York, NY: McGraw-Hill

Osborne, David & Plastrik, Peter (2000) The Reinventor's Fieldbook. San Francisco, CA: Jossey-Bass Publishers.

Peters, Tom (1987) Thriving on Chaos: Handbook for a Management Revolution, New York, NY: Knopf.

SURVEY:

WORLD-CLASS MAINTENANCE MANAGEMENT PRACTICES

Prepared by Springfield College, Springfield, Massachusetts
Department of Recreation & Tourism
"The Birthplace Of Basketball"
Contact: [e-mail]

Demographic Information:

Department Name & State: --

Functions Within The Department: --

(i.e.: Park, Recreation & Cemeteries Dept., Park & Recreation Dept.,
Recreation Dept., or other)

Years NRPA Gold Medal Finalist/Winner: --

Number of Awards Received for Maintenance: --

Population Served: [] under 20,000 [] 20,000 - 49,999 [] 50,000
- 99,999 [] 100,000 - 249,999 [] 250,000 & over

Managing Director's Name: --

Managing Director's E-mail address: --

Managing Director's Highest Level Of Education:

[] Elementary School [] H.S. Grad [] BS/BA Degree [] Masters Degree
[] PhD

Managing Director's Years Of Experience:

[] 5 & under [] 6-9 [] 10-15 [] 16-20 [] 21 & up

Managing Director's Gender: [] Female [] Male

Does Managing Director believe the maintenance division is adequately
staffed? [] yes [] no

Please provide the number of full-time and part-time maintenance
employees: -- # FT -- # PT

Does Managing Director believe the maintenance budget is adequately
funded? [] yes [] no

Please list estimates for:

* Overall operating budget                                     $--

* Current capital budget work approved & underway              $--

* Current cash donations for maintenance from Friends Groups   $--
SURVEY:

25 KEYS TO WORLD-CLASS MAINTENANCE

Survey Instructions: The overall managing director reads the 25 keys to
world-class maintenance. The managing director then chooses one rating
according to how often the organization abides by each concept. Please
circle only one answer per question.

1. Not           2. Some         3. Priority     4. We feature
Important        attention                       this

Lucky if we      We are          We address it   We go overboard
address at all   attentive 50%   85% of the      because it is very
                 of the time     time            important to us

                CONCEPT                     EXAMPLE

1   2   3   4   1. Always adheres to        Demonstrates an
                accepted safety             unrelenting commitment
                standards.                  to the use of proper
                                            safety measures at all
                                            times.

1   2   3   4   2. Pays attention to        Replaces dead flowers
                detail; facilities and      immediately.
                areas should look
                continually fresh as if
                they were new.

1   2   3   4   3. Invests in backup        Invests in a backup motor
                systems and parts so that   and pump for the pool
                the customer is never       filtration system.
                inconvenienced.

1   2   3   4   4. Always pre-plan for      Everyone knows where to
                good and inclement          go and what to do if the
                weather.                    weather changes?

1   2   3   4   5. Quantifies personnel     Employs a maintenance
                output everyday and share   management tracking
                this information with the   system that quantifies
                staff.                      the daily output of each
                                            employee.
                [] please check if
                computerized

1   2   3   4   6. Purchases 1st class      Collects employee input
                equipment only; nothing     and then purchases the
                less will do.               best.

1   2   3   4   7. Purchases high           Collects employee input
                quality, durable            and then purchases the
                materials and equipment     best.
                at the best possible
                rate.

1   2   3   4   8. Eliminates avoidable     Installs pavement under
                maintenance.                team benches.

1   2   3   4   9. Clean and neat           Cleans mowers at the end
                everyday -- all day.        of the day. All
                                            maintenance facilities
                                            are meticulously clean.

1   2   3   4   10. Repairs vandalized      Power wash graffiti as
                sites immediately.          soon as possible.

1   2   3   4   11. Protects the            Disposes of oil properly.
                environment.

1   2   3   4   12. Features earthy         Brown and green garbage
                colors for all man-made     cans/barrels.
                sites and facility
                structures.

1   2   3   4   13. Utilizes visual/        Takes digital photos of
                digital pictures of sites   sites that depict the
                for public relations and    standard expected.
                budget development
                presentations.

1   2   3   4   14. Knows when in-house     Refers to experts when
                capabilities are limited    needed.
                and relies on experts for
                help.

1   2   3   4   15. Makes a commitment to   Avoids "duct-tape"
                your equipment and the      repairs.
                project. Workers do it
                right the first time.

1   2   3   4   16. Features a mix of       Utilizes all human
                in-house, privatized, and   resources available.
                mixed teams to accomplish
                goals and objectives
                efficiently.

1   2   3   4   17. Cultivates "Friends     Incorporates
                Groups" that can help.      Adopt-A-Highway or Garden
                                            Terrace programs.

1   2   3   4   18. Individuals are         People do what they ought
                persons of their word       to do.
                who demonstrate
                uncompromising integrity.

1   2   3   4   19. The department funds    The department offers
                lifelong learning and       training and work-shops
                continuing education        for the maintenance
                courses that highlight      division employees.
                the latest trends and
                techniques.

1   2   3   4   20. The employees respect   Tell the customer
                the fact that a complaint   "Thank you" and fix the
                is a gift. The department   complaint immediately.
                has "warp speed response    Inform the customer when
                teams" that can turn a      problem fixed.
                resolved complaint into a
                marketing weapon for the
                organization.

1   2   3   4   21. The department          The department uses
                maximizes output with the   computerized irrigation
                use of computers, CAD and   systems.
                GTS systems.

1   2   3   4   22. The department
                participates in recycling
                programs.

I   2   3   4   23. The department
                participates in native
                species planting.

1   2   3   4   24. Adequate staffing
                levels are in place.

1   2   3   4   25. Your cutting edge       We use palm pilots with
                idea.                       our maintenance
                                            management tracking
                                            system.

                                            Please identify your
                                            concept:
                                            --

Please return your survey results to:

Springfield College
Department of Recreation & Tourism
263 Alden Street
Springfield, MA 01109
Attn: 25 Keys To World-Class Maintenance

Contact Persons:
Dr. Matthew Pantera
Chair, Dept. of Recreation & Tourism
E-mail: [e-mail]

Carolyn Bashant, Graduate Student
Dept. of Recreation & Tourism
E-mail: [e-mail]

Remember to attach your business card
so a copy of the results can be forwarded
to your desk.
Figure 1. Independent Groups t-ratio Comparing the Overall Mean of
Survey Questions of Gold Medal and Non-Gold Medal NRPA Award Program
Winners (N=92)

Groups            Mean      n    MD     S.E.     t       p
                 Overall
                  Score

Gold Medal         78.00   21   10.28   2.54   4.05a   <0-.05
Non-Gold Medal     67.72   71

Table t (.05) (90) = +3.54

Acknowledgements:

The students would like to acknowledge Diane Jakubiec, Ron Ziemba, George Brooks, The Recreation & Tourism Faculty, Christopher Conlon, Dr. Christa Winter, Dr. Matthew Pantera and The Basketball Hall of Fame for their assistance in preparing this manuscript.

RELATED ARTICLE: Words from the wise: how maintenance professionals get the job done

* We utilize students to inventory over 33,000 park and street trees

* Each member of our Board has a personal relationship with a facility and reports on it weekly

* We train and utilize volunteers in nearly every aspect of our program from administration to field maintenance

* We interview and hire seasonal employees on the spot before they can find another job

* We utilize a computer-generated maintenance scheduling program

* We utilize "integrated" payroll, personnel, registration, reservation, maintenance and accounting software

* We use GPS for tree inventory

* We combine inventory with the GIS mapping system

* We involve communities surrounding our facilities as often as possible

* We conduct neighborhood meetings and volunteer work days when appropriate

* We work with local businesses to donate staff time and equipment

* We utilize the city's TQM team to perform an in-house review of the department. They identify areas we already know we have problems with and report them to the mayor and city manager, validating our concerns

* We employ a numerical grading system for park conditions

* We use an internal/external customer satisfaction survey (that is tied to customer complaints) to ensure quality and efficiency in our responses

* We adhere to a strict program of down time for athletic facilities

* We work with anyone as a partner

* We utilize a remote control sprinkler system and water recycling retention areas to save water resources

* We use a computerized irrigation system, web page access for marketing, and on-line registration for our artificial turf facilities

* We use a new integrated in-house work order system that tracks hours worked, and costs per facility

* We developed mobile screens while we wait for mobile wireless technology availability in our area

* We utilize computerized irrigation and sports field lighting systems

* We use comment cards for public feedback

* We create departmental positions based on community interests and needs, not formulas

* We inspect playgrounds using palms

* We utilize GIS and census data to establish park planning districts priorities

Dr. Mathew J. Pantera III, CPRP, is the principle author of "Twenty-Five Keys to World-Class Maintenance" on page 48. He is chair of the Recreation & Tourism Department at Springfield College in Springfield, Mass. and is a dynamic and dedicated teacher. In 1998 he was one of just 52 faculty members from 22 countries who received the prestigious award for Creative and Innovative Teaching. Matt also served as President of Faculty Senate at SC. In 1996, the EDA of the American Alliance recognized him as the Outstanding Professional of the Year. Dr. Pantera was also recognized nationally for his work in government and as "Citizen of the Year" for Brookline, Mass. The three graduate and four undergraduate students contributing to the data research and writing of this article are: Carolyn Bashant, a second-year graduate student majoring in Therapeutic Recreation Management; Shannon Gelik, a third-year graduate student with a dual major in Therapeutic Recreation Management and Recreation Management; Erik Bengston, who is working on a Master's Degree in Outdoor Recreation Management and a Certificate of Advanced Study in Industrial Organizational Psychology; Keith Arnold, an undergraduate senior majoring in Recreation Management; Lauren Kamerzel, an undergraduate senior majoring in Therapeutic Recreation with a concentration in Child Life and a minor in Rehabilitation; Rebecca L. Krest, an undergraduate senior majoring in Therapeutic Recreation; and Jennifer Marlott, an undergraduate junior majoring in Therapeutic Recreation.