USA > Massachusetts > Middlesex County > Somerville > Report of the city of Somerville 1943 > Part 19
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300
ANNUAL REPORTS
the Commission resorts to corners of parks, not intended for or adapted to such use, at hazard to the true purpose of these parks ; e.g., Nathan Tufts, or "Powder House" Park.
As another example, it is to be noted that FEW ATHLETIC FIELDS in this City of 103,000 persons in four square miles there are but eight playable baseball fields (on five areas), one of which is not play- able for adults because of "short outfield", on of which is in part restricted to the use of the High School Baseball team; five of which are located on the very boundary lines of the City and are therefore less accessible conveniently. The so-called Shaw playground is not included, though it is a potential field for juveniles only-lacking also a proper out- field space. It is un-playable because for years it has been left unsurfaced -- notwithstanding recommendations by the Com- mission long ago.
The number of really playable football fields in the City is two - one restricted during the football season to the High School team's use, the other of questionable surface, for foot- ball. Skating rinks of any kind are proportionately few, with surfaces not planned for use as such. No other Winter sports facilities are available. There are no Softball diamonds; no outdoor handball courts ; tennis courts at two locations - two at each.
Field Houses at these fields are of very FACTS CREATING PROBLEMS small size. limited in facilities, to storage space and toilet facilities and showers. excepting the one at Dilboy Field. The maintenance of the buildings is under jurisdiction of the Buildings Department; the services of ground-keepers under the City Engineer; and drinking water and wading-pool facilities (There are now six wading pools) involve services of the Water Department. The regular working hours of ground- keepers are not based on the hours of use of the grounds.
For baseball, football, skating, or other SECTIONS athletic purpose, there is no area in the south- NOT SERVED erly half of the City, between Lincoln Park and Dilboy Field, at the two extreme ends of this "long-and-narrow" City. [though partial coverage is potential- ly available, through removal of the restriction whereby eight years ago the John M. Woods Playground was ruled by an (un- authorized) official to be "a Park and not a playground, with
301
RECREATION COMMISSION
athletics not allowed", after the Board of Aldermen and Mayor had appropriated public money, in compliance with public petition, to purchase land for "a playground", and more public money for construction and maintenance of "a playground".] On the other side of the City there is none between Richard Trum Field and Dilboy Field (though partial "coverage" is potentially available, at least for boys, through conditioning of the Walter E. Shaw "Playground"). A very large area in the geographical center of the City has no playground of any kind.
The Mystic River bathing beach is under jurisdiction of the Public Buildings Department.
The school-yards are under the Public Buildings Depart- ment.
(3) LEADERSHIP: - No Recreation program can suc- ceed without trained leadership. Programs come to grief when they depend on buildings and equipment alone. These assertions are truisms to those who have reflectively observed Community Recreation. But in Somerville the failure fully to embrace them seems to have been an important contribut- ing cause of the omission, by non-Recreation officials of the Municipality, to support the Commission's efforts to provide adequate leadership - both as to QUANTITY and QUALITY.
It has been the Superintendent's conviction, repeatedly urged upon the Commission, that a Municipal Recreation Service can and should function for provision of Recreation leadership, along TWO MAIN LINES: - FIRST through employment directly of professional leaders for programs di- rectly administered by the Municipal Service, with provision for adequate pre-service training and in-service training and professional improvement; and SECOND, through aid to citizens' groups and community groups conducting their own programs, by (a) training or helping to train the leaders - especially volunteer, amateur and semi-professional leaders - serving those groups ; and by (b) extending to those groups the services of Municipally employed leaders, as these services are needed occasionally, or, in the cases of very large citizen- groups, more regularly ; with arrangement for reciprocity where possible, so that the Municipal service may call upon such special leadership assets as these groups afford for re- ciprocal service to the publicly-operated programs.
302
ANNUAL REPORTS
Under the limitations thus far imposed upon the Somer- ville Service, the emphasis here has been on the FIRST of these two general lines of functioning. The QUALITY of the em- ployed leadership has been previously estimated in this Report. The only problems in respect to it have been of recent occur- rence, and these do not lie within the leadership staff itself. The QUANTITY had been reasonably adequate, as related to the City's financial capacity, for the program as it had existed in the "third period" in the life of the Service (1930-1934), the ONLY NORMAL period in the matured life of the Service. But in the ten-year period SINCE that time, it has never been adequate in any branch of the program; never more than half adequate except in the Saturday and Summer Play seasons where it has fluctuated (throughout that period) from about half to about three-quarters of adequate; and in all branches the quantity of leadership, at all times until recently, has been in EXCESS of what could reasonably have been EXPECTED as employable through funds at hand - solely through the un- paralleled, unique, good fortune whereby this Service retained so long so many wretchedly-underpaid workers of superior quality. But this last advantage no longer holds, as has been said above, for the reasons then stated. And finally the CUR- RENTLY INCREASED NEEDS of the community for organ- ized Recreation render it NOW more inadequate than ever. The Superintendent's recommendations as to restoration of ade- quate leadership for restored program to be operated directly by your Commission are expressed in "Appendix A" of this Re- port. The proposed lay-out of leadership positions set forth therein is arrived at by (a) using as basis the lay-out that obtained in the normal and successful period 1930-1933; (b) adding items postulated by the subsequent establishment of newer branches of the activities-program; (c) revising the numerical ratio and relationship of full-time, year-round lead- ers to seasonal and part-time leaders (on keeping with the then- existing policy, interrupted in 1934) ; and (d) adding a few items postulated by the needs particular to current war-time and post-war conditions. These leadership recommendations ( Appendix A) are in terms of a program-plan; and the ele- ments of that program-plan bespeak the commonly recognized activities promoted by Community Recreation systems all over the country, as adapted to Somerville's local conditions. The plan purports to be reasonably conservative, and formulated with every consideration for financial frugality.
(4) ADMINISTRATION :--- From the above outlines deal- ing with Facilities and Leadership, the elements in the work of
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ADMINISTRATION can readily be identified, as follows: -
Programs must be conceived and planned ; leaders must be selected and assigned, with consideration for varied aptitudes cr training for particular activities, and for general leadership and organizing ability ; supervision must be applied to the rou- tine work of these leaders; the leaders must be organized, in spired and aided to team-work ; reports of their work must be re- quired of them and must be interpreted and integrated into the organized records of the Service as a whole. Funds must be allocated and administered ; supplies purchased, and pay rolls managed. Supplies and equipment must be supervised, allo- cated, stored, repaired and inventoried. Records and reports must be prepared, used, and kept; applications for positions received, investigated and filed. The public must be kept in- formed. The Rules and Regulations of the Service must be applied and enforced. Relationships, as to use of facilities, with other Municipal Departments constitute a responsibility involving time, thought, patience, tact and correspondence. A considerable amount of general correspondence is necessary. Relationships between Recreation Leaders and ground-keepers and janitors must be observed and guided. The Commission's decisions and actions must be executed ; its policies and objec- tives interpreted to the employed staff and the public.
Employment of persons under the Commission is regulated by Civil Service Laws and Rules. Recent Civil Service develop- ments have imposed upon every Municipal Department a con- siderable amount of "red tape" and formal correspondence and the mastery of entirely new Civil Service Rules and procedures involving strictly regimented forms of record and correspond- ence. In the particular situation under your Commission, where the employment of persons is largely seasonal and part- time, there are complications not present elsewhere; and the recent conditions of changing personnel resulting from Selec- five Service, etc. have added to this work.
Under the Rules and Regulations of your Commission's Service, in which the SUPERINTENDENT is the advisory and executive agent of the Commission, and also the Secretary To The Commission, and charged with the duty to make rec- ommendations to it in the business of electing leaders, etc .; this administrative work is centered in the Superintendent, under authority and control of the Commission. Upon the Superintendent also is the important and exacting duty to
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ANNUAL REPORTS
train leaders. Much of the SUPERVISORY work, under exist- ing conditions, must be done DIRECTLY by the Superintend- ent. To regulate expenditure of funds in accordance with the Commission's allocation of these and within the fiscal provi- sions of the City Ordinances, City Charter, and Laws of The Commonwealth, falls also to the Superintendent. Responsibil- ity as ADVISORY agent, as well as executive agent of the Com- mission, in a situation in which the Commission itself is the City's only legally established agency whose primary concern is Recreation service, establishes also the requirement that CITY PLANNING for Recreation be also the Superintendent's concern and receive his attention and initiative; that he take the lead in systematic application of sound PHILOSOPHY OF RECREATION as applied to the City's planning; keep the Commission itself fully aware of developments and assist the Commission in organizing its own philosophy of Recreation, its policies, objectives, and its work for City planning.
This work of administration, centering in the Superintend- ent, is obviously not simple. It is DISTINCT from the leader. ship work. It requires the employment of assistance to the Su- perintendent. Elements of the work ought to be DELE- GATED. Your Commission and the Superintendent have tra- ditionally followed the pattern whereby (a) staff members of intermediate rank, between the Superintendent and the typical Leader, would share the administrative work of their respec- tive branches, being responsible to the Superintendent; and whereby (b) these intermediate workers would share also the duties in SUPERVISION of their subordinates; and wherey (c) clerical, secretarial, and some strictly administrative or organizational work would be delegated to workers employed for that purpose. But under the actual working conditions at present, as reported above, not only are these "intermediate- rank" workers forced to use their time doing the work which, under the pattern mentioned, would be done by others under their supervision - because there is no one else to do it; and not only are these workers unable, accordingly, to perform the semi-executive and semi-administrative work proper to their positions ; but these present conditions find the Superintendent engaged in the work that belongs to part-time leaders, main- tenance workers, and a clerk. The alternative would be that these things be left UNDONE, and the last vestiges lost of the Service that once flourished, and recreational needs left un- attended in the cases of groups - particularly of boys and girls -- who look for and ask for the services. And much of the clerical and organizational work is being left undone. At
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RECREATION COMMISSION
present there is no employe under this Commission classified as clerical or secretarial worker. Administrative service in as- sistance to the Superintendent comes by utilization of the for- tunate ability of one of the Recreation Leaders to do stenog- raphy and typewriting. This condition has existed for a very long time. All of the full-time employes of your Commission are over-worked, and are giving to the Service working weeks often exceeding sixty hours, much of the time being what would be leisure time to other persons; and they are working largely without "tools" and at the low salaries previously men- tioned. The health of these workers is being effected. The Su- perintendent is one.
(5) PUBLIC RELATIONS AND PUBLIC INFORMA- TION : - The organization of a Recreation Service is not com- plete without some information service. Your Commission can not render fullest service of which it is capable without the support of public opinion. Public support is based on under- standing and good will. Public agencies and departments have an implied obligation to inform the public whom they serve concerning the work done and the service and benefits avail- able to the public through their operations. Expenditure of reasonable portion of the energies and funds of the Service for disseminating information is not only proper, in the judgment of the Superintendent, but essential.
Obviously the previous discussion of administration might well have included the mention of the administrative responsi- bility arising from the need for effective public-relations or informational activity, though the mention of them under that head was postponed until this present point.
Countless questions are asked by citizens and groups not only about the Commission's own work and service, but also about other opportunities for Recreation available from other sources. But more important is the positive advantage to the public through information quite aside from this answering of questions. Some Recreation Departments expand this func- tion to the proportion of a service bureau, which includes pub- lic relations and the supplying of information as to existing services, offering suggestions and programs for parties, outings, picnics, etc., the organization of leagues and tournaments, and general information to promote wholesome Recreation every- where with the aid of circulars, printed matter, and through the medium of public talks, motion picture displays, newspaper
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ANNUAL REPORTS
photographs, etc. It is another common procedure to encour- age the conducting of activities in churches, schools, etc. The availability of service to the public is of little value when this availability is not well-known.
In Somerville, under your Commission the best possible effort has been made at all times to apply as many of the fore- going principles and practices as possible. Success has been greater or less as times have varied, under influence of the better or worse conditions previously suggested in this Report. It is to be noted that in each of the past several years, when the financial recommendations by your Commission have been un- der study by the Mayor and Board of Aldermen, there has been expressed no sympathy for the needs of such informational devices as motion-picture projector and film, public address system, funds for photographic plates and picture-making - all of which are relatively inexpensive in proportion to the value sought, and all of which could serve double purpose in that they are vehicles for Recreation in themselves. In the financial estimate for the year 1944, already submitted by your Commission to the appropriating authorities, these items of estimate have been repeated.
RECOMMENDATIONS
Considering the present needs, and looking to the future of the Recreation work, I respectfully submit herewith a series of recommendations, action upon which is, in my judgment, highly desirable for future success ; and also some suggestions which will assist your Commission in defining its policies, and in re-organizing or elaborating its program. Some of these recommendations cover points which have already been men- tioned or implied in this Report in connection with the topics to which they have reference or application. I recommend : -
(1) Efforts to bring about official recognition on the part of the offices of Mayor, Commissioner of Public Buildings, and of the Board of Aldermen, of the formerly-recog- nized function of the Recreation Commission to co- ordinate those works under other Departments which af- fect Recreation service; including the function to sub- mit to the appropriating authorities the Commission's recommendations as to works and projects calling for appropriation of funds to those Departments.
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RECREATION COMMISSION
(2) Employment of a full-time, year-round administrative Secretary to assist the Superintendent and act as Clerk for the Commission ; and employment of a Stenographer- Typist for routine office work - fixing the salary in the latter case at a level consistent with today's general level, in order to attract a sufficiently competent person.
(3 Effort to actuate the authorities to provide very consid- erable increase over previous years in the 1944 financial appropriation to the Recreation Commission's Personal Services Account, in order to establish general increase of at least 20% in the salary level of seasonal and part- time workers.
(4) Restoring the Summer Playgrounds leadership organ- ization which is outlined in "Appendix A" of this Re- port.
(5) Increasing the length of the Summer Playgrounds sea- son, which has in recent years been limited to eight weeks.
(6) Adding to the Summer Playgrounds organization new units at the Caesare Marchi Playground, Tufts College Old Campus, Cutler School Grounds, and Prescott School Grounds.
(7) The planting of some shade trees on several of the play- grounds to provide natural shelter for the future. In- stalling of shelter-houses, or the equivalent, at several of the playgrounds and the grounds of the Perry School.
(8) Effort to bring about, through the proper authorities and agents, the re-surfacing and completion of the Shaw Playground.
(9) Increasing the number of Saturday Morning "Neighbor- hood Playground" units to include units at the John M. Woods Playground, Brown School Grounds, and Tufts College Old Campus.
(10) Steps calculated to have the City construct a playground on the land located on Central Street, next to the Bos- ton & Maine Railroad, and nearly opposite Vernon Street.
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ANNUAL REPORTS
(11) Similar steps affecting the land lying between Albion and Alpine Streets near Lowell Street.
(12) Steps calculated to have the City make more extensive provisions for outdoor Recreation in winter for child- ren and adults, such as hockey, tobogganing, and skiing.
(13) Provisions for additional ice-skating rinks for the pub- lic in winter.
(14) Re-establishing the program represented by the Evening Recreation Centers for adults, using the buildings of the Knapp, Morse, Bingham, and Western Jr. High Schools, and some building in East Somerville.
(15) Steps calculated to make available to the public, as served through your Commission, the Gymnasium at the Western Jr. High School.
(16) Restoration of the Evening Gymnasium activities for adults, as these had been conducted from 1930 to 1934.
(17) Steps calculated to have the City make available for your Commissioner's service some one or two or more buildings or sections of buildings set aside for indoor activities for boys, especially the Boys' Clubs already sponsored by the Commission.
(18) Similar steps affecting girls, whether through the same or other buildings.
(19) Effort to make possible, in connection with the planning, lay-out, and construction of the new Conway Playground (at the old Bleachery Grounds on Somerville Avenue) some share in the planning and location of equipment on the part of your Commission or its agents.
(20) Steps to bring about a sharing by your Commission in the allocation of permits, etc. affecting use of play- grounds, athletic fields, and other recreational facilities without non-conformity to the provisions of the City Charter.
(21) Emplyoment of a year-round, part-time Director for Music Activities.
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RECREATION COMMISSION
(22) Employment of a year-round, part-time Director for Community Drama Activities.
(23) Restoration, through acquisition of sufficient funds and iployment of appropriate leaders, of the Children's heatre as a sub-division of the Community Drama pro- : ram.
4) Undertaking a city-wide system for pooling and ex- change, under the leadership of your Commission or its agents, of the community's indoor facilities - public, semi-public, and semi-private; with accompanying sys- tem of providing leaders to community groups, and us- ing for publicly-administered programs such leadership as these community groups themselves can supply.
(25) Application of the policy and procedure whereby serv- ice of your Commission becomes an agency for central- izing and co-ordinating the recreational activities of all community groups who wish to take advantage of such arrangement; for example, Boy Scouts Girl Scouts, Catholic Youth Organizations, Y. M. C. A., Church and Parish organizations of any denomination.
(26) Thorough and sustained activity along the lines sog- gested in that section of this Report which bears the cap- tion "Public Relations and Public Information".
(27) Providing, in connection with the Summer Playgrounds service three sessions each day instead of two - adding a "twilight" or early evening session to the established morning and afternoon session; with "staggered" as- signments for play leaders ; and increase in the number of leaders proportionate to the additional service.
The Financial Summary for the year 1943 accompanies this statement.
Respectfully submitted by
FRANCIS J. MAHONEY,
Superintendent
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ANNUAL REPORTS
City of Somerville, Recreation Commission
FINANCIAL SUMMARY, 1943
ANNUAL APPROPRIATION
$21,391.10
SUPPLEMENTAL APPROPRIATIONS:
(Cost of Living Adjustment) February 5
394.34
May 19
475.60
June 8
800.00
TRANSFER APPROPRIATIONS:
By transfer from Police Department, August 5
1,000.00
By Transfer from School Department, December 23
260.00
TOTAL APPROPRIATIONS ....
$24,321.04
EXPENDITURES :
Salaries and Wages
$21,389.17
Equipment and Supplies
1,155.39
Printing and Planographing
51.50
Office Supplies
440.88
Telephone
182.35
Postage, Parcel Post, and Express
97.59
Disbursements
34.60
Rental of Premises
300.00
Rental of Equipment
65.00
Repairs
21.00
Carfares for Itinerant Workers
14.40
ยท Maintenance of Station Wagon
68.59
Special Items:
Station Wagon
500.00
TOTAL EXPENDITURES
$24,320.48
$24,320.47
UNEXPENDED BALANCE
$0.57
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RECREATION COMMISSION
APPENDIX A
SCHEME OF ORGANIZATION OF PERSONNEL AND PROGRAM
AS PROPOSED BY THE SUPERINTENDENT Showing Proposed Positions In The Respective Branches of The Activities-Program And In Administration
WITH SCHEDULES FOR
ALL BRANCHES COMBINED (Schedule 1) SUMMER PLAYGROUNDS (Schedule 2) SATURDAY PLAYGROUNDS (Schedule 3) AFTER-SCHOOL MASS ATHLETICS (Schedule 4) BOYS' AND GIRLS' CLUBS (Schedule 5) ADULT GYMNASIUM ACTIVITIES (Schedule 6) ADULT RECREATION CENTERS (Schedule 7) COMMUNITY DRAMATICS (Schedule 8) ADULT ATHLETIC LEAGUES OTHER HOBBY ACTIVITIES, ETC.
NOTE: - The plan calls for EIGHT year-round, full-time employes; it lists 148 differ- ent positions, of which 140 are seasonal or part-time; but it needs employ only 67 differ- ent part-time or seasonal em- ployes because the same em- ploye is desirable in two or several seasonal or part-time positions belonging to sep- arate seasons or times of day or week. The largest person- nel at one time is 57 for Sum- mer Play season. The aver- age numerical personnel would be 35 (including part- time and full-time).
KEY
The GENERAL lay-out com- posite of all branches) in Schedule 1 is elaborated or "broken down" into MORE SPECIFIC listings in the suc- ceeding Schedules, Nos. 2, 3, etc .; each branch being set forth in a separate Schedule.
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ANNUAL REPORTS
Schedule 1
GENERAL PLAN OF ORGANIZATION OF PERSONNEL
POSITIONS
In Each Branch of The Activities-Program
YEAR-ROUND: No.
Full-time:
(a) Superintendent 1
(b) Directors 5
(c) Director of Dramatics .. 1
(d) Stenographer-Typist 1 Part-time:
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