Management Implications of Transitioning Between Leisure Service Providers: A Community Leisure Arts Program Case Study

Leisure services provided by different sectors likely have different missions, goals, and policies, which can impact management strategies and participants' experiences. In North America, leisure services are becoming increasingly privatized (moving from the public to private sector), which necessitates research into how a transition from public to private will affect existing user groups. The subject of this case study arose with the closure of a neighbourhood recreation center and the resulting relocation of a municipal pottery program to an alternate location under die administration of a nonprofit organization with a cost-recovery mandate. The purpose of this study was to explore how the relocation of the program and transition between providers impacted stakeholders. By doing so, this study sought to highlight management implications of such a transition. We interviewed students, instructors, and administrators prior to the transition and approximately six to I months after the new program had begun. We digitally recorded, transcribed, and analyzed data thematically. The findings highlighted challenges related to communication, expectations, and differing perceptions of the definition of a community-based program. Prior to the transition, some participants were nervous about possible changes: however, some were hopeful for new opportunities. The lack of information from the administration about the transition fostered negative speculation among students and instructors. After the transition, many participants expressed frustration with increased prices, reduced services, and lack of opportunity to provide input. The most dissatisfied students were generally those who had participated in the original program, because they had a source of comparison, greater investment in the program, and an established view as to the purpose of the program. This study highlights the challenges of transitioning between service providers (particularly when governmental funding is eliminated), which may be considered in the future as other community programs are privatized. The findings highlight the importance of direct communication and recognizing informal communication that occurs among users and staff. Furthermore, they highlight the importance of understanding and recognizing that expectations (whether accurate or inaccurate) might be related to the sector mid image of the organization. Leisure service managers would benefit from recognizing the unique challenges of transitioning an existing program as opposed to starting a new program. To do so successfully, managers need to actively seek out the input of existing participants and to communicate their intentions, limitations, and goals in order to increase buy-in.