5.4. SR 11-18-1996 - Laserfiche WebLink

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Aaenda Item Detail ~3.1~ Field Develooment / Reaional Planning; At our September and October meetings we began to revisit our 1995 Long Range Planning goal that dealt with this area. At the September meeting you were presented with an inventory of community athletic fields in the District 728 area. Some of our individual communities have had experience with planning, developing, maintaining, etc. these facilities while other communities with respect to rapid and expected growth are just beginning their planning and dealing with their new found responsibilities associated with these types of facilities. At our October meeting we identified that the Community Recreation Board could and should be the vehicle in which joint partnerships be established between any number of communities or entities to cooperatively plan, develop, and manage these types of facilities. It was also suggested that these types of relationships with respect to developing facilities are usually top candidates when seeking grant funding. Since the October meeting I have learned that approximately $15-$20K would allow us to have a professional development consultant weave all existing recreational and park plans together and create one master plan for the region. This concept has been quite popular and history suggests that concepts such as this are good candidates for planning and implementation funding support. I am beginning to investigate possible funding sources. Additionally, with the recent school bond passing it appears that this is also a good time to get involved with the District to consider any partnerships with development of the recreational facilities associated with those schools. I believe that the Recreation Board should formally approve this strategy and set some goals and timeliness. B.2Personnel Committee Uodate; The committee has been researching methods that would add more cladty and unity' the administration of our program. Much of this work is still in progress. According to feedback thus far about managing our personnel costs, the committee is researching and comparing job responsibilities and will utilize this information to consider implementing a single administrative policy and wage manual. JA will explain the status of this research and optimal timeline for implementation. Recently issues associated with payroll paperwork compliance have surfaced that are becoming time consuming for our office due to the number different potential payroll agents. Our current system is becoming increasingly more "unfriendly" for our office and the employees that work in our various programs. Along with this agenda you will find an overview of requirements that we are now required to follow. Below is an outline of our research areas. 1 ) Overview of current fiscal agency roles & associated issues: - lSD operates on a fiscal year, (July - June) and all municipalities and townships operate on a calendar year. As do we. - JA is on lSD payroll and benefits structure while all other admin, personnel are on city payroll and benefit structure - all recreation program staff become an employee of the host city of the activity. This lends itself to duplication of: work comp., payroll management, & confuses the issue of liability/work comp. issues. - requires lSD stationary checks, which are confusing to our identity. 2~ ExPloration of uniting fi~;cal agencv- ¢0n~iderations: a) admin staff payroll and benefits: it would be possible to develop our own and set policy that covers all admin personnel payroll and benes. b) recreation program personnel: It could be designed to have all program personnel represent our organization and receive a check from us rather than potentially from 4 different sources as current structure allows. c) accounts payable / receivable: lSD currently performs this. Current format for line items is dgid due to educational requirements that a municipality would not be bound by. lSD fiscal agency is prohibitive to our identity, if our own were