1.0 AGENCY AUTHORITY, ROLE AND RESPONSIBILITY

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1 1.0 AGENCY AUTHORITY, ROLE AND RESPONSIBILITY NOTE: Standards marked with a star ( ) are fundamental standards, and are required of all agencies seeking accreditation. 1.1 Source of Authority Standard: The source of authority of, and powers for, the public recreation and park managing authority shall be clearly set forth by legal document. Commentary: The source of authority or legal basis of operation and extent of the powers of the managing authority shall be identified in legal document such as the state statute, local charter, city ordinance, or park district code. Suggested Evidence of Compliance: Provide legal citation and, if appropriate, date of resolution by local governing entity or legal authority (i.e., enabling act, support documentation, ordinance; if permissive state authority, provide charter). Organizational Form of Government Greenville County, SC, is a Council-Administrator form of local government. This form of government combines the political leadership of elected officials with the professional experience of an appointed local government administrator. Under the Council-Administrator form, legislative power is concentrated in the elected Council, which hires a professional administrator to implement its policies, directives, and legislation. This appointee serves at the pleasure of the Greenville County Council and has responsibility for preparing the budget, directing day-to-day operations, hiring and dismissing personnel, and serving as the County Council s chief policy advisor and chief executive officer. Greenville County Council is composed of twelve members, which are each elected in single member districts to four-year staggered terms. Greenville County government has the taxing and spending authority and powers granted by Articles VII and VIII of the Constitution of the State of South Carolina, and Title 4, Chapter 9 of the South Carolina Code of Laws, et seq. Greenville County Council exerts its taxing and spending authority by approving the County s biennial budget. These sections of the Constitution and the SC Code of Laws are included as evidence of compliance with Standard Public Authority/Policy Body. Click here to read the County s FY 2014 and 2015 Operating and Capital Budget. Effective July 1, 2013, the Greenville County Recreation District, a special purpose district established by the South Carolina Legislature in 1968, became a department of Greenville County government. The purpose of the merger was to realize economies of scale, operate more efficiently by sharing administrative overhead, and to fairly allocate the cost to maintain and expand the countywide system of recreation assets thereby ensuring the long term sustainability of the County s quality park, recreation and tourism system and programs. The new department is called Greenville County Parks, Recreation, & Tourism (GCPRT) and its director reports directly to the Greenville County Administrator. The chart included depicts the organizational authority and structure of Greenville County government and the relationship of

2 GCPRT to the Greenville County Administrator and the Greenville County Council. Click here to go to the organizational chart on the County s website. The mission of Greenville County Parks, Recreation, & Tourism is to be a leader in providing diverse, dynamic, ever-improving recreation opportunities in a sustainable manner. Operation of the department is funded by property tax millage, fees and charges, hospitality taxes, and grants. For budgetary purposes GCPRT is categorized as a Special Revenue Funds. The Special Revenue Funds are used to account for revenues derived from specific taxes or other earmarked revenue sources which, by law, are designated to finance particular functions or activities of government. Click here read the Department of Parks, Recreation, & Tourism s budget section on page 141 of the budget document. Documentation of Evidence: Exhibits 1.1 Source of Authority Public Authority/Policy Body Standard: The organizational authority structure should provide for one public authority responsible for policy-making functions. Commentary: The policy-making entity is legally, ultimately responsible for the operation of the recreation and parks department; it has the "power to accomplish without recourse." It may be the city council or commission, an elected board of citizens specifically for parks and recreation, the school board, the county supervisors, or another legally established and elected body. This entity usually has taxing power and must approve the budget; it holds title to property. It also serves an important function in interpreting the programs, services, and facilities and in exerting influence throughout the community to improve and expand park and recreation programs, services, and facilities. When the policy-making entity is not an elected independent board specifically for parks and recreation, the governing entity may appoint a parks and recreation board, which is delegated authority for operating policies and general administrative practices. This body would be considered a semi-independent board, since it would depend upon the city council or county commission for ultimate policy approval, in addition to approval and allocation of its funds. The board would be an integral part of city or county government or other local entity; and, the park and recreation executive may be directly responsible to the city or county manager, or to the park and recreation board itself. The park and recreation executive should not be responsible to both. When the operating policy-making body is a citizen board, it should hold regular meetings, duly publicized, with the actions of the board and reports of the administrator officially recorded and available. Board members should be representative of the total community and serve with staggered terms. Suggested Evidence of Compliance: Provide the organizational authority structure chart with a narrative description; show relationship to governing body, approving authority and the department. Distinguish this chart from a staff organization chart. Provide the public authority bylaws or charter.

3 Greenville County Parks, Recreation, & Tourism (GCPRT) is a department of Greenville County government. The county government has twelve elected council members and the county government staff is under the direction and supervision of an appointed county manager. The GCPRT Department Director reports directly to the County Administrator. See Exhibits a-c Documentation of Evidence: Exhibits Public Authority/Policy Body Citizen Advisory Boards/Committees Standard: There should be citizen advisory boards/committees. Commentary: Advisory boards may serve an entire local governmental area, but also may serve a specific neighborhood, function, activity, center, or a particular site. The board(s) may be appointed by the mayor and the city council and/or the county commissioners, or may be elected. They may have delegated authority to manage their own affairs; however, have no final authority or responsibility for policy or administration. These types of boards are purely advisory to the governing body of the jurisdiction, which appoints them. Such boards may be composed of a relatively large body of representatives from all interested factions of the locality. In addition to those members appointed by officials of the city or county, interested civic groups may select representatives. The advisory board(s) engage the community and serve as advocates for the advancement of programs, facilities, and services. Suggested Evidence of Compliance: Provide list of boards/committees with membership, authority, responsibilities and duties, terms of office, meeting minutes. The former Greenville County Recreation District was under the governing leadership of the Greenville County Recreation Commission. This Citizen Commission was composed of seven members appointed by Greenville County Council for staggered four year terms. The Commission had legal authority for all agency functions. Effective September 30, 2013 the Recreation Commission was dissolved and legal authority was assumed by Greenville County government. As of March 2014, the County Council approved a the Resolution and Bylaws to reestablish a Greenville County Parks, Recreation, & Tourism Citizen Advisory Board. This Board is strictly advisory and legal authority rests with County Council. Official assembly of the Greenville County Parks, Recreation and Tourism Advisory Board is anticipated in Summer Documentation of Evidence: Exhibits Citizens Advisory Board

4 1.1.3 Responsibilities of Approving Authority, Chief Administrator, and Staff Standard: There should be established guidelines defining the delineation of responsibilities for the policy-making functions of the approving authority and the administrative functions of the chief administrator and staff. Commentary: The agency should have a clear understanding of how the overall approving authority, chief administrator, and staff relate to one another. Documentation of these roles is often defined through bylaws, memoranda of understandings (MOUs), charters, position descriptions, etc. Suggested Evidence of Compliance: Provide the established guidelines outlining the delineation of responsibilities for approving authority, chief administrator, and staff. The Director of Greenville County Parks, Recreation & Tourism reports to the County Administrator and recommends operating policies and procedures specific to the operation of the Department. The County Administrator approves all policies and procedures. The Department complies with Greenville County s Human Resource, Financial, and Procurement policies concerning these areas of the Department s operation. Four Division Directors report to the Department Director. Administrative Division Director / Deputy Director Parks Division Director Recreation Division Director Special Use Facilities Director Evidence of Compliance: Exhibits Responsibilities of Approving Authority, Chief Administrator and Staff 1.2 Jurisdiction Standard: The specific geographical boundaries of the agency's jurisdiction should be set forth by geographical description and map. Commentary: It is important that the Agency clearly sets forth the description of the geographical boundaries of its jurisdiction both within and outside the corporate limits. A detailed official map depicting the boundaries of the jurisdiction is essential. Suggested Evidence of Compliance: Provide a map with geographical boundaries of jurisdiction and service areas, including location of facilities identified. Greenville County Parks, Recreation & Tourism serves all areas and citizens in Greenville County. See all facilities in Exhibit 1.2.a.

5 Evidence of Compliance: Exhibit 1.2 Jurisdiction 1.3 Mission Standard: There shall be an established mission statement, which defines the direction and purpose of the Agency. Commentary: The agency mission is the purpose or reason for the existence of the agency and establishes the long-term direction for the agency services and activities. It shall reflect the outcomes or impacts that the agency seeks on its constituency. The mission statement shall be reviewed periodically by the public authority and is implemented through making and keeping of policies and achieving stated goals and objectives. Suggested Evidence of Compliance: Provide the established mission statement and evidence of periodic review. Greenville County Parks, Recreation and Tourism Mission Statement: See Exhibits 1.3.a-b To be a leader in providing diverse, dynamic, ever-improving recreation opportunities in a sustainable manner. The agency Mission Statement is reviewed annually at a Division Directors Meeting at the conclusion of each calendar year. In 2013, Recreational was changed to Recreation at the Department Director and Division Directors staff meeting on November 26 th See Exhibit 1.3.c Evidence of Compliance: Exhibits Mission Agency Goals and Objectives Standard: There shall be established, measurable goals and objectives for the agency and for each organizational component within the agency. Such goals and objectives shall be directed toward accomplishing the agency mission, be reviewed annually, and distributed to all appropriate personnel. Commentary: Establishing and routinely reviewing goals and objectives of the agency and each component helps to ensure direction and unity of purpose and serves as a basis for measuring progress. The goals and objectives shall state outcomes or impacts that the agency seeks to have on its constituency. There shall be an annual review stating the progress made toward the attainment of goals and objectives submitted to the agency's chief administrator and boards.

6 Suggested Evidence of Compliance: Provide the goals and objectives for each organizational component, with evidence of annual review and distribution. The annual Department Goals and Objectives are reviewed and revised each year and are finalized and approved by the Department Director and County Administrator before the end of the calendar year. During the annual evaluation process they are reviewed and used to update individual and division goals and objectives. All Department and Division goals are listed in the agency Comprehensive Plan which is available to all employees on the department Common Server. Examples of staff input and distribution are in the documentation of this standard Department Goals: 1. Complete the process of aligning Department policies and procedures with best practice industry standards resulting in achievement of CAPRA Accreditation at the 2014 National Recreation and Parks Association Congress in Charlotte, NC. 2. Complete 100% of identified existing park updates and deferred maintenance needs by Complete the Departments assimilation into Greenville County operations while maintaining the high level of responsiveness, customer service, and creativity our citizens expect. 4. Increase the public s awareness of and access to parks, facilities and programs through effective and efficient use of multi-platform marketing strategies and technology. 5. Utilize Department s partnership with Clemson University s School of Parks, Recreation and Tourism Management to identify and evaluate the parks and recreation needs of our citizens. Division Goals (Each is listed in the Strategic Plan with Action Steps to accomplish and they are discussed at the monthly Division staff meetings) Parks and Natural Resources Goals: 1. Rehabilitate and maintain facilities to be safe and functional. 2. Maintain historic sites to national accepted standards as defined by the Department of Interior. 3. Implement strategies of the Greenville County Comprehensive Greenway Plan. 4. Collect As Built plans for every park property. 5. Develop a Master Park Maintenance Schedule. Recreation Programming and Leisure services Goals: 1. Develop a Community Centers Long Range Plan. 2. Develop volunteer process (recruitment, handbook, evaluation and recording). 3. Evaluate youth and adult sports. 4. Develop additional Therapeutic Recreation opportunities. 5. Develop Conestee Park event plan. 6. Manage Sports Tourism. 7. Develop Pleasant Ridge Camp and Retreat Center Marketing Plan.

7 Community Relations and Communications Goals: 1. Produce and distribute an Annual Report. 2. Participate on community boards. 3. Raise awareness through community speaking. 4. Formalize Volunteer Recuritment. 5. Monitor System to encourage citizen input. Special Use Facilities Goals: 1. Complete annual comprehensive evaluation of Special Use Facilities. 2. Develop a five year Master Plan for revenue generating facilities. 3. Develop a marketing plan for all revenue producing facilities. 4. Develop a five year business plan for all revenue generating facilities. 5. Create an Asset Management Plan to correspond with revenue generation. 6. Utilize patron surveys to seek improvements in service. Administration Goals: 1. Design, promote, implement and monitor the Vision, Mission and Goals. 2. Improve technology in all Divisions. 3. Improve staff support services. 4. Develop Advisory Board orientation. 5. Support professional development and networking. 6. Grow and diversify financial resources. 7. Develop bi-annual operating budget. 8. Develop a long range Capital Improvement Plan. The 2014 Department Goals were approved at the October 29th, 2013 Division Director s Staff Meeting. Evidence of Compliance: Exhibits Agency Goals and Objectives Personnel Involvement Standard: There should be a process for acquiring and considering input from the various personnel levels within the agency in the development of agency goals and objectives. Commentary: Obtaining the input of personnel has great value in improving the relevancy and coverage of goals and objectives statements; further, it encourages the feeling that employees have contributed to the management and operation of the agency. Suggested Evidence of Compliance: Provide examples of the methods utilized to obtain input from personnel at various levels of the organization (e.g., surveys, focus groups, etc.) and how the organization s goals and objectives are communicated to all personnel.

8 Development of Annual Department Goals and Objectives Procedure 1. In September, the Department Director presents for discussion and updating the current year Department goals and objectives and the individual Division goals and objectives at the weekly Division Managers staff meeting. 2. At that meeting, goals and objectives for the upcoming year are discussed and recorded. The Director determines a timeline for all Divisions to recommend goals and objectives for the upcoming year, i.e., September 27 th. 3. The four Division Directors all mid-level managers and supervisors a request for goals and objectives and set a deadline for input, i.e., September 22 nd. 4. All Department work units must hold a staff meeting to get input and report their recommendations to the Division Directors at least three days prior to the deadline. 5. The Division Directors accumulate and prioritize the input from their division staff and send all of their recommendations to the Department Director for their Division goals and objectives and the Department s goals and objectives. 6. The Department Director prioritizes the Division s input and establishes the first draft of the upcoming year s agency goals and objectives. These are presented to the Division Directors at the next weekly Division Directors meeting in October for discussion of priority, changes, additions or deletions. 7. The Department Director finalizes list of goals and objectives and s them to all fulltime supervisory and management staff with directions to provide their final input within two weeks. 8. Upon receiving the final staff input the Department Director finalizes the goals and objectives for the County Manager s approval. 9. A copy of the Department goals and objectives is given to all employees, each new Department employee and put on the Department common computer server for all employees to view. Reviewed and Approved Documentation of Evidence: Exhibits Personnel Involvement

9 1.4 Policies, Rules and Regulations, and Operational Procedures Standard: A distinction should be made among policies, rules and regulations, and operational procedures and how each is developed and implemented within the agency. Commentary: The differences between Policies, Rules and regulations, and Operational procedures are often confused. Policies are broad statements set forth by the policy-making approving authority. An established policy is a settled course of action required to be followed by the chief administrator and staff. Rules and regulations are administrative statements developed by the agency chief administrator and, when appropriate, approved by the board. They are based on the policies and set forth requirements guiding the activity of participants and staff functions. Operational procedures are guidelines, set forth by the administrator and staff to facilitate the implementation of policies, how something is to be done, when, and by whom. Suggested Evidence of Compliance: Provide documentation establishing how policies, rules and regulations, and operational procedures are developed and implemented. Policy Rules and Regulations, and Operational Procedures Manual Introduction The purpose of this Policy, Rules and Regulations, and Operational Procedures Manual is to provide employees with information necessary to perform their jobs efficiently and effectively. The manual is constantly being improved as conditions and issues change. The manual is designed to provide guidance to the staff in arriving at decisions in accordance with the goals, purposes, objectives and policies of the Department. Policies specific to recreation and parks administration are established by Greenville County Parks, Recreation & Tourism management team and approved by the Department Director. Generally, when the need for a policy arises the Department Director assigns the research and development of recommendations to a staff member or a committee of staff members. Draft policies are discussed by the management team before the Department Director s final approval. Policies are generally broad statements that are defined by rules, regulations and procedures. An example would be the Employee Discount Policy that states that typically a 50% discount is given to employees for admission, program, and rental fees of Department services and facilities. Rules and Regulations set forth the requirements to guide the staff in implementing the policy. They are generally established during the policy discussion and can be changed as conditions require and must be approved by the Division Director and the Department Director. An example would be that the Employee Discount Policy applies to year round active employees that work an annual average of 20 hours per week. Therefore, discounts would not apply to seasonal workers. Operational Procedures are guidelines established to facilitate the implementation of the policy and outline how it is to be done. Again, they can be changed as conditions require and must be approved by the Division Director. An example would be that the employee, and not a family member, must make the request for the employee discount. Recording Changes: Changes to policies must be recorded. A record of when and what revisions are made to a specific section of the manual must be recorded below.

10 Policy # Date Policy Revised Revised Description of New or Revised Policy all Policies Reviewed No Changes all Policies Reviewed No Changes all Policies Reviewed Updates to reflect name change and County Policies Documentation of Evidence: Exhibit Process for Developing and Implementing Policy Policy Manual Standard: There shall be a manual setting forth the agency policies, which is kept up-to date, reviewed systematically, at least every five years, by the administration, and made available to pertinent administrative and supervisory personnel. Commentary: The agency chief administrator shall prepare a review of policies for the approving authority. Policies may be reviewed in general or with specificity, but in either case, the chief administrator shall recommend to the approving authority the need to continue, change or terminate existing policies. Of course, policy changes can be recommended at any time and do not have to wait for the systematic review. Suggested Evidence of Compliance: Provide access to the agency policy manual, demonstrate how it is made available, and provide evidence of its review by the approving authority and administrators. Greenville County Parks, Recreation, & Tourism s Policies, Rules, Regulations and Operation Procedures Manual serves as a guide for all employees and includes operation guidelines that are adhered to by all staff. The manual is broken into the following sections: Adm Op Aq Op Pav Op Pk Op RB Op Rec Op WP Administrative Policies and Procedures Operations Aquatic Center and Team Greenville Policies and Procedures Operations Pavilion Policies and Procedures Operations Parks Policies and Procedures Operations Riverbend Equestrian Policies and Procedures Operations Recreations Policies and Procedures Operations Waterparks Policies and Procedures

11 The Department follows the policies of Greenville County government for all Human Resources and Finance policy issues. See Exhibits b and d for online versions. Documentation of Evidence: The GCPRT Policies, Rules, Regulations and Operation Procedures Manual is an electronic file on the Department s common server and online directory that is available to all employees. It is reviewed as needed or every 5 years by the Department Director and Division Directors. The most recent review was January - March Exhibit a Policy Manual 1.5 Agency Relationships Standard: There shall be an understanding of the roles of counterpart and complementary organizations through liaison roles with nearby park and recreation agencies, public and social service organizations, and other local government agencies. Commentary: Establishing and maintaining effective channels of communication between governmental and non-governmental agencies are essential in improving cooperation through partnerships. Good liaison can result in more productive efforts, including greater cost effectiveness and efficiency, in accomplishing the mission of the agency. When possible, there shall be park and recreation agency representation on all development and subdivision control committees. This is especially important when the park and recreation service is not a department of local government, but has an independent board or commission. Also, it is particularly important to maintain liaison with regulatory agencies. Suggested Evidence of Compliance: Provide evidence of cooperative efforts, including a list of staff with liaison responsibility. This information may be evidenced through Memoranda of Agreement, Memoranda of Understanding, Cooperative Agreements, etc. Department Staff Liaison Responsibilities: Mission: To seek cooperation and effective communication to further the Mission of Greenville County Parks, Recreation and Tourism through representation on all regulatory agencies, other governmental agencies and non-governmental entities that impact the Department. Below are the department staff positions and the liaison relationships they maintain. Department Director: Greenville County Council Greenville County Governmental Departments All County Municipalities: Greenville, Greer, Mauldin, Simpsonville Travelers Rest, and Fountain Inn

12 Greenville Redevelopment Authority Special Tax Districts School District of Greenville County Greenville Technical College Bob Jones University Furman University Clemson University Greater Greenville Parks Foundation CESA YMCA Upstate Forever Greenville Forward Heritage Foothills Committee Recreation Director: S.C. Department of Special Needs Senior Action Salvation Army All Youth and Adult Athletic and Program Associations, Booster, and Support Organizations Camp Spearhead, Inc. Sterling Hope Center United Way Parks Director: Public Utilities: Duke Power, Piedmont Natural Gas, and all telephone and water Park Related Community Organizations: i.e. Del Norte Community Association Park Related Support Organizations: i.e Boy Scouts S.C. State Parks S.C. Department of Environmental and Health Controls systems Director of Greenways, Natural and Historic Resources: Lake Conestee Foundation ReWa - Renewable Water Resources Sierra Club Upstate Southern Off-Road Mountain Biking Association Naturaland Trust Historic Preservation Commission Ten at the Top Greenlink Transit Palmetto Conservation Foundation Director of Planning: S.C. Parks, Recreation and Tourism S.C. Department of Natural Resources Clemson University Parks, Recreation and Tourism Management Director of Special Use Facilities: Greenville Red Cross Facility Support Associations and Organizations Community Relations Director:

13 Greenville Health System St. Francis Hospital Slater Hall Citizens Committee Live Well Greenville Greater Greenville Chamber of Commerce Documentation of Evidence: In Exhibit 1.5 you will find several different examples of GCPRT partnerships as outlined by cooperative agreements and Memorandums of Understanding as well as a complete list of partners. Exhibits Agency Relationships Operational Coordination and Cooperation Agreements Standard: There should be established policies on cooperative use and maintenance of facilities and program operation, facility design, land development, finances, etc., with other agencies or organizations or individuals. Commentary: Long-term agreements with periodic review are preferable to annual agreements, inasmuch as they permit longer-range program planning. There should be agreements between the park and recreation agency and other city/county agencies, as well as the schools and other public and private agencies. Suggested Evidence of Compliance: Provide the policies and agreements. Greenville County Parks, Recreation Tourism collaborates and coordinates with other public agencies, non-profit groups, for profit businesses, schools, hospital systems, news media agencies and individuals. Each relationship is unique and therefore requires an agreement or memorandum of understanding (MOU) that is tailored for the situation. Agreements in addition to Exhibits 1.5 are documented here. Policy: 1. Long term written agreements are preferred. 2. The relationship must benefit the public s use of parks and recreation services, second the Department and the partner, and third any specialty user groups. 3. Relationships that require major staff time or financial support must be approved by the Department Director in concept before final negotiations begin. 4. Agreements and MOUs must be written or approved by the Greenville County Attorney, the Department Director and impacted Division Directors. 5. Agreements and MOUs committing the County to any financial agreement must have County Administrator approval. 6. There will be an annual review of all agreements and MOUs. 7. There will be a Department staff member assigned to supervise every partnership agreement and MOU.

14 Documentation of Evidence: Exhibits Operational Coordination and Cooperative Agreements