COMMISSION FOR ACCREDITATION OF PARK AND RECREATION...

COMMISSION FOR ACCREDITATION OF

PARK AND RECREATION AGENCIES

GREENVILLE COUNTY PARKS, RECREATION AND TOURISM

GREENVILLE, S.C.

NATIONAL ACCREDITATION

SELF-ASSESSMENT WORKBOOK

MARCH 2014

- Self Assessment of compliance with CAPRA Standards 2009, 4th Edition -

Introduction

Parks and recreation in Greenville County took a bold step towards a sustainable future on July 1, 2013.

Prior to this date, parks and recreation in Greenville County was provided by the Greenville County

Recreation District which was established in 1968 by the South Carolina General Assembly. Recognizing

the importance of a sustainable parks system capable of keeping pace with public demand, the Greenville

County Recreation District Board of Commissioners and the Greenville County Council decided to

formally unite. Both bodies voted to dissolve the District and for the County to absorb its operations

effecting July 1, 2013.

As a county department, Greenville County Parks, Recreation, & Tourism is better positioned to

sustainably meet the parks and recreation needs of our growing community. Specifically, Greenville

County Parks, Recreation, & Tourism is now funded as a special revenue fund with a set millage rate, so

as Greenville County grows so will funding for parks and recreation. This, combined with Greenville

County’s AAA credit rating, position Greenville County Rec for sustainable long-term growth.

The mission of Greenville County Parks, Recreation, & Tourism is to be a leader in providing diverse,

dynamic, and ever-improving recreation opportunities in a sustainable manner. Our people, parks,

programs, and partnerships create community and are essential to Greenville County’s quality of life. We

are public servants, community leaders, and stewards of our community’s parks, trails, and recreation

facilities. Whether a citizen is a competitive swimmer, a senior citizen, a small child, or an individual

with special needs, we are committed to meeting their recreation and leisure needs.

Greenville County Parks, Recreation, & Tourism operates 55 parks and facilities across the 840 square

miles of Greenville County. Our parks include a blend of active and passive recreation ranging from the

16 field MeSA Soccer Complex to the 90 acre Cedar Falls Park. Four years ago we developed the 14.5

mile Greenville Health System Swamp Rabbit Trail which connects the city of Travelers Rest to the city

of Greenville. Studies show that in 2012 the trail was used approximately 403,000 times and it has led to

the establishment of many businesses catering to trail users.

Greenville County Parks, Recreation, & Tourism’s aquatic facilities include three waterparks and the

Westside Aquatic Complex which is a state of the art championship swimming facility. The Pavilion

Recreation Complex provides the only sheet of ice in the upstate in addition to an inline rink, Bounce

House and miniature train. The Pleasant Ridge Camp & Retreat Center located at Pleasant Ridge Park

serves as the home to our Camp Spearhead program for youth and adults with special needs and

disabilities, as well as, a retreat center for corporate, school, and church groups to name a few. Greenville

County Parks, Recreation, & Tourism operates 8 community centers that offer after school programs,

summer day camps, and senior programs.

We provide a vast and diverse array of programs and events serving youth and adults. We are the local

provider for Special Olympics and the Senior Sports Classic. Camp Spearhead is our residential summer

camp for youth and adults with special needs. In addition to summer day camps offered through our

community centers, we also offer a variety of other summer day camps throughout the county. Youth and

adult athletics are very popular in Greenville County. We work with local youth associations to provide

youth athletics; however, we manage adult athletics which grow in popularity yearly.

We believe in the power of partnerships. For example, our partnership with Renewable Water Resources

provided land that was used for many of our parks and trails. We formed a partnership with the

Greenville Health System’s Children’s Hospital to build the Pleasant Ridge Camp & Retreat Center. We

are a founding member of LiveWell Greenville, a local healthy communities coalition. Partnerships

create a sense of ownership in public parks. Our greenway system has community partners up and down

the trail offering restrooms and parking that saves millions of dollars in development and maintenance

costs. Volunteers are our partners whether they are coaching Little League baseball, mentoring at a

community center, or mulching a playground.

The strength of our department is a reflection of the quality of our people. We have 88 full-time staff,

approximately 100 part-time staff, and hire up to 350 seasonal staff. Although jobs and responsibilities

vary, all of our staff are passionate and deeply committed to creating community through people, parks,

and programs.

Sincerely,

Gene Smith, Director

Greenville County Parks, Recreation, & Tourism

4806 Old Spartanburg Road,

Taylors, SC 29687

Phone: (864) 676-2180 Ext. 130

AGENCY OVERVIEW

I. Community Demographics

A. Predominant form(s) of government in the tax jurisdiction (i.e., manager, mayoral, commission):

County Administrator and County Council

B. Population of tax jurisdiction:

467,605.

C. Population of metropolitan service area:

467,605.

D. Age profile of tax jurisdiction:

Age 5 and under = 6.8%, Age 6-17 = 23.9%, Age 18-64 = 55.8%, Age 65 and over 13.5%, The

median age is 36.

E. Income profile of tax jurisdiction:

Median household income = $42,049

F. Racial diversity of the tax jurisdiction:

African American = 18.5%, Asian = 2.1%, Latino = 8.5%, Native American = 0.5%, White =

70.4%.

II. Agency Characteristics

A. Operating budget:

$13,628,234.00

B. Capital budget:

$1,200,000.00

C. Full-time employees:

88

D. Part-time/seasonal employees:

450

E. Parkland acreage:

1,984 acres at 55 sites

F. Significant agency awards and/or recognitions:

South Carolina Recreation and Parks Association (SCRPA) – 2012 Park Excellence Award for

the GHS Swamp Rabbit Trail

SCRPA President – Don Shuman - 2014

SCRPA Professional of the Year – Nancy Callahan - 2012

SCRPA Ethnic Minority Professional of the Year – Lawanda Curry – 2012

SCRPA Lifetime Achievement Award – Gene Smith - 2009

III. Physical Characteristics

A. Geographic size of tax jurisdiction (square miles):

795 square mile (790 – Land & 5 – Water)

B. Describe significant rivers, lakes, mountain ranges, which influence the community:

The northern section of the county is part of the Blue Ridge Mountain chain.

There are three small rivers that run though the county. The Saluda River is the western

boundary, the Enoree River is the eastern boundary and the Reedy River runs through the heart of

the county.

IV. Cultural Characteristics

A. Significant social and/or cultural factors that influence the agency's delivery of service:

There are seven public parks and recreation agencies in the county (five municipal agencies, the

state park system and our county agency.

There is a very large YMCA system and many large churches that provide limited leisure

services. There is a very active Senior Action agency and United Way agency.

The county is 87% urban and 13% rural

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).

Agency Evidence of Compliance:

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 1.1.1 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

http://sc.gov/pages/external.aspx?http://www.scstatehouse.gov/scconstitution/scconst.php


http://www.scstatehouse.gov/code/t04c009.php

http://www.greenvillecounty.org/Management_And_Budget/Budget_14-15.asp

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

Agency Self Review: Met Not Met

1.1.1 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.

http://www.greenvillecounty.org/County_Administrator/pdf/orgchart.pdf

http://www.greenvillecounty.org/Management_And_Budget/pdf/2014/special_revenue_funds.pdf

http://greenvillerec.com/1-0-agency-role-responsibility


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 1.1.1.a-c


Exhibits – 1.1.1 - Public Authority/Policy Body


1.1.2 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 2014.


Exhibits – 1.1.2 – Citizens Advisory Board




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 – 1.1.3 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.



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 26th 2013. See Exhibit 1.3.c


Exhibits - 1.3 Mission


1.3.1 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.



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.

2014-2015 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

2017

3. 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.

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.


Exhibits - 1.3.1 Agency Goals and Objectives


1.3.2 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.



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 27th

.

3. The four Division Directors email all mid-level managers and supervisors a request for

goals and objectives and set a deadline for input, i.e., September 22nd

.

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 emails 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 6-19-13


Exhibits - 1.3.2 Personnel Involvement Agency Self Review: Met Not Met


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.

Policy # Date Policy

Revised Revised Description of New or Revised Policy

__________________________________________________________________

12-5-12 – all Policies Reviewed No Changes

10-3-13 – all Policies Reviewed No Changes

3-18-14 – all Policies Reviewed Updates to reflect name change and County Policies


Exhibit - 1.4 Process for Developing and Implementing Policy


1.4.1 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 Administrative Policies and Procedures

Op Aq Operations Aquatic Center and Team Greenville Policies and Procedures

Op Pav Operations Pavilion Policies and Procedures

Op Pk Operations Parks Policies and Procedures

Op RB Operations Riverbend Equestrian Policies and Procedures

Op Rec Operations Recreations Policies and Procedures

Op WP Operations Waterparks Policies and Procedures

The Department follows the policies of Greenville County government for all Human Resources

and Finance policy issues. See Exhibits 1.1.3.b and 1.1.3.d for online versions.



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 2014.

Exhibit – 1.4.1.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

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 systems

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

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:

Greenville Health System

St. Francis Hospital

Slater Hall Citizens Committee

Live Well Greenville

Greater Greenville Chamber of Commerce


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 - 1.5 Agency Relationships


1.5.1 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.


Exhibits – 1.5.1 Operational Coordination and Cooperative Agreements




2.0 PLANNING



2.1 Overall Planning Function within Agency Standard: The agency should have planning functions with established responsibilities, including

at least one staff member or consultant with planning capability.

Commentary: Planning activities are essential to effective agency management. Frequently, they are the

responsibility of a permanent component of the agency; however, they may be performed by

staff from various units or contracted to an outside professional consultant. Complex

demands for services and limited public resources require that the park and recreation agency

carefully research operational alternatives and plan future programs.

Precise guidelines should establish the parameters of planning tasks and responsibilities. The

planning functions that may be included in the guidelines are: multi-year planning, operations

planning, budgeting, personnel allocation alternatives, systems analysis, contingency

planning, etc. The functions should include a description of activities (budget development,

forms control, grant management, strategic operational planning, traffic analysis, and

information management) and how they should be organized or assigned.

The competence of the planning unit's leadership is a major ingredient in a productive and

effective planning effort. This competence may be reflected both in academic training and in

prior professional experience. The chief administrator should be closely involved in the

planning process.

A direct relationship between planning personnel and the chief administrator enhances the

ability for the planning personnel to collect data and make recommendations, and the chief

administrator's ability to make informed decisions.

Suggested Evidence of Compliance: Provide the responsibilities and functions of the planning entity.

Provide resume of training and experience for staff and/or consultants who have planning

capabilities.


In 2008 the position of Director of Planning was created. Until that time, all planning for the

Department was done either by the Greenville County Planning Commission staff or by private

outside professional consultants.


Exhibits – 2.1 Overall Planning Function within Agency


http://greenvillerec.com/2-0_planning

2.2 Involvement in Local Planning Standard: The park and recreation agency shall be regularly involved in local planning

(community, comprehensive planning, strategic planning, capital improvement

planning) that will impact parks and recreation services within their jurisdiction.

Commentary: Agency personnel shall be involved with the community planning process through

participation on local planning committees.

Suggested Evidence of Compliance: Define the role, personnel and documentation of involvement (i.e.,

minutes, agenda, cooperative agreements, etc.).


The Greenville County Department of Planning, a department of Greenville County

government, provides planning assistance to the Department in conjunction with the

GCPRT Director of Planning. Most recently, a map of all current GCPRT parcels in

relation to other County property was developed for the Director of Planning. See

Exhibit 2.2.e

The Planning Department notifies the PRT Department by email concerning the monthly

(Subdivision Advisory Committee) reviews of all major industrial and commercial

developments and sub division developments. The PRT Department attends or sends

comments and concerns when a proposed development is seen as a negative for the park

system and when the proposed development is seen as a positive for the park system. See

Exhibit 2.2.f

The Department is a member of Greenville Forward, a nonprofit agency that promotes

the Greenville Chamber of Commerce’s Vision 2025.

The Department is a member of Upstate Forever, a nonprofit conservation and

sustainable quality of life promotion agency.

The Department’s Director of Community Relations is on the Leadership Team of

LiveWell Greenville, a coalition of public and private organizations that aims to make

Greenville County a healthier place to live, work, and play.

The Department’s Director of Greenways, Natural and Historic Resources (Ty Houck) is

an advisor of the Greenville County Historic Preservation Commission. See Exhibit

2.2.g

Most recently, Department staff (the Director of Parks and the Director of Greenways,

Natural and Historic Resources) were involved with the Department of Planning in

developing the Greenville County Comprehensive Plan – “Imagine Greenville County –

Tomorrow’s Vision Today”. See Exhibit 2.2.a

http://www.greenvillecounty.org/gcpc/

http://www.greenvilleforward.com/Download/Reports/Vision%202025%202010-01.pdf

http://livewellgreenville.org/who-we-are/

http://livewellgreenville.org/who-we-are/

The oldest documented involvement in local planning is the 2001 The Reedy River

Report: Managing a Watershed coordinated by S.C. Department of Natural Resources.

See Exhibit 2.2.b

On March 5, 2009, Cedar Falls Regional Park Public Hearing was attended by 62 people

to learn about and offer input into the plans for the park. See Exhibit 2.2.c

In 2010 the Department created and presented the Greenville County Comprehensive

Greenways Master Plan to County Council. It was adopted by County Council on

November 16th

, 2010. Hyperlink leads to copy of the Plan as well as the resolution

adopting the Plan from Council. See Exhibit 2.2.d

Since the creation of the GHS Swamp Rabbit Trail in 2009, the Department has been

working closely with other county departments, especially the Division of Roads and

Bridges, on the development of community connections to that have included sidewalk

construction and trail expansion. See Exhibit 2.2.h

In 2011, the Department was asked to have a representative serve on the Poinsett District

Revitalization Committee, which will deal with improvements along an industrial

corridor in the County. The Department’s Director of Greenways, Natural, & Historic

Resources serves on this committee and attends meetings every 4th

Wednesday of the

month. See Exhibit 2.2.j

The Department is frequently asked by the Greenville County Planning Department to

serve on community planning committees due to our expertise in development and

management of public parks and trail connectivity. Some of these committees include the

Redevelopment Authority’s Brownfield Taskforce, the Greenville County Monthly

Steering Committee, and the Historic Preservation Committee. The Department’s

Director of Greenways, Natural, & Historic Resources regularly attends these meetings.

See Exhibit 2.2.i


Exhibits – 2.2 Involvement in Local Planning


2.3 Planning with Regional, State, Federal and Non-government Agencies Standard: The public park and recreation Agency should have a working relationship with

regional, state, and federal agencies as well as non-governmental service providers that

impact the services within their jurisdiction.

Commentary: The agency should be engaged with regional, state, federal and non-government groups to

ensure the coordination of planning efforts that affect the delivery of parks and recreation

services within the jurisdiction. Involvement in these efforts should highlight the

complementary nature of the services and minimize duplication.

http://www.dnr.sc.gov/water/envaff/river/wsreedypub.html

http://www.dnr.sc.gov/water/envaff/river/wsreedypub.html

http://greenvillerec.com/greenways-county-master-plan


http://www.greenvillerec.com/2-0_planning


Suggested Evidence of Compliance: Define the role of agency personnel and documentation of

involvement (minutes, agendas, cooperative agreements) in state federal and non-

governmental agencies planning.


Department Directors are part of several regional, state, federal, and NGO networks to ensure

coordination in regional planning. The nature of connectivity in trail projects is most relevant to this

category as it relates to Greenville County Parks, Recreation, & Tourism. Below is an in-depth example

of regional and federal cooperation. Exhibit 2.3 identifies correspondence between the Director of

Greenways, Natural, & Historic Resources in several levels of agency planning, from working with

neighboring counties on trail connections to lobbying state senators on the success and importance of

greenways in Greenville County.

Blueways Example

On March 12, 2010 Matt Schell – Parks and Recreation Director for Anderson County, SC presented a

partnership idea to the Department about developing a Saluda River Paddling Trail. The Saluda River is

the common boundary line between Greenville and Anderson Counties. This partnership also receives

support from the National Park Service Rivers, Trails, and Conservation Assistance program – contact:

Bill Lane.

On March 19, 2010 the Department hired a helicopter and video cameraman to film the Saluda River

Paddling Trail. Copies of the DVD and an explanation were sent to Greenville County Department of

Public Works, Greenville County Department of Planning, the Regional Sewer Authority, Friends of

Saluda River, Upstate Forever, Greenville Forward, and the Department’s Environmental Consultant,

David Hargett, for comments and ideas. See Exhibit 2.3.a.

As of January 2014, the planning effort continues with several river access points being identified.

Funding has been secured for purchase of property on the Greenville side of the river. Planning continues

for this first river access section, as well as future legs of the Saluda River Paddle Trail.

Greenways Example

Starting in 2011, GCPRT has received funding support through the Appalachian Regional Council of

Government through their community infrastructure program. The funding has gone to support the GHS

Swamp Rabbit Trail since the trail is an active public transportation corridor and meets the goals of the

Greenville Pickens Anderson Transportation Plan.

Starting in 2009, the Department’s Director of Greenways, Natural, & Historic Resources has served as

co-chair of the Natural Resources and Beauty committee of “Ten at the Top”. Ten at the Top is a

collaboration of public, private, and civic leaders in the 10 counties in northern South Carolina formed

with the purpose to educate leaders and residents on the value of building regional trust and consensus

through data-driven research and regular convening of leaders and citizens to accomplish the primary

objectives, which are to:

• Build trust among leaders and residents across the ten counties of the Upstate.

• Develop through public consensus a Shared Regional Vision for Upstate South Carolina that protects

and enhances the economic vitality, natural and cultural resources and assets, and quality of life within the

region.

• Initiate, convene, and facilitate activities that educate business leaders, elected officials and residents on

the value of fostering regional collaboration, coordination, and cooperation as we look toward future

growth in the Upstate.

http://www.gpats.org/plans/long-range-transportation-plan/

http://www.tenatthetop.org/driver-areas/natural-beauty-resources

Ty Houck, Director of Greenways, Natural, & Historic Resources is also an active participant in long-

term greenway planning conversations with Anderson, Laurens, Spartanburg counties in SC and

Henderson and Transylvania Counties in NC.

In addition, Ty Houck serves on the Palmetto Trail Advisory Commission. The Palmetto Trail is a cross

state trail system. As of March 2014, 315 miles of the 425 mile long trail has been completed.


Exhibits – 2.3 Planning with Regional, State, Federal, and Non-government agencies


2.4 Comprehensive Plan Standard: There shall be a comprehensive park and recreation system plan, which is basically an

inventory of existing conditions and recommendations for future programs and

services, acquisition and development of areas and facilities, and administration. The

plan shall be officially adopted by the appropriate governing body, updated regularly,

be linked with a capital improvement budget and a phased development.

Commentary: The Agency shall have a multiyear plan, which includes: goals and operational objectives,

anticipated workload and population trends, anticipated personnel levels, and anticipated

capital improvements and equipment needs. The planning process and its "end product" are

essential to effective agency management. The agency shall have a clear written articulation

of goals and objectives and a plan for achieving them. The plan shall cover successive years

beyond the current budget year and shall contain provisions for updating regularly.

The plan shall reflect transportation patterns, population profiles, demand projections, private

facilities, and socioeconomic factors, aligned and impacted agencies, organizations, and

groups, and many other variables.

Suggested Evidence of Compliance: Provide the current plan, with date of official approval; describe

linkage to the agency's capital improvement budget and a phased development.


Greenville County Parks, Recreation and Tourism has developed a 2013-2020 Comprehensive

Plan to guide the agency. The intent of the plan is to ensure that the Department’s resources and

energies are focused in the most productive and cost-effective manner possible.

To generate public input, in 2010 Clemson University Parks, Recreation and Tourism

Management Department conducted a statistically sound Countywide Parks and Recreation

Needs Assessment survey. Additionally, the survey was sent to partners and participants/users

of the Department’s programs and services. Both surveys were analyzed separately and several

of the county’s zip codes returns were analyzed independently also. A total of 1,193 returned

surveys were usable. The results of the 2010 survey were compared with the 2000 Needs

Assessment results for comparison and to identify trends and changes.



From 2011-2013 the results of both surveys was analyzed and utilized to develop the

Comprehensive Plan. The Comprehensive Plan includes:

Goals and Objectives

The Strategic Plan Action Steps

Parks and Recreation Trends Analysis

The Community Inventory

The Parks and Recreation Index

The Capital Improvement Plan

The Comprehensive Plan will be used to develop request to be considered by the County

Administrator for inclusion into the County’s Capital Improvement Program. Currently the

department is not included, because our agency went from being a special tax district to a county

department on July 1, 2013 and the CIP was already developed. We are utilizing saving from

our old special tax district budget to rehabilitate several park facilities plus grants for several trail

developments. Many of our future park development projects will require a multi-year

funding/development cycle. The department will be included in the next Greenville County

Capital Improvement cycle. See Exhibit 2.4.c

The Comprehensive Plan was approved by the County Administrator on February 10, 2014 and

by County Council on May 20, 2014.


Exhibits - 2.4 Comprehensive Plan


2.4.1 Trends Analysis Standard: There shall be a system in place to assess societal and local trends over time.

Commentary: It is essential that park and recreation agencies keep abreast of local, regional, state,

national, and world societal trends to keep dynamic in serving their constituencies. The

analysis of trends over time may include impact of demographic changes, lifestyle and

employment practices, complimentary recreation providers, medical advancements, etc., to

inform the strategic thinking processes for the agencies’ comprehensive plan.

Suggested Evidence of Compliance: Provide the trends analysis documentation.


The Department has an ongoing trends analysis system that updates the parks and recreation trends

annually. Each May after the Wildacre Parks and Recreation Advance conference the trends report is

updated. From June 2008 to May 2009 the Department gathered information about trends related to

parks and recreation. A summary of that information is gathered in Trends Impacting P&R.

The Department Director and the seven Division Directors met on April 19, 2010 to discuss the Trends

Impacting P&R and determine the Top Ten Trends that will impact the Department.


http://www.wildacres.org/workshops/mayevents.html#parksandrec

The Top Ten Trends were discussed by twenty three P&R professionals at the May 3-5 Wildacres P&R

Advance 2010 and prioritized. Their collective priorities were tallied and stated in P&R Trends

Analysis Update – May 5, 2010.

Recent Collected Random Trends – May 3, 2011 were added for the 2011 Wildacres discussion and

ranking.

Parks and Recreation Trends Analysis Update – May 2011 are the results from the May 3, 2011

discussion and ranking at the 2011 Wildacres P&R Advance meetings.

In 2013 the staff reprioritized the Top Ten Trends.

All Trends Exhibits listed by year in Exhibits link below

Staff Involvement:

For the last twelve years three to five members of the management group (Department Director and four

Division Directors) plus other staff attend the Southern Leisure Management and Trends Institute

sponsored by S.C. Recreation and Parks Association. 2014 Attendance list.

The Department is a participant every five years in the development of the South Carolina

Comprehensive Outdoor Recreation Plan by attending planning meeting and submitting survey

responses. The Department was host for one of three statewide input meetings held by South Carolina

Parks, Recreation, & Tourism.


Exhibits – 2.4.1 Trends Analysis


2.4.2 Community Assessment Standard: A comprehensive community study based on population shifts and changing social and

economic conditions shall be conducted regularly.

Commentary: A community assessment is a description of a community and its people. The purpose is to

identify the needs of a community in order to provide services appropriate to those needs.

Data collection should identify needs and priorities in support of planning decisions. It should

take into account the cultural, economic and physical conditions that make up the community.

Suggested Evidence of Compliance: Provide the latest community assessment and an indication of its use

in park and recreation agency planning.


The Greenville County Parks, Recreation and Tourism Community Assessment was done in 2012 and

approved in 2013. The Community Assessment is utilized to make facility and program decisions plus to

seek partnerships with other agencies. Combined with the ongoing Trends analyses (see 2.4.1) and

planning for upcoming projects identified in the Comprehensive Plan (see 2.4) will be integral in

decisions on use of funding. See Exhibit 2.4.2.a

http://www.scrpa.org/events/RSVPlist.aspx?id=374379

http://www.scprt.com/tourism-business/outdoorrecreationplan.aspx

http://www.scprt.com/tourism-business/outdoorrecreationplan.aspx



Exhibits - 2.4.2 Community Assessment


2.4.3 Community Inventory Standard: There should be a compiled, complete and current inventory of all agency used and/or

managed areas, facilities, programs and services, as well as, alternative providers of

such.

Commentary: The inventory should include programs, services, parcel locators, park names, facilities and

specific components (ball fields, playgrounds, pools, centers, etc.) of the system-wide parks

and recreation infrastructure and land holdings for all properties and facilities owned and/or

managed by the agency. This inventory should also include alternative providers such as

schools, other governmental agencies, for-profit and not-for-profit providers, as it is critical

for the park and recreation agency to understand where there are overlapping areas, facilities,

programs and services or gaps in such. The inventory may be complimented by the use of

GIS.

Suggested Evidence of Compliance: Provide an inventory of programs and services and the physical

resources of the community, demonstrating how the agency utilizes this information in the

planning process.


The Community Inventory of leisure services is varied and very widespread among public, private and

non-profit organizations.

There are seven public park systems in the County. Their facilities and programs offered are documented

on their website for consultation:

Greenville County Parks, Recreation Tourism

City of Greenville

City of Greer

City of Mauldin

City of Simpsonville

City of Fountain Inn

S.C. State Park System

There are eleven United Way supported agencies that offer some park and recreation services. (YMCA,

YWCA, Salvation Boys and Girls Club, and etc.)

The relationships between the public and non-profit organizations are good and considered during the

Department’s planning process.

Over the last decade there has been major growth in the number of churches that have gymnasiums and

playgrounds and offer volleyball and basketball.

The Nature Conservancy has identified a critical ecosystem habitat known as the Blue Ridge Escarpment.

A portion of this escarpment comes through Greenville County. The Nature Conservancy in cooperation

with the Greenville Water System has created public trails in order to appreciate this ecosystem.



http://greenvillerec.com/parks

https://www.greenvillesc.gov/ParksRec/default.aspx

http://www.cityofgreer.org/departments/parks_and_recreation.php

http://www.cityofmauldin.org/recreation

http://www.simpsonville.com/recreation/rec_home.html

http://www.fountaininn.org/parks-and-recreation

http://www.southcarolinaparks.com/

http://www.nature.org/ourinitiatives/regions/northamerica/unitedstates/southcarolina/index.htm?intc=nature.tnav.where.list

See Exhibits 2.4.3


Exhibits – 2.4.3 Community Inventory

*Includes GCPRT facilities and programs as well as planning maps utilizing County-wide information.


2.4.4 Needs Index Standard: A needs index for determining priorities for development of services within the

community should be established within the comprehensive plan.

Commentary: A needs index often is considered a survey of citizen attitudes and opinions on what

recreational activities they desire; however, it really is much more and involves consideration

of the basic needs of the people of the community, where such are not being fulfilled, and

how parks and recreation can contribute toward human development.

Suggested Evidence of Compliance: Provide the needs index within the comprehensive plan.


The 2010 Greenville County Parks and Recreation Needs Assessment by Clemson University Parks,

Recreation and Tourism Management Department provides a comprehensive needs index. Key findings

of this study are included in the 2013 GCPRT Comprehensive Plan (also see 2.4). See Exhibits 2.4.4


Exhibits – 2.4.4 Needs Index


2.5 Feasibility Studies Standard: Feasibility Studies shall be conducted to determine the feasibility of proposed facilities.

Commentary: Feasibility studies should also include market analysis, cost benefit analysis, site analysis,

and external impact analysis.

Suggested Evidence of Compliance: Provide examples of recent feasibility studies.


The primary area of study and financial investment has been the Department’s Waterparks. The full

reports are kept in the Special Use Facilities Director’s office files. See Exhibits 2.5.a - d


Exhibits – 2.5 Feasibility Studies






2.6 Strategic Plan Standard: An agency shall have a strategic plan, approved by the approving authority, stating how

the agency will achieve its mission, goals, and objectives. The strategic plan shall be

reviewed annually.

Commentary: Strategic planning is vital to high performing organizations and involves large scale input

(organizational and community) to identify and come to agreement on vision, mission, and

values that support and guide the systems, structures, and strategies as a framework for

organizational progress to achieve results. Strategic plans are devised using trends analysis,

needs assessment, and organizational and community input. The goals and objects of the

plan shall be measurable to demonstrate progress and results. The strategic plan shall support

the priorities and initiatives of the whole organization.

Suggested Evidence of Compliance: Provide the agency's strategic plan, date of approval by approving

authority and indicate progress being made in implementing the plan.


The Greenville County Parks, Recreation and Tourism Strategic Plan is intended to ensure the

Department’s resources are focused in the most productive and cost effective manner toward the

GCPRT Comprehensive Plan’s goals and objectives. Our strategic action steps are designed to

provide a clear and unified focus and direction for the work of the Department in order to

enhance and expand the parks and recreation services to the Greenville community.

The Strategic Plan evolved out of the staff efforts to formulate the Comprehensive Plan’s goals

and objectives. Using the input from 1,193 Greenville County residents from the 2010 Parks and

Recreation Needs Assessment Survey done by Clemson University Parks, Recreation and

Tourism Department, the staff determined what actions needed to occur in order to accomplish

the 34 individual goals. There anywhere from one to seven action steps per individual goal and a

total of 122 action steps in the plan. Each Division is responsible for their section of the

Strategic Plan and determines what initiatives are needed to make progress toward

accomplishing their goals.

The goals and action steps are organized in the following Divisions:

A-Parks and Natural Resources

B-Recreation Programming and Leisure services

C-Community Relations and Communications

D-Special Use Facilities

E-Administration

On November 5, 2013 the final reviews of both the Comprehensive Plan and Strategic Plan were

conducted at the Division Managers weekly staff meeting. Final approval by the management

staff of both plans occurred during the November 26, 2013 meeting. The Comprehensive Plan

and the Strategic Plan were submitted to the County Administrator in January 2014 and he

approved both on February 10, 2014.

Each Division reviews their section of the Strategic Plan at their monthly staff meetings.

Progress on implementation has been slow due to the transition to a county department July 1,

2013. The necessity to adapt the agencies operations to meet the policies and procedures of the

county government has been a learning curve for us and the county. We anticipate that

implementation will increase in the near future.

Most recent progress on implementation:

1. Development, collection and filing of routine monthly inspections of parks, playgrounds

and facilities.

2. An inventory of historically important sites in the county.

3. Development of “Key Information” files on each park = Park Atlas.

4. Ongoing programming surveying.

5. Tracking of volunteer hours.

6. Development of a signature event for the new Conestee Park.

7. Development of marketing and public communications plan.

8. Production and distribution of the agency’s Annual Report.

9. Improved volunteer recruitment and management with the creation of a Volunteer

Management staff position.

10. Going from an agency one year budget cycle to the county’s two year budget cycle.

11. Provided draft bylaws for the new department Advisory Committee to the County

Attorney.

The Strategic Plan was approved by the County Administrator on February 14th

2014 and by the

Greenville County Council on May 20, 2014. See Exhibits 2.6.


Exhibits – 2.6 Strategic Plan


2.7 Site Plans Standard: There should be site plans to guide the use of existing and the development of future

areas and facilities.

Commentary: The site plans should relate to a specific park site or special use area, delineating areas of

activity, circulation patterns, building locations, parking areas and other components of

overall development. The plan may include cost estimates for long-range operations. Site

plans are not necessarily required for all areas or land holdings within the agency’s

jurisdiction, but should be developed for those areas being actively maintained (or managed)

by the agency or being planned for utilization.

Suggested Evidence of Compliance: Provide a representative sampling of the agency’s areas and facilities

site plans.


Attached are 12 different examples of GCPRT site plans as a representative sample of our park and

facility plans.


1. Corey Burns Park

2. Campbell’s Covered Bridge Historic Site

3. Cedar Falls Park

4. David Jackson Park

5. Jenkins Bridge Paddling Trail Access

6. Log Shoals Paddling Trail Access

7. Northwest Park (Greenville TECH N.W. Campus)

8. Northwest Park Tree Planting Plan

9. Oak Grove Lake Park Reforestation Plan

10. Pelham Mill Park and Historic Site

11. Riverbend Equestrian Center

12. Staunton Bridge Park


Exhibits - 2.7 Site Plans


2.8 Historical, Cultural and Natural Resource Management Plan Standard: A historical, cultural and natural resource management plan(s) should address all

resource-based areas.

Commentary: The historical, cultural and natural resource management plan(s) should be an integral part

of the planning process. This should include an inventory of historical, cultural and natural

resources and recommendations for how these will be managed. These resources may be

addressed as part of the agency’s comprehensive plan.

Suggested Evidence of Compliance: Provide the historical, cultural and natural resource management

plan(s).


GCPRT has developed a Historical, Cultural and Natural Resource Management Plan that is reviewed

annually or as needed. Included in the plan is listing of all Historic/Cultural Properties and Natural Water

Resources in the park system. In addition, documentation of properties on the National Register of

Historic Place has been provided.

With the development of two Dog Parks, the Department has prepared a Dog Park Management Plan.

Dog Parks are historically planned in areas important to natural resource management in park lands and

the Department deems it important to weigh these factors with the Historical, Cultural, and Natural

Resource Management Plan when considering dog park implementation.

See Exhibits 2.8.a - d


Exhibits - 2.8 Historical, Cultural and Natural Resource Management Plans




2.9 Community Involvement Standard: The agency should include community involvement in the planning process.

Commentary: Agencies should develop a systematic process to include the entire community in the

planning process. It is critical that the diversity of individuals comprising the community

(i.e., all cultures, ages, and abilities) are provided opportunities for input.

Suggested Evidence of Compliance: Describe how the interests (community organizations and

individuals) representing the diversity of the community were involved.


To assist the public to understand and contribute to the planning and development of parks and recreation

services, the Department will seek to communicate with the public by all available means, including:

1. Releases to the print and electronic media. See Exhibit 2.9.b

2. Notices of meetings to appropriate stakeholder groups. See Exhibit 2.9.a

3. Distribute reports, plans, agendas, budgets, etc. to the press and public. Various Methods include

publications, social media, front door postings, and newspaper ads.

4. Provide speakers from the staff as requested by the public.

5. Educate the public about new opportunities, services and park developments. See Exhibit 2.9.e

6. Directly communicate with groups and individuals. See our front desk staff.

7. Conduct surveys. See Exhibit 2.9.c

8. Regular updates of the Department website. See Exhibit 2.9.g

9. Monthly e-newsletter. See Exhibit 2.9.d

10. Abide by the Freedom of Information Act.

11. Special attention shall be given to communicate with various ethnic groups through ethnic based

news media and citizen groups. See Exhibit 2.9.a

12. The majority of citizen input comes from email to our website. See Exhibit 2.9.f

13. Interact through social media. See Exhibit 2.9.h

Procedures for Communicating with Citizens

Department Advisory Board Responsibilities:

1. To make reports to citizens at meeting and elsewhere as appropriate.

2. To ensure that accomplishments shared in the agency Annual Report are widely known.

3. To make personal appearances and speeches as requested.

Staff Responsibilities:

1. To assist the advisory Board members in preparation of reports and presentations.

2. To prepare an Annual Report.

3. To present plans and information to citizen groups.

4. To prepare and distribute news worthy materials to the media and post on the Department’s

website.


Exhibits – 2.9 Community Involvement

* The Staunton Bridge Community Meeting includes the flyer used to tell the neighborhood about the

input meeting for the new community center and the list of who attended the planning meeting held


before the neighborhood input meeting. Mr. Darren Scott, Mr. William Gill and Mr. Simon McClain are

representatives of the Board of Directors for the Staunton Bridge Road Neighborhood Association.

Also documented are different ways the Department communicates with the community and vice versa.


3.0 ORGANIZATION AND ADMINISTRATION



3.1 Organizational Structure Standard: The agency shall establish a staff organizational structure, specifying the

interrelationships within the organization.

Commentary: An agency's structure shall reflect its purpose, its methods of operation in relation to its

resources, and its relationship to the community. The organizational structure shall be

established so that the alignment of responsibility and delegation of authority is clearly

understood to enable an agency to carry out its goals.

Suggested Evidence of Compliance: Provide the agency’s organizational structure (i.e., organizational

chart) showing interrelationships.


1. The Department has a simple organization structure alignment. Delegation of authority is

streamlined to produce a sustainable and effective chain of command. At the top of the

Greenville County Government Organization Chart sits the Residents of Greenville

County, the citizens the Department serves. See Exhibit 3.1.a

2. The Advisory Board consists of seven members appointed by County Council for three-

year terms.

3. The Department Executive Director hires and directly supervises four Division Directors.

The Department Executive Director reports to the County Administrator.

4. The four Division Directors supervise the staff within that division and report to the

Department Executive Director. See Exhibit 3.1.b


Exhibits – 3.1 Organizational Structure



3.1.1 Statement of Purpose for Each Organizational Component Standard: The agency should have an established purpose statement for each organizational

component that is available to all employees.

Commentary: In support of the agency’s mission, each organizational component should be guided by

the purpose. The purpose statement should guide the work of agency staff with responsibility

in the respective component.

http://greenvillerec.com/3-0-organization-administration

Suggested Evidence of Compliance: Provide the purpose statements and indicate how they are made

available to personnel.


Purpose Statements for all Department Divisions are included in the Comprehensive Plan.

Copies of the Comprehensive Plan are available to all employees on the common server and the

public through each Department Division Director.

Purpose Statements:

Administration Division: To provide the key support services, guidance and resources to

empower the various divisions within the Department to maximize their performance and

production to serve the citizens and visitors of Greenville County.

Community Relations Bureau: To plan, develop and maintain an integrated system of

communications within the Department and to the citizens and visitors of Greenville County

Recreation Division: To develop, promote, support and evaluate diverse recreational, cultural,

athletic and therapeutic leisure activities for the citizens and visitors of Greenville County.

Parks Division: To plan, construct, maintain and improve diverse, safe, functional, attractive and

accessible active and passive environments for the enjoyment of the citizens and visitors of

Greenville County.

Planning Bureau: To provide planning services in support of the various Divisions with the

Department so they can provide park facilities and recreational programs and services to the

citizens and visitors of Greenville County.

Greenway, Natural and Historic Resources Bureau: To plan, preserve, enhance, construct,

maintain and provide stewardship of the greenway system, historical sites and natural areas for

the enjoyment of the citizens and visitors of Greenville County.

Facilities Division: To plan, construct, maintain and improve a variety of fee based leisure

facilities for the enjoyment of the citizens and visitors of Greenville County.


Exhibit – 3.1.1 Statements of Purpose

Reviewed and Approved 10-31-2013 Agency Self Review: Met Not Met

3.2 Administrative Policies and Procedures Standard: There shall be policies and procedures, encompassing administrative aspects of the

organization.


Commentary: These policies may be included in the agency policy manual. Whether a component of the

policy manual or managed separately, the material shall be organized in manner allowing

personnel easy access. This may be accomplished through the development of an

administrative manual, comprising the policies and procedures, covering various topical

components such as personnel, maintenance and operations, risk management, human

resources, and financial procedures. Each employee shall have access to the section(s)

applicable to their position responsibility. The policies and procedures shall be reviewed on

an annual basis and revised as needed.

Suggested Evidence of Compliance: Provide the administrative policies and procedures and demonstrate

how this information is made available to personnel.


Greenville County Parks, Recreation & Tourism’s Policies, Rules, Regulations and Operation

Procedure Manual encompass the administrative policies and procedures in the

“Administration” section. This section contains the policies, procedures, rules, regulations and

forms necessary for everyday operations. See Exhibit 3.2 – GCPRT Operating Policies -

Administration

In addition, Greenville County’s policies, procedures and forms governing financial operations,

procurement, and human resources are located on the County’s Intranet, accessible to all

employees.

The Administrative Policies and Procedures are available to all employees and the public

through any of the administrative staff and are posted on the Department’s common server. This

document is reviewed annually and as needed at the Division Director’s meeting.


Exhibit – 3.2 Administrative Policies and Procedures

Reviewed and approved 1/27/2014 CCM


3.2.1 Administrative Offices Standard: There should be allocated administrative space and equipment to perform the agency's

functions and responsibilities.

Commentary: The administrative offices should be accessible to the public. There should be functional

meeting rooms for use by both professional staff and volunteers. There should be adequate

office space for personnel with functional workspace, storage facilities, and filing cabinets.

There should be an accessible resource library for staff use and research. In smaller agencies,

particularly, these administrative office functions might be in conjunction with other

departments of the governing body.

Suggested Evidence of Compliance: Provide documentation that describes the types of office space and

administrative equipment used by the agency.

http://www.greenvillecounty.org/apps/DirectoryListings/prt/Default.aspx


Greenville Parks, Recreation, & Tourism’s administrative office is located at 4806 Old

Spartanburg Road, Taylors, SC 29687. It is conveniently located on a major thoroughfare, well-

marked with easy access and plenty of parking. It is part of the Pavilion Recreation Complex, a

major recreation facility, which includes playgrounds, athletic fields, an ice arena, a miniature

train, tennis courts, a dog park and picnic shelters.

The building is 12,000+/- square feet on 2 levels. The main level is an open floor plan with a

large public reception area, large conference room, 2 small conference rooms, a kitchen and

restrooms; the main work area is open with partitioned workstations with 5 offices on the

perimeter, plus separate filing and work rooms, and a server room for computer, phone and

security equipment. The large conference room is used for public meetings and is often used by

outside groups for meetings.

The bottom level has 2 offices and a large storage area; plus restrooms which are open to the

public.

The reception area is staffed 8:30 am to 5:00 pm for public business. In addition, facility

reservations and program registrations and general information is available to the public

24/7/365 on the internet via RecTrac, the department’s recreation software.

Every office employee has a computer. The department uses Vermont Systems’ RecTrac

software for all facility and program reservations and registrations. The office is connected to

Greenville County systems via a private secure connection giving employees access to financial

data, personnel data, and many other services. The office has 2 large networked printers/fax, and

a system-wide VOIP phone system. All employees have access to the Common Server that holds

all Department documents.


Exhibit – 3.2.1 Administrative Office


3.2.2 Support Services Standard: Support staff and services should be provided to enable the professional staff to perform

their appropriate functions.

Commentary: Sufficient and appropriately skilled clerical and administrative staff should be provided.

Adequate support services, equipment, and materials, such as computers and copiers,

resource literature, and AV equipment, should be provided. Current technology, where

appropriate and feasible, should be utilized to effectively perform functions.

Suggested Evidence of Compliance: Provide a listing of support staff and services.



Support Staff - the Administrative Division employs staff to support internal and external

customers. Annual budget appropriations include training for all full time staff to grow

professionally and all full time staff are members of SCRPA. Support staff includes:

1. Receptionist

2. Financial Manager

3. Accounts Payable Specialist

4. Procurement Specialist

5. Operations Coordinator

6. Financial Assistant

7. Human Resources Manager

8. Payroll Specialist

9. Information Systems Specialist

Technology - the Department utilizes current technologies in support of our users and mission

including desktop and laptop workstations operating with current Microsoft Office applications,

RecTrac recreation software, an online time-keeping system, WordPress web site, Adobe Suite,

and many other software applications. Training on current software is provided both in-house

and from outside sources and is supported by budget allocations. For example, all staff were

required to attend a day-long work shop when the department upgraded to Microsoft Office 7.

Servers are connected to the internet by high-speed technology incorporating VPN and Remote

Desktop modalities and Voice Over IP phone connections. The department has a server

dedicated to email processing ensuring that users always have access to email via PDA/cell

phones or remote web-based interfaces.

To reduce costs, the Department uses a networked high capacity printer/scanner/fax available to

all users. A large plasma display is available in the Conference Room and projectors are

available for presentations.

The Department is supported through the Greenville County Information Services Help

Desk/Technical Support Department and 2 IS professionals are assigned on site.


Exhibit – 3.2.2 Support Services

Reviewed Approved 1/27/2014 CCM


3.3 Communication System Standard: A communication system shall be established to ensure the accurate and timely transfer

of information, both internal and external.


Commentary: An internal communications component within the agency includes “upward” and

“downward” communication. This would include unit newsletters and other briefs and how

they are disseminated.

An external communications component includes formal communications to higher levels of

government, counterpart agencies, news media, and members of the public. Timely

communications with external departments of government and outside agencies are crucial to

success in cooperative efforts in meeting the needs of the community. Good communications

with the appropriate news media are essential.

Suggested Evidence of Compliance: Provide a communication matrix illustrating how internal and

external communications are managed by the agency.


The Administrative Division of Greenville County Parks, Recreation, &Tourism includes the

Director of Community Relations to oversee both internal and external communication. The

Community Relations Director collaborates with the Executive Director, Division Directors,

Operations Coordinator and Marketing Coordinator to ensure and promote communications at all

levels of the organization. The Director of Community Relations is the primary liaison with the

County’s Public Affairs Coordinator.

The Community Relations Director oversees the department’s website, its most significant

communication tool. The Community Relations Director is the primary spokesperson for the

Department and coordinates all messaging with the print media, television, radio, and social

media communications. Responsibility for printed materials including annual program brochure,

annual report, and park specific informational brochures are handled by this office. The

Community Relations Director focuses primarily on public relations messaging and

communication, whereas, the Marketing Director focuses specifically on marketing revenue

producing facilities and programs.

The Executive Director communicates with individuals, government, partners and organizations

largely through e-mail, personal contacts, and monthly department report. The Executive

Director also is responsible for internal communications with staff. This is accomplished via

weekly Division Director meetings and monthly meetings for all managers.

Employees receive a monthly newsletter from the County Administrator and regular email

communications from Information Services for County-wide employee notifications.


Exhibits - 3.3 Communication System Reviewed and Approved 1/27/2014



3.4 Process for Public Information, Community Relations, Marketing Standard: There shall be an established process regarding the integrated role of public

information, community relations, and marketing functions of the agency including

periodic reporting and evaluation.

Commentary: Public information, community relations, and marketing are complementary functions,

which must exist within the agency. The functions overlap because they all deal with an

organization’s relationships and employ similar communication tools. While they have the

same ultimate purpose of helping assure an organization’s success, the purpose of each

differs and each approaches the task from a different perspective.

The person or persons responsible for the public information, community relations and

marketing functions shall periodically submit a report to the agency's chief administrator.

The report shall include, at a minimum, the following elements: a description of current

opportunities/problems/needs voiced by the community that have a bearing on park and

recreation activities within the community; and a statement of recommended actions. The

process shall be evaluated annually, at a minimum, for effectiveness.

Suggested Evidence of Compliance: Provide the established process and examples of implementation.


GCPRT public relations, public information, and marketing functions are interrelated; however,

they also occur independently. Public / community relations and media communication activities

are coordinated through GCPRT’s Director of Community Relations under the guidance of

Greenville County’s Public Information officer. Marketing activities are coordinated through

GCPRT’s Marketing Coordinator. The Marketing Coordinator and the Director of Community

Relations work closely together to ensure a seamless continuum of information is available to the

public. Please refer to the Marketing and Community Relations Plan in Section 3.4.3

GCPRT’s primary communication and marketing tools are its website, brochures, social media, e-

newsletter, flyers, cross-promotions, expos, and press releases. (Please refer to 3.4.3 for

Marketing calendars and communication matrixes.) GCPRT historically has done very little

paid advertising; however, it has begun to experiment with paid advertising for revenue producing

facilities.

Community Feedback / Community Relations

Community Engagement: GCPRT’s philosophy is to be fully engaged in the community with

other partners on initiatives to improve the lives of our citizens. For example, GCPRT is one of the

founding partners in a local coalition focused on reducing childhood obesity called LiveWell

Greenville. Additionally, GCPRT is leading an effort through its Brutontown Community Center

to bring the “Get Smart” program to at risk youth throughout Greenville County. Get Smart is a

program of the Department of Corrections that brings inmates into the community to talk to youth

about the perils of making poor choices. As an active leader and collaborator in the community,

GCPRT is in tune with community needs and issues.

Contact Us / Conflict Resolution: GCPRT encourages feedback by through the “Contact Us”

feature of its website and by making staff contact information readily available. All “Contact Us”

emails are routed to GCPRT’s Director of Community Relations who responds immediately.

Additionally, these emails are sent to the Executive Director and the executive management team.

Included in the Director of Community Relations monthly report is a summary of issues / feedback

received and recommended actions.

Surveys: GCPRT’s Marketing Coordinator frequently conducts surveys of GCPRT patrons at

facilities, parks, and events. Surveys results are share with appropriate persons immediately and

significant issues are discussed weekly at executive management team meetings.

GCPRT contracts with Clemson University’s Department of Parks Recreation and Tourism

Management to provide research. Clemson professors and students perform surveys and studies at

the request of GCPRT. This information is used by management to meet the needs of the

community.

Month reports are prepared and distributed including sections on Public Information, Community

Relations and Marketing. They are reviewed monthly by all managers and directors.


Exhibits – 3.4 Process for Public Information, Community Relations, Marketing



3.4.1 Public Information Statement Standard: A written statement states that the agency is committed to informing the community

and the news media of events within the public domain that are handled by or involve

the agency and sets forth policies that govern what information should be released,

when it should be released, and by whom it should be released.

Commentary: To operate effectively, a park and recreation agency must have the support of its

community. An agency can obtain such support by informing the public and news media of

events that affect the lives of citizens in the community. By providing the news media and

the community with information on agency administration and operations, a relationship of

mutual trust, cooperation, and respect can be maintained.

The agency's written statement should address how the agency will handle potential situations

in, which the news media is interested in Agency operations, as well as situations where the

Agency wishes to generate media interest.

Suggested Evidence of Compliance: Provide the written statement.


The Department is committed to providing quality information to county residents, visitors, other

government agencies, and the news media about parks and recreation facilities and services.

Although GCPRT’s Community Relations Director handles media communications for the


Department, all media communications ultimately must be coordinated through Greenville

County’s Public Information Officer.

Public Information Procedures:

News media interactions:

1. A formal request from the news media for an interview on a topic the Department

announced in a public service announcement (PSA) or news release.

2. The news media reporter comes to a Department event with no prior notification due to

our PSA or news release.

3. The news media reporter comes to a Department facility due to a negative happening.

General Guidelines for each type of news media interaction:

1. The formal request interview:

Notify Greenville County Public Information Officer.

Confirm the interview topic.

Get all the details about the topic.

Prepare the Who, What, When, Where and Why - Information Sheet.

Prepare at least three positive 10 second sound bites or key phrases and practice them.

Stick to the prepared statements and give the reporter a copy of the Information Sheet.

Follow up with the reporter after you have seen or heard their published report.

2. The No Prior Notification interview:


The event supervisor or facility manager prepares the Information Sheet anticipating the

news media to come to the activity in reaction to the Department PSA or news release

about the activity.

The Information Sheet and three 10 second positive sound bites are approved by the

Division Director and by the Community Relations Director at the same time the

approval of the news release or PSA is approved.

Unless otherwise determined, the Community Relations Director will conduct all media

interviews.

Stick with the prepared statements and give the reporter a copy of the Information Sheet.

Follow up with the reporter after you have seen or heard the published report.

3. The Negative Happening:

Annually review the Emergency Management Plan. – See Exhibit 8.6.a.


Gather all the information possible and develop the positive 10 second sound bites before

the news media reporter interview.

Stick with the positive sound bites.

Unless otherwise determined, the Community Relations Director will conduct all media

interviews.

Follow up with the reporter after you have seen or heard the published report.

On April 29, 2010 key management staff attended Communicating Successfully on Television

training session. The training session was especially geared for the Department by Wheless

Communications, Inc. – See 3.4.1b


Exhibit 3.4.1 – Public Information Statement



3.4.1.1 Public Information and Community Relations Responsibility Standard: A specific position in the agency should be designated to direct the public information

and community relations functions.

Commentary: The agency should have a point of control for information dissemination to the community

and the media. In large jurisdictions where media contacts are frequent a full-time public

information officer may be needed to coordinate activities; however, where the community

served is small and media contacts infrequent, the assignment of the function to an individual

as a part-time responsibility may suffice. While it is recognized that each employee has the

responsibility for promoting community relations, the intent of the standard is to establish the

authority and responsibility for developing and coordinating the agency's community

relations function in an identifiable position. The person in the position should either be or

have direct access to the chief administrator.

Suggested Evidence of Compliance: Provide the position description that reflects responsibilities for such

functions.


Greenville County Parks, Recreation, & Tourism employs a Director of Community Relations

who is responsible for all public information dissemination and community relations functions

and coordinates all activities with Greenville County’s Public Information Officer. This also

includes the Greater Greenville Parks Foundation’s functions.


Exhibit – 3.4.1 Public Information and Community Relations Responsibility


3.4.2 Community Relations Plan Standard: The agency should establish a community relations plan.

Commentary: The community relations plan focuses on identifying and addressing community needs of

all segments of its service population. An agency should make use of the many community

organizations that exist in its jurisdiction and establish relationships with them. The park and

recreation agency should play an active role in organizing community groups where they do



not exist. By establishing such links with the community, the park and recreation agency

learns of issues, needs, and opportunities and responds to them before they become problems.

A well-organized community relations effort can act as an effective means of eliciting public

support and can serve to identify problems in the making.

The community relations plan usually provides for the following: establishing contact with

formal community organizations and other community groups; developing community

relations policies for the agency; identifying training needs through interviews with

community representatives; and establishing community groups.

Suggested Evidence of Compliance: Provide the community relations plan.


Greenville County Parks, Recreation, & Tourism’s Community Relations Plan is designed to

establish and compliment the GCPRT’s Mission, Goals and Initiatives. The plan is intended to

function as a guideline for promotion of the Department’s services and facilities. The plan

includes strategies to communicate the benefits of participating in parks and recreation services.

Community Relations Goals:

Provide accurate and timely information about parks and recreation services and facilities

to the citizens of Greenville County and visitors.

Solicit input from citizens to ensure that current and future services and facilities meet

their needs and are cost-effective.

Encourage citizens to participate in recreation service and utilize park facilities.

Educate citizens about the benefits of parks and recreation and the value it adds to the

quality of life in Greenville County.

Build and maintain cooperative community partnerships that enhance GCPRT’s

programs, parks, and services.

Community Relations Plan Strategies:

Annually publish Adventures in Recreation, the annual parks and recreation guide that

informs citizens and visitors about the variety of recreation programs and park facilities.

News Releases are driven by the Division Directors, written by the Community Relations

Director and approved by the Department Director prior to distribution.

Monthly E-Newsletters are generated by the Community Relations Director with input

from the Division Directors and approved by the Executive Director prior to distribution.

Flyers are designed and printed by staff to target specific customers. The flyers are

generated by the staff and approved by Division Director prior to posting in strategic

locations such as community centers, revenue facilities and community partners.

Web Site www.greenvillerec.com is managed by the Community Relations Director and

provides valuable information about the Department’s facilities and services. All content

on the web site is approved by the Administrative Division Director including any web

site links. The department contracts with a public relations firm, Drum Creative, for

professional web design and hosting.

http://www.greenvillerec.com/

Social media is managed by the Community Relations Director and provides timely and

relevant information to the public.

Speakers Bureau is a list of staff and topics for presentations to civic clubs,

neighborhood organizations and supportive agencies.

Ethnic minority groups is a special effort is made to maintain a list of minority

newspapers, radio stations and churches to provide information about the Department’s

facilities and services.

Outreach actively engages other organizations in Greenville County to promote the

Department’s mission and goals in order to build relationships, partnerships and

connections.

Community Relations Plan Coordination:

The Administrative Division Director is responsible for the proper administration of the

Community Relations Plan, approves all changes and assigns specific duties and responsibilities

for implementation of the plan. The Plan is reviewed and revised each September.


Exhibit 3.4.2 Community Relations Plan

Final approval by the Directors on 3/18/14.


3.4.3 Marketing Plan Standard: The agency should have an established marketing plan, based on market research that

includes an annual evaluation.

Commentary: Effective market research, planning, product development, strategies and objectives for

delivering demand-driven, high quality programs and services contribute to successful park

and recreation operations. Marketing is a process for accomplishing agency mission and

objectives by developing, pricing, making accessible, and providing accurate and timely

information about recreational opportunities that satisfy the wants/desires of target markets.

Larger park and recreation agencies should designate a person or staff unit with the primary

responsibility for development, implementation and evaluation of marketing strategies and

tactics. In addition, the complexities of marketing and related research functions require that

all agency staff be appropriately educated about marketing and its application across

functions.

All park and recreation agencies perform certain marketing functions; the scope of their work

however, depends on their size and mandate. Among the functions are user inquiry,

development of an agency marketing philosophy and marketing plan, and development of

operational procedures and policy guidelines to implement that philosophy.

The marketing plan should be based on marketing research. An agency should perform

market research (i.e., needs assessment, trends analysis, etc.) to determine community

program needs/demands, develop user-profiles and identify potential target markets for the

agency. Analytical reports should be provided to appropriate organizational units.


An annual evaluation of the marketing functions should include the following items: type of

activity, location, time, date, objectives achieved, and actual costs. The position accountable

for the marketing of the agency should perform evaluations comparing the plans and the

results of activities and meet regularly with operating units of the agency, neighborhood

associations and other business/community groups to assess program needs and evaluate

current programs. Marketing strategies should be evaluated against marketing objectives.

Suggested Evidence of Compliance: Provide the plan and latest evaluation.


Greenville County Parks, Recreation, & Tourism takes a multi-disciplinary approach to program

development, marketing, and evaluation. GCPRT’s Director of Planning coordinates the

Department’s primary source of market research which are county-wide comprehensive needs

assessments most recently conducted in 2010 by Clemson University and before that in 2000 by

Woolpert & Associates. In order to be more responsive to community needs and the county’s

exponential growth, moving forward, GCPRT will conduct comprehensive needs assessments

every five years with the next one scheduled for 2015. GCPRT’s Recreation Division and

Facilities Division create programs based on needs identified in the comprehensive needs

assessments as well as ongoing community input both formally and informally collected through

patron surveys, program evaluations, etc. GCPRT’s Parks Division utilizes comprehensive

planning data in its plans for future park development, existing park re-development, and

prioritizing deferred maintenance. Pricing decisions for programs and services are based on a

philosophy outlined in the Department’s Fees & Charges manual and are discussed and agreed

upon by the Department’s Division Directors and Executive Director.

GCPRT’s limits paid advertising which is only used sparingly for revenue producing programs

including waterparks, the Pavilion, and occasional special events. The Departments primary

marketing tools are the website, e-newsletter, Facebook, Twitter, You Tube, and media releases.

Website, e-newsletter, Facebook, and Twitter analytics are measured and shared monthly with

each Division Director. Key to GCPRT’s marketing approach is the multi-department Marketing

Committee which meets monthly. This committee identifies ways to cross promote programs

and activities and maximize marketing and communication efforts.

GCPRT’s approach to evaluation is twofold. Divisions that offer programs, events, and services

conduct evaluations specific to the effectiveness of what was offered. Some evaluations are

simple participant surveys while some are conducted in partnership with entities such as

Clemson University. GCPRT’s Marketing Manager and Director of Community Relations

evaluate marketing and communication strategies. The primary data used to evaluate GCPRT’s

ability to inform the public of GCPRT’s offering is website, e-newsletter, Facebook, and Twitter

usage which are evaluated monthly and compared to the previous year. Surveys conducted at

various facilities, programs, and events also provide valuable marketing evaluation data.

GCPRT also uses participant and revenue data to evaluate marketing effectiveness. This strategy

is primarily use to evaluate waterpark marketing. Although GCPRT’s current marketing

evaluation strategies have been productive, GCPRT will implement a new strategy in 2014 that

will target marketing efforts and results for a mix carefully selected and diverse array of

programs, events, services, and facilities. The resulting report combines an evaluation of the

effectiveness of GCPRT’s marketing efforts with program / event / service / facility effectiveness

evaluations including participation, satisfaction, and revenue (where applicable). This annual in-

depth report will be used to shape GCPRT’s short-term and long-term marketing strategies.

The Greenville County Parks, Recreation, & Tourism Marketing Plan provides direction for

integrated marketing activities that promote the mission, services, and facilities of the

Department. It is evaluated and updated annually. The 2014 Marketing Plan was approved at the

3/18/14 Division Director’s Staff Meeting.


Exhibits 3.4.3 – Marketing Plan

Reviewed and Approved 3-18-14 Gene Smith


3.4.3.1 Marketing Position Responsibility Standard: A specific position should be designated to direct the marketing function.

Commentary: If possible, marketing functions should be the responsibility of a permanent position of the

agency. This person works closely with all agency units in developing, coordinating, and

implementing the agency marketing plan. In smaller agencies, this may be one of several

responsibilities of a single position.

Suggested Evidence of Compliance: Provide the position description that includes responsibility for

marketing.


Greenville County Parks, Recreation, & Tourism has Marketing Manager position. The purpose of the class is to implement and support GCPRT’S sales and marketing initiatives

and to perform related professional and administrative work as required. This class works within

broad policy and organizational guidelines and does independent planning and implementation,

reporting progress of major activities through periodic conferences and meetings.

The Marketing Manager is supervised by the Revenue Facilities Division Director and works

closely with the Community Relations Director on the development and implementation of the

Marketing and Community Relations Plan.


Exhibit – 3.4.3.1 – Marketing Position Responsibility




3.5 Management Information Systems Standard: The Agency shall have a management information system, including statistical and data

summaries of agency activities, such as daily, monthly, and annual reports.

Commentary: The management information system shall provide reliable information to be used in

management decision-making. This is important in predicting workload, determining

manpower and other resource needs, and in preparing budgets. Examples of data sources are

program attendance, equipment and material inventories, work orders, budget administration

records.

The administrative reporting system shall provide management information on the activities

of the agency. Properly designed administrative reports will reflect comparative data and

trends on activities. An administrative reporting system is effective in ensuring

communications throughout the chain of command. An appropriate information system shall

include at least financial, personnel, and program records; property inventories; legal

documents; and accident report.

A monthly report shall provide heads of organizational components an opportunity to account

for the activities in their units. Administrative matters may be discussed in the report, and

comparative data on activities of the previous month, same month in the previous year, and

year-to-date are valuable sources of management information. The monthly report may also

permit the heads of organizational units to identify the objectives of their units for the next

month.

The annual report may be a summary of the monthly reports. The report, which may be in a

digital format, shall provide comparative data and statistics and account for the activities of

the agency.

Suggested Evidence of Compliance: Describe and provide examples of use of the management

information system, such as recent statistical and data summaries.


Greenville County Parks, Recreation, & Tourism uses a variety of information systems to

accumulate data for decision making, planning, budgeting, asset management and predicting

workload. They include RecTrac, AS 400, Performance Payroll, Fixed Assets CS, Constant

Contact, Google Analytics, and Team Unify.

Financial is accumulated in AS 400, RecTrac and Team Unify. Financial results are evaluated

monthly by the executive management team. Division Directors have the ability to track income

and expense in real time using RecTrac, the Department’s reservation/registration software and

AS 400, Greenville County’s accounting software. Purchase orders can also be tracked in AS

400. Managers are held accountable for financial performance relative to budget. Exhibit 3.5.c

Financial Reports

Personnel data is accumulated in the County’s payroll system and Performance Payroll

software. That data includes contact information, current and historic pay information,

accumulated and used leave time, and hours worked. Actual time worked is recorded in the on

line time keeping system Performance Payroll.

Program attendance is recorded in RecTrac which can produce both attendance and financial

reports. Historic data can be compared to evaluate trends. Exhibit 3.5.b Division Reports

Facility reservations are recorded in RecTrac which can produce both attendance and financial

reports. These reports are used by the Parks Division to determine work and maintenance

schedules. Historic data can be compared to evaluate trends. Exhibit 3.5.g Facility Trend

Analysis Report

Asset data is accumulated in Fixed Assets CS, a database that records the purchase, depreciation

and disposal of capital assets. Exhibit 3.5.e Asset Detail

Inventory data is accumulated in RecTrac. Internal reservations of vehicles and equipment is

recorded and tracked. The sale of items purchased for re-sale is also recorded in RecTrac.

Contracts and legal documents are recorded on an Excel spreadsheet available on the common

server. PDF copies of contracts are also maintained on the common server. Exhibit 3.5.a

Contracts Listing

Incident reports are accumulated by the County’s Risk Management Department. Each

location evaluates incidents annually for trends. Data is accumulated on an Excel worksheet.

Exhibit 3.5.f Incident Claims


Exhibits – 3.5 Management Information Systems


3.5.1 Application of Technology Standard: The application and use of technology should enable the agency to operate efficiently.

Commentary: With increasing availability of technology systems providing a myriad of functions an

agency should be researching and applying such resources as it deems appropriate. Examples

could include but are not limited to office systems, records management and sharing systems,

lighting and irrigation systems, work orders and work assignment applications, financial

systems, course programming software, etc.

Suggested Evidence of Compliance: Provide a list of systems currently in use by the agency and any

evidence of research regarding future systems uses.


Greenville County Parks, Recreation, & Tourism employs advanced technologies to create

databases of information, record financial data, communicate internally and externally, provide

data storage, transfer and usage to staff through several servers in a LAN/WAN environment.

These servers host our reservations, equipment and facility rental, and POS applications; serve as

a repository for records management and document retention and provide access to email.


The Department employs a server that gives staff with “smart phones” immediate, real time

access to email, voice mail, and calendar function.

The Department uses Vermont System’s RecTrac, a fully integrated parks and recreation

software that increases efficiency and productivity, while providing management with extensive

reporting and statistical data. The system provides financial record keeping and builds a

database for marketing and tracking use. It includes twelve integrated software modules with a

single integrated database with file sharing. Features include: Receipts printed or emailed, user

defined payment types, user-defined touch screen functionality, prevents duplication of data or

data entry. Also included are:

Marketing tools - capture repeat business

A wide range of POS hardware peripherals

Automatic multiple fees calculation

Access customer accounts by name, home and work telephone number, ID card number,

account number, street address, email address, and organization name

Extensive financial & statistical reporting, in PDF, Excel, & graph formats

Unlimited menu configuration by user to control employee access and simplify software

Multi-lingual capability for display and receipt printing

Driver's license scan feature auto populates new customer data

The Department’s financial information is recorded in AS 400, RecTrac and Team Unify. The

monthly financial statements are produced from this integrated software.

The Department uses the Sharp 4501 copier to consolidate most of our printing needs. All

administrative employees have this copier on their list of printers to direct their printing to their

file folder and print at their convenience. This system also allows for the District to cost out the

costs for printing to the department for which it was used. Payroll, human resources and

operations manager have printers for their individual use for privacy reasons.

The District uses Pitney Bowes T700 to post our outgoing mail. We pay for postage on the

internet and dial our machine into it to receive the monies as needed. This also allows for

costing out the postage to the individual department or program.

The Department provides public wireless access for patron’s convenience at Pleasant Ridge

Camp and Retreat Center, the Pavilion Recreation Complex and Westside Aquatic Center.


Exhibit – 3.5.1 Application of Technology




3.6 Records Management Policy and Procedure Standard: The agency should have established policy and procedures for control, maintenance,

and retention of records.

Commentary: The records management function is important to the effective delivery of park and

recreation services and may be available in a centralized location. Those records that are

basic to meeting the management, operational, and information needs of the agency should be

included. Records management should be consistent with legal requirements.

Suggested Evidence of Compliance: Provide the records management policy and procedures.


The Department complies with the County’s Records and Retention policy establish by the

South Carolina Department of History and Archives which has statutory authority over all South

Carolina’s political subdivisions. See Exhibit 3.6.a-b


Exhibits – 3.6 Records Management Policy and Procedure


3.6.1 Records Disaster Mitigation and Recovery Standard: There should be an established Records Disaster Mitigation and Recovery plan and

procedures.

Commentary: Agencies may potentially incur disasters such as office floods, fires, and major weather

disasters. In addition many records are filed electronically, which open them up to electrical

and erasure disasters. An agency should have a plan and procedures for protecting its records,

storing them and recovering critical information after a disaster, no matter the level.

Suggested Evidence of Compliance: Provide the Records Disaster Mitigation and Recovery plan and

procedures.


All databases, financial, and personnel data are stored electronically. All electronic files are

backed-up as described below.

1. To insure availability of electronic data, Information Services conducts incremental and

full backups of network and server files are conducted on a prescribed

daily/weekly/monthly schedule.

2. Backup media is transported to a secure off-site facility each day.

3. Backup media is recycled as appropriate and secure destruction services are utilized for

non-recyclable media.

Important documents such as contracts are protected two ways. Each document is scanned and

stored electronically on the common server and protected as described above. The actual


documents are stored in a locked fire proof safe for protection. The keys to the safe are kept by

the Deputy Director and are taken off-site each night.


Exhibits – 3.6.1 Records Disaster Mitigation and Recovery




4.0 HUMAN RESOURCES



4.1 Personnel Policies and Procedures Manual Standard: There shall be established policies, which govern the administration of personnel

procedures for both professional and nonprofessional employees that are reviewed

annually.

Commentary: The personnel practices shall include procedures for selection, hiring, and dismissal;

retirement, hospitalization, leaves, vacation, other benefits, and increment policy; salary

schedule; incentive system; and staff development program. The personnel policies and

procedures manual shall be available to each employee, as appropriate to the position held.

Suggested Evidence of Compliance: Provide the personnel policies and procedures manual and the date

of latest review.


Greenville County Parks, Recreation, & Tourism follows the established personnel policies and

procedures as outlined in the Greenville County Personnel Handbook. Each employee receives

orientation training about the Personnel Handbook and a hard copy of the manual. The

Personnel Handbook is located on the Common Server for GCPRT employees to utilize and it is

also found on the County’s Intranet as well. This Personnel Handbook was approved by

Greenville County Council in 2004 and is reviewed annually by County Human Resources.

See Exhibits 4.1.a-b for the Personnel Handbook and the Human Resources policies link.


Exhibit 4.1 Personnel Policies and Procedures Manual

Reviewed and Approved 4/23/14 SMB


4.1.1 Code of Ethics Standard: There must be an established statement of ethical principles for agency personnel.

Commentary: Professional integrity is the cornerstone of credibility. Personnel shall have a clear

understanding of ethical responsibility involving issues as related to the park and recreation

system, business dealings with other entities, interrelationships with other organizations and

agencies, and interactions with participants.

Suggested Evidence of Compliance: Provide the Code of Ethics.

http://greenvillerec.com/4-0-human-resources


Professional integrity is the cornerstone of integrity. To that end, the Greenville County

Department of Parks, Recreation, and Tourism has and abides by a Code of Ethics which applies

to all employees. County Human Resources is currently assembling a greater Greenville County

Code of Ethics/Conduct Manual.


Exhibit – 4.1.1 Code of Ethics


4.1.2 Recruitment Process Standard: There should be a comprehensive recruitment process to attract qualified personnel.

Commentary: A written statement should initiate the formal recruitment process. Administration of the

process should be the responsibility of one identifiable position. The recruitment process

should be based upon an established recruitment plan with specific goals and measurable

objectives that are evaluated annually.

Recruitment activities will be enhanced by cooperative arrangement with a personnel agency,

if any and with community organizations and key leaders. Recruiters should be sent on-site

to educational institutions and community service organizations. An extension of recruitment

is establishing a park and recreation student intern recruitment process.

It is understood that in certain cases an agency is required to handle its personnel through a

state or local civil service merit system, and is, therefore, linked to that system in the

recruitment of its park and recreation personnel. Agencies are obligated to comply with all

applicable statutes and policy statements.

Suggested Evidence of Compliance: Provide the recruitment procedures.


Greenville County Parks, Recreation, & Tourism abides by the Recruiting and Selection policies

and procedures established by Greenville County Human Resources. Please see policy and

procedures provided below.

Please note that the recruitment/selection process begins with the submission of a properly

completed Personnel Requisition Form (Form 101) to Human Resources. Open positions are

then posted internally or externally as requested. Depending on the position, some position are

advertised in the local paper and some to local, state and/or national association sites (examples:

National Parks and Recreation Association, South Carolina Parks and Recreation Association,

USA Swimming, etc.). Some GCPRT program areas also recruit in person at local high schools

(for seasonal aquatics positions) and at local and regional colleges/universities (for Camp

Spearhead seasonal positions).

The hiring manager is responsible for evaluating candidates qualifications and experience,

scheduling and conducting interviews, verifying previous employment, conducting reference


checks, obtaining background check authorization, ultimately making the selection decision,

obtaining the wage authorization from human resources, making the conditional employment

offer, completing the form 104 for the new hire and arranging for the new hire’s orientation –

and all other items as outlined in the check list below. Human resources is available to assist the

hiring manager as needed. Ultimately, our goal is to recruit, select, hire and retain the best

qualified staff possible to serve our patrons and community.


Exhibits – 4.1.2 Recruitment Process



4.1.3 Equal Opportunity Employment and Workforce Diversity Standard: There shall be an established policy regarding diversity for all employment practices

and evidence that it is being implemented.

Commentary: The policy shall assure equal opportunities for employment, promotion, and equity in

employment working conditions. The agency shall have an established diversity program

that creates and sustains a respectful and culturally responsive workforce. The agency must

comply with the American Disabilities Act.

Suggested Evidence of Compliance: Provide the equal opportunity and workforce diversity policy and

show evidence of implementation of the policy.


Greenville County is an equal opportunity employer. All decisions with regard to employment

(including recruiting, hiring, promotion, demotion, transfers, lay-off, recall, termination,

compensation, training, and other conditions of employment) have and will continue to be based

on the skills, experience, and capabilities of the individual. Equal Employment Opportunity has

been, and will remain, a basic commitment at Greenville County. Greenville County complies

with the American with Disabilities Act by providing reasonable accommodations to qualified

individuals with disabilities. Prospective and current employees are invited to discuss any need

for accommodations. We are fully compliant with our EEO and ADA policies and practices –

and, further, we value diversity within our workforce as we believe this strengthens our

workforce and enable us to better meet the needs of our patrons and community.


Exhibits – 4.1.3 Equal Opportunity Employment and Workforce Diversity




4.1.4 Selection Process Standard: There should be comprehensive procedures for the process of hiring personnel.

Commentary: Comprehensive procedures are essential for the proper administration, use, and

defensibility of the selection process. The procedures describe the order of events in the

selection process. The procedures may deal solely with the selection process or may be

incorporated in a larger personnel management or general policy and procedure manual. The

procedures should include, at the least, information about the purpose, development, validity,

utility, fairness, adverse impact, administration, scoring, and interpretation of all elements

used in the selection process. The park and recreation agency may rely upon a state or local

civil service commission, employment agency, or other public or private external

organization to administer or provide one or more elements of the selection process.

Where a centralized personnel agency exists, the responsibilities retained by the park and

recreation agency shall be specified. The park and recreation agency should retain specific

prerogatives concerning the selection process that will allow the agency to obtain qualified

candidates for its positions. Identification of the specific needs of the Agency, determination

of skills and the personal attributes required for positions and the selection of personnel on

these bases are examples of responsibilities that should be retained by the park and recreation

chief administrator. The agency also should have a role in the development of the

measurement instruments that are used in determining the skills and attributes of applicants

for positions.

Suggested Evidence of Compliance: Provide selection process procedures and evidence that procedures

are being followed.


Greenville County Parks, Recreation and Tourism seeks to employ individuals that meet and

exceed the job vacancy requirements. The procedures are outlined in the Greenville County

Personnel Handbook, the GC Selection Process and the Hiring Checklist.

The hiring manager is responsible for evaluating candidates qualifications and experience,

scheduling and conducting interviews, verifying previous employment, conducting reference

checks, obtaining background check authorization, ultimately making the selection decision,

obtaining the wage authorization from human resources, making the conditional employment

offer, completing the form 104 for the new hire and arranging for the new hire’s orientation –

and all other items as outlined in the check list attached.

Human resources is available to assist the hiring manager as needed. Ultimately, our goal is to

recruit, select, hire and retain the best qualified staff possible to serve our patrons and

community.

Evidence Demonstrating that Recruitment and Selection Procedures are Being Followed:

No position can be filled without the GCPRT Hiring Checklist being followed in its entirety

(4.1.2). The new hire WILL NOT be processed by Human Resources unless all requirements are

met.


Exhibits – 4.1.4 Selection Process



4.1.5 Background Investigation Standard: Personnel hiring should include procedures for background investigation prior to

appointment, including verification of a candidate's qualifying credentials, review of a

candidate's civil and criminal record, particular attention to drug and child/adult-abuse

records, and driving record for employees assigned to operate motor vehicles.

Commentary: The background investigation is a very useful and relevant component of the selection

process. Investigators must use all data available on the candidate to assess his or her

suitability for employment. It is more reliable to conduct the inquiry in person, though

telephone and mail inquiries are appropriate in cases of criminal history and driving records.

Background investigations are generally listed among the final stages in the selection process

only to suggest that this is when they should be completed; they are likely to have

commenced much earlier. There is a need for special sensitivity to any possible child-abuse

record. Background investigation procedures should be in the personnel manual.

Suggested Evidence of Compliance: Provide the background investigation procedures and examples of

background checks completed.


Given the vulnerable populations that we regularly work with and serve – included among them

are youth, seniors, and special needs individuals – conducting background checks on each of our

employees is a prudent and necessary obligation. Greenville County Parks, Recreation, &

Tourism conducts national criminal background checks and sex offender checks on ALL of its

staff members prior to any staff member beginning to work with us. For our Camp Spearhead

staff, we also run state SLED checks (in addition to the main national criminal background

check) and another form of sex offender check (via the National Sex Offender website). Beyond

these checks, any staff who will be driving County vehicles is required to furnish their 10 driver

record to the County.

Greenville County Personnel Handbook (excerpt)

4.7 Background Investigation

4.7.1 New or prospective employees may be fingerprinted as a prerequisite to employment (this

relates to employees of Sheriff’s Department only).

4.7.2 A complete background investigation may be completed on every new or prospective

employee prior to employment provided that, prior to such an investigation, the applicant shall

execute the necessary information releases.

4.7.3 Applicants must be able to demonstrate that they possess, or qualify to possess, a valid

driver's license if the nature of the position or assignment requires them to operate County-


owned vehicles or the employee's own vehicle on County business and prospective employees

must provide a copy of his or her 10 Year DMV Record prior to official hire.


Exhibits – 4.1.5 Background Investigations



4.1.6 Employee Benefits Standard: There should be an established employee benefits plan.

Commentary: Each of the benefits provided to employees should be described in terms of what is

provided, under what conditions, and the extent of the benefit. Types of benefits often

include administrative leave, holiday leave, sick leave, vacation leave, retirement program,

health insurance program, disability and death benefits program, liability protection program,

provision of clothing and equipment used by employees in performing park and recreation

functions, employee education benefits, if any, and personnel support services to employees.

Suggested Evidence of Compliance: Provide the employee benefits plan.


Greenville County Parks, Recreation, & Tourism offers a wide array of benefits to it employees.

Through its benefits programs, Greenville County/GCPRT demonstrate its continued

commitment to its employees’ well-being and financial security. Benefits overviews and

enrollment are conducted at New Staff Orientations.


Exhibits – 4.1.6 Employee Benefits



4.1.7 Supervision Standard: There should be constructive and effective supervision of all personnel to help them

grow professionally and improve programs and services.

Commentary: Supervision should be an on-going and systematic process and not just available when a

problem occurs. Effort should be made toward establishing the supervisory process as one of

helpfulness for the well-being of the individual and agency, and not just overseeing.

Supervision can be one of the most important self-development programs available to the

employees.



Suggested Evidence of Compliance: Provide a narrative of the systematic process for supervising

personnel.


Greenville County Parks, Recreation, & Tourism encourages and helps ensure strong and vital

supervision in a number of ways based on the following plan:

Division Director Meetings – Directors meet on a weekly basis to discuss status of activities and

projects, issues, concerns, etc.

Manager Meetings – Held on an as-needed basis; to discuss status of activities and projects,

issues, concerns, offer in-house training session, etc.

Staff Division or Facility Meetings – Examples: Recreation Division managers meet monthly,

Pavilion staff hold weekly meetings, Westside Aquatic Complex staff hold weekly meetings

Well-defined reporting relationships

Supervisory In-House Training Opportunities

Attendance at Conferences, Workshops & Seminars

Leadership Development Opportunities

A Recommended Professional Development and Training Activity plan developed with the

individual supervisor with his or her supervisor annually during performance review.


Exhibit 4.1.7 Supervision



4.1.8 Compensation Standard: There should be an established compensation plan that is reviewed annually that

establishes equity of compensation among units within the agency.

Commentary: The compensation plan should include entry-level compensation for the agency;

compensation differential within position; compensation differential between positions;

compensation levels for those with special skills, if any; salary augmentation; compensatory

time policy; and overtime policy. The compensation plan for an agency should take into

account agency employment standards, agency skill needs, and compensation levels offered

by other local employers. The compensation plan should be based on the agency's position

classifications and provide for differentiation between positions, uniform percentage

increases between classes and positions, and room within the ranges for recognition of

superior performance.


Suggested Evidence of Compliance: Provide the compensation plan and evidence of its annual review.


Greenville County Parks, Recreation, & Tourism utilizes the County policies and procedures

outlined in the Personnel Handbook regarding compensation. Also refer to County Comp Plan

02 as well as the Class-Comp Recreation Payscale for 2013-2014. This information is reviewed

annually by County Human Resources compensation personnel. See Exhibits 4.1.8


Exhibit - 4.1.8 Compensation



4.1.9 Performance Evaluation Standard: There should be a fair and systematic procedure for annual appraisal of job

performance.

Commentary: Such personnel evaluation should be utilized for the development and improved quality of

the individual's performance on the job, as well as a basis for promotion, monetary

increments, and dismissal. Evaluation should be a continuing process of, which the annual

review is a summary. Evaluation should involve a face-to-face analysis of performance,

dealing objectively with facts and job-related personality factors. Evaluation instruments

should be utilized in addition to evaluation interviews and general comments. Although

evaluation is a day-by-day process, there should be periodic specific reviews with the

employee, including at the end of the probationary period, at the end of a specific assignment,

and annually. An employee's record should include a written annual evaluation.

Tasks of the position, as set forth in the job description, form the basis for the description of

what work is to be performed and thus evaluated. Criteria used to define the quality of work

should be descriptive, measurable, and allow a characterization regarding how the work is

performed. The supervisor of employees is the person most familiar with their performance

and able, therefore, to evaluate performance most accurately. This responsibility should not

be delegated. In cases where an employee is supervised by more than one supervisor during a

reporting period, the current supervisor should confer with the other supervisor(s).

A performance evaluation system should include the participation of the employee in the

process. This should contribute to the fairness and objectivity of the system. As a full

participant in the evaluation process, it is important that the employee be given a copy of the

performance evaluation report, as well as, a copy be place in the employee's personnel file.

Each evaluation report of an employee's performance should be read and understood by the

employee. The signature should indicate only that the employee has read the report and

should not imply agreement or disagreement with the content. If the employee refuses to

sign, the supervisor should so note and record the reason or reasons, if given.


Suggested Evidence of Compliance: Provide the procedures and a sample of completed performance

evaluations without identifying personal information.


The performance review process is an important one. Its purpose is multi-faceted as it is

designed to effectively:

Evaluate the employee’s performance over the previous performance period;

Establish goals and objectives to be achieved over the upcoming performance year;

Create a forum to encourage essential dialogue between the supervisor and employee;

Prepare and encourage employee to be a high level performer by concentrating on

developing his/her potential;

Create a performance improvement plan for employee, if needed;

Discuss and address any needs or concerns the employee may have.

Given its importance, Greenville County Parks, Recreation, & Tourism conducts an annual

Performance Appraisal of all full-time employees and part-time employees. See Exhibits 4.1.9


Exhibits – 4.1.9 Performance Evaluation



4.1.10 Promotion Standard: There should be an established statement available to all employees defining the

promotion process and the agency's role.

Commentary: The park and recreation agency may rely upon a state or local civil service commission, or

other public or private external organization to administer one or more elements of the

process in accordance with legal, professional, and administrative requirements. Where a

centralized personnel agency exists, the statement should govern the responsibilities retained

by the park and recreation agency's chief administrator for the promotion of personnel. The

agency should have a role in the development of the measurement instruments that are used

in determining the skills, knowledge, and abilities of employees for positions.

The statement should describe all elements used in the promotional process and may be

incorporated within a comprehensive personnel management or general policy and

procedures manual.

Suggested Evidence of Compliance: Provide the statement, and indicate how it has been communicated to

employees.


Greenville County Parks, Recreation, & Tourism strongly believes in developing its employees

and promoting from within where feasible. GCPRT follows the County’s promotion policy and

procedures as documented in the Personnel Handbook. All new employees receive the


Greenville County Personnel Handbook upon hire at orientation which includes the statement of

policy and procedure in promotion.


Exhibit – 4.1.10 Promotion


4.1.11 Disciplinary System Standard: There should be a disciplinary system based on the code of conduct and performance.

Commentary: The system should specify the conduct expected of employees, and particularly identify

prohibited employee behavior. This system should include, but not be limited to: (1)

compliance with agency statements; (2) unbecoming conduct; (3) appropriate appearance; (4)

use of alcohol and drugs; (5) acceptance of gratuities, bribes, or rewards; (6) abuse of

authority; and (7) proper care and maintenance of equipment. Prohibitions should be

specific, whereas approved behavior may be stated in general terms (e.g., courtesy,

punctuality). In addition to providing a copy of the code of conduct and performance to each

employee, this should be a topic included in all levels of training and repeated at intervals to

emphasize its importance.

The components of the disciplinary system should identify the methods to be applied to

individual conduct in the interest of discipline. The system should be based on fairness to the

employee, the agency and the community for, which it serves. Disciplinary action steps may

be defined in collective bargaining agreements, if applicable.

Suggested Evidence of Compliance: Provide the code of conduct and performance and the policies and

procedures that guide the disciplinary system, and how this information is communicated and

made accessible to employees. Copies of the disciplinary action steps should be included in

collective bargaining agreements, if applicable.


Greenville County Parks, Recreation, & Tourism utilizes the disciplinary policy and procedures

outlined in the Greenville County Personnel Handbook. The Personnel Handbook was approved

by County Council on August 3rd

, 2004 – signed and dated at the end of the document. All new

employees receive the Greenville County Personnel Handbook upon hire at orientation and it is

available to all employees via the Common Server and County Intranet.

See Exhibits 4.1.11


Exhibits 4.1.11 Disciplinary Action

Reviewed and Approved 3/24/14




4.1.12 Grievance Procedures Standard: A grievance procedure, available to all employees, should be established.

Commentary: The procedures shall identify matters that are grievable; establish time limitations for filing

or presenting the grievance; establish procedural steps and time limitations at each step in the

grievance procedure; and establish criteria for employee representation. Formal grievance

procedures should be written in clear, concise terms. If grievance procedures are part of a

collective bargaining agreement, such agreement must be used.

A grievance usually contains the following information: a written statement of the grievance

and the facts upon, which it is based; a written allegation of the specific wrongful act and

harm done; and a written statement of the remedy or adjustment sought. These three

principal elements of a grievance may be included in one written statement. A form may be

designed for this purpose to include spaces for noting significant times, dates, and actions

taken relative to the grievance. Grievance procedures are outlined in most collective

bargaining agreements.

Suggested Evidence of Compliance: Provide the grievance procedures and indicate how the procedures

have been communicated to the employees. Grievance procedures should be included in

collective bargaining agreements, if applicable.


Greenville County Parks, Recreation & Tourism’s grievance procedure is outlined within the

Greenville County Personnel Handbook. All new employees receive the Greenville County

Personnel Handbook upon hire at orientation and it is available to all employees via the Common

Server and County Intranet.


Exhibit – 4.1.12 Grievance Procedures



4.1.13 Termination and End of Employment Standard: There should be established policies and procedures for termination and end of

employment.

Commentary: Agencies should be prepared for instances of termination and end of employment with

policies and procedures outlining the process.

Suggested Evidence of Compliance: Provide the dated and approved termination and end of employment

policies and procedures, and indicate how they have been communicated to employees.


Greenville County Parks, Recreation, & Tourism abides by the termination policy and procedure

documented in the Greenville County Personnel Handbook. The Personnel Handbook was

approved by County Council on August 3rd

, 2004 – signed and dated at the end of the document.


All new employees receive the Greenville County Personnel Handbook upon hire at orientation

and it is available to all employees via the Common Server and County Intranet.

See Exhibits 4.1.13


Exhibit 4.1.13 – Termination of employment



4.2 Staff Qualifications Standard: The agency shall employ professional staff qualified to develop and operate programs

and services.

Commentary: Competent professional staff shall be employed to carry out the program in accord with the

goals and objectives. Type of staff needed to carry out specific program elements and

services shall be concisely identified in the budgeting process. Each individual employed

shall be delegated authority commensurate with the assigned tasks. Staff shall be qualified

for the positions as provided in the job descriptions. Professional park and recreation

personnel shall have certification and/or educational training appropriate to the position.

Staff in certain positions should carry the appropriate certifications.

Suggested Evidence of Compliance: List professional staff with the responsibilities and qualifications to

carry out such duties.


Greenville County Parks, Recreation, & Tourism prides itself on employing well-qualified staff

to manage all functions of the Department. All job descriptions are provided for all positions

which include and specify minimum qualifications for each position. See Exhibits 4.2


Exhibits 4.2 – Staff Qualifications

Reviewed and Approved – 3/22/14 SMB


4.3 Job Analysis and Job Descriptions Standard: Established job descriptions for all positions shall be based on the job analysis and

include, at a minimum: duties, responsibilities, and tasks of each position; and

minimum level of proficiency necessary in the job-related skills, knowledge, abilities,

and behaviors.



Commentary: A variety of valid and useful methods are available for conducting a job analysis and

establishing job descriptions. A job description should include both the position description

(title, line of authority, scope and range of authority; duties, functions, responsibilities; and

amount and kind of supervision exercised and received) and job qualifications (education,

certification or registration, experience, competencies, special skills, etc.). Some agencies

within civil service systems are obligated to use the job analysis and job descriptions

established by that system.

Suggested Evidence of Compliance: Provide a job description for a full-time, part-time, temporary and

internship position, if applicable, and an example of a job analysis.


Greenville County Parks, Recreation and Tourism develop and utilize Job Descriptions for all

full, part-time, and seasonal/temporary positions. Job descriptions are developed by Human

Resources in conjunction with relevant managers and other staff as needed. The Position

Overview Worksheet is a tool utilized as well. All job descriptions are found on the Common

Server within the Human Resources file and the online directory for staff review and utilization.


Exhibits – Job Analysis and Descriptions



4.4 Chief Administrator Standard: There shall be a professionally-qualified administrator who is responsible to the

approving authority for the management, direction, and control of the operations and

administration of the agency, and who shall have authority to perform such

responsibilities.

Commentary: The administrative or executive function is accomplished by the chief administrator

employed by the approving authority to be responsible for the operation of the agency. The

chief administrator shall be employed full-time, year-round, and be qualified by experience

and education in park, recreation, or related disciplines.

Evidence of "professionally qualified" include holding the Certified Park and Recreation

Professional (CPRP) certification, having a degree in parks and recreation or related field, or

five years professional experience in parks and recreation commensurate with the position

qualifications and involvement in professional park and recreation organizations. All criteria

are highly desirable.

The chief administrator shall help the approving authority to become familiar not only with

the individual responsibilities of the approving authority members, but also with general

operation of the agency. The chief administrator shall keep the approving authority, staff,

and community informed of public policy issues that affects the community.


A system shall be established to ensure that leadership is available when the agency's chief

administrator is incapacitated, off duty, out of town, or otherwise unable to act.

Suggested Evidence of Compliance: Provide the chief administrator position description and the name

and professional qualifications of the current agency chief administrator.


Greenville County Parks, Recreation & Tourism employs a highly qualified and experienced

parks and recreation professional as its Executive Director. Gene Smith is the current Executive

Director. He has 33 years of professional experience – with 28 of those years with Greenville

County Recreation itself. During his professional career, he has held the following GCPRT Parks

Director, the City of Mauldin, S.C. Parks and Recreation Director and now the GCPRT

Department Director. He is a graduate of Clemson University (1974) in Recreation and Parks

Administration.

Should Gene be out-of-town, he communicates this information to his Division Directors and

remains available at all times by phone/text/e-mail via his iPhone and encourages his staff to

contact him when needed. Should he become incapacitated, the Deputy Director (currently

Chanell Moore) would step in as Interim Executive Director to ensure the continual effective

operations of the department.


Exhibits – 4.4 Chief Administrator


4.5 Physical Examination Standard: There should be an established policy governing the provision of physical examinations

for employees.

Commentary: Certain positions may, because of the physical job requirements, involve a

pre-employment physical as a condition of appointment. Some agencies within civil service

systems are obligated to follow the physical examination policy established by that system.

Suggested Evidence of Compliance: Provide the physical examination policy and evidence of compliance.


Greenville County Parks, Recreation, & Tourism does not currently require pre-employment

physical examinations of its staff. But Greenville County does have a policy and procedure if

the Department determines there is a need.

Note that while GCPRT does not require the pre-employment physical examinations, employees

do complete a medical questionnaire at their orientation. This questionnaire is stored within their

personnel folder.


Exhibit - 4.5 Physical Evaluation



Reviewed and Approved - 3/23/14 SMB


4.5.1 Workforce Health and Wellness Standard: There should be an employee health and wellness program(s) within the agency.

Commentary: Park and recreation agencies are often the model for healthy and active lifestyles. As such,

park and recreation agencies should provide opportunities that improve the health and

wellness of its employees. Such opportunities do not necessarily have to be conducted by

the agency, but may utilize community resources.

Suggested Evidence of Compliance: Provide evidence of the agency’s health and wellness program and

employee participation.


Greenville County/Greenville County Parks, Recreation, & Tourism offers numerous programs

for staff to enhance their health and physical well-being.

Among the opportunities for which full time staff are eligible to participate:

Gym Membership Reimbursements

Health Screen Appraisals

Nurse Practitioner

Recreation and membership discounts through Greenville County Parks, Recreation, & Tourism

Weight Watchers @ Work

Zumba at County Square

Greenville County/Greenville County Parks, Recreation, & Tourism also recognizes the potential

adverse impact of unresolved personal problems on employee well-being as well as on employee

performance in the workplace. Therefore, GC/GCPRT also offers a free Employee Assistance

Program available to all staff. Flu shots are also provided to all staff (this is voluntary).

Additionally, Greenville County publishes and distributes a quarterly Health and Wellness

Newsletter for its staff.


Exhibits 4.5.1 Workforce Health and Wellness


4.6 Orientation Program Standard: There should be an orientation program for all personnel employed by the Agency.

Commentary: An orientation program of the agency should include (1) philosophy, goals, and objectives;

(2) the history and development of the agency; and (3) pertinent sociological and


environmental factors of the community and specific neighborhood in which the individual is

to serve. Full-time staff may be provided a more in-depth orientation than part-time staff.

Suggested Evidence of Compliance: Provide outline of orientation program.


All Greenville County Parks, Recreation, & Tourism employees attend a new employee

orientation program prior to starting work. Orientations are provided every Monday at County

Square and provided by Greenville County Human Resources staff. For part-time staff unable to

attend the Monday daytime orientation, GCPRT Human Resources provides an alternate

orientation session every Tuesday evening. Seasonal staff orientations are conducted prior to the

start of each summer season by senior staff and GCPRT Human Resources.

All employees receive a copy of the Personnel Handbook (which is also located on the Common

Server and accessible from all GCPRT locations) containing personnel policies and procedures.

Additionally, the employees are also oriented to their specific work location, division,

facility/program, and position by their supervisor as well.


Exhibits – 4.6 Orientation Program


4.6.1 In-Service Training Function Standard: There shall be an in-service training function within the agency that is evaluated,

updated, and reviewed annually.

Commentary: The nature of the training function will be based on the size of the agency, with larger

agencies having a specific training component and smaller agencies relying on training

provided by other agencies as required.

The training component should facilitate the development of agency training programs;

notifying personnel of available and/or required training; maintaining training records;

assuring that required training programs are attended; implementing and coordinating training

programs; selecting instructors; and evaluating training programs.

Suggested Evidence of Compliance: Provide evidence of the in-service training function and an outline of

the training programs offered.


There are a good number of in-house training opportunities for Greenville County Parks,

Recreation, & Tourism managers, supervisors and staff. A full menu of offerings is provided by

Greenville County Human Resources. A Greenville County Leadership Certificate program is

also available in-house to staff as well. Additionally, GCPRT staff also conduct OSHA safety

training, First Aid/CPR, lifeguard certification, regular/ongoing lifeguard in-service trainings as

well.


Employees are encouraged to take an active role in determining their training and development

needs and supervisors and their individual staff members jointly annually determine the

recommended professional development and training for the staff member as a part of the

performance evaluation process.


Exhibits – 4.6.1 In Service Training


4.6.2 Employee Development Standard: There should be a program of employee development, available for employees

throughout the agency, based on needs of individual employees and future

organizational needs.

Commentary: Employee development is a structured process that is utilized by an agency to provide

opportunities for individual growth and development at all levels. The employee

development program should foster the improvement of personal skills, knowledge, and

abilities of personnel in order to successfully meet agency tasks and employee advancement

requirements. The program ensures all employees equal access to training and development

opportunities. The aim of employee development is to highlight specific opportunities for

individual growth at all levels and to improve overall job satisfaction and performance. The

agency may utilize the career development program to further the professional growth and

capabilities of the employee's present and/or future job role within the agency. Leadership

development programs should support current leaders and provide an avenue for growth of

new leaders to address future organizational needs. The employee development program

should include availability of periodicals, books, and other resource materials; attendance at

conferences and workshops; staff seminars and study groups; in-service education program of

a specific sequence and content; encouragement of correspondence courses and academic

work; visitation to other programs; relevant certifications; and/or utilize a mentorship

program.

Suggested Evidence of Compliance: Provide examples of how the agency supports employee

development.


Greenville County Parks, Recreation and Tourism provides employees with Educational

Assistance.

The Department also provides travel/training funds so the Management Team and mid managers

can attend the annual South Carolina Recreation and Parks Association conference and

workshops. Generally, one or more of the Management Team also attends the NRPA Congress

annually, depending on location and cost.

GCPRT encourages and sponsors its Parks and Recreation professional staff to seek appropriate

professional certification. Among them Certified Parks and Recreation Executive (CPRE),


Certified Parks and Recreation Professional (CPRP) and Certified Playground Safety Inspector

(CPSI) – among others.

There are a good number of in-house training opportunities for Greenville County Parks,

Recreation, & Tourism managers, supervisors and staff. A full menu of offerings is provided by

Greenville County Human Resources. A Greenville County Leadership Certificate program is

also available in-house to staff as well.

Individually, employees are encouraged to take an active role in determining their training and

development needs and supervisors and their individual staff members jointly annually

determine the recommended professional development and training for the staff member as a

part of the performance evaluation process.

Further, GCPRT senior management also identifies and sponsors key rising staff and sponsor

them for South Carolina Parks & Recreation’s LEAD Program as well as the Greenville

Chamber of Commerce’s Leadership Greenville program.

See Exhibits 4.6.2


Exhibits – 4.6.2 Employee Development


4.6.3 Succession Planning Standard: Agencies should formulate a succession plan to ensure the continued effective

performance of the organization by making provisions for the development and

replacement of key people over time.

Commentary: Every organization has a unique population of employees that often reflects the age and

life cycle of the organization. Over time, employees reach retirement age and vacate

positions. Often, the retiring employees are in leadership positions or possess institutional

knowledge critical to organizational sustainability. Organizations should be aware of the age

demographics of their employee workforce and plan for their inevitable departure. Planning

should involve employee development, leadership training, knowledge transfer and possible

reorganization to ensure continuity of services.

Suggested Evidence of Compliance: Provide the agency’s succession plan.


Greenville County Parks, Recreation, & Tourism’s existing succession plan includes the

following:

Department Executive Director:

Whenever the Executive Director is out of town, out due to medical reasons or personal business,

the Deputy Director is in charge of the daily operation of the Department, although the Executive

Director is still available via phone/text/e-mail and he encourages staff to contact him as needed.


Should the Department Director not be able to continue in the position, it is the responsibility of

the Greenville County Administrator to appoint an interim (normally this would be the Deputy

Director) or new Department Executive Director. Whenever possible the replacement should

shadow the outgoing Department Executive Director.

All Other Staff Positions:

All staff vacancies are posted with the Greenville County Human Resources Department for

internal and/or external marketing. Open positions are posted on the County’s Jobs Page.

The Department prefers to develop (see employee development section for more information)

and promote employees within the organization if possible. That said, in filling a vacancy,

whether it be either through internal promotion-from-within or an external new hire, the

overarching goal is to fill the position with a candidate with the proper skill set and experience to

ensure success. This is the primary objective of the Department’s succession planning.


Exhibit – 4.6.3 Succession Planning



4.6.4 Professional Organization Membership Standard: Professional personnel should be active members of their professional organization(s).

Commentary: "Active" means more than holding membership. It includes attendance at meetings,

presentations, committee work, elected and appointed positions, participation in educational

opportunities, etc.

Suggested Evidence of Compliance: Provide a list of professional personnel and the professional

organization(s) in, which they are a member; indicate nature of participation.


The Greenville County Parks, Recreation, & Tourism team members are active within

professional organizations. Among the organizations are National Recreation and Parks

Association, South Carolina Recreation and Parks Association (STRONG involvement), World

Waterparks Association, Government Finance Officers Association, Society for Human

Resource Management and Rails to Trails Conservancy member.


Gene Smith – Department Director –National Recreation and Parks Association – member

South Carolina Recreation and Parks Assoc. – member

Nancy Callahan – Director of Recreation - NRPA & SCRPA member

SCRPA Recreational Arts Branch

Don Shuman – Director of Parks – NRPA & SCRPA member

SCRPA President 2014

CPSI Certification Committee member

Ray Dunham – Director of Facilities – NRPA & SCRPA member


World Waterparks Association member

Chanell Moore – Deputy Director – NRPA & SCRPA member

GFOA – Government Finance Officers Association

Mike Teachey – Director of Community Relations – NRPA & SCRPA member

Ted Lambrecht – Revenue Facilities Operations Manager – NRPA & SCRPA member

Stacey Bechtold – GCPRT Human Resources – Society for Human Resources Development

Ty Houck – Director of Greenways, Natural and Historic Resources – NRPA & SCRPA

member + Rails to Trails Conservancy member

Paul Ellis – Director of Planning – NRPA & SCRPA member

SCRPA Magazine Committee


Exhibit – 4.6.4 – Professional Organizations



4.7 Volunteer Management Standard: There should be a volunteer management function within the agency, including a

comprehensive Volunteer Management Manual.

Commentary: Park and recreation agencies rely heavily on the contribution of volunteers. As such, the

agency should have a comprehensive Volunteer Management Manual that includes policies

and procedures related to the management of volunteers.

Suggested Evidence of Compliance: Provide the Volunteer Management Manual.


Greenville County Parks, Recreation and Tourism developed the Volunteer Policy and Procedure

Manual in 2012 and revised it in 2013. It includes sections on:

Recruitment

Screening

Appearance and Conduct

Selection

Orientation and Training

Supervision

Recording

Safety

Harassment/EEO Policy

Confidential Nature of Work

Use of Vehicles and Equipment

Evaluating Volunteers


Retention

Resignation

Rights to Reject Services/Termination

Recognition


Exhibit – 4.7 – Volunteer Management



4.7.1 Utilization of Volunteers Standard: Volunteers should be utilized by the agency in a variety of positions.

Commentary: Agency volunteers should be used for functions such as program leadership, fundraising

and fiscal management, public relations and promotion, clerical services, advisory councils,

program/service support, etc. Volunteer positions carrying higher levels of responsibility

should be supported by the agency volunteer position descriptions.

Suggested Evidence of Compliance: Provide list of functions in which agency volunteers are utilized, the

extent of such utilization, and examples of volunteer position descriptions.


Greenville County Parks, Recreation and Tourism utilized 323,900 volunteer hours in 2012.

Individuals, families, small groups, and large corporations give their time and energy to complete

needed park projects and program events. The typical types of work they perform are:

Administration:

Program registration

Organization/Distribution of Brochures/Mailings

Recreation Programming:

Event set up, operation and tear down

Surveying participants

Youth coaches and umpires

Host/Tutorial/Teachers

Guides/TR Participant Facilitators

Parks and Historic Sites:

Landscaping/Tree planting/Grassing

Clean-up/Fix up/Paint It Days

Special projects (trail development/bridge building/fence installation)



Exhibits – 4.7.1 Utilization of Volunteers


4.7.2 Recruitment, Selection, Orientation, Training, and Retention Standard: There should be an on-going function within the agency for the recruitment, selection,

orientation, training and retention of volunteers, including procedures on background

screening.

Commentary: As part of the selection process, background investigations are highly desired for all

volunteers who work routinely with vulnerable populations, especially youth, senior adults,

and persons with disabilities.

In certain circumstances, training specific to the volunteer’s area of responsibility is strongly

recommended, especially for volunteers who work routinely with vulnerable populations,

such as youth, senior adults, and persons with disabilities (i.e., youth coaches, senior center

volunteers, and rehabilitation center volunteers).

Suggested Evidence of Compliance: Provide the agency’s recruitment, selection, orientation, training, and

retention procedures. Provide the agency’s background investigation procedures for

volunteers and evidence of implementation.


Greenville County Parks, Recreation and Tourism Volunteer Policy and Procedure Manual

provides the necessary guidelines for utilization of volunteers.

Recruitment, Background Screening and Selection are covered on page 1

Orientation, Training, and Supervision are covered on page 2

Retention is covered on page 3


Exhibits 4.7.2 Recruitment, Selection, Orientation, Training, and Retention


4.7.3 Supervision and Evaluation Standard: Agency volunteers should be monitored, should receive supervisory visits and

conferences, and be evaluated regarding performance.

Commentary: Supervision and evaluation of volunteers is important to ensure adequate training is

provided and to verify satisfactory conduct and performance. The degree to which the

agency supervises and evaluates volunteers may vary depending on the role of the volunteers

(i.e., one-time volunteer assisting with a park cleanup vs. a repeat volunteer assisting with a

rehabilitation program).



Suggested Evidence of Compliance: Provide written description of the monitoring system including

current practices for supervisory visits, and examples of completed evaluations.



provides the necessary guideline s for utilization of volunteers.

Supervision of Volunteers is covered on page 2

Evaluation of Volunteers is covered on page 3


Exhibits 4.7.3 Supervision and Evaluation of Volunteers


4.7.4 Recognition Standard: There should be a function within the agency for the recognition for volunteers.

Commentary: Volunteers provide their time and energy to assist an agency without expectation of

monetary benefit. Thus, officially recognizing the agency’s appreciation for volunteers is

meaningful and appreciated by volunteers. Recognition may take many forms, depending on

the nature of the volunteer roles, from a simple thank-you letter posted on the agency website

to an individual certificate of appreciation, to personal recognition at a banquet, etc.

Suggested Evidence of Compliance: Provide description of the nature of recognitions given, including any

awards and public recognition.



provide the necessary guidelines for recognition of volunteers.

Recognition of Volunteers is covered on page 3


Exhibit – 4.7.4 Recognition of Volunteers


4.7.5 Liability Coverage Standard: Agency volunteers should be covered for negligence liability by the agency.

Commentary: Individuals representing the agency in any official capacity, such as volunteers, should be

provided appropriate negligence liability insurance.

Suggested Evidence of Compliance: Provide documentation indicating coverage.




Greenville County Parks, Recreation and Tourism utilizes the South Carolina Accident Fund for

volunteer liability coverage.


Exhibit 4.7.5 Liability Coverage


4.8 Consultants and Contract Employees Standard: The agency should have policies and procedures regarding the use of consultants and

contract employees.

Commentary: Consultants and contract employees may be utilized by the agency for specialized

functions. These may be officially contracted for a fee or their services may not involve a

fee. This may include consultants on human development, management, finance, landscape

design, facility construction, etc.

Suggested Evidence of Compliance: Provide the agency’s policies and procedures regarding the use of

consultants and contract employees.


The Department utilizes contracted consultants and contract employees for various functions.

The Procurement Policy Manual outlines the process for hiring professional consultants, for

example architects and engineers. The Fees and Charges Manual outlines the guidelines for

using contract employees, for example a person contracted to teach an art class.

The Department generally hires program instructors as part-time employees, but may use

contract employees, for example The Department contracts for nursing services for residential

summer camp. An Independent Contractor Agreement form is used for this purpose.


Exhibits – 4.8 Consultants and Contract Employees




5.0 FINANCIAL MANAGEMENT



5.1 Fiscal Policy Standard: Fiscal policies setting guidelines for management and control of revenues, expenditures,

and investment of funds shall be set forth clearly in writing, and the legal authority must be clearly

established.

Commentary: Policy of an agency must comply with the higher authority of the parent organization and

be based on appropriate enabling legislation. General and enterprise/self-sustaining fund revenues

include revenues from property taxes, sales taxes, income taxes, licenses and permits, fees and charges.

Policy decisions regarding revenues from other than general funds may include millage, grants, gifts and

bequests, special taxes and assessments. Policies may include pay-as-you-go or pay-as-you-use. This

shall include policies that low-income portions of the population will be accommodated.

Suggested Evidence of Compliance: Provide policies for fiscal and legal authority.


Primary among the responsibilities of the government of Greenville County to its citizens is the

care of public funds and wise management of county finances while providing for the adequate

funding of the services desired by the public and the maintenance of public facilities. These

financial management policies, designed to ensure the fiscal stability of the government of

Greenville County, South Carolina, shall guide the development and administration of the annual

operating and capital budgets. These financial policies address revenues, cash management,

expenditures, debt management, risk management, capital needs, and budgeting and

management. See Exhibits 5.1

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.


Exhibits - 5.1 Fiscal Policy


5.1.1 Fees and Charges Standard: There shall be an established policy on the type of services for what fees and charges

may be instituted and the basis for establishing the amount of such fees and charges.

Commentary: Recognition shall be given to the function of income-producing and subsidized activities as

well as "break-even" activities. Often a local agency will establish a policy to subsidize children's




http://greenvillerec.com/5-0-fiscal-management

activities, but not adults, or establish differential fees for residents and non-residents. Such policies shall

be regularly evaluated.

Suggested Evidence of Compliance: Provide the policy on fees and charges and the current fee schedules.


See Exhibit 5.1 - Budget Document- Page 5

Revenue Policy #5: Fees-Licenses, Permits, Misc. Items

• All fees established by Greenville County for licenses, permits, fines, and other

miscellaneous charges shall be set to recover the County’s expense in providing the

attendant service. These fees shall be reviewed biennially and shared with the Council’s

Finance Committee every other November in order that a biennial adjustment to reflect

changes in the Municipal Cost Index, as reported by American City & County, may occur

by the first of March following. A revenue manual listing all such fees and charges of the

county shall be maintained by the Management and Budget Division and updated

concurrent with the biennial adjustment.

• A fee shall be charged, unless otherwise directed by County council, for any service that

benefits limited interests within the community, except for human needs type services to

persons with limited ability to pay.


Exhibits 5.1.1 Fees & Charges

Reviewed and approved, 1/23/2014 CCM


5.1.2 Acceptance of Gifts and Donations Standard: The agency should have an established policy for the acceptance of gifts and donations.

Commentary: "Reverter Clauses" are sometimes used to assure that the properties given for recreational

use continue for that purpose or revert to the owners or heirs. Where a gift is real property, funds to build

a facility, or funds to purchase acreage, there must be a provision for adequately maintaining the property

after acquisition.

Suggested Evidence of Compliance: Provide the policy on acceptance of gifts and donations.


See Exhibit 5.1.c - Budget Document - page 31

Revenue Policy #9: Gifts, Donations and Bequests

• Prior to acceptance, all gifts, donations and/or bequests given to the County for the use of

any of its departments or divisions will be evaluated by the appropriate parties to

determine what, if any, obligations are to be placed upon the County. Gifts and bequests

will be considered as “over and above” basic County appropriations.


• Gifts and donations shall be used solely for the purpose intended by the donor.

Unrestricted gifts will be expended in the manner and for the purposes authorized by

County Council.

• “Gift Fund” expenditures shall carry the approval of the County Council before execution

by County staff.

The Department has established the Greater Greenville Parks Foundation to facilitate gifts and

donations.


Exhibits – 5.1.2 Acceptance of Gifts and Donations



5.1.3 Governmental Grants Standard: Where feasible and appropriate, regional, state and federal grants should be used to

supplement agency funding through an established procedure to research, coordinate and

implement grants.

Commentary: Governmental grants can provide significant funding for programs, services, land

acquisition and development. Grants from other governmental agencies leverage agency resources to

enhance services, expand programs, acquire land and develop facilities. Typically, grants are awarded on

a competitive basis through regional, state and federal programs. Grants may require local matching

funds or in-kind services and generally include special conditions or restrictions to ensure that the grant

funds are utilized in accordance with the program intent.

Prior to grant procurement, agencies should evaluate how the grant application process, approval,

implementation and management will be coordinated.

Suggested Evidence of Compliance: Provide the procedure along with a summary of governmental grants

received by the agency for the past five years, including identification of the following: project

descriptions, grantor, date awarded, grant amount, agency-match requirements.


See Exhibit 5.1.c - Budget Document- page 31

Revenue Policy #8: Grants/Intergovernmental Funds

The County shall aggressively pursue all grant opportunities; however, before accepting grants,

the County will consider the current and future implications of both accepting and rejecting the

monies.

Greenville County Parks, Recreation, & Tourism applies for and has received a number of grants

from various funding sources. Many of the grants require matching funds. Policies and

procedures have been developed to guide the process.

http://greatergreenvilleparksfoundation.org/



Exhibits 5.1.3 Governmental Grant History


5.1.4 Private, Corporate, and Non-Profit Support Standard: Where feasible and appropriate, private, corporate, and non-profit support should be

used to supplement agency funding through a established procedure to research, coordinate and

implement alternative funding.

Commentary: Such support can provide significant contribution for capital improvements, and enhanced

agency programs and services. Financial and in-kind support from individuals, corporations and

foundations can provide opportunities to address mutual goals of the agency and the grantor. This

financial support may involve recognition of sponsorship ranging from public acknowledgement to

facility-naming rights.

Prior to acceptance of support, agencies should evaluate the terms of acceptance and how the

implementation and management process will be coordinated.

Suggested Evidence of Compliance: Provide a procedure along with a summary of private, corporate and

non-profit support received by the agency for the past five years including identification of the following:

project descriptions, grantor/sponsor, date awarded, value of the contribution and applicable recognition.



Revenue Policy #9: Gifts, Donations and Bequests

• Prior to acceptance, all gifts, donations and/or bequests given to the County for the use of

any of its departments or divisions will be evaluated by the appropriate parties to

determine what, if any, obligations are to be placed upon the County. Gifts and bequests

will be considered as “over and above” basic County appropriations.

• Gifts and donations shall be used solely for the purpose intended by the donor.

Unrestricted gifts will be expended in the manner and for the purposes authorized by

County Council.

• “Gift Fund” expenditures shall carry the approval of the County Council before execution

by County staff.

Greenville County Parks, Recreation, & Tourism seeks to continue to expand financial and in-

kind support for the agency from private, corporate and non-profits sources. The Department

formed the Greater Greenville Parks Foundation to facilitate such support and cultivate long-

term relationships.

The Community Relations Director is responsible for this function and also serves as the Liaison

to the Greater Greenville Parks Foundation.


Outside agency support range from small gifts through the Cedar Falls Park Gift Catalog to

$100,000 per year for five year for the GHS Swamp Rabbit Trail/Greenway.


Exhibits 5.1.4 – Private Corporate and Nonprofit Support


5.2 Fiscal Management Procedures Standard: There shall be established procedures for the fiscal management of the agency.

Commentary: Procedures for the fiscal management function within the agency include, at a minimum,

annual budget development, supervision of internal expenditures and revenues and related controls, and

maintenance of liaison with the government's fiscal officers.

Suggested Evidence of Compliance: Provide the procedures for the fiscal management of the agency.


The Deputy Director is the Department’s primary liaison with the County’s Chief Financial

Officer. The Department relies on the following policies: The County of Greenville Financial

Policy, County Procurement Ordinance, the Department’s Cash Handling Manual, and the

various Forms and Polices established by the Finance Department. All policies and procedures

are available on the County’s Intranet for access by all County employees. All financial policies

are available to the public via the County’s website www.greenvillecounty.org. Forms and

procedures are available to Department employees and all County staff via the County Intranet.


Exhibits 5.2 Fiscal Management Procedures

Available on the intranet:

Accounting

Petty Cash Reimbursement Policy

Journal Entry Request Policy (Non Special Revenue)

Accounts Payable

Check Pick-Up and Requesting Procedures

Small Purchase Reimbursements or Advances Policies and Procedures

Unallowable Expenditures Policy

Fixed Assets

Fixed Asset Capitalization Policy

Fixed Asset Disposal Policy

Fixed Asset Interdepartmental Transfers Policy

Fixed Asset Request Form Instructions

Operational Asset Management Policy


http://www.greenvillecounty.org/



http://countynet/finance/fcommon/1.1.0_petty_cash_reimbursement_policy.pdf

http://countynet/finance/fcommon/1.2.0_journal_order_request_policies_and_procedures.pdf

http://countynet/finance/fcommon/2.1.0_check_pick_up_and_requesting_procedures.pdf

http://countynet/finance/fcommon/2.1.1_small_purchase_reimbursements_or_advances_polices_and_procedures.pdf

http://countynet/finance/fcommon/2.1.2_Unallowable_Expenditures_policy.pdf

http://countynet/finance/fcommon/3.1.0_fixed_asset_capitalization_policy.pdf

http://countynet/finance/fcommon/3.1.1_fixed_asset_disposals_policy.pdf

http://countynet/finance/fcommon/3.1.2_fixed_asset_interdepartmental_transfers_policy.pdf

http://countynet/finance/fcommon/3.2.0_fixed_asset_request_form_instructions.pdf

http://countynet/finance/fcommon/3.3.0_operational_asset_management_policy.pdf

Payroll

Sick Leave Donations Policy

Lost Check Policy

Request for Payroll Information Policy and Procedure

Direct Deposit and Live Checks

Personal Use of County Vehicles

Special Revenue

Grant Transfer of Funds Policy

Travel Expenditures on Federal Grants and Contracts

Determining Allowable Costs on Federal Grants and Contracts

Travel Travel Expenditure Reimbursement/Payment Policy-Employees Mileage Request Procedures-Employees Travel Request Procedures-Employees Material Receipt Procedures-Employees



5.2.1 Authority and Responsibility for Fiscal Management Standard: The agency's chief administrator should be designated as having the authority and

responsibility for the fiscal management of the agency.

Commentary: Although an agency's chief administrator is ultimately responsible for all fiscal matters of

the agency, the size and complexity of the agency may dictate the need to delegate responsibility for fiscal

management functions to an identifiable person or component within the agency.

Suggested Evidence of Compliance: Provide documentation demonstrating clear delegation of fiscal

authority for the agency.


Greenville County Parks, Recreation, & Tourism’s Deputy Director, under the direction of the

Executive Director, is responsible for ensuring the Department’s compliance with all Greenville

County Financial Policies.


Exhibits - 5.2.1 Authority and Responsibility for Fiscal Management



http://countynet/finance/fcommon/4.1.0_sick_leave_donations_policy.pdf

http://countynet/finance/fcommon/4.2.0_lost_check_policy_procedure.pdf

http://countynet/finance/fcommon/4.5.0_request_for_payroll_information_policy.pdf

http://countynet/finance/fcommon/4.9.0_Direct%20Deposit%20and%20Live%20Checks.pdf

http://countynet/finance/fcommon/4.10.0_personal_useof_vehicles.pdf

http://countynet/finance/fcommon/5.1.0_grant_transfer_of_funds_policy.pdf

http://countynet/finance/fcommon/5.2.0_travel_expenditures_on_federal_grants_and_contracts.pdf

http://countynet/finance/fcommon/5.3.0_determining_allowable_costs_on_federally_funded_grants_and_contracts.pdf

http://countynet/finance/fcommon/6.1.0_travel_expenditures_reimbursement_payment_policy_employees.pdf

http://countynet/finance/fcommon/6.1.2_mileage_request_procedures_employees.pdf

http://countynet/finance/fcommon/6.1.3_travel_request_procedures_employees.pdf

http://countynet/finance/fcommon/6.1.4_material_receipt_procedures_employees.pdf


5.2.2 Purchasing Procedures Standard: Agencies should have established procedures for the requisition and purchase of agency

equipment, supplies and services.

Commentary: There shall be formal procedures for controlling the requisition and purchase of agency

supplies, equipment and services such as; specifications for items requiring standardized purchases,

bidding procedures, criteria for the selection of vendors and bidders, and petty cash and procurement

cards.

Purchasing procedures may be controlled by the governing entity.

Suggested Evidence of Compliance: Provide the procedures for the requisition and purchase of agency

equipment, supplies, and services.


Greenville County has established a Procurement Ordinance for controlling the requisition and

purchase of materials, supplies, and services.


Exhibits – 5.2.2 Purchasing Procedures


5.2.2.1 Emergency Purchase Procedures Standard: There should be established procedures for emergency purchases within the agency.

Commentary: Established procedures are necessary to the agency in making emergency purchases to

secure equipment or services in a swift and efficient manner.

Suggested Evidence of Compliance: Provide the procedures for emergency purchases.


Greenville County has procedures for emergency purchases that authorize emergency purchases

when there exists a threat, to public health, welfare, critical economy or efficiency or safety

under emergency conditions.

Procurement Ordinance Section 3-207. Emergency Procurements.

Notwithstanding any other provision of this Ordinance, the Purchasing Manager may make or

authorize others to make emergency procurements of property, supplies, services, and/or

construction when there exists a threat to public health, welfare, or safety under emergency

conditions, provided that such emergency procurements shall be made with such competition as

is practicable under the circumstances. A written determination by the using agency of the basis

for the emergency and for the selection of the particular contractor shall be provided to the

Purchasing Department and included in the contract file.



Exhibits – 5.2.2.1 Emergency Purchase Procedures


5.3 Accounting System Standard: The agency shall have a comprehensive accounting system.

Commentary: The accounting system shall be compatible with, or may be a part of, the central

accounting system of the governing jurisdiction with the availability of regular status reports. It is

essential that an agency establish such a system to ensure an orderly, accurate, and complete

documentation of the flow of funds. The accounting system shall facilitate rapid retrieval of information

on the status of appropriations, expenditures and revenue any time the information is required.

Suggested Evidence of Compliance: Provide a description of the accounting system.


Greenville County Parks, Recreation, & Tourism uses two automated software systems to record,

track and monitor all financial transactions: IBM AS 400 and RecTrac, by Vermont Systems.

AS 400 is used to maintain all County financial data. RecTrac is used by the Department to

process receipts from all recreation activities. RecTrac financial information is transmitted to

the County Treasurers’ Office who balances the revenue to the bank and enters the data in AS

400 provide a timely comprehensive financial picture of the Department and County.

AS 400- The IBM iSeries (known as AS/400) is a highly integrated, reliable server platform that

allows businesses to run multiple operating environments simultaneously. Their integrity and

security characteristics allow them to be used in many critical applications including Finance,

Accounts Payable, Payroll, Budgeting, Fixed Assets and Purchasing data.

RecTrac- A Vermont Systems software product designed for government recreation and parks

districts. The RecTrac system includes 11 integrated modules: Activity Registration, Facility

Reservations, Pass Management Photo, League Scheduling, Court Reservations, Trip

Reservations, Locker Rentals, Equipment/Site Rentals, Personal Trainer Scheduling, Point of

Sale/Inventory Control, POS Theater/Venue Ticketing, and Incident Reporting. All common

data, such as households/family members, are shared by all modules, as are the Systems

Administration functions for centralized financial control, inquiries, and reporting. RecTrac

contains complete financial accounting capabilities to view or print reports listing all transactions

for any given time period on demand.


Exhibit – 5.3 Accounting System





5.3.1 Financial Status Reports Standard: The agency should utilize monthly financial status reports.

Commentary: Monthly financial status reports should include, at a minimum:

• Initial appropriation for each account (or program);

• Balances at the commencement of the regularly defined period;

• Expenditures and encumbrances made during the period;

• Unencumbered balances; and

• Revenue status.

Each appropriation and expenditure should be classified, at a minimum, according to function,

organizational component, activity, object, and program.

Suggested Evidence of Compliance: Provide the previous three months’ financial status reports.


It is the responsibility of the Department Director and Deputy Director to monitor budget to

actual and recommend appropriate action as needed. Greenville County Parks, Recreation, &

Tourism Finance Staff provides monthly financial status reports to each department director.

Each manager also has access to current financial information and can retrieve reports on their

own at any time.


Exhibits – 5.3.1 Financial Status Reports


5.3.2 Position Authorization Standard: There should be established procedures for maintaining control over approved positions

in relation to budget authorizations.

Commentary: The intent of the standard is to establish controls on the number and type of agency

positions filled and vacant at any time to ensure that persons on the payroll are legally employed and that

positions are in accordance with budget authorizations.

Suggested Evidence of Compliance: Provide the position authorization procedures and budgeted

positions.


See Exhibit 5.1.c - Budget Document- page 33

Operating Budget Policy #6: Personnel Services

• Greenville County shall strive to pay prevailing market rates of pay to its employees.

Prevailing market rate is defined to include both salary and fringe benefit levels.


• When establishing pay rates, such rates should not exceed the normal percentage increase

in General Fund revenue.

• In conjunction with the biennium, the County shall conduct a comprehensive total

compensation survey of both private and public sector employers, including Greenville

County municipalities and other area local governments and state and federal agencies

approved by County Council. This survey shall be the basis for determining prevailing

market rates.

• The County’s work force, measured in FTE (full time equivalent) shall not increase more

than 1% annually without corresponding changes in service levels or scope.

• In establishing pay rates, a cost analysis or rate increase will be conducted and shall

include the effect of such increases on the County’s share of related fringe benefits and

unfunded liabilities (including non-salary related benefits).

• Long-term costs of changes in benefit packages shall be estimated and fully disclosed to

the Council before implementation and annual wage adjustments are affirmed.

• In conjunction with the biennium budget salaries of Greenville County Council shall be

adjusted by the average performance increase received by the regular County employees

for the preceding twenty-four month period. Annual wage adjustments shall be awarded

through a “pay for performance” system. The percentage increase shall be recommended

by the County Administrator during the budget process and approved by County Council

before implementation.

A Personnel Requisition form is used to authorize all positions. The number of FTE’s (Full

Time Equivalent) and part time hours is approved during the budget process, any deviation

requires approval of County Administrator. All staff positions are pre-approved by the by the

County Administrator.

Greenville County Parks, Recreation, & Tourism Human Resources manager monitors the

employment status of all full-time and part-time staff positions. Division Directors review the

payroll register bi-weekly and the payroll budget to actual monthly.


Exhibits – 5.3.2 Position Authorization


5.3.3 Fiscal Control and Monitoring Standard: There should be established procedures used for collecting, safeguarding, and

disbursing funds.

Commentary: The fiscal control and monitoring procedures should include, at a minimum:

• Maintenance of an allotment system, if any, or records of appropriations among organizational

components;

• Preparation of financial statements;

• Conduct of internal audits; and

• Persons or positions authorized to accept or disburse funds.


Formal fiscal control and monitoring procedures enable an agency to establish accountability, to comply

with funding authorizations and restrictions, to ensure that disbursements are for designated and approved

recipients and, to alert agency management to possible problems. The procedures should enhance security

and accountability of all monies received by the agency, and should include designation of persons

permitted to receive money, receipt procedures, accountability, security, and audits. Employees handling

money should be bonded.

Suggested Evidence of Compliance: Provide the fiscal control and monitoring procedures.


Greenville County has established procedures for fiscal control and monitoring to ensure

accountability, comply with funding authorization, and handling of agency cash, check and

credit cards. These functions are the responsibility of the County Treasurer’s Office, and the

Office of Management and Budget. In addition, the Recreation Department has additional

procedures for cash handling.

The Department’s Deputy Director supervises compliance with County fiscal policies and

procedures.


Exhibits - 5.3.3 Fiscal Control and Monitoring


5.3.4 Independent Audit Standard: There shall be an independent audit of the agency's fiscal activities conducted annually.

Commentary: As a basis for determining the financial integrity of an agency's fiscal control procedures,

an independent audit shall be conducted at least annually or at a time stipulated by applicable statute or

regulation. The audit may be performed by the government's internal audit staff (external to the agency

being audited) or by an outside certified public accounting firm.

Suggested Evidence of Compliance: Provide the most recent independent audit and management letter, if

provided. Provide the response to the audit recommendations.


Greenville County is audited annually by independent certified auditors. The Department is

audited as part of the County as a whole.

Comprehensive Annual Financial Report

The South Carolina Code of Laws along with the Federal Single Audit Act of 1984 requires that

all general-purpose local governments publish within six months of the close of each fiscal year

a complete set of financial statements presented in conformity with accounting principles

generally accepted in the United States of America (GAAP) and audited in accordance with

auditing standards generally accepted in the United States of America by a firm of licensed


certified public accountants. Pursuant to those requirements, the County issues a comprehensive

annual financial report (CAFR).


Exhibits – 5.3.4 Independent Audit


5.4 Annual Budget Standard: There shall be an annual operating and capital improvements budget(s), including both

revenues and expenditures.

Commentary: Operating budgets include both capital and operating expenses and cover a one-year period

and capital improvements may extend five or six years with annual review. The nature of an agency's

budgetary system may be determined by the kind of system in use by its governmental authority.

Suggested Evidence of Compliance: Provide the current and approved annual operating and capital

improvements budgets.


Greenville County develops biennium Operating and Capital Budgets.


Exhibit – 5.4 Annual Budget



5.4.1 Budget Development Participation Standard: The heads of major agency components within the agency should participate in the

development of the agency's budget.

Commentary: An agency's budget should be developed in cooperation with all major organizational

components within the agency. To increase the value of the input and to enhance coordination in the

budget process, guidelines should be established to inform the heads of components of the essential tasks

and procedures relating to the budget preparation process. The guidelines should include instructions for

preparing budget request documents and for providing adequate justification for major continuing

expenditures or changes in continuing expenditures of budget items. Information should be included

regarding operating impact.

Suggested Evidence of Compliance: Provide evidence of such participation by major organizational

components in the budget preparation process.


Greenville County Parks, Recreation, & Tourism prepares a biennium budget.



See. Exhibit 5.1.c - Biennium Budget, page 28

BUDGET PROCESS Greenville County’s budgeting process is designed to provide a vision of direction,

communication and accountability for the fiscal year and the future. In the development of the

budget, Greenville County uses long-range policy and financial planning to guide its decision-

making. The intent of the financial planning concept is to maintain stable service levels by

accumulating cash reserves in growth periods and utilizing those reserves when revenue

declines. To assist in financial planning, Greenville County utilizes long-range business

planning. The County’s Operating and Capital Budgets (FY2014 and FY2015) place in motion,

via local ordinance, the financial plan to achieve the County’s vision, goals and objectives. The

budget also serves as an instrument to communicate these plans to the public. The different

phases of the budget process and the timeframe in which budget preparation takes place is

outlined below.

PLANNING PHASE- The budget planning phase is the foundation of assessing the County’s

current financial conditions and the needs of County departments and agencies. Financial trend

analysis is an integral part of the County’s decision-making process which includes both short

and long range economic and financial forecasts. The Management and Budget Office conducts

an assessment and evaluation of these trends beginning in August. These preliminary

assumptions result in the County’s forecasted fiscal capacity and provide a financial framework

upon which operating and capital budget targets can be developed.

DEVELOPMET PHASE- Based upon the developed operating targets, departments develop

their budget requests. Each Department is responsible for analyzing, planning and budgeting for

their department. This phase began in January with departments being asked to establish goals

and objectives

for the upcoming budget year; provide performance indicators for objectives; review target

levels of the budget in accordance with services provided; and develop any expansion requests

for funds needed above and beyond the target budget assigned. Departmental proposed

budgets for FY2014 and FY2015 were submitted to the Management and Budget Office by

February 5, 2013.

POLICY DEVELOPMENT PHASE - The Council met during February 2013, to discuss

priorities and set goals and directives for the budget. The Council uses a retreat to facilitate this

process.

REVIEW PHASE- The review process, from February to April, involves analyzing budget

requests by the Office of Management and Budget and the County Administrator and modifying

the budget to meet the priorities and policies of Council. Department directors and division

managers are consulted throughout the process to answer any questions and provide information.

Target budgets are reviewed for valid justification and to ensure that the amount requested was

within the base funding level. Expansion budget requests are culled based on need assessments.

BUDGET ADOPTION PHASE- The County Administrator’s budget recommendation was

presented to the County Council on May 21, 2013. Budget ordinances for the years of the

biennium run concurrently first reading and second reading. A budget workshop with the

Council was held May 28, 2013. A formal public hearing for each fiscal year budget was held

prior to third reading to allow citizens the opportunity to address the Council regarding the

recommended budget. Third reading for the FY2014 budget was June 18, 2013. Section 4-9-140

of the South Carolina Code of Laws requires that “county council shall adopt annually and prior

to the beginning of the fiscal year operating and capital budgets for the operation of county

government . . .” Therefore, third reading for the FY2015 budget was July 16, 2013.

BUDGET IMPLEMENT PHASE- Departments are accountable for budgetary control

throughout the fiscal year. The Office of Management and Budget monitors and analyzes

revenues and expenditures throughout the year. Expenditure and revenue patterns are examined

on a weekly basis. The Office of Management and Budget also provides quarterly financial

reports disclosing the County’s actual revenue, expenditures, and fund balance performance as

compared to the budget plan.


Exhibits – 5.4.1Budget Development Participation



5.4.2 Budget Recommendations Standard: Agency components should provide recommendations, based on operational and activity

analysis, for use in the development of the agency's budget.

Commentary: In particular, recommendations concerning personnel resources are logical and necessary

outcomes of analytic and programmatic activities. In addition to an assessment of future personnel needs,

the analysis should include an assessment of presently assigned positions to ensure that positions

allocated to agency functions are appropriate.

Unit costs per program element should be computed and line items established for the operational

procedures determined to insure adequate support funding for all personnel authorized. Adequate

financial records and service statistics should be maintained to assist in this process.

Suggested Evidence of Compliance: Provide examples of agency component recommendations and

evidence of their consideration in the budgeting process.


As described in the evidence for the previous standard, the Department’s Management Team and

facility managers are involved in the development of the budget. Through this process the staff

makes recommendations based on an examination of recent trends, participation analysis, new

research and programmatic changes. Exhibit 5.4.3.a shows a Health Care Cost Analysis

presented for 2013 budgeting.


With the management team meeting weekly on Tuesday morning, strategies are regularly

discussed related to the budget and our financial situation. Plus new innovations are presented

and assignments are made to research various topics related to the current and future budgets.


Exhibit 5.4.2 Budget Recommendations

Reviewed and Approved 3/14/14 CCM


5.5 Budget Control Standard: There should be procedures for budget control within the agency, including an

allotment system, accounting system, frequent reporting of revenues and expenditures, and

continuous management review.

Commentary: Agencies should utilize appropriate accounting methodologies and systems to ensure proper

budget control.

Suggested Evidence of Compliance: Provide the procedures for budget control within the agency.


See Exhibit 5.1.c - Budget Document- page 25:

Budget Amendments Changes affecting the total appropriations in any fund must be ordained by County Council.

Council may make amendments to the budget in the same manner as prescribed for enactment of

ordinances. Supplemental appropriations may be made by Council to allocate funds to a

department or agency for a specific purpose not anticipated when the original budget

appropriation was approved.

Budgetary Control

Though the legal level of appropriation is the fund, budgetary controls are exercised at lower

levels of detail as well. The Management and Budget Office is authorized to transfer amounts

between line-item accounts within a department or non-department account for the purpose of

providing continuing county services approved by Council in the budget ordinance. Department

directors are authorized to allocate appropriations within and between object accounts and

departmental activities, with the exception of personnel services and contracts, as they deem

appropriate in order to meet the objectives of the budget. Interdepartmental transfers, involving

funds from one department or non-department account to another department or non-department

account, must be approved by County Council. Transfers of funds from the non-departmental

personnel services’ accounts can be made by the Management and Budget Office to reflect merit

increases and market adjustments as approved in the budget process by County Council without

further action of Council.


All appropriations lapse at year-end, except those established for capital projects or grants that

survive the fiscal year. These appropriations are made for the duration of the project acquisition

or construction period or for the life of the grant. Capital project accounts are closed at year-end

to facilitate reporting of project activity during the financial reporting period. Unexpended

portions of capital project appropriations are administratively restored in the subsequent year.

Grant activity is reported in a manner consistent with the single audit act.

Budget Document - page 32:

Operating Budget Policy #3: Budget Performance Reporting • The County Administrator shall submit a quarterly report comparing actual revenues and

expenditures with budgeted revenue and expenditures.

• Where practical, County Departments shall develop and employ performance measures

and/or benchmarks with selected counties to be included in the budget.


Exhibits – 5.5 Budget Control


5.5.1 Supplemental/Emergency Appropriations Standard: There should be established procedures for requesting supplemental or emergency

appropriations and fund transfers.

Commentary: Provisions should be available within the agency's budget system to meet circumstances

that cannot be anticipated by prior fiscal planning efforts (e.g., additional funds to compensate for

overtime expended during a civil disturbance or funds needed to purchase needed material not authorized

in the operating budget). Mechanisms of adjustment may include transferring funds from one account to

another and/or requesting that additional funds be granted for agency needs.

Suggested Evidence of Compliance: Provide the supplemental/emergency appropriations procedures.



Revenue Policy #2: Contingency • The general fund budget shall provide for a contingency equivalent to 2% of estimated

annual operating revenues. This contingency shall only be used when one of the

following conditions arises and shall be restored in full within the next two fiscal years:

(1) to mitigate damage caused by a natural disaster and (2) to address an urgent event that

jeopardizes the safety of the public.

• Contingencies should be planned to avoid large tax rate increases from one year to the

next. Where correction of a fund balance deficit causes the contingency to fall below 2%

of operating revenue, a gradual correction of the problem over a two-year period is

preferable to a one-time jump in tax rates.



Revenue Policy #10: Operating Transfers

• To the maximum extent feasible and appropriate, General Fund transfers to other funds

shall be defined as payments intended for the support of specific programs or services.

Amounts not needed to support such specific program or service expenses shall revert to

the General Fund’s fund balance, unless Council direction establishing the transfer for

other items is enacted.

• Where it is necessary to make a one-time advance of General Funds to another operating

fund, this action shall occur under the following conditions:

The advance is reviewed, prior to the transfer of funds, by the Finance

Committee.

All excess cash balances in the fund shall be invested for the benefit of the

General Fund, not contrary to applicable Federal and State law and regulations, as

long as the advance is outstanding.

Should the fund accumulate an unexpected unencumbered balance, this excess

shall be used first to repay the advance.

At the time of closing out the fund, all assets of the fund revert to the General

Fund, not contrary to any other applicable Federal, State or local law.

• For short-term cash deficits in non-General Fund operating funds during the course of the

year, short-term loans are preferred to advances, except in cases where the receiving fund

is legally precluded from paying interest on loans, or where loan transactions would be

too numerous and costly to be cost effective.


Exhibit – 5.5.1 Supplemental/Emergency Appropriations


5.5.2 Inventory and Fixed Assets Control Standard: There should be established procedures for inventory control of agency property,

equipment, and other assets.

Commentary: Inventory controls are intended to prevent losses and unauthorized use, and to avoid both

inventory excesses and shortages. There should be a complete and current listing of agency assets.

Suggested Evidence of Compliance: Provide procedures for inventory and fixed asset control.


Greenville County Department of Parks, Recreation, & Tourism uses a software program, Fixed

Assets CS, to record assets and depreciation. The County has various policies and procedures

for tracking assets. See Exhibits 5.5.2


Exhibits – 5.5.2 Inventory and Fixed Assets Control




6.0 PROGRAMS AND SERVICES MANAGEMENT



6.1 Recreation Programming Plan Standard: The agency shall utilize a recreation programming plan that includes both a long-range

plan covering 3-5 years or more that is periodically reviewed and a current-year

implementation plan.

Commentary: The recreation programming plan includes all elements and services of the public park and

recreation agency’s programming functions, including activity selection, type and scope of

programs, outreach initiatives, etc. Program elements are aspects such as community centers

and playgrounds; programs for senior adults, persons with disabilities and other groups; and

specialized program fields such as cultural arts and athletics. Program services are aspects

such as program consultation, provision of equipment and facilities, and literature. While

related to a master or comprehensive plan, the recreation programming plan shall be an

outgrowth of other strategic and program forecasting tools. Program service determinants and

participant involvement shall be included in this plan. Agencies with limited recreation

program services need to have a plan that defines the scope of services provided by the

agency within its service area.

Suggested Evidence of Compliance: Provide a Recreation Programming Plan including both long-range

and current-year plans.


Greenville County Parks, Recreation, & Tourism staff have developed the Recreation

Programming Plan 2013-2018. The provision of publicly supported recreation programs and

services is important and must be managed professionally.

The Plan contains the following: See Exhibit 6.1.a

Agency Background

Purpose Statements

Organization Chart

Program and Service List

Overview of the Selection Process

Involving Our Participants and Citizens

Utilization of Program and Service Determinants

Partnerships

Volunteers

2020 Vision Statement

Short and Long Range Goals


Exhibit – 6.1 Recreation Programming Plan


http://greenvillerec.com/6-0-programming

6.1.1 Program and Service Determinants Standard: The programs and services provided by the agency shall be based on the conceptual

foundations of play, recreation, and leisure; constituent interests and needs; community

opportunities; agency philosophy and goals; and experiences desirable for clientele.

Commentary: A systematic and studied approach should be taken in determining what programs and

services should be provided by the agency. Other opportunities in the community, needs of

the targeted constituencies, and the agency's own goals must be specifically a part of the

consideration for programs and services selected.

Suggested Evidence of Compliance: Provide documentation and examples demonstrating that the five

determinants are used in determining programs and services.


Greenville County Parks, Recreation and Tourism determines the recreational programs and

services that are offered through a systematic approach after background research and the search

of Best Practices has been performed.

Program and Services provided are based on:

1. The Conceptual Foundations of Play, Recreation and Leisure (does the service fit

within?)

2. Constituent Interests and Needs (is the service requested or needed?)

3. Community Opportunities (is the service provided already & adequately?)

4. Agency Philosophy and Goals (does the service fit within?)

5. Experiences Desirable for Clientele (is the service offered a quality measureable P&R

outcome?)

6. Sustainable (will the service pay its own way &/or produce net revenue?)

7. Infrastructure (available or will require capital $)

Examples of Program and Service Determinants based decisions:

Group Picnic Shelter

1. A leisure service

2. GCPRT gets many reservations

3. GCPRT could reserve more shelters

4. Part of the CIP

5. User evaluations are good

6. Sustainable + net revenue

7. Available; need $ to upgrade

Tennis Lessons

1. A recreation service

2. Service is requested consistently

3. Could handle more requests

4. Fits within GCPRT Mission Statement

5. User evaluations are good

6. Sustainable + could generate more net revenue

7. Available

Community Center Karate Class

1. A recreation program

2. Service is requested by consumers

3. Service is not provided close enough nor at a reasonable rate

4. Fits within GCPRT Mission Statement and Community Center Mission

5. Fitness and Character Development

6. Sustainable

7. Available

See Exhibits 6.1.1.a -c


Exhibits – 6.1.1 Program and Service Determinants


6.1.2 Participant Involvement Standard: The agency’s development of programs and services should involve participants.

Commentary: Participants should have involvement in (a) planning, through such means as club officers,

senior adult and teen councils, and ad hoc committees; (b) conducting activities, such as

serving as volunteer leaders on playgrounds, recreation aides for special group services,

judges for contests; (c) sponsors, such as playground advisory councils, program and/or team

sponsors, special project patrons; and, (d) policy recommendation through citizen advisory

committees and study groups at both the neighborhood and community-wide levels.

Suggested Evidence of Compliance: Describe the process and provide examples of how the agency

obtains and utilizes participants' input.


Greenville County Parks, Recreation, and Tourism strives to involve program and service

participants and the citizens of Greenville County in the planning process. Citizen input from

phone calls, the agency’s website, participant surveys and the recommendations that the staff

receives while visiting recreation facilities are very helpful in seeking ever-improving recreation

opportunities.

GCPRT involves participants in program development in a number of additional ways:

The former Greenville County Recreation Commission and the current PRT Citizens

Advisory Board meetings offer the opportunity for input on all park and program issues.

The new Board’s functions are outlined in Section 1.1.2 and will accept citizen comments

in meetings in a similar fashion to the former Commission. See Exhibit 6.1.2.a

The Youth Football Executive Committee, Sterling Community Center Advisory

Committee, and Camp Spearhead Legacy Committee are all examples of advisory groups

who offer suggestions and provide input on specific program areas. See Exhibits 6.1.2.c - e


A Needs Assessment was conducted by Clemson University in 2010. See Section 2.4.4.

Evaluation forms are completed by participants and by staff on programs. One example of

this process is a Survey of participants at the Waterparks. See Exhibit 6.1.2.g

Neighborhood meetings are held as needed to obtain input and listen to concerns. See

Exhibits 6.1.2.h-i


Exhibits - 6.1.2 Participant Involvement


6.1.3 Self-Directed Programs and Services Standard: The agency should offer self-directed recreation opportunities.

Commentary: Self-directed programs and services provide for recreation opportunities where there is

only general supervision, including picnic facilities, tennis courts, roadways in scenic areas,

bridle trails, self-guiding nature trails, and open playgrounds. These self-directed areas,

facilities, and equipment should be provided to give an opportunity for individuals and

groups to participate without leadership, under only general supervision.

Suggested Evidence of Compliance: Provide examples of how the agency provides self-directed recreation

opportunities, including a list of such opportunities.


Greenville County Parks, Recreation and Tourism offers a wide variety of self-directed programs

and services including, but not limited to:

- 36 Playgrounds

- 96 Athletic Fields

- 23 Outdoor Basketball Courts

- 2 Fishing Lakes

- 31 Picnic Areas

- 2 Dog Parks

- 6 Historic Sites

- 13 Horseshoe Pits

- 33 Walking Trails

- 6 Gymnasiums

- 3 Water Parks

- 1 Indoor Swimming Facility

- 1 Inline/Ice Skating Rink

- 8 Volleyball Courts

- GHS Swamp Rabbit Trail


See Exhibits 6.1.3 for examples of self-directed opportunities


Exhibits – 6.1.3 Self-Directed Programs and Services


6.1.4 Leader-Directed Programs and Services Standard: The agency should offer leader-directed recreation opportunities.

Commentary: Leader-directed programs and services provide recreation opportunities where participant

involvement is directed by a leader, including skills instruction classes, such as tennis, crafts,

dance; synchronized swimming performance; creative dramatics for children.

Suggested Evidence of Compliance: Provide examples of how the agency provides leader-directed

recreation opportunities, including a list of such opportunities.


Greenville County Parks, Recreation and Tourism offers a wide variety of Leader-Directed

programs. These programs offer a skilled leader to assist the participants with their recreation

experience. An annual brochure of program offerings is distributed and all offerings are

designated on our website. All Leader-Directed programs are evaluated by the participants and

program leaders.

Examples of Leader-Directed programs include, but are not limited to:

Tennis Instruction Ice Skating Instruction

Zumba Classes Athletic Leagues

Summer Day Camps After-School Programs

Residential Camps Swim Team

George the Train Special and Senior Olympics

Road and Bike Racing Guided and Birding Hikes

Senior Activities Youth Birthday Parties

Swimming Instruction Hershey’s Track and Field Meet

See Exhibts 6.1.4 for examples of Leader-directed programs


Exhibits 6.1.4 Leader-Directed Programs and Services


6.1.5 Facilitated Programs and Services



Standard: The agency should offer facilitated recreation opportunities.

Commentary: Facilitated programs and services provided recreation opportunities where individuals and

groups of individuals are encouraged and assisted to operate independently of the agency. An

example of facilitated programs and services would be an individual or group that wishes to

start a community theater organization; the city may help initially by providing a meeting

place, some administrative help in publicity, and "seed money" if needed; eventually the

organization may become self-sustaining, Demonstration projects may be utilized for this

purpose.

Suggested Evidence of Compliance: Provide examples of how the agency provides facilitated recreation

opportunities, including a list of such opportunities.


Greenville County Parks, Recreation and Tourism offers a variety of facilitated recreation

opportunities for all ages. The staff facilitates and assists many groups and organizations in

developing into independent entities to offer quality programs. The Department often assists with

marketing, facility scheduling, upkeep and maintenance, plus organization structure and program

evaluations. Many of these groups are on their way to being self-sustaining.

Examples include, but are not limited to the following organizations:

6 Little League Organizations

21 Youth Football Associations

Team Greenville (swim team)

Carolina Elite Soccer Association

Furman Youth Soccer Association

Curling Club

Camp Spearhead Legacy Group

Senior Action, Inc.

Youth Hockey Association

Figure Skating Club

Lacrosse Club

Special Olympics South Carolina

See Exhibits 6.1.5 for examples


Exhibits - 6.1.5 Facilitated Programs and Services


6.1.6 Fee-Based Programs and Services Standard: The agency should offer programs and services for a fee.


Commentary: Not all programs and services can be offered without charge. To offer some programs and

services for a fee can greatly augment the recreational opportunities. Services for a fee may

include the rental of picnic pavilions, ice skates and skis, boats, videos, safety equipment.

Programs for a fee may include instruction, trips, and theater productions.

Suggested Evidence of Compliance: Provide a listing of the fee-based programs and services within the

agency.


Greenville County Parks, Recreation and Tourism offers a variety of fee-based recreational, self-

improvement, skill development, and social programs and services. Attached is our Fees and

Charges Policy which dictates how fees are established, employee discounts, scholarships, etc.

Fee-based programs and services include, but are not limited to:

Athletic Leagues and Tournaments Facility Rentals

Instructional Classes Summer Day Camp

Residential Camps Road and Bike Races

After-School Programs Special Events

Wedding Sites Water Parks and Aquatic Center

Pavilion Programs



Exhibits - 6.1.6 Fee-Based Programs and Services


6.1.7 Cooperative Programming Standard: There should be cooperative programming among the public, commercial, and

nonprofit entities.

Commentary: The public park and recreation program should be coordinated with related programs of

other organizations in the community, such as the schools, voluntary agencies, and churches,

to provide maximum coverage with a minimum of duplication, as well as to reduce inter-

agency competition for the time of an individual. Programs under joint auspices with other

community organizations should be established wherever feasible. In program development,

marketing and community action groups should be involved. It is important to insure groups

are well-balanced to truly represent the majority, as well as the minority, of community

desires.

The desirability of total community programming is in order to avoid unnecessary waste of

effort and finances. Frequently several agencies are found to be programming the same type

of activity for the same people at the same time -- while some activities and people are

neglected altogether.


Suggested Evidence of Compliance: Provide description of cooperative programming, with examples of

Memoranda of Understanding (MOU), Memoranda of Agreement (MOA), partnering, or

outsourcing.


Greenville County Parks, Recreation and Tourism seeks opportunities to cooperatively provide

programs and services with a variety of partners. The Department works with other public

agencies, commercial businesses, and many nonprofit entities. Through these partnerships, time

and money are saved and services are enhanced.

Examples included, but are not limited to:

YMCA provides programming at one of the Department’s community centers.

Senior Action, Inc. provides a morning program and lunch at the Aquatic Center.

United Way and GCPRT provide “The Week of the Young Child” events.

Greenville Gladiator’s assist with the management of the youth lacrosse league.

Little League Associations play on Department’s fields and provide all league

management.



Exhibits - 6.1.7 Cooperative Programming


6.2 Objectives Standard: There shall be specific objectives established for programs or services.

Commentary: Objectives shall be written in terms of what the program or service is supposed to do for

the participants. Frequently such objectives are written as general values to the individual,

such as "develop desirable personality traits" or "improve the mental and/or physical health."

While there is a place for this type of generalization, for objectives to be meaningful, they

should be more specific as to the actual outcome or impact desired by the program or service.

Only in so stating can objectives be used for evaluation purposes. The agency shall define the

program areas by the objectives. These can be defined by the program areas; such as; nature,

dance, music, sports, fitness, special events etc. These can also be defined further into levels

such as beginner, intermediate and advanced.

Suggested Evidence of Compliance: Provide objectives for programs or services.


Greenville County Parks, Recreation and Tourism formulates objectives for all programs and

services. The objectives assist in the planning and implementation of programs. They are also

used in the evaluation process. Below are the Program Objectives for recreation programs.


Adult Sports Objectives:

1. Exercise

2. Camaraderie + teamwork

3. Socialization + friendship

4. Competition

Youth Sports Objectives:

1. Fun

2. Social and Character Development, Good Sportsmanship

3. Health, Fitness, and Coordination Development

4. Intellectual Growth

5. Promotion of family interaction and building relationships

Special Events Objectives:

1. Provide a safe and nurturing environment.

2. Build events that offer unique experiences.

3. Partner with local groups to enrich the event.

4. Maintain price points that make events affordable for all families.

5. Move toward each event operating as an enterprise fund.

Day Camps Objectives:

1. Provide a safe and nurturing environment.

2. Have well trained staff in the areas of CPR/First Aid, programming, behavior management

3. Diverse and well-coordinated field trips and guest speakers.

4. Maintain open and clear communication with our Families.

5. Offer an affordable program. Using the scholarship program to help some families.

6. Foster growth with peers and adults in an environment of mutual respect.

Camp Spearhead and the Weekend Program Objectives:

1. Improve campers ADL (activities of daily living) skills

2. Improve campers social skills

3. Provide respite for families and caregivers

4. Foster a "sense of belonging" for a population often overlooked and underserved

5. Provide laboratory setting/proving ground for young staff going into the field

6. Connect families who share common challenges

Special Olympics Objectives:

1. Encourage and foster active lifestyle/improve physical fitness

2. Expand friendship base both athlete to athlete and athlete to non-disabled peers

3. Foster "sense of belonging" - chance to wear the uniform and be "on the team"

4. Connect families who share common challenges

5. Exhibit to the community the skills/gifts of people with intellectual disability

Sports Tourism Objectives

1. ROI (Return on Investment) - increased visitor spending, specifically county hotel a-tax and

county restaurant h-tax

2. Increased national awareness of Greenville as a sports tourism destination

3. More contacts that lead to secured events

4. Collection of visitor spending data to accurately report annual economic impact

After-School Objectives

1. The provision of learning through social interaction and structured play

2. The promotion of a both active and interactive lifestyle

3. The provision of support and encouragement in scholastic endeavors

4. The development and promotion of relationships with and between the families of participants

Pleasant Ridge Camp and Retreat Center Objectives

1. Partner Camps – Camp Spearhead, Camp Courage, MDA Camp, Camp Luv A Lung,

Traumatic Brain Injury Assoc. Camp

1. Provide clean well kept facility, addressing facility maintenance and housekeeping issues

in a timely and efficient manner.

2. Coordinate with Camp Directors to ensure needs are met in the areas of; Program,

Lodging, Meals, Staffing and Transportation.

3. Adapt the mission of Camp Spearhead and apply it to all groups; “To create and maintain

an environment of unconditional acceptance” regardless of whom we serve.

4. Create through relationships with campers and camp staff a sense of ownership of this

place.

5. Ensuring accessibility throughout the facility and programming.

6. Develop leadership and confidence through our adventure programming.

7. Provide a natural camp setting where people with like needs can come together and learn

from one another and share with one another.

8. Use camp program as a platform for campers to build strong relationships.

2. Rental Groups – Church Groups, Schools, Businesses, and all other rental groups



2. Coordinate with Group Leaders to ensure needs are met in the areas of; Program,

Lodging, Meals, Staffing and Transportation.

3. Provide trained, competent, polite staff to assist with group needs during their stay.

4. Provide an atmosphere where groups are able to implement their own program.

5. Encourage the individual and the group to explore their own boundaries, and encourage

the willingness to try new things.

6. Create situations though program and interaction with guest where they feel what we do

is tailor made just for them.

7. Provide an atmosphere where people are able to leave refreshed, and changed.

8. Work closely with groups during the reservation process; planning, arrival and departure.

3. Program Development –

1. Develop an adventure based program offering a variety of activities and events.

2. Continue to develop adaptive and universal programming.

3. Achieve and maintain all certifications required for program and activities offered.

4. Partner with community, and corporate groups for sponsorship of camp programs.

5. Develop and hold annually a youth adventure race at Pleasant Ridge.

4. Special Events – Weddings, Receptions, Reunions, and Corporate Functions



2. Coordinate with Group Leaders, Wedding Planners, etc… to ensure needs are met in the

areas of; Program, Lodging, Meals, Staffing and Transportation.

3. Ensure adequate staffing for the event.

4. Create an environment that will help our guest feel calm and in control.

5. Create an environment so guests feel their event is exclusive.

6. Work closely during planning stages to coordinate set up, and deliveries.

Community Center Program Objectives

1. Afterschool Program

a. To provide a safe place for students to do homework, eat a snack, enjoy organized

activities and crafts, and just have fun.

b. No student will fail any subject.

c. Fifty (50) percent of participants are on the A-B honor roll at each report period.

d. All participants are promoted to the next grade level.

e. Participants will participate in extracurricular activities i.e. basketball, spelling bee,

football, Hershey’s track, choir and many more.

f. To work with other agencies, organizations, and volunteers to provide a well-

rounded, daily, out of school program.

2. Teen programs

a. To provide fun, safe, educational, and challenging activities for teens.

b. To provide a positive alternative to gangs and other destructive behaviors in our

communities.

c. To provide homework study help and tutoring when needed.

d. To provide teens with an opportunity to grow mentally, socially, and physically.

e. To challenge teens to “dream” of their impact on the future.

f. To work with other agencies, organizations, and volunteers to provide a well-rounded

program.

3. Summer Day Camps

a. To provide fun, safe, and educational programs, activities, and field trips to students

during the summer months: sports and games, arts and crafts, visits to waterparks

other Greenville “fun” locations.

b. To provide a positive alternative to idle summer time that can lead to participation in

destructive behaviors.

c. To expose students to new and challenging activities throughout their daily schedule.

d. To provide various guest speakers promoting character building: Fire Dept., Police

Dept., Greenville Family Partnership, Red Cross, etc.

e. To provide an opportunity for various community agencies and organizations to

provide programming to the students: Good News, mFuge, Library, Sheriff’s Dept.,

Red Cross, etc.

4. Youth Sports

a. Provide an opportunity for all children to participate in organized sports.

b. Youth will learn sportsmanship to increase character.

c. Youth will increase self-esteem.

d. Youth will learn team building skills.

e. Youth will learn social skills.

5. Adult Programming

a. To provide Open Gym time and other opportunities for young adults to maintain self-

esteem, positive socialization, participate in team building, and have fun.

b. To provide activities and classes for similar interests and schedules of adults:

basketball, exercise classes, volleyball, dance classes, and many more.

c. To provide opportunities to fellowship with other parents and/or time away from

children, i.e. parent’s night outs.

6. Senior Program

a. To provide a better quality of life for seniors through recreation, fellowship, and

information.

b. To provide activities for a healthier life: i.e. exercise class to fight arthritis, walking

programs to increase mobility, access to healthy meals, games and arts projects to

promote mental health

c. To provide vital information through various guest speakers: AARP, Voter

Registration, VITA Tax Assistance, Medicaid/Medicare, Greenville Hospital System,

St. Francis, etc.

d. To provide opportunities to travel at a moderate cost.

7. Special Events

a. To provide diverse, quality programs that incorporate all segments of the community

in one setting.

b. To provide participants with the opportunity to travel to places they might otherwise

not get to go.

c. To celebrate holidays, special occasions, and other significant events relating to the

community.

d. To provide opportunities for the community to come together for support as well as

fun and fellowship.

8. Community Outreach

a. To provide space for community meetings for residents to become involved, voice

concerns, and promote socialization among neighbors.

b. To provide staff representation at meetings to inform the community of center

activities and receive feedback.

c. To assist in coordinating Community Special Events: National Night Out,

Community Prayer Breakfast, and other community sponsored events.

9. Rentals

a. Provide clean, well-kept facilities, addressing facility maintenance and housekeeping

issues in a timely and efficient manner prior to rental times.

b. Coordinate with Rental Organizer to ensure needs are met in the following areas: access

to facility, access to equipment needed, and understanding the policies and procedures of

the rentals

c. Provide trained, competent, polite staff to assist with group needs during their rental and

oversee compliance of rental guidelines.

d. Ensure rental groups have a positive experience and consider GCDPRT facilities for

future rental needs.

No Exhibits


6.3 Program Evaluation Standard: Programs shall be evaluated regularly and systematically based on stated program

objectives.

Commentary: Program evaluations should be an integral part of the program planning process and should

clearly document the extent to which objectives are met. The agency should consider an

analysis of data collected from program evaluations in planning for programs.

Suggested Evidence of Compliance: Provide examples of completed program evaluations with analyses.


Greenville County Parks, Recreation and Tourism regularly surveys program participants to

continually update and upgrade the quality of service delivery. The Clemson University Parks,

Recreation and Tourism Management Department is utilized to design survey instruments and

analyze the collected data. See Exhibits 6.3 for complete survey samples.


Exhibits - 6.3 Program Evaluation


6.4 Outreach to Underserved Populations Standard: The agency shall proactively extend programs and services to residents who may be

underserved in the community.

Commentary: Parks and recreation programs and services shall be available to all residents regardless of

income, cultural background, geographic location, age or ability level. To encourage

participation in parks and recreation programs and services, agencies shall identify and

address barriers that may limit access by special populations in the community. For instance,

financial barriers may be addressed through reduced fees and scholarships. Geographic

barriers may be addressed through provision of transportation services or replication of


programs at more convenient locations throughout the community. Language and cultural

barriers may be addressed by use of interpreters or employment of staff that reflect the

cultural diversity of the community. Agencies may offer inclusion support services to ensure

access to programs and services for people of all abilities.

Suggested Evidence of Compliance: Identify underserved populations (provide methodology and data

used for this analysis), describe specific barriers within the community that limit participation

and provide examples of outreach programs and services offered by the agency to meet the

needs of this population.


Greenville County Parks, Recreation and Tourism seeks to engage and offer numerous outreach

opportunities to the underserved populations. Most of the community centers are located in

economically disadvantaged areas and the Department has full-time therapeutic recreation

programming staff. The methodology used to base the Summer Camp Scholarship need is a

letter from the Greenville County School District verifying that the child is on free or reduced

lunch. The data collected to base a Camp Spearhead Scholarship is a part of the Application

process Senior programs are held in partnership with Senior Action and data is collected through

their Assessment form. See Exhibits 6.4

Specific barriers that limit participation include finances and transportation. To minimize these

barriers GCPRT offers scholarship programs to assist with financial issues and also partners with

other organizations, such as Senior Action, to help provide meals. GCPRT assists with

transportation needs by picking up and taking home seniors for our daily programs. Another

program that reaches the underserved is our Outreach Swimming Lessons. This is a free

program to our summer day camp participations at our community centers. We transport the

children from the center to the swimming pool for free swimming lessons. Funding for the

lifeguards is provided through a partnership with SafeKids (a program of the Greenville Health

System).

Example of the Department’s outreach efforts are, but are not limited to: See Exhibits 6.4

Camp Spearhead – residential camp for youth and adults with disabilities.

Camp Courage – residential camp for youth with cancer.

Therapeutic Recreation Weekend Program (20 events annually).

Senior programming at community centers and the aquatic center.

Summer Day Camp scholarships for economically disadvantaged youth.

Outreach Swimming Lessons.


Exhibits - 6.4 Outreach to Underserved Populations



6.5 Scope of Program Opportunities Standard: The agency's programs shall provide opportunities in all program fields for various

proficiency levels, ability, socio-economic levels, racial and ethnic backgrounds, ages,

and gender in accordance with the agency's statement of mission.

Commentary: The agency should take into consideration the total community offerings. Some

opportunities may be offered by other community agencies, both private and public. Also,

opportunities do not have to be available all at the same time, as there may be a multiyear

rotational plan and seasonal considerations. Opportunities for levels of proficiency may be

made by offering skills instruction, clubs, leagues, tournaments, theater groups, etc., for

different levels of ability. In offering opportunities from each of the program fields, there

should be special consideration given to those, which emphasize appreciation, understanding,

and development of skills.

Suggested Evidence of Compliance: Provide a matrix or listing of programs by fields, demonstrating

clearly how the agency provides for opportunities for various proficiency levels, socio-

economic levels, racial and ethnic backgrounds, ages, and genders.


Greenville County Parks, Recreation and Tourism programs and services are created to

accomplish our mission – “To be a leader in providing diverse, dynamic, ever-improving

recreation opportunities in a sustainable manner”; which is carried out by meeting the needs and

preferences of the citizens we serve. Programs are offered to serve all age groups and skill

levels. GCPRT invites all Greenville County residents to participate in its programs and facilities

regardless of race, color, religion, sex, national origin, or disability. Scholarship opportunities

are available. See Exhibits 6.5.a - f for a sample of the scope of programs offered.


Exhibits - 6.5 Scope of Program Opportunities


6.6 Selection of Program Content Standard: The selection of program content, specific activities, and opportunities shall be based

upon an understanding of individual differences and the culture of the community.

Commentary: There should be a system of progression for activities based upon the abilities of the

participants. Program content should provide for individual differences of interests, abilities

(mental, social, physical), background experiences, etc. Activities selected should be suited

to and contribute toward fulfillment of the basic physical, emotional, social, and intellectual

requirements of individuals. Unique characteristics of different populations within the

community should be identified and related to the selection of activities. In selecting

activities, local resources and cultural characteristics should be capitalized upon. Program

content should be related directly to stated objectives of the specific program.

Suggested Evidence of Compliance: Provide a list of program activities and describe how individual and

cultural interests were considered.



Greenville County Parks, Recreation and Tourism recognizes the diversity of the area population

and seeks to provide programs and services that all can utilize and enjoy. Our content selection is

driven primarily by public feedback, community preferences, staff capabilities, resource

availability and facilities capabilities.

Program content selections are based on the following, but are not limited to: See 2.0 Planning

Parks and Recreation Needs Assessment

Statistical Data from trends analysis and demographic information

Requests received from the public

Evaluation forms and summaries

Analysis of similar agencies and providers

Networking and information-sharing with other local, state and national professionals

Regular park patrons


6.6 Community Center Programs – Through Parent Meetings, Community Meetings, and daily

interaction with families and children, programs are determined based on need and desire. In the

After-School Programs, we partner with United Way in providing a well-rounded program.

After homework time, we have tutors to work individually with the children based on their

intellectual levels and needs. After homework time, we offer stations where the children can

rotate between a variety of experiences to meet their individual and cultural interests.

Programs include: After-School, Summer Day Camps, Youth Football, Cheerleading,

Karate, Youth and Adult Basketball, Senior Programming, Field Trips, Open Gym, Zumba

Classes, Exercise classes, Girl Scouts, Boy Scouts, Teen Mentoring, Library presentations,

Greenville Family Partnership classes, Special Events, Dance classes, and more.

6.6 Athletic Programs – Athletic Programs are determined from customers’ interests and

community needs. Evaluations are conducted after each season to make adjustments for the

following season based off of the customer’s interests. Inquiries are welcome from the public for

future programming. GCPRT evaluates what other agencies in the Greenville County

community are offering as well. Within our athletic programs, there are a variety of skill levels

and progressive opportunities are available.

Programs include Youth Football and Cheerleading, Youth and Adult Soccer, Little

League Baseball and Softball, Youth and Adult Flag Football, Youth Lacrosse, Youth and Adult

Ice Hockey, Youth and Adult Swim Teams, Youth and Adult Ice Skating, Swim Lessons,

Curling Club

6.6 Therapeutic Programs – Through interests from the public as well as continuous

evaluations by our staff and customers, programs are determined and evaluated. GCPRT works

closely with our families to stay in touch with their needs. We work closely with Special

Olympics and other organizations to facilitate programs. Through Special Olympics, athletes are

http://greenvillerec.com/2-0_planning

able to progress in their skills and level of competition (see below in Special Olympics

Basketball Skills).

6.6 Special Events – Program evaluations and determinants are based on community and family

needs and interests. Evaluations are conducted after each event. Needs are also determined thru

Community Assessments.

Programs include Senior Sports Classic, 3v3 Senior Basketball Tournament, Hershey’s

Track and Field Meet, Senior Walks, Scottish Games, Waggin in the WaterPark, Touch a Truck,

Enchanted Tracks, Turkey Trot, and Summer Day Camps


Exhibits – 6.6 Selection of Program Content


6.7 Community Education for Leisure Standard: The agency should have a function to educate the community on the benefits, values,

and impacts of leisure services.

Commentary: Education of leisure should be continuous and operational in nature. It should directly

educate the residents about the benefits, value, and impacts of the leisure services provided

by the agency, and the positive impacts that parks and recreation can have on society.

As practitioners, a program should be developed that educates the public about the sometimes

subtle and intrinsic benefits that leisure time, and participation the recreation activities

provide.

Examples may include:

• Working with local schools to develop a class, or create a class within the agency’s program

regarding the benefits.

• Developing community presentations regarding the benefits and present at community

functions.

• Creating a “benefits” video to air on the agency’s cable TV channel.

• Organizing and categorizing agency publications according to the benefits associated with

the programs.

• Including benefit statements in the program description so that the consumer would see how

he or she would gain from participating in the program.

• Including the question of “How have you benefited from this program” in participant

evaluations, causing the participant to reflect up on the benefits of the program.

• Including the benefits of the departments’ programs and services in press releases and

public service announcements that are broadcast to the public through various media

channels.

• Conducting benefits-based program studies or demonstration projects.

Education of leisure services should occur in the practice of parks and recreation services.

Measurement of the efficacy of education efforts may be difficult, but a program should be in

place to supply this educational information to the public.


Suggested Evidence of Compliance: Provide examples of the methods utilized by the agency to educate

the community on the value, benefits, and impact of leisure services.


Greenville County Parks, Recreation and Tourism provides a diversified program of leisure education

opportunities to the community. Our initiatives are designed to educate the community about the

benefits, values, and impacts of leisure services on their lives and on the economic development of the

county.

Examples include, but are not limited to: See Exhibits 6.7

Sharing GCPRT facilities with local schools for P.E. and athletic games

Guest speakers to local civic clubs and organizations

The Greenville Rec website with RecTV videos

Non-competitive introduction youth athletic leagues like Try Hockey for Free

Program evaluations and analysis

Annual brochure of program offerings

News releases to the media about individual programs and facilities

News media conferences to make major announcements

Summer college student intern program

Greenways Master Plan and Videos

Economic Development videos of our Sports Tourism industry and the Swamp Rabbit Impact

Study


Exhibits – 6.7 Community Education for Leisure


6.8 Program and Service Statistics Standard: The agency should collect statistics on its programs and services for evaluation and

future program and service development.

Commentary: Statistical data should be collected that is useful to the agency, such as proportion of

constituents receiving services, number of participants registered and attending, number of

groups and sessions; demographics of the participants such as the age, sex, cultural

background, marital status, parental status, educational level, occupation, and length of time

in community.

Suggested Evidence of Compliance: Provide examples of statistics collected and how the agency utilizes

the data.


Greenville County Parks, Recreation and Tourism collects a variety of statistical data via our

RecTrac computer system, program and community surveys, attendance records, and financial

reports. This information is utilized in the program planning process, the long range planning

process, and comparisons with previous data to project trends.

Examples of this are:

http://greenvillerec.com/about-us/rec-tv

http://greenvillerec.com/ice-hockey

http://greenvillerec.com/about-us/2014-rec-guide


http://www.youtube.com/watch?v=4RLfMaJHpHo

http://www.youtube.com/watch?v=ccg86xH1JHo

http://www.youtube.com/watch?v=BH-NHMMp6uk

http://www.youtube.com/watch?v=BH-NHMMp6uk


Waterpark attendance monthly reports

Program registrations

Program evaluations

Event participant surveys

Revenue and expenditure monthly reports


Exhibits - 6.8 Program and Service Statistics



7.0 FACILITY AND LAND USE MANAGEMENT



7.1 Acquisition of Park and Recreation Lands Standard: The agency should have established policies and procedures for the acquisition of lands

for park, recreation, conservation, and historical-cultural purposes.

Commentary: This authority usually originates in state enabling acts, is delegated to local governments

and is implemented through local charters and ordinances. Lands may be acquired for park

purposes through purchase, acceptance of gifts and bequests, and on occasion, through right

of eminent domain. The utilization of lands may include joint use and cooperative agreements

and lease agreements with other entities. Because land costs rise rapidly as areas are

developed, planned acquisition is crucial. Acquisition of lands shall be for both current and

projected needs of the community and based on policy and planning.

Suggested Evidence of Compliance: Provide policy and procedures for land acquisition and the citation

of legal authority to acquire lands.


The purpose of this policy is to establish a clear procedure for park land acquisition to meet the

park and recreation need of existing and future residents of Greenville County. See Exhibits 7.1

Procedures:

Proposed park land acquisitions must coincide with the Greenville County Department of

Parks, Recreation and Tourism Comprehensive Plan and the Greenville County

Comprehensive Greenways Plan

The Department staff must prepare a full analysis including the pros and cons of the

acquisition. This includes land donations and bequest of land.

An environmental assessment and appraisal of the land must be completed by a third

party private professional.

The Department staff must prepare a written purpose statement for the land, a

development cost estimate, an estimated annual operating cost and an estimated revenue

projection.

All land acquisitions or gifts must be approved by the County Manager and adhere to

State Law.


Exhibits – 7.1 Acquisition of Park and Recreation Lands


http://greenvillerec.com/7-0-facility-land-management

7.2 Development of Areas and Facilities Standard: The agency should have established policies and procedures for the development of park

and recreation land and facilities.

Commentary: The need and use of land and facilities in relation to the current program goals of the

agency should be reviewed annually. The review should reflect a concern for optimum usage

and coordination with the total area and facility resources of the community. Applicable

open space and design standards should be considered.

Suggested Evidence of Compliance: Provide land development policies and procedures, with evidence of

annual review.


The purpose of this policy is to establish clear procedures for the development of park and

recreation areas and facilities for the existing and future residents of Greenville County.

Policy and Procedures:

The proposed development of park and recreation areas and facilities must coincide with the

Greenville County Parks, Recreation, and Tourism Comprehensive Plan and the Greenville

County Comprehensive Greenways Plan

The Department staff or private professional must prepare:

A full analysis including the pros and cons of the development.

A full analysis of Best Practices.

A list of competing public and private similar developments.

A concept plan and other details as necessary to visually explain the proposal.

A budget for the construction of the development.

An annual operating budget and estimated revenue projections.

All park and recreation developments must be approved by the Department Director and if

deemed necessary by the County Administrator.


Exhibit – 7.2 Development of Areas and Facilities

Reviewed and Approved: 11-19-13



7.3 Defense Against Encroachment Standard: The agency should have procedures for protecting park and recreation lands and

facilities from encroachment.

Commentary: Proper planning often requires the acquisition of lands for park and recreation purposes

well in advance of the community's need for full development of programs and facilities.

During this interim period, particularly, there may be encroachment pressures for both public

and private purposes. Vigilance and determination are needed to preserve and protect the

long-term public interest in these areas. If areas held in reserve are used and publicized for

"use as trails, primitive camping, wetlands, etc.," the community will recognize them as

recreation (i.e. natural resource areas, property boundaries) and help resist encroachment.

The procedures should include progressive steps to address escalated encroachment issues.

Suggested Evidence of Compliance: Provide the procedures regarding defense against encroachment.


Greenville County Parks, Recreation, and Tourism seeks to be a good neighbor to adjoining

property owners and at the same time protect the public park land from encroachment.

Procedures have been established to guard against encroachment.

Typical Examples of Park Land Encroachment are:

1. Neighbor extends their backyard landscaping on to the adjoining park land.

2. Neighbor uses the adjoining park land as a dump for grass clippings and other garden

waste.

3. Neighborhood youth build a tree house in a park land tree.

4. Neighbor parks their RV or boat on adjoining park land.

5. Neighbor uses adjoining park land for a trampoline and play equipment.

6. Neighbor cuts a trail from their property into the park.

7. Neighbor builds storage building on adjoining park land.

8. Neighbor removes vegetation from adjoining park land.

Procedures to Defend Against Park Land Encroachment:

1. Boundary medallions should be installed and maintained on trees at or just inside the

known boundary. The spacing of medallions should be such that the next one can be seen

in both directions when standing at one.

2. An annual boundary GIS survey should be done of all parks that have land encroachment

potential.

3. The staff will conduct a wintertime walking survey of all parks boundaries that GIS

indicates possible land encroachment.

4. The staff will conduct a walking survey of all encroachments that are reported.

5. All encroachments are digitally photographed and discussed with the Director of Parks.

6. The Director of Parks should refer all major encroachments to the Department Director.

7. On minor encroachment, the Director of Parks will notify the encroaching adjoining

property owner by mail and give a sixty day notice to remove the encroachment.

8. After the sixty day notice the park staff will again survey and photograph the

encroachment in question.

9. If the encroachment has been remediated, the Director of Parks will communicate with

the property owner our appreciation for their assistance.

10. If no remediation has occurred the encroachment should be referred to the attention of the

Department Director and a park staff must personally visit the property owner to explain

the action needed to remediate the situation and a new deadline for corrective action

should be given.

11. Immediately after the second deadline the staff will again survey and photograph the

encroachment site and notify the Director of Parks.

12. If the remediation has not occurred the Department Director is informed and future action

including referring the encroachment to the County Attorney for legal action is discussed.

13. Upon receipt of the attorney’s advice the Department Director will determine what

additional action is needed.

14. All communications with the encroaching property owner and staff survey notes and

photographs shall be filed for future reference.


Exhibit - 7.3 Defense Against Encroachment



7.4 Disposal of Lands Standard: The agency should have established procedures regarding the disposal of park and

recreation lands.

Commentary: From time to time demographic shifts may change the need for recreation services in

certain geographic districts. Need for greater public interests, such as interstate highways,

may make it necessary to dispose of park lands in specific areas. In such cases negotiations

should insure that the public recreational benefits are not diminished. In many communities

the park and recreation departments receive cash and land to provide similar facilities in

another location within the community service area. Such disposal should be in accord with

the comprehensive plan. In many jurisdictions, law requires a referendum before the local

government may sell park, cemetery, riverfront, or waterfront property. Such legislative

requirements safeguard the community interests from short-term political decisions base on

expediency while allowing negotiation of long-term benefits.

Suggested Evidence of Compliance: Provide the disposal of park and recreation land procedures.


Whenever Greenville County Parks, Recreation and Tourism finds that any land under its control

cannot advantageously be used for current or future park purposes; the staff is authorized to

investigate disposal of such lands and give the Department Director a recommendation. The

Department Director can recommend disposal to the County Administrator and if approved the

land will be defined as “Surplus Property” and disposed of by the Greenville County

Procurement Department. See Exhibits 7.4 for policies and laws.



Exhibits – 7.4 Disposal of Lands



7.5 Maintenance and Operations Management Plan Standard: There shall be an established maintenance and operations plan for management of the

agency's park and recreation areas, facilities, and equipment.

Commentary: Parks and portions of large parks shall be identified according to the intended use of the

area, ranging from heavily used and highly developed areas to the large meadows and

wooded vistas that act as buffer zones and provide some sense of solitude. Each of these

areas shall be assigned an appropriate set of maintenance standards including both

recommended frequency and acceptable quality.

Suggested Evidence of Compliance: Provide the current maintenance and operations management plan.


Greenville County Parks, Recreation and Tourism developed the Maintenance and Operations Plan in 2010. The plan is used as a guide of maintenance and operation functions and as a training component in the development of maintenance and operation staff. The plan was revisited, reviewed, and given final approval on 3/18/14. Documentation of Evidence: Exhibits – 7.5 Maintenance and Operations Manual Agency Self Review: Met Not Met

7.5.1 Facility Legal Requirements Standard: There should be a regular review of legal requirements related to facilities, such as

licenses, sanitary regulations, fire laws, and safety measures, and inspections of

adherence thereto.

Commentary: Special attention should be given aquatic facilities, child care facilities, concessions,

kitchens, and zoos.

Suggested Evidence of Compliance: Provide a list of facilities, including date of last review and

inspection.


Greenville County Parks, Recreation and Tourism annually reviews the legal requirements

related to facilities, the in-house inspection schedules and staffing training requirements. Below

are the facilities operated by GCPRT that require licensing or permitting.



GCDPRT Facility License/Permitting Agency

Aquatic Facilities S.C. Dept of Environmental & Health Controls

1. Discovery Island (SCDEHC)

2. Seventh Inning Splash

3. Otter Creek

4. Pleasant Ridge Camp

5. Westside Park

------------------------------------------------------------------------------------------------------------

Concessions SCDEHC

1. Discovery Island Water Park

2. Seventh Inning Splash

3. Otter Creek Water Park

------------------------------------------------------------------------------------------------------------

Pleasant Ridge Camp Kitchen SCDEHC

------------------------------------------------------------------------------------------------------------

Pleasant Ridge Camp S.C. Dept. of Disabilities and Special Needs + (future

ACA)

------------------------------------------------------------------------------------------------------------

Pavilion Train S.C. Dept. of Labor, Licensing and Regulations

------------------------------------------------------------------------------------------------------------

Park Pesticide License Clemson University Agriculture Extension Service

------------------------------------------------------------------------------------------------------------

Child Care Facilities None

------------------------------------------------------------------------------------------------------------

Fire Extinguishers and Monthly In-House and Annually by Private

Kitchen Hoods Contractor

------------------------------------------------------------------------------------------------------------

All above are inspected annually. Buildings, parks and playgrounds are all inspected monthly.

See Examples in Exhibit 7.5.1


Exhibits – 7.5.1 Facility Legal Requirements



7.5.2 Preventive Maintenance Plan Standard: There should be a comprehensive preventive maintenance plan, which incorporates a

preventative program for each facility that includes regularly scheduled systematic

inspections and detailed safety checks.

Commentary: Special attention should be given to playground equipment, aquatic facilities, pedestrian

ways, etc.


Suggested Evidence of Compliance: Provide the preventative maintenance plan and examples of facility

preventative maintenance programs with completed inspections and safety checks.


Greenville County Parks, Recreation and Tourism staff developed a Preventive Maintenance

Plan in 2012. The plan is used as a guide for maintenance activity and part of employee training.


Exhibits - 7.5.2 Preventive Maintenance Plan


7.5.3 Recycling Standard: There should be a recycling program for park and recreation facilities as well as the

agency’s administrative offices.

Commentary: The recycling program should include all major products suitable for recycling in the given

region with an emphasis on making the recycling process easy and convenient for park and

recreation users. The program should also include an educational component for both users

and employees.

Suggested Evidence of Compliance: Provide description of the recycling program for facilities and

administrative offices.


Greenville County Parks, Recreation and Tourism promotes recycling at park locations and

facilities that produce the largest yields of recyclable goods. High yield locations are generally

major indoor facilities like community centers and the Administrative Office, plus concessions

during the seasonal operation.

Efforts to encourage recycling in the parks and at special events have encountered resistance

with the park users contaminating recycle containers with trash. Separation is man-hour

intensive. GCPRT encourages recycling through example, education and public awareness.

The Administrative Office, Pavilion and Community Centers recycles:

Office paper

Newspaper

Cardboard

Glass

Aluminum Containers

Plastic Containers

Printer Toner Cartridges

Water Park & MeSA Concessions recycles:

Plastic Containers

Cardboard


Park Maintenance Operation recycles:

Vehicle Tire

Vehicle Motor Oil

Parks serves as Christmas Tree recycling drop off locations

Riverbend Equestrian Facility recycles stable sweepings into compost

Pleasant Ridge Camp and Conference Center composts kitchen waste.

MeSA Soccer Complex recycles storm water run-off for irrigation water.

Pelham Mill Dog Park is designed to use “purple water” (treated sewer water) from the sewer

treatment plan for irrigation once permitted.

Special Events partner with Greater Greenville Sanitation Commission to provide recycling

containers


Exhibit – 7.5.3 Recycling



7.6 Fleet Management Plan Standard: The agency should have an established fleet management plan comprised of an

inventory and maintenance schedule of all vehicles and other major equipment, annual

inspections, and a replacement schedule.

Commentary: The plan should include a current inventory of vehicles and other major equipment,

regularly scheduled preventative maintenance, documented safety inspections of equipment,

records of repair and maintenance of vehicles and equipment, and a replacement schedule of

vehicles and other major equipment for the agency.

Suggested Evidence of Compliance: Provide fleet management plan.


The Department follows the Greenville County Administrative Directive Regarding Use of

County Vehicle and their replacement schedule for vehicles. The Greenville County Vehicle

Policy and the equipment Management System combine to serve as the GCPRT Fleet

Management Plan. See Exhibits 7.6


Exhibits – 7.6 Fleet Management Plan




7.7 Agency-Owned Equipment and Property Standard: There should be policies and procedures for the management of and accountability for

agency-owned equipment and property.

Commentary: Equipment and property policies and procedures should include the purchase and

distribution to authorized persons, proper training of appropriate personnel in use of

equipment, safe and secure storage of equipment, and maintenance of all equipment in

operational readiness and working order. Such property includes supplies, materials, tools,

expendable items, vehicles, installed and mobile equipment, and personal wear items used by

agency personnel, etc.

Suggested Evidence of Compliance: Provide policy and procedures regarding agency-owned equipment

and property.


Greenville County Parks, Recreation and Tourism has an Agency-Owned Equipment and

Property Policy.


Exhibit – 7.7 Agency-Owned Equipment and Property



7.8 Natural Resource Management and Environmental Stewardship Standard: There shall be environmentally sound policies and procedures that are integral to all

operations.

Commentary: Policy and procedures are needed to address environmentally unique areas, wetlands,

riverbanks, and woodlands valuable for erosion control, nature study, wildlife habitat, water

supply reservoirs and water recharge areas. Critical elements include species selection for

trees and shrubs, integrated pest management, knowledge of plant succession communities,

and woodland ecology.

Even if the agency does not own or control the natural resource, there shall be procedures to

ensure environmental stewardship. The agency should work with other agencies to meet and

promote environmentally sound standards.

Suggested Evidence of Compliance: Provide the established policies and procedures.


Greenville County Parks, Recreation and Tourism has developed a Natural Resources

Management and Environmental Stewardship Policy and final approval was given 3/18/14.


Documentation of Evidence: Exhibits - 7.8 Natural Resource Management and Environmental Stewardship


7.9 Environmental Sustainability Standard: The agency should have an established environmental sustainability policy that

addresses energy conservation, environmentally preferable purchasing, water

conservation/quality protection and sustainable design/construction of buildings and

facilities.

Commentary: Parks and open spaces are essential green infrastructure providing carbon reducing

landscapes that help clean our air and water, recharge aquifers and reduce storm water runoff.

As stewards of these public spaces, parks and recreation agencies should set the example for

environmental stewardship by employing best practices in environmental sustainability

related to energy use, water management and consumption, product selection and facility

design.

Suggested Evidence of Compliance: Provide the agency’s environmental sustainability policy and

examples that demonstrate its implementation.


Greenville County Parks, Recreation and Tourism have developed an Environmental

Sustainability Policy and list of examples.


Exhibits - 7.9 Environmental Sustainability


7.10 Maintenance Personnel Assignment Standard: The agency should have procedures for the assignment of competent personnel with

clearly defined duties for routine maintenance, repairs and minor improvements,

general cleanliness and overall attractiveness of areas, facilities, and equipment.

Commentary: Effective maintenance of grounds and facilities requires the selection, training, and

supervision of workers in a wide variety of tasks ranging from seasonal laborers to skilled

trades. Supervisory staff must be able to focus on maintenance management, such as

workload control, as well as supervise the technical details of maintenance work.

Suggested Evidence of Compliance: Provide examples of methods used by the agency to assign staff.


The assignment of Greenville County Department of Parks, Recreation and Tourism

maintenance personnel shall be in accordance with the operational needs of the Department. The



assignment or transfer of maintenance personnel is a management function vested in the

Department Director or their representative. i.e. the Parks Director.

Assignments are required to perform the work and depend on several interrelated factors

including the type of work to be done, the availability, experience and proximity of personnel,

equipment and material resources.

The Department computer system currently does not have the data or analysis systems to make

assignments and therefore; the judgment, prior experience and current factors influence the

decision of the Park Management Team. This requires the Team to predict individual or group

performance and determination of the optimal allocation.

The Department Parks Division is broken into four basic bureaus:

1. Park Maintenance & Development - 32 FT employees

North Sector – 12; South Sector – 7; Central – 7; Turf - 2 & Landscaping - 4

2. Building Maintenance – 3 FT employees

3. Administration, Planning and Project Management – 4 FT employees

4. Gatekeepers – 9 Permanent Part-time employees

5. Seasonal – 19 employees

6. Prisoners – as available

The Park Maintenance and Development Bureau plus the Building Maintenance Bureau staff is

generally assigned in two and three staff member crews, but the assignment of a single staff crew

such as athletic field mowing often occur.


Exhibit – 7.10 Maintenance Personnel Assignment


7.11 Capital Asset Depreciation and Replacement Standard: The agency should have an established depreciation and replacement schedule for all

park and recreation capital assets.

Commentary: Capital assets including buildings, facilities, and equipment have predictable life cycles

that should be recognized in schedules that identify the useful life of each element and the

associated costs of replacement. Replacement costs may be reflected in annual depreciation

or a lump sum at the end of the element’s useful life. Replacement schedules for buildings,

site improvements and fixed equipment typically include a number of components, each

having their own predictable life. Whereas, replacement schedules for mobile equipment

(beyond routine preventive maintenance) and computer hardware generally anticipate

replacement of the entire unit. Capital asset depreciation and replacement schedules,

including projected costs of replacement, should be reflected in the agency’s financial plan.

Suggested Evidence of Compliance: Provide the capital asset depreciation and replacement schedule.



The Department utilizes the Greenville County Equipment Management procedure for vehicles

and the Department Replacement Schedule for motorized maintenance equipment plus park

amenities.


Exhibits – 7.11 Capital Asset Depreciation and Replacement



8.0 PUBLIC SAFETY, LAW ENFORCEMENT AND

SECURITY



8.1 Laws and Ordinances Standard: Public safety and law enforcement within parks and recreation areas and facilities shall

be governed by laws and ordinances, some of which may be enacted specifically for the

control and management of parks and recreation areas and facilities.

Commentary: These laws and ordinances provide the foundation for controlling activities and behavior

within the jurisdiction of the agency. General municipal codes, laws and ordinances and state

and federal laws are applicable to parks and recreation areas and facilities. However, these

laws generally have broad application and lack specificity as they relate to the control and

management of parks and recreation areas and facilities. Special laws and ordinances may be

enacted to specifically address and guide public use and behavior and may delegate authority

to issues and enforce permits, licenses, rules and regulations applicable to parks and

recreation areas and facilities. Specific municipal codes, laws and ordinances shall be posted

or readily available to park patrons.

Suggested Evidence of Compliance: Provide documentation of the prevailing laws, ordinances and codes

that pertain specifically to areas and facilities under the jurisdiction of the agency including

documentation of approval.


Greenville County Parks, Recreation and Tourism (GCPRT) does not utilize Park Rangers or Park Police;

instead it gives legally mandated powers and jurisdictional authority to the Greenville County Sheriff’s

Office.

GCPRT has a number of policies that help guide and control activities and behavior. Examples include:

See Exhibits 8.1.a

Sheriff Patrol on Swamp Rabbit Trail

Swamp Rabbit Trail Ordinance

Policy for Dogs in Parks

Fishing Rules & Regulations

Metal Detecting Excavation Permits

General Park Rules and Conditions of Use

Policy for use of motorized wheelchairs in No Motor Vehicles areas.


Exhibits 8.1 – Laws and Ordinances

Reviewed and Approved 2-24-14 Ty Houck


http://greenvillerec.com/8-0-public-safety-law-enforcement-security

8.2 Authority to Enforce Laws by Law Enforcement Officers Standard: The authority of Law Enforcement Officers to enforce laws and ordinances pertaining

specifically to activity within parks and recreation areas and facilities shall be clearly

established to ensure that enforcement actions are upheld.

Commentary: Enforcement of laws and ordinances within parks and recreation areas and facilities is

vested with law enforcement officers. These law enforcement officers may be employed by

the agency (such as park rangers or park police) or be provided by a local law enforcement

agency. The authority to enforce laws and ordinances within parks and recreation areas and

facilities must be established through assignment within the agency, by contract(s) with

another agency or by policy of the general government policy board.

Suggested Evidence of Compliance: Provide documentation that establishes the authority of law

enforcement officers to enforce laws and ordinances within the agency’s jurisdiction.


S.C. Code Ann. § 23-13-70 establishes the authority of the Greenville County Sheriff and his deputies to

patrol the entire county for which he is elected. GCPRT posts signage as needed in our park facilities

stating that the Greenville County Sheriff’s Office has jurisdiction to enforce the laws of the county, state

and country within GCPRT properties.



8.3 Law Enforcement Officer Training Standard: Law enforcement officers with the authority to enforce laws within areas and facilities

under the jurisdiction of the agency must have proper training in order to carry out

their roles and responsibilities.

Commentary: Law enforcement officers may or may not be employed by the agency, but someone needs

to have the authority to enforce laws in parks, recreation areas and facilities. These law

enforcement officers must participate in structured training programs to assure proper

execution of their duties. Applicable training updates and refreshers are critical in

maintaining quality law enforcement services.

In many instances, the park and recreation agency relies on the services of law enforcement

officers from other jurisdictions or departments within the governmental subdivision. These

law enforcement officers should through the requirements of their respective law enforcement

agency receive proper training.

Suggested Evidence of Compliance: Provide examples that the current training program for law

enforcement officers having jurisdiction within the parks and recreation agency includes the

full scope of responsibility and provides for ongoing training updates.



Greenville County Parks, Recreation and Tourism utilizes the Greenville County Sheriff’s Office for all

law enforcement functions. Therefore, the Sheriff’s Office controls the training program for all deputies

in a professional and responsible manner. In addition to the Sheriff’s Officer training, GCSO and GCPRT

partner together to send the 3 motorcycle officers that patrol the Swamp Rabbit Trail to an annual

Statewide training conference. This conference help officers maintain and improve vital skills of handling

their vehicle at slow speeds and in narrow areas to ensure proper service on the trail. See Exhibits 8.3.a-b


Exhibits 8.3 – LEO Training


8.4 Public Safety and Law Enforcement Role of Agency Staff Standard: Agency staff has a role in educating and informing patrons of laws, ordinances, rules

and regulations that apply to parks and recreation areas and facilities. This role and

level of authority shall be established through policy directive.

Commentary: Regardless of whether the agency employs law enforcement officers or contracts for law

enforcement services, agency staff has a responsibility to educate patrons on the proper use of

parks, recreation areas and facilities. Agency staff is the first line to redirect behavior in an

effort to gain compliance with ordinances, rules and regulations. Agency staff must

understand that when patrons fail to comply with laws and ordinances, enforcement of these

laws and ordinances thereby becomes the responsibility of the sworn law enforcement

officers.

Suggested Evidence of Compliance: Provide documentation that defines the role of agency staff in public

safety and enforcement of laws, ordinances, rules and regulations.


Greenville County Parks, Recreation, and Tourism has developed policies and procedures

defining the role of staff in their role to uphold park rules and law enforcement on park property.

This expectation is shared with all staff at mandatory employee orientation.

See Exhibits 8.4


Exhibits 8.4 – Public Safety and Law Enforcement Role of Agency Staff

Reviewed and Approved: 3-19-14 Ty Houck


8.4.1 Staff Liaison to Law Enforcement Officers Standard: There should be formalized liaison assignments for agency staff to the official law

enforcement officers providing public safety and law enforcement service to the agency.

http://www.gcso.org/history.php



Commentary: Agencies having law enforcement officers on staff such as park police or park rangers

generally have established roles based on the agency’s organizational structure and

relationships defined through job descriptions and position assignments. For agencies relying

on the services of law enforcement officers from other jurisdictions or departments within the

governmental subdivision, it is essential that formalized liaison relationships be established

between agency staff and the official law enforcement organization. Multiple staff within the

agency may have assignments based on organizational roles and responsibilities. In any

event, the liaison assignments should be clearly documented.

Suggested Evidence of Compliance: Provide current documentation formalizing the liaison assignment(s)

to agency staff with the law enforcement authority responsible for enforcement of laws and

ordinances within the parks and recreation areas and facilities.


A formalized liaison relationship with the Greenville County Sheriff’s Office has been

established. The original official agreement began in 2010 and has been updated in 2014 for

change in staff and change in the Department’s legal status.


8.4.2 Public Safety and Law Enforcement In-Service Training for Staff Standard: Agency staff should understand their role in public safety and law enforcement and

relationships with law enforcement officers having jurisdiction within parks and

recreation areas and facilities.

Commentary: In-service training for agency staff on their role, responsibility and relationship to law

enforcement officers is critical to assure appropriate response to public safety needs. In-

service training should be extended to front line staff such as lifeguards and park attendants to

assure that they are fully prepared to respond to law-enforcement incidents.

Suggested Evidence of Compliance: Provide current documentation of in-service training for agency staff,

defining their role in public safety and law enforcement.


In the December 6, 2012 paychecks of all GCPRT employees, the attached statement was

enclosed and is now part of the New Hire – employee handbook. See Exhibit 8.4.2.a-b


Exhibit – 8.4.2 – Public Safety and Law Enforcement In-Service Training for Agency Staff



8.4.3 Handling of Disruptive Behavior Standard: There should be established procedures prescribed for agency staff for response to

disruptive behavior at agency areas and facilities.


Commentary: The agency should define the role of staff in response to disruptive behavior. Procedures

should identify staff’s role in education of patrons, intervention when an incident occurs,

documentation of behavior and delineation of law enforcement roles in handling behavioral

issues.

Suggested Evidence of Compliance: Provide current procedures regarding handling of disruptive

behavior.


Greenville County Parks, Recreation and Tourism has developed procedures on how the staff should

handle disruptive behavior.


Exhibit – 8.4.3 - Handling of Disruptive Behavior


8.4.4 Traffic Control, Parking Plans, and Crowd Control Standard: Large-scale events hosted or facilitated by the agency require planning and coordination

of traffic, parking and crowd control should be coordinated with the official law

enforcement agency having jurisdiction over the affected areas.

Commentary: Large-scale events hosted by the agency or authorized by permit to a third party should

address traffic control, parking and crowd control. Plans should specifically define the role of

the event sponsor, agency staff, the law enforcement agency and traffic layouts of the venue,

traffic routes and personnel assignments.

Suggested Evidence of Compliance: Provide evidence that illustrates the coordination of traffic control,

parking plans and crowd control for activities and events hosted or facilitated by the agency.


Greenville County Parks, Recreation and Tourism has developed policies and procedures to address

emergency planning and general crowd control for recreation activities. The GCPRT staff is trained to

handle a variety of emergencies such as: severe weather, health emergencies, fire, and drowning.

GCPRT staff only handles vehicular traffic within the confines of the park. Greenville County Sheriff’s

Office deputies or local municipal Police Officers handle all traffic controls on public streets and roads.

There are special events that require vehicular traffic planning (1,500 or more participants/spectators).

With the S.C. Special Olympics and the Regional Soccer Tournaments at the MeSA Soccer Complex the

Greenville County Sheriff’s Office does the planning and implementation. GCPRT staff assists the

deputies as needed. See Exhibit 8.4.3.a


Exhibit – 8.4.4 - Traffic Control, Parking Plans, and Crowd Control





8.4.5 Handling of Evidentiary Items Standard: Procedures should be established that guide agency staff in the preservation and

handling of evidentiary items from discovery until transferred to the appropriate law

enforcement authority.

Commentary: Agency staff, in carrying out their duties and responsibilities, may discover contraband or

other evidentiary items that may be critical in law enforcement investigation and legal

prosecution. Procedures should be established in coordination with the appropriate law

enforcement agencies to define staff roles in ensuring that evidentiary items are preserved

until the proper law enforcement agency assumes command of the scene.

Suggested Evidence of Compliance: Provide the procedures defining the role and responsibility of agency

staff in the discovery, preservation and handling of evidentiary items.


Greenville County Parks, Recreation and Tourism has developed procedures related to preservation of

evidence at a crime scene. See Exhibit 8.4.5.a


Exhibit – 8.4.5 - Handling of evidentiary items


8.5 General Security Plan Standard: The agency shall have a comprehensive general security plan addressing all major

areas, buildings and facilities under its jurisdiction.

Commentary: The general security plan may be a compilation of security plans from each major area,

building or facility. Plans for each major area, building or facility should be available at each

site. At a minimum, these plans should include locking key systems and associated

assignments; alarm system and assignment of security codes; opening and closing

procedures; fire alarm and fire suppression systems; emergency evacuation procedures; and

critical incident response procedures. Hazardous or flammable materials storage areas are to

be clearly identified in plans and at each specific site. Signage at each site should be installed

in accordance with the unified signage system. To be effective, the security plan needs to be

updated annually or when a new area, building or facility is added or security systems are

modified or due to legislative changes.

Suggested Evidence of Compliance: Provide the agency’s general security plan with documentation

illustrating that it is reviewed annually and updated to reflect current conditions.


Greenville County Parks, Recreation and Tourism developed the General Security Plan in 2013. It serves

as a guide and training component for the agency staff. The plan was discussed with the Sheriff’s Office


representative and PRT staff and improvements were made. Final approval was given at the Division

Directors 3/18/14 staff meeting.

Also included are samples of our evacuation plans for building facilities and Gatekeeper Procedures.


Exhibits - 8.5 General Security Plan

Reviewed and Approved 3-19-14 - Ty Houck


8.6 Emergency Management Plan Standard: Park and recreation agencies, having roles in emergency management systems within

their local jurisdiction, should be aware of the applicable operations plan.

Commentary: Roles may vary depending on the scope of services provided by the agency and the

location of its areas and facilities. For agencies near large metropolitan areas or identified by

other means, being aware of the applicable operations plan may not be sufficient. In these

cases, the agency’s specialized staff, buildings and equipment may be integral to the plan and

may be deployed in the event of a large-scale emergency. The U. S. Office of Homeland

Security provides guidance and support for the preparation and maintenance of emergency

management plans.

Suggested Evidence of Compliance: Provide the applicable emergency management plan with the most

recent date of approval. If, due to security concerns, the emergency management plan is not

available for public review, acceptable evidence is the emergency management plan’s table of

contents.


Greenville County Parks, Recreation and Tourism developed the Crisis Management Plan in 2007. It was

reviewed as needed and updated officially in March 2014. The plan was renamed the Emergency

Management Plan and updated to reflect any changes in staff responsibilities, contact information and

other alterations. See Exhibits 8.6.a-b


Exhibit – 8.6 Emergency Management Plan



8.6.1 In-Service Training for Agency Staff Standard: Through the use of in-service training, agency personnel should understand their role in

ongoing security and emergency management.



Commentary: All staff have a role in security and emergency management. In-service training informs

staff of their role and defines specific procedures for routine operations as well as response to

critical incidents and emergencies.

Suggested Evidence of Compliance: Provide documentation of in-service training programs on general

security and emergency management, including a dated outline of the presentation topics and

a roster of participants.


The management of the various departments of GCPRT are responsible for developing their own

specialized on-going in-service training. An example would be the waterpark staff training.


Exhibit 8.6.1.a – In-Service Training for Agency Staff




9.0 RISK MANAGEMENT



9.1 Risk Management Plan Standard: There shall be a risk management plan reviewed on a regular basis which encompasses

analysis of risk exposure, control approaches and financial impact for the agency.

Commentary: A comprehensive risk management plan is essential to minimize legal liabilities and

personal injuries. A risk management plan analyzes the programs/services offered and

facilities/areas managed for personal injury and financial loss potential and identifies

approaches to handle such losses. It sets forth basic policies and procedures to manage the

identified risks.

The agency shall implement approaches for identification and control of risks based on the

specific needs of the agency. There is no prescriptive method for identification of all risks

suitable for all entities; the method and tools used will vary. Risk management is an on-going

process and its effectiveness must be systematically evaluated and adjustments made as

appropriate. Responsibilities must be assigned and structure set in place to implement an

effective plan.

The analysis shall include the direct costs (staffing, insurance, prevention) and indirect costs

(time lost from work by injured employees, damage to equipment and facilities, failure to

provide services and loss of income) of the agency’s risk management.

In some cases, the risk management plan and function may occur outside the park and

recreation agency by a higher government authority.

Suggested Evidence of Compliance: Provide the current risk management plan with the most recent

review date and approval by the proper authority.


The Risk Management function for Greenville County Parks, Recreation and Tourism is carried

out by the Deputy Director with the assistance of the Human Resources Director, the Parks

Director, and the GCPRT Employee Safety and Risk Committee. These employees identify

exposure to loss, apply risk control measures to protect property, safe guard human lives and

provide risk management training.

Safety awareness should be a primary function for all GCPRT employees in providing parks and

facilities for the public. The GCPRT Risk Management Plan outlines the policies and

procedures used for loss prevention and control.

See Exhibit 9.1.a and accompanying Exhibits mentioned in the Plan.

In addition to the department risk and safety efforts, Greenville County provides the overview

supervision of the risk and safety functions through their Risk Manager and Safety and Health

Coordinator.

Documentation of Evidence

Exhibits – 9.1 Risk Management Plan

Reviewed and Approved 3-18-14 – Gene Smith


9.1.1 Statement of Policy Standard: The agency should have a policy for risk management that is approved by the proper

authority.

Commentary: The policy entity for the agency must set the direction and give appropriate authority for

implementing operational practices and procedures for the parks and recreation agency.

Suggested Evidence of Compliance: Provide the risk management policy including indication of approval

by the proper authority.


Greenville County Parks, Recreation, and Tourism ‘s Risk Management policy is directed toward

identifying, reducing, and eliminating or managing those exposures and hazards that may

adversely impact the well-being of users of GCPRT parks, facilities and services, GCDPRT

employees, and GCPRT assets. The Risk Management policy applies to employees and

volunteers under the supervision of GCPRT.

The Risk Management policy is designed to preserve the assets and service capabilities of

GCDPRT from destruction or depletion by preventing or protecting GCPRT against the

consequences of accidental loss. It is a Department policy that elaborates on the Safety Policy of

Greenville County.


Exhibits 9.1.1 – Statement of Policy



http://greenvillerec.com/9-0-risk-management


9.1.2 Risk Management Operations Manual Standard: There should be a manual(s) of operating procedures for carrying out the risk

management plan, accessible to all agency personnel.

Commentary: Specific implementation procedures are important element in a risk management plan.

Guidelines for implementation of the procedures should be put together into a risk

management manual to provide an authoritative guide and immediately available reference

for all levels of employees. Not all employees need a full copy of the manual, but it should

be available, and pertinent aspects should be given to the employees in accord with their

responsibilities.

Particular attention should be given to national, state and local emergency plans and

procedures directed toward large-scale natural disasters, such as earthquakes, tornadoes,

hurricanes, forest fires, and floods, and include evacuation procedures, inventory and location

of equipment and materials, displacement plans for facility residents and activities, and

psychological aid for staff affected by emergency, etc. Plans also should be prepared for civil

disturbances, as well as emergency care both for special events with a large number of

attendees and for on-going activity in the parks and recreational facilities. Special

cooperative arrangements should be made with other public departments and agencies,

private contractors, and community organizations.

Suggested Evidence of Compliance: Provide the risk management operations manual and demonstrate

how employees of all levels are made aware of the aspects pertinent to their responsibilities.


Greenville County Parks, Recreation and Tourism has a Risk Management Operations Manual to

address risk and safety issues that will impact the staff and park and recreation users. The

manual is being designed to provide guidance in addressing the risk and safety issues with the

park and recreation system. A key component of the Plan is the GCPRT Crisis Management Plan

that covers most of the issues directly related to the Department. The plan was developed in

2007 and is being used while the plan is updated with the assistance of the Greenville

County Risk Manager.

During local and state emergencies, civil disturbance and natural disasters the Department, relies

on the Greenville County Sheriff’s Office and the Greenville County Emergency Management

Department for guidance as to how the Department can assist in the remediation of such

disturbances in our county.

GCPRT staff is aware of the manual through Risk and Safety training and the Risk and Safety

Employee Committee.

Examples:

GCPRT Community Centers used for food and emergency aid distribution

GCPRT Buses to assist in evacuation transportation

GCPRT staff and maintenance equipment to assist in clearing roadways of downed trees

under the direction of the Greenville County Roads and Bridges Department.


Exhibits 9.1.2 - Risk Management Operations Manual

Reviewed and Approved 3-18-14 Gene Smith


9.1.2.1 Accident and Incident Reports Standard: There should be established procedures for accident and incident reporting and analysis

of accident and incident reports.

Commentary: There should be an accident/incident report form, in addition to police, vehicle accident, or

insurance reports, which includes identification information (who), specific location of

accident (where), description of accident in terms of action of injured and sequence of

activity (what), possible preventative measures the injured could have taken, procedures

followed in rendering aid, and disposition. Data should be obtained in an appropriate manner

to support planned and coordinated accident prevention programs within the agency.

Accident/report forms should be available to all employees at all times. Incident reports also

must be made for such instances as disturbances, lost children, stolen items, vehicles break-

ins, traffic accidents, etc.

Suggested Evidence of Compliance: Provide the accident/incident form(s) and the procedures for

documenting and analyzing accidents and incidents.


Greenville County Parks, Recreation and Tourism utilizes the GCPRT Incident Report Form to

record details about any type of incident involving park and recreation services users, staff,

volunteers, traffic accidents, injury to employees, vandalism, and property and equipment

damage. Depending of the complexity of the incident additional information and statements may

be attached to the form. See Exhibit 9.1.2.1.a

Individual Incident Report Forms have been developed for specialty recreation facilities such as:

waterparks, the Pavilion, aquatic center, and Pleasant Ridge Camp and Retreat Center. See

Exhibits 9.1.2.1.b-g

The procedures for reporting are outlined in the GCPRT Safety and Health Manual - Accident

Investigation Policy. See Exhibit 9.1.2.1.h

In the case of personal injury the Greenville County Accident Injury Report form must be

completed. See Exhibits 9.1.2.1.i

The Division Directors review and analyze all incidents within their respective areas of

responsibility, thereby seeking improvements in risk management. The Employee Risk and

Safety Committee review all GCPRT Incidents and provide the analysis and recommendations to

prevent loss for any Division of GCPRT.



Exhibits 9.1.2.1 – Accident and Incident Reports



9.1.3 Personnel Involvement and Training Standard: The risk management function within the agency should involve active interaction

among personnel at all levels.

Commentary: Interaction is essential at all levels of the organization. The direct service employees have

insights to risks that are critical to implementation of risk management procedures. The

employees must be assured of their importance to ensure successful risk management.

Employees at all levels of the organization must be trained to understand the risk

management operational procedure.

Suggested Evidences of Compliance: Demonstrate how personnel at all levels are included in the risk

management function of the agency.


Greenville County Parks, Recreation, and Tourism has assigned the risk management function to

the Human Resources Director and Parks Director who co-chair the Employee Risk and Safety

Committee. Employees on all levels and divisions are involved. The eight employees are

selected to serve a three year term, along with the Human Resources Director and Parks Director,

on the Risk and Safety Committee. Their involvement includes attendance at meetings, bringing

information, issues or ideas to the committee for consideration and disseminating information

back to their Divisions. Financial and Information Technology risk management is the

responsibility of the Deputy Director.


Exhibits 9.1.3 – Personnel Involvement and Training


9.2 Risk Manager Standard: There should be an individual with risk management responsibility and authority to

carry out the policies established for risk management of the park and recreation

agency.

Commentary: Agencies should be engaged in aggressive loss control management and monitoring. It is

essential to assign responsibility for this vital role and ensure it receives the credibility and

acceptance it warrants so as to not be perceived only as insurance purchase. Operationally,

for most effective implementation, a risk manager will be designated. The risk manager must

be given authority to carry out the policies established regarding risk management, both with



the employees and the administration. The risk manager will work closely with the finance

office of the agency in facilitating the financial approaches determined to be most appropriate

and with the administrator/supervisors of the programs and services in obtaining essential

employee performance as related to reduction of programmatic risks.

Suggested Evidence of Compliance: Demonstrate the assignment of risk management responsibility to an

individual authorized to carry out the policies established for risk management.


Greenville County Parks, Recreation and Tourism utilizes the Human Resources Director and

Director of Parks has co-chairs of the Risk and Safety Employees Committee. Additionally, the

Department utilizes a private risk and safety consultant on an as needed basis.

The Greenville County Risk Manager oversees the Department’s risk management function and

is a resource for the Department. Similarly, the Greenville County Safety and Health

Coordinator oversees the Department’s safety function.


Exhibits 9.1.3 – Risk Manager



10.0 EVALUATION AND RESEARCH



10.1 Evaluation Analysis Standard: There shall be a process for evaluation to assess the outcomes of park and recreation

programs, services areas and facilities, completed annually at a minimum and linked to

the agency’s planning process.

Commentary: Evaluatory practices occur throughout a park and recreation agency’s operations. The

agency shall perform an analysis of the multitude of evaluatory functions within the agency,

to assess the outcomes of programs and services provided by the agency.

The analysis includes identification of the qualitative and quantitative tools listed below, an

analysis of the evaluation results and linked to the agency’s planning process.

The analysis may include data gathered from the following qualitative and quantitative tools:

Annual evaluation of goals and objectives

Trend analysis

Data gathering for planning

Community inventory and need index

Service statistics

Recreation services management – program needs and effectiveness

Program evaluation

Risk management determination of nature of, and extent of, risks

Financial reports

Suggested Evidence of Compliance: Demonstrate that the comprehensive analysis has been considered by

the agency in its annual planning process. Describe the process for evaluation and cite

examples for how this data has been used by the agency.


Greenville County Parks, Recreation and Tourism utilizes a variety of methods to gain citizen

and program participant input that is used to evaluate all park and recreation operations.

Assisting the Department in this process is Clemson University Department of Parks, Recreation

and Tourism Management.

In 2010 the Department entered into a Memorandum of Understanding (MOU) with Clemson

University - Department of Parks, Recreation and Tourism Management. See Exhibit 10.1.a

“The Purpose of this MOU is to establish a framework from which to collaboratively develop the

Southeast Urban Parks and Recreation Laboratory, a living laboratory designed to integrate CU-

PRTM students and faculty research and education initiatives into the mission of the Department

and its provision of park and recreation facilities and services to the citizens of and visitors to

Greenville County”.

Since 2010, the Department’s annual $15,000 contract with CU-PRTM has produced a variety of

research, training, surveys and analyses: See Exhibits 10.1

Development of survey instruments

Analyses of participant surveys

An ongoing Economic Impact research project

GCPRT staff training in survey/evaluation processes

Graduate Student projects

Heritage Tourism research

Prior to the MOU, the Department contracted with CU-PRTM to design, implement and provide

analyses of the Greenville County Parks and Recreation Needs Assessment. The project

produced a wealth of citizen input that GCPRT has utilized in its planning processes and goal

setting. See Exhibit 10.1.b-c

Program participants and program participants’ parents are surveyed annually for input on ways

that programs can be improved. The systematic collection of program data will allow the agency

to identify trends that will assist agency staff in program/service development and improvement.

See Exhibits 10.1 for survey responses, adjustments, and meeting conclusions.

All evaluation and research projects are carefully reviewed as direction and priorities are set for

the Department. Staff evaluations of programs and services are conducted in the Fall annually to

assess the success and plan for adjustments. For example, the “Suburban Summit” is utilized by

the Special Use Facilities Division. The managers use the department’s suburban vehicle to

travel away from the office to meet and evaluate the year’s operations and plan adjustments for

the next year. See Exhibit 10.1.g

During the annual review of the Department’s Comprehensive and Strategic Plans’ Goals,

Objectives and Action Steps the staff takes into consideration the all the data gathered from the

ongoing trends analysis, program evaluation, user surveys, financial changes, major changes in

the community inventory, and community needs expresses by citizens, elected officials and other

related professionals/agencies. Adjustments are discussed and changes are planned. See

Exhibits for examples.

Typical examples of how the process has been used by the Department:

1. Adjustments to fees and charges

2. Starting and ending dates/times for programs

3. Rule and regulation changes

4. Adding and deleting program and services

5. Operations budget adjustments

6. Marketing Plan priorities

7. Staff assignments and training

See Exhibits 10.1


Exhibits – 10.0 Evaluation and Research


10.1.1 Position Responsibility for Evaluation Standard: There should be specific personnel within the agency responsible for managing the

evaluation analysis.

Commentary: Specific assignment of responsibility for evaluation and research is critical for agency

accountability of programs and operations. The technical expertise for evaluation may be

provided through private consultant contracts or service contracts with an educational

institution having the technical expertise to direct the evaluation program of the agency.

Actual implementation of evaluation may be a shared responsibility involving planning,

operational and program personnel.

Suggested Evidence of Compliance: Provide the job descriptions of the staff person(s) responsible for the

comprehensive evaluation analysis and/or the consultant contracts or service agreements.

The documentation should also include the resume(s) of experience and training of the

incumbent staff or consultant(s) providing this service.


The Planning Director is assigned the task of coordinating and evaluating organization-wide

collected data and suggesting changes for improvement. All recreation staff are directly

involved in the process and provide and receive a wealth of input from program participants and

facility users.

The Planning Director is the liaison that directly works with Clemson University Parks,

Recreation and Tourism Management Department through memorandum of understanding to

annually include several research projects based on recreation participant surveys. In addition,

they have trained the agency staff in survey techniques and methods plus they implemented and

provided analysis of the agency’s 2010 Needs Assessment.

See Exhibits 10.1.1




10.2 Experimental and Demonstration Projects Standard: There should be at least one experimental or demonstration project or involvement in

some aspect of research, as related to any part of park and recreation operations, each

year.

http://greenvillerec.com/10-0-evaluation-research


Commentary: Departments are encouraged to undertake action research, exploratory investigations,

operational studies and demonstration projects to develop better methods in conducting

programs for all types of groups. These undertakings provide a means for the agency to test

new or different approaches/techniques and systematically evaluate its effectiveness. Every

agency, regardless of size, can undertake some type of study for the enhancement of its

operations.

Since the community is the laboratory for recreation and park research and the public

recreation and park agency is one prime channel thereto, when requested, collaborative

efforts with individual researchers, private research organizations, graduate students, and

educational institutions for appropriate research projects should be considered.

Suggested Evidence of Compliance: Provide a report on an experimental or demonstration project for the

last year and list projects for the last 5 years.


Park Maintenance and Development:

2012 – All maintenance vehicles have GPS Tracking Systems that are used to improve routing,

fuel economy, vehicle longevity and driver safety.

2011 – New athletic field lights and irrigation systems are being operated by computerize

controls that will save energy, water and funding over the life of the additional capital cost. The

initial results of comparison with traditional style systems are positive, but annual comparison

will justify the cost or not.

Recreation Programming:

Experimental programming is done to develop new programs or to develop better methods of

program delivery. New programs are experiments were the staff, after reviewing the program

determinants, community input, best practices and networking advice; try a program that we are

not currently offering. There are successful examples below, but also failures that are evaluated

for future reference.

2013 – USA Heads Up Football Initiative began within the Greenville County Recreation’s

Youth Football Program. With all the national research being done on concussions in youth

football there was discussion between each league and County Rec regarding making USA

Football’s HUF part of our youth football program. Once each group was contacted and agreed,

fall of 2012, the next step was securing the clinic locally. Once the clinic was secured the next

step was ensuring all the leagues complied and registered their Player Safety Coaches.

2012 – Life Planning for Teenagers was a half day seminar offered to the Junior Leaders (24)

at the Sterling Community Center Summer Day Camp program. The primary goal was to stress

the need to stay in school and build skills to be a successful young adult. See Exhibit 10.2.a

2012 – The Dark Corner History Tour was an outreach effort by the Pleasant Ridge Camp and

Retreat Center staff to bring a new audience to the facility and bring awareness of the leisure

resources that are available in the area.

2011 – A Zip Line was installed at Pleasant Ridge Camp and Retreat Center. Use by conference

groups was anticipated, but use by campers with disabilities was a huge unanticipated success.

2011 – Yoga classes were offered at camp for mentally and physically disable as a form of

exercise and calming.

2011 – The Burtontown Community Center began a young teen mentoring program with

Beyond Differences as a sponsor, which brought success older teens to the center to help with

the program.

2011 – Carolina Elite Soccer Association began a soccer program at the community centers to

introduce soccer to African American youth.

2011 – The Westside Indoor Aquatic Center open in 2011 and many different types of

recreational programs have been tried. This year Aqua Zumba classes have been successful.

See Exhibit 10.2.b

2011 – Youth Lacrosse was introduced with 130 participants. In 2012 the program had grown

to 250 participants.

2009 – Adult Flag Football was introduced with eight teams. In 2012 the league has grown to

32 teams.

2008 – With the partnership of United Way the Week of the Child events were started with

300+ attending. In 2012 one event had 3,000+ participants.

See Exhibits 10.2




10.3 Staff Training for Evaluation of Programs, Services, Areas, Facilities Standard: There should be ongoing training opportunities for all personnel of the agency involved

in evaluation of programs, services, areas and/or facilities.

Commentary: Effective implementation of the agency’s evaluation and research functions requires that

all personnel involved in evaluation be properly trained. The training should be provided in

the context of the comprehensive evaluation analysis, address qualitative and quantitative

measurements, identification of applicable evaluation tools, data analysis and application of

findings.


Suggested Evidence of Compliance: Provide examples of evaluation and research training opportunities

completed by agency personnel, including syllabus or curriculum outline, training dates and

participant list.


In 2011, the Clemson University Parks, Recreation and Tourism Management Department

(CUPRTM) updated Greenville County Parks, Recreation and Tourism’s (GCPRT) program

evaluation survey tool. CUPRTM provided the GCPRT staff with two training sessions on how

to administer surveys. (January 24, 2011 and February 28, 2011) The GCPRT staff administers

the surveys and CUPRTM does the analyses and makes recommendation for program

improvements. See Exhibits 10.3.a-b

In 2010, staff began to use Survey Monkey to evaluate programs such as: after-school program at

the Pavilion, ice skating lessons and birthday party rentals. In 2012, staff began using iPads to

survey participants at programs and special events. See Exhibit 10.3.c

See Exhibits 10.3

Documentation of Evidences:



10.4 Quality Assurance Standard: The agency should monitor and evaluate the quality of its programs, services, areas and

facilities from the user's perspective.

Commentary: Today's park and recreation users are increasingly discerning in terms of facility, program,

and service quality. Failure to provide this quality will damage relationships with customers

and stake-holders reduce potential revenues and increase long-term operating costs.

Park and recreation agencies must be sensitive to the issue of quality assurance and customer

relations. Customer relations and hospitality training are important elements of quality

assurance, but are not enough, by themselves, to guarantee quality recreation experiences.

There must be total quality management. It takes consistency of effort and time to realize and

continually improve quality. Quality assurance requires focused organizational decision-

making, processes, and employee efforts toward meeting, and where possible exceeding,

customer expectations.

The quality assurance function within the agency should include methods and standards for

improving the quality of programs, services, areas and facilities. A quality assurance

function within the agency should be the responsibility of the administrator or designated

personnel.

Suggested Evidence of Compliance: Provide examples for monitoring and evaluating quality assurance

within the agency (examples: customer comment cards, secret/mystery shopper surveys,

verbal surveys of users, program evaluations, focus groups).



The agency mission statement reflects the agency’s commitment to quality assurance. “To be a

leader in providing diverse, dynamic, ever-improving recreational opportunities in a sustainable

manner.”

All agency employees receive customer relations training as part of the agency orientation

training. Employees that serve as receptionist or as cashier receive specific additional customer

relations training. See Exhibit 10.4.a

Program participants, park facility users, and citizens provide the agency with valuable

information and recommendations concerning the quality of programs, services and facilities.

The agency utilizes a variety of tools and methods to continually improve:

Program Evaluations by the participant and staff. Plus by parents concerning youth

participation.

Monthly Facility Inspections by the facility manager.

Quarterly Facility Inspections by the Building Services staff.

Monthly Park Inspections by the park maintenance staff.

Evaluation Meetings with field monitors and coaches.

Most citizen input comes via email, the agency website and telephone.

The input gathered from the above tools and methods is reflected in the goals and objective of

the divisions along with the strategic plan action steps to accomplish improvements and assure

quality.

Currently, the agency has research projects involving Clemson University Parks, Recreation and

Tourism Management graduate students in two areas:

1. A three year longitudinal study to understand Hockey and Ice Skating participant’s attitudes

and behaviors that impact continuing participation.

2. A one year study to understand the lack of participation of children with disabilities on the

newly build boundless playground.

See Exhibits 10.4





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