L I E) RARY OF THE U N IVER^SITY Of 1 LLI NOI5 CO F-^ Digitized by the Internet Archive in 2011 with funding from University of Illinois Urbana-Champaign http://www.archive.org/details/longrangeparkrecOOuniv QiX y OF QLinjon FicuD 5ER.vict DEpAR-JMENJ OF R-ECaH/Xf ioW A.NO UN»VEt^5\"YV OP luv.lNoi'S Ftfcau/KRY -»9 6b fie:ld service department of recreation and municipal park administration University of Illinois Urbana, Illinois The Field Service is established by the Department of Recreation and Municipal Park Administration for the p^xrpose of assisting Illinois communities and their organizations to develop their park resources and opportunities for recreation. This purpose is fulfilled by (1) providing technical and professional assistance and counsel, (2) preparing and disseminating information on various phases of park and recreation services, (3) promulgating acceptable standards, and (4) cooperating with other University, State and community interests. Examples of the kinds of services which are provided are: Organizing and helping establish park districts, recreation systems, and the like. Advising on problems related to legislation, legal aspects, financing, budgeting, and the like. Preparing surveys, appraisals and studies. Assisting in personnel practices including recruiting, selecting and training professional and volunteer personnel. Developing agency and departmental coordination and relation- ships. Planning public relations (including referenda campaigns) . Advising on problems related to the development and main- tenance of park and recreation facilities. Advising on the development of recreation programs and services . ) As the need arises, other resources of the University, including per* sonnel , may be drawn upon to supplement the efforts of the Department of Recreation and Municipal Park Administration. DE3I=.A.K,TM:E]SrT OF K,E!CR.E3A.TI03Sr J^l^TlD ly^UnSriCIF-A.rj F-A.K.IC A.Dl^IISriSTR.A.TIOKr XJKTI-VEK.SIT^X' OF II_,l_,IlSrOIS Urbana, Illinois February, 1963 Mr. John T. Wilson, Chairman Clinton Park Board Dear Mr. Wilson: We are pleased to transmit herewith our prepared Long Range Park and Recreation Plan for Clinton. The recommendations in this report provide the framework for long range development of park areas, recreation facilities, and program services. This plan is intended to serve as a guide and should be re- viewed periodically to keep it up-to-date with overall community planning and new community developments. The preliminary study was presented in May 1962, and final work completed in February, 1963. We are pleased to note that in the interim, some action has already been taken on these recommendations by the Park Board. As further action is taken to implement this plan, this Office will be pleased to consult with you further. Respectfully submitted. Edward H. Storey Chief, Field Service EHS:df TABLE OF CONTENTS LETTER OF TRANSMITTAL i LIST OF TABLES iv Part I BACKGROUND FOR PLANNING Introduction 1 Parks and Recreation - Human Needs and Community Assets.... 1 Parks and Recreation - Governmental Functions 4 Guidelines for Community Park and Recreation Development. . . 5 Distribution of the Park System 6 Neighborhood Parks 6 Totlots 8 City-Wide Parks and Recreation Facilities 8 Regional Parks and Reservations 9 Design of Parks and Recreation Areas 9 Part II PARK AND RECREATION AREAS AND FACILITIES 11 Nature of the Community , 11 Population Factors 11 Park Acreage 13 Neighborhood Patterns and Park Development 13 City-Wide Parks 19 Regional Park and Recreation Areas 21 Specialized Recreation Areas and Facilities 23 Part III RECREATION PROGRAMS AND ACTIVITIES. . 26 Recreation Programs and Activities in Clinton 26 RECREATION INTEREST SURVEY 28 Public Recreation 28 Part IV ADMINISTRATION 33 Governing Author i ty 33 Finance 33 Leadership and Management 36 Neighborhood Organization 38 Park-School Cooperation 39 11 Cont . APPEKDIXES Appendix A - Some Basic Provisions of the Park District Code 41 Appendix B - Director of Parks and Recreation 44 Appendix C - Park District Board Duties, Policies, and Procedures. .. 50 Appendix D - Park-School Cooperation. 54 Appendix E - Sample Lease of Space and Grounds 58 Around School Building 111 LIST OF TABLES TABLE Page lA. City Population ""11 ; IB. Population Distribution (as projected for 1970) 12 II. Map of Park and Recreation Areas — City of Clinton 22 III. Youth Recreation Interest Survey 30 IV. Park Fund (Statement of Transactions) » 33a V. Taxing Powers for Park and Recreation Purposes, Cities and Villages Act 37 IV Part I. BACKGROUND FOR PIANNING Introduction The recently completed Comprehensive City Plan for Clinton sets forth recommendations designed to guide a planned community program of progressive growth and development. Included in these recommendations is the following: "A Park District, governed by an elected Park Board, should be established to include Clinton and its immedi- ate environs. This organization should be independent of the City government and have separate taxing authority, similar to the school districts and the sanitary district. Following this a long range program for park improvement and expansion should be undertaken which will satisfy the recreational requirements of the community." At the request of the Clinton Park Board, and with authorization of City Council, the Recreation and Parks Field Service has undertaken to study the park and recreation resources and requirements in Clinton. This report outlines the reasons for administrative changes, and recommends a long-term program of improve- ment of parks and recreation areas, and expansion of recreation programs and services. Parks and Recreation - Human Needs and Community Assets "since the days of Jamestown and Plymouth, America has had a reverence for work which has been at the root of its entire moral structure. We have honored the toiler in the field And the burner of midnight oil. We have respected the woman whose work is never done and the man who arose early, worked long, dropped into bed exhausted and, we assumed, was satisfied that he had been doing God's work. We opened a continent with work, we built a great 1 Comprehensive City Plan, Clinton, Illinois, Evert Kincaid and Associates, Chicago, October, 1961. 2 - industrial nation with work^ and we also ac- quired a kind of moral smugness in the process. One of the things we were working for was to achieve leisure, and now that we have it, quan- tities of it, we find outselves with a curious moral dilemma which it is difficult for us to face. It is a little as though v;e were a primitive society that had always worked with stone tools and suddenly were presented with mechanized farm implements. Oux work is quickly done, our fields are tilled by a few men and a few machines, while others stand around and watch. For a while the millennium seems to have arrived. Then the watchers grow restless, feel useless and distrustful, and they have to change their tribal rites, revamp their moral codes and their social customs and structure, or fly apart as a community." Much has been written about the freedom of the individual and the indi- vidual's rights in our democratic society. The right to vote, freedom of religion, the rights of the individual in a court of law and freedom of speech are among the hallmarks of our way of life. The measures we take to protect these freedoms and rights form the bulwarks of democracy. Man's struggle for self-realization takes many forms and has many parts. The road to individual integrity and dignity requires the exercise of our rights and freedoms in responsible and constructive ways. Important among these is the way each person chooses to exercise the right to enjoy increasingly longer periods of respite from work and other responsibilities. We are changing from a work-centered society to one in which people have time for a better opportunity to balance their work with experiences which bring them a greater measure of satisfaction and fulfillment. Just as nature strives to keep its forces in balance, so must man seek balance in his daily life. As we ' balance our individual lives in this manner, we contribute to the proper balance of 2 The Pressures of Leisure , Russell Lynes , What's New, Number 208, Abbott Laboratories, North Chicago, Illinois, 1958. - 3 - society, since the whole of society must be equal to the sum of its parts. Whether individually or as part of a group such as the family, a church group, a social organization, hobby club, or other special interest group, we find much of the balancing experience through some form of recreative activity. The nature and quality of the experience, which we call recreation, determines in large measure the nature and quality of our lives. The values we experience and demonstrate in our leisure behavior reflect the values we hold as individuals and as a community of human beings. Recreation is first and foremost a personal matter. It is something that a person does voluntarily diiring his leisui'e because he believes that it will be satisfying to him. Enjoyment of the activity is basic to the recreation exper- ience, but the values of recreation which give it depth and fullness of meaning include the maintenance and improvement of physical well-being, protective and therapeutic benefits to mental health, the growth and development of personality, and the easing of social adjustment. Inherent in the recreation experience is the educational value derived through the sharpening of skills and appreciations, the whetting of intellectual appetites and increased understanding of our place, worth and potential in a world of living things. Recreation is one of the keys to abun- dant living. Because of its importance in the building of our social fabric, recre- ation is more than a personal responsibility. As ingenious and resourceful as man may be, his attempts to provide for himself recreationally meet an impasse unless he pools his resources with those of his fellows to enable provision of certain kinds of recreation opportunity. The very things that have given us increased freedom and leisure have also worked in many ways to our disadvantage. The rapid increase in population and the new leisiire have created vast new economic markets and helped to promote financial affluence. But this in turn has depleted much of our fixed supply of resources. Changes in land-use patterns have failed to take into account the need for maintain- ing open lands for recreation use, and the great recreation potential of our watercourses has been seriously reduced in many instances by pollution, by the lack of sound conservation measui^es, and by the loss of public shoreline to commercial and private uses. During the past quarter century while we have been depleting our recreation resource potential, the recreation needs and demands of the population have increased many times over. Adults now have more opportunity for leisure than ever before in - 4 - our history. Scientific and technologicsil advances have reduced the work day and the work week, prolonged life, produced labor-saving devices and increased pro- duction per man-houx of work. Longer life combined with compulsory retirement practices has produced a new leisure group of "senior citizenso" The increase in leisure provides for small allotments of time on weekdays, larger allotments on weekends and occasional holidays , and substantial blocks of time for vacations. If this time is to be enjoyed and used in a manner that will contribute to the positive growth of our culture, and to sound community life, suitable recreation opportunities must be conveniently accessible. Park areas, adequately developed to facilitate recreation participation, are essential to indi- vidual and community well-being. The average individual, acting on his own, cannot hope to provide adequately for all his recreation needs or protect his interests in the face of the powerful influences represented by urban growth. It is inctimbent upon society, therefore, to act through its institutions to develop and protect the park resources and po- tentials for recreation that remain. At the same time we must provide leadership which is adequate to the task of managing these resources, directing their intelli- gent use and guiding people of all ages into the learning and practice of a wide variety of recreation skills and appreciations. Parks and Recreation_ - Governm-ental Functions The years since World War II have revealed a growing awareness that recre- ation is a vital and significant part of eoramunity life and that it has an essential place in our democratic society. With increased leisutre has come the need for in- creased recreation opportunities for all segments of the population. Year 'round programs designed to serve basic recreation needs of all people regardless of age, sex, race, creed or color are now provided under public auspices in many communities, and the number of public recreation and park systems is increasing each year. Experience has shown that local government organization is necessary to meet recreation needs adequately and to assure proper attention to, and planning for, recreation and park services. Public provision of park and recreation services makes them comparatively inexpensive, and provides the only practical means of making recreation opportunities available to all the people. Only through government can park lands and recreation facilities be se- cured at minimum cost and in a way that assures continued public ownership. A well designed and skillfully managed park system beautifies the community and helps to - 5 - protect and enhance property values, while asstiring ths-t there are adequate areas, facilities and opportunities for satisfying recreation participation. Community Parks and other recreation facilities should be provided in keeping with all the factors involved in the total community plan of land-use and property development. If a community's park and recreation services are to be adequate and are to give assurance of continuing effectiveness from year to year, certain elements have been found through experience to be essential. These elements are: (a) public park and recreation managing authorities established according to state enabling legislation; (b) boards of representative and interested citizens, appointed or elected, to whom the provision of park and recreation services is a primary concern; (c) competent, well-qualified professional leadership and capable well-trained volunteers; (d) a dependable, continuous source of adequate funds to establish, operate, and maintain programs, services and facilities; (e) a suitable variety of o^jitdoor and indoor areas and facilities ; (f) intelligent and comprehensive planning procedures; and, (g) co-operative inter-agency working relationships established at the policy level in written agree- ments which are carried out in spirit as well as in letter by exeeutiopportunities should be available to the unskilled as well as the skilled , and opportunity to learn new skills and to improve skills should be made readily available. (c) Recreation opportunities should be available the year 'round. (d) Recreation opportunities should be designed to serve different age groups., from the very young to the very old, and for those in between these extremes. It is important to recognize the voluntary nature of recreative partici- pation, and thus the fact that skilled leadership is necessary in many situations to tlevelope attractive, interesting and meaningful programs. The recreation leader, be he paid or volunteer, has no captive audience. His success depends on his ability to motivate people. Recreation Programs and Activities in Clinton The response to a questionnaire which was sent to 75 Clinton groups and organizations revealed some interesting program opportunities. It also brought forth the expressed need for more adequate recreation facilities and services in the community. These expressed needs have been given careful consideration in the re- commendations in this report. The following groups and organizations provide specific recreation opportunities to the people of the Clinton area. - 2.1 - Bo 7/ Scouts of America Cub Scouts 148 and 153 Explorers { Girl Scouts of America Brownies Troops 196, 197, 211, 218 Girl Scouts Troops 2, 134, 158 Adult League Clinton Country Club (golf) Clinton Roque Club Dewitt County Town and Country Riding Club Fin and Cycle Club Khoury League (baseball) Minor League (baseball) Motorcycle Club Pony League (baseball) Softball Association of Clinton Viscounts ' Auto Club Wallace Press (baseball, picnics, bowling, basketball) The High School sponsors athletic activities including cross country, football, basketball, baseball, track and golf. These are primarily for the more highly skilled athletes. Special events at the High School include the annual Kick-off Dance, Homecomeing activities such as parade, dance, and bonfire, the Sadie Hawkins Dance, Junior and Senior Plays, Cliristmas Dance, Music Contest, Music Concerts, All Sports Dinner, and the Junior-Senior Prom. The High School's extracurricular clubs include the Pep Club, Classical Club, Library Club, Camera Club, Girls' Athletic Association, and others. YMCA plans for programs using the facilities of the new YMCA building and neighborhood schools were indefinite at the time of writing this report. It was felt by YMCA officials, however, that there would be a considerably expanded "V" program in the fall on a membership basis, using the new pool and "Y" building, and offering selected activities at various neighborhood schools under part-time leaders. The Fine Arts Center is a privately sponsored facility which is unique in a community such as Clinton. It has excellent facilities for the teaching and practice of creative arts, including drawing, oil and tempera painting, dramatics, - 28 - modern and interpretive dance, vocal and instrumental music, and creative writing. Classes in the above activities are now being held at the Center on a nominal fee basiSc The Center's program is developing well, and it represents an outstanding opportunity for the residents of the Clinton area. Increased participation can be expected, and should be encouraged by all interested persons. The cooperative ar- rangement thrc?j.gh V/'hich High School Art Classes are held at the Fine Arts Center should event'ially create a strong interest group in this area, of activity. The Vespa sian Warner Library is well located in the present city edu- cation-recreation complex represented by the High School, the Fine Ai'ts Center, and the Library, It is in good repair and provides an excellent service to the coimnunity „ RECREATION INTEREST SURVEY A survey of the recreation interests of 727 High School and Junior High School students was conducted, with the cooperation of school a.uthori ties , on May 7, The findings, bs shown in the tabulated results on pages 30, 31, and 32, show the interest preferences according to age groups. They should be regarded as guidelines for program planning only, as teenage interests change rapidly, and program develop- ment is primarily a matter of trial and error. The interests expressed by the High School youth are generally consistent with those expressed by similar age groups in other Illinois communities, and it should be noted that the provisions recommended in this report will cover most of the needs expressed by the youth of the community. Public Recreation in Clinton At the present time there is no public recreation program in Clinton, since there is no agency of the City Government authorized to spend tax funds for this purpose. While there are a number of programs serving the youth during the winter months, there is very little being done during the summer months when all the chil- dren are out of school and their need is greatest. The Parent Teacher Association of Clinton has recognized the need for programs which will give suitable recreation opportunity for all the youth to participate actively in a variety of recreation programs under qualified leaders. Such programs should be for both boys and girls . The extent to which a public program during other seasons for the youth of the 29 - community v/ill depend upon the development and effectiveness of programs conducted by the "Y" and the Fine Arts Center. However, since both of these programs are offered on a membership, or fee basis, it can be expected that a public recreation agency should bear responsibility on a year 'round basis for the provision of basic programs and oppoi tunities. The ^'ariety of recreation organizations and interests represented in Clinton indicates that the adults of the community are doing much to provide their own recreation activities. When a well-rounded recreation facility base is developed, it should be possible to strengthen existing club activities and to encoui'age new ones. Recreation activities for older persons are very much lacking. Effort? should be madf to encoiii'age older persons to incroaso their participation in existing activities of rhe '^burches, clubs and organizations. In addition, special programs designed to servo the intere,';ts and stimulate the living cordi'^iors of older person? should be initiated bv a public recreation agency. Such programs have proven very succet'sful in other Illinois communities including Canton and Peoria. A public recreaTion department, with a qualified director, should serve to stimulate the development of new programs throughout the community, wherever possible OP a f-olf-sustaining basis, while offering a basic prograiii of activities under public sjponsoi'ship which ensure .opportunity for all the people to participate in wholesome recreation activities. - 30 - TABLE 111 Youth Recreation Interest Survey Girls 12 and 13 (100 polled) Activity No. of Times Checked 1. Swimming 56 2. Roller Skating 42 3. Badminton 32 4. Bowling 27 5. Dramatic Plays 26 6. Ice Skating 26 7. Tennis 23 8. Modern (Interpretive) Dance , 23 9. Camping 22 10. Hiking 19 Instrumental Music 19 Other Significant Preferences Included: Painting Vocal Music Home Decorating Boys 12 and 13 (74 polled) 29 26 25 25 23 22 18 15 13 13 Other Significant Preferences Included: Tennis Diving Fencing 1. Bowling 2. Swimming- 3. Camping 4. Basketball 5. Baseball 6. Archery 7. Roller Skating 8. Pool or Billiards 9. Golf 10. Mechanics I I 4 - 31 - Table III Continued: Girls 14 and 15 1. Cwirirning: 2 Roller Skating 3. Caiiiping 4. Bowling u •J , Modern (Interpretive) Dance 6. Vocal Music 7„ Tennis 8. ice SUating 9, r.T ania tic Plays 0, Hiking (153 polled) Activity No. of Times Checkod 76 51 42 41 36 34 31 31 30 29 Other Si£;nif icaxit Presferenoes Included: Social Do "iCing Horne Decorating Sev/iut-; Bo y s__l 4 and 15 ~Tl5"i~ polled; ' 1. Swimming 2. EaskeLball 3. Baseball 4. Camping 5. Bowling 6. Pool or Billiards 7. Mechanics 8. Diving 9. Hiking 10. Archery Other Significant Preferences Included: Golf Roller Skating Wrestling Fencing 72 62 61 54 42 59 29 24 23 23 - 32 - Table III Continued: Girls 16 and over (100 polled) Activity No. of Times Checked 1. Swimming 56 2o Sewing 31 3o Roller Skating 30 4. Tennis 27 5. Home Decorating 24 6. Social Dancing 23 7. Badminton 22 8. ice Skating 21 9. Hiking 18 Camping 18 Bowling 18 10, Folk and Square Dance 17 Other Significant Preferences Included: Dramatic Plays Archery Modern (Interpretive) Dance Boys 13 and over • ( 149 polled) 1. Swimming 2, Camping 3. Basketball 4. Pool or Billiards 5. Archery 6. Mechanics 7. Baseball 8, Bowling 9. Roller Skating 10. Hiking Touch Football Other Significant Preferences Included: Fencing Golf Instrumental Music 61 49 49 37 37 36 35 31 25 21 2; - 33 - Part IV ADMINISTRATION Governing Authority The parks in Clinton are administered by the City Park Board. The Board consists of a Chairman and three members, who are appointed by the mayor and Council. The City does not have a Recreation board. Finance report: The financial position of Clinton is sound, as evidenced by the following "Clinton does not have any general obligation bonds outstanding at this time. The community's assessed valuation in 1961 is 18,569,000, which ranks 152nd of the 291 communities over 2,500 people. The community's tax rate is .402 percent, which ranks 228th in the same group and is approximately 25 percent less than the group average of .553 percent. 3 I The recommendations of the Comprehensive Plan, however, call for a long- term capital improYem.ents program which over a period of years, will place heavy ' demands upon the time of council members and will draw upon the financial resources of the City government. The costs of parkland acquisition and development are not included in the recommended capital improvement program for the City. The Comprehen- , sive Plan recommends that such acquisition and development be the responsibility of a proposed Park District. I The proposal to organize a park district is supported as a recommendation of this report, for the following reasons: j 1. The present Park Board is extremely limited in its financial resources Its maximum permissible tax rate is .031 percent which produces an annual revenue I of approximately $5,500. This amount is totally inadequate to provide adequate main- , tenance of existing park acreage, and leaves no funds for park improvements. j The following Auditor's report shows the income and disbursements for the year 1961 and is ample evidence of the inadequacy of the park tax levy to support even a maximum desirable park system for Clinton, 3 Comprehensive City Plan, Clinton, Illinois, Evert Kincaid and Associates, Chicago, October ; 1961. - 33a - TABLE IV PARK FU^TD STATEMENT of TRANSACTIONS -For the year ended April 30, 1961- BALANCE, May 1, 1960 Income: Tax Levy Insurance Total income Total available Cash basis $ 1,671. 35 $ 5,434.06 34.67 $ 5,468.73 $ 7,140.08 Expenditures: Salaries Insurance Supplies Repair and maintenance, ground and facilities Truck expense Utilities Social security contribution New equipment , mowers New equipment, baseball equipment Total expenditures BALANCE, April 30, 1961 $ 3,469.30 1 02.24 507.51 906.17 506.20 37.79 105.83 325.00 137.00 $ 6,157.1 $ 982.98 (4) City of Clinton, Illinois, Report of Examination, Robert L. Baker, C. P. A., Decatur, Illinois, May, 1961. - 34 - 2. In order to secure additional funds for a city park tax levy, it would be necessary to hold a referendum according to the provisions of Division 98 or Division 100 of the Illinois Municipal Code. 3. In order to secure city ta?f funds for playground and recreation programs and services, it would be necessar-y to hold an additional referendum ac- cording to the provisions of Division 95 of the Illinois Municipal Code. 4. Under the provisions of the Illinois Park District Code, it would be possible to organize, with one referendum, a Park District for Clinton which would have authority to levy both a park tax, and a nominal recreation tax. 5. The park and recreation services paid for by the taxpayers within the corporate limits are available for the enjoyment of residents of the adjacent developments which are outside the corporate limits. A park district's boundaries may extend beyond the City's corporate limits and thus may provide the best possible tax base for the people who will be served by the District. 6. The Park District Code has adequate provisions to enable the de- velopment of a complete public park and recreation system without resorting to other enabling acts or to the establishment of other public authorities. 7. A Park District is governed by five unpaid elected commissioners who have authority to make final decisions, and whose primary responsibility is the provision of adequate public park and recreation services. 8. Park Districts have auithority to issue general obligation bonds for capital improvements, subject to the approval of the voters by referendum. Park Districts also have power to provide golf courses and certain otherpark im- provements by revenue bonds, at no cost to the taxpayer. 9. There is an established trend toward the combination of the parks function and the recreation function under one park and recreation agency, as it is possible in Illinois under the Park District Code. 10. The trend towai^d Park District organization is well established in the Central Illinois area. The following area communities now have park districts; Champaign Urban a - 35 - Springfield Decatur Peoria Rantoul Canton Pekin A park district may be organized by referendum as the local park and recreation authority under the provisions of the Park District Code (Illinois Revised Statutes j Chapter 105). A park district is a municipal corporation, deriving its powers directly from the State. Its function is to provide park and recreation resources and services, and the statuses vest the park district with adequate authority to perform this function effectively. The taxing power of a park district is as follows: (a) A general operating tax for corporate purposes, not to exceed 1/10 of l7o (1 mill) per dollar valuation, may be levied upon a favorable organization referendum. This is subject to a 20% reduction as provided in the Illinois Revenue Law. In other words, the park district may, upon favorable organizational referen- dum, levy a tax of eight cents per $100.00 assessed valuation. (b) In addition to the taxes levied for corporate purposes, a recreation program tax of five cents per $100.00 assessed valuation may be levied upon favorable organizational referendum. This tax is for the planning, establishing, and maintain- ing of recreation programs carried on by a park district. This is not Subject to the 20% reduction mentioned in (a) above. (c) An additional operating tax for corporate purposes, not to exceed five cents per $100.00 assessed valuation, may be levied with specific referendum approval . This is also subject to a 20% reduction as provided in the Illinois Revenue Law. The park district may borrow money for certain purposes by issuing bonds on the credit of the district. Its outstanding indebtedness is limited to 2.5% of the assessed valuation. Bond issues are subject to specific referendum a pproval . A description of the basic provisions of the Park District Code, and the method of organizing a park district is given in Appendix A of this report. - 36 - On the following page is a comparative analysis of the revenues which lay be derived for park and recreation purposes under city auspices, and under park iistrict auspices. It should be noted that the park district would likely be issessing on a larger tax base due to its wider potential geographic coverage. readership and Management Upon the organization of a park district, consideration should be given it the earliest possible date to the hiring of a qualified Director of Parks and lecreation. It will not be possible to csirry out to any reasonable degree the recom- nendations for facility and program development without the services of such a person. It is strongly recommended that a well'-qualif ied person be employed in this executive leadership capacity. Qualified leadership has been demonstrated to 36 the most important factor in the adequate development and provision of park and recreation services. Criteria for employment of such persons have been established ay the Illinois Association of Park Districts. No salary range is recommended for the position at this time, due to the uncertainty of the date of employment. Under current conditions a reasonable starting salary for the position would be from $5,500 to $6,500, depending on the qualifications of education and experience of the successful applicant. - 37 - c O o o o o o O o o o o o o o en o o o o o o o CO o o o o o •> - - ^ oq r-i CO o h X! o CO en (0 6^ ,-i CO c o t-i C CO o •H o •H -M O • 73 +J o cS O (U cd O 3 O o o o O ^ 3 O o o o iH o o o +J 3 pH o o o (« o o o o O cd o (M o CM > o •» •• - CD (1) > O o (O TJ< o o CO o > o o c o 4-> c o o o o o •H £! o o o o o "■ o o o o o o o o (U o o o o •H o 00 in 00 3 O •• - •> "O x: 3 O c o ^ iH in a ^ c o CD o t^ > iH iH C r-i rH r-i 05 a> w > t^ cq tf a > oi § 3 iH e (1) 3 < •H O X o +-> o Q ■H O X o «J ea o o o o w +-> 5 ccJ O o o o i s - o o o 3 u S « O o o o o o o >» +J O '^ o Tj< ^ o •• •■ - ^ ca Eh o M o M 00 o +J CJ o ■^ oT CO H4 •^ iH r-i CO •O CO 1— 1 *K fH c^^ > 00 ?; 00 pH •H 3 w Q E £ I— ( jz ■H -H Q , ^ M X cU i^ 5^ «H fe^ ^ 6^ CO e § «H u t^ t^ •H fe^ 6^ fe^ •^ >» «o o CO Q) Oh >, 00 in CO H 0) > (C o CD X > > o o r-i •H -P 0) o iH iH OS O 4-> «H • m c •H cos Q) 3 •H 0) ■(-» CO CO TJ +J w X Ct m CD \ C CO X cd CO OS 0) w iH U r-i Q) ccJ CO 1— 1 0. H ^H X 0} a ;^ ft H X u td ^ o 4-> O Cd H * o o iH > (1) >i h U 00 Ih O O C 4-> (P in r-i 1 1 3 ^H 4-> 0) c c 3 (L, 4-> in in " •H (0 •H > •H a •H CO •H > D * ■M CO CC (H o ■H •M < r-i O •H ■(-> - 38 - Neighborhocd Organizations Many communities have found that the objectives of the publici park and recreation agency have been fiirthered through the formation of adult park and recreation committees in each neighborhood. The basic, function of such committees should be: 1. To obtain the interest and support of the reiiidents of each neighbor- hood in the development of public park and recreation facilities and programs; 2. To ensure that facilities ai-e developed and programs provided that are particularly suited to each neighborhood: 3. To assist the Park District in conducting special event,;: j holiday celebrations, and in the maintenance and operation of certain facilities, such as ice rinks and totlots; 4„ To assist in securing the funds necessary to establish, equip, main- tain and operate the park iacilities and recreaiior pvegrami : and 5. To Tict a;: ii liaiso?) tctwcen the^ pecplc of tiie neighborhood and Mie Park District Bc-.rc^. It j.j recommenaad that s7uch neigLborhood pdu.it ol\:b organii:.atlA,n bo en- couraged and ,?Liraulated in Ciintcno As clubs are developed, it v;i..l be important to develop pclicies which will ensure the best pcssible working relationships be- tween the Park District Board and the various neighborhood adult cl.-.bSr In ccjmmunities where a number of neighborhood adult clubs have formed, it has sometimes been found desirable to form a federation of clubs. The purpose of a federation should be: 1. To better enable the clubs to provide stimulation and helpful in- formation to each other; 2. To provide a central citizen's liaison agency to the Park and Recreation Board, and 3c To provide strength and coordination of effort and unity of purpose in pork and recreation developm.ent . It is recom.m.ended that this pattern of organization be pursued in Clinton to pi^omote and strengthen the area's total effort to improve park and recreation ser- vices. K" - 39 - Park-School Cooperation The area and facility recommendations contained in this report include extensive park-school joint developments, and also indicate the necessity of using existing public indoor facilities, owned by the School Districts, to their maximum before extensive provision of additional public indoor recreation facilities is undertaken. Such cooperative use of school and park grounds and indoor school facilities can only be accomplished satisfactorily on a carefully conceived plan supported and subscribed to by both agencies., A further and more detailed discussion of park-school cooperation is included in Appendix-D. - 40 APPENDIXES - 41 - APPENDIX A SOME BASIC PROVISIONS OF THE PARK DISTRICT CODE The following is £, brief description of certain sections of the Park District Code which are pertinent to the organization of a park district. The purpose of the Park District Code is to provide for the incorpor- ation, establishment 5 maintenance, and development of pgjrk districts in the State of Illinois. A pcjrk district must be any one connected area, no part of which may be in an existing incorporated park district. The boundaries of the district need not coincide with the boundaries of any other municipal corporation. A park district may be formed through the following procedures; li A petition must be signed by at least 100 of the legal voters who live within the proposed district. It should be addressed to the county judge and filed with the clerk of the county court and a hearing upon it requested. The petition should include the following: A. A statement saying the persons signing the petition wish to hold an election to determine whether or not a park district should be created. B. A clear definition of the area to be included in the proposed dis- trict. C. The name of the proposed district. 2. The county judge shall then fix a time and date- for a public hearing on the subject of the petition. Such hearing shall be held not less than 30 days nor more than 180 days after the date of filing the petition a,nd request for hearing. 3. If the county judge finds, upon the hearing, that the petition meets the require- ments of the Park District Code, he shall order an election to decide on the question raised by the petition and to elect five commissioners. The clerk of the county court shall publish a notice of the election twenty days before it is to occuir. 4. The election returns shall be canvassed by the county Judge. If a majority of the votes cast are in favor of creating the district, the district will then be deeffied organized. The governing body of the park district is organized as follows: 1. A board of five commissioners is elected. 2. The five commissioners v/ho are elected at the time the district is created will arrange their terms, by lot, so that two of them will serve for six years , two of them for four years, and one of th e m for two years. This is done to stagger the terras of office so that no board, except the first will have five new members all at one tim.e. - 42 - 3. Thereafter., the regular term of office will be six years . 4. Elections will be held on the first Tuesday in April of odd years unless the board changes them to the third Tuesday by ordinance. The park district is authorized to provide p^rks , recreation programs, recreation facilities including community centers and swimming pools, and in general, any other facilities, equipment, and programs which are appropriate for park pur- poses. A park district may acquire real or personal property as follows: 1. Lands within the district may be acquired by any of the following means: A. condemnation B. gift, devise, or grant C. purchase D. transfer from another municipality (city, school district, county) 2. Lands outside of the district may be acquired by any means except condemnation. 3. Personal property necessary for corporate purposes may be acquired by any means except condemnation. 4. Lands may be acquired by any means for airport purposes. 5. Park districts may lease land from public or private sources under certain cir- cumstances for park or playground purposes. The boundaries of a park district can be changed after they have been legally establishedo Areas may be added by a.nnexation a.nd subtracted by disconnection. Several methods of annexation and certain limitations and conditions concerning an- nexation are provided in the Park District Code, Methods and conditions for dis- connection are also provided. The taxing power of a, park district is as follows: 1, A general operating tax for corporate purposes, not to exceed 1/10 of 1% (1 mill) per dollar valuation, may be levied upon a favorable organization referendum. This is subject to a 20% redaction as provided in the Illinois Revenue Law. In other words, the park district may, upon favorable organizational referendum, levy a tax of eight cents per $100.00 assessed valuation for corporate purposes. 2, In addition to the taxes levied for corporate purposes, a recreation program tax of five cents per $10D.OO assessed valuation, may be levied upon favorable organiza- tional referendum approval. This tax is for the planning, establishing, and main- taining of recreation programs carried on by a park district. It is not subject to a 207o reduction. - 43 - The park district may borrow money for certain purposes as follows: 1. A park district may issue bonds on the credit of the district for park, boule- vard, or armory purposes. 2. The bonds must be authorized by ordinance, and require specific referendum except as follows: A. in genera.1 park districts with a population of more than 45,000 B. for refunding bonds. (Bonds issued to pay the principal and interest due on existing bonds.) 3. The total outstanding indebtedness of a park district is limited to 2.57o of the last assessed valuation. The outstanding indebtedness may be increased to 57o upon the petition of 2% of the legal voters who voted in the last general election, and a successful referendum. More detailed information concerning the establishment and operation of park districts may be found in the pamphlet: The Park District Code (revised), compiled by Charles F. Carpentier, Secretary of State (and available from that office) and in: Illinois Revised Statutes. 1961, Chapter 105. Additionally, the Illinois Association of Park Districts, with offices at 522 East Monroe Street, Springfield, Illinois, has published two helpful pamphlets entitled Park and Recreational Facilities for your Community and Manual of Powers and Duties and Model Ordinances. I I _ 44 ~ APPENDIX B RECOMMENDED STANDMDS FOR PROFESSIONAL PARK AND RECREATION" PERSONNEL INTRODUCTION The Illinois Association of Park Districts hereby establishes recommended standards for professional park and recreation personnel in the State of Illinois in order to give park and recieation boards guidance in the selection of personnel; to give guidance to colleges and universities in developing curricula for better preparation of professional personnel; to encoui'age men and women to seek a career in the field of parks and recreation, and to provide them with a better understanding of the training and preparation necessary. These standards, as adopted by the Illinois Association of Park Districts, are PERMISSIVE in nature and are recommended for consideration to improve the quality of service in an effort to offer "better park systems for more people". SECTION I General Statement Concerning Professional Park and Recreation Personnel The job descriptions, duties and qualifications which follow are written for the classifications "Director" and "Superintendent". One description cannot describe all positions and each particular situation because each community must es- tablish the specific qualifications necessary for a particular position. This is only intended to establish "guide lines" to assist the local community in developing the specifies. As one exam.ple, the "Director of Parks and Recreation" educational re- quirement suggests several majors and the intent of this qualification is to ena-ble the governing authority to determine which major field of education is best suited for their needs. Likewise, rather than specifically recommend a definite number of years experience it is more effective to point out the type and level of experience for which to look. The personal, experience and educational qualifications will vary with different situations. The complexity of the coroniunity and its program of operation will dictate the specific qualifications required. Therefore, the sugg ested qua lifica tions a re broad and must be considered guiding principles and are not intended to replace executive judgment. SECTION II Ciassif ication of Titles The titles which have been used to designate positions in agencies have been misleading and have resulted in confusion. Such titles as Superintendent, General Superintendents Manager, Executive Director or Executive Secretary have all been utilized to describe position,?. . In an effort to properly clarify titles so ~ 45 - the positions may be uniformly described and defined the following classifications are suggested: 1. Director of Parks or^rirec tor of Parks s;.n_d Recreat.ion: the chief ad- ministrative officer who is directly responsible to the governing authority for the total administration of the agency. In addition, he coordinates the functions of ether officers appointed by the board, i.e., attorneys secretary and treasurer. 2. Park Super inte ndent^_ or_P,e cre.ation___S-up : an administrator of a department or division whose responsibilities are a portion of the total administration of that agency. There is no classification "Director of Recreation" in that under the terminology used it is not presently possible to levy the recreation tax in park districts without the corporate levj''. Therefore^ if the recreation tax is levied the corporate tax is also making the perF^on "Diar'ector of Parks and Recreation", if he performs the dutires described. It is possible to have the title "Director of Parks", since the corporate tax for park purposes may be solely levied under Illinois Statutes. The essential difference between the "Director" and "Superintendent" classification is where both positions exist the Superintendent is responsible to the Director as are other department heads in the system. In cases, however, where department heads are appointed directly by the board, i.e., attorney, treasurer, they are responsible to the board but coordinate their work through the "Director". In those systems which do not have "Directors "j and the board appoints the department head/s, the board allocates the responsibilities to the department heads. SECTION III General Personal Qualifications Professional Park and Recreation Personnel 1. An ability and desire to learn and a continuing curiosity about everything pertaining to parks and recreation is essential. 2. An ability to convincingly express onself clearly and" concisely both orally and in writing. 3. A maturity of judgement is required for policy interpretation, evaluation of projects, problem analysis and action in the determination or solution of complex problems. 4. High moral habits and ethical professional principles are essential qual- ifications. Courage and adherence to professional convictions are necessary e/en though these views are not shared by others. A recogni- tion of other points of view is also necessarjr. Likewise, a sense of humor is an asset s.s a genuine interest and understanding of people, how to work v/ith them and their problems. 5. Aggressiveness with tact is almost mandatory in order to accomplish ob- jectives, to handle unusual situations and to gain respect. - 46 - 6. Initiative and creativity are essential in order to originate projects, policy reccnunendstions J impro/ements or cLa.nges in operations. 7. Personal financial responsibility should be expected of the person as well as good family living habits. Acceptance by the immediate family of the responsibilities of the position and its dem^ands is necessary. 8. An ability to work closely with people in other community agencies in making plans for the exchange of services, correlation of programs, utilization of facilities or matters of mutual interest is essential. SECTION IV Director of Parks or Director of Parks and Recreation Nature of Work: The direction, development and operant ion of a systf^m of parks and rec- reation areas and programs. The director is responsible to a go-^/erning board for the efficient development and effective operation of an extensive system of psjrk and recreation areas and programs. He delegates specific areas of administration, supervision and technical planning to subordinates, retaining final judgm-ent and authority in all administrative matters. Important work responsibility is the co- ordination and interpretation of park and recreation activities with the various boards, commissions and agencies, the public, private and quasi-public groups con- cerned with the park and recreation system. He is responsible for the employment and direction of all subordinates. Responsibilities: 1. To keep the governing a.athority inform.ed en all m.atters having a sig- nificant effect on the operations of the agency. 2. To coordinate the v/orkings of officers and committees appointed by the board. 3. To interpret favorably and, if necessary, to defend policies adopted by the governing authority. 4. To prepare annual estimates of the agency's financial needs and, upon approval of the governing authority, to administer same in accordance with his authority. 5. To select, organize, train and supervise the staff, to assign duties maintain good relationships between workers and tbje governing authority, 6. To conduct continuing studies of conditions and needs affecting the agency's services, to evaluate the effectiveness of the agency's pro- grams and objectives. 7. To keep careful and complete records of district services, personnel and property and prepare regular reports. - 4:7 - 8. To keep informed as to reseaJT'ch and developments in the park and recre- ation- field and in related fields. 9. To arrange for the proper m.aintenance and. opers^tion of areas and facil- ities, to determine the seasons diiring which they are to operate, and recommend new facilities, improvements or extensions of the agency's services. 10. To recomm.end the program of recreation activities to be carried on and, once approved, be responsible for the administration of ss,m.e. 11. To conduct a sound public relations program^ meet with a variety of individuals, groups and committees on park and recreation matters, talk to community groups and represent the agency as required. Qualifications ; The educational a.nd experience qualifications will vary with local con- ditions. Such factors as present and future community needs, interests and services all have their effect on the educational and experience requirements for a particu- lar position. Formal Education; Graduation from a recognized college or university with a minimum of a bachelor's degree. The person should have formal education in any one or more of the following: 1) management of park and recreation areas, 2) sound concepts, objec- tives and philosophies of recreation service, 3) public or business administration or 4) landscape architecture. Supplem.entary Training: Supplementary specialized training is highly desirable in such fields as arboriculture, horticulture, civil engineering, the feum.anities, public relations, business law and accounting. Experience: Experience should not be measured in time alone. The quality of previous experience as well as its similarity to the needs of the cjirrent position shouM be a determining factor. It should be expected applicants possess proven ability to handle people, a demonstrated knowledge of the proper role of the public agency in the community and a thorough knowledge of the responsibilities of the board and staff. Salary : The salary paid the director will vary v/ith the educational and experience requirements established by the governing authority as well as local living costs and comparable positions of responsibility in the geographic area. A salary range should be established based en these factors. Increments to starting salaries should be established so as to attract and retain personnel. These increases should be consistent with increased assumption of responsibilities, the ability to do the job better and professional growth. - 48 - SECTION ¥ Park Superintendent or Recreation Superintendent Nature o f Work; Plans, organizes and administers a progri.m of maintenance and operation of park areas and facilities or operation of recreation activities. Directs and coordinates the workings of a staff. He is responsible to the director for the em- ployment and performance of personnel. Provides direction and uvAty to the agency program and staff in carrying out operations. Work is performed under the general administrative supervision of the Director of Parks and Recreation or the governing board if no director exists. Responsibilities: 1. Studies the composition of the comjnunity in relation to long range needs for programs and facilities and submits recommendations through proper channels for consideration and action. 2. Plans, organizes, and directs the program of this department. 3. Recruits J interviews and reeomjnends personnel to be employed for his de- partment in accordance with approved practices and trains and assigns duties of the staff. 4. Prepares and recommends annual estim.ates of departmental financial needs, to immediate superiors andj, upon approvals, administers same in accordance with prescribed policies. 5. Develops community interest in, and support of, his department's program through interpretive talks, discussions, publicity, etc. This shall be under the direction of his immediate superior. 6. Prepares for and conducts staff meetings to implement program and staff development. 7. Coordinates the program, of his department with other related community agencies. Qu al i f i cat ions ; The ediicational and experience qualifications will vary with the needs of the specific job. Such factors as skills required and present and future services of the specific agency affect the educational and experience qualifications. Education-- --Park Superintendent: Graduation from a recognized college or university with a minimum of a bachelor's degree. The axea of specialization should be in one of the following areas 1) park management, 2) landscape architecture, 3) forestry, or 4) horticultare. The determination of which area is most desirable must be governed by the individual situation. - 49 Education- — -Re creation Superintendent: Graduation from a college or university of recognized standing with a minimum of a bachelor's degree and a major in recreation or group work. A bachelor's degree in allied fields (liberal arts, physical education^ education) is acceptable providing the person has graduate work in one of the a.forem.entioned specialized fields. An examination of the person's educational backgroijind should reveal training in liberal arts, methods and techniques used in working with groups, a variety of program skills and knowledge and supervision and/or administration. Experience: Previous experience, at least at the supervisory level, is necessary. Of equal importance, however, is a proven s^bility to work with people, a successful record of ha,ndling staff, 3,nd a demonstrated knowledge of the technical skills re- quired for the position. This experience should show a personal and professional growth. The length and breadth of experience required will vary with the particular position and will be determined hy the quantity and quality of the agency's services. Salary: The salary ps.id the superintendent will vary with the educational and experience requirements established by the governing authority as well as local living costs and comparable positions of responsibility in the geographic area. A salary range should be established based on these factors. Increments to starting salaries should be established so as to attract and retain personnel. The increases should be consistent with increased assumption of responsibilities, the ability to do the job better and professiona,l growth. I I - 50 - APPENDIX G PARK DISTRICT BOARD DUTIES, POLICIES AND PROCEDimES Procedure. 1. Adopts by-laws governing ti.e organization of the Board and the calling and conduct of its meetings. 2. Elects officers annually as prescribed in the by-laws. 3. Provides for appointment oi the chairman of standing committees on all major continuing functions such as Finance, Personn.el , Buildings and Grounds, and Program. 4. Restricts committee action to the making of recommendations and the performing of duties specifically authorized by the Board. Meetings. public. 1. Holds regular meetings (at least monthly) that are open to the 2. Provides for notices of all meetings to be sent to Board members. 3. Requires a quorum for formal official actions. 4. Keeps a complete record of all Board meetings. 5. Minutes of each meeting are submitted to Board members before the next regular meeting and are form.ally approved by the Board at the next meeting. 6. Conducts its meetings in accordance with procedure prescribed in the by-laws a.nd reaches decisions only after full consideration and debate on the issues in question. Finances. 1. Adopts specific procedure for the efficient handling, spending, and accounting of Board funds. 2. Each m.onth requires and reviews a written financial statement of appropriations, expenditures, and balances. 3. Analyzes the financial needs of the departm-ent and prepares a budget well in advance of the adoption date. Relation to sjiper i nl^ndent . 1. Selects and emplovB the best director available in accordance with nationally recommended standards. 5.1 - 2. Requires the director to sizbmit a v/ritten monthly report. 3. Adopts a policy that indivld'ial Board members shall not give in- structions to the director, except a? related to specific committee assignments. 4. Requests the director to submit recomjnendations on all problems (relating to programs, facilities, and the like) for which professional advice is needed. 5. Upon adoption of a policy or approval of a course of 3,ction, the Board gives the director fall authority and responsibility for administering the policy or seeing that the action is taken. 6. Encourages the director to initiate suggestions which will in- crease the effectiveness of the department and to bring to the attention of the Board matters requiring policy decisions. 7. Holds the director ultimately responsible for the success or failvire of the program, within the limitations in which he must v;ork. 8. Encourages its director and other staff workers to attend state and national meetings of recreation workers, take an active part in professional organizations, attend institutes and training courses and in other ways advance in their profession. Relatio n to staff. 1. Assujres for the employees of its department the same consideration with respect to working houxs, sick leave, vacations, holidays, accident compen- sation, job security, and retirement benefits as apply to compa^rable workers in other city depa.rtments. 2. Adopts an official personnel polic]'' that insures the employment of competent leaders, a sound division of duties and responsibilities, a fair salary schedule and satisfactory working conditions. 3. Both the Board and its members deal officially with the recreation staff only through the director. 4. Arranges for appeals from staff members to be submitted to the Board and heard in closed session, if desired. 5. Through the director invites members of the supervisory staff to meet with the Board when problems relating to their part in the program are under consideration. Relation to work of department. 1. Makes periodic inspections of recreation areas and facilities to make sure they are operated and maintained in a satisfactory condition. 2, Makes periodic observations of program. - 52 - 3. Participates actively in the interpretation of the department's program, objectives, and needs. 4. Becomes fam.iliar v-i th the chara.cteristics of a well balanced commu- nity recreation program and gives the director suggestions for planning the program of the department, 5. Arranges for a city-wide analysis of existing recreation areas and facilities, adopts a long range program for the acquisition and improvement of recreation areas, and reviews this program at least every two years. 6. Makes a comprehensive appraisal of the department at least every five years. Relation to other agencies. 1. Consults with the local school authorities in regard to preliminary plans for new school sites or buildings and the design of indoor and outdoor facilities that might be suitable for community recreation use. 2. Consults with the local planning authorities with respect to any proposals or plans that relate to recreational areas or facilities. 3. Shares the credit with other departments and organizations that cooperate in its program. 4. Takes the initiative, if necessary, in forming a recreation council or in bringing together periodically an informal group representing the local agen- cies concerned with recreation for a discussion of mutual problems and as an aid in cooperative planning. 5. Meets annually, either as a whole or tbxough a committee, with the Board of Education to consider problems of mutual interest. 6. Through its director, or otherwise, keeps in close touch with city departments and private agencies concerned with recreation and the use of leisure time. Relation to the public. 1. Makes it clear to the public that all suggestions and criticisms will be welcome and will receive thoughtful consideration. 2. Conducts its affairs in a manner that wins public respect and support for the department and gi^arantees its integrity to the community. 3. Is ready to listen to criticism and quick to discern and remedy situations that require correction, either by the Board or staff members. 4. In addition to submitting an annual report as required, maintains a public relations program throughout the year, utilizing the press, radio, speeches, movies, exhibits, come-and-see tours, and other appropriate media. ~ 53 - 5. Represents the interests of the entire community and not the interests with which individual members may be affiliated. 6. Encourages citizen interest and participation in the work of the department by the enlistment of volunteers, the appointment of committees for special projects, and in other ways. Others. 1. Keeps in touch with recreation developments by having its members read such magazines as Recreation and other publications especially applicable to its work. 2. Arranges each year to have at least one Board member attend the National Recreation Congress or some other national or state meeting related to recreation. 3. Arranges for each Board member to speak about the work of the de- partment at least once a year. 4. Recognizes that individual members have no right to speak for the Board unless specifically authorized to do so by Board action. 5. Uses its influence to assure the appointment to the Board of compe- tent, public spirited individuals. 6. Adopts specific procedures for helping new members assume their responsibilities. i - 54 - APPEISiDIX D p/^jiK-scHOCL coope;r.a.tion Schools, parks and recreation progr^jns resu.lt from the American public's desire for educational and recreational facilities and opportunities. Increased urban growth, coupled with increa,sing population pressures, is leading to intensi- fied demands on public park, recreation and school agencies for an increasing variety of facilities and services. The need to design and use the facilities of these agencies for the greatest public good is heightened by the heavy demands on tax dollars available for these TpyjirposeSo School, park and recreation authorities throughout the country are ex- ploring ways and means of working cooperatively for mutual advanta,ge and increased service to the communities they serve. Through joint efforts, each agency can contribute to greater public service without giving up any of its legitimate re- sponsibilities. It is desirable that a working relationship, as expressed in a written joint agreement, be established before either the park and recreation or school agency makes extensive use of the other's resourceso Failure to establish such a working relationship may result in m.isuse or misunderstandings concerning the use of the facilities. Unfortunate occujrrences of this nature have, in the past, hindered the provision of programs and ser^-ices which make the best possible use of public facilities. A park-school agreement should provide a sound arrangement for cooper- ative planning and action and should include the follov/ing elements: (a) a declaration of intent by both boards to accept cooperative responsibility in the pro'/lsion of such areas, facilities and supervision as may be required to meet the recreational needs of the constituency, consistent with the legal authority granted to each through enabling state legislation; (b) a.greement by the school district that its a;ceas and facilities may be considered available for recreation uses by citizens within such limitations as majr have to be placed upon their use by reai3on of the suita- bility of the area or facility involved, and prior 4 claims of established or planned school activities, or by reason of other logical considerations; (c) agreement by the Park and Recreation Board that its areas and facilities may be considered available to the school district under conditions corresponding to those set forth above for the use of school pro- perty; (d) in viev/ of the recognition of the cooperative respon- sibility of the respective boards to render the largest possible recreation service to the citizens of the City 5 eacti board saouid express i willingness to grant the other rse o -e ~.t J- oo facilities and areas generally in pi'eference to non-public agencies, consistent with siich rules and exceptions as may be considered, necessary and desirable ; (e) land acquisition policies should be set forth with due consideration for location, size, influence area, site design and development costc Site acquisition should precede, wherever possible, the lirban developm.ent of the ajrea it is to serve; (f) agreement concerning responsibility for area and facility design and de's/elopment in keeping with the principle that in general the Park and Recreation Board is better equipped to develop recreation areas and facilities, and the School Districts are better equipped to construct educational facilitieg; (g) agreement concernj.ng responsibilit37 for maintenance in keeping with the principle that in general the Park and Recreation Board is better equipped to maintain outdoor areas and facilities, and the school district is better equipped to maintain its own indoor facilities ; (h) supervision z^esponsibility agreement in keeping with the principle that in general, when one agency uses the other's facilit3^, it shall accept full responsi- bility for the provision of qualified supervision over the activity, and responsibility for any damages re- sulting from the use of the facility other than normal wear and tear; and, (i) cost sharing agreement, which should generally be determined on the basis of exchange of services and privileges rather than on the basis of cross-billing for services and privileges . ALLOCATION CF PUBLIC SCHOOL FACILITIES FOR RECREATION PURPOSES The most desirable way to allocate school facilities is to establish a, policy, and to make this policy known to prospective users of this facility. Policy considerations should include the following: (a) A listing of facilities which may be used for recreational purposes, (b) A description of each facility and the purposes for which it is s\iitab].e. (c) Rules and regulations governing the use of the facility. -se- ed) Cost for the use of the facility. (e) Method of deciding priority of allocation. This should be clearly stated in order to avoid mis- understanding and conflict. Groups seeking permits for the use of Board of Education physical edu- cation and classroom or auditorium facilities should be recognized on a priority basis such as the one indicated belov/. SUGGESTED PRIORITIES FOR ISSUING PERMITS Local Schools Each school should have the full use of its own facilities during the regular school day and until 6:00 p.m. except as noted later in this paragraph. Following this hour, the facility should be considered open for permit requests on a "city-wide" basis, with requests from the local schools being honored first. Each school desiring the evening use of physical education or other facilities should anticipate its needs for one semester in advance. Lists of these anticipated needs should be sent to the central school dis- trict office for one semester in advance. Lists of these antici- pated needs should be sent to the school district office for the first semester by October 1, and for the second semester by January 1. No requests need to be made for a school's own facili- ties before 6:00 p.m. except when due to lack of gymnasia and swim- ming pools, it is necessary for that school to share its facilities with another school. Under such conditions, the facilities should be considered as "city-wide." Other Schools The requests of other schools for recrea.tional activities should be honored ahead of those of outside groups. The lists of the antici- pated needs of all schools submitted to the central office should be used in assigning permit times of the various schools to the facilities available. Public School Recreation Activities In addition to the physical education or the athletic use of school plants by the public schools, schools occasionally wish to schedule other recreational activities. It is understood that small group dances and parties and other recreation activities involving small numbers should be scheduled wherever possible in smaller rooms in order that the main gymnasium rooms may be kept available for those recreation programs requiring the larger space. If, however, a large school dance is to be sponsored for a school having a gymna- sium or by a public school wishing to use another school's gymnasium, the large gymnasium rooms should be made available on a permit basis. - 57 - 4. Park and Recreation Boai^d When the needs of the schools (including P.T.A. groups) have been met, the requests of the Park and Recreation Department facilities for their use in promoting community recreation prograuns should be recog- nized first for the remaining time. 5. Other Recreation Groups After the Park and Recreation Department has set up its program of activities in such a manner that time to be consumed in the facility is definite, the requests of other individuals and organizations should be considered with preference given to those requests involv- ing activities of a recreational nature. 6. Other Non-recreation Groups The requests of other miscellaneous community groups and organiza- tions conducting activities not related to recreation should be hon- ored if there is remaining time and the activities are appropriate for the facility requested. RULES AND REGULATIONS The central school district office should prepare the necessary bulletins and application forms to be issued to the various groups seeking permits to use school facilities. These bulletins should be approved by the Superintendent of Schools and the policies outlined should have approval of the School District Board and the Park and Recreation Board. - 58 - APPENDIX E SAMPLE LEASE OF SPACE AND GROD'NDS AROUND SCHOOL BJILDING THIS INDENTURE, made in the Village of Glenview, County of Cook and State of Illinois, on this _______ day of , A.D. 1950, between Board of EDUCATION OF COMMUNITY CONSOLIDATED SCHOOL DISTRICT NO. 34 , Cook County, Illinois, herein- after referred to as the Lessor, and GLENVIEW PARK DISTRICT, a municipal corpora- tion of Glenview, Cook County, Illinois, hereinafter referred to as the Lessee. WITNESSETH: That the Lessor, in consideration of the rents hereinafter reserved, and of the agreements, conditions, covenants and terms on the part of the Lessee hereinafter contained hereby demises and leases to the Lessee, and the Lessee hereby takes from the Lessor, for the establishment, equipment, operation and maintenance for Parks, Playground, Recreation grounds, and Athletic fields, the following properties and parcels of land hereinafter referred to as the demised premises laying in Community Consolidated School District No. 34, Cook County, Illinois and more particularly described as follows: Insert legal description: TO HAVE AND TO HOLD the said demised premises by the Lessee to be maintained and operated by said Lessee as part of the Lessee's Park and Recreation system for the term commencing on the 1st day of June 1950, and ending on the 31st day of May 1975, unless sooner terminated as hereinafter provided, at the net rental of ONE DOLLAR ($1.00) per annum for said period and in further consideration of Lessee rendering to Lessor the services mentioned in Paragraph 2 hereinafter. That it is the intention of the parties hereto, and it is mutually understood and agreed that the purpose of this lease is to provide adequate playground and recreation facilities for the pupils enrolled in the schools under the jurisdiction of the Lessor, and for the inhabitants of said Park District at the most economical cost to the legal resident and taxpayers of said school district and park district. It is further intended and mutually agreed that this lease is executed in conformance with the provisions of the School Code of Illinois granting authority to the Lessor to establish playgrounds, recreation grounds and athletic fields; equipping, operating and maintaining same; and to take such steps to provide for the protection, sanitation, care and management thereof as it deems appropriate, and in conformity with Statutory authority vested in Park Boards to lease properties for park and playground and recreational facilities; and in accordance with other provisions of the statutes of the State of Illinois. It is hereby further mutually covenanted and a,greed that this indenture is nade upon the foregoing and upon the following agreements, conditions, covenants and terms, viz: \ - 59 - 1. That the Lessee will plan the development of said demised premises for the laying out and constructing and erecting swings, slides, play courts, or other playground or recreational equipment at its own expense; and that all such improve- ments made on said premises shall remain upon and be surrendered with the premises as a part thereof at the termination of this lease except movable equipment which shall remain the property of the Lessee and may be removed from said premises by the Lessee at any time the existence of this lease or at its termination. 2. That the Lessee shall provide for and pay the cost of construction and installing, and of maintaining and operating any play area, recreation area, play- grounds, courts or equipment placed on said demised premises. In order to induce Lessor to make this lease, and in partial consideration therefor. Lessee agrees throughout the term of this lease to maintain, cultivate and tend all shrubbery and landscaping installed by Lessor on school premises adjoining the lands hereby leased and to mow, trim, reseed and maintain the lawns located thereon. 3. That the Lessee shall pay any and all charges for water or electricity used on said demised premises as may be assessed or imposed upon or grow out of the use of said demised premises. 4. That the Lessee shall keep, save and hold harmless the Lessor from any and all damages and liability for anything and everything whatever arising from or out of the occupancy by or under the Lessee, its agents or servants, and from any loss or damage arising from any fault or negligence by the Lessee or any failure on the Lessee's part to comply with any of the covenants, terms and con- ditions herein contained or otherwise. 5. That at the expiration of the terms demised if this lease shall then be in full force and effect and the Lessee shall have complied in all respects with the agreements, conditions, covenants, and terms thereof, the Lessor will at the option of the Lessee, grant unto the Lessee a new lease of such of the demised premises as then are not used or needed for school buildings, for a further term of twenty-five (25) years from the date of the expiration of this lease at such annual rental as shall then have been agreed upon by the parties and upon the conditions herein contained. 6. That if the Lessee shall fail to perform the services required of it in Paragraph 2 thereof as partial consideration for this lease, or shall within a reasonable time hereafter fail to construct such playground or recreation area or equip same, or if the Lessee shall abandon, desert, vacate or remove from said demised premises or if said Lessee shall dissolve its corporate existence, then in such event the Lessor may at its election terminate this lease at any time thereafter upon giving of ninety (90) days notice in writing of such election of mail addressed to the Lessee at its established offices, and at the expiration of said period on ninety (90) days this lease and all of the estate, right, title and interest herein granted to or vested in the Lessee thereupon shall cease and terminate. 7. That Lessor reserves unto itself and is hereby granted the right, option and privilege to cancel this lease at any time during the term thereof or any extension or renewal hereof insofar as the same is applicable to any one or more or all of the separate parcels leased herein, in the event that any of such parcels included in this lease are needed for school purposes, by giving written notice - 60 - by mail to Lessee at its office address of ninety (90) days of its intention to so terminate said lease as to any or all of said properties, and at the expiration of said ninety-day period Lessee shall surrender the possession of the property or properties designated in said lease and this lease shall thereupon be terminated as to such property or properties. IN WITNESS WHEREOF, the parties hereto have hereunto caused these present to be signed by their duly authorized officers and attested the day and year first above written. BOARD OF EDUCATION COMMUNITY ATTEST: CONSOLIDATED SCHOOL DISTRICT NO. 34, COOK COUNTY, ILLINOIS, Lessor Its Secretary By ATTEST: Its President GLENVIEW PARK DISTRICT, Lessee Its Secretary By Its President '■', Vii-'i'' ■' ■ ■ . ' i ; 1 i i; ■ I ' i i , ',» r I' -. ri-t „ ' '^"I'm^; ' ', -.1. ';'..'.>.;','. h:. M.I, '!'■''' : '.v.cfflBB '■■.■.(.' ■'■■'■ 1 '• ' if. , , .„ ■■1 ij,: ■■ ■ ' ■ ■■ I •(,;.. J. ,. ■ ■■ •', :■■,,; ■ ■ ' ■ ■ ■ : If lr:':;M 1 ,.:■''): •■■i-:;)" :•) .:i,'.-, ,;,„::,,: v ■.' UNIVERSITY OF ILLINOIS-URBANA 3 0112 103616725 ■;':':-;H:.;>::fnifi