2012 Budget - South Suburban Parks and Recreation

South Suburban Park and Recreation District
Mission and Goals
Human Resources (continued)
Goals and Objectives for the 2012 Budget
1. Stewardship of “human” resources (District Goals #1GO and #4GO)
Hire the right person the first time by improving applicant tracking/recruiting
Create & sustain a “community” culture through Recognition Programs
Successful Year-2 of the STEP-UP Leadership Academy, including increasing
participants from 8 to 10
2. Stewardship of financial resources (District Goals #1GO and #4GO)
Structured approach to implementing the part-time pay plan to minimize the
cost impact, comply with minimum wage standards, and stay competitive in
the job market for like positions
Maintain Performance Achievement & Reward (PAR) Program
Quantify results of employee wellness efforts and revise and update program
for 2013
Continue preparations for implementation of health care reform, and
specifically, evaluate the use of part-time employees who currently work over
30 hours a week
3. Provide quality services utilizing technology (District Goals #1GO and #2GO)
Implement new time and attendance system, including necessary changes in
Great Plains payroll
Explore cost effective and/or cost neutral solutions for applicant tracking and
recruiting activities.
4. Leadership in managing legal exposure (District Goals #1GO and #4GO)
Effective and timely resolution to employee-related issues
Close monitoring for compliance with FLSA, FMLA, ADA, others, and
legislative changes that materialize
Implementation and distribution of new Employee Handbook.
Communications Department
Mission
The Communications/Registration Department partners with clients to generate revenue,
create awareness of District programs and facilities, and provide customer service.
Overview of Department
The Communications Department serves to assist with all components of the marketing and
publicity cycle. As the District’s needs change from time to time, the Communications
Department shifts its efforts to help where most needed. During bond election years, we
place our emphasis on creating awareness and support for critical issues. When major capital
projects are approved, we reinforce public trust by informing constituents about how projects
are progressing on time and within budget. When facilities and programs are identified for
needed guidance with marketing, we try to make staff’s jobs more successful by arming them
with information they may need to make decisions and by coordinating promotional efforts.
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