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/5~ <br />opportunity for enhanced coordination of recreational activities beyond paid <br />county staffing limits. <br />13. Human Services Advisory Commission <br />Sunset this group's existing structure and create a joint work group under the <br />oversight of the Board of Public Health and Social Services Board. <br />This group is currently responsible for soliciting, receiving and reviewing the <br />requests of `outside' agencies and non-profits for county funding assistance; <br />ultimately making a recommendation to the County Commissioners at each <br />budget cycle. <br />The distribution of county funding to external agencies and groups ultimately is a <br />responsibility of the County Commission subject to annual budget decisions. The <br />current group has made effort to thoroughly evaluate the requests it receives and <br />thoughtfully make recommendations. However, lack of interconnect with existing <br />county programs managed by the Departments of Health, Social Services and <br />Aging may exist within current parameters of how this process is handled. <br />A more defined process with input via the two or three county departments <br />dealing directly with `safety-net' services could be employed. Budget constraints <br />will continue to impact available funding. <br />A formalized method of monitoring and evaluating how county funding is used by <br />external agencies can be constructed to reduce opportunities for misuse. <br />14. Sportsplex Community Advisory Committee <br />Sunset this Advisory Committee and assign its role to a reconfigured Parks and <br />Recreation Advisory Council. <br />The County owns this facility and contracts for its operations. The formal <br />reporting relationship between the company providing operational oversight <br />should be with county professional staff not an Advisory Committee. Recent <br />county audit findings indicate more management oversight of purchasing and <br />operational expenses is needed. The contractual relationship is between the <br />county and the company not with the Advisory Committee. <br />A reconfigured Parks and Recreation Advisory Council could create a facilities <br />task force or sub-committee to work on issues related to the Sportsplex and other <br />facility management groups (non-profits, not-for-profits and others). <br />15. IP (Intergovernmental Parks) Work Group <br />Dissolve this Advisory Group as a County Commission appointed committee. <br />If needed, it can be a working group of the reconfigured Parks and Recreation <br />Advisory Council. <br />6 <br />