"Managing Cutbacks in Higher Education: Strategies for Managing the Journey" Page 16 Governor Edgar Calls for Statewide Tax Caps TRENDS Worldwide Boom Projected for Tourism Page 33

6      IAPD Addresses Senate Bill 1             by Ted Flickinger, Ph.D., IAPD Executive Director 10    Legal/Legislative Scene             by Peter M. Murphy, CAE, IAPD General Counsel 14     Senate Bill 1828          (The Infrastructure Expansion Act)             by Gerald J. Brooks, J.D. 16    Managing Cutbacks in Higher Education:          Strategies for Managing the Journey             by Christopher R. Edginton, Ph.D., & Susan R. Edginton 20     Do You See Youth Sports in Chaos?             by Mark Badasch 23    IAPD and IPRA Support          Conservation Congress 24     Counselors In the Parks             by Nancy Chamberlain 26    Illinois Parks & Recreation          1993 Conference Pictorial 28    Board Members: Do          Your Real Job Better             by Eugene Pomerance 31    Seasonal Staff             by Tom Wilson & Patrick Moser 32    Public Awareness Perspective:          Creative Media Relations             by Laura Bedford 33    Trends: Worldwide Boom          Projected for Tourism             by J.P. Tindell, M.S. 34     People, Places & Things Gary Atkins & Karen Adkins, Editors Laura J. Bedford, Publications Director Springfield, Illinois Theodore B. Flickinger, Managing Editor Executive Director, IAPD, Springfield, Illinois

In these days of ever-increasing competition for tax dollars. at least one park district has found an ally: the local school district. Through creative intergovernmental cooperation each taxing district can meet its own unique service needs without exceeding its budget.

The case in point is an intergovernmental cooperative agreement developed by and between the Arlington Heights Park District and Prospect Heights School District 23. It began when the Betsy Ross Elementary School needed a gymnasium addition, and the Arlington Heights Park District, meanwhile, needed a new facility to house some of its recreation programs.

The solution, they found through negotiation, was to share the cost of designing, building, and maintaining a single, multi-functional facility. The park district agreed to pay approximately 20 percent of the cost.

They also readily worked out design differences. Both governmental bodies happily agreed to a schedule allowing the school district use of the building during school hours for the work week and one evening a week, while the park district had the use of it six evenings a week, and all day long on weekends. Maintenance was the responsibility of the school district on weekdays, and park district on weekends.

A termination provision in the intergovernmental agreement guarantees that if the school district ever discontinues the arrangement, it must reimburse the park district a depreciated amount of its investment.

In sharing, everyone benefitted: the elementary school got the addition it needed without going over budget, the park district found an innovative and cost-effective way to house its programs, and the taxpayers saw their money doing double duty-without costing twice as much.

Such an arrangement exemplifies the potential for collaboration between governmental taxing districts and the cost-saving benefits communities can reap from such partnerships.

This kind of creative problem-solving and ability to cooperate will need to become commonplace if some hard-pressed taxing bodies are to survive, let alone thrive.

Our cover this issue features a beautiful "winter wonderland" scene provided by the Homewood-Flossmoor Park District.