Westerville Parks and Recreation Master Plan

Parks & Recreation

WPROS

Parks, Recreation & Open Spaces

Mas ter Pla n

march 2014

“A City within a park where everyone benefits from parks and recreation.”

Parks & Recreation

WPROS

Parks, Recreation & Open Spaces

Master Plan

RECREATION ADVISORY BOARD

CITY COUNCIL Craig Treneff Larry Jenkins Diane Fosselman Jenifer French Kathy Cocuzzi Mike Heyeck L. Pete Otteson

Jim McCann Chris Cox L. Pete Otteson Ed Bannen Howard Baum Siobhan Blake Patrick Hickman Ron McCrea Jack Shinnock Kacy Walko William Zieber

Chair Vice Chair Mayor Vice Mayor Council Member Council Member Council Member

CITY OFFICIALS Dave Collinsworth Julie Colley Randy Auler Bruce Bailey Jason Bechtold Andy Boatright Karl Craven Christa Dickey Bernie Ingles Todd Jackson Mary Johnston Richard Lorenz Adam Maxwell Joe Morbitzer Lee Ann Shortland Frank Wiseman

Chair Vice Chair Council Liaison Board Member Board Member Board Member Board Member Board Member Board Member Board Member Board Member

City Manager Assistant City Manager Director of Parks & Recreation Director of Law Economic Development Administrator Electric Utility Manager Director of Planning & Development Community Affairs Administrator Fire Chief Information Systems Director Clerk of Council Water Utility Manager Administrative Services Director Chief of Police Director of Finance Director of Public Service

Westerville Parks, Recreation & Open Spaces Master Plan

Acknowledgements

SENIOR CENTER ADVISORY BOARD Jack Shinnock Lloyd Kuschner Fred Bacu Phyllis Chadwick Bob Devilbiss Anita Ebbert Neil Edelson Laura Emler Jim McLeaster Bev Phipps Janet Scott Floyd Siebert John Kalmbach Lynn Koenig

Chair Vice Chair Board Member Board Member Board Member Board Member Board Member Board Member Board Member Board Member Board Member Board Member Alternate Alternate

WESTERVILLE PARKS AND RECREATION ADMINISTRATIVE TEAM Randy Auler Michael Hooper Mike Phillips Phyllis Self Carrie Swinehart Doug Vineyard

Director of Parks & Recreation Development Administrator Recreation Administrator Recreation & Operations Superintendent Support Services Manager Parks & Facilities Superintendent

SHADE TREE COMMISSION Kathy Spatz Dave Bergman Amber Aimar Erin Biehl Derek Blazo Jennifer Finfera Connie Sadowski

Chair Vice Chair Commission Member Commission Member Commission Member Commission Member Commission Member

March 2014

WPROS Master Plan

Chapter One

Introduction................................................................................................. 1

1.1 Introduction................................................................................. 1 1.2 Guiding Principals and Objectives of the Plan....................... 1 1.3 Westerville Parks and Recreation Today.................................. 1 1.4 Organizational Chart.................................................................. 2 1.5 Accomplishments Since the Last PROS Plan........................... 3 1.6 Historical Time line of the Evolution of the Department......... 6 1.7 Master Plan Development Process........................................... 7 1.8 A Vision for the Future................................................................ 7 1.9 Mission Statement....................................................................... 7 1.10 What We Value........................................................................... 7 1.11 Key Recommendations............................................................. 8

Chapter Two

Community Profile................................................................................... 11

2.1 Demographic Analysis............................................................... 11 2.2 Trends Analysis............................................................................. 15

Chapter Three

Community Input.................................................................................... 29 3.1 Input Opportunities..................................................................... 29 3.2 Key Leadership, Focus Group and Public Input Summary.... 30 3.3 Intercept Survey Results............................................................. 32 3.4 Statistically Valid Household Survey......................................... 34 Chapter Four

Natural Resources and Management............................................... 49

4.1 Natural Resources and Management Overview................... 49

4.2 What are Natural Resources..................................................... 49

4.3 Why Natural Resources are Important..................................... 50

4.4 Natural Resources in Westerville............................................... 51

Westerville Parks, Recreation & Open Spaces Master Plan

Table of Contents

Chapter Five

Recreational Pathways and Connectivity ...................................... 53

5.1 Recreational Pathways and Connectivity Overview............. 53

5.2 Definitions..................................................................................... 54

5.3 Existing B&W Recreational Pathways and Priorities ............... 55 5.4 Education & Encouragement .................................................. 61

Chapter Six

Recreation Services................................................................................... 63

6.1 Recreation Program Assessment.............................................. 63

Chapter Seven

Parks and Facilities Needs Analysis................................................... 77

7.1 Park and Facility Level of Service Standards........................... 77 7.2 Parks and Recreation Facilities Inventory................................ 81 7.3 Prioritized Facility Rankings........................................................ 84

Chapter Eight

Community Center and Park Improvements ............................. 87

8.1 Visioning and Core Program..................................................... 87

8.2 Westerville Community Center Expansion Opportunities Conceptual Plan........................................................................ 87

8.3 Park Improvements .................................................................... 91 Chapter Nine

Implementation.......................................................................................... 105

9.1 Action Plan.................................................................................. 105

Appendices:

Appendix 1 – Statistically Valid Community Survey Appendix 2 – Development Standard Guidelines Appendix 3 – Revenue Source Options

March 2014

WPROS Master Plan

Introduction 1.1

Introduction The City of Westerville is a historic community nestled in the heart of the Columbus metro-plex that has managed to maintain a strong sense of individual character and identity amidst the fast pace of the surrounding cities. Westerville is home to numerous regional destinations, businesses, and attractions, many of which are owned, operated, or partnered with the Westerville Parks and Recreation Department.

Westerville Parks and Recreation Department is widely respected as a best-practice agency in the State of Ohio, as well as in the United States for maintaining a consistent standard of excellence and level of service for residents of Westerville and visitors to the City. This PROS Master Plan (Parks, Recreation and Open Spaces) is designed to support the Department in continuing to provide innovative and well balanced facilities and programs in the community as the City grows and evolves.

1.2

Guiding Principles and Objectives of the plan The PROS Master Plan has been developed under the following guiding principles and objectives: • Sustainably grow the best practices and quality services of the Parks and Recreation Department in the City of Westerville • Serve the relevant park and recreational needs of existing and new residents as well as the business community employees who help support the Parks and Recreation Department in meeting those needs • Further position the City as a regional and state-wide destination, while protecting the accessibility of City facilities and programs for residents • Support the City to qualify for enhanced partnerships and funding opportunities in both the public and private sectors • Leave a positive legacy for current and future generations of Westerville residents March 2014

1.3

Westerville Parks and Recreation Today The Westerville Parks and Recreation Department is nationally accredited by the Commission for Accreditation of Parks and Recreation Agencies (CAPRA) and is a four time prestigious National Gold Medal Award winner for excellence in park and recreation administration in 1974, 2001, 2007, and 2013.

The parks and recreation system is comprised of high quality recreational pathways, sports complexes, community center, senior center, aquatic facilities, parks and programs that serve a diverse public with diverse needs. The department maintains an extensive park system of over 596 acres of park land in 52 locations including 29 miles of recreational pathways that run through the City. In 2012, the Department served over 850,000 participants through programs and facilities.

Parks and recreation in Westerville is considered to be a central component of the quality of life of residents and overall vitality of the community. The recreation programs are highly popular not just for residents, but for the numerous surrounding communities because of the consistent standard of excellence.

WPROS Master Plan

Page 1

Chapter One

1.4

Organizational chart Parks & Recreation Director

Parks & Recreation Development Division

Support services Division

Parks & Recreation Development Administrator (1)

Accountant (1)

Accounting Assistant (1)

Administrative Secretary (1)

Promotions Coordinator (1)

Recreation services & Operations Division Recreation & Operations Superintendant (1)

Administrative Secretary (1)

Parks & Facilities Administrator (1)

Parks Manager (1)

Maintenance Specialist (2)

Maintenance Worker (3) Parks Manager (1)

Maintenance Specialist (2)

Maintenance Worker (7) Facilities Maintenance Manager (1)

Maintenance Specialist (3)

Maintenance Worker (5)

The Department consists of 55 full-time staff positions and numerous part-time staff positions to support the parks and recreation needs of the Westerville community that includes residents, businesses and visitors to the city.

Page 2

Support Services Coordinator (1)

Parks & Facilities Superintendant (1)

Community Affairs

Support Manager (1)

Parks & Recreation Maintenance Division

Parks & Recreation

Recreation Administrator (1) Recreation Facilities Manager (1) Clerk Specialist (2) Facilities Operation Manager (1) Facilities Assistant (1) Aquatics Manager (1)

Facilities Supervisor (1)

Fitness / Wellness Manager (1)

Program Supervisor (1)

Senior Center Manager (1)

Program Supervisor (2)

Administrative Secretary (1)

Program Manager (Sports) (1) Program Supervisor (Youth/Teen) (1)

Program Manager (Preschool/Youth

Adult/Arts/Special Events) (1)

Program Supervisor (Preschool) (1)

Westerville Parks, Recreation & Open Spaces Master Plan

Introduction 1.5

Accomplishments since the last pros plan The Parks, Recreation, and Open Spaces Plan (PROS 2000) and citizen approval of a Âź% income tax dedicated for parks and recreation guided the development of parks, facilities and programs. This Chapter highlights the significant accomplishments completed since 2000.

This chapter is divided into the following sections:

Section I: New Park Acquisition and Development (Park Facilities) This section highlights land that was acquired for park and facility development and conservation purposes.

Section II: New Bike & Walk (B&W) Acquisition and Development This section highlights B&W and greenway properties acquired and developed.

Section III: Parks, Facilities and Trail Improvements This section highlights completed and major improvements to existing parks, recreation facilities, and the B&W system.

March 2014

Section 1: New Park Acquisition and Development (Park Facilities) The PROS 2000 Plan identified land acquisition as a priority. The land acquisition focused on the preservation of natural areas and to community center recreation needs. #

Park Name

Acres

2013 Status

1.

2.

Sports Complex

51

Complete

Community Center Site

25

Complete

3.

Neighborhood Park (Spring/Maxtown Road Area)

15

Complete

4.

Neighborhood Park (Central College Area)

No Progress

5.

Neighborhood Park (Hempstead Road Area)

No Progress

6.

Neighborhood Park (East of Sunbury Road (South)

No Progress

7.

Neighborhood Park (West of Alum Creek/North of Hanawalt Road)

No Progress

8.

Community Park Site (Expand Metzger Park)

No Progress

9.

Hoff Woods Expansion (Birch Street)

10.

Acquire private property north of Heritage Park, south of Alum Creek

WPROS Master Plan

15

Significant Progress No Progress

Page 3

Chapter One Section II: New Bike & Walkways (B&W) Acquisition and Development The PROS 2000 Plan identified bike and walkways as a priority. #

Park Name

2013 Status

#

1.

Acquire property along Alum Creek

Significant Progress

2.

Acquire property along Big Walnut Creek

3.

4.

Park Name

2013 Status

25.

Develop North/South Otterbein Avenue Route

Significant Progress

Significant Progress

26.

Develop Sunbury Road Leisure Route

Significant Progress

Develop Maxtown Road Leisure Path

Complete

27.

Complete

Develop Waterton Drive/River Trace Leisure Route

No Progress

Develop Spring Grove North Leisure Path

28.

No Progress

5.

Develop Ohio to Erie Trail

Complete

Develop Africa Road/West Street Leisure Route

6.

Develop Sunbury Road Leisure Path

Complete

29.

Develop South Knox Street Leisure Route

No Progress

30.

Develop Delaware Drive/Cherrington Road/Woodview Drive Leisure Route

No Progress

31.

Develop Worthington-Galena Road Leisure Route

Significant Progress

32.

Develop Park Meadow Road/ Brooksedge Boulevard/Heatherdown Drive Leisure Route

Complete

33.

Develop Glenacre Drive/Allview Road/Pointview Drive/Gentlewind Drive Leisure Route

No Progress

34.

Develop Inniswood Leisure Route

No progress

35.

Develop Maxtown Road Leisure Path

Significant Progress

36.

Develop Westerville Bikeway/Leisure Path

Complete

37.

Develop Alum Creek Leisure Path

Complete

38.

Develop Power Line Easement Leisure Path

Complete

39.

Develop Maxtown Road Leisure Paths

Complete

40.

Develop West Main Street Leisure Route

Complete

41.

Develop County Line Road Leisure Route

Complete

42.

Develop Juniper Avenue/Orchard Lane Leisure Route

No Progress

43.

Develop Africa Road Leisure Route

No Progress

44.

Develop Central College Road Leisure Route

No Progress

7.

Develop Granby Place Leisure Route

No Progress

8.

Develop County Line Leisure Route

No Progress

9.

Develop West Main Street Leisure Route

Complete

10.

Develop Huber Village Leisure Route

Significant Progress

11.

Develop Park Meadow Road Leisure Route

No Progress

12.

Develop Cleveland Avenue Leisure Route

No Progress

13.

Develop Schrock Road Leisure Route

Significant Progress

14.

Develop Spring Road Leisure Route

Significant Progress

15.

Develop Hempstead Road Leisure Route

Significant Progress

16.

Develop Walnut Street Leisure Route

Significant Progress

Develop Mariner’s Cove Greenway

No Progress

17.

Leisure Path 18.

Develop Big Walnut Creek

No Progress

Leisure Path 19.

Develop Alum Creek Leisure Path

Complete

20.

Develop Dempsey Road Leisure Route

Complete

21.

Develop Haven Parkway Leisure Route

No Progress

22.

Develop Old Coach Road Leisure Route

No Progress

23.

Develop Cherrington Road Leisure Route

No Progress

24.

Develop Hanawalt Road Leisure Route

Page 4

Complete

Westerville Parks, Recreation & Open Spaces Master Plan

Introduction Section III: Parks, Facilities and Trail Improvements This section highlights completed and major improvements to existing parks, recreation facilities, and the B&W system.

2013 Status Alum Creek ● Retain Otterbein Lake west of Alum Creek for fishing, add basketball court lighting, upgrade playground safety surfaces, construct paths to improve circulation to site amenities

Complete

Alum Creek Park South ● Maintain meadow for free play and nonstructural sports activities

Complete

Astronaut Grove ● Provide pedestrian linkage to Alum Creek Park North and Senior Center

Complete

Bicentennial Park ● Refurbish fountain and add sculpture

Complete

Boyer Nature Preserve ● Expand education programming and partner with schools, Add small “car park” off of East Park Street at Orchard Lane, landscape with native plants and shrubs

Complete

Brooksedge Park ● Maintain and clean-up western edge along street, Remove wooden steps along Park Meadow Road

Complete

Community Tennis Courts ● Upgrade tennis court lighting, Add walks to courts from parking area, Add parking area improvements, including pavements and landscaping

Complete

Electric Avenue/State Street Park ● Re-landscape park, Redo walks/replace benches and waste receptacles

Complete

Ernest Cherrington Preserve ● Pave access/service drive with turn around

Complete

Hanby Fields ● Develop site for Uptown Bicycle Transportation Hub/Park

Complete

Benjamin Hanby Park ● Redo walks, benches and waste receptacles

Complete

Hannah Mayne Park ● Improve/add erosion control materials along Sugar Creek ravine to reduce erosion, Add path improvements to park

Complete

Heritage Park/Everal Barn ● Extend leisure path along Alum Creek, Renovate buildings and site based on new Study/Master Plan, Complete investigation of moving Everal Barn on site to better accommodate Cleveland Avenue road expansion, preserve the historic setting for the Barn and incorporate into potential adjacent park uses

Complete

March 2014

2013 Status Highlands Park ● Prepare Master Plan for park and implement findings, Improve vehicular circulation and expand parking areas

Complete

Highlands Park - The Pool ● Complete master plan for entire pool facility and implement feasible findings

Complete

Hoff Woods Park ● Connect leisure path to adjoining neighborhoods, Extend concrete sidewalk along McCorkle Blvd south

Complete

Huber Village Park ● Secure long term lease on school land, Add additional parking area, Add restroom facility and associated walks, Upgrade all infield areas in partnership with Westerville Youth Baseball and Softball League (WYBSL), Add shelter by Planet Westerville in partnership with Planet Westerville group

Complete

Paul S. Metzger Park ● Update Master Plan, Expand parking area, Add backstop canopies and concrete pads for bleachers

Complete

Olde Town Park ● Add to playground equipment

Complete

Park Maintenance Shop ● Renovate Park Maintenance Facility

Complete

Senior Citizen Center ● Re-evaluate/reorganize existing vehicular circulation, Add carport for buses, Develop a defined pedestrian linkage to Astronaut Grove and Alum Creek Park North

Complete

Spring Grove North Park ● Connect park into Westerville Leisure Path system, Implement plan to better serve northeast neighborhoods

Complete

Towers Park ● Add restrooms, Expand and improve parking areas, Provide a perimeter loop path system to physically connect all facilities and activities, Improve ballfields, including drainage, fencing, infield and add concrete pads for bleachers

Complete

Uptown Rotary Park ● Add bicycle racks nearby, Add year-round plantings/perennials

Complete

Walnut Ridge Park ● Add restroom facility/install drinking fountain, Upgrade playground equipment to meet ADA playground standards, Add perimeter loop path and improve circulation to link all facilities/activities

Complete

WPROS Master Plan

Page 5

Chapter One

1.6

Historical time line of the evolution of the department

1930’s

• Westerville’s first Municipal Park was dedicated (Alum Creek Park North) • Land acquired for future park sites (Astronaut Grove Park)

1940’s

• Land acquired for future park sites (Bicentennial Park)

1950’s

• Land acquired for future park sites (Hannah Mayne Park)

1960’s

• Westerville became a City • Land acquired for future park sites (Walnut Ridge Park, Boyer Nature Preserve, Highlands Park, Heritage Park, Ernest Cherrington Park, Alum Creek South Park) • The City hired its first full-time Parks and Recreation Director

1970’s

• • • • •

Land acquired for future park sites (Towers Park, Huber Village Park, Metzger Park) Highlands Pool constructed and dedicated Hannah Mayne Park developed Everal Barn and land was acquired Received National Recreation and Parks Association’s (NRPA) National Gold Medal “Excellence in Recreation Management” Award (1974)

1980’s

• Land acquired for future park sites (Kiwanis Picnic Park, Brooksedge Park) • Metzger Park and Kiwanis Picnic Park developed • Former water treatment plant renovated to become Senior Center

1990’s

• Land acquired for future park sites (Olde Town Park, Heritage Wetland, College Knolls Retention, Hanby Park, Hoff Woods Park, Otterbein Lake, Spring Grove North Park, Mariners Cove Wetland, County Line Woods, Westerville Sports Complex, Community Center, Springborough Open Space) • Uptown Rotary Park, Olde Town Park, Hoff Woods Park, Heritage and College Knoll Wetlands, Walnut Ridge, Westerville Bikeway were developed • Approved 1/4 percent Income Tax dedicated to parks and recreation for 20 years

2000’s

• Received NRPA’s National Gold Medal “Excellence in Recreation Management” Award (2001, 2007) • Earned National Accreditation from the Commission for Accreditation of Parks and Recreation Agencies • Community Center, Towers Park, Walnut Ridge, Spring Grove Greenway Bikeway, Alum Creek Amphitheater, Westerville Sports Complex, Walnut Ridge Path, Spring Grove North Park, Alum Creek Leisure Path, Sertoma Shelter, Heritage Park, Everal Barn and Homestead, Heritage Park Phase II, County Line Acres Bikeway, Alum Creek South Park, Metzger Park, Brooksedge Bark Park, Ohio to Erie Trail, Sunbury Road Bikeway, Presidential Oak Grove, Otterbein Lake Phase I were developed

2010’s

• • • •

Page 6

Received NRPA’s National Gold Medal “Excellence in Recreation Management” Award (2013) Earned National Re-Accreditation from the Commission for Accreditation of Parks and Recreation Agencies Millstone Creek Park, First Responders Park, Highlands Park Aquatic Center, Train Depot were developed Hoff Woods Park expansion property acquired

Westerville Parks, Recreation & Open Spaces Master Plan

Introduction 1.7

Master plan development process

1.8

The consulting team developed the PROS Master Plan using the following processes: • Community input that included focus groups, intercept surveys, key leadership meetings, staff focus groups, public forums and a City-wide statistically valid survey

The following vision presents how the City of Westerville Parks and Recreation desires to be viewed in the future: “A City within a park where everyone benefits from parks and recreation.”

1.9

• Demographic and Trends Analysis

• Program assessments

“We are dedicated to provide exemplary municipal services to our community and fostering prosperity while embracing our unique heritage and character.”

• Level of service assessment • Financial assessment

• Future park site and trail assessment and improvements • Capital improvement cost for key recommendations

Mission Statement The following is the mission for the City of Westerville Parks and Recreation regarding how they will implement the vision:

• Park site assessments

• Community center and senior center analysis

A Vision for the future

1.10

What we value As an organization the Department values and is committed to the following: • Innovation • Stewardship • Excellence • Community Engagement • Employee Enrichment • Accountability • Public Safety • Integrity and Trust

March 2014

WPROS Master Plan

Page 7

Chapter One

1.11

Key recommendations City Council, the City Manager and staff recognize how important it is to maintain a first-class parks and recreation system to keep people living and working in the City, bring in new residents and businesses to the City, and the economic impact the Department has on the City. The recommendations outlined in the PROS Master Plan are aligned with the vision, mission and core values of the community and the Department. These recommendations follow what the community has voiced as a priority. Overall, the capital improvements can be utilized as a guideline for future improvements and development with flexibility to be altered and updated as needed.

The goal of this PROS Master Plan is to not overextend the Department financially or operationally. The Department will still require strong financial support from user fees and earned income opportunities. This will require a continued business plan approach and support from the staff, the Park and Recreation Advisory Board and City Council.

While there are numerous recommendations

in the PROS Master Plan, there are signature projects suggested by the Consultant Team. These large-scale projects have tremendous potential to significantly increase the recreational opportunities for residents, as well as representing substantial economic benefits to the City. The value is clear, it will make the Department stronger and more responsive to meeting the needs of residents of the City.

Signature projects • Expand the B&W recreational pathway system to create a connected system with parks, Uptown, Westerville Schools and Otterbein University • Expand the Community Center to include the older adult center, therapeutic pool, fitness and program space, expanded track and additional gymnasium • Develop a park that creates “edge” sports experiences • Improve access to waterways by creating additional park experiences along Alum Creek, Big Walnut Creek and the Hoover Reservoir • Develop additional and improve existing neighborhood parks in a manner that creates a “signature” experience for each park • Develop additional and improve rectangular and baseball/softball fields The recommendations are designed to address the key unmet needs of the community and address other elements of the system that will continue to position Westerville Parks and Recreation as a leader in Ohio and the Nation in delivery of parks and recreation services.

Recreational Pathway recommendations High Priority • Refer to High Priority Projects listed on page 56 Medium Priority • Refer to Medium Priority Projects listed on page 56 • Refer to Low Priority Projects listed on page 57

Page 8

Westerville Parks, Recreation & Open Spaces Master Plan

Introduction Park and facility development recommendations High Priority • Expand the Community Center to include the relocation of the older adult center (senior center), therapy pool, fitness and program space, additional gymnasium and track expansion • Re-purpose the existing older adult (senior center) • Expand the deck (land space) of the Highlands Park Aquatic Center • Expand Hoff Woods Park to provide rectangular field/ open space

• Develop and improve ballfields at Highlands Park • Develop second Bark Park • Establish partnership to develop a neighborhood park in the southeast quadrant • Establish Big Walnut Creek Park • Develop Mariner’s Cove pond area • Improve Boyer Nature Preserve with natural elements

• Create Signature space within existing parks

o Huber Village

o Bicentennial Park • Enhance recognition of police responders at First Responders Park

Medium Priority • Expand the Kiwanis/Jaycee Park • Develop the Alum Creek Corridor to provide recreation experiences o “Edge” Sports Park o Sports Complex o Heritage Park o Main Street corridor (Heritage Park to Alum Creek Park) o Alum Creek Park North o Otterbein Lake o Alum Creek South Park • Expand Metzger Park • Create Signature space within existing parks

o Walnut Ridge Park

o Hanby Park

o Olde Town Park

o Towers Park March 2014

WPROS Master Plan

Page 9

Community Profile 2.1

Demographic analysis The Demographic Analysis provides an understanding of the population of the City of Westerville. This analysis demonstrates the overall size of total population by specific age segment, race and ethnicity, and the overall economic status and spending power of the residents through household income statistics. It is important to note that while the demographics analysis evaluates the population characteristics based on the geographic area, the Parks and Recreation Department does tend to serve an audience outside that as well.

All future demographic projections are based on historical trends. All projections should be utilized with the understanding that unforeseen circumstances during or after the time of the projections could have a significant bearing on the validity of the final projections.

METHODOLOGY Demographic data used for the analysis was obtained from Environmental Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends. All data was acquired in July 2012, and reflects actual numbers as reported in the 2000 & 2010 Census and estimates for 2015 as obtained by ESRI. Straight line linear regression was utilized for projected 2020 and 2025 demographics. The City of Westerville geographic boundary was utilized as the demographic analysis boundary as shown below (Figure 1).

Figure 1 - City of Westerville Boundary

March 2014

WPROS Master Plan

Page 11

Chapter Two

WESTERVILLE SERVICE AREA Population The City of Westerville has increased at a moderate pace over the last few years. From 2000 to 2010, the City’s total population increased by 2.0%. This translates into a total population increase of 705 total persons. Projecting ahead, the growth rate is expected to continue from 2010 to 2025. The overall growth rate is expected to be 3.3% from 2010 – 2015, 0.9% from 2015 – 2020 and 1.6% from 2020 – 2025. Based on the projections through 2025, the City is expected to have approximately 38,306 residents living within 15,665 households (Figure 2).

Westerville total Population 45,000 40,000 35,000

35,415

36,120

2000 Census

2010 Census

37,350

38,306

37,703

30,000 25,000 20,000 15,000 10,000 5,000 0 2015 2020 2025 Projection Projection Projection

Figure 2 - Population Trends

Age segment Overall, the City has a slightly skewed age segment distribution. Evaluating the distribution by age segments, the target area has a rapid aging population. Currently the highest segment by population is the 35-54 with 29.4% and the lowest is the 18-34 population with 20.9%.

Over time, there is projected to be a rapid aging pattern with the 55+ population growing in number to 32.4% by 2025 and the under 18 age group reducing to 21.3%.

This is similar to nationwide trends that point to a growth pattern in the 55+ age group as a result of increased life expectancies and the baby boomer population entering that age group. Median age rose from 37.5 in 2000 to 41.2 in 2010 (Figure 3).

At the same time, it would be helpful for the City to also provide youth centered programs as a means to attract younger families and fresh job seekers. Some program types include youth based programming, before and after school programs as well as sports leagues and tournaments catered to them.

In general, for such diverse population segments, a variety of aquatics and non-aquatics programs be it recreational, educational, fitness and wellness programs as well as special events are the most popular. Types of programs can include aquatics programs – aqua-aerobics, therapeutic recreation programs, life skill programs, family activities such as biking, walking, and swimming, and general entertainment and leisure activities.

Page 12

Total Population

Westerville, Population by age segments 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2000 Census

2010 Census

2015 2020 2025 Projection Projection Projection

Figure 3 - Population by Major Age Segment

Westerville Parks, Recreation & Open Spaces Master Plan

55+ 35 - 54 18 - 34 < 18

Community Profile

RACE AND ETHNICITY From a race standpoint, the City has a minimal increase in racial diversity over the projected time. The diversity in the community is projected to increase with the majority Caucasian population (93.54% in 2000) reducing to 83.39% by 2025 and with those belonging to Black Alone reaching 9.75% by 2025 (Figure 4).

Westerville, Population by Race 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2000 Census

2010 Census

2015 2020 2025 Projection Projection Projection

Figure 4 - Population by Race American Indian Black Alone Asian White Alone

Asian population is estimated to increase from 1.55% to 2.71% by 2025. While the Hispanic population is estimated to grow from 1.07% in 2000 to 3.65% by 2025 (Figure 5).

100% 90% 80% 70% 60% 50% 40% 30% 20% 10%

1.07%

3.65%

2000

2025

0%

Figure 5 - Hispanic/Latino Origin Population All Others Hispanic/ Latino Origin (any race)

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WPROS Master Plan

Page 13

Chapter Two

HOUSEHOLDS AND INCOME The Cityâ&#x20AC;&#x2122;s income characteristics certainly exhibit growth trends. The median household income was $69,131 in 2000 and is projected to continually increase to $89,791 by 2025. The median household income represents the earnings of all persons age 16 years or older living together in a housing unit. The per capita income, too, is projected to increase from $29,401 in 2000 to $49,585 by 2025 (Figure 6).

Westerville, Household income characteristics $140,000 $120,000 $100,000 $80,000 $60,000 $40,000 $20,000 $ 2000 Census

2010 Census

2015 2020 2025 Projection Projection Projection

Figure 6 - Income Characteristics

As seen in Figure 7, the target areaâ&#x20AC;&#x2122;s income characteristics are higher than State and National income averages. This would indicate a higher level of disposable income and a higher need for good quality and best-inclass services.

Median Household Income Average Household Income Per Capita Income

$90,000 $80,000 $70,000 $60,000 $50,000 $40,000 $30,000 $20,000 $10,000 $ Median Household Income

Per Capita Income

Figure 7 - Comparative Income Characteristics Westerville Ohio U.S.A.

Page 14

Westerville Parks, Recreation & Open Spaces Master Plan

Community Profile 2.2

TRENDS ANALYSIS OVERVIEW

SECTION I: NATIONAL TRENDS

The Westerville Parks and Recreation Department is committed to improving the community’s health, the natural and built environment, and economic viability of all. Planning for the leisure needs of a community is influenced not only by analyzing past participation levels and observing what leisure activities citizens currently participate in, but also by anticipating their future needs. Trends in recreation are influenced by a continuous change in marketing, demographics, technology, education and economics. Understanding these influences provides a gateway for embracing change and the opportunities presented.

Following are national trends that have been identified as having an impact on the Parks and Recreation Department.

While the Department is unable to control external factors that result in these trends, they can acknowledge the facts and create a strategic long-range plan to address them within the community.

The purpose of this chapter is to identify recreation and leisure trends that may impact programming and facility needs for Westerville’s diverse population. Potential revenue resources, as well as enhanced services to citizens, could be overlooked if both national and local trends are not identified in a timely manner. More in-depth analysis is sometimes required when comparing national trends to those occurring locally.

Recreation trends were discussed during focus group meetings, as well as ongoing communication with Department staff.

Trends identification is divided into three sections:

ADULT AND CHILDHOOD OBESITY The evidence regarding a surge in childhood and adult obesity is compelling and the implications are troubling. Research indicates that poor eating habits and physical inactivity are the major culprits contributing to today’s obesity rates and overthe-top presence of life threatening diseases. The most recent projections published in the American Journal of Preventative Medicine warn that 42% of Americans may end up obese by 2030 (up from 36% in 2010), and 11% could be severely obese, roughly 100 or more pounds over a healthy weight (vs.

6% in 2010). According to the latest CDC (Centers for Disease Control and Prevention) report 65% of adults in Ohio were overweight and 29% were obese while 15% of adolescents were overweight and 12% obese.

Recommendations: • Continue to increase fitness program opportunities for youth and adults • Construct playgrounds and provide fitness equipment at park and facilities • Develop parks in under-served neighborhoods

• Section I reviews national trends that have an impact on the Department as a whole

• Continue to increase opportunities for recreational pathway access within close proximity to existing and future residential developments

• Section II reviews municipal recreation policy and operating trends

• Promote community gardens and edible landscaping on public lands

• Section III reviews facility and program trends directly related to the field of Parks and Recreation

• Conduct “walking audits” to identify problems with connectivity, safety or traffic calming needs for safe access to neighborhood parks

Also included in this chapter are national recreation participation data and five-year participation levels from Westerville Parks and Recreation’s existing activities and facilities, reflecting local trends March 2014

• Provide nutritious food and beverage options at concessions, vending machines and recreation programs

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Chapter Two SURGE IN OLDER ADULT DEMOGRAPHICS The ever-changing complexion of the nation’s population is creating a new future. U.S. Census Bureau projections indicate a much more aged population with increases in the numbers of “new-old” and the “old-old” as the “Silver Tsunami” of the baby boom generation hits. Older adults will become a larger segment of the population while enjoying better health and longer life expectancy. Recent Census studies estimate that by 2030, 20 percent of the U.S. population will have reached the age of 65(72 million Americans). The average life expectancy in the United States is 78 (75.6 for men and 80.8 years of age for women). With breakthroughs in medicine, technology, and improved standards of living, the life expectancy is still growing. Leisure service providers are now presented with the challenges of providing services for a group that is not only diverse in age, but also in economic status and physical and mental capabilities.

Currently in Westerville, the highest segment by population is the 35-54 with 29.4% and the lowest is the 18-34 population with 20.9%. Over time, there is projected to be a rapid aging pattern with the 55+ population growing in number to 32.4% by 2025 and the under 18 age group reducing to 21.3%. This is similar to nationwide trends that point to a growth pattern in the 55+ age group as a result of increased life expectancies and the baby boomer population entering that age group.

Recommendations: • Expand opportunities to meet the desires of skilled baby boomers looking for professional and management volunteer positions • Program to include aging population needs, (aquatic therapy pools, Pickleball courts, low-impact fitness classes, etc.) with more programs offered at mid-day • Expand facilities and programs that provide social interaction • Develop educational programs and opportunities, such as interpretive signs and programs • Establish medical emergency criteria geared toward senior participants (i.e. emergency procedures, medical/pharmaceutical history forms, adequate medical equipment in place, etc.) to ensure their safety and well-being

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ETHNIC DIVERSITY Reports from the 2010 Census Data provides insight to an ethnically diverse nation. According to the report, more than half of the growth in the total population of the United States between 2000 and 2010 was due to an increase in the Hispanic population. From a race standpoint, the City has a minimal increase in racial diversity over the projected time.

The diversity in the Westerville community is projected to increase with the majority Caucasian population (93.54% in 2000) reducing to 83.39% by 2025 and with those belonging to Black Alone reaching 9.75% by 2025. The Asian population is estimated to increase from 1.55% to 2.71% by 2025, while the Hispanic population is estimated to grow from 1.07% in 2000 to 3.65% by 2025.

Recommendations: • Train and hire as diverse a staff as possible at recreational facilities and provide outreach efforts utilizing bicultural and bilingual staff • Train staff to successfully communicate and deliver quality customer service for multicultural environments

Westerville Parks, Recreation & Open Spaces Master Plan

Community Profile ECONOMIC CLIMATE The City’s income characteristics certainly exhibit growth trends. The median household income was $69,131 in 2000 and is projected to continually increase to $89,791 by 2025.

The median household income represents the earnings of all persons age 16 years or older living together in a housing unit. The per capita income, too, is projected to increase from $29,401 in 2000 to $49,585 by 2025. Westerville’s income characteristics are higher than State and National income averages. This would indicate a higher level of disposable income and a higher need for good quality and best-in class services.

Recommendations: • Allocate financial resources for strategic land acquisition to preserve parks, trails, open space and greenways especially in under-served neighborhoods • Increase advocacy efforts with constituents regarding investments in facilities, parks and green space as beneficial to tourism, job creation and increased community health and wellness

TECHNOLOGY AND SOCIAL LEARNING Social learning, combined with the explosion of mobile devices such as smartphones and tablets, is having a huge impact on how governments think about communicating with the general public – especially the 76 million Generation Y or Millennials who are plugged-in 24/7. Mobile apps are growing in popularity, as is the use Quick Response codes.

Additionally, the power of social media, defined as a “social instrument of two-way communication” is having a global effect that has never been seen before. Online media is effectively creating a global living room by allowing people nationwide to share an experience. Technology also creates customer expectation of instant services and communication. In order to meet these expectations, the Department will need to continually upgrade its technology and provide adequate training for staff.

Recommendations: • Create a Department mobile application for access to programming and facility information • Increase access to online program and facility reservations

• Continue to evaluate fees and charges in order to retain customer base and remain competitive in the market

• Provide Wi-Fi access at large gathering areas, such as park shelters, special event sites, and sport complexes

• Continue to leverage available financial resources with both private and public grant funding

• Increase utilization of social networks to promote programs, facilities and to assist with public input on park planning • Increase utilization of YouTube, blogging, podcasting for Department updates, programming and awareness campaigns • Provide “work friendly” places in parks with shade and access to power and Wi-Fi

March 2014

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Chapter Two CHILDREN AND NATURE MOVEMENT Increasingly, terms such as “natural playspaces” and “nature explorer classrooms” are finding their way into public parks and recreation agencies. This comes from a surge in encouraging families to reconnect with nature as suggested in Richard Louv’s book Last Child in the Woods. Louv coined the term “nature deficit disorder” and also popularized the notions that as children have become more sedentary and “plugged-in,” their subsequent disconnect with nature has resulted in serious consequences for their health, education and general well-being.

The need for a child-nature movement has created an increase in public ad campaigns and gateway activities – outdoor activities that are popular and accessible – to encourage families to reconnect with the outdoor environment. The Ohio Department of Natural Resources initiated the Explore the Outdoors campaign, which is similar to other national programs aiming to provide outdoor education programs to children. The goal of the campaign is to increase visits to state and local parks and our Nation’s forests and grasslands, as well as to help children develop a love of nature and an understanding of their role in protecting it. In 2010, the Westerville Parks and Recreation Department dedicated Millstone Creek Park, which included a nature play area for citizens of all ages and abilities to explore.

Recommendations: • Continue acquisition of land for community parks, greenways, trails, and natural area preservation • Create or incorporate smaller theme-based nature playgrounds or “pocket parks” along existing trail connections or greenways • Program environmental education programs within new or existing youth programs to encourage outdoor interactive play • Partner with other governmental agencies and public/private schools on nature education programs • Develop interpretive signage or smart phone applications that allow for self-guided tours along unique natural areas

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BICYCLES AND NON-MOTORIZED TRANSPORTATION According to the World Future Society publication Forecasts, the future is full of bicycles with “bike use increasing around the world, as evidenced by the creation of bike trails, rising popularity of bike tours, and more doctors encouraging their elderly patients to bike for exercise.” Based on public input, Westerville citizens rated bikeways and leisure paths as their most important need of the parks and recreation system.

They also rated expanding the bikeways and leisure paths as the number one amenity for improvements.

Recommendations: • Continue strategic land acquisition for parks, greenways, green space and natural area preservation to create recreational trails that aid in the creation of a bicycling and pedestrian system • Provide programs and services to promote bicycling as a lifelong leisure activity • Incorporate infrastructure in greenways, and parks and trails that support and encourage pedestrian, wheeled recreation, and utilitarian bicycling to local places of interest • Advocate for lower speed limits and develop traffic calming infrastructure near neighborhood parks and greenways

Westerville Parks, Recreation & Open Spaces Master Plan

Community Profile SECTION II: POLICY AND MANAGEMENT TRENDS The City of Westerville Parks and Recreation Department is guided by ordinances and policies that influence management decisions and subsequent procedures for how work is conducted. These policies may impact how parks are designed or lead to park renovations. Often additions or changes to policies are driven by new mandates imposed by federal or state legislative regulations, consumer demand, or industry best practices. Federal mandates are not often accompanied by funds for implementation, resulting in a trickle down financial burden to states and local municipalities. The impetus for including the following policy and management trends is based on a need to plan for potential implementation, as well as keep up with industry trends.

TOBACCO-FREE PARK ZONES Creating designated tobacco-free zones in outdoor parks and recreation facilities is rapidly becoming standard practice in outdoor facility management. This initiative most often stems from resident concerns and desires for a clean and healthy environment throughout community park systems.

Recommendations:

SUSTAINABLE DESIGN AND MANAGEMENT PRACTICES Incorporating energy saving and sustainable practices in the design, maintenance, and construction of parks and facilities are now expected by the general public. Examples of “green” building concepts include geothermal heating and cooling, structural insulated panels (SIPS), high-efficiency windows, smart irrigation controllers and utilization of recycled-content materials. There is also a movement towards reducing landfill debris by incorporating “deconstruction” building techniques – diverting waste with re-use of building components from vacated structures. Studies have shown that only 25% to 30% of building material debris is recycled, but as much as 75% could be reused with a concentrated effort. The Parks and Recreation Department recently completed the new Parks Maintenance Building as a design-build project and re-constructed the Highlands Park Aquatic Center as a LEED certified facility.

Recommendations: • Construct, remodel, maintain and operate facilities with sustainable and environmentally-conscious practices • Place greater emphasis on environmental choices and ecological services

• Install signage at all playgrounds indicating “smoke or tobacco free” facility

• Promote LEED certification and sustainable design of landscapes and park facilities

• Work with youth athletic organizations regarding tobacco-free education

• Increase tree canopy through preservation of open space and tree planting • Increase interpretive signage as a means of education and eliciting increased conservation practices citywide • Enhance recycling and composting at public facilities

March 2014

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Chapter Two URBAN WILDLIFE AND HABITAT MANAGEMENT Being a good steward of conserved land sometimes means more than just leaving the land untouched. Allocating resources to create habitat is a growing movement within municipal parks and recreation departments for wildlife management and wildlife viewing opportunities.

Participation in wildlife-associated recreation has increased in 28 states since 2006, according to the findings of the 2011 report released by the U.S. Fish and Wildlife Service. In 2012, the Westerville Parks and Recreation Department received a grant for the Highlands Wetlands. The project entailed enhancing the vegetative community and expanding the boundaries to best utilize the space. The increased area will both improve the habitat quality and allow a greater buffering capacity for stormwater run-off and filtration.

Scattered open water areas will function as habitat for fish and waterfowl.

Recommendations: • Partner with land management agencies and research funding sources for development of an urban wildlife and habitat management plan to provide guidelines for integrating natural and human systems in Westerville’s parks and open spaces • Create educational and recreational programming opportunities regarding land use management and wildlife preservation • Continue to protect interconnected natural land and water networks. It is this network that provides habitat, clean air, clean water, and significant economic, environmental, and social benefits for people and nature

SPECIAL EVENTS Park special events include sporting events, concerts, and festivals held at sports complexes, stadiums, fairgrounds, amphitheaters, and shelters. They also include events at temporary venues such as parades, fireworks displays, bicycle rides, sporting games, marathons, seasonal festivals, and milestone celebrations. In a 2009 Federal Highway Administration report, the number of planned special events held annually is growing, subsequently resulting in a strain on municipal budgets and infrastructure. The study also found that direct revenues are about $40 billion annually in the U.S., but indirect spending and secondary economic effects raise the total economic impact of large special events to $164 billion.

Municipal leaders are challenged with minimizing the financial impact special events have on public resources while retaining their many benefits. An increasing number of private individuals and for profit businesses recognize the financial benefit of hosting special events on government property.

Nationwide, city leaders are considering the benefits of conducting and operating their own special events in order to at least minimally recover operating costs and at best, generate revenue. As part of effective cost recovery of programs and facilities, municipalities must evaluate the resources involved and the expected benefits. Once such an evaluation is completed, appropriate management policies can be selected and implemented to assist with cost recovery efforts.

Recommendations: • Provide Wi-Fi access at large gathering areas, such as park shelters, special event sites, and sport complexes • In an effort to minimize solid waste, establish guidelines and policies requiring 25%-100% recycling of generated waste (e.g. food composting stations, recycling containers, etc.)

• Identify and establish City staff resources to organize and promote revenue generating special events to include, sporting events and festivals

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Westerville Parks, Recreation & Open Spaces Master Plan

Community Profile SECTION III: PARKS AND RECREATION FACILITY AND PROGRAM TRENDS Following are leisure service trends which require supporting park facilities and may eventually have some impact on the Westerville Parks and Recreation Department. While the Department acknowledges that other trends exist, it has been determined that the following will have significant impact based on the public input process and best practices occurring within the field of parks and recreation.

WATERPARKS When it comes to improving the attendance and cost recovery of commercial pools, the consensus is overwhelming in favor of adding more fun. Aging “cement hole” facilities – with exorbitant repair and maintenance costs – are increasingly being replaced with multi-service recreational facilities. Aquatic facilities with the best financial returns also have amenities that appeal to broader audiences with inclusion of aquatic therapy pools, vertical exercise areas (both shallow and deep water) and learn to swim amenities.

In a 2009 Industry Report Survey conducted by Recreation Management, 10.5 percent of Parks and Recreation Department respondents indicated they have waterparks or foresee this as a trend within municipal agencies. Park departments were also more likely to plan for aquatic exercise programs, special needs and youth and adult swim teams. The top planned addition (10.2 percent) for all aquatic management agencies surveyed (including YMCA, municipal agencies and health clubs) were splash play areas due to their recreational appeal, low maintenance and minimal staffing costs. Nearly a third (28.5 percent) said they planned to add additional play features to their facilities in the next three years. The most commonly planned additions included: 1. Water play structures 2. UV disinfection systems 3. Waterslides 4. Zero-depth entry 5. Solar pool heating and pool lifts/accessibility equipment (tied)

March 2014

BIKE PARKS AND MOUNTAIN BIKE FACILITIES According to the Outdoor Foundation’s 2010 Outdoor Recreation Participation Report, road biking, mountain biking and BMX biking are fourth in most popular outdoor activities by participation rate for Americans, ages 6 and older. Interest in bicycling of all types has led to an increase in development of bike paths. Bike parks are typically family-oriented facilities with a variety of amenities such as BMX tracks, bike skills courses, pump tracks (short loop course) and flow tracks (roller coaster for bikes). Cyclocross courses and mountain bike trails are also frequently utilized in bike park design as well as amenities for spectators and non-cyclists. Bike parks range in size from 3 to 50 acres and typically service day to day recreation use, programming and as a venue for races.

The Boulder Parks and Recreation Department recently developed Valmont Bike Park, a 42 acre natural-surface cycling facility with a “skill progression” design that services all ages, abilities and riding styles. This design allows riders to improve their skills as they work their way up to advancedlevel single track, hard-packed dirt jumps and cyclocross elements throughout the park. Additionally, the National Interscholastic Cycling Association was recently created as a non-profit organization dedicated to establishing mountainbiking as a high school sport.

OUTDOOR ADULT GYMS The outdoor adult gym – or multi generational playground concept – originates in China where it was promoted as a national fitness campaign prior to the 2008 Summer Olympics. This concept is a progressive evolution of fitness trail par courses which gained popularity in the early 70’s.

Outdoor gyms incorporate low impact exercise-equipment (e.g. chin-up bars, cross trainers, stationary exercise bikes) designed to be used without the need to adjust weights, pins or cords and instead rely on balance or low resistance.

Each apparatus is designed to be outside 24/7 with the initial purchase costs and in-house installation and maintenance being significantly less than similar fitness center machines.

Outdoor adult gyms are increasing in number and are often found as clusters along trailheads, abandoned lots to adjacent to children’s playgrounds – encouraging healthy multigenerational interaction between caregivers and children. Outdoor gyms located at trailheads have a wide appeal to walking or running groups serving as a social gathering location. Research indicates that cost and accessibility are the two main barriers for people wanting to exercise. The adult playground concept allows for a free, convenient workout location.

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Chapter Two NATURE PLAYGROUNDS/NATURE EXPLORER CLASSROOMS In response to the epidemic of “nature deficit disorder,” park planners are taking part in a robust movement to design play areas with more natural elements in order to encourage traditional outdoor play, as opposed to “structure play.”

“Undeveloped” sites with minimal alterations use the natural landscape and natural textures as a model to incorporate interactive structures, such as hollowed-out logs, tree forts, large boulders, climbing walls and natural water features.

Developed or hybridized sites utilize a healthy mix of manufactured structures while still maintaining the natural integrity of the site. Commonalities include access to trees for tools for climbing on or through, moving water, rocks, native plants and a place for quiet play. Learning tools for programming include natural amphitheaters, wood blocks, sundials, rain gauges and lots of other “loose” parts for creative play. Studies indicate that sustainable park design; and the use of more natural elements not only help the environment and are less expensive, they also improve a child’s sense of well-being.

COMMUNITY GARDENS AND URBAN FARMS In an effort to encourage local and sustainable food production, municipalities are increasingly partnering with agricultural and health organizations by offering land for community gardening plots, orchards, edible landscaping, urban farms and green houses. Cities across the nation are also passing resolutions and offering financial and staff support to improve access to healthy foods for residents.

SENSORY GARDENS Sensory gardens allow nature to come to life for individuals with a variety of disabilities. Garden beds are designed to include plant species and hardscape elements intentionally selected to provide experiences for seeing, smelling, hearing, touching and tasting. Interaction is a key objective with sensory garden design. Organic gardening practices are imperative opportunities. Theme gardens are well received and might include culinary herbs, medicinal plants, sound gardens (e.g. waterfalls, fountain, bamboo gardens, and wind-chimes) or cultural gardens (e.g. Native American Garden). Sensory gardens are particularly popular at park facilities located near residential and health care facilities and schools. Gardens designed to engage all senses serve many functions and provide a venue for therapy, education, socializing and simple relaxation.

SKATE SPOTS Midwest skate parks appeared in the late 90’s. Much has changed with regard to overall demand, obstacle size limitation and skate park construction techniques. Due to an increase in demand, fueled by a growing number of participants in the sport, municipalities are finding a need to both expand existing parks and provide smaller venues known in the industry as “skate dots” or “skate spots.” Low maintenance skate spots are designed as single skate features (ramps, benches, rails or fun boxes) and “blend” with the surrounding environment. Skate spots are clearly labeled as a skate facility and are often located in an area that otherwise might not allow for such an amenity. These sites are often designed to allow for spectator viewing and serve as a lunchtime gathering spot for the business community in urban areas.

BOCCE COURTS Bocce is a traditional Italian game similar to lawn bowling. It can be played on almost any surface but is most often played in back yards or neighborhood parks. Bocce, until recently, was viewed as appealing only to those of European descent or retirement home residents. Bocce has more recently gone upscale with construction of clay or ag-lime courts designed for tournament play, as well as social gathering spots at trendy eateries, sport facilities or golf courses. Bocce courts are being added to park facilities to allow for activities between games or après golf – often leading to increased concession revenue. White Hutchinson Leisure and Learning Group include bocce-restaurants as a hot “eatertainment” trend in their Prediction for 2012 and Beyond list.

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Westerville Parks, Recreation & Open Spaces Master Plan

Community Profile ARTIFICIAL TURF FIELDS There is a growing movement in Parks and Recreation to utilize synthetic turf at select sports facilities. There is a wide variation in field costs depending on type of use, regional climate and terrain and product options. A typical multiuse field can easily cost upwards of $750,000. Departments choose to make the investment for a variety of reasons, including decreased maintenance needs, maximization of field use, injury prevention and water conservation. The Southern Nevada Water Authority estimates that every square foot of natural grass replaced saves 55 gallons of water per year.

DOG PARKS Off-leash dog parks continue to be a trend and are the fastest-growing segment of city parks according to a 2005 study by the non-profit Trust for Public Land. USA Today reported that in 2010 there were almost 600 off-leash dog parks in the 100 largest cities (Portland, Oregon has the highest per capita: 5.7 dog parks for every 100,000 residents), a 34% jump in five years. The increase in demand for dog parks reflects nationwide households have dogs (43 million) than children (38 million). Dog park design is evolving to meet growing demand. Dog parks are typically three to five acres in size with some being as large as 15 acres. Park planners are now considering both small dogs and large dogs when planning facilities. Often the two sizes share a location with a fence separating the facility or in some cases designated hours based on canine size and weight.

In addition to drinking water and waste disposal bags, dog park amenities such as washing stations, concrete wading pools and playground-like obstacle courses are commonly found. To alleviate muddy and overused dog runs, planners are also utilizing “pet turf” in their design plans. The Synthetic Turf Council reports that dog parks and doggie day camps are now installing synthetic grass to provide not only a better experience, but also one that benefits the environment.

SHADE STRUCTURES According to a 2009 Recreation Management report, shade structures are one of the most commonly planned additions in park facility planning. This increase stems from medical research indicating a growing risk and increased rates (currently estimated at one million cases of skin cancer per year) of melanoma – the most serious form of skin cancer.

Outdoor areas become more user-friendly by incorporating man-made shade structures (e.g. canopies, shelters, table umbrellas, etc.) or natural shade options like trees or design techniques utilizing shade from existing buildings. Shade structures and park shelters can do more than protect citizen’s skin. A growing number of advocates emphasize that providing shade encourages park patrons to be more active by increasing the amount of time spent outdoors as opposed to indoors watching television or playing video games.

March 2014

SYNTHETIC PLAYGROUND SURFACE Rubber tile or poured-in-place playground surfaces are becoming increasingly popular as a shock-absorbing, safety surface (falls to the surface account for nearly 70 percent of all playground injuries), as well as a material chosen to meet ADA standards. Rubber tiles are pre-made and shipped to the site while poured-in-place is constructed from rubber granules which are mixed on site with a binding agent and then installed by hand and trowelled smooth. The thickness of the rubber can be adjusted to match the fall height of playground equipment. For ADA purposes, synthetic surfaces are developed with the goal of creating a space where children or caregivers with disabilities can easily interact with others. The cost for rubber tile or poured-in-place surfaces, on average, is more than double the cost of standard, loose-fill material such as engineered wood fiber. The added expense is often offset with extreme durability and less ongoing maintenance.

LACROSSE Lacrosse has long been an anomaly anywhere but in northeast Ivy League territory. According to a 2011 Sporting Good Manufacturing Association report, lacrosse experienced a 218 percent increase from 2000-2010 in the number of overall participants categorized as “casual” to “core” (people that participate on a regular and frequent basis). Grassroots, volunteer youth lacrosse organizations are popping up around the nation hoping to develop community interests along with fundamental skills needed to provide feeder teams for local high school participation.

The National Collegiate Athletic Association (NCAA) 2012 annual report shows the number of member institutions sponsoring lacrosse has experienced steady growth.

Women’s lacrosse teams exist at 34.3% of NCAA colleges (up from 26.9% five years ago), and the number of men’s teams is at 26.9% (up from 21.2% five years ago). Major League Lacrosse is also having a cross-country resurgence with teams in cities like Denver setting league attendance records in 2011 with 27,000 attendees.

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Chapter Two NATIONAL PARTICIPATION Information released by Sporting Goods Manufacturers Association (SGMA) 2010 study of Sports, Fitness, and Recreation Participation reveals that most of the popular sport and recreational activities include, walking, treadmill, running/jogging, bicycling, and billiards/pool. Most of these activities appeal to both young and old alike, can be done in most environments, can be enjoyed regardless of level of skill, and have minimal economic barriers to entry. These popular activities also have appeal because of the social aspect: people enjoy walking and biking together, and although fitness activities are mainly self-directed, many can offer a degree of camaraderie.

Walking has remained one of the two most participated in activities of the past decade. Walking participation during the last year data was available (2010), with a reported 114 million Americans walked at least once.

National Particapatory Trend; by Activity General Sports

From a traditional team sport standpoint, basketball ranks highest among all sports in terms of participatory base with 26.3 million persons reportedly participating in 2010. Two sports experiencing participation and growth are lacrosse and tennis – both have seen double digit growth over the past decade; lacrosse has outright exploded. Ultimately, the greatest growth of participation in recreational activities has occurred in activities that have low barriers to entry, can be undertaken within close proximity to home, and can be completed in a limited amount of time.

TRENDING SOURCE The Sporting Goods Manufacturers Association (SGMA) Sports, Fitness & Recreational Activities Topline Participation Report 2011 was utilized to evaluate national sport and fitness participatory trends. SGMA is the number one source for sport and fitness research. The study is based on online interviews carried out in January and February 2011 from more than 38,000 individuals and households.

2000

2007

2008

2009

2010

% Change ‘09-10

% Change ‘08-10

% Change ‘07-10

% Change ‘00-10

Baseball

15,848

16,058

15,030

13,837

14,558

5.2%

-3.1%

-9.3%

-8.1%

Basketball

26,215

25,961

26,254

24,007

26,304

9.6%

0.2%

1.3%

0.3%

Cheerleading

2,634

3,279

3,104

3,036

3,232

6.5%

4.1%

-1.4%

22.7%

Ice Hockey

2,432

1,840

1,902

2,134

2,145

0.5%

12.8%

16.6%

-11.8%

Football, Touch

15,456

13,472

10,493

8,959

8,367

-6.6%

-20.3%

-37.9%

-45.9%

Football, Tackle

8,229

7,939

7,692

6,794

6,905

1.6%

-10.2%

-13.0%

-16.1%

Gymnastics

4,876

4,066

3,883

4,021

4,815

19.7%

24.0%

18.4%

-1.3%

Rugby

N/A

617

690

750

1,130

50.7%

63.8%

83.1%

N/A

Lacrosse

518

1,058

1,127

1,197

1,648

37.7%

46.2%

55.8%

218.1%

Soccer - Outdoor

N/A

13,708

14,223

13,691

14,075

2.8%

-1.0%

2.7%

N/A

Soccer - Indoor

N/A

4,237

4,737

4,913

4,927

0.3%

4.0%

16.3%

N/A

Softball, Fast Pitch

2,693

2,345

2,316

2,636

2,389

-9.4%

3.2%

1.9%

-11.3%

Softball, Slow Pitch

13,577

9,485

9,835

8,525

8,429

-1.1%

-14.3%

-11.1%

-37.9%

Volleyball, Court

N/A

6,986

8,190

7,283

7,346

0.9%

-10.3%

5.2%

N/A

Volleyball, Sand/Beach

5,248

3,878

4,171

4,476

5,028

12.3%

20.5%

29.7%

-4.2%

Racquetball

4,475

4,229

4,993

4,575

4,630

1.2%

-7.3%

9.5%

3.5%

Tennis

12,974

16,940

18,558

18,534

18,903

2.0%

1.9%

11.6%

45.7%

Note: Participation figures are in 000’s for the US population ages 6 and over

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Westerville Parks, Recreation & Open Spaces Master Plan

Community Profile WESTERVILLE PARKS AND RECREATION PARTICIPATION LEVELS – AQUATICS Aquatic Programs

2008

2009

2010

2011

2012

5 Year Average

Instructional Swim Highlands Park Aquatic Center

1,853

1,860

1,789

1,999

1,653

1,831

Community Center

4,335

4,543

4,976

5,496

5,878

5,046

TOTAL ATTENDANCE

6,188

6,403

6,765

7,495

7,531

6,877

Recreational Swim Highlands Park Aquatic Center

84,697

85,784

65,037

140,032

131,067

101,323

Community Center

66,245

65,067

61,768

57,584

58,109

61,755

TOTAL ATTENDANCE

112,213

116,102

107,736

160,685

151,770

129,722

2012

5 Year Average

WESTERVILLE PARTICIPATION LEVELS – RECREATION PROGRAMS AND EVENTS Programs

2008

2009

2010

2011

Art Programs

12,466

9,699

8,382

8,220

9,088

9,571

Adult Leisure

2,584

2,863

2,935

2,634

2,538

2,711

Senior Adult Leisure

38,325

40,387

40,600

39,252

53,566

42,426

Preschool

18,514

16,210

12,211

15,584

13,050

15,114

Teen Programs

1,405

1,367

2,595

1,807

876

1,610

Youth Programs

9,103

10,692

9,426

7,904

7,381

8,901

Fitness Programs

60,022

58,760

58,418

55,230

52,452

56,976

Sports Programs

43,152

42,417

43,279

43,048

42,348

42,849

Adult Sports Leagues

53,055

49,340

49,190

46,608

43,926

48,424

TOTAL PROGRAM

238,626

231,735

227,036

220,287

225,225

228,582

2008

2009

2010

2011

2012

5 Year Average

15,182

11,210

9,418

18,755

10,009

12,915

Special Populations

2008

2009

2010

2011

2012

5 Year Average

Special Population Programs

647

299

428

522

462

472

Events Special Events

WESTERVILLE PARTICIPATION LEVELS – FACILITY RENTALS Facility Rentals

2008

2009

2010

2011

2012

5 Year Average

Everal Barn & Homestead

236

180

184

224

281

221

Community Center Indoor Pool

111

109

176

155

143

139

Highlands Park Aquatic Center

11

13

6

75

118

45

Community Center Multi-Purpose Rooms

562

447

319

260

321

382

Park Shelters

673

645

754

646

774

698

Climbing Wall

32

31

36

15

25

29

Recreation Center

46

35

42

36

27

37

Senior Center

114

107

106

107

111

109

TOTAL RENTALS

1,785

1,571

1,623

1,400

1,806

1,637

March 2014

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Page 25

Chapter Two WESTERVILLE PARKS AND RECREATION PARTICIPATION LEVELS – ANALYSIS SPORTS The City of Westerville’s Market Potential Index (MPI) is above average in all general sports except football and baseball.

The two sports with the highest MPI’s are golf (142) and tennis (138).

The two activities with the highest MPI’s are attending baseball and college football games (125). Also, money spent on high end sports/recreation equipment >$250 has a high above average number (125).

Westerville’s Participatory Trends;

by Activity - General Sports

Market Potential Index (MPI)

Participated in Baseball

98

Participated in Basketball

100

Participated in Football

98

Participated in Golf

142

Participated in Soccer

107

Participated in Softball

105

Participated in Tennis

138

Participated in Volleyball

108

Westerville’s Participatory Trends;

by Activity - Money Spent on Miscellaneous Recreation

Market Potential Index (MPI)

Spent on High End Sports / Recreation Equipment <$250

104

Spent on High End Sports / Recreation Equipment >$250

125

Attend Sports Event: baseball game

125

Attend Sports Event: basketball game (college)

120

Attend Sports Event: basketball game (pro)

123

Attend Sports Event: football game (college)

125

Attend Sports Event: football Monday night game (pro)

107

Attend Sports Event: football - weekend game (pro)

120

Attend Sports Event: golf tournament

119

Attend Sports Event: ice hockey game

124

Attend Sports Event: soccer game

116

Visited a theme park in last 12 months

112

Visited Disney World (FL) / 12 mo: Magic Kingdom

114

Visited any Sea World in last 12 months

108

Visited any Six Flags in last 12 months

98

Went to zoo in last 12 months

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Westerville Parks, Recreation & Open Spaces Master Plan

122

Community Profile ACCESS TO RECREATION/SPECIAL POPULATION Westerville Parks and Recreation hosts a variety of special events, activities and facilities for participants with developmental disabilities in cooperation with many different organizations in Westerville and throughout Central Ohio. Over the years a few of the larger events, activities and facilities include Westerville Civitans Club Spring Dance, Access to Recreation Programs, accessible fitness equipment at the Westerville Community Center, Accessible Playground at Millstone Creek Park, a partnership with Westerville City Schools with a work exchange program, Adaptive Aquatic programs, and many more.

OUTDOOR RECREATION The City is extremely above average in all outdoor recreation participatory trends as well. The two outdoor recreation activities with the highest MPI’s are backpacking/hiking (141) and mountain bicycling (140). Based on public input, there is a need for biking and walking trails, outdoor adventure and nature, and access to waterways.

AQUATICS Swimming is unquestionably a lifetime sport.

Participation rates in swimming have remained steady over the years, although as with most recreational activities, participatory rates have dipped slightly.

However, recreational swimming is the unquestionable leader in multigenerational appeal with nearly 17 million estimated participants per year (Figure 8).

Aquatic exercise has paved the way for a less stressful form of physical activity, allowing similar gains and benefits to land based exercise, including aerobic fitness, resistance training, flexibility, and better balance. Doctors have begun recommending aquatic exercise for injury rehabilitation, mature patients, and patients with bone or joint problems due to the significant reduction of stress placed on weightbearing joints, bones, muscles, and also the affect that the pressure of the water assists in reducing swelling of injuries.

National Participatory Trends; by Activity

2000

2007

2008

Westerville’s Participatory Trends;

by Activity - Outdoor Recreation

Market Potential Index (MPI)

Participated in Backpacking / Hiking

141

Participated in Bicycling (Mountain)

140

Participated in Bicycling (Road)

131

Participated in Boating (Power)

131

Participated in Canoeing / Kayaking

128

Participated in Horseback Riding

104

Participated in Jogging / Running

129

Following national trends in aquatic facility development of “adding more fun” and moving away from “cement hole” facilities, the Highlands Park Aquatic Center went under major renovation in 2010. The 33 year old pool faced increasing maintenance costs and repairs as well as a decline in attendance. The new aquatic center features a natural feel with a slide tower, a zero entry toddler and leisure pool with a children’s slide, a spray playground, lazy river, and an eight-lane 25-meter pool with diving well. Since the opening of the new pool, attendance has more than doubled. Aquatic programming for both the outdoor aquatic center and indoor community center has remained steady.

2009

2010

%

%

%

%

Change ‘09-10

Change ‘08-10

Change ‘07-10

Change ‘00-10

Aquatic Exercise

9,303

9,757

9,267

8,662

9,231

6.6%

-0.4%

-5.4%

-0.8%

Swimming (Fitness / Competition)

16,144

18,368

19,041

17,443

17,145

-1.7%

-10.3%

-6.7%

6.2%

Figure 8 - Aquatic Participatory Trends

March 2014

Note: Participation figures are in 000’s for the US population ages 6 and over

WPROS Master Plan

Page 27

Chapter Two SENIOR PROGRAMS The “Silver Tsunami” is presenting both challenges and opportunities for the Westerville Parks and Recreation Department. Over time, there is projected to be a rapid aging pattern with the 55+ population growing in number to 32.4% by 2025. Challenges faced by the Department include providing programs and activities for not only a diverse age group but also economic status and physical and mental capabilities as well as space to meet programming needs. An aging American public is more attuned to health issues due to the rising cost of medical care, chronic disease epidemic, and a growing number of overweight Americans. Silver Sneaker participants increased 162% from 2011 to 2012 with over 1,000 participants. Public comments indicate a need to move or expand the Senior Center to accommodate this increasing age demographic.

SPECIAL EVENTS/PROGRAMS Quality programs and special events often originate from community collaboration. In 2012, the Westerville Parks and Recreation Department began coordinating with a number of outside nature and environmental organizations to bring to the community Party at the Creek – explorations of nature, tours of scenic green spaces and waterways and familyfriendly fun. Long standing citywide events, such as Touch A Truck, Half Pint Hullabaloo, Field of Hero’s at the Westerville Sports Complex, that holds over 3,000 flags over Memorial Weekend honoring today’s heroes, and the Summer Concert Series, continue to show consistent or steady growth in participation. Preschool, youth, fitness and wellness and art programs continue with steady participation. Public input suggests a need for an increase in teen programming.

SPORT FACILITY RENTALS Over the years, the Department has received feedback from citizens regarding sport fields and rentals. The 2 main areas of concern include the condition and quality of the turf on the open rectangular field areas and the amount of available baseball field space. Field rentals are limited by field availability around league schedules. 300-ft baseball fields are at capacity during the spring/summer seasons (April – July). An additional 2-4 300-ft sized baseball fields would accommodate all Westerville Youth Baseball and Softball League practices and game schedules as well as rental opportunities for tournaments and Westerville travel teams.

Lack of space during the spring season for rectangular fields exists as well as poor conditions of the fields. The Westerville Amateur Soccer Association (WASA) occupies a large amount of time on the soccer fields. Ideally, fields should be rested on a rotational basis from season to season. The current number of soccer, lacrosse, rugby and football teams relying on the City for field space does not allow for proper resting periods. At this time, each soccer field is “rested” every nine years. The only inactive time for field use is late June and July, which is not an ideal season for growing turf. The Westerville Lacrosse Club, which has seen the largest growth in participation, currently is limited to 3 game fields. The addition of rectangular field space would allow for fields to be rested in season and allow for an ideal rotation schedule to improve turf conditions. Additional fields would also help accommodate continued growth for the Westerville Lacrosse Club.

CONCLUSION

COMMUNITY CENTER The Westerville Community Center has experienced steady growth since opening its doors in 2001. The Center houses a basketball gymnasium, fitness room, indoor track, leisure and lap pools, aerobic room, meeting rooms, indoor playground and sprouts kids wait room and provides both passes and daily admissions into the facility. The Community Center is at capacity for program space, private rentals, and fitness space.

Public input suggests a need for additional aquatic features, and expanded fitness area and additional aerobic/fitness class space as well as additional space for older adults (55 and older).

The expectations for parks, greenways and open space to contribute to healthy active lifestyles, economic prosperity and environmental sustainability are becoming increasingly widespread. Future trends provide a challenge to the Department to identify which ones will have the most impact on the local community, prioritize them, and then find funding sources to build the recreation facilities needed to support the activity and satisfy citizen demands. The recommendations included in this report present exciting opportunities for the Westerville Parks and Recreation Department.

FACILITY RENTALS Facility rentals at the Community Center and Everal Barn have remained fairly consistent over the past several years.

Weekend rentals at the Everal Barn and Homestead have increased with wedding receptions and private rentals.

Currently the use of alcohol is not permitted at either of the facilities however patrons have expressed a desire for alcohol to be permitted at the Everal Barn and Homestead.

Trend information is not just a 10-year process, but one the Westerville Parks and Recreation Department will continually monitor in order to identify opportunities as they are presented.

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Westerville Parks, Recreation & Open Spaces Master Plan

Community Input There has been extensive public input and participation as part of this Master Plan process from September 2012 to April 2013.

More than ten (10) leadership interviews and thirty (30) community focus groups, community intercept surveys as well as two (2) community meetings were conducted as the foundation of public participation. In addition the public input process included a statistically-valid community needs assessment survey of residents.

3.1

INPUT OPPORTUNITIES The qualitative data collected included multiple leadership interviews, focus groups and community meetings. A summary of the public input opportunities to date is provided below.

Note: The findings listed below are solely the opinion of the attendees at these meetings and do not reflect the overall community, staff or the consultant’s opinion.

• Ten (10) leadership group interviews and thirty (30) focus groups were conducted to be representative, but not exhaustive of interests affecting parks and recreation in the City of Westerville

The quantitative input included the following: • A community-wide mail survey was conducted by Leisure Vision/ETC Institute which gathered users and non-users input to help establish priorities for the future development and improvements of parks, trails and recreation facilities in the City of Westerville. The goal was to obtain a total of at least 300 completed surveys. This goal was far exceeded, with a total of 405 surveys having been completed. The level of confidence is 95% with a margin of error of +/-4.9%

These sessions included: o Administration and leadership o Stakeholders o Users and non-users of the parks and recreation system o Parks, recreation, sports and trail user groups o Business and community leaders • Two (2) community meetings were conducted in order to capture representative interests, needs, and priorities of residents through an open forum. The meetings were organized and promoted locally • 976 intercept surveys were completed during the community input process

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Chapter Three

3.2

KEY LEADERSHIP, FOCUS GROUP AND PUBLIC INPUT SUMMARY OVERVIEW There has been extensive public input and participation in the City of Westerville’s Parks and Recreation Master Plan process. Key leadership interviews and focus groups were conducted to help gain an understanding of the community values, as well as determining the priorities for recreation facilities and programming, parks, trails and open space development needs of the City of Westerville.

SUMMARY Participants felt that the Westerville’s parks and recreation system has a great presence in the Community. Participants also see the system as well maintained with great staff and enjoy the numerous programs and amenities offered. Updating and expanding the Senior Center was continually expressed throughout all focus groups. Connectivity of the trail system, development for future needs of the community, and land acquisition were all priorities by participants. Participants had many positive comments about the Department, but want to ensure funding is secured for current facilities and for future needs of facilities and amenities.

WHAT ARE THE STRENGTHS OF THE WESTERVILLE PARKS AND RECREATION DEPARTMENT THAT WE NEED TO BUILD ON? • Park system and trails are great and well maintained • Community Center is wonderful and well maintained • The Department is seen as a value to the community • Great staff with great innovation • Many amenities and programs offered • The Department has a great reputation WHAT DO PEOPLE VALUE MOST ABOUT PARKS AND RECREATION SERVICES IN WESTERVILLE? • Staff • Parks and Accessibility • Cleanliness and Well Maintained • Community Center • Programs and Amenities for all age groups • Affordability • Security WHAT ARE YOUR GENERAL PERCEPTIONS OF THE PARK AND RECREATION SYSTEM THAT NEED IMPROVEMENT? • Acquire additional land • Senior Center Space • Plan for the future and focus on trends • More programs for youth • Better lighting in parks • Trails need to expand and connect to parks, key landmarks, and other trails WHAT ARE THE KEY OUTCOMES YOU DESIRE THAT YOU WOULD LIKE TO SEE COME FROM THIS MASTER PLAN PROCESS? • Expansion of the Community Center • Connectivity of the trails • New senior center and additional programs • Greater utilization of the park system • Offer affordable programs for all income levels • Expand and create new programs for all age groups • Create and build on partnership opportunities

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Westerville Parks, Recreation & Open Spaces Master Plan

Community Input

WHAT ARE THE KEY PROGRAM SERVICES THAT NEED TO BE ADDRESSED IN THE MASTER PLAN? • Senior Programs • Lacrosse and Soccer Programs • Provide service to people who can’t afford it • For the future, stay on the cutting edge and focus on the national trends WHAT RECREATION FACILITIES AND/OR AMENITIES IN WESTERVILLE ARE MOST NEEDED? • Continue to focus on neighborhood and community parks • New Senior Center • Expand current Community Center • Further development of the west side of Hoover Reservoir • Ice skating rink • Picnic tables in parks • More space for programs and meetings • Circuit Stations ARE THERE OPERATIONAL OR MAINTENANCE ISSUES THAT NEED TO BE ADDRESSED IN THIS MASTER PLAN? • Maintaining what we already have • Go green • Senior Center needs improvements • Safety and security needs to continue to be a priority • Water Stations along bike paths • Restrooms should be open at all times • Longer hours at the Community Center • Beautification and tree maintenance WHAT AREAS OF THE SYSTEM NEED MORE FOCUS? • Expanding Trail System • Parking at the Community Center • More park land acquisition • Improving Senior Center • Cooperation and collaboration with Otterbein University

March 2014

DO YOU FEEL THE DEPARTMENT IS ADEQUATELY FUNDED? • Yes • No - not enough employees • Don’t know • PROS 2020 ends soon, need to keep that in mind as the Department moves forward IF YOU COULD CHANGE ONE THING ABOUT THE SYSTEM OVER THE NEXT 10 YEARS, WHAT WOULD IT BE? • Improve the Senior Center or expand it with the Community Center • Acquiring more land for parks and protecting the current park land • Maintaining what we already have and own • Maintain funding levels to continue to provide great services and facilities • Improve on overall communication with residents and users IN THE FUTURE, WHAT SERVICES AND PROGRAMS DO YOU FEEL WILL NEED THE MOST ATTENTION AND NEED TO BE A PRIORITY? • New Senior Center • More senior programs and having easy accessibility for them • After school programs • Cross generational programming • Keep evolving to accommodate future needs • Stay on the forefront of technology, get connected with mobile phone options OTHER COMMENTS • Need one or two artificial fields • Continue to look for funding opportunities and make sure funding is in place for the future • Take advantage of waterways in Westerville • Better marketing to citizens • Adding another outdoor pool in the city

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Chapter Three

3.3

INTERCEPT SURVEY RESULTS An intercept survey was conducted for the City of Westerville during multiple weekends in September 2012 till January 2013 to help establish priorities for the future improvement and direction of management of Westervilleâ&#x20AC;&#x2122;s Parks and Recreation System. Surveys were collected from multiple events and from different age groups throughout the City of Westerville.

USER OF PARKS AND RECREATION SYSTEM

ARE YOU A USER OF THE PARKS AND RECREATION SYSTEM?

Throughout the intercept survey collection process, 976 surveys have been collected. Over 90% of those surveyed said that they are a user of the parks and recreation system. Only 9% said they do not use the parks and recreation system.

Yes No

ELEMENTS MOST LIKED Of those that do use the Parks and Recreation System, 66% said they like the parks and 55% said the recreation facilities.

If you are a user of the parks and recreation system what elements do you like most about the system (pick all that apply)

32%

Pathways

26%

Events

36%

Programs

55%

Recreation Facilities

66%

Parks 0%

Page 32

10%

20%

30%

40%

50%

60%

Westerville Parks, Recreation & Open Spaces Master Plan

70%

Community Input REASONS FOR NOT USING THE PARKS AND RECREATION SYSTEM Of those that do not use the Parks and Recreation System, 41% said because they are a non-resident followed by 10% did not have enough time.

Only 3% said they did not use the system due to interest or did not know enough information about Westerville’s Parks and Recreation System.

iF NO TO QUESTION 1, WHAT PREVENTS YOU FROM USING THE PARKS AND RECREATION SYSTEM Not Interested

3%

Do not know about the system

3%

New Resident

9%

Health & Age

9% 7%

No Reason / Don’t Know

10%

Not Enough Time

41%

Non-Resident 0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

AMENITIES AND PROGRAMS Participants were asked to rank the following different amenities and programs from excellent to needs improvement to not applicable. Amenities such as the parks and pathways received high percentages in the excellent category. Many of the programs received high percentages in the not

applicable category. This shows that many of the participants that do use the Parks and Recreation System do not know about the different types of programs offered. The aquatic programs and special events did receive high percentages in the excellent category, at 42% and 43% respectively.

qUESTION 3: LET US KNOW HOW YOU FEEL ABOUT THE FOLLOWING: Amenities / Programs

Excellent

Good

Needs Improvement

Not Applicable

Neighborhood Parks

65%

27%

1%

6%

Community Parks

69%

24%

1%

6%

Pathways (Bike / Walking)

68%

21%

1%

10%

Adult Recreation Programs

32%

23%

2%

43%

Youth Recreation Programs

35%

22%

1%

42%

Senior Services

25%

11%

2%

63%

Youth Sport Programs

27%

18%

1%

55%

Life Skill Programs

14%

15%

2%

69%

Fitness Programs

35%

27%

1%

37%

Aquatic Programs

42%

22%

3%

32%

Pre-School Programs

25%

4%

1%

69%

Summer Camps

20%

16%

2%

62%

Special Events

43%

23%

1%

33%

Outdoor Education

19%

14%

3%

64%

Arts

24%

21%

2%

53%

March 2014

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Chapter Three

3.4

STATISTICALLY VALID HOUSEHOLD SURVEY OVERVIEW AND METHODOLOGY Leisure Vision conducted a Parks and Recreation Needs Assessment Survey on behalf of the City of Westerville in February and March of 2013. The purpose of the survey was to help determine park and recreation priorities for the community. The survey was designed to obtain statistically valid results from households throughout the City of Westerville. The survey was administered by a combination of mail and phone.

A seven-page survey was mailed to a random sample of 2,000 households throughout the City of Westerville.

Approximately three days after the surveys were mailed each household that received a survey also received an automated voice message encouraging them to complete the survey.

In addition, about two weeks after the surveys were mailed Leisure Vision began contacting households by phone. Those who indicated they had not returned the survey were given the option of completing it by phone.

Leisure Vision worked extensively with City of Westerville officials, as well members of the PROS Consulting project team, in the development of the survey questionnaire. This work allowed the survey to be tailored to issues of strategic importance to effectively plan the future system.

The goal was to obtain a total of at least 300 completed surveys. This goal was far exceeded, with a total of 405 surveys having been completed. The level of confidence is 95% with a margin of error of +/-4.9%.

The following pages summarize major survey findings.

MAJOR SURVEY FINDINGS PARKS AND RECREATION DEPT. PARKS AND FACILITIES VISITED IN THE PAST 12 MONTHS The Westerville Parks and Recreation Department parks and facilities visited by the highest percentage of households in the past 12 months are: Westerville Community Center (67%), bikeways and leisure paths (59%), Hoff Woods Park (45%), Heritage Park/Everal Barn and Homestead (42%), Highlands Park (Aquatic Center) (40%), and Alum Creek Park North (37%). It should also be noted that 93% of households have visited at least one Parks and Recreation Department park/ facility during the past 12 months.

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Westerville Parks, Recreation & Open Spaces Master Plan

Community Input

OVERALL CONDITION OF PARKS AND RECREATION DEPT. PARKS AND FACILITIES VISITED Over two-thirds (68%) of households rated the overall condition of the Parks and Recreation Department parks and facilities they’ve visited during the past 12 months as “excellent”, and 31% rated them as “good.” Only 1% of households rated the parks/facilities as “fair”, and no households rated them as “poor.”

PARKS AND RECREATION DEPT. PROGRAMS AND ACTIVITIES PARTICIPATED IN OVER THE PAST 12 MONTHS The Westerville Parks and Recreation Department programs and activities participated in by the highest percentage of households in the past 12 months are: fitness programs (25%), special events (24%), and aquatic programs (19%). It should also be noted that 60% of households have participated in at least one Parks and Recreation Department program/activity during the past 12 months.

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Chapter Three

OVERALL QUALITY OF PARKS AND RECREATION DEPT. PROGRAMS AND ACTIVITIES Sixty-two percent (62%) of households rated the overall quality of the Parks and Recreation Department programs/ activities they’ve participated in during the past 12 months as “excellent”, and 35% rated them as “good.” Only 3% of households rated the programs/activities as “fair”, and no households rated them as “poor.”

REASONS FOR PARTICIPATING IN PARKS AND RECREATION DEPT. PROGRAMS OR ACTIVITIES More than three-fourths (77%) of households indicated the location of the program/facility was a primary reason for participating in Parks and Recreation Department programs or activities. Other reasons for participation include: quality of the program facility (46%), time the program is offered (35%), fees charged for the class (34%), and quality of instructors/ coaches (29%).

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Westerville Parks, Recreation & Open Spaces Master Plan

Community Input

PARKS OR FACILITIES USED FOR INDOOR AND OUTDOOR RECREATION ACTIVITIES Sixty-five percent (65%) of households have used Franklin County Metro Parks for indoor and outdoor recreation activities during the past 12 months. Other parks and facilities households have used for indoor and outdoor recreation activities are: Ohio State Parks (19%), private fitness clubs (18%), Otterbein University (15%), and City of Columbus Parks & Recreation (15%).

COMMUNITY SPECIAL EVENTS, FESTIVALS, CONCERTS AND PROGRAMS ATTENDED IN THE PAST 3 YEARS Sixty-two percent (62%) of households have attended Fourth Fridays in Uptown in the past 3 years. Other events/ programs that households have attended include: Music & Arts Festival in Heritage Park (49%), Field of Heroes at the Sports Complex (30%), 4th of July Celebration at the Sports Complex (26%), and Concert Series at Alum Creek Park North (22%).

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Chapter Three

LEVEL OF SUPPORT FOR THE CITY DEVELOPING A “PUBLIC SPACE” SPECIFICALLY DESIGNED FOR HOSTING COMMUNITY SPECIAL EVENTS Over half (56%) of households are either “very supportive” (29%) or “somewhat supportive” (27%) of the City developing a “public space” designed for hosting community special events. An additional 13% of households are “not supportive”, and 31% indicated “not sure”.

PARKS AND RECREATION FACILITIES HOUSEHOLDS HAVE A NEED FOR Eighty percent (80%) of households indicated a need for walking and biking trails. Other parks and recreation facilities households have a need for include: Westerville Community Center (64%), small neighborhood parks (63%), large community parks (59%), greenspace and natural areas (57%), and nature center and nature trails (56%).

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Westerville Parks, Recreation & Open Spaces Master Plan

Community Input

ESTIMATED NUMBER OF HOUSEHOLDS IN WESTERVILLE THAT HAVE A NEED FOR PARKS AND RECREATION FACILITIES Out of 13,859 households in Westerville, 11,115 indicated the need for walking and biking trails. Other needed facilities, by number of households, include: Westerville Community Center (8,925), small neighborhood parks (8,690), large community parks (8,218), greenspace and natural areas (7,900), and nature center and nature trails (7,761).

HOW WELL PARKS AND RECREATION FACILITIES MEET THE NEEDS OF HOUSEHOLDS Ninety-six percent (96%) of households with a need for parks and recreation facilities indicated that their need for adult softball fields is being met 75% or more. Other facilities with similar met needs include: large community parks (95%), playground equipment (92%), small neighborhood parks (92%), walking and biking trails (92%), and youth baseball/ softball fields (91%).

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Chapter Three

ESTIMATED NUMBER OF HOUSEHOLDS IN WESTERVILLE WHOSE NEEDS FOR PARKS AND RECREATION FACILITIES ARE ONLY BEING 50% MET OR LESS Out of 13,859 households in Westerville, 2,366 indicated their need for an outdoor ice skating rink is only being 50% met or less. Other facilities, by number of households, with similar met needs include: nature center and nature trails (2,073), adventure amenities (1,844), facilities/amenities to access Hoover (1,785), greenspace and natural areas (1,501), and performing arts center (1,398).

FACILITIES THAT ARE MOST IMPORTANT TO HOUSEHOLDS Based on the sum of their top four choices, the parks and recreation facilities that are most important to households are: walking and biking trails (55%), Westerville Community Center (41%), small neighborhood parks (31%), outdoor swimming pools/water parks (23%), and large community parks (20%).

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Westerville Parks, Recreation & Open Spaces Master Plan

Community Input

SPORTS AND RECREATION PROGRAMS HOUSEHOLDS HAVE A NEED FOR Forty-nine percent (49%) of households indicated a need for adult fitness and wellness programs. Other programs households have a need for include: community special events (45%), outdoor adventure/nature programs (35%), and adult sports programs (25%).

ESTIMATED NUMBER OF HOUSEHOLDS IN WESTERVILLE THAT HAVE A NEED FOR SPORTS AND RECREATION PROGRAMS Out of 13,859 households in Westerville, 6,791 indicated the need for adult fitness and wellness programs. Other needed programs, by number of households, include: community special events (6,223), outdoor adventure/nature programs (4,865), and adult sports programs (3,437).

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Chapter Three

HOW WELL SPORTS AND RECREATION PROGRAMS MEET THE NEEDS OF HOUSEHOLDS Eighty-two percent (82%) of households with a need for sports and recreation programs indicated that their need for community special events is being met 75% or more. Other programs with similar needs being met include: youth sports programs (79%), adult fitness and wellness programs (74%), youth learn to swim programs (73%), adult sports programs (69%), and senior fitness and wellness programs (64%).

ESTIMATED NUMBER OF HOUSEHOLDS IN WESTERVILLE WHOSE NEEDS FOR SPORTS AND RECREATION PROGRAMS ARE ONLY BEING 50% MET OR LESS Out of 13,859 households in Westerville, 2,369 indicated their need for outdoor adventure/nature programs is only being 50% met or less. Other programs, by number of households, with similar met needs include: cycling programs (1,778), adult fitness and wellness programs (1,739), adult art, dance, performing arts/ theatre (1,286), and senior programs (1,261).

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Westerville Parks, Recreation & Open Spaces Master Plan

Community Input

PROGRAMS THAT ARE MOST IMPORTANT TO HOUSEHOLDS Based on the sum of their top four choices, the programs that are most important to households are: adult fitness and wellness programs (34%), community special events (27%), outdoor adventure nature programs (17%), and senior fitness and wellness programs (16%).

REASONS PREVENTING HOUSEHOLDS FROM USING PARKS, RECREATION FACILITIES OR PROGRAMS MORE OFTEN The most frequently mentioned reasons preventing households from using parks, recreation facilities or programs more often are: “too busy” (54%), “do not know what is being offered” (25%), and “program times are not convenient” (25%).

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Chapter Three

HAVE RESIDENTS USED THE WESTERVILLE SENIOR CENTER OVER THE PAST 12 MONTHS? Seventeen percent (17%) of households indicated they used the Westerville Senior Center over the past 12 months, while the remaining 83% had not.

HAVE RESIDENTS USED THE WESTERVILLE COMMUNITY CENTER OVER THE PAST 12 MONTHS? Sixty-four percent (64%) of households indicated they used the Westerville Community Center over the past 12 months, while 36% indicated they had not.

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Westerville Parks, Recreation & Open Spaces Master Plan

Community Input

POTENTIAL INDOOR PROGRAMMING SPACES HOUSEHOLDS WOULD SUPPORT BEING EXPANDED OR DEVELOPED Forty-two percent (42%) of households indicated they would support additional aquatic features at Westerville Community Center. Other indoor spaces that households would like to have expanded or developed at the Community Center include: expanded fitness area (38%), additional aerobics/fitness class space (36%), added space for adults age 55+ (30%), and yoga space (27%).

INDOOR PROGRAMMING SPACES THAT HOUSEHOLDS FEEL ARE MOST IMPORTANT TO EXPAND/DEVELOP AT THE WESTERVILLE COMMUNITY CENTER Based on the sum of their top four choices, the indoor programming spaces that households feel are most important to expand/develop at the Westerville Community Center are: additional aquatic features (37%), expanded fitness area (30%), additional aerobics/fitness class space (28%), and added space for adults age 55+ (23%).

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Chapter Three

IMPORTANT ACTIONS THE PARKS AND RECREATION DEPARTMENT CAN TAKE TO IMPROVE THE PARKS AND RECREATION SYSTEM Seventy-five percent (75%) felt that expanding and connecting bikeways and leisure paths was either “very important” (51%) or “somewhat important” (24%).

Expanding the Westerville Community Center with features most important to households was ranked as either “very important” or “somewhat important” by 70% of respondents. Other actions and the sum of their “very important” and “somewhat important” responses were: upgrade existing small neighborhood/ community parks (65%), acquire open space ((57%), and develop recreational amenities to improve access to Hoover Reservoir and Alum Creek (57%).

MOST IMPORTANT ITEMS FOR THE PARKS AND RECREATION DEPARTMENT TO DEVELOP Based on the sum of their top three choices, the improvements to the Westerville Parks and Recreation system that are most important to households are: expanding and connecting bikeways and leisure paths (51%), expanding the Westerville Community Center with the features more important to households (38%), upgrading existing small neighborhood and community parks (29%), and developing recreational amenities to improve access to Hoover Recreation and Alum Creek (26%).

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Westerville Parks, Recreation & Open Spaces Master Plan

Community Input

HOW THE CITY HAS DONE IN USING INCOME TAX TO MEET PARKS AND RECREATION NEEDS Eighty-five percent (85%) of households indicated the City has done either an “excellent” (43%) or “good” (42%) job of using the .25% income tax to meet parks and recreation needs in Westerville. Only 2% of households feel the City has done a “poor” job of using the .25% income tax to meet parks and recreation needs in Westerville, and 13% feel the City has done a “fair” job.

SATISFACTION WITH OVERALL VALUE HOUSEHOLD RECEIVES FROM THE PARKS AND RECREATION DEPARTMENT Eighty-one percent (81%) of households are either “very satisfied” (52%) or “somewhat satisfied” (29%) with the overall value they receive from the Westerville Parks and Recreation Department. Only 3% of households are either “very dissatisfied” (1%) or “somewhat dissatisfied” (2%) with the overall value they receive from the Westerville Parks and Recreation Department. In addition, 13% indicated “neutral”, and 3% indicated “uncertain”.

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Chapter Three DEMOGRAPHICS

AGE OF RESPONDENTS By percentage of respondents

GENDER By percentage of respondents

NUMBER OF YEARS LIVED IN THE CITY OF WESTERVILLE By percentage of respondents

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Westerville Parks, Recreation & Open Spaces Master Plan

Natural Resources and Management 4.1

NATURAL RESOURCES AND MANAGEMENT OVERVIEW INTRODUCTION Natural resources such as trees, tributaries, wetlands, streams and other natural areas are very important to the Westerville community and are invaluable to the parks system. Preservation of natural resources is essential in maintaining beautiful scenery for current and future citizens.

The Parks and Recreation Department aims to preserve as many natural areas as possible in order to provide educational opportunities and to create passive recreational opportunities to citizens.

OVERVIEW While Westerville parks currently contain a variety of natural resources, it will be important to ensure the continued protection of these resources in and around the park system.

Two goals have been identified by the Parks and Recreation Department related to Natural Resources and Management: 1. The protection of the cityâ&#x20AC;&#x2122;s natural resources 2. Community awareness of natural resources found in Westerville

4.2

WHAT ARE NATURAL RESOURCES Natural resources come in a wide variety of forms, from streams and ponds to large stands of trees. Features that occur naturally within the environment that exists relatively undisturbed by mankind in a natural form is considered a natural resource.

DEFINITIONS Below are a series of natural resources definitions that will be referenced throughout this chapter.

Natural Resources Natural resources occur naturally within the environments that exist relatively undisturbed by mankind in a natural form.

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Bioretention Areas Bioretention areas are designed to provide infiltration and plant uptake by temporarily storing, treating and slowly releasing runoff to remove pollutants.

Open Space (Natural Open Space) Open space is land permanently reserved as a nature preserve, stream protection corridor or other land that naturally regulates storm water. This space provides habitat for natural flora and fauna or protects ecologically sensitive sites such as wetlands and significant forested areas.

Streams and Waterways Streams and waterways are channels that have a welldefined bed and bank, either natural or artificial that confines and conducts continuous or periodic flowing water in such a way that terrestrial vegetation cannot establish roots within the streambed.

Perennial Stream Perennial streams carry water more than 80 percent of the year, drying out only during long, dry spells.

Intermittent Stream Intermittent streams carry water 10 to 80 percent of the year.

Ephemeral Stream Ephemeral streams carry water only after rain events and shortly thereafter, and carry water less than 20 percent of the time.

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Chapter Four Waterbody A waterbody is any natural or artificial pond, lake, reservoir or other area that ordinarily or intermittently contains water and has a discernible shoreline into which surface waters flow.

Wetlands Wetlands are areas that are inundated or saturated by surface or groundwater with a frequency and duration sufficient to support a prevalence or vegetation typically adapted for life in saturated soil conditions.

4.3

WHY NATURAL RESOURCES ARE IMPORTANT Natural resources are important to both the environment and the citizens because they provide important recreational opportunities, wildlife habitats, reduce runoff and improve air and water quality.

FLOOD CONTROL/STORM WATER MANAGEMENT Stormwater runoff is rainfall that flows over the ground surface. Stormwater runoff is the number one cause of stream impairment in urban areas. Natural, undeveloped areas allow storm water to make its way through the soil into the groundwater supply. By contrast, buildings and pavement block rain from reaching soil, instead quickly directing it through storm drains that

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transport the water to streams. Overwhelmed by the brief but intense water volume, floodwaters scour the stream banks of natural vegetation and erode the stream bed. After wet periods, these creeks often are dry because storm water never enters the groundwater supply, which is a significant source of stream water.

Trees absorb large quantities of water after rainfall events, by taking storm water up through their roots. A mature tree can have a root system that can hold almost 1,500 gallons of rain water. For every 5 percent of tree cover added to a community, storm water runoff is reduced by approximately 2 percent, as the tree directs rainwater down its trunk to the earth.

HABITATS All natural resources, including streams, ponds, trees and wetlands provide important habitats for wildlife, either temporarily during migration or as permanent homes. Many wildlife species are dependent on the natural resources in which they reside and can be dramatically impacted by even the slightest change to their habitat.

AESTHETIC BENEFITS/INCREASE PROPERTY VALUE The most observable benefit natural resources provide is their ability to improve the character of the community and enhance the general appearance of development. Natural resources have a positive emotional effect on people by connecting us to nature and reducing stress. Therefore, it should be no surprise that natural resources such as streams and woodlands have a positive impact on property values and enhance the desirability of a location. Creating a more desirable community is important in attracting and retaining skilled residents and businesses.

COST SAVINGS Some people may consider natural resources and the steps taken to protect them as an extra financial burden to development. This, however, is not always the case. One central Ohio community installed a rain garden and filtration swale instead of traditional storm drain lines during repair work to help drain a small 2.5 acre area. The cost of the traditional improvements wouldâ&#x20AC;&#x2122;ve been more than $31,000.

However, by installing the rain garden and new catch basin for less than $8,000, the community was able to save more than $23,000 on the project.

Westerville Parks, Recreation & Open Spaces Master Plan

Natural Resources and Management 4.4

NATURAL RESOURCES IN WESTERVILLE STREAMS The most significant river corridors within the city are Alum Creek and Big Walnut Creek. Alum Creek is a major north-south regional greenway corridor that connects Westerville south to Columbus and Alum Creek State Park to the north. Alum Creek is also the primary source for Westerville’s drinking water. Big Walnut Creek and its Hoover Reservoir is a major north-south regional corridor along the eastern border of Westerville connecting Westerville to Columbus and its suburbs to the south.

Identified tributaries within Westerville are Spring Run, County Line Run, Alkire Run. Spring Run is a major north-south tributary to Alum Creek that has been developed along almost entirely as residential property.

PONDS A variety of ponds are located throughout Westerville, many of which are man-made to regulate storm water from developments.

Regardless of origin, ponds are an important feature that should be preserved because over time, even man-made ponds can become important habitats.

the value of the urban forest canopy which supports the Department vision of becoming a “City within a Park”.

Westerville currently maintains over 12,600 street trees and over 4000 park trees. An analysis of the urban forest using the long standing rule of thumb for biodiversity which is the 10-20-30 guideline that suggests that no more than 10 percent of the trees should be from the same species, no more than twenty percent should be from the same genera, and no more than thirty percent should be from the same family has provided very useful information. Crabapples exceed the species limit at 13% and Maples exceed the genera limit at 25%.

Where do we go: • To meet the goal of maximizing the value of the urban forest canopy trees must be maintained and species diversity must increase. The Tree Inventory will continue to be maintained on GIS to allow for continued monitoring as a valuable management tool Challenges: • Emerald Ash Borer(EAB): The EAB was confirmed in Westerville in 2007 and has firmly decimated the state of the urban forest. Nearly 1000 ash street trees have been removed and countless other ash on city grounds, parks, and wood lots. There are over 400 street trees remaining that will require removal in the next few years and continued monitoring is required in the natural areas and parks to schedule tree removals as necessary

WETLANDS Preservation of wetland areas are of the utmost importance for the protection of floral, fauna, storm water management and water quality in Westerville. Heritage and College Knolls Wetlands were established when two storm water retention basins were converted into deep and shallow emergent wetlands. City staff worked with developers to preserve the Mariners Cove Wetlands. Boyer Nature Preserve protects a small stream-fed glacial kettle pond and wetlands. The Heritage Park Wetlands were recently enhanced to improve the habitat quality and allow a greater buffering capacity for stormwater run-off and filtration.

• Sidewalk Program: The City’s Sidewalk Reconstruction Program has had a significant impact on the urban forest. Trees with roots causing damage to the sidewalk are generally removed to facilitate the sidewalk reconstruction. Safety still needs to be maintained, but an emphasis needs to be made to preserve trees through the process

TREE CANOPY As a Tree City USA, and one of only three celebrating its 38th year in 2013, it has long been a commitment of the City of Westerville to maintain the urban forest canopy and educate the public about the benefits of trees. The goal is to increase and maximize

• Diversity: Understanding we’re working with species exceeding recommended limits diversity is a problem that must be addressed. Also, management of the current EAB infestation is evidence that overplanting of any one species will create more possibility for significant tree loss in the event of another introduced pest problem. The Asian

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• Pear Management: For many years as the primary tree for planting, Westerville accumulated thousands of pear trees. Time and experience have taught that the trees can have structural issues as they mature and in storm events can become hazardous.

This population must be managed to mitigate any potential problems

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Chapter Four Longhorn Beetle(ALB) has infested a rural area near Cincinnati, OH and has a wide host range of trees.

Should the ALB arrive in Westerville there would be a monumental loss of trees • Maximizing Urban Forest Value: There are a significant number of ornamental trees planted in sites that can accommodate large shade trees. Planting larger trees will exponentially increase the value of the planting site as the tree matures Action Items: • Street Tree Master List: The Street Tree Master List guides all street tree planting in Westerville. Using the information provided from the tree inventory analysis, the Street Tree Master List was updated to help achieve divisional goals. The list now recommends three species of tree for each street and will be designed to place the appropriate size of tree in each space. Trees will be selected to maximize the value at each planting site by planting the largest tree species for the site. Using three species for each street will help to diversify the urban forest • EAB Management Plan: Continued implementation and funding of the EAB Management Plan will aid in progression through the loss of our ash trees and recovery with replacement trees following the Street Tree Master List

loss of pear trees in storm events. In addition it will help improve the diversity of the urban forest by replacing trees following the Street Tree Master List • Tree Replacement Program: The City of Westerville plants replacement trees for removed street trees at no cost to residents. This program takes place each Fall and replaces as many trees as possible.

Removal locations are evaluated for replacement using recommended guidelines for spacing from other infrastructure to lessen the chance of damage in the future as trees mature. Replacement trees are selected using the Street Tree Master List • Crab Apple Management Plan: Following the completion of EAB Management Plan a Crabapple Management Plan will be created. This will not only allow the species to be brought within the recommended level but will also allow for more appropriate species to be planted as replacements • Funding: Continued funding for tree maintenance and replacement is vital to allow for future growth of the tree count and health of the urban forest.

Continued implementation of these action steps will allow the urban forest to grow and maximize the benefit to citizens and visitors of Westerville.

• Sidewalk Program: Monitoring the industry for new and successful procedures will help in the preservation of existing trees during construction events. Root pruning trees prior to sidewalk excavation will help prevent the need for removal at the time of excavation. Any trees requiring removal will be replaced following the Street Tree Master List • Pear Management Plan: Continued implementation of the Pear Management Plan will help prevent the

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Westerville Parks, Recreation & Open Spaces Master Plan

Recreational Pathways and Connectivity 5.1

RECREATIONAL PATHWAYS AND CONNECTIVITY OVERVIEW INTRODUCTION Recreational pathways are not only a great recreation asset to a community, they can also be vital to the development of the community.

According to the recently completed statistically valid survey, recreational pathways are the most desired amenity in the Westerville Community.

The National Association of Homebuilders has also cited recreational pathways as the number one amenity potential homeowners cite when asked what they would like to see in a new community.

Westerville currently has more than 29 miles of recreational pathways. The vision of the B&W recreational pathway system is to provide access and connectivity between all areas in the City of Westerville. This vision includes providing safe, convenient, and aesthetically pleasing facilities to connect people to local destination. The primary focus is to provide a system of recreational pathways as a source of transportation.

By making a significant investment in the B&W Recreational Pathway System, there will be an increase in social, economic, environmental benefits, and healthy lifestyles.

OVERVIEW The completed recreational pathway system will: 1. Ensure each neighborhood is within 1/2 mile radius to the B&W system 2. Expand transportation options available in the community 3. Provide bicycle and safety education opportunities for the community 4. Establish regional bicycle connections

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Chapter Five

5.2

DEFINITIONS Below are a series of definitions for trails and connectivity that will be referenced throughout this chapter.

Multi-Use Path A recreational pathway physically separated from motor vehicle traffic by an open space or barrier. Multi-use paths are intended to provide uninterrupted or minimally interrupted movement over distances of a mile or more for a variety of users (pedestrians, in-line skaters, joggers, runners, cyclists, etc.).

Connectors Connectors provide access from subdivision streets to nearby sidewalks, multi-use paths, and other bicycle facilities. They also provide access to parks and other key destinations. \ Sharrows A sharrow is a pavement marking that indicates an appropriate bicycle positioning in a roadway used by motor vehicles and bicycles. Sharrows may be placed at the edge of the travel lane, depending on factors like on-street parking, width of travel lane, or posted speed. Sharrows are recommended for collector and arterial streets.

Bicycle Lanes Bicycle lanes are designated areas of the street which are reserved for the exclusive use by bicyclists. Bicycle lanes are intended for basic and advanced riders and one-way travel, usually in the same direction as the adjacent traffic lane.

Bicycle Parking Bicycle parking facilities, such as racks and lockers, are also an important element of a convenient, usable, bicycle and pedestrian system. A lack of secure bicycle parking facilities at destinations may discourage people from using their bicycles for transportation. When bicycle racks are provided, the location design are critical to their success.

Bicycle Routes A roadway or bikeway designated and marked with signage as bicycle routes. Bicycle routes should be considered when connection for bicyclists cannot otherwise be established through a multi-use path or bicycle lane. Bicycle routes are typically for wayfinding through residential streets and where sharrows are not appropriate on collector or arterial streets.

Trail Heads and Wayfinding A clear, consistent mapping and wayfinding system is essential for the B&W system. Trail heads are often used as gateways for wayfinding. Trail heads are most appropriately located at places where people change modes of transportation - exiting their vehicles to begin a walk, run, or bike ride. Trail heads should provide access to the B&W system, act as identification markers, and provide directions for users.

Sidewalks A portion of a street or highway right-of-way, beyond the berm or edge of roadway pavement, which is intended for use by pedestrians.

Sidewalks are intended to connect pedestrians to their destinations. The distance traveled by a pedestrian on a local sidewalk is expected to be less than one mile.

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Westerville Parks, Recreation & Open Spaces Master Plan

Recreational Pathways and Connectivity 5.3

EXISTING B&W RECREATIONAL PATHWAYS AND PRIORITIES The B&W Plan Map illustrates the current and proposed facilities. The proposed multi-use bikeways and walking paths are conceptual on the map and should be interpreted as such. The City should take advantage of opportunities to construct facilities as part of major street improvement projects, private developments, and any other appropriate opportunities.

The City recognizes that different types of facilities may be required to accommodate different types of pedestrian and bicycle travels. Furthermore, the most appropriate type of facility will vary according to the skill and level of comfort of each user and the length and purpose of the travel.

This section outlines the existing B&W plan, the proposed B&W plan, as well as the high, medium, and low priorities of the plan.

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Chapter Five Existing B&W Path Plan

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Westerville Parks, Recreation & Open Spaces Master Plan

Recreational Pathways and Connectivity Proposed B&W path plan

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Chapter Five high priorities

Project Name

Project Type

Development High Priorities Project Location General From Location

To

Sharon Woods Metro Parks

Notes

Sharon Woods Connector

Multi-Use Path

Mt. Carmel St. Ann’s

Alum Creek Multi-use Path

In partnership with Franklin County Metro Parks

Ohio to Erie Trail Bridge

Multi-use Path

County Line Road

Over County Line Road

Alum Creek Greenway Multi-use Path

Multi-Use Path

East bank of Alum Creek

ABB Company

Corporation Line

Connect to Orange Township Plan

Ohio to Erie Trail By-Pass Multi-use Path

Multi-Use Path

Brooksedge Blvd

Alum Creek Multi-use Path

Brooksedge/Schrock Road

Need to pursue wider right of way

Walnut Street Sidepath

Multi-Use Path

Walnut Street

Hempstead Road

Pawnee Drive

In conjunction with Planning & Development

Hempstead Road Sidepath

Multi-Use Path

Hempstead Road

Spring Road

Walnut Street

In conjunction with Planning & Development. Phase I under construction.

WAC/Chase Bank Multi-use Path

Multi-Use Path

Brooksedge Corporate Park

Ohio to Erie Trail

Heatherdown Drive

WAC Trail closed; Doesn’t meet standard

Sunbury Road Multi-use Path

Multi-Use Path

Sunbury Road

County Line Road

Maxtown Road

On Hoover Reservoir; partnership with City of Columbus

Uptown Multi-use Path Connector

Connector/MultiUse Path

Uptown Westerville

Ohio to Erie Trail

State Street

Easement needed Library area

Maxtown Road Sidepath Extension

Multi-Use Path

Maxtown Road

Parkside Village

Wake Drive

Genoa Township property

Worthington Road Sidepath Extension

Multi-Use Path

Worthington Road and Vespar Way

County Line Road West

Polaris Parkway

Project funded 2013 In conjunction with Planning & Development

Walnut Street Bicycle Route

Sharrow

Walnut Street

N Hempstead Rd

Sunbury Road

Examine with Road improvements

Mariners Cove Multi-use Path

Multi-Use Path

Mariners Cove Subdivision

Mariners Cove Wetlands

Westerville City School campus at County Line Road

Partnership with Otterbein University

Westdale Avenue Multi-use Path

Multi-Use Path

Westdale Avenue

Park Maintenance Path

Maxtown Road

Additional easement needed along Purdie/Worthington Cylinders

Project funded 2013 in conjunction with Planning and Development

Medium priorities

Project Name

Project Type

Development Medium Priorities Project Location General From To Location

Notes

Hanawalt Road Multi-use Underpass

Multi-Use Path

Hanawalt/County Line West Multi-use Path

Hanawalt Multi-use Path

Worthington Road Extension

Hanawalt Multi-use Path to under County Line Road West to Worthington Road

Dempsey Road East/West Sidepath

Multi-Use Path

Dempsey Road

Corporation Line

Big Walnut Creek Metro Park Trail

In conjunction with Planning & Development and Columbus and Franklin County Metro Parks

College Avenue USBR 50 Multi-use Path/Route

Multi-Use Path

College Avenue

Ohio to Erie Trail

Sunbury Road Multi-use Path

National Bike Route

Altair East/West Greenway

Multi-Use Path

Altair Development

Alum Creek Multi-use

State Street

May require some sidewalk use

Metzger Park Connector

Connector/ Multi-Use Path

Metzger Park

Metzger Park

Hanawalt Road

Install with future development

Olde Worthington Road Sidepath

Multi-Use Path

Olde Worthington Road

County Line Road West

Vespar Way

In conjunction with Planning and Development Road Project

Polaris Parkway Sidepath Extension

Multi-Use Path

Polaris Parkway

Alum Creek Multi-use Path

Corporation Line (west)

Install with future Development

Big Walnut Creek Multi-use Path

Multi-Use Path

Big Walnut Creek

Hoover Reservoir Dam

South Corporation Line

In partnership with Columbus and Franklin County Metro Parks

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Westerville Parks, Recreation & Open Spaces Master Plan

Recreational Pathways and Connectivity Development Medium Priorities Project Location Project General Type From To Location

Project Name

Notes

Central College Road Bike Lane

Sharrow/Bicycle Lane

Central College Road

Chipmunk Chatter Trail

Hoover Reservoir Park Drive

In partnership with City of Columbus

Park Meadow Road Multi-use Path

Sharrow/Multi-Use Path

Park Meadow Road

Parkview Avenue

Alum Creek Multi-use Path

Portion to be completed with Service Department construction

Armory to Ohio to Erie Trail Connector

Multi-Use Path

Armory

Ohio to Erie Trail

Hannah Mayne Park inner loop Path

Build with future development. Easement needed from church property

Hoff Road Connector

Multi-Use Path

Westerville Commerce Center

Ohio Erie Trail

North State St.

East-west greenway connector

Heatherdown Drive (Railroad Right-of-Way Multi-use Path)

Multi-Use Path

Brooksedge Corporate Park

West Schrock Road

Heatherdown Sidepath

Brooksedge Blvd to Krogers back door down former rail right-of-way

Cleveland Avenue Sidepath

Multi-Use Path/ Bicycle Route

Cleveland Avenue

West Schrock Road

West Main Street

In conjunction with Planning and Development Road Project

Africa Road Sidepath

Multi-Use Path

Africa Road

County Line Road

Polaris Parkway

Install with Development

lower priorities Development Lower Priorities Project Location Project General Type From To Location

Project Name

Notes

Spring Road Bike Lane

Bicycle Lane

Spring Road

Dempsey Road

Walnut Street

Includes Blendon Township Section

West College Avenue Multi-use Path/Route

Multi-Use Path/ Route

College Avenue

West Street

State Street

On Otterbein University Campus

Spring Hollow Greenway, Walnut Bend Connector

Multi-Use Path/ Connector

Spring Hollow Greenway

Metzger Park

Abbotsbury Drive

Connector install with future development

Granby Place Bicycle Route

Bicycle Route

Granby Place

Metzger Park

West Main Street

Signed Route

Establish Shadow Route

Multi-Use Path/ Bicycle Route

Uptown Westerville

West Park Street, Grove Street, Home Street, Walnut Street (Ohio to Erie Trial)

Walnut Street, Grove Street, Home Street (Ohio to Erie Trail)

In conjunction with Uptown Westerville Comprehensive Plan; work with Otterbein University

County Line Road Bicycle Route

Bicycle Route

County Line Road

Towers Park

Westerville Multi-use Path

Signed Route; examine Sidepath

Cleveland Avenue Bicycle Route

Sharrow/Bicycle Route

Cleveland Avenue

West Main Street

Polaris Parkway

Dependent on Road Speed

Dempsey Road Sidepath

Multi-Use Path

Dempsey Road

Corporation Line

Tunnel Emrick Road

Work with Blendon Township

Bell Haven Parkway Bicycle Route

Bicycle Route

Bell Haven Parkway

Hoff Woods Park

County Line Road

County Line to Bell Haven Parkway to Legacy to Birch Street

North West Street Sidepath

Multi-Use Path/ Bicycle Route

North West Street

County Line Road Sidepath

West Park Street

Work with Otterbein University

Old Coach Road Bicycle Route

Bicycle Route

Old Coach Road

West Main Street

Cleveland Avenue

Old Coach Road to Granby to West Main Street

Cherrington Road Sharrow

Bicycle Route

Cherrington Road

S. State Street

Delaware Drive

Use sidewalk and street

North/South Otterbein Avenue Bicycle Route

Bicycle Route

Otterbein Avenue

College Avenue

East Schrock Road

Use sidewalk and street

Waterton Drive/River Trace Bicycle Route

Bicycle Route

River Trace Subdivision

Metzger Park

Cleveland Avenue

Hanawalt to River Trace to Waterton to Metzger Place

South Knox Street Bicycle Route

Bicycle Route

Knox Street

West Walnut Street

Alum Creek South Park

Use sidewalk and Street

Delaware Drive/Cherrington Road/ Woodview Drive Bicycle Route

Bicycle Route

Wood Lake Colony

Highlands Park

East Schrock Road

Delaware Drive to Cherrington Road to Woodview Road to east Schrock Road

Glenacre Drive/Allview Road/ Pointview Drive/Gentlewind Drive Bicycle Route

Bicycle Route

Hills & Dales/Woodlake Colony Huber Village

Cherrington Road

South Hempstead

Glen Acre Drive to Allview Road to Pointview Drive to Gentlewind Drive to Hempstead Road

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Chapter Five

Project Name Mariners Cove Bicycle Route

Development Lower Priorities Project Location Project General Type From To Location Bicycle Route

Mariners Cove Subdivision

Maxtown Road

Mariners Cove Wetland

Notes Bay Drive to Wake Drive

Walnut Street Bicycle Route

Sharrow

Walnut Street

Pawnee Drive

Otterbein Avenue

Install with road development

Hanawalt Road Sidepath

Multi-Use Path

Hanawalt Road along Alum Creek

Cleveland Avenue

Hanawalt Multi-use Path at Lookout Ridge Drive

Shift Road to accommodate path and floodplain with future development; replace temporary path with development

Sunbury Road Bicycle Route

Bicycle Route

Sunbury Road

Central College Rd

S corporation line

Use sidewalk and street

Mariners Cove Bike Route

Bicycle Route

Mariners Cove

Maxtown Road

Mariners Cove Wetland Boardwalk

Signed Route

Hempstead Road Bicycle Route

Sharrow

Hempstead Road

County Line Road

East Walnut Street

Examine with Road improvements or sooner

Spring Road Bicycle Route

Sharrow

Spring Road

Towers Park Inner Park Loop

East Walnut Street

Examine with Road improvements or sooner

Spring Hollow Bicycle Route

Bicycle Route

Spring Hollow

Abbotsbury Drive

County Line Road

Abbotsbury Drive to Tree Bend Drive to Taylor Way

Chatham Ridge Bicycle Route

Bicycle Route

Chatham Ridge Subdivision

Sunbury Road

Hempstead Road

Chatham Ridge Road Forest Rise Drive Autumn Meadows Drive

State Route 3

Bicycle Route

Westerville

Huber Village Boulevard

North Corporate Line

Bicycle riding on side walks in uptown business District; investigate a shadow route

Pointe at Polaris

Bicycle Route

Polaris Woods

Polaris Parkway Multiuse Trail

State Route 3

Polaris Woods Boulevard Maxtown Crossing North State Street

Maxtown Road Sidepath

Multi-Use Path

Maxtown Road

Wake Drive

Sunbury Road Multiuse Path

Path to be constructed by Genoa Township on north side of road

Bay Drive

Bicycle Route

Mariners Cove Subdivision

Bay Drive

Sunbury Road

Bay Drive Sunbury Lake Drive Fisherman Drive Sea Shell Drive

Huber Village Blvd Sidepath

Multi-Use Path

Huber Village Blvd

S. State Street

S. Spring Road

Install with road development

Spring Hollow Lane Sharrow

Sharrow/Bicycle Route

Annehurst Village Subdivision

West Main Street

Worthington Road

Kitty Drive to Baker Lake Drive to Lori Lane to Worthington Road

North Spring Road Extension Sidepath

Sharrow/Multi-Use Path

Spring Road

Grindstone Road

Towers Park Path

Sidepath Grindstone to County Line Road

Heritage Park Extension

Multi-Use Path

Heritage Park along Alum Creek

Main Street Bridge

Heritage Park

Work with water plant on security

Inniswood Metro Park Path Connector

Multi-Use Path

Inniswoods Metro Park

Garden by-pass from Chipmunk Chatter Trail Gate

Hempstead Road

In partnership with Franklin County Metro Parks

Mariners Cover to County Line

Bicycle Route

Mariners Cove/ Landings

Bay Drive

County Line Road

Use Havendal and Barrington

Brookstone Multi-use Path

Multi-Use Path

Brookstone Subdivision

Millstone Square

Sand Stone Loop

Possible partnership for Private Connector

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Westerville Parks, Recreation & Open Spaces Master Plan

Recreational Pathways and Connectivity 5.4

EDUCATION AND ENCOURAGEMENT It is important to keep the public informed and involved in the recreational pathway planning process. This can be done in a variety of ways, from keeping information on the city website updated, to giving citizens an opportunity to voice their opinions at public meetings related to recreational pathway projects.

Educational Opportunities The City can also provide a number of educational opportunities for citizens through classes that teach the benefits of active transportation, bicycle safety skills and traffic laws for cyclists. The City can also expand on events that promote walking and bicycling.

Online A portion of the Westerville website provides a general overview of the existing trails in the city.

Recreational pathways are listed with information such as distance, parking and amenities along the pathway. The Westerville Recreational Pathway map and directory is available on the website.

Maps The City of Westerville Recreational Pathway map and directory is available digitally and in print. The map is included annually in the Spring Community Recreation Guide that is distributed via mail to the citizens of Westerville.

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Recreation Services 6.1

RECREATION PROGRAM ASSESSMENT PROS Consulting conducted an overall assessment of the Westerville Parks and Recreation Department’s program offerings. The aim of the assessment is to identify core program areas, gaps and overlaps in services as well as system-wide issues such as customer feedback, performance measures and marketing that is vital to the success of the Department’s program growth.

The consulting team based their findings on information derived from: • Discussions with staff members • Program assessment forms • Community wide statistically-valid survey • Website review The City Parks and Recreation staff selected the core programs / facilities to be evaluated and entered the data into the program assessment matrix provided by PROS.

PROGRAM ASSESSMENT AND OVERVIEW Overall observations from the program assessment are: • Adult Fitness and Wellness Programs, Community Special Events and Outdoor Adventure / Nature programs are the highest priority for Westerville residents • Program numbers exceed national best practice categories o Best practice program participation (60% versus 34% national average) o Best practice program quality ratings (62% versus 34% national average) • The program descriptions do a good job promoting the benefits of participation but are inconsistent – Fitness programs versus Adults and Arts worksheets have very different descriptions March 2014

• Program lifecycles: It is encouraging to see a minimal percentage of programs in the Decline Stage. It is important to eliminate or reposition programs in the Decline stage and focus on program innovation to introduce a greater number of programs in the introduction through take-off stage • Great use of standards and metrics, good promotions and variety of differential pricing strategies • Human Resource standards seem consistent and the presence of a Customer Service team and on-going staff training is an excellent practice • The staff has very good awareness of Other Providers but must differentiate between True Competitors and Similar Providers • The City encourages the Volunteers in Service in Our Neighborhoods (V.I.S.I.O.N.) program to foster community participation and volunteerism • Website and online communication is very text heavy and not image driven. Lack of a visible site map on inside pages also hinders quick navigation to desired content and hinders overall website’s user friendliness • Overall, varied use of social media practices including Facebook, Twitter, and YouTube with LinkedIn, Flickr, Instagram, Pinterest and Vine coming shortly as well o Must employ Marketing ROI and Psychographics information in customizing marketing tactics and strategies • Staff utilizes a variety of pricing strategies as well but should evaluate using Prime Time / Non-Prime Pricing Strategies

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Chapter Six PROGRAM ASSESSMENT AND OVERVIEW In the Socioeconomics of Urban Travel: Evidence from the 2001 National Household Travel Survey report, John Pucher and John Renne evaluate variations in travel behavior and other behavioral characteristics based on income, race, ethnicity, sex, and age.

They developed a 65-segment Community Tapestry system that classifies U.S. neighborhoods based on their socioeconomic and demographic compositions. Community Tapestry combines the traditional statistical methodology of cluster analysis with ESRI’s latest data mining techniques to provide a robust and compelling segmentation of U.S. neighborhoods. Tapestry market information is of particular importance for an abundance of campaigns, including:

To provide a broader view of the 65 various tapestry profile segments, twelve LifeMode groups were created. LifeMode groups are based on lifestyle and lifestage composition.

When analyzing the LifeMode Groups by household income, it is evident that although LifeMode Groups are summarized based on a shared experience, many of the similarities are based on the socioeconomic profiles of the segmented populace. Figure 9 illustrates the income ranges of each of the LifeMode Groups. While most fall in the middle ground, only one group – High Society – is exclusively comprised of very affluent households.

• Targeting specific groups • Using customer preferences in developing services • Customer relations and marketing Income range of the lifemode summary groups

$16,339 per year

$168,876 per year

L1 High Society L2 Upscale Awareness L3 Metropolis L4 Solo Acts L5 Senior Styles L6 Scholars and Patriots L7 High Hopes L8 Global Roots L9 Family Portrait L10 Traditional Living L11 Factories and Farms L12 American Quilt Figure 9 - LifeMode Groups Page 64

Westerville Parks, Recreation & Open Spaces Master Plan

Recreation Services Figure 10 presents the top ten individual tapestry segments in the City of Westerville and the comparative national percentages for those segments. The index for each segment denotes the likelihood of an occurrence compared to national averages (index of 100). Thus, an index of 200 means that the occurrence, (in this case, a tapestry segment), is twice as likely to happen within the service area.

As can be seen in Figure 10, the top five tapestry segments alone comprise nearly 64% of the population. More Rank

Tapestry Segment

importantly, five of the top ten segments all fall under either High Society or Upscale Avenues Lifemode group, a further indication of the above average income levels and lifestyle of the primary target market.

The top ten tapestry segments fall under the five main lifestyle segments that are depicted below along with the key characteristics of those groups.

City of Westerville Households Percent

U.S. Households Percent

Index

1

Exurbanites

25.60%

2.50%

1040

2

Suburban Splendor

15.40%

1.70%

913

3

Sophisticated Squires

9.70%

2.50%

390

4

Metropolitans

7.40%

1.40%

519

5

Aspiring Young Families

5.60%

2.30%

239

63.70%

10.40%

Subtotal 6

Connoisseurs

5.50%

1.30%

7

Milk and Cookies

5.20%

2.20%

234

8

Rustbelt Retirees

5.10%

2.00%

261

9

Retirement Communities

4.30%

1.60%

266

10

In Style

4.00%

2.30%

173

24.10%

9.40%

Subtotal

435

Figure 10 - City of Westerville Tapestry Segment

HIGH SOCIETY (56.2% TOTAL) Exurbanites / Suburban Splendor / Top Sophisticated Squires / Connoisseurs are all part of this Lifemode group. As a group some of their key characteristics include: • Affluent and well educated; represent slightly more than 12% of the U.S. households but generate nearly 25% of total U.S. income

METROPOLIS (9.7% TOTAL) Metropolitans are part of this Lifemode group. As a group some of their key characteristics include: • Live and work in America’s cities; occupy older, singlefamily homes or row houses built in the 1940’s or earlier

• Median household income of this group ($100,216) is nearly twice as much as the national median

• Diverse segment in housing, age, and income; from Generation X-ers to retirees; households include married couples with children and single parents with children; from well-educated professionals to unemployed

• One of the least ethnically diverse groups, however, one of the fastest growing, increasing by 2% annually

• Median home value is $166,249; median household income of the group is approximately $41,099

• Active financially, civically, and physically; participate in a wide variety of public activities and sports

• Lifestyle is uniquely urban and media oriented; those living in larger cities tend to own fewer vehicles and rely more on public transportation

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Chapter Six

SENIOR STYLES (9.4% TOTAL) Rustbelt Retirees and Retirement Communities are part of this group and is one of the largest Lifemode groups. As a group some of their key characteristics include: • Nearly 14.2 million households comprise this summary group; segment illustrates the diversity among today’s senior markets • Incomes within this group cover a wide range, the median is approximately $44,094, attributable mostly to retirement income or Social Security payments

FAMILY PORTRAIT (5.2% TOTAL) ‘Up and Coming Families’ are part of this Lifemode group.

As a group some of their key characteristics include: • The fastest growing population among all segments; youth, family life, and the presence of children are the common characteristics • Group is also ethnically diverse – nearly 30% of the residents are of Hispanic descent

• Younger, more affluent seniors, freed of their childrearing responsibilities, are traveling and relocating to warmer climates; settled seniors are looking forward to retirement and remaining in their homes

• Neighborhoods are predominantly composed of homeowners who live in single-family homes; the majority of households include married couples with children who contribute to the group’s large household size averaging more than 3.09 persons per household

• This is the most politically active market group; golf is clearly their sport of choice; they read the newspaper daily and prefer to watch news shows on television

• Their lifestyle reflects their youth and family orientation – buying infant and children’s apparel and toys; visits to parks and zoos are popular

HIGH HOPES (5.6% TOTAL) ‘Aspiring Young Families’ are part of this Lifemode group.

As a group some of their key characteristics include: • Young and college educated group that seeks the “American Dream” of home ownership and a rewarding job; most live in single-family houses or multiunit buildings • Approximately 50% own their homes; many are willing to move to a new location to seek better opportunities • One-third of the householders are younger than 35 years; median net worth is more than $58,793 – nearly 76% of the U.S. median • Households in this group include a mix of married couples, single-parent families, or single persons

This is the group that is more likely to participate in Special Events, Preschool / Toddler and youth programs. The presence of children entails that the parents might have limited free time at their disposal and a multi-generational facility which offers activities catering to the entire family would be an attractive option for them. The limited discretionary income available would also ensure that there will be a high emphasis on value-based programming for them.

UPSCALE AVENUES (4% TOTAL) ‘Cozy and Comfortable’ are part of this Lifemode group.

As a group some of their key characteristics include: • Success has been earned from years of hard work; well educated with above average earnings • Wide range of housing preferences – highrise townhouses to single-family suburban neighborhoods, open spaces, and renters • Median household income is $65,912 • Leisure activities include sports such as golf, bicycling, and domestic vacations

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Westerville Parks, Recreation & Open Spaces Master Plan

Recreation Services LIFECYCLE ANALYSIS

RECOMMENDATIONS

The program assessment included a lifecycle analysis completed by staff members. This assessment was not based on quantitative data, but based on staff’s knowledge of their program areas. These lifecycles can, and often do, change from year to year or over time depending on how the programs fare.

The PROS team recommends that the City Recreation staff track program lifecycles on an annual basis to ensure there are a decreasing number of programs in the Saturated to Decline stage while ensuring an increased number of programs in the Introduction stage. It is recommended that programs from Saturated to Decline should continue to be less than 10% of the total program mix.

The following list shows the percentage distribution of the various lifecycle categories of the Department’s 400+ recreation programs as listed by the staff: • Introduction stage (New program; modest participation) = 18.7% • Take off stage (Rapid participation growth) = 17% • Mature stage (Moderate to Slow participation growth) = 55%%

It is recommended that the recreation team implement an annual program innovation audit to identify programs that are stagnating or slowing down. The assessment may identify whether those programs should continue in their current state or be repositioned in order to further drive participation. A performance metric can be established to less than 2% of the programs Decline stage and any programs staying in that stage for two years should be repositioned or eliminated in favor of new programs.

• Saturation stage (Minimal to no participation growth; extreme competition) = 2.7% • Decline stage (Declining participation) = 6.3% These percentages were obtained by comparing the number of programs listed in each individual stage with the total number of programs listed in the program worksheets.

The PROS team recognizes that while there is no statistically sound method for obtaining the percentage breakout of all programs by lifecycle stages, the overall pattern and trends are apparent in the Program Lifecycle table.

The lifecycles depict a largely encouraging trend. Less than 10% of all programs are in the Saturated or Decline stage, which is very encouraging as it shows room for the programs to grow and also demonstrates that programs offered are largely aligned with community needs. The high number of programs in the Introduction Stage (18.7%) also indicates that the Department is focused on innovation and keeping the program pipeline refreshed constantly.

AGE SEGMENT DISTRIBUTION In addition to the lifecycle analysis, staff also assessed age segment distribution of programs.

Despite the demographics heavily skewed towards an aging population (median age 41.2 years), the balance of age segment distribution is still skewed towards the youth.

Based on the program list provided by the staff, greater than 50% of all programming is geared towards youth with over 55% of all programming is geared towards ages 24 and below. It is typical nation-wide for agencies to focus heavily on youth and families.

The Department does have a number of programs including a Senior Center for the 55+ population as well but as the population ages it would be appropriate for the staff to view the age segment distributions on an annual basis to ensure continued rebalancing among skewed categories.

Also, if possible, given the differences in how the active adults (55+) participate in recreation programs, the trend is moving toward having at least two different segments of older adults.

The Department could evaluate further splitting program offerings into 55–74 and 75 plus program segments.

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Chapter Six CORE PROGRAMS The PROS team believes in the importance of identifying core programs based on current and future needs and prioritizing resource allocation to meet those needs. This assists in creating a sense of focus around specific program areas of greatest importance to the community. It does not mean that non-core programs are not important – it simply allows the City and the staff to establish priorities.

Programs are categorized as core programs if they meet a majority of the following categories:

At this point, the PROS team only recommends one new program area for the Department which is development of Outdoor Nature Education services. The Department is doing an excellent job with managing and promoting the existing core services and adding Outdoor Nature Education would make the services stronger. See survey graph below. Additionally, the overall quality of the recreation programs that people have participated in are of a very high level and the PROS team exhorts the staff to continue maintaining that level moving forward.

• The program has been provided for a long period of time (over 4-5 years) • Offered 3-4 sessions per year • Wide demographic appeal • Includes 5% or more of recreation budget • Includes a tiered level of skill development • Requires full-time staff to manage the program • Has strong social value • High level of customer interface exists • High partnering capability • Facilities are designed to support the program RECOMMENDED CORE PROGRAMS The core program areas highlighted on the website include: • Community Events • Arts and Culture • Camps • Swim Lessons • Sports • Pre-school • Adult / Senior programs • Fitness Wellness • V.I.S.I.O.N

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Based on nationwide trends, an area that continues to grow in participation is in the Outdoor Adventure programming.

Combined with future Nature programming opportunities the Westerville staff could elevate their existing offerings and meet an unmet need. Continuing to leverage the reservoir as a program opportunity via rowing, canoe, kayak type programs would be an added benefit to serve the existing core program areas as well.

Westerville Parks, Recreation & Open Spaces Master Plan

Recreation Services SPONSORS / PARTNERS AND VOLUNTEERS At present, there is a focus on developing earned income streams through system-wide sponsor / partner support. In order to truly sell the potential benefits of partnering with the system, there is a need to develop a focused sponsorship campaign and a proposal for tiered sponsorship levels.

The Department currently lists sponsorship opportunities including Adopt-a-Foot of the Westerville B&W (Bikeway Program), Sounds of Summer Concert Series, 2013 Year of the Arts and other Special Events.

Other recommendations for Sponsorship include: Sponsor Recognition Recognizing all existing or past sponsors for their support would strengthen working relationships with sponsors. The brochureâ&#x20AC;&#x2122;s imagery could provide illustrations of promotions that may have been done or could be done to demonstrate sponsorship positioning. The images should also focus on conveying an emotional appeal to potential sponsors.

Tiered Sponsorship Levels It is essential to create tiered levels of sponsorship in order to allow all potential sponsors the ability to choose the level of support they wish to exhibit.

Package Offerings - It has been seen that the greater the opportunities to package the offerings, the more the likelihood of selling sponsorship. Packaging sponsorship opportunities for Events as well as Signature Parks and Facilities including the Everal Barn Homestead, Highlands Parks Aquatic Center, the Community Center, the Senior Center etc. could be a viable option to provide additional sponsor value as well.

Providing sample packaging options that tie-in some signature special events with some of the smaller events would ensure that the staff up-sells events that may not be sold otherwise, while the partners receive more bang for their buck.

While some audience details are listed, by detailing the event calendar, participation metrics and user demographics, the Department will provide potential sponsors an opportunity to identify how well the park system participants align with the sponsorâ&#x20AC;&#x2122;s target market and choose the right fit for them.

These metrics will also help the Department evaluate its return on investment (ROI) for sponsorships / partnerships for various events. Some other recommendations would be to publish these metrics on the website and promote them aggressively.

March 2014

CrowdFunding This area can be operated in conjunction with the Foundationâ&#x20AC;&#x2122;s projects in looking for specific opportunities.

Crowdfunding websites such as Kickstarter.com, Razoo. com, Indiegogo etc. have extremely successful examples of public agencies that have successfully partnered and raised revenue to build or enhance parks and facilities, offer programs and even design marketing materials.

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Chapter Six MARKETING AND WEBSITE This section reviews the Department’s marketing and promotions as gleaned from the program worksheets and the survey responses.

From the survey responses, only 3% stated ‘Do not know about the System’ as a barrier to participation. This indicates that the Marketing and Promotions outreach is fairly effective in creating awareness and generating increased participation from the community as well.

As stated in the program assessment worksheets provided by staff, most programs are promoted via the Recreation Guide, the newsletter, the website, flyers and brochures, email blasts and online mediums. There are also some instances of social media usage, direct mail and even some in-facility signage.

Given the limited marketing dollars available, it would be helpful for the Department to undertake a marketing return on investment (ROI) assessment to evaluate the effectiveness of the marketing mediums undertaken and tailor future marketing spending to focus on the most effective mediums. This could be done by ensuring every registrant and as many on-site users as possible are asked ‘How did you hear about us?’ Tying the participant responses to marketing mediums would allow for a better understanding of marketing spending and enable greater effectiveness of existing ones while eliminating noneffective mediums.

Additionally, cross promoting at Special Events such as Party at the Creek etc. would be highly recommended. It is imperative that the Department take advantage of the presence of high numbers of relative captive audience in the special event environment to promote its other offerings, programs, facilities and rentals. Similar crosspromoting programs targeted towards the same age group audiences too should be highly encouraged. An example would be cross-promoting aquatics programs at Summer Day Camps and vice versa.

Also, Department staff’s email signatures should be consistent and used to promote the website, social media presence as well as upcoming events. Staff indicated being in the process of developing QR codes for Outdoor Recreation and also suggested using SMS marketing as a recommended option particularly for teen programs.

The use of Web 2.0 technology must be increased beyond Facebook and Twitter to other mediums such as Flickr and YouTube as well (Have Youtube but need to utilize better).

The staff must evaluate the viability of an independent social network presence that is distinct from the City of Westerville social network presence. The key to successful implementation of a social network is to move the participants from awareness to action and creating greater user engagement. This could be done by: Allowing controlled ‘user generated content’ by encouraging users to send in their pictures from the Department or the City’s special events or programs Introducing Facebook-only promotions to drive greater visitation to Facebook Blogs / Podcasts – This could be written by alternating staff members or could be “From the Director’s desk” where upcoming events, past successes or plain community outreach could be undertaken. This is a very personalized form of communication and helps build an affinity for the staff and the Department as a whole.

However, blogs do offer an opportunity for almost instant feedback which may need to be controlled or monitored on a regular basis. Podcasts can be created for users to download and assist in interpretive learning at parks in the system such as and even on trails.

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Westerville Parks, Recreation & Open Spaces Master Plan

Recreation Services

WEBSITE / ONLINE MEDIUMS The Department’s website has done a good job of demonstrating a visual message constantly and consistently reinforced on the home page. Once the Master Plan is completed, it would be useful to have sections listing the plan and individual sections of the plan for interested individuals.

• Leverage the website to obtain customer feedback for programs, parks and facilities and customer service o Expand opportunities for Crowd-sourcing as has been done previously in the City o Some resources include www.mindmixer.com and www.peakdemocracy.com

Overall, the site is focused a little more on information than inspiration and the Department must evaluate updating the site to make it more of a marketing tool.

• Create a site map at the bottom of the page to ease navigation and minimize clicks, thus ensuring high user retention (e.g. Cordova Recreation and Park District – www.crpd.com)

• Encourage user-generated content on the website to ensure dynamic content and drive repeat visitation to the website o Seek to obtain testimonials from ‘fans’ on Facebook and use it on website as well

• Use ‘live’ images from the actual programs and events.

• Utilize the website or leverage existing sites for Crowdsourcing information • Provide opportunities for Donations or Crowdfunding through the website o www.kickstarter.org / www.indiegogo.com / www.razoo.com for Crowd funding options including printing program guides or developing marketing material • Ensure consistency between brochure and website information to provide a consistent brand message throughout

March 2014

• Maximize the website’s revenue generating capabilities o Add a retail link for users to purchase merchandise online o Evaluate using Google AdSense to allow for placements of relevant ads on the website (more information on Google AdSense is provided later in this report) • Continue to expand the use for Google Analytics for the website • Have a good translate on the city website. Develop a mobile version of the website and also develop a smart-phone application listing facilities and parks based on GPS locations, programs, rentals, online registration links, contact info, hours of operations etc.

• Conduct annual website strategy workshop with the staff to identify ways and means that the website can support the Department

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Chapter Six

SOCIAL MEDIA TRENDS Nielsenâ&#x20AC;&#x2122;s 2012 Social Media Report provides the accompanying chart that outlines year-over-year change in unique PC visitors to the various social networks in the United States.

While this does not track all uses i.e. from smart phones, it is a fair indication of the popularity and extent of use of social networks.

Pinterest is the newest entrant to the most popular networks and another fast growing one that has not been captured here but is poised for incremental growth is Instagram.

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Westerville Parks, Recreation & Open Spaces Master Plan

Recreation Services CUSTOMER SERVICE AND FEEDBACK The Westerville Parks and Recreation Department has an internal Customer Service Team that meets every three weeks throughout the year. The Customer Service Team is comprised of staff members from all key areas of the Department and is responsible for evaluating and measuring established customer service standards for the Department. Developing, implementing and analyzing customer service oriented surveys (with measurable outcomes) is also a function of the Customer Service Team. The following information outlines how the Customer Service Team evaluates and analyzes overall customer service.

Customer Service Team - Annual Goals/Objectives: • Develop an internal Customer Service Training schedule to involve staff within all divisions of the Department. Offer at least 2 (biannual) Departmentwide customer service trainings annually • Customer Feedback/Follow-up Process • Develop and implement a system (or systems) to obtain and act upon customer feedback/input • Customer Service Standards – Establish customer service standards for the Department and create a survey to measure these standards and the level of satisfaction of customers using Parks and Recreation Department facilities and services Current Methods of Feedback: • Customer Comments/Suggestions Card – These comment/suggestion cards are available at each facility for quick feedback purposes. A system has been implemented to track, document and follow-up with all comments received • Survey Monkey Surveys (Programs, Facilities, Camps, Birthday Parties, etc.) – Survey Monkey is an online survey application that is used heavily by the Department. Participants from programs/classes, rentals, birthday parties, etc. receive a personal email following their experience that links them to the proper survey to provide comments and feedback • Rental/Reservation Surveys – Surveys are issued directly to the person renting or reserving a facility/ shelter in order to obtain comments and feedback

March 2014

• Highlands Park Aquatic Center (HPAC) – Survey Card – Survey cards are passed out on a regular basis throughout the summer at HPAC to obtain continuous feedback • Patron/Citizen Comments & Feedback Form – Comment and Feedback forms are located at each front line service area within the Department. This is an internal form used by staff to document issues/ concerns that may be brought to their attention throughout the day • Customer Service Standards Survey (Under Development) – This survey is currently under development. Once the Customer Service Standards have been finalized and approved for the Department, a survey will be developed to measure each standard. This will allow staff to continually improve in the area of customer service Evaluation / Analysis: • The Customer Service Team meets every three weeks to review the latest comments and suggestions obtained from the feedback methods mentioned above o Trends are identified as part of the evaluation process. Trends could be good or bad based on the comments. Undesirable trends that need to change are addressed immediately o Any comment or suggestion that required staff follow-up is discussed in detail. Ensuring the response was provided in a timely manner; along with the correct resolution is a priority of the Customer Service Team o Established customer service standards for the Department will be reviewed on a regular basis.

A survey to measure these standards is under development. This survey will be implemented to measure the Department’s overall level of customer satisfaction o The Customer Service Team will recommend actions, policy changes, operational changes, etc. to enhance customer service based on feedback received from customers

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Chapter Six PROGRAM PRIORITY RANKINGS The purpose of the Program Priority Rankings is to provide a prioritized list of recreation program needs for the community served by the City of Westerville Parks and Recreation Department.

This rankings model evaluated both quantitative and qualitative data. Quantitative data includes the statistically valid Community Survey, which asked residents of Westerville to list unmet needs and rank their importance. Qualitative data includes resident feedback obtained in community input and demographics and trends.

A weighted scoring system was used to determine the priorities for recreation programs. For instance as noted below, a weighted value of 3 for the Unmet Desires means that out of a total of 100%, unmet needs make up 30% of the total score. Similarly, importance-ranking also makes up 30%, while Consultant Evaluation makes up 40% of the total score, thus totaling 100%.

This scoring system considers the following: Community Survey • Unmet needs for recreation programs – This is used as a factor from the total number of households mentioning whether they have a need for a program and the extent to which their need for facilities and recreation programs has been met. Survey participants were asked to identify this for 25 recreation programs • Importance ranking for programs – This is used as a factor from the importance allocated to a program by the community. Each respondent was asked to identify the top four most important recreation programs Consultant Evaluation • Factor derived from the consultant’s evaluation of program priority based on survey results, demographics, trends and overall community input The weighted scores were as follows: • 60% from the statistically valid community survey results • 40% from consultant evaluation using demographic and trends data, community focus groups and public meetings and levels of service These weighted scores were then summed to provide an overall score and priority ranking for the system as a whole. The results of the priority ranking were tabulated into three categories: High Priority (top third), Medium Priority (middle third) and Low Priority (bottom third).

The combined total of the weighted scores for Community Unmet Needs, Community Importance, and Consultant Evaluation is the total score based on which the Program Priority is determined.

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Westerville Parks, Recreation & Open Spaces Master Plan

Recreation Services SUMMARY As seen below, Adult fitness and wellness programs, Community special events, outdoor adventure / nature programs, senior fitness and wellness programs and cycling programs are the top five highest program priorities in Westerville.

Westerville Program needs assessment

Rank

Adult fitness and wellness programs

1

Community special events

2

Outdoor adventure / nature programs

3

Senior fitness and wellness programs

4

Cycling programs

5

Senior programs

6

Art programs

7

Adult art, dance, performing arts / theater

8

Fitness related special events

9

Youth sports programs

10

Water fitness programs

11

Youth Learn to Swim programs

12

Youth fitness and wellness programs

13

Adult sports programs

14

Tennis lessons and leagues

15

Before and after school programs

16

Pre-School programs / Early Childhood

17

Youth summer camp programs

18

Teen programs

19

Senior sports programs

20

Private swim lessons

21

Youth art, dance, performing arts / theater

22

Senior art, dance, performing arts / theater

23

Gymnastics and tumbling programs

24

Programs for people with disabilities

25

March 2014

The Department does a good job offering a wide variety of programs which are well received by the community, as evidenced in the high participation and quality rating numbers of the survey.

It is important to continue in that same vein by ensuring a focus on constantly innovating and exploring newer ways of offering programs, expanding marketing and communications outreach through newer technology and tracking and measuring ROI. All of this will ensure that the Department and its park, program, facility and event offerings continue to be the drivers of health and wellness and quality of life for the Westerville community.

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Parks and Facilities Needs Analysis 7.1

PARK AND FACILITY LEVEL OF SERVICE STANDARDS Level of Service Standards are guidelines that define service areas based on population that support investment decisions related to parks, facilities and amenities. Level of Service Standards can and will change over time as the program lifecycles change and demographics of a community change.

The consulting team evaluated park facility standards using a combination of resources.

These resources included: National Recreation and Park Association (NRPA) guidelines, recreation activity participation rates reported by the Sporting Goods Manufacturers Association as it applies to activities that occur in the United States and the Westerville area, community and stakeholder input, findings from the prioritized needs assessment report and general observations. This information allowed standards to be customized to the City of Westerville (Figure 11).

These standards should be viewed as a guide. The standards are to be coupled with conventional wisdom and judgment related to the particular situation and needs of the community. By applying these facility standards to the population of Westerville, gaps and surpluses in park and facility/amenity types are revealed. As one can see there are many needs to be met in the City of Westerville to meet the needs of the community now and in the future.

The standards outlined are not aggressive, but are conservative.

Westerville has been nationally-recognized as a livable community based on many national publications. To continue achieving these accomplishments and to serve residents, parks, trails and recreation facilities need to be a priority for the future.

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Parks and Facilities Needs Analysis

Figure 11 - Park and Facility Level of Service Standards

Westerville Parks, Recreation & Open Spaces Master Plan

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WPROS PROS MASTER PLAN

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Parks and Facilities Needs Analysis 7.2

PARK AND RECREATION FACILITIES INVENTORY

Mini Parks

Neighborhood Parks

Level of Service

Facility

Usually between 2,500 s.f. to one acre or less than five acres. Serves a residential area quarter-mile or less. Serves limited or isolated recreational needs. Primary purpose: landscape areas, seating areas, playgrounds or unique recreational needs/sites. Characterized by passive facilities, no parking or programmed activities.

Bicentennial Park

Five acres minimum to 10 acres. Serves a quartermile to half-mile radius area uninterrupted by nonresidential roads. Serves as the basic unit of the cityâ&#x20AC;&#x2122;s park system. Neighborhood parks are not intended to be used for programmed activities, usually 50% active and 50% passive. Includes 7-10 off-street parking spaces, minimal/security lighting. Ease of access to population served and greenway linkages are important.

Acres .15

Electric Mini Park

.167

First Responders Park

.267

Benjamin Hanby Park

.14

Kiwanis Picnic Park

.78

Uptown Rotary Park

.035

Alum Creek Park North

11.93

Astronaut Grove

2.09

Brooksedge Park

3.954

Hanby Park

3.91

Hannah Mayne Park

3.3

Millstone Creek Park

15.27

Olde Town Park

15.05

Walnut Ridge Park

11.644

Alum Creek South Park

30.377

Heritage Park

52.278

Highlands Park

40.94

Hoff Woods Park

39.28 31.776

27.561

27.561 or 7.0% of total developed park 390.528 acre system

51.00

51.00 or 13% of total developed park 390.528 acre system

Amphitheater in Alum Creek Park North

SEE PARK

Bark Park in Brooksedge Park

SEE PARK

BMX/Skateboard in Alum Creek South Park

SEE PARK

33.491 or 8.6% of total developed park 390.528 acre system

Combine park with school sites; may be elementary, middle or high school. May satisfy neighborhood, community or sports complex needs. Optimal size depends on intended use, but should meet neighborhood/community park needs. Athletic field development should be oriented to youth versus adult.

Huber Village Park (City Property)

Sports Complex

Consolidates heavily programmed athletic fields and associated facilities to larger and fewer sites strategically located. Determined by demand.

Minimum 25 acres, 40-80 optimal. Communitywide facilities.

Sports Complex

Community Tennis Courts

.739

Everal Homestead in Heritage Park

SEE PARK

Highlands Outdoor Pool in Highlands Park

SEE PARK

Inclusive Playground and Nature Play Area

SEE PARK

Park Maintenance Facility

2.29

Presidential Oak Grove

SEE PARK

Recreation Program Center (64 E. Walnut) Westerville Community Center

3.22 24.892

Westerville Senior Center

2.0

Westerville Veteranâ&#x20AC;&#x2122;s Memorial World Trade Center Memorial

March 2014

194.651 or 49.8% of total developed park 390.528 acre system

Paul S. Metzger Park

School Parks

Special Facilities

82.277 or 21.1% of total developed park 390.528 acre system

6.459

Towers Park As needed. Usually 30 to 50 acres. Serves more than two neighborhoods within half to three mile radius. Served by non-local streets, arterial or collector streets. Includes active and passive activities. Facilities accommodate group activities, however, not intended for extensive programmed adult athletic use/tournaments.

Generally, includes parking areas and lighting beyond security lighting.

1.548 or .40% of total developed park 390.528 acre system

8.67

Spring Grove North Park

Community Parks

Total

.35 SEE PARK

WPROS Master Plan

Page 81

Chapter Seven Level of Service

Facility

Undeveloped Park Sites

Natural Resource Areas/Greenways

Mariners Cove Park Hoff Woods Park Extension (Birch Street) Land set aside for preservation of significant natural resources, remnant landscapes, open space and visual aesthetics/buffering.

Boyer Nature Preserve

11.43

Ernest Cherrington Preserve

18.209

19.284 15.287

Bank One (Park Meadows)

5.93

Bank One (Cooper Road)

5.93 4.621

County Line Woods

2.309

Maughlin Greenway

2.45 2.69

Polaris Parkway Greenway

18.378

Spring Grove North Greenway

14.932

Westerville Bikeway

115.40 total acres

.4

County Line Acres Bikeway

Springborough Greenway

75.053 total acres

5.5

Alum Creek Greenway

Brookstone Retention

18.088 or 5% of total developed park 390.528 acre system

5.956

Otterbein Lake

Otterbein (East of Cleveland)

Page 82

15.028

13.756

Marinerâ&#x20AC;&#x2122;s Cove Wetland Effectively links park system components together to form a continuous park environment, emphasize harmony with the natural environment, allow uninterrupted and safe pedestrian movement between parks throughout the community, provide citizens a natural resource base and enhance property values. Locations based on resource availability and opportunity. May include pathways.

Total 3.06

College Knolls Retention Heritage Wetlands

Greenways

Acres

7.631 12.576

Westerville Parks, Recreation & Open Spaces Master Plan

Parks and Facilities Needs Analysis Recreational Pathways

Level of Service

Facility

Acres

Leisure paths/park trails Multipurpose trails located within greenways, parks and natural resource areas. Focus is on recreational value.

Bikeways/connector trails - Multipurpose trails that emphasize safe travel for pedestrians to and from parks and around the community. Focus is as much on transportation as it is on recreation.

On-street bikeways - paved segments of roadways that serve as a means to safely separate bicyclists from vehicular traffic.

Africa Road Connector

.11

Alum Creek (County Line With/ABB Company)

.37

Alum Creek Leisure Path

1.7

Alum Creek Park Trail Connector

Community Center Inner Loop

.6 1.85 .55

County Line Acres Bikeway

1.1

County Line Road Bikeway

2.04

Hanawalt Connector Heritage Park Trail Inner Loop

.25 .89

Highlands Park Inner Loop

1.12

Hoff Woods Park Inner Loop

1.16

Hoff Woods/Westerville Bikeway Connector Huber Village Park Inner Loop

.15 1.04

Library Path

.09

Metzger Park Inner Loop

.91

Millstone Perimeter Loop

.36

Olde Town Park Inner Loop

.49

Polaris/Maxtown Road Bikeway

2.4

Presidents Grove Loop

.13

Schrock Road Bike Lane

.9

Springborough Bikeway

.5

Spring Grove Bikeway Spring Road Bikeway Sunbury Road Bikeway Towers Park Loop

1.24 .94 2.28 .80

Walnut Ridge Park Inner Loop

.48

WAC Bikeway (as of 12/1/09 closed)

.36

Westerville Bikeway

2.66

Westerville Sports Complex Inner Loop

1.64

Worthington Galena Bikeway

29.81 total acres

.3

Chipmunk Chatter Trail Connector (Metro Parks) Cleveland Avenue Bikeway

Total

.4

Summary: Total developed Westerville Park System .....................................390.528 Acres Total undeveloped Westerville Park System .................................229.541 Acres Total developable Park System ........................................................408.616 Acres Total Natural Resource Areas ............................................................152 Acres Total Westerville Park System ...........................................................595.98 Acres Total Bikeways / Leisure Paths ..........................................................29.81 Miles The 1983 National Park Recreation and Open Space standards and guidelines, suggest a “core” system of 6.25 to 10.5 acres of developed, open space per 1,000 populations. Based on Westerville’s 2010 population of 35,970, 225 to 378 acres of developed open space are desirable. The City should have a minimum of 259 to 435 acres of developed open space based on Westerville’s projected population in the year 2020 of 41,400.

March 2014

WPROS Master Plan

Page 83

Chapter Seven

7.3

PRIORITIZED FACILITY RANKINGS The purpose of the Facility Priority Rankings is to provide a prioritized list of facility/ amenity needs for the community served by the City of Westerville Parks and Recreation Department.

This rankings model evaluated both quantitative and qualitative data. Quantitative data includes the statistically valid Community Survey, which asked residents of Westerville to list unmet needs and rank their importance. Qualitative data includes resident feedback obtained in community input and demographics and trends.

A weighted scoring system was used to determine the priorities for parks and recreation facilities/amenities. For instance as noted below, a weighted value of 3 for the Unmet Desires means that out of a total of 100%, unmet needs make up 30% of the total score. Similarly, importance-ranking also makes up 30%, while Consultant Evaluation makes up 40% of the total score, thus totaling 100%.

Page 84

• Community Survey o Unmet needs for facilities– This is used as a factor from the total number of households mentioning whether they have a need for a facility and the extent to which their need for facilities has been met. Survey participants were asked to identify this for 27 different facilities/ amenities o Importance ranking for facilities – This is used as a factor from the importance allocated to a facility by the community. Each respondent was asked to identify the top four most important facilities • Consultant Evaluation o Factor derived from the consultant’s evaluation of facility priority based on survey results, demographics, trends and overall community input.

Westerville Parks, Recreation & Open Spaces Master Plan

Parks and Facilities Needs Analysis The weighted scores were as follows: â&#x20AC;˘ 60% from the statistically valid community survey results â&#x20AC;˘ 40% from consultant evaluation using demographic and trends data, community focus groups and public meetings and levels of service These weighted scores were then summed to provide an overall score and priority ranking for the system as a whole.

The results of the priority ranking were tabulated into three categories: High Priority (top third), Medium Priority (middle third) and Low Priority (bottom third).

The combined total of the weighted scores for Community Unmet Needs, Community Importance, and Consultant Evaluation is the total score based on which the Facility/ Amenity Priority is determined.

As seen, Walking and biking trails, Westerville Community Center, Small Neighborhood Parks and Nature Center and Nature Trails are the top five highest facility / amenity priorities in Westerville.

March 2014

Westerville facility / amenity needs assessment

Overall Ranking 1

Walking and Biking Trails Westerville Community Center

2

Small Neighborhood Parks

3

Nature Center and Nature Tails

4

Outdoor Swimming Pools / Water Parks

5

Adventure Amenities (High Ropes Course, Zip Line, Mountain Biking etc.)

6

Outdoor Ice Skating Rink

7

Greenspace and Natural Areas

8

Facilities / Amenities to access Hoover

9

Performing Arts Center

10

Indoor Fitness Equipment

11

Large Community Parks

12

Indoor Swimming Pools / Lap Lanes

13

Senior Center

14

Playground Equipment

15

Dog Park

16

Facilities / Amenities to access Alum Creek

17

Boathouse - Hoover Reservoir

18

Indoor Basketball / Volleyball Courts

19

Outdoor Tennis Courts

20

Youth Soccer Fields

21

Youth Baseball / Softball Fields

22

Skateboarding / BMX Park

23

Outdoor Basketball Courts

24

Youth Multi-purpose Fields

25

Outdoor Volleyball Courts

26

Adult Softball Fields

27

WPROS Master Plan

Page 85

Community Center and Park Improvements 8.1

VISIONING AND CORE PROGRAM The community provided a strong recommendation to the Consulting Team to move the existing senior programs to an expanded community center by adding to the existing community center. They wanted dedicated space for seniors in the building, more dedicated fitness space and an indoor therapeutic pool added to the facility. Williams Architects has created a conceptual design that focuses on the expansion of the building and parking.

8.2

WESTERVILLE COMMUNITY CENTER EXPANSION OPPORTUNITIES CONCEPTUAL PLAN

EXPANSION OPPORTUNITIES – VIEW FROM SOUTH WEST

T P

E C N O C

L A U

EXPANSION OPPORTUNITIES – VIEW FROM NORTH EAST

March 2014

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Chapter Eight EXPANSION OPPORTUNITIES – OVERALL SITE

T P

E C N O C Page 88

L A U

Westerville Parks, Recreation & Open Spaces Master Plan

Community Center and Park Improvements

See Legend on page 88

EXPANSION OPPORTUNITIES – OVERALL PROGRAM MAIN FLOOR PLAN

T P

E C N O C March 2014

L A U

WPROS Master Plan

Page 89

Chapter Eight

See Legend on page 88

EXPANSION OPPORTUNITIES â&#x20AC;&#x201C; UPPER LEVEL PLAN

T P

E C N O C Page 90

L A U

Westerville Parks, Recreation & Open Spaces Master Plan

Community Center and Park Improvements 4 3 COUNTY LINE RD .

I-71

COUNTY LINE RD .

MAIN ST.

E ST.

STAT

SHARON WOOD

CLEVELAND AVE.

1

2

S

SUNBUR Y RD.

SCHROCK RD.

270

8.3

PARK IMPROVEMENTS

March 2014

Focus Areas: 1

Alum Creek Corridor

2

Highlands Park

3

Hoff Woods

4

Park Site at Africa Road & Polaris Parkway

WPROS Master Plan

Page 91

Chapter Eight

Alum Creek Corridor Northwest Park

COUNTY LINE RD.

Sports Complex

Heritage Park

Main Street T.

MAIN S

E ST.

STAT

CLEVELAND AVE.

Otterbein Lake

Alum Creek South SCHROCK RD.

Page 92

Westerville Parks, Recreation & Open Spaces Master Plan

1

Community Center and Park Improvements Edge Sports Park 7

4

2

2

6 3

Not To Scale

5

2

1

1

Program Shelter and Nature Trail

3

Creek Access; Water Course Beginning

5

6

Climbing & Observation Tower

March 2014

Zipline

Bike Pumps, Jumps & Tracks

4

Obstacle Course

7

Eco Village Tree House

WPROS Master Plan

Page 93

Chapter Eight

Sports Complex 8 5

8

1

5

4

2

3

Art / Sculpture

7

2

1 3 2 4

Bridges & Overlooks

3 6

Not To Scale

1

Creek Interaction

4

Picnic Pavilion

7

Sprayground / Ice Rink Page 94

5

Architectural Seating Stairs

6

Architectural Mounding

8

Field of Honor Gardens

Westerville Parks, Recreation & Open Spaces Master Plan

Community Center and Park Improvements Heritage Park 1 4 Not To Scale

Entry Artwork

3

2

6

4 2 Sculpture Intervention in Landscape

5

3

1

4

Wetland Interaction

Artistic Boardwalks and Overlooks

5

6

Team Building Courses

Nature Play

March 2014

WPROS Master Plan

Page 95

Chapter Eight

Main Street

Not To Scale

2 7 2

5

Paddle Boat Dock

Page 96

6

6

7

7

2

Restaurant / Bike Hub

Bike Share Station

5

4

1

3

1

3

Specialty Paving

4

Artistic Gateways / Bridge Art

6

Creek Bank and Stabilization

7

Wayfinding Signage

Westerville Parks, Recreation & Open Spaces Master Plan

Community Center and Park Improvements Otterbein Lake Not To Scale

Boardwalks, Overlooks and Fishing Areas

Aerial View

Existing Overlook

March 2014

WPROS Master Plan

Page 97

Chapter Eight

Alum Creek South

5 3

4

2

1 Not To Scale

1

Expanded Bike / Skate Opportunities

4

Bike Shelter & Station

Page 98

2

Focal Playground

3

Year Round Sled Hill

5

Creek Overlooks

Westerville Parks, Recreation & Open Spaces Master Plan

Community Center and Park Improvements Highlands Park 2 COUNTY LINE

Highlands Park

S. SPRING RD.

S. H

EM

PST

EA

DR

D.

E. WALNUT ST.

RD.

SCHROCK RD.

270 March 2014

WPROS Master Plan

Page 99

Chapter Eight

Highlands Park

Not To Scale

Green Roof Shelter

Page 100

Ball Fields

Westerville Parks, Recreation & Open Spaces Master Plan

Community Center and Park Improvements 3

Hoff Woods Park

IS PARKWAY POLAR

MAXTOWN RD.

N.

STA TE

ST.

Hoff Woods Park

COUNTY LINE RD.

March 2014

WPROS Master Plan

Page 101

Chapter Eight

Hoff Woods Park

Not To Scale

Green Roof Shelter

Page 102

Ball Fields

Westerville Parks, Recreation & Open Spaces Master Plan

Community Center and Park Improvements Park Site at Africa Road & Polaris Parkway 4 A RIC AF .

RD

Park Site

ST. STA TE N.

N. CLEVELAND AVE.

POLARIS PARKWAY

COUNTY LINE RD .

Page 103

March 2014

WPROS

Westerville Parks, Recreation & Open Space Master Plan Master Plan

Page 103

Chapter Eight

Park Site at Africa Road & Polaris Parkway 9 6 17

6

18

5

11 7

4

17

14

8

7

8

8

5

11 8

15

8

19 8

13 14

2

8 10

12

16

3 Not To Scale

Y RKWA

IS PA OLAR

P

1

Office Park Entry; Constellation Route

10

Park Signage

2

Africa Road Entry; Escape To Freedom Route

11

Interactive Stream

3

Polaris Parkway Entry; Nature Route

12

Bio Swale & Wetlands

4

Compass Rose Plaza with Park Overview Map, Fountain Beginning

13

Wood Boardwalk

14

Metal Grate Overlook

15

Stepping Stairs

16

Landscape Gateway Feature

17

Plaza Stone Walls with Built-In Seating

5 6 7

Mounded Stream Bank Condition Dry Laid Stone Bench Wall Concrete Bench Wall with Led Lighting

8

Star Point In Big Dipper Constellation; Underground Railroad Informational Panels

18

Natural Water Play Kid Area

9

North Star; Sculpture

19

Shade Structure

Page 104

Westerville Westerville Parks, Parks, Recreation Recreation && Open Open Spaces Space Master Master Plan Plan

AFRIC A ROAD

1

Implementation 9.1

ACTION PLAN City Council, the City Manager and staff recognize how important it is to maintain a first-class parks and recreation system to keep people living and working in the City, bring in new residents and businesses to the City, and the economic impact the Department has on the City. The recommendations outlined in the PROS Master Plan are aligned with the vision, mission and core values of the community and the Department. These recommendations follow what the community has voiced as a priority. Overall, the capital improvements can be utilized as a guideline for future improvements and development with flexibility to be altered and updated as needed.

The goal of this PROS Master Plan is to not overextend the Department financially or operationally. The Department will still require strong financial support from user fees and earned income opportunities. This will require a continued business plan approach and support from the staff, the Park and Recreation Advisory Board and City Council.

While there are numerous recommendations in the PROS Master Plan, there are signature projects suggested by the Consultant Team.

These large-scale projects have tremendous potential to significantly increase the recreational opportunities for residents, as well as representing substantial economic benefits to the City. The value is clear it will make the Department stronger and more responsive to meeting the unmet needs of residents of the City.

• Improve access to waterways by creating additional park experiences along Alum Creek, Big Walnut Creek and the Hoover Reservoir • Develop additional and improve existing neighborhood parks in a manner that creates a “signature” experience for each park • Develop additional and improve rectangular and baseball/softball fields The recommendations are designed to address the key unmet needs of the community and address other elements of the system that will continue to position Westerville Parks and Recreation as a leader in Ohio and the Nation in delivery of parks and recreation services.

Recreational Pathway recommendations High Priority • Refer to High Priority Projects listed on page 56 Medium Priority • Refer to Medium Priority Projects listed on page 56 • Refer to Low Priority Projects listed on page 57 Park and facility development recommendations High Priority • Expand the Community Center to include the relocation of the older adult center (senior center), therapy pool, fitness and program space, additional gymnasium and track expansion • Re-purpose the existing older adult (senior center) • Expand the deck (land space) of the Highlands Park Aquatic Center

Signature projects • Expand the B&W recreational pathway system to create a connected system with parks, Uptown, Westerville Schools and Otterbein University • Expand the Community Center to include the older adult center, therapeutic pool, fitness and program space, expanded track and additional gymnasium • Develop a park that creates “edge” sports experiences

March 2014

• Expand Hoff Woods Park to provide rectangular field/ open space • Create Signature space within existing parks

o Huber Village

o Bicentennial Park • Enhance recognition of police responders at First Responders Park

WPROS Master Plan

Page 105

Chapter Nine Medium Priority • Expand the Kiwanis/Jaycee Park • Develop the Alum Creek Corridor to provide recreation experiences o “Edge” Sports Park o Sports Complex o Heritage Park o Main Street corridor (Heritage Park to Alum Creek Park) o Alum Creek Park North o Otterbein Lake o Alum Creek South Park • Expand Metzger Park • Create Signature space within existing parks

o Walnut Ridge Park

o Hanby Park

o Olde Town Park

o Towers Park • Develop and improve ballfields at Highlands Park • Develop second Bark Park • Establish partnership to develop a neighborhood park in the southeast quadrant • Establish Big Walnut Creek Park • Develop Mariner’s Cove pond area • Improve Boyer Nature Preserve with natural elements

Page 106

Westerville Parks, Recreation & Open Spaces Master Plan

Statistically Valid Community Survey Executive Summary Overview and Methodology Parks and Recreation Needs Assessment Survey Final Report

Submitted to the

City of Westerville

Major Survey Findings Parks and Recreation Dept. Parks and Facilities Visited in the Past 12 Months.

The Westerville Parks and Recreation Department parks and facilities visited by the highest percentage of households in the past 12 months are: Westerville Community Center (67%), bikeways and leisure paths (59%), Hoff Woods Park (45%), Heritage Park/Everal Barn and Homestead (42%), Highlands Park (Aquatic Center) (40%), and Alum Creek Park North (37%). It should also be noted that 93% of households have visited at least one Parks and Recreation Department park/facility during the past 12 months.

by

Leisure Vision ((aa ddiivviissiioonn ooff E ET TC C IInnssttiittuuttee)) 772255 W W.. FFrroonnttiieerr O Ollaatthhee,, K KSS 6666006611 ((991133)) 882299-- 11221155

March 2013

Leisure Vision conducted a Parks and Recreation Needs Assessment Survey on behalf of the City of Westerville in February and March of 2013. The purpose of the survey was to help determine park and recreation priorities for the community. The survey was designed to obtain statistically valid results from households throughout the City of Westerville. The survey was administered by a combination of mail and phone.

Leisure Vision worked extensively with City of Westerville officials, as well members of the PROS Consulting project team, in the development of the survey questionnaire.

This work allowed the survey to be tailored to issues of strategic importance to effectively plan the future system.

A seven-page survey was mailed to a random sample of 2,000 households throughout the City of Westerville.

Approximately three days after the surveys were mailed each household that received a survey also received an automated voice message encouraging them to complete the survey. In addition, about two weeks after the surveys were mailed Leisure Vision began contacting households by phone. Those who indicated they had not returned the survey were given the option of completing it by phone.

The goal was to obtain a total of at least 300 completed surveys. This goal was far exceeded, with a total of 405 surveys having been completed. The level of confidence is 95% with a margin of error of +/-4.9%

Overall Condition of Parks and Recreation Dept. Parks and Facilities Visited.

Over two-thirds (68%) of households rated the overall condition of the Parks and Recreation Department parks and facilities they’ve visited during the past 12 months as “excellent”, and 31% rated them as “good.”

Only 1% of households rated the parks/facilities as “fair”, and no households rated them as “poor.”

Parks and Recreation Dept. Programs and Activities Participated in Over the Past 12 Months.

The Westerville Parks and Recreation Department programs and activities participated in by the highest percentage of households in the past 12 months are: fitness programs (25%), special events (24%), and aquatic programs (19%). It should also be noted that 60% of households have participated at least one Parks and Recreation Department program/activity during the past 12 months.

Overall Quality of Parks and Recreation Dept.

Programs and Activities.

Sixty two percent (62%) of households rated the overall quality of the Parks and Recreation Department programs/activities they’ve participated in during the past 12 months as “excellent”, and 35% rated them as “good.” Only 3% of households rated the programs/activities as “fair”, and no households rated them as “poor.”

The following pages summarize major survey findings.

March 2014

WPROS Master Plan

Page 107

Reasons for Participating in Parks and Recreation Dept. Programs or Activities.

More than three-fourths (77%) of households indicated the location of the program/facility was a primary reason for participating in Parks and Recreation Department programs or activities. Other reasons for participation include: quality of the program facility (46%), time the program is offered (35%), fees charged for the class (34%), and quality of instructors/coaches (29%).

Parks or Facilities Used for Indoor and Outdoor Recreation Activities.

Sixty-five percent (65%) of households have used Franklin County Metro Parks for indoor and outdoor recreation activities during the past 12 months.

Other parks and facilities households have used for indoor and outdoor recreation activities are: Ohio State Parks (19%), private fitness clubs (18%), Otterbein University (15%), and City of Columbus Parks & Recreation (15%).

Community Special Events, Festivals, Concerts and Programs Attended in the Past 3 Years.

Sixty-two percent (62%) of households have attended Fourth Fridays Sixty-two percent (62%) of households have attended Fourth Fridays in Uptown in the past 3 years. Other events/programs that households have attended include: Music & Arts Festival in Heritage Park (49%), Field of Heroes at the Sports Complex (30%), 4th of July Celebration at the Sports Complex (26%), and Concert Series at Alum Creek Park North (22%).

Page 108

Level of Support for the City Developing a “Public Space” Specifically Designed for Hosting Community Special Events.

Over half (56%) of households are either “very supportive” (29%) or “somewhat supportive” (27%) of the City developing a “public space” designed for hosting community special events. An additional 13% of households are “not supportive”, and 31% indicated “not sure”.

Parks and Recreation Facilities Households Have a Need For. Eighty percent (80%) of households indicated a need for walking and biking trails. Other parks and recreation facilities households have a need for include: Westerville Community Center (64%), small neighborhood parks (63%), large community parks (59%), greenspace and natural areas (57%), and nature center and nature trails (56%).

Facilities That Are Most Important to Households.

Based on the sum of their top four choices, the parks and recreation facilities that are most important to households are: walking and biking trails (55%), Westerville Community Center (41%), small neighborhood parks (31%), outdoor swimming pools/water parks (23%), and large community parks (20%).

Sports and Recreation Programs Households Have a Need For. Forty-nine percent (49%) of households indicated a need for adult fitness and wellness programs. Other programs households have a need for include: community special events (45%), outdoor adventure/ nature programs (35%), and adult sports programs (25%).

Westerville Parks, Recreation & Open Spaces Master Plan

Statistically Valid Community Survey

Programs That Are Most Important to Households.

Based on the sum of their top four choices, the programs that are most important to households are: adult fitness and wellness programs (34%), community special events (27%), outdoor adventure/ nature programs (17%), and senior fitness and wellness programs (16%).

Reasons Preventing Households from Using Parks, Recreation Facilities or Programs More Often.

The most frequently mentioned reasons preventing households from using parks, recreation facilities or programs more often are: “too busy” (54%), “do not know what is being offered” (25%), and “program times are not convenient” (25%).

Potential Indoor Programming Spaces Households Would Support Being Expanded or Developed.

Forty-one percent (41%) of households indicated they would support additional aquatic features at Westerville Community Center. Other indoor spaces that households would like to have expanded or developed at the Community Center include: expanded fitness area (38%), additional aerobics/ fitness class space (36%), added space for adults age 55+ (30%), and yoga space (27%).

How the City Has Done in Using Income Tax to Meet Parks and Recreation Needs Eighty-five percent (85%) of households indicated the City has done either an “excellent” (43%) or “good” (42%) job of using the .25% income tax to meet parks and recreation needs in Westerville. Only 2% of households feel the City has done a “poor” job of using the .25% income tax to meet parks and recreation needs in Westerville, and 13% feel the City has done a “fair” job.

Satisfaction With Overall Value Household Receives From the Parks and Recreation Department.

Eighty-one percent (81%) of households are either “very satisfied” (52%) or “somewhat satisfied” (29%) with the overall value they receive from the Westerville Parks and Recreation Department. Only 3% of households are either “very dissatisfied” (1%) or “somewhat dissatisfied” (2%) with the overall value they receive from the Westerville Parks and Recreation Department. In addition, 13% indicated “neutral”, and 3% indicated “uncertain”.

Most Important Improvements for the Parks and Recreation Department to Develop.

Based on the sum of their top three choices, the improvements to the Westerville Parks and Recreation system that are most important to households are: expanding and connecting bikeways and leisure paths (51%), expanding the Westerville Community Center with the features more important to households (38%), upgrading existing small neighborhood and community parks (29%), and developing recreational amenities to improve access to Hoover Recreation and Alum Creek (26%).

March 2014

WPROS Master Plan

Page 109

Charts and Graphs

Page 110

Westerville Parks, Recreation & Open Spaces Master Plan

Statistically Valid Community Survey

March 2014

WPROS Master Plan

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Westerville Parks, Recreation & Open Spaces Master Plan

Statistically Valid Community Survey

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Westerville Parks, Recreation & Open Spaces Master Plan

Statistically Valid Community Survey

March 2014

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Westerville Parks, Recreation & Open Spaces Master Plan

Statistically Valid Community Survey

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Westerville Parks, Recreation & Open Spaces Master Plan

Statistically Valid Community Survey

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Westerville Parks, Recreation & Open Spaces Master Plan

Statistically Valid Community Survey

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Statistically Valid Community Survey

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Westerville Parks, Recreation & Open Spaces Master Plan

Statistically Valid Community Survey Community Interest and Opinion Survey: Let your voice be heard today!

The City of Westerville Parks and Recreation Department would like your input to help determine park and recreation priorities for our community. This survey will take 10-15 minutes to complete.

When you are finished, please return the survey in the enclosed postage-paid, return-reply envelope.

Your responses will remain completely confidential. We greatly appreciate your time.

Do you live in the City of Westerville? ____ (1) Yes [Please continue] ____ (2) No [Please discontinue. This survey is only for City of Westerville residents.]

1.

From the following list, please check ALL of the Parks and Recreation Department parks and facilities that you and members of your household have visited during the past 12 months. _____ (01) Alum Creek Park North _____ (11) Sports Complex _____ (02) Alum Creek Park South (BMX/Skateboard) _____ (12) First Responders Park _____ (03) Boyer Nature Preserve _____ (13) Spring Grove North Park _____ (04) Brooksedge Dog Park _____ (14) Towers Park _____ (05) Highlands Park (Aquatic Center) _____ (15) Walnut Ridge Park _____ (06) Hoff Woods Park _____ (16) Heritage Park/Everal Barn and Homestead _____ (07) Huber Village Park _____ (17) Senior Center _____ (08) Metzger Park _____ (18) Bikeways and Leisure Paths _____ (09) Millstone Creek Park _____ (19) Westerville Community Center _____ (10) Hanby Park (Train Depot) _____ (20) First Responders Park _____ (21) None [Skip to Q3]

2.

How would you rate the overall condition of ALL the Parks and Recreation Department parks and facilities you have visited? _____ (1) Excellent _____ (3) Fair _____ (2) Good _____ (4) Poor

3.

From the following list, please check ALL the programs or activities offered by the Parks and Recreation Department that you or members of your household have participated in during the past 12 months. _____ (01) Preschool Programs _____ (09) Summer Day Camps _____ (02) Youth Recreation Programs _____ (10) Special Events _____ (03) Youth Sports Programs _____ (11) Outdoor Education _____ (04) Adult Recreation Programs _____ (12) Arts Programs _____ (05) Adult Sports Programs _____ (13) Fitness Programs _____ (06) Senior Programs/Services _____ (14) Aquatic Programs _____ (07) Programs for People with Disabilities _____ (15) Continuous Learning Programs _____ (08) Teen Programs _____ (16) None [Please go to Question #6]

4.

How would you rate the overall quality of recreation programs or recreation activities in which your household has participated? _____ (1) Excellent _____ (3) Fair _____ (2) Good _____ (4) Poor

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5.

From the following list, please check the THREE primary reasons why your household has participated in Parks and Recreation Department programs or recreation activities. _____ (1) Quality of instructors/coaches _____ (6) Times the program is offered _____ (2) Location of the program facility _____ (7) Friends participate in the program _____ (3) Quality of the program facility _____ (8) Dates the program is offered _____ (4) Fees charged for the class _____ (9) Other: __________________ _____ (5) Nowhere else to go for the service

6.

Please check ALL other parks or facilities that you or members of your household have used for indoor and outdoor recreation activities during the last 12 months. ___ (01) YMCA ___ (07) City of Columbus Parks and Recreation ___ (02) Dublin Recreation and Aquatic Center ___ (08) Ohio State Parks ___ (03) Delaware County Parks and Recreation ___ (09) Worthington Community Center ___ (04) Private Fitness Clubs ___ (10) Otterbein University ___ (05) Jaycee Pool ___ (11) Other: _______________________ ___ (06) Franklin County Metro Parks (Blendon Woods, Innis Woods, Sharon Woods)

7.

The following are large community special events, festivals, concerts, and programs that are held in Westerville each year. Please check ALL the community special events, festivals, and programs that you and members of your household have attended in the past 3 years. ____ (01) Easter Egg Hunt at Hoff Woods Park ____ (02) Fourth Fridays (April through September) in Uptown ____ (03) Field of Heroes at Sports Complex ____ (04) Party at the Creek at Alum Creek Park North ____ (05) Concert Series (June through August) at Alum Creek Park North ____ (06) 4th of July Celebration at Sports Complex ____ (07) Music and Arts Festival at Heritage Park ____ (08) Touch a Truck Special Event at Sports Complex ____ (09) Cops N Kids Special Event at Hoff Woods Park ____ (10) Snowflake Castle at Heritage Park (Everal Park) ____ (11) Tree Lighting Ceremony at City Hall ____ (12) Car Show at State Street Business

8.

Currently, major community special events, festivals, concerts, and programs such as listed above are held at a number of different locations throughout the City of Westerville. Many of these locations are not specifically designed for holding such large community special events due to related site challenges such as parking, lighting, seating, etc.

The City is considering developing a “Public Space” that would be specifically designed for hosting existing and potentially new community special events. How supportive would you be of the City developing a “Public Space” that was specifically designed for hosting community special events? _____ (1) Very supportive _____ (3) Not sure _____ (2) Somewhat supportive _____ (4) Not supportive

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9.

Please indicate if YOU or any member of your HOUSEHOLD has a need for each of the parks and recreation facilities listed below by circling the YES or NO next to the park/facility.

If YES, please rate ALL the following parks and recreation FACILITIES of this type in Westerville on a scale of 5 to 1, where 5 means “100% Meets Needs” and 1 means “Does Not Meet Needs” of your household.

Do You Have a If YES You Have a Need, How Well Need for this Are Your Needs Being Met? Type of Facility Facility?

100% 75% 50% 25% 0% Yes No Met Met Met Met Met A. Small neighborhood parks 5 4 3 2 1 Yes No B. Large community parks 5 4 3 2 1 Yes No C. Walking and Biking Trails 5 4 3 2 1 Yes No D. Nature Center and nature trails 5 4 3 2 1 Yes No E. Youth soccer fields Yes No 5 4 3 2 1 F. Youth baseball/softball fields Yes No 5 4 3 2 1 G. Youth multi-purpose fields Yes No 5 4 3 2 1 H. Adult softball fields 5 4 3 2 1 Yes No I. Playground equipment 5 4 3 2 1 Yes No J. Dog park 5 4 3 2 1 Yes No K. Greenspace and natural areas 5 4 3 2 1 Yes No L. Outdoor basketball courts 5 4 3 2 1 Yes No M. Outdoor tennis courts 5 4 3 2 1 Yes No N

Outdoor Volleyball Courts

O.

Skateboarding/BMX park Adventure Amenities (High Ropes Course, Zip-Line, Mountain Biking, etc.)

Boathouse – Hoover Reservoir Outdoor swimming pools/water parks Outdoor ice skating rink Westerville Community Center Senior Center Performing Arts Center Indoor basketball/volleyball courts Indoor swimming pools/lap lanes Indoor fitness equipment Facilities/Amenities to access Hoover Facilities/Amenities to access Alum Creek Other: __________________________

P. Q. R. S. T. U. V. W. X. Y. 1.

2.

3.

10.

Yes Yes

No No

5

4

3

2

1

5

4

3

2

1

Yes

No

5

4

3

2

1

Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

No No No No No No No No No No No No

5 5 5 5 5 5 5 5 5 5 5 5

4 4 4 4 4 4 4 4 4 4 4 4

3 3 3 3 3 3 3 3 3 3 3 3

2 2 2 2 2 2 2 2 2 2 2 2

1 1 1 1 1 1 1 1 1 1 1 1

Which FOUR of the facilities from the list in Question #9 are most important to your household?

[Using the letters and numbers in the left hand column of Question #9 above, please write in the letters and numbers below for your 1st, 2nd, 3rd, and 4th choices, or circle ‘NONE’.]

1st: _____

2nd:_____

3rd: _____

4th: _____

NONE

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11.

Please indicate if your household has a need for each of the sports and recreation programs listed below by circling YES or NO next to the recreation program.

If YES, please rate the following recreation programs on a scale of 5 to 1, where 5 means “100% Meets Needs” and 1 means “Does Not Meet Needs” of your household.

Do You Have a Need for this Program?

Type of Program A. B. C. D. E. F. G. H. I. J. K. L. M. N. O. P. Q. R. S. T. U. V. W. X. Y. 1.

12.

Preschool programs/early childhood Before and after school programs Youth Learn to Swim programs Youth summer camp programs Youth sports programs Youth fitness and wellness programs Youth art, dance, performing arts/theatre Teen programs Adult sports programs Adult fitness and wellness programs Adult art, dance, performing arts/theatre Senior programs Senior sports programs Senior fitness and wellness programs Senior art, dance, performing arts/theatre Fitness related special events Private swim lessons Water fitness programs Outdoor adventure/nature programs Tennis lessons and leagues Art programs Programs for people with disabilities Gymnastics and tumbling programs Community special events Cycling programs Other: ______________________

Yes Yes Yes Yes Yes Yes Yes Yes Yes

No No No No No No No No No

Yes Yes Yes Yes Yes Yes Yes Yes Yes

No No No No No No No No No

Yes Yes Yes Yes

No No No No

Yes Yes Yes Yes Yes

No No No No No

If YES, How Well Are Your Needs Being Met? 100% Met 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

75% Met 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

50% Met 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

25% Met 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

0% Met 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

Which FOUR types of programs from the list in Question #11 are most important to your household? [Using the letters and numbers in Question #11 above, please write in the letters below for your 1st, 2nd, 3rd, and 4th choices, or circle ‘NONE’.]

1st: _____

2nd:_____

3rd: _____

4th: _____

NONE

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13.

Please check ALL the reasons that prevent your household from using parks, recreation facilities or programs more often? ____ (01) Too busy ____ (11) Not interested ____ (02) Do not know what is being offered ____ (12) Program times are not convenient ____ (03) Desired program or facility not offered ____ (13) Too far from our residence ____ (04) Lack of parking ____ (14) Lack of restrooms ____ (05) Facilities lack the right equipment ____ (15) Do not know location of facilities ____ (06) Fees are too high ____ (16) Lack of transportation ____ (07) Use services from other agencies ____ (17) Difficult to navigate the City website ____ (08) Facilities are not well-maintained ____ (18) Poor customer service ____ (09) Feel unsafe ____ (19) Registration for programs is difficult ____ (10) Classes are full ____ (20) Other:________________________

14. The Westerville Senior Center is open to residents who are 55 years of age or older. Have you used the Westerville Senior Center over the past 12 months? ____ (1) Yes ____ (2) No 15. Have you used the Westerville Community Center over the past 12 months? ____ (1) Yes ____ (2) No 16. The City of Westerville is studying the potential of expanding existing program spaces and adding new programming spaces at the Westerville Community Center for youth, adults and senior adults. From the following list, please check ALL the potential indoor programming spaces you and members of your household would support being expanded or developed.

Expansions to existing program spaces ____ (01) Additional aerobics/fitness class space ____ (02) Add a gymnasium space ____ (03) Expanded fitness area (weight room/cardiovascular equipment area) ____ (04) Additional aquatic features (warm water therapeutic pool, slides, spray features, etc.) ____ (05) Additional meeting room space ____ (06) Expanded space to conduct recreation programs for preschool, youth and adults New program spaces ____ (07) Add space for adults 55 and over (fitness, dance, arts, billiards, computers, etc.) ____ (08) Spinning exercise room ____ (09) Yoga space ____ (10) Performing arts space

17.

Which FOUR of the indoor spaces from the list in Question #16 do you think it would be most important to be expanded or developed at the Westerville Community Center? [Using the numbers in Question #16 above, please write in the numbers below for your 1st, 2nd, 3rd, and 4th choices, or circle ‘NONE.’] 1st:____

2nd:____

3rd:____

4th:____

NONE

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18. The following are major actions that the Parks and Recreation Department may consider to

improve the parks and recreation system. Please indicate whether you would be “very supportive”, “somewhat supportive”, or “not supportive” of each action by circling the number next to the action.

How supportive are you of having the City of Westerville:

Very Supportive

Somewhat Not Supportive Not Sure Supportive

(A) (B) (C) (D) (E)

Acquire open space . ....................................................................... 1 .............. 2 ...............3............... 4 Upgrade existing small neighborhood and community parks ............ 1 .............. 2 ...............3............... 4 Upgrade existing youth/adult sports fields ........................................ 1 .............. 2 ...............3............... 4 Develop a “Public Space” for community events .............................. 1 .............. 2 ...............3............... 4 Expand the Westerville Community Center with features most important to your household..................................................... 1 .............. 2 ...............3............... 4 (F) Add space to the Westerville Community Center for adults 55 and over (fitness, dance, arts, billiards, computers, etc.) ................................. 1 .............. 2 ...............3............... 4 (G) Develop recreational amenities to improve access to Hoover Reservoir and Alum Creek ............. ................................................. 1 .............. 2 ...............3............... 4 (H) Expand and connect bikeways and leisure paths ............................. 1 .............. 2 ...............3............... 4 (I) Develop a Performing Arts Center .................................................... 1 .............. 2 ...............3............... 4 19.

Which THREE of these items are MOST IMPORTANT to your household for the Parks and Recreation Department to develop? [Write in the letters below using the letters from the list in Question #18 above or circle None.] _______________ _______________ _______________ 1st Most Important 2nd Most Important 3rd Most Important NONE

20.

Parks, facilities, programs and greenways in the City of Westerville have been made possible through citizen support of a .25% income tax that was approved in 1998. What type of job do you feel the City has done in using these dollars in meeting your parks and recreation needs? _____ (1) Excellent _____ (2) Good _____ (3) Fair _____ (4) Poor

21.

Please rate your level of satisfaction with the overall value that your household receives from the Parks and Recreation Department. ____ (1) Very Satisfied ____ (3) Neutral ____ (5) Very Dissatisfied ____ (2) Somewhat Satisfied ____ (4) Somewhat Dissatisfied ____ (6) Uncertain

22.

Please check your age. ____ Ages 18-19

____ Ages 35-44

____ Ages 65-74

____ Ages 20-24

____ Ages 45-54

____ Ages 75+

____ Ages 25-34

____ Ages 55-64

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23. What is your gender? _____Male

_____ Female

24.

What is your zip code?

________

25.

How many years have you lived in the City of Westerville? ____ (1) 5 or fewer years ____ (4) 16-20 years ____ (7) Over 30 years ____ (2) 6-10 years ____ (5) 21-25 years ____ (3) 11-15 years ____ (6) 26-30 years

This concludes the survey. Thank you for your time.

Please Return Your Completed Survey in the Enclosed Return-Reply Envelope Addressed to: ETC Institute, 725 W. Frontier Circle, Olathe, KS 6606

Your response will remain Completely Confidential The address information on the sticker to the right will ONLY be used to help identify areas with special interests

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Development Standards Guidelines STANDARDS The purpose of this section is to provide general guidelines for the Department to follow to upgrade existing parks and recreation facilities and to guide the orderly development of new parks and recreation facilities and preservation of open space. The plan includes recommendations in the following areas: • General Development Guidelines • Land Acquisition Guidelines • Recreation Facilities Guidelines • Park Development Guidelines • Bikeways and Recreational Pathway Guidelines • Greenways and Conservation Easements Guidelines

GENERAL DEVELOPMENT GUIDELINES • Review placement of traffic control signage in parks • All port-a-johns at park sites shall be enclosed by a landscaped screen or fence • Add or renovate picnic facilities and shelters at all neighborhood and community parks • Audit all park and facility lighting to improve energy efficiency and develop park standards • Upgrade landscape plantings to include year-round plantings and hardscape materials such as pavement • Develop facilities which serve all citizen needs, including active and passive, cultural and performing arts • Complete the standard department signage program for the city’s entire park system • No overhead electric/utility facilities shall be permitted in parks without prior approval of the Parks and Recreation Director

parking. All parking areas for parks shall be welllandscaped and developed as “car parks” • Develop restrooms at all community and neighborhood park sites where scheduled field events and/or picnic shelter rentals occur • Ensure standards for uniformity for shelters, playground equipment, bicycle racks, trash receptacles, benches, etc. for all city parks and facilities. Include standards for facilities within the City’s Historic Districts • Develop updated master plans, with citizen/ neighborhood input, for all existing and recommended park sites. Examine and plan all existing park sites to include the development of recreational pathways, playgrounds and other park amenities. Where possible, connect to City’s Bikeway/Recreational Pathway System/ Greenways

• All parks, other than mini parks, shall have off-street

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LAND ACQUISITION GUIDELINES • Acceptance of detention areas by the city for parkland is not recommended • Protect and preserve quality of natural areas, greenways, ravines, waterways, wetlands and woodlands with conservation easements

ten (10’) feet with a minimum shoulder width of two (2’) feet either side. Variances require Parks and Recreation Department approval • Partner with outside agencies, i.e., Metro Parks, City of Columbus, Blendon Township, Genoa Township for joint use and cooperative agreement to reduce acquisition needs

• Greenway corridors should be a minimum width of fifty (50’) feet. A two hundred (200’) foot width corridor is preferred along waterways

• Monitor development plans, pursue identified acquisition parcels and encourage developer to utilize a community development authority to charge for the dedication of parklands and improvements

• Fee simple acquisition is preferred for greenways and all riparian corridors along major waterways, i.e., Alum Creek, Big Walnut Creek and the larger parcels along tributaries

• Eminent Domain is not a department accepted acquisition practice and will only be used in extreme circumstances

• Promote conservation easements held by the City of Westerville along minor tributaries, i.e., Spring Run, Alkyre Run, Spring Hollow and other intermittent streams • Promote parkland acquisition within three (3) mile review jurisdiction. Encourage Blendon, Orange and Genoa Townships to acquire/develop neighborhood park sites • Continue to preserve greenways in collaboration with adjoining cities, townships and agencies • Develop partnerships and utilize school/church sites as neighborhood parks in land deficient and under served areas, i.e., McVay, Central College • Acceptance of mini parks by the city for parkland is not recommended • Require twenty-five (25’) feet minimum easement for recreational paths for a minimum pavement width of

• Annually review land acquisition priorities based on criteria/considerations for ranking projects on attached form. Adjust five year CIP program document • Pursue grants, gifts and bequests, life estates and parkland dedication to reduce financial burden of acquisition • Establish a parkland dedication ordinance • Contact property owners to establish communication with the intent to acquire easements and negotiate first Right-of-Refusals • Prioritize acquisition of neighborhood park sites uninterrupted by non-residential roads to provide 50% active and 50% passive open space for residential areas currently not being served within a ¼ mile to ½ mile service radius of an existing park • Acquire community park sites, ideally 30–40 acres, served by arterial or collector streets to provide active and passive open space and facilities to accommodate group activities and the expected growth of daytime (Work Force) population. Acquire land as part of development of office and industrial/commercial areas.

Consider partnerships with adjacent communities and agencies • Maintain public access along Alum Creek/Big Walnut Creek • Acquire adjacent lands to existing parks as necessary to accommodate growth, improve aesthetics and function of that park or facility

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Development Standards Guidelines RECREATION FACILITIES GUIDELINES • Develop facilities which serve a balance of citizen identified needs including but not limited to: athletic, educational, health and wellness, recreational, cultural, arts and performing arts • Complete a Feasibility study to monitor existing facilities, guide facility development, and to determine the cost/ benefit of improvements or projects • Westerville will provide facilities to meet the population’s special needs. Facilities must meet the appropriate code compliance including but not limited to: Ohio Building Code, Franklin County Health Department, and American Disabilities Act • Facilities should be developed to accommodate the needs of all income groups and ages. Inter-generational facilities will be promoted • Audit all facility lighting and HVAC systems to improve energy efficiency • Create standards of uniformity for branding of all Westerville facilities • Operation and maintenance management plans will be developed for all facilities • Westerville will emphasize the development of sustainable green facilities that are friendly to the environment. The city supports redevelopment/ preservation and conservation • Facilities are to be designed for operational efficiency and to be customer friendly • Partnerships will be examined for facility and program development • Facility development will consider city planning documents and master plans

PARK DEVELOPMENT GUIDELINES • Monitor the physical and psychological carrying capacity of parks and facilities to assist in the prioritization of development of new parks and facilities • Provide the Level of Service (LOS) to meet the changing demographics and needs of the community • Development of neighborhood parks shall provide a wide range of Recreation Opportunity Spectrum (ROS) as a tool for multiple satisfactions of park users • Utilize NRPA Park, Recreation, Open Space and Greenway Guidelines” as a framework for park development • Develop existing detention basins into wetland sites where appropriate • Develop an adequate number of athletic fields to meet citizen use demand to permit yearly rehabilitation • As park open space and recreational facilities are developed, a corresponding maintenance plan and associated costs should be developed and reflected in the City’s operation budgets • Utilize a uniform signage program for the City’s entire park system

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• No overhead electric/utility facilities should be permitted in parks without prior approval of the Parks and Recreation Department • Parks, other than mini parks shall have off-street parking.

All parking areas for parks shall be well-landscaped and developed as a “car parks” • Develop restrooms at all community and those neighborhood park sites where scheduled field events and/or picnic shelter rentals occur • Follow standards for uniformity for shelters, playground equipment, bicycle racks, trash receptacles, benches, etc. for all city parks and facilities. Include standards for facilities within the City’s Historic Districts • Develop master plans, with citizen/neighborhood input, for all existing and new park sites. Examine and plan all existing park sites to include the development of leisure paths to playgrounds, other park amenities and provide a looped path system. Where possible connect to City’s Bikeway/Leisure Path System/Greenways • Build separate age group playground facilities • All playground and park facilities to meet ADA, ASTM and CPSC standards • Protect existing greenways ravines, wetlands and woodlands

• Continue to seek grants from all available alternative funding sources when such funding opportunities occur • Establish park/school partnerships in neighborhoods which are currently not serviced by the City Park System within City corporate limits • Promote natural areas in parks to reduce high maintenance turf areas • Annually review department program goals, (LOS) Level of Service and (ROC) Recreation Opportunity Spectrum of existing facilities, and public input to identify needs, issues, and concerns. Confirm and set goals for next five years • Review five year CIP budget annually to adjust based on current needs, priorities, and City of Westerville financial framework. Review Recreation Trust Fund balance and investigate other funding sources. Apply for grants if applicable • Utilize criteria/considerations for ranking new development projects to adjust CIP documents • Keep up to date Capital Equipment Replacement schedules and costs for all parks and facilities • Develop systems to manage operations efficiently and effectively

• Greenway corridors should be a minimum width of fifty (50’) feet. A two hundred (200’) foot width corridor is preferred along waterways • Review all new and/or rehabilitation of roads and sidewalks to accommodate Westerville’s Bikeway/Leisure Path System • Require twenty-five (25’) feet minimum easement for leisure path easements for a minimum pavement width of ten (10’) feet with a minimum shoulder width of two (2’) feet either side. Variances require Parks and Recreation Department approval • For city walks and internal one-way path standard shall be a minimum width of four and one-half (4 1/2’) feet, optimum five (5’) feet wide. Two-way path standard minimum width of eight (8’) feet, optimum ten (10’) feet wide

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Development Standards Guidelines GREENWAYS AND CONSERVATION EASEMENTS GUIDELINES GENERAL GUIDELINES: • Preserve and protect existing greenway corridors, ravines, wetlands, flood plains and woodlands in Westerville from development for future generations • Greenway corridors should be a minimum width of fifty (50’) feet. A two hundred (200’) foot width corridor is required along waterways, measured from top of bank.

A three hundred (300’) foot width corridor is preferred to protect water quality • Develop existing detention basins into bioretention or wetland sites where appropriate • Establish greenbelt buffer areas separating residential areas from surrounding non-residential development • Adopt and institute recommendations from the: o “Greenways: A Plan for Franklin County” o “Greenways: A Plan for Alum Creek” o “Lower Alum Creek Watershed Action Plan” • Maintain Public access along Alum Creek/Big Walnut Creek • Continue to preserve quality natural areas (greenways, ravines, waterways, flood plain, wetlands and woodlands) in collaboration with adjoining cities townships and other public or private agencies • Manage and monitor conservation easements and greenways and maintain public/private easement data base matrix • Encourage use of native species & control of invasive species • Develop Natural Resource Management Plans for all greenways and natural areas • Provide nature interpretive facilities and increase educational programming where appropriate

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ENVIRONMENTAL AND RESOURCE MANAGEMENT The Westerville Parks and Recreation Department takes a leadership role to protect, preserve and improve the quality of Natural Resources in a sustainable manner while providing a balance to meet the demand for recreation opportunities to create a city within a park. It is our intent to achieve this goal through environmental planning and protection, sustainable management of natural resources, waste management, energy conservation, use of environmentally friendly products and environmental education. “Cool” city and “green” community initiatives will guide the department in Environmental and Resource Management Planning.

ENVIRONMENTAL PLANNING AND PROTECTION • Pursue fee simple acquisition of identified parcels for parks, wetland protection, ravines, wood lots, riparian corridors, greenways and trails • Pursue conservation easements to promote reclamation and protection of environmentally sensitive areas including wetlands, riparian corridors and floodplains, ravines, wooded areas, greenways and other natural habitats for existing and new development projects • Master plan sites based on site environmental analysis to balance environmental protection and recreational development • Balance active and passive areas in all neighborhood park sites • Maintain relationship with Franklin County Greenways, Friends of Alum Creek and Tributaries, Friends of Big Walnut Creek, Greenheads, and other conservation organizations, land trusts and preservation groups to assist in open space preservation

SUSTAINABLE MANAGEMENT OF NATURAL RESOURCES • Maintain Urban Forestry Division tree planting replacement, and Heritage Tree programs • Revise Street Tree Master Plan to incorporate biodiversity and latest arboricultural practices • Monitor and follow any federal and state endangered species protection acts • Continue wetland Master Plans and mitigation monitoring • Provide erosion control for all park development and monitor private developments conformance to EPA requirements • Practice xeriscaping using more native/drought resistant species and reduce high maintenance turf areas • Follow water conservation restrictions; promote and utilize water conservation tools and practices with staff training • Audit and promote retrofitting facilities with conservation hardware • Encourage/support car pooling, ride sharing, development and use of mass transit through the Central Ohio Transit Authority (COTA) and Mid Ohio Regional Planning Commission (MORPC) • Establish an IPM (Integrated Pest Management) program

• Combine review of all new development and redevelopment projects and provide Planning and Development Department comments regarding protection and impacts on the environment • Continue a supportive relationship with Columbus and Franklin County Metro Parks

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Development Standards Guidelines WASTE MANAGEMENT • Recycle trees and branches as wood chips and firewood.

Work with Solid Waste Authority, Electric Division and Service Department (Christmas Trees) • Reduce salt and other ice treatment chemicals in parks, paths and parks maintained roadways. Work with Service Department and encourage use of sand or other biodegradable products • Encourage use of reusable mugs, plates, silverware, rags, tablecloths, etc., opposed to disposable items • Encourage reuse of left over materials, and supplies, or recycle items or equipment. Auction or donate items and use excess products for recreation programs • Ban the release of balloons at park events • Cooperate with citywide toxic material and pollution monitory and cleanup program, outside groups and Fire Department. Include a program of response to any toxic spills that involve parklands • Establish recycle opportunities for all divisions and departments. Coordinate with community contracted recycling program. Recycle all aluminum, glass, office paper, newspaper, and corrugated cardboard • Establish opportunities for the public in parks and at facilities to recycle glass and aluminum on site

• Post memos in a centralized area or circulate one copy with a routing slip. Copy reports and place in main file for shared use • Reduce duplication of files • Consolidate and share newspaper and magazine subscriptions • Increase use of electronic mail system and computerized records. Download files on disc and reduce hard copy files • Maintain inventory of all hazardous materials and MSDS files. Train staff in the handling and storage of such materials according to state and federal standards ENERGY CONSERVATION • Review energy audit and institute recommendations.

Convert inefficient lighting to more energy efficient systems • Continue preventative maintenance programs to maintain efficient heating and cooling systems • Continue vehicle equipment preventative maintenance program to reduce emissions and fuel consumptions.

Train personnel on proper driving techniques

• Recycle batteries, light bulbs, anti-freeze, motor oil, paints, cleaners, computers, and Freon whenever feasible

• Continue specifying solar panels for bikeway crossings, lightning prediction, and security lighting. Investigate other alternative sources of power and energy to reduce consumption of energy including passive systems, such as orientation, energy efficient windows and shading

• Partner with Service Department to promote household hazardous waste drop off events in the city

• Encourage planting of trees for windbreaks and shade for cooling

• Use of in-house recycled landscape materials, such as wood chips and compost

• Evaluate programs and procedures to reduce mileage driven by staff. Utilize teleconferencing and electronic mail as energy-saving practices

• Increase use of recycled products, such as plastic timbers, Trex lumber, recycled paper, concrete, asphalt grindings, etc.

• Encourage procurement and use of products that are biodegradable or have a high-recycled content • Institute Waste Reduction and Disposal Office and Facility Practices. Print and photocopy everything on both sides of page

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USE OF ENVIRONMENTALLY FRIENDLY PRODUCTS • Specify and utilize phosphate free biodegradable soaps and detergents • Reduce the use of petroleum-based inks, paints, stains and wood preservatives in signs, construction, and maintenance and graphic material. Encourage investigation of alternatives, such as soy inks, non-toxic paints and stains • Encourage use of non-toxic herbicides and test their effectiveness • Specify ACQ arsenic-free wood preservatives. Eliminate use of wood preservatives containing copper naphthenate and creosote. Develop and use alternate solutions in lieu of pressure-treated woods, such as Trex or other recycled products • Modify project specifications to utilize environmentally friendly products • Reduce use of all CFC products including aerosol sprays • Increase use of recycled paper and products. Encourage use of biodegradable or non-disposable products

ENVIRONMENTAL EDUCATION • Partner with FACT, Franklin County Greenways and other environmental groups to promote and educate citizens on Environmental Stewardship • Partner with Columbus & Franklin County Metro Parks environmental programming efforts to supplement environmental education needs and avoid program duplication • Expand environmental education programming on back yard riparian conservation and wild life programs, wetlands and conservation to develop citizen awareness, appreciation and understand of our natural world • Develop and expand facilities, greenways, and natural areas to increase participation, awareness and education of the community. Complete Master Plans for wetlands, preserved, and water resources • Promote leisure activities that are more environmentally friendly, such as recreational pathway friendly community • Expand interpretation opportunities at Boyer, Otterbein Lake, Heritage/College Knolls, Heritage Park, Bicentennial Tree Trail and Alum Creek Greenway to promote and educate citizens on cultural, historical, scenic and aesthetic resources • Partner with schools, neighborhood associations. Shade Tree Commission and local garden clubs to create environmental education opportunities in parks and open space areas

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Development Standards Guidelines NATURAL RESOURCE MANAGEMENT Local, regional and state natural features are outlined under the Existing Conditions Analysis-Natural Features in the PROS 2020. In addition, the “Greenways: A Plan for Franklin County,” “Greenways: A Plan for Alum Creek” and “Lower Alum Creek Watershed Action Plan,” provide the inventory, assessment, standards and recommendations for management of the City’s natural resources. The following standards and procedures have been adopted to provide staff guidelines for management of the City’s natural resources.

• Meet or exceed the 1983 NRPA standards suggesting a ‘core’ system of 6.25 to 10.5 acres of developed open space per 1,000 populations • Standards recommend preservation of all wetlands, ravines, high quality woodlands, floodway, floodplain and riparian corridors with no limit on acreage

• Review all development plans and provide comments to Planning and Development Department • Individual National Resource Management Plans should be developed for all natural areas in existing parks and future parks, greenways and conservation easement areas and the following should be considered: base maps with GIS topographic and aerial photographs; USGS and National Wetlands inventory maps; site surveys to identify property lines, easements and existing improvements; any deed and/or zoning restrictions; Franklin and Delaware County soil surveys; flora and fauna inventory; state National Heritage Inventory (NHI) with Ohio Department of Natural Resources (ODNR); preserving significant habitat; historical mapping, site history and archeological as required; educational and recreation programming if applicable

• Preserve all existing greenways from encroachment • Develop existing detention basins into wetland sites where appropriate • Improve the quality of the City’s urban forest through proper management by our Urban Forestry Division and Shade Tree Commission. Encourage biodiversity in street tree master plan • Establishment of a greenbelt or buffer area separating the concentration of non-residential development from surrounding areas • All Greenway corridors shall be a minimum width of fifty (50’) feet. A two hundred (200’) foot width corridor is preferred along waterways • Encourage use of native species and control of invasive species • Institute sustainable systems through biodiversity, restoration of ecosystems, and the natural function of Natural areas. Reduce mow and high maintenance areas • Provide natural interpretive facilities and increase educational programming • Utilize biological engineering solutions and institute best management practices as design and maintenance solutions • Institute (IPM) Integrated Pest Management Program

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NATURAL RESOURCES GUIDELINES The Westerville Parks and Recreation Department takes a leadership role to protect, preserve and improve the quality of Natural Resources in a sustainable manner while providing a balance to meet the demand for recreation opportunities to create a city within a park. It is our intent to achieve this goal through environmental planning and protection, sustainable management of natural resources, waste management, energy conservation, use of environmentally friendly products and environmental education. “Green” community initiatives will guide the department in Environmental and Resource Management Planning.

ENVIRONMENTAL PLANNING AND PROTECTION • Pursue fee simple acquisition of identified parcels for parks, wetland protection, ravines, wood lots, riparian corridors, greenways and trails • Pursue conservation easements to promote reclamation and protection of environmentally sensitive areas including wetlands, riparian corridors and floodplains, ravines, wooded areas, greenways and other natural habitats for existing and new development projects

• Monitor and follow any federal and state endangered species protection acts • Continue wetland Master Plans and mitigation monitoring • Provide erosion control for all park development and monitor private developments conformance to EPA requirements • Practice xeriscaping using more native/drought resistant species and reduce high maintenance turf areas • Follow water conservation restrictions; promote and utilize water conservation tools and practices with staff training • Audit and promote retrofitting facilities with conservation hardware • Encourage/support car pooling, ride sharing, development and use of mass transit through the COTA (Central Ohio Transit Authority) and MORPC (Mid Ohio Regional Planning Commission) • Establish an IPM (Integrated Pest Management) program

• Master plan sites based on site environmental analysis to balance environmental protection and recreational development • Balance active and passive areas in all neighborhood park sites • Maintain relationship with Franklin County Greenways, Friends of Alum Creek and Tributaries, Friends of Big Walnut Creek, Greenheads, and other conservation organizations, land trusts and preservation groups to assist in open space preservation • Combine review of all new development and redevelopment projects and provide Planning and Development Department comments regarding protection and impacts on the environment • Continue a supportive relationship with Columbus and Franklin County Metro Parks SUSTAINABLE MANAGEMENT OF NATURAL RESOURCES • Maintain Urban Forestry Division tree planting replacement, and Heritage Tree programs • Revise Street Tree Master Plan to incorporate biodiversity and latest arboricultural practices Page 142

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Revenue Source Options This section identifies funding options to help support operational and capital cost. This is provided from PROS Consulting based on national work with other park systems.

REVENUE AND FUNDING OPTIONS TO CONSIDER FOR GREENWAYS AND TRAILS The greenway funding opportunities cited below are applicable to organizations and agencies throughout the U.S. that are seeking funding including Westerville Parks and Recreation Department. The most common method for funding greenways is to combine local, public sector and private sector funds with funds from state, federal and additional private-sector sources. Many communities involved with greenway implementation are choosing to leverage local money as a match for outside funding sources, in essence multiplying their resources.

Local advocates and Department staff should pursue a variety of funding sources for land acquisition and greenway construction as well as funding opportunities for operations and maintenance costs. A greenway program that relies on limited funding sources may one day come to a grinding halt should these sources dry up. The following list of sources is divided into: LOCAL AND STATE FUNDING SOURCES Land Leases: Many communities across the United States have allowed land leases for commercial retail operations along trails as a source of funding. The communities that have used land lease look for retail operations that support the needs of recreation users of the trails. This includes coffee

shops, grill and food concessions and small restaurants, ice cream shops, bicycle shops, farmers markets and small local business. The land leases provide revenue to maintain the trails and/or to be used for in-kind matching.

Tax Increment Financing (TIF Funds): The concept behind the tax increment financing is that taxes in a designated area are frozen and the redevelopment that occurs in the blighted, conservation, or economic development area will increase the assessed valuation of the property and generate new property tax revenues. The increase can be used on an annual basis to retire revenue bonds issued to finance redevelopment costs. A great deal of development is required to generate sufficient revenues to make it work.

Sale of Development Rights below the Ground: Some public agencies have sold their development rights next to greenways below ground for fiber optic lines and utility lines for gas and electric on a lineal foot basis. This has occurred in King County, Washington.

Special Recognition License Tag: In Indianapolis, IN, the Greenways Foundation has a special Greenways designation car tag that provides income to the Greenways Foundation to provide matching grant monies for the City of Indianapolis greenways program. The tag provides $45 per tag sold back to the foundation.

Greenway Foundations: Greenway Foundations have been developing across the United States over the last 15 years to support greenway matching monies for cities and counties.

Greenway Foundations raise money for capital monies and operational money.

Floodway Funding Sources: Many cities and counties have used floodway funding sources to support development and operations of greenways. This funding source is used extensively in Houston, TX and in Cleveland, OH. Greenway Trust Fund: Another strategy used by several communities is the creation of a trust fund for land acquisition and facility development that is administered by a private greenway advocacy group, or by a local greenway commission. A trust fund can aid in the acquisition of large parcels of high-priority properties that may be lost

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if not acquired by private sector initiative. Money may be contributed to the trust fund from a variety of sources, including the municipal and county general funds, private grants, and gifts.

Safe-Routes to Schools Program: The federal government provides safe-routes to school funding for greenways to promote youth walking to school. Grants are 100% federally funded.

Greenway Fundraising Programs: Agencies across the United States have used greenways for not-for-profit fundraisers in the form of walks, runs, bicycle races, and special events. The local managing agency usually gets $2-$5 per participant who participates in the events to go back to support the operations and maintenance costs.

State Water Management Funds: Funds established to protect or improve water quality could apply to a greenways/ trails project if a strong link exists between the development of a greenway and the adjacent/nearby water quality.

Possible uses of these funds include: purchase critical strips of land along rivers and streams for protection which could then also be used for greenways; develop educational materials, displays; or for storm water management.

Greenways Conservation Groups: Conservation groups adopt green corridors to support the operations and capital costs for specific greenways corridors. These groups raise needed money for designated greenways for capital and operations costs.

Local Private-Sector Funding: Local industries and private businesses may agree to provide support for greenway development through one or more of the following methods: • Donations of cash to a specific greenway segment • Donations of services by large corporations to reduce the cost of greenway implementation, including equipment and labor to construct and install elements of a specific greenway • Reductions in the cost of materials purchased from local businesses that support greenway implementation and can supply essential products for facility development Adopt-A-Foot Program: These are typically small grant programs that fund new construction, repair/renovation, maps, trail brochures, facilities (bike racks, picnic areas, birding equipment) as well as provide maintenance support.

Westerville’s Adopt-A-Foot program is similar to adopt a mile of highway program. The Adopt-A-Foot program is in the form of cash contributions that range from $2,640 to $26,400 over a five year period.

State Departments of Transportation: Many states are the local administrators of federal funding from the Transportation Equity Act for the 21st Century (TEA-21) – see more info below, under Federal Funding Sources.

Community Development Block Grants: Through its State CDBG Program, the U.S. Department of Housing and Urban Development (HUD) provides States with annual direct grants, which they in turn award to smaller communities and rural areas for use in revitalizing neighborhoods, expanding affordable housing and economic opportunities, and/or improving community facilities and services.

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VOLUNTEER ASSISTANCE AND SMALL-SCALE DONATION PROGRAMS Greenway Sponsors: A sponsorship program for greenway amenities allows for smaller donations to be received both from individuals and businesses. The program must be well planned and organized, with design standards and associated costs established for each amenity. Project elements that may be funded can include mile markers, call boxes, benches, trash receptacles, entry signage and bollards, and picnic areas.

Volunteer Work: Community volunteers may help with greenway construction, as well as conduct fundraisers.

Organizations which might be mobilized for volunteer work include the Boy Scouts and Girl.

Estate Donations: Wills, estates and trusts may be also dedicated to the appropriate agency for use in developing and/or operating the greenway system.

“Adopt-A-Foot” Programs: “Adopt-a-Foot” program has been successful in raising funds and awareness for trail and greenway projects within Westerville. Citizens are encouraged to purchase an engraved foot plaque that is displayed along the Westerville B&W System.

FEDERAL GOVERNMENT FUNDING SOURCES Some Federal programs offer financial aid for projects that aim to improve community infrastructure, transportation, and housing and recreation programs. Some of the Federal programs that can be used to support the development of

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greenway systems include: The Transportation Equity Act for the 21st Century (TEA-21): The primary source of federal funding for greenways is through the Transportation Equity Act for the 21st Century (TEA-21). There are many sections of the Act that support the development of bicycle and pedestrian transportation corridors.

Community Development Block Grant Program (CDBG): The U.S. Department of Housing and Urban Development (HUD) offers financial grants to communities for neighborhood revitalization, economic development, and improvements to community facilities and services, especially in low and moderate-income areas. Several communities have used HUD funds to develop greenways, including the Boscobel Heights’ “Safe Walk” Greenway in Nashville, TN. Land and Water Conservation Fund (LWCF) Grants: This Federal funding source was established in 1965 to provide “close-to-home” park and recreation opportunities to residents throughout the United States. Money for the fund comes from the sale or lease of nonrenewable resources, primarily federal offshore oil and gas leases and surplus federal land sales. LWCF grants can be used by communities to build a variety of parks and recreation facilities, including trails and greenways.

LWCF funds are distributed by the National Park Service to the states annually. Communities must match LWCF grants with 50% of the local project costs through in-kind services or cash. All projects funded by LWCF grants must be used exclusively for recreation purposes, in perpetuity.

The participant, in return for annual payments during this period, agrees to implement a conservation plan approved by the local conservation district for converting sensitive lands to less intensive uses. Individuals, associations, corporations, estates, trusts, cities, counties and other entities are eligible for this program. Funds from this program can be used to fund the maintenance of open space and nonpublic-use greenways, along bodies of water and ridgelines.

Wetlands Reserve Program: The U.S. Department of Agriculture provides direct payments to private landowners who agree to place sensitive wetlands under permanent easements. This program can be used to fund the protection of open space and greenways within riparian corridors.

Watershed Protection and Flood Prevention (Small Watersheds) Grants: The USDA Natural Resource Conservation Service (NRCS) provides funding to state and local agencies or nonprofit organizations authorized to carry out, maintain and operate watershed improvements involving less than 250,000 acres. The NRCS provides financial and technical assistance to eligible projects to improve watershed protection, flood prevention, sedimentation control, public water-based fish and wildlife enhancements, and recreation planning. The NRCS requires a 50% local match for public recreation, and fish and wildlife projects.

Urban and Community Forestry Assistance Program: The USDA provides small grants of up to $10,000 to communities for the purchase of trees to plant along city streets and for greenways and parks. To qualify for this program, a community must pledge to develop a street-tree inventory, a municipal tree ordinance, a tree commission,

Conservation Reserve Program: The U. S. Department of Agriculture (USDA), through its Agricultural Stabilization and Conservation Service, provides payments to farm owners and operators to place highly erodible or environmentally sensitive landscapes into a 10-15 year conservation contract.

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committee or department, and an urban forestrymanagement plan.

Small Business Tree-Planting Program: The Small Business Administration provides small grants of up to $10,000 to purchase trees for planting along streets and within parks or greenways. Grants are used to develop contracts with local businesses for the plantings.

Economic Development Grants for Public Works and Development of Facilities: The U. S. Department of Commerce, Economic Development Administration (EDA), provides grants to states, counties and cities designated as redevelopment areas by EDA for public works projects that can include developing trails and greenway facilities. There is a 30% local match required, except in severely distressed areas where federal contribution can reach 80 percent.

National Recreational Trails Program: These grants are available to government and non-profit agencies, for amounts ranging from $5,000 to $50,000, for the building of a trail or piece of a trail. It is a reimbursement grant program (sponsor must fund 100% of the project up front) and requires a 20% local match. This is an annual program, with an application deadline at the end of January. The available funds are split such that 30% goes towards motorized trails, 30% to non-motorized trails, and 40% is discretionary for trail construction.

Design Arts Program: The National Endowment for the Arts provides grants to states and local agencies, individuals and nonprofit organizations for projects that incorporate urban design, historic preservation, planning, architecture, landscape architecture and other community improvement activities, including greenway development. Grants to organizations and agencies must be matched by a 50% local contribution.

Agencies can receive up to $50,000.

GRANTS THROUGH PRIVATE FOUNDATIONS AND CORPORATIONS Many communities have solicited greenway funding from a variety of private foundations and other conservationminded benefactors. Some of these grants include:

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Revenue Source Options American Greenways Eastman Kodak Awards: The Conservation Fund’s American Greenways Program has teamed with the Eastman Kodak Corporation and the National Geographic Society to award small grants ($250 to $2000) to stimulate the planning, design and development of greenways.

REI Environmental Grants: Recreational Equipment Incorporated awards grants to nonprofit organizations interested in protecting and enhancing natural resources for outdoor recreation. The company calls on its employees to nominate organizations for these grants, ranging from $500 to $8,000, which can be used for the following: • Protect lands and waterways and make these resources accessible to more people • Better utilize or preserve natural resources for recreation • Increase access to outdoor activities • Encourage involvement in muscle-powered recreation • Promote safe participation in outdoor muscle-powered recreation, and proper care for outdoor resources Coors Pure Water 2000 Grants: Coors Brewing Company and its affiliated distributors provide funding and in-kind services to grassroots organizations that are working to solve local, regional and national water-related problems.

Coors provides grants, ranging from a few hundred dollars to $50,000, for projects such as river cleanups, aquatic habitat improvements, water quality monitoring, wetlands protection, pollution prevention, water education efforts, groundwater protection, water conservation and fisheries.

World Wildlife Fund Innovative Grants Program: This organization awards small grants to local, regional and statewide nonprofit organizations to help implement innovative strategies for the conservation of natural resources. Grants are offered to support projects that accomplish one or more of the following: (1) conserve wetlands; (2) protect endangered species; (3) preserve

migratory birds; (4) conserve coastal resources; and (5) establish and sustain protected natural areas, such as greenways.

Innovative grants can help pay for the administrative costs for projects including planning, technical assistance, legal and other costs to facilitate the acquisition of critical lands; retaining consultants and other experts; and preparing visual presentations and brochures or other conservation activities.

The maximum award for a single grant is $10,000.

Bikes Belong: Bikes Belong Coalition is sponsored by members of the American Bicycle Industry. The grant program is a national discretionary program with a small budget, to help communities build TEA-21-funded projects.

They like to fund high-profile projects and like regional coalitions. An application must be supported by the local bicycle dealers (letters of support should be attached). Bikes Belong also offers advice and information on how to get more people on bikes. Government and non-profit agencies are eligible and no match is required. The maximum amount for a grant proposal is $10,000. Applications may be submitted at any time and are reviewed as they are received.

Steelcase Foundation: Steelcase Foundation grants are restricted to locally sponsored projects in areas where there are Steelcase Inc. manufacturing plants. In general, Steelcase does not wish to be the sole funder supporting a program.

Grants are also only made to non-profit organizations. It does support educational and environmental projects, and is particularly interested in helping the disadvantaged; disabled, young and elderly improve the quality of their lives.

Applications may be submitted anytime and are considered by the Trustees four times a year.

Wal-Mart Foundation: This foundation supports local community and environmental activities and educational programs for children (among other things). An organization needs to work with the local store manager to discuss application. Wal-Mart Foundation only funds 501(c)3 organizations.

PARKS AND RECREATION FUNDING SOURCES THAT FUND OPERATIONAL AND CAPITAL COSTS The following funding sources can provide revenue opportunities for the Department, but it will take a dedicated staff person to investigate and pursue the source and manage for the future. The following are funding sources

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that can be developed for the City.

Redevelopment Money: Redevelopment money from the County or the State to promote economic development in the area. Redevelopment agencies are typically located as part of cities and counties in most states.

Bed Tax (transient occupancy tax): A Bed Tax (transient occupancy tax) money from hotels and motels in the City who would directly benefit from the attractions or special events held at the city park sites. Counties usually manage this funding source, which would require the County to support the funding source. This could be one or two percent added to the existing bed tax to support the development of a specific facility or park.

CDBG Money: This source can be used for a park site. The city does qualify for this funding source.

Local, Regional or National Foundations: Many communities have turned to their local, regional and national foundations in their area to support the development of an element of the park system.

Park Income Tax Issue: This would require local residents to vote on an income tax issue to develop or enhance existing and new parks from income taxes of residents and people who work in the city. The City of Westerville has successfully used this funding source.

Lease Back Option: The agency would enter into a lease back option with a private finance company to provide the financing for the project. The agency, along with their partners, would agree to pay the development costs back over a 30-year period from the revenues earned from the site or from general fund dollars dedicated to the project.

Partnership Development Agreement: Each partner would develop their respective facilities based on set design guidelines with the city managing all the site elements.

Partners would work collectively to promote the site as a whole versus individual amenities. This process was successful for Papago Park, located in the City of Phoenix, AZ. The site included a Major League Spring Training facility and Minor League Baseball Complex, Zoo, Botanical Gardens, History Museum and other attractions on site.

Naming Rights: Private fundraising could be developed to fund a portion or all of it through naming rights for a park site and through individual amenity naming rights. Naming rights are calculated by the number of impression points by visitors to the site. A park could raise 20%-30% of the development costs from naming rights. Individual naming rights could support the development of sports fields, a Page 152

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Revenue Source Options dog park, skate park, ice rink, BMX track, winter sports area, childrenâ&#x20AC;&#x2122;s play area, hockey rink, and golf course.

Grants: Grants have always been a good source for funding of parks throughout the United States. Grants can be provided by the Federal Government such as the land and conservation fund, transportation enhancement funds for trails and greenways, state grant funds from gambling taxes or alcohol funds, and local grants from community foundations. Research for funding included, but is not limited to: Federal / State Grants, Foundation Sources, and Corporate Grants for areas of support and fields of interest.

Community Forest and Open Space Program: Federal Grant with Estimated Total Program Funding of $3,150,000.

Individual grant applications may not exceed $400,000. The program pays up to 50% of the project costs and requires a 50% non-federal match. Eligible lands for grants funded under this program are private forests that are at least five acres in size, suitable to sustain natural vegetation, and at least 75% forested.

Land and Water Conservation Fund: Preserve, develop and renovate outdoor recreation facilities. Focus is on Americaâ&#x20AC;&#x2122;s Great Outdoors Initiative. New or renovation of pavilions, playgrounds or play areas, ball fields, bleachers, golf course meeting rooms, multi-purpose courts, parking facilities, pathways and trails, roads, signs, ski areas, snowmobile facilities, and tennis courts. Federal Funds-Average Award is $70,000.

Congestion Mitigation and Air Quality Program-fund: This source is for transportation projects that improve air quality and reduce traffic congestion. Projects can include bicycle and pedestrian projects, trails, links to communities, bike rack facilities. Average grant size $50-$100,000.

Ohio Community Foundations: In the area are some very large community foundations that the City should pursue for elements of the park systems needs to support economic development for the area.

Community Facilities Grant and Loan Program-Grant Program: This source is established to assist communities with grant and loan funding for the expansion, renovation and or remodeling of former school facilities and or existing surplus government facilities that have an existing or future community use. Facilities may be space for community gatherings and functions, recreational athletic facilities for

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community members, particularly youth. These include space for non-for-profit offices, child care, community education, theater, senior centers, youth centers, and after school programs. CFP match requirements for requests up to $250,000 are 10-% eligible project costs. For requests over $250,000 to $1 million, the match is 15%.

American Hiking Society: Fund on a national basis for promoting and protecting foot trails and the hiking experience.

The Helen R. Buck Foundation: This foundation provides funding for playground equipment and recreational activities.

Deupree Family Foundation: The Deupree Family Foundation provides grants for Recreation, parks/ playgrounds, and children/youth, on a national basis. This foundation supports: building/renovation, equipment, general/operating support, program development and seed money.

The John P. Ellbogen Foundation: Children/youth, services grants as well as support for capital campaigns, general/ operating support, and program development.

Economic Development Grants for Public Works and Development of Facilities: The U. S. Department of Commerce, Economic Development Administration (EDA), provides grants to states, counties, and cities designated as redevelopment areas by EDA for public works projects that can include developing trails and greenway facilities. There is a 30% local match required, except in severely distressed areas where the federal contribution can reach 80%.

OPERATIONAL FUNDING COSTS OPPORTUNITIES The Department has numerous revenue sources to draw from to support operational and management costs that include long term capital replacement costs. The following are funding options to consider in operations of the system:

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User fees: User fees to access or use elements of parks exist currently but could be expanded to include fees to access recreation and education programs, a dog park, a BMX track, skate park, nature center, sport leagues, winter sports area, ice skating, spray ground and golf for green fees, carts, leagues, and lessons. The City does a good job in accessing user fees now.

Concessions: Concessions can be leased out to a private operator for a percentage of gross profits. Typically, 15%18% of gross profits for concessions of a profit operator, or a managing agency over a park site could manage concessions.

Parking Fees: During major special tournaments, the City could charge a $5 parking fee for special events in the parks.

Field Permits: The Department can issue field permits for practice or games. Permits should cover the operational cost of each field and management costs. If a private operator desires to rent the site for a sporting tournament for private gain, the Department should provide a permit fee plus a percentage of gross from the event for the exclusive use of the fields.

Admission Fee: An admission fee to an event in the park can be utilized.

Walking and Running Event Fees: Event fees for walking and running events in the park can be assessed for to cover safety staff managing the event in the park.

Food and Equipment Sponsors: Official drink and food sponsors can be utilized for the Department. Each official drink and food sponsor pays back to the Department a set percentage of gross. Typically, this is 15%-20% of costs for being the official product and receiving exclusive pouring and food rights to the complex. Likewise official equipment sponsors work well for trucks, mowers, and tractors.

Advertising Revenue: Advertising revenue can come from the sale of ads on banners in the parks. The advertising could include trash cans, trail markers, visitor pull trailers, tee boxes, scorecards, and in restrooms.

source would support $35,000-$50,000 annually for the site if cell towers in areas needing cell towers.

Program Fees: Program Fees to support existing programs can be employed in the form of lessons, clinics, camps, life skill programs, and wellness and fitness. These types program help support the operations of the park and recreation system as a whole. Westerville has done a good job in establishing program fees.

Special Event Sponsors: Special Events provides a great venue for special events sponsors as it applies to a concert, stage, entertainment, and safety.

Capital Improvement Fee: A Capital Improvement Fee on all programs and events can be added. A capital asset fee of $2-$3 on each person who participates in a class, event, or program can be incorporated into the cost of the program or event.

Room Reservations: Rental of rooms in the park system can gain operational revenues from these amenities with a typical range of $200-$500 a day for exclusive rental reservations.

Volunteerism: The revenue source is an indirect revenue source in that persons donate time to the Department to assist in providing a product or service on an hourly basis.

This reduces the Departmentâ&#x20AC;&#x2122;s cost in providing the service plus it builds advocacy for the Department.

Special Fundraiser: Many agencies hold special fundraisers on an annual basis to help cover specific programs and capital projects to be dedicated to a facility or Department as a whole.

Catering: The Department has many sites that set up well to have high, medium and low level caterers on contract that groups can use. Caterers usually provide the parks with a fixed gross rate on food and beverage at 12%-15% of the cost of food and 18% of drink back to the Department.

Wi-Fi Revenue: The Department can set up a Wi-Fi area whereby a Wi-Fi vendor is able to sell the advertising on the Wi-Fi access banner to local businesses targeting the users of the site. This revenue has amounted to $20,000-$50,000 in revenue for similar systems.

Cell Tower: Cell tower leases can be used. This revenue

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