State of Work and Play Report

State of

Work & Play in Hancock County

www.community-foundation.com

TABLE OF CONTENTS 4

LIVING WELL IN HANCOCK COUNTY The true cost for families

8

BUILDING FUTURES How investing in workforce pays off

11

THE CHILDCARE CONUNDRUM Region reckoning with shortcomings

14

HOUSING INACCESSIBILITY Difficulty causing families to financially drown

18

ALL ABOARD HATS sees record demand

23

PLAY CREATES CONNECTION Free programming forges connection

27

ACCESSING THE ARTS Organizations seek to serve more

30

THE GREATER OUTDOORS Prioritizing public park enhancements

35

GAME ON Recreation competing with costs

Dear Friends of The Findlay-Hancock County Community Foundation, As we continuously examine ways to add value and meaning to individuals’ lives, we know that our community relies upon and benefits from interconnected systems that distinguish our region and shape who we are as individuals. For instance, maintaining a great job can necessitate reliable transportation and quality childcare. And a worthwhile life, infused with fun, vitality, and joy, involves pursuits outside of one’s chosen profession that can be cultural, creative, and recreational. With this 2025 State of Work and Play Report, The Community Foundation presents an accounting of the present state of work, play and several supporting fields in our region to use as a touchstone for holistic and visionary change. This report is designed to combine the Foundation’s knowledge and understanding of Findlay and Hancock County nonprofits and systems work with the desire to fulfill the Foundation’s mission to improve the quality of life for all in the community. Within these pages you’ll find work-focused sections about our community’s workforce, housing, transportation, and childcare; and play-focused information about the arts, free activities, parks, and recreation. Each article, chart and graphic draws upon existing research, presents viewpoints from expert local sources, summarizes the primary needs and outlines suggested solutions. There’s also a story featuring a fictional family of three, the Hancocks. We made them up, detailing their “lives” in terms of play and work to illustrate how many areas intersect and impact each other. The narrative also shows how some real families can be affected and how decision-making unfolds, depending on household income, circumstances and preferences. While all work and play categories predictably come with their own complex set of challenges and diverse range of recommendations, the intention is to provide starting points for education and discourse that will lead to systems-level investments in existing and new Foundation initiatives. Expanding our Community Investment Opportunities program and focusing grant requests on supporting local initiatives in our region’s work and play arenas with new endowment funds are important priorities that we’re committed to pursuing and realizing. As you read through this report, you may learn something you never knew was happening—or isn’t happening—in our city, villages and county. It may give you pause and elicit deep consideration. It also might prompt you to take action on a particular aspect that sparks your interest, that speaks to you. We hope that at least some of this material motivates you to join us in our work and play initiative to plant strong roots for the future of our community. While we have much to celebrate, given that so much is working well in our community, there will always be the need for growth and improvement.

LIVING WELL IN HANCOCK COUNTY The true cost for families. What does it take, what is the baseline level of success and support, for a family to live well in Hancock County, Ohio? What’s necessary to live the American Dream here? The answer requires some understanding of how work and play fundamentals are interconnected, how they function, and what they lack, all of which this report seeks to illustrate. What gaps need filled so that people can best benefit? Much like the nuances of family dynamics themselves, with their ebb and flow of personalities, responsibilities, and shared spaces, each work-and-play element, ranging from a job to a recreational opportunity, influences and shapes the whole, for better and sometimes for worse. The challenge lies in balancing productivity with the requirements of connection, renewal, and enjoyment. When it comes to economic factors like employment and housing costs, the most comprehensive statistics are from 2023; costs are higher now, but let’s use those 2023 numbers to imagine a current household scenario. According to the U.S. Census Bureau, the average Hancock County family includes three members. Our imaginary average local family will be John, Jill, and Julia Hancock. The median income in 2023 was nearly $70,000. But the per capita income, which reflects an average, was $39,313, or $20.47 per hour. Is one average income enough for the family to afford housing? The answer is a definite no. In 2023 (housing costs are more expensive now), the average county wage wasn’t enough to afford a basic, average two-bedroom apartment with utilities. John or Jill must make at least $22.52 an hour without being cost burdened (having rent take up too much monthly income), according to Hope House. John makes exactly that, working at a distribution facility. As two-bedroom renters, they lucked out on finding an available no-frills two-bedroom in the first place; housing occupancy in the county now stands at more than 99%. Housing costs aren’t the only family financial concerns, of course. With both John and Jill (as a State Tested Nursing Assistant) working to make ends meet, they collectively earn enough to not qualify for government-sponsored rent or childcare assistance. Two-year-old Julia’s full-time childcare expenses represent another significant cost. For full-day, five-day toddler childcare, the couple must pay $219 per week, which feels to them like they’re paying for a second apartment. Childcare leaders here and elsewhere acknowledge that the flawed childcare system significantly burdens many families monetarily.

Transportation

Average annual expenses in Hancock County HATS

(weekly trip)

$208

Car Repair Gas To save money on transportation costs and because auto prices have skyrocketed in recent years, the Hancocks own a 12-year-old car and use HATS, the region’s public transit program, to fill their transportation gaps. Between car repairs, gas, and fares (HATS costs $2 for a one-way trip), they spend about $1,208 per year. They live near the downtown area and when the weather cooperates, they ride their bicycles to different places outside of work, taking Julia in a bicycle trailer along with them. The Hancock family also values the importance of recreation, the arts, entertainment, and leisure activities. Although they don’t earn much and their rent and childcare are onerous, they want and need breaks from boxed macaroni and cheese, Bluey, and the sameness of home. They enjoy the happiness, enrichment, and connection with others that they get from attending art shows, concerts, occasional meals out, and physical activity, and they wish for their daughter to grow up experiencing these things, too. They therefore prioritize their outside-of-workand-home interests. Jill and John decided to send Julia to the Findlay Family YMCA for childcare, which is close to where they live. To save some on those weekly expenses, they decided to become Y members, paying $935 annually. This allows the whole family to not have to pay extra for some classes and activities, too, such as Jill’s favorite cardio class and TRX classes for John. Every so often they splurge on activities

$400 $600 for Julia, such as Tiny Tot Basketball, which costs $25 per session. They’ve heard about a scholarship program through the Y, so they intend to see if they’re eligible for that. The adults also love to participate in Findlay Art League’s popular pottery classes, which cost about $200, attend concerts at least once per year, which cost about $30 per ticket, and see Fort Findlay Playhouse performances, which cost $15 per ticket. If both of them take one pottery class, see one concert, and watch one play per year, it costs them almost $500. With their budget very limited, the Hancock family seeks out free activities, too. They frequent city and county parks and accompanying programs, attend festivals, and take advantage of the bi-annual Art Walk in downtown Findlay. For housing ($1,228 for rent and utilities), childcare ($876), transportation ($100), and play/recreational activities ($500, plus the equivalent of $78 per month for an annual Y membership), the Hancocks spend at least $2,282 per month, or $27,384 annually. After taxes, John takes home about $29,800 per year ($2,483 per month), leaving $2,416, or $201 extra per month. But that’s not what he really ends up with, because he also pays for basic health insurance (no vision or dental) for himself and Julia, which costs about $4,000 per year ($333 per month). John

can’t afford to contribute to a retirement plan, so he actually takes home $25,800 annually, or $2,150 each month. Jill’s job supplements the family’s income to primarily cover expenses such as clothing, groceries, medicine, and emergency needs. Even if the Hancocks cut out extracurricular activities such as sports and art classes, their overall savings in doing so wouldn’t be appreciable enough to cover them for an unexpected larger expense. What if John slips on an icy step and breaks his ankle, necessitating surgery and maxing out his $7,000 annual parent-and-child health insurance deductible? What if Jill gets laid off? What if their rent or electric bills spike? Local housing advocates say it can and sometimes does take just one crisis to send a family spiraling into significant debt or even homelessness.

pay more and having more affordable childcare options. Families like the Hancocks can fall through the government subsidy cracks but still struggle, which means they’d greatly benefit from some sort of financial assistance and training to help them reach more solid solvency, solvency that would allow for saving and investing. Because reliable and $34,696 affordable transportation is average income before tax also paramount, having a public transportation system that gets them to where they need to go $4,163 on time, and without being cost federal income tax (12%) burdened, would contribute to essentials such as job security and healthcare maintenance. $360 Finally, a life worth living involves state income tax (.495%) cultivation of activities and interests. Providing free and lower-cost opportunities for $346 families like the Hancocks city income tax (1%) would significantly improve their lives and make for a more vibrant, caring, and connected $29,827 community. remaining after taxes

If you were Jill, how much would you want to make at your job to bolster the household’s finances and feel, at minimum, secure? How bare bones would you be willing, or forced, to go before you reached your breaking point? Thus, it takes far more than $39,313 per year for a family of three to live well, to live without constantly having to look over their shoulder, and to live happily and meaningfully. John and Jill have been researching job upskilling options that would help them move up the professional and pay ladders, but continuing education can cost thousands without assistance from an employer or help from an independent entity such as a workforce development organization. So, in the meantime, they try to attend job fairs, work on their LinkedIn profiles, and sign up for free or lowcost “soft skills” learning opportunities that will give them an advantage. If the fictitious “average” Hancocks could be asked what they’d like and need help with the most, they would undoubtedly say securing jobs that

Evidence clearly shows that living well in Hancock County, Ohio, requires more than just covering the basics — it demands a balanced ecosystem of opportunity, support, and enrichment. For families like the Hancocks, the interplay of work, childcare, transportation, the arts, and recreation reveals the intricate connections between financial stability and quality of life. Addressing gaps in wages, affordable housing, and accessible public services isn’t just about survival, it’s about fostering a community where families can thrive without the constant weight of financial precarity. By investing in these foundational supports and nurturing opportunities for personal and collective growth, Hancock County can become a place where the American Dream feels not just aspirational but attainable — a home where every family has the chance to flourish.

WORK in Hancock County

In this section we’ll talk about community priorities related to workforce development. There are many barriers to stable employment, Some of those barriers you’ll read about in the follow pages include general workforce development, childcare, housing and transportation.

BUILDING FUTURES How investing in workforce excellence in Hancock County pays off. During the past decade, regional workforce development efforts have resulted in robust responses to employment, business needs, and marketplace demands. Newer organizations are focused on identifying and filling such gaps with strategic, collaborative efforts that statistics show are making a positive difference. Leaders are hoping for continued support as shifts in priorities and funding happen. Workforce efforts have been bolstered by Hancock County’s consistently low unemployment rate, which, in December 2024, stood at 3.6%, lower than Ohio’s (4.4%) and the nation’s (4.1%) average unemployment rates. Many thrive here not only because of the region’s robust and diversified job market, but also because of organizations that focus on connecting workers and employers via early education, upskilling and sector-specific needs. But other factors are impacting the workforce, necessitating collaborative, holistic solutions. For instance, “Tens of thousands migrate into Hancock County each day for employment,” said Randy Galbraith, Esq., Hancock County Job and Family Services director. “This fact also speaks volumes about our housing situation,” he said, referring to the county’s housing unavailability and affordability problems.

Local employment experts point out that workforce success relies on other complex, intertwined factors, such as transportation and childcare affordability, along with uncontrollable variables like social issues and human behavior, that make it all rather unquantifiable when looking at the “life in Hancock County” picture as a whole. “For nearly 10 years, our coalitions have debated the ‘chicken or the egg’ when it comes to workforce. More specifically, do you need housing, health, childcare, transportation, etc. to get a job OR does having a job lead to the decrease demand of other social challenges?” said Raise the Bar Executive Director Tricia Valasek. To counteract these challenges in career-focused ways, key workforce nonprofits have been liaising with educational institutions, employers, and government entities to facilitate job training opportunities for all ages; programs for high schoolers; more full-time, full-benefits positions; mentorships/apprenticeships/assistance for transitional people and minorities; opportunities for justice-impacted individuals; job stigma reduction initiatives; more career exploration events; free resume building/interviewing classes; and soft skills development.

“Tens of thousands migrate into Hancock County each day for employment. This speaks volumes about our housing situation.”

Randy Gallbraith, Esq., Hancock County Job and Family Services Director

What these coalitions do know is that targeting areas such as early career exploration, training opportunities, and life skills coaching can and do make a measurable difference in people’s lives, differences that can influence other circumstances that Valasek mentioned above. These efforts, which involve time, expense, expertise, and ingenuity, will need continued financial and logistical support to maintain their momentum. Education: Starting Them Early Matching the right people with the right jobs involves education and identification of interests – what do individuals want to do for a living and how do they achieve that? The earlier they figure this out, the better. Launched in 2016, Raise the Bar is one of those organizations assisting in this realm, and it says it is serving more people than ever, including K-12 students. For instance, it has assisted 32 employers and educators with the design and adoption of the K-12 Career Engagement and Immersion Continuum, which earned a 3-star rating with the Ohio Department of Education and Workforce. “By broadening our focus to include individuals at various stages of their careers, we have taken a significant stride toward fulfilling our mission of advancing workforce excellence along the cradleto-career continuum,” wrote Valasek in RTB’s 2023 Impact Report. RTB has sponsored and funded programming, technology, and events for youth in grades K-12 that help them identify, prepare for, and find careers. The intention is to launch “a journey of exploration and immersion” into local careers that are available. Along with area community and four-year colleges, Millstream Career Center also provides careerfocused education in high-demand areas such as welding and computer-aided design, ensuring that local business has a steady pool of educated and trained employees. Valasek said RTB helped more individuals than ever in 2024, which offers great incentive for continued funding to keep impactful programs going. Valasek thinks additional financial support for K-12 career exploration and preparation would best sustain this

programming and most easily allow for measurable results to be seen. Employees: Training and Recruitment For adults, RTB works with employers and potential employees to help them navigate and succeed in the ever-evolving job world. Adults have opportunities to upskill so that they can get better-paying positions, gain confidence, and continuously advance in their careers. Employers express their needs and desires for the workers they need and the product improvements they want, which enables RTB to help fill gaps by offering supportive areas to recruit talent and educate their existing workforce. To do this, it focuses on high school graduation, apprenticeships, industry-recognized credentials, job analysis, and employee recruitment and retention. WorkAdvance is a substantial component to RTB’s efforts at helping adults reach their career potential in the manufacturing sector. Launched in 2023 and funded by the Ohio Manufacturers’ Association Good Jobs Challenge, it trains individuals for good, entry-level manufacturing jobs and builds selfconfidence. RTB also promotes other workplace development efforts, such as Ohio’s In-Demand Jobs Week; Ohio’s College Credit Plus program that allows high school students to earn college credits; and TechCred, which reimburses employers for employees who enroll in continuing education courses offered throughout the state. Maintaining and expanding programs for adult workers, especially those who really need a helping hand, is necessary to maintain a thriving community. Providing additional support for adults who are trying to improve their lives, both personally and professionally, is Welcome to a New Life (WNL), which was piloted in 2018 after widespread consensus that there was a need for it. It offers mentoring and resources for adults involved in the criminal justice system so that they can lead crime-free, drug-free, productive lives. Mentors meet at least weekly with incarcerated or recently released adults. Resources are provided and goals are set to help them gain

employment, housing, and other skills. The goal is to encourage them to change harmful behavior patterns, overcome addiction if needed, and contend with mental health issues while offering the support they need to succeed. Giving them hope is the first step. Numbers show significant decreased jail recidivism of mentees after working with WNL. Active mentee jail days saved were 9,448, a significant step for many individuals dedicated toward building selfconfidence, gaining employable skills, and getting their lives back on track. “Our community has made great progress in embracing second-chance hiring, but there’s still more to be done, especially for those involved in the criminal justice system. Connecting people to stable jobs and career paths can make a big difference,” said WNL Executive Director Carla Benjamin. The success of workforce initiatives like those listed here underscores the importance of collaboration across sectors to help best prepare students for careers they’ll love and support working individuals and families as they strive to improve. Sustained funding is critical to expanding these efforts. Additional resources for K-12 career programs, adult upskilling opportunities, and reentry support services would enhance impact, creating measurable improvements in workforce readiness and community well-being.

Hancock County’s progress is undeniable, but there is still work to be done. By investing in comprehensive workforce development—from early education to adult training and second-chance programs—a more resilient, thriving community can exist to provide people, organizations, and businesses with pathways to success. Primary Need: Continued financial support for and enhancement of services that focus on workforce training, retention, and business’ needs. Suggested Solutions: • Fund unique and collaborative approaches, such as soft-skills training and upskilling programs for adults, that fill sector-specific workforce gaps. • Financially support early career exploration programs, initiatives, and technology for K-12 students. • Mitigate the region’s affordable housing shortage that’s forcing many local employees to live elsewhere. • Address the region’s lack of affordable and available childcare, which can prevent some people from entering and remaining in the workforce. • Invest in second-chance hiring initiatives that help guide individuals exiting the criminal justice system into stable and sustainable jobs.

The

CHILDCARE CONUNDRUM Region is Reckoning with Shortcomings Ranging from Teacher Shortages to Financial Constraints As Hancock County’s childcare providers strive to teach and help children develop into their full potential, the system itself continues to struggle. Results from a 2023 community survey prompted the Hancock County Childcare Collaborative to characterize childcare as a “community crisis.” High rates, not enough availability, and staffing shortages were identified as the primary culprits. Local childcare experts say some strides are being made to combat problems, but far more investment and collective action is needed to build a regional network that works for all families. The collaborative’s survey results showed stark childcare hardships in multiple areas. Twenty-seven percent of surveyed individuals reported monthly to weekly interferences between lack of care and their ability to work. Worker shortages in this industry are also a problem. The collaborative noted that lack of staffing forced the former One Amazing Place to close in 2022. Closures also occurred at private, in-home licensed, and unlicensed providers, further limiting provider choices and leaving hundreds of families in the lurch. Regional childcare shortcomings are primarily affecting ALICE households – “Asset Limited, Income Constrained, Employed,” the study found. ALICE households may make enough to stay out of poverty, but their income doesn’t offer financial stability. Of Hancock County’s 33,000 households, 10 percent live at or below the poverty level. ALICE households in the county comprise 22%.

A one-child household in the county pays an average of nearly $10,000 annually in childcare, similar to the statewide average. That’s lower than the national average of $14,700, but it’s “exorbitant for the average Hancock County family,” the collaborative emphasized. “To comfortably afford the cost of childcare, or spending 7% of income on children, a household of three would need to make $150,000 annually. This is almost 2.5 times the median household income in Hancock County of $60,828,” it reported. For families to initially qualify for enrollment in the Ohio’s Publicly Funded Child Care (PFCC) program, their gross monthly household income must be at or below 200% of the poverty level with the Child Care Choice voucher option, which, in 2024, was $3,116 per month or $37,399 annually for a family of three. Of the 22 licensed childcare providers in 2023, only 14 accepted PFCC funds, even though the need is great; that year, 40% of kids served at the Findlay Family YMCA received PFCC subsidies. The county had spent an average of $156,000 monthly from its PFCC fund. In the Findlay-Hancock County Community Foundation’s 2022 Community Conversations Report, the public’s childcare concerns were also at the forefront. In a gap analysis, which analyzed existing services with needs conveyed during the conversations, early childhood issues focused on affordable care, care for children whose parents work second and third shifts, and the lack of universal preschool.

Moreover, the state’s reimbursement system is unfair, Policy Matters Ohio (PMO), a nonprofit policy research institute, reported in March 2023. “The amount the state reimburses child care providers per child is not based on the actual costs of child care, but rather on a backward-looking market rate survey of what providers recently charged for services in the area,” it stated. The Century Foundation, an independent think tank, in 2023 projected that, as pandemic emergency care funding ended, more than 130,000 would lose childcare access in Ohio in 2024. Government systems, policies, and mandates impact costs. “It is a system that serves no one well,” PMO concluded. Titled “Ohio’s Child Care Crisis: Parents and Providers out of Options,” PMO’s 2023 report revealed that Ohio “has the lowest eligibility for publicly funded child care in the country for kids age five and younger.” Even for those who can and want to enroll their children, Hancock County’s options are dwindling. The collaborative explained that “although 1,138 children ages 0-4 are enrolled in some sort of licensed care, 626 children sit on a waitlist. It is estimated that just under 2,000 more children in this age group need full-time care. For every one spot in the community, there are 10 children waiting.” The overall burden is being eased by two factors: the 2023 opening of Little Panthers Learning

Center, a $1.35 million, 5,111-square-foot facility in McComb, Ohio; and the construction of the Findlay Family YMCA’s $10 million, 20,500-square-foot Early Learning Center, which is expected to open in fall 2025. But providers and local childcare researchers say even more options are needed. Worker shortages are compounding these problems. From 2017-2021, Ohio’s childcare worker totals dropped by 35.5 percent, and for those who remained, their median hourly wage was $13.15 ($27,351 per year for a full-time position). In Hancock County, a childcare worker makes an average of $13 per hour ($27,040 annually) whereas a food service worker makes an average of $15.26 ($31,758 annually) the collaborative reported. The collaborative noted that lack of staffing forced the former One Amazing Place to close in 2022. Closures also occurred at private, in-home licensed, and unlicensed providers, further limiting provider choices and leaving hundreds of families in the lurch. Something needs to give, the collaborative insists. “After decades of public neglect to the childcare issues, it is time for greater private and public investment for the betterment of the families, the children, of Hancock County,” it urged. Recognizing “an urgent and vast need” for solutions to help families, the collaborative, comprised of stakeholders such as provider representatives, teachers, and government officials, has since been tackling the issue head on and methodically

with regular discussions, research, and advocacy. It continues to develop short- and long-term solutions—focused at the local and state levels—to address the area’s complex childcare conundrum. Primary Need: Affordable and available childcare options. Suggested Solutions: • Creating a childcare collaborative that includes public and private sector collaboration for a coherent approach. Completed • Creating a community childcare assistance fund to pay for resources. “This fund could either aim to provide a subsidy directly to families that earn 200-350% of the FPL as these families are within the ALICE realm and do not qualify for other assistance programs, or the fund could be used as grants for local, existing childcare providers to improve their centers, hire/train/maintain current staff, provide their own scholarships to families, or increase their current capacity,” the collaborative wrote. • Partnering with employers to encourage familyfriendly business models and create on-site or designated childcare opportunities. • Partnering with a management entity with a history of successful community childcare, such as the YMCA, which not only offers all-day childcare at its downtown Findlay center, but at its Early Learning Center at Cory-Rawson Local School. Long-term, the collaborative suggests big-picture strategies. “The general childcare business model as it stands is, in some ways, unsustainable,” it wrote. “Lack of staffing, thin profit margins for smaller providers, and lack of availability of open childcare spots plagued the community prepandemic, and these problems continue to be exacerbated post pandemic. “For long-term solutions, advocacy at the state level for stable funding assistance for childcare centers is necessary to ensure the stability of existing childcare centers as well as the implementation of new centers,” the collaborative concluded. Some ideas it suggests include: • Creating pathways into the childcare industry by offering scholarships, working with local

high schools to create a dual-credit program, working with higher education institutions to develop on-the-job training for credit, and creating apprenticeships. • Establishing incentive grant opportunities for businesses addressing the childcare crisis. • Creating a licensing/registration incentive program. • Advocating for increased public funding to help as many as 5,000 Hancock County school-aged students who no longer need full-time care but could benefit from before- and after-school care. • Becoming a “Best Place for Working Parents Community,” a nationwide competitive recognition for being innovative with creating and maintaining family-friendly workplaces, which would open up access to online resources, website assistance, and ongoing support.

HOUSING INACCESSIBILITY Difficulty in Hancock County Causing Families to Financially Drown

T

he evidence is clear: Hancock County, Ohio’s housing hardships have reached unprecedented levels. In a region that has reason to brag about successes such as its economic development prowess and collaborative public service endeavors, its lack of affordable and available homes, for sale and for rent, represents a community riptide that’s pulling many residents under, preventing upward mobility, and negatively impacting areas like employment and transportation. In DiSalvo Development Advisors, LLC’s (DDA) five-year refresh of its 2018 housing study, funded by the FindlayHancock County Community Foundation and commissioned by the Hancock Regional Planning Commission, the firm concluded that the region’s lower- to middle-income families, like many throughout the nation, are beginning to drown from the severe lack of housing accessibility.

With a 1% or less vacancy rate, “housing availability is at record lows among all housing types and price points,” it reported. Without some type of relief, particularly for low-to-medium-income households, homelessness will continue to rise, DDA emphasized. Meanwhile, housing service providers say that many county residents, most of them jobholders, are sometimes having to choose between making their monthly rent or mortgage payment and buying other necessities such as food and medications. A high share of owner and renter working households in Hancock County struggle daily, paying between 30% and 50% of their incomes toward housing costs, the DDA report stated. The county “has a higher-than-average share of costburdened households” earning less than $19,000 per year, reported the Affordable Housing Alliance (AHA) in its August 2024 Strategic Plan Framework supported by the data for the DDA’s housing study. “The community needs to build their way out of this housing crisis,” the DDA asserted. Renting Hope House, which offers housing services for the homeless, said 34.5% of county renters are cost burdened and barely treading water. In 2023, an individual had to earn at least $19.30 an hour to afford an average-priced one-bedroom apartment in the county and $22.52 per hour to afford a twobedroom apartment, including utilities, Hope House explained, noting those baseline amounts have

certainly increased due to rents increasing. “Hancock County housing costs are 35% higher than HUD fair-market rents for one- and twobedroom units,” said Hope House. Rent prices have also skyrocketed. According to Hope House, “with Findlay experiencing a 99.6% occupancy rate, market demands have allowed rents to increase significantly. Families decide daily which bill to pay – and saving for a home is beyond their hopes. They are in survival mode,” and only one crisis or emergency away from homelessness. Even for those who are eligible to receive federal housing assistance, most landlords here don’t accept housing vouchers. Moreover, Hancock Metropolitan Housing Authority’s limited budget and resources prevent it from issuing the maximum number of vouchers that it could due to each voucher’s value being much higher than average to make up for the gap needed between the renter responsibility and the assistance required for such high rent costs, DDA reported Cost-burdened seniors are especially struggling. “By 2028, the increase in the afflicted senior population will create enough demand for an additional 30 to 40 assisted-living beds,” DDA wrote, noting the average assisted-living rent in the area is $4,000 per month. “One-fourth of seniors do not have the income nor net worth to afford to live in an RCF (residential care facility)-licensed facility and even fewer in a memory care facility,” DDA reported.

Homeownership Some good news: those with the lowest incomes account for slightly less than one-fourth of all county homeowners. However, DDA found there is “a disproportionately high share” of one-person, lower-income homeowners, many of whom are 65 years and older.” Habitat for Humanity has expanded its Critical Home Repair program to address this population of homeowners to maintain their current stable housing and assist them with aging in place. Buying a home is increasingly costly. Although fewer homes are being sold, primarily due to the hike in rates on 30-year mortgages, median home sale prices in the county have continued to climb, with the median sale price in third-quarter 2023 at $225,000, a $36,000 (21.6%) increase since 2019, DDA wrote. As construction-related prices have soared, building has slowed due to the investment costs of infrastructure (roads and utilities) to the builder, narrowing profit margins. Although single-family building permit activity was stable from 2019 through 2022, the 82 reported single-family permits through October 2023 were behind the pace of permit activity in 2022. Pricier and unpredictable materials costs can quickly erode profits, the National Association of Home Builders wrote in July 2024. “Contractors may find it increasingly difficult to price projects competitively while also covering their own rising expenses and indirect costs.” Global materials shortages and supply chain disruptions are also exacerbating the issue. Still, the American Dream of owning a home persists. Habitat for Humanity receives more than 150 applications annually but only has the capacity to build four to six homes each year. In the DDA’s report, the current number of new homes needed was estimated between 221 to 297 for homes valued between $200,000 to $400,000, and 128 to 148 for homes valued at less than $200,000, making homeownership in Hancock County an increasingly deferred or nearly impossible dream for lower-income workers. Newer low-cost for-sale housing is limited primarily

to mobile homes, the AHA said. It noted that Findlay has the fifth highest number of mobile homes in Ohio, right behind metro areas such as Cleveland and Toledo. The economic life of a mobile home is much shorter than that of most single-family homes and such a high share could lead to a concentrated blight problem in the distant future,” it wrote. Homelessness Hancock County’s homeless population increase was significant in 2019 and 2020 but featured more modest increases since 2021. A January 2023 pointin-time count tallied 180 people. The AHA warned that “without further housing interventions, within five years, the homeless population could potentially reach 230 persons.” “There are people right here in Findlay living in their vehicles, in storage units, and in tents,” Hope House reported in a “Did You Know?” document meant to dispel myths with facts. Many are using social service agencies and other nonprofits to help them put a roof over their heads, however temporarily. Hope House in 2022 had 94.4% utilization of its facility. “Hancock County is typically ineligible for large federal dollars for eviction prevention and so we rely on philanthropy and our generous community to meet the need,” Hope House points out. City Mission’s estimated annual overnight stays have increased the past three years: 26,100 in 2022, 27,500 in 2023, and 31,600 in 2024. More than 50% of City Mission guests are employed and saving towards permanent housing. “Thirtythree percent of the homeless population is intact families, families with children,” Mission representatives said. Key points from the most recent Hancock County housing study focus on building more homes, which would require creative and strategic approaches to funding and collaboration between developers, city and county officials, and the AHA. Housing experts say the affordable housing issue is bigger and

more complex than any one entity can adequately address, and therefore requires cooperation – swimming parallel with the shore to get people out of the county’s housing riptide. Primary Need: More affordable housing availability. Suggested Solutions: As recommended by AHA: • Build another 40-48 one-bedroom housing units serving seniors and disabled persons with low earnings. • Increase transitional housing availability by 10-20 beds over the next three years to halt the increasing trend of the homeless population. • Build 2-3 Low-Income Housing Tax Credit family rental developments of 78-160 units, creating rent and income restricted housing for low-tomoderate income families. • Build 100-150 homes priced below $200,000 over the next five years. • Create a paid, dedicated staff position to

facilitate and drive housing production plans in the community, including building relationships with developers. As recommended by the full market study: • Respond to market study findings that indicate a five-year demand for 716 to 920 LMI units by building: • 403 to 448 for-sale housing units • 278 to 402 rental housing units • 35 to 70 assisted living units • Add a low-income assisted living development targeting Medicaid-tested seniors, which would, in turn, create more homeownership opportunities for others. • Provide new low-price for-sale housing for firsttime homebuyers. • Provide more rental housing for workers earning between 30-60% of area median income. Partner with Hancock Metropolitan Housing Authority to provide project-based vouchers for a portion of the project.

COST OF LIVING Hancock County Housing Data

Average Rents • $850-1,000 (one and two bedroom) • $16.50-19.25/hr needed to afford average Cost Burden Those paying between 30-50% of income toward housing • 23.9% homeowners • 18.9% renters Housing Stock • 99.6% housing occupancy rate • $225,000 median home sale price • $36,000 median single-family home sale prince in 5 years Housing Support • 180 homeless count • 94.4% Hope House facility usage • 27,500 City Mission stays Based on most recent data.

ALL ABOARD

HATS sees record demand, faces expansion challenges Since 1997, thousands have depended on HATS (Hancock Area Transportation Services), the county’s only public transit program, to get them to work, doctor’s appointments, grocery stores, and more. But data from the past four years shows that far more people are now using HATS, more than it was built to accommodate, causing the nonprofit to come to a reckoning about its operations. HATS did the math. From 2020 through 2024, rides provided increased by 36,606 (89%), service miles logged increased by 156,571 (36.7%), service hours rose by 10,523 (31%), and wheelchair riders increased by 3,000 (41.6%). The second-largest increase tallied was the number of unique passengers served, at 1,501, representing a 117% hike. As a testament to its reliability, efficiency, and employee dedication, HATS’ on-time average during that four-year period was 96.9%. Moreover, proof of its growing popularity is reflected in the service’s denial count, which rose from 119 in 2020 to 1,493, a 1,254.6% spike. The numbers are clear: HATS, with its handicappedand ADA-accessible fleet and limited employees, can no longer optimally serve all of its growing client base. The maxed-out service says it therefore must expand to remain true to its mission of providing essential transportation to those whose lives and livelihoods depend on it. HATS is operated by the Hancock Hardin Wyandot Putnam Community Action Commission (HHWP CAC), a private, nonprofit organization established in 1965 to combat poverty within the four-county

region. The transportation service employs 56 and has an annual budget of $2.3 million. HATS is an integral poverty-fighting component, offering safe, public transportation that helps Hancock County residents maintain their independence and meet daily needs. The average age of HATS riders is 53.6, with 60.2% of riders being over age 60. Twenty-eight percent of riders have a disability. More than half of all riders, 54%, use the service for employment reasons, and 26% rely on it for medical visits, especially dialysis appointments. Using Nelson Nygaard Consulting Associates’ analysis, along with its own data collection and public input for justification, the commission has proposed that a fixed-route operation be established, which would provide a predictable schedule, better serve its increasing number of riders, and attract more new riders. This upgrade would also best sync with the county’s demographic, economic, and structural changes, the commission determined. Public transportation’s benefits are numerous. According to the American Public Transportation Association (APTA), the service is a lifeline for millions, is 10 times safer per mile than traveling by private automobile, adds to thriving communities, contributes to economic development, saves people money, and promotes a cleaner environment. Studies also show that every $1 invested in public transit generates $4 in economic returns; 87% of transit trips directly benefit the local economy, according to the APTA.

HATS is curb-to-curb (door-to-door upon request) and reservation based. People can schedule up to two weeks in advance, although same-day service is offered based on availability. It also offers contracted rides for some businesses, organizations, and government entities. Trips within Findlay cost $2 per one-way trip. For all other trips within the county, fares are distance based and can cost between $4 and $6 per one-way trip. Children eight years or younger can ride for free with a guardian. Reduced fares are available for adults age 65 and older and the differently abled. Operating hours are Monday through Friday from 7:15 a.m. to 9:45 p.m. Service is not available on weekends or federal holidays. HATS is mostly subsidized with federal and state funds. It reports that 73% of its operating revenue is government funded (more than $1.2 million, 54%, is federal funding and Ohio contributes $436,700, 18%). with the remaining coming from contracts, fares, and direct contributions. Wages and benefits comprise 72% of operations, while other expenses include maintenance, fuel, and utilities. HATS would need more funding to restructure its organization to serve more riders. Based on data and public input, HHWP CAC says supplementing its existing services with a fixedroute system, with reduced fares and longer operating hours, would be the best improvement plan. It envisions a four-route bus system with a complementary paratransit that would operate within three fourths of a mile of the fixed routes. Service would be centered on a new downtown transfer location where all routes converge.

“The four routes are designed to provide service to industrial areas, grocery stores, shopping centers, medical facilities and social services in the city along major travel corridors,” the 2024 service and market report explained. “The addition of physical stop locations and a fixed schedule along roadways would increase service visibility throughout the city and provide a convenient experience for new and existing riders. Fares could be reduced to as little as $1 for a one-way trip, and Monday-through-Friday operating hours could be extended.” Estimated first-year operating costs and upfront capital costs for the fixed-route option are $3,741,300. This scenario was the most popular with HHWP CAC’s community survey respondents, with 80% stating they would use the proposed fix-route system “sometimes” or “all the time.” Ninety-three percent of existing riders and 74% of non-rider respondents expressed interest in this option. “There would be a bus every hour and my rides wouldn’t be denied. Nice to start service at 6 a.m.” one respondent wrote. The CAC has been granted a $100,000 FindlayHancock County Community Foundation grant to buy five low-floor buses to be used in a potential fixed-route system and for plan implementation. In addition, Findlay City Council voted to allocate $100,000 and the Hancock County Commissioners $64,000 toward these capital expenses. Two other options were proposed that weren’t as well received by community members: a microtransit system that would operate a specific number of vehicles in four designated areas/zones, for an estimated cost of $3,157,860; and enhanced on-

demand services that would “focus on improving efficiency, service availability, and rider experience,” estimated at $1,284,372. In addition, the HHWP CAC examined the idea of intercity connections. HATS provides contracted trips outside of Hancock County but doesn’t coordinate with governments or organizations in other municipalities. To do so, HATS would coordinate with the Ohio Department of Transportation “to identify gaps in regional services and coordinate intercity transportation services along the I-75 corridor,” the report stated. A transportation hub, likely in downtown Findlay, would also have to be established for efficient connections and transfers.

Primary Need: Improve public transportation to better serve a rapidly growing client base. Suggested Solutions: • Establish a fixed-route system comprised of set routes, with a complimentary paratransit system, for $3.74 million. This option is the most favored by HATS and survey respondents. • Create a microtransit system that would operate in four zones for $3.15 million. • Offer enhanced on-demand services for $1.28 million. • Provide intercity connections, with a transportation hub, for travel outside of Hancock County, in coordination with ODOT.

PLAY

in Hancock County

In this section, we’ll delve into the community’s priorities concerning recreation and culture. A fulfilling life requires meaningful engagement outside of work, but many things can create barriers to these enriching opportunities. This section explores some of those barriers, including the cost of activities, accessibility, and importance of fostering social connections through play.

Play Creates

CONNECTION Free programming forges community connections, enriching lives.

The adage about all work and no play is true, insists The Findlay-Hancock County Community Foundation (TCF) and other regional organizations. Several studies back them up. Play is “not frivolous and not just for kids, but something that is an inherent part of human nature,” said Dr. Stuart Brown for a November 2022 Hechinger Report article. Brown, the founder and past president of the National Institute for Play, has spent decades researching human play – what it is, how it affects our health, and the devastating consequences if it is suppressed. Behavioral scientists like Brown know that a fulfilling life not only includes necessities such as meaningful work, comprehensive healthcare, housing, and transportation, but also entertainment, enrichment, and social activities. Yet, in an era in which salaries often aren’t keeping up with soaring costs for everything from eyeglasses to eggs, many cannot afford to have much fun, particularly in settings with others.

At least two Hancock County organizations –TCF and the Findlay-Hancock County Public Library – have been addressing this conundrum by offering a wide variety of free activities and resources for fun to still be had, not only by those who are financially strapped, but for anyone who is interested. Relieving these cost burdens can make a huge difference in people’s lives. The ongoing, not-always-fun challenges are to continuing to fund and provide these offerings to best serve evolving needs and interests. Fun for All As part of its response to the 2017 and 2022 Community Conversations that sought to identify primary needs for targeted gap filling, TCF launched its Fun for All program in 2023. “One of the things that we heard over and over again was that we need in our community more affordable activities for people, and by affordable, we really mean free,” said Kimberly Bash, TCF’s

chief community engagement officer. She said one Community Conversations participant pointed out that an event that costs $5 per person adds up quickly, to the point where a financially struggling family like hers has the choice of attending the event or doing laundry that week. Through funding allocations and collaborations with several existing community partners, free, fun opportunities were first provided in 2023. Some of those offerings included free admission to city and village pools, purchasing “Bryson the Brave Bison” books for the Mazza Museum to give to children, free boat and kayak usage through Hancock Park District, lunch with Santa at 50 North, and free ice skating at The Cube. TCF anecdotally saw an overwhelmingly positive response to its program, conveyed in numerous ways. People loved that they could participate in activities that were fun, safe, community-oriented, and social, Bash said. Fun For All therefore continued in 2024. It offered 25 more activities with more community partners, expanded into fine art offerings, and helped to fund events that focused on both individuals and families. Some of the free activities included winter watercolor and pottery classes through the Findlay Art League, a Flag City USA Family Fun Day at the Hancock Historical Museum, a Hispanic Heritage Celebration at the Black Heritage Library and Multicultural Center, a dinner theatre at 50 North, and a free screening of “The Santa Clause” movie at Marathon Center for the Performing Arts. During one very hot summer day in 2024, Riverside Pool maxed out its attendance during a free admission day. Fun For All is now enjoying its third year, with a more targeted focus on reaching those who can benefit the most, such as the region’s teen population. With research indicating that factors like social media are increasing isolation and negatively impacting mental health, TCF is collaborating with the Hancock County Alcohol Drug Addiction and Mental Health Service’s suicide prevention team to offer more pro-social activities for teens, such as bowling, which they think have been lacking here. They’re using Youth Thrive and Positive Behavioral Interventions and Supports frameworks that empathetically target teens’ unique

challenges and help them overcome those for lifelong success. “We’re trying to get the kids who aren’t connected in any other way to have some connection, some sense of belonging in our community,” said Jennifer Swartzlander, ADAMHS deputy director. Fun for All “is one of the most powerful things that we’ve done,” Bash said. “It’s probably one of the biggest points of conversation and thumbs ups that we’ve gotten from a single strategy.” Organizers want to continue it indefinitely, but funding is a concern. Bash said the ideal solution is to create a Fun for All endowment fund. It would “have to grow for a very, very long time before we could distribute dollars” from it, Bash said, but she and other program implementers believe that the program’s unquantifiable, yet obvious value would make the effort worthwhile. Library Offerings The Findlay-Hancock County Public Library, located in Findlay and Arlington and via its bookmobile, welcomes everyone and provides numerous free events and resources for play, learning, and even work. For decades it has offered far more than book lending, which is why many consider it to be an essential community entity. “You can use our space and our WiFi (even in the library’s parking lots) for completing your work, playing online, watching a movie, and connecting on social media,” said library Director Sarah Clevidence. “You can be part of the community with low pressure or commitment, such as by sitting in on a lecture or helping put together our communal puzzle. Or you can meet new people and build connections at events with Mini Meet up or Crafterwork. We see people who need all these different levels of interaction as they complete their work and play.” Like TCF, the library believes that free opportunities, which it offers in person, recorded, virtually, off site, and even passively, are important for everyone. Clevidence said program popularity also speaks to the importance of social connection. Some of its programming includes Yoga, plant programs with master gardeners, and ASL for beginners for

adults. For youth, programs like Starter Storytime, Makerspace, and Imagination Station Library Takeover for CommunityREAD have been hits. In 2024 the library offered 1,012 programs, which attracted 37,325 participants. Under the direction of Kristy Szkudlarek and in part because of an increase in international newcomers to the community, the library’s Read for Life program has grown to support literacy and learning. In 2024 the program also connected well with the international community with events such as a monthly Speak Easy that allowed attendees to practice their English language skills and meet new people. “Read for Life is a significant service for us,” said Clevidence. “We’ve had to expand the program significantly in the last year or so to meet the community demand. Because adult learners are using consumable workbooks, there are ongoing costs associated with this program.” The library’s grand total of borrowed books, physical media borrowed, and digital downloads reached more than 1 million last year and in 2023. Additional evidence of its position as a primary information provider lies in the number of questions asked— ranging from where to find Hancock County’s ethnic demographics from 1890 to how to download and print an online document—and answered, which was 84,220 in 2023 and 78,501 in 2024. Other Opportunities Hancock County’s free events aren’t limited to Foundation-funded or library-focused activities. For instance, the Findlay Family YMCA in 2024 hosted free community events such as an Easter egg hunt at Riverside Park and Fall Family Fest; The Hancock Historical Museum offers Classic Movie Nights each year that include popcorn, refreshments, and a discussion after each screening; and the City of Findlay’s parks and recreation offerings make it easy to access playgrounds, play impromptu outdoor sports, and simply watch teams play in games ranging from baseball to pickleball. Also, 50 North, the region’s senior center, continues

to grow and offer a wide variety of grant-supported programming. Director Carolyn Copus said in 2024 more than 4,750 participated in educational, health, artistic, and recreational activities. Copus identified two needs areas that she thinks would vastly improve community offerings and lives: “the development of a more multigeneration-friendly atmosphere in downtown areas” and “creating a more inviting environment for young professionals.” She thinks a pavilion and park area “would be an excellent addition” and offering more spaces “where young people can socialize, relax, and network” would foster more community vibrancy and excitement. The Hancock Park District (HPD) regularly offers free nature- and history-focused programming for park visitors of all ages. Facilities such as the Richard S. “Doc” Phillips Discovery Center at Oakwoods Nature Preserve and McKinnis House at Litzenberg Memorial Woods serve as indoor venues while the beautiful parks themselves offer a wide range of natural habitat for exploration, observation, learning, and special events. Primary Need: Expand the scope and variety of free cultural programs and offerings, which are popular and enriching. Suggested Solutions: • Grow The Community Foundation’s wellreceived and overwhelmingly impactful Fun for All program so that more people can benefit. Ideally, create an endowment fund to finance it in perpetuity. • Provide funding to the Findlay-Hancock County Public Library to sustain its free resource and literacy programming, particularly if state funding cuts that have been proposed significantly impact operations. • Support free programming offered through nonprofit organizations that benefits the community. • Develop gathering areas in downtown Findlay for young professionals and families to participate in various activities.

Fun for All

A series of free community events The Community Foundation heard time and again that finding affordable, familyfriendly activities is a challenge in Hancock County. This need inspired the Fun for All program. • • •

$100,000 per year 10,000 attended 44 events in 2023 13,000 attended 69 events in 2024

We’re looking forward to continuing this program!

Accessing

THE ARTS Organizations seek to serve more

Hancock County has a rich history of artistic expression. Contemporary statistical and anecdotal evidence illustrates a thriving regional arts scene, with entertainment and educational opportunities that vary in content and scope. “We are very fortunate to have lots of wonderful Art’s organizations in Hancock County,” said Jordan Gottschalk, a Fort Findlay Playhouse participant. But what can be considered by one person to be an opportunity can be categorized by another as out of reach. Organizations therefore paint a local arts landscape that still, in some regards, could improve when it comes to accessibility, affordability, and inclusivity. “I see that Hancock County will always have needs on how we best provide the wonderful resources and programs for the people/families that need them most,” said Ben Sapp, former director of the University of Findlay’s Mazza Museum. Following are the region’s largest arts organizations and their needs perceptions. Mazza Museum Known for having the world’s largest collection of original artworks by children’s book illustrators, it offers fascinatingly curated exhibits, events, and conferences for all ages, thanks in large part to its robust pool of volunteers, who contributed 4,848 hours in 2024. Literacy and artistic expression, inspiring people to “explore the art within the story,” are embedded in its mission, and attendance records attest to

the allure of this approach. In 2024, Mazza offered art activities to 1,991 people, hosted campus tours for 14,928 prospective UF families, and welcomed 3,636 guests simply stopping by. It also took 1,138 people on tours of the nearby campus planetarium and offered Conda STEAM Center tours to 7,687 people. The museum is locally renowned for its Funday Sunday events for children, young artist workshops, conferences for adults, and professional development opportunities for educators and developers. Yet Sapp thinks more can be done, in a variety of areas, to enable participation, especially for the underserved. “Communication, transportation, and childcare are all things that keep the children from low-income areas from attending events all over the county,” he said. Awakening Minds Art Emily Sullivan, executive director, at Awakening Minds Art (AMA), sees a need for more pro-social, family-centered events that encourage collaboration and community when it comes to making and appreciating art.

“I think the biggest need in the area is for programs that families can do together - no matter the needs or abilities of family members,” Sullivan explained. “Art is something that siblings, friends, and families can do together even if athletic things aren’t a possibility or an interest. Art can be adapted to everyone in the room, but you don’t need a room separate for adapted learning - it is naturally all inclusive.” AMA is a nonprofit that provides therapeutic and educational visual art programs for people of all ages and abilities. Its popular classes, community programs, and one-on-one therapeutic sessions seek to “create affirming, all-inclusive spaces where people have the confidence to develop into the best version of themselves,” its vision states. Last year it served approximately 7,222 students through recurring classes with some of the same individuals participating, or approximately 800 unique individuals, groups, and students. Along with pro-social, inclusive offerings, Sullivan said another need she sees is getting more people to recognize the benefits of participating in art and play, even as adults. “Mental health has been a hot topic in the last few years, and art definitely plays a big part in relaxation, confidence, and socialization, but there are plenty of other benefits that the typical adult needs, too,”

Sullivan said. “Exercising cognitive abilities like problem solving and creative decision making, dealing with making mistakes, and collaborating with a team are pivotal to any community.” Marathon Center for the Performing Arts Approximately 50,000 people walk through Marathon Center for the Performing Arts’ (MCPA) doors every year to experience shows and events that feature talents such as Broadway shows, popular music, and a variety of educational opportunities. This season, for instance, it presented the Broadway tours of “Hadestown” and “Come From Away,” country singer Jo Dee Messina, and two musicals performed by local students. Heather J. Clow said 90% of MCPA shows have tickets available for $25 or less, “but we recognize that $25 is out of reach for many families, especially if they are buying a pair of tickets or more. Performing arts centers simply can’t afford to present high-quality shows and sell tickets cheaply,” she continued, so, some people are being left out because of finances. Clow, like many others, also wonders how financially struggling school districts will continue to impact K-12 education, possibly placing the arts—such as music and fine art—further out of reach for the region’s youngest residents. Will regional nonprofits have to step in and fill those gaps?

Clow also concurred with Sapp about encouraging and enabling more countywide participation. She said MCPA brought a recent free show to Jenera, “but we would like to see greater buy-in from the villages, including marketing and generally working with us to make sure their residents are aware. MCPA needs to do a better job connecting with the village officials or another organization in the village to build that relationship,” she noted. Fort Findlay Playhouse Gottschalk, who directed “9 to 5 the Musical” in 2025, identified a demographic that he thinks should be provided with more arts opportunities: younger and middle-aged adults.

As with the other arts organizations mentioned above, the Findlay-Hancock County Community Foundation, particularly through its Fun for All programming, has been partnering with FAL to make art instruction and enrichment experiences more accessible to people of all ages. Art league member Amber Kear noted that FAL members who are professional artists have also, over the years, contributed their extensive talents to community enrichment and educational endeavors. Assisting artists who engage in future projects and efforts would bolster the arts, individuals, and the region as a whole.

Hancock County’s arts organizations, despite limited “We tend to cover the younger ranges/older ranges, budgets and resources, provide remarkable creative so to have something for that wider range that would diversity for individuals and the community. The be cheaper would be nice,” Gottschalk said. enduring challenge, according to arts leaders, lies in sustaining and expanding these offerings to enrich Fort Findlay Playhouse did its best to appeal to as as many lives as possible. many ages as possible in 2023-2024 season with widely recognized performances such as “James Primary need: Enhance the community’s cultural and the Giant Peach” and “The Odd Couple.” Their offerings by providing more affordable arts and choices paid off. entertainment activities for people of all ages with varied interests. “In this past season (June of 2023 to May of 2024) we saw a surge of participants in our shows! The Suggested Solutions: playhouse was fortunate to produce Titanic the • Offer more inclusive and affordable Musical, and that saw 13 sold out performances programming that targets underserved groups (1,430 attendees) alone,” Gottschalk pointed out. such as young adults, low-income residents, and those who live with disabilities. A total of 5,324 patrons flocked to the playhouse and • Provide family-oriented, social activities and many were a part of those shows, too, testifying to events that bring people together in safe, the enduring popularity of performance art. creative, and meaningful ways. • Feature more accessible programming throughout Hancock County, not just in Findlay, “Our shows have also been fortunate enough to for rural and village residents. have a lot of involvement including close to 120 participants between those shows,” said Gottschalk. • Develop a communication campaign that focuses on the vast benefits and essential nature of art and play in everyone’s lives. Findlay Art League • Consider how to fill arts services gaps in local As Findlay’s oldest organization dedicated to the schools. visual arts in Hancock County, the Findlay Art • Sponsor or otherwise support local artists League’s (FAL) skilled members continue to offer who contribute their time and talents to the exhibits and learning opportunities ranging from community with their work. ceramics to painting. Its mission is “dedicated to fostering a vibrant artistic community” that encourages artistic expression and cultural community.

The

GREATER OUTDOORS Prioritizing public park enhancements for every adventurer From Groundhog Day hikes in the winter to canoeing in the summer, Hancock County’s parks offer vibrant, year-round experiences that bring the region’s communities to life. More than just green spaces, parks are essential for physical and mental health, fostering connections, and building environmental resilience, according to the National Recreation and Park Association (NRPA). These spaces inspire joy, connection, and a deeper bond with nature, enriching lives today and for generations to come. Local park leaders therefore champion the necessity of protecting, nurturing, growing, and evolving park offerings, which requires sustained financial support. There are plenty of options for helping our parks improve and grow. Prioritization will therefore be important. Although amenities abound, parks representatives say they’d love to see more people benefit from such resources. One way to do so is through publicity and enhanced accessibility—not everyone here knows about the parks that surround them, and not everyone can easily get to them. Also, infrastructure and maintenance, especially for playgrounds, are ongoing priorities that can always use additional funding, regional parks directors said.

The following parks organizations illustrate the myriad benefits available and ideas for improvement.

forested wetland, and improving water quality along Aurand Run. It also created more hiking trails and educational experiences.

Hancock Park District The Hancock Park District (HPD) operates more than 22 parks and trails, including three nature preserves, five conservation areas, six urban parks along the Blanchard River, Aeraland Recreation Area, Litzenberg Memorial Woods, Riverbend Recreation Area, Blanchard River Greenway Trail, Heritage Trail, Blanchard River Water Trail, and the Old Mill Stream Scenic Byway.

A smaller Bright Conservation Area Wetland Restoration project was completed in 2023 on parkowned property adjacent to the Blanchard River in Marion Township. About 10 acres of wetlands were restored.

HPD’s mission is to enrich lives by providing meaningful experiences through quality parks, facilities, and programs. For instance, Litzenberg Memorial Woods includes some of the area’s steeper trails, prairie, wooded ravines, wetlands, and the historic McKinnis House; and in 2023 a bat “condo” was built at Aeraland Recreational Area to help the region’s dwindling bat population. According to its 2024 annual report, the district served 16,367 (a 15% increase from 2023) people with programs and 34,000 (a 27.65% increase from 2023) with rental facilities. A wetland restoration area at Oakwoods Nature Preserve was constructed in 2021 and opened in 2022. Funded by H2Ohio grants totaling $1.4 million, it improved water quality by retiring marginal farmland, restoring about 69 acres of riparian floodplain wetlands, enhancing riparian buffer, removing invasive species, creating an upland buffer to protect 15 acres of existing high-quality

Many other projects are underway. HPD recently acquired Cooper Pond as an expansion of Oakwoods Nature Preserve and is undertaking the Oxbow Bend Activity Area Improvement Project at Riverbend Recreation area. HPD is also collaborating with the City of Findlay on riverfront park development in the downtown area north and south of the Blanchard River, which will present numerous options for funding construction, maintenance, and activities. For the next decade, playground replacement, upgrades, and modernization will be an HPD priority, said Director Gary Pruitt. “Even though progress has been made with the new sections of the Blanchard River Greenway Trail, there is still a need for connector trails along roads and streets in Findlay, such as replacing sidewalks with wider sidewalks and trails to promote trail use for fitness, outdoor recreation, and alternative transportation,” he said. “I am convinced that it would transform the community in a good way.” Pruitt also pointed out that Hancock County’s villages are increasingly in need of park

“These spaces inspire joy, connection, and a deeper bond with nature, enriching lives today and for generations to come. “

improvements. “All villages have at least one community park. There is a lot that can be done in terms of replacement, upgrades, and modernization of facilities that support play and outdoor recreation,” he said. City of Findlay Parks The City of Findlay owns 14 parks that include playgrounds, fields for sports and recreation, and The Cube, the latter of which houses the parks and recreation department. All require ongoing maintenance and replacements that take up a share of the city’s taxpayer-funded budget. Many city parks host community events such as Flag City BalloonFest (Emory Adams) and Flag City Night Out (Riverside Park). According to Recreation Manager Lisa Mansfield, the city doesn’t keep track of attendance at those events, but that they are typically well attended by community members of all ages, who appreciate the variety that ranges from a focus on safety to educational offerings to pure entertainment. Like Hancock Park District’s parks, the municipal parks provide plenty of opportunities for outdoor physical activities, competitive sports, gathering, communing with nature, learning, and playing. For instance, Eagle Creek Park includes a skate park, Riverside Park has a waterfront that offers canoeing, pedal boating, and public fishing on the Blanchard River (HPD operates and maintains the Riverside Park Waterfront and operates Zonta Landing boat rentals); Firestine Park has a nine-hole disc golf course; and tennis and pickleball courts are available at Riverside and Rawson parks. Recent improvements have included adding restrooms at two parks, installing equipment at Riverside Park to accommodate users near the large shelter house, and installing LED stadium lights at Rawson and Cooper ballfields. It also acquired from Findlay City Schools a small park in the West Park subdivision, where apparatuses such as new swings, charcoal BBQ stations, and toddler play areas were added; and upgraded tennis and pickleball courts at Rawson Park. This year, Findlay will upgrade the Kiddie Coral parking lot and relocating the existing basketball

court out of that lot to allow for more users. Using a grant, fitness equipment will be installed around the Miracle League Field. Using the public’s suggestions, the city will also spend this year refining a design for Fort Findlay Playground at Emory Adams Park and garnering additional input, with construction not expected to begin until 2026. “Outside of the parks, the city is installing multiuse paths that will extend throughout the city to connect users to different amenities such as schools, parks, shops, and businesses,” Mansfield said. “In 2025 the city will expand the existing Blanchard River Greenway Trail at County Road 236 to the east towards Riverbend Park and the reservoirs.” In 2024 a connector was built from Bright Road to County Road 89, providing additional scenic and recreational benefits. The HPD, which manages and maintains the trail, said it showcases “an environment intermingled with the sights and sounds of urban life and nature, while offering a constant reminder that the Blanchard River is never too far away.” Mansfield said some funding assistance for the following city parks improvements would be very helpful: adding a fitness park at Miracle League Field and converting all playground surfaces from mulch to poured-in-place surfaces. Depending on various factors such as environmental conditions and materials used, typical commercial playground equipment can last anywhere from eight to 20 years, according to various sources. Regular maintenance is essential to get the most life out of equipment, but replacement is inevitable as equipment ages, parts become obsolete, and safety standards evolve. Therefore, both the City of Findlay and Hancock Park District will always have to finance playground maintenance and upgrades to keep its valuable public parks vibrant, safe, and fun. The ongoing cycle of care and renewal underscores a larger truth: parks are living spaces that evolve with the community’s needs. As vital threads in the community’s fabric, Hancock County’s parks provide endless opportunities for recreation, connection, and growth. Yet, sustaining and expanding these

spaces requires ongoing investment. From playground upgrades to trail expansions and accessibility improvements, park leaders emphasize there are many ways to enhance these cherished public assets that reinforce the county’s presence as a hub of connection and well-being. Primary Need: Maintain, modernize, and expand existing park offerings and infrastructure within Findlay and Hancock County so that more people can benefit from them. Suggested Solutions: • Fund ongoing maintenance and upgrade

equipment to adhere to contemporary uses, features, and safety requirements. • Focus on accessibility by introducing more inclusive spaces such as a fitness park at Miracle League Field and installing more pouredin-place surfaces at playgrounds. • Support the ongoing expansion of existing connector trails and paths across the city and county to create a unified network. Improved connections will help more people enjoy the outdoors and appreciate the region’s distinctions in urban and natural settings. • Increase publicity to better showcase the region’s many parks, programs, and benefits.

GAME ON Recreation competing with soaring costs in regional arena

B

e it a first leap off Riverside Pool’s diving board, scoring a goal in ice hockey at The Cube, or hitting a homer on a hot day at Marathon Diamonds, Hancock County’s recreational offerings continue to cultivate core memories for residents and visitors alike. With public parks and other facilities distributed throughout the region, competitive and leisurely activities outside of work and school are perennially popular here and proven to be beneficial, which is why multiple area leaders believe investing more in recreation programming and facilities makes sense. Recreation “helps our brains relax and stimulates us cognitively, which results in greater productivity at work. Our brains also release more serotonin, a happiness hormone, which improves our moods, relieves stress, and makes us better colleagues, friends, and family members,” according to researchers at the University of Utah’s Department of Parks, Recreation and Tourism.

Yet the price to play is increasing, causing many to forego recreational experiences and organizations to constantly figure out how to keep providing them. A 2023 study by the Ludwig Institute for Shared Economic Prosperity found that the price of typical recreational and leisure activities, such as sports participation, increased for the average American family by 38% between 2021 and 2024.

Kogan said the BSAC sees potential for camp programming expansion by offering new opportunities to the broader community, such as family camping weekends (not just for scouts) and climbing tower access for the community on select weekends. Such an effort would require additional funding for areas such as staffing and continued facility maintenance.

The Boy Scouts of America, Black Swamp Area Council (BSAC), which operates Camp Berry between Findlay and Arlington, is experiencing these economic strains like everyone else but sees evidence of recreation’s benefits all the time. At the 100-year-old camp, the impressive climbing wall helps Scouts overcome their fears, the many wooded acres provide both solace and community, and activities such as fishing and blacksmithing send Scouts home happy, healthy, and educationally enriched. Camp Berry provides 750 unique experiences during the summer months, and more than 300 (including from other counties) annually participate there during the other seasons.

Also, “attracting more youth and adult volunteers to support youth development activities across all Hancock County organizations, and not just limited to Scouting,” is a specific regionwide need that Kogan said he sees. “Additionally, we aim to strengthen partnerships with other community groups to share and promote the joy of the outdoors,” he said.

“Scouting uniquely blends recreation with youth development. While our mission centers on character development, leadership, and citizenship, the outdoors serves as the ideal environment for young people to learn, grow, and thrive,” said Scout Executive Marc Kogan.

Nature-inspired community building is also the focus of On Target (OT) Outfitters. The Christianbased organization for children uses mentoring and organized outdoor activities to “strengthen families.” In 2024, it offered several summer day camps such as archery and fishing. Findlay chapter Director Steve Scott said OT Outfitters had 507 enroll in its summer camps and about 50 students on waitlists last year. OT Outfitters is planning to buy 12-15 kayaks to expand its outdoor recreation on the Blanchard

River, is planning to offer day camps on school holidays, and will host maple sugaring activities. Scott’s suggestion for how to improve the area’s recreational offerings is like Kogan’s: recruit more people to help others best enjoy all the amenities and programming. “We obviously come at recreation with an emphasis on getting kids (and families) outdoors,” said Scott. “Hancock County has some great parks,” but many people may not know much about them, he added. Experienced guides who know the parks systems and programming well could help families find recreational interests that fit them “rather than them braving the wilds on their own,” he said. In the City of Findlay, some of the busiest locations are at courts, diamonds, and tracks. Its myriad facilities are frequently used and enjoyed, which means that there are always options for improvements big and small. Findlay Parks and Recreation Director Lisa Mansfield said Marathon Diamonds near The Cube can benefit from additional bleachers and more shade so that friends and family from near and far can more comfortably cheer on their home run heroes. Local organizations such as Findlay Youth Baseball and Findlay Girls Fastpitch rely on the fields for competitive play. University of Findlay teams also use the diamonds for games and practices. Marathon Diamonds, which includes five fields, saw 68% use on weeknights during the summer season, while the weekends were all booked by organizations outside of the region. The smallest tournament included 25 teams and the largest 120 teams. The Cube, Findlay’s recreation center, needs larger locker rooms, Mansfield, said. The facility hosts a variety of activities and includes an ice rink, which has had 72% usage since September 2024. Local organizations that use the rink include Gliding Stars, Sliver Blades, Findlay Area Hockey Association, Findlay Adult Hockey League, and Findlay High School Hockey. Public skates saw 13,088 admissions last year, and 142 people learned to skate there.

BVHS Miracle Park, an inclusive park for all ages and abilities, was a cherished location from the moment it opened in 2017 and continues to grow. The park provides needed recreational and volunteer opportunities for everyone in the community, regardless of their ability, explained Brad Koller, Miracle League Board President. This year, it will add an outdoor fitness park with more than 35 pieces of inclusive exercise equipment around the existing Miracle Park footprint. Miracle League Field had 382 participants in the spring and fall 2024 leagues, the most since it opened, with 54% over 18 years old. This year, the Miracle League is expecting a 25% increase in participation. As with all other public recreational offerings in this region, Miracle Park will continue to rely on donations for equipment, maintenance, and events. Another community nonprofit, the Findlay Family YMCA, also offers recreational opportunities for all. It relies on memberships and programming fees, fundraising, and grant awards to keep its doors open. Last year, the Y had 9,147 individual and family memberships, hosted 2,304 youth in sports leagues, served 2,384 seniors ages 65 and older, taught 580 children to swim, and had 787 kids participate in its summer camps. Also, as the primary Feed-A-Child organizer, the YMCA helped distribute 117,192 weekend meals to elementary students throughout the county; and its Open Doors program provided 133 scholarships to those who are otherwise unable to afford memberships. YMCA leaders emphasize that the organization stays true to its mission by providing year-round facilities for fitness, wellness, recreation, family and community enrichment programs, and mental health and community wellness offerings. It fills recreational resource gaps with its Y on the Fly summer mobile programming and events such as Family Fall Fest and Youth Triathlon. It operates two indoor pools at the Downtown Branch and partners with the City of Findlay to operate Riverside Pool during the summer. The East Branch offers the region’s only indoor courts (five), which allow for year-round tennis and pickleball play. And, its two branches provide indoor multiuse space for

workouts (including the Downtown Branch’s track), learning, gathering, and celebrating. “Youth sports play a vital role in shaping a child’s character, teaching them respect, discipline, and the value of teamwork. They also help build confidence, resilience, and lifelong skills,” said Y CEO Stephanie Parsons. “Beyond the game, our coaches inspire and guide young athletes, helping them grow both mentally and physically.” Along with its many indoor sports options, the Y partners with the City of Findlay to manage Emory Adams Park and offer youth soccer and flag football programs. The Y’s new childcare center is opening in the fall, and their Stronger Together Capital Campaign has the potential to rebuild the Downtown Branch and do East Branch renovations. This could help meet the growing demand for community recreation opportunities. Continuing to provide such vital, varied recreational facilities and programming is a must for Hancock County residents and visitors, the YMCA insists, while reiterating that affordability is key. Targeted financial assistance would help it serve and improve the lives of more members and nonmembers in potentially lifesaving ways. Finally, the Children’s Museum in Findlay, a family favorite for providing what it calls locally focused “FUNdamental” activities, exhibits, and exploration through regional partnerships with organizations, will need more support due to its relocation out of the Findlay Village Mall, part of which will be converted to a large retail store. In 2024 the museum had more than 41,000 visitors. Over 3,000 benefited from CMF for All, which is part of the Museums for All initiative that allows financially challenged families to visit museums at discounted rates. The museum also participated in The Findlay-Hancock County Community Foundation’s Fun for All program, which allowed it to offer some free admission days. “This past year was our most well attended and we look forward to bringing the Fun for All days back once we reopen in our new space,” said Children’s Museum of Findlay Executive Director Kora Burtch.

When viewed collectively, the region’s recreation picture is a colorfully diverse, nonprofit scene that relies on financial support to function. As some newer offerings gradually add to a well-established recreational presence, additional funding for specific areas—be they eliminating programming cost barriers or buying equipment—would help more people “relax their brains,” as the University of Utah points out, and simply have much-needed fun as they and service organizations continue to contend with economic instability, inflation, and other pressures. Primary Need: Offset rising recreational costs that are pricing many out of life-enriching activities and straining the budgets of organizations and governments. Suggested Solutions: • Support community-connecting initiatives with private organizations such as Scouts, which would allow more people to enjoy amenities and programming. • Ease the financial burden of city and county governments by sponsoring needed infrastructure improvements such as new bleachers and shaded areas at Marathon Diamonds and new locker rooms at The Cube. • Support Miracle Park with equipment purchases, maintenance, and event costs. • Design more ways for youth and adults to become volunteers and guides at parks and through the region’s myriad recreational programming options.

Conclusion This State of Work and Play report has taken us on a comprehensive journey through the interconnected systems that shape life here in Hancock County. We’ve seen how essential elements like maintaining a great job often rely on reliable transportation and quality childcare. We’ve also explored how a truly fulfilling life, rich with vitality and joy, extends beyond our chosen professions to embrace cultural, creative, and recreational pursuits. Our aim with this report has been to provide a clear and insightful look at the current state of work, play, and their supporting fields in our region. By combining our understanding of Hancock County’s nonprofits and systems with our mission to improve quality of life for all, we’ve highlighted critical areas such as workforce development, housing, transportation, childcare, arts, free activities, parks, and recreation. The fictional Hancock family helped to illustrate the very real intersections and impacts of these areas on daily life. While we undoubtedly have much to celebrate in our vibrant community, this report also brings into focus areas where growth and improvement are still needed. The challenges presented across work and play categories, though complex, offer us clear starting points for education and discourse. We are committed to addressing these by expanding our Community Investment Opportunities and focusing grant requests on supporting local initiatives through new endowment funds. We truly hope that this material has resonated with you, sparking new insights and perhaps even motivating you to join us in our work and play initiatives. By working together, we can plant even stronger roots for the future of our cherished community, ensuring that Hancock County continues to be a place where everyone has the opportunity to thrive and experience a rich, well-rounded life.

Credits

Thank you to our partners in creating the State of Work and Play Report: • Joy Brown, writing and research. • Nonprofit partners for providing data and sharing insight. • Community conversations participants for identifying priorities; shining light on inequities. • Generous donors in the community for making our work possible.

About The Community Foundation

The Findlay-Hancock County Community Foundation’s mission is to improve the quality of life for all in the community. Established in 1992 as the result of an estate gift from L. Dale Dorney, The Community Foundation has granted more than $92 million to fund projects to support our community. Visit communityfoundation.com or call (419) 425-1100 to learn more about how the Foundation is making a lasting community impact.