Strategic Plan 2026

Strategic Plan

Adopted 3.30.22

2016 Planning Team

Park Board of Commissioners

Michael Schyman

President

Penelope J. Randel

Vice President

Lisa Chalem Commissioner

Mary Ann Chambers Commissioner

Jeffrey C. Simon Commissioner

Kenneth Slepicka Commissioner

Michael Ziering Commissioner

Staff

Molly Hamer Executive Director

Greg Baron Director of Golf Operations

Ed Dalton Director of Parks & Properties

Eileen Loftus Director of Leisure Services

Mindy Munn Director of Finance

Amanda Silvestri Administrative Assistant to the Executive Director

Chuck Trongnetpanya Director of Technology & Staff Development

Ann Ziolkowski

Director of Marketing & Communications

Consultant Team

Hitchcock Design Group

Planning and Landscape Architecture

Dewberry Architects Architecture and Facilities

Heller and Heller Programs and Services

2021 Planning Team

Park Board of Commissioners

Mary Ann Chambers | President

Lisa Chalem | Vice President

Matthew Curin | Commissioner

Michael Goodman | Commissioner

Michael Schyman | Commissioner

Jefferey Simon | Commissioner

Michael Ziering | Commissioner

Senior Leadership Team

Molly Hamer Executive Director

Greg Baron

Director of Golf Operations

Terah Bozarth

Director of Human Resources & Risk Management

Chris Leiner Director of Parks & Properties

Eileen Loftus Director of Recreation

Mindy Munn Director of Administration & Finance

Wendy Peterson Executive Administrative Assistant

Project Team

Molly Hamer Executive Director

Ed Dalton Director of Parks & Properties

Katie Kotloski Recreation Division Manager

Eileen Loftus Director of Recreation

Wendy Peterson Executive Administrative Assistant

Joan Scovic Director of Marketing & Communications

Angus Shields Recreation Division Manager

Nicole Wrobel Planning & Project Manager

Joan Scovic

Director of Marketing & Communications

Consultant Team

Hitchcock Design Group

Planning and Landscape Architecture

Recreation Results

Programs and Services

ETC Institute Market Research and Surveys

Mission

To enhance our community by providing outstanding services, parks, and facilities through environmental, social, and financial stewardship.

Vision

To be recognized as a national leader in delivering innovative park and recreation services based on responsiveness, trust, and accountability to our community.

Our Guiding Principles

Building Strong Relationships and Community

• We recognize the positive impact we have on people’s lives and constantly strive to improve the quality of life for the people we serve.

• We build meaningful and lasting relationships based on strong values, a common purpose, and mutual respect.

• We value diversity and actively seek people with different perspectives and experiences.

• We support achieving balance in our professional and personal lives.

Honesty and Integrity

• We maintain the highest ethical standards.

• We communicate honestly and transparently.

Accountability and Respect

• We strive to deliver results that add value to the community we serve.

• We recognize that each of us has a choice in what we do and how we do it.

• We learn from our mistakes and focus on continuous improvement.

Professional Growth and Innovation

• We support efforts that will enhance, educate and develop our employees.

• We encourage creativity and innovation.

Teamwork

• We appreciate that all of us are more effective than any one of us.

• We encourage collaboration and collective problem solving.

• We create an integrated organization free of boundaries.

• We embrace the diversity of our team.

Pursuing Excellence

• We believe our efforts make a difference as stewards of our community.

• We recognize that being good is simply not good enough.

Strategic Plan Overview

The Northbrook Park District developed the original plan, shaped by the community, to guide facility and program development decisions for ten years. This update notes the progress made and adds detail for the remaining five years of the plan.

Planning Process

The planning process covers five key phases:

• Analyze

• Connect

• Envision

• Prioritize

• Implement

This Strategic Plan has been created alongside the District’s Comprehensive Master Plan. The Master Plan compiles the results of the analyze and connect phases, while the Strategic Plan includes the Envision, Prioritize, and Implement phases including the strategies of the Action Plan for the next five years.

The process for the updated plan began in Spring 2021 with revisions to the inventory and analysis of the Northbrook Park District’s park and open space assets, indoor facilities, and

community demographic makeup. An analysis of the recreation programs gave insight into current services provided by the District. Next, staff, stakeholders, the Park Board of Commissioners, and the community shared their opinions about the District’s parks, facilities, programs and needs.

Upon completion of the Analyze and Connect phases, the Planning Team met to develop new and refine existing strategies. Input from the Park Board of Commissioners and staff prioritized and incorporated these strategies into the Strategic Action Plan that will be implemented over the next five years.

Purpose

The purpose of this Plan Update is to:

• Assess existing parks, facilities, and programs.

• Determine community sentiment about existing services and facilities.

• Identify park, facility, and program needs.

• Define strategic and measurable goals and objectives.

• Provide an Action Plan to implement strategies over the next five years.

How to Use the Plan

This document will be used by the Northbrook Park District as a guide to implement action items over the next five years. The Action Plan is a document that will be reviewed annually and updated as needed.

Plan Phases

Analyze: Inventory & Analysis

This phase provides a detailed inventory of parkland, open space, District facilities, schools, trails, and relevant adjacent land uses. Park assets are classified and quantified by standards, size, location, and amenities.

Connect: Community Engagement & Needs Assessment

National, state, and local parks and recreation trends are referenced. This phase also includes summaries of the community survey, community meeting, online engagement portal, stakeholder interviews, staff workshops, and Park Board of Commissioners workshops.

Envision & Prioritize: Preferred Strategies

This step outlines the needs identified during the Analyze and Connect phases. It provides the background of those needs, synthesizing the results from the previous phases into justification and background for future action items and strategies to achieve the goals identified for the next five years:

1. Address existing indoor space and recreation facility needs

2. Maintain and update existing outdoor recreation assets to provide quality parks, trails, and outdoor facilities

3. Address park and open space level of service gaps and distribution deficiencies

4. Evaluate and adjust program offerings and marketing methods to provide high-quality offerings that meet community needs

5. Build support, trust, communication, and awareness within the community

6. Conduct operations with fiscal responsibility to maintain quality parks, facilities, and services in a sustainable fashion, including

continued development and partnership opportunities

Implement: Action Plan

Chapter Four outlines the highest priority strategies into a five-year action plan. The Action Plan designates when strategies will occur and how to accomplish them.

For complete details of the Analyze and Connect phases, please reference the complete Comprehensive Master Plan Update.

Background

The Northbrook Park District service area covers approximately 17.25 square miles and serves a population of about 34,000 people. Located in northeast Cook County, the Park District maintains more than 500 acres of parks, playgrounds, and golf courses.

In addition to several parks and playgrounds and three golf courses, the Park District also manages a variety of facilities including Techny Prairie Activity Center, Northbrook Sports Center with two indoor ice rinks, the Leisure Center, Village Green Center, the Ed Rudolph Velodrome, and two outdoor pools.

The District includes and overlaps with other governing bodies’ jurisdictions. These jurisdictions include: the Village of Northbrook, the Village of Deerfield, the Village of Glenview, Northfield Township, Northbrook Public Library, the Forest Preserve District of Cook County, School Districts 27, 28, 30, 31, and 225, and the Illinois Department of Transportation (IDOT).

The Park District and the Village of Northbrook have several intergovernmental agreements that outline cooperation between these two entities. Some examples include tree pruning, 4th of July events,

stormwater management, and the 2018 Master Bicycle and Pedestrian Plan. The Park District also remains involved with other community initiatives including the joint Northbrook Sustainability Plan and the Village’s new Climate Action Plan. The Park District has IGAs with the local school districts in which the Park District maintains outdoor school property and amenities in exchange for use of the school districts’ facilities, open space, and gymnasiums for organized and sponsored programs. Another school IGA resulted in the joint use of the gymnasium at Greenbriar School.

Forest Preserve District of Cook County (FPDCC) properties act as bookends on the east and west side of the Village.

School Districts 27, 28, 30, 31, and 225 boundaries fall entirely or partially within the Park District service area.

The Villages of Glenview and Deerfield have some properties in the Park District service area. IDOT also owns land within Northbrook for a maintenance facility on Techny Road.

PRIORITY INVESTMENT RATINGS

The Priority Investment Rating (PIR) was developed by ETC Institute to provide governments with an objective tool for evaluating the priority that should be placed on parks and recreation investments. The Priority Investment Rating identifies the facilities and programs residents think should receive the highest priority for investment. The Priority Investment Rating reflects the importance residents place on items (sum of top 4 choices) and the unmet needs (needs that are only being partly met or not met) for each facility/program relative to the facility/program that rated the highest overall.

(PIR) for Facilities and Amenities

Based on the Priority Investment Rating, there are four facilities and amenities that are rated as a high priority for investment:

• Outdoor pools

• Outdoor walking/biking trails

• Outdoor golf practice range

• Outdoor golf course

The chart below shows the Priority Investment Rating for each of the 30 facilities/amenities that were rated:

(PIR) for Programs

Based on the Priority Investment Rating, there are eight programs that are rated as a high priority for investment:

• Adult general recreation

• Lap swimming

• Adult golf lessons

• Group fitness classes

• Golf simulators

• Pickleball

• Art classes

• Senior Center Programming

The chart below shows the Priority Investment Rating for each of the 30 programs that were rated:

Envision and Prioritize

The Envision & Prioritize Phase of the Plan includes development of Preferred Strategies for the next five years..

Purpose

The purpose of the Envision & Prioritize: Preferred Strategies Phase is to update and refine existing strategies and actionable items and develop new strategies for the Park District to accomplish over the next five years.

During this phase, the Consultant Team conducted a Visioning Workshop to develop a series of strategies for issues and opportunities revealed during the first two phases of the process and to determine the remaining need for previous objectives. The strategies were then organized into primary goals that relate to the needs that arose in the previous phases. Following the Visioning Workshop, the Consultant Team met with the Project Team to review and build upon the proposed strategies. Finally, the Consultant Team met with both staff and the Northbrook Park District Board of Commissioners to review the initial priorities and

identify the action items to implement over the next five years.

Community Input

A variety of input methods were used to gather background to help inform development of strategies for this Plan. These methods included:

• Statistically Valid Survey: This survey received 411 responses from Northbrook Park District residents. These responses were representative of the community demographics and met the requirements to be considered statistically valid by scientific standards including a precision of ±4.8 percent and a confidence level of 95 percent.

• Park Board of Commissioners Workshops: During five meetings throughout the process, all seven members

of the Park Board of Commissioners provided input to determine their top priorities for the Park District.

• Staff Workshop: 38 full-time and five parttime staff members completed a Visioning and Prioritizing Workshop to determine their top priorities for the Park District.

• Community Workshop: This workshop was open to all Park District residents and 21 community members participated in a Visioning and Prioritizing Workshop to determine their top priorities for the Park District.

• Stakeholder Interviews: 22 individuals representing 15 local public agencies, volunteer groups, and affiliate groups participated in facilitated discussions to share their experiences with the Park District and provide ideas for the future.

• Online Portal: The online portal was

available for four weeks and open to the entire community. Its purpose was to provide information about the Comprehensive Master Plan process and included a series of multiple-choice and open-ended questions which received 898 responses.

• Program Assessment: The Project Team and the Consultant Team categorized the District’s programs and events by type and user group and assessed each offering’s life cycle stage to determine opportunities for growth and identify areas in need of further assessment.

• Industry Trends: National sports and recreation associations publish annual studies of recreation trends including participation and activity trends. The Illinois Department of Natural Resources also reported on state recreation trends in its Statewide Comprehensive Outdoor Recreation Plan (SCORP). This section focuses on broad trends rather than benchmarking individual assets

• Inventory and Analysis: The Consultant Team gathered park, amenity, and facility information including condition, installation dates, and location to identify gaps and deficiencies in the provided recreation amenities. The Park District’s amenities were also benchmarked against state and national standards to determine possible gaps in service, deficiencies in the provided park acreage, and the locations, number, and types of amenities offered.

Additional details about the process and results for the first six items can be found in the Comprehensive Master Plan.

Goals and Strategies

The following goals, strategies, and key findings are not organized by priority in this section. While the Plan builds on the results and strategies of the previous plan, some goals and strategies were modified, added, or removed as a result of the accomplished items, changes in community interest, and/or fiscal changes. The changes are briefly defined below:

Goal 1 Indoor Assets: Address existing indoor space and recreation facility needs

With the addition of new facilities and other renovations, many of the Park District’s previous indoor space needs have been met. Goal 1 has been modified to focus on assessing the District’s existing indoor spaces and amenities.

Goal 2 Outdoor Assets: Maintain and update existing outdoor recreation assets to provide quality parks, trails, and outdoor facilities

The need to maintain and update aging assets is an ongoing responsibility for all public recreation providers. This update continues to identify and prioritize the locations and amenities most in need of improvements and evaluation, considering age, condition, community interest, and current trends. Goal 2 also incorporates improvements to park paths and community-wide trails in collaboration with Park District partners.

Goal 3 Acquisition & Development: Address park and open space level of service gaps and distribution deficiencies

This update expands the original 2016 Goal 3 to include a greater emphasis on access in addition to acquisition as strategies to improve recreation level of service to residents.

Goal 4 Program Strategies: Evaluate and adjust programs and marketing methods to provide highquality offerings that meet community needs

Goal 4 remains focused on Park District programs and the continued need for adjustments and updates to keep the programs and events current. This goal has also been expanded to include marketing as a strategy to retain and build interest and participation.

Goal 5 Community Outreach: Build support, trust, communication, and awareness within the community

As a recreation provider, the Park District has continued to remain committed to providing resident experiences that align with the community’s interests and needs. As part of this service, communication and resident support are critical for success, and the Park District will continue to engage the community to gather input while providing the necessary information for a positive resident experience.

Goal 6 District Responsibility: Conduct operations with fiscal responsibility to maintain quality parks, facilities, and services in a sustainable fashion, including continued development and partnership opportunities

Fiscal responsibility remains an ingrained aspect of the Park District’s operations and a consideration of any action taken. Partnerships as a strategy for fiscal responsibility and as part of the District’s Guiding Principles is also a highly-valued and long-standing component of the District’s operations. As such, Goals 7 and 8 from 2016 have been combined to provide a broader and more holistic approach to Park District operations with both of these factors in mind.

GOAL 1 INDOOR ASSETS

Address existing indoor space and recreation facility needs

Background:

In the first five years of the Comprehensive Master Plan, the Park District added a new recreation facility and completed maintenance or large-scale improvements to several of its existing locations. As a result of these investments, the total percent of indoor facility space in good condition has risen to 71.8 percent (from 67.2 percent) while the amount of space in poor condition has decreased to 3.1 percent (from 8.6 percent). The amount of space in fair condition has risen to 37.7 percent from 24.2 percent. The addition of the Techny Prairie Activity Center (TPAC) and the demolition of the cart barn and clubhouse, course renovations, and construction of a new clubhouse at Heritage Oaks Golf Club (HOGC) are expected to meet many of the needs identified in the previous planning document including an indoor walking track, gymnasium, fitness/workout facility, and multi-purpose spaces at TPAC. In addition to supporting golfers in the community, the new HOGC clubhouse provides opportunities for nongolfers with additional multi-purpose spaces, two indoor simulators, and a restaurant. The medium level Priority Investment Rating (PIR) of the golf course clubhouse in the Statistically Valid Survey further affirms the community’s interest in golf and supports the completed updates.

Additionally, major improvements to the Northbrook Sports Center were completed in 2021 to maintain this important District asset while improving energy efficiency. Improvements included replacement of the roof, upgraded insulation for the roof and west and north exterior walls, LED lighting, several new HVAC units and a new evaporation condenser, parking lot resurfacing, and painting the rink floors. These improvements were critical for the facility’s ongoing operation as many of these elements were beyond their useful lives due to a robust preventative maintenance plan. The improvements are expected to greatly elevate the user experience for many residents as the Northbrook Sports Center is one of the Park District’s busiest facilities.

Key Findings:

Statistically Valid Survey

- Golf Course Clubhouse and Leisure Center were rated as medium priorities

- 42.3 percent of households use NPD for indoor and outdoor recreation

- Second highest importance action was maintaining existing buildings/facilities and fourth highest was improving existing buildings/facilities

- Seven of the ten highest priority programs require or are commonly held in indoor spaces

- Lap swimming was rated as a high priority and swim lessons as a medium priority

- Pools were the highest priority for investment among facilities/amenities

Park Board of Commissioners Workshops

- Renovate/repurpose buildings

- Additional ice

- Indoor aquatics

- Indoor sports

Staff Workshop Priorities (three groups)

- Leisure Center renovation

- Renovate/Replace Village Green

- New senior center space

- Evaluate indoor pool

Community Workshop Priorities

- Dedicated senior space

- Indoor swimming pool

With many of the large-scale needs having been met or in progress to being completed, this update identified a need to improve the Park District’s remaining indoor facilities to meet current expectations and standards. Among these facilities, the Leisure Center is in fair condition and was identified as a medium Priority Index Rating in the Statistically Valid Survey. Staff and stakeholders also noted that improvements and updates are needed, while it was identified as a low priority need in the online portal. The building at Village Green and additional improvements to Northbrook Sports Center were also suggested for improvements by a small number of community engagement participants. There are also outstanding opportunities to provide in-demand amenities and spaces such as dedicated senior center space. In general, improving existing assets such as facilities was prioritized by multiple community groups.

Indoor aquatics were included as part of the 2016 Comprehensive Master Plan process as a consideration for new indoor space (Goal 1) but were determined to be a lower priority than other indoor spaces and were not constructed in the past five years. The TPAC facility was designed with accommodations for additional opportunities which could include an indoor pool if a future need was identified. The Park District also remains open to other locations and/or options to provide residents with access to existing indoor aquatic locations. Aquatics was reaffirmed as a remaining community need during the Comprehensive Master Plan Update process and interest from some community groups indicated growing support for this indoor amenity.

Stakeholder Interviews (Conversation topics)

- Need for updates at Leisure Center

- Need dedicated senior space

- Interest in additional ice

- Interest in an indoor pool with lap lanes and play

- Noted there is a limited number of indoor aquatics options in the area

Online Portal Program Assessment Industry Trends Inventory and Analysis

- Improve existing buildings and facilities was the highest-rated action

- Changes suggested to TPAC membership options/costs

- Maintenance needed at Northbrook Sports Center

- Indoor pool in general and at TPAC requested

- Classes on cooking, crafting, and cultural exploration are trending

- Work-from-home support and co-working benefits are trending

- Water fitness is popular with aging populations

- Indoor, year-round participation opportunities help maintain momentum when establishing programs

- Individual and group fitness in outdoor/semi-enclosed spaces such as shelters with extendable roofs

- Swimming is popular with older populations

- The Physical Activity Council identified swimming as an aspirational activity for all ages

- 21.6 percent (61,53 SF) of indoor facility space is rated fair or poor condition

- 1605 Illinois Storage Building and Chalet Building are in poor condition

- NPD offers 17,029 SF less than the average Chicagoland benchmark for indoor aquatics

- NPD is one indoor leisure pool facility below Park Metrics averages

GOAL 1 INDOOR ASSETS

Current Strategies:

• Evaluate method for, plan, and conduct District-wide indoor facility use study to evaluate all existing indoor space and identify remaining indoor space needs.

• Coordinate the development of this study with programming evaluation results of Goal 4.

• Consider the following in the study:

- Available methods to complete the evaluation

- Facility conditions

- Improved and dedicated senior center space

- Improved and expanded storage and maintenance space

• Address results of District-wide indoor facility use study for key facilities including:

• Leisure Center

• Village Green Center

• Northbrook Sports Center

• Chalet

• 1605 Illinois Road Maintenance Building

• Joe Doud Administration Building

• Conduct TPAC and HOGC facility use assessments to evaluate current use and operations for potential adjustments

• Evaluate timing and cost for an indoor pool study following the completion of the District-wide indoor facility use study

• Evaluate options for potential future indoor pool development including what would be included, where it would be located, and what the cost vs. revenue could be

• Determine implementation feasibility

• Establish a facility funding strategy if an indoor pool is determined to be feasible

• Continue to evaluate facility systems and conditions for efficient operation

• Utilize the CIP for improvements, purchases, and repairs

GOAL 2 OUTDOOR ASSETS

Maintain and update existing outdoor recreation assets to provide quality parks, trails, and outdoor facilities

Background:

In order to keep up with the fast-paced recreation market and to ensure park and amenity quality and safety remain within appropriate parameters, the Northbrook Park District completes regular capital improvement projects as well as large-scale Master Plans for entire park sites. Following the 2016 Comprehensive Master Plan, the District updated and developed the Park Master Plans for Meadowhill Park and Oaklane Park to identify and plan improvements. The Master Plan for Oaklane Park was further refined and an OSLAD grant application was submitted in September 2021. The Plan also confirmed that several special use facilities including the Chalet and Velodrome would remain while the District divested of certain amenities including the Outdoor Education Center, the Teams Course and the Climbing Wall. These decisions impact the opportunities for their park sites.

The Park District also provides access and connectivity by maintaining park paths within its locations and by supporting community-wide trail improvements completed by other local agencies. Internally, the Park District will focus on ADA access, park path improvements, and user safety while remaining a partner on local and regional initiatives led by others. The Northbrook Park District has remained an active partner in the development and update of the local bicycle and pedestrian plan and in implementing sections of trail development. The District was one of 13 local agencies to serve on the Technical Advisory Committee for the 2018 Village of Northbrook Master Bicycle and Pedestrian Plan and has made pedestrian improvements within several of its properties and in accordance with the Village Plan over the past five years. As a partner with the Village, the Park District will participate in updates to the planning documents and join Park District properties to planned community-wide trail systems where possible.

Key Findings:

Statistically Valid Survey Park Board of Commissioners Workshops

- Top preferred investments are maintaining and improving existing park amenities/infrastructure

- Walking/biking trails were the second-highest priority for investment

- Baseball/softball fields and playgrounds were rated as medium priorities

- 75 percent of residents have used trails in the past two years

- Park improvements (update and add new amenities)

- Improve ball fields

- Improve connections/trails

Staff Workshop Priorities (three groups)

- Maintain existing

- New/expand park amenities

- Playground updates

- Expand dedicated bike trails

Community Workshop Priorities

- New park activities

- New courts (pickleball and paddle tennis)

- Expand and improve trails

- Walk/bike to park and forest preserves

Stakeholder Interviews (Conversation topics)

- Baseball in need of repairs and upgrades

- Overcrowding can be challenging - need for quiet space

- Interest in more connections between destinations and additional expansion

The Connect Phase of the Comprehensive Master Plan update showed strong support for maintaining and updating existing assets. In the Statistically Valid Survey, both maintaining and improving existing park amenities/infrastructure were rated as the most preferred investment opportunities.

This priority was also reflected by the Commissioners, community, and all three staff workshop groups. When considering the existing condition of the parks and amenities, several items are beyond their useful life and in need of updates or replacements. The inventory shows eight playgrounds and five baseball fields as beyond their useful life and both types of amenities were rated as medium investment priorities in the Statistically Valid Survey. These and the other amenities identified as beyond their useful life were commented on or prioritized by one or more community groups as well.

Trail use for walking, jogging, and biking has remained a popular activity based on the key findings from the Analyze and Connect Phase results. As documented by the Statistically Valid Survey, 75 percent of residents have used trails in the past two years, and they remain a high priority item for further development and improvements. This interest was further supported by the Park Board of Commissioners, community input, one of the staff workshops, the online portal, and stakeholders. The local interest in expanding trails parallels the long-term increases in walking, running, and biking that have been observed in national studies for the past several years, where these activities consistently rate as some of the most frequently participated in outdoor activities with some of the largest participation numbers.

In addition to the needed maintenance or replacements, there is also a need to continue to upgrade and improve outdoor park spaces, provide new/trending recreation opportunities, and add locations for popular existing amenities. Outdated/inadequate amenities was the top reason stated in the Statistically Valid Survey for resident dissatisfaction with parks, while not having access to desired amenities is the most-cited reason online portal participants gave for not visiting parks. Stakeholders, workshop participants, and online respondents provided many ideas for new amenities which can be compared to industry and program assessment trends to identify good fits for the Park District. Some trending items like unique, cutting-edge play equipment and pickleball courts can both fill amenity replacement needs and provide new experiences that are of interest to residents.

Online Portal Program Assessment Industry Trends

- Paths (181 comments) and biking (30 comments) were given as reasons people enjoy the parks and as activities people enjoy

- Desired amenities not offered is the most common reason parks are not used

- Pickleball is expected to keep growing

- Community golf participation is strong, and off-course options are increasingly popular

- Most team sport participation is declining while individual activity participation increases

- Family programs around hiking and biking can build on existing success

- Park use has increased since 2019, likely due to COVID-19

- Outdoor and nature activities (fishing, kayaking, camping, etc.) are continuing to increase in popularity in national studies

- Trail use is among the most popular outdoor activities for all ages in national studies

- Walking and bicycling are high participation activities identified by the IDNR

Inventory and Analysis

- Amenities beyond their useful life:

• 8 of 18 playgrounds

• 5 of 18 baseballs fields

• 5 of 19 tennis courts

• 4 of 6 basketball courts

• 2 of 11 shelters

- 1-3 more football fields, up to five more basketball courts, and up to four more volleyball courts needed compared to SCORP and Park Metrics

- SCORP benchmarking shows a need for hiking, bicycle, nature, and crosscountry trails

- The adopted Village plan and maps show planned local routes adjacent to and into NPD parks

GOAL 2 OUTDOOR ASSETS

Current Strategies:

• Complete and implement Park Master Plans to update amenities, improve park function, and incorporate expanded health, wellness, and active adult recreation opportunities including:

• Meadowhill Park*

• Village Green Park* (coordinate with potential Village Green Center Renovation)

• Techny Prairie Park and Fields*

• Complete Meadowhill Aquatic Center improvements

• Complete playground replacements for locations beyond their useful lives including:

• 2022: Cedar Lane, Meadowhill Park (Oaklane Park as part of overall Park Master Plan with OSLAD funding taken into consideration)

• 2023: Stonegate Park, Countryside Park, Williamsburg Square Park

• 2024: Wescott 2-5 year old structure, Greenfield Park (Village Green Park as part of overall Park Master Plan)

• 2025: West Park

• 2026: Greenview Park, Salceda Park

• Complete TPPF Playground Rejuvenation

• Complete Wood Oaks Green/Lake Shermerville Improvements Phases II and III

• Continue to update and replace amenities in poor condition and beyond their useful life in coordintation with the Capital Improvement Plan (CIP)*

• Continue to provide trail amenities and support services at parks

• Conduct and implement District-wide athletic field and court study to determine and provide the type and quantity of fields needed and identify maintenance and improvement needs

• Continue to assess and complete trail maintenance and repair and evaluate and implement methods to improve trail safety and experience in the District.

• Continue to expand trail system at District parks and provide trail amenities and support services

• Continue partnerships to develop and implement community-wide trail plans

• Beyond 5 years:

• Complete and implement Park Master Plan for Techny Prairie Park and Fields*

• Develop Park Master Plan priority list for the next five years of park updates to facility CIP budget planning, considering:

- West Park (coordinate with potential Sports Center Renovation)

- Indian Ridge Park (coordinate with potential Leisure Center renovation)

- Wood Oaks Green Park*

• Complete Playground Replacement - CIP Playground Appendix

Background:

GOAL 3 ACQUISITION & DEVELOPMENT

Address park and open space level of service gaps and distribution deficiencies

Northbrook Park District is a landlocked community with limited opportunities for land acquisition and few undeveloped parcels remaining in its boundaries. The Park District continues to supplement their own recreation service locations with partnership agreements, such as the one with schools, with the understanding that some residents have access to and use other public recreation lands within and adjacent to the Park District such as forest preserves.

Considering the land availability limitations in the Park District, the Comprehensive Master Plan update includes ongoing acquisition strategies from the 2016 planning process and a greater focus on improving access to existing locations. This adjustment to focus on access closely aligns with two themes from the Analyze and Connect Phases: the public support of partnerships and shared services (see Goal 6) and the growing local, state, and national interest in pedestrian connectivity (see Goal 4). Planning areas 3, 5, and 12 are all identified as having under-resourced residents but also include large areas of public land (Somme Woods in areas 3 and 5 and Sunset Ridge Woods in area 12). Granting residents in these planning areas safe access to these properties through trail connections and pedestrian routes has the potential to reduce the number of under-resourced residents without the challenge and financial investment of land acquisition and development.

While available land is limited, the Park District should continue to evaluate and prepare for possible acquisition opportunities. Residents in the online portal expressed interest in the District possibly acquiring large open spaces should they become available. The former Green Acres Golf Course site, located in Planning Area 5 was commented on by some online portal and community workshop participants as a possible future acquisition location. The Park District may have the opportunity to develop a new park space in collaboration with the planned development once an agreement is reached by the Village of Northbrook and the developer.

Key Findings:

Statistically Valid Survey Park Board of Commissioners Workshops

- The biggest factor in recreation program participation is its location - 1.5 percent of participants list too far from residence as limiting their use

- Land acquisition

Staff Workshop Priorities (three groups)

Community Workshop Priorities

- Coordinate park development with Green Acres site development** ** paraphrased for

Stakeholder Interviews (Conversation topics)

Current Strategies:

• Continue to add/enhance recreation properties and amenities in under-resourced areas:

• Evaluate Areas identified with the highest deficiencies including:*

- Planning Area 3: area north of Dundee Road, south of I-94, east of Anthony Trail Road, and west of Waukegan Road

- Planning Area 5: area north of Dundee Road, south of I-94, east of Somme Woods, and inclusive of the former Green Acres Golf Course property

- Planning Area 7: area north of Techny Road, south of Dundee Road, east of Sanders Road, and west of Pfingsten Road

- Planning Area 12: area in northeast Northbrook currently served by Oaklane Park

• Consider partnership opportunities to provide pedestrian access across Sunset Ridge Road to Sunset Ridge Woods

• Continue to coordinate new park space and park improvements with access plans to expand pedestrian access (coordinate with Goal 2)

• Prioritize planning areas for park land acquisition needs and explore land availability in those areas and funding strategies for their acquisition*

• As funding and opportunities arise, acquire targeted land assets, master plan park developments, and implement park additions in areas of highest need*

• Work with other public open space landowners to explore enhancements or additions of park amenities where underdeveloped public open space is available*

• Pursue opportunities at the Former Green Acres Golf Course Property

• Monitor opportunities in the community for land acquisition

Strategies that are marked with an asterisk (*) are items that were also included in the 2016 Plan.

Online Portal Program Assessment Industry Trends

- Participants commented that sections of the community have fewer options than other locations (five comments)

Inventory and Analysis (PA = planning area)

- NPD acreage below NRPA Guidelines

• Mini Parks: 14.7 ac

• Neighborhood Parks: 21.2 ac

• Community Parks: 18.9 ac

• Active recreation park space/1,000 population: 1.6 ac

- Population outside of standard service areas

- PA 12: 981 people

- PA 7: 885 people

- PA 3: 649 people

- PA 14: 262 people

- PA 5: 171 people

- PA 4: 123 people

GOAL 4 PROGRAM STRATEGIES

Evaluate and adjust programs and marketing methods to provide high-quality offerings that meet community needs

Background:

The Park District has continued its practice of monitoring program life cycle stages and adjusting its offerings to consider the population and other societal changes. The Park District population is aging in place with a steady increase of active adult and senior residents while the community’s population of preschool and schoolaged children has been on a slow decline. Additionally, the 2020-2021 COVID-19 pandemic restricted the District’s ability to offer many of its standard programs and events and was reported by staff to have negatively impacted as many as 28 percent of District programs. Despite these challenges, throughout the pandemic, the Park District has continued to provide services including introducing new options for remote, virtual, and take-home activities and saw participation in some outdoor recreation opportunities, such as golf, increase.

Results of the program assessment and Statistically Valid Survey showed that the Park District’s recreation programs as a whole have been performing well with strong satisfaction and steady participation. The youth market is well-served by the current offerings, but unmet needs exist for older participants, especially adults and seniors. Community demographics support this trend as active adults and seniors make up over 40 percent of the community and are expected to continue to age in place. The Statistically Valid Survey and other Connect Phase results show a need for a mix of new and refreshed programs for this age group, ranging from general recreation and exercise to arts and crafts, and can be provided for multiple age groups in addition to adults. The offering of beginner or introductory level activities is trending nationwide and aligns with the District’s heavier emphasis on beginner and noncompetitive recreation programming. These programming offerings may also provide opportunities to attract new participants to the Park District.

Socialization was also commonly identified during the update process both in terms of the Park District’s role in creating community and as an increasingly important aspect of life for families and friends. The strong interest in events expressed by stakeholders, community workshop participants, and online portal participants reflects this need for a sense of community.

Key Findings:

Statistically Valid Survey Park Board of Commissioners Workshops

- High priorities: adult general recreation, adult golf lessons, group fitness classes, and art classes

- Medium priorities: senior programming, special events, performing arts, adult sports, adult social events, tennis lessons, and summer camps

- Program expansion

Staff Workshop Priorities (three groups)

- Expand program offerings

- Increase awareness and inclusiveness

- Increase program revenue

- Focus on diversity of offerings

- Add nature programs

Community Workshop Priorities

- Events at Village Green Park

- Music at different parks

Stakeholder Interviews (Conversation topics)

- Good variety and quantity of offerings

- Perception of too much of a focus on seniors

- Community demand for events is growing

With these programs and events, the Comprehensive Master Plan update has also identified a need to enhance marketing efforts to reach more people and highlight and introduce new programs and new facility spaces in a more engaging manner.

Current Strategies:

• Reintroduce and market special events and programs and develop appropriate and effective marketing strategies

- Evaluate how to improve the balance between new program offerings and those trending towards the end of their life

- Update and adjust youth programming to maintain healthy enrollment and diversity of programs

- Utilize supplemental surveys and/or focus group workshops with specific user groups (i.e., active and aging adults) to solicit additional input on recreation and program interests*

- Consider in-demand and trending activities such as adult golf lessons, group fitness classes, and additional gym and court space

- Identify and promote programming and increase awareness for young adults, adults, and seniors

• Complete athletic program assessment

• Assess short-term aquatics opportunities

• Develop financial sustainability plan

• Continue financial sustainability plan process

• Conduct senior programming assessment and establish baseline

• Create and implement senior programming and branding development plan

• Establish adult marketing plan

• Evaluate and adjust programs, special events, and marketing through evolving evaluation processes

- Continue to utilize surveys, program evaluations, registration data, demographics, and other methods to evaluate, revise, add, or eliminate current programs and events*

Strategies that are marked with an asterisk (*) are items that were also included in the 2016 Plan.

Online Portal Program Assessment Industry Trends Inventory and Analysis

- Strong interest in special events

- Programs performing well overall in range of offerings, satisfaction, and participation

- 28 percent of programs were negatively affected by COVID-19 with some expected long-term effects

- Heaviest emphasis includes youth age groups and physical activity and development

- Life cycle results indicate a need for newer programming

- Refresh most needed for aquatics, adult sports leagues, general recreation, and hockey

- Opportunities to add more visual elements to attract and convert audiences

- Beginner skill level activities are trending

- Fitness activities tend to be more popular than sports

- Individual sports tend to be more popular than team sports

- Online fitness has increased in popularity, which may be related to COVID-19 trends

GOAL 5 COMMUNITY OUTREACH

Build support, trust, communication, and awareness within the community

Background:

The Park District staff and Commissioners have long held the goal to provide assets and services that are most appealing to residents. As a result, the District frequently conducts planning efforts to determine the best and most feasible ways to implement these offerings. The 2016 Comprehensive Master Plan revealed an eagerness among the community to see these plans implemented. In the past five years, the Park District has acted on these plans and closely followed the 2016 Action Plan to implement a new indoor facility, complete capital improvement projects, and complete sweeping changes to the Sportsman’s Country Club (now Heritage Oaks Golf Club) course and clubhouse. For each of these development items, the Park District tailored the existing plans to incorporate community input and stakeholder expertise to fulfill community needs and, in some cases, adjust the implementation schedule to address high-priority items sooner.

The public input process of the Comprehensive Master Plan update reflected inconsistent opinions from the Park District residents. The Statistically Valid Survey found a high level of satisfaction with the value the Park District provides, and stakeholders expressed satisfaction with their relationships with the Park District and the recreation offerings provided. However, some online portal participants were dissatisfied with Park District communications and commented on a perceived lack of transparency. Stakeholders and staff are aware of this discrepancy and the Project Team noted this and the trend of residents wanting more opportunities to provide feedback and input. As a result, awareness and inclusivity of community groups emerged as a stronger priority to address resident concerns and strengthen trust in the Park District. In particular, receiving and responding to community feedback through a constant communication channel and through the expansion of formal opportunities for community input (such as surveys, forums, etc.) will be crucial in continuing to improve the relationship between the Park District and the community.

Key Findings:

Statistically Valid Survey Park Board of Commissioners Workshops

- Preferred communication methods are seasonal program guides, electronic newsletters, and the website - 74.1 percent are satisfied with overall value of parks, facilities, and programs

- Improved communication

Staff Workshop Priorities (three groups)

- Increase awareness and inclusiveness

Community Workshop Priorities

Stakeholder Interviews (Conversation topics)

- Inclusive options - Overall satisfaction with relationship and District offerings

- Commented on a possible image issue with residents

Current Strategies:

• Continue to improve community outreach and expand audience by expanding the number of correspondence recipients and using communications to educate residents and promote the Park District

• Create and maintain constant communication stream with residents and partners

• Establish core customer survey standards

• Continue to cooperate with area organizations to support objectives in the community and region

• Formalize volunteer program and expand volunteer base for assistance with programs, events, and park stewardship*

• Develop public relations strategy to evaluate and develop new strategies for:

- Transparency

- Community Engagement

- Positive Communication

- Accessiblity to Park Board of Commissioners

• Continue to improve website and marketing materials by increasing elements in website and marketing materials to show the participant experience including photos, videos, customer testimonials, and reviews

• Provide Community Engagement Opportunities

Strategies that are marked with an asterisk (*) are items that were also included in the 2016 Plan.

Online Portal Program Assessment Industry Trends Inventory and Analysis

- 62.4 percent are satisfied with communication methods

- Perception that transparency is lacking in general and as related to specific events like fees and closures (80 comments)

- Strong interest in opportunities to provide input/be involved

- “Human” element to marketing and promotional materials needed

- Staff goal of increasing communication with participants

- Residents are looking to the NPD as a community “helper” (climate change, social justice)

- Social justice and equity

- Increased national scrutiny of local government

GOAL 6 DISTRICT RESPONSIBILITY

Conduct operations with fiscal responsibility to maintain quality parks, facilities, and services in a sustainable fashion, including continued development and partnership opportunities

Background:

Fiscal responsibility as a goal emerged from the 2016 process to balance community desires for improvements and additions to parks, facilities, and programs with the investment and maintenance costs of development. Additionally, the Park District is one of several open space providers that include educational, municipal, and forest preserve providers. When considering all local public recreation providers, the open space available to residents increases dramatically from around 500 acres of Park District open space to almost 1,500 acres of total public open space. The Park District has enjoyed partnerships with many of these other providers as well, including an agreement with Northbrook School District 28, which allows Park District use of Greenbriar Gym in exchange for the management of some outdoor amenities at school parks. Additionally, the Park District works with other organizations to support community initiatives. The Village of Northbrook Climate Action Plan (CAP) was adopted in 2021, and the Park District remains supportive of the initiative, by incorporating sustainable practices into park and facility development and maintenance.

While these items were discussed in the 2016 process and reaffirmed during the update, both fiscal responsibility and partnerships have been long-standing components of the Park District operations and are key components of the District’s Mission and Guiding Principles. These values will remain crucial to the Park District’s continued success and this update process has further proven the commitment of the staff, Commissioners, and community members to these ideals. The Statistically Valid Survey results placed strong importance on maintaining and updating parks and facilities. This was also a priority expressed by staff, Commissioners, stakeholders, and online portal participants. Partnerships, in particular, were important to stakeholders, many of whom have a history of working closely with the Park District. In the online portal, participants expressed support for the convenience that partnerships provide as well as the financial benefits of sharing rather than duplicating services. During the update process, the importance of partnerships became a commonly expressed idea regarding all aspects of

Key Findings:

Statistically Valid Survey Park Board of Commissioners Workshops

- 74.1 percent satisfied with overall value of parks, facilities, and programs

- Higher prioritization was placed on maintaining and updating existing assets

- Commitment to maintaining the Aaa bond rating and fiscal policies

- Align goals with fiscal year planning for operating, capital improvement and repair, and debt retirement budgets

Staff Workshop Priorities (three groups)

- Increase program revenue

Community Workshop Priorities

- Coordinate with others

- Coordinate NPD

Activity with CAP

- Master Plans

Stakeholder Interviews (Conversation topics)

- Partnerships considered highly important

- Support of Park District involvement and “championing” of initiatives

- NPD should support existing offerings from others

- Convenience for busy residents contributes to popularity

the District including parks, facilities, programs, and events, and is reflected in many of the strategies of the other goals as well as being a critical factor in evaluating fiscal responsibility. As such, the previous Goals 7 and 8 have been combined to provide a broader and more holistic approach to Park District operations.

Current Strategies:

• Continue to identify and pursue grant funding opportunities

• Continue to plan and budget for anticipated improvements and maintenance (coordinate with CIP)

• Evaluate the re-establishment of the Northbrook Leisure Foundation to assist with pursuing donations and sponsorships*

• Identify and engage with partners, including:

- Continued evaluation and adjustments to existing partnerships to ensure mutually beneficial agreements

- Exploring partnerships to use, acquire, or develop new outdoor spaces and to support the development of park amenities

- Continuing to leverage partnerships to increase and enhance services and programs while avoiding duplication of services

- Identifying and collaborating with partners and sponsors for co-funding opportunities

• Continue to provide ADA improvements

• Develop and implement Cyber Security Plan following recommendations from Cyber Security Audit conducted in Fall 2021

• Maintain and update Cyber Security Plan annually

• Update Action Plan annually

• Complete and adopt Comprehensive Master Plan

• Support the Village Climate Action Plan adopted in 2021

• Incorporate Climate Mitigation into Park and Facility Development

Strategies that are marked with an asterisk (*) are items that were also included in the 2016 Plan.

Online Portal Program Assessment Industry Trends Inventory and Analysis

- Techny Prairie Activity Center and Heritage Oaks Golf Club received comments questioning the return value for their cost

- Concerns of affordability limiting resident participation

- Aquatics programs are not performing at desired levels

- Need to improve balance of “end of life” and new programs

- Playgrounds, baseball fields, tennis courts, basketball courts, and shelters are beyond their useful life

- ±78 acres of school open space available to the public

- ±874 acres of forest preserve space available to the public

Overview

The Action Plan Chapter outlines the proposed tasks and projects for Northbrook Park District over the next five years.

Purpose

This chapter outlines the steps and potential timeline for implementing the Comprehensive Master Plan strategies identified in Chapter 3 from the Envision & Prioritize phase. They have been further refined and finalized through workshops with the Northbrook Park District staff and Park Board of Commissioners to develop the Action Plan. This Action Plan is to act as a guide to assist the Northbrook Park District with implementing the strategies over the next five years and is organized as follows:

• An at-a-glance Action Plan timeline with each year divided into quarters (Q1, Q2, Q3, and Q4) to provide a general idea of when each action or action item step might start or end within a given year

• A detailed summary of the action items is provided in a year-by-year list in chronological order from 2021/22 – 2026

• The action items are further organized within each year by the goal they support

The Northbrook Park District is following a calendar fiscal year as of January 2018.

Annual Items

In addition to Action Plan items, there are several items that occur on an annual basis, often in coordination with or as part of the Action Plan items:

Goal 1:

• Utilize the CIP for Improvements, Purchases, and Repairs

Goal 2:

• Implement Field and Court Improvements with park master plans

• Continue to Expand Trail System at District Parks

• Continue to Assess and Complete Trail Maintenance and Repair and evaluate and implement methods to Improve Trail Safety and Experience in the District

Goal 3:

• Continue to Add/Enhance Recreation Properties and Amentities in Underresourced Areas

Goal 4:

• Continue Financial Sustainability Plan Process to Evaluate Offerings

Goal 5:

• Create and Maintain Constant Communication Stream With Residents and Partners

• Continue to Improve Website and Marketing Materials

• Provide Community Engagement Opportunities

Goal 6:

• Continue to support the Village Climate Action Plan

• Continue to Identify and Engage with Partners

Best Practices

This plan also identifies best practices which are recurring items that may not occur on a regular basis but will be undertaken at appropriate opportunities:

Goal 1:

• Continue to Evaluate Facility Systems and Conditions for Efficient Operation

Goal 2:

• Continue Partnerships to Develop and Implement Community-Wide Trail Plans

• Continue to Provide Trail Amenities and Support Services at Parks

• Continue to Update and Replace Amenities

Goal 3:

• Monitor Opportunities in the Community for Land Acquisition

Goal 4:

• Evaluate and Adjust Programs, Special Events, and Marketing

Goal 5:

• Continue to Cooperate with Area Organizations to Support Objectives

• Continue to Improve Community Outreach and Expand Audience

Goal 6:

• Continue to Plan and Budget for Anticipated Improvements and Maintenance

• Continue to Identify and Pursue Grant Funding Opportunities

• Continue to Provide ADA Improvements

• Maintain and Update Cyber Security Plan

• Incorporate Climate Mitigation into Park and Facility Development

Address

& Development Goal 1

Maintain and update existing outdoor recreation assets to provide quality parks, trails, and outdoor facilities

Goal 3

Address park and open space level of service gaps and distribution deficiencies

Evaluate and adjust programs and marketing methods to provide highquality offerings that meet community needs

Develop

Beyond 5 2026+Years

Legend

Annual Items Best Practices

Implement Field & Court Improvements with park master plans

Continue to Assess & Complete Trail Maintenance and Repair

Develop

Maintain and update existing

and

and

Continue to Expand Trail System at NPD Parks

Continue Partnerships to Develop & Implement CommunityWide Trail Plans

Evaluate & Implement Methods to Improve Trail Safety and

Continue to Add Recreation Properties & Amentities in Underserved Areas

Continue to Utilize Financial Sustainability Plan Process to Evaluate Offerings

Maintain Constant Communication Stream With Residents and Partners

Continue to Improve Community Outreach & Expand Audience

Continue to Cooperate with Village on

Continue to Indentify & Engage with Partners

Expand Volunteer Base

Provide Community Engagement Opportunities

Continue to Provide Trail Amenities & Support Services at Parks

Continue to Update & Replace Amenities

Evaluate and Adjust Programs, Special Events and Marketing

Continue to Improve Website & Marketing Materials

Continue to Cooperate with Area Organizations to Support Objectives

Continue to Plan & Budget for Improvements & Maintenance

Incorporate Climate Mitigation into Park and Facility Development

Continue to Identify & Pursue Grant Funding

Continue to Provide ADA Improvements

2021

(January Through December)

Goal 1 Indoor Assets

• Techny Prairie Activity Center Opening

Goal 2 Outdoor Assets

• Complete Meadowhill Park Improvements

• Heritage Oaks Golf Club Opening

• Complete Wood Oaks Green/Lake Shermerville Improvements Phase I

• Fund and Design and engineer Park Master Plan for Oaklane Park Improvements

• Applied for OSLAD funding in 2021

Goal 6 District Responsibility

• Conduct Cyber Security Audit

Year 1 - 2022

(January Through December)

Goal 1 Indoor Assets

• Evaluate Method for District-wide Indoor Facility Use Study

Goal 2 Outdoor Assets

• Complete Wood Oaks Green/Schermerville Improvements Phase II & III

• Fund, design and engineer, and bid and construct Park Master Plan for Oaklane Park Improvements

• Applied for OSLAD funding in 2021

• Complete Playground Replacements for Cedar Lane and Meadowhill Parks

• Assess Meadowhill Aquatic Center Improvements

Goal 3 Acquisition & Development

• Pursue opportunities at the Former Green Acres Golf Course Property

Goal 4 Program Strategies

• Develop Financial Sustainability Plan

• Reintroduce and Market Special Events and Programs

• Conduct Senior Programming Assessment and establish baseline

• Establish Adult Marketing Plan

Goal 5 Community Outreach

• Establish Core Customer Survey Standards

• Develop Public Relations Strategy

Goal 6 District Responsibility

• Develop and Implement Cyber Security Plan

• Update Action Plan

Year 2 - 2023

(January Through December)

Goal 1 Indoor Assets

• Conduct District-wide Indoor Facility Use Study

• Complete plan

Goal 2 Outdoor Assets

• Bid and Construct Park Master Plan for Oaklane Park Improvements

• Complete Playground Replacements for Stonegate, Countryside, and Williamsburg Parks

• Fund and Implement Meadowhill Aquatic Center Improvements

• Conduct District-wide Athletic Field and Court Study

Goal 4 Program Strategies

• Complete Athletic Program Assessment

• Assess Short-Term Aquatics Opportunities

• Create Senior Programming & Branding Development Plan

• Implement Senior Programming & Branding Development Plan

Goal 6 District Responsibility

• Update Action Plan

Year 3 - 2024

(January Through December)

Goal 1 Indoor Assets

• Implement District-wide Indoor Facility Use Improvement Study recommendations

• Conduct TPAC Facility Use Assessment

• Conduct HOGC Facility Use Assessment

Goal 2 Outdoor Assets

• Implement Meadowhill Aquatic Center Facility Improvements

• Complete Playground Replacements for Wescott (2-5 year-old equipment) and Greenfield Parks

• Update master plan, fund, and design and engineer Park Master Plan for Village Green Park

Improvements

• Complete TPPF Playground Rejuvenation

Goal 6 District Responsibility

• Evaluate the Re-establishment of Northbrook Leisure Foundation

• Update Action Plan

Year 4 - 2025

(January Through December)

Goal 1 Indoor Assets

• Implement District-wide Indoor Facility Use Improvement Study recommendations

Goal 2 Outdoor Assets

• Complete Playground Replacement for West Park

• Bid and construct Park Master Plan for Village Green Park Improvements

• Update master plan and fund Park Master Plan for Meadowhill Park Improvements

Goal 5 Community Outreach

• Formalize Volunteer Program

Goal 6 District Responsibility

• Update Action Plan

Year 5 - 2026

(January Through December)

Goal 1 Indoor Assets

• Implement District-wide Indoor Facility Use Improvement Study recommendations

• Evaluate Timing and Cost for an Indoor Pool Study

Goal 2 Outdoor Assets

• Complete Playground Replacement for Greenview and Salceda Parks

• Design and engineer and bid and construct Park Master Plan for Meadowhill Park Improvements

Goal 6 District Responsibility

• Complete and adopt Comprehensive Master Plan

Beyond 5 Years - 2026+

Goal 2 Outdoor Assets

• Complete Playground Replacement - CIP Playground Appendix

• Develop Park Master Plan Priority Improvement List for remaining park locations

• Develop Park Master Plan for Techny Prairie Park and Fields Improvements