2019-2023 comprehensive master plan - western springs park ...c8b89812... · in 1886, western...

2019-2023 Comprehensive Master Plan

www.design-perspectives.net

September 2018

“Telling Compelling and Unique Outdoor Park Stories”

Prepared by:


ii Western Springs Park District

Acknowledgements

Park Board of Commissioners:

Chris Dallavo, President

Nicole Chen, Vice-President

Angelo Velliotis, Treasurer

Norma Zeitler, Commissioner

Matt Krull, Commissioner

Doug Stoltz, Commissioner

Jim Cirrincione, Commissioner

Park District Staff:

Walter Knake,Executive Director

Dennis Conway, Superintedent of Parks

Barb Kartzmark, Program Coordinator, Board/Executive Secretary

Bill Raftery, Groundsman II

Nick Gleitsman, Groundsman I

Megan Thomason,Support Staff

Western Springs Park District:

4400 Central AvenueWestern Springs, IL 60558

Phone: 708-246-4225Fax: 708-246-0178

www.wsparks.org

Project Consultants:

Design Perspectives, Inc.1280 Iroquois AvenueSuite 110Naperville, IL 60563

P: 630-428-3134

www.design-perspectives.net

Tod J. Stanton: PresidentJon Ruble: Landscape ArchitectCatt Eicher: Park Planner

Public Research Group, LLC1280 Iroquois AvenueSuite 110Naperville, IL 60563

P: 630-606-0776

www.publicresearchgroup.com

Special Thanks to:

We would like to thank Walt Knake and staff as well as the Park Board for input throughout the master planning process.

iiiWestern Springs Park District


Table of Contents

Section

Executive Summary

Chapter 1- Our Purpose & ProcessHistory

Master Plan ProcessPurpose of Planning

Chapter 2- Understanding our Current EnvironmentAdministration

Organizational CultureFinances

Recreation ProgramsParks Inventory

Standards DevelopmentLevel of Service Analysis

Partnerships

Chapter 3- Listening to our CommunityCommunity Profile

Community Survey ResultsPublic & Stakeholder Input

Key Outcomes of Assessment Analysis

Chapter 4- Envisioning our FutureStrategic Atlas

Goals & Objectives Timing

Chapter 5- Bold Steps Forward for our FutureAction Plan

Conceptual Park Planning Capital Improvement

PlanningConclusion

Appendix

Page

1

4

6

64

84

98

139

1Western Springs Park District


Executive Summary

“Tell compelling park stories”. These words are ones that the Park District knows very well and has a deep meaning with the community. In the summer of 2018, the Western Springs Park District proceeded with a Comprehensive Master Plan process to create a series of goals, objectives and recommendations that will guide the decision making and strategic investments over the next 5 years with an ongoing review for progress and adjustments. With the times changing at such a rapid pace, it is important that park and recreation services stay on the cutting edge making the most of every opportunity. There will be many such opportunities in the future due to the unique nature of how strong the community bonds with the parks. This connection between the parks and the people of Western Springs is an important one that will impact the future direction. The Park District feels personable, small and friendly, much like the town it serves.

Outcomes

The planning process was led by the talented consortium of Design Perspectives and Public Research Group, an all in-house team with its first effort centered on outreach and engagement to learn about the community. The next series of steps that allowed for analysis, then goals & objectives and finally recommendations.

In the very beginning of the planning process, three questions were consistently orbiting the conversation:

• Should an effort be made to pursue a single agency that handles all park and recreation within the Village?

• Should the Park District seek out ways to increase sustainability efforts?• What does the community expect the parks to become in the future?

Answers to these questions can be found throughout the Comprehensive Master Plan.

2 Western Springs Park District


The strategic atlas below illustrates the key outcomes based on the strategic goals and objectives laid out in order of importance based on the three core function areas of the agency.

Parks

Administration

Recreation

Key Outcomes

Key Outcomes

Key Outcomes

Create great park spaces that

keep a strong connection to

the community

Seek funding assistance from

alternative revenue sources for potential

future capital improvements

Perform a capital bond feasibility

study

Secure a viable financial future for

the Park District

Restructure the organization to

align with future operations

Develop a “point agency for parks”

campaign

Integrate innovation into

outdoor programming in

the parks

Perform pricing evaluation on fees

& rentals

Leverage affiliate programming

partnerships for long term

success

Tier 3.0

Tier 2.0

Tier 1.0



Conclusion

The process has led the Park District to validate the connection and importance of parks to the overall well-being of the community. However, the journey is just beginning. The analysis has developed three major outcomes that have been identified. The community voiced a clear opinion as to what is important in the next 5 years that includes:

• Figure out through honest cooperation if a future with one parks and recreation agency is the right solution for our community.

• The parks should respect the past, generally service the neighborhood needs and not be dramatically changed but be improved with the options of new comfort facilities being built. The level of improvements will be defined by community support for a tax increase.

• The Park District has an opportunity to become the signature provider by expanding programming in the areas untouched by the current providers including special events (all ages), education programs (youth) and outdoor fitness (active adults).

The community will notice efforts in these directions to move the Park District forward and value the current planning for an ever changing future.



Chapter 1- Our Purpose & Process

The Comprehensive Master Plan’s primary purpose is to create strategies over the next five years to guide an agency focusing on ways to better serve the community. This plan provides information on the existing conditions of the Western Springs Park District and is the result of the examination of input opportunities, reviewing reports and park visits. Meetings were held to obtain information and learn about the Park District from board members, staff and the public. Information on the community’s interests, needs and desires were solicited through a survey, a community wide Parks Day and focus groups all conducted by the Public Research Group. This allowed for an extensive collection of information from which recommendations were drawn.

Mission, Vision & Values StatementsThese statements are part of the strategic direction of the agency. The following are proposed mission and vision statements as part of the strategic planning direction in 2018.

Mission:

The Western Springs Park District provides quality parks and facilities that draw people together for outdoor recreation, fitness and play, and preserves open spaces for present and future generations.

Vision:

Working together to build the Village of Western Springs into a vibrant, connected, safe and healthy community.

Values:

Our mission is guided by these values; Safety, Sustainability, Cleanliness, Comfort and Inclusion.

History

In 1886, Western Springs was incorporated as a village by a public vote of 34 to 25. A prominent Quaker developer, T. C. Hill, was elected as the town’s first president. The mineral spring went dry in 1890, and the village built their first water work system, including the Western Spring’s famous water tower which stood 112 feet high. It was replaced in 1962 and was converted to a museum in 1970. In 1981, it was registered in the National Register of Historic Places.

The Western Springs Park District was founded on December 11, 1923 and the first Park Board meeting was held February 6, 1924. The Park District has provided memorable experiences in parks and recreation since its inception and they continue to provide a wide range of recreation services to their population of 12,975 residents. The Park Board acquired its first park site through condemnation proceedings that ended in 1931 in the Illinois State Supreme Court. This park site was 12 acres and was approximately 30% of what is now Spring Rock Park, the District’s largest park.

Presently, the District owns and maintains thirteen park sites totaling 90 acres. The organization is led by seven elected officials of the Western Springs Board who volunteer their services to the community.



Master Plan Process

The primary purpose for pursuing the development of a master plan is to establish a planning process which the park board, staff and citizens understand. The process will produce a blueprint for the future of the Park District. This process is designed to collect input so that Park District leaders and citizens can work toward common goals in serving the entire community.

The following outlines key steps in the planning process that included:

• Visioning sessions• Community input opportunities• Community input sessions• Community survey• Partnership analysis• Park inventory & analysis• Standards development• Level of service analysis• Conceptual park planning• Capital improvement planning• Master plan directional road map, goals & initiatives• Implementation action plan

Purpose of the Plan:

• Establish priorities for future direction based on research and documented needs.• Develop goals with recommendations on how to achieve future priorities.• Develop objectives for decision-making to allow officials to continue to act in the public interest.• Develop a plan that places value in park and recreation opportunities for all Park District residents to enjoy.• Establish a forward thinking capital improvement plan of existing and to guide the direction for planning and development.

One purpose of having a Comprehensive Master Plan is to become grant eligible, particularly for Open Space, Land Acquisition and Development (OSLAD) grants. In order for parks and recreation agencies in Illinois to pursue OSLAD grants, the Illinois Department of Natural Resources awards points to agencies that have current comprehensive master plans, which could be critical in being awarded the grants in that competitive environment.

There are other notable reasons for having a Comprehensive Master Plan. These plans represent a general agreement between the board & staff, partners and the general public that moves the Park District forward in a way in which all parties understand and agree upon. By virtue of the public having input into the planning process, the board & staff are more aware of the public’s wants and needs, allowing for the development of goals and objectives to meet those demonstrated needs.



Chapter 2- Understanding our Current Environment

Administration:

The core of the Western Springs Park District administrative system is comprised of the Park Board and the small team of staff members. Each of these two groups have important roles in the function and cohesive operation of the Park District. The Park Board is responsible for overall governance of the District through policies and financial management. The Board is comprised of seven elected officials who share their passion and determination to maintain and improve the Western Springs community through their involvement with the Park District.

The staffing level for the Park District is small with only 5 full time personnel, mostly centered on park maintenance and all work directly under the Executive Director. The Executive Director is responsible for implementation of District policies, building consensus among the Park Board and for the day to day operations that keep the Park District running.

As part of the planning process and review of the current staffing plan, a subtle change to the organization chart is being considered that will provide for greater efficiencies. The financial impact to the operational budget is minimized by the incluision of these new positions. There is a need for a few new positions centered on administrative and communication duties and these changes are illustrated as follows:



Organizational Culture:

The culture of an organization is defined by the people that make up that organization, each one bringing in different personalities, values, personal goals and experiences to the group. In order to gain incite into the Western Springs Park District, a meeting was held with the staff to discuss and identify the basic levels, types and importance of values that make up the organizational culture.

There are 4 basic organizational culture types:

• Control: Value standardization, control and a well-defined structure for authority and decision making

• Compete: Value effective external relationships over internal integration

• Collaborate: Value internal unity, teamwork and integration

• Create: Value flexibility, adaptability and thrives in chaos

The majority of the responses perceived the organization as collaborative in nature which mainly values an open, teamwork oriented culture. This type of organization is truly reflective of a culture that the current employees seek out in today’s work environment.

Parks Inventory & Analysis:

The parks inventory and level of service analysis are key components of the Park District’s service to the community. These critical areas must be assessed in order to provide an accurate understanding to the Comprehensive Master Plan’s purpose. After determining the parks inventory, a Level of Service (LOS) analysis is created for a basic understanding of which park elements are being provided to the community. Further analysis illustrates where these elements provide services and if there are any areas either needing additional services or that have a redundancy of any service. Design Perspectives developed a new method for parks inventory as well as level of service analysis to better provide the Park District more understandable and information-rich maps.



Park

s M

atrix

Amen

ities

Park

Nam

e

Acres

Classification

Administration Office

Baggo Court

Bandshell

Youth Baseball Field

Baseball Field

Lighted Baseball Field

Softball Field

Lighted Softball Field

Basketball Court

Batting Cages

Bocce Court

Climbing Wall

Community Garden

Concessions

Dog Park

Drinking Fountain

Fitness Equipment

Football Field

Game Tables (Chess & Checkers)

In-line Skating Rink

Lighted Football Field

Meeting/Rental Room

Park Shelter

Pickeball Court

Playground

Parking Lot

Restroom

Skate Park

Soccer Field

Splash Pad

Tennis Court

Lighted Tennis Courts

Volleyball Court

Ponds & Basins

Open Space

Walking Path (Miles)

Com

mem

orat

ive

Park

0.2

TOT

Cla

rk P

ark

0.9

TOT

1

11

0.15

Fiel

d Pa

rk7.

7N

P1

2

11

11

0.4

Fore

st H

ills P

ark

6.9

NP

1

22

11

Laid

law

Par

k3.

1N

P1

2

21

1

21

Nor

thea

st P

ark

2.1

NP

11

41

1

Rid

ge A

cres

Par

k2.

1N

P1

11

1

11

Rid

gew

ood

Park

4N

P1

1

19

11

10.

3

Sere

da P

ark

5.9

NP

11

1

11

1

Sprin

g R

ock

Park

41.7

CP

11

2

22

11

23

11

11

22

31

4

72

11.

5

Sprin

gdal

e Pa

rk7.

5N

P2

21

11

12

2

Tim

ber T

rails

Par

k5.

1N

P1

2

31

11

11

11

Vete

rans

Mem

oria

l Par

k1.

2TO

T1

11

Tota

l88

.41

00

100

22

013

10

01

20

1210

15

21

07

414

43

013

07

72

25

2.35

Key

CP

= C

omm

unity

Par

k

NP

= N

eigh

borh

ood

Park

TOT=

Tot L

ot

FS=F

acilit

y

OS

= O

pen

Spac

e



The charts and maps on the following pages illustrate each park with individual elements located and scored. The Type, Condition & Quantity (TCQ) scoring system was developed by Design Perspectives in order to analyze the overall condition of each park in the whole system. This helps determine what parks may need more immediate attention or what parks provide higher services and opportunities to the community.

Before each park is given an overall TCQ score each individual park element is classified into the following categories:

Type:• Basic - Small Elements essential to most parks.• Standard - Elements found in many parks.• Advanced - Elements unique to certain parks.

Condition:• Poor - May be unusable/needs replaced• Fair - Not well maintained but still usable• Good - Well maintained and very usable• Excellent - Top condition/just like new

Quantity:• Number of each element.



Park

Bou

ndar

yPa

rk F

eatu

rePE100

No

rth

Scal

e: N

TS

Com

mem

orat

ive

Park

Oakwood Dr.

PE103



Prepared

Park NamePark ClassificationPark Size

Type Condition Quantity TCQ Score Score Notes

PE103 Bench B G 1 0.2

Total General TCQ Score 0.2 POOR

Total Active TCQ Score 0.0 POOR

Total Passive TCQ Score 0.0 POOR

Total TCQ Score 0.2 POOR

General Park Elements (100)

Commemorative ParkTot0.2

Active Park Elements (200)

Passive Park Elements (300)



Park

Bou

ndar

yPa

rk F

eatu

rePE100

No

rth

Scal

e: N

TS

Cla

rk P

ark

Oakwood Dr.

PE114

PE223

PE223

PE307

PE103 PE116



Prepared



PE103 Bench B G 5 3.8PE104 Bike Rack B G 1 0.8PE112 Litter Can B F 1 0.3PE114 Park Sign S E 1 2.0PE116 Picnic Table B G 3 0.8 1 Game TablePE117 Recycling Can B F 1 0.5

Total General TCQ Score 8.0 EXCELLENT

PE223 Playground S P 1 1.0PE228 Soccer Field S G 1 1.5

Total Active TCQ Score 2.5 FAIR

PE307 Open Field B G 1 1.5PE314 Walking Trail S F 1 4.0 0.15 Miles

Total Passive TCQ Score 5.5 GOOD

Total TCQ Score 16.0 EXCELLENT




Clark ParkTot0.9



Park

Bou

ndar

yPa

rk F

eatu

rePE100

No

rth

Scal

e: N

TS

Fiel

d P

ark

Oakwood Dr.

PE114

PE203

PE223

PE228

PE203

PE230

PE224



Prepared



PE103 Bench B G 6 4.5PE104 Bike Rack B G 4 3.0PE112 Litter Can B G 3 1.1PE114 Park Sign S E 2 4.0PE116 Picnic Table B G 3 0.8

Total General TCQ Score 13.4 GOOD

PE203 Baseball/ Softball Field S G 1 1.5

PE204 Basketball Court S P 2 1.03 Half Courts. Rough Fencing

and HoopsPE222 Player Bench B G 2 0.8PE223 Playground S G 1 3.0

PE224 Roller Hockey Court S P 1 0.5Rough Fencing, Cracked

AsphaltPE230 Tennis Court S P 1 0.5 Rough Fencing


PE301 ADA Access S G 1 3.0PE307 Open Field B G 1 1.5PE314 Walking Trail S G 1 6.0 0.4 Miles

Total Passive TCQ Score 10.5 GOOD

Total TCQ Score 31.1 GOOD




Field ParkNeighborhood7.7



Park

Bou

ndar

yPa

rk F

eatu

rePE100

No

rth

Scal

e: N

TS

Fore

st H

ills P

ark

Oakwood Dr.

PE223

PE223

PE114

PE203

PE204

PE230

PE228

PE307



Prepared



PE103 Bench B F 2 1.0PE104 Bike Rack B G 1 0.8PE112 Litter Can B F 2 0.5PE114 Park Sign S E 1 2.0PE115 Parking B 0.0PE116 Picnic Table B F 4 0.7

Total General TCQ Score 4.9 FAIR

PE203 Baseball/ Softball Field S P 1 0.5 Improve FencingPE204 Basketball Court S F 2 2.0

PE223 Playground S F 2 4.0(1 Poor, 1 Good), (Poor: wood timber edge, Non

Acessible)PE228 Soccer Field S G 1 1.5PE230 Tennis Court S F 1 1.0


PE307 Open Field B G 1 1.5


Total TCQ Score 15.4 FAIR




Forest Hills ParkNeighborhood6.9



Park

Bou

ndar

yPa

rk F

eatu

rePE100

No

rth

Scal

e: N

TS

Laid

law

Par

k

Oakwood Dr.

PE230

PE223

PE203PE120

PE307

PE307



Prepared



PE103 Bench B G 7 5.3PE108 Drinking Fountain B G 2 1.5PE112 Litter Can B G 3 1.1PE114 Park Sign S E 1 2.0PE116 Picnic Table B G 4 1.0PE117 Recycling Can B G 1 0.8PE118 Restroom A F 1 3.0 PPPE120 Shelter S E 1 2.0


PE203 Baseball/ Softball Field S G 1 1.5PE204 Basketball Court S F 2 2.0 4 Half CourtsPE222 Player Bench B G 2 0.8PE223 Playground S E 1 4.0PE230 Tennis Court S F 2 2.0


PE301 ADA Access S G 1 3.0PE307 Open Field B G 1 1.5





Laidlaw ParkNeighborhood3.1



Park

Bou

ndar

yPa

rk F

eatu

rePE100

No

rth

Scal

e: N

TS

Nor

thea

st P

ark

Oakwood Dr.

PE114

PE220

PE223 PE204

PE108

PE228

PE307



Prepared



PE103 Bench B F 4 2.0PE104 Bike Rack B F 1 0.5PE108 Drinking Fountain B G 1 0.8PE112 Litter Can B F 1 0.3PE114 Park Sign S E 1 2.0PE116 Picnic Table B F 2 0.3PE117 Recycling Can B F 1 0.5PE118 Restroom A F 1 3.0 PP


PE204 Basketball Court S G 1 1.5 1 Half CourtPE220 Pickleball Court S G 4 6.0PE223 Playground S F 1 2.0PE228 Soccer Field S G 1 1.5


PE301 ADA Access S F 1 2.0PE307 Open Field B G 1 1.5






Northeast ParkNeighborhood2.1



Park

Bou

ndar

yPa

rk F

eatu

rePE100

No

rth

Scal

e: N

TS

Rid

ge A

cres

Par

k

Oakwood Dr.

PE114

PE203

PE120

PE223

PE203

PE230

PE307



Prepared



PE103 Bench B F 3 1.5PE112 Litter Can B F 2 0.5PE114 Park Sign S E 1 2.0PE116 Picnic Table B F 2 0.3PE117 Recycling Can B F 1 0.5PE118 Restroom A F 1 3.0 p.p.PE120 Shelter S F 1 1.0


PE203 Baseball/ Softball Field S P 1 0.5PE204 Basketball Court S P 1 0.5PE222 Player Bench B F 1 0.3PE223 Playground S G 1 3.0 Drainage IssuePE228 Soccer Field S G 1 1.5PE230 Tennis Court S P 1 0.5


PE301 ADA Access S F 1 2.0PE307 Open Field B P 1 0.5 Drainage






Ridge Acres ParkNeighborhood2.1



Park

Bou

ndar

yPa

rk F

eatu

rePE100

No

rth

Scal

e: N

TS

Rid

gew

ood

Par

k

Oakwood Dr.

PE114

PE203

PE204

PE120

PE213

PE228 PE307

PE223

PE314



Prepared



PE103 Bench B F 6 3.0 1 WoodenPE108 Drinking Fountain B G 1 0.8PE112 Litter Can B F 2 0.5PE114 Park Sign S E 1 2.0PE116 Picnic Table B F 4 0.7PE117 Recycling Can B F 1 0.5PE120 Shelter S P 1 0.5


PE203 Baseball/ Softball Field S P 1 0.5 Replace FencingPE204 Basketball Court S F 1 1.0PE213 Fitness station S G 9 13.5PE223 Playground S F 1 2.0PE228 Soccer Field S G 1 1.5

Total Active TCQ Score 18.5 GOOD

PE307 Open Field B G 1 1.5PE314 Walking Trail S F 1 4.0 0.3 Miles

Total Passive TCQ Score 5.5 FAIR





Ridgewood ParkNeighborhood4



Park

Bou

ndar

yPa

rk F

eatu

rePE100

No

rth

Scal

e: N

TS

Sere

da

Park

Oakwood Dr.

PE114

PE228

PE203

PE307

PE223

PE315



Prepared



PE103 Bench B F 6 3.0PE108 Drinking Fountain B F 1 0.5PE112 Litter Can B F 1 0.3PE114 Park Sign S E 2 4.0PE116 Picnic Table B F 2 0.3PE118 Restroom A F 1 3.0 PP


PE203 Baseball/ Softball Field S P 1 0.5 Poor DrainagePE223 Playground S F 1 2.0PE228 Soccer Field S F 1 1.0 Poor Drainage

Total Active TCQ Score 3.5 POOR

PE301 ADA Access S F 1 2.0PE307 Open Field B F 1 1.0 Poor DrainagePE315 Historic Feature A F 1 1.5






Sereda ParkNeighborhood5.9



Park

Bou

ndar

yPa

rk F

eatu

rePE100

No

rth

Scal

e: N

TS

Sprin

g Ro

ck P

ark

Oakwood Dr.



Prepared



PE103 Bench B F 13 6.5PE104 Bike Rack B F 3 1.5PE106 Concessions A F 2 3.0PE107 Dog Waste Bag Station S G 3 2.3PE108 Drinking Fountain B F 3 1.5PE110 Grill S F 2 1.0PE111 Lighting S F 1 2.0PE112 Litter Can B F 9 2.3PE114 Park Sign S E 2 4.0PE115 Parking B F 4 4.0PE116 Picnic Table B F 26 4.3PE117 Recycling Can B F 6 3.0PE118 Restroom A F 1 3.0PE120 Shelter S F 2 2.0


PE203 Baseball/ Softball Field S F 5 5.0PE204 Basketball Court S G 2 3.0PE205 Batting Cage A F 1 1.5PE206 Bleacher S F 22 11.0PE213 Fitness station S F 1 1.0PE214 Football Field A F 1 1.5PE222 Player Bench B F 16 4.0PE223 Playground S G 2 6.0PE224 Roller Hockey Court S F 1 1.0PE227 Sledding Hill A G 1 2.3PE228 Soccer Field S G 4 6.0PE230 Tennis Court S F 7 7.0PE231 Volleyball Court S F 2 2.0

Total Active TCQ Score 51.3 EXCELLENT

PE301 ADA Access S G 1 3.0PE303 Community Center A F 1 3.0PE304 Educational Signage A G 1 2.3PE307 Open Field B G 1 1.5PE309 Ornamental Planting B G 1 0.8PE312 Picnic Area S F 1 2.0PE314 Walking Trail S G 1 6.0 1.5 MilesPE315 Historic Feature A F 1 1.5PE316 Community Garden S G 1 3.0

Total Passive TCQ Score 23.0 EXCELLENT

Total TCQ Score 114.6 EXCELLENT




Spring Rock ParkCommunity41.7



Park

Bou

ndar

yPa

rk F

eatu

rePE100

No

rth

Scal

e: N

TS

Sprin

gdal

e Pa

rk

Oakwood Dr.

PE120

PE118

PE204

PE223

PE230

PE203

PE203

PE228



Prepared



PE103 Bench B F 8 4.0PE108 Drinking Fountain B F 1 0.5PE112 Litter Can B F 5 1.3PE114 Park Sign S E 1 2.0PE116 Picnic Table B F 5 0.8PE117 Recycling Can B F 1 0.5PE118 Restroom A P 1 1.5 Hand Dryers BrokenPE120 Shelter S F 1 1.0


PE203 Baseball/ Softball Field S P 2 1.0 Infield BadPE204 Basketball Court S F 2 2.0PE206 Bleacher S F 1 0.5PE222 Player Bench B F 4 1.0PE223 Playground S G 1 3.0PE228 Soccer Field S G 2 3.0PE230 Tennis Court S F 2 2.0

Total Active TCQ Score 12.5 GOOD

PE301 ADA Access S F 1 2.0 Cracked concrete at rampPE307 Open Field B G 1 1.5






Springdale ParkNeighborhood7.5



Park

Bou

ndar

yPa

rk F

eatu

rePE100

No

rth

Scal

e: N

TS

Timbe

r Tra

ils P

ark

Oakwood Dr.

PE203

PE118

PE115 PE120

PE223

PE228



Prepared



PE103 Bench B G 4 3.0PE108 Drinking Fountain B G 2 1.5PE112 Litter Can B G 4 1.5PE114 Park Sign S E 1 2.0PE115 Parking B F 1 1.0 23 Spaces (+2 Handicap)PE116 Picnic Table B G 8 2.0 3 Game TablesPE118 Restroom A E 1 6.0PE120 Shelter S E 1 2.0


PE203 Baseball/ Softball Field S F 1 1.0Loose Fencing near Player

BenchesPE206 Bleacher S G 2 1.5PE222 Player Bench B F 2 0.5PE223 Playground S G 1 3.0PE228 Soccer Field S G 1 1.5 Drainage Issue


PE301 ADA Access S G 1 3.0PE307 Open Field B G 1 1.5






Timber Trails ParkNeighborhood5.1



Park

Bou

ndar

yPa

rk F

eatu

rePE100

No

rth

Scal

e: N

TS

Vet

eran

s Mem

oria

l Par

k

Oakwood Dr.

PE114

PE223

PE115

PE116



Prepared



PE103 Bench B F 2 1.0PE108 Drinking Fountain B F 1 0.5PE112 Litter Can B F 1 0.3PE114 Park Sign S E 2 4.0

PE115 Parking B F 1 1.0Neighboring Church Parking

LotPE116 Picnic Table B F 2 0.3 1 (Poor) Game TablePE117 Recycling Can B F 1 0.5


PE223 Playground S F 1 2.0


PE301 ADA Access S F 1 2.0

Total Passive TCQ Score 2.0 FAIR





Veterans Memorial ParkTot1.2



Parks TCQ Scores:

The following table was created by consolidating all of the TCQ scores from each park. The blue column to the right illustrates the overall score each park received based on a classification from “poor” to “excellent”. As noted below, the overall park system needs capital improvements to achieve higher scores over the coming years.

Park or Facility Classification General Score Active Score Passive Score Total TCQ ScoreSpring Rock Park Community 40.3 Excellent 51.3 Excellent 23.0 Excellent 114.6 ExcellentSpringdale Park Neighborhood 11.6 Good 12.5 Good 3.5 Poor 27.6 FairField Park Neighborhood 13.4 Good 7.25 Fair 10.5 Good 31.1 GoodLaidlaw Park Neighborhood 16.6 Excellent 10.3 Fair 4.5 Poor 31.4 GoodRidgewood Park Neighborhood 7.9 Fair 18.5 Good 5.5 Fair 31.9 GoodClark Park Tot 8.0 Excellent 2.5 Fair 5.3 Good 16.0 ExcellentRidge Acres Park Neighborhood 8.8 Fair 6.3 Fair 2.5 Poor 17.6 FairForest Hills Park Neighborhood 4.9 Fair 9.0 Fair 1.5 Poor 15.4 FairTimber Trails Park Neighborhood 19.0 Excellent 7.5 Fair 4.5 Poor 31.0 GoodNortheast Park Neighborhood 9.3 Good 11.0 Fair 3.5 Poor 23.8 FairSereda Park Neighborhood 11.1 Good 3.5 Poor 4.5 Poor 19.1 FairVeterans Memorial Park Tot 7.6 Excellent 2.0 Fair 2.0 Fair 11.6 Good

Commemorative Park Tot 0.2 Poor 0.0 Poor 0.0 Poor 0.2 Poor

Standards Development

It is a common practice in the development of a Comprehensive Master Plan to explore the comparison of the agency’s existing outdoor recreation area features and the total land acres versus national guidelines and state wide standards. These guidelines and standards have become less relevant over the years and in many older, built out communities, not feasible to obtain. The basis of needs development for obtaining park acreage and/or new and improved outdoor park features is first and foremost developed by data gathering from community surveys, public meetings, special interest groups and other types of constructive public input to provide a reasonable basis for local planning. If the need is to secure additional park land is based on significant level of service deficiencies or to gather new park land to meet growing programming needs, then the agency should explore acquiring the needed asset.

The National Recreation and Park Association (NRPA) developed guidelines that have not been updated in recent years and within current planning circles there has been discussion about moving away from such due to a wide range of variety in local needs and availability of suitable land for both open space preservation and the development of park and recreational facilities. The need to understand local conditions and those community preferences are becoming more important to planning studies than arbitrary standards.

This becomes very apparent when discussing the average target of providing 10 acres of park land per 1,000 residents. The Park District has approximately 12,776 residents, meaning that the District would need to provide 127.7 acres of park and open space to meet that standard. The current acreage for the Western Springs Park District is 88.4 acres, which is 39.3 acres short of that threshold.



There is no open space within its political boundary that has a significant acreage total to obtain that standard. As you can see, the goal of obtaining the 127.7 acres is unrealistic and its resources could be put to better use. Furthermore, the survey results lists acquiring land as a low priority the Park District should focus on. The Park District current has 6.9 acres of parkland per 1,000 residents. It would be wise for the Park District to adopt a 7 acres per 1000 residents standard that allows the Park District to acquire small parcels when available, affordable and useful in the overall park system.

A more relevant conversation to review how the Park District stacks up in any standards department would be to review park against the Illinois Department of Natural Resources Statewide Comprehensive Outdoor Recreation Plan (SCORP). This document was updated in 2015 and is used to provide guidance for many units of government in planning open space preservation and development within the state. These numbers are statewide averages and reflect existing situations at a given point in time and are not a typical standard target to be achieved. They do however allow local units of government to see how they compare to other communities. Using the SCORP data, the following have been calculated for the Park District.

Facility Statewide Average Western Springs Park District18-Hole Golf Courses 123,000 None9-Hole Golf Courses 192,000 NoneAquatic Center/Pool 34,000 NoneBaseball Fields 5,750 1,100Basketball Courts 7,500 1,000Bocce Ball Courts 107,000 NoneDog Parks 84,000 NoneFishing Piers/Docks 22,000 NoneFootball Fields 25,000 6,500Frisbee Golf Courses 110,000 NoneFutsal Courts No Data NoneGolf Driving Range No Data NonePickleball Courts 90,000 3,250Playgrounds 3,000 930Shelters 4,400 1,860Skate Parks 70,000 NoneSoccer Fields 6,400 1,000Softball Fields 8,000 6,500Spray Grounds 40,000 NoneTennis Courts 6,000 930Volleyball Courts No Data 6,500

In general, the Park District provides a wide range of services that cover a large area of the community. Most of the park or recreation elements provide enough coverage for the total population, with some park services such as baseball fields and tennis courts having a large number of overlapping park locations. It is lacking however in other park amenities, most notably newer park features such as dog parks, skate parks, fishing piers and frisbee golf courses.



Level of Service Area Analysis

The Level of Service analysis illustrates the success of a parks system in regards to the services the Park District provides to the community. Each service provided by the parks or facility has a different geographic reach. In general, the Park District provides a wide range of services that cover a large area of the community. Most of the park or recreation elements provide enough coverage for the total population, with some park services such as baseball fields and tennis courts having a large number of overlapping park locations. It is lacking however in other park amenities, most notably newer park features such as dog parks, skate parks, fishing piers and frisbee golf courses.



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(201

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PartnershipsThe Western Springs Park District hosts many organizations that organize activities in our parks. The Park District takes an “investment” approach to working with its partners. Partnerships take on many different forms, but there are three primary types that the agency engages with. They include:

• Intergovernmental Partnerships• Affiliate Partnerships• Corporate Partnerships

All three of these types are important to the Park District mission. The first two are well established, but the third one, corporate partnerships, is an area that can grow in the future. Partnerships are charged user fees that contributes to the overall District revenue sources.

Intergovernmental Partnerships

Partnerships in this category are typically long standing and provide many benefits to those involved these agreements. The Park District has a successful history with these governmental agencies. In particular, the Western Springs Recreation Department provides much of the traditional recreation programming for the community and utilizes many of the outdoor park spaces and elements. The Recreation Department is a significant partner due to unique nature of the separation of park and recreation services within the Village. The Park District should strengthen the Library relationship in the future.

• School District 101• School District 106• Lyons Township H.S./District 204• South East Association for Special Parks & Recreation• Village of Western Springs• Western Springs Recreation Department

Affiliate Partnerships

Partnerships in this category are community based and usually straightforward relationships. The affiliate has a single purpose and is usually in need for space. The partnerships in this category can be awkward as leadership can change over time, affiliates can make capital improvements and provide on-going maintenance to spaces for their benefit and seek priority scheduling for those spaces. However, if managed properly, affiliates can engage the community unlike any others. The Park District has a significant focus on outdoor sports partnerships and should move towards inclusion of other service clubs and societies such as the Historical Society and Western Springs Moms.

• AYSO Region 300 Soccer• Celtics Soccer• Chicago Empire Soccer• Lyons Township Little League• Lyons Township Soccer Club• Newton Heath Soccer• Oak Brook Soccer Club• Village Club of Western Springs• Village of Western Springs• Western Springs Lacrosse• Western Springs Little League• Western Springs Rotary Club



Corporate Partnerships

As Park Districts’ realize a shift in revenue sources, corporate partners are becoming more of a focus for the future. As Western Springs is more of a residential bedroom community and lacks large corporations, the drive to work with small businesses that are part of the community is important. The Village of Western Springs has a vibrant business environment and can provide outlets for businesses that seek local exposure and value the mission of the Park District. A tiered approach of association is a smart strategy for corporations looking for a strong outlet into the local community.

Park Partner

This is the highest level of association with the Western Springs Park District, and benefits include exclusivity, brand exposure and hospitality in one core area. Each park partner would be a multi-year commitment and provide opportunities for high level visibility. The five Core Areas include:

• Athletic Park PartnerPut your brand in front of thousands of active households and directly reach sport and fitness enthusiasts!

• Community Programs PartnerCommunity Programs are comprised of select special events and a fun way to market your business.

• Go Green PartnerHelp advance green investments into the Park District.

• Playground Park PartnerBeing a “kid-friendly” community, the Park District provides neighborhoods with access to playgrounds for young families. Help keep the playgrounds looking good and a source of neighborhood pride.

• Spring Rock Park PartnerKnown as the signature park space of Western Springs, the Park District manages and maintains this beautiful community asset. There is always something that needs to be done in the park and this park partner will be in the center of the park universe.



Recreation Programs

The need to develop programs based on community values and the understanding of how that impacts the success of leisure services is extremely important. The Western Springs Park District has a desire to increase special events and develop recreation programs. The feedback from the survey also demonstrates the need to move into this new direction. A notion of keeping the unique relationship with the Recreation Department for Village residents is important. However, there will be changes in the future due to upcoming retirement of the Village Recreation Director. A primary objective in terms of programming is to offer supplemental leisure services that residents seek within the Village first before looking elsewhere. A secondary objective is to broker the transition of all outdoor recreation programming to the Park District for a clear line of responsibility.

The Park District current event planner for 2018 lists the following activities:

Special Events• Chili Cook Off• Selfie ExoFit 90• Easter Candy Hunt• N.E.A.T Day• Picnic in the Park• Movie Nights• Concerts in the Park• Teen Nights• Camping under the Star• National Night Out• October Fest• Halloween Bash

Sports• Pickleball Leagues• Men’s 16” Softball



The Park District is mainly focused on Special Events and have been successful in these limited offerings. The Park District maintain its presence in community special events as it has captured the market in that area but also needs a pragmatic shift to focus on program content programs. It has a stable following of families with young children, but the active adult population has lost contact with the Park District as illustrated in survey findings and is a viable option for programming opportunities missing within the community. Lastly, a signature special event wholly owned and operated by the Park District is lacking and should be a priority with a launch date in 2020. New programs could include:

Sports• Adult & Co-ED standard sports leagues (3 v 3 Basketball, Softball, Volleyball)• Camps & Clinics (Youth sports)• Youth specialty sports leagues (Flag football, futsal, lacrosse and ultimate Frisbee)

Fitness & Wellness• Wellness Topic Centered Classes • Individual, Group & Self-Guided Internet Based• Educational Nutrient• Outdoor Fitness (Independent Trainer)

Special Events• Concerts• Markets• Food Centered Festivals• Seasonal (Winter)

Stewardship• Outdoor nature exploration• Environmental education

Youth• Camps• Pre-teens• Adventure Recreation• Trips

Seniors• Fitness Clubs• Trips• Life Enrichment



Financials

Today there are approximately 305 Park Districts and 55 County Forest Preserve Districts in Illinois. There are also roughly 125 Parks and Recreation Departments of municipalities providing parks and recreation services, a few of them in communities where there are Park Districts. But in the majority of Illinois communities, there is one or the other.

Between 1868 (when Illinois Park Districts were created) and today, the body of legislation created by the Illinois General Assembly has evolved. Within that legislation is contained the taxing authority that Park Districts are permitted, the greatest of which is their ability to tax real estate within their boundaries.

In addition to the aforementioned taxes, the Park District Board has the authority to sell bonds and to repay these bonds through a general obligation of property taxpayers. The limits of the bonding authority of elected park District boards of commissioners are set by the Illinois General Assembly. Park District boards have the authority to have an outstanding general obligation bonded indebtedness of .575% of the EAV by action taken in a board meeting. This is referred to as a board’s non-referendum bonding authority. This is further restricted by PTELL (Property Tax Extension Limitation Law) that allows the district to levy to a certain ceiling amount annually, inflated by changes in the Consumer Price Index (“CPI”).

Park District boards are permitted by the General Assembly to have an outstanding indebtedness of 2.875% of the total value of their equalized assessed valuations. When this occurs, Park District boards can use fees from services to repay debt, or they can use their non-referendum bonding authority to repay them funded by general obligation property taxes. With approval of the voters, the limit of bonded indebtedness can increase to 5.75%

Based on the fact that the Western Springs Park District is permitted 2.875% indebtedness of its 2017 EAV of $769,964,494, it could have up to $22,136,479 (less outstanding debt) in debt obligations. It has approximately $1,890,000 in general obligation debit. Therefore, the legal debt margin for the Park District is approximately $20 million dollars. The Park District has several options available to increase funds for the future. They will all need voter approval to become a reality. The first is a permeant tax rate increase that would allow for increases in the operations, maintenance and bonding capacity. This is a comprehensive long-term solution to growing budgetary concerns but is also a more challenging approach for the tax payer. The second option is a more traditional approach to securing new bonding capacity for long term capital improvements thorough a series of referendum bonds that have a start date and an end date. The impact to the tax payer from the increased bond costs are set for a specific time frame which allows for the potential for future tax relief once the bonds are paid off and the levy is adjusted down to the previous tax rate.

The Park District will have limited non-referendum general obligation bonds increases over the course of this plan in the neighborhood of $225,000 over the next ten years. In the year 2023, the ability to levy a small $50,000 non-referendum bond for a short-term time period that would be continuously rolled over and increased when needed for smaller capital projects like fencing repairs, concrete walkways for ADA accessibility, drinking fountains, landscaping or others low dollar park elements identified in the capital plan would be a reasonable approach.

The Park District will also have an opportunity to re-structure its current debt structure in 2026 to gain approximately $1,000,000 in new non-referendum general obligation debt issuance authority to help lower a potential referendum tax impact.



2019 2020 2021 2022 2023 5 Year TotalOperation Revenue (Modest Approach) $950,000.00 $978,500.00 $1,037,210.00 $1,068,326.30 $1,068,326.30 $5,102,362.60

Operation Expenses (Modest Approach) $775,000.001,2 $798,250.00 $846,145.00 $896,913.70 $950,728.52 $4,267,037.22

Balance $175,000.00 $180,250.00 $191,065.00 $171,412.60 $117,597.78 $835,325.38

Capital Revenue (Preferred Capital Campaign-Enhancement Approach)

$975,000.00 $1,300,000.00 $1,375,000.00 $700,000.00 $400,000.00 $4,750,000.00

Capital Expenses (Preferred Capital Campaign-Enhancement Approach)

$1,400,000.00 $850,000.00 $1,300,000.00 $650,000.00 $375,000.00 $4,575,000.00

Balance -$425,000.00 $450,000.00 $75,000.00 $50,000.00 $25,000.00 $175,000.00

12 PT Hires @ $40K2Outsource Savings @10%Expenses @3% (Wage Increases, Etc)Expenses Jump to 6% (Healthcare Increases, Equipment Replacement, Etc)Revenue @ 3% (User Fees & Sponsorships)Revenue Jump @ 6% (Park Partner Sponsorships)Flat Revenue @0%

In review of the approved 2018 budget documents, a simple overview of the total revenue and total expenses is illustrated in the following table:

2018Revenues $1,490,285Expenses $1,032,145Balance $458,140

The Park District has a modest budget and generally operates in a conservative manner to ensure future financial obligations are met.



2024 2025 2026 2027 2028 10 Year TotalOperation Revenue (Modest Approach) $1,132,425.88 $1,132,425.88 $1,132,425.88 $1,166,398.65 $1,201,390.61 $10,867,429.50

Operation Expenses (Modest Approach) $979,250.38 $1,008,627.89 $1,038,886.73 $1,101,219.93 $1,167,293.12 $9,562,315.27

Balance $153,175.50 $123,797.99 $93,539.15 $65,178.73 $34,097.49 $1,305,114.23

Capital Revenue (Preferred Capital Campaign-Enhancement Approach)

$425,000.00 $90,000.00 $290,000.00 $250,000.00 $400,000.00 $10,955,000.00

Capital Expenses (Preferred Capital Campaign-Enhancement Approach)

$350,000.00 $130,000.00 $275,000.00 $260,000.00 $375,000.00 $10,540,000.00

Balance $75,000.00 -$40,000.00 $15,000.00 -$10,000.00 $25,000.00 $415,000.00

Expenses @3% (Wage Increases, Etc)Expenses Jump to 6% (Healthcare Increases, Equipment Replacement, Etc)Revenue @ 3% (User Fees & Sponsorships)Revenue Jump @ 6% (Park Partner Sponsorships)Flat Revenue @0%



Chapter 3- Listening to our Community

Community Profile

The following pages highlights the demographic profile of the Western Spring Park District.

Total Population1: 12,776Total Households1: 4,428Average Household Size1: 2.86Median Age1: 41.8

Female2: 49.6%Male2: 50.4%

Marital Status1

Never married: 23.6%Married: 69.2%Separated: 0.01%Widowed: 0.03%Divorced: 0.03%

Households1

Family: 80.1%Non-family: 19.9%

With Children: 42%Without Children: 58%

Median Household Income1: $134,014

Age Groups3

Under 18: 31.8%18-34: 9.4%35-54: 29.2%55-64: 13.7%65 & Over: 15.9%



Race & Ethnic Diversity3

White: 94.2%Hispanic or Latino: 3.8%Asian: 1.0%Black: 0%Other: 1.0%

Language Spoken3

English: 93.9%Greek: 1.9%Spanish: 1.7%

Growth Rate per Year6: 0.12%(2017 through 2022)

Occupational Employment1

White Collar: 68.5%Blue Collar: 31.5%

Education1

No High School: 0.7%Some High School: 2.2%Some College: 15.7%Associate Degree: 5.9%Bachelors Degree: 43.3%Graduate Degree: 32.2%

1 Western Springs Park District Marketing Plan - 2018 2 World Population Review – 20183 Neighborhood Scout – 20164 Hometown Locater – 2016



Community Survey Results

Methodology Public Research Group conducted a Parks Community Survey during the summer of 2018. The purpose of the survey was to gather resident opinions to help set priorities for the future development of parks, facilities, programs and services. The survey was designed to obtain statistically valid results from households throughout the Western Springs Park District. The consultant worked comprehensively with Park District staff and the Park Board in the development of the survey questionnaire.

The goal was to obtain a total of at least 400 survey responses. This goal was met with a total of 498 responses received that included 423 mail, 63 email and 12 phone surveys which the data gathering methodologies were combined into one data set. The survey allowed for over 90,000 possible data points to be analyzed from the 498 responses based on the possibility of 213 variable combinations from the 25 questions. Statistically, a sample of 498 households provides a margin of error of plus or minus 4.3% at a 95% confidence level that findings are representative of the sentiments of the residents of the Park District.



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Demographics of the Survey

The total number of completed survey responses was 498 between mail, email, and telephone. The following table shows that of the 498 who responded, 63% were female, 29% were male and 8% preferred not to say.

Question 24 asked for the age of the respondent and everyone else in the household. It should be understood that children generally do not respond to community surveys of this type, suggesting the average age of respondents to surveys should be roughly 7 years younger than the average age of Park District residents. The average age of respondents to the community survey was 36 years. The findings suggest that the respondents are representative of the community, and support the notion that its findings are valid.

Question 22 asks how long respondents have lived within the community. The responses were then combined, and the average length of residency for this survey was 19.7 years. Answers to this question varied, suggesting that the responses provide a good cross section of long time residents, as well as families new to the area.



Administration

Question 1 asked whether respondents were familiar with the Western Springs Park District. Respondents were permitted to say they were very familiar, somewhat familiar, or not at all familiar.

The data shows that 53% of respondents said they were very familiar, 43% said they were somewhat familiar, and 4% said they were not at all familiar. Question 2 asked respondents how likely they would be to recommend the Park District to friend or family member. Respondents were asked to choose from 0 to 10, with 0 being not at all and 10 being very likely. The data in the following graph shows that 81.9% of respondents would recommend the Park District or were neutral.

The Net Promoter Score of 30 would place the District on the positive score squarely in the good category. For comparison, a score 50 to 70 is excellent and above 70 is considered world class. Generally, if the Net Promoter Score is below 0, that is an indicator that the organization needs to start understanding and improving your customer satisfaction levels.



Question 3 asked respondents if they were familiar with the current arrangement with the Village of Western Springs Recreation Department and the Park District being independent of each other. The Recreation Department provides indoor and outdoor recreation activities and programs while the Park District owns and operates the outdoor park spaces. Respondents were nearly evenly split, with 50% being aware of the arrangement, 36% were not aware and 14% didn’t know. This suggests that respondents were reasonably aware of the current arrangement. However, at only to 50% mark, there is still a good amount of work in educating the community about the two agency approach to parks and recreation within the Village.

Question 4 asked respondents whether the Village of Western Springs Recreation Department and the Western Springs Park District should be combined into a single entity in the future. Over half of the respondents answered that yes they should combine at 55%, 35% didn’t know, and 10% said no they shouldn’t combine. The next two questions go into more detail on why respondents answered yes or no.



When asked why they answered yes, respondents felt that it would be a better allocation of resources at 26%, provides for a single point of responsibility at 25%, insures better efficiency at 23% and potential expansion of service at 19% were all nearly equal in value.

When asked why they answered no, respondents felt that there was no significant reason to change at 28%, allows for dedicated funds for the parks at 28%, insures independence from each other at 20% and allows for better transparency at 18% were all nearly equal in value.



Question 5 asked respondents if they agreed that the Park District contributed to their quality of life. Of the respondents, 88% agreed with the question, 10% had no opinion and 2% disagreed with the question.

Question 6 asked respondents if they agreed that well maintained parks increases the property values in the Village of Western Springs. Of the respondents, 95% agreed with the question, 4% had no opinion or didn’t know and 1% disagreed with the question.



Question 7 asked respondents if they agreed that well maintained parks attracted families to reside in the Village of Western Springs. Of the respondents, 90% agreed, 5% had no opinion, 4% didn’t know and 1% disagreed.

Question 8 asked respondents how they would rate their overall satisfaction with the parks of the Western Springs Park District. The majority of respondents at 80% were satisfied with the Park District. Based on research in the field, the District compares favorably to an average percentage of 65% in terms of overall satisfaction.



Communication

Question 9 asked through what media respondents learn about what is happening at the Western Springs Park District. The question was intended to identify the best means of communicating with residents.

The preliminary findings from the data received thus far shows the Village Newsletter as the most important method of communication with 35% of respondents reporting hearing about the park district there. Signs at the park was at 21% and word of mouth at 20%. Online media sources such as the website at 9% and social media at 8% seem to be ineffective at reaching the majority of residents.



Outside Agencies

Question 10 asked if residents or members of their household used any of the facilities outside of the Park District. Residents are using outside agencies for parks and recreation activities that include the library, forest preserves and local church/temple as the top three choices. When asked why in Question 11, the most common responses included literacy, convenience, fitness (indoor), walking paths and dog parks.



Parks

Question 12 asked how often residents how often they visit the parks in the Western Springs Park District. Respondents showed that parks and facilities are widely used at 93%. Based on research in the field, the District compares highly favorably to a percentage of 78% for overall visitation. No interest in the elements/amenities and “other” was cited as the top reasons for not visiting a park. There were a small series of open ended responses that included lack of shade and age as reasons why.



Question 13 and 14 asked respondents which Western Springs Park District parks that they or members of their household use and which park they visit the most. Spring Rock Park is clearly the most visited park at 44% while Laidlaw Park at 11% and Springdale Park and Field Park at 10%.

Question 15 asked respondents to rate their feelings about the park they visited the most. Overall, the parks that are visited by the respondents are safe, easily accessible and clean.



Question 16 asked respondents what outdoor park elements are important to you and your household to have in the parks. The top five responses included trees at 76%, restrooms at 65%, grassy areas in the parks at 59%, natural areas/open space at 57% and drinking fountains at 54%. Many of these park amenities are focused on providing comfort while using the parks

In following, question 17 asked respondents what they would recommend to be changed in the parks. The open ended responses were numerous and varied in nature but the general themes included allowing dogs in the parks, the need for a dog park, building restrooms/bathrooms, more shade in the parks, the need for a splash pad, correct drainage issues and more variety of elements in the parks



Future Priorities

Question 18 asked respondents on whether the Park District should focus on sustainable practices and green initiatives in the parks for the future. 71% of the respondents said yes, 23% had no opinion and only 6% said no, suggesting that respondents are supportive of sustainable practices and green initiatives

Question 19 asked respondents how important are the parks in providing educational value to children in the Park District. A majority at 34% of respondents find the parks are somewhat important, while 33% find them very important, 25% found them not important and 8% had no opinion.



Question 20 asked respondents to rate Park District priorities that they feel are important to them and their household. The respondents favored expanding opportunities for more special events in the parks, improving existing parks, continue current partnerships and building new facilities as a series of important actions for the future. Removing elements and just keeping the parks as they currently are scored low for future priorities.

Finally, question 21 asked respondents how much of a tax increase would they be willing to pay to fund the costs to renovate and improve the parks. 54% of the respondents said yes, 29% no and 17% did not know suggesting that respondents were generally supportive of a $1 to $5 tax increase. There will be a need for additional research to gauge tax payer support to what improvements are important and validate a specific dollar amount for those improvements.



Public & Stakeholder Input

Western Springs Park District Parks Day

On August 16, 2018, Design Perspectives and Public Research Group with assistance from the Park District staff spent the day out in the Village approaching and engaging the community for a 12 hours period with just one simple question, “In just a few words, please tell us what you want out of the Park District?” A significant amount of information was collected form over a hundred residents, male and female, old and young, including kids, during that time.

Overall, residents use and enjoy the parks and find the parks are well maintained. They wished for more information regarding the tollway project and the impact to Spring Rock Park. Residents would like to see more special events, especially at Spring Rock Park. This was reflected in the notion that some feel that Spring Rock Park is more of a ‘sports complex’ that a community park. A diverse series of events beyond the soccer and baseball crowd would be a welcome change of pace.

Stakeholder Interviews

The data collected from 16 different Park District stakeholders was large in volume but simple in nature. They expressed that the Park District needs to continue being good partners within the community. The Park District should be building a brand and expanding their presence in the community by providing recreation programming and events for all age groups. Some priorities for the Park District revolve around building more partnership opportunities and the possibility of merging the Park District and Recreation Department for the betterment of the community.

Staff Vision Meeting

The Public Research Group facilitated a staff visioning workshop on the afternoon of June 19, 2018 and the meeting was used to help identify strengths and issues as perceived by the staff of the Western Springs Park District. A series of questions were asked which helped top frame and provide direction to the overall discussion.

The majority of the staff enjoy working at the Park District and have a positive outlook for the future with a few areas of concern. A few park elements can be removed for a more different experience, such as a tree house play area or futuristic playground, more pickleball courts, the possibility of a dog park and repairing and keeping up to date with park improvements that have been put off in the past. The general sense from the group is that the Park District is a valuable agency to the quality of life for the community, doing a great deal of good with a very small staff and limited budget. The Park District needs to be work on improving the financial landscape of the agency when it comes to possibly achieving its future goals.



Delphi Committee Report Summary

In collecting additional community input, the Western Springs Park District organized a strategic focus group committee called the Delphi Committee. The committee was asked to provide input on four key areas that included Operations and Management, Recreation, Parks and Community Expectations.

Operations/Finances/ManagementThe Park District should seek out more opportunities to outsource routine tasks when possible that will lower pension and other employee related expenses. The Park District should continue to look at operational activities differently as the District has always been unique in this area. The administrative costs seem to be high to operate the Park District.

RecreationThe Delphi Committee agreed the Park District should keep creating unique special events in the community as this is important to the life of the Village. They also think that the Park District needs to look for low cost ways to develop events to get people to visit the parks year round and not just focus all their events during the busy summer months.

ParksThe Committee agree that the majority of the parks don’t need massive improvements, just keep it simple and make what we have better. Spring Rock Park needs a more defined identity and the park needs work to achieve more of a true community park feeling.

Community ExpectationsCurrently in the eyes of the community, the Park District is truly the parks, plain and simple. The District should never lose focus of that legacy of great parks that are recognized by the community as a staple to what makes life great in Western Springs.



Key Outcomes of Assessment Analysis

The information generated from the sessions combined with the survey data begins to develop a clear sequence of possible outcomes. In review of the visioning and the survey findings, this table highlights a simple strengths, weakness, opportunities and threats matrix in administration, recreation and parks.

Strengths Weakness Opportunities ThreatsAdministration Strong team

dynamicLack of funding Dynamic Master

Plan to get community buy in

Staff turn over

Recreation Community partnerships

Lack of programs for all age groups

Creating new programs and events

Community participation

Parks Outdoor parks that are used and well

maintained

Keeping up with Improvements

Incorporating Green Initiative pieces

Not having capital funding and no cohesive identity

This analysis will lead into a defined strategic direction and implementation objectives in the master plan.



Chapter 4- Envisioning our Future

Introduction

The most essential step in the Comprehensive Master Planning process is the development of goals and objectives. This master planning effort has been a course of investigation, analysis and interpretation to provide consensus for a board vision for the future. The process has gathered valuable information provided from a number of sources within the community. The public has provided input, a focus group of diverse community members met over the course of a month sharing wisdom and insight about future efforts, stakeholders have been engaged, a survey of over 400 households has been sampled and analyzed and finally the District staff as well as the Park Board have provided their ideas.

Strategic Atlas

All of these sources have been taken into consideration to determine the parks and recreation needs for the Village. The goals and objectives are the cornerstone of any plan. The goals for this planning effort were developed into three main categories that focus on:

• Administration• Recreation• Parks



The strategic atlas illustrates a clear overview of the major outcomes based on assigning a level of importance to the categories generated by the goals and objectives, laid out based on the three core function areas of the Park District.

• (High Priority) Tier 1.0 - Parks• (Mid Priority) Tier 2.0 - Administration• (Low Priority) Tier 3.0 - Recreation

Parks

Administration

Recreation

Key Outcomes

Key Outcomes

Key Outcomes

Create great park spaces that

keep a strong connection to

the community

Seek funding assistance from

alternative revenue sources for potential

future capital improvements

Perform a capital bond feasibility

study

Secure a viable financial future for

the Park District

Restructure the organization to

align with future operations

Develop a “point agency for parks”

campaign

Integrate innovation into

outdoor programming in

the parks

Perform pricing evaluation on fees

& rentals

Leverage affiliate programming

partnerships for long term

success

Tier 3.0

Tier 2.0

Tier 1.0



Goals and Objectives

This Comprehensive Master Plan categorizes the goals into three core areas which includes Parks, Administration and Recreation in that order of importance. Ultimately, the Comprehensive Master Plan should be viewed as a road map to help depict a future direction. It should be understood that goals are different from objectives by which goals provide the high level views while objectives are the pivotal steps that create action towards completion of those goals. The plan should always be evaluated on an on-going basis to remain as current as possible as the times and influences will change. The goals and objectives may need to be revisited and revised in the future to address these changes.

Summary of Parks Topics facing the Park District:

a. Level of Service• Evaluation to add elements to address gaps in service. • Evaluation to remove elements to avoid duplication of services within the system.• Define the right quantity of park elements in relation to accepted industry standards.

b. Capital Spending• No secured long term capital funding for park. • No grants have been pursued in years.• No significant capital agreements in place with partners to improve park elements.

c. Planning & Design• Need to engage the community on park re-development planning.• The majority of the parks feel dated and lack a signature park element.• Impact on Spring Rock Park from the Tollway project both from a temporary and permanent basis.



Parks Goals & Objectives:

Goal: Create great park spaces that keep a strong connection to the community.

Objectives:

• Develop cohesive plans with community rollout for each park project to gather public input that are a reflection of the community.

• Every park should contain a signature park element within it that makes it stand out within the overall park system.

• Construct parks that have a blend of active and passive uses.

Goal: Coordinate capital plan development with outdoor recreation programming opportunities.

Objectives:

• Develop a District desk review of all future park plans with the design consultant to discuss what recreation needs could be included in the capital project for possible programming activities.

• Implement a way of defining what is feasibly within target budget parameters for the capital project.• Review the project requests with the design consultant and decide what can be included in the upcoming

capital project.

Goal: Seek funding assistance from alternative revenue sources for potential future capital improvements.

Objectives:

• Identify and apply for grants that can assist in the construction of park improvements.• Capital projects that have been identified as potential OSLAD grant development candidates include but

not limited to Spring Rock Park, Springdale Park and Ridgewood Park.• Seek out other revenue sources that include sponsorships and/or partnerships for select parks

improvements that includes green initiatives.



Goal: Create a defined vision for green initiatives investment throughout the park system.

Objectives:

• Identify an appropriate green initiative for each park.• Install and educate the community on the expected benefit of the green initiative at each park.• Monitor and report back to the community the performance associated with the green initiatives throughout

the system.

Goal: Perform a strategic evaluation of parkland & recreation facilities within the community.

Objectives:

• Work to identify and fund future purchases of strategic park and open space land parcels that become available if financially feasible such as the Timber Trails area.

• Work to identify and sell park land that is deemed surplus and no longer is needed to fulfill the mission of the Park District. This would include selling Bench Park and at Sereda Park the creation of a residential lot to be sold along the southern property line at cul de sac.

Goal: Conduct a parks maintenance management initiative.

Objectives:

• Develop a natural resource management plan in 2019 with a focus on forestry for the existing park system for future stewardship of tree canopy and open spaces. This would include planting native trees for future canopy replacement and planting native grasses and forbs in areas of low programming importance for improved habitat and environmental diversity.

• Prepare a District wide park maintenance operations plan for in-house deployment of crew resources and outsourced contracted services. The plan will provide detailed steps to accomplish parks .

• Develop a practical standard for site furnishings, ballfields, playgrounds, etc. for consistency. Implement the standard District-wide as project elements incorporated into the capital projects.



Goal: Perform a capital bond feasibility study.

Objectives:

• Prepare a District driven feasibility study in 2018 for future bond funding for identified capital projects. • Prepare a capital campaign with public involvement steps. This will include public forums, polls, stakeholder

presentations, etc. for roll out to the community for feedback.• Adjust direction based on feedback and commit to a 2019 target date for voter consideration for an

increase in bonding authority for the long term capital investment.

Goal: Keep the community informed of the Tollway project disturbance to Spring Rock Park.

Objectives:

• Prepare documentation to inform the residents of the short and long term changes to the park. • Install a camera for the public to view construction progress.• Release updates on an on-going basis via Social Media.



Summary of Administrative Topics facing the Park District:

a. Financing

• Limited tax rate. • Lack of significant capital dollars in short term budget for system wide improvements. • The development of long term financial planning forecasting revenue generation and expenditure

needs.

b. Operations

• Having a revised organizational structure with the right people in the right places.• Discussion on the future of the two park and recreation entities in the community with the possibility

of combining the two into one.• Expanding the use of the Parks Foundation.

c. Marketing/Visibility

• Strengthen the relationship with the local business community. • Advance Social media effectiveness.• Attend civic events within the local area for Park District exposure.



Administrative Goals & Objectives:

Goal: Secure a viable financial future for the Park District.

Objectives:

• Agree to maintain a short term operating budget with the philosophy that funds will be available for the day to day needs for operational excellence with a goal of building additional reserves when possible.

• Develop a sound long term financial strategy for sustaining Park District operations and investment into significant capital improvements.

• Expand the role of the Friends of the Parks foundation for additional financial resources by leveraging charitable tax deductible giving opportunities. This would include meeting with the ‘Friends of the Park’ to develop and decide on fund drive priorities with the first three likely projects for support being the ‘Heroes Pavilion’ and the tennis court relocation at Spring Rock Park as well as the ‘Ice Skating Rink’ at Forest Hills Park.

• Continue to explore alternative funding revenue generating opportunities such as grants, the development of a park partner sponsorship drive, fees and rentals. The Park District should focus on the development of park partners that include but not limited to athletics, special events and green initiatives and retain exclusivity for each area. The Park District should look to maximize community partner fees as a way to offset on-going maintenance costs.

Goal: Advance external relationships with special interest groups.

Objectives:

• Review the status of current partnerships and assess the value of the relationship moving forward into the future.

• Seek to strengthen partnerships, including re-establishing old connections and fostering new ones where possible, to advance the mission of the Park District. This would include the Library, Historical Society, WSBA, Grand Avenue Senior Club, PTO’s, Service Clubs (Rotary & Lions) and the Western Springs Moms Club.

• Develop fair and straightforward agreements that provide benefits for all parties involved.



Goal: Restructure the organization to align with future operations.

Objectives:

• Adopt an organizational change as a better model of service to the community.• Develop a succession plan for the eventual retirement of the Executive Director.• Expand opportunities for contracted services.

Goal: Board Involvement in the Master Plan Implementation Process.

Objectives:

• Insure that the Park Board has an understanding of the five year living strategy of the master plan.• On an annual basis, hold a Park Board retreat where upcoming year goals are identified with an action

plan in place and any needed revisions are agreed upon for a change in the anticipated outcomes.• Discuss the progress on the master plan on a quarterly basis. • New board members should read the master plan and meet with the Executive Director to discuss any

questions surrounding the plan.

Goal: Improve the financial operating system.

Objectives:

• On an annual basis as part of the annual budget process discuss with Park Board the upcoming budget and review the past year annual financial performance.

• Transfer all financial matters starting in 2019 back in-house with a part time bookkeeper for journal entries and quarterly assistance from a local CPA for greater knowledge of the financial situation of the District operations.

• Create a simple to read monthly budget/actual report of pertinent financial information for fiscal transparency.



Goal: Develop a 2019 “point agency for parks” campaign.

Objectives:

• Host a recreation summit in 2018 with the Village Trustees to discuss political points of view for one “point” agency to handle all the parks and recreation within the Village.

• Develop an inclusive fact finding committee with appointments from both the Village and the Park District in 2019 to study the potential options for the delivery of parks and recreation services with a preferred solution within a 12 month window.

• Broker an option of transitioning all outdoor recreation programming in 2019 to the Park District moving forward for a clear division of recreation responsibilities.

• Involve the community in 2019 throughout the course of the discussions for insight and opinions.

Goal: Implement the 2018 District Marketing Plan.

Objectives:

• Move forward in the distribution of promotional media content and messaging, both digital and print, on a quarterly basis or better to the community to advance the communication strategy.

• Renovate web site.• Host a community appreciation day and open house in Spring Rock Park as a significant community

outreach effort focused on the different areas of District operations.• Hold a monthly coffee talk within the downtown business district to listen to residents within a relaxed

informal setting.• Executive Director to solicit public speaking engagements within the community for brand awareness and

value of the Park District.• Perform Resident Satisfaction Survey and benchmark findings for continued evaluation.

Goal: Maintain the Park District as a safe place to play and work.

Objectives:

• Complete PDRMA audit in 2018 and achieve an “A” audit rating.• Perform timely inspections on park elements that have public interaction. • Keep a safety oriented mindset in District operations.



Summary of Recreation Topics facing the Park District:

a. Lack of programming opportunities associated with Park District services

• No indoor facilities. • Village recreation department provides many of the classes. • Affiliates provide much of the youth sports programs.

b. Historical connection to Affiliates

• Priority use of park spaces. • Little control over the re-alignment of parks due to past use patterns and limited investment of user

groups own capital. • Focus on capital investments that primarily benefit user groups.

c. Adjustment to rental pricing structure

• Resistance to increases in rental fees.• Provide justification for increases based on costs to provide park elements for recreation use.• Provide a forecast of proposed fee increase for affiliates to plan on in the future.



Recreation Goals & Objectives:

Goal: Integrate innovation into outdoor programming in the parks. Objectives:

• Focus on the development of trendy programs for the community. • Expand small scale neighborhood sized special events offerings within the parks.• Develop a large scale community sized special event at Spring Rock Park that can become a signature

Park District event.• Explore and develop outdoor winter recreation opportunities.• Organize and operate specialty in-house youth sports leagues such as flag football, futsal, lacrosse and

ultimate Frisbee.• Become the premier adult sport leagues provider within the Village in such sports such as 3 on 3

basketball, softball, soccer, volleyball and pickleball.• Organize and operate nature based classes either independently or in a cooperative fashion within a

partnership.• Offer education programs for youth.• Offer active adult and senior that stress outdoor activities.

Goal: Perform performance evaluations on all events, programs and rentals.

Objectives:

• Perform a pricing evaluation for all events, programs and rentals both new and existing by value benefit vs cost recovery using the cost pyramid model in the 2018 Marketing Plan to establish a philosophy of cost recovery.

• Expand the ability for shelter rentals within the District.• Provide recommendation to the Park Board for adjustments every two years.

Goal: Perform evaluation on fees & rentals.

Objective:

• Perform a yearly pricing evaluation to establish a philosophy of cost recovery for programs and rentals.• Expand the ability for shelter rentals within the District.• Provide recommendation to the Park Board for adjustments every two years.



Goal: Leverage affiliate programming partnerships for long term success.

Objectives:

• Perform a simple space utilization analysis to learn the availability of fields and rental spaces with the parks.

• Meet with current affiliates on a six month basis to discuss needs and identify organizational changes that could impact the future.

• Keep partnership agreements valid for a three year period.



Timing

There are goals and objectives that have longer time commitments to implement and others that do not. Depending on timing when Comprehensive Master Plans are adopted, there are also grant opportunities available to agencies that take priority over the implementation of other goals and objectives. The next section of this Comprehensive Master Plan presents the goals and objectives and their milestones in more or less the order in which they need to be accomplished over the next 5 years. There is a level of discretion that the Park Board and staff have in achieving them, but some of the dates are important in the order in which they are presented. Overall, most of the goals and objectives should begin to be implemented during the 2019 calendar year, but it is the hope and desire of the plan that the goals and objectives be reviewed on an at least an annual basis and that any not implemented be re-evaluated for their appropriateness.

The capital improvement plan has three possible timing scenarios that will be implemented from the outcome of an upcoming referendum ballot question. The following are the potential strategies:

• Maintenance Tract – Limited improvements with select park projects infrequently spaced over a ten year period funded through the current bonding limits.

• Enhancement Tract- District wide improvements with projects for all the parks providing for the most commonly requested amenities regularly spaced over a ten year period funded through increased bonding limits.

• Modernization Tract - District wide improvements with projects for all parks providing for both commonly requested funded by an increased bonding limits and field upgrades funded by affiliates to park amenities regularly spaced over a ten year period.



Chapter 5- Bold Steps Forward for our Future

Action Plan

Any type of planning that wishes to be successful must have good background information as the foundation to build solid goals and objectives. The overall success of the plan truly lies with the agency’s desire to execute it. The previous chapter outlined specific strategic goals and objectives that have the ability to make significant progress in creating a better recognized Park District within the community in the future. The plan mainly focuses on parks, but does not lose the need to pay attention on the administration as well. It will allow the agency the opportunity to plan for capital needs, but just as important, create new opportunities to expand into new programs and events in the outdoor parks that has been missing from past endeavors.

This chapter is organized into a simple to follow action plan that should be implemented to meet the goals and objectives as outlined in this plan. It is the culmination of all the research, meetings, responses and discussions that has transpired during the planning process. The overarching end goal of this plan is to set a direction that can be implemented allowing for a positive impact to the overall environment surrounding the Western Springs Park District. The following table illustrates the timeline to accomplish the goals of this plan during the 5 and half year planning horizon. The goals and objectives are laid out by tier to mimic the importance highlighted by the strategic atlas, while each individual objective is color-coded high (red), medium (yellow) or low (blue) importance within each goal.



Goals Implementation Timeline

Goal Tier Objective Type 2018 2019 2020 2021 2022 2023

Goal: Create great park spaces that keep a strong connection to the community

Top

Develop cohesive plans with community rollout for each park project to gather public input that are a reflection of the community.

Parks X X X X X X

Every park should contain a signature park element within it that makes it stand out within the overall park system.

Parks X X X X X X

Construct parks that have a blend of active and passive uses.

Parks X X X X X X

Goal: Coordinate capital plan development with recreation programming opportunities

Top

Develop a District desk review of all future park plans with the design consultant to discuss what recreation needs could be included in the capital project for possible programming activities.

Parks X X X X X X

Implement a way of defining what is feasibly within target budget parameters for the capital project.

Parks X X X X X X

Review the project requests with the design consultant and decide what can be included in the upcoming capital project.

Parks X X X X X X

Goal: Seek funding assistance from alternative revenue sources for potential future capital improvements

TopIdentify and apply for grants that can assist in the construction of park improvements.

Parks X X X X X X

Capital projects that have been identified as potential OSLAD grant development candidates include but not limited to Spring Rock Park, Springdale Park and Ridgewood Park.

Parks X X X

Seek out other revenue sources that include sponsorships and/or partnerships for select parks improvements that includes green initiatives.

Parks X X X X X X



Goal Tier Objective Type 2018 2019 2020 2021 2022 2023Goal: Create a defined vision for green initiatives investment throughout the park system

Top Identify an appropriate green initiative for each park. Parks X

Install and educate the community on the expected benefit of the green initiative at each park.

Parks X X X X X

Monitor and report back to the community the performance associated with the green initiatives throughout the system.

Parks X X X X X

Goal: Perform a strategic evaluation of parkland & recreation facilities within the community

Top

Work to identify and fund future purchases of strategic park and open space land parcels that become available if financially feasible such as the Timber Trails area.

Parks X

Work to identify and sell park land that is deemed surplus and no longer is needed to fulfill the mission of the Park District. This would include selling Bench Park and the creation of a residential lot to be sold along the southern property line at cul de sac.

Parks X

Goal: Conduct a parks maintenance management initiative

Top

Develop a natural resource management plan in 2019 with a focus on forestry for the existing park system for future stewardship of tree canopy and open spaces. This would include planting native trees for future canopy replacement and planting native grasses and forbs in areas of low programming importance for improved habitat and environmental diversity.

Parks X

Prepare a District wide park maintenance operations plan for in-house deployment of crew resources and outsourced contracted services. The plan will provide detailed steps to accomplish a division of responsibilities.

Parks X

Develop a practical standard for site furnishings, ballfields, playgrounds, etc. for consistency. Implement the standard District-wide as project elements incorporated into the capital projects.

Parks X



Goal Tier Objective Type 2018 2019 2020 2021 2022 2023Goal: Develop performance standards for each significant recreation class grouping

Top

Develop a set of simple but effective set of 3 measurable matrix indicators to gauge outcomes for specific performance standards

Parks X

Collect and review data regularly Parks X X X X X

Develop actions to correct unwarranted recreation class performance

Parks X X X X X

Goal: Perform a capital bond feasibility study Top

Prepare a District driven feasibility study in 2018 for future bond funding for identified capital projects.

Parks X

Prepare a capital campaign with public involvement steps. This will include public forums, polls, stakeholder presentations, etc. for roll out to the community for feedback.

Parks X

Adjust direction based on feedback and commit to a 2019 target date for voter consideration for an increase in bonding authority for the long term capital investment.

Parks X

Goal: Keep the community informed of the Tollway project disturbance to Spring Rock Park

Top

Prepare documentation to inform the residents of the short and long term changes to the park.

Parks X

Install a camera for the public to view construction progress. Parks X

Release updates on an on-going basis via Social Media. Parks X X X X




Goal: Secure a viable financial future for the Park District

Mid

Agree to maintain a short term operating budget with the philosophy that funds will be available for the day to day needs for operational excellence with a goal of building additional reserves when possible.

Administration X

Develop a sound long term financial strategy for sustaining Park District operations and investment into significant capital improvements.

Administration X

Expand the role of the Friends of the Parks foundation for additional financial resources by leveraging charitable tax deductible giving opportunities.

Administration X X X X X

Meet with the ‘Friends of the Park’ to develop and decide on fund drive priorities with the first three likely projects for support being the ‘Heroes Pavilion’ and the tennis court relocation at Spring Rock Park as well as the ‘Ice Skating Rink’ at Forest Hills Park.

Administration X

Continue to explore alternative funding revenue generating opportunities such as grants, the development of a park partner sponsorship drive, fees and rentals. The Park District should focus on the development of park partners that include but not limited to athletics, special events and green initiatives and retain exclusivity for each area. The Park District should look to maximize community partner fees as a way to offset on-going maintenance costs.





Goal: Advance external relationships with special interest groups

Mid

Review the status of current partnerships and assess the value of the relationship moving forward into the future.

Administration X

Seek to strengthen partnerships, including re-establishing old connections and fostering new ones where possible, to advance the mission of the Park District. This would include the Library, Historical Society, WSBA, Grand Avenue Senior Club, PTO’s, Service Clubs (Rotary & Lions) and the Western Springs Moms Club.

Administration X

Develop fair and straightforward agreements that provide benefits for all parties involved.

Administration X X

Goal: Restructure the organization to align with future operations

MidAdopt an organizational change as a better model of service to the community.

Administration X

Develop a succession plan for the eventual retirement of the Executive Director.

Administration X

Expand opportunities for contracted services. Administration X X X X X

Goal: Board Involvement in the Master Plan Implementation Process

Mid

Insure that the Park Board has an understanding of the five year living strategy of the master plan.

Administration X

On an annual basis, hold a Park Board retreat where upcoming year goals are identified with an action plan in place and any needed revisions are agreed upon for a change in the anticipated outcomes.


Discuss the progress on the master plan on a quarterly basis.

Administration X X X X X X

New board members should read the master plan and meet with the Executive Director to discuss any questions surrounding the plan.

Administration




Goal: Improve the financial operating system

Mid

On an annual basis as part of the annual budget process discuss with Park Board the upcoming budget and review the past year annual financial performance.


Transfer all financial matters starting in 2019 back in-house with a part time bookkeeper for journal entries and quarterly assistance from a local CPA for greater knowledge of the financial situation of the District operations.

Administration X

Create a simple to read monthly budget/actual report of pertinent financial information for fiscal transparency.


Goal: Develop a 2019 “point agency for parks” campaign

Mid

Host a recreation summit in 2018 with the Village Trustees to discuss political points of view for one “point” agency to handle all the parks and recreation within the Village.

Administration X

Develop an inclusive fact finding committee with appointments from both the Village and the Park District in 2019 to study the potential options for the delivery of parks and recreation services with a preferred solution within a 12 month window.

Administration X

Broker an option of transitioning all outdoor recreation programming in 2019 to the Park District moving forward for a clear division of recreation responsibilities.

Administration X

Involve the community in 2019 throughout the course of the discussions for insight and opinions.

Administration X




Goal: Implement the 2018 District Marketing Plan

Mid

Move forward in the distribution of promotional media content and messaging, both digital and print, on a quarterly basis or better to the community to advance the communication strategy.


Renovate web site. Administration XHost a community appreciation day and open house in Spring Rock Park as a significant community outreach effort focused on the different areas of District operations.


Hold a monthly coffee talk within the downtown business district to listen to residents within a relaxed informal setting.


Executive Director to solicit public speaking engagements within the community for brand awareness and value of the Park District.

Administration X

Perform Resident Satisfaction Survey and benchmark findings for continued evaluation.


Goal: Maintain the Park District as a safe place to play and work

Mid Complete PDRMA audit in 2018 and achieve an “A” audit rating. Administration X

Perform timely inspections on park elements that have public interaction.


Keep a safety oriented mindset in District operations. Administration X X X X X X



Goal Tier Objective Type 2018 2019 2020 2021 2022 2023Goal: Integrate innovation into outdoor programming in the parks

LowFocus on the development of trendy programs for the community.

Recreation X X X X X

Expand small scale neighborhood sized special events offerings within the parks.

Recreation X

Develop a large scale community sized special event at Spring Rock Park that can become a signature Park District event.

Recreation X

Explore and develop outdoor winter recreation opportunities. Recreation X

Organize and operate specialty in-house youth sports leagues such as flag football, futsal, lacrosse and ultimate Frisbee.


Become the premier adult sport leagues provider within the Village in such sports such as 3 on 3 basketball, softball, soccer, volleyball and pickleball.


Organize and operate nature based classes either independently or in a cooperative fashion within a partnership.

Recreation X X X X

Offer education programs for youth. Recreation X

Offer active adult and senior that stress outdoor activities. Recreation X X X X X

Goal: Perform pricing evaluation on fees & rentals

Low

Perform a yearly pricing evaluation to establish a philosophy of cost recovery for programs and rentals.


Expand the ability for shelter rentals within the District. Recreation X X X

Provide recommendation to the Park Board for adjustments every two years.

Recreation X X X

Goal: Leverage affiliate programming partnerships for long term success

Low

Perform a simple space utilization analysis to learn the availability of fields and rental spaces with the parks.

Recreation X

Meet with current affiliates on a six month basis to discuss needs and identify organizational changes that could impact the future.


Keep partnership agreements valid for a three year period. Recreation X X



Capital Improvement Planning

The following pages of Chapter 5 lay out all of the Western Springs Park District’s Parks in conceptual planning format as a guide for future development and improvements. This ‘how-to’ guide is intended to be diagrammatic recommendations to provide a strong starting point to all members of the Park Board, Staff and persons responsible for the planning, design, detail and overall maintenance of the park system. All future improvements projects performed by the District should utilize these conceptual plans and recommendations in order to achieve their full potential within the overall park system.

Quality of Service Identification

The Quality of Service (QOS) matrix on the following pages illustrates the accumulation of all analysis and project recommendations for each individual park and facility. Through the scoring of each park or facility’s inventory, level of service and projected capital, the QOS matrix charts the total impact each has on the overall park. This unique approach of looking at each individual park through multiple lenses over various high-importance factors helps to illustrate the priorities and direction of the District.

The breakdown of categories that comprise the QOS matrix are:

-Use The total amount of community involvement with each park.-Capital Investment The projected capital required for all recommended improvements to each park.-Level of Service The size/use area of each park determined through the LOS analysis.-Projected Impact The overall difference or outcome to the community possible if recommended improvements are achieved.-TCQ The score of each park received as part of the inventory and analysis.-QOS The final score given to each park to identify each one’s individual priority.



Capital Improvement Plan Funding

The capital improvement plan has three possible scenarios that will be implemented from the outcome of an upcoming referendum ballot question. The following are the potential strategies:

• Maintenance Approach• Enhancement Approach• Modernization Approach

The following tables provide a timeline with the identified funding sources that will be needed to implement each approach.

The Capital Improvement Plan is broken down into Community Parks, Neighborhood Parks and Tot Lots.

QOS Score

Park or Facility Use Cost Level of Service Impact TCQ Score QOS ScoreSpring Rock Park 3 3 3 2 4 15

Springdale Park 3 3 2 3 2 13

Field Park 3 2 2 2 3 12

Laidlaw Park 3 1 2 2 3 11

Ridgewood Park 2 1 2 2 3 10

Clark Park 1 1 1 3 4 10

Ridge Acres Park 1 1 2 3 2 9

Forest Hills Park 2 1 2 2 2 9

Timber Trails Park 1 1 2 1 3 8

Northeast Park 2 1 2 1 2 8

Sereda Park 1 1 2 2 2 8

Veterans Memorial Park 1 1 1 1 3 7

Commemorative Park 1 1 1 1 1 5

1 - Low 1 - Low ($500,000 & Under)

1 - Low (Tot Lot) 1 - Low 1 - Poor

2 - Medium 2 - Medium ($500,000-$1,000,000)

2 - Medium (Neighborhood Park) 2 - Medium 2 - Fair

3 - High 3 - High ($1,000,000 & Up)

3 - High (Community Park/Special Use) 3 - High 3 - Good

4 - Excellent



Mai

nten

ance

App

roac

h

Lim

ited

impr

ovem

ents

with

sel

ect p

ark

proj

ects

infre

quen

tly s

pace

d ov

er a

ten

year

per

iod

fund

ed th

roug

h th

e cu

rrent

bon

ding

lim

its. T

he

prim

ary

scop

e of

wor

k w

ithin

this

trac

t will

be tw

o pl

aygr

ound

equ

ipm

ent r

epla

cem

ent p

roje

cts,

min

or fe

ncin

g re

pairs

, con

cret

e w

alks

for

ADA

acce

ss a

nd la

ndsc

ape

impr

ovem

ents

. Th

e m

ajor

ity o

f the

par

ks w

ill re

ceiv

e im

prov

ed la

ndsc

ape

plan

tings

with

sha

de tr

ees,

shr

ubs,

or

nam

enta

l gra

sses

and

flow

erin

g pe

renn

ials

.

Wes

tern

Spr

ings

Par

k D

istri

ct F

inan

cial

Mat

rix T

arge

ts P

roje

ctio

n20

1920

2020

2120

2220

2320

2420

2520

2620

2720

2810

Yea

r Tot

al

Cap

ital R

even

ue (C

apita

l Cam

paig

n-M

aint

enan

ce

Appr

oach

)$8

25,0

00.0

0$3

25,0

00.0

0$3

60,0

00.0

0$6

0,00

0.00

$175

,000

.00

$120

,000

.00

$115

,000

.00

$50,

000.

00$7

5,00

0.00

$0.0

0$2

,105

,000

.00

Cap

ital E

xpen

ses

(Cap

ital C

ampa

ign-

Mai

nten

ance

Ap

proa

ch)

$796

,000

.00

$0.0

0$5

,900

.00

$55,

500.

00$2

00,0

00.0

0$1

15,0

00.0

0$2

5,00

0.00

$100

,000

.00

$0.0

0$0

.00

$1,2

97,4

00.0

0

Bala

nce

$29,

000.

00$3

25,0

00.0

0$3

54,1

00.0

0$4

,500

.00

-$25

,000

.00

$5,0

00.0

0$9

0,00

0.00

-$50

,000

.00

$75,

000.

00$0

.00

$807

,600

.00

Pote

ntia

l Fun

ding

Sou

rces

10 Y

ear T

otal

Tollw

ay A

lloca

tion

$325

,000

.00

$325

,000

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$650

,000

.00

Gra

nts

(OSL

AD, C

omED

, Etc

)$0

.00

$0.0

0$0

.00

$0.0

0$2

5,00

0.00

$10,

000.

00$0

.00

$0.0

0$0

.00

$0.0

0$3

5,00

0.00

New

Non

-Ref

eren

dum

GO

Bon

d$0

.00

$0.0

0$0

.00

$0.0

0$5

0,00

0.00

$0.0

0$4

0,00

0.00

$0.0

0$7

5,00

0.00

$0.0

0$1

65,0

00.0

0

Frie

nds

of th

e Pa

rks

$0.0

0$0

.00

$0.0

0$1

0,00

0.00

$0.0

0$1

0,00

0.00

$0.0

0$0

.00

$0.0

0$0

.00

$20,

000.

00

Affilia

tes

Don

atio

ns$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

Res

erve

s$4

00,0

00.0

0$0

.00

$10,

000.

00$5

0,00

0.00

$100

,000

.00

$100

,000

.00

$25,

000.

00$5

0,00

0.00

$0.0

0$0

.00

$735

,000

.00

Mis

c. (E

asem

ents

, Etc

)$1

00,0

00.0

0$0

.00

$350

,000

.00

$0.0

0$0

.00

$0.0

0$5

0,00

0.00

$0.0

0$0

.00

$0.0

0$5

00,0

00.0

0

Subt

otal

$825

,000

.00

$325

,000

.00

$360

,000

.00

$60,

000.

00$1

75,0

00.0

0$1

20,0

00.0

0$1

15,0

00.0

0$5

0,00

0.00

$75,

000.

00$0

.00

$2,1

05,0

00.0

0



Enh

ance

men

t App

roac

h

This

is th

e pr

efer

red

appr

oach

whi

ch w

ould

pro

vide

for

Dis

trict

wid

e im

prov

emen

ts w

ith p

roje

cts

for

all t

he p

arks

pro

vidi

ng fo

r th

e m

ost

com

mon

ly re

ques

ted

amen

ities

regu

larly

spa

ced

over

a te

n ye

ar p

erio

d fu

nded

thro

ugh

incr

ease

d bo

ndin

g lim

its. T

his

clos

ely

mat

ches

the

com

mun

ity d

esire

to fo

cus

on im

prov

ing

the

park

s w

ith p

layg

roun

d im

prov

emen

ts, b

allfi

eld

reno

vatio

ns, g

radi

ng a

nd d

rain

age

impr

ovem

ents

an

d th

e ad

ditio

ns o

f com

fort

amen

ities

like

drin

king

foun

tain

s an

d re

stro

oms

into

sel

ect p

arks

.

Wes

tern

Spr

ings

Par

k D

istri

ct F

inan

cial

Mat

rix T

arge

ts P

roje

ctio

n20

1920

2020

2120

2220

2320

2420

2520

2620

2720

2810

Yea

r Tot

al

Cap

ital R

even

ue (P

refe

rred

Cap

ital C

ampa

ign-

Enha

ncem

ent A

ppro

ach)

$975

,000

.00

$1,3

00,0

00.0

0$1

,375

,000

.00

$700

,000

.00

$400

,000

.00

$425

,000

.00

$90,

000.

00$2

90,0

00.0

0$2

50,0

00.0

0$4

00,0

00.0

0$6

,205

,000

.00

Cap

ital E

xpen

ses

(Pre

ferre

d C

apita

l Cam

paig

n-En

hanc

emen

t App

roac

h)$1

,400

,000

.00

$850

,000

.00

$1,3

00,0

00.0

0$6

50,0

00.0

0$3

75,0

00.0

0$3

50,0

00.0

0$1

30,0

00.0

0$2

75,0

00.0

0$2

60,0

00.0

0$3

75,0

00.0

0$5

,965

,000

.00

Bala

nce

-$42

5,00

0.00

$450

,000

.00

$75,

000.

00$5

0,00

0.00

$25,

000.

00$7

5,00

0.00

-$40

,000

.00

$15,

000.

00-$

10,0

00.0

0$2

5,00

0.00

$240

,000

.00

Pote

ntia

l Fun

ding

Sou

rces

10 Y

ear T

otal

Tollw

ay A

lloca

tion

$325

,000

.00

$325

,000

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$650

,000

.00

Gra

nts

(OSL

AD, C

omED

, Etc

)$2

00,0

00.0

0$2

00,0

00.0

0$2

00,0

00.0

0$2

00,0

00.0

0$2

00,0

00.0

0$2

5,00

0.00

$0.0

0$0

.00

$25,

000.

00$2

00,0

00.0

0$1

,250

,000

.00

New

Ref

eren

dum

Bon

ds$0

.00

$750

,000

.00

$800

,000

.00

$500

,000

.00

$150

,000

.00

$375

,000

.00

$0.0

0$1

75,0

00.0

0$1

50,0

00.0

0$1

75,0

00.0

0$3

,075

,000

.00

New

Non

-Ref

eren

dum

GO

Bon

d$0

.00

$0.0

0$0

.00

$0.0

0$5

0,00

0.00

$0.0

0$4

0,00

0.00

$0.0

0$7

5,00

0.00

$0.0

0$1

65,0

00.0

0

Frie

nds

of th

e Pa

rks

$50,

000.

00$2

5,00

0.00

$25,

000.

00$0

.00

$0.0

0$2

5,00

0.00

$0.0

0$2

5,00

0.00

$0.0

0$2

5,00

0.00

$175

,000

.00

Affilia

tes

Don

atio

ns$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

Res

erve

s$3

00,0

00.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$9

0,00

0.00

$0.0

0$0

.00

$390

,000

.00

Mis

c. (E

asem

ents

, Etc

)$1

00,0

00.0

0$0

.00

$350

,000

.00

$0.0

0$0

.00

$0.0

0$5

0,00

0.00

$0.0

0$0

.00

$0.0

0$5

00,0

00.0

0

Subt

otal

$975

,000

.00

$1,3

00,0

00.0

0$1

,375

,000

.00

$700

,000

.00

$400

,000

.00

$425

,000

.00

$90,

000.

00$2

90,0

00.0

0$2

50,0

00.0

0$4

00,0

00.0

0$6

,205

,000

.00



Mod

erni

zatio

n A

ppro

ach

This

app

roac

h is

an

upgr

ade

to th

e En

hanc

emen

t App

roac

h w

ith D

istri

ct w

ide

impr

ovem

ents

for

all p

arks

pro

vidi

ng fo

r bo

th c

omm

only

re

ques

ted

fund

ed b

y an

incr

ease

d bo

ndin

g lim

its a

nd fi

eld

upgr

ades

fund

ed b

y affi

liate

s to

par

k am

eniti

es re

gula

rly s

pace

d ov

er a

ten

year

pe

riod.

Wes

tern

Spr

ings

Par

k D

istri

ct F

inan

cial

Mat

rix T

arge

ts P

roje

ctio

n20

1920

2020

2120

2220

2320

2420

2520

2620

2720

2810

Yea

r Tot

al

Cap

ital R

even

ue (C

apita

l Cam

paig

n-M

oder

niza

tion

Appr

oach

)$9

75,0

00.0

0$1

,300

,000

.00

$2,9

00,0

00.0

0$7

00,0

00.0

0$4

50,0

00.0

0$4

25,0

00.0

0$9

0,00

0.00

$250

,000

.00

$250

,000

.00

$400

,000

.00

$7,7

40,0

00.0

0

Cap

ital E

xpen

ses

(Cap

ital C

ampa

ign-

Mod

erni

zatio

n Ap

proa

ch)

$1,4

00,0

00.0

0$8

50,0

00.0

0$2

,700

,000

.00

$650

,000

.00

$365

,000

.00

$500

,000

.00

$130

,000

.00

$260

,000

.00

$260

,000

.00

$375

,000

.00

$7,4

90,0

00.0

0

Bala

nce

-$42

5,00

0.00

$450

,000

.00

$200

,000

.00

$50,

000.

00$8

5,00

0.00

-$75

,000

.00

-$40

,000

.00

-$10

,000

.00

-$10

,000

.00

$25,

000.

00$2

50,0

00.0

0

Pote

ntia

l Fun

ding

Sou

rces

10 Y

ear T

otal

Tollw

ay A

lloca

tion

$325

,000

.00

$325

,000

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$650

,000

.00

Gra

nts

(OSL

AD, C

omED

, Etc

)$2

00,0

00.0

0$2

00,0

00.0

0$2

00,0

00.0

0$2

00,0

00.0

0$2

00,0

00.0

0$2

5,00

0.00

$0.0

0$0

.00

$25,

000.

00$2

00,0

00.0

0$1

,250

,000

.00

New

Ref

eren

dum

Bon

ds$0

.00

$750

,000

.00

$800

,000

.00

$500

,000

.00

$150

,000

.00

$375

,000

.00

$0.0

0$1

75,0

00.0

0$1

50,0

00.0

0$1

75,0

00.0

0$3

,075

,000

.00

New

Non

-Ref

eren

dum

GO

Bon

d$0

.00

$0.0

0$0

.00

$0.0

0$5

0,00

0.00

$0.0

0$4

0,00

0.00

$0.0

0$7

5,00

0.00

$0.0

0$1

65,0

00.0

0

Frie

nds

of th

e Pa

rks

$50,

000.

00$2

5,00

0.00

$25,

000.

00$0

.00

$0.0

0$2

5,00

0.00

$0.0

0$2

5,00

0.00

$0.0

0$2

5,00

0.00

$175

,000

.00

Affilia

tes

Don

atio

ns$0

.00

$0.0

0$1

,325

,000

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$1

,325

,000

.00

Res

erve

s$3

00,0

00.0

0$0

.00

$200

,000

.00

$0.0

0$5

0,00

0.00

$0.0

0$0

.00

$50,

000.

00$0

.00

$0.0

0$6

00,0

00.0

0

Mis

c. (E

asem

ents

, Etc

)$1

00,0

00.0

0$0

.00

$350

,000

.00

$0.0

0$0

.00

$0.0

0$5

0,00

0.00

$0.0

0$0

.00

$0.0

0$5

00,0

00.0

0

Subt

otal

$975

,000

.00

$1,3

00,0

00.0

0$2

,900

,000

.00

$700

,000

.00

$450

,000

.00

$425

,000

.00

$90,

000.

00$2

50,0

00.0

0$2

50,0

00.0

0$4

00,0

00.0

0$7

,740

,000

.00



Park

Dev

elop

men

t Ite

mQ

OS

TCQ

Cod

eTo

tal C

ost

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

Sprin

g R

ock

Park

Mob

ilizat

ion

1511

8.1

CIP

$35,

000.

00$2

0,00

0.00

$15,

000.

00

Rem

oval

sC

IP$2

5,00

0.00

$12,

500.

00$1

2,50

0.00

Gra

ding

&

Exca

vatio

nC

IP$1

37,5

00.0

0$7

5,00

0.00

$62,

500.

00

Stor

m D

rain

age

CIP

$35,

000.

00$2

0,00

0.00

$15,

000.

00

Softb

all F

ield

C

onst

ruct

ion

CIP

$142

,000

.00

$142

,000

.00

Tree

hous

eG

rant

$90,

000.

00$9

0,00

0.00

Path

way

sC

IP/

Gra

nt$2

14,5

00.0

0$1

08,0

00.0

0$1

06,5

00.0

0

Park

ing

Lot

Con

stru

ctio

nC

IP$9

9,40

0.00

$9

9,40

0.00

Spla

sh P

adG

rant

$117

,000

.00

$117

,000

.00

Tenn

is C

ourt

Con

stru

ctio

nG

rant

$575

,000

.00

$575

,000

.00

Bask

etba

ll C

ourt

Con

stuc

tion

CIP

$50,

000.

00$5

0,00

0.00

Site

Fur

nish

ings

CIP

/G

rant

$12,

900.

00$1

2,90

0.00

Cen

tral P

rom

enad

e &

Plaz

asC

IP$2

32,6

00.0

0$2

32,6

00.0

0

Sled

Hill

with

W

arm

ing

Hut

Gra

nt$3

5,00

0.00

$35,

000.

00

Util

ities

CIP

$115

,000

.00

$115

,000

.00

Land

scap

e Pl

antin

gsC

IP/

Gra

nt$7

1,00

0.00

$30,

000.

00$4

1,00

0.00

Gen

eral

C

onst

ruct

ion

(Bui

ldin

g R

emod

el)

CIP

$55,

000.

00

$55,

000.

00

Park

Con

stru

ctio

n Su

b-To

tal

$2,0

41,9

00.0

0$1

,352

,400

.00

$689

,500

.00

--

--

--

--

Con

tinge

ncy

& In

flatio

n Al

low

ance

$102

,095

.00

$67,

620.

00$3

4,47

5.00

--

--

--

--

Des

ign

Con

sulta

nt F

ees

Sub-

Tota

l$1

22,5

14.0

0$8

1,14

4.00

$41,

370.

00-

--

--

--

-

Sprin

g R

ock

Park

Tot

al E

xpen

ditu

re$2

,266

,509

.00

$1,5

01,1

64.0

0$7

65,3

45.0

0-

--

--

--

-$2

,266

,509

.00


2019-2023 Comprehensive Master PlanFi

eld

Par

k

Co

nce

pt

Dia

gra

m

Au

gu

st 2

018

Scal

e: N

TS

CLA

USO

N R

OA

D

CLO

SIN

G (V

ILLA

GE)

BALL

FIEL

D

IMPR

OV

EMEN

TS-L

ITTLE

LE

AG

UE

TEN

NIS

CO

URTS

IM

PRO

VEM

ENTS

(R

ESUR

FAC

ING

&

FEN

CIN

G)

CO

URT

GA

ME

IMPR

OV

EMEN

TS

(RES

URFA

CIN

G &

FE

NC

ING

)

NO

T SH

OW

N-S

ITE F

URN

ISHI

NG

S (B

ENC

HES,

LITT

ER

CA

N, B

IKE

RAC

K)-D

RIN

KIN

G F

OUN

TAIN

S-V

ILLA

GE

GRE

EN C

ON

STRU

CTIO

N-R

ESTR

OO

MS

-GEN

ERA

L LA

ND

SCA

PE E

NHA

NC

EMEN

TS

GRE

EN IN

ITIA

TIVE

(SO

LAR

TREE

)


2019-2023 Comprehensive Master PlanPa

rkD

evel

opm

ent

Item

QO

STC

QC

ode

Tota

l Cos

t20

1920

2020

2120

2220

2320

2420

2520

2620

2720

28

Fiel

d Pa

rk

Ballfi

eld

Impr

ovem

ents

-Li

ttle

Leag

ue

(Con

cret

e AD

A Pl

aza,

Lar

ge

Back

stop

, Fe

ncin

g, P

laye

r Be

nche

s &

Infie

ld

Impr

ovem

ents

)

1232

.6C

IP/

ADA

$100

,000

.00

$1

00,0

00.0

0

Tenn

is C

ourts

Im

prov

emen

ts

(Re-

surfa

cing

&

Col

or C

oat)

CIP

$75,

000.

00$7

5,00

0.00

Tenn

is C

ourts

Im

prov

emen

ts

(Fen

cing

)C

IP$3

5,00

0.00

$35,

000.

00

Cou

rt G

ame

Impr

ovem

ents

(R

e-su

rfaci

ng)

CIP

/AD

A$2

5,00

0.00

$25,

000.

00

Cou

rt G

ame

Impr

ovem

ents

(F

enci

ng)

CIP

$20,

000.

00$2

0,00

0.00

Site

Fur

nish

ings

(B

ench

es, L

itter

C

an, B

ike

Rac

k)

CIP

/AD

A$1

0,00

0.00

$1

0,00

0.00

Drin

king

Fo

unta

inC

IP$1

0,00

0.00

$10,

000.

00

Cla

uson

Roa

d C

losi

ng (V

illage

)C

IP$0

.00

$0.0

0

Gre

en In

itiat

ive

(Sol

ar T

ree)

CIP

/Sp

onso

r/G

rant

$75,

000.

00$7

5,00

0.00

Res

troom

(P

refa

bric

ated

w

ith U

tiliti

es)

CIP

$100

,000

.00

$100

,000

.00

Gen

eral

La

ndsc

ape

Enha

ncem

ents

(T

urf,

Tree

s &

Plan

tings

)

CIP

$15,

000.

00$5

,000

.00

$5,0

00.0

0

$5,0

00.0

0

Park

Con

stru

ctio

n Su

b-To

tal

$465

,000

.00

--

$180

,000

.00

$160

,000

.00

$120

,000

.00

$5,0

00.0

0-

--

-

Con

tinge

ncy

& In

flatio

n Al

low

ance

$46,

500.

00-

-$1

8,00

0.00

$16,

000.

00$1

2,00

0.00

$500

.00

--

--

Des

ign

Con

sulta

nt F

ees

Sub-

Tota

l$3

7,20

0.00

--

$14,

400.

00$1

2,80

0.00

$9,6

00.0

0$4

00.0

0-

--

-

Fiel

d Pa

rk T

otal

Exp

endi

ture

$548

,700

.00

--

$212

,400

.00

$188

,800

.00

$141

,600

.00

$5,9

00.0

0-

--

-$5

48,7

00.0

0


2019-2023 Comprehensive Master PlanFo

rest

Hill

s Pa

rk

Co

nce

pt

Dia

gra

m

Au

gu

st 2

018

Scal

e: N

TS

NO

RTH

PLA

YGRO

UND

RE

MO

VA

L

NO

T SH

OW

N-D

RIN

KIN

G F

OUN

TAIN

-SITE

FUR

NIS

HIN

GS

(BEN

CHE

S, P

ICN

IC T

ABL

ES, B

IKE

RAC

K)-G

REEN

INITI

ATIV

E (S

OLA

R PO

WER

ED T

RASH

C

OM

PAC

TORS

& R

ECYC

LIN

G B

IN)

-GEN

ERA

L LA

ND

SCA

PE E

NHA

NC

EMEN

TS

BALL

FIEL

D iM

PRO

VEM

ENTS

- T-

BALL

ICE

RIN

K C

ON

STRU

CTIO

N



Park

Dev

elop

men

t Ite

mQ

OS

TCQ

Cod

eTo

tal C

ost

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

Fore

st

Hill

s Pa

rk

Nor

th P

layg

roun

d R

emov

al9

15.4

CIP

$15,

000.

00

$15,

000.

00

Ballfi

eld

Impr

ovem

ents

- T

Ball

(Con

cret

e W

alkw

ay &

AD

A Vi

ewin

g Pa

d, S

mal

l Ba

ckst

op, I

nfiel

d Tu

rf C

onve

rsio

n)

CIP

/AD

A$2

5,00

0.00

$2

5,00

0.00

Drin

king

Fou

ntai

nC

IP$1

0,00

0.00

$1

0,00

0.00

Ice

Rin

k C

onst

ruct

ion

CIP

$150

,000

.00

$1

50,0

00.0

0

Site

Fur

nish

ings

(B

ench

es, P

icni

c Ta

bles

, Bik

e R

ack)

CIP

/AD

A$1

0,00

0.00

$1

0,00

0.00

Gre

en In

itiat

ive

(Sol

ar P

ower

ed

Tras

h C

ompa

ctor

s &

Rec

yclin

g Bi

n)

CIP

/Sp

onso

r/G

rant

$5,0

00.0

0

$5,0

00.0

0

Gen

eral

Lan

dsca

pe

Enha

ncem

ents

(Tur

f &

Tree

s)C

IP$1

0,00

0.00

$5,0

00.0

0

$5,0

00.0

0

Park

Con

stru

ctio

n Su

b-To

tal

$225

,000

.00

--

$5,0

00.0

0-

--

-$2

20,0

00.0

0-

-

Con

tinge

ncy

& In

flatio

n Al

low

ance

$22,

500.

00-

-$5

00.0

0-

--

-$2

2,00

0.00

--

Des

ign

Con

sulta

nt F

ees

Sub-

Tota

l$1

8,00

0.00

--

$400

.00

--

--

$17,

600.

00-

-

Fore

st H

ills

Park

Tot

al E

xpen

ditu

re$2

65,5

00.0

0-

-$5

,900

.00

--

--

$259

,600

.00

--

$265

,500

.00


2019-2023 Comprehensive Master PlanLa

idla

w P

ark

Co

nce

pt

Dia

gra

m

Au

gu

st 2

018

Scal

e: N

TS

WES

T SI

DE

SHEL

TER

PRO

TEC

TION

FRO

M

BASE

BALL

S

INTE

RNA

L PA

RK P

ATH

WA

Y C

ON

NEC

TION

(ASP

HALT

)

NO

T SH

OW

N-R

ESTR

OO

M (P

RE-F

ABR

ICA

TED

WITH

UT

ILITI

ES)

-GRE

EN IN

ITIA

TIVE

(SO

LAR

POW

ERED

TR

ASH

CO

MPA

CTO

RS &

REC

YCLI

NG

BI

N)

-GEN

ERA

L LA

ND

SCA

PE E

NHA

NC

EMEN

TS

BALL

FIEL

D IM

PRO

VEM

ENTS

-LITT

LE L

EAG

UE(C

ON

CRE

TE A

DA

PLA

ZA,

LARG

E BA

CKS

TOP,

FE

NC

ING

, PLA

YER

BEN

CHE

S

& IN

FIEL

D IM

PRO

VEM

ENTS

)



Park

Dev

elop

men

t Ite

mQ

OS

TCQ

Cod

eTo

tal C

ost

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

Laid

law

Pa

rk

Ballfi

eld

Impr

ovem

ents

-Li

ttle

Leag

ue

(Con

cret

e AD

A Pl

aza,

Lar

ge

Back

stop

, Fe

ncin

g,

Play

er

Benc

hes

& In

field

Im

prov

emen

ts)

1131

.4C

IP/

ADA

$100

,000

.00

$100

,000

.00

Inte

rnal

Par

k Pa

thw

ay

Con

nect

ion

(Asp

halt)

CIP

/AD

A$5

0,00

0.00

$50,

000.

00

Wes

t Sid

e Sh

elte

r Pr

otec

tion

from

Ba

seba

lls

CIP

$15,

000.

00$1

5,00

0.00

Res

troom

(P

refa

bric

ated

w

ith U

tiliti

es)

CIP

$100

,000

.00

$100

,000

.00

Gre

en

Initi

ativ

e (S

olar

Po

wer

ed T

rash

C

ompa

ctor

s &

Rec

yclin

g Bi

n)

CIP

/Sp

onso

r/G

rant

$5,0

00.0

0$5

,000

.00

Gen

eral

La

ndsc

ape

Enha

ncem

ents

(T

urf,

Tree

s &

Plan

tings

)

CIP

$15,

000.

00$5

,000

.00

$10,

000.

00

Park

Con

stru

ctio

n Su

b-To

tal

$285

,000

.00

$15,

000.

00$6

0,00

0.00

$100

,000

.00

--

-$1

10,0

00.0

0-

--

Con

tinge

ncy

& In

flatio

n Al

low

ance

$28,

500.

00$1

,500

.00

$6,0

00.0

0$1

0,00

0.00

--

-$1

1,00

0.00

--

-

Des

ign

Con

sulta

nt F

ees

Sub-

Tota

l$2

2,80

0.00

$1,2

00.0

0$4

,800

.00

$8,0

00.0

0-

--

$8,8

00.0

0-

--

Laid

law

Par

k To

tal E

xpen

ditu

re$3

36,3

00.0

0$1

7,70

0.00

$70,

800.

00$1

18,0

00.0

0-

--

$129

,800

.00

--

-$3

36,3

00.0

0


2019-2023 Comprehensive Master PlanN

ort

hea

st P

ark

Co

nce

pt

Dia

gra

m

Au

gu

st 2

018

Scal

e: N

TS

SWIN

G S

ET

REPL

AC

EMEN

T

PLA

YGRO

UND

A

CC

ESSI

BILI

TY

IMPR

OV

EMEN

T(C

ON

CRE

TE W

ALK

&

RAM

P)

NO

T SH

OW

N-D

RIN

KIN

G F

OUN

TAIN

-GRE

EN IN

ITIA

TIVE

(SO

LAR

POW

ERED

TR

ASH

CO

MPA

CTO

RS &

REC

YCLI

NG

BIN

)-G

ENER

AL

LAN

DSC

APE

EN

HAN

CEM

ENTS

PERI

MET

ER F

ENC

ING

IM

PRO

VEM

ENT

PARK

SHE

LTER

(SM

ALL

)



Park

Dev

elop

men

t Ite

mQ

OS

TCQ

Cod

eTo

tal C

ost

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

Nor

thea

st

Park

Play

grou

nd

Acce

ssib

ility

Impr

ovem

ent

(Con

cret

e W

alk

& R

amp)

823

.8C

IP/

ADA

$5,0

00.0

0$5

,000

.00

Drin

king

Fou

ntai

nC

IP$1

0,00

0.00

$10,

000.

00

Park

She

lter

(Sm

all)

CIP

$35,

000.

00

$35,

000.

00

Gre

en In

itiat

ive

(Sol

ar P

ower

ed

Tras

h C

ompa

ctor

s &

Rec

yclin

g Bi

n)

CIP

/Sp

onso

r/G

rant

$5,0

00.0

0$5

,000

.00

Perim

eter

Fen

cing

R

epla

cem

ent

alon

g O

gden

Ave

(4

00 L

F Bl

ack

Viny

l Coa

ted)

CIP

$35,

000.

00$3

5,00

0.00

Swin

g Se

t R

epla

cem

ent

CIP

$5,0

00.0

0

$5,0

00.0

0

Gen

eral

La

ndsc

ape

Enha

ncem

ents

(T

urf &

Tre

es)

CIP

$5,0

00.0

0$5

,000

.00

Park

Con

stru

ctio

n Su

b-To

tal

$100

,000

.00

$45,

000.

00$1

5,00

0.00

--

--

--

$40,

000.

00-

Con

tinge

ncy

& In

flatio

n Al

low

ance

$10,

000.

00$4

,500

.00

$1,5

00.0

0-

--

--

-$4

,000

.00

-

Des

ign

Con

sulta

nt F

ees

Sub-

Tota

l$8

,000

.00

$3,6

00.0

0$1

,200

.00

--

--

--

$3,2

00.0

0-

Nor

thea

st T

otal

Exp

endi

ture

$118

,000

.00

$53,

100.

00$1

7,70

0.00

--

--

--

$47,

200.

00-

$118

,000

.00


2019-2023 Comprehensive Master PlanR

idg

e A

cres

Par

k

Co

nce

pt

Dia

gra

m

Au

gu

st 2

018

Scal

e: N

TS

TEN

NIS

CO

URTS

FE

NC

ING

REM

OV

AL

NO

T SH

OW

N-S

ITE F

URN

ISHI

NG

S (B

ENC

HES,

PIC

NIC

TA

BLES

, BIK

E RA

CK)

-GRE

EN IN

ITIA

TIVE

(SO

LAR

POW

ERED

TRA

SH

CO

MPA

CTO

RS &

REC

YCLI

NG

BIN

)-G

RAD

ING

EN

HAC

EMEN

TS (S

ITE)

-GEN

ERA

L LA

ND

SCA

PE E

NHA

NC

EMEN

TS

PIC

KLEB

ALL

CO

URT

CO

NST

RUC

TION

(2

CO

URTS

WITH

NEW

FE

NC

ING

)

PLA

YGRO

UND

C

ON

STRU

CTIO

N(C

ON

CRE

TE W

ORK

)

INTE

RNA

L PA

RK

PATH

WA

Y C

ON

NEC

TION

(C

ON

CRE

TE)

BALL

FIEL

D

IMPR

OV

EMEN

TS- T

-BA

LL(C

ON

CRE

TE W

ALK

WA

Y &

AD

A V

IEW

ING

PA

D,

SMA

LL B

AC

KSTO

P,

INFI

ELD

TUR

F C

ON

VER

SIO

N)



Park

Dev

elop

men

t Ite

mQ

OS

TCQ

Cod

eTo

tal C

ost

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

Rid

ge

Acr

es

Park

Play

grou

nd

Con

stru

ctio

n (C

oncr

ete

Wor

k)9

17.6

CIP

/AD

A$2

5,00

0.00

$25,

000.

00

Tenn

is C

ourt

Fenc

ing

Rem

oval

CIP

$15,

000.

00$1

5,00

0.00

Ballfi

eld

Impr

ovem

ents

- T

Bal

l (C

oncr

ete

Wal

kway

& A

DA

View

ing

Pad,

Sm

all

Back

stop

, Infi

eld

Turf

Con

vers

ion)

CIP

/AD

A$2

5,00

0.00

$25,

000.

00

Pick

leba

ll C

ourt

Con

stru

ctio

n (2

Cou

rts

with

New

Fen

cing

)C

IP$7

5,00

0.00

$75,

000.

00

Site

Fur

nish

ings

(B

ench

es, P

icni

c Ta

bles

, Bik

e R

ack)

CIP

/AD

A$1

0,00

0.00

$10,

000.

00

Gre

en In

itiat

ive

(Sol

ar P

ower

ed

Tras

h C

ompa

ctor

s &

Rec

yclin

g Bi

n)

CIP

/Sp

onso

r/G

rant

$5,0

00.0

0$5

,000

.00

Inte

rnal

Par

k Pa

thw

ay

Con

nect

ion

(Con

cret

e)C

IP/

ADA

$25,

000.

00$2

5,00

0.00

Gra

ding

Enh

ance

men

ts

(Site

)C

IP$5

0,00

0.00

$50,

000.

00

Gen

eral

Lan

dsca

pe

Enha

ncem

ents

(Tur

f &

Tree

s)C

IP$1

0,00

0.00

$10,

000.

00

Park

Con

stru

ctio

n Su

b-To

tal

$240

,000

.00

--

-$6

0,00

0.00

--

--

$180

,000

.00

-

Con

tinge

ncy

& In

flatio

n Al

low

ance

$24,

000.

00-

--

$6,0

00.0

0-

--

-$1

8,00

0.00

-

Des

ign

Con

sulta

nt F

ees

Sub-

Tota

l$1

9,20

0.00

--

-$4

,800

.00

--

--

$14,

400.

00-

Rid

ge A

cres

Tot

al E

xpen

ditu

re$2

83,2

00.0

0-

--

$70,

800.

00-

--

-$2

12,4

00.0

0-

$283

,200

.00


2019-2023 Comprehensive Master PlanR

idg

ewo

od

Par

k

Co

nce

pt

Dia

gra

m

Au

gu

st 2

018

Scal

e: N

TS

BALL

FIEL

D IM

PRO

VEM

ENTS

(INFI

ELD

REN

OV

ATIO

N &

C

ON

CRE

TE A

DA

PLA

ZA)

NO

T SH

OW

N-G

REEN

INITI

ATIV

E (S

OLA

R PO

WER

ED T

RASH

CO

MPA

CTO

RS &

RE

CYC

LIN

G B

IN)

-INTE

RNA

L PA

RK W

ALK

ING

PA

TH A

DJU

STM

ENT

(BA

SKET

BALL

C

OUR

T)-R

ESTR

OO

MS

(PRE

-FA

BRIC

ATE

D W

ITH U

TILITI

ES)

-DRI

NKI

NG

FO

UNTA

IN-S

ITE F

URN

ISHI

NG

S (B

ENC

HES,

PIC

NIC

TA

BLES

, BIK

E RA

CK)

-PA

THW

AY

MA

INTA

INEN

CE

(SEA

LCO

AT)

-GEN

ERA

L LA

ND

SCA

PE E

NHA

NC

EMEN

TS-N

ATU

RAL

LAN

DSC

APE

EN

HAN

CEM

ENTS

(NA

TIVE

SEED

ING

)

PLA

YGRO

UND

PLA

ZA

CO

NST

RUC

TION

(CO

NC

RETE

FLA

TWO

RK &

C

URBI

NG

)

CO

NC

RETE

WA

LKW

AYS

TO

FI

TNES

S ST

ATIO

NS

GRE

EN IN

ITIA

TIVE

(GRE

EN R

OO

F SH

ELTE

R)

SKA

TE S

POT

(EQ

UIPM

ENT,

CO

NC

RETE

W

ORK

)



Park

Dev

elop

men

t Ite

mQ

OS

TCQ

Cod

eTo

tal C

ost

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

Rid

gew

ood

Park

Play

grou

nd P

laza

C

onst

ruct

ion

(Con

cret

e Fl

atw

ork

& C

urbi

ng)

1031

.9C

IP/

ADA

$100

,000

.00

$100

,000

.00

Ballfi

eld

Impr

ovem

ents

(In

field

Ren

ovat

ion

& C

oncr

ete

ADA

Plaz

a)

CIP

/AD

A$2

5,00

0.00

$25,

000.

00

Gre

en In

itiat

ive

(Sol

ar P

ower

ed

Tras

h C

ompa

ctor

s &

Rec

yclin

g Bi

n)

CIP

/Sp

onso

r/G

rant

$5,0

00.0

0$5

,000

.00

Gre

en In

itiat

ive

(Gre

en

Roo

f She

lter)

CIP

$75,

000.

00$7

5,00

0.00

Inte

rnal

Par

k W

alki

ng

Path

Adj

ustm

ent

(Bas

ketb

all C

ourt)

CIP

/AD

A$1

0,00

0.00

$10,

000.

00

Res

troom

(P

refa

bric

ated

with

U

tiliti

es)

CIP

$100

,000

.00

$100

,000

.00

Drin

king

Fou

ntai

nC

IP$1

0,00

0.00

$10,

000.

00

Site

Fur

nish

ings

(B

ench

es, P

icni

c Ta

bles

, Bik

e R

ack)

CIP

/AD

A$1

5,00

0.00

$15,

000.

00

Path

way

Mai

nten

ance

(S

ealc

oat)

CIP

$5,0

00.0

0$5

,000

.00

Con

cret

e W

alkw

ays

to

Fitn

ess

Stat

ions

CIP

/AD

A$2

5,00

0.00

$25,

000.

00

Skat

e Sp

ot

(Equ

ipm

ent,

Con

cret

e W

ork)

CIP

$75,

000.

00$7

5,00

0.00

Gen

eral

Lan

dsca

pe

Enha

ncem

ents

(Tur

f, Tr

ees

& Pl

antin

gs)

CIP

$25,

000.

00$1

2,50

0.00

$12,

500.

00

Nat

ural

Lan

dsca

pe

Enha

ncem

ents

(Nat

ive

Seed

ing)

CIP

$25,

000.

00$2

5,00

0.00

Park

Con

stru

ctio

n Su

b-To

tal

$495

,000

.00

--

-$3

12,5

00.0

0$1

82,5

00.0

0-

--

--

Con

tinge

ncy

& In

flatio

n Al

low

ance

$49,

500.

00-

--

$31,

250.

00$1

8,25

0.00

--

--

-

Des

ign

Con

sulta

nt F

ees

Sub-

Tota

l$3

9,60

0.00

--

-$2

5,00

0.00

$14,

600.

00-

--

--

Rid

gew

ood

Park

Tot

al E

xpen

ditu

re$5

84,1

00.0

0-

--

$368

,750

.00

$215

,350

.00

--

--

-$5

84,1

00.0

0


2019-2023 Comprehensive Master PlanSe

red

a Pa

rk

Co

nce

pt

Dia

gra

m

Au

gu

st 2

018

Scal

e: N

TS

PLA

YGRO

UND

AC

CES

SIBI

LITY

IM

PRO

VEM

ENT

(CO

NC

RETE

WA

LK &

RA

MP)

PARK

SHE

LTER

(S

MA

LL)

NO

T SH

OW

N-S

ITE F

URN

ISHI

NG

S (B

ENC

HES,

PIC

NIC

TA

BLES

, BIK

E RA

CK)

-GRE

EN IN

ITIA

TIVE

(SO

LAR

POW

ERED

TRA

SH C

OM

PAC

TORS

&

REC

YCLI

NG

BIN

)-G

ENER

AL

LAN

DSC

APE

EN

HAN

CEM

ENTS

-NA

TURA

L LA

ND

SCA

PE E

NHA

NC

EMEN

TS (N

ATIV

E SE

EDIN

G)

FULL

CO

URT

BASK

ETBA

LL

CO

URT

INTE

RNA

L PA

RK W

ALK

ING

PA

TH (A

SPHA

LT)

BALL

FIEL

D IM

PRO

VEM

ENTS

- T-B

ALL

(CO

NC

RETE

WA

LKW

AY

&

AD

A V

IEW

ING

PA

D, S

MA

LL

BAC

KSTO

P, IN

FIEL

D T

URF

CO

NV

ERSI

ON

)

SELL

LO

T

FRIS

BEE

GO

LF C

OUR

SE

(9 H

OLE

CO

URSE

)



Park

Dev

elop

men

t Ite

mQ

OS

TCQ

Cod

eTo

tal C

ost

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

Sere

da

Park

Ballfi

eld

Impr

ovem

ents

- T

Bal

l (C

oncr

ete

Wal

kway

& A

DA

View

ing

Pad,

Sm

all

Back

stop

, Infi

eld

Turf

Con

vers

ion)

819

.1C

IP/

ADA

$25,

000.

00$2

5,00

0.00

Play

grou

nd

Acce

ssib

ility

Impr

ovem

ent

(Con

cret

e W

alk

& R

amp)

CIP

/AD

A$1

5,00

0.00

$15,

000.

00

Full

Cou

rt Ba

sket

ball

Cou

rtC

IP$5

0,00

0.00

$50,

000.

00

Inte

rnal

Par

k W

alki

ng

Path

(Asp

halt)

CIP

/AD

A$7

5,00

0.00

$75,

000.

00

Fris

bee

Gol

f Cou

rse

(9

Hol

e C

ours

e)C

IP$3

5,00

0.00

$35,

000.

00

Park

She

lter (

Smal

l)C

IP$3

5,00

0.00

$35,

000.

00

Site

Fur

nish

ings

(B

ench

es, P

icni

c Ta

bles

, Bik

e R

ack)

CIP

$10,

000.

00$1

0,00

0.00

Gre

en In

itiat

ive

(Sol

ar P

ower

ed

Tras

h C

ompa

ctor

s &

Rec

yclin

g Bi

n)

CIP

/Sp

onso

r/G

rant

$5,0

00.0

0$5

,000

.00

Gen

eral

Lan

dsca

pe

Enha

ncem

ents

(Tur

f &

Tree

s)C

IP$1

0,00

0.00

$5,0

00.0

0$5

,000

.00

Nat

ural

Lan

dsca

pe

Enha

ncem

ents

(Nat

ive

Seed

ing)

CIP

$50,

000.

00$5

0,00

0.00

Sell

Lot

CIP

$0.0

0$0

.00

Park

Con

stru

ctio

n Su

b-To

tal

$310

,000

.00

-$1

0,00

0.00

$5,0

00.0

0-

--

--

-$2

95,0

00.0

0

Con

tinge

ncy

& In

flatio

n Al

low

ance

$31,

000.

00-

$1,0

00.0

0$5

00.0

0-

--

--

-$2

9,50

0.00

Des

ign

Con

sulta

nt F

ees

Sub-

Tota

l$2

4,80

0.00

-$8

00.0

0$4

00.0

0-

--

--

-$2

3,60

0.00

Sere

da P

ark

Tota

l Exp

endi

ture

$365

,800

.00

-$1

1,80

0.00

$5,9

00.0

0-

--

--

-$3

48,1

00.0

0$3

65,8

00.0

0


2019-2023 Comprehensive Master PlanSp

rin

gd

ale

Park

Co

nce

pt

Dia

gra

m

Au

gu

st 2

018

Scal

e: N

TS

TEN

NIS

CO

URTS

IMPR

OV

EMEN

TS(R

E-SU

RFA

CIN

G &

CO

LOR

CO

AT;

FEN

CIN

G)

NO

T SH

OW

N-S

ITE F

URN

ISHI

NG

S(B

ENC

HES,

PIC

NIC

TA

BLES

, BIK

E RA

CK)

-INTE

RNA

L PA

RK W

ALK

ING

PA

TH (A

SPHA

LT)

-GRA

DIN

G E

NHA

NC

EMEN

TS (S

ITE)

-GEN

ERA

L LA

ND

SCA

PE E

NHA

NC

EMEN

TS-N

ATU

RAL

LAN

DSC

APE

EN

HAN

CEM

ENTS

(N

ATIV

E SE

EDIN

G)

BALL

FIEL

D IM

PRO

VEM

ENTS

- LITT

LE L

EAG

UE(C

ON

CRE

TE A

DA

PLA

ZA,

LARG

E BA

CKS

TOP,

FEN

CIN

G,

PLA

YER

BEN

CHE

S &

INFI

ELD

IM

PRO

VEM

ENTS

)

PERI

MET

ER F

ENC

ING

RE

PLA

CEM

ENT

(650

LF

BLA

CK

VIN

YL C

OA

TED

)

SITE

REM

OV

ALS

(SO

UTH

FIEL

D &

RE

STRO

OM

)

PARK

SHE

LTER

(LA

RGE)



Park

Dev

elop

men

t Ite

mQ

OS

TCQ

Cod

eTo

tal C

ost

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

Sprin

gdal

e Pa

rk

Ballfi

eld

Impr

ovem

ents

-Litt

le

Leag

ue (C

oncr

ete

ADA

Plaz

a, L

arge

Bac

ksto

p,

Fenc

ing,

Pla

yer B

ench

es

& In

field

Impr

ovem

ents

- N

orth

Fie

ld)

1327

.6C

IP/

ADA

$100

,000

.00

$100

,000

.00

Site

Rem

oval

s (S

outh

Fie

ld

& Ba

thro

om)

CIP

$50,

000.

00$5

0,00

0.00

Park

She

lter (

Larg

e)C

IP$7

5,00

0.00

$75,

000.

00

Site

Fur

nish

ings

(Ben

ches

, Pi

cnic

Tab

les,

Bik

e R

ack)

CIP

/AD

A$1

5,00

0.00

$15,

000.

00

Perim

eter

Fen

cing

R

epla

cem

ent a

long

Wol

f R

oad

(650

LF

Blac

k Vi

nyl

Coa

ted)

CIP

$50,

000.

00$5

0,00

0.00

Inte

rnal

Par

k W

alki

ng P

ath

(Asp

halt)

CIP

/AD

A$7

5,00

0.00

$75,

000.

00

Gra

ding

Enh

ance

men

ts

(Site

)C

IP$1

50,0

00.0

0

$150

,000

.00

Tenn

is C

ourts

Im

prov

emen

ts (R

e-su

rfaci

ng &

Col

or C

oat)

CIP

$75,

000.

00$7

5,00

0.00

Tenn

is C

ourts

Im

prov

emen

ts (F

enci

ng)

CIP

$45,

000.

00

$45,

000.

00

Gen

eral

Lan

dsca

pe

Enha

ncem

ents

(Tur

f, Tr

ees

& Pl

antin

gs)

CIP

$125

,000

.00

$1

25,0

00.0

0

Nat

ural

Lan

dsca

pe

Enha

ncem

ents

(Nat

ive

Seed

ing)

CIP

$50,

000.

00$5

0,00

0.00

Park

Con

stru

ctio

n Su

b-To

tal

$810

,000

.00

--

$810

,000

.00

--

--

--

-

Con

tinge

ncy

& In

flatio

n Al

low

ance

$81,

000.

00-

-$8

1,00

0.00

--

--

--

-

Des

ign

Con

sulta

nt F

ees

Sub-

Tota

l$6

4,80

0.00

--

$64,

800.

00-

--

--

--

Sprin

gdal

e Pa

rk T

otal

Exp

endi

ture

$955

,800

.00

--

$955

,800

.00

--

--

--

-$9

55,8

00.0

0


2019-2023 Comprehensive Master PlanTi

mb

er T

rails

Par

k

Co

nce

pt

Dia

gra

m

Au

gu

st 2

018

Scal

e: N

TS

NO

T SH

OW

N-L

AN

D A

CQ

UISI

TION

PARK

ING

LO

T M

AIN

TAIN

ENC

E(S

EALC

OA

T &

STR

IPIN

G)



Park

Dev

elop

men

t Ite

mQ

OS

TCQ

Cod

eTo

tal C

ost

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

Tim

ber

Trai

ls P

ark

Park

ing

Lot M

aint

enan

ce

(Sea

lcoa

t & S

tripi

ng)

31C

IP$5

,000

.00

$5,0

00.0

0

Land

Acq

uisi

tion

CIP

$0.0

0

Park

Con

stru

ctio

n Su

b-To

tal

$5,0

00.0

0-

--

-$5

,000

.00

--

--

-

Con

tinge

ncy

& In

flatio

n Al

low

ance

$500

.00

--

--

$500

.00

--

--

-

Des

ign

Con

sulta

nt F

ees

Sub-

Tota

l$4

00.0

0-

--

-$4

00.0

0-

--

--

Tim

ber T

rails

Par

k To

tal E

xpen

ditu

re$5

,900

.00

--

--

$5,9

00.0

0-

--

--

$5,9

00.0

0


2019-2023 Comprehensive Master PlanC

om

mem

ora

tive

Par

k

Co

nce

pt

Dia

gra

m

Au

gu

st 2

018

SELL

LO

T (N

O IM

PRO

VEM

ENTS

)

Scal

e: N

TS



Park

Dev

elop

men

t Ite

mQ

OS

TCQ

Cod

eTo

tal

Cos

t20

1920

2020

2120

2220

2320

2420

2520

2620

2720

28

Com

mem

orat

ive

Ben

ch P

ark

Sell

Lot (

No

Impr

ovem

ents

)5

0.2

CIP

$0.0

0

Park

Con

stru

ctio

n Su

b-To

tal

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0

Con

tinge

ncy

& In

flatio

n$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

Des

ign

Con

sulta

nt F

ees

Sub-

Tota

l$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

Com

mem

orat

ive

Ben

ch P

ark

Tota

l Exp

endi

ture

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$0

.00


2019-2023 Comprehensive Master PlanC

lark

Par

k

Co

nce

pt

Dia

gra

m

Au

gu

st 2

018

PLA

YGRO

UND

C

ON

STRU

CTIO

N(E

QUI

PMEN

T RE

PLA

CEM

ENT)

Scal

e: N

TS

NO

T SH

OW

N- G

RAD

ING

EN

HAN

CEM

ENT

(SITE

)- S

ITE F

URN

ISHI

NG

S (B

ENC

HES,

PI

CN

IC T

ABL

ES, B

IKE

RAC

K)- G

REEN

INITI

ATIV

E (S

OLA

R PO

WER

ED T

RASH

CO

MPA

CTO

RS &

RE

CYC

LIN

G B

IN)

- GEN

ERA

L LA

ND

SCA

PE

ENHA

NC

EMEN

TS (T

URF,

TRE

ES &

PL

AN

TING

S)

PRO

POSE

D P

LAZA

SP

AC

E

INTE

RNA

L PA

RK P

ATH

RE

NO

VA

TION



Park

Dev

elop

men

t Ite

mQ

OS

TCQ

Cod

eTo

tal C

ost

2019

2020

2021

2022

2023

2024

2025

2026

2027

2028

Cla

rk

Park

Play

grou

nd

Con

stru

ctio

n (E

quip

men

t R

epla

cem

ent)

1016

CIP

/AD

A$1

25,0

00.0

0

$125

,000

.00

Pa

rk S

helte

r (S

mal

l)C

IP$3

5,00

0.00

$35,

000.

00

Inte

rnal

Par

k Pa

th

Ren

ovat

ion

CIP

/AD

A$5

0,00

0.00

$50,

000.

00

Gra

ding

En

hanc

emen

ts

(Site

)C

IP$5

0,00

0.00

$50,

000.

00

Site

Fur

nish

ings

(B

ench

es, P

icni

c Ta

bles

, Bik

e R

ack)

CIP

/AD

A$1

0,00

0.00

$1

0,00

0.00

Gre

en

Initi

ativ

e (S

olar

Po

wer

ed T

rash

C

ompa

ctor

s &

Rec

yclin

g Bi

n)

CIP

/Sp

onso

r/G

rant

$5,0

00.0

0

$5,0

00.0

0

Gen

eral

La

ndsc

ape

Enha

ncem

ents

(T

urf,

Tree

s &

Plan

tings

)

CIP

$15,

000.

00

$15,

000.

00

Park

Con

stru

ctio

n Su

b-To

tal

$290

,000

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$2

90,0

00.0

0$0

.00

$0.0

0$0

.00

$0.0

0

Con

tinge

ncy

& In

flatio

n$2

9,00

0.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$2

9,00

0.00

$0.0

0$0

.00

$0.0

0$0

.00

Des

ign

Con

sulta

nt F

ees

Sub-

Tota

l$2

3,20

0.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

0$2

3,20

0.00

$0.0

0$0

.00

$0.0

0$0

.00

Cla

rk P

ark

Tota

l Exp

endi

ture

$342

,200

.00

$0.0

0$0

.00

$0.0

0$0

.00

$0.0

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Conclusion

The Western Springs Park District has given the community opportunities to “tell compelling park stories” since 1926. The parks are recognized throughout the community as a significant piece as to what makes life in Western Springs special to those that call it home. The District’s focus in the past years was solely on the outdoors. However, as with all organizations, it must evolve and embrace the changes needed to make it relevant in the ever changing community landscape. A new effort is underway to move towards a complete agency, one that has the tools to meet both the parks and recreation needs of the community.

The master plan has been developed to be a wise resource for decision making and provide the understanding for the need for change over the course of time. The community will notice improvements to the current parks, attention to the details that matter, a continued effort to engage the public on important topics, planning for new recreational programs and events and coming to a consensus on the historical approach split agencies, one focused on providing parks and the other recreation, as to what is best in the future for the long term in service to the community.

In review of the questions posed in the very beginning of the planning process, these have been answered through the master planning process with a summary response that follows:

• Question 1: Should an effort be made to pursue a single agency that handles all park and recreation within the Village?

Yes, the data collected points to the need for a concerted effort to explore this both politically and administratively in the near future.

• Question 2: Should the Park District seek out ways to increase sustainability efforts? Yes, as this is becoming more mainstream in everyday living.

• Question 3: What does the community expect the parks to become in the future?First and foremost, the community continually expects the parks to be kept at a standard that is befitting the values of the community. This would include the investment into improvements that make the parks attractive, safe, fun and most of all, connected on both a neighborhood as well as a community level. Second, the community wishes for the parks to have wonderful special events and more of them. Lastly, the community sees value in keeping partnerships and values working together as a way to foster a small town feeling.

So, the Park District itself has “compelling park stories to tell” and this Comprehensive Master Plan provides an outlet to let them be heard. Its most compelling park story in recent months is one of thankfulness for letting the Park District know how big a part it plays in the life of the community and making plans for new stories to be told in the future.



Appendix



Open Ended Response Summary1

Overall, respondents enjoy the parks greatly at the Western Springs Park District. They find that the parks are well maintained and offer great variety of park elements for all ages including children. Many of the comments focused on additional park elements that recommended the inclusion of comfort amenities such as bathrooms, drinking fountains, benches and shade trees. Along the notion of new park improvements, the idea of adding a splash pad within Spring Rock Park to compliment the new children’s playground was a common request.

The subject on dogs in the parks was reoccurring, mostly involved with now letting dogs in to the park and having a designated dog park. The comments were split regarding feelings on having dogs now in the park and the need for a dog park based on this new opportunity to have dogs in the parks.

Some amenities can be improved, such as the ice rink, bike paths, lighting around the parks and continued maintenance of the sports fields. The Park District is looked upon within the community as the special event provider and there is a desire to keep growing these events throughout the year. Respondents find the parks very important to their community and if any improvements or additions are added to the parks, they want the Park District to use their tax money wisely in planning and developing projects in the future.

1Full list of open ended responses available per request.

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