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Resolution 69-23
RECORD OF RESOLUTIONS GOVERNMENT FORMS & SUPPLIES 844-224-3338 FORM NO 30045 69-23 Resolution No Passed , 20 ADOPTING THE 2023 PARKS AND RECREATION MASTER PLAN WHEREAS, the City of Dublin has adopted a strategic framework with the vision to be the most sustainable, connected and resilient Global City of Choice; and WHEREAS, the City’s parks and recreation system is a key aspect of the City’s strategic vision; and WHEREAS, the City’s parks and recreation master plan provides important strategic guidance for the future of the City’s parks and recreation system; and WHEREAS, the City commissioned Pros Consulting and OHM Advisors to prepare a parks and recreation master plan; and WHEREAS, the parks and recreation master plan includes significant input from Dublin residents, community stakeholders, the Community Services Advisory Committee and City Council. NOW, THEREFORE, BE IT RESOLVED by the Council of the City of Dublin, State of Ohio, _& of the elected members concurring, that: Section 1. The 2023 Parks and Recreation Master Plan is hereby adopted, attached as Exhibit A. Section 2. This Resolution shall take effect upon passage in accordance with Section 4.04(a) of the Revised Charter. fe | Passed this G day of Vetobor , 2023. ee (Top Mayor - Presiding Office’ Attest: JN, (Jb het to 7 of Covincil To: Members of Dublin City Council From: Megan D. O’Callaghan, P.E., City Manager Date: October 3, 2023 Initiated By: Robert E. Ranc, Jr., Deputy City Manager Matt Earman, Director of Parks and Recreation Re: Resolution 69-23 – Adopting the 2023 Parks and Recreation Master Plan Background At the July 31, 2023 City Council meeting, City staff and representatives from Pros Consulting (Pros) and OHM Advisors (OHM) presented the updated draft of the Parks and Recreation Master Plan (PRMP) based on previous recommendations from City Council, including those from the May 1 City Council Workshop. The information from the July 31 Council meeting is attached for reference. Summary Staff has compiled and addressed the feedback received from Council at the July 31 meeting. The feedback is addressed below. Council Feedback: The proposed PRMP identified too many items in Chapter 6 as “high” priority. The number of “high” priority items should be reduced, and items should be identified either by time frame for implementation or individually numbered based on priority. In consultation with Pros, staff recommends identifying the items in Chapter 6 of the PRMP based on the proposed time frame for implementation. Staff recommends assigning potential implementation time frames based on the following categories: • In Progress • Short Term: 1-3 Years • Medium Term: 4-7 Years • Long Term: 7+ Years As noted above, some items are already in progress. Additionally, in consultation with Pros, staff has assigned proposed time frames for each item in Chapter 6 based on the analysis conducted in the PRMP and the need to recognize a realistic implementation tempo. Below is an updated distribution summary of the various potential project time frames. The distribution summary can be found on pages 116 – 128 of the PRMP. Office of the City Manager 5555 Perimeter Drive • Dublin, OH 43017-1090 Phone: 614-410-4400 • Fax: 614-410-4490 Memo Re: Resolution 69-23 – Adopting the 2023 Parks and Recreation Master Plan Update October 3, 2023 Page 2 of 4 Potential Implementation Plan Time Frame Distribution In Progress Short - 1-3 Years Medium 4-7 Years Long 7+ Years 1.3a 1.1 1.4 1.5 2.3 1.2 2.1 1.6 3.1 1.3b 5.1 4.1 3.2 2.2 5.2 3.3 4.2 4.4 4.3 5.4 5.3 Council Feedback: Clearly identify implementation of capital projects and maintenance items identified in the PRMP in the operating budget and capital improvement plan (CIP). Staff will clearly identify implementation of capital projects and maintenance items identified in the PRMP in future operating budgets and CIPs. Planning for some capital projects identified in the PRMP is already in progress. Additionally, in the recently adopted 2024 – 2028 CIP, funds were either budgeted or programmed for projects identified in the PRMP. In Progress • Updating the Riverside Crossing Park (RCP) Master Plan, which will potentially include the following projects identified in the PRMP: o Event lawn improvements on the east side of RCP o Outdoor adventure activities, to include a kayak livery, high ropes course, and/or via ferrata Budgeted in 2024 • DCRC Improvements: $4,494,000 • Design for additional pickleball courts in Coffman Park: $150,000 Programmed in 2025 – 2028 • Construction of additional pickleball courts in Coffman Park: $600,000 (2025) • Event lawn improvements on the east side of RCP: $1,000,000 (2026) • Kayak livery and launch on west side of RCP o Design – $500,000 (2025) o Construction – $2,000,000 (2026) • Darree Fields Park Enhancements, to include additional synthetic turf fields o Design – $2,250,000 (2025) o Construction – $10,300,000 (2026) Re: Resolution 69-23 – Adopting the 2023 Parks and Recreation Master Plan Update October 3, 2023 Page 3 of 4 Council Feedback: Clearly identify the “major projects” included in the PRMP will not all necessarily be completed. The “major projects” should be addressed as high interest items since priorities will change over time. The label “Major Projects” identified on pages 110 and 111 of the PRMP has been changed to “Potential Major Projects.” The label “Major Projects (Future Feasibility Studies)” on page 112 of the PRMP has been changed to “Potential Initiatives (Future Feasibility Studies).” Additionally, the descriptions on pages 110 and 112 clearly state that the PRMP does not constitute a funding commitment, and the actual implementation of the potential major projects and potential initiatives are subject to available funding and future capital improvement program review. Council Feedback: Clearly communicate progress implementing the PRMP needs to the public. In addition to identifying the PRMP capital projects and maintenance projects being implemented annually in the CIP and operating budget as described above, staff will use one of the City’s existing reporting applications, such as ClearPoint and the City Manager’s Report, to keep Council and the community updated regarding progress implementing the PRMP. Council Feedback: The PRMP must continue the City’s commitment to being a destination city of choice. Several of the potential major projects and potential initiatives identified in the PRMP will further the City’s commitment to being a destination of choice. Examples include a potential kayak livery and launch, potentially adding additional synthetic turf fields and potential event lawn improvements in RCP. Council Feedback: The PRMP identifies several maintenance needs in existing City parks. Staff should implement an annual maintenance assessment for existing parks similar to the assessment completed as part of the PRMP. Staff will continue to identify annual maintenance needs through our Asset Management program in existing City parks. As parks and infrastructure are inspected and maintenance needs are updated annually, staff will clearly identify maintenance needs that are being addressed in future operating budgets as described above. Council Feedback: The PRMP should prioritize the maintenance of existing facilities and balance these maintenance needs with new investment. The Plan focuses on maintaining and enhancing existing facilities, with an eye towards ensuring current maintenance needs are prioritized. Specific recommendations for maintenance and renovation projects in existing community parks are provided on pages 102 – 109 of the PRMP document. Additionally, several potential major projects identified in the PRMP are for the maintenance of existing facilities, such as the DCRC renovation, updating specific master plans for parks that are more than 25-years old and adding smart park site amenities to existing parks. Re: Resolution 69-23 – Adopting the 2023 Parks and Recreation Master Plan Update October 3, 2023 Page 4 of 4 Council Feedback: Conversations with neighboring communities regarding funding partnerships needs to be a priority since Dublin is subsidizing parks and recreation amenities for residents of neighboring communities. The PRMP includes the following strategies to balance the parks and recreation needs of Dublin residents with the projected growth of non-residents served by Dublin parks and recreation amenities. • Create partnerships with neighboring communities for collaborative regional planning of additional parks and recreation amenities in the future. • Establish funding partnerships with regional stakeholders for additional amenities provided by the City of Dublin. • Consider new pricing strategies for City facilities and partner with other entities to offset current operational and maintenance costs of parks and recreation amenities. • Consider policy amendments with limitations for non-residents for usage of City parks and recreation amenities that are near or at capacity, as is done in other parks and recreation systems across the country. Strategies and tactics associated with meeting the future needs of the City are discussed throughout the Implementation Plan in Chapter 6. Additionally, a summary of this analysis is included on page 15 of the PRMP. The strategies and tactics outlined in the PRMP will inform future conversations with neighboring communities and regional stakeholders regarding implementation of the PRMP. Recommendation The proposed Dublin Parks and Recreation Master Plan is the result of a comprehensive, 16- month effort, which included substantial input from Dublin residents, community stakeholders, the Community Services Advisory Committee and City Council. The resulting plan is inclusive of the input received throughout the master plan process and the revisions directed by City Council. Staff recommends approval of Resolution 69-23 – Adopting the 2023 Parks and Recreation Master Plan. City of DublinCity of Dublin Parks and Recreation Master Plan 2 Thank you to the City staff, local stakeholders, and the community who invested their time and expertise in the creation of this plan for the future of Parks and Recreation in the City of Dublin. Acknowledgments PrePared for: PrePared by: Mayor & City Council Jane Fox - Mayor, Ward 2 Cathy DeRosa - Vice Mayor, Ward 4 Christina A. Alutto - Council Representative At Large Chris Amorose Groomes - Council Representative At Large Andy Keeler - Council Representative At Large Amy Kramb - Ward 1 Representative John Reiner - Ward 3 Representative Community Services Advisory Commission Vivek Arunachalam - Member (Term 4/1/2019 – current) Vice Chair (6/9/2020 – 6/8/2021) Chair (6/8/2021 – 5/10/22) Steve Dritz – Member (Term 4/1/2018 – current) Chair (6/9/2020 – 6/8/2021) Alice Dee Kanonchoff - Member (Term 11/18/2019 - 3/31/2023) Elizabeth McClain - Member (Term 4/1/2018 – Current) Vice Chair (6/8/2021 – 5/10/22) Chair (5/10/22 – current) Hong Qiu - Member (Term 6/14/2021 – current) Vice Chair (5/10/22 – current) Vicki von Sadovszky - Member (Term 3/21/2022 – current) Rex Pryor - Member (Term 4/1/2022 – current) City Employees Megan O’Callaghan – City Manager Robert Ranc – Deputy City Manager Matt Earman – Parks & Recreation Director Jay Anderson – Public Services Director Tracey Gee – Recreation Services Director Alison LeRoy – Community Events Director Christine Nardecchia - Outreach & Engagement Director Shawn Krawetzki - Parks & Recreation Landscape Architect Jenny Rauch - Planning Director 3CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Table of Contents01 Introduction 1.1 OVERVIEW 1.2 PROCESS OVERVIEW 1.3 BUILDING THE PLAN 06 07 08 02 Community Profiles 2.1 INTRODUCTION 2.2 DEMOGRAPHIC ANALYSIS 2.3 RECREATION TRENDS ANALYSIS - MARKET POTENTIAL 2.4 BENCHMARK ANALYSIS 12 12 17 20 03 Public Engagement 3.1 INTRODUCTION 3.2 DUBLIN STAKEHOLDER INTERVIEWS AND FOCUS GROUPS 3.3 PROJECT WEBSITE 3.4 PUBLIC FORUM 3.5 DUBLIN COMMUNITY INTEREST & OPINION SURVEY 30 30 32 32 33 04 Parks, Facilities, and Program Assessments 4.1 PROGRAM ASSESSMENT 4.2 PARKS & FACILITIES INVENTORY ASSESSMENT 4.3 PARK CLASSIFICATION & LEVEL OF SERVICE 4.4 LEVEL OF SERVICE STANDARDS 4.5 WALKSHED, EQUITY, AND OTHER CONSIDERATIONS 4.6 HISTORICAL AND CULTURAL ELEMENTS 4.7 DIVERSITY, EQUITY, AND INCLUSION ASSESSMENT 4.8 CLIMATE CHANGE ASSESSMENT 44 52 74 81 84 87 88 91 05 Operational and Financial Plan 5.1 FUNDING AND REVENUE STRATEGIES 5.2 CAPITAL IMPROVEMENT PLAN 98 100 06 Implementation 6.1 VISION, MISSION, AND BIG IDEAS 6.2 STRATEGIC ACTION PLAN 6.3 LAND ACQUISITION PLANNING AND CRITERIA 115 116 129 APX Appendices APPENDIX 0 - ADDITIONAL INFORMATION APPENDIX A - RECREATIONAL TRENDS ANALYSIS APPENDIX B - CORE VS. CASUAL PARTICIPATION TRENDS APPENDIX C - STATISTICALLY VALID SURVEY RESULTS APPENDIX D - PROGRAM CLASSIFICATION APPENDIX E - POTENTIAL FUNDING STRATEGIES APPENDIX F - VOLUNTEER/PARTNERSHIP BEST PRACTICES & RECOMMENDATIONS 132 327 338 345 365 367 368 Introduction01 6 Introduction 01 1.1 OVERVIEW The Dublin Parks and Recreation Master Plan (PRMP) is a document that provides an inclusive framework for orderly and consistent planning, acquisition, development and administration of the parks and recreation resources, programs and facilities in the community. It serves as a framework for the planning, development, rehabilitation and maintenance of Dublin’s parks, open spaces, recreation facilities and programming. Through this planning process policies were developed for the physical, programmatic and operational elements of the parks and recreation system. In essence, the process considered all the elements of parks and recreation in the community to create a comprehensive vision with an outlook of five to ten years, and the resulting plan will serve as a framework for the long-term use and development of parks and facilities. This plan details the current state of the system and outlines plans for future improvements and investments based on a comprehensive assessment of community priorities and values. Community input was collected via focus groups, conducted key leader and stakeholder interviews, open public forums, a community on-line survey and a statistically- valid survey. The information gathered from the community engagement process was combined with technical research to produce the final Master Plan as described within this Executive Summary. This summary includes an overview of the plan inputs, vision and key recommendations. The City of Dublin values its rich history, including the traditions of indigenous peoples such as the Hopewell culture which called the area home, as well as the settlers who followed. Since that time, Dublin has grown into a thriving community, home to over 50,000 residents and many major employers. The PRMP builds on this proud history as it looks to the future parks and recreation needs of the community. 7 CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 01: Introduction1.2 PROCESS OVERVIEW The City of Dublin The City led the development of the PRMP. This leadership came from both staff and elected and appointed officials. Throughout the process staff worked with the consultant team to provide data and resources, insight from a management perspective, and helped shape the engagement process and plan recommendations. Local Stakeholders/ Community The community guided the development of the plan. This included interviews with staff, local stakeholders, and elected/appointed officials as well as input from the community, which provided user experience feedback, vision for how users would like the system to evolve in the future, and informaton on the types of activities and programs they would like offered in the community. The Consultant Team PROS Consulting, INC., in partnership with OHM Advisors, developed the plan for the City and provided recommendations based upon publicly-driven input as obtained and analyzed throughout 2022. WHO WAS INVOLVED? TIMELINE & ENGAGEMENT PHASE 5 FINALIZE PHASE 1 LAUNCH PHASE 2 DISCOVER PHASE 4 TEST AND REFINE PHASE 3 CREATE Public Forum Online Survey Statistically Valid Survey Stakeholder Interviews Focus Workshop Focus Workshop Final Master Plan Presentation The process included data collection, public input, field assessments, review of existing conditions, market research, and open dialogue with local leadership and key stakeholders. The overall planning process followed a path, as illustrated below: 8 1.3 BUILDING THE PLAN The process of building the plan included three primary inputs. This included public input, technical analysis, benchmarking, and best practices. The key findings from each of these inputs created the foundation by which the plan vision and recommendations were developed. The following is a brief description of these plan inputs. Public Input At the heart of the planning process was public input from a robust engagement process. The public’s attitudes and aspirations provided the intuitive local knowledge that shaped the plan. The community provided input through a variety of channels including on-line, small group and individual interviews as well as community meetings and forums. PUBLIC INPUT TECHNICAL ANALYSIS BENCHMARKING AND BEST PRACTICES Technical Analysis While the community provided the intuitive knowledge, the technical analysis provided the strategic data driven input. This input was critical to understanding the condition of the parks system, how it was performing, the level of services it was providing, and how it was meeting the community profile. Another component of the technical analysis was a review and consideration of previous and ongoing planning studies. This included the existing Comprehensive Plan, Sustainability Plan, Rapid 5, development district plans, the 2023 Housing Study and ongoing projects such as the US 33 Corridor Study. Benchmarking and Best Practices Looking outside the Dublin parks system to those in other communities and regions offered a unique perspective and comparison for how to shape the plan for Dublin. This plan input provided data to evaluate Dublin's offerings, as well as inspiration for potential programs and facilities that have been successful in other communities. 9 CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 01: Introduction Community Profile02 12 Community Profile 02 2.1 INTRODUCTION A key component of the Plan is a Demographic & Recreation Trends Analysis. The purpose of this analysis is to provide the Department of Parks and Recreation (the Department) insight into the general makeup of the population they serve and identify market trends in recreation. It also helps quantify the market in and around the City and assists in providing a better understanding of the types of parks, facilities, and programs / services that are most appropriate to satisfy the needs of residents. This analysis is two-fold – it aims to answer the who and the what. First, it assesses the demographic characteristics and population projections of City residents to understand who the Department serves. Secondly, recreational trends are examined on a national and local level to understand the future aspirations of the population served. Findings from this analysis establish a fundamental understanding that provide a basis for prioritizing the community needs for parks, trails, facilities, and recreation programs. 2.2 DEMOGRAPHIC ANALYSIS The Demographic Analysis describes the population within Dublin, Ohio. This assessment is reflective of the City’s total population and its key characteristics such as age segments, race, ethnicity, and income levels. It is important to note that future projections are based on historical patterns and unforeseen circumstances during or after the time of the analysis could have a significant bearing on the validity of the projected figures. The infographic to the right provides an overview of the City’s populace based on current estimates of the 2022 population and projections of growth to 2037. A further analysis of each of these demographic characteristics (population, age segments, race, ethnicity, and income) can be found in this Chapter. 13 CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 02: Community Profilemethodology Demographic data used for the analysis was obtained from U.S. Census Bureau and from Environmental Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends. All data was acquired in July 2022 and reflects actual numbers as reported in the 2020 Census. ESRI then estimates the current population (2022) as well as a 5-year projection (2027). PROS then utilized straight line linear regression to forecast demographic characteristics for 10 and 15-year projections (2032 and 2037).Dublin RdDublin Rd Perimeter DrPerimeter Dr Emerald PkwyEmerald PkwyAvery RdAvery RdFrantz RdFrantz RdRings RdRings RdCoffman RdCoffman RdMu i r f i e l d D r Mu i r f i e l d D r Brand RdBrand Rd Bridge StBridge St Riverside DrRiverside Dr Hard RdHard Rd Cosgray RdCosgray RdScioto RiverDemographic Analysis Boundary Map The City boundaries shown below were utilized for this demographic analysis. 14 city PoPulace See Additional Information Appendix. demograPhic comParative summary The table to the right is a summary of the City’s demographic figures. These figures are then compared to the state and U.S. populations for perspective on a regional and national scale. This type of analysis allows the City of Dublin to see how their population compares on a statewide and national scale. The highlighted cells represent key takeaways from the comparison between the City and the national population. Dublin STATE U.S.A. Annual Growth Rate (2020-2022)1.19%0.09% 0.64% Projected Annual Growth Rate (2022-2037) 1.10%0.01% 0.10% Annual Growth Rate (2020-2022)1.58%0.24% 0.73% Average Household Size 2.77 2.50 2.55 Ages 0-17 26%23%24% Ages 18-34 18%20%21% Ages 35-54 29%24%25% Ages 55-74 22%25%23% Ages 75+5%8%7% White Alone 70.9%76.5% 61.0% Black Alone 2.2%12.6% 12.4% American Indian 0.2%0.3%1.1% Asian 20.1%2.6%6.1% Pacific Islander 0.0%0.0%0.2% Some other Race 0.9%2.0%8.6% Two or More Races 5.7%6.0% 10.6% Hispanic / Latino Origin (any race)3.0%4.5% 19.0% All Others 97.0%95.5% 81.0% Per Capita Income $69,940 $36,681 $40,363 Median Household Income $148,560 $62,419 $72,414Income Characteristics2022 Demographic Comparison PopulationHouseholdsAge Segment DistributionRace DistributionHispanic/ Latino PopulationDemographic Summary •The City’s recent population annual growth rate (1.19%) is higher than the U.S.’s (0.64%) annual growth rate. •The City’s household annual growth rate (1.58%) is substantially higher than the national average (0.73%). •When assessing age segments, the City exhibits a younger population than the national age segment distribution. •The City’s has a high Asian population percentagecompared to the state and national averages. •The City’s per capita income ($69,940) and median house income ($148,560) are both higher than state ($36,681 & $62,419) and national ($40,363 & $72,414) averages. 15 CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 02: Community ProfileAccording to the City’s Housing Study and Strategy conducted in March of 2023, the population and housing needs of the City indicate comparable projected growth rates. As this growth occurs, additional parks and recreation amenities will be needed in the future. While the Housing Study projects population growth to the year 2040, the Parks and Recreation Master Plan is a 10-year plan, which addresses the City’s needs through 2032. Based on the trajectory of anticipated growth, this 10-year plan addresses the needs of the City on the same path of anticipated population growth as the Housing Study. The future needs are identified in the Level of Service Standards in Section 4.4 of this Plan. The Housing Study identified that Franklin County and the surrounding areas are also anticipated to continue increasing in numbers of households and population. These surrounding areas are identified in the Housing Study map below. 2023 Housing Study Map The City currently provides athletic facilities, recreation programs and facility memberships to school district residents at significantly reduced rates. To effectively balance the projected growth and levels of service by the City and surrounding areas, it is recommended that the City consider the following strategies that maximize service to Dublin residents in the future: The City’s continued service beyond its corporate boundary will require new strategies to meet the growing demand on its parks and recreation amenities. In particular, the City currently serves residents within the Dublin School District boundary, which is nearly twice the size of the City geographically. Strategies and tactics associated with meeting these future needs are discussed throughout the Capital Improvement Plan in Section 5.2 and the Implementation Plan in Section 6. These recommendations and outcomes from the Parks and Recreation Master Plan will be used to inform the update to the Community Plan that is currently underway. •Create partnerships with neighboring communities for collaborative regional planning of additional parks and recreation amenities in the future •Establish funding partnerships with regional stakeholders for additional amenities provided by theCity •Consider new pricing strategies to offset current operational and maintenance costs of parks andrecreation amenities •Consider policy amendments with limitations fornon-residents for usage of City parks and recreationamenities that are near or at capacity 16 demograPhic imPlications While it is important not to generalize recreation needs and priorities based solely on demographics, the analysis suggests some potential implications for the City. First, with the population increasing significantly since 2010 (17%) there is an increased need for improvements. With the population expected to grow at more normal levels making changes now can ensure that the facilities are ready for the next generation. Second, due to the continued growth of the older age segments, the City is poised to ensure the “Senior” population beyond the traditional 55+ designation has services to age in place. Forever Dublin was developed to plan improvements in services for the older population and provide assistance with conveniences. Finally, the City’s above average household income characteristics suggests potential disposable income at the family level. The Parks and Recreation Department should be mindful of this when budgeting programs and events, remaining mindful of families that need financial assistance to ensure equity of access for all residents. Image Source: Sunrise Kayaking LLC 17 CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 02: Community Profile2.3 RECREATION TRENDS ANALYSIS - MARKET POTENTIAL local sPort and leisure market Potential The following charts show sport and leisure market potential data for City of Dublin residents, as provided by ESRI. Market Potential Index (MPI) measures the probable demand for a product or service within the defined service areas. The MPI shows the likelihood that an adult resident will participate in certain activities when compared to the U.S. national average. The national average is 100; therefore, numbers below 100 would represent lower than average participation rates, and numbers above 100 would represent higher than average participation rates. The service area is compared to the national average in four (4) categories – general sports, fitness, outdoor activity, and commercial recreation. It should be noted that MPI metrics are only one data point used to help determine community trends; thus, programmatic decisions should not be based solely on MPI metrics. Overall, when analyzing the City’s MPIs, the data demonstrates well above average market potential index (MPI) numbers. When assessing each category market potential charts, all but one activity scored above 100. These above average MPI scores show that the City’s residents have a rather strong participation presence when it comes to recreational offerings, especially pertaining to fitness and outdoor activities. This becomes significant when the Department considers starting up new programs or building new facilities, giving them a strong tool to estimate resident attendance and participation. The following charts compare MPI scores for 42 sport and leisure activities that are prevalent for residents within the City. The activities are categorized by activity type and listed in descending order, from highest to lowest MPI score. High index numbers (100+) are significant because they demonstrate that there is a greater likelihood that residents within the service areas will actively participate in those offerings provided by the Department. 18 General Sports Market Potential The General Sports category shows all activities scoring above the national average. The top three general sports regarding MPI include Tennis (152), Golf (134), and Soccer (119). Fitness Market Potential Assessing MPI scores for the Fitness Activity category reveals that all fitness activities are above the national average, Pilates (163) is the most popular followed by Jogging (144) and Yoga (142) being the top three activities. Outdoor Activity Market Potential Overall, the Outdoor Activity MPI chart reflects that Dublin is above the national average in all activities recorded besides Horseback Riding (98), Freshwater Fishing (86), and Archery (82). The most popular is Hiking (136) followed by Bicycling (Mountain 134) and Bicycling (Road 131) makes up the three most popular activities. 19 CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 02: Community ProfileCommercial Recreation Market Potential The Commercial Recreation category reveals all but “Played video/electronic game “ having an MPI score above the national average with the highest scores being “Participated in a book club” in the last 12 months (152), “Went to live theater” (147), “Went to museum” (140), and “Attended a sports event” (127). We also see a willingness to attend events of facilities in which residents perceive value as “Went to an art gallery” (124) and “Did photography” (123). Also notable is an above average propensity to spend $250+ on Sports/ Recreation Equipment. 20 2.4 BENCHMARK ANALYSIS methodology PROS Consulting with assistance from the Department identified operating metrics to benchmark against comparable parks and recreation agencies. The goal of the analysis is to evaluate how Dublin is positioned among nationally recognized agencies throughout the country. The benchmark assessment is organized into specific categories based on peer agency responses to targeted questions that lend an encompassing view of each system’s operating metrics as compared to Dublin. Due to differences in how each system collects, maintains, and reports data, variances may exist. These variations can impact the per capita and percentage allocations, and the overall comparison must be viewed with this in mind. The benchmark data collection for all systems was complete as of October 2022, and it is possible that information in this report may have changed since the original collection date. The information sought was a combination of operating metrics that factor budgets, staffing levels, and inventories. In some instances, the information was not tracked by or not available from the participating agencies. The park and recreation agencies listed below were benchmarked against the City of Dublin: •Roseville, California •Lee’s Summit, Missouri •Carmel-Clay, Indiana •Westerville, Ohio These agencies were selected based on their commitment to high quality of life via exceptional commitment to community park and recreation services. Each of these agencies has won the prestigious National Gold Medal Award for Excellence in Park and Recreation Management. They are recognized leaders in state, regional and national arenas. Additionally, in several of the data sets there is information available from the 2022 National Recreation and Parks Association’s Annual Performance Report. The National Recreation and Parks Association (NRPA) is a national industry association that provides professional development, performance support, research, and advocacy for parks and recreation agencies across the United States. Taken from the report, “The 2022 NRPA Agency Performance Review summarizes the key findings from NRPA Park Metrics — the benchmarking resource that assists park and recreation professionals in the effective management and planning of their operating resources and capital facilities.” (2022 NRPA Agency Performance Review) Where available, 2022 national benchmarking data has been included in this analysis. The table below lists each benchmark agency in the study, arranged by total population served. Peer agencies represent similar operating circumstances, higher than national average of resources, and have demographic and organizational characteristics like Dublin. Agency State Population Jurisdiction Size (Sq. Mi.) Population per Sq. Mi. Roseville CA 146,875 43.05 3,412 Westerville OH 39,190 12.5 3,135 Carmel-Clay IN 99,757 47.46 2,102 Dublin OH 50,501 25.04 2,017 Lee's Summit MO 104,000 66 1,576 21CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 02: Community ProfilePark Acres The following table provides a general overview of each system’s park acreage, ranked least acreage per 1,000 residents to most. Dublin ranks second highest in total number of parks (64). Assessing level of service for park acres, Dublin is the second highest in the study with 30.14 acres of parkland per 1,000 residents, which is well above the NRPA median for agencies of 10.4 acres per 1,000 residents. Additionally, Dublin ranks similarly when analyzing total developed acres, ranking highest among responding benchmark agencies that responded with 1,041 acres. Agency Population Total Number of Parks Residents per Park Total Acres Acres Developed / Maintained Natural Acres Not Maintained Acres per 1,000 Residents Roseville 146,875 79 1859 4745 n/a n/a 32.31 Dublin 50,501 64 537 1522 1041 386 30.14 Westerville 39,190 34 1153 568 422 146 14.49 Lee's Summit 104,000 36 2889 1235 380 855 11.88 Carmel-Clay 99,757 20 4988 639 127 512 6.41 Trail Miles The information below reveals the service levels for dedicated trails within each system. By comparing total trail mileage to the population of the service area, the level of service provided to the community can be determined, which is expressed as trail miles for every 1,000 residents. Dublin represents the benchmark’s highest agency in terms of total trail mileage (140.2 total miles) and is the highest agency for trail mileage per capita (2.78 miles per 1,000) among agencies assessed. With 2.8 miles per 1,000, Dublin is significantly above the national best practice of 0.25-0.5 of trail miles per 1,000 residents. Note: Developed vs. Undeveloped acres was not available for Roseville, CA. Agency Population Total Miles of Trails Paved Trail Miles Total Unpaved Miles Trail Miles per 1,000 Residents Dublin 50,501 140.2 137.5 2.70 2.78 Westerville 39,190 51.4 50.0 1.30 1.30 Lee's Summit 104,000 93.0 90.0 3.00 0.90 Roseville 146,875 36.2 36.2 0.00 0.20 Carmel-Clay 99,757 8.6 21.7 4.70 0.09 22 Staffing This section compares staffing levels for each system by comparing full-time equivalents (FTEs) to total population as well as levels of volunteers. Total FTEs per 10,000 residents is a key performance metric that assesses how well each system is equipped, in terms of human resources, to serve its jurisdiction. In general, Dublin, Westerville and Roseville are well staffed, all being above the national median of 8.9 FTEs per 10,000 residents. Total FTE's are challenging to compare from one jurisdiction to another due to the types of amenities and programming that exists. For instance, swimming pool operations, recreation centers, community events and youth camps require a tremendous number of FTE's to manage compared to other types of facilities and programs. (It appears that Lee’s Summit and Carmel-Clay did not compute full- time equivalents, but rather entered only the number of full-time employees.) Agency Population Total Number of Parks & Rec Staff Total FTEs FTEs in Parks FTEs in Administration FTEs per 10,000 Residents Dublin 50,501 520 233 83.50 8.5 46.14 Westerville 39,190 370 113 21 9 28.73 Roseville 146,875 n/a 313 85 15 21.33 Carmel-Clay 99,757 391 46 17 11 4.65 Lee's Summit 104,000 471 45 18 5 4.33 The following chart further illustrates by showing the allocation of Park FTE staff per park acre; the number of maintained acres per Park FTE; and, lastly, the total agency FTEs per total acreage. Dublin has fewer maintained acres per Park FTE than two of the five agencies providing the data at 12 acres per FTE. Although FTEs per 10,000 residents is a key performance metric, it is also important to consider FTEs per Acre of parks in a City's parks and recreation system. The table below illustrates this consideration. Although Dublin has the highest number of FTEs per 10,000 residents, both Westerville, Ohio and Lee's Summit, Missouri have more FTEs per maintained acre of park. The data provided by the benchmark cities is analyzed based on the national standard of FTE’s per acre and per 10,000 residents. It is important to note that the data does not take into account the variety of maintained park amenities. For example, baseball fields require more maintenance than soccer fields, park shelters may demand more staff to maintain than tennis courts. Additionally, the number of parks also influences FTE’s from staff travel efficiencies, equipment storage locations, levels of expertise needed for each park, etc. The maintenance standard classification also influences the number of staff needed. Based on these factors, Dublin operates and maintains a very robust and highly maintained system of parks and facilities; therefore, it is expected that the number of FTE’s will be higher than many other communities. Comparing FTE’s with other agencies can be challenging due to these and other variables. Agency Total Acres Acres Developed / Maintained FTEs in Parks Maintained Acre per Park FTE Total FTEs FTEs per Acre Westerville 568 422 21 20 113.00 0.20 Dublin 1,522 1,041 83.5 12 233.00 0.15 Roseville 4,745 n/a 85 n/a 313.00 0.07 Carmel-Clay 639 127 17 8 46.00 0.07 Lee's Summit 1,235 380 18 21 45.00 0.04 23 CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 02: Community ProfileVolunteers play a key role with most top performing park and recreation agencies. Volunteers often assume some of the “workload” of keeping parks and amenities maintained and operating. With volunteers, Dublin ranks well above Carmel-Clay and Westerville in number of volunteers, and the number of volunteer hours contributed by volunteers in a year. Dublin volunteers contribute the equivalent of 7.75 FTEs per year. Contracted services also augment the work performed by staff and olunteers. In Dublin’s case, contractual spending is the highest among the four agencies. Agency Annual Volunteers Hours Worked by Volunteers Lee's Summit 64,712 2,166 Dublin 2,744 41,500 Carmel-Clay 378 2,703 Westerville 170 1,861 Volunteer data not available for Roseville,CA. Contracted services data not available for Roseville, CA. Agency Contractual Dollars Spent Dublin $1,871,521 Carmel-Clay $1,500,000 Lee's Summit $565,793 Westerville $189,172 Operating Expense Per Acre of Park Dublin falls in the middle of the comparable agencies, at $16,412 of total operating expense per acre. However, the total operating expense includes the costs of the many special facilities operated by Dublin (and Westerville and Carmel-Clay) such as large community/recreation centers, pools, splash pads and sand volleyball courts, etc. Agency Total Acres Total Operating Expense Operating Expense per Acre Carmel-Clay 639 16,388,657$ 25,646$ Westerville 650 11,433,876$ 17,591$ Dublin 1,522 24,978,847$ 16,412$ Lee's Summit 1,235 14,875,985$ 12,045$ Roseville 4,745 45,514,277$ 9,592$ Operating Budget by Distribution of Source of Money The table below compares the distribution of sources of money for each agency. Dublin shows the third highest percentage of operating budget from sources other than the General Fund. (Note that the State of Missouri has a dedicated sales tax to fund local park and recreation agencies, hence the lack of General Fund money for Lee’s Summit.) Dublin’s operating funds from Fees and Charges is the lowest of the comparative agencies at 29%. However, Dublin ranks highest in Other sources, citing sponsorships and donations as a significant source of income at 4%. Agency General Fund Fees & Charges Dedicated Source / Levy Other Total Percentage Earned Carmel-Clay 36% 64%n/a 1% 65% Lee's Summit 0% 50%48% 2% 52% Dublin 67%29%0% 4%33% Roseville 40% 40%19% 2% 42% Westerville 66% 34%n/a 1% 35% 24 Operating Expense per Capita and Earned Revenue per Capita Agencies participating in the benchmark study are spending on parks and recreation operations at a substantial rate. Dividing the annual operational budget by each service area’s population allows for a comparison of how much each agency is spending per resident. Dublin is above peer agencies for expenditures per resident ($494.62), and substantially higher than the NRPA median of $93.01 per resident. Also, Dublin recovers more of the expense per resident through Earned Revenues than the others. By comparing each agency’s annual non-tax revenue to the population, the annual revenue generated or earned on a per resident basis can be determined. Dublin’s level of earned income per capita is significantly higher than the national median of $22.08 and is highest of compared agencies. Agency Population Operating Expenses Budgeted Earned Revenue Operating Expense per Resident Revenue per Resident Dublin 50,501 $24,345,740 $7,294,712 $494.62 $144.45 Roseville 146,875 $45,514,277 $18,205,711 $309.88 $123.95 Carmel-Clay 99,757 $16,388,657 $10,461,490 $164.29 $104.87 Westerville 39,190 $11,433,876 $3,905,326 $291.75 $99.65 Lee's Summit 104,000 $14,875,985 $7,437,993 $143.04 $71.52 The following chart demonstrates the variety of earned revenue sources of the compared agencies. By this comparison, Dublin shows a good variety of revenue sources without heavy reliance on any one or two sources. Agency Entry / Memberships Program Fees Facility Rentals Grants Concession Resales Permit Fees Golf Operations Other Fees Carmel-Clay 47.0% 48.0% 2.0% 0.0% 2.0% 0.0% 0.0% 1.0% Dublin 35.9% 26.0% 6.1% 0.0% 16.7% 0.0% 0.0% 14.8% Lee's Summit 63.0% 20.0% 10.0% 0.2% 4.0% 0.2% 0.0% 1.0% Roseville 4.0% 38.0% 6.0% 2.0% 0.0% 39.0% 11.0% 0.0% Westerville 34.2% 15.5% 2.7% 0.0% 1.1% 0.0% 0.0% 0.1% Sources of Capital Improvement Program Funds Municipalities in different states have different sources of income and capital money. This reality is demonstrated in the chart, below. However, note that none of the comparable agencies are currently using bonds for CIP. Agency General Fund Dedicated Funds Park Development Fees Bonds Other Carmel-Clay 9% 67%24% 0% 0% Dublin 0% 6%0% 0% 94%* Lee's Summit 21% 79%0% 0% 0% Westerville 80% 0%0% 0% 20% Roseville 4% 8%87% 0% 0% * 77% income tax revenue-capital fund; 17% unfunded 25 CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 02: Community ProfileCIP Summary Due to the year-to-year fluctuations of Capital Improvement Plan (CIP) budgets and availability of funding, the table below includes the last three years of actual investment (2019-2022). These figures were then utilized to show the average annual capital investment for each agency. The top performing benchmark agencies are investing significant dollars into CIP efforts each year. Dublin is above the 2022 NRPA median for agencies serving 50K-99K residents ($2.7M annual average). Overall, Dublin ranks in the middle of the compared agencies. However, Roseville and Lee’s Summit have populations over 100,000. Compared to Westerville and Carmel-Clay, Dublin still falls in the middle of average CIP investment. Agency Current Year Prior Year 2 Years Prior Average annual CIP Budget Roseville 30,163,663$ 32,029,302$ $30,620,006 $30,937,657 Carmel-Clay 4,500,000$ 10,514,394$ $9,640,423 $8,218,272 Dublin 2,100,000$ 9,200,000$ $10,225,000 $7,175,000 Westerville 4,091,025$ 6,114,521$ $2,800,721 $4,335,422 Lee's Summit 2,663,274$ 664,870$ $451,248 $1,259,797 Program Participation This metric assesses program participation for each agency by comparing total registered program participations to the population of each service area to determine the average participation rate per resident. Program activity is measured in participations (versus participants), which accounts for each time a resident participates in a program and allows for multiple participations per individual. There are important differences to note in the findings from this analysis in that agencies may “qualify” what constitutes a program differently in their responses for information. This can lead to wide disparities in the data that may not be truly reflective of the actual program portfolio of Dublin in comparison to the other agencies evaluated. Based solely on the data provided, Dublin has the third highest of the benchmark agencies with 4.68 participations per resident. However, “participations per resident” can be skewed by different reporting by the benchmark agencies. Dublin participation is estimated at eight (8) occasions of participation per program registration. Dublin's number also excludes attendance at community events. Agency Population Total Program Participation Participations per Resident Lee's Summit 104,000 859,638 8.27 Westerville 39,190 298,000 7.60 Dublin*50,501 236,464 4.68 Carmel-Clay 99,757 250,000 2.51 Roseville 146,875 n/a n/a Dublin participation estimated at 8 incidences of participating per registration. Total registrations of 29,558. 26 *Course owned by Dublin with operation and management by private contractor. **Approximate measurement of decks and water surface. Comparison of Amenities The following table allows for an overview for comparing the like-agencies. For example, each has a recreation center, although one, Roseville, appears to be smaller in size. The comparison of the quantity and size of amenities allows for possible variations in participations, budgets, and capital investments. Amenity Carmel-Clay Dublin Lee's Summit Westerville Roseville Multi Purpose fields 2 36 28 25 52 Ball Diamonds 0 36 35 31 43 Basketball Courts 2 14 3 9 51 Tennis Courts 0 18 9 11 21 Pickleball Courts 6 8 7 8 8 Sand Volleyball 2 5 4 0 10 Traditional Playgrounds 11 44 27 29 n/a Inclusive Playgrounds 1 2 1 n/a n/a Rec/Comm. Centers 3 1 4 1 1 SQ. Footage 157,225 120,000 160,000 109,500 53,996 Indoor Aquatics/Pool 1 1 2 1 1 SQ. Footage 15,483 25,149 27,859 35,500 25,149 Outdoor Aquatics/Pool 1 2 1 1 2 SQ. Footage**130,680 77,852 169,000 18,860 n/a Splash Pad/Spray Grnd 4 2 3 1 2 SQ. Footage 5,445 13,200 12,000 1,080 n/a Golf Courses 18-Hole 0 1*0 0 2 Golf Courses 9-Hole 0 0 0 0 0 Disc Golf Crse 18- Hole 1 0 1 0 0 Disc Golf Crse 9-Hole 1 1 1 0 0 Skate Parks 1 0 1 1 1 Bike Parks 0 0 0 0 0 Picnic Shelters 25 17 19 14 12 summary of benchmark findings As a whole, the peer agencies selected are well performing park systems which allows Dublin to benchmark itself against agencies with similarly high standards. Specific areas where study participants perform to exceptional levels include: acres per 1,000 residents, earned revenue and non-tax income, and operational and capital funding. When considering the application of the benchmarking data and agency ranking, it is important to remember that park systems have different values, practices, and market demands. However, the benchmarking information is useful in self- evaluation in general when comparing against other high-quality agencies. Overall, the benchmark analysis reveals that Dublin is a strong parks and recreation system, especially given the number of parks, trails and facilities it operates and maintains. The perspective gained through the peer comparison can be valuable in identifying areas for improvement and establishing strategic goals to pursue. 27 CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 02: Community ProfileTHIS PAGE INTENTIONALLY LEFT BLANK Public Engagement03 30 Public Engagement 03 3.1 INTRODUCTION To establish a better understanding of the City’s current state and to help determine the needs and priorities for the future, the planning process incorporated a variety of input from City residents. This included a series of key stakeholder interviews and focus group discussions summarized below, as well as one public meeting, a statistically valid survey, an online survey, community pop-up outreach, and online comments through the crowd-sourcing project website. 3.2 DUBLIN STAKEHOLDER INTERVIEWS AND FOCUS GROUPS The summary from the interviews and focus groups helped to inform the Statistically-Valid Survey development to then conduct a random sampling of the population. The following summarizes comments and concerns from key leaders in the community and park system user groups. PROS Consulting interviewed people in focus groups and key stakeholder interviews representing the following organizations: PUBLIC MEETINGS PUBLIC FORUM #155PARTICIPANTS STATISTICAL SURVEY 521RESPONSES INTERVIEWS STAKEHOLDERSFOCUS GROUPS ONLINE SURVEY 237RESPONSES •Dublin Arts Council •Business Community •City Leadership Staff •Council members •Community Inclusion Advisory Committee •Dublin City School Officials •Park and Recreation Staff •Seniors •Sports Groups •Visit Dublin Dublin Key Stakeholder and Focus Group Organizations 31CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 03: Public EngagementPublic engagement interviews and focus grouPs summary General Perceptions and Value of the Parks and Recreation System •ADA accessibility is great •Beautiful park system and the expectations are high •City offers great programs for people of all ages •Diverse and plentiful •Diversity of experiences is great for all ages •Great park system but people want more of it •Love the public art in the parks •More parking is desired in parks •More seating along trails and in parks are desired •Sports fields are overused •They have good partnerships with the schools •Trails in the City are fantastic Most Important Priorities to Focus on in the Master Plan •Activate the river downtown •Add all-weather turf fields at Darree Fields and lights •Add more public art in the parks •More senior programs for grandparents with grand kids •More special events downtown are desired •More sports tournaments in the City to help support hotels is desired •Multi-functional design in everything that is created •Update sports fields at Darree Fields and add more field for lacrosse and soccer and amenities like restrooms and concessions •Update stage and Scioto Park for more music entertainment •Update the community center and provide a more senior only work out space and therapy pool Desired Outcomes for the Master Plan •Add a therapy pool to the community center •Continue to be a great partner with the community •Create more music and entertainment downtown in the parks •Develop a business plan for parks and downtown to work together •Developing an art village downtown •Development of a large indoor field hous •Kayaking opportunities on the river downtown •More coordination with art groups •More programming to activate park spaces indoors and outdoors in the City •More special events and festivals in the City is desired •Need teenager events for them to attend •Older parks need updated •Think big •Tie the Parks Master Plan to the Visitor Market Plan •Updating of Darree Fields by add all weather turf field , lights and more field Most Significant Concern to Manage Against? •Balancing the needs of residences and the business community well •Keeping up with maintenance of the parks and trails •Meeting the public’s expectations •Need more sports indoor spaces for aquatics and fiel sports •Need to identify necessary funding to build the sports facilities needed in the City •Staffing to support the recreation needs of the community •What is our true capacity and where are we in that process 32 3.4 PUBLIC FORUM Over the course of the planning process, a public forum was hosted by the consultant team to provide an update on the project and allow attendees to share feedback on specific aspects of the parks and recreation system. Below includes key takeaways from live polling and group discussions. •Active sports parks/fields (35.6%) and n ture/nature-based parks (27.6%) are the top two park types of which the City needs more •Participants feel the top three most underserved groups are teens (25%), seniors (23.1%), and persons with special needs (19.2%) •The top two most important outcomes of the PRMP are to expand recreation program opportunities (36.7%) and ensure that the City maintains a high level of service and conditions (26.5%) See Additional Information Appendix for detailed results. 3.3 PROJECT WEBSITE A dedicated website was created to serve as an information source during the project. The site served as an introduction to the parks planning process and provided a convenient location to post meetings, documents, and links to the online survey. The site included contact forms for providing additional feedback. The website was combined with outreach through the City’s social media platforms to directly reach people. •Continue to meet high public expectations of an already beautiful park and recreation system with diversity of experiences, accessibility, and quality maintenance •Activate the river and the downtown surrounding area with additional activities and special events •Incorporate arts as a major component of the Department and the City with more art (structural and programmatic) and explore a new facility for the arts •Update sports fields including sy thetic turf for traditional and non-traditional sports •Use a multi-functional approach to all future development •Increase sports tournaments in the City •Continue to be a great partner with other organizations in the City •Think BIG for capital recommendations •Balance the needs of residents and the business community •Include more programming to activate indoor and outdoor park spaces in the City •Provide more indoor and outdoor sporting spaces (aquatics, field spo ts, etc.) PUBLIC FORUM KEY TAKEAWAYS PROJECT WEBSITE 4,216 VISITS 21%3% 60% 16 % DIRECT SOCIAL MEDIA OTHER SOURCES REFERRAL FROM OTHER WEBSITE 25COMMENTS RECEIVED 26EMAIL LIST SUBSCRIBERS 33CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 03: Public Engagement3.5 DUBLIN COMMUNITY INTEREST & OPINION SURVEY PurPose and methodology Purpose ETC Institute administered a Community Interest and Opinion survey. The data compiled from the survey will be used to help decision‐makers determine programs, park facility, and amenity priorities for the future. The Master Plan sets goals for developing and renovating areas based on resident’s input. Methodology The six‐page survey, cover letter, and postage paid return envelope were mailed to a random sample of households in Dublin. The cover letter explained the purpose of the survey and encouraged residents to either return their survey by mail or complete the survey online. Once households received the survey in the mail, ETC Institute sent follow-up reminder communications to encourage participation. The communication methods contained a link to the online version of the survey to make it convenient for residents to complete. For verification purposes, residents were asked to enter their home address at the end of the survey. ETC Institute then matched the addresses that were entered with the addresses originally selected for the random sample. If the address entered online matched with an address from the random sample that online survey was counted. The survey was administered to a random sample of households . A total of 521 surveys were completed by households. The results of the random sample of 521 households have a precision of at least +/‐4.2% at the 95% level of confidence. Survey Household Responses Distribution Map 34 survey findings The following is a summary of findings from the survey results, the full detail of slides can be found in Appendix C. Parks and Recreation Services Nearly all households (99.4%) believe parks, recreation services, community events, and open space are important to the quality of life in Dublin. Almost every household agrees with the following statements, regarding the benefit of parks, recreation services, community events, and open space provided by the City: •Provides places for people to enjoy the outdoors (100%) •Makes Dublin a more desirable place to live (99%) •Improves physical health and wellness (99%) •Increases property value (99%) •Improves mental health and reduces stress (99%) Q3: Which THREE of the benefits from the list in Question 2 are MOST IMPORTANT to you and members of your household? by the sum percentage of respondents’ top three choices 2.5% 5.6% 22.3% 26.3% 36.8% 42.2% 44.9% 44.9% 52.3% 0% 20% 40% 60% 80% 100% Provide employment opportunities for youth/young adults Help attract new residents and businesses Increase property values in surrounding areas Improve mental health and reduce stress Connect people, build stronger families and neighborhoods Preserve open space and natural areas Provide places for people to enjoy outdoors Make Dublin a more desirable place to live Improve physical health and wellness First Choice Second Choice Third Choice Findings Report: 2022 City of Dublin Community Interest & Opinion Survey ©2022 | ETC Institute Page 4 The top four benefits that are most important to households are: •Improves physical health and wellness (52%) •Makes Dublin a more desirable place to live (45%) •Provides places for people to enjoy the outdoors (45%) •Preserves open space and natural areas (42%) 35CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 03: Public EngagementRecreation Facilities - Needs Households were asked to identify if they had a need for 28 facilities and rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households that had the greatest “unmet” need for various parks and recreation facilities. The four facilities with the highest percentage of households whose needs are currently being partly or not met are listed: •Botanical/formal gardens (3,314 households or 18%) •Environmental education/nature center (3,250 households or 18%) •Canoe/kayak launch (3,182 households or 17%) •Indoor playground equipment (3,025 households or 17%) The estimated number of households that have unmet needs for each of the 28 facilities are shown in the graph below. 208 305 443 473 557 575 676 789 806 860 899 1,011 1,097 1,132 1,159 1,285 1,472 1,495 1,528 2,187 2,214 2,255 2,543 2,811 3,025 3,182 3,250 3,314 ‐ 1,000 2,000 3,000 4,000 5,000 6,000 Cricket field Field hockey fields Baseball/softball diamonds Soccer fields Tennis courts Lacrosse fields Playground equipment (outdoors) E‐Sports room Dedicated amenities for those with disabilities Basketball courts Golf course (Golf Club of Dublin) Picnic shelters (rentable) Volleyball courts Splash pads/spray parks Disc golf course Fishing areas Fitness/exercise facilities (indoors) Off‐leash dog park Walking/running track (indoors) Pickleball courts (outdoors) Garden plots/community gardens Exercise equipment (outdoors) Pickleball courts (indoors) Aquatic/pool facilities Playground equipment (indoors) Canoe/kayak launch Environmental education/nature center Botanical/formal gardens Partly Met Not Met Q10a: If "Yes," please rate how well the recreation facilities in Dublin meet the needs of your household. by number of households whose recreation facility needs are being partly or not met (based on the estimated number of households in Dublin, OH = 18,261) Findings Report: 2022 City of Dublin Community Interest & Opinion Survey ©2022 | ETC Institute Page 14 36 Recreation Facilities - Importance In addition to assessing the needs for each facility, ETC Institute also evaluated the importance that households placed on each one. Based on the sum of households’ top four choices, the top three most important facilities to households are listed below. •Aquatic/pool facilities (47%) •Indoor fitness/ xercise facilities (32%) •Outdoor playground equipment (26%) The percentage of households that selected each facility as one of their top four choices is shown in the graph below. Q11: Which FOUR facilities from the list in Question 10 are MOST IMPORTANT to your household? by the sum percentage of respondents’ top four choices 0.8%1.0%1.4%2.0%2.4%3.3%5.5%5.7%5.9%6.6%7.4%7.6%8.3%8.4%10.0%10.0%10.8%10.9%12.4%13.2%13.8%14.3%14.3%15.5%16.1%26.3%31.6%46.8% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Field hockey fields Cricket field E‐Sports room Volleyball courts Dedicated amenities for those with disabilities Lacrosse fields Playground equipment (indoors) Disc golf course Garden plots/community gardens Basketball courts Picnic shelters (rentable) Exercise equipment (outdoors) Pickleball courts (indoors) Tennis courts Off‐leash dog park Fishing areas Baseball/softball diamonds Environmental education/nature center Splash pads/spray parks Walking/running track (indoors) Golf course (Golf Club of Dublin) Canoe/kayak launch Pickleball courts (outdoors) Soccer fields Botanical/formal gardens Playground equipment (outdoors) Fitness/exercise facilities (indoors) Aquatic/pool facilities First Choice Second Choice Third Choice Fourth Choice Findings Report: 2022 City of Dublin Community Interest & Opinion Survey ©2022 | ETC Institute Page 15 37CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 03: Public EngagementRecreation Facilities - Investments The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on Parks and Recreation investments. The Priority Investment Rating (PIR) equally weighs: •The importance that households place on each facility •How many households have unmet needs for the facility Details regarding the methodology for this analysis are provided in Section 3 of this report. Based on the Priority Investment Rating (PIR), the six facilities that were rated as high priorities for investment are listed. •Aquatic/pool facilities (PIR=184.8) •Botanical/formal gardens (PIR=134.4) •Canoe/kayak launch (PIR=126.6) •Environmental education/nature center (PIR=121.4) •Indoor fitness/ xercise facilities (PIR=111.9) •Indoor playground equipment (PIR=103.0) The Priority Investment Ratings for each park and recreation facility is shown in the graph below. 8.4 10.9 24.4 26.8 29.5 34.8 36.4 37.4 40.1 46.3 47.2 47.4 56.6 60.1 60.7 66.5 74.3 76.6 79.4 84.3 94.5 96.6 103.0 111.9 121.4 126.6 134.4 184.8 ‐ 20.0 40.0 60.0 80.0 100.0 120.0 140.0 160.0 180.0 200.0 Cricket field Field hockey fields Lacrosse fields E‐Sports room Dedicated amenities for those with disabilities Tennis courts Baseball/softball diamonds Volleyball courts Basketball courts Picnic shelters (rentable) Disc golf course Soccer fields Golf course (Golf Club of Dublin) Fishing areas Splash pads/spray parks Off‐leash dog park Walking/running track (indoors) Playground equipment (outdoors) Garden plots/community gardens Exercise equipment (outdoors) Pickleball courts (indoors) Pickleball courts (outdoors) Playground equipment (indoors) Fitness/exercise facilities (indoors) Environmental education/nature center Canoe/kayak launch Botanical/formal gardens Aquatic/pool facilities Priority Investment Rating High Priority Medium Priority Low Priority Priority Investment Rating Analysis: PIR Rating (Recreation Facilities) Findings Report: 2022 City of Dublin Community Interest & Opinion Survey ©2022 | ETC Institute Page 46 38 Recreation Programs - Needs Households were asked to identify if they had a need for a variety of recreation programs and rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the City of Dublin that had the greatest “unmet” need for various parks and recreation programs. The four programs with the highest percentage of households whose needs are currently being partly or not met are listed. •Adult sports (2,787 households or 15%) •Adult arts (2,362 households or 13%) •Summer camps for preschoolers, youth, and teens (2,154 households or 12%) •Theater presentations/theater camps (2,089 households or 11%) The estimated number of households that have unmet needs for each of the 28 programs are shown in the graph below. 336 535 621 688 696 749 839 930 943 998 1,050 1,059 1,216 1,227 1,336 1,344 1,401 1,511 1,540 1,562 1,696 1,797 1,920 2,003 2,089 2,154 2,362 2,787 ‐ 1,000 2,000 3,000 4,000 5,000 6,000 Adult virtual programs ‐ (American English accent, Japanese) Adaptive programs ‐ (Fantastic Friday, etc.) Preschool sports ‐ (Soccer Shots, Little Sluggers, etc.) Teen lounge Teen sports ‐ (tennis) Fitness ‐ Virtual group fitness Preschool special interest and active play ‐ (Ooey Gooey, kid's yoga, etc.) Preschool family programs ‐ (toddler theater, family fishing, etc.) Older adult programs ‐ (Medicare info, Tackle Box Tuesday, etc.) Teen educational ‐ (ACT workshop, PSAT/SAT class, etc.) Teen special interest ‐ (E‐sports, teen cooking, Chess, etc.) Fitness ‐ DCRC orientation and fitness assessments Aquatics ‐ Swim lessons Fitness ‐ Equipment/Classes ‐ outdoor Fitness ‐ Group fitness exercise classes ‐ water Aquatics ‐ Swim team (Sea Dragons, Dolphins) Youth sports ‐ (Skyhawks, Karate, tennis, etc.) Fitness ‐ Personal training and small group training Youth special interest ‐ (Challenge Island, LEGO Robot, etc.) Fitness ‐ Group fitness exercise classes ‐ land Fitness ‐ Yoga, Pilates, Zumba Aquatics ‐ Open swim Adult active movement ‐ (LaBlast, ballroom dance, yoga, etc.) Aquatics ‐ Lap swim Theater presentations/theater camps Summer camps ‐ preschool, youth and teen Adult arts ‐ (ceramics, stained glass, etc) Adult sports ‐ (badminton, pickleball, etc.) Partly Met Not Met Q17a: If "Yes," please rate how well the recreation programs in Dublin meet the needs of your household. by number of households whose recreation facility needs are being partly or not met (based on the estimated number of households in Dublin, OH = 18,261) Findings Report: 2022 City of Dublin Community Interest & Opinion Survey ©2022 | ETC Institute Page 24 39CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 03: Public EngagementRecreation Programs - Importance In addition to assessing the needs for each program, ETC Institute also evaluated the importance that households placed on each one. Based on the sum of households’ top four choices, the top four most important programs to households are listed. •Open swim aquatics (22%) •Adult sports (18%) •Lap swim aquatics (17%) •Group fitness xercise classes (land) (16%) The percentage of households that selected each facility as one of their top four choices is shown in the graph below. Q18: Which FOUR programs from the list in Question 17 are MOST IMPORTANT to your household? by the sum percentage of respondents’ top four choices 0.6%1.8%2.2%2.6%3.1%3.2%3.5%3.9%4.8%4.9%5.5%6.3%7.4%7.6%7.6%7.6%8.2%9.4%10.6%11.4%11.5%12.3%13.3%13.8%15.9%16.5%18.0%21.6% 0% 20% 40% 60% 80% 100% Adult virtual programs ‐ (American English accent, Japanese) Fitness ‐ Virtual group fitness Teen sports ‐ (tennis) Adaptive programs ‐ (Fantastic Friday, etc.) Teen lounge Fitness ‐ Equipment/Classes ‐ outdoor Teen special interest ‐ (E‐sports, teen cooking, Chess, etc.) Teen educational ‐ (ACT workshop, PSAT/SAT class, etc.) Youth special interest ‐ (Challenge Island, LEGO Robot, etc.) Older adult programs ‐ (Medicare info, Tackle Box Tuesday, etc.) Preschool special interest and active play ‐ (Ooey Gooey, kid's yoga, etc.) Fitness ‐ Group fitness exercise classes ‐ water Adult active movement ‐ (LaBlast, ballroom dance, yoga, etc.) Preschool family programs ‐ (toddler theater, family fishing, etc.) Preschool sports ‐ (Soccer Shots, Little Sluggers, etc.) Fitness ‐ DCRC orientation and fitness assessments Fitness ‐ Personal training and small group training Theater presentations/theater camps Youth sports ‐ (Skyhawks, Karate, tennis, etc.) Fitness ‐ Yoga, Pilates, Zumba Aquatics ‐ Swim lessons Aquatics ‐ Swim team (Sea Dragons, Dolphins) Summer camps ‐ preschool, youth and teen Adult arts ‐ (ceramics, stained glass, etc) Fitness ‐ Group fitness exercise classes ‐ land Aquatics ‐ Lap swim Adult sports ‐ (badminton, pickleball, etc.) Aquatics ‐ Open swim First Choice Second Choice Third Choice Fourth Choice Findings Report: 2022 City of Dublin Community Interest & Opinion Survey ©2022 | ETC Institute Page 25 40 Recreation Programs - Investments The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on Parks and Recreation investments. The Priority Investment Rating (PIR) equally weighs: •The importance that households place on each program •How many households have unmet needs for the program Details regarding the methodology for this analysis are provided in Section 3 of this report. Based on the Priority Investment Rating (PIR), the ten programs that were rated as high priorities for investment are listed. •Adult sports (PIR=183.3) •Aquatics – open swim (PIR=164.5) •Adult arts (PIR=148.6) •Aquatics – lap swim (PIR=148.3) •Summer camps – preschool, youth, and teen (PIR=138.9) •Fitness – group fitness xercise classes – land (PIR=129.7) •Theater presentations/theater camps (PIR=118.5) •Fitness – yoga, pilates, Zumba (PIR=113.6) •Aquatics – swim team (PIR=105.2) •Adult active movement (PIR=103.2) 14.83 31.25 35.16 35.22 39.03 53.84 53.87 55.58 56.51 57.46 58.82 68.57 73.19 77.11 77.46 92.16 96.88 99.33 103.15 105.17 113.62 118.45 129.66 138.86 148.26 148.62 164.48 183.33 ‐ 50 100 150 200 Adult virtual programs ‐ (American English accent, Japanese) Adaptive programs ‐ (Fantastic Friday, etc.) Teen sports ‐ (tennis) Fitness ‐ Virtual group fitness Teen lounge Teen educational ‐ (ACT workshop, PSAT/SAT class, etc.) Teen special interest ‐ (E‐sports, teen cooking, Chess, etc.) Preschool special interest and active play ‐ (Ooey Gooey, kid's yoga, etc.) Older adult programs ‐ (Medicare info, Tackle Box Tuesday, etc.) Preschool sports ‐ (Soccer Shots, Little Sluggers, etc.) Fitness ‐ Equipment/Classes ‐ outdoor Preschool family programs ‐ (toddler theater, family fishing, etc.) Fitness ‐ DCRC orientation and fitness assessments Fitness ‐ Group fitness exercise classes ‐ water Youth special interest ‐ (Challenge Island, LEGO Robot, etc.) Fitness ‐ Personal training and small group training Aquatics ‐ Swim lessons Youth sports ‐ (Skyhawks, Karate, tennis, etc.) Adult active movement ‐ (LaBlast, ballroom dance, yoga, etc.) Aquatics ‐ Swim team (Sea Dragons, Dolphins) Fitness ‐ Yoga, Pilates, Zumba Theater presentations/theater camps Fitness ‐ Group fitness exercise classes ‐ land Summer camps ‐ preschool, youth and teen Aquatics ‐ Lap swim Adult arts ‐ (ceramics, stained glass, etc) Aquatics ‐ Open swim Adult sports ‐ (badminton, pickleball, etc.) Priority Investment Rating High Priority Medium Priority Low Priority Priority Investment Rating Analysis: PIR Rating (Recreation Programs) Findings Report: 2022 City of Dublin Community Interest & Opinion Survey ©2022 | ETC Institute Page 49facilities Pir crosstabs See Additional Information Appendix. 41CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 03: Public Engagementother findings At least one out of three households (37%) indicated that the top reason that prevents them from using Dublin parks and facilities is because they are too busy, 20% indicated that they do not know what is available in the parks, 19% indicated that the parks/facilities are too far from their home, and 18% indicated that the parks/facilities are too crowded. The graph below shows household’s top four choices, the following nine activities are the major reasons that households use parks and facilities provided by Dublin Parks & Recreation: •Walking for pleasure (55%) •Bicycling for pleasure (36%) •Nature walks (35%) •Playground (28%) •Sports (23%) •Exercising/aerobics (23%) •Community events (23%) •Jogging/running (19%) •Dog walking/parks Q15. Which FOUR activities from the list in Question 14 are the MAJOR REASONS you and members of your household use parks and facilities provided by Dublin Parks & Recreation? by the sum percentage of respondents’ top four choices 0.0%0.2%0.4%0.6%1.2%1.4%1.4%2.7%3.3%3.9%4.1%4.3%4.4%6.1%6.3%7.5%8.1%9.4%18.4%19.1%22.7%22.8%23.1%27.7%35.3%35.7%54.6% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Snowshoeing Skiing (cross country) Painting/sketching Skateboarding Geocaching Gardening/volunteering Rollerblading/roller‐skating Shelter House Rentals Disc golf Sledding Photography Bird watching Adaptive playgrounds/facilities Canoeing/kayaking Picnicking Fishing Wildlife viewing Splash pad/spray park Dog walking/parks Jogging/running Community events Exercising/aerobics Sports Playground Nature walks Bicycling for pleasure Walking for pleasure First Choice Second Choice Third Choice Fourth Choice Findings Report: 2022 City of Dublin Community Interest & Opinion Survey ©2022 | ETC Institute Page 19 At least one out of three households attend the City’s Dublin Irish Festival (42%) and Independence Day Concert and Fireworks (37%) every year and at least a quarter of folks (27%) attend these events, respectively, once every two to three years. The majority of households use the following resources to learn about Dublin Parks and Recreation programs and activities: Website (67%), Friends and neighbors (63%), Dublin Life magazine (60%), Social media (50%) Based on the sum of household’s top three choices, the top three resources most preferred ways to learn about parks and services provided by the City are: Website (50%), Dublin Life magazine (41%), Social media (37%) Parks, Facilities, and Program Assessments04 44 Parks, Facilities, and Program Assessments 04 4.1 PROGRAM ASSESSMENT introduction As part of comprehensive PRMP process, the consulting team conducted a Recreation Program Assessment of the services offered by the Department. The assessment offers an in- depth perspective of program and service offerings and helps identify strengths, challenges, and opportunities regarding programming. The assessment also assists in identifying core programs, program gaps within the community, key system- wide issues, areas of improvement, and future programs and services for residents and visitors. The consulting team based these program findings and comments from a review of information provided by the Department including program descriptions, financial data, website content, and discussions with staff. This report addresses the program offerings from a systems perspective for the entire portfolio of programs. framework The 2009 PRMP identifies the Recreation Services Division Mission as “to maximize the lifelong benefits of recreation, learning and the arts by delivering innovative programs, inclusive activities, excellent facilities, and services to enhance the quality of life throughout the community.” In order to help achieve this mission, the City has 64 parks encompassing 1,515 acres of green space. These parks include 49 fishing ponds, 57 playgrounds, eight pickleball courts, and two outdoor aquatic facilities. It is also home to the state-of- the-art Dublin Community Recreation Center (DCRC), complete with two indoor pools, a track, fitness floor, group fitness room, Abbey Theater of Dublin, and rental space. These amenities allow the Department to provide a broad range of recreational programming for all ages to meet the needs of their growing, diverse community. 45CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program AssessmentsProgram assessment overview Below are some overall observations that stood out when analyzing the program assessment sheet: •Core Program Areas are well constructed to include those identified within the statistically-valid survey. Be prepared to include new offerings in the core program areas to continue meeting the community’s needs. •Overall, the program descriptions/goals do an excellent job of effectively communicating to the public key benefits and desired outcomes of each Core Program Area. •Programs offered align with the age segment distribution in the current population but needs to be monitored annually to ensure program distribution continues to match Dublin’s demographics. •The program lifecycle reveals approximately 33% of the system’s current programs are categorized in the Introduction Stage, while 7% of programs fall into the Decline Stage. A complete description of Lifecycle Stages can be found in Section 1.3.2. •From a marketing and promotions standpoint, the City utilizes a variety of marketing methods, however, there is an opportunity for more specialized promotion geared directly towards Parks and Recreation. The Department would benefit from its own Marketing Plan, including identifying Return on Investment (ROI) for all marketing initiatives. •Currently, the Department utilizes multiple customer feedback methods ensuring participants and community members have ample opportunities to share their perspectives and have their voices heard. •Pricing strategies are rather consistent but mainly limited to Residency, Market Rate, and Cost Recovery Goals, which utilized in all Core Program Areas. These are useful strategies in increasing participation as well as helping the Department become more self-sufficient and should be continued. Moving forward, the Department should consider implementing some new pricing strategies found in Chapter 6. •Financial performance measures such as cost recovery goals are currently being utilized and tracked on a Core Program Area level. This is a best practice and should be continued moving forward. Overall, recreation programs currently have a cost recovery goal of 50% in aggregate, which is established by Dublin City Council. Looking ahead, the Department should consider a more dynamic approach to Cost Recovery, with goals varying depending on distribution of Essential, Important, and Value-Added programs. It is also recommended to track cost recovery on an individual program level, when deemed appropriate. When doing so, the staff should factor in all direct and indirect costs pertaining to each specific program. 46 core Program area recommendations The Core Program Areas are generally well-rounded and offer a diverse array of programs, well-suited to address the programmatic needs of the existing population. The Department should be mindful of higher-than-average income levels when pricing programs and services, while considering lower income residents who fall outside the averages. With the Department evolving, understanding the market value, target market, and classification of the program or service will help price appropriately for revenue or for community good. •Based on best practices, demographic and recreations trends information, the Department staff should e aluate Core Program Areas and individual programs, ideally on an annual basis to ensure offerings are relevant to evolving demographics in an aging community. •Develop new high priority investment programs identified by residents from the community survey within the Core Program Areas of Adult Sports, Aquatics, Cultural Arts, Enrichment, Health & Wellness, and Camps. core Program areas See Additional Information Appendix. 14.83 31.25 35.16 35.22 39.03 53.84 53.87 55.58 56.51 57.46 58.82 68.57 73.19 77.11 77.46 92.16 96.88 99.33 103.15 105.17 113.62 118.45 129.66 138.86 148.26 148.62 164.48 183.33 ‐ 50 100 150 200 Adult virtual programs ‐ (American English accent, Japanese) Adaptive programs ‐ (Fantastic Friday, etc.) Teen sports ‐ (tennis) Fitness ‐ Virtual group fitness Teen lounge Teen educational ‐ (ACT workshop, PSAT/SAT class, etc.) Teen special interest ‐ (E‐sports, teen cooking, Chess, etc.) Preschool special interest and active play ‐ (Ooey Gooey, kid's yoga, etc.) Older adult programs ‐ (Medicare info, Tackle Box Tuesday, etc.) Preschool sports ‐ (Soccer Shots, Little Sluggers, etc.) Fitness ‐ Equipment/Classes ‐ outdoor Preschool family programs ‐ (toddler theater, family fishing, etc.) Fitness ‐ DCRC orientation and fitness assessments Fitness ‐ Group fitness exercise classes ‐ water Youth special interest ‐ (Challenge Island, LEGO Robot, etc.) Fitness ‐ Personal training and small group training Aquatics ‐ Swim lessons Youth sports ‐ (Skyhawks, Karate, tennis, etc.) Adult active movement ‐ (LaBlast, ballroom dance, yoga, etc.) Aquatics ‐ Swim team (Sea Dragons, Dolphins) Fitness ‐ Yoga, Pilates, Zumba Theater presentations/theater camps Fitness ‐ Group fitness exercise classes ‐ land Summer camps ‐ preschool, youth and teen Aquatics ‐ Lap swim Adult arts ‐ (ceramics, stained glass, etc) Aquatics ‐ Open swim Adult sports ‐ (badminton, pickleball, etc.) Priority Investment Rating High Priority Medium Priority Low Priority Priority Investment Rating Analysis: PIR Rating (Recreation Programs) Findings Report: 2022 City of Dublin Community Interest & Opinion Survey ©2022 | ETC Institute Page 49 47CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program AssessmentsProgram Strategy Recommendations In general, the Department program staff should continue the cycle of evaluating programs on both individual merit as well as the program mix as a whole. This can be completed at one time on an annual basis, or in batches at key seasonal points of the year, as long as each program is checked once per year. The following tools and strategies can help facilitate this evaluation process: Program Development & Decision-Making Matrix When developing program plans and strategies, it is useful to consider all of the Core Program Areas and individual program analysis discussed in this Program Assessment. Lifecycle, Age Segment, Classification, and Cost Recovery Goals should all continue to be tracked, and this information, along with the latest demographic trends and community input, should be factors that lead to program decision-making. Community input can help staff focus in on specific program areas to develop new opportunities for various target markets including the best marketing methods to use. A simple, easy-to-use tool like the one below will help compare programs and prioritize resources using multiple data points, rather than relying solely on cost recovery. In addition, this analysis will help staff make an informed, objective case to the public when a program in decline, but beloved by a few, is retired. If the program/service is determined to have strong priority, appropriate cost recovery, good age segment appeal, good partnership potential, and strong market conditions the next step is to determine the marketing methods by completing a similar exercise as the one seen below. Program Idea (Name or Concept): Marketing Methods Content Developed Contact Information Start Date Activity Guide Website Newspaper Article Radio Social Media Flyers - Public Places Newspaper Ad Email Notification Event Website School Flyer/Newsletter Television Digital Sign Friends & Neighbors Groups Staff Promotion @ Events Marketing & Promotion Methods Program Idea (Name or Concept): Internal Factors Priority Ranking:High Medium Low Program Area:Core Non-core Classification Essential Important Value-Added Cost Recovery Range 0-40%60-80%80+% Age Segment Primary Secondary Sponsorship/Partnership Potential Partnerships Monetary Volunteers Partner Skill Location/Space Potential Sponsors Monetary Volunteers Sponsor Skill Location/Space Market Competition Number of Competitors Competitiveness High Medium Low Growth Potential High Low Program Development 48 Program Evaluation Cycle (with Lifecycle Stages) Using the Age Segment and Lifecycle analysis, and other established criteria, program staff should evaluate programs on an annual basis to determine program mix. This can be incorporated into the Program Operating/Business Plan process. A diagram of the program evaluation cycle and program lifecycle is found below. During the Introductory Stages, program staff should establish program goals, design program scenarios and components, and develop the program operating/business plan. Regular program evaluations will help determine the future of a program. If participation levels are still growing, continue to provide the program. When participation growth is slowing (or non-existent) or competition increases, staff should modify the program to re-energize the customers to participate. When program participation is consistently declining, staff should erminate the program and replace it with a new program based on the public’s priority ranking and/or program areas that are trending nationally/locally, while taking into consideration the anticipated local participation percentage. 49CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessmentsmarketing, volunteers, and PartnershiPs Current Recreation Marketing and Communications The Department’s current marketing plan utilizes several communication methods to connect with residents including: •Apps •City’s Website (Mobile Phone Enabled Site) •Email Blasts •Flyers/Brochures •In-Facility Signage •Online Program Guide •QR Codes •Radio & TV Advertisements •Social Media Effective communication strategies require striking an appropriate balance between the content with the volume of messaging; while utilizing the “right” methods of delivery. The Department has a broad distribution of delivery methods for promoting programs. It is imperative to continue updating the Department’s marketing strategy annually to provide information for community needs, demographics, and recreation trends. An effective marketing plan must build upon and integrate with supporting plans and directly coordinate with organization priorities. The plan should also provide specific guidance as to how the Department’s identity and brand is to be consistently portrayed across the multiple methods and deliverables used for communication. 50 Social Media The City of Dublin utilizes Web 2.0 technology through Facebook, Twitter, Instagram, YouTube, and LinkedIn. Here is a quick analysis of the Department by each platform. All numbers are as of August 19, 2022. •Strong engagement on posts •Recommendations for Instagram include infographics, step-by-step photo guides and GIFS. LinkedIn (City of Dublin) •7,862 Followers •361 employees •Regular posts promoting job opportunities and why employees love working for the City of Dublin. •Recommendations for LinkedIn include professional content, examples of your organizational culture, company news and job opportunities. YouTube (City of Dublin) •785 Subscribers •Used to stream public meetings, share local news, and promote City culture and local businesses. •Hosts episodes of the City “Link Ahead” Podcast in which City employees discuss their roles with the City and the impact they have on the community. •There is a specific“Recreation” feed located in the page that has videos promoting Parks and Recreation programs, promotions, facilities and amenities. •Recommendations for YouTube include videos sharing stories of the park and the good you do in the community. The key to successful implementation of a social network is to move the participants from awareness to action and creating greater user engagement. This could be done by: • Allow controlled “user generated content” by encouraging users to send in their pictures from special events or programs. •Recommend more specialized content (or even specific pages) promoting Parks and Recreation programs, events, facilities, and stories of impact. (i.e., project page with updates, parks and recreation campaigns, contests, etc.) •Leverage the website to obtain customer feedback for programs, parks and facilities and customer service. •Conduct an annual meeting with the City’s Communications & Public Information team to discuss Parks & Recreation’s goals to inform their marketing and communications plans. Facebook (City of Dublin) •24,000 followers •Posts daily, in many cases multiple times. •Used to promote the City as a whole with a variety of posts representing the City’s services, amenities and events. •Recommendations for Facebook content include short videos, blog posts and curated content. Twitter (City of Dublin) •17,600 followers •Posts daily, in many cases multiple times. •Many posts are similar to Facebook, with some original content. •Used to promote the City as a whole with a variety of posts about the City ’s services, amenities and events. Recommendations for Twitter content include news, blog posts, and threads. Instagram (City of Dublin) •18,100 followers •Posts daily •Lots of original posts and content 51CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program AssessmentsMarketing and Communications Recommendations •Establish priority segments to target in terms of new program/service development and communication tactics. •Focus efforts on digital marketing to engage residents where they are (identified in the survey results). •Leverage relationships with partners to enhance marketing efforts through cross-promotion that include defined measurable outcomes. Volunteer and Partnerships Recommendations The consulting team recommends the following regarding volunteers and partnerships: Establish Formal Volunteer and Partnership Policies and Agreements Following the best practice listed in the previous section, as well as in Appendix C, continue to monitor and update established volunteer and partner policies and agreements which are tailored to the different types of volunteers and partnerships the Department encounters. Additionally, continue tracking volunteer metrics including individual volunteers used and volunteer hours donated in order to benchmark against the previous years’ statistics. Lastly, begin identifying measurable outcomes for each partnership and track these metrics annually. 52 4.2 PARKS AND FACILITIES INVENTORY ASSESSMENT The park assessment process was kicked-off with a driiving tour with park staff to provide an introduction to the various parks and amenities offered across the City. An on-the-ground assessment of 20 Community Parks was performed in July and August of 2022. The assessment consisted of a walking and/or biking tour of each park while photographing key DUBLIN PARKS AND RECREATION MASTER PLAN CITY OF DUBLIN FRANKLIN COUNTY, OHIO LOCATOR MAP7/26/2022 W Dublin GranvilleW Dublin Granville Glick RdGlick Rd Dubl in RdDubl in Rd Perimeter DrPerimeter Dr Post RdPost Rd WoerWoer Emerald PkwyEmerald PkwyAvery RdAvery RdFrantz RdFrantz RdRings RdRings Rd ner T e ner T e mple Rdmple Rd Emerald PkwyEmerald PkwyCoffman RdCoffman RdRdRd Muir f i e l d D r Muir f i e l d D r Brand RdBrand Rd Bridge StBridge St Rivers ide DrRivers ide Dr Hard RdHard Rd Cosgray RdCosgray RdScioto RiverAMBERLEIGH COMMUNITY PARKAMBERLEIGH COMMUNITY PARK EMERALD FIELDSEMERALD FIELDS THADDEUS KOSCIUSZKO PARKTHADDEUS KOSCIUSZKO PARK SCIOTO PARKSCIOTO PARK RIVERSIDE CROSSING PARKRIVERSIDE CROSSING PARK DUBLIN VETERANS PARKDUBLIN VETERANS PARK SAM & EULALIA FRANTZ PARKSAM & EULALIA FRANTZ PARK INDIAN RUN FALLS PARKINDIAN RUN FALLS PARK BALGRIFFIN PARKBALGRIFFIN PARK AVERY PARKAVERY PARK COFFMAN PARKCOFFMAN PARK SCOTTISH CORNERS PARKSCOTTISH CORNERS PARK ML “RED” TRABUE NATURE RESERVEML “RED” TRABUE NATURE RESERVE DARREE FIELDSDARREE FIELDS TED KALTENBACH PARKTED KALTENBACH PARK BALLANTRAE COMMUNITY PARKBALLANTRAE COMMUNITY PARK DUBLIN COMMUNITY POOL SOUTH PARKDUBLIN COMMUNITY POOL SOUTH PARK EARLINGTON PARKEARLINGTON PARK Community Park Site Assessment Map features at each park. Forms were used to guide observations and to evaluate maintenance conditions and potential upgrades or improvements. The following is a summary of observed maintenance deficiencies, and recommendations for improvements at each visited park. The individual park assessment forms and photo sets are provided for reference in the appendix. 53CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessments 54 amberleigh community Park Maintenance Recommendations •Stainless bollard at parking is showing corrosion/staining. Replace, or consider replace with 12x12 wood to match others nearby. •River access needs repair/ rebuilt; extend further down into river basin. •Replace missing tree at end of court; replace stressed shrubs at river-access; repair/reseed grass that has failed to establish. Upgrade Recommendations •Reduce mowing in the hillside lawn areas with expanded meadow plantings or no-mow areas. Coordinate with intended appearance needs and lawn area programming – especially larger, flatter areas that could continue to serve as flex-use activity space. •Relocate bike parking to landscape edge. •Formalize worn foot-path in parking turnaround island. •Consider maintenance access to top-side of building to correct the worn-vehicle path being created from the drive. The walk be widened to accommodate light-truck access. 55CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessmentsavery road Park Maintenance Recommendations •Broken fence at north parking lot. (Other sections were observed to have been previously repaired.) •Open holes in pavement adjacent to field light poles should be filled in or covered to reduce trip hazards. Upgrade Recommendations •Add interior park wayfinding si nage and map. •Consider additional shade trees or shelter near volleyball. •Connect the baseball center to bike path network. •Screen electrical equipment or paint. •Add shade trees to soccer perimeter. •Include recycle receptacles at baseball area. •Add gates to soccer area dumpster enclosure. • Improve concessions areas patios. Add picnic tables to baseball and soccer concessions areas. Include shade options, such as umbrellas, shade sails, and trees. •Add bike parking at high-use areas. 56 balgriffin Park Maintenance Recommendations •Low area in south lawn shows periodic flooding. Improve drainage. •Disc-Golf goals- missing number plaque. •Disc golf bench is out of plumb and needs reset. •Replace or relocate burning bush hedge to not encroach on Woerner-Temple bike path. Upgrade Recommendations •Add restroom. •Bury electric conduit at shelter. •Add benches in shade at basketball. •Consider opportunities to utilize the west extents of the park: picnic tables, sitting areas, availability for youth soccer, etc. •Add bike racks on disc-golf side of park. •Replace fence-style bike parking with more best-practice fixture (supportive and lockable to both frame and wheel). 57CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessmentsballantrae Park Maintenance Recommendations • “Dog Waste” sign at Kendall Ridge path entry is bent & graffitied •Fill holes in pavement around splash pad lights. •Graffiti on the central bike path. •Replace dead tree along north stonewall midpoint. Upgrade Recommendations •Introduce natural edge buffer to pond. •Reduce mowing with prairie or no-mow areas, design to play off Ballantrae landscape theme. •Opportunities for more benches in landscape. •Consider adding seats and seatwall at splash pad. •Add recycling receptacles. 58 coffman Park Maintenance Recommendations •Fill concrete around bike rack posts. •Path around stage lawn- Improve for better use and to eliminate heavy erosion and puddles. •Sealant at ice rink wall joints needs replaced. •Tennis court surfacing needs repaired from damage. following Irish festival. Put safeguards in place to protect the courts in the future. •Repair loose and bent handrail at steps between ice-rink area and pond south of community center. •Replace missing tree from ice- rink plaza tree well. •Play ground paver seating area: pavers are heaving and need reset. Upgrade Recommendations •South lawn of Community Center: Hill could be utilized for outdoor classroom. •Improve/Formalize creek access from bridge and back lot area. •Upgrade tennis court bench areas. •Consider permanent amphitheater improvements. •With the heavy use and wear observed around the ice-rink lawn due to the festival and location of several stages, consider upgrading the asphalt path around this lawn to a more substantial promenade, with wider pavement, potentially decorative, that can also handle the set-up vehicles for the festival, and improve drainage/ prevent rutting. •Improve nature trails through western edge woods and creek edge, with creek access, trail map. 59CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessmentsdarree fields Maintenance Recommendations •Houchard access drive edges are rutted, unfinished appearance. •Houchard Entrance – metal “entrance” sign on stop sign post is unfastened – this sign should be removed – the Park identity sign is directly opposite of it. •Repair soccer lawn that has failed to establish. •Stone entry columns (Shire- Rings entry) need stone replaced. •Baseball “barn” pavilion: remove vines and repaint wood surfaces. Upgrade Recommendations •Dog park area should be redesigned: entry, people gathering spaces, dog amenities, artificial turf areas, replace or refinish encing. •Add trail map. •Add interior wayfinding and park map. •Add perimeter loop trail. •Add shade trees at soccer and parking. •Connect areas with path network internal (along drive?), and perimeter path. •Introduce turf fields with lighting. •Consider areas that can be transitioned from mowed lawn to meadow/ no-mow. •Staff observed that additional parking is needed. 60 dublin community Pool north Maintenance Recommendations •Broken light along fence at road. •Flagpole located within and conflicting with trees along south fence should be relocated. Upgrade Recommendations •None - new facility. 61CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessmentsdublin community Pool south Maintenance Recommendations •Add/expand enclosure for extra dumpster. •Some trash observed on grass (receptacle hasn’t been emptied). •Outside edge of parking- uncurbed- some soil erosion-Correct drainage. Upgrade Recommendations •Expand use of open space to the south. 62 dublin veterans Park Maintenance Recommendations •Check planting bed design vs. implementation. Upgrade Recommendations •None. 63CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessmentsearlington Park Maintenance Recommendations •Buckled path at pond. •Green picnic table at pond. •Landscape edges/ Erosion at ball field. •Some graffiti on Baseball benches. •Segmental unit wall at shelter. •Shelter roof, columns, and pavement joints. •Baseball fence (near school) bent; needs painting. Upgrade Recommendations •Replace Bike racks with best-practice style that supports locking both frame and wheel. •Sitting area at pond with fountain is a nice atmosphere, consider addition of patio/ permanent seating area. •Shelter area may benefit from upgrade/ replacement. 64 emerald fields Maintenance Recommendations •Bike racks at baseball field & play needed. •Repair central play shade sail. •Baseball backstop needs paint refresh. Upgrade Recommendations •Path around north plays needs to be replaced. •Multipurpose field drainage. •Upgrade north-play bike racks to frame-supportive style. 65CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessmentsferris-wright Park & earthworks Maintenance Recommendations •Repair plaza paving inlay. Consider alternative material for more longevity. Upgrade Recommendations •Add informational signage. •Add history signage. •Add Day-Camp shelter. •Improve nature trails to and along creek; improve creek access. 66 indian run falls Park Maintenance Recommendations •Guardrail caps. •Trail areas with washout – shore up edges, add underdrainage, intercept offsite runoff. •Kiosk sign board; add signage and map. Upgrade Recommendations •Add grills to shelters. •Add steps from grounds of remembrance entrance to improve accessibility. •Introduce signage to tell the story of permeable paving, the falls, Ohio geology, etc. •Trail map- emphasis on connections to historic district & library. Add pedestrian wayfinding signage in historic district, from new bridge. •Extend sidewalk along Shawan Falls Drive to connect to Bridge Street sidewalk, so Indian Falls trail can be used as a connector between West Bridge Street businesses and the Library/ Dublin Road area. •Formalize entry/ connection from Sells Middle School. 67CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessmentsml red trabue nature reserve Maintenance Recommendations •Sign at boardwalk needs replaced (mower damage). •In the front garden – stone seatwall area: pavers are heaving and need reset. Upgrade Recommendations •Add pavilion with restroom; parking, and amenities for rental/ wedding venue. •Park boundary adjacent to senior living open space is not clearly defined and mistaken as part of the public park. Observed other park users going onto the private property. •Add bike parking at boardwalk. •Consider identity signs at pedestrian entries (neighborhood connections). •Add a bench at the frog pond. • Add signs throughout the park with QR code to Dublin GIS Tree mapping – can a tool be created that immediately opens with only trees and aerial photo – as an arboretum learning tool? On the GIS tree tag, the “learn more” link is not very helpful. It opens a generic search portal at OSU HCS, but not the tree selected. Add WIFI to help facilitate its use. • Explore park design techniques that can support this park’s use as an arboretum, learning lab, pond/ wetland study. Coordinate regular school program use with the schools. 68 riverside crossing Park Maintenance Recommendations •Riverside Drive tunnel has layer of sand on floor. •Riverside Drive tunnel has graffiti remnants. •Repair erosion along north patio. Upgrade Recommendations •Add ash urns. 69CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessmentssam & eulalia frantz Park Maintenance Recommendations •Wood benches should be repaired or replace. Upgrade Recommendations •Site may have more use/significance as adjacent development is completed and park can be utilized for lunch, small gatherings. Add shelter and walks. •Osage Orange grove is a nice shady spot. Consider improvements for parking and pedestrian access. •Add recycling receptacle. 70 scioto Park Maintenance Recommendations •Ruts at play entry. •Erosion around lower center shelter. •Butterfly Hummingbird Garden sign cover is broken – update sign to include color images of the species described. •Erosion at stairs. Upgrade Recommendations •Dumpster enclosure: Add concrete pad and gates. •Amphitheater: If heavy use, consider more heavy-duty structure and upgraded seating area. •Amphitheater: Add stairs to upper level. •Consider decorative options for entry gates. 71CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessmentsscottish corners Park Maintenance Recommendations •Some plants need replacement in various landscape areas •Correct washout conditions in planting areas adjacent to paths. •Baseball fields need edged; clear weeds from fences. Upgrade Recommendations •Replace bike racks at North field with fixtures consistent with best-practices – for supporting the frame and locking both frame and wheel. •Consider repurpose of the north-most field area (existing concrete ditch). » Wetland; Boardwalk. » Outdoor classroom. » Volleyball/ Picnic area (One existing table present). » Stream restoration. 72 ted kaltenbach Park Maintenance Recommendations •Prairie signs are deteriorating. •Repaint shuffleboard courts. •Control volleyball edges at grass. •Replace shuffleboard targets. Upgrade Recommendations •Boundary delineation from church rectangle area. •Upgrade bike racks to best-practice type – support frame and lock frame and wheel. •Connect bike path on south side. •Pavers at restroom doors and drinking fountain are heaving; paver area has settled beneath edging curb surface – repair to eliminate trip hazard. 73CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessmentsthaddeus kosciuszko Park Maintenance Recommendations •Accessible parking spaces pavement is deteriorating. •Relocate trash receptacle to make all bike parking available. •Repair ruts/ erosion in parking islands. Upgrade Recommendations •Open views in/out of pavilion. •Introduce mounding to mitigate road noise. •Add trail map. 74 4.3 PARK CLASSIFICATION & LEVEL OF SERVICE In 1996, the National Recreation and Park Association (NRPA) published the Park, Open Space, and Greenway Guidelines. These guidelines have been used since as the standard descriptions, as well as helping communities to establish their unique level of service based on current and future population. The purpose of this valuable resource is to be the foundation from which the City of Dublin parks system is developed in the future as the City continues to grow. The Level of Service system-wide approach to inventory the major amenities and square footage of recreation facilities, thus creating performance indicators. This industry standard is also valuable when benchmarking against peer communities and to benchmark against previous levels of service to demonstrate progress and needs. This unique level of service for the City may include amenities and special facilities that do not exist within the standards. There may be unique amenities that exist today, or may be planned in the future, that are directly from the local culture, demographics, interests and needs that the City has decided to preserve or fund on behalf of the community. The classification and level of service are used in concert with public input received to help align services to the community’s needs. The City and consulting team has developed recommendations, based on existing conditions, projected population growth and community identified needs. The following are NRPA’s park classifications and design standards to ensure newly developed properties are of the highest quality and have the capacity to best serve the community. 75CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessmentsmini Park “Pocket Park” A mini park, also sometimes referred to as “pocket park”, should be up to an acre in size; however, some mini parks design are determined by need and potential benefits, not just by size. Mini Parks are also used to repurpose land, enhance landscaping/charm, and preserve a cultural heritage location. Mini Parks predominantly accommodate passive recreational use. •Size of Park: Up to one acre in size. •Service Radius: Serves a 0.25-mile radius. •Site Selection: Typically located in densely populated areas, downtown districts, along greenways, and where opportunities exist to beautify or capture local cultural heritage. •Length of stay: Provides for a thirty minute experience or less. •Amenities: Includes one amenity (e.g., playground, picnic area, gazebo, public art); play areas for ages 2-5 with some shaded elements; common-use shelters; benches next to a small play area and/or enhanced landscaping; no restrooms. The amenities are ADA compliant. •Landscape Design: Appropriately designed to enhance the park theme/use/experience. •Revenue Facilities: None. •Land usage: Recreational activities are passive. •Programming: None. •Maintenance Standards: The highest-level of maintenance is provided with available funding. •Signage: Signage is interpretive, of cultural heritage and/or historical. •Parking: None. •Lighting: Security or landscape lighting is included if needed. •Naming: Park naming is consistent with the City’s ordinances for naming of parks. These parks are typically named after a prominent or historic person, event or natural landmark. •Other: Design is customized to meet the needs of densely populated areas, with an integrated color scheme throughout and safety design meets established CPTED standards. neighborhood Park A Neighborhood Park is typically three to 10 acres in size; however, some neighborhood parks are determined by a specific use and/or facilities offered, not by size alone. Neighborhood Parks should have safe pedestrian access for surrounding residents, and parking may or may not be included. If included, parking accounts for fewer than ten cars and provides for ADA access. Neighborhood Parks serve the recreational and social focus of the adjoining neighborhoods and contribute to a distinct neighborhood identity. •Size of Park: Three to 10 acres in sizes, with the preferred size being eight acres. •Service Radius: Serves a 0.5-mile radius. •Site Selection: Is typically located on a local or collector street. If near an arterial street, natural or artificial ba riers should be included. Where possible, Neighborhood Parks should be located next to a school. The location should link subdivisions and provide access to trails connecting other parks. •Length of Stay: Provides for a one hour experience or less. •Amenities: Includes one signature amenity (e.g., major playground, spray ground park, sport court, gazebo.) May also include one non-programmed sports field, playgrounds for ages 2-5 and 5-12 with some shaded elements, common-use shelters, loop trails, one type of sport court and benches. No restrooms are included unless necessary for a signature amenity. The amenities are ADA compliant. •Landscape Design: Designed appropriately to enhance the park theme/use/experience. 76 •Revenue Facilities: None •Land Usage: 85 percent active/15 percent passive recreational activities are available. •Programming: Programs should only be provided to accommodate only the respective park neighborhood. •Maintenance Standards: The highest-level of maintenance is provided with available funding. •Signage: Directional signage and facility/amenity regulations are included to enhance the user experience. •Parking: Typically, no designated parking is included. If necessary, 5-10 spaces are provided within the park, including handicap spaces. Traffic calming devices are encouraged next to the park. •Lighting: Only Security or amenity lighting is included. Lighting includes a dual system with 50 percent of lights turned off at a set time and 50 percent on all night for security. •Naming: Park naming is consistent with the City’s ordinances for naming of parks, and typically named after a prominent or historic person, event, or natural landmark. •Other: Design is customized to demographics of the adjoining neighborhood(s), with an integrated color scheme included throughout the park, and the safety design meets established Crime Prevention Through Environmental Design standards. community Park Community Parks are intended to be accessible to multiple neighborhoods and should focus on meeting community- based recreational needs, as well as preserving unique landscapes and open spaces. Community Parks are generally larger in scale than Neighborhood Parks, but are smaller than Regional Parks. These parks are typically designed for residents who live within a three-mile radius. When possible, Community Parks may be developed adjacent to a school. Community Parks provide recreational opportunities for the entire community, are actively programmed, have dedicated parking and often contain facilities for specific recreational purposes: athletic field, swimming pools, tennis courts, extreme sports amenities, recreation centers, loop trails, picnic areas, reservable picnic shelters, sports courts, permanent restrooms, large turfed/landscaped areas, playgrounds and/ or spray grounds. Community Parks can also serve passive outdoor recreation activities such as meditation, quiet reflection, and wildlife watching, etc. •Size of Park: 20 to 60 acres in size, and can be up to 100 acres. •Service Radius: Serves a one to three-mile radius. •Site Selection: The park is located adjacent to two collector streets minimally and preferably one arterial street. If near an arterial street, a natural or artificial sa ety barrier should be included. A minimal number of residences should share a common boundary with the site. There should be streets on four sides, or three sides with a school or municipal use on the fourth side. Trail linkage to other parks is accessible. •Length of Stay: Provides for a two to three-hour experience. •Amenities: Four signature amenities are available, at a minimum (e.g., trails, sports field , large shelters/ pavilions, community playground for ages 2-5 and 5-12 with some shaded elements, recreation centers, pools or family aquatic centers, sports courts, water features, etc.); other amenities should include public restrooms, ample parking and security lighting. Sport Fields and Sport Complexes are typically included at this type of park. The amenities are ADA compliant. •Revenue Facilities: Includes one or more facilities (e.g., pool, sports complex, pavilion, concessions, etc.) for generating revenue to offset operational costs. •Land Usage: 65 percent active and 35 percent passive recreational activities are available. •Programming: A minimum of four essential program services are included (e.g., sports, day camps, aquatics, etc.) . •Maintenance Standards: The highest-level of maintenance is provided with available funding. •Parking: Sufficient parking is available to support the amenities and occupies no more than 10 percent of the park. Design may include a widened on-street parking area adjacent to park. The goal is to maximize usable park space. Traffic calming devices are encouraged within and next to the park. 77CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessments•Lighting: Amenity lighting should include sport field lighting standards. Security lighting is included on a dual system with 50 percent of the lights turned off at a set time and 50 percent on all night. •Signage: Directional signage and facility/amenity regulations are included to enhance the user experience. Kiosks may also be included in easily identified areas of the facility. •Landscape Design: An appropriate design to enhance the park theme/use/experience, with enhanced landscaping at park entrances and throughout the park. •Naming: Park naming is to be consistent with the City’s naming right ordinance, and typically named after a prominent or historic person, event, or natural landmark. •Other: The design has a strong appeal to surrounding neighborhoods with an integrated color scheme throughout. Partnerships should be developed with support groups, schools and other organizations. The park should include loop trail connectivity, linkages to other parks, trails or dedicated recreation facility. Safety design meets established CPTED standards. Telephone/ Cable TV/Fiber Optics conduit may be included as needed. regional Park A Regional Park serves a large area of several communities and residents within a city, county, or across multiple jurisdictions. Depending on activities within a Regional Park, users may travel as many as 60 miles for a visit. Regional Parks include recreational opportunities such as soccer, softball, golf, boating, camping, conservation- wildlife viewing and fishing. Although Regional Parks usually have a combination of passive areas and active facilities, they are likely to be predominantly natural resource-based parks. A common size for a Regional Park is 100 to 1,000 acres but some parks can be 1,001 to 5,000 acres in size. A Regional Park focuses on activities and natural features not included in most types of parks. They are often based on a specific scenic or recreational opportunity. Facilities could include those found in a Community Park and have specialized amenities such as an art center, amphitheater, boating facility, golf course, or natural area with interpretive trails. Regional parks should promote tourism and economic development, and can enhance the economic vitality and identity of the entire region. •Size of Park: 100 to 1,000 acres, and up to 5,000 acres. •Service Radius: Serves a 3-mile or greater radius. •Site Selection: In a location that can preserve natural resources on-site such as wetlands, streams, and other geographic features, or sites having significant cultural or historical features with access from public roads that are capable of accommodating anticipated traffic. •Length of Stay: Provides for an all-day experience. •Amenities: Includes a signature facility (e.g., golf course, tennis complex, sports complex, lake, regional playground, 3+ reservable picnic shelters, camping, outdoor recreation/extreme sports, recreation center, pool, gardens, trails, zoo, specialty facilities, etc.); and 10 to 12 supporting amenities such as public restrooms, concessions, restaurant, ample parking, special event site, etc. Sport Fields and Sport Complexes are typical at this type of park. See details in Sport Complex classification and Appendix A – Sport Field Amenities for more information. •Revenue Facilities: More than two facilities are included, and is designed to produce revenue to offset operational costs. •Land usage: Provides up to 50 percent active/50 percent passive recreational experiences. •Programming: Includes more than four recreation experiences per age segment with at least four essential programs provided. •Maintenance Standards: The highest-level of maintenance is provided with available funding. •Parking: Sufficient parking is available for all amenities. Traffic calming devices are encouraged within and near the park. 78 •Lighting: Amenity lighting includes sport field lighting standards. Security lighting on a dual system with 50 percent of the lights turned off at a set time and 50 percent on all night. •Signage: Includes directional signage and facility/amenity regulations to enhance user experience are included. Kiosks are located in easily identified areas of the park. •Landscape Design: Includes design of appropriate landscaping that enhances the park theme/use/experience, with enhanced landscaping at park entrances and throughout park. •Naming: Park naming is consistent with the City’s naming ordinance, and is typically named after a prominent or historic person, event, or natural landmark. •Other: Park design meets CPTED safety standards, has an integrated color scheme is designed throughout the park, is linked to major trails systems, includes public transportation access and concessions. Dedicated site managers are on duty during operating hours. Telephone/ Cable TV/Fiber Optics conduit is included as necessary. sPorts comPlex Sports Complexes at Community Parks, Regional Parks, and stand-alone Sports Complexes are developed to provide four to 16 athletic fields or courts in one setting. A Sports Complex may also support extreme sports facilities, such as BMX and skateboarding. Sports Complexes can be single-focused or multi-focused and can include indoor or outdoor facilities to serve the needs of both youth and adult activities. Outdoor fields should be lighted to maximize the use, value and productivity of the complex. The design of Sports Complexes focuses on meeting the needs of residents while also attracting sport tournaments for economic purposes to the community. Sport field design includes appropriate field sites for each sport’s governing body and support amenities are designed to produce revenue to offset operational costs. Signature Sports Complexes include enhanced amenities such as artificial turf, multi-purpose fields, benches and bleachers, scoreboards, amplified sound, scorer’s booths, lighting, etc. Enhanced amenities are typically identified through discussion between the municipality, schools and/or sports associations. •Size of Park: 40 or more acres in size for stand-alone complexes. •Service Radius: Determined by community demand. •Site Selection: Stand-alone complexes are strategically located adjacent to or near arterial streets. Refer to the Community or Regional Park classifications if the sport complex is located within a park. It is preferred to have streets on four sides, or on three sides, with a school or municipal use on the fourth side. •Length of Stay: Provides a two to three-hour experience for single activities, but can be all day for tournaments or special events. •Amenities: Includes four to 16 athletic fields or courts in one setting, public restrooms, ample parking, appropriate turf and court surfaces, and field/court lighting. The amenities are ADA compliant. •Revenue Facilities: Includes four or more facilities (e.g., fields, concession stands, picnic pavilions) that generate revenue to offset operational costs. •Land Usage: Includes 95 percent active and 5 percent passive recreational experiences. •Programming: Focuses on active programming of all amenities. •Maintenance Standards: Provides the highest level of maintenance with available funding. •Parking: Sufficient parking is available to support the amenities, with traffic calming devices within and near the park. •Lighting: Amenity lighting includes sport field light standards, with security lighting on a dual system with 50 percent of lights turned off at a set time and 50 percent on all night. •Signage: Includes directional signage and facility/amenity regulations to enhance the user experience, with kiosks in easily identified areas of the complex. •Landscape Design: Designed appropriately to enrich the park theme/use/experience, with enhanced landscaping at entrances and throughout complex. •Naming: Park naming is consistent with the City’s naming ordinance, and these parks are typically named after a prominent or historic person, event, or natural landmark. •Other: Designed with an integrated color scheme throughout the park and safety design meets established CPTED standards. Telephone/Cable TV/Fiber Optics conduit are included as needed. 79CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program AssessmentssPecial use Park/facility Special Use Parks/Facilities are those spaces that do not fall within a typical park classification. A major difference between a Special Use Park/Facility and others is that they usually serve a single purpose whereas other classifications are designed to offer multiple recreation opportunities. It is possible for a Special Use Park/Facility to be located inside another park. Special Use Park/Facilities generally fall into three categories: HISTORIC/CULTURAL/SOCIAL SITES – unique local resources offering historical, educational, and cultural opportunities. Examples include historic downtown areas, commercial zones, plaza parks, performing arts parks, arboretums, display gardens, performing arts facilities, indoor theaters, churches, and amphitheaters. Frequently these are located in Community or Regional Parks. GOLF COURSES – Nine and 18-hole complexes with ancillary facilities such as club houses, driving ranges, program spaces and learning centers. These facilities are highly maintained and support a wide age level. Programs are targeted for daily use play, tournaments, leagues, clinics and special events. Operational revenue is generated by daily play, season pass holders, concessions/retail, driving range fees, earned income opportunities and retail items. INDOOR RECREATION FACILITIES – specialized or single- purpose facilities. Examples include community centers, senior centers and community theaters. Frequently these are located in Community or Regional Parks. OUTDOOR RECREATION FACILITIES – specialized or single- purpose facilities. Examples include aquatic parks, disk golf, skateboarding, BMX, and dog parks, typically located in a park. •Size of Park: Depends upon facilities and activities included. Their diverse character makes it impossible to apply specific acreage standards •Service Radius: Depends upon facilities and activities included. Typically serves special user groups while a few serve the entire population. •Site Selection: Given the variety of potential uses, no specific standards are defined for site selection. As with all park types, the site itself should be located where it is appropriate for its use. •Length of stay: Varies by facility. •Amenities: Varies by facility. •Revenue Facilities: Due to nature of certain facilities, revenue may be required for construction and/ or annual operation and maintenance. This should be determined at a policy level before the facility is designed and constructed. •Land Usage: Varies by facility. •Programming: Varies by facility. •Maintenance Standards: The highest-level of maintenance is provided with available funding. •Parking: On street or off street parking is provided as appropriate. Design should include widened on- street parking area adjacent to the park. The Goal is to maximize usable park space. As necessary, provide five to 10 spaces within park including handicap spaces. Traffic calming devices are encouraged next to the park.•Lighting: Includes only security or amenity lighting. Lighting on a dual system with 50 percent of lights are turned off at a set time and 50 percent on all night for security. •Signage: Directional signage and facility/amenity regulations are included to enhance the user experience. •Landscape Design: Appropriately designed to enhance the park theme/use/experience. •Naming: Naming of the park or facility follows City ordinance for naming, and is typically named after a prominent or historic person, event, or natural landmark. •Other: An integrated color scheme exists throughout the park, with safety design that meets established CPTED standards. Telephone/Cable TV/Fiber Optics conduit may be installed as appropriate. 80 greenways/trails/Paseos Greenbelts/Trails/Paseos are recognized for their ability to connect people and place and often include either paved or natural trails. Trails can also be loop trails in parks. Linking neighborhoods, parks, recreation facilities, attractions, and natural areas with a multi-use trail fulfills two guiding principles simultaneously: Protecting natural areas along a river and/or open space areas; and providing people with a way to access and enjoy them. Multi-use trails also offer a safe, alternative form of transportation, and provide substantial health benefits, habitat enhancements for plants and wildlife and unique opportunities for outdoor education and cultural interpretation. •Size: Typically, at least 30 feet wide of unencumbered land for a Greenbelt or Paseo. May include a trail to support walk, bike, run, equestrian type activities. Typically, an urban trail is 10 feet wide to support pedestrian and bicycle uses. In open space areas, trails include two feet of decomposed granite on both sides of the trail for walkers and bicyclists. Trails incorporate signage to designate where a user is located and where the trails connect in the City. •Site Selection: Located consistently with an approved Trails Master Plan. •Amenities: Parking and restrooms are provided at major trailheads. May include small parks along the trail. •Maintenance standards: Demand-based maintenance is provided with available funding. •Lighting: Includes security lighting at trailheads and high use areas. Lighting exists on a dual system with 50 percent of lights off at a set time and 50 percent on all night for security. •Signage: Mileage markers are located at half-mile intervals. Interpretive kiosks as deemed appropriate. •Landscape Design: Includes a coordinated planting scheme in urban areas. Limited or no planting is included in open space areas. •Other: Provides connectivity to parks or other City attractions and facilities is desirable. oPen sPace/natural area Open Space/Natural Areas are undeveloped but may include natural or paved trails. Grasslands under power line corridors are one example; creek areas are another. Open Space contains natural resources that can be managed for recreation and natural resource conservation values such as a desire to protect wildlife habitat, water quality and endangered species. Open Space can also provide opportunities for nature based, unstructured, low-impact recreational opportunities such as walking and nature viewing. •Amenities: May include paved or natural trails, wildlife viewing areas, mountain biking, disc golf, interpretation and education facilities. •Maintenance standards: Demand-based maintenance is provided with available funding. Biological management practices are observed. •Lighting: None. •Signage: Interpretive kiosks are provided as deemed appropriate. •Landscape Design: Some areas may include landscaping, such as entryways or around buildings. In these situations, sustainable design is appropriate. waterway corridors Waterway Corridors include land adjacent to and including the course of a river or creek. Waterway Corridors typically include the width in which the river meanders at a minimum. These corridors are mostly undeveloped due to being within a floodplain but may include natural or paved trails. In some instances, the corridor may have access points for public and/ or private outfitters and individuals interested in traveling on the water. Corridors are also known within cities to include parks and open space that have been developed as a destination with amenities and viewing areas. Open Space contains natural resources that can be managed for recreation and natural resource conservation values such as a desire to protect wildlife habitat, water quality and endangered species. Open Space can also provide opportunities for nature-based, unstructured, low-impact recreational opportunities such as walking and nature viewing. 81CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessmentsconservation areas Conservation Areas include land that is protected with defined purposes and/or limitations on development. Conservation Areas can include land with architectural, historical or environmental interests that have been identified as important to preserve. Architectural conservation describes the material, historical, and/or design integrity of structures and the process by which the heritage is prolonged through carefully planned restoration and use. Historical conservation seeks to preserve buildings, landscapes, artifacts that are of historical significance. Environmental conservation is the protection of land, resources, natural flora and fauna and preservation of land for natural beauty, wildlife habitats and wildlife migration. 4.4 LEVEL OF SERVICE STANDARDS Level of Service (LOS) standards are guidelines that define service areas based on population that support investment decisions related to parks, facilities, and amenities. LOS standards can and will change over time as the program lifecycles change and demographics of a community change. The consulting team evaluated park facility standards using a combination of resources. These resources included market trends, demographic data, recreation activity participation rates, community, and stakeholder input, NRPA Park Metrics data, the community needs assessment survey, and observations during analysis. This information helped develop the level of service that is uniquely Dublin. It is important to note that these LOS standards should be viewed as a guide. The standards are to be coupled with conventional wisdom and judgment related to the situation and needs of the community. By applying these standards to the population of the City, gaps or surpluses in park and facility types are revealed. The standards are to be coupled with conventional wisdom and judgment related to the situation and needs of the community. By applying these standards to the population of the City, gaps or surpluses in park and facility types were revealed. These are based upon population figures for 2022 (50,501), 2027 (51,474) and 2032 (55,752), the latest estimates available at the time of analysis. The standards for 2022 will increase as the population increases in order to maintain the same level of service for the population of 2032. The following table reflects recommendations solely based on NRPA standards. 82 CURRENT INVENTORY CURRENT LOS Metrics RECOMMENDED STANDARD Current Population Needs (50,501)2027 NEED FORECAST 2032 Population Need Forecast (55,752) Item Dublin Schools * Other Providers ** Total Inventory Service Level Based on Current Population (50,501) NRPA Park Metrics Median Metric by Jurisdiction Population Less than 20,000 Survey Needs Assessment Priority Recommended Service Levels for City Boundaries Assessment Additional Need Assessment Additional Need Assessment Additional Need PARKLAND Neighborhood Parks (acres) 370.00 370.00 7.33 acres per 1,000 7.50 acres per 1,000 Need Exists 9 Acres Need Exists 16 Acres Need Exists 48 Acres Community Parks (acres) 671.00 186.5 - 857.50 16.98 acres per 1,000 17.50 acres per 1,000 Need Exists 26 Acres Need Exists 43 Acres Need Exists 118 Acres Special Use Parks/Facilities (acres) 1,073.54 1,073.54 21.26 acres per 1,000 acres per 1,000 Meets Standard - Acres Meets Standard - Acres Meets Standard - Acres Total Developed Park Acres 1,041.00 186.5 1,073.54 2,301.04 45.57 acres per 1,000 25.00 acres per 1,000 Meets Standard - Acres Meets Standard - Acres Meets Standard - Acres Public Open Space (acres) 481.00 481.00 9.52 acres per 1,000 acres per 1,000 Meets Standard - Acres Meets Standard - Acres Meets Standard - Acres Total Park Acres 1,522.00 186.5 1,073.54 2,782.04 55.09 acres per 1,000 12.9 acres per 1,000 25.00 acres per 1,000 Meets Standard - Acres Meets Standard - Acres Meets Standard - Acres TRAILS Paved Trails (miles) 137.50 - - 137.50 2.72 miles per 1,000 3 miles of trails 2.40 miles per 1,000 Meets Standard - Miles Meets Standard - Miles Meets Standard - Miles Unpaved Trails (miles) 2.70 - - 2.70 0.05 miles per 1,000 0.05 miles per 1,000 Meets Standard - Miles Meets Standard - Miles Meets Standard - Miles OUTDOOR FACILITIES Shelters/Pavilions 17 - 1 18 1 site per 2,806 Low 1 site per 5,000 Meets Standard - Sites Meets Standard - Sites Meets Standard - Sites Rectangular Fields (Football, Soccer, Rugby, Lacrosse, Cricket, Multipurpose) 38 - - 38 1 field pe 1,329 1 field per " Multipurpose - 4,362 Youth Soccer - 3,504 Adult Soccer - 8,017 Multipurpose Synthetic - 12,962 Football Field - 8,004 Lacrosse Field - 7,102 Cricket Field - " Low 1 field pe 2,000 Meets Standard - Fields Meets Standard - Fields Meets Standard - Fields Ball Diamonds (Baseball and Softball) 36 9 - 45 1 field pe 1,124 1 field per " Youth Baseball - 3,107 Adult Baseball - 7,954 Youth Softball - 5,339 Adult Softball - 5,667 " Low 1 field pe 2,000 Meets Standard - Fields Meets Standard - Fields Meets Standard - Fields Basketball Courts 14 3 - 17 1 court per 2,919 1 court per 3,750 Low 1 court per 2,500 Need Exists 3 Courts Need Exists 3 Courts Need Exists 5 Courts Tennis Courts 18 13 - 31 1 court per 1,636 Low 1 court per 2,000 Meets Standard - Courts Meets Standard - Courts Meets Standard - Courts Pickleball Courts 8 - - 8 1 court per 6,313 Medium 1 court per 6,000 Need Exists 0.4 Courts Need Exists 1 Courts Need Exists 1 Courts Sand Volleyball Courts 5 - - 5 1 court per 10,100 Low 1 court per 12,000 Meets Standard - Courts Meets Standard - Courts Meets Standard - Courts Playgrounds 44 3 1 48 1 site per 1,053 1 site per 1,986 Medium 1 site per 2,500 Meets Standard - Sites Meets Standard - Sites Meets Standard - Sites Dog Parks 1 - 1 2 1 site per 25,251 1 site per 11,100 Medium 1 site per 20,000 Need Exists 0.5 Sites Need Exists 0.6 Sites Need Exists 0.8 Sites Skate Parks 1 - - 1 1 site per 50,501 1 site per 51,474 Meets Standard - Sites Meets Standard 0 Sites Meets Standard - Sites Splashpads 2 - - 2 1 site per 25,251 Medium 1 site per 20,000 Need Exists 1 Sites Need Exists 1 Sites Need Exists 1 Sites Outdoor Pool 2 - - 2 1 site per 25,251 High 1 site per 40,000 Meets Standard - Sites Meets Standard - Sites Meets Standard - Sites INDOOR FACILITIES Indoor Recreation and Aquatic Space (Sq. Ft.) 120,000 - - 120,000 2.38 SF per person 1 site per Community Center - 8,504 Recreation Center - 9,126 Aquatic Center - 11,375 " High 2.00 SF per person Meets Standard - Sq. Ft. Meets Standard - Sq. Ft. Meets Standard - 17,052 Special Use Facilities (Sq. Ft.) - - 77,000 *** 77,000 1.52 SF per person 1 site per High 0.75 SF per person Meets Standard - Sq. Ft. Meets Standard - Sq. Ft. Meets Standard - 38,395 2022 Estimated Population 50,501 2027 Estimated Population 51,474 2032 Estimated Population 55,752 Notes: *School inventory has been reduce to a third based on availability to the general public. ** The 1,073.54 acres under Other Providers includes acres from the Glacier Ridge Metro Park, the Golf Club of Dublin and Muirfield HOA. *** Other Providers special use facilities square footage includes the square footage from the Ohio Health Chiller. Level of Service Standards 83 CURRENT INVENTORYCURRENT LOSMetrics RECOMMENDED STANDARD Current Population Needs (50,501)2027 NEED FORECAST 2032 Population Need Forecast (55,752) ItemDublinSchools * Other Providers ** Total Inventory Service Level Based on Current Population (50,501) NRPA Park Metrics Median Metric by Jurisdiction Population Less than 20,000 Survey Needs Assessment Priority Recommended Service Levels for City Boundaries Assessment Additional Need Assessment Additional Need Assessment Additional Need PARKLAND Neighborhood Parks (acres) 370.00 370.00 7.33 acres per 1,000 7.50 acres per 1,000 Need Exists 9 Acres Need Exists 16 Acres Need Exists 48 Acres Community Parks (acres) 671.00 186.5 - 857.45 16.98 acres per 1,000 17.50 acres per 1,000 Need Exists 26 Acres Need Exists 43 Acres Need Exists 118 Acres Special Use Parks/Facilities (acres) 1,037.0 1,037.00 20.53 acres per 1,000 acres per 1,000 Meets Standard - Acres Meets Standard - Acres Meets Standard - Acres Total Developed Park Acres 1,041.00 186.5 1,037.0 2,264.45 44.84 acres per 1,000 25.00 acres per 1,000 Meets Standard - Acres Meets Standard - Acres Meets Standard - Acres Public Open Space (acres) 481.00 481.00 9.52 acres per 1,000 acres per 1,000 Meets Standard - Acres Meets Standard - Acres Meets Standard - Acres Total Park Acres 1,522.00 186.5 1,037.0 2,745.45 54.36 acres per 1,000 12.9 acres per 1,000 25.00 acres per 1,000 Meets Standard - Acres Meets Standard - Acres Meets Standard - Acres TRAILS Paved Trails (miles) 137.50 - - 137.50 2.72 miles per 1,000 3 miles of trails 2.40 miles per 1,000 Meets Standard - Miles Meets Standard - Miles Meets Standard - Miles Unpaved Trails (miles) 2.70 - - 2.70 0.05 miles per 1,000 0.05 miles per 1,000 Meets Standard - Miles Meets Standard - Miles Meets Standard - Miles OUTDOOR FACILITIES Shelters/Pavilions 17 - 1 18 1 site per 2,806 Low 1 site per 5,000 Meets Standard - Sites Meets Standard - Sites Meets Standard - Sites Rectangular Fields (Football, Soccer, Rugby, Lacrosse, Cricket, Multipurpose) 38 - - 38 1 field pe 1,329 1 field per " Multipurpose - 4,362 Youth Soccer - 3,504 Adult Soccer - 8,017 Multipurpose Synthetic - 12,962 Football Field - 8,004 Lacrosse Field - 7,102 Cricket Field - " Low 1 field per 2,000 Meets Standard - Fields Meets Standard - Fields Meets Standard - Fields Ball Diamonds (Baseball and Softball) 36 9 - 45 1 field pe 1,124 1 field per " Youth Baseball - 3,107 Adult Baseball - 7,954 Youth Softball - 5,339 Adult Softball - 5,667 " Low 1 field per 2,000 Meets Standard - Fields Meets Standard - Fields Meets Standard - Fields Basketball Courts 14 3 - 17 1 court per 2,919 1 court per 3,750 Low 1 court per 2,500 Need Exists 3 Courts Need Exists 3 Courts Need Exists 5 Courts Tennis Courts 18 13 - 31 1 court per 1,636 Low 1 court per 2,000 Meets Standard - Courts Meets Standard - Courts Meets Standard - Courts Pickleball Courts 8 - - 8 1 court per 6,313 Medium 1 court per 6,000 Need Exists 0.4 Courts Need Exists 1 Courts Need Exists 1 Courts Sand Volleyball Courts 5 - - 5 1 court per 10,100 Low 1 court per 12,000 Meets Standard - Courts Meets Standard - Courts Meets Standard - Courts Playgrounds 44 3 1 48 1 site per 1,053 1 site per 1,986 Medium 1 site per 2,500 Meets Standard - Sites Meets Standard - Sites Meets Standard - Sites Dog Parks 1 - 1 2 1 site per 25,251 1 site per 11,100 Medium 1 site per 20,000 Need Exists 0.5 Sites Need Exists 0.6 Sites Need Exists 0.8 Sites Skate Parks 1 - - 1 1 site per 50,501 1 site per 51,474 Meets Standard - Sites Meets Standard 0 Sites Meets Standard - Sites Splashpads 2 - - 2 1 site per 25,251 Medium 1 site per 20,000 Need Exists 1 Sites Need Exists 1 Sites Need Exists 1 Sites Outdoor Pool 2 - - 2 1 site per 25,251 High 1 site per 40,000 Meets Standard - Sites Meets Standard - Sites Meets Standard - Sites INDOOR FACILITIES Indoor Recreation and Aquatic Space (Sq. Ft.) 120,000 - - 120,000 2.38 SF per person 1 site per Community Center - 8,504 Recreation Center - 9,126 Aquatic Center - 11,375 " High 2.00 SF per person Meets Standard - Sq. Ft. Meets Standard - Sq. Ft. Meets Standard - 17,052 Special Use Facilities (Sq. Ft.) - - 77,000 *** 77,000 1.52 SF per person 1 site per High 0.75 SF per person Meets Standard - Sq. Ft. Meets Standard - Sq. Ft. Meets Standard - 38,395 84 4.5 WALKSHED, EQUITY, AND OTHER CONSIDERATIONS The 10-minute walkshed is equivalent to approximately a half-mile for an able-bodied person, and is the average distance most people are willing to walk to reach a destination. This metric or standard helps to examine and understand the number of opportunities and resources a person has close to home. A walkshed analysis was conducted for two purposes: first, to determine how much of the City is within a 5-10 minute walk of a public park, and second, to better understand the populations each park serves within that 5-10 minute walk. These groups were categorized by income, age, and race/ethnicity. By identifying the accessibility and current amenities of each park compared to the populations it serves, recommendations were developed to ensure equitable access and programming throughout the City parks and recreation system. Parks & Open Space 5 minute walking distance 10 minute walking distance 36% of Dublin’s acreage is within the 5 minute walkshed 64% of Dublin’s acreage is within the 10 minute walkshed Muirfield Village open spaces are privately owned. The walksheds are based on the actual path of pedestrian travel on sidewalks and bikepaths. 85CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program AssessmentsPopulation The rankings and map below are in relation to the population reach of City of Dublin Parks. Highest ranking parks reach the greatest number of citizens within the 10-minute walkshed, while the bottom ranked serve lower density populations. Generally, the parks connected to the most residents within the 10-minute walkshed are in northern Dublin. Median + Average Household Income (combined score) The rankings and map below are in relation to household income, and illustrates which parks reach residents with the highest median and average incomes. Generally, parks reaching households with higher income levels are in northern Dublin, while residents with lower income levels are in closer proximity to parks in the southern portions of the City. RINGS RDRINGS RD AVERY RDAVERY RDSHIER RINGS RDSHIER RINGS RD POST RDPOST RD PE RIME T E R D R PE RIME T E R D R EMERALD PKWYEMERALD PKWYWOER N E R T EM P L E R D WOER N E R T EM P L E R DFRANTZ RDFRANTZ RDCOSGRAY RDCOSGRAY RDRIVERSIDE DRRIVERSIDE DRSUMMIT VIEW RDSUMMIT VIEW RD HARD R DHARDRD BRAND RDBRAND RDAVERY RDAVERY RDDUBLIN RDDUBLIN RDCOFFMAN RDCOFFMAN RDGLICK RDGLICK RD MUIRFIELD DRMUIRFIELD DR270 33 33 161161 1 3 2 3 1 2 OVERALL POPULATION RINGS RDRINGS RD AVERY RDAVERY RDSHIER RINGS RDSHIER RINGS RD POST RDPOST RD PE RIME T E R D R PE RIME T E R D R EMERALD PKWYEMERALD PKWYWOER N E R T EM P L E R D WOER N E R T EM P L E R DFRANTZ RDFRANTZ RDCOSGRAY RDCOSGRAY RDRIVERSIDE DRRIVERSIDE DRSUMMIT VIEW RDSUMMIT VIEW RD HARD R DHARDRD BRAND RDBRAND RDAVERY RDAVERY RDDUBLIN RDDUBLIN RDCOFFMAN RDCOFFMAN RDGLICK RDGLICK RD MUIRFIELD DRMUIRFIELD DR270 33 33 161161 1 2 3 2 3 1 MEDIAN + AVERAGE HOUSEHOLD INCOME PARKS SERVING THE HIGHEST POPULATION 1 Avery Park 2 Indian Run Meadows Park 3 Shannon Glen Park PARKS SERVING THE LOWEST POPULATION 1 Smiley Park 2 Ferris-Wright Park & Earthworks 3 Dublin Veterans Park PARKS SERVING THE HIGHEST INCOME POPULATION 1 Amberleigh Park 2 Donegal Cliffs Park 3 Amberleigh Community Park PARKS SERVING THE LOWEST INCOME POPULATION 1 Kiwanis Riverway Park 2 Martin Commons Park 3 Riverside Crossing Park Other important factors to be considered moving forward include age appropriate amenities and accommodations for populations with various income ranges that may impact lifestyle choices, such as housing and transportation options. The maps shown below are based on the 10-minute walkshed analysis and provide insight into which parks serve the highest and lowest income populations, the most and least dense populations, and the highest and lowest populations of children and seniors. 86 Children (0-18) The rankings and map below are in relation to the number of children (ages 0 to 18) within a 10-minute walkshed to city parks. Generally parks in west Dublin serve the greatest concentration of children, while parks in east Dublin serve the fewest children with a 10-minute walk. Seniors (65+) The rankings and map below are in relation to the number of seniors (ages 65 and older) that are within a 10-minute walkshed to city parks. Generally, city parks located in central Dublin reach the most seniors, while parks with the least amount of proximity to seniors are spread throughout the City and do not specifically concentrate in an area of the City. RINGS RDRINGS RD AVERY RDAVERY RDSHIER RINGS RDSHIER RINGS RD POST RDPOST RD PE RIMET E R D R PE RIMET E R D R EMERALD PKWYEMERALD PKWYWOE R N E R T EM P L E R D WOE R N E R T EM P L E R DFRANTZ RDFRANTZ RDCOSGRAY RDCOSGRAY RDRIVERSIDE DRRIVERSIDE DRSUMMIT VIEW RDSUMMIT VIEW RD HARD R DHARDRD BRAND RDBRAND RDAVERY RDAVERY RDDUBLIN RDDUBLIN RDCOFFMAN RDCOFFMAN RDGLICK RDGLICK RD MUIRFIELD DRMUIRFIELD DR270 33 33 161161 1 3 2 2 3 1 CHILD POPULATION (0-18) RINGS RDRINGS RD AVERY RDAVERY RDSHIER RINGS RDSHIER RINGS RD POST RDPOST RD PE RIME T E R D R PE RIME T E R D R EMERALD PKWYEMERALD PKWYWOER N E R T EM P L E R D WOER N E R T EM P L E R DFRANTZ RDFRANTZ RDCOSGRAY RDCOSGRAY RDRI VERSIDE DRRI VERSIDE DRSUMMIT VIEW RDSUMMIT VIEW RD HARD R DHARDRD BRAND RDBRAND RDAVERY RDAVERY RDDUBLIN RDDUBLIN RDCOFFMAN RDCOFFMAN RDGLICK RDGLICK RD MUIRFIELD DRMUIRFIELD DR270 33 33 161161 3 1 1 2 2 3 SENIOR POPULATION (66+) PARKS SERVING THE MOST CHILDREN 1 Avery Park 2 Shannon Glen Park 3 ML “Red” Trabue Nature Reserve PARKS SERVING THE LEAST CHILDREN 1 Smiley Park 2 Ferris-Wright Park & Earthworks 3 Dublin Veterans Park PARKS SERVING THE MOST SENIORS 1 Riverside Crossing Park 2 Indian Run Meadows Park 3 Avery Park PARKS SERVING THE LEAST SENIORS 1 IGS Park 2 Ferris-Wright Park & Earthworks 3 Smiley Park 87CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessments4.6 HISTORIC AND CULTURAL ELEMENTS Local historic and cultural elements within the City help define a community. Understanding the linkage between these elements and the local parks and recreation system can help identify options or locations for activities and amenities that could include historic and cultural trails, centers, or cultural art of history installations. The map below shows these amenities spread throughout the City, with concentrations in Historic Dublin, Coffman Park, and Avery Park. It is important to consider linkages between these areas and develop a strategy for utilizing and incorporating these historic and cultural elements into the parks and recreation system user experience. Points on the map include locations for the Historic District, historic properties, historic buildings/structures, historic walls, archaeological sites, cemeteries, burials, art in public places, schools, local points-of-interest, and locations of walking tours. Parks & Open Space Historic Landmarks Historic Walls Historic District 88 4.7 DIVERSITY, EQUITY, AND INCLUSION ASSESSMENT The Central Ohio region has many industry sectors that attract top talent from all over the world. Dublin’s high quality of life, neighborhoods and schools further draw people to the City to live and raise families. Overall, the national growth rate is slowing, but the ratio of racial groups within the population are growing, creating vibrant community tapestries. In Dublin diversity is an important community factor to consider as there are a growing number of diverse consumers who expect socially and culturally- appropriate programming. Dublin’s DEI Framework Plan sets the stage for the City’s commitment to DEI. Building on this cornerstone diversity, equity, and inclusion were important community elements considered when creating this plan to build and manage Dublin’s parks and recreation system. When discussing DEI concepts, it is important to define DEI as part of parks and recreation planning. For this report we define it as follows: Diversity: Human differences, such as: ethnicity, gender, sexual orientation, age, socio-economic status, (dis)ability, religious or spiritual identity, national origin, political beliefs, etc. Equity: To treat everyone fairly. Takes into consideration the various systemic oppressions certain social groups face when seeking to render justice. Inclusion: Creating a culture where all people feel respected, accepted and valued. Parks and Recreation Diversity Considerations •A parks ‘team’ that is refle tive of the community о Inclusive hiring; support of the success of diverse employees о DEI education for staff; DEI integration into job descriptions, creating responsibility о Staff training for cultural competencies •Culturally-appropriate programming opportunities о Programming that reflects the social tapestry of the community о Programming that celebrates culture о Events that bring the community together о Create flexible programming and amenities within the parks and recreation system that responds population needs and clusters equity Equity considerations evaluate who benefits and who is burdened by decisions made in parks and recreation system planning and programming in order to ensure that the needs of vulnerable populations are not overlooked. Typically, this entails incorporating strategies which better distribute parkland based on the walkshed analysis, ensure balanced funding and maintenance of all parks, and create programming to serve all populations. •Walkshed gaps » Dublin’s park system provides very good 10-minute walk coverage throughout the City. » Where gaps exist, they tend to be concentrated in commercial districts with parks in these areas serving a different user (employee workers) than neighborhood parks and providing different functions, such as alternate space for meetings and remote work; areas for rest or fitness breaks and mental health benefits; and at-work window sightlines to nature. Consider additions of parks in business and commercial districts. •Under maintained/underserved communities » Of the parks observed, there was no observable difference in levels of maintenance or qualities of amenities at parks that serve lower income or more diverse populations within the City. 89CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessmentsinclusion When considering inclusion as part of a parks and recreation system it is important to assess the ability of the system to provide access to everyone. Below are some of the inclusion elements evaluated as part of this planning process. •Accessibility » Each park observed provides facilities for ADA access, such as parking and curb ramps where necessary. Future park design and improvements will need to continue to accommodate visitors with physical disabilities into park use and programming. •Access to non-motorized active transportation network » Most of Dublin’s parks (and general community) are highly connected through an extensive bike-path network. Parks are directly linked to neighborhoods through this network. » Parks that serve families and children, including recreation fields, should continue to be connected through non-motorized infrastructure to ensure all residents can access the parks. » Darree Fields, a large multisport active recreation park, is currently disconnected from the non-motorized network. However, future improvements anticipated in the area’s roadways will likely provide bike path connectivity. There are opportunities with adjacent development to provide additional greenway connections to nearby neighborhoods and workplaces. •Park amenity and programming proximity to age groups » Based on the walkshed analysis, some parks serve higher populations of children, and others serve a high population of seniors. It is important to consider the amenities and programming serving those groups at those parks. 90 RINGS RDRINGS RD AVERY RDAVERY RDSHIER RINGS RDSHIER RINGS RD POST RDPOST RD PE RIME T E R D R PE RIME T E R D R EMERALD PKWYEMERALD PKWYWOE R N E R T EM P L E R D WOE R N E R T EM P L E R DFRANTZ RDFRANTZ RDCOSGRAY RDCOSGRAY RDRIVERSIDE DRRIVERSIDE DRSUMMIT VIEW RDSUMMIT VIEW RD HARD R DHARDRD BRAND RDBRAND RDAVERY RDAVERY RDDUBLIN RDDUBLIN RDCOFFMAN RDCOFFMAN RDGLICK R D GLICK R D MUIRFIELD DRMUIRFIELD DR270 33 33 161161 3 1 2 3 1 2DIVERSITY INDEX PARKS SERVING THE MOST DIVERSE POPULATION 1 Martin Commons Park 2 Ted Kaltenbach Park 3 IGS Park PARKS SERVING THE LEAST DIVERSE POPULATION 1 Amberleigh Park 2 Donegal Cliffs Park 3 Brandon Park diversity index The rankings and map below are in relation to city parks that have the highest Diversity Index within a 10-minute walk. The Diversity Index from ESRI (Environmental Systems Research Institute) represents the likelihood that two persons, chosen at random from the same area, belong to different races or ethnic groups. Generally, the parks that reach the more diverse populations are in the southern portion of Dublin, while those parks reaching the least diverse populations are in northern Dublin. 91CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessments4.8 CLIMATE CHANGE ASSESSMENT Global climate change can be felt right here in the Midwest and has a direct impact on Dublin’s residents. Central Ohio is most affected by increasing average temperatures and increasing high temperatures for longer periods of time, higher frequency of larger precipitation events, and higher risk of drought conditions. The parks and recreation system can play a key role in helping cities and regions manage the impacts of climate change on residents and the ecosystem. This can be achieved through adapting to change, directly fighting climate change, and providing relief from the impacts of climate change. It is also important to note the City’s upcoming Sustainability Framework update, which includes a number of climate resiliency recommendations and goals. Adapting to a changing climate •Emphasize use of Central Ohio native plants, coordinated to the microclimate of the location they are placed. •Reduce use of irrigation using location-appropriate plants. •Reduce resource intensive lawn areas that demand irrigation, fertilizers and mowing; develop resident outreach to educate about benefits of such changes and manage expectations of parks and recreation system appearance and use. •Expand areas to absorb flood events and serve as additional stormwater management for urbanized development areas. Directly fig ting climate change •Continue to use strategies to reduce flooding and stormwater runoff. •Utilize parks and woodlands for sequestering carbon capture. » Protect and plant trees; protect and build wetlands. •Incorporate renewable energy to power facilities and equipment. » Use electric/battery maintenance equipment mowers, trimmers, blowers. » Introduce additional electric vehicles into the park maintenance fleet. » Introduce renewable energy sources such as solar, wind and geothermal sources to power buildings and facilities (this can also be used to demonstrate feasibility of systems that could be used by residents and businesses). » Incorporate EV charging stations for staff an public use. Providing relief of climate change induced stress experienced by residents •Utilize park space to counter urban heat. » Relieve heat stress by keeping parks open later in the summer evenings. » Distribute parkland to reduce urban heat islands. •Use parkland to improve city-wide stormwater management. » Parks can act as the “sponge” for urban areas during larger rain events. » Groundwater recharge reduces runoff water temperatures and speeds and filters pollutants. 92 tree canoPy coverage The City of Dublin recognizes the importance that trees have in a community. A city-wide Sustainability Plan is currently being prepared and will address city goals for tree canopy coverage. Dublin’s parks can serve as vehicles for aiding in meeting canopy coverage goals through existing tree and woodland preservation and management, annual planting of new trees, and coordinate with other city planning and development initiatives in greenspace and tree planting. Places with more tree canopy coverage are associated with better resident health1 such as lower weights, less type 2 diabetes, less asthma, lower blood pressure, and better social connectivity. Tree coverage further benefits urban areas through their contributions to mitigating the effects of climate change. Trees have the ability to absorb rainwater through leaf surface area capture and root capture. Tree canopy shading helps in cooling urban areas subject to heat-island effect, and can reduce residential building energy use2. Dublin has been designated Tree City for 34 years and is committed to continuing that designation. The City has received the Growth Award for 8 years. Tree City designation is recognized annually by the National Arbor Day Foundation Tree City USA program and requires 4 standards for designation: •Maintaining a tree board or department •Having a community tree ordinance •Spending at least $2 per capita on urban forestry •Celebrating Arbor Day 1. Ulmer et al., 2016, Multiple health benefits of urban tree canopy: he mounting evidence for a green prescription, https://www.fs.usda.gov/pnw/pubs/ journals/pnw_2016_ulmer001.pdf 2. Nowak et.al, 2017, Residential building energy conservation and avoided power plant emissions by urban and community trees in the United States, https://www.fs.usda.gov/nrs/pubs/jrnl/2017/nrs_2017_nowak_001.pdf Tree canopy coverage improvements can be monitored and tracked statistically. The City maintains a sophisticated GIS database that includes geo-located tree points for individual trees, and also some limited tree canopy coverage analysis based on LIDAR and infrared imagery. These tools should be further developed by the City’s GIS department to build a more complete picture of the current city canopy coverage. Tools such as artificial intelligence (AI) can be utilized to identify approximate canopy coverage. Online tools, such as treeequityscore.org can also be used to evaluate tree canopy coverage and strategize locations for improvements. According to this tool, Dublin’s current tree equity score is 82 out of 100. The tool allows planners to evaluate deficiencies in tree canopy coverage by location within the City and cross-references with other demographic data to illustrate canopy equity. Deficient areas can be a focus for improvement, helping the City to meet its canopy coverage goals, while also providing localized resident benefits in health, neighborhood value, and mitigation of climate change factors. 93CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program Assessments4.9 PARK AND RECREATION OPERATIONAL REVIEW PROS Consulting interviewed each of the management teams that make up Dublin Parks and Recreation Department. The focus on the interviews centered on key outcomes that they would like to see come from this system master plan, areas where improvements are needed in the organization and opportunities that should be considered to make the system better. PROS Consulting observations of the Dublin Parks and Recreation Department are based on system reviews of over 1,300 park and recreation agencies over the past 28 years from developing system master plans, strategic plans, business plans, operations and finance plans and maintenance management plans for these organizations. This includes Gold Medal organizations in Ohio that include Cleveland Metroparks, Five River Metroparks, Metroparks Toledo, and the City of Westerville as well as other well-respected agencies include the City of Columbus Parks and Recreation Department, Cincinnati Recreation Commission, City of Gahanna, City of Hillard, many other cities and townships in the state. The key that makes Dublin Parks and Recreation Department a well-managed system is the culture of the organization. There is great professionalism within every division of the organization, proven professionals who deliver exceptional programs, facilities, and parks. The leadership of the Department is well educated and experienced in parks and recreation management and it shows in their approach to delivery and management of park management, recreation facilities management and program management. dePartment Plans The Department has many best practices in place that are supported by approved plans. The Department currently does not have business plans for revenue generating facilities, a recreation program plan, a marketing plan, and maintenance management plan. While these are not in place, the standards that make up these plans are and can be found in the Standards section. Plans Yes No Department Master Plan X Business Plans X Recreation Plan X Marketing Plan X Site Development Plans X Maintenance Management Plan X Trails and Greenways Plan X Emergency Action Plan X Other - Department Current Documentation/Best Practices 94 Policies Yes No Park Rules & Regulations ordinance and enforcement Policy X Land Acquisition & Use Policy X Land Management Policy X Purchasing Policy X Pricing Policy X Refund Policy X Cost Recovery Policy X Facility Use Policy X Partnership Policy X Sponsorship Policy X Volunteer Policy X Special Event Policy (outside orgs.)X Memorial Policy – Memorial Tree and Bench Policy X Communications Policy (social media, lead time, methods, review/approval of materials)X Other – Park & Facility Naming Policy Department Current Documentation/Best Practices dePartment Policies The Department has many policies in place and several policies expand upon the City’s policies as it specifically relates to Department operations. The remaining policies have been developed to help the City achieve outcomes identified in city-wide plans. Currently the Department does not have policies on partnerships and sponsorships, but there may likely be a need in the future considering the facilities identified from community engagement. 95CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 04: Parks, Facilities, and Program AssessmentsStandards/Procedures Yes No Recreation Program Development X Recreation Program Standards X Parks and Recreation Employee Handbook / Manual (Fulltime, Pt, Seasonal) X Maintenance Standards X Facility Standards X Marketing Standards & Brand Style Guide X Office Standard Operating Procedures X Marketing Procedures X Performance Evaluation Procedure X Onboarding Procedure X Training Standards (annual calendar, inhouse, specialty)X Customer Print Materials X Other - Department Current Documentation/Best Practices standards Currently, the Department has all standards in place except for the maintenance standards. However, the Department has crew schedules, checklists, training, and regular on-the-job training from tenured employees with the institutional knowledge. As the Department implements the Master Plan, it will be of benefit to capture the institutional knowledge from tenured employees to document for new staff joining the Department. Operational and Financial Plan05 98 Operational and Financial Plan 05 5.1 FUNDING AND REVENUE STRATEGIES City parks and recreation departments across the United States today have learned to develop a clear understanding of how to optimize revenue generation options, where appropriate, to support parks and recreation services with limited tax dollars available. They no longer rely on taxes as their sole revenue option but have developed new sources of revenue options to help support capital and operational needs. The following sources are financial options that the City currently implements and alternative sources to consider in supporting the recommendations outlined in the PRMP. This list is intended to serve as a resource to fit a variety of projects, operational needs, or partner-specific initiatives as well as provide inspiration in considering other strategies beyond these suggestions. Below is a list of funding sources that the City has used or is currently using: external funding sources See Additional Information Appendix. caPital funding sources See Additional Information Appendix. user fees See Additional Information Appendix. grants Grants can be a great resource when used as part of an overall funding strategy for capital projects. Most grants are seen as an opportunity to include alternative funding to projects, increased credibility of fiscal stewardship, and increased access to valuable data. Implications for Dublin: Dublin should research grant opportunities and understand each grant’s requirements of the municipality. It is best practice to look at the pros and cons of each individual grant. Consider the following to determine the City’s potential level of success: •The overall time commitment •Level of competition •How well the City project or service meets the application requirements •Opportunity to renew the grant or will the City fund long-term •What are the reporting requirements and length of time to continue, if a service 99CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 05: Operational and Financial Planconclusion The City has developed a good set of policies to guide financial operations of the Parks and Recreation Department. In addition, a city investment strategy has been developed including cost recovery targets. Moving forward, the City should develop an earned income strategy, defining the philosophy toward pricing, the City investment, cost recovery goals, and how to develop fees for programs and services for increased financial sustainability. To implement the Master Plan in full, the City will need to seek alternative funding. Simultaneously, there are opportunities to enhance existing funding sources that can contribute as part of an overall strategy. The following funding sources should be explored or expanded. A priority list, consisting of three tiers, has been developed to assist staff with focus on the larger sources within the City’s capabilities for capital needs: Priority Funding Strategies Tier One Priorities Partnerships Conservancies Foundations/Gifts P3 - Public Private Partnership Revenue Backed Bond Special Improvement District/Benefit District Tier Two Priorities Capital Fees Recreation Service Fees Sales Tax Municipal Option Tax Tier Three Priorities Fees/Charges Pouring Rights Private Concessionaires Naming Rights Land Leases Interlocal Agreements Priority Funding Strategies Tier One Priorities Partnerships Conservancies Foundations/Gifts P3 - Public Private Partnership Revenue Backed Bond Special Improvement District/Benefit District Tier Two Priorities Capital Fees Recreation Service Fees Sales Tax Municipal Option Tax Tier Three Priorities Fees/Charges Pouring Rights Private Concessionaires Naming Rights Land Leases Interlocal Agreements 100 5.2 CAPITAL IMPROVEMENT PLAN The Dublin community has been extremely supportive of the Department over the years including facility development, park development, and new programming developed for the residents. However, there are aging infrastructure and amenities within the parks and facilities that need repaired or have reached their lifecycle. Park maintenance and asset inspections are conducted routinely by multiple City work units with various areas of expertise and certifications. As part of the Plan process, third-party inspections were also conducted for the City’s community parks for additional perspectives. Many of the repairs can be completed by City staff with the skill set and some amenities will need to be replaced. The projects identified in the Capital Improvement Plan (CIP) in the Renovation Projects category are beyond the scope of the Department’s normal maintenance and operating budget, covering non-routine major maintenance such as replacement, refurbishing, renovations, etc. While the period of focus is five years, an extended look out 10 years was used to identify projects in order to ensure the Department continues to keep pace by anticipating future needed improvements and development. ciP aPProach The approach to developing a CIP is a three-tier plan that acknowledges the current fiscal realities, potential changes to current funding, acquiring alternative funding sources, and the importance of continued philanthropic community support. Each tier is defined below and reflects different assumptions about available resources. •Maintenance Projects prioritizes spending within existing needs that could impact the safety, enjoyment, and access to spaces within the parks, facilities, and some specific amenities. The intention of this category is to refocus and make the most of existing resources with the primary goal being for the department to maintain the level of service. The actions associated with this fiscally responsible approach addresses current maintenance needs and anticipated maintenance at existing parks and facilities and will be funded through existing funding sources and completed by Department staff, when available. •Renovation Projects describes the extra services or capital improvement that should be undertaken when additional funding is available. This includes strategically enhancing existing capital assets that would require additional operational or capital funding. In coordination with the City Manager’s Office, Finance Department and Council, the Department should evaluate and analyze potential sources of additional revenue, including but not limited to partnerships, naming rights, recreation and program revenues, grants, and capital bond funding if appropriate. •Potential Major Projects represents the complete set of services and facilities identified by the community. It is a long- range look at the level of service and Community input to address growth experienced over the past decades, estimated future growth and identifies potential gaps in service. The City's previous PRMP adopted in 2009 identified the need for the City to update and develop various policies and planning as the City matured over the decades since 1988. With over 90 percent of that plan being implemented, this Master Plan expands on the growth of the City, philosophical considerations to accommodate future grown and establishes the framework for its future evolution. The Potential Major Projects address new capital assets that would increase and enhance the level of service, operational effectiveness and the community’s aspirations of the park and recreation system. Funding for Potential Major Projects would be derived from partnerships, private investments, and capital bond funding if appropriate. Increased use due to estimated population growth is not only from City residents, but also from visitors to the community and residents from neighboring communities, particularly those from the Dublin School District boundary, which is nearly twice the size of the City's corporate boundary. This fiscally responsible approach to the Capital Projects comes from the City’s monitoring of existing financial and capital asset conditions. The Dublin’s Parks and Recreation system has matured and the City has begun to replace older amenities. In addition, the City’s population is expected to increase each year to almost 8,000 new residents, placing more demand on the existing parks and recreation system and level of service. These factors have important budgetary implications. Over the past several years, the Department has experienced an increase in maintenance and operation demands stemming from increased use during COVID-19 and this has continued. 101CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 05: Operational and Financial PlanciP aPProachThe approach to developing the CIP is a three-tier plan that acknowledges the current fiscal realities, potential changes to current funding, acquiring alternative funding sources, and the importance of continued philanthropic community support. Each tier is defined below and reflects different assumptions about available resources. caPital imProvement ProJects The following section provides a sense of the scale of maintenance, renovation and/or potential major project needs within the parks system. However, it should not be interpreted as an identifier of projects to be completed by the Department because the department will address only projects that have identified funding. Along with each tier is an explanation of the proposed projects, as well as which assets apply to the project. Please note that as costs are projected into upcoming years, specific projects become more ambiguous and difficult to accurately identify. Past data demonstrates that community needs can change, resulting in the modification of projects. However, it is important to understand that a CIP must be flexible in order to shift projects to meet any unexpected priorities. Furthermore, park development continues throughout the park system annually with anticipated capital funds. These anticipated capital funds have been incorporated into the maintenance and renovation projects. The City also accommodates the Dublin City Schools (DCS) Swim/Dive Teams for all three High Schools. Use of the pool is available exclusively and regularly to the teams during specific times for practices and meets at a highly subsidized lane rental rate. This use limits open lap swimming for members and programming opportunities for other DCRC members. It is recommended that additional facilities are needed and should be pursued through various funding models, including financial partnerships between the City, DCS and other potential partners. The City draws in non-residents that utilize the sports fields, which extends the City’s burden beyond the City’s boundaries. It is recommended that the City consider collaborating with the neighboring communities for funding support and mutual planning efforts for additional amenities to be added to neighboring communities in order to accommodate the current regional needs and future growth. 102 MAINTENANCE PROJECTS (Priority to Address)5-Year Allocation LOCATION FACILITY / AMENITY / INFRASTRUCTURE PROJECT ESTIMATED TOTAL PROJECT COST RATIONALE Coffman Park Ice rink plaza Replace sealant in joints around ice- rink area Overhead Cost Site Assessments Overhead Cost Coffman Park Tennis courts Repair tennis court surface $10,000.00 Site Assessments $10,000.00 Coffman Park Casting Pond Repair stair handrail between ice rink and casting pond Overhead Cost Site Assessments Overhead Cost Coffman Park Ice rink plaza Replace missing tree at ice rink plaza $500.00 Site Assessments $500.00 Coffman Park Wooded playground Reset pavers at seating area in wooded playground Overhead Cost Site Assessments Overhead Cost Darree Fields Houchard entry Repair rutted edges along Houchard access drive Overhead Cost Site Assessments Overhead Cost Darree Fields Houchard entry Remove Houchard entrance metal entrance sign Overhead Cost Site Assessments Overhead Cost Darree Fields Soccer Repair soccer lawn that has failed to establish Overhead Cost Site Assessments Overhead Cost Darree Fields Shier-Rings entry Repair stone falling off entry columns at Shier-Rings entry Overhead Cost Site Assessments Overhead Cost Darree Fields Baseball Remove vines and repaint baseball "barn" pavilion Overhead Cost Site Assessments Overhead Cost Dublin Community Pool - North Lighting Repair broken up- light along fence near road Overhead Cost Site Assessments Overhead Cost Dublin Community Pool - North Landscaping Trim trees or relocate flagpole along south fence Overhead Cost Site Assessments Overhead Cost Dublin Community Pool - South Dumpster Add dumpster enclosure for extra dumpster $10,000.00 Site Assessments $10,000.00 Dublin Community Pool - South Landscaping Correct drainage and soil erosion along outside of parking Overhead Cost Site Assessments Overhead Cost Dublin Veterans Park Landscaping Confirm planting bed design with what has established. Overhead Cost Site Assessments Overhead Cost Earlington Park Bike path Repair buckled bike path around pond $7,500.00 Site Assessments $7,500.00 Earlington Park Furnishings Replace green picnic table at pond $2,000.00 Site Assessments $2,000.00 maintenance ProJects The following maintenance projects were identified as part of the site assessments and are predominantly able to be completed in house. Earlington Park Baseball Clear infields of weeds and repair edges; correct washout conditions on adjacent pavement Overhead Cost Site Assessments Overhead Cost Earlington Park Baseball Clean grafitti off baseball benches and shelter columns Overhead Cost Site Assessments Overhead Cost Earlington Park Landscaping Reset shelter segmental-unit retaining wall Overhead Cost Site Assessments Overhead Cost Earlington Park Shelter Repair shelter roof, column bases, and pavment joints $7,500.00 Site Assessments $7,500.00 Earlington Park Baseball Repaint baseball backstops/ fence Overhead Cost Site Assessments Overhead Cost Emerald Fields Central playground Repair central play shade-sail $2,000.00 Site Assessments $2,000.00 Emerald Fields Baseball Repaint baseball backstops/ fence Overhead Cost Site Assessments Overhead Cost Ferris-Wright Park and Earthworks Arrival plaza Repaire "bear- claw" paving inlay; consider more durable materials $6,000.00 Site Assessments $6,000.00 Indian Run Falls Park Trail Replace worn-out guardrail caps Overhead Cost Site Assessments Overhead Cost Indian Run Falls Park Trail Repair trail washout and correct drainage causing it Overhead Cost Site Assessments Overhead Cost Indian Run Falls Park Signage Add sign boards and maps to entry kiosks $1,000.00 Site Assessments $1,000.00 ML Red Trabue Nature Reserve Signage Replace damaged sign at boardwalk $500.00 Site Assessments $500.00 ML Red Trabue Nature Reserve Landscaping Reset pavers at the front garden area Overhead Cost Site Assessments Overhead Cost Riverside Crossing Park Bike Path Remove sand layer from Riverside Drive tunnel Overhead Cost Site Assessments Overhead Cost Riverside Crossing Park Bike Path Remove graffitti from Riverside Drive tunnel Overhead Cost Site Assessments Overhead Cost Riverside Crossing Park North patio Repair erosion at north patio Overhead Cost Site Assessments Overhead Cost Sam & Eulalia Frantz Park Benches Wood benches should be repaired or replaced $6,000.00 Site Assessments $6,000.00 Scioto Park Play area and central shelter Repair ruts at play area and erosion at lower center shelter Overhead Cost Site Assessments Overhead Cost MAINTENANCE PROJECTS (Priority to Address)5-Year Allocation LOCATION FACILITY / AMENITY / INFRASTRUCTURE PROJECT ESTIMATED TOTAL PROJECT COST RATIONALE maintenance ProJects (cont.) 103 104 Scioto Park Signage Replace sign at butterfly garden $500.00 Site Assessments $500.00 Scioto Park Wood stairs Repair erosion at wood stairs Overhead Cost Site Assessments Overhead Cost Scottish Corners Park Landscaping Replace dead or declining plants in landscape beds $3,000.00 Site Assessments $3,000.00 Scottish Corners Park Baseball Clear infields of weeds and repair edges; correct washout conditions on adjacent pavement Overhead Cost Site Assessments Overhead Cost Ted Kaltenbach Park Signage Replace priarie signs $500.00 Site Assessments $500.00 Ted Kaltenbach Park Shuffleboard Repaint shuffleboard courts Overhead Cost Site Assessments Overhead Cost Ted Kaltenbach Park Volleyball Repair volleyball edges at grass Overhead Cost Site Assessments Overhead Cost Thaddeus Kosciuszko Park Parking Repair detriorating accessible parking pavement $6,500.00 Site Assessments $6,500.00 Thaddeus Kosciuszko Park Bike Parking Relocate trash receptacle to make all bike parking available Overhead Cost Site Assessments Overhead Cost Thaddeus Kosciuszko Park Landscaping Repair ruts/ erosion in parking islands Overhead Cost Site Assessments Overhead Cost SUBTOTAL $107,500 $106,500 $1,000 $0 $0 $0 MAINTENANCE PROJECTS (Priority to Address)5-Year Allocation LOCATION FACILITY / AMENITY / INFRASTRUCTURE PROJECT ESTIMATED TOTAL PROJECT COST RATIONALE maintenance ProJects (cont.) RENOVATION PROJECTS (improving quality of what we have)5-Year Allocation LOCATION FACILITY / AMENITY / INFRASTRUCTURE PROJECT ESTIMATED TOTAL PROJECT COST RATIONALE Amberleigh Community Park Landscaping Reduce mowing in the hillside lawn areas with expanded meadow plantings or no-mow areas $25,500 Site Assessment $25,500 Amberleigh Community Park Bike Parking Relocate bike parking to landscape edge $2,000 Site Assessment $2,000 Amberleigh Community Park Pedestrian Path Formalize worn foot-path in parking turnaround island $3,000 Site Assessment $3,000 Amberleigh Community Park Pedestrian Path Widen walk from drive to upper side for pedestrian and maintenance truck access $14,000 Site Assessment $14,000 Avery Road Park Signage Add interior wayfinding signage and map $5,000 Site Assessment $5,000 Avery Road Park Landscaping Add shade trees near volleyball, and soccer perimeter $23,000 Site Assessment $23,000 Avery Road Park Baseball Extend bike path through baseball center $21,000 Site Assessment $21,000 Avery Road Park Baseball Paint or screen electrical boxes at baseball Overhead Site Assessment Overhead Avery Road Park Service Areas Add gates to dumpster enclosure in soccer area $12,000 Site Assessment $12,000 Avery Road Park Seating Upgrade concessions area patios with picnic tables, umbrellas, shade sails, and trees $50,000 Site Assessment $50,000 Avery Road Park Bike Parking Add bike parking in high-use areas $7,000 Site Assessment $7,000 Avery Road Park Baseball Add recycling receptacles $10,000 Site Assessment $10,000 Balgriffin Park Restroom Add restroom building $500,000 Site Assessment $500,000 Balgriffin Park Shelter Bury electrical conduit at shelter Overhead Cost Site Assessment Overhead Cost Balgriffin Park Basketball Add benches at basketball court $4,000 Site Assessment $4,000 renovation ProJects The following renovation projects were identified as part of the site assessments, workshop with staff and include a ombination of inhouse, purchases, and some contract work. 105 106 Balgriffin Park Bike Parking Replace bike parking with best- practice fixtures $3,500 Site Assessment $3,500 Ballantrae Park Landscaping Renovate ponds with natural edge buffer $16,800 Site Assessment $16,800 Ballantrae Park Landscaping Transition some lawn areas to prairie/ low mow areas $23,600 Site Assessment $23,600 Ballantrae Park General Add benches throughout the landscape $6,000 Site Assessment $6,000 Ballantrae Park General Add recycling receptacles $4,000 Site Assessment $4,000 Coffman Park Community Center Create outdoor classroom in community center south lawn $65,000 Site Assessment $65,000 Coffman Park Creek trails In west park area formalize creek access, improve nature trails,wayfinding, and add trail map $3,500 Site Assessment $3,500 Coffman Park Amphitheater Replace temporary amphitheater with permanent structure and infrastructure $1,500,000 Site Assessment Coffman Park Central lawn/ ice- rink plaza Upgrade central lawn area around ice-rink/ plaza and bike path for heavy-duty use and drainage in support of festival activities $390,000 Site Assessment $390,000 Coffman Park DCRC Refresh interior Major Project Site Assessment Darree Fields Dog Park Refresh/ redesign dogpark area: entry, people-gathering/ comfort, artificial turf, replace or refinish stained fencing $78,000 Site Assessment $78,000 Darree Fields Signage Add trail map, park map and interior wayfinding signage and field signs $7,500 Site Assessment $7,500 Darree Fields Landscaping Add shade trees between parking and soccer fields for spectator shade $18,000 Site Assessment $18,000 RENOVATION PROJECTS (improving quality of what we have)5-Year Allocation LOCATION FACILITY / AMENITY / INFRASTRUCTURE PROJECT ESTIMATED TOTAL PROJECT COST RATIONALE renovation ProJects (cont.) Darree Fields Bike Path Add perimeter loop trail with mile markers. Connect areas around park with interior paths $310,000 Site Assessment $310,000 Darree Fields Soccer Introduce field-turf and lighting see Major Project Site Assessment Darree Fields Landscaping Transition under- used lawn areas for transition to priaire/ low mow areas Overhead Cost Site Assessment Overhead Cost Darree Fields Soccer Expand parking. $110,000 Site Assessment $110,000 Dublin Community Pool - South Expansion Area south of parking is available for new uses TBD Site Assessment Earlington Park Bike Parking Replace bike parking with best- practice fixtures $7,000 Site Assessment $7,000 Earlington Park Pond Upgrade sitting area at pond with permanent patio $500 Site Assessment $500 Earlington Park Shelter Shelter life-cycle replacement $39,000 Site Assessment $39,000 Emerald Fields Bike parking Add bike racks at baseball and central play area $7,000 Site Assessment $7,000 Emerald Fields North Playground Replace asphalt path around north play ground $23,600 Site Assessment $23,600 Emerald Fields North Playground Upgrade north playground bike parking with best- practice fixtures $3,500 Site Assessment $3,500 Ferris-Wright Park and Earthworks Signage Add informational signage, history signage in each area $1,000 Site Assessment $1,000 Ferris-Wright Park and Earthworks Home site Add day-camp shelter $130,000 Site Assessment $130,000 Ferris-Wright Park and Earthworks Creek trails Improve creek access. Add nature trails along creek Overhead Cost Site Assessment Overhead Cost Indian Run Falls Park Shelter Add grills at shelters $1,000 Site Assessment $1,000 Indian Run Falls Park Trail Add steps and sloped access between trail and grounds of rememberance $7,000 Site Assessment $7,000 RENOVATION PROJECTS (improving quality of what we have)5-Year Allocation LOCATION FACILITY / AMENITY / INFRASTRUCTURE PROJECT ESTIMATED TOTAL PROJECT COST RATIONALE renovation ProJects (cont.) 107 108 Indian Run Falls Park Signage Add signage to tell the story of the priairie, permeable paving, goelogic structure of the gorge $500 Site Assessment $500 Indian Run Falls Park Signage Add trail map, emphasize connection to historic district $1,000 Site Assessment $1,000 Indian Run Falls Park Trail Improve trail connection to the middle school $500 Site Assessment $500 Indian Run Falls Park Signage Add permamanent signage at the cabin $1,000 Site Assessment $1,000 ML Red Trabue Nature Reserve Rental Venue Add rental venue pavilion with restrooms and parking. $1,500,000 Site Assessment $1,500,000 ML Red Trabue Nature Reserve Landscaping Add boundary edge along senior residential open space (fencing, bollards, meadow strip) $23,700 Site Assessment $23,700 ML Red Trabue Nature Reserve Bike Parking Add bike parking at boardwalk $1,000 Site Assessment $1,000 ML Red Trabue Nature Reserve Signage Add identity signage at pedestrian entrances $1,000 Site Assessment $1,000 ML Red Trabue Nature Reserve Frog-Pond Add bench at frog pond $2,000 Site Assessment $2,000 ML Red Trabue Nature Reserve Signage Tree arboretum signage: QR codes linking to tree database/ GIS map; improve interface $600 Site Assessment $600 ML Red Trabue Nature Reserve Park Design Improve park design to facilitate arboretum mission (design) $30,000 Site Assessment $30,000 Riverside Crossing Park Furnishings Introduce ash urns at high-traffic locations $4,000 Site Assessment $4,000 Sam & Eulalia Frantz Park Shelter Add shelter and walks to better connect to adjacent walks and uses $47,880 Site Assessment $47,880 Sam & Eulalia Frantz Park Parking Improve parking - add parking spaces, or improve street shoulder for parking $15,000 Site Assessment $15,000 RENOVATION PROJECTS (improving quality of what we have)5-Year Allocation LOCATION FACILITY / AMENITY / INFRASTRUCTURE PROJECT ESTIMATED TOTAL PROJECT COST RATIONALE renovation ProJects (cont.) Sam & Eulalia Frantz Park Recycling Add recycling receptacles $2,500 Site Assessment $2,500 Scioto Park Dumpster Add concrete pad and gates to dumpster enclosure $13,700 Site Assessment $13,700 Scioto Park Amphitheater Upgrade amphitheater stage/ structure, access, and seating; add stairs to upper levels $1,200,000 Site Assessment $1,200,000 Scioto Park Entry gate Replace entry gates with decorative gate $20,000 Site Assessment $20,000 Scottish Corners Park Bike Parking Replace bike parking with best- practice fixtures $7,000 Site Assessment $7,000 Scottish Corners Park Expansion Reporpose area in north east corner: wetland/ boardwalk, stream restoration, outdoor classroom, volleyball/ picnic area TBD Site Assessment Ted Kaltenbach Park Landscaping Delineate boundary from adjacent church property (fence, signage, bollard, planting) $32,000 Site Assessment $32,000 Ted Kaltenbach Park Bike Parking Replace bike parking with best- practice fixtures $7,000 Site Assessment $7,000 Ted Kaltenbach Park Bike Path Connect bike path on south side of rec center $4,000 Site Assessment $4,000 Ted Kaltenbach Park Landscaping Reset heaving pavers at restroom area Overhead Cost Site Assessment Overhead Cost Thaddeus Kosciuszko Park Landscaping Trim vegetation to open views from pavilion to pond Overhead Cost Site Assessment Overhead Cost Thaddeus Kosciuszko Park Landscaping Introduce mounding to buffer road noise $10,000 Site Assessment $10,000 Thaddeus Kosciuszko Park Signage Add trail map $500 Site Assessment $500 SUBTOTAL $6,356,880 $44,500 $936,000 $1,176,380 $1,500,000 $1,200,000 RENOVATION PROJECTS (improving quality of what we have)5-Year Allocation LOCATION FACILITY / AMENITY / INFRASTRUCTURE PROJECT ESTIMATED TOTAL PROJECT COST RATIONALE renovation ProJects (cont.) 109 110 POTENTIAL maJor ProJects (caPital imProvements) The potential major projects included below are recommendations based on factors such as stakeholder interviews, the assessment survey, City Council input, staff analysis and projected growth. The City will consider strategic ways to implement the proposed projects as economic development progresses and in coordination with potential funding partners, subject to capital improvement program review and coordination. Estimated costs are intended as a guide to provide an order of magnitude. The identification of these potential major projects does not represent a funding commitment. The potential major projects are subject to available funding and future capital improvement program review. POTENTIAL MAJOR PROJECTS (Developing New Opportunities) LOCATION FACILITY / AMENITY / INFRASTRUCTURE POTENTIAL PROJECT ESTIMATED TOTAL PROJECT COST RATIONALE DCRC Refresh Interior Comprehensive facility update $17,500,000 Coffman Park or Riverside Crossing Park Japanese Garden Design and construction of Japanese Garden $175,000 Survey, Professional Analysis Riverside Crossing Park - East Event Lawn Improvements Concept, design and construction - Enhance wifi availability, event lighting, electrical upgrades, etc. $1,000,000 Scioto River - Riverside Crossing Park - West Outdoor Adventure Feasibility study, concept, development - outdoor adventure site including kayak livery, high ropes and/or via ferrata $4,675,000 Survey, Public Engagement, Professional Analysis, Rapid 5 TBD Land Acquisition Land acquisition for further park development Market Coffman Park Entire Park Update site master plans to accommodate users, events, programming $150,000 Pickleball Courts Add at least six pickleball courts to the parks system $630,000 Survey, Public Engagement TBD Parks Update master plans of parks that are more than 25 years old $375,000 TBD Parks Site master plans for undeveloped properties $375,000 TBD Smart Park Site Amenities Incorporate smart park site amenities into existing gathering spaces $250,000 TOTAL $25,130,000+ Survey, Professional Analysis Professional Analysis Survey, Professional Analysis Professional Analysis Public Engagement, Professional Analysis Public Engagement, Professional Analysis Public Engagement, Professional Analysis TBD POTENTIAL maJor ProJects (caPital imProvements): value Per PoPulation with need POTENTIAL MAJOR PROJECTS (Developing New Opportunities) LOCATION FACILITY / AMENITY / INFRASTRUCTURE ESTIMATED TOTAL PROJECT COST POPULATION MARKET VALUE RATIONALE DCRC Refresh Interior Comprehensive facility update $17,500,000 27,321 $641 Survey, Professional Analysis Coffman Park or Riverside Crossing Park Japanese Garden Design and construction of Japanese Garden $175,000 50,501 $3 Riverside Crossing Park - East Concept, design and construction - Enhance wifi availability, event lighting, electrical upgrades, etc. $1,000,000 34,846 $29 Outdoor Adventure* Feasibility study, concept, development - outdoor adventure site including kayak livery, high ropes and/or via ferrata $4,675,000 16,766 $279 TBD Land Acquisition Land acquisition for further park development Market Coffman Park Entire Park Update site master plans to accomodate users, events, etc.$150,000 Pickleball Courts Add at least six pickelball courts to the parks system $630,000 TBD Parks Update master plans of parks that are more than 25 years old $375,000 The value per population with specifically identified aspirations is a useful metric for evaluating the cost-effectiveness of potential major projects.The value metric measures the cost-effectiveness of each project, and can be used to prioritize projects for funding. Some projects are noted with a value as TBD, due to the project scope yet to be determined by a more detailed, project-specific research and/or feasibility study. 111 Survey, Professional Analysis Event Lawn Improvements Professional Analysis Scioto River - RIverside Crossing Park - West Survey, Public Engagement, Professional Analysis, Rapid 5 Survey, Professional Analysis Professional Analysis Survey, Public Engagement Public Engagement, Professional Analysis TBD Pickleball Courts Add at least six pickelball courts to the parks system $630,000 TBD Parks Update master plans of parks that are more than 25 years old $375,000 Survey, Public Engagement Public Engagement, Professional Analysis TBD TOTAL $25,130,000 POTENTIAL PROJECT 112 POTENTIAL INITIATIVES (FUTURE FEASIBILITY STUDIES) There are a number of potential initiatives for future consideration which will require substantial financial resources in both initial capital investment and ongoing maintenance costs. Accordingly, it is recommended that feasibility studies are performed to provide in-depth analysis for considerations such as location, estimated cost, appropriate management model, ongoing maintenance costs and funding strategies. Given the scale and complexity of the potential initiatives, feasibility studies will help to ensure they align with the community's desires and aspirations while ensuring short-term and long-term financial viability. Feasibility studies can also lay the groundwork for potential funding strategies and private and/or non-profit investment. The identification of these potential initiatives does not represent a funding commitment. The potential initiatives are subject to available funding and future capital improvement program review. These potential initiatives include the following (estimated cost ranges are intended as a guide to provide an order of magnitude): *Add eight synthetic turf fields with lighting : $10 million - $12 million *Arboretum: $9 million - $12 million *Indoor Fieldhouse: $60 million - $70 million *Performing Arts Center: $60 million - $80 million *Regional Indoor Aquatic Center: $48 million - $52 million Implementation06 Implementation 06 6.1 VISION, MISSION, AND BIG IDEAS introduction The action and implementation plan has been the culmination of several months of research, public engagement, community-wide survey, system operations analysis, observations, and workshops with city staff to formulate an implementation plan that prioritizes strategies, identifies tactics in sequential order and ultimately provides a roadmap for Department staff to implement and achieve a high level of success. The consulting team focused on the expressed desire to maintain existing facility and amenity needs as a high priority when considering major projects. Other factors determining priority strategies include: •Community aspirations •Economic impact •Sustainablility •Cost to develop/implement •Cost to operate/maintain •Potential partnership opportunity vision The following vision presents how the Dublin Parks and Recreation Department desires to be viewed in the future: “Provide every resident of the City of Dublin an exceptional parks and recreation experience to elevate Dublin to a global city of choice.” 6.2 DRAFT STRATEGIC ACTION PLAN The following charts outline the recommended stategies, action steps, priority levels, implementation periods and desired outcomes of the plan. 115 CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 06: ImplementationPark Land Focus: Acquire and develop new parkland, and maximize the value of each park type currently in the system to reach the full recreation value associated with its design. 1.1 Increase the number of traditional and non-traditional sports fields and hard surface courts to meet demand within the City. a. 1-3 Years Additional sports fields and hard surface courts are added to meet the community and regional needs. b. Research the priority elements that could be included in an indoor facility that compliments the outdoor athletic fields (i.e., synthetic, natural turf, ancillary services, etc.) Use the Visit Dublin study as a baseline for what the region needs and what role the City wants to play in supporting the regional need. c.Update Darree Fields site plan or other sites to include the sports of lacrosse, rugby, field hockey and cricket. d. Work with the School District to determine existing capacity within the City schools to utilize sports fields and hardcourts. Strategy Action Steps Time Frame 116 Develop a cost benefit analysis of adding at least eight synthetic turf fields into the park system that includes a gap analysis, acres needed, growth of the City and ease of access for visitors in determining the best location. This should be done at the same time as a capacity study to identify how much capacity exists at existing athletic sports facilities now for city activities and determine how much is needed for regional/tournament needs. Desired Outcome Park Land Focus: 1.2 Determine highest and best use of undeveloped land including leasing park ground to an adventure entertainment provider within a site that can provide city residents with access to adventurous activities. a.Determine properties that could be potential sites for leases to support adventure services in addition to land along the banks of the Scioto River. 1-3 Years Kayak livery and ropes course are fully operational. b. Identify potential providers/ concessionaires to increase adventure recreation and ancillary amenities within Dublin and issue requests for proposals. c.Select the best location(s) along the Scioto River to develop a livery for kayak/canoe port and high ropes course with ancillary services (parking, equipment rental, restrooms, event space, etc.) to support the Rapid 5 Initiative. d. Identify the best ADA accessibility to incorporate into the site including parking, accessible raft launch, pathways, etc. e.Determine environmental impacts of site plan and any mitigation needed to move forward with development. f.Develop site design, identify funding, and proceed with construction documents of the selected property. Strategy Action Steps Time Frame 1.3 Update existing parks’ master plans to maximize the ability to host frequent larger events and activities. a.Update the master plan for Riverside Crossing Park east and west sides of the Scioto River. Parks Master Plans for Riverside Crossing Park and Coffman Park are updated and parks are developed accordingly. 117 In Progress Update the master plan for Coffman Park. b. 1-3 Years Desired Outcome CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 06: ImplementationPark Land Focus: 1.5 Determine viability of citizen- led effort to establish an arboretum/ botanical garden as a major City attraction. a.Engage the community to explore potential interests and partners. 7+ Years Arboretum/ Botanical garden established, financially sustainable and operational. b. Identify potential community members to lead the process collaboratively with designated City staff. c.Define the purpose of the committee, desired outcomes and when the committee will be retired. d. Staff to serve as a conduit of information and resources to support the committee. Strategy 1.6 Focus on strategic land acquisition in support of future park development. a.Identify parks and recreation needs that will require additional land to accommodate.Land acquisition(s) are completed to support parks and recreation needs. b. Develop inventory of potential land that will accommodate the needs identified in the plan. c.Conduct land appraisals and acquire land as funds are available. 118 7+ Years 1.4 Update older parks’ site master plans to maximize the value of each park type currently in the system to reach the full recreation value associated with its design. Parks Master Plans are updated and parks are developed accordingly. a. Update park site master plans if older than 25 years to enhance design and maximize its recreational value. b.Develop a new park site master plan for parkland not developed to address community areas not served by a community or neighborhood park. c. Identify underutilized assets within the system and incorporate new assets identified by the public when replacing. Conduct an asset analysis with a replacement schedule of those assets and budget accordingly. 4-7 Years d. Time FrameAction Steps Desired Outcome 2.2 Develop business plans for revenue producing facilities that also draw in visitors to the City for recreation purposes. a. Develop an updated cost recovery and business plan for the Dublin Community Recreation Center including new opportunities such as e-sports and others identified in the recreation program plan." 1-3 Years Business plans developed and action steps implemented. b.Develop an updated business plan for Dublin Community Pool North. c.Develop an updated business plan for Dublin Community Pool South. Recreation Facilities Focus: Enhance parks and recreation facilities through new or improved program services to maximize the community’s investment in its parks and recreation facilities and enhance their impact on the quality of life for Dublin residents. 119 Strategy Action Steps Priority Level Desired Outcome 2.1 Conduct feasibility studies of new recreation facilities (Outdoor adventure, fieldhouse, performing arts, aquatics, and arboretum) within the park system that meet local needs and draw in visitors to the City. a. Conduct a feasibility study of outdoor education and action adventurefacilities in support of Strategy 1.2. Feasibility studies are conducted and action plans are implemented for each. b. Work with community partners to conduct a feasibility study for an indoor sports facility to include programming for basketball, soccer, volleyball, tennis, and pickleball. c.Complete feasibility study for performing arts center and identify partnership for necessary funding. d. Work with community partners to conduct a feasibility study for an indoor pool facility to include a 50-meter pool, play water, moving water, and program water. 4-7 Years CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 06: ImplementationRecreation Facilities Focus: 2.3 Update the comprehensive master plan and refresh of the Dublin Community Recreation Center with new interior elements to improve visitor experiences and programming opportunities. a.Develop priority list of potential improvements identifying space, improvements, and approximate costs. In Progress DCRC improvements are completed and updated survey results indicate success. b. Identify impacts that new improvements will have on operations and programming; incorporate into the recreation center business plan and recreation program plan. c.Work with the finance department to confirm priority and allocate funding to make improvements. d. If phasing is needed, begin with the elements where residents benefit directly from the improvements. Strategy Action Steps Time Frame 120 Desired Outcome Strategy Action Steps Time Frame 3.1 Revise the existing recreation program plan including all core program areas and ancillary services in the recreation center and aquatics facilities to maximize use and reach residents who are not currently using the parks facilities and programs. a.Increase the number of core services adding Outdoor Adventure Programs, Adult Sports Programs, Arts and Cultural Arts Programs, Aquatics for All Programs, Life Enrichment Programs and Health and Wellness Programs based on community feedback. In Progress Recreation program plan is updated and fully implemented to more fully satisfy the needs of the community. b. Develop strategies for increasing arts and culture special events in the City to bring more economic support to downtown Dublin. This could include a Performing Arts Center. c.Incorporate the current program development process into the recreation program plan. d. Identify similar providers and potential partnerships within the recreation program plan. e.Identify underserved areas of the City and potential programming to activate these parks. f.Incorporate the Department’s coordination with CPI into the recreation plan. g. Train staff on the recreation program plan to achieve the outcomes of the plan. h. Incorporate innovation into programming such as intergenerational programming for Seniors/Teens & Adult/ Youth and research apps for recreational groups to connect. Program Services Focus: Activate parks and recreation facilities through program services to maximize the community’s investments made in these facilities and enhance their value and impact on the quality of life for living in Dublin. 121 Desired Outcome CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 06: ImplementationProgram Services Focus: 3.2 Use Program Plan and program priority investment rating (PIR) to inform updates to existing parks and facilities, making spaces as multi- functional in design, as possible. a. Conduct a facility use study to determine the current level of use and identify spaces with additional capacity for new programming. In Progress Parks and facilities are updated to maximize functionality for programming. b. Identify the spaces that are restricting current programming or potential new programming. c.Prioritize peak use times for the programming that has the biggest impact on the community in available spaces. d. Identify program space improvements from new programming that aligns with the community’s interests and needs. 3.3 Annually assess the Core Program Areas to identify opportunities and address declining programs and events. a.Update the Program Assessment from data collection spreadsheet used in the Master Plan process. In Progress Annual assessments completed to include implementation action steps to identify opportunities and address declining programs. b. Annually evaluate programs using the program evaluation cycle with lifecycle stages. c.Develop mini-business plans for each Core Program and include in the recreation program plan. d. Assess cost recovery and adjust goals accordingly. e.Review pricing strategies along with fees and charges to determine if increases are appropriate to manage increasing cost of operations. f.Continue to develop new high priority investment programs identified by residents from the community survey. Strategy Action Steps Time Frame 122 Desired Outcome Strategy Action Steps Time Frame 4.1 Continue to research and implement the development of smart parks and facilities by integrating advancing technology. a. Conduct and identify the results from an integrated technology plan on the visitor experience in Dublin parks such as visitor convenience to accessing Wi-Fi, energy efficiency of lights, enhanced experience at festivals and sporting events, etc. Park equipment is updated as technology becomes available and cost-effective. b. Provide public WIFI at key gathering locations within the park system. c.Incorporate solar charging stations and benches within the park system. d. Incorporate innovations in security technology and facility systems integration for infrastructure analytics in real-time. e. Continue to implement autonomous mowers and other park maintenance technology that become commercially available. f.Research development of live stream of sports tournaments to include needed infrastructure, investment costs, and concessionaire agreement for additional revenue. g. Identify infrastructure needs to increase electric vehicles and equipment within parks and facilities maintenance. h. Develop transition plan from research to identify outcomes and incremental investments - initially small investments and develop further based on successes. i.Collaborate with the Sustainability Plan on findings to determine if there are larger opportunities. Park and Recreation Operations Focus: Provide industry-leading and innovative services for parks and recreation operations to deliver an exciting high-quality experience for Dublin residents. 123 7+ Years Desired Outcome CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 06: ImplementationPark and Recreation Operations Focus: 4.2 Conduct an assessment to determine the cost of service to operate and maintain the parks and recreation system. a.Using defined maintenance standards, build each task to include location, time, equipment, travel time, and staff salary to identify cost of service. Assessment of existing costs completed and continued assessment of new parks and amenities to ensure adequate staffing and funding is available. b. Use data collected in work order and preventative maintenance software to assist in developing cost of service. c.Utilize cost of service to identify staffing and equipment needed for new assets being added to the system. d. Develop a functional five-year staffing plan with appropriate operational hours for full-time, part-time, and seasonal staff based on parks, facilities and program standards that maximizes efficiency and effectiveness. e. Communicate ongoing cost impacts of potential new system assets as part of asset requests. 4.3 Maintain an acceptable life cycle replacement program for all parks and recreation assets that demonstrates a commitment to continuing Dublin’s high quality of life. a.Update lifecycle replacement schedule when new assets are added to the system. 1-3 Years Life cycle replacement is completed and budget is adjusted accordingly. b. Update condition of assets in lifecycle schedule annually to anticipate early replacements and increased maintenance costs. c.Prepare for when multiple assets reach their lifecycle simultaneously by developing funding strategies. d. Include 5% to each year’s operational budget (based on total asset value, less land value) as a depreciation cost allocation for asset lifecycle replacement. Strategy Action Steps Time Frame 124 1-3 Years Desired Outcome Park and Recreation Operations Focus: Strategy Action Steps Time Frame a.Establish priority segments to target in terms of new program/service development and communication tactics. In Progress Marketing strategy is developed, implemented and ROI is measured for success. b. Continue to focus efforts on digital marketing to engage residents where they are (identified in the survey results). c.Leverage relationships with partners to enhance marketing efforts through cross-promotion that include defined measurable outcomes. d. Develop an annual content calendar for parks and recreation events, campaigns, contests, projects and tell the Department’s story. e.Educate volunteers with information about the parks and recreation system, including the value contribution they provide. 4.4 Create a Parks and Recreation Services marketing plan including the components and strategies identified in this report. 125 Desired Outcome CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 06: ImplementationFinancing Focus: Expand the funding options available to the Parks and Recreation Department to fund the community’s desire for a world class parks and recreation system that meets or exceeds the community’s vision for Dublin. 5.1 Identify new dedicated funding options for development or enhancement of parks, recreation facilities and program services. a.Implement one or more new external funding sources; corporate sponsorship, crowdfunding, conservancies, foundations/gifts, friends’ groups, and trusts (land/ living will) to be used for the development of a arboretum, sports fields and field house. 4-7 Years Funding sources are identified and leveraged to fund captal projects. b. Explore establishing the Dublin Parks Foundation to support the Department in capital projects. c.Implement one or more capital funding sources; public private partnership (P3), capital fees, and revenue backed bond for larger, more expensive projects. d. Enhance user fees; review and increase of fees and charge admissions, reservations and consider equipment rental to increase operational revenues. e.Explore expansion of one or more taxes; hotel/motel tax, special improvement districts/benefit districts like TIF, public improvement districts and municipal option tax. Strategy Action Steps Time Frame 126 Desired Outcome Financing Focus: Strategy Action Steps Time Frame 5.2 Develop diversified funding strategies and allocate funding for the development and operations of new facilities to keep the investments sustainable over the full life cycle and beyond. a.Implement the following funding strategy for river/downtown event development to include: 4-7 Years Funding sources are identified and leveraged to fund captal projects. Capital: Expanded or new TIF Operations: Business improvement district, naming rights, corporate sponsorship, concessionaire, transient tax b. Implement the following funding strategy for additional sports fields: Capital: Hotel/MotelTax, land leases for restaurants/hotels/sports retail – user group buy in (if city provided) based on use percentage of the whole and peak times Operations: Fees and charges, reservations, admissions, live streaming, service fees c.Implement the following funding strategy for an arboretum: Capital: Conservancy Operations: fees & charges, reservations, admissions, ancillary service fees (gift shop) d. Implement the following funding strategy for an aquatic facility with all four types of water Capital: Public/private partnership (P3), sales tax as part of NCA, interlocal agreement with school district/use groups/city commensurate with use percentage and peak times Operations: Fees & charges, reservations, admissions, ancillary service fees concessions and interlocal agreements e.Implement the following funding strategy for a performing arts center Capital: Land lease for restaurants/ hotels/entertainment, Public private partnership (P3), sales tax as part of NCA, or fully private model Operations: Fees and charges, admissions, food & beverage, reservations, interlocal agreement 127 Desired Outcome CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter 06: ImplementationFinancing Focus: 5.3 Establish and implement financial direction across divisions and services to achieve identified outcomes. a.Set up financial framework in the department for business development. 1-3 Years Increased cost recovery and reveues from economic impacts. b. Develop individual business plans with staff for revenue producing facilities and new service lines to maximize the value, efficiency and use. c. Track the economic impact to the community and financial impacts to the Department of the programs, events, and facilities with supervising staff. d. Set up system key performance indicators to survey visitors to the community and track direct spending. f.Communicate with City leadership the economic impact and revenue generation of the Department annually. 5.4 Update the Department’s pricing policy and partnership policy for revenue producing facilities across all groups using parks, recreation facilities and program services across the system. a.Develop effective partnerships with the community that provide the level of equity that matches access and use of parks and facilities. In Progress Increased revenues and cost recovery percentage goals are achieved. b. Incorporate an earned income philosophy to maximize cost recovery. c.Continue to define cost recovery goals for core program areas to help increase revenues and contain costs. d. Define use priorities for facilities including City operational and event needs. Strategy Action Steps Time Frame Desired Outcome 128 6.3 LAND ACQUISITION PLANNING AND CRITERIA Acquisition of new parkland will be necessary to continue to meet the City’s park goals and provide land for development of new amenities, and to locally serve the various neighborhoods throughout the City. Property may be acquired through a variety of tools: outright purchase, land swap, donation or estate transfers, and dedication through development. When properties are being evaluated for acquisition, it is recommended that those sites be reviewed against criteria to help gauge the suitability of the land to accommodate the needed facilities, to further the objective of the parks department, and to provide a comparison among multiple sites. These evaluation criteria can be assigned “scores” that can then be used to rank multiple sites on features, or as a combined score, to arrive at the site that provides the best opportunity and value. These criteria are a sample and can be modified o provide amenity-specific e aluation criteria. •Site Size: Parcel and potential building area acres •Site Control: City owned or control via a partner; developer partner opportunity; or no control requiring acquisition •Site Acquisition Cost: Low, medium, or high with notes describing acquisition avenues •Site/Building Development Cost: Low, medium, or high with notes describing development considerations •Location is Suitable to Serve the Target Audience: Indicate where the site is located and how ‘central’ the site is to its intended audience (age group, culture, program base, etc.) •Infrastructure/Stormwater Considerations: Describe the availability of existing infrastructure, cost to upgrade, and storm water impacts •Historical and Cultural Amenities: Does the site include existing cultural or historical elements, such as buildings, walls, archaeological sites, cemeteries, or notable locations of historical events or people •Natural Resource Preservation: Note if there are any environmental concerns or benefit . Does the site includes ability to preserve existing woodlands, wetlands, prairies, floodplain, or unique opographic or geologic features •Accessibility - Vehicular: Describe how accessible the site is by vehicle, good access, signalized intersections, etc. •Accessibility - Walk, Transit, Bike: Describe how accessible the site is by walking and biking. Are there: good access, signalized intersections, etc. •Parking Considerations: Is there space for appropriate off-st eet parking, on-street parking, or opportunity for shared parking •Zoning/Neighborhood Compatibility: Description of the zoning of the property and how it fits in the ontext of the neighborhood •Ability to Expand and Grow: Indicate if the site can provide the opportunity to expand and grow the facility over time for indoor and outdoor activities, or through additional land acquisition •Location Supports Multi-generational Use: Location is conducive to being accessible for the following groups: seniors, adults, teens, pre-teens, families with young children; location may only serve fewer groups; location may only suitably serve one group •Partnership Opportunities: Does the site particularly lend itself to being developed under a partnership, or being available for provider/ operator/ wellness partnerships? •Location has Ability for Creative Funding: Location can be part of a TIF, partnership, or other creative funding mechanism; no creative funding mechanism available related to site location •Achieve Other Community Goals/Economic Goals: Does the project achieve other community goals and economic benefits •Community Plan and Special Area Plans: Is the site consistent with the overarching development plans for the community? 129 AppendicesAPX 132 Additional Information APX City PoPulaCe Population The City’s population has had steady growth between 2020 to 2022, with an average annual growth rate of 1.19%. This is above the national annual growth rate of 0.64% (from 2020-2022). Like the population, the total number of households also experienced a small increase of 1.58% over the past 2 years. (National average = 0.24% annual growth). Currently, the population is estimated at 50,501 individuals living within 17,987 households. Projecting ahead, the total population growth is expected to continue increasing at a steady rate. By 2037, the City’s population is projected to be at 58,829 residents living within 20,845 households. Chapter Two Additional Information 133CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: AppendixAge Segmentation Evaluating the City’s age segmentation, the population exhibits a steady aging trend, with approximately 44% of all residents younger than 35 years old. The City’s current median age is estimated at 40.6 years old which is slightly older than U.S. median age (38.9 years old). Assessing the population as a whole, the City is projected to start a gradual aging trend. Within the next 15 years the 55+ population is expected to be around 33% percent of the City’s total population. This is expected to be a result of increased life expectancies and the majority of middle- aged adult residents “aging in place” while their children move elsewhere. Due to the continued growth of the older age segments, it is useful to further segment the “Senior” population beyond the traditional 55+ designation. Within the field of pa ks and recreation, there are two commonly used ways to partition this age segment. One is to simply segment by age: 55-64 (14%), 65-74 (8%), and 75+ (5%). However, as these age segments are engaged in programming, the variability of health and wellness can be a more relevant factor. For example, a 55-year- old who is struggling with rheumatoid arthritis may be limited to leisure recreation while a healthy 65-year-old may still be running 5K’s on an annual basis. Therefore, it may be more useful to divide this age segment into “Active,” “Low-Impact,” and/or “Social” Seniors. 21%18%17%16%15% 9%8%7%7%6% 15%18%20%21%22% 36%29%27%25%24% 12%14%13%14%14% 4%8%9%11%12% 3%5%6%7%7% 2010 Census 2022 Estimate 2027 Projection 2032 Projection 2037 Projection POPULATION BY AGE SEGMENTS 0-12 13-17 18-34 35-54 55-64 65-74 75+ Race and Ethnicity Definitions The minimum categories for data on race and ethnicity for Federal statistics, program administrative reporting, and civil rights compliance reporting are defined as below. The Census 2020 data on race are not directly comparable with data from the 2000 Census and earlier censuses; therefore, caution must be used when interpreting changes in the racial composition of the US population over time. The latest (Census 2020) definitions and nomenclature are used within this analysis. •American Indian – This includes a person having origins in any of the original peoples of North and South America (including Central America), and who maintains tribal affiliation or community attachment •Asian – This includes a person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam •Black – This includes a person having origins in any of the black racial groups of Africa •Native Hawaiian or Other Pacific Islander –This includes a person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Island •White – This includes a person having origins in any of the original peoples of Europe, the Middle East, or North Africa •Hispanic or Latino – This is an ethnic distinction, a subset of a race as defined by the Federal Government; this includes a person of Mexican, Puerto Rican, Cuban, South or Central American, or other Spanish culture or origin, regardless of race Please Note: The Census Bureau defines Race as a person’s self- identification with one or more of the following social groups: White, Black or African American, Asian, American Indian and Alaska Native, Native Hawaiian and Other Pacific Islander, some other race, or a combination of these. While Ethnicity is defined as whether a person is of Hispanic / Latino origin or not. For this reason, the Hispanic / Latino ethnicity is viewed separate from race throughout this demographic analysis. 134 Race Analyzing race, the City’s current population is predominantly White Alone. The 2022 estimate shows that 71% of the population falls into the White Alone category, with Asian (20%) representing the largest minority. The 2022 estimate also portrays a below average representation for other race groups, with Pacific Islander and American Indian making up the smallest segments both of which are less than one percent of the population. Predictions for 2037 expect the population to become slightly more diverse, with a decrease in the White Alone population, accompanied by minor increases to all other race categories. Ethnicity The City’s population was also assessed based on Hispanic/Latino ethnicity, which by the Census Bureau definition is viewed independently from race. It is important to note that individuals who are Hispanic/Latino in ethnicity can also identify with any racial categories identified above. Based on the current 2022 estimate, people of Hispanic/ Latino origin represent approximately 3% of the City’s population, which is substantially below the national average (19% Hispanic/Latino). However, the Hispanic/ Latino population has been increasing since the 2020 census and is expected to continue growing minimally as part of the City’s total population by 2037. 3%3%3%4%4% 97%97%97%96%96% 2020 Census 2022 Estimate 2027 Projection 2032 Projection 2037 Projection HISPANIC POPULATION Hispanic / Latino Origin (any race)All Others 81%71%71%69%66%64% 2% 2%2%2%2%2% 15% 20%20%21%23%24% 2%5%6%6%8%9% 2010 Census 2020 Census 2022 Estimate 2027 Projection 2032 Projection 2037 Projection RACE Two or More Races Some Other Race Native Hawaiian & Other Pacific Islander Alone Asian Alone American Indian & Alaska Native Alone Black or African American Alone White Alone 3%3%3%4%4% 97%97%97%96%96% 2020 Census 2022 Estimate 2027 Projection 2032 Projection 2037 Projection HISPANIC POPULATION Hispanic / Latino Origin (any race)All Others 81%71%71%69%66%64% 2% 2%2%2%2%2% 15% 20%20%21%23%24% 2%5%6%6%8%9% 2010 Census 2020 Census 2022 Estimate 2027 Projection 2032 Projection 2037 Projection RACE Two or More Races Some Other Race Native Hawaiian & Other Pacific Islander Alone Asian Alone American Indian & Alaska Native Alone Black or African American Alone White Alone Household Income As seen below, the City’s per capita income ($69,940) and median household income ($148,560) are both much higher than the state and national averages. The per capita income is that earned by an individual while the median household income is based on the total income of everyone over the age of 16 living under the same roof. These above average income characteristics should be taken into consideration when Dublin Parks and Recreation Department is pricing out programs and calculating cost recovery goals. However, the Department should also consider the negative economic impact that Covid-19 has had on Dublin’s residents as this could be a significant factor in the amount of disposable income within the City. $69,940 $36,681 $40,363 $148,560 $62,419 $72,414 Dublin Ohio U.S.A. COMPARATIVE INCOME Per Capita Income Median Household Income 135CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: AppendixPubliC Forum - ahaSlideS reSultS Chapter Three Additional Information 136 137CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: Appendix 138 faCilitieS Pir CroSStabS In order to ensure the City of Dublin Parks & Recreation Department continues to meet the needs and expectations of their service area, ETC Institute recommends that they sustain and/or improve the performance in areas that are identified as “high priorities” by the Priority Investment Rating (PIR). To help the Department understand the nuances in the community needs, especially for capital improvement costs, a more detailed perspective is provided by crosstabs for facilities. The crosstabs are defined as •Households with children under 10 years •Households with children 10-19 years of age •Facilities: PIR – Households with no children 20-54 years •Households with no children 55 years or older The recreation facilities priority investment ratings by crosstabs are listed in the following sections. Facilities: PIR –Households with children under 10 years Facility Priority Investment Rating Aquatic/pool facilities 142.3 Playground equipment (indoors) 124.0 Playground equipment (outdoors) 101.0 Environmental education/nature center 84.9 Splash pads/spray parks 71.0 Botanical/formal gardens 66.5 Soccer fields 63.5 Fitness/exercise facilities (indoors) 59.2 Tennis courts 58.4 Canoe/kayak launch 47.5 Exercise equipment (outdoors) 46.4 Garden plots/community gardens 38.8 Fishing areas 33.0 Off-leash dog park 30.8 Baseball/softball diamonds 27.7 Golf course (Golf Club of Dublin) 27.4 Walking/running track (indoors) 26.1 Disc golf course 23.1 Pickleball courts (outdoors) 21.3 Lacrosse fields 20.8 Basketball courts 19.4 Picnic shelters (rentable) 18.4 Volleyball courts 17.2 Pickleball courts (indoors) 16.7 E-Sports room 10.9 Cricket field 9.6 Dedicated amenities for those with disabilities 8.4 Field hockey fields 2.2 Facilities: PIR – Households with Children Under 10 Years 139CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: AppendixFacilities: PIR – Households with Children 10-19 Years of AgeFacilities: PIR – Households with children 10-19 years of age Facility Priority Investment Rating Aquatic/pool facilities 200.0 Canoe/kayak launch 131.8 Pickleball courts (outdoors) 106.0 Tennis courts 90.8 Volleyball courts 87.8 Pickleball courts (indoors) 86.1 Fitness/exercise facilities (indoors) 83.4 Environmental education/nature center 78.3 Botanical/formal gardens 75.5 Walking/running track (indoors) 69.3 Off-leash dog park 65.7 Disc golf course 64.1 Baseball/softball diamonds 62.3 Basketball courts 60.6 E-Sports room 52.0 Exercise equipment (outdoors) 47.3 Garden plots/community gardens 47.1 Fishing areas 46.7 Soccer fields 45.6 Picnic shelters (rentable) 43.3 Golf course (Golf Club of Dublin) 38.2 Playground equipment (outdoors) 35.1 Dedicated amenities for those with disabilities 28.2 Splash pads/spray parks 27.6 Lacrosse fields 24.9 Playground equipment (indoors) 18.8 Field hockey fields 10.6 Cricket field 3.5 140 Facility Priority Investment Rating Aquatic/pool facilities 142.3 Playground equipment (indoors) 124.0 Playground equipment (outdoors) 101.0 Environmental education/nature center 84.9 Splash pads/spray parks 71.0 Botanical/formal gardens 66.5 Soccer fields 63.5 Fitness/exercise facilities (indoors) 59.2 Tennis courts 58.4 Canoe/kayak launch 47.5 Exercise equipment (outdoors) 46.4 Garden plots/community gardens 38.8 Fishing areas 33.0 Off-leash dog park 30.8 Baseball/softball diamonds 27.7 Golf course (Golf Club of Dublin) 27.4 Walking/running track (indoors) 26.1 Disc golf course 23.1 Pickleball courts (outdoors) 21.3 Lacrosse fields 20.8 Basketball courts 19.4 Picnic shelters (rentable) 18.4 Volleyball courts 17.2 Pickleball courts (indoors) 16.7 E-Sports room 10.9 Cricket field 9.6 Dedicated amenities for those with disabilities 8.4 Field hockey fields 2.2 Facilities: PIR – Households with No Children 20-54 Years 141CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: AppendixFacilities: PIR – Households with No Children 55 Years or OlderFacilities: PIR –Households with no children 55 years or older Facility Priority Investment Rating Fitness/exercise facilities (indoors) 140.2 Pickleball courts (indoors) 132.6 Aquatic/pool facilities 123.6 Botanical/formal gardens 115.8 Pickleball courts (outdoors) 112.2 Canoe/kayak launch 103.0 Walking/running track (indoors) 87.0 Environmental education/nature center 80.8 Golf course (Golf Club of Dublin) 78.1 Exercise equipment (outdoors) 69.4 Garden plots/community gardens 62.3 Off-leash dog park 59.8 Playground equipment (outdoors) 57.7 Fishing areas 55.2 Picnic shelters (rentable) 54.5 Splash pads/spray parks 42.4 Playground equipment (indoors) 37.3 Dedicated amenities for those with disabilities 35.5 Tennis courts 32.5 Disc golf course 22.3 Basketball courts 15.8 Field hockey fields 9.6 Baseball/softball diamonds 8.2 Volleyball courts 7.8 Soccer fields 6.4 Cricket field 1.5 E-Sports room 0.0 Lacrosse fields 0.0 142 reCreation faCilitieS Pir - CroSStab For context, The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on Parks and Recreation investments. The PIR was developed from responses to the 2022 City of Dublin Community Interest and Opinion Survey. The Priority Investment Rating (PIR) equally weighs: •the importance that households place on each facility •how many households have unmet needs for the facility The list below represents all the facilities/amenities from all four crosstabs Identified as High Priority Investments. Some of these are high priorities in the community (combined) PIR from the Dublin Needs Assessment Report and some of them are medium priorities in the same PIR. This is where a deeper dive revealed unique opportunities within the recommendations and major projects identified in the CIP. High priority investments from all four PIR: •Aquatic/Pool Facilities •Botanical/Formal Gardens •Canoe/Kayak Launch •Environmental Education/Nature Center •Exercise Equipment (outdoors) •Fitness/Exercise Facilities (indoors) •Pickleball Courts (outdoors) •Pickleball Courts (indoors) •Playground equipment (indoors) •Playground Equipment Outdoors INFLUENCING POTENTIAL MAJOR PROJECTS The initial survey results include the Priority Investment Rating (PIR) for Recreation Facilities, which included amenities as well. The consulting team requested crosstabs of a cross section of the population, to better understand the nuances within the Recreation Facilities PIR. The team looked at a cross section made up of households with children under 10 years old, households with children 10-19 years of age, households without children ages 20-54, and households without children ages 55+. The following section speaks to each of the Recreation Facilities identified as a high priority within this cross section of the population. These high priority investments influenced the development of potential major projects within the CIP. AQUATIC/POOL FACILITIES This recreation facility was in each PIR of the cross section. Identified as the single most important investment from the PIR, community input, leadership, the assessments, and staff workshops informed the indoor aquatic facility recommendation which included a feasibility study to determine if the City should move forward and how best to do so. While this is number one in the PIR, through the priority matrix, the aquatics/pool facilities did not rise to the top. The reasoning for this is through community input, staff, and leadership discussion, there needed to be a focus on taking care of what already exists within the system. This will allow the City time to vet this opportunity through a feasibility study where partners, construction costs, operational costs, and potential spaces/types of water will help the City understand the total cost of ownership. It is anticipated the City will seek partnerships in construction and operations to move forward with this recreation facility. BOTANICAL/FORMAL GARDENS This recreation facility was identified within the households without children ages 20-54 and households without children ages 55+. Botanical/formal gardens was the highest priority in the PIR for households without children ages 20-54. This high priority among households without children along with the excellence in parks and recreation services provided by the City already make this type of facility possible. The high PIR overall warranted inclusion with the potential major projects to determine to what level of botanical/formal gardens will be developed. The City should look for opportunities to incorporate one of the iconic structures or public art into the views along with the river and the Dublin Link. It is anticipated the City will seek partnerships in construction and operations to move forward with this recreation facility. CANOE/KAYAK LAUNCH This recreation facility was identified in th ee of the four PIR; households with children 10-19 years of age, households without children ages 20-54, and households without children ages 55+. This PIR along with environmental education/ nature center, creates an opportunity with the Scioto River to create a kayak livery, river education, and outdoor adventure challenges. This combination would bring an additional energy to the area and creates physical, mental, and social experiences for residents and visitors. The combination of experiences, PIR, potential partnerships, regional draw and community input have increased the priority of this potential major project. 143CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: AppendixENVIRONMENTAL EDUCATION/NATURE CENTER - A high priority in the combined PIR, due to the level of importance to households. This recreational facility is in the top two of three PIR; households with children under 10 years old, households without children ages 20-54, and households without children ages 55+. The experience of environmental education makes an outdoor nature center, a unique opportunity for the City. Especially, with the connection of other priorities identified by the residents that have the same target market and higher priority. EXERCISE EQUIPMENT (OUTDOORS) This recreation facility was barely a high priority (101.3) in households with no children ages 20-54. While not identified as a potential major project, it is anticipated that City will use the PIR as guidelines when master plans are updated for existing parks to select the facilities/ amenities to include into concepts. The master plan updates are great opportunities for the City to incorporate more of the medium priority investments in various parks across the jurisdiction. FITNESS/EXERCISE FACILITIES (INDOORS) This recreation facility was top of the PIR for households without children 55+ and second high priority for households without children ages 20-54. This recommendation is not a stand-alone recommendation due to the need for the Department to determine facility use and if any opportunities exist within the DCRC to repurpose underutilized spaces. It is seen as a potential opportunity to incorporate as an ancillary service to one of two potential structures that would help to maximize the use of the facility; an indoor sports facility or indoor aquatic center. Indoor sports facilities have evolved over the last 20 years; from a shell of a building with hardcourts (basketball/ volleyball/tennis) to elaborate event venues including a variety of spaces including hardcourts, synthetic turf, fitness rooms, indoor playgrounds, walking tracks and even restaurants. Incorporation of this recreation facility as an ancillary service will be determined during the feasibility studies. PICKLEBALL COURTS (OUTDOORS) This facility was in three of the four PIR; households with children 10-19 years of age, households without children ages 20-54, and households without children ages 55+. However, in the community (combined) PIR, it was overall the highest medium priority. Currently there is a slight need for an additional pickleball court (outdoors) identified within the Parks and Recreation Level of Service, as currently the City has eight. Pickleball is undoubtedly the fastest growing sport in the United States and more courts will be needed. The need to update the master plans for several parks was seen as the opportunity to determine inclusion in conceptual designs. PICKLEBALL COURTS (INDOORS) This facility was a medium priority in the community PIR and the second high priority to households without children ages 55+. The feasibility study for an indoor sports facility was seen as the opportunity to determine the level of inclusion into the conceptual designs. PLAYGROUND EQUIPMENT (INDOORS) This facility was a high priority (103.0) in the community PIR and the second high priority to households with children under 10 years. An indoor playground makes a great ancillary service to visitors of an indoor sports facility, such as the siblings of athletes participating at the facility. The feasibility study for an indoor sports facility was seen as the opportunity to determine the level of inclusion into the conceptual designs. PLAYGROUND EQUIPMENT (OUTDOORS) This recreation facility was the third high priority in the households with children under the age of 10. Dublin has no shortage of outdoor playgrounds with the City having 44, the schools having nine and Metro having one. While there are plenty within the community, updating park master plans provides an opportunity to enhance existing playgrounds and when appropriate, replace aging structures with new and exciting universal playgrounds. 144 Core PrograM areaS To help achieve the Department’s mission, it is important to identify Core Program Areas based on current and future needs to create a sense of focus around specific program areas of greatest importance to the community. Public recreation is challenged by the premise of being all things to all people. The philosophy of the Core Program Area is to assist staff, policy makers, and the public to focus on what is most important to the community. Program areas are considered as Core if they meet a majority of the following criteria: •The program area has been provided for a long period of time (over 4-5 years) and/or is expected by the community. •The program area consumes a relatively large portion (5% or more) of the agency’s overall budget. •The program area is offered 3-4 seasons per year. •The program area has wide demographic appeal. •There is a tiered level of skill development available within the program area’s offerings. •There is full-time staff responsible for the program area. •There are facilities designed specifically to support the program area. •The agency controls a significant percentage (20% or more) of the local market. Core Program areaS Through discussions with the Department staff, (8) Core Program Areas were identified th t are currently being offered. Chapter Four Additional Information 145CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: AppendixCore Program area deSCriPtionS, goalS, and examPle ProgramS Adaptive Description Offer opportunities to interact with peers within the community. Life skills for independence, creative outlets, parent education and living a healthy lifestyle. Goals To serve the residents of Dublin with disabilities by offering creative adaptive programming that enhance their overall social, educational, and healthy wellbeing in an inclusive environment. Example Programs Dine About Town, Fantastic Friday, In the Kitchen, Musical Adult and Senior Description Active, engaging, and ageless recreation & leisure opportunities to promote health & wellness of mind, body & soul for individuals 18 years to 108+ years. Goals Serve our adult and older adult community by meeting the community needs and wants for adult programs and shared experiences. Example Programs Art, Dance, Golf, Language, Pickleball Aquatics Description Leisure play, water safety, swim lessons, water fitness, swim teams and educational courses to teach life skills and encourage safe swimming. Goals Serve the community by providing aquatic facilities that exceed industry standards in safety and premier programming for our residents. Example Programs CPR, Lifeguard Classes, Pooch Pond, Swim Lessons, Water Fitness Fitness Description Fitness programs, group classes, and a variety of cardiovascular and strength training equipment are provided in a safe environment to promote opportunities for social interaction and improved health and well-being. Goals To serve the health and fitness needs of the City of Dublin community by offering dynamic fitness programs, and providing progressive, safe, and state-of-the art facilities and equipment. Example Programs 3-Zone, Fitness Testing, Group Fitness, Personal Training, Zumba Preschool Description Early childhood programs designed for ages 6 months to 6 years, to encourage early learning and socialization. Goals To serve the City of Dublin Community residents by offering a variety of recreational experiences that promote preschool-aged development and develop lifelong members and participants. Example Programs Amazing Tots, Little Ballers, Ooey Gooey Creations, Pumpkin Creations, Safety City 146 Teen Description Teen programs designed for ages 11-17, to promote and develop independence, self-esteem, an active lifestyle, and peer relationships. Goals Teen programming will serve the City of Dublin by providing a diverse array of year-round programming and engaging summer camps. Example Programs Beyond Drivers Education, Elite Sports Performance Training Theater Description Theater programming designed for all ages to encourage and promote diversity, equity, inclusion, communication, motivation, community involvement, and overall life and social skills. Goals To fulfill the community need for theater, providing thought-provoking, inclusive artistic enrichment and expression to all ages. Example Programs Audition Classes, Bound for Broadway, Productions Youth Description Youth programs designed for ages 6 to 12 years, encourage, and promote competency-building, social, and life skills, academic improvement, motivation, and overall community involvement. Goals To serve the City of Dublin residents by offering cutting edge programming, premier camps, and create and innovative path for leadership development within the community. Example Programs Arts, Camps, Martial Arts, Tennis 147CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: AppendixProgram Strategy analySiS Age Segment Analysis The table below depicts each Core Program Area and the most prominent age segments they serve. Recognizing that many Core Program Areas serve multiple age segments, Primary (noted with a ‘P’) and Secondary (noted with an ‘S’) markets are identified. For this report, an Age Segment Analysis was completed by Core Program Area, exhibiting an over-arching view of the age segments served by different program areas, and displaying any gaps in segments served. It is also useful to perform an Age Segment Analysis by individual programs, in order to gain a more nuanced view of the data. Having Core Program Areas based on age (Preschool, Youth, Teen, Adult & Senior) helps the Department stay aligned with City age demographics. The activity-based Core Program Areas (Adaptive, Aquatics, Fitness, and Theater) all serve multiple age segments as well, ensuring all age groups have both primary, and secondary programming geared towards them. Moving forward, it is recommended that the Department still continues introducing new programs in order to address any potential unmet needs in the future. Particularly, dedicated senior programs, as the City’s population is projected to continue aging over the next decade (see chart to the right). Staff should continue to monitor demographic shifts and program offerings to ensure that the needs of each age group are being met. It would be best practice to establish a plan including what age segment to target, establish messaging, identify which marketing method(s) to utilize, create a social media campaign, and determine what to measure for success before allocating resources towards a particular effort. 148 Program Lifecycle A Program Lifecycle Analysis involves reviewing each program offered by the Department to determine the stage of growth or decline for each. This provides a way of informing strategic decisions about the overall mix of programs managed by the agency to ensure that an appropriate number of programs are “fresh” and that relatively few programs, if any, need to be discontinued. This analysis is not based on strict quantitative data, but rather, is based on staff members' knowledge of their programs. The following table shows the percentage distribution of the various lifecycle categories of the Department’s programs. These percentages were obtained by dividing the number of programs in each individual stage with the total number of programs listed by staff members. The Lifecycle Analysis shows program distribution is remarkably in line with recommended numbers. 52% of programs fall within the beginning stages (Introduction, Take-Off, and Growth). These beginning stages provide the Department an avenue to energize its programmatic offerings and ensure a pipeline for new programs is there before they transition into the Mature Stage. Recommended distribution for these stages is between 50-60%. According to staff, 41% of all current program offerings fall into the Mature Stage. This stage anchors a program portfolio, and it is recommended to have roughly 40% of programs within it in order to achieve a stable foundation. Additionally, 7% of programs are identified as being Saturated or Declining. It is a natural progression for programs to eventually evolve into Saturation and Decline Stages. However, if programs reach these stages rapidly, it could be an indication that the quality of the programs does not meet expectations, or there is not as much of a demand for those programs. As programs enter into the Decline Stage, they must be closely reviewed and evaluated for repositioning or elimination. When this occurs, the Department should modify these programs to begin a new lifecycle within the Introductory Stage or replace the existing programs with new programs based upon community needs and trends. Staff should complete a Program Lifecycle Analysis on an annual basis and ensure that the percentage distribution closely aligns with desired performance. Furthermore, the Department could include annual performance measures for each Core Program Area to track participation growth, customer retention, and percentage of new programs as an incentive for innovation and alignment with community trends. 149CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: AppendixProgram Classification Conducting a classification of services analysis informs how each program serves the overall organization mission, the goals and objectives of each Core Program Area, and how the program should be funded regarding tax dollars and/or user fees and charges. How a program is classified can help to determine the most appropriate management, funding, and marketing strategies. Program classifications are based on the degree to which the program provides a public benefit versus a private benefit. Public benefit can be described as everyone receiving the same level of benefit with equal access, whereas private benefit can be described as the user receiving exclusive benefit above what a general taxpayer receives for their personal benefit. For this exercise, the Department used a classification method based on three categories: Essential Services, Important Services, and Value-Added Services. Where a program or service is classified depends upon alignment with the organizational mission, how the public perceives a program, legal mandates, financial sustainability, personal benefit, competition in the marketplace, and access by participants. The following graphic describes each of the three program classifications. 150 With assistance from staff, a classification of programs and services was conducted for all of the recreation programs offered by the Department. The results presented in the following table represent the current classification distribution of recreation program services. Programs should be assigned cost recovery goal ranges within those overall categories. A full program list organized by Core Program Areas can be found in APPENDIX A. Factors Essential Important Value-Added Public interest; Legal Mandate; Mission Alignment High public expectation High public expectation High individual and interest group expectation Financial Sustainability Free, nominal or fee tailored to public needs, Requires public funding Fees cover some direct costs, Requires a balance of public funding and a cost recovery target Fees cover most direct and indirect costs, Some public funding as appropriate Benefits (health, safety, protection of assets, etc.) Substantial public benefit (negative consequence if not provided) Public and individual benefit Primarily individual benefit Competition in the Market Limited or no alternative providers Alternative providers unable to meet demand or need Alternative providers readily available Access Open access by all Open access Limited access to specific users Limited access to specific users Best Practice Cost Recovery Goal*0 - 50%50-99%100%+ Program Distribution 16%45%39% Program Classification As the Department continues to evolve to better meet the community’s needs, there could be an added benefit to managing the services if they all were classified according to the Cost Recovery Model for Sustainable Services depicted below. Given the broad range of cost recovery goals (i.e., 0%-40% for Essential Services or 40%-80% for Important Services), it would be helpful to further distribute programs internally within sub-ranges of cost recovery as depicted above. This will allow for programs to fall within an overall service classification tier while still demonstrating a difference in expected/desired cost recovery goals based on a greater understanding of the program’s goals (e.g., Pure Community Services versus Mostly Community Services or Community and Individual Mix versus Mostly Individual Mix). 151CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: AppendixCost-of-Service & Cost Recovery Cost recovery targets should at least be identified for each Core Program Area at a minimum, and for specific programs or events when realistic. The previously identified Core Program Areas would serve as an effective breakdown for tracking cost recovery metrics including administrative costs. Theoretically, staff should review how programs are grouped for similar cost recovery and subsidy goals to determine if current practices still meet management outcomes. Determining cost recovery performance and using it to make informed pricing decisions involves a three-step process: 1.Classify all programs and services based on the public or private benefit they p ovide (as completed in the previous section). 2.Conduct a Cost-of-Service Analysis to calculate the full cost of each program. 3.Establish a cost recovery percentage, through Department policy, for each program or program type based on the outcomes of the previous two steps and adjust program prices accordingly. The following section provide more details on steps 2 & 3. Understanding the Full Cost-of-Service To develop specific cost recovery targets, full cost of accounting needs to be created on each class or program that accurately calculates direct and indirect costs. Cost recovery goals are established once these numbers are in place, and the Department’s program staff should be trained on this process. A Cost-of-Service Analysis should be conducted on each program, or program type, that accurately calculates direct (i.e., program- specific) and indirect (i.e., comprehensive, including administrative overhead) costs. Completing a Cost-of-Service Analysis not only helps determine the true and full cost of offering a program, but it also provides information that can be used to price programs based upon accurate delivery costs. This figure illustrates the common types of costs that must be accounted for in a Cost- of-Service Analysis. The methodology for determining the total Cost- of-Service involves calculating the total cost for the activity, program, or service, then calculating the total revenue earned for that activity. Costs (and revenue) can also be derived on a per unit basis. Program or activity units may include: Agencies use Cost-of-Service Analysis to determine what financial resources are required to provide specific programs at specific levels of service. Results are used to determine and track cost recovery as well as to benchmark different programs provided by the Department between one another. Cost recovery goals are established once Cost-of-Service totals have been calculated. Program staff should be trained on the process of conducting a Cost-of- Service Analysis and the process should be undertaken on a regular basis. Number of participants Number of service calls Number of tasks performed Number of events Number of consumable units Required time for offering program/service 152 Current Cost Recovery The Department currently tracks cost recovery on a Core Program Area level. This is a great practice and should continue to be calculated and tracked annually to help ensure goals are being met. This will allow the Department to benchmark itself against its goals year over year. The figure to the right shows each Core Program Areas’ cost recovery goal as well as actual cost recovery from the most recent fiscal year. According to staff, Cost Recovery Goals are static, at 50% across all Core Program Areas. It is recommended that Cost Recovery Goals vary by Core Program Area, as different areas will generally have different mixes of Program Classific tions, which should impact Cost Recovery Goals. For example, Fitness tends to have more “Important” or “Value-Added” programming which would make the Cost Recovery Goal for that are higher, where as Preschool is more likely to have more “Essential” programming, which should create a lower cost recovery threshold. The Department’s current Core Program Area with the greatest average cost recovery is Youth (93%), followed by Teen (73%) and Aquatics (56%). Moving forward, it is recommended that the Department continue tracking cost recovery on a Core Program Areas level and for individual programs when deemed appropriate and realistic. As shown above, actual cost recovery can vary based on the Core Program Area, and even at the program level within a Core Program Area. Several variables can influence the cost recovery target, including lifecycle stage, demographic served, and perhaps most important, program classification. It is normal for programs within each Core Program Area to vary in price and subsidy level. The program mix within each Core Program Area will determine the cost recovery capabilities. With approved cost recovery goals, annual tracking, and quality assurance, actual cost recovery will improve. Use this key performance indicator update it annually to include the cost recovery goal and the actual cost recovery achieved. Each Core Program Area can be benchmarked against itself on an annual basis. Cost Recovery Best Practices Cost recovery targets should reflect the degree to which a program provides a public versus individual good. Programs providing public benefits (i.e., Essential programs) should be subsidized more by the Department; programs providing individual benefits (i. e, Value- Added programs) should seek to recover costs and/or generate revenue for other services. To help plan and implement cost recovery policies, the consulting team has developed the following definitions to help classify specific programs within program areas. •Essential programs category is critical to achieving the organizational mission and providing community-wide benefit and therefore, generally receive priority for tax-dollar subsidization. •Important or Value-Added program classifications generally represent programs that receive lower priority for subsidization. » Important programs contribute to the organizational mission but are not essential to it; therefore, cost recovery for these programs should be high (i.e., at least 80% overall). » Value-Added programs are not critical to the mission and should be prevented from drawing upon limited public funding, so overall cost recovery for these programs should be near or in excess of 100%. 153CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: AppendixPricing Pricing strategies are one mechanism agencies can use to influence cost recovery. Overall, the degree to which the Department uses various pricing strategies is very consistent, with pricing tactics primarily concentrated in Residency, By Competition (Market Rate) and Cost Recovery Goals. Currently, the Core Program Areas that utilizes the largest variety of pricing strategies are Preschool, Teen, and Youth (6 of 10). Moving forward, the Department should consider implementing some additional strategies, group discounts, and age segments for those non-age specific Core Program Areas (Adaptive, Aquatics, Fitness, and Theater). These untapped pricing strategies are useful to help stabilize usage patterns and help with cost recovery for higher quality amenities and services. Staff should continue to monitor the effectiveness of the various pricing strategies they employ and adjust as necessary. It is also important to regularly monitor for local competitors and other similar service providers as an increase in competition may alter program pricing. The table below details pricing methods currently in place by each Core Program Area and additional areas for strategies to be implemented over time. 154 Website The Department’s webpage (https://dublinohiousa.gov/ recreation-services/) has multiple features making it easy to navigate and user friendly. There are several clickable icons located in the middle of the Parks and Recreation homepage (e.g., Virtual Tour of Dublin Community Recreation Center, latest issue of “Healthy”, Online Registration, etc.) making it easy for users to navigate and find frequently sought information. Additionally, along the right there are links to programs, facilities, amenities, and general information for both the Department and City. Source: https://www.statista.com With the City’s commitment to Diversity, Equity, and Inclusion in mind, here are a couple easy recommendations tied to the website that would assist with inclusionary practices: •Embed Google translate on the site (go to translate.google. com for more information) •Incorporate the National Recreation and Park Association’s Equity Guide in all verbal, visual and written communication on the website and beyond (https://www. nrpa.org/our-work/Three-Pillars/equity/equity-language- guide/). •A full list of website accessibility basics can be found at https://www.usability.gov/what-and-why/accessibility.html. Social Media Users Over the last decade, social media has become one of the Country’s fastest growing trends. With only 10 percent of the country using social media in 2008; today, an estimated 82 percent of the U.S. population is currently using some form of social media. With such a large percentage of the population using these online media platforms in their daily lives, it becomes essential for the City to take advantage of these marketing opportunities. Social media can be a useful and affordable tool to reach current and potentially new system users. Such platforms as Facebook, YouTube, Instagram, Pinterest, TikTok, Twitter, or LinkedIn are extremely popular with not only today’s youth but also young and middle-aged adults. 155CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: AppendixSource: https://www.statista.com Source: www.statista.com/topics/2237/internet- usage-in-the-united-states/ Social Media Platforms Below is a chart that depicts the most frequently used social media sites throughout the world. As of October 2021, Facebook stands out as the most heavily trafficked social media platform, with an estimated 2.9 billion visitors per month. YouTube is second with 2.3 billion visitors per month. TikTok has the highest growth rate at 85.3% in 2021. Mediums Used to Access the Internet The neighboring image is taken directly from Statista.com and depicts the number of internet users in the United States, internet penetration in the U.S., and the number of mobile internet users in the U.S. Less than 10% of surveyed adults state they did not use the internet in 2021. 156 Volunteer and PartnerShiP management Today’s realities require most public parks and recreation departments to seek productive and meaningful partnerships with both community organizations and individuals to deliver quality and seamless services to their residents. These relationships should be mutually beneficial to each party to better meet overall community needs and expand the positive impact of the agency’s mission. Effective partnerships and meaningful volunteerism are key strategy areas for the City to meet the needs of the community in the years to come. Current Volunteer Management When managed with respect and used strategically, volunteers can serve as the primary advocates for the City and its offerings. Currently, the Department has volunteer information located at https://dublinohiousa.gov/?s=volunteer. Here residents can find various volunteer events and opportunities throughout the community. Moving forward, it is highly recommended that the link to this page is made more prominent, as the consultant team found it hard to find (listed as a quick link on the bottom of the page). This will help to increase awareness and number of volunteers. The Department currently does an excellent job of tracking volunteers. Key performance indicators such as number of volunteers, volunteer hours, type of volunteers (E.g., community service, special event, intern, etc.) are useful metrics that should continue to be tracked on an annual basis. This will help with consistency and ensure volunteers are being utilized to their fullest potential. Tracking volunteer hours can also be used in budget discussions showing how well the Department is able to leverage limited resources. A complete list of volunteer recommendations and best practices can be found in Appendix C. Recreation Program Partnerships The Department currently works with several partnering agencies, organizations, and corporations throughout the community. These partnerships support facilitation of programs and sponsorships of community events. As with tracking of volunteer, tracking partnerships helps show leadership how well staff can leverage resources. In many instances nationwide, partnerships are inequitable to the public agency and do not produce reasonable shared benefits be ween parties. It is not suggested that Dublin’ existing partnerships are inequitable; rather, in general many parks and recreation agencies’ partnerships tend to be one- sided. The following recommended policies will promote fairness and equity within existing and future partnerships while helping staff to manage against potential internal and external conflicts. Certain partnership principles must be adopted and/ or continued by the Department for existing and future partnerships to work effectively. These partnership principles are as follows: •All partnerships require a working agreement with measurable outcomes and will be evaluated on a regular basis. This should include reports to the agency on the performance and outcomes of the partnership including an annual review to determine renewal potential. •All partnerships should track costs associated with the partnership investment to demonstrate the shared level of equity. •All partnerships should maintain a culture that focuses on collaborative planning on a regular basis, regular communications, and annual reporting on performance and outcomes to determine renewal potential and opportunities to strengthen the partnership. Additional partnerships can be pursued and developed with other public entities such as neighboring towns/cities, colleges, state or federal agencies, non-for-profit organizations, as well as with private or for-profit organizations. There are recommended standard policies and practices that will apply to any partnership, and those that are unique to relationships with private, for-profit entities. 157CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: Appendixthis page is intentionally left blank Site/Park: ____________Amberleigh Park_ Location: ___________ Date:____7/26 Noon________ Completed By: RF 75° Overcast Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor x Winter Heavy Fair x Spring Moderate Good x Summer Light x Excellent x Fall Rare Notes: Site/ Amenities/ Trail / River Trail map needed Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access x High visibility Private easement Moderately maintained / Variable access Moderate/variable visibility x Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: Structures QTY CONDITION COMMENTS/NOTES Restrooms 1 ☐Poor ☐Fair ☒Good ☐Exc Shelters 1 ☐Poor ☐Fair ☐Good ☒Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 158 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball ☐Poor ☐Fair ☐Good ☐Exc Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area 1 ☐Poor ☐Fair ☒Good ☐Exc Picnic 1 ☐Poor ☐Fair ☒Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch 1 ☐Poor ☒Fair ☐Good ☐Exc Significant erosion Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial ☐Poor ☐Fair ☐Good ☐Exc Art/Sculpture ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☒Fair ☐Good ☐Exc Notes: •Popular Picnic Shelter •River-access stairs are deteriorating •Per staff: playground is scheduled to be replaced 159 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches ☐Poor ☐Fair ☐Good ☐Exc Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling ☐Poor ☐Fair ☐Good ☐Exc Bike Rack 3 ☐Poor ☐Fair ☒Good ☐Exc 6 spaces Picnic Table 9 ☐Poor ☐Fair ☒Good ☐Exc Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill 1 ☐Poor ☐Fair ☒Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc Drinking fountain 1 ☐Poor ☒Fair ☐Good ☐Exc Dog bowl clogged ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Bike racks at parking area feels exposed, too close to trash General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☒Good ☐Exc Walkways ☐Poor ☐Fair ☒Good ☐Exc Trail walk ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Maintenance vehicle 2- Track x2 worn in the grass leading to shelter from entry drive •Grass is not well established in court •Missing Tree @ end of court General Condition of the Site Poor Fair ☒Good Excellent Notes: •Shrubs at river stairs in poor condition. •Foot-path shortcut is worn through parking turnaround island – consider formalizing. 160 Recommendations Needs Repaired: •Stainless bollard at parking is showing corrosion/ staining. Replace, or consider replace with 12x12 wood to match others nearby •River access needs repair/ rebuilt; extend further down into river basin •Replace missing tree at end of court; replace stressed shrubs at river-access; repair/ reseed grass that has failed to establish. Needs Upgraded: •Reduce mowing in the hillside lawn areas with expanded meadow plantings or no-mow areas. Coordinate with intended appearance needs and lawn area programming – especially larger, flatter areas that could continue to serve as flex-use activity space. •Relocate bike parking to landscape edge. •Formalize worn foot-path in parking turnaround island. •Consider maintenance access to top-side of building to correct the worn-vehicle path being created from the drive. Can the walk be widened to accommodate light-truck access? 161 Amberleigh Park_22 0726_001 Amberleigh Park_22 0726_005 Amberleigh Park_22 0726_009 Amberleigh Park_22 0726_013 Amberleigh Park_22 0726_017 Amberleigh Park_22 0726_021 Amberleigh Park_22 0726_002 Amberleigh Park_22 0726_006 Amberleigh Park_22 0726_010 Amberleigh Park_22 0726_014 Amberleigh Park_22 0726_018 Amberleigh Park_22 0726_022 Amberleigh Park_22 0726_003 Amberleigh Park_22 0726_007 Amberleigh Park_22 0726_011 Amberleigh Park_22 0726_015 Amberleigh Park_22 0726_019 Amberleigh Park_22 0726_023 Amberleigh Park_22 0726_004 Amberleigh Park_22 0726_008 Amberleigh Park_22 0726_012 Amberleigh Park_22 0726_016 Amberleigh Park_22 0726_020 Amberleigh Park_22 0726_024 Dublin Parks and Recreation Master Plan 162 Amberleigh Park_22 0726_025 Amberleigh Park_22 0726_029 Amberleigh Park_22 0726_033 Amberleigh Park_22 0726_037 Amberleigh Park_22 0726_041 Amberleigh Park_22 0726_045 Amberleigh Park_22 0726_026 Amberleigh Park_22 0726_030 Amberleigh Park_22 0726_034 Amberleigh Park_22 0726_038 Amberleigh Park_22 0726_042 Amberleigh Park_22 0726_046 Amberleigh Park_22 0726_027 Amberleigh Park_22 0726_031 Amberleigh Park_22 0726_035 Amberleigh Park_22 0726_039 Amberleigh Park_22 0726_043 Amberleigh Park_22 0726_047 Amberleigh Park_22 0726_028 Amberleigh Park_22 0726_032 Amberleigh Park_22 0726_036 Amberleigh Park_22 0726_040 Amberleigh Park_22 0726_044 Amberleigh Park_22 0726_048 Dublin Parks and Recreation Master Plan 163 Amberleigh Park_22 0726_049 Amberleigh Park_22 0726_053 Amberleigh Park_22 0726_057 Amberleigh Park_22 0726_061 Amberleigh Park_22 0726_065 Amberleigh Park_22 0726_069 Amberleigh Park_22 0726_050 Amberleigh Park_22 0726_054 Amberleigh Park_22 0726_058 Amberleigh Park_22 0726_062 Amberleigh Park_22 0726_066 Amberleigh Park_22 0726_070 Amberleigh Park_22 0726_051 Amberleigh Park_22 0726_055 Amberleigh Park_22 0726_059 Amberleigh Park_22 0726_063 Amberleigh Park_22 0726_067 Amberleigh Park_22 0726_071 Amberleigh Park_22 0726_052 Amberleigh Park_22 0726_056 Amberleigh Park_22 0726_060 Amberleigh Park_22 0726_064 Amberleigh Park_22 0726_068 Amberleigh Park_22 0726_072 Dublin Parks and Recreation Master Plan 164 Amberleigh Park_22 0726_073 Amberleigh Park_22 0726_077 Amberleigh Park_22 0726_081 Amberleigh Park_22 0726_074 Amberleigh Park_22 0726_078 Amberleigh Park_22 0726_082 Amberleigh Park_22 0726_075 Amberleigh Park_22 0726_079 Amberleigh Park_22 0726_076 Amberleigh Park_22 0726_080 Dublin Parks and Recreation Master Plan 165 Site/Park: Avery_____________ Location: ___________ Date: 7/26 10:00____________ Completed By: RF 75 ° Overcast Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor Winter Heavy Fair x Spring Moderate Good x Summer Light x Excellent x Fall Rare Notes: •Good off-site wayfinding to park •No on-site Map or interior wayfinding. Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access x High visibility Private easement Moderately maintained / Variable access Moderate/variable visibility x Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: Structures QTY CONDITION COMMENTS/NOTES Restrooms 3 ☐Poor ☐Fair ☒Good ☐Exc Shelters 1 ☐Poor ☐Fair ☒Good ☐Exc At Soccer, with picnic tables ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Soccer concession area is small/ no patio. •1 Picnic table- needs more. •Play area picnic table is bent. 166 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball 9 ☐Poor ☐Fair ☐Good ☒Exc Soccer/Football Field var ☐Poor ☐Fair ☒Good ☐Exc All soccer; rec-league Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) 2 ☐Poor ☐Fair ☐Good ☒Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis 2 ☐Poor ☐Fair ☐Good ☒Exc Play Area 1 ☐Poor ☐Fair ☒Good ☐Exc Picnic ☐Poor ☐Fair ☐Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball 2 ☐Poor ☐Fair ☒Good ☐Exc Some grass in court Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial ☐Poor ☐Fair ☐Good ☐Exc Art/Sculpture ☐Poor ☐Fair ☒Good ☐Exc Soccer ball sculptures Fishing ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Staff indicates old concessions stand- needs replacement. •Dublin Soccer league- Three other soccer organizations. •Big loop walking paths existing. •Soccer ball sculptures are signed “do not climb”, but clearly this is how they are used. 167 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches several ☐Poor ☐Fair ☒Good ☐Exc Benches (playground) 10 ☐Poor ☐Fair ☒Good ☐Exc Trash/Recycling ☐Poor ☐Fair ☐Good ☐Exc Many; No recycle bins at baseball field Bike Rack 2 ☐Poor ☐Fair ☒Good ☐Exc 1 at baseball; 1 at soccer; Picnic Table 11 ☐Poor ☐Fair ☒Good ☐Exc 2 at baseball; 1 at soccer; 6 at soccer shelter; 2 at softball Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill ☐Poor ☐Fair ☐Good ☐Exc Drink Vending 2 ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Add recycle bins at baseball area •Add bike parking at each area •Add picnic tables to baseball and soccer concessions areas; with shad options (umbrellas, shade sails, trees, etc.) General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☐Good ☒Exc Walkways ☐Poor ☐Fair ☒Good ☐Exc Trail walk ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Soccer area dumpster enclosure needs gates. General Condition of the Site Poor Fair Good ☒ Excellent Notes: 168 Recommendations Needs Repaired: •Broken fence at north parking lot. (Other sections were observed to have been previously repaired). •Open holes in pavement adjacent to field light poles should be filled in or covered to reduce trip hazards Needs Upgraded: •Add interior park wayfinding signage and map. •Consider additional shade trees or shelter near volleyball, •Connect the baseball center to bike path network. •Screen electrical equipment or paint. •Add shade trees to soccer perimeter. •Include recycle receptacles at baseball area. •Add gates to soccer area dumpster enclosure. •Improve concessions areas patios. Add picnic tables to baseball and soccer concessions areas. Include shade options, such as umbrellas, shade sails, and trees. •Add bike parking at high-use areas in logical locations for bike access. 169 Avery Park_22 0726_001 Avery Park_22 0726_005 Avery Park_22 0726_009 Avery Park_22 0726_013 Avery Park_22 0726_017 Avery Park_22 0726_021 Avery Park_22 0726_002 Avery Park_22 0726_006 Avery Park_22 0726_010 Avery Park_22 0726_014 Avery Park_22 0726_018 Avery Park_22 0726_022 Avery Park_22 0726_003 Avery Park_22 0726_007 Avery Park_22 0726_011 Avery Park_22 0726_015 Avery Park_22 0726_019 Avery Park_22 0726_023 Avery Park_22 0726_004 Avery Park_22 0726_008 Avery Park_22 0726_012 Avery Park_22 0726_016 Avery Park_22 0726_020 Avery Park_22 0726_024 Dublin Parks and Recreation Master Plan 170 Avery Park_22 0726_025 Avery Park_22 0726_030 Avery Park_22 0726_035 Avery Park_22 0726_039 Avery Park_22 0726_043 Avery Park_22 0726_047 Avery Park_22 0726_026 Avery Park_22 0726_031 Avery Park_22 0726_036 Avery Park_22 0726_040 Avery Park_22 0726_044 Avery Park_22 0726_048 Avery Park_22 0726_027 Avery Park_22 0726_032 Avery Park_22 0726_037 Avery Park_22 0726_041 Avery Park_22 0726_045 Avery Park_22 0726_049 Avery Park_22 0726_028 Avery Park_22 0726_033 Avery Park_22 0726_038 Avery Park_22 0726_042 Avery Park_22 0726_046 Avery Park_22 0726_050 Dublin Parks and Recreation Master Plan 171 Avery Park_22 0726_051 Avery Park_22 0726_056 Avery Park_22 0726_061 Avery Park_22 0726_065 Avery Park_22 0726_069 Avery Park_22 0726_073 Avery Park_22 0726_052 Avery Park_22 0726_057 Avery Park_22 0726_062 Avery Park_22 0726_066 Avery Park_22 0726_070 Avery Park_22 0726_074 Avery Park_22 0726_054 Avery Park_22 0726_059 Avery Park_22 0726_063 Avery Park_22 0726_067 Avery Park_22 0726_071 Avery Park_22 0726_075 Avery Park_22 0726_055 Avery Park_22 0726_060 Avery Park_22 0726_064 Avery Park_22 0726_068 Avery Park_22 0726_072 Avery Park_22 0726_076 Dublin Parks and Recreation Master Plan 172 Avery Park_22 0726_078 Avery Park_22 0726_082 Avery Park_22 0726_086 Avery Park_22 0726_090 Avery Park_22 0726_094 Avery Park_22 0726_099 Avery Park_22 0726_079 Avery Park_22 0726_083 Avery Park_22 0726_087 Avery Park_22 0726_091 Avery Park_22 0726_096 Avery Park_22 0726_100 Avery Park_22 0726_080 Avery Park_22 0726_084 Avery Park_22 0726_088 Avery Park_22 0726_092 Avery Park_22 0726_097 Avery Park_22 0726_101 Avery Park_22 0726_081 Avery Park_22 0726_085 Avery Park_22 0726_089 Avery Park_22 0726_093 Avery Park_22 0726_098 Avery Park_22 0726_102 Dublin Parks and Recreation Master Plan 173 Avery Park_22 0726_103 Avery Park_22 0726_107 Avery Park_22 0726_111 Avery Park_22 0726_115 Avery Park_22 0726_104 Avery Park_22 0726_108 Avery Park_22 0726_112 Avery Park_22 0726_105 Avery Park_22 0726_109 Avery Park_22 0726_113 Avery Park_22 0726_106 Avery Park_22 0726_110 Avery Park_22 0726_114 Dublin Parks and Recreation Master Plan 174 Site/Park: Balgriffin Park_____________ Location: ___________ Date: 8/11 10:15 ____________ Completed By: RF 73 ° Sunny Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor Winter Heavy Fair x Spring x Moderate x Good x Summer Light Excellent x Fall Rare Notes: Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access x High visibility Private easement Moderately maintained / Variable access Moderate/variable visibility x Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: •Sign obscured by sedum. •No external wayfinding sign. Identity sign is on neighborhood street and not visible from main road. Structures QTY CONDITION COMMENTS/NOTES Restrooms ☐Poor ☐Fair ☐Good ☐Exc Shelters 1 ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Users observed: Playground, Tennis, Disc Golf, Fishing 175 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball ☐Poor ☐Fair ☐Good ☐Exc Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) 1 ☐Poor ☐Fair ☐Good ☒Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis 2 ☐Poor ☐Fair ☐Good ☒Exc Play Area 1 ☐Poor ☐Fair ☒Good ☐Exc Picnic ☐Poor ☐Fair ☐Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf 1 ☐Poor ☐Fair ☒Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial ☐Poor ☐Fair ☐Good ☐Exc Art/Sculpture ☐Poor ☐Fair ☐Good ☐Exc Fishing ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Disc golf course map/ sign needs replaced. •Disc golf area bench is out of plumb. 176 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches 9 ☐Poor ☒Fair ☐Good ☐Exc Wood benches at road appear worn Benches (playground) 3 ☐Poor ☐Fair ☒Good ☐Exc Trash/Recycling ☐Poor ☐Fair ☒Good ☐Exc Bike Rack 1 ☐Poor ☐Fair ☒Good ☐Exc Fence style Picnic Table 6 ☐Poor ☐Fair ☐Good ☐Exc Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill 2 ☐Poor ☐Fair ☒Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☐Good ☒Exc Walkways ☐Poor ☐Fair ☒Good ☐Exc Trail walk ☒Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: Burning bush growing into Woerner-Temple road bike path. General Condition of the Site Poor Fair X Good Excellent Notes: 177 Recommendations Needs Repaired: •Low area in south lawn shows periodic flooding. Improve drainage. •Disc-Golf goals- missing number plaque. •Disc golf bench is out of plumb and needs reset. •Replace or relocate burning bush hedge to not encroach on Woerner-Temple bike path. Needs Upgraded: •Add restroom. •Bury electric conduit at shelter. •Add benches in shade at basketball. •Consider opportunities to utilize the west extents of the park: picnic tables, sitting areas, availability for youth soccer, etc. •Add bike racks on disc-golf side of park. •Replace fence-style bike parking with more best-practice fixture (supportive and lockable to both frame and wheel. 178 Balgriffin_22 0811_001 Balgriffin_22 0811_005 Balgriffin_22 0811_009 Balgriffin_22 0811_013 Balgriffin_22 0811_017 Balgriffin_22 0811_021 Balgriffin_22 0811_002 Balgriffin_22 0811_006 Balgriffin_22 0811_010 Balgriffin_22 0811_014 Balgriffin_22 0811_018 Balgriffin_22 0811_022 Balgriffin_22 0811_003 Balgriffin_22 0811_007 Balgriffin_22 0811_011 Balgriffin_22 0811_015 Balgriffin_22 0811_019 Balgriffin_22 0811_023 Balgriffin_22 0811_004 Balgriffin_22 0811_008 Balgriffin_22 0811_012 Balgriffin_22 0811_016 Balgriffin_22 0811_020 Balgriffin_22 0811_024 Dublin Parks and Recreation Master Plan 179 Balgriffin_22 0811_025 Balgriffin_22 0811_029 Balgriffin_22 0811_033 Balgriffin_22 0811_037 Balgriffin_22 0811_041 Balgriffin_22 0811_045 Balgriffin_22 0811_026 Balgriffin_22 0811_030 Balgriffin_22 0811_034 Balgriffin_22 0811_038 Balgriffin_22 0811_042 Balgriffin_22 0811_046 Balgriffin_22 0811_027 Balgriffin_22 0811_031 Balgriffin_22 0811_035 Balgriffin_22 0811_039 Balgriffin_22 0811_043 Balgriffin_22 0811_047 Balgriffin_22 0811_028 Balgriffin_22 0811_032 Balgriffin_22 0811_036 Balgriffin_22 0811_040 Balgriffin_22 0811_044 Balgriffin_22 0811_048 Dublin Parks and Recreation Master Plan 180 Balgriffin_22 0811_049 Balgriffin_22 0811_053 Balgriffin_22 0811_057 Balgriffin_22 0811_061 Balgriffin_22 0811_065 Balgriffin_22 0811_050 Balgriffin_22 0811_054 Balgriffin_22 0811_058 Balgriffin_22 0811_062 Balgriffin_22 0811_066 Balgriffin_22 0811_051 Balgriffin_22 0811_055 Balgriffin_22 0811_059 Balgriffin_22 0811_063 Balgriffin_22 0811_067 Balgriffin_22 0811_052 Balgriffin_22 0811_056 Balgriffin_22 0811_060 Balgriffin_22 0811_064 Balgriffin_22 0811_068 Dublin Parks and Recreation Master Plan 181 Site/Park: Ballantrae Park_____________ Location: ___________ Date: 8/11 9:30____________ Completed By: RF Sunny 72° Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor Winter x Heavy Fair x Spring Moderate x Good x Summer Light Excellent x Fall Rare Notes: Add identity sign @ parking entry, or parking wayfinding sign. Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) Public road x Well maintained / Reliable access x High visibility Private easement Moderately maintained / Variable access Moderate/variable visibility x Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: Structures QTY CONDITION COMMENTS/NOTES Restrooms 1 ☐Poor ☐Fair ☒Good ☐Exc Shelters ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 182 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball ☐Poor ☐Fair ☐Good ☐Exc Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area ☐Poor ☐Fair ☐Good ☐Exc Picnic ☐Poor ☐Fair ☐Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad 1 ☐Poor ☐Fair ☒Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial ☐Poor ☐Fair ☐Good ☐Exc Art/Sculpture 1 ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 183 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches 1 ☐Poor ☐Fair ☐Good ☒Exc At pond Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling several ☐Poor ☐Fair ☒Good ☐Exc Trash only Bike Rack ☐Poor ☐Fair ☐Good ☐Exc Picnic Table 4 ☐Poor ☐Fair ☐Good ☐Exc At splash pad with umbrella Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill ☐Poor ☐Fair ☐Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☒Good ☐Exc Walkways ☐Poor ☐Fair ☒Good ☐Exc Trail walk ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •1 dead tree along North wall- midpoint. •Lots of mowed grass: consider introducing prairie opportunities; no mow areas. General Condition of the Site Poor Fair X Good Excellent Notes: Excellent •Low water at pond; No natural edge buffer - like pond adjacent North. 184 Recommendations Needs Repaired: •“Dog Waste” sign at Kendall Ridge path entry is bent & graffiti. •Fill holes in pavement around splash pad lights. •Graffiti on central bike path. Needs Upgraded: •Introduce natural edge buffer to pond. •Reduce mowing with prairie or no-mow areas, design to play off Ballantrae landscape theme. •Opportunities for more benches in landscape. •Consider adding shade, seats, seatwall at splash pad. •Add recycling receptacles. 185 Ballantrae_22 0811_001 Ballantrae_22 0811_005 Ballantrae_22 0811_009 Ballantrae_22 0811_013 Ballantrae_22 0811_017 Ballantrae_22 0811_021 Ballantrae_22 0811_002 Ballantrae_22 0811_006 Ballantrae_22 0811_010 Ballantrae_22 0811_014 Ballantrae_22 0811_018 Ballantrae_22 0811_022 Ballantrae_22 0811_003 Ballantrae_22 0811_007 Ballantrae_22 0811_011 Ballantrae_22 0811_015 Ballantrae_22 0811_019 Ballantrae_22 0811_023 Ballantrae_22 0811_004 Ballantrae_22 0811_008 Ballantrae_22 0811_012 Ballantrae_22 0811_016 Ballantrae_22 0811_020 Ballantrae_22 0811_024 Dublin Parks and Recreation Master Plan 186 Ballantrae_22 0811_025 Ballantrae_22 0811_029 Ballantrae_22 0811_033 Ballantrae_22 0811_037 Ballantrae_22 0811_041 Ballantrae_22 0811_045 Ballantrae_22 0811_026 Ballantrae_22 0811_030 Ballantrae_22 0811_034 Ballantrae_22 0811_038 Ballantrae_22 0811_042 Ballantrae_22 0811_046 Ballantrae_22 0811_027 Ballantrae_22 0811_031 Ballantrae_22 0811_035 Ballantrae_22 0811_039 Ballantrae_22 0811_043 Ballantrae_22 0811_047 Ballantrae_22 0811_028 Ballantrae_22 0811_032 Ballantrae_22 0811_036 Ballantrae_22 0811_040 Ballantrae_22 0811_044 Ballantrae_22 0811_048 Dublin Parks and Recreation Master Plan 187 Ballantrae_22 0811_049 Ballantrae_22 0811_053 Ballantrae_22 0811_057 Ballantrae_22 0811_061 Ballantrae_22 0811_065 Ballantrae_22 0811_069 Ballantrae_22 0811_050 Ballantrae_22 0811_054 Ballantrae_22 0811_058 Ballantrae_22 0811_062 Ballantrae_22 0811_066 Ballantrae_22 0811_070 Ballantrae_22 0811_051 Ballantrae_22 0811_055 Ballantrae_22 0811_059 Ballantrae_22 0811_063 Ballantrae_22 0811_067 Ballantrae_22 0811_071 Ballantrae_22 0811_052 Ballantrae_22 0811_056 Ballantrae_22 0811_060 Ballantrae_22 0811_064 Ballantrae_22 0811_068 Ballantrae_22 0811_072 Dublin Parks and Recreation Master Plan 188 Ballantrae_22 0811_073 Ballantrae_22 0811_077 Ballantrae_22 0811_081 Ballantrae_22 0811_085 Ballantrae_22 0811_089 Ballantrae_22 0811_093 Ballantrae_22 0811_074 Ballantrae_22 0811_078 Ballantrae_22 0811_082 Ballantrae_22 0811_086 Ballantrae_22 0811_090 Ballantrae_22 0811_094 Ballantrae_22 0811_075 Ballantrae_22 0811_079 Ballantrae_22 0811_083 Ballantrae_22 0811_087 Ballantrae_22 0811_091 Ballantrae_22 0811_095 Ballantrae_22 0811_076 Ballantrae_22 0811_080 Ballantrae_22 0811_084 Ballantrae_22 0811_088 Ballantrae_22 0811_092 Ballantrae_22 0811_096 Dublin Parks and Recreation Master Plan 189 Ballantrae_22 0811_097 Ballantrae_22 0811_101 Ballantrae_22 0811_105 Ballantrae_22 0811_109 Ballantrae_22 0811_098 Ballantrae_22 0811_102 Ballantrae_22 0811_106 Ballantrae_22 0811_110 Ballantrae_22 0811_099 Ballantrae_22 0811_103 Ballantrae_22 0811_107 Ballantrae_22 0811_111 Ballantrae_22 0811_100 Ballantrae_22 0811_104 Ballantrae_22 0811_108 Dublin Parks and Recreation Master Plan 190 Site/Park: Coffman Park_____________ Location: ___________ Date: 08/11/22 2:30____________ Completed By: RF 80° Sunny Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor x Winter Heavy Fair x Spring x Moderate x Good x Summer Light Excellent x Fall Rare Notes: Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access x High visibility Private easement Moderately maintained / Variable access Moderate/variable visibility x Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: Structures QTY CONDITION COMMENTS/NOTES Restrooms 2 ☐Poor ☐Fair ☒Good ☐Exc Shelters 4 ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 191 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball ☐Poor ☐Fair ☐Good ☐Exc Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) 1 ☐Poor ☐Fair ☒Good ☐Exc Lights Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis 3 ☐Poor ☐Fair ☒Good ☐Exc Lights Play Area ☐Poor ☐Fair ☐Good ☐Exc Picnic ☐Poor ☐Fair ☐Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station 1 ☐Poor ☐Fair ☐Good ☐Exc Ice Skating 1 ☐Poor ☐Fair ☐Good ☐Exc Not observed (Summertime) Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial ☐Poor ☐Fair ☐Good ☐Exc Art/Sculpture 4 ☐Poor ☐Fair ☐Good ☒Exc Bocce 2 ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Tennis benches & area needs replaced/updated. o Bowed planters o Needs more benches. •Tennis courts surface damaged during Irish Festival- Could be prevented with tarp, or close to use during festival. o Spoke at length with City Tennis Pro Rick Weisman. Avoid closing courts during the season, but damage could be preventable, protect the investment. 192 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches 12 ☐Poor ☐Fair ☒Good ☐Exc Benches (playground) 2 ☐Poor ☐Fair ☒Good ☐Exc Trash/Recycling 15 ☐Poor ☐Fair ☐Good ☐Exc 11 trash; 4 recycling Bike Rack 11+ ☐Poor ☐Fair ☒Good ☐Exc 8 hoop-racks and 1 fence rack at comm.ctr.; 1 at each playground; 1 fence at tennis restroom; Picnic Table 23 ☐Poor ☐Fair ☒Good ☐Exc Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill 3 ☐Poor ☐Fair ☐Good ☐Exc Drink Vending 1 ☐Poor ☐Fair ☒Good ☐Exc Tennis area Bike Repair Station ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☒Good ☐Exc Walkways ☐Poor ☐Fair ☒Good ☐Exc Trail walk ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Note – site was observed the week following Dublin Irish Festival and had been heavily used. Many paths and grass areas showed signs of heavy foot-traffic, rain and rutting, and placement of vehicles and temporary structures. •Stair handrail at pond is loose, bent. General Condition of the Site Poor Fair X Good Excellent Notes: 193 Recommendations Needs Repaired: •Bike Racks at CC: fill concrete around rack posts. •Path around stage lawn- Improve for better use and to eliminate heavy erosion and puddles. •Sealant at ice rink wall joints needs replaced •Tennis court surfacing needs repaired from damage following Irish festival. Put safeguards in place to protect the courts in the future. •Repair loose and bent handrail at steps between ice-rink area and pond south of community center. •Replace missing tree from ice-rink plaza tree well. •Play ground paver seating area: pavers are heaving and need reset. Needs Upgraded: •South lawn of Community Center: Hill could be utilized for amphitheater/ Outdoor classroom. •Improve/Formalize creek access from bridge and back lot area. •Upgrade tennis court bench areas. •Consider permanent amphitheater improvements. •With the heavy use and wear observed around the ice-rink lawn due to the festival and location of several stages, consider upgrading the asphalt path around this lawn to a more substantial promenade, with wider pavement, potentially decorative, that can also handle the set-up vehicles for the festival, and improve drainage/ prevent rutting. •Improve nature trails through western edge woods and creek edge, with creek access, trail map. 194 Coffman_22 0811_001 Coffman_22 0811_005 Coffman_22 0811_009 Coffman_22 0811_013 Coffman_22 0811_017 Coffman_22 0811_021 Coffman_22 0811_002 Coffman_22 0811_006 Coffman_22 0811_010 Coffman_22 0811_014 Coffman_22 0811_018 Coffman_22 0811_022 Coffman_22 0811_003 Coffman_22 0811_007 Coffman_22 0811_011 Coffman_22 0811_015 Coffman_22 0811_019 Coffman_22 0811_023 Coffman_22 0811_004 Coffman_22 0811_008 Coffman_22 0811_012 Coffman_22 0811_016 Coffman_22 0811_020 Coffman_22 0811_024 Dublin Parks and Recreation Master Plan 195 Coffman_22 0811_025 Coffman_22 0811_029 Coffman_22 0811_033 Coffman_22 0811_037 Coffman_22 0811_041 Coffman_22 0811_045 Coffman_22 0811_026 Coffman_22 0811_030 Coffman_22 0811_034 Coffman_22 0811_038 Coffman_22 0811_042 Coffman_22 0811_046 Coffman_22 0811_027 Coffman_22 0811_031 Coffman_22 0811_035 Coffman_22 0811_039 Coffman_22 0811_043 Coffman_22 0811_047 Coffman_22 0811_028 Coffman_22 0811_032 Coffman_22 0811_036 Coffman_22 0811_040 Coffman_22 0811_044 Coffman_22 0811_048 Dublin Parks and Recreation Master Plan 196 Coffman_22 0811_049 Coffman_22 0811_053 Coffman_22 0811_057 Coffman_22 0811_061 Coffman_22 0811_065 Coffman_22 0811_069 Coffman_22 0811_050 Coffman_22 0811_054 Coffman_22 0811_058 Coffman_22 0811_062 Coffman_22 0811_066 Coffman_22 0811_070 Coffman_22 0811_051 Coffman_22 0811_055 Coffman_22 0811_059 Coffman_22 0811_063 Coffman_22 0811_067 Coffman_22 0811_071 Coffman_22 0811_052 Coffman_22 0811_056 Coffman_22 0811_060 Coffman_22 0811_064 Coffman_22 0811_068 Coffman_22 0811_072 Dublin Parks and Recreation Master Plan 197 Coffman_22 0811_073 Coffman_22 0811_077 Coffman_22 0811_081 Coffman_22 0811_085 Coffman_22 0811_089 Coffman_22 0811_093 Coffman_22 0811_074 Coffman_22 0811_078 Coffman_22 0811_082 Coffman_22 0811_086 Coffman_22 0811_090 Coffman_22 0811_094 Coffman_22 0811_075 Coffman_22 0811_079 Coffman_22 0811_083 Coffman_22 0811_087 Coffman_22 0811_091 Coffman_22 0811_095 Coffman_22 0811_076 Coffman_22 0811_080 Coffman_22 0811_084 Coffman_22 0811_088 Coffman_22 0811_092 Coffman_22 0811_096 Dublin Parks and Recreation Master Plan 198 Coffman_22 0811_097 Coffman_22 0811_101 Coffman_22 0811_105 Coffman_22 0811_109 Coffman_22 0811_113 Coffman_22 0811_117 Coffman_22 0811_098 Coffman_22 0811_102 Coffman_22 0811_106 Coffman_22 0811_110 Coffman_22 0811_114 Coffman_22 0811_118 Coffman_22 0811_099 Coffman_22 0811_103 Coffman_22 0811_107 Coffman_22 0811_111 Coffman_22 0811_115 Coffman_22 0811_119 Coffman_22 0811_100 Coffman_22 0811_104 Coffman_22 0811_108 Coffman_22 0811_112 Coffman_22 0811_116 Coffman_22 0811_120 Dublin Parks and Recreation Master Plan 199 Coffman_22 0811_121 Coffman_22 0811_125 Coffman_22 0811_129 Coffman_22 0811_133 Coffman_22 0811_137 Coffman_22 0811_141 Coffman_22 0811_122 Coffman_22 0811_126 Coffman_22 0811_130 Coffman_22 0811_134 Coffman_22 0811_138 Coffman_22 0811_142 Coffman_22 0811_123 Coffman_22 0811_127 Coffman_22 0811_131 Coffman_22 0811_135 Coffman_22 0811_139 Coffman_22 0811_143 Coffman_22 0811_124 Coffman_22 0811_128 Coffman_22 0811_132 Coffman_22 0811_136 Coffman_22 0811_140 Coffman_22 0811_144 Dublin Parks and Recreation Master Plan 200 Coffman_22 0811_145 Coffman_22 0811_149 Coffman_22 0811_153 Coffman_22 0811_157 Coffman_22 0811_161 Coffman_22 0811_165 Coffman_22 0811_146 Coffman_22 0811_150 Coffman_22 0811_154 Coffman_22 0811_158 Coffman_22 0811_162 Coffman_22 0811_166 Coffman_22 0811_147 Coffman_22 0811_151 Coffman_22 0811_155 Coffman_22 0811_159 Coffman_22 0811_163 Coffman_22 0811_167 Coffman_22 0811_148 Coffman_22 0811_152 Coffman_22 0811_156 Coffman_22 0811_160 Coffman_22 0811_164 Coffman_22 0811_168 Dublin Parks and Recreation Master Plan 201 Coffman_22 0811_169 Coffman_22 0811_173 Coffman_22 0811_177 Coffman_22 0811_181 Coffman_22 0811_185 Coffman_22 0811_189 Coffman_22 0811_170 Coffman_22 0811_174 Coffman_22 0811_178 Coffman_22 0811_182 Coffman_22 0811_186 Coffman_22 0811_190 Coffman_22 0811_171 Coffman_22 0811_175 Coffman_22 0811_179 Coffman_22 0811_183 Coffman_22 0811_187 Coffman_22 0811_191 Coffman_22 0811_172 Coffman_22 0811_176 Coffman_22 0811_180 Coffman_22 0811_184 Coffman_22 0811_188 Coffman_22 0811_192 Dublin Parks and Recreation Master Plan 202 Coffman_22 0811_193 Coffman_22 0811_197 Coffman_22 0811_201 Coffman_22 0811_205 Coffman_22 0811_209 Coffman_22 0811_213 Coffman_22 0811_194 Coffman_22 0811_198 Coffman_22 0811_202 Coffman_22 0811_206 Coffman_22 0811_210 Coffman_22 0811_214 Coffman_22 0811_195 Coffman_22 0811_199 Coffman_22 0811_203 Coffman_22 0811_207 Coffman_22 0811_211 Coffman_22 0811_215 Coffman_22 0811_196 Coffman_22 0811_200 Coffman_22 0811_204 Coffman_22 0811_208 Coffman_22 0811_212 Coffman_22 0811_216 Dublin Parks and Recreation Master Plan 203 Coffman_22 0811_217 Coffman_22 0811_221 Coffman_22 0811_225 Coffman_22 0811_229 Coffman_22 0811_233 Coffman_22 0811_237 Coffman_22 0811_218 Coffman_22 0811_222 Coffman_22 0811_226 Coffman_22 0811_230 Coffman_22 0811_234 Coffman_22 0811_238 Coffman_22 0811_219 Coffman_22 0811_223 Coffman_22 0811_227 Coffman_22 0811_231 Coffman_22 0811_235 Coffman_22 0811_239 Coffman_22 0811_220 Coffman_22 0811_224 Coffman_22 0811_228 Coffman_22 0811_232 Coffman_22 0811_236 Coffman_22 0811_240 Dublin Parks and Recreation Master Plan 204 Coffman_22 0811_241 Coffman_22 0811_245 Coffman_22 0811_249 Coffman_22 0811_242 Coffman_22 0811_246 Coffman_22 0811_250 Coffman_22 0811_243 Coffman_22 0811_247 Coffman_22 0811_251 Coffman_22 0811_244 Coffman_22 0811_248 Dublin Parks and Recreation Master Plan 205 Site/Park: Darree Fields Location: Date:8/1/22 3:30 Completed By: RF Sunny 85° Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor Winter x Heavy Fair x Spring Moderate Good x Summer Light x Excellent x Fall Rare Notes: Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access High visibility Private easement Moderately maintained / Variable access x Moderate/variable visibility Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: •Need internal way finding/Amenity signs, symbols. Structures QTY CONDITION COMMENTS/NOTES Restrooms 4 ☐Poor ☐Fair ☒Good ☐Exc Shelters 5 ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 206 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball 7 ☐Poor ☐Fair ☒Good ☐Exc Soccer/Football Field 19 ☐Poor ☒Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area 3 ☐Poor ☐Fair ☒Good ☐Exc 1 accessible (sched. For replacement next year) Picnic ☐Poor ☐Fair ☒Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area 1 ☐Poor ☒Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station 1 ☐Poor ☐Fair ☐Good ☒Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket 1 ☐Poor ☐Fair ☒Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain X ☐Poor ☐Fair ☒Good ☐Exc Accessible play History/Memorial ☐Poor ☐Fair ☐Good ☐Exc Art/Sculpture 2 ☐Poor ☐Fair ☒Good ☐Exc Sculpture lawn, woods gateway, and trail Accessible ballfield 1 ☐Poor ☐Fair ☐Good ☒Exc Notes: •Dog area o Paint Bench. o Stained white fence. o Pavement deteriorating. o Put Dog waste cont. on permanent post. o “Natural” island needs mow strip to look more intentional, and for vehicle sight triangle. o Add more afternoon shade at entry. 207 •Soccer Fields o Site is missing turf fields and lights to be more functional o Appears that lawn repair from recent irrigation installation has not established. Site Furnishings QTY CONDITION COMMENTS/NOTES Benches ☐Poor ☐Fair ☐Good ☐Exc Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling ☐Poor ☐Fair ☐Good ☐Exc Bike Rack ☐Poor ☐Fair ☐Good ☐Exc Picnic Table X ☐Poor ☐Fair ☒Good ☐Exc Several throughout park Dog Waste Bag 1 ☐Poor ☐Fair ☒Good ☐Exc Temporary post Grill ☐Poor ☐Fair ☐Good ☐Exc Drink Vending 3 ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Bike racks and connection to city bike network should be added. General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☒Good ☐Exc Walkways ☐Poor ☐Fair ☒Good ☐Exc Trail walk ☐Poor ☒Fair ☐Good ☐Exc No signage or Map; Poison ivy at entry ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Areas feel disconnected- Internal paths and perimeter loop needed. •Site is exposed & very windy. •The community garden feels out of place with the other active sports programming – suggest relocation. General Condition of the Site Poor Fair X Good Excellent Notes: 208 Recommendations Needs Repaired: •Houchard access drive edges are rutted, unfinished appearance. •Houchard Entrance – metal “entrance” sign on stop sign post is unfastened – this sign should be removed – the Park identity sign is directly opposite of it. •Repair soccer lawn that has failed to establish. •Stone entry columns (Shire-Rings entry) need stone replaced •Baseball “barn” pavilion: remove vines and repaint wood surfaces • Needs Upgraded: •Dog park area should be redesigned: entry, people gathering spaces, dog amenities, artificial turf areas, replace or refinish fencing. •Add trail map •Add interior wayfinding and park map •Add perimeter loop trail •Add shade trees at soccer and parking. •Connect areas with path network internal (along drive?), and perimeter path. •Introduce turf fields with lighting. •Consider areas that can be transitioned from mowed lawn to meadow/ no-mow. •Staff – observed that additional parking is needed. 209 Darree_22 0801_001 Darree_22 0801_005 Darree_22 0801_009 Darree_22 0801_013 Darree_22 0801_017 Darree_22 0801_021 Darree_22 0801_002 Darree_22 0801_006 Darree_22 0801_010 Darree_22 0801_014 Darree_22 0801_018 Darree_22 0801_022 Darree_22 0801_003 Darree_22 0801_007 Darree_22 0801_011 Darree_22 0801_015 Darree_22 0801_019 Darree_22 0801_023 Darree_22 0801_004 Darree_22 0801_008 Darree_22 0801_012 Darree_22 0801_016 Darree_22 0801_020 Darree_22 0801_024 Dublin Parks and Recreation Master Plan 210 Darree_22 0801_025 Darree_22 0801_029 Darree_22 0801_033 Darree_22 0801_037 Darree_22 0801_041 Darree_22 0801_045 Darree_22 0801_026 Darree_22 0801_030 Darree_22 0801_034 Darree_22 0801_038 Darree_22 0801_042 Darree_22 0801_046 Darree_22 0801_027 Darree_22 0801_031 Darree_22 0801_035 Darree_22 0801_039 Darree_22 0801_043 Darree_22 0801_047 Darree_22 0801_028 Darree_22 0801_032 Darree_22 0801_036 Darree_22 0801_040 Darree_22 0801_044 Darree_22 0801_048 Dublin Parks and Recreation Master Plan 211 Darree_22 0801_049 Darree_22 0801_053 Darree_22 0801_057 Darree_22 0801_061 Darree_22 0801_065 Darree_22 0801_069 Darree_22 0801_050 Darree_22 0801_054 Darree_22 0801_058 Darree_22 0801_062 Darree_22 0801_066 Darree_22 0801_070 Darree_22 0801_051 Darree_22 0801_055 Darree_22 0801_059 Darree_22 0801_063 Darree_22 0801_067 Darree_22 0801_071 Darree_22 0801_052 Darree_22 0801_056 Darree_22 0801_060 Darree_22 0801_064 Darree_22 0801_068 Darree_22 0801_072 Dublin Parks and Recreation Master Plan 212 Darree_22 0801_073 Darree_22 0801_077 Darree_22 0801_081 Darree_22 0801_085 Darree_22 0801_089 Darree_22 0801_093 Darree_22 0801_074 Darree_22 0801_078 Darree_22 0801_082 Darree_22 0801_086 Darree_22 0801_090 Darree_22 0801_094 Darree_22 0801_075 Darree_22 0801_079 Darree_22 0801_083 Darree_22 0801_087 Darree_22 0801_091 Darree_22 0801_095 Darree_22 0801_076 Darree_22 0801_080 Darree_22 0801_084 Darree_22 0801_088 Darree_22 0801_092 Darree_22 0801_096 Dublin Parks and Recreation Master Plan 213 Darree_22 0801_097 Darree_22 0801_101 Darree_22 0801_105 Darree_22 0801_109 Darree_22 0801_113 Darree_22 0801_117 Darree_22 0801_098 Darree_22 0801_102 Darree_22 0801_106 Darree_22 0801_110 Darree_22 0801_114 Darree_22 0801_118 Darree_22 0801_099 Darree_22 0801_103 Darree_22 0801_107 Darree_22 0801_111 Darree_22 0801_115 Darree_22 0801_119 Darree_22 0801_100 Darree_22 0801_104 Darree_22 0801_108 Darree_22 0801_112 Darree_22 0801_116 Darree_22 0801_120 Dublin Parks and Recreation Master Plan 214 Darree_22 0801_121 Darree_22 0801_125 Darree_22 0801_129 Darree_22 0801_133 Darree_22 0801_137 Darree_22 0801_141 Darree_22 0801_122 Darree_22 0801_126 Darree_22 0801_130 Darree_22 0801_134 Darree_22 0801_138 Darree_22 0801_142 Darree_22 0801_123 Darree_22 0801_127 Darree_22 0801_131 Darree_22 0801_135 Darree_22 0801_139 Darree_22 0801_143 Darree_22 0801_124 Darree_22 0801_128 Darree_22 0801_132 Darree_22 0801_136 Darree_22 0801_140 Darree_22 0801_144 Dublin Parks and Recreation Master Plan 215 Darree_22 0801_145 Darree_22 0801_149 Darree_22 0801_153 Darree_22 0801_157 Darree_22 0801_161 Darree_22 0801_165 Darree_22 0801_146 Darree_22 0801_150 Darree_22 0801_154 Darree_22 0801_158 Darree_22 0801_162 Darree_22 0801_166 Darree_22 0801_147 Darree_22 0801_151 Darree_22 0801_155 Darree_22 0801_159 Darree_22 0801_163 Darree_22 0801_167 Darree_22 0801_148 Darree_22 0801_152 Darree_22 0801_156 Darree_22 0801_160 Darree_22 0801_164 Darree_22 0801_168 Dublin Parks and Recreation Master Plan 216 Darree_22 0801_169 Darree_22 0801_173 Darree_22 0801_177 Darree_22 0801_181 Darree_22 0801_170 Darree_22 0801_174 Darree_22 0801_178 Darree_22 0801_182 Darree_22 0801_171 Darree_22 0801_175 Darree_22 0801_179 Darree_22 0801_183 Darree_22 0801_172 Darree_22 0801_176 Darree_22 0801_180 Dublin Parks and Recreation Master Plan 217 Site/Park: Erlington Park_____________ Location: ___________ Date: 7/26 9:30____________ Completed By: RF 75 ° Overcast Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor Winter Heavy Fair x Spring x Moderate Good x Summer Light x Excellent x Fall Rare Notes: Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access x High visibility Private easement Moderately maintained / Variable access Moderate/variable visibility x Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: Structures QTY CONDITION COMMENTS/NOTES Restrooms ☐Poor ☐Fair ☐Good ☐Exc Shelters 1 ☐Poor ☒Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Shelter o Concrete expansion joints needs filler/ sealant. o Concrete at posts busted out. o Shelter roof missing shingles. 218 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball 2 ☐Poor ☐Fair ☒Good ☐Exc Weeds in infield Soccer/Football Field 4 ☐Poor ☐Fair ☒Good ☐Exc Youth size; grass Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area ☐Poor ☐Fair ☐Good ☐Exc Picnic ☐Poor ☐Fair ☐Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial ☐Poor ☐Fair ☐Good ☐Exc Art/Sculpture ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 219 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches ☐Poor ☐Fair ☐Good ☐Exc Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling 4/1 ☐Poor ☐Fair ☒Good ☐Exc Needs recycle at shelter Bike Rack 54 spaces ☐Poor ☐Fair ☐Good ☐Exc 24 space and 30 space-old concrete wheel-lock style at baseball fields Picnic Table 4 ☐Poor ☐Fair ☒Good ☐Exc 1 green table at pond is dented Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill 1 ☐Poor ☐Fair ☒Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☒Good ☐Exc Walkways ☐Poor ☐Fair ☒Good ☐Exc Path around pond is buckled from roots Trail walk ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Segmental unit wall at shelter is beginning to fall. •Path edge tree near pond needs to be replaced. •Lots of soil runoff/washout at baseball •Landscape area at baseball field could use curbs/edge. General Condition of the Site Poor X Fair Good Excellent Notes: 220 Recommendations Needs Repaired: •Buckled path at pond. •Green picnic table at pond. •Infields. •Landscape edges/ Erosion at ball field. •Some graffiti on Baseball benches/ shelter. •Segmental unit wall at shelter. •Shelter roof, columns, and pavement joints. •Baseball fence (near school) bent; needs painting. Needs Upgraded: •Replace Bike racks with best-practice style that supports locking both frame and wheel. •Sitting area at pond with fountain is a nice atmosphere, consider addition of patio/ permanent seating area. •Shelter area may benefit from upgrade/ replacement. 221 Earlington_22 0726_001 Earlington_22 0726_005 Earlington_22 0726_009 Earlington_22 0726_013 Earlington_22 0726_017 Earlington_22 0726_021 Earlington_22 0726_002 Earlington_22 0726_006 Earlington_22 0726_010 Earlington_22 0726_014 Earlington_22 0726_018 Earlington_22 0726_022 Earlington_22 0726_003 Earlington_22 0726_007 Earlington_22 0726_011 Earlington_22 0726_015 Earlington_22 0726_019 Earlington_22 0726_023 Earlington_22 0726_004 Earlington_22 0726_008 Earlington_22 0726_012 Earlington_22 0726_016 Earlington_22 0726_020 Earlington_22 0726_024 Dublin Parks and Recreation Master Plan 222 Earlington_22 0726_025 Earlington_22 0726_029 Earlington_22 0726_033 Earlington_22 0726_037 Earlington_22 0726_041 Earlington_22 0726_026 Earlington_22 0726_030 Earlington_22 0726_034 Earlington_22 0726_038 Earlington_22 0726_042 Earlington_22 0726_027 Earlington_22 0726_031 Earlington_22 0726_035 Earlington_22 0726_039 Earlington_22 0726_043 Earlington_22 0726_028 Earlington_22 0726_032 Earlington_22 0726_036 Earlington_22 0726_040 Earlington_22 0726_044 Dublin Parks and Recreation Master Plan 223 Site/Park: _____Emerald Fields________ Location: ___________ Date:_____7/26_______2:00 Completed By: RF 75° Overcast Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor Winter x Heavy Fair x Spring Moderate Good x Summer Light x Excellent x Fall Rare Notes: Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access x High visibility Private easement Moderately maintained / Variable access Moderate/variable visibility x Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: •Bike path should be connected to baseball fields – along drive, or between the two western fields. Structures QTY CONDITION COMMENTS/NOTES Restrooms 2 ☐Poor ☐Fair ☒Good ☐Exc Shelters 2 ☐Poor ☐Fair ☒Good ☐Exc Some graffiti Shade Sail 1 ☐Poor ☒Fair ☐Good ☐Exc Tears in fabric; Top cap out of place ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: Poor Drainage, closes 224 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball 3 ☐Poor ☐Fair ☒Good ☐Exc No score boards or lights due to nearby condos Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area 2 ☐Poor ☐Fair ☐Good ☐Exc Dedicated Special needs play ground Picnic ☐Poor ☐Fair ☐Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket 1 ☐Poor ☐Fair ☒Good ☐Exc multiuse Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial ☐Poor ☐Fair ☐Good ☐Exc Art/Sculpture ☐Poor ☐Fair ☐Good ☐Exc LaCross ☐Poor ☐Fair ☒Good ☐Exc multiuse Pump Track ☐Poor ☐Fair ☐Good ☐Exc Future, near water tower ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Maintain shop & RR. •Dublin youth athletic organization. •Dublin cricket (handle Scheduling). •Backstops need paint. 225 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches 1 ☐Poor ☐Fair ☐Good ☒Exc At restroom + Seat Walls Benches (playground) ER ☐Poor ☐Fair ☒Good ☐Exc Trash/Recycling ☐Poor ☐Fair ☒Good ☐Exc Yes Bike Rack 1 ☐Poor ☐Fair ☐Good ☐Exc North play Picnic Table 9 ☐Poor ☐Fair ☒Good ☐Exc Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill ☐Poor ☐Fair ☐Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •No bike racks at baseball. (Needed) •No bike racks at central play area. •Old fence style bike rack at play-north General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☒Good ☐Exc Walkways ☐Poor ☐Fair ☒Good ☐Exc Deteriorating at north play area Trail walk ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Much on sidewalks General Condition of the Site Poor Fair Good Excellent Notes: 226 Recommendations Needs Repaired: •Bike racks at baseball field & play needed. •Repair central play shade sail Needs Upgraded: •Path around north plays needs to be replaced. 227 Emerald Fields_22 0726_001 Emerald Fields_22 0726_005 Emerald Fields_22 0726_009 Emerald Fields_22 0726_013 Emerald Fields_22 0726_017 Emerald Fields_22 0726_021 Emerald Fields_22 0726_002 Emerald Fields_22 0726_006 Emerald Fields_22 0726_010 Emerald Fields_22 0726_014 Emerald Fields_22 0726_018 Emerald Fields_22 0726_022 Emerald Fields_22 0726_003 Emerald Fields_22 0726_007 Emerald Fields_22 0726_011 Emerald Fields_22 0726_015 Emerald Fields_22 0726_019 Emerald Fields_22 0726_023 Emerald Fields_22 0726_004 Emerald Fields_22 0726_008 Emerald Fields_22 0726_012 Emerald Fields_22 0726_016 Emerald Fields_22 0726_020 Emerald Fields_22 0726_024 Dublin Parks and Recreation Master Plan 228 Emerald Fields_22 0726_025 Emerald Fields_22 0726_029 Emerald Fields_22 0726_033 Emerald Fields_22 0726_037 Emerald Fields_22 0726_041 Emerald Fields_22 0726_045 Emerald Fields_22 0726_026 Emerald Fields_22 0726_030 Emerald Fields_22 0726_034 Emerald Fields_22 0726_038 Emerald Fields_22 0726_042 Emerald Fields_22 0726_046 Emerald Fields_22 0726_027 Emerald Fields_22 0726_031 Emerald Fields_22 0726_035 Emerald Fields_22 0726_039 Emerald Fields_22 0726_043 Emerald Fields_22 0726_047 Emerald Fields_22 0726_028 Emerald Fields_22 0726_032 Emerald Fields_22 0726_036 Emerald Fields_22 0726_040 Emerald Fields_22 0726_044 Emerald Fields_22 0726_048 Dublin Parks and Recreation Master Plan 229 Emerald Fields_22 0726_049 Emerald Fields_22 0726_053 Emerald Fields_22 0726_057 Emerald Fields_22 0726_061 Emerald Fields_22 0726_065 Emerald Fields_22 0726_069 Emerald Fields_22 0726_050 Emerald Fields_22 0726_054 Emerald Fields_22 0726_058 Emerald Fields_22 0726_062 Emerald Fields_22 0726_066 Emerald Fields_22 0726_070 Emerald Fields_22 0726_051 Emerald Fields_22 0726_055 Emerald Fields_22 0726_059 Emerald Fields_22 0726_063 Emerald Fields_22 0726_067 Emerald Fields_22 0726_071 Emerald Fields_22 0726_052 Emerald Fields_22 0726_056 Emerald Fields_22 0726_060 Emerald Fields_22 0726_064 Emerald Fields_22 0726_068 Emerald Fields_22 0726_072 Dublin Parks and Recreation Master Plan 230 Emerald Fields_22 0726_073 Emerald Fields_22 0726_074 Emerald Fields_22 0726_075 Emerald Fields_22 0726_076 Dublin Parks and Recreation Master Plan 231 Site/Park: Ferris-Wright Earth Works Location: ___________ Date: 7/26_______2:30_____ Completed By: RF 75° Drizzle Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor Winter Heavy Fair x Spring Moderate x Good x Summer x Light Excellent x Fall Rare Notes: •Park is the site of the 1st framed house in Dublin. Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access x High visibility Private easement Moderately maintained / Variable access Moderate/variable visibility x Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: •Access drive is to be shared with future commercial development along collector road. Park will be an immediate amenity to those future uses. Structures QTY CONDITION COMMENTS/NOTES Restrooms 1 ☐Poor ☐Fair ☒Good ☐Exc Shelters ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Needs a day-camp shelter. 232 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball ☐Poor ☐Fair ☐Good ☐Exc Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area ☐Poor ☐Fair ☐Good ☐Exc Picnic ☐Poor ☐Fair ☐Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial 1 ☐Poor ☐Fair ☒Good ☐Exc Historical Home site Art/Sculpture ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Observed supervised children exploring creek beneath footbridge, searching for/ studying creek-animals. •Master plan for park includes o Plaza in front of house paved path around park. o Fruit tree garden; o 1800’s-era program o Kitchen garden. •Current interpretive program is hosted here. 233 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches ☐Poor ☐Fair ☐Good ☐Exc Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling ☐Poor ☐Fair ☐Good ☐Exc Bike Rack 4 ☐Poor ☐Fair ☒Good ☐Exc 8 Spaces Picnic Table ☐Poor ☐Fair ☐Good ☐Exc Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill ☐Poor ☐Fair ☐Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Concrete seatwall at restroom building. General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☒Good ☐Exc Walkways ☐Poor ☐Fair ☐Good ☐Exc Trail walk ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Make creek access more purposeful. Link to caves in creek gorge. Link to river? •Glass/ Stone aggregate in the “Bear-Claw” paving form is coming up. (3-years old) General Condition of the Site Poor Fair X Good Excellent Notes: 234 Recommendations Needs Repaired: •Repair “Bear-Claw” paving inlay. Consider alternative material for more longevity. Needs Upgraded: •Add informational signage •Add history signage •Add Day-Camp shelter. •Improve nature trails to and along creek; improve creek access 235 Ferris-Wright_22 0726_001 Ferris-Wright_22 0726_005 Ferris-Wright_22 0726_009 Ferris-Wright_22 0726_013 Ferris-Wright_22 0726_017 Ferris-Wright_22 0726_021 Ferris-Wright_22 0726_002 Ferris-Wright_22 0726_006 Ferris-Wright_22 0726_010 Ferris-Wright_22 0726_014 Ferris-Wright_22 0726_018 Ferris-Wright_22 0726_022 Ferris-Wright_22 0726_003 Ferris-Wright_22 0726_007 Ferris-Wright_22 0726_011 Ferris-Wright_22 0726_015 Ferris-Wright_22 0726_019 Ferris-Wright_22 0726_023 Ferris-Wright_22 0726_004 Ferris-Wright_22 0726_008 Ferris-Wright_22 0726_012 Ferris-Wright_22 0726_016 Ferris-Wright_22 0726_020 Ferris-Wright_22 0726_024 Dublin Parks and Recreation Master Plan 236 Ferris-Wright_22 0726_025 Ferris-Wright_22 0726_029 Ferris-Wright_22 0726_033 Ferris-Wright_22 0726_037 Ferris-Wright_22 0726_041 Ferris-Wright_22 0726_045 Ferris-Wright_22 0726_026 Ferris-Wright_22 0726_030 Ferris-Wright_22 0726_034 Ferris-Wright_22 0726_038 Ferris-Wright_22 0726_042 Ferris-Wright_22 0726_046 Ferris-Wright_22 0726_027 Ferris-Wright_22 0726_031 Ferris-Wright_22 0726_035 Ferris-Wright_22 0726_039 Ferris-Wright_22 0726_043 Ferris-Wright_22 0726_047 Ferris-Wright_22 0726_028 Ferris-Wright_22 0726_032 Ferris-Wright_22 0726_036 Ferris-Wright_22 0726_040 Ferris-Wright_22 0726_044 Ferris-Wright_22 0726_048 Dublin Parks and Recreation Master Plan 237 Ferris-Wright_22 0726_049 Ferris-Wright_22 0726_050 Ferris-Wright_22 0726_051 Dublin Parks and Recreation Master Plan 238 Site/Park: Frantz Park _____________ Location: ___________ Date: 08/11____________ Completed By: 73° Sunny Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS x Poor x Winter Heavy Fair x Spring Moderate Good x Summer Light Excellent x Fall x Rare Notes: •No ID signs. Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) X Public road x Well maintained / Reliable access x High visibility x Private easement Moderately maintained / Variable access Moderate/variable visibility x Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: •Entry/ Arrival is uncelebrated. •There is no dedicated formal parking. Adjacent office parking area is posted as “private property”. Parking is limited to side-of-the-road, which is unimproved shoulder. Structures QTY CONDITION COMMENTS/NOTES Restrooms 0 ☐Poor ☐Fair ☐Good ☐Exc Shelters 0 ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 239 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball ☐Poor ☐Fair ☐Good ☐Exc Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area ☐Poor ☐Fair ☐Good ☐Exc Picnic ☐Poor ☐Fair ☐Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial ☐Poor ☐Fair ☐Good ☐Exc Art/Sculpture 1 ☐Poor ☐Fair ☒Good ☐Exc Corn with historical story plaques ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 240 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches 2 ☐Poor ☒Fair ☐Good ☐Exc Wood is carved up Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling 1 ☐Poor ☐Fair ☐Good ☐Exc Trash Bike Rack ☐Poor ☐Fair ☐Good ☐Exc Picnic Table ☐Poor ☐Fair ☐Good ☐Exc Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill ☐Poor ☐Fair ☐Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☒Good ☐Exc Walkways ☐Poor ☐Fair ☐Good ☐Exc Trail walk ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Access drive is in “fair” condition. General Condition of the Site Poor Fair X Good Excellent Notes: 241 Recommendations Needs Repaired: •Wood benches should be repaired or replace. Needs Upgraded: •Site may have more use/significance as adjacent development is completed and park can be utilized for lunch, small gatherings. •Osage Orange grove is a nice shady spot. Consider improvements for parking and pedestrian access. •Add recycling receptacle 242 Frantz_22 0811_001 Frantz_22 0811_005 Frantz_22 0811_009 Frantz_22 0811_013 Frantz_22 0811_017 Frantz_22 0811_021 Frantz_22 0811_002 Frantz_22 0811_006 Frantz_22 0811_010 Frantz_22 0811_014 Frantz_22 0811_018 Frantz_22 0811_022 Frantz_22 0811_003 Frantz_22 0811_007 Frantz_22 0811_011 Frantz_22 0811_015 Frantz_22 0811_019 Frantz_22 0811_023 Frantz_22 0811_004 Frantz_22 0811_008 Frantz_22 0811_012 Frantz_22 0811_016 Frantz_22 0811_020 Frantz_22 0811_024 Dublin Parks and Recreation Master Plan 243 Frantz_22 0811_025 Frantz_22 0811_026 Frantz_22 0811_027 Frantz_22 0811_028 Dublin Parks and Recreation Master Plan 244 Site/Park: Indian Run Falls_____________ Location: ___________ Date: 8/11 11:15____________ Completed By: RF 75° Sunny Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor x Winter Heavy Fair x Spring x Moderate x Good x Summer Light Excellent x Fall Rare Notes: Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access High visibility Private easement Moderately maintained / Variable access x Moderate/variable visibility Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: Structures QTY CONDITION COMMENTS/NOTES Restrooms ☐Poor ☐Fair ☐Good ☐Exc Shelters 2 ☐Poor ☐Fair ☒Good ☐Exc Sign Kiosk 2 ☐Poor ☐Fair ☒Good ☐Exc Signage/ map missing on kiosk; Post-office entry is missing sing- board. ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 245 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball ☐Poor ☐Fair ☐Good ☐Exc Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area ☐Poor ☐Fair ☐Good ☐Exc Picnic 1 ☐Poor ☐Fair ☒Good ☐Exc Grass/ tree area at Veterans Park side Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial 1 ☐Poor ☐Fair ☒Good ☐Exc Cabin & Shed Art/Sculpture ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Historical cabin could use formal signage. The story was a white-paper taped inside the window. 246 DRAFT Site Furnishings QTY CONDITION COMMENTS/NOTES Benches 5 ☐Poor ☐Fair ☒Good ☐Exc Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling 5 ☐Poor ☐Fair ☐Good ☐Exc Trash only Bike Rack 1 ☐Poor ☐Fair ☐Good ☐Exc 5 Spaces Picnic Table 8 ☐Poor ☐Fair ☒Good ☐Exc At Veteran’s Park side Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill ☐Poor ☐Fair ☐Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Bench & trash don’t match other parks. General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☒Good ☐Exc Walkways ☐Poor ☐Fair ☐Good ☐Exc Trail walk ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Understory growth obscures views of falls from overlooks. •Some parts of trail near school ball-fields showing washout. General Condition of the Site Poor Fair X Good Excellent Notes: •Some guard-rail caps need replacement. 247 Recommendations Needs Repaired: •Guardrail caps •Trail areas with washout – shore up edges, add underdrainage, intercept offsite runoff. •Kiosk sign board; add signage and map. Needs Upgraded: •Add grills to shelters. •Add steps from grounds of remembrance entrance to improve accessibility. •Introduce signage to tell the story of permeable paving, the falls, Ohio geology etc. •Trail map- emphasis on connections to historic district & library. Add pedestrian wayfinding signage in historic district, from new bridge. •Extend sidewalk along Shawan Falls Drive to connect to Bridge Street sidewalk, so Indian Falls trail can be used as a connector between West Bridge Street businesses and the Library/ Dublin Road area. •Formalize entry/ connection from Sells Middle School. 248 Indian Run Falls_22 0811_001 Indian Run Falls_22 0811_005 Indian Run Falls_22 0811_009 Indian Run Falls_22 0811_013 Indian Run Falls_22 0811_017 Indian Run Falls_22 0811_021 Indian Run Falls_22 0811_002 Indian Run Falls_22 0811_006 Indian Run Falls_22 0811_010 Indian Run Falls_22 0811_014 Indian Run Falls_22 0811_018 Indian Run Falls_22 0811_022 Indian Run Falls_22 0811_003 Indian Run Falls_22 0811_007 Indian Run Falls_22 0811_011 Indian Run Falls_22 0811_015 Indian Run Falls_22 0811_019 Indian Run Falls_22 0811_023 Indian Run Falls_22 0811_004 Indian Run Falls_22 0811_008 Indian Run Falls_22 0811_012 Indian Run Falls_22 0811_016 Indian Run Falls_22 0811_020 Indian Run Falls_22 0811_024 Dublin Parks and Recreation Master Plan 249 Indian Run Falls_22 0811_025 Indian Run Falls_22 0811_029 Indian Run Falls_22 0811_033 Indian Run Falls_22 0811_037 Indian Run Falls_22 0811_041 Indian Run Falls_22 0811_045 Indian Run Falls_22 0811_026 Indian Run Falls_22 0811_030 Indian Run Falls_22 0811_034 Indian Run Falls_22 0811_038 Indian Run Falls_22 0811_042 Indian Run Falls_22 0811_046 Indian Run Falls_22 0811_027 Indian Run Falls_22 0811_031 Indian Run Falls_22 0811_035 Indian Run Falls_22 0811_039 Indian Run Falls_22 0811_043 Indian Run Falls_22 0811_047 Indian Run Falls_22 0811_028 Indian Run Falls_22 0811_032 Indian Run Falls_22 0811_036 Indian Run Falls_22 0811_040 Indian Run Falls_22 0811_044 Indian Run Falls_22 0811_048 Dublin Parks and Recreation Master Plan 250 Indian Run Falls_22 0811_049 Indian Run Falls_22 0811_053 Indian Run Falls_22 0811_057 Indian Run Falls_22 0811_061 Indian Run Falls_22 0811_065 Indian Run Falls_22 0811_069 Indian Run Falls_22 0811_050 Indian Run Falls_22 0811_054 Indian Run Falls_22 0811_058 Indian Run Falls_22 0811_062 Indian Run Falls_22 0811_066 Indian Run Falls_22 0811_070 Indian Run Falls_22 0811_051 Indian Run Falls_22 0811_055 Indian Run Falls_22 0811_059 Indian Run Falls_22 0811_063 Indian Run Falls_22 0811_067 Indian Run Falls_22 0811_071 Indian Run Falls_22 0811_052 Indian Run Falls_22 0811_056 Indian Run Falls_22 0811_060 Indian Run Falls_22 0811_064 Indian Run Falls_22 0811_068 Indian Run Falls_22 0811_072 Dublin Parks and Recreation Master Plan 251 Indian Run Falls_22 0811_073 Indian Run Falls_22 0811_077 Indian Run Falls_22 0811_081 Indian Run Falls_22 0811_085 Indian Run Falls_22 0811_089 Indian Run Falls_22 0811_093 Indian Run Falls_22 0811_074 Indian Run Falls_22 0811_078 Indian Run Falls_22 0811_082 Indian Run Falls_22 0811_086 Indian Run Falls_22 0811_090 Indian Run Falls_22 0811_094 Indian Run Falls_22 0811_075 Indian Run Falls_22 0811_079 Indian Run Falls_22 0811_083 Indian Run Falls_22 0811_087 Indian Run Falls_22 0811_091 Indian Run Falls_22 0811_095 Indian Run Falls_22 0811_076 Indian Run Falls_22 0811_080 Indian Run Falls_22 0811_084 Indian Run Falls_22 0811_088 Indian Run Falls_22 0811_092 Indian Run Falls_22 0811_096 Dublin Parks and Recreation Master Plan 252 Indian Run Falls_22 0811_097 Indian Run Falls_22 0811_101 Indian Run Falls_22 0811_105 Indian Run Falls_22 0811_109 Indian Run Falls_22 0811_113 Indian Run Falls_22 0811_117 Indian Run Falls_22 0811_098 Indian Run Falls_22 0811_102 Indian Run Falls_22 0811_106 Indian Run Falls_22 0811_110 Indian Run Falls_22 0811_114 Indian Run Falls_22 0811_118 Indian Run Falls_22 0811_099 Indian Run Falls_22 0811_103 Indian Run Falls_22 0811_107 Indian Run Falls_22 0811_111 Indian Run Falls_22 0811_115 Indian Run Falls_22 0811_119 Indian Run Falls_22 0811_100 Indian Run Falls_22 0811_104 Indian Run Falls_22 0811_108 Indian Run Falls_22 0811_112 Indian Run Falls_22 0811_116 Indian Run Falls_22 0811_120 Dublin Parks and Recreation Master Plan 253 Indian Run Falls_22 0811_121 Indian Run Falls_22 0811_125 Indian Run Falls_22 0811_129 Indian Run Falls_22 0811_133 Indian Run Falls_22 0811_122 Indian Run Falls_22 0811_126 Indian Run Falls_22 0811_130 Indian Run Falls_22 0811_134 Indian Run Falls_22 0811_123 Indian Run Falls_22 0811_127 Indian Run Falls_22 0811_131 Indian Run Falls_22 0811_135 Indian Run Falls_22 0811_124 Indian Run Falls_22 0811_128 Indian Run Falls_22 0811_132 Indian Run Falls_22 0811_136 Dublin Parks and Recreation Master Plan 254 Site/Park: Erlington Park Pool North_____________ Location: ___________ Date: 7/26__________9:00 Completed By: RF 75 ° Overcast Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor Winter Heavy x Fair Spring X Moderate Good x Summer Light Excellent Fall Rare Notes: •Not open – no observed users •No pool sign at parking entry; park sign is away from road in parking area Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access x High visibility Private easement Moderately maintained / Variable access Moderate/variable visibility Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: Shares parking with park & school Structures QTY CONDITION COMMENTS/NOTES Restrooms 1 ☐Poor ☐Fair ☐Good ☒Exc Main Building 1 ☐Poor ☐Fair ☐Good ☒Exc Large Shade Canopies 2 ☐Poor ☐Fair ☐Good ☒Exc Small Shade Canopies 4 ☐Poor ☐Fair ☐Good ☒Exc Storage Building 3 ☐Poor ☐Fair ☐Good ☒Exc Notes: Facility is new. 255 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball ☐Poor ☐Fair ☐Good ☐Exc Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area ☐Poor ☐Fair ☐Good ☐Exc Picnic ☐Poor ☐Fair ☐Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool 2 ☐Poor ☐Fair ☐Good ☒Exc 8-Lap lanes; 1 leisure pool; Zero entry Wading Pool 1 ☐Poor ☐Fair ☐Good ☒Exc Splash Pad 1 ☐Poor ☐Fair ☐Good ☒Exc Water Park 1 ☐Poor ☐Fair ☐Good ☒Exc 2 Water slides; Climbing wall In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial ☐Poor ☐Fair ☐Good ☐Exc Art/Sculpture ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: Lots of bike racks; Heavily used. 256 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches ☐Poor ☐Fair ☐Good ☐Exc Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling ☐Poor ☐Fair ☐Good ☐Exc Bike Rack 48 ☐Poor ☐Fair ☐Good ☒Exc 48 Racks= 96 spaces Picnic Table 4 ☐Poor ☐Fair ☐Good ☒Exc Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill ☐Poor ☐Fair ☐Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☒Good ☐Exc Walkways ☐Poor ☐Fair ☐Good ☒Exc Trail walk ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: Lawn outside fence along road is not fully established; rocky soil; also upper level lawn area at canopies. General Condition of the Site Poor Fair Good X Excellent Notes: 257 Recommendations Needs Repaired: •Broken up-light along fence at road. •Flagpole located within trees should be relocated. Needs Upgraded: •None – new facility 258 Dublin Pool North_22 0726_001 Dublin Pool North_22 0726_005 Dublin Pool North_22 0726_009 Dublin Pool North_22 0726_013 Dublin Pool North_22 0726_017 Dublin Pool North_22 0726_021 Dublin Pool North_22 0726_002 Dublin Pool North_22 0726_006 Dublin Pool North_22 0726_010 Dublin Pool North_22 0726_014 Dublin Pool North_22 0726_018 Dublin Pool North_22 0726_022 Dublin Pool North_22 0726_003 Dublin Pool North_22 0726_007 Dublin Pool North_22 0726_011 Dublin Pool North_22 0726_015 Dublin Pool North_22 0726_019 Dublin Pool North_22 0726_023 Dublin Pool North_22 0726_004 Dublin Pool North_22 0726_008 Dublin Pool North_22 0726_012 Dublin Pool North_22 0726_016 Dublin Pool North_22 0726_020 Dublin Pool North_22 0726_024 Dublin Parks and Recreation Master Plan 259 Dublin Pool North_22 0726_025 Dublin Pool North_22 0726_026 Dublin Pool North_22 0726_027 Dublin Pool North_22 0726_028 Dublin Parks and Recreation Master Plan 260 Site/Park: Dublin Community Pool Ballantrae___ Location: Ballantrae___________ Date: 7/26____________8.30 Completed By: RF 75° Overlast Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor Winter Heavy Fair Spring Moderate Good x Summer Light x Excellent Fall Rare Notes: Not open/ No users when observed Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access x High visibility Private easement Moderately maintained / Variable access Moderate/variable visibility Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: Structures QTY CONDITION COMMENTS/NOTES Restrooms ☐Poor ☐Fair ☐Good ☐Exc Shelters 5 ☐Poor ☐Fair ☒Good ☐Exc Gate House 2 ☐Poor ☐Fair ☒Good ☐Exc Main Building 1 ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 261 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball ☐Poor ☐Fair ☐Good ☐Exc Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area ☐Poor ☐Fair ☐Good ☐Exc Picnic ☐Poor ☐Fair ☐Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool X ☐Poor ☐Fair ☒Good ☐Exc 8-Lane Lap, 1 leisure W/ Fountain 2-Water slides & Zero entry Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park 1 ☐Poor ☐Fair ☐Good ☐Exc See above In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial ☐Poor ☐Fair ☐Good ☐Exc Art/Sculpture ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 262 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches 6 ☐Poor ☐Fair ☐Good ☒Exc Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling 1 ☐Poor ☐Fair ☒Good ☐Exc Outside Bike Rack 10 ☐Poor ☐Fair ☒Good ☐Exc 20 Parking spaces Picnic Table 11 ☐Poor ☐Fair ☒Good ☐Exc Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill ☐Poor ☐Fair ☐Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Add trash/ recycling around site (trash was observed on the ground in the parking areas) General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☒Good ☐Exc Walkways ☐Poor ☐Fair ☒Good ☐Exc Trail walk ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: General Condition of the Site Poor Fair X Good Excellent Notes: 263 Recommendations Needs Repaired: •Add/ expand enclosure for extra dumpster. •Some trash observed on grass (receptacle hasn’t been emptied). •Outside edge of parking- uncurbed- some soil erosion-Correct drainage. Needs Upgraded: 264 Dublin Pool South_22 0811_001 Dublin Pool South_22 0811_005 Dublin Pool South_22 0811_009 Dublin Pool South_22 0811_013 Dublin Pool South_22 0811_017 Dublin Pool South_22 0811_021 Dublin Pool South_22 0811_002 Dublin Pool South_22 0811_006 Dublin Pool South_22 0811_010 Dublin Pool South_22 0811_014 Dublin Pool South_22 0811_018 Dublin Pool South_22 0811_022 Dublin Pool South_22 0811_003 Dublin Pool South_22 0811_007 Dublin Pool South_22 0811_011 Dublin Pool South_22 0811_015 Dublin Pool South_22 0811_019 Dublin Pool South_22 0811_023 Dublin Pool South_22 0811_004 Dublin Pool South_22 0811_008 Dublin Pool South_22 0811_012 Dublin Pool South_22 0811_016 Dublin Pool South_22 0811_020 Dublin Pool South_22 0811_024 Dublin Parks and Recreation Master Plan 265 Dublin Pool South_22 0811_025 Dublin Pool South_22 0811_029 Dublin Pool South_22 0811_033 Dublin Pool South_22 0811_037 Dublin Pool South_22 0811_041 Dublin Pool South_22 0811_045 Dublin Pool South_22 0811_026 Dublin Pool South_22 0811_030 Dublin Pool South_22 0811_034 Dublin Pool South_22 0811_038 Dublin Pool South_22 0811_042 Dublin Pool South_22 0811_046 Dublin Pool South_22 0811_027 Dublin Pool South_22 0811_031 Dublin Pool South_22 0811_035 Dublin Pool South_22 0811_039 Dublin Pool South_22 0811_043 Dublin Pool South_22 0811_028 Dublin Pool South_22 0811_032 Dublin Pool South_22 0811_036 Dublin Pool South_22 0811_040 Dublin Pool South_22 0811_044 Dublin Parks and Recreation Master Plan 266 Site/Park: Red Trabue Nature Preserve Location: ___________ Date:__8/11 4:00______ Completed By: RF; 80˚ Sunny Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor X Winter Heavy Fair X Spring Moderate X Good X Summer X Light Excellent X Fall Rare Notes: Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) X Public road X Well maintained / Reliable access X High visibility Private easement Moderately maintained / Variable access Moderate/variable visibility X Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: Structures QTY CONDITION COMMENTS/NOTES Restrooms 0 ☐Poor ☐Fair ☐Good ☐Exc Shelters 0 ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Opportunity for pavilion – rentable, wedding venue. •Restroom is needed 267 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball ☐Poor ☐Fair ☐Good ☐Exc Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area ☐Poor ☐Fair ☐Good ☐Exc Picnic ☐Poor ☐Fair ☐Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial 1 ☐Poor ☐Fair ☒Good ☐Exc Historical cabin with demonstration garden Art/Sculpture ☐Poor ☐Fair ☐Good ☐Exc Fishing ☐Poor ☐Fair ☒Good ☐Exc Pond with wood pier and benches ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: All paved -Pond, Fishing pier, Hist. Cabin. -Connects through Indian Run Meadow’s 268 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches 4 ☐Poor ☐Fair ☒Good ☐Exc Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling 3/1 ☐Poor ☐Fair ☒Good ☐Exc Bike Rack 1 ☐Poor ☐Fair ☒Good ☐Exc Picnic Table 4 ☐Poor ☐Fair ☒Good ☐Exc Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill ☐Poor ☐Fair ☐Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☐Good ☒Exc Walkways ☐Poor ☐Fair ☐Good ☒Exc Trail walk ☐Poor ☐Fair ☐Good ☒Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: General Condition of the Site Poor Fair Good X Excellent Notes: 269 Recommendations Needs Repaired: •Sign at boardwalk needs replaced (mower damage) •In the front garden – stone seatwall area: pavers are heaving and need reset. Needs Upgraded: •Add pavilion with restroom; parking, and amenities for rental/ wedding venue. •Park boundary adjacent to senior living open space is not clearly defined and was mistaken as part of the public park. Observed other park users going onto the private property. •Add bike parking at boardwalk •Consider identity signs at pedestrian entries (neighborhood connections) •Add a bench at the frog pond •Add signs throughout the park with QR code to Dublin GIS Tree mapping – can a tool be created that immediately opens with only trees and aerial photo – as an arboretum learning tool? (on the GIS tree tag, the “learn more” link is not very helpful. It opens a generic search portal at OSU HCS, but not the tree selected.) Add WIFI to help facilitate its use. •Explore park design techniques that can support this park’s use as an arboretum, learning lab, pond/ wetland study. Coordinate regular school program use with Karrer Middle School. 270 Red Trabue_22 0811_001 Red Trabue_22 0811_005 Red Trabue_22 0811_009 Red Trabue_22 0811_013 Red Trabue_22 0811_017 Red Trabue_22 0811_021 Red Trabue_22 0811_002 Red Trabue_22 0811_006 Red Trabue_22 0811_010 Red Trabue_22 0811_014 Red Trabue_22 0811_018 Red Trabue_22 0811_022 Red Trabue_22 0811_003 Red Trabue_22 0811_007 Red Trabue_22 0811_011 Red Trabue_22 0811_015 Red Trabue_22 0811_019 Red Trabue_22 0811_023 Red Trabue_22 0811_004 Red Trabue_22 0811_008 Red Trabue_22 0811_012 Red Trabue_22 0811_016 Red Trabue_22 0811_020 Red Trabue_22 0811_024 Dublin Parks and Recreation Master Plan 271 Red Trabue_22 0811_025 Red Trabue_22 0811_029 Red Trabue_22 0811_033 Red Trabue_22 0811_037 Red Trabue_22 0811_041 Red Trabue_22 0811_045 Red Trabue_22 0811_026 Red Trabue_22 0811_030 Red Trabue_22 0811_034 Red Trabue_22 0811_038 Red Trabue_22 0811_042 Red Trabue_22 0811_046 Red Trabue_22 0811_027 Red Trabue_22 0811_031 Red Trabue_22 0811_035 Red Trabue_22 0811_039 Red Trabue_22 0811_043 Red Trabue_22 0811_047 Red Trabue_22 0811_028 Red Trabue_22 0811_032 Red Trabue_22 0811_036 Red Trabue_22 0811_040 Red Trabue_22 0811_044 Red Trabue_22 0811_048 Dublin Parks and Recreation Master Plan 272 Red Trabue_22 0811_049 Red Trabue_22 0811_053 Red Trabue_22 0811_057 Red Trabue_22 0811_061 Red Trabue_22 0811_065 Red Trabue_22 0811_069 Red Trabue_22 0811_050 Red Trabue_22 0811_054 Red Trabue_22 0811_058 Red Trabue_22 0811_062 Red Trabue_22 0811_066 Red Trabue_22 0811_070 Red Trabue_22 0811_051 Red Trabue_22 0811_055 Red Trabue_22 0811_059 Red Trabue_22 0811_063 Red Trabue_22 0811_067 Red Trabue_22 0811_071 Red Trabue_22 0811_052 Red Trabue_22 0811_056 Red Trabue_22 0811_060 Red Trabue_22 0811_064 Red Trabue_22 0811_068 Red Trabue_22 0811_072 Dublin Parks and Recreation Master Plan 273 Red Trabue_22 0811_073 Red Trabue_22 0811_077 Red Trabue_22 0811_081 Red Trabue_22 0811_085 Red Trabue_22 0811_089 Red Trabue_22 0811_093 Red Trabue_22 0811_074 Red Trabue_22 0811_078 Red Trabue_22 0811_082 Red Trabue_22 0811_086 Red Trabue_22 0811_090 Red Trabue_22 0811_094 Red Trabue_22 0811_075 Red Trabue_22 0811_079 Red Trabue_22 0811_083 Red Trabue_22 0811_087 Red Trabue_22 0811_091 Red Trabue_22 0811_095 Red Trabue_22 0811_076 Red Trabue_22 0811_080 Red Trabue_22 0811_084 Red Trabue_22 0811_088 Red Trabue_22 0811_092 Red Trabue_22 0811_096 Dublin Parks and Recreation Master Plan 274 Red Trabue_22 0811_097 Red Trabue_22 0811_101 Red Trabue_22 0811_105 Red Trabue_22 0811_109 Red Trabue_22 0811_113 Red Trabue_22 0811_117 Red Trabue_22 0811_098 Red Trabue_22 0811_102 Red Trabue_22 0811_106 Red Trabue_22 0811_110 Red Trabue_22 0811_114 Red Trabue_22 0811_118 Red Trabue_22 0811_099 Red Trabue_22 0811_103 Red Trabue_22 0811_107 Red Trabue_22 0811_111 Red Trabue_22 0811_115 Red Trabue_22 0811_119 Red Trabue_22 0811_100 Red Trabue_22 0811_104 Red Trabue_22 0811_108 Red Trabue_22 0811_112 Red Trabue_22 0811_116 Red Trabue_22 0811_120 Dublin Parks and Recreation Master Plan 275 Red Trabue_22 0811_121 Red Trabue_22 0811_125 Red Trabue_22 0811_122 Red Trabue_22 0811_126 Red Trabue_22 0811_123 Red Trabue_22 0811_127 Red Trabue_22 0811_124 Dublin Parks and Recreation Master Plan 276 Site/Park: Riverside Crossing_____________ Location: ___________ Date: 8/11 1:30____________ Completed By: RF 81° Sunny Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor x Winter x Heavy Fair x Spring Moderate Good x Summer Light x Excellent x Fall Rare Notes: •Brand new park- in high traffic/high density area. •Heavy use. Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access x High visibility Private easement Moderately maintained / Variable access Moderate/variable visibility x Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: Structures QTY CONDITION COMMENTS/NOTES Restrooms 1 ☐Poor ☐Fair ☐Good ☒Exc Shelters 1 ☐Poor ☐Fair ☐Good ☒Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 277 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball ☐Poor ☐Fair ☐Good ☐Exc Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area ☐Poor ☐Fair ☐Good ☐Exc Picnic 1 ☐Poor ☐Fair ☐Good ☒Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc In winter Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial ☐Poor ☐Fair ☐Good ☐Exc Art/Sculpture ☐Poor ☐Fair ☐Good ☐Exc Interactive Fountain 2 ☐Poor ☐Fair ☐Good ☒Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 278 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches 13 ☐Poor ☐Fair ☐Good ☒Exc Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling 9/9 ☐Poor ☐Fair ☐Good ☒Exc Bike Rack ☐Poor ☐Fair ☐Good ☐Exc Picnic Table 21 ☐Poor ☐Fair ☐Good ☒Exc Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill ☐Poor ☐Fair ☐Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc Adirondak Chairs 14 ☐Poor ☐Fair ☐Good ☒Exc Food waste 4 ☐Poor ☐Fair ☐Good ☒Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☐Good ☒Exc Walkways ☐Poor ☐Fair ☐Good ☒Exc Trail walk ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: Some erosion along North Patio. General Condition of the Site Poor Fair Good Excellent Notes: Excellent 279 Recommendations Needs Repaired: •Riverside Drive tunnel has layer of sand on floor. •Riverside Drive tunnel has graffiti remnants. Needs Upgraded: •Lots of cigarette butts- Consider adding ash urns. 280 Riverside Crossing_22 0811_001 Riverside Crossing_22 0811_005 Riverside Crossing_22 0811_009 Riverside Crossing_22 0811_013 Riverside Crossing_22 0811_017 Riverside Crossing_22 0811_021 Riverside Crossing_22 0811_002 Riverside Crossing_22 0811_006 Riverside Crossing_22 0811_010 Riverside Crossing_22 0811_014 Riverside Crossing_22 0811_018 Riverside Crossing_22 0811_022 Riverside Crossing_22 0811_003 Riverside Crossing_22 0811_007 Riverside Crossing_22 0811_011 Riverside Crossing_22 0811_015 Riverside Crossing_22 0811_019 Riverside Crossing_22 0811_023 Riverside Crossing_22 0811_004 Riverside Crossing_22 0811_008 Riverside Crossing_22 0811_012 Riverside Crossing_22 0811_016 Riverside Crossing_22 0811_020 Riverside Crossing_22 0811_024 Dublin Parks and Recreation Master Plan 281 Riverside Crossing_22 0811_025 Riverside Crossing_22 0811_029 Riverside Crossing_22 0811_033 Riverside Crossing_22 0811_037 Riverside Crossing_22 0811_041 Riverside Crossing_22 0811_045 Riverside Crossing_22 0811_026 Riverside Crossing_22 0811_030 Riverside Crossing_22 0811_034 Riverside Crossing_22 0811_038 Riverside Crossing_22 0811_042 Riverside Crossing_22 0811_046 Riverside Crossing_22 0811_027 Riverside Crossing_22 0811_031 Riverside Crossing_22 0811_035 Riverside Crossing_22 0811_039 Riverside Crossing_22 0811_043 Riverside Crossing_22 0811_047 Riverside Crossing_22 0811_028 Riverside Crossing_22 0811_032 Riverside Crossing_22 0811_036 Riverside Crossing_22 0811_040 Riverside Crossing_22 0811_044 Riverside Crossing_22 0811_048 Dublin Parks and Recreation Master Plan 282 Riverside Crossing_22 0811_049 Riverside Crossing_22 0811_053 Riverside Crossing_22 0811_057 Riverside Crossing_22 0811_061 Riverside Crossing_22 0811_065 Riverside Crossing_22 0811_069 Riverside Crossing_22 0811_050 Riverside Crossing_22 0811_054 Riverside Crossing_22 0811_058 Riverside Crossing_22 0811_062 Riverside Crossing_22 0811_066 Riverside Crossing_22 0811_070 Riverside Crossing_22 0811_051 Riverside Crossing_22 0811_055 Riverside Crossing_22 0811_059 Riverside Crossing_22 0811_063 Riverside Crossing_22 0811_067 Riverside Crossing_22 0811_071 Riverside Crossing_22 0811_052 Riverside Crossing_22 0811_056 Riverside Crossing_22 0811_060 Riverside Crossing_22 0811_064 Riverside Crossing_22 0811_068 Riverside Crossing_22 0811_072 Dublin Parks and Recreation Master Plan 283 Riverside Crossing_22 0811_073 Riverside Crossing_22 0811_077 Riverside Crossing_22 0811_081 Riverside Crossing_22 0811_085 Riverside Crossing_22 0811_089 Riverside Crossing_22 0811_093 Riverside Crossing_22 0811_074 Riverside Crossing_22 0811_078 Riverside Crossing_22 0811_082 Riverside Crossing_22 0811_086 Riverside Crossing_22 0811_090 Riverside Crossing_22 0811_094 Riverside Crossing_22 0811_075 Riverside Crossing_22 0811_079 Riverside Crossing_22 0811_083 Riverside Crossing_22 0811_087 Riverside Crossing_22 0811_091 Riverside Crossing_22 0811_095 Riverside Crossing_22 0811_076 Riverside Crossing_22 0811_080 Riverside Crossing_22 0811_084 Riverside Crossing_22 0811_088 Riverside Crossing_22 0811_092 Riverside Crossing_22 0811_096 Dublin Parks and Recreation Master Plan 284 Riverside Crossing_22 0811_097 Riverside Crossing_22 0811_101 Riverside Crossing_22 0811_105 Riverside Crossing_22 0811_109 Riverside Crossing_22 0811_113 Riverside Crossing_22 0811_098 Riverside Crossing_22 0811_102 Riverside Crossing_22 0811_106 Riverside Crossing_22 0811_110 Riverside Crossing_22 0811_099 Riverside Crossing_22 0811_103 Riverside Crossing_22 0811_107 Riverside Crossing_22 0811_111 Riverside Crossing_22 0811_100 Riverside Crossing_22 0811_104 Riverside Crossing_22 0811_108 Riverside Crossing_22 0811_112 Dublin Parks and Recreation Master Plan 285 Site/Park: Scioto Park _____________ Location: ___________ Date: 7/26 1:00____________ Completed By: RF 75 ° Overcast Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor x Winter x Heavy Fair x Spring Moderate Good x Summer Light x Excellent x Fall Rare Notes: •City’s first park Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access High visibility Private easement Moderately maintained / Variable access x Moderate/variable visibility Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: Structures QTY CONDITION COMMENTS/NOTES Restrooms 1 ☐Poor ☐Fair ☒Good ☐Exc Shelters 3 ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 286 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball ☐Poor ☐Fair ☐Good ☐Exc Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area ☐Poor ☐Fair ☐Good ☐Exc Picnic ☐Poor ☐Fair ☐Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch 1 ☐Poor ☐Fair ☒Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial 1 ☐Poor ☐Fair ☐Good ☒Exc Leatherlips Art/Sculpture Yes ☐Poor ☐Fair ☐Good ☒Exc High School program Sled Hill 1 ☐Poor ☐Fair ☒Good ☐Exc Amphitheater 1 ☐Poor ☒Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Scioto concerts- very popular event on Sundays •Shelter (can fit two groups at once •Amphitheater – since popular and well used, could use upgrade. 287 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches 5 ☐Poor ☐Fair ☒Good ☐Exc Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling ☐Poor ☐Fair ☐Good ☐Exc Bike Rack 2 ☐Poor ☐Fair ☒Good ☐Exc Picnic Table 17 ☐Poor ☐Fair ☒Good ☐Exc Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill 3 ☐Poor ☐Fair ☒Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Dumpster- No gates or pad. General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☒Good ☐Exc Walkways ☐Poor ☒Fair ☐Good ☐Exc Trail walk ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Fill back of amphitheater seat walls. •Replace amphitheater ramp. General Condition of the Site Poor X Fair Good Excellent Notes: 288 Recommendations Needs Repaired: •Ruts at play entry. •Erosion around lower center shelter. •Butterfly Hummingbird Garden sign cover is broken – update sign to include color images of the species described. •Erosion at stairs. Needs Upgraded: •Dumpster enclosure: Add concrete pad and gates. •Amphitheater- If heavy use, consider more heavy-duty improvements. •Amphitheater: Add stairs to upper level. •Consider decorative options for entry gates. 289 Scioto_22 0811_001 Scioto_22 0811_005 Scioto_22 0811_009 Scioto_22 0811_013 Scioto_22 0811_017 Scioto_22 0811_021 Scioto_22 0811_002 Scioto_22 0811_006 Scioto_22 0811_010 Scioto_22 0811_014 Scioto_22 0811_018 Scioto_22 0811_022 Scioto_22 0811_003 Scioto_22 0811_007 Scioto_22 0811_011 Scioto_22 0811_015 Scioto_22 0811_019 Scioto_22 0811_023 Scioto_22 0811_004 Scioto_22 0811_008 Scioto_22 0811_012 Scioto_22 0811_016 Scioto_22 0811_020 Scioto_22 0811_024 Dublin Parks and Recreation Master Plan 290 Scioto_22 0811_025 Scioto_22 0811_029 Scioto_22 0811_033 Scioto_22 0811_037 Scioto_22 0811_041 Scioto_22 0811_045 Scioto_22 0811_026 Scioto_22 0811_030 Scioto_22 0811_034 Scioto_22 0811_038 Scioto_22 0811_042 Scioto_22 0811_046 Scioto_22 0811_027 Scioto_22 0811_031 Scioto_22 0811_035 Scioto_22 0811_039 Scioto_22 0811_043 Scioto_22 0811_047 Scioto_22 0811_028 Scioto_22 0811_032 Scioto_22 0811_036 Scioto_22 0811_040 Scioto_22 0811_044 Scioto_22 0811_048 Dublin Parks and Recreation Master Plan 291 Scioto_22 0811_049 Scioto_22 0811_053 Scioto_22 0811_057 Scioto_22 0811_061 Scioto_22 0811_065 Scioto_22 0811_069 Scioto_22 0811_050 Scioto_22 0811_054 Scioto_22 0811_058 Scioto_22 0811_062 Scioto_22 0811_066 Scioto_22 0811_070 Scioto_22 0811_051 Scioto_22 0811_055 Scioto_22 0811_059 Scioto_22 0811_063 Scioto_22 0811_067 Scioto_22 0811_071 Scioto_22 0811_052 Scioto_22 0811_056 Scioto_22 0811_060 Scioto_22 0811_064 Scioto_22 0811_068 Scioto_22 0811_072 Dublin Parks and Recreation Master Plan 292 Site/Park: Scottish Corners_____________ Location: ___________ Date: 7/26 11:00____________ Completed By: RF 75 ° Overcast Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor Winter Heavy X Fair X Spring X Moderate Good X Summer Light Excellent X Fall Rare Notes: •Adjacent to school; parking is shared with school •Park ID sign is at pedestrian entry from Avery Road; there is no park-related signage at the school parking area – so access/ parking is not clear. Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access High visibility Private easement Moderately maintained / Variable access x Moderate/variable visibility x Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: Structures QTY CONDITION COMMENTS/NOTES Restrooms 0 ☐Poor ☐Fair ☐Good ☐Exc Shelters 1 ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 293 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball 2 ☐Poor ☒Fair ☐Good ☐Exc Grass in fields Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use 1 ☐Poor ☐Fair ☒Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area 1 ☐Poor ☐Fair ☒Good ☐Exc Mulch surface Picnic 1 ☐Poor ☒Fair ☐Good ☐Exc In trees Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station 1 ☐Poor ☐Fair ☐Good ☐Exc Under construction Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial ☐Poor ☐Fair ☐Good ☐Exc Art/Sculpture ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: North Baseball field: 1 backed bench; 1 backless bench. 294 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches 3 ☐Poor ☐Fair ☒Good ☐Exc Ground needs repaired Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling ☐Poor ☐Fair ☐Good ☐Exc Bike Rack 6 ☐Poor ☐Fair ☐Good ☐Exc 30 spaces- Concrete wheel-lock style Picnic Table 2 ☐Poor ☐Fair ☒Good ☐Exc 1 at shelter, 1 in trees Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill ☐Poor ☐Fair ☐Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☒Fair ☐Good ☐Exc Walkways ☐Poor ☐Fair ☒Good ☐Exc Trail walk ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Washout on paths. •Planting beds at north baseball field needs edge & trees in poor condition. General Condition of the Site Poor Fair X Good Excellent Notes: 295 Recommendations Needs Repaired: •Noute - ground & equipment currently under repair/ construction. •Some plants need replacement in various landscape areas •Correct washout conditions in planting areas adjacent to paths. •Baseball fields need edged; clear weeds from fences. Needs Upgraded: •Replace bike racks at North field with fixtures consistent with best-practices – for supporting the frame and locking both frame and wheel. •Consider repurpose of the north-most field area (existing concrete ditch) o Wetland; Boardwalk; o Outdoor classroom. o Volleyball/ Picnic area (One existing table present) o Stream restoration. 296 Scottish Corners_22 0811_001 Scottish Corners_22 0811_005 Scottish Corners_22 0811_009 Scottish Corners_22 0811_013 Scottish Corners_22 0811_017 Scottish Corners_22 0811_021 Scottish Corners_22 0811_002 Scottish Corners_22 0811_006 Scottish Corners_22 0811_010 Scottish Corners_22 0811_014 Scottish Corners_22 0811_018 Scottish Corners_22 0811_022 Scottish Corners_22 0811_003 Scottish Corners_22 0811_007 Scottish Corners_22 0811_011 Scottish Corners_22 0811_015 Scottish Corners_22 0811_019 Scottish Corners_22 0811_023 Scottish Corners_22 0811_004 Scottish Corners_22 0811_008 Scottish Corners_22 0811_012 Scottish Corners_22 0811_016 Scottish Corners_22 0811_020 Scottish Corners_22 0811_024 Dublin Parks and Recreation Master Plan 297 Scottish Corners_22 0811_025 Scottish Corners_22 0811_029 Scottish Corners_22 0811_033 Scottish Corners_22 0811_037 Scottish Corners_22 0811_026 Scottish Corners_22 0811_030 Scottish Corners_22 0811_034 Scottish Corners_22 0811_038 Scottish Corners_22 0811_027 Scottish Corners_22 0811_031 Scottish Corners_22 0811_035 Scottish Corners_22 0811_028 Scottish Corners_22 0811_032 Scottish Corners_22 0811_036 Dublin Parks and Recreation Master Plan 298 Site/Park: Ted Kaltenbach Park_____________ Location: ___________ Date: 7/26 4:20____________ Completed By: RF 80° Drizzle Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor Winter Heavy Fair x Spring Moderate x Good x Summer x Light Excellent x Fall Rare Notes: •Community Center Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access x High visibility Private easement Moderately maintained / Variable access Moderate/variable visibility x Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: Structures QTY CONDITION COMMENTS/NOTES Restrooms 1 ☐Poor ☐Fair ☒Good ☐Exc Back of community center Shelters 1 ☐Poor ☐Fair ☒Good ☐Exc Connected to community center Gazebo 1 ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 299 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball 1 ☐Poor ☐Fair ☒Good ☐Exc Grass in infield Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) 1 ☐Poor ☐Fair ☐Good ☒Exc Basketball (half) 4 ☐Poor ☐Fair ☐Good ☒Exc Either 1 full and 2 half courts at same time; or 4 half courts. Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area 1 ☐Poor ☐Fair ☒Good ☐Exc Picnic ☐Poor ☐Fair ☐Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball 2 ☐Poor ☐Fair ☒Good ☐Exc Edge have grass migrating into court Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station 1 ☐Poor ☐Fair ☐Good ☒Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes 2 ☐Poor ☐Fair ☒Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial ☐Poor ☐Fair ☐Good ☐Exc Art/Sculpture ☐Poor ☐Fair ☐Good ☐Exc Shuffleboard 2 ☐Poor ☒Fair ☐Good ☐Exc Targets needs repainted ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 300 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches 3 ☐Poor ☐Fair ☐Good ☒Exc Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling ☐Poor ☐Fair ☐Good ☐Exc Bike Rack 3 ☐Poor ☒Fair ☐Good ☐Exc Fence Style Picnic Table 7 ☐Poor ☐Fair ☒Good ☐Exc Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill 1 ☐Poor ☐Fair ☒Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☒Good ☐Exc Walkways ☐Poor ☐Fair ☒Good ☐Exc South Path Disconnected Trail walk ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: General Condition of the Site Poor Fair X Good Excellent Notes: 301 Recommendations Needs Repaired: •Prairie signs are deteriorating •Repaint shuffleboard courts • Needs Upgraded: •Boundary delineation from church rectangle area. •Upgrade bike racks to best-practice type – support frame and lock frame and wheel. •Connect bike path on south side •Pavers at restroom doors and drinking fountain are heaving; paver area has settled beneath edging curb surface – repair to eliminate trip hazard. 302 Kaltenbach_22 0811_001 Kaltenbach_22 0811_005 Kaltenbach_22 0811_009 Kaltenbach_22 0811_013 Kaltenbach_22 0811_017 Kaltenbach_22 0811_021 Kaltenbach_22 0811_002 Kaltenbach_22 0811_006 Kaltenbach_22 0811_010 Kaltenbach_22 0811_014 Kaltenbach_22 0811_018 Kaltenbach_22 0811_022 Kaltenbach_22 0811_003 Kaltenbach_22 0811_007 Kaltenbach_22 0811_011 Kaltenbach_22 0811_015 Kaltenbach_22 0811_019 Kaltenbach_22 0811_023 Kaltenbach_22 0811_004 Kaltenbach_22 0811_008 Kaltenbach_22 0811_012 Kaltenbach_22 0811_016 Kaltenbach_22 0811_020 Kaltenbach_22 0811_024 Dublin Parks and Recreation Master Plan 303 Kaltenbach_22 0811_025 Kaltenbach_22 0811_029 Kaltenbach_22 0811_033 Kaltenbach_22 0811_037 Kaltenbach_22 0811_041 Kaltenbach_22 0811_045 Kaltenbach_22 0811_026 Kaltenbach_22 0811_030 Kaltenbach_22 0811_034 Kaltenbach_22 0811_038 Kaltenbach_22 0811_042 Kaltenbach_22 0811_046 Kaltenbach_22 0811_027 Kaltenbach_22 0811_031 Kaltenbach_22 0811_035 Kaltenbach_22 0811_039 Kaltenbach_22 0811_043 Kaltenbach_22 0811_047 Kaltenbach_22 0811_028 Kaltenbach_22 0811_032 Kaltenbach_22 0811_036 Kaltenbach_22 0811_040 Kaltenbach_22 0811_044 Kaltenbach_22 0811_048 Dublin Parks and Recreation Master Plan 304 Kaltenbach_22 0811_049 Dublin Parks and Recreation Master Plan 305 Site/Park: __Thaddeus Kosciuszko Park_ Location: ___________ Date:____7/26 1:30________ Completed By: RF 75° Ovenlast Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor Winter Heavy Fair x Spring Moderate x Good x Summer x Light Excellent x Fall Rare Notes: •Site needs trail map Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access High visibility Private easement Moderately maintained / Variable access x Moderate/variable visibility x Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: Structures QTY CONDITION COMMENTS/NOTES Restrooms ☐Poor ☐Fair ☐Good ☐Exc Shelters 1 ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Shelter need view to pond (feels too enclosed) •Road noise at pond is loud – are there techniques that can mitigate? 306 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball ☐Poor ☐Fair ☐Good ☐Exc Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area ☐Poor ☐Fair ☐Good ☐Exc Picnic ☐Poor ☐Fair ☐Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial ☐Poor ☐Fair ☐Good ☐Exc Art/Sculpture 1 ☐Poor ☐Fair ☒Good ☐Exc Needs evergreen background ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☒Fair ☐Good ☐Exc Notes: •Improved gravel walking trail: unpaved trail goes to Scioto HS. •“Feather Point” public art. •Cactus Rain Garden. 307 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches 2 ☐Poor ☐Fair ☐Good ☒Exc Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling ☐Poor ☐Fair ☐Good ☐Exc Bike Rack 1 ☐Poor ☐Fair ☐Good ☒Exc 8 Spaces Picnic Table 2 ☐Poor ☐Fair ☐Good ☐Exc Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill ☐Poor ☐Fair ☐Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Trash can makes 2 bike spaces unusable. General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☒Good ☐Exc Walkways ☐Poor ☐Fair ☒Good ☐Exc Trail walk ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Erosion/ ruts in parking island. General Condition of the Site Poor Fair X Good Excellent Notes: 308 Recommendations Needs Repaired: •Accessible parking spaces pavement is deteriorating. •Relocate trash receptacle to make all bike parking available. Needs Upgraded: •Open views in/out of pavilion •Introduce mounding to mitigate road noise 309 Kosciuszko_22 0811_001 Kosciuszko_22 0811_005 Kosciuszko_22 0811_009 Kosciuszko_22 0811_013 Kosciuszko_22 0811_017 Kosciuszko_22 0811_021 Kosciuszko_22 0811_002 Kosciuszko_22 0811_006 Kosciuszko_22 0811_010 Kosciuszko_22 0811_014 Kosciuszko_22 0811_018 Kosciuszko_22 0811_022 Kosciuszko_22 0811_003 Kosciuszko_22 0811_007 Kosciuszko_22 0811_011 Kosciuszko_22 0811_015 Kosciuszko_22 0811_019 Kosciuszko_22 0811_023 Kosciuszko_22 0811_004 Kosciuszko_22 0811_008 Kosciuszko_22 0811_012 Kosciuszko_22 0811_016 Kosciuszko_22 0811_020 Kosciuszko_22 0811_024 Dublin Parks and Recreation Master Plan 310 Kosciuszko_22 0811_025 Kosciuszko_22 0811_029 Kosciuszko_22 0811_026 Kosciuszko_22 0811_030 Kosciuszko_22 0811_027 Kosciuszko_22 0811_028 Dublin Parks and Recreation Master Plan 311 Site/Park: Veteran’s Park_____________ Location: ___________ Date: 8/11 1:00____________ Completed By: RF 81° Sunny Design and Usage SIGNAGE SEASONAL USE USAGE LEVELS Poor x Winter Heavy Fair x Spring Moderate Good x Summer X Light x Excellent x Fall Rare Notes: Access and Visibility SITE ACCESS ACCESS CONDITIONS VISIBILITY (signage, lines of sight) x Public road x Well maintained / Reliable access x High visibility Private easement Moderately maintained / Variable access Moderate/variable visibility x Trail connection Poorly maintained / Unreliable access Poor visibility Watercraft access Other: Notes: Structures QTY CONDITION COMMENTS/NOTES Restrooms 0 ☐Poor ☐Fair ☐Good ☐Exc Shelters 0 ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 312 Site Amenities AMENITY QTY CONDITION COMMENTS/NOTES Baseball/Softball ☐Poor ☐Fair ☐Good ☐Exc Soccer/Football Field ☐Poor ☐Fair ☐Good ☐Exc Rugby Field ☐Poor ☐Fair ☐Good ☐Exc Football Field ☐Poor ☐Fair ☐Good ☐Exc Practice Athletic Field ☐Poor ☐Fair ☐Good ☐Exc Multi-Use ☐Poor ☐Fair ☐Good ☐Exc Basketball (full) ☐Poor ☐Fair ☐Good ☐Exc Basketball (half) ☐Poor ☐Fair ☐Good ☐Exc Tennis ☐Poor ☐Fair ☐Good ☐Exc Play Area ☐Poor ☐Fair ☐Good ☐Exc Picnic ☐Poor ☐Fair ☐Good ☐Exc Beach ☐Poor ☐Fair ☐Good ☐Exc Pool ☐Poor ☐Fair ☐Good ☐Exc Wading Pool ☐Poor ☐Fair ☐Good ☐Exc Splash Pad ☐Poor ☐Fair ☐Good ☐Exc Water Park ☐Poor ☐Fair ☐Good ☐Exc In-line Skating ☐Poor ☐Fair ☐Good ☐Exc Lawn Bowling ☐Poor ☐Fair ☐Good ☐Exc Sand Volleyball ☐Poor ☐Fair ☐Good ☐Exc Archery ☐Poor ☐Fair ☐Good ☐Exc Boat Launch ☐Poor ☐Fair ☐Good ☐Exc Dog Exercise Area ☐Poor ☐Fair ☐Good ☐Exc In-line Hockey ☐Poor ☐Fair ☐Good ☐Exc Exercise Station ☐Poor ☐Fair ☐Good ☐Exc Ice Skating ☐Poor ☐Fair ☐Good ☐Exc Cricket ☐Poor ☐Fair ☐Good ☐Exc Climbing Rock ☐Poor ☐Fair ☐Good ☐Exc Disc Golf ☐Poor ☐Fair ☐Good ☐Exc Funnel Ball ☐Poor ☐Fair ☐Good ☐Exc Skate Park ☐Poor ☐Fair ☐Good ☐Exc Horseshoes ☐Poor ☐Fair ☐Good ☐Exc Drinking Fountain ☐Poor ☐Fair ☐Good ☐Exc History/Memorial 4 ☐Poor ☐Fair ☐Good ☒Exc Sculptural loggia Art/Sculpture ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: 313 Site Furnishings QTY CONDITION COMMENTS/NOTES Benches 4 ☐Poor ☐Fair ☐Good ☐Exc Stone benches around cemetery Benches (playground) ☐Poor ☐Fair ☐Good ☐Exc Trash/Recycling 1/1 ☐Poor ☐Fair ☐Good ☒Exc Bike Rack ☐Poor ☐Fair ☐Good ☐Exc Picnic Table ☐Poor ☐Fair ☐Good ☐Exc Dog Waste Bag ☐Poor ☐Fair ☐Good ☐Exc Grill ☐Poor ☐Fair ☐Good ☐Exc Drink Vending ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Furnishings / picnic areas adjacent at edge of Indian Run Falls park General Landscape/Pavement CONDITION COMMENTS/NOTES Landscape ☐Poor ☐Fair ☒Good ☐Exc Walkways ☐Poor ☐Fair ☒Good ☐Exc Trail walk ☐Poor ☐Fair ☒Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc ☐Poor ☐Fair ☐Good ☐Exc Notes: •Large planting areas are mostly mulch – confirm with design plan if plantings are as designed, or if plants have failed to establish as intended. General Condition of the Site Poor Fair X Good Excellent Notes: 314 Recommendations Needs Repaired: •Check planting bed design vs. implementation. Needs Upgraded: •None 315 Veterans_22 0811_001 Veterans_22 0811_005 Veterans_22 0811_009 Veterans_22 0811_013 Veterans_22 0811_017 Veterans_22 0811_021 Veterans_22 0811_002 Veterans_22 0811_006 Veterans_22 0811_010 Veterans_22 0811_014 Veterans_22 0811_018 Veterans_22 0811_022 Veterans_22 0811_003 Veterans_22 0811_007 Veterans_22 0811_011 Veterans_22 0811_015 Veterans_22 0811_019 Veterans_22 0811_023 Veterans_22 0811_004 Veterans_22 0811_008 Veterans_22 0811_012 Veterans_22 0811_016 Veterans_22 0811_020 Veterans_22 0811_024 Dublin Parks and Recreation Master Plan 316 Veterans_22 0811_025 Veterans_22 0811_029 Veterans_22 0811_033 Veterans_22 0811_037 Veterans_22 0811_026 Veterans_22 0811_030 Veterans_22 0811_034 Veterans_22 0811_038 Veterans_22 0811_027 Veterans_22 0811_031 Veterans_22 0811_035 Veterans_22 0811_039 Veterans_22 0811_028 Veterans_22 0811_032 Veterans_22 0811_036 Veterans_22 0811_040 Dublin Parks and Recreation Master Plan 317 318 Chapter Five Additional Information external Funding SourCeS Corporate Sponsorships The City currently implements this funding source. This revenue-funding source allows corporations to invest in the development or enhancement of new or existing facilities in park systems. Sponsorships are currently used for programs and events generating revenue to offset costs. Implication for Dublin: The City plans to continue incorporating this funding source into the Department’s overall financial st ategy. Crowdfunding This is a web-based source which aggregates funds from a group of people who are willing to support a specific project, be it program related or facility related. Some sites that successfully do that are www.kickstarter.org, www.indiegogo. com, www.patronicity.com and www.mightycause.com etc. This funding strategy is an opportunity for the City to explore and is best used for individual projects that serve a special interest group. IOBY, which stands for In Our Backyard (www. ioby.org), is a regional Crowdfunding platform operating in New York, Detroit, Pittsburgh etc. that crowdfunds for community based programmatic or capital needs. Partnerships The City currently implements this funding strategy with local agencies and non-profits. Partnerships are joint development funding sources or operational funding sources between two separate agencies, such as two government entities, a non-profit and a governmental entity, or a private business and a governmental entity. Two partners jointly develop revenue producing park and recreation facilities and share risk, operational costs, responsibilities and asset management, based on the strengths and weaknesses of each partner. Implication for Dublin: The City will continue to explore expanding existing partnerships and potential new partnerships, where missions and outcomes align. Conservancies These are organized groups who raise money for improvements and operations of parks and facilities. Conservancies are set up for performing arts center, arboretum, botanical garden, and other destination facilities. There are over two thousand conservancies in the United States now. Implication for Dublin: Crowdfunding sites are challenging to manage expectations from a public perspective. It should not be the only funding source in a project, since there is the potential to not achieve the goal. However, if a third party were to manage the fundraising through a crowdfunding site, the City should consider supporting the effort and accepting a donation once the goals is achieved. Implication for Dublin: The City will monitor this source as a potential as the system evolves and evaluate opportunities. An example could be a citizen led conservancy be established and develop a successful fundraising campaign to operate a signature facility. 319CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: AppendixFoundations/Gifts The City currently implements this funding strategy, when opportunities are available. It is not a consistent or reliable source of funding. These dollars are raised from tax-exempt, non-profit organizations established with private donations in promotion of specific causes, activities, or issues. They offer a variety of means to fund capital projects, including capital campaigns, gifts catalogs, fundraisers, endowments, sales of items, etc. This funding source can be used for capital costs. Implication for Dublin: Dublin has a history of quality in providing services and developing community assets. This track record supports the recommendation for the City to consider establishing a standalone Parks Foundation dedicated to helping the Department accomplish its mission through fundraising and financing capital projects and services. The Department should also become a member of the National Association of Park Foundations (https://www.the-napf.org/) to identify best practices from other foundations nationwide and in California. Private Donations Private Donations may also be received in the form of funds, land, facilities, recreation equipment, art, or in-kind services. Donations from local and regional businesses as sponsors for events or facilities should be pursued. Implication for Dublin: The City has sometimes used this, as opportunities become available. Criteria for accepting donations should be established to avoid unintended consequences or long-term financial commitments associated with donations. Friends Groups These groups are formed to raise money typically for a single focus purpose that could include a park facility or program that will better the community as a whole and their special interest. Implication for Dublin: The City should remain open to working with friends’ groups as the parks system and facilities evolve. Trusts These trusts are set up with individuals who typically have more than a million dollars in wealth. The legacy gift programs allow individuals to leave a portion of their wealth to support specific park and recreation facilities or programs in the City. The Texas Parks and Wildlife Association, the National Parks and Recreation Association (NRPA) and others annually encourage their supporters to consider such an option. Implication for Dublin: With Dublin being an affluent community with high-net-worth individuals, this is an opportunity for the City to explore with a contract consultant and the establishment of a park foundation to accept these types of donations. Individuals can also bequeath a portion of their wealth in the form of stocks or options to the City through the Foundation. 320 Volunteerism This revenue source is an indirect revenue source in that persons donate time to assist the organization in providing a product or service on an hourly basis. This reduces the organization’s cost in providing the service plus it builds advocacy into the system. Implication for Dublin: The City implements a robust volunteer program. The City website has a list of opportunities, a volunteer portal, and cross promotion of area non-profit organizations and their opportunities for volunteering. CaPital Funding SourCeS P3 - Public Private Partnerships This Build-Operate-Transfer source, makes it easier for municipalities and local government entities to enter public- private-partnerships to develop projects in their communities. In the BOT framework a third party delegates to a private sector entity to design and build infrastructure and to operate and maintain these facilities for a certain period. During this period, the private party has the responsibility to procure the financing for the project. The facility will then be transferred to the public administration at the end of the agreement. Implication for Dublin: Currently, the City uses land as part of P3 arrangements. The City will continue to use this opportunity as a funding source for new facilities, when deemed beneficial to the overall strategy. Capital Fees Capital fees are added to the cost of revenue producing facilities such as golf courses, pools, recreation centers, hospitality centers and sports complexes and are lifted off after the improvement is paid off. The City has operated special facilities (aquatic center and golf courses) where charges for admissions help cover operating expenses. Implication for Dublin: The City has the potential to use this source to help pay off debt service for revenue generating facilities. Whether issuing debt for renovation or new construction, this funding source can contribute to an overall strategy and be retired upon completion of debt payment. Revenue Backed Bond A revenue bond is a type of municipal bond in which the repayment of the obligation is primarily guaranteed by the operating revenues of an entity. Revenue bonds are primarily utilized by government entities to subsidize infrastructure projects. Implications for Dublin: Revenue backed bonds have been used to develop new facilities across the United States. These are especially popular with very strong community support for development, but also strong support from participation and revenues. Considering the community needs assessment survey results, there are a few facilities that could move forward with public support for this finding source. Special Fundraisers Many parks and recreation agencies have special fundraisers on an annual basis to help cover specific programs and capital projects. Implication for Dublin: Currently, no special fundraisers exist for Recreation or Parks. It requires a cost/benefit analysis on the staff time required versus the return on investment (ROI). Ideally, the Parks Foundation would conduct an annual fundraiser to help generate the maximum revenue in one large event, e.g., the Parks Alliance of Indianapolis organizes an annual Mayor’s Lunch for Parks supported by the entire community. 321CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: AppendixuSer FeeS Recreation Service Fees This is a dedicated user fee, which can be established by a local ordinance or other government procedures for the purpose of constructing and maintaining recreation facilities that support recreation programming. The fee can apply to all organized activities, which require a reservation of some type or other purposes, as defined by the local government. Examples of such activities include adult basketball, volleyball, tennis, and softball leagues, youth baseball, soccer, football and softball leagues, and special interest classes. Implication for Dublin: The City is already engaged in this funding source and will continue to consider this option for funding, as part of an overall strategy. Fees and Charges The City currently implements fees and charges. The Department has positioned its fees and charges to be competitive within the Dublin market and are outlined seasonally within the Healthy Guide. Implication for Dublin: The City is currently implementing fees and charges with certain Department programs and services. This will continue to be included in the overall financial strategy. To ensure proper pricing, a review program and services charges annually will determine if the increased cost in operating justifies an increase in fees and charges. Ticket Sales/Admissions This revenue source is for accessing facilities for self- directed activities such as pools, ice skating rinks, ballparks and entertainment facilities. These user fees help off-set operational costs. Implication for Dublin: Dublin is currently implementing ticket sales and admissions with certain facilities and activities. To ensure proper pricing, a review of ticket sales and admission charges annually will determine if the increased cost in operating justifies an increase in fees. Reservations/Rentals This revenue source comes from the right to reserve specific public property for a set amount of time. The reservation rates are usually set and apply to meeting rooms for weddings, reunions and outings or other types of facilities for special activities. Implication for Dublin: Dublin will continue to provide reservation services to the community. It will be important to regularly review operations and costs to determine if there is a needed increase in rental fees due to increase operational costs. Equipment Rental This revenue source is available on the rental of equipment such as tables, chairs, tents, stages, bicycles, roller blades, kayaks, boats etc. that are used for recreation purposes. Implication for Dublin: The City used to rent equipment for use within a park or facility. This is not something that the City is considering for future implementation, but rather seeking a private concessionaire interested in certain opportunities. grantS The following include a mixture of grants that have been used by the City in the past which could be applied for again or new opportunities worth considering in the improvements planned for the park system: 322 323CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: Appendix 324 tax Funding SourCeS Property Taxes Ad valorem taxes on real property currently implemented by the City. Implications for Dublin: Property taxes are based on the tax rate a property, its location, and the taxable value (based on 35% of market value). Value of properties are determined by the county auditor. The City of Dublin receives approximately 2% of a property’s valuation. Transient (Hotel) Tax Tax based on gross receipts from charges and meal services, which may be used to build and operate sports fields, regional parks, golf courses, tennis courts, and other special park and recreation facilities. Implication for Dublin: A 6% tax is imposed on hotel/ motel rooms in Dublin. This revenue is invested back into the community for beautification projects, special events and cultural activities. The annual revenues from the hotel/ motel tax are distributed to Visit Dublin Ohio and Dublin Arts Council. Most likely, there is not additional funding here. Special Improvement District/Benefit District Taxing districts established to provide funds for certain types of improvements that benefit a specific group of affected properties. Improvements may include landscaping, the erection of fountains, and acquisition of art, and supplemental services for improvement and promotion, including recreation and cultural enhancements. Implication for Dublin: Currently, the City has income- based debt that pays for recreation items, such as the bridge and bridge park. Tax Incremental Financing (TIF) could cover this and then free up money for income-based debt, if determined to have long-term benefits. Municipal IncomeTax Taxpayers, wages, and salaries are subject to withholding by the employer who sends the payment monthly to the municipality. The tax is generally imposed on wages, salaries, and other compensation earned by residents of the municipality and by nonresidents working in the municipality. Also, on net profits of business (both incorporated and unincorporated) attributable to activities in the municipality or, if that cannot be determined, net profits apportioned using equal weighting of property, payroll, and sales inside the municipal corporation relative to those factors for the business everywhere. State law requires a flat rate within a municipality. The rate is determined locally. The maximum rate without voter approval is 1.0%. Implication for Dublin: The revenue generated from income tax funds most of the City’s operations to provide residents and businesses with city services and fund capital improvement projects. The local income tax rate is 2% which applies to gross wages, salaries and other personal service compensation, and net profits of Dublin businesses. Sales Tax This existing revenue source has been very successful in funding the park system in Chesterfield, MO. This tax is very popular in high traffic tourism type cities and with county and state parks. Implication for Dublin: Three counties exist within the City corporate limits. Subsequently, this unique position has two different sales taxes depending upon where items are purchase. A 7.25% sales tax is imposed on taxable purchases made within Delaware and Union Counties and a 6.75% sales tax is imposed on taxable purchases made within Franklin County. In addition, as part of Bridge Park’s ongoing infrastructure improvements, a New Community Authority (NCA) has been created which charges 0.5% on gross receipts at restaurants and retail businesses and 1% on hotels. The City could explore the ability to increase the NCA charge. FranChiSeS and liCenSeS Pouring Rights Some private soft drink companies execute agreements with organizations for exclusive pouring rights within their facilities. A portion of the gross sales goes back to the organization. Implication for Dublin: The City should look to negotiate contracts as public facilities and gathering spaces are developed to increase revenues and get a return on providing access to product. 325CITY OF DUBLIN PARKS AND RECREATION MASTER PLAN | Chapter APX: AppendixConcession Management This funding source is from retail sales or rentals of soft goods, hard goods, or consumable items. There may be opportunities where the City has contracted for the service and receives a set amount of the gross percentage or the full revenue dollars that incorporates a profit a ter expenses. Implication for Dublin: Consideration by the City for newly renovated existing and new facilities that attract the public for participation or facility use. Private Concessionaires Private concessionaires are used for contracted classes and golf course operations. Research for other areas of operations is periodically researched for viability. This funding source is a contract with a private business to provide and operate desirable recreational activities financed, constructed and operated by the private sector, with additional compensation paid to the organization. Implication for Dublin: The City is in a unique position with owning land in key locations of the City for planned development. This land can develop infrastructure and assets and contain costs by contracting with a private concessionaire to serve the community, with specified terms. Naming Rights Many municipalities have turned to selling the naming rights for new buildings or renovation of existing buildings and parks for the development cost associated with the improvement. Implication for Dublin: This funding strategy is an opportunity for the City to explore implementation feasibility. Possibilities for naming rights exist with new parks, new recreation facilities, new playgrounds, splash pads, new/improved gathering spaces, shelters, etc. This could be a component within an earned income strategy and should be part of the evolving conversation from the time of conceptual design. Land Leases This includes options where developers / agencies lease space from City-owned land through a subordinate lease that pays out a set dollar amount plus a percentage of gross dollars for recreation enhancements. These could include a golf course, marina, restaurants, driving ranges, sports complexes, equestrian facilities, recreation centers and ice arenas. Implication for Dublin: The City should continue to monitor changing circumstances that could make this funding source an option to create something spectacular for the community while containing long-term costs. Advertising Sales This revenue source is for the sale of tasteful and appropriate advertising on park and recreation related items such as print materials, on scoreboards, dasher boards and other visible products or services that are consumable or permanent and exposes the product or service to many people. Implication for Dublin: Advertising opportunities exists within the City that are tasteful and avoid over- commercialization of community assets. Criteria should be developed to ensure a consistent application of advertising. Interlocal Agreements Contractual relationships entered between two or more local units of government and/or between a local unit of government and a non-profit organization for the joint usage/development of sports fields, regional parks, or other facilities. Implication for Dublin: The City currently has interlocal agreements. This is particularly known to be youth sport leagues, the School District, and Metro Parks to name a few. This continues demonstrating a history of friendly and collaborative partnerships by the City and for the public interest. 326 Appendices APX » APPENDIX A - RECREATIONAL TRENDS ANALYSIS » APPENDIX B - CORE VS. CASUAL PARTICIPATION TRENDS » APPENDIX C - STATISTICALLY VALID SURVEY RESULTS » APPENDIX D - PROGRAM CLASSIFICATION » APPENDIX E: POTENTIAL FUNDING STRATEGIES » APPENDIX F: VOLUNTEER/PARTNERSHIP BEST PRACTICES & RECOMMENDATIONS APPENDICES APPENDIX A - RECREATIONAL TRENDS ANALYSIS The Recreational Trends Analysis provides an understanding of national and local recreational trends. Trends data used for this analysis was obtained from Sports & Fitness Industry Association’s (SFIA), National Recreation and Park Association (NRPA), and Environmental Systems Research Institute, Inc. (ESRI). All trend data is based on current and/or historical participation rates, statistically-valid survey results, or NRPA Park Metrics. NATIONAL TRENDS IN RECREATION METHODOLOGY The Sports & Fitness Industry Association’s (SFIA) Sports, Fitness & Leisure Activities Topline Participation Report 2022 was utilized in evaluating the following trends: •National Recreation Participatory Trends •Core vs. Casual Participation Trends The study is based on findings from surveys carried out in 2021 by the Physical Activity Council (PAC), resulting in a total of 18,000 online interviews. Surveys were administered to all genders, ages, income levels, regions, and ethnicities to allow for statistical accuracy of the national population. A sample size of 18,000 completed interviews is considered by SFIA to result in a high degree of statistical accuracy. A sport with a participation rate of five percent has a confidence interval of plus or minus 0.32 percentage points at a 95 percent confidence level. Using a weighting technique, survey results are applied to the total U.S. population figure of 304,745,039 people (ages six and older). The purpose of the report is to establish levels of activity and identify key participatory trends in recreation across the U.S. This study looked at 118 different sports/activities and subdivided them into various categories including: sports, fitness, outdoor activities, aquatics, etc. CORE VS. CASUAL PARTICIPATION In addition to overall participation rates, SFIA further categorizes active participants as either core or casual participants based on frequency of participation. Core participants have higher participatory frequency than casual participants. The thresholds that define casual versus core participation may vary based on the nature of each individual activity. For instance, core participants engage in most fitness activities more than 50-times per year, while for sports, the threshold for core participation is typically 13-times per year. In each activity, core participants are more committed and tend to be less likely to switch to other activities or become inactive (engage in no physical activity) than causal participants. This may also explain why activities with more core participants tend to experience less pattern shifts in participation rates than those with larger groups of casual participants. 327 IMPACTS OF COVID-19 Approximately 232.6 million people ages 6 and over reported being active in 2022, which is a 1.3% increase from 2020 and the greatest number of active Americans in the last 5 years. There were more things to do as outdoor activities thrived, fitness at home became more popular, and team sports started back up after the COVID-19 hiatus. Americans continued to practice yoga, attend Pilates training, and workout with kettlebells. They were drawn to the ease of pickleball and the competitiveness of tennis. Many started at indoor climbing, while others took to the hiking trail. The waterways traffic had an increase of stand-up paddlers, kayaks, and jet skis. Gymnastics, swimming on a team, court volleyball, and fast-pitch softball benefited from the participation boom created from the Olympics. Water sports had the largest gain in participation rates. Activities such as kayaking, stand-up paddling, and boardsailing/windsurfing all contributed to the 2.0 percent increase. Outdoor sports continued to grow with 53.9 percent of the U.S. population participating. This rate remains higher than pre- pandemic levels, having 6.2 percent gain over 50.7 percent participation rate in 2019. The largest contributor to this gain was trail running having increased 5.6 percent in one year and 13.9 percent from 2019. Generationally, fitness sports continue to be the go-to means of exercise for Boomers, Gen X, and Millennials. Over half of the Gen X, Millennials, and Gen Z generation participated in one type of outdoor activity. Team sports were heavily dominated by generation Gen Z. 328 NATIONAL TRENDS IN RECREATION PARTICIPATION LEVELS The top sports most heavily participated in the United States were Basketball (27.1 million), Golf (25.1 million), and Tennis (22.6 million) which have participation figures well in excess of the other activities within the general sports category. Baseball (15.5 million), and Outdoor Soccer (12.5 million) round out the top five. The popularity of Basketball, Golf, and Tennis can be attributed to the ability to compete with relatively small number of participants, this coupled with an ability to be played outdoors and/or properly distanced helps explain their popularity during the COVID-19 pandemic. Basketball’s overall success can also be attributed to the limited amount of equipment needed to participate and the limited space requirements necessary, which make basketball the only traditional sport that can be played at the majority of American dwellings as a drive-way pickup game. Golf continues to benefit from its wide age segment appeal and is considered a life-long sport. In addition, target type game venues or Golf Entertainment Venues have increased drastically (72.3%) as a 5-year trend, using Golf Entertainment (e.g., Top Golf) as a new alternative to breathe life back into the game of golf. FIVE-YEAR TREND Since 2016, Pickleball (71.2%), Golf- Entertainment Venues (51.3%), and Tennis (25.1%) have shown the largest increase in participation. Similarly, Boxing for Basketball (21.4%) and Competition (20.7%) have also experienced significant growth. Based on the five-year trend from 2016-2022, the sports that are most rapidly declining in participation include Ultimate Frisbee (-40.4%), Roller Hockey (-26.1%), Volleyball (Sand/Beach) (-23.8%), Squash (-23.5%), Slow Pitch Softball (-21.9%), and Gymnastics (-20.7%). ONE-YEAR TREND The most recent year shares some similarities with the five-year trends; with Pickleball (14.8%) and Boxing for Competition (7.3%) experiencing some of the greatest increases in participation this past year. The greatest one-year increases also include Fast Pitch Softball (15.3%), Gymnastics (10.9%), and Court Volleyball (8.1%). Basketball (-2.2%), Flag Football (-1.6%), Indoor Soccer (-0.6%) and Baseball ( -0.5%) have shown a five-year trend increase, but a one-year trend decrease. This is likely a direct result of coming out of the COVID-19 pandemic. Similarly, other team sports such as Ultimate Frisbee (-5.8%), Slow Pitch Softball (-5.4%), Roller Hockey (-5%), Racquetball (-4.8%) and Beach/Sand Volleyball (-3.1%), also had significant decreases in participation over the last year. Basketball 27.1 Million Golf 25.1 Million Tennis 22.6 Million Baseball 15.5 Million Soccer 12.5 Million 329 CORE VS. CASUAL TRENDS IN GENERAL SPORTS Highly participated in sports, such as Basketball, Baseball, and Slow Pitch Softball generally have a larger core participant base (participate 13+ times per year) than casual participant base (participate 1-12 times per year). Due to the COVID-19 Pandemic, most activities showed a decrease in their percentage of core participants. However, there were significant increases in the percentage of casual participation for Court Volleyball, Pickleball, Fast Pitch Softball, Gymnastics and Lacrosse in the past year. Please see Appendix A for full Core vs. Casual Participation breakdown. Figure 2 General Fitness Participatory Trends 330 NATIONAL TRENDS IN GENERAL FITNESS PARTICIPATION LEVELS Overall, national participatory trends in fitness have experienced strong growth in recent years. Many of these activities have become popular due to an increased interest among Americans to improve their health and enhance quality of life by engaging in an active lifestyle. The most popular general fitness activities in 2022 also were those that could be done at home or in a virtual class environment. The activities with the most participation was Fitness Walking (115.8 million), Treadmill (53.6 million), Free Weights (52.6 million), Running/Jogging (48.9 million), and Yoga (34.3 million). FIVE-YEAR TREND Over the last five years (2016-2022), the activities growing at the highest rate are Trail Running (45.9%), Yoga (30.8%), Dance, Step & Choreographed Exercise (13.3%), and Pilates Training (9.6%). Over the same time frame, the activities that have undergone the biggest decline include Group Stationary Cycling (- 33.5%), Traditional Triathlon (26.4%), Cardio Kickboxing (-26.1%), Cross-Training Style Workout (-24.4%) and Non-Traditional Triathlons (-23.5%). ONE-YEAR TREND In the last year, activities with the largest gains in participation were those that can be done alone at home or socially distanced outdoors. The top increases were in Treadmill (7.6%), Cross-Training Style Workouts (6.4%) Trail Running (5.6%), Yoga (4.7%), and Stair Climbing (4.7%). In the same span, the activities that had the largest decline in participation were those that would generally take more time and investment. The greatest drops were seen in Traditional Triathlon (-5.3%), Aerobics (-5.1%), Non- Traditional Triathlons (-4.3%), and Cardio Kickboxing (-3.7%). CORE VS. CASUAL TRENDS IN GENERAL FITNESS The most participated in fitness activities all had increases in their casual user’s base (participating 1- 49 times per year) over the last year. These fitness activities include Fitness Walking, Free Weights, Running/Jogging, Treadmills, Yoga, and Recumbent/Upright Stationary Cycling. Please see Appendix A for full Core vs. Casual Participation breakdown. FITNESS WALKING 115.8 MILLION DUMBBELL FREE WEIGHTS 52.6 MILLION RUNNING/ JOGGING 48.9 MILLION TREADMILL 53.6 MILLION STATIONARY CYCLING 32.4 MILLION 331 Figure 3 General Fitness Participatory Trends 332 NATIONAL TRENDS IN OUTDOOR RECREATION PARTICIPATION LEVELS Results from the SFIA report demonstrate strong growth in participation regarding outdoor/adventure recreation activities. Much like the general fitness activities, these activities encourage an active lifestyle, can be performed individually or with proper social distancing in a group, and are not as limited by time constraints. In 2020, the most popular activities, in terms of total participants, from the outdoor/adventure recreation category include: Day Hiking (57.8 million), Road Bicycling (44.5 million), Freshwater Fishing (42.6 million), Camping within ¼ mile of Vehicle/Home (36.1 million), and Recreational Vehicle Camping (17.8 million). FIVE-YEAR TREND From 2016-2022, Day Hiking (55.3%), BMX Bicycling (44.2%), Skateboarding (37.8%), Camping within ¼ mile of Vehicle/Home (30.1%), and Fly Fishing (27.3%) have undergone the largest increases in participation. The five-year trend also shows activities such as Adventure Racing (-31.4%), In-Line Roller Skating (-18.8%), Archery (-13.5%), and Traditional Climbing (-4.5%) to be the only activities with decreases in participation. ONE-YEAR TREND The one-year trend shows almost all activities growing in participation from the previous year. The most rapid growth being in Skateboarding (34.2%), Camping within ¼ mile of Vehicle/Home (28.0%), Birdwatching (18.8%), and Day Hiking (16.3%). Over the last year, the only activities that underwent decreases in participation were Adventure Racing (-8.3%) and Archery (-2.7%). CORE VS. CASUAL TRENDS IN OUTDOOR RECREATION A majority of outdoor activities have experienced participation growth in the last five- years. Although this a positive trend, it should be noted that all outdoor activities participation, besides adventure racing, consist primarily of casual users. Please see Appendix A for full Core vs. Casual Participation breakdown. HIKING (DAY) 58.6 MILLION FISHING (FRESHWATER) 40.8 MILLION CAMPING (<¼MI. OF CAR/HOME) 35.9 MILLION BICYCLING (ROAD) 42.7 MILLION CAMPING (RECREATIONAL VEHICLE) 16.3 MILLION 333 Figure 4 Outdoor Adventure Participatory Trends 334 NATIONAL TRENDS IN AQUATICS PARTICIPATION LEVELS Swimming is deemed as a lifetime activity, which is most likely why it continues to have such strong participation. In 2022, Fitness Swimming remained the overall leader in participation (25.6 million) amongst aquatic activities, despite the fact that most, if not all, aquatic facilities were forced to close at some point due to the COVID-19 pandemic. FIVE-YEAR TREND Assessing the five-year trend, no activity has experienced an increase from 2016-2022, most likely due to the accessibility of facilities during Covid-19. While Fitness Swimming and Aquatic Exercise underwent a slight decline, dropping -3.7% and -1.7% respectively, Competitive Swimming suffered a -16.2% decline in participation. ONE-YEAR TREND The impact of the COVID-19 pandemic is seen here as most aquatic facilities were forced to shut down for some part of the year. This caused decreases to Aquatic Exercise (-5.1%) having the largest decline, followed by Fitness Swimming (-0.2%). Participation in Competitive swimming increased by 8%. CORE VS. CASUAL TRENDS IN AQUATICS Only Aquatic Exercise has undergone an increase in casual participation (1-49 times per year) over the last five years, however, they have all seem a drop in core participation (50+ times per year) in the same time frame. This was happening before the COVID-19 pandemic, and the large decreases in all participation over the last year have furthered this trend. Please see Appendix A for full Core vs. Casual Participation breakdown. SWIMMING (FITNESS) 25.6 MILLION AQUATIC EXERCISE 10.4 MILLION SWIMMING (COMPETITION) 2.8 MILLION 335 NATIONAL TRENDS IN WATER SPORTS / ACTIVITIES PARTICIPATION LEVEL The most popular water sports / activities based on total participants in 2022 were Recreational Kayaking (13.3 million), Canoeing (9.2 million), and Snorkeling (7.3 million). It should be noted that water activity participation tends to vary based on regional, seasonal, and environmental factors. A region with more water access and a warmer climate is more likely to have a higher participation rate in water activities than a region that has a long winter season or limited water access. Therefore, when assessing trends in water sports and activities, it is important to understand that fluctuations may be the result of environmental barriers which can greatly influence water activity participation. FIVE-YEAR TREND Over the last five years, Recreational Kayaking (33.3%), Surfing (24%), and Stand-Up Paddling (16.1%) were the fastest growing water activities. White Water Kayaking (1.4%) was the only other activity with an increase in participation. From 2016-2022, activities declining in participation most rapidly were Boardsailing/Windsurfing (-25.3%), Scuba Diving (-20.4%), Water Skiing (-17.4%), Sea Kayaking (-17.2%) Snorkeling (-16.1%), and Sailing (-15.4%). ONE-YEAR TREND Recreational Kayaking (2.7%) and Stand-Up Paddling (1.7%) were the activities to grow both over 5 years and in the last one year. Activities which experienced the largest decreases in participation in the most recent year include Surfing (-8.9%), Snorkeling (-5.3%), Scuba Diving (-4.3%), and Canoeing (-4.1%). CORE VS. CASUAL TRENDS IN WATER SPORTS/ACTIVITIES As mentioned previously, regional, seasonal, and environmental limiting factors may influence the participation rate of water sport and activities. These factors may also explain why all water-based activities have drastically more casual participants than core participants, since frequencies of activities may be constrained by uncontrollable factors. These high causal user numbers are likely why a majority of water sports/activities have experienced decreases in participation in recent years. Please see Appendix A for full Core vs. Casual Participation breakdown. Kayaking 13.3 Million Snorkeling 7.3 Million Jet Skiing 5.1 Million Canoeing 9.2 Million Sailing 3.1 Million 336 Figure 5 Aquatics Participatory Trends 337 APPENDIX B - CORE VS. CASUAL PARTICIPATION TRENDS GENERAL SPORTS 338 GENERAL SPORTS (CONTINUED) 339 GENERAL FITNESS 340 GENERAL FITNESS (CONTINUED) 341 OUTDOOR/ADVENTURE RECREATION 342 AQUATICS 343 WATER SPORTS/ACTIVITIES 344 APPENDIX C - STATISTICALLY VALID SURVEY RESULTS 345 346 347 348 349 350 351 352 353 354 355 356 357 358 359 360 361 362 363 364 APPENDIX D - PROGRAM CLASSIFICATION 365 366 APPENDIX E : POTENTIAL FUNDING STRATEGIES Due to parks and recreation budgets being cut across the county, agencies have been forced to become more creative regarding funding strategies. Some agencies have even began using tactics such as crowdsourcing and crowdfunding. Examples include: •Expand opportunities for Crowdsourcing information on an ongoing basis. Crowdsourcing is use for a call out of all types of resources such as manpower, volunteers, and equipment to help accomplish your set goal o Some existing resources include mindmixer.com and peakdemocracy.com which can be evaluated if the Department has the resources and can utilize it on an on-going basis. o Crowdsourcing options could include printing program guides or developing marketing material •Provide opportunities for Donations or Crowdfunding through the website. Crowdfunding is a monetary call out to complete a project or meet a goal. o kickstarter.org / indiegogo.com / gofundme.com these sites help bring small amounts of money together to create needed capital 367 APPENDIX F : VOLUNTEER/PARTNERSHIP BEST PRACTICES & RECOMMENDATIONS BEST PRACTICES IN VOLUNTEER MANAGEMENT In developing a volunteer policy, some best practices that the Department should be aware of include: •Involve volunteers in cross-training to expose them to various organizational functions and increase their skills. This can also increase their utility, allowing for more flexibility in making work assignments, and can increase their appreciation and understanding of the Department. •Ensure a Volunteer Coordinator (a designated program staff member with volunteer management responsibility) and associated staff stay fully informed about the strategic direction of the agency overall, including strategic initiatives for all divisions. Periodically identify, evaluate, or revise specific tactics the volunteer services program should undertake to support the larger organizational mission. •A key part of maintaining the desirability of volunteerism in the agency is developing a good reward and recognition system. The consultant team recommends using tactics similar to those found in frequent flier programs, wherein volunteers can use their volunteer hours to obtain early registration for programs, or discounted pricing for certain programs, rentals or events, or any other City functions. Identify and summarize volunteer recognition policies in a Volunteer Policy document. •Regularly update volunteer position descriptions. Include an overview of the volunteer position lifecycle in the Volunteer Manual, including the procedure for creating a new position. •Add end-of-lifecycle process steps to the Volunteer Manual to ensure that there is formal documentation of resignation or termination of volunteers. Also include ways to monitor and track reasons for resignation/termination and perform exit interviews with outgoing volunteers when able. In addition to number of volunteers and volunteer hours, categorization and tracking volunteerism by type and extent of work, is important: •Regular volunteers: Those volunteers whose work is continuous, provided their work performance is satisfactory and there is a continuing need for their services. •Special event volunteers: Volunteers who help with a particular event with no expectation that they will return after the event is complete. •Episodic volunteers: Volunteers who help with a particular project type on a recurring or irregular basis with no expectation that they will return for other duties. •Volunteer interns: Volunteers who have committed to work for the agency to fulfill a specific higher-level educational learning requirement. •Community service volunteers: Volunteers who are volunteering over a specified period to fulfill a community service requirement. The Department should encourage employees to volunteer themselves in the community. Exposure of staff to the community in different roles (including those not related to parks and recreation) will raise awareness of the agency and its volunteer program. It also helps staff understand the role and expectations of a volunteer if they can experience it for themselves. 368 BEST PRACTICE FOR ALL PARTNERSHIPS All partnerships developed and maintained by the Department should adhere to common policy requirements. These include: •Each partner will meet with or report to the Department staff on a regular basis to plan and share activity-based costs and equity invested. •Partners will establish measurable outcomes and work through key issues to focus on for the coming year to meet the desired outcomes. •Each partner will focus on meeting a balance of equity agreed to and track investment costs accordingly. •Measurable outcomes will be reviewed quarterly and shared with each partner, with adjustments made as needed. •A working partnership agreement will be developed and monitored together on a quarterly or as- needed basis. •Each partner will assign a dedicated liaison responsible for communication and planning purposes between the Department. 369 POLICY RECOMMENDATIONS FOR PUBLIC/PRIVATE PARTNERSHIPS The recommended policies and practices for public/private partnerships that may include businesses, private groups, private associations, or individuals who desire to make a profit from use of the Department’s facilities or programs are detailed below. These can also apply to partnerships where a private party wishes to develop a facility on park property, to provide a service on publicly-owned property, or who has a contract with the agency to provide a task or service on the agency’s behalf at public facilities. These unique partnership principles are as follows: •Upon entering into an agreement with a private business, group, association or individual, the Department staff and political leadership must recognize that they must allow the private entity to meet their financial objectives within reasonable parameters that protect the mission, goals and integrity of the Department. •As an outcome of the partnership, the Department must receive a designated fee that may include a percentage of gross revenue dollars less sales tax on a regular basis, as outlined in the contract agreement. •The working agreement of the partnership must establish a set of measurable outcomes to be achieved, as well as the tracking method of how those outcomes will be monitored by the agency. The outcomes will include standards of quality, financial reports, customer satisfaction, payments to the agency, and overall coordination with the Department for the services rendered. •Depending on the level of investment made by the private contractor, the partnership agreement can be limited to months, a year or multiple years. •If applicable, the private contractor will provide a working management plan annually that they will follow to ensure the outcomes desired by the Department. The management plan can and will be negotiated, if necessary. Monitoring of the management plan will be the responsibility of both partners. The agency must allow the contractor to operate freely in their best interest, as long as the outcomes are achieved, and the terms of the partnership agreement are adhered to. •The private contractor cannot lobby agency advisory or governing boards for renewal of a contract. Any such action will be cause for termination. All negotiations must be with the Department Director or their designee. •The agency has the right to advertise for private contracted partnership services or negotiate on an individual basis with a bid process based on the professional level of the service to be provided. •If conflicts arise between both partners, the highest-ranking officers from both sides will try to resolve the issue before going to each partner’s legal counsels. If none can be achieved, the partnership shall be dissolved. 370 PARTNERSHIP OPPORTUNITIES The Department currently has a strong network of recreation program partners. Therefore, the following recommendations are both an overview of existing partnership opportunities available to the Department, as well as a suggested approach to organizing partnership pursuits. This is not an exhaustive list of all potential partnerships that can be developed, but this list can be used as a reference tool for the agency to develop its own priorities in partnership development. The following five areas of focus are recommended: 1.Operational Partners: Other entities and organizations that can support the efforts of the Department to maintain facilities and assets, promote amenities and park usage, support site needs, provide programs and events, and/or maintain the integrity of natural/cultural resources through in-kind labor, equipment, or materials. 2.Vendor Partners: Service providers and/or contractors that can gain brand association and notoriety as a preferred vendor or supporter of the Town or Department in exchange for reduced rates, services, or some other agreed upon benefit. 3.Service Partners: Nonprofit organizations and/or friends’ groups that support the efforts of the agency to provide programs and events, and/or serve specific constituents in the community collaboratively. 4.Co‐Branding Partners: Private, for-profit organizations that can gain brand association and notoriety as a supporter of the Department in exchange for sponsorship or co-branded programs, events, marketing and promotional campaigns, and/or advertising opportunities. 5.Resource Development Partners: A private, nonprofit organization with the primary purpose to leverage private sector resources, grants, other public funding opportunities, and resources from individuals and groups within the community to support the goals and objectives of the agency on mutually agreed strategic initiatives 371 City of DublinCity of Dublin Parks and Recreation Master Plan