The URL can be used to link to this page

2015-2019 Parks and Recreation Master PlanMarch 10, 2015 ACKNOWLEDGEMENTS - PROJECT STAFF MARK WESTERMEIER, MICHAEL W. KLITZING, PARK BOARD JAMES L. ENGLEDOW, President RICHARD F. TAYLOR III, Vice President JENN KRISTUNAS, Treasurer JOSHUA A. KIRSH, Secretary WENDY FRANKLIN KATHIE FREED JAMES D. GARRETSON RICHARD LEIRER LINUS RUDE TABLE OF CONTENTS 1.1 INTRODUCTION 1 1.2 AGENCY BACKGROUND 2 1.3 PROJECT PROCESS & PURPOSE 2 1.4 VISION STATEMENT 3 1.5 MISSION STATEMENT 3 1.6 STATEMENT ON ACCESSIBILITY 3 1.7 CURRENT PARKS MAP & DEFINITION OF PLANNING AREA 5 1.8 PARK BOARD 6 1.9 STRATEGIC DIRECTIONS 6 1.10 KEY RECOMMENDATIONS 7 1.11 “BIG ROCK” RECOMMENDATIONS 9 1.12 CONCLUSION 9 2.1 GENERAL FINDINGS 10 2.2 KEY LEADERSHIP AND STAKEHOLDER PUBLIC INPUT 11 2.3 STATISTICALLY VALID COMMUNITY SURVEY 12 3.1 NATURAL FEATURES AND LANDSCAPE 34 3.2 CLIMATE 37 3.3 MAN-MADE, HISTORICAL AND CULTURAL 38 3.4 SOCIAL AND ECONOMIC FACTORS 42 3.5 TRENDS ANALYSIS 49 3.6 BENCHMARK ANALYSIS 56 4.1 PARKS AND RECREATION FACILITIES ASSESSMENT 61 4.2 RECREATION PROGRAM ASSESSMENT 64 4.3 PARK CLASSIFICATIONS AND LEVEL OF SERVICE STANDARDS 76 4.4 SERVICE AREA ANALYSIS/EQUITY MAPPING 85 4.5 PRIORITIZED FACILITY AND PROGRAM NEEDS ASSESSMENT 102 4.6 CAPITAL IMPROVEMENT PLAN 105 5.1 OPERATIONAL AND MAINTENANCE REVIEW 113 5.2 FINANCIAL ANALYSIS 117 5.3 FUNDING AND REVENUE STRATEGIES 127 6.1 GUIDING PRINCIPLES 132 6.2 KEY RECOMMENDATIONS 132 6.3 “BIG ROCK” RECOMMENDATIONS 134 Parks and Recreation Master Plan Prepared by PROS Consulting 1 - - - 2 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - - - - Parks and Recreation Master Plan Prepared by PROS Consulting 3 - - - munity, a thriving economy, and a high quality of life in the City of Carmel and Clay Township. - - and removing barriers in order to serve individual and community needs, as well as to provide quality programs - Funding Mechanisms to Support Support Vision Land and Open Space Programs Maintenance 4 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - Parks and Recreation Master Plan Prepared by PROS Consulting 5 - Flowing Well ParkWest Park Central Park Carmelot Park Founders Park Meadowlark Park Cherry Tree Park Carey Grove Park Lenape Trace Park Hazel Landing ParkPleasant Grove Park Prairie Meadow Park River Heritage Park Lawrence W. Inlow Park White River Greenway Monon GreenwayHagan-BurkeTrailGre y h o un d Tr ai lSources: Esri, DeLorme, NAVTEQ, USGS, Intermap, iPC, NRCAN, Esri Japan,METI, Esri China (Hong Kong), Esri (Thailand), TomTom, 2012 Carmel Clay, IndianaParks and Recreation Master PlanCCPR ParksSystem Map 0 1.5 3 4.5 6Miles 1 in = 2 miles Carmel Clay Parks & Rec Parks Local Road Major Road Highway Carmel Boundary LLCconsulting 6 Prepared by PROS Consulting Carmel • Clay Parks & Recreation 1.8 PARK BOARD - • • • • • • • • • • • - • Parks and Recreation Master Plan Prepared by PROS Consulting 7 • • • • • • • - • • - • • • • • • • • • - • • 8 Prepared by PROS Consulting Carmel • Clay Parks & Recreation • • • • • • • - • • • • - • • - Parks and Recreation Master Plan Prepared by PROS Consulting 9 - - - - 10 Prepared by PROS Consulting Carmel • Clay Parks & Recreation • • • • • • 2.1.1 STRENGTHS OF CCPR • - • • • - • Parks and Recreation Master Plan Prepared by PROS Consulting 11 • • • • - - 12 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - Q3. Importance of Parks, Recreation Services, and Open Space to the Quality of Life in Carmel and Clay Township by percentage of respondents Very Important62% Important 30% Neutral 4% Somwhat Important3% Not Important 1% Source: Leisure Vision/ETC Institute (May 2013) Parks and Recreation Master Plan Prepared by PROS Consulting 13 - 57% 52% 20% 20% 19% 17% 9% 6% 3% 2% Provide opportunities to enjoy nature/outdoors Improve health and wellness Promote the natural environment Connect people, build stronger families & neighbor Enhance community image & sense of place Promote youth and development Help seniors & people with disabilities remain act Provide opportunities for lifelong learning Provide cultural activities Other 0% 10% 20% 30% 40% 50% 60% 70% Q4. Benefits of Parks, Recreation Services, and Open Space that Are Most Important Source: Leisure Vision/ETC Institute (May 2013) by percentage of respondents (sum of top 2 choices) 69% 55% 46% 39% 32% 28% 19% 18% 15% 15% 14% 12% 10% 9% 9% 2% 1% 4% Monon Community Center Monon greenway West park Central park Flowing Well park Founders park Hagan Burke trail River Heritage park Lawrence W. Inlow park Greyhound trail Carey Grove park Hazel Landing park Meadowlark park Cherry Tree park White River greenway Prairie Meadow park Lenape Trace park None chosen 0% 10% 20% 30% 40% 50% 60% 70% 80% Q5. Carmel Clay Parks and Recreation Locations Households Have Visited in the Past 12 Months by percentage of respondents (multiple choices could be made) Source: Leisure Vision/ETC Institute (May 2013) 14 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - - Excellent 58% Good40% Fair 2% by percentage of respondents Q5a. Overall Condition of Carmel Clay Parks and Recreation Locations Households Have Visited Source: Leisure Vision/ETC Institute (May 2013) 25% 21% 20% 11% 8% 7% 7% 6% 4% 3% 3% 3% 2% 2% 1% 7% 40% Fitness/Wellness Programs Community Events Aquatic Programs Arts & Culture Programs Summer Camps Extended School Enrichment Preschool/Toddler Programs Youth Recreation Programs Youth Sport Clinics Outdoor Education Adult Sports Leagues Continuing Education/Skills Development Tween/Teen Programs Adaptive Recreation Senior Recreation Programs Other None 0% 10% 20% 30% 40% 50% Q6. Programs and Activities Offered by Carmel Clay Parks and Recreation that Households Have Participated in During the Past 12 Months Source: Leisure Vision/ETC Institute (May 2013) by percentage of respondents (multiple choices could be made) Parks and Recreation Master Plan Prepared by PROS Consulting 15 - 1 program/activity30% 2-3 prgms/activities41% 4-6 prgms/activities11% 7-10 prgms/activities5% 11+ prgms/activities3% Don't Know10% Q6a. Number of Programs and Activities Offered by Carmel Clay Parks and Recreation That Household Have Participated in During the Past 12 Months by percentage of respondents that have participated in Carmel Clay Parks and Recreation programs Source: Leisure Vision/ETC Institute (May 2013) 69% 40% 37% 25% 24% 21% 20% 8% 5% 9% Location of the program facility Times the program is offered Quality of the program facility Fees charged for the class Friends participate in the program Quality of instructors/coaches Dates the program is offered Nowhere else to go for the service Other None chosen 0% 10% 20% 30% 40% 50% 60% 70% 80% Q6b. Primary Reasons Households Have Participated in Carmel Clay Parks and Recreation Programs and Activities by percentage of respondents that have participated in Carmel Clay Parks and Recreation programs(multiple choices could be made) Source: Leisure Vision/ETC Institute (May 2013) 16 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - Excellent44% Good50% Fair5% Poor1% Q6c. Overall Quality of Recreation Programs and Activities in Which Households Have Participated Source: Leisure Vision/ETC Institute (May 2013) by percentage of respondents that have participated in Carmel Clay Parks and Recreation programs Q7. Ways You Prefer Carmel Clay Parks and Recreation to Provide Your Household with Information Source: Leisure Vision/ETC Institute (May 2013) 64% 46% 43% 18% 17% 14% 13% 7% 5% 3% 3% Escape Guide (seasonal program brochure) Parks and Recreation website eNewsletters Newspaper Fliers at recreation facilities School newsletters/messenger Social media Television Radio Converstaions with staff Other 0% 10% 20% 30% 40% 50% 60% 70% 80% by percentage of respondents (multiple choices could be made) Parks and Recreation Master Plan Prepared by PROS Consulting 17 - - 75% 30% 26% 26% 24% 20% 15% 12% 11% 8% 5% 8% 8% Carmel Clay Parks & Rec/Monon Comm. Center Homeowners Association Parks & Facilities Hamilton County Parks & Rec Private Fitness Centers Carmel Dad's Club Church/Faith Based/Rec Facilities Indy Parks & Rec School District/PTO Prgms & Facilities Noblesville Parks & Rec YMCA Fishers Parks & Rec Other None 0% 20% 40% 60% 80% 100% Q8. Service Providers Households Have Used for Indoor and Outdoor Recreation Activities During the Last 12 Months Source: Leisure Vision/ETC Institute (May 2013) by percentage of respondents (multiple choices could be made) 18 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - 8% 71% 26% 24% 22% 21% 14% 11% 9% 7% 5% 3% 6% Carmel Clay Parks & Rec/Monon Comm. Center Private Fitness Centers Homeowners Assn Parks & Facilities Carmel Dad's Club Hamilton County Parks & Rec Church/Faith Based/Rec Facilities Indy Parks & Rec School District/PTO Prgms & Facilities Noblesville Parks & Rec YMCA Fishers Parks & Rec Other None 0% 20% 40% 60% 80% 1st Choice 2nd Choice 3rd Choice Q8a. Service Providers Households Have Used Most Frequently for Indoor and Outdoor Recreation Activities During the Last 12 Months by percentage of respondents who selected the item as one of their top three choices Source: Leisure Vision/ETC Institute (May 2013) Parks and Recreation Master Plan Prepared by PROS Consulting 19 - 81%78%54%53%52%49%48%48%39%39%33%32%30%29%27%24%24%23%20%18%16%13%12%10%9%8%8%7% Paved multipurpose trails (walking, biking, etc.)Nature trails/boardwalksWalking/running track (indoors)Fitness/exercise facilities (indoors)Swimming/activity pools (outdoors)PlaygroundsSwimming/activity pools (indoors)Nature centerSpray park (above ground water play)Picnic shelters (rentable)Fishing areas (lakes, ponds, river access)Off-leash dog parkLap lanes for exercise swimming (indoors)Ice skating rink (indoors)Basketball courts (outdoors)Basketball/volleyball courts (indoors)Tennis courts (outdoors)Soccer/multipurpose fields for youthDisc golf courseBaseball/softball fields for youthRock climbing wall (indoors)Soccer/multipurpose fields for adultsSoftball fields for adultsBike/BMX parkSkate parkCommunity vegetable garden (rentable plots)Bocce ball courtsPickleball courts (indoors or outdoors) 0% 20% 40% 60% 80% Q9. Park and Recreation Amenities Your Household Has a Need For by percentage of respondents Source: Leisure Vision/ETC Institute (May 2013) 20 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - 23,34322,67615,57115,31015,19414,26713,97713,80311,42511,2519,6279,2508,5838,3227,9456,9016,9016,6985,8575,2774,7273,6833,3933,0162,6392,3782,1751,885 Paved multipurpose trails (walking, biking, etc.)Nature trails/boardwalksWalking/running track (indoors)Fitness/exercise facilities (indoors)Swimming/activity pools (outdoors)PlaygroundsSwimming/activity pools (indoors)Nature centerSpray park (above ground water play)Picnic shelters (rentable)Fishing areas (lakes, ponds, river access)Off-leash dog parkLap lanes for exercise swimming (indoors)Ice skating rink (indoors)Basketball courts (outdoors)Basketball/volleyball courts (indoors)Tennis courts (outdoors)Soccer/multipurpose fields for youthDisc golf courseBaseball/softball fields for youthRock climbing wall (indoors)Soccer/multipurpose fields for adultsSoftball fields for adultsBike/BMX parkSkate parkCommunity vegetable garden (rentable plots)Bocce ball courtsPickleball courts (indoors or outdoors) 0 6,000 12,000 18,000 24,000 Q9a. Estimated Number of Households in Carmel That Have a Need for Parks and Recreation Amenities by number of households based on 28,997 households in Carmel Source: Leisure Vision/ETC Institute (May 2013) Parks and Recreation Master Plan Prepared by PROS Consulting 21 57%56%53%50%49%49%48%47%47%44%40%40%37%36%36%35%35%28%26%21%19%16%16%15%14%12%9%8% 23%26%34%25%30%28%31%33%17%37%35%29%23%28%12%30%26%28%33% 22%32%23% 16%21%4%19% 15%10%9%13%15%15%12%16%18%17%19%19%14%24%19%14%14%23%20%26%19%23%31%10%12%25%9%15% 3% 5% 2% 7% 6% 5% 3% 1% 13% 3% 4% 4% 14% 6% 19% 5% 10% 13% 9% 16% 11% 10% 18% 20% 10% 13% 9% 19% 3% 3% 1% 6% 3% 6% 3% 6% 1% 7% 11% 6% 15% 16% 16% 10% 12% 37% 30% 19% 13% 55% 48% 28% 70% 40% Swimming/activity pools (outdoors)Walking/running track (indoors)PlaygroundsFitness/exercise facilities (indoors)Spray park (above ground water play)Swimming/activity pools (indoors)Soccer/multipurpose fields for youthPaved multipurpose trails (walking, biking, etc.)Lap lanes for exercise swimming (indoors)Picnic shelters (rentable)Nature trails/boardwalksBasketball/volleyball courts (indoors)Softball fields for adultsBaseball/softball fields for youthDisc golf courseSoccer/multipurpose fields for adultsIce skating rink (indoors)Basketball courts (outdoors)Nature centerPickleball courts (indoors or outdoors)Skate parkBike/BMX parkFishing areas (lakes, ponds, river access)Bocce ball courtsOff-leash dog parkTennis courts (outdoors)Community vegetable garden (rentable plots)Rock climbing wall (indoors) 0% 20% 40% 60% 80% 100% 100% Met 75% Met 50% Met 25% met 0% met Q9b. How Well Park and Recreation Amenities Are Meeting Your Household Needs by percentage of respondents Source: Leisure Vision/ETC Institute (May 2013) 22 Prepared by PROS Consulting Carmel • Clay Parks & Recreation 9-3. How Well Needs Are Met for a Walking/Running Track 2013 Carmel Community Interest and Opinion Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) 9-2. How Well Needs Are Met for Swimming/Activity Pools (Outdoors) 2013 Carmel Community Interest and Opinion Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) Parks and Recreation Master Plan Prepared by PROS Consulting 23 9P. How Well Needs Are Met for Fitness/Exercise Facilities 2013 Carmel Community Interest and Opinion Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) 9H. How Well Needs Are Met for Playgrounds 2013 Carmel Community Interest and Opinion Survey Shading reflects the mean rating for all respondents by CBG (merged as needed) 24 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - Q9c. Estimated Number of Households in Carmel Whose Needs for Park and Recreation Amenities Are Only Being 50% Met or Less 2,3652,171 6,5495,8725,5905,5334,6924,6383,8893,5763,4513,2883,2573,1503,1453,0742,881 2,1332,0691,9001,8491,7701,5621,5601,4881,4001,3571,293 Off-leash dog parkFishing areas (lakes, ponds, river access)Nature centerNature trails/boardwalksPaved multipurpose trails (walking, biking, etc.)Tennis courts (outdoors)Fitness/exercise facilities (indoors)Basketball courts (outdoors)Rock climbing wall (indoors)Ice skating rink (indoors)Swimming/activity pools (indoors)Lap lanes for exercise swimming (indoors)Swimming/activity pools (outdoors)Disc golf courseWalking/running track (indoors)Spray park (above ground water play)Picnic shelters (rentable)Basketball/volleyball courts (indoors)Community vegetable garden (rentable plots)Baseball/softball fields for youthBocce ball courtsPlaygroundsSkate parkBike/BMX parkPickleball courts (indoors or outdoors)Soccer/multipurpose fields for youthSoftball fields for adultsSoccer/multipurpose fields for adults 0 2,000 4,000 6,000 8,000 50% Meets Needs 25% Meet Needs 0% Meets Needs Source: Leisure Vision/ETC Institute (May 2013) by number of households based on 28,997 households in Carmel Parks and Recreation Master Plan Prepared by PROS Consulting 25 - - - Excellent44% Good50% Fair5% Poor1% Q6c. Overall Quality of Recreation Programs and Activities in Which Households Have Participated Source: Leisure Vision/ETC Institute (May 2013) by percentage of respondents that have participated in Carmel Clay Parks and Recreation programs Q7. Ways You Prefer Carmel Clay Parks and Recreation to Provide Your Household with Information Source: Leisure Vision/ETC Institute (May 2013) 64% 46% 43% 18% 17% 14% 13% 7% 5% 3% 3% Escape Guide (seasonal program brochure) Parks and Recreation website eNewsletters Newspaper Fliers at recreation facilities School newsletters/messenger Social media Television Radio Converstaions with staff Other 0% 10% 20% 30% 40% 50% 60% 70% 80% by percentage of respondents (multiple choices could be made) 26 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - 17,94914,7309,4539,2508,4097,4526,9886,8146,6986,1476,1476,0315,2775,1905,1034,0604,0604,0603,9733,9733,7702,9292,8422,8422,5522,4652,4652,3491,421 Community eventsFitness/wellness for adultsArts & Crafts classesOutdoor/environmentalFitness/wellness for youthFitness/wellness for seniorsWinter sport activitiesRecreational sports youthRecreational sports adultsDance/performing artsLearn to swimSenior programsWater aerobics/fitnessTennis lessons/leaguesSummer/school break campsBefore/after school careGolf lessons/leagues youthRecreational sports seniorsGolf lessons/leagues adultsGymnastics/tumblingPreschool/early childhoodParent's day outMartial artsRopes/challenge coursesScuba diving instructionGolf lessons/leagues seniorsRock climbing instructionDaycare for preschoolersAdaptive programs (people with disabilities) 0 5,000 10,000 15,000 20,000 Q11a. Estimated Number of Households in Carmel That Have a Need for Recreation Programs and Services by number of households based on 28,997 households in Carmel Source: Leisure Vision/ETC Institute (May 2013) Parks and Recreation Master Plan Prepared by PROS Consulting 27 - 60%42%42%40%39%36%36%33%33%31%31%29%29%28%25%24%20%20%19%18%14%14%14%14%11%10%8%5%4% 22%23%8%31%30%22%15%11%12%23%19%38% 38%35%20%28%20%23%21%12%14%5%23%8%17%12%16%15% 8%18%29%17%18%17%26%30%21%29%15%29%57%22%25%27%26%37%34%40%28%22%27%14%22%33%12%36%15% 8%12% 13% 6% 9% 16% 18% 15% 21% 17% 12% 4% 9%13%10%18% 15% 17% 16% 24% 22% 32% 23% 33% 21% 24% 23% 33% 3%5% 8% 6% 5% 9% 5% 11% 12% 23% 1% 14% 3%3%19%8%10% 6% 5% 22% 28% 23%27%25%19%44%20%33% Before/after school careDance/performing artsDaycare for preschoolersRecreational sports youthSummer/school break campsLearn to swimGymnastics/tumblingParent's day outRecreational sports seniorsPreschool/early childhoodMartial artsCommunity eventsAdaptive programs (people with disabilities)Fitness/wellness for adultsFitness/wellness for youthRecreational sports adultsOutdoor/environmentalWater aerobics/fitnessFitness/wellness for seniorsArts & Crafts classesTennis lessons/leaguesGolf lessons/leagues-youthGolf lessons/leagues-seniorsRock climbing instructionGolf lessons/leagues-adultsSenior programsScuba diving instructionWinter sport activitiesRopes/challenge courses 0% 20% 40% 60% 80% 100% 100% Met 75% Met 50% Met 25% met 0% met Q11b. How Well Recreation Programs and Services are Meeting Your Household Needs by percentage of respondents Source: Leisure Vision/ETC Institute (May 2013) 28 Prepared by PROS Consulting Carmel • Clay Parks & Recreation Q11c. Estimated Number of Households in Carmel Whose Needs for Recreation Programs and Services Are Only Being 50% Met or Less 1,723 5,8875,7285,5075,0684,8844,4094,3143,8413,7443,3893,2183,1982,9312,5392,3132,2132,1512,0412,0171,9961,931 1,6251,6231,5681,4221,1751,014768 Community eventsArts & Crafts classesWinter sport activitiesFitness/wellness for adultsOutdoor/environmentalSenior programsFitness/wellness for seniorsTennis lessons/leaguesRecreational sports adultsFitness/wellness for youthWater aerobics/fitnessGolf lessons/leagues adultsGolf lessons/leagues youthLearn to swimRopes/challenge coursesRecreational sports seniorsDance/performing artsScuba diving instructionGolf lessons/leagues seniorsRecreational sports youthGymnastics/tumblingPreschool/early childhoodParent's day outSummer/school break campsRock climbing instructionMartial artsDaycare for preschoolersAdaptive programs (people with disabilities)Before/after school care 0 2,000 4,000 6,000 50% Meets Needs 25% Meet Needs 0% Meets Needs Source: Leisure Vision/ETC Institute (May 2013) by number of households based on 28,997 households in Carmel Parks and Recreation Master Plan Prepared by PROS Consulting 29 22% 2% 43%32%17%14%13%12%12%12%11%10%9%8%7%6%6%6%6%5%4%4%4%3%3%3%3%2%2% 2% Community eventsFitness/wellness for adultsOutdoor/environmentalFitness/wellness for seniorsArts & Crafts classesLearn to swimRecreational sports youthFitness/wellness for youthSenior programsRecreational sports adultsTennis lessons/leaguesWinter sport activitiesSummer/school break campsDance/performing artsBefore/after school careDaycare for preschoolersWater aerobics/fitnessGolf lessons/leagues adultsMartial artsAdaptive programs (people with disabilities)Gymnastics/tumblingParent's day outRecreational sports seniorsRopes/challenge coursesPreschool/early childhoodGolf lessons/leagues youthScuba diving instructionGolf lessons/leagues seniorsRock climbing instructionNone Chosen 0% 10% 20% 30% 40% 50% Most Important 2nd Most Important 3rd Most Important 4th Most Important Q12. Recreation Programs and Services Most Important to Your Household by percentage of respondents who selected the item as one of their top four choices Source: Leisure Vision/ETC Institute (May 2013) 30 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - 68% 68% 58% 55% 53% 48% 47% 47% 42% 37% 34% 28% 27% 27% 21% 20% 25% 27% 29% 34% 32% 30% 34% 32% 28% 38% 35% 30% 33% 34% 19% 30% 6% 4% 9% 9% 14% 20% 17% 17% 22% 20% 23% 36% 28% 32% 50% 39% 1% 1% 3% 2% 1% 2% 3% 3% 6% 4% 7% 6% 9% 6% 9% 9% 0% 1% 0% 1% 1% 3% 2% 2% 1% 4% 2% 2% 2% Maint/cleaniness Monon Comm Ctr Maint/cleanliness of parks/trls Convenience of parks to home Number of parks throughout the community Condition fitness equipment-Monon Customer assistance by staff-facil Selection of fitness equipment MCC hours of operation Customer assistance by staff-phone Availability of information Ease of registering for pgms Quality/number/type youth programs User friendliness of website Quality/number/type adult programs Quality/number/type senior programs Use of social media/e-Mktg 0% 20% 40% 60% 80% 100% Very Satisfied Somewhat Satisfied Neutral Somewhat Dissatisfied Very Dissatisfied Q13. Overall Satisfaction with Carmel Clay Parks and Recreaton Items by percentage of respondents Source: Leisure Vision/ETC Institute (May 2013) 23% 37% 20% 18% 16% 16% 13% 13% 12% 12% 9% 9% 7% 7% 7% 6% 5% Maintenance/cleanliness of parks and trails Number of parks throughout the community Quality, number & type of youth programs Maintenance/cleanliness of Community Center Quality, number & type of adult programs offered Availability of information programs and facilitie Convenience of parks to my home User friendliness of website Quality, number & type of senior programs Ease of registering for programs Monon Community Center hours of operation Selection of fitness equipment Community Center Condition of fitness equipment at Community Center Customer assistance by staff at facilities Use of social media & eMarketing Customer assistance by staff over the phone None Chosen 0% 10% 20% 30% 40% 1st Choice 2nd Choice 3rd Choice Q14. Parks and Recreation Services that Should Receive the Most Attention From Carmel Clay Parks & Recreation Officials Over the Next Two Years Source: Leisure Vision/ETC Institute (May 2013) by percentage of respondents who selected the item as one of their top three choices Parks and Recreation Master Plan Prepared by PROS Consulting 31 37% 35% 33% 33% 30% 29% 26% 23% 18% 18% 32% 31% 23% 22% 18% 24% 16% 25% 21% 20% 23% 28% 33% 34% 36% 34% 35% 29% 36% 42% 8% 7% 11% 11% 16% 14% 23% 23% 25% 21% Upgrade play grd/amenities in parks Finish developing multiuse trail Acquire new parkland NW Carmel Enhance West Park upgrade Acquire new parkland NE Carmel Build playground/spray park Construct community center W Carmel Develop special event park Develop adult sports complex Assist City manage Brookshire Golf 0% 20% 40% 60% 80% 100% Very Supportive Somewhat Supportive Not Sure Not Supportive Q15. Overall Support For Actions Carmel Clay Parks & Recreation Could Take to Improve the Park System by percentage of respondents Source: Leisure Vision/ETC Institute (May 2013) 19% 12% 31% 31% 25% 22% 21% 20% 20% 15% 14% 12% Upgrade playgrounds/amenities in existing parks Finish developing multi-use trail along White Rive Enhance West Park through upgraded/new amenities Acquire new parkland in northwest Carmel Acquire new parkland in northeast Carmel Develop special event park in downtown Carmel Construct a comm. center on west side of Carmel Build a playground and spray park in Central Park Develop an adult sports complex Assist the City by managing Brookshire Golf Course Other None Chosen 0% 10% 20% 30% 40% 1st Choice 2nd Choice 3rd Choice Q16. Actions That Are Most Important for Carmel Clay Parks & Recreation Officials to Develop by percentage of respondents Source: Leisure Vision/ETC Institute (May 2013) 32 Prepared by PROS Consulting Carmel • Clay Parks & Recreation Very Satisfied51% Somewhat Satisfied32% Neutral10% Somewhat Dissatisfied3% Very Dissatisfied1% Don't Know3% by percentage of respondents Q17.Level of Satisfaction with Overall Value Your Household Receives From Carmel Clay Parks & Recreation Source: Leisure Vision/ETC Institute (May 2013) Q1. Demographics: Number of People in Household by percentage of respondents One 5% Two33% Three 19% Four28% Five+15% Source: Leisure Vision/ETC Institute (May 2013) Parks and Recreation Master Plan Prepared by PROS Consulting 33 Q2. Demographics: Ages of People in Household by percentage of household occupants Under Age 55% Ages 5-98% Ages 10-148% Ages 15-1910%Ages 20-245%Ages 25-347% Ages 35-4414% Ages 45-5417%Ages 55-6414% Ages 65+11% Source: Leisure Vision/ETC Institute (May 2013) by percentage of respondents Source: Leisure Vision/ETC Institute (May 2013) Q19. Demographics: Gender Male42% Female58% by percentage of respondents Source: Leisure Vision/ETC Institute (May 2013) Q20. Demographics: Number of Years lived in the City of Carmel or Clay Township 5 or fewer years16% 6-10 years24% 11-15 years16% 16-20 years15%21-25 years15% 26-30 years5% Over 30 years9% 34 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - - - - 3.1.2 WETLANDS - - - 3.1.3 WOODLANDS - Parks and Recreation Master Plan Prepared by PROS Consulting 35 - - - - • • • • • - - • • • - 36 Prepared by PROS Consulting Carmel • Clay Parks & Recreation • Food • • • - Parks and Recreation Master Plan Prepared by PROS Consulting 37 - 38 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - - E 96th StW 96th St E 116th StW 116th St Gray RdE 146th StW 146th St Towne RdTowne RdGray RdShelborne RdRiver RdE 126th St College AveE 106th St Carmel Dr 99th St E 111th StOld Meridian StW 106th St Dtch RdW 121st StWest RdW 126th St Clay Center RdW 141st St W 136th St Six Points RdSpring Mill RdE 136th St River RdMain St Carey RdOak Ridge RdWestfield BlvdHazel Dell PkwyE 103rd St E 131st St Pennsylvania StDitch RdW 131st St Shelbourne RdIllinois St Range Line RdKeystone AveSR 4 3 1 US 31US 31US 4 2 1 Mic h i g an Rd I 46 Parks and Recreation Master Plan Prepared by PROS Consulting 39 - - - - - - - 40 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - - Parks and Recreation Master Plan Prepared by PROS Consulting 41 - - - - - - 42 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - - - - Parks and Recreation Master Plan Prepared by PROS Consulting 43 - 3.4.4 AGE SEGMENT - 44 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - Parks and Recreation Master Plan Prepared by PROS Consulting 45 - 46 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - - Type of Business Businesses Parks and Recreation Master Plan Prepared by PROS Consulting 47 - 48 Prepared by PROS Consulting Carmel • Clay Parks & Recreation Parks and Recreation Master Plan Prepared by PROS Consulting 49 - - - 50 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - Parks and Recreation Master Plan Prepared by PROS Consulting 51 52 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - - Parks and Recreation Master Plan Prepared by PROS Consulting 53 - - 54 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - GENERAL SPORTS MARKET POTENTIAL FITNESS MARKET POTENTIAL Fitness Parks and Recreation Master Plan Prepared by PROS Consulting 55 OUTDOOR RECREATION MARKET ANALYSIS MONEY SPENT ON MISCELLANEOUS RECREATION 56 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - • • • • • • • • - - Parks and Recreation Master Plan Prepared by PROS Consulting 57 GENERAL COMPARATIVE OF SYSTEMS - PARKS City Area Current of City/ Parks and Acres % Acres Maintained Park Acres Acres Per Frisco Parks and Park District of West Des Moines 58 Prepared by PROS Consulting Carmel • Clay Parks & Recreation ANNUAL OPERATING BUDGET AND COST RECOVERY - - COST RECOVERY GOALS - Parks and Recreation Master Plan Prepared by PROS Consulting 59 FULL TIME EQUIVALENTS SYSTEM - RECREATION SQUARE FOOTAGE - 60 Prepared by PROS Consulting Carmel • Clay Parks & Recreation OPERATING SOURCES Fund Parks and Recreation Master Plan Prepared by PROS Consulting 61 - - SCALE OF CONDITIONS - - - 62 Prepared by PROS Consulting Carmel • Clay Parks & Recreation • • • • • • • • • • • • • • • • Parks and Recreation Master Plan Prepared by PROS Consulting 63 STRENGTHS • • • • • • • • OPPORTUNITIES • • • • • • • • • • • - • • 64 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - • • • • • • • • • • • • • • • • - • • • - • • Parks and Recreation Master Plan Prepared by PROS Consulting 65 - - • • • - Page 58 Westerville Parks, recreation & Open space Master Plan Chapter Four PROGRAM AssessMent AnD OveRvIeW In the Socioeconomics of Urban Travel: Evidence from the 2001 National Household Travel Survey report, John Pucher and John Renne evaluate variations in travel behavior and other behavioral characteristics based on income, race, ethnicity, sex, and age. They developed a 65-segment Community Tapestry system that classifies U.S. neighborhoods based on their socioeconomic and demographic compositions. Community Tapestry combines the traditional statistical methodology of cluster analysis with ESRI’s latest data mining techniques to provide a robust and compelling segmentation of U.S. neighborhoods. Tapestry market information is of particular importance for an abundance of campaigns, including: • Targeting specific groups • Using customer preferences in developing services • Customer relations and marketing To provide a broader view of the 65 various tapestry profile segments, twelve LifeMode groups were created. LifeMode groups are based on lifestyle and lifestage composition. When analyzing the LifeMode Groups by household income, it is evident that although LifeMode Groups are summarized based on a shared experience, many of the similarities are based on the socioeconomic profiles of the segmented populace. Figure 9 illustrates the income ranges of each of the LifeMode Groups. While most fall in the middle ground, only one group – High Society – is exclusively comprised of very affluent households. INCOME RANGE OF THE LifeMode SUMMARY GROUPS L1 High Society L2 Upscale Awareness L3 Metropolis L4 Solo Acts L5 Senior Styles L6 Scholars and Patriots L7 High Hopes L8 Global Roots L9 Family Portrait L10 Traditional Living L11 Factories and Farms L12 American Quilt $16,339 per year $168,876 per year Figure 9 - lifeMode Groups 66 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - - Rank Percent Percent 7 Rank Percent Percent 7 Parks and Recreation Master Plan Prepared by PROS Consulting 67 • • • • • • - • - • • • • • • • - • - • 68 Prepared by PROS Consulting Carmel • Clay Parks & Recreation • • • • • • • • Parks and Recreation Master Plan Prepared by PROS Consulting 69 • • • • • • Decline - 70 Prepared by PROS Consulting Carmel • Clay Parks & Recreation LIFECYCLE ANALYSIS RECOMMENDATIONS - - - - 4.2.5 CORE PROGRAMS - • • • • • • • • • • Parks and Recreation Master Plan Prepared by PROS Consulting 71 RECOMMENDED CORE PROGRAMS • • • • • • • 72 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - SPONSORS AND REVENUE GENERATION RECOMMENDATIONS - - - - - - - Parks and Recreation Master Plan Prepared by PROS Consulting 73 - - - - WEBSITE / ONLINE MEDIUMS - - • • o • o o • • 74 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - Parks and Recreation Master Plan Prepared by PROS Consulting 75 • • o - - - - • • o • o - • • - 76 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - SIGNATURE PARKS - - Parks and Recreation Master Plan Prepared by PROS Consulting 77 COMMUNITY PARKS - LOCAL PARKS SPECIAL USE AREAS - - 78 Prepared by PROS Consulting Carmel • Clay Parks & Recreation GREENWAYS - Prepared by PROS Consulting Carmel • Clay Parks & Recreation The Level of Service Standard helps to determine community unmet needs based on the Community Survey, NRPA Parks and Recreation Master Plan Prepared by PROS Consulting 81 - • • • • • • • • • • • • • • • • • • • • • 82 Prepared by PROS Consulting Carmel • Clay Parks & Recreation Parks and Recreation Master Plan Prepared by PROS Consulting 83 84 Prepared by PROS Consulting Carmel • Clay Parks & Recreation Parks and Recreation Master Plan Prepared by PROS Consulting 85 86 Prepared by PROS Consulting Carmel • Clay Parks & Recreation Parks and Recreation Master Plan Prepared by PROS Consulting 87 88 Prepared by PROS Consulting Carmel • Clay Parks & Recreation Parks and Recreation Master Plan Prepared by PROS Consulting 89 90 Prepared by PROS Consulting Carmel • Clay Parks & Recreation Parks and Recreation Master Plan Prepared by PROS Consulting 91 92 Prepared by PROS Consulting Carmel • Clay Parks & Recreation Parks and Recreation Master Plan Prepared by PROS Consulting 93 94 Prepared by PROS Consulting Carmel • Clay Parks & Recreation Parks and Recreation Master Plan Prepared by PROS Consulting 95 96 Prepared by PROS Consulting Carmel • Clay Parks & Recreation Parks and Recreation Master Plan Prepared by PROS Consulting 97 98 Prepared by PROS Consulting Carmel • Clay Parks & Recreation Parks and Recreation Master Plan Prepared by PROS Consulting 99 100 Prepared by PROS Consulting Carmel • Clay Parks & Recreation Parks and Recreation Master Plan Prepared by PROS Consulting 101 102 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - • o o • o Parks and Recreation Master Plan Prepared by PROS Consulting 103 7 104 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - 7 Parks and Recreation Master Plan Prepared by PROS Consulting 105 - - - 106 Prepared by PROS Consulting Carmel • Clay Parks & Recreation • - • • • - • - • - • - Parks and Recreation Master Plan Prepared by PROS Consulting 107 YEAR CITY’S SHARE TWP’S SHARE YEAR CITY’S SHARE TWP’S SHARE - 108 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - - Bond COIT Parks and Recreation Master Plan Prepared by PROS Consulting 109 PARK IMPACT FEES - - BONDS - - USER FEES - - 110 Prepared by PROS Consulting Carmel • Clay Parks & Recreation PARKS FOUNDATION - PARK SYSTEM CAPITAL MAINTENANCE RESERVE - MCC OPERATING RESERVE - - Parks and Recreation Master Plan Prepared by PROS Consulting 111 - - CAPITAL MAINTENANCE • • • • • • • • • • • • • • • • • • • • 112 Prepared by PROS Consulting Carmel • Clay Parks & Recreation NEW DEVELOPMENT • • - • • - • • • • • • PARK Capital Maintenance TOTAL CAPITAL MAINTENANCE New Projects TOTAL NEW PROJECTS Parks and Recreation Master Plan Prepared by PROS Consulting 113 - - KEY OUTCOMES FROM THE MASTER PLAN - KEY OPERATIONAL ISSUES - MANAGEMENT STANDARDS IN PLACE AND NEW STANDARDS DESIRED • • - • • • • • 114 Prepared by PROS Consulting Carmel • Clay Parks & Recreation EQUIPMENT CHALLENGES PERFORMANCE INDICATORS • • • • • - • • ORANIZATIONAL DESIGN POLICY ISSUES FINANCIAL ISSUES - ORGANIZATIONAL CHANGES - Parks and Recreation Master Plan Prepared by PROS Consulting 115 - - • - • • • - 116 Prepared by PROS Consulting Carmel • Clay Parks & Recreation • - • - • • - • - - • • • - - - • - • - • - Parks and Recreation Master Plan Prepared by PROS Consulting 117 - • • • - Days of Cash Days of Cash - - 118 Prepared by PROS Consulting Carmel • Clay Parks & Recreation REVENUES REVENUES - Parks and Recreation Master Plan Prepared by PROS Consulting 119 - 120 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - Parks and Recreation Master Plan Prepared by PROS Consulting 121 Assessed Net Assessed Net Assessed Year - - - CONSOLIDATED TOTAL CONSOLIDATED TOTAL CONSOLIDATED TOTAL CONSOLIDATED TOTAL CONSOLIDATED TOTAL CONSOLIDATED TOTAL CONSOLIDATED TOTAL 122 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - UNASSIGNED SCHOOL CAMPS FUND TOTAL REVENUES NET INCOME Parks and Recreation Master Plan Prepared by PROS Consulting 123 - UNASSIGNED ADMINISTRATION GUEST SERVICES MAINTENANCE AQUATICS FOOD SERVICE RECREATION FUND OTAL REVENUES NET INCOME 124 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - - IMPACT FEE IMPACT FEE IMPACT FEE IMPACT FEE IMPACT FEE IMPACT FEE IMPACT FEE REVENUES OTHER FINANCING SOURCES Sources Parks and Recreation Master Plan Prepared by PROS Consulting 125 COIT COIT COIT COIT COIT COIT COIT REVENUES OTHER FINANCING SOURCES Sources 126 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - Parks and Recreation Master Plan Prepared by PROS Consulting 127 - - - - - - 128 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - - - - - - Parks and Recreation Master Plan Prepared by PROS Consulting 129 - - - - 130 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - - - - - - • • - - Parks and Recreation Master Plan Prepared by PROS Consulting 131 - 132 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - • • - • • • • • • • • • • • • • Parks and Recreation Master Plan Prepared by PROS Consulting 133 • • • • • • • - • • • • • • • • • - - • • • • - • • - 134 Prepared by PROS Consulting Carmel • Clay Parks & Recreation - Parks and Recreation Master Plan Prepared by PROS Consulting 135 - - 2015-2019 Parks and Recreat ion Master Plan Appendices March 10, 2015 Parks and Recreation Master Plan | Appendices i Acknowledgements We would like to thank the many citizens, staff and community groups who provided extensive community input for the development of this Parks and Recreation Master Plan. The efforts of this community will continue to ensure the success of Carmel Clay Parks & Recreation. Project Staff Mark Westermeier, CPRP, Director of Parks and Recreation Michael W. Klitzing, CPRE, Chief Operating Officer Park Board James L. Engledow, President Richard F. Taylor III, Vice President Jenn Kristunas, Treasurer Joshua A. Kirsh, Secretary Wendy Franklin Kathie Freed James D. Garretson Richard Leirer Linus Rude ii Table of Contents APPENDIX 1 – PARK ASSESSMENT SUMMARY ................................................................. 3 APPENDIX 2 – DRIVE TIME MAPPING ............................................................................. 34 APPENDIX 3 – NORTHSIDE SERVICE AREA MAPPING .................................................. 39 APPENDIX 4 – CCPR PROGRAMMING PLAN ............................................................... 54 INTRODUCTION ............................................................................................................................................ 54 DEPARTMENT OVERVIEW ............................................................................................................................ 54 REVENUE GUIDELINES .................................................................................................................................. 55 RECREATION PROGRAMMING GOALS AND OBJECTIVES .................................................................... 59 PROGRAM AND SERVICE DETERMINANTS ............................................................................................... 60 SERVING THE COMMUNITY ......................................................................................................................... 61 PROGRAM AREA OBJECTIVES ................................................................................................................... 62 MASTER PLAN GOALS, STRATEGIES AND ACTIONS ................................................................................ 67 PROGRAM EVALUATION ............................................................................................................................ 72 SERVING THE UNDERSERVED ...................................................................................................................... 72 PARTNERSHIPS ............................................................................................................................................... 72 MARKETING ................................................................................................................................................... 74 RISK MANAGEMENT ..................................................................................................................................... 75 PLAN REVIEW ................................................................................................................................................ 75 APPENDIX 5 – 2015-2019 STRATEGIC PLAN .................................................................. 76 STRATEGIC PLAN FOUNDATIONAL FRAMEWORK ........................................................................ 76 THE BIG ROCKS | TOP 5 PRIORITIES ................................................................................................. 76 STRATEGIC PLAN | PARCS 5-YEAR GOALS AND OBJECTIVES ............................................... 76 STRATEGIC IMPLEMENTATION PROCESS ......................................................................................... 79 APPENDIX 6 – PUBLIC PARTICIPATION........................................................................... 80 STAKEHOLDER MEETINGS & PUBLIC WORKSHOPS .................................................................................. 80 STAFF FOCUS GROUPS ................................................................................................................................ 83 APPENDIX 7 – ACCESSIBILITY COMPLIANCE SIGN-OFF SHEET.................................... 87 APPENDIX 8 – SIGNED RESOLUTION OF MASTER PLAN ADOPTION ........................... 88 Parks and Recreation Master Plan | Final Report 3 APPENDIX 1 – PARK ASSESSMENT SUMMARY CAREY GROVE PARK Location: 14001 North Carey Road Size: 5.3 acres Classification: Local Park Amenity / Asset Condition 2-5 year old playground Good 5-12 year old playground Good Ball field Fair Half-court basketball court Good Parking areas Fair Paved pathway Fair Picnic tables/benches Excellent Multipurpose open space Good Shelter Good STRENGTHS  Carey Grove Park is a neighborhood park serving local residents with multiple recreation activities.  The park includes 2 playgrounds serving multiple age segments (2-5 & 5-12 ages), as well as a ballfield and multipurpose open space.  The park includes a shelter with three picnic tables and a barbeque grill.  Adequate parking exists and the parking lot is ADA accessible.  Landscape beds are well-maintained as are the open space turf. OPPORTUNITIES  Re-stripe parking area and repaint parking bumpers.  The basketball court, while in fair condition, could be expanded to a full-court with new basketball goals.  Entryway signage should be replaced with new branding logo and.  Utilize distance signage on the loop trail.  Replace wood along playground due to safety as some of the beams are rotting with screws sticking out.  Repaving of the parking area and trail will be needed within the next five years. Carey Grove Park Entrance Sign 4 Photos this page (clockwise from top left): Half-court basketball court; Shelter with new picnic tables; 5-12 Playground; Example of rotting board unattached; Parking bumper in need of paint; 2-5 Playground Parks and Recreation Master Plan | Appendices iii CENTRAL PARK Location: 1235 Central Park Drive East/1195 Central Park Drive West Size: 158.4 Acres Classification: Signature Park Amenity / Asset Condition Benches Excellent Boardwalk Good Interpretive Signage Excellent Landscaping Excellent Monon Community Center (147,000 Square Feet) Excellent Natural Trails Good Parking Area Good Paved and Accessible Trails Good Picnic Tables Excellent Shelters (2) Excellent Signage Excellent Skate Park (10,000 Square Feet) Excellent Solar Powered Latrine Excellent Water Park Excellent Wetland Excellent STRENTHS  Central Park was completed in 2007 with ongoing improvements on the east side of the park. The park includes an excellent water park. The Monon Community Center features an indoor aquatic facility, fitness and dance rooms, locker rooms, meeting and program rooms, and staff offices. The park has many access points to the Monon Greenway.  The skate park, which was recently renovated, is in excellent condition and is frequently utilized by the community.  There are a variety of paved, aggregate, and mulch trails on the site, including a boardwalk on the west side of the park and a small lagoon that allows fishing. Central Park West Entrance Sign 6  The park has extensive landscaping that is very well maintained.  The recent constructed shelters on the east side of the park are in excellent condition and used for rentals, summer camps, and daily use.  The Westfield and 106th Street entrances to the park are well maintained with well-placed directional signage to amenities. The College Avenue entrance is maintained adequately, but should be upgraded to design standards used for other entrances in future phases of development.  The parking lots adjacent to the Monon Community Center and Waterpark were recently crack- sealed and restriped.  Interpretive signage on the east side of the park is excellent.  Excellent use of signage to warn users of break-ins. OPPORTUNITIES  Establish a replacement schedule for decking on the boardwalk due to rotting and warped boards.  Consider marking the trails throughout the park as “Heart Healthy” and add distances.  Add additional trash cans near picnic tables.  Repaint center line along the paved trail on the west side of the park.  Add aggregate rock to prevent runoff along the paved trail on the west side of the park.  Relocate and develop a new maintenance facility for the park system. PLANNED IMPROVEMENTS  Drainage improvements to east parking lot and west drive (2013).  Replacement of the temporary, gravel overflow parking with a new, paved parking lot (2013).  Development of North Meadow and Dog Park, including parking lot, shelter, and restrooms (2013).  Development of West Commons, to include destination playground, shelters, restrooms, parking lot, and west drive improvements (2013-2015). Overflow Parking Area Monon Community Center Parks and Recreation Master Plan | Appendices iii Photos this page (clockwise from top left): West side of park pond/wetland area; Interpretive signage; Solar powered latrine; Skate Park recently renovated; East building parking area; Recently completed shelter area 8 Photos this page (clockwise from top left): East side of the park walking path; East side nature board walk; Erosion on west side of park paved trail; Excellent use of signage educating users of the park Parks and Recreation Master Plan | Appendices iii CHERRY TREE PARK Location: 13720 Hazel Dell Parkway Size: 12.3 acres Classification: Local Park Amenity / Asset Condition Mature trees Fair to Poor Open space turf Good STRENGTHS  Cherry Tree Park is an undeveloped 12-acre neighborhood park on the east side of Carmel. Currently, there exists no park signage, parking or amenities.  Open space turf well maintained by a contractor. OPPORTUNITIES  Develop a master plan for the site.  Mature cherry trees in park are approaching the end of the natural lifecycle and beginning to fail. Reforestation efforts should be considered.  Possible amenities include a paved loop trail, benches and shelter. Linkage with neighborhood trail would be ideal. Photos this page (clockwise from top left): Signage from street; Neighborhood walking path near park; well-maintained open space 10 FLOWING WELL PARK Location: 5100 East 116th Street Size: 17.1 acres Classification: Special Use Area/Nature Preserve Amenity / Asset Condition Artesian well area Excellent Benches Good Bridges Good Interpretive signage Poor Natural trail Fair Observation desk Fair Parking lot Fair Pathway trail Good Picnic tables Fair Shelter Fair STRENGTHS  Flowing Well Park is the oldest park in the Carmel Clay Parks and Recreation system. The park has an artesian well that people use to fill containers of water.  Park was originally developed with Land and Water Conservation Funds and has a federal encumbrance that restricts use of parkland for non-recreation purposes.  The park has both paved and natural trails throughout and has very scenic natural views.  The area surrounding the artesian well is very well maintained and landscaped.  Bridges throughout the park are in good condition. OPPORTUNITIES  Consider adding a stabilized pervious trail in the wooded area of the park.  Replace parking bumpers in the parking lot and repave. Explore opportunities to expand parking lot to the east to better accommodate user demand.  Replace rotting observation deck. Decide if the deck is utilized by the public and is needed. Also, consider the removal of the small nature observation deck near the creek.  Match the shelter with the color scheme (white) of the artesian well versus brown.  Remove debris in stream and stabilize the creek banking. Flowing Well Park Entrance Sign Parks and Recreation Master Plan | Appendices iii  Update interpretation signage throughout the park as it is outdated and has faded.  Add a trail map and signage throughout the park.  Consider installing a trail linkage to the adjacent Brookshire Golf Course. Photos this page (clockwise from top left): Shelter; Artesian well; Observation deck in need of board replacement; Erosion near creek in need of stabilization; Small observation deck; Interpretive signage in need of an update 12 FOUNDERS PARK Location: 11675 Hazel Dell Parkway Size: 40.1 acres Classification: Community Park Amenity / Asset Condition Large Shelter Excellent Multipurpose Field Fair Parking Area Excellent Picnic Tables Excellent Playground Excellent Restrooms Excellent Trails (paved and unpaved) Excellent STRENGTHS  Founders Park is a brand new park opened in 2011 that features a large playground and shelter, restrooms and a paved loop trail around that park. Large amounts of open space, a pond, and a multipurpose field are also on site.  Parking lot is in excellent condition and features plenty of parking.  Restrooms were clean and in excellent condition.  Large shelter is an excellent amenity on site for users of the park. OPPORTUNITIES  Utilize signage on loop trail to let users know the distance.  Evaluate opportunities to enhance access to the pond, keeping in consideration the 8-foot fluctuation in water levels and the need to maintain ADA accessibility.  Consider adding enclosed pavilion, consistent with master plan, to accommodate summer camps, nature programs, and community use. PLANNED IMPROVEMENTS  Improvements to sports fields, including replacement of existing rocky soil and installation of irrigation system (2013)  Addition of shade structures in and around playground and installation of washing station (2013) Founders Park Entrance Sign Parks and Recreation Master Plan | Appendices iii Photos this page (clockwise from top left): Shelter; Playground; Loop trail; Entrance to shelter pavilion; Loop trail path; Multipurpose field in need of reseeding 14 GREYHOUND TRAIL Location: Connection to Hagan-Burke Trail near High School Size: 0.75 Miles Classification: Greenway Amenity / Asset Condition Bridge Excellent Paved path Good Signage Excellent STRENGTHS  The Greyhound Trail is a trail connecting the Hagan-Burke Trail to the Carmel High School path.  The asphalt trail is 12’ wide and is in good condition.  Signage is excellent.  The historic Indiana bridge, added in 2011, is from approximately 1920 and is in excellent condition.  Wood fencing along trail was in good condition. OPPORTUNITIES  Utilize a maintenance schedule for trimming back growth in the wooded areas along the trail. Photos this page (left to right): Historic bridge; Overgrowth by trees over trail; Excellent signage along trail on history of bridge Parks and Recreation Master Plan | Appendices iii HAGAN-BURKE TRAIL Location: Connection to Monon Greenway and Greyhound Trail Size: 1.42 Miles Classification: Greenway Amenity / Asset Condition Bridge Good Paved path Good Signage Good STRENGTHS  The Hagan-Burke Trail is a 1.42 mile trail is accessible to the Monon Greenway and Greyhound Trail.  The asphalt trail is 12’ wide and is in good condition.  Signage is excellent as it depicts trail connections, as well as the history of the trail.  Wood fencing along trail was in good condition. OPPORTUNITIES  Continue to fill in areas affected by erosion, specifically with larger aggregate.  Fix the bent sign off the Monon Greenway trailhead. Also at this trailhead, fill in areas where the concrete has settled.  Utilize a maintenance schedule for trimming back growth in the wooded areas along the trail. Hagan-Burke Trail Signage Bridge Along Trail 16 Photos this page (clockwise from top left): Interpretive signage along trail; Area of trail with erosion; Monon Trailhead location where crack exists from settling; Transition Lip on Bridge; Bent sign along Monon Trailhead location Parks and Recreation Master Plan | Appendices iii HAZEL LANDING PARK Location: 10601 Hazel Dell Parkway Size: 43 Acres Classification: Community Park Amenity / Asset Condition Canoe Launch Good Natural Wooded Area Along White River Good Open Turf Area Good Parking Area Excellent Picnic Tables Good Signage Fair STRENGTHS  Hazel Landing Park is a 44 acre scenic park along the White River featuring picnic opportunities, canoe launch and well as picnic tables in a large open space area.  Pathways surround the parking area and natural trails are located along the White River.  Paved parking area was in good condition and well landscaped. OPPORTUNITIES  Update signage along Hazel Dell Parkway, in coordination with City's installation of a new round-a-bout at 106th Street, as it is very difficult to see the entrance.  Grade gravel entry drive annually until new entrance installed per master plan. PLANNED IMPROVEMENTS  Installation of an 18-hole disc golf course (2013). Hazel Landing Park Entrance Sign Photos this page (left to right): Open space area with picnic tables; Parking lot area well landscaped; View from canoe launch of White River 18 LAWRENCE W. INLOW PARK Location: 6310 E. 131st Street Size: 15.5 Acres Classification: Neighborhood Park Amenity / Asset Condition 9-Hole Disc Golf Course Excellent Benches Good Nature Trail Good Parking Area Good Paved Pathway Good Picnic Tables Good Playgrounds (3 total ages 5-12) Fair Restrooms Fair Shelter Excellent Water Feature/Splash Pad Good Wildflower Area Excellent STRENGTHS  Lawrence W. Inlow Park is a 16-acre park complete with a water feature/splash pad, as well as a well maintained shelter.  The disc golf course is in excellent condition and includes holes in the open space area, as well as the surrounding wooded area. Signage is excellent.  The nature trail in the wooded area was in good condition.  The maintenance of the park turf and beds was excellent, as well as the wildflower area. OPPORTUNITIES  The three playgrounds and water feature are at the end of their lifecycles and should be replaced within 2-3 years.  Updated stainless steel fixtures in restrooms.  Consider moving the playgrounds closer to the shelter and restrooms due to visibility.  Update signage throughout park on the location of amenities. Lawrence W. Inlow Park Entrance Sign Parks and Recreation Master Plan | Appendices iii Photos this page (clockwise from top left): Shelter and restroom area; Water feature/splash pad showing some discoloration; Playground on site; Signage depicting layout of disc golf course; Signage of hours of operations 20 LENAPE TRACE PARK Location: 9602 Westfield Blvd. Size: 2.9 Acres Classification: Local Park Amenity / Asset Condition Benches Good Drinking Fountain Fair Open Turf Area Good Paved Pathway to Monon Greenway Good Picnic Tables Good Shelter Fair STRENGTHS  Lenape Trace Park is a small green space surrounded by condominiums/apartments and located off of Westfield Park.  The park includes a paved pathway with excellent access to the Monon Greenway for members of the community living in the surrounding residences.  Shelter and picnic tables are accessible from a paved pathway.  Landscaping of beds and open turf area was excellent.  Small loop trail was in good condition. OPPORTUNITIES  Repaint the shelter, as well as the drinking fountain on site as both are showing signs of rust.  Dedicated parking should be marked as there is no access off of Westfield Boulevard.  Establish maintenance schedule to routinely trim and prune tree/shrub growth along access pathway to Monon Greenway.  Develop and reclassify as a Greenway to support planned and future development in the vicinity. Lenape Trace Park Sign Photos this page (left to right): Shelter with three picnic tables; Paved pathway around the park with drinking fountain and trash can; View of open turf area Parks and Recreation Master Plan | Appendices iii MEADOWLARK PARK Location: 450 Meadow Lane Size: 18.4 Acres Classification: Community Park Amenity / Asset Condition Basketball Court (Full Court) Fair Bridges (2) Fair Dock Excellent Parking Area Fair Open Turf Area Good Paved Path Near Playground Poor Paved Trail Fair Picnic Tables Fair Playground (Ages 2-5) Good Playground (Ages 5-12) Good STRENGTHS  Meadowlark is a 17 acre park with access to the Monon Greenway.  The park includes a 1-acre pond, managed by the Indiana Department of Natural Resources, where fishing is allowed.  The playgrounds, which are in good condition, were installed in 2003.  The park serves and is surrounded predominately by condominiums, townhomes and apartment buildings.  The open turf area allows for multi-purpose use if desired. OPPORTUNITIES  Repair or replace fishing dock.  Consider repaving and updating the basketball court due to cracks in the playing surface.  To ensure the paved path does not collect debris from runoff, use aggregate stone instead of the plastic barrier currently in use.  Crack seal the trail pavement.  Replace bent picnic table in the shelter.  Add signage throughout the park both for direction to amenities as well as distances along the trail. Meadowlark Park Entrance Sign 22  Repave and restripe parking area as well as parking bumpers and metal bollards.  Replace paved path near playground and shelter.  Add new mulch and rake playground area.  Replace trash containers near shelter.  Repaint shelter.  Consider adding a restroom on site.  Improve the height of the entrance to the fishing dock to ensure ADA accessibility. Photos this page (clockwise from top left): Basketball court in need of new court surface; Bridge in need of new boards and enhanced transition to path; Shelter area; Playgrounds Parks and Recreation Master Plan | Appendices iii Photos this page (clockwise from top left): Update height of entrance to fishing dock to ensure ADA accessibility; Replace pavement path near shelter and playground; Utilize aggregate near paved path instead of plastic barrier; Repaint and repave parking area; Consider new amenities in open turf area; Replace bent picnic table 24 MONON GREENWAY Location: 96th Street Trailhead to 146th Street Trailhead Size: 5.2 Miles – 10’ to 15’ wide Classification: Greenway Amenity / Asset Condition 96th Trailhead Good Bridge Crossings Good Crosswalks Fair Depot Good Fencing Good Information Kiosks Good Parking Areas Good Paved Trail Good Restrooms Fair Rohrer Road Trailhead Good Rotary Plaza Good Signage Good Trail Gates Fair Water Fountains Good STRENGTHS  The Monon Greenway is a heavily used and well-maintained 5.2 mile greenway.  The two restrooms located at the 96th Street and Rohrer Road Trailheads are well maintained, but in need of updated fixtures.  Signage along the crossing and trail are excellent.  The Depot Trailhead, located in downtown Carmel, is well-maintained and offers parking to trail users.  Staff has done a great job keeping the greenway free of debris and trash.  The Rotary Plaza is well maintained and the drainage area has assisted to keep the area from flooding. A new pump was recently installed and lights will be added.  Landscaping beds along the trail are clean and in good condition.  Staff is doing a good job of removing trees affected by the Emerald Ash Borer. Parks and Recreation Master Plan | Appendices iii OPPORTUNITIES  Educate users of the trailheads of the possibility of break-ins and to remove valuables. This has been effectively accomplished at the Monon Community Center through warning signage.  Consider adding security cameras at trailheads if economically feasible.  Update the outdated trail maps at the information kiosks and add information board at Rohrer Road trailhead.  The 96th Street tunnel is wired for a camera, but there is not one installed. Consider working with the City to install one.  Due to the maintenance on the swinging gates along the trail, consider using wooden, offset bollards/posts or alternative systems to keep motorized vehicles off the trail, as well as to warn users of the trail of the oncoming crossing.  Restripe parking areas at the trailheads.  Update trailhead restrooms with enhanced fixtures.  Work with City and County street departments to ensure crosswalk areas are periodically repainted.  Establish a replacement program of the wood fencing, especially the areas covered by trees due to rotting.  Repaint water fountains and bike racks annually or more frequently as there are instances of the paint chipping on the stainless steel. This is particularly observed at the Depot.  Continue to utilize larger aggregate rock along the sides of the trail where runoff has been severe.  Update ADA accessibility into the Rohrer Road restroom as there are runoff and drainage concerns. This could be dangerous when freezing occurs. PLANNED IMPROVEMENTS  Repaving entire length of trail (2013-2014) Photos this page (left to right): Information kiosk located in 96th Street trailhead; Bike rack in need of paint at the Depot; Rotary Plaza 26 Photos this page (clockwise from top left): Update map of the Monon Greenway as it is out of date; Consider using wooden bollards that are offset instead of the gates; Use larger aggregate rock to prevent run off along the trail in problem areas; Restripe trailhead parking areas; Repaint water fountains Parks and Recreation Master Plan | Appendices iii PRAIRIE MEADOW PARK Location: 5282 Ivy Hill Drive Size: 4.5 Acres Classification: Nature Preserve Amenity / Asset Condition Open Turf Areas Good Paved Pathway Good Prairie Grass Area Good Signage Fair STRENGTHS  Prairie Meadow Park includes an area of prairie plants (2 acres) that is maintained without the use of landscape chemicals due to its location within a wellhead protection area.  The park includes a paved trail that is approximately ¼ mile in length.  Open turf area is well maintained. OPPORTUNITIES  Crack-seal areas of the path that are showing cracks in the paved trail.  Update signage on the site to include interpretive signage about the wellhead and the prairie grass. Prairie Meadow Park Entrance Sign Open turf area and paved trail Prairie and Wellhead 28 RIVER HERITAGE PARK Location: 11813 River Road Size: 39.5 Acres Classification: Community Park Amenity / Asset Condition Accessible Drinking Fountain Good Accessible Playground (2-12 Ages) Good Amphitheater Good Benches Good Historic Silo Good Open Turf Area Good Parking Good Paved Pathway Good Picnic Tables Good Restroom Fair Sand Volleyball Court (2) Good Shelter Good STRENGTHS  River Heritage Park includes a large, wooded area with frontage along the White River.  New nets have been added to the sand volleyball court.  Paved pathway is in good condition.  Shelter sufficient space for large events.  Small amphitheater is in good condition.  Landscape beds are well maintained.  Open turf area is well maintained. OPPORTUNITIES  Everybody's Playground needs upgraded to comply with current ADA accessibility guidelines.  Ensure ADA accessibility to amenities near parking lot, shelter and restrooms.  Consider the installation of lighting around parking area, restrooms and picnic area.  Improve playing surface around playground area.  Consider a paved parking lot. River Heritage Park Entrance Sign Parks and Recreation Master Plan | Appendices iii  Improve restroom fixtures (currently stainless steel) and install lighting within restrooms using solar power, if feasible.  Develop trail system through woods with river overlooks consistent with original master plan. Photos this page (clockwise from top left): Everybody’s Playground; Sand volleyball courts; Shelter and picnic area; Restrooms; Historic silo; Amphitheater 30 WEST PARK Location: 2700 W. 116th Street Size: 119.2 Acres Classification: Community Park Amenity / Asset Condition Benches Good Boardwalk Good Large Shelter Good Open turf area Good Parking Area Fair Paved Path (ADA Accessible) Good Picnic Tables Good Playground Good Prairie Garden Good Restrooms Fair Sledding Hill Good Small Shelters (3) Fair Water Feature/Splash Pad Fair STRENGTHS  West Park is a large park featuring an assortment of amenities on site.  Farm theme throughout most of park connects with history of farming both on this property and within the area.  Large shelter is in good condition.  Farmed themed playground area is well maintained.  Open turf area is well maintained.  Trails throughout the park are in good condition.  Boardwalk is in good condition with minimal boards in need of replacement.  Viewing area near water feature and playground is large and well-maintained.  The park includes a wetland/pond, managed by the Indiana Department of Natural Resources, where fishing is allowed. West Park Entrance Sign Parks and Recreation Master Plan | Appendices iii OPPORTUNITIES  Expand parking area and add lighting. Also, crack-seal and restripe.  Repaint large shelter.  Add trail markers along trail. Consider marking the paved trail as a “Heart Healthy” trail.  Replace large aggregate rock pathway near boardwalk as it is too large.  Update farmed themed playground as it is outdated.  Small shelters are too far away from the playground and water feature. Consider redesigning these structures as they are uninviting or installing new shelters closer to play features.  Water feature/splash pad area should be updated due to age.  Consider adding a large corporate shelter at the park to allow for more events.  Add sport courts (e.g., basketball, volleyball, tennis, etc.) at the site to allow for additional activities.  Consider adding a band shell to encourage larger festivals and events.  The addition of a nature center on the east-side of the park could be an added amenity and expand program opportunities in the park.  Update restrooms.  Establish a dedicated maintenance plan to replace boardwalk decking.  Explore feasibility of a dog park when developing updated master plan. PLANNED IMPROVEMENTS  Updated master plan, incorporating undeveloped property acquired after adoption or original master plan (2013-2014) Photos this page (left to right): Large shelter and restrooms; Farm themed playground 32 Photos this page (clockwise from top left): Water feature/splash pad in need of replacement; Wetland pond and boardwalk; Three small shelters; Signage near water feature/splash pad; Aggregate rock pathway in need of smaller rock; Sledding hill Parks and Recreation Master Plan | Appendices iii WHITE RIVER GREENWAY Location: 13410 River Road Size: 13.1 acres; 2.5 miles of paved trail Classification: Greenway Amenity / Asset Condition Paved path Good Prairie Good Signage Good STRENGTHS  White River Greenway features 2.5 miles of paved trail and interconnects into Hamilton County's River Road Park and trail network.  Trail (10.5’ wide) is in good condition and is mainly utilized by homeowners.  The area features excellent views of the White River and offers opportunities for fishing.  Trees are well maintained. OPPORTUNITIES  Consider adding a center line to the paved trail.  Establish a maintenance schedule for tree maintenance along the trail.  Add distance markers along trail and update signage.  Crack-seal pavement on an annually. River Trail Entrance Sign Paved Trail in Good Condition View of White River 34 APPENDIX 2 – DRIVE TIME MAPPING COMMUNITY PARKS Parks and Recreation Master Plan | Appendices iii LOCAL PARKS 36 MONON TRAILHEADS Parks and Recreation Master Plan | Appendices iii SIGNATURE PARKS (30 MINUTE) 38 SIGNATURE PARKS (60 MINUTE) Parks and Recreation Master Plan | Appendices iii APPENDIX 3 – NORTHSIDE SERVICE AREA MAPPING AMPHITHEATERS 40 AQUATIC CENTER Parks and Recreation Master Plan | Appendices iii BALL FIELDS 42 BASKETBALL COURTS Parks and Recreation Master Plan | Appendices iii COMMUNITY PARKS 44 LOCAL PARKS Parks and Recreation Master Plan | Appendices iii MULTIPURPOSE FIELDS 46 PICNIC AREAS Parks and Recreation Master Plan | Appendices iii PLAYGROUNDS 48 SIGNATURE PARKS Parks and Recreation Master Plan | Appendices iii SKATE PARKS 50 SOCCER FIELDS Parks and Recreation Master Plan | Appendices iii SPRAY PADS 52 TENNIS COURTS Parks and Recreation Master Plan | Appendices iii VOLLEYBALL PITS 54 APPENDIX 4 – CCPR PROGRAMMING PLAN INTRODUCTION The Carmel Clay Parks & Recreation (CCPR) Program Planning Guide provides the long term framework for creating, planning, and implementing the innovative and inspiring programs demanded by the high expectations of our the Carmel and Clay Township community. The long term goals are guided and determined by the current CCPR Master Plan and basic underpinnings of the concepts of play, recreation, and leisure, the needs and other opportunities within our community, department philosophy and goals, and true experiences we desire for our customers. CCPR programming is broken down into the following groups: Adult Youth Tween/Teen Preschool Parent/Child Adaptive Aquatics Fitness The purpose of this plan is to ensure the department is providing mission-driven and guest focused recreation programming, which will enhance the quality of live for all who live, work and visit the City of Carmel and Clay Township. The Recreation programmers and supervisors with CCPR are responsible for the development, implementation and evaluation of the various program areas. DEPARTMENT OVERVIEW Carmel Clay Parks & Recreation (CCPR) was originally established in August 1991 through an Interlocal Cooperation Agreement between the City of Carmel and Clay Township. A distinct, political subdivision under Indiana law, CCPR is governed by a Park Board, which serves as the policy-setting body and fiduciary guardian for the park system. The Park Board consists of nine members appointed by the Mayor (4), Township Trustee (4), and the Carmel Clay School Board (1). CCPR manages over 500 acres of parkland, has an annual operating budget of more than $11 million, and employs over 600 full-time, part- time, and seasonal employees during peak operations. PARKS & RECREATION DEPARTMENT MISSION The mission of Carmel Clay Parks & Recreation is to strengthen our community and serve residents through the acquisition, development, and management of high-quality, innovative parks and facilities for recreation, preservation, and programming. PARKS & RECREATION DEPARTMENT VISION We envision an accessible system of vibrant community parks, diverse recreational facilities, sustainable park resources, and engaging programs that contribute to healthy individuals and families, an active and tightly-knit community, a thriving economy, and a high quality of life in the City of Carmel and Clay Township. STATEMENT OF ACCESSIBILITY Adaptive programs are exclusively offered to individuals with special needs and we encourage participation by individuals of all ages and abilities within this community. The instructor to participant Parks and Recreation Master Plan | Appendices iii ratio is appropriate to accommodate the needs of the participants. We believe that all individuals should be provided leisure opportunities that allow for performance at their highest level. If you or a family member has special needs and would like to participate in programs or use our facility, we are happy to make reasonable accommodations to meet those needs. While CCPR has been in existence for over two decades, the Department experienced tremendous growth in its programming and services between 2004 and 2008. Beginning with the 2006/2007 school year, CCPR was awarded a contract to manage and operate the Carmel Clay Schools before and after-school program. This program, called Extended School Enrichment (ESE), operates in 11 elementary schools and now has an enrollment of over 2,100 students with approximately 1,200 participants served daily. The Monon Community Center (MCC) opened in May 2007 and has amenities and program offerings unsurpassed anywhere in the Hoosier state. This state-of-the-art facility includes indoor and outdoor aquatic centers, a 3-court gymnasium, fitness center, and 1/8 mile indoor track, child-care service for facility users, and a variety of program and multipurpose rooms. Prior to 2004, CCPR had only nine full-time employees and typically peaked at 50 total employees including part-time and seasonal staff. Today, the Department has 64 full-time positions and employees over 600 employees during the peak summer season. The Department is comprised of four Divisions. The Administrative and Parks Maintenance Divisions are located within the northern portion of the Central Park campus, while the Extended School Enrichment and Recreation Divisions are housed at the Monon Community Center. REVENUE GUIDELINES STATEMENT OF PHILOSOPHY The underlying principal of financing public parks and recreation is to provide an efficient and balanced offering of parks, facilities, programs, and other services (collectively referred to as "Services") within the community while ensuring that all residents have equal opportunities for access and choice of participation. Frequently, the demands placed on parks and recreation resources by the individual user and user group are greater than the tax revenues available to support demands. Therefore, it is necessary to charge User Fees for selected Service Classifications, particularly in instances where a Service is directly consumed by the individual or organization for his/her personal benefit. User Fees shall provide only one source of revenue for the Board. A system of User Fees designed to supplement other resources available to the Board can minimize the financial burden to resident taxpayers and help create a sustainable park system. The Board and its Department shall comply with all applicable State Law and State Board of Accounts rules and regulations pertaining to the implementation and administration of this Policy. SERVICE CLASSIFICATIONS AND COST RECOVERY EXPECTATIONS PUBLIC SERVICE A Public Service is provided by the Board for the benefit of the general public to contribute to the high quality of life in the Carmel Clay community. Public Services are openly available for public use, typically at no charge, with minimal restrictions. It is the intent of the Board to fund and provide for Public Services through tax revenues, impact fees, grants, donations, endowments, and other available revenue sources. User Fees shall not be used to fund 56 Public Services, with the exception of special events. The cost recovery expectation for Public Services is 0%. The Director or Assistant Director is authorized to approve the charging of a nominal User Fee on a case- by-case basis for special events classified as a Public Service. A special event fee shall only be charged to assist with crowd control due to high demand, assist in defraying expenses when other funding sources are not sufficient to fund the event, and/or to benefit the Department's scholarship program or Gift Fund. Public Services include, but are not limited to, the following:  Signature, Community, and Local parks  Special Use Areas  Greenways  Meeting House and other meeting facilities  Playgrounds  Spray parks  Skate parks  Trails within parks  Restrooms  Parking lots  Ponds/wetlands  Unscheduled practice fields/courts for sports  Reasonable accommodations provided to people with disabilities for participation in services, in accordance with applicable federal and state laws  Special events (i.e., Arbor Day, Tour de Carmel, Movies in the Park, etc.) designated by the Director or Assistant Director MERIT SERVICE A Merit Service is provided by the Board for the benefit of the individual user or user group and to the greater community. Merit Services are generally available to all residents but space, time or consumptive use restrictions may limit an individual's ability to participate. Merit Services would likely not be available for the Community if not provided by the Board. Users shall be expected to pay at least a share of the cost to provide a Merit Service in recognition of the individual benefit received. Merit Services shall be funded through a combination of tax revenues, User Fees, and/or other available revenue sources. The Director or Assistant Director is authorized to recommend and/or approve User Fees for Merit Services in accordance with this Revenue Policy. All revenue and expenses shall be posted to the Non- Reverting Program Fund. User Fees shall be reviewed at least annually by the approving authority in conjunction with the Annual Budget process to ensure cost recovery expectations are being met. Parks and Recreation Master Plan | Appendices iii The following Merit Services and minimum cost recovery expectations are established by the Board consistent with available revenue sources and the Community's values:  The Monon Center at Central Park (80% of Direct and Indirect Costs)  Shelter rentals or fee areas within parks {100% of Direct Costs) USER SERVICE While contributing to the quality of life in the community, a User Service most directly benefits the individual user(s). User Services provided by the Board may be available to the general public, but significant time, space, consumption, and operating costs limit the number of users at any one time. User Services are expected to recover at minimum 100% of the Direct and Indirect Costs associated with provision of the Service. Revenue may include User Fees, grants, sponsorships, donations, endowments, or other available revenue sources. Tax revenues shall not be used to cover operating costs of a User Service unless otherwise approved by the Board. Capital Expenditures related to User Services may be funded through tax revenues or other available revenue sources. Net revenues shall be reinvested in the User Service (i.e. funding of a capital replacement or upgrade, provision of scholarships to qualified users, etc.) and/or used to subsidize Introductory, Merit or Public Services. The Director or Assistant Director is authorized to recommend and/or approve User fees for User Services in accordance with this Revenue Policy. All revenue and expenses shall be posted to the Non-Reverting Program Fund. User Fees shall be reviewed at least annually by the approving authority in conjunction with the Annual Budget process to ensure cost recovery expectations are being met. User Services include, but are not limited to, the following:  Recreation, fitness and aquatic programs  Before and after school programs  Summer camps INTRODUCTORY SERVICE An Introductory Service is a new or experimental service offered by the Board, which may be offered for a specified period of time as designated in this section or otherwise authorized by the Board. By or before the end of the introductory time period, an Introductory Service shall be moved to another Service Classification or discontinued. The ultimate goal for Introductory Services is to recover at minimum 100% of the Direct and Indirect Costs associated with provision of the Service through User Fees, grants, sponsorships, donations, endowments, or other available revenue sources. During the introductory period, Introductory Services may be partially subsidized through tax revenues, net revenue from User Services, and/or other available funding sources. The Director or Assistant Director is authorized to recommend and/or approve User Fees for Introductory Services in accordance with this Revenue Policy. All revenue and expenses shall be posted to the Non- Reverting Program Fund. Prices shall be reviewed at least annually by the approving authority in conjunction with the Annual Budget process to ensure cost recovery expectations are being met. The maximum introductory time period for Introductory Services, unless otherwise authorized by the Board, is one (1) year from the original start or opening date of the Service. 58 TYPES OF USER FEES User Fees shall be approved as identified below, unless otherwise prescribed by State Law, local regulations, and/or Board action. The Department is authorized to use the following fees and charges to achieve the cost recovery expectations for Services:  Admission Fee: Charged for entry into a building, facility or park or designated portion thereof. Admissions Fees shall be approved by the Board.  Sponsorship Fee: Paid by a business or organization for the privilege to advertise in or at a Service in compliance with the Partnership and Sponsorship Policy. Sponsorship Fees shall be approved by the Director, or his/her designee, on a case-by-case basis, and reported to the Board.  Contingency Fee: Charged to cover unexpected Service overruns, to provide sufficient funding for new Service start-up costs, and/or to provide scholarship or gift funding. Contingency Fees shall be approved by the Director, or his/her designee, on a case-by- case basis.  Custodial Fee: Charges for the set-up and break-down of a room based on the identified needs of a specific user or user group using a reserved space. Set-Up Fees shall be approved by the Board.  Licenses/Permit Fee: Charged for the privilege to conduct a particular action. The action may be public and/or restricted access activities within a park or facility. Activities may be non- profit or commercially oriented. License/Permit Fees shall be approved by the Director, or his/her designee, on a case-by-case basis.  Processing Fee: Charged to help cover staff costs for processing a request by a user or member of the public. Processing Fees shall be approved by the Director, or his/her designee, on a case- by-case basis, and reported to the Board.  Program Fee: Charged for the right to participate in a Board and/or Department sponsored program. Program Fees shall be approved by the Director, or his/her designee, on a case-by-case basis.  Rental/Reservation Fee: Charged for the privilege of using exclusively tangible public property without consuming or injuring it in any way. Rental/Reservation Fees shall be approved by the Board.  Sales Price: Price for the unconditional transfer of ownership of food, merchandise or tangible good from the Board to the user. Sales Prices shall be approved by the Director, or his/her designee, on a case-by-case basis.  Special Services Fee: Charges for supplying extraordinary articles, commodities, activities or services where the benefits are specific to the user. Special Services Fees shall be approved by the Director, or his/her designee, on a case-by-case basis.  Surcharges: Charged for additional revenues to be used to cover specific improvements to the Service. Surcharges must be of a limited term in nature and removed when a predetermined revenue goal is achieved. Surcharges shall be approved by the Board.  Vendor Fees: Paid by a third party for the privilege of selling goods and services on Board owned and/or managed property. Vendor Fees shall be approved by the Director, or his/her designee, on a case-by-case basis. Parks and Recreation Master Plan | Appendices iii DIFFERENTIAL PRICING To ensure all members of the public have equal opportunity to participate in Services when User Fees are charged, this Policy recognizes that paying User Fees may result in inequities for certain individuals, groups or situations. When feasible to achieve the cost recovery expectations of a particular Service, the Department is authorized to use any of the following differential pricing methods:  Age: Youth (age 15 and under) and Seniors (age 65 and above) may receive reduced rates.  User Group: Government agencies and not-for-profit organizations may receive reduced rates.  Product: Extra services and options above the primary service that enhance the user experience may be charged a higher rate.  Time: Services provided at peak or non-peak times of demand may be offered at differentiated rate.  Quantity: User Fees may be reduced in recognition of the benefit received to the Board through economies of scale.  Corporate Sponsorship or Partnership: Reduced rates may be offered to a business or organization and/or its employees in recognition of an authorized sponsorship or partnership in compliance with the Partnership and Sponsorship Policy.  Promotion: Discounts may be offered at the discretion of the Director or Assistant Director on a limited basis with a defined start and ending date as part of a planned marketing effort to increase participation in and/or revenue from a Service. RECREATION PROGRAMMI NG GOALS AND OBJECTIVES Community needs for recreation were analyzed using the following methods:  Incorporating Program and Service Determinants: Along with the Vision and Mission statements, the conceptual foundations of play, recreation and leisure, customer needs, other community opportunities, and the total experience are what CCPR should desire for the Carmel and Clay Township community, which will assist in carefully guiding and crafting programming goals and processes.  Soliciting and Utilizing Participant Input  Offer Diverse Programs by Identifying Existing Resources: Existing parks and recreation amenities in the community were identified and mapped, including those provided by Carmel Clay Parks & Recreation (CCPR), Carmel-Clay Schools, Hamilton County, local Homeowners’ Associations, and the Carmel Dads’ Club. Using the 2003 Dads’ Club Strategic Plan, along with sports participation data, a sport fields adequacy assessment was undertaken to determine guidelines for meeting sport fields needs. Since CCPR is a minor player in the provision of sport fields, the Department will continue to supplement the resources provided by others, where this strategy fits with other planning efforts.  Defining Program Area Objectives  Evaluating Recreation Demand and Level of Service (LOS): The community’s demand for recreation opportunities was evaluated, including public preferences for parks and facilities, recreation participation, and applicable trends in the provision of recreation services. 60 The LOS provided by CCPR for park land and facilities was compared to the LOS in five benchmark communities: Bloomington, IN; Dublin, OH; Henderson, NV; Scottsdale, AZ; and Westerville, OH. Comparison to these outstanding communities helps determine where Carmel Clay is above and below the norm.  Integrating specific goals, strategies and actions from the Master Plan PROGRAM AND SERVICE DETERMINANTS Conceptual foundations of play, recreation, and leisure – Has important developmental implications for participants. Elements and characteristics of leisure experiences contribute directly to the development of identity, autonomy, competence, initiative, civic duty, and social connections. Programs offered by the Department have clearly stated objectives and goals, an element of choice, and a future direction for continuance, improvement or change. Program planning elements address physical, social, cognitive and emotional goals for participants. Constituent Needs – Program needed by the community. Community currently lacks this program, or there may be a strong desire to participate in this program if offered. Key tasks include reviewing previous program plans, consideration of future population growth and demographics, identifying potential partnership opportunities for additional recreation services and researching current and future trends. Community opportunity – New opportunity that could benefit the community based on demographic information and current trends in Parks & Recreation. The City of Carmel continues to be a hub for business opportunities in Hamilton County, Indiana and the Indianapolis Metropolitan Area. With continued residential and commercial growth, the department needs to ensure that it is continuing to offer adequate and evolving leisure opportunities. Other opportunities with private businesses, local non-profit organizations and service clubs should also continue to be sought out by way of partnerships. Experiences desirable by clientele – The Mission of Carmel Clay Parks & Recreation is to strengthen our community and serve residents through the acquisition, development, and management of high-quality, innovative parks and facilities for recreation, preservation, and programming. The Department also complies with a non-discrimination policy and encourages inclusion for all people regardless of their ability, into all programs and services. This is evident by the department’s statement of accessibility. CCPR also strives to meet the needs of underserved populations through a multitude of programs for seniors, adults, teens, youth, and fitness. Agency philosophy/goals – Clearly meets a goal as determined by the five-year parks Master Plan, or Recreation Implementation Plan. This could also be a program that is applicable to the CCPR vision/mission statements. Parks and Recreation Master Plan | Appendices iii SERVING THE COMMUNITY Quality parks, greenways, and opportunities for recreation and wellness contribute significantly to our community’s quality of life. Carmel Clay Parks & Recreation is dedicated to providing enriching, enjoyable escapes through recreation, fitness, and nature. EXTENDED SCHOOL ENRICHMENT Established in 2006 through a partnership with Carmel Clay Schools, ESE provides before and after-school care to approximately 1,200 students each day within the school district’s 11 elementary schools. Our ESE program also offers a variety of traditional and specialty summer camps, providing opportunities for summertime fun, learning, and exploration. *By the numbers… 4,554: Summer camp enrollment (up 3% from 2011) 2,171: Before & after school enrollment for 2011-12 school year (5th consecutive year with increased enrollment) 11: Before and after school locations, each site maintaining the Darkness to Light Partner in Prevention distinction, signifying our ongoing commitment to protect children from sexual abuse MARKETING & COMMUNITY EVENTS Historically park systems have functioned on a “build it and they will come” mentality. With a $10 million operating budget and expectations for high self-sufficiency, Carmel Clay Parks & Recreation recognizes success can only be achieved through effective marketing and promotions. Our successful community events and growing volunteer program also help build and support our brand within the community. *By the numbers… $95,965: Value of the 4,493 hours contributed by over 700 volunteers to help assist with park clean-ups and other events 11,939: Attendance at community events, such as the Tour de Carmel and new Luminary Walk 4,872: Views of the YouTube Video of Director Mark Westermeier riding the FlowRider® MONON COMMUNITY CENTER With amenities and program offerings unsurpassed anywhere in the state, the Monon Community Center is the community’s one-stop source for recreation, fitness, and family fun. This award winning facility features The Waterpark, indoor aquatics, a fitness center, 3-court gymnasium, program and meeting rooms, and so much more. *By the numbers… 591,296: Total membership and pass attendance 48,548: Registered participants in recreation programs 9,369: Monthly and annual memberships (up 7% from 2011) 2,490: Types of classes offered 62 PARKS & GREENWAYS A nationally recognized park system of parks, nature preserves, and greenways supports activities such as picnicking, playing on playgrounds, splashing at spray parks, walking or biking on trails, playing sports, fishing, and enjoying the outdoors. *By the numbers… 502: Acres of parkland owned or managed by the Park Board 21.7: Miles of developed trails within the park system 12: Number of parks (all but one has developed amenities) 4: Number of greenway trails, including the Monon Greenway, which is designated a “Hall of Fame Trail” by the Rails-to-Trails Conservancy *By the numbers (2012 CCPR Annual Report) PROGRAM AREA OBJECTIVES The Department recognizes the need to approach recreation programming in a way that emphasizes managing for specific individual, social, environmental and economic benefits, rather than just focusing on the recreation activities themselves. It is the Department’s philosophy that we design our program offerings around the direct needs of the community and national trends. When determining the need to offer a program, we first look to see if that need is being met by another community organization, department, or company. The Department will only offer a program if it finds that need unmet in the surrounding area. The Department then creates area specific objectives based on these needs. National trends are analyzed and reported in our Comprehensive Master Plan. Please see chapter 3.2 of the Comprehensive Master Plan for a breakdown of our Trend Analysis. PROS Consulting conducted an assessment of CCPR’s program offerings. The aim of the assessment was to identify core program areas, gaps and overlaps in services as well as system-wide issues such as customer feedback, performance measures and marketing that is vital to the success of CCPR’s program growth. The consulting team based their findings on information derived from:  Discussions with staff members  Program assessment forms  Community wide statistically-valid survey  Website review RECOMMENDED CORE PROGRAMS Currently, the core program areas highlighted on the website include:  Adaptive Programs  Adults Programs  Aquatics Programs  Extended School Enrichment (ESE) and Summer Camp Series Parks and Recreation Master Plan | Appendices iii  Fitness Programs  Preschool Programs  Youth Programs RECOMMENDED NEW PROGRAM AREA – OUTDOOR ADVENTURE Based on nationwide trends, an area witnessing continued growth in participation includes Outdoor Adventure programming. All versions of adventure and obstacle racing are hugely popular, activities in natural or artificial environment such as ropes courses, rock climbing or climbing walls will also continue to show growth trends. CORE ESSENTIAL PROGR AM The cost for providing mission aligned services is solely or largely supported by general fund and tax contribution from the city. The level of benefit is the same to all users. These types of programs fall in the category of: We must offer this  Core Essential Program examples: o Open public access to use a park, playground, trail or non-reservable picnic area or park space IMPORTANT PROGRAM (SHOULD OFFER THIS) Services identified as important and help support the organization’s mission. The user receives a higher level of benefit than the general taxpayer but there is also a broader taxpayer benefit because the service provides a more livable community. Pricing for these services could include partial overhead pricing. Partial overhead pricing recovers all direct operating costs and/or a portion of fixed indirect costs. The portion of fixed costs not recovered by price represents the tax contribution. These types of programs fall in the category of: We Should offer this  Important Program Examples: o Family Pool challenge, Inclusion opportunities etc. VALUE ADDED PROGRAM (WOULD BE NICE TO OFFER THIS) This includes services that only individual users or visitors benefit from. Pricing of private services should, at a minimum, recover all direct costs associated with the service. These types of programs fall in the category of: It would be nice to offer this  Value Added Program examples: o Banquet Rentals at MCC, Princess Ball, Scuba Classes etc. SHORT TERM PROGRAM GOALS ADAPTIVE PROGRAMS  Conduct needs assessment to determine programming with utilization of prior program evaluations, Master Plan Community Survey results and Department seasonal guest satisfaction survey results. 64  Develop and provide participants with the opportunity to enjoy activities of interest to them in the categories of sports, health & wellness, arts & culture, social & community, and therapy.  2014-2017 main programming objective is to develop a stronger arts & culture program offering through activities such as community theater and art gallery events.  Create the opportunity for participants to socialize and interact in a safe and comfortable setting at the Monon Community Center and other CCPR park facilities; ensure risk management and prevention are addressed; ensure emergency procedures are in place.  Provide guests and their families/caregivers with community resource information.  Educate participants on the physical, social, mental, emotional and recreational values inherent in an activity.  Enhance the opportunity for participants to develop a positive attitude toward participation in the activity on a regular basis and throughout life.  Teach participants the fundamental skills, tactics and strategies regarding the activity to enable the participant to play, appreciate and enjoy it now and in later years.  Achieve required cost recovery goals.  Evaluate programs and activities and analyze feedback to aid in future planning. ADULTS/SENIORS PROGRAMS  Conduct needs assessment to determine programming with utilization of prior program evaluations, Master Plan Community Survey results and Department seasonal guest satisfaction survey results.  Develop and provide participants with the opportunity to enjoy activities of interest to them in the categories of sports, health & wellness, arts & culture, social & community, and outdoor adventure.  2014-2017 main programming objective is to develop a stronger outdoor adventure program offering through activities such as camping trips and outdoor survival classes.  Create the opportunity for participants to socialize and interact in a safe and comfortable setting at the Monon Community Center and other CCPR park facilities; ensure risk management and prevention are addressed; ensure emergency procedures are in place.  Provide guests and their families/caregivers with community resource information.  Educate participants on the physical, social, mental, emotional and recreational values inherent in an activity.  Enhance the opportunity for participants to develop a positive attitude toward participation in the activity on a regular basis and throughout life.  Teach participants the fundamental skills, tactics and strategies regarding the activity to enable the participant to play, appreciate and enjoy it now and in later years.  Achieve required cost recovery goals.  Evaluate programs and activities and analyze feedback to aid in future planning. Parks and Recreation Master Plan | Appendices iii AQUATICS  Conduct needs assessment to determine programming with utilization of prior program evaluations, Master Plan Community Survey results and Department seasonal guest satisfaction survey results.  Develop and provide instructional classes such as American Red Cross (ARC) learn to swim programs through group and private/semi private lessons, as well as classes such as ARC Water Safety Instructor Training and Lifeguard Training.  Provide wellness classes such as water exercise, lap swim and aqua therapy that provide fitness opportunities in a unique modality.  Offer specialized and competitive programs such as masters swim team, youth swim team and triathlon training.  Create the opportunity for all to enjoy open recreational swim in a safe, fun and relaxed setting.  Educate participants on the physical, social, mental, emotional and recreational values inherent in an activity.  Enhance the opportunity for participants to develop a positive attitude toward participation in the activity on a regular basis and throughout life.  Teach participants the fundamental skills, tactics and strategies regarding the activity to enable the participant to play, appreciate and enjoy it now and in later years.  Achieve required cost recovery goals.  Evaluate programs and activities and analyze feedback to aid in future planning. EXTENDED SCHOOL ENRICHMENT & SUMMER CAMP SERIES  Conduct needs assessment to determine programming with utilization of prior program evaluations, Master Plan Community Survey results and Department seasonal guest satisfaction survey results.  Develop and provide participants with the opportunity to enjoy activities of interest to them in the categories of health & wellness, academic enrichment, physical fitness, nature, arts, music, science, drama and technology.  2014-2017 main programming objective is to develop enhanced youth-centered enrichment programming thru youth focus groups and reflective planning with youth program participants.  Create the opportunity for participants to socialize and interact in a safe and comfortable setting at the Carmel Clay Schools and CCPR parks and/or facilities; ensure risk management and prevention are addressed; ensure emergency procedures are in place.  Provide guests and their families/caregivers with community resource information.  Educate participants on the physical, social, mental, emotional and recreational values inherent in an activity.  Enhance the opportunity for participants to develop a positive attitude toward participation in the activity on a regular basis and throughout life.  Teach participants the fundamental skills, tactics and strategies regarding the activity to enable the participant to play, appreciate and enjoy it now and in later years. 66  Achieve required cost recovery goals.  Evaluate programs and activities and analyze feedback to aid in future planning. FITNESS PROGRAMS  Conduct needs assessment to determine programming with utilization of prior program evaluations, Master Plan Community Survey results and Department seasonal guest satisfaction survey results.  Develop and provide participants with the opportunity to enjoy activities of interest to them in the categories of health & wellness and group fitness.  2014-2017 main programming objective is to develop a stronger outdoor adventure program offering through activities such as adventure race training.  Create the opportunity for participants to socialize and interact in a safe and comfortable setting at the Monon Community Center and other CCPR park facilities; ensure risk management and prevention are addressed; ensure emergency procedures are in place.  Provide guests and their families/caregivers with community resource information.  Educate participants on the physical, social, mental, emotional and recreational values inherent in an activity.  Enhance the opportunity for participants to develop a positive attitude toward participation in the activity on a regular basis and throughout life.  Teach participants the fundamental skills, tactics and strategies regarding the activity to enable the participant to play, appreciate and enjoy it now and in later years.  Achieve required cost recovery goals.  Evaluate programs and activities and analyze feedback to aid in future planning. PARENT & CHILD/PRESCHOOL PROGRAMS  Conduct needs assessment to determine programming with utilization of prior program evaluations, Master Plan Community Survey results and Department seasonal guest satisfaction survey results.  Develop and provide participants with the opportunity to enjoy activities of interest to them in the categories of sports, health & wellness, arts & culture and social & community.  2014-2017 main programming objective is to develop a stronger family oriented nature program offering.  Create the opportunity for participants to socialize and interact in a safe and comfortable setting at the Monon Community Center and other CCPR park facilities; ensure risk management and prevention are addressed; ensure emergency procedures are in place.  Provide guests and their families/caregivers with community resource information.  Educate participants on the physical, social, mental, emotional and recreational values inherent in an activity.  Enhance the opportunity for participants to develop a positive attitude toward participation in the activity on a regular basis and throughout life. Parks and Recreation Master Plan | Appendices iii  Teach participants the fundamental skills, tactics and strategies regarding the activity to enable the participant to play, appreciate and enjoy it now and in later years.  Achieve required cost recovery goals.  Evaluate programs and activities and analyze feedback to aid in future planning. TEENS/TWEEN PROGRAMS  Conduct needs assessment to determine programming with utilization of prior program evaluations, Master Plan Community Survey results and Department seasonal guest satisfaction survey results.  Develop and provide participants with the opportunity to enjoy activities of interest to them in the categories of sports, health & wellness, arts & culture, social & community, and outdoor adventure.  2014-2017 main programming objective is to develop a stronger outdoor adventure program offering through activities such as camping trips and outdoor survival classes.  Create the opportunity for participants to socialize and interact in a safe and comfortable setting at the Monon Community Center and other CCPR park facilities; ensure risk management and prevention are addressed; ensure emergency procedures are in place.  Provide guests and their families/caregivers with community resource information.  Educate participants on the physical, social, mental, emotional and recreational values inherent in an activity.  Enhance the opportunity for participants to develop a positive attitude toward participation in the activity on a regular basis and throughout life.  Teach participants the fundamental skills, tactics and strategies regarding the activity to enable the participant to play, appreciate and enjoy it now and in later years.  Achieve required cost recovery goals.  Evaluate programs and activities and analyze feedback to aid in future planning. MASTER PLAN GOALS, STRATEGIES AND ACTIONS The Master Plan identifies several goals, strategies and actions for the CCPR over the next 5 years which will continue to help guide the recreation opportunities made available to the residents of Carmel and Clay Township. The goals, strategies and actions are listed in the “Community Assessment” Appendix 1 of this plan. LONG TERM PROGRAMMING GOALS The following programming goals have been developed for the period 2014-2018 for Carmel Clay Parks & Recreation programming:  Develop more public awareness of programs for pre-teens, teens, adults, seniors, and families.  Provide a balance of program offering across the City of Carmel 68 o A majority of CCPR programming takes place within the Monon Community Center, however there are many opportunities that have not been tapped into at all department owned parks.  Pre-Teens- 2014: Program analysis of community interests with specific locations identified (continue identification of interests every three years). 2015: Implementation of two new programs at parks outside of the MCC. 2016- 2018: Five new programs in place at CCPR facilitated parks, with annual run rate exceeding 80%  Programs continuously evaluated to eliminate over-saturation of market.  Teens- 2014: Program analysis of community interests with specific locations identified (continue identification of Interests every three years). 2015: Implementation of two new programs at parks outside of the MCC. 2016-2018: Five new programs in place at CCPR facilitated parks, with annual run rate exceeding 80%  Programs continuously evaluated to eliminate over-saturation of market.  Adults-Program analysis of community interests with specific locations identified (continue identification of interests every three years). 2015: Implementation of two new programs at parks outside of the MCC, specifically focused on addressing a cultural need. 2016- 2018: Five new programs in place at CCPR facilitated parks, with annual run rate exceeding 80%)  Programs continuously evaluated to eliminate over-saturation of market.  Seniors- Program analysis of community interests with specific locations Identified (continue identification of interests every three years). 2015: Implementation of two new programs at parks outside of the MCC, specifically focused on addressing a cultural need. 2016-2018: Five new programs in place at CCPR facilitated parks, with annual run rate exceeding 80%)  Programs continuously evaluated to eliminate over-saturation of market.  Families- Program analysis of community interests with specific locations identified (continue identification of interests every three years). 2015: Implementation of one new family EVENT specifically focused on addressing the need to get outdoors and spend time as a family. 2016-2018: Five new events in place at CCPR facilitated parks, with annual run rate exceeding 80%)  Programs continuously evaluated to eliminate over-saturation of market.  Evaluate service performance to support program needs and facility management requirements  Provide more programs that focus on nature and outdoor recreation o While most urban cities do not have programs that focus on nature, Carmel has a unique opportunity to set itself apart from other cities because of its one-of-a-kind natural resources. Parks and Recreation Master Plan | Appendices iii  Provide more programs that focus on active adult/senior fitness o Current demographics for the City of Carmel indicate that it expects to see increases in the 65+ age group. Because of improved health and fitness, as well as lifestyle changes, the baby boom generation is participating in recreation activities to older ages. People are also retiring at younger ages with relatively higher disposable incomes than generations before.  Develop programs that focus on youth development to improve the social issues youth face in today's society.  Create a number of diverse special events from small neighborhood events to city-wide and regional festivities to help create a sense of pride while bringing the community together. STRATEGIC DIRECTIONS Based on public input and the current mission and vision of Carmel Clay Parks & Recreation, ten strategic directions were identified for the Parks and Recreation Master Plan. These directions will help CCPR achieve the community’s vision for parks and recreation.  Include a variety of facilities to provide diverse opportunities for outdoor recreation, including active and passive activities, organized and self-directed experiences, and year-round (winter and summer) options.  Support increased trail use in Carmel Clay by providing trail-related recreation opportunities in existing parks, extending trail development in the White River Greenway, facilitating connectivity to City and regional trails, and promoting trail programming and events.  Provide quality recreation programs and special events that foster community gatherings and social interaction, provide opportunities for life-long learning, promote personal health and community wellness, and enhance community livability.  Provide inclusive, innovative, quality recreation services that reflect community pride as well as the distinctiveness and excellence of Carmel Clay Parks & Recreation.  Promote community cohesion by remaining open to partnerships with other providers, seeking innovative solutions to serve underserved or un-served areas, and coordinating with others to fill future gaps in service.  Expand partnerships with local sports groups to provide field maintenance or preparation.  Coordinate with the Nature Conservancy for the joint preservation of additional greenways and natural areas in Carmel Clay for nature programming and interpretive trails.  Collaborate with the Indiana Wildlife Federation to assess habitat and native plant preservation and integration in CCPR parks.  Coordinate with various nature organizations to incorporate interpretive signage into all CCPR parks.  Continue partnerships with Carmel-Clay Schools to develop specific facilities at school sites and to provide school-age programming (Extended School Enrichment).  Assess water launch opportunities provided by others to determine if the proposed new community parks are appropriate watercraft put-in and/or take-out points. 70  Partner with public, private, and non-profit sectors to satisfy community needs for facilities with high construction and/or operational costs. PROGRAM SERVICE AREAS An evaluation of the programs provided by CCPR and other providers noted needs in the following service areas. In some cases, other providers may be better poised to meet these programming needs in the future. For this reason, the following discussion includes ways in which CCPR can play a role in these service areas.  Sports: Sports are a very popular in Carmel Clay. There are a number of organizations that provide recreational and competitive sports activities with a primary focus on youth, such as the Carmel Dads’ Club. CCPR is a strong provider of adult sport programming. While there appear to be adequate athletic programs for youth and active adults, there may be some need for sport programming for older adults and seniors. CCPR could consider ways to meet adult and senior sport needs, for example, by providing badminton and pickleball or other low-impact events.  Cultural Arts and Special Events: Carmel Clay Parks & Recreation and other providers offer several specialized programs for cultural arts. However, there are opportunities to expand, particularly in the area of special events and community festivals. While the City of Carmel is building a Performing Arts Center, CCPR could offer concerts in the park, movies in the park, and community festivals, which were the types of cultural programs most widely desired by survey respondents.  Environmental Programming: Hamilton County provides fairly extensive nature programming in the planning area. For example, River Road Park has amenities and facilities to support outdoor programming, such as paved trails to explore wetlands and prairies and an interpretive building designed to educate about Native American life. Additionally, the County hosts a variety of programs at the Cool Creek Nature Center, just north of the planning area, and the County is re- designing the Coxhall Gardens into a children's garden, conservatory, and gardens with belltowers, reflecting pools, and a museum. Results of the community survey indicate that both youth and adults in Carmel Clay desire additional opportunities for nature programs. In fact, a nature center was on of the top desired facilities in Carmel Clay. CCPR should explore ways to address this demand, while not duplicating County offerings. These may include providing self- directed interpretive programming, which can be facilitated by interpretive signage, trail guides, kiosks, demonstration gardens, etc.  Outdoor Programming: CCPR offers outdoor events, such as a family campout and fishing derby. However, there is an expressed need for increased outdoor and trail-related programming. CCPR should consider needs for active outdoor opportunities, which can be met through challenge courses, non-motorized boating/water safety classes, mountain biking and/or cross-country skiing clubs, hiking and walking groups, geocaching competitions, etc. Trails, viewpoints, and nature centers can support of a variety of passive programming as well, such as wildlife watching/bird watching groups.  Volunteerism: Being involved in the community is important to Carmel Clay residents. Carmel Clay Parks & Recreation encourages school, civic and religious organizations, scouts, seniors, and park neighbors to help at special events and in parks, trails and greenways. In addition, an independent website, Carmel CAN! coordinates local community volunteers. Through this Parks and Recreation Master Plan | Appendices iii initiative, citizens looking for volunteer opportunities are matched up with those organizations that are in need of volunteers. Communities are recognizing that many people volunteer during their leisure time. For this reason, many recreation departments support volunteerism as a program service area. CCPR should investigate opportunities to expand and better market volunteer opportunities. This includes identifying volunteer opportunities that would appeal particularly to seniors and teens, but also for youth, adults, and families. Since residents expressed a desire to spend more time outdoors, outdoor projects for volunteers may be needed. One way to market volunteerism is by advocating the benefits of being a volunteer. For example, through volunteerism, community members can: o Be physically active; o Meet people; o Learn something new; o Invest in community pride; o Promote environmental and resource stewardship; o Create healthy, happy childhoods for children; o Support a social cause or interest; o Leave a legacy; o Memorialize or honor a loved one; o Make Carmel Clay a safer place; and o Give a tax deductible gift to the community. For Carmel Clay Parks & Recreation, increased volunteerism will expand resources for maintenance, environmental restoration, and recreation programs. In a time of increased competitiveness for funding, volunteers greatly benefit the community by augmenting the work of park and programming staff. PROGRAMMING COLLABORATION As indicated in the park and facility analysis, there are a number of opportunities for Carmel Clay Parks & Recreation to collaborate with other providers for recreation programming. CCPR should consider the following:  Facilitate partnerships to maximize programming efficiency and opportunities for residents.  Seek business and corporate partners to endow scholarships for programming.  Work with the Hamilton County Visitor’s Bureau and interested sports organizations to discuss ways to co-host sports tournaments as a type of expanded special events programming.  Discuss opportunities to promote community gardening, such as at school sites for education and HOA open space areas for recreation. Community gardening is growing trend in recreation, which may include developing and maintaining vegetable gardens, orchards, flower gardens, and other specialty gardens.  Work with Carmel CAN, youth groups, senior groups, and other special interest groups to encourage volunteer activities in parks. Develop a program for volunteer coordination of procedures, liability and conduct conformity, recruitment, training and recognition. Allow for the day-to-day efficient volunteer program management to occur at the facility or department level, depending on its size. 72 PROGRAM EVALUATION Evaluation of programs throughout the department is a critical component to the short and long-term success of the department. The two primary sources of evaluation are electronic surveys (completed by program users) and hand-written program evaluations (once again completed by program users). At the conclusion of each program season the evaluations are collected, then reviewed for short and long-term program planning. Please see Program Evaluation Example Examples of the evaluation collection timelines are as follows: MONON COMMUNITY CENTER (CONCLUSION OF…)  Fall  Winter/Spring  Summer EXTENDED SCHOOL ENRICHMENT & SUMMER CAMP SERIES (CONCLUSION OF…)  Fall Semester  Spring Semester  Summer Personnel involvement in the review stage is key to the implementation of program adjustments and/or new programming within the department. A sampling of the adjustments resulting from program evaluations are as follows:  Hours of Operation (increased number of hours open to summer campers) based upon feedback from an electronic survey  Additional program offerings (i.e. pickleball, badminton, table tennis) based upon feedback from both an electronic survey and hand written evaluations  Adjustment of program instructor (external contracted instructor) based upon hand written evaluations SERVING THE UNDERSERVED With a commitment to providing high quality programming to the underserved populations, Carmel Clay Parks & Recreation places an emphasis on focused program planning to meet the needs of the underserved. In doing so, Carmel Clay Parks & Recreation has offered programs ranging from adult to teen, special events, as well as adaptive. The chart below details the breakdown of programs offered the underserved populations in 2013. Please see Underserved Populations Report PARTNERSHIPS Carmel and Clay Township have a wealth of resources and organizations that clearly value the role of parks and recreation in improving community livability and quality of life. Carmel Clay Parks & Recreation works with many public and private groups to provide outstanding services in meeting the community needs. Maintaining an awareness in alternative providers in the Carmel and Clay Township community is valuable to the department in order to minimize duplication, reduce competition, and to optimize recreational opportunities for our community. Additionally, the Parks Master Plan identifies community organizations and opportunities in areas such as arts, community events, community Parks and Recreation Master Plan | Appendices iii resources, museums, recreation, and youth and children’s events and programs. In many instances, CCPR cooperatively programs with public, commercial, and non-profit entities. Examples Include:  Partnerships o Carmel Clay Historical Society o Citizens for Greenspace o Easter Seals Crossroads o Hamilton County Convention & Visitors Bureau o Hamilton County Sports Authority o Girl Scouts of America o Hoosier Mountain Bike Association o Indiana Pacers o Indiana Department of Natural Resources o Indiana Park and Recreation Association o Indiana Wildlife Federation o Special Olympics Indiana o Booth Tarkington o Carmel Clay Public Library  Outsource/Contracts o Carmel Clay Schools – Before and After School Program o Sports Associations o 100% Hoops o Indiana Basketball Academy o SkyHawks o Motions, Incorporated o Carmel Marathon CCPR has initiated partnerships with various providers in the community, and been open to establishing relationships with other providers as well. Through the timeframe of this plan and into the future, CCPR should look strategically at the use of partnerships to help meet community needs. Arrangements should be formalized when necessary. Recommendations for the development of partnerships include the following:  Nurture partnership relationships to encourage formal and equitable partnership agreements with public, non-profit and private agencies to help meet community needs.  Foster and seek partnership with other public, non-profit, private and community agencies to align with CCPR’s vision and mission. 74  Assign staff to coordinate partnership efforts.  Adopt partnership policies that focus on equitable collaborative/joint relationships. Cultivate partnerships that support the Department’s mission while leveraging community resources and reducing duplications.  Establish partnership policies to address the following: o Articulation of mutually-agreed upon priorities, well-defined costs and benefits for all partners involved, as well as the benefits to the community. o Determination of the decision-making authority, such as the level or type of approval required by each partner. o Management and procedures for regular review of partnership agreements, including the determination of key joint decision points, mitigation measures if any partners fail to meet their obligations and types of exit strategies.  Administer, execute and monitor partnership agreements. Manage and regularly assess outcomes and cost-benefits of partnership agreements. MARKETING Carmel Clay Parks & Recreation established a Strategic Marketing Plan and editorial calendar in order to help promote the Department’s programs and activities. The overall goal of the Strategic Plan is to drive participation, increase revenue, and continue to create brand awareness of the many offerings available to the public. The Strategic Plan and calendar are distributed and reviewed with staff on an annual basis. Several tactics and strategies are utilized in order to promote the Department’s programs and events, in order to obtain the goals set forth by each subdivision. The Marketing Department advertises and promotes Department-wide programs (recreation and before and after school) and services in a variety of ways each season, including:  Department website  Escape Guide (tri-annual brochure)  Social media including Facebook and Twitter  Department-wide electronic newsletters o Monthly eNewsletter sent to entire database o Monthly eNewsletter sent only to parents/participants of the Extended School Enrichment program  Electronic advertisements o on 3 TV kiosks throughout the Monon Community Center o on Program registration page of Department’s website  Printed flyers o throughout the Monon Community Center o on 3 trailhead community boards along the Monon Greenway  Banners hung at major intersections within Carmel, IN Parks and Recreation Master Plan | Appendices iii  Pitches and photo opportunities sent directly to the media outlets RISK MANAGEMENT The Department places great emphasis on risk management and as such has established a formal Risk Management Plan and Emergency Action Plan. The benefits to a comprehensive risk management plan, and a commitment to constant vigilance in this area, pay significant dividends. Risk management provides good stewardship of taxpayer dollars as financial, human and physical resources are protected and conserved. In addition, it provides cost-effective operational strategies to reduce the frequency and severity of potential liabilities and subsequent associated costs. The participant’s experience is improved in direct relation to the limiting of exposure to unreasonable risks. Undoubtedly, an effective risk management approach increases participant and staff safety, confidence and productivity. Please see the Risk Management Plan for additional details. PLAN REVIEW This Plan will reviewed annually during the winter, prior to budget planning for the coming fiscal year, and in conjunction with the preparation of the Department’s Business Plan for the coming fiscal year. The focus of this planning meeting is to review budget performance, including participation trends, analyze emerging trends within recreation and identify unmet and ongoing community needs. A review of the Plan will help ensure that the Department is responding to the anticipated growth of the community. Department staff also participate in seasonal program planning meetings, which include a review of evaluation data for all programs and services and progress of Plan goals/objectives. Many Department staff members participate in these meetings, including the Executive Director, COO, ESE Director, MCC Director, MCC Assistant Director, Recreation Manager, and Recreation Programming Supervisors. 76 APPENDIX 5 – 2015-2019 STRATEGIC PLAN STRATEGIC PLAN FOUNDATIONAL FRAMEWORK The following outlines the foundational framework for CCPR including vision, mission and guiding principles: THE BIG ROCKS | TOP 5 PRIORITIES 1. Achieve at least 80% cost recovery on operating budgets for entire park and recreation system. 2. Enhance West Park, incorporating undeveloped areas. 3. Invest 3-4% of asset value annually to fund current and future capital repairs and replacements. 4. Expand White River Greenway to more fully engage neighbors and provide connections to surrounding communities. 5. Acquire parkland in underserved portion of northwest Carmel. STRATEGIC PLAN | PARCS 5-YEAR GOALS AND OBJECTIVES 1. PARKS: Provide diverse, attractive, and inspiring parks and greenways that enhance quality of life and economic vitality of the community. 1.1. Expand White River Greenway to more fully engage neighbors and provide connections to surrounding communities. (Big Rock #4) 1.1.1. Property acquired and easements secured to extend trail from 96th to 146th Street. (Ongoing) 1.1.2. Plan for greenway linkage to Fishers developed. (Ongoing) 1.2. Acquire parkland in underserved portion of northwest Carmel. (Big Rock #5) 1.2.1. Continue working with City of Carmel, Department of Community Services, to identify potential land in target area. (Ongoing) 1.2.2. At least 25 acres of contiguous property acquired. (2019) Vision •Carmel Clay Parks & Recreation envisions an accessible system of vibrant parks, diverse recreation facilities, sustainable park resources, and engaging recreation programs that contribute to healthy individuals and families, an active and tight-knit community, a thriving economy, and a high quality of life in the City and Carmel and Clay Township. Mission •The mission of Carmel Clay Parks & Recreation is to strengthen our community and serve our residents through the acquisition, development, and management of high-quality, innovative parks and facilities for recreation, preservation, and programming. Guiding Principles •Enhance park and recreation opportunities within the community •Provide exceptional customer experiences •Ensure the long-term sustainability of the park and recreation system Parks and Recreation Master Plan | Appendices iii 1.3. Explore partnerships with Hamilton County Parks & Recreation, Nature Conservancy, Central Indiana Land Trust, or similar organizations to preserve disappearing natural areas within the community. 1.3.1. Maintain communication with potential partners to identify preservation opportunities. (Ongoing) 1.4. Identify appropriate use for undeveloped Cherry Tree Park. 1.4.1. Best use for park determined. (2016) 2. AMENITIES: Develop and maintain high quality, cost-effective recreation facilities and amenities to address underserved needs of community. 2.1. Enhance West Park, incorporating undeveloped areas. (Big Rock #2) 2.1.1. Updated master plan developed for West Park. (2015) 2.1.2. Phased implementation of updated master plan. (2016-2019) 2.2. Expand trail networks within parks and greenways. 2.2.1. Locations for new trails within existing parks identified. (2016) 2.2.2. Trails constructed. (2017-2019) 2.3. Develop dog parks on east and west side of community. 2.3.1. Locations for dog parks identified. (2016) 2.3.2. Dog park on east side of community constructed. (2018) 2.3.3. Dog park on west side of community constructed. (2017) 2.4. Conduct feasibility study for west side recreation center. 2.4.1. Feasibility study completed. (2019) 3. RECREATION SERVICES: Provide inclusive, innovative, and distinctive recreation programs aligned with core competencies. 3.1. Develop outdoor recreation and environmental education programs into core services. 3.1.1. At least four sessions offered per season. (Ongoing) 3.1.2. Contributes at least 5% of total recreation program revenue annually for Monon Community Center. (2017-2019) 3.2. Increase program offerings for underserved populations. 3.2.1. Establish fitness reimbursement program for active seniors age 65 and above (2015) 3.2.2. Annual net increase of 5% in number senior memberships from previous year. (2015- 2019) 3.2.3. Increase total number of adults age 55 and above served through memberships and program registrations by 50%. (2019) 3.2.4. Complete ADA Transition Plan. (2015) 3.2.5. Provide annual inclusions training to all ESE and MCC staff. (Ongoing) 78 3.3. Explore partnership opportunities to provide signature community events that highlight the park and recreation system. 3.3.1. Maintain communication with potential partners to identify opportunities for new or existing events. (Ongoing) 4. CONTROLS: Manage the park and recreation system through measurable outcomes. 4.1. Achieve at least 80% cost recovery on operating budgets for entire park and recreation system. (Big Rock #1) 4.1.1. Minimum 100% cost recovery each year for Extended School Enrichment. (Ongoing) 4.1.2. Minimum 100% cost recovery each year for Monon Community Center. (Ongoing) 4.1.3. Monon Community Center membership rates reviewed annually. (Ongoing) 4.2. Attain at least 90% customer satisfaction rates for all parks, amenities, and recreation services. 4.2.1. Standard met on ESE parent/guardian survey administered each semester. (Ongoing) 4.2.2. Standard met on MCC membership survey administered annually. (Ongoing) 4.2.3. Standard met on Community Survey administered every 5 years. (2019) 4.3. Serve at least 40% of residents through programs and services. 4.3.1. Standard met on Community Survey administered every 5 years. (2019) 4.4. Provide at least 10 acres of parkland per 1,000 residents. 4.4.1. Standard met including parkland maintained by CCPR, City of Carmel, and Hamilton County Parks & Recreation within Clay Township. (Ongoing) 4.5. Maintain national accreditation though CAPRA. 4.5.1. Annual reports submitted to CAPRA. (Ongoing) 4.5.2. Self-assessment report and reaccreditation visit completed. (2019) 5. SUSTAINABILITY: Ensure the long-term sustainability of the park and recreation system for the benefit and enjoyment of future generations. 5.1. Invest 3-4% of asset value annually to fund current and future capital repairs and replacements. (Big Rock #3) 5.1.1. Total annual expenditures for capital maintenance plus new money set aside for future capital maintenance equals at least 3% of asset value of constructed facilities and amenities identified in current Zone Improvement Plan. (Ongoing) 5.2. Develop and implement a comprehensive customer service program aligned with the culture and values of the park and recreation system. 5.2.1. Program developed and implemented. (2015-2016) 5.3. Continue implementation of natural resource management plans developed for every park. 5.3.1. Progress reports completed annually and reviewed by management. (Ongoing) Parks and Recreation Master Plan | Appendices iii 5.4. Increase opportunities for volunteers within the park and recreation system. 5.4.1. Annual increase of 500 volunteer hours from previous year with at least 5,500 total volunteer hours in 2019. (2015-2019) 5.5. Enhance earned income by pursuing grants, donations, and sponsorships. 5.5.1. At least one LWCF grant secured. (2019) 5.5.2. Development Manager hired. (2017) 5.5.3. Annual funding secured equals at least 5 times Development Manager’s annual compensation after first full year. (2018) 5.5.4. Annual funding secured equals at least 7 times Development Manager’s annual compensation after second full year. (2019) 5.5.5. Annual funding secured equals at least 10 times Development Manager’s annual compensation beginning the third full year and thereafter. (after 2019) STRATEGIC IMPLEMENTATION PROCESS Utilizing the Vision & Mission, Guiding Principles and the PARCS Goals & Objectives outlined above, CCPR annually revisits these at the Employee, Division and Department level to ensure all three are aligned. This process is outlined below: Vision & Mission Guiding Principles 5+ Year PARCS Goals & Objectives Annual Department Goals & Objectives Annual Division Goals & Objectives Annual Employee Goals & Objectives 80 APPENDIX 6 – PUBLIC PARTICIPATION As part of the planning process, approximately 75 members of the community and stakeholders were contacted throughout the planning process to provide input regarding the park system in Clay Township. This included meetings with the Park Board, Carmel City Council, Clay Township Board Members, the Mayor of Carmel, and the Clay Township Trustee to understand key issues and their vision for the park system. Also, a joint meeting was held between the Park Board, Clay Township Board and the City of Carmel City Council. These public input processes served as the driving force for development of the Master Plan and the recommendations that are outlined in throughout the plan. Including these individual stakeholder meetings, CCPR also completed three open public Park Board meetings to solicit input from the community, which were held on April 23, 2013, June 15, 2013, April 22, 2014, October 27, 2014, and February 10, 2015 to present the final plan prior to Park Board adoption in March. STAKEHOLDER MEETINGS & PUBLIC WORKSHOPS Below is a listing of the key leadership interviews conducted as part of the plan. Meetings identified as being broadcasted on public access channels were aired on Carmel government Channel 16 and CHTV Channel 99 (Carmel High School TV Station): DATE(S) EVENT PARTICIPANTS August 10-15, 2012 Stakeholder Interviews: Solicited input to identify strengths, weaknesses, and vision for future of park system  Ron Carter, City Council  Sue Finkam, City Council  Kevin "Woody" Rider, City Council  Carol Schleif, City Council  Eric Seidensticker, City Council  Rick Sharp, City Council, President  Luci Snyder, City Council  Doug Callahan, Clay Township Trustee  Paul Bolin, Clay Township Board  Mary Eckard, Clay Township Board  Matthew Snyder, Clay Township Board  Donna Cihak Hansen, CCPR Park Board  Jim Engledow, CCPR Park Board, President  Wendy Franklin, CCPR Park Board, Vice President  Joshua Kirsh, CCPR Park Board, Plan Commission Rep.  Pam Knowles, CCPR Park Board, School Board Rep. Parks and Recreation Master Plan | Appendices iii  Jenn Kristunas, CCPR Park Board  Richard Leirer, CCPR Park Board, Secretary  Linus Rude, CCPR Park Board  Rich Taylor, CCPR Park Board, Treasurer April 23, 2013 Special Park Board Workshop: Presented summary of planning process, findings, and solicited input on action plan  Donna Cihak Hansen  James Engledow  Wendy Franklin  Kathie Freed  Joshua Kirsh  Jenn Kristunas  Richard Leirer  Linus Rude  Rich Taylor  Michael Klitzing  Audrey Kostrzewa  Debra Grisham June 15, 2013 Special Park Board Workshop: Facilitated extensive discussion on goals, objectives, and action plan  James Engledow  Wendy Franklin  Joshua Kirsh  Jenn Kristunas  Richard Leirer  Rich Taylor  Mark Westermeier  Debra Grisham April 22, 2014 Regular Park Board Meeting: Presented proposed action plan and solicited feedback  James Engledow  Kathie Freed  Joshua Kirsh  Jenn Kristunas  Richard Leirer  Linus Rude  Mark Westermeier  Michael Klitzing  Audrey Kostrzewa  Debra Grisham **Broadcasted on public access channels October 27, 2014 Joint Meeting with Park Board, City Council & Township Board: Presented summary of planning process, findings and recommendations, and solicited feedback  Donna Cihak Hansen  James Engledow  Wendy Franklin  Joshua Kirsh  Jenn Kristunas  Richard Leirer  Linus Rude 82  Rich Taylor  Mark Westermeier  Michael Klitzing  Audrey Kostrzewa  Debra Grisham  Paul Bolin, Clay Township Board President  Douglas Callahan, Clay Township Trustee  Ron Carter, Carmel City Council  Sue Finkam, Carmel City Council  Kevin Rider, Carmel City Council  Carol Schleif, Carmel City Council  Eric Seidensticker, Carmel City Council  Rick Sharp, Carmel City Council President  Luci Snyder, Carmel City Council  Matthew Snyder, Clay Township Board **Broadcasted on public access channels February 10, 2015 Regular Park Board Meeting: Presented summary of final draft of plan and solicited feedback  James Engledow  James Garretson  Wendy Franklin  Kathie Freed  Joshua Kirsch  Jenn Kristunas  Linus Rude  Debra Grisham  Michael Klitzing  Audrey Kostrzewa  Mark Westermeier  Kurtis Baumgartner  Katie Hohn  Shauna Lewallen  Sean Roberts **Broadcasted on public access channels NOTE: All Park Board and Joint Meetings were advertised and open to the general public. Parks and Recreation Master Plan | Appendices iii STAFF FOCUS GROUPS DATE(S) EVENT PARTICIPANTS November 29, 2012 MCC Supervisory Staff: Aquatics Manager, Facility Maintenance Manager, Food Service & Rentals Manager, Recreation Manager, Recreation Supervisors, Assistant Recreation Supervisors MCC Staff: All non-supervisory full-time staff and all part-time staff MCC Supervisory Staff  Kurtis Baumgartner, Recreation Manager  Matthew Bush, Facility Maintenance Manager  Michelle Compton, Food Service & Rentals Manager  Eric Mehl, Aquatics Manager  Nichole Haberlin, Aquatics Supervisors  Matt Leber, Recreation Supervisor – Adults  Brooke Taflinger, Inclusion Supervisor  Mike Normand, Recreation Supervisor – Preschool  Lindsay Willard, Fitness Supervisor  Jordan Hill, Assistant Recreation Supervisor  Mandy Spady, Assistant Recreation Supervisor  Holly Perlin-Grubb, Assistant Recreation Supervisor  Tami Powell, Assistant Recreation Supervisor  Toby Bourdo, Assistant Recreation Supervisor MCC Staff  Sean Roberts, Aquatics  Arline Morrow, Aquatics  Nick Barratt, Recreation Assistant  Brendon McAvoy, Recreation Attendant  Nik Krause, Food Service/Rentals  Mimi Brookie, Fitness Instructor  Amy Doman, Fitness Instructor  Efrain Galdamez, Facility Maintenance 84 November 30, 2012 Park Maintenance: All full-time and available part-time staff, excluding Division Manager ESE Facilitators: All part-time staff ESE Supervisory Staff: Assistant Managers, Site Supervisors, Assistant Site Supervisors, Administrative Assistant Administrative & Marketing Staff: Business Services, HR & Marketing staff, except senior managers Senior Management: Business Services Division Manager, ESE Division Manager, MCC Division Manager, Park Maintenance Division Manager, Human Resources Manager, Marketing Manager, Office Administrator Park Maintenance  Andrew Burnett, Park Maintenance Technician  Shawn Hart, Park Maintenance Technician  Craig Smith, Greenways & Trails Technician  Courtney Schlaegel, Administrative Assistant  Todd Snyder, Park Maintenance Manager ESE Facilitators  Patricia Sigh, ESE Facilitator  Carol Koch, ESE Facilitator  Mollie Whitmer, ESE Facilitator  Misty Gutierrez, ESE Facilitator  Monika Awad, ESE Facilitator  Leslie Wimberly, ESE Facilitator  Cherrie Palmer, ESE Facilitator  Emily Janecek, ESE Facilitator  Latoya Neely, ESE Facilitator  Megan Bowker, ESE Facilitator  Michelle Gillim, ESE Facilitator  Gail Strong, ESE Facilitator ESE Supervisory Staff  Trina Floyd-Messer, Site Supervisor  Monica Haddock, Assistant Site Supervisor  Shandi Bray, Assistant Site Supervisor  Valeska Simmonds, Site Supervisor  Amanda Gillim, Assistant Site Supervisor  Jennifer Holder, Site Supervisor  Meagan Storms, Site Supervisor Parks and Recreation Master Plan | Appendices iii  Doug Snelling, Assistant Site Supervisor  Joey Castillo, Assistant Site Supervisor  Jessica Richards, Assistant Site Supervisor  Jess Ballinger, Assistant Site Supervisor  Linda Acosta, Administrative Assistant  Cyndi Canada, Site Supervisor  Tia Russell, Assistant Site Supervisor  Jennifer Brown, Assistant Manager Administrative & Marketing Staff  Helen Ballinger, Revenue Coordinator  Paula Schlemmer, Accounts Payable Coordinator  Dawn Koepper, Purchasing Administrator  Tiffany Jennings, Special Projects Coordinator  Lisa Berry, Human Resources Assistant  Jeff Kramer, Training Manager  Lorena Lane, Graphic Designer  Camille Nelsen, Volunteer Coordinator  Traci Pettigrew, Events Supervisor Senior Management  Audrey Kostrzewa, Business Services Division Manager  Ben Johnson, ESE Division Manager  Susan Beaurain, MCC Division Manager  John Gates, Park Maintenance Division Manager 86  Lynn Russell, Human Resources Manager  Lindsay Labas, Marketing Manager  Sandi Young, Office Administrator Parks and Recreation Master Plan | Appendices iii APPENDIX 7 – ACCESSIBILITY COMPLIANCE SIGN-OFF SHEET 88 APPENDIX 8 – SIGNED RESOLUTION OF MASTER PLAN ADOPTION