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COMPREHENSIVE &
STRATEGIC PLAN
DRAFT
BOARD OF
COMMISSIONERS
Vince Spaeth, President
Kevin Graf, Vice President
Doug Ennis, Commissioner
Mary Kies, Commissioner
Patricia Morissette-Moll, Commissioner
Tim Sheehan, Commissioner
Carolyn Ubriaco, Commissioner
STAFF
James Rogers, Executive Director
Kari Felkamp, Director of Marketing & Communications
Angela Ferrentino, Director of Parks & Facilities
Laura Guttman, Strategy and Planning Coordinator
Christi Jacobson, Director of Finance & Human Resources
Brian McDermott, Director of Enterprise Services
Nimfa Melesio, Administrative Office Manager
Cindy Szkolka, Director of Recreation
Allison Wiggins, Director of Information Technology
DRAFT
TABLE OF CONTENTS
INTRODUCTION2
WHERE WE ARE TODAY 11
OUR VISION FOR TOMORROW 21
APPENDICES33
APPENDIX A: ENGAGE PHASE SUMMARY 40
APPENDIX B: ANALYZE PHASE SUMMARY 75
APPENDIX C: PARK AND FACILITY SCORECARDS 124
APPENDIX D: SUPPLEMENTAL INFORMATION 227
APPENDIX E: SURVEYS AND CROSSTABS 299
DRAFT
INTRODUCTION
2
DRAFT
3
DRAFT
HEALTH + WELLNESS
RECREATION?
reduces risk of heart disease, hypertension,
and diabetes; improves muscle strength;
promotes weight loss; and boosts
cardiovascular, respiratory, and endocrine
systems. Studies have shown that enhanced
access to places for physical activity leads to
an increase in frequency of physical activity
for both adults and children. Active park
The Elmhurst Park District plays a vital users also require fewer physician visits and
experience lower health care costs than
role in enhancing the community. From those who used parks passively or not at all.
2
thereby helping stakeholders understand
their role in the process.
3
shared long-term vision for the Park District
based on the Engage and Analyze phase
results. Alternative strategies for recreation
programming; existing parks and open
spaces; new parks, recreation facilities, and This section provides the Elmhurst
open spaces; and area trail corridors were
tested, evaluated, and refined into a set of Park Districts mission, vision, and
action items that the District will implement
over the next 1 to 10 years (1-3: Strategic
values and outlines the strategic
Initiatives, 1-10: Comprehensive Plan
Initiatives).
action plan and supporting
IMPLEMENT: In the final phase of the
implementation detail for the next 1,
planning process, the planning team, 3, 5, and 10 years.
staff, and Board of Commissioners refined
the strategies for the ten-year Vision.
A
Recommendations for near- and mid-term
capital and operational strategies were
outlined in a Five-Year Strategy Action Plan.
ELMHURST PARK
DISTRICT PROFILE
HISTORY greenhouse in 1924, and the Wilder Park Perhaps the most significant decade in
Conservatory then opened to the public. the Park Districts history was the 1970s,
The Elmhurst Park District was when the District blossomed into a full-
established on June 5, 1920, to meet In the late 1920s and early 1930s, Salt service agency. In 1971, voters approved
the leisure and recreational needs Creek, East End, and Butterfield Parks a $3.9 million bond referendum for
of the community. Soon thereafter, were established. East End Pool opened land acquisition and development.
negotiations were opened for the on June 26, 1937, with a Grand Splash The majority of EPDs present land was
acquisition of the Wilder estate. The of 750 youths who had lined up along purchased during this time, along with
estate consisted of an undeveloped the edge of the pool in readiness for its new park development. Five new special
cow pasture to the north and the family big moment. The pool was an immediate facilities also opened during this period,
home, gardens, and clay tennis courts success for the District, with 1,200 including: The Courts (1972), an indoor
to the south. Original development of people showing up on its second day. tennis, racquetball, and handball facility;
the gardens had begun in 1868 by Seth Sugar Creek Golf Course (early 1970s), a
and Elizabeth Wadhams, who built their The first recreation programs were
9-hole golf course owned and operated
home, known as White Birch, along with offered in 1942 and included baton,
through a partnership between Elmhurst
a greenhouse and gardens. They planted handicrafts, archery, baseball, and ballet.
Park District and the Village of Villa Park;
numerous trees representing a variety Ben Allison Playground and Eldridge
the first Elmhurst Community Center
of species to create a true garden spot in Park opened in the early 1950s. The
(1979); The Abbey Leisure Center (1975),
Elmhurst. Abbey was also established during this
a senior citizen leisure programming
period as a place for teenagers to gather,
facility; and The Depot on York Road
The Park District acquired the Wilder but did not become part of the Park
(1971). The Depot was renovated as a
property in 1921, making it the first District until 1964. During the 1960s,
bicentennial project in 1975.
public park in Elmhurst. The Park seven new parks opened, including the
District added the conservatory to the York Commons Pool, dedicated in 1967.
WHERE WE
ARE TODAY
DRAFT
has a total population of 46,337 and In its 458 acres of parks and open space, the
Elmhurst Park District provides a vast array
this is expected to increase to 47,282 of recreational opportunities for residents,
including 18 playgrounds, 28 baseball /
by 2021. softball fields, 25 tennis courts, 28 multi-
purpose fields, 75 garden plots, and 5.9
miles of trails within its parks. The District
also has access to two regional trails. Indoor
facilities available include The Abbey Senior
Center, Wagner Community Center, Courts
Plus, The Hub, Wilder Mansion, and four
preschool facilities Butterfield, Eldridge,
Wilder, and Crestview. In total, the District
operates 202,255 square feet of indoor
space. For this study, 147,115 square feet of
indoor space was evaluated and studied,
93,600 square feet of which is dedicated to
recreation programming.
WELCOME
ELMHURST PARK DISTRICT
ELMHURST
NAPERVILLE
WHEATON
CAROL STREAM
LOMBARD
GLEN ELLYN
ADDISON
WOODRIDGE
FACILITIES
135 Palmer Drive
Buttereld Park Recreation Building PARK DISTRICT
Crestview Park Recreation Building
Eldridge Park Recreation Building
COMPARISON
Smalley Bath House & Pool
Wilder Park Recreation Building
Wilder Park Former Admin Building 225 Prospect
Sugar Creek Golf Maintenance Building & Clubhouse
Wilder Park Conservatory
The Hub
Administration Building
The Depot
East End Bath House & Pool
Park Maintenance Facility WILDER
MANSION
COURTS PLUS
THE ABBEY
4 SMALL WAGNER
PRESCHOOL
BUILDINGS
147,115
SQUARE FEET
INDOOR SPACE*
*included in this study
STAKEHOLDERS
City of Elmhurst, Elmhurst Youth Commission, Elmhurst Senior Commission, Elmhurst Library, Village of Villa
Park, DuPage County / IC Catholic Prep, School District 205, Elmhurst College / Elmhurst Chamber of
Commerce, Edwards / Elmhurst Healthcare, Active Trans / Elmhurst Bike Club, Greenman Theatre, Elmhurst
Symphony, Elmhurst Chorale Union, Elmhurst Centre of Performing Arts, Elmhurst Cool Cities Coalition,
Crestview Garden Club, Elmhurst Garden Club, Lizzadro Museum, Ray Graham Association, People For
Elmhurst Parks Foundation, Elmhurst AYSO, Elmhurst Eagles Football, Team Elmhurst, Elmhurst Baseball,
Elmhurst Youth Baseball
PUBLIC
46,337
AGING GROWING BECOMING INCREASINGLY
IN PLACE MORE DIVERSE AFFLUENT
45,419 2016 2020 2016 2020
HOUSEHOLD
INCOME
CURRENT POPULATION ANNUAL RATE
ELMHURST
PARK
DISTRICT ELMHURST ILLINOIS USA
30% 33%
8.1% 9.4%
HISPANIC
ORIGIN
HISPANIC
ORIGIN
1.8% 1.3% 1.9%
55+ AGE POPULATION
WHITE ASIAN TWO OR MORE
BLACK OTHER AMERICAN INDIAN
25
TENNIS
COURTS
2
REGIONAL 28
TRAILS MULTIPURPOSE
ILL
INO
FIELDS
IS
PR
AI
RI
E
PA
TH
458 18
ACRES
Y
28 PLAY-
A
PARK
W
GROUNDS 75
N
BASEBALL
EE
&OPEN
GR
SOFTBALL SPACE
GARDEN
PLOTS
K
FIELDS
EE
CR
LT
SA
9 5.9
HOLE GOLF
MILES OF TRAILS EN
IN PARKS GA
COURSE
GE
ME
4 2
NT
1. COMMUNITY 3
2. BOARD 5
3. STAKEHOLDERS
4. STAFF
5. WEBSITE
1
61 167 170 7 26 9
STAFF STAFF RESPONDENTS BOARD MEMBERS STAFF STAFF
STAFF
COURTS
FIELDS
DRINKING
FOUNTAINS
GREEN
SPACES
NATURAL
AREAS
PARKING
LOTS
PATHS
PLAY-
GROUNDS
REST-
ROOMS
SEATING
AREAS
addition to park open space, 45% of support making these sports
households participated in recreation fields upgrades using tax
programs in the past 12 months, dollars.
exceeding the national average of 34%. THE COMMUNITY WOULD BENEFIT FROM THE
Overall, 72% of households use the NEW AMENITIES, INCLUDING A DOG PARK AND
District for their indoor and outdoor OUTDOOR NATURE CENTER.
recreation The top outdoor recreation priorities, according to the scientific Community Survey
needs and (Appendix E), are walking and biking trails, off-leash dog parks, and an outdoor
activities. nature center. Additionally, the lack of a dog park puts the community in a deficiency
compared to state and national benchmarks. According to community input, the
preferred site for the dog park is Eldridge Park, but they also may support placing the
dog park at Salt Creek Park, a partnership with another agency, or acquiring land for
the amenity. Community input revealed that the preferred amenities for an outdoor
nature center are: hiking trails, nature-based / themed play, open air shelter, water
feature, gardens, fishing overlook, ropes course, and bike course. A dog park and
outdoor nature center are also a high priority for the Board, staff, and stakeholders.
In addition, implementing new amenities including picnic shelters, pavilions, trails
and playgrounds, would help decrease the deficiencies for benchmarks and may be
implemented as part of the aforementioned community priorities. It is especially
important to meet these benchmarks because Elmhurst residents are more likely
than typical Americans to participate in walking, jogging, hiking, and bicycling
according to trends research.
GRAND OPENING!!
WAGNER
INDOOR SPORTS
FACILITY
135
PALMER
ADULT CONTINUING
EDUCATION
Technology Health
College CPR
Photography Cooking
Computer Programs Gardening
Foreign Language Classes
ADULT FITNESS
COMMUNITY AND WELLNESS
EVENTS Yoga
Concerts Zumba
Movies in the Park Pilates
Music in the Park Walking
Nature programs Basketball
Free festivals Ballet
Nutrition
MISSION
We enrich lives while having fun
as well as how the District
continues to operate.
VISION
To be a national leader in providing
memorable parks and recreation
experiences to our community
VALUES
Fun: We inject fun and passion into what we do every day
Integrity: We always do the right thing
Customer Service Excellence: We exceed customer
expectations and present the wow moment
OUR
VISION FOR
TOMORROW
OVERVIEW
FA Facilities:Meetcommunityneedsfornewandexistingindoorrecreationspace.
FACILITIES FA1:Maintainandupdateexistingfacilities.
Meetcommunityneedfornewandexisting FA2:Investinnewindoorfacilities/spacestorespondtocommunityneeds.
indoorrecreationspace. FA3:Optimizeuseofourexistingfacilities.
PR Programming:Innovativeprogrammingtomeetcommunityneeds.
PROGRAMMING PR1:Remainawareofandresponsivetotrends.
Innovativeprogrammingtomeet PR2:Regularlyengagethecommunitytounderstandtheirneeds.
communityneeds. PR3:Providesustainable,highqualityandinclusiveprogramofferings.
CO Communication:Exceptionalandconsistentguestexperience.
COMMUNICATIONS CO1:Fostera"customerfirst"environment.
Exceptionalandconsistentguest CO2:Addresscustomerservicestaffingneeds.
experience.
FI Finance:Sustainablerevenuestrategiesandfundingoptions.
FINANCE FI1:Reviewandimprovecostrecovery.
Sustainablerevenuestrategiesandfunding FI2:Seekalternatesourcesofrevenue.
options. FI3:ConsiderpursuingGeneralorRecreationFundreferendum.
IO InternalOperations:Employeegrowthanddevelopment.
INTERNALOPERATIONS IO1:Continuetoinvestintraining,continuingeducationandpersonaldevelopmentprograms.
Employeegrowthanddevelopment. IO2:Improveinternalcommunication.
IO3:Improveemployeebenefits.
IO4:Becomeamoredatadrivenorganization.
IO5:IncreasefocusonDistrictwidesuccessionplanning.
CommunityFocused,Customer
PA PA1 1.1aUpdateConradFischerPark. $$$
ServiceExcellence
CommunityFocused,Customer
PA PA1 1.1bUpdateCrestviewParkathleticcourtsandseatingareas. $$
ServiceExcellence
1.1cImproveathleticfields,includingbackstopsandnets,atVanVoorst,YorkCommons,andWashington CommunityFocused,Customer
PA PA1 $$
Park. ServiceExcellence
CommunityFocused,Customer
FA FA3,PR1,PR3 3.1:Conductindoorspaceutilizationstudyanddeterminefutureuseofallfacilities. $$
ServiceExcellence
CommunityFocused,Customer
FA FA2,PR1,PR2 1.1a:UpdateWagnerCommunityCenterMasterPlan. $$
ServiceExcellence,Integrity
CommunityFocused,Customer
FA FA2,PR1,PR2 2.1:DeterminefutureuseofPalmerDrivesite/building. $$
ServiceExcellence,Integrity
CommunityFocused,Customer
FA FA2,PR1,PR3 2.2a:Determineapproachtoindoorsportsfacility. $$$$
ServiceExcellence
Fun,CommunityFocused,
PR PR1,PR2,PR3 3.1:InvestigateandofferprogramsidentifiedashighprioritiesinCommunitySurvey. $$
CustomerServiceExcellence
CustomerServiceExcellence,
CO CO1 1.1:Establishadistrictwidecustomerservicemodel. $
CommunityFocused,Fun
CustomerServiceExcellence,
CO CO1,IO1,IO2 2.2:Evaluatestaffingstructuretoidentifyandprioritizecustomerservicetraining/hiringneeds. $
Integrity
Integrity,CustomerService
IO IO4,IO5 4.1:Utilizeadditionaldataandanalyticsforplanningandmonitoringperformance. $
Excellence,CommunityFocused
Fun,CustomerServiceExcellence,
IO IO1 1.1:EstablishandinvestinDistrictwidetrainingplanforalllevelsofstaff. $$
CommunityFocused,Integrity
PROGRESS
Year1 Started(10)
Ongoing(50)
Timeframe Department/Staffing
Completed(100)
ration AnticipatedStart AnticipatedCompletion Reporting Lead StaffGroups Implementation Progress
Delayed/Stopped(0)
1.2:Updatecapitalimprovementplanforparksandfacilitiesandimprove/replaceparksandfacilities CommunityFocused,Customer
FA/PA FA1,PA1 $
withlowscorestoimproveoverallsystem. ServiceExcellence
CommunityFocused,Customer
FA FA2,PR1,PR3 2.2:Expandcommunityindoorrecreationspace. $$$$
ServiceExcellence
CommunityFocused,Customer
FA FA1,PR2 1.1:Updatefacilitymasterplans. $$
ServiceExcellence,Integrity
Integrity,CommunityFocused,
PR PR1 1.2:Remaincurrentwithandinvestinindustryandinnovativetrends. $
CustomerServiceExcellence
CommunityFocused,Customer
PR PR2 2.2:Gatherongoingfeedbackfromparticipantsandcommunityonprogramwants/needs. $
ServiceExcellence
2.3:Explorelocationsfornewamenitiestomeetlevelofservicebenchmarksandfulfillamenity CommunityFocused,Customer
PA PA2 $$$
deficiencies. ServiceExcellence
Fun,CustomerServiceExcellence,
IO IO5 5.2:Createpolicyandtrainingcurriculumforfutureleaders. $
CommunityFocused,Integrity
Integrity,CustomerService
IO IO4,IO2 4.2:Trackperformancemetricstoenhanceefficiencies,productivity,andcustomerloyalty. TBD
Excellence
Integrity,CustomerService
IO IO1 1.2:Definegrowthexpectationsforeachjobdescription. $
Excellence
Integrity,CustomerService,
PA PA2,PA1 2.2:EstablishaDistrictwidelevelofservicepolicy. $
CommunityFocused
CustomerServiceExcellence,
CO CO1,CO2 2.3:Unitecustomerserviceandregistrationstaffintoonedepartment. $
CommunityFocused
FA2,PR1,PR2, CommunityFocused,Customer
FA 2.3:Undertakeaneedsassessmentandcreateafinancialandfacilityplanfornewseniorcenterfacility. $$
PR3 ServiceExcellence,Integrity
Integrity,CustomerService,
PA PA1 1.3:Developparkdesignguidelines. $
CommunityFocused
Integrity,CommunityFocused,
PR PR2 2.3:UpdatetheCommunityNeedsAssessmenteveryfiveyears. $$$
CustomerServiceExcellence
PROGRESS
Started(10)
Ongoing(50)
Completed(100)
Delayed/Stopped(0)
PAFI FI2
PA1,PA2 2.4:Developsponsorshipplantoevaluatetruesponsorablevalueandviablesponsors.
3.1:Builddogpark. Integrity,CommunityFocused
Fun,CommunityFocused TBD
$$$
CustomerService,Community
PA PA2 2.1:Exploreopenspacepartnershipstoincreasecommunityofferings. CommunityFocused,Customer $$
PA PA1 1.1aUpdateConradFischerPark. Focused $$$
ServiceExcellence
2.2:AnnuallyconducttheMalcolmBaldrigeSurveytogainemployeefeedbackandcontinueassessing
IO IO2 Integrity
CommunityFocused,Customer $
PA PA1 organizationalcultureandstrategiestoaddressit.
1.1bUpdateCrestviewParkathleticcourtsandseatingareas. $$
ServiceExcellence
Integrity,CustomerService,
PA PA3,PA2 3.2:Studythefeasibilityofanoutdoornaturecenter. $$
1.1cImproveathleticfields,includingbackstopsandnets,atVanVoorst,YorkCommons,andWashington CommunityFocused
CommunityFocused,Customer
PA PA1 $$
Park. ServiceExcellence
Fun,Integrity,CustomerService
IO IO5 5.1:Establishcrosstrainingandjobshadowprogram. $
Excellence
CommunityFocused,Customer
FA FA3,PR1,PR3 3.1:Conductindoorspaceutilizationstudyanddeterminefutureuseofallfacilities. $$
ServiceExcellence
PR PR1 1.3:Establishtargetfornewprogramofferings,andprovideincentivesforstaff. Fun,CommunityFocused $
CommunityFocused,Customer
FA FA2,PR1,PR2 1.1a:UpdateWagnerCommunityCenterMasterPlan. $$
ServiceExcellence,Integrity
IO IO2 2.3:Institutenonstructuredopportunitiesfororganiccommunication(e.g.HallwayBuddies). Fun,CommunityFocused $
CommunityFocused,Customer
FA FA2,PR1,PR2 2.1:DeterminefutureuseofPalmerDrivesite/building. $$
ServiceExcellence,Integrity
4.3:ConductannualbenchmarkingstudycomparingEPDmetricstobestpracticeNRPAfieldreport CustomerServiceExcellence,
IO IO4 $
metrics. CommunityFocused
CommunityFocused,Customer
FA FA2,PR1,PR3 2.2a:Determineapproachtoindoorsportsfacility. $$$$
ServiceExcellence
PR PR2 2.1:Implementrewardsprogramtoincentivizeparticipation. Fun,CommunityFocused $
Fun,CommunityFocused,
PR PR1,PR2,PR3 3.1:InvestigateandofferprogramsidentifiedashighprioritiesinCommunitySurvey. $$
CustomerServiceExcellence
TABLELEGEND/KEY CustomerServiceExcellence,
CO CO1 1.1:Establishadistrictwidecustomerservicemodel. $
COST CommunityFocused,Fun
$ $0$25,000
$$ $25,001$99,999 CustomerServiceExcellence,
CO CO1,IO1,IO2 2.2:Evaluatestaffingstructuretoidentifyandprioritizecustomerservicetraining/hiringneeds. $
$$$ $100,000$499,999 Integrity
$$$$ >$500,000
FI FI3 3.1:Determineapproachtoreferendum.
TIMEFRAME/DURATION Integrity,CommunityFocused TBD
6months(0)
6months1year(25)
FI FI1 13years(50)
1.2:Analyzecostrecoverydatatomaximizerevenuepotential. Integrity,CommunityFocused $
35years(75)
5years(100)
FI FI1 1.1:Implementcostrecoverygoals. Integrity,CommunityFocused $
PROGRESS
Started(10)
Ongoing(50) Integrity,CustomerService
IO IO4,IO5 4.1:Utilizeadditionaldataandanalyticsforplanningandmonitoringperformance.
Completed(100) $
Excellence,CommunityFocused
Delayed/Stopped(0)
Fun,CustomerServiceExcellence,
IO IO1 1.1:EstablishandinvestinDistrictwidetrainingplanforalllevelsofstaff. $$
CommunityFocused,Integrity
PROGRESS
Started(10)
Ongoing(50)
Completed(100)
Delayed/Stopped(0)
APPENDICES
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 33
DRAFT
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 35
DRAFT
TABLES
Table 1: Staff Workshop Values Exercise Results 60
Table 2: Vision 2020 Work Group High Priority Tactics Ranking 62
Table 3: Vision 2020 Work Group Online Survey High Priority Tactics Ranking 63
Table 4: Management Team High Priority Tactics 64
Table 5: Management Team SWOT Analysis 65
Table 6: Park and Open Space Classification 92
Table 7: Park and Open Space Inventory Matrix 93
Table 8: Park and Open Space Acreage and Benchmarking 99
Table 9: Facility Inventory 110
Table 10: Square Footage Level of Service LOS Analysis 111
Table 11: Indoor Recreation Facilities (By Type) Level of Service Analysis 111
Table 12: Summary of National Trends 112
Table 13: Local Recreation Trends 115
Table 14: Top 5 Facility/Amenity Priorities by Household Type 117
Table 15: Top 5 Program Priorities by Household Type 117
Table 16: Program Distribution 118
Table 17: Cost Recovery Classification 119
Table 18: Enterprise Area Observation 120
Table 20: Program Distribution 121
Table 19: Facility and Program PIR 121
Table 21: Cost Recovery Classification 122
Table 22: Ben Allison Park Features and Amenities 154
Table 23: Berens Park Features and Amenities 156
Table 24: Butterfield Park Features and Amenities 158
Table 25: Conrad Fischer Park Features and Amenities 160
Table 26: Crescent Park Features and Amenities 162
Table 27: Crestview Park Features and Amenities 164
Table 28: East End Park Features and Amenities 166
Table 29: Eldridge Park Features and Amenities 168
Table 30: Glos Memorial Park Features and Amenities 170
Table 31: Golden Meadows Features and Amenities 172
Table 32: Jaycee Tot Lot Features and Amenities 174
Table 33: Kiwanis Park Features and Amenities 176
Table 34: Maple Trail Woods Features and Amenities 178
Table 35: Marjorie Davis Park Features and Amenities 180
Table 36: Pioneer Park Features and Amenities 182
Table 37: Plunkett Park Features and Amenities 184
Table 38: Salt Creek Park Features and Amenities 186
Table 39: Sleepy Hollow Park Features and Amenities 188
Table 40: Van Voorst Park Features and Amenities 190
Table 41: Washington Park Features and Amenities 192
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 37
DRAFT
FIGURES
Figure 1: Recreation Facilities PIR 49
Figure 2: Recreation Programs PIR 50
Figure 3: Wards 84
Figure 4: TIF Districts 85
Figure 5: Business Districts 85
Figure 6: Downtown District 85
Figure 8: Educational Institutions 86
Figure 7: School District Boundaries 86
Figure 9: Land Use and Zoning 87
Figure 10: Public Open Space 90
Figure 11: Park and Open Space Distribution 100
Figure 12: Planning Areas 100
Figure 13: Amenities LOS and Benchmarking 106
Figure 14: Indoor Square Footage / Recreation Facilities 109
Figure 15: Reasons Preventing Households from Using Parks, Recreation and Sports Facilites 117
Figure 16: Ways Respondents Most Prefer to Learn About Park District Programs and Activities 118
Figure 17: Overall Park Feature Scores 128
Figure 18: Athletic Courts Issues Observed 132
Figure 19: Athletic Fields Issues Observed 134
Figure 20: Drinking Fountains Issues Observed 136
Figure 21: Passive Greenspaces Issues Observed 138
Figure 22: Natural Areas Issues Observed 140
Figure 23: Parking Lots Issues Observed 142
Figure 24: Paths and Sidewalks Issues Observed 144
Figure 25: Playgrounds Issues Observed 146
Figure 26: Restrooms Issues Observed 148
Figure 27: Seating Areas Issues Observed 150
Figure 28: Ben Allison Feature Scores 154
Figure 29: Berens Park Feature Scores 156
Figure 30: Butterfield Park Feature Scores 158
Figure 31: Conrad Fischer Park Feature Scores 160
Figure 32: Crescent Park Feature Scores 162
Figure 33: Crestview Park Feature Scores 164
Figure 34: East End Park Feature Scores 166
Figure 35: Eldridge Park Feature Scores 168
Figure 36: Glos Memorial Park Feature Scores 170
Figure 37: Golden Meadows Park Feature Scores 172
Figure 38: Jaycee Tot Lot Feature Scores 174
Figure 39: Kiwanis Park Feature Scores 176
Figure 40: Maple Trail Woods Feature Scores 178
MAPS
Map 1: Elmhurst Natural Features 88
Map 2: Elmhurst Trails and Bikeways 89
Map 3: Inventory Map 91
Map 4: Mini Park Distribution 101
Map 5: Neighborhood Park Distribution 102
Map 6: Community Park Distribution 103
Map 7: Overall Park Distribution 104
Map 8: Trail Distribution 105
Map 9: Park Scores by Location 127
Map 10: Elmhurst Zoning 266
Map 11: Elmhurst Land Use 267
Map 12: Playgrounds Score 279
Map 13: Baseball/Softball Field Score 280
Map 14: Basketball Court Score 281
Map 15: Tennis Courts Score 282
Map 16: Park Score 284
Map 17: Inventory Map 286
Map 18: Mini Parks Priorities 289
Map 19: Community Parks Priorities 291
Map 20: Volleyball Service Area 292
Map 21: Basketball Service Area 293
Map 22: Dog Park Feasibility at Eldridge Park 294
Map 23: Dog Park Feasibility at Salt Creek Park 295
Map 24: Dog Park Feasibility at York Commons 296
Map 25: Dog Park Feasibility at The Abbey 297
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 39
DRAFT
APPENDIX A:
ENGAGE PHASE
SUMMARY
METHODOLOGY
Project Website
The project website introduced the public to the planning
process and kept them apprised of the progress. The website
hosted approved interim deliverables, announced dates for
meetings, and linked to social media and online surveys.
Statistically-valid Survey
The District conducted a statistically-valid community needs assessment survey in the fall of 2016. The survey had a return
rate that accurately represents a sampling of the community population and was administered both online and through the
mail. A total of 328 completed surveys were returned with a 95% level of confidence and a 5.4% margin of error.
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 41
DRAFT
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 43
DRAFT
The District and planning team Process: The planning team compiled These interactive stations included:
facilitated three public open houses a series of informational boards that Big Map Exercise: Attendees were
during three different phases of the explained the purpose, goals, and asked to place stickers on a large
planning process. Each open house had objectives of the comprehensive and map of the Elmhurst Park District to
a different purpose and content, but all strategic planning process. Additional identify where they lived, worked,
were facilitated in the same self-guided information on the informational boards and played.
open house format. The following included:
information summarizes the purpose, Today / Tomorrow Exercise:
Project Time-line Attendees were asked to describe
process, and findings of each meeting. Project Process
Overall, 107 community members parks and recreation in Elmhurst
Planning Team using a sticky note.
attended the three meetings. Overview of the Elmhurst Park
District Program Offerings: Attendees were
Topics to be Studied asked to identify, using dot stickers,
OPEN HOUSE 1 Community Demographic Profile programs or activities offered by
the Park District that they have
The first public open house occurred on In addition to informational display participated in. On a second board,
October 19, 2016 at The Abbey Senior boards, attendees had the opportunity they were asked to place a dot
Center. The purpose of this open house to provide their initial thoughts and sticker next to a program area they
was to provide the community with an ideas at interactive stations. wanted to see expanded.
introduction to, and overview of, the
comprehensive and strategic planning Comment Cards: Attendees were
process and gather feedback on initial asked to write their thoughts for
thoughts and ideas for the future. the future on a comment card.
Sixteen community members attended
this meeting.
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 45
DRAFT
Process: The planning team compiled Findings: With 107 participants, there
a series of interactive workshop boards was a wealth of information to guide the
on which the community provided their remaining steps in the planning process.
feedback. These interactive stations Findings include:
included: Existing Park Enhancement Survey
Existing Park Enhancement Survey: High Priorities:
Based on the park assessments York Commons Park
results, 12 parks received scores of Crestview Park
C or lower. Attendees were asked
to identify whether improvements Conrad Fischer Park
were high, medium, or low Existing Facility Enhancement
priorities for each park site. Survey High Priorities:
Existing Facility Enhancement Wagner Community Center
Survey: Based on the facility Wilder Recreation Building
assessment results, all but
New Outdoor Nature Center Visual
one facility received a score
Preference Survey Top Five:
of C or lower. Attendees were
Hiking Trails
asked to identify whether park
improvements were high, medium, Nature-Based / Nature-
The Elmhurst Bucks activity provided
or low priorities for each facility. Themed Play
valuable insight into the priorities of
New Outdoor Nature Center Visual Open Air Shelter community residents. The majority
Preference Survey: Attendees were Water Feature of funds were split, almost equally,
asked to identify their top three across three categories - New Indoor
preferred amenities for an outdoor Gardens Facilities ($99 or 27%), Existing Parks and
nature center. New Dog Park Location Survey Top Amenities ($86 or 24%), and Existing
Three: Indoor Facilities ($84 or 23%). Specific
New Dog Park Location Survey:
Eldridge Park ideas in these top three categories
Attendees were asked to identify,
include:
out of six options, their preferred Salt Creek Park
site or strategy for a new dog park. New Indoor Facilities:
Land Acquisition
Indoor pool
New and Existing Facility Strategy New and Existing Facility Strategy
Preferences: A series of boards Indoor playground
Preferences:
presented three to six scenarios Senior Center: Renovate 135 Senior Center
for addressing the small recreation Palmer Drive and relocate
buildings, senior center, Wagner New Aquatic Center
senior programming
Community Center, and indoor Indoor basketball
sports facility. Attendees were New Indoor Sports Facility:
Acquire land to construct new Indoor hockey
asked to identify their preferred
strategy for each topic. indoor sports / recreation Existing Parks and Amenities:
facility. Baseball field improvements
Program Priorities: Attendees
were asked to use post-it notes Wagner Community Center: Berens and Plunkett outfield
and provide their ideas regarding Renovate and expand improvements
potential program improvements Wagner Community Center
Jaycee Tot Lot
within three categories. with gymnasium and multi-
purpose rooms. Crestview update
Elmhurst Bucks Activity: Attendees
Small Recreation Buildings: Pioneer Park
were given $10 in Elmhurst Bucks
and were asked to allocate their Consolidate into two satellite More restrooms
funds in five categories. In addition facilities (north / Wagner,
Update north end parks
to allocating their dollars to a south, and central).
specific category, they could write Existing Indoor Facilities:
Suggested new programs identified at Courts Plus
a specific improvement theyd like
the Program Priority activity include:
their dollar to go towards on the Rec Center, Snack Shop at
back if desired. Categories included Outdoor theatre Wagner
Existing Parks, Existing Facilities, Concerts in the park
Renovate Wagner
New Parks, New Facilities, and Stitching circle
Programs. Calligraphy Face-lift at Abbey Senior
Ballroom dance Center
Winter basketball
46 | VISION 2020: FOCUS ON THE FUTURE APPENDIX A
DRAFT
STATISTICALLY-VALID
SURVEY
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DRAFT
ONLINE COMMUNITY
SURVEYS
The planning team facilitated two The second and final online community the most visited park, with Berens Park
online community surveys during the survey launched May 15, 2017, and and the Illinois Prairie Path following
comprehensive and strategic planning concluded May 30, 2017. The purpose closely behind. In terms of quality, Wilder
process. The first online survey was of this survey was to supplement the Park was ranked highest, with 98.5% of
available on the Vision 2020 website final public open houses and provide respondents rating the condition of the
from late-November to the end of 2016. the general public with the opportunity park as good or excellent.
The online survey supplemented the to give their input on action items and
hard copy and emailed statistically-valid priorities. This survey received 428 Program Participation and Ratings:
survey. Unlike the statistically-valid responses. Nearly 70% (68.7%) of survey
survey, however, the online survey was respondents participated in a Park
available to all District residents and The findings of each survey are District program over the last year, with
does not represent a random sample of summarized below and the tabulated most participating in 2-3 programs per
households. results and open ended comments are in year. The overall quality of programs was
Appendix E. rated as either good or excellent with
While the results of the online survey 89.1% responding. The top reasons for
echo those of the statistically-valid program participation are the location of
survey, they are not representative of the ONLINE SURVEY 1 the program or facility, reasonable fees,
entire District community, but are still and times program is offered. On the
important to understand and combine Overall Facility Use: The majority contrary, the top reasons that prevent
with the overall public input summary (99.7%) of survey respondents have respondents from using Park District
when looking at future decisions for the visited a Park District park in the last year, program (or facilities) were the program
District. The first online survey had 374 with most visiting parks monthly. Over or facility is not offered, program times
respondents. 93% rated the physical condition of parks are not convenient, or the class was full.
as good or excellent. Wilder Park was
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 53
DRAFT
park as an immediate priority, he/she New potential amenities within the Park In addition to park and facility priorities,
would choose High (0-1 years), Medium District also included the possibility of the community provided the following
(2-3 years), or Low (4-5 years). The twelve an Outdoor Nature Center. Respondents ideas regarding new or expanded
parks included in the survey ranking were given 24 potential features and program offerings in three categories -
were parks that scored below average asked to choose three that they would Adult Fitness and Wellness, Community
during the initial park evaluations. Based like to see. The six highest features that Events, and Adult Continuing Education.
on the weighted average scores of the were chosen include:
survey, the three highest priorities were: Adult Fitness and Wellness
Hiking Trails (50.13%)
East End Park (2.03) Nature Based Play/Nature Themed Classes, yoga, Zumba, walking, fitness
York Commons (2.02) Playground (33.07%) programs, Pilates, Adult programs,
Plunkett Park (1.94) Open Air Shelter (27.30%) Indoor and outdoor basketball courts,
Existing facility improvements were Water Feature (27.30%) ballet, Tennis, Nutrition, Dance,
ranked in the same manner as the parks Gardens (26.25%) swimming, and walking club
(High, Medium, Low). The weighted Ropes Course (26.25%)
Community Events
average scores of the survey ranked the The last section of the online survey
three highest priorities as: included questions regarding new Concerts, music, more events, fireworks,
Wagner Community Center (2.26) and existing facilities. Respondents movies in the park, music in the park,
Smalley Pool Bath House (2.24) were asked to vote on their preferred nature programs, free festivals, and
Wilder Park Recreation Building approach. outdoor activities.
(2.09) To address the Small Recreation Adult Continuing Education
Respondents were also asked to Buildings that are also currently used
consider the potential for new parks and for preschool programming (Butterfield Technology, College, Photography,
amenities, including a potential dog park Park Recreation Building, Wilder Park Health, CPR, Cooking, Computer
site or strategy, and a potential outdoor Recreation Building, Crestview Park programs, Gardening, and Foreign
nature center. Community members Recreation Building, Eldridge Park language classes
voted Eldridge Park as the best potential Recreation Building), 58.11% of all
dog park site, however Salt Creek Park respondents voted to Consolidate
was a close second. Partnership and preschool programming at three
land acquisition were third and fourth facilities one on the north, one
respectively. centrally-located, and one on the
south. Demolish unused facilities.
Potential Dog Park Sites Results
Eldridge Park (33.99%) To address the Park Districts Senior
Center, 38.55% of responses voted
Salt Creek Park (33.14%) to Renovate the recently acquired
Partnership (the Park District 135 Palmer Drive Building. Relocate
should look to partner with other senior programming to 135 Palmer
public or private agencies and Drive. Demolish The Abbey consider
organizations to provide a dog reusing and/or selling the property.
park) (32.29%)
To address the Park Districts Wagner
Land Acquisition (The Park Community Center, 51.42% of
District should acquire new land respondents voted to Renovate and
specifically for a dog park) (31.16%) expand Wagner Community Center
York Commons (24.36%) with a gymnasium and multi-purpose
rooms.
The Abbey (16.43%)
To address the Park Districts Indoor
Sports Center, 42.26% of respondents
voted to construct new recreation/
sports facility center at another
park site. This was different than
the preferred option for community
open house participants. Open house
participants preferred option was to
acquire land and construct the new
recreation / sports facility on the new
site.
programs, and facilities. 13, 2017, and April 10, 2017. The results In addition to The Abbey, the Wagner
of both the board interviews and Community Center and Courts Plus were
workshops are summarized in the also noted as facilities that could use
following paragraphs. improvements. Suggestions for Wagner
included improving the preschool rooms
and expanding and building a gym
COMMISSIONER (or two). Suggestions for Courts Plus
INTERVIEWS included re-purposing the racquetball
courts for something else, like gym
Indoor Recreation Facilities: The space, or expansion of the facilitys track
potential for a new indoor recreation and fitness facility. While not a physical
facility was on Commissioners minds improvement, nearly all Commissioners
during the planning process, especially suggested expanding program offerings
in the wake of the recently completed at Courts Plus.
Indoor Sports Facility study. While there
was consensus that this opportunity Partnerships: Each Commissioner
needs further study, there was not supported strengthening and expanding
consensus on the types of indoor spaces partnerships with public, private, and
for a new facility. Suggestions included non-profit agencies. They noted that
multi-purpose space, basketball, theyd like to avoid duplication, and find
volleyball, turf, ice, or a natatorium. The money to do things more collaboratively.
need for a gymnasium was mentioned Commissioners noted that as the
by multiple Commissioners, who noted comprehensive plan is implemented,
that existing available facilities are aging. theyd like to explore partnerships for
programs and facilities to best serve
As this opportunity is studied further, the community. Some agencies the
Commissioners would like to understand Commissioners noted as existing or
the communitys willingness to pay potential partners included the Elmhurst
and explore potential partnership Library, other Park Districts, Morton
opportunities for implementation. Arboretum, Botanic Gardens, Edwards
Some Commissioners supported / Elmhurst Healthcare, Villa Park, and
subsidizing the facility as needed, while School District 205.
others stated they prefer the facility
to be revenue-producing. Overall, Other: In addition to these three main
Commissioners agreed that any plan topics, Commissioners also discussed
for indoor recreation facilities must be communication improvements; praised
practical, realistic, and feasible. the Districts strong and efficient staff;
and noted the desire to alleviate park
deserts. Some provided ideas for
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 55
DRAFT
program improvements, specifically Strategic Plan Areas: BOARD WORKSHOP 2
for teens STEM, builders workshops, Customer: Customer Centered
maker spaces. Others noted the poor Following a review of the Boards initial
condition of existing fields, and the Financial: Fiscal Agility values with full-time staff and the Vision
high demand for field usage. They Internal Business: Improvement 2020 Work Group, the planning team
suggested improvements like different through Collaboration and facilitated a second workshop with the
soil, staffing changes for management, Innovation Board. This workshop, held on April 10,
and additional communication and 2017, included:
Growth & Development:
collaboration with the Districts Athletic Review and Discussion of Staff
Continuous Improvement through
Field Advisory Committee. Values, Vision and Mission
an Empowered Team
Confirm Overall EPD Values, Vision
BOARD WORKSHOP 1 and Mission Statements
Process and Findings: The Board Review Strategic Priorities (from
As a part of the Strategic Planning and leadership reviewed findings and staff work session)
process for the Elmhurst Park District, embarked upon a breakout exercise
the planning team engaged the Board Board Feedback / Consensus on
to determine key values. Each one was Strategic Priorities and Next Steps
and Management Team in a Strategic provided 5 blank sticky notes to note
Planning workshop on February 13, 2017. their values and stick them on the wall. The intent of the workshop was to share
Following this, a few compiled and the results of the strategic planning
The workshop included:
aggregated the values into overarching process as it related to the mission,
Community Needs Assessment ones based on similarity and overlap of vision, and values and confirm and
Survey (Statistically-Valid) Findings intent. finalize these items for the plan. In
Organizational Culture (Internal addition, the planning team also
The summary values identified (in no reviewed the strategic priorities as
Staff) Malcolm Baldrige Criteria
order of priority) were: developed by staff and the Board
Assessment
Empathy (teamwork, value for all, confirmed these priorities.
Visioning Work Session
excellence etc.)
Determining Organizational Values Process and Findings: The Board
Stewardship (powerful impact of reviewed findings and were led in a
Reviewing Vision and Mission nature, green, protect open space
Statements discussion to confirm the values, mission,
for future generations) vision, and strategic priorities.
The intent of the workshop was to share Safety (safety, safety, safety)
the internal customer (staff) and external Values
Community (collaboration,
customer (community) vision and needs community-minded, community The values, as confirmed by the Board,
for the future and allow the Board / focused) were:
leadership to use that information to
Customers (responsiveness, Fun
develop the road map for the future.
customer centric, people matter) Integrity
The previous Strategic Plan outlined the Fun (excitement, friendly, play- Customer Service Excellence
following: oriented) Community Focused
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 57
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These focus groups were structured most frequently, followed by ideas related
as organized brain-storming sessions, to facilities, and so on).
wherein ideas were generated and also
ranked in terms of importance and Operations: Operational improvements are
potential for near term among the top priorities identified by staff
implementation. These at focus group meetings.
On December 13th and 14th, 2016 focus groups were aimed
Highest-ranked Priorities: Improve internal
the planning team hosted a series of at gathering ideas related
communications and operations: Improving
to both comprehensive
interviews and focus groups with Park and strategic planning,
communication between staff district-
wide is an important priority to many staff.
District staff. Interviews were hosted but focused more on
Also important is the Park District being
comprehensive planning
with department directors and focus initiatives.
proactive instead of reactive. Staff would
also like to see ways to improve staffing
groups were hosted with other staff In addition to focus groups efficiency, for example by uniting similar
job functions under one department (e.g.
members. conducted in December, one
registration and programming).
additional all full-time staff
workshop was conducted on
Improve Staff Benefits: Many staff also feel
February 22, 2017. Twenty-six full-time staff
that it is important to consider ways to
from all departments and levels were also
improve staff benefits. Examples provided
engaged as part of the Vision 2020 Work
by participants include providing more full-
Group. This work group met four times
time job opportunities and offering higher
throughout the process. These meetings
wages for part-time staff to attract and
occurred on February 22, March 22, April
retain better employees. Many staff are also
19, and May 11, 2017. Summaries of the
interested in seeing more opportunities for
process, findings, and staff attendance are
training and professional development.
summarized in the following paragraphs.
Other Priorities: Invest in Technology: Across
all departments, staff members supported
DECEMBER FULL-TIME improving access to technology. Staff
STAFF FOCUS GROUPS would like to see better wi-fi access in Park
District parks and facilities, and some staff
The full-time staff focus group feedback is would like easier access to email. Many
listed below in five categories: operations, employees would like remote access or
facilities, parks, maintenance, and mobile workstations to help them work
recreation. from home. Ideas were also suggested for
These categories are listed in order of improving the registration system. Staff
relative priority, based on the frequency would like to see a parent portal like that
ideas in the category appeared across all offered by the school district, and would
focus group discussions (e.g. overall, ideas like the ability for customers to reserve
related to Park District operations appeared rental space through the registration
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FEBRUARY FULL-TIME VISION 2020 WORK VISION 2020 WORK
STAFF WORKSHOP GROUP WORKSHOP 1 GROUP WORKSHOP 2
Similar to the Boards workshop on Following the full-time staff workshop, On March 22, 2017, the Vision 2020
February 13, 2017, the purpose of the the Vision 2020 Work Group met to Work Group staff participated in a
full-time staff workshop was to review review the preferred values from the second visioning workshop with the
the scientific Community Survey and full-time staff meeting and the preferred planning team. Twenty-five staff were in
staff Organizational Culture survey values developed by the Board. Twenty- attendance. The goal of the workshop
results and facilitate a brainstorming six full-time staff members participated was to:
process to develop staffs initial draft in this meeting and all departments and Review and Affirm Core Values
values. Once staff selected their initial organizational levels were represented. (Staff and Board Developed)
values, the planning team presented the Review and Revise (if needed)
Boards initial values and led a discussion Process and Findings: First, the
planning team led a discussion on the Districts Vision and Mission
to compare the results. Sixty full-time Statements
staff were in attendance values identified by the Board and
full-time staff, and asked the Vision Discuss and Develop Strategic
Process and Findings: During this 2020 Work Group to narrow the values Priorities (Overall and by Functional
meeting, staff were organized into down to 10. Once the top 10 values were Areas)
groups of 5-6 individuals. The planning identified, the planning team wrote each Identify Next Steps for Board
team facilitated a brainstorming value on a post-it note for each table. review and Goals and Tactics
workshop where staff individually wrote Each table then worked together to Development for 3-year Strategic
down their top 3-5 values on a sheet eliminate values, one by one, until they Plan
of paper. Once they completed their were left with their top five choices. In addition, in conjunction with District
individual brainstorming, the groups staff, the planning team developed
were encouraged to discuss the values The planning team had each table Functional Areas for which strategic
that each group member wrote down, present their top five values and identify priorities and, subsequently, goals and
and narrow their choices down to their which of the original 10 values were the tactics would be developed. These
top three. These values were presented easiest and hardest to eliminate. The functional areas are:
to the overall group, discussed, and table below outlines the results of this
exercise. Land and Facilities
categorized by similarities. Finally, each Programs
staff member used stickers to vote for Communications (Internal and
their top values. Preferred values from External)
the full-time staff workshop were: Finance
Fun Internal Operations (Employee
Integrity Relations, Technology etc.)
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VISION 2020 WORK Once the team provided an overview other options. This was not in line with
GROUP WORKSHOP 4 of the strategy matrix, staff dispersed the preferred strategy chosen by the
to review and participate in the self- community, who chose Eldridge Park as
The purpose of this fourth Vision 2020 guided interactive stations. Each theme the site for the dog park.
Work Group meeting was to review the (parks, facilities, programs, finance,
State of the District Report, draft strategy communications, internal operations) Outdoor Nature Center: Staff were
matrix, and brainstorm implementation had a station with multiple boards. asked to choose their top preferred
strategies. The meeting occurred on Within each station each goal had its amenities for an outdoor nature center
May 11, 2017, and twenty seven staff own board that listed the tactics to from a list of 25 different amenities. The
members attended. The State of the accomplish that goal. Staff were asked top preferred choices were:
District Report had been distributed to place dots on the boards to note Nature-based / Nature-themed Play
to staff for review in advance of this how high of a priority each tactic was. Hiking Trails
meeting , so the planning team covered The choices were high (start year 0-1), Open Air Shelter
the key findings from the report to medium (start year 2-3), or low (start year Gardens
provide the Work Group with the 4-5). If they had additional ideas, or felt Fishing Overlook
background behind the strategy matrix. that a goal was missing key tactics they Ropes Course
The full agenda included: could write their idea on post-it note Bike Course
and put it on the board. Some tactics Indoor Exhibits
State of the District Review
had additional activities associated with Water Feature
Parks and Facilities Scorecards
them as well. Amphitheater
Mission, Vision, Values Review
Draft Strategy Matrix Workshop Specifically, those tactics related to new Senior Center: Staff were asked to
Once the planning team covered the or improved indoor space and new choose their preferred option for a
key findings from the Analyze and outdoor amenities had additional boards new or improved senior center facility.
Engage phases, the team provided an where staff were asked to provide their The preferred option was to renovate
overview of the draft strategy matrix. preferences as to which strategy the 135 Palmer drive and relocate senior
Within each theme there were up to five District should take as it relates to the programming to the new facility. This
goals. These goals were the What we tactic / goal. was followed closely by renovating The
want to do. Under each goal there were Abbey.
various tactics for how to accomplish After weighting the results, 17 tactics
rose to the top as the high priority. Wagner Community Center: Staff were
those goals. These tactics were the How
These are listed in the table below. asked to choose their preferred strategy
were going to do it. This version of the
for improving Wagner Community
strategy matrix combined the results
Dog Park: When asked which site or Center and indoor recreational offerings
of the April 19 staff workshop with the
strategy for implementing a dog park, from a list of four options. The preferred
planning teams internal visioning and
staff preferred land acquisition to all the option was to renovate and expand
expertise.
Table 2: Vision 2020 Work Group High Priority Tactics Ranking
VISION 2020 WORK GROUP HIGH PRIORITY TACTICS WORKSHOP 4 RANKING WEIGHTED
SCORE
Tactic 1.1: Establish a district-wide customer service model 10.2
Tactic 3.2: Determine future use of small recreation buildings and preschool programming 9.7
Tactic 3.1: Study the feasibility of a dog park 9.5
Tactic 3.1: Implement 2017 Compensation Study 9.2
Tactic 3.1: Maximize use of existing indoor space 9.0
Tactic 1.1: Update facility master plans 8.8
Tactic 1.2: Update capital improvement plan for facilities 8.7
Tactic 1.1: Update capital improvement plan for parks 8.7
Tactic 2.2: Evaluate staffing structure to identify and prioritize customer service training/hiring needs 8.7
Tactic 1.1: Establish and invest in District-wide training plan for all levels of staff 8.5
Tactic 1.3: Improve or replace facilities with poor facility scores to improve the quality of the overall system 8.3
Tactic 1.1: Implement cost recovery goals 8.2
Tactic 3.2: Expand benefits offered to part-time staff 8.2
Tactic 1.2: Implement staff recognition program 8.2
Tactic 2.1: Conduct feasibility plan for Palmer Drive building 7.7
Tactic 3.1: Investigate and offer programs identified as high priorities in Community Survey 7.7
Table 3: Vision 2020 Work Group Online Survey High Priority Tactics Ranking
VISION 2020 WORK GROUP ONLINE SURVEY HIGH PRIORITY TACTICS OVERALL
SCORE
Tactic 3.1: Study the feasibility of a dog park 20.5
Tactic 1.1: Establish a district-wide customer service model 20.2
Tactic 1.2: Update capital improvement plan for facilities 19.7
Tactic 3.2: Determine future use of small recreation buildings and preschool programming 18.7
Tactic 1.3: Improve or replace facilities with poor facility scores to improve the quality of the overall system 18.3
Tactic 3.1: Maximize use of existing indoor space 17.0
Tactic 3.1: Implement 2017 Compensation Study 16.2
Tactic 1.1: Update facility master plans 15.8
Tactic 2.1: Conduct feasibility plan for Palmer Drive building 15.7
Tactic 1.1: Implement cost recovery goals 14.2
Tactic 3.1: Investigate and offer programs identified as high priorities in Community Survey 13.7
Tactic 1.1: Update capital improvement plan for parks 13.7
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MANAGEMENT TEAM
WORKSHOPS
The nine management team MANAGEMENT TEAM completed with the community and
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 65
DRAFT
MANAGEMENT TEAM
INTERVIEWS
As part of the comprehensive and INDOOR RECREATION / DOG PARK
strategic planning process, the SPORTS FACILITY
management team participated in There has been an increasing call for a
individual interviews with the planning Management staff noted that the desire dog park either a large, centralized
team. The planning team conducted for additional indoor recreation / sports facility or multiple smaller facilities. To
these interviews in October of 2016 facility space has been increasing in the implement this would require additional
and all management team members last few years. There is already a plan study and community outreach. Ideally,
participated in the process. The key to expand Courts Plus, but as that is an the site would already have parking and
topics discussed at the management enterprise / membership-based facility it wouldnt be adjacent to residential lots.
level were: may not serve all the community needs.
Indoor Recreation / Sports Facility There are also already limited resources
to fund and implement that expansion,
Dog Park much less an entirely new facility.
Maintaining and upgrading Space needs include gymnasium, turf,
existing parks and facilities classroom, and performing arts space.
If a new facility was developed, some
Limited resources
suggestions for a site include Eldridge or
Becoming a more digital and data Plunkett Parks.
driven organization
Staff training
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 67
DRAFT
EXCELLENCE
0
20
40
60
80
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 69
DRAFT
ORGANIZATIONAL CULTURE
SURVEY
This assessment was based on the The seven Criteria Categories reviewed The summarized findings are color-
Baldrige Criteria for Performance include: coded based on the following:
Excellence. Organizations have utilized Leadership 33% or less responses Agree or
this tool for over 25 years to help Strongly Agree Red
accomplish their mission, improve Strategic Planning
results, and enhance competitiveness. Customer and Market Focus 34% - 66% of responses Agree or
The questionnaire is conveniently Strongly Agree Yellow
Measurement, Analysis and
organized into seven Criteria Categories 67% or higher responses Agree or
Knowledge Management
to evaluate employee sentiment District- Strongly Agree Green
wide. Workforce Focus
Process Management
One hundred and seventy (170) full-time,
part-time, and seasonal staff members Cultural Results
participated in this survey, which
provides a snapshot of current employee The results for each category are
opinion regarding the organizational provided in the following pages. These
culture at a point in time. These surveys are the key findings from each one of
were conducted from November the key areas and do not list every single
through early-December of 2016. question asked of the respondents.
Detailed information regarding the
entire set of responses are provided in
Appendix D: Supplemental Information.
38.8%
12.4%
Yes
Seasonal
One 35.5%
61.2%
Full-Time
hundred No
and seventy
52.1%
staff members Part-Time
participated in this
survey, which provides
a snapshot of current
employee opinion regarding the Employee Role
organizational culture at a point in Over two-thirds of employee
time. respondents work in the recreation
or enterprise services area within the
Park District. Thirteen percent work in
It is also important to note that the
facilities, 10% in other areas and 9% in
responses include a portion that
parks.
is undecided. Its unclear if those
responses are driven by a respondents
lack of knowledge pertaining to that
particular area or if they were simply
unsure of what they thought about the
Districts operations for that area.
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 71
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FINDINGS
Leadership: Employees indicated a
high level of confidence in their senior
leadership. The ability and willingness of
the leadership to create a positive work
environment and to ensure alignment
with the organizational vision, mission,
and values are critical stepping stones
in the successful implementation
of any planning process. Those
surveyed indicated an opportunity
for improvement in continuing to ask
employees what they think.
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 73
DRAFT
Cultural Results: Among the seven
criteria categories, this section received
the lowest scores for staff feedback.
Although the majority agree that the
organization is a good place to work,
there is a lack of confidence in the
agencys ability to remove things that
get in the way of progress and a general
unawareness of fiscal health among the
staff.
APPENDIX B:
ANALYZE PHASE
SUMMARY
75
DRAFT
REGIONAL CONTEXT
Both adopted and in-progress planning Park District Risk Management Elmhurst Baseball
documents were reviewed to develop an Agency Eagles Football
understanding of the Districts existing Elmhurst Chamber of Commerce Cougar Baseball
context, attitudes, and strategies. The and Industry
Vision 2020: Comprehensive and Strategic Elmhurst Lacrosse
Ray Graham Association
Plan does not look to duplicate efforts the Elmhurst College
District has already completed, but build West Suburban Lapidary Club
York High School
upon them. For the Elmhurst Park District,
existing and in-progress planning and IC High School
policy documents, in ascending order, Visitation Grade School
include:
American Legion
Park District Planning Documents
Timothy Christian
2017-2026 Long-range Capital
Plan
2016 Indoor Sports Facility
Market Analysis and Financial
Feasibility Study
2013-2017 Strategic Plan
2016 Mid-Year Strategic Plan
Progress Report
2014-2016 Program Plan and
Service Analysis
2015 Natural Resources
Management Plan
Invasive Plan Species Control
Plan
2014 Strategic Technology Plan
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 77
DRAFT
2014-2018 Environmental The purpose of this study was to analyze Because this may be a joint effort
Strategic and Long Term the market, programmatic, financial, and between the City of Elmhurst and Park
Action Plan economic feasibility of a new Indoor District, funding sources that could
Environmental Policy Sports Facility for the purpose of driving be used to implement a new indoor
new revenue and economic impact to facility include General Obligation
Environmental Guidelines for Elmhurst, as well as enhancing rental, bonding, TIF district funding, hotel /
Plant Health Care and Pest practice and other special event facility motel tax, naming rights sales, public
Management alternatives available for area residents. agency partnerships, and public-private
Ozone Action Plan partnerships.
The types of indoor spaces evaluated in
2011 Attitude and Interest this study include: 2013-2017 Strategic Plan and Progress
Survey Reports
Indoor gymnasium facility
2007-2016 Comprehensive Indoor turf facility (soccer, football,
Plan A key function of the Board is to provide
lacrosse, baseball, softball, etc.) policy and strategic direction to the
Indoor pool / natatorium (50m) Elmhurst Park District. To that end,
2017-2026 Long-Range Capital Plan
Indoor ice arena since 1992, the Board along with staff
The Long-Range Capital Plan is a tool Local market conditions suggest that has committed to a Strategic Planning
the District uses to outline a time-line any envisioned consolidated indoor Process and in 2012 crafted the 2013-
for park and facility improvements and Elmhurst sports facility, designed 2017 Strategic Plan.
estimate budgetary needs. Current year appropriately, would allow the area to be
items are incorporated into the budget, more marketable in terms of tournament This plan was developed using
while future years are for planning and competitions. However, the market accumulated research including the
purposes only and are revisited and demand analysis suggests that strong 2007 Comprehensive Master Plan, 2009
revised each year. According to the local and non-local demand exists Indoor Facility Study, 2011 Attitude &
current Long-Range Capital Plan, the only for a gymnasium facility and ice Interest Survey, employee planning
Park District estimates that over the facility. In terms of indoor turf space and team recommendations, and staff and
next five years it needs to address an pool / natatorium, the market demand community feedback.
average of $6,480,765 per year on asset analysis suggestions only moderately
management, upgrades, and new / The Districts current strategic plan has
strong local and non-local demand.
major developments based on available four themes at its core:
Based on these conclusions, CSL
funding. Major investment for the 2017 conducted a feasibility analysis for three Customer Centered
fiscal year includes the purchase and space program scenarios (1) hard court Fiscal Agility
initial stages of abatement for the 135 sportsplex, (2) hard court sportsplex plus Improvement through
Palmer Drive site and facility. turf, and (3) ice complex. The analysis Collaboration and Innovation
revealed: Continuous Improvement through
In future years, the District plans to an Empowered Team
improve Berens, Salt Creek, Ben Allison, Scenario 2, hard court sportsplex
Van Voorst, and Conrad Fischer Parks, plus turf, generated the highest In addition to developing each of the
Wagner Community Center, and the potential for total attendance associated objectives under the umbrella
Crestview Recreation Building. and estimated nightly hotel room of the strategic theme, the Board and
rentals. staff developed the 2013-17 Strategic
2016 Indoor Sports Facility Market Work Plan, with initiatives and tactics
Scenarios 1 and 2 are estimated
Analysis and Financial Feasibility (action items).
to generate an operating profit
Study of approximately $149,000 and By December 31, 2016, the Park District
Completed by Conventions, Sports $270,000 annually, while Scenario had completed 20 of the 30 customer-
and Leisure International (CSL) in 2016, 3 is estimated to result in an annual centered tactics. Three were in progress
this joint City of Elmhurst-Park District operating loss. and two were deferred. Two of the
study evaluated the potential market Construction costs for each initiatives were deferred due to staff
and financial feasibility of a new Indoor scenario ranges between $22.8 to requirements related to learning the new
Sports Facility in Elmhurst. During this $32.2 million (2016 dollars). registration system.
planning process, potential user groups, Estimated output / revenues for
government / academic institution There are 21 tactics under the fiscal
a new indoor facility is estimated agility strategic theme. Nine have been
officials, local sports, tourism and to range between approx. $11.9
business leaders, league and tournament completed as of December 31, 2016,
and $16.5 million per year. This and seven were in progress. Four tactics
associations, and the community (via spending is estimated to support
an online survey) were asked to provide were deferred. The deferred tactics
between $5.9 and $8.2 million in address the initiative of developing
feedback to identify the potential market personal income and generate
demand. a comprehensive asset management
between 153 and 212 jobs. plan, which must be driven by the
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 79
DRAFT
In addition to the Environmental outcomes of the program plan process Determined the criteria for a
Policy, the Park District developed the to the Board at its May 27, 2015 meeting. program/service to be categorized
Environmental Guidelines for Plant as a social good to identify
Health Care and Pest Management, During 2015, staff completed the programs that should appropriately
which direct employees in the majority of items on the action plan and be fully subsidized.
production of healthy plants, identifying, will begin tracking and reporting cost
recovery levels to assess implementation Reviewed the Districts refund
monitoring, and studying existing policies and customer transaction
ecosystems, and effectively managing of the program plan. Outstanding action
plan items will be addressed in 2016-17 fees and improved refund policy
organisms that are injurious to humans, communications to customers such
plants, or animals. and are recorded under other relevant
initiatives in the 2016 and 2017 Strategic as adding more information to the
Finally, the Park District adopted Work Plans. Districts website. With the goal of
an Ozone Action Plan in 2013. This being customer centered, staff will
plan describes existing air quality Program Analysis Outcomes continue to review refund policies
measurements and policies put into and procedures based on the
District-wide Program Action Plan: capabilities of the new registration
place by the EPA and outlines how the
Program analysis action plan items system.
Park District can implement policies and
accomplished in 2014-15 include the
strategies to make a difference in the air Individual Program Area/Program
following:
quality for Elmhurst residents. Outcomes
Assessed the Districts cost
2013-2015 Program and Service recovery/subsidy goals for tax- To meet cost recovery goals, staff have
Analysis supported programs/services implemented the following program
based on actual recovery levels changes to address the recommended
Overview of Process and Action Planning and developed separate goals outcomes from the analysis of individual
During 2013 and 2014, staff conducted for enterprise programs/services program areas/programs:
a comprehensive assessment of the based on actual recovery levels and
Districts program portfolio utilizing the enterprise revenue policies. 2015
expertise and objectivity of facilitator Evaluated District services (e.g., Launched new enrichment
and trainer, Jamie Sabbach (110% rentals, massage, personal training, programs in dance, music, sports
Percent LLC) and Matthew Hickey mini-golf, etc.), utilizing the SAFS and gymnastics to extend the day
(ePRepSolutions LLC). Mr. Hickey process and created a strategy for of preschool participants in the
compiled the true cost of all District addressing the outcomes of the Sunbeams and Rainbows programs
services utilizing his PASS software, evaluation, including maintaining, at the Wagner Community Center.
which was critical for analyzing the improving and/or divesting Launched a new home school
financial viability of programs. Staff services for future sustainability. gymnastics program.
used Ms. Sabbach's Service Analysis Reviewed the Districts program
and Financial Strategies (SAFS) process Developed a recreation based
duplication philosophy, the early childhood summer camp for
to assess programs, which involved direction of community events and
compiling programming, market and ages three-to-five to compliment
fitness programs. the Discovery University summer
competition data for all programs
being reviewed along with the financial Investigated new program ideas. program at the Wagner Community
data from the PASS reports. Staff also Completed research on community Center.
developed a cost recovery model for demographics and previously Expanded the Funseekers Day
programs/services. identified potential underserved Camp and Before and After
populations such as the Hispanic Camp Care programs at the
After completion of the process, Ms. resident and the baby-boomer/ Eldridge Recreation Building to
Sabbach presented her final report adult market. Staff determined accommodate participants residing
to staff, which included a summary that the Hispanic market is too on the south side of Elmhurst.
of the outcomes of the process and small currently to justify increased
recommended next steps. Staff Launched new music/voice
spending or targeting since data program opportunities, including
developed a programming action does not indicate that this market
plan (with initiatives, time lines Group Guitar and Group Intro to
is underserved by the District. Voice.
and responsibilities) based on the Staff conducted a survey of the
recommendations in Ms. Sabbachs adult population, resulting in little Launched new youth dance/fitness
final report, strategic plan work plan response or interest for additional opportunities, including Zumbini
initiatives and by brainstorming services from the District, which and Zumba for Kids.
additional ideas to address the program indicates that their needs appear to Offered new senior programs such
plan outcomes. Ms. Sabbach and staff be met through other offerings in as Chair Yoga, dueling Piano Party,
presented an overview of and the the community. etc.
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 81
DRAFT
Overview of Process and Outcomes Overall, the Park District was regarded 2007-2016 Comprehensive Plan
favorably with constituents, with
In 2015, utilizing the same process as the programs, parks, and facilities all Completed by Edwards and Kelcey in
program plan analysis, staff determined receiving high marks of satisfaction from May 2007, the five phases for creating
which services to review (e.g., rentals, respondents. Seventy percent (70%) the plan included data collection and
massage, personal training, mini-golf, of respondents felt that the portion of inventory, public participation, data
etc.), developed the survey to guide data their taxes that goes to the Park District analysis / assessment, visioning, and the
collection, piloted the review of two represents a good / excellent value given development of the final comprehensive
services to test the survey and address the level of service. Park and program plan document. The public participation
issues with data collection, compiled usage is high, with 85% of respondents phase included the collection of public
data and conducted the analysis of indicating they have used / visited a Park input through focus groups and public
each service collaboratively. Staff District facility in the past year and 41% meetings and a scientific District-wide
reviewed the service analysis outcomes indicating they have used a program in written survey in the spring of 2006. The
and determined the next steps for the past year. Berens Park (44%) was the Board approved the final Comprehensive
maintaining, improving or divesting most visited park while youth athletics, Plan Document in May of 2007.
District services for future sustainability. non-sports youth programs, and
This included the following: The 2007-2016 Comprehensive Plan
adult athletics were the most popular
recommendations were organized into
Increased pool rental prices for programs. The website was the primary
18 different categories. Each category
the 2016 season to improve cost source of Park District information,
contained a goal, foundation statement,
recovery levels (rentals were 93% followed closely by the program guide.
and series of recommendations
cost recovery with a goal of 110%). expressed as action items that were
The top reason for not participating in
Continued to raise prices Park District programs or not using parks aimed to help the Park District realize the
appropriately for picnic rentals and / facilities was a lack of need / interest. overarching goal.
garden plots which currently meet Most often, non-users reported that they
their cost recovery goals and can The categories and associated goals
dont have children in their household
offset the subsidy of other rentals, were as follows:
and the perception is that the Park
which are not reaching their goals. District is primarily for youth activities. In Administration: Provide
Continued to increase prices and this case, the Park District could improve comprehensive and innovative
institute a higher non-resident by communicating about adult program administrative services that meet
fee for Abbey rentals to meet cost offerings. the needs and expectations of Park
recovery goal. District residents and promote the
Respondents expressed interest in interests of the Park District in the
Continued to seek opportunities walking and biking trails, passive, community.
at The Hub to meet cost recovery open park space, and natural areas.
goals, including more aggressive Interagency Cooperation: Maximize
Respondents also expressed interest in
sales and selling products with a opportunities to work with other
group fitness space, an indoor swimming
higher return on investment along agencies and organizations
pool, and a walking or running track.
with decreasing expenses. to provide improved park and
None of the items; however, received
recreation services to the residents
Increased personal training and greater than 50% of respondents
of the Elmhurst Park District.
massage therapy fees by an indicating interest in the facility and 36%
average of 15% based on a price of respondents chose none or dont Financial Resources: Develop
analysis of competitors and to know. Overall, there was no consensus creative and responsible funding
improve cost recovery. about new park or facility additions. operations that generate financial
resources that are utilized
2011 Attitude And Interest Survey Finally, while 56% indicated that efficiently and equitably.
expanding or building additional indoor
In 2011, The Park District engaged Board / Staff Education: Maintain a
recreation space was important, 32%
RDResearch to conduct a community- well-educated staff that provides
said they are not willing to pay for it.
wide survey. This telephone survey was superior services, programming,
Indoor space was supported most often
based on 409 completed surveys with and administration.
by younger households, higher-income
heads of households in Elmhurst, Illinois. households, and those with children. Customer Service: Provide
Out of all respondents, 48% were male Most residents were sensitive to taxes customer service protocols that are
and 52% were female. The median age and further spending; however, the most friendly, consistent, and easily-
of respondents was 54.8 and 61% of tax-sensitive respondents were typically accessible to all.
respondent households did not have non-users. The survey indicated that Communications: Create
children. The median length of time communication with this group should effective communication sources
living in Elmhurst was 20 years and most be key. that provide comprehensive
(62%) were employed. information to the community in
an easy-to-understand and legible
manner.
82 | VISION 2020: FOCUS ON THE FUTURE APPENDIX B
DRAFT
Public Awareness: Enhance resident
awareness and knowledge of the
Elmhurst Park District to facilitate
greater understanding of operations,
programs, and opportunities.
Volunteers: Engage volunteers in a
variety of activities that will assist the
Park District in living its Mission and
realizing its goals.
Acquisition: Develop a funding source
to support the acquisition of new
lands and facilities to expand the open
space and natural areas, and provide
additional land or space to meet
programming, administrative, and
facility management needs.
Program Access: Provide flexible
program opportunities that are
available to the greatest cross-section
of Park District residents.
Programs: Provide diverse educational,
recreational, and fitness programming
opportunities that meet the changing
needs of Park District residents.
Health: Provide programs, services,
and facilities that encourage healthy
choices and lifestyles.
Environmental Education: Develop
programs in environmental topics
that engage the residents in natural
surroundings and promote a greater
understanding of the natural world.
Maintenance and Planning: Provide
proactive maintenance programs that
anticipate needs and reduce reactive
maintenance of parks and facilities.
Image: Develop a common image that
creates a distinct character unique to
the Elmhurst Park District.
Open Space and Historic Integrity:
Preserve and enhance open space,
natural areas, and the historical site
and architectural features of the parks.
Park & Facility Enhancement: Provide
parks and facilities that are state-of-
the-art and well-maintained, and
improve facilities on a regular basis to
keep up with new technologies and
District resident needs.
Capital Projects: Add new facilities and
redevelop existing park sites to elevate
the quality and provide enhance
program opportunities.
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 83
DRAFT
3
2
1 4
5
6
LOCAL POLICY 7
WARDS
The City of Elmhurst is divided into seven
wards. Each ward is represented by two
aldermen, who through the legislative
and policy setting responsibility of the
City Council, pass ordinances, approve
the budget; levy taxes; award contracts;
appoint certain city officers, committees,
While the Park Districts boundaries are and commissions; and direct the course of
government.
not contiguous to the City of Elmhursts Wards are outlined and identified by the
boundaries, they are all very similar, and number in the map above.
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290
TIF 5 TIF 4
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(
&
%294
'
(
&
%
290
TIF 1
TIF 3
(%
'
&
% '
(
&
290 294
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&
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88
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 85
DRAFT
EDUCATIONAL INSTITUTIONS
Elmhurst consists mostly of single- LAND USE AND As it relates to Park District properties,
these are zoned CR - Conservation /
family residential neighborhoods, ZONING Recreation. The CR district is designed to
preserve and protect large, open space
with higher-density residential Schools, parks, and institutional uses uses and to encourage the development
are well-integrated throughout the
uses concentrated in the community, while commercial areas of land for "open space" recreational
activities or to conserve natural
downtown area. are concentrated in nodes, typically
at major intersections. The greatest resources.
concentration of commercial land uses Permitted Uses: Land located in the CR
is downtown. Office and industrial uses district shall be used for the following
are concentrated along the northern and purposes only:
western edges of the community, with
business districts dispersed throughout. Botanical gardens and arboretums
Buildings and/or facilities owned,
Elmhurst is expected to remain a operated or controlled by the City
suburban residential community in the Cemeteries
future, but through the implementation Forest preserves, wildlife
of the 2009 Comprehensive Plan, reservations, and ecological
the City of Elmhurst would like sanctuaries
to incorporate a new mix of uses Parks and playgrounds
throughout the community wherever Public flood control projects
possible. For example, portions of Zoological gardens
Elmhursts commercial corridor are Accessory uses and buildings,
already undergoing redevelopment incidental to and on the same
with contemporary retail and mixed use zoning lot as a principal use
commercial spaces. This redevelopment The following conditional uses may be
establishes a more competitive retail allowed:
alignment for the community, as well
as enhances the Citys tax base. The Cultural facilities, including
existing Land Use Map is found to the libraries, museums, and similar
left. cultural facilities
Elementary schools
The Future Land Use Framework is Junior high schools
intended to provide a blueprint of Senior high schools
the future development pattern. The Colleges or universities
land use plan is a policy guide and Golf courses and driving ranges,
works in conjunction with the Zoning tennis centers, pitch and putt, and
Ordinance, a regulatory tool that guides similar
Figure 9: Land Use and Zoning implementation of the land use plan. Government administration
The City of Elmhurst Zoning and Land buildings and facilities
Use Maps can be found in Appendix D. Miniature golf courses
Nurseries, for the growing and sale
of trees and shrubbery
Source 5. City of Elmhurst Comprehensive Plan
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 87
DRAFT
NATURAL
FEATURES
Watersheds and Riparian
Corridors
Floodplain
Wetlands
TRAILS AND
BIKEWAYS
According to the latest DuPage
County Bike Map, there are
216-miles of regional bikeway
networks linking communities
together. This is approximately
70% of the planned 308-mile
system. The local network, which
totals 504 proposed miles and
323 existing miles, connects local
residents to shopping, schools,
parks, transit, and other local
destinations. Local trails also
serve to connect residents to the
regional trail network.
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 89
DRAFT
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 91
DRAFT
Baseball / Softball
Horseshoe Court
Bocce Ball Court
Program Facility
Swimming Pool
Batting Cages
Tennis Court
Concessions
Playground
Skate Park
Trails (mi.)
Basketball
Volleyball
Memorial
Mini Golf
2
Sled Hill
Ice Rink
Storage
Leased
Owned
MINI PARKS
Crescent Park 0.6 1
Glos Memorial Park 1.0 1
Jaycee Tot Lot 0.6 1 1
Kiwanis Park 1.2 1
1.2 2.2
TOTAL 3.4
NEIGHBORHOOD PARKS
Ben Allison Park 2.8 1 3 1 1 1 1
Conrad Fischer Park 4.9 10.6 1 2 1 1 3 3 2
Crestview Park 8.4 2.5 1 1 3 1 1 1 2 1 2 1
Golden Meadows 5.3 0.8 1 2 1
Marjorie Davis Park 3.3 0.26 1 75 1 1 1 1 1 1
Pioneer Park 4.6 1 5 1 1 1
Salt Creek Park 10.0 1 1 1 1 3 1 1 2 2
Washington Park 3.3 1 2 1 2 1 1
Van Voorst Park 2.7 1 1 1 2
42.6 16.6
TOTAL 59.2
COMMUNITY PARKS
Berens Park 65.2 1.72 1 2 3 2 1 1 1 5 2 1 5 1 1 5 12 3 1
Butterfield Park 21.7 1.7 0.57 1 1 2 1 16 1 4 2 3
East End Park 13.2 1 1 4 1 3 2 1 2 2 1
Eldridge Park 38.7 5.0 1.5 1 2 1 8 2 1 1 1 2 1 5 1 1
Plunkett Park 16.0 0.44 1 1 1 2 4 1 3 1
Wilder Park 17.3 1.42 3 1 1 3 13 1 4
York Commons 11.6 1 1 3 1 1 1 1 1
183.7 6.6
TOTAL 190.4
NATURAL AREAS
Wild Meadows Park 5.5 4
5.5 0.0
TOTAL 5.5
LINEAR PARKS
Maple Trail Woods 27.1 66.6 3
Sleepy Hollow Park 2.0 1
Wild Meadows Trace 25.3 32.0 7 1
54.3 98.6
TOTAL 152.9
SPECIAL USE PARKS
Sugar Creek Golf Course 17.7 29.0 1 1 1 9
17.7 29.0
TOTAL 46.7
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 93
DRAFT
DEMOGRAPHICS &
SOCIOECONOMIC
CONTEXT
The Demographic Analysis was utilized for projected 2026 and 2031
demographics.
According to U.S. Census reports, the
total number of households in the
provides an understanding This analysis is reflective of the total
target area has experienced a coinciding
upward trend, increasing from 16,185
of the population within population living in the Park District's
boundaries, and its key characteristics
in 2010 to 16,526 in 2016. The total
households are expected to continue to
Elmhurst Park District, such as age, income, race, and increase at this modest rate up to 17,551
ethnicity. Future projections are based
Illinois. on historical patterns. Unforeseen
households by 2031.
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 95
DRAFT
ACREAGE
The Acreage Level of Service analysis
aims to measure the minimum acres of
land required to provide recreational
opportunities and the amenities / facilities
required to support them. Historically,
NRPA recommended 10 acres per 1,000
PARK & FACILITY population, but as more information has
become available to park and recreation
LEVEL OF SERVICE
professionals, they saw the need to develop
context-sensitive benchmarking. Park
Metrics is the NRPAs online reporting tool
that allows agencies to compare their
offerings, operations, staffing, and other
The Level of Service (LOS) analysis evaluates how well features to comparable agencies within
the Districts parks, outdoor amenities, and indoor their state, region, or the nation. Agencies
recreation facilities compare to local, regional, and industry can compare themselves to others based on
benchmarks and attempt to gauge how well offerings serve population, budget, full-time employees,
the Elmhurst Park District community. and more. Park Metrics was used to produce
benchmarks for agencies with populations
Level of Service standards and recommendations provide between 40,000 and 50,000. (The Park
agency staff and officials with the information they need to District's population is 46,377).
respond to growing and changing communities and their
ever-changing needs. Its basic utility is evaluating whether
community assets meet the legal and / or economic
requirement of equity. According to the NRPA, a Level of In addition to Park Metrics, the planning
Service benchmark should be: team utilized regional benchmarks for
agencies in Illinois, Indiana, and Wisconsin
practical and achievable; with populations between 40,000
equitable; and, and 50,000 compiled from previous
context-sensitive. projects completed by the planning
team. To develop Elmhurst Park Districts
Typically, four Level of Service standards (The Acreage Level recommended Level of Service benchmark,
of Service, the Distribution Level of Service, the Amenity the Park Metrics recommendations and
Level of Service, and the Facility Level of Service) are used to regional benchmarks were combined
measure the equity of park and facility offerings. In addition to produce the context-sensitive
to explaining the purpose, source and / or methodology recommendation found on the following
behind each Level of Service measure, the following pages.
information provides a snapshot of the Elmhurst Park
Districts recommended Level of Service.
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 97
DRAFT
ACREAGE
The Acreage Level of Active Recreation Space, displays the full
analysis.
Service analysis aims to The second measure of acreage level of
measure the minimum service is overall Park District-owned and
managed sites. This not only includes the
acres of land required Mini, Neighborhood, and Community
Parks but also the Natural Areas,
to provide recreational Linear Parks, and Special Use Parks.
POP.)
(REC: 3.5 AC / 1,000 POP.P.)
POP.)
P.)
(EX: 1.3 AC / 1,000 POP.
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 99
DRAFT
DISTRIBUTION
The District is then divided into planning areas that are distinguished by barriers
such as roads, railroads, stream corridors, or other features that obstructed
walkability. There are 16 planning areas in the Elmhurst Park District which are
shown in the map to the right. Planning Area 12 has the largest population
at 11,965 residents while Planning Area 2 has the smallest population at 246
residents. In general, the Planning Areas on the south and east have the high
population densities.
The charts above summarize the results of the distribution analysis. Forty-two
percent of Park District residents live within 0.25-miles of a Mini, Neighborhood,
or Community Park while 64% live within a 0.5-mile of a Neighborhood or
Community Park. Eighty-seven percent of residents live with 1.0-mile of a
Community Park and, finally, overall park service is 98%. Nearly all residents live
within 0.25, 0.5, or 1.0-miles of a park site.
MINI PARK
DISTRIBUTION
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 101
DRAFT
NEIGHBORHOOD
PARK
DISTRIBUTION
COMMUNITY PARK
DISTRIBUTION
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 103
DRAFT
OVERALL PARK
DISTRIBUTION
TRAIL
DISTRIBUTION
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 105
DRAFT
AMENITIES
Amenity Level of Service recommended benchmark is 10.8. The
District also has surpluses in tennis
is measured by the courts (+14.31) and baseball / softball
fields (+10.76). The largest deficiencies
quantity, quality, and occur in golf course (-7.77) and disc golf
courses (-7.24).
distribution of individual
recreational offerings. STATE
Compared to state benchmarks, the
This analysis compares the Park District's District has the largest surplus of tennis
available amenities with local, state, and courts (+17.06). Most other amenities
national benchmarks. Please note, not are at or just slightly below state *plots
all amenities have benchmarking data benchmarks. The largest deficiency
for each level available. If there isn't data for the District, compared to state
available, the charts on the following benchmarks is for baseball / softball
pages will note "n/a" in the column. fields (-13.65). Other deficiencies include
picnic shelters / pavilions (-7.49) and
Local benchmarks were derived from existing trails (-4.59).
comparable DuPage County agencies
based on total population, tax rate, and
median income. Agencies used in this NATIONAL
comparison were Naperville, Wheaton,
Carol Stream, Lombard, Glen Ellyn, Compared to national benchmarks,
Addison, and Woodridge Park Districts. the District has the largest surplus
of community garden plots at 73.84
State benchmarks were derived from more community garden plots than
the 2015-2019 Illinois Statewide Open comparable agencies around the US. The
Space and Recreation Plan (SCORP) and District also has a surplus of rectangular
National benchmarks were derived multi-purpose fields (+25.14), tennis
from the NRPA Park Metrics database courts (+16.82), and baseball / softball
for agencies with populations between fields (+12.29).
40,000 and 50,000.
LOCAL BENCHMARKS
Compared to local benchmarks, the
District has the largest surplus of
rectangular multi-purpose fields. TOTAL AMENITIES (LESS
THAN OR EQUAL TO
DEFICIENCIES (AS
INDICATED BY SPECIFIC
The District has 29 fields, and the DISTRICT OFFERING) BENCHMARKS)
Figure 13: Amenities LOS and Benchmarking
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 107
DRAFT
Based on the facilities assessed INDOOR SQUARE space. Ninety percent of this indoor
space is general recreation and fitness
during this planning process, the FOOTAGE / space, 4.3% is senior center recreation
Park District owns and operates RECREATION space, and 5.2% is preschool space.
Combined, the total recreation square
a total of 147,115 square feet of FACILITIES (BY TYPE) footage equates to 2.0 square feet
per person, equal to the Chicagoland
indoor space. Of this, 63.6% is The allocation of square footage
noted was determined by reviewing benchmark. Not all facilities were
dedicated to recreation, 23.0% is floor plans, visiting each facility, and assessed during this planning process,
so this analysis only reflects the indoor
corresponding with staff. The table
dedicated to support space such as on the following page outlines each square footage of those included. These
are listed on the following page.
restrooms and storage, and 13.4% facility, the total square footage per
administration, recreation, and support
is administration space. use, and the quality of the space. The
grading system used is meant to give
INDOOR RECREATION
a general idea of the condition of each FACILITIES (BY TYPE)
facility at a 30,000 foot altitude. The
Indoor facility level of service was
grades align with standard academic
derived from NRPA's Park Metric
grading in the form of five letter grades.
database for agencies with populations
"A" being the highest and "F" the lowest.
between 40,000 and 50,000. The District
The grades enable an agency to quickly
meets or exceeds NRPA benchmarks for
identify which facilities need more
Senior Center, Walking / Running Track,
attention. It is not meant to represent
and Fitness Center. Wagner Community
a detailed facility assessment. The chart
Center was included in this chart as the
on the following page also illustrates this
single recreation / community center
information. This is the base information
for the District. While the chart shows
used for indoor recreation facility and
a deficiency, the District does operate
square footage level of service analysis.
ancillary recreation facilities throughout
the District. These facilities, however,
SQUARE FOOTAGE have their limitations (e.g., square
Indoor square footage Level of footage, quality, etc.) as to what types of
Service is measured by the recreation they are able to host.
total square feet of indoor
The District does not provide every type
space, by facility type, per
of facility listed in the chart, but that
person. The regional
does not mean they have deficiencies
Chicagoland benchmark
for those facility types. This information,
is two (2) square feet of
combined with the community survey,
indoor recreation space
will reveal exactly what types of indoor
per person. This analysis
spaces the District should or should not
calculates only the space
be offering.
designated as recreation
space per the table on
the following
page. The
District has
93,600 square
feet of indoor
Figure 14: Indoor Square Footage / Recreation Facilities recreation
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 109
DRAFT
FACILITY INVENTORY
C- AVERAGE
2 135 Palmer / DuPage Medical Building* N/A N/A N/A
3 Butterfield Park Recreation Building 0 900 1,047
4 Crestview Park Recreation Building 0 2,100 600
5 Eldridge Park Recreation Building 0 1,900 700
6 Norman P. Smalley Bath House 0 0 3,500
7 The Abbey 500 4,000 500
8 Joanne B. Wagner Community Center 5,000 25,000 2,000
9 Wilder Park Recreation Building 0 1,200 600
Sub-Total 5,500 35,100 8,947
TOTAL SF / % OF TOTAL 49,547 / 33.7%
D - BELOW AVERAGE
10 Sugar Creek Golf Maintenance Building 158 0 1,867
11 Wilder Park Building (225 Prospect) 5,000 0 543
Sub-Total 5,158 0 2,410
TOTAL SF / % OF TOTAL 7,568 / 5.1%
Table 11: Indoor Recreation Facilities (By Type) Level of Service Analysis meets benchmark
deficient
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 111
DRAFT
Information released by Sports & Fitness and identify key participatory trends in
Industry Associations (SFIA) 2016 Study recreation across the United States.
of Sports, Fitness, and
These popular activities also have appeal
The following summarizes the Sports & Leisure Activities Topline
Participation Report reveals because of their social application. For
Fitness Industry Associations (SFIA) 2016 the most popular sport and example, although fitness activities are
recreational activities. Most mainly self-directed, people enjoy walking
Sports, Fitness, and Leisure Activities of these popular activities and biking with other individuals because it
Topline Participation Report. appeal to both young and can offer a degree of camaraderie.
old alike, can be done in most
environments, are enjoyed
regardless of level of skill, and have minimal
economic barriers to entry. The purpose of
the report is to establish levels of activity
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 113
DRAFT
activities have become popular due to NATIONAL TRENDS
an increased interest among people IN OUTDOOR
to improve their health by engaging in
an active lifestyle. These activities also
RECREATION
have very few barriers to entry, which Much like the general fitness activities,
provides a variety of options that are these activities encourage an active
relatively inexpensive to participate in lifestyle, can be performed individually
and can be performed by nearly anyone or with a group, and are not limited
with no time restrictions. by time restraints. In 2015, the most
popular activities, in terms of total
The most popular fitness activity by
participants, from the outdoor /
far is fitness walking, which had just
adventure recreation category include
over 109.8 million participants in 2015,
road bicycling (38.3 million), freshwater
which represents a 2.4% decrease
fishing (37.7 million), day hiking (37.2
from the previous year. Other leading
million), and camping within a quarter
fitness activities based on total number
mile of vehicle/home (27.7 million).
of participants include treadmill (50.4
million), running/jogging (48.5 million), From 2010-2015, outdoor / adventure
hand weights (42.8 million), stretching recreation activities that have
(35.8 million), and stationary cycling (35.6 undergone the largest increases were
million). adventure racing (136%), archery (33%),
BMX bicycling (29%), traditional climbing
Over the last five years, the activities
(28%), and backpacking overnight (26%).
growing most rapidly are non-traditional
Over the same time frame, activities
/ off-road triathlons (119%), trail running
declining most rapidly were in-line
(63%), traditional road triathlons (57%),
roller skating (-26%), camping within
high impact aerobics (41%), and yoga
a quarter mile of home/vehicle (-15%),
(20%). In the last year, activities with the
and recreational vehicle camping (-12%).
largest gains in participation included
More recently, activities growing most
non-traditional / off-road triathlons
rapidly in the last year were adventure
(24%), traditional / road triathlons
racing (21%), BMX bicycling (15%),
(13%), barre (12%), and trail running
traditional climbing (5%), and fly fishing
(8%). It should be noted that many
(4%).
of the activities growing most rapidly
have a relatively low user base, which
allows for more drastic shifts in terms of
percentage. The recent decline in the
extremely popular activities of fitness
walking and running / jogging paired
with widespread growth in activities
with lower participation levels, may
suggest that those engaging in fitness
activities are actively looking for new
forms of exercise.
The following charts show sport The MPI measures the likelihood that activities have scores well above 100.
an adult resident of the study area will These overall high MPI scores show that
and leisure market potential data participate in certain activities when Elmhurst residents have rather strong
from ESRI. A Market Potential compared to the U.S. National average. participation in recreational activities.
The National average is 100, therefore This becomes significant for when the
Index (MPI) measures the probable numbers below 100 would represent a Park District considers hosting special
demand for a product or service in lower than average participation rate,
and numbers above 100 would represent
events or starting up new programs;
giving it a strong tool to estimate
the Elmhurst Park District. higher than average participation rate. resident attendance.
The study area is compared to the
national average in three categories As seen in the tables to the left, the
general sports, fitness, and outdoor following sport and leisure trends are
% Population most prevalent for residents within the
activity.
Activity Qty. EPD US MPI Elmhurst Park District. The activities are
General Sports Overall, the Elmhurst Park District listed from highest to lowest number of
demonstrates above average market estimated participants amongst the Park
Golf 4,281 12.3% 9.2% 134
potential in numerous categories; this Districts residents.
Basketball 2,728 7.8% 8.2% 95
is particularly noticeable in the fitness
Tennis 1,849 5.3% 4.0% 134 market potential table. Every activity High index numbers (100+) are
Football 1,592 4.6% 4.7% 97 in this category has an above average significant because they demonstrate
MPI score (100+). Looking at the other that there is a greater potential that
Baseball 1,488 4.3% 4.6% 93
two categories (general sports and residents of the service area will actively
Soccer 1,427 4.1% 3.8% 107 participate in programs offered by the
outdoor activity), though they all have
Softball 1,199 3.4% 3.4% 100
a few activities with MPI scores below Park District.
Volleyball 1,037 3.0% 3.3% 92 the national averages, a majority of the
Fitness
Walking 11,508 33.0% 26.6% 124
Summary of Local Trends
Swimming 6,563 18.8% 15.4% 122
The service area exhibits above average market potential for sport and leisure activities
Jogging 5,734 16.5% 13.2% 125
Weights 4,567 13.1% 9.9% 132 Top recreational activities in Elmhurst Park District compared to the national averages
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 115
DRAFT
RECREATION PROGRAM
ASSESSMENT
The Elmhurst Park District conducted VISION, MISSION, AND Current Vision
a Program and Service Analysis VALUES We aspire to be a customer centered
Process in 2014-15. The process was
a comprehensive examination of the As part of the Comprehensive and organization through innovation and
Districts programs and services and Strategic Plan development, the sustainability."
provided recommendations for cost planning team reviewed the existing
Current Mission
recovery levels based on perceived vision and mission to ensure alignment
public or private benefit. with community need and the direction We provide experiences for the lifetime
the District wants to move. enjoyment of people who live and play
As part of the Comprehensive Plan
in Elmhurst.
process, the planning team reviewed Recreation programs should align in
the Program and Service Analysis some way with the Districts vision,
Process Report and identified areas mission, and core values. Staff provided SUMMARY NOTES
that would benefit from a further confirmation of this alignment through
analysis. Stemming from the review, the recreation program assessment Elmhurst Park District separates
it was decided that program lifecycle, data collection process. The following its recreation programs into two
classification, partnerships, and vision and mission were developed and areas: enterprise and recreation
marketing efforts were areas that could adopted by the District during the 2013- (tax-supported). Each area contains
benefit from further review. 2017 Strategic Plan process as the revised different types of programs, and this
statements and new organizational report examined each area separately.
values had not been completed at the In addition to the separate analysis,
time of this assessment. general observations can be made for
the portfolio of recreation programs.
For example, a chart showing the
As part of
the process,
the planning team Table 15: Top 5 Program Priorities by Household Type
reviewed the Service
Analysis Process Report Barriers To Participation It is important to note that I do not
know what is being offered i.e. lack
and identified areas that would Community residents report being too of awareness and thus, outreach, was
busy or not having enough time as
benefit from a further analysis. the top reason preventing them from
chosen by only 10% of the respondents
compared to over 25% nationally this
Stemming from the review, it was using parks, recreation, and sports speaks highly to the effectiveness of the
facilities more often. The other top overall marketing and communications
decided that program lifecycle, reasons include program times are not methods and messages (or messaging)
classification, partnerships, and convenient, program or facility is not
offered, fees are too high, and classes are
used by the District.
marketing efforts were areas that full. The following chart represents the
full ranking of barriers to participation.
could benefit from further review.
Figure 15: Reasons Preventing Households from Using Parks, Recreation and Sports Facilites
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 117
DRAFT
Marketing Preferences
Dual Benefit Benefit accrued from the parks and Tennis-Beginner/intermediate Tennis-Beginner/intermediate
recreation service may be to both public Camps Camps
and private interests; level of subsidy Martial Arts Martial Arts
dependent upon level of public service. Kids Plus Kids Plus
Wilder Mansion Wilder Mansion
Golf-Beginner/intermediate Golf-Beginner/intermediate
Fitness Fitness
is then used to determine cost recovery Service Providers: continue to be important programs for
goals. The table above indicates the Score (tennis) the Elmhurst community, it is important
classification as indicated by the to continue providing them, but staff
Districts cost recovery model. Midtown Athletic Club (tennis) should continue to monitor similar
Oak Brook Tennis Center (tennis) providers to understand market share
Partnerships and market demand for services.
Hinsdale Racquet Club (tennis)
There are many programs that operate HealthTrack (tennis) Community Preference
without partnership involvement;
however, of the programs reporting YMCA (misc.) The statistically-valid Community
partnerships in-place (4), two report Schools (camps, kids plus Survey asked residents if they (or their
somewhat ineffective partnerships while programs) household) had a need for a certain
the other two report somewhat effective program or facility and the degree in
Daycare providers (kids plus
partnerships. which their need is currently being met.
programs)
It should be noted that the degree in
Marketing And Communications Churches (kids plus programs) which the need is met does not imply
Xsport (personal training) that the need is being addressed by the
Staff report existing marketing and
Elmhurst Park District; rather, it refers
communication efforts as somewhat LA Fitness (personal training and to if their need is being met within the
effective to reaching targeted fitness) community regardless of the service
audiences. Further examination is
Massage Envy (massage therapy) provider.
warranted to understand how Enterprise
programs are marketed. Currently, the Pure Harmony Massage (massage Unmet need can be attributed to
most well-known marketing tool is the therapy) many factors, such as a general lack
program brochure. In addition to the Western Acres (golf) of program/facility, pricing structure
brochure, marketing strategies include (whether individuals believe programs/
websites, Facebook, fitness app, internal Fresh Meadow (golf)
facilities are priced too high),
banners and flyers, outdoor banners, Meadowlark (golf) convenience (both available times and
and direct mail. TopGolf (golf) location), or access (transportation,
accessibility issues, etc.). A Priority
Similar Providers There are many similar providers within Investment Rating (PIR) is attributed
An environmental scan for similar service the community for Enterprise programs. to facilities and programs based on
providers adds context to the breadth Sport facilities such as tennis centers the degree of community unmet need
of service within the planning area and and golf courses are prevalent along and community importance rating.
surrounding area. with private facilities that compete As a result, facilities and programs
with personal training and fitness are categorized into three tiers (high,
opportunities. Since tennis and golf medium, and low). High priority facilities
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 119
DRAFT
and programs indicate there should RECREATION the introduction stage. Compared
be a strong focus/attention placed to industry best practices, Elmhursts
here; whereas, low priority facilities Recreation programs are tax-supported Recreation programs are close to the
and programs do not necessitate more services. Similar to Enterprise programs, industry best practice benchmark
resources (at this time) from the Elmhurst Recreation programs have tiered ranges. However, there is an opportunity
Park District. cost recovery goals within the overall to continue maturing growing programs
Recreation program spectrum. while sunsetting, or reprogramming,
There is high support for indoor fitness saturated or declining programs.
facilities and programs within Elmhurst Programs
due to lack of indoor recreation space; Cost Recovery
however, there is lower support for The Recreation area is comprised of the
youth fitness and wellness programs following core program areas: The breakdown on page 120 represents
compared to adult programs. Lapidary how Recreation programs are priced.
Programs are categorized into one of
In terms of sports, golf ranked higher Special events three categories based on perceived
than tennis in terms of both facilities Adult aquatics (fitness and Masters benefit to the end user. This classification
and program offerings. Interestingly, swim) is then used to determine cost recovery
pickleball is also ranked in the lower tier Adult general interest goals. The cost recovery table on
but it is poised to grow and is currently page 120 indicates the classification as
one of the countrys fastest growing Day trips indicated by the Districts cost recovery
sports. Senior Programming model.
Day camp Partnerships
Before and after school care
The majority of recreation programs
Gymnastics do not report utilizing partnerships;
Swim lessons however, the programs that do report
have very effective partnerships. Before
Softball
and after school programming and
Volleyball many cultural arts programs denote
Basketball having successful partnerships in-place.
It may be beneficial to seek partnerships
Soccer for private sports programs in order to
Karate become more of a facilitative service
Taekwondo provider instead of a direct program
provider.
Table 18: Enterprise Area Observation Sports camp
Enterprise Area Observations
Cultural arts Marketing And Communications
After reviewing statistically-valid
Youth general interest Staff report varying success levels of
survey results and program-specific
Early childhood existing marketing and communication
data, the following observations and
efforts. For those programs that are
recommendations are offered:
Lifecycle Analysis considered very effective, the program
Enhanced partnerships should brochure, word of mouth, newsletters,
be sought for personal training, Programs can be assigned lifecycle social media, e-blasts, and bulletin
massage therapy, and other fitness stages based on their current boards are reported to be the mediums
and wellness-type programs as performance (Introduction = new most often used. For the programs
many organizations in the health program, modest participation; Take- that report no outreach, it is reported
industry partner in these areas. off = rapid participation growth; that these programs tend to either:
There are a lot of other service Growth = moderate, but consistent 1) sell themselves or 2) are for a niche
providers for golf and tennis participation growth; Mature = slow audience so marketing techniques are
facilities within the community; participation growth; Saturated = not necessary.
therefore, a regular examination of minimal to no participation growth,
extreme competition; Decline = declining Similar Providers
Level of Service (LOS) standards for
these facilities should inform the participation). Lifecycle stages are also
compared to industry best practices. An environmental scan for similar service
District as to what level to maintain providers adds context to the breadth
the current number of facilities. Recreation programs were assigned to of service within the planning area and
all lifecycle stages (as illustrated in the surrounding area.
chart on the following page) except
ANALYZE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 121
Cost
DRAFT Definition Core Program Consultant Recommendation
Recovery
Classification
Public Basic parks and recreation services Drive in safety town
intended to be accessible and of Safety town trips/parties
benefit to all; supported wholly or Senior abbey luncheon
significantly by tax subsidies. Community concerts
Computer classes
Dual Benefit Benefit accrued from the parks and Lapidary classes Lapidary classes
recreation service may be to both Daddy daughter dance Daddy daughter dance
public and private interests; level Adult general interest Adult general interest
of subsidy dependent upon level of Day trips Day trips
public service. Cooperative day trips Cooperative day trips
Senior Abbey luncheon Senior off-site luncheon
Senior off-site luncheon Senior programs misc.
Senior programs misc. Senior abbey membership
Senior Abbey membership Funseekers day camp
Funseekers day camp Rec station before and after care
Rec station before and after care Recreational gymnastics
Recreational gymnastics Polar express storytime train
Polar express Litl dribblers
Litl dribblers Chicago Bulls and White Sox Academy
Chicago Bulls and White Sox Academy Preschool and youth sports
Taekwondo Sports camp
Preschool and youth sports Contractual sports programs
Sports camp Family open gym
Contractual sports programs Annual dance recital
Family open gym Impact dance company
Community concerts Adult dance program
Annual dance recital Early childhood dance
Impact dance company Tiny tunes & zumbini programs
Adult dance program Sunbeams and rainbows
Early childhood dance Huggy bears
Voice group classes Wee threes
Guitar and string lessons Tinker toddler time
Preschool piano lessons Kids great escape
Tiny tunes & zumbini programs Safety town
Sunbeams and rainbows Tickets to travel
Huggy bears Litl butterflies
Wee threes Big bug little bug
Tinker toddler time Princess/superhero camps
Kids great escape Discovery university/camp firefly
Safety town Co-rec volleyball
Tickets to travel
Litl butterflies
Big bug little bug
Princess/superhero camps
Discovery university/camp firefly
Drive in safety town
Private Exclusive benefit and gain received Gymnastics private lessons Gymnastics private lessons
by individual(s) and not by the Gymnastics open gym Gymnastics open gym
general public; individual usually Competitive gymnastics Spring softball
pays the full cost of service Spring softball Fall softball
provision. Fall softball Mens basketball
Co-rec volleyball Adult soccer
Mens basketball Karate (miura dojo)
Adult soccer Youth karate (ISKC)
Karate (miura dojo) Kids karate club
Youth karate (ISKC) Taekwondo
Kids karate club Private piano lessons
Private piano lessons Drum lessons
Drum lessons Glitzy girls/ultimate parties
Glitzy girls/ultimate parties Magic classes
Magic classes Mad science/lego
Mad science/lego Chess
Chess Competitive gymnastics
Computer classes Voice group classes
Safety town trips/parties Guitar and string lessons
Table 21: Cost Recovery Classification Preschool piano lessons
Elmhurst Park District park lands This Park and Facility Scorecard is an
effort to measure the quality of park and
rigorous field inspections of Elmhursts
numerous park sites. Site inspections
and facilities are beloved and facility infrastructure and maintenance were performed in October 2016 and
in order to ensure the highest level of March 2017.
visible assets of the community. service possible for park users.
There are over 20 public park The scorecard will help the Park District
To help provide context for weighting
the scoring of Elmhursts parks, the
spaces within Elmhurst Park to: project team used information about
community trends and priorities
District, which are used by Understand the present state of
gathered through the comprehensive
Elmhursts public open spaces
community residents, school and facilities, and in time, planning process. Information related to
trends and priorities was collected from
children, and sports teams year compare future conditions to past
performance; the following sources:
round. Determine priorities for A review of community
improvements and provide demographics;
direction for allocation of funds, A review of a statistically valid
staff, and other resources; community survey; and,
Communicate priorities internally Site inspections
among employees and externally
to governing boards, citizen
committees, and the public; FACILITY SCORE
Measure the impact of open METHODOLOGY
space infrastructure and facility
The scores for each facility were
investments and open space and
determined using a separate
facility maintenance efforts; and
methodology. These scores were
finally,
developed during a series of facility
Help Elmhurst residents to visits with the managing staff. The
understand how their local eight facility considerations are equally
neighborhood parks and facilities weighted and included the following:
are performing in comparison to
Interior / Furniture / Finishes
other parks in the Park District.
HVAC (heating/ventilation/air-
Ultimately, the Park and Facility conditioning)
Scorecard is intended to help guide
Plumbing / Fire Protection
capital improvement plans, master
plans, and maintenance standards, Electrical
helping Elmhurst Park District maintain Roof
and improve its park and facility
Building Exterior / Windows / Doors
infrastructure.
Security (cameras, lights, alarms)
ADA (Americans with Disability Act)
PARK AND FEATURE Compliance
SCORE METHODOLOGY
To prepare the park and feature
scorecards, the project team conducted
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 125
INSPECTION OF PARKS DATA ANALYSIS an overall park score. For example, if a
AND FEATURES park has a soccer field and a baseball
To ensure that park scores reflect the diamond, those scores would be
In all, the project team evaluated 24 viewpoint of an average Elmhurst citizen, averaged to create an Athletic Field score
parks within Elmhurst Park District. weighting was applied to each feature for the park. This score was combined
Inspections did NOT include: score when producing individual park with the other average area scores for
scores based on: that park to create an overall park score.
Parks and / or features closed for
capital improvements throughout Local and National recreation
the survey period; trends and best practices; and,
PARK AND FEATURE
Community survey priorities and
Park properties that have not been SCORECARD RESULTS
developed for public use; and, results.
Seasonal facilities not available Park System Score
Each feature area was assigned a factor
for review during the inspection based on community survey results Elmhurst Park District parks fared
period (e.g. outdoor ice rinks). regarding amenities level of importance. reasonably well, with an overall system
The amenities that were rated as most score of 79, C+ (Fair) due to half of parks
Each park was inspected based on ten
important are weighted heavier in park (50%) receiving a rating of Good or
park feature types. Feature types were
scores than the areas that were rated higher.
chosen to represent different features
of lower importance. Although water
commonly found in Elmhurst Park Feature Scores Analysis
fountains and bathrooms were not
District parks, including:
included in the survey question, data
Athletic Fields (soccer / football and responses from similar communities Half of individual park features scored
/ lacrosse fields and baseball / were used to assign those two amenities only Fair or Poor overall. Only 5 out
softball diamonds) a weight factor that we would expect to of 10 features received a B- (Good)
fit for the Elmhurst Park District as well. rating or higher, and no single feature
Athletic Courts (including tennis, class received an A (Excellent) rating.
basketball, volleyball and bocce The lowest scores were for playgrounds
Feature weighting was also
ball courts) (C+), athletic fields (C+), seating areas (C+)
implemented to help alleviate issues that
Playgrounds arise with smaller parks that may only athletic courts (C+), and greenspaces
Trails and Paths (including City- house a few features, so that a parking (C+). Athletic fields and courts suffered
owned sidewalks) lot or a drinking fountain doesnt count from deficiencies in fencing, seating,
as much as something that matters more and surfacing. Playgrounds and seating
Seating Areas (picnic area, facing to people during their actual visit, such areas suffered from deficiencies in
group of benches) as a playground or restroom. Conversely, natural debris, surfacing and fencing.
Passive Green Spaces scores are calculated to ensure that
no individual feature area or park is Individual Park Scores Analysis
Natural Areas (including
community gardens) penalized because it lacked any given
A little less than half of Elmhurst Park
feature (such as an athletic court).
Restrooms District parks fared only Fair, with 46%
The data collection and subsequent scoring a C+ or below (33.3% with fair
Drinking Fountains scores and 12.5% with poor scores). Still,
analysis resulted in three tiers of scoring
Parking Lots for Elmhurst parks: 54% of parks received a rating of Good.
Park features were inspected based on: Facility Scores Analysis
Park System Score Individual park
Missing items (toilet paper, storage scores were averaged together to create
bin, lights, etc.) Of the eleven facilities included as part
an overall system score.
of the facility assessment only Courts
Functionality Plus scored a B, while eight facilities
Feature Scores All individual feature
Deterioration scores were averaged with other feature (73%) received a C grade. Two facilities
scores of the same type throughout scored D grades, highlighting their
Seating, fencing, lighting and
the Elmhurst Park District to arrive at immediate need and attention for
landscaping
an overall feature score. For example, improvement. These included the Sugar
Water bodies (lagoons) Creek Golf Maintenance Building and
inspection results from all basketball
Surface courts, tennis courts, and volleyball the Wilder Park Former Administration
courts were combined to produce a Building. The maintenance facility
Litter requires replacement and the second,
District-wide Athletic Court score.
Natural debris a historic structure, requires a facility
Vandalism Individual Park Scores Average area assessment and reuse study to
scores within individual parks are determine related costs and best uses.
Safety hazards combined and weighted to produce
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 127
C+
OVERALL SYSTEM
SUMMARY
Park Score
Distribution
Scores Grade Condition 12.5% D Overall, Elmhurst Park
100-97 A+ Excellent District parks fared
96-93 A Excellent
only Fair, with 46%
92-90 A- Excellent 14% D scoring a C or below.
89-87 B+ Good
86-83 B Good Still, 54% of parks
82-80 B- Good 45% B
54.2% received a rating of
79-77 C+ Fair
76-73 C Fair 33.3% B Good, however the
72-70 C- Fair
C 41% C average overall system
69-67 D+ Poor score is a C+ (Fair).
66-63 D Poor
62-60 D- Poor
59 & below F Failing
A (Excellent) C (Fair) F (Failing)
B (Good) D (Poor)
Overall Park
Feature Scores
Only 5 out of 10 features
84
84
83
82
78
78
79
78
77
81
Excellent
received a B- (Good) rating
or higher, and no single Good
Greenspace
Natural Areas
Paths
Playgrounds
Restrooms
Seating Areas
Athletic Fields
D r i n k i n g Fo u n t a i n s
Parking Lots
or lower.
Athletic fields suffered
mainly from deficiencies
in fencing, seating, and
surfacing.
Figure 17: Overall Park Feature Scores
Athletic Field at
Drinking Fountain at Golden Meadows Athletic Court at
Butterfield Park (100) (100) Wilder Park (89)
Athletic Field at
Parking Lot at Salt Playground at Conrad Fischer Park Greenspace at Wild
Creek Park (49) Plunkett Park (55) (44) Meadows Trace (49)
Low-scoring examples of park features. These examples were chosen because they
represent features with an especially low score and ranking.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 129
WHATS NEXT?
FEATURE
SCORECARDS
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 131
C+
DRAFT
SCORE: 78
ATHLETIC COURTS
a+0+100+14+0+37+21+25+0+22+0+29+11+22+0+1
Issues Observed
Figure 18: Athletic Courts Issues Observed
Missing Items Issues
Fu n c t i o n a l i t y I s s u e s
Deterioration Issues
Seating Issues
Fe n c i n g I s s u e s
Lighting Issues
Landscaping Issues
Wa te r B o d i e s I ss u e s
Surface Issues
Litter Issues
Va n d a l i s m I s s u e s
Noticeable
Critical
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 133
C+
DRAFT
SCORE: 77
ATHLETIC FIELDS
a+0+100+20+0+24+34+42+5+10+0+53+11+34+1+1
Issues Observed
Figure 19: Athletic Fields Issues Observed
Missing Items Issues
Fu n c t i o n a l i t y I s s u e s
Deterioration Issues
Seating Issues
Fe n c i n g I s s u e s
Lighting Issues
Landscaping Issues
Wa te r B o d i e s I ss u e s
Surface Issues
Litter Issues
Va n d a l i s m I s s u e s
Noticeable
Critical
Soccer Field at Conrad Fischer Park Soccer Field at Ben Allison Park
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 135
B
DRAFT
SCORE: 84
DRINKING FOUNTAINS
a+0+100+2+14+37+0+0+0+0+0+20+2+18+0+0
Issues Observed
Figure 20: Drinking Fountains Issues Observed
Missing Items Issues
Fu n c t i o n a l i t y I s s u e s
Deterioration Issues
Seating Issues
Fe n c i n g I s s u e s
Lighting Issues
Landscaping Issues
Wa te r B o d i e s I ss u e s
Surface Issues
Litter Issues
Va n d a l i s m I s s u e s
Noticeable
Critical
D r i n k i n g Fo u n t a i n s N o t e s
The assessment of all individual drinking fountains in a public open
space, including associated surfacing and equipment.
Drinking Fountain at East End Park Drinking Fountain at Salt Creek Park
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 137
C+
DRAFT
SCORE: 79
PASSIVE GREENSPACES
a+0+100+6+67+10+41+48+25+31+56+33+11+30+2+2
Issues Observed
Figure 21: Passive Greenspaces Issues Observed
Missing Items Issues
Fu n c t i o n a l i t y I s s u e s
Deterioration Issues
Seating Issues
Fe n c i n g I s s u e s
Lighting Issues
Landscaping Issues
Wa te r B o d i e s I ss u e s
Surface Issues
Litter Issues
Va n d a l i s m I s s u e s
Noticeable
Critical
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 139
B
DRAFT
SCORE: 84
NATURAL AREAS
a+0+100+11+0+34+0+34+0+20+34+13+34+26+0+6
Issues Observed
Figure 22: Natural Areas Issues Observed
Missing Items Issues
Fu n c t i o n a l i t y I s s u e s
Deterioration Issues
Seating Issues
Fe n c i n g I s s u e s
Lighting Issues
Landscaping Issues
Wa te r B o d i e s I ss u e s
Surface Issues
Litter Issues
Va n d a l i s m I s s u e s
Noticeable
Critical
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 141
B-
DRAFT
SCORE: 81
PARKING LOTS
a+0+100+8+0+15+34+39+3+26+0+51+8+22+0+0
Issues Observed
Figure 23: Parking Lots Issues Observed
Missing Items Issues
Fu n c t i o n a l i t y I s s u e s
Deterioration Issues
Seating Issues
Fe n c i n g I s s u e s
Lighting Issues
Landscaping Issues
Wa te r B o d i e s I ss u e s
Surface Issues
Litter Issues
Va n d a l i s m I s s u e s
Noticeable
Critical
The Elmhurst Park District Parking Lots score (81) could have been
higher without the negative impacts from seating, fencing and
East End Park Parking Lot
surfacing issues.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 143
B
DRAFT
SCORE: 83
a+0+100+14+0+7+17+39+9+21+67+32+12+28+1+3
Issues Observed
Figure 24: Paths and Sidewalks Issues Observed
Missing Items Issues
Fu n c t i o n a l i t y I s s u e s
Deterioration Issues
Seating Issues
Fe n c i n g I s s u e s
Lighting Issues
Landscaping Issues
Wa te r B o d i e s I ss u e s
Surface Issues
Litter Issues
Va n d a l i s m I s s u e s
Noticeable
Critical
The Paths and Sidewalks score was lower due to fencing issues
Paths at Glos Memorial Park
seen throughout the park system. Paths and sidewalks that are
located adjacent to water bodies (lagoons) also had major issues.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 145
C
DRAFT
SCORE: 78
PLAYGROUNDS
a+0+100+20+2+32+23+20+0+32+0+44+22+49+10+7
Issues Observed
Figure 25: Playgrounds Issues Observed
Missing Items Issues
Fu n c t i o n a l i t y I s s u e s
Deterioration Issues
Seating Issues
Fe n c i n g I s s u e s
Lighting Issues
Landscaping Issues
Wa te r B o d i e s I ss u e s
Surface Issues
Litter Issues
Va n d a l i s m I s s u e s
Noticeable
Critical
Playgrounds Notes
The assessment of all playgrounds in a public open space,
including accompanying surfacing, fencing, seating, lighting,
landscaping, signage, and other play equipment.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 147
B-
DRAFT
SCORE: 82
RESTROOMS
a+0+100+37+12+31+0+0+0+0+0+42+24+12+9+6
Issues Observed
Figure 26: Restrooms Issues Observed
Missing Items Issues
Fu n c t i o n a l i t y I s s u e s
Deterioration Issues
Seating Issues
Fe n c i n g I s s u e s
Lighting Issues
Landscaping Issues
Wa te r B o d i e s I ss u e s
Surface Issues
Litter Issues
Va n d a l i s m I s s u e s
Noticeable
Critical
Restrooms Notes
The assessment of all public restrooms open to park visitors on a
daily basis, including signage and accompanying equipment.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 149
C+
DRAFT
SCORE: 78
SEATING AREAS
a+0+100+30+2+34+36+56+0+18+0+20+19+33+11+5
Issues Observed
Figure 27: Seating Areas Issues Observed
Missing Items Issues
Fu n c t i o n a l i t y I s s u e s
Deterioration Issues
Seating Issues
Fe n c i n g I s s u e s
Lighting Issues
Landscaping Issues
Wa te r B o d i e s I ss u e s
Surface Issues
Litter Issues
Va n d a l i s m I s s u e s
Noticeable
Critical
Seating Area at Wild Meadows Trace Seating Area at Ben Allison Park
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 151
DRAFT
PARK
SCORECARDS
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 153
B
DRAFT
SCORE: 84
a+0+75+0+0+0+89+93+71+0+84+
Table 22: Ben Allison Park Features and Amenities
Leased: 0 acres
100 Ben Allison Park Features and Amenities
Quantity Score
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Athletic Fields 75
Multi-Use Fields 1
Ben Allison Park received a good score of 84 due to high Restrooms n/a n/a
Greenspace and Paths scores. This park did not receive an Seating Areas 1 84
excellent (A) due to a fair Athletic Field score (75) and Playground
Special Amenities: Temporary/Portable Restroom, Sled
score (71). Both Athletic Fields and Playgrounds are experiencing
Hill
surfacing issues.
Baseball diamond surface issues at Ben Allison Park. Surface issues at Ben Allison sled hill and soccer field.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 155
B+
DRAFT
SCORE: 89
BERENS PARK
Location: 493 N Oaklawn Avenue
Pa r k Ty p e : Co m m u n i t y Pa r k
Size: 65.2 acres
Owned: 65.2 acres
a+73+71+97+84+79+80+85+88+88+79+
Table 23: Berens Park Features and Amenities
Leased: 0 acres
100 Berens Park Features and Amenities
Quantity Score
Athletic Courts 85
50 Basketball Courts 1
Tennis Courts 12
Volleyball Courts 3
0
Bocce Ball Courts n/a
AT H L E T I C C O U R T S
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Athletic Fields 86
Multi-Use Fields 5
Playgrounds 2 88
Berens Park received a B+ (89) for an overall park score. With
excellent scores for its drinking fountains, paths, and restrooms, Restrooms 3 90
Berens Park had overall good scores; however, many of the tennis Seating Areas 2 84
courts are experiencing surfacing issues.
Special Amenities: Miniature Golf, Sled Hill, Batting
Cages, Splashpad/Spray Ground.
Playground at the southwest side of Berens Park. Tennis courts at Berens Park.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 157
B
DRAFT
SCORE: 83
BUTTERFIELD PARK
Lo c at i o n : 3 8 5 E. Va n B u re n St re e t
Pa r k Ty p e : Co m m u n i t y Pa r k
Size: 23.4 acres
Owned: 21.7 acres
a+0+70+100+0+96+77+87+93+70+72+
Table 24: Butterfield Park Features and Amenities
Leased: 1.7 acres
100 Butterfield Park Features and Amenities
Quantity Score
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Athletic Fields 70
Multi-Use Fields 2
Figure 30: Butterfield Park Feature Scores Baseball / Softball Fields 4
Site Description
Drinking Fountains 3 100
Located in the southeast corner of Elmhurst, this community park
is home to four baseball diamonds as well as a recreation building, Natural Areas n/a n/a
picnic shelter, lighted tennis courts, basketball court, soccer Community Garden
field, and the recently-constructed Playground for Everyone, an
innovative accessible playground developed for children of all Parking Lots 2 96
abilities and special needs. Passive Greenspaces 16 77
Surface issues and safety hazards at Butterfield Park greenspace. Restroom wear and tear at Butterfield Park.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 159
D
DRAFT
SCORE: 65
a+68+68+64+0+0+83+64+49+0+0+
Table 25: Conrad Fischer Park Features and Amenities
Leased: 10.6 acres
100 Conrad Fischer Park Features and Amenities
Quantity Score
Athletic Courts 68
50 Basketball Courts n/a
Tennis Courts 2
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Athletic Fields 68
Multi-Use Fields 3
Water pressure and rust issues with drinking fountain at Conrad Cracked concrete and woodchip distribution issues at
Fischer Park. Conrad Fischer Park playground.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 161
C+
DRAFT
SCORE: 79
CRESCENT PARK
Loc ation: R idge Avenue and Fair Avenue
Pa r k Ty p e : M i n i Pa r k
Size: 0.6 acres
Owned: 0.6 acres
a+0+0+0+0+0+79+0+0+0+0+
Table 26: Crescent Park Features and Amenities
Leased: 0 acres
100 Crescent Park Features and Amenities
Quantity Score
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Passive Greenspaces 1 79
Crescent Park received a fair score (79) based solely on its
passive greenspace, which includes a seating amenity within the Paths and Sidewalks n/a n/a
greenspace. Landscaping issues (such as tree stumps and large
Playgrounds n/a n/a
divots) contributed to the fair score.
Restrooms n/a n/a
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 163
C
DRAFT
SCORE: 74
CRESTVIEW PARK
Location: 245 Crestview Avenue
Pa r k Ty p e : N e i g h b o r h o o d Pa r k
Size: 10.9 acres
Owned: 8.4 acres
a+67+77+64+0+87+74+82+70+0+66+
Table 27: Crestview Park Features and Amenities
Leased: 2.5 acres
100 Crestview Park Features and Amenities
Quantity Score
Athletic Courts 67
50 Basketball Courts 1
Tennis Courts 1
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Athletic Fields 77
Multi-Use Fields 2
Mold and deterioration at Crestview Park playground fence. Rusted grill at Crestview Park seating area.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 165
B
DRAFT
SCORE: 83
a+87+73+90+0+88+77+85+69+74+73+
Table 28: East End Park Features and Amenities
Leased: 0 acres
100 East End Park Features and Amenities
Quantity Score
Athletic Courts 87
50 Basketball Courts 2
Tennis Courts 2
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Pickleball/Tennis Courts 1
Athletic Fields 73
Multi-Use Fields 2
Safety hazards at East End Park baseball diamond bleachers. Playground at East End Park.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 167
B-
DRAFT
SCORE: 81
ELDRIDGE PARK
Location: 363 W Commonwealth Lane
Pa r k Ty p e : Co m m u n i t y Pa r k
Size: 43.7 acres
Owned: 38.7 acres
a+83+78+75+89+85+82+85+78+0+68+
Table 29: Eldridge Park Features and Amenities
Leased: 5 acres
100 Eldridge Park Features and Amenities
Quantity Score
Athletic Courts 83
50 Basketball Courts 2
Tennis Courts 1
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Pickleball/Tennis Courts 1
Athletic Fields 78
Multi-Use Fields 5
Eldridge Park scored a low B (81) overall. This score resulted from Restrooms n/a n/a
good scores for its paths and sidewalks, parking lots, natural Seating Areas 1 68
areas, and athletic courts offset by its poorly scored seating
Special Amenities: Temporary/Portable Restrooms, Ice
areas. Additionally, the athletic fields suffer from drainage issues,
Rink, Roller Hockey/In-line Rink, Sled Hill, Boat/Canoe
hindering the quality of the surface areas. Launch Ramp
Surface seating area at Eldridge Park Baseball Field. Drainage issues at Eldridge Park Baseball Field.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 169
B
DRAFT
SCORE: 84
a+0+0+100+0+0+67+85+0+0+0+
Table 30: Glos Memorial Park Features and Amenities
Leased: 1 acres
100 Glos Memorial Park Features and Amenities
Quantity Score
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Exterior path at Glos Memorial Park. Bench furnishing deterioration at Glos Memorial Park.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 171
B
DRAFT
SCORE: 84
GOLDEN MEADOWS
Location: South ends of Caroline and Hampshire
Pa r k Ty p e : N e i g h b o r h o o d Pa r k
Size: 6.1 acres
Owned: 5.3 acres
a+0+100+0+0+88+69+0+0+0+0+
Table 31: Golden Meadows Features and Amenities
Leased: 0.8 acres
100 Golden Meadows Features and Amenities
Quantity Score
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Multi-Use Fields 1
Tree branch safety hazard at Golden Meadows Park. Golden Meadows Park open space.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 173
C+
DRAFT
SCORE: 79
a+0+0+0+0+0+82+79+77+0+0+
Table 32: Jaycee Tot Lot Features and Amenities
Leased: 0 acres
100 Jaycee Tot Lot Features and Amenities
Quantity Score
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Landscaping issues at Jaycee Tot Lot. Maintenance issues with the Jaycee Tot Lot playground
equipment.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 175
C
DRAFT
SCORE: 76
KIWANIS PARK
Location: E Madison Street and Stratford Avenue
Pa r k Ty p e : M i n i Pa r k
Size: 1.2 acres
Owned: 0 acres
a+0+0+0+0+0+70+78+0+0+0+
Table 33: Kiwanis Park Features and Amenities
Leased: 1.2 acres
100 Kiwanis Park Features and Amenities
Quantity Score
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Rusted trash receptacle at Kiwanis Park. Bench updates and finishing needed at Kiwanis Park.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 177
B-
DRAFT
SCORE: 81
a+0+0+0+63+0+75+91+0+0+84+
Table 34: Maple Trail Woods Features and Amenities
Leased: 66.6 acres
100 Maple Trail Woods Features and Amenities
Quantity Score
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 179
B
DRAFT
SCORE: 84
a+76+79+92+0+73+77+89+84+0+0+
Table 35: Marjorie Davis Park Features and Amenities
Leased: 0 acres
100 Marjorie Davis Park Features and Amenities
Quantity Score
Athletic Courts 76
50 Basketball Courts 1
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Athletic Fields 79
Multi-Use Fields 1
Marjorie Davis Park received a good score of 84. Issues at the Park Restrooms n/a n/a
include leakage at the drinking fountain, repairs needed at the Seating Areas n/a n/a
athletic courts, and parking lot surfaces. Overall, the park scored
Special Amenities: Temporary/Portable Restroom
well.
Damaged basketball net at Marjorie Davis Park. Damaged equipment at Marjorie Davis Park playground.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 181
B-
DRAFT
SCORE: 81
PIONEER PARK
Location: S Mitchell Ave and Prairie Path Lane
Pa r k Ty p e : N e i g h b o r h o o d Pa r k
Size: 4.6 acres
Owned: 4.6 acres
a+53+92+0+90+0+77+88+66+5+0+
Table 36: Pioneer Park Features and Amenities
Leased: 0 acres
100 Pioneer Park Features and Amenities
Quantity Score
Athletic Courts 53
50 Basketball Courts 1
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Athletic Fields 92
Multi-Use Fields 1
Surface issues at Pioneer Park parking lot. Sand surface transferring across Pioneer Park playground
boundaries resulting in low sand levels.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 183
C-
DRAFT
SCORE: 72
PLUNKETT PARK
L o c a t i o n : S . We s t A v e n u e a n d W. U t l e y R o a d
Pa r k Ty p e : Co m m u n i t y Pa r k
Size: 16 acres
Owned: 16 acres
a+68+82+63+89+74+83+73+55+83+56+
Table 37: Plunkett Park Features and Amenities
Leased: 0 acres
100 Plunkett Park Features and Amenities
Quantity Score
Athletic Courts 68
50 Basketball Courts 1
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Athletic Fields 82
Plunkett Park Batting Cages. Lack of field markings at Plunkett Park soccer field.
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 185
C
DRAFT
SCORE: 75
a+0+78+0+0+53+82+75+76+0+74+
Table 38: Salt Creek Park Features and Amenities
Leased: 0 acres
100 Salt Creek Park Features and Amenities
Quantity Score
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Horseshoe Courts 2
Athletic Fields 78
Multi-Use Fields 2
Salt Creek Park scored a fair (75) overall. The parking lots suffered
from surfacing issues, including cracks and gaps over 18 inches. Date Surveyed: October 18, 2016
Additionally, the seating areas scored low due to rusted and
corroded picnic grills.
Baseball diamond and seating areas at Salt Creek Park. Salt Creek Park seating area equipped with benches and
damaged grills.
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D
DRAFT
SCORE: 65
a+0+0+0+0+0+71+62+0+0+0+
Table 39: Sleepy Hollow Park Features and Amenities
Leased: 0 acres
100 Sleepy Hollow Park Features and Amenities
Quantity Score
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Walking path at Sleepy Hollow Park. Passive Greenspace at Sleepy Hollow Park.
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C+
DRAFT
SCORE: 79
a+0+52+53+0+0+59+93+0+0+73+
Table 40: Van Voorst Park Features and Amenities
Leased: 2.7 acres
100 Van Voorst Park Features and Amenities
Quantity Score
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Athletic Fields 65
Multi-Use Fields 2
Seating Areas 1 74
Passive Greenspace at Van Voorst Park. Soccer field at Van Voorst Park.
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B-
DRAFT
SCORE: 82
WASHINGTON PARK
Location: S Poplar Ave and E May Street
Pa r k Ty p e : N e i g h b o r h o o d Pa r k
Size: 3.3 acres
Owned: 3.3 acres
a+79+72+91+0+83+83+78+91+0+80+
Table 41: Washington Park Features and Amenities
Leased: 0 acres
100 Washington Park Features and Amenities
Quantity Score
Athletic Courts 79
50 Basketball Courts 1
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Athletic Fields 72
Multi-Use Fields 1
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D
DRAFT
SCORE: 64
a+0+0+0+67+0+62+64+0+0+0+
Table 42: Wild Meadows Park Features and Amenities
Leased: 0 acres
100 Wild Meadows Park Features and Amenities
Quantity Score
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Passive Greenspaces 3 62
Wild Meadows Park scored poorly (64) overall. Its greenspaces,
paths, and sidewalks all scored low due to migrating materials, Paths and Sidewalks 2 64
path and natural obstructions (such as a downed tree), and path
Playgrounds n/a n/a
markings.
Restrooms n/a n/a
Paved path at Wild Meadows Park. Fallen tree at Wild Meadows Park.
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B-
DRAFT
SCORE: 80
a+0+0+71+96+0+81+79+9+0+83+
Table 43: Wild Meadows Trace Features and Amenities
Leased: 32 acres
100 Wild Meadows Trace Features and Amenities
Quantity Score
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Wild Meadows Trace scored 80, a B-. Its natural area received
excellent scores. Drinking fountains and seating areas need
improvement. Seating areas were negatively impacted by Date Surveyed: October 25, 2016
maintenance issues such as overflowing trash cans. Its poor
playground score reflects missing playground equipment and
overall quality.
Walking path at Wild Meadows Trace. Trash overflow at Wild Meadows Trace.
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B+
DRAFT
SCORE: 89
WILDER PARK
Location: 175 S Prospec t Avenue
Pa r k Ty p e : Co m m u n i t y Pa r k
Size: 17.3 acres
Owned: 17.3 acres
a+89+0+96+0+82+87+85+98+0+87+
Table 44: Wilder Park Features and Amenities
Leased: 0 acres
100 Wilder Park Features and Amenities
Quantity Score
Athletic Courts 89
50 Basketball Courts n/a
Tennis Courts 4
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
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C+
DRAFT
SCORE: 77
YORK COMMONS
L o c a t i o n : 6 6 5 S Yo r k S t r e e t
Pa r k Ty p e : Co m m u n i t y Pa r k
Size: 11.6 acres
Owned: 11.6 acres
a+0+68+0+0+64+73+76+84+0+78+
Table 45: York Commons Features and Amenities
Leased: 0 acres
100 York Commons Features and Amenities
Quantity Score
AT H L E T I C F I E L D S
D R I N K I N G F O U N TA I N S
N AT U R A L A R E A S
PA R K I N G L O T S
PA S S I V E G R E E N S PA C E S
P AT H S A N D S I D E W A L K S
P L AY G R O U N D S
RESTROOMS
S E AT I N G A R E A S
Athletic Fields 68
Multi-Use Fields 1
Playgrounds 1 84
York Commons Park received a fair score of 77. The athletic fields
and playground suffered from weeds and maintenance issues. Restrooms 1 79
Additionally, seating at the park features were deteriorating and in Seating Areas 1 78
need of replacement or maintenance.
Special Amenities: Skate Park, Swimming Pool
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DRAFT
FACILITY
SCORECARDS
FACILITY CONDITIONS FINDINGS CONCLUSIONS
The grades for each category were Of the eleven facilities included in the Butterfield, Crestview, Eldridge,
determined during each facility visit. The assessment, only Courts Plus scored a and Wilder recreation buildings
eight facility considerations are equally B grade, while eight facilities (73%) are significantly under-utilized and
weighted and included the following: received a C grade. Two facilities although convenient for users,
scored D grades, highlighting are not the most cost effective
their immediate need and attention way to offer the Sunbeams &
Interior / Furniture / Finishes for improvement. These included Rainbows Preschool program. A
the Sugar Creek Golf Maintenance building expansion at the Wagner
HVAC (heating/ventilation/air-
Building and the Wilder Park Former Community Center may be a better
conditioning)
Administration Building (225 Prospect). long-term solution to provide space
Plumbing / Fire Protection The maintenance facility requires for these programs while increasing
Electrical replacement and the second, a historic the space utilization.
structure, requires a facility assessment
Roof and reuse study to determine the
Building Exterior / Windows / Doors related costs and best uses.
Security (cameras, lights, alarms)
ADA Compliance (Americans with
Disability Act) One facility receiving a C grade was
the DuPage Medical Building that will
be acquired on May 31, 2017. A facility
assessment and further study will be
required to assist the Park District in
NOTES / OBSERVATIONS determining the best use.
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DRAFT
B
COURTS PLUS
L o c a t i o n : 1 8 6 S . We s t Av e n u e
To t a l S q u a r e Fo o t a g e : 9 0 , 0 0 0 s f
B u i l t : 1 9 7 2 I n d o o r Te n n i s C o u r t s
Ad d i t i o n s : 1989 + 2001
Facility Conditions
A = Excellent B = Above Average C = Average D = Below Average F = Poor
Considerations A B C D F
HVAC X
Electrical X
Roof X
Security X
ADA Compliance X
Table 46: Courts Plus Condition
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DRAFT
C-
DUPAGE MEDICAL BUILDING
L o c a t i o n : 135 S. Rober t Palmer Drive
To t a l S q u a r e Fo o t a g e : 1 3 , 3 9 6 s f o n 0 . 8 6 2 a c r e l o t
Bu i l t : 1961
A d d i t i o n s : n /a , P a r k D i s t r i c t w i l l t a k e o w n e r s h i p o n M a y 3 1 , 2 0 1 7
Facility Conditions
A = Excellent B = Above Average C = Average D = Below Average F = Poor
Considerations A B C D F
HVAC X
Electrical X
Roof X
Security X
ADA Compliance X
Table 47: Dupage Medical Building Condition
Entrance canopy
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DRAFT
BUTTERFIELD PARK
RECREATIONAL BUILDING
C
L o c a t i o n : 3 8 5 E . Va n B u r e n S t r e e t
To t a l S q u a r e Fo o t a g e : 1 , 9 4 7 s f
Built: 1960
Additions: NA
Facility Conditions
A = Excellent B = Above Average C = Average D = Below Average F = Poor
Considerations A B C D F
HVAC X
Electrical X
Roof X
Security X
ADA Compliance X
Table 48: Butterfield Park Recreational Building Condition
Indoor space
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DRAFT
CRESTVIEW PARK
RECREATIONAL BUILDING
C+
L o c a t i o n : 24 5 E . C r e s t v i e w Av e n u e
To t a l S q u a r e Fo o t a g e : 2 , 7 0 0 s f
B u i l t : 1 970
Additions: NA
Facility Conditions
A = Excellent B = Above Average C = Average D = Below Average F = Poor
Considerations A B C D F
HVAC X
Electrical X
Roof X
Security X
ADA Compliance X
Table 49: Crestview Park Recreational Building Condition
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DRAFT
ELDRIDGE PARK
RECREATIONAL BUILDING
C
Lo c a t i o n : 363 Commonwealth Lane
To t a l S q u a r e Fo o t a g e : 2 , 6 0 0 s f
Built: 1965
Additions: NA
Facility Conditions
A = Excellent B = Above Average C = Average D = Below Average F = Poor
Considerations A B C D F
HVAC X
Electrical X
Roof X
Security X
ADA Compliance X
Table 50: Eldridge Park Recreational Building Condition
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DRAFT
Facility Conditions
A = Excellent B = Above Average C = Average D = Below Average F = Poor
Considerations A B C D F
Electrical X
Roof X
Security X
ADA Compliance X
Table 51: Smalley Bath House Condition
Concessions
Main entrance
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DRAFT
THE ABBEY
C+
L o c a t i o n : 4 0 7 W. S t . C h a r l e s R o a d
To t a l S q u a r e Fo o t a g e : 5 , 0 0 0 s f
Bu i l t : 1953 as youth center
Additions: 1964
Facility Conditions
A = Excellent B = Above Average C = Average D = Below Average F = Poor
Considerations A B C D F
HVAC X
Electrical X
Roof X
Security X
ADA Compliance X
Table 52: The Abbey Condition
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DRAFT
JOANNE B. WAGNER
COMMUNITY CENTER
C
L o c a t i o n : 6 1 5 N . We s t Av e n u e
To t a l S q u a r e Fo o t a g e : 3 2 , 0 0 0 s f
B u i l t : 1950s - Lewis J.Cornille Grade School
A c q u i r e d /A d d i t i o n s : 2 0 0 3 / 2 0 0 4 G y m n a s t i c s C e n t e r
Facility Conditions
A = Excellent B = Above Average C = Average D = Below Average F = Poor
Considerations A B C D F
HVAC X
Plumbing / Fire Protection X
Electrical X
Roof X
Security X
ADA Compliance X
Table 53: Joanne B. Wagner Community Center Condition
Gymnastics Classroom
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DRAFT
WILDER PARK
RECREATION BUILDING
C
L o c a t i o n : 1 75 P r o s p e c t Av e n u e
To t a l S q u a r e Fo o t a g e : 1 , 8 0 0 s f
B u i l t : 1 972
Additions: NA
Facility Conditions
A = Excellent B = Above Average C = Average D = Below Average F = Poor
Considerations A B C D F
HVAC X
Electrical X
Roof X
Security X
ADA Compliance X
Table 54: Wilder Park Recreational Building Condition
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DRAFT
Facility Conditions
A = Excellent B = Above Average C = Average D = Below Average F = Poor
Considerations A B C D F
HVAC X
Electrical X
Roof X
Security X
ADA Compliance X
Table 55: Wilder Park Former Administration Building Condition
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DRAFT
Facility Conditions
A = Excellent B = Above Average C = Average D = Below Average F = Poor
Considerations A B C D F
HVAC X
Electrical X
Roof X
Security X
ADA Compliance X
Table 56: Sugar Creek Golf Maintenance Building Condition
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