HomeMy Public PortalAboutEXECUTIVE SUMMARY 7
City of Greencastle
Parks & Recreation Department
Organizational Chart
1998
The Public
Legislative Branch Executive Branch Fiscal Branch
City Council Mayor Clerk-Treasurer
Park Board of Commissioners
Park and Recreation Director
Aquatic Manager Assistant Recreation Park Maintenance
Director
Pool Staff Volunteers Maintenance Staff
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n Forward
A master planning of any project takes time, energy and a team effort in processing a
guideline for future implementation of goals and objectives. Seymour M. Gold in his book,
Recreation Planning and Design talks about the area of recreation planning as follows...
Recreation planning is a process that relates the leisure time of people to
space. It is an art and a science that uses the concepts and methods of many
disciplines to provide public and private leisure opportunities. In practice,
recreation planning blends the knowledge and techniques of environmental
design and the social sciences to develop alternatives for using leisure time,
space, energy, and money to accommodate human needs.
Recreation planning deals with the future and develops alternatives for
rational decisions by the public and private sector. It should be representative
of what people want, imaginative in projecting what might be, and realistic in
recognizing what is possible.
The purpose of recreation planning is to meet events we expect to happen,
accomplish things we want to happen, and prevent things we do not want to
happen.
The above statements form a sound basis and challenge in meeting the end product of
a Recreational Master Plan. Such a master plan should not be static or rigid. Rather it needs
to be dynamic and flexible for issues not anticipated. While it is difficult to forecast the
future needs or trends of recreation, the following are important needs in park and recreation
master planning:
• An understanding of the importance and value of recreation and leisure in our
everchanging world.
• The appreciation of our natural resources and the knowledge to preserve and
conserve them.
• A much broader general education.
• Fitness of the mind and body.
• Vision, imagination and creativity.
• Integrity, sensitivity and common sense.
• A political keenness and perception
While this parks and recreation master plan is a five year plan for the City of
Greencastle, it should be used as a tool and a guideline for implementation of the action steps
contained herein. The plan should be used throughout the next five years as a basis of
decision making for the Greencastle Parks&Recreation Department. The plan should be
kept up to date and reviewed on an annual basis, thus always being in the first year of a five
year plan.
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Introduction
The purpose of this plan is to establish an efficient, logical system for the development
of parks and recreational opportunities for the City of Greencastle. The community's demand
on the current park facilities has increases over the past few years. This demand will continue
to grow as the City's population increase and as people become more aware of what a Parks
Department can provide. In addition, with most families having working parents and the time
constraints these families experience, providing recreation sites in the city has become even
more important.
The input of the local community and its leaders is the basis for this plan. With the
community's support, cooperation and further input, the implementation of this plan will have
maximum benefit for the citizens of Greencastle.
Executive Summary
The City of Greencastle is known for its parks, quality of services, and fine people. In
1991 all the areas came together and Greencastle was named an All-American City. The
Greencastle Parks & Recreation Department plays an important role in community life.
Every year thousands of adults and children visit Robe-Ann park and the Greencastle Aquatic
Center. Each year the Greencastle Park& Recreation Department experiences growth as it
strives to meet the increased demands and needs as the caretaker of one of the city's largest
assets.
The demand for recreation and leisure activities has been expanding year after year.
A national trend indicates that people are taking the opportunity to spend more time in
outdoor recreational activities than ever before. This national trend is very evident in small
communities such as Greencastle. Greencastle is an outdoor community, with it's residents
spending much of their leisure time in outdoor pursuits. Walking, riding, and outdoor fitness
activities are very prevalent in Greencastle and the residents are looking to the Parks &
Recreation Department to help provide facilities and activities to meet those needs. Small
communities must recognize the needs for recreation and leisure as they relate to the well-
being of their residents. The increased usage of the parks and the growing demand for
additional facilities and programs are all evidence of this trend.
Without the help and support of volunteer individuals and groups, the Parks &
Recreation Department would not be able to meet the needs of the community. The
Greencastle Parks &Recreation Department is very fortunate to have a committed group of
volunteers who help plan and run programs. This group also helps with major maintenance
projects.
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Method of Approach
Planning is a very important part of our responsibility here at the Parks&Recreation
Department. As in all levels of society, planning is the key to meeting the needs and demands
of your clients. In a municipal park and recreation setting it is meeting the needs of your
community.
This planning is done through the Master Plan and Five year plan process. A Parks &
Recreation Master Plan is a very important guide and has four distinct objectives.
1. It will aid the community in recognizing the importance of wise utili7ation and
preservation of its natural resources.
2. It will help to broaden the community's view of itself in terms of the use of
these natural resources for recreational activities.
3. It helps determine the recreational needs of the community, identify sites or
areas to meet these needs and to develop methods and programs to preserve
and/or develop these sites and areas.
4. It will aid the community in recognizing the importance of good fiscal
planning in the utili7ation of public funds.
To identify the needs of Greencastle, input from the community was sought. Public
input is the core the Greencastle Parks & Recreation Master Plan. Through a"hands-on"
approach that attempted to get information from as many sources as possible. A survey was
developed and circulated to the public through the kindergarten through 5th graders in the
Greencastle Public Schools. A public meeting was also held in conjunction with a regularly
scheduled Board meeting. The results were then formed into the Parks & Recreation Master
Plan for the community.
This Master Plan is intended to be used as a guide in providing parks and recreational
opportunities in the community. This plan is based on current data and with the current
growth that is happening in Greencastle. There needs to be a plan on how to meet the
growing needs of the residents. Land use patterns, needs and priorities will change, and the
plan will need to be continually changed. The plan must be receptive to change and should
be re-evaluated yearly. The Master Plan must not become a final plan. Annual reviews will
allow the plan to be updated and upgraded and change with the changing community.
Park Board/Department
An evaluation of the Park Board and Department, their roles and responsibilities,
provided an opportunity to examine the mission, purpose, and goals of the Greencastle Parks
and Recreation Department. This evaluation resulted in the development of a mission
statement and expanded set of goals for the department. As part of this evaluation process, an
organizational structure of the department was developed to meet the growing needs of the
community. Suggestions for the Park Board and Department are:
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1. The Park and Recreation Board review and adopt the mission statement and goals of the
Greencastle Park and Recreation Department.
2. The Park and Recreation Board review and adopt the proposed restructuring of the
organizational chart. The proposed chart would clarify roles and responsibilities.
3. The Greencastle Park and Recreation Board needs to become a stronger entity in
promoting the Department's programs, services, budget requests, etc... and
maintain standards that have been achieved.
Key Issues
The main issues identified in the planning process through public input were: existing park and
facility, additional park properties, biking and hiking trails, communications, recreational programming,
staffing, infrastructure and budget. Each issue was prioritized and placed in the five year plan.
Existing Parks and Facilities
Protect, preserve and maintain existing parks and facilities was a desire of the community. The
need to improve and maintain what exists before expanding was identified.
Additional Park Properties
A review of the needs of the community showed a need for additional recreation properties due to
''' ' the inability to expand the exisiting Park property. Ideally, there would be a park located within walking/
bicycling distance without crossing a major roadway or obstacle, such as a river or railroad. The Parks &
Recreation Board is charged with providing recreational facilities for all residents in the community. A
park in close proximity to everyone is an excellent goal. The location of schools with playgrounds and
open fields was taken into consideration.
Biking and Hiking Trails
The community has identified as a high priority the development of a biking and hiking trail
system. The system will use existing sidewalks, roadways and will develop separate trails off of main
thoroughfares. This system would encourage alternative travel and provide safe passage for the youth of
the community to the green spaces in town. This is a long term project with different sections being
completed throughout the five years of this plan. People Pathways is a local community group which has
developed a master plan to complete this need. The Park Department supports the goals of this
organization.
Communications
With so many diverse groups providing such a large number of activities, it was desirous to have
the Parks &Recreation Department act as a conduit for all information on recreational opportunities.
The department would need to establish contacts with all of the local organizations in the city(Big
Walnut Sports Park, Soccer League, Baseball Leagues, Softball Leagues, Craft Clubs, 4-H etc...). This
,--� would allow all citizens an opportunity to enjoy all recreation events in the community.
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Recreational Programming
A key focus of the Parks & Recreation Department for the next 5 years is the expanding and
development of recreational programming,in the community. Programming in the past has been limited
but is experiencing an increase in demand and need. The idea is to start slow and increase as demand
necessitates. The new programs should be "need" driven that are diverse to attract various age and
interest groups.
In small communities, a park and recreation department is an integral part of providing
recreational programs. To help meet their needs, small communities may have to offer non-traditional
recreational programming to fill those needs and demands. The over-riding concern of any new or
existing program is that each program be self-supporting. Budget dollars are limited and must be used
throughout the community.
Staffing
All park and recreation staff, whether they are full-time, part-time, or volunteers, are vital to the
overall success of the department. The finest park and recreation facility cannot survive without proper
staff. After review of current staffing, parks, facilities and programs, staff needs were studied.
1. Creation of two (2) full time maintenance position.
2. Creation of one (1) part time recreation coordinator, that will move into a full-
time position.
3. Continuing education and training of park staff, focused on department goals.
4. Computerization of tasks.
5. Maintain adequate staff levels to maintain parks and facilities in the highest
standard acceptable to the community.
Infrastructure
Another area found to be lacking is the infrastructure of the Parks Department. There is a need to
improve roads, drainage and administrative facilities of the Department. There is a need to build a
building that will accommodate the maintenance and the administrative offices.
Budget/Finance
Presently the Parks&Recreation Department functions on a general account budget. In addition
there is a park gift account and a bond budget.
Although the budget was not specifically mentioned in the surveys or task force discussion, many
references to money and budget priorities were discussed. The need for a non-reverting operating
account should be brought to council as soon as possible. This will allow the department to fund and run
programs with the cost going to the participant.
An area of great concern is how to meet the needs of an expanding department. With the desire to
add additional park land, and the need for additional staff, there will be a need for additional
appropriations in our budget. We will be able to shift some existing funds around to cover some of the
costs but there will need to be some additional money in our budget.
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Social and Economic Factors
The current population statistics available from the Census Bureau are from 1990. In 1990, 8,984
people lived in Greencastle. This is a growth of 10.79% in a ten year period. The Census Bureau
projection for 2001 is 10,870 people which is approximately another 10% increase. Also, the Greencastle
school system have a 22% increase since 1990.
The 1990 census figures show that the City's largest age group is in the 18-24 year old bracket at
31%. The 25-44 age bracket comprise the second largest age group at 21%. It is found that 18% of the
population is 17 years old or younger which seniors (65 years and up) are close behind at 17%. It is
interesting to note that 25% of Greencastle's residents are in the 18-21 year age range.
The income distribution figures from the 1990 census show that 53% of the households in
Greencastle had incomes of less than$25,000. Incomes between$25,000 and $50,000 are 34%. This
leaves 12.44% residents having incomes above $50,000.
History
The Greencastle Park System currently consists of two park facilities. Robe-Ann Park, a 28-acre
facility located in the southeastern section of the city. It originated in 1928 when John and Anna Robe
donated a parcel of land to the city. The Robes wanted the land to be used as a playground and
recreational area for the citizens and particularly for the children of Greencastle. In 1934 the city along
with its citizens began the planning and development of Robe-Ann Park. The major recreational facility
,-N. added to the park was a softball diamond built by the High School Athletic Association in 1936.
the next 50 years playground equipment, basketball and tennis courts, shelter houses and a pool
were added to the park. In 1992 a new aquatic facility was built which includes a water slide, zero depth
area and a separate wading pool.
Jaycee Park is the second facility owned by the Greencastle Parks & Recreation Department. The
park was developed for the city in the 1970s by the Jaycee organization and then the land was turned
over to the city. In 1981 the park was then leased back to the Jaycees organization. They maintain the
park for public use and have built a meeting facility which they rent to the public. The park's main
purpose is outdoor recreation. There is a small pond and marked trails through the woods. There is also
a playground and picnic shelters. Further development of the park is under the control of the Jaycees.
A Greencastle Park Board was created in 1937. The department focused on developing and
maintaining the facilities at Robe-Ann Park. In the late 1980s-early 1990s the focus of the department
changed to include offering programming opportunities to the citizens of Greencastle. A full-time park
director was added along with seasonal assistance to provide a more comprehensive recreational
experience for people of all ages.
The Park Board's efforts over the last five years have centered around the upkeep and maintenance
of Robe-Ann Park and the gradual expansion of programming opportunities. New playground
equipment donated by the newly formed Friends of the Park organization and a new restroom facility
were projects that were completed in 1995-1996. People Pathways, an organization dedicated to
connecting the green spaces in the community was formed in 1996, and it will be working closely with
the Park Department to achieve it's goals.
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Agency Profile
The Greencastle Parks&Recreation Department was established in 1956 when an ordinance was
passed by the Greencastle City Council. The Department was reorganized in 1992 under Indiana Code
36-10-4. Four members of the Board of Park Commissioners are subject to appointment by the Mayor.
The appointments are 4 year terms that are in staggered succession so two terms do not expire in the
same year. There are no more than two of one political party serving under appointment. Other Ex
Officio members include one member appointed by the School Board and one member appointed by the
Library Board. There is also a member of the City Council that is appointed as a liaison between the
Board and the Council.
Current Park & Recreation Board Members are:
Kent Menzel, President (1999)
Darrel Thomas, Secretary(2001)
Mike Rokicki, Member(2002)
Open-Member (2000)
Ruth Ralph, School Board
Bonnie Nealson, Library Board
Mark Hammer, City Council Liaison
The Greencastle Board of Park Commissioners meets regularly the first Wednesday of each
,-� month, at 7:00 p.m., usually at Putnam County Library. The public is welcome and encouraged to attend.
Board of Commissioners Function
The primary function of the Board is to establish and implement policies and objectives for
effective administration and implementation of the park and recreation projects, activities and programs.
In addition, it is the responsibility of the Greencastle Board of Park Commissioners within the framework
of Indiana Park and Recreation law - I.C. 36-10-4 to :
1. Evaluate the department's activities to assure that its policies and objectives are being carried
out.
2. Support the Director whose primary responsibility is to administer, implement and supervise
the park and recreation employees and programs.
3. Work with the Director in the development of a sound financial plan, and preparation of an
annual Budget that will enable follow-through on that plan.
4. Secure adequate budget support.
5. Authorize payment of bills and claims.
6. Inform the public and city administration about the significance and needs for open space,
facilities and programs.
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7. Provide liaison between other community agencies to assure coordination with and support
from these agencies.
8. Encourage citizen involvement and support through various community and private
organizations.
The duties of the Greencastle Board of Park Commissioners as outlined by Indiana Code 36-10-4-9
include:
1. Exercise general supervision of and make rules for the department.
2. Appoint the necessary Administrative officers of the department and fix their duties.
3. Establish rules governing the use of park and recreation facilities by the public.
4. Require the Department of Public Safety of the City to detail Police Officers to execute the
orders and enforce the rules made by the board.
5. Prepare and submit an annual budget in the same manner as other executive departments of the
unit.
6. Appoint a member of the Board to serve on another kind of Board or Commission(i.e.
Planning Commission), whenever a statute allows a Parks & Recreation Board member to do
this.
Progress Evaluation
To properly plan for the future; a review of the past achievement must be taken. As a small
community, Greencastle Parks & Recreation Department has made considerable improvements over the
past few years.
1994-1997 1989-1993
Resurfaced Circle drive in the park Rebuilt Softball Diamond
Improved overall maintenace of park Rebuilt Shelter#2
Increased programming Contructed new Aquatic Center
Repainted stands at ball diamond Built Shelter#5
Constructed new restroom New play equipment installed
Purchased new John Deere Tractor Remodeled bathroom in Park House
Reconstruction of DAR cabins
Planted new flower gardens and 35 trees
Permanently closed Anderson Street entrance
Installed and landscaped Heart Trail
Constructed new playground(Shelter#2 and#5)
Installed new gates at entrances
Remodeled Park House
Refurbished Shelter#1