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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 8 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. 9 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. 10 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: 11 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. 12 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. 13 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. 14 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. 15 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