Vision 2020 Plan Draft Final Document Review

Agenda #9a (1)
E L M H U R S T P A R K D I S T R I C T
B O A R D O F P A R K C O M M I S S I O N E R S
M E M O R A N D U M
DATE: June 26, 2017
TO: Board of Park Commissioners
FROM: James W. Rogers, Executive Director

Laura Guttman, Strategy and Planning Coordinator
RE: VISION 2020 PLAN DRAFT FINAL DOCUMENT REVIEW
ISSUE
Led by The Lakota Group, the planning team for the Districts Vision 2020 process has
completed the draft Vision 2020 Plan key findings and draft document based on the outcomes
of the engage, analyze, envision, and implement phases of the process. The planning team will
present these findings and an overview of the draft document at the Boards June 26, 2017
meeting.
DISCUSSION
The planning team developed the attached draft Vision 2020 Plan document to summarize the
Vision 2020 Comprehensive and Strategic Planning process and phases, key findings, and data
and feedback collected from the Board, community, stakeholders and staff. The Plan includes a
summary of the current state of the District and recommended future strategies. At the June 26,
2017 Board meeting, the planning team will present an overview of the draft document, key
findings, and recommended future strategies along with the outcomes of the action planning
completed by staff to address these strategies.
Final Report Overview

The first three sections of the draft Vision 2020 Plan Final Report include general background
and process information, key findings, future strategies and action strategies (titled Introduction,
Where We Are Today, and Our Vision For Tomorrow). Summaries of findings from the engage
and analyze phases of the process are in Appendices A-C (A. Engage Phase Summary, B.
Analyze Phase Summary, and C. Park and Facility Scorecards). Supplemental Information to
document the feedback collected will be added to the final document in Appendix D (e.g. open
house and stakeholder focus group sign-in sheets, comprehensive survey results, level of
service and trend data, etc.). Also, the Action Strategy Matrix on pages 22-29 will continue to be
developed and refined by staff during the 2018 Budget process, including implementation steps,
timelines, responsibilities and performance measures.
Plan Review Preparation and Timeline

To prepare for the June 26, 2017 meeting, staff recommends that the Board focus its initial
review, at a minimum, on pages 1-29 of the draft Vision 2020 Plan. The goal of this Board
meeting is for the planning team to provide the Board an overview of the outcomes of the process
and Plan document so that the Board can preliminarily discuss and provide initial feedback on
the Plan. After the meeting, the Board will have additional time to review and provide questions
on the Plan document before continuing to discuss and consider approving it at the July 10, 2017
Board meeting. The Plan will provide direction to staff during the 2018 Budget and Capital Plan
development process, which begins in July.
RECOMMENDATION
That the Board of Park Commissioners review the attached draft Vision 2020 Plan document for
discussion at the June 26, 2017 Board meeting.
Thank you.
Attachment: Draft Elmhurst Park District Vision 2020 Plan Final Report
DRAFT
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
INTRODUCTIONIV
WHERE WE ARE TODAY 9
OUR VISION FOR TOMORROW 18
APPENDIX A: ENGAGE PHASE SUMMARY 30
APPENDIX B: ANALYZE PHASE SUMMARY 65
APPENDIX C: PARK AND FACILITY SCORECARDS 114
APPENDIX D: SUPPLEMENTAL INFORMATION 219
DRAFT
INTRODUCTION
iv
DRAFT
1
DRAFT
HEALTH + WELLNESS
WHY PLAN Parks help to combat obesity and other

chronic health conditions by providing
FOR PARKS & people opportunities to increase fitness and

physical activity. Regular physical activity
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.
public health to economic development, In addition to physical health, parks also

enhance quality of life and improve
parks and recreation services are an mental health by providing access to and
connections with nature. Studies show that
important component to improving exposure to nature offers a range of medical
benefits including lower blood pressure,
quality-of-life and making communities cholesterol, and stress. Exposure to nature
more attractive places to live and work.

may also alleviate symptoms of depression
and anxiety.
Finally, parks and open space can mitigate

climate, air, and water health impacts
by reducing the urban heat island effect,
removing pollutants from the atmosphere,
and filtering water. As trees filter and clean
the air, they decrease the risk of cancer and
prevalence of asthma and other respiratory
diseases. As the plants and greenspaces in
parks filter and clean the water, they reduce
the chance of water-borne diseases.
2 | VISION 2020: FOCUS ON THE FUTURE INTRODUCTION

DRAFT
ENVIRONMENT SOCIAL EQUITY ECONOMIC

DEVELOPMENT
One of the most obvious roles of parks One benefit of public open space is the
and open spaces is to protect and provision of a community space that Parks provide a positive source of
enhance the natural environment. allows for the strengthening of social economic benefits. Vibrant park systems
Cities can use parks to preserve and familial bonds. Parks allow children can attract and retain retirees, talent,
ecological functions and protect and to engage in experiential, informal and homebuyers. US retirees make up
encourage biodiversity. Connecting learning through both independent nearly 25% of the total population, and
parks, open spaces, riparian areas, play and play with peers. This leads to are moving to various locations across
wetlands, and other natural features the development of a foundation for the county to enjoy retirement. These
strategically, can help to protect effective formal education and social individuals desire communities that
the biological diversity and natural skills. Parks and open spaces are also provide leisure and recreation amenities.
processes that are required to support a gathering spaces where social ties can Talent workers prefer places with a
thriving wildlife habitat system. be formed. These social ties produce variety of outdoor recreational activities
stronger, safer neighborhoods where and homebuyers are more likely to not
Parks help accommodate public people feel connected and supported. only choose a home located closer to
infrastructure such as flood control, parks and open spaces, but theyll also
stormwater management, and Parks can also provide a resource for pay nearly 10% more for it.
transportation. Studies have shown closing the educational achievement
that parks and open spaces can provide gap in communities. Not only are Numerous studies confirm that the
numerous stormwater benefits, such as children motivated to learn when they presence and proximity of parks
storing, carrying, and filtering runoff. can pursue discoveries outdoors, but and open space positively affect
Multi-use trails traversing interconnected using parks, open spaces, and natural property values. Parks can not only
park systems can provide alternative, environments for hands-on learning help to improve community health,
less expensive modes of transportation, opportunities has been shown to sustainability, and equity, but done
which relieves agencies of the additional, improve the standardized achievement properly, can also function as a tool for
and most times greater, cost of roadway scores of socially-disadvantaged neighborhood revitalization.
improvements. students.
Finally, parks can help to increase
Finally, parks and open spaces can help municipal revenues. Increased
create neighborhoods with fewer property values go hand in hand
violent and property crimes and with increased municipal revenues,
improve community cohesion. Open as property taxes are major revenue
spaces provide the ability to spend time streams for many communities. In
in nature, which reduces aggression and addition to property tax benefits, parks
relieves mental fatigue. Lastly, planned and open spaces in shopping districts
public open spaces create a more have been shown to stimulate more
welcoming environment, as opposed to revenue and sales tax generation.
vacant spaces, which can be frightening
to people and prone to crime.
INTRODUCTION ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 3

DRAFT
OVERVIEW OF THE PLAN
This plan enables decision-makers to DEVELOPING THE PLAN

prioritize resources for growth and
development in a fiscally-responsible, The approach to the Elmhurst Park District
environmentally sound, publicly Vision 2020: Comprehensive and Strategic
supported, and politically Plan maximized community input, pairing
prudent manner. it with both Park District staffs knowledge
The Elmhurst Park District Vision 2020: and experience and the planning teams
Comprehensive and Strategic Plan Comprehensive and strategic
plans provide a foundation
resources and expertise. Organized into
four phases, the planning process consisted
will drive long-range planning, direct for building credibility and of the following components: a needs
establishing consensus on
decision-making, assist to allocate important community issues.
assessment; visioning; identifying and
evaluating community needs, priorities
resources for the District by defining a They also serve to inform and and opportunities; and creating a phased
engage citizens about park implementation and financial plan.
clear vision for its future. and recreation needs. The
most successful Plans engage This document serves as the Districts
the community and successfully transform Comprehensive and Strategic Plan.
their vision into a tangible implementation For Strategic Planning initiatives,
strategy. implementation follows a three-year
timeline, with a focus on a one year
Goals for this Comprehensive and Strategic action plan. For Comprehensive Planning
Plan include: initiatives, implementation follows a ten-
Consider, integrate, and celebrate year timeline, with a focus on a five year
accomplishments and outcomes of action plan.
past Elmhurst Park District planning
efforts.
PURPOSE
Engage the community in the
planning process, building consensus The purpose of the Comprehensive
for implementation, and fostering and Strategic Plans is to guide capital
awareness of the Districts presence improvements, planning and development,
within the community. and program and service improvements
Assess the future vision of the in the near future. A Comprehensive Plan
organization and determine strategic is more physical asset- and program and
priorities to achieve that vision. services-focused. The purpose of a Strategic
Plan is to guide internal operations,
Ensure the most effective use of communication, and administrative
District resources by focusing improvements in the near future. These two
decision-making and spending on planning documents, while unique in their
strategic priorities. purpose and scope, are interrelated. For this
reason, the Elmhurst Park District chose to
complete the plans at the same time and
combine them into one, overall guiding
4 | VISION 2020: FOCUS ON THE FUTURE document. INTRODUCTION
1
DRAFT
THE PROCESS This chapter provides an introduction
ENGAGE: In this first phase of planning, the to the planning process and provides
planning team facilitated conversations with
a wide variety of community stakeholders. background on the Elmhurst
These conversations fulfilled two critical
planning functions: to provide the project Park District, including its history,
team with an understanding of stakeholder
needs and priorities and to communicate
governance, budget, and community
a consistent message to the community, relationships.
2
helping stakeholders understand their role
in the process.
ANALYZE: During the analysis phase, the

planning team developed a comprehensive
needs analysis, working closely with the
This chapter provides an overview of
Park District staff and Board members. the Elmhurst Park Districts existing
Following a kickoff meeting and study
area tour, the planning team collected context and key findings from analysis
and assimilated Park District information,
including an inventory of parks, open space, and community engagement.
trails, recreation facilities, and program
offerings.
ENVISION: During the third phase of the

planning process, the planning team, staff,
and Board of Commissioners created a
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 chapter provides the Districts
open spaces; and area trail corridors were
tested, evaluated, and refined into a set of mission, vision, and values and
action items that the District will implement
over the next 1 to 10 years (1-3: Strategic
outlines the strategic action plan and
Initiatives, 1-10: Comprehensive Plan
Initiatives).
supporting implementation detail for
IMPLEMENT: In the final phase of the
the next 1, 3, 5, and 10 years.
planning process, the planning team,
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.
The appendices contain all supporting

A one-year implementation plan was also
developed to guide the first year of the
plan. The Five-Year Action Plan should be
revisited annually, to ensure the strategies documentation, including the original
correspond with the Districts changing
context. The overall comprehensive plan
State of the District report, community
and needs assessment should be updated survey report, and other supporting
every five years, while the strategic plan
should be updated every three years. documentation.

DRAFT
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.

DRAFT
provides additional multi-use space for include Parks and Facilities, Recreation,
the community. Enterprise Services, Marketing
and Communications, Information
In 2012, the District moved from its Technology, and Finance and Human
former Administrative Office in Wilder Resources along with the Administrative
Park to an office building centrally function. The Park District employs 75
located in Elmhurst (375 W. First Street) full-time, 450 part-time and 300 seasonal
with a green roof and warehouse space. workers.
The move alleviated some of the parking
Source 2. 2016 Elmhurst Park District Budget
demand at Wilder Park and the new
building provides the additional space COMMUNITY
needed to address growth in District PARTNERS
administrative, storage, office space and
technology needs. The Districts mission serves as
the basis for all collaboration, and
In 2013, the District renovated its
Perhaps historic Conservatory with the goal of
partnerships are formed to provide
cost efficiencies and work for the
the most preserving the structure and appearance betterment of the community as well
while enhancing the user experience. as providing improved programming,
significant The restoration, made possible in recreation, athletic, and fitness services
decade in the Park part by a $1.84 million State of Illinois to residents. Some partnerships involve
PARC grant administered through formal agreements while others are
Districts history was the Illinois Department of Natural informal or simply collaborative efforts
Resources, provides for improved green
the 1970s, when the District technologies and efficiencies with
to work toward common goals. Many
partnerships span decades and are
blossomed into a full-service the installation of HVAC components, updated frequently to ensure both
glazing system, and the use of modern parties and residents are receiving
agency. materials, reducing energy loss and maximum benefit. As facility, space and
improving growing space. The two land are at a premium in Elmhurst, the
greenhouses were replaced with a single collaboration between governmental
The 1980s and 1990s constituted a aluminum structure and a state-of-the- units and organizations becomes more
period of redevelopment and continued art propagating house. The restored important.
partnerships with other agencies. Conservatory and new greenhouse
The Courts Plus expansion in 1990 are connected by an ADA-accessible Some long-standing partnerships
provided an important collaboration vestibule, which provides access to the include:
with Elmhurst Memorial Healthcare Wilder Park Formal Gardens. An agreement with District 205 to
to provide fitness, rehabilitation, and Source 1. 2016 Elmhurst Park District Budget provide before-and after-school
health programs for the community. childcare in elementary schools
In 1992, the District won the coveted GOVERNANCE AND
National Gold Medal Award presented ORGANIZATIONAL Sharing a maintenance facility with
the City of Elmhurst, and providing
to outstanding park and recreation STRUCTURE
land for a fire station
agencies.
A community-elected, non-partisan Working with DuPage County to
On September 6, 2003, the Elmhurst Board of Commissioners consisting maintain the Elmhurst portion of
Park District opened the Wagner of seven members constitutes the the Illinois Prairie Path
Community Center. The redevelopment governing board of the Elmhurst Park
Agreement with Elmhurst College
of Berens Park and the opening of The District. Commissioners are elected
to provide an NCAA softball field at
Hub in 2004 with batting cages, mini- to six-year terms and serve without
compensation. The Commissioners elect Salt Creek Park
golf, and a spray ground, occurred prior
to Districts 85th anniversary. In 2003, from among themselves a President Working with District 205 on shared
the new Elmhurst Public Library opened and a Vice President to serve one-year use of tennis courts at Berens Park
in Wilder Park following a land exchange terms. The Park Board of Commissioners
agreement between the District and appoint an Executive Director, a A detailed list of District partnerships can
the City of Elmhurst. In 2007, the District Treasurer, an Assistant Treasurer, an be found in the Appendix C.
received the keys to Wilder Mansion Attorney and a Secretary. The Executive
(former Library), making its ownership Director serves as the Chief Executive
official. The original 1860 home was Officer (CEO) for the Park District and
remodeled without compromising the carries out the policies of the Board.
historic architectural features and now The District has six departments that

DRAFT
BUDGET SUMMARY
In formulating the annual budget, staff
analyze a significant amount of data to
project the next fiscal years revenues and
expenditures. Staff review historical and
current revenue and expenditure trends,
potential new projects and initiatives,
current economic conditions, relevant
changes in the law, and numerous other
factors that impact the budget. The
Districts overall philosophy is to project
revenues and expenses conservatively,
and to use sound financial planning to
achieve the Boards priorities, utilize existing
reserves to maintain assets, take steps and
allocate resources to address competition,
attract and retain customers, and provide
a balanced level of services and programs
expected by the community.
In 2017, the District has the fiscal agility

to use reserves to address capital project
needs, maximize and grow revenue,
ensure adequate staffing, and undertake
key Strategic Plan initiatives for long-term
success. To remain economically stable,
the Districts long-term Budget Plan and
the 2017 budget continue the existing
philosophy and policy of positioning the
District financially so that it can carefully
use available reserves for capital projects
along with a long-term plan to build future
reserves.
As illustrated in the 2017 Budget Summary

by Fund chart in Appendix D, staff project
that the total 2017 budget will have a deficit
of $1,359,337 due to using $1,760,831 from
reserves for capital projects and $75,715
to pay debt that is possible due to the
accumulation of excess reserves over the
established cash and investment targets in
accordance with Board policy. The deficit
occurs because a portion of expenditures
have no revenue offset since the revenues
were received and recorded in previous
years. This deficit is offset with a net
operating surplus of $441,922 mainly to
replenish reserves in the General Fund (with
a $53,193 net surplus), the Recreation Fund
(with a $201,623 net surplus), and Enterprise
Service Fund (with a $141,862 net surplus).

DRAFT
WHERE WE
ARE TODAY
DRAFT
As the community grows, it will become

older, more diverse, and more affluent. The
ANALYZE number of families and households will
grow, but the size of those households will
ENGAGE remain stagnant. Youth population will also

shrink into 2021.
ENVISION Compared to other DuPage County park

districts, the Elmhurst Park District is one
of the largest and most affluent districts.
Compared to those districts with similar
populations, Elmhurst has one of the
largest park and open space inventories,
with only Naperville (2,419 ac.), Woodridge
(620 ac.), and Carol Stream (460 ac.) owning
The Elmhurst Park District is one of 39 / operating more open space. Finally,
park districts within DuPage County in while one of the largest and most affluent
Districts in DuPage County, the tax rate is
northeastern Illinois. The park district 25th out of the 39 districts in the County.
has a total population 46,337 and this In its 458 acres of parks and open space, the
Elmhurst Park District provides a vast array
is expected to increase to 47,282 by of recreational opportunities for residents,
including 18 playgrounds, 28 baseball /
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.
10 | VISION 2020: FOCUS ON THE FUTURE WHERE WE ARE

DRAFT
ANALYZE ENGAGE Throughout this process, the planning

team learned community desires:
The planning team evaluated three During the strategic and comprehensive
Additional indoor sports space
level of service (LOS) measures for planning process, the planning team
including a walking / running track,
the Elmhurst Park District - acreage, conducted a vast amount of community
gymnasium, and fitness.
amenities, park distribution, and indoor engagement. Overall, this process
Enhanced existing indoor space
square footage. The District has an engaged nearly 3,000 individuals in
especially The Abbey Senior
overall acreage LOS of 9.9 acres per 1,000 the process, though this number does
Center (or a new senior center) and
population. This is just slightly less than not account for those who may have
Wagner Community Center.
the recommended benchmark of 11.8 participated in multiple venues. Public
A dog park and outdoor nature
acres per 1,000. Regarding amenity LOS, input included:
center
the park district is well-served when A project website; Improved sports fields and affiliate
compared to benchmarks in almost Three days of stakeholder relationships
all amenities. Development of new interviews and focus groups;
amenities such as picnic shelters, a dog Organizational improvements desired
Three public open houses;
park, a disc golf course, and baseball / include improved communication,
Two online community surveys;
softball fields could, however, improve benefits, and training.
and,
its overall amenity LOS. Regarding One District-wide statistically-valid
park distribution (equitability), 64% of ENVISION
community survey.
park district residents have access to a
Staff and Board also participated heavily During the envision phase, the planning
neighborhood or community park within
in this process. Engagement included: team and staff synthesized all findings
0.5-miles of their home. Compared
from the Analyze and Engage phases
to planning team benchmarks, this is Seven full-time staff meetings; to determine the specific needs and
below average, but when school-parks One organizational culture survey; strategies for the future. The envision
are included in this analysis the LOS Two Board workshops and phase of the process also involved a
increases to 80%. individual interviews; review and revision of the Districts
One full-time staff workshop mission and vision. The Board and staff
Based on the 147,115 square feet Three part-time staff workshops
evaluated, the District has an indoor also established the Districts first-ever
and online survey; values.
recreation space level of service of 2 Four work group staff workshops
square feet per person, and while this and online survey; and, The Board and staff organized and
meets the recommended Chicagoland Two management team workshops structured the tactics for the future
benchmark, it is important to note that and individual interviews. around six themes Parks, Facilities,
none of this space includes community
Programs, Internal Operations,
fitness and wellness space. Sixty-three
Communications, and Finance. Staff
percent (63%) of the 93,600 square feet
reviewed and refined these tactics
of indoor recreation space is dedicated
into the final tactics found in the next
to enterprise services at Courts Plus,
section.
4.3% is dedicated to seniors, 6.5% is
dedicated to preschool programming,
and finally, a little over a quarter remains
for general programming at Wagner.
WHERE WE ARE ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 11

DRAFT
ELMHURST PARK
DISTRICT, LOCATED
IN EASTERN
DUPAGE COUNTY,
COVERS 10.6 SQ.MI. TOTAL POPULATION
WHILE A SEPARATE TAX RATE
TAXING BODY THAN ACRES OF PARK
THE CITY, THEIR AND OPEN SPACE
BOUNDARIES ARE
NEARLY
CONTIGUOUS.
WELCOME
ELMHURST PARK DISTRICT
ELMHURST
NAPERVILLE
WHEATON
CAROL STREAM
LOMBARD
GLEN ELLYN
ADDISON
WOODRIDGE
FACILITIES
DuPage Medical Building 135 Palmer Drive. PARK DISTRICT
Buttereld Park Recreation Building
Crestview Park Recreation Building COMPARISON
Eldridge Park Recreation Building
Smalley Bath House
Wilder Park Recreation Building
Wilder Park Former Administration Building
225 Prospect
Sugar Creek Golf Maintenance Building
COURTS PLUS
THE ABBEY WAGNER
WILDER
MANSION
4 SMALL
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, Center of Performing Arts, Elmhurst Cool Cities Coalition, Crestview
Garden Club, Elmhurst Garden Club, Lizzardo Museum, Ray Graham Association, People For Elmhurst Parks
Foundation, AYSO, Elmhurst Eagles Football, Team Elmhurst, Elmhurst Baseball, Elmhurst Youth Baseball
WEBSITE 3 DAYS INTERVIEWS 3 PUBLIC 2 ONLINE 1 STATISTICALLY

STAKEHOLDERS OPEN HOUSES COMMUNITY SURVEYS VALID SURVEY
+FOCUS GROUPS
1,375 37 107 802 328

VISITORS STAKEHOLDERS PARTICIPANTS RESPONDENTS RESPONDENTS
PUBLIC

47,282 THE POPLUATION IS...
DRAFT
46,337
AGING GROWING BECOMING INCREASINGLY
IN PLACE MORE DIVERSE AFFLUENT
45,419 2016 2020 2016 2020
HOUSEHOLD
INCOME
CURRENT POPULATION ANNAUAL RATE
46,337 WHO IS THE

INCREASE
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
FULL-TIME PART-TIME PART-TIME PART-TIME
FULL-TIME STAFF 3 PART-TIME STAFF STAFF 2 BOARD 4 WORKGROUP 2 MANAGEMENT TEAM

WORKSHOP + WORKSHOPS + SURVEY ORGANIZATIONAL WORKSHOPS+ WORKSHOPS WORKSHOPS +
7 FOCUS GROUPS CULTURE SURVEY INDIVIDUAL INTERVIEWS INDIVIDUAL INTERVIEWS
61 167 170 7 26 9
STAFF STAFF RESPONDENTS BOARD MEMBERS STAFF STAFF
STAFF

DRAFT
KEY PARKS ARE IN FAIR CONDITION, AND THERE IS

ROOM FOR IMPROVEMENT.
FINDINGS Although most parks (54%) were rated as a B (80-89) in the park assessments
(Appendix C), the park system itself is in fair condition with an overall score of 79,
or a C+. Only 5 of the 10 park features within the parks received a B- (Good) rating
ELMHURST PARK or higher, and no single feature received an A rating. On the scientific Community
Survey, 97% of households rated the condition of the parks as either Excellent (38%)
DISTRICT IS THE or Good (59%). These higher ratings are most likely attributed to the specific parks
LARGEST OPEN SPACE they visited most often, which were the larger community parks
AND RECREATION that were also rated high in the park assessment. Community
PROVIDER IN THE input revealed that high priority parks for improvement included:
COMMUNITY. York Commons, Crestview Park and Conrad Fischer Park. It is
Among the four open space providers obvious that the Elmhurst community values their park system
within the community, the Park District and park conditions, which is why 85% of households support
provides nearly 458 acres (47%) of upgrading existing parks and park amenities. Over half (52%)
parks and open space. Open space of households are also willing to fund these upgrades with tax
and recreation is important to the dollars according to the
community, shown by their high park survey. Additionally, a high
use in the scientific Community Survey. priority for the community
During the past 12 months, 88% of are outdoor sports fields
households visited at least one Elmhurst specifically, which 72%
Park District park. The three most visited of households support
parks were Wilder Park, Illinois Prairie upgrading. However, only
Path, and Berens Park. In addition to 31% of households support
COURTS
FIELDS
PLAY-
DRINKING
FOUNTAINS
GREEN
SPACES
NATURAL
AREAS
PARKING
LOTS
PATHS
GROUNDS
REST-
ROOMS
SEATING
AREAS
park open space, 45% of households making these sports fields
participated in recreation programs upgrades using tax dollars.
in the past 12 months, exceeding the THE COMMUNITY WOULD BENEFIT FROM THE
national average of 34%. Overall, 72% of NEW AMENITIES, INCLUDING A DOG PARK AND
households OUTDOOR NATURE CENTER.
use the The top outdoor recreation priorities, according to the survey, are walking and
District biking trails, off-leash dog parks, and an outdoor nature center. Additionally, the lack
for their of a dog park puts the community in a deficiency compared to state and national
indoor and benchmarks. According to community input, the preferred site for the dog park is
outdoor Eldridge Park, but they also may support placing the dog park at Salt Creek Park,
recreation a partnership with another agency, or acquiring land for the amenity. Community
needs and input revealed that the preferred amenities for an outdoor nature center are: hiking
activities. 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.

DRAFT
INDOOR FACILITIES ARE IN FAIR TO GOOD CONDITION, AND THERE IS
ROOM FOR IMPROVEMENT BOTH PHYSICAL IMPROVEMENTS AND SPACE
UTILIZATION.
The existing facility conditions and offerings were assessed and 10 of the
11 facilities (except for Courts Plus which received a B) received a grade
of C+ or lower (see Appendix C). Facilities that were built or underwent
major renovations after 2005 were not included in the assessment. While
most of the facilities on the survey were rated in poor to fair condition,
improving indoor space was listed as the 3rd funding priority in the
scientific Community Survey, and input from the community revealed
that high priorities for desired improvements were at Courts Plus,
Wagner, and Wilder Recreation Building.
THE COMMUNITY IMPROVING AND A NEW OR IMPROVED

WOULD BENEFIT EXPANDING THE SENIOR CENTER IS
FROM ADDITIONAL WAGNER COMMUNITY A HIGH COMMUNITY
NEIGHBORHOOD PARKS. CENTER IS A HIGH PRIORITY.
COMMUNITY PRIORITY. The Abbey received a grade of C+ and
While a leading community open 48% of households also rated The Abbey
space provider, the District does have The Wagner Community Center in Fair condition on the Community
deficiencies in both acreage, and provides 32,000 square feet of the Survey. There is an opportunity for a new
distribution according to the level Districts available recreation space. senior center with the acquisition and
of service (LOS) analysis. In terms of This includes gymnastics, preschool, development of the 135 Palmer Drive
acreage, the District has a 9.9 acre per general programming, dance, teen building (not currently programmed),
1,000 LOS, which is lower than the programming, and music. Wagner and 58% of households are very or
recommended 11.8 acres per 1,000. received a grade of C, and 30% of survey somewhat supportive of developing a
Regarding distribution, 64% of residents respondents rated Wagner in Poor new senior center while 23% are willing
are served by neighborhood parks to Fair condition. Community input to fund the development with tax
within 0.5-miles but this increases to revealed that residents would like to dollars. Community input revealed that
80% when school-parks are included expand Wagner with a gymnasium and there is a preference to renovate the
in the analysis. Because the District is multi-purpose rooms, but prefer a larger downtown 135 Palmer Drive facility and
built out, the potential for additional multi-use sports center to be elsewhere. relocate senior programming there.
neighborhood park development is low, Fifty-percent of households support
but further analysis reveals opportunities developing a new indoor gymnasium
for new park developments in planning facility. This strategy would also support
areas 11, 6 and 8 (see map in Appendix the community preferred preschool /
B). In the future, the community would small recreation buildings strategy of
appear to support acquisition to expand consolidating pre-k programming into
the park system, with 31% of the three facilities (north, central, and south).
community willing to fund acquisition Wagner would serve as the north facility.
of new parks and open spaces with
tax dollars, and 62% very or somewhat
supportive of acquisition in the scientific
Community Survey.
GRAND OPENING!!
WAGNER
INDOOR SPORTS
FACILITY
135
PALMER

DRAFT
THE COMMUNITY THE COMMUNITY DESIRES NEW OR EXPANDED
DESIRES AN INDOOR PROGRAM OFFERINGS, SPECIFICALLY
SPORTS AND WITHIN THE ADULT FITNESS AND WELLNESS,
RECREATION FACILITY. COMMUNITY EVENTS, AND ADULT CONTINUING
EDUCATION PROGRAM AREAS.
The District currently provides preschool, In the scientific Community Survey, indoor fitness facilities / amenities and adult
fitness, gymnastics, and general fitness and wellness programs were the top two priorities for each household
programming / recreational space, but composition / segment analyzed (households with children under 10, households
does not offer a community walking with children 10-19, households with no children ages 20-64, and households with
track, gymnasium, or indoor class fitness no children ages 65+). Community events and adult continuing education programs
space for community use. In the scientific were also rated as a high priority for investment, and 29% reported that Program or
Community Survey, the top community facility not offered was a top reason preventing their household from using parks,
priorities, were indoor fitness, walking/ recreation, and sports facilities more often. Providing programs for adults could
running track, gymnasium, indoor include programs such as community concerts and computer classes, which are
aquatics, and lap lanes for exercise classified in the Districts program assessment in the Growth lifecycle stage and
swimming. Currently, 29% of the have the ability to continue maturing. Other desired programs are provided below.
community does not participate because
the program or facility they desire OPPORTUNITIES EXIST TO IMPROVE PART-TIME
is not offered. Development of the STAFF COMMUNICATION AND ENGAGEMENT.
desired indoor space would provide an
opportunity to engage a larger segment In the organizational culture survey results (Appendix D), part-time / seasonal
of the community. Most households employees disagree or strongly disagree with many statements that indicate they
support using additional funds for the have limited awareness of District-wide happenings or control over happenings.
development of new indoor facilities, Only 8% of full-time employees disagree or strongly disagree that they Know
and 50% support developing a new the Organizations Vision compared to 28% of seasonal employees. Only 15.6%
indoor gymnasium facility, specifically. of full-time employees disagree or strongly disagree that the Organization
The indoor facility needs are also asks what I think compared to 20% part-time and 29% of seasonal employees.
high priorities for the Board, staff, These are opportunities for improvements. Other areas of improvement include
and stakeholders. To accomplish this, communication about the how the organization is doing overall and financially,
community input revealed that the particularly with part-time and seasonal employees. Based on these results, the
preferred strategy to take regarding a planning team facilitated part-time staff workshops and an online survey to dig
new indoor sports facility would be to a little deeper into the key survey results. During the staff workshops and online
construct a new facility at a park site surveys, staff also noted that they desire additional training opportunities and
within Elmhurst, but not Berens Park, or benefits.
acquire land for the indoor facility.
ADULTING 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

DRAFT
ORGANIZATIONAL
STRENGTHS ARE
WORKFORCE FOCUS
AND PROCESS
MANAGEMENT WHILE
STRATEGIC PLANNING
AND CULTURAL
RESULTS NEED
IMPROVEMENT.
In the staff organizational culture survey
(Appendix A), the organizational ratings
are above average in comparison to
agencies nationwide - 90% or more
employees agreed that My Organization
is a Good Place to Work. Overall, while
internally staff understand who their
customers are and regularly ask what
they need and make quick decisions,
customer feedback was an important
opportunity for improvement, as only
58% of staff ask if their customers are
satisfied or dissatisfied with their work.
Across all Departments, except All
Other Areas (Administration, Finance,
HR, IT Marketing and Communications),
awareness about Organizations
Financial Performance is low. Staff were
also a concerned about the speed to
which the agency responds to changing
needs and progress.

DRAFT
OUR
VISION FOR
TOMORROW
18 | VISION 2020: FOCUS ON THE FUTURE OUR VISION

DRAFT
Board and staff members reviewed the

Districts existing mission and vision. They
also established values for the District to
adhere to going forward. These values
will serve as the guiding force for
the creation of the mission
and vision statements as
well as how the District
continues to operate. MISSION
WE ENRICH LIVES
WHILE HAVING FUN.
TO BE A NATIONAL LEADER IN VISION

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.
COMMUNITY-FOCUSED: WE ENGAGE AND

COLLABORATE WITH THE COMMUNITY WE SERVE.
OUR VISION ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 19

DRAFT
OVERVIEW
STRATEGIC The strategic action plan is a living,

dynamic document focused on these six
THEMES themes. For each theme, in a collaborative

workshop setting with staff and through
an iterative process, goals and tactics were
developed and then refined to integrate the
Comprehensive and Strategic Plans findings
and requirements.
These are all integrated into a vision

/ action matrix outlining timelines,
staff responsibilities, relevant themes
and performance metrics and overall
The comprehensive and strategic plan prioritization based on cumulative staff
goals and tactics were developed

feedback.
and structured around the six themes

identified on the following page. These
themes address the Park Districts six
major areas of improvement.

DRAFT
PARKS FACILITIES PROGRAMMING

Meet community needs Meet community needs for Innovative programming to
for parks, open space, and new and existing indoor meet community needs.
outdoor amenities. recreation space.
INTERNAL COMMUNICATION FINANCE

OPERATIONS
Exceptional and consistent Sustainable revenue
Employee growth and guest experience. strategies and funding
development. options.

DRAFT
Mission
Mission Weenrichliveswhilehavingfun.
Weenrichliveswhilehavingfun.
VisionVision Tobeanationalleaderinprovidingmemorableparksandrecreationexperiencestoourcommu
Tobeanationalleaderinprovidingmemorableparksandrecreationexperiencestoourco
THEMES, GOALS, AND

Fun Fun
Values
Wewillinjectfunandpassioninwhatwedoeveryday
Values
Wewillinjectfunandpassioninwhatwedoeveryday
PERFORMANCE MEASUREMENTS
Integrity Integrity Wewillalwaysdotherightthingandwewilldoittherightway
Wewillalwaysdotherightthingandwewilldoittherightway
CustomerServiceExcellence
Wewillexceedcustomerexpectationsconsistentlyandpresentthe'wow'moment
Wewillexceedcustomerexpectationsconsistentlyandpresentthe'wow'moment
CommunityFocused
CommunityFocused Attheendoftheday,it'sallaboutthecommunityweserve
Attheendoftheday,it'sallaboutthecommunityweserve
Themes+Goals
Themes+Goals PerformanceMetric(s)
PerformanceMetric(s
PA PA Parks:Meetcommunityneedsforparks,openspace,andoutdooramenities.
Parks:Meetcommunityneedsforparks,openspace,andoutdooramenities.
PARKS PARKS PA1:Maintainandupdateexistingparks,openspaces,andamenities.
PA1:Maintainandupdateexistingparks,openspaces,andamenities.
Meetcommunityneedforparks,open PA2:Addressopenspaceandamenitydeficienciesandequitability.
Meetcommunityneedforparks,open PA2:Addressopenspaceandamenitydeficienciesandequitability.
space,andoutdooramenities.
space,andoutdooramenities.
PA3:Providenewrecreationalopportunitiestorespondtocommunityneeds.
PA3:Providenewrecreationalopportunitiestorespondtocommunityneeds.
FA FA Facilities:Meetcommunityneedsfornewandexistingindoorrecreationspace.
Facilities:Meetcommunityneedsfornewandexistingindoorrecreationspace.
FACILITIESFACILITIES FA1:Maintainandupdateexistingfacilities.
FA1:Maintainandupdateexistingfacilities.
Meetcommunityneedfornewand
MeetcommunityneedfornewandFA2:Investinnewindoorfacilities/spacestorespondtocommunityneeds.
FA2:Investinnewindoorfacilities/spacestorespondtocommunityneeds.
existingindoorrecreationspace.
existingindoorrecreationspace.
FA3:Optimizeuseofourexistingfacilities.
FA3:Optimizeuseofourexistingfacilities.
PR PR Programming:Innovativeprogrammingtomeetcommunityneeds.
Programming:Innovativeprogrammingtomeetcommunityneeds.
PROGRAMMING
PROGRAMMING PR1:Remainawareofandresponsivetotrends.
PR1:Remainawareofandresponsivetotrends.
Innovativeprogrammingtomeet PR2:Regularlyengagethecommunitytounderstandtheirneeds.
Innovativeprogrammingtomeet PR2:Regularlyengagethecommunitytounderstandtheirneeds.
communityneeds.
communityneeds. PR3:Providesustainable,highqualityandinclusiveprogramofferings.
PR3:Providesustainable,highqualityandinclusiveprogramofferings.
CO CO Communication:Exceptionalandconsistentguestexperience.
Communication:Exceptionalandconsistentguestexperience.
COMMUNICATIONS CO1:Fostera"customerfirst"environment.
COMMUNICATIONS CO1:Fostera"customerfirst"environment.
Exceptionalandconsistentguest
Exceptionalandconsistentguest
CO2:Addresscustomerservicestaffingneeds.
CO2:Addresscustomerservicestaffingneeds.
experience.
experience.
FI FI Finance:Sustainablerevenuestrategiesandfundingoptions.
Finance:Sustainablerevenuestrategiesandfundingoptions.
FINANCE FINANCE FI1:Reviewandimprovecostrecovery.
FI1:Reviewandimprovecostrecovery. .
Sustainablerevenuestrategiesandfunding FI2:Seekalternatesourcesofrevenue.
Sustainablerevenuestrategiesandfunding FI2:Seekalternatesourcesofrevenue.
options. options. FI3:ConsiderpursuingGeneralorRecreationFundreferendum.
FI3:ConsiderpursuingGeneralorRecreationFundreferendum.
IO IO InternalOperations:Employeegrowthanddevelopment.
InternalOperations:Employeegrowthanddevelopment.
INTERNALOPERATIONS IO1:Continuetoinvestintraining,continuingeducationandpersonaldevelopmentprograms.
INTERNALOPERATIONS IO1:Continuetoinvestintraining,continuingeducationandpersonaldevelopmentprograms.
Employeegrowthanddevelopment. IO2:Improveinternalcommunication.
Employeegrowthanddevelopment. IO2:Improveinternalcommunication.
IO3:Improveemployeebenefits.
IO3:Improveemployeebenefits.
IO4:Becomeamoredatadrivenorganization.
IO4:Becomeamoredatadrivenorganization.
IO5:IncreasefocusonDistrictwidesuccessionplanning.
IO5:IncreasefocusonDistrictwidesuccessionplanning.

DRAFT

DRAFT
ACTION STRATEGY MATRIX: YEAR 1

Year1
Theme Goals Tactics EPDValues Cost Duration Anticipate
PA PA1,PA2 3.1:Builddogpark. Fun,CommunityFocused $$$
CommunityFocused,Customer
PA PA1 1.1aUpdateConradFischerPark $$$
ServiceExcellence
PA PA1 1.1bUpdateCrestviewParkplayground,athleticcourts,andseatingareas. $$$
ServiceExcellence
FA2,PR1,PR2, 2.4:Explorefacilitypartnershipstoincreaseandmee
1.1cImproveathleticfields,includingbackstopsandnets,atVanVoorst,YorkCommonsPark,and FA
PA PA1 PR3 indoorsportsfacility,etc.)
$$
Butterfield ServiceExcellence
FI FI2
CommunityFocused,Customer 2.4:Developsponsorshipplantoevaluatetruespons
FA FA3,PR1,PR3 3.1:Conductindoorspaceutilizationstudyanddeterminefutureuseofallfacilities. $$
ServiceExcellence
PA PA2
CommunityFocused,Customer 2.1:Exploreopenspacepartnershipstoincreasecom
FA FA2,PR1,PR2 1.1a:UpdateWagnerCommunityCenterMasterPlan. FA2,PR1,PR2, 2.4:Explorefacilitypartnershipstoincreaseandmeetfacilityspaceneeds(ex:performingartsfacility,
$$ Communit
FA ServiceExcellence,Integrity
PR3 indoorsportsfacility,etc.) ServiceE
2.2:AnnuallyconducttheMalcolmBaldrigeSurveyt
IO IO2
FA FA2,PR1,PR2 2.1:DeterminefutureuseofPalmerDrivesite/building. $$
organizationalcultureandstrategiestoaddressit
ServiceExcellence,Integrity
FI FI2 2.4:Developsponsorshipplantoevaluatetruesponsorablevalueandviablesponsors Integrity,
PA PA3,PA2
CommunityFocused,Customer 3.2:Studythefeasibilityofanoutdoornaturecenter
FA FA2,PR1,PR3 2.2a:Determineapproachtoindoorsportsfacility. $$$$ Customer
PA PA2 ServiceExcellence
2.1:Exploreopenspacepartnershipstoincreasecommunityofferings
FA2,PR1,PR2, 2.4:Explorefacilitypartnershipstoincreaseandmeetfacilityspaceneeds(ex:performingartsfacility, CommunityFocused,Customer
FA $$$
PR3 indoorsportsfacility,etc.) ServiceExcellence,Integrity
IO IO5
Fun,CommunityFocused, 5.1:Establishcrosstrainingandjobshadowprogram
PR PR1,PR2,PR3 3.1:InvestigateandofferprogramsidentifiedashighprioritiesinCommunitySurvey $$
2.2:AnnuallyconducttheMalcolmBaldrigeSurveytogainemployeefeedbackandcontinueassessing
IO IO2 CustomerServiceExcellence
FI FI2 organizationalcultureandstrategiestoaddressit
2.4:Developsponsorshipplantoevaluatetruesponsorablevalueandviablesponsors Integrity,CommunityFocused TBD
PR PR1
CustomerServiceExcellence, 1.3:Establishtargetfornewprogramofferings,and
CO CO1 1.1:Establishadistrictwidecustomerservicemodel. $ Integrity
PA PA3,PA2 CommunityFocused,Fun
3.2:Studythefeasibilityofanoutdoornaturecenter
CustomerService,Community Com
PA PA2 2.1:Exploreopenspacepartnershipstoincreasecommunityofferings $$
Focused
IO IO2
CustomerServiceExcellence, 2.3:Institutenonstructuredopportunitiesfororgan
CO CO1,IO1,IO2 2.2:Evaluatestaffingstructuretoidentifyandprioritizecustomerservicetraining/hiringneeds $ Fun,Integr
IO IO5 Integrity
5.1:Establishcrosstrainingandjobshadowprogram
IO IO2 Integrity $
organizationalcultureandstrategiestoaddressit 4.3:Conductannualbenchmarkingstudycomparing
IO IO4
FI FI3 3.1:Determineapproachtoreferendum Integrity,CommunityFocused metricsTBD
PR PR1 1.3:Establishtargetfornewprogramofferings,andprovideincentivesforstaff
Integrity,CustomerService, Fun,Co
PA PA3,PA2 3.2:Studythefeasibilityofanoutdoornaturecenter $$
CommunityFocused
PR PR2 2.1:Implementrewardsprogramtoincentivizeparti
FI FI1 1.2:Analyzecostrecoverydatatomaximizerevenuepotential Integrity,CommunityFocused $
IO IO2 2.3:Institutenonstructuredopportunitiesfororganiccommunication(e.g.HallwayBuddies)
Fun,Integrity,CustomerService Fun,Co
IO IO5 5.1:Establishcrosstrainingandjobshadowprogram $
Excellence
FI FI1 1.1:Implementcostrecoverygoals 4.3:ConductannualbenchmarkingstudycomparingEPDmetricstobestpracticeNRPAfieldreport
Integrity,CommunityFocused $ Custome
IO IO4
PR PR1 metrics
1.3:Establishtargetfornewprogramofferings,andprovideincentivesforstaff TABLELEGEND/KEY
Fun,CommunityFocused $ Com
COST
Integrity,CustomerService
IO IO4,IO5 4.1:Utilizeadditionaldataandanalyticsforplanningandmonitoringperformance
PR PR2 $
2.1:Implementrewardsprogramtoincentivizeparticipation $
$0$25,000 Fun,Co
Excellence,CommunityFocused
IO IO2 2.3:Institutenonstructuredopportunitiesfororganiccommunication(e.g.HallwayBuddies) $$
Fun,CommunityFocused
$25,001$99,999 $
$$$ $100,000$499,999
IO IO3 3.1:Implement2017CompensationStudy Integrity $$$$ $$$
>$500,000
4.3:ConductannualbenchmarkingstudycomparingEPDmetricstobestpracticeNRPAfieldreport CustomerServiceExcellence,
IO IO4 $
metrics CommunityFocused
TABLELEGEND/KEY TIMEFRAME/DURATION
IO IO3 3.2:Expandbenefitsofferedtoparttimestaff Integrity TBD
6months(0)
COST
PR PR2 2.1:Implementrewardsprogramtoincentivizeparticipation $ $0$25,000 Fun,CommunityFocused
6months1year(25)$
$$ $25,001$99,999 Fun,CustomerServiceExcellence, 13years(50)
IO IO1 1.1:EstablishandinvestinDistrictwidetrainingplanforalllevelsofstaff $$
$$$ $100,000$499,999 CommunityFocused,Integrity 35years(75)
$$$$ >$500,000 5years(100)
TABLELEGEND/KEY TIMEFRAME/DURATION PROGRESS

COST 6months(0) Started(10)
$ $0$25,000 6months1year(25) Ongoing(50)
$$ $25,001$99,999 13years(50) Completed(100)
$$$ $100,000$499,999 35years(75) Delayed/Stopped(0)
$$$$ >$500,000 5years(100)
TIMEFRAME/DURATION PROGRESS
6months(0) Started(10)
6months1year(25) Ongoing(50)
13years(50) Completed(100)
24 | VISION 2020: FOCUS ON THE FUTURE
35years(75) Delayed/Stopped(0) OUR VISION
5years(100)
PROGRESS
DRAFT
Year1
Timeframe Department/Staffing
ration AnticipatedStart AnticipatedCompletion Reporting Lead StaffGroups Implementation Progress

DRAFT
ACTION STRATEGY MATRIX:

YEAR 2-5
Yea
Theme Goals Tactics EPDValues Cost Duration
1.2:Updatecapitalimprovementplanforparksandfacilitiesandimprove/replaceparksandfacilities CommunityFocused,Customer
FA/PA FA1,PA1 $
withlowscorestoimproveoverallsystem. ServiceExcellence
FA FA2,PR1,PR3 2.2:Expandcommunityindoorrecreationspace. $$$$
ServiceExcellence
FA FA1,PR2 1.1:Updatefacilitymasterplans $$
ServiceExcellence,Integrity
CO CO2,IO2 2.1:Refinecustomerservicestaffhiringpoliciesandpractices CustomerServiceExcellence $
Integrity,CommunityFocused,
PR PR1 1.2:Remaincurrentwithandinvestinindustryandinnovativetrends $
PR PR2 2.2:Gatherongoingfeedbackfromparticipantsandcommunityonprogramwants/needs $
ServiceExcellence
FI FI2 2.2:Exploreandpursuegrants Integrity,CommunityFocused $
FI FI2 2.3:Exploreandpursuepartnerships Integrity,CommunityFocused $
2.3:Explorelocationsfornewamenitiestomeetlevelofservicebenchmarksandfulfillamenity CommunityFocused,Customer
PA PA2 $$$
deficiencies ServiceExcellence
Fun,CustomerServiceExcellence,
IO IO5 5.2:Createpolicyandtrainingcurriculumforfutureleaders $
CommunityFocused,Integrity
FI FI3 3.2:Hirefirmtoassistdistrict Integrity,CommunityFocused TBD
PR PR3 3.3:Exploreprogrammingpartnerships(identifyprogrampartnershipindetail) CommunityFocused $
IO IO4,IO2 4.2:Trackperformancemetricstoenhanceefficiencies,productivity,andcustomerloyalty TBD
Excellence
IO IO1 1.2:Definegrowthexpectationsforeachjobdescription $
Excellence
IO IO2 2.1:Utilizeappsforemployeecommunications CustomerServiceExcellence,Fun TBD
PA PA1 1.2:Developathleticfieldstudy Integrity,CommunityFocused $$
Integrity,CustomerService,
PA PA2,PA1 2.2:EstablishaDistrictwidelevelofservicepolicy $
CommunityFocused
PR PR3 3.2:Addresstherecommendationsintheprogramassessment Integrity,CommunityFocused $
CustomerServiceExcellence,
CO CO1,CO2 2.3:Unitecustomerserviceandregistrationstaffintoonedepartment $
CommunityFocused
FA2,PR1,PR2, CommunityFocused,Customer
FA 2.3:Undertakeaneedsassessmentandcreateafinancialandfacilityplanfornewseniorcenterfacility $$
PR3 ServiceExcellence,Integrity
FI FI1 1.3:Reviewandannuallyupdatecostrecoverymodelgoalsbasedonactuals Integrity,CommunityFocused $
Integrity,CustomerService,
PA PA1 1.3:Developparkdesignguidelines $
CommunityFocused
IO IO1 1.3:Establishpersonaldevelopmentplansandcoachingprogramforemployees Fun,Integrity $
Integrity,CommunityFocused,
PR PR2 2.3:UpdatetheCommunityNeedsAssessmenteveryfiveyears $$$

DRAFT
ar25
Timeframe Department/Staffing
AnticipatedStart AnticipatedCompletion Reporting Lead StaffGroups Implementation Progress

PR3 indoorsportsfacility,etc.)
FI FI2 2.4:Developsponsorshipplantoevaluatetruespons
DRAFT
PA PA2 2.1:Exploreopenspacepartnershipstoincreasecom
FA2,PR1,PR2, 2.4:Explorefacilitypartnershipstoincreaseandmeetfacilityspaceneeds(ex:performingartsfacility, Communit
FA
PR3 indoorsportsfacility,etc.) ServiceE
2.2:AnnuallyconducttheMalcolmBaldrigeSurveyt
IO IO2
organizationalcultureandstrategiestoaddressit
FI FI2 2.4:Developsponsorshipplantoevaluatetruesponsorablevalueandviablesponsors Integrity,
PA PA3,PA2 3.2:Studythefeasibilityofanoutdoornaturecenter
Customer
FA2,PR1,PR2, PA PA2 2.1:Exploreopenspacepartnershipstoincreasecommunityofferings
FAFA FA2,PR1,PR2,2.4:Explorefacilitypartnershipstoincreaseandmeetfacilityspaceneeds(ex:performingartsfacility,
2.4:Explorefacilitypartnershipstoincreaseandmeetfacilityspaceneeds(ex:performingartsfacility, CommunityFocused,Customer
CommunityFocused,Customer $$$
PR3 indoorsportsfacility,etc.) ServiceExcellence,Integrity $$$
PR3 indoorsportsfacility,etc.) IO ServiceExcellence,Integrity
IO5 5.1:Establishcrosstrainingandjobshadowprogram
IO IO2
FI FI FI2FI2 organizationalcultureandstrategiestoaddressit
PR PR1 1.3:Establishtargetfornewprogramofferings,and
Integrity
PA PA3,PA2 3.2:Studythefeasibilityofanoutdoornaturecenter
CustomerService,Community
PAPA PA2 2.1:Exploreopenspacepartnershipstoincreasecommunityofferings CustomerService,Community $$ Com
PA2 2.1:Exploreopenspacepartnershipstoincreasecommunityofferings Focused $$
IO IO2 Focused 2.3:Institutenonstructuredopportunitiesfororgan
Fun,Integr
IO IO5 5.1:Establishcrosstrainingandjobshadowprogram
IO IO IO2IO2 2.2:AnnuallyconducttheMalcolmBaldrigeSurveytogainemployeefeedbackandcontinueassessing Integrity $
organizationalcultureandstrategiestoaddressit Integrity $
4.3:Conductannualbenchmarkingstudycomparing
organizationalcultureandstrategiestoaddressit IO IO4
metrics
PR PR1 1.3:Establishtargetfornewprogramofferings,andprovideincentivesforstaff
Integrity,CustomerService, Fun,Co
PAPA PA3,PA2 3.2:Studythefeasibilityofanoutdoornaturecenter Integrity,CustomerService, $$
PA3,PA2 3.2:Studythefeasibilityofanoutdoornaturecenter $$
CommunityFocused
CommunityFocused
PR PR2 2.1:Implementrewardsprogramtoincentivizeparti
IO IO2 2.3:Institutenonstructuredopportunitiesfororganiccommunication(e.g.HallwayBuddies)
Fun,Integrity,CustomerService Fun,Co
Fun,Integrity,CustomerService
IO IO IO5IO5 5.1:Establishcrosstrainingandjobshadowprogram
5.1:Establishcrosstrainingandjobshadowprogram $
Excellence
Excellence
4.3:ConductannualbenchmarkingstudycomparingEPDmetricstobestpracticeNRPAfieldreport Custome
IO IO4
PRPR PR1 metrics
1.3:Establishtargetfornewprogramofferings,andprovideincentivesforstaff TABLELEGEND/KEY
Fun,CommunityFocused Com
PR1 1.3:Establishtargetfornewprogramofferings,andprovideincentivesforstaff Fun,CommunityFocused $
COST
PR PR2 $
2.1:Implementrewardsprogramtoincentivizeparticipation $0$25,000 Fun,Co
IO IO IO2IO2 2.3:Institutenonstructuredopportunitiesfororganiccommunication(e.g.HallwayBuddies)
2.3:Institutenonstructuredopportunitiesfororganiccommunication(e.g.HallwayBuddies) $$
$25,001$99,999 $
$$$ $100,000$499,999
4.3:ConductannualbenchmarkingstudycomparingEPDmetricstobestpracticeNRPAfieldreport
$$$$ >$500,000
CustomerServiceExcellence,
4.3:ConductannualbenchmarkingstudycomparingEPDmetricstobestpracticeNRPAfieldreport CustomerServiceExcellence,
IO IO IO4IO4 $
metrics
metrics CommunityFocused
CommunityFocused
TABLELEGEND/KEY TIMEFRAME/DURATION
COST 6months(0)
PRPR PR2
PR2 2.1:Implementrewardsprogramtoincentivizeparticipation
2.1:Implementrewardsprogramtoincentivizeparticipation$ $0$25,000
6months1year(25)$
$$ $25,001$99,999 13years(50)
$$$ $100,000$499,999 35years(75)
$$$$ >$500,000 5years(100)
TABLELEGEND/KEY
TABLELEGEND/KEY TIMEFRAME/DURATION PROGRESS
COST
COST 6months(0) Started(10)
$$ $0$25,000
$0$25,000 6months1year(25) Ongoing(50)
$$$$ $25,001$99,999
$25,001$99,999 13years(50) Completed(100)
$$$
$$$ $100,000$499,999
$100,000$499,999 35years(75) Delayed/Stopped(0)
$$$$
$$$$ >$500,000
>$500,000 5years(100)
TIMEFRAME/DURATION
TIMEFRAME/DURATION PROGRESS
6months(0)
6months(0) Started(10)
6months1year(25)
6months1year(25) Ongoing(50)
13years(50)
13years(50) Completed(100)
35years(75)
35years(75) Delayed/Stopped(0)
5years(100)
5years(100)
PROGRESS
PROGRESS
Started(10)
Started(10)
Ongoing(50)
Ongoing(50)
Completed(100)
Completed(100)
Delayed/Stopped(0)
Delayed/Stopped(0)

DRAFT

APPENDIX A:
ENGAGE PHASE
SUMMARY
30 | VISION 2020: FOCUS ON THE FUTURE APPENDIX A

METHODOLOGY
Project Website
The project website introduced the public to the planning
process and keep them apprised of the progress. The website
hosted approved interim deliverables, announced dates for
meetings, and linked to social media and online surveys.
Key Stakeholder Interviews and Focus Groups

In October 2016, the planning team facilitated three days of stakeholder interviews and focus group discussions to collect
input from local business, community, and affiliate group organizations. Stakeholders who could not attend the in-person
interviews provided their input via phone with the planning team.
Public Open Houses

The District and planning team facilitated three public open houses during this planning process. The first, held October 19,
2016, introduced the public to the planning process and gathered initial community input on interests and the direction for
the future. The second, held March 1, 2017, presented an overview of initial analysis and community input results, and the
third, held May 2, 2017, presented potential strategies and the gathering of input on community priorities.
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 at a 95% level of confidence and a 5.4% margin of error.
Online Community Surveys

Two online community surveys were facilitated during the planning process. The first was a supplement to the statistically-
valid District-wide survey. A matching non-statistical survey was administered for the general population and received
374 responses. An overwhelming majority of respondents were female (74%) and were between the age of 35 and 54
(58.3%). The second online community survey was administered between May 15, 2017, and May 30, 2017. This survey was
a supplement to the third public open house and provided an opportunity for the community to prioritize potential action
items.
Board of Commissioners Interviews and Workshop

In October 2016, the Park District Board of Commissioners participated in individual interviews with the planning team
to provide their input regarding parks, programs, facilities, and operations. All seven Commissioners participated in the
interviews. Two additional Board workshops were held on February 13, 2017, and April 10, 2017.
Full- and Part-time Staff Workshops

The planning team engaged all levels of staff on multiple occasions throughout the process. In December 2016, the
planning team facilitated seven focus groups with full-time staff members from all departments. In addition, each
member of the management team participated in one-on-one interviews. After the initial engage process, all full-time
staff participated in one additional workshop, the Vision 2020 Work Group participated in four workshops, part-time staff
participated in one of three workshop opportunities, and the management team in two additional workshops. A short
online survey also supplemented the part-time staff workshops, and one Vision 2020 Work Group workshop.
Organizational Culture Survey

In addition to the public online community survey, the planning team facilitated an online full- and part-time / seasonal
staff survey to gather insight into the organizational culture of the Elmhurst Park District. This survey, conducted from
November through early-December of 2016, provided a snapshot of current employee opinion regarding leadership,
strategic planning, customer and market focus, measurement, analysis and knowledge management, workforce focus,
process management, and cultural results.
ENGAGE PHASE SUMMARY ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 31
KEY STAKEHOLDER INTERVIEWS
AND FOCUS GROUPS
Thirty-seven stakeholders participated Stakeholders were concerned about the

in the interview and focus group ability to implement a new facility in a
process. These stakeholders represented fiscally-responsibly way. Some stakeholders
organizations and agencies throughout believe the Elmhurst community is missing
the Elmhurst community out on revenue opportunities by not having
including, but not limited available recreation space, but acknowledge
In preparation for the District-wide to, schools, municipalities, the implementation of new spaces needs
interest groups, and sports to be vetted thoroughly before starting on
community survey, the planning team groups. anything in the future.
facilitated a series of stakeholder The planning team facilitated
interviews and focus groups with key three days of interviews and SENIOR CENTER &
Park District stakeholders. focus groups, but for those PROGRAMS
stakeholders unable to attend
in person, the planning team Nearly all stakeholders acknowledged that
conducted phone interviews to ensure all area seniors desire a new senior center and
key stakeholders had the opportunity to additional programs. However, while there
provide their input and feedback on the was consensus for additional programs,
future of the Elmhurst Park District. there was not consensus about the need
for a new facility. The existing center is
inadequate and needs improvements, but
INDOOR RECREATION stakeholders were unsure of the need for
SPACE an entirely new facility. Some stakeholders
suggest that the renovation of the newly
The most prevalent topic in all stakeholder purchased Palmer Drive facility may provide
conversations was the need for additional an opportunity for seniors. There is a large
or improved indoor recreation space. This senior population, and stakeholders agreed
might have been be due to the recently their needs should be examined closely.
completed City-Park District indoor sports
facility study, but is likely, also because In terms of programming, current
the community recognizes it as a growing programming is focused on social
need. Stakeholders acknowledged that opportunities, but more active, health and
a lack of indoor space is an obstacle they wellness-focused program opportunities
face for expanding programs and activities, are trending upward. Suggestions for senior
increasing partnerships, and providing programming included physical therapy
better services. Overall, there is support for and post-treatment programming for those
more indoor recreation space but the types with chronic illnesses, and seniors / active
spaces needed varied. Spaces mentioned adult health and fitness opportunities.
included athletic space, such as gym, turf
fields, and indoor ice, and multi-purpose
space for classes and rentals.

PARTNERSHIPS organizations when they arent using it. COMMUNICATION
Most available fields are multi-use fields,
Stakeholders agreed that, particularly so soccer and baseball share space. The Communication between the Park
at the staff level, agencies within lack of dedicated soccer and baseball District and stakeholders respective
the Elmhurst community work well space causes scheduling conflicts. Soccer agencies received both praise and
together and have strong partnerships. organizations use baseball outfields for critiques during the interview process.
Stakeholders involved in existing soccer practice, but would like to see Edwards / Elmhurst Health, Elmhurst
partnerships are satisfied with the Park more dedicated soccer fields instead. College, and City of Elmhurst staff
Districts communication and work representatives noted that accessibility
to avoid duplication, and believe its While stakeholders were critical of field to Park District staff allows for positive
partnerships help all agencies to serve conditions, they recognize that it isnt two-way communication between
the community to the best of their the results of a lack of trying. They noted their agencies and the District.
abilities. Stakeholders would like to see that they dont believe the District has Communication could be improved
existing partnerships strengthened and the staff needed to maintain adequate between the District and affiliate
new partnerships established. Specific attention to the fields and suggested groups as it relates to schedules and
relationships that could be improved the need for a dedicated staff person maintenance responsibilities.
include those with the City of Elmhurst or group. Improved communication
and sports affiliates. Suggested new about responsibilities may also lead to OTHER
partnership opportunities included: improved field maintenance.
Finally, other topics and ideas that arose
Indoor sports facility (Edwards / during stakeholder interviews and focus
Elmhurst Healthcare (EEH), City, YOUTH PROGRAMS groups included praise for the Districts
Affiliates) strong, efficient, communicative staff;
Lizzadro Museum facility Stakeholders recognize that with the desire for additional running and
Hockey (Bensenville Park District) advent of new technologies, youth cycling trails; interest in additional
Swimming (Bensenville Park interests and activities are changing, and natural / passive open spaces; and local
District) they would like to see the Park District partnerships to alleviate stormwater,
Golf (Bensenville Park District) respond to these changes in their flooding, and drainage issues. Other
Senior Citizens Center (County, programs. While team sports are still program opportunities mentioned
EEH, City, other Park Districts) an important facet of youth offerings, include Mind & Body, Golf, Theatre, and
Senior programming (Elmhurst stakeholders recognize that the Park Trips.
Library, EEH) District has the opportunity to get ahead
Teen / Youth programming of the changing trends. The Elmhurst
(Elmhurst Library, Schools) Library, for example, is creating a maker City of Elmhurst youth commission, Elmhurst
Adult special education space in the library basement. The senior commission, Elmhurst library, village of
programming (Elmhurst Library) Library is also exploring opportunities villa park, dupage county
Health and Wellness Programming for a culinary education center, as ic catholic prep, school district 205, Elmhurst
(EEH) cooking class attendance, cook book college
Running / Walking Track (EEH) rentals, and cooking equipment rentals Elmhurst chamber of commerce, Edwards /
Environmental Education (Cool have increased in recent years. The Elmhurst healthcare, active trans / Elmhurst
Cities, Schools) bike club, greenman theatre, Elmhurst symphony,
School District is expanding their STEAM Elmhurst chorale union, center of performing
(Science, Technology, Engineering, arts, Elmhurst cool cities coalition, Crestview
garden club, Elmhurst garden club, lizzardo
SPORTS FIELDS Arts, and Math) offerings. Stakeholders museum, ray graham association, people for
encouraged the Park District to explore Elmhurst parks foundation
Stakeholders were concerned with new offerings or expand successful / ayso, Elmhurst eagles football, team Elmhurst,
the condition, quantity, and location popular youth offerings, including: Elmhurst baseball, Elmhurst youth baseball
of sports fields. They dont think they Maker spaces and classes (Elmhurst
get sufficient value out of the fields Library partnership)
for what they pay. Baseball fields are Culinary education (Elmhurst
consistently wet / poorly drained, Library partnership)
have divots between the infields and Environmental education programs
outfields, and are not maintained Geo-caching
as well as stakeholders have seen in Gem collecting (Lizzadro Museum
neighboring communities. There are partnership)
also only two 90 baseline fields available Sports and Fitness: Golf, Lacrosse
within Elmhurst, and one is dedicated Bike education
to the College; however, the College Career pathways courses for teens
indicated that they are open to and (Elmhurst Library and School
encourage the use of their field by other District 205 partnership)
PUBLIC OPEN HOUSES
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 total. 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
participated in. On a second board,
October 19, 2016 at The Abbey Senior
In addition to informational display they were asked to place a dot
Center. The purpose of this open house
boards, attendees had the opportunity sticker next to a program area they
was to provide the community with an
to provide their initial thoughts and wanted to see expanded.
introduction to, and overview of, the
comprehensive and strategic planning ideas at interactive stations. 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.

OPEN HOUSE 2 Findings: Attendance at this meeting
was the same as the first meeting, but
Following the completion of the Analyze participation in the interactive stations
and Engage phases, the planning team was limited, therefore no significant
facilitated a second public open house conclusions could be made regarding
at The Abbey Senior Center on March planning priorities; however, the
1, 2017. The purpose of this open house meeting did provide an opportunity
was to present preliminary analysis for the residents to hear a presentation
and community engagement findings. about the planning process and have
Sixteen community members, including their questions and concerns answered
two Commissioners, attended this by the planning team. Attendees did
meeting. provide thoughts and ideas via comment
cards. Key issues and opportunities
Process: The planning team complied include:
informational display boards that
New amenities such as a dog park,
Each presented the Analyze and Engage
Findings which included, but were not or convention center.
open house limited to: New senior center facility - consider
Palmer Drive facility.
had a different Park Level of Service
Individual Park Evaluations Current facilities are inadequate
purpose and Facility Level of Service and need to look like Future
content, but all were

Individual Facility Evaluations
District-wide Community Survey
Ready facilities that are adaptable
to changing trends (seniors, fitness,
facilitated in the same self- results related to park, facility, and etc.).
program priorities.
guided open house format. Improve the use of Berens Park.
In addition to informational display
New intergenerational sports
boards, attendees had the opportunity
Findings: Participation in the interactive facility.
to provide feedback on specific topics
stations was limited, therefore no from the Analyze and Engage phases at Park stewardship program.
significant conclusions could be made interactive stations. These interactive
regarding program participation and stations included:
expansion; however, attendees did OPEN HOUSE 3
provide their thoughts via comment New Amenity Map: Attendees were
cards. Key issues and opportunities asked to identify new amenities on The final public open house(s)
noted included: a large map of the District. occurred on May 2, 2017. Two different
Facility Improvement: Attendees opportunities were provided to residents
The need to preserve passive
were asked to provide their ideas on this day - one morning session at the
open space and provide more
regarding improvements to Wagner Community Center and one late
opportunities to connect with
existing facilities. afternoon / evening session at Courts
nature.
Plus.
Providing meditation opportunities New and Existing Facility Priorities:
and programming. Attendees were asked to place The purpose of this open house was
stickers identifying different types to gather feedback on park, facility,
The need for more indoor of indoor recreational spaces they and program priorities and present
recreation space. desired and where they would like various action items / scenarios to the
Creating public and private to see them. community. Seventy-five community
opportunities for parks and open Program Priorities: Attendees members participated in the two
spaces. were asked to use post-it notes sessions.
A new senior center and associated to provide their ideas regarding
services. potential program improvements
within three categories Adult
More art programs.
Fitness and Wellness, Community
New amenities such as a dog Events, and Adult Continuing
park, disc golf course, bocce, and Education Programs. These
horseshoe courts. program areas were listed as the
Improving outdoor aquatics. highest priorities for residents
in the District-wide Community
Survey.
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
STATISTICALLY-VALID
SURVEY
ETC Institute administered a needs The scientific Community Survey and

its results will guide the Elmhurst Park
The goal was to obtain completed
surveys from at least 325 residents. The
assessment survey for the Elmhurst District in making improvements to goal was exceeded with a total of 328
existing and future parks, trails, and residents completing the survey. The
Park District during the fall of 2016. recreational programs to best serve overall results for the sample of 328
The survey was administered as the needs of residents. The survey will households have a precision of at least
also help the District better understand +/5.4% at the 95% level of confidence.
part of the Districts efforts to plan residents priorities for parks, trails, The survey is statistically-meaningful and
the future for parks and recreation recreation programs, and facilities within
the community.
valid at a 0.05 probability level.
opportunities. In addition to the statistically-valid

survey, the survey was available on the
METHODOLOGY Vision 2020 website for the general
public. These responses were collected
ETC Institute mailed a survey packet independently from the statistically-valid
to a random sample of households survey, and those results are summarized
in the Elmhurst Park District. Each in the next section of this document.
survey packet contained a cover letter,
a copy of the survey, and a postage The final survey report, with all visual
paid return envelope. Residents who charts, can be found in Appendix D:
received the survey were given the Supplemental information. The final
option of returning the survey by mail survey report contains:
or completing it online at bit.do/ Charts showing the overall results
elmhurstparkdistrictsurvey. Statistical of the survey (Section 1)
validity was based on address points and
phone numbers. Email addresses were Priority Investment Rating (PIR) that
not included as criteria for statistical identifies priorities for facilities and
programs (Section 2)
validity. The survey results align with the
overall community demographics. Benchmarking analysis comparing
the Districts results to national
Ten days after the surveys were mailed, results (Section 3)
ETC Institute sent emails and placed
Tabular data showing the overall
phone calls to the households that
results for all questions on the
received the survey to encourage
survey (Section 4)
participation. The emails contained a
link to the online version of the survey A copy of the survey instrument
to make it easy for residents to complete (Section 5)
the survey. To prevent people who
were not residents of the Elmhurst Park The major findings of the survey are
District from participating, everyone summarized below and on the following
who completed the survey online was pages.
required to enter their home address
prior to submitting the survey. ETC
Institute then matched the addresses OVERALL FACILITY
that were entered online with the USE
addresses that were originally selected
Overall Use: Eightyeight percent
for the random sample. If the address
(88%) of households surveyed indicated
from a survey completed online did not
they had visited any of the Elmhurst
match one of the addresses selected for
Park Districts parks during the past 12
the sample, the online survey was not
months. The three most visited parks
counted.
were Wilder Park, Illinois Prairie Path, they participated in during the past Newspaper articles (43.2%) and from
and Berens Park. Overall, a majority 12 months. Twentytwo (22%) of friends and neighbors (34.5%) were
of respondents (97%) indicated the respondents indicated the program or key mechanisms for Households with
condition of the parks, trails, and activity was excellent, 64% indicated no Children (20-64), and newspaper
facilities they have visited was either the program or activity was good, articles (43.6%) and Park District print
excellent (38%) or good (59%). 12% indicated they were fair, and 2% newsletters (41.0%) were key mechanism
Fortyfive percent (45%) of respondents indicated the program or activity they for Households with no Children 65 and
indicated they visited Elmhurst Park participated in was poor. older.
District parks, trails and facilities
weekly during the past year, 9% visited The majority of households participating All households prefer to continue using
daily, 30% monthly, and 16% less than in Park District programs are Households the Park District program brochure
monthly. with Children (under 10). The majority of to learn about District programs and
all households types have participated in activities.
ETC Institute estimates more than 2-3 programs / activities (41%+). Location
10,000 households in the Elmhurst Park of the program facility is the most
District have visited Wilder Park and important reason for participation for all BARRIERS TO PARK,
Illinois Prairie Path during the past year. households types. FACILITY, AND
Respondents who visited parks, trails, PROGRAM USAGE
and facilities offered by the Elmhurst
Park District during the past year were ORGANIZATIONS AND Respondents were asked from a list
asked to rate the condition of the ones FACILITIES USED of 20 potential reasons to identify
they have used. The following three FOR PARKS AND what prevents them from using parks,
parks, trails, and facilities received the recreation, and sports facilities offered
RECREATION
highest rating, based on the sum of by the Elmhurst Park District more often.
excellent and good responses: Wilder Nearly threequarters of respondents The top four reasons selected were:
Mansion (99%), Wilder Park (99%), Berens (72%) indicated their household uses lack of time (34%), programs are not at
Park (95%). the Elmhurst Park District for indoor convenient times (32%), fees are too high
and outdoor recreation and sports (24%), and classes are full (20%).
activities. The top three organizations,
PROGRAM not including the Elmhurst Park District, Classes full and time programs are
PARTICIPATION AND households use most often include: offered are the biggest barriers for
Households with Children (under 10).
RATINGS DuPage County Forest Preserve District
The top barrier for Households with
(35%), neighboring communities or
Overall Participation: Fortyfive Children (10-19) is that the program or
other park districts (34%), and places of
percent (45%) of households surveyed facility isnt offered. Households with no
worship (24%).
indicated that they had participated Children (20-64) and those over 65 are
in recreation programs offered by the too busy.
Elmhurst Park District during the past 12 MARKETING AND
months. This is significantly above the COMMUNICATION AMENITY NEEDS AND
national average of 34%.
Not surprisingly, most District PRIORITIES
Use: When asked how many different households (86%) learn about the
recreation programs or activities their Amenity Needs: Respondents were
Elmhurst Park District programs and
household participated in, 22% of asked to identify if their household
activities via the Park District program
respondents who had participated in had a need for 27 recreation amenities
brochure. Other key outreach methods
a program within the past 12 months and rate how well their needs for each
include the Park District website (44.2%),
indicated they participated in one were currently being met. Based on
from friends and neighbors (40.5%), and
program, 44% participated in 23 this analysis, ETC Institute was able to
newspaper articles (34.5%).
programs, 20% participated in 46 estimate the number of households in
programs, and 14% participated in seven While the brochure was also the top the community that had the greatest
or more programs. Over half (69%) of communication mechanism for all unmet need for various amenities.
respondents indicated the reason they households, cross tabulations revealed
The three recreation amenities with the
participate is because of the location of that the website (71.3%) and from friends
the program facility, 57% indicated it was highest percentage of households that
and neighbors (57.5%) were the top 2
the cost of the program or activity, and indicated a need for the amenity were:
and 3 mechanisms for Households with
40% indicated it was because of the time walking and biking trails (76%), indoor
Children (under 10). The community
the program is offered. Respondents fitness (61%), and indoor running and
banners / signs (43.9%) and District
were then asked to indicate the quality walking tracks (47%). When ETC Institute
website (41.5%) were key mechanisms
of the recreation programs or activities analyzed the needs in the community,
for Households with Children (10-19).

Indoorlaplanesforexerciseswimming(PIR=101)
The chart belowshows the Priority Investment Rating for each of the 27facilities/amenities
thatwereassessedonthesurvey.
Based on the sum of respondents

top our choices, the three most
important indoor amenities to
residents were: Indoor fitness (54%),
indoor running and walking track Outdoor
(41%), and indoor gymnasium (25%).

only one amenity, walking and biking
trails, had a need that affected more
than 12,000 households. ETC Institute
estimates a total of 12,677 of the 16,769
households in the Elmhurst Park District
have unmet needs for walking and
biking trails.
Amenity Importance: In addition

to assessing the needs for each
amenity, ETC Institute also assessed
the importance that residents placed
on each amenity. Based on the sum of
respondents top four choices, the three ProgrammingNeedsandPriorities
Walking and biking trails were also Households with Children (Under
most important amenities to residents identified as the most important amenity 10)
were: walking and biking trails (60%), ProgrammingNeeds.Respondentswerealsoaskedtoidentifyiftheirhouseholdhadaneedfor
for all other household types.
Indoor Fitness
30recreationalprogramsandratehowwelltheirneedsforeachprogramwerecurrentlybeing
indoor fitness (54%), and indoor running
met.Basedonthisanalysis,ETCInstitutewasabletoestimatethenumberofhouseholdsinthe
Priorities for Facility Investments: Playground
and walking tracks (41%). communitythathadunmetneedsforeachprogram.
The Priority Investment Rating (PIR) was Indoor Gymnasium
Indoor Amenities. The Elmhurst Park developed by ETC Institute to provide
Thethreeprogramswiththehighestpercentageofhouseholdsthathadneedswere:adultfitness
Outdoor Pool
District asked its residents to indicate organizations with an objective
and wellness programs tool
(62%), community events (56%), and adult continuing education
for evaluating the priority that should Indoor Aquatics
which indoor amenities are most programs(33%).Inadditiontohavingthehighesttotalneed,thesamethreeprogramshavethe
important to their household. Based be placed on Parks and Recreation Households with Children (10-19)
on the sum of respondents top four investments. The Priority Investment Dog Park
Pagev
choices, the three most important Rating (PIR) equally weights (1) the Indoor Fitness
indoor amenities to residents were: importance that residents place on
Indoor Running / Walking Track
indoor fitness (54%), indoor running amenities and (2) how many residents
have unmet needs for the amenity. Indoor Gymnasium
and walking track (41%), and indoor
gymnasium (25%). Walking / Biking Trails
The chart above shows the overall PIR
Households with no Children (20-
The majority of all households (40%+), for each of the 26 facilities rated in the
64)
regardless of composition, identified survey. Based the PIR, the following eight
facilities were rated as high priorities for Walking / Biking Trails
indoor fitness as the most important
indoor amenity for their households. investment: Indoor Fitness
Indoor fitness (PIR=158) Indoor Running / Walking Track

Outdoor Amenities. The Elmhurst
Walking and biking trails (PIR=155) Dog Park
Park District asked its residents to
Indoor running and walking track Natural Area
indicate which outdoor amenities are
(PIR=152)
most important to their household. Households with no Children (65+)
Offleash dog parks (PIR=142)
Based on the sum of respondents top Indoor Fitness
Indoor gymnasium (PIR=116)
four choices, the three most important
Outdoor nature center (PIR=107) Walking / Biking Trails
outdoor amenities to residents were:
Indoor aquatics facility (PIR=102) Indoor Running / Walking Track
walking and biking trails (60%), outdoor
Indoor lap lanes for exercise
swimming pools and water parks (32%), Golf
swimming (PIR=101)
and playgrounds (31%). Natural Area
A Priority Investment Rating (PIR) was
Playgrounds (59.8%) and walking and also completed for all households. The
biking trails (56.3%) were identified results revealed the information in the
as the most important amenities for chart to the right.
Households with Children (under 10).
PROGRAMMING NEEDS
AND PRIORITIES
Programming Needs: Respondents
were also asked to identify if their
household had a need for 30 recreational
programs and rate how well their needs
for each program were currently being
met. Based on this analysis, ETC Institute
was able to estimate the number of
households in the community that had
unmet needs for each program.
The three programs with the highest

percentage of households that had
need for those programs were: adult
fitness and wellness programs (62%),
community events (56%), and adult
continuing education programs (33%).
In addition to having the highest total
need, the same three programs have
the highest unmet need among the 30
programmingrelated areas that were
assessed. ETC Institute estimates a total Priorities for Programming
of 5,433 households have unmet needs AdditionalFindings
Investments. The Priority Investment
Households with Children (Under
for adult fitness and wellness programs, 10)
Rating (PIR) was developed by ETC
Funding.TheElmhurstParkDistrictaskeditsresidentstoindicatehowtheywouldallocatefunds
3,689 have unmet needs for community Institute to provide organizations
Youth learn-to-swim
among seven different categories ofwith
funding available for the District. The following is a
events, and 3,658 households have an objective tool for evaluating the
breakdownofhowrespondentsdecidedtoallocate$100: Adult fitness and wellness
unmet needs for adult continuing priority that should be placed on Parks Birthday parties
Upgradeexistingparksandparkamenities:$18.32
education programs. and Recreation investments. The Priority
Upgradeexistingindoorfacilities:$15.42 Early childhood
Program Importance. In addition Investment Rating (PIR) equally weights
Improvedmaintenanceofexistingparksandparkamenities:$13.51
Before- and after-school care
to assessing the needs for each (1) the importance that residents place
Improvedmaintenanceofexistingindoorfacilities:$7.41
on programs and (2) how many residents Households with Children (10-19)
Acquisitionofnewparklandandopenspace:$11.11
program, ETC Institute also assessed
the importance that residents place have unmet needs for the program.
Improveexistingsportsfields:$7.21 Adult sports
on each program. Based on the sum Developmentofnewindoorfacilities:$20.02 Adult fitness and wellness
Based on the priority investment rating
Other:$7.00
of respondents top four choices, the (PIR), the following three programs were
Programs for teens
three most important program areas to Residentswerethenaskedtoindicatetheoverallvaluetheyreceivefromthetaxesthatgoto
Golf lessons and leagues
rated as high priorities for investment:
theParkDistrict.Amajority(66%)indicatedthevaluewaseitherexcellent(30%)orgood
residents were: adult fitness and wellness Adult continuing education
programs (44%), community events Adult fitness and wellness
(36%).
(33%), and adult continuing education programs (PIR=200) Households with no Children (20-
Benefits.Respondentswereaskedtoindicatehowstronglytheyagreewithvariousstatements
programs (20%). Community
describing benefits events (PIR=142)receive from64)
that households parks, trails, and nature areas. Of the 12
Adult continuing education Adult fitness and wellness
statementsthefollowingthreereceivedthehighestlevelsofagreement,baseduponthesumof
Adult fitness and wellness programs programs (PIR=114) Adult continuing education
were the most important program for all The chart above shows the overall Community events
households, most likely because an adult Priority Investment Rating (PIR) for each Pageviii
in the household filled out the survey. Adult programs for 62 and older
of the 30 programs that were rated. A
Youth sports (14.9%) was also important Priority Investment Rating (PIR) was also Adult sports programs
to Households with Children (under 10) completed for all households. The results Households with no Children (65+)
and adult programs for 62+ (20.5%) was revealed the information in the chart to Adult programs for 62 and older
also important for Households with no the right.
Children (65+). The other two household Adult fitness and wellness
categories did not have another Golf lessons and leagues
significant program area to note. Community events
Special events for adults only

ADDITIONAL FINDINGS referendum, 72% of respondents or somewhat supportive of upgrading
indicated they might vote in favor of existing parks and park amenities. Other
Funding. The Elmhurst Park District funding the improvement, development, action items that received support
asked its residents to indicate how they and operations most important to them. include upgrading existing outdoor
would allocate funds among seven sports fields (72%) and acquire land and
different categories of funding available Value. Residents were then asked to develop parks in under-served areas
for the District. The following is a indicate the overall value they receive (62%).
breakdown of how respondents decided from the taxes that go to the Park
to allocate $100: District. A majority (66%) indicated the
value was either excellent (30%) or
Development of new indoor
good (36%).
facilities: $20.02
Upgrade existing parks and park Benefits. Respondents were asked
amenities: $18.32 to indicate how strongly they agree
Upgrade existing indoor facilities: with various statements describing
$15.42 benefits that households receive from
Improved maintenance of existing parks, trails, and nature areas. Of the 12
parks and park amenities: $13.51 statements, the following three received
Acquisition of new park land and the highest levels of agreement, based
open space: $11.11 upon the sum of strongly agree and
Improved maintenance of existing agree responses: improve physical
indoor facilities: $7.41 health and fitness (99%), improve the
Improve existing sports fields: $7.21 quality of life in Elmhurst community
Other: $7.00 (98%), and provide healthy recreational
This information also supported the opportunities (98%). The benefits
results of question where respondents that respondents believe are most
chose the top three action items he / she important to their household include:
would support funding with tax dollars. improve physical health and fitness,
Most respondents (52%) were willing improve the quality of life in Elmhurst
to fund upgrading existing parks and community, and preserve open space
park amenities. This was followed by and environment.
31% who supported upgrading existing
outdoor sports fields. As it related Action Items. Eighty-five percent (85%)
to a question regarding a potential of respondents indicated they were very
The Elmhurst Park District finds

itself in a position to positively
influence the lives of a large
number of residents by focusing
their attention on adult fitness and
wellness programs, community
events, and adult continuing
education programs.
ONLINE COMMUNITY
SURVEYS
The planning team facilitated two The second and final online community closely behind. In terms of quality, Wilder
online community surveys during the survey launched May 15, 2017, and Park was ranked highest, with 98.5% of
comprehensive and strategic planning concluded May 30, 2017. The purpose respondent rating the condition of the
process. The first online survey was of this survey was to supplement the park as good or excellent.
available on the Vision 2020 website final public open houses and provide
from late-November to the end of 2016. the general public with the opportunity Program Participation and Ratings:
The online survey supplemented the to give their input on action items and Nearly 70% (68.7%) of survey
hard copy and emailed statistically-valid priorities. This survey received 428 respondents participated in a Park
survey. Unlike the statistically-valid responses. District program over the last year, with
survey, however, the online survey was most participating in 2-3 programs per
available to all District residents and The findings of each survey are year. The overall quality of programs was
does not represent a random sample of summarized below. rated as either good or excellent with
households. 89.1% responding. The top reasons for
program participation are the location of
While the results of the online survey ONLINE SURVEY 1 the program or facility, reasonable fees,
echo those of the statistically-valid and times program is offered. On the
survey, they are not representative of the Overall Facility Use: The majority contrary, the top reasons that prevent
entire District community, but are still (99.7%) of survey respondents have respondents from using Park District
important to understand and combine visited a Park District park in the last year, program (or facilities) were the program
with the overall public input summary with most visiting parks monthly. Over or facility is not offered, program times
when looking at future decisions for the 93% rated the physical condition of parks are not convenient, or the class was full.
District. The first online survey had 374 as good or excellent. Wilder Park was
respondents. the most visited park, with Berens Park
and the Illinois Prairie Path following

amenity as their most needed. Outdoor Potential Action Items: If an additional
swimming pools / water parks, indoor $100 were available for Elmhurst
walking / running track, and playgrounds Park District parks, trails, sports, and
followed this amenity. recreation facilities, most respondents
would allocate their resources to
In addition to needs and importance, the development of indoor facilities ($27.8).
survey asked respondents to indicate This was followed by upgrading existing
how well their needs are being met indoor facilities or upgrading parks and
for indoor and outdoor amenities. park amenities.
Respondents indicated that for dog
parks (99%), indoor turf fields (98.9%), As the Park District explores parks and
and indoor ice arenas (96.5%) their needs recreation improvements, most survey
are being met 50% or less. Based on this respondents would be most supportive
information, combined with importance, of actions that upgrade existing parks
dog parks are a high priority with and park amenities (84.2% very or
If a voter 26.2% indicating importance and 99% somewhat supported). This was followed
indicating their needs are not being met by upgrading existing outdoor sports
referendum for this amenity. fields (69.5%). Respondents would be
was held to Program Needs and Priorities : Adult
most willing to fund upgrading existing
parks and park amenities (45.7%). This
fund improvements, fitness and wellness was listed as the was followed by acquire land and
most needed program for survey develop parks in under-served areas
developments, and respondents with 60.4% indicating a (29.7%) and upgrade existing outdoor
need. Community events (48.4%), Youth
operations most of the sports program (30.5%), and Nature
sports fields (28.3%).
non-statistically-valid survey programs / environmental education If a voter referendum was held to

(27.8%) followed. Respondents indicated fund improvements, developments,
respondents noted they would or that, for programming, their needs and operations, most web survey
might vote in favor (82.3%). were being met 50% or less in Video respondents noted they would or might
games / virtual reality (84.6%), outdoor vote in favor (82.3%). While these results
adventure programs (83.7%), and trips are positive, it is important to note
(83.3%). Surprisingly, more than 70% of that this survey is not statistically-valid.
Organizations and Facilities used respondents indicated their needs were These results can, however, support the
for Parks and Recreation: Like the being met 50% or less for 12 of the 29 statistically-valid survey results as the
statistically-valid survey, respondents program options provided. District looks toward the future.
were asked to identify all organizations
they used for indoor and outdoor In terms of importance, community
recreation in the last year. Over 80% events and adult fitness and wellness ONLINE SURVEY 2
chose the Elmhurst Park District. This were listed as the most important.
was followed closely by neighborhood However, while these programs were As a follow-up to the May 2, 2017,
communities or other park districts, listed as most important respondents community open house, the Vision 2020
YMCA, and private and non-profit youth needs are mostly being met by the Park Final Community Online Survey went
sports organizations followed. District. This was followed by none live on May 15, 2017 and officially closed
chosen. on May 30, 2017. The survey had a total
Amenity Needs and Priorities: In terms of 428 responses. There were eighteen
of importance for outdoor amenities, Additional Findings: Survey questions focused on gathering
walking and biking trails were listed as respondents provided feedback as to community feedback regarding the
the most important. Outdoor swimming the value they felt they receive from the current state of Elmhurst Park Districts
pools / water parks, playgrounds, Park District. Respondents felt that the parks and indoor facilities, as well as
and off-leash dog parks followed this top three values that the Park District potential improvements to be made in
amenity. As for indoor facilities, indoor improves are physical health and fitness the future. Respondents were asked to
fitness was listed as the most important (98.6%), improves the quality of life prioritize potential improvements on
amenity for respondents. Indoor walking in the Elmhurst community (98.5%), existing parks and facilities; new parks,
/ running track, indoor aquatics facility, and provides healthy recreational amenities, and facilities; and new and
and indoor gymnasium followed this opportunities (98.5%). The majority existing programs.
amenity. Overall, walking and biking (70.1%) of respondents rate the value
trails were listed as the most needed they receive from their tax dollars as
amenity for survey respondents, with excellent or good.
68.7% of respondents choosing the
Existing park improvements were ranked New potential amenities within the Park To address the Park Districts Indoor
based on a time-line for implementation. District also included the possibility of Sports Center, 42.26% of respondents
For example, if a respondent viewed a an Outdoor Nature Center. Respondents voted to construct new recreation/
park as an immediate priority, he/she were given 24 potential features and sports facility center at another
would choose High (0-1 years), Medium asked to choose three that they would park site. This was different than
(2-3 years), or Low (4-5 years). The twelve like to see. The six highest features that the preferred option for community
parks included in the survey ranking were chosen include: open house participants. Open house
were parks that scored below average Hiking Trails (50.13%) participants preferred option was the
during the initial park evaluations. Based Nature Based Play/Nature Themed acquire land and construct the new
on the weighted average scores of the Playground (33.07%) recreation / sports facility on the new
survey, the three highest priorities were: Open Air Shelter (27.30%) site.
East End Park (2.03) Water Feature (27.30%) In addition to park and facility priorities,
York Commons (2.02) Gardens (26.25%) the community provided the following
Plunkett Park (1.94) Ropes Course (26.25%) ideas regarding new or expanded
Existing facilities improvements were The last section of the online survey program offerings in three categories -
ranked in the same manner as the parks included questions regarding new Adult Fitness and Wellness, Community
(High, Medium, Low). The weighted and existing facilities. Respondents Events, and Adult Continuing Education.
average scores of the survey ranked the were asked to vote on their preferred
three highest priorities as: approach. Adult Fitness and Wellness
Wagner Community Center (2.26) To address the Small Recreation Classes, yoga, Zumba, walking, fitness
Smalley Pool Bath House (2.24) Buildings that are also currently used programs, Pilates, Adult programs,
Wilder Park Recreation Building for preschool programming (Butterfield Indoor and outdoor basketball courts,
(2.09) Park Recreation Building, Wilder Park ballet, Tennis, Nutrition, Dance,
Respondents were also asked to Recreation Building, Crestview Park swimming, walking club
consider the potential for new parks and Recreation Building, Eldridge Park
Community Events
amenities, including a potential dog park Recreation Building), 58.11% of all
site or strategy, and a potential outdoor respondents voted to Consolidate Concerts, music, more events, fireworks,
nature center. Community members preschool programming at three movies in the park, music in the park,
voted Eldridge Park as the best potential facilities one on the north, one nature programs, Free festivals outdoor
dog park site, however Salt Creek Park centrally-located, and one on the activities.
was a close second. Partnership and south. Demolish unused facilities.
land acquisition were third and fourth Adult Continuing Education
respectively. To address the Park Districts Senior
Center, 38.55% of responses voted Technology, College, Photography,
Potential Dog Park Sites Results to Renovate the recently acquired Health, CPR, Cooking, Computer
Eldridge Park (33.99%) 135 Palmer Drive Building. Relocate programs, Gardening, Foreign language
senior programming to 135 Palmer classes
Salt Creek Park (33.14%) Drive. Demolish The Abbey consider
Partnership (the Park District reusing and/or selling the property.
should look to partner with other
public or private agencies and To address the Park Districts Wagner
organizations to provide a dog Community Center, 51.42% of
park) (32.29%) respondents voted to Renovate and
expand Wagner Community Center
Land Acquisition (The Park with a gymnasium and multi-purpose
District should acquire new land rooms.
specifically for a dog park) (31.16%)
York Commons (24.36%)
The Abbey (16.43%)

PARK DISTRICT BOARD OF
COMMISSIONERS
Each of the Park District Board These interviews, held in December

2016, were focused on comprehensive
Existing Facility Improvements: Nearly
all Commissioners discussed the aging
of Commissioners participated planning issues and opportunities. state of The Abbey. They acknowledged
Additionally, the Board participated that there is an opportunity with
in a one-hour interview with the in two more workshops to review the new 135 Palmer facility to do
planning team to discuss their and determine the Park Districts something for seniors downtown. Some
organizational values, review and revise Commissioners suggested exploring
long-term vision for the Park the mission and vision, and confirm the partnerships for a new facility, like what
Districts parks and open spaces, overall strategic action plan themes.
These meetings occurred on February
Arlington Heights has done.
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
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
Vision: We aspire to be a customer- Fiscal (fiscally responsible, agile,

centered organization through spend wisely)
Based on the feedback from staff, the
innovation and sustainability Integrity (ethics, transparency, new mission and vision was proposed as
honesty) follows:
Mission: We provide experiences for the
lifetime enjoyment of people who live Vision: To be nationally renowned /
and play in Elmhurst national leader in providing memorable
parks and recreation experiences.
Mission: We enhance / enrich lives and

have fun doing it.

Strategic Priorities:
FINANCE: Sustainable revenue strategy
and resource funding options.
LAND AND FACILITIES: Improve
existing indoor recreation space and
develop new indoor facility space.
INTERNAL OPERATIONS: Enhance
employee growth and development.
COMMUNICATIONS: Provide
exceptional and consistent guest
experience.
LAND AND FACILITIES: Balance active
with passive offerings and open space.
PROGRAMS: Continue to provide
innovative programming to meet your
community needs.
FULL-TIME STAFF AND VISION 2020
WORK GROUP WORKSHOPS
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

system. Maintenance staff would there was a feeling that cleanliness Other Priorities: Equipment upgrades:
appreciate a computerized maintenance and maintenance could be improved Staff requested a number of equipment
management / work order request at Park District facilities system-wide. upgrades (cordless vacuums were
system. Specifically, staff would like to see: mentioned specifically). Overall, staff
improved and expanded bathrooms would like to see purchasing of supplies
Facilities: Facility improvements are at the Abbey; additional parking at and equipment standardized.
another high priority for staff, many of Wilder Mansion; a generator for Wilder
whom are of the opinion that the quality Mansion; more storage space (especially Park Design Standards: Park design
of Park District facilities does not align on the north side); a new boiler at standards are a priority for a number of
with the quality of its program offerings. the Butterfield Recreation building; maintenance staff and planning staff.
greenhouse garage flooring repair; and
Highest-ranked Priorities: Invest in new Recreation and Programming
tuck-pointing at bicentennial fountain.
indoor recreational space: Many staff
support investment in new indoor Highest-ranked Priorities: Program
Parks
recreational space for the Park District. improvements / growth opportunities:
Staff would like to see multi-purpose Highest-ranked Priorities: Build a A number of specific ideas for growing
space, that could include indoor turf Dog Park: The suggestion of a new programming were offered by staff,
and basketball courts. Staff would also community dog park was identified at including: more sports programs; more
like to see expanded gymnastics space every meeting we conducted with staff, gymnastics; expanded aquatics (year-
to support the popular program. Better and the idea was a high priority at many round swim lessons); teen programming;
space for seniors was also suggested by of our stakeholder groups. There was virtual reality; more special events
some staff, and the discussion of new not consensus, however, on where the (a color run or a warrior dash); more
space that could serve a broad spectrum dog park should be built or whether weekend activities; and more robust
of ages and interests was generally well new parkland would be required to outdoor education. Preschool and
supported during discussions. accommodate such a facility. childcare programming was also a
common topic of discussion. Some
Other Priorities; Improve Courts Plus: Other Priorities: Park improvements: staff would like to see the expansion
Courts Plus improvements are a priority Although not as highly ranked as some of offerings (for example, one staff
for many staff members. Staff would like other ideas discussed at our focus member would like to see after school
to see the racquetball courts replaced, groups and interviews, a number of programming offered at Courts Plus
potentially with basketball courts. Many improvements to parks were suggested complete with transportation from
would like to see the plans for the fitness by staff. Specific ideas include: exercise the schools to the facility). Other staff
floor expansion realized. Their vision stations; an outdoor concert venue; were of the opinion that childcare as
includes expanding the staircase, fitness tennis at Plunkett Park; upgrades to an offering does not align well with the
floor, and track. Staff would also like to fields at Butterfield (specifically field #1); Park Districts mission, and so offerings
see a new free weight area, improved and the addition of water spigots at all for this type of service should be limited,
locker rooms, and a family dressing tennis courts. not expanded.
room. Finally, staff would like to see
better office space and more storage. Trail improvements: Some staff Other Priorities: Program staffing
recommended improvements to trails, improvements: Program staffing
Improve Wagner Community including paving the Prairie Path and improvements are a priority for some
Center: Many staff would like to see developing a linear park along the Prairie staff. Some see a need for more full-time
improvements to Wagner Community Path. program support staff. Others would
Center. Suggestions include expansion like to see Courts Plus and Recreation
of the gymnastics space and new Expand Aquatics: Some staff would consolidate their preschool and summer
classroom space for preschool. Staff like to expand aquatics programming, camp programming.
would also like to see space that could specifically improvements to Smalley
be used by adults or older kids while Pool. Continue to Foster Community
their children or siblings are participating Partnerships: There was general
Maintenance support among staff to continue
in programs at Wagner. Some staff
suggested that a small fitness area seeking partnerships with community
Highest-ranked Priorities: Maintenance
might be a good solution. Outdoors, organizations.
staffing improvements: Improvements
some staff would like a playground to maintenance staffing was a high
constructed on site to support preschool priority for participants in our focus
programming. group. Suggestions included increasing
the quantity of full-time maintenance
Invest in other existing facilities: In
staff and working diligently to recruit
addition to Courts Plus and Wagner,
and retain high-quality employees.
staff would like to see improvements at
other Park District facilities. Generally,
FEBRUARY ALL VISION 2020 WORK VISION 2020 WORK
FULL-TIME STAFF GROUP WORKSHOP 1 GROUP WORKSHOP 2
WORKSHOP
Following the full-time staff workshop, On March 22, 2017, the Vision 2020
Similar to the Boards workshop on the Vision 2020 Work Group met to Work group staff participated in a
February 13, 2017, the purpose of the review the preferred values from the second visioning workshop with the
full-time staff workshop was to review full-time staff meeting and the preferred planning team. Twenty-five staff were in
the scientific Community Survey and values developed by the Board. Twenty- attendance. The goal of the workshop
staff Organizational Culture survey six full-time staff members participated was to:
results and facilitate a brainstorming in this meeting and all departments and Review and Affirm Core Values
process to develop staffs initial draft organizational levels were represented. (Staff and Board Developed)
values. Once staff selected their initial Review and Revise (if needed)
Process and Findings: First, the
values, the planning team presented the Districts Vision and Mission
planning team led a discussion on the
Boards initial values and led a discussion Statements
values identified by the Board and
to compare the results. Sixty full-time Discuss and Develop Strategic
full-time staff, and asked the Vision
staff were in attendance Priorities (Overall and by Functional
2020 Work Group to narrow the values
down to 10. Once the top 10 values were Areas)
Process and Findings: During this
identified, the planning team wrote each Identify Next Steps for Board
meeting, staff were organized into
value on a post-it note for each table. review and Goals and Tactics
groups of 5-6 individuals. The planning
Each table then worked together to Development for 3-year Strategic
team facilitated a brainstorming
eliminate values, one by one, until they Plan
workshop where staff individually wrote
down their top 3-5 values on a sheet were left with their top five choices. In addition, in conjunction with District
of paper. Once they completed their staff, the planning team developed
individual brainstorming, the groups The planning team had each table Functional Areas for which strategic
were encouraged to discuss the values present their top five values and identify priorities and, subsequently, goals and
that each group member wrote down, which of the original 10 values were the tactics would be developed. These
and narrow their choices down to their easiest and hardest to eliminate. The functional areas are:
top three. These values were presented table below outlines the results of this
exercise. Land and Facilities
to the overall group, discussed, and Programs
categorized by similarities. Finally, each Communications (Internal and
staff member used stickers to vote for External)
their top values. Preferred values from Finance
the full-time staff workshop were: Internal Operations (Employee
Fun Relations, Technology etc.)
Integrity Visioning Process: During the process,
staff viewed a video by Simon Sinek
Community
and discussed Creating a World-Class
Excellence Organization and how the District
viewed itself in that context. A review
and comparison of Board and Staff
values followed.
Combined Values (Top 10) Overall Consensus (Top 5) Easiest to Eliminate Hardest to Eliminate
Fun Fun Safety Inclusive
Integrity Integrity Fiscal Responsibility Innovative
Customer Customer Service Excellence Collaboration
(Collaboration?)
Community Community Focused (Inclusive
included here)
Inclusive Innovative?
Innovative
Excellence
Collaboration
Safety
Fiscal Responsibility

Values Key Takeaways VISION 2020 WORK
Fun The following are the takeaways by
GROUP WORKSHOP 3
Integrity functional areas based on staff feedback:
Customer Service Excellence On April 19, 2017, the Vision 2020 Work
Community Focused Land and Facilities Group met to brainstorm and develop
Improve current condition of goals to address the strategic themes
Staff also discussed Innovation and aging facilities developed by the Work Group at its
Collaboration as core values, though, March 22, 2017 workshop and reviewed
due to lack of consensus, they decided Large indoor facility space
by the Board at its second strategic
to revisit this after the next Board Additional opportunities for planning workshop on April 10, 2017.
workshop. passive recreation and open These goals outline what needs to be
space accomplished to address the Vision
Vision: Using the values to underpin
Continue to invest and 2020 themes and drives what specific
the Districts vision statement, the team
improve environment actions will be undertaken to implement
developed the following updated vision
them. Twenty-two staff attended this
statement. Programs
workshop.
Need quality, innovative, and
To be a nationally renowned customer driven recreation The first part of the workshop included a
programs review and discussion of the following:
/ national leader in providing
Communications (Internal and The outcomes of the Boards April
memorable parks and recreation External) 10 Workshop and next steps for the
Enhance employee
experiences. development and
Vision 2020 process;
How to utilize trends and needs
communication
assessment data to live the new
Mission: Staff desired to further simplify Use technology to support organizational values and revised
the mission statement while also communication and vision statements; and
conveying the team culture and internal operations
customer focus through the mission Difference between strategy and
Internal Operations (Employee an action plan.
statement. That resulted in the following
Relations, Technology, etc.)
statement being agreed upon.
Enhance employee For the second part of the workshop, the
development and Work Group underwent an interactive
We enrich lives while having fun. communication goal setting exercise in break-out
groups. For the first part of the exercise,
Intentionally investing
Strategic Priorities: With the values, each group member individually
in staff for personal and
vision, and mission statements in front brainstormed one or two goals for that
organizational growth
of them, each work group member was groups assigned Vision 2020 theme.
Develop a culture of service Next, group members shared their goals
asked to write five District-wide strategic
excellence by creating a with the other group members and then
priorities. The list below is an aggregated
customer service training placed individual post-its for each of the
list of similar strategic themes based on
program draft goals on a large post-it sheet. After
staff input:
Customer centered all the groups repeated the exercise for
Implement sustainable revenue all of the themes, each group reviewed
organization
strategy and resource funding the goals developed for one of the
options Finance
themes to further combine, group and
Improve existing indoor recreation Generating new revenue
refine them.
space and develop new indoor opportunities to improve
facility space existing offerings and meet After the workshop, the planning
Enhance employee growth and the communitys increased team reviewed the draft goals and
development expectations with consultation from District staff,
Provide exceptional and consistent developed the final list of draft goals for
guest experience each theme along with proposed tactics
Balance active with passive to address those goals (for the Work
offerings and open space Group to review at the next workshop).
Continue to provide innovative
programming to meet community
needs
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
those goals. These tactics were the How rose to the top as the high priority.
were going to do it. This version of the These are listed in the table below.
strategy matrix combined the results
Dog Park: When asked which site or
of the April 19 staff workshop with the Wagner Community Center: Staff were
strategy for implementing a dog park,
planning teams internal visioning and asked to choose their preferred strategy
staff preferred land acquisition to all the
expertise. for improving Wagner Community
VISION 2020 WORK GROUP HIGH PRIORITY TACTICS 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 (consolidate into just update capital improvement plan) 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

Center and indoor recreational offerings at Wagner. This was different than the sports facility strategy was to acquire
from a list of four options. The preferred communitys preferred strategy of land and construct a new indoor
option was to renovate and expand consolidating preschool into two of the recreation / sports facility on site. The
Wagner with gymnasium and multi- small rec buildings and Wagner with only difference between these results
purpose rooms. This was followed by a facility for each part of town - north, and the in-person workshop was the
demolish existing facility and construct central, and south. preference for the small rec buildings.
a new community / recreation center on The online staff survey revealed a tie
site. between consolidating the facilities into
FOLLOW-UP ONLINE two satellite facilities and Wagner or
Indoor Recreation / Sports Facility: SURVEY repurposing and / or demolishing the
Staff were asked to choose their buildings and consolidating all preschool
preferred strategy for implementing Once the initial high priority tactics at Wagner.
a new recreation / sports facility from were revealed, the planning team sent
four options. The preferred strategy the Vision 2020 Work Group a follow
for staff members was to acquire land up survey to narrow these 18 strategies
and construct new indoor recreation / down to their top 8. Fourteen staff
sports facility on site. This was the same members responded to the survey.
preferred strategy as the in-person
community meetings but different The tactics outlined in the table below
from the preferred strategy for online were revealed as the final high priority
community survey participants. The tactics.
online survey participants chose the
construct a new recreation / sports Additionally, the survey asked for more
facility at another park site as the feedback on specific indoor space
preferred option. scenarios.
Small Recreation Buildings: Staff were The online staff survey results were the
asked to choose their preferred strategy same as the in-person staff workshop.
for the small recreation buildings that The preferred senior center strategy
was to renovate 135 Palmer Drive
currently serve as preschool and camp
and relocate senior programming
programming spaces. They were given
to the facility. The preferred Wagner
three options. The preferred strategy
Community Center strategy was to
was to repurpose and / or demolish
renovate and expand Wagner with a
the small recreation buildings and
gymnasium and multi-purpose rooms.
consolidate preschool programming
The preferred indoor recreation /
VISION 2020 ONLINE SURVEY HIGH PRIORITY TACTICS OVERALL

SCORE
Tactic 1.1: Establish a district-wide customer service model 20.2
Tactic 3.1: Study the feasibility of a dog park 20.5
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 (consolidate into just update capital improvement plan) 13.7
MANAGEMENT TEAM
WORKSHOPS
The nine management team MANAGEMENT TEAM Vision 2020 Work Group and confirm
members participated in two WORKSHOP 1

these priorities. The workshop occurred
on June 16, 2017, and all management
team members attended.
workshops throughout the The purpose of the first management
team workshop was to preliminarily
planning process. review the results of the scientific In general, the management team
agreed with the priorities developed
Community Survey and staff
Organizational Culture Survey, and by staff and the community. They
develop a SWOT analysis. The workshop did, however, wish to move certain
was conducted on February 9, 2017, medium or low priority items up to high
and all management team members priority. This occurred because either
attended. After discussing the teams first staff was already starting the process
pass as the SWOT analysis, the planning of accomplishing the tactic, which
team walked through each category, made sense to move it up in priority,
adding, omitting and rewording items or because the specific tactic related
as necessary. The final SWOT analysis is directly to another high priority tactic.
found on the next page.
Finally, as the management team
reviewed the final high priorities, they
critiqued that some of the tactics were
MANAGEMENT TEAM not specific or action-oriented enough,
WORKSHOP 2 so the planning team and staff worked
The purpose of the second management together to record and clarify tactics as
team workshop was to review the results necessary. The final high priority tactics
of the various prioritization exercises are listed in the table below.
completed with the community and
REVISED HIGH PRIORITY TACTICS
3.1: Build dog park.
1.1: Establish a district-wide customer service model.
3.1: Determine approach to referendum.
4.1: Utilize additional data and analytics for planning and monitoring performance.
1.1: Update Conrad Fischer Park.
1.1: Update Crestview Park playground, athletic courts, and seating areas.
1.1: Improve athletic fields, including backstops and nets, at Van Voorst, York Commons Park, and Butterfield.
3.1: Conduct indoor space utilization study and determine future use of all facilities.
3.1: Implement 2017 Compensation Study.
2.1: Update Wagner Community Center Master Plan.
2.1: Determine future use of Palmer Drive site.
2.3: Determine approach to indoor sports facility.
1.2: Analyze cost recovery data to maximize revenue potential.
1.1: Implement cost recovery goals.
3.2: Expand benefits offered to part-time staff.
1.1: Establish and invest in District-wide training plan for all levels of staff.
3.1: Investigate and offer programs identified as high priorities in Community Survey.
2.2: Evaluate staffing structure to identify and prioritize customer service training/hiring needs.

SWOT ANALYSIS
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
Well respected in community Inequitable partnerships (certain Safety Inclusive
partnerships need review)
Partnerships Elmhurst Demographics (high Limited future tax revenue (tax- Innovative
income, educated) cap, potential property tax freeze,
comparatively low tax rate)
Sound, conservative financial Limited resources to invest in Growth potential from new Competition (new private health
policies, and goals major growth opportunities residents moving into community clubs, dance studios)
Supportive, engaged park board Lack of profitability at Courts Plus Expanded partnerships Governmental mandates (e.g.
and Sugar Creek Affordable Care Act, FLSA,
minimum wage)
Strong core programs with revenue Lack of process for performance Strong local economy Limited grant opportunities
growth (gymnastics, Rec Station, reporting (i.e. structuring
performing arts, summer camps) databases/software for data
mining, creating / using
dashboards, reporting / using
results)
Depth of the offerings compared to Innovation (Lack of staff incentives Current low interest rates Limited investment growth (low
size of community to innovate and slow to implement) interest rates)
Clean and safe parks and facilities Lack of interest and options Large sponsorship $ (naming Mistrust in government, i.e., State
for active adult and nature and rights) of IL
environmental programming
Committed to preservation of open Aging infrastructure Non-traditional revenue Lack of engagement with the
space opportunities outdoors (tech-based culture)
Solid system servers Lack of indoor recreation facilities New indoor space/facility Proliferation of social media
Brand awareness Span of control for some managers Community performing arts center Land-locked community;
to grow performing arts offerings development pressure
Effective communication and Part-time communications New senior center Difficulty with recruiting sufficient
outreach number of qualified part-time staff
Experience and knowledge of staff Playgrounds for all ages
Hiring process which results in Invest and divest in programs
quality staff (skills, knowledge, based on program assessment
attitudes, aptitudes, values) outcomes
Grow community events
Virtual programming (subscription
offerings, fitness on demand)
High-level competitive sports
Ability to offer preschool/
kindergarten daycare
Rewilding younger generation
Combine tech and outdoor
experiences
Virtual experiences
Non-traditional outreach methods
(App for park district)
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

the organization to be more proactive, As more information goes online, staff
consistently planning to whats next. will need to be trained for a more
digital workplace, but management
feels staff is already trending in this
LIMITED RESOURCES direction and feel some training may
be necessary. Additional training for
All staff noted that the District is held leadership skills and other personal /
to a high standard by the community professional staff interests, potentially
and, with the limited resources available, once a month, would also be great for
feel that they are doing a good job the organizational culture. In addition
responding to community needs. to outside training, mentoring or
However, theyre interested to know internal staff workgroups would also be
what the community survey says about beneficial for staff.
how / what they might improve upon.
The District may soon face a property
As part tax freeze which would affect the tax
revenue they incur and therefore affect
of the their ability to pursue new initiatives and
keep up with their existing assets. Staff
comprehensive would like to explore ways to increase
and strategic efficiencies and use existing resources
better, including removing duplicate
planning process, services, utilizing facilities to their full
the management team potential, and evaluating the existing
facilities the District operates (renovate
participated in individual versus demolish / repurpose).
interviews with the planning
team. BECOME MORE
DIGITAL AND DATA
DRIVEN
The current vision makes note of
innovation, however, few management
MAINTAIN AND staff members feel the District is being
UPDATE EXISTING innovative. Staff would like to see the
PARKS AND FACILITIES organization move in a more digital and
data-driven direction. Specifically, staff
All management staff noted that the would like to see:
existing parks and facility maintenance
staff do a good job with the limited Performance measurements
funding and staffing resources available, Customer service data /
but wonder if there are things they could measurements
improve upon. One such suggestion
Dashboards
included signage and wayfinding
improvements. Another suggestion Maintenance / asset management
was to involve maintenance staff in the software
planning and design process so the Wifi
end result not only looks good, but can
Apps
be maintained most effectively. As it
relates to facilities, many management Virtual desktops
staff noted that Wagner needs to Kiosks in Parks
be upgraded and even potentially
expanded. Another topic touched upon Staff Training
often was the small recreation buildings.
They arent in the best condition and
some staff dont feel the business model
is as sustainable as it should be. In
general, all management staff would like
PART-TIME STAFF WORKSHOPS &
ONLINE SURVEY
The planning team facilitated a series of PROCESS & FINDINGS

three part-time staff workshops on March
14, 18, and 22. The purpose of these During the three staff workshops, the
workshops was to dig deeper into the planning team presented a brief overview of
results of the organizational the process to date and explained the goals
for the workshop. Six overview boards that
The purpose of these workshops was culture survey, specifically, the
results of three questions that provided project information and results
to dig deeper into the results of the received low marks from part- from the statistically-valid Community
time staff. In addition to the Survey and park and facility analysis were
organizational culture survey, specifically, three in-person workshops setup throughout the room for staff to
the results of three questions that held at Courts Plus and The review in a self-guided setting. In addition
to the overview boards, staff had the
Hub, part-time / seasonal
received low marks from part-time staff. staff received a follow-up opportunity to provide responses to four
survey that consisted of the open-ended questions and participated in
same four open-ended response questions a values exercise, which were the same on
presented at the workshops and a value the online follow-up survey. The workshop
ranking exercise. and online survey findings are summarized
as follows:
In all, more than 130 staff members
participated in the three in-person Question 1: What new ideas do you have
workshops. Another 37 staff members for the future?
participated in the online survey. Because Expand fitness floor
two of the in-person workshops were Food/caf
schedule to coincide with already- Dog park
scheduled Courts Plus all staff meetings, Twitter, Instagram, blog, interactive
most in-person workshop participants were apps
Enterprise Services (Courts Plus) employees. Prize incentives for most inputs
Online survey respondents came from all Ping-Pong in the parks (indoor-
departments 35.1% were Recreation staff, outdoor)
35.1% were Enterprise Services staff, 24.3% Ice skating indoor-outdoor
were Parks & Facilities staff, and 5.4% were Higher wages
staff from other areas (Administration, Community events
Finance, IT, Human Resources, and Nutrition classes
Marketing and Communications). Training
Update the preschool facilities
House youth sport leagues

Question 2: How can the Park District Question 3: What kind of Professional Question 4: What type of Staffing or
improve Internal Communications? Development Opportunities would Operational Improvements would
Walkie Talkie you like to see? make the organizational run more
All staff email address Interactive meetings that engage smoothly?
Bike messengers employees, allow them to discuss Proper staffed departments
Survey common problems, and brainstorm Increased full time staffing. Create
Blog different ideas and solutions with more jobs.
Postcards in mailboxes to get info co-workers, especially others that Higher pay
Community (aka the workers) pizza have different schedules 100% discount on classes &
gathering once a month Bigger and better facility programs (etc. Kids programs)
All staff message board Continued education Fair pay for staff that have been
Text messages reimbursement working a lot of years versus brand
Emails Training incentives (reduced new staff
In person communication, no email or money to use for continued Electronic scheduling and time
if issues certification) keeping
Send out weekly emails Internet (promoting within the Collaborative planning to avoid
Staff app entire park district) things getting unorganized
No apps More fitness trainings on site. More staff - when the ratio at Rec
Yammer Insurance offered to part-time Station is closer to 1:10 (or even
Wi-Fi for sites employees above) makes it harder to maintain
Recreation Station needs computer Fitness education programs. the order
or iPad; email easier for parents Special interest groups for staff to Increase hourly wages
join/lead It would be nice to get to know
More classes on areas of expertise. other people from different
Resume building help departments
Software system tutorials (software Increase the communication
that relates to Sugar Creek system) with what the requirements are
As an instructor, it would be nice and how are we going to achieve
to provide an annual amount of specific goals that are set
money to instructors for them to Standardized protocols and
use towards training classed to decreasing the overlap of jobs and
keep their licenses employees
Id love a seminar on how to market I feel the staffing is also handled
recreation skills in a resume, cover very well
letter, or interview Pay seasonal staffing more so that
they are more inclined to come
back the following summer
IN ALL, MORE THAN 130 STAFF MEMBERS GROUP 1
PARTICIPATED IN THE THREE IN-PERSON
WORKSHOPS. ANOTHER 37 STAFF MEMBERS GROUP 2 In addition to the open-ended
PARTICIPATED IN THE ONLINE SURVEY. ONLINE SURVEY questions, part-time staff had
the opportunity to vote on
their top three values out of
FISCALLY-RESPONSIBLE ten presented at the meeting.
EMPATHY The values presented were the
STEWARDSHIP
result of previous Board and staff
workshops. The online survey
INNOVATIVE also provided an opportunity for
INCLUSIVE part-time staff to vote on their top
INTEGRITY three values. The results of the
in-person workshops and online
COMMUNITY
survey are summarized in the bar
FUN
graph.
COLLABORATION
EXCELLENCE
0
20
40
60
80
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.

STAFF PARTICIPANT Employee Responsibility
PROFILE Sixty-one percent of respondents do not
Employment Status have supervisory responsibilities while
39% of respondents do.
Over half of those surveyed were
part-time employees, along with 36%
represented as full-time and 12% were
seasonal employees of the Park District.
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.
Evaluating the organizational culture

allows for a better understanding of
how well an organization functions.
By understanding the culture of the
organization, it is easier to build,
maintain, and/or implement change
within the organization. A strong
knowledge of employees needs and
concerns will aide in the professional
development of individual staff and
improve the overall resiliency and agility
of the organization.
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.
Strategic Planning: The results point

to a relatively lower confidence levels
from employees concerning strategic
planning. Per survey responses,
the organization scores lower in
encouraging innovative thinking and
involving employees in decision-
making, though as the cross tabulated
responses reveal, there are significant
variances between full-time (much more
positive) versus part-time employees and
recreation and enterprise department
staff (much more positive) compared to
parks and facilities staff.
Customer And Market Focus: This is

an area that the District is performing
at a high level. Too often agencies are
focused on providing services they
want to offer versus those that their
customers may actually need. Based on
staff responses, individual staff members
have a high awareness of who their
most important customers are (91%) and
regularly ask them what they need and
want (78%). It is also very encouraging
that the majority of staff feel they are
able to solve problems for customers.
This speaks positively to a culture of
empowerment as it applies to customer
relations. Employee empowerment
is a key component to building an
organizational culture that prides itself
on teamwork and a sense of ownership.
An area where employees can improve

on is asking customers their level of
satisfaction with the work they provide.

Measurement, Analysis, & Knowledge
Management: Staff responses for
measurement, analysis and knowledge
management produced mixed
results. These results indicate some
opportunity for improvement in top
down communication. In general, staff
felt they knew what was happening
in their own work area, but not for the
organization as a whole.
Workforce Focus: Workforce

focus is a strong area within the
District. Staff surveyed maintain a
strong level of commitment to the
organization. Results also indicate a
need for continued cooperation and
teamwork among coworkers, as well
as more opportunities for professional
development.
Process Management: Majority

of employees feel they have good
processes in place for carrying out
their work, have control over work
processes, and feel the organization is
well prepared to handle an emergency.
Results indicate a marginal lack of
accessibility to the tools needed for the
job.
Cultural Results: Among the seven
criteria categories, this section received
the lowest scores for staff feedback.
Although 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 PHAS
SUMMARY
65
REGIONAL CONTEXT
The Park District is located on the REGIONAL AGENCIES &

easternmost edge of DuPage County,
just west of the villages of Northlake and PARTNERSHIPS
Berkeley in Cook County. A small portion
of Cook County is also included in the
District. The communitys immediate Chicago Metropolitan Agency for
DuPage County neighbors include the Planning
village of Bensenville to the north, the
Chicago Metropolitan Agency for
villages of Villa Park and
Planning (CMAP) is the regional planning
Addison to the east, and
The Elmhurst Park District is located the villages of Oakbrook
organization for northeastern Illinois. It
is responsible for long-term planning
approximately 16 miles west of the Terrace and Oakbrook to
for Cook, DuPage, Kane, Kendall, Lake,
the south.
Chicago Loop and 10 miles from OHare McHenry, and Will Counties. As it relates
to the Elmhurst Park District, CMAP
International Airport was an integral partner in planning
The community is well- and constructing the 32-mile Salt Creek
connected to the Chicagoland region Greenway Trail. CMAP Assisted the County
by both expressway access and regional in developing corridor policies, principles,
rail transit. Interstates 294, 290, and 88 and a framework plan. Most recently (2015),
connect the community to major suburban the City of Elmhurst, with support from
destinations and downtown Chicago. the Park District, DuPage County, Elmhurst
Elmhurst is also located along the Metra College, and Chamber of Commerce,
Union Pacific / West line, which provides applied for the RTA / CMAP Local
commuter service east to the Chicago Loop Technical Assistance program to develop a
and west to other suburban communities. community-wide Sustainability Plan.
In less than 15 minutes, one can access the
Oakbrook Center, one of Chicagoland's DuPage County
premier shopping destinations with several
DuPage County is the regional governing
department stores, more than 160 specialty
body associated with the Elmhurst Park
shops, and dining and entertainment
District. DuPage County is the second most
venues.
populous county in the state of Illinois.
The Park District and the County primarily
interact via various physical planning
and development initiatives. In terms of
planning and development, the County
owns and maintains many of the roadways
and trails traversing the District.

The County owns both the Salt Creek INTERGOVERNMENTAL AFFILIATE GROUPS
Greenway Trail and Illinois Prairie Path;
however, there are agreements in place These formal written agreements allow An Affiliate Group is a not-for-profit
for the Park District and Forest Preserve shared land use and improve services. organization that supplements the
to maintain the portions of the trail within City of Elmhurst Districts offerings.
their respective properties. The County Community Unit School District Access Sports
provides guidance on trail maintenance and #205 Crestview Garden Club
grants the appropriate permits for various Village of Villa Park Elmhurst Bicycle Club
uses when necessary. Overall, the County is Gateway Special Recreation Elmhurst Garden Club
responsible for more than 320 miles of trails Association Elmhurst Running Club
throughout municipalities across DuPage Forest Preserve District of DuPage Spirito! Singers
County. County GreenMan Theatre Troupe
DuPage County Department of Elmhurst Symphony
In addition to transportation and trails, the Transportation
County is also responsible for stormwater ATHLETIC FIELD ADVISORY
Oakbrook Terrace Park District COMMITTEE
management planning and requirements.
The County maintains the Elmhurst Quarry NON-GOVERNMENTAL/PRIVATE
The Advisory Committee acts as
(within the Park District boundaries), a
Agreements with these organizations a liaison between District staff
regional flood control facility. In addition
help create efficiencies and deliver and the community to improve
to stormwater management, the County is
needed programs and services. communications, making the District
also responsible for floodplain management
Elmhurst College more responsive to users.
and maintenance as well as regulatory and
permitting services. Lizzadro Museum of Lapidary Art Team Elmhurst
Elmhurst Art Museum AYSO Soccer
Elmhurst YMCA Elmhurst Youth Baseball
RELATED PLANNING Park District Risk Management Elmhurst Baseball
DOCUMENTS Agency Eagles Football
Elmhurst Chamber of Commerce Cougar Baseball
Both adopted and in-progress planning and Industry Elmhurst Lacrosse
documents were reviewed to develop an Ray Graham Association Elmhurst College
understanding of the Districts existing West Suburban Lapidary Club York High School
context, attitudes, and strategies. The IC High School
Vision 2020: Comprehensive and Strategic Visitation Grade School
Plan does not look to duplicate efforts the American Legion
District has already completed, but build Timothy Christian
upon them. For the Elmhurst Park District,
existing and in-progress planning and
policy documents, in ascending order,
include:
Park District Planning Documents
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 | 67
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

updated Comprehensive Plan. Therefore, Information of particular importance 2014-2018 Environmental Strategic
staff deferred these tactics until after to this process within the natural area and Long-Term Plans
completion of the Comprehensive Plan management plan includes:
in 2017. The priorities and goals set forth in the
Only the Great Western Prairie Environmental Strategic and Long-Term
Out of the 20 tactics under the and the Berens wetland sites have Plan include:
Improvement Through Collaboration professional plant surveys, yet the
Park District manages nearly 170 Establishing an environmental
and Innovation strategic theme, policy;
nine were completed, eight were in acres of land in some form of a
progress, and two were deferred. Staff natural state. Purchasing / using
deferred two tactics based on the Methods the Park District uses for environmentally-sensitive
annual review of the work plan (prior invasive and undesirable plant products;
to the 2017 budget process) to assess removal are mechanical removal Protecting natural resources (air,
the feasibility of accomplishing future (cutting, tilling, pulling), herbicides, water, soil, and wildlife);
work plan initiatives and tactics. As a and burning.
Conserving resources;
result, some of the lower priority tactics The management plan outlines
were deferred to allocate staff resources Reducing waste;
removal strategies for eight key
towards addressing the highest priorities invasive and undesirable species. Planning for open space and
in the plan. preservation; and,
The Park District changed past
The Continuous Improvement Through management practices to promote Educating the community about
an Empowered Team strategic initiative the establishment of habitats. the environment
has 15 tactics, of which six have been
completed. One is in progress and two 2014 Strategic Technology Plan The Park District adopted its
are deferred. As noted in the paragraph Environmental Policy in June 2011, and
The Park District develops a strategic revised the policy in 2014. The District
above, staff deferred tactics based on
technology plan every three years. aims to purchase environmentally
the annual review of the work plan prior
In 2014, through focus groups and safe products, utilize clean fuel in its
to the 2017 budget process. To allocate
brainstorming sessions, the Strategic maintenance fleet, and incorporate
staff resources towards addressing the
Information Technology Committee environmentally-safe products in
highest priorities in the plan, some of the
identified the top five technology issues bidding documents for District projects,
lower priority tactics were deferred.
that needed to be addressed over the as appropriate.
Overall, at the end of 2016, 83% of the three-year implementation period.
initiatives (24 of 29) and 73% of the These issues included: As part of the District's goal to conserve
tactics to address those initiatives (63 of resources, the Districts policy addressed
Increase bandwidth.
86) in the 2016 Strategic Work Plan have the design and construction of energy
Research and implement a new efficient buildings, maintenance of
been completed or are in progress.
registration system. existing assets, and use of alternative
2015 Natural Area Management Plan Update cybersecurity and educate fuels when appropriate. It also
staff about threats. encourages the use of alternative
This document outlines the natural area transportation and encourages the
management practices the Park District Implement SharePoint (a document provision of incentives for staff and
currently follows. These practices include collaboration and management park / facility users. To reduce waste,
cleanup and encroachment, plant environment). the District establishes recycling
surveys and inventories, invasive and Develop and implement bring your programs and other practical methods
undesirable plant removal, prescribed own device (BYOD) policies. for daily activities such as two-sided
burns, native plantings, monitoring, printing and reducing junk mail. The
habitat construction, and fostering policy encourages the development
stewardship. The Strategic Technology Plan will be of relationships with land trusts
updated in early 2017 by the Strategic and preservation / conservation
Information Technology Committee. organizations and public-private
partnerships. It also encourages the
establishment prairie-style landscaping
Current Vision Statement: We aspire to be a customer- in open spaces and greenways and
encourages the implementation of
centered organization through innovation and sustainability. environmental education and awareness
Current Mission Statement: We provide experiences for the lifetime through programs, public relations, and
community partnerships.
enjoyment of people who live and play in Elmhurst.
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
plans, 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.

Offered new youth sports Created a Studio Track for dance Partnership and Collaboration
programs such as Rookie rugby, classes in response to customer
Ultimate and Flag Football. requests for more technique Outcomes: During 2015 and 2016, staff
courses. evaluated and pursued new partnership
Participated in high level dance and collaboration opportunities with
and gymnastics competitions to With the conversion of the outside agencies, organizations and
continue to challenge teams and preschool storage area at the businesses based on the outcomes of
troupes. Wagner Community Center into the program analysis process. As part
Divested in three programs at Music Room 4 and the focus on of the comprehensive evaluation of
The Hub (Kite Flight and Design, improved curriculum/resources, programs in April 2014, staff identified
Parents Night Out and Vacation at music program participation/ which programs have a strong market
the Hub) based on cost recovery revenue continued to increase. but require additional investment from
levels. Restructured softball league fees the District to continue to be sustainable
Dedicated resources to grow to be in-line with the market, such as partnering with another agency.
Birthday Parties and Hub rentals. enabling the District to maintain In 2015-16, District staff worked with
participation in the sport. current or new partners to sustain, invest
Offered fewer Courts Plus fitness in and/or expand programs and services
classes in 2015 (239 vs. 391), Converted Rockids classes to three
weeks so that more offerings could to the community. This included the
resulting in 13% more participants following:
per class. take place and to accommodate a
schedule that is not competitive Partnered with the Elmhurst Public
2016 with other programs. Library and the Elmhurst Art
Introduced two new special event Museum to offer a summer Movies
Launched new active adult/senior
programs at Wilder Mansion: in the Park Series.
enrichment programs in the areas
of visual art and wellness: Brain Princess Day and Santas Workshop. Partnered with the DuPage
Games, Art, and Chair Yoga. Increased Junior Golf Camp fees County Health Department to
by 10% due to program running at provide Sunbeams and Rainbows
Optimized the multi-purpose
maximum capacity. preschoolers with the 5-4-3-2-1
classroom space at The Abbey and
Go! Nutrition and Physical Activity
Wagner Community Center with Offered a new Tot Time Open program.
the expansion of youth general Swim at Smalley Pool on Saturday
interest programs, dance, sports, mornings from 9:00 a.m. to 12:00 Partnered with the Elmhurst School
gymnastics and group music/voice p.m. to provide an opportunity for of Rock to extend the Concerts in
classes. parents and tots to swim without the Park series.
Divested Adult General Interest older children in the pool and at Partnered with Spirito! Singers to
programs (Yoga) to optimize facility a time of day that is conducive to provide a week of vocal summer
space at The Abbey during the preschoolers schedules (pre-nap camp.
evening and weekend hours. and lunch time). Partnered with Edward / Elmhurst
Continued to invest in Sunbeams Planned for 2017 Healthcare to offer a monthly
and Rainbows and early childhood wellness lecture for members and
core programs to sustain the Develop strategies to increase community.
market, including addressing participation or address
participation demands in the Partnered with local area park
aging furniture, interest center districts to offer an additional
equipment and learning materials. following areas: all day preschool/
day care; gym based programs senior special event at the
Created a pricing structure for (youth sport and adult sport Diplomat in Elmhurst.
weekday versus weekend Biddy leagues); Senior Center programs; Partnered with local high school
and Youth sport classes that and Rec Station. gymnastics programs to strengthen
capitalize on premium time slots position as an off season facility for
and space. Expand programming to fill gaps in
the dance studio schedule. high school athletes.
Ran Princess Camp and Super Worked with Elmhurst Public
Hero Camp with in-house staff Join the Illinois Dance Alliance, a
new competitive league. Library to host Save the Animals
versus a contractual provider to party.
ensure quality and improve the Continue to increase Junior Golf
cost effectiveness of these popular Camp fees by 10% as the program Created additional Courts Plus
summer camp programs. has remained at maximum family programs in cooperation
capacity. with Elmhurst organizations
such as Elmhurst Mothers of
Preschoolers and School District
205.
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.
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 site to elevate
the quality and provide enhance
program opportunities.
3
2
1 4
5
6
LOCAL POLICY 7
CONTEXT
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.
the two agencies still represent many of

the same constituents. As the primary
governing and taxing body for most Park
District residents, the City of Elmhurst
has its own unique policy context that,
while separate and distinct from the Park
District, relates and influences Park District
properties and policies.

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TIF 3
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TIF DISTRICTS BUSINESS DISTRICTS DOWNTOWN DISTRICT

Currently, there are four designated TIF Per the City of Elmhurst website, there Mentioned previously, Elmhurst
districts in the City of Elmhurst. These are eight business districts, including: City Centre is a designated business
are: City Centre: Includes Elmhurst district, but it is important to elaborate
TIF I: Central Business District College, Wilder Park, four more on the communitys civic and
TIF III: Route 83 / St. Charles museums, and the Elmhurst Pubic commercial center. This district contains
TIF IV: North York Street Library. nearly 3,200 jobs and a diverse mix of
TIF V: Church Road / Lake Street Spring Road: Features family- land uses from civic / institutional
owned restaurants, bakeries, and to entertainment to mixed-use. The
Per the Tax Increment Financing City of Elmhurst in 2015 underwent
Incentive Policy, TIF districts are used shopping.
York & Vallette: Located just south a comprehensive downtown master
to assist private developments only planning process to update the 2006
in those circumstances in which the of the Prairie Path and features
commercial shopping strips and Downtown Plan. This new plan provides
proposed private projects show a guidelines for land use, the physical
demonstrated financial gap. Tax well-established destinations.
North York Corridor: Includes environment, public infrastructure,
revenues generated by improvements public spaces, and gateways and
can be invested back into the district strip malls, fast food chains, and
service providers. wayfinding. It also provides design
for acquisition, site preparation, guidelines and regulatory strategies.
rehabilitation, and public improvement Lake St. / Grand Ave.: Hub for car
dealerships, restaurants, and the If the Park District explores additional
along with public infrastructure, which public open space opportunities
can include parks, parkways, and Citys largest business park.
IL Route 83 & St. Charles Rd: downtown, this planning document will
recreational paths. be an important component to consider.
Includes fast food dining and big
TIF Districts are outlined and identified box shopping destinations. The map above outlines the designated
in Red in the map above. IL Route 83 & North Ave: One of downtown district and illustrates the
the busiest intersections in Illinois. variety of land uses present. Three Park
Features fast food, a hotel, and District facilities are located within the
shops. downtown district - Wilder Park, Glos
York St. & Butterfield Rd.: Park, and 135 Palmer Drive.
Located minutes from the Edward
/ Elmhurst Health Campus, this Source 3. City of Elmhurst
district features small restaurants
and fast food options and a variety
of shops.
EDUCATIONAL INSTITUTIONS
The School District is another local taxing body

that provides community services related and
supplementary to the Park District.
The Elmhurst community is primarily served by Community Unit School District
205. Like the Park District, the School Districts boundaries are not contiguous with
the City of Elmhurst, nor are they contiguous with the Park District. However, the
District serves more than 8,000 students primarily (90%) from the City of Elmhurst.
Small portions of Oak Brook, Bensenville, and Addison are also served by SD
205. The District maintains 14 schools eight elementary schools, three middle
schools, one high school, a Transition Program, and the Madison Early Childhood
Education Center.
The Elmhurst community also includes a small portion of District 48 (Salt

Creek) and 88 (Willowbrook High School) and multiple private school options
for elementary, middle, and high school students. The primary private school
providers are Immanuel Lutheran School, IC College Prep and Grade School,
Visitation School, and Timothy Christian Schools.
Elmhurst College, a private, liberal arts college with an enrollment of

approximately 3,350 students is also located in Elmhurst. The48-acre campus is a
certified Level 2 Arboretum and is located just south of downtown.
Source 4. District 205, Elmhurst College Website School District Boundaries

LOCAL PHYSICAL CONTEXT
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 conserve natural resources.
downtown area. are concentrated in nodes, typically
at major intersections. The greatest Permitted Uses: Land located in the CR
concentration of commercial land uses district shall be used for the following
is downtown. Office and industrial uses purposes only:
are concentrated along the northern and
western edges of the community, with Botanical gardens and arboretums
business districts dispersed throughout. Buildings and/or facilities owned,
operated or controlled by the City
Elmhurst is expected to remain a Cemeteries
suburban residential community in the Forest preserves, wildlife
future, but through the implementation reservations, and ecological
of the 2009 Comprehensive Plan, sanctuaries
the City of Elmhurst would like Parks and playgrounds
to incorporate a new mix of uses Public flood control projects
throughout the community wherever Zoological gardens
possible. For example, portions of Accessory uses and buildings,
Elmhursts commercial corridor are incidental to and on the same
already undergoing redevelopment zoning lot as a principal use
with contemporary retail and mixed use The following conditional uses may be
commercial spaces. This redevelopment allowed:
establishes a more competitive retail
alignment for the community, as well Cultural facilities, including
as enhances the Citys tax base. The libraries, museums, and similar
existing Land Use Map is found to the cultural facilities
left. Elementary schools
Junior high schools
The Future Land Use Framework is Senior high schools
intended to provide a blueprint of Colleges or universities
the future development pattern. The Golf courses and driving ranges,
land use plan is a policy guide and tennis centers, pitch and putt, and
works in conjunction with the Zoning similar
Ordinance, a regulatory tool that guides Government administration
implementation of the land use plan. buildings and facilities
The City of Elmhurst Zoning and Land Miniature golf courses
Use Maps can be found in the Appendix Nurseries, for the growing and sale
D. of trees and shrubbery
Source 5. City of Elmhurst Comprehensive Plan
Existing Land use
NATURAL
FEATURES
Watersheds and Riparian
Corridors
The northeastern half of the Park

District lies within the Addison Creek
Watershed while the southwestern
half lies within the Lower Salt Creek
Watershed. Salt Creek is the only
major riparian corridor that bisects
the District. In all, there are 141 acres
of water within the Park District.
Floodplain
The 100-year floodplain denotes

the areas that will be inundated by
the flood event having a 1% chance
of being equaled or exceeded in
any given year. Nearly 507 acres of
the Elmhurst Park District are in the
floodplain. Floodplain data is derived
from FEMA and DuPage County.
Wetlands
Wetland data is derived from the US

Fish and Wildlife Service. The District
contains 52.9 acres of wetlands.
There are 38.4 acres of emergent
wetlands, or marshes, meadows,
of fens. Forested / Shrub wetlands,
characterized by trees, shrubs, and
herbaceous vegetation total 14.5
acres of the District.

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.
Two regional trails cross the

Elmhurst Park District - the Illinois
Prairie Path and the Salt Creek
Greenway Trail. Existing local
bicycle routes include trails / bike
lanes along:
Park Avenue
Poplar Avenue
Cottage Hill Avenue
Emory Avenue / Van Auken
Street
Walnut Street
COMMUNITY OPEN SPACE
Public parks and open spaces are fishing opportunities at the various
provided by multiple agencies in the lake, creek, and ponds within
Elmhurst community the Forest the property, and on-leash dogs
Preserve District of DuPage County, are welcome to accompany their
public and private School Districts, owners on the trails.
the Park District, and Elmhurst
College. Salt Creek Greenway Forest
Preserve is in southwest Elmhurst.
While all agencies provide open space, This 38.5-acre site is currently an
they do so in varying capacities. The undeveloped natural area that
Forest Preserve District aims to acquire, provides stormwater retention
preserve, protect, and restore the for the community. While largely
countys natural areas, while also undeveloped, there is access to the
providing opportunities for people to regional Salt Creek Greenway Trail from
connect with nature. They function the property.
primarily as an agency for conservation
land from, or has some sort of shared-
and preservation. The school districts
SCHOOLS AND use agreement with the Forest Preserve
primary function is to provide local
District, City of Elmhurst, School District
open space for school-sponsored COLLEGES 205, and Elmhurst College. In addition to
team athletics, while also allowing for
School District 205 operates 113.5 parks and open space, the Park District
public neighborhood use of the land
acres of open space within the operates Sugar Creek Golf Course, a
during after school and weekend hours.
Elmhurst community. The school nine-hole course located and shared
Finally, the Park Districts purpose is to
district provides a variety of active and with the Village of Villa Park.
provide public parks, open space, and
free or low-cost recreational program passive recreation opportunities for
opportunities to the community. the community, including playgrounds,
tennis courts, basketball courts, and PRIVATE OPEN SPACE
open spaces. Private school district In addition to public open space, the
FOREST PRESERVE sites provide 37.7 acres of open space community also has a limited number
for Elmhurst community residents. The of private open spaces at their disposal.
Within the Elmhurst Park District 48-acre campus of Elmhurst College is These include the Arlington Cemetery
boundary, the Forest Preserve District designated as a Level II Arboretum and is and the Maywood Sportmans Club.
operates 216.2 acres of open space. open to the public for passive recreation. Private open space totals 186.92 acres.
Cricket Creek Forest Preserve is in the
northwest portion of the District along The map to the right identifies all open
Salt Creek. Out of the forest preserves PARK DISTRICT space within the Elmhurst Park District
216.2 acres, 177.7 acres are in the Cricket community.
Creek Forest Preserve. This forest The Park District operates 457.9 acres
preserve features nearly two miles of of public open space. Out of the 457.9
flat crushed limestone trails and a link to acres, 153 acres, or 33%, is leased from
the regional Salt Creek Greenway Trail. It another public agency but managed by
also includes a 50-peron picnic shelter, the Park District. The Park District leases

PARK AND OPEN SPACE CLASSIFICATION
Classification General Description Service Area Size Criteria

Mini Park Mini Parks meet the need for a walkable, drop-in recreation Less than 0.25 mile Between 2,500 SF and
experience. Appropriate elements in these parks include distance in a residential one acre in size.
playgrounds, picnic areas, and seating. These parks usually setting.
do not include parking. Used to address limited, isolated, or
unique recreational needs.
Neighborhood Park Neighborhood Parks remain the basic unit of the park 0.25 to 0.5 mile distance 1 to 5 acres in size is
system and are generally designed for informal active and uninterrupted by typical.
and passive recreation and community gathering spaces. non-residential roads and
Elements in these parks often include playgrounds, picnic other physical barriers.
areas, sports fields, and trail systems. Neighborhood
Parks serve as the recreational and social focus of the
neighborhood.
Community Park Community Parks focus on meeting community-wide Usually serves two or As needed to
recreation needs. These parks preserve unique landscapes, more neighborhoods and accommodate desired
and often serve the community as gathering places 0.5 to 3 mile distance. uses. Usually a minimum
and general athletics. Elements in these parks include of 20 acres.
playgrounds, pavilions, trails and path systems, multiple
sport courts and fields.
Natural Area Natural Areas are conservation and wildlife areas, wooded Service radius is unlimited. No applicable standard.
areas and waterways that are maintained for the most part
in their natural state.
Special Use Special use facilities are generally designed for active No applicable standard. Variable, depending on
recreation and focus on meeting community-wide recreation desired amenity.
needs. Often, these spaces, both indoor and outdoor, are
designed as single-use recreation activities. Examples of
special use facilities include golf courses, nature centers,
outdoor pools, and museums. Areas for specialized or single
purpose recreational activities.
Trails or Linear Parks Trails and Linear Parks effectively tie park system Resource availability and No applicable standard.
components together to form a continuous park opportunity.
environment.
Source 6. NRPAs Park, Recreation, Open Space and Greenway Guidelines.

PARK AND OPEN
ACREAGE
SPACEINDOOR
INVENTORY MATRIX
DAY-USE SPORTS COURTS / FIELDS WATER-BASED
Passive Natural Areas / Greenspaces
Multi-Purpose Rectangular Fields

Temporary /Portable Restroom1
Dual-purpose Pickleball / Tennis
Boat / Canoe Launch Ramp

Roller Hockey / In-line Rink
Splash Pad / Spray Ground

Community Garden Plots
Picnic Shelter / Pavilion

Picnic Area (no shelter)
Permanent Restroom
Dog Park (off leash)
Golf Course (holes)
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
TOTAL ACREAGE + ASSETS 458.0 5.9 4 10 10 10 8 75 0 9 1 1 1 3 5 94 18 3 4 1 28 1 10 1 2 2 29 25 3 1 1 2
Italic text identifies seasonal amenities

1
All porta potties are seasonal April - October
2
District Owned
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.
circumstances during or after the time of

the projections could have a significant AGE SEGMENT
Demographic data used for this analysis bearing on the validity of the final
was obtained from the U.S. Census projections. The District exhibits a rather skewed
Bureau and from Environmental Systems distribution among the four major age
Research Institute, Inc. (ESRI), the largest segments. Currently, the Park District
research and development organization POPULATION has a predominately middle-aged
dedicated to Geographical Information PROJECTIONS population, with the median age of its
Systems (GIS) and specializing in residents being 41.1 years old.
population projections and market The Park Districts population has
experienced a minor growth trend in The overall composition of the
trends. All data was acquired in August
recent years, just below half the national population is projected to undergo a
2016 and reflects actual numbers as
rate, and is currently estimated at 46,377 further aging trend. While the Under 18
reported in the 2010 Censuses, and
individuals. Projecting ahead, the total and 35-54 age segments are expected
estimates for 2016 and 2021 as obtained
population is expected to continue to to experience decreases in population
by ESRI. Straight line linear regression
grow over the next 15 years. percentage; the 18-34 and 55+ age

RACE AND ETHNICITY HOUSEHOLDS AND
INCOME
The minimum categories for data on
race and ethnicity for Federal statistics, The Park Districts median household
program administrative reporting, and income ($97,245) and per capita income
civil rights compliance reporting are ($44,948) are both significantly higher
defined by the latest Census (2010). than the state and national averages.
The District's current population is
predominately White Alone at 87%
of the population. At 6% of the total
population, the Asian population
represents the largest minority. The
predictions for 2031 expect the
population by race to become slightly
more diverse with an expected
decrease in the White Alone population;
Projections accompanied by slight increases in
population of all other races.
show that the
District will undergo Based on the 2010 Census, those
of Hispanic/Latino origin currently
a rather rapid aging represent just below 8% of the service
areas total population. The Hispanic/
trend throughout 2031, as Latino population is expected to only
the 55+ age segment grows to grow an additional 3% by 2031.
represent just over 39% of the

total population. PER CAPITA HOUSEHOLD
segments are projected to continue

increasing over the next 15 years.
Projections show that the District will
undergo a rather rapid aging trend
throughout 2031, as the 55+ age
segment grows to represent just over
39% of the total population. This is
partially assumed to be an outcome of
the Baby Boomer generation aging into
the senior age groups.
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.

PARK DISTRIBUTION AMENITIES INDOOR SQUARE
FOOTAGE /
The Distribution Level of Service Amenity Level of Service is measured by
analysis evaluates the equitability of the quantity, quality, and distribution RECREATION
offerings. Parks are categorized by of individual recreational offerings. FACILITIES (BY TYPE)
NRPA classification standards which are Quantity benchmarks for individual
Indoor square footage Level of Service
based on size, function, and use of sites. amenities are derived from the NRPA
is measured by the total square feet of
Elmhurst Park District has Mini Parks, Park Metrics database, the 2015
indoor space, by facility type, per person.
Neighborhood Parks, Community Parks, Statewide Comprehensive Open Space
Linear Parks, Natural Areas, and Special and Recreation Plan (SCORP), and A general regional (Chicagoland)
Use. The NRPA classification matrix is on regional benchmarks. These benchmarks benchmark used by local parks and
page 76. School sites are also included in provide guidelines for the total number recreation professionals for indoor
this analysis, as they serve the function of amenities per population figures (e.g.; recreation space is 2 square feet per
of a Neighborhood Park, albeit limited 1 court per 100 population). The quality person. The Park District's total square
by availability. Typically, only Mini, of amenities, which was identified footage is compared to this regional
Neighborhood, and Community Parks via site visits, is incorporated into the benchmark to determine surpluses or
are used to evaluate distribution level of quantity Level of Service by weighting deficits.
service. the amenities based on their quality.
In addition to the total square footage
The individual park classifications of indoor space, the types of indoor
determine the service area for each park. space is another important measure
Service areas for the park sites evaluated of how well the District serves the
are as follows: community. This analysis seeks to
Mini Parks: 0.25 mile, or a answer the question "Are we providing
5-10-minute walk the right types of indoor spaces for
School / Neighborhood Parks: 0.5 our community?" Benchmarks shown
mile, or a 10-15-minute walk in the following pages for this analysis
Community Parks: 1.0 mile are derived from NRPA's Park Metrics
database, filtered for agencies with
To accurately evaluate the level of
populations between 40,000 and
service for the walk-to destinations,
50,000.
or Mini and Neighborhood Parks, the
District is divided into planning areas, Individual facility types included in the
or smaller neighborhood-like clusters, Park Metrics benchmarks include:
that are distinguished by barriers such
as roads, railroads, stream corridors, Recreation / Community Centers
or other features that obstructed Senior Centers
walkability. Service areas for Mini and Teen Centers
Neighborhood Parks are clipped to these Fitness Center
planning area boundaries. Community Gyms
Park service areas do not take planning Stadiums
area boundaries into account as they are Ice Rink
drive-to destinations. The level of service Arena
for each park classification is identified Performance Amphitheater
by the percentage of residents within Indoor Track
the service areas (e.g. Mini Park LOS: 40% Nature Center
of residents within 0.25-mile). Museum
Indoor Pools (50m and 25m)
Leisure Pool
Therapeutic Pool
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.
opportunities and the This measure includes Wild Meadows

Trace, Sugar Creek Golf Course, and all
amenities / facilities remaining sites in the level of service
analysis. In all, the District has 457.95
required to support them. acres of parks and open space.
Based on the benchmark of 11.8 acres

per 1,000, the District is 143.9 acres short
This analysis covers three measures of the recommended 547.1 acres. When CONCLUSIONS
of acreage level of service. The first, broken down per category, the District
measures the level of service of all has a surplus of Linear and Special This analysis reveals that, by quantity
Park District-owned active recreation Use Park Acreage (98.2 acres and 19.3 alone, the District does not meet the
sites. These active recreation sites are acres respectively). However, it faces benchmarks set by looking at other
also known as those designated as deficiencies in all other park categories. similar communities (those with
Mini, Neighborhood, or Community populations between 40,000 and
Parks. They include passive and Finally, the third measure of acreage 50,000). This data may support future
active amenities like shelters, seating, level of service is a community-level land acquisitions to ensure all residents
playgrounds, and sports fields. The analysis of all available open space. have equal opportunity to open space
overall benchmark for this analysis is 10 This includes both Forest Preserve and acreage - specifically Neighborhood
acres per 1,000 population. Broken down School / University open space. There Parks.
by park type, this equates to: are no specific benchmarks for Forest
Preserve or School / University open However, what this data also reveals is
Mini Park: 0.6 acres / 1,000 that by working with Schools, Elmhurst
spaces, so the overall 11.8 acres per 1,000
Neighborhood Park: 3.5 acres / benchmark is utilized. When all available College, and the Forest Preserve
1,000 community open space is included in District of DuPage County for parks and
Community Park: 5.9 acres / 1,000 the analysis, there is a surplus of 326.6 recreation access, the community can be
acres more than the recommended 547.1 well served in terms of acreage.
The District owns and manages 252.9 acres.
acres of active recreation sites. For active
recreation sites, the District is deficient
in all park categories, with the greatest
deficiency being in Neighborhood Parks
(-104.9 acres). The chart to the right,

POP.)
(REC: 3.5 AC / 1,000 POP.P.)
POP.)
P.)
(EX: 1.3 AC / 1,000 POP.
BENCHMARKS / DEFICIT BENCHMARKS / DEFICIT BENCHMARKS / DEFICIT

ELMHURST ELMHURST ELMHURST
RECOMMENDATIONS SURPLUS RECOMMENDATIONS SURPLUS RECOMMENDATIONS SURPLUS
PARK DISTRICT PARK DISTRICT PARK DISTRICT
INVENTORY INVENTORY INVENTORY
DISTRIBUTION
The Distribution Level of Service analysis evaluates the equitability of offerings.

Parks are categorized by NRPA classification standards which are based on size,
function, and use of sites and this classification designates a specific service area
which, in the following pages is shown in orange.
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
Analysis included four designated

Mini Parks as well as 0.25-mi
service areas for the Districts
Neighborhood and Community
Parks (see page 77). Within
0.25-miles, Neighborhood and
Community Parks serve residents'
Mini Park needs. Nearly 42% of
the District residents have access
to a park within 0.25 miles of their
home. Compared to planning
team benchmarks, this is above
average.
NEIGHBORHOOD
PARK
DISTRIBUTION
Analysis included nine designated

Neighborhood Parks as well
as a 0.5-mi service area for the
Districts Community Parks (see
page 77). These parks serve the
Neighborhood Park needs of
residents within a half mile of the
park. Sixty-four percent (64%)
of the residents have access to
a park within 0.5 miles of their
home. Compared to planning
team benchmarks, this is below
average.

COMMUNITY PARK
DISTRIBUTION
Analysis included the seven

designated Community Parks (see
page 77). The 1.0-mile service
areas for Community Parks are
not clipped to planning areas
because these sites are drive-to
destinations. Eighty-seven percent
(87%) of the residents have access
to a Community Park with 1.0
mile of their home. Compared to
planning team benchmarks, this is
below average.
OVERALL PARK
DISTRIBUTION
When all service areas are overlaid

onto each other, analysis reveals
that 45,425 residents, or 98%
of the Districts population, has
access to a park asset within
0.25, 0.5 or 1.0-miles from their
homes. Compared to planning
team benchmarks, this is above
average.

TRAIL
DISTRIBUTION
Trail service areas were drawn

at 0.5-miles from various trail
access points along the Salt Creek
Greenway and Illinois Prairie Path.
Based on this service area, 18,119
Elmhurst Park District residents
have access to a regional trail
system within 0.5-miles of their
home. This equates to nearly 40%
of Elmhurst Park District residents
with trail access.
AMENITIES
Amenity Level of Service is recommended benchmark is 10.8. The
District also has surpluses in tennis
measured by the quantity, courts (+14.31) and baseball / softball
fields (+10.76). The largest deficiencies
quality, and distribution occur in golf course (-7.77) and disc golf
courses (-7.24).
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)

*Sugar Creek is a 9-hole course
Based on the facilities assessed INDOOR SQUARE this indoor space is general recreation
and fitness space, 4.3% is senior
during this planning process, the FOOTAGE / center recreation space, and 5.2% is
Park District owns and operates RECREATION preschool space. Combined, the total
recreation square footage equates to
a total of 147,115 square feet of FACILITIES (BY TYPE) 2.0 square feet per person, equal to the
Chicagoland benchmark. Not all facilities
indoor space. Of this, 63.6% is The allocation of square footage
noted was determined by reviewing were assessed during this planning
dedicated to recreation, 23.0% is floor plans, visiting each facility, and process, so this analysis only reflects the
indoor square footage of those included.
corresponding with staff. The table
dedicated to support space such as on the following page outlines each 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
INDOOR RECREATION
grading system used is meant to give a FACILITIES (BY TYPE)
general idea of each facilitys condition
Indoor facility level of service was
at a 30,000 foot altitude. The grades
derived from NRPA's Park Metric
align with standard academic grading in
database for agencies with populations
the form of five letter grades. A being
between 40,000 and 50,000. The District
the highest and F the lowest. The grades
meets or exceeds NRPA benchmarks for
enable an agency to quickly identify
Senior Center, Walking / Running Track,
which facilities need more attention
and Fitness Center. Wagner Community
than others. It is not meant to represent
Center was included in this chart as the
a detailed facility assessment. The chart
single recreation / community center
on the following page also illustrates this
for the District. While the chart shows
information. This is the base information
a deficiency, the District does operate
used for indoor recreation facility and
ancillary recreation facilities throughout
square footage level of service analysis.
the District. These facilities, however,
have their limitations (e.g., square
SQUARE FOOTAGE footage, quality, etc.) as to what types of
Indoor square footage Level of Service recreation they are able to host.
is measured by the total square feet
The District does not provide every type
of indoor space, by facility type,
of facility listed in the chart, but that
per 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
recreation
space. Ninety
percent of
FACILITY INVENTORY
No. Facility Admin Rec Support

B - ABOVE AVERAGE
1 Courts Plus 9,000 58,500 22,500
Sub-Total 9,000 58,500 22,500
TOTAL SF / % OF TOTAL 90,000 / 61.2%
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%
Sub-Total Square Footage 19,658 93,600 33,857

GRAND TOTAL SF 147,115
*Includes only facilities assessed during this planning process.

SQUARE FOOTAGE LEVEL OF SERVICE ANALYSIS
EXISTING LOS
Square
Feet SF / Popluation % of total
GENERAL FITNESS AND RECREATION
Courts Plus 58,500.0 1.26 per person
Wagner Community Center 25,000.0 0.54 per person
89.2%
SENIOR CENTER
The Abbey 4,000.0 0.09 per person
4.3%
PRESCHOOL
Butterfield Recreation Building (pre-K) 900.0 0.02 per person
Crestview Recreation Building (pre-k) 2,100.0 0.05 per person
Eldridge Recreation Building (pre-k) 1,900.0 0.04 per person
Wilder Recreation Building 1,200.0 0.03 per person
6.5%
TOTAL 93,600 2.03 per person
INDOOR RECREATION FACILITIES (BY TYPE) LEVEL OF SERVICE ANALYSIS

EXISTING LOS NRPA RECOMMENDED LOS**
Amenities # / Popluation Amenities # / Population +/- Need
INDOOR
Recreation / Community Center 1 1.00 per 46,367 1.05 1.00 per 44,229 0.05
Senior Center 1 1.00 per 46,367 0.97 1.00 per 48,000 -0.03
Teen Center 1.00 per n/a 1.02 1.00 per 45,332 1.02
Fitness Center 1 1.00 per 46,367 0.97 1.00 per 47,721 -0.03
Gymnasium 1.00 per n/a 1.91 1.00 per 24,290 1.91
Ice Rink 1.00 per n/a 1.09 1.00 per 42,597 1.09
Walking / Running Track 1 1.00 per 46,367 0.95 1.00 per 48,750 -0.05
Nature Center 1.00 per n/a 0.95 1.00 per 48,822 0.95
Indoor Competitive Swimming Pool (50m) 1.00 per n/a 1.04 1.00 per 44,445 1.04
Indoor Competitive Swimming Pool (25m) 1.00 per n/a 0.97 1.00 per 48,000 0.97
Indoor separated Dive Well 1.00 per n/a 1.07 1.00 per 43,395 1.07
Leisure Pool 1.00 per n/a 1.04 1.00 per 44,445 1.04
Therapeutic Pool 1.00 per n/a 1.04 1.00 per 44,445 1.04
meets benchmark
deficient
NATIONAL RECREATION TRENDS
Information released by Sports & Fitness barriers to entry. The purpose of the report
Industry Associations (SFIA) is to establish levels of activity and identify
2016 Study of Sports, Fitness, key participatory trends in recreation across
The following summarizes the Sports & and Leisure Activities Topline the US.
Participation Report reveals
Fitness Industry Associations (SFIA) 2016 the most popular sport and These popular activities also have appeal
because of their social application. For
Sports, Fitness, and Leisure Activities recreational activities. Most
example, although fitness activities are
of these activities appeal
Topline Participation Report. to both young and old mainly self-directed, people enjoy walking
alike, can be done in most and biking with other individuals because it
environments, are enjoyed regardless of can offer a degree of camaraderie.
level of skill, and have minimal economic
SUMMARY OF NATIONAL TRENDS

Number of inactives decreased slightly, those active to a healthy level on the rise
Inactives down 0.6% in 2015, from 82.7 million to 81.6 million
Approximately one-third of Americans (ages 6+) are active to a healthy level
Most popular sport and recreational activities
Fitness Walking (109.8 million)
Treadmill (50.4 million)
Running/Jogging (48.5 million)
Most participated in team sports
Golf (24.1 million)
Basketball (23.4 million)
Tennis (18 million)
Activities most rapidly growing over last five years
Adventure Racing up 136%
Non-traditional/Off-road Triathlon up 119%
Squash up 66%
Trail Running up 63%
Boxing for Competition up 59%
Activities most rapidly declining over last five years
In-line Roller Skating down 30%
Touch Football down 25%
Wrestling down 22%
Slow-pitch Softball down 16%
Racquetball down 16%
Most popular outdoor activities
Road bicycling (38.3 million)
Freshwater fishing (37.7 million)
Hiking (37.2 million)

Fitness walking has remained the a dominant force in society, evidenced Overall, activities in the general sports
most popular activity of the past by the fact that 27.7% of the population categories show very promising
decade by a large margin, in terms falls into this category. growth in the most recent year. Only
of total participants. Fitness walking three activities experienced a dip in
participation last year was reported to The Sports & Fitness Industry Association participation, none of which declined
be roughly 109.8 million Americans. (SFIA) Sports, Fitness & Recreational by more than 3%. In general, the strong
Although fitness walking has the highest Activities Topline Participation Report recent growth in sports is a reversal
level of participation, it did report a 2.4% 2016 was utilized to evaluate national of the five-year trends, as nearly every
decrease in 2015 from the previous year. sport and fitness participatory trends. activity declining in the long run has
This recent decline in fitness walking The study is based on survey findings by tipped the scale to show positive growth
participation paired with upward trends the Physical Activity Council from a total in the past year.
in a wide variety of other activities, of 32,658 online interviews carried out
especially in fitness and sports, suggests in 2015.
that active individuals are finding new NATIONAL TRENDS IN
ways to exercise and diversifying their AQUATIC ACTIVITY
recreational interests. In addition, NATIONAL TRENDS IN
the popularity of many outdoor GENERAL SPORTS Swimming is unquestionably a lifetime
adventure and water-based activities sport, and all aquatic activities have
The most heavily participated in sports experienced participation growth
has experienced positive growth based
for 2015 were golf (24.1 million) and among the American population. In
on the most recent findings; however,
basketball (23.4 million), which have 2015, fitness swimming is the absolute
many of these activities rapid increase
in participation is likely a product of participation figures well in excess leader in overall participation (26.3
their relatively low user base, which may of the other activities in the general million) for aquatic activities, due in large
indicate that these sharp upward trends sports category. The popularity of golf part to its broad, multi-generational
may not be sustained long into the and basketball can be attributed to appeal. In the most recent year,
future. the ability to compete with relatively competition swimming reported the
small number of participants. Golf also strongest growth (7%) among aquatic
From a traditional team sport benefits from its wide age segment activities, followed by fitness swimming
standpoint, golf was highest with 24.1 appeal, and is considered a life-long (4%) and aquatic exercise (1%). It should
million people participating. Basketball sport. Basketballs success can be be noted, in 2011, recreational swimming
ranks second highest among all sports, attributed to the limited amount of was broken into competition and fitness
with approximately 23.4 million people equipment needed to participate categories in order to better identify key
reportedly participating in 2015. In and the limited space requirements trends.
general, nearly every sport with necessary, which make basketball the
available data experienced an increase in only traditional sport that can be played Aquatic Exercise also has a strong
participation, which is a reversal from the at the majority of American dwellings as participation base, and has experienced
five-year trend of declining participation a drive-way pickup game. steady growth since 2010. Aquatic
in sports. Sports that have experienced exercise has paved the way as a less
Since 2010, squash and other niche stressful form of physical activity,
significant growth in participation are
sports, like boxing, lacrosse and rugby, while allowing similar benefits as land
squash, boxing, lacrosse, rugby, roller
have seen strong growth. Squash has based exercises, including aerobic
hockey, and field hockey all of which
emerged as the overall fastest growing fitness, resistance training, flexibility,
have experienced growth in excess
sport, as it has seen participation levels and better balance. Doctors are
of 30% over the last five years. More
rise by 66% over the last five years. now recommending aquatic exercise
recently, roller hockey, racquetball,
Based on the five-year trend, boxing for injury rehabilitation, mature
indoor soccer, boxing, and flag football
(59%), rugby (44%), lacrosse (47%), patients, and patients with bone or
were the activities with the most rapid
roller hockey (39%), and field hockey joint problems, due to the significant
growth during the last year.
(32%) have also experienced significant reduction of stress placed on weight-
According to the Physical Activity growth. In the most recent year, the bearing joints, bones, muscles, and
Council, an inactive is defined as an fastest growing sports were roller also the effect of the water in reducing
individual that doesnt take part in any hockey (10%), racquetball (8%), squash swelling from injuries.
physical activity. Over the last five years, (7%), indoor soccer (6%), and boxing
the number of inactive individuals has (6%). During the last five years, the
increased 7.4% from 76 million in 2010 to sports that are most rapidly declining NATIONAL TRENDS IN
81.6 million in 2015. However, according in participation numbers include touch GENERAL FITNESS
to data from 2014 to 2015 the US saw a football (-25%), wrestling (-22%), slow
slight decrease of 0.6% from 82.7 to 81.6 pitch softball (-16%), and racquetball Overall, national participatory trends
million individuals. Although this recent (-16%). in fitness have experienced strong
shift is very promising, inactivity remains growth in recent years. Many of these
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 mile of
fitness activities based on total number
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 roller
(63%), traditional road triathlons (57%),
skating (-26%), camping within mile
high impact aerobics (41%), and yoga
of home/vehicle (-15%), and recreational
(20%). In the last year, activities with the
vehicle camping (-12%). More recently,
largest gains in participation included
activities growing most rapidly in the last
non-traditional / off-road triathlons
year were adventure racing (21%), BMX
(24%), traditional / road triathlons
bicycling (15%), traditional climbing (5%),
(13%), barre (12%), and trail running
and fly fishing (4%).
(8%). It should be noted that many
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.
104 | VISION 2020: FOCUS ON THE FUTURE APPENDIX

CHAPTER A
1
LOCAL RECREATION TRENDS
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 Elmhursts residents have rather strong
from ESRI. A Market Potential compared to the US 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
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
activity. most prevalent for residents within
Elmhurst Park District. The activities are
% Population Overall, Elmhurst Park District listed from highest to lowest number of
demonstrates above average market estimated participants amongst the Park
Activity Qty. EPD US MPI
potential in numerous categories; this Districts residents.
General Sports is particularly noticeable in the fitness
Golf 4,281 12.3% 9.2% 134 market potential table. Every activity High index numbers (100+) are
Basketball 2,728 7.8% 8.2% 95 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
Tennis 1,849 5.3% 4.0% 134
two categories (general sports and residents of the service area will actively
Football 1,592 4.6% 4.7% 97 participate in programs offered by the
outdoor activity), though they all have
Baseball 1,488 4.3% 4.6% 93 a few activities with MPI scores below Park District.
Soccer 1,427 4.1% 3.8% 107 the national averages, a majority of the
Softball 1,199 3.4% 3.4% 100
Volleyball 1,037 3.0% 3.3% 92
Summary of Local Trends
Fitness
The service area exhibits above average market potential for sport and leisure activities
Walking 11,508 33.0% 26.6% 124
Top recreational activities in Elmhurst Park District compared to the national averages
Swimming 6,563 18.8% 15.4% 122
Participated in Bicycling (mountain)
Jogging 5,734 16.5% 13.2% 125
Participated in Golf
Weights 4,567 13.1% 9.9% 132 Participated in Yoga
Aerobics 3,716 10.7% 8.5% 126
Yoga 3,239 9.3% 7.0% 132
Pilates 1,144 3.3% 2.8% 119
Outdoor Activity
Hiking 4,847 13.9% 9.9% 140
Bicycling 4,461 12.8% 9.9% 139
(Road)
Fishing 3,706 10.6% 12.3% 89
(Fresh
water)
Canoe / 2,307 6.6% 5.5% 119
Kayaking
Bicycling 1,877 5.4% 3.9% 139
(Mountain)
RECREATION PROGRAM
ASSESSMENT
The Elmhurst Park District conducted VISION, MISSION, 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 and staff SUMMARY NOTES
that would benefit from a further provided confirmation of that point
analysis. Stemming from the review, through the recreation program Elmhurst Park District separates
it was decided that program lifecycle, assessment data collection process. its recreation programs into two
classification, partnerships, and The following vision and mission were areas: enterprise and recreation
marketing efforts were areas that could developed and adopted by the District (tax-supported). Each area contains
benefit from further review. during the 2013-2017 Strategic Plan different types of programs, and this
process as the revised statements and report examined each area separately.
new organizational values had not In addition to the separate analysis,
been completed at the time of this general observations can be made for
assessment. the portfolio of recreation programs.
For example, a chart showing the

As part of
the process,
the planning team
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.
breakdown of each core program and

associated 2016 projected net budget
and 2016 actual net income figures can
be found in the Appendix D.
Top Community Priorities
Cross-tabulations were calculated

for the statistically-valid Community
Survey that was conducted as part of
the Comprehensive and Strategic Plan
update. The tables above represent
the top five community priorities for
facilities/amenities and recreation
programs based on household
composition.
Marketing Preferences
This program assessment reviewed the

marketing practices currently used by
program area. The Park District program
brochure was the medium most often
used by programmers. Of note, the
community overwhelmingly prefers to
learn about Park District programs and
activities via the program brochure.
In addition to the brochure, the
community reported a desire to learn
about programs and activities via the
website, email and print newsletters, and
newspaper articles (among others). The
adjacent chart represents all the ways
residents prefer to learn about programs
and activities.
ENTERPRISE
Enterprise programs are supported by
Lifecycle stages are also compared
self-generated revenues. Even though
Lifecycle Analysis to industry best practices. Enterprise
there is a goal to recover costs, the level
programs were assigned to three of
of cost recovery is different among all Programs can be assigned lifecycle the six stages (see below): growth,
the enterprise program areas. stages based on their current mature, and saturation. Compared
performance: to industry best practices, Elmhursts
Programs
Introduction = new program, Enterprise programs are below the
The Enterprise area is comprised of the modest participation benchmark for early stage programming
following core program areas: Take-off = rapid participation (introduction, take-off, and growth)
Tennis growth and over the benchmark for the mature
Growth = moderate, but consistent and end stages (saturation and decline).
Camps There is an opportunity to introduce
participation growth
Martial arts Mature = slow participation growth new programming in this area while
Saturated = minimal to no reprogramming saturated and mature
Kids Plus
participation growth, extreme programming to better align with
Personal training competition industry best practices.
Massage therapy Decline = declining participation).
Cost Recovery Classification
Wilder Mansion (special events)
The following breakdown represents
Golf
how Enterprise programs are priced.
Fitness Programs are categorized into one of

Cost Recovery Definition Core Program Consultant Recommendation
Classification
Public Basic parks and recreation services N/A N/A
intended to be accessible and of benefit to
all; supported wholly or significantly by tax
subsidies.
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
Private Exclusive benefit and gain received by Tennis-Advanced Tennis-Advanced

individual(s) and not by the general public; Personal Training Personal Training
individual usually pays the full cost of Massage Therapy Massage Therapy
service provision. Golf-Advanced Golf-Advanced
three categories based on perceived Service Providers: continue to be important programs for
benefit to the end user. This classification Score (tennis) the Elmhurst community, it is important
is then used to determine cost recovery to continue providing them, but staff
goals. The table above indicates the Midtown Athletic Club (tennis) should continue to monitor similar
classification as indicated by the Oak Brook Tennis Center (tennis) providers to understand market share
Districts cost recovery model. and market demand for services.
Hinsdale Racquet Club (tennis)
Partnerships HealthTrack (tennis) Community Preference
There are many programs that operate YMCA (misc.) The statistically-valid Community
without partnership involvement; Schools (camps, kids plus Survey asked residents if they (or their
however, of the programs reporting programs) household) had a need for a certain
partnerships in-place (4), two report program or facility and the degree in
Daycare providers (kids plus
somewhat ineffective partnerships while which their need is currently being met.
programs)
the other two report somewhat effective It should be noted that the degree in
partnerships. Churches (kids plus programs) which the need is met does not imply
Xsport (personal training) that the need is being addressed by the
Marketing And Communications Elmhurst Park District; rather, it refers
LA Fitness (personal training and to if their need is being met within the
Staff report existing marketing and fitness) community regardless of the service
communication efforts as somewhat
Massage Envy (massage therapy) provider.
effective to reaching targeted
audiences. Further examination is Pure Harmony Massage (massage Unmet need can be attributed to
warranted to understand how Enterprise therapy) many factors, such as a general lack
programs are marketed. Currently, the Western Acres (golf) of program/facility, pricing structure
most well-known marketing tool is the (whether individuals believe programs/
program brochure. In addition to the Fresh Meadow (golf)
facilities are priced too high),
brochure, marketing strategies include Meadowlark (golf) convenience (both available times and
websites, Facebook, fitness app, internal TopGolf (golf) location), or access (transportation,
banners and flyers, outdoor banners, accessibility issues, etc.). A Priority
and direct mail. There are many similar providers within Investment Rating (PIR) is attributed
the community for Enterprise programs. to facilities and programs based on
Similar Providers Sport facilities such as tennis centers the degree of community unmet need
An environmental scan for similar service and golf courses are prevalent along and community importance rating.
providers adds context to the breadth with private facilities that compete As a result, facilities and programs
of service within the planning area and with personal training and fitness are categorized into three tiers (high,
surrounding area. opportunities. Since tennis and golf medium, and low). High priority facilities
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 following breakdown represents
compared to adult programs. Lapidary how Recreation programs are priced.
Programs are categorized into
In terms of sports, golf ranked higher Special events one of three categories based on
than tennis in terms of both facilities Adult aquatics (fitness and Masters perceived benefit to the end user. This
and program offerings. Interestingly, swim) classification is then used to determine
pickleball is also ranked in the lower tier Adult general interest cost recovery goals. The cost recovery
but it is poised to grow and is currently table on the following page indicates
one of the countrys fastest growing Day trips the classification as indicated by the
sports. Senior Programming Districts cost recovery 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.
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

Service Providers: Community Preference should focus on. Interestingly, many of
Lizzadro Museum of Lapidary Arts the private cost recovery programs are
The statistically-valid Community categorized into the Low PIR category.
(lapidary classes) Survey asked residents if they (or their This data reinforces the business practice
Schools (misc.) household) had a need for a certain of 100+% cost recovery goals.
Churches (misc.) program or facility and the degree in
which their need is currently being met.
Elmhurst College (adult general It should be noted that the degree in
interest) which the need is met does not imply
Private providers (misc.) that the need is being addressed by the
Elmhurst Park District; rather, it refers
VFW (misc.)
to if their need is being met within the
Banquet halls (misc.) community regardless of the service
YMCA (misc.) provider.
Area gymnastics studios Unmet need can be attributed to
(gymnastics) many factors, such as a general lack
Surrounding park districts (misc.) of program/facility, pricing structure
(whether individuals believe programs/
DuPage Dance Academy (dance) facilities are priced too high),
Evolution Dance Experience convenience (both available times and
(dance) location), or access (transportation,
Beyond Center Stage (dance) accessibility issues, etc.). A Priority
Investment Rating (PIR) is attributed
DeForest Dance (dance) to facilities and programs based on
Luscombe Music (cultural arts) the degree of community unmet need
and community importance rating.
Perry's Music in Villa Park (cultural
As a result, facilities and programs
arts)
are categorized into three tiers (high,
Libraries (youth interest activities) medium, and low). High priority facilities
British Swim School (aquatics) and programs indicate there should
be a strong focus/attention placed
Goldfish Swim School (aquatics) here; whereas, low priority facilities
and programs do not necessitate more
resources (at this time) from the Elmhurst
There are many similar providers Park District.
within and around the community
for recreation programs. Given that There is high support for indoor
recreation programs include general gymnasium space (as expected) due
and niche programming, there will be to the low Level of Service available for
many public, non-profit, and private indoor recreation space in Elmhurst
providers. Therefore, it will be critical along with aquatics space. Other
for Elmhurst to continue finding and recreation facilities fall into the Medium
utilizing effective partnerships for this and Low categories. The community
programming area. indicates community events and adult
continuing education programs as two
of the top programs areas Elmhurst
Cost 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
Preschool piano lessons

Recreation Area Observations And CONCLUSION
Recommendations
It is evident that the Elmhurst Park
After reviewing statistically-valid District does a phenomenal job with
survey results and program-specific identifying cost recovery goals based
data, the following observations and on objective performance measures.
recommendations are offered: This process is evident by the amount
Given the high number of similar of financial data the District tracks
providers in and around the in tandem with how programs are
community, enhanced partnerships classified. To date, the Elmhurst Park
should be sought for programs that District is in the process of tracking and
are not meeting cost recovery goals reporting cost recovery as a performance
metric in 2017. To continue achieving
All programs should be annually cost recovery goals, it will be important
reviewed and re-classified (if for the District to examine program
necessary) for cost recovery lifecycles annually to ensure programs
purposes. For example: are being offered and designed to meet
Since a number of Dual- community needs.
Benefit programs are
currently exceeding their Additionally, as the levels of service
budget goals, it may benefit and strategic priorities from the
the District to review and re- Comprehensive Plan and Strategic Plan
classify those, as appropriate, respectively indicate, planning for future
to Private programs facility expansion and / or development
will be important and should be driven
Alternately, the District by the type of programmatic spaces
can expand the upper end required by community unmet needs.
of cost recovery for Dual
Benefit programs to be This recreation program assessment
higher than the currently should be used in tandem with the LOS
established 75% rate for analysis and public engagement process
those offerings to assist with formulating a community
Recreation program lifecycle needs assessment. Once finalized, this
stages are similar to recommended recreation program assessment and the
industry best practices; however, existing Program and Service Analysis
there are indications that some Process Report will provide context
programs may be evaluated for for the District to enhance, modify,
elimination or repositioning due and analyze current and future service
to the high saturated and decline provision.
percentages (or are limited in their
growth due to a lack of indoor
space to expand and thus should
be evaluated once additional
indoor recreation levels of service
are available)
A program dashboard would
be beneficial for performance
indicators.
The community reports strong
support for aquatics facilities
(namely, indoor swimming areas)
and for indoor gymnasium space
Both these spaces could
be potential inclusions in
new / expanded indoor
recreation footprint in the
District (which is also one
of the Vision 2020 Priorities
established for the next
three years)
APPENDIX C:
PARK AND
FACILITY
SCORECARDS
114 | VISION 2020: FOCUS ON THE FUTURE APPENDIX C

SCORECARD OVERVIEW
Elmhurst Park District park lands This Park and Facilities Scorecard is an
effort to measure the quality of park and
numerous park sites. Site inspections
were performed in October 2016 and
and facilities are beloved and facility infrastructure and maintenance March 2017.
in order to ensure the highest level of
visible assets of the community. service possible for park users. To help provide context for weighting
There are over 20 public park The scorecard will help the Park District
the scoring of Elmhursts parks, the
project team used information about
spaces within Elmhurst Park to: community trends and priorities
gathered through the comprehensive
District, which are used by Understand the present state of
planning process. Information related to
Elmhursts public open spaces
community residents, school and facilities, and in time, trends and priorities was collected from
the following sources:
children, and sports teams year compare future conditions to past
performance; A review of community
round. Determine priorities for demographics;
improvements and provide A review of a statistically valid
direction for allocation of funds, community survey; and,
staff, and other resources; Site inspections
Communicate priorities internally
among employees and externally
to governing boards, citizen FACILITY SCORE
committees, and the public; METHODOLOGY
Measure the impact of open
The scores for each facility were
space infrastructure and facility
determined using a separate
investments and open space and
methodology. These scores were
facility maintenance efforts; and
developed during a series of facility
finally,
visits with the managing staff. The
Help Elmhurst residents to eight facility considerations are equally
understand how their local weighted and included the following:
neighborhood parks and facilities
Interior / Furniture / Finishes
are performing in comparison to
other parks in the District. HVAC (heating/ventilation/air-
conditioning)
Ultimately, the Park and Facilities
Plumbing / Fire Protection
Scorecard is intended to help guide
capital improvement plans, master Electrical
plans, and maintenance standards, Roof
helping Elmhurst Park District maintain
Building Exterior / Windows / Doors
and improve its park and facility
infrastructure. Security (cameras, lights, alarms)
ADA Compliance (Americans with
Disability Act)
PARK AND FEATURE
SCORE METHODOLOGY
To prepare the park and feature
scorecards, the project team conducted
rigorous field inspections of Elmhursts
PARK AND FACILITY SCORECARDS ELMHURST PARK DISTRICT COMPREHENSIVE PLAN | 115
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
C+
OVERALL SYSTEM
PARK SCORECARD SCORE: 79
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
feature received an A rating. Fa i r

75
The lowest scores were for

playgrounds, athletic fields Poor
and courts, and seating Fa i l i n g

areas, which all scored a C+
Athletic Cour ts
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.
Highest Ranked Features High-scoring examples of
System-wide existing park features.
Athletic Field at
Drinking Fountain at Golden Meadows Athletic Court at
Butterfield Park (100) (100) Wilder Park (89)
Path at Eldridge Park Playground at East

Greenspace at Wilder Park (99) (100) End Park (96)
Natural Area at Wild Parking Lot at Restroom at Plunkett Seating Area at

Meadows Trace (98) Butterfield Park (98) Park (83) Wilder Park
Select Low-Rated Features

System-wide
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.
WHATS NEXT?
Overall, a little more than half of the every issue immediately. Instead, these
parks were rated as good, which issues should remain top of mind as staff
demonstrates that while review park maintenance standards,
these spaces are being equipment replacement schedules, and
Based on inspection results, used and experiencing develop future park improvements and
addressing the following areas wear and tear, the capital designs, resulting in a long-term and
improvements and open proactive approach. For the following
will have the greatest impact on space maintenance the Park issues most requiring attention that can
improving park quality system-wide. District invests in, result in
an overall quality park and
be addressed over the next several years,
its important that a balanced approach
facility system. is taken that allows current operations to
continue. Otherwise the agency may see
In general: improvements in the areas listed below
Few functionality issues found while allowing other areas to decline.
nothing to be concerned about.
In general, equipment found within
Few repair/maintenance issues parks was in good condition and
found that mainly consisted of did not show any major signs of
trimmed branches that had been damage or deterioration. When it
left behind or had not been picked was found, it was often minor issues
up yet. with signage, trash cans, etc. The
Few incidents of vandalism found only exceptions to this were drinking
that mainly consisted of spray paint fountains and grills where rust and
and scratches/etching. deterioration was more common.
Few safety issues found that Seating issues were found in all
mainly consisted of beer/alcohol areas, but especially at athletic fields.
cans and bottles and vegetation Repainting/refinishing benches
issues (including mushrooms). and identifying athletic field metal
benches and bleachers that require
replacement is recommended as a
ISSUES MOST first step to address seating issues.
REQUIRING ATTENTION
The majority of fencing in the park
Based on inspection results, addressing system had some sort of issue,
the following areas will have the greatest with half of those issues rated as
impact on improving park quality noticeable or worse. The most
system-wide. This is not meant to common issues were simply a
serve as a list of to-do items, as it is not result of wear and tear and age and
practical nor cost-effective to address included rust/corrosion, painting

needed, or deformed fence fabric.
Fencing issues were most commonly
observed at athletic fields and to a
lesser extent, athletic courts.
Issues with landscaping (trees, shrubs,

and beds) was observed in about half
of the areas were landscaping was
present. The most common issue
was that additional mulch needed to
be reapplied, followed by weeds and
overgrown plants and trees in about
10% of areas with landscaping. Quite a
few tree stumps were found as well as
some empty plant beds.
Erosion around water bodies was

observed and more natural plantings
were recommended to alleviate this
issue.
Issues with surface quality were

frequently observed, which are
common in areas with heavier use.
Athletic fields and passive greenspaces
suffered the most from ruts, uneven
grading, and worn or bare spots.
Cracks, uneven seams, etc. were
observed in some hard surfaces
especially at paths and some athletic
courts.
Litter (man-made trash) was found at

nearly 1/3 of locations, although in
the majority cases, it was a minimal
amount. This was most often observed
at athletic fields, near paths, and at
passive greenspaces. Although a
minor issue, leaves and sticks were also
often found near paths and at passive
greenspaces.
A lack of bike racks was commonly

noted, and although not a major issue,
may be worth addressing as many of
the parks have multiple points of entry.
Several parks received a score of C or

below. Future capital improvement plans
for those parks should be reviewed to
ensure that the planned improvements
address any issues covered in this report
where possible.
T
RAF
D
DR
AF
T
FEATURE
SCORECARDS
C+ SCORE: 78
ATHLETIC COURTS
a+0+100+14+0+37+21+25+0+22+0+29+11+22+0+1
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
Natural Debris Issues
Va n d a l i s m I s s u e s
Safety Hazards Issues

Prevalent
Minimal
Noticeable
Critical
Athletic Cour ts Notes

All athletic courts (basketball, tennis, volleyball, etc.) in a public
open space, including accompanying surfacing, fencing, seating,
lighting, and landscaping.
Elmhurst Park District Athletic Courts scored a 78, one of

T
BocceFBall Court at Marjorie Davis Park
the lower scores among all park features. This score reflects
R A
D deterioration issues and surfacing issues seen within the overall
park system.

DR
AF
T
Hockey and Tennis Court at Conrad Fischer Park
Tennis Court at Crestview Park Basketball Court at Plunkett Park
C+ SCORE: 77
ATHLETIC FIELDS
a+0+100+20+0+24+34+42+5+10+0+53+11+34+1+1
Issues Observed
Seating Issues
Lighting Issues
Landscaping Issues
Surface Issues
Litter Issues

Prevalent
Minimal
Noticeable
Critical
Athletic Fields Notes

All athletic fields (soccer, baseball, etc.) in a public open space,
including accompanying surfacing, fencing, seating, lighting, and
landscaping.
Athletic Fields is the lowest scoring park feature within the

T
AF Park Soccer Field
overall Elmhurst Park District system. Scoring a 77, the Athletic
Eldridge
DR Field score was affected by surface issues, as well as fencing and
seating issues.

DR
AF
T
Plunkett Park Baseball Diamond
Soccer Field at Conrad Fischer Park Soccer Field at Ben Allison Park
B
SCORE: 84
DRINKING FOUNTAINS
a+0+100+2+14+37+0+0+0+0+0+20+2+18+0+0
Issues Observed
Seating Issues
Lighting Issues
Landscaping Issues
Surface Issues
Litter Issues

Prevalent
Minimal
Noticeable
Critical
D r i n k i n g Fo u n t a i n s N o t e s
All individual drinking fountains in a public open space, including
associated surfacing and equipment.
Elmhurst Park District Drinking Fountains scored the highest

among all park feature types, with an 84. Rust and corrosion as
T
AF Park Drinking Fountain
well as leaking issues prevented this park feature from scoring
Crestview
DR higher than 84.

DR
AF
T
Glos Memorial Park Drinking Fountain
Drinking Fountain at East End Park Drinking Fountain at Salt Creek Park
C+ SCORE: 79
PASSIVE GREENSPACES
a+0+100+6+67+10+41+48+25+31+56+33+11+30+2+2
Issues Observed
Seating Issues
Lighting Issues
Landscaping Issues
Surface Issues
Litter Issues

Prevalent
Minimal
Noticeable
Critical
Passive Greenspaces Notes

All passive green spaces located within a public open space,
including accompanying surfacing, fencing, seating, lighting,
landscaping, signage, and other equipment.
Passive Greenspaces scored fair with lower marks for functionality

T
AF Greenspace at Butterfield Park
issues and water bodies issues, including drainage.
Passive
DR
DR
AF
T
Maple Trail Woods Passive Greenspace
Passive Greenspace at Eldridge Park York Commons Passive Greenspace
B
SCORE: 84
NATURAL AREAS
a+0+100+11+0+34+0+34+0+20+34+13+34+26+0+6
Issues Observed
Seating Issues
Lighting Issues
Landscaping Issues
Surface Issues
Litter Issues

Prevalent
Minimal
Noticeable
Critical
Natural Areas Notes

All natural area spaces located within a public open space (native
planting areas, bird habitat areas, and community gardens),
including accompanying surfacing, fencing, seating, lighting,
landscaping, signage, and other equipment.
T
AF Area at Eldridge Park
Natural Areas scored an 84 due to the presence of litter and
Natural
DR natural debris, as well as some fencing and deterioration issues
present.

DR
AF
T
Natural Area at Maple Trail Woods
Designated Natural Area at Berens Park Plunkett Park Natural Area
B- SCORE: 81
PARKING LOTS
a+0+100+8+0+15+34+39+3+26+0+51+8+22+0+0
Issues Observed
Seating Issues
Lighting Issues
Landscaping Issues
Surface Issues
Litter Issues

Prevalent
Minimal
Noticeable
Critical
Parking Lots Notes

All designated parking lots in a public open space, including
accompanying equipment (fencing, lighting, and landscaping).
The Elmhurst Park District Parking Lots score (81) could have been
higher without the negative impacts from seating, fencing and
T
AF Park Parking Lot
surfacing issues.
East End
DR
DR
AF
T
Parking Lot at Golden Meadows
Plunkett Park Parking Lot Parking Lot at Washington Park
B
SCORE: 83
PATHS AND SIDEWALKS
a+0+100+14+0+7+17+39+9+21+67+32+12+28+1+3
Issues Observed
Seating Issues
Lighting Issues
Landscaping Issues
Surface Issues
Litter Issues

Prevalent
Minimal
Noticeable
Critical
Paths and Sidewalks Notes

All walking and biking paths and sidewalks in and immediately
around a public open space, including adjacent fencing, seating,
lighting, and landscaping. This evaluation included Park District
and City-Owned paths and sidewalks.
PathsF
T The Paths and Sidewalks score was lower due to fencing issues
R A at Glos Memorial Park
D seen throughout the park system. Paths and sidewalks that are
located adjacent to water bodies (lagoons) also had major issues.

DR
AF
T
Path at Marjorie Davis Park
Path at Crestview Park Path at Jaycee Tot Lot
C
SCORE: 78
PLAYGROUNDS
a+0+100+20+2+32+23+20+0+32+0+44+22+49+10+7
Issues Observed
Seating Issues
Lighting Issues
Landscaping Issues
Surface Issues
Litter Issues

Prevalent
Minimal
Noticeable
Critical
Playgrounds Notes
All playgrounds in a public open space, including accompanying
surfacing, fencing, seating, lighting, landscaping, signage, and
other play equipment.
Playgrounds scored a 78, resulting from natural debris,

T
AF at Butterfield Park
deterioration and surfacing issues, and landscaping issues.
Playground
DR Additionally, vandalism was present at some of the playgrounds.

DR
AF
T
Salt Creek Park Playground
Playground at Wilder Park Playground at Pioneer Park
B- SCORE: 82
RESTROOMS
a+0+100+37+12+31+0+0+0+0+0+42+24+12+9+6
Issues Observed
Seating Issues
Lighting Issues
Landscaping Issues
Surface Issues
Litter Issues

Prevalent
Minimal
Noticeable
Critical
Restrooms Notes
All public restrooms open to park visitors on a daily basis,
including signage and accompanying equipment.
Scoring a fair-to-good (82), Restrooms lost points due to surfacing

issues and missing items. Missing items could range from toilet
T
AF at Wilder Park
paper, toilet seat covers, and paper towels to wall mirrors or baby
Restroom
DR changing stations. Additionally, vandalism was present at the
restrooms.

DR
AF
T
Restroom at Salt Creek Park
Restroom at Plunkett Park York Commons Restroom
C+ SCORE: 78
SEATING AREAS
a+0+100+30+2+34+36+56+0+18+0+20+19+33+11+5
Issues Observed
Seating Issues
Lighting Issues
Landscaping Issues
Surface Issues
Litter Issues

Prevalent
Minimal
Noticeable
Critical
Seating Areas Notes

All designated sitting areas within a public open space, including
accompanying surfacing, fencing, seating, lighting, landscaping,
and other equipment. Picnic seating areas are the most common
in this feature category, however, a seating area can also be a
group of benches in a designated area.
T
R AF Park Seating Area
East End
D Seating Areas in Elmhurst received a score of 78, due to fencing
issues, natural debris, missing items (such as a place to dump hot
coals), and seating and deterioration issues.
DR
AF
T
Seating Area at York Commons
Seating Area at Wild Meadows Trace Seating Area at Ben Allison Park
AFT
DR
DR
AF
T
PARK
SCORECARDS
B
SCORE: 84
BEN ALLISON PARK

Lo c at i o n : S u r f a n d We s t
Pa r k Ty p e : N e i g h b o r h o o d Pa r k
Size: 2.8 acres
Owned: 2.8 acres
a+0+75+0+0+0+89+93+71+0+84+
Leased: 0 acres
100 Ben Allison Park Features and Amenities
Quantity Score
Athletic Courts n/a

50 Basketball Courts n/a
Tennis Courts n/a
Volleyball Courts n/a

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
Horseshoe Courts n/a
Pickleball Courts n/a
Athletic Fields 75
Multi-Use Fields 1
Baseball / Softball Fields 1
Drinking Fountains n/a n/a

Site Description
Natural Areas n/a n/a
Originally known as the Scott Street Playground, the 1.3 acres of
park was leased from the City of Elmhurst in 1949 and developed Community Garden
in 1950. The area was renamed for former mayor Ben Allison Parking Lots n/a n/a
(1957-61) in 1964. In 1981, the City of Elmhurst donated the original
Passive Greenspaces 3 89
parcel plus an additional 1.45 acres of land to the Park District. Ben
Allison Park features two play areas designed to meet the specific Paths and Sidewalks 1 93
needs of children ages 2-5 and 6-12.
Playgrounds 1 71
Ben Allison Park scored a good score of 84 reflecting high Restrooms n/a n/a
Greenspace and Paths scores. This Park score did not receive an Seating Areas 1 84
excellent (A) due to a fair Athletic Field score (75) and an even
Special Amenities: Temporary/Portable Restroom, Sled
lower Playground score (71). Both Athletic Fields and Playgrounds
Hill
are experiencing surfacing issues.
Date Surveyed: October 16, 2016
AFT
DR
DR
AF
T
Equipment and surface issues at Ben Allison Park

playground.
Baseball diamond surface issues at Ben Allison Park. Surface issues at Ben Allison sled hill and soccer field.
B+ 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+
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
RESTROOMS
Athletic Fields 86
Multi-Use Fields 5
Drinking Fountains 3 98
Site Description
Natural Areas 3 89
The largest community park in Elmhurst, Berens Park features
football and soccer fields, five lighted baseball diamonds, three Community Garden
sand volleyball courts, a walking/running path, two playgrounds, Parking Lots 3 85
two synthetic turf fields, a sled hill and The Hub, an outdoor family
entertainment complex consisting of a miniature golf course, spray
ground and batting cages. Paths and Sidewalks 5 92
Playgrounds 2 88
Berens Park received a B+ (89) for an overall park score. With
excellent scores for its drinking fountain, 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.
Date Surveyed: March 6, 2017
AFT
DR
DR
AF
T
Natural area on the west side of Berens Park.
Playground at the southwest side of Berens Park. Tennis courts at Berens Park.
B
SCORE: 83
BUTTERFIELD PARK
Lo c at i o n : 3 8 5 E. Va n B u re n St re e t
Size: 23.4 acres
Owned: 21.7 acres
a+0+70+100+0+96+77+87+93+70+72+
Leased: 1.7 acres
100 Butterfield Park Features and Amenities
Quantity Score
Athletic Courts n/a

Tennis Courts 3 *under

construc-
0 tion
RESTROOMS

Athletic Fields 70
Multi-Use Fields 2

Site Description
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 brand new Playground for Everyone, an innovative
accessible playground developed for children of all abilities and Parking Lots 2 96
special needs. Passive Greenspaces 16 77
Paths and Sidewalks 17 87

Butterfield Park scored a B (83), with its Drinking Fountains
scoring a perfect 100 and Parking Lots scoring an excellent 96. Playgrounds 1 93
Butterfield Park Athletic Fields and Restrooms scored a fair 70 Restrooms 1 70
due to surfacing issues (including trip hazards) as well as seating
Seating Areas 3 72
deterioration and signage issues.
Special Amenities: Storage, Picnic Shelter/Pavilion
AFT Date Surveyed: October 17, 2016

DR
DR
AF
T
Landscaping and surface issues at Butterfield Park diamond.
Surface issues and safety hazards at Butterfield Park greenspace. Restroom wear and tear at Butterfield Park.
D
SCORE: 65
CONRAD FISCHER PARK

Location: Diversey Avenue at Crown Road
Size: 15.5 acres
Owned: 4.9 acres
a+68+68+64+0+0+83+64+49+0+0+
Leased: 10.6 acres
100 Conrad Fischer Park Features and Amenities
Quantity Score
Athletic Courts 68
Tennis Courts 2

0
RESTROOMS
Athletic Fields 68
Multi-Use Fields 3
Site Description
The original property belonged to the Fischer family, German
immigrants who settled in the area in 1836. Five acres of land Community Garden
was originally purchased in 1966 and development began in 1967. Parking Lots n/a n/a
The park is adjacent to Conrad Fischer Elementary School and
Churchville Middle School. In 2000, a master plan and playground
design was developed and approved, adding ADA-accessible Paths and Sidewalks 2 64
playground equipment, developing a pathway, and linking the
Playgrounds 1 49
neighborhood to the School and Park.
Restrooms n/a n/a
Conrad Fischer Park received a poor score (65). Multiple features Seating Areas n/a n/a
within the Park (including tennis courts, athletic fields, drinking
Special Amenities: Temporary/Portable Restroom, Roller
fountain, paths and sidewalks, and playground) contributed to the
Hockey/In-line Rink
low overall park score. Functionality, surface, and deterioration
issues were prominent at Conrad Fischer Park.
AFT
DR
DR
AF
T
Drainage and landscaping issues at Conrad Fischer Park

path.
Water pressure and rust issues with drinking fountain at Conrad Cracked concrete and woodchip distribution issues at
Fischer Park. Conrad Fischer Park playground.
C+ 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+
Leased: 0 acres
100 Crescent Park Features and Amenities
Quantity Score
Athletic Courts n/a

Tennis Courts n/a

0
RESTROOMS
Athletic Fields n/a
Multi-Use Fields n/a
Baseball / Softball Fields n/a

Site Description
Located in the heart of Crescent Park subdivision, this passive
space was deeded to the Park District from the city in 1987. The Community Garden
Park features a picnic table and .61 acres of green space. Parking Lots n/a n/a
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
Seating Areas n/a n/a
Special Amenities: n/a
AFT
DR
DR
AF
T
Seating and trip safety hazard at the greenspace at Crescent

Park.
Greenspace at Crescent Park. Crescent Park bench surface issues.
C
SCORE: 74
CRESTVIEW PARK
Location: 245 Crestview Avenue
Size: 10.9 acres
Owned: 8.4 acres
a+67+77+64+0+87+74+82+70+0+66+
Leased: 2.5 acres
100 Crestview Park Features and Amenities
Quantity Score
Athletic Courts 67
Tennis Courts 1

0
RESTROOMS
Athletic Fields 77
Multi-Use Fields 2
Site Description
Crestview Park opened in 1967. The property was originally
purchased in 1963 and named after its previous occupant, Community Garden
Crestview School, which was 7.47 acres. Additional acreage was Parking Lots 1 87
purchased from the Elmhurst School District 205 through OSLAD
funds in 1971 and 1980. In a combined effort by the Park District,
homeowners association, and community clubs, the Crestview Paths and Sidewalks 1 82
recreation building was built and dedicated in 1970, with an
Playgrounds 1 70
addition built in 1975. A playground was built in 1989 and two
tennis courts were converted to roller hockey courts in the late Restrooms n/a n/a
1990s. The playground was renovated in 2005. Crestview Park Seating Areas 1 66
includes a treehouse-themed playground with multiple towers.
Special Amenities: Temporary/Portable Restroom, Roller
Hockey/In-line Rink, Sled Hill
Crestview Park scored fair (74). Its parking lot scored reasonably
well; however, low scores for its drinking fountain and athletic
courts resulted in the low overall park score. Rust, mold, and
deterioration played a major role in the scoring of these features. Date Surveyed: October 18, 2016
AFT
DR
DR
AF
T
Rust and leakage issues at Crestview Park drinking fountain.
Mold and deterioration at Crestview Park playground fence. Rusted grill at Crestview Park seating area.
B
SCORE: 83
EAST END PARK

Location: 463 Schiller Avenue
Size: 13.2 acres
Owned: 13.2 acres
a+87+73+90+0+88+77+85+69+74+73+
Leased: 0 acres
100 East End Park Features and Amenities
Quantity Score
Athletic Courts 87
Tennis Courts 2

0
RESTROOMS
Pickleball/Tennis Courts 1
Athletic Fields 73
Multi-Use Fields 2
Site Description
East End Park is perhaps best known for East End Pool, but it also
features a playground, three baseball diamonds, a soccer field, Community Garden
three lighted tennis courts, a pickleball court, lighted basketball Parking Lots 3 88
courts and a concession stand. It is also host to the York High
School boys cross country teams home course.
East End Park received an overall score of 83. Along with surfacing
Playgrounds 1 96
issues at many of the park features, the seating areas scored low
due to safety hazards. Additionally, the restrooms and athletic Restrooms 1 74
fields scored low Cs. The drinking fountains and the excellent Seating Areas 2 73
playground helped East End Park to its overall good score.
Special Amenities: Swimming Pool
AFT
DR
DR
AF
T
Surface issues at East End Park greenspace.
Safety hazards at East End Park baseball diamond bleachers. Playground at East End Park.
B- SCORE: 81
ELDRIDGE PARK
Location: 363 W Commonwealth Lane
Size: 43.7 acres
Owned: 38.7 acres
a+83+78+75+89+85+82+85+78+0+68+
Leased: 5 acres
100 Eldridge Park Features and Amenities
Quantity Score
Athletic Courts 83
Tennis Courts 1

0
RESTROOMS
Pickleball/Tennis Courts 1
Athletic Fields 78
Multi-Use Fields 5
Site Description
Natural Areas 1 89
Eldridge Park hosts two playgrounds, a lagoon, sled hill, soccer
field, baseball diamond, tennis courts, basketball courts, a roller Community Garden
hockey court, butterfly garden, and the Eldridge Park Recreation Parking Lots 2 85
Building. A 3/4 mile path winding around the perimeter of the park
serves as a link to Salt Creek Greenway Trail, and a canoe launch
offers boaters access to Salt Creek on the northeast corner of the Paths and Sidewalks 12 85
park.
Playgrounds 2 78
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 with 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
AFT Date Surveyed: October 16, 2016
DR
DR
AF
T
Seating area and signage at Eldridge Park.
Surface seating area at Eldridge Park Baseball Field. Drainage issues at Eldridge Park Baseball Field.
B
SCORE: 84
GLOS MEMORIAL PARK

Lo c at i o n : E Pa rk Ave n u e We s t o f Arl i n g to n Ave n u e
Size: 1 acres
Owned: 0 acres
a+0+0+100+0+0+67+85+0+0+0+
Leased: 1 acres
100 Glos Memorial Park Features and Amenities
Quantity Score
Athletic Courts n/a

Tennis Courts n/a

0
RESTROOMS
Athletic Fields n/a

Site Description
Lucy Glos, wife of Henry L. Glos, banker and first Village President,
donated the land to the City of Elmhurst. The property is the site Community Garden
of the Glos mausoleum. Visitors can walk through or picnic in this Parking Lots n/a n/a
peaceful and beautiful urban oasis.
Glos Memorial Park scored well overall with an 84. Its drinking Paths and Sidewalks 2 85
fountain scored an excellent score (100). However, passive
Playgrounds n/a n/a
greenspaces which includes amenities such as seating, suffered
from deterioration issues and received a poor score of 67. Restrooms n/a n/a
AFT
DR
DR
AF
T
Damage to lighting at Glos Memorial Park.
Exterior path at Glos Memorial Park. Bench furnishing deterioration at Glos Memorial Park.
B
SCORE: 84
GOLDEN MEADOWS
Location: South ends of Caroline and Hampshire
Size: 6.1 acres
Owned: 5.3 acres
a+0+100+0+0+88+69+0+0+0+0+
Leased: 0.8 acres
100 Golden Meadows Features and Amenities
Quantity Score
Athletic Courts n/a

Tennis Courts n/a

0
RESTROOMS
Athletic Fields 100
Multi-Use Fields 1

Site Description
The park land was acquired in 1973 for $72,000 with proceeds
from a bond issue. It was named Golden Meadows Park in a Name Community Garden
the Park contest in 1975. Before Elmhurst Memorial Hospital Parking Lots 2 88
constructed a permanent helipad, helicopters were permitted for
emergency landings and take-offs from Golden Meadows Park in
the mid-90s. Golden Meadows Park also includes a soccer field. Paths and Sidewalks n/a n/a
Playgrounds n/a n/a

Golden Meadows received a good score of 84. Its athletic field
scored a perfect 100. The parking lots also received a good Restrooms n/a n/a
score of 88; however, surface improvements (such as re-painting Seating Areas n/a n/a
faded lines) could improve the parking lot and overall park score.
Special Amenities: Temporary/Portable Restroom
Additionally, the passive greenspaces at Golden Meadows scored
low due to divots and hanging tree branches.
AFT
DR
DR
AF
T
Faded parking lines at Golden Meadows Park.
Tree branch safety hazard at Golden Meadows Park. Golden Meadows Park open space.
C+ SCORE: 79
JAYCEE TOT LOT

Location: 445 N Larch Avenue
Size: 0.6 acres
Owned: 0.6 acres
a+0+0+0+0+0+82+79+77+0+0+
Leased: 0 acres
100 Jaycee Tot Lot Features and Amenities
Quantity Score
Athletic Courts n/a

Tennis Courts n/a

0
RESTROOMS
Athletic Fields n/a

Site Description
The Jaycee Tot Lot features a playground and shaded picnic area.
In 1970, the Park District expressed interest in entering into a Community Garden
long-term lease with the City and gave approval to plans proposed Parking Lots n/a n/a
by the Jaycees for the development of a small neighborhood park.
Dedication of the Jaycee Tot Lot was held on August 25, 1973. The
property was purchased in 1992. Park and playground renovations Paths and Sidewalks 1 79
began in the summer of 2003 and were completed in 2004. The
Playgrounds 1 77
Jaycees made a donation for the playground.
Restrooms n/a n/a
Jaycee Tot Lot scored an overall park score of 79. This score Seating Areas n/a n/a
reflects some maintenance issues at the playground, including
natural debris. Landscaping issues also affected the playground
and paths and sidewalks scores.
AFT
DR
DR
AF
T
Trash receptacle maintenance issues on the path at Jaycee

Tot Lot.
Landscaping issues at Jaycee Tot Lot. Maintenance issues with the Jaycee Tot Lot playground
equipment.
C
SCORE: 76
KIWANIS PARK
Location: E Madison Street and Stratford Avenue
Size: 1.2 acres
Owned: 0 acres
a+0+0+0+0+0+70+78+0+0+0+
Leased: 1.2 acres
100 Kiwanis Park Features and Amenities
Quantity Score
Athletic Courts n/a

Tennis Courts n/a

0
RESTROOMS
Athletic Fields n/a

Site Description
Located along the Illinois Central Railroad tracks, the park land
was acquired and developed in 1981. The Elmhurst Kiwanis Club Community Garden
sponsored this mini-park, which provides green space in the heart Parking Lots n/a n/a
of a residential area.
Kiwanis Park scored a fair (76). Lower feature and amenity scores Paths and Sidewalks 2 78
resulted from infrastructure issues such as rust, cracks, corrosion,
Playgrounds n/a n/a
and painting.
Restrooms n/a n/a
AFT
DR
DR
AF
T
Cracks in the surface area of Kiwanis Park paths.
Rusted trash receptacle at Kiwanis Park. Bench updates and finishing needed at Kiwanis Park.
B- SCORE: 81
MAPLE TRAIL WOODS

Location: S Sunnyside Avenue and W McKinley Avenue
Pa r k Ty p e : L i n e a r Pa r k
Size: 93.7 acres
Owned: 27.1 acres
a+0+0+0+63+0+75+91+0+0+84+
Leased: 66.6 acres
100 Maple Trail Woods Features and Amenities
Quantity Score
Athletic Courts n/a

Tennis Courts n/a

0
RESTROOMS
Athletic Fields n/a

Site Description
Natural Areas 1 63
The Park Board named this park based on the trail-like shape of
the land along Salt Creek. Originally expected to remain native Community Garden
woodland, it was developed and now boasts scenic trails and Parking Lots n/a n/a
informal picnic areas. Maple Trail Woods links up with the Salt
Creek Greenway Trail just south of Madison Street.
Maple Trail Woods scored an overall park score of 81. While
Playgrounds n/a n/a
its paths and sidewalks scored an excellent 91, the passive
greenspaces suffered from surfacing issues, including defined Restrooms n/a n/a
edges and divots that could be a safety concern. Seating Areas 1 84
AFT
DR
DR
AF
T
Surface issues at Maple Trail Woods entrance.
Seating area at Maple Trail Woods. Maple Trail Woods greenspace.
B
SCORE: 84
MARJORIE DAVIS PARK

Location: Myr tle Ave and Grantley Ave
Size: 3.3 acres
Owned: 3.3 acres
a+76+79+92+0+73+77+89+84+0+0+
Leased: 0 acres
100 Marjorie Davis Park Features and Amenities
Quantity Score
Athletic Courts 76
Tennis Courts n/a

0
Bocce Ball Courts 1
RESTROOMS
Athletic Fields 79
Multi-Use Fields 1
Site Description
The park land was purchased in November 1979 (with assistance
from the City of Elmhurst) from the Elmhurst School District 205 Community Garden
and developed in 1980. The park was dedicated on September 26, Parking Lots 1 73
1981 and named after Marjorie Davis, a dedicated teacher who
taught at Roosevelt School for over 30 years. In 2009, the park
was updated to meet ADA standards and the changing needs of Paths and Sidewalks 1 89
patrons.
Playgrounds 1 84
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
well.
AFT
DR
DR
AF
T
Leakage issues at Marjorie Davis Park drinking fountain.
Damaged basketball net at Marjorie Davis Park. Damaged equipment at Marjorie Davis Park playground.
B- SCORE: 81
PIONEER PARK
Location: S Mitchell Ave and Prairie Path Lane
Size: 4.6 acres
Owned: 4.6 acres
a+53+92+0+90+0+77+88+66+5+0+
Leased: 0 acres
100 Pioneer Park Features and Amenities
Quantity Score
Athletic Courts 53
Tennis Courts n/a

0
RESTROOMS
Athletic Fields 92
Multi-Use Fields 1
Site Description
Natural Areas 1 90
Named after the Pioneer, the first steam locomotive to operate
in Elmhurst, the four acres of land were purchased in April 1974 Community Garden
for $270,000. A naming contest was held and a student at Bryan Parking Lots 1 77
Junior High chose the name for two different reasons, including
the upcoming bicentennial by celebrating early settlers in
Elmhurst, and its proximity to a former railroad recognizing the Paths and Sidewalks 2 88
Pioneer. In 1986, the Holloway sisters donated an additional .37
Playgrounds 1 71
acres of family land to the Park, and in 2006, a plot of land at 519
Mitchell was purchased as well. Pioneer Park includes amenities Restrooms n/a n/a
like a basketball court and soccer field. Seating Areas n/a n/a

Overall, Pioneer Park scored a low B (81). Despite its high scores
for athletic fields, natural areas, and paths and sidewalks, the park
score was lower due to a failing basketball court score, and a fair
playground score. Low sand levels at the playground, and court
markings and equipment deterioration at the court contributed to Date Surveyed: October 25, 2016
AFT
the low amenity and park feature scores.
DR
DR
AF
T
Playground and seating area layout at Pioneer Park.
Surface issues at Pioneer Park parking lot. Sand surface transferring across Pioneer Park playground
boundaries resulting in low sand levels.
C- 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
Size: 16 acres
Owned: 16 acres
a+68+82+63+89+74+83+73+55+83+56+
Leased: 0 acres
100 Plunkett Park Features and Amenities
Quantity Score
Athletic Courts 68
Tennis Courts n/a

0
RESTROOMS
Athletic Fields 82
Site Description
Natural Areas 1 89
Plunkett Park is home to Courts Plus, where the Elmhurst
community comes to stay fit and be active. The park offers a Community Garden
playground, three baseball diamonds, basketball court, batting Parking Lots 2 74
cages, concession stand and picnic area.
Plunkett Park scored a low C- (72). The playground and Paths and Sidewalks 3 73
seating areas received failing marks due to deterioration and
Playgrounds 1 55
infrastructure management. This includes broken bench panels,
chipped paint and rust. The athletic field score (82), and the Restrooms 1 83
athletic courts score (68) could improve with painted field Seating Areas 2 56
markings and designated signage.
Special Amenities: Storage
AFT
DR
DR
AF
T
Plunkett Park playground.
Plunkett Park Batting Cages. Lack of field markings at Plunkett Park soccer field.
C
SCORE: 75
SALT CREEK PARK

L o c a t i o n : 5 7 4 W. S e c o n d S t r e e t
Size: 10 acres
Owned: 10 acres
a+0+78+0+0+53+82+75+76+0+74+
Leased: 0 acres
100 Salt Creek Park Features and Amenities
Quantity Score
Athletic Courts n/a

Tennis Courts n/a

0
RESTROOMS
Horseshoe Courts 2
Athletic Fields 78
Multi-Use Fields 2
Site Description
Salt Creek Park is the second oldest park in Elmhurst. The original
9.5 acres were purchased in 1927 for $20,000 and dedicated Community Garden
September 22, 1928. An additional parcel was acquired in 1967. Parking Lots 2 53
In early years, the park was very popular, allowing access to Salt
Creek for fishing. It also had a swimming hole and ice rink with
a warming house and picnic shelter. The expansion of Route 83 Paths and Sidewalks 3 75
eventually reduced the size, but in 1991, the Elmhurst Chicago
Playgrounds 1 76
Stone Company donated 21,780 sq.ft. making the park 10 acres.
A master plan was developed in 1999 when Elmhurst College Restrooms 1 77
approached the District to enter into an agreement to construct Seating Areas 4 74
a NCAA womens softball field and complex. In 2005, the Board
Special Amenities: Storage, Picnic Shelter/Pavilion
approved the agreement. Construction was completed in 2006.
Along with the diamonds, Salt Creek Park offers horseshoe pits.
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
AFT
wide. Additionally, the seating areas scored low due to rusted and
DR
corroded picnic grills.

DR
AF
T
Playground deterioration at Salt Creek Park.
Baseball diamond and seating areas at Salt Creek Park. Salt Creek Park seating area equipped with benches and
damaged grills.
D
SCORE: 65
SLEEPY HOLLOW PARK

Location: S Rex Blvd. and W Crescent Avenue
Size: 2 acres
Owned: 2 acres
a+0+0+0+0+0+71+62+0+0+0+
Leased: 0 acres
100 Sleepy Hollow Park Features and Amenities
Quantity Score
Athletic Courts n/a

Tennis Courts n/a

0
RESTROOMS
Athletic Fields n/a

Site Description
Owned by the City of Elmhurst and leased to the Elmhurst Park
District. Community Garden
Parking Lots n/a n/a

Sleepy Hollow Park scored a poor grade of 65 (D). Its passive
greenspaces suffered from landscaping issues, as well as drainage
issues. Additionally, the park received poor scores for paths and Paths and Sidewalks 2 62
sidewalks.
Playgrounds n/a n/a
Restrooms n/a n/a
AFT
DR
DR
AF
T
Drainage issues and landscaping issues at Sleepy Hollow

Park.
Walking path at Sleepy Hollow Park. Passive Greenspace at Sleepy Hollow Park.
C+ SCORE: 79
VAN VOORST PARK

Location: E Crescent and S Linden Avenues
Size: 2.7 acres
Owned: 0 acres
a+0+52+53+0+0+59+93+0+0+73+
Leased: 2.7 acres
100 Van Voorst Park Features and Amenities
Quantity Score
Athletic Courts n/a

Tennis Courts n/a

0
RESTROOMS
Athletic Fields 65
Multi-Use Fields 2
Site Description
Adjacent to Jefferson School, Jefferson Park was renamed May 19,
1979 for the former elementary principal and long-time resident Community Garden
Jack VanVoorst. With a baseball diamond, soccer field, and traffic Parking Lots n/a n/a
from Jefferson School, Van Voorst sees a lot of use.
Van Voorst Park scored a fair (79) overall. The drinking fountain Paths and Sidewalks 2 94
received poor grades for leakage and rust. Additionally, the
Playgrounds n/a n/a
athletic fields scored low due to surface issues, including
landscaping and field markings. Restrooms n/a n/a
Seating Areas 1 74
Special Amenities: Temporary / Portable Restroom
Date Surveyed: March 6, 2017
AFT
DR
DR
AF
T
Deteriorating seating area at Van Voorst Park.
Passive Greenspace at Van Voorst Park. Soccer field at Van Voorst Park.
B- SCORE: 82
WASHINGTON PARK
Location: S Poplar Ave and E May Street
Size: 3.3 acres
Owned: 3.3 acres
a+79+72+91+0+83+83+78+91+0+80+
Leased: 0 acres
100 Washington Park Features and Amenities
Quantity Score
Athletic Courts 79
Tennis Courts n/a

0
RESTROOMS
Athletic Fields 72
Multi-Use Fields 1
Site Description
Washington School and the surrounding land were purchased from
Elmhurst School District 205 in 1979 for $410,000. The school Community Garden
was removed, and the land turned into a park in 1980. Washington Parking Lots 1 83
Park amenities include a ball diamond, basketball court, and
playground.
Washington Park scored a low B- (82). While this is considered a
Playgrounds 1 91
good score, the multi-use fields and baseball diamonds scored
only fair. The multi-use fields received low scores for faded field Restrooms n/a n/a
markings and landscaping issues such as worn or bare spots. The Seating Areas 2 80
baseball diamonds received fair scores for fencing issues such as
rust and paint. Washington Park playground and drinking fountain
scored well.
AFT
DR
DR
AF
T
Major surface cracks at Washington Park parking lot.
Leakage issues at Washington Park drinking fountain. Playground at Washington Park.
D
SCORE: 64
WILD MEADOWS PARK

Location: Stratford Avenue South of South Street
Pa r k Ty p e : N a t u r a l A r e a
Size: 5.5 acres
Owned: 5.5 acres
a+0+0+0+67+0+62+64+0+0+0+
Leased: 0 acres
100 Wild Meadows Park Features and Amenities
Quantity Score
Athletic Courts n/a

Tennis Courts n/a

0
RESTROOMS
Athletic Fields n/a

Site Description
Natural Areas 1 67
Featuring a tree-lined trail leading to an expansive meadow, Wild
Meadows Park is ideal for those seeking a serene, scenic stroll. The Community Garden
passive green space is bordered by the picturesque Prairie Path. Parking Lots n/a n/a
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
AFT
DR
DR
AF
T
Wild Meadows Park trail.
Paved path at Wild Meadows Park. Fallen tree at Wild Meadows Park.
B- SCORE: 80
WILD MEADOWS TRACE

Location: Parallels the Illinois Prairie Path
Size: 57.3 acres
Owned: 25.3 acres
a+0+0+71+96+0+81+79+9+0+83+
Leased: 32 acres
100 Wild Meadows Trace Features and Amenities
Quantity Score
Athletic Courts n/a

Tennis Courts n/a

0
RESTROOMS
Athletic Fields n/a
Site Description
Natural Areas 1 96
Named after the park it is adjacent to, Wild Meadows Trace was
added as a right-of-way along the old Great Western Railroad. Community Garden
The land was acquired in 1971. Wild Meadows Trace was planned Parking Lots n/a n/a
using shrubs, flowering bushes, wildflowers, and trees in their
natural condition. Open grassy areas were left between the
clusters of native growth. Considered a special use area, the park Paths and Sidewalks 10 81
does contain development for active recreation. It was dedicated,
Playgrounds 1 65
along with the restored Great Western Railroad Depot, on July 4,
1976. Safety Town was then created to teach children bicycle and Restrooms n/a n/a
pedestrian safety. Some amenities included at Wild Meadows Trace Seating Areas 6 83
include a 9/11 memorial, bicentennial fountain, The Depot, and the
Illinois Prairie Path.
Wild Meadows Trace scored 80, a low B. Its natural area received
excellent scores. Drinking fountains and seating areas could be
improved. Seating areas were negatively impacted by maintenance Date Surveyed: October 25, 2016
AFT
issues such as overflowing trash cans. Its poor playground score
DR
reflects missing playground equipment and overall quality.

DR
AF
T
Playground at Wild Meadows Trace.
Walking path at Wild Meadows Trace. Trash overflow at Wild Meadows Trace.
B+ SCORE: 89
WILDER PARK
Location: 175 S Prospec t Avenue
Size: 17.3 acres
Owned: 17.3 acres
a+89+0+96+0+82+87+85+98+0+87+
Leased: 0 acres
100 Wilder Park Features and Amenities
Quantity Score
Athletic Courts 89
Tennis Courts 4

0
RESTROOMS
Athletic Fields n/a
Site Description
Voted by Chicago Magazine as the #1 Suburban Park in 1997,
Wilder Park was the first park acquired by the District in 1921. Community Garden
This cultural hub sits in the center of town and hosts large-scale Parking Lots 3 82
annual community events, concerts and movies. Children enjoy the
playground, families walk and bike the pathways and groups of all
ages gather on the greenspace for sports, activities and picnics. Paths and Sidewalks 9 85
The Wilder Park Conservatory, is open to the public year-round
Playgrounds 1 98
and hosts stunning floral displays and offers youth education
programs. Greenhouses provide a temperate growing space for Restrooms 1 87
plants that are utilized throughout the community and the Formal Seating Areas 6 87
Gardens offer a beautiful setting for a quiet stroll or wedding. The
centerpiece of the park, Wilder Mansion, hosts hundreds of events Special Amenities: Memorial
each year. Wilder Park is also home to the Elmhurst Public Library,
Lizzadro Museum of Lapidary Art and Elmhurst Art Museum.
Wilder Park scored very good, with an overall park score of 89. Its Date Surveyed: October 22, 2016
AFT
landscaping and features are well-maintained. The parking lots
DR
suffered from faded markings and large surface cracks.

DR
AF
T
Art installation and landscaping at Wilder Park.
Brick path at Wilder Park. Wilder Park playground.
C+ 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
Size: 11.6 acres
Owned: 11.6 acres
a+0+68+0+0+64+73+76+84+0+78+
Leased: 0 acres
100 York Commons Park Features and Amenities
Quantity Score
Athletic Courts n/a

Tennis Courts n/a

0
RESTROOMS
Athletic Fields 68
Multi-Use Fields 1

Site Description
York Commons is a centralized hub of activity. Home to Norman
P. Smalley Pool, a skate park, and baseball diamonds, this Community Garden
popular park is filled with patrons year round. The playground Parking Lots 1 64
features an Evos net climbing structure, which is the first of its
kind in Elmhurst and challenges kids to use their imagination in
navigating their climbing path. Paths and Sidewalks 3 78
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
AFT
DR
DR
AF
T
Seating at York Commons baseball field (physically damaged

and starting to mold).
Surface issues at York Commons Baseball diamond. Playground at York Commons.
AFT
DR
DR
AF
T
FACILITY
SCORECARDS
FACILITY CONDITIONS FINDINGS CONCLUSIONS
The grades for each category were Of the eleven facilities included in the The four park recreation buildings
determined during each facility visit. The assessment, only Courts Plus scored a are significantly under-utilized and
eight facility considerations are equally B grade, while eight facilities (73%) although convenient for users,
weighted and included the following: received a C grade. Two facilities are not the most cost effective
scored D grades, highlighting way to offer the Sunbeams &
their immediate need and attention Rainbows Preschool program. A
Interior / Furniture / Finishes for improvement. These included building expansion at the Wagner
the Sugar Creek Golf Maintenance Community Center may be a better
HVAC (heating/ventilation/air-
Building and the Wilder Park Former long-term solution to provide space
conditioning)
Administration Building (225 Prospect). for these programs while increasing
Plumbing / Fire Protection The maintenance facility requires the space utilization.
Electrical replacement and the second, a historic
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.
Notes were recorded during the visits based

on visual observations and staff comments.
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
General Information Notes / Observations

Sept May Hours: M-F 5 am 11 pm / Sat. 6 am Well maintained grounds and facility
10 pm / Sunday 6:30 am 10 pm Roof and HVAC units approaching replacement
June August Hours: M-F 5 am 11 pm / Sat. 6 am Lower level flooding impact on flooring system in
6 pm / Sunday 6:30 am 6 pm group exercise area
Adjacent to Plunkett Park | 360 parking spaces Open stair to lower level narrow
Five lane indoor lap and exercise pool with whirlpool Limited building expansion opportunities
Five indoor tennis courts, three racquetball/wally ball/
handball/two on two basketball courts
Climbing wall, aerobics studio, multipurpose room,
sauna, lockers rooms w/steam rooms
Four lane walking/running track, stretching area, free
weight training area and cardio equipment
Masonry and glass curtainwall exterior one story with
basement, flat membrane+ sloped metal roofs
Basement flooding caused by city storm sewer system
Facility weekly use Sept May is 105.5 hours
Facility weekly use June Aug is 95.5 hours
Facility Conditions
A = Excellent B = Above Average C = Average D = Below Average F = Poor
Considerations A B C D F
Interior / Furniture / Finishes X
HVAC X
Plumbing / Fire Protection X
Electrical X
Roof X
Building Exterior / Windows / Doors X
Security X
FT
ADA Compliance X
A
DR
DR
AF
T
Building location Indoor space (or multi-purpose room) Indoor track
Indoor tennis courts Preschool room
Parking Exterior facade - Landscaping - Path
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

Adjacent to Glos Memorial Park, central community Original interior and exterior finishes
location adjacent to business district Left turn onto Palmer Drive from the site is difficult
Office building with double loaded corridors | original since it is a major four lane road
curtainwall system with entrance canopy Building has significant street presence
60+ parking spaces Majority of parking at back of the building with no
Mid-Century Modern with prominent location | two sidewalk to main entry located at street side
story with basement | elevator Double loaded corridor on all floors with offices on
Flat roof | brick and aluminum windows either side offer opportunity to create large open
Phase 1 Environmental Study being completed by spaces
Midwest Environmental Elevator and stair improvements will be required
Facility Conditions
HVAC X
Electrical X
Roof X
Security X
FT
ADA Compliance X
A
DR
DR
AF
T
Building location Entrance canopy Lobby
Entrance canopy
Exterior facade Adjacent Glos Memorial Park
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

Sunbeams & Rainbows Preschool, T/TH at 9:15 Restrooms shared with maintenance staff
11:15 am, three year olds, max 18 w/two instructors Garage/maintenance occupies approximately half
Sunbeams & Rainbows Preschool, M/W/F at 8:45 of upper level square footage
11:15 am, four year olds, max 20 with two instructors Unit heaters and window AC
Southeast location, one-story with lower level Lacks architectural character of other preschool
concessions facilities
Asphalt shingle roof, vertical wood siding + painted
concrete block
Storage located in half of the building on the main level
Preschool weekly use is 11.5 hours or 25.5% based on
M-F, 8 am 5 pm availability
Facility Conditions
HVAC X
Electrical X
Roof X
Security X
FT
ADA Compliance X
A
DR
DR
AF
T
Building location Exterior facade
Indoor space
CRESTVIEW PARK
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
B u i l t : 1 970
Additions: NA

Sunbeams & Rainbows Preschool, T/TH at 9:15 am Building is elevated from the surrounding grade
11:15 am, three year olds, max 18 w/two instructors requiring steps and ramp at main entry
Sunbeams & Rainbows Preschool, M/W/F at 8:45 am Exterior ramp to lower level is not ADA compliant
11:15 am, four year olds, max 20 with two instructors Exhaust/ventilation in lower level may not be
Lapidary Arts in lower level sufficient for use
Gable roof with asphalt shingles and vertical wood
siding
One story with basement
M-F, 8 am 5 pm availability
Facility Conditions
HVAC X
Electrical X
Roof X
Security X
FT
ADA Compliance X
A
DR
DR
AF
T
Main level entrance Lower level space
Main level space Exterior ramp to lower level
ELDRIDGE PARK
C
Lo c a t i o n : 363 Commonwealth Lane
Built: 1965
Additions: NA

Sunbeams & Rainbows Preschool, M/W/F at 8:45 am Remote southwest location along Butterfield Road
11:15 am, four year olds, max 20 with two instructors Non-ADA compliant with level changes
Summer programs Restroom at different level than classroom
Adjacent to pond and playground
Tri-level, classroom on upper level, kitchenette, restrooms at
grade, gross motor skill room at lower level
Brick with mansard roof
M-F 8 am 5 pm availability
Facility Conditions
HVAC X
Electrical X
Roof X
Security X
FT
ADA Compliance X
A
DR
DR
AF
T
Exterior two-story facade Mid-level indoor space
Lower level indoor space Indoor space with access barrier
SMALLEY BATH HOUSE
C
L o c a t i o n : 6 6 5 S o u t h Yo r k S t r e e t
Built: 1968
Additions: NA

975 bather load Well maintained facility
Family changing rooms Roof replaced in 2015
Lockers + showers
Concessions + vending
Sloped roof, brick, wood windows, one-story, slab on grade
Facility Conditions
HVAC (Not Applicable)
Electrical X
Roof X
Security X
FT
ADA Compliance X
A
DR
DR
AF
T
Building location Exterior facade Outdoor space
Concessions
Main entrance
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
Bu i l t : 1953 as youth center
Additions: 1964

Senior center, M-TH 8:30 am 3:00 pm, F 8:30 am - Noon Exterior image needs improvement
Multipurpose room with accordion room dividers, staff Folding room dividers need replacement
office, storage + single user restrooms Institutional interior appearance needs updating
60+ parking spaces
One story, slab on grade, flat roof with partial mansard,
brick, wood siding and windows
Social service programs such as financial assistance
income tax preparation, informational seminars, health
checks and flu shots
Activities, events, and social service programs
Senior weekly use is 29.5 hours or 65.6% based on
Facility Conditions
HVAC X
Electrical X
Roof X
Security X
FT
ADA Compliance X
A
DR
DR
AF
T
Building location Main entrance facade
West facade and parking Multipurpose space
Lobby, office and vending
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

Community center and recreation department offices Northern location accessible by West Avenue and
Regular hours M-F, 8 am 9 pm, Sat, 8 am 5 pm Lake Street, adjacent to The Hub and Berens Park
Summer hours Sat, closed Institutional appearance of former school facility,
long straight corridors
Early childhood programs, gymnastics, dance, teen +
music programs Mini gym needs updating
Sunbeams & Rainbows Preschool, T/TH at 9:15 11:15 am Crowded staff areas
+ 12:15 2:25 pm, three year olds, max 18; Sunbeams & Control desk and lounge area need updating
Rainbows Preschool, M/W/F at 8:45 11:15 am + 12:15 Interior spaces lack windows to corridor
2:45 pm, four year olds, max 20
Expansion capability to consolidate, expand and
Flat roof, brick, aluminum windows, one-story, slab on improve programs
grade
Facility weekly use is 64 hours M Sat except for summer
when weekly use totals 55 hours M - F.
Facility Conditions
HVAC X
Electrical X
Roof X
Security X
FT
ADA Compliance X
A
DR
DR
AF
T
Gymnastics Classroom
Staff offices Classroom Music room
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
B u i l t : 1 972
Additions: NA

Sunbeams & Rainbows Preschool, T/TH at 9:15 am Quirky layout/configuration with great central
11:15 am, three year olds, max 18 with two instructors location in Wilder Park
Sunbeams & Rainbows Preschool, M/W/F at 8:45 am Drop-off/pick-up can be challenging due to
11:15 am, four year olds, max 20 with two instructors proximity of tennis courts and driveway length/
One-story slab on grade, asphalt shingle roof, brick with configuration
wood windows Vaulted ceilings and clearstory windows enhance
Restrooms shared and open to public when classroom is the interior space
not in use Architecturally most significant building in use for
Former warming shelter for ice skating preschool programs
Facility Conditions
HVAC X
Electrical X
Roof X
Security X
FT
ADA Compliance X
A
DR
DR
AF
T
Building location Main entrance facade
Park facade Classroom
Indoor space Storage
WILDER PARK FORMER
ADMINISTRATION BUILDING
D+
L o c a t i o n : 2 2 5 P r o s p e c t Av e n u e
Built: NA
A d d i t i o n s : 1 9 7 2 P l a n n i n g O f f i c e / 1 9 74 G a r a g e

Original gardener residence | historic value and Significant architectural character and community
significance value require exterior preservation as first step
Former Park District administrative offices | vacant since Recommend removal of west mansard roof
2013 (limited use) addition to enhance historic gable structure
Gable and mansard roof addition, brick, wood windows, Use of east building as one large space is best
one-story, slab on grade reuse option
Interior ramp from main entrance to space on west side Historic investigation of structures needed to
better understand reuse opportunities
Facility Conditions
HVAC X
Electrical X
Roof X
Security X
FT
ADA Compliance X
A
DR
DR
AF
T
Building location Entrance facade
Parking Walk between building & greenhouse
Indoor space Meeting room South facade with addition
SUGAR CREEK GOLF
MAINTENANCE BUILDING
D
L o c a t i o n : 5 0 0 E . Va n B u r e n
Built: NA
Additions: NA

Pre-engineered metal building, slab on grade with two Facility is beyond useful life and needs
exterior overhead doors replacement
On-site storage containers due to space shortage Investigate if a new facility could be built south
Two underground 500 gallon fuel tanks of existing structure to keep operations in service
during construction
Four six staff
Adjacent to residence, golf course and flood plain
Facility Conditions
HVAC X
Electrical X
Roof X
Security X
FT
ADA Compliance X
A
DR
DR
AF
T
Building location South facade Outdoor storage
Outdoor storage Service yard East facade / office
Outdoor equipment storage Indoor space Utilities

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Agenda #9a (1)

DATE: June 26, 2017

TO: Board of Park Commissioners

FROM: James W. Rogers, Executive Director

RE: VISION 2020 PLAN DRAFT FINAL DOCUMENT REVIEW

Final Report Overview

Plan Review Preparation and Timeline

WHY PLAN Parks help to combat obesity and other

FOR PARKS & people opportunities to increase fitness and

public health to economic development, In addition to physical health, parks also

more attractive places to live and work.

Finally, parks and open space can mitigate

2 | VISION 2020: FOCUS ON THE FUTURE INTRODUCTION

ENVIRONMENT SOCIAL EQUITY ECONOMIC

INTRODUCTION ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 3

OVERVIEW OF THE PLAN

This plan enables decision-makers to DEVELOPING THE PLAN

ANALYZE: During the analysis phase, the

ENVISION: During the third phase of the

The appendices contain all supporting

INTRODUCTION ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 5

6 | VISION 2020: FOCUS ON THE FUTURE INTRODUCTION

INTRODUCTION ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 7

In 2017, the District has the fiscal agility

As illustrated in the 2017 Budget Summary

8 | VISION 2020: FOCUS ON THE FUTURE INTRODUCTION

As the community grows, it will become

ENGAGE remain stagnant. Youth population will also

ENVISION Compared to other DuPage County park

10 | VISION 2020: FOCUS ON THE FUTURE WHERE WE ARE

ANALYZE ENGAGE Throughout this process, the planning

WHERE WE ARE ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 11

WEBSITE 3 DAYS INTERVIEWS 3 PUBLIC 2 ONLINE 1 STATISTICALLY

1,375 37 107 802 328

12 | VISION 2020: FOCUS ON THE FUTURE WHERE WE ARE

46,337 WHO IS THE

FULL-TIME PART-TIME PART-TIME PART-TIME

FULL-TIME STAFF 3 PART-TIME STAFF STAFF 2 BOARD 4 WORKGROUP 2 MANAGEMENT TEAM

WHERE WE ARE ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 13

KEY PARKS ARE IN FAIR CONDITION, AND THERE IS

14 | VISION 2020: FOCUS ON THE FUTURE WHERE WE ARE

THE COMMUNITY IMPROVING AND A NEW OR IMPROVED

WHERE WE ARE ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 15

16 | VISION 2020: FOCUS ON THE FUTURE WHERE WE ARE

WHERE WE ARE ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 17

18 | VISION 2020: FOCUS ON THE FUTURE OUR VISION

Board and staff members reviewed the

TO BE A NATIONAL LEADER IN VISION

VALUES FUN: WE INJECT FUN AND PASSION INTO WHAT WE

INTEGRITY: WE ALWAYS DO THE RIGHT THING.

CUSTOMER SERVICE EXCELLENCE: WE EXCEED

COMMUNITY-FOCUSED: WE ENGAGE AND

OUR VISION ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 19

STRATEGIC The strategic action plan is a living,

THEMES themes. For each theme, in a collaborative

These are all integrated into a vision

goals and tactics were developed

and structured around the six themes

20 | VISION 2020: FOCUS ON THE FUTURE OUR VISION

PARKS FACILITIES PROGRAMMING

INTERNAL COMMUNICATION FINANCE

OUR VISION ELMHURST PARK DISTRICT COMPREHENSIVE & STRATEGIC PLAN | 21

THEMES, GOALS, AND

22 | VISION 2020: FOCUS ON THE FUTURE OUR VISION