Parks and Recreation Master Plan

LETTER FROM THE MAYOR

To the Community of Woodstock,

I am pleased to introduce Woodstock's 2024 Parks and Recreation Plan—a visionary initiative that aims to transform our parks into vibrant, inclusive, and dynamic spaces that truly reflect the spirit of our city, and that will guide our future development. This plan is the result of dedicated community input, thoughtful planning, and a deep commitment to enhancing the quality of life for every resident.

Here’s a glimpse of the exciting initiatives within this plan:

1. High Quality Spaces: We are committed to investing in our existing parks, ensuring they are well-maintained and meet the evolving needs of our community. This includes updating amenities, improving trails, and enhancing green spaces for community gatherings.

2. Recreation Facilities and Features: Our plan includes recommendations for developing recreational spaces that cater to the diverse interests of our residents. From sports fields and courts to picnic spots and community gardens, we aim to foster recreation and togetherness.

3. Connectivity: We are focused on making Woodstock a place that fosters community connections. This plan includes initiatives to enhance the connectivity of our parks and regional values, making it easier for everyone to access and enjoy our green spaces.

4. Enhanced Safety and Maintenance: The safety and enjoyment of our community are top priorities. We are investing in improved lighting, regular maintenance, and clear signage to ensure our parks are welcoming and secure for all.

I believe you’ll share my enthusiasm for the opportunities and improvements we have in store for our parks. I encourage you to stay involved and look out for upcoming events where we’ll share our progress and next steps. Together, we can make Woodstock’s parks the heart of our vibrant city.

Thank you for your continued support and enthusiasm.

ACKNOWLEDGEMENTS

WOODSTOCK CITY COUNCIL

Michael Turner, Mayor

Darrin Flynn

Melissa McMahon

Tom Nierman

Bob Seegers

Gordie Tebo

Natalie Ziemba

CITY OF WOODSTOCK

Roscoe Stelford, City Manager

Christina Betz, Executive Director of Operations

Danielle Gulli, Executive Director of Business Development

Mark Pentecost, Parks and Recreation Director

Dave Zinnen, Recreation Director (past)

Brent Aymond, Public Works Director

Nicole Lewakowski, Administrative Analyst

John Mecklenburg, Parks and Streets Supervisor

WOODSTOCK PARKS AND RECREATION COMMISSION

Mike McCleary, Chair

Jason Cohen

Karen Gutierrez

Shannon Jackson

Peter Riis

CONSULTANT TEAM

DESIGN WORKSHOP

Anna Laybourn, Principal in Charge

Manisha Kaul, Principal in Charge

Sara Egan, Project Manager

Ashley McKnight, Planner

Alexandra Pollock, Planner

BALLARD KING & ASSOCIATES

Scott Caron

SPECIAL THANKS TO THE FOLLOWING ORGANIZATIONS...

Project Lead the Way

Woodstock High School

Master Plan Advisory Committee

Focus Group participants

FIGURES AND TABLES

LIST OF FIGURES

Figure 1: Community Survey Question Responses viii

Figure 2: Plan Framework x

Figure 3: Community Profile Metrics

Figure 4: Recreation Department Organizational Chart ............ 12

Figure 5: Public Works - Parks and Streets Organizational Chart 12

Figure 6: Park Classifications Map 17

Figure 7: NEAR Visitation Map 22

Figure 8: Park Inventory Map 24

Figure 9: Walkshed Map ............................................

Figure 10: Park Quality Map

Figure 11: Ecological Priority Zones

Figure 12: Composite Equity Map

Figure 13: Demographic Overlay

Figure 14: Health Overlay

Figure 15: Environment Overlay

Figure 16: Engagement Takeaways .................................

Figure 17: New Parks Map

Figure 18: New Greenways Map

Figure 19: Proposed Greenway Map

Figure 20: Proposed Pedestrian Improvements

Figure 21: Planning Quadrants ......................................

Figure 22: North Woodstock Current Inventory

Figure 23: East Woodstock Current Inventory

Figure 24: South Woodstock Current Inventory

Figure 25: West Woodstock Current Inventory

Figure 26: Park in the Square Focus Group Responses ............

LIST OF TABLES

Table 1: Nationwide Recreation Trends

Table 2: Classification Number and Acreage ........................

Table 3: Park Classifications

Table 4: NRPA Recommendations

Table 5: System Inventory

Table 6: Park in the Square Visitors by Zip Code

Table 7: Department Model Challenges and Opportunities

Table 8: Program Emphasis

Table 9: Program Capacity ..........................................

Table 10: Equity Map "Recipe"

Table 11: Parks and Recreation Funding

Table 12: System-Wide Operations

Table 13: Equity Action Plan

Table 14: Placemaking and Economic

Table 15: Natural Resources Action Plan

Table 16: Access Action Plan

Table 17: Investment Action Plan

Table 18: North Place-Based Actions

Table 19: East Place-Based Actions

Table 20: South Place-Based Actions

Table 21: Park in the Square SWOT .................................

Table 22: West Place-Based Actions

Table 23: Policy Considerations

EXECUTIVE SUMMARY

PLAN OVERVIEW

The City of Woodstock has consistently planned for parks and open space from the very inception of the community with the siting of Park in the Square or “Court House Square” in the original community of Centerville in 1844. The city continued its commitment to providing proper planning for parks and open space through the most recent Parks Master Plan, adopted in 2006. As many of the goals within that guiding document were worked towards and accomplished, Woodstock’s dedication to parks planning is now being modernized and refocused once again. This document will support ongoing efforts to expand and improve park and recreational facilities for Woodstock residents. As Woodstock continues to grow and change, it is imperative that the park system receive the level of investment necessary to meet the social, cultural, and recreational needs of the community, and to ensure long-term sustainability and resiliency of these lands.

Input from citizens and community leaders has made clear that this plan must focus on addressing a backlog of maintenance projects and updating recreation amenities in poor condition, yet almost equally important to the community is the development of new recreational opportunities and improving connections between parks, community destinations and natural areas (Figure 1).

As the city looks to the future, its biggest hurdle is obtaining funding and staff resources needed to care for parks, recreation, open spaces, and trails as well as support programming and events. With additional resources, community support, and prioritization of investments, the city can continue to take transformative actions to ensure the park system is flourishing for generations to come.

"Have features such as bike trails and hiking trails that bring people to town."

"The park department should work with Woodstock to develop an ADA plan."

"I would like to see accessible playgrounds and recreation with soft surfaces and plenty of shade."

"We need to focus on the existing parks and the maintenance they require."

"Every park should be fully accessible."

"I would love a park with more to do for bigger kids."

Figure 1: Community Survey Question Responses

PLAN PURPOSE

The Parks Master Plan is a guide for the future of Woodstock’s parks over the next 10-15 years. The plan will model a high-quality, unique park system that serves the community equitably, promotes health and wellness, improves quality of life, and connects people of all ages, backgrounds, and abilities. Building on Woodstock’s rich history, natural beauty, and strong sense of community, the plan will communicate the city’s commitment to preserving, enhancing, and balancing distribution of parks, open spaces, and recreational amenities for the benefit of all community members.

WHY PLAN?

This plan addresses the following questions: Where should there be new parks?

• How can park facilities be improved?

• How are the current parks functioning? How can they better serve the community?

• How can the Recreation Department programming better serve the community?

• How can the park system be more accessible and welcoming to all? How will the City fund the plan?

• How does the plan’s priorities impact the capital budget?

• What capital projects should be prioritized within the next decade?

PLAN OVERVIEW

PLAN FRAMEWORK

The plan is organized by a series of “themes” identified through community and stakeholder engagement. The document provides:

1. A brief history of the park system.

2. A summary of recreation trends and user groups.

3. An overview of related planning efforts.

4. A summary of the existing state of parks and recreation including an inventory and level of service analysis.

5. A description of the plan principles and key takeaways from stakeholder and community engagement.

6. A clear set of priorities for short, near and long-term implementation to aid City staff, Parks and Recreation Commission and City Council in decision-making.

7. A set of goals, actions and policy recommendations to address the opportunities outlined by the community.

ALIGNMENT WITH THE COMPREHENSIVE PLAN

This plan should be considered a supporting element of the Comprehensive Plan as a path to achieve the vision set forth: “Public facilities, such as schools and parks, provide high quality services to residents and have the capacity to support growth.” This plan provides additional details to achieve comprehensive plan goals related to the maintenance, management and enhancement of Woodstock’s parks and open spaces as well objectives related to safe pedestrian and bicycle paths, management of natural resources, environmental preservation, and maintenance related to the parks and recreation system. The Comprehensive Plan identifies lands for new residential development, while this plan provides guidance as to how the parks and recreation system can maintain National Recreation and Parks Association (NRPA) level of service standards as the community grows.

CITY SERVICE AREA

The City of Woodstock's official jurisdiction extends to the corporate limits of the city. However, the role of the city's park and recreational services extends well beyond these political and taxation boundaries. The city is situated in the center of McHenry County and is surrounded mostly by unincorporated land. These surrounding unincorporated residents are part of, and served by, the McHenry County Conservation District, but there is no other park district or adjoining jurisdiction that offers the variety of facilities and recreation programs offered by the City of Woodstock. The result is that the City's facilities and programs are also used extensively by these non-residents. The primary planning area has a population of 25,630, while the school district takes in a population of 38,189. For this plan to be realistic and meaningful, it must account for this additional population. The Parks and Recreation Commission advises and provides recommendations to the CIty Council to assist with the planning and operation of the city's Park and Recreational facilities.

VISIONING PROCESS

VISION

This Park System Master Plan is Woodstock’s first park system master plan in nearly 20 years. This process offered the planning team the opportunity to understand residents’ perspectives on values, current park use, recreational needs and opportunities for improvement. Engagement included a community-wide survey, focus groups, youth workshops and a community workshop. Additionally, the Advisory Committee, representative of Woodstock’s diversity from across the city—provided invaluable guidance and leadership through the process. Around 1,000 community members provided their input during the planning process.

This Plan is a culmination of community engagement and thorough analysis. The following process indicates how engagement opportunities were woven into the plan’s creation:

Existing Conditions: This phase served to gain a thorough understanding of existing conditions to develop an inventory, review past planning efforts, review the parks system per NRPA standards and compare local trends to national trends centered on engagement with the Parks and Recreation Departments.

Analysis: During this phase, the team completed an analysis of current conditions through the lens of equity, access and distribution of parks and recreation opportunities as well as any gaps in park space, amenities and programming. This phase concluded with the identification of challenges and opportunities through focus group and Advisory Committee discussions and a city leadership briefing.

A Shared Vision: The visioning phase included additional focus group discussions, Advisory Committee meetings, youth engagement at Woodstock High School, a community workshop and open house, and a communitywide survey. Through the culmination of this phase, a set of plan themes, listed on the following page, were established and endorsed.

1. EQUITY

Promote inclusion in our park spaces, facilities, and programs ensuring that all persons have equitable and appropriate access to Woodstock’s park and recreation system.

2. PLACEMAKING AND ECONOMIC DEVELOPMENT

Coordinate park system strategic direction with Woodstock’s economic development objectives.

3. NATURAL RESOURCES

Strengthen the coexistence between nature and community through preservation and enhancement of the natural beauty of parks, fostering biodiversity, and encouraging environmental consciousness among residents.

4. ACCESS

Ensure all residents are within a safe 10-minute walk from parks.

5. INVESTMENT

Invest in Woodstock’s future.

PLAN CONTEXT

PAST, PRESENT, AND FUTURE OF THE PARK SYSTEM

Woodstock's commitment to parks has not faltered throughout its history, despite the many changes that have occurred to the system over the last 150 years. The City of Woodstock’s long-term dedication to public open space is apparent with the establishment of the city being centered around the Park in the Square back in 1844. Today, the Park in the Square still serves as a central focal point for the community and a crucial portion of the park system. Following the development of Park in the Square, the City issued a permit for Olson Park in 1939, then purchased land for Emricson Park (then called City Park) in 1945 before unveiling the plans for Ryder’s Woods in 1965. The commitment to serving residents and visitors was further solidified through the

development of the Parks and Recreation Commission in 1996, though this commission took on several names prior, with the intention to serve as a recommending and supporting body to City officials regarding parks and recreation activities for the City of Woodstock.

The Parks System continues to evolve and advance, as seen in the completion of the Merryman Fields Park and the near completion of the Intergenerational Inclusive Playground. Consistent dedication to catering to the needs of system users has laid the groundwork for a valuable network of parks and open spaces. This Plan will guide decision makers to ensure that this commitment to providing high-quality opportunities for all remains at the forefront of future planning processes.

PLAN PURPOSE

COMMUNITY PROFILE

It is critical to take community demographics into consideration when planning for the future of parks and recreation in order to provide opportunities for people of all ages, backgrounds, and abilities. Woodstock’s population is 25,538 (ESRI, 2023). Over the past 20 years (between 2000 and 2020) Woodstock’s population rapidly grew by over 70%. Growth steadied between 2010-2021, however was still larger than the growth experienced across McHenry County. The average household size of Woodstock is 2.52 and estimated to decrease to 2.48 by 2025. Although the household size is estimated to decrease, according to Chicago Metropolitan Agency for Planning (CMAP) Woodstock is projected to grow by approximately

4,300 households. In terms of ethnicity, the population is largely White (69.3%) followed by Hispanic (26.9%), and Black (2.9%). Woodstock Parks and Recreation must continue to implement strategic actions to welcome, support, and cater to the current and future population. For instance, steps that Woodstock can take include providing signage in multiple languages, parks near new home development, and multi-generational recreation programs.

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CONNECTION TO OTHER PLANS

This Plan supports and works together with foundational planning efforts that came before it. This ensures that the efforts put into previous plans are brought forward and grown upon. Existing planning efforts include the Comprehensive Plan, Green Infrastructure Plan, Environmental Plan, Streetscape Design Guidelines, Downtown Business Historic Preservation District Guidelines, Downtown Development Plan, 2005 Parks Master Plan, Branding Survey Outreach, and Public Arts plan.

Existing recommendations and goals that affect Woodstock’s park and recreation system, either directly or indirectly, were documented and used to inform this plan. There were multiple recurring recommendations across each of the plans. These include:

• Utilize private development to gain parks and open space and/or necessary recreation to meet the needs of a growing population.

• Preserve the historic aspect of the Square and Woodstock.

• Continue to emphasize the Square as a unique asset for the City of Woodstock by highlighting it through future development guidelines.

Work with partnerships to preserve natural assets and create local and regional trails.

RECREATION TRENDS

Nationwide recreation trends are an important consideration for the future of Woodstock’s park and recreation system as they outline recurring desires and opportunities that Woodstock will likely see. This plan places Woodstock in the wider context of regional and nationwide trends. By examining regional patterns, Woodstock can align goals with neighboring communities to ensure collaboration towards shared goals and resource management, promoting both accessibility and regional collaboration. Additionally, integrating national trends allows Woodstock to incorporate best practices in sustainability, inclusivity, and innovation, ensuring that its park and recreation facilities remain relevant and appealing.

Public parks and recreation agencies have been challenged in the last 10 to 20 years to alter their approach to providing parks and recreation services. This has been based on the following:

• Increasing Demands: Ever-increasing facility, program, and service demands from the public.

Inclusiveness: The requirement that agencies provide access to facilities, programs, and services to an increasingly diverse population. This includes meeting the needs of different ethnic groups, economic status, age, and ability.

• Cost Effectiveness: A demand that parks and recreation agencies be more cost effective in their development and operations of services and facilities.

• Measurable Outcomes: A strong need to be able to quantify the results and benefits of the programs and facilities that are provided. Establishing well defined levels of service (LOS) are critical.

PLAN CONTEXT

Table 1: Nationwide Recreation Trends

AREA

Sports

Fitness/Wellness

SPECIFIC PROGRAMS

Youth Lacrosse

Adult Soccer

Adult Cricket

Youth & Adult Rugby

Pickleball

Youth Camps and Clinics

Individual Sports (Fencing)

Adventure/Non-Traditional (BMX, Mountain Biking, Disc Golf, Ultimate Frisbee)

E-Sports Competitions and Tournaments

Youth Sports Specific Training

Functional Training Classes

Personal/Small Group Training

Yoga

Nutrition/Cooking

Healthy Lifestyle Education

Cultural Arts

Youth

Music Production for Youth   Digital Media

Before and After School Programs at Recreation Centers, Specialty Summer Camps

Education   Camps, STEAM

Outdoor

Eco-Tourism

Environmental Education

Seniors   Fitness/Wellness

Sports (pickleball)

Baby Boomer Focused Activities

Aquatics   Therapy

Triathlon Training

General Interest

Special Events

Social Services

Personal Finance

Cooking

Community Wide Events   Health and Wellness

Feeding Programs, Job Training, Educational Support, Childcare   Other   Virtual Programming

THE EXISTING STATE OF THE SYSTEM

CURRENT PARKS AND RECREATION

ECOSYSTEM OF PROVIDERS

STAFF

With limited staff and planning time, the city has a rather disjointed approach to maintaining parks and facilities as well as providing recreation programs, handling special events and operating facilities. The Parks Division operates within the Department of Public Works under the umbrella of Operations. The Recreation Department operates under the umbrella of Business Development. Other departments and divisions handle various aspects of providing parks and recreation to the community with Facilities and Fleet Maintenance in Operations and Marketing and Communications in Business Development.

Furthermore, special events are coordinated and approved by the city managers office instead of a special team administering events.

Staffing within Parks and Recreation is limited and is divided into a number of areas as follows:

Parks Maintenance: This area has 10.5 full-time staff to maintain the park system. Two staff members are dedicated to Park in the Square leaving the remainer (8.5) to the rest of the system. Worthy to note is that special events are staffed by Parks Maintenance, creating time and staff conflicts for scheduled maintenance. Special Events are also most often held on weekends requiring staff to work overtime.

Recreation Programs: There are 4 fulltime staff that oversees the aquatic center, playground program, sports leagues, swim lessons, special events and all other programs provided by the City.

Recreation Center: There is 1 full-time staff that is responsible for the operation and management of the recreation center.

Aquatic Center: There is not a full-time staff that is responsible for the operation and management of the aquatic center.

Facility Maintenance: There are 2.5 full-time staff that is responsible for the maintenance of all city facilities.

Fleet Maintenance: There are 3 full-time staff responsible for the maintenance of all city vehicles and equipment.

Marketing and Communications: There are 4 full-time staff responsible for the development and promotion of information related to services provided by the City of Woodstock. Given that they are not dedicated specifically to parks and recreation, a portion of marketing content produced by recreation is done by the existing recreation staff.

CURRENT PARKS AND RECREATION

Benchmarking serves as a guide to assess staffing levels. Parks and recreation services are complex due to the differences in the approach and standards of each community. Parks staff in Woodstock is under Public Works (Figure 5) so there are shared resources, but analysis has highlighted that parks are often a lower priority. In general, this is a relatively low level of staffing for current operations of parks and other facilities. With the commitments that this plan requires, including the development of additional parks and trails and improvement of programming, additional staff and restructuring is required.

One full time employee in parks (2,080 hours of work) can be accomplished with 2 part-time or seasonal staff working 1,000 each or 1 fulltime working year-round. With full-time staff, there is an additional cost-benefit to balance with the appropriate tasks during the winter months. Typically, full-time staff more reliable, consistent and held to a higher standard. Parttime/Seasonal staff provide flexibility to work during the busiest times of the year, but filling positions can be difficult. As a result, in order to consistently meet the needs of the community and address the current staffing challenges, Woodstock needs additional year-round fulltime park staff.

It is important to realize that the ability to deliver a wide range of parks and recreation facilities, programs and services is impacted by the structure of the organization. With the City of Woodstock recognized as the primary provider of parks and recreation services within the community, the divisions should be combined to further solidify this standing and emphasize the commitment of resources. Structuring the department into one entity allows for better communication and coordination. While parks will still rely on Public Works for assistance at times, the staff will be able to focus on their primary mission which is to maintain the parks.

A single parks and recreation department allows for a distinct identity for the community. It can be more responsive to requests as staff will understand the needs and preferences for using recreation spaces, programs and services, and the impact on operations maintenance. There is clear leadership and accountability reducing the complexity of managing departments with separate and district priorities. This consolidation has already begun with the hiring of a Parks and Recreation Director. Further efforts should be continued.

Increase in staff would allow for expanded recreation opportunities.

CURRENT PARKS AND RECREATION

ECOSYSTEM OF PROVIDERS

With financial and staff capacity constraints, Woodstock cannot provide all of the opportunities that the community utilizes alone. There are many recreation programs in Woodstock that are offered by organizations outside of the Parks and Recreation Department. By taking advantage of relationships with community partners, Woodstock can continue to increase the programs available to the community. Those that currently exist and are provided by other organizations in the community outside of, or in conjunction with the Parks and Recreation Department or the City include:

• McHenry County Conservation District

Dorr Township

• Woodstock Opera House

• Northern Illinois Special Recreation Association (NISRA)

• Marian Central Football

Woodstock Thunder Football (Flag & Tackle)

• Woodstock Thunder Cheer

• Woodstock Dolphins Swim Team

• Woodstock Hoops Feeder Basketball

Travel Girl’s Basketball

Woodstock United Soccer Association

• Woodstock Cyclones Wrestling Club

• Woodstock Square Dance Club

• Woodstock Girls Softball

Woodstock Little League

• Woodstock Challenger League

• Heat Travel Baseball

• Rawlings Tiger Baseball/Softball

Adult Men’s Baseball

PARK CLASSIFICATIONS

The City of Woodstock’s parks and open space system is comprised of 24 park properties constituting approximately 644 acres. The system is classified into five distinct park types, based on characteristics of the park such as size, amenities offered, purpose for use, access and length of stay. Table 3 provides a description of each classification type. Neighborhood parks, which range from 1.5 – 10 acres in size, are the most common park type found in Woodstock, followed by natural areas. Natural lands make up the largest portion of the system by acreage, encompassing over half of the system with 355 acres (55%).

Table 2: Classification Number and Acreage

Neighborhood Park

1.5 - 10 acres

Neighborhood Parks are relatively small parks located in residential neighborhoods. These parks serve specific neighborhoods and have amenities that reflect those neighborhoods' characteristics and needs. Neighborhood Parks should be welcoming and accessible for children, family groups, small neighborhood gatherings, and senior citizens.

Community Park

10 - 30 acres

Regional Park

10 - 50 acres

Community Parks meet the day-to-day park and recreational needs of Woodstock residents. These parks are a focal point for communitywide activities and group gatherings. They provide facilities that serve a broad audience and balance active and passive recreation needs.

Community Parks usually have both day and evening activities and are distributed throughout the city.

Regional Parks serve the entire community, including those in and around Woodstock, with their unique amenities. These parks bring people together at community- wide events and promote tourism and economic development.

Special Use Facility

Size Varies

Park

Emricson Park

Special Use Facilities are parks with recreational facilities that serve specific types of users from across the city and region - such as soccer and softball teams, disc golf players and skateboarders.

Open Space/Green Space

Size Varies

These spaces typically provide environmental benefits, natural scenery, and unique features. They afford a pleasant environment to engage in passive recreation; preserve significant views and wildlife habitat; and provide outdoor and nature-oriented activities for residents and tourists. These lands protect sensitive environmental features such as steep slopes, floodplains and wetlands.

Merryman Fields

Hennen Conservation Area

CURRENT PARKS AND RECREATION

Park Key

1: McConnell Road Park

2: Raintree Park

3: Emricson Park

4: Olson Park

5: Sunnyside Park

6: Ryders Woods

7: Dick Tracy Way Park

8: Castle Road Park

9: Sesquicentennial Park

10: Silver Creek Natural Area

11: Park in the Square

12: Westwood Natural Area

13: Banford Road Park

14: Bates Park

15: Sweetwater Park

16: Prairie Ridge Drive Park

17: Tara Drive Park

18: Sonatas Park

19: Merryman Fields Park

20: Mary Ann Street Park

21: Davis Road Park

22: Apple Creek Park

23: Kishwaukee Headwaters Conservation Park

24: Donato Conservation Area

CURRENT PARKS AND RECREATION

SYSTEM INVENTORY

Table 4 identifies metrics for Woodstock’s existing inventory as it compares to recommendations from the National Recreation and Park Association (NRPA). This assessment considers amenities per number of 1,000 residents. Comparing these numbers is important in providing the residents of Woodstock with adequate level-of-service.

According to table 4, the city exceeds NRPA level of service recommendations with the exception of soccer fields. The level of service analysis on the following pages will further discuss Woodstock’s current conditions and future needs.

It should be noted that while NRPA national averages have set the tone and direction for park planning efforts for many years, it is increasingly becoming a best practice to develop multiple measures of quality of parks provision to evaluate level of service. In addition, establishing goals for level of service could consider comparison to benchmarked communities that are comparable in characteristics, such as size, regional location, culture/recreational trends, or climate.

Table 5 identifies the existing amenities within Woodstock’s parks. Please see the Appendix for the full park inventory. While there may be an ample amount of amenities, it is important to note the difference between quality and quantity. For instance, while there are multiple soccer fields at Davis Road Park, these fields do not have amenities that provide opportunities for hosting tournaments such as bathrooms, benches, and lighting.

PARK QUALITY EVALUATION:

CURRENT PARKS AND RECREATION

VISITOR DATA AND USER PROFILES

An online software system, NEAR, was utilized during this planning process to better understand the system users. NEAR is a provider of mobility data that analyzes historical visitation patterns for individual sites or systems of sites based on aggregate location data from cell phones. The data analyzed captured visitors from 7 months up to 12 months. The time captured was strategically selected to capture all seasons and high-traffic holidays. NEAR data has important considerations worth noting:

NEAR uses data that comes from cellphone users. Therefore, data does not accurately represent park users without cellphones, such as those under a certain age or visitors who cannot financially obtain one.

NEAR data should also be reviewed alongside the number of park users (See Analysis #1). Parks with higher annual visitors, such as Emricson and Park in the Square, likely have visitors that vary more in demographics. However, parks such as Apple Creek Park, that are tucked away in neighborhoods, are likely utilized by residents surrounding it and therefore, vary less in demographics such as income and age.

• NEAR data represents the park visitors, not the residents living around the parks. The park users may reflect a different story than that of the surrounding residents.

There were several key findings from this analysis identified below.

1. In general, park visitors throughout the entire system are reflective of the overall demographics in the city with three exceptions. One exception is that the median household income of park visitors which is $10,132 over Woodstock’s median household income. Hispanic visitors are also underrepresented as park users, making up 17% of park visitors but 22% of the citywide population. Lastly, the percentage of people visiting parks with high school education

(27%) is much lower than the percentage of Woodstock residents with a high school degree (34%).

2. The majority of park visitors are under 18, and the number of park visitors this age is likely larger when visitors without cellphones are considered. Most visitors under 18 have visited Castle Road Park. This is interesting because this reflects that more children are visiting an undeveloped park, rather than parks with amenities such as a playground or courts. On the other hand, McConnell Road Park has the highest percentage of visitors over the age of 65. This may be in part due to the passive and active amenities offered here. The park is comprised of open land for multi-uses, a path that can be utilized by bikers, walkers, and runners, tennis courts, as well as a playground. Mary Ann Street Park has the lowest percentage of visitors under 18 and over 65. However, it does see the highest percentage of visitors ages 18-24 and 45-54. This can speak to the importance of this park for young adults and families, given its centralized location in a neighborhood and its amenities: basketball, open field, and a playground.

3. The percentage of visitors by race across every park aligns with all the city’s overall demographic breakdown. The highest percentage of African American visitors, which is significantly higher than the city’s percentage (2%), were captured in Raintree Park (6%). Raintree Park features a playground and an open space that is being transformed into a meadow.

4. "Common Evening Location" identifies where a device rests in the evening and can be used to estimate where park visitors live. This location is derived based on where it rests during “non work” hours (6pm – 8am) and weekends. Table 6 displays the most common zipcodes for Park in the Square visitors. Unsurprisingly, a majority of visitors live in Woodstock (37.82%). This is followed

by visitors from Crystal Lake (5.48%) and Greenwood (5.36%). Users may be visiting Park in the Square for a variety of reasons. However, because it does not have parklike amenities, such as courts or playgrounds, it is likely that they may be visiting for events. The overall system can leverage adjacent visitors who are already visiting Woodstock by considering what amenities and events can be offered in other city parks that adjacent neighborhoods do not have.

LEVEL OF SERVICE ANALYSIS

Currently, 89% of households in the City of Woodstock are within a 10-minute walk of a public park or natural land. While this is significantly higher than the national average of 55%, it is not the only measure of a complete parks, recreation, and natural lands system. This chapter evaluates Woodstock’s current parks, recreation offerings and natural lands to identify gaps in service, under-served areas or populations, and shortfalls in quality or maintenance. The analysis is reviewed through multiple equity lenses to ensure that changes to the park system do not have disproportionate consequences on people

DO WE HAVE ENOUGH PARKS?

PARK ACREAGE

A common measurement to assess level of service (LOS) is park acreage compared to the population. Woodstock currently offers 644 total acres of parkland for its 25,538 residents, or a LOS of 25.21 acres of parks per 1,000 residents. This is significantly higher than the NRPA average of 10.8 acres per 1,000 residents, and even exceeds the NRPA average of 11.3 acres per 1,000 residents for cities with populations between 20,000 and 49,999.

Woodstock is projected to add approximately 4,300 residents by 2050, bringing the total population to approximately 29,838. If no additional parkland was added, Woodstock’s LOS would be 21.58 acres of parkland per 1,000 residents, which would still exceed NRPA standards.

This data provides a baseline understanding of Woodstock’s parks and indicates that the City has an appropriate amount of parkland for its current population and projected growth. However, park acres must be designed, distributed, and programmed effectively to ensure the system is working as it should.

based on their race, income, disability, gender, age, where they live, and more.

Closer examination of eight questions below point to aspects for improvement:

» Do we have enough parks?

» Are parks located in the right places?

» What are the conditions of parks and recreation?

» Are facilities meeting program needs?

» Are we managing natural lands to meet environmental goals?

» Is our system equitable and inclusive?

» How well are parks funded?

PARK CLASSIFICATIONS

Park classifications provide a deeper assessment of the system that goes beyond total acres. Woodstock’s parks can be classified into neighborhood parks, community parks, regional parks, natural areas, and special use parks, described in further detail in Table 3.

Emricson Park is the only regional park in Woodstock. Regional parks are larger in size and have more amenities and programming, and are therefore costly to maintain and operate. Emricson is not centrally located and can be considered as overprogrammed., so many areas of the city are not in close proximity to the unique amenities offered by Woodstock's regional park.

Woodstock has numerous natural areas within the city boundary, making up 55% of the parkland. This is typical compared to park systems nationally: according to the Natural Areas Conservancy, a majority of city parkland is natural, rather than designed (68% in 2019). While natural areas are a key element of a city’s park system, they typically offer few opportunities for active recreation and must be balanced with other types of park to ensure the community’s needs are met.

The majority of parks in Woodstock are neighborhood parks. These parks are typically small with only a few amenities. Many of Woodstock’s neighborhood parks are currently comprised of open turf with little active recreation uses such as sports courts or walking paths.

While 9 of the city’s 24 parks (38%) are classified as neighborhood parks, it is notable that neighborhood parks make up the smallest portion of the system in terms of acreage (4%) (See Table 2). In contrast, the regional park classification makes up 19% of the system’s acreage, despite there only being one regional park (Emricson Park).

LEVEL OF SERVICE ANALYSIS

ARE PARKS IN THE RIGHT LOCATIONS?

WALKSHED

A walkshed is a representation of how far a pedestrian can travel to a destination. This walkshed analysis considered barriers that limit safe walking to parks including railroads, rivers, lack of sidewalks, and roads with a speed limit exceeding 45 miles per hour. These barriers can have a major impact on which households are within a safe and accessible distance from a park.

A significant majority of households in Woodstock are within a 10-minute safe walk from parks (83%). Compared to the national average of 55%, this number is considered very high. While this is a positive benchmark, it does not consider access to specific amenities or programs within the parks or the size of that park compared to the immediate surrounding population (acres per capita). For instance, although residents may live next door to a park, that park may lack amenities. Like park acreage, the ten-minute walk analysis must be examined alongside more targeted metrics to determine if residents truly have adequate access to parks.

ACCESS

The majority of Woodstock is serviced by sidewalks and there are numerous paths throughout the parks. However, there are few trail connections between parks. Some parks lack sidewalk connectivity, including Westwood Natural Area, Dufield Pond Conservation Area, Kishwaukee Headwaters Conservation Park, and Silver Creek Natural Area. The lack of sidewalks in some cases and quality of existing sidewalks in others is also a concern around A.J. Olson Park. Identifying areas that lack access allows the plan to identify potential future easements, trail connections and sidewalk connections.

In terms of regional connectivity, the only existing regional trail connection is Ridgefield Trace, which follows Route 14 south to Crystal

Lake. This indicates an opportunity for added greenways that connect more people to each other, to nature, and to city and regional destinations.

PARK ACCESS GAPS

Several residential areas have limited park access due to the barriers described above. For example, there is a residential area in close proximity to Silver Creek Natural Area and Bates Park that is bordered by McHenry Ave, a fast-moving road with a high traffic volume. Although Hickman Lane connects to Broadway Court, crossing over the large thoroughfare, there are no crosswalks, stop lights, or sidewalks, resulting in an uncomfortable and potentially unsafe pedestrian environment.

Similarly, although many homes are close to Westwood Natural Area, there is no dedicated accessible path that connects homes from inside the cul-de-sacs to the open space. Currently, residents must walk through private yards to access the space and as such the area is not included within the 10-minute walkshed.

Another large residential area that is underserved is in the eastern portion of the city, north of McConnell Road. While McConnell Road Park is intended to serve this neighborhood, the residences lack connections to the park. Currently, there is one park entrance along McConnell Road and two along Greenview Drive. There is also a golf course just north of the park, which limits park access from the residences to the north. As a result, some residents, including those who live along Harrow Gate Drive and Mallard Lane, are required to walk up McConnell Road, which lacks sidewalks, to access the park.

Schools with playgrounds are highlighted on the map to demonstrate that although some residents may not have safe, close, or comfortable access to Woodstock-operated parks, they may be able to access school district playgrounds.

ACCESS ZONES

To determine how well park acreage is distributed across Woodstock in terms of access, the plan utilizes major roads (Route 47, 120, and 14) and the Metra railroad line to create distinct park access zones within Woodstock. Considering these major barriers allows for a better understanding of park acreage per capita and reveals how different areas of the city are served by parks and open spaces. For instance, Zone C has the largest number of parks (8) but has only 58 acres. In contrast, Zone H has only one park with 64 acres. Zones

D and A have similar acreage, but Zone A is three times the size of Zone D. Zone E has 4 acres of parkland while Zone H has 64, despite a difference of only 100 residents. Zone F is the only zone with no parks, but this is adequate given the low population in the zone and the incompatible manufacturing uses in the area.

Analyzing access by zone reveals that some areas of the city do not meet NRPA standards, despite there being adequate park acreage citywide. Zones B and G are short 20 and 10 acres respectively to meet the NRPA average of 10.8 acres of parkland per 1,000 residents.

LEVEL OF SERVICE ANALYSIS

WHAT ARE THE CONDITIONS OF PARKS AND RECREATION?

QUALITY

Park quality is an essential factor when considering park access and equity. A highlevel analysis conducted by staff and the consultant team provides a point-in-time picture of park quality. Each park in the system was evaluated during a site visit and given a score based on the condition of amenities and any safety concerns.

Silver Creek Natural Area and Westwood Conservation areas are the only parks that were given a 1 (Poor/In Disrepair) in Woodstock. Silver Creek park is challenged by invasive species and currently does not offer public access.

Neighborhood parks, special use parks, and regional parks have an average rating of 4 (Exceptional). Natural areas and community parks have an average rating of 3 (Good).

The majority of the parks rated 2 (Fair) are located in downtown Woodstock. This is generally due to aging amenities and facilities and maintenance needs related to restrooms, trash, and water fountains. The Implementation section provides more detailed guidance for the future of parks that received a lower quality rating.

ATHLETIC FIELDS

In addition to the quality of parks, an important factor to consider is the quality of their amenities. There are several athletic fields used for programming throughout Woodstock. An analysis was completed to determine the form, function, and quality of these fields (See the Appendix for the full analysis). In general, several key findings were emphasized through this analysis.

1. Entrance and park signage is inconsistent. At Bates Park, signage for connectivity to adjacent areas is lacking. Additionally, signage for internal wayfinding is also missing.

2. There are few permanent restrooms. Permanant restrooms are key to providing opportunities for large tournaments and games. Fields are limited in these, therefore minimizing their opportunities.

3. Amenities are inconsistent. The amenities offered at the numerous city fields differ. For instance, not all of the baseball diamonds at Bates Field are illuminated. Similarly, some fields have scoreboards, dugouts and seating while others do not.

4. Accessible routes are limited. Routes accessible to all mobility types (biking, walking, wheelchairs, etc. ) are inconsistent at these fields.

To summarize, while many of the parks can provide opportunities for program offerings and the level of service is met in terms of quantity, there is room for improvements to the quality of these spaces.

Conservation Areas

Other Park Facilitator Parks

Trails

LEVEL OF SERVICE ANALYSIS

ARE FACILITIES MEETING PROGRAM NEEDS?

PROGRAM OFFERINGS

The Recreation Department offers a variety of programming including aquatics, cultural arts, fitness, and senior programs. Most of the programming is targeted towards youth. Programs, activities, and special events typically take place at the Recreation Center and other city facilities, with a portion offered at private facilities.

Woodstock’s facilities are typically wellmaintained. However, the condition of the Woodstock Recreation Center has deteriorated with age which impacts programs. Some of the spaces are no longer appropriate for the City’s recreation needs and the Center lacks essential amenities. In general, there is a lack of programmable indoor space.

Another factor that contributes to the program challenges is that there are limited operational policies and procedures to ensure a uniform and consistent approach to providing programs and facilities. Formal agreements with user groups such as Thunder Football, Girls Softball, and Little League, should be established to standardize quality, consistency, and offerings. The following outline is standard for such formal agreements. While an agreement can be incorporated into the normal license agreement, it may need to be separate.

Table 7: Department Model Challenges and Opportunities

MODEL OPPORTUNITIES

Staff Run

Third Party

Rental

In general, it is typical for the city (Woodstock) to provide standard facilities and amenities including fields, seating, lighting, restroom, benches, parking, etc. If the user/spectator experience is to be elevated, those improvements should be made by the user group.

PROGRAM DELIVERY

The Department currently uses multiple models to deliver programs to the community. The primary models can be described below. Table 7 identifies the challenges and opportunities of each model.

Staff Run: These programs are offered by the Department and are run by staff, both full-time and part-time, and can take place on a seasonal or annual basis. Examples include learn to swim, playground programs, etc.

Third Party: These programs may or may not appear in the Department’s seasonal program brochure but are run by a thirdparty contractor. These instructors are paid on a contract basis and there is typically a revenue split between the contractor and the Department. Examples include gymnastics, horseback riding, and golf.

Rental: These programs may or may not appear in the Department’s seasonal program brochure and are run by an outside group that is renting facility space from the Department.

The Department has maximum control over the program, its content, and the instructors. They can also maximize revenue generation.

Using contract instructors/programmers allows the Department to pivot as trends shift. It also means that the Department does not have to hire additional part-time staff.

The Department is only renting the space, there is minimal staff time required, and it is transactional in nature.

CHALLENGES

The Department is responsible for managing and maintaining the staff.

The biggest challenge is managing the contract as to how the program is run will be a reflection on the Department.

The programs taking place during the rentals can be associated with the Department which can cause challenges if not done properly.

Although nationwide standards and trends help provide a baseline for the park system's offerings, it is important to note that each community is unique, which creates a strong bearing on individual trends and other operational factors. While Woodstock may not need to offer or provide many of the programs listed, in Table 1, recognizing current and future programming needs places additional stress on facilities and staff. Table 8 identifies activities that are emphasized in different ways by the city. Those that are high program areas have strategic focus by the city. However, areas listed under Limited Program Areas should have a prioritized focus for filling gaps such as programming for seniors and cultural arts. When compared with the list above, it is clear that the limited program areas should be prioritized as a focus in the future to align with the nationwide wants and needs. Programming offered by the city is limited, but outside service providers including McHenry County Conservation District and Dorr Township fill gaps in service. Nevertheless, there are several

programming areas that are not covered, including programs for teens.

The programs with the largest emphasis in Woodstock are aquatics, fitness/wellness, special events, and programming for residents with special needs. Programming is limited in the cultural arts, education, and outdoor recreation areas, as well as programming for seniors.

Table 9 summarizes participation in recreation activities over the past 2 years. The number of programs offered, and total participants, have increased by 14 and 118, respectively. Similarly, the number of programs full has also increased, however a portion of the programs are still not full. Coupled with 20% on the waitlist, Table 9 emphasizes the demand for programming that is proving to be a challenge to be met. This is due to lack of facilities to host the program, full time staff to coordinate programs, or a lack of instructors to teach. This analysis describes the importance of completing an evaluation on programs and their strengths and shortfalls.

LEVEL OF SERVICE ANALYSIS

ARE WE MANAGING NATURAL LANDS TO MEET ENVIRONMENTAL GOALS?

The City of Woodstock is situated in a broader ecological system and its parks can play a key role in protecting that system. The City includes many important environmental assets, including mature oak woodland, wetlands, and restored prairies. Its parks protect these landscapes, encourage biodiversity, and provide essential habitat for wildlife.

Tree canopy is an essential component of the City’s green network. Woodstock’s tree canopy is fairly low overall, with only 23% coverage citywide. There are several parks within the city with notably low coverage where planting additional trees should be prioritized, including Apple Creek Park, Kishwaukee Headwaters Conservation Park, Emricson Park, Raintree Park, Merryman Fields Park, Silver Creek Natural Area, Sonatas Park, and Westwood Natural Area.

Alternatively, many areas of clustered oak stands are contained within park boundaries, including Donato Conservation Area, Ryders Wood, and Westwood Natural Area. Preserving oaks and planning for their succession should be a priority in these areas.

A significant portion of Woodstock and the surrounding region is considered prime farmland or farmland of local or state importance. This can be an important consideration for opportunities such as developing community gardens within parks or preserving natural land as open space.

An overlay analysis in GIS was used to define high-value ecological land in and around Woodstock. The data layers include oak woodlands and prime farmland along with existing protected areas, flood zones, and wetlands. Much of this land is contained within existing park boundaries; however, there are expanses of high-value ecological land that is not protected within the current system. These areas, identified on the map using a blue circle,

are opportunities to be preserved as natural open space or activated as a park.

The Comprehensive Plan indicates that residential growth is planned for several areas containing high-value ecological land. It is critical to ensure that ecological priorities are considered in the planning and design of new growth areas.

Woodstock Boundary

Metra Railroad

Preservation opportunities 0 0.5 mi 1 mi 2 mi

Waterbodies

Existing Parks

Priority Ecological Land

LEVEL OF SERVICE ANALYSIS

IS OUR SYSTEM EQUITABLE AND INCLUSIVE?

The Parks and Recreation Department is committed to the provision of parks and recreation services that meet the needs of all Woodstock residents in an equitable way, particularly providing strategic opportunities for those who stand to benefit most from the positive impacts of parks. To identify which areas of the city should be prioritized for park development from an equity standpoint, a weighted overlay was conducted using demographic, environmental, and health variables (Table 10).

DRAFT EQUITY ZONES - DEMOGRAPHIC

This DRAFT equity map identifies zones in darker blue that may be prioritized from an equity standpoint in the parks planning process.

This map includes demographic layers:

• Poverty rate

• % non-white population

• Population density

• Median income

The outcome of that overlay can be seen in the Composite Equity Map. This map indicates that the central portion of Woodstock requires additional attention and/or investment from an equity perspective. This part of the city contains multiple parks, including Park in the Square, Sesquicentennial Park, Raintree Park, Ryders Woods, and Dick Tracy Way Park. These parks represent various classifications and are generally in good condition. However, the relative inequitably of the surrounding neighborhoods indicate that these parks should be evaluated closely to ensure they are meeting user needs.

Figure 12: Composite Equity Map

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DRAFT EQUITY ZONES - DEMOGRAPHIC

DRAFT EQUITY ZONES - DEMOGRAPHIC

SOURCES:

LEVEL OF SERVICE ANALYSIS

Future equity investment may include targeted engagement to ensure that specific parks reflect the surrounding neighborhood’s diversity, that amenities are aligned with residents’ preferences, that recreation opportunities are affordable and accessible, and that all residents feel welcome.

CASE STUDIES:

1. Murphy Park, Phoenix, Arizona: Located in a historically diverse neighborhood, Murphy Park mirrors the multicultural character of the surrounding community. The park features culturally themed events and amenities that cater to a variety of ethnic groups, including play areas and community gardens.

2. La Villita Historic Arts Village, San Antonio, Texas: This park is located in a historic district with a strong Latino influence. As a result, it features cultural and artistic displays. It is also the host location for local Hispanic heritage events.

3. Teardrop Park, New York City, New York: Located in the Battery Park City neighborhood, Teardrop Park is a park designed with input from local residents. It includes unique play areas and art installations that reflect the demographic mix of the area.

4. Ping Tom Park, Chicago, Illinois: This park is located in Chinatown, famously known for its ethnic diversity. The community was encouraged to provide input on the park and ideas for its future. The park reflects the surrounding community through pagodas and Chinese-influenced gardens.

HOW WELL ARE PARKS FUNDED?

There are several budgets that cover recreation facilities and facilities maintenance, including the following:

General Fund: Budget for the recreation department, facilities, fleet, community events and marketing and communications.

• Aquatic Center Fund: Budget for Woodstock Water Works.

• Recreation Center Fund: Budget for the operations and maintenance of the recreation center.

• Parks Fund: Budget for the operations and maintenance of the parks.

Parks Development Fund: Budget for development and improvement of park facilities. Financed through new residential development.

• Special Recreation Fund: Budget for programming for individuals with special needs. Financed through property taxes. The majority of funds are allocated to the Northern Illinois Special Recreation Association.

Approximately 55% of revenue for Parks and Recreation comes from taxes, while 43% comes from fees and charges. This is higher than the national average of operating expenditures that

comes from non-tax revenue ( 24.6%). This is beneficial in reducing reliance on public funds and providing flexibility in allocating funds. 56% of Parks and Recreation expenditures are for staff salaries, which is on par with the national average of 55%. However, there is a relatively low level for the current operations of parks and other facilities. In general, operations and maintenance funding is inadequate and do not cover the costs of expenses (Table 11). Operational budgets need to better reflect the true costs of providing services and maintaining facilities.

Considering the amount of activity and number of events that take place at Park in the Square and Emricson Park, expenditures related to these parks should be tracked separately. This is considered best practice for Parks and Recreation agencies. Additionally, the Department should consider adopting a Comprehensive Maintenance Plan to standardize how facilities are maintained and to determine what additional funding is needed to achieve adequate levels of maintenance.

COMMUNITY ENGAGEMENT

COMMUNITY INPUT

WHAT DID WE HEAR?

One of the primary goals of this planning process was to ensure that recommendations were driven by community input. The planning team asked residents to envision their future parks and recreation system and to describe how it may fall short in meeting the community's needs. This plan and its recommendations reflect what the planning team heard — that Woodstock residents envision a “high-quality, unique park system that serves the community equitably, promotes health and wellness, and connects people of all ages, backgrounds, and abilities.”

The Woodstock community clearly recognizes the importance and value of parkland, park facilities, recreational facilities, and open space as a critical and essential part of the overall quality of life. Input from community members, staff, and stakeholders has made clear that this plan must focus on the care and maintenance of existing assets first and foremost, in addition to improving safe connections between recreation assets.

This Plan is both pragmatic and visionary. It seeks to build on and complete previous planning efforts, close gaps in the park system, anticipate future growth, ensure all residents have a high-quality park or green space close to home, and lay the groundwork towards achieving an exemplary park system that Woodstock community is proud to call their own. The recommendations of this plan reflect community priorities, both short- and aspirational.

Several tactics were used to gather input from community members, technical stakeholders, advisory committee members, and staff to inform the plan. Community members were encouraged to participate in these engagement strategies through several advertisements including yard signs posted around town, flyers, and social media postings.

FOCUS GROUPS

Three 60-minute focus group meetings were hosted at the onset of 2024. Over 30 individuals representing different organizations, interests, clubs, and groups in Woodstock were invited to attend. The meetings provided an overview of the current conditions and analysis findings and engaged in live polling and discussion about user challenges and opportunities. Focus group discussions reflected a variety of perspectives and user experiences. Maintenance, diversity of amenities and opportunities, and the need for restrooms across the park system came up in nearly every discussion. Input from these conversations laid the foundation for creating a shared community vision and for formulating community survey questions.

YOUTH ENGAGEMENT

Two youth-specific sessions were hosted on April 25th, 2024 at Woodstock High School. The students were informed about the project and what the plan would entail and asked to share their thoughts for the future as well as existing challenges through map exercises focused on future amenities, access and connectivity throughout the park system. Of note was the detailed input from the Project Lead the Way class regarding specific recommendations for improved walkability to and between park assets.

COMMUNITY WORKSHOP

One 90-minute workshop was held on April 25th, 2024, at the Community Opera House. Through a series of small group exercises and facilitated discussion, 25 attendees provided feedback on the proposed plan themes and goals. A group mapping exercise encouraged participants to communicate desired future park amenities across the park system, which was organized into four quadrants of

Woodstock. Participants were provided with a set of maps displaying Woodstock’s current park system and a sheet of stickers containing different park amenities or improvements. They were instructed to place stickers on the maps at the locations they wished to see future park investments or enhancements.

COMMUNITY SURVEY

A community-wide survey process helped establish a collective vision and understanding of park spaces according to system users. All community members, regardless of their connection to Woodstock, were encouraged to participate in the survey. The survey was open for a total of ten weeks throughout the visioning phase of the plan creation. In that time, the survey captured input from 960 respondents.

ENGAGEMENT TAKEAWAYS

Figure 16: Engagement Takeaways of survey respondents live in the City of Woodstock

87%

46% of respondents have lived in Woodstock more than 20 years

35-44 is the age range of most respondents (25%)

35% of respondents live in central Woodstock

When you imagine what Woodstock’s park system could look like in 25 years, what are the most important community benefits you hope become part of the vision and roadmap provided by this Master Plan?

Parks that promote social connections (6%)

Parks that improve residents’ health and wellness (15%)

Parks that protect environmental health and natural resources (e.g. stormwater, air quality and habitat) (17%)

Destination’ parks and outdoor areas that promote economic development (5%)

Neighborhood parks that meet the daily and year-round needs of nearby residents (15%)

Sports and recreation opportunities that are strategically located to meet local and regional demand (12%)

More park and recreation programs (e.g. fitness classes, etc.) (6%)

High-quality and connected system of greenways and other bike/pedestrian amenities (paved trails) for getting around (20%)

Other (4%)

1. Which of the following Woodstock parks did you visit in the past year?

2. Based on your experience in Woodstock’s parks, are there any parks that you feel are in poor condition?

What, if anything, prevents you or others in your household from utilizing Woodstock’s recreation facilities, programs, parks or natural lands more often?

For each of the types of facilities or places, please indicate whether you have too much, too little, or the right amount. (Top 3 from each category)

Suppose that an extra $1 million was made available, and you were able to determine how it was spent. How would you distribute that budget among the possible choices listed below?

PRINCIPLE EQUITY

Equity was reviewed through multiple lenses during the planning process, including an examination of park and amenity distribution, demographic representation, and accessibility. The intersections between population density, income, and experiences of environmental injustice in Woodstock are significant for park planning purposes. This theme represents promoting inclusion in park spaces, facilities, and programs. Through implementation of this theme, all persons in Woodstock will have equitable and appropriate access to the park and recreation system.

WHAT WE HEARD

“Expand the number and/ or size of the parks and trails system to provide more recreational opportunities” was selected as one of the top priorities for the future.

A majority of respondents selected “Parks that improve residents’ health and wellness” as an ideal community benefit of this plan.

RECOMMENDATIONS

PROMOTE INCLUSION IN PARK SPACES, FACILITIES, AND PROGRAMS THROUGH EQUITABLE AND EFFECTIVE OPPORTUNITIES FOR PUBLIC PARTICIPATION IN PARK PLANNING PROCESSES TO BALANCE VARIOUS PERSPECTIVES AND PREFERENCES.

An inclusive system begins with creating ownership during the planning process. An inclusive parks system considers the physical, cultural, social, and economic needs of various groups. It works to reflect specific, unique needs in park facilities, amenities, and programming opportunities. Community engagement and relationship building will be central to Woodstock's pursuit of an equitable and inclusive parks system.

RECOMMENDATIONS

1. Require that all new park development and existing park improvement projects are driven by a robust and community-based engagement and design process.

2. Continue to build relationships with trusted community partners to reach under-represented groups and young people.

3. Develop a partnership with the local Homeowners Associations to ensure that parks and recreation needs of neighborhood associations are being met.

4. When creating a park plan, continue engaging community members to understand the features and amenities that will best serve neighborhoods.

5. When replacing elements in poor condition or at the end of their life cycle, replace with options that meet Universal Design and Accessibility Guidelines.

6. Collaborate with City leadership and social service providers to promote and support education and roles regarding unhoused populations in park spaces.

7. Incorporate diverse cultural and historical education opportunities in both new and existing programming, where appropriate.

8. Create and/or maintain partnerships with organizations focused on accessibility and inclusivity.

9. Include information in both English and Spanish on park signage.

HONOR THE CULTURE, STORYTELLING, ART, AND HISTORY OF WOODSTOCK’S DIVERSE POPULATION, PAST AND PRESENT.

Park design and programming should reflect and celebrate the identity and histories of the entire Woodstock population, particularly those of traditionally marginalized communities. Highlighting and recognizing histories and diverse cultures within park design and cultural activities can increase diversity of users, foster civic identity, and attract new audiences to the parks.

RECOMMENDATIONS

1. Honor culturally and historically diverse stories and language through partnerships, programming, ceremonies, land management, signage and interpretation, art, and proactive community engagement.

2. Partner with Woodstock’s arts initiative and Arts Commission to implement aspects of the Woodstock Public Art’s Plan including the exploration of financially sustainable options for the creation and enjoyment of public art in park spaces that honors the diverse heritages and histories of the community including Hispanic culture. Consider the creation of a percent dedication to arts in all park design/capital project budgets.

3. Ensure that diversity is reflected in all public-facing advertisements and communication of parks and park programming through all images that include people and text choice. Avoid language that could be interpreted as biased, exclusionary, or insensitive.

RECOMMENDATIONS

PROVIDE ADDITIONAL NEIGHBORHOOD PARKS WITHIN EQUITY PRIORITY ZONES.

Page 33 identifies Equity Priority Zones within city boundaries., those with high portions of demographic, environmental, and health factors. This goal focuses on expanding access to parks and recreation by establishing additional neighborhood parks within the Equity Priority Zones. Through the strategic development of parks in these underserved communities, all Woodstock residents will have equitable access to quality green spaces and recreational opportunities.

RECOMMENDATIONS

1. Prioritize providing amenities and additional neighborhood parks within underserved areas, or areas farthest from Emricson Park, and in areas targeted for future residential growth.

2. Provide intergenerational park programming to promote health and mental wellbeing by providing people of all ages and abilities opportunities for physical activity, time in nature, social connection, and respite.

PROVIDE EQUITABLE, HIGH-QUALITY OUTDOOR EDUCATION AND PROGRAMMING THAT ENCOURAGES MEANINGFUL CONNECTIONS WITH NATURE IN PARK SPACES AND ENSURES IT MEETS THE NEEDS OF ALL WOODSTOCK RESIDENTS.

Conversations with focus groups and survey responses indicated that Woodstock is lacking outdoor education opportunities. More efforts are needed to educate system users on proper stewardship and the importance of natural lands. Educational efforts might include wildlife observation, learning about local ecosystems, and teaching users seasonal best practice for care and upkeep. By encouraging residents to learn about the parks and open space system and participate in initiatives that steward, enhance, and maintain open space, Woodstock’s parks system will improve and promote more value for the system.

RECOMMENDATIONS

1. Address current programming gaps through programming targeted towards seniors and teens as well as general interest programming.

2. Support a dynamic programming evaluation process for all program offerings and options for adjusting programs and/or resources, as needed, based on evaluation outcomes.

3. Apply consistent program metrics and benchmarks, such as a minimum number of registrants, to ensure enrollment, attendance, budget, and cost recovery are meeting established goals.

4. Monitor program trends against regional and national offerings to ensure that programs are current and reflect evolving recreational interests.

5. Survey residents annually to ensure that park programming meets the needs of the population.

6. Expand the current cost recovery system to determine if it adequately covers the cost for recreational programming.

7. Develop a comprehensive athletic field use policy.

8. Execute an audit in all parks to ensure that they meet ADA requirements.

PLACEMAKING AND ECONOMIC DEVELOPMENT

PLACEMAKING AND ECONOMIC DEVELOPMENT

Investing in a city's park and recreation system is a strategic initiative that speaks to contributing to Woodstock’s future. This theme encompasses the enhancement and expansion of green spaces, recreational facilities, and community programs through the prioritized allocation of resources and capital to create and maintain a vibrant park system that contributes to the overall wellbeing of the community.

WHAT WE HEARD

A majority of respondents selected “Events and programming that respond to communityspecific needs” as one of the top park investment priorities for the future.

A large majority of respondents selected that there are not enough community centers in Woodstock.

RECOMMENDATIONS

CREATE “DESTINATION PARKS” AND ENSURE THAT EACH HAS ICONIC CHARACTERISTICS AND DISTINCTIVE QUALITIES.

Community feedback strongly emphasized the desire for park improvements that are focused on creating destinations. This includes the implementation of unique attractions that push the boundaries of typical park elements such as playgrounds and benches. A variety of play types, both exciting and adventurous, will make parks a special destination worth traveling to for children and families. Destination amenities encourage taking advantage of the spaces already available in Woodstock and incorporating transformative elements that invite activity.

RECOMMENDATIONS

1. Offer diverse user experiences throughout the parks and open space system.

2. Position the park system to host regional recreation events and tournaments to bolster tourism. If the City wishes to maintain or increase their foothold in the tournament market, moving some fields to synthetic turf would be appropriate including at least 2 of Merryman and 2 at Bates. Consider developing a field house at these parks.

ACTIVATE PARK SPACES

TO SUPPORT LOCAL, SOCIAL, AND CULTURAL INTERACTIONS.

As the responsible party for activating park spaces, it is important that Parks and Recreation have sound policies, procedures, and communication channels that allow events and programming to bring people together with relative ease. Park activation can occur through city- or partner-led programming that is well-planned and marketed, supervised, and helps people feel comfortable in park spaces. Park activation should be tailored to neighborhood demographics and cultures and should range in offerings for different opportunities for all.

RECOMMENDATIONS

1. Collaborate with local organizations to expand and strengthen opportunities for third-party entities to provide small-scale, pop-up park amenities that invite social interactions. Host popular activities in under-utilized park spaces that are well-maintained to better activate and increase awareness of those park spaces.

2. Review and revise plans, policies, and ordinances to better facilitate commercial operations and activate community spaces, including operations for food trucks, market vendors, e-mobility, beer gardens, and entertainment providers.

3. Identify opportunities for amenities that can be used by all ages to enhance areas for colocation across ages.

4. Incorporate Universal Design guidelines in all new and updated parks and open spaces.

5. Increase benches/picnic tables/seating in parks system-wide.

6. Incorporate “court games” to enhance community gathering/interaction such as horseshoes, bocce courts, outdoor ping pong tables, and chess tables for example.

7. Encourage parks to be important sites for civic gathering and activity. Establish a communitybased process using arts and cultural expression to create or rejuvenate parks and open spaces.

8. Explore adding pocket parks in the equity priority zones that focus on authentic placemaking and convert unwanted, remnant spaces into highly cherished and beloved areas that all can enjoy.

9. Consider the consolidation of events under one department. Establish a policy around how events occur and are executed based on the intent and impact of the event.

10. Track expenses related to non-City hosted events and consider passing along the costs to the organization hosting the event.

NATURAL RESOURCES

NATURAL RESOURCES

Woodstock City has an extensive park system with over 600 acres of park land at 24 different locations. Of these, 6 parks are natural lands, equating to 355 acres of natural area. There is often a misconception that these spaces require little to no work for upkeep. However, nature near urban areas requires strategic planning to not only be protected or maintained, but to thrive. Thriving natural areas offer environmental benefits, such as supporting diverse wildlife, providing resilience to natural disasters, and improved air and water quality. This theme encourages the coexistence between nature and community through preservation and enhancement of the natural beauty of parks, fostering biodiversity, and supporting environmental consciousness among residents. In connection with the Comprehensive Plan, this plan intends to ensure the preservation and protection of cherished natural resources and amenities.

WHAT WE HEARD

In general, community members would like to see more opportunities to engage with nature such as an increase in nature trails and preserves.

A majority of survey respondents believe that there are not enough environmental education opportunities available in Woodstock.

Community members would like to prioritize “Expanding the number and/or size of parks and open spaces to protect habitat and benefit the environment” in the future.

Enjoying nature or wildlife was the top “extremely important” reason selected why survey respondents utilize Woodstock’s parks and recreation.

A majority of survey respondents would like a beneficial result of this plan to be “Parks that protect environmental health and natural resources (e.g. stormwater, air quality and habitat)”.

RECOMMENDATIONS

ENSURE THAT

ECOLOGICAL

PRIORITIES ARE CONSIDERED IN THE PLANNING AND DESIGN OF NEW GROWTH.

This goal aims to integrate ecological considerations into the planning and design processes for new developments and expansions within Woodstock. By prioritizing environmental sustainability, the City will continue to protect and enhance local ecosystems, preserve natural habitats, and promote biodiversity. This goal emphasizes the commitment to a balanced approach to harmonizing the inevitable future growth with environmental stewardship, fostering spaces that are both livable and ecologically responsible.

RECOMMENDATIONS

1. There are numerous ecologically sensitive areas that are currently outside of a park or conservation area that should be considered in future planning. There are opportunities for these areas to be preserved as a natural open space or transformed into a park as development occurs. Coordinate with US Fish and Wildlife Service, IDNR, TNC and MCCD to connect these areas to the Hackmatack National Wildlife Refuge along Woodstock’s northern planning boundary. In conjunction with the 2024 Comprehensive Plan, establish management and Unified Development Ordinance (UDO) updates to reflect these priorities.

2. Develop a land acquisition policy and identify green infrastructure priorities within the City’s planning jurisdiction.

3. Encourage and support landowners to establish voluntary preservation easements.

4. Identify areas in parks, green spaces, or along waterways that can be restored to native habitats such as prairies, wetlands, or woodlands.

5. Expand the existing partnership with McHenry County Conservation District and Land Conservancy.

6. Encourage development to support and enhance Woodstock’s biodiversity through the following actions:

• Require the use of native landscape.

• Encourage the installation of pollinator gardens in schools and public spaces.

• Encourage the installation of edible landscapes in schools and public spaces.

INCREASE TREE CANOPY THROUGHOUT PARKS AND NATURAL AREAS CITY-WIDE AND PLAN FOR TREE SUCCESSION.

Trees have many benefits for a community including improved air quality, reduced urban heat island, and enhanced aesthetic. By prioritizing the planting of diverse tree species and implementing a succession plan, the plan aims to not only plant future trees, but also proactively maintain the existing canopy for the health and longevity of the City's trees.

RECOMMENDATIONS

1. Continue to work towards increasing the City's tree canopy to 86% as recommended by The Chicago Region Trees Initiative. Several parks may benefit from increased tree canopy coverage including Davis Road Park, Apple Creek Park, Kishwaukee Headwaters Conservation Park, Emricson Park, Raintree Park, Merryman Fields Park, Silver Creek Natural Area, Sonatas Park, and Westwood Natural Area. Merryman Fields Park, in particular, has the lowest tree coverage of any city park, though this can be attributed to its primary use for baseball fields. Tree planting should ensure diversity of species. Additional tree plantings and tree succession should be applied to Park in the Square.

2. Outline a position for staff dedicated to year-round tree maintenance in collaboration with arborists and The Land Conservancy.

3. As future development occurs, continue to preserve clustered oak stands contained within park boundaries, including Donato Conservation Area, Ryders Wood, and Westwood Natural Area.

4. Establish a Tree Planting Program.

5. Evaluate current forestry budget and workforce to determine necessary resources to accomplish tree canopy goals.

6. Incorporate interpretive signage to support environmental education to support educational programming. Incorporate infrastructure to improve the experience and exposure to natural areas such as bird blinds.

7. Pursue the designation of Tree City USA through the following steps:

• Establish a Tree Board or Department

• Develop an ordinance reflecting tree preservation and maintenance

• Maintain a Community Forestry Program with an annual budget of at least $2 per capita

• Celebrate Arbor Day

RECOMMENDATIONS

RETROFIT EXISTING PARKS TO ACCOMMODATE RAINWATER WHERE PROGRAMMING ALLOWS.

Several of Woodstock’s parks are susceptible to flooding. This goal aims to mitigate flood hazards by integrating rainwater management solutions into their design and layout. In turn, these recommendations aim to enhance the resilience and functionality of the overall park system. Such adaptations not only contribute to sustainable water management and alleviative hazards, but also create more diverse and engaging natural spaces.

RECOMMENDATIONS

1. Target priority parks to accommodate rainwater including those at regional low. Target rainwater management in parks identified as having a history of flooding.

2. Identify opportunities for low maintenance design, such as low-mow areas and native plantings, to decrease the necessary upkeep.

CARE FOR AND ACTIVATE THE WATERWAYS THAT RUN THROUGH THE CITY.

Kishwaukee River is an important asset to Woodstock. It runs through the heart of the city and provides opportunities for connections to nature and recreation, when leveraged to its full extent. Through stewardship and revitalization of the city's waterways, their ecological health can be enhanced and their recreational and aesthetic potential can be maximized. This goal seeks to transform the city's waterways into vibrant, accessible, and sustainable features of the landscape, fostering a stronger connection between residents and their natural environment.

RECOMMENDATIONS

1. Implement measures to protect and improve water quality in the Kishwaukee River, such as riparian buffer zones and stormwater management practices.

2. Annually monitor the city’s rivers and creeks to ensure that water quality is not being negatively impacted.

3. Offer programming for the City’s waterways such as the creation of boardwalks and increase access to water resources for recreation.

4. Develop additional fishing access points and water access.

5. Restore degraded aquatic habitats by removing barriers to fish migration, stabilizing stream banks, and planting native aquatic vegetation.

ACCESS

ACCESS

Access in a city's park and recreation system focuses one ensuring that all residents are not only able to safely and comfortably access parks, but that they also have the ability to utilize and benefit from amenities and recreation opportunities. Elements that play a role in access may include fences, pedestrian and sidewalk connectivity, ADA development, park hours, and signage. This theme emphasizes the removal of barriers and promotes an inclusive environment where everyone, regardless of their backgrounds or physical and financial circumstances, can enjoy the benefits of parks, open spaces, and recreational activities.

WHAT WE HEARD

A majority of survey respondents selected that a barrier to park use is a lack of “Information – Not sure where to find good information about parks and activities.”

A general concern amongst survey respondents was the lack of amenities and recreation offerings for both youth and adults with mental and physical disabilities, such as fully functional park bathrooms.

A majority of survey respondents would like “Highquality and connected system of greenways and other bike/ pedestrian amenities (paved trails) for getting around” to be a beneficial result of this plan.

Respondents expressed their desire for recreation offerings to be offered at additional times and for parks to stay open during additional hours.

RECOMMENDATIONS

ADDRESS BARRIERS TO CURRENT AND FUTURE PARK AND RECREATION ACCESS SUCH AS MAJOR HIGHWAYS, RAILROADS, AND AREAS LACKING PEDESTRIAN SAFETY MEASURES.

Woodstock has several major barriers to walkability. This includes the Metra rail line, Kishwaukee River, and state highways (Routes 47, 120, and 14). By addressing these barriers, we seek to promote equitable access, encourage active transportation, and ensure that all community members can fully enjoy the benefits of our parks and recreational facilities.

RECOMMENDATIONS

1. Collaborate with IDOT to install missing pedestrian safety measures at signalized intersections including pedestrian signals with countdown timers, high visibility crosswalks, and ADA compliant curb ramps as part of the IL Route 47 widening improvements.

2. The intersections below were highlighted in the Comprehensive Plan as intersections in need of these pedestrian enhancements. The City should address these and any other intersections identified as high priority through its annual Capital Improvement Program or through coordination with IDOT.

• US Highway 14 with Dean Street

• US Highway 14 with Kishwaukee Valley Road

• US Highway 14 with Lake Avenue

3. The need for additional pedestrian facility enhancements were identified in the Comprehensive Plan at the following intersections within the downtown area. Along with any other intersections identified as high priority, the city should evaluate:

• IL Route 120 and North Throop Street

• West South Street and South Throop Street

• West South Street and Dean Street

• Clay/North Benton Street and East Church Street

• North Jefferson Street and East Church Street

4. Require that all newly developed parks and ammenities are ADA accessible to promote an inclusive environment where everyone, regardless of their backgrounds or physical and financial circumstances, can enjoy.

RECOMMENDATIONS

IDENTIFY FUTURE TRAIL, GREENWAY AND SIDEWALK CONNECTIONS THAT CONNECT MORE PEOPLE TO EACH OTHER, TO NATURE, AND TO CITYWIDE DESTINATIONS.

This goal aims to expand Woodstock's already-high level of connectivity. As the City continues to grow, it is critical to continue to improve the city's network of trails, greenways, and sidewalks to foster greater connectivity and accessibility across Woodstock's built and natural environments. Future connections between neighborhoods, parks, and key destinations create a cohesive system that encourages active transportation and strengthens community ties. New routes must work to integrate seamlessly with existing infrastructure, enhance access to natural areas, and provide convenient pathways to essential services and recreational facilities.

RECOMMENDATIONS

1. Conduct a comprehensive inventory of all existing connectivity infrastructure to identify areas that are in need of repair. Perform regular assessments to continue evaluating the condition, performance, and capacity of each asset.

2. Continue to work with Woodstock Community Unit School District 200 to develop a Safe Walking Route plan.

3. Per the 2010 Woodstock Environmental Plan, create a city-wide greenways plan. See South Woodstock recommendations.

4. Align the preservation of sensitive ecological lands with the need for new trail alignments and regional ecological connections.

5. Create an acquisition plan to prioritize parcels that link and create contiguous green network with goals around wildlife habitat provision, conserving and enhancing vegetation quality and water quality management.

6. New or improved sidewalks are needed to improve park access at the following locations: Greenwood Ave, between Wheeler St and Clay St

• Tappan St, between Greenwood Ave and Bagley St

• Bagley St, between Tappan St and Clay St Raffel Rd, between Banford Rd and IL Route 120

• Country Club Rd, between Route 47 and Queen Anne Rd

• McConnell Rd, between Route 47 and Red Barn Rd

US Highway 14, between Dean St and Lake Ave

• Dean St, between US Highway 14 and Hercules Rd

• South St, between Dakota Dr and US Highway 14 Kimball Ave, between Blakely St and Dean St

• Conway St, between Hill St and Becking Ave

CONNECT WOODSTOCK’S MOBILITY NETWORK TO REGIONAL TRAILS AND NEIGHBORING COMMUNITIES.

Establishing strong connections between local pathways and broader regional networks is a key component of enhancing the city’s accessibility and connectivity, enabling residents to easily travel to and from surrounding areas and enjoy a larger network of recreational and transportation options. These connections will not only improve mobility and convenience for residents, but will also foster greater regional cohesion, support local businesses, and promote shared outdoor recreation across adjacent areas. This goal aims to integrate infrastructure seamlessly for a connected network that strengthens Woodstock’s ties with its neighboring communities and the broader regional landscape.

RECOMMENDATIONS

1. Connect Ridgefield Trace, which follows Route 14 south to Crystal Lake, to Woodstock’s park system and larger region.

2. The city, with the participation of other local governments and open space organizations such as McHenry County, MCCD, and TLC, should work together to link local open spaces to existing and planned green infrastructure networks.

3. Where green infrastructure and natural features extend across municipal boundaries, the City of Woodstock should work cooperatively with other jurisdictions on resource protection and greenway connectivity.

4. Add off-road bike trails within Woodstock and improve connections to off-road bike trails, mountain bike parks and pump tracks throughout the region.

RECOMMENDATIONS

SUPPORT VISITOR NAVIGATION AND ENGAGEMENT THROUGH A COHESIVE AND USER-FRIENDLY SYSTEM OF TRAILHEADS, SIGNAGE, WAYFINDING, SOCIAL MEDIA AND OTHER COMMUNICATION TOOLS, AND INTERPRETIVE ELEMENTS.

Directional elements are important aspects of park branding and placemaking. Signage helps define and orient users to a space. Wayfinding combines signage and map design, trail markers, symbols, color, and typography to help users or visitors easily navigate through a space. With such an extensive park and trail system, users can easily become disoriented without proper directional signage. Throughout engagement, the lack of knowledge regarding park access, or parks as a whole, was made clear. Through implementation of signage, users can easily identify usable accessible parks and recreation spaces.

RECOMMENDATIONS

1. Develop a universal park sign displayed throughout the system that allows residents and visitors to easily identify Woodstock’s public parks and open spaces.

2. User groups have placed advertising signs on field fences on a limited basis. A uniform policy for advertising on field fences should be implemented. Components could include sign materials and size, content of advertisement, removal and cost sharing.

3. Provide park identification signage at all parks and maintain consistent branding.

4. Provide internal wayfinding signage at larger parks (i.e. Emricson Park).

5. When planning trailheads and interpretive elements, follow themes of context sensitive design, which calls for designs that are tailored to preserve, enhance, or respond to the local community and environment.

6. Incorporate Playground Communication Boards at playgrounds.

7. Incorporate engaging and educational interpretive signage in natural areas to encourage land stewardship.

8. Enhance existing reporting tools for documenting community needs, safety, system concerns, issues, and ideas.

INVESTMENT

INVESTMENT

Investing in a city's park and recreation system is a strategic initiative that contributes to its future. This theme encompasses the enhancement and expansion of green spaces, recreational facilities, and community programs through the prioritized allocation of resources and capital to create and maintain a vibrant park system that contributes to the overall wellbeing of the community.

WHAT WE HEARD

Community engagement respondents feel that the parks system does not leave a lasting impact on visitors.

“Support for basic maintenance and repairs equally across all parks” was selected as a top priority for the future by survey respondents.

Survey respondents would like to see investment in greening the city through the addition of more plants and tree in urban areas and out in nature.

A majority of residents stated that a barrier to park use is the “Condition – Amenities I want are available, but they’re in poor condition (e.g. littered, dilapidated, dirty).”

Survey respondents desire more funding to go into the maintenance and upkeep of parks.

There was a strong desire for “increasing maintenance and quality of existing recreational opportunities” when asked to prioritize funding dollars.

RECOMMENDATIONS

INCREASE PARK SYSTEM FUNDING TO CREATE AND MAINTAIN A HIGH-QUALITY, FOUR-SEASON PARK SYSTEM.

The struggle to meet or exceed national standards with finite resources is a challenge facing all Parks and Recreation Departments. Nonetheless, it is important to aim to meet this goal through continually assessing the system to identify and address weaknesses. Aligning funding priorities with industry standards will enable Woodstock to provide a well-maintained and accessible park system that meets the evolving needs of the community, enhances user experience, and supports the long-term vitality of recreational spaces. Through this goal, the City can commit to investing in the future of Woodstock's parks and recreation to ensure they meet the needs of the community.

RECOMMENDATIONS

1. Allocate funding and staffing to meet the maintenance demands of existing athletic fields of one full-time maintenance staff dedicated to every four fields or 9 total. Increase staff per acre of active recreation space for at least 18 full-time employees.

2. Publish a yearly annual ‘State of the Parks' report in alignment with the template for all city departments. This report should compile existing financial and performance reporting, to build public trust and transparency in how allocated dollars are spent. Explore the creation of a system to benchmark against other quality parks and recreation providers.

3. Expand revenue generating activities in park spaces by creating a coordinated marketing strategy utilizing staff resources to promote activities, events, and activity rentals.

4. Annually evaluate new opportunities for revenue generation at sites where user, parking or event fees might be appropriate.

5. With the Development Services and Economic Development Departments, convene school board, public utility service providers and public and private institutions for a coordinated review of vacant or surplus landholdings to determine highest and best use, including identification of lands for parks, open space, and resilience. Repeat this exercise every three to five years to identify opportunities for efficient use of existing parkland, creating new parkland, open space preservation and the allocation of public amenities such as parks, housing, and schools.

RECOMMENDATIONS

PROMOTE AND SUPPORT VOLUNTEERISM AND PARTNERSHIPS TO SUSTAINABLY ENHANCE, GROW AND MAINTAIN THE PARK SYSTEM.

Supporting a culture of volunteerism and partnerships in the park system helps with upkeep, shared responsibility, civic pride and belonging, championing, and stewardship of the city’s expansive parks and recreation system. With focused dedication to engaging volunteers and partners, Woodstock can increase efforts to move towards shared goals.

RECOMMENDATIONS

1. Define and expand viable volunteer opportunities that support the stewardship, and/or care of park spaces for both one-time volunteer groups (e.g., litter clean-ups) and on-going volunteers (e.g., adopt programs). As a component of this effort, the number of volunteers and hours spent should be tracked in the annual report and demonstrate the "savings" to the City.

2. Nurture relationships with local user groups, such as trail groups, advocacy groups, environmental partners, and volunteers supporting project development, implementation, programming, and maintenance efforts. Examples may include the U of I 4h/Master Naturalists. Consider the creation of formal partnership agreements to spell out responsibilities.

3. Support a culture of volunteerism, and help keep parks, trails, and open spaces in a state of good repair throughout all seasons, by providing educational opportunities for trail users on how to become trail stewards (i.e., proper trail etiquette, adapting to seasonal changes, leave no trace etc.).

4. Within the UDO update following the approval of the Comprehensive Plan, consider the potential to require private development to support parks and open space development within the zoning code.

5. Evaluate internal and external program offerings to identify community recreation programming gaps, potential new program offerings, and areas for expanded and more formalized partnerships between Recreation and other community recreation service providers.

6. Foster connections among community recreation providers by offering open communication to receive and respond to feedback and inform the community of recreation opportunities.

RECOMMENDATIONS

PROVIDE A PARK SYSTEM THAT IS INVITING AND WELL-MAINTAINED, BY MEETING THE COMMUNITY'S CURRENT EXPECTATIONS AND EXCEEDING THEIR FUTURE NEEDS.

Through implementing the following recommendations, Woodstock will strive towards developing a park system that stands out for its quality, appeal, and upkeep. By investing in maintenance, increasing park acreage in areas where it is needed most, adhering to best practices in park management, and implementing high-quality offerings and design standards,, the City will create and maintain parks that are not only welcoming and aesthetically pleasing but are also functional and safe for all users.

RECOMMENDATIONS

1. Provide permanent restrooms at athletic complexes with 4 or more fields. This includes Davis Road Park, Emricson Park, Bates Park and Merryman Fields.

2. Utilize standard maintenance guidelines for all park classification types to establish a service standard for new park and park improvement projects.

3. Develop a standard for type and quantity of amenities and furnishings at fields, including bleachers, dugouts, trash cans, benches and batting cages to ease replacement logistics.

4. Maintain the existing Recreation Center facility but assess how the spaces are utilized such as when, where, and in what manner.

5. Maintain the existing Woodstock Water Works as a regional aquatic center asset that continues to serve the city and adjacent communities.

6. Complete an annual review of amenities by park to ensure that all necessary updates or additions are reflected in the Capital Improvements Plan and annual maintenance schedule.

7. As growth occurs per the comprehensive plan, ensure new parks are established to adequately serve the recreation needs of residents.

8. Retrofit additional amenities within existing parks to meet level of service standards as detailed in this plan.

SYSTEM-WIDE RECOMMENDATIONS

NEW PARKS

The new parks proposed in this map consider Woodstock’s existing boundaries as well as future growth areas to promote the 10-minute walk goal for all residents as the City expands. The map was developed based on existing City parks as of Spring 2024.

In addition to future growth areas, new park locations take into account high-priority ecological land. Several of the new parks indicated on the map are within or directly adjacent to priority ecological land. This allows the City to manage and preserve important natural areas, promotes habitat connectivity, and offers residents opportunities for passive recreation and environmental education. The proximity of new parks to the planned Kishwaukee River Greenway, Ridgefield Trace, and other protected lands promotes regional connectivity.

Current Woodstock Boundary and Future Development

Metra Railroad Waterbodies

Existing Parks

Existing Trails

Ecological Priority Land

Future Parks

Option for New Regional Park

0 0.3 mi 0.6 mi 1.2 mi

SYSTEM-WIDE RECOMMENDATIONS

NEW GREENWAYS

New greenways promote regional connectivity from both a human and ecological standpoint. Greenways include infrastructure for pedestrians and bicyclists and can incorporate off-road bike trails where appropriate to accommodate mountain bikers and other user groups.

The draft locations shown are suggested paths for further study, and do not represent actual proposed trail alignments. The Kishwaukee River Greenway identified on this map is explored in further detail on the following page.

Current Woodstock Boundary and Future Development

Metra Railroad Waterbodies

Existing Parks

Existing Trails

Ecological Priority Land

Future Parks

Greenway Options

0 0.3 mi 0.6 mi 1.2 mi

SYSTEM-WIDE RECOMMENDATIONS

PROPOSED KISHWAUKEE RIVER GREENWAY

The proposed Kishwaukee River Greenway follows highvalue ecological land along the Kishwaukee River and connects the Kishwaukee Headwaters Conservation Area to the Ridgefield Trace Trail, connecting Davis Road Park, Castle Road Park, and a proposed new park along the way. One of the most significant projects in the McHenry County Connection Plan is the proposed path along Route 47, to which the proposed Kishwaukee River Greenway offers a connection.

Current Woodstock Boundary

Future Development (Identified in Comprehensive Plan)

Metra Railroad

Waterbodies

Existing Parks

Existing Trails

Ecological Priority Land

Future Greenway

SYSTEM-WIDE

PROPOSED PEDESTRIAN IMPROVEMENTS

This map shows proposed pedestrian improvements - new sidewalks and crosswalks. Students enrolled at Woodstock High School contributed to this map through their capstone project. Survey responses (see Appendix), the Comprehensive Plan, and the McHenry County Connection Plan were also used to develop this map. The final recommendations were validated. Those shown here are critical in connecting parks to surrounding residential neighborhoods and key amenities.

Figure 20: Proposed Pedestrian Improvements

Current Woodstock Boundary Metra Railroad Waterbodies

Existing Parks

Existing Trails Schools Libraries

Priority Sidewalks Identified by Woodstock High School Students

Priority Sidewalks Identified by Community

Priority Crosswalks Identified by Woodstock High School Students

Priority Crosswalks Identified by Community

Priority Crosswalks Identified in Comprehensive Plan

ACTION PLAN

The Woodstock Parks and Recreation Master Plan is a visionary, community-driven guidebook for the future that addresses the complex challenges facing parks, open spaces, and recreation, ranging from required maintenance to equitable amenities. Initial action steps have been woven into each of the chapters (Equity, Access, Placemaking and Economic Developoment, Natural Resources, and Investment).

This chapter serves to transform visionary goals into tangible outcomes. This breaks down action items into system-wide efforts as well as breaks them down by city quadrant for more detailed recommendations. Achieving these goals will require a concentrated effort by Parks and Recreation Staff, and collaborative support and contribution from other City departments and partners. This chapter serves as a playbook, outlining steps and actions to achieve plan goals and the visions identified throughout the planning process. Through a detailed roadmap of prioritized actions, timelines, and resource allocations, the Action Plan provides clear direction for stakeholders, guiding efforts towards implementation.

TIMING

The action items are identified in five phases. This helps to prioritize the staff's limited capacity to ensure that actions are realistic and feasible.

RESPONSIBLE PARTY

It is important to identify the entity in charge of initiating the action. This helps assign responsibility and consider opportunities for crossover and collaboration between city departments. This can also help maintain momentum for implementing the plan. The matrix also identifies key partners that may help support implementation.

ORGANIZATION

Table 12: System-Wide Operations Matrix

ACTION

Combine Parks and Recreation into one department for streamlined management, concise communication, unified resources, and consistent standards.

Document and track maintenance schedules for diamonds to include turf grass fertilization and aeration, infield top dressing and leveling, lip removal, etc.

Document and track maintenance schedules for rectangles to include turf grass fertilization and aeration, sand/top dressing, turf repair, etc.

Develop an asset management plan along with a capital equipment plan.

Develop a fee policy to guide budgeting and fee setting for programs and membership that takes into consideration residents versus nonresidents.

Balance programs and services at the Recreation Center with the need for drop-in use by pass holders and residents.

Audit the number and variety of membership types to simplify the membership structure.

Increase awareness of fitness opportunities in the recreation center, such as personal training.

Establish an overall staffing philosophy that is taught to new staff and valued by all existing staff. This should be tied to levels of service for the facility as well as for recreation programs. This should cover center staffing requirements to open the facility, ratios of staff to participants, requirements for full-time staff presence, and the appropriate role and authority of part-time staff. This should also outline roles and responsibilities for each staff position, specifically for the Recreation Center.

Develop a marketing plan specific to the Recreation Center and Woodstock Water Works.

Review fees on an annual basis and adjusted to maintain the financial goal.

Have a staff member become a Certified Playground Safety Inspector (CPSI).

Refine the playground replacement schedule based on the recommendations in the master plan.

RESPONSIBLE ENTITY

Lead: Parks and Recreation

Lead: Parks and Recreation

Lead: Parks and Recreation

Lead: Parks and Recreation

Lead: Parks and Recreation

Lead: Parks and Recreation

Lead: Parks and Recreation

Lead: Parks and Recreation

Partner(s): Marketing and Communications

Lead: Parks and Recreation

Lead: Parks and Recreation

Partner(s): Marketing and Communications

Lead: Parks and Recreation

Lead: Parks and Recreation

Lead: Parks and Recreation

Table 13: Equity Action Plan

EQUITY ACTION ITEM

RESPONSIBLE PARTY

GOAL: Promote inclusion in park spaces, facilities, and programs through equitable and effective opportunities for public participation in park planning processes to balance various perspectives and preferences.

Require that all new park development and existing park improvement projects are driven by a robust and community-based engagement and design process.

Continue to build relationships with trusted community partners to reach under-represented groups and young people.

Develop a partnership with the local Homeowners Associations to ensure that parks and recreation needs of neighborhood associations are being met.

When creating a park plan, continue engaging community members to understand the features and amenities that will best serve neighborhoods.

When replacing elements in poor condition or at the end of their life cycle, replace with options that meet Universal Design and Accessibility Guidelines.

Collaborate with City leadership and social service providers to promote and support education and roles regarding unhoused populations in park spaces.

Incorporate diverse cultural and historical education opportunities in both new and existing programming, where appropriate.

Create and/or maintain partnerships with organizations focused on accessibility and inclusivity.

Include information in both English and Spanish on park signage.

Lead: Parks and Recreation Partner(s): Building and Planning and Marketing and Communications ·

Lead: Parks and Recreation Partner(s): Building and Planning and Marketing and Communications

Lead: Parks and Recreation Partner(s): Building and Planning

Lead: Parks and Recreation Partner(s): Building and Planning

Lead: Parks and Recreation Partner(s): Public Works

Lead: Parks and Recreation Partner(s): City Manager's Office and Building and Planning ·

Lead: Parks and Recreation Partner(s): Marketing and Communications

Lead: Parks and Recreation Partner(s): Marketing and Communications

Lead: Parks and Recreation Partner(s): Marketing and Communications

EQUITY ACTION ITEM

RESPONSIBLE PARTY

GOAL: Honor the culture, storytelling, art, and history of Woodstock’s diverse population, past and present.

Honor culturally and historically diverse stories and language through partnerships, programming, ceremonies, land management, signage and interpretation, art, and proactive community engagement.

Partner with Woodstock’s arts initiative and Arts Commission to implement aspects of the Woodstock Public Art’s Plan including the exploration of financially sustainable options for the creation and enjoyment of public art in park spaces that honors the diverse heritages and histories of the community including Hispanic culture. Consider the creation of a percent dedication to arts in all park design/capital project budgets.

Ensure that diversity is reflected in all publicfacing advertisements and communication of parks and park programming through all images that include people and text choice. Avoid language that could be interpreted as biased, exclusionary, or insensitive.

Lead: Parks and Recreation

Partner(s): Marketing and Communications · ·

Lead: Parks and Recreation

Partner(s): Marketing and Communications ·

Lead: Parks and Recreation Partner(s): Marketing and Communications

GOAL: Provide additional neighborhood parks within Equity Priority Zones.

Prioritize providing amenities and additional neighborhood parks within underserved areas, or areas farthest from Emricson Park, and in areas targeted for future residential growth.

Provide intergenerational park programming to promote health and mental wellbeing by providing people of all ages and abilities opportunities for physical activity, time in nature, social connection, and respite.

Lead: Parks and Recreation Partner(s): Building and Planning and Public Works ·

"Lead: Parks and Recreation Partner(s): Building and Planning

EQUITY ACTION ITEM

RESPONSIBLE PARTY

GOAL: Provide equitable, high-quality outdoor education and programming that encourages meaningful connections with nature in park spaces and ensures it meets the needs of all Woodstock residents.

Address current programming gaps through programming targeted towards seniors and teens as well as general interest programming.

Support a dynamic programming evaluation process for all program offerings and options for adjusting programs and/or resources, as needed, based on evaluation outcomes.

Apply consistent program metrics and benchmarks, such as a minimum number of registrants, to ensure enrollment, attendance, budget, and cost recovery are meeting established goals.

Monitor program trends against regional and national offerings to ensure that programs are current and reflect evolving recreational interests.

Survey residents annually to ensure that park programming meets the needs of the population.

Expand the current cost recovery system to determine if it adequately covers the cost for recreational programming.

Develop a comprehensive athletic field use policy.

Execute an audit in all parks to ensure that they meet ADA requirements.

Lead: Parks and Recreation Partner(s): Building and Planning ·

Lead: Parks and Recreation Partner(s): Finance

Lead: Parks and Recreation Partner(s): Finance

Lead: Parks and Recreation Partner(s): Building and Planning

Lead: Parks and Recreation Partner(s): Building and Planning

Lead: Parks and Recreation Partner(s): Finance

Lead: Parks and Recreation Partner(s): Public Works

Lead: Parks and Recreation Partner(s): Public Works

Table 14: Placemaking and Economic Development Action Plan

PLACEMAKING AND ECONOMIC DEVELOPMENT ACTION ITEM

RESPONSIBLE PARTY

GOAL: Create “destination parks” and ensure that each has iconic characteristics and distinctive qualities.

Offer diverse user experiences throughout the parks and open space system.

Position the park system to host regional recreation events and tournaments to bolster tourism. If the City wishes to maintain, and likely increase, their foothold in the tournament market, moving some fields to synthetic turf would be appropriate including at least 2 of Merryman and 2 at Bates. Consider developing a field house at these parks.

Lead: Parks and Recreation Partner(s): Public Works"

Lead: Parks and Recreation Partner(s): Economic Development"

GOAL: Activate park spaces to support local, social, and cultural interactions.

Collaborate with local organizations to expand and strengthen opportunities for third-party entities to provide small-scale, pop-up park amenities that invite social interactions. Host popular activities in under-utilized park spaces that are well maintained to better activate and increase awareness of those park spaces.

Review and revise plans, policies, and ordinances to better facilitate commercial operations and activate community spaces, including operations for food trucks, market vendors, e-mobility, beer gardens, and entertainment providers.

Identify opportunities for amenities that can be used by all ages to enhance areas for colocation across ages.

Incorporate Universal Design guidelines in all new and updated parks and open spaces.

Increase benches/picnic tables/seating in parks system-wide.

Lead: Parks and Recreation Partner(s): Economic Development"

Lead: Parks and Recreation Partner(s): Economic Development and Building and Planning" ·

Lead: Parks and Recreation Partner(s): Public Works and Marketing and Communication"

:ead: Parks and Recreation Partner(s): Public Works"

Lead: Parks and Recreation Partner(s): Public Works"

PLACEMAKING AND ECONOMIC DEVELOPMENT ACTION ITEM

Incorporate “court games” to enhance community gathering/interaction such as horseshoes, bocce courts, outdoor ping pong tables, and chess tables for example.

Encourage parks to be important sites for civic gathering and activity. Establish a communitybased process using arts and cultural expression to create or rejuvenate parks and open spaces.

Explore adding pocket parks in the equity priority zones that spaces that focus on authentic placemaking and convert unwanted, remnant spaces into highly cherished and beloved areas that all can enjoy.

Consider the consolidation of events under one department. Establish a policy around how events occur and are executed based on the intent and impact of the event.

Track expenses related to non-City hosted events and consider passing along the costs to the organization hosting the event.

RESPONSIBLE PARTY

Lead: Parks and Recreation Partner(s): Public Works ·

Lead: Parks and Recreation Partner(s): Economic Development and Building and Planning ·

Lead: Parks and Recreation Partner(s): Building and Planning ·

Lead: Parks and Recreation Partner(s): Economic Development and Marketing and Communications

Lead: Economic Development Partner(s): Finance

Table 15: Natural Resources Action Plan

NATURAL RESOURCES ACTION ITEM

RESPONSIBLE PARTY

GOAL: Ensure that ecological priorities are considered in the planning and design of new growth.

There are numerous ecologically sensitive areas that are currently outside of a park or conservation area that should be considered in future planning. There are opportunities for these areas to be preserved as a natural open space or transformed into a park as development occurs. Coordinate with US Fish and Wildlife Service, IDNR, TNC and MCCD to connect these areas to the Hackmatack National Wildlife Refuge along Woodstock’s northern planning boundary. In conjunction with the 2024 Comprehensive Plan, establish management and Unified Development Ordinance (UDO) updates to reflect these priorities.

Develop a land acquisition policy and identify green infrastructure priorities within the City’s planning jurisdiction.

Encouragement and support for the establishment of voluntary preservation easements should be given to landowners.

Identify areas in parks, green spaces, or along waterways that can be restored to native habitats such as prairies, wetlands, or woodlands.

Expand the existing partnership with McHenry County Conservation District and Land Conservancy.

Encourage development to support and enhance Woodstock’s biodiversity through the following actions:

• Require the use of native landscape.

• Encourage the installation of pollinator gardens in schools and public spaces.

• Encourage the installation of edible landscapes in schools and public spaces.

Lead: Building and Planning Partner(s): Public Works and Parks and Recreation ·

Lead: Building and Planning Partner(s): Public Works and Parks and Recreation ·

Lead: Building and Planning Partner(s): Public Works and Parks and Recreation ·

Lead: Building and Planning Partner(s): Public Works and Parks and Recreation

Lead: Building and Planning Partner(s): Public Works and Parks and Recreation

Lead: Building and Planning Partner(s): Public Works and Parks and Recreation

NATURAL RESOURCES

ACTION ITEM

RESPONSIBLE PARTY

GOAL: Increase tree canopy throughout parks and natural areas city-wide and plan for tree succession.

Continue to work towards increasing the City's tree canopy to 86% as recommended by The Chicago Region Trees Initiative. Several parks may benefit from increased tree canopy coverage including Davis Road Park, Apple Creek Park, Kishwaukee Headwaters Conservation Park, Emricson Park, Raintree Park, Merryman Fields Park, Silver Creek Natural Area, Sonatas Park, and Westwood Natural Area. Merryman Fields Park, in particular, has the lowest tree coverage of any city park, though this can be attributed to its primary use for baseball fields. Tree planting should ensure diversity of species. Additional tree plantings and tree succession should be applied to Park in the Square.

Outline a position for staff dedicated to yearround tree maintenance in collaboration with arborists and The Land Conservancy.

As future development occurs, continue to preserve clustered oak stands contained within park boundaries, including Donato Conservation Area, Ryders Wood, and Westwood Natural Area.

Establish a Tree Planting Program.

Evaluate current forestry budget and workforce to determine necessary resources to accomplish tree canopy goals.

Pursue the designation of Tree City USA through the following steps:

1. Establish a Tree Board or Department

2. Develop an ordinance reflecting tree preservation and maintenance

3. Maintain a Community Forestry Program with an annual budget of at leas $2 per capita

4. Celebrate Arbor Day

Lead: Public Works

Partner(s): Parks and Recreation

Lead: Public Works

Partner(s): Parks and Recreation

Lead: Public Works

Partner(s): Building and Planning and Parks and Recreation ·

Lead: Public Works Partner(s): Building and Planning and Parks and Recreation ·

Lead: Public Works

Partner(s): Building and Planning and Parks and Recreation

Lead: Parks and Recreation

Partner(s): Public Works

NATURAL RESOURCES

ACTION ITEM

RESPONSIBLE PARTY

Incorporate interpretive signage to support environmental education to support educational programming. Incorporate infrastructure to improve the experience and exposure to natural areas such as bird blinds.

Lead: Parks and Recreation Partner(s): Marketing and Communications ·

GOAL: Retrofit existing parks to accommodate rainwater where programming allows.

Target priority parks to accommodate rainwater including those at regional low. Target rainwater management in parks identified as having a history of flooding.

Identify opportunities for low maintenance design, such as low-mow areas and native plantings, to decrease the necessary upkeep.

Lead: Public Works Partner(s): Building and Planning and Parks and Recreation ·

Lead: Public Works Partner(s): Parks and Recreation ·

GOAL: Care for and stimulate the waterways that run through the city.

Implement measures to protect and improve water quality in the Kishwaukee River, such as riparian buffer zones and stormwater management practices.

Annually monitor the city’s rivers and creeks to ensure that water quality is not being negatively impacted.

Offer programming for the City’s waterways such as the creation of boardwalks and increase access to water resources for recreation.

Develop additional fishing access points and water access.

Restore degraded aquatic habitats by removing barriers to fish migration, stabilizing stream banks, and planting native aquatic vegetation.

Lead: Building and Planning Partner(s): Public Works and Parks and Recreation

Lead: Public Works Partner(s): Parks and Recreation

Lead: Parks and Recreation Partner(s): Public Works

Lead: Parks and Recreation Partner(s): Public Works and Building and Planning

Lead: Parks and Recreation Partner(s): Public Works

Table 16: Access Action Plan

ACCESS ACTION ITEM

RESPONSIBLE PARTY TIMEFRAME

GOAL: Address barriers to current and future park and recreation access such as major highways, railroad, and areas lacking pedestrian safety measures.

Collaborate with IDOT to install missing pedestrian safety measures at signalized intersections including pedestrian signals with countdown timers, high visibility crosswalks, and ADA compliant curb ramps as part of the IL Route 47 widening improvements.

The intersections below were highlighted in the Comprehensive Plan as intersections in need of these pedestrian enhancements. The City should address these and any other intersections identified as high priority through its annual Capital Improvement Program or through coordination with IDOT.

• US Highway 14 with Dean Street

• US Highway 14 with Kishwaukee Valley Road

US Highway 14 with Lake Avenue

• Raffel Road with Broadway Court

The need for additional pedestrian facility enhancements were identified in the Comprehsive Plan at the following intersections within the downtown area. Along with any other intersections identified as high priority, the city should evaluate:

• IL Route 120 and North Throop Street

West South Street and South Throop Street

• West South Street and Dean Street

• Clay/North Benton Street and East Church Street

• North Jefferson Street and East Church Street

Raffel Road at Banford Road Park

Require that all newly developed parks and ammenities are ADA accessible to promote an inclusive environment where everyone, regardless of their backgrounds or physical and financial circumstances, can enjoy.

Lead: Public Works Partner(s): Building and Planning and Parks and Recreation ·

Lead: Public Works Partner(s): Building and Planning and Parks and Recreation ·

Lead: Public Works Partner(s): Building and Planning and Parks and Recreation ·

ACCESS ACTION ITEM

RESPONSIBLE PARTY

GOAL: Identify future trail, greenway and sidewalk connections that connect more people to each other, to nature, and to citywide destinations.

Honor culturally and historically diverse stories and language through partnerships, programming, ceremonies, land management, signage and interpretation, art, and proactive community engagement.

New or improved sidewalks are needed to improve park access at the following locations:

• Greenwood Ave, between Wheeler St and Clay St

• Tappan St, between Greenwood Ave and Bagley St Bagley St, between Tappan St and Clay St

• Raffel Rd, between Banford Rd and IL Route 120

• Country Club Rd, between Route 47 and Queen Anne Rd

• McConnell Rd, between Route 47 and Red Barn Rd

US Highway 14, between Dean St and Lake Ave

• Dean St, between US Highway 14 and Hercules Rd

• South St, between Dakota Dr and US Highway 14

• Kimball Ave, between Blakely St and Dean St Conway St, between Hill St and Becking Ave

Continue to work with Woodstock Community Unit School District 200 to develop a Safe Walking Route plan.

Per the 2010 Woodstock Environmental Plan, create a city-wide greenways plan. See South Woodstock recommendations.

Align the preservation of sensitive ecological lands with the need for new trail alignments and regional ecological connections.

Create an acquisition plan to prioritize parcels that link and create contiguous green network with goals around wildlife habitat provision, conserving and enhancing vegetation quality and water quality management.

Lead: Public Works Partner(s): Building and Planning and Parks and Recreation

Lead: Public Works Partner(s): Building and Planning and Parks and Recreation

Lead: Public Works Partner(s): Building and Planning and Parks and Recreation

Lead: Public Works Partner(s): Building and Planning and Parks and Recreation

Lead: Public Works Partner(s): Building and Planning and Parks and Recreation

Lead: Public Works Partner(s): Building and Planning and Parks and Recreation

ACCESS ACTION ITEM

RESPONSIBLE PARTY

GOAL: Connect Woodstock’s mobility network to regional trails and neighboring communities.

Connect Ridgefield Trace, which follows Route 14 south to Crystal Lake, to Woodstock’s park system and larger region.

The city, with the participation of other local governments and open space organizations such as McHenry County, MCCD, and TLC, should work together to link local open spaces to existing and planned green infrastructure networks.

The Cities of Woodstock should work cooperatively on resource protection and greenway connectivity across boundaries where green infrastructure features extend across municipal boundaries.

Add off-road bike trails within Woodstock and improve connections to off-road bike trails, mountain bike parks and pump tracks throughout the region.

Lead: Building and Planning Partner(s): Public Works and Parks and Recreation ·

Lead: Building and Planning Partner(s): Public Works and Parks and Recreation ·

Lead: Building and Planning Partner(s): Public Works and Parks and Recreation ·

Lead: Building and Planning Partner(s): Public Works and Parks and Recreation ·

GOAL: Support visitor navigation and engagement through a cohesive and user-friendly system of trailheads, signage, wayfinding, social media and other communication tools, and interpretive elements.

Develop a universal park sign displayed throughout the system that allows residents and visitors to easily identify Woodstock’s public parks and open spaces.

• User groups have placed advertising signs on field fences on a limited basis. A uniform policy for advertising on field fences should be implemented. Components could include sign materials and size, content of advertisement, removal and cost sharing.

Provide park identification signage at all parks and maintain consistent branding.

Provide internal wayfinding signage at larger parks (i.e. Emricson Park).

Lead: Parks and Recreation Partner(s): Marketing and Communications ·

Lead: Parks and Recreation Partner(s): Marketing and Communications ·

Lead: Parks and Recreation Partner(s): Marketing and Communications · ·

Lead: Parks and Recreation Partner(s): Marketing and Communications ·

ACCESS ACTION ITEM

When planning trailheads and interpretive elements, follow themes of context sensitive design, which calls for designs that are tailored to preserve, enhance, or respond to the local community and environment.

Incorporate Playground Communication Boards at playgrounds.

Incorporate engaging and educational interpretive signage in natural areas to encourage land stewardship.

Enhance existing reporting tools for documenting community needs, safety, system concerns, issues, and ideas.

RESPONSIBLE PARTY

Lead: Parks and Recreation Partner(s): Marketing and Communications ·

Lead: Parks and Recreation Partner(s): Marketing and Communications ·

Lead: Parks and Recreation Partner(s): Public Works ·

Lead: Parks and Recreation Partner(s): Marketing and Communications ·

Table 17: Investment Action Plan

INVESTMENT ACTION ITEM

RESPONSIBLE PARTY

GOAL: Increase park system funding to create and maintain a high-quality, four-season park system.

Allocate funding and staffing to meet the maintenance demands of existing athletic fields of one full-time maintenance staff dedicated to every four fields or 9 total.

Publish a yearly annual ‘State of the Parks' report in alignment with the template for all city departments. This report should compile existing financial and performance reporting, to build public trust and transparency in how allocated dollars are spent. Explore the creation of a system to benchmark against other quality parks and recreation providers.

Expand revenue generating activities in park spaces by creating a coordinated marketing strategy utilizing staff resources to promote activities, events, and activity rentals.

Annually evaluate new opportunities for revenue generation from recreation facilities (See Funding Strategies)

Annually evaluate new opportunities for revenue generation at sites where user, parking or event fees might be appropriate.

Create a structure to centralize how events are administered, staffed, and funded within a single department

With the Development Services and Economic Development Departments, convene school board, public utility service providers and public and private institutions for a coordinated review of vacant or surplus landholdings to determine highest and best use, including identification of lands for parks, open space, and resilience. Repeat this exercise every three to five years to identify opportunities for efficient use of existing parkland, creating new parkland, open space preservation and the allocation of public amenities such as parks, housing, and schools.

Lead: Parks and Recreation Partner(s): Finance ·

Lead: Parks and Recreation Partner(s): Marketing and Communications

Lead: Parks and Recreation

Partner(s): Marketing and Communications

Lead: Parks and Recreation Partner(s): Finance

Lead: Parks and Recreation Partner(s): Finance

Lead: Parks and Recreation Partner: Public Works

Lead: Parks and Recreation

Partner(s): Public Works and Building and Planning and Economic Development

INVESTMENT ACTION ITEM

RESPONSIBLE PARTY

GOAL: Promote and support volunteerism and partnerships to sustainably enhance, grow and maintain the park system.

Define and expand viable volunteer opportunities that support the stewardship, and/or care of park spaces for both one-time volunteer groups (e.g., litter clean-ups) and on-going volunteers (e.g., adopt programs). As a component of this effort, the number of volunteers and hours spent should be tracked in the annual report and demonstrate the "savings" to the City.

Nurture relationships with local user groups, such as trail groups, advocacy groups, environmental partners, and volunteers supporting project development, implementation, programming, and maintenance efforts. Examples may include the U of I 4h/Master Naturalists. Consider the creation of formal partnership agreements to spell out responsibilities.

Lead: Parks and Recreation Partner(s): Marketing and Communications and Finance ·

Lead: Parks and Recreation Partner(s): Marketing and Communications · Support a culture of volunteerism, and help keep parks, trails, and open spaces in a state of good repair throughout all seasons, by providing educational opportunities for trail users on how to become trail stewards (i.e., proper trail etiquette, adapting to seasonal changes, leave no trace etc.).

Within the UDO update following the approval of the Comprehensive Plan, consider the potential to require private development to support parks and open space development within the zoning code.

Evaluate internal and external program offerings to identify community recreation programming gaps, potential new program offerings, and areas for expanded and more formalized partnerships between Recreation and other community recreation service providers.

Foster connections among community recreation providers through keeping open communication to receive and respond to feedback and inform the community of recreation opportunities.

Lead: Parks and Recreation Partner(s): Public Works ·

Lead: Parks and Recreation Partner(s): Building and Planning ·

Lead: Parks and Recreation Partner(s): Building and Planning ·

Lead: Parks and Recreation Partner(s): Marketing and Communications ·

INVESTMENT ACTION ITEM

RESPONSIBLE PARTY

GOAL: Provide a park system that is inviting and well-maintained by meeting the community’s current expectations and exceeding their future needs.

Provide permanent restrooms at athletic complexes with 4 or more fields. This includes Davis Road Park, Emricson Park, Bates Park and Merryman Fields.

Utilize standard maintenance guidelines for all park classification types to establish a service standard for new park and park improvement projects.

Develop a standard for type and quantity of amenities and furnishings at fields, including bleachers, dugouts, trash cans, benches and batting cages to ease replacement logistics.

Maintain the existing Recreation Center facility but assess how the spaces are utilized such as when, where, and in what manner.

Maintain the existing Woodstock Water Works as a regional aquatic center asset that continues to serve the city and adjacent communities.

Complete an annual review of amenities by park to ensure that all necessary updates or additions are reflected in the Capital Improvements Plan and annual maintenance schedule.

Hire at least an additional 4 full-time employees dedicated to parks and recreation.

As growth occurs per the comprehensive plan, ensure new parks are established to adequately serve the recreation needs of residents.

Retrofit additional amenities within existing parks to meet level of service standards as detailed in this plan.

Lead: Parks and Recreation Partner(s): Public Works and Engineering ·

Lead: Public Works Partner(s): Building and Planning · ·

Lead: Parks and Recreation Partner(s): Public Works ·

Lead: Parks and Recreation Partner(s): Public Works ·

Lead: Parks and Recreation Partner(s): Public Works and Engineering ·

Lead: Parks and Recreation Partner(s): Public Works and Engineering ·

Lead: Parks and Recreation Partner(s): Public Works and Engineering ·

Lead: Building and Planning Partner(s): Parks and Recreation · ·

Lead: Building and Planning Partner(s): Public Works and Engineering ·

PLACE-BASED RECOMMENDATIONS

Participants of both the community workshop and youth engagement, were given a map of the four quadrants of the city (Figure 18) and asked to place stickers representing different needs and desires such as activities, restrooms, new parks, and maintenance, at each park. With this input, planning analysis, best practices, existing goals, and staff input, placebased recommendations were developed.

Figure 21: Planning Quadrants

PLACE-BASED RECOMMENDATIONS

NORTH WOODSTOCK

North Woodstock has 9 parks which equates to 204 park acres. These park types are comprised of 1 community park, 2 natural areas, 3 neighborhood parks and 3 special use parks. The area is not a high priority in terms of environmental equity, but has large pockets of areas that are high priority areas for demographic and health equity overlays. This area is ethnically diverse compared to the City.

NORTH WOODSTOCK

Table 18: North Place-Based Actions

ACTION ITEM

AJ OLSON

Develop a temporary rink that may be utilized year-round (ice and roller).

General maintenance and updates to all amenities and lighting in AJ Olson Park, particularly to the splashpad. Create both handicap and permanent restrooms.

There are some blocks immediately adjacent to AJ Olson that lack sidewalks. This park should be prioritized for connectivity developments.

BANFORD ROAD PARK

It was noted by the public that an audit must be done on the playground equipment.

Increase accessibility for residents across N Seminary Ave.

BATES PARK

At least an additional 100 parking spaces are needed.

Consider irrigation on ball fields.

Enhance the connection from Bates into Silver Creek via the existing parking lot.

Give consideration for providing concessions given the park as a destination for baseball and softball.

Expand the existing garage to meet the daily storage needs.

Renovate field two to address issues with backstops, upgrades to dugouts and deferred maintenance.

MERRYMAN FIELDS

At least an additional 100 parking spaces are needed.

New access to the east for safety and accessibility as new development occurs. Opportunity to connect to the newly acquired land by The Land Conservancy and a newly sited neighborhood park.

Future consideration for extending Haydn Street to the East for north Queen Anne road should be given when future residential growth occurs to the east.

Continue to explore possibilities to connect to the highschool as development expands in this area.

Add or update restrooms, field lighting, concessions, and tree shade.

RAINTREE PARK

Add interpretive signage.

Consider the potential to develop bird blinds for passive recreation.

ACTION ITEM

Add benches and seating for nature watching.

SILVERCREEK PARK

Wetland mitigation and educational signage.

Improve connectivity between Bates and Silver Creek if, and when, investment is made in the trail system at Silver Creek.

Continue invasive species management to enhance this park as a nature education resource. Education can include signage and birdwatching areas.

Given its proximity to Marian Central Catholic Highschool, opportunity exists to enhance the environmental education. Increasing accessibility to the high school would also improve access for residents to the south of 120 which was significantly underserved.

Increase signage to promote the park and educate the community about its opportunities.

SESQUINCENTENNIAL PARK

Provide dog waste station.

Continue to maintain this park as it currently exists.

SONATAS PARK

Develop a community garden.

Create a neighborhood-level park plan.

Increase the tree canopy at this park.

Consider the potential to utilize water bodies for recreation opportunities.

Add or update restrooms, field lighting, concessions, and tree shade.

SWEETWATER PARK

Develop a multi-use sports court that provides opportunities for tennis and basketball with adequate parking for usability.

Create a neighborhood-level park plan to determine amenities to better utilize the space.

Increase tree canopy shade and seating.

As playground equipment is updated, it should meet universal design standards and incorporate accessible play amenities for all ages, specifically older children.

This would be an appropriate location on the north side to accommodate a dog park.

PLACE-BASED RECOMMENDATIONS

EAST WOODSTOCK

East Woodstock includes only one park, McConnell Road Park. This area is the only quadrant that is lacking in park acreage (by 22.7 acres) as determined by National Recreation and Parks Association. However, as compared to other quadrants, excluding South Woodstock, this area is less populated. The area is a priority in terms of environmental equity, specifically in areas south of the railroad.

EAST WOODSTOCK

Table 19: East Place-Based Actions

ACTION ITEM TIMEFRAME

QUADRANT WIDE

A new park a minimum of 15 acres in size to meet the quadrant's level of service shortfall but could be larger to accommodate the range in programming within a regional park. Consideration should be given to the addition of water play in this location. Additionally, consider opportunities for this park to include a pavilion/bandstand, skate/bike park, parking, restrooms, and dog park. This regional park should be positioned in order to preserve the ecological priority zones. This park has immediate access to the intersection of 47 and 14. This regional park allows Emricson to become the sports venue (pickelball courts, diamonds, disc golf, rectangles). The community events could shift to this new regional park creating a different focus. It could provide relief to Emricson and perhaps Park in the Square. This regional park starts to take on its own "brand."

MCCONNELL ROAD PARK

Increase opportunities for passive and active recreation such as a multi use rectangle to provide opportunities for soccer, lacrosse and football and yard games

Create new accessibility paths as indicated in the walkshed map to close gaps to the neighborhoods north of this park

Increase tree canopy, accommodate stormwater, and increase native plantings

There is opportunity to expand the play area in Mcconnell park to meet universal needs and accommodate all ages

DUFIELD POND CONSERVATION AREA

Community engagement indicated a desire for additional fishing access within the community.

The city should continue to work with the county to improve access to, and through, Dufield Pond

A new park will continue to provide opportunities for community gathering and outdoor play.

PLACE-BASED RECOMMENDATIONS

SOUTH WOODSTOCK

South Woodstock has 4 parks totaling 187 acres of parkland. Parks in this quadrant range from neighborhood to special use and natural areas. This quadrant has the lowest population of all the quadrants, with an estimated 1,600 people, reflected in the smallest persons per acre (8.5). This area is considered an environmental and demographic equity priority zone.

SOUTH WOODSTOCK

Table 20: South Place-Based Actions

ACTION ITEM

APPLE CREEK PARK

Leverage the park's location to connect it to the Kishwaukee Conservation area.

CASTLE ROAD PARK

Given the popularity of the community gardens, expand this programming to the south along Castle Road.

Enhance the park as a community gathering area.

Leverage the park's existing location next to the Kishwuakee River and highdensity housing and current ecological components, as well as its adjacency to significant future growth areas to the south, expand the park to the east.

Given the future population growth of the community, consider this as an opportunity to provide ac tive recreational programming through an iconic regional attraction, such as a nature-based playground.

DAVIS ROAD PARK

Coordinate where the greenway touches the park and enhance connectivity to Kishwaukee Park.

Develop permanent restrooms.

Provide ammenities for every-day use including flex-spaces and walking paths through the back and sides of the property.

Increase maintenance amenities including restrooms, trash, and lights to make the fields more usable.

KISHWAUKEE HEADWATERS CONSERVATION AREA

Continue to partner with the McHenry County Conservation District regarding greenway improvements and enhancing accessibility.

Continue to partner with the McHenry County Conservation District to elevate awareness of the park through emphasized signage.

PLACE-BASED RECOMMENDATIONS

WEST WOODSTOCK

West Woodstock has 9 parks totaling 234 acres. It has the most amenities of all of the quadrants. It also has a wide range of park types including neighborhood, community, regional, and natural areas. West Woodstock is not considered an equity priority zone for any of the overlay factors. This quadrant has several areas that may be considered flood hazards which are, for the most part, within or surrounding parks.

WEST WOODSTOCK

PARK IN THE SQUARE

A component of this planning process included a focus on Park in the Square. Platted in 1844, Park in the square is a significant asset of the City of Woodstock. It is the only community park within the core of the downtown and as such serves a very critical role within the overall park system. Park in the Square has historical significance and its valued structures – the Spring House, and Bandstand – remain standing and utilized today, having gone through various renovations in the past.

Today, the area around the Park is ripe for development opportunities. The park is the stage that hosts numerous events in all seasons throughout the year (over 57 annually). The park's visual connection to the train station and the plethora of significant historic structures around it and the potential future new developments that are anticipated, present an opportunity to rethink and innovate and make the park more resilient for the future.

To continue to support community events in a resilient way into the future, what type and degree of change is needed?

38% Rehabilitation of the historic structures and some "light touch" additional changes

62% The space should be reimagined into something completely new while restoring irreplaceable elements

Within the Square, I

The process began through an analysis of current conditions, including events and uses. While the square is roughly 2 acres, the usable space is about one and a half acres. There are 12 benches, and tree canopy covers 50% of the space. In several outreach efforts, Park in the Square has come up as Woodstock's greatest asset for the residents, as well as for the regional community. As a result, the analysis asked the following questions to determine the path forward for Park in the Square: How can we maintain the historical integrity of the Park in the Square while ensuring it can support community needs and events in a resilient way? What is the primary role of the park?

Several work sessions were hosted with City staff and a focus group was held with key stakeholders in order to attempt to answer those questions. Two concepts were explored based on community feedback. Ultimately, Park in the Square requires further, immediate, analysis to best meet community needs and desires.

Share 1-3 words that describe what Park in the Square means to you.

Table 21: Park in the Square SWOT

STRENGTHS WEAKNESSES

• The park is a historical asset.

• The park's axial relationship to the train station and Opera House are historically treasured.

• The park's location and events in the middle of the City brings regional and national visitors.

• The park spurs surrounding economic development, but can impact parking. The park hosts daily use by residents as well as large-scale weekend event use for visitors.

• The park hosts the city's largest events.

CONCEPT EXPLORATION

Please see the Appendix for further information of these concepts and a clarification about this process.

1. RESTORE AND REHABILITATE THE SQUARE

Highlighted through engagement is the importance of Park in the Square as a historical asset to the community. As such, one concept that was explored is to rehabilitate the park. Rehabilitation is defined by the National Park Service as "the act of making possible a compatible use for a property through repair, alterations, and additions while preserving those portions or features which convey its historical and cultural values." This would include restoring structures, adding pop jet water feature to the Spring House, converting some open space lawn to planting, creating gateway elements into the square, and restoring the bandstand in its current place.

• The Bandstand and Spring House are in need of repair.

• Drainage could be better accommodated to mitigate potential for floods.

• The park cannot accommodate the 5,000+ crowd that attends some events (Groundhogs day, Lighting of the Square, etc.)

• Restrooms are not provided directly inside of the park.

Electric and water are not available as utilities in the park.

Large events are likely causing soil compaction.

• The streets surrounding the park cannot accommodate the event traffic.

2. RE-IMAGINE THE SQUARE

The word most commonly used in descriptions of, and responses about, the park was "events". Currently, the park is being used to host regional events that can bring upwards of 5,000 people. While the park is hosting these, it is not accommodating this number of people and activity in a high-quality way. As a result, one concept that was explored is to completely re-imagine the Park in the Square to enable it to better fit the needs of the community and events. In addition to addressing all recommendations from the rehabilitation concept, this would include all re-imagining the park outside of its boundaries, such as into Benton Street and by the Metra Station. Potential revisions might include cafe dining areas, a romance garden, festival lighting, bandstand relocation, and a new performance area.

WEST WOODSTOCK

Table 22: West Place-Based Actions

ACTION ITEM

DONATO CONSERVATION

Continue to research opportunities to purchase surrounding parcels for increased access.

Make more welcoming to adjacent neighborhoods through sigange on West South street to inform residents and visitors of Donato's proximity to Emricson. ·

Develop additional multi-use paths.

If and when additional land is acquired, explore better connectivity with Emricson and additional parking.

DICK TRACY WAY (CHILDREN'S PLACE PARK)

Improve signage to enhance connectivity with Ryders Woods. ·

Develop a community garden and leverage the proximity to the police department through a partnership.

Consider the addition of a pavilion.

EMRICSON PARK

Consider developing the following amenities:

• Off-leash dog park

• Additional restrooms

• Skating rink

• Sledding hill signage

• Public art

• Pedestrian connectivity

• Enhanced fishing - docks/access to water

• Event pavillion/ampitheater

• Yard games

Develop more permanent restrooms.

Increase trails for better connectivity throughout the park, including off-road bike trails and related mountain bike infrastructure such as pump tracks.

Consider expanding irrigation to to all diamonds.

Improve the indoor pool to better meet the needs of the community through a 25-yard pool with the ability to have multiple programs (swim lessons, water fitness, lap swimming) going on concurrently.

Upgrade amenities for concessions and restrooms for Thunder Football and Cheer

MARY ANN STREET PARK

Preserve existing park amenities.

ACTION ITEM

RYDERS WOODS

Improve signage.

Provide nature education opportunities.

Increase trail maintenance and expansion; Connect the trails to Dick Tracy.

PRAIRIE RIDGE DRIVE

Provide more seating for passive outdoor recreation.

Provide more tree canopy.

Expand the playground given the park's proximity to high density residential.

Increase the maintenance of existing amenities.

PARK IN THE SQUARE

Repair the Bandstand and Spring House.

Address drainage issues near the Bandstand.

Reconfigure the Bandstand to remove the pole in the center to expand programming.

Develop restrooms within or near to the park.

Add more benches, tables, and trees into the park.

Add electric and water to the park.

Initiate a Park in the Square planning process and/or designate a specific part of an update to the Downtown Development Plan towards planning for the Park.

SUNNYSIDE PARK

Increase accessibility opportunities.

Increase quality/maintenance.

Increase seating.

TARA DRIVE PARK

Continue to research opportunities to purchase surrounding parcels for access.

WESTWOOD

Partner with the land conservancy to develop new access points.

Develop multi-modal connectivity with Yonder Prairie.

Develop signage, increase parking, and wayfinding for increased education.

TIMEFRAME

POLICY CONSIDERATIONS

Effective policies are essential for fostering an environment where parks and recreation facilities can thrive. This section was developed in collaboration with City staff and stakeholders, and was informed by community desires. It is intended to address critical areas where existing policies can be refined or new policies introduced to ensure that parks and recreations are well-maintained, equitable, and responsive to community needs.

Table 23: Policy Considerations

Consider establishing a list of park and open space activation and stewardship items for developers to choose from. A menu of items would ensure a base level of park and open space activation while providing developers with the flexibility needed to customize parks and open space to the surrounding residents’ needs.

Integrate ecological priority considerations into the development processes by incorporating green infrastructure elements as incentives in the zoning code.

Per the 2010 Woodstock Environmental Plan, develop a Comprehensive Tree Ordinance or Urban Tree Renewal Plan, including tree removal policies and invasive species mitigation.

Identify opportunities to incentivize tree planting and preservation by private developers.

Revise the City ordinances that impact community events to centralize their planning efforts.

Create a comprehensive, formal agreement template that outlines the terms and conditions for regular park usage by organizations. This should include sections on access, scheduling, maintenance responsibilities, and ammenities.

Lead: Building and Planning Partner(s): Parks and Recreation ·

Lead: Building and Planning Partner(s): Public Works

Lead: Public Works (Forestry) Partner(s): Parks and Recreation

Lead: Building and Planning Partner(s): Public Works

Lead: Parks and Recreation Partner(s): Public Works

Lead: Parks and Recreation Partner(s): Public Works ·

FUNDING AND OPERATIONS

CURRENT FUNDING AND FRAMEWORK

The City of Woodstock provides and maintains all park facilities and recreational programs to residents as part of the local city government services. As a result, residents do not pay any additional property taxes to a separate taxing body (i.e. a park district). Funding for park facilities, park maintenance, and recreational programs is derived from user fees and from general property taxes collected by the City of Woodstock. In addition, the city collects a fee with the issuance of each building permit for new residential construction that is used to fund the annual Capital Improvement Program for park facilities.

The daily operation of the City's park and recreational services is performed by two separate departments - the Recreation Department and the Parks Division of the Public Works Department - working together under the guidance and overall responsibility of the City Manager. The City Manager reports to the City Council. The members of City Council have complete control of all policy decisions, setting regulations and ordinances, approval of the annual budget, and ultimate responsibility for coordination and communication with the residents and park users.

FUNDING STRATEGIES

Parkland Dedication Ordinance: Dedication of open space or payment of fees for park development by private developers can be negotiated in exchange for developmental considerations beyond those customarily permitted by planning and zoning requirements.

Foundations: Foundations support charitable activities focused primarily on local needs. The advantages of a foundation include tax exemptions and tax deductibility.

Cooperative Use Agreements: A cooperative use agreement is an agreement between the school and parks department to share facilities.

This agreement would allow the City to expand its available parkland without taking on any additional maintenance responsibilities.

Sales Tax / Food and Beverage Tax: The City could impose a sales tax on retail sales to fund capital improvements, as well as for general operations, maintenance, and management of the parks system.

User Fees: Indoor recreation facilities, athletic complexes and aquatic facilities have high staffing and maintenance obligations. In Woodstock, the recreation center and aquatic center generate income to fund the operations. While this practice should continue, the ability to raise significant funding is limited. Fees from athletic fields and other parks should be reviewed to capture additional operational expenses, but will not generate substantial funds for capital improvements.

Bonds: The City could utilize its bonding capacity to raise capital for development, repair, improvements to the park system. Taxes are raised appropriately to retire the bond over the term of the bond.

Lease / Purchase Financing: Facilities for public use can be financed and built through an entity separate from the municipality – either another public entity, a non-profit corporation set up for that purpose, a bank or leasing company, or joint powers authority.

Public Private Partnership (PPP): With a PPP project, the public entity develops a relationship with a private enterprise to jointly fund, construct and operate a recreation facility. In some cases, the public entity contributes the land that can be used for the facility and there may be tax advantages involved for the partnership.

Hotel, Motel and Restaurant Tax: The Hotel, Motel and Restaurant tax is based on gross receipts from charges and meal services or a per-room / night rate and may be used to build and operate golf courses, tennis courts, and other special park and recreation facilities or be put to

use in general park operations. The advantage to such a tax source is that virtually all of it is generated by visitors, not local residents. Currently, the Opera House implements this tax.

Special Improvement District/Benefit District:

These taxing districts are established to provide funds for certain types of group of affected properties. Grant funding programs have been available at both the state and federal levels.

Open Space and Land Acquisition

Development (OSLAD): Funding can be used to assist local government agencies in Illinois with the acquisition and development of land for public parks and open spaces. Funding can be used for acquisition of open space, development of new parks, and renovation of existing recreational facilities. Projects can include playgrounds, picnic areas, sports fields, and trails.

Illinois Bicycle Path Grant Program: The Illinois Bicycle Path Grant Program can be used to provide financial assistance for developing, maintaining, and upgrading bike paths. Examples include the construction of new bike paths, maintenance of existing paths, and related support facilities such as signage and parking.

Land and Water Conservation Fund (LWCF/ LAWCON): Land and Water Conservation Fund can help local municipalities through supporting the acquisition and development of public outdoor recreation areas and facilities. Funding can be utilized for parks and recreation areas, development of outdoor recreational facilities such as playgrounds, sports fields, and picnic areas.

Recreation Trails Program (RTP): The Recreation Trails Program funds eligible communities and organizations to support the development and maintenance of recreational trails and related facilities.

Park and Recreational Facilities Construction Program (PARC): Specific to Illinois, the Park and Recreation Faciliities Construction Program can be an option to provide grants for the construction and renovation of park and recreational facilities in the state.

Illinois Transportation Enhancement Program Funds: ITEP funds can be used for transportationrelated projects. Relevant to parks and recreation, funding can be used for the development of pedestrian and bicycle infrastructure, such as bike lanes, trails, and pedestrian bridges, as well as safety improvements and accessibility enhancements.

Illinois Youth Recreation Corps Program: While not specific to parks and recreation funding, this program can be leveraged to fund summer employment programs for youth, focusing on recreational and educational activities.

Community Development Block Grants: CDBG funds may be used for community development projects, including recreation programs and facilities. Development and improvement of parks and recreational facilities, programs targeting lowand moderate-income populations can fall under this category.

National Recreation and Parks Association: NRPA grants are used nationwide to secure funding for innovative and impactful park and recreation projects such as health and wellness programs, conservation initiatives, and social equity projects.

Illinois Arts Council Agency Grants: Grants can support arts-related programming, which may include funding for arts and cultural programming in parks and recreation settings.

Chicago Metropolitan Agency for Planning Grants: The purpose of the CMAP Technical Assistance programs is to assist communities with planning and implementation, provide them interagency expertise that can build up their capacity, and help them better leverage the region's transit network. Project examples include bicycle and pedestrian plans, capital improvement plans, and site planning.

Retail Revenue Strategies: This encompass maximizing profitability and enhancing visitor experience through retail including liquor licenses, concessions, vending, and retail space.