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Imagine Your Parks2

Prepared for the Recreation and Park Commission for the Parish of East Baton Rouge by BREC Planning & Engineering and Wallace Roberts & Todd with PROS Consulting and Franklin Associates Approved by the BREC Commission November 19, 2014

Table of Contents Introduction 1

Parks and Facilities

Imagine Your Parks2 1 Mission and Vision 1 Values 2

A Robust System Park and Facility Assessments Capital Improvement Program Action Plan

53 53 60 61

Natural Resources

Economic Value of Park Systems

Direct Economic Value Quality of Life Benefits Environmental Benefits

5 6 7

Trends and Needs

Demographic and Economic Trends 13 National Trends Louisiana Trends Metropolitan Area Trends East Baton Rouge Parish The Baton Rouge Area Economy

13 13 14 15 19

Recreation Trends

National Trends Local Sport and Market Potential

BRECâ€™s Commitment to Natural Resources 65 Benefits of Natural Resources 65 Conservation Research and Outreach 70 Stewardship 70 Action Plan 71

Trails 77 Capital Area Pathways Project Action Plan

77 78

Marketing and Communication

Action Plan

Partnerships 87

23 26

Citizen and Stakeholder Input

Public Expectations and Support Example BREC Partnerships Partnership Opportunities Action Plan

87 87 88 88

Maintenance and Operations

Methods of Outreach Common Themes

29 30

Maintenance Responsibilities Internal Values Action Plan

93 93 94

Strategic Directions

Fiscal Responsibility

BRECâ€™s Funding System Efficiencies Cost Recovery Program Pricing Action Plan

35 35 36 36 37

Programs 41 Breadth of Programs Core Programs Program Life Cycles Action Plan

41 41 48 48

Action Plan

Appendices 115 A: Capital Improvements Program B: Recreation Facility Assessments C: Park and Facility Assessments D: Fees by Program Classification E: Cultural and Historic Resources F: Community Parks Service Areas

117 139 205 249 257 265

Introduction East Baton Rouge Parish has a well-established identity as the seat of Louisiana state government and a mecca for college sports. In addition, the parish is increasingly becoming known as a center for higher education, health research, and industry. Among the considerations that make the parish attractive to employers, employees, students, and residents is its locally-valued and nationally recognized park and recreation system managed by the Recreation and Park Commission for the Parish of East Baton Rouge (BREC). With 12 community parks built in the last decade as an outgrowth of its 2004 Imagine Your Parks strategic plan, BREC has transformed the park and recreation experience in the parish. Now, BREC is updating its vision for parks and recreation and setting strategic directions for the coming decade.

Imagine Your Parks2 BREC’s mission is to contribute to a healthier, more vibrant community by providing exceptional parks, open space, and recreation experiences for all of East Baton Rouge Parish.

Imagine Your Parks2 is a vision and action plan for parks and recreation in East Baton Rouge Parish that builds on the successes of BREC’s original Imagine Your Parks plan. It takes into account changes in the park system over the past decade, recent trends in recreation, changes in parish demographics and economy, and input from the community. Imagine Your Parks2 establishes eight strategic directions for BREC to focus on in the next decade and lays out an action plan for getting there, including a set of actions BREC can take to move each strategic direction forward as well as detailed action steps that support each action.

Mission and Vision Over the past decade, BREC’s stated mission was to provide parks and recreation opportunities for all the residents of East Baton Rouge Parish. While this mission statement is accurate, it became clear during the Imagine Your Parks2 process that it falls short of fully conveying BREC’s mission by not making explicit the agency’s commitment to providing high quality recreational opportunities and to improving the quality of life in the parish. Thus, Imagine Your Parks2 updates BREC’s mission statement and articulates a long-term vision for the park system. BREC’s mission is to contribute to a healthier, more vibrant community by providing exceptional parks, open space, and recreation experiences for all of East Baton Rouge Parish. BREC’s vision is to provide an extraordinary system of parks, open spaces, and facilities that engages the parish’s unique natural and cultural landscape to enrich parish life by providing diverse and memorable recreation experiences.

BREC Imagine Your Parks2

Values BREC’s values reflect the community’s expectations and define the way in which it works to fulfill its mission and turn its vision into reality. BREC strives to integrate the following values into all it does: •

excellence: striving to provide high quality, state-of-the-art experiences

•

service: attending to patrons’ needs in a courteous, timely fashion

•

engagement: regularly seeking feedback and direction from the community

•

equity: delivering comparable experiences across the parish

•

integrity: being honest, fair, and objective

•

professionalism: employing skill, good judgment, and politeness

•

collaboration: working with community partners to achieve mutual goals

•

fiscal responsibility: using taxpayer dollars as efficiently as possible

•

safety: ensuring that park, program, and facility users feel free from harm

•

sustainability: serving as responsible stewards of the environment

Exploring the great outdoors. Greenwood Adventure Camp

Economic Value of Park Systems BREC’s parks provide a multitude of benefits to East Baton Rouge Parish that impact the parish’s economy. While some benefits provide direct, measurable economic value, other quality of life and environmental benefits provide indirect economic value and cannot be easily measured.

Direct Economic Value Case Study: Property Value Boulder, CO

A study of Boulder, Colorado found that for every foot one moved away from a greenbelt, there was a $4.20 decrease in the price of the residential property. Homes next to the greenbelt were an average of 32 percent higher than those 3,200 feet away. The greenbelt added $5.4 million to the total property taxes of one neighborhood. Increased taxes generated $500,000 per year and covered the $1.5 million greenbelt purchase price in only three years. Source: Sherer, Paul. “The Benefits of Parks: Why America Needs More City Parks and Open Space.” 2006. The Trust for Public Land.

Parks, playgrounds, trails, and waterways are among many features that directly add to property values, economic competitiveness, and tourism.

Property Value Parks are appreciated for the amenities they provide. Studies nationwide have shown that people are willing to pay more for properties close to parks, open space, and greenery than for properties without these amenities nearby. A 2001 survey conducted for the National Association of Realtors found that half of respondents would be willing to pay 10 percent more for a house located near a park or other protected open space. However, not all parks are valued equally. Parks that are well-maintained with a variety of quality landscapes are significantly more valuable than poorly maintained, unattractive parks. Higher property values near parks also translate into higher property-based tax income.

Tourism The BREC system includes facilities and events that are the primary reason for people to visit the parish (e.g., BREC’s Baton Rouge Zoo). Visitors not only spend money to use the facilities and participate in events, but they often turn visits into trips that involve staying in hotels, eating at local restaurants, and purchasing good at local stores. In 2003 and 2004, BREC commissioned a study to determine the economic impact of visitors to these facilities and events. The total economic impact of visitors as measured by direct expenditures, adjusted to 2014 dollar values, is about $12.9 million annually—including $8.8 million at sports and recreation facilities; $3.3 million at nature and wildlife facilities and events; and $0.8 at history, art, and theater facilities and events. The annual sales impact, in 2014 values, of $20.9 million is also striking, but the most direct benefits to residents of the parish are the $7.7 million visitors contribute to residents’ personal income, which support 276 jobs.

Attracting visitors. BREC’s Baton Rouge Zoo alone attracts nearly 55,000 non-resident visitors to East Baton Rouge Parish each year.

The total economic impact of visitors to BREC facilities and events is about $12.9 million annually. 2003 Economic Impact Study (adjusted to 2014 dollar values)

BREC Imagine Your Parks2

Quality of Life Benefits The characteristics that contribute to good quality of life can be hard to measure analytically and objectively. Despite the difficulty in measuring these characteristics, the quality of life benefits of parks should not be ignored.

Competitiveness In an increasingly mobile society, skilled people who have the means to move are choosing to live in areas that provide a diversity of environments, recreational opportunities, and cultural offerings. Good parks, trails, and open space networks have become differentiators that influence the image of a place and set some communities apart. Since businesses often follow talent, amenities such as parks, trails, and open space can influence personal and corporate location decisions—with direct economic impacts.

Recreation The recreational benefits of parks are the most apparent. Parks provide the venues for organized sports, walking, running, biking, hiking, swimming, and numerous other activities. While many of these direct uses of parks cost little to nothing to the user, the value of these uses can be compared to what users would have to pay for similar experiences in commercial facilities.

Source: IBM Building on workforce and amenities. IBM’s decision to build a new technology center in downtown Baton Rouge was partially based on the availability of talent and the availability of downtown amenities that attract talent—including BREC parks.

Community Development Parks strengthen the social capital of neighborhoods by offering opportunities for people of all ages and backgrounds to make connections with their neighbors—to communicate, compete, interact, learn, and grow. Those who take the extra step to volunteer, sponsor, or partner with parks and recreation organizations are invested in making their neighborhoods safer and more livable. Organizations like BREC play a large role in youth and adult development. Parks and programs help children and adolescents develop necessary life skills and help adults function as part of society. This has long-term economic benefit, helping people become productive taxpayers.

Health There is evidence that green space can benefit physical, mental, and social health. Studies show that even a small increase in spending can provide significantly increased amounts of physical activity. With approximately $147 billion in costs on the obesity epidemic nationally, spending on parks may be one of the most cost-effective ways to lower health expenditures, particularly in low-income communities that rely on Medicaid. Scientific evidence has shown that access to parks and green space reduces stress, anxiety, sadness, and depression and that access to green views and environments can improve overall mental health. Other studies have shown that poor access to nature is linked to increases in attention deficit/hyperactivity disorder (ADHD), clinical depression, stress, and anxiety. These mental health benefits also have an economic impact. ADHD costs more than $30 billion annually across the country. Parks can play a role in reducing this amount, by easing the effects in children with ADHD and potentially reducing the overall number of such diagnoses.

With approximately $147 billion in costs of the obesity epidemic nationally, spending on parks may be one of the most cost-effective ways to lower health expenditures.

Case Studies: Health Chicago, IL

In Chicago, researchers studying a housing project found that residents with views of trees and grass exhibited lower levels of aggression and violence than those with limited views of concrete and asphalt. Another Chicago study found similar results, revealing that buildings with high levels of vegetation had 52 percent fewer total crimes than buildings with low levels of vegetation. Source: “Synopsis of 2010 Research Papers: The Key Benefits.” 2010. National Recreation and Park Association.

Sacramento, CA Using the Parks Health Benefits Calculator to measure residents’ collective economic savings through the use of parks for exercise, medical savings for Sacramento, CA was found to be $19,872,000. 78,000 Sacramentans participate actively enough in parks to improve their health. Source: Harnik, Peter and Welle, Ben. “Measuring the Economic Value of a City Park System.” 2009. The Trust for Public Land.

Economic Value of Park Systems

Environmental Benefits There is growing recognition that parks, forests, waterways, and other natural systems are not just valuable for the resources that can be extracted from them, or for their physical beauty, but also because of the necessary functions they provide.

Water Quality Case Study: Water Quality Philadelphia, PA

Stormwater modeling by the U.S. Forest Service found that Philadelphia, PA’s park system provided a stormwater retention value of $5,949,000 in 2007. Philadelphia’s parks reduced runoff by 496 million cubic feet compared with a scenario in which the city had no parks.

Natural drainage systems provide benefits that are not replicated with engineered drainage systems. While engineered systems are designed to move water as quickly as possible, natural systems filter pollutants from rainwater, carry nutrients to trees and plants, and recharge underground aquifers. With large amounts of pervious surfaces, trees and other vegetation, and natural stream banks, parks can help improve infiltration as well as filter and slow runoff, which aids water quality and watershed health through natural means.

Source: Harnik, Peter and Welle, Ben. “Measuring the Economic Value of a City Park System.” 2009. The Trust for Public Land.

Protecting water quality. Natural drainage systems—including pervious surfaces, riparian buffers, and waterways—aid water quality and watershed health in ways not easily replicated with engineered systems.

Air Quality Case Study: Air Quality Washington, DC

In Washington D.C., the U.S. Forest Service’s Air Quality Calculator determined that the city parkland’s 4,839 acres of tree cover removed 244 tons of carbon dioxide, nitrogen dioxide, ozone, particulate matter, and sulfur dioxide in 2005. Based on dollar values assigned the 244 tons of pollutants, the savings equated to as $1,130,000. Source: Harnik, Peter and Welle, Ben. “Measuring the Economic Value of a City Park System.” 2009. The Trust for Public Land.

Air pollutants are responsible for health-related issues, including premature deaths, asthma attacks, and missed days of work. In addition, acid, smog, and ozone in the air increase the need for building cleaning and repair. Vegetation, especially healthy shade trees, removes gaseous and particulate pollution through absorption or retention. Within the continental United States, urban trees remove an estimated 783,000 tons of pollution per year, with an estimated annual value of $5.6 billion. The same trees store $16 billion worth of carbon dioxide. Trails also contribute to better air quality by providing cleaner transportation alternatives.

Within the continental United States, urban trees remove an estimated 783,000 tons of pollution per year, with an estimated annual value of $5.6 billion.

BREC Imagine Your Parks2

Climate / Energy Over 600 Americans die each year from extreme heat. The air temperature in developed areas can be several degrees warmer than surrounding natural areas. This heat island effect is caused by both the lack of vegetation and the abundance of heat-absorbing surfaces like pavement and buildings that absorb and radiate heat from the sun throughout the day. Trees within parks offer park users shade that provides respite from extreme heat. Along with other vegetation, trees within parks also help to control temperatures through transpiration—the process of using energy to evaporate water from plant surfaces.

Habitat Native plants and animals are beautiful and entertaining, but they are also part of an intricate ecosystem on which we depend. Parks can host a variety of plants, birds, and small mammals. Trails create networks not just for people but also for migrating birds, pollinating bees, and breeze-borne seeds—processes that would be complicated and costly to replicate.

Sources: “Synopsis of 2010 Research Papers: The Key Benefits.” 2010. National Recreation and Park Association. Harnik, Peter and Welle, Ben. “Measuring the Economic Value of a City Park System.” 2009. The Trust for Public Land. Sherer, Paul. “The Benefits of Parks: Why America Needs More City Parks and Open Space.” 2006. The Trust for Public Land.

Economic Value of Park Systems

Enjoying the multiple benefits of trees. The trees in BREC parks provide more than beauty. They filter the air, offer shade, and serve as habitat for other species.

Trends and Needs

Demographic and Economic Trends BREC provides public park and recreational opportunities for all citizens of East Baton Rouge Parish. To better address the parish’s park and recreation needs, it is important to understand the current demographic makeup of the parish as well as demographic and economic trends.

Figure 1. Louisiana is the slowest growing state in the South. Percent Change in Population, 2000–2010

U.S. Growth: 9.7

1.4

WV 2.5 MS

7.4

7.5

8.7

9.0

9.1

VA DE SC FL

The Aging of America: By 2030, 1 in 5 Americans will be over age 65.

The Increasing Diversity of America: By 2050, there will be no majority race.

The Rise of Single-Person Households: By the mid-2020s, single-person households will be the predominant household type.

The Stagnation of Household Income: Median household income has stagnated for the longest period since the government began collecting such data in 1967. Adjusted for inflation, the typical US household had 9% less income in 2012 than it did 13 years earlier.

The Widening Income Gap: Income gaps are seen across the entire population, within each racial/ethnic group, and by age. Households headed by those 65 and older are faring relatively better since the recession, while younger households are not.

Louisiana Trends

11.5

The South and West regions of the United States (as defined by the U.S. Census Bureau) grew much more quickly (about 14% each) than the Midwest and Northeast (under 4% each) from 2000 to 2010, following a pattern from recent decades. Despite the overall regional growth of the South, Louisiana’s growth rate was less than 2% during the same period (Figure 1), among the slowest growing states in the country. Thousands of residents who were displaced by Hurricane Katrina in 2006 did not return to the state.

13.0 14.6 15.3

Louisiana is also the fifth poorest state in the US based on per capita income. Over 18% of Louisianans live in poverty. Louisiana’s history of being among the poorest states is a pattern that has continued for decades.

17.6

18.3

18.5

Five trends in the United States are changing the way communities are planned and designed, and how people choose where they live:

4.3

National Trends

20.6

Source: US Census Bureau, 2010 Census and Census 2000

BREC Imagine Your Parks2

Metropolitan Area Trends The Baton Rouge Metropolitan Statistical Area (MSA), which includes nine parishes, has grown at a faster pace than projected. The MSA’s population was 705,973 in 2000. While the MSA’s population was not expected to surpass 800,000 until sometime in 2013, the 2010 U.S. Census showed a population of just over 800,000. During the past three decades, the portion of the region’s population living in East Baton Rouge Parish has declined steadily. The parish’s population has grown, but its share of the region’s population has declined from 62 to 55%.1 The parish is experiencing out-migration to neighboring parishes. Data show that when residents leave the city-parish, they most often remain in the area and relocate to another parish in the MSA—typically retaining employment in East Baton Rouge while establishing residence in the other parish. Since 2001, East Baton Rouge Parish has experienced both in-migration and outmigration, but an overall net loss of 2,700 residents per year on average. This was offset by a significant population increase in 2005 and 2006 due to relocation from Hurricane Katrina. The parishes with the highest growth in the Baton Rouge MSA are Livingston and Ascension Parishes to the southeast. 1

FUTUREBR, the 2011 East Baton Rouge Parish Comprehensive Plan

Figure 2. Growth is moving southeast of East Baton Rouge Parish. Percent Change in Population, 2000–2010

West Feliciana

East Feliciana

St. Helena

Pointe Coupee East Baton Rouge Livingston

West Baton Rouge

0 0–5 5–10 10–15 >15

Iberville

Source: US Census Bureau, 2010 Census and Census 2000

Ascension

Demographic and Economic Trends

East Baton Rouge Parish East Baton Rouge Parish is the most populous parish in Louisiana and includes the cities of Baton Rouge (the state capital and parish seat), Baker, Central, and Zachary. In the last decade, the population of East Baton Rouge Parish has grown 7.2%, from 412,852 to 442,698. According to the US Census Bureau, the parishâ€™s population is not growing significantly. Population growth in East Baton Rouge Parish is expected to slow significantly over the next decade to less than 2%. The highest population densities in East Baton Rouge Parish are found within the City of Baton Rouge and the southern portion of the parish.

Figure 3. Four cities make up nearly two-thirds of East Baton Rouge Parishâ€™s population. Percent Density 2010

BREC Imagine Your Parks2

Gender and Age Median age provides a quick way of establishing target age groups for which to plan. The median age in East Baton Rouge Parish was 32.7 in 2011, up from 31.5 in 2000. Currently, slightly more than half of the population of East Baton Rouge Parish is under the age of 35, and the largest single age group in the parish is the 20–34 generation known as millennials (Figure 4). Millennials represent a significantly higher percentage of the parish population compared to the rest of Louisiana. This is due, in part, to the presence of Louisiana State University (LSU), Southern University, and Baton Rouge Community College, whose combined enrollment is approximately 43,000. Figure 4. Millennials represent the largest generation in East Baton Rouge Parish. Thousands of Residents by Age and Gender, 2011

Median Age: 32.7

Millennials

Gen X

5 4

female

male

85+

80–84

75–79

70–74

65–69

60–64

55–59

20–24

15–19

10–14

5–9

50–54

45–49

40–44

17 13

35–39

25–29

skews female 19

30–34

Under 5

age

Figure 5. East Baton Rouge Parish has seen a shift in its racial composition. Percent Share of Race, 2000 and 2010

Baby Boomers Asian alone 2%

Some other race alone / Two or more races 2%

This youthful population, if maintained, lends itself to recreational market opportunities and a wide variety of recreational activities. East Baton Rouge Parish also has a larger percent female population than the Baton Rouge MSA and the state as a whole. While the population under 50 years old is roughly evenly split between males and females, the population over 50 years old skews female (54%) (Figure 4). These numbers indicate that a potential market exists focused on mature females. In terms of distribution, the elderly represent a higher percentage of the population in the northcentral part of the parish, while 20- to 44-year-olds make up a large proportion of the population in the southern part of the parish and around LSU and Southern Universities. Age distribution is a great indicator for housing preferences of various demographic groups. Statistics indicate that young starter families prefer the southern part of the parish within and outside the city limits of Baton Rouge, though Zachary and Central are also experiencing growth driven by schools. According to state forecasts prepared in 2005, the percentage of the parish’s population over the age of 60 is expected to grow to 25 percent in 2030. This shift reflects national trends as one of the nation’s largest demographic groups (baby boomers born between 1946 and 1966) continues to age and retire in greater numbers.

Race Within East Baton Rouge Parish, 49% of the population identifies as white alone and 46% identifies as black or African American alone. This is a significant shift from 2000, when 56% of the population identified as white alone and 40% identified as black or African American alone. These demographic changes have been primarily due to Hurricane Katrina and the outmigration of whites to Livingston and Ascension parishes.

Black / African American alone 40%

White alone 56%

2000 Asian alone 3%

Some other race alone / Two or more races 2%

Black / African American alone 46%

White alone 49%

2010

Demographic and Economic Trends

Race is geographically segregated in the parish. The black and African American population is concentrated primarily north of U.S. Highway 190 (Florida Boulevard). Over half of the black or African American population of East Baton Rouge lives in this area. The white population is heavily concentrated below Florida Boulevard, primarily in the southern part of the parish. Among the four incorporated cities in East Baton Rouge Parish, the City of Baton Rouge has the closest balance between black/African Americans and whites. However, there is still a gap of 17 percentage points between the two races. At the opposite end of the spectrum, the City of Central is overwhelmingly white at 82 percent and the City of Baker is overwhelmingly black/ African American at 72 percent. Baton Rouge

Figure 6. Florida Boulevard provides a stark racial dividing line. Population Density by Race, 2011

Baker

Central

Zachary

BREC Imagine Your Parks2

Education According to the 2010 Census, the City of Baton Rouge has the highest percentage of people who have attended college or graduate school in the state. It also has the highest percentage of those who have less than a high school degree. Parish-wide, education has improved since 2000. However, a racial gap still remains. In 2010, 42% of white parish residents had a bachelor’s degree or higher, while the same was true of only 20% of black or African American residents. Compared to the 2000, these numbers indicate an upward trend of African Americans with a college education. As a whole the percentage of population enrolled in undergraduate and graduate school is higher in the city (45%) than in the parish overall (39%), the MSA (31%), and the State (26%). All of these numbers have increased since 2000.

Household Size and Home Ownership The 2010 average household size in East Baton Rouge Parish was 2.49 people, lower than both the national average (2.55) and the state average (2.55). A significantly lower percentage of housing units in East Baton Rouge Parish are owner-occupied and a significantly higher percentage of housing units in the parish are renter-occupied when compared to the state and the nation (Figure 7). This suggests that the parish has either a more transient population or fewer citizens who can afford to buy a home. It can also be attributed, in part, to the large college student population attending LSU, Southern University, and Baton Rouge Community College. In terms of housing, while there was a drastic drop in residential building permits since 2008 due to the national housing market crash, there seems to be a slow but steady increase in the number of residential building permits. The total permits have increased 17 percent between 2011 and 2012, and single family permits have increased 25% over the same period.

Figure 7. East Baton Rouge Parish has a higher share of renters. Owner and Renter Occupied Households

East Baton Rouge Parish 60%

40%

Louisiana 67%

33%

United States 65%

35%

home owners

renters

Household Income According to the U.S. Census, the estimated 2011 median household income for East Baton Rouge Parish was $46,356, which is above the Louisiana median household income level at $41,734 and below the national median household income at $50,502. Additionally, per capita income for East Baton Rouge is $24,591, above the per capita income for Louisiana at $22,882 and below the U.S. at $26,708. At the bottom end of the income scale, the percentage of households making less than $25,000 in East Baton Rouge Parish is lower, at 29%, than Louisiana at 32% but higher than the United States, at 25%. At the top of the spectrum, East Baton Rouge Parish has 19% of households at or above $100,000, higher than Louisiana, at 16%, but lower than the United States, at 21%.

The United Health Foundation ranked Louisiana 48th overall in its 2013 state health rankings. Over 34% of Louisiana’s population was obese in 2013, the highest percentage of all states. Louisiana also ranks 47th in terms of physical activity, with about 30% of the population being physically inactive—nearly to double the inactivity rate (16%) of the most physically active state, Oregon. The lack of physical activity presents an opportunity, and a challenge, for the parks and recreation system in the parish.

White $35,284 Black / African American $16,465

Health and Obesity

Louisiana’s Rank in Overall Health

Figure 8. East Baton Rouge Parish has an income gap by race. Per Capita Income by Race

Louisiana’s Rank in Obesity

Louisiana’s Rank in Physical Activity

Demographic and Economic Trends

The Baton Rouge Area Economy Strengths The East Baton Rouge Parish economy is diverse, which helps to ensure stability. It is the largest employment center in the nine-parish MSA. The unemployment rate in the Baton Rouge region has remained lower than both the national and state averages. The largest employers in East Baton Rouge Parish are: •

state and local governments

•

education, particularly higher education due to the presence of LSU, Southern, and Baton Rouge Community College

•

the petrochemical industry

•

the medical industry

Major transportation routes, which include the I-10 and I-12 corridors and the Mississippi River, provide the City of Baton Rouge and the entire parish with key routes to transport goods, services, and people efficiently.

Private Sector

Figure 9. East Baton Rouge Parish’s biggest employers span both the public and private sectors. Number of Employees by Employer

General Health System Management, Inc.

4,000

Our Lady of the Lake

4,000

Performance Contractors, Inc.

4,000

CB&I Contractors, Inc.

2,081

Cajun Contractors

2,000

Exxon Mobil Corporation

2,000

Invensys Systems, Inc.

2,000

Ochsner Clinic Foundation

2,000

Blue Cross and Blue Shield of Louisiana

1,980

Woman’s Hospital Foundation Entergy Texas Inc. Turner Industrial Maintenance, LLC

1,800 1,595 1,200

East Baton Rouge Parish School District

6,700

Public Sector

LA Department of Transportation & Development

5,000

Louisiana State University and A&M College

4,800

Southern University A&M College LA Department of Health and Hospitals

2,000 1,250

LA Department of Public Education

1,000

City of Baton Rouge

1,000

Source: Baton Rouge Area Chamber

BREC Imagine Your Parks2

In its 2014 Strategic Plan, the Baton Rouge Area Chamber (BRAC) identified the following key growth sectors where the region can be competitive nationally and internationally: •

chemicals and new energy

•

fabricated structural materials

•

software design

•

technical research and consulting

•

advanced shared services

In addition, BRAC identified emerging sectors where the region can be successful in the future: •

health care

•

film production

•

emerging fuels

Challenges There remain a number of challenges to East Baton Rouge Parish’s economic future, including: •

quality-of-life factors, such as concerns about public safety

•

quality of the public K-12 school system

•

air and water quality

•

a continuing population shift outside of the parish

•

acute economic and racial disparity within the parish

These factors have broader effects, both direct and indirect, on the local economy. For instance, local university graduates continue to seek employment opportunities and a better quality of life in other southern cities, such as Houston, Charlotte, and Atlanta, rather than staying in the parish. Employers report difficulty in recruiting and retaining a qualified workforce, which affects the parish’s ability to keep existing businesses and recruit new employers. Migration of Young Educated Professionals According to a New York Times Report, young educated workers will change jobs numerous times over their careers, which make living in a large, diverse labor market more appealing. The same force leads an increasing number of educated two-earner couples to these same sorts of metro areas. Living in a highly educated metro area boosts one’s own acquisition of human capital and earning power and leads to better employment outcomes for workers across the education spectrum. Louisiana and East Baton Rouge Parish Experiencing “Brain Drain” Louisiana’s economic growth is projected to be somewhat limited between 2010 and 2020 because of the state’s “relatively low level of education demand,” according to a study by The Georgetown University Center on Education and the Workforce. Louisiana ranks 50th in the nation when it comes to jobs that demand college graduates, which reflects a lower share of high-wage, high-growth occupations and industries, according to the study. In addition, Louisiana and East Baton Rouge Parish continue to lose both young educated adults and experienced workers, creating a more difficult challenge for stronger economic growth. In general, less educated mature workers are more likely to leave the Southern states, according to the study. In Louisiana and West Virginia, more educated workers leave. From 2000 to 2010, Louisiana lost 3,238 workers with at least a bachelor’s degree who were between 35 and 64. The other Southern states, with the exception of West Virginia, saw an influx of those workers. On the plus side, Louisiana is expected to add 400,000 jobs between 2010 and 2020. Louisiana is also rapidly expanding younger industries. According to Tech America’s 12th annual Cyberstates report, Louisiana is one of the ten fastest-growing states for high-tech industries, due in part to the expansion of digital media, aerospace, and advanced materials. Source: “Louisiana still experiencing ‘brain drain,’” Baton Rouge Advocate, July 31, 2012.

Demographic and Economic Trends

BREC should pay attention to â€œextreme and nontraditional recreation for attracting and retaining youth and young professionals.â€? public meeting participant

Volunteering at Greenwood Community Park. LSU student volunteers

Recreation Trends Recreation preferences are dynamic, changing with shifts in factors such as demographics, economics, and technological developments. To better anticipate the parish’s future park and recreation needs, it is important to understand what the current trends in the county are in sports, recreation programming, and facilities.

National Trends Sports

Figure 10. Smaller niche sports are growing rapidly. 2011 Participation Numbers and Rates of Change, 2007–2011

shrinking growing participation participation

+38

+42

-27*

Ultimate Frisbee

Rugby

Lacrosse

rate of change

Gymnastics

Ice Hockey

+2 +3

+19 +21

Volleyball (Sand/Beach)

-7 -7 -5 -5 4 3 7

+15 +16

Soccer (Indoor)

-19 -18 -16 -13*

2008 figures used in place of unavailable 2007 figures

Source: Sports & Fitness Industry Association

Tennis

Racquetball

Softball (Fast Pitch)

Soccer (Outdoor)

Basketball

Volleyball (Court)

Cheerleading

Track and Field

Football, Flag

Baseball

Softball (Slow Pitch)

Football, Tackle

public meeting participant

Since 2007, lacrosse and other niche sports like rugby have seen strong growth (Figure 10). Lacrosse has experienced continued growth over the last five years. While rugby has grown overall, it did see a decrease from 2010 to 2011. Other sports with notable growth in participation from 2007 to 2011 were ultimate frisbee, gymnastics, ice hockey, and beach volleyball.

Football, Touch

What does BREC do well? “Progressive! Modern! Following the trends.”

Among traditional “bat and ball” sports, basketball leads in participation, with nearly 25 million estimated participants. Its popularity can be attributed to limited requirements for the number of participants, equipment, and space.

millions of participants

BREC Imagine Your Parks2

From 2010 to 2011, however, the only team sports that grew in participation were gymnastics, ultimate Frisbee, and lacrosse. In that same period, traditional youth “powerhouse” sports, including outdoor soccer and baseball, experienced declines in participation. However, the sheer number of participants (about 14 million each) demands the continued support of these sports. The growth in youth team sports is now being driven by America’s 13- and 14-year-olds, the peak ages of sports participation for children. Nearly 70% of children (ages 6 to 17) in the U.S. play team sports, and three of four teenagers play at least one team sport, according to the Sports & Fitness Industry Association (SFIA) annual participation study on team sports (2011 edition). According to the SFIA, only three team sports have had moderate increases in participation since 2010: gymnastics (9%), ultimate frisbee (7%), and lacrosse (6%). Four traditionally mainstream team sports experienced single-digit declines in participation: tackle football (6%), baseball (5%), outdoor soccer (3%), and basketball (2%).

Aquatics Swimming is unquestionably a lifetime sport. Participation rates in swimming have remained steady over the years, although as with most recreational activities, participation rates have dipped slightly. However, recreational swimming is the absolute leader in multi-generational appeal, with nearly 17 million estimated participants per year. Aquatic exercise has paved the way for a less stressful form of physical activity, allowing similar gains and benefits to land-based exercise, including aerobic fitness, resistance training, flexibility, and better balance. Doctors have begun recommending aquatic exercise for injury rehabilitation, mature patients, and patients with bone or joint problems due to the significant reduction of stress placed on weight-bearing joints, bones, and muscles, and also the swellingreducing effect of water pressure on injuries.

Fitness National participation trends in general fitness have experienced strong growth in recent years. Many of these activities have become popular due to an increased interest among people to improve their health by engaging in an active lifestyle. These activities have very few barriers to Figure 11. General fitness participation experiencing strong growth. 2011 Participation Numbers and Rates of Change Between 2007 and 2011

+38 +40

shrinking growing participation participation

2008 figures used in place of unavailable 2007 figures

Source: Sports & Fitness Industry Association

Aerobics (High Impact)

Treadmill

Free Weights (Barbells)

Fitness Walking

Weight/Resistant Machine

Stationary Cycling (Upright)

Stair Climbing, Machine

113

Stationary Cycling (Group)

rate of change

Elliptical Motion Trainer

27 53

Pilates Training

+24 +26

Yoga

Running/Jogging

+16

+20 +22

Aerobics (Step)

+13

Aerobics (Low Impact)

Stationary Cycling (Recumbent)

-1 13

Free Weights (Hand Weights)

-7

+10

Free Weights (Dumbbells)

-13*

Tai Chi

millions of participants

Demographic and Economic Trends

entry, which provides a variety of activities that are relatively inexpensive to participate in and can be performed by nearly anyone with no time restrictions. The most popular fitness activity by far is fitness walking, which had over 112 million participants in 2011 (Figure 11). Other leading fitness activities based on number of participants include the treadmill, running/jogging, and hand free weights. From 2007 to 2011, the activities that grew most rapidly were high impact aerobics, group stationary cycling, and the elliptical motion trainer. Yoga, running/jogging, step aerobics, and low impact aerobics have also seen significant growth in recent years.

General Recreation Results from the SFIAâ€™s Topline Participation Report indicate increased popularity in activities that encourage an active lifestyle, can be performed individually or with a group, and are not limited by time restraints. The most popular activities in the general recreation category include road bicycling, freshwater fishing, day hiking, and golf (Figure 12). From 2007 to 2011, general recreation activities that have seen the most rapid growth are adventure racing, recreational kayaking, white water kayaking, and trail running. In-line roller skating and skateboarding have seen a substantial drop in participation.

Figure 12. Activities that encourage an active lifestyle are gaining in popularity. 2011 Participation Numbers and Rates of Change Between 2007 and 2011

shrinking growing participation participation

Source: Sports & Fitness Industry Association

Kayaking (White Water)

Kayaking (Recreational)

Adventure Racing

rate of change

Trail Running

Hiking (Day)

Archery

Canoeing

Bicycling-BMX

Fishing (Freshwater)

Golf

Fishing (Saltwater)

Water Skiing

Horseback Riding

Skateboarding

Roller Skating, In-Line

Bicycling (Road)

0 +1 +2 +4 +4 +9 +12 5 6 7 2 4 10

Bicycling (Mountain)

-13 -11 -3 -2 -8 4 2 6

Sailing

+45

+27

Wakeboarding

-18

Climbing (Sport/Indoor/Boulder)

-25 -23 -22

Fishing (Fly)

+40

Climbing (Traditional/Ice/Mountaineering)

-31

+72

millions of participants

BREC Imagine Your Parks2

Local Sport and Market Potential The Market Potential Index (MPI) measures the relative likelihood that an adult resident of East Baton Rouge Parish will participate in an activity compared to the U.S. national average, indicating probable demand for that activity. Comparisons are made in four categories: general sports by activity, fitness by activity, outdoor activity, and money spent on miscellaneous recreation. The parish shows high MPI numbers in all categories (See (Figure 13) and (Figure 14)). Figure 13. East Baton Rouge Parish has high market potential across recreation categories. Market Potential Index for Participation

low high market potential market potential Football

138

Basketball

128

General Sports

Soccer

113

Softball

112

Baseball

112

Tennis

110

Volleyball

108

Golf

105

Weight Lifting

108

Fitness

Jogging/Running

107

Yoga

104

Aerobics

104

Pilates

102

Walking for Exercise Swimming

97 94

115

Archery

Outdoor Activity

Backpacking/Hiking

109

Bicycling (Mountain)

107

Fishing (Saltwater)

104

Fishing (Freshwater)

104

Bicycling (Road) Horseback Riding Source: ESRI

103 98

Demographic and Economic Trends

Figure 14. College sports offer the highest spending potential Market Potential Index for Money Spent

low high market potential market potential Attending a Basketball Game (College)

123

Attending a Football Game (College)

120

Attending a Basketball Game (Pro)

115

Attending a Monday Night Football Game (Pro)

Enjoying Friday night football. Olympia Stadium

112

Attending a Weeknight Football Game (Pro)

108

Attending a Golf Tournament

108

Buying High End Sports/Recreation Equipment (<$250)

108

Attending a Soccer Game

107

Visiting a Six Flags Park

105

Buying High End Sports/Recreation Equipment (>$250)

104

Visiting a Zoo

103

Attending a Hockey Game

103

Visiting a Theme Park

101

Attending a Baseball Game

101

Visiting Walt Disney World Visiting a Sea World Source: ESRI

97 92

Citizen and Stakeholder Input BRECâ€™s mission is to provide recreational opportunities for the community. It is essential to maintain an ongoing dialogue with parish residents about what their recreational interests are and how BREC is doing at meeting their needs. As a result, BREC regularly seeks feedback and direction from the community.

Methods of Outreach As part of the Imagine Your Parks2 process, BREC used multiple forms of engagement to gather input from citizens across the parish. In addition, partner organizations and other key stakeholders were interviewed about their aspirations for parks and recreation in the parish, and opportunities for BREC to pursue in the next 10 years.

Public Meetings As part of the Imagine Your Parks2 process, three parish-wide meetings were held at Independence Park Theatre and 33 neighborhood meetings were held at locations around the parish. The meetings started with a brief presentation, followed by activities to gather input from participants. At the first parish-wide meeting, participants provided input by writing comments and indicating preferences on large format printouts. At the neighborhood meetings and the second parish-wide meeting, participants provided input by writing comments and using electronic keypad voting devices. Voting on the importance of particular facilities. Imagine Your Parks2 First Parish-Wide Meeting

BREC Imagine Your Parks2

Online Public Forum Throughout the Imagine Your Parks2 process, the online platform MindMixer was used to allow members of the community to contribute ideas and provide feedback from their own homes and on their own schedules. In this way, BREC was able to engage a broader audience than with public surveys and meetings alone.

Stakeholder Interviews Public, nonprofit, and private sector stakeholders were interviewed during the Imagine Your Parks2 process. Stakeholders included elected officials, government departments and agencies, natural resource advocates, trail enthusiasts, recreation and program providers, economic development organizations, BREC Commission members, and BREC staff.

Public Surveys BREC routinely conducts statistically valid surveys to identify needs and help establish priorities for the future development of parks and recreation facilities, acquisition of open space, programs, and services (Figure 15). The most recent public survey, conducted in 2013, received over 450 mail and phone responses out of a random sample of 2,000 households. The results represent a statistically valid crosssection of the parishâ€™s population. Other recent surveys were conducted in 2012, 2010, and 2009. Figure 15. Trails among the highest priority parks and facilities, programs, and actions in the 2013 public survey. Five Highest Priorities for Parks and Facilities, Programs, and Actions, 2013 Survey

Parks and Facilities

Programs

Actions

Walking and Biking Trails

28% Youth Learn to Swim

16% Improve Existing Neighborhood Parks

34%

Neighborhood Parks

27% Water Fitness

14% Improve Trails that Connect Parks

25%

Playground Areas

21% Cultural Special Events

14% Develop New Outdoor Pools/Aquatic Centers

20%

Fitness and Exercise Facilities

19% Adult Continuing Education

12% Develop New Trails that Connect Parks

15%

Family Picnic Areas

17% Indoor Space for Small Events

12% Improve Existing Athletic Fields

14%

Purchase Land to Preserve Natural Areas

14%

Common Themes Across the various methods of outreach employed by BREC, six common themes emerged. At the second parish-wide meeting, the public was asked to prioritize these themes, and they are presented below in order of priority.

Health and Wellness Over half of respondents to the 2013 survey identified health and fitness as the most significant benefits of BREC parks, recreation facilities, programs, and services, and nearly a quarter noted improved mental health and reduced stress as among the most significant benefits. In addition, fitness and exercise facilities were among the top 5 highest priority parks and facilities. In the public meetings, the concept of parks being used to support active lifestyles and address public health concerns rose to the top of the list of trends considered important. Participants also indicated a preference for facilities where they can be active and engaged in fitness. These preferences are in line with national trends that show increasing interest in fitness (page 24) and are particularly important considering Louisianaâ€™s poor public health rankings (page 18).

54% of residents identified health and fitness as the most significant benefits of BREC parks, recreation facilities, programs, and services. 2013 public survey

Demographic and Economic Trends

Community Involvement and Ownership

What does BREC do well? “Solicit input, act on input” online forum top idea

Citizens and stakeholders made clear throughout the Imagine Your Parks2 process that they appreciated the opportunity to be involved in setting the vision for the future of BREC. They also made clear that they are ready and eager to be involved in the design and implementation of the parks and facilities in their own neighborhoods. BREC has a successful track record of involving the community in park planning, and recent successful partnerships show that by leveraging community resources, BREC is able to provide even better outcomes than it can by itself. Many stakeholders noted that small improvements, such as lighting for fields and the addition of scoreboards, could go a long way to enhance use and increase a sense of community ownership.

Connectivity Walking and biking trails rose to the top of list of the parks and facilities that are most important to households in the 2013 survey and rose to the top of the list of most important amenities in the online forum. Of the top five highest priority actions that respondents thought BREC should move forward with, two related to trails—improving trails that connect parks and developing new trails that connect parks. The parish-wide and neighborhood meetings, as well as the online forum, echoed these preferences. This is in line with national trends that show fitness walking to have the most participation by far among fitness activities (page 24). Stakeholders and the public indicated that trail connections for bikers, runners, and walkers are important, particularly connections to parks and employment locations.

Innovation BREC is recognized for excellence, having won, among other awards, the National Recreation and Park Association’s Gold Medal Award. Citizens and stakeholders commented on the innovative facilities and programs BREC offers—from Liberty Lagoon to the velodrome, and from BREC on the Geaux to Swamp Stompers—and encouraged BREC to continue creating unique recreational opportunities and adding new types of facilities. For example, zip-lining was identified as second only to trails when public meeting participants were asked what recreation trends interest them. New types of play and innovative park design and structures rose to the top of the design innovations public meeting participants wanted to see.

Learning Bringing BREC to neighborhoods. BREC on the Geaux

In the public meetings, citizens identified the concept of developing and programming parks as learning environments as second only to the concept of designing parks to encourage active lifestyles to improve public health. This is in line with a national trend of using parks to expand knowledge and stewardship with hands-on, in-the-field experience and integrating environmental education and stewardship with the recreational experience. Among the top five programs that survey respondents listed as high priorities were youth swim instruction and adult continuing education programs.

Water and Nature Stakeholders made clear that the parish’s natural resources—particularly its rivers—are key attractions that are currently underutilized and under-appreciated. Bluebonnet Swamp Nature Center was the most highly rated special use facility in the BREC system in the online forum, and the second most highly rated special use facility in both the survey and the public meetings. Natural and conservation areas were second only to trails in terms of the amenities that participants in the online forum ranked as most important. Also, among the highest priority actions from the survey was the desire to purchase land to preserve natural areas.

Learning bird-watching techniques. A Walk With the Birds by the Baton Rouge Audubon Society at Bluebonnet Swamp Nature Center

In addition, there was a clear message from the public and stakeholders that swimming skills are vital. Youth swim programs were the highest priority programs identified in the community survey, and developing new pools or family aquatic centers was among the community’s highest priority actions.

Strategic Directions

Fiscal Responsibility Strategic Direction 1: Continue to place a priority on the wise use of taxpayer dollars. Money for financing land purchases, construction of facilities, maintenance, and the operation of many varied programs comes from taxes approved by the citizens of East Baton Rouge Parish and from income generated by facilities, concessions, and programs. Other funds come from local governmental agencies, the Federal Government, donations from local businesses and civic organizations, and the BREC Foundation. BREC strives to make the best use of taxpayer dollars.

BREC’s Funding BREC’s Capital Improvements Program (CIP) is funded by a two mill property tax levied across the parish. This tax was originally passed in 1964 and has been renewed every ten years. In 2004, voters passed an additional twenty year, 1.753 mill tax for capital improvements that stemmed from BREC’s 2004 Imagine Your Parks plan. This tax allowed BREC to borrow $58 million to renew the park system. Much of this funding went into transforming 12 parks into signature Community Parks. The majority of this funding was spent in the first ten years. Funding in the remaining ten years will be primarily used to pay off the borrowed funds. Sixty-one percent of the funds for park renovation and construction in the 2005–2014 cycle came from the additional tax. BREC will return to a much lower level (39%) of capital improvement funding in 2015–2024.

BREC has been able to save or avoid nearly $1.7 million in costs by employing multiple measures to increase efficiency.

System Efficiencies With fiscal responsibility in mind, BREC has taken a number of actions to make the system more efficient so that its funding can be stretched even further. Together, the following measures have saved or avoided nearly $1.7 million in costs: •

changes in vehicle use policy

•

in-sourcing of previously contracted information technology services

•

Early Retiree Reinsurance Program and Retiree Drug Subsidy

•

Workers Compensation Administration

•

restructuring of executive staff

•

refinancing 2005 general obligation bond series

•

privatization of mowing services for small parks

BREC Imagine Your Parks2

•

re-naturalization of areas

•

modernization of mowing equipment

•

demolition of low use, old structures

•

reductions in landfill disposal

•

reduction in park operation fuel usage

•

improvements in fuel distribution

•

implementation of dumpster contracts

Cost Recovery Cost recovery is the recoupment of some or all costs of providing services. BREC currently tracks cost recovery for some, but not all, program areas. Cost recovery standards exist for several departments, but methodologies for calculating cost recovery are not consistent. Each program area should have cost recovery targets, and cost recovery should be tracked by program area as well as for the organization as a whole (Figure 16). Targets should reflect the degree to which the program area provides a public versus private good. Programs that provide public benefits should be subsidized more, while programs that provide private benefits should seek to recover costs or generate revenue for other services. Generally, non-core programs, which are less critical to BREC’s mission, should aim to yield a higher cost recovery rate to sustain themselves, leaving limited tax-based appropriations to fund core programs. Figure 16. Cost recovery should increase as public good decreases. Cost recovery and subsidy program categories

Category

Description

Core-Essential

part of BREC’s mission

% EBR Served

Cost Recovery 0–20%

80–100%

Subsidy

Important

important to the community

20–80%

Value-Added

enhanced offerings

80–100%

0–20%

Program Pricing Program pricing should be set by program area or specific event based on the cost of service and strategically adjusted according to market factors or policy goals. Currently, BREC uses several pricing strategies for each core program area (Figure 17). BREC currently uses residency-based pricing (i.e. one price for those who live within the parish and another price for those who do not) in nearly all program areas. Residency-based pricing should be expanded to all program areas except community events (since a common objective for events is to attract non-residents into the community). BREC should also factor in cost recovery goals in setting prices for all program areas, recognizing that occasionally a stated goal will call for no cost recovery. Overall, the degree to which BREC currently employs pricing strategies is healthy. However, staff should continue to monitor the effectiveness of the various strategies and make adjustments as necessary within BREC’s overall pricing philosophy. It is especially important for yearly competitor and other service providers to be benchmarked, shopped, and evaluated to monitor changes and track how other providers’ pricing compares with BREC’s pricing. Annual mini business plans (2–3 pages) for each core program area should build on elements that are currently successfully and effectively articulated in BREC’s annual marketing plan to include an evaluation of service costs and cost recovery and a pricing strategy for the following year. If developed regularly and consistently, mini business plans can be effective tools in developing and justifying budgets.

Nearly two-thirds of residents are satisfied with the fees charged for recreation programs. 2013 public survey

Fiscal Responsibility

Figure 17. BREC has an opportunity to expand its pricing strategies. Pricing Strategies by Core Program Area

CoreEssential Important

20–40%

Aquatics

30–50%

Athletics

30–50%

Tennis (Youth)

40–60%

Baton Rouge Gallery

40–80%

Bluebonnet Swamp Nature Center

40–80%

Highland Road Park Observatory

40–80%

Inclusive Recreation

40–80%

Independence Park Theatre & Cultural Center

40–80%

Magnolia Mound Plantation

40–80%

Farr Park Equestrian Center

60–80%

Ability to Pay

Cost Recovery Goals

Competition (Market Rate)

Location

Group Discounts +

80–100%

General Recreation

80–100%

Golf

80–100%

Tennis (Adult)

80–100%

. .

. +

Extreme Sports

60–80% 80–100%

Adult Leisure

70–100%

strategy already used by BREC strategy BREC should explore

Prime / Non-Prime Time

Fitness, Health, and Wellness

. +

Weekday / Weekend

Residency

Community Events

Outdoor Adventure and Recreation

Value-Added

Family / Household Status

Recommended Level of Cost Recovery

Program Area

Age Segment

Pricing Strategies

. .

Action Plan 1.1.

Continue to approach planning, delivery, and maintenance of Recreation programs and facilities in an equitable and balanced manner. BREC is most effective when it uses all information at its disposal to make decisions. Public input, demographic data, scientific surveys, needs assessments, inventories and analysis of existing parks and facilities, and trends in parks and recreation are all tools BREC employs to set direction for the future. 1.1.1. Integrate scientific needs index surveys with other relevant information to help in decision making for programing and planning.

1.2.

Develop and implement a fees and charges policy with a pricing philosophy, and update it periodically. Each program area serves a different segment of the East Baton Rouge Parish population. Program pricing and cost recovery should be based on whether the program serves the many or the few and whether it is central to BREC’s mission. 1.2.1. Set cost recovery targets for each core program area based on full direct and indirect costs and whether it is a core essential, important, or value-added service.

BREC Imagine Your Parks2

1.2.2. Align the organization to reach cost recovery targets, with consistent methods of calculating cost recovery, across the organization. 1.2.3. Create annual mini business plans (2â€“3 pages) for each core program service area to evaluate and set participation, service cost, cost recovery, market share, pricing, and marketing strategies for the following year. 1.2.4. Develop business plans for each facility to determine how to optimize its value, efficiency, and revenue capability. 1.2.5. Expand residency-based pricing (i.e. parish residents pay less than non-residents) to appropriate program and facility rental areas. 1.2.6. Train facility managers in using a business and capacity management approach to maximize the value of these facilities to program users and visitors.

Fiscal Responsibility

1.3.

Increase consideration of costs and benefits in operations, maintenance, and capital decisions. The number of improvements necessary to address the needs at BREC’s park and recreation facilities far outweigh the funding available. BREC should target investments where they can have the greatest impact. 1.3.1. Set performance standards, including earned income targets, for park and recreation facilities. 1.3.2. Develop skills and capacity of site-level managers for evaluating costs and benefits of existing facilities and for using that information in decision-making.

Cooling off with a dip in the water. Summer Camp trip to Liberty Lagoon

1.3.3. Evaluate whether park and recreation facilities that do not meet productivity standards can be brought up to standards in a fiscally responsible way (See 3.2.4.) or if they should be reduced or repurposed. Update and implement the obsolete land and facility study. 1.3.4. Use site-level analyses to inform system-wide decisions. 1.3.5. Optimize operations, program, and maintenance standards to ensure financial sustainability. 1.4.

Track and report revenues, direct and indirect costs, and participation associated with BREC’s services. BREC provides integral services to the residents of East Baton Rouge Parish, and those services have an associated value. This value should be widely understood not only among BREC’s executive management, but at all levels of the organization and in the community. 1.4.1. Develop skills and capacity of site-level managers for tracking and reporting revenues, costs, and participation and for using that information in decisionmaking. 1.4.2. Annually benchmark BREC’s revenues, costs, and participation against similar providers. 1.4.3. Communicate the value that BREC parks, facilities, and programs provide to the parish.

1.5.

Continue to explore new ways of doing business that create system-wide efficiencies. Modeled after the best practices of other organizations, using better tools and making better use of available information can allow for more effective decision-making and make BREC’s operations more efficient, ensuring the best use of taxpayer dollars. 1.5.1. Utilize training and study of best practices to refine and improve on BREC delivery models. 1.5.2. Increase availability of financial information through better software. 1.5.3. Improve real time or near real time budget information. 1.5.4. Train facility managers in using a business and capacity management approach to maximize the value of these facilities to program users and visitors. 1.5.5. Explore ways to efficiently and effectively integrate training throughout the agency.

Programs Strategic Direction 2: Continue innovation in recreation programming. Innovation in recreation programming and health and wellness are two common themes that emerged from public and stakeholder input. Within its broad program offerings, BREC should put a particular emphasis on these two themes.

Breadth of Programs BREC provides a wide variety of activities and services to the residents of East Baton Rouge Parish. BRECâ€™s Recreation Department staff are responsible for the management and implementation of recreation programs, special community-wide events, and the operation of multiple facilities. Employees are engaged year round in planning, implementing, conducting, and evaluating programs and events.

58% of residents are satisfied with the variety of programs offered by BREC.

All functions within the Recreation Department combine to provide hundreds of programs in the areas of fitness, athletics, aquatics, nature, outdoor adventure, youth camps, history, and special events. The Recreation Department also operates a comparatively large number (60) of recreation centers and specialized facilities such as the Bluebonnet Swamp Nature Center, Baton Rouge Gallery, Farr Park Equestrian Center, Highland Road Park Observatory, Independence Park Theatre and Cultural Center, and Magnolia Mound Plantation. An assessment of recreation facilities is found in Appendix B.

2013 public survey

In addition to the provision of services provided directly by BREC at its facilities, partnerships with other organizations are utilized throughout the parish. Through formal and informal cooperative relationships, partners assist with delivering select programs, training of BREC staff, granting access to specialized facilities, and providing supplies and materials to programs.

Core Programs It is important to identify core programs based on current and future needs to create a sense of focus around specific program areas of greatest importance to the community. Public recreation is challenged by the premise of being all things to all people, especially in a community such as East Baton Rouge Parish. Identifying core programs assists staff, policy makers, and the public in focusing on what is most important.

BREC Imagine Your Parks2

BREC’s Core Programs Programs are considered core programs for BREC if they meet a majority of the following: •

has been provided at least 4–5 years

•

is expected by the community

•

consumes at least 5% of BREC’s budget

•

is offered at least 3 seasons per year

•

has wide appeal

•

has a tiered level of skill development

•

has full-time staff

•

has specific facilities to support it

•

makes up at least 20% of the local market

Adult Leisure BREC’s 17 adult leisure centers offer a variety of recreational and social activities for adults of East Baton Rouge Parish and surrounding parishes. They cater to the healthy lifestyle of aging individuals who stay active in the community. Each center offers a variety of activities—including crafts, sewing, ceramics, card playing, games, quilting, exercise classes, and painting. The facilities also promote better quality of life with exercise programs like pickle

ball, volleyball, badminton, and chair aerobics. Social and special events include tea dances, luncheons, and day trips.

Aquatics Aquatics programs provide swimming education and recreational opportunities. BREC offers a wide variety of programs for the public including swimming lessons, recreational swim time, fitness classes, and kayak lessons as well as facility rentals. Liberty Lagoon, a signature aquatic facility, is open from the first weekend in May through Labor Day weekend. BREC also operates three pools (Brooks, Howell, and Anna T. Jordan) in partnership with the YMCA. The Aquatics Department also operates three splash pads—at Greenwood, Forest, and City-Brooks community parks. Additional splash pads are planned for North Sherwood Forest, Jackson, and Zachary Community Parks.

Athletics BREC Athletics provides a variety of leagues, camps, programs, tournaments, and clinics.

Learning the right hitting technique. Baseball Clinic

Programs

Adult leagues are for individuals 18 and older and target keeping people active in a competitive lifestyle on a recreational basis and level. Junior leagues serve ages 4–17 and work to introduce youth to healthy competition and a variety of athletic opportunities. Some of the sports offered include baseball, softball, youth tee ball, basketball, flag football, and junior tackle football. In addition, BREC offers sport clinics to teach children and teens sports fundamentals. League play locations depend on the preference of registered participants and field availability. Sites include BREC community parks, BREC recreation centers, local high schools, or other partner facilities.

Baton Rouge Gallery

Getting in touch with nature. Winter Camp at Bluebonnet Swamp Nature Center

Baton Rouge Gallery (BRG) is a contemporary art gallery located in BREC’s historic City Park Pavilion. The Gallery is a cooperative gallery and offers monthly contemporary art exhibitions featuring the current works of its artist members, as well as special themed exhibitions. The Gallery hosts special events and programs like Art in the Park, the Sundays@4

Articulate series, the Movies & Music on the Lawn series, Venus Envy and the Surreal Salon Soirée, and studio art lectures and classes for all ages. Individuals or organizations may also rent the gallery for special occasions.

Bluebonnet Swamp Nature Center The Bluebonnet Swamp Nature Center is a 103-acre facility dedicated to connecting people to nature through conservation, education, recreation, and tourism. It houses a 9,500-square-foot building filled with live animal exhibits; photographic presentations of the site’s flora and fauna; natural artifact and mineral displays; and a sizeable, vintage waterfowl decoy carving collection. Bluebonnet Swamp Nature Center periodically features ecology and art exhibits. It also conducts nature programs and environmental education throughout the year including educational group tours, live animal encounters, holiday and summer day camps, toddler activities, birding walks, field trips, and special events. In addition, staff members disseminate information to the public about local flora and fauna.

BREC Imagine Your Parks2

Community Events BREC hosts events that serve participants of all ages. BREC’s seeks to provide affordable and safe social activities, create new relationships, contribute to a sense of community, and to showcase park and facility amenities and features. Examples of community events include the Blues and Heritage Festival, Father Daughter Dance, Juneteenth Festival, Halloween Carnivals, Santa Road Shows, Zippy Zoo Fest, Movies in the Park, Red Ribbon Youth Fest, Family Campout, and Arbor Day Celebration.

Extreme Sports The Extreme Sports Division operates a number of specialized facilities in addition to providing programs and services. Facilities include a velodrome, three skate parks, a BMX track, an air gun range, disc golf courses, and mountain bike trails. The BMX track hosts weekly American Bicycle Association (ABA) sanctioned races on Sunday afternoons. This facility also hosts birthday parties and a BMX 101 class, which teaches basic handling, bike positioning, jumps, passing, and other techniques. The skate park offers public skate times, rentals, and basic boarding classes, which focus on basic balance, correct stance, general riding skills, and park safety. The air gun range holds monthly informal target matches and houses two field courses and a covered sitein range. BREC’s disc golf courses at Highland Road Community Park, Greenwood Park, and Flanacher Park are 18-hole courses that hold

monthly tournaments. The department also holds workdays on the Comite and Hooper Road mountain bike trails in conjunction with the Baton Rouge Area Mountain Bike Association (BRAMBA).

Farr Park Equestrian Center The Farr Park Equestrian Center and RV Campground offers a variety of opportunities for horse enthusiasts, including riding lessons for all ages, a therapeutic riding program for people with disabilities, children’s camps, and horse boarding. The center hosts a number of equestrian events throughout the year, including horse shows and rodeos. Facilities include a newly renovated indoor arena, a lighted outdoor arena, 256 stalls, a crosscountry event course, horse trails, and an RV campground with 108 sites. Individuals or organizations may rent the facilities on an hourly or daily basis for personal riding or private functions.

Fitness, Health, and Wellness BREC provides health and wellness programming to residents at sites throughout the parish, including gym services, personal training, aerobics classes, senior citizen programs, and programs for people with disabilities. BREC operates four fitness centers: the Milton J. Womack Fitness Center, North Sherwood Forest Family Center, Santa Maria Golf Course Fitness Center, and Webb Park Group Exercise and Fitness Training Center. Monthly memberships are available for $30

Staying fit. Body Blast Fitness Class at North Sherwood Forest Community Park

Programs

Putting artistic talent on display. Saturday Studio Art Class at Baton Rouge Gallery

per month, allowing guests to visit any of the four facilities with no annual contract required. Weekly and daily fees are also offered. The facilities have an array of fitness equipment including treadmills, weight machines, elliptical machines, and free weights. The North Sherwood Forest Family Center houses an indoor walking/running track, meeting rooms, aerobic rooms, and a play area. Womack Park, Santa Maria, North Sherwood, and Webb Park have locker rooms and showers. For teenagers, BREC holds youth intervention programs at BRECâ€™s Belfair Free Dreams Teen Center and Baker Recreation Center that provide positive reinforcement activities for youth ages 13â€“18. For younger children, BREC implemented a mobile recreation program sponsored by Blue Cross Blue Shield and the BREC Foundation called BREC on the Geaux.

General Recreation The Recreation Department provides a wide variety of general recreational programs and services throughout the BREC system. These programs include dance classes and programs, arts and crafts, karate and other

martial arts, cultural educational programs, piano lessons, aerobics, playgroups, camps during the summer and holidays, and many other programs. Recreation programming also includes interactive game rooms at Womack Park and North Sherwood Family Center that incorporate fitness and recreation for all ages.

Golf The Golf Department operates and maintains seven golf courses, staffed by full-time, parttime, and seasonal employees. Volunteers and contract instructors also provide services. These facilities include two premier public courses, Santa Maria and Beaver Creek, and five public courses: Historic City Park, Webb Memorial, Howell Park, Dumas Memorial, and J.S. Clark Golf Course. J.S. Clark Golf Course also serves as the home of The First Tee of East Baton Rouge Parish, a nationally recognized youth development program. Player development programs at each BREC golf course offer a variety of instruction that provide newcomers, latent, and core golfers with skills and motivation to participate in BREC golf. BREC employs three PGA professionals and seeks to associate with PGA player development

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programs within Play Golf America. Primarily conducted at Santa Maria Golf Course, but with seasonal programming at BREC’s public courses, independent contractors offer individual private lessons and clinics. Staff offer programs for all skill levels and have been able to reach all demographics.

Highland Road Park Observatory Highland Road Park Observatory houses a state-of-the-art 20-inch telescope and an accessible 16-inch reflecting telescope. The observatory is sponsored jointly by BREC, Louisiana State University, and the Baton Rouge Astronomical Society. The Astronomical Society serves as the observatory’s volunteer corps, with membership open to the public. The observatory allows the public to view the skies from its telescopes during open viewing hours. It hosts a wealth of programming, including a Friday night lecture series, followed by a night sky observation; the Saturday Morning Science Academy for children ages 8–12 to explore hands-on science- and astronomy-related activities; as well as solar viewings every other Saturday. In addition, the observatory hosts rocket camps for children.

Inclusive Recreation Inclusive recreation provides opportunities for individuals with and without disabilities to participate in recreation activities together. For individuals with disabilities to participate

as fully as possible, BREC provides reasonable accommodations like individualized techniques and resources used to enhance program participation without fundamentally altering a program. BREC partners with the Arc Baton Rouge, Baton Rouge Soccer Association, and the Baton Rouge Kickball Association to offer inclusive sport leagues for ages 3 and older, including tee ball, coach’s pitch, softball, soccer, kickball, and basketball. Through a partnership with Families Helping Families of Greater Baton Rouge, BREC offers monthly Sunshine Socials for adults with disabilities and their friends and family. In addition, BREC offers inclusive community events, recreation classes, and summer camps.

Independence Park Theatre and Cultural Center Independence Park Theatre has hosted hundreds of events including concerts, plays, musicals, dance recitals, graduations, lectures, seminars, workshops, and conferences. The theater can be rented by professional performers, nonprofits, schools, businesses, and various community events. Independence Park Theatre is one of the few performing arts facilities in the Baton Rouge area that offers free parking along with a seating capacity of over 750, as well as the most off-stage wing space. These features have allowed the theater to become a premier venue in Baton Rouge for dance competitions and large seminars. The venue is also developing a youth drama program.

Putting on a show. Independence Park Theatre Camp

Programs

Magnolia Mound Plantation

Tennis

Magnolia Mound Plantation is a rare survivor of the vernacular architecture influenced by early settlers from France and the West Indies. This landmark is unique in southern Louisiana because of its age, quality of restoration, and outstanding collections. Through educational programs, workshops, lectures, festivals, and other special events, Magnolia Moundâ€™s mission is to illustrate and interpret the lifestyle of the French Creoles who formed the local culture. Tours of the plantation home and outbuildings are offered daily. Educational exhibits are displayed quarterly. A number of special events are held throughout the year, including a French Creole Christmas Tour and Black History Month. The plantation also hosts an historical society and occasional workshops and demonstrations on arts and crafts such as quilting, lace tatting, and open-hearth cooking.

BREC operates five staffed tennis facilities with pro shops and a total of 58 lighted courts. Staff provide tennis instruction, programs for all levels and ages, tournaments, leagues, workshops, and a variety of other services. BREC also sells retail tennis merchandise, snacks, and beverages and offers stringing services, ball machines, and racquet demonstrations. Courts are rented for public use as well as to other tennis organizations. Programs are aimed at providing low cost, quality tennis programs for new and experienced tennis players ages 3 and older. They introduce the sport as an affordable, enjoyable, and healthy lifetime sport to the public. Certified tennis teaching professionals provide instruction to a wide variety of users. No membership fee is required. Participants pay as they play.

Outdoor Adventure and Recreation Outdoor adventure programs promote active, outdoor lifestyles by providing recreational opportunities that revolve around the outdoors. These programs include activities such as kayaking, canoeing, paddleboarding, climbing, hiking, biking, fishing, camping, and land navigation. Programs also promote environmental awareness and ethical practices. BREC offers an Outdoor Outreach Program that works with at-risk youth. Outdoor recreation programming is dedicated to reaching out to all demographic groups.

Hiking through the woods. Adventure Camp at Hooper Road Park

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Program Life Cycles Recreation programs typically go through a seven-step life cycle, from their initial introduction to their elimination (Figure 18). Having an effective mix of programs in different life cycle stages allows BREC to try new programs, build on successes of existing programs, and recognize when programs are no longer meeting needs. Therefore, a life cycle review should be conducted on an annual basis to ensure an effective distribution is maintained. Overall, BREC has a fair balance of all programs across the life cycle (Figure 18), including ample new programs to align with trends and help meet the evolving needs of the community. BREC should include an annual performance measure for each program area to track the percentage of new programs offered as a way to incentivize for additional innovation and program alignment with community trends. Figure 18. BREC has fewer mature programs than is recommended

Stage

Description

BREC’s Distribution

Introduction

new, modest participation

19%

Take Off

rapid growth

14%

Growth

moderate, consistent growth

26%

Mature

slow growth

25%

Saturation

minimal growth, extreme competition

Decline

declining participation

Recommended

59%

50–60%

25%

40%

16%

0–10%

It is also important to have a stable core segment of programs that are in the mature stage. Currently, BREC has about 25% of its programs in this category, while 40% is typically recommended to provide stability to—without dominating—the overall program portfolio. Mature programs should be tracked for signs that they are entering saturation or decline. BREC has an ongoing process to evaluate program participation and trends to ensure that program offerings continue to meet the community’s needs. A total of about 16% of BREC’s programs are currently in the saturation or decline stages. Programs in these stages must be closely reviewed to evaluate the need to either reposition or eliminate them. Not all declining programs need to be eliminated. Some of these programs can be modified and begin a new life cycle. BREC already has plans underway to modify some programs in the saturation and decline stages to refresh content or to otherwise increase capacity for growth.

Action Plan 2.1.

Strengthen BREC’s commitment to improving public health and wellness through recreation for all segments of the community. Over half of the respondents to the 2013 survey identified health and fitness as the most significant benefits of BREC parks, recreation facilities, programs, and services. In addition, the trend of parks designed to promote active lifestyles and address public health concerns rose to the top of trends considered important at public meetings. With this mandate, BREC should focus on how to help meet health and wellness goals. 2.1.1. Work with health service providers and other partners to identify community health and wellness needs. 2.1.2. Evaluate existing programs for their contribution to health and wellness, and identify key performance indicators to increase that value. 2.1.3. Highlight the health and wellness benefits of individual BREC programs. 2.1.4. Work with health service providers and other partners to monitor and assess the effectiveness of BREC programming on public health over time.

Programs

Kayaking for the heart. BREC and the American Heart Association’s Strokes for Strokes Clinic for Stroke Survivors and Those Interested in Heart Health

What does BREC do well? “Excellent programs for kids.” public meeting participant

What does BREC need to improve upon? “More elderly and special needs activities.” public meeting participant

2.2.

Develop an integrated, regional and system-wide program plan that aligns provided programs with market demand and the needs of underserved populations. Programs are useful as long as they attract participation from the community, and the best way to attract participation is to ensure that programs align with the community’s needs. 2.2.1. Determine BREC’s role in parish service delivery (core/essential, important, and value-added), factoring in other programming provided by municipalities, the parish, nonprofits, and others. 2.2.2. Undertake a demand and capacity analysis of existing programs offered within East Baton Rouge Parish. 2.2.3. Develop a phased implementation plan to remove under-performing programs, modify existing programs, and roll out new programs over 2–3 years that meet the changing needs of patrons. 2.2.4. Increase partnerships with service providers (e.g., schools, nonprofits) to help meet demand. (See Strategic Direction 7.) 2.2.5. Institute an outcome-based monitoring program to track the need to modify existing programs and implement new ones over time. 2.2.6. Monitor national recreation trends, and incorporate new and innovative recreational programs to sustain community engagement. 2.2.7. Conduct annual recreation program summits or charrettes to assess and implement new program innovations.

BREC Imagine Your Parks2

2.3.

Enhance special events programming (e.g., tournaments, festivals) targeted at parish, regional, and national audiences. Stakeholders noted that special events are a good way to enliven parks. Not only do special events attract parish residents who might not otherwise use BREC parks, they also bring visitors from outside the parish. This raises the profile of BREC parks within and outside the parish, improves quality of life, generates revenue, and contributes to the regional economy. 2.3.1. Work with event providers and citizens to determine special event facility needs and identify opportunities for new events. 2.3.2. Develop a specialized marketing plan to market BREC facilities for regional or national events and film venues. 2.3.3. Determine BREC’s role in providing the identified events, and ensure organizational and partner support. (See Strategic Direction 7.) 2.3.4. Track the economic impacts of special events provided within the BREC system. 2.3.5. Track the costs to BREC for providing special events. 2.3.6. Work with local agencies and partners to share costs for special events that have strong tourism benefits.

2.4.

Implement best practices in program life cycle management to maintain a culture of quality program delivery and increase benefits as compared to costs. While BREC continues to innovate in recreation programming, as can be seen with the numbers of programs in the introduction and take off stages, BREC needs to improve on monitoring mature programs to make sure they continue to adequately serve the community. 2.4.1. Ensure a beneficial mix of programs in the introduction, take-off, and growth (50–60%); mature (50%); and saturation and decline (0–10%) stages. 2.4.2. Annually review staff goals for program areas (e.g., policy, financial and registration performance, customer issues, future plans) with management. 2.4.3. Document the program development process to reduce service variation and assist in training new staff. 2.4.4. Update key customer requirements (i.e. service attributes that are most important to a customer) for each program area on an ongoing basis. 2.4.5. Annually review programs provided by BREC, key competitors, similar providers, and nationally renowned agencies to continuously improve programming and reduce duplication of services. 2.4.6. Annually report on each program’s participation, finances, and outcomes. 2.4.7. Conduct surveys in schools to understand what programs children and their parents want to attend for the following season. 2.4.8. Develop innovation metrics to evaluate staff’s creativity and new ideas, including implementation and reward strategies.

Programs

Celebrating East Baton Rouge culture. Multicultural Neighborhood Bash at Red Oaks Park

Parks and Facilities Strategic Direction 3: Continue to raise the standard for parks and recreation facilities, and ensure equitable access to park and recreation experiences across the parish. With the establishment of 12 community parks through the Imagine Your Parks program, BREC has already raised the standard for parks and recreation facilities in the parish. However, implementation of the vision for each of those parks is not complete. In addition, residents identified improving existing neighborhood parks as the highest priority action for BREC to take, signaling a desire to raise the standard at the neighborhood level as well. With BRECâ€™s current budget, identical parks and facilities cannot be replicated everywhere. Instead, BREC should focus on making similar experiences available across the parish.

A Robust System The BREC park system encompasses over 6,000 acres across 181 parks. BREC parks are broadly organized in three groups: community parks, neighborhood parks, and special use facilities. Amenities available throughout the system include recreation centers, senior centers, tennis courts, basketball and multi-use courts, beaches and lakefronts, trails, swimming pools, splash pads, skate parks, nature parks, picnic areas, golf courses, athletic fields, playgrounds, and dog parks. BREC also operates special amenities such as the Liberty Lagoon family aquatic center, golf courses, a BMX track at Perkins Road Community Park, and the Farr Park Equestrian Center.

Park and Facility Assessments In order to identify system-wide facility needs, successes, and opportunities, all of BRECâ€™s parks and facilities were assessed based on methodology that involved a variety of criteria (See Appendix C).

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BRECâ€™s Parks Community Parks As a result of Imagine Your Parks, BREC developed 12 community parks. These parks are generally larger and have multiple experiences that can occupy a dayâ€™s worth of activity.

Neighborhood Parks BREC has 151 neighborhood parks that serve local neighborhoods.

Special Use Facilities Special use facilities include facilities that serve a single, specialized purpose, such as the Baton Rouge Zoo, sports parks, golf courses, Cohn Arboretum, Farr Park Equestrian Center, Magnolia Mound Plantation, and Magnolia Cemetery.

Parks and Facilities

Figure 19. BRECâ€™s 12 community parks are distributed throughout the parish. BREC Park System Map

BREC Imagine Your Parks2

Historic and Cultural Resources Protecting and making the citizens of East Baton Rouge Parish aware of and knowledgeable about its cultural and historic resources provides the citizenry and visitors with a sense of the parish’s history and maintains an important continuity with its heritage. East Baton Rouge History and Culture East Baton Rouge Parish has a long and varied history. From early indigenous people to the era of French, English, and Spanish colonization and from the Civil War to the Civil Rights Era, the parish is an important center of history and culture for Louisiana and the nation. The richness of parish heritage can be seen in a wide range of structures and landscapes within BREC parks and special use facilities, such as a French-Creole plantation house dating back to 1791, Civil War battle sites and encampments, depression-era parks and golf courses, and civil rights-era points of interest. Historic resources are important assets in a park system. Visitors to a park or special use facility can learn about local history and the past and present value of the space while gaining a better understanding of the relationship between human historical activity and the natural environment. By conserving, interpreting, and complementing historic resources through park and facility improvements, BREC enhances users’ experiences, adds an additional layer of educational and cultural enrichment, and demonstrates the importance of sharing local history with people of all ages and backgrounds. Historic significance can occur at the individual facility level or the system-wide level. Therefore, a resource’s historic significance must be carefully considered. BREC facilities are an integrated system in which the individual parks, playgrounds, historic buildings, and facilities contribute to the fabric of the parish. The way an individual park contributes to BREC’s overall system history can be an important part of its own historic significance. Thus, while some

parks and facilities are clearly significant in their own right and worthy of landmark designation, other parks may be significant because they have performed an important role in the BREC system as a whole throughout BREC’s history. Historic resources within BREC jurisdiction vary both in terms of the historic period which they represent and the type of facility. In some cases, such as the Magnolia Mound Plantation, robust educational and interpretive programming already exists to bring historic context to life for visitors. In others, programming is less visible or has not been established. This section describes the existing historic resources managed by BREC and the educational and interpretive programs associated with each.

Magnolia Mound Plantation Magnolia Mound Plantation is a rare survivor of the vernacular architecture influenced by early settlers from France and the West Indies. The sixteen-acre complex includes an original early plantation house, an original outbuilding, and several historic outbuildings that were relocated to the property. The Friends of Magnolia Mound own the collection of early furniture and artifacts in the museum buildings. The Museum is accredited by the American Alliance of Museums (AAM) and listed on the National Register. Daily guided tours, which give an overview of early Louisiana history focusing on French Creole life and culture, are offered hourly. Unguided walking tours, which include maps and a written narrative, are also available. Tours are also offered in French. Educational curriculum for school children is based on state requirements and features hands-on activities. Additional educational programs include periodic family programs, Fall and Spring History Day Camp, and eight-week Summer History Camp. In December 2014, a new 4,300 sq. foot visitor center will open that includes a new museum shop, small theatre, and a meeting space. The existing visitor center will be re-purposed into an education center with additional office space.

Parks and Facilities

Highland Road Community Park Highland Road, along which Highland Road Community Park sits, was part of a plantation supply road for early settlers. Dutch Highlanders, as a group of Pennsylvania Dutch settlers were locally known, farmed the land south of Highland Road. They named Siegen Road, just down Highland Road from Highland Road Community Park, after a city in Germany. After a series of floods in the 1780s, the settlers retreated west from their original settlement Bayou Manchac to the bluffs near the Mississippi River.

City-Brooks Community Park

Watching a cooking lesson from the 1880s. Magnolia Mound Plantation

In April 1924, the City of Baton Rouge purchased the 100-acre tract along Perkins Road which was then being used as the LSU Dairy Farm. American Park Builders, a leading design firm from Chicago, provided the first design for the park, including a golf course, zoo, and 50-acre lake. The golf course was the second constructed in the city of Baton Rouge and the first public course.

In June 1947, the United Negro Recreational Association of Baton Rouge led by Reverend Willie. K. Brooks purchased four and a half acres for the site of the city’s first swimming pool for African-Americans. Funds for the purchase price of $75,065 were raised by prominent business leaders, black and white, in Baton Rouge. The pool and recreational center were dedicated on October 9, 1949, and were named “Brooks Park” in honor of Reverend Brooks..

Sandy Creek Community Park Sandy Creek Community Park has a natural, forested landscape. It is located in the vicinity of Sandy Creek Settlement, an active settlement around 1790 or 1800. A post office with the name of Sandy Creek existed during the early 1830s. Civil War soldiers camped in the vicinity as well. This area is also close to the settlement of Indian Mound.

BREC Imagine Your Parks2

Preserving history, memories, and public space. Magnolia Cemetery

Frenchtown Road Conservation Area Although this is a nature preserve located at the confluence of the Amite and Comite Rivers, it is in close proximity to the site of Camp Cobb, a Civil War encampment, and other activities related to the battle of Baton Rouge. Camp Cobb was established in 1855 by the US Government for a Baton Rouge Garrison during a yellow fever outbreak. Confederate troops rested at Camp Cobb before marching into Baton Rouge in August 1862. Frenchtown Road Conservation Area is also in close proximity to Benton Ferry Landing, a ferry that was operated in the 1800s at the Amite River near the spot where the US 190 highway bridges are today. Several Civil War skirmishes were fought in the vicinity of Benton’s Ferry. Frenchtown Road Conservation Area includes 500 acres of bottomland hardwood forest habitat. The site was also used by Native Americans and has potential for cultural and historical interpretation.

Magnolia Cemetery Magnolia Cemetery, listed on the National Register, is the city’s first public burial ground for residents, containing approximately 16 acres, and laid out in 1852 at the former eastern border of the city. Used primarily for burials of both white and black residents, the cemetery was also used at times as a de-facto public park area. Newspaper clippings indicate the cemetery’s use for picnics, political speeches

on national holidays, and public concerts. The cemetery was the site of pivotal fighting during the Battle of Baton Rouge on August 5, 1862.

Convention Street Park/Victory Park Victory Park was once Baton Rouge’s principal public park. In 1919 the people of Baton Rouge passed a bond issue for $100,000 for improvements in the park, which occupied the old Louisiana State Prison State property. The amenities included a pergola, flower beds, memorial fountain, fishpond, and bandstand, and later a public pool and bath house. In the 1950s BREC built a recreation center. The 8-acre park was heavily used, offering concerts and dances. Over time, the park was taken for nonrecreational land uses, such as the old library, post office, and old court house. I-110 took the eastern end in the early 1960s. In 1989, the park had dwindled in size to 2.4 acres. At that time, BREC, without compensation, relinquished the last portion for the new federal court house and parking lot. BREC has interpretive signage at Convention Street Park about the history of Victory Park.

Webb Park/Westdale Country Club Started in 1924 as the Westdale Golf and Country Club, the original 50-acre tract included a nine-hole golf course, tennis courts, swimming pool, and a Mediterranean style club house. The original founding members were Standard Oil of Louisiana executives and

Parks and Facilities

prominent members of the Baton Rouge Jewish community, groups which were generally prohibited as members of the older Baton Rouge Country Club. During the Depression, the Baton Rouge Country Club opened its membership, and most Westdale members moved to older Golf Club. In 1936, Louisiana State University acquired the property for a student/faculty golf course. BREC acquired the property in December 1956, and the following year, the park was named Jesse L. Webb, Jr. Memorial Park in memory of the former Baton Rouge mayor who died in a plane crash in April 1956.

Greenwood Community Park During World War II, the federal government built an ammunition depot on what is now Greenwood Community Park to store aircraft ammunition. Pilots trained at the nearby Harding Army Air Field, now Baton Rouge Metropolitan Airport. Three ammunition bunkers remain in the park. Interpretive signage about the military installation can be

Preserving a piece of aviation history. Shooting Star at Anna T. Jordan Community Park

found along the Cypress Bayou trail. The park pavilion and amphitheater also reflect the military aviation theme.

North Sherwood Forest Community Park North Sherwood Forest Community Park sits on the Federal Sharp Station Depot used during World War II. Over the years, the federal government has released the land at different times to BREC for use as a park. Today, some of the land is still owned and managed by the federal government.

Anna T. Jordan Community Park The Lockheed F-80C Shooting Star at Anna T. Jordan Community Park has an established place in Air Force history as the first aircraft to exceed 500 mph in level flight; the first American jet airplane manufactured in large quantities; and the first jet used in combat. The Shooting Star became a reliable frontline fighter in the Korean War. BREC recently worked closely with Higher Graphics to return the aircraft to nearly original condition.

BREC Imagine Your Parks2

Capital Improvement Program The 2015–2024 Capital Improvement Program (CIP) allocates funding by category of park— community, neighborhood, special use—along with another category that contains system wide needs (Figure 20). This ten year Capital Improvement Program is anticipated to be funded the first year with approximately $7.3M, and the total program is built on a $73M budget. The program is “pay as you go,” with approximately one tenth of the program completed each year. Improvements made in year ten typically cost significantly more than the same improvements made in year one. Tax growth historically has kept pace with inflation, adequately covering cost increases. However, rolling back millage counteracts BREC’s ability to provide improvements fairly throughout the parish. Project funding allocated in the CIP is tied to specific parks but not always specific improvements. This funding will allow for limited work in each park, typically not all outstanding needs. BREC will engage the public to find out citizens’ priorities for spending the funds. This method has proven extremely successful over the life of the 2005–2014 plan. In some cases, the BREC Foundation or other sources of funds have become available to extend what can be done.

Figure 20. BREC’s capital improvements program is allocated by park type. Percent Share of Funding, 2015–2024 CIP

System Wide Needs $14.7M

Community Parks / Trails $24.8M

Neighborhood Parks $14.1M Special Use Facilities $19.3M

Weighing in on future park improvements. Public Meeting at Flannery Road Park

Parks and Facilities

Action Plan 3.1.

Efficiently and effectively implement the 2015–2024 Capital Improvement Program. The Capital Improvement Program is an outline of funding allocated to park and facility improvements. Completing the vision for community parks and raising the standard across the parish should be priorities for the use of this funding. BREC should embrace residents’ and stakeholders’ desire to be involved in and take ownership of the planning and implementation of improvements. 3.1.1. Continue to engage citizens, user groups, and staff in planning for renovations and new park improvements. 3.1.2. Plan for and conduct improvements in a fair, equitable, and balanced manner considering time and the geography of the parish. 3.1.3. Monitor and track progress, and disseminate information to commissioners, staff, and the public.

3.2.

Develop an asset management plan with a life cycle replacement schedule to govern capital investment in existing parks and facilities. Just as it is important to monitor where recreational programs are in their life cycle to ensure parish residents’ needs are being met, it is equally as important to monitor where parks and facilities are in their life cycle. The benefits of investments in parks and facilities that are not working effectively may or may not outweigh the costs. Employing a Geographic Information Systems (GIS) approach can help BREC better understand what locations in the parish are in need of new or upgraded facilities. 3.2.1. Develop a standardized GIS-based inventory for staff to deliver facility improvement projects of the highest quality within the resources provided, within budget, on schedule, and that meet the needs of citizens. 3.2.2. Monitor replacement needs over time, utilizing the GIS management system (See 3.2.1.), and adjust planning accordingly. 3.2.3. Develop and apply cost-benefit criteria for investing in deferred maintenance of parks and facilities.

“Parks are used by young professionals too. Not everyone has children.” public meeting participant

3.2.4. Evaluate underutilized assets for opportunities to either incorporate new uses that are consistent with the BREC mission or to remove from the inventory based on cost-benefit analysis. (See 1.3.3.) 3.3.

Upgrade or provide new parks and facilities to address shortcomings and meet changing user needs in line with level of service standards. The highest priority actions that households across the parish are most willing to support with their tax dollars are in line with the parks and facilities they find most important: improving existing neighborhood parks, improving and developing new trails, and developing new pools or aquatic facilities. Ensuring equitable access to recreation experiences across the parish should be a priority. 3.3.1. Identify new minimum design and maintenance standards for upgraded or new parks, recreation centers, and other facilities to meet program needs (See 2.2.) and further other strategic directions. 3.3.2. Study quality examples of park and recreation design to help improve BREC offerings. 3.3.3. Develop and implement a new plan and model for larger, multi-use, efficient recreation centers in community parks that includes facilities, operations, and air-conditioned gyms.

BREC Imagine Your Parks2

3.3.4. Selectively improve recreation centers at neighborhood parks based on cost and available space to ensure equitable access to improved facilities across the parish. 3.3.5. Consider theming of recreation centers to reduce duplication of services. 3.3.6. Continue to build new parks to serve growing parts of the parish, including a new community park in the southeast portion of the parish, either through new land acquisition or utilizing existing BREC-owned land. 3.3.7. Support opportunities to leverage BREC’s funding with neighborhood-based funding in coordination with the BREC Foundation and other partners. (See Strategic Direction 7.) 3.3.8. Monitor existing upgrade needs and new park and facility needs over time. 3.4.

Improve design and construction and maintenance guidelines for BREC facilities. Clear construction and maintenance guidelines set expectations and reduce confusion for staff, contractors, and citizens alike, while ensuring consistency and equity of experiences. 3.4.1. Develop BREC design guidelines for parks and facilities addressing, among other topics: materials, layout, safety, maintainability, environment, stormwater management, site furnishings, trees and vegetation, trails, lighting, sports fields, courts, and playgrounds in addition to ASTM standards. 3.4.2. Develop BREC standard site construction and maintenance details for all baseline site improvement needs. 3.4.3. Clarify and communicate differences among community, neighborhood, and special use park types, including service areas, design, amenities, and operation. 3.4.4. Review best practices in park planning, design, and operation from other park systems, and incorporate those best practices into BREC’s guidelines.

3.5.

Capitalize on existing historic and cultural resources in BREC parks, and evaluate the potential of protecting additional historic and cultural resources that have recreational value. Cultural and historic resources often complement recreational activities. BREC should only play a primary role in the preservation of resources when there is synergy between preservation and recreation that furthers BREC’s mission. 3.5.1. Inventory historic and cultural resources in BREC parks to identify facilities that may be eligible for local landmark or national register designation. 3.5.2. Identify resources of potential historic significance that may need protection and have potential educational and interpretive components. 3.5.3. Establish historic and cultural resource design guidelines for the treatment of BREC historic and cultural resources, and implement a design review process that is consistent with historic and cultural resource design guidelines. 3.5.4. Establish an interpretive and education program plan and guidelines for individual facilities. 3.5.5. Use objective criteria to evaluate whether potential historic or cultural resources should be added to the BREC system (see Appendix E.).

3.6.

Implement BREC’s strategic plan for golf.

3.7.

Implement the strategic plan for BREC’s Baton Rouge Zoo.

Parks and Facilities

Getting hands on with animals. BRECâ€™s Baton Rouge Zoo

Natural Resources Strategic Direction 4: Strengthen and increase natural resource related recreational opportunities. East Baton Rouge Parish has many outstanding natural features that are not only scenic but great reservoirs for natural wildlife and plant life, such as bayous, wetlands, the Mississippi River, Comite River, Amite River, and Bayou Manchac.

BRECâ€™s Commitment to Natural Resources 92% of residents support conserving natural areas in East Baton Rouge Parish as part of the park system for outdoor recreational activities.

Since the development of its Natural Resources Management Plan in 1994, public surveys have revealed a strong mandate for BREC to manage areas that include unique forms of natural beauty. In a public survey, nearly 92% of respondents supported conserving natural areas in East Baton Rouge Parish as part of the park system for outdoor recreational activities. Surveys of the natural habitats of East Baton Rouge Parish indicate large amounts of habitat are being lost to land development. East Baton Rouge Parish has many outstanding natural features that are not only scenic but great reservoirs for natural wildlife and plant life, such as bayous, wetlands, the Mississippi River, Comite River, Amite River, and Bayou Manchac. The most significant achievements in the area of natural resource management since 1994 are the acquisition of land and development of the BREC Bluebonnet Swamp Nature Center in 1997; the partnership between BREC, the city of Baton Rouge, and the US Army Corps of Engineers to acquire and mitigate the Blackwater conservation area in 2003; and the acquisition of the Frenchtown Road conservation area by BREC in December of 2009.

2011 public survey

Benefits of Natural Resources A balanced ecosystem should have natural areas throughout the landscape, preferably connected together by greenways or linear parks. Intact natural systems perform multiple critical services beyond public enjoyment such as providing breathable air, drinkable water, a stable climate, and habitat; recycling waste; pollinating food crops; reducing negative stormwater, noise pollution, flooding, and greenhouse gas impacts; and lowering energy costs. Studies done by the National Recreation and Park Association (2010) and the Trust for Public Land (2009) have revealed that natural areas also provide economic benefits to communities that invest in them.

BREC Imagine Your Parks2

Aquatic Resources Comprised of over 437 miles of rivers, bayous, streams, creeks and canals, East Baton Rouge’s waterways present opportunities for new recreational experiences. The waterways include some of the parish’s most defining natural features. Within the parish, the three species currently listed as threatened or endangered by the U.S. Fish and Wildlife Service are aquatic wildlife (Inflated Heelsplitter, Pallid Sturgeon, and the Manatee).

Mississippi River The Mississippi River, the most significant natural feature of the parish and the State of Louisiana, defines the ever-changing western border of East Baton Rouge Parish. North of Southern University, the river is contained by tall bluffs forming the eastern edge of its floodplain. South of Southern University, levees keep the river from inundating the parish. Recreational opportunities include the multiuse path atop the levee from Downtown to Farr Park. Efforts are underway to expand the path beyond the southern boundary of the parish to New Orleans. Public access to the river is limited to the landing at downtown Baton Rouge.

Comite River From LA 10 near Clinton to the confluence with Whites Bayou, the Comite River is listed as a state scenic river. The Comite River corridor is primarily defined by upland hardwood forests, scattered blocks of bottomland hardwoods, mixed pine hardwoods and highly scattered open pastures. Fish and wildlife diversity is high. Four prehistoric Native American sites and a historic cemetery have been found along the Comite River. Substantial development along the lower stretches of the river impact scenic quality. Given the nearly constant water level along the Comite River and opportunities for fishing and paddling, the river is ideal for the initial development of a canoe trail. Existing BREC parks along the Comite River include Plank Road Park, the Blackwater Conservation Area, Comite River Park and the Frenchtown Road Conservation Area and could provide the public access for canoeing and kayaking. The Louisiana Department of Wildlife and Fisheries Waddill Outdoor Education Center also fronts Comite River and has expressed interest in partnering with BREC to develop a canoe launch.

The Amite River In East Baton Rouge Parish, the Amite River is approximately 52.9 miles long and defines the parish’s eastern boundary. Significant mining operations along the river in the northern parts of the parish has led to degraded water quality and reduced habitat for the threatened Inflated Heelsplitter. Limited habitat for the Inflated Heelsplitter remains in the lower Amite River. The Amite River is popular for fishing and outdoor recreation but opportunities are limited by a lack of public access to the river. At the confluence of the Comite and Amite Rivers, BREC has acquired the 496 acre Frenchtown Road Conservation Area. The park has the potential to provide access to the rivers and nature trails. Future conservation areas along the Amite River could be considered for acquisition to allow for development of a blueway.

Bayou Manchac Forming the border between East Baton Rouge Parish and Iberville and Ascension Parishes to the south, Bayou Manchac has largely been converted from forest to agricultural fields. West of I-10, the Bayou is wooded on both sides for about two miles and is actively used by a nesting pair of bald eagles. If acquisition of land in this area is feasible, a partnership between parishes could create a major conservation area on both sides of the Bayou. Bayou Manchac also has extraordinary historical significance. Around 6000 BC, early hunter-gatherers arrived in the rich Bluff Swamp near Alligator Bayou, Spanish Lake, and Bayou Manchac. The area where Alligator Bayou joins Bayou Manchac was named Anatamaha (“Fish Place”) and served as a Native American seat of power and trade between 500 BC and 1500 AD. The first recorded European use of the Bayou Manchac and Amite River route to the Gulf was in 1699 by Pierre le Moyne. William Bartram, famous naturalist and botanist, traveled Bayou Manchac in 1775 and described the area as a “grand forest: the trees of first order in magnitude and beauty”. In 1814, General Andrew Jackson ordered Bayou Manchac closed where it joins the Mississippi so that it would be impossible for the British to navigate it. The National Trail Systems Act, passed by Congress in 2009, authorized the Department of Interior to evaluate trails for possible inclusion

Admiring the stillness of the Amite River. Frenchtown Road Conservation Area

Exploring Bayou Manchac. BREC Explores at Airline Highway Park

Natural Resources

as National Trails, including the William Bartram Trail, for the purpose of determining the feasibility and desirability of designating other trails as national scenic or national historic trails. The study will determine if the trail or route which was established by historic use is historically significant, is of national significance with respect to any of several broad facets of American history, and if it has significant potential for public recreational

Figure 21. East Baton Rouge Parishâ€™s network of water resources is anchored by four main water bodies. Rivers, Bayous, Streams, Creeks, and Canals

use or historic interest based on historic interpretation and appreciation. The Bayou presents the potential for a long distance canoe or kayak trip from the Mississippi River to Pass Manchac. Opportunities could range from competitive races to long distance events building on potential partnerships with other parishes to develop canoe launches and facilities along the Bayou.

BREC Imagine Your Parks2

Terrestrial Habitats Historically, East Baton Rouge Parish has had one of the most diverse vegetative habitats parishes in the state. The Louisiana Department of Wildlife and Fisheries is the state agency responsible for the development and implementation of the state Comprehensive Wildlife Conservation Strategy, a blueprint guiding the state’s management actions for Louisiana’s fish and wildlife species with emphasis on conservation concern and associated vegetative habitats they depend on. The Louisiana Department of Wildlife and Fisheries and the Louisiana Natural Heritage Program have identified seven natural vegetation communities that occur in East Baton Rouge Parish that are rare.

Bottomland Hardwood Forest Bottomland Hardwood Forests are forested, alluvial wetlands occupying broad floodplain areas flanking large river systems. They are ranked globally as apparently secure or secure. In Louisiana, they are classified as apparently secure. This habitat is found throughout Louisiana but is predominant in the Mississippi River Alluvial Plain. Clearing for agricultural production has largely led to bottom hardwood forest fragmentation and decline. Statewide, bottomland hardwood forest loss is estimated to be 50 to 75% of the original pre-settlement acreage. Most remaining large tracts are either second or third generation stands.

Cypress-Tupelo Swamps Cypress-Tupelo Swamps are ranked globally as between vulnerable and secure. In Louisiana, they are classified as apparently secure. Although the historic extent of these swamps has shrunk considerably, sizeable areas of Cypress-Tupelo swamps remain throughout Louisiana. Governor Kathleen Blanco convened a 2005 Science Working Group to study the state’s coastal wetland forest sustainability. The report concluded that massive changes in hydrology have greatly impacted Louisiana’s Cypress Forests ability to regenerate—nearly 80% of the Cypress habitat will not be able to naturally regenerate.

Prairie Terrace Loess Forest Prairie Terrace Loess Forests are ranked globally as imperiled. In Louisiana, they are classified as critically imperiled. The forest’s range is limited to the East Gulf Coastal Plain in Louisiana occurring in a very narrow range

in Livingston, East Baton Rouge, and perhaps Ascension Parish. Pre-settlement acreage was estimated at 500,000 to 1,000,000 acres with only 1 to 5% currently remaining. Following initial conversion to agricultural uses and recent clearing for residential, commercial and industrial development, intact areas of the Prairie Terrace Loess Forest are relatively rare.

Small Stream Forest Small Stream Forests are narrow wetland forests occurring along small rivers and large creeks. They are ranked globally and in Louisiana as vulnerable. Agricultural uses, timber harvesting, and extreme susceptibility to damage has led to loss, degradation and fragmentation. Only 25 to 50% of Louisiana’s original small stream forests remain intact.

Spruce-Pine Hardwood Flatwood Spruce-Pine Hardwood Flatwoods are ranked globally as imperiled to critically imperiled, In Louisiana, they are classified as critically imperiled. This habitat is restricted to the East Gulf Coastal Plain in Louisiana and occurs in East Baton Rouge Parish. Conversion to commercial and residential present the habitat’s biggest threat. Only 10% of the 50100,000 pre-settlement acres remain.

Shortleaf Pine/Oak-Hickory Forest Shortleaf Pine/Oak-Hickory Forests occur on dry hills, principally in central and northern Louisiana, although they may occur sporadically in the Florida parishes. They are ranked globally as vulnerable to imperiled. In Louisiana, they are classified as critically imperiled. Conversion to agriculture has made these forest areas very vulnerable to extirpation. Historically, there were 4 to 6 million acres of this community in Louisiana. Only 5 to 10% of these remain today.

Additional Terrestrial Habitats Historically, the longleaf pine community was found in East Baton Rouge Parish. Although no longleaf pine forest remains in the parish, the community was historically found in the parish’s northeastern portion. The longleaf pine forest was harvested and replaced with a slash and spruce pine community.

Natural Resources

Native Wildlife Animal species are largely dependent on habitats available. While many species are adapted to living in “edge” habitats, other species require larger territories of anywhere from 25 wooded acres to over 75 acres of contiguous woodlands. Species dependent on larger territories are experiencing declines in population due to reduction of large forested areas.

Changing Cow Oak and Beech fall colors. Frenchtown Road Conservation Area

Habitat loss is the most significant cause of loss of species diversity. Development in East Baton Rouge Parish has caused a reduction in the diversity and density of animals in the parish. The loss of longleaf pine habitat has resulted in hundreds of species of plants and animals becoming extinct in the parish. While coyotes, bobcats, red foxes and deer are still found in the parish, black bears are rarely seen, and panthers and wolfs are no longer found in the parish. Conservation of large forested areas and preservation of other natural areas, such as swamps or marsh lands, will provide necessary acreage for the diverse animal species associated with these types of habitats. After discovering a pair of Bald Eagles nesting at the BREC Farr Park Equestrian Center in early 2012, BREC consulted with the US Fish and Wildlife Service and have since implemented best management practices recommended for landowners in the National Bald Eagle Management Guidelines. Several species that

Taking a migration break. Hummingbirds at St. Francisville

Hiding in its shell. Turtle Found During Winter Camp at Bluebonnet Swamp Nature Center

are listed as in peril by the Louisiana Natural Heritage Program are known to occur at several BREC Conservation Areas, including the Prothonatory Warbler, Painted Bunting, Yellowbilled Cuckoo, Yellow-throated Vireo, Northern Parula, Prairie Warbler, Worm-eating Warbler, Louisiana Waterthrush, Kentucky Warbler, and the Hooded Warbler. The Baton Rouge Audubon Society documents birds by month and year on the eBird website. At Bluebonnet Swamp, the Baton Rouge Audubon Society has documented the presence of the following rare birds: Redhead, Clapper Rail, Northern Parula, Prothonatary Warbler, Worm-eating Warbler, and Painted Bunting at the Blackwater Conservation Area. Bluebonnet Swamp also provides habitat to the Seminole crescent Butterfly, which is listed as a species that is possibly in peril in Louisiana, but whose status is uncertain due to a lack of information. Members of the North American Field Herpetology and Louisiana State University have studied reptiles and amphibians at BREC’s Frenchtown Road Conservation Area since 2010. Researchers have identified 21 species of amphibians and 29 species reptiles, including six species of native salamander; fifteen species of frogs and toads; nineteen species of lizards and snakes; and ten species of turtles.

BREC Imagine Your Parks2

Learning about wildlife. Bluebonnet Swamp Swamp Camp

Natural Resources Programs Founded in 1997, the Bluebonnet Swamp Nature Center has served as BREC’s center for environmental education and interpretive programs. At the center, BREC has primarily provided educational programs for school group tours and summer camps. Throughout the summer, Bluebonnet staff facilitate week-long summer camp programming. For the past five years, Nature Center attendance has averaged just over 20,000 and continues to steadily increase. Bluebonnet staff have expanded their reach beyond Bluebonnet to engage thousands of participants through off-site programs, including Louisiana Earth Day, Boy Scout and Girl Scout programs, East Baton Rouge school science fairs, Ocean Commotion at LSU, International Astronomy Day, National Hunting and Fishing Day, and LSU classes.

Conservation Research and Outreach As BREC’s first managed conservation area, Bluebonnet Swamp is the center of its conservation efforts and is BREC’s most studied conservation area. Through partnerships with the Baton Rouge Audubon Society and BREC, the Bluebonnet Bird Monitoring Program was founded by LSU’s School of Renewable Resources. Monthly bird banding has resulted in detailed demographic analysis and has taught children about conservation, ornithology, and ecology. In addition to Bluebonnet Swamp, Frenchtown Road conservation area and Blackwater conservation area have been studied and surveyed by local scientists and professors at LSU. Blackwater Conservation Area and Burbank Soccer Complex have also been surveyed for local fauna with the help of LSU professors and students.

Stewardship The BREC Conservation Department has partnered with schools, nonprofit organizations, individuals, local universities, scouts, and others interested in the environment to create a culture of conservation in East Baton Rouge. In 2011, the BREC Conservation Department hosted 13 conservation stewardship events or projects that benefitted BREC conservation areas where over 400 volunteers donated their time to plant native tree seedlings; assemble and install benches and fishing line recycling stations; remove bags and larger pieces of garbage from lakes, bayous, and rivers; control invasive Chinese Privet and Tallow Trees; and raise money to support Gulf oil spill animal rescue and rehabilitation efforts.

Natural Resources

Action Plan 4.1.

Implement BREC’s Natural Resources Management Plan.

4.2.

Develop and implement a land acquisition and easement program focused on creating a connected parish-wide network of natural resources, particularly greenway and blueway corridors. Land-based and aquatic resources are part of interconnected natural systems. Ensuring that connected greenways and blueways are preserved allows these systems to function better as habitat, healthy watersheds and riparian buffers, and nature-based recreation. A number of public and stakeholder comments emphasized the desire for multiple water access points along traversable blueway corridors. 4.2.1. Convene a working group of land owners, environmental organizations, trusts, greenway and waterway user groups, and policy makers as needed to develop a strategy for greater protection of natural resources and providing public access to key river and stream corridors. 4.2.2. Update and prioritize lands for BREC acquisition or easements based on defined criteria (e.g., habitat value, stormwater management, adjacency to existing parks or open space corridors, recreational value, connectivity) as outlined in BREC’s Natural Resource Management Plan.

What does BREC need to improve upon? “Canoe/kayak launches” “Waterway access for paddle sports” “Bayou blueways” public meeting participants

4.2.3. Study and provide support facilities such as canoe launches for a blueway system to allow access for active canoeing, kayaking, and stewardship projects primarily on the Comite River, Amite River, Bayou Fountain, and Bayou Manchac. 4.3.

Use a holistic approach to managing natural resources within BREC parks. Protecting land and water resources from development and other uses is only part of ensuring that natural systems are preserved and function correctly. Neighbors, visitors, and staff must all be aware of the impact their actions have on BREC’s natural resources. 4.3.1. Develop management plans for each conservation area. 4.3.2. Educate BREC staff in all divisions on natural resource management objectives. 4.3.3. Integrate staff and department practices including operations, natural resource management, and park planning to ensure protection of natural resources. 4.3.4. Work with partners to inventory baseline conditions of natural communities within parks using GIS, and identify areas of concern within local catchment areas that negatively affect those resources. 4.3.5. Continue to establish ecological performance measures for systematic long term monitoring and assessment of key terrestrial and aquatic resources. 4.3.6. Consider limiting or restricting access to parts of parks that have high natural resource values as part of the park master planning process. 4.3.7. Proactively educate and develop cooperative solutions with surrounding property owners and others to address their impacts on natural resources within the parks. 4.3.8. Educate and involve community partners (volunteers, community groups, conservation organizations, universities, youth programs, etc.) in natural resource restoration and management activities. 4.3.9. Provide BREC Rangers with information on policies and regulations regarding the protection of natural resources to increase enforcement. 4.3.10. Continue the use of best management practices and pilot projects for cleaning waterways through public education. If pilots are successful, work with partners to implement practices parish-wide.

BREC Imagine Your Parks2

4.4.

Integrate natural resource interpretation as a key component of programming in BREC parks. Interpretation is a tool for connecting people with nature. Through these connections, people are more likely to support and become involved in stewardship of these resources and less likely to engage in activities that threaten natural resources. 4.4.1. Develop a system-wide natural resource interpretive plan. 4.4.2. Educate additional BREC staff on fundamentals of natural resource interpretation. 4.4.3. Work with community partners (volunteers, community groups, conservation organizations, universities, youth programs, etc.) to develop and implement interpretive programs. (See Strategic Direction 7.) 4.4.4. Implement interpretive signage in relevant parks about water pollution and unlawful hunting, fishing, or other consumption of natural resources. 4.4.5. Improve on basic messaging about the physical and mental health benefits of the natural environment. 4.4.6. Work with research partners to measure the benefits of BRECâ€™s natural resources and conservation areas, and communicate these benefits to staff and to the public.

4.5.

Foster, develop, and promote nature-based education and recreation programming across ages and skill levels. An interest in the environment is often borne out of exposure to and understanding of natural resources. There is potential to have the greatest impact on instilling an environmental ethic at a young age. By providing nature-based education and recreation programming across ages and skill levels, BREC has the opportunity to develop the next generation of environmental stewards. 4.5.1. Explore nature-based pre-school and after school interpretive opportunities. 4.5.2. Continue to foster and expand the BREC Out program with local schools. 4.5.3. Model additional programs on the success of the Paddle Up! program, which has multiple levels of development and takes advantage of multiple BREC facilities. 4.5.4. Promote outdoor leadership training to better connect teens and young adults to nature.

4.6.

Promote conservation stewardship volunteerism that provides opportunities for individuals and organizations to leave a positive legacy in the park system. BREC is not alone in working to promote environmental stewardship. Aligning BRECâ€™s efforts with those of partners can allow existing resources to generate a bigger impact. 4.6.1. Identify opportunities for conservation stewardship activities, such as recycling at large BREC events, removing garbage from lakes or parks, planting trees, or removing invasive plants. 4.6.2. Expand efforts to develop collaborative relationships and partnerships with community groups, businesses, service clubs, and other groups that are not currently engaged in conservation stewardship activities. 4.6.3. Maintain a list of specific conservation projects that are achievable by volunteers that support meaningful efforts consistent with management plans for BREC conservation areas.

Natural Resources

Interpreting classes of bugs. Outdoor Adventure Campers at Frenchtown Road Conservation Area

BREC Imagine Your Parks2

4.7.

Build on BREC’s “Geaux Green” movement to strengthen sustainability policies across the organization. Resource consumption has a direct impact on natural resources within the parish and beyond. Incorporating best sustainability practices into BREC’s “Geaux Green” movement can decrease BREC’s environmental footprint, reduce costs, and serve as a model to other organizations and citizens for how to change their own practices. 4.7.1. Develop, or strengthen, and implement policies that target waste reduction, recycling, reduced greenhouse gas emissions, reduced energy usage, reduced water consumption, and light pollution. 4.7.2. Study effective procedures and activities that could benefit BREC and the public, and conduct pilot projects to determine effectiveness for system-wide application. 4.7.3. Communicate progress throughout the BREC system to staff and to the public.

What does BREC need to improve upon? “Capped and shielded lighting. Save money and [the] night sky.” public meeting participant

Having fun and promoting environmental stewardship. Frenchtown Road Conservation Area

Natural Resources

â€œGeauxing greenâ€? by reusing barrels as recycling bins. Burbank Park

Trails Strategic Direction 5: Enhance connectivity by improving the network of multi-use trails to, within, and between parks and community assets. Above all facilities and actions that BREC could take moving forward, the public and stakeholders in East Baton Rouge Parish resoundingly asked for a network of walking and biking trails. This follows a national trend in trails being the most desired amenities. While BREC already has an established and growing system of trails internal to its parks, there is not yet a cohesive, safe system of trails to link parks together across the parish. The Capital Area Pathways Project (CAPP) is BREC’s nascent program to develop such a system.

Capital Area Pathways Project What does BREC need to improve upon? “Connectivity. Easy access from surrounding neighborhoods... [and a] park to park trail system.” public meeting participant

BREC’s Capital Area Pathways Project (CAPP) is an initiative to identify routes and build a network of trails and greenways throughout East Baton Rouge Parish, including planning for linking into surrounding parishes. BREC held public workshops to identify possible trail corridors.

Wards Creek Trail The site selected for the first multi-modal linear park trail is a corridor along Wards Creek. The BREC Commission unanimously approved the project concept in January 2008. This trail corridor was chosen because it is in a highly visible location, the land owners are in support of the project, the project links many destinations and serves many different land uses, construction can be quickly accomplished, and it has potential for future growth. Phase one of the 2.2-mile trail is nearly complete. The 12-foot-wide concrete pathway is designed for walking, jogging, and cycling and will extend from the Mall of Louisiana at Bluebonnet Boulevard to Siegen Lane. Future plans are to expand the trail and develop a 7.4-mile loop to connect to two regional hospitals, BREC’s Perkins Road Community Park, Pennington Biomedical Research Center, the LSU Rural Life Museum and various retail centers.

BREC Imagine Your Parks2

Action Plan 5.1.

Take a lead role in facilitating the development of a complete parish-wide multi-use trail network. Trails are a unique type of facility in form and function. Trails require rights-of-way or easements that cross properties with different owners, and they serve multiple purposes, including recreation and transportation. As such, the development and maintenance of trails is often split among many entities. In East Baton Rouge Parish, planning, transportation, and public works partners have stakes in trails along with BREC. However, to date, no single entity has taken a leadership role. BREC has the capacity and expertise to assume a leadership role in the development of a parish-wide trail network plan and work with its partners to facilitate its implementation. 5.1.1. Complete development of a parish trail network plan. 5.1.2. With priority on existing Capital Area Pathways Project initiatives, support and advocate for the implementation of ongoing trail efforts such as the Mississippi River levee trail, the Downtown Greenway, the Medical Loop, and the Highway 19 rail trail. 5.1.3. Name major spine trails and secondary trails so they have identities that can be used in marketing the trail network. 5.1.4. Work with municipal public works departments, the Capital Region Planning Commission, and other partners to prepare an implementation plan that assigns responsibilities for developing and managing segments of the parish trail network. 5.1.5. Involve trail user groups in the planning, implementation, and maintenance of the parish trail network. 5.1.6. Develop an informational piece for potential land owners that informs about recreational land corridors. 5.1.7. Under Planning and Engineering, hire a trail planner to spearhead greenway and blueway trail development.

“We need more hiking / biking paths... to connect parks and stores and living areas” public meeting participant

“Work with the city-parish to designate routes.” online forum participant

Trails

Providing paths for walking and biking. Woodlawn Park

BREC Imagine Your Parks2

5.2.

Continue to expand trail experiences within parks. Though the focus in Imagine Your Parks2 is on developing a parish-wide trail network, BREC should continue to enhance its intra-park trails. Providing multiple trail experiences within a single park and ensuring that visitors know what experiences are available can help increase park usage. 5.2.1. With practicality and efficiency, develop park trail plans to provide experiences that appeal to a variety of skill levels and modes. Consider a combination of loop and linear trails and reducing conflicts between modes. 5.2.2. Ensure clear signage in parks that alerts users to available trails, their hierarchy, and destinations that can be reached. 5.2.3. Develop a BREC trail management plan that addresses maintenance, safety, cost recovery, marketing, and a planning/decision-making process.

5.3.

Improve connections to and between BREC parks. A trail network that connects BREC parks has the opportunity to greatly expand the experiences available to residents of the parish. Not only does the trail itself provide a new experience, but the connections make experiences at multiple parks more accessible. And, ensuring that there are clear, safe connections from neighborhoods to parks makes nearby neighbors more likely to use the BREC system. 5.3.1. Identify, develop, and manage priority segments of the parish trail network that link two or more BREC parks. 5.3.2. Work with partners to secure funding for better trail, bike lane, and sidewalk connections between neighborhoods and BREC parks.

If you could change one thing about our parks, what would it be? “Connect them!” online forum top idea

5.3.3. Connect to adjacent trail systems beyond the parish. 5.4.

Establish a trail use monitoring methodology. As the East Baton Rouge Parish trail network starts to take form, it is critical to learn what is successful about segments that are built and what can be improved upon moving forward. 5.4.1. Build upon the infrared trail counter system being implemented on the wards Creek trail, and expand this system to other trail segments to gather consistent long-term data. 5.4.2. Continue to develop and implement a trail use observation procedure to be used by staff and volunteers (e.g., trail use form, schedule, safety measures, surveys). 5.4.3. Use gathered trail data to help guide the trail system planning process, secure outside funding, and garner support for future trail development.

5.5.

Develop trail standards for parish trails. Trail standards ensure a degree of consistency in experience from one trail to the next. Whether BREC or one of its partners implements a trail in the parish, it should meet these minimum standards. Standards are typically flexible enough to allow some degree of tailoring to individual trail identity or environmental conditions. 5.5.1. Define signage / branding standards. 5.5.2. Define construction standards. 5.5.3. Define maintenance standards.

“BREC should have signs for bikers, walkers, and drivers letting them know how to get to the park.” public meeting participant

Trails

5.6.

Provide the community with materials and information that demonstrate the many benefits of a good recreational (and transportation) trail system. Even in the face of a public groundswell of support for additional trails, BREC should be prepared for questions from some members of the community about trail locations, usage, and safety. 5.6.1. Taking advantage of broadly available research as well as data gathered through the monitoring of BRECâ€™s own trails, compile descriptions of the many benefits of trail systems. 5.6.2. Disseminate answers to frequently asked questions about trails and their benefits across different media (e.g., on the BREC website, in written materials, for presentations, and for staff educational pieces).

Implementing clear signage for parish trails. Levee Trailhead at Farr Park

Marketing and Communication Strategic Direction 6: Increase local awareness of BREC’s programs and facilities and the overall value of BREC. BREC provides integral park and recreation services for the citizens of East Baton Rouge Parish. In the 2009 public survey, over 86% of respondents said that BREC parks and recreational facilities benefited them directly. Yet, throughout the Imagine Your Parks2 process, citizens and stakeholders frequently indicated they were unaware of the myriad of parks, facilities, and programs that BREC offers.

Action Plan 6.1.

Annually update BREC’s marketing plan. BREC’s offerings, public interests, and communication tools are constantly evolving. Marketing strategies should be regularly updated to ensure the most current messages are being disseminated using the most effective tools available. 6.1.1. Continue to incorporate marketing research into annual marketing strategies, including sharing results with staff and using the information to make informed decisions. 6.1.2. Reevaluate marketing methods to increase visitation where appropriate, reach a broader audience, and generate more income from key revenue-producing attractions. 6.1.3. Update marketing-related priorities, performance measures, and outcomes to be achieved within appropriate timelines given the staff resources available. 6.1.4. Within industry standards, determine a marketing operational budget sufficient to meet desired outcomes, including new revenue sources to support marketing related services. 6.1.5. Continue to evaluate revenues and levels of use of attractions, programs, and facilities in relation to outlays for marketing, communications, and advertising. 6.1.6. Ensure fairness and equitability in distributing marketing resources. 6.1.7. Evaluate the “It All Starts with BREC” tag line to determine if it should continue to be used or replaced.

BREC Imagine Your Parks2

6.2.

Develop new marketing and communication materials that highlight the benefits of BREC programs, facilities, and services and inspire users to participate more often. Marketing and communication materials should not just inform current and potential users about what BREC has to offer but inspire them to participate. 6.2.1. Continue to review the most effective uses of electronic and social media for marketing and informational purposes. 6.2.2. Highlight health and wellness benefits of BREC programs in all informational materials. 6.2.3. Develop new information about all facilities and experiences available systemwide, with an emphasis on special use facilities. 6.2.4. Continue to seek outside funding sources to support promotional materials and advertising costs.

6.3.

Proactively engage communities (residents, businesses, schools, health centers, religious communities, etc.) adjacent to BREC parks and facilities about the benefits of BREC programs, facilities, and services and inspire users to participate more often. Some marketing and communication strategies work parish-wide. However, the most frequent way parish residents learn about the services offered by BREC is from friends and neighbors, indicating the effectiveness of tailored local communication. 6.3.1. Identify existing and potential user groups and partners for each park, coordinate programs, and determine targets for focused engagement to increase use and awareness of facilities and services. 6.3.2. Adapt strategies developed in the system-wide marketing plan (See 6.1.) and new informational materials (See 6.2.) to reach identified communities around each park. 6.3.3. Coordinate with local municipal and community organizations and institutions to disseminate information to and gather feedback from target communities on BREC programs and facilities. 6.3.4. Establish a strategy for each park, facility, and program area to increase volunteer activity and support as part of the community engagement strategy.

6.4.

Work with regional tourism and economic development organizations to market BREC parks and facilities as destinations for visitors from the region and beyond. BREC’s parks and facilities offer affordable, high caliber experiences that receive positive feedback from users. An opportunity exists to capitalize on BREC’s value and quality to attract visitors to the parish, recoup costs, and stimulate the local economy. 6.4.1. Work with Visit Baton Rouge and area chambers of commerce to strengthen BREC’s contribution to regional marketing efforts. 6.4.2. Develop new special events and recreation opportunities offered by BREC as part of a regional economic strategy. 6.4.3. Cross-market BREC destinations, including BREC’s Baton Rouge Zoo, with other regional attractions to encourage visitors to spend time and money in the parish. 6.4.4. Enhance and extend the BREC brand through effective signage, wayfinding, and communication on a regional and state-wide basis. 6.4.5. Work with the Department of Public Works and the Department of Transportation and Development to place highway and street signs to direct residents and visitors to BREC parks and special facilities.

The most frequent way parish residents learn about the services offered by BREC is from friends and neighbors. 2013 public survey

Marketing and Communication

6.5.

Evaluate and enhance BREC’s online and social media presence. With the growing use of online and social media by the public and the quickness with which those media evolve, BREC should continue to improve the way in which it engages with and takes advantage of these tools. 6.5.1. Continue to evaluate the BREC website’s ease of use, intuitiveness, searchability, and informational quality. 6.5.2. Incorporate an interactive map of the parish into the BREC website, with links to each park. 6.5.3. Evaluate the quality of search results from major search engines with regard to BREC’s website and social media. 6.5.4. Cross-promote BREC offerings on partners’ websites and social media accounts, including those of local governments and community organizations. 6.5.5. Benchmark other park systems and relevant providers for best practices in the use of social media.

Highlighting why parks are important. BREC Website

Partnerships Strategic Direction 7: Work with partners and the BREC Foundation to achieve common goals and leverage resources. Public, private, and nonprofit institutions, including park and recreation agencies, are increasingly looking to partnerships to deliver more efficient and effective services to customers. By strengthening existing partnerships and identifying common goals with new partners, BREC can leverage its resources to make limited funding stretch further.

Public Expectations and Support While BREC, a special district with its own taxing authority, has not been greatly impacted by the reduction in traditional sources of funding for parks and recreation from the federal, state, and local governments, BREC has not been immune from a decrease in citizen support for government taxes. As resources become more limited and scrutinized, park and recreation agencies need to have access to a broad spectrum of skills, tools, and informationâ€”many of which are located outside of the agency itself. These and other factors have encouraged the growth of partnerships.

Example BREC Partnerships BREC should continue to partner with public, private, and nonprofit organizations that have common goals and whose complementary resources can result in mutual benefits. The following are examples of successful BREC partnerships.

Public/Private Partnerships In 2012, BREC partnered with the Team Automotive Group and the Baton Rouge Basketball and Volleyball Association to build a new 30,000 square foot recreation complex in BRECâ€™s Perkins Road Community Park. The complex is the largest indoor basketball complex in Baton Rouge and the largest indoor volleyball complex in all of Louisiana.

Public/Nonprofit Partnerships In 2014, BREC partnered with the nonprofit Cancer Services and its affiliate group the Lauren Savoy Olinde Foundation to provide sun shade structures over a playground at Perkins Road Community Park. The nonprofit provided the funds to purchase and install the structures, and BREC provided the initial labor required for the footings of the shade structures as well as the location for the project.

BREC Imagine Your Parks2

Public/Public Partnerships BREC partners with the local school district for use of the district’s athletic field to host BREC junior tackle football. BREC makes its recreational facilities available for students after school to complete their homework and participate in recreational activities. BREC recently renovated three of its swimming pools and partners with the YMCA to operate them.

Community Partnerships Community partnerships involve residents of local communities to jointly address how BREC can contribute to solving local park and recreation issues. BREC has recently increased its efforts in this area by engaging community partners and citizens to serve as community councils for individual park and recreation centers.

Partnership Opportunities Programming Cooperative programming efforts include innovative joint programming for special events and reoccurring programs and activities.

Joint Use Facilities Joint use facilities are can be used by BREC and its partners through a cost-sharing agreement. Examples include the regular use of athletic fields by sports associations.

Expertise BREC can offer its expertise—for example, in health and wellness programs—in exchange for the expertise of its partners.

Funding Financing partnerships span a range of opportunities, including sponsorship, naming rights, capital subsidy, and usage fees.

Information BREC has valuable information about needs and trends and valuable input from the public and key stakeholders from the Imagine Your Parks2 process. As BREC continues to move in the strategic directions outlined, BREC should look to leverage this information and its resources with potential partners to help achieve its goals.

Action Plan 7.1.

Support and strengthen BREC’s robust volunteer program. BREC’s volunteers are playing a growing role in parks, taking on responsibilities that free up BREC’s resources for other purposes. As the volunteer program grows, clear policies and tracking should be employed to ensure beneficial experiences for BREC, volunteers, and park users. 7.1.1. Involve volunteers in cross-training to increase their skill sets and allow for flexibility of work assignments. 7.1.2. Develop a reward and recognition system for volunteers, and summarize volunteer recognition policies in the BREC volunteer policy document.

Recognizing partnerships with clear messaging. BREC Howell Place Gym at the ExxonMobil YMCA

Partnerships

Volunteering to beautify Independence Community Park. CohnReznick Volunteer Project at Independence Botanic Gardens

7.1.3. Regularly update volunteer position descriptions and life cycle procedures. 7.1.4. Add end-of-life-cycle process steps to the BREC volunteer policy to track resignations and terminations and their reasons. 7.1.5. Categorize and track volunteers by type and extent of work (e.g., regular volunteers, special event volunteers, episodic volunteers, volunteer interns).

“Engage volunteers from user groups.” public meeting participant

7.1.6. Encourage BREC employees to volunteer in the community. 7.1.7. Periodically identify, evaluate, or revise tactics of the volunteer services program to better support BREC’s mission. 7.2.

Ensure BREC and its partners have fair and equitable relationships. Partnerships are only successful when parties have common goals, missions, and interests; objectives and expectations are clearly stated; there is clear and frequent communication; and each party is contributing in kind funding, services, or expertise. 7.2.1. Formalize and continually maintain partnership agreements that define equitable public, not for profit, and private partner contributions and desired outcomes of each party, and monitor them at least annually, or as needed. 7.2.2. Assign a liaison from BREC to work with each partner, and ensure each partner has a liaison identified to work with BREC. 7.2.3. Track and regularly share costs and measurable outcomes of partnership agreements. Post these as part of the annual report process. 7.2.4. Define conditions for recognition of BREC’s involvement in a partnership and for use of BREC’s logo. 7.2.5. Define when financial data from partners must be provided to BREC to regularly track costs and measurable outcomes of partnership agreements. 7.2.6. Develop a partnership manual that defines thresholds for formal and informal partnerships, which volunteer efforts need screening, and policies on sponsorship, naming, and tree donation. 7.2.7. Continue ongoing efforts to identify prospective partners and evaluate whether their mission, goals, objectives, and image are compatible with BREC’s.

BREC Imagine Your Parks2

7.2.8. Encourage BREC commissioners and staff to invite new and balanced partnerships. 7.2.9. Establish appropriate and balanced exclusivity agreements, where appropriate and consistent with BRECâ€™s mission and vision. 7.3.

Streamline the processes of identifying areas in need of donor support and reaching out to donors to provide support. As resources generally become more limited, BREC is not alone in looking for outside funding support. In collaboration with the BREC Foundation, BREC should develop a clear understanding of what existing and potential donors are available, what areas need donor support, what other entities will be contacting those donors, and how to best to leverage other partnerships to strengthen donor requests. 7.3.1. Identify and prioritize capital improvement projects that could benefit from donor support, based on costs and benefits, and update the list at least every five years. 7.3.2. Identify and prioritize programs and special events that could benefit from donor support, based on costs and benefits, and update the list annually. 7.3.3. Develop sponsorship proposals to help underwrite and offset operating cost for programs and services. 7.3.4. Identify and prioritize programs that need financial assistance. 7.3.5. Work with organizational partners and supporters to develop protocols for when and what can be done by each entity to solicit support from the limited donor base. 7.3.6. Develop a donor outreach strategy, including informational materials tailored to donors. 7.3.7. Track donorsâ€™ involvement with BREC. 7.3.8. Explore the feasibility of increasing support of programs and facilities from utility providers.

Partnerships

Providing after school space for homework and recreation. Youth 360 After School Program

Maintenance and Operations Strategic Direction 8: Ensure that BREC’s parks and facilities are operated and maintained efficiently and according to best practices and to defined standards for park types. BREC maintains over 180 parks covering nearly 6500 acres of land throughout East Baton Rouge Parish. Due to the wide variety of park facilities within the BREC system there is a corresponding wide range of maintenance needs. BREC’s approach to maintenance is constantly reviewed and adapted to maintain efficiency and meet the fluid expectations of the public.

Maintenance Responsibilities Most maintenance needs are handled by the Park Operations Department, but some areas have specialized maintenance staff such as the Zoo and BREC golf courses. The Park Operations Department has staff that has expertise in building trades, horticulture, arboriculture, sports turf, fleet management, and grounds. BREC utilizes a system of both contracted labor and inhouse labor to maintain its facilities in as efficient manner as possible.

Internal Values BREC’s internal values define the way in which it supports its staff’s professional growth and development: •

pride: feeling gratified by one’s individual contributions and BREC’s work

•

trust: believing in others’ character, abilities, and commitment to BREC’s mission

•

respect: treating others with consideration

•

recognition: acknowledging work done well

•

collaboration: working with others to achieve mutual goals

•

engagement: seeking feedback and direction from BREC employees

•

empowerment: enabling individual responsibility and accountability

•

accountability: accepting personal responsibility for one’s actions

•

responsibility: taking ownership of a set of duties or obligations

BREC Imagine Your Parks2

Action Plan 8.1.

Review staffing annually to ensure that staffing levels are in line with operational and maintenance needs. BREC’s staffing needs vary by time of year and projects that are underway. For example, certain popular programs such as summer camps are only offered seasonally, requiring additional staff. 8.1.1. Evaluate staff levels season by season to ensure each shop is staffed properly for the upcoming seasonal needs. 8.1.2. Actively recruit qualified staff to fill open positions.

8.2.

Provide regular training to ensure that staff have the skills to effectively operate and maintain BREC facilities. Training was mentioned at a number of staff meetings during the planning process. Employees want to grow with BREC and seek opportunities for professional development to do so. 8.2.1. Conduct training that is job specific for each different discipline (e.g., trades, grounds arborists, horticulture). 8.2.2. Continue use of online “training calendar” for all shops. 8.2.3. Conduct training for janitorial staff that is job specific.

8.3.

Continue to consider operational and maintenance requirements as critical factors in park planning and design. While capital costs are often at the forefront of planning for park improvements, it is critical to also consider operational and maintenance costs. Doing so ensures that facilities that BREC invests in continue to perform as designed. 8.3.1. Continue regular meetings with Planning and Engineering staff to voice maintenance needs during planning and design stages.

8.4.

Pursue increased funding for major maintenance activities, replacement of aging infrastructure, and equipment. As noted in the fiscal responsibility strategic direction, BREC’s resources only stretch so far. Maintenance, as with other areas of BREC, should seek out additional funding sources and ways to generate revenue to defray maintenance costs. 8.4.1. Pursue leasing opportunities for equipment. 8.4.2. Evaluate areas of possible revenue generation from maintenance activities.

8.5.

Continue to search for improved methods of maintaining the system that will better utilize resources or increase quality. Maintenance practices are constantly changing—from improvements to equipment to changes in best practices that require less frequent service. In addition, BREC should continue to evaluate on a case by case basis whether in-house or contracting maintenance services are more cost effective. 8.5.1. Evaluate new contracting opportunities. 8.5.2. Evaluate performance and justification of existing contracts against in-house sourcing.

Partnerships

8.5.3. Evaluate effectiveness of in-house service methods. 8.5.4. Stay abreast of developing maintenance industry methods, equipment, and changes via trade shows, publications, media, and networking. 8.6.

Strengthen BRECâ€™s information technology systems. Changes in technology and information management can positively impact the way BREC operates and the way that parish residents interact with BREC. As the use of these systems become more widespread, BREC must work to ensure they work reliably. 8.6.1. Plan and develop a BREC Wi-Fi system in high use parks to provide better customer service and increase overall efficiencies. 8.6.2. Improve, create, and implement a system wide long-term technology hardware replacement plan. 8.6.3. Increase protection and security of BREC data resources, and investigate external cloud resources for integration into BREC. 8.6.4. Assist other departments in using technology to track and inventory BREC assets.

Action Plan

BREC Imagine Your Parks2

Strategic Direction 1. Continue to place a priority on the wise use of taxpayer dollars. Action Steps

Responsible Parties

Potential Partners

Potential Funding Sources

Performance Measures

Time Frame

Action 1.1. Continue to approach planning, delivery, and maintenance of Recreation programs and facilities in an equitable and balanced manner. 1.1.1.

Integrate scientific needs index surveys with other relevant information to help in decision making for programing and planning.

Planning & Engineering, Recreation, Communications

survey results

medium term (0–10 years)

Action 1.2. Develop and implement a fees and charges policy with a pricing philosophy, and update it periodically. 1.2.1.

Set cost recovery targets for each core program area based on full direct and indirect costs and whether it is a core essential, important, or valueadded service.

Finance, revenue producing areas

short term (0–5 years)

1.2.2.

Align the organization to reach cost recovery targets, with consistent methods of calculating cost recovery, across the organization.

Finance, revenue producing areas

short term (0–5 years)

1.2.3.

Create annual mini business plans (2–3 pages) for each core program service area to evaluate and set participation, service cost, cost recovery, market share, pricing, and marketing strategies for the following year.

Finance, revenue producing areas

short term (0–5 years)

1.2.4.

Develop business plans for each facility to determine how to optimize its value, efficiency, and revenue capability.

revenue producing areas

short term (0–5 years)

1.2.5.

Expand residency-based pricing (i.e. parish residents pay less than non-residents) to appropriate program and facility rental areas.

revenue producing areas

short term (0–5 years)

1.2.6.

Train facility managers in using a business and capacity management approach to maximize the value of these facilities to program users and visitors.

revenue producing areas

short term (0–5 years)

Action 1.3. Increase consideration of costs and benefits in operations, maintenance, and capital decisions. 1.3.1.

Set performance standards, including earned income targets, for park and recreation facilities.

Finance, revenue producing areas

short term (0–5 years)

1.3.2.

Develop skills and capacity of site-level managers for evaluating costs and benefits of existing facilities and for using that information in decision-making.

Finance, revenue producing areas

short term (0–5 years)

1.3.3.

Evaluate whether park and recreation facilities that do not meet productivity standards can be brought up to standards in a fiscally responsible way (See 3.2.4.) or if they should be reduced or repurposed. Update and implement the obsolete land and facility study.

Planning & Engineering, Recreation, Finance

medium term (0–10 years)

1.3.4.

Use site-level analyses to inform system-wide decisions.

Planning & Engineering, Recreation, Park Operations

short term (0–5 years)

1.3.5.

Optimize operations, program, and maintenance standards to ensure financial sustainability.

Planning & Engineering, Recreation, Park Operations, Finance

long term (0–20 years)

Action Plan

Strategic Direction 1. Continue to place a priority on the wise use of taxpayer dollars. Action Steps

Responsible Parties

Potential Partners

Potential Funding Sources

Performance Measures

Time Frame

Action 1.4. Track and report revenues, direct and indirect costs, and participation associated with BREC’s services. 1.4.1.

Develop skills and capacity of site-level managers for tracking and reporting revenues, costs, and participation and for using that information in decision-making.

Finance, revenue producing areas

short term (0–5 years)

1.4.2.

Annually benchmark BREC’s revenues, costs, and participation against similar providers.

Finance, revenue producing areas

short term (0–5 years)

1.4.3.

Communicate the value that BREC parks, facilities, and programs provide to the parish.

Communications, all departments

short term (0–5 years)

Action 1.5. Continue to explore new ways of doing business that create system-wide efficiencies. 1.5.1.

Utilize training and study of best practices to refine and improve on BREC delivery models.

revenue producing areas

long term (0–20 years)

1.5.2.

Increase availability of financial information through better software.

Finance, Information Technology, revenue producing areas

medium term (0–10 years)

1.5.3.

Improve real time or near real time budget information.

Finance , revenue producing areas

long term (0–20 years)

1.5.4.

Train facility managers in using a business and capacity management approach to maximize the value of these facilities to program users and visitors.

revenue producing areas

short term (0–5 years)

1.5.5.

Explore ways to efficiently and effectively integrate training throughout the agency.

Business Office

short term (0–5 years)

100 BREC Imagine Your Parks2

Strategic Direction 2. Continue innovation in recreation programming. Action Steps

Responsible Parties

Potential Partners

Potential Funding Sources

Performance Measures

Time Frame

Action 2.1. Strengthen BREC’s commitment to improving public health and wellness through recreation for all segments of the community. 2.1.1.

Work with health service providers and other partners to identify community health and wellness needs.

Recreation

short term (0–5 years)

2.1.2.

Evaluate existing programs for their contribution to health and wellness, and identify key performance indicators to increase that value.

all programming areas

short term (0–5 years)

2.1.3.

Highlight the health and wellness benefits of individual BREC programs.

Communications, all programming areas

short term (0–5 years)

2.1.4.

Work with health service providers and other partners to monitor and assess the effectiveness of BREC programming on public health over time.

all programing areas, Planning & Engineering

long term (0–20 years)

Action 2.2. Develop an integrated, regional and system-wide program plan that aligns provided programs with market demand and the needs of underserved populations. 2.2.1.

Determine BREC’s role in parish service delivery (core/essential, important, and value-added), factoring in other programming provided by municipalities, the parish, nonprofits, and others.

all programming areas, Planning & Engineering

short term (0–5 years)

2.2.2.

Undertake a demand and capacity analysis of existing programs offered within East Baton Rouge Parish.

all programming areas

short term (0–5 years)

2.2.3.

Develop a phased implementation plan to remove under-performing programs, modify existing programs, and roll out new programs over 2–3 years that meet the changing needs of patrons.

Recreation, all programming areas

short term (0–5 years)

2.2.4.

Increase partnerships with service providers (e.g., schools, nonprofits) to help meet demand. (See Strategic Direction 7.)

Recreation, all programming areas

medium term (0–10 years)

2.2.5.

Institute an outcome-based monitoring program to track the need to modify existing programs and implement new ones over time.

all programming areas

short term (0–5 years)

2.2.6.

Monitor national recreation trends, and incorporate new and innovative recreational programs to sustain community engagement.

all programming areas, Planning & Engineering

long term (0–20 years)

2.2.7.

Conduct annual recreation program summits or charrettes to assess and implement new program innovations.

Recreation, all programming areas

short term (0–5 years)

Action 2.3. Enhance special events programming (e.g., tournaments, festivals) targeted at parish, regional, and national audiences. 2.3.1.

Work with event providers and citizens to determine special event facility needs and identify opportunities for new events.

all programming areas

short term (0–5 years)

2.3.2.

Develop a specialized marketing plan to market BREC facilities for regional or national events and film venues.

Communications, relevant programming areas

short term (0–5 years)

2.3.3.

Determine BREC’s role in providing the identified events, and ensure organizational and partner support. (See Strategic Direction 7.)

Recreation, all programming areas

short term (0–5 years)

2.3.4.

Track the economic impacts of special events provided within the BREC system.

Finance, special event program areas

medium term (0–10 years)

Action Plan 101

Strategic Direction 2. Continue innovation in recreation programming. Action Steps

Responsible Parties

Potential Partners

Potential Funding Sources

Performance Measures

Time Frame

2.3.5.

Track the costs to BREC for providing special events.

Finance, special event program areas

short term (0–5 years)

2.3.6.

Work with local agencies and partners to share costs for special events that have strong tourism benefits.

Finance, special event program areas

short term (0–5 years)

Action 2.4. Implement best practices in program life cycle management to maintain a culture of quality program delivery and increase benefits as compared to costs. 2.4.1.

Ensure a beneficial mix of programs in the introduction, take-off, and growth (50–60%); mature (50%); and saturation and decline (0–10%) stages.

all programming areas

medium term (0–10 years)

2.4.2.

Annually review staff goals for program areas (e.g., policy, financial and registration performance, customer issues, future plans) with management.

all programming areas

short term (0–5 years)

2.4.3.

Document the program development process to reduce service variation and assist in training new staff.

all programming areas, Human Resources

short term (0–5 years)

2.4.4.

Update key customer requirements (i.e. service attributes that are most important to a customer) for each program area on an ongoing basis.

all programming areas

short term (0–5 years)

2.4.5.

Annually review programs provided by BREC, key competitors, similar providers, and nationally renowned agencies to continuously improve programming and reduce duplication of services.

Recreation, all programming areas

short term (0–5 years)

2.4.6.

Annually report on each program’s participation, finances, and outcomes.

all programming areas, Finance

short term (0–5 years)

2.4.7.

Conduct surveys in schools to understand what programs children and their parents want to attend for the following season.

all programming areas

short term (0–5 years)

2.4.8.

Develop innovation metrics to evaluate staff’s creativity and new ideas, including implementation and reward strategies.

Human Resources, all relevant programming areas

medium term (0–10 years)

102 BREC Imagine Your Parks2

Strategic Direction 3. Continue to raise the standard for parks and recreation facilities, and ensure equitable access to park and recreation experiences across the parish. Action Steps

Responsible Parties

Potential Partners

Potential Funding Sources

Performance Measures

Time Frame

Action 3.1. Efficiently and effectively implement the 2015–2024 Capital Improvement Program. 3.1.1.

Continue to engage citizens, user groups, and staff in planning for renovations and new park improvements.

Planning & Engineering

continuous

3.1.2.

Plan for and conduct improvements in a fair, equitable, and balanced manner considering time and the geography of the parish.

Planning & Engineering

continuous

3.1.3.

Monitor and track progress, and disseminate information to commissioners, staff, and the public.

Planning & Engineering, Communications

continuous

Action 3.2. Develop an asset management plan with a life cycle replacement schedule to govern capital investment in existing parks and facilities. 3.2.1.

Develop a standardized GIS-based inventory for staff to deliver facility improvement projects of the highest quality within the resources provided, within budget, on schedule, and that meet the needs of citizens.

3.2.2.

Monitor replacement needs over time, utilizing the Planning & GIS management system (See 3.2.1.), and adjust Engineering planning accordingly.

long term (0–20 years)

3.2.3.

Develop and apply cost-benefit criteria for investing in deferred maintenance of parks and facilities.

Park Operations, Planning & Engineering

medium term (0–10 years)

3.2.4.

Evaluate underutilized assets for opportunities to either incorporate new uses that are consistent with the BREC mission or to remove from the inventory based on cost-benefit analysis. (See 1.3.3.)

Planning & Engineering, Recreation

continuous

Planning & Engineering

medium term (0–10 years)

Action 3.3. Upgrade or provide new parks and facilities to address shortcomings and meet changing user needs in line with level of service standards. 3.3.1.

Identify new minimum design and maintenance standards for upgraded or new parks, recreation centers, and other facilities to meet program needs (See 2.2.)and further other strategic directions.

Planning & Engineering, Park Operations, relevant departments

short term (0–5 years)

3.3.2.

Study quality examples of park and recreation design to help improve BREC offerings.

Planning & Engineering, all other departments

continuous

3.3.3.

Develop and implement a new plan and model for larger, multi-use, efficient recreation centers in community parks that includes facilities, operations, and air-conditioned gyms.

Planning & Engineering, Recreation, Maintenance

medium term (0–10 years)

3.3.4.

Selectively improve recreation centers at neighborhood parks based on cost and available space to ensure equitable access to improved facilities across the parish.

Planning & Engineering, Recreation

medium term (0–10 years)

3.3.5.

Consider theming of recreation centers to reduce duplication of services.

Planning & Engineering, Recreation

short term (0–5 years)

3.3.6.

Continue to build new parks to serve growing parts of the parish, including a new community park in the southeast portion of the parish, either through new land acquisition or utilizing existing BREC-owned land.

Planning & Engineering

short term (0–5 years)

Action Plan 103

Strategic Direction 3. Continue to raise the standard for parks and recreation facilities, and ensure equitable access to park and recreation experiences across the parish. Action Steps

Responsible Parties

Potential Partners

Potential Funding Sources

Performance Measures

Time Frame

3.3.7.

Support opportunities to leverage BREC’s funding with neighborhood-based funding in coordination with the BREC Foundation and other partners. (See Strategic Direction 7.)

Planning & Engineering, Recreation

continuous

3.3.8.

Monitor existing upgrade needs and new park and facility needs over time.

Planning & Engineering, Park Operations

continuous

Action 3.4. Improve design and construction and maintenance guidelines for BREC facilities. 3.4.1.

Develop BREC design guidelines for parks and facilities addressing, among other topics: materials, layout, safety, maintainability, environment, stormwater management, site furnishings, trees and vegetation, trails, lighting, sports fields, courts, and playgrounds in addition to ASTM standards.

Planning & Engineering

short term (0–5 years) first plan end of 2015

3.4.2.

Develop BREC standard site construction and maintenance details for all baseline site improvement needs.

Planning & Engineering, Park Operations

short term (0–5 years) end of 2015

3.4.3.

Clarify and communicate differences among community, neighborhood, and special use park types, including service areas, design, amenities, and operation.

Planning & Engineering, Park Operations, Recreation, Communications

short term (0–5 years) end of 2015

3.4.4.

Review best practices in park planning, design, and operation from other park systems, and incorporate those best practices into BREC’s guidelines.

Planning & Engineering, Park Operations

continuous

Action 3.5. Capitalize on existing historic and cultural resources in BREC parks, and evaluate the potential of protecting additional historic and cultural resources that have recreational value. 3.5.1.

Inventory historic and cultural resources in BREC parks to identify facilities that may be eligible for local landmark or national register designation.

Planning & Engineering, Special Facilities

short term (0–5 years) by September 2016

3.5.2.

Identify resources of potential historic significance that may need protection and have potential educational and interpretive components.

Planning & Engineering, Special Facilities, Conservation, Golf, Zoo

short term (0–5 years) by September 2016

3.5.3.

Establish historic and cultural resource design guidelines for the treatment of BREC historic and cultural resources, and implement a design review process that is consistent with historic and cultural resource design guidelines.

Planning & Engineering, Special Facilities

short term (0–5 years) end of 2016

3.5.4.

Establish an interpretive and education program plan and guidelines for individual facilities.

relevant departments, Planning & Engineering

short term (0–5 years) by June 2017

3.5.5.

Use objective criteria to evaluate whether potential historic or cultural resources should be added to the BREC system (see Appendix E.).

Planning & Engineering, Special Facilities

short term (0–5 years) by September 2016

Action 3.6. Implement BREC’s strategic plan for golf.

Golf, Planning & Engineering

continuous

Action 3.7. Implement the strategic plan for BREC’s Baton Rouge Zoo.

Zoo, Planning & Engineering

continuous

104 BREC Imagine Your Parks2

Strategic Direction 4. Strengthen and increase natural resource related recreational opportunities. Action Steps

Responsible Parties

Potential Partners

Potential Funding Sources

Performance Measures

Time Frame

Action 4.1. Implement BREC’s Natural Resources Management Plan. Action 4.2. Develop and implement a land acquisition and easement program focused on creating a connected parish-wide network of natural resources, particularly greenway and blueway corridors. 4.2.1.

Convene a working group of land owners, environmental organizations, trusts, greenway and waterway user groups, and policy makers as needed to develop a strategy for greater protection of natural resources and providing public access to key river and stream corridors.

Planning & Engineering

long term (0–20 years)

4.2.2.

Update and prioritize lands for BREC acquisition or easements based on defined criteria (e.g., habitat value, stormwater management, adjacency to existing parks or open space corridors, recreational value, connectivity) as outlined in BREC’s Natural Resource Management Plan.

Planning & Engineering

short term (0–5 years)

4.2.3.

Study and provide support facilities such as canoe launches for a blueway system to allow access for active canoeing, kayaking, and stewardship projects primarily on the Comite River, Amite River, Bayou Fountain, and Bayou Manchac.

Planning & Engineering

medium term (0–10 years)

Action 4.3. Use a holistic approach to managing natural resources within BREC parks. 4.3.1.

Develop management plans for each conservation area.

Conservation, Planning & Engineering, Park Operations, Recreation

medium term (0–10 years)

4.3.2.

Educate BREC staff in all divisions on natural resource management objectives.

Conservation, Special Facilities

short term (0–5 years)

4.3.3.

Integrate staff and department practices including operations, natural resource management, and park planning to ensure protection of natural resources.

Conservation, Planning & Engineering, Park Operations, Recreation

4.3.4.

Work with partners to inventory baseline conditions of natural communities within parks using GIS, and identify areas of concern within local catchment areas that negatively affect those resources.

Conservation, Planning & Engineering

medium term (0–10 years)

4.3.5.

Continue to establish ecological performance measures for systematic long term monitoring and assessment of key terrestrial and aquatic resources.

Conservation

long term (0–20 years)

4.3.6.

Consider limiting or restricting access to parts of parks that have high natural resource values as part of the park master planning process.

Planning & Engineering, Conservation, Recreation

short term (0–5 years)

4.3.7.

Proactively educate and develop cooperative solutions with surrounding property owners and others to address their impacts on natural resources within the parks.

Conservation

long term (0–20 years)

4.3.8.

Educate and involve community partners (volunteers, community groups, conservation organizations, universities, youth programs, etc.) in natural resource restoration and management activities.

Conservation, Park Operations, Communications, Recreation

short term (0–5 years)

4.3.9.

Provide BREC Rangers with information on policies and regulations regarding the protection of natural resources to increase enforcement.

Conservation, Human Resources

short term (0–5 years)

4.3.10.

Continue the use of best management practices and pilot projects for cleaning waterways through public education. If pilots are successful, work with partners to implement practices parish-wide.

Conservation

long term (0–20 years)

Action Plan 105

Strategic Direction 4. Strengthen and increase natural resource related recreational opportunities. Action Steps

Responsible Parties

Potential Partners

Potential Funding Sources

Performance Measures

Time Frame

Action 4.4. Integrate natural resource interpretation as a key component of programming in BREC parks. 4.4.1.

Develop a system-wide natural resource interpretive plan.

Conservation, Recreation

short term (0–5 years)

4.4.2.

Educate additional BREC staff on fundamentals of natural resource interpretation.

Conservation, Recreation

short term (0–5 years)

4.4.3.

Work with community partners (volunteers, community groups, conservation organizations, universities, youth programs, etc.) to develop and implement interpretive programs. (See Strategic Direction 7.)

Conservation, Communications, Recreation

medium term (0–10 years)

4.4.4.

Implement interpretive signage in relevant parks about water pollution and unlawful hunting, fishing, or other consumption of natural resources.

Conservation, Planning & Engineering

short term (0–5 years)

4.4.5.

Improve on basic messaging about the physical and mental health benefits of the natural environment.

Conservation, Recreation, Communications

short term (0–5 years)

4.4.6.

Work with research partners to measure the benefits of BREC’s natural resources and conservation areas, and communicate these benefits to staff and to the public.

Conservation, Planning & Engineering, Recreation

long term (0–20 years)

Action 4.5. Foster, develop, and promote nature-based education and recreation programming across ages and skill levels. 4.5.1.

Explore nature-based pre-school and after school interpretive opportunities.

Recreation

short term (0–5 years)

4.5.2.

Continue to foster and expand the BREC Out program with local schools.

Recreation

short term (0–5 years)

4.5.3.

Model additional programs on the success of the Paddle Up! program, which has multiple levels of development and takes advantage of multiple BREC facilities.

Recreation

short term (0–5 years)

4.5.4.

Promote outdoor leadership training to better connect teens and young adults to nature.

Conservation, Recreation

short term (0–5 years)

Action 4.6. Promote conservation stewardship volunteerism that provides opportunities for individuals and organizations to leave a positive legacy in the park system. 4.6.1.

Identify opportunities for conservation stewardship activities, such as recycling at large BREC events, removing garbage from lakes or parks, planting trees, or removing invasive plants.

4.6.2.

Expand efforts to develop collaborative relationships Conservation, and partnerships with community groups, businesses, Recreation service clubs, and other groups that are not currently engaged in conservation stewardship activities.

long term (0–20 years)

4.6.3.

Maintain a list of specific conservation projects that are achievable by volunteers that support meaningful efforts consistent with management plans for BREC conservation areas.

long term (0–20 years)

BREC Geaux Green, Communications, all departments

Conservation, Communications, Recreation

short term (0–5 years)

Action 4.7. Build on BREC’s “Geaux Green” movement to strengthen sustainability policies across the organization. 4.7.1.

Develop, or strengthen, and implement policies that target waste reduction, recycling, reduced greenhouse gas emissions, reduced energy usage, reduced water consumption, and light pollution.

BREC Geaux Green, all departments

medium term (0–10 years)

4.7.2.

Study effective procedures and activities that could benefit BREC and the public, and conduct pilot projects to determine effectiveness for system-wide application.

all departments

long term (0–20 years)

4.7.3.

Communicate progress throughout the BREC system to staff and to the public.

Communications, all departments

long term (0–20 years)

106 BREC Imagine Your Parks2

Strategic Direction 5. Enhance connectivity by improving the network of multi-use trails to, within, and between parks and community assets. Action Steps

Responsible Parties

Potential Partners

Potential Funding Sources

Performance Measures

Time Frame

Action 5.1. Take a lead role in facilitating the development of a complete parish-wide multi-use trail network. 5.1.1.

Complete development of a parish trail network plan.

Planning & Engineering

long term (0–20 years)

5.1.2.

With priority on existing Capital Area Pathways Project initiatives, support and advocate for the implementation of ongoing trail efforts such as the Mississippi River levee trail, the Downtown Greenway, the Medical Loop, and the Highway 19 rail trail.

Planning & Engineering

long term (0–20 years)

5.1.3.

Name major spine trails and secondary trails so they have identities that can be used in marketing the trail network.

Planning & Engineering, Communications, Recreation

short term (0–5 years)

5.1.4.

Work with municipal public works departments, the Capital Region Planning Commission, and other partners to prepare an implementation plan that assigns responsibilities for developing and managing segments of the parish trail network.

Planning & Engineering, Park Operations

short term (0–5 years)

5.1.5.

Involve trail user groups in the planning, implementation, and maintenance of the parish trail network.

Planning & Engineering, Park Operations, Communications, Recreation

continuous

5.1.6.

Develop an informational piece for potential land owners that informs about recreational land corridors.

Planning & Engineering, Communications

short term (0–5 years)

5.1.7.

Under Planning and Engineering, hire a trail planner to spearhead greenway and blueway trail development.

Planning & Engineering

short term (0–5 years)

Action 5.2. Continue to expand trail experiences within parks. 5.2.1.

With practicality and efficiency, develop park trail plans to provide experiences that appeal to a variety of skill levels and modes. Consider a combination of loop and linear trails and reducing conflicts between modes.

Planning & Engineering

continuous

5.2.2.

Ensure clear signage in parks that alerts users to available trails, their hierarchy, and destinations that can be reached.

Planning & Engineering

short term (0–5 years), continuous

5.2.3.

Develop a BREC trail management plan that addresses maintenance, safety, cost recovery, marketing, and a planning/decision-making process.

Planning & Engineering, Park Operations, Recreation, Communications

short term (0–5 years) by end of 2015

Action Plan 107

Strategic Direction 5. Enhance connectivity by improving the network of multi-use trails to, within, and between parks and community assets. Action Steps

Responsible Parties

Potential Partners

Potential Funding Sources

Performance Measures

Time Frame

Action 5.3. Improve connections to and between BREC parks. 5.3.1.

Identify, develop, and manage priority segments of the parish trail network that link two or more BREC parks.

Planning & Engineering

medium term (0–10 years)

5.3.2.

Work with partners to secure funding for better trail, bike lane, and sidewalk connections between neighborhoods and BREC parks.

Planning & Engineering (trails), others (bike lanes and sidewalks)

continuous

5.3.3.

Connect to adjacent trail systems beyond the parish.

Planning & Engineering

long term (0–20 years)

Action 5.4. Establish a trail use monitoring methodology. 5.4.1.

Build upon the infrared trail counter system being implemented on the wards Creek trail, and expand this system to other trail segments to gather consistent long-term data.

Planning & Engineering

continuous

5.4.2.

Continue to develop and implement a trail use observation procedure to be used by staff and volunteers (e.g., trail use form, schedule, safety measures, surveys).

Planning & Engineering

short term (0–5 years) by end of 2015

5.4.3.

Use gathered trail data to help guide the trail system planning process, secure outside funding, and garner support for future trail development.

Planning & Engineering

continuous

Action 5.5. Develop trail standards for parish trails. 5.5.1.

Define signage / branding standards.

Planning & Engineering, Communications

short term (0–5 years) by end of 2016

5.5.2.

Define construction standards.

Planning & Engineering

short term (0–5 years) by July 2016

5.5.3.

Define maintenance standards.

Park Operations, Planning & Engineering

short term (0–5 years) by July 2016

Action 5.6. Provide the community with materials and information that demonstrate the many benefits of a good recreational (and transportation) trail system. 5.6.1.

Taking advantage of broadly available research as well as data gathered through the monitoring of BREC’s own trails, compile descriptions of the many benefits of trail systems.

Planning & Engineering

short term (0–5 years) by end of 2015

5.6.2.

Disseminate answers to frequently asked questions about trails and their benefits across different media (e.g., on the BREC website, in written materials, for presentations, and for staff educational pieces).

Communications, Planning & Engineering, Recreation

short term (0–5 years) by end of 2015

108 BREC Imagine Your Parks2

Strategic Direction 6. Increase local awareness of BREC’s programs and facilities and the overall value of BREC. Action Steps

Responsible Parties

Potential Partners

Potential Funding Sources

Performance Measures

Time Frame

Action 6.1. Annually update BREC’s marketing plan. 6.1.1.

Continue to incorporate marketing research into annual marketing strategies, including sharing results with staff and using the information to make informed decisions.

Communications

short term (0–5 years)

6.1.2.

Reevaluate marketing methods to increase visitation where appropriate, reach a broader audience, and generate more income from key revenue-producing attractions.

Communications

short term (0–5 years)

6.1.3.

Update marketing-related priorities, performance measures, and outcomes to be achieved within appropriate timelines given the staff resources available.

Communications

short term (0–5 years)

6.1.4.

Within industry standards, determine a marketing operational budget sufficient to meet desired outcomes, including new revenue sources to support marketing related services.

Communications

short term (0–5 years)

6.1.5.

Continue to evaluate revenues and levels of use of attractions, programs, and facilities in relation to outlays for marketing, communications, and advertising.

Communications

medium term (0–10 years)

6.1.6.

Ensure fairness and equitability in distributing marketing resources.

Communications

short term (0–5 years)

6.1.7.

Evaluate the “It All Starts with BREC” tag line to determine if it should continue to be used or replaced.

Communications

short term (0–5 years)

Action 6.2. Develop new marketing and communication materials that highlight the benefits of BREC programs, facilities, and services and inspire users to participate more often. 6.2.1.

Continue to review the most effective uses of electronic and social media for marketing and informational purposes.

Communications, Information Technology

short term (0–5 years)

6.2.2.

Highlight health and wellness benefits of BREC programs in all informational materials.

all program areas, Communications

short term (0–5 years)

6.2.3.

Develop new information about all facilities and experiences available system-wide, with an emphasis on special use facilities.

Communications, Conservation, Planning & Engineering, Recreation, Golf, Zoo

short term (0–5 years)

6.2.4.

Continue to seek outside funding sources to support promotional materials and advertising costs.

all program areas guided by BREC Foundation

medium term (0–10 years)

Action 6.3. Proactively engage communities (residents, businesses, schools, health centers, religious communities, etc.) adjacent to BREC parks and facilities about the benefits of BREC programs, facilities, and services and inspire users to participate more often. 6.3.1.

Identify existing and potential user groups and partners for each park, coordinate programs, and determine targets for focused engagement to increase use and awareness of facilities and services.

Communications, all relevant program areas

medium term (0–10 years)

6.3.2.

Adapt strategies developed in the system-wide marketing plan (See 6.1.) and new informational materials (See 6.2.) to reach identified communities around each park.

Communications, all relevant program areas

medium term (0–10 years)

Action Plan 109

Strategic Direction 6. Increase local awareness of BREC’s programs and facilities and the overall value of BREC. Action Steps

Responsible Parties

Potential Partners

Potential Funding Sources

Performance Measures

Time Frame

6.3.3.

Coordinate with local municipal and community organizations and institutions to disseminate information to and gather feedback from target communities on BREC programs and facilities.

Communications, Conservation, Planning & Engineering, Recreation, Golf, Zoo

medium term (0–10 years)

6.3.4.

Establish a strategy for each park, facility, and program area to increase volunteer activity and support as part of the community engagement strategy.

Communications, Conservation, Planning & Engineering, Recreation, Maintenance, Golf, Zoo

long term (0–20 years)

Action 6.4. Work with regional tourism and economic development organizations to market BREC parks and facilities as destinations for visitors from the region and beyond. 6.4.1.

Work with Visit Baton Rouge and area chambers of commerce to strengthen BREC’s contribution to regional marketing efforts.

Communications, Conservation, Planning & Engineering, Recreation, Golf, Zoo

short term (0–5 years)

6.4.2.

Develop new special events and recreation opportunities offered by BREC as part of a regional economic strategy.

Communications, Conservation, Planning & Engineering, Recreation, Golf, Zoo

medium term (0–10 years)

6.4.3.

Cross-market BREC destinations, including BREC’s Baton Rouge Zoo, with other regional attractions to encourage visitors to spend time and money in the parish.

Communications, all relevant areas

short term (0–5 years)

6.4.4.

Enhance and extend the BREC brand through effective signage, wayfinding, and communication on a regional and state-wide basis.

Communications, Planning & Engineering, all departments

short term (0–5 years)

6.4.5.

Work with the Department of Public Works and the Department of Transportation and Development to place highway and street signs to direct residents and visitors to BREC parks and special facilities.

Planning & Engineering

short term (0–5 years)

Action 6.5. Evaluate and enhance BREC’s online and social media presence. 6.5.1.

Continue to evaluate the BREC website’s ease of use, intuitiveness, searchability, and informational quality.

Communications, Information Technology, all relevant areas

short term (0–5 years)

6.5.2.

Incorporate an interactive map of the parish into the BREC website, with links to each park.

Communications, Information Technology, Planning & Engineering

short term (0–5 years)

6.5.3.

Evaluate the quality of search results from major search engines with regard to BREC’s website and social media.

Communications

short term (0–5 years)

6.5.4.

Cross-promote BREC offerings on partners’ websites and social media accounts, including those of local governments and community organizations.

Communications, all relevant areas

short term (0–5 years)

6.5.5.

Benchmark other park systems and relevant providers for best practices in the use of social media.

Communications

short term (0–5 years)

110 BREC Imagine Your Parks2

Strategic Direction 7. Work with partners and the BREC Foundation to achieve common goals and leverage resources. Action Steps

Responsible Parties

Potential Partners

Potential Funding Sources

Performance Measures

Time Frame

Action 7.1. Support and strengthen BREC’s robust volunteer program. 7.1.1.

Involve volunteers in cross-training to increase their skill sets and allow for flexibility of work assignments.

Communications

medium term (0–10 years)

7.1.2.

Develop a reward and recognition system for volunteers, and summarize volunteer recognition policies in the BREC volunteer policy document.

Communications

short term (0–5 years)

7.1.3.

Regularly update volunteer position descriptions and life cycle procedures.

Communications, relevant departments, Human Resources

short term (0–5 years)

7.1.4.

Add end-of-life-cycle process steps to the BREC volunteer policy to track resignations and terminations and their reasons.

Communications, relevant areas

short term (0–5 years)

7.1.5.

Categorize and track volunteers by type and extent of work (e.g., regular volunteers, special event volunteers, episodic volunteers, volunteer interns).

Communications, relevant areas

short term (0–5 years)

7.1.6.

Encourage BREC employees to volunteer in the community.

all departments

short term (0–5 years)

7.1.7.

Periodically identify, evaluate, or revise tactics of the volunteer services program to better support BREC’s mission.

Communications

medium term (0–10 years)

Action 7.2. Ensure BREC and its partners have fair and equitable relationships. 7.2.1.

Formalize and continually maintain partnership agreements that define equitable public, not for profit, and private partner contributions and desired outcomes of each party, and monitor them at least annually, or as needed.

relevant departments

short term (0–5 years)

7.2.2.

Assign a liaison from BREC to work with each partner, and ensure each partner has a liaison identified to work with BREC.

relevant departments

short term (0–5 years)

7.2.3.

Track and regularly share costs and measurable outcomes of partnership agreements. Post these as part of the annual report process.

Business Office, Finance, relevant providers

short term (0–5 years)

7.2.4.

Define conditions for recognition of BREC’s involvement in a partnership and for use of BREC’s logo.

Business Office, relevant departments

short term (0–5 years)

7.2.5.

Define when financial data from partners must be provided to BREC to regularly track costs and measurable outcomes of partnership agreements.

Business Office

short term (0–5 years)

7.2.6.

Develop a partnership manual that defines thresholds for formal and informal partnerships, which volunteer efforts need screening, and policies on sponsorship, naming, and tree donation.

BREC Foundation, multiple departments

short term (0–5 years)

7.2.7.

Continue ongoing efforts to identify prospective partners and evaluate whether their mission, goals, objectives, and image are compatible with BREC’s.

Business Office, relevant providers

short term (0–5 years)

Action Plan 111

Strategic Direction 7. Work with partners and the BREC Foundation to achieve common goals and leverage resources. Potential Partners

Potential Funding Sources

Action Steps

Responsible Parties

Performance Measures

7.2.8.

Encourage BREC commissioners and staff to invite new and balanced partnerships.

Superintendent

short term (0–5 years)

7.2.9.

Establish appropriate and balanced exclusivity agreements, where appropriate and consistent with BREC’s mission and vision.

Business Office, relevant providers

short term (0–5 years)

Time Frame

Action 7.3. Streamline the processes of identifying areas in need of donor support and reaching out to donors to provide support. 7.3.1.

Identify and prioritize capital improvement projects that could benefit from donor support, based on costs and benefits, and update the list at least every five years.

BREC Foundation, Planning & Engineering, all departments

short term (0–5 years)

7.3.2.

Identify and prioritize programs and special events that could benefit from donor support, based on costs and benefits, and update the list annually.

BREC Foundation, Planning & Engineering, all departments

short term (0–5 years)

7.3.3.

Develop sponsorship proposals to help underwrite and offset operating cost for programs and services.

BREC Foundation, relevant providers

medium term (0–10 years)

7.3.4.

Identify and prioritize programs that need financial fee-based assistance. program providers

short term (0–5 years)

7.3.5.

Work with organizational partners and supporters to develop protocols for when and what can be done by each entity to solicit support from the limited donor base.

BREC Foundation

short term (0–5 years)

7.3.6.

Develop a donor outreach strategy, including informational materials tailored to donors.

BREC Foundation

short term (0–5 years)

7.3.7.

Track donors’ involvement with BREC.

BREC Foundation

short term (0–5 years)

7.3.8.

Explore the feasibility of increasing support of programs and facilities from utility providers.

Business Office, relevant providers

medium term (0–10 years)

112 BREC Imagine Your Parks2

Strategic Direction 8. Ensure that BREC’s parks and facilities are operated and maintained efficiently and according to best practices and to defined standards for park types. Action Steps

Responsible Parties

Potential Partners

Potential Funding Sources

Performance Measures

Time Frame

Action 8.1. Review staffing annually to ensure that staffing levels are in line with operational and maintenance needs. 8.1.1.

Evaluate staff levels season by season to ensure each shop is staffed properly for the upcoming seasonal needs.

Park Operations, Human Resources, Finance

Human Resources

number of unfilled positions

continuous

8.1.2.

Actively recruit qualified staff to fill open positions.

Park Operations, Human Resources

Human Resources, trade schools, industry publications, hiring websites

number of unfilled positions

continuous

Action 8.2. Provide regular training to ensure that staff have the skills to effectively operate and maintain BREC facilities. 8.2.1.

Conduct training that is job specific for each different discipline (e.g., trades, grounds arborists, horticulture).

Park Operations, Capital Improvements Program

Human Resources, outside vendors

8.2.2.

Continue use of online “training calendar” for all shops.

Park Operations

outside industry professionals, publications

8.2.3.

Conduct training for janitorial staff that is job specific.

Recreation

outside vendors

continuous

training records completed

continuous

Action 8.3. Continue to consider operational and maintenance requirements as critical factors in park planning and design. 8.3..1.

Continue regular meetings with Planning and Engineering staff to voice maintenance needs during planning and design stages.

Park Operations, Planning & Engineering

industry professionals, consultants

continuous

Action 8.4. Pursue increased funding for major maintenance activities, replacement of aging infrastructure, and equipment. 8.4.1.

Pursue leasing opportunities for equipment.

Park Operations, Capital Improvements Program, Golf

Finance, Purchasing Manager

8.4.2.

Evaluate areas of possible revenue generation from maintenance activities.

Park Operations, Capital Improvements Program, Golf

outside vendors, Finance

continuous

surplus sales, scrap iron sales, used oil sales, etc.

continuous

Action 8.5. Continue to search for improved methods of maintaining the system that will better utilize resources or increase quality. 8.5.1.

Evaluate new contracting opportunities.

Park Operations, Capital Improvements Program, Golf

outside vendors

8.5.2.

Evaluate performance and justification of existing contracts against in-house sourcing.

Park Operations, Capital Improvements Program, Golf

private sector

contractor cost and efficiency comparisons vs. in-house

continuous

Action Plan 113

Strategic Direction 8. Ensure that BREC’s parks and facilities are operated and maintained efficiently and according to best practices and to defined standards for park types. Action Steps

Responsible Parties

Potential Partners

8.5.3.

Evaluate effectiveness of in-house service methods.

Park Operations, Capital Improvements Program, Golf

outside vendor comparisons

8.5.4.

Stay abreast of developing maintenance industry methods, equipment, and changes via trade shows, publications, media, and networking.

Park Operations, Capital Improvements Program, Golf

outside vendors, professional organizations (NRPA, LRPA, etc.)

Potential Funding Sources

Performance Measures cost and time to perform jobs

Time Frame continuous

continuous

Action 8.6. Strengthen BREC’s information technology systems. 8.6.1.

Plan and develop a BREC Wi-Fi system in high use parks to provide better customer service and increase overall efficiencies.

Information Technology

short term (0–5 years)

8.6.2.

Improve, create, and implement a system wide long-term technology hardware replacement plan.

Information Technology

short term (0–5 years)

8.6.3.

Increase protection and security of BREC data resources, and investigate external cloud resources for integration into BREC.

Information Technology

continuous

8.6.4.

Assist other departments in using technology to track and inventory BREC assets.

Information Technology, all relevant departments

medium term (0–10 years)

Appendices

117

Appendix A

Capital Improvements Program Introduction The Capital Improvements Program (CIP) is based on analysis of public input, demographics, scientific surveys, needs assessments, inventory and analysis of existing parks, facilities and trends in parks and recreation. The CIP is funded by a two mill property tax levied across East Baton Rouge Parish. This tax was originally passed in 1964 and has been renewed every ten years. Two mills will generate approximately $7.3 million the first year. The program has historically been a pay-as-you go format. It should be noted that the previous ten years had much higher funding levels with the addition of a twenty year 1.753 mill tax passed for capital improvements. The additional tax, termed the Imagine Your Parks Enhancement, allowed BREC to borrow $58 million to restore and renew much of the park system and to use some of the funding in a pay as you go manner. Much of the work involved transforming 12 parks to a new Community or Signature Park status. Most of the funding from the Enhancement will be spent in the first ten years with the remaining ten years being used primarily to pay off the note for the borrowed funds. Sixty-one percent of the overall dollars used for park renovation and construction in the 2005–2014 cycle came from the Enhancement. Providing the CIP is renewed, BREC will return to a much lower level (39%) of Capital Improvement funding in 2015-2024 unless additional dollars are secured. Figure 22. BREC’s capital improvements program is allocated by park type. Percent Share of Funding, 2015–2024 CIP

System Wide Needs $14.7M

Community Parks / Trails $24.8M

Neighborhood Parks $14.1M Special Use Facilities $19.3M

BREC parks are broadly organized in three groups; Community or Signature Parks, Neighborhood Parks and Special Use Facilities. This plan follows that format in allocating funding along with another category that contains system wide needs. Each category is further described in this chapter. It should be noted that dollars are first year dollars and yearly adjustments for inflation will be made if possible. This ten year Capital Improvement Program (2015–2024) is anticipated to be funded the first year with approximately $7,300,000 and the total program is built on a $73 million budget in January 2015 dollars. The program is a pay as you go format with approximately one tenth of the program completed each year. Typically, tax growth has kept pace with inflation and allowed the program to maintain equitability. For example if two identical parks with identical improvements were in the program and the first was improved in year one at a cost of $100,000 and the second park was improved the last year of the program the work would cost significantly more than $100,000. The tax growth historically has been enough to fund the higher budgets needed as years progress. This is also why this program is not meant to have its millage rolled back. The millage must be maintained or the program will lose its ability to provide improvements fairly throughout the parish. The amount of funds for projects is allocated in this plan, but is not always tied to specific work. As with the 2005–2014 Imagine Your Parks Program, BREC will pursue public planning where applicable to help decide exactly how funds will be spent on a particular park or project. The low funding thresholds in this plan allow for limited work in each park. For example a neighborhood park might have a $100,000 budget but $500,000 of total needs. BREC will engage the public to find out the citizens’ priorities for spending the funds. This method has proven extremely successful over the life of the 2005-2014 plan. In some cases the BREC Foundation or other sources of funds have become available to extend what can be done. The following sections describe the projects and their funding by the larger categories.

118 BREC Imagine Your Parks2

Community Parks / Trails Community Parks are large parks that can serve a much larger area than a neighborhood park. The last strategic plan created the Community Parks where there are a higher level of facilities, services and operations than at other BREC parks. These funds will be used primarily to renovate existing facilities and build new facilities at the 12 community parks. There is also funding for a new Community Park in the southeast portion of the parish. This area does not have good coverage from the existing Community Parks. While each park will be improved, some funding will be needed to replace things such as playground surfacing at the large community park playgrounds. A description of the funding is further defined in this section.

Community Parks 12 Existing 1 New - $19,800,000 Community Parks and their Capital Improvement budgets are listed below. While each park is different, improvements are targeted principally at renovating/improving parking, lighting, sidewalks, trails, picnic facilities, and renovations to other existing facilities and to add some needed features. The funding shown below is for outdoor facilities. Other funding categories in this plan will provide resources for improvements to Recreation Centers and Special Use facilities that are located in the Community Parks. Figure 23. CIP Funding for Community Parks (does not include recreation center work)

Park

Funding Notes

Anna T. Jordan Com Park

City Brooks Com Park

$1,600,000

Jackson Com Park

$1,300,000

Forest Com Park

$1,650,000

Greenwood Com Park

$1,500,000

Highland Road Com Park

$1,600,000

Howell Com Park

$1,500,000

Independence Com Park

$2,000,000

N Sherwood Forest Com Park

$1,750,000

Perkins Rd Com Park

$1,250,000

Sandy Creek Com Park

Zachary Com Park

South East Com Park

Total Community Parks

$800,000 State $ for Rec Center + additional $ first IYP

$750,000 Trail Riding main theme $1,100,000 $3,000,000 For Constructing the New Park $19,800,000

Connectivity Trails $5,000,000 One of the major requests from citizens was for trail facilities. This fund is for developing connectivity trails or greenways/blueways and supporting trail facilities. A parish wide trail master plan done by multiple agencies is needed. To move this community goal forward, participation from other government bodies and the private sector will be critical. Additional funding sources is needed to significantly move this goal forward.

Appendix A: Capital Improvements Plan 119

Special Use Parks or Facilities $19,290,000 Special Use Parks are some of the jewels in the BREC system. These parks and/or facilities are typically devoted to one unique recreational opportunity. They often draw citizens from throughout the parish and beyond. Some of these facilities have been shown to have positive economic impacts on the parish as they also serve as tourist attractions. For example, soccer tournaments hosted at Burbank Soccer Complex, bring participants from many of the nearby states. Funding is principally to improve what currently exists and to serve as matching funds as BREC strives to bring in other sources of revenue to accomplish capital improvements. The BREC Foundation has been able to match BREC dollars with private dollars to improve projects. Below is a list of the Special Use Facilities and their Capital Improvement budgets. In addition to the dollars below there are funds in the System Wide Needs category that are targeted to Special Use facilities. How those funds are allocated will depend on future study. Figure 24. CIP Funding for Major Special Use Parks or Facilities

Park

Funding Notes

Athletic Facilities 1

Burbank Park

Central Sports Park

$300,000

NSF/SE Area - Fields

$350,000 Undeveloped at this time

Flanacher Sports Fields

$225,000

Hartley/Vey Sports Park (OakV)

$300,000

Memorial Sports Complex

$500,000

Olympia Field

$300,000 $4,625,000

Tennis Facilities

$500,000 Good Shape - need some work in Zachary

Track

$650,000 Public Track - Low dollars need match

$1,500,000

Conservation / Outdoor Rec Special Use 1

Bluebonnet Swamp

$550,000

Frenchtown Rd Cons Area

$300,000

Blackwater Conservation Area

$100,000

Burbank Conservation Area

$60,000 $1,010,000

Cultural Special Use 1

BREC Zoo

City Gallery

Cohn Arboretum

Greenwell Springs Historic Site

$120,000

Highland Observatory

$220,000

Independence Botanic Gardens

$625,000

Independence Theater

$200,000

Knock Knock Child Museum

$200,000 Outdoor Space - Matching Funds

Magnolia Cemetery

Magnolia Mound Plantation

$5,200,000 Zoo Strategic Plan $200,000 $80,000

$75,000 $500,000 $7,420,000

Other Special Use 1

Comite River Park

Dog Parks

$250,000 Enhancements to existing-New needs match

Farr Park Horse Activity Ctr.

$885,000

Lakes District

$1,150,000 $4,135,000

Liberty Lagoon/Aquatics

$1,000,000

Perkins Extreme Facilities

$75,000

$775,000 Skate/BMX/Velodrome/Climbing-Center Building

120 BREC Imagine Your Parks2

Park

Funding Notes

Golf Courses 1

Beaver Creek Golf Course

City Golf Course

Clark Golf Course First Tee

Dumas Golf Course

Howell Golf Course

Santa Maria Golf Course

Webb Golf Course

Total Major Special Use Parks

$2,100,000 Allocation to be refined by Golf Strategic Plan

$19,290,000

The Lakes District describes an area that encompasses University and City Park Lakes and the supporting recreational areas along their edges. Currently a project with multiple partners is being pursued and BREC is an active partner. How these funds will be spent will be determined by BREC future studies.

Neighborhood Parks $14,310,000 In the BREC system, Neighborhood Parks range in size from a tenth of an acre to dozens of acres. Many were refurbished in the past Capital Improvement Program. Some of the Neighborhood Parks are very large parks almost serving as quasi special use or community parks. Funds in this program are not sufficient to make major changes at most neighborhood parks. There are several dozen parks that are not developed. While a few of these will be developed, most will continue to serve as green spaces providing wildlife habitat and relief from suburban development. The primary effort at most neighborhood parks will be to renovate or replace existing facilities. Budgets and planned improvements are shown below for groups of Neighborhood parks. Some parks were not renovated are only had minor renovations in the 2005-2015 plan. Generally, these parks will have higher budgets in this plan and recently renovated or parks that experienced a great deal of renovations in the 2005 plan will receive less emphasis in this program. The funds available in this program for Neighborhood Parks are $19,290,000. There are 12 neighborhood parks that have budgets of $175,000 and above, and 131 that have budgets of $150,000 or less. Below is a list of the neighborhood parks with their respective budgets. Figure 25. CIP Funding for Small Neighborhood Parks with Budgets of $175,00 or Higher

Park

Funding Notes

Airline Hyw Park

$850,000 Investigate Partnership with Ascension

Cedar Ridge Drive Park

$200,000

Flanacher Road Park

$175,000

Jefferson Highway park

$225,000

Jefferson Terrace Park

$225,000

Lovett Road Park

$200,000

Milford Wampold Memorial Park

$500,000

Milton J. Womack Park (Florida)

$950,000

Plank Road Park

$175,000

Sharp Road Park

$200,000 Parking Lot

Sports Academy

$175,000 Match - Need Private Dollars

Woodstock Park

Total Neighborhood Parks (â‰Ľ $175k)

$620,000 New Park Development $4,495,000

Appendix A: Capital Improvements Plan 121

Figure 26. CIP Funding for Small Neighborhood Parks with Budgets of $150,000 or Lower

Park

Funding Notes

Acadian Thruway Park

$60,000

Alaska Street Park

$75,000

Alsen Park

Antioch Boulevard Park

Baker Park

$50,000

Baker Playground

$60,000

Baker Recreation Center & Eq

Baringer Road Park

Baywood Park

$75,000

Beaver Creek Park (Not GC)

$25,000

Belfair park

$150,000 Teen Center Enhancements

Ben Burge Park (Elvin)

$125,000

Blueberry Street Park

$75,000

Boulevard de Province

$80,000

Brookfield Park

$60,000

Brown Heights Park

$50,000

Buchanan Park

$30,000

Byrd Station Park

$75,000

Cadilac Street Park

$80,000

Camelot Park

$60,000

Cedarcrest Park

$85,000

Chamberlain Street Park

$50,000

Church Street Park

Clark Park

$75,000

Clifford T. Seymour, Sr. Park

$30,000

Cohn Nature Preserve

College Town Park

$75,000

Congress Park

$50,000

Convention Street

$75,000

Corporate Parkway

$10,000

Cunard Avenue Park

$55,000

Dayton Street Park

$5,000

Dover Street Park

$50,000

Doyleâ€™s Bayou Park

$100,000

Droze Road

Drusilla Park

$75,000

Duchess Drive Park

$75,000

East Brookstown Park

$50,000

East Polk Street Park

$50,000

Edwards Avenue Park

$10,000

Erich Stemberg Park

$100,000

Evangeline Street Park

$100,000

Expressway Park

$125,000

Fairfax

$15,000

Fiesta Park

$50,000

$75,000 $125,000

$50,000 $150,000

$100,000

$5,000

$5,000 Take out of service if Greenwell Sp NP kept

122 BREC Imagine Your Parks2

Park

Funding Notes

Flannery Road park

Fortune Addition Park

$75,000

Forty-eighth Street park

$60,000

Gayosa Street Park

$25,000

Gentilly Court Park

Goodwood

$100,000

Greenwell Springs Park

$125,000

Gus Young Park

$150,000

Hamilton Ave Park

$125,000

Harding Street Park

$50,000

Hartley/Vey Pat Gardere (Ben B)

$125,000

Hooper Road Park

$125,000

Industriplex Park

$25,000

Jacob Kommeyer

$25,000

James Watson Park

$100,000

Jefferson Street Park

$50,000

Jones Creek Park

$5,000

Kathy Drive Park

$125,000

Kendalwood Road Park

$100,000

Kernan Street Park

$125,000

Kerr Warren Park

$100,000

Kinchole Lloyd Baker

$60,000

Kolby Park

$50,000

Lafitte Street Park

$75,000

Lanier Drive Park

$50,000

Le Brent Avenue

$25,000

Leeward Drive Park

$75,000

Leo & Murlin Willie Park

$75,000

Ligon Road Park

$35,000

Little Farms Park

$35,000

Longfellow Park

$150,000

Longridge Park

$100,000

Louisiana/ Claycut

$100,000

Madison Avenue Park

Manchac Park

$150,000

Maplewood Park

$100,000

Marry J. Lands Park (Progress)

$100,000

Mayfair Park

$135,000

Meadow park

$75,000

Mills Avenue

$100,000

Monte Sano Park

$125,000

Myrtle Street Park

$50,000

Nairn Park

North 14th Street Park

North 18th Street Park

North Street Park

$125,000

$75,000

$75,000 $100,000 $50,000 $150,000

Appendix A: Capital Improvements Plan 123

Park

Funding Notes

Oak Villa NP

Old Hammond Highway Park

$100,000

Palomino Drive Park

$100,000

Parklawn Park

$100,000

Parkview Park

$100,000

Pawnee Street Park

Pinehurst Park

Pride Park

$75,000

100

Quarterhorse Drive Park

$35,000

101

Railey Roshto Park

$75,000

102

Reames Road Park

$80,000

103

Red Oaks Park

$50,000

104

Rio Drive Park

105

Rita Street Park

$100,000

106

River Bend Park

$125,000

107

Rollins Road Park

108

Roosevelt Street Park

$100,000

109

Rue LeBouef Park

$100,000

110

Saia Park

$100,000

111

Samuel D’Agostino Park

112

Santa Maria Park

113

Scotlandville Parkway

114

Seventh Street Park

115

South Harrell’s Ferry Rd.

116

South Magnolia Park

$50,000

117

Spain Street Park

$75,000

118

Spanish Town Park

119

Sugarland Park

$40,000

120

T. D. Bickham, Jr. Park

$75,000

121

Tams Drive Park

$50,000

122

Thirty-ninth Street Park

$90,000

123

Thomas Maher Park

$75,000

124

Tristian Avenue Park

125

Warren O. Watson

$35,000

126

Webb Park (not GC)

$75,000

127

West Brookstown Park

$75,000

128

Woodlawn Acres Park

$115,000

129

Woodlawn Trail (School)

$10,000

130

Wray Park

$35,000

131

Yatasi Drive Park

$35,000

Total Neighborhood Parks (≤ $150k)

$35,000

$50,000 $100,000

$75,000

$35,000

$75,000 $75,000 $150,000 YMCA Exxon Gym included $50,000 $5,000

$100,000

$5,000

$9,700,000

124 BREC Imagine Your Parks2

System Wide Needs This category has funds for general categories not always specific to one location and funds to help this program adapt to new circumstances that will occur over its ten year life. Additionally, some of these funds allow BREC to better target resources based on future planning and needs.

Operating and Administration $1,200,000 This fund will partially pay for the administration of the program, primarily planning and Engineering and some CIP salaries. The general fund will absorb most costs for Planning and Engineering.

CIP/PE Equipment $500,000 This fund will help purchase or lease equipment, such as, back hoes, bobcats, trucks and trailers necessary to conduct the program. This fund will need some support of the General Fund.

Technology Improvements $150,000 This small fund is to integrate new technologies into the parks, particularly as pilot projects, or to purchase new technologies that may create beneficial efficiencies. It is not for software or office equipment.

Feasibility Studies $200,000 This funding will be used to finance study and planning for possible new facilities or modifications / adaptive reuse / additions to existing facilities. Typically this will be in-conjunction with seeking additional funds. The planning and design work can then be used for creating donor solicitation packets to assist with searching for additional funding opportunities for capital improvements. No more than $35,000 will be spent on any single project.

Conservation Projects $675,000 This fund is for purchase of new conservation land and/or development of new conservation facilities. How these funds will be utilized will be determined by future studies.

Additional Special Use Facilities Funding $675,000 Funding in this plan is minimal for facilities. This fund is to help supplement the base funds for special use facilities as additional studies are done and prioritized realized. This fund is not for use at Golf Courses or the Zoo. How these funds will be utilized will be determined by the new strategic plan and future studies. No more than 30% of this fund will be spent at any one site.

Athletic Facility Enhancements $700,000 This fund is to supplement other funds for athletic facilities and / or new needs. No more than 25% of this fund will be used in one location. The use of this fund will be determined by the new strategic plan and future study.

Appendix A: Capital Improvements Plan 125

Pursuing New Trends $515,000 This fund is to supplement other dollars or supply funds to help bring emerging or new recreational amenities to the park system. Partnership opportunities will be sought for this category. How these funds will be spent will be determined by the new strategic plan and future studies.

Park and Community Match Projects $1,850,000 This fund is for projects that are in line with the BREC mission and find other community sources of funds to match BREC funds. Funds must be matched at a minimum of one to one. The BREC Foundation may assist with soliciting private funds. How these funds will be utilized will be determined by future studies.

Recreation Center Upgrades / Renovations / Adaptive Reuse $4,000,000 This category was created to fund needed improvements at the recreation centers which are an important feature of the BREC system. Generally, in the 2005-2015 program little funds were utilized on recreation centers. Most of the recreation centers in the system are old and in need of upgrades to make them more usable and valuable to the communities they serve. Almost all gyms at this time are not air-conditioned. It is expected that about six gyms will be airconditioned in this program with priority given to Recreation Centers in the Community Parks. Funds could also be used to help adapt existing or future recreation centers for a variety of needs that help support mutually beneficial partnerships with the community. Partnerships must meet guidelines as described in BREC policies. This fund allows for concentrating improvements on recreation centers based on the completion of the Imagine Your Parks II Strategic Plan. No more than 20% of this fund will be spent at any one site. Sponsorship and grant fund opportunities will be pursued. How these funds will be utilized will be determined by the strategic plan and future studies.

Sewer Improvements $300,000 This fund is for improving BREC sewer infrastructure. The use of this fund will be determined by future study.

Roof Projects $1,000,000 BREC has many roofs and repairs and replacements of roofs are done each year. This fund will be used to repair and replace roofs as they reach the end of their life cycle. This fund is not sufficient for all of BRECâ€™s needs and the General Fund will continue to also fund this need.

Land Acquisition $2,950,000 Land acquisition for parks is critical to our communityâ€™s ability to provide quality recreational facilities and meet the needs of a growing community. The Land Acquisition budget category is used to purchase new park land in needed locations. The main acquisition targeted, and where most of these funds are expected to be utilized, is a new community park in the south east portion of the parish.

126 BREC Imagine Your Parks2

Summary

Figure 27. BRECâ€™s capital improvements program is allocated by park type. Percent Share of Funding, 2015â€“2024 CIP

10-Year CIP Budget

Additional Identified Funding Needed

Community Parks

$19,800,000

$26,945,000

Connectivity Trails

$5,000,000

$19,290,000

$9,650,000

$4,495,000

$3,720,000

$9,700,000

$1,700,000

Park or Facility Type

Major Special Use Parks or Facilities Large Neighborhood Parks Small Neighborhood Parks System Wide Needs

$14,715,000

Totals*

$73,000,000

Ten Year Capital Improvements Program budget based on $7,300,000 Per Year

Connectivity Trails $5.0M System Wide Needs $14.7M

Community Parks $24.8M

Neighborhood Parks $14.1M Special Use $52,015,000 Facilities $19.3M Zoo Conservation $5.2M Outdoor Athletic $2.1M Fields $4.6M Golf Cultural Other $4.1M $2.1M $2.2M $5,000,000

Appendix A: Capital Improvements Plan 127

Community Parks Identified Needs

Estimated Amenities and Facilities needing additional Cost funding

Anna T. Jordan

$800,000

Resurface some areas of parking and entry drives

$225,000

Develop new area in the north part of the park

$250,000

New recreation center equipment and furnishings

$75,000

Miscellaneous site improvements

$250,000 Parking Pavement Improvement Additional parking needed

Total City-Brooks

$50,000 $270,000

$800,000 $1,600,000

Dog Park Expansion

$200,000

Tennis Center expansion and new solid canopy

$350,000

Picnic Hill Pavilion (Spanish mission style w/ clay tile roof

$300,000

Playground resurfacing and containment

$50,000

Picnic Hill custom feature hill slide

$50,000

Trail connections

$200,000

May Street Improvements

$200,000

Miscellaneous site improvements

$250,000 Bath & Field House, Pro Shop renovations and new gallery Boat House and restaurant/ cafĂŠ

$7,500,000 $5,000,000

Please Note: Golf Course Improvements are under Special Use Facilities Total

$1,600,000

Forest

$1,650,000

Dog Park improvements

$50,000

Lake area improvements

$150,000

Outdoor event space development

$325,000

Playground resurfacing

$50,000

Ball field upgrades

$75,000

Boardwalk through wooded areas

$100,000

Nature trails

$150,000

Improvements to recreation Center

$400,000

Parking and drive improvements

$100,000

Miscellaneous site improvements Total

$250,000 Outdoor Pavilion $1,650,000

$150,000

128 BREC Imagine Your Parks2

Identified Needs

Estimated Amenities and Facilities needing additional Cost funding

Jackson

$1,300,000

*Master Plan Directed Improvements

$1,300,000 New paved parking lot

$300,000

New community level playground

$200,000

Walking path

$150,000

Miscellaneous site improvements

Total

$1,300,000

Greenwood

$1,500,000

Expansion of waterfront building

$600,000

Phases of additional parking and parking improvements

$375,000

Playground shade/improvements

$50,000

Expanded connections and nature trails

$100,000

Phases of pedestrian connections from Hwy 19 to activity area

$125,000

Miscellaneous site improvements

$250,000

Miscellaneous site improvements

Ball field upgrades

$75,000

Miscellaneous site improvements

$250,000

Complete pedestrian connections from Hwy 19 to activity area

$250,000

Improved cart path through woods from # 10 green

$55,000

Development of existing open spaces Total

$1,500,000

Highland Road

$1,600,000

*Master Plan Directed Improvements

$250,000 *Master Plan Directed Improvements

Additional pavilions

$100,000

Kayak launch/bayou enhancements

$300,000

Expanded trails

$400,000

Playground shade Ball field improvements Miscellaneous site improvements

$500,000

$30,000 $270,000 $250,000

Total

$1,600,000

Howell Park

$1,500,000

Recreation center Improvements

$1,000,000

parking area improvements (new overlay and parking islands)

$250,000

Miscellaneous site improvements

$250,000 Playground shade Outdoor Pavilion *Master Plan Directed (if golf course repurposed)

Total

$250,000

$1,500,000

$30,000 $150,000 $2,500,000

Appendix A: Capital Improvements Plan 129

Identified Needs Independence

Estimated Amenities and Facilities needing additional Cost funding $2,000,000

Inclusive playground funding match additional funds needed

$500,000

Phased Recreation center renovations - additional funds needed

$200,000

Independence Blvd modifications

$200,000

Crushed granite walking/running path completion

$400,000

Theater - new roof and improvements - additional funds needed

$130,000 Theater Improvements

$300,000

Botanic garden improvements/ expansion - additional funds needed

$200,000 Soccer field lighting and other improvements

$250,000

Park comprehensive sign package

$75,000 Tennis parking lot improvements

$500,000

Landscaping

$45,000 Additional Botanic Garden Improvements

$500,000

Miscellaneous site improvements

$250,000 Picnic areas Recreation center renovations and airconditioning Central walkway

Total

$2,000,000

N Sherwood Forest

$1,750,000

1/2 mile walking trail

$375,000

New pavilions

$175,000

Lake area enhancements

$350,000

Trees and landscaping

$40,000

Ballfield enhancements/new multi-use field(s)

$300,000

Botanic garden conservatory

$600,000

$30,000

Recreation center - warehouse conversion - additional funds needed

$300,000 Recreation center warehouse conversion additional funds needed

Court area

$150,000

Connecting trails

$250,000

Miscellaneous site improvements

$250,000

Total

$300,000 $1,200,000

$1,880,000

$300,000

130 BREC Imagine Your Parks2

Identified Needs Perkins Road

Estimated Amenities and Facilities needing additional Cost funding $1,250,000

Connecting trails - additional funding needed

$250,000

Parking improvements - additional funding needed

$100,000

Ball field improvements - additional funding needed

$300,000

Drainage improvements in extreme sports complex

$400,000

Recreation center area improvements - additional funding needed

$30,000

Bus stop/trail crossing area

$270,000 Velodrome improvements

$100,000

Signage package upgrades and replacements

$25,000 ballfield improvements

$200,000

Trees and landscaping

$15,000 Recreation Center Improvements

$200,000

Lake improvements

$25,000 Recreation Center area improvements

$200,000

Recreation center improvements and indoor climbing wall

$200,000 Volleyball court enhancements and additional courts

$30,000

Miscellaneous site improvements

$250,000 New skate park area building/ concessions

$250,000

Additional restrooms Total Sandy Creek

$750,000

*Master Plan Directed

$750,000 Lake and lake area development Rodeo Arena

Total Zachary

$150,000 $250,000

New trails - additional funds may be needed

$200,000

Skate park area - additional funds needed

$200,000

Trees and landscaping

$30,000

Park comprehensive sign package

$20,000 $250,000 Basketball/volleyball area $1,100,000

*Master Plan Directed

$3,000,000

Community Park Totals

$35,000

$1,100,000

Southeast (new) Total

$1,000,000

$750,000

New playground

Total

$1,000,000

$1,100,000

*Master Plan Directed Improvements

Miscellaneous site improvements

$110,000

$1,250,000

$3,000,000 $19,800,000

$26,945,000

Appendix A: Capital Improvements Plan 131

Neighborhood Parks - Large Identified Needs Airline Highway * Master Plan Directed Approximate Total Needed:

Estimated Amenities and Facilities needing additional Cost funding $850,000 $850,000

$850,000

Cedar Ridge Drive

$200,000

* Master Plan Directed

$200,000

Approximate Total Needed:

$200,000

Flanacher Road

$175,000

* Master Plan Directed

$175,000

Approximate Total Needed:

$175,000

Jefferson Highway

$225,000

* Master Plan Directed

$225,000

Jefferson Terrace

$225,000

* Master Plan Directed

$225,000

Approximate Total Needed:

$225,000

Lovett Road

$200,000

* Master Plan Directed

$200,000

Approximate Total Needed:

$200,000

Milford Wampold Memorial

$500,000

* Master Plan Directed

$500,000 Boat House

Approximate Total Needed:

$500,000

Milton J. Womack (Florida Blvd)

$950,000

* Master Plan Directed

$950,000

Approximate Total Needed

$950,000

Plank Road

$175,000

* Master Plan Directed

$175,000 Connections and trails

$300,000

New Bathroom

$100,000

Playground shade

$20,000

Ballfield upgrades

$150,000

Misc site improvements

$100,000

Access to Comite River

$500,000

$175,000

Sharp Road

$200,000

* Master Plan Directed

$200,000 Additional parking and site improvements

Approximate Total Needed:

$200,000

Sports Academy

$175,000

* Master Plan Directed

$175,000

Approximate Total Needed

$175,000

Woodstock

$620,000

* Master Plan Directed

$620,000

Approximate Total Needed:

$620,000

Neighborhood Parks Totals

$200,000

Parking & drive improvements

Approximate Total Needed

System Wide

$250,000

$100,000

$2,000,000 $4,495,000

$3,720,000

132 BREC Imagine Your Parks2

Neighborhood Parks - Small

Park

Description of Potential Improvements and Enhancements

Line Item Costs

10-Year CIP Budget

Acadian Thruway

$60,000

Alaska Street

$75,000

Alsen

$75,000

Antioch Boulevard

$125,000

Baker

$50,000

Baker Playground

$60,000

Baker Recreation Center & Eq

$50,000

Baringer Road

$150,000

Baywood

$75,000

Beaver Creek

$25,000

Belfair

Teen Center Enhancements

$150,000

Ben Burge (Elvin)

$125,000

Blueberry Street

$70,000

Boulevard de Province

$80,000

Brookfield

$60,000

Brown Heights

$50,000

Buchanan

$30,000

Byrd Station

$75,000

Cadillace Street

$100,000

Camelot

$30,000

Cedarcrest

$85,000

Chamberlain Street

$50,000

Church Street

$100,000

Clark

$75,000

Clifford T. Seymour

$30,000

Cohn Nature Preserve

$5,000

College Town

$75,000

Congress

$50,000

Convention Street

$75,000

Corporate Parkway

$10,000

Cunard Avenue

$55,000

Dayton Street

$5,000

Dover Street

$50,000

Doyleâ€™s Bayou Droze Road

$100,000 Remove from service if Greenwell Springs NP remains in service

$5,000

Drusilla

$75,000

Dunchess Drive

$75,000

East Brookstown

$50,000

East Polk Street

$50,000

Edwards Avenue

$10,000

Additional Funding Needed

Appendix A: Capital Improvements Plan 133

Park

Description of Potential Improvements and Enhancements

Line Item Costs

Erich Sternberg

$100,000

Evangeline Street

$100,000

Expressway

$125,000

Fairfax Fiesta Flannery Road

$50,000 $125,000 $75,000

Forty-eighth Street

$60,000

Gayosa

$25,000

Gentily Court

$75,000

Goodwiid

$100,000

Greenwell Springs

$125,000

Gus Young

$150,000

Hamilton Avenue

$125,000 $50,000

Hartley- Vey Gardere

$125,000

Hooper Road

$125,000

Industriplex

$25,000

Jacob Kornmeyer

$25,000

James Watson

$100,000

Jefferson Street

$50,000

Jones Creek

$5,000

Kathy Drive

$125,000

Kendalwood Road

$100,000

Kernan Street

$125,000

Kerr Warren

$100,000

Kinchole Lloyd Baker

$60,000

Kolby

$50,000

Lafitte Street

$75,000

Lanier Drive

$50,000

Le Brent Avenue

$25,000

Leeward Drive

$75,000

Leo & Murlin Willie

$75,000

Ligon Road

$35,000

Little Farms

$35,000

Longfellow

$150,000

Longridge

$100,000

Louisiana/ Claycut

$100,000

Madison Avenue

Additional Funding Needed

$15,000

Fortune Addition

Harding Street

10-Year CIP Budget

$75,000

Manchac

$150,000

Maplewood

$100,000

Mary J. Lands

$100,000

Mayfair

$135,000

$400,000

134 BREC Imagine Your Parks2

Park

Description of Potential Improvements and Enhancements

Meadow

Line Item Costs $100,000

Monte Sano

$125,000

Myrtle Street

$50,000

Nairn

$75,000

North 14th Street

$100,000

North 18th Street

$50,000

North Street

$150,000

Oak Villa

$35,000

Old Hammond Highway

$100,000

Palomino Drive

$100,000

Parklawn

$100,000

Parkview

$100,000

Pawnee Street

$50,000

Pinehurst

$100,000

Pride

$75,000

Quarterhorse Drive

$35,000

Railey Roshto

$75,000

Reames Road

$80,000

Red Oaks

$50,000

Rio Drive

$75,000

Rita Street

$100,000

River Bend

$125,000

Rollins Road

$35,000

Roosevelt Street

$100,000

Rue LeBouef

$100,000

Saia

$100,000

Samuel D’agostino

$75,000

Santa Maria

Seventh Street South Harrell’s Ferry Road South Magnolia Spain Street Spanish Town

Additional Funding Needed

$75,000

Mills Avenue

Scotlandville Parkway

10-Year CIP Budget

$75,000 YMCA Exxon Gym Included

$150,000 $50,000 $5,000 $50,000 $75,000 $100,000

Sugarland

$40,000

T. D. Bickham, Jr.

$75,000

Tams Drive

$50,000

Thirty-ninth Street

$90,000

Thomas Maher

$75,000

Tristian Avenue

$5,000

Additional Funds needed for master plan

$300,000

Appendix A: Capital Improvements Plan 135

Park

Description of Potential Improvements and Enhancements

Line Item Costs

Warren O. Watson

$35,000

Webb Park

$75,000

West Brookstown

$75,000

Woodlawn Acres

$115,000

Woodlawn Trail

$10,000

Wray

$35,000

Yatasi Drive

$35,000

10-Year CIP Budget

System Wide

Additional Funding Needed

$1,000,000

Small Neighborhood Parks Totals

$9,700,000

$1,700,000

Special Use Parks or Facilities

Facility

Costs

10-Year CIP Budget

Athletic Facilities

$4,625,000

Burbank

$1,500,000

Central Sports Park

$300,000

NSF/SE Area - Fields

$350,000

Flanacher sports fields

$225,000

Harley/Vey Sports Park

$300,000

Memorial Sports Complex

$500,000

Olympia Field

$300,000

Public Track

$500,000

Tennis Facilities Conservation/Outdoor Recreation Special Use

Additional Funding Needed

$650,000 $1,010,000

Bluebonnet Swamp

$550,000

$500,000

Frenchtown Road Conservation Area

$300,000

$500,000

Blackwater Conservation Area

$100,000

$200,000

Burbank Conservation Area

$60,000

Cultural Special Use

$7,420,000

BREC Zoo

$5,200,000

Baton Rouge Gallery - CityBrooks Cohn Arboretum

$1,000,000

$200,000 $80,000

Greenwell Springs Historic Site

$120,000

Highland Observatory

$220,000

Independence Botanic Gardens

$625,000

$500,000

Independence Theater

$200,000

Knock-Knock Childrenâ€™s Museum

$200,000

$500,000

$75,000

$500,000

Magnolia Cemetery Magnolia Mound Plantation

$300,000

136 BREC Imagine Your Parks2

Facility Other Special Use Comite River Park Dog Parks Farr Park Horse Activity Center

Costs

10-Year CIP Budget

Additional Funding Needed

$4,135,000 $75,000

$200,000

$250,000

$885,000

$300,000

Lakes District

$1,150,000

$1,000,000

Liberty Lagoon/Aquatics

$1,000,000

$200,000

Perkins Extreme Facilities Golf Courses

$775,000 $2,100,000

Beaver Creek City Clark and First Tee Program Dumas Howell Santa Maria Webb Special Use Totals

$3,000,000 $19,290,000

$9,650,000

Appendix A: Capital Improvements Plan 137

System Wide Needs

Description

10-Year CIP Budget

Additional Funding Needed

Operating and Administration CIP and P&E Salaries (other funding from General Fund).

$1,200,000

CIP/PE Equipment Purchase or lease construction equipment.

$500,000

Technology Improvements Integrate new technologies into parks for efficiencies.

$150,000

Feasibility Studies Studies and planning efforts for possible new facilities or modifications/ adaptive reuse/ additions to existing facilities.

$200,000

Conservation Projects Purchase of new conservation land and/or development of new conservation facilities.

$675,000

Additional Special Use Facilities Funding Supplemental funds for base funds for special use facilities as additional studies are done and prioritization completed.

$675,000

Athletic Facilities Enhancement Supplemental funds for athletic facilities and/or new needs as additional studies are done and prioritization completed.

$700,000

Pursuing New Trends Supplemental funds to help bring emerging or new recreational amenities to the park system as additional studies are done and prioritization completed.

$515,000

Park and Community Match Projects Matched, one-to-one (minimum) funding for projects that are in line with the BREC mission. These projects will assist.

$1,850,000

Recreation Center Upgrades / Renovations / Adaptive Reuse Funding needed for improvements to recreation centers that are old and in need of upgrades. Upgrades and improvements will better serve the communities they are located in. Some of the funding will be used for new A/C systems for at least 6 gyms.

$4,000,000

Sewer Improvements Upgrading old and existing sewer infrastructure. Future studies will determine the specific use of this fund.

$300,000

Roof Projects Funding for the repair and replacement of roofs at the end of their life cycle.

$1,000,000

Land Acquisition Funding to purchase new park land in needed locations such as a new community park in the south east portion of the parish. System Wide Needs Totals

$2,950,000 $14,715,000

$5,000,000

139

Appendix B

Recreation Facility Assessments Recreation facilities assessments included on-site evaluations conducted in May 2014 of 20 different facilities that were strategically selected in collaboration with BREC staff to create a sample that most accurately depicted the state of recreation centers and special use facilities, as a whole, within the agency. This appendix includes a depiction of the role of recreation facilities, including key recommendations that aim to eliminate deficiencies and improve capabilities to efficiently and effectively serve the residents of East Baton Rouge Parish into the future.

Methodology The assessment teams completed guided walk-throughs of each center, examining the condition of the facility, activity levels, program types, and the interaction between users, the center, and its staff. In an effort to acquire additional information for observation and recommendation purposes, center managers and key staff were interviewed to understand each center’s perspective from the front lines of service delivery. The following recreation centers and facilities were included in the assessment: •

Anna T. Jordan

•

Baton Rouge Gallery

•

Bluebonnet Swamp Nature Center

•

Burbank Soccer Complex

•

Church Street

•

Cohn Arboretum

•

Farr Park Equestrian Center

•

Forest

•

Greenwood

•

Hamilton Avenue

•

Hartley/Vey Sports Park (Oak Villa)

•

Highland Road Observatory

•

Independence Community Park - Liberty Lagoon

•

Independence Community Park - Tennis Center

•

Independence Community Park - Theater

•

Lovett Road

•

Magnolia Mound Plantation

•

Mayfair

•

Perkins Road

•

Perkins Road Extreme Park

140 BREC Imagine Your Parks2

Each individual recreation center assessment reveals the key findings of consultant visits, and expresses the opinions of staff, users, and the consulting team for each site. The components of each assessment are as follows: •

General Information- The site name, address, hours of operation, size, and other basic information about the site are listed here.

•

Signage- The presence or absence of key sign types are noted.

•

Design and Usage- Information on type of facility, setting, seasonal use, and usage level are included in this section. Different program types offered at the location are also indicated.

•

Site Amenities- Provided in this section is an inventory of the features of the facility and surrounding amenities that contribute to the user experience. Condition is assessed on a scale of Poor to Excellent (see Table 4 for condition level definitions).

•

Facility Conditions- This portion scores each center on a variety of criteria based on consultant evaluations of the facility. The same ratings, Poor to Excellent, are used in this section. Assigning a rating allows for parallel comparison of each of the 20 sites visited. It is important to note that ratings were determined based upon the unique context and circumstances of one visit by the consulting team. They are not necessarily an assessment of the performance of the center staff.

•

Corrective Actions Needed- This expands on the consultant observations and identifies specific actions for improving each center moving forward. These recommendations are a result of the consulting team’s interpretation of the variety of input from each visit.

•

Strengths/Weaknesses/Opportunities- This section is derived from interviews with center managers and key staff, as well as interaction during facility tours. It shares the strengths, values, opportunities, and concerns from a facility-level perspective.

•

Overall Condition of the Site- This provides a comprehensive assessment based upon all of the information collected during the site visit. As with the feature-specific ratings given to facilities, the purpose of assigning an overall rating provides the opportunity for comparison of all of the sites visited by the consulting team. Again, it is important to note that ratings were determined based upon the unique context and circumstances of one visit by the consulting team. They are not necessarily an assessment of the performance of the center staff.

Condition Assessment Definitions Rating

General Description

Excellent

Facilities/amenities are in excellent condition and feature little or no maintenance problems noted. Facilities do not feature any major design issues that contribute to diminished use or maintenance. Turf, lawns, and landscapes are healthy and maintained to a high level. Staff and volunteers exhibit the highest levels of customer service and operational knowledge. Programs are of the highest quality and exceed performance objectives.

Good

Facilities/amenities are in good condition and feature only minor maintenance problems. Generally, most maintenance issues with these facilities appear to be the result of age and/or heavy use. Facilities may only feature minor design issues that contribute to diminished use or maintenance (i.e. drainage, structural, utilities, etc.). Turf and landscaping is in generally good condition. Staff and volunteers perform at a high level. Programs show quality and meet performance objectives.

Fair

Facilities/amenities are in fair condition and indicate ongoing maintenance problems. Generally, most maintenance issues with these facilities appear to be the result of age and heavy use. Some maintenance issues may be compounding over time due to being deferred because of budget and/or resource limitations. Facilities may only feature minor design issues that contribute to diminished use or maintenance (i.e. drainage, structural, utilities, etc.). Turf and landscapes are acceptable but could use improvement. Staff and volunteers are capable but may have areas for improvement in terms of customer service and knowledge. Programs are of adequate quality and meet most performance objectives.

Poor

Facilities/amenities are in poor condition and clearly show ongoing maintenance problems that ultimately may result in suspended use for repair/replacement. Maintenance issues with these facilities are the result of age and heavy use, and generally are compounding over time due to being deferred because of budget and/or resource limitations. Facilities may feature major design issues that contribute to diminished use or maintenance (i.e. drainage, structural, utilities, etc.). Turf and landscaping is bare or in need of complete replacement. Most programs do not align with user needs or meet performance objectives.

Appendix B: Recreation Facility Assessments 141

Individual Center Assessments Anna T. Jordan Address: 1750 Stilt Rd Hours: Park: Sunrise – Sunset, daily / Rec Center: M–F 12p–8p / Senior Center: M–W 8a–1p Sq. ft./Acres: 39.62 acres / Rec Center: 10,000 sq ft

Signage (check all that apply) x

Highway/roadway site identification

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one) x

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter

Community Park

Spring

Regional Park

Nature Preservation

Program Types (choose all that apply)

Heavy

Adaptive/ Inclusive

Moderate

Aquatics

Summer

Light

Art Exhibits

Fall

Rare

Sports Complex

Arts & Crafts Athletics

Aquatic Center

Art Gallery

Camps Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other:

Outdoor Adventure Performing Arts x

Senior Tennis

Site Amenities QTY Amenity x

Gymnasium

Condition

Comments/Notes

Fair

Ceiling needs repair, no A/C

142 BREC Imagine Your Parks2

Arts/Crafts Room

Fair

Lack of storage, supplies not put away

Game Room

Fair

Older equipment

Outdoor Pools

n/a

Under construction

Playground

Good

Multi-Use Trails

Excellent

Baseball/ Softball Courts

Good

Rocks in dirt on base paths

Outdoor Basketball Courts

Fair

Shared with tennis court

Outdoor Tennis Courts

Fair

Shared with basketball court

Picnic Areas/ Shelters

Good

Horseshoe Pits

Fair

Weeds

Indoor

Condition

Comments/Notes

Lobby area clean and inviting

Fair

Flyer racks organized and full

Good

Floors clean and free of debris

Fair

Walls/ ceilings clean, no cobwebs

Fair

Windows clean, no handprints

Poor

Hallways/ walkways clear

Fair

Lights working in all rooms

Good

Tables/ chairs clean, properly stored

Fair

Equipment stowed properly

Fair

Storage area organized and accessible

Fair

Restrooms clean and stocked

Good

Facility Conditions

Restrooms in good working order

Good

Water fountains clean and working

Good

Equipment in good working order overall

Fair

Equipment levels adequate

Good

Functional layout, good use of space

Fair

Safety/ security features

Fair

Outdoor

Condition

Covered walkways clean, no cobwebs

Good

Walkways/ sidewalks clean, no debris

Good

Building exterior clean and attractive

Fair

Parking lot clean, well-fit

Good

Patio area clean and inviting

Fair

Planter area clean, aesthetically pleasing

Good

Landscaping well-maintained, attractive

Fair

Lawns/ turf properly manicured

Good

Exterior lights working

Good

Trash cans/ ashtrays empty and clean

Good

Amenities well-maintained, attractive

Fair

Functional layout, good use of space

Fair

Full, but only program guides

More storage needed

Comments/ Notes

Broken glass in lawn where kids play

Appendix B: Recreation Facility Assessments 143

Proper signage

Good

Safety/ security features

Fair

Customer Service & satisfaction

Ranking

Greeting

Good

Staff attire

Fair

Friendliness of staff

Fair

Professionalism of staff

Fair

Helpful/ knowledgeable staff

Good

User interaction, users engaged

Fair

Needs/ interests appear to be met

Fair

Appropriate activities for population

Fair

Safety/ supervision apparent

Fair

Comments/Notes

Oversight lacking, only 1 staff for entire facility

Corrective Actions Needed Action

Urgency

Develop program plan for new facility

<6 months

6-12 months

Strengths •

Recently refreshed park

•

Well used by neighborhood groups

•

Upcoming facility updates

Weaknesses •

Additional supervision/ staffing would be beneficial

•

Outdated rec center

•

Few structured programs

Opportunities •

After new facility is built, generate new revenue from new amenities

•

Use of surrounding park facilities for programming/ activities

•

Bring quality of rec center to level of outdoor facility

Overall Condition of the Site Fair

12-24 months

24+ months

144 BREC Imagine Your Parks2

Baton Rouge Gallery Address: 1515 Dalrymple Dr Hours: Tuâ€“Su 12pâ€“6p

Signage (check all that apply)

Highway/roadway site identification

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one)

Seasonal Use (choose Usage Level all that apply) (choose one)

Program Types (choose all that apply)

Neighborhood Park

Winter

Heavy

Adaptive/ Inclusive

Community Park

Spring

Moderate

Aquatics

Regional Park

Summer

Nature Preservation

Fall

Light Rare

Art Exhibits x

Sports Complex x

Arts & Crafts Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other:

Outdoor Adventure Performing Arts Senior Tennis

Site Amenities QTY Amenity

Condition

Terrace

Good

Exhibit Gallery

Good

Comments/Notes A/C maintenance issues

Appendix B: Recreation Facility Assessments 145

Facility Conditions Indoor

Condition

Lobby area clean and inviting

Excellent

Front counter clean and organized

Excellent

Flyer racks organized and full

Good

Floors clean and free of debris

Excellent

Walls/ ceilings clean, no cobwebs

Excellent

Windows clean, no handprints

Excellent

Hallways/ walkways clear

Excellent

Lights working in all rooms

Fair

Tables/ chairs clean, properly stored

Good

Equipment stowed properly

Good

Storage area organized and accessible

Fair

Restrooms clean and stocked

Good

Restrooms in good working order

Good

Water fountains clean and working

Good

Equipment in good working order overall

Good

Equipment levels adequate

Good

Functional layout, good use of space

Good

Safety/ security features

Good

Outdoor

Condition

Covered walkways clean, no cobwebs

Good

Walkways/ sidewalks clean, no debris

Excellent

Building exterior clean and attractive

Excellent

Parking lot clean, well-fit

Good

Patio area clean and inviting

Excellent

Planter area clean, aesthetically pleasing

Good

Landscaping well-maintained, attractive

Good

Lawns/ turf properly manicured

Excellent

Exterior lights working

Good

Trash cans/ ashtrays empty and clean

Good

Amenities well-maintained, attractive

Good

Functional layout, good use of space

Good

Proper signage

Fair

Safety/ security features

Good

Customer Service & satisfaction

Ranking

Greeting

Good

Staff attire

Good

Friendliness of staff

Excellent

Professionalism of staff

Excellent

Helpful/ knowledgeable staff

Excellent

User interaction, users engaged

Good

Needs/ interests appear to be met

Good

Comments/Notes

Need lighting improvements to enhance art

Additional space/ portrait cubbies needed

Comments/ Notes

Building sign good, bud additional signage needed

Comments/Notes

146 BREC Imagine Your Parks2

Appropriate activities for population

Good

Safety/ supervision apparent

Good

Oversight lacking, only 1 staff for entire facility

Corrective Actions Needed Action Repair A/C

Urgency x

<6 months

Additional road signage

6-12 months

12-24 months

Strengths •

Well maintained

•

Aesthetically pleasing facility

•

Popular for rentals

Weaknesses •

Lack of signage on roadways/highways, as well as within City Park

•

Lack of classroom space

•

Partnership agreement needs updating within next year

Opportunities •

Repurpose and improve basement for additional education and special event space

•

Additional programming within and outside of gallery

Overall Condition of the Site Good

24+ months

Appendix B: Recreation Facility Assessments 147

Bluebonnet Swamp Nature Center Address: 10503 N Oak Hills Pkwy Hours: Tu–Sat 9a–5p / Sun 12p–5p Sq. ft./Acres: 102.75 acres / Educ/Admin: 4,500 sq ft/ Interpretive: 9,500 sq ft

Signage (check all that apply) x

Highway/roadway site identification

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one)

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter

Community Park

Regional Park

Nature Preservation

Program Types (choose all that apply)

Heavy

Adaptive/ Inclusive

Spring

Moderate

Aquatics

Summer

Light

Art Exhibits

Fall

Rare

Arts & Crafts

Sports Complex

Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other:

Outdoor Adventure Performing Arts Senior Tennis

Site Amenities QTY Amenity

Condition

Comments/Notes Additional rooms in new facility

Multi-purpose Room

Good

Meeting/Conference Room

Good

Multi-Use Trails

Good

Exhibit Space

Good

Not ADA accessible throughout

148 BREC Imagine Your Parks2

Gift Shop

Good

Facility Conditions Indoor

Condition

Lobby area clean and inviting

Good

Front counter clean and organized

Good

Flyer racks organized and full

Good

Floors clean and free of debris

Good

Walls/ ceilings clean, no cobwebs

Good

Windows clean, no handprints

Good

Hallways/ walkways clear

Good

Lights working in all rooms

Good

Tables/ chairs clean, properly stored

Good

Equipment stowed properly

Good

Storage area organized and accessible

Fair

Restrooms clean and stocked

Good

Restrooms in good working order

Good

Water fountains clean and working

Good

Equipment in good working order overall

Good

Equipment levels adequate

Good

Functional layout, good use of space

Fair

Safety/ security features

Good

Outdoor

Condition

Covered walkways clean, no cobwebs

Good

Walkways/ sidewalks clean, no debris

Good

Building exterior clean and attractive

Good

Parking lot clean, well-fit

Good

Patio area clean and inviting

Good

Lawns/ turf properly manicured

Good

Exterior lights working

Good

Trash cans/ ashtrays empty and clean

Good

Amenities well-maintained, attractive

Good

Functional layout, good use of space

Good

Proper signage

Fair

Safety/ security features

Good

Customer Service & satisfaction

Ranking

Greeting

Excellent

Staff attire

Fair

Friendliness of staff

Excellent

Professionalism of staff

Excellent

Helpful/ knowledgeable staff

Excellent

User interaction, users engaged

Excellent

Comments/Notes

In transition- new facility will have more space

Restricted space- new facility will alleviate

Comments/ Notes

Need improved signs in parking lot/ building

Comments/Notes Need consistent uniforms- including volunteers

Appendix B: Recreation Facility Assessments 149

Needs/ interests appear to be met

Excellent

Appropriate activities for population

Excellent

Safety/ supervision apparent

Excellent

Corrective Actions Needed Action

Urgency

ADA accessible trail to swamp Way finding and orientation signage

<6 months

6-12 months

Strengths •

Strong staff

•

Strong programming and expanding

•

Caters to all ages

•

New facility will provide expanded education and additional storage

Weaknesses •

Orientation and way finding to entrance

•

Lack of O&M plan and estimates for new facility- need feasibility study

Opportunities •

Programming outside of facility- traveling trunk approach

Overall Condition of the Site Good

12-24 months

24+ months

150 BREC Imagine Your Parks2

Burbank Soccer Complex Address: 12400 Burbank Dr Hours: Sunrise - Sunset, daily Sq. ft./Acres: 247.84 acres

Signage (check all that apply)

Highway/roadway site identification

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one)

Seasonal Use (choose Usage Level all that apply) (choose one) x

Program Types (choose all that apply)

Neighborhood Park

Winter

Heavy

Adaptive/ Inclusive

Community Park

Spring

Moderate

Aquatics

Regional Park

Summer

Light

Art Exhibits

Nature Preservation

Fall

Rare

Arts & Crafts

Sports Complex

Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other:

Outdoor Adventure Performing Arts Senior Tennis

Site Amenities QTY Amenity

Condition

Comments/Notes

Multi-Use Fields (soccer/football/rug)

Good

Currently seeding

Dog parks/ off-leash areas

Excellent

Appendix B: Recreation Facility Assessments 151

Facility Conditions Outdoor

Condition

Covered walkways clean, no cobwebs

Excellent

Walkways/ sidewalks clean, no debris

Excellent

Building exterior clean and attractive

Excellent

Parking lot clean, well-fit

Good

Landscaping well-maintained, attractive

Excellent

Lawns/ turf properly manicured

Excellent

Exterior lights working

Excellent

Trash cans/ ashtrays empty and clean

Excellent

Amenities well-maintained, attractive

Excellent

Functional layout, good use of space

Excellent

Proper signage

Excellent

Safety/ security features

Excellent

Customer Service & satisfaction

Ranking

Greeting

Excellent

Staff attire

Excellent

Friendliness of staff

Excellent

Professionalism of staff

Excellent

Helpful/ knowledgeable staff

Excellent

User interaction, users engaged

Excellent

Needs/ interests appear to be met

Excellent

Appropriate activities for population

Excellent

Safety/ supervision apparent

Excellent

Comments/ Notes

Comments/Notes

Corrective Actions Needed Action None noted

Urgency <6 months

6-12 months

Strengths •

Multitude of sports fields

•

Nice dog park

•

Great sponsorships for fields

Weaknesses •

Not enough restrooms or shelters

•

Only one concession stand

•

Gravel parking lot

•

Signs and parking posts worn

Opportunities •

Unused 10 acres could be developed into all-weather, multi-purpose fields

•

Develop trail system

12-24 months

24+ months

152 BREC Imagine Your Parks2

•

Additional concession stand

•

Develop a business plan for the complex

•

Additional access points to the complex

•

Explore naming rights

Overall Condition of the Site Good

Appendix B: Recreation Facility Assessments 153

Church Street Address: 3210 Church St Hours: Park: Sunrise - Sunset / Rec Center: M–Th 2:30p–7p / Fri 2:30p–6p Sq. ft./Acres: 7.09 acres / Rec Center: 4,150 sq ft

Signage (check all that apply) x

Highway/roadway site identification

Marked entrance

Usage regulations and restrictions Interpretive

Safety

Other:

Design and Usage

Design use (choose one)

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter

Community Park

Spring

Regional Park

Summer

Light

Nature Preservation

Fall

Rare

Program Types (choose all that apply)

Heavy

Adaptive/ Inclusive

Moderate

Aquatics Art Exhibits x

Sports Complex

Athletics

Aquatic Center

Art Gallery x

Arts & Crafts Camps Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other:

Outdoor Adventure Performing Arts Senior Tennis

Site Amenities QTY Amenity

Condition

Comments/Notes

Gymnasium

Fair

Roof/ ceiling condition, No A/C

Multi-purpose Room

Fair

Wall A/C unit, old but clean

Playground

Fair

Not ADA accessible, missing parts

Baseball/ Softball fields

Fair

Worn, needs paint and weeding

Outdoor Basketball Courts

Fair

Little shade, old, worn

Picnic Areas

Fair

No lights or grills

154 BREC Imagine Your Parks2

Facility Conditions Indoor

Condition

Comments/Notes

Lobby area clean and inviting

Fair

Clean, but some clutter due to lack of storage

Front counter clean and organized

Fair

Clean, but some clutter due to lack of storage

Floors clean and free of debris

Good

Walls/ ceilings clean, no cobwebs

Good

Windows clean, no handprints

Fair

Hallways/ walkways clear

Good

Good considering lack of storage

Lights working in all rooms

Fair

Burnt bulb in closet

Tables/ chairs clean, properly stored

Good

Equipment stowed properly

Good

Storage area organized and accessible

Fair

Restrooms clean and stocked

Good

Restrooms in good working order

Good

Water fountains clean and working

Good

Attic storage hard to access

Equipment in good working order overall

Good

Equipment levels adequate

Good

Functional layout, good use of space

Good

Safety/ security features

Fair

Outdoor

Condition

Covered walkways clean, no cobwebs

Good

Walkways/ sidewalks clean, no debris

Good

Building exterior clean and attractive

Fair

Aging

Parking lot clean, well-fit

Fair

More lighting would be useful

Planter area clean, aesthetically pleasing

Fair

Landscaping well-maintained, attractive

Fair

Lawns/ turf properly manicured

Good

Exterior lights working

Poor

Trash cans/ ashtrays empty and clean

Good

Amenities well-maintained, attractive

Good

Functional layout, good use of space

Good

Proper signage

Fair

Better rec center sign would be useful

Safety/ security features

Fair

Lighting would improve security

Customer Service & satisfaction

Ranking

Greeting

Excellent

Staff attire

Fair

Friendliness of staff

Excellent

Professionalism of staff

Excellent

Helpful/ knowledgeable staff

Excellent

User interaction, users engaged

Excellent

Needs/interests appear to be met

Excellent

Appropriate activities for population

Excellent

Safety/supervision apparent

Excellent

Good use of limited space and aging facility

Comments/ Notes

Vandalized lights - need replacement

Comments/Notes No uniforms

Appendix B: Recreation Facility Assessments 155

Corrective Actions Needed Action

Urgency

Awning over front door

<6 months

Leaking gym ceiling

6-12 months

12-24 months

A/C Central

ADA accessible playground

Exterior lighting replacement

Strengths •

One of the largest after school and camp programs - waiting list to get in

•

Staff well known throughout community adds value to programming

Weaknesses •

Facility lacking storage - attic space available, but difficult to access

•

Roof/ceiling damage in gym

•

Lack of A/C

•

No storage for kid’s backpacks, instruments, etc

•

Playground not ADA accessible

Opportunities •

Add central A/C to make gym more usable and expand programming

•

Convert attic space to programmable area

•

Revenue generation from ballfield

Overall Condition of the Site Fair

24+ months

156 BREC Imagine Your Parks2

Cohn Arboretum

Address: 12206 Foster Rd Hours: 8aâ€“5p daily Sq. ft./Acres: 16 acres

Signage (check all that apply) Highway/roadway site identification x

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one)

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter

Community Park

Spring

Regional Park

Nature Preservation

Program Types (choose all that apply)

Heavy

Adaptive/ Inclusive

Moderate

Aquatics

Summer

Light

Art Exhibits

Fall

Rare

Arts & Crafts

Sports Complex

Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other:

Outdoor Adventure Performing Arts Senior x

Site Amenities QTY Amenity

Condition

Community Garden

Excellent

Formal Garden / Arboretum

Excellent

Comments/Notes

Gardening/ Planting

Appendix B: Recreation Facility Assessments 157

Facility Conditions Indoor

Condition

Comments/Notes

Restrooms clean and stocked

Fair

Men’s was closed

Restrooms in good working order

Fair

Men’s was closed

Water fountains clean and working

Good

Safety/ security features

Good

Outdoor

Condition

Walkways/ sidewalks clean, no debris

Excellent

Parking lot clean, well-fit

Good

Planter area clean, aesthetically pleasing

Excellent

Landscaping well-maintained, attractive

Excellent

Lawns/ turf properly manicured

Excellent

Exterior lights working

Good

Trash cans/ ashtrays empty and clean

Good

Trash cans painted garden colors

Proper signage

Good

Great map of park and description

Safety/ security features

Fair

Customer Service & satisfaction

Ranking

Comments/Notes

Greeting

Poor

No greeting

Staff attire

Excellent

Friendliness of staff

Good

one light on pole - close at 5, don’t need light Comments/ Notes No lighting, need for special events

Corrective Actions Needed Action

Urgency

Repaint office and fence

Add programming

Increase marketing

Repaint hot house

Provide program space and covered shelter Strengths •

Beautiful location

•

Nice assortment of plants

•

Plants labeled

•

Very clean, well - maintained

Weaknesses •

Not revenue generating facility

•

No plant guide

•

Lack lighting for security/safety

•

Office

•

Hot house needs update

<6 months

6-12 months

12-24 months

24+ months

158 BREC Imagine Your Parks2

Opportunities •

Permanent tent for weddings, special events, etc

•

Light up walkways

•

Add programming and classroom center

•

Add a performance stage by the pond for better events, more revenue

Overall Condition of the Site Good

Appendix B: Recreation Facility Assessments 159

Farr Park Equestrian Center

Address: 6402 River Rd Hours: M–F 8a–9p / Sa–Su 8a–4p Sq. ft./Acres: 297 acres

Signage (check all that apply) x

Highway/roadway site identification

Marked entrance

Usage regulations and restrictions Interpretive

Safety

Other:

Design and Usage

Design use (choose one)

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter

Community Park

Spring

Regional Park

Nature Preservation

Program Types (choose all that apply)

Heavy

Adaptive/ Inclusive

Moderate

Aquatics

Summer

Light

Art Exhibits

Fall

Rare

Arts & Crafts

Sports Complex

Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center x

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other:

Outdoor Adventure Performing Arts Senior Tennis

Site Amenities QTY Amenity

Condition

Comments/Notes

Picnic Areas/ Shelters

Good

Near RV park

RV park

Fair

Amp update would be beneficial

Arena (indoor)

Fair

Worn, needs paint, windows need repaired

Arena (outdoor)

Good

Could use cover

Barns / Stables

Fair

Older, but functional

160 BREC Imagine Your Parks2

Facility Conditions Indoor

Condition

Comments/Notes

Lobby area clean and inviting

Poor

Need front desk in arena

Floors clean and free of debris

Fair

Itâ€™s an equestrian arena

Walls/ ceilings clean, no cobwebs

Fair

Needs paint

Windows clean, no handprints

Fair

Needs window repair

Hallways/ walkways clear

Good

Lights working in all rooms

Fair

Tables/ chairs clean, properly stored

Good

Equipment stowed properly

Good

Storage area organized and accessible

Excellent

Restrooms clean and stocked

Fair

Restrooms in good working order

Fair

Water fountains clean and working

Good

Equipment in good working order overall

Good

Equipment levels adequate

Good

Functional layout, good use of space

Good

Safety/ security features

Good

Outdoor

Condition

Covered walkways clean, no cobwebs

Good

Walkways/ sidewalks clean, no debris

Good

Building exterior clean and attractive

Fair

Parking lot clean, well-fit

Good

Patio area clean and inviting

Poor

Planter area clean, aesthetically pleasing

Good

Landscaping well-maintained, attractive

Good

Lawns/ turf properly manicured

Fair

Exterior lights working

Good

Trash cans/ ashtrays empty and clean

Good

Amenities well-maintained, attractive

Good

Functional layout, good use of space

Good

Proper signage

Good

Safety/ security features

Good

Customer Service & satisfaction

Ranking

Greeting

Good

Staff attire

Fair

Friendliness of staff

Excellent

Professionalism of staff

Excellent

Helpful/ knowledgeable staff

Excellent

User interaction, users engaged

Excellent

Needs/interests appear to be met

Excellent

Appropriate activities for population

Excellent

Safety/supervision apparent

Excellent

Some burnt bulbs

Worn, but clean and functional

Good use of limited space and aging facility

Comments/ Notes

Needs paint Need more inviting entry

Good in most areas, but not event course and along RV park

Comments/Notes Staff need consistent uniforms

Appendix B: Recreation Facility Assessments 161

Corrective Actions Needed Action

Urgency

Arena office relocation to lobby Mow event course

<6 months

6-12 months

12-24 months

24+ months

Cover outdoor arena

Strengths •

Strong programming

•

Knowledgeable, friendly staff

•

Potential for many events

•

RV park adds financial and programmatic support to center

Weaknesses •

Event course maintenance - primarily mowing

•

Lack of awareness of programs and needs within BREC staff

•

Entry and arena need improvement

•

Arena office needs to be relocated to lobby for safety and visibility

Opportunities •

Second arena - covered, open air

•

“Pony palace” or some other space with abandoned gym on property to create revenue

Overall Condition of the Site Good

162 BREC Imagine Your Parks2

Forest

Address: 13900 S Harrell’s Ferry Road Hours: Park: Sunrise - Sunset, daily / Rec center: M–Th 1p–9p / Fri noon–4p Sq. ft./Acres: 115.62 acres / Rec Center: 6,742 sq ft

Signage (check all that apply)

Highway/roadway site identification

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one) x

Seasonal Use (choose Usage Level all that apply) (choose one) x

Program Types (choose all that apply)

Neighborhood Park

Winter

Heavy

Adaptive/ Inclusive

Community Park

Spring

Moderate

Aquatics

Regional Park

Summer

Light

Art Exhibits

Nature Preservation

Fall

Rare

Arts & Crafts

Sports Complex

Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Observatory

Fitness Golf

Arboretum

Other:

Health & Wellness Outdoor Adventure Performing Arts

Site Amenities QTY Amenity

Condition

Sprayground/ Spray Pad

Excellent

Playground

Excellent

Baseball/ softball fields

Excellent

Outdoor Tennis Courts

Excellent

Dog Parks/ off-leash areas

Excellent

Picnic areas/ shelters

Excellent

Comments/Notes

Senior

Tennis

Appendix B: Recreation Facility Assessments 163

Facility Conditions Indoor

Condition

Lobby area clean and inviting

Excellent

Front Counter clean and organized

Excellent

Flyer racks organized and full

Excellent

Floors clean and free of debris

Excellent

Walls/ ceilings clean, no cobwebs

Excellent

Windows clean, no handprints

Excellent

Hallways/ walkways clear

Excellent

Lights working in all rooms

Excellent

Tables/ chairs clean, properly stored

Excellent

Equipment stowed properly

Excellent

Storage area organized and accessible

Excellent

Restrooms clean and stocked

Excellent

Restrooms in good working order

Excellent

Water fountains clean and working

Excellent

Kitchen clean and organized

Excellent

Kitchen equipment working

Excellent

Locker rooms neat, clean, and stocked

Excellent

Locker rooms in good working order

Excellent

Equipment in good working order overall

Excellent

Equipment levels adequate

Excellent

Functional layout, good use of space

Excellent

Safety/ security features

Excellent

Outdoor

Condition

Covered walkways clean, no cobwebs

Excellent

Walkways/ sidewalks clean, no debris

Excellent

Building exterior clean and attractive

Excellent

Parking lot clean, well-fit

Excellent

Patio area clean and inviting

Excellent

Planter area clean, aesthetically pleasing

Excellent

Landscaping well-maintained, attractive

Excellent

Lawns/ turf properly manicured

Excellent

Exterior lights working

Excellent

Trash cans/ ashtrays empty and clean

Excellent

Amenities well-maintained, attractive

Excellent

Functional layout, good use of space

Excellent

Proper signage

Excellent

Safety/ security features

Excellent

Customer Service & satisfaction

Ranking

Greeting

Excellent

Staff attire

Excellent

Friendliness of staff

Excellent

Comments/Notes

Comments/ Notes

Comments/Notes

164 BREC Imagine Your Parks2

Professionalism of staff

Excellent

Helpful/ knowledgeable staff

Excellent

User interaction, users engaged

Excellent

Needs/interests appear to be met

Excellent

Appropriate activities for population

Excellent

Safety/supervision apparent

Excellent

Corrective Actions Needed Action

Urgency

A/C in the gym

Open earlier for more programming

<6 months

6-12 months

12-24 months

Strengths •

Strong manager who takes great pride in the facility

•

High - quality amenities that are well maintained

•

Good collaboration with private schools

•

Great rental space

•

Nice look to building and great branding throughout

Weaknesses •

No A/C in the gym

•

Trail has gravel, not ADA accessible

•

Some shelters lack tables

•

Humidity on floors can be hazardous

Opportunities •

Open for longer hours for early morning programs

•

More programs for adults with young children

Overall Condition of the Site Excellent

24+ months

Appendix B: Recreation Facility Assessments 165

Greenwood

Address: 13350 Hwy 19 Hours: Sunrise - Sunset, daily Sq. ft./Acres: 390 acres

Signage (check all that apply) x

Highway/roadway site identification

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one) x

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter

Community Park

Spring

Regional Park

Summer

Nature Preservation

Fall

Program Types (choose all that apply)

Heavy

Adaptive/ Inclusive

Moderate

Aquatics

Light

Art Exhibits

Rare

Arts & Crafts

Sports Complex

Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other:

Outdoor Adventure Performing Arts Senior x

Site Amenities QTY Amenity

Condition

Comments/Notes Theater - versatile space

Multi-purpose Room

Excellent

Sprayground/ Spray Pad

Good

Playground

Excellent

Outdoor Basketball Courts

Excellent

8 courts - underused

Dog Parks/ Off-leash areas

Excellent

Underused

Tennis

166 BREC Imagine Your Parks2

Disc Golf Course

n/a

Present, but condition not observed

Picnic Areas / Shelters

Good

Marina/ boat rental facility

Good

Additional storage needed

Indoor

Condition

Comments/Notes

Lobby area clean and inviting

Excellent

Floors clean and free of debris

Good

Walls/ ceilings clean, no cobwebs

Good

Facility Conditions

Windows clean, no handprints

Good

Hallways/ walkways clear

Fair

Some rooms need more storage

Lights working in all rooms

Good

When observed

Tables/ chairs clean, properly stored

Fair

Need additional storage

Equipment stowed properly

Fair

Need additional storage

Storage area organized and accessible

Good

Restrooms clean and stocked

Good

Restrooms in good working order

Good

Water fountains clean and working

Good

Equipment in good working order overall

Excellent

Equipment levels adequate

Good

Functional layout, good use of space

Good

Safety/ security features

Good

Outdoor

Condition

Covered walkways clean, no cobwebs

Excellent

Walkways/ sidewalks clean, no debris

Excellent

Building exterior clean and attractive

Excellent

Parking lot clean, well-fit

Excellent

Patio area clean and inviting

Excellent

Planter area clean, aesthetically pleasing

Excellent

Landscaping well-maintained, attractive

Excellent

Lawns/ turf properly manicured

Excellent

Exterior lights working

Excellent

Trash cans/ ashtrays empty and clean

Good

Amenities well-maintained, attractive

Excellent

Functional layout, good use of space

Good

Proper signage

Good

Safety/ security features

Good

Could be expanded

Comments/ Notes

Appendix B: Recreation Facility Assessments 167

Customer Service & satisfaction

Ranking

Greeting

Excellent

Staff attire

Fair

Friendliness of staff

Excellent

Professionalism of staff

Excellent

Helpful/ knowledgeable staff

Excellent

Needs/ interests appear to be met

Good

Appropriate activities for population

Good

Safety/ supervision apparent

Good

Comments/Notes Inconsistent dress code, only 1 uniform

Corrective Actions Needed Action Develop program plan

Urgency x

<6 months

6-12 months

12-24 months

Expand parking Strengths •

New, updated facilities

•

Proximity of facilities

•

Variety of offerings on site

•

Strong community support

•

Free amenities are well used and draw maximum amount of users

•

Rentals generate substantial revenue and spaces are consistently booked

•

Length of stay

•

Very active outdoor activities

Weaknesses •

Parking severely limiting the potential of the park

•

Some amenities (i.e. golf course, dog park, tennis center) underutilized

•

Lack of marketing

•

Lack of coordinating, existing overlaps, cannibalization

•

Pest control

•

Limited storage

•

Lack of kitchen/ prep space in theater

•

Available space not sufficient to satisfy demand

•

Lack of ADA accessibility limits programming ability

•

Compartmentalization of facilities, especially the zoo and executive golf course

•

Poor pedestrian connectivity between facilities and accessibility to surrounding neighborhoods

•

Participation in programming is low

Opportunities •

Expansion of rentable spaces for larger/multiple events

•

More parking would enable park to realize its potential

•

Enhance connectivity within the park and improve accessibility to surrounding communities

•

More concerts and events at outdoor theater

•

Expand use of tennis facility

24+ months x

168 BREC Imagine Your Parks2

•

Strengthen programming and revenue generation to offset high usage of free amenities

•

More effective collaboration between amenities and programs, better scheduling and cross-promotion

•

Create package deals that encourage full use of park and increase revenue

•

Zachary is a hot spot for desirable clientele, better marketing presence of the park in this area

•

More outdoor adventure amenities that utilize wooded areas

•

More interpretive signage throughout park to highlight historic significance of site

•

Make park more of a destination for field trips and large events, broaden appeal parish-wide

Overall Condition of the Site Excellent

Appendix B: Recreation Facility Assessments 169

Hamilton Avenue Address: 13900 S Harrell’s Ferry Rd Hours: Park: Sunrise - Sunset, daily / Rec Center: M–Th 1p–9p / Fri noon–8p Sq. ft./Acres: 115.62 acres / Rec Center: 6,742 sq ft

Signage (check all that apply) Highway/roadway site identification

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one)

Seasonal Use (choose Usage Level all that apply) (choose one) x

Winter

Heavy

Adaptive/ Inclusive

Community Park

Spring

Moderate

Aquatics

Regional Park

Summer

Light

Art Exhibits

Nature Preservation

Fall

Rare

Arts & Crafts

Sports Complex

Program Types (choose all that apply)

Neighborhood Park

Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other:

Outdoor Adventure Performing Arts Senior Tennis

Site Amenities QTY Amenity

Condition

Gymnasium

Excellent

Multi-purpose Room

Excellent

Playground

Excellent

Comments/Notes

170 BREC Imagine Your Parks2

Facility Conditions Indoor

Condition

Lobby area clean and inviting

Good

Front counter clean and organized

Good

Flyer racks organized and full

Excellent

Floors clean and free of debris

Excellent

Walls/ ceilings clean, no cobwebs

Excellent

Windows clean, no handprints

Excellent

Hallways/ walkways clear

Excellent

Lights working in all rooms

Excellent

Tables/ chairs clean, properly stored

Excellent

Equipment stowed properly

Excellent

Storage area organized and accessible

Excellent

Restrooms clean and stocked

Excellent

Restrooms in good working order

Excellent

Water fountains clean and working

Excellent

Kitchen clean and organized

Excellent

Kitchen equipment working

Excellent

Locker rooms neat, clean, and stocked

Excellent

Locker rooms in good working order

Excellent

Equipment in good working order overall

Excellent

Equipment levels adequate

Excellent

Functional layout, good use of space

Good

Safety/ security features

Excellent

Outdoor

Condition

Covered walkways clean, no cobwebs

Excellent

Walkways/ sidewalks clean, no debris

Excellent

Building exterior clean and attractive

Fair

Parking lot clean, well-fit

Excellent

Patio area clean and inviting

Excellent

Planter area clean, aesthetically pleasing

Excellent

Landscaping well-maintained, attractive

Excellent

Lawns/ turf properly manicured

Excellent

Exterior lights working

Excellent

Trash cans/ ashtrays empty and clean

Excellent

Amenities well-maintained, attractive

Excellent

Functional layout, good use of space

Good

Proper signage

Fair

Safety/ security features

Excellent

Customer Service & satisfaction

Ranking

Greeting

Excellent

Staff attire

Fair

Friendliness of staff

Excellent

Comments/Notes

Comments/ Notes

Could use signage on building

Could use trash cans in parking lot

Comments/Notes Only had name tags

Appendix B: Recreation Facility Assessments 171

Professionalism of staff

Excellent

Helpful/ knowledgeable staff

Excellent

User interaction, users engaged

Good

Needs/ interests appear to be met

Good

Appropriate activities for population

Fair

Safety/ supervision apparent

Excellent

Working on programs

Corrective Actions Needed Action Develop program plan

Urgency x

<6 months

6-12 months

12-24 months

Add exercise loop

Add large pavilion for rentals/ programming

Enhance flooring in gym

Strengths •

Well-maintained and clean facility

•

Good outdoor playground equipment

•

Good community room

Weaknesses •

Lack of identity

•

No programming plan for building

•

No outside court space or fitness elements

•

Gymnasium flooring needs replaced

•

No info board to promote activities

•

Lack of a pavilion

24+ months

Opportunities •

Add pavilion for events, programs, and camps

•

Add more amenities to park and building for better user experiences

•

Make playground usable for older children

Overall Condition of the Site Good

172 BREC Imagine Your Parks2

Hartley/ Vey Sports Park (Oak Villa)

Address: 2615 Oak Villa Blvd Hours: Based upon events Sq. ft./Acres: 57.68 acres

Signage (check all that apply) Highway/roadway site identification

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one)

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter Spring

Program Types (choose all that apply)

Heavy

Adaptive/ Inclusive

Moderate

Aquatics

Community Park

Regional Park

Summer

Light

Art Exhibits

Nature Preservation

Fall

Rare

Arts & Crafts

Sports Complex

Aquatic Center

Athletics Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other:

Outdoor Adventure Performing Arts Senior Tennis

Site Amenities QTY Amenity

Condition

Baseball/ Softball fields

Good

Concession/ Control Facility

Fair

Comments/Notes Vandalism and break-ins

Appendix B: Recreation Facility Assessments 173

Facility Conditions Indoor

Condition

Lobby area clean and inviting

E/G/F/P

Walls/ ceilings clean, no cobwebs

Good

Lights working in all rooms

Good

Tables/ chairs clean, properly stored

Fair

Equipment stowed properly

Fair

Storage area organized and accessible

Good

Restrooms clean and stocked

Good

Restrooms in good working order

Good

Water fountains clean and working

Good

Kitchen clean and organized

Good

Kitchen equipment working

Good

Equipment in good working order overall

Good

Equipment levels adequate

Good

Functional layout, good use of space

Good

Safety/ security features

Fair

Outdoor

Condition

Covered walkways clean, no cobwebs

Good

Walkways/ sidewalks clean, no debris

Good

Building exterior clean and attractive

Good

Parking lot clean, well-fit

Fair

Landscaping well-maintained, attractive

Good

Lawns/ turf properly manicured

Good

Exterior lights working

Good

Trash cans/ ashtrays empty and clean

Good

Amenities well-maintained, attractive

Good

Functional layout, good use of space

Good

Proper signage

Good

Safety/ security features

Fair

Comments/Notes

Closet space could be beneficial

Security cameras Comments/ Notes

Needs lighting

Security cameras

Corrective Actions Needed Action None noted Strengths •

Higher quality athletic complex

Weaknesses •

Parking lot lighting

•

Security/ Vandalism

Urgency <6 months

6-12 months

12-24 months

24+ months

174 BREC Imagine Your Parks2

Opportunities â€˘

Enhance revenue generation/ improve cost recovery

â€˘

Cover bleachers

Overall Condition of the Site Good

Appendix B: Recreation Facility Assessments 175

Highland Road Observatory

Address: 13800 Highland Rd Hours: T–Th 10a–2p / Fri 3p–10p / Sat 9a–1p, 6p–10p Sq. ft./Acres: 3,150 sq ft

Signage (check all that apply) x

Highway/roadway site identification

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one)

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter

Community Park

Spring

Regional Park

Summer

Nature Preservation

Fall

Program Types (choose all that apply)

Heavy

Adaptive/ Inclusive

Moderate

Aquatics

Light

Art Exhibits

Rare

Arts & Crafts

Sports Complex

Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other:

Outdoor Adventure Performing Arts Senior Tennis

Site Amenities QTY Amenity

Condition

Comments/Notes Lectures, programs, work area, exhibits-small and odd layout

Multi-purpose Room

Good

Telescope Observatories

Good

176 BREC Imagine Your Parks2

Facility Conditions Indoor

Condition

Comments/Notes

Lobby area clean and inviting

Fair

Crowded mix of work/public areas. Door sticks

Front counter clean and organized

Fair

Flyer racks organized and full

Good

Floors clean and free of debris

Good

Walls/ ceilings clean, no cobwebs

Fair

Closet space would be beneficial

Windows clean, no handprints

Fair

Need major cleaning/ refresh

Hallways/ walkways clear

Good

Lights working in all rooms

Good

Tables/ chairs clean, properly stored

Fair

Equipment stowed properly

Fair

Storage area organized and accessible

Fair

Restrooms clean and stocked

Good

Restrooms in good working order

Good

Water fountains clean and working

Good

Equipment in good working order overall

Good

Equipment levels adequate

Good

Functional layout, good use of space

Fair

Safety/ security features

Good

Outdoor

Condition

Covered walkways clean, no cobwebs

Fair

Walkways/ sidewalks clean, no debris

Fair

Building exterior clean and attractive

Fair

Needs paint

Parking lot clean, well-fit

Good

Not lit

Patio area clean and inviting

Fair

Landscaping well-maintained, attractive

Good

Lawns/ turf properly manicured

Good

Exterior lights working

Good

Trash cans/ ashtrays empty and clean

Good

Amenities well-maintained, attractive

Good

Functional layout, good use of space

Good

Proper signage

Good

Safety/ security features

Good

Customer Service & Satisfaction

Ranking

Greeting

Fair

Staff attire

Fair

Friendliness of staff

Good

Professionalism of staff

Good

Helpful/ knowledgeable staff

Good

Needs/ interests appear to be met

Good

Appropriate activities for population

Good

Limited space, needs better organization

Ok given layout, need additional space with better sight lines

Comments/ Notes

Comments/ Notes Uniform consistency needed

Appendix B: Recreation Facility Assessments 177

Corrective Actions Needed Action

Urgency

Paint Dome

<6 months

6-12 months

Improve/ expand program space

12-24 months

24+ months x

Strengths •

Integrated research and public access mission

•

Unique facility for programs and events

•

Partnership management

Weaknesses •

Odd and limiting multi-purpose space

•

Uninviting entrance- better doors with windows needed

•

Low cost recovery

Opportunities •

Additional education programming/ field trips

•

Expand facility to better accommodate programs, work space, and storage

Overall Condition of the Site Fair

178 BREC Imagine Your Parks2

Independence Community Park - Liberty Lagoon

Address: 111 Lobdell Ave Hours: Off season: Sat 10a–7p, Sun noon–7p / In season M–F 11a–7p / Sat 10a–7p, Sun Noon–7p Sq. ft./Acres:

Signage (check all that apply)

Highway/roadway site identification

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one)

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter

Program Types (choose all that apply)

Heavy

Adaptive/ Inclusive

Community Park

Spring

Moderate

Aquatics

Regional Park

Summer

Light

Art Exhibits

Nature Preservation

Fall

Rare

Arts & Crafts

Sports Complex

Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other:

Outdoor Adventure Performing Arts Senior Tennis

Site Amenities QTY Amenity

Condition

Outdoor Pools

Excellent

Sprayground/ Spray Pad

Excellent

Volleyball Pits

Excellent

Comments/Notes

Appendix B: Recreation Facility Assessments 179

Facility Conditions Indoor

Condition

Comments/Notes

Front counter clean and organized

Excellent

Floors clean and free of debris

Excellent

Walls/ ceilings clean, no cobwebs

Excellent

Windows clean, no handprints

Excellent

Hallways/ walkways clear

Excellent

Lights working in all rooms

Excellent

Tables/ chairs clean, properly stored

Excellent

Equipment stowed properly

Excellent

Storage area organized and accessible

Excellent

Restrooms clean and stocked

Excellent

Restrooms in good working order

Excellent

Kitchen clean and organized

Excellent

Kitchen equipment working

Excellent

Locker rooms neat, clean and stocked

Excellent

Locker rooms in good working order

Excellent

Equipment in good working order overall

Excellent

Equipment levels adequate

Excellent

Functional layout, good use of space

Excellent

Safety/ security features

Excellent

Outdoor

Condition

Covered walkways clean, no cobwebs

Excellent

Walkways/ sidewalks clean, no debris

Excellent

Building exterior clean and attractive

Excellent

Needs paint

Parking lot clean, well-fit

Excellent

Not lit

Patio area clean and inviting

Excellent

Planter area clean, aesthetically pleasing

Excellent

Landscaping well-maintained, attractive

Excellent

Lawns/ turf properly manicured

Excellent

Exterior lights working

Excellent

Trash cans/ ashtrays empty and clean

Excellent

Amenities well-maintained, attractive

Excellent

Functional layout, good use of space

Excellent

Proper signage

Excellent

Safety/ security features

Excellent

Customer Service & Satisfaction

Ranking

Greeting

Fair

Staff attire

Fair

Friendliness of staff

Good

Professionalism of staff

Good

Helpful/ knowledgeable staff

Good

Needs/ interests appear to be met

Good

Appropriate activities for population

Good

Comments/ Notes

Comments/ Notes Uniform consistency needed

180 BREC Imagine Your Parks2

Corrective Actions Needed Action

Urgency

Add deep water

<6 months

Add flow rider

6-12 months

12-24 months

Add cabanas (2-3)

Add umbrellas to tables

Strengths •

Nice family aquatic center

•

Good level of aquatic experiences for target age group

•

Ample rental space

•

Food Service

Weaknesses •

Too much shallow water, need deep water

•

Nothing for ages 13-15

•

More public pavilions for protection from the sun

•

600 bather capacity

Opportunities •

Add flow rider

•

Sponsorships of slides and on umbrellas

•

Add deep water

•

Add cabanas

•

Add misters

Overall Condition of the Site Excellent

24+ months

Appendix B: Recreation Facility Assessments 181

Independence Community Park - Tennis Center

Address: 7505 Independence Blvd Hours: M–F 8a–10p / Sat 8a–6p, Sun 8a–6p Sq. ft./Acres:

Signage (check all that apply)

Highway/roadway site identification

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one)

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter

Community Park

Regional Park

Nature Preservation

Program Types (choose all that apply)

Heavy

Adaptive/ Inclusive

Spring

Moderate

Aquatics

Summer

Light

Art Exhibits

Fall

Rare

Arts & Crafts

Sports Complex

Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Observatory

Fitness Golf

Arboretum

Other:

Health & Wellness Outdoor Adventure Performing Arts Senior

x Site Amenities QTY Amenity

Condition

Indoor tennis courts

Excellent

Outdoor tennis courts

Excellent

Comments/Notes

Tennis

182 BREC Imagine Your Parks2

Facility Conditions Indoor

Condition

Lobby area clean and inviting

Excellent

Front counter clean and organized

Excellent

Flyer racks organized and full

Excellent

Floors clean and free of debris

Excellent

Walls/ ceilings clean, no cobwebs

Excellent

Windows clean, no handprints

Excellent

Hallways/ walkways clear

Excellent

Lights working in all rooms

Excellent

Tables/ chairs clean, properly stored

Excellent

Equipment stowed properly

Excellent

Storage area organized and accessible

Excellent

Restrooms clean and stocked

Excellent

Restrooms in good working order

Excellent

Water fountains clean and working

Excellent

Locker rooms neat, clean and stocked

Excellent

Locker rooms in good working order

Excellent

Equipment in good working order overall

Excellent

Equipment levels adequate

Excellent

Functional layout, good use of space

Excellent

Safety/ security features

Excellent

Outdoor

Condition

Covered walkways clean, no cobwebs

Excellent

Walkways/ sidewalks clean, no debris

Excellent

Building exterior clean and attractive

Excellent

Parking lot clean, well-fit

Good

Patio area clean and inviting

Excellent

Planter area clean, aesthetically pleasing

Good

Landscaping well-maintained, attractive

Good

Lawns/ turf properly manicured

Excellent

Exterior lights working

Excellent

Trash cans/ ashtrays empty and clean

Excellent

Amenities well-maintained, attractive

Good

Functional layout, good use of space

Excellent

Proper signage

Good

Safety/ security features

Good

Customer service & satisfaction

Ranking

Greetings

Excellent

Staff attire

Good

Friendliness of staff

Excellent

Comments/Notes

Comments/ Notes

Could use repaving

Comments/ Notes only name tags

Appendix B: Recreation Facility Assessments 183

Professionalism of staff

Excellent

Helpful/ knowledgeable staff

Excellent

User interaction, users engaged

Excellent

Needs/ interests appear to be met

Excellent

Appropriate activities for population

Excellent

Safety / supervision apparent

Excellent

Corrective Actions Needed Action

Urgency

Develop sponsors to help maintain facility

<6 months

Replace/ update benches

Update and refresh facility, needs paint

Replace signs

6-12 months

Strengths •

Maintenance is great

•

Multitude of experiences in one setting

Weaknesses •

ICP is disjointed, each attraction operates as an individual entity

•

No common attire other than name tags

Opportunities •

Explore sponsorship opportunities

•

Add loop trail to connect various features

•

More collaboration and cross promotion between attractions

•

Signage of courts could be improved

Overall Condition of the Site Good

12-24 months

24+ months

184 BREC Imagine Your Parks2

Independence Community Park - Theater Address: 7800 Independence Blvd Hours: Tuâ€“F 10aâ€“5p Sq. ft./Acres: 18,672 sq ft

Signage (check all that apply)

Highway/roadway site identification

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one)

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter

Community Park

Regional Park

Nature Preservation

Program Types (choose all that apply)

Heavy

Adaptive/ Inclusive

Spring

Moderate

Aquatics

Summer

Light

Art Exhibits

Fall

Rare

Arts & Crafts

Sports Complex

Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other:

Outdoor Adventure x

Performing Arts Senior Tennis

Site Amenities QTY Amenity x

Performing arts space

Condition

Comments/Notes

Good

Tired, 10 years old

Appendix B: Recreation Facility Assessments 185

Facility Conditions Indoor

Condition

Comments/Notes

Lobby area clean and inviting

Excellent

Front counter clean and organized

Excellent

Floors clean and free of debris

Excellent

Walls/ ceilings clean, no cobwebs

Excellent

Windows clean, no handprints

Excellent

Hallways/ walkways clear

Excellent

Lights working in all rooms

Excellent

Tables/ chairs clean, properly stored

Excellent

Equipment stowed properly

N/A

Need storage room

Storage area organized and accessible

N/A

Need storage room

Restrooms clean and stocked

Excellent

Restrooms in good working order

Excellent

Water fountains clean and working

Excellent

Equipment in good working order overall

Fair

Equipment levels adequate

Good

Functional layout, good use of space

Excellent

Safety/ security features

Excellent

Outdoor

Condition

Covered walkways clean, no cobwebs

Excellent

Walkways/ sidewalks clean, no debris

Excellent

Building exterior clean and attractive

Excellent

Parking lot clean, well-fit

Excellent

Patio area clean and inviting

Excellent

Planter area clean, aesthetically pleasing

Excellent

Landscaping well-maintained, attractive

Excellent

Lawns/ turf properly manicured

Excellent

Exterior lights working

Excellent

Trash cans/ ashtrays empty and clean

Excellent

Amenities well-maintained, attractive

Excellent

Functional layout, good use of space

Excellent

Proper signage

Excellent

Safety/ security features

Excellent

Customer Service & satisfaction

Ranking

Greeting

Excellent

Staff attire

Excellent

Friendliness of staff

Excellent

Professionalism of staff

Excellent

Helpful/ knowledgeable staff

Excellent

Needs/ interests appear to be met

Excellent

Appropriate activities for population

Excellent

Safety/ supervision apparent

Excellent

Need technical director

Comments/ Notes

Comments/Notes

186 BREC Imagine Your Parks2

Corrective Actions Needed Action

Urgency

Fix leaky roof

Add

<6 months

6-12 months

Strengths •

Great accessibility

•

Very safe

•

Surrounding amenities/ facilities within the community park

Weaknesses •

Leaky roof

•

Communication

•

Aluminum seating is noisy

Opportunities •

Concessions

•

Update box office

Overall Condition of the Site Good

12-24 months

24+ months

Appendix B: Recreation Facility Assessments 187

Lovett Road Address: 13113 Lovett Rd Hours: Park: Sunrise - Sunset, daily/ Rec center: M–Th 3p–8p, F 3p–8p Sq. ft./Acres: 64.27 acres/ Rec Center: 9,093 sq ft

Signage (check all that apply)

Highway/roadway site identification

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one) x

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter

Community Park

Regional Park

Nature Preservation

Program Types (choose all that apply)

Heavy

Adaptive/ Inclusive

Spring

Moderate

Aquatics

Summer

Light

Art Exhibits

Fall

Rare

Arts & Crafts

Sports Complex

Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Observatory

Fitness Golf

Arboretum

Other:

Health & Wellness Outdoor Adventure Performing Arts

Senior Tennis

Site Amenities QTY Amenity

Condition

Comments/Notes

Playground

Excellent

Baseball/ softball fields

Good

Tired, but lighted

Outdoor tennis courts

Fair

Worn, need lining and hitting wall

Picnic Areas/ Shelters

Excellent

One 25-person shelter

188 BREC Imagine Your Parks2

Facility Conditions Indoor

Condition

Comments/Notes

Lobby area clean and inviting

Excellent

Front counter clean and organized

Excellent

Flyer racks organized and full

Excellent

Floors clean and free of debris

Excellent

Walls/ ceilings clean, no cobwebs

Excellent

Windows clean, no handprints

Excellent

Hallways/ walkways clear

Excellent

Lights working in all rooms

Excellent

Tables/ chairs clean, properly stored

Excellent

Equipment stowed properly

Excellent

Storage area organized and accessible

Excellent

Restrooms clean and stocked

Excellent

Restrooms in good working order

Excellent

Water fountains clean and working

Excellent

Equipment in good working order overall

Excellent

Equipment levels adequate

Excellent

Functional layout, good use of space

Good

Safety/ security features

Excellent

Outdoor

Condition

Covered walkways clean, no cobwebs

Excellent

Walkways/ sidewalks clean, no debris

Excellent

Building exterior clean and attractive

Good

Roof needs attention

Parking lot clean, well-fit

Good

Gravel

Patio area clean and inviting

Excellent

Planter area clean, aesthetically pleasing

Excellent

Landscaping well-maintained, attractive

Excellent

Lawns/ turf properly manicured

Excellent

Exterior lights working

Excellent

Trash cans/ ashtrays empty and clean

Excellent

Amenities well-maintained, attractive

Excellent

Functional layout, good use of space

Excellent

Proper signage

Excellent

Safety/ security features

Excellent

Customer Service & satisfaction

Ranking

Greeting

Excellent

Staff attire

Fair

Friendliness of staff

Excellent

Professionalism of staff

Excellent

Helpful/ knowledgeable staff

Excellent

Needs/ interests appear to be met

Excellent

Appropriate activities for population

Excellent

Safety/ supervision apparent

Excellent

Comments/ Notes

Comments/Notes Only name tags

Appendix B: Recreation Facility Assessments 189

Corrective Actions Needed Action

Urgency

Update fields (2 per year)

<6 months

Update restrooms

Pave access road

A/C in gym

6-12 months

12-24 months

24+ months

Add program space

Add pavilion and trail loop

Strengths •

Ball fields

•

Size of park

•

Many experiences for all ages

•

Good lighting

Weaknesses •

Parking not well done

•

Signage is worn

•

Rusted fences

•

Tennis court worn

Opportunities •

Repaint and color coordinate

•

Paint fences

•

Add permanent bathrooms

•

Park could use refreshing

•

Replace the floor with true gym floor

•

Add vending in rec center

Overall Condition of the Site Good

190 BREC Imagine Your Parks2

Magnolia Mound Plantation Address: 2161 Nicholson Dr Hours: M–Sa 10a–4p, Su 1p–4p Sq. ft./Acres: 14.8 acres/ Barn: 4,000 sq ft

Signage (check all that apply) x

Highway/roadway site identification

Marked entrance

Usage regulations and restrictions x

Safety

Interpretive Other:

Design and Usage

Design use (choose one)

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter

Community Park

Spring

Regional Park

Summer

Nature Preservation

Fall

Program Types (choose all that apply)

Heavy

Adaptive/ Inclusive

Moderate

Aquatics

Light

Art Exhibits

Rare

Arts & Crafts

Sports Complex

Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other: Historic Site

Outdoor Adventure Performing Arts Senior Tennis

Site Amenities QTY Amenity

Condition

Picnic Areas/ Shelters

Good

Historical House (Plantation House)

Good

Rental Historical House

Fair

Visitor Center/ Book Store

Good

Comments/Notes

Appendix B: Recreation Facility Assessments 191

Facility Conditions Indoor

Condition

Comments/Notes

Lobby area clean and inviting

Good

Front counter clean and organized

Good

Flyer racks organized and full

Good

Floors clean and free of debris

Good

Walls/ ceilings clean, no cobwebs

Good

Windows clean, no handprints

Good

Hallways/ walkways clear

Good

Lights working in all rooms

Good

Tables/ chairs clean, properly stored

Good

Admin building needs more storage

Equipment stowed properly

Fair

Admin building needs more storage

Storage area organized and accessible

Fair

Admin building needs more storage

Restrooms clean and stocked

Good

Restrooms in good working order

Good

Water fountains clean and working

Good

Equipment in good working order overall

Good

Pavilion good, Admin kitchen is fair

Equipment levels adequate

Good

Pavilion good, Admin kitchen is fair

Functional layout, good use of space

Good

Safety/ security features

Excellent

Outdoor

Condition

Covered walkways clean, no cobwebs

Good

Walkways/ sidewalks clean, no debris

Good

Building exterior clean and attractive

Good

Parking lot clean, well-fit

Good

Patio area clean and inviting

Good

Planter area clean, aesthetically pleasing

Good

Landscaping well-maintained, attractive

Good

Lawns/ turf properly manicured

Good

Exterior lights working

Good

Trash cans/ ashtrays empty and clean

Good

Amenities well-maintained, attractive

Good

Functional layout, good use of space

Excellent

Proper signage

Good

Safety/ security features

Good

Will need gate/fence improvements in 5-10 yrs

Customer Service & satisfaction

Ranking

Comments/Notes

Greeting

Good

Staff attire

Fair

Friendliness of staff

Good

Professionalism of staff

Good

Helpful/ knowledgeable staff

Good

Needs/ interests appear to be met

Good

Appropriate activities for population

Good

Safety/ supervision apparent

Excellent

Admin building needs stall doors in restroom

Comments/ Notes

Admin building and visitor center need paint

Need consistent uniforms

192 BREC Imagine Your Parks2

Corrective Actions Needed Action Admin building paint

Urgency x

<6 months

6-12 months

12-24 months

Admin building enhancements for rentability

Program plan for new VC

Operation sand maintenance assessment for new VC

Strengths •

Strong programming

•

Dedicated staff

•

Unique & historically significant facility

•

Strong partnership with Friends group

Weaknesses •

O&M analysis and feasibility study needed for new Visitor Center

•

Could improve cost recovery level

•

Pricing policy needs updated

Opportunities •

More pavilion rentals with additional staffing

•

Proposed trolley line could increase visitation

Overall Condition of the Site Good

24+ months

Appendix B: Recreation Facility Assessments 193

Mayfair Address: 605 Flora Ln Hours: Park: Sunrise-Sunset, daily/ Rec Center Mâ€“Th 3:30pâ€“8p Sq. ft./Acres: 22.96 acres/ Rec Center : 6,810 sq ft

Signage (check all that apply) Highway/roadway site identification x

Usage regulations and restrictions

Marked entrance

Safety

Interpretive Other:

Design and Usage

Design use (choose one) x

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter

Community Park

Spring

Regional Park

Summer

Nature Preservation

Fall

Program Types (choose all that apply)

Heavy

Adaptive/ Inclusive

Moderate

Aquatics

Light

Art Exhibits

Rare

Arts & Crafts

Sports Complex

Aquatic Center

Athletics Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other:

Outdoor Adventure Performing Arts Senior Tennis

Site Amenities QTY Amenity

Condition

Comments/Notes

Playground

Excellent

Baseball/ Softball fields

Fair

Recreation field, well maintained

Outdoor Basketball Courts

Poor

Part of tennis, no lines, broken net

Outdoor Tennis Courts

Poor

Nets broken, grass growing in court

Picnic Areas/ Shelters

Good

194 BREC Imagine Your Parks2

Facility Conditions Indoor

Condition

Lobby area clean and inviting

Good

Front counter clean and organized

Good

Flyer racks organized and full

Poor

Floors clean and free of debris

Good

Walls/ ceilings clean, no cobwebs

Good

Windows clean, no handprints

Good

Hallways/ walkways clear

Good

Lights working in all rooms

Good

Tables/ chairs clean, properly stored

Fair

Equipment stowed properly

Fair

Storage area organized and accessible

Fair

Restrooms clean and stocked

Good

Restrooms in good working order

Good

Water fountains clean and working

Good

Kitchen clean and organized

Good

Equipment in good working order overall

Fair

Equipment levels adequate

Fair

Functional layout, good use of space

Good

Safety/ security features

Fair

Outdoor

Condition

Covered walkways clean, no cobwebs

Good

Walkways/ sidewalks clean, no debris

Good

Parking lot clean, well-fit

Poor

Planter area clean, aesthetically pleasing

Good

Landscaping well-maintained, attractive

Excellent

Lawns/ turf properly manicured

Excellent

Exterior lights working

Good

Trash cans/ ashtrays empty and clean

Good

Amenities well-maintained, attractive

Fair

Functional layout, good use of space

Good

Proper signage

Poor

Safety/ security features

Poor

Customer Service & satisfaction

Ranking

Greeting

Excellent

Staff attire

Good

Friendliness of staff

Excellent

Professionalism of staff

Excellent

Helpful/ knowledgeable staff

Excellent

Needs/ interests appear to be met

Excellent

Appropriate activities for population

Excellent

Safety/ supervision apparent

Excellent

Comments/Notes

Comments/ Notes

Comments/Notes Only name tags

Appendix B: Recreation Facility Assessments 195

Corrective Actions Needed Action

Urgency

Repurpose tennis court area- convert into dedicated outdoor basketball court

A/C in gym

6-12 months x

Identification on building

Signage to find center

Strengths •

Beautiful grounds

•

Well-maintained

Weaknesses •

Location of center - poor accessibility

•

Lack of A/C in gym

•

Not a true community center

Opportunities •

<6 months

Repurpose tennis court area

Overall Condition of the Site Fair

12-24 months

24+ months

196 BREC Imagine Your Parks2

Perkins Road Address: 7122 Perkins Rd Hours: M & W 3pâ€“7p/ Tu & Th 3pâ€“8p Sq. ft./Acres: 5,425 sq ft

Signage (check all that apply) Highway/roadway site identification

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one)

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter

Community Park

Spring

Regional Park

Summer

Nature Preservation

Fall

Program Types (choose all that apply)

Heavy

Adaptive/ Inclusive

Moderate

Aquatics

Light

Art Exhibits

Rare

Arts & Crafts

Sports Complex

Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Other:

Health & Wellness Outdoor Adventure Performing Arts

Senior Tennis

Site Amenities QTY Amenity

Condition

Comments/Notes Needs paint, hazy windows

Multi-purpose Room

Fair

Game Room

Good

Appendix B: Recreation Facility Assessments 197

Facility Conditions Indoor

Condition

Comments/Notes

Lobby area clean and inviting

Poor

No lobby area, approach uninviting

Front counter clean and organized

Good

Walls/ ceilings clean, no cobwebs

Fair

Windows clean, no handprints

Poor

Hallways/ walkways clear

Good

Lights working in all rooms

Fair

Tables/ chairs clean, properly stored

Fair

Equipment stowed properly

Fair

Storage area organized and accessible

Fair

Restrooms clean and stocked

Good

Restrooms in good working order

Good

Water fountains clean and working

Good

Kitchen clean and organized

Fair

Needs cleaning

Kitchen equipment working

Fair

Ice maker not working

Equipment in good working order overall

Fair

Equipment levels adequate

Fair

Functional layout, good use of space

Good

Safety/ security features

Fair

Outdoor

Condition

Covered walkways clean, no cobwebs

Good

Walkways/ sidewalks clean, no debris

Good

Building exterior clean and attractive

Good

Parking lot clean, well-fit

Good

Patio area clean and inviting

Poor

Planter area clean, aesthetically pleasing

Good

Landscaping well-maintained, attractive

Good

Lawns/ turf properly manicured

Good

Exterior lights working

Fair

Trash cans/ ashtrays empty and clean

Good

Amenities well-maintained, attractive

Good

Functional layout, good use of space

Poor

Disconnected, hard to provide oversight

Proper signage

Fair

Need directional signs that meet standards

Safety/ security features

Good

Customer Service & satisfaction

Ranking

Greeting

Good

Staff attire

Fair

Friendliness of staff

Good

Professionalism of staff

Good

Helpful/ knowledgeable staff

Good

Needs/ interests appear to be met

Good

Appropriate activities for population

Fair

Safety/ supervision apparent

Good

Windows need cleaning or replacement

Disconnected, hard to provide oversight

Comments/ Notes

No clear patio, not inviting, office needs door with a window

Not observed, but dark breezeways during day

Comments/Notes Need staff in uniforms

Potential for more activities

198 BREC Imagine Your Parks2

Corrective Actions Needed Action

Urgency

Windows cleaned/replaced

<6 months

Better breezeway lighting

6-12 months x

Strengths •

Many rental options

•

Flexible program spaces

Weaknesses •

Difficult to locate entry/ office, uninviting approach

•

Game room underutilized

•

Programs and management not coordinated with rest of park

•

Operating at low capacity

•

Needs paint and refresh

Opportunities •

Expand partnership with Sportsplex and other park elements

•

Park-wide manager/coordinator needed

•

Additional programming to serve wider population and generate revenue

Overall Condition of the Site Fair

12-24 months

24+ months

Appendix B: Recreation Facility Assessments 199

Perkins Road Extreme Park Address: 7122 Perkins Rd Hours: Su–Th Sunrise–10p F–Sa Sunrise–midnight Sq. ft./Acres: 30,000 sq ft

Signage (check all that apply) x

Highway/roadway site identification

Usage regulations and restrictions

Marked entrance

Interpretive

Safety

Other:

Design and Usage

Design use (choose one)

Seasonal Use (choose Usage Level all that apply) (choose one)

Neighborhood Park

Winter

Community Park

Regional Park

Nature Preservation

Heavy

Adaptive/ Inclusive

Spring

Moderate

Aquatics

Summer

Light

Art Exhibits

Fall

Rare

Arts & Crafts

Sports Complex

Athletics

Aquatic Center

Camps

Art Gallery

Community/ Special Events

Recreation Center

Educational

Performing Arts Center

Environmental

Equestrian Center

Equestrian

Senior Center x

Program Types (choose all that apply)

Extreme sports

Skate Park

Fitness

Observatory

Golf

Arboretum

Health & Wellness

Other:

Outdoor Adventure Performing Arts Senior Tennis

Site Amenities QTY Amenity

Condition

Comments/Notes

Climbing Wall

Excellent

Could use cover to extend useful life and operating hours

Playground

Excellent

To be covered

Skate park

Excellent

BMX Course

Good

Velodrome

Good

200 BREC Imagine Your Parks2

Facility Conditions Indoor

Condition

Comments/Notes

Lobby area clean and inviting

Good

Bike rentals, climbing wall

Storage area organized and accessible

Good

Equipment in good working order overall

Good

Equipment levels adequate

Good

Functional layout, good use of space

Excellent

Safety/ security features

Good

Outdoor

Condition

Covered walkways clean, no cobwebs

Excellent

Walkways/ sidewalks clean, no debris

Excellent

Building exterior clean and attractive

Excellent

Parking lot clean, well-fit

Excellent

Patio area clean and inviting

Excellent

Planter area clean, aesthetically pleasing

Excellent

Landscaping well-maintained, attractive

Excellent

Lawns/ turf properly manicured

Excellent

Exterior lights working

Good

Trash cans/ ashtrays empty and clean

Excellent

Amenities well-maintained, attractive

Excellent

Functional layout, good use of space

Excellent

Proper signage

Good

Safety/ security features

Good

Customer Service & satisfaction

Ranking

Greeting

Good

Staff attire

Fair

Friendliness of staff

Good

Professionalism of staff

Good

Helpful/ knowledgeable staff

Good

Needs/ interests appear to be met

Good

Appropriate activities for population

Fair

Safety/ supervision apparent

Good

Comments/ Notes

When observed

Comments/Notes Need consistent uniforms

Potential for more activities

Corrective Actions Needed Action None noted

Urgency <6 months

Strengths •

Unique, specialized facilities offered at low or no cost

•

Good community support in planning and care

•

Well-maintained facilities

•

Good partnership/donation support for playground cover

6-12 months

12-24 months

24+ months

Appendix B: Recreation Facility Assessments 201

Weaknesses •

Unknown cost recovery

•

Revenue and expenses not tracked by cost/ revenue center

•

Lack of coordination with other facilities in the surrounding park

•

Lack of food service

•

Lack of shade

•

Need to update pricing policy

Opportunities •

Additional Specialized amenities (i.e. pump track) - feasibility study should be used to show value

•

Engaged food service vendors to increase revenue

•

Ability to recover more costs through programs and fees while still providing low/no cost opportunities

Overall Condition of the Site Excellent

202 BREC Imagine Your Parks2

Observations Strengths •

The park maintenance around recreation centers is strong overall.

•

Sports complexes are especially well-maintained.

•

Community and signature parks are in good condition and are appreciated by the community throughout the system.

•

Staff are dedicated, passionate, and friendly.

•

The recent redesign of several community parks has resulted in increased popularity and more awareness and participation in the recreation facilities located within them.

•

Several parks have very good loop trails that are well used.

•

Several parks do a good job of providing for a balance of recreational experiences.

•

There is a healthy amount of diversity and variety of amenities throughout the system.

Weaknesses •

The identity and branding of BREC in facilities needs to be stronger and more consistent.

•

There is more of silo (i.e., facility-centered) focus to management versus a system focus. This has resulted in a lack of coordination between facilities and often between other divisions within BREC.

•

Many facility managers do not have a sufficient understanding of their budgets or cost recovery, and do not use data to drive operational decision-making.

•

The management and marketing of centers is predominantly amenity driven. There needs to be a better balance with a program driven approach.

•

There are multiple unproductive spaces; several centers need a plan to repurpose facilities.

•

Use of facilities needs to be maximized and optimized.

•

There is a lack of business planning at major/signature parks.

•

Many facilities are “tired.” Updates are needed; some repairs are not completely finished.

•

There is a lack of classification of services and pricing.

•

Additional street and highway signage is needed at many facilities.

•

Additional storage is needed at many facilities.

•

Additional shade is needed at many facilities.

Opportunities •

Marketing and promotion can be improved and coordinated overall, especially by increasing focus on programs (to balance focus on amenities).

•

Sponsorships and naming rights can be pursued more.

•

Facility managers’ responsibilities can be shifted to be more active program managers.

•

Added program space can increase potential for new/expanded programs, facility rentals, and partnerships.

•

New program opportunities can be pursued (e.g., health & wellness, seniors, young adults).

•

Pricing policies can be improved and/or expanded.

•

Additional promotion can help the community take pride in signature parks / sports parks, and also to drive large-scale facility rentals.

Appendix B: Recreation Facility Assessments 203

Key Recommendations Facility Management •

Park maintenance overall is generally stronger and more consistent than recreation facility maintenance. Develop park maintenance and facility maintenance standards that support one another. Clearly define unacceptable levels of upkeep, and create a maintenance plan that will enforce maintenance standards and hold staff both park maintenance and recreation center staff accountable.

•

Prioritize facility improvements based upon health and safety concerns, facility utilization trends, facility and service potential, and equity within the BREC system.

•

Consider minor security improvements such as exterior cameras or additional lighting at key locations to deter crime.

•

Develop a cost benefit program to inform and prioritize both major and minor improvements made to recreation facilities for the future.

Programming and Staffing •

Develop program plans for recreation centers/facilities to ensure that the right mix of programs is offered at the site based upon the demographics of the surrounding area, users’ interests, available amenities and features, and financial goals.

•

Encourage staff to track demographic changes in their service areas/populations and adjust their programming or operations (within budget parameters) to best serve their constituents.

•

Establish a regional approach to service delivery, especially among small centers or those that are neighborhood focused. Encourage centers to support one another in identifying service gaps or areas of duplication. Create ways for centers to share staff to provide adequate coverage and hours of operation.

•

Use a more strategic and coordinated approach to programming non-peak hours. This may involve introducing new programs or adjusting facility operating hours, but such decisions should be made in the context of the hours and services offered by other centers in the same region of the system.

•

Establish more consistency in staff clothing, name tags and appearance. Ensure volunteers are identifiable, but in separate uniforms from paid staff.

Marketing and Communication •

Improve the guidance and tools given to staff for use of the BREC brand. Develop or strengthen the BREC style guide.

•

Distribute templates for staff to use in developing BREC marketing, promotional, and informational material.

•

Recreation centers and facilities need consistent branding and more active design styles using upbeat colors, use of good pictures of people having fun in the center, improved lighting, flooring, and customer messages or policies that avoid starting with the word “no.”

•

Provide a daily schedule of activities posted in the facilities on TV monitors or digital displays near the front desk or in the lobby.

Management and Administration •

Develop a true cost of service analysis tool that tracks both the direct and indirect costs associated with operating facilities and providing services.

•

Calculate and track revenues and expenses for each facility at a per-unit-basis, per-visitor-basis, and per-hour-basis.

•

Create additional opportunities for earned income, particularly at larger centers that have more physical capacity for programming indoors or outdoors and that serve a larger service area.

•

Develop mini business plans for key facilities/centers to support earned income opportunities or other centers that produce significant revenue. These plans should identify income and expense targets, track actuals, and briefly outline marketing strategies. Update these plans annually.

205

Appendix C

206 BREC Imagine Your Parks2

Outdoor Restroom (men & women)

Swimming Pool

$310,500.00

Baton Rouge

City Brooks Community Park*

3.7

$12,000,000.00

Baton Rouge

158

Forest Community Park

3.8

$123,337.50

Baton Rouge

116

Greenwood Community Park

3.8

$2,000,000.00

Baton Rouge

659

Highland Road Community Park

3.4

$1,190,250.00

Baton Rouge

145

Howell Community Park

3.7

$3,192,975.00

Baton Rouge

113

Independence Community Park*

N/A

$8,940,000.00

Baton Rouge

Jackson Community Park

2.4

North Sherwood Forest Community Park

N/A

$2,162,000.00

Baton Rouge

Perkins Road Community Park

3.8

$830,000.00

Baton Rouge

Sandy Creek Community Park

N/A

Zachary Community Park

3.9

$529,000.00

TOTAL

Zachary

$31,278,062.50

386 58 1,971

1 12

Teen Center

Pride

Fitness Center

138

Rec Center

Central

Undeveloped

Total Acreage

Spray Pad

Picnic Shelter 2

3.8

Fitness Station (outdoors)

Anna T. Jordan Community Park

*Estimated Improvement Costs 2015 City

Fitness Center

Playground

LWCF Projects

IYP Improvements

2004 Rating

2013 Rating

Community Park

Facility Score

Rec Center

Community Parks

G F

$718,100.00 Baton Rouge

133

$50,025.00 Baton Rouge

2.74

Airline Highway Park

N/A

Alaska Street Park

3.4

$76,101.25 Baker

0.64

Playground

Rec Center Closed

2.7

*Estimated Improvement Costs 2015 2025 City

LWCF Projects

2004 Rating

Total Acreage

2013 Rating

Comments

Facility Score

Neighborhood Park Acadian Thruway Park

IYP Improvements

Neighborhood Parks

1 1

Alexander Street Park

1.8

$0.00 Baton Rouge

8.83

Alsen Park

3.0

$81,300.00 Baton Rouge

19.9

Antioch Boulevard Park

3.8

$137,250.00 Baton Rouge

30.4

1 5 7 2 2 7 56 2 3 3 18 1 3 6 4 1 2 4 1 1 1 7 5 5 73 2 1 1

Fitness Stations Outdoor

Picnic Shelter

Outdoor Restroom Men&Women

Swimming Pool

Indoor Basketball Court

Airnasium

Half Bb/ Goal

Full Bb Court

Multiuse Court

Tennis Court (Unlit)

Tennis Court (Lighted)

Outdoor Volleyball Court

Baseball Field (Unlit)

Baseball Field (Lighted)

Football Field (Unlit)

Soccer Field Lighted

Soccer Field

Multi-Use Fields

Golf Course (18)

Boxing

Skate Park

Hard Surface Walking Paths

Walking Loop

Fishing Lake (Qty)

Fishing Lake (Acres)

Airgun Range

Fair-Grounds

Horse Facility

Half Basketball Court / Goal

1 3

1 1 1

1 1

1 1 2

1 8

1 11

1 19

2 7

2 2

2 4

3 1

1 1

1 1 1 1 1

1 1 1 1

1 1

2 1 1

1 1

1 1 1 1 1

1 18

1 2.5

1 2.7 1 1

3 Community Gardens

Botanic Gardens

Cultural or Historic Sites

Fishing Lake (acres)

Fishing Lake (qty)

BMX Track

Cycling Velodrome

Skate Park

Walking Loop

Hard Surface Walking Paths

Dog park

Golf Course (18-hole)

Golf Course (9-hole)

Multiuse Fields

Soccer Field

Soccer Field (lighted)

Football Field (lighted)

Baseball Field (lighted)

Baseball Field (unlit)

Outdoor Volleyball Court

Indoor Tennis Court

Tennis Court (lighted)

Tennis Court (unlit)

2 Multiuse Court

Full Basketball Court

Indoor Basketball Court

Aquatic Center

Appendix C: Facility Assessments 207

Baker Park Baker Playground*

New since 2004

$46,250.00 Pride

0.50

1 1 1

1 1

3.6

Belfair Park

3.0

$38,962.00 Baton Rouge

0.93

Ben Burge Park (was Elvin Drive)

3.6

$0.00 Baton Rouge

18.5

Bird Station Park

2.7

Blueberry Street park

3.1

Boulevard de Province

3.2

Brookfield Park

3.0

Brown Heights Park Buchanan Park

Possible sale or conversion

Cadillac Street Park

2.7

2.2

2.9

$5,750.00

$68,262.50 Baton Rouge

4.00

$101,700.00 Baton Rouge

2.18

2.50

$0.00 Baton Rouge

6.48

$35,350.00 Baker

6.70

$0.00 Baton Rouge

0.23

$60,150.00 Baton Rouge

5.53

Camelot Park*

3.7

$4,000.00 Baton Rouge

0.75

3.5

$272,000.00 Baton Rouge

19.6

Cedarcrest park

3.5

$84,668.75 Baton Rouge

5.00

2.8

$49,881.25 Baker

4.71

7.09

Church Street Park

2.3

Clifford T. Seymour, Sr. Park

2.9

$17,650.00 Baton Rouge

18.3

College Town Park

3.7

$29,000.00 Baton Rouge

1.20

$137,450.00 Zachary

Congress Park

New since 2004

3.9

$15,500.00 Baton Rouge

2.92

Convention Street park

New since 2012

3.9

$0.00 Baton Rouge

0.73

1.8

$48,000.00 Baton Rouge

0.05

$0.00 Baton Rouge

12.0

$25,775.00 Baton Rouge

3.80

Cortana Place Park

Undeveloped/ possible sale or conversion

Cunard Avenue Park

N/A

2.7

Dayton Street Park

Chamberlain Street Park

$71,620.00 Baton Rouge

Cedar Ridge Drive Park

Corporate Parkway

1 1

3.0

$0.00 Baton Rouge

0.50

Dover Street Park

Significant improvements will start soon

2.6

$20,000.00 Baton Rouge

4.00

Droze Road

Possible sale or conversion

2.7

$52,475.00 Central

2.75

3.4

5.03

Drusilla Lane Park

Teen Center

1 1

4.70 30.9

Fitness Center

N/A

Playground

Baywood Park

$0.00 Baton Rouge

Rec Center Closed

$25,268.75 Baker

G E

0.30 13.0

Rec Center

C F

3.4 3.9

$0.00 Zachary

Undeveloped

$43,050.00 Baker

LWCF Projects

*Estimated Improvement Costs 2015 2025 City

Total Acreage

Baringer Road Park Beaver Creek Park

IYP Improvements

N/A 3.4

New since 2004

2004 Rating

Comments Undeveloped

2013 Rating

Neighborhood Park Avenue F park

Facility Score

208 BREC Imagine Your Parks2

$0.00 Baton Rouge

1 1

1 1 2 1 2

1 1 2 1 1

2 1 1

1 1 1

1 1

1 2

1 1

Baseball Field (Lighted) 3

2 3

2 1

1 1 1

2 1 2

1 1

4 1

1 1

Skate Park

Boxing

Golf Course (18)

Multi-Use Fields

Soccer Field

Soccer Field Lighted

1 1

Horse Facility

Fair-Grounds

Airgun Range

Fishing Lake (Acres)

Fishing Lake (Qty)

Walking Loop

Football Field (Unlit)

Baseball Field (Unlit)

Outdoor Volleyball Court

Tennis Court (Lighted)

Tennis Court (Unlit)

Multiuse Court

Full Bb Court

Half Bb/ Goal

Hard Surface Walking Paths

1 Airnasium

Indoor Basketball Court

Swimming Pool

Outdoor Restroom Men&Women

1 Picnic Shelter

Fitness Stations Outdoor

Appendix C: Facility Assessments 209

Duchess Drive Park

$46,010.00 Baton Rouge

20.8

East Brookstown Park

2.5

$18,900.00 Baton Rouge

1.00

$31,387.50 Baton Rouge

3.00

$0.00 Baton Rouge

1.50

East Polk Street Park

3.1

Eastgate Drive Park*

2.6

Edward Avenue Park

$977.50 Baton Rouge

0.30

Erich Sternberg Family Park

Undeveloped

3.3

Baton Rouge

26.1

Evangeline Street Park

3.8

$110,350.00 Baton Rouge

7.94

2.7

$336,825.00 Baton Rouge

13.2

$2,050.00 Baton Rouge

1.00

$26,504.00 Baton Rouge

1.27

Expressway Park Fairfax

Undeveloped

N/A

Fiesta Park

2.4

Flanacher Road Park

3.5

C C

$355,700.00 Zachary

Flannery Road Park

3.6

$519,550.00 Baton Rouge

16.5

3.3

$56,125.00 Baton Rouge

10.2

Forty-Eighth Street Park

3.2

3.1

Gentilly Court Park

2.7

Goodwood Park

3.8

Greenwell Springs Park

2.5

Gus Young Park

3.4

Hamiilton Avenue (Stevendale)

2.9

Harding Street Park

2.3

Hartley/Vey Park at Gardere

3.3

Hooper Road Park

2.9

Hunterâ€™s Point Drive

Undeveloped

Industriplex Park Jacob Kornmeyer Park

Undeveloped

James Watson Park

1 1

Baton Rouge

2.55

$30,900.00 Baton Rouge

0.33

$0.00 Baton Rouge

6.00

$40,500.00 Baton Rouge

5.56

$518,500.00 Baton Rouge

3.94

$121,500.00 Baton Rouge

25.0

$96,975.00 Central

$78,535.00 Baker

$115,350.00 Baton Rouge NS

1 1

13.0

10.3

1 1

$0.00 Zachary

0.20 8.86

$6,000.00 Central $147,975.00 Baton Rouge $307,300.00 Baton Rouge

Jefferson Highway Park

2.8

233

$12,500.00 Baton Rouge U

Jefferson Street Park Jefferson Terrace Park

$700,000.00

N/A 3.2

1 1

N/A 3.2

175

Fortune Addition Park Gayosa Street Park

$41,762.50 Baker

1 1 1

5.00

10.0

1 1

3.5

$198,000.00 Baton Rouge

11.1

Undeveloped

3.3

$6,000.00 Baton Rouge

11.7

Kathy Drive Park

Significant improvements will start soon

3.6

$0.00 Baton Rouge

34.1

Kendalwood Road Park

Undeveloped

40.0 14.8

Jones Creek Park

$0.00

1 1

Teen Center

Fitness Center

Playground

Rec Center Closed

Rec Center

Undeveloped

LWCF Projects

*Estimated Improvement Costs 2015 2025 City

Total Acreage

IYP Improvements

2004 Rating

Comments

2013 Rating

Neighborhood Park

Facility Score

210 BREC Imagine Your Parks2

1 1

2 1

1 2

1 1

1 1 4 1 1

1 1 2 1

1 1

2 1

1 2

1 1

5 1

1 1

2.5

Horse Facility

Fair-Grounds

Airgun Range

Fishing Lake (Acres)

Fishing Lake (Qty)

Walking Loop

Skate Park

Boxing

Hard Surface Walking Paths

Golf Course (18)

Multi-Use Fields

1 Soccer Field

Soccer Field Lighted

Football Field (Unlit)

Baseball Field (Lighted)

Baseball Field (Unlit)

Outdoor Volleyball Court

Tennis Court (Lighted)

Tennis Court (Unlit)

Multiuse Court

Full Bb Court

Half Bb/ Goal

Airnasium

Indoor Basketball Court

Swimming Pool

Outdoor Restroom Men&Women

Picnic Shelter

Fitness Stations Outdoor

Appendix C: Facility Assessments 211

1.0

1 1

Kernan Avenue Park

3.1

$70,250.00 Baton Rouge

5.21

Kerr Warren Park

2.8

$54,150.00 Baton Rouge

5.14

Kinchloe lloyd Baker

Undeveloped

Kolby Park Lafitte Hill Park

N/A

N/A Undeveloped

Lafitte Street Park

N/A 3.5

G E

Larier Drive Park

2.2

Le Brent Avenue Park

3.2

3.8

Leeward Drive Park Leo & Murlin Willie Park

Undeveloped

N/A

$6,000.00 Central

32.6

$30,172.50 Central

1.40

1 1

$0.00 Baton Rouge

2.26

$41,500.00 Baton Rouge

13.5

$61,339.75 Baton Rouge

3.24

$46,325.00 Baker

0.10

$52,400.00 Baton Rouge

0.50

$0.00 Baton Rouge

2.54

1 1

Ligon Road Park

3.2

$36,397.50 Zachary

2.68

Little Farms Park

2.5

$10,000.00 Zachary

2.30

Longfellow Park*

3.4

Longridge Park

3.9

Louisiana/ Claycut Bayou Park

2.8

Lovett Road Park

3.1

Madison Avenue Park

2.2

$165,925.00 Baton Rouge

10.9

$0.00 Baton Rouge

11.3

$0.00 Baton Rouge

7.30

$95,725.00 Central $0.00 Baton Rouge

62.5

1 1 1

Manchac Park

3.1

$0.00 Baton Rouge

54.1

3.0

$0.00 Baton Rouge

11.2

3.4

Mary J. Lands (Progress) Mary Ruth Park Mayfair Park

Possible sale or conversion

N/A 3.1

$37,525.00 Baton Rouge

3.50

$0.00 Baton Rouge

0.50

$30,000.00 Baton Rouge

23.0

Meadow Park

2.6

Milford Wampold Memorial Park*

3.7

Mills Avenue Park

2.9

$3,500.00 Baton Rouge

8.14

$235,400.00 Baton Rouge

4.15

$39,112.50 Baton Rouge

5.49

1 1

3.0

$59,090.00 Baton Rouge

54.2

$38,450.00 Baker

6.50

Nairn Park (Tom Pete Purvis)

3.7

$84,985.00 Baton Rouge

7.43

1 1

1.9

$97,520.00 Baton Rouge

0.56

$34,850.00 Baton Rouge

1.00

North Street Park

3.3

$155,575.00 Baton Rouge

9.98

2.9

$132,325.00 Baton Rouge

12.9

Palomino Drive Park

2.9

150

1 1 1 1

Old Hammond Highway Park

$69,050.00 Central

1 1

3.0

2.6

Monte Sano Park

North 14th Street Park

1 1

Myrtle Street Park

North 18th Street Park

1 1 1

0.97

Maplewood Park

1 1

Teen Center

Fitness Center

Playground

Rec Center Closed

Rec Center

Undeveloped

LWCF Projects

*Estimated Improvement Costs 2015 2025 City

Total Acreage

IYP Improvements

2004 Rating

Comments

2013 Rating

Neighborhood Park

Facility Score

212 BREC Imagine Your Parks2

1 1

2 6

1 1

1 4

1 1

3 1 2 2

1 1

1 1 1

3 1

1 3

1 1

2 1

1 1

1 1 2

1 10

1 2

1 1

1 1 1 1

Walking Loop

Hard Surface Walking Paths

Skate Park

Boxing

Golf Course (18)

Multi-Use Fields

Soccer Field

Soccer Field Lighted

Football Field (Unlit)

Baseball Field (Lighted)

Baseball Field (Unlit)

1 195

1.2

Horse Facility

Fair-Grounds

Airgun Range

Fishing Lake (Acres)

1 1

Fishing Lake (Qty)

Outdoor Volleyball Court

Tennis Court (Lighted)

Tennis Court (Unlit)

2 Multiuse Court

Full Bb Court

Half Bb/ Goal

Airnasium

Indoor Basketball Court

Swimming Pool

Outdoor Restroom Men&Women

Picnic Shelter

Fitness Stations Outdoor

Appendix C: Facility Assessments 213

Parklawn Park

3.0

$1,500.00 Baton Rouge

5.53

Parkview Park

3.8

$45,166.25 Baton Rouge

5.00

$16,446.00 Baton Rouge

0.77

$5,000.00 Baton Rouge

5.00

Pawnee Street Park

3.2

Pinehurst Park

3.1

Plank Road Park

2.9

Pride Park

2.8

Quaterhorse Drive Park

Undeveloped

Railey Roshto Park

N/A 2.8

$0.00 Zachary $52,612.50 Pride $0.00 Zachary $10,650.00 Central

2.8

$60,122.50 Zachary

5.00

$27,625.00 Baton Rouge

2.80

3.0

$64,600.00 Baton Rouge $112,650.00 Zachary

$10,000.00 Baton Rouge

15.0

$52,200.00 Zachary

10.5

1 1

Roosevelt Street Park

2.4

$115,875.00 Baton Rouge

3.30

Rue LeBouef Park

3.4

$0.00 Baton Rouge

6.40

Saia Park

3.3

$178,950.00 Baton Rouge

3.74

2.5

$24,045.00 Baton Rouge

10.3

$0.00 Baton Rouge

6.50

$396,175.00 Baton Rouge

110

Seventh Street Park

3.4

$0.00 Baton Rouge

0.30

Sharp Road

3.7

$274,190.00 Baton Rouge

12.1

1.9

$0.00 Baton Rouge

0.50

South 15th Street Park South Harrell’s Ferry

Undeveloped

1 1

Samuel D’Agostino Park

1 1

$0.00

South Magnolia Park

2.3

Spain Street Park

2.8

$0.00 Baton Rouge

0.75

Possible sale or conversion

2.9

$113,150.00 Baton Rouge

2.05

3.1

$151,550.00 Baton Rouge

8.54

Significant improvements will start soon

2.8

$190,350.00 Baton Rouge

4.75

Spanish Town Park Starwood Court Park Sugarland Park

$77,506.25 Baker

6.75

T. D. Bickham, Jr. Park

2.6

$26,866.00 Baker

205

Tames Drive Park

3.1

$46,010.00 Baton Rouge

6.00

2.5

$40,566.25 Baton Rouge

0.50

Terrace Street Park

Possible sale or conversion

Thirty-Ninth Street Park

2.8

Thomas Maher Park

2.8

Zachary $38,643.00 Baton Rouge

1 1

12.0

5.43

Teen Center

Fitness Center

Playground 1

Rec Center Closed

1 1

Rec Center

1 1

5.92

1 1

12.9

2.7

3.1

1 1 1

3.3

2.6

1 1 1

Riverband Park

Santa maria Park

Undeveloped

Rollins Road Park

Scotlandville Parkway”

1 1

21.9

3.2 2.5

13.4

Reames Road Park Rio Drive Park

82.1 10.2

Red Oaks Park Rita Street Park

LWCF Projects

*Estimated Improvement Costs 2015 2025 City

Total Acreage

IYP Improvements

2004 Rating

Comments

2013 Rating

Neighborhood Park

Facility Score

214 BREC Imagine Your Parks2

5 1

1 1

1 2 2

1 2

1 1

3 1

1 2 1 1 1

1 1 1 1

1 1

2 2

2 1

1 1

1 4

2 1

4 1 1

Skate Park 1 1

Horse Facility

Fair-Grounds

Airgun Range

Fishing Lake (Acres)

Fishing Lake (Qty)

Walking Loop

Hard Surface Walking Paths

Boxing

Golf Course (18)

Multi-Use Fields

Soccer Field

Soccer Field Lighted

Football Field (Unlit)

Baseball Field (Lighted)

Baseball Field (Unlit)

Outdoor Volleyball Court

Tennis Court (Lighted)

Tennis Court (Unlit)

4 Multiuse Court

Full Bb Court

Half Bb/ Goal

Airnasium

Indoor Basketball Court

Swimming Pool

Outdoor Restroom Men&Women

Picnic Shelter

Fitness Stations Outdoor

Appendix C: Facility Assessments 215

Tristian Avenue Park

2.6

Tuscarora Street Park

2.3

$23,700.00 Baker 0 Baton Rouge

Warren O. Watson Park

3.2

$19,200..00 Baker

14.0

3.2

$10,000.00 Baton Rouge

91.5

2.0

0 Baton Rouge

0.11

Undeveloped/ possible sale or conversion

West Brookstown Park

2.9

$77,125.00 Baton Rouge

4.81

Woodlawn Acres Park

3.3

$191,600.00 Baton Rouge

28.7

Woodlawm Walking Trail*

New in 2011

4.0

Woodstock Park

Undeveloped

N/A

Wray Park

Undeveloped

Yatasi Drive Park* TOTAL

N/A 3.4

6 53.0

47.4

$10,385,857.00

Teen Center

Fitness Center

Playground 1

0 Baton Rouge 0 Baton Rouge

1.58 2,469

0 Baton Rouge $2,500.00 Central

Rec Center Closed

1 1

NS NS E

Rec Center

10 0.3

Webb Memorial Park & Playground Wenonah Street Park

Undeveloped

LWCF Projects

*Estimated Improvement Costs 2015 2025 City

Total Acreage

IYP Improvements

2004 Rating

Comments

2013 Rating

Neighborhood Park

Facility Score

216 BREC Imagine Your Parks2

1 56

117

Special Use Facility

Comments

Facility Score

2013 Rating

2004 Rating

IYP Improvements

Special Use Facilities

Bluebonnet Swamp Nature Center

Underway

N/A

Burbank Park

Completed

N/A

Central Sports Park

Completed

N/A

Cohn Arboretum

N/A

Farr Park Equestrian Center (Alice & Warren)

N/A

Hartley/Vey Sports Park (Oak Villa)

N/A

Magnolia Cemetery

N/A

Magnolia Mound Plantation Memorial Sports Complex TOTAL

Underway

NS E

U NS

*Estimated Improvement Costs 2015 2025

Boxing Skate Park Hard Surface Walking Paths Walking Loop Fishing Lake (Qty) Fishing Lake (Acres) Airgun Range Fair-Grounds Horse Facility

27 3 110 26 19 60 14 3 45 60 2 3 13 4 2 1 1 6 6 4 200 1 2 1

City LWCF Projects Undeveloped Rec Center Education/Exhibit Buildings Playground Picnic Shelter Rentable Pavilions Indoor Basketball Court Baseball Field (Unlit) Baseball Field (Lighted) Football Field (Lighted) Soccer Field Lighted Soccer Field Multi-Use Fields Dog Park Hard Surface Walking Paths Walking Loop Fishing Lake (Qty) Fishing Lake (Acres) Nature Centers (Qty) Cultural Or Historic Sites Archery Range Arboretum Horse Facility

Baton Rouge 103

69 62

Baton Rouge

248

Central

50.5

Baton Rouge

15.6

Baton Rouge

297

Baton Rouge

57.7

Baton Rouge

10.0

Baton Rouge

15.1

Baton Rouge

36.8

850

1 2

1 1

Golf Course (18)

Multi-Use Fields

Soccer Field

Soccer Field Lighted

Football Field (Unlit)

Baseball Field (Lighted)

Baseball Field (Unlit)

Outdoor Volleyball Court

Tennis Court (Lighted)

Tennis Court (Unlit)

Multiuse Court

Full Bb Court

Half Bb/ Goal

Airnasium

Indoor Basketball Court

Swimming Pool

Outdoor Restroom Men&Women

Picnic Shelter

Total Acreage

Fitness Stations Outdoor

Appendix C: Facility Assessments 217

1 1

4.0

2.6

2.8

218 BREC Imagine Your Parks2

Building Inventory

Park

Comments

Acadian Thruway Park Airline Pavilion Alaska Recreation & Activity Center

Ceiling update; Resurface gym floor; Update gym; Replace dr; Add scoreboard

Alexander Street Park Alsen Recreation & Activity Center Anna T. Jordan Recreation & Activity Center Antioch Recreation & Activity Center

Paint side room; Paint Gym; Paint outside drs

Avenue F Park Baker Recreation & Activity Center Baker Playground Baringer Road Park

No improvements needed at this time

Baywood Park Beaver Creek Golf Club House Beaver Creek Golf Cart Barn & Maintenance Belfair Recreation Center

New/updated surveillance; Add lights to side of bldg

Ben Burge Recreation & Activity Center

Replace bathroom stalls; replace lighting in lobby; replace bb goal backboards

Blackwater Conservation Area Blueberry Recreation Center

Frt dr add to Ardenwood side of bldg; Add lighting to center; Floor update/paint; Add security lighting

Bluebonnet Swamp Nature Center & Special Facility Boulevard de Province Park Brookfield Avenue Park Brown Heights Park Buchanan Park Burbank Conservation Area Burbank Maintenance Shop Burbank Soccer Complex Byrd Station Park Cadillac Recreation & Activity Center

Paint boxes on backboards; Repair gym exhaust fan; Replace gym floor; Renovate both restrooms; Replace playground equipment

Camelot Park Cedar Ridge Recreation & Activity Center Cedarcrest Park Central Sports Park

Needs new roof; paint gym; paint outside drs

2013 Rating

2.8 G

3.1 E 1

3.2

N/A E 1

2.5 G 1

3.2 E 1

3.0 G

3.5 E

2.5 G

2.9 G

3.3 E

3.4 E

2.6 G

3.7

2.3

2.9

1 1

1 2

Other Buildings

Concession Stand

Concession Bldg W/ Restroom

Maintenance Shop

Special Facility (# Of Structures)

Fitness Center

Tennis Center

Golf Cart Barn / Maintenance

Golf Pro Shop

Golf Club House

Bath House

Rec Center - D (Misc Types)

Rec Center - C (Sm)

Rec Center - B (Bb)

Rec Center - A (Bb, Act Room)

IYP Improvements

2004 Rating

Facility Score

Appendix C: Facility Assessments 219

220 BREC Imagine Your Parks2

Park

Comments

Chamberlain Street Park Church Street Recreation & Activity Center

Repair the gym windows so they open; Build additional storage closet

City-Brooks BR Gallery City-Brooks Golf Cart Barn & Maintenance City Park Golf Pro Shop Clifford T. Seymour, Sr. Park Cohn Arboretum Maintence Shop Cohn Nature Preserve College Town Park Comite/Hooper MTB, office Congress Park Convention Street Park Corporate Parkway Cortana Place Park Cunard Avenue Park Dayton Street Park Dover Street Park

RR demo soon

Doyleâ€™s Bayou Park Droze Road Park Drusilla Recreation Center, (small)

New composite floor for dance; paint walls; replace restroom sink hardware; redesign and renovate office area to create janitor closet

Duchess Drive Park Dumas Waterfront CafĂŠ Golf Pro Shop East Brookstown Park East Polk Street Park Eastgate Drive Park Edwards Avenue Park Erich Sternberg Family Park Evangeline Street Park

RR is not in use

Expressway Park

Resurface gym floor; Replace window pane over supervisor office; Update/paint restrooms; Paint all classrooms

Fairfax Park Farr Park Equestrian Center Farr Park Maintenance Fiesta Park Flanacher Recreation Center, misc

other - storage

Flannery Road Recreation & Activity Center

Replace side room doors entering from gym; replace bb goal backboards

3.6

2.7 G

2.9 G

3.1 G

2.8 G

3.0 G

3.9 E

2.5 G

3.1

3.4

3.9

3.0

Other Buildings

Concession Stand

Concession Bldg W/ Restroom

Maintenance Shop

Special Facility (# Of Structures)

Fitness Center

Tennis Center

Golf Cart Barn / Maintenance

Golf Pro Shop

Golf Club House

Bath House

Rec Center - D (Misc Types)

Rec Center - C (Sm)

Rec Center - B (Bb)

Rec Center - A (Bb, Act Room)

IYP Improvements

2004 Rating

2013 Rating

Facility Score

Appendix C: Facility Assessments 221

1 1

1 2

222 BREC Imagine Your Parks2

Park

Comments

Forest Park Maintenance Shop Forest Park Recreation & Activity Center

Repair roof; Exhaust fan

Fortune Addition Park Forty-Eighth Street Park

all bldgs removed in 2012

Frenchtown Road Conservation Area Gayosa Street Park Gentilly Court Park Goldsby Field Goodwood Park Greenwell Springs Park Greenwood Community Park Greenwood Maintenance Shop Gus Young Park Hamilton Ave Park Harding Street Park Hartley/Vey Park at Gardere Hartley/Vey Sports Park (Oak Villa)

2 portable RR need to be removed

Highland Rd Observatory Highland Rd Recreation & Activity Center

Repair roof leaks; Replace bathroom sinks; New tissue holders; Replace lighting in lobby; Replace bb goal backboards

Hooper Road Park

Paint boxes on backboards; Paint gym interior

Howell Golf Cart Barn & Maintenance Howell Park Golf Pro Shop Howell Park (Gym)

Hunterâ€™s Point Drive Independence Theatre Industriplex Park J.S. Clark Golf & Pro Shop Jackson (Gym) Jacob Kornmeyer Park James Watson Park Jefferson Highway Park Jefferson Street Park Jefferson Terrace Park Jones Creek Park

New doors; Update bathrooms & office space; Ceiling update; Floor update; Fiberglass; All lighting needs replacing; Resurface gym floor; Gym update; Paint inside whole bldg; Replace gym windows; New wall fans in gym

2013 Rating

4.0 E

3.7 E

2.6 G

3.2 G

3.6 E

3.0 G

2.6 G

2.3 F

3.2 E

3.4 E

3.9

N/A

E 1

1 1

1 1 1

1 2

1 1

Other Buildings

Concession Stand

Concession Bldg W/ Restroom

Maintenance Shop

Special Facility (# Of Structures)

Fitness Center

Tennis Center

Golf Cart Barn / Maintenance

Golf Pro Shop

Golf Club House

Bath House

Rec Center - D (Misc Types)

Rec Center - C (Sm)

Rec Center - B (Bb)

Rec Center - A (Bb, Act Room)

IYP Improvements

2004 Rating

Facility Score

Appendix C: Facility Assessments 223

1 1

224 BREC Imagine Your Parks2

Park

Comments

Kathy Drive Recreation & Activity Center Kendalwood Road Park Kernan Gym

Resurface gym floor; Repair molding in mens restroom; Paint supervisors office

Kerr Warren Recreation & Activity Center

New fans in gym; Update gym floor

Kinchloe Lloyd Baker Park Kolby Park Lafitte Hill Park Lafitte Street Park Lanier Drive Park Le Brent Avenue Park Leeward Drive Park Leo & Murlin Willie Park Ligon Road Park Little Farms Park Longfellow Recreation & Activity Center Longridge Park Louisiana/Claycut Park Lovett Recreation & Activity Center Madison Avenue Park Magnolia Cemetery Magnolia Mound Plantation MMP/Bridges House MMP/Historic House MMP/Host House MMP/Kitchen MMP/Overseerâ€™s House MMP/Pigcomm MMP/Quarters Cabin MMP/Visitors Center Manchac Park Maplewood Maintenance Shop Maplewood Recreation Center

Mary J. Lands Park Mary Ruth Park Mayfair Gym

Repair gym exhaust fans; Move the main entrance to the parking lot side of the bldg; Enclose restrooms into the bldg; Replace backboards with fiberglass

2013 Rating

3.1 E

3.0 G

N/A

2.8 G 1

3.2 E 1

2.7 G 1

3.5 G 1

2.4 F 1

3.4 G 1

2.5 F 1

2.8 F

3.2

2.9

3.8

2.7

2.6

1 4

Other Buildings

Concession Stand

Concession Bldg W/ Restroom

Maintenance Shop

Special Facility (# Of Structures)

Fitness Center

Tennis Center

Golf Cart Barn / Maintenance

Golf Pro Shop

Golf Club House

Bath House

Rec Center - D (Misc Types)

Rec Center - C (Sm)

Rec Center - B (Bb)

Rec Center - A (Bb, Act Room)

IYP Improvements

2004 Rating

Facility Score

Appendix C: Facility Assessments 225

1 1

226 BREC Imagine Your Parks2

Park

Comments

Meadow Park Memorial East & West Concession Memorial Stadium Milford Wampold Memorial Park Mills Recreation & Activity Center Milton J. Womack Park Monte Sano Recreation & Activity Center Myrtle Street Park Nairn Recreation & Activity Center

other-used ?

North 14th Street Park

other-used ?

North 18th Street Park North Baton Rouge Community Center

not BREC owned

North Boulevard Park North Sherwood Forest Rec Ctr (misc)

other- CIP bldgs

North Sherwood Forest CIP Electric Shop North Sherwood Forest CIP Mechanic Shop North Sherwood Forest CIP Welding Shop North Sherwood Forest Trades Lube Shop North Sherwood Forest Trades & Maintenance Shop North Sherwood Forest Trades Mechanic Shop North Sherwood Forest Trades Welding Shop North Sherwood Forest Warehouse North Sherwood Forest - Other North Street Park

Repair roof leaks; Resurface gym floor

Oak Villa Concession Bldg w/Restroom Old Hammond Highway Park Olympia Concessions Olympia Stadium Palomino Drive Park Parklawn Park Parkview Park Pawnee Street Park Perkins Road Extreme Pinehurst Park Plank Recreation & Activity Center Plank Road Maintenance Shop Pride Park

daycamp bldg

2013 Rating

2.5 F 2

2.4 F 2

3.6 E

3.1

3.1 E

3.0 G

2.7 G

2.5 G

3.9

3.0

2.8

1 1

3.1 G

3.0 G 1

2.6 G 1

4.0 E 1

3.2 G 1

3.8 E 1

3.9 E 1

2.9 G 1

1 1

Other Buildings

Concession Stand

Concession Bldg W/ Restroom

Maintenance Shop

Special Facility (# Of Structures)

Fitness Center

Tennis Center

Golf Cart Barn / Maintenance

Golf Pro Shop

Golf Club House

Bath House

Rec Center - D (Misc Types)

Rec Center - C (Sm)

Rec Center - B (Bb)

Rec Center - A (Bb, Act Room)

IYP Improvements

2004 Rating

Facility Score

Appendix C: Facility Assessments 227

1 1

228 BREC Imagine Your Parks2

Park

Comments

Quarterhorse Drive Park Railey Roshto Park Reames (Gym)

Repair leaky walls

Red Oaks Recreation Center, small Rio Drive Park Rita Street Park River Bend Park Rollins Road Park

other-airnasium

Roosevelt Street Park Rue LeBouef Park Saia Recreation Center, misc

Repair rail in women restroom; Retile restrooms

Samuel D’Agostino Park Sandy Creek Community Park Santa Maria Golf Cart Barn & Maintenance Santa Maria Golf Club House Santa Maria (Gym) Scotlandville Parkway

other - Howell Place Gym

Seventh Street Park Sharp Recreation Center, small South 15th Street Park

closed

South Harrell’s Ferry Road Park South Magnolia Park Spain Street Park Spanish Town Park Sports Academy Recreation Center Starwood Court Park Sugarland Park T. D. Bickham, Jr. Recreation & Activity Center Tams Drive Park Terrace Street Park Thirty-Ninth Street Park Thomas Maher Park Tree Farm Tristian Avenue Park Tuscarora Street Park Warren O. Watson Park Webb Fitness & Recreation Center

no plan - not BREC’s

2013 Rating

2.4 G

3.4 E

3.5 E

2.8 G

3.7 E

3.6

3.4 G

3.1 G

3.6

Other Buildings

Concession Stand

Concession Bldg W/ Restroom

Maintenance Shop

Special Facility (# Of Structures)

Fitness Center

Tennis Center

Golf Cart Barn / Maintenance

Golf Pro Shop

Golf Club House

Bath House

Rec Center - D (Misc Types)

Rec Center - C (Sm)

Rec Center - B (Bb)

Rec Center - A (Bb, Act Room)

IYP Improvements

2004 Rating

Facility Score

Appendix C: Facility Assessments 229

1 1

1 1 1

1 1

230 BREC Imagine Your Parks2

Park

Comments

Webb Golf Cart Barn & Maintenance Webb Golf Pro Shop Webb Senior Center Wenonah Street Park West Brookstown Park Woodlawn Acres Park Woodlawn Walking Trail Woodstock Park Wray Park Yatasi Drive Park Zachary Community Park - Recreation Center TOTALS

Playground Inventory

Park

Comments

Acadian Thruway Park Airline Hwy Park Alaska Street Park Alexander Street Park

Undeveloped

Alsen Park Anna T. Jordan Community Park Antioch Boulevard Park Avenue F Park Baker Park

Undeveloped

*Estimated Improvement Costs 2015

1 Swing Seats- tots

1 Swing Sets- tots

1 Swing Seats - regular

1 Swing Sets - regular

1 Sand Surface

Rubber Surface

Mulch Surface

Concession Stand Other Buildings

Golf Cart Barn / Maintenance

Golf Pro Shop

Golf Club House

Bath House

Rec Center - D (Misc Types)

Rec Center - C (Sm)

Rec Center - B (Bb)

Rec Center - A (Bb, Act Room)

IYP Improvements

Concession Bldg W/ Restroom

Maintenance Shop

Special Facility (# Of Structures)

Fitness Center

Tennis Center

Tire Swings

57 5

Spring Riders

Splash Pads

Slides

Sand Play Pits

Play Center (5-12)

Play Center (2-5)

Cush-n-Cubes Play Ctr.

N/A

Climbers

Buck-a-bouts

4.0

Balance Beams

Play Areas

2013 Rating

3.0 2004 Rating

Facility Score

3.3

IYP Improvements

2013 Rating

Facility Score

Appendix C: Facility Assessments 231

1 1 25 17 11 8 17

232 BREC Imagine Your Parks2

Park

Comments

Baker Playground* Baker Recreation Center* Barringer Road Park Baywood Park Beaver Creek Park Belfair Park Ben Burge Park (Elvin Drive) Blackwater Conservation Area* Blueberry Street Park Bluebonnet Swamp Boulevard de Province Park Brookfield Avenue Park Brown Heights Park Buchanan Park Burbank Conservation Area Burbank Soccer Complex Byrd Station Park Cadillac Street Park Camelot Park* Cedar Ridge Ave Park Cedarcrest Park Chamberlain Street Park Church Street Park City-Brooks Community Park Clifford T. Seymour, Sr. Park Cohn Arboretum Cohn Nature Preserve

Undeveloped

College Town Park Comite River Park Congress Park Convention

Undeveloped

Corporate Parkway Cortana Place Park Cunard Avenue Park Dayton Street Park* Dover Street Park Doyleâ€™s Bayou Park

Undeveloped

IYP Improvements

2013 Rating

Facility Score

*Estimated Improvement Costs 2015

1 1

1 1 1

1 1

1 1 1

1 1 1 1 1 2 1 2

1 1 1 2

1 2 1 4

1 2

1 3 1 2 1

1 1

2 1 2

1 1 4 1 3 1

1 1 1 1 1 2 2 1

1 4 1 2

Spring Riders 1 2 1 2 1 1

2 8 1 3 1 1

1 1 1 2 1 2

1 1 1 4

1 1

2 4 1 2 1

1 1 6 1 4 1

1 1 4 1 2

1 4 1 2 1

Sand Surface

Rubber Surface

Mulch Surface

Tire Swings

Swing Seats- tots

Swing Sets- tots

Swing Seats - regular

Swing Sets - regular

Splash Pads

Slides

Sand Play Pits

Play Center (5-12)

Play Center (2-5)

Cush-n-Cubes Play Ctr.

Climbers

Buck-a-bouts

Balance Beams

Play Areas

Appendix C: Facility Assessments 233

1 1

2 1

2 4 1

1 1

234 BREC Imagine Your Parks2

Park

Comments

Droze Road Park Drusilla Lane Park Duchess Drive Park East Brookstown Park East Polk Street Park Eastgate Drive Park* Edwards Avenue Park Erich Sternberg Family Park Evangeline Street Park Expressway Park*

Part owned by BREC

Fairfax Farr Park Horse Activity Ctr. Fiesta Park Flanacher Road Park Flannery Road Park Forest Community Park Fortune Addition Park Forty-Eighth Street Park Frenchtown Rd Conservation Area

Undeveloped

Gardere Lane Park (Ben Burge) Gayosa Street Park Gentilly Court Park Goldsby Field Goodwood Park Greenwell Springs Park Greenwood Community Park Gus Young Park Hamilton Ave Park (Stevendale) Harding Street Park Highland Road Community Park Hooper Road Park Hooper Road Senior C

Closed

Hooper Road Sports Park Howell Community Park Hunterâ€™s Point Drive Independence Community Park* Industriplex Park

Undeveloped

IYP Improvements

2013 Rating

Facility Score

*Estimated Improvement Costs 2015

1 1

1 2

1 1

1 1 1

1 1 1 1

1 1 2 1

1 1

1 1 1

1 1 1 4 1 3

1 1 1 1 2 1 2 1 1

1 2 1 1

1 1 1 1 1 4

1 1 3 1 1 3 1 2

1 1

2 1 1

1 3 1 2 3 11

1 2 2 6 3 12

1 2 1 2

2 4

1 2 1 2 1 1

1 4 1 2 1 1

1 4 1 4 1 1

1 2 1 2

1 1 1 2 1 2

1 1 1 2 1 2 1

1 1 4 1 2

1 1 2

3 6

Sand Surface

Rubber Surface

Mulch Surface

Tire Swings

Swing Seats- tots

Swing Sets- tots

Swing Seats - regular

Swing Sets - regular

Spring Riders

Splash Pads

Slides

Sand Play Pits

Play Center (5-12)

Play Center (2-5)

Cush-n-Cubes Play Ctr.

Climbers

Buck-a-bouts

Balance Beams

Play Areas

Appendix C: Facility Assessments 235

1 1

236 BREC Imagine Your Parks2

Park

Comments

J.S. Clark Park Jackson Park Jacob Kornmeyer Park

Undeveloped

James Watson Park Jefferson Street Park Jefferson Highway Park Jefferson Terrace Park Jones Creek Park

Undeveloped

Kathy Drive Park Kendalwood Road Park

Undeveloped

Kernan Avenue Park Kerr Warren Park Kinchloe Lloyd Baker Park

Undeveloped

Kolby Park Lafitte Hill Park

Undeveloped

Lafitte Street Park Lanier Drive Park Le Brent Avenue Park Leeward Drive Park Leo & Murlin Willie Park Ligon Road Park Little Farms Park Longfellow Park* Longridge Park Louisiana / Claycut Bayou Lovett Road Park Madison Avenue Park Magnolia Cemetery Magnolia Mound Plantation Manchac Park Maplewood Park Mary J. Lands (Progress) Mary Ruth Park Mayfair Park Meadow Park Memorial Sports Complex Milford Wampold Memorial*

Undeveloped

IYP Improvements

2013 Rating

Facility Score

*Estimated Improvement Costs 2015

1 1

2 2

1 1

1 1 1

1 1

1 1 1 1

Play Center (2-5)

1 3

1 1 1 1 2 1 2

1 1 2 1 4 2 7

1 1 1 2 1 2 1

2 10 2 8 1

1 2 1

1 1 1 2 1 1 4 1 2

1 1 1 1 1 1 4 1 4

1 2

1 3 1 3

2 8 1 4

2 4 1 2 1

1 2

1 2 1 2 1

1 4 1 3 1

1 2

1 1

1 1 1 2 1 2

1 2

1 2 1 2

1 2 1 2 1

Sand Surface

Rubber Surface

Mulch Surface

Tire Swings

Spring Riders

Splash Pads

Slides

Sand Play Pits

Play Center (5-12)

Swing Seats- tots

Swing Sets- tots

Swing Seats - regular

Swing Sets - regular

Cush-n-Cubes Play Ctr.

Climbers

Buck-a-bouts

Balance Beams

Play Areas

Appendix C: Facility Assessments 237

1 1

238 BREC Imagine Your Parks2

Park

Comments

Mills Avenue Milton J. Womack Park (Florida Bldg) Monte Sano Park Myrtle Street Park Nairn Park (Tom Pete Purvis Rec Center) North 14th Street Park North 18th Street Park North Baton Rouge Center* North Boulevard Park* North Sherwood Forest Community Park North Street Park Nunnally Historic Farm Oak Villa Park Old Hammond Highway Park Palomino Drive Park Parklawn Park Parkview Park Pawnee Street Park

Building Fire

Perkins Rd Com Park/Olympia Field Pinehurst Park Plank Road Park Pride Park Quarterhorse Drive Park Railey Roshto Park Reames Road Park Red Oaks Park Rio Drive Park Rita Street Park River Bend Park Rollins Road Park Roosevelt Street Park Rue LeBouef Park Saia Park Samuel Dâ€™Agostino Park Santa Maria Golf Course Santa Maria Playground Scotlandville Parkway

Undeveloped

IYP Improvements

2013 Rating

Facility Score

*Estimated Improvement Costs 2015 Climbers

Play Center (2-5) Play Center (5-12)

Swing Sets - regular Swing Seats - regular Swing Sets- tots Swing Seats- tots

1 1 1 1 1 1 2 1 2

1 1 2 1 1 2 6 2 6 1 1

1 1 1 1 4 1 2 1 1

1 2

1 1

1 1 1

1 1 4

1 1

1 2

1 1

1 1 1 1

1 1 1 1 1 2 1

2 1 1 1 1 2 1

1 1 1 1 1 1

1 1

1 2

1 2 1 2 1 3 1

1 1 1 4 1 3 1

1 2

1 2 1 3

1 2 1 2 1

1 3 1

1 1 3 1 4 1

2 1 1 2 1 3

1 1 1 4 1

1 3 1 2 1

1 2 6 2 8 1

1 6 1 4 1

1 1

1 2 1 2

1 1

Sand Surface

Rubber Surface

Mulch Surface

Tire Swings

Spring Riders

Splash Pads

Slides

Sand Play Pits

Cush-n-Cubes Play Ctr.

Balance Beams Buck-a-bouts

Play Areas

Appendix C: Facility Assessments 239

1 1

240 BREC Imagine Your Parks2

Park

Comments

Seventh Street Park Sharp Road Park South 15th Street Park South Harrellâ€™s Ferry Rd. South Magnolia Park Spain Street Park* Spanish Town Park Sports Academy* Starwood Court Park Sugarland Park T. D. Bickham, Jr. Park Tams Drive Park Terrace Street Park Thirty-Ninth Street Park Thomas Maher Park Tristian Avenue Park Tuscarora Street Park Warren O. Watson Webb Park Wenonah Street Park West Brookstown Park Woodlawn Acres Park Woodstock Park Wray Park Yatasi Drive Park* Zachary Community Park Zoo TOTALS

No Tire

Undeveloped

IYP Improvements

2013 Rating

Facility Score

*Estimated Improvement Costs 2015

137 7

1 1

1 1 1

1 1

1 2

1 1 1 1 4

1 1 1 1 1 2

1 2

1 1 1 1 1 2

1 1

1 1 1 1 1 1 2

1 1 1

1 2

1 1 2 1 2 1

1 1 2 1 3 1

1 3 1

1 1

122

1 1

7 35 1

1 3

119 324

1 2

114 301 37 30

1 2 1

1 2

1 2 1

1 3 1

2 1 2

3 1 4

1 3

1 2

Sand Surface

Rubber Surface

Mulch Surface

Tire Swings

Swing Seats- tots

Swing Sets- tots

Swing Seats - regular

Swing Sets - regular

Spring Riders

Splash Pads

Slides

Sand Play Pits

Play Center (5-12)

Play Center (2-5)

Cush-n-Cubes Play Ctr.

Climbers

Buck-a-bouts

Balance Beams

Play Areas

Appendix C: Facility Assessments 241

1 1

242 BREC Imagine Your Parks2

Miles of Hard Surface Trail

Hard Surface Trails

Decomposed Granite Paths

Trailheads

BREC Park

Miles of Decomposed Granite Path

Trail Inventory

Alsen Park Anna T. Jordan Community Park Antioch Blvd Park

0.50

City-Brooks Community Park

1.70

Cohn Arboretum

0.80

0.50

0.15

3.65

Baringer Road Park Blackwater Conservation Area Bluebonnet Swamp

Comite River Park Congress Park Evangeline Street Park Farr Park Trailhead

Flanacher Road Park Forest Community Park Goodwood Park Greenwood Community Park Gus Young Park Highland Road Community Park Hooper Road Park Howell Community Park Independence Community Park

0.45

Jefferson Terrace Park Milford Wampold Memorial Park

Nairn Park NSF Community Park Old Hammond Highway Park Parkview Park Perkins Rd Community Park Scotlandville Parkway Woodlawn Walking Trail Zachary Community Park TOTALS

0.45

0.21

1.15

1.25

Miles of Walk Loop

Walk Loops

0.60

0.25

0.33

0.25

1.70

0.25

0.15

0.66

0.70

0.25

0.50

1.25

0.25

0.60

8.84

3.30

1.00

0.70

0.56

5.00

0.25

0.15 1

0.40 1

1.25

0.50

Miles of Nature Trail

Nature Trails

Mountain Bike Trails

BMX Raceway

Miles of Horse Trails

Horse Trails

Miles of Multi-Use Trail

Multi-Use Trails

Indoor Tracks

Miles of Indoor Track

Appendix C: Facility Assessments 243

0.15

7.00

8.36

2.25

11.96

244 BREC Imagine Your Parks2

Conservation Area

Park

Address

City

Zip Code

Airline Highway Park

17200 Airline Highway

Baton Rouge

70810

Anna T. Jordan Community Park

1750 Stilt Street

Baton Rouge

70807

Antioch Boulevard Park

6229 Antioch Boulevard

Baton Rouge

Baywood Park

20001 Pride- Baywood Road

Pride

Beaver Creek Park & Golf Course

1100 Plaints-Port Hudson Road

Ben Burge Park (was Elvin Drive)

9350 Antigua Drive

True City Limits

Park Type

Total Acreage

NP/C

133.36

Conservation Parks BR

COM/C

39.62

70817

NP/C

30.37

70770

NP/C

30.87

Zachary

70791

GC/C

200.00

Baton Rouge

70820

NP/C

18.50

Blackwater Conservation Area*

9385 Blackwater Road

Baton Rouge

70814

Bluebonnet Swamp Nature Center

10503 N. Oak Hills Parkway

Baton Rouge

70810

C/SU

Burbank Conservation Area

Burbank Drive

Baton Rouge

70820

Burbank Park

12400 Burbank Drive

Baton Rouge

70810

SU/C

247.84

Cedar Ridge Drive Park

13300 Cedar Ridge Drive

Baton Rouge

70817

NP/C

19.59

Cohn Nature Preserve

11332 Foster Road

Baton Rouge

70811

28.50

Comite River Park

8900 Hooper Road

Baton Rouge

70818

Cortana Place Park

9300 Cortana Place

Baton Rouge

70815

Doyle’s Bayou Park

7801 Port Hudson-Pride Road

Zachary

70791

Duchess Drive Park

1701 Duchess Drive

Baton Rouge

70814

Erich Sternberg Family Park

8715 Round Oak Drive

Baton Rouge

70817

NP/C

26.09

Flanacher Road Park

864 Flanacher Road

Zachary

70791

NP/C

175.00

Forest Community Park

13900 South Harrell’s Ferry Road

Baton Rouge

70816

COM/C

115.62

Frenchtown Rd Conservation Area

17819 Frenchtown Road

Central

70739

Central

495.00

Greenwood Park

13350 Highway 19

Baton Rouge

70807

COM/C

658.85

Hamilton Ave (Stevendale)

16200 Hamilton Avenue

Baton Rouge

70819

NP/C

Highland Road Community Park

14024 Highland Avenue

Baton Rouge

70810

COM/C

144.96

Hooper Road Park

6261 Hooper Road

Baton Rouge

70811

NP/C

233.12

Jacob Kornmeyer Park

Hooper Road @ Beaver Bayou

Central

70739

Central

NP/C

40.00

Kendalwood Road Park- und

26501 Kendalwood Road

Baton Rouge

70817

85.12

Kinchold Lloyd Baker- und

20821 Greenwell Springs Road

Central

70739

Central

NP/C

32.60

Lovett Road Park

13443 Lovett Road

Central

70818

Central

NP/C

62.47

Manchac Park

19010 Old Jefferson Highway

Baton Rouge

70809

NP/C

54.06

Mayfair Park

605 Flora Lane

Baton Rouge

70811

NP/C

22.96

Monte Sano Park

2727 Greenwell Street

Baton Rouge

70805

NP/C

North Sherwood Forest Community Park

3140 N. Sherwood Forest Drive

Baton Rouge

70814

COM/C

138.36

Palomino Drive Park

14100 Palomino Drive

Central

70739

Central

NP/C

149.89

Plank Road Park

19550 Plank Road

Zachary

70791

Zachary

NP/C

82.10

Central

BR BR

57.48 102.75 58.18

C/SU

100.40

NP/C

12.00

97.04

NP/C

20.78

25.00

54.15

8.5

43.2

4.0

58.2

8.4

28.5

0.5

Forested 74-50% Cover (Percent)

Forested 74-50 % Cover (Acres)

Shade Trees (%)

Shade Trees (Acres)

13.3

10%

13.3

102

25%

9.91

0.79

4.96

14.9

20%

6.07

50%

15.2

1.52

17.8

21.8

20%

6.17

50%

15.4

10%

3.09

14.6

6.26

10.0

15%

30.0

190

60%

11.1

0.37

11.1

7.4

20%

20.1

37.8

12.4

235

5.5

14.1

90%

51.7

1 18.9

28.5

100%

100

100%

12.0

15%

14.6

4.85

55%

11.4

10%

17.5

55%

63.6

5% 45%

1.0

69.0

0.8

50.2

1 1

18.1

2.5

30%

52.5

100%

495

15%

98.8

30% 1

Developed Land (Acres)

Forested 100-75 % Cover (Acres)

10%

Natural Land (Acres)

Forested 100-75% Cover (Percent)

Pine Flatwoods (Acres)

Pine Flatwoods

26.7

100%

1 1

20%

1 1

Upland Hardwood (Acres)

Upland Hardwood

Small Stream Forest (Acres)

Small Stream Forest

Cypress-Tupelo Swamp (Acres)

Cypress-Tupelo Swamp

Bottomland Hardwoods (Acres)

Bottomland Hardwoods

Fishing Lake (Acres)

Fishing Lake (Qty)

Appendix C: Facility Assessments 245

43.5

4.85 11.7

0.4

19.4

77.6

8.13

6.65

17.0

9.13

105

64.6

495 35%

231

43%

10.8

10%

14.5

11.7

195

0.50

117

4.66

200

32.9

10%

4.00

40 85.1 32.6

1 1

80%

2.7

1.2

55%

76.1

35%

28.7

1 1

31.2

34.4

28.1

43.3

1 1

50%

11.1

30%

6.89

1.15

18.8

4.13

20%

10.8

10%

5.41

14.6

39.5

6.92

10%

13.8

2.64

10.5

10%

15.0

147

0.82

27.0

50.1

246 BREC Imagine Your Parks2

Park Type

Total Acreage

70791

NP/C

21.9

70820

NP/C

15.0

Pride

70770

COM/C

386

Baton Rouge

70816

29.3

6850 Pettit Road

Baker

70714

Baker

NP/C

205

5209 Tristian Avenue

Baker

70714

Baker

NP/C

10.0

Wray Park- und

Ridgewood Drive

Baton Rouge

70814

NP/C

47.4

Zachary Community Park

20055 Old Scenic Hwy

Zachary

70791

COM/C

57.9

TOTAL

(System wide)

Park

Address

City

Zip Code

Quarterhorse Drive Park

Quarterhorse Drive

Zachary

Riverbend Park

5800 Riverbend Bend Lakes Drive

Baton Rouge

Sandy Creek Community Park

Carson Road @ Sandy Creek

South Harrell’s Ferry Road

S. Harrell’s Ferry @ Knox Branch

T. D. Bickham, Jr. Park Tristian Avenue Park

True City Limits

Zachary

4,565

Large Lake Parks Airline Highway Park

17200 Airline Highway

Baton Rouge

70810

NP/C

133

Beaver Creek Park & Golf Course

1100 Plains-Port Hudson Road

Zachary

70791

GC/C

200

Blackwater Conservation Area*

9385 Blackwater Road

Baton Rouge

70814

57.5

Burbank Park

12400 Burbank Drive

Baton Rouge

70810

SU/C

248

Central Sports Park

10501 Lovett Road

Central

70818

Central

50.5

City Brooks Community Park*

1515 Dalrymple Drive

Baton Rouge

70808

Baton Rouge

COM

158

Doyle’s Bayou Park

7801 Port Hudson-Pride Road

Zachary

70791

97.0

Flanacher Road Park

864 Flanacher Road

Zachary

70791

NP/C

175

Forest Community Park

13900 South Harrell’s Ferry Road

Baton Rouge

70816

COM/C

116

Greenwood Community Park [ total original 663.85 ac includes J.S. Clark Park & BR Zoo]

13350 Highway 19

Baton Rouge

70807

COM/C

659

Hartley/Vey Sports Park (Oak Villa)

2615 Oak Villa Boulevard

Baton Rouge

70815

Baton Rouge

57.7

Highland Road Community Park

14024 Highland Road

Baton Rouge

70810

COM/C

145

Hooper Road Park

6261 Hooper Road

Baton Rouge

70811

NP/C

233

Milford Wampold memorial Park*

901 Stanford Avenue

70808

Baton Rouge

4.15

North Sherwood Forest Community Park

3140 N. Sherwood Forest Drive

Baton Rouge

70814

Baton Rouge

COM/C

138

Palomino Drive Park

14100 Palomino Drive

Central

70739

Central

NP/C

150

Perkins Road Community Park

7122 Perkins Road

Baton Rouge

70808

Baton Rouge

COM

52.2

Sharp Road Park

501 Sharp Road

Baton Rouge

70815

Baton Rouge

12.1

Zachary Community Park

20055 Old Scenic Hwy

Baton Rouge

70791

Zachary

COM/C

Central

Baton Rouge

TOTAL

57.9 2,744

Cultural/Historic Parks Magnolia Cemetery

422 North 19th Street

Baton Rouge

70802

Baton Rouge

SU/C

10.0

Magnolia Mound Plantation

2161 Nicholson Drive

Baton Rouge

70802

Baton Rouge

NP/C

15.1

City Brooks Community Park*

1515 Dalrymple Drive

Baton Rouge

70808

Baton Rouge

COM

158

Independence Community Park*

7500 Independence Boulevard

Baton Rouge

70806

Baton Rouge

COM

96.0

TOTAL

4,823

90%

1 2.0

43.8

100%

47.4

30%

17.4

8.5

Developed Land (Acres)

11.2

3.75

15%

4.39

29.3

386

26.7

8.00

185

20.5

47.4 20%

1587 20%

2.25

185 80%

15% 232

1 1

Natural Land (Acres)

Forested 74-50 % Cover (Acres)

Forested 74-50% Cover (Percent) 60%

Shade Trees (Acres)

155

Shade Trees (%)

40%

Forested 100-75 % Cover (Acres)

Forested 100-75% Cover (Percent)

Pine Flatwoods (Acres)

Pine Flatwoods

Upland Hardwood (Acres)

Upland Hardwood

Small Stream Forest (Acres)

Small Stream Forest

Cypress-Tupelo Swamp (Acres)

Cypress-Tupelo Swamp

Bottomland Hardwoods (Acres)

Bottomland Hardwoods

Fishing Lake (Acres)

Fishing Lake (Qty)

Appendix C: Facility Assessments 247

803

11.6

12.9

30.0

181

2480

1461

10%

13.3

10%

13.3

102

0.05

10.0

0.15

30.0

190

40%

20.2

10%

5.05

20.2

30.3

25%

39.5

45%

71.2

91.9

4.85

0.9

2.6

50.0

7.91

0.5

15%

14.6

4.85

19.4

77.6

1.0

30%

52.5

10%

17.5

105

55%

63.6

64.6

15%

98.8

35%

231

195

17.3

40.4

30%

43.5

10%

14.5

117

200

32.9

0.8

18.1

2.8

2.5

11.7

195

80%

3.32

2.7

6.92

1.2

55%

76.1

0.36

30%

17.4

292

50.0

338

4.66

4.15 10%

13.8

2.64

10.5

10%

15.0

147

1.57

2.61

49.6

0.61

4.66

6.99

20%

11.6

12.9

30.0

172

754

1387

488

60%

6.00

15%

2.27

45%

6.80

20%

3.02

7.91

25%

39.5

45%

71.2

5% 10.2

46.3

74.2

14.8 56

91.9

57.6

38.4

1420

2201

249

Appendix D

Fees by Program Classification Adult Leisure Essential

Important

Value-Added

Health & Wellness Programs

$24/month

Outdoor Recreations

$10/class

Holiday Events

$5/person

Social Events

$5â€“10/ person

Passive Games

Free

Athletic/Sports Programs

$5/month

Arts and Crafts

$24/month

Social Dances

$5/person

Fitness Classes

$24/month

Trips and Tours

Varies

Aquatics Essential

Important

Value-Added Water parks

Swim Lessons

$6 or $45/ person

Recreational Swim teams

Aqua Zumba

$5 day or $45/month

Aquatic fitness

$5/day or $45/month

Kayak classes

$10â€“16/ hour each

Water safety

$45/person

$325

Private clubs operate year round

Athletics Essential

Important

Value-Added

Youth Tackle Football

$825/team

T-Ball Program: $175.00/team

Youth Baseball

$175/team

Youth Flag Football

$175/team

Youth Softball (Girls)

$175/team

Adult Basketball

$430/team

Youth Softball (Girls)

$175/team

Adult Volleyball

$175/team

Tournaments

Included in tourney fee

Adult Softball

$300/team

250 BREC Imagine Your Parks2

Essential

Important

Value-Added

Youth Basketball

$175/team

Adult Flag Football

$450/team

Camps

$269

Instructional Clinics/ Workshops

Free–$40

Jamborees/ Special Events

N/A

Adult Leagues

See below

Boxing Programs

$20/person

Banquets

N/A

Non Traditional Sports (Badminton, Pickleball, Bocce, Table Tennis, Pool)

Free–$25/ person

Youth Soccer: Private clubs run/partners Pickleball

$5–25 pending event

Baton Rouge Gallery Essential

Important

Value-Added

Monthly exhibits

Free

Opening receptions

Free

Art in the Park event

Free

Rental of facility

$650/4 hrs

Sundays @ 4 Programs

Free

Birthday “arty parties”

$150/2 hrs

Day camps

$110/ session

ARTiculate— artist led tours of exhibits

Free

School programs

N/A

Art related lectures

Free

Guided tours

N/A

Special Exhibition (Surreal Salon)

$17–20

High School Exhibition

Free

General public site visitation: Age 16–64

Small group outreach

Free

Birthday party programs (new in 2014)

N/A

School field trips

$3–5/person

Early childhood programming

$7.50/ session

Ongoing bird banding & research

Free

Day camps (summer and holiday)

$110/ session

Night-time programming

Varies

Nonprofit meetings

Normal rental rates

Community outreach

Free

Large, themed events

$6/person

Pet days

General Admission

Facility rental

$30–120/hr

Teacher workshops

N/A

Scout activities/ $3–7/person badgework sessions

Appendix D: Fees by Program Classification 251

Essential

Important

Value-Added Natureinspired art exhibits

General Admission

Docent program

N/A

Special needs/senior programs

N/A

Community Events Essential

Important

Value-Added

Black History Month, Community Egg Hunts

N/A

Father Daughter Dance

$15/couple

Blues & Heritage Festival, MultiCultural Fest

N/A

Cinco De Mayo, Movies in the Park

N/A

Halloween Carnivals, Santa Road Shows

N/A

Sand Sculpture Neighborhood Bash: N/A

Caroling in City Park

N/A

Red Ribbon Youth Fest

N/A

Zachary Fest, Zippy Zoo Fest

N/A

Family Campout

$30/family

Gingerbread House Decorations

$5/person

Arbor Day Celebration

N/A

Extreme Sports Essential

Important

General unprogrammed hours of operation: Free Open riding times for BMX Track

Free

Value-Added

252 BREC Imagine Your Parks2

Farr Park Equestrian Center Essential

Important

Value-Added

Riding Lessons

$27/persgroup $47/persindiv.

Holiday Camps

$75/person (3 days)

Birthday Parties

N/A

Guided Trail Rides

$30–40/ person

RV Reservation for Football Games

$20/night

Promote RV Park through BR tourism

N/A

Therapeutic Riding

$120/rider 6 weeks

Facility Rentals

$30/hour, $450/day

Boarding

$315 base plus feed, hay, shavings cost

Horse Shows for lesson Students

$10/event

Summer Camps

$125/ session, $200/ session

Horse Clinics for Students and Public

Varies

Open House

Free

Stick Horse Rodeo

$20 for all events, $5/event

Horse Hotel

$20/night

Health and Wellness Essential

Important

Value-Added

Fitness Memberships: $30 per month per person

Cycle Program

$24/month

Aerobics Classes

$24/month

Yoga

$24/month

Nutrition Classes

Free

Zumba Classes

$24–36/ month

Boot Camps (+martial arts)

$44–58/ month

Mobile Recreation Program

Free

General Recreation Essential

Important

Value-Added

Youth 360

$48/month

BREC Tiny Tots

$46/month

Dance

$22–46/ month

Kids in the Kitchen

N/A

Dance Recitals

$5/ticket, costumes varies

Appendix D: Fees by Program Classification 253

Essential

Important

Value-Added

Holiday Camps

$41–81/ child

Guitar

$31/m

Summer Camps

$45–85/ camper

Keyboard

$31/m

Piano

$31/m

Piano/Keyboard Showcase

$5/ticket

Gymnastics

$22/month

Cheernastics

$22/month

Cheernastics Showcase

N/A

Art

$22/month

Martial Arts

$22–36/ month

Playground Kids

N/A

Golf Essential

Important

Value-Added

The First Tee

Annual Membership $75, Clinics

BREC PGA Clinic Series Get Golf Ready

$25/hr

Play Days

$3–10

Beginner Golf Clinics

$20/hr

Tournament

$40–125

BREC Golf Development Programs: $25 to $75 Senior League

$15–25

Ladies League

$15–35

Gal N Pal events

$18–30

BREC Golf League Fees

$18–30

Highland Road Park Observatory Essential

Important

Value-Added

International Astronomy Day

Free

Science Academy

$5/person/ class

Field Trips

$2.50/ person, min of $30

Spooky Spectrum

Free

Rocket Camp

$55/person (2 days)

Review and Expansion

N/A

Camp

$110/ Adult Courses session (full day), $90 (half day)

$15/person

Apprenticeship: $55-$115/ person

254 BREC Imagine Your Parks2

Essential

Important

Value-Added

Evening Sky Viewing

Free

ARRL Field Day

Free

Friday Night Lecture Series

Free

NanoDays

Free

Celestial events (eclipses, transits, etc.)

Free

Inclusive Recreation Essential

Important

Value-Added

Sunshine Socials

$5/person

Inclusive Summer Camps

$85

Adult Interactive Days

N/A

Inclusive Rec Classes

Same as other classes

Inclusive Sports Leagues

$10/person

Outdoor Recreation Programming: $10 per class

Summer Camps $85

Special Events

Special Education Class Field Trips

$3 per

$7/person

Independence Park Theater Essential

Important

Value-Added

Performing Arts Education/ Workshops

Varies

IPT Event Season

Facility Rental

$950/4 hrs, $1350/8 hrs

Summer Camps $220/ session

Varies / event

Concession Stand

N/A

Box Office

N/A

Gallery Receptions

Free

Magnolia Mound Plantation Essential

Important

Value-Added

Daily House & Grounds Tours

$4–8 (house), $3 (grounds)

Specialty Tours to Target Groups

Foreign Language Tours

$4–8

Special Annual Events

Free

Workshops

Varies

Lectures

Free

Living History for School Children

$2–3/ student

Costumed Interpreters

N/A

Appendix D: Fees by Program Classification 255

Essential

Important

Value-Added

Summer Day History Camp

$110/ session

Special Exhibitions

Regular admission

Gift Shop for History & Cultural Items

Varies

Outdoor Recreation Essential

Important

Value-Added Kayak/Canoe ,Paddle Board Paddling

$7.50/hr

Hiking

Free–$25/ person

Biking

Free–$25/ person

Camping

Free–$25/ person

Camps

$269

Workshops and Clinics

Free–$25/ person

Community Events

Free–$25/ person

Slacklining

Free–$25/ person

School Enrichment Programs

$500–1500

Specific Recommendations for Program Categorization •

Under Baton Rouge Gallery: Move all “free” items to the Core Essential category. These include opening receptions, Sundays@4 programs, ARTiculate, art related lectures, High School Exhibition, Small group outreach. On average, each Parks and Recreation Department subsidizes 20–25% of their programs for free.

•

Move kayaking to the Value Added category. While BREC is teaching their constituents a skill, the taxpayer should not pay for this service if it only benefits one person.

•

Under the category “Non-traditional Sports”, all free programs should be core essential.

•

Swim lessons should be classified as Important because there is a public and private benefit associated with the service.

•

Recreation swim teams are typically Value Added.

•

Move T-ball from Value Added to Important.

•

Because there should be a profit associated with them, banquets should be priced at 100%+ cost recovery and should be considered Value Added.

•

The pricing for BREC’s social events are on par with the average of other service providers in the area.

•

Zumba is a private service, so all classes should be Value Added.

•

Day camps and holiday camps should be an Important Service.

257

Appendix E

Cultural and Historic Resources Major Time Periods Associated with Baton Rouge History Baton Rouge and East Baton Rouge Parish have a rich history that stretches across many periods—from pre-historic to modern. As BREC reviews and works with resources currently within its system, and considers opportunities to acquire and/or operate parks with additional historic and cultural resources, it will be important to consider which time period(s) warrant greater protection, conservation and interpretation within the context of BREC’s recreational mission. Given the presence of other preservation and historic resource organizations in the parish, BREC can be selective about preserving and interpreting only those resources that most enhance the visitor experience of the parish’s parks and open space lands. The following represent the key historic periods in the parish, some are already represented in BREC parks, and some are not: •

Native Americans/Pre-European (prior to 1699)

•

European (1699-1810) •

French (1699-1763)

•

British (1763-1779)

•

Spanish (1779-1810)

•

Early Statehood (1812-1860)

•

Civil War/Confederacy (1860-1865)

•

Reconstruction (1863-1900)

•

Early 20th Century (1901-1953)

•

World War II (1941-1945)

•

Civil Rights Era (1953-1968)

Preservation and Historic Resource Organizations Numerous organizations operate in East Baton Rouge Parish and the State of Louisiana whose missions include the preservation and interpretation of historic and cultural resources. These include: •

Friends of Magnolia Mound Plantation

•

Foundation for Historical Louisiana

•

Louisiana Trust for Historic Preservation

•

The Louisiana Division of Historic Preservation (National Register Program)

•

City/Parish Historic Preservation Commission

•

Baton Rouge Genealogical & Historical Society

•

Louisiana State University (LSU Rural Life Museum/Hilltop Arboretum)

It is recommended that BREC consult and collaborate with these and other appropriate organizations to identify historic and cultural resources, to draft guidelines for the treatment of such resources, and to develop and implement programs for their interpretation to the public.

258 BREC Imagine Your Parks2

Existing Historic Resources in East Baton Rouge Parish Not Managed by BREC The following is a list of the National Register of Historic Places listings in East Baton Rouge Parish. These resources, which consist of buildings and properties that are already protected on the National Register of Historic Places in East Baton Rouge Parish, are intended to provide context for BRECâ€™s planning. Figure 28. National Register Historic Places in East Baton Rouge Parish

Name on the Register

Location

City

1 Audubon Plantation House

21371 Hoo Shoo Too Rd.

Baton Rouge

2 Baker High School Auditorium

3200 Groom Rd.

Baker

3 Baker Presbyterian Church

3015 Groom Rd.

Baker

4 Barthel Pigeonnier

2161 Nicholson Dr.

Baton Rouge

5 Baton Rouge High School

2825 Government St.

Baton Rouge

6 Baton Rouge Junior High School

1100 Laurel St.

Baton Rouge

7 Baton Rouge National Cemetery

220 N. 19th St.

Baton Rouge

8 Baton Rouge Savings and Loan Association

400 North Blvd.

Baton Rouge

9 Baton Rouge Waterworks Company Standpipe

131 Lafayette St.

Baton Rouge

10 Beauregard Town Historic District

Louisiana Highway 73; also Front St.; also Mayflower St.; also roughly bounded by Mayflower, Interstate 10, S. 10th St., and Royal and St Charles Sts.

Baton Rouge

11 Belisle Building

344 and 350 3rd St.

Baton Rouge

12 Broussard House

4512 Highland Rd.

Baton Rouge

13 Campbell Apartment Building

528 E. State St.

Baton Rouge

14 Capital City Press Building

340 Florida

Baton Rouge

15 Central Fire Station

427 Laurel St.

Baton Rouge

16 Cushman House

1606 Main St.

Baker

17 Downtown Baton Rouge Historic District

3rd St. between roughly Main St. and North Boulevard; 210-240 Laurel and 301-355 North Boulevard

Baton Rouge

18 Drehr Place Historic District

Roughly bounded by Government, 22nd, Myrtle, and St. Rose Sts.

Baton Rouge

19 Dufrocq School

330 S. 19th St.

Baton Rouge

20 Fairhaven Plantation House

18630 Samuel Rd.

Zachary

21 Florence Coffee House

130 Main St.

Baton Rouge

22 The French House

Louisiana State University campus

Baton Rouge

23 Fuqua Hardware Store Building

358 3rd St.

Baton Rouge

24 Heidelberg Hotel

201 Lafayette St.; also 200 Lafayette St.

Baton Rouge

25 Highland Stockade

Address Restricted

Baton Rouge

26 Kleinert Terrace Historic District

Roughly bounded by Myrtle Ave., Perkins Rd., Broussard Ave., and Eugene St.

Baton Rouge

27 Kleinpeter House

Perkins Rd.

Baton Rouge

28 Knox Building

447 3rd St.

Baton Rouge

29 Kress Building

445 3rd St.

Baton Rouge

Appendix E: Involvement in Cultural and Historic Resources 259

Name on the Register

Location

City

30 Lee Site (16 EBR 51)

Address Restricted

Baton Rouge

31 Leland College

West of Baker off Louisiana Highway 19

Baker

32 Les Chenes Verts

Junction of Highland Rd. and Jean Lafitte Ave.

Baton Rouge

33 Lincoln Theater

1305 Myrtle Walk

Baton Rouge

34 Longwood

10417 River Rd.

Baton Rouge

35 Louisiana State Capitol Building and Gardens

Capitol Dr.

Baton Rouge

36 Louisiana State University, Baton Rouge

Highland Rd.

Baton Rouge

37 LSU Campus Mounds

Junction of Dalrymple Dr. and Fieldhouse Dr. on the campus of Louisiana State University

Baton Rouge

38 Main Street Historic District

442-660 Main St.

Baton Rouge

39 Manship House

2250 Kleinert Ave.

Baton Rouge

40 McKinley High School

1500 East Boulevard

Baton Rouge

41 Mount Hope Plantation House

8151 Highland Rd.

Baton Rouge

42 Nicholson School

1143 North St.

Baton Rouge

43 Old Louisiana Governor's Mansion

502 North Boulevard

Baton Rouge

44 Old Louisiana State Capitol

North Boulevard and St. Philip St.

Baton Rouge

45 Old Post Office

355 North Boulevard

Baton Rouge

46 Ory House

Junction of Highland Rd. and Jean Lafitte Ave.

Baton Rouge

47 Pecue House

2260 Myrtle Ave.

Baton Rouge

48 Pentagon Barracks

North Riverside Mall

Baton Rouge

49 Sarah Peralta Archeological Site

Address Restricted

Baton Rouge

50 Joseph Petitpierre-Kleinpeter House

5544 Highland Rd.

Baton Rouge

51 Planter's Cabin

7815 Highland Rd.

Baton Rouge

52 Port Hudson National Cemetery

20978 Port Hickey Rd.

Zachary

53 Potts House

831 North St.

Baton Rouge

54 Powder Magazine

State Capitol Dr.

Baton Rouge

55 Prince Hall Masonic Temple

1335 North Boulevard

Baton Rouge

56 Rabalais House

1300 Steele Blvd.

Baton Rouge

57 Reiley-Reeves House

810 Park Boulevard

Baton Rouge

58 Reymond House

7250 Goodwood Boulevard

Baton Rouge

59 Roseland Terrace Historic District

Bounded by Government, 18th, Myrtle, and 22nd Sts.

Baton Rouge

60 Roumain Building

343 Riverside Mall

Baton Rouge

61 St. James Episcopal Church

208 N. 4th St.

Baton Rouge

62 St. Joseph Cathedral

Main and 4th Sts.

Baton Rouge

63 Jared Young Sanders, Jr., House

2332 Wisteria St.

Baton Rouge

64 Santa Maria Plantation House

South of Baton Rouge on Perkins Rd.

Baton Rouge

65 Scott Street School

900 N. 19th St.

Baton Rouge

66 Southern University Archives Building

Southern University campus

Scotlandville

67 Southern University Historic District

Netterville Dr. and Swan Ave.

Baton Rouge

68 Spanish Town

Bounded by State Capitol Dr. and 5th, 9th, and North Sts.

Baton Rouge

69 Stewart-Dougherty House

741 North St.

Baton Rouge

260 BREC Imagine Your Parks2

Location

City

70 Tessier Buildings

Name on the Register

342, 346, and 348 Lafayette St.

Baton Rouge

71 U.S.S. Kidd

Mississippi River near Government St. and River Rd.

Baton Rouge

72 US Post Office and Courthouse-Baton Rouge

707 Florida Ave.

Baton Rouge

73 Virginia Street Historic District

4512-4642 Virginia & 4338 Florida Sts.

Zachary

74 Warden's House-Old Louisiana State Penitentiary

701-705 Laurel St.

Baton Rouge

75 Welsh-Levy Building

455-65 3rd St.

Baton Rouge

76 Fonville Winans Studio

409 N. 7th St.

Baton Rouge

77 Yazoo and Mississippi Valley Railroad Company Depot

100 S. River Rd.

Baton Rouge

78 Zachary Railroad Depot

4434 W. Central Ave.

Zachary

Louisiana Cultural Districts In addition to registered historic resources, BREC should also consider the existence of designated cultural districts that may influence its decisions about the acquisition, conservation and/or interpretation of historic resources within its holdings. The State Department of Culture, Recreation & Tourism has established a program that allows local government to designate Cultural Districts for the purpose of revitalizing communities by creating hubs of cultural activity. The intent of these districts is primarily to promote economic development by leveraging an area’s cultural and historic resources. The preservation and interpretation of such resources within BREC’s parks has the potential to play an important role in furthering community character and quality of life within these districts, if properly coordinated. East Baton Rouge Paris currently has five (5) designated Cultural Districts: •

Baton Rouge Arts & Entertainment Cultural District

•

Bocage Cultural District

•

Mid City Cultural District

•

Old South Baton Rouge Cultural District

•

Perkins Road Arts District

Case Studies The management and interpretation of cultural and historical resources by park and recreation agencies is a growing trend in the field as the definition of recreation and the value of parks to quality of life continue to expand and mature. That said, the level to which park and recreation providers address cultural and historical resources varies significantly across the country, depending on factors such as the presence of historic resources on public parklands; the linkage made between historic resources, tourism, and economic development; and the existence of an active preservation community that manages and/or supports protection of such resources.

Fairfax County, Virginia Fairfax County is rich in history and cultural resources, but, like many counties, is dealing with the challenges of widespread development and a diverse population with varying needs. In response, the Fairfax County Park Authority has developed a full Cultural Resource Management Plan as part of its continuing effort to promote the culture of resource stewardship in the county. The Plan presents a vision of how to manage and protect the county’s cultural resources, both on parkland and county-wide lands—formalizing practices, proposing policy and procedures,

Appendix E: Involvement in Cultural and Historic Resources 261

recommending initiatives, and proposes programs for the documentation, management, protection and interpretation of cultural resources. The Plan mandates the consideration of cultural resources in planning processes and calls for education to heighten staff and citizen awareness of these non-renewable resources. The Plan includes twelve (12) chapters, each addressing a separate conservation topic: Cultural Resource Planning; Archaeology; Civil War Sites; Archaeological Artifacts and Collections; Historic Buildings, Structures, Objects, and Traditional Cultural Properties; Historic Overlay Districts; Listings; Cemeteries; Cultural Landscapes; Human Impact on Cultural Resources; Stewardship Education, and Museum Collections. For each topic, issues and strategies to address them are identified. Altogether the Plan identifies 54 issues and 239 strategies. Plan implementation will require additional staffing and budget support. Details of how staff will implement identified strategies are to be addressed in subsequent annual Implementation Plans. Source: Fairfax County Park Authority Cultural Resource Management Plan, Fairfax County, VA, April 2012

City of Pittsburgh, Pennsylvania Not all historic preservation has to do with protecting buildings. The City of Pittsburgh’s Regional Parks Master Plan focuses on preserving and interpreting the historic landscapes represented by its own parks as cultural landscapes. Pittsburgh’s great 19th and early 20th Century parks include a wonderful collection of landscapes and special places that were in need of renewal. The purpose of the Master Plan is to provide a foundation for a new way of thinking about these precious landscapes, rooted in an ethic of stewardship which focuses on the necessary resources and energies needed to preserve, restore and enhance its parks. Developed by the Pittsburgh Parks Conservancy and the City of Pittsburgh, the master planning process included historical research and analysis of the system’s four parks. The parks were also analyzed for their character defining elements and unique design qualities to develop a historic landscape assessment according to the Secretary of the Interior’s Standards for the Treatment of Historic Properties and the Guidelines for the Treatment of Cultural Landscapes. Each park was evaluated for the contribution of the following characteristics to its historic character: spatial organization, topography, vegetation, circulation, water elements, park use structures, site furnishings and other objects. From this inventory and analysis, the following five goals were developed: •

Insure no loss of existing historic integrity by preserving and restoring existing historic resources.

•

Focus on the rehabilitation of historically significant landscapes and structures before the restoration of lost historic elements.

•

Reclaim the historic diversity of landscape types including woodlands, shrublands and gardens.

•

Develop design guidelines for new structures and furnishings that are compatible with historic character.

•

Restore native woodland and waterway habitats since they were historically part of the original designed landscape.

Source: Pittsburgh’s Regional Parks Master Plan: A New Ethic of Stewardship, Pittsburgh, PA, 2000

City of Raleigh, North Carolina In Raleigh, North Carolina, historic and cultural resources are so integral to parks and recreation that it is acknowledged in the responsible agency’s name, City of Raleigh Parks, Recreation and Cultural Resources Department, and in their new master plan, “The Parks, Recreation and Cultural Resources System Plan.” Created in 1792 as a planned capital city, the area’s history is interpreted by the Department with the purpose of protecting and programming museum and historical resource facilities, programs, and other cultural assets. In addition to parklands, the city also oversees three of Raleigh’s oldest public cemeteries as well as several smaller, unmarked grave site properties throughout the city. The Department’s preservation objectives fall within four forwarding looking city-wide goals.

262 BREC Imagine Your Parks2

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition. Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources. Goal 3: The City of Raleigh will continue to support, preserve and restore the city’s historic cemeteries. Goal 4: The City of Raleigh will support the interpretation of our historic public cemeteries in a manner that will ensure stewardship and conservation of these valuable resources. While the Plan includes objectives and actions that extend well beyond park boundaries (e.g., museums, collections, etc.), it also includes the following that are relevant to park planning: •

•

Integrate historic resources and museums into the city’s parks, recreation and cultural resources as well as other city departments. •

Evaluate and develop opportunities to better integrate historic resources and museums into city’s Parks, Recreation and Cultural Resources Department.

•

Develop programming to integrate historic resources and museums into Parks, Recreation and Cultural Resources Department.

•

Create a cultural resources trail map for the Greenway System.

•

Create cultural brochures for sites, facilities, and parks that are not in the historic resources and museum program.

Operate City of Raleigh Historic Resources and Museum assets to effectively balance public use and stewardship. •

Implement maintenance and facility plans at existing sites.

•

Create measurement tools to establish carrying capacity at historic sites balancing public use and resource stewardship.

•

Prioritize public access opportunities and implement.

Actively seek, acquire, and manage unique historic properties and assets that are critical to preserving the city’s and area’s heritage and story. •

Identify opportunities for growth and expansion of historic resources and museums, including all eras of Raleigh history.

•

Leverage available opportunities and partnerships to acquire, collect or provide access to identified assets.

Integrate Raleigh’s historic cemeteries into the city’s parks, recreation and cultural resources system. •

Evaluate opportunities for public visitation and on-site interpretive programs.

•

Evaluate opportunities for remote, non-site based visitation and interpretation through the use of technology, classes and programs.

Identify compelling stories that can be conveyed using industry standard active, passive and/or tactile learning methods.

Source: City of Raleigh Parks, Recreation and Cultural Resources System Plan, Raleigh, North Carolina, 2014

Appendix E: Involvement in Cultural and Historic Resources 263

BREC Cultural and Historic Resource Acquisition and Preservation Criteria •

The site is part of a parish-wide heritage tourism initiative.

•

The site is associated with architecture, events, or persons that have contributed to the archaeological or historic patterns of North America, Louisiana, or East Baton Rouge Parish.

•

The site preserves the integrity of the historic resource’s setting (e.g. buffers, relationship to external properties, on-site environmental setting).

•

The site is unique in property type, architectural type, or historic value in the parish.

•

The site can be used without affecting its historic value.

•

The site is designated or eligible for designation on the National Register of Historic Places or as a National Historic Landmark.

•

The site is designated or eligible for designation as a local historic site or as part of a local historic district.

•

The site includes one or more of the following priority historic resources: •

cultural landscapes

•

historically representative vegetative or wildlife habitat

•

historic corridors/trails

•

historic sites with structures

•

archaeological sites

•

paleontological sites

•

The site has research or educational value.

•

The site includes interpretation of historic features.

•

The site includes a history center.

•

The site co-locates a history center with a regional center.

•

The site includes a compatible recreation use.

•

The site includes a compatible natural or ecological resource.

265

Appendix F

Community Parks Service Areas Access and Demographics Housing Figure 29. Housing Characteristics within a 10-Minute Drive

2013 Owner Occupied Housing Units

2013 Renter Occupied Housing Units

2013 Vacant Housing Units

Anna T. Jordan Community Park

13,387

11,790

2,901

City Brooks Community Park

20,548

30,209

6,363

Forest Community Park

30,588

22,433

4,544

9,148

6,681

1,748

Highland Road Community Park

14,169

10,052

1,871

Howell Community Park

26,358

27,459

6,219

Independence Community Park

33,173

34,362

7,179

Jackson Community Park

10,576

2,935

688

North Sherwood Forest Community Park

28,302

23,090

4,688

Perkins Road Community Park

36,638

36,589

6,934

Community Park

Greenwood Community Park

Sandy Creek Community Park

935

148

6,852

2,043

709

2013 Per Capita Income

2013 Median Household Income

2013 Average Household Income

Anna T. Jordan Community Park

$14,041

$26,683

$37,932

City Brooks Community Park

$22,106

$29,085

$50,595

Forest Community Park

$30,227

$53,933

$72,384

Greenwood Community Park

$16,130

$31,570

$42,796

Highland Road Community Park

$36,214

$63,334

$89,014

Howell Community Park

$19,991

$32,510

$49,747

Independence Community Park

$24,164

$38,719

$57,635

Jackson Community Park

$26,019

$55,893

$69,280

North Sherwood Forest Community Park

$23,194

$41,534

$57,814

Perkins Road Community Park

$31,343

$47,947

$70,927

Sandy Creek Community Park

$29,638

$68,960

$78,723

Zachary Community Park

$24,464

$56,059

$69,219

Zachary Community Park

Income Figure 30. Income Characteristics within a 10-Minute Drive

Community Park

266 BREC Imagine Your Parks2

Demographics Figure 31. Population Characteristics within a 10-Minute Drive

2013 Owner Occupied Housing Units

2013 Renter Occupied Housing Units

2013 Vacant Housing Units

73,404

69,787

58,241

City Brooks Community Park

120,543

115,604

76,784

Forest Community Park

127,122

125,887

97,098

Greenwood Community Park

45,992

42,835

35,817

Highland Road Community Park

58,927

58,861

45,091

Howell Community Park

135,927

133,524

103,091

Independence Community Park

163,566

160,820

119,902

Community Park Anna T. Jordan Community Park

Jackson Community Park

35,938

35,886

31,082

North Sherwood Forest Community Park

129,835

128,379

100,669

Perkins Road Community Park

168,063

163,571

110,691

2,847

2,498

25,557

25,078

22,147

Sandy Creek Community Park Zachary Community Park

Appendix F: Commputer Parks: Recreation Expenditures 267

Recreation Expenditures Anna T. Jordan Community Park Figure 32. Anna T. Jordan Community Park Recreation Expenditures

1750 Stilt St Baton Rouge, LA 70807

Spending Potential Index

Average Amount Spent

Total

Entertainment/Recreation Fees and Admissions

$308.46

$7,765,983

Admission to Movies, Theater, Opera, Ballet

77.75

1,957,486

Admission to Sporting Events, excl. Trips

34.03

856,768

Fees for Participant Sports, excl. Trips

56.21

1,415,301

Drive Time: 10 minutes Figure 33. Anna T. Jordan Community Park Demographic Summary

Population

2013

2018

73,404

73,550

Fees for Recreational Lessons

55.40

1,394,820

Membership Fees for Social/Recreation/Civic Clubs

84.78

2,134,520

Dating Services

0.28

7,089

14.60

367,686

Households

25,177

25,328

Families

17,257

17,193

Median Age Median Household Income

32.3

33.4

$26,683

$30,831

Rental of Video Cassettes and DVDs Toys & Games

75.44

1,899,313

Toys and Playground Equipment

72.37

1,822,114

Play Arcade Pinball/Video Games

1.20

30,163

Online Entertainment and Games

1.87

47,036

Recreational Vehicles and Fees

95.22

2,397,347

Docking and Landing Fees for Boats and Planes

6.15

154,921

Camp Fees

15.32

385,769

Purchase of RVs or Boats

69.71

1,755,017

Rental of RVs or Boats

4.04

101,639

Sports, Recreation and Exercise Equipment

77.94

1,962,416

Exercise Equipment and Gear, Game Tables

33.10

833,400

Bicycles

12.84

323,394

Camping Equipment

4.14

104,353

Hunting and Fishing Equipment

16.76

421,944

Winter Sports Equipment

1.96

49,334

Water Sports Equipment

2.87

72,360

Other Sports Equipment

4.52

113,843

Rental/Repair of Sports/Recreation/Exercise Equipment

1.74

43,788

39.24

987,986

Photographic Equipment and Supplies Film

0.80

20,016

Film Processing

77.25

182,427

Photographic Equipment

17.22

433,451

Photographer Fees/Other Supplies & Equip Rental/Repair

13.98

352,091

Reading

79.35

1,997,736

Magazine/Newspaper Subscriptions

28.29

712,148

Magazine/Newspaper Single Copies

8.89

223,874

Books

32.70

823,355

Digital Book Readers

9.47

238,359

268 BREC Imagine Your Parks2

City-Brooks Community Park Figure 34. City-Brooks Community Park Recreation Expenditures

1515 Balrymple Dr Baton Rouge, LA 70808

Spending Potential Index

Average Amount Spent

Total

Entertainment/Recreation Fees and Admissions

$421.11

$21,374,030

Admission to Movies, Theater, Opera, Ballet

111.93

5,680,981

Admission to Sporting Events, excl. Trips

44.31

2,249,009

Fees for Participant Sports, excl. Trips

78.75

3,997,172

Fees for Recreational Lessons

75.81

3,847,708

Membership Fees for Social/Recreation/Civic Clubs

109.91

5,578,828

Dating Services

0.40

20,332

21.61

1,096,923

Median Age Median Household Income

Rental of Video Cassettes and DVDs Toys & Games

103.75

5,266,274

Toys and Playground Equipment

98.63

5,006,081

Play Arcade Pinball/Video Games

2.13

108,013

Online Entertainment and Games

3.00

152,180

Recreational Vehicles and Fees

121.47

6,165,706

Docking and Landing Fees for Boats and Planes

7.09

359,629

Camp Fees

19.78

1,004,167

Purchase of RVs or Boats

89.39

4,537,060

Rental of RVs or Boats

5.22

264,849

111.62

5,665,603

Exercise Equipment and Gear, Game Tables

46.71

2,370,801

Bicycles

19.16

972,529

Camping Equipment

6.14

311,530

Hunting and Fishing Equipment

23.19

1,176,956

Winter Sports Equipment

3.75

190,431

Water Sports Equipment

4.16

211,173

Other Sports Equipment

6.26

317,666

Rental/Repair of Sports/Recreation/Exercise Equipment

2.26

114,517

Sports, Recreation and Exercise Equipment

Photographic Equipment and Supplies

57.18

2,902,086

Film

1.04

53,008

Film Processing

9.58

486,053

Photographic Equipment

26.39

1,339,593

Photographer Fees/Other Supplies & Equip Rental/Repair

20.16

1,023,432

105.29

5,344,030

Magazine/Newspaper Subscriptions

34.59

1,755,554

Magazine/Newspaper Single Copies

12.06

612,202

Books

45.98

2,333,607

Digital Book Readers

12.66

642,667

Reading

Drive Time: 10 minutes Figure 35. City-Brooks Community Park Demographic Summary

2013

2018

Population

120,543

121,754

Households

50,757

51,577

Families

24,859

24,766

30.4

31.4

$29,085

$35,017

Appendix F: Commputer Parks: Recreation Expenditures 269

Forest Community Park Figure 36. Forest Community Park Recreation Expenditures

13900 S Harrells Ferry Rd Baton Rouge, LA 70816

Spending Potential Index

Average Amount Spent

Total

Entertainment/Recreation Fees and Admissions

103

$646.76

$34,291,684

Admission to Movies, Theater, Opera, Ballet

105

164.31

8,711,950

Admission to Sporting Events, excl. Trips

104

65.31

3,462,967

Fees for Participant Sports, excl. Trips

103

121.32

6,432,335

Fees for Recreational Lessons

100

124.02

6,575,900

Membership Fees for Social/Recreation/Civic Clubs

103

171.29

9,082,043

Dating Services

116

0.50

26,488

107

29.24

1,550,444

Drive Time: 10 minutes Figure 37. Forest Community Park Demographic Summary

2013

2018

Population

127,122

130,262

Households

53,021

54,482

Families

32,400

32,902

35.4

36.4

$53,933

$60,877

Median Age Median Household Income

Rental of Video Cassettes and DVDs Toys & Games

103

143.66

7,616,863

Toys and Playground Equipment

103

136.50

7,237,500

Play Arcade Pinball/Video Games

105

3.25

172,131

Online Entertainment and Games

109

3.91

207,232

209.98

11,133,386

100

12.20

646,673

Recreational Vehicles and Fees Docking and Landing Fees for Boats and Planes Camp Fees

35.36

1,874,688

Purchase of RVs or Boats

153.94

8,161,833

Rental of RVs or Boats Sports, Recreation and Exercise Equipment Exercise Equipment and Gear, Game Tables Bicycles

102

8.49

450,193

158.21

8,388,433

67.11

3,558,203

107

27.36

1,450,855

Camping Equipment

9.78

518,484

Hunting and Fishing Equipment

29.15

1,545,596

Winter Sports Equipment

6.46

342,351

Water Sports Equipment

6.36

337,171

Other Sports Equipment

8.42

446,644

Rental/Repair of Sports/Recreation/Exercise Equipment

3.57

189,159

Photographic Equipment and Supplies

103

80.53

4,269,657

Film

102

1.46

77,592

Film Processing

100

14.01

742,680

Photographic Equipment

104

36.68

1,944,872

Photographer Fees/Other Supplies & Equip Rental/Repair

104

28.38

1,504,513

101

155.34

8,236,170

Magazine/Newspaper Subscriptions

53.45

2,834,137

Magazine/Newspaper Single Copies

101

17.02

902,582

Books

103

66.72

3,537,443

Digital Book Readers

103

18.14

962,008

Reading

270 BREC Imagine Your Parks2

Greenwood Community Park Figure 38. Greenwood Community Park Recreation Expenditures

13350 Hwy. 19 Baker, LA 70714

Spending Potential Index

Average Amount Spent

Total

Entertainment/Recreation Fees and Admissions

$348.42

$5,515,082

Admission to Movies, Theater, Opera, Ballet

87.66

1,387,621

Admission to Sporting Events, excl. Trips

38.16

603,970

Fees for Participant Sports, excl. Trips

64.07

1,014,179

Fees for Recreational Lessons

62.70

992,508

Membership Fees for Social/Recreation/Civic Clubs

95.51

1,511,843

Dating Services

0.31

4,962

Rental of Video Cassettes and DVDs

16.48

260,909

Toys & Games

84.99

1,345,279

Toys and Playground Equipment

81.46

1,289,459

Play Arcade Pinball/Video Games

1.41

22,305

Online Entertainment and Games

2.12

33,515

111.96

1,772,234

Recreational Vehicles and Fees Docking and Landing Fees for Boats and Planes

6.88

108,874

Camp Fees

17.48

276,689

Purchase of RVs or Boats

83.01

1,313,994

Rental of RVs or Boats

4.59

72,677

Sports, Recreation and Exercise Equipment

89.56

1,417,568

Exercise Equipment and Gear, Game Tables

37.80

598,331

Bicycles

14.41

228,127

Camping Equipment

4.87

77,116

Hunting and Fishing Equipment

19.36

306,396

Winter Sports Equipment

2.48

39,286

Water Sports Equipment

3.39

53,699

Other Sports Equipment

5.22

82,572

Rental/Repair of Sports/Recreation/Exercise Equipment

2.02

32,041

44.63

706,410

Film

0.89

14,035

Film Processing

8.28

131,090

Photographic Equipment

19.52

308,956

Photographer Fees/Other Supplies & Equip Rental/Repair

15.94

252,330

Photographic Equipment and Supplies

Reading

90.15

1,426,952

Magazine/Newspaper Subscriptions

32.32

511,520

Magazine/Newspaper Single Copies

10.05

159,113

Books

37.15

588,101

Digital Book Readers

10.63

168,218

Drive Time: 10 minutes Figure 39. Greenwood Community Park Demographic Summary

2013

2018

Population

45,992

46,262

Households

15,829

15,989

Families

10,931

10,934

32.7

33.7

$31,570

$37,120

Median Age Median Household Income

Appendix F: Commputer Parks: Recreation Expenditures 271

Highland Road Community Park Figure 40. Highland Road Community Park Recreation Expenditures

13749 N Amiss Rd Baton Rouge, LA 70810

Spending Potential Index

Average Amount Spent

Total

Entertainment/Recreation Fees and Admissions

129

$814.41

$19,725,751

Admission to Movies, Theater, Opera, Ballet

132

207.00

5,013,728

Admission to Sporting Events, excl. Trips

129

81.27

1,968,332

Fees for Participant Sports, excl. Trips

131

154.54

3,743,102

125

155.70

3,771,167

Drive Time: 10 minutes Figure 41. Highland Road Community Park Demographic Summary

2013

2018

Population

58,927

61,886

Fees for Recreational Lessons

Households

24,221

25,472

Membership Fees for Social/Recreation/Civic Clubs

129

215.30

5,214,891

15,134

15,730

Dating Services

140

0.60

14,531

33.0

33.7

Families Median Age Median Household Income

$63,334

$71,985

Rental of Video Cassettes and DVDs

135

36.89

893,618

Toys & Games

127

176.27

4,269,409

Toys and Playground Equipment

126

167.27

4,051,528

Play Arcade Pinball/Video Games

132

4.07

98,506

Online Entertainment and Games

137

4.93

119,374

116

260.55

6,310,696

Docking and Landing Fees for Boats and Planes

125

15.18

367,583

Camp Fees

125

45.62

1,105,003

Purchase of RVs or Boats

112

189.07

4,579,526

Rental of RVs or Boats

128

10.68

258,858

Recreational Vehicles and Fees

Sports, Recreation and Exercise Equipment

110

197.34

4,779,813

Exercise Equipment and Gear, Game Tables

124

83.59

2,024,726

Bicycles

136

34.78

842,421

12.45

301,475

Camping Equipment Hunting and Fishing Equipment

35.50

859,911

Winter Sports Equipment

120

8.44

204,343

Water Sports Equipment

118

7.86

190,338

Other Sports Equipment

120

10.23

247,884

Rental/Repair of Sports/Recreation/Exercise Equipment

118

4.49

108,714

129

100.44

2,432,657

Photographic Equipment and Supplies Film

123

1.77

42,866

Film Processing

123

17.15

415,347

Photographic Equipment

132

46.38

1,123,424

Photographer Fees/Other Supplies & Equip Rental/Repair

129

35.14

851,021

Reading

123

189.61

4,592,616

Magazine/Newspaper Subscriptions

116

63.49

1,537,899

Magazine/Newspaper Single Copies

121

20.36

493,093

Books

128

83.15

2,014,032

Digital Book Readers

128

22.61

547,593

272 BREC Imagine Your Parks2

Howell Community Park Figure 42. Howell Community Park Recreation Expenditures

5509 Winbourne Ave Baton Rouge, LA 70805

Spending Potential Index

Average Amount Spent

Total

Entertainment/Recreation Fees and Admissions

$413.87

$22,284,534

Admission to Movies, Theater, Opera, Ballet

105.82

5,697,787

Admission to Sporting Events, excl. Trips

44.14

2,376,758

Fees for Participant Sports, excl. Trips

76.19

4,102,157

Fees for Recreational Lessons

76.17

4,101,462

Membership Fees for Social/Recreation/Civic Clubs

111.17

5,985,952

Dating Services

0.38

20,417

Rental of Video Cassettes and DVDs

19.78

1,065,105

Median Age

Toys & Games

99.92

5,380,135

Toys and Playground Equipment

95.45

5,139,176

Play Arcade Pinball/Video Games

1.86

100,243

Median Household Income

Online Entertainment and Games

2.61

140,715

129.17

6,955,062

Recreational Vehicles and Fees Docking and Landing Fees for Boats and Planes

7.85

422,552

Camp Fees

20.91

1,125,921

Purchase of RVs or Boats

95.04

5,117,199

Rental of RVs or Boats

5.37

289,390

Sports, Recreation and Exercise Equipment

105.18

5,663,249

Exercise Equipment and Gear, Game Tables

44.56

2,399,123

Bicycles

17.63

949,027

Camping Equipment

5.89

317,209

Hunting and Fishing Equipment

21.56

1,160,657

Winter Sports Equipment

3.32

178,548

Water Sports Equipment

3.99

214,887

Other Sports Equipment

5.94

319,881

Rental/Repair of Sports/Recreation/Exercise Equipment

2.30

123,988

53.26

2,867,546

Film

1.04

55,773

Film Processing

9.52

512,519

Photographic Equipment

23.72

1,277,091

Photographer Fees/Other Supplies & Equip Rental/Repair

18.98

1,022,164

Photographic Equipment and Supplies

Reading

105.10

5,658,968

Magazine/Newspaper Subscriptions

36.64

1,973,007

Magazine/Newspaper Single Copies

11.89

640,257

Books

44.18

2,378,611

Digital Book Readers

12.39

667,092

Drive Time: 10 minutes Figure 43. Howell Community Park Demographic Summary

2013

2018

Population

135,989

136,736

Households

53,844

54,315

Families

32,084

31,985

34.0

35.1

$32,499

$38,113

Appendix F: Commputer Parks: Recreation Expenditures 273

Independence Community Park Figure 44. Independence Community Park Recreation Expenditures

7800 Independence Blvd Baton Rouge, LA 70806

Spending Potential Index

Average Amount Spent

Total

Entertainment/Recreation Fees and Admissions

$488.50

$32,990,173

Admission to Movies, Theater, Opera, Ballet

126.26

8,526,614

Admission to Sporting Events, excl. Trips

50.74

3,426,357

Fees for Participant Sports, excl. Trips

90.55

6,115,023

Fees for Recreational Lessons

90.96

6,143,168

129.55

8,749,343

102

0.44

26,668

Drive Time: 10 minutes Figure 45. Independence Community Park Demographic Summary

2013

2018

Population

163,566

165,409

Households

67,534

68,545

Membership Fees for Social/Recreation/Civic Clubs

38,453

38,473

Dating Services

34.3

35.3

Families Median Age Median Household Income

$38,719

$45,989

Rental of Video Cassettes and DVDs

23.46

1,584,507

Toys & Games

116.13

7,842,438

Toys and Playground Equipment

110.55

7,465,957

Play Arcade Pinball/Video Games

2.44

164,560

Online Entertainment and Games

3.14

211,921

152.56

10,303,052

Recreational Vehicles and Fees Docking and Landing Fees for Boats and Planes

8.99

606,798

Camp Fees

24.92

16,82,993

Purchase of RVs or Boats

112.30

7,583,978

Rental of RVs or Boats

6.36

429,284

Sports, Recreation and Exercise Equipment

123.99

8,373,391

Exercise Equipment and Gear, Game Tables

52.28

3,530,488

Bicycles

21.17

1,429,501

Camping Equipment

7.20

486,519

Hunting and Fishing Equipment

24.57

1,659,032

Winter Sports Equipment

4.41

297,700

Water Sports Equipment

4.80

324,256

Other Sports Equipment

6.87

464,149

Rental/Repair of Sports/Recreation/Exercise Equipment

2.69

181,746

62.99

4,254,215

Photographic Equipment and Supplies Film

1.19

80,077

Film Processing

11.01

743,801

Photographic Equipment

28.43

1,919,825

Photographer Fees/Other Supplies & Equip Rental/Repair

22.37

1,510,513

Reading

122.08

8,244,682

Magazine/Newspaper Subscriptions

41.84

2,825,672

Magazine/Newspaper Single Copies

13.78

930,487

Books

52.09

3,517,832

Digital Book Readers

14.37

970,691

274 BREC Imagine Your Parks2

Jackson Community Park Figure 46. Jackson Community Park Recreation Expenditures

Entertainment/Recreation Fees and Admissions Admission to Movies, Theater, Opera, Ballet Admission to Sporting Events, excl. Trips

12250 Sullivan Rd Baton Rouge, LA 70818

Spending Potential Index

Average Amount Spent

Total

$616.33

$8,327,272

149.16

2,015,313

105

65.94

890,918

Fees for Participant Sports, excl. Trips

114.3

1,544,288

Fees for Recreational Lessons

119.04

1,608,310

100

167.48

2,262,777

0.42

5,666

Rental of Video Cassettes and DVDs

25.9

349,972

Toys & Games

134.12

1,812,100

Toys and Playground Equipment

128.3

1,733,520

Play Arcade Pinball/Video Games

2.4

32,465

Online Entertainment and Games

3.41

46,114

223.97

3,026,116

Membership Fees for Social/Recreation/Civic Clubs Dating Services

Recreational Vehicles and Fees Docking and Landing Fees for Boats and Planes

108

13.07

176,616

Camp Fees

35.66

481,833

Purchase of RVs or Boats

167.05

2,257,057

Rental of RVs or Boats

8.19

110,610

Sports, Recreation and Exercise Equipment

152.88

2,065,619

Exercise Equipment and Gear, Game Tables

65.24

881,428

Bicycles

24.39

329,595

Camping Equipment

9.38

126,775

Hunting and Fishing Equipment

29.69

401,082

Winter Sports Equipment

5.76

77,842

Water Sports Equipment

6.36

85,875

Other Sports Equipment

8.41

113,642

Rental/Repair of Sports/Recreation/Exercise Equipment

3.65

49,380

76.04

1,027,382

Photographic Equipment and Supplies Film

1.42

19,180

104

14.46

195,433

Photographic Equipment

33.31

449,987

Photographer Fees/Other Supplies & Equip Rental/Repair

26.85

362,783

Film Processing

Reading

100

153.88

2,079,027

Magazine/Newspaper Subscriptions

104

56.89

768,655

Magazine/Newspaper Single Copies

16.36

221,009

Books

63.39

856,415

Digital Book Readers

17.24

232,948

Drive Time: 10 minutes Figure 47. Jackson Community Park Demographic Summary

2013

2018

Population

35,938

36,936

Households

13,511

13,955

Families

10,216

10,472

38.7

39.3

$55,893

$63,119

Median Age Median Household Income

Appendix F: Commputer Parks: Recreation Expenditures 275

North Sherwood Forest Community Park Figure 48. North Sherwood Forest Community Park Recreation Expenditures

3140 N Sherwood Dr Baton Rouge, LA 70814

Spending Potential Index

Average Amount Spent

Total

Entertainment/Recreation Fees and Admissions

$497.84

$25,585,118

Admission to Movies, Theater, Opera, Ballet

127.54

6,554,549

Admission to Sporting Events, excl. Trips

51.63

2,653,620

Fees for Participant Sports, excl. Trips

92.53

4,755,085

Fees for Recreational Lessons

93.31

4,795,216

Drive Time: 10 minutes Figure 49. North Sherwood Forest Community Park Demographic Summary

2013

2018

Population

127,122

130,262

Households

53,021

54,482

Membership Fees for Social/Recreation/Civic Clubs

132.41

6,805,021

32,400

32,902

Dating Services

0.42

21,627

35.4

36.4

Families Median Age Median Household Income

$53,933

$60,877

Rental of Video Cassettes and DVDs

23.42

1,203,610

Toys & Games

115.71

5,946,411

Toys and Playground Equipment

110.2

5,663,560

Play Arcade Pinball/Video Games

2.39

122,768

Online Entertainment and Games

3.11

160,083

157.14

8,075,569

Recreational Vehicles and Fees Docking and Landing Fees for Boats and Planes

9.35

480,718

Camp Fees

26.09

1,340,901

Purchase of RVs or Boats

115.19

5,919,591

Rental of RVs or Boats

6.51

334,359

Sports, Recreation and Exercise Equipment

124.58

6,402,182

Exercise Equipment and Gear, Game Tables

52.77

2,711,830

Bicycles

21.32

1,095,840

Camping Equipment

7.39

379,726

Hunting and Fishing Equipment

24.21

1,244,341

Winter Sports Equipment

4.48

230,328

Water Sports Equipment

4.83

248,315

Other Sports Equipment

6.83

351,189

Rental/Repair of Sports/Recreation/Exercise Equipment

2.74

140,612

63.18

3,247,006

Photographic Equipment and Supplies Film

1.18

60,764

Film Processing

11.15

572,999

Photographic Equipment

28.48

1,463,549

Photographer Fees/Other Supplies & Equip Rental/Repair

22.37

1,149,694

Reading

122.69

6,305,525

Magazine/Newspaper Subscriptions

42.26

2,171,684

Magazine/Newspaper Single Copies

13.63

700,670

Books

52.36

2,690,805

Digital Book Readers

14.45

742,366

276 BREC Imagine Your Parks2

Perkins Road Community Park Figure 50. Perkins Road Community Park Recreation Expenditures

7122 Perkins Rd Baton Rouge, LA 70808

Spending Potential Index

Average Amount Spent

Total

Entertainment/Recreation Fees and Admissions

$621.92

$ 45,541,561

Admission to Movies, Theater, Opera, Ballet

104

162.58

11,905,029

Admission to Sporting Events, excl. Trips

100

63.14

4,623,363

Fees for Participant Sports, excl. Trips

117.58

8,609,977

Fees for Recreational Lessons

115.54

8,460,360

Membership Fees for Social/Recreation/Civic Clubs

162.57

11,904,593

121

0.52

38,239

Rental of Video Cassettes and DVDs

110

2,196,457

Median Age

Toys & Games

103

142.85

10,460,116

Toys and Playground Equipment

102

135.45

9,918,577

Play Arcade Pinball/Video Games

106

3.26

238,921

Median Household Income

Online Entertainment and Games

115

4.13

302,617

190.17

13,925,590

Docking and Landing Fees for Boats and Planes

10.97

803,320

Camp Fees

31.67

2,319,444

Purchase of RVs or Boats

139.59

10,222,057

Rental of RVs or Boats

7.93

580,768

Dating Services

Recreational Vehicles and Fees

Sports, Recreation and Exercise Equipment Exercise Equipment and Gear, Game Tables Bicycles

157.96

11,567,120

66.38

4,861,054

107

27.57

2,018,737

Camping Equipment

9.41

689,135

Hunting and Fishing Equipment

30.37

2,223,586

Winter Sports Equipment

6.25

457,788

Water Sports Equipment

6.15

450,463

Other Sports Equipment

8.49

621,502

Rental/Repair of Sports/Recreation/Exercise Equipment

3.34

244,855

104

80.85

5,920,597

100

1.44

105,142

13.58

994,626

Photographic Equipment

107

37.51

2,746,826

Photographer Fees/Other Supplies & Equip Rental/Repair

104

28.32

2,074,002

Photographic Equipment and Supplies Film Film Processing

Reading

150.73

11,037,162

Magazine/Newspaper Subscriptions

50.14

3,671,859

Magazine/Newspaper Single Copies

100

16.75

1,226,463

Books

102

66.03

4,835,329

Digital Book Readers

101

17.8

1,303,511

Drive Time: 10 minutes Figure 51. Perkins Road Community Park Demographic Summary

2013

2018

Population

168,063

172,120

Households

73,227

75,662

Families

37,819

38,485

32.5

33.4

$47,947

$55,548

Appendix F: Commputer Parks: Recreation Expenditures 277

Sandy Creek Community Park Figure 52. Sandy Creek Community Park Recreation Expenditures

22040 Carson Rd Baton Rouge, LA 70770 Drive Time: 10 minutes

Entertainment/Recreation Fees and Admissions

Average Amount Spent

Total

103

$645.99

$ 699,611

155.2

168,083

Admission to Sporting Events, excl. Trips

111

70.07

75,890

2018

Fees for Participant Sports, excl. Trips

100

118.05

127,849

121.79

131,895

Figure 53. Sandy Creek Community Park Demographic Summary

2013

Admission to Movies, Theater, Opera, Ballet

Spending Potential Index

Population

2,847

3,034

Fees for Recreational Lessons

Households

1,083

1,160

Membership Fees for Social/Recreation/Civic Clubs

108

180.45

195,425

Dating Services

101

0.43

469

Families

828

880

Median Age

42.5

43.2

Median Household Income

$68,960

$77,322

Rental of Video Cassettes and DVDs

104

28.58

30,954

Toys & Games

110

152.58

165,247

Toys and Playground Equipment

111

146.38

158,533

Play Arcade Pinball/Video Games

2.55

2,763

Online Entertainment and Games

102

3.65

3,951

118

265.12

287,128

111

13.48

14,600

36.14

39,138

Purchase of RVs or Boats

123

206.52

223,660

Rental of RVs or Boats

108

8.98

9,729

Recreational Vehicles and Fees Docking and Landing Fees for Boats and Planes Camp Fees

Sports, Recreation and Exercise Equipment

102

182.50

197,642

110

74.67

80,868

Bicycles

24.79

26,850

Camping Equipment

11.2

12,131

Hunting and Fishing Equipment

101

41.03

44,432

Winter Sports Equipment

102

7.19

7,792

Water Sports Equipment

125

8.36

9,055

Other Sports Equipment

127

10.84

11,741

Rental/Repair of Sports/Recreation/Exercise Equipment

116

4.41

4,773

110

85.41

92,501

Exercise Equipment and Gear, Game Tables

Photographic Equipment and Supplies Film

108

1.55

1,683

Film Processing

122

17.02

18,428

Photographic Equipment

103

36.14

39,142

Photographer Fees/Other Supplies & Equip Rental/Repair

112

30.7

33,248

Reading

115

177.13

191,834

Magazine/Newspaper Subscriptions

122

66.45

71,969

Magazine/Newspaper Single Copies

113

19.05

20,629

Books

111

71.74

77,691

Digital Book Readers

113

19.89

21,545

278 BREC Imagine Your Parks2

Zachary Community Park Figure 54. Zachary Community Park Recreation Expenditures

Entertainment/Recreation Fees and Admissions Admission to Movies, Theater, Opera, Ballet

20055 Old Scenic Hwy Baton Rouge, LA 70791

Spending Potential Index

Average Amount Spent

Total

$613.31

$ 5,456,022

149.49

1,329,848

103

64.74

575,949

Fees for Participant Sports, excl. Trips

116.84

1,039,411

Fees for Recreational Lessons

115.31

1,025,785

100

166.51

1,481,238

0.43

3,790

Rental of Video Cassettes and DVDs

26.9

239,269

Toys & Games

134.64

1,197,776

Toys and Playground Equipment

128.62

1,144,164

Play Arcade Pinball/Video Games

2.61

23,260

Online Entertainment and Games

3.41

30,352

217.53

1,935,160

Docking and Landing Fees for Boats and Planes

102

12.42

110,523

Camp Fees

102

37.11

330,092

Purchase of RVs or Boats

159.73

1,420,938

Rental of RVs or Boats

8.27

73,607

Admission to Sporting Events, excl. Trips

Membership Fees for Social/Recreation/Civic Clubs Dating Services

Recreational Vehicles and Fees

Sports, Recreation and Exercise Equipment

153.98

1,369,816

Exercise Equipment and Gear, Game Tables

64.34

572,359

Bicycles

24.71

219,824

Camping Equipment

9.57

85,140

Hunting and Fishing Equipment

30.93

275,122

Winter Sports Equipment

5.89

52,414

Water Sports Equipment

6.22

55,316

Other Sports Equipment

8.46

75,253

Rental/Repair of Sports/Recreation/Exercise Equipment Photographic Equipment and Supplies Film

101

3.87

34,387

75.61

672,617

1.36

12,065

101

14.05

125,007

Photographic Equipment

33.41

297,190

Photographer Fees/Other Supplies & Equip Rental/Repair

26.79

238,354

Film Processing

Reading

147.98

1,316,440

Magazine/Newspaper Subscriptions

52.71

468,900

Magazine/Newspaper Single Copies

15.37

136,771

Books

62.36

554,727

Digital Book Readers

17.54

156,043

Drive Time: 10 minutes Figure 55. Zachary Community Park Demographic Summary

2013

2018

Population

25,557

26,261

Households

8,896

9,162

Families

6,819

6,985

35.7

36.3

$56,059

$63,701

Median Age Median Household Income

Appendix F: Commputer Parks: Recreation Expenditures 279

281

Appendix G

Facilities Maps The following maps are included in this appendix: •

Aquatic Facilities

•

Athletic Fields

•

Existing BREC Playgrounds by Type

•

Fitness Centers

•

Golf Courses

•

20014 Imagine Your Parks (IYP) Capital Improvement Projects

•

Recreation Centers

•

Tennis Facilities

•

Gap Analysis

•

Community Parks (10-Minute Drive Time)

282 BREC Imagine Your Parks2

Aquatic Facilities

Appendix F: Commputer Parks: Recreation Expenditures 283

Athletic Fields

284 BREC Imagine Your Parks2

Existing BREC Playgrounds by Type

Appendix F: Commputer Parks: Recreation Expenditures 285

Fitness Centers

286 BREC Imagine Your Parks2

Golf Courses

Appendix F: Commputer Parks: Recreation Expenditures 287

2004 Imagine Your Parks (IYP) Capital Improvement Projects

288 BREC Imagine Your Parks2

Recreation Centers

Appendix F: Commputer Parks: Recreation Expenditures 289

Tennis Facilities

290 BREC Imagine Your Parks2

Gap Analysis

Appendix F: Commputer Parks: Recreation Expenditures 291

Community Parks (10 Minute Drive Time)