NAPERVILLE PARK DISTRICT 2023 Master Plan Approved August 24, 2023
Letter from the Park Board of Commissioners
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Dear Naperville Park District Community: It is the mission of the Naperville Park District to provide recreation and park experiences that promote healthy lives, healthy minds and a healthy community. Parks and open space and recreation opportunities are prime components of livable communities providing natural respite and access to physical activity, an essential public service. A dynamic park and recreation system offers health benefits and social and economic value to its community. Surveys throughout the country often cite parks and recreation as a top-rated amenity within communities and year after year Naperville is listed as one of the best places to live in the country. Included within the community and one of the elements that makes Naperville such a great place is the Naperville Park District — with its diverse parks and open space and many recreational programs, with offerings reaching across all ages and abilities. Park District staff is committed to providing the best experiences for residents and guests and these initiatives are further enhanced by way of the District’s public and private community partners. Recognizing the importance and value of parks and recreation in the community, the Naperville Park District strives to be responsive to residents, while balancing the diverse recreation interests of a large District. This is accomplished through the creation and implementation of the Master Plan to provide an in-depth view of the District’s resources, programs, and services. A Master Plan is a document that guides direction for future growth that is comprehensive and long-range in scope and identifies goals and objectives the agency wants to achieve; a living document that is not set in stone and complements the District’s Mission, Vision, and Core Values. The Master Plan will highlight what was accomplished in the last five years and identify the District’s direction over the next five to ten years. Additionally, the Park District is tasked with the responsibility of creating and following multiple plans and processes to ensure efficiency throughout the organization, while projecting future needs of the District. The Park District Master Plan provides essential guidance in long-term decision-making while establishing goals and priorities based on current and needed open space and recreation offerings. Since the last Master Plan update in 2018, the Park District welcomed Wolf’s Crossing Community Park, the last large- scale undeveloped park parcel in the District’s inventory, the 95th Street Community Plaza, numerous park renovations, and many new pickleball courts. It is important to note that much of this was completed during the global COVID-19 pandemic, with the post-recovery from this time allowing the District’s planning to gauge the community’s needs and wants and how they evolved in light of this pandemic. Finally, the Park District once again attained the status of a best-in-class parks and recreation service provider as evidenced by receiving reaccreditation in 2021 through CAPRA, the Commission for Accreditation of Park and Recreation Agencies, which is the National Recreation and Park Association’s (NRPA) accreditation program. The Naperville Park District is honored to serve this involved, enthusiastic community and looks forward to continuing to provide high quality park and recreation services that make Naperville an attractive and healthy place to live, work, and play. No matter how you choose to recreate, there are a number of ways to enjoy all that Naperville Park District offers. We appreciate you taking the time to read the Master Plan and look forward to serving your recreational needs in the years ahead. Sincerely, The Naperville Park District Board of Commissioners
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INSIDE LETTER FROM THE PARK BOARD OF COMMISSIONERS.................................3 EXECUTIVE SUMMARY..............................6 ABOUT NAPERVILLE...................................7 Demographics.............................................................. 7 NAPERVILLE PARK DISTRICT BOUNDARY AND SURROUNDING PARK DISTRICTS .................................................. 10 ABOUT NAPERVILLE PARK DISTRICT .......11 Mission, Vision,
MASTER PLAN INVENTORY ANALYSIS ..25 Districtwide Parks and Open Space....................26 Maintenance Obligations ....................................27 Parks and Open Space......................................27 Indoor Facilities....................................................27 Pond Maintenance and Natural Area Management ......................................................28 Shoreline Restoration and Pond Dredging. 29 Park Meadow Initiative......................................29 Woodland Restoration......................................29 Land Acquisition.................................................29 Districtwide Recreation...........................................30 Districtwide Amenities Recommendations Overview ..............................31 Local Amenities Recommendations Overview .............................32 Park District Park System.........................................33 District Parks (DP) ..................................................34 Community Parks (CP) . ........................................34 Neighborhood Parks (NP) ...................................35 Greenways (GW) ....................................................35 Preservation/Conservation Areas (PA) ........... 36 Special Use (SU) ................................................... 36 Future Parks ........................................................... 36 Park and Recreational Amenities by Park Type ........................................................... 37 Planning Area Inventory and Analysis – Context Map ...........................................................38 Planning Area Inventory and Analysis ...............39 PLANNING AREA ONE.............................40 Planning Area 1............................................................41 Amenities Summary..............................................42 Amenities Considerations/ Recommendations................................................43 Open Space Summary.........................................43 Open Space Considerations/ Recommendations................................................43 PLANNING AREA TWO.............................44 Planning Area 2.........................................................45 Amenities Summary ............................................. 46 Amenities Considerations/ Recommendations ................................................ 47 Open Space Summary ......................................... 47 Open Space Considerations/ Recommendations ................................................48 PLANNING AREA THREE ............................ 49 Planning Area 3.........................................................50 Amenities Summary..............................................51 Amenities Considerations/ Recommendations............................................... 52 Open Space Summary........................................52 Open Space Considerations/ Recommendations................................................53 PLANNING AREA FOUR .............................. 54 Planning Area 4.........................................................55 Amenities Summary ............................................. 56 Amenities Considerations/ Recommendations ................................................57 Open Space Summary .........................................57 Open Space Considerations/ Recommendations ............................................... 58
PLANNING AREA FIVE.............................59 Planning Area 5.........................................................60 Amenities Summary .............................................. 61 Amenities Considerations/ Recommendations ............................................... 62 Open Space Summary ........................................ 62 Open Space Considerations/ Recommendations ............................................... 62 PLANNING AREA SIX...............................63 Planning Area 6.........................................................64 Amenities Summary ............................................. 65 Considerations/Recommendations ................. 66 Open Space Summary ........................................ 66 Open Space Considerations/ Recommendations ............................................... 66 PLANNING AREA SEVEN.........................67 Planning Area 7.........................................................68 Amenities Summary ............................................. 69 Amenities Considerations/ Recommendations ................................................70 Open Space Summary .........................................70 Open Space Considerations/ Recommendations .................................................71 PLANNING AREA EIGHT..........................72 Planning Area 8..........................................................73 Amenities Summary .............................................. 74 Amenities Considerations/ Recommendations ................................................75 Open Space Summary .........................................75 Open Space Considerations/ Recommendations ................................................75 OVERALL RECOMMENDATIONS AND CONCLUSION..................................76 APPENDICES..............................................77 Appendix A: List of Park Properties......................78 Appendix B: List of Owned Buildings and Facilities..............................83 Appendix C: Service Area Maps...........................86 Appendix D: Park District Open Space Summary Map..................................104 Appendix E: NPD Open Space with Forest Preserve Open Space Map...................................108 Appendix F: 2022 Community Interest and Opinion Survey..................................110 Appendix G: 2023-2025 Strategic Plan............218 Appendix H: 3-Year Financial Plan.....................228 Appendix I: Non-Tax Revenue Plan...................258 Appendix J: Capital Projects Prioritization Policy..................................................314 Appendix K: Recreation Programming Plan..............................321 Appendix L: Maintenance Level Guidelines............................378 Appendix M: 2020 Trails Master Plan Update.........................522 Appendix N: List of Agreements and Partnerships.....................................................547 Appendix O: Works Cited.....................................550
and Core Values.........................................................12 Naperville Park District “Framework”...................12 Previous Plans.............................................................13 Major Accomplishments since the 2018 Master Plan.................................................14 Wolf’s Crossing Community Park Development .................................................14 95th Street Community Plaza at Frontier Sports Complex ..................................14 Construction of 18 Dedicated Pickleball Courts .....................................................14 North Knoch Park Renovation ............................14 Land Donation of Nearly 40 Acres ....................14 Project Planning and Development......................15 Capital Improvement Planning .......................... 15 Capital Projects Multi-Year Overview.............15 Funding Sources and Alternative Revenue ............................................ 16 Charges for Services..........................................16 Miscellaneous Income.......................................16 Grants..................................................................... 16 Sales........................................................................17 Rental Income.......................................................17 Interest Income.....................................................17 Sponsorships.........................................................17 Gifts/Donations.....................................................17 Cash-in-Lieu Funding..........................................17 Advertising ............................................................17 Commissions.........................................................17 Property Tax Revenues.......................................17 Sales Tax Increment earmarked for Naperville Park District ......................................17 Partnerships ..........................................................17 Non-Referendum Bonding.................................17 MASTER PLAN METHODOLOGY ................. 18 Master Plan Purpose.................................................18 Master Plan Objectives............................................19 Issues and Opportunities.........................................19 Issues Affecting the District....................................19 Opportunities List .....................................................19 Community Interest and Opinion Survey...........20 Market Analysis.........................................................22 Districtwide Guides...................................................23 Health and Wellness ............................................23 Environmental Education, Stewardship, and Sustainability ..................................................23 Community Enrichment ......................................24 Public Safety ...........................................................24 Accessibility ...........................................................24 Personal Growth and Enrichment .....................24
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Acknowledgements In the preparation of this document, the Naperville Park District wishes to thank those who provided input that
helped shape the Master Plan: Naperville Park District Board of Commissioners Mary Gibson President Leslie Ruffing
Vice President
Rhonda Ansier Chris Jacks Rich Janor John Risvold Alison Thompson Former Commissioners Josh McBroom Marie Todd Naperville Park District Executive Director and Leadership Team Brad Wilson Executive Director Kevin Carlson Director of Golf Andrea Coates Director of Recreation and Facilities Sameera Luthman
Director of Marketing and Communications Director of Information Technology
Steven Mertes Tim Quigley
Director of Parks Chief of Park Police Director of Planning Director of Finance Director of Human Resources Executive Administrative Assistant
Steve Schindlbeck
Katie Sepe Eric Shutes Sue Stanish Bridget Tuft
Naperville Park District Staff and Legal Counsel Aileen McEldowney Planner Carol Manderfield
Graphic Designer Legal Counsel
Derke Price
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Executive Summary As stewards of parkland and recreation opportunities for the residents of this sizable community, the mission of the Naperville Park District is “to provide recreation and park experiences that promote healthy lives, healthy minds and a healthy community.” In addition, the Park District’s vision is “to be a national leader in parks and recreation by providing and promoting high quality experiences and facilities at a great value to the community.” These statements guide the District in decision-making at the board and staff levels. As the City of Naperville continues to grow in unique ways, the Naperville Park District persists in managing and developing its assets to serve the recreational needs of a diversely populated community, not only today but into the future. The Park District’s Administrative Policies state that the organizational Master Plan must be reviewed and updated every five years. In addition to following the board policy pursuant to timeframe, a revision is necessary at this time as the plan guides the District into the future by directing growth and change to be consistent with the overall vision and mission and in alignment with established goals and priorities. The updated plan identifies the District’s accomplishments over the last five years along with incorporating new goals and initiatives to meet the needs of the future population. As the Park District embarks on the next iteration of its Master Plan, it is important to acknowledge the impact that COVID-19 had not only globally, but also locally. This pandemic brought everyday life to a halt, including park programs and facilities. As research findings were released over time, many sources pointed to outdoor activity, such as bike riding and walking or jogging on trails, as safe ways to enjoy recreation outside of the home. While the research of parks improving physical, social, and mental wellbeing of its users is well documented, this became even more evident during the pandemic. The Park District needed to be available to serve the community. Now that more information is available, the Park District seeks to understand how the community’s needs and wants for recreation changed since the last Master Plan was approved in 2018. The Park District performed a Community Interest and Opinion Survey and Market Analysis in 2022 to shed light on the current state of the community’s recreational habits and how they look in the years ahead. The information received from the survey is being used in the development of this latest version of the Master Plan.
Numerous issues and opportunities were explored and shared by stakeholders in previous community surveys and iterations of this plan. A few of these major themes still remain today, including the need for additional Naperville Park District-owned indoor programmable space, a shrinking ability to acquire new land to meet shortages in some areas, and occasional over-programming of sites and amenities to meet recreational needs of the community. Additional complexities include a continued shift in population leading to diverse needs and service expectations resulting in challenging circumstances regarding the maintenance of the District’s parks. Conversely, opportunities afforded to the District include a skilled and committed staff, an involved Board that strives to improve the quality of life of the community and the organization, a concerned and engaged public that values its park and recreation opportunities, and an integrated system of existing quality parks and prized recreation programs. The Master Plan analysis focuses on other sources of information to identify needs within the area including: facilities standards analyses, previous plan data including the Recreation Programming Plan and its recommendations, the Strategic Plan, Marketing Plan, Non Tax Revenue Plan, 3-Year Financial Plan, and other Board approved documents, along with existing park and open space analysis. The Districtwide guides in this plan focus on a balanced program of increased maintenance, new facility construction and land acquisition to address identified deficiencies. Concurrently, it identifies the need to expand partnership opportunities, continue to collaborate with other governmental agencies, and establish and maintain fruitful partnerships with other jurisdictions and organizations to help supplement shortages and respond effectively to needs. The analysis identifies existing and projected future deficiencies/ surpluses in both open space supply and available facilities within the planning areas. The results are used to develop policies Districtwide and provide specific recommendations and improvements for each individual Planning Area. While all recommendations provided in this document are important, it should be of utmost consideration that this Master Plan remains flexible and amended accordingly to accommodate unforeseen trends, needs, and priorities. Vital to this plan, and to Park District operations as a whole, citizen input is encouraged in all Plan implementation actions. Although Naperville is near build-out, residents continue to demonstrate this is a community accustomed to accessing a high level of quality park and recreation services. To ensure that these services remain at that high standard while meeting the needs of the projected population, the Naperville Park District is committed to developing, redeveloping, and expanding the park system through a flexible Master Plan.
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About Naperville Naperville is located about 30 miles west of Chicago and is the fourth largest city in the state of Illinois. It spans two counties and four townships (and small portions of two more). First founded in 1831 by Joseph Naper, Naperville grew from a small, rural farming town to today’s thriving, urban community. It is ranked consistently as one of the top places to live through various surveys due to its status as a large city with a “small-town” feel. Naperville is an attractive community because of its family-oriented neighborhoods, excellent schools, friendly downtown businesses, and high level of volunteer involvement across service clubs, schools, homeowners associations, churches, and other organizations. North Central College, located in the heart of downtown Naperville, offers multiple arts venues, an athletic stadium, and other cultural contributions. Edward Hospital is a major influence both as an employer and a key healthcare provider for the community. The city’s renowned and picturesque Riverwalk winds along the West Branch of the DuPage River near downtown shops, providing three miles of walking trails, hosting weekend events and welcoming hundreds of thousands of visitors annually. Demographics AGE GROUP 2020 2010 DIFFERENCE % CHANGE Under 5 Years 8,910 8,171 739 9.0% 5-9 Years 9,963 11,429 -1,466 -12.8% 10-14 Years 10,949 12,992 -2,043 -15.7% 15-19 Years 9,675 11,665 -1,990 -17.1% 20-24 Years 7,696 6,860 836 12.2% 25-29 Years 7,663 7,402 261 3.5% 30-34 Years 8,691 7,296 1,395 19.1% 35-39 Years 9,369 9,545 -176 -1.8% 40-44 Years 10,261 12,181 -1,920 -15.8% 45-49 Years 11,827 13,454 -1,627 -12.1% 50-54 Years 10,522 12,415 -1,893 -15.2% 55-59 Years 11,564 9,179 2,385 26.0% 60-64 Years 11,163 6,964 4,199 60.3% 65-69 Years 8,257 4,243 4,014 94.6% 70-74 Years 5,761 2,518 3,243 128.8% 75-79 Years 3,732 1,923 1,809 94.1% 80-84 Years 1,663 1,701 -38 -2.2% 85 Years and Older 1,874 1,915 -41 -2.1% Total Population 149,540 141,853 7,687 5.4% Based on the 2020 Census, Naperville’s population is 149,540, a 5.4% increase in residents since 2010. While the buildout discussion has lingered since the mid-2000s, Naperville continues to grow in unique ways, especially in age and diversity. The community grew by over 7,000 people since 2010, with the Asian community population total reaching over 33,000, making up 22% of the total population. As noted in the previous plan, the senior population continues to grow, with the age brackets from 55+ seeing exponential growth since 2010.
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Population by Age - Comparison Over Time
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
> 5 Years
5-9 Years
10-14 Years
15-19 Years
20-24 Years
25-29 Years
30-34 Years
35-39 Years
40-44 Years
45-49 Years
50-54 Years
55-59 Years
60-64 Years
65-69 Years
70-74 Years
75-79 Years
80-84 Years
85 Years <
2020 2016 2010
49.2%
The 2020 census data reflects a nearly even split population between the genders of the community: 49.2% male and 50.8% female. Taking into account the total population under age 19 (~26%) and the population ages 30-49 (~27%), this data continues to reflect Naperville as a community built for families. As referenced in the previous plan, it is important to note the large increase in the senior population (ages 55 and over) - empty-nester residents who raised a family in the community are choosing to stay in Naperville. The American Planning Association predicts “[o]lder adults to outnumber children by 2034 for the first time in
50.8%
American history” (Katz & Kaplan, p. 9). Further, “[b]y 2060, older adults and children together are projected to comprise more than 43 percent of the population, as compared with 38 percent in 2016. It is a scenario of old and young unlike any prior period in American history” (Katz & Kaplan, p.4). This senior sector of the population will continue rising, especially as life expectancy increases over time. Naperville is providing more senior living facilities and alternative housing for downsizing, allowing for aging in place. This growth further illustrates an increased need for senior-oriented facilities, as well as additional recreation/open space that provide opportunities for senior-oriented programs and activities. Given both of these demographic characteristics, the Park District should continue its application of “intergenerational” planning for all ages and abilities to experience a variety of parks and recreation opportunities throughout the community.
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White
Asian
Black or African American Some Other Race alone Population of two or more races
Also identified in previous plans, the race and ethnicity of Naperville continues to change: 68.8% of the population is white, the African American population is 4.3%, the Hispanic population is 6.5%, and the Asian population grew to over 20% of the overall population. 21% of the population is foreign born according to the census estimate and 25.9% of households speak a language other than English at home. With these shifts in the population makeup as well as the previously noted aging of the community’s population, the District will need to continue identifying and adjusting programming and park needs predicated on this information.
Per the 2020 Census, there are 55,348 housing units throughout the City; 53,208 are considered occupied. The median home value is estimated at $456,400.
Single Family Housing – Ashwood Creek (Redfin)
Townhomes – Naper Commons (Pulte)
Multi-Family Housing – Ellsworth Condominiums (Ellsworth Station)
The City remains an affluent area with a median household income of $127,648 — nearly double the national median income ($67,521) and significantly higher than the state income ($72,563).
$127,648 $72,563
$67,521
Naperville is a highly-educated community with 96.8% of the population over 25 graduating from high school and nearly 70% of the population over 25 attaining a bachelor’s degree (or higher) from a college or university. The population makeup and the demographic characteristics of the community indicates, among other community offerings, a strong demand for high quality park and recreational amenities.
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Naperville Park District Boundary and Surrounding Park Districts
WHEATON PARK DISTRICT
WARRENVILLE PARK DISTRICT
LISLE PARK DISTRICT
WOODRIDGE PARK DISTRICT
NAPERVILLE PARK DISTRICT
FOX VALLEY PARK DISTRICT
WOODRIDGE PD
BOLINGBROOK PARK DISTRICT
PLAINFIELD PARK DISTRICT
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About Naperville Park District The primary provider of parks, recreation, and open space within the City of Naperville is the Naperville Park District. The Naperville Park District was established by referendum in 1966 to provide parkland that offers open space, leisure, and recreation opportunities for the residents of Naperville. Since its establishment, the Park District has acquired responsibility of over 2,400 acres of owned and leased parkland, developed a number of recreational facilities, and offers a wide variety of recreation programs. The District is known for its high quality parks and open space, including large, well-used athletic fields, an expansive network of multiuse trails, playgrounds, pavilions, neighborhood parks within walking distance of almost every housing subdivision, a unique and historic outdoor swimming facility, a nature center, an activity center, and two beautiful golf courses. The District also hosts more than 7,500 recreational classes, teams, events and performances annually. Over 130 full-time and approximately 850 part-time and seasonal staff serve the Park District and Naperville’s nearly 150,000 residents.
NAPERVILLE PARK DISTRICT ORGANIZATIONAL CHART
COMMUNITY
BOARD OF COMMISSIONERS
LEGAL Derke Price
EXECUTIVE DIRECTOR Brad Wilson
MARKETING & COMMUNICATIONS Sameera Luthman, Director
RECREATION & FACILITIES Andrea Coates, Director
HUMAN RESOURCES Katie Sepe, Director
SYSTEMS ADMINISTRATION DESKTOP & INFRASTRUCTURE SUPPORT INFORMATION TECHNOLOGY Steven Mertes, Director
PARKS Tim Quigley, Director
PLANNING Eric Shutes, Director
FINANCE Sue Stanish, Director
POLICE Steve Schindbeck, Chief
GOLF Kevin Carlson, Director
PUBLIC RELATIONS
PROGRAMMING
PARKS
PLANNING PROJECT MANAGEMENT
ACCOUNTING
BENEFITS
PRINT MEDIA
FACILITIES CUSTOMER SERVICE VOLUNTEERS
FLEET
PAYROLL ACCOUNTS PAYABLE
SAFETY
DIGITAL MEDIA SPONSORSHIPS/ ADVERTISING
TRADES
RECRUITING
CUSTODIAL
BOARD SUPPORT
LEADERSHIP TEAM
The Naperville Park District is managed by a seven-member Board of Commissioners elected by the public. The Board is the sole approving authority for policy-related documents, budgets, and other significantly impactful decisions affecting the District, such as the acquisition of new land. Day-to-day operations are managed by staff members and typically overseen by the Leadership Team, which is comprised of the directors of the main departments across the organization.
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Naperville Park District “Framework” This graphic, created by the Park Board of Commissioners in 2011, illustrates the flow of how future decisions will be made based on key District documents and plans. The Park Board often refers to this diagram to help keep conversations and plans on track.
Mission, Vision, and Core Values
In 2010, the Park District established six Core Values attributable to the organization, which serve as guidelines for all decisions made within current and future plans and policies. The Core Values complement the Mission and Vision of the District: MISSION We provide recreation and park experiences that promote healthy lives, healthy minds and a healthy community. VISION To be a national leader in parks and recreation providing and promoting high quality experiences and facilities at a great value to our community. CORE VALUES Health and Wellness • Promote community health and wellness • Help build healthy lifestyles and encourage a reduction in obesity • Promote year-round physical fitness Environmental Education, Stewardship and Sustainability • Promote natural resource management • Promote sustainability initiatives Community Enrichment • Provide co-sponsored family special events • Promote cultural diversity and creativity • Promote community involvement Public Safety • Meet or exceed public safety standards • Collaborate with other units of government to promote public safety Accessibility • Promote connectivity of recreational paths or trails • Provide accessible parks, facilities and programs Personal Growth and Enrichment • Promote personal creativity • Promote the development of life skills • Promote positive human interactions
MISSION
CONTINUOUS IMPROVEMENT
FLEXIBILITY
VISION
VALUES
INTEREST & OPINION SURVEY
MASTER PLAN
FINANCE PLAN
STRATEGIC PLAN
PRIORITIES
RECREATION PLAN
CAPITAL PLAN
The upper portion of the Framework consists of the Park District’s Mission, Vision, and Core Values as set forth by the Park Board of Commissioners. Next, the core of the Framework identifies key organizational plans that are refined regularly per stakeholder input received from the Community Survey (Appendix F). The survey is conducted every three to five years to ensure the District stays on target with recreational trends and community needs. Finally, the lower portion of the Framework includes priorities derived from recommendations within the organizational plans that provide direction in formulating and updating the Recreation Programming Plan (Appendix K) and Capital Plan. Both plans include evaluation worksheets to effectively analyze and deliver programs, services, and capital improvements with linkages to the Park District’s Core Values.
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Previous Plans
1968 The first Plan was created in 1968 near the time the Naperville Park District was established. The 1968 Master Plan’s main objective was the acquisition of open space then owned by the City of Naperville. It contained recommendations for park-school cooperation, establishment of
2007 The 2007 Open Space and Recreation Master Plan (OSRMP) was approved by the Park Board in July 2008. It took the technicalities and data provided in the 2001 version and converted them into a user-friendly document to better reflect findings and communicate them to residents interested in the 2012 The 2012 Master Plan built upon the 2007 OSRMP to maintain its user-friendly setup. In keeping with previous years, the document focused on the Community Interest and Opinion Survey, the Capital Budget, and shifting trends to establish the direction the Park District needed to
management policies, and a list of major facilities the Park District would need to fund and develop. This document served as a starting point for future planning efforts undertaken by the District.
plan. As recommendations were slim in the 2001 document, new goals and initiatives were established, accounting for the changes identified in the District in the years between plans.
1971 The next Naperville Park District Plan, the 1971 Master Plan, was prepared by consolidating the work of eight subcommittees working separately to produce reports. When combined, the separate reports served as the final Master Plan. The eight
subcommittees were Beach and Swimming, Land Needs, Conservation, Golf Course, Ice Rink, Historical Complex, Park-School Facilities and Tennis. Each subcommittee addressed matters relative to their areas of focus.
head into the future. Indoor space was considered a critical resident need, allowing the District to begin goal setting for the future Fort Hill Activity Center. 2018 The 2018 plan continued with the trend of the previous plans, remaining useful and
1986 The 1986 Master Plan contained a thorough inventory of Naperville Park District facilities at the time and was used to guide land acquisition and development of new recreation spaces within Naperville during periods of substantial growth and development. 2001 The fourth Plan was the 2001 Open Space and Recreation Master Plan. Its goals and objectives were separated into those pertaining to Open Space and Recreation. The Open Space goals and objectives were primarily concerned with the preservation of existing open space
accessible for residents, focusing findings on NRPA calculations for open space and amenities and relying heavily on the community survey. The survey mostly reflected
the District should “take care of what we have” but pointed to indoor space and the need for aquatics becoming a priority in the next several years.
and also with acquisition of new open space based on the needs of specific planning areas designated in the Plan; the Recreation goals and objectives were aimed at providing equality in service amongst the Planning Areas while reducing system redundancy. Overall, the Plan succeeded in providing an in-depth system-wide audit and analysis; however, it provided limited concrete recommendations and strategies to achieve them.
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Major Accomplishments since the 2018 Master Plan Wolf’s Crossing Community Park Development The District developed its last large-scale parcel, over 30 acres, into Wolf’s Crossing Community Park (formerly known as Southwest Community Park). The Park District embarked on a significant site master plan initiative, engaging the community for their ideas about how to develop the space.
Construction of 18 Dedicated Pickleball Courts The Park District saw a dramatic increase in requests for dedicated pickleball courts following the pandemic. The meteoric rise in the popularity of pickleball saw the Park District construct 18 dedicated pickleball courts over the last five years — four (4) courts at Nike Sports Complex (2018), four (4) courts at Knoch Park (2020), four (4) courts Wolf’s Crossing Community Park (2020), and six (6) courts at Frontier Sports Complex (2023). Additionally, pickleball striping is offered on several tennis courts throughout the area as well as indoors at the Fort Hill Activity Center. North Knoch Park Renovation In another partnership opportunity, the Park District and Naperville Community Unit School District 203 (in the spirit of the Caroline Martin Mitchell property agreement) worked together to redevelop the north side of Knoch Park through an intergovernmental agreement. The Park District added a new synthetic turf field (cost-sharing with CUSD 203) and dedicated pickleball courts (as referenced above), while working with the school district to construct a new varsity softball field for its students. The partnership provides recreation facilities for park district, school district, and community use. Land Donation of Nearly 40 Acres The Park District received a generous gift of 39.95 acres of land on the west side of Knoch Knolls Park that was donated through a gifting agreement with the Beneficiary of the Frank Rus Trust. This land is designated already as preservation land under a Grant of Conservation Right and Easement dated June 14, 2000 and administered by The Conservation Foundation. The Park District will continue to maintain the land as open space for the community. As part of the gifting agreement, the western portion of the land is open for public use at this time. Additional, notable District accomplishments since 2018: • Reaccredited with a perfect score through the CAPRA Commission, NRPA’s accreditation body, in 2021 • Park Police achieved state accreditation by the Illinois Law Enforcement Accreditation Council in 2022, the first park police department to receive this distinction • Initiated and developed the Ron Ory Community Garden Plots Site Master Plan in 2022 • New Strategic Plan developed for years 2023-2025 • 2020 Trails Master Plan Update • Reviewed and updated park maintenance practices based on community feedback • Made numerous renovations and updates to amenities in the park system • Added several new trails within parks as well as connections through agreements with developers
Large multiuse fields, a sled hill, loop trail, playground, pickleball courts, challenge course, and splash pad, among other amenities, adorn the site based on Park District needs and the community’s wishes.
95th Street Community Plaza at Frontier Sports Complex
Among a playground, pavilion, and other offerings, the Park District established its first splash pad location with the addition of the 95th Street Community Plaza. The project was supported in partnership with the Naperville Public Library and Indian Prairie School District 204. The mission of the project is to encourage nearby students and residents of all ages and abilities to get outdoors, communicate and socialize with one another, and enjoy the many benefits of active and passive recreation in a beautiful campus setting.
Nike Sports Complex
14 Naperville Park District | 2023 MASTER PLAN
Project Planning and Development In order to bring recommendations from this plan to life, the Park District undergoes an annual budgeting process that provides funding for Capital Projects and Development. Below is a brief synopsis of how park projects are planned and budgeted for and the varying ways they are or could be funded. Capital Improvement Planning
When preparing the current year’s budget, strategies to fund the recommendations of the Master Plan must be carefully developed with particular emphasis on the central theme reflected in the Plan: undertaking a balanced program of simultaneous and interrelated initiatives to address deficiencies in maintenance, existing facilities and available open space while anticipating the increased operating and maintenance costs associated with new facilities. These strategies must be refined to prioritize projects, implementation progress and changing conditions expected with each year. Further funding information can be found in the 3-Year Financial Plan in Appendix H. Capital Projects Multi-Year Overview In order for park projects to launch, they must be included within the Capital Projects Multi-Year Overview. This document is formulated as part of the Capital Budget process in order to effectively implement future park improvements. The Overview is updated annually and serves as a “living document” which assists the Park District in better tracking proposed projects. The Capital Projects Multi-Year Overview is a summary of all projects identified for implementation for the next 10 years and is a key document in the Naperville Park District’s Capital Budget. It classifies each project as new, renovation, maintenance, etc., and lists each improvement planned. In order to be incorporated within the Overview, a capital item must meet at least one or more of the following criteria: • A monetary value of at least $10,000 • A life cycle of at least 3 years • Repair/Replacement of existing facilities • Land acquisition and/or construction of facilities through the extension of existing services; and land acquisition and/ or construction of facilities through the development of new services The Overview tracks yearly projected inflation and material/labor increases with the ability to quickly adjust the document as inflation rates and market trends fluctuate. Additionally, the Overview includes a separate section featuring Districtwide projects and facility improvements. The Overview is not a fixed document and
95th Street Community Plaza
Wolf’s Crossing Community Park
additions and subtractions occur due to unforeseen circumstances and changes in District priorities over the course of the year. To provide an accurate evaluation process of the Overview annually, the Park District established and closely adheres to the Capital Projects Prioritization Policy (Appendix J).
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Naperville Park District | 2023 MASTER PLAN
72.26%
WHERE YOUR TAX DOLLARS GO...
Funding Sources and Alternative Revenue The Park District passes an annual budget to support continued efforts in providing exceptional park and recreation experiences, producing enjoyable events, and offering programs and services that are of value to residents. The budget employs conscientious stewardship of resources, including tax dollars, in addition to thoughtful planning and managing of District operations. The budget details the revenues and expenses for the District, which is largely supported by tax revenue.
2,400 ACRES $406 AVERAGE TAXES PAID TO NAPERVILLE PARK DISTRICT 138 PARKS
8.66%
4.73%
3.97%
3.30%
2.25%
2.06%
.98%
.27% .76% .76%
DUPAGE AIRPORT AUTHORITY
LISLE TOWNSHIP
COUNTY HEALTH DEPARTMENT
LISLE TOWNSHIP ROAD
COUNTY OF DUPAGE
DUPAGE FOREST PRESERVE
NAPERVILLE PUBLIC LIBRARY
COMMUNITY COLLEGE #502
CITY OF NAPERVILLE
SCHOOL DISTRICT
NAPERVILLE PARK DISTRICT
Charges for Services Charges for services include user fees collected for programs and services. The largest components of this category include program income, golf income, and memberships and daily admission revenue for facilities such as Centennial Beach and Fort Hill Activity Center. An increase or expansion of user fees can provide a source of additional revenue. However, increasing user fees must be carefully analyzed to prevent reduced participation in programs or overall program revenue, while ensuring fair and affordable pricing. Miscellaneous Income This source of funding includes various reimbursement accounts from athletic organizations (for field lights), the Western DuPage Special Recreation Association (WDSRA), and the City of Naperville (among others) as well as cell tower revenue and employee insurance contributions.
Grants Grants are available to park districts from a variety of sources. The Naperville Park District pursues local, regional, and state grant opportunities as often as possible. The Illinois Association of Park Districts (IAPD), the Illinois Park and Recreation Association (IPRA), and the National Recreation and Park Association (NRPA) provide lists of grant opportunities for the District to reference. The major grant programs available, such as Open Space Lands Acquisition and Development Grant (OSLAD) and Land and Water Conservation Fund (LWCF), are administered by Illinois Department of Natural Resources (IDNR). The Park District assists other governmental agencies, such as the City of Naperville and Forest Preserves, in securing local, state, and federal grants to support community improvement.
In an effort to maximize funding received by the Park District, the Non-Tax Revenue Plan was created by staff and approved by the Board. The plan is reviewed consistently – and updated when needed – and outlines a variety of revenue sources not received through the tax base. This document is necessary to guide and manage the different streams of funding for future projects, which are briefly described on this page and the following one.
16 Naperville Park District | 2023 MASTER PLAN
OTHER SOURCES Property Tax Revenues
Seven cents per $100 of valuation was dedicated to capital by the Naperville Park District Board in the early 1990s to be used exclusively for capital improvements to the park system as well as to pay off any outstanding Park District debts. An increase in the property tax rate consistent with state mandates can provide a source of additional revenue to fund the capital improvements recommended herein. Sales Tax Increment earmarked for Naperville Park District Adoption of a sales tax increment to be earmarked for Naperville Park District use may provide necessary implementation revenue. Partnerships Partnering with organizations to defray improvement and/or operation costs can be a significant source of revenue. However, it is important that Naperville Park District maintain control of its facilities and protect its rights via agreements. Non-Referendum Bonding Non-Referendum Bonding Authority allows the Naperville Park District to issue general obligation bonds which can assist in funding some of the capital improvements recommended herein.
Sales Enhancing/expanding revenues from concessions can partially offset costs of facility operations and improvements as well as the implementation of other Master Plan recommendations. Concession operations are located at the Paddleboat Quarry Rentals building, Centennial Grill, and the District’s two golf courses. Rental Income Revenue from park rentals, athletic field rentals, room rentals, and tournament income. Interest Income Revenue received from Park District investments. Sponsorships Sponsorships are sought by the District to offset the costs of capital improvements, operations, and maintenance of parks, facilities, special events, and programs. Gifts/Donations This category represents in-kind or cash contributions received from individuals, groups, and businesses that support District programs, services, and park amenities. Examples include contributions toward athletic field improvements, product donations, and more.
Cash-in-Lieu Funding The City of Naperville requires residential developers to provide a land or cash donation as part of the approved municipal code. The ordinance is based on a standard of 8.6 acres of park land per 1,000 population or supplying a cash donation for the land impact, which is currently set at $323,600 per acre. The Park District will continue to accept the appropriate land or cash donations at the established rate when new developments are proposed. Advertising The District receives revenue from ads within the Program Guide, its website, and athletic field banners. Proceeds and the ability for companies to advertise products in Naperville Park District facilities can be used to offset Commissions are received from product sales that take place on District property, whether at parks specifically or through promotions on the Park District’s website and seasonally-published digital Program Guide. facility costs. Commissions
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Naperville Park District | 2023 MASTER PLAN
Master Plan Methodology The methodology contained within this plan begins with an overview of the Master Plan Purpose and Objectives, then a brief overview of the Community Interest and Opinion Survey, Market Analysis, and Districtwide Guides that provide direction for the organization’s next five to 10 years, followed by an analysis of Districtwide and Planning Area inventory based on Levels of Service and population estimates, complete with considerations/recommendations.
Master Plan Purpose As stated by Godschalk and Anderson (2012), the role of the plan is to look across all of the structures and forces that determine a community’s future well-being and to intervene strategically in those processes that determine whether the community will be sustainable, as measured in terms of its environment, economy, and equity. Of all the tools for influencing the future available to communities, the plan sets communitywide goals, develops processes for engaging citizens in determining and monitoring goal achievement, and assigns responsibilities and priorities for implementing its proposals… By serving as the public statement of community growth priorities, the plan facilitates collaboration among public and nongovernmental agencies, increasing their ability to contribute to the overall public welfare (p. 36). A master plan is the development of a specific area; in this case, the park district system within the City of Naperville. The master plan is a mechanism to guide an organization into the future by directing growth and change to be consistent with the overall vision and mission of the Naperville Park District as it strives to achieve established goals and priorities. Additionally, the Master Plan compiles and coordinates data from different planning documents and sources into one comprehensive document. The Master Plan also reflects input from local stakeholders and community groups, staff, and the approving authority, among others. Relevant data from previous plans and community interest surveys served as a foundation for this Master Plan. Internal data, public feedback, and other pertinent background information were integrated in a collaborative effort. Based on this park and recreation data analysis, relevant recommendations have been prepared for the District as a whole as well as for individual Planning Areas.
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