Date post: | 10-Feb-2016 |
Category: |
Documents |
Upload: | tony-deoliveira |
View: | 232 times |
Download: | 2 times |
T H E G R E A T E R& G R E E N E R P L A N
2 0 1 2 - 2 0 2 1PA R K S & R E C R E A T I O N P L A N U P DA T E
T O W N S H I P O F L O W E R M E R I O N
M O N T G O M E R Y C O U N T Y , P E N N S Y L V A N I A
2 0 1 2
Township of Lower Merion
Department of Parks and Recreation
75 East Lancaster Avenue
Ardmore, PA 19003-2323
610-645-6220
www.lowermerion.org
The Pennsylvania Department of Conservation and Natural Resources, Bureau of Recreation and Conservation provided a $35,000 grant through the Community Conservation Partnerships Program supported by the Keystone Recreation, Park and Conservation Fund. The Commonwealth of Pennsylvania and
the U.S. Department of Housing and Development also provided financial assistance for this plan as an update to the Township’s Comprehensive Plan. The U.S. Department of Housing & Urban Development (HUD) provided a $40,000 Community Development Block Grant.
Acknowledgements
Parks and Recreation Plan Study Committee
Board of Commissioners
Scott Zelov, Commissioner
Township Managers Officers
Pat Ryan, Assistant Township Manager
Building & Planning
Chris Leswing, Assistant Director- Planning
Coleen Hall, Planning Division
Eric Persson, Economic Development Specialist
Kathryn J. Morris, Community Development Technician
Parks & Recreation
Lindsay L. Taylor, Director of Parks & Recreation
David DeAngelis, Parks Supervisor
Donna Heller, Recreation Supervisor
Stakeholders
Center for Positive Aging In Lower Merion (PALM)
Delores Capers, Executive Director
Lower Merion Little League
Jim Brodo, President
Lower Merion Soccer
Biff Sturla, President
Ardmore Avenue Community Center
Linda Jackson, Director
Lower Merion School District
Bob Schultz, Operations
Doug Young, Public Information
Riverbend Environmental Education Center
Laurie Bachman, Executive Director
Consulting Team
Ann Toole, CPRP, Toole Recreation Planning
Ann Yost, RLA, YSM
Sean Garrigan, RLA, AICP, Stromberg Garrigan Associates
Nanci Sarcinello, AICP, Sarcinello Planning and GIS
Photo Credits
Chris Leswing, Ann Toole, Ann Yost, and Sean Garrigan
Prepared by:
Toole Recreation Planning
in association with:
YSM Stromberg Garrigan Associates Sarcinello Planning & GIS
T H E G R E A T E R& G R E E N E R P L A N
2 0 1 2 - 2 0 2 1PA R K S & R E C R E A T I O N P L A N U P DA T E
T O W N S H I P O F L O W E R M E R I O N
M O N T G O M E R Y C O U N T Y , P E N N S Y L V A N I A
2 0 1 2
Reader’s Guide to the PlanThe Lower Merion Township Parks and Recreation Plan Update con-tains both an action plan and the research that supports it. It is presented in four sections:
The Plan Summary presents the findings of the research, public outreach and recommendations for improving parks and recreation over the next ten years.
The Plan includes Chapters 1, 2, 3, and 4. They cover accomplishments since the last plan in 1996; an overview of the community; information about the planning process; recommendations; and the action plan.
The Foundation contains Chapters, 5, 6, 7, 8, 9, and 10. These chapters pro-vide detailed information about parks and recreation facilities; community hubs and recreation; recreation programs and services; management and operations; and financing parks and recreation.
The Appendices consist of detailed reports and drawings about the proposed Capital Improvement Program; the Public Opinion Survey; Community Demographics; and the Athletic Field Assessment with Park Maps showing suggested reconfiguration of fields.
Many people are interested in specific aspects of parks and recreation so the information contained in each topic is intended to be comprehensive for that topic. You may see information repeated in several chapters and that is intentional. It serves the reader interested in that individual subject such as facilities or programs or financing. Because readers are pressed for time and have particular interests, here is a convenient way to approach this document:
� Read the Plan Summary first.
� Review Chapter 3, The Plan. This chapter contains the plan’s five goals with the recommended actions to accomplish each goal.
� Go to Chapter 4, the Action Plan. This lists all of the recommended actions for the next ten years for parks and recreation with a time frame, leader-ship, resources needed, and the importance and benefits to Lower Merion Township of undertaking the actions.
� If you want more detailed information about the planning process and the Community, read Chapters 1 and 2.
� To explore the functional areas of Lower Merion Township’s public parks and recreation system in depth, then go to the Foundation and read the chapter or chapters in which you are interested. These include: Parks and Recreation Facilities, Conservation, Community Hubs and Recreation, Programs and Services, Management and Operations, and Financing.
� Refer to the Appendices for additional information about capital improve-ments, population, community survey findings and proposed sports field re-configurations.
PLAN SUMMARYPlan Summary . . . . . . . . . . . . 1
THE PLANChapter 1 – Building Upon Success 9Plan Purpose and Goals . . . . . . . 9Planning Process . . . . . . . . . . 10Accomplishments 1996-2011 . . . 10 Frequently Asked Questions . . . . 11
Chapter 2 – Community of Neighborhoods 13
Lower Merion Township: A Great Place to Live . . . . . . . 13
Public Participation. . . . . . . . . 14Trends . . . . . . . . . . . . . . . 17Summary . . . . . . . . . . . . . . 18
Chapter 3 – Recommendations 25Parks and Recreation in Lower Merion Township . . . . . 25
Core Values, Vision, Mission and Goals . . . . . . . . 28
Goal 1: Parks and Recreation Facilities . . 29
Goal 2: Conservation . . . . . . . . . . . 33
Goal 3: Community Hubs & Recreation . 35
Goal 4: Recreation Programs and Services 37
Goal 5: Operational Excellence . . . . . . 39
Chapter 4: Action Plan 47Goal 1: Parks and Recreation Facilities . . 48
Goal 2: Conservation . . . . . . . . . . . 54
Goal 3: Community Hubs & Recreation . 56
Goal 4: Recreation Programs and Services 61
Goal 5: Operational Excellence . . . . . . 66
THE FOUNDATIONChapter 5 – Parks & Recreation
Facilities 73Significant Park Improvements Since 1996 . . . . 73
Analysis . . . . . . . . . . . . . . 74Strengths . . . . . . . . . . . . . . 77Challenges . . . . . . . . . . . . . 77Opportunities . . . . . . . . . . . 78
Chapter 6 – Conservation of Natural Resources & Scenic Beauty 85
Analysis . . . . . . . . . . . . . . 85Strengths . . . . . . . . . . . . . . 85Challenges . . . . . . . . . . . . . 86Opportunities . . . . . . . . . . . 86
Chapter 7 – Community Hubs & Recreation 93
Analysis . . . . . . . . . . . . . . 93Ardmore Redevelopment Area . . . 94Bala Cynwyd . . . . . . . . . . . . 95Bryn Mawr . . . . . . . . . . . . . 96City Avenue District . . . . . . . . 96
Chapter 8– Recreation Programs and Services 99
Analysis . . . . . . . . . . . . . . 99Strengths . . . . . . . . . . . . . .103Challenges . . . . . . . . . . . . .104Opportunities . . . . . . . . . . .105
Chapter 9 – Management and Operations 109
Organization . . . . . . . . . . . .109Analysis . . . . . . . . . . . . . .110Strengths . . . . . . . . . . . . . .115Challenges . . . . . . . . . . . . .115Opportunities . . . . . . . . . . .116
Chapter 10 – Parks & Recreation Financing 119
Lower Merion Township’s Financial Management . . . . . . . . . . .119
Financing Analysis . . . . . . . . .121Strengths . . . . . . . . . . . . . .121Challenges . . . . . . . . . . . . 122Opportunities . . . . . . . . . . 126
Tables Table 1 Societal Trends and Implications
for Parks and Recreation ...................................19Table 2 Lower Merion Township Trends and
Implications for Parks and Recreation................20Table 3 Parks and Recreation Facilities Action Plan .......48Table 4 Conservation Action Plan ..................................54Table 5 Community Hubs and Recreation
Action Plan........................................................56Table 6 Recreation Programs & Services
Action Plan........................................................61Table 7 Operational Excellence Action Plan ....................66Table 8 Lower Merion Township Parks ..........................75Table 9 Sports Organizations in
Lower Merion Township ..................................102Table 10 Lower Merion Township Operating Budget ......121Table 11 Parks & Recreation Department
Operating Expenditures....................................122Table 12 Expenditures According to Recreation
and Park Maintenance .....................................123Table 13 Parks and Recreation Fees and
Charges Revenue .............................................124Table 14 Lower Merion Township Parks and Recreation
Capital Improvement Program 2011–16 ..........125
FiguresFigure 1 Management Impact Statement ................................41Figure 2 Proposed Future Organizational Structure .................45Figure 3 Guiding Principles of
Sustainable Sites Initiatives .......................................89Figure 4 Lower Merion Township Programs
Offered 1998-2009................................................. 100Figure 5 Program Ratings ...................................................... 104Figure 6 Lower Merion Township Organizational Chart ....... 111Figure 7 Lower Merion Township Parks & Recreation
Department Organizational Chart ............................ 112Figure 8 Comparison of Parks and Recreation Budget and Revenues 2008-2012 ............................................. 125
Maps 1. Parks and Recreation Facilities Map................. 83
APPENDIXCapital Improvement Plan . . . . .131Public Opinion Survey Repor . . .135Demographics Report . . . . . . .145Park Improvement Maps . . . . . .153
2011 LOWER MERION TOWNSHIP
PLAN SUMMARY
Lower Merion Township in concert with the Plan Advisory Committee and the community has developed this Parks and Recreation Plan Update to guide future decision-making re-garding parks, recreation facilities, programs and services, facility management, and the alloca-tion of financial resources. The Township faces increasing community needs in a challenging economy. Making decisions based upon solid information is more important than ever. This plan provides current operational information and demographic data, identifies critical issues and trends, and establishes strategies and recommendations for taking Lower Merion Town-ship’s good parks and recreation system to a great one.
A FRAMEWORK FOR DECISION-MAKING
The plan is not law or a regulatory document. It recommends an ap-proach to achieve a parks and recre-ation system that serves our citizens throughout their lifetime, close to home, with diverse recreation op-portunities year-round. It suggests management strategies and policies to protect our natural resources and provide quality recreation oppor-tunities. The Update will serve as a reference for Township officials, management and advisory boards; community organizations; the Lower Merion School District; and other in-terested parties. The Update is a guide for future actions and decisions. Recommendations will require further discus-sion, public involvement, and approval for the actions to be undertaken.
THE COMMUNITY SUPPORTS PARKS AND RECREATION
Lower Merion Township residents treasure their parks and recreation
opportunities as well as the commu-nity’s scenic character, heritage, and natural resources. Through a robust public participation process, many residents and community organiza-tions participated in voicing their ideas, concerns, and suggestions re-garding the kinds of facilities and services that are important to them as well as their ideas for supporting the parks and recreation system in the fu-ture. The public participation process included an advisory committee, pub-lic opinion survey, key person inter-views, focus groups, and public meet-ings. The Lower Merion Township citizenry is very active and involved
and places a high value on the parks, recreation programs, and conserva-
1
T h e P l a n S u m m a r y P a r k S a n d r e c r e a T i o n P l a n u P d a T e
tion. Fully 91 percent of the survey respondents reported using Township parks – and even infrequent park us-ers reported how important parks and recreation are in this community. The core values expressed by the citizens regarding public recreation include the following:
� Community Enrichment – En-riching lives through recreation.
� Leadership – Providing a central unifying force in the community to assemble partners in the pub-lic and private sectors working to serve the public, conserve natural resources, and establish a premier parks and recreation system.
� Fun – Offering fun to our resi-dents.
� Exceptional Customer Service – Focusing on providing service to our residents that is convenient, stress reducing, time-sensitive and friendly.
� Health and Wellness – Providing and promoting healthy lifestyle opportunities.
� Quality – Striving for quality in parks, facilities, resource protec-tion, and recreation opportunities.
2PARKS & RECREATION PLAN UPDATE
� Diversity – Fostering diverse populations of vendors, employ-ees, and customers.
� Safety – Ensuring safe and secure environments.
� Accessibility – Providing acces-sibility through affordable options and a variety of offerings.
� Stewardship – Conserving cul-tural, natural, and historical re-sources.
� Building a Legacy – Maintaining a vision for the future while sus-taining a healthy park system.
� Community Identity – Strength-ening the sense of community here through parks and recreation is essential in supporting Lower Merion Township as a very special place in which to live.
Conservation emerged as a top pri-ority. The survey findings indicated that focusing on enhancing parks and recreation facilities and pro-grams to appeal to people through-out their lifetime are important, not just for youth and sports, as a pri-ority for capital improvements. The majority of survey respondents indi-cated that they are willing to support parks and recreation by paying fees for programs, facility rentals, and maintenance of special use facilities.
VISION AND MISSIONThrough the planning process, the
Township established the following vision and mission statements for parks and recreation. These state-ments are the synthesis of the find-ings from public outreach. They will be used as the basis for decision-making for recreation programs, facilities, conservation and manage-ment in the future.
Vision StatementOur first class parks and rec-reation system blends active healthy living with the conser-vation of open space, natural resources, and scenic beauty to
promote a way of life unique to Lower Merion Township.
Mission StatementOur mission is to help our citizens engage in active healthy lifestyles and to conserve our natural resources. We accom-plish this by providing public service that is friendly, conve-nient, accountable, and exceeds public expectations and by working in collaboration with public and private partners.
PARKS AND RECREATION FACILITIES
Lower Merion Township has parks and recreation facili-ties that are the envy of most communities in Pennsylvania. The 47 parks with 704 acres of parkland host two swimming pools, major conservation ar-eas, the “crown jewel’ of trails in the region, a bird sanctuary and wildlife areas, Appleford estate, a destination play-ground, river access, and plac-es for fitness and relaxation.
While parkland acquisition in a community that appears to have so much parkland is a daunting task and where land is scare and ex-pensive, exploring ways to add land to meet future recreation needs can be done creatively and with respect to community resources. Continuing to work through the land develop-ment process in securing parkland and trail connections is key as is se-curing land that is contiguous to ex-isting parks.
The main challenges with recre-ation facilities found through onsite field work and the public participa-tion process fall into three areas: completing projects holistically rath-er than piece meal, planning in a formalized systematic manner, and maintenance. The amenities for park
improvement such as shade, rest-rooms, and landscaping are what make good parks great parks. Every plan should spell out the implica-tions for long-term management, maintenance and operation of the improvement including staff, budget, and alternative methods of support. Effective planning builds public sup-port and ensures the likelihood that the Township can successfully afford to operate the project over the long term. Park maintenance is the single biggest expense of public parks and
recreation systems. At present, no written formalized workload cost tracking system or park maintenance management plan is in place. Having a formalized maintenance manage-ment system in place is essential for the efficient and effective allocation of funding and staff.
PROGRAMS AND SERVICES
Lower Merion Township has made major gains in recreation programs and services since the last plan. The decision to create a Recreation Supervisor position proved to be a wise investment. Program oppor-tunities have tripled in the last 12
PlanSummary
3T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
years. Remarkably 25 percent of the survey respondents indicated that they participate in organized recre-ation programs; this is higher than the national average of 20 to 22 per-cent. Over 56,000 people partici-pate in recreation programs and use special purpose facilities such as the swimming pools. The Department has found creative ways of provid-ing programs through partnerships and contracting with private sector recreation providers. An important program goal is to recover the cost of the program through fees and charges. In fact, programs recovered 85 percent of program costs in 2011. Belmont Hills Pool recovered 100 percent of its operating costs and debt service while Ardmore Pool re-covered 77 percent of its operating costs. In addition to directly provid-ing programs, the Department also facilitates the provision of recreation opportunities by other community organizations such as sports leagues. Future directions include focusing on adult and family recreation, fit-ness, and nature-based recreation.
Providing information about what people can do in the parks at their own discretion will be important in working to foster active healthy life-styles. Offering ideas about how citi-zens can engage in recreational pur-suits on their own for fitness, family bonding, and socializing with family and friends can have a positive im-pact on engaging people in healthy lifelong recreation activities outside or organized scheduled programs.
ORGANIZATION AND MANAGEMENT
Lower Merion Township is fortu-nate in having managers and staff that are passionate and committed to working for the community, es-pecially so in parks and recreation. Managers and staff have chosen to make serving Lower Merion Town-ship their professional career. The Township consistently looks for ways to operate effectively, efficiently, and professionally.
Over the years, the Township has
explored various organizational ap-proaches to parks and recreation. In 2000, the responsibility for parks was transferred from Public Works into the Recreation Department cre-ating the Parks and Recreation De-partment. The years of experience under this organizational structure have found that the Township has been able to provide the unique management and skills necessary for the diverse park requirements rang-ing from sports turf management to natural resource conservation as well as customer service. Park main-tenance appears to be the Depart-ment’s most pressing issue due to the high demand for services, the park system with its extensive facilities, the addition of recreation facilities without a commensurate increase in maintenance support, and the high expectations of the public. Over the lifetime of a park, 75 percent of its cost is in maintenance. Historically, park maintenance operated without a formal written management plan. It is crucial that the Parks and Recre-ation Department develop a planned
PlanSummary
4PARKS & RECREATION PLAN UPDATE
Goal 3: Ensure that a wide variety of recreation opportunities is available to people of all ages and interests in the commu-nity.
Goal 4: Work in collaboration with Township planners on the redevelopment of the vil-lages regarding parks and recreation to ensure that public recreation facilities, opportunities, and partner-ships in management are incorporated into the im-provements.
Goal 5: Provide operational excel-lence and financial sus-tainability that will garner widespread public support for parks and recreation.
In order to accomplish these goals, the following strategy summarizes the actions recommended in the goals.1. Take care of what we have. De-
velop a formalized maintenance management system for parks and recreation facilities. Con-tinue to work with our partners in the parks including the com-munity volunteer groups, youth sports organizations, the boy scouts, and others.
2. Use a mix of public and private resources to support parks and recreation. Continue to support parks and recreation at five per-
PlanSummary
maintenance management system in order to operate effectively and effi-ciently as well as to allocate resources for maximum public benefit. Given the workload of park management, it is essential to make adjustments, freeing up time and responsibilities to enable the Park Supervisor to be fully engaged in the process of plan-ning the park maintenance manage-ment system. Adjusting workload for a year for this purpose will have long-term significant benefits for the parks and recreation system.
Another major organizational is-sue is the effective management of volunteers. Volunteerism has risen to the level of significant community involvement that must be planned, organized, controlled, evaluated, and recognized. Volunteers provide im-portant services that the Township could not afford to undertake on its own. Creating a Volunteer Coordina-tor position to be phased in from part-time to full-time is projected to result in the payback of cost to the Town-ship through projects, programs, and tasks to be performed by volunteers without compensation.
KEY RECOMMENDATIONS
The Parks and Recreation Plan Update provides recommendations
to improve the quality of life in Lower Merion Township through parks and recreation over the next ten years. It strives to conserve our precious natu-ral resources, take good care of what we have, expand parks and facili-ties, enhance recreational services, and increase public awareness about recreation opportunities. The plan recognizes that Lower Merion Town-ship cannot do all of this on its own or at once – partnerships, time, and funding are essential. Collaboration with others and an approach to fund-ing that continues to use public and private support will be crucial in car-rying out this plan successfully.
The plan develops the broad vision for parks and recreation into goals and recommendations. The goals are based upon the community values, vision, mission, and five themes that emerged in the planning process. Goal 1: Enrich parks and recre-
ation facilities as com-munity destinations where residents can have fun, ex-perience nature, socialize, and exercise.
Goal 2: Conserve our natural re-sources by using best man-agement practices in the parks for conservation, pub-lic education, and partner-ships.
Benefits of Parks, Recreation and Open Space
Enhances the quality of life in a community. • Increases property values. • Spurs economic vitality. • Deters crime and substance abuse. • Adds life to your years… and years
to your life. • Improves the fitness and wellness of the residents. • Reduces the isolation of the elderly. • Helps
children grow up great. • Builds strong family bonds. Fosters a sense of community. • Protects the environment.
Conserves natural resources. • Preserves land.
5T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Continue the direct mailings of the Recreation Brochure as part of the Township newsletter to Township residents. Include tes-timonials from citizens in the guide as well as the benefits of parks and recreation to individu-als, families, and the community. Use more photos of citizens en-gaged in recreation activities in the publication. Design and man-age a parks and recreation web-site as the “go-to” source about real-time parks and recreation information. Include more in-formation about parks and rec-reation facilities and trails on the Parks and Recreation Depart-ment website.
IMPLEMENTATION: Moving Forward
While it might appear that the job is complete because the plan is writ-ten, the work has only begun. Imple-menting the Lower Merion Township Parks and Recreation Plan Update is not one step, but more of an on-going process of planning, doing,
cent of the budget along with non-tax support through user fees and charges, grants, gifts, donations, partnerships, spon-sorships, and collaboration with the private sector.
3. Continue to improve our exist-ing parks and recreation facili-ties. Prioritize projects that would improve the parks through pro-fessional design and high quality features. Re-configure existing sports fields to meet the need for additional ballfields. Work with the School District on sports field planning, development, and maintenance including Polo Field that is jointly owned with Haver-ford Township. Address potential ways to improve this park for ex-panded sports facilities. Add fa-cilities such as pavilions, bench-es, pathway mileage markers, and so on that make parks attractive and comfortable places in which to spend time.
4. Make conservation of natural resources a priority and focus on engaging citizens in expe-riencing nature close to home. Create more public access to natural areas in the park system by adding trailheads with ameni-ties and promoting how to access these areas to the people of Lower Merion Township.
5. Create a Volunteer Program. Provide staff to organize and manage it. This is expected to re-sult in a long-term payback of the Township’s investment in staffing to manage volunteers.
6. Expand the Playground system. Use the success of the new play-ground at Ashbridge Park as a model for future playground im-provements.
7. Tailor programs and services to reflect changing demographics and the way of life of the 21st century. Focus on services for an active aging population and
programs in fitness and well-ness, nature, and self-improve-ment would be important here. Schedule programs and support around the reality of the hours of working households as well as stay-at-home parents. Develop a program management plan to en-sure a common focus among the recreation program divisions.
8. Implement the Capital Im-provement Program for park-land acquisition, park improve-ments, and facility additions. This enables sound multi-year planning to make the best deci-sions regarding the allocation of resources. The Township has been investing about a million dollars annually on park improvements.
9. Work with Township Planners and developers on creating recreation opportunities in com-munity hubs as part of community revitalization projects. Focus on Ard-more, Bryn Mawr, Bala, and City Avenue.
10. Advance the Township-wide bicycle and pedes-trian network. Seventy-on percent (71%) of the sur-vey respondents indicated that there are not enough pathways for bicycling and walking.
11. Provide more year round indoor recreation oppor-tunities. Conduct feasibil-ity studies of the Ardmore Community Center and PALM as well as the Bala gym to determine how to provide more indoor recreation space.
12. Continue to work toward in-creasing public awareness about the parks and recreation opportunities in Lower Merion Township as well as the ben-efits of parks and recreation.
PlanSummary
6PARKS & RECREATION PLAN UPDATE
assessing effectiveness, and begin-ning the process anew over the next ten years to bring the Township ever closer to its potential as a nationally recognized parks and recreation sys-tem. To implement the Update, an operational plan is needed. An opera-tional plan will describe the specific actions that will be taken to accom-
plish each objective identified in the Update. The operational plan will identify timelines, responsible par-ties, resource allocations and sources, and an evaluation plan that will iden-tify specific outcomes to be achieved. The Parks and Recreation Plan Up-date focuses on the what. The opera-tional plan focuses on the how. The operational plan should include the following:
Action Items – Identify the specific tasks that should be done to achieve the identified objective.
� Responsible Parties – Designate the staff members, committees, or others who will be accountable for accomplishing each task.
� Schedule – Create the exact dates in months and years for accom-plishment of the task. Set mile-stones for important accomplish-ments by specific date.
� Resource Requirements and Sources – List all of the funds, ma-terials, equipment, facilities, and so on required to accomplish the task. Provide the source of these
resources including Lower Merion Township, partners, sponsors, fees and charges or others.
� Outcomes – Specify the antici-pated results to be achieved by the designated timeline.
� Evaluation Measures – Establish indicators to show if the effort has been successful.
ENSURING SUCCESS FOR THE OPERATIONAL PLAN
Generally, the Parks and Recreation Director prepares the bulk of the operational plan that is used for an annual work program in consultation with the Township Manager and Assistant Township Man-ager. The Board of Commis-sioners approves all policy.
To get started, consider having a “retreat” for the parks and recreation management and staff to identify how to kick-start this plan. Include the liaison from the Board of Commissioners. Plan this ahead thor-oughly to get the maximum benefit.
Based on the outcomes of the re-treat, the Director would create the operational plan for the next fiscal year. It should address all of the functional areas of parks and recreation including programs, management, maintenance, parks, recreation facilities, marketing, and financing. The operational plan links the work of the Parks and Recreation Department to the recommendations of the Parks and Recreation Plan Update. Establish two review meetings to keep imple-mentation and use of the plan as a priority.
Keep this plan before key stake-holders. This plan should be out and used regularly just as the 1996 Plan was. All outcomes should refer to plan implementation. It is easy to get distracted in routine activi-
ties but the Plan needs to be in use in all Township planning and decision-making. Boards such as the Com-missioners, Township Administra-tion, and the Building and Planning Department all need to have the Plan and refer to it regularly so that there is an on-going link to this plan.
As an adopted plan, it serves as a guide; it is not carved in stone. It is intended to seize opportunities and meet emerging needs as circum-stances warrant. The process of im-plementing the plan is ongoing and continuous, not a one time event, as set forth in the operational plan.
Lower Merion Township should move ahead with the plan as ad-opted, but be prepared to adjust and switch strategies as necessary. Flex-ibility, patience, and adaptability will be essential in creating the parks and recreation system that suits a community the caliber of Lower Merion. With a tangible plan and a sound implementation process in place, Lower Merion Township is likely to enhance the parks and rec-reation system that is recognized far and wide as a community treasure, a source of economic vitality, and a rea-son to live, work, and play here.
PlanSummary
Chapter 1 – Building upon SuCCeSS
Chapter 2 – Community of neighBorhoodS
Chapter 3 – reCommendationS
Chapter 4: aCtion plan
THE PLAN
9
c h a P T e r 1B u i l d i n g u P o n S u c c e S S
Having implemented the majority of the recommendations contained in the 1996 plan and continued with further planning for facility improve-ments, trails, services, and alternative funding, Lower Merion Township has improved the quality of facilities and services of the Parks and Rec-reation Department substantially. Recognized statewide and regionally for innovation and commitment to excellence, the Parks and Recreation Department has earned seven awards for its facilities, services, and manage-
ment from 1998 through 2011. Not a municipality to rest on its laurels, Lower Merion Township once again delved into this update to ascertain how to best serve the public with the kinds of facilities and services that citizens of all ages and interests de-sire with support from a combination of public and private resources over the next ten years.
The Update provides a baseline of operational information, taps into the recommendations of related mu-nicipal plans, identifies critical issues
and opportunities, estab-lishes strategies for improv-ing parks and recreation, addresses funding, and pro-vides specific recommenda-tions for implementing the updated plan. The strategies developed for this plan are based upon an investigative and educational process to identify recreation initia-tives and opportunities that are important to the citizens and community organiza-tions vested in the Town-ship, the environment, and active healthy living.
PLAN PURPOSE AND GOALS
The purpose this plan is to: � Update the 1996 Lower Merion
Park & Recreation Plan; � Complement the 2006 Lower
Merion Open Space and Environ-mental Resource Protection Plan;
� Serve as the Parks & Recreation element of the Township’s Com-prehensive Plan; and
� Comply with the Pennsylvania Municipalities Planning Code Act 170, Section 503 (11).
Lower Merion Township’s goal for the plan is to continue to guide the Township’s actions and decision-mak-ing in achieving its mission to: “pro-vide first-class, year round recreation programs, events, parks, and facilities that enhance and enrich the lives of Township residents of all ages.”
This plan recognizes that Lower Merion Township has made a major commitment to ensuring a high qual-ity of life for the citizens by support-ing parks and recreation. Finding ways of providing services and fa-cilities in response to ever increasing public expectations through a mix of public and private resources is an on-going theme of the Parks and Recre-ation Department.
The Lower Merion Township Parks and Recreation Department, in collaboration with the
Parks and Recreation Plan Advisory Committee and the community, has updated the Parks
and Recreation Plan of 1996. The Parks and Recreation Plan Update: The Greener and Great-
er Plan will guide future planning and decision-making related to parks, recreation facilities,
programs, services, organization, and management and the allocation of financial and human
resources.
Several
residents
interviewed
reported
that they
moved
to Lower
Merion
Township
because of
the parks.
10PARKS & RECREATION PLAN UPDATE10
PLANNING PROCESSLower Merion Township retained a
planning team of park and recreation and community planners, landscape architects, and GIS specialists to up-date the 1996 Parks and Recreation Plan. They worked with the Town-ship’s Parks and Recreation manage-ment team and a citizens advisory committee that included key stake-holders representing community in-terests that included elected officials, youth, senior adults, the Lower Mer-ion School District, Township plan-ners, sports groups, environmental-ists, conservancies, neighborhoods,
community centers, and the general citi-zenry. The planning process included the assessment of all aspects of parks and recreation; synthe-sis of conclusions and options; identi-fication of opportu-nities; development of implementation strategies; and for-mation of an action plan with a time frame for imple-mentation. The planning process addressed six areas.
� Community recreation needs; � Parkland and recreation facilities; � Related Township plans and
initiatives with implications for parks and recreation;
� Programs and services; � Administration, management,
and maintenance; and � Financing.
Community Based PlanCitizen involvement is the hall-
mark of this plan. It will continue to play a vital role in the implementa-tion of the recommendations. Elected and appointed officials came together with citizens in a public conversation
about how to improve the community through parks and recreation.
Throughout the public participa-tion process, it was evident that the residents love living here and that the parks and recreation have a lot to do with that! In fact, an oft-repeated message of numerous residents dur-ing on-site interviews was that they moved to Lower Merion Township because of the parks and recreation opportunities here. Residents ex-pressed their vision for Lower Merion which embraces a green and connect-ed community, conservation of natu-ral resources, year-round recreation, safe places to walk and bike, facilities for a wide range of outdoor enjoy-ment, and recreation opportunities for people of all ages and interests.
ACCOMPLISHMENTS 1996 - 2011
Since 1996, Lower Merion Town-ship has:
� Rehabilitated the Belmont Hills and Ardmore swimming pools. The Belmont Hills Pool captured the “Best of Philly” award for swim-ming pools in the Delaware Valley.
� Developed and undertaken the implementation of a Township trail plan that will provide com-munity connectivity to the region for the residents.
� Launched new recreational op-portunities for people and their canine friends in designated township parks.
� Established a full-time Recreation Coordinator to expand the Town-ship’s recreational opportunities and expanded community recre-ation services.
� Cultivated a productive and har-monious relationship with the Lower Merion Township School District. Schools have become “school-parks” through non-school hour scheduling and programming for community recreation.
� Developed park master plans and embarked upon their implemen-tation at facilities such as the new Linwood Park; improved river ac-cess at Flat Rock Park; major new playground at Ashbridge Park; trails in Rolling Hill Park; renova-tions of comfort stations; and the revitalization of existing facilities.
� Fostered the development of com-munity volunteers working for the betterment of the community and conservation of natural resources through parks and recreation.
� Planned and implemented cre-ative and effective strategies for increasing responsibilities and limited staffing in maintenance management.
Chapter 1Bui lding Upon Success
11T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1 11
1Green Space Alliance. (2011). Return on Environment. Philadelphia, PA: Delaware Valley Regional Planning Commission. Pp 18, 22.
Chapter 1Bui lding Upon Success
FREQUENTLY ASKED QUESTIONSIs this plan a law?
No, it is a guide. The elected and appointed officials of Lower Merion Township will use the plan to make informed decisions and set policy relative to parks and recreation.
What will the plan do?The Parks and Recreation Plan
Update will focus planning on com-munity opportunities and issues that can be addressed through parks and recreation. It provides a com-mon framework for decision-making and sets forth recommendations and strategies to improve the quality of life in the community. As an update, it builds upon the Lower Merion Township Parks and Recreation Plan of 1996.
What will the plan not do?The plan does not mandate or re-
quire actions. It does not preclude adding new projects based upon trends, evolving needs, and oppor-tunities. The intent of the plan is to provide an overall framework and guidelines to improve the community through parks and recreation.
How will the plan be used?The plan is intended to be a living
document that will play a role in the decisions that Lower Merion Town-ship will make about parks, recre-ation, financing, management, and related efforts. This plan serves as a reference document and a framework for overall municipal and collabora-tive planning and management. It is essential that all related boards and commissions incorporate this plan into their own planning efforts in related areas including land develop-ment, open space conservation, trail planning, capital improvement plan-ning, and municipal financing.
How will the plan be implemented?
The recommendations will be phased in over the next ten years. Not everything can be accomplished at once. Recommendations range from those that cost little to large projects that would require grants and other resources. Lower Merion Township is most concerned about the wise use of resources and seeking funding from non-tax sources.
Why is it important to have a qual-ity park and recreation system?
Parks and recreation is integral to the quality of life in Lower Merion Township. Proximity to open space has a clear and positive impact on property values. Properties are worth more, and that value has been shown to increase over time, regardless of the condition of the economy. Calcu-lations of home sales in nearby Rad-nor show that homes within a quarter mile of the Radnor Trail can attribute an additional value of $69,139 due to proximity to the trail. Recreation is the chief factor in establishing healthy family bonds, the foundation of our society.1 Recreation deters sub-stance abuse and crime. Recreation adds years to our lives and life to our years. Parks protect our natural resources and provide clean air and water. Recreation helps to build a strong sense of community by con-necting citizens through enjoyable hours spent together in the pursuit of happiness and health. By offering ac-cess to nature and lots of fun things to do close to home, Lower Merion Township will reinforce its position as a community that is attractive to high quality redevelopment projects.
Parks and Recreation � Improves health and fitness.
� Increases property values.
� Deters crime and substance abuse.
� Protects the environment and preserves natural resources.
� Establishes strong family bonds, the foundation of our society.
� Attracts and retains busi-nesses and residents.
� Connects the mind, body and spirit of people leading active lifestyles.
13
LOWER MERION TOWNSHIP: A Great Place to Live
Lower Merion Township is a very desirable community in which to live. Desirable schools from pre-school through universities, both public and private; low crime rate; outstand-ing municipal services; a fine library system; attractive scenery; and con-venient access to world class sports and cultural activities in Philadelphia
all contribute to the quality of life in Lower Merion Township. The excel-lent parks and recreation system is a main factor the community’s appeal.
Population ChangesWith a population of 57,825, Lower
Merion Township’s population fluc-tuated 57,825 and 59,561 since 1980. Population projections for 2010 show a slight decrease of 1.2 percent to 57,118. A full demographic analysis is presented in Appendix A.
Neighborhood ChangesLower Merion Township has ex-
perienced population decreases in ten of its 16 communities: East and West Bryn Mawr, Gladwyne, East Ardmore, North and South Penn Valley, Haverford, Merion, North Ardmore, and Bala. Neighbor-hoods where population increased include: Cynwyd, Rosemont/Villa-nova, Belmont Hills/College Park, Penn Wynne, West Ardmore, and Wynnewood.
One of the Best Places to LiveAmong America’s Small Towns
In 2011, Money Magazine named Ardmore as one of the best places to live among America’s small towns. The ranking, also featured online by CNN with Money and Fortune magazines, each year compares communities based on such factors as financial, housing, education, quality of life, and leisure and cultural opportunities. In 2009, it ranked 12th as a “Best Place for the Rich and Single,” based on its wealth and number of unattached professionals. The publications describe Ardmore this way: One of Philadelphia’s Main Line suburbs, Ardmore is just a few minutes from the city by rail; many residents work there. Many colleges, including Villanova University and Bryn Mawr College, are located nearby, giving residents access to still more cultural events. And there’s a growing arts scene right in town, not to mention an historic downtown, lots of shopping and a new park recently opened for residents that transformed a parking lot into green space.
c h a P T e r 2c o m m u n i T y o f n e i g h B o r h o o d S
14PARKS & RECREATION PLAN UPDATE
Demographic Trends: Implications for Parks and Recreation Planning
Population changes and trends af-fect planning for recreation facilities, services, and programs.
� Neighborhoods - Neighborhoods with the highest population den-sities are located along the Route 30 and Route 1 area stretching from Bryn Mawr south to Penn Wynne and east to Bala.
� Age - Overall, the population is aging while the youth population is decreasing. Since the last plan, the median age increased from 40.5 to 41.8. The population ages 55 to 64 increased by 27 percent and those 85 and older increased by 35.2 percent. The highest concentration of residents age 65 and older is along the western and southeastern part of Lower Merion from Bryn Mawr to Bala. The population of youth ages 14 and under has declined over the last ten years. The neighborhoods with the highest proportion of youth ages 18 and under include Bryn Mawr, Merion, and Ard-more.
� Race - The Caucasian population is 84.3 percent of the population compared with 93.1 percent in 1990. The community is diver-sifying with African Americans (6.6%), Asians (5%), and His-panics ((2.1%). The non-white population is concentrated in Ar-dmore, Bryn Mawr, and portions of Bala and Cynwyd.
� Income - Historically, Lower Mer-ion Township has been one of the most affluent communities in Pennsylvania. The perception of wealth often obscures the re-ality that there are citizens with financial challenges living in this Township. Lower and middle-in-come neighborhoods are located in Bryn Mawr, Ardmore, and Bala.
� Education - Lower Merion Town-ship residents are among the best educated in the state. Nearly 29
percent of Township residents hold a Bachelor’s degree, more than double that of Pennsylva-nians overall. Thirty-eight per-cent have graduate or professional degrees, nearly five times the rate of the state population (8 percent) as a whole.
� Future Land Development Plans - Although population projections forecast continued slight popula-tion decreases for the next decade, proposed land development plans include additional development that could bring several hundred new residential units to Ardmore, Bryn Mawr, Bala Cynwyd, and the City Avenue District. This could bring in a population in in-crease of 500 – 600 people.
The demographic profile demon-strates that Lower Merion Township is a large and affluent township that is aging, well educated, and diversi-fying. According to the Comprehen-sive Plan, the diversity within the Township “virtually ensures that it functions more as a federation of neighborhoods,” and “residents often have strong ties to their local neigh-borhood.” In many cases, parks and recreational facilities are an impor-tant part of this identity and form an integral part of the community by providing residents with a place to interact and socialize. Continued maintenance and improvement of the Township’s open space, parks, and recreational facilities is therefore nec-essary not only for the obvious health benefits, but also for continued com-munity cohesion.
Noting demographic changes al-lows the Township to anticipate fu-ture conditions and plan accordingly. Although the Township’s population has decreased slightly since 1980, it remains a large and active commu-nity. Its open space, parks, and recre-ational facilities are heavily used and will continue to be heavily used for the foreseeable future. This is espe-cially true of facilities in the Town-
ship’s densely populated areas, where heavy use is a function both of facility quality and of accessibility to a large number of residents in the immedi-ately surrounding neighborhoods. In all cases, improvements to, and maintenance of facilities are needed to keep pace with use, to ensure their safety, and to maximize efficiency and economy of resources.
Furthermore, while much of the current demand for the Township’s parks and recreational facilities is generated by youth athletics, the Township must consider the needs of a growing middle-aged and senior population as citizens plan for an ac-tive and healthy future.
PUBLIC PARTICIPATION
Public involvement included five components: a Plan Advisory Com-mittee; key person interviews; focus groups; a community public opinion survey; and public meetings. This process provided valuable informa-tion from those in the community who are involved in various parks and recreation related efforts, as well as the general public. Through these components, the needs of both the general citizens and community or-ganizations that provide recreation services were considered. By com-bining interviews of key stakehold-
Chapter 2Community of Neighborhoods
15T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
ers that provide valuable support and services regarding parks and recre-ation with the opinions and needs of the general public, Lower Merion Township officials and managers can achieve a balanced perspective on special needs and overall community interests.
Plan Advisory CommitteeThe Plan Advisory Committee
guided the planning process by serv-ing as the eyes and ears of the com-munity. Members embodied a broad spectrum of community interests in-cluding representatives of the Board of Commissioners, Planning Com-mission, Parks and Recreation (Ad-ministration, Programs, and Mainte-nance), conservation, senior adults, sports groups, Lower Merion School District, and business. Committee members provided ideas, presented concerns, worked on formulating recommendations, participated in public forums, arranged interviews, and reviewed and revised the plan. The Committee focused on achieving a balanced, realistic, and achievable plan that would enhance the quality of life in Lower Merion Township.
Focus GroupsSmall groups of citizens came to-
gether to discuss their interests, ideas, and concerns regarding specific areas of parks and recreation. These groups included individuals and organiza-tions devoted to the particular topic under discussion. The focus groups and their findings were as follows:
Youth – The Lower Merion School District facilitated a youth focus group with fifth graders in Penn Wynne Elementary School. Things that are important to the fifth graders include: clean restrooms and water fountains; sturdy soccer field goals; bright colors in the playgrounds and parks; more playground equipment with greater variety including more swings; shade; more ballfields; more places to sit in the parks; tables with
flat surfaces; and more bike trails.Senior Adults – The PALM (Posi-
tive Aging in Lower Merion) Senior Center offered the planning team a morning to spend with participants in the senior adult programs. Consen-sus was that PALM is very important to the community. The senior adults reported liking being able to partici-pate in a host of activities as well as drop in just to socialize. Being able to get to the center by walking as well as by Township bus is vitally impor-tant to those who use PALM. While the location works well, the building does not. It is too small and lacks suf-ficient rooms and space for the kinds of activities needed. Space is espe-cially needed for fitness. The PALM visitors reported enjoying Vernon Young Park very much and described the difficulty in getting a space in the pool area on nice days as the area fills up quickly with people staying the whole day. They expressed concerns about Linwood Park’s edges blending with the street and creating a haz-ardous situation for them when car-ing for their grandchildren who can’t distinguish the park from the street. They would like the Township to work with the Ardmore Community Center in looking at the needs of both organizations and now they could be met through facility improvements since they operate at different times. PALM operates until 3:00 P.M. while the Ardmore Community Center opens at 3:00 P.M.
Nature – Twenty-two represen-tatives of community conservation organizations participated in a focus group about conservation in Lower Merion Township. They included the Lower Merion Conservancy, Garden Works, Friends of Linwood Park, Shade Tree Commission, Flat Rock Park, Riverbend Environmen-tal Center, Gladwyne Elementary School, Bridlewild Trails, Friends of Cynwyd Heritage Trail, and Gen-eral Wayne Park. These groups rep-resent thousands of members and
supporters of their conservation and environmental missions. The par-ticipants described the great progress and positive focus in Lower Merion Township on conservation and the environment. Evidence of this is in the stream bank stabilization proj-ects, development of trails, and in-creasing natural plantings along with removal of invasive species. They described problems regarding the need for increased maintenance; co-ordination of the fragmented volun-teer efforts; sharing of information, projects and training; and the loss of big trees in the Township. The Town-ship is incrementally replacing trees but cannot keep up the pace neces-sary for tree replacement on the scale needed. They would like to see a co-ordinated volunteer program devel-oped and managed; a clearinghouse of information about conservation initiatives, programs, and projects, contacts for Lower Merion Township; involvement in larger regional con-servation efforts and opportunities; more adoption of Township parks by groups of people; and increased pub-lic awareness that natural resource conservation is integral to the quality of life in Lower Merion Township.
Sports – Fifteen participants rep-resenting the Main Line Synagogue League, Narberth Athletic Associa-tion, St. Margaret’s CYO, Lower Mer-ion Girls Lacrosse, Main Line Girls Basketball Association, Lower Mer-ion Family Ultimate Frisbee, Haver-ford Soccer Club, Lower Merion Soccer, Lower Merion Little League, Ashbee Lacrosse, and the Lower Merion School District engaged in a discussion that centered on their needs for more athletic facilities. While the Lower Merion Township Parks and Recreation Department does an outstanding job of serving the sports leagues, they just don’t have enough sports fields. More than 11,000 participate in these leagues and along with their caregivers and
Chapter 2Community of Neighborhoods
16PARKS & RECREATION PLAN UPDATE
league volunteers represent an esti-mated 40 percent of the Township’s population. Indoor recreation space for sports is also lacking. While it seems that the private schools could offer use of their facilities, this is not possible due to restrictions placed by the neighborhoods. We need to look at alternatives such as turf fields, in-dustrial areas, Fairmount Park, Polo Field, and other creative approaches.
Public ForumsNearly 50 citizens participated in a
public forum about parks and recre-ation. In presenting their ideas, con-cerns, and opportunities, the citizens’ discussion focused on the importance of conservation, recreation facilities, funding, and support for parks and recreation, increasing public aware-ness, maintenance, and programs. Overall, the citizens appreciate the Township’s support of parks and rec-reation, and they treasure the public parks. The actions that emerged as the most important to the citizens included conservation of the Town-ship’s natural resources; completion of the Cynwyd Heritage Trail; ex-ploration of the improvement of the indoor recreation facilities; develop-ment of additional indoor facilities
elsewhere in the Township; establishment of a volunteer program; re-tooling pro-grams to serve all ages and provide intergenerational opportunities connecting the community; and offer-ing convenient well-known ways to provide informa-tion to the community.
A second public meeting was held to present recom-mendations of the Plan to the Board of Commission-ers and obtain feedback from the community.
InterviewsInterviews were conduct-
ed with 106 individuals regarding parks and recreation. These included community organizations; citizens with identified interests; people who asked to be interviewed; schools; faith based organizations; scouts; business people; private non-profit organiza-tions; regional recreation, park and trail groups; Township management and staff; elected and appointed of-ficials; survey non-respondents; park visitors; and recreation based organi-zations in neighboring communities. Findings of interviews were specific to individual interests and perspec-tives and mirrored the results of other segments of the public participation process.
Public Opinion SurveyA statistically valid and reliable
survey was conducted in two parts. Respondents totaled 751 for a return rate of 26 percent. Direct mail sur-veys typically generate a two to four percent response rate. The purpose of the survey was to determine the opinions, ideas, and concerns of the residents to serve as a foundation for decision-making regarding parks and recreation. By understanding the citizens’ needs and interests, the Township will be able to direct plan-
ning and resources for the benefit of the community overall. The value of a survey is that the general citizenry could offer their opinions and ideas. This is important information as it represents the majority of the citizens not organized as any one special in-terest.
Findings � Top Recreational Pursuits –
Walking, playing, and socializing in Township parks, nature enjoy-ment, bicycle riding and exercise and fitness are the top five activi-ties in which Township residents participate.
� High Level of Park Visitation – The respondents are frequent park visitors. Nine out of ten survey re-spondents, 90 percent, reported using Township parks. This is a very high response rate, signifi-cantly higher than the national average of 72 percent. And they use multiple Township parks with respondents reporting using six to eight different parks. The most popular parks appear to be South Ardmore, General Wayne, and Rolling Hill. In addition, about one in two respondents reported us-ing private recreation facilities for sports and fitness.
� High Marks on Parks – Three out of four respondents, 75 percent, rated Township parks as good to excellent. Park characteristics gar-nering the highest rating included location, safety, cleanliness, attrac-tiveness, and being fun places to spend free time. Appeal to people of all ages, types of facilities, and access to nature got lower ratings although still positive at 60 to 62 percent.
� Places to Walk and Bicycle – While respondents generally re-sponded that most recreation facilities are available in the com-munity, they stated that there were not enough bicycle trails (71 per-
Chapter 2Community of Neighborhoods
17T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
cent) and walking paths (61 per-cent).
� Activities of Interest – The top activities in which citizens are interested include programs of-fered by Lower Merion Township, events sponsored by the Civic As-sociations, recreational classes for adults, boating, and the arts.
� Participants and Programs – Families and adults would be the two groups most likely to partici-pate in programs offered by the Township. Generally, respondents stated that children and youth are served recreationally. Overall, par-ticipants in Township recreation programs stated that the programs are interesting, of high quality, and scheduled in convenient locations at suitable times. Aspects of pro-grams for the Township to improve include advertising, providing reg-istration via the internet, allowing credit card payments, and recre-ation leadership.
� Awareness about Parks and Rec-reation – Lake of awareness was reported as the chief reason that prevents citizens from participat-ing in recreational opportunities. The area in which they would like more information include: trails (75 percent), recreation facilities (64 percent), programs and activi-ties (61 percent), where to get in-formation about parks and recre-ation (57 percent) and Township parks (56 percent). Most would prefer getting information on the Township website and through newsletters mailed to the homes.
� Supporting Parks and Recreation – More than half of the respon-dents are willing to pay program fees and charges to use facilities with high maintenance costs.
Public Participation Process Key Findings
Key findings of the public involve-ment process include the following:
� Consistency and Changes Since
1996 – Comparisons with cur-rent public opinion to those in the 1996 Parks and Recreation Plan found many similarities. The resi-dents continue to have significant pride in their community and the park and recreation system. Con-servation is important. More ball-fields are needed. Neighborhoods are concerned about potential negative impact from park use on the residents. Citizens expressed more interests in community con-nections and safe places to cycle and walk. Interest in volunteer-ism has increased although sports organizations continue to express concerns about the limited volun-teering by their members.
� High Level of Park Use – Field observation, interviews, and the public opinion survey found that Lower Merion Township’s parks receive high use and that there are not enough facilities to ac-commodate recreation needs. The citizens are major users of Township parks: nine out of ten survey respondents, 90 percent, responded that they use the parks - and they rate the parks as “good to excellent”.
� Growing Sports Participation – League registrations have in-creased dramatically and the need for more ballfields is pressing.
� Lifelong Active Healthy Rec-reation Interests – The citizens want to experience a full range of recreation opportunities be-yond sports, mainly in the area of nature, wellness, and family experiences and opportunities for adults. They also want safe places to walk and bicycle as well as year round indoor recreation opportu-nities.
� Volunteerism is popular. People want to help out. Trails, events, park development (especially Linwood Park), programs, and conservation initiatives have at-tracted many volunteers.
� Park Use and Neighborhood Interests – Two views of parks and recreation access exist in this large township. In areas where the Township is more “country,” the residents expect to drive for recreational opportunities and want their area to remain sce-nic and rural in character. In the “town” areas of the community, people like to access recreation by walking or bicycling and don’t want to have to get into their cars to drive somewhere. Planning for both conservation and more recreation opportunities where citizens are concentrated and where re-development is likely are both important. Neighbors near ballfields express concern and opposition to recreation near their homes, including the use of private school facilities for public recreation.
� Meeting Needs of the Less For-tunate – The areas of the commu-nity where citizens have financial challenges need attention and support as the Township moves forward with the exploration of ways to support parks and recre-ation financially.
� Increasing Public Awareness –Getting information to the public about recreational opportunities conveniently and in a timely way is crucial. The provision of infor-mation using new technology will be one of the most important ser-vices the Township could provide in the future.
TRENDSWhen Lower Merion Township de-
veloped the last parks and recreation plan in 1996, the world was much different. Laptops and cell phones were only beginning to appear. Cam-eras still had film. The Internet was by dial-up. There was no texting, Facebook, or Twitter. Trends repre-sent underlying forces, basic human
Chapter 2Community of Neighborhoods
18PARKS & RECREATION PLAN UPDATE
Chapter 2Community of Neighborhoods
needs, attitudes, and aspirations. They help the Park and Recreation Department navigate the world, un-derstand what is happening and why, and prepare for what is yet to come. Trends help identify emerging cur-rents or forces gaining momentum in the community. Monitoring the pulse of culture as it shifts helps the Department ensure that its services and facilities remain relevant to the citizens for the future. For example, how citizens get information has im-plications in how the Department delivers it. The future starts now and the challenge to the Parks and Recre-ation Department is determining how to apply the trends in public service. Trends affecting society that have rel-evance to parks and recreation plan-ning include those shown in Table 1.1
Trends in Lower Merion TownshipTrends that affect parks and recre-
ation in Lower Merion Township are shown in Table 2
SUMMARYLower Merion is a community of
neighborhoods in which the resi-dents have great pride. The Town-ship is nearly fully developed and has had a relatively stable population for decades. The prospects of rede-velopment of neighborhoods could generate a significant number of new households with the addition of hous-ing units in Ardmore, Bryn Mawr and City Avenue. Including recreation and public spaces as part of the re-development planning is crucial. The findings of the robust public partici-pation process indicate that there is strong interest in the conservation of natural resources; development of more athletic fields; establishment of a coordinated volunteer program; increase in recreation programs for families and adults; and support to support for parks and recreation.
1Popcorn, Faith. (2011). TrendBank. Brain Reserve. http://brainreserve.com.
19T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
9
the trends in public service. Trends affecting society that have relevance to parks and recreation planning include those shown in Table 1.1
Table 1. Societal Trends and Implications for Parks and Recreation
Trend Implication Awareness that good health extends longevity and leads to a new way of
life.
Establish active healthy living recreation programs as a focus.
Workingwomen and men, questioning personal/career satisfaction and goals,
opt for simpler living.
Increase public awareness about close to home, free recreation opportunities that citizens can do on their own such as bicycling,
walking, experiencing nature, and playing with family and friends.
Too fast a pace, too little time, forces people to assume multiple roles.
Make experiencing parks and recreation convenient, easy in any way possible from registration through scheduling, and serving as
the “go to” resource for information on recreation.
A reaching back to spiritual roots.
Build a sense of community by personalizing contacts with
citizens and participants as much as possible. Use information
database to identify citizen interests and develop outreach programs tailored to individual participants. Feature photos and
testimonials about parks and recreation in publications and on website.
Belonging to a group that represents common feelings, causes or ideals;
validating one’s own belief system.
Need to protect oneself from the harsh,
unpredictable realities of the outside world.
Establish Lower Merion’s parks and recreation system and
services as a haven for individual growth and establishment of healthy family and social bonds that create a sense of community.
Nostalgic for their carefree childhood, baby boomers find comfort in familiar
pursuits and products from their youth.
Explore the creation of activities, programs and leagues that are emerging as popular nationwide such as kick-ball leagues, and
day camps for adults.
To offset a depersonalized society, consumers crave recognition of their
individuality.
Strive to develop targeted outreach programs based upon interest in the way that on-line business do. Provide excellent customer
service.
Current times whet our desire for roads untaken and adventure, especially
among the active aging population.
Consider the development of adventure-based programs, trips and opportunities. Use this desire in advertising and images to
generate more participation and use of Township parks and recreation facilities
Consumers, anxiety-ridden by social,
economic, political, and ethical chaos, find themselves beyond their ability to
cope today or imagine tomorrow.
Provide outstanding customer service. Make participation as easy
and convenient as possible. Provide information in real time through the website or social messaging about schedule or facility
changes.
The country rediscovers a social conscience of ethics, passion and
compassion.
Capitalize on this interest in Lower Merion Township by establishing a volunteer program with an emphasis on
conservation and environmental education.
Stressed-out consumers want to
indulge in affordable luxuries and seek
ways to reward themselves.
Develop a way to tell the story of how community parks and
recreation present means for people to refresh themselves.
Citizens can improve their lives through active living, personal growth & development and by experiencing nature.
1 Popcorn, Faith. (2011). TrendBank. Brain Reserve. http://brainreserve.com.
Chapter 2Community of Neighborhoods
20PARKS & RECREATION PLAN UPDATE
10
Trends in Lower Merion Township
Trends that affect parks and recreation in Lower Merion Township are shown in Table 2.
Table 2. Lower Merion Township Trends and Implications for Parks and Recreation
Trend Implication
Sports Participation: Increasing – Sports participation increased by 56 percent since 1996. Sports leagues play year round thus
compounding the problem of organizations
wanting to use dual use facilities. Fielding the number of players interested in playing sports
is difficult and waiting lists for participation in community sports could be possible in the
future. People see sports as a way to get children into college and on scholarship.
Therefore, public expectations of sports
opportunities are high. People also have high expectations for the school district for facilities.
Creative approaches to addressing ball field shortages in Lower Merion need to be considered. This includes
re-arrangement of existing facilities, acquiring additional parkland where possible, developing synthetic turf
surfaces, and installing field lighting where possible.
Opportunities for land acquisition and field lighting are limited. Continued collaboration with the Lower Merion
School District and sports groups is paramount.
Physical Activity and Playing Outdoors:
Decreasing - Kids are staying in and using technology instead of being active and outside.
Youth ages eight to 18 year-olds devote an average of seven hours and 38 minutes to
using entertainment media across a typical day (more than 53 hours a week)2. There is less
personal contact among people, especially
youth, because of technology. Less than half of adults get the recommended 150 minutes
per week of moderate level physical activity necessary for health benefits.
Need to build stewards for the environment among
future generations as well as foster active healthy
lifestyles. Providing experiences in active healthy living through parks and recreation is crucial to public health.
Supporting healthier lifestyles through recreation can help people make long-lasting and sustainable changes
that can reduce their risk for chronic diseases. A
number of provisions in the health reform law are aimed directly at improving population health by addressing
conditions where Americans live, learn, work, and play. Consider establishing the Parks and Recreation
Department as the convener of related organizations in
Lower Merion to engage in planning a common strategy for addressing this issue. This would include the School
District, hospitals, Y’s, fitness clubs, health care providers and social service agencies.
Electronic Media: Becoming the Preferred Means of Communication - Citizens want
easy access to register for programs on line. People are hungry for information about parks
and recreation opportunities.
Technology is increasingly important in helping people
learn about parks and recreation. Use of the website and the Township newsletter
2 Rideout, Victoria, Foehr, Ulla, and Roberts, Donald. Generation M2. (2010) Media in the Lives of 8 – 18 Year Olds. Menlo Park, CA: Kaiser Family Foundation. P. 11.
Chapter 2Community of Neighborhoods
2Rideout, Victoria, Foehr, Ulla, and Roberts, Donald. Generation M2. (2010) Media in the Lives of 8 – 18 Year Olds. Menlo Park, CA: Kaiser Family Foundation. P. 11.
21T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
11
Sense of Community: Ever More Important to the Citizens - People want to have a sense of community and be socially connected.
Cultural diversity is increasing.
The parks and recreation programs provide a vehicle for establishing a sense of community in Lower Merion
Township. Providing ways for citizens to come together on shared interests builds community. Involving people
of various cultures, ethnicities, and economic levels in
community parks and recreation planning will become increasingly important.
Traffic: A Concern - Lifestyle choice here is rooted in the automobile. Traffic and the number of vehicles are increasing. Parking in
parks is a problem.
Continue implementation of the Township’s Bicycle Plan. Advancing Lower Merion’s efforts to become
bicycle and pedestrian friendly are important. Working
to attain designation, as a Bicycle Friendly Community and a Runner Friendly Community is a desirable goal.
Bicycling: Safe Places to Ride for Transportation and Recreation Needed –
Bicycling emerged as a major interest of the
citizens. They want to be able to cycle safely for recreation, transportation and fitness. Youth
want to be able to ride their bikes to parks. Connections from neighborhoods to the
regional trail system are highly desirable.
Volunteerism in Conservation: On the Rise - People want to volunteer but don’t know how
or where to go or who to contact to get involved. Although many don’t know what they
could do as volunteers, they would like to
serve. Organizations using volunteers report interest and growing participation but that
efforts are fragmented and disorganized.
Explore the establishment of a volunteer program in the
Parks and Recreation Department.
Community Recreation Conflicts: Active Recreation vs. Neighbors - Recreational
facility use generates conflicts primarily regarding sports use between the community
at large and the desire of adjoining residents.
Careful consideration of such situations should continue with an eye toward creative solutions that achieve a
balance of meeting community needs and the quality of
life in neighborhoods.
Scheduled and Open Use Facilities: Facility time for Self-Directed Play Needed -
Opportunities for unorganized activities are very limited due to highly scheduled facilities.
Allocating time or specific facilities for citizen for games
and sports on their own would help citizens to get outdoors to play.
Canine Park Use - Dogs in parks are controversial.
Providing information about where dogs are allowed in
parks will foster public understanding about canine use
of parks. Lower Merion Township has made provisions for dogs in parks, convenient clean up for dog owners,
and protection of park areas that are not appropriate for dogs such as sports fields.
Chapter 2Community of Neighborhoods
22PARKS & RECREATION PLAN UPDATE
12
Evolving Senior Population: more active, healthy, involved and interested. Independent and focused on leading active
healthy lifestyles. People are retiring later.
Planning for facilities that people can use throughout their lifetime and on an expanded basis when they retire
will help Lower Merion Township to make the best use
of resources. Single purpose senior citizens centers work now but are expected to lose appeal to future
generations of retirees.
Township is Built Out: Limited Space for
Park Expansion. While the need for additional recreation facilities is apparent, land
is very expensive and generally not available.
Re-development in town centers and along the river
offers opportunities for recreation and public spaces.
Tax Base: Decreasing. Key stakeholders expressed concern about the perception that
parks and recreation may not be an essential service. This is especially distressing during
the current economic downturn.
Making the case that parks and recreation is integral to the quality of life in Lower Merion Township. Interviews
found that residents reported moving to this community
because of the public park system.
Summary
Lower Merion is a community of neighborhoods in which the residents have great pride. The Township is nearly fully developed and has had a relatively stable population for decades. The prospects of redevelopment of neighborhoods could generate a significant number of new households with the addition of housing units in Ardmore, Bryn Mawr and City Avenue. Including recreation and public spaces as part of the redevelopment planning is crucial. The findings of the robust public participation process indicate that there is strong interest in the conservation of natural resources; development of more athletic fields; establishment of a coordinated volunteer program; increase in recreation programs for families and adults; and support to support for parks and recreation.
Chapter 2Community of Neighborhoods
25
The recommendations of this plan aim to continue the tradition of parks and recreation as vital to the quality of life including:� Continued conservation of the
community’s natural and scenic resources,
� More vibrant, interesting, and greener parks,
� Ways to expand facilities for sports and active healthy living,
� Enhanced recreation opportuni-ties for people of all ages, espe-cially adults and families, in the areas of nature, fitness and well-ness, and the arts,
� Expansion of public recreation spaces and services in communi-ty hubs through community re-development,
� Streamlined park main-tenance through the de-velopment of a formalized maintenance management system, and
� Strengthened support for operations through public and private funding, part-nerships, and volunteerism.
Together, the strategies of this plan offer something for everyone. They will make even more use of the tremendous energy, creativity, and commitment that citizens already have for parks, recreation, and con-servation by providing new channels
for people to work together toward common goals. The Plan Advisory Committee and community organi-zations have already demonstrated their commitment to moving forward in parks and recreation by identify-ing key issues and generating solu-tions and future directions through constructive dialog during the plan-ning process. This is a positive sign that the plan’s fundamental concepts have broad public support – for the community’s support and initiative, and that of Township leadership, are vital for putting this plan into action. Working together, community or-ganizations, citizens, and Township government will help to sustain and
enhance Lower Merion’s wonder-ful parks and recreation system that has earned both love and investment from so many people.
This chapter presents a critical analysis of the parks and recreation system. It establishes core values,
the vision, and the mission for the Township’s parks and recreation system. Five goals set forth the di-rection for the plan and provide a framework for achieving the vision of a premier parks and recreation system in Lower Merion Township. The goals detail specific objectives and actions for Lower Merion Town-ship to undertake.
PARKS AND RECREATION IN LOWER MERION TOWNSHIP
Lower Merion Township has 704 acres of open space including 650 acres of parkland in 47 parks ranging from less than a quarter acre to over 100 acres. The citizens can experi-ence a variety of activities in the parks ranging from the peaceful quiet of enjoying nature to the excitement of playing sports or learning a new skill. The recently renovated Belmont Pool captured the “Best of Philly” award. The Ardmore Community Pool is so beloved that it is hard to get a spot there on a beautiful summer day. More than 11,000 participants play in the community sport leagues. About 350 people turned out to volunteer a day of their time to plant trees along the Cynwyd Trail. Nine out of ten re-spondents to the direct mail public
1 Center for Opinion Research. (2004) Lower Merion Township Resident Survey. Lancaster, PA: Franklin and Marshall College Floyd Institute for Public Policy. P 3.
Lower Merion Township is a premier residential community. In a public opinion survey1,
residents listed parks and open space as the best feature of Lower Merion Township along with
location and schools.
c h a P T e r 3r e c o m m e n d a T i o n S
26PARKS & RECREATION PLAN UPDATE
opinion survey reported that they use Township parks. Favorite activities are walking, playing in the parks, enjoy-ing nature, cycling, and fitness. They would like to have more programs for families and adults. Most of all, they want to know more about recreation facilities, parks, trails, and programs. Access to timely information will be an important way to expand recre-ational opportunities for the resi-dents. More than 50 organizations in this community voiced a common theme: their love of community and willingness to work in partnership to make it even better.
Based upon input from the citi-zens and community organizations, research and extensive field work conducted for this plan, five themes emerged for Lower Merion Township to address over the next ten years: parks and recreation facilities, natu-ral resource conservation, commu-nity hubs, programs and services and supporting parks and recreation. By addressing these areas, the Township will advance the goal of achieving a premier parks and recreation system.
Parks and Recreation FacilitiesThe parks are treasured and heav-
ily used. However, they are somewhat tired and need to be refreshed with
amenities. The citizens want such things as more places to sit and so-cialize, facilities for people of all ages, more pathways for safe walking and cycling, dynamic playgrounds, and areas to enjoy nature.
There are not enough sports fields. The existing ones are worn out and overused. A reconfiguration of the ball fields could help. Continued col-laboration with the Lower Merion School District will provide joint ben-efits and support. Potential develop-ment near the Schuylkill River could potentially add space for more facili-ties that could include field lighting because of the remote location away from residences.
Focusing on natural resource man-agement in the parks will be impor-tant over the next ten years. Adding more street trees, perennials & grass-es for color, and trees for shade will help to attract more people outside for activity, socialization, and respite. Raising the bar on design in the parks is essential. Just as the Township did for Belmont Hills, the Ardmore Pool, and Linwood Park, focusing on great design in tandem with community involvement is a winning combina-tion that will benefit citizens now and into the future.
EnvironmentSince the 1996 Park & Recreation
Plan, the conservation of Lower Mer-ion Township’s natural resources has emerged as a major community focus. Citizens and community groups are actively involved in projects such as tree planting, streambank stabiliza-tion, and beautification. Organiza-tions are offering training opportuni-ties designed to increase the expertise of volunteers in conservation. Natural resources, the scenic beauty of the community, and the outstanding tree canopy of Lower Merion Township are extremely important to the citi-zens. Working partnerships between the Township and conservation orga-nizations such as Riverbend Environ-mental Center and the Lower Merion Conservancy are vital. New groups such as the Park Friends umbrella or-ganization are forming with a strong focus on environment. Citizens want more access to natural areas. Provid-ing convenient ways for citizen to get into public places to experience na-ture can include trail maps, signage, benches for waiting and resting, loop trails for hiking and walking, and parking. By helping people to enjoy nature, the Township will inspire fu-ture generations of park stewards.
Parks offer opportunities to solve environmental problems such as flooding, erosion, and deteriorating stream corridors through design and maintenance practices that empha-size environmentally sensitive solu-tions. Rain gardens can help with storm water management. Riparian buffer plantings along streams will stabilize streambanks and filter pol-lutants.
Community HubsLower Merion is a large township
that consists of multiple communities and neighborhoods, each of which has its own strong identity. The most intensely developed of these areas are those that typically formed around
Chapter 3Recommendations
27T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
the original Pennsylvania Railroad station stops and include Bryn Mawr, Ardmore, Bala Cynwyd and the City Avenue District. The Township has undertaken separate master plan-ning efforts focused on revitalization and enhancement of these areas. The planning efforts provide detailed rec-ommendations focused on strategic recommendations for targeted invest-ment and physical improvements. The result will be the introduction of new residents in Lower Merion Town-ship in environments focused heavily on the walkable and transit-oriented lifestyle. Parks and recreation needs of the future residents as well as those already living within the transit-oriented hubs of the Township will, like all Township residents, have the ability to use recreation facilities of varying types located throughout the Township. Residents in these areas, however, will also by the very nature of their “metro-lifestyle” look to ful-fill their recreational needs in places that are walkable and in close prox-imity to their residences. As already found in residential preferences in these hubs, the residents most like-ly will not to want to drive to enjoy parks and recreational opportunities and in some case, car ownership may be much lower for this population. This is important to consider, since the argument could be made that the housing types proposed represent opportunities for younger profes-sionals, possibly those that grew up in the Township and want to live in the Township, yet cannot afford a single-family home. The opportuni-ties extend to empty nesters anxious to enjoy an active lifestyle without all the work or expense required by larg-er single-family homes. It is impor-tant that the Parks and Recreation Plan Update acknowledge the poten-tial spaces and to present that these spaces could be programmed for uses which best serve neighborhood and some case broader Township needs.
Programs and ServicesSince 1996, organized recreation
programs in Lower Merion Township have increased fourfold. Over 53,000 participants attended programs, vis-ited Township pools, and enjoyed the Ardmore Avenue Community Cen-ter in 2010. Participation has been steadily increasing over the last 15 years. Program participants consis-tently rate the programs as good to excellent. The Parks and Recreation Department’s three-pronged ap-proach to public recreation opportu-nities includes:� Providing organized scheduled
programs, events, and activities;� Facilitating programs and activi-
ties sponsored by other commu-nity organizations such as the 16 community sports leagues, 17 civic associations, and other vol-unteers; and
� Encouraging self directed recre-ation opportunities by providing information and facilities that are safe, clean and ready to use. Such activities include walking, bicy-cling, taking the family pet to dog friendly areas, pick-up games, so-cializing in the playgrounds, river based recreation for fishing and boating, and many other activities.
Services are evolving in recogni-tion of fiscal challenges. The Town-ship has established a policy of recovering the cost of recreation programs through user fees and charges, which is supported by the public. The Township initiated a fee for the Summer Playground Pro-gram. The Department has estab-lished partnerships with commer-cial and non-profit providers to offer public recreation programs. This has enabled the Township to avoid staff and facility costs while still of-fering a broad range of community recreation activities.
The future direction of recreation will be continued service to youth with more service for families and adults in the areas of nature, fitness, and wellness. Active healthy living in a green and sustainable environment will be a guidepost. Establishing the Parks & Recreation Department as the “go to” source of information about parks, recreation facilities, programs, and self-directed opportu-nities will become more important. Providing strong customer service focus is key. Offering convenient ways and friendly customer service to meet and exceed citizen expecta-tions will be the path to garnering public support that is vital to the fu-
Chapter 3Recommendations
28PARKS & RECREATION PLAN UPDATE
ture of parks and recreation in Lower Merion Township.
Supporting and Sustain-ing Parks and Recreation
Lower Merion Township has dem-onstrated a strong commitment to its parks and recreation system. In the last 15 years, the Township has invested $10.4 million in capi-tal improvements from grants from many sources in addition to town-ship funding including Montgomery County Open Space program, U.S. Department of Housing and Urban Development (HUD) Community Development Block Grant (CDBG) funds, TreeVitalize and the Keystone Community Partnership Program of the Pennsylvania Department of Conservation and Natural Resources. The Township appropriates four to five percent of its operating budget to Parks and Recreation annually. While the investment of $51 per capita an-nually in parks and recreation op-erations is more than Pennsylvania’s statewide average of $30, it is less than the national average of $65. The positive ratings by the public on the high quality of maintenance, beau-tiful appearance of the parks, and clean and attractive facilities attest to the Department’s diligence and commitment to park maintenance. The Township invests significantly in park maintenance and implemented the recommendation from the 1996 Parks and Recreation Plan to unify parks and recreation. Due to the size of the park system with its extensive recreation facilities and natural re-sources, park maintenance has been operating primarily in response to immediate needs and issues and less so within a framework of a planned written maintenance management system. The pressure and real-time demands on the park maintenance division for service has not enabled management to take the time to de-velop a formal maintenance manage-ment system. Having a maintenance
management program in place will be vital to the sustainability of the parks and recreation system in the future including resource protection, responsible public use, and finan-cial support. In the lifetime cost of a park, three out of every four dollars are spent on maintenance and op-erations. Just as the Township over-all operates with fewer staff, so does Park Maintenance. Three positions are currently unfilled. The present level of work exceeds the current ca-pacity of the staff. Past practices of adding capital improvements and fea-tures with complex mechanics need to evolve to include discussions about how those facilities will be supported in the future in terms of staff and budget. Every park plan and capital improvement project should outline a maintenance and financial plan for long-term support. Park maintenance management plays a central role in determining how to continue to keep up the parks efficiently through such alternative means as public/private partnerships, contracting out spe-cialized maintenance functions, and even exploring a new approach to vol-unteerism as an organized program.
Lower Merion Township has many volunteers – both organizations and individuals. They provide valuable services. The Township would like to expand volunteerism in the future
with a goal of having a park friends group for every park. In order to at-tain this goal of maximizing volun-teer involvement, it is important to recognize that volunteers are not “free”. They come with a cost. Vol-unteers must be recruited, trained, monitored, supervised, and recog-nized. Volunteers generate many telephone calls; requests for services, materials, equipment and supplies; staff support and assistance; need for coordination; and problems that require resolution. Volunteers have a level of expectation that Township staff will provide what they need when they need it. Ideally volunteer efforts should create less, not more, work for the Township. However, they do need a basic level of support in order to make their efforts worth-while and productive. The Town-ship needs a volunteer coordinator to manage the large cadre of volunteers and meet the Township’s goal of ex-panded community volunteerism.
CORE VALUES, VISION, MISSION AND GOALS
The core values, vision, mission and goals serve as the foundation for planning, decision-making, and the allocation of resources in the future.
Core Values
As the qualities prized by the community of Lower Merion, the core values are embodied in the mis-sion, vision, and recommendations for parks and recreation. All policies and actions should be rooted in the core values.� Community Enrichment – Enrich
lives through recreation.� Leadership – Provide a central
unifying force in the community to assemble partners in the pub-lic and private sectors working to serve the public; conserve natural resources; and establish a premier parks and recreation system.
Chapter 3Recommendations
29T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
� Fun – Deliver fun to customers. � Exceptional Customer Service
– Provide service to our residents that are convenient, stress reduc-ing, time-sensitive, responsive to their needs, and friendly.
� Health and Wellness – Promote healthy lifestyle opportunities.
� Quality – Strive for quality in all aspects of parks and recreation.
� Diversity – Model diversity in ven-dors, employees, and customers.
� Safety – Ensure safe and secure environments.
� Accessibility – Provide accessible and affordable options and a vari-ety of offerings.
� Stewardship – Preserve and con-serve cultural, natural, and histori-cal resources.
� Building a Legacy – Create a vi-sion for the future while sustaining the park system.
� Community Identity – Strength-en the sense of community here through parks and recreation in supporting Lower Merion Town-ship as a special place in which to live.
Vision StatementOur first class parks and rec-
reation system blends active,
healthy living with the conser-
vation of open space, natural
resources, and scenic beauty to
promote a way of life unique
to Lower Merion Township.
Mission StatementOur mission is to help our
citizens engage in active healthy
lifestyles and to conserve our
natural resources. We do this
by collaborating with public
and private sector partners
and providing public service
that is friendly, convenient,
and exceeds expectations.
GoalsThe goals are based upon the com-
munity values, vision, mission, and themes that emerged in the planning process.
Goal 1: Enrich parks and recre-ation facilities as com-munity destinations where residents can have fun, ex-perience nature, socialize, and exercise.
Goal 2: Conserve our natural re-sources by using best management practices in the parks for conservation, public education, and part-nerships.
Goal 3: Ensure that a wide variety of recreation opportuni-ties is available to people of all ages and interests in the community.
Goal 4: Work in collaboration with Township planners on the redevelopment of the vil-lages regarding parks and recreation to ensure that public recreation facilities, opportunities, and part-nerships in management are incorporated into the improvements.
Goal 5:Provide operational excel-lence and financial sus-tainability that will garner wide-spread public support for parks and recreation.
Goal 1: Enrich parks and recreation fa-cilities as community destinations where residents can have fun, experience nature, so-cialize, and exercise.
Objective 1
Increase the number and quality of sports fields.
Recommendations1. Reconfigure the sports fields as
follows:� Bala Cynwyd Park – Convert a 90’
ballfield to a 6o’ ball field.� Gladwyne Park – Re-establish a 60’
ballfield in a preferred orientation.� General Wayne Park – Eliminate
the 60’ ballfield and re-establish a 75’ or 90’ ballfield.
� Penn Wynne Park – Develop two 60’ ballfields. Complete a master plan for the park to define ball-field and other facilities locations.
� Polo Field – Establish one 90’ ballfield and two 60’ ballfields. Complete a master plan for the park to define ballfield and other facilities locations.
� South Ardmore Park – Convert a 60’ ballfield to a 90’ ballfield and re-establish a 60’ ballfield to elim-inate overlapping outfields with other facilities.
� Vernon Young Memorial Park – Convert a 90’ ballfield to a 60’ ballfifeld to eliminate overlapping outfields.
� Maximize the size and number of multipurpose fields at existing parks to eliminate multipurpose fields overlapping ballfield infield areas.
Chapter 3Recommendations
30PARKS & RECREATION PLAN UPDATE
Objective 2
Continue to work with Lower Merion School District on joint planning, development, use and maintenance of ballfields and game courts.
Recommendations1. Work with the Lower Merion
School District in partnership in improvement of Polo Field.
� Develop a park master plan for Polo Field. Investment in this park has been inhibited due to lack of control and ownership. Understandably, the Township is reluctant to invest in a property without clear ownership and con-trol.
� Consider the potential of develop-ing this site as a sports complex with a synthetic turf field and lighting. Additional synthetic (multipurpose and ballfields) fields should be maximized on the site as possible with consid-eration of parking needs and ar-eas for support facilities. The facilities would serve the School District, the Lower Merion Town-ship Parks and Recreation De-partment, and community sports leagues.
� Plan the park to serve as a com-munity park to serve the pub-lic well beyond the organized sports. The addition of trails, sit-ting areas, play equipment and landscaping would entice people to use this park for a variety of active outdoor recreational ac-tivities.
Objective 3
Work with developers on potential location of additional recreation facilities near the Schuylkill River
Recommendations1. Continue to discuss opportuni-
ties for riverfront recreation with private sector enterprises.
2. Strive to obtain land for addi-tional general recreation, sports fields, paths, and amenities that enable citizens to use the river-front to recreation. Explore the potential to locate synthetic turf fields with field lighting here.
3. Evaluate the potential to add an indoor year round recreation fa-cility along the riverfront.
4. Strive to obtain linkages for walking and bicycling trails in conjunction with any riverfront development.
Objective 4
Explore the potential of Flat Rock Park as a crown jewel in the Lower Merion Township parks and recreation system.
Recommendations1. Develop a Friends of Flat Rock
Park group.2. Create a specific park manage-
ment plan for Flat Rock Park that includes programs, events, main-tenance, an on-site presence dur-ing peak hours, and educational programs to teach residents how to engage in water based recre-ation activities.
3. Consider this as a chief park site that could host river related rec-reation programs and events.
4. Address the control of geese in this park.
Objective 5
Develop a playground planning and improvement program.
Recommendations1. Plan playground improvements
that are unique to Lower Merion Township, themed for different locations.
2. Develop a natural area. Consider Penn Wynne Park as a poten-tial location for the playground and tie the natural theme to the
wooded portion of the park and the small stream that traverses the site. Another potential loca-tion is Wynnewood Valley Park.
3. Replace or revitalize playgrounds every 15 years or sooner in com-pliance with evolving safety, accessibility and technology guidelines or requirements. U.S. Product Safety Commission, the American Society of Testing Ma-terials, and the U.S. Justice De-partment continuously update their guidelines and standards. Keeping pace with these changes will enable Lower Merion Town-ship to provide for the health safety and welfare of the residents through excellent public service, maintain appropriate standards of safety and accessibility, and re-duce the municipality’s exposure to liability.
Objective 6
Ensure that all parks include an environmental component as part of the park, design, operation, and programming.
Recommendations1. Penn Wynne Park – Develop a
nature trail to explore the full ex-tent of the park site. Enhance the
Chapter 3Recommendations
31T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
riparian buffer along the small stream by removing invasive spe-cies and introducing native ripar-ian buffer plantings. Consider planting meadow grasses outside of recreation use areas to expand the riparian buffer to filter pol-lutants and minimize mowing. Consider establishing a small na-tive plant nursery on the south side of the stream for municipal purposes.
2. Polo Field – Plant deciduous trees throughout the park to pro-vide shade and create a sense of enclosure. Introduce shade trees in parking areas to minimize heat island effect and near spectator areas to create comfortable areas for viewing activities.
3. Richie Ashburn Ballfield – En-hance the streambanks south of the ballfield by removing invasive species and introducing native vegetation as a riparian buffer along the stream. Install a pedes-trian bridge to link to the adja-cent Kenealy Nature Park.
4. South Ardmore Park – Intro-duce rain gardens to infiltrate stormwater runoff from courts and impervious surfaces. Add trees in non-programmed areas of the park for shade and to create intimate areas for informal enjoy-ment of the park.
5. Vernon Young Park – Introduce rain gardens to infiltrate storm-water runoff from courts and impervious surface areas. Plant deciduous trees near the play-ground and Ardmore Commu-nity Center and street trees along the park’s frontage for shade and to create a sense of place. Com-municate with PALM to explore opportunities for introducing raised-bed gardens in the park that could be planted and tended by the Seniors of PALM.
6. Bala Cynwyd Park – Remove in-vasive species along the Cynwyd
Heritage Trail corridor and add native plantings.
7. Gladwyne Park –Plant decidu-ous trees for shade.
8. General Wayne Park – Establish rain gardens to infiltrate storm-water runoff from courts. Plant deciduous trees to create a picnic grove and enhance the riparian corridor with native plantings.
9. McMoran /Lewis J. Smith Parks – Plant deciduous trees to pro-vide shade and create a sense of place. Remove any invasive spe-cies found in the wooded area and reforest as necessary.
10. Sharpe Park – Continue to work with the Friends of Sharpe Park in their efforts to create environ-mentally sound improvements and programs here.
Objective 7
Evaluate, design and upgrade parks with consideration of safety and security of users.
Recommendations1. Follow the principles of CPTED
(Crime Prevention Though En-vironmental Design) including the following recommendations. Work with Township police on this effort.
2. Maintain clear sight lines into the parks from public streets and sidewalks. Avoid locating facili-ties in isolated areas to promote safe recreation environments.
3. Locate recreation facilities for safety. Provide safety zones, sepa-ration and physical barriers be-tween parking and roadways, and avoid conflicts between park us-ers and pedestrians and vehicles.
4. Provide physical barriers be-tween adjacent roadways and parking areas.
5. Limit vehicle penetration into park sites, as possible to avoid pedestrian/vehicle conflicts and safety issues.
6. Provide trails of adequate width for the intended users.
7. Provide adequate safety zones surrounding ball fields. Do not locate trails, playgrounds, and other facilities in foul ball zones of the softball and baseball fields. Separate spectator seating from ball fields with fencing.
8. Continue to work towards meet-ing Consumer Product Safety Commission (CPSC) Guidelines for Public Playground Safety in all playgrounds. Provide play equipment that meets the safety and age-segregation criteria. De-velop play areas with safety sur-facing that is contained in edging to ensure the proper depth of safety surface material is main-tained. Maintain a phased im-plementation schedule for bring-ing all play areas into compliance with the CPSC.
Objective 8
Provide accessible trails, viewing areas, and other accommodations to meet the requirements of the Americans with Disabilities Act.
Recommendations1. Develop trails within all parks
to provide accessible routes from parking areas and sidewalks to recreation and support facilities.
2. Provide stabilized handicapped parking spaces in each parking area.
3. Provide accessible viewing areas adjacent to activity areas that are connected to an accessible route. Ballfields must have accessible viewing areas.
4. Consider the needs of the athlete with disabilities. Provide clear openings at gates and along fence lines. Provide other accommoda-tions to enable use of recreation facilities by persons with disabil-ities.
5. Develop playgrounds with play
Chapter 3Recommendations
32PARKS & RECREATION PLAN UPDATE
equipment that offers play op-tions for children who are physi-cally challenged.
6. Offer site amenities that accom-modate persons with disabilities. Provide picnic tables that are ADA compliant. Develop bench-es along trails with a stabilized space for wheelchair adjacent to the bench. Offer ADA compliant drinking fountains.
Objective 9
Design, plan and implement a Township-wide signage system for parks and recreation facilities.
Recommendations1. Build upon the Township’s sig-
nage system to establish a read-ily identifiable signage system for way finding, park and facility name, directions, rules and regu-lations, interpretation, and infor-mation.
2. Create a uniform signage system for all park signs that conveys the image of a premier public park system.
3. Use the design and standards of the Lower Merion Township way finding system as the basis for the park and recreation facility signage system.
4. Maintain uniform size, color, layout, materials, and graphic
image. The signage system should in-clude signs for the park name, facility names, directions, field names or numbers, regula-tions, information, and interpretation.
Objective 10
Continue to work on improve-ments to public restrooms.
Recommendations1. Complete the Township’s work in
the restoration of park restrooms.2. Ensure that restrooms have a
high level of maintenance to en-sure that they evoke a sense of public safety and security, conve-nience, freshness, and accessibil-ity.
Objective 11
Create destinations in parks where people can gather and socialize.
Recommendations1. Add pavilions to the parks. Con-
sider adding pavilions near the playgrounds in General Wayne Park, Polo Field, Penn Wynne Park, Ashbridge Park, and Wyn-newood Valley Park to provide shade and location for birthday parties and area for caregivers to gather. Develop pavilions in oth-er parks for general picnic use.
2. When adding pavilions, add amenities that people using the pavilions would use such as game courts, playgrounds, restrooms, and beautiful landscaping.
3. Vary the size of pavilions to ac-commodate different sizes of groups from smaller family gath-erings to large social events.
4. Consider the development of a scenic area for wedding locations for ceremonies or photography. This would be an affordable alter-native accessible to more people than Appleford Estate is.
Objective 12
Raise the bar on the design and construction of parks and recreation facilities.
Recommendations1. Establish design guidelines that
provide unified principles, con-cepts, furnishings, materials, and colors for all Township parks.
2. Establish policies for review, de-sign, development, and manage-ment of facilities.
3. Prioritize conservation of the nat-ural environment in the design process. Consider the designs for Belmont Hills Swimming Pool and Linwood Park as models for guidelines.
4. Strive to undertake improve-ments to the parks that are holis-tic and not piecemeal in order to provide a sense of presence and accomplishment in the public view.
5. Provide support and accessory facilities that create premier rec-reation facilities such as dugouts; picnic areas designed as a unit with grills, picnic tables, horse-shoe pits, shaded areas, and wa-ter; restrooms in high use parks; and benches at game courts.
6. Enhance parks with landscaping for color and interest and trees for shade.
7. Plan for long term maintenance as part of the design process. Consider the value of high tech-nology in improvements vs. the long-term maintenance costs re-quired to support the technologi-cal features. This includes items such as lighting, sinks for hand-washing, toilets and so on. In-volve the Park Superintendent in the planning and design process.
8. Coordinate facility planning with other Township departments such as Building and Planning for projects to be the responsibil-ity of the Parks and Recreation Department.
Objective 13
Improve and expand indoor recreation facilities.
Recommendations1. Develop a plan to improve the
Bala gym.
Chapter 3Recommendations
33T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
2. Conduct a feasibility study for PALM and the Ardmore Commu-nity Center together.
3. Refer to recommendations in Goal 3 Community Hubs.
Objective 14
Continue to monitor large parcels of land for potential changes in use that could present opportuni-ties to add more public parkland.
Recommendations1. Continue the collaboration of the
Building and Planning and the Parks and Recreation Depart-ments on community planning efforts that have implications for expanding or improving parks and recreation opportunities in-cluding outdoor recreation facili-ties, indoor recreation facilities, and trails.
2. Monitor St. Charles Borromeo Seminary for opportunities to work with the Archdiocese of Philadelphia on the future of the property for recreational use.
3. Work with developers along the riverfront and in community rede-velopment projects to secure pub-lic recreational space and facilities.
Goal 2: Conserve our natural resources by using best manage-ment practices in the parks for conservation, public education and partnerships.
Objective 1
Develop convenient access areas for passive parks.
Recommendations1. Create trail heads for: a. Kenealy Nature Park, b. Henry Lane Park, and c. Mill Creek Valley Park 2. Select a location with high public
visibility from the road.3. Provide a small stabilized park-
ing area; benches; information kiosk with trail maps and park information, and trail signs for each trail head.
4. Add benches or a few scattered picnic tables in larger parks to accommodate visitors who are meeting to enjoy the park trails together.
5. Consider composting toilets, bike racks, a small pavilion, and inter-pretative signs in selected appro-priate locations.
6. Continue to work with the Bri-dlewild Trail Association to maintain trail easements across private property. The Association maintains miles of trails in the community that are available for pedestrian and equestrian use.
7. Seek additional access easements from residential areas to passive
park sites to create safe pedestri-an linkages. This would be with willing landowners.
Objective 2
Increase public awareness about how to access and use passive parks.
Recommendations1. Provide information about the
passive parks on the Lower Mer-ion Township website. Identify the roads where parking areas for access are located. Develop trail maps that can be down-loaded for use exploring trails on the properties.
Objective 3
Establish a philosophy of environ-mental sustainability in the parks.
Recommendations1. Design parks to be sustainable
(minimal site disturbance, con-sider orientation for solar and prevailing wind, reuse previously disturbed areas).
2. Incorporate green infrastructure (stormwater infiltration, solar power, geo-thermal heating/cool-ing).
3. Incorporate green facilities (com-posting restrooms, porous pave-ments).
4. Use sustainable materials (re-cycled materials, natural stone, wood grown in sustainable man-aged forests).
5. Consider long-term maintenance requirements (no-mow/low-mow areas, native plants, metal roofs for buildings).
6. Consider life-cycle costs (roof replacement, playground equip-ment replacement, trail repav-ing).
7. Incorporate landscapes for learn-ing (interpretative signs, demon-stration projects, habitat areas).
Chapter 3Recommendations
34PARKS & RECREATION PLAN UPDATE
Objective 4
Improve Lower Merion Township’s parks for environmental sustainability.
Recommendations1. Rolling Hill Park – Eradicate in-
vasive species and monitor areas to deter re-establishment. Close trails that are unnecessary and are located on steep slopes.
2. Kenealy Nature Park – Stabi-lize the streambank and provide a connection to Richie Ashburn Field. Remove invasive species and plant native vegetation to ex-pand the wood cover.
3. Henry Lane Park – Introduce native vegetation as edge planting to expand the wood cover.
4. Shortridge Park – Stabilize stream and add riparian buffer planting on full length of stream in the park. Consider adding wildflower meadow planting along wooded edge of park to minimize maintenance. Add habitat area.
5. Sharpe Park – Stabilize steep slopes with native vegetation to address stormwater runoff erod-ing the pathways.
6. Pencoyd Park – Eradicate inva-sive species and replant with na-tive vegetation.
Objective 5
Address environmental issues on Lower Merion Township’s parks.
Recommendations1. Manage stormwater and enhance
water quality through infiltra-tion of runoff. Utilize BMP’s (Best Management Practices) such as broad grass swales, porous pave-ment surfaces, and rain gardens to promote infiltration of storm-water runoff that will minimize erosion and filter pollutants.
2. Continue to stabilize stream-banks:� Remainder of Shortridge Park, � West Mill Creek Park, � Wynnewood Valley Park, � Penn Wynne Park, � Harriton Park, � Merion Botanical Park, � Eco-Valley Nature Park, and � Flat Rock Park.
3. Develop and implement a plan to remove invasive species from the parks. � Work with the Lower Merion
Conservancy and volunteers to eradicate invasive species, as possible, in the parks and monitor the parks for new outbreaks.
4. Develop and implement a plan to stem the loss of the tree canopy in Lower Merion Township.
5. Promote and participate in Tree-Vitalize .� Provide information about
this important program to residents through the Town-ship website.
� Continue to plant trees throughout the community, especially in the parks.
Ecological Benefits of Riparian Buffers
• Stabilize Stream Banks – Deep-rooted vegetation binds the soil along stream banks, stabilizing the banks and preventing erosion during periods of high runoff.
• Improve Water Quality – Vegetation along streams traps and treats sediment, nutrients, and pollutants before they enter the stream or groundwater.
• Enhance Wildlife Habitats – Trees, shrubs, and grasses along streams provide habitat, shelter, and travel corridors for many aquatic and land species.
• Reduce Flooding and Sedimentation – Vegetation retains stormwater runoff longer, improves infiltration, and filters sediment from flowing downstream during floods.
• Keep Streams Cooler and Healthier – Shade from riparian buffers cools the stream waters, increasing the food, oxygen, and habitat for aquatic life.
• Enhance Scenery – Vegetation along streams adds beauty and diversity to the landscape.
Chapter 3Recommendations
35T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Objective 6
Develop strategies for solving Township environmental problems through solutions in the parks.
Recommendations1. Develop a strategic plan for
stormwater management and streambank stabilization in the parks in collaboration with the Public Works Department. The aim of this project is to demon-strate opportunities to implement green infrastructure practices in publicly owned large pervious areas. Further, the work of this project will help develop a site evaluation process that can be used by Lower Merion Township to inform landowners Township-wide about green infrastructure design strategies and benefits. This should benefit the Town-ship in numerous ways including park improvements, providing solutions for erosion and flood-ing, and in the MS4 Plan require-ments. The plan could include illustrative concept level BMP plans, narrative describing envi-ronmental site design compared to conventional design, stormwa-ter capture calculations, and cost comparisons.
2. Use a civil engineering firm that has expertise and experience in sustainability in parks and an understanding of natural condi-tions. Their focus should be on “rainwater as a resource” and stormwater management systems that return rainwater to the soils and vegetation to maintain or restore the site’s natural hydrol-
ogy. Their work should be guided by the principle of designing with na-ture to create plac-es that are beauti-ful and healthy for people to live in, work in, and enjoy.
Goal 3: Collaborate with Township planners on the redevelopment of the villages and on land develop-ment applications throughout the Township to ensure that public recreation facilities, opportunities and partnerships in recreation facilities, programs and manage-ment are incorporated into the improvements.
Objective 1
Incorporate parks and recreation planning into the Ardmore Redevelopment Area.
Recommendations1. Undertake a combined park mas-
ter plan and community center feasibility study that includes both PALM and the Ardmore Av-enue Community Center. These studies should only be performed together and not as separate ac-tivities since the future success of this park and the community centers is tied closely to inter-related relationships between indoor and outdoor facilities.
2. Explore opportunities to combine facilities for the PALM Senior Facility and the Ar-dmore Avenue Com-munity Center into a single facility. Since the times of opera-tions for these facili-
ties barely overlap it would ap-pear that each user group could benefit from joining forces.
3. Consider the two residential properties located adjacent to the Ardmore Avenue Community Center for acquisition. These lots could accommodate the equiva-lent of the current Ardmore Ave-nue Community Center building, gym and swimming pool.
4. Consider the edge treatments and access points into the park in or-der to better engage the design of the park with its surround-ing context. The parks should feel like a community green or a town square and not a utilitar-ian athletic complex that had no relationship with the surround-ing neighborhood from a visual, architectural, or circulation per-spective.
Objective 2
Incorporate parks and recreation planning into the Bala Avenue Master Plan (2000) and Bala Cynwyd Retail Strategy (2006) implementation.
Recommendations1. Develop a site-specific master
plan that includes the Bala Gym and Bala Playground sites. The project should consist of both a site master plan and indoor gym/community recreation center
Chapter 3Recommendations
36PARKS & RECREATION PLAN UPDATE
feasibility study. These studies should only be performed togeth-er and not as separate activities since the future success of this park is tied closely to inter-relat-ed relationships between indoor and outdoor facilities.
2. Explore opportunities to redevel-op the Bala Gym site with ground floor commercial (at the Bala Av-enue street-level) with potentially recreation facilities located on an upper floor that takes advantage of the rise in elevation of Union Avenue and be consistent with the Bala Avenue planning docu-ments. The potential to develop a new, high quality facility through a public-private partnership would be in keeping with the Township’s philosophy of gener-ating alternative revenue sources to support recreation facilities and services.
3. Consider the entire Bala Avenue frontage of both the Bala Gym and Bala Playground sites. This would ensure that a visually co-hesive streetscape is provided. It would compliment the both the commercial activities located in the adjacent blocks and the pre-dominately residential dwellings located across Bala Avenue.
Objective 3
Incorporate parks and recreation planning into the Bryn Mawr Master Plan.
Recommendations1. Develop procedures to afford the
Township’s parks and recreation staff the opportunity to review and provide input into how pro-posed public spaces could be pro-grammed and comment on how designs could best serve commu-nity needs should be included in the planning commission review of any proposed land develop-ment plan for this area.
2. Incorporate a review and nego-tiation for site maintenance by the private sector partner, not the Township.
Objective 4
Incorporate parks and recre-ation planning into planning for the City Avenue District.
Recommendations1. Consider legal provisions to be
placed on the developments through convents that ensure a maximum level of public acces-sibility to privately constructed public spaces if they are to re-main privately owned. This effort should also include determin-ing boundaries for rules of con-duct imposed by private owners, so they are not simply imposing rules by their own will.
2. Consider procedures that allow for the transfer of privately cre-ated public spaces to the Town-ship, should it be desirable for the public good.
3. Establish procedures to provide the Township’s parks and recre-ation staff with the opportunity to review and provide input into how proposed public spaces could be programmed and designed to best serve the community needs.
4. Negotiate guarantees for a specific level of maintenance to ensure that public spaces are maintained to a high level by the private part-ner.
5. Make provisions for Township review of any future modifications to approved public space de-sign plans to ensure that originally approved con-ditions are continuously met or only modified based on sound planning decisions, and not at the sole discretion of the pri-vate landowners.
Objective 5
Ensure the effective implementa-tion of the recreation provision in §135-50.1 of the Subdivision and Land Development Code of Lower Merion Township in or-der to establish and maintain meaningful recreation facilities.
Recommendations1. Work with developers to create
useful, active on-site recreational facilities as part of their develop-ments. In cases where adequate land is not available on-site to meet recreation requirements, work with developers to create active off-site recreational facili-ties in adjacent parks and trails, in neighborhood parks accessible to the development by walking or biking or within Township-oriented parks accessible to the development via the planned Township-wide Bicycle and Pe-destrian network.
2. Provide facilities that accom-modate the particular needs of the anticipated residents of the proposed development such as families with young children, individuals with disabilities, and seniors.
3. Enhance the ability to access the Township’s open space network by creating linked bicycle/pedes-trian pathways or trails, in addi-tion to the required sidewalks, where possible.
Chapter 3Recommendations
37T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Goal 4: Engage the citizens in rec-reation to enrich their lives.
Objective 1
Develop a program management plan.
Recommendations1. Establish a three-year program
management plan. This plan would be similar to a park master plan and enable the Department to take a step back from press-ing day-to-day responsibilities in order to examine and plan for programs in a systematic fashion and with respect to the imple-mentation of the Park and Recre-ation Plan Update. The program management plan should include a mix of organized programs and self-directed recreation op-portunities. For the organized programs, set goals for desired outcomes for the participants as well as the number and types of programs to be offered. Prepare a Township revenue policy with guidelines for fees and charges that are reasonable and attain-able. Take into consideration the program type, facilities, and staff resources. Continue the goal of cost recovery based upon this policy. Typically such a goal re-flects the percentage of the op-erating budget that is supported with non-tax dollars generated through fees and charges, dona-tions, and other means. � Focus on effective customer
service meeting the needs and lifestyle of the citizens of Lower Merion rather than on a “cafeteria-style” menu of pro-grams.
� Determine goals and param-eters for contracting with com-mercial recreation providers for public recreation programs.
� Adopt a formula of 50 percent
repeat programs, 30 percent seasonal programs and 20 per-cent new programs annually.
2. Broaden the perspective on ser-vice delivery from organized scheduled programs to providing opportunities for self-directed recreation. This will enable the community to expand recreation opportunities without increasing demands on staff time.
3. Determine how to rejuvenate the Summer Playground Program. Involve the participants and playground staff in the process. Ensure that this process is rooted in positive and open discussion about possibilities to promote change and new ideas. Explore and try out new ideas - explo-ration will result in success and failure, which will contribute, to generating important new ways of sustaining and enriching this important community service.
4. Include the role of “information broker” in which the recreation staff presents ideas for how peo-ple can spend their leisure time on their own. This could be a feature on the Recreation Depart-ment’s website, in the Lower Mer-ion Recreation Brochure and in brochures for “cross-marketing.
5. Work on developing services for an active aging population. The traditional model of a Senior Cit-izens Center is likely to change radically over the next decade as Baby Boomers retire and expect to spend their time engaged in interesting, educational and ac-tive experiences to fulfill their interests.
6. Continue to use four program-ming seasons annually and pro-mote them via the Internet and social media.
Objective 2
Focus on convenience and customer service as a way to
make participation in community recreation opportunities an enjoyable, stress-free experience
Recommendations1. Develop and implement a credit
card payment system. Offering this method of payment will in-crease participation in programs.
2. Develop and implement on-line program registration.
3. Hold focus groups and conduct interviews with participants and non-participants to determine how to enhance their experi-ence in Township recreation pro-grams.
4. Consider the need to provide Spanish-speaking support through staff, materials, and other means as the community diversifies. Focus on neighbor-hoods where this is most impor-tant including Ardmore, Bryn Mawr, Bala and Cynwyd. Work with the Lower Merion School District to determine needs and methods to undertake this effort.
5. Work towards creating “custom-ers for life” by engaging people in community recreation through-out their lifetime and on and ex-panded basis when they retire.
Objective 3
Develop and implement an advertising program to enhance and increase community aware-ness about parks and recreation.
Recommendations1. Increase outreach and awareness
about community recreation op-portunities. The public opinion survey found that lack of aware-ness was the chief block to partic-ipation in community recreation programs and advertising re-ceived the lowest rating for parks and recreation program features.
2. Continue to use the website and Recreation Brochure as ways to
Chapter 3Recommendations
38PARKS & RECREATION PLAN UPDATE
increase program awareness as citizens identified that these are the most preferred ways for them to get information.� Explore how to enhance the
website to make it more fun and interesting as a way to en-gage people. Consider the use of photographs to illustrate the recreation opportunities and the joy people have in partici-pating in them.
� Consider how to modify the Recreation Brochure to pique the reader’s interest in recre-ation and drive them to the website to get detailed infor-mation on programs and op-portunities. Strive to create the understanding among the citizens that the website is the “go to” place for information about facilities, programs and recreation opportunities.
� Begin to focus on social me-dia to reach citizens who are increasingly using social me-dia as their principle form of communication and getting information.
3. Create a customer database. In-formation about customers is informal and general now. De-velop information about cus-tomer preferences, interests, and demographic characteristics. Knowing who the customers are and their characteristics is es-sential to expand and position services effectively. This can be
done through registra-tion, program evalua-tions, focus groups, and intercept surveys in the parks, special events or programs.4. Strive to make di-rect contacts with the best customers of the Recreation Department throughout the year. Set a goal of 12 direct con-tacts annually with the
Department’s “best customers”. This is the method by which the Township will expand services to a larger group of citizens.
Objective 4
Develop and implement a marketing strategy for parks and recreation
Recommendations1. Recognize that needs assessment
is ongoing. It need not be expen-sive or complex. Obtain public input from a variety of means in-cluding: � A community-wide needs sur-
vey every three years. Build upon the recent community survey conducted for this. Use this plan as the basis for the next survey.
� Letters and telephone calls from residents. Suggestion boxes. The website for parks and recreation.
� Focus groups. Community boards and organizations in-cluding the sports groups, environmental associations, service organizations, people with special needs, and others.
� Periodic interviews in parks with park visitors in each season.
2. Continue to participate in com-munity advisory groups and or-ganizations as a liaison to parks and recreation. This has worked well with trails and regional trail
planning efforts.3. Evaluate programs, services,
and facilities on an on-going basis to determine public prefer-ences. This should be a formal-ized process instituted for the programs overall. Target both leaders and participants for the evaluations. Ask for testimonials and permission to use the testi-monials in advertising. Include evaluations during programs for mid-course improvements and upon completion.
Objective 5
Build upon community nature based recreation opportunities.
Recommendations1. Focus on creating self-directed
nature based recreation experi-ences in the community. Contin-ue to work with Riverbend and the Lower Merion Conservancy to plan and offer nature-based programs collaboratively. Use community volunteers to expand program offerings and activities to foster increased appreciation and understanding of the envi-ronment.
2. Promote recreational experiences that people can enjoy at their own discretion for relaxation, nature study, photography, and bird and wildlife watching year round.
3. Encourage group use of envi-ronmental areas of the parks. Work with groups such as scouts, school groups, day care centers, senior centers, and other com-munity organizations to conduct their own self-directed programs and experiences.
4. Plan for nature and environmen-tal education as a program area. Start with existing programs such as the summer playground programs and camps. Add a na-ture activity each week into each of these programs in order to fos-
Chapter 3Recommendations
39T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
ter stewardship of the outdoors. Only move into this if sufficient staff time and resources can be dedicated to developing and im-plementing it.
Objective 6
Continue to provide and promote recreation opportunities aimed at im-proving lifelong fitness and wellness.
Recommendations
1. Adopt a multi-faceted approach that includes facilities, services, promotion, and partnerships.
2. Promote and advertise facilities such as pathways, year-round rec-reation, and scenic natural areas to entice people to participate.
3. Promote the need for an active lifestyle, its role in disease pre-vention, and how Parks and Rec-reation can help citizens to en-gage in regular physical activity for health and enjoyment.
Objective 7
Take a leadership role in providing a forum for collaboration among community sports organizations.
Recommendations1. Hold an annual forum or semi-
annual meetings for community sports organizations. Invite all
organizations to the forums to discuss topics of common inter-est such as fields, scheduling, permitting, common issues and opportunities, potential areas of collaboration, and other topics that may emerge. Determine an action plan to foster future col-laborative efforts.
2. Work with the sports organiza-tions to set standards for com-munity sports. The purpose of these standards is to provide a framework by which youth sports programs are designed and exe-cuted. Consider using a national system, such as the National Alli-ance for Youth Sports, as a model. Involve the sports organization in the development and implemen-tation of this standard for Lower
Merion Township.
Objective 8
Continue to help facilitate community recreation services by other providers.
Recommendations1. Supporting com-munity recreation efforts such league sports and commu-nity special events
offered by other groups requires dedicated staff time of the Parks and Recreation Department. As-sess the availability of staff time and the estimated time require-ments of a proposed project or program when a community organization needs assistance and use that information to de-termine if the Township has the capacity to support that effort. Determine the present workload in serving community organiza-tions and assess the potential to modify services so that the De-partment can prioritize staff time and resources.
2. Monitor and evaluate public/private partnerships with com-mercial recreation providers in offering public recreation op-portunities. This provides an important public service as well as operates as a feeder program to strengthen local recreation type businesses. The important thing to do is to make sure that the level of service and staff time accomplishing this supports de-partmental goals.
3. Continue to provide support and advertisement in the Recreation Brochure for community groups with their contact numbers.
4. Monitor trends to determine how services can be enhanced or reju-venated.
Goal 5: Provide operational excel-lence and financial stability that will garner widespread public sup-port for parks and recreation.
Objective 1
Develop a written formalized maintenance management system.
Recommendations1. Develop quality standards for the
parks and recreation facilities.2. Develop a workload cost tracking
system.3. Procure software such as the
TRIMS program. Track resources and generate reports on mainte-nance related cost centers, activi-ties and services.
4. Develop a formal, written main-tenance plan. Include planning, directing, controlling, and evalu-ating park and recreation system maintenance.
5. Use the information generated from the workload cost tracking to make decisions about park planning, resource allocation, fees and charges, staffing, and other important functions.
Chapter 3Recommendations
40PARKS & RECREATION PLAN UPDATE
6. Explore the potential for con-tracting out park maintenance functions that are repetitive, rou-tine, specifically definable, and quantifiable. Such tasks ideal for contracting out include custodial care of restrooms, grass mowing and trimming, high tree work, and trade work such as plumb-ing.
7. Incorporate maintenance plan-ning in all major capital im-provement projects or volunteer programs that require Parks and Recreation Department support and staff time. Use the Manage-ment Impact Statement Tool shown in Figure 1 for this pur-pose.
8. Recognize that park maintenance management requires a great deal of work that often exceeds the hours of the workweek. It is vital to provide the time and sup-port to the Park Superintendent to undertake a major project on the scale of developing a mainte-nance management system. The development of the maintenance management system cannot just be added to existing responsibili-ties; provisions to free up some of the Superintendent’s time to fo-cus in a dedicated manner on the maintenance management plan must be made. This will require creativity and ingenuity.
9. Consider potential means to ob-tain outside assistance for this including the following:� PA DCNR Peer grant to un-
dertake a study to develop the maintenance management system. The $10,000 grant would require a $1,000 match to retain a professional skilled in park maintenance manage-ment system development and operation.
� Assistance from DVIT (Dela-ware Valley Insurance Trust, the Township’s insurance car-rier) in getting funding and/or technical assistance to devel-op eth planned maintenance management system. Such as system is a powerful tool in reducing the Township’s ex-posure to liability and as such would benefit DVIT as well.
� Work with college campus and grounds managers to develop the system.
� Continue to work with the Buildings and Grounds De-partment of the Lower Merion School District to undertake this project.
10. Visit other departments in the area to look at their maintenance management systems.
11. Consider the skills necessary for future park maintenance workers in planning the maintenance sys-tem.
Objective 2
Establish a Parks and Recreation Board for Lower Merion Township
Recommendations1. Establish the Parks and Recre-
ation Board in conformance with the First Class Township Code enables Lower Merion Township to vest the authority to operate, manage and program parks and
recreation facilities in a park or recreation board including the following responsibilities:� Supervise, maintain and regu-
late parks,� Equip, operate and maintain
the parks, recreation areas and facilities, and
� Employ play leaders, recre-ation directors, supervisors, superintendents, or other offi-cers or employees.
2. Appoint five or seven members including two who are members or appointees of the Lower Mer-ion School Board. The Board of Commissioners would appoint the other five members. Consider appointing a Township Commis-sioner to this Board as a liaison in order to continue the present tradition of Township Commis-sioners serving as advisors to the Parks and Recreation Depart-ment. Terms of office are five years. The members elect their own chairperson, secretary and all other officers for a one-year term.
3. The Parks and Recreation Board would be advisory to the Board of Commissioners that set policy as the chief elected body. The Parks and Recreation Board would have the power to adopt rules and regulations for the conduct of all business related to parks and rec-reation within the Township. The Board would submit an annual report to the Township Commis-sioners, including an analysis of community recreation areas, fa-cilities and leadership with par-ticular reference to the extent and adequacy of the program and its effectiveness in view of the pub-lic expenditure involved and the public needs to be met. The Board of Commissioners has the power to levy a tax or use general funds for parks and recreation.
Chapter 3Recommendations
41T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Chapter 3Recommendations
Figure 1 MIS
Management Impact Statement Purpose
1. To assess the impact of a significant proposed project or a major program on operations and management. Consider the capital and operating costs including human resources and the effect the project or program would have on other parks and recreation facilities and services.
2. To use the assessment to make an informed decision about feasibility and viability of the proposed project.
Method Determine:
1. Capital cost of the proposed project.
2. Operating costs of the proposed project. Include:
• Number of staff hours required • Cost of the staff hours • Cost of materials and supplies • Miscellaneous costs • Volunteer support over the long term
3. Impact on other facilities and programs with the implementation of the proposed project.
• Will the project/service require funds needed for other facilities/programs? • Will the project/service require staff time needed for other services/programs? • How will the project impact the quality of service in Lower Merion Township? • Will the project require resources from the community and are they available?
4. Revenue Sources
• Grants • Donations • Municipal funds – additional appropriation • Municipal funds – within current budget • Non-tax funds to be generated from the project/program
Decision-Making
Based upon the above information, does Lower Merion Township have the staff and budget to support the project or program or are alternative means in place to assume the responsibility for the project’s maintenance and management?
FIGURE 1
42PARKS & RECREATION PLAN UPDATE
Objective 3
Establish a Volunteer Coordinator position.
Recommendations1. Establish a Volunteer Coordina-
tor who would be responsible for recruiting, managing, train-ing, supporting, recognizing, and evaluating volunteer efforts in Lower Merion Township. This in-vestment in this position is likely to be offset by the value of vol-unteer services supporting parks and recreation projects without cost to the Township.
2. Pursue the establishment of a Friends of Lower Merion Town-ship Parks group. Strive to es-tablish a Friends Group for each park and trail. It is important to note that these groups require support for their activities and functions from Lower Merion Township staff .
3. Consider additional functions of this position to include partner-ship and sponsorship develop-ment, community awareness, customer service management,
and customer database develop-ment and management.
Objective 4
Develop an annual report for parks and recreation.
Recommendations1. Use future recreation and main-
tenance software to generate data for analysis and information pro-duction. Include documentation of the benefits and outcomes of investment in parks and recre-ation.
2. Incorporate ongoing needs as-sessment and services evalua-tion system into reporting. En-sure that reporting emphasizes outcomes, benefits and quality standards as well as the facts and figures of the numbers for par-ticipation, revenues and expendi-tures.
3. Distribute this report widely. Use it strategically to make the case for how important parks and rec-reation is to Lower Merion Town-ship including the benefits to this community.
Objective 5
Establish a five-year employee development program.
Recommendations1. Undertake an assessment to de-
termine the skills and expertise the parks and recreation system will need in the future. Include development of skills such as nat-ural resource management, use of Township computer software for workload and cost tracking, programming, maintenance, and other functions to be identified in the assessment. Involve staff in the assessment to include their interests and professional devel-opment as part of this program.
2. Develop a five-year employee
development program. Include a mix of strategies and methods such as conferences, seminars, training programs, school class-es, WEB- based programs, net-working and visiting other de-partments, brown bag lunches, a speaker series and others.
3. Target one to two percent of the operating budget for the Employ-ee Development Program.
Objective 6
Make outstanding customer service a departmental goal and require-ment of every position in the Parks and Recreation Department.
Recommendations1. Establish a Task Force for cus-
tomer service. Include key man-agement, staff and board mem-bers to address customer service in an organized, formal manner.
2. Identify the issues related to customer service. Incorporate a segment of addressing customer service with the public by involv-ing citizens in a discussion about how the Department can provide outstanding service. Strive to get recommendations as specific as possible.
3. Target specific actions to all lev-els of staff and management in-cluding part-time and seasonal employees.
4. Incorporate outstanding cus-tomer service as a component of job responsibilities and a factor in performance evaluations.
5. Incorporate customer service as an on-going training function
Chapter 3Recommendations
43T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
with at least one program annu-ally for all management and staff including full and part-time em-ployees in both recreation and parks. Strive to make it interest-ing and important so that partici-pants recognize and understand how vital excellent service is to the long-term sustainability of public parks and recreation.
Objective 7
Re-configure the administrative staff to support future directions in parks and recreation such as on-line registration, credit card payments, WEB based promotion, and devel-opment of a customer data base on which to build a marketing program.
Recommendations1. Move away from administrative
positions and into Program Co-ordinators. The use of technology should be encouraged to facilitate program and service specialists to undertake their own data pro-cessing and reporting.
2. Transfer administrative-oriented tasks and positions into Custom-er Service Representatives. These could be part-time positions on hand during peak seasons, days of the week and hours of the day.
3. Use these reconfigured positions to expand and enhance recreation
programs and services to identi-fied client groups such as fami-lies, active aging seniors to teens as well as in target areas such as nature, fitness and the arts.
Objective 8
Develop a management plan for the park security force.
Recommendations1. Establish a formalized vision
and mission for the park security staff.
2. Identify issues in the parks and recreation facilities that could be addressed through the park secu-rity force.
3. Create a five-year plan of action for park security including target goals with specific actions for the first year.
Objective 9
Continue to support parks and recreation through a mix of public and private funding.
Recommendations1. Continue to support parks and
recreation through a mix of pub-lic and private resources. This should be at a level commensu-rate with the Township’s status of having a premier public rec-reation system.
2. Strive to maintain the invest-ment in parks and recreation at a budget ratio of five percent of the Township’s operating bud-get.
3. Establish a fees and charges policy. Although the Township sets forth fees, this policy would include cost recovery measures for administrative, facility and advertising costs in addition to direct costs of instructors, mate-rials and supplies. Make provi-sions for citizens in need of fi-nancial assistance.
4. Use the Management Impact Statement as a financial plan-ning tool as well as for mainte-nance and management plan-ning.
5. Develop a gifts catalog for parks and recreation.
6. Develop a gifts and donations policy. This will support Town-ship practices and responsi-bilities regarding the long-term maintenance requirements of-ten generated by gifts and dona-tions.
7. Consider working with the pri-vate sector on major community development improvement proj-ects such as riverfront recreation facilities and the improvement or re-building of indoor recre-ation facilities suggested in this plan. Use the Township’s ex-pertise in financial planning to
Chapter 3Recommendations
44PARKS & RECREATION PLAN UPDATE
determine the best methods and appropriate amount to improve parks and recreation facilities in the future.
8. Work with partners such as the Lower Merion School District and sports leagues for facility improvements.
Objective 10
Adopt a new organizational struc-ture as shown in Figure 2 to reflect the changes to be phased into the Parks and Recreation Department during the implementation of this plan over the next ten years.
Recommendations1. Change the classification of the
Parks Supervisor and Recreation Supervisor to Assistant Direc-tors of Parks and Recreation. They would remain in charge of their respective areas for parks and recreation.
2. Establish three functional areas in the Parks Division and the Recreation Division:
PARKS DIVISION – Facilities & Grounds
Maintenance
– Natural Resource Management
– Planning, Design & Operations
RECREATION DIVISION – Active Healthy Living– Recreation in Nature – Recreation Facilitation
3. Provide for the administrative support of park maintenance management especially with re-spect to the development of the Maintenance Management Sys-tem. The administrative support could provide assistance with the plethora of calls and contacts generated through community projects that require mainte-
nance support. This would free maintenance staff to do the ac-tual work while the administra-tive coordinator would manage the public outreach and service.
4. Create a Volunteer Coordinator position to manage the organi-zations and individuals involved in providing programs, main-tenance, activities and events related to parks and recreation in Lower Merion Township. In-vesting in this position could be offset in the volunteer services and partnerships generated by an effective Coordinator.
5. Change the administrative posi-tions into Program Manager and Customer Service Representa-tive positions.
6. Establish Park Planning as a functional area to call out its im-portance in terms of both plan-ning and coordination with oth-er Township departments and organizations exploring park development or improvements. Ensure that park maintenance is part of the planning process.
7. Work with Riverbend Environ-mental Education Center and the Lower Merion Conservancy to determine how these organi-zations and the Parks & Recre-ation Department could work
Chapter 3Recommendations
together in sharing functions, programs and responsibilities. Since the Township contributes to the support of the three orga-nizations it would make sense to determine how to streamline functions to prevent duplication of services and fill in the gaps in community services where needed.
45T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Chapter 3Recommendations
FIGURE 2 - PROPOSED FUTURE PARKS AND RECREATION DEPARTMENT ORGANIZATIONAL STRUCTURE
Fig
ure
2: P
ropo
sed
Fut
ure
Par
ks a
nd R
ecre
atio
n D
epar
tmen
t Org
aniz
atio
nal S
truc
ture
Par
ks &
Rec
reat
ion
Dire
ctor
Cus
tom
er S
ervi
ce S
peci
alis
t (F
T)
Cus
tom
er S
ervi
ce S
peci
alis
ts
(PT
)
Ass
ista
nt P
arks
& R
ecre
atio
n D
irect
or
Ass
ista
nt P
arks
& R
ecre
atio
n D
irect
or
Fac
ilitie
s &
G
roun
ds
Mai
nten
ance
Nat
ural
R
esou
rce
Man
agem
ent
Pla
nnin
g, D
esig
n &
O
pera
tions
A
ctiv
e H
ealth
y Li
ving
R
ecre
atio
n in
Nat
ure
Rec
reat
ion
Fac
ilita
tion
Pro
gram
Coo
rdin
ator
V
olun
teer
& O
pera
tions
Pro
gram
C
oord
inat
or
Aqu
atic
s
Com
mun
ity C
ente
rs
Spo
rts
& C
omm
unity
Eve
nts
Nat
ure
Pro
gram
s &
Eve
nts
Nat
ure
Bas
ed
Org
aniz
atio
n C
oord
inat
ion
Par
k S
ecur
ity
Vol
unte
ers
Spo
nsor
ship
s &
P
artn
ersh
ips
Com
mun
ity
Aw
aren
ess
Par
k M
aint
enan
ce
Cre
w L
eade
r
5 P
ark
Mai
ntai
ner
2
8 P
ark
Mai
ntai
ner
1
3 P
T S
umm
er
Hel
pers
3 P
ark
Mai
ntai
ner
2
3 P
ark
Mai
ntai
ner
1
Par
k M
aint
enan
ce
Cre
w L
eade
r
Inde
pend
ent
cont
ract
ors
1 P
T S
umm
er
Hel
per
Pro
gram
Coo
rdin
ator
Com
mun
ity R
ecre
atio
n P
rogr
ams
MM
S A
dmin
istr
ator
Sch
ool C
oord
inat
ion
Par
ks &
R
ecre
atio
n B
oard
47
The Update fosters active healthy living and environmental conserva-tion. Recreation and conservation efforts that integrate Lower Merion Township’s values for community, health, natural beauty, and sus-tainability are the hallmark of this plan. The successful implementa-tion of the previous plan took 15 years to accomplish; the time frame for this plan is 2012 - 2021. The Action Plan featured in this chap-ter is grounded in taking the parks and recreation system from “good to great”. Improvements are largely rooted in solving pressing prob-lems, making the best use of exist-ing resources, and creating new ef-ficiencies and effectiveness through management system planning and implementation.
Low to moderate cost items for facility revitalization such as ball-field improvements could be sup-ported through a combination of partnerships, sponsorships, grants, and township funding. Since the recommendations for major rec-reation improvement projects are significant, they rest in partner-
ships rather than Township sup-port alone. While there is signifi-cant use of parks and recreation facilities and services along with support for parks and recreation, the Update respects public senti-ment regarding sound use of tax-payer funding. Recommendations for indoor recreation facilities and riverfront recreation are vested in recruiting private sector partners to undertake re-development ef-forts in which public recreation improvements can be included as part of the development project.
Every incremental success, no matter how small, will advance Lower Merion Township’s vision for the future. The intent of this implementation plan is to lay out a course of action that is pragmatic and achievable and that also allows for larger scale projects should the opportunities emerge. The goals provide direction for the organiza-tion and start-up of each recom-mendation listed in Chapter 3 and supported by the analyses shown in Chapters 5 through 10, respective-ly. A suggested timeframe, lead and
support partners, and effort and resources, which include cost es-timate ranges are outlined for each recommendation. Also included is information about the importance for undertaking the actions and ex-pected benefits for Lower Merion Township.
The Lower Merion Township Parks and Recreation Plan Update
sets forth a vision that builds upon the Township’s successful parks and
recreation system. Since the previous plan of 1996, Lower Merion Township
has improved parks and recreation facilities, conserved open space and natural
resources, and quadrupled recreation programs. In the public opinion survey for this
plan, 90 percent of the respondents indicated that they use Township parks and recre-
ation facilities and another 10 percent indicated that parks and recreation are important
event though they don’t use them.
c h a P T e r 4a c T i o n P l a n
48PARKS & RECREATION PLAN UPDATE
Chapter 4Action Plan
GOAL 1: ESTABLISH PARKS AND RECREATION FACILITIES AS COMMUNITY DESTINATIONS WHERE CITIZENS CAN HAVE FUN, EXPERIENCE NATURE, SOCIALIZE, AND EXERCISE.
The
Plan
: Act
ion
Plan
2 Goal
1: E
stab
lish
park
s an
d re
crea
tion
faci
litie
s as
com
mun
ity d
estin
atio
ns w
here
citi
zens
can
hav
e fu
n, e
xper
ienc
e na
ture
, soc
ializ
e an
d ex
erci
se.
Lead
ersh
ip
Lead
Par
tner
Reco
mm
enda
tions
Ti
mef
ram
e
Supp
ort P
artne
rs
Effo
rt an
d Re
sour
ces
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 1
: Inc
reas
e the
num
ber a
nd
quali
ty o
f spo
rts fi
elds.
Sh
ort T
erm,
20
12-2
014
Co
nsult
ation
with
key p
artne
rs su
ch as
Lowe
r Me
rion S
choo
l Dist
rict, s
ports
leag
ues,
and C
ivic
Asso
ciatio
ns. In
clude
cons
erva
tion o
rgan
izatio
ns
and o
thers
on a
site-
by-si
te ba
sis.
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r.
Deve
lop si
te pla
ns to
mod
ify ex
isting
sp
orts
fields
confi
gura
tions
in B
ala
Cynw
yd, G
ladwy
ne, G
ener
al W
ayne
, So
uth A
rdmo
re, a
nd V
erno
n You
ng
Memo
rial P
arks
.
Shor
t Ter
m,
2012
-201
4
LMT
Parks
and R
ecre
ation
Dep
artm
ent a
nd
profe
ssion
al pa
rk pla
nning
cons
ultan
t to de
velop
sit
e plan
s.
Plan
ning c
osts
and d
evelo
pmen
t cos
ts wi
ll var
y by s
ite.
Deve
lop m
aster
plan
s to c
reate
a ne
w vis
ion fo
r how
Pen
n Wyn
ne P
ark a
nd
Polo
Field
can b
e des
igned
to se
rve
the sp
orts
and g
ener
al re
creati
on
need
s of th
e com
munit
y.
Shor
t Ter
m,
2012
-201
4
LMT
Parks
and R
ecre
ation
Dep
artm
ent a
nd
profe
ssion
al pa
rk pla
nning
cons
ultan
t to de
velop
ma
ster p
lans.
Plan
ning c
osts
will v
ary b
y site
(Pen
n Wyn
ne P
ark -
$1
5,000
– 25
,000,
Polo
Field
$50,0
00) a
nd de
velop
ment
costs
will
be de
fined
by th
e mas
ter pl
an. J
oin w
ith
Have
rford
Tow
nship
on th
e Polo
Fiel
d mas
ter pl
an.
Impo
rtanc
e To
mee
t the
need
for a
dditio
nal s
ports
fields
for le
ague
s with
over
11,00
0 par
ticipa
nts, n
ot inc
luding
a ne
w lea
gue f
or gi
rls so
ftball
es
tablis
hed i
n 201
1 or a
dult l
eagu
es th
at pla
y othe
r tha
n Sun
days
.
Bene
fits
To en
able
all ci
tizen
s who
wan
t to pl
ay ba
ll to h
ave f
acilit
ies an
d pre
vent
waitin
g list
s in l
eagu
es. E
limina
tion o
f ove
rlapp
ing fie
lds
wher
e pos
sible
to all
ow fu
ll use
of ex
isting
/plan
ned f
acilit
ies. I
ncre
ased
recre
ation
oppo
rtunit
ies th
roug
h exp
ande
d fac
ilities
.
49T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Chapter 4Action Plan
GOAL 1: ESTABLISH PARKS AND RECREATION FACILITIES AS COMMUNITY DESTINATIONS WHERE CITIZENS CAN HAVE FUN, EXPERIENCE NATURE, SOCIALIZE, AND EXERCISE (CONTINUED).
3
LMT
Parks
and R
ecre
ation
Dep
artm
ent a
nd LM
Sc
hool
Distr
ict
Objec
tive 2
: Con
tinue
to w
ork w
ith L
ower
Me
rion
Scho
ol D
istric
t on
join
t plan
ning
, de
velo
pmen
t, us
e and
main
tena
nce o
f ba
llfiel
ds an
d ga
me c
ourts
.
Shor
t Ter
m,
2012
-201
4 an
d on
going
Cons
ultat
ion w
ith sp
orts
leagu
es.
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r and
Par
k Su
perin
tende
nt an
d LM
Scho
ol Di
strict
Ope
ratio
ns
Dire
ctor.
Impo
rtanc
e To
max
imize
the p
ublic
bene
fit of
publi
cly fu
nded
recre
ation
facil
ities i
n the
comm
unity
.
Bene
fits
Cost
savin
gs, r
ealiz
e effic
iencie
s, ex
pand
recre
ation
oppo
rtunit
ies, a
void
dupli
cativ
e plan
ning a
nd de
velop
ment,
redu
ce co
sts, a
nd
seize
oppo
rtunit
ies. LM
T Pa
rks an
d Rec
reati
on D
epar
tmen
t Ob
jectiv
e 3: W
ork w
ith d
evelo
pers
on
pote
ntial
loca
tion
of ad
ditio
nal r
ecre
atio
n fa
ciliti
es n
ear t
he S
chuy
lkill R
iver.
Mediu
m Te
rm,
2014
-201
6
LMT
Build
ing &
Plan
ning D
epar
tmen
t.
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r and
Buil
dings
an
d Plan
ning
Depa
rtmen
t plan
ners.
Impo
rtanc
e Co
st sa
vings
thro
ugh p
artne
rships
to in
corp
orate
recre
ation
facil
ity de
velop
ment
as pa
rt of
subd
ivisio
n and
land
deve
lopme
nt pla
nning
occu
rring
in L
ower
Mer
ion T
owns
hip.
Bene
fits
Open
s the
poten
tial o
f exp
andin
g rec
reati
on of
fering
s as l
and a
long t
he S
chuy
lkill R
iver is
rede
velop
ed. M
ay pr
ovide
oppo
rtunit
y for
fac
ility l
ightin
g and
indo
or re
creati
on fa
cilitie
s.
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 4
: Exp
lore
the p
oten
tial o
f Flat
Ro
ck P
ark a
s a cr
own
jewel
in th
e Low
er
Merio
n pa
rks a
nd re
crea
tion
syst
em.
Long
Ter
m,
2018
-202
1 Ci
vic A
ssoc
iation
s
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r.
Impo
rtanc
e Fla
t Roc
k Par
k offe
rs a u
nique
recre
ation
expe
rienc
e in t
he co
mmun
ity an
d pro
vides
a sc
enic
settin
g for
self-
direc
ted le
isure
outin
gs.
Bene
fits
Flat R
ock P
ark o
ffers
open
area
s for
prog
ramm
ed an
d non
-pro
gram
med a
ctivit
ies. T
he riv
er is
a co
mmun
ity as
set t
hat is
diffic
ult to
ac
cess
and e
nhan
cing F
lat R
ock P
ark w
ill dr
aw vi
sitor
s to e
njoy t
his re
sour
ce.
50PARKS & RECREATION PLAN UPDATE
Chapter 4Action Plan
GOAL 1: ESTABLISH PARKS AND RECREATION FACILITIES AS COMMUNITY DESTINATIONS WHERE CITIZENS CAN HAVE FUN, EXPERIENCE NATURE, SOCIALIZE, AND EXERCISE (CONTINUED).
The
Plan
: Act
ion
Plan
4
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 5
: Dev
elop
a play
grou
nd
plan
ning
and
impr
ovem
ent p
rogr
am.
Ongo
ing
Ci
vic A
ssoc
iation
s
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r and
Par
ks
Supe
rinten
dent.
Impo
rtanc
e Sa
fety g
uideli
nes a
nd ac
cess
ibility
requ
ireme
nts fo
r play
grou
nds c
hang
e ove
r tim
e and
exist
ing pl
aygr
ound
s mus
t be u
pgra
ded o
r re
place
d to a
lign w
ith th
e late
st sp
ecific
ation
s. Pl
aygr
ound
s sho
uld be
deve
loped
to sp
ark t
he im
agina
tion o
f chil
dren
and i
ncor
pora
te op
portu
nities
for f
itnes
s, im
agina
tive p
lay, e
duca
tion,
and s
ocial
inter
actio
n. P
laygr
ound
s nee
d to b
e refr
eshe
d to c
ontin
ue to
prov
ide
enga
ging p
lay op
portu
nities
. Play
grou
nds i
n the
comm
unity
shou
ld ha
ve un
ique d
esign
s or t
heme
s tha
t rela
te to
the ne
ighbo
rhoo
d, loc
ation
, or o
ther u
nique
featu
res.
Bene
fits
Parks
and e
spec
ially
playg
roun
ds ar
e one
plac
e tha
t res
idents
come
toge
ther t
o soc
ialize
and s
pend
quali
ty tim
e with
child
ren i
n he
althfu
l outd
oor a
ctivit
ies. I
mpro
ved s
afety
and r
educ
tion i
n the
Tow
nship
’s ex
posu
re to
liabil
ity.
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 6
: Ens
ure t
hat a
ll par
ks in
clude
an
envir
onm
enta
l com
pone
nt as
par
t of
the p
ark d
esig
n, o
pera
tion
and
prog
ram
min
g.
Ongo
ing
Ri
verb
end a
nd Lo
wer M
erion
Con
serva
ncy,
Lowe
r Me
rion S
choo
l Dist
rict, s
ports
leag
ues,
Civic
As
socia
tions
, and
profe
ssion
al pa
rk pla
nning
co
nsult
ants.
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r and
Par
ks
Supe
rinten
dent.
Enha
nce s
tream
bank
s and
ripar
ian
area
s at P
enn W
ynne
Par
k, Ri
chie
Ashb
urn B
allfie
ld, an
d Wyn
newo
od
Valle
y Par
k.
LM
T Pa
rks an
d Rec
reati
on D
epar
tmen
t, Par
ks
Supe
rinten
dent,
and p
rofes
siona
l par
k plan
ning
cons
ultan
t to de
velop
site
plans
.
Imple
menta
tion c
osts
will v
ary b
y site
. Volu
nteer
s cou
ld off
set th
e lab
or co
st.
Add n
ative
plan
tings
and s
treet
trees
at
Penn
Wyn
ne P
ark,
Polo
Field,
Sou
th Ar
dmor
e Par
k, Ve
rnon
You
ng P
ark,
Bala
Cynw
yd P
ark,
Glad
wyne
Par
k, Ge
nera
l Way
ne P
ark,
and M
cMor
an
Park
to en
hanc
e the
natur
al ha
bitat,
low
er m
ainten
ance
costs
, and
prov
ide
shad
e and
envir
onme
ntal b
enefi
ts.
LM
T Pa
rks an
d Rec
reati
on D
epar
tmen
t, Par
ks
Supe
rinten
dent,
and p
rofes
siona
l par
k plan
ning
cons
ultan
t to de
velop
site
plans
.
Imple
menta
tion c
osts
will v
ary b
y site
. Volu
nteer
s cou
ld off
set th
e lab
or co
st.
51T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Chapter 4Action Plan
GOAL 1: ESTABLISH PARKS AND RECREATION FACILITIES AS COMMUNITY DESTINATIONS WHERE CITIZENS CAN HAVE FUN, EXPERIENCE NATURE, SOCIALIZE, AND EXERCISE (CONTINUED).
5
Identi
fy, re
move
, and
mon
itor in
vasiv
e sp
ecies
in P
enn W
ynne
Par
k, Ri
chie
Ashb
urn B
allfie
ld, B
ala C
ynwy
d Par
k, an
d Lew
is J.
Smith
Par
k.
LM
T Pa
rks an
d Rec
reati
on D
epar
tmen
t, Par
ks
Supe
rinten
dent,
and c
onsu
lting e
colog
ists.
Costs
will
vary
by si
te. V
olunte
ers c
ould
offse
t the l
abor
co
sts.
Deve
lop ra
in ga
rden
s to i
nfiltra
te ra
inwate
r and
enha
nce w
ater q
uality
at
South
Ard
more
Par
k, Ve
rnon
You
ng
Park,
and G
ener
al W
ayne
Par
k.
LM
T Pa
rks an
d Rec
reati
on D
epar
tmen
t, Par
ks
Supe
rinten
dent,
and c
onsu
lting p
ark p
lanne
rs.
Costs
will
vary
by si
te. V
olunte
ers c
ould
offse
t the l
abor
co
sts
Colla
bora
te wi
th Sc
hool
Distr
ict on
an
Envir
onme
ntal C
amp.
Incor
pora
te the
gr
eenh
ouse
s. Ad
d an e
nviro
nmen
tal
servi
ce da
y.
Shor
t Ter
m,
2012
-201
4
LMT
Parks
and R
ecre
ation
Dep
artm
ent,
LM
Scho
ol Di
strict
, EAC
, and
Con
serva
tion
Orga
nizati
ons
Shar
e res
ource
s.
Impo
rtanc
e En
hanc
e natu
ral fu
nctio
ns of
ecos
ystem
s in p
arks
that
are s
ustai
nable
and d
emon
strate
effec
tive
natur
al re
sour
ce m
anag
emen
t. Bu
ild ne
xt ge
nera
tion o
f par
k and
envir
onme
ntal s
tewar
ds.
Bene
fits
Ecos
ystem
enha
ncem
ents
that a
re su
staina
ble ca
n low
er on
going
main
tenan
ce co
sts an
d pro
vide e
nviro
nmen
tal be
nefits
as w
ell as
ex
ample
s of n
atura
l reso
urce
man
agem
ent th
at de
mons
trate
best
prac
tices
to th
e gen
eral
publi
c. Fa
cilita
tes M
S4 pl
an so
lution
s.
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 7
: Eva
luat
e, de
sign
and
upgr
ade p
arks
with
cons
ider
atio
n of
sa
fety
and
secu
rity o
f use
rs.
Shor
t Ter
m,
2012
-201
4
Civic
Ass
ociat
ions,
LMT
Polic
e Dep
artm
ent
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r.
Impo
rtanc
e En
hanc
e the
safet
y and
secu
rity of
park
user
s and
redu
ces p
otenti
al for
litiga
tion.
Bene
fits
Redu
ces t
he T
owns
hip’s
expo
sure
to lia
bility
.
52PARKS & RECREATION PLAN UPDATE
Chapter 4Action Plan
GOAL 1: ESTABLISH PARKS AND RECREATION FACILITIES AS COMMUNITY DESTINATIONS WHERE CITIZENS CAN HAVE FUN, EXPERIENCE NATURE, SOCIALIZE, AND EXERCISE (CONTINUED).
The
Plan
: Act
ion
Plan
6
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 8
: Pro
vide a
cces
sible
trails
, vie
wing
area
s, an
d ot
her
acco
mm
odat
ions
to m
eet t
he
requ
irem
ents
of t
he A
mer
icans
with
Di
sabi
lities
Act
.
Shor
t Ter
m,
2012
-201
4
Trail
user
s, Ci
vic A
ssoc
iation
s, an
d pro
fessio
nal
park
plann
ing co
nsult
ant to
deve
lop si
te pla
ns as
ne
cess
ary.
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r. Pl
annin
g and
de
sign c
osts
will v
ary b
y site
.
Impo
rtanc
e Me
et the
requ
ireme
nts of
the A
meric
ans w
ith D
isabil
ities A
ct.
Bene
fits
Impr
ove t
he ac
cess
ibility
of th
e par
ks fo
r use
rs tha
t with
disa
bilitie
s as w
ell as
for s
enior
s, vis
itors
with
stroll
ers,
maint
enan
ce cr
ews,
park
secu
rity, a
nd th
e gen
eral
publi
c.
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 9
: Des
ign,
plan
and
impl
emen
t a T
owns
hip-
wide
sign
age s
yste
m fo
r pa
rks a
nd re
crea
tion
facil
ities
.
Mediu
m Te
rm,
2015
-201
8
Park
Supe
rinten
dent
and p
rofes
siona
l sign
co
nsult
ant.
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r. Si
gn co
nsult
ant
costs
.
Impo
rtanc
e En
hanc
e awa
rene
ss of
Par
k and
Rec
reati
on D
epar
tmen
t facil
ities a
nd cl
early
comm
unica
te inf
orma
tion.
Bene
fits
Estab
lish a
read
ily id
entifi
able
signa
ge sy
stem
for th
e par
ks th
at wi
ll heig
hten a
ware
ness
of pa
rk sit
es an
d rec
reati
on op
portu
nities
an
d pro
vide a
stan
dard
for s
ign d
esign
. Buil
d on L
MT’s
signa
ge sy
stem
that p
rovid
es a
sens
e of p
lace a
nd co
mmun
ity he
re.
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 1
0: C
ompl
ete t
he
impr
ovem
ents
on
the p
ark r
estro
oms
with
onl
y one
rem
ainin
g.
Shor
t Ter
m,
2012
-201
4
Cons
ulting
arch
itect
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r. Co
st to
be
deter
mine
d.
Impo
rtanc
e Pr
ovide
upgr
ades
need
ed to
mee
t the r
equir
emen
ts of
the A
meric
ans w
ith D
isabil
ities A
ct an
d offe
r up t
o date
facil
ities t
hat a
re fr
esh,
clean
and v
anda
l resis
tant.
Bene
fits
Meets
a pu
blic n
eed f
or fr
esh,
clean
restr
oom
facilit
ies as
expr
esse
d thr
ough
out th
e pub
lic in
volve
ment
proc
ess.
Objec
tive 1
1: C
reat
e des
tinat
ions
in
Mediu
m Te
rm,
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r. Pl
annin
g
53T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Chapter 4Action Plan
GOAL 1: ESTABLISH PARKS AND RECREATION FACILITIES AS COMMUNITY DESTINATIONS WHERE CITIZENS CAN HAVE FUN, EXPERIENCE NATURE, SOCIALIZE, AND EXERCISE (CONTINUED).
7
LMT
Parks
and R
ecre
ation
Dep
artm
ent
park
s whe
re p
eopl
e can
go
to m
any
diffe
rent
par
ks th
roug
hout
the
com
mun
ity to
gat
her a
nd so
cializ
e. Pr
iorit
ize ad
ding
pav
ilions
in G
ener
al W
ayne
Par
k, Po
lo F
ield,
Pen
n W
ynne
Pa
rk, A
shbr
idge
Par
k, So
uth
Ardm
ore,
Wyn
newo
od V
alley
Par
k, an
d th
e Cy
nwyd
Tra
il she
lter.
2015
-201
7
Civic
asso
ciatio
ns, s
ports
leag
ues a
nd
profe
ssion
al pa
rk pla
nning
cons
ultan
t
cons
ultan
t cos
ts wi
ll var
y by s
ite.
Impo
rtanc
e Pr
ovide
comm
unity
spac
es th
at pr
omote
socia
lizing
and p
rovid
e sha
de an
d she
lter f
or us
ers.
Bene
fits
Expa
nd th
e use
of th
e par
k for
mor
e citiz
ens b
y pro
viding
a sh
elter
for p
icnics
, birth
day p
artie
s, re
union
s, ath
letic
team
meeti
ngs,
tourn
amen
t reg
istra
tion,
and o
ther u
ses.
Enha
nce o
ppor
tunitie
s for
socia
l inter
actio
n in t
he pa
rks. G
ener
ate re
venu
e thr
ough
renta
ls.
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 1
2: R
aise t
he b
ar o
n th
e des
ign
and
cons
truct
ion
of p
arks
and
recr
eatio
n fa
ciliti
es. P
rese
rve f
acilit
ies th
at
cont
ribut
e to
com
mun
ity ch
arac
ter.
Ongo
ing
Pr
ofess
ional
park
plann
er/la
ndsc
ape a
rchite
ct
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r. Pl
anne
r/land
scap
e arch
itect
costs
will
vary
by si
te. S
elect
desig
ner b
ased
upon
spec
ific ex
pertis
e req
uired
by th
e fac
ility o
r pro
ject i.
e. sp
orts
field
expe
rts, s
ustai
nabil
ity
expe
rts et
c. E
valua
te pr
opos
als ba
sed u
pon e
xper
tise,
capa
bility
, and
price
. Im
porta
nce
Reali
ze th
e gre
atest
bene
fit fro
m the
inve
stmen
t in pu
blic r
ecre
ation
.
Bene
fits
Prov
ide a
high q
uality
recre
ation
expe
rienc
e.
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 1
3: Im
prov
e and
expa
nd in
door
re
crea
tion
facil
ities
. Lo
ng T
erm,
20
18-2
021
Ar
chite
ct an
d rec
reati
on pl
anne
r for
indo
or
recre
ation
facil
ity op
erati
ons a
nd m
anag
emen
t
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r. Ar
chite
ct an
d pa
rks &
recre
ation
plan
ner c
osts
will v
ary b
y buil
ding.
Impo
rtanc
e Re
place
facil
ities s
uch
as P
ALM,
Ard
more
Com
munit
y Cen
ter an
d the
Bala
gym
that h
ave e
xcee
ded t
heir l
ife ex
pecta
ncy a
nd
strug
gle to
mee
t com
munit
y nee
ds du
e to s
pace
limita
tions
, acc
essib
ility,
confi
gura
tion a
nd de
mand
of us
ers t
hat e
xcee
ds ca
pacit
y.
Bene
fits
Poten
tial to
wor
k with
deve
loper
s and
partn
ers t
hrou
gh co
mmun
ity de
velop
ment
plann
ing. M
eet c
hang
ing ne
eds o
f pop
ulatio
n like
ly to
use i
ndoo
r fac
ilities
mor
e as t
he po
pulat
ion ag
es w
ith ac
tive,
healt
hy se
nior p
opula
tion i
n whic
h the
trad
ition s
enior
cente
r mod
el no
lon
ger w
orks
. Indo
or ce
nter w
ill be
used
inter
-gen
erati
onall
y thr
ough
out th
e life
time r
ather
than
sing
le pu
rpos
e sen
ior ce
nters.
54PARKS & RECREATION PLAN UPDATE
Chapter 4Action Plan
GOAL 2: CONSERVE OUR NATURAL RESOURCES BY USING BEST MANAGEMENT PRACTICES IN THE PARKS FOR CONSERVATION, PUBLIC EDUCATION, AND PARTNERSHIPS.
The
Plan
: Act
ion
Plan
8 Goal
2: C
onse
rve
our n
atur
al re
sour
ces
by u
sing
bes
t man
agem
ent p
ract
ices
in th
e pa
rks
for c
onse
rvat
ion,
pub
lic e
duca
tion
and
part
ners
hips
. Le
ader
ship
Le
ad P
artne
r Re
com
men
datio
ns
Tim
efra
me
Su
ppor
t Par
tners
Effo
rt an
d Re
sour
ces
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 1
: Dev
elop
conv
enien
t acc
ess
area
s in
Kene
aly N
atur
e Par
k, He
nry
Lane
Par
k, an
d Mi
ll Cre
ek V
alley
Par
k.
Mediu
m Te
rm,
2015
-201
8
Ci
vic as
socia
tions
and p
rofes
sion p
ark p
lanne
r.
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r. Pa
rk pla
nner
co
sts w
ill va
ry by
site.
Impo
rtanc
e Ex
pand
the p
ark o
fferin
gs by
mak
ing pa
ssive
parks
acce
ssibl
e for
use.
Bene
fits
Meet
the to
p pub
lic in
teres
t of e
xper
iencin
g natu
re cl
ose t
o hom
e as i
denti
fied i
n pub
lic pa
rticipa
tion p
roce
ss.
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 2
: Inc
reas
e pub
lic aw
aren
ess
abou
t how
to ac
cess
and
use p
assiv
e pa
rks.
Shor
t Ter
m,
2012
-201
4 LM
T tec
hnolo
gy st
aff.
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r and
Infor
matio
n Te
chno
logy s
pecia
list. W
ork t
owar
d mak
ing th
e web
site
very
easy
for t
he pu
blic t
o use
.
Impo
rtanc
e El
imina
te the
chief
bloc
k to u
se of
publi
c par
ks an
d par
ticipa
tion i
n rec
reati
on: th
e lac
k of p
ublic
awar
enes
s abo
ut the
m.
Bene
fits
Publi
c sati
sfacti
on w
ith ea
sy ac
cess
to in
forma
tion a
bout
munic
ipal p
arks
, facil
itate
citize
ns’ e
ngag
emen
t in na
ture a
nd bu
ilding
the
next
gene
ratio
n of s
tewar
ds of
the e
nviro
nmen
t.
LMT
Parks
and R
ecre
ation
Dep
artm
ent w
ith E
AC
as su
ppor
t. Ob
jectiv
e 3: E
stab
lish
a phi
loso
phy o
f en
viron
men
tal s
usta
inab
ility i
n th
e pa
rks.
Unde
rtake
dem
onst
ratio
n pr
ojec
ts
and
work
shop
s in
the p
arks
.
Ongo
ing
LM
T Pa
rk Su
perin
tende
nt, ci
vic as
socia
tions
, co
nser
vatio
n org
aniza
tions
, and
park
plann
er.
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r and
Par
k Su
perin
tende
nt. P
ark p
lannin
g con
sulta
nt co
sts w
ill va
ry by
tas
k.
Impo
rtanc
e Pr
omote
a gr
een,
susta
inable
appr
oach
to pa
rk de
velop
ment
and m
ainten
ance
that
can b
e dem
onstr
ated t
o the
gene
ral p
ublic
. St
ormw
ater m
anag
emen
t and
othe
r env
ironm
ental
impr
ovem
ents
that s
erve
as gr
een i
nfras
tructu
re he
lp to
impr
ove p
arks
and o
pen
other
fund
ing so
urce
s fro
m ag
encie
s suc
h as t
he E
PA.
Bene
fits
Cost
savin
gs, e
nhan
ced n
atura
l are
as, r
educ
ed m
ainten
ance
, and
posit
ive im
age.
Objec
tive 4
: Im
prov
e Low
er M
erio
n On
going
LM
T Pa
rks an
d Rec
reati
on D
epar
tmen
t St
aff tim
e of P
arks
& R
ecre
ation
Dire
ctor.
Park
plann
ers’
55T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Chapter 4Action Plan
GOAL 2: CONSERVE OUR NATURAL RESOURCES BY USING BEST MANAGEMENT PRACTICES IN THE PARKS FOR CONSERVATION, PUBLIC EDUCATION, AND PARTNERSHIPS (CONTINUED).
9
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Town
ship
’s pa
rks f
or en
viron
men
tal
sust
ainab
ility,
espe
cially
for w
ater
qu
ality
.
Civic
asso
ciatio
ns, c
onse
rvatio
n org
aniza
tions
, an
d pro
fessio
nal p
ark p
lanne
rs.
costs
will
vary
by si
te.
Impo
rtanc
e To
enha
nce t
he na
tural
functi
ons o
f eco
syste
ms in
the p
arks
and p
rovid
e outd
oor e
nviro
nmen
ts tha
t are
susta
inable
and d
emon
strate
ap
prop
riate
natur
al re
sour
ce m
anag
emen
t.
Bene
fits
Ecos
ystem
enha
ncem
ents
that a
re su
staina
ble ca
n low
er on
going
main
tenan
ce co
sts an
d pro
vide e
nviro
nmen
tal be
nefits
as w
ell as
ex
ample
s of n
atura
l reso
urce
man
agem
ent t
hat d
emon
strate
best
prac
tices
to th
e gen
eral
publi
c.
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 5
: Add
ress
Tow
nshi
p en
viron
men
tal is
sues
thro
ugh
Lowe
r Me
rion
Town
ship
’s pa
rks.
Ongo
ing
Ci
vic as
socia
tions
, con
serva
tion o
rgan
izatio
ns,
and e
colog
ists/p
ark p
lanne
rs.
Staff
time o
f Par
ks &
Rec
reati
on D
irecto
r and
Par
k Su
perin
tende
nt. E
colog
ists/p
ark p
lanne
r cos
ts wi
ll var
y by
site.
Deve
lop a
strate
gic pl
an to
deal
with
storm
water
man
agem
ent a
nd
strea
mban
k stab
ilizati
on.
Shor
t-Ter
m LM
T Pa
rks an
d Rec
reati
on D
epar
tmen
t and
LMT
Publi
c Wor
ks D
epar
tmen
t $4
0,000
for c
ivil e
ngine
ering
spec
ialist
with
spec
ific
expe
rtise a
nd ex
perie
nce i
n sus
taina
bility
and w
ater q
uality
inc
luding
deve
loping
solut
ions f
or en
viron
menta
l pro
blems
thr
ough
parks
. See
k gra
nt fun
ding.
Impo
rtanc
e To
enha
nce t
he na
tural
functi
ons o
f eco
syste
ms in
the p
arks
and p
rovid
e outd
oor e
nviro
nmen
ts tha
t are
susta
inable
and d
emon
strate
ap
prop
riate
natur
al re
sour
ce m
anag
emen
t. Ad
dres
sing t
hese
issu
es th
at inv
olve b
oth P
arks
and R
ecre
ation
and P
ublic
Wor
ks in
a str
ategic
and h
olisti
c man
ner w
ould
be co
st eff
ectiv
e in p
lannin
g and
imple
menta
tion.
Bene
fits
Prov
ide so
lution
s to e
nviro
nmen
tal is
sues
in LM
T, he
lp wi
th the
MS4
plan
, lowe
r ong
oing m
ainten
ance
costs
and p
rovid
e en
viron
menta
l ben
efits
as w
ell as
exam
ples o
f natu
ral re
sour
ce m
anag
emen
t that
demo
nstra
te be
st pr
actic
es to
the g
ener
al pu
blic.
56PARKS & RECREATION PLAN UPDATE
Chapter 4Action Plan
GOAL 3: COLLABORATE WITH TOWNSHIP PLANNERS ON THE REDEVELOPMENT OF THE VILLAGES TO ENSURE THAT PUBLIC RECREATION FACILITIES, OPPORTUNITIES, AND PARTNERSHIPS IN RECREATION FACILITIES, PROGRAMS, AND MANAGEMENT ARE INCORPORATED INTO THE IMPROVEMENTS.
The
Plan
: Act
ion
Plan
10
Goal
3: C
olla
bora
te w
ith T
owns
hip
plan
ners
on
the
rede
velo
pmen
t of t
he v
illage
s to
ens
ure
that
pub
lic re
crea
tion
faci
litie
s, o
ppor
tuni
ties
and
part
ners
hips
in
recr
eatio
n fa
cilit
ies,
pro
gram
s an
d m
anag
emen
t are
inco
rpor
ated
into
the
impr
ovem
ents
. Le
ader
ship
Le
ad P
artne
r Re
com
men
datio
ns
Tim
efra
me
Su
ppor
t Par
tners
Effo
rt an
d Re
sour
ces
Lowe
r Mer
ion T
owns
hip E
cono
mic D
evelo
pmen
t an
d Par
ks an
d Rec
reati
on D
epar
tmen
ts an
d Pr
ivate
Deve
loper
s sele
cted b
y the
Tow
nship
to
lead r
edev
elopm
ent a
ctivit
ies
Objec
tive 1
: Max
imize
the P
arks
and
Recr
eatio
n Ef
fect
ivene
ss o
f the
Ard
mor
e Ar
ea R
edev
elopm
ent P
lan
Impl
emen
tatio
n Pr
ojec
ts.
1. En
sure
that
the P
arks
and R
ecre
ation
De
partm
ent is
enga
ged i
n the
revie
w of
publi
c and
priva
te ec
onom
ic de
velop
ment
proje
cts.
2. De
velop
ment
mode
l pub
lic/pr
ivate
publi
c spa
ce ow
nersh
ip, ac
cess
, ma
nage
ment
and m
ainten
ance
ag
reem
ents.
Shor
t Ter
m,
2012
-201
4 an
d On
going
Build
ing &
Plan
ning D
epar
tmen
t Th
e Ard
more
Initia
tive
Ardm
ore B
usine
ss A
ssoc
iation
Pr
ivate
Deve
loper
s
Parks
and R
ecre
ation
Dep
artm
ent s
taff s
hould
be in
volve
d in
the re
view
of pr
opos
ed de
velop
ment
proje
cts to
ensu
re
that p
ropo
sed p
ublic
spac
es ar
e des
igned
to m
eet th
e ne
eds o
f exis
ting a
nd fu
ture l
ocal
user
s, es
pecia
lly fo
r the
Cr
icket
Aven
ue S
ite an
d the
rede
sign o
f Sch
auffe
le Gr
een.
Pu
blic/P
rivate
man
agem
ent a
nd m
ainten
ance
agre
emen
ts sh
ould
be ne
gotia
ted to
ensu
re th
at pu
blic a
cces
s to n
ew
publi
c spa
ces i
s main
taine
d in p
erpe
tuity.
Cl
ear a
nd re
ason
able
maint
enan
ce re
spon
sibilit
ies sh
ould
be pl
aced
upon
the d
evelo
pers
or a
fee st
ructu
re sh
ould
be in
plac
ed to
supp
ort th
e add
itiona
l cos
ts to
the
Town
ship
for m
ainten
ance
and u
pkee
p of a
ny ne
w pu
blic
spac
es di
rectl
y attr
ibuted
to ne
w de
velop
ments
.
Impo
rtanc
e Un
derta
king t
his ef
fort a
s dev
elopm
ent if
plan
ned p
rior t
o con
struc
tion a
llows
for t
he gr
eates
t pote
ntial
integ
ratio
n of p
ublic
spac
es to
fit
into t
he T
owns
hip’s
Parks
and R
ecre
ation
Sys
tem.
Bene
fits
Deve
lopme
nt wi
ll be d
esign
ed an
d con
struc
ted th
at ac
hieve
s the
max
imum
poten
tial to
serve
the n
eeds
of th
e new
resid
ents/
user
s as
well a
s the
neigh
borh
ood c
ontex
t and
will
be do
ne in
a ma
nner
that
ensu
res t
hat it
will
be m
aintai
ned t
o a hi
gh qu
ality
with
undu
e lon
g-ter
m bu
rden
on th
e Tow
nship
.
57T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Chapter 4Action Plan
GOAL 3: COLLABORATE WITH TOWNSHIP PLANNERS ON THE REDEVELOPMENT OF THE VILLAGES TO ENSURE THAT PUBLIC RECREATION FACILITIES, OPPORTUNITIES, AND PARTNERSHIPS IN RECREATION FACILITIES, PROGRAMS, AND MANAGEMENT ARE INCORPORATED INTO THE IMPROVEMENTS (CONTINUED).
11
Lowe
r Mer
ion
Town
ship
Par
ks an
d Re
crea
tion
Depa
rtmen
t
Objec
tive 2
: Ver
non
V. Y
oung
Mem
orial
Pa
rk an
d th
e Ard
mor
e Ave
nue
Com
mun
ity C
ente
r.
1. Un
derta
ke a
Comp
rehe
nsive
Pr
ogra
mming
and S
ite M
aster
Pl
annin
g Pro
cess
for V
erno
n V. Y
oung
Me
moria
l Par
k and
the A
rdmo
re
Aven
ue C
ommu
nity C
enter
and
cons
ider in
cludin
g the
PAL
M Se
nior
Facil
ity in
to the
effor
t.
2. Pr
epar
e a po
licy f
or ad
jacen
t pro
perty
ac
quisi
tions
shou
ld the
oppo
rtunit
y ar
ise.
3. Im
prov
e the
neigh
borh
ood/p
ark
inter
face t
hrou
gh pe
rimete
r par
k im
prov
emen
ts.
Ardm
ore A
venu
e Com
mun
ity C
ente
r Boa
rd
(inclu
ding A
ACC
Staff
) Po
sitive
Agi
ng in
Low
er M
erio
n (P
ALM)
Boa
rd
(inclu
ding S
taff
Pursu
e PAD
CNR
gran
t fund
ing fo
r Pro
gram
ming
and S
ite
Maste
r Plan
ning a
ctivit
ies
Institu
te mo
re di
rect
enga
geme
nt be
twee
n the
AAC
C an
d the
Tow
nship
Par
ks an
d Rec
reati
on D
epar
tmen
t on
Prog
rams
, Man
agem
ent a
nd M
ainten
ance
of th
e AAC
C an
d Ver
non V
. You
ng P
ark
Cons
ider s
hort-
term
oppo
rtunit
ies to
utiliz
e the
PAL
M fac
ility f
or of
f-hou
rs uti
lizati
on by
the T
owns
hip an
d AAC
C for
prog
rams
. Ide
ntify
shor
t-ter
m ae
stheti
c imp
rove
ments
to th
e pe
rimete
r of th
e par
k inc
luding
bette
r fen
cing,
mino
r mo
difica
tions
to en
tranc
es to
crea
te ga
teway
s and
ad
dition
al pla
nting
s.
Impo
rtanc
e Ve
rnon
V. Y
oung
Mem
orial
Par
k is o
ver-p
rogr
amme
d with
facil
ities,
base
d on i
ts siz
e and
the A
ACC
is ne
aring
the e
nd of
its us
eful
life sp
an an
d req
uires
majo
r upg
rade
s. At
some
point
in th
e futu
re, it
will
beco
me m
ore c
ost e
ffecti
ve re
place
the e
xistin
g AAC
C bu
ilding
than
conti
nue t
o inv
est in
its re
pair a
nd th
e exis
ting f
acilit
ies do
n’t m
eet th
e cur
rent
need
s or c
apac
ity of
the A
ACC
prog
rams
.
Bene
fits
Stra
tegica
lly lo
oking
at th
e full
pictu
re of
oppo
rtunit
ies to
comb
ine fa
cilitie
s (inc
luding
PAL
M) co
uld al
low fo
r a be
tter u
tiliza
tion o
f pr
emium
spac
e with
Ver
non V
. You
ng M
emor
ial P
ark,
be m
ore c
ost-e
ffecti
ve lo
ng te
rm ve
rsus c
ontin
uing t
o inv
est in
the c
urre
nt ou
t-da
ted fa
cilitie
s and
bette
r ser
ve cu
rrent
comm
unity
need
s.
58PARKS & RECREATION PLAN UPDATE
Chapter 4Action Plan
GOAL 3: COLLABORATE WITH TOWNSHIP PLANNERS ON THE REDEVELOPMENT OF THE VILLAGES TO ENSURE THAT PUBLIC RECREATION FACILITIES, OPPORTUNITIES, AND PARTNERSHIPS IN RECREATION FACILITIES, PROGRAMS, AND MANAGEMENT ARE INCORPORATED INTO THE IMPROVEMENTS (CONTINUED).
The
Plan
: Act
ion
Plan
12
Lowe
r Mer
ion T
owns
hip E
cono
mic D
evelo
pmen
t an
d Par
ks an
d Rec
reati
on D
epar
tmen
ts an
d Pr
ivate
Deve
loper
s sele
cted b
y the
Tow
nship
to
lead r
edev
elopm
ent a
ctivit
ies
Objec
tive 3
: Use
Par
ks an
d Re
crea
tion
as a
Pote
ntial
Too
l to
Adva
nce E
cono
mic
Deve
lopm
ent G
oals
of th
e Bala
Ave
nue
Mast
er P
lan.
1. Es
tablis
h a lis
t of s
ite-sp
ecific
Par
ks
and R
ecre
ation
goals
that
tie fu
ture
rede
velop
ment
of the
Bala
Gym
site
with
the ad
jacen
t Bala
Play
grou
nd an
d pr
opos
ed si
x-sto
ry re
siden
tial
deve
lopme
nt.
2. Pr
epar
e a R
edev
elopm
ent R
FP to
So
licit D
evelo
pers
for a
Publi
c/Priv
ate
Comm
ercia
l and
Rec
reati
on-O
riente
d De
velop
ment.
Shor
t Ter
m,
2012
-201
4 to
Long
Ter
m (2
019+
)
Priva
te De
velop
ers
Initia
ted di
scus
sions
betw
een t
he T
owns
hip’s
Econ
omic
Deve
lopme
nt an
d Par
ks an
d Rec
reati
on D
epar
tmen
ts’
staff t
o dete
rmine
a pr
oces
s for
unde
rtakin
g a
publi
c/priv
ate pa
rtner
ship
rede
velop
ment
proje
ct on
the
Bala
Gym
site,
simila
r to t
he on
e und
ertak
en fo
r the
Ar
dmor
e Are
a. De
velop
a sp
ecific
list r
equir
emen
ts an
d com
mitm
ents
(both
for d
evelo
pers
and f
or th
ose t
he T
owns
hip is
willi
ng
to pr
ovide
) as p
art o
f a de
velop
er de
al.
Explo
re ad
dition
al ec
onom
ic too
ls, su
ch as
tax
abate
ments
, TIF
Fs an
d site
infra
struc
ture f
undin
g to
enha
ncem
ent th
e eco
nomi
c mod
el for
a po
tentia
l joint
de
velop
ment
proje
ct.
Impo
rtanc
e Th
e cur
rent
Bala
Gym
is ou
tdated
and d
oes n
eed m
eet c
urre
nt sta
ndar
ds fo
r suc
h fac
ilities
, yet
the T
owns
hip ne
eds i
ndoo
r gym
sp
ace a
nd in
door
recre
ation
facil
ities t
o ser
ve th
e lar
ge nu
mber
of ci
tizen
s usin
g ind
oor r
ecre
ation
facil
ities.
LM S
choo
l Dist
rict
facilit
ies ar
e full
y sch
edule
d and
cann
ot me
et the
need
for t
he le
vel o
f pub
lic re
creati
on pa
rticipa
tion u
nder
way i
n the
comm
unity
.
Bene
fits
Pursu
ing a
strate
gy th
at ou
tsour
ces t
he de
velop
ment
inves
tmen
t to th
e priv
ate se
ctor b
y pro
viding
the v
alue o
f the l
and t
o the
proje
ct,
poten
tially
allow
s the
Tow
nship
to ob
tain m
oder
n rec
reati
on fa
cilitie
s with
no up
front
finan
cing i
nves
tmen
t and
can a
lso sp
ur
econ
omic
deve
lopme
nt an
d com
merci
al vib
ranc
y to t
he B
ala A
venu
e cor
ridor
at th
e sam
e tim
e.
59T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Chapter 4Action Plan
GOAL 3: COLLABORATE WITH TOWNSHIP PLANNERS ON THE REDEVELOPMENT OF THE VILLAGES TO ENSURE THAT PUBLIC RECREATION FACILITIES, OPPORTUNITIES, AND PARTNERSHIPS IN RECREATION FACILITIES, PROGRAMS, AND MANAGEMENT ARE INCORPORATED INTO THE IMPROVEMENTS (CONTINUED).
13
Lowe
r Mer
ion T
owns
hip E
cono
mic D
evelo
pmen
t an
d Par
ks an
d Rec
reati
on D
epar
tmen
ts an
d Pr
ivate
Deve
loper
s sele
cted b
y the
Tow
nship
to
lead r
edev
elopm
ent a
ctivit
ies
Objec
tive 4
: Max
imize
the P
arks
and
Recr
eatio
n Ef
fect
ivene
ss o
f the
Bry
n Ma
wr M
aste
r Plan
. 1.
Ensu
re th
at the
Par
ks an
d Rec
reati
on
Depa
rtmen
t is en
gage
d in t
he re
view
of pu
blic a
nd pr
ivate
econ
omic
deve
lopme
nt pr
ojects
. 2.
Deve
lopme
nt mo
del p
ublic
/priva
te pu
blic s
pace
owne
rship,
acce
ss,
mana
geme
nt an
d main
tenan
ce
agre
emen
ts.
Shor
t Ter
m,
2012
-201
4 to
Long
Ter
m (2
019+
)
Priva
te De
velop
ers
Bryn
Maw
r Bus
iness
Ass
ociat
ion
Parks
and R
ecre
ation
Dep
artm
ent S
taff s
hould
be in
volve
d in
the re
view
of pr
opos
ed de
velop
ment
proje
cts to
ensu
re
that p
ropo
sed p
ublic
spac
es ar
e des
igned
to m
eet th
e ne
eds o
f exis
ting a
nd fu
ture l
ocal
user
s, es
pecia
lly fo
r any
re
deve
lopme
nt pla
n on L
ot 7 w
hich s
hould
inclu
de a
major
ce
ntral
publi
c spa
ce as
part
of the
its ov
erall
desig
n. Pu
blic/P
rivate
man
agem
ent a
nd m
ainten
ance
agre
emen
ts sh
ould
be ne
gotia
ted to
ensu
re th
at pu
blic a
cces
s to n
ew
publi
c spa
ces i
s main
taine
d in p
erpe
tuity.
Cl
ear a
nd re
ason
able
maint
enan
ce re
spon
sibilit
ies sh
ould
be pl
aced
upon
the d
evelo
pers
or a
fee s
tructu
re sh
ould
be in
plac
ed to
supp
ort th
e add
itiona
l cos
ts to
the
Town
ship
for m
ainten
ance
and u
pkee
p of a
ny ne
w pu
blic
spac
es di
rectl
y attr
ibuted
to ne
w de
velop
ments
.
Impo
rtanc
e Un
derta
king
this e
ffort
as de
velop
ment
is pla
nned
, prio
r to c
onstr
uctio
n, all
ows f
or th
e gre
atest
poten
tial in
tegra
tion o
f pub
lic sp
aces
to
fit int
o the
Tow
nship
’s Pa
rks an
d Rec
reati
on S
ystem
.
Bene
fits
Deve
lopme
nt wi
ll be d
esign
ed an
d con
struc
ted w
hich a
chiev
es th
e max
imum
poten
tial to
serve
the n
eeds
of th
e new
resid
ents/
user
s as
well
as th
e neig
hbor
hood
conte
xt an
d will
be do
ne in
a ma
nner
that
ensu
res t
hat it
will
be m
aintai
ned t
o a hi
gh qu
ality
with
undu
e lon
g-ter
m bu
rden
on th
e Tow
nship
.
60PARKS & RECREATION PLAN UPDATE
Chapter 4Action Plan
GOAL 3: COLLABORATE WITH TOWNSHIP PLANNERS ON THE REDEVELOPMENT OF THE VILLAGES TO ENSURE THAT PUBLIC RECREATION FACILITIES, OPPORTUNITIES, AND PARTNERSHIPS IN RECREATION FACILITIES, PROGRAMS, AND MANAGEMENT ARE INCORPORATED INTO THE IMPROVEMENTS (CONTINUED).
The
Plan
: Act
ion
Plan
14
Lowe
r Mer
ion T
owns
hip E
cono
mic D
evelo
pmen
t an
d Par
ks an
d Rec
reati
on D
epar
tmen
ts an
d Pr
ivate
Deve
loper
s sele
cted b
y the
Tow
nship
to
lead r
edev
elopm
ent a
ctivit
ies. U
se th
e Offic
ial M
ap
as a
tool fo
r adv
ancin
g the
City
Ave
nue p
rojec
ts.
Objec
tive 5
: Max
imize
the P
arks
and
Recr
eatio
n Ef
fect
ivene
ss o
f the
Pr
opos
ed C
ity A
venu
e Ove
rlay D
istric
t Zo
ning
Pro
cess
and
Futu
re
Impl
emen
tatio
n Pr
ojec
ts.
1. En
sure
that
the P
arks
and R
ecre
ation
De
partm
ent is
enga
ged i
n the
revie
w of
publi
c and
priva
te ec
onom
ic de
velop
ment
proje
cts.
2. De
velop
ment
mode
l pub
lic/pr
ivate
publi
c spa
ce ow
nersh
ip, ac
cess
, ma
nage
ment
and m
ainten
ance
ag
reem
ents.
Shor
t Ter
m,
2012
-201
4 to
Long
Ter
m (2
019+
)
City
Aven
ue S
pecia
l Ser
vices
Dist
rict
Priva
te De
velop
ers
Parks
and R
ecre
ation
Dep
artm
ent S
taff s
hould
be in
volve
d in
the re
view
of the
prop
osed
City
Ave
nue O
verla
y Dist
rict
Zonin
g and
any r
esult
ant d
evelo
pmen
t pro
jects
to en
sure
tha
t pro
pose
d pub
lic sp
aces
are d
esign
ed to
mee
t the
need
s of e
xistin
g and
futur
e loc
al us
ers.
Publi
c/Priv
ate m
anag
emen
t and
main
tenan
ce ag
reem
ents
shou
ld be
nego
tiated
to en
sure
that
publi
c acc
ess t
o new
pu
blic s
pace
s is m
aintai
ned i
n per
petui
ty.
Clea
r and
reas
onab
le ma
inten
ance
resp
onsib
ilities
shou
ld be
plac
ed up
on th
e dev
elope
rs or
a fee
stru
cture
shou
ld be
in pl
aced
to su
ppor
t the a
dditio
nal c
osts
to the
To
wnsh
ip for
main
tenan
ce an
d upk
eep o
f any
new
publi
c sp
aces
dire
ctly a
ttribu
ted to
new
deve
lopme
nts.
Impo
rtanc
e Th
e Tow
nship
is cu
rrentl
y und
ertak
ing th
e dev
elopm
ent o
f an O
verla
y Zon
ing D
istric
t that
could
allow
for a
sign
ifican
t amo
unt o
f new
re
siden
tial u
nits b
uilt in
a fai
rly ur
ban f
orma
t. The
Par
ks an
d Rec
reati
on D
epar
tmen
t sho
uld be
awar
e and
enga
ged i
n the
proc
ess o
f de
velop
ing th
e Ove
rlay Z
oning
in or
der t
o und
ersta
nd its
futur
e imp
licati
ons o
n the
need
to pr
ovide
recre
ation
prog
rams
and m
ore
impo
rtantl
y ens
ure t
hat p
arks
and p
ublic
open
spac
es th
at ar
e cre
ated b
y new
deve
lopme
nt ar
e dev
elope
d in a
man
ner t
hat is
mos
t eff
ectiv
e lon
g-ter
m for
the T
owns
hip an
d can
be m
aintai
ned.
Bene
fits
Cons
iderin
g the
long
-term
quali
ty-of-
life as
pects
of fu
ture d
evelo
pmen
t upfr
ont, a
s well
as th
e imm
ediat
e tax
-ben
efit a
nd fin
ancia
l pro
-for
mas o
f the p
rojec
t, pro
tects
the ch
arac
ter an
d high
stan
dard
of liv
ing th
at ex
ists w
ithin
the T
owns
hip. If
prop
erly
plann
ed, in
fill
deve
lopme
nt ca
n enh
ance
the e
cono
mic a
nd so
cial a
spec
ts of
the co
mmun
ity an
d not
prov
ide an
initia
l eco
nomi
c boa
st wi
th a l
ong-
term
finan
cial d
rain
as re
sult o
f incre
ased
man
agem
ent a
nd m
ainten
ance
dema
nds.
61T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Chapter 4Action Plan
GOAL 4: ENGAGE THE CITIZENS IN RECREATION TO ENRICH THEIR LIVES.
15
Goal
4: E
ngag
e th
e ci
tizen
s in
recr
eatio
n to
enr
ich
thei
r liv
es. Le
ader
ship
Le
ad P
artne
r Re
com
men
datio
ns
Tim
efra
me
Su
ppor
t Par
tners
Effo
rt an
d Re
sour
ces
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 1
: Dev
elop
a pro
gram
m
anag
emen
t plan
. Sh
ort T
erm,
20
12-2
014
Lo
wer M
erion
Sch
ool D
istric
t, spo
rts le
ague
s, co
nser
vatio
n org
aniza
tions
, Civi
c Ass
ociat
ions,
and o
thers
.
Staff
time o
f Rec
reati
on C
oord
inator
and P
arks
&
Recre
ation
Dire
ctor.
Impo
rtanc
e To
enab
le the
Dep
artm
ent to
focu
s pro
gram
man
agem
ent s
trateg
ically
to fo
cus o
n cus
tomer
servi
ce, in
trodu
ction
of ne
w pr
ogra
m ar
eas,
reve
nue g
ener
ation
, par
tnersh
ips, a
nd pr
ogra
m fac
ilitati
on.
Bene
fits
Enha
nced
publi
c ser
vice,
incre
ased
recre
ation
oppo
rtunit
ies fo
r und
erse
rved g
roup
s suc
h as a
ctive
aging
senio
rs, re
spon
siven
ess t
o cit
izen i
ntere
sts in
fitne
ss an
d natu
re-b
ased
recre
ation
, and
susta
in the
play
grou
nd pr
ogra
m eff
ectiv
ely in
the f
uture
.
Objec
tive 2
: Foc
us o
n cu
stom
er se
rvice
an
d co
nven
ience
.
Ongo
ing
LMT
Parks
and R
ecre
ation
Dep
artm
ent le
ad by
the
Dire
ctor w
ith fu
ll par
ticipa
tion b
y all m
anag
emen
t an
d staf
f mem
bers.
Staff
time.
Enab
le cit
izens
to pa
y for
prog
rams
an
d ser
vices
via
credit
card
Sh
ort T
erm,
20
12-2
014
Pa
rks an
d Rec
reati
on D
irecto
r wor
king w
ith
Finan
ce D
epar
tmen
t. Co
sts to
be of
fset w
ith in
creas
ing re
venu
es.
Enab
le on
-line r
egist
ratio
n Sh
ort T
erm,
20
12-2
014
Pa
rks an
d Rec
reati
on D
irecto
r wor
king w
ith
Finan
ce D
epar
tmen
t. Rec
reati
on C
oord
inator
wo
rking
with
Dep
artm
ent’s
softw
are c
ompa
ny
techn
ical s
uppo
rt.
Costs
to be
offse
t with
incre
asing
reve
nues
.
Deve
lop a
nd im
pleme
nt on
-goin
g me
thods
of or
ganiz
ed ci
tizen
inpu
t inc
luding
focu
s gro
ups,
inter
views
and
surve
ys.
Shor
t Ter
m,
2012
-201
4 and
On
going
Parks
& R
ecre
ation
Dep
artm
ent m
anag
emen
t and
sta
ff St
aff tim
e.
Budg
et for
surve
y in 2
016 o
f $15
,000.
62PARKS & RECREATION PLAN UPDATE
Chapter 4Action Plan
GOAL 4: ENGAGE THE CITIZENS IN RECREATION TO ENRICH THEIR LIVES (CONTINUED).
The
Plan
: Act
ion
Plan
16
Impo
rtanc
e Cr
edit c
ard p
ayme
nts ar
e tod
ay’s
norm
in pu
rchas
ing. E
nabli
ng cr
edit c
ard p
ayme
nt wi
ll imp
rove
custo
mer s
ervic
e and
conv
enien
ce
for th
e citiz
ens.
Resp
onds
to lif
e styl
es of
the r
eside
nts.
Bene
fits
Dram
atic i
ncre
ases
in pr
ogra
m pa
rticipa
tion w
ith pr
ogra
m gr
owth
follow
ing as
a re
sult o
f mor
e citiz
ens p
artic
ipatin
g is l
ikely
to oc
cur.
This
direc
tly re
spon
ds to
citiz
ens i
ndica
ting t
hat th
ey ar
e int
eres
ted in
partic
ipatin
g in T
owns
hip re
creati
on pr
ogra
ms.
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 3
: Dev
elop
and
impl
emen
t a
prom
otio
nal p
rogr
am to
incr
ease
pub
lic
awar
enes
s.
Shor
t Ter
m,
2012
-201
4
LMT
Publi
c Info
rmati
on O
ffice
Use o
f exis
ting r
esou
rces.
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Conti
nue t
o use
the R
ecre
ation
Br
ochu
re w
hile a
dapti
ng its
conte
nt to
shep
herd
read
ers t
o the
web
site.
Ongo
ing
LMT
Infor
matio
n Tec
hnolo
gy D
epar
tmen
t & LM
T Pu
blic I
nform
ation
Offic
e
Use m
ore p
hotog
raph
s and
testi
monia
ls to
spar
k inte
rest
and p
artic
ipatio
n. St
aff tim
e.
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Adap
t the w
ebsit
e to b
e the
“go-
to”
place
for p
arks
and r
ecre
ation
. On
going
LMT
Infor
matio
n Tec
hnolo
gy D
epar
tmen
t & LM
T Pu
blic I
nform
ation
Offic
e
Use p
hotos
and t
estim
onial
s on t
he W
ebsit
e. F
eatur
e re
siden
ts an
d the
ir stor
ies ab
out u
sing T
owns
hip pa
rks
and r
ecre
ation
. Staf
f time
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Deve
lop m
ethod
s to u
se so
cial m
edia
to se
rve th
e res
idents
thro
ugh p
arks
an
d rec
reati
on.
Shor
t Ter
m,
2012
-201
4 LM
T Inf
orma
tion T
echn
ology
Dep
artm
ent &
LMT
Publi
c Info
rmati
on O
ffice
Cons
ider f
uture
custo
mer s
ervic
e and
prog
ram
posit
ions,
as w
ell as
inter
ns, to
deve
lop an
d man
age u
se of
socia
l me
dia. R
e-str
uctur
ed st
aff po
sition
s.
Deve
lop an
d use
a cu
stome
r data
base
to
infor
m re
siden
ts ab
out p
arks
and
recre
ation
oppo
rtunit
ies.
Shor
t Ter
m,
2012
-201
4 LM
T Pa
rks an
d Rec
reati
on D
epar
tmen
t W
ork w
ith th
e Dep
artm
ent’s
softw
are c
ompa
ny to
deve
lop
the da
tabas
e. St
aff tim
e. Po
tentia
l fee f
or te
chnic
al su
ppor
t fro
m so
ftwar
e pro
vider
.
Impo
rtanc
e Th
e majo
rity of
surve
y res
pond
ents
indica
ted th
at the
y’d lik
e to k
now
more
abou
t par
ks an
d rec
reati
on. T
he m
ajor b
lock t
o pa
rticipa
tion i
n par
ks an
d rec
reati
on op
portu
nities
repo
rted b
y the
citiz
ens i
s the
ir lac
k of a
ware
ness
abou
t them
. Mos
t citiz
ens
indica
ted th
at the
y refe
r to g
et the
ir info
rmati
on fr
om th
e web
site a
nd th
e Rec
reati
on B
roch
ure.
Bene
fits
Enha
nced
publi
c ser
vice.
Incre
ased
partic
ipatio
n in r
ecre
ation
oppo
rtunit
ies. A
bette
r-info
rmed
citiz
enry
will g
ain un
derst
andin
g of th
e To
wnsh
ip’s p
arks
stre
ngthe
ning s
uppo
rt. C
ost s
aving
s and
incre
ased
reve
nues
thro
ugh u
se of
the W
EB ra
ther t
han p
rint m
edia.
63T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Chapter 4Action Plan
GOAL 4: ENGAGE THE CITIZENS IN RECREATION TO ENRICH THEIR LIVES (CONTINUED).
17
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 4
: Dev
elop
a mar
ketin
g st
rate
gy fo
r par
ks an
d re
crea
tion
Shor
t Ter
m,
2012
-201
4
LMT
Publi
c Rela
tions
Dep
artm
ent
Use o
f exis
ting r
esou
rces.
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Focu
s on r
egula
r ass
essm
ent o
f citiz
en
need
s and
comm
unity
tren
ds.
Othe
r rec
reati
on pr
ovide
rs an
d LM
Scho
ol Di
strict
Use s
taff a
nd pa
rtner
s to c
ondu
ct foc
us gr
oups
and
inter
views
. Con
duct
on-si
te int
ervie
ws in
the p
arks
. Ex
plore
outre
ach t
o non
-par
ticipa
nts. S
taff ti
me.
Deve
lop an
d imp
lemen
t a pr
ogra
m ev
aluati
on sy
stem.
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Includ
e a po
st pr
ogra
m as
well
as in
terim
evalu
ation
sy
stem.
Use
findin
gs to
impr
ove p
rogr
ams.
Cond
uct
outre
ach t
o dete
rmine
facto
rs in
any m
ajor c
hang
e in
partic
ipatio
n. S
taff T
ime.
Impo
rtanc
e By
focu
sing o
n citiz
en ne
eds a
nd lif
estyl
es, th
e Dep
artm
ent c
an be
come
custo
mer f
ocus
ed in
prov
iding
not o
nly pr
ogra
ms an
d se
rvice
s but
also
on w
hat p
rogr
am su
ppor
t ser
vices
wou
ld se
rve th
em w
ell su
ch as
hour
s, fam
ily ca
re, fe
es an
d cha
rges
, adv
ertis
ing
and o
ther im
porta
nt fac
tors t
hat a
ffect
servi
ce de
liver
y.
Bene
fits
Citiz
ens w
ould
have
their
need
s met
more
effec
tively
thus
redu
cing t
heir s
tress
and i
ncre
asing
their
happ
iness
in th
roug
h pa
rticipa
tion a
nd th
e enh
ance
d sen
se of
comm
unity
resu
lting.
LMT
Parks
and R
ecre
ation
Dep
artm
ent w
ith
Rive
rben
d and
Lowe
r Mer
ion C
onse
rvanc
y Ob
jectiv
e 5: B
uild
upo
n co
mm
unity
na
ture
bas
ed re
crea
tion
oppo
rtuni
ties
Shor
t Ter
m 20
12
- 201
4 and
on
going
Lo
wer M
erion
Sch
ool D
istric
t
Penn
sylva
nia D
epar
tmen
t of E
duca
tion h
as es
tablis
hed
stand
ards
for e
nviro
nmen
tal ed
ucati
on as
part
of the
sc
hool
distric
t cur
ricula
.
Wor
k with
Rive
rben
d and
Lowe
r Me
rion C
onse
rvanc
y to
deve
lop a
strate
gic pl
an fo
r pro
viding
comm
unity
en
viron
menta
l ser
vices
and p
rogr
ams.
Mediu
m Te
rm
2015
-201
8 LM
T Pa
rks an
d Rec
reati
on D
epar
tmen
t with
Ri
verb
end a
nd Lo
wer M
erion
Con
serva
ncy
Wor
k to s
tream
line o
pera
tions
amon
g the
thre
e pro
gram
pr
ovide
rs in
LMT:
Par
ks &
Rec
reati
on D
epar
tmen
t, Ri
verb
end E
nviro
nmen
tal E
duca
tion c
enter
, and
Lowe
r Me
rion C
onse
rvanc
y.
Prov
ide en
viron
menta
l pro
gram
s as
part
of oth
er pr
ogra
ms su
ch as
the
Play
grou
nd P
rogr
am.
Shor
t Ter
m 20
12
– 201
4 and
on
going
LMT
Parks
and R
ecre
ation
Dep
artm
ent w
ith
Rive
rben
d and
Lowe
r Mer
ion C
onse
rvanc
y Co
llabo
rate
with
Rive
rben
d to d
o join
t pro
gram
ming
at
Play
grou
nd si
tes.
Prom
ote en
viron
menta
l opp
ortun
ities
and f
acilit
ies to
enab
le cit
izens
to
expe
rienc
e natu
re cl
ose t
o hom
e.
Shor
t Ter
m 20
12
– 201
4 and
on
going
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Focu
s on o
ppor
tunitie
s tha
t citiz
ens c
an un
derta
ke on
their
ow
n.
64PARKS & RECREATION PLAN UPDATE
Chapter 4Action Plan
GOAL 4: ENGAGE THE CITIZENS IN RECREATION TO ENRICH THEIR LIVES (CONTINUED).
The
Plan
: Act
ion
Plan
18
Impo
rtanc
e Ab
out 8
4 per
cent
of the
surve
y res
pond
ents
indica
ted th
at en
joying
natur
e is o
ne of
the a
ctivit
ies in
whic
h the
y par
ticipa
te or
are
inter
ested
in pa
rticipa
ting.
Many
citiz
ens a
re en
gage
d in e
nviro
nmen
tal pu
rsuits
so it
is a
major
area
of in
teres
t amo
ng th
e citiz
enry.
Bene
fits
Enga
ging c
itizen
s in n
ature
base
d rec
reati
on he
lps to
build
stew
ards
for c
onse
rvatio
n and
publi
c ser
vice.
This
is vit
al for
the
cons
erva
tion o
f the T
owns
hip’s
natur
al re
sour
ces o
ver t
he lo
ng te
rm. It
is lik
ely th
at thi
s will
also i
ncre
ase v
olunte
erism
that
will r
esult
in
cost
savin
gs an
d imp
rove
d con
serva
tion a
nd pu
blic s
ervic
e.
Objec
tive 6
: Con
tinue
to p
rovid
e re
crea
tion
oppo
rtuni
ties a
imed
at ac
tive
healt
hy liv
ing.
Ongo
ing
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Staff
time
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Includ
e acti
ve he
althy
living
prog
rams
as
segm
ent o
f the p
rogr
am
mana
geme
nt pla
n. Al
so se
ek
partn
ersh
ips w
ith he
alth c
are p
rovid
ers
includ
ing lo
cal h
ospit
als an
d othe
r he
alth c
are p
rovid
ers f
or re
creati
on
prog
rams
and s
ervic
es.
Mediu
m ter
m 20
15-2
018
Bryn
Maw
r Hos
pital,
Lank
enau
Hos
pital,
Main
Line
He
alth
and o
ther h
ealth
care
prov
iders
Staff
time w
ith go
al of
seek
ing al
terna
tive m
eans
of
supp
ortin
g Tow
nship
parks
and r
ecre
ation
servi
ces f
or
activ
e hea
lthy l
iving
prog
rams
.
Impo
rtanc
e Re
creati
on is
the p
refer
red c
hoice
of ci
tizen
s as t
heir v
enue
for e
ngag
ing in
fitne
ss an
d well
ness
. The
U.S
. Sur
geon
Gen
eral
has
stated
that
comm
unitie
s can
play
an im
porta
nt ro
le in
foster
ing re
gular
exer
cise t
hat w
ill re
sults
in na
tionw
ide co
st sa
vings
.
Bene
fits
Citiz
ens w
ill ha
ve th
e ben
efit o
f add
ing ye
ars t
o the
ir live
s and
savin
g mon
ey on
healt
h car
e. In
the pu
blic o
pinion
surve
y 77 p
erce
nt of
the re
spon
dents
indic
ated t
hat th
ey pa
rticipa
te or
are
inter
ested
in pa
rticipa
ting i
n exe
rcise
and f
itnes
s acti
vities
.
Objec
tive 7
: Tak
e Lea
ders
hip
role
in
facil
itatin
g co
llabo
ratio
n am
ong
spor
ts
leagu
es an
d Pa
rks a
nd R
ecre
atio
n De
pt.
Shor
t Ter
m 20
12
– 201
4 and
on
going
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Staff
time.
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Seek
partn
ersh
ips in
facil
ity,
maint
enan
ce, a
nd pr
ogra
mming
im
prov
emen
ts.
Shor
t Ter
m 20
12
– 201
4 and
on
going
16
orga
nized
spor
ts lea
gues
in LM
T
Staff
time.
Likely
to re
sult i
n inc
reas
ed su
ppor
t from
othe
r pa
rtner
s.
65T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Chapter 4Action Plan
GOAL 4: ENGAGE THE CITIZENS IN RECREATION TO ENRICH THEIR LIVES (CONTINUED).
19
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 8
: Con
tinue
to fa
cilita
te
recr
eatio
n se
rvice
s sup
plied
by o
ther
pr
ovid
ers.
Ongo
ing
Priva
te, no
n-pr
ofit a
nd co
mmer
cial p
rovid
ers
Staff
time.
Likely
to re
sult i
n inc
reas
ed su
ppor
t from
othe
r pa
rtner
s.
Impo
rtanc
e On
e of th
e main
roles
of th
e Par
ks an
d Rec
reati
on D
epar
tmen
t is su
ppor
ting t
he ef
forts
of oth
er pr
ovide
rs in
offer
ing pu
blic r
ecre
ation
op
portu
nities
. This
expa
nds p
ublic
servi
ce e
xpon
entia
lly bu
t still
requ
ires T
owns
hip pa
rks an
d re
creati
on st
aff su
ppor
t. It is
impo
rtant
to re
cogn
ize th
at ev
en vo
luntee
r effo
rts ar
e not
free a
nd co
me w
ith th
e cos
t of s
taff ti
me fo
r coo
rdina
tion,
mana
geme
nt, tr
aining
etc.
Bene
fits
Many
mor
e rec
reati
on op
portu
nities
are a
vaila
ble in
the c
ommu
nity b
ecau
se th
e Tow
nship
supp
orts
these
effor
ts. T
hese
prog
rams
wo
uld no
t be p
ossib
le wi
th To
wnsh
ip re
sour
ces a
lone.
Ther
efore
facil
itatin
g rec
reati
on pr
ovide
d by o
ther o
rgan
izatio
ns is
a ve
ry co
st eff
ectiv
e way
to de
liver
publi
c rec
reati
on op
portu
nities
.
66PARKS & RECREATION PLAN UPDATE
Chapter 4Action Plan
GOAL 5: PROVIDE OPERATIONAL EXCELLENCE AND FINANCIAL STABILITY THAT WILL GARNER WIDESPREAD PUBLIC SUPPORT FOR PARKS AND RECREATION.
The
Plan
: Act
ion
Plan
20
Goal
5: Pr
ovid
e ope
ratio
nal e
xcell
ence
and
finan
cial s
tabili
ty th
at wi
ll ga
rner
wid
espr
ead
publ
ic su
ppor
t for
par
ks an
d re
crea
tion.
Le
ader
ship
Le
ad P
artne
r Re
com
men
datio
ns
Tim
efra
me
Su
ppor
t Par
tners
Effo
rt an
d Re
sour
ces
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Objec
tive 1
: Dev
elop
a for
mali
zed
main
tena
nce m
anag
emen
t sys
tem
. Sh
ort T
erm,
20
12-2
014
Po
tentia
lly ot
her c
ampu
s typ
e main
tenan
ce
mana
gers
from
publi
c and
priva
te sc
hools
could
se
rve as
a tas
k for
ce fo
r this
proje
ct.
Staff
time a
nd as
sistan
ce fr
om ou
tside
parks
main
tenan
ce
profe
ssion
al. S
eek g
rant
from
PADC
NR P
eer P
rogr
am of
$1
0,000
with
matc
h of $
1,000
prov
ided b
y LMT
. See
k ad
dition
al su
ppor
t from
DVI
T. C
rucia
l to fr
ee tim
e for
Par
ks
Supe
rinten
dent
to foc
us on
deve
lopme
nt of
syste
m.
Impo
rtanc
e Fo
rmali
zed m
ainten
ance
man
agem
ent s
ystem
will
incre
ase e
fficien
cy an
d effe
ctive
ness
by es
tablis
hing m
ethod
s to
plan,
direc
t, co
ntrol,
and e
valua
te pa
rk ma
inten
ance
func
tions
. By m
aking
oper
ation
s as r
outin
ely sc
hedu
led as
poss
ible,
huma
n and
finan
cial
reso
urce
s can
be al
locate
d in t
he m
ost e
ffecti
ve m
anne
r. Ex
plora
tion o
f the p
otenti
al to
contr
act o
ut ro
utine
func
tions
such
as
custo
dial s
ervic
es fo
r res
troom
s, tra
ffic is
land m
ainten
ance
and g
rass
mow
ing an
d trim
ming
could
resu
lt in c
ost s
aving
s in s
taff a
nd
equip
ment.
Bene
fits
Cost
savin
gs by
mak
ing m
ajority
of w
ork r
outin
ely sc
hedu
led ra
ther t
han r
eacti
onar
y. (M
ainten
ance
task
s per
form
ed in
a re
actio
nary
mode
cost
seve
n tim
es as
muc
h as a
routi
nely
sche
duled
task
.) Inc
reas
ed pr
oduc
tivity
of ex
isting
wor
k for
ce an
d ide
ntific
ation
of
skills
need
ed fo
r acti
ve re
creati
on fa
cility
main
tenan
ce an
d natu
ral re
sour
ce m
anag
emen
t in th
e futu
re as
the w
ork f
orce
evolv
es.
Enha
nced
appe
aran
ce, s
afety
and p
layab
ility o
f rec
reati
on fa
cilitie
s as w
ell as
bette
r pro
tectio
n of n
atura
l are
as.
LMT
Boar
d of C
ommi
ssion
ers
Objec
tive 2
: Est
ablis
h a S
take
hold
ers
Advis
ory P
anel
for L
ower
Mer
ion
Town
ship
. Inclu
de co
llege
s and
un
ivers
ities
as p
artn
ers.
Shor
t Ter
m 20
12-2
014
LMT
Admi
nistra
tion a
nd P
arks
and R
ecre
ation
De
partm
ent
Time o
f elec
ted an
d app
ointed
offic
ials a
nd vo
luntee
rs
Impo
rtanc
e Pr
ovidi
ng an
orga
nized
way
for c
itizen
s and
orga
nizati
ons s
uch a
s high
er ed
ucati
on w
ith re
lated
inter
ests
in pa
rks an
d rec
reati
on to
pr
ovide
their
inpu
t and
supp
ort w
ill ge
nera
te co
mmun
ity a
nd st
akeh
older
invo
lveme
nt eff
icien
tly an
d effe
ctive
ly. C
ommu
nity i
nput
is sig
nifica
nt ye
t frag
mente
d at a
time w
hen
the nu
mber
of or
ganiz
ation
s and
citiz
ens i
nvolv
ed in
recre
ation
, con
serva
tion a
nd vo
luntee
r is
signif
icantl
y inc
reas
ing. A
stak
ehold
er pa
nel w
ould
centr
alize
comm
unity
parks
and r
ecre
ation
inpu
t and
supp
ort.
Bene
fits
Centr
alizin
g sta
keho
lder in
volve
ment
by ha
ving t
he re
pres
entat
ives o
f diffe
rent
comm
unity
and p
arks
and r
ecre
ation
inter
ests
worki
ng
togeth
er on
an on
going
basis
, as a
n umb
rella
orga
nizati
on fo
r par
ks an
d rec
reati
on w
ill ma
ke th
e bes
t use
of tim
e and
reso
urce
s.
67T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Chapter 4Action Plan
GOAL 5: PROVIDE OPERATIONAL EXCELLENCE AND FINANCIAL STABILITY THAT WILL GARNER WIDESPREAD PUBLIC SUPPORT FOR PARKS AND RECREATION (CONTINUED).
21
Objec
tive 3
: Est
ablis
h a V
olun
teer
Co
ordi
nato
r pos
ition
. Sh
ort T
erm
20
12 -
2014
LM
T Bo
ard o
f Com
miss
ioner
s, LM
T Ad
minis
tratio
n an
d LMT
Par
ks an
d Re
creati
on D
epar
tmen
t $2
0,000
to 40
,000 a
nd be
nefits
depe
nding
on pa
rt or
full
time s
tatus
. Inve
stmen
t in th
is po
sition
shou
ld yie
ld the
be
nefit
of vo
luntee
r ser
vices
that
will e
xcee
d the
salar
y of
the po
sition
.
Impo
rtanc
e Vo
luntee
rism
has b
ecom
e a m
ajor p
ositiv
e asp
ect o
f par
ks an
d rec
reati
on. T
he nu
mber
of or
ganiz
ation
s and
indiv
iduals
offer
ing
volun
teer s
ervic
es ha
s bec
ome s
o lar
ge th
at it i
s bey
ond t
he ca
pacit
y of th
e Par
ks an
d Rec
reati
on D
epar
tmen
t to m
anag
e the
rang
e an
d num
ber o
f volu
nteer
s. Vo
luntee
rism
is ex
pecte
d to
incre
ase i
n the
futur
e. It i
s ess
entia
l to m
anag
e volu
nteer
ism in
orde
r to p
lan
direc
t, sus
tain a
nd gr
ow w
ays t
o sup
port
comm
unity
recre
ation
in an
alter
nativ
e man
ner t
o tax
dolla
rs. V
olunte
ers a
re no
t fre
e, the
y co
me w
ith a
cost.
Bene
fits
Inves
tmen
t in th
is po
sition
shou
ld yie
ld vo
luntee
r con
tributi
ons t
hat w
ill su
ppor
t task
s and
func
tions
that
the T
owns
hip co
uld no
t affo
rd
to pa
y for
on its
own.
Objec
tive 4
: Dev
elop
an an
nual
repo
rt fo
r pa
rks a
nd re
crea
tion.
Sh
ort T
erm
20
12 –
2014
and
ongo
ing
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Staff
time
Impo
rtanc
e Co
nvey
ing th
e acc
ompli
shme
nts, o
ppor
tunitie
s and
chall
enge
s of th
e pub
lic pa
rks an
d rec
reati
on sy
stem
is cru
cial in
infor
ming
key
stake
holde
rs ab
out th
e stat
e of p
arks
and r
ecre
ation
in Lo
wer M
erion
Tow
nship
. Incre
ased
publi
c awa
rene
ss an
d und
ersta
nding
will
help
to bu
ild su
ppor
t for t
he sy
stem
in ev
eryth
ing fr
om po
licies
and p
lannin
g to p
artne
rships
and p
rogr
ams t
here
by en
ablin
g the
mos
t eff
ectiv
e allo
catio
n of r
esou
rces.
Bene
fits
Key s
takeh
older
s wou
ld un
derst
and t
he co
mplex
ities a
nd ch
allen
ges o
f man
aging
a pu
blic r
ecre
ation
syste
m as
well
as ho
w pa
rks
and r
ecre
ation
contr
ibutes
to th
e qua
lity of
life a
nd be
nefits
the c
ommu
nity.
Objec
tive 5
: Dev
elop
a five
-yea
r em
ploy
ee d
evelo
pmen
t pro
gram
. Me
dium
Term
20
15 -
2018
LM
T Pa
rks an
d Rec
reati
on D
epar
tmen
t St
aff tim
e and
one t
o two
perce
nt of
the pa
rks an
d re
creati
on op
erati
ng bu
dget.
Impo
rtanc
e Sa
laries
are t
he si
ngle
large
st co
st of
the pu
blic p
arks
and r
ecre
ation
syste
m. In
vesti
ng in
emplo
yee d
evelo
pmen
t to in
creas
e the
ir ex
pertis
e will
resu
lt in e
nhan
ced p
rodu
ctive
ly, co
st sa
vings
and i
mpro
veme
nts in
facil
ities,
prog
rams
, con
serva
tion a
nd pu
blic
servi
ce.
Bene
fits
Cost
savin
gs, in
creas
ed pr
oduc
tivity
, stay
ing cu
rrent
with
techn
ologic
al an
d leg
al re
quire
ments
to pr
otect
the he
alth s
afety
and
welfa
re of
the p
ublic
and c
are o
f the p
ublic
parks
and r
ecre
ation
prop
ertie
s and
asse
ts.
68PARKS & RECREATION PLAN UPDATE
Chapter 4Action Plan
GOAL 5: PROVIDE OPERATIONAL EXCELLENCE AND FINANCIAL STABILITY THAT WILL GARNER WIDESPREAD PUBLIC SUPPORT FOR PARKS AND RECREATION (CONTINUED).
The
Plan
: Act
ion
Plan
22
Objec
tive 6
: Mak
e out
stan
ding
cust
omer
se
rvice
a de
partm
enta
l goa
l and
re
quire
men
t of e
very
pos
ition
in p
arks
an
d re
crea
tion.
Ongo
ing
LMT
Parks
and R
ecre
ation
Dep
artm
ent
Staff
time o
f eve
ry po
sition
with
a foc
us of
parks
and
recre
ation
man
ager
s to g
uide a
nd se
cure
exc
ellen
t cu
stome
r ser
vice.
Impo
rtanc
e Ex
celle
nt pu
blic s
ervic
e help
s to b
uild a
sens
e of c
ommu
nity a
nd en
riche
s the
quali
ty of
life he
re. It
is w
hat th
e peo
ple of
Lowe
r Me
rion T
owns
hip ex
pect.
Bene
fits
Incre
ased
supp
ort a
nd pa
rticipa
tion i
n par
ks an
d rec
reati
on by
the c
ommu
nity.
Objec
tive 7
: Re-
conf
igur
e adm
inist
rativ
e st
aff t
o su
ppor
t fut
ure d
irect
ions
in p
arks
an
d re
crea
tion.
Mediu
m Te
rm
2015
- 20
18
LMT
Comm
ission
ers,
Admi
nistra
tion,
Par
ks an
d Re
creati
on D
epar
tmen
t, an
d Info
rmati
on S
ervic
es.
Exist
ing re
sour
ces.
Impo
rtanc
e It i
s ess
entia
l to cr
eate
admi
nistra
tive s
uppo
rt tha
t refl
ects
the ch
ange
s of th
e 21s
t cen
tury i
nclud
ing th
e inc
reas
e use
of te
chno
logy,
the pr
ovisi
on of
real
time i
nform
ation
thro
ugh t
he In
terne
t and
socia
l med
ia, in
creas
ed w
ork p
rodu
ction
by pr
ogra
m sta
ff, an
d gro
wing
im
porta
nce o
f res
pons
ive an
d effe
ctive
custo
mer s
ervic
e for
Lowe
r Mer
ion T
owns
hip ci
tizen
s.
Bene
fits
Incre
ased
prod
uctiv
ity, s
trong
er pu
blic s
ervic
e, de
creas
ed co
sts, m
ore e
fficien
t use
of ex
isting
budg
et an
d staf
f time
, incre
ased
ca
pacit
y to u
nder
take p
rogr
ams a
nd pr
ojects
that
are n
ot po
ssibl
e with
curre
nt co
nfigu
ratio
n of s
taff, p
otenti
al to
reac
h Gen
erati
ons X
an
d Y th
roug
h soc
ial m
edia,
redu
ced c
osts
in pr
inting
and e
nhan
ced a
bility
to re
spon
d to c
hang
ing ne
eds a
nd em
ergin
g opp
ortun
ities
LMT
Parks
and R
ecre
ation
Dep
artm
ent a
nd P
olice
De
partm
ent.
Ob
jectiv
e 8: D
evelo
p a m
anag
emen
t plan
fo
r the
par
k sec
urity
forc
e.
Mediu
m Te
rm
2015
- 20
18
Montg
omer
y Cou
nty P
arks
and H
erita
ge S
ervic
es
Depa
rtmen
t
Exist
ing re
sour
ces.
Seek
the i
nvolv
emen
t of M
ontgo
mery
Coun
ty Pa
rks an
d Her
itage
Ser
vices
Dep
artm
ent s
ince
they h
ave a
rang
er di
vision
that
has b
een e
volvi
ng to
be
come
custo
mer a
nd se
rvice
base
d. Co
nside
r see
king a
Re
cTAP
gran
t of $
2500
with
no m
atch r
equir
ed to
help
with
this e
ffort.
Impo
rtanc
e De
fining
the r
ange
rs to
be fu
lly in
line w
ith th
e Dep
artm
ent’s
philo
soph
y of th
e ran
gers
being
“Par
k Amb
assa
dors”
will
be th
e fou
ndati
on fo
r a m
anag
emen
t plan
that
refle
cts th
is ph
iloso
phy.
Bene
fits
Bette
r use
of ex
isting
reso
urce
s, mo
re ef
fectiv
e stru
cturin
g in o
rder
to us
e the
park
rang
ers t
o help
mee
t the g
oals
of thi
s plan
in
terms
of cu
stome
r ser
vice,
incre
asing
publi
c awa
rene
ss an
d pro
viding
mor
e pro
gram
s.
69T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Chapter 4Action Plan
GOAL 5: PROVIDE OPERATIONAL EXCELLENCE AND FINANCIAL STABILITY THAT WILL GARNER WIDESPREAD PUBLIC SUPPORT FOR PARKS AND RECREATION (CONTINUED).
23
Objec
tive 9
: Con
tinue
to su
ppor
t par
ks
and
recr
eatio
n th
roug
h a m
ix of
pub
lic
and
priva
te fu
ndin
g.
Co
ntinu
e to
gene
rate
reve
nues
thro
ugh
prog
ram
and f
acilit
y fee
s and
char
ges.
Pu
rsue t
he fo
rmal
deve
lopme
nt of
a pa
rtner
ship
and s
pons
orsh
ip pr
ogra
m.
Crea
te a
gifts
catal
og.
Seek
partn
ers s
uch a
s spo
rts le
ague
s an
d LM
Scho
ol Di
strict
in sp
orts
field
impr
ovem
ents
to be
leve
rage
d with
gr
ant fu
nding
.
Ongo
ing
LMT
Comm
ission
ers,
Admi
nistra
tion a
nd P
arks
an
d Rec
reati
on D
epar
tmen
t Co
ntinu
e to s
uppo
rt op
erati
ng bu
dget
and
capit
al im
prov
emen
t fund
ing. U
nder
take m
anag
emen
t plan
s in
orde
r to f
ocus
on w
here
effic
iencie
s can
be ca
pture
d and
im
pleme
nted.
Tap
ping a
dditio
nal ta
lent a
nd su
ppor
t from
or
ganiz
ation
s and
indiv
iduals
in th
e com
munit
y will
requ
ire
focus
ed at
tentio
n in d
evelo
ping s
trateg
ies fo
r outr
each
. Th
e dev
elopm
ent o
f par
tnersh
ips an
d spo
nsor
ships
re
quire
dedic
ated,
persi
stent
time a
nd ef
fort.
Impo
rtanc
e Pr
otecti
ng th
e pub
lic pa
rks an
d rec
reati
on fa
cilitie
s and
ensu
ring t
hat th
ey ar
e safe
, clea
n, an
d rea
dy to
use r
equir
es on
going
ma
nage
ment
and f
inanc
ial su
ppor
t. With
the T
owns
hip’s
philo
soph
y of s
trong
fisca
l acc
ounta
bility
, und
ertak
ing pl
annin
g to m
ake s
ure
all ta
x doll
ars a
re w
isely
spen
t to pr
otect
Town
ship
prop
erty
and s
erve
the c
itizen
s is c
rucia
l. Buil
ding u
pon t
he P
arks
& re
creati
on
Depa
rtmen
t’s su
cces
s in g
ener
ating
non-
tax su
ppor
t and
partn
ersh
ips to
offse
t cos
ts wi
ll help
the T
owns
hip to
contr
ol co
sts m
ake t
he
best
use o
f tax m
oney
.
Bene
fits
Incre
ased
effic
iency
and e
ffecti
vene
ss in
the
alloc
ation
of T
owns
hip ta
x fun
ds fo
r the
max
imum
bene
fit of
the co
mmun
ity. G
ener
ation
of
funds
from
priva
te re
sour
ces a
nd pa
rtner
s. Re
sear
ch sh
ows t
hat fo
r eve
ry do
llar c
ommu
nities
spen
d on p
ublic
recre
ation
, ano
ther
$1.26
to $1
.42 is
gene
rated
in no
n-tax
supp
ort. P
arks
and r
ecre
ation
incre
ases
prop
erty
value
s, de
ters c
rime a
nd an
tisoc
ial be
havio
r, inf
luenc
es th
e pos
itive d
evelo
pmen
t of y
outh,
save
s mon
ey on
healt
h car
e cos
ts, an
d cre
ates h
ealth
y fam
ily bo
nds,
the fo
unda
tion o
f ou
r soc
iety.
Chapter 5 – parkS & reCreation faCilitieS
Chapter 6 – ConServation of natural reSourCeS & SCeniC Beauty
Chapter 7 – Community huBS & reCreation
Chapter 8– reCreation programS and ServiCeS
Chapter 9 – management and operationS
Chapter 10 – parkS & reCreation finanCing
THE FOUNDATION
73
c h a P T e r 5P a r k S & r e c r e a T i o n f a c i l i T i e S
SIGNIFICANT PARK IMPROVEMENTS SINCE 1996
Since the 1996 Parks and Recre-ation Plan, Lower Merion Town-ship has undertaken significant park planning projects and made impor-tant additions and improvements to the parks and recreation system:
� Park Master Planning: The Township developed park mas-ter plans for Linwood Park, Flat Rock Park, Ashbridge Park, Ver-non Young Park, and the Cyn-wyd Heritage Trail as well as the Township-Wide Pedestrian and Bicycle Network Plan.
� Trail Planning, Development, and Support: The Township-wide Pedestrian and Bicycle Net-work feasibility study established how Lower Merion Township could create a trail system for citizens to get around by bicy-cling or walking. From this plan, the Cynwyd Heritage Trail was
Lower Merion Township has 47 parks with 704.2 acres of parkland. The parks offer
a wide range of recreation opportunities, from active parks that host competitive play
and traditional playgrounds to passive parks for enjoying nature and the Township’s
scenic beauty. Facilities include ballfields, tennis and basketball courts, playgrounds,
a pavilion, sitting areas, trails, community meeting rooms, a community center, areas
for dogs, an indoor gym, gazebo for performing arts, two swimming pools, a banquet
facility, an arboretum, historic sites, community gardens, a wildlife preserve, nature areas,
horticultural plantings, and bird sanctuaries. Lower Merion Township parks are extremely
popular with nine out of ten survey respondents indicating that they use Township parks,
including 32-percent that visit the parks weekly.
planned with development un-derway. The Township acquired the trail corridor, a segment of the former SEPTA R-6 commuter rail line between Cynwyd Station and the Manayunk Bridge, through purchase, donation, or lease. The Cynwyd Heritage Trail is a two mile linear park that winds through residential areas, be-tween two large cemeteries, and along the Schuylkill River. It is an open-space treasure of natural flora and fauna. The Township is working in partnership on the res-toration of the Manayunk Bridge to connect the trail to the Mana-yunk section of Philadelphia. The Friends of the Cynwyd Heritage Trail is a non-profit organization formed to raise awareness and community involvement in the construction and maintenance of the Trail. The Friends assist Lower Merion Township by organizing volunteers for the Township’s trail workdays, providing design feed-
back, and working with members, partners, sponsors, and donors to raise money for permanent Trail improvements and amenities.
� Park Improvements: The Town-ship has an established capital improvement program that has been funding improvements to the parks over the last 15 years. Improvements to Flat Rock Park help to increase access to the Schuylkill River for the communi-ty. Belmont Hills Pool and the Ar-dmore Pool were renovated with new amenities added in keeping with the public’s desire to retain the flavor of a true community pool. Belmont Hill Pool captured the 2009 “Best of Philly” award in Philadelphia Magazine for Best Public Pool. Other major proj-ects included the improvements to Vernon Young Park, develop-ment of the playground in Ash-bridge Park, and the revitaliza-tion of public restrooms that is in progress. The Township has been
74PARKS & RECREATION PLAN UPDATE
conducting ongoing cyclic repair and replacement of park and rec-reation facilities.
� Park Development: Lower Merion Township converted a parking lot into Linwood Park that garnered prestigious design awards. Ash-burn Field includes a baseball field and a playground.
� Naturalization of the Parks: Since the 1996 Plan, many citizens have become interested and engaged in naturalizing Lower Merion Town-ship’s parks. Community groups have come together to work on tree planting, stream bank stabi-lization, gardens, environmental education and training. This has helped to conserve natural re-sources, solve some environmental problems, and reduce long-term maintenance and repair costs.
Although the 1996 Plan found that additional recreation land was need-ed for active recreation, only 5.7 acres
of non-trail parkland have been add-ed for Richie Ashburn Field as well as the land for the Cynwyd Heritage Trail. The need for additional park-land for active recreational use con-tinues. However, high land costs and limited Township resources hinder further land acquisition. The great demand on the parks and recreation facilities, which has existed for de-cades, puts stress and wear and tear on the system. The parks are wonder-ful assets and highly valued by citi-zens, but many are showing signs of overuse and need to be refreshed.
ANALYSISTable 8 provides an inventory of
Lower Merion Township’s parks. Twenty-four (24) of the parks are devoted to resource protection with 511.7 acres of land. The 23 parks and recreation facilities for active recre-ation have 192.4 acres of land. Only 28 percent of Lower Merion Town-
ship’s 704 acres of parkland is for active recreation supporting sports, fitness, playground activities, indoor recreation, programs, community events and other active recreation pursuits. Informal self-directed rec-reation opportunities such as pic-nicking and walking are limited at most active parks.
It is important to note the configu-ration of Lower Merion Township’s parks for active recreation. Only two of the 23 parks are over 20 acres, 28.8-acre Ashbridge Memorial Park and 24.3-acre Flat Rock Park. Sixteen of the parks are less than 11 acres in-cluding seven that are less than one acre. Generally community parks are at least 25 acres, preferably ranging upwards of 50 acres. Sports complex-es have 50 acres of parkland or more.
Chapter 5Parks & Recreation Faci l it ies
75T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Chapter 5Parks & Recreation Faci l it ies
TABLE 8 - LOWER MERION TOWNSHIP PARKS
79
Park Acreage Park Type Facilities PARKS F O R R ESO URCE PRO T ECT IO N AND PASSIVE R ECREAT IO N Rolling Hill Park 103.0 Community Nature park, hiking and equestrian trails Mill Creek Valley Park 88.6 Community Nature park Kenealy Nature Park 87.0 Community Nature park, hiking and equestrian trails Pencoyd Park 57.8 Community Undeveloped open space Cynwyd Heritage Trail 41.0 Community 2Mile trail Henry Lane Park 22.0 Community Nature park, hiking and equestrian trails Appleford Estate 24.0 Community Arboretum Merion Botanical Park 13.5 Neighborhood Nature park Harriton Park 13.0 Neighborhood Historic site and nature park Shortridge Memorial Park 12.3 Neighborhood Nature park West Mill Creek Park 9.6 Neighborhood Nature park Gulley Run Park 7.2 Community Picnic facilities Black Rock Road Park 6.0 Neighborhood Undeveloped open space Eco Valley Nature Park 5.9 Neighborhood Undeveloped open space Fuller Property 4.6 Community Undeveloped open space Williamson Road Site 3.0 Mini Undeveloped open space Austin Memorial Park 2.3 Mini Nature park Sharpe Park & Bird Sanctuary 2.3 Mini Bird sanctuary Packer Park 2.1 Mini Community gardens Simpson Island 2.0 Community Wildlife preserve Merion Square Road Site 1.6 Mini Undeveloped open space Righters Mill Road Site 1.5 Mini Undeveloped open space Cynwyd Station Park .9 Mini Nature park Wynnewood Station Park .5 Mini Undeveloped open space Total - 24 511.7 PARKS F O R A CT IVE R ECREAT IO N Ashbridge Memorial Park 28.8 Community Tennis, playground Flat Rock Park 24.3 Community Picnic areas, boat launch South Ardmore Park 18.2 Neighborhood Baseball, basketball, soccer, tennis, playground General Wayne Park 18.0 Neighborhood Baseball, tennis, playground Polo Field 17.0 Neighborhood Baseball, basketball, soccer Gladwyne & M.W. Braun Mem. Park 14.8 Neighborhood Baseball, soccer, tennis, playground Bala Cynwyd Park 13.4 Neighborhood Baseball, basketball, tennis, playground McMoran Park 10.9 Community Baseball, basketball, tennis, playground Wynnewood Valley Park 10.9 Neighborhood Basketball, tennis, playground Penn Wynne Park 10.0 Neighborhood Baseball, basketball, tennis, playground Lewis J. Smith Park & Pool 6.7 Community Swimming pool, street hockey Vernon V. Young Memorial Park 5.2 Neighborhood Basketball, baseball, pool, playground Bryn Mawr Community Center 4.1 Neighborhood Tennis, meeting rooms, senior citizens ctr. Bala Avenue Park & Gym 2.4 Neighborhood Gym, tennis, playground Linwood Park 1.1 Mini Garden, open space Richie Ashburn Field 3.0 Community Baseball, playground Warner Avenue Tot Lot .8 Mini Basketball, playground Ardmore Avenue Community Center .8 Neighborhood Gym, library, meeting rooms Belmont Hills Community Center .7 Mini Meeting rooms St. Paul’s Tot Lot .4 Mini Playground Bala Cynwyd Senior Center .1 Mini Senior citizens center Roberts Road Tot Lot .1 Mini Playground PALM Center .8 Community Senior citizens center Total – 23 192.5
76PARKS & RECREATION PLAN UPDATE
The small size of the parks limits the development of sports facilities. In Lower Merion Township, parks are uniquely classified based upon use, size, and facilities. Some very small parks draw visitors from the whole community. For example, Richie Ashburn Field is three acres but serves a major community wide purpose for baseball league play and
scholastic sports of the Lower Merion School District. The size and configu-ration of the parks presents a prob-lem to the community with typically sized neighborhood parks serving as community parks with organized scheduled events such as sports league play.
Existing parks are fully developed and, in most cases, cannot accom-modate additional facilities or use areas. Participation in sports leagues increased from 7,050 to 11,045 since 1996, an increase of 56 percent. There are not enough ballfields to support the leagues and there is a concern that players may be relegated to a wait-ing list in the future. Some leagues already have waiting lists. In 2011, Lower Merion Little League added a girls’ softball league (not included in the 11,045 participation figure) gen-erating the need for more field time. Sports fields for adult users are lim-ited due to lack of field availability.
Two adult leagues use the fields on Sundays for softball and flag football. Athletic fields in the municipal parks are used to capacity. The Township has not been able to accommodate re-quests for the use of fields by private schools in the community due to lack of capacity. Field use is tightly sched-uled with schools using fields after school immediately followed by com-
munity league play. When school games run longer than expected, the recre-ation leagues have a shorter time to play as darkness sets in resulting the early termi-nation of the game. This is a tough situation for players that are paying a league fee to play. The Township has recently begun to take fields out of service for mainte-nance, rest, and rehabilita-tion, which will improve field conditions, playability, and safety. The Parks and Recreation Department is planning to quantify the
maintenance impact on ballfields by schools in order to request defined support required for field readiness for scholastic play by private schools that do not provide any support or field maintenance for their field use. Numerous baseball fields have over-lapping outfields, which prevent two games from occurring simultane-ously. Soccer teams use baseball out-fields resulting in dual season sched-uling conflicts.
Compounding these issues is school district use of park facilities, much of it necessitated by the school construction program that will end upon completion of the renovations. Nevertheless, the Lower Merion School District itself does not have enough facilities and is currently using some Township parks (South Ardmore, McMoran, Bala, Vernon Young, and Gladwyne) to support its programs. Although some Township fields may not be needed after the
High School construction projects are completed, several sites includ-ing South Ardmore will remain and continue to support the school sports program.
Additional parkland for active rec-reation is the best solution to meet the current and future demand for recreation facilities. Unfortunately, opportunity to acquire additional parkland is limited by the cost, avail-able Township funding, physical characteristics and the developed na-ture of the community. Creative so-lutions and partnerships are the keys to meeting recreation needs in Lower Merion Township.
Because of the overwhelming need for sports fields, the parks are maxi-mized. The parks have been devel-oped over time to meet the increasing needs of organized groups and have not always incorporated inviting ar-eas for the casual park user. There is only one picnic pavilion in the parks. Gathering areas to socialize and in-formally enjoy the park settings are limited. Creating places and facilities where friends and families can gather and socialize will expand park use for people of all ages beyond competi-tive sports and sports spectators. The majority of the active parks were de-signed on a “formula” basis with sim-ilar facilities (playground, basketball court, ballfield, and tennis courts)
Chapter 5Parks & Recreation Faci l it ies
77T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
but lacking individual unique char-acter. The public opinion survey for recreation provides a clear picture of facilities desired by residents: trails, areas to play and socialize, and op-portunities to enjoy nature. Focus groups with children, senior adults, and conservation interests echoed general public sentiment asking for more space to socialize and spend the day, more colorful play areas, pavil-ions, tables, shade, and clean attrac-tive restrooms.
The playgrounds are important facilities in the parks. The success of the new playground at Ashbridge Memorial Park provides a framework for planning future playground en-hancements. The basketball and ten-nis courts in most of the larger active parks are well used and valued by residents. Facility upgrades must also include improvements to achieve full accessibility as required by the Amer-icans with Disabilities Act (ADA). Accessible routes, parking spaces, spectator areas, bench seating areas, and other accommodations should be incorporated into each park.
STRENGTHSThe existing active parks are exten-
sively developed with facilities that target the basic needs of residents. Al-though additional facilities are need-ed, the parks, in most instances, have been maximized to make best use of the available areas for active recre-ation. Desired support facilities such as restrooms are provided in most ac-tive parks. The park settings, many with mature trees, small steams, and lawns are attractive locations to spend time outdoors. Residents value the parks and give them high marks for safety, cleanliness, and attractive-ness.
Lower Merion Township has for-mulated a design-conscious approach to planning new park facilities and rejuvenating existing ones. Linwood Park, the Cynwyd Heritage Trail, the
Ashbridge Playground, Bryn Mawr Gazebo, and the Belmont Hills and Ardmore Pools stand in testimony to the Township’s high standards for design and the creation of attractive public spaces.
The Lower Merion School District facilities play an important role in community recreation. The Lower Merion Parks and Recreation depart-ment schedules school district facili-ties for recreational use during non-school hours. The Township and the School District have a collaborative working relationship in planning, developing, maintaining and using their facilities for educational and recreation purposes that greatly ben-efit this community with limited land for active recreation.
CHALLENGESThe main challenges in Lower
Merion Township’s parks and recre-ation facilities include:
� Working with the limited num-ber and size of parks that can accommodate active recreation facilities.
� Maintaining them. Park main-tenance tasks include mowing, trimming, forestry, sports turf management, natural resource management, swimming pool maintenance, custodial care of buildings, setting up and tak-ing down for events, playground safety inspections, pavement sweeping and cleaning, leaf re-moval, snow removal, capital improvement project, supervision and management of outside contractors performing park work, coordina-tion of volunteers, col-laboration with com-munity organizations on park projects, public re-sponse, coordination of events. Over the lifetime of a park, 75 percent of
its cost is in maintenance. � High cost of land, limited avail-
ability of land and constrained Township resources. An example to illustrate just how difficult it is to accommodate sports in Lower Merion Township is Villanova University’s construction of a baseball field eight miles away in Plymouth Township. Con-flicts with neighbors over the use of public parkland and private schools for recreation, mainly or-ganized sports.
� Indoor recreation centers are small, outdated and have archi-tectural barriers that impede ac-cessibility.
� Balancing the scheduling of fa-cility space for reserved use and program with time and space for drop-in use.
A population of about 58,000, high participation in athletic pro-grams, and lack of space sufficient to accommodate general public rec-reation use necessitate that every potential area for active recreation be pursued. The residential context of many of the active parks requires sensitivity in providing recreation facilities in the neighborhood set-ting. The characteristics of the land throughout much of Lower Merion Township offer additional challeng-es. The land is steeply sloped and, in many areas, wooded which further limits the development of active rec-reation facilities.
Chapter 5Parks & Recreation Faci l it ies
78PARKS & RECREATION PLAN UPDATE
OPPORTUNITIESLower Merion Township has a cap-
ital improvement program to under-take the cyclic improvement of recre-ation facilities. The Township focuses on community needs, safety, and ad-herence to laws and guidelines. Fu-ture renovations could also focus on sustainability and energy efficiency. With emerging funding sources for sustainability, grants could be avail-able to support Township efforts that would result in long-term payback. The following strategies outline an approach to improve parks and recre-ation facilities.
Continue to Look for Opportuni-ties for Additional Parkland
It is important to monitor cur-rent privately owned large parcels of land to determine how Lower Merion Township could obtain additional parkland. St. Charles Borremo Semi-nary is a significant property with open space. The Township could work with the Archdiocese of Phila-delphia to explore its conservation and use if the Archdiocese contem-plates a change in ownership or other arrangement in which the Township could secure the right to use acreage here for recreation. Another area for exploration is along the Schuylkill River. The Township could work in partnerships with private developers to secure property, easements and/or the development of public recreation facilities as part of the development process.
REVITALIZE AND UP-GRADE EXISTING PARKS
Many parks need upgrades to meet the requirements of the ADA. While making these necessary improve-ments, opportunities to upgrade park facilities and recreation areas should be undertaken to target improve-ments desired by residents and ad-dress facility life-cycle replacement needs.
� Create barrier free parks. Ac-cessible walkways should connect facilities to an accessible parking space where parking is provided. Spectator and gathering areas must be accessible and a percent-age of site improvements must have accessible accommodations. Benches along trails should have a wheelchair resting area next to it. A portion of picnic tables pro-vided should have wheelchair ac-commodations.
� Make playgrounds interesting and unique to Lower Merion. Playgrounds are some of the most dynamic facilities in community parks. Trends in playground de-sign include adding play value by customizing the design of the resilient pavement safety surface as an extension of the play equip-ment, including music equip-ment, and featuring educational elements. The playground equip-ment and play areas in the ma-jority of Lower Merion Township parks are “formula” based with similar color schemes, equipment and layout. Older playgrounds should be upgraded to have new equipment that is compliant with the latest safety and accessibility standards, colorful, and dynamic to engage children in play. Play ar-eas should be designed to also in-corporate improvements for care-givers and small group use such as seating areas and convenient access to shade.
� Consider a non-tra-ditional natural play area with enhanced landscaping. Combine landscape elements, movement corridors, sun paths, weather pat-terns, drainage courses, plant groupings, and other site amenities with carefully cho-sen natural materials,
structures, and features to create safe, accessible, age-appropriate play, social, and learning oppor-tunities in natural play areas that look and feel like they’ve been there forever. Use the National Wildlife Federation’s Natural Play & Learning Area Guidelines Proj-ect in identifying ways to make nature more a part of children’s play and learning areas. These guidelines are under development and are expected to help with the design and management of play areas with a nature focus.
� Incorporate places for people to gather and socialize in the parks. Picnic pavilions, plazas, and scattered benches promote social activities and encourage visitors to spend time at parks. Add pavilions throughout the parks to accommodate a vari-ety of activities. Pavilions near playgrounds provide shade for caregivers, offer shelter for sto-rytelling activities and summer playground programs, and create lunchtime gathering areas for day care groups. Pavilions near sports field and courts offer shade and gathering areas for team meet-ings and celebrations. Pavilions in natural areas and open lawn ar-eas provide shelter for traditional picnicking. Picnic hubs should be developed where possible with nearby horseshoe pits and sand or lawn volleyball courts, grills,
Chapter 5Parks & Recreation Faci l it ies
79T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
and picnic tables. Add plazas with seating outside of courts and near playgrounds and gar-den areas. Explore opportunities to add places for teens to gather. Hanging out is one of the main activities teens enjoy. Teen areas should be located where there is complete visual access, separate from other areas but part of the main park. Where possible teen areas for socializing should be informal, using low sitting walls or rocks for seating and near fa-cilities teens enjoy like basketball and volleyball courts.
� Enhance the parks with color. Colorful plantings create an invit-ing setting for parks. Low mainte-nance perennials and grasses can enhance park entrances and sign areas. Wildflower and grasses can add color and interest to wood and riparian buffer edges. Work with the Civic Associations to see if there is interest in developing garden areas in parks that could be planted and tended by volun-teers.
� Provide pathways for walking and bicycling in the parks. In the Township’s public opinion survey, 75 percent of the respon-dents indicate that they walk as a recreational activity. More than half of the respondents indicated that they bicycle. Adding trails and pathways to parks will pro-vide opportunities for residents to participate in these activities. Trails should explore the full ex-tent of each park, as possible, and configured with loops for various walking circuits. To facilitate eas-ily meeting accessibility require-ments, trails should be developed at a maximum five-percent slope. Benches should be located at con-venient intervals along trails.
� Continue to develop master plans for the parks. The best approach to revitalize and up-grade the existing active parks
is to complete master plans for the parks. Because the Township has previously completed master plans for several of the parks, an abbreviated approach that targets specific opportunities and facili-ties may be appropriate; public involvement should be part of the process as well. Consider updat-ing park master plans that are over three years old or sooner if special circumstances or opportu-nities warrant. Each park should be designed to have a unique character that responds to the site and neighborhood.
MAXIMIZE EXISTING PARKS AND RECRE-ATION SITES
Land available for recreation in Lower Merion Township is limited which creates program challenges for the Parks & Recreation Department, sports leagues, and the Lower Mer-ion School District. By default, the best approach to accommodating the recreation needs of the community is to achieve the maximum use of exist-ing park, school, and other recreation sites.
� Athletic fields for baseball, soft-ball, soccer, and lacrosse should be reconfigured to maximize use and address needs. Analysis of the baseball field configuration exposed several opportunities to make changes to field layout that will maximize the total number of baseball fields and target the cur-rent mix of field sizes needed for programs by eliminating overlap-ping fields, changing field size, and adding fields. Refer to Appen-dix D for schematic site plans and a field calculation matrix that out-lines proposed changes to several parks to maximize athletic fields.
� The Parks & Recreation Depart-ment’s partnership with Lower Merion School District should continue in sharing athletic facili-
ties at the parks and school cam-puses for the benefit of both the Township and School District. Explore opportunities to coop-eratively develop facilities that maximize use such as turf fields and field and court lights. The size, configuration, and location of Polo Field make it a good park candidate for development of turf field(s) with lights. There may be school sites that also have turf field and light potential. The issue of the Lower Merion Township/Haverford Township partnership at Polo Field should be investi-gated to see if there is an approach to developing the tract for com-munity benefit. Involve the Lower Merion School District as a poten-tial partner in Polo Field improve-ments.
� Explore opportunities for creating school parks with the Lower Mer-ion School District. Work coop-eratively with the School District to develop community park facili-ties (playgrounds, trails, benches, etc.) at school athletic sites that are programmed for community rec-reation. Adding these features will maximize the use of the schools for recreation, beyond traditional athletic activities.
� Work with developers to add rec-reation facilities as part of their development projects where pos-sible. This would be particularly important in areas of the Town-ship where field lighting would be compatible.
INCREASING PARK SUSTAINABILITY AND STEWARDSHIP
The survey results show that resi-dents want additional areas to en-joy nature in parks. This may be as simple as adding a trail that explores an entire park, weaving among ma-ture trees and accessing stream edges where available. The following sus-
Chapter 5Parks & Recreation Faci l it ies
80PARKS & RECREATION PLAN UPDATE
tainability initiatives offer sugges-tions for nine major active parks in Lower Merion Township.
� Penn Wynne Park – Develop a na-ture trail to explore the full extent of the park. Enhance the riparian buffer along the small stream by removing invasive species and introducing native riparian buf-fer plantings. Consider planting meadow grasses outside of rec-reation use areas to expand the riparian buffer to filter pollutants and minimize mowing. Consider establishing a small native plant nursery on the south side of the stream for municipal purposes.
� Polo Field – Plant deciduous trees throughout the park to provide shade and create a sense of en-closure. Introduce shade trees in parking areas to minimize heat island effect and near spectator areas to create comfortable areas for viewing activities.
� Richie Ashburn Ballfield – En-hance the streambanks south of the ballfield by removing invasive species and introducing native
vegetation as a riparian buf-fer along the stream. Install a pedestrian bridge to link to adjacent Kenealy Nature Park.
� South Ardmore Park – In-troduce rain gardens to in-filtrate stormwater runoff from courts and impervious surfaces. Add trees in non-programmed areas of the park for shade and to create intimate areas for informal enjoyment of the park.
� Vernon Young Park – Introduce rain gardens to infiltrate storm-water runoff from courts and im-pervious surface areas. Plant de-ciduous trees near the playground and Ardmore Community Center and street trees along the park’s frontage for shade and to create a sense of place. Communicate with PALM to explore opportunities for introducing raised-bed gardens in the park that could be planted and tended by seniors of PALM.
� Bala Cynwyd Park – Remove in-vasive species along the Cynwyd
Heritage Trail corridor and add native plantings.
� Gladwyne Park –Plant deciduous trees for shade.
� General Wayne Park – Establish rain gardens to infiltrate stormwater runoff from courts. Plant deciduous trees to create a picnic grove and enhance the riparian corridor with native plantings.
� McMoran /Lewis J. Smith Parks – Plant de-ciduous trees to provide shade and create a sense of place. Remove any in-vasive species found in the wooded area and reforest as necessary.
� Design park master plans and facility en-hancements from an en-vironmental conservation
perspective – design with nature. � Protect and enhance natural re-
sources of the parks. � Provide buffer areas around sensi-
tive natural resources that should have limited or no public access.
� Enhance riparian buffers along streams and stabilize stream-banks.
� Locate facilities with consider-ation of prevailing wind and solar orientation.
� Use native plant material to en-hance wildlife habitats and mini-mize maintenance.
� Consider the site soil, underlying geology, and ground water during the planning and development phase. Soil, geology, and depth of ground water directly affect facil-ity constructability, drainage, and long-term maintenance.
� Incorporate natural features such as wetlands and rock outcrops into park designs.
� Develop parks using Best Manage-ment Practices for erosion control and stormwater management. Rain gardens, broad grass swales, porous pavements and other strat-egies should be considered.
� Consider using recycled and green materials. Consider life-cy-cle replacement costs of facilities.
� Use solar power, geo-thermal heating/cooling, water recycling, and other strategies for park infra-structure.
Chapter 5Parks & Recreation Faci l it ies
81T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
RAISE THE BAR ON DESIGN
Parks are the public spaces of our communities. The care and dedica-tion we commit to their design, de-velopment, operations, and ongoing maintenance speaks volumes about a community. Commit to the great design of new and expanded parks and the sensitive, thoughtful master planning of existing parks. The re-cent improvements to the Belmont Hills swimming pool and the overall park design and finishes at Linwood Park have set a high bar for park ap-pearance in the Township commen-surate with the community character. As parks are enhanced, particular at-tention should be paid to the design, materials, finishes, and amenities. Following are several strategies to en-hance the overall design of the parks:
� Establish design guidelines that provide unified principles, con-cepts, furnishings, materials, colors, and so on for all Town-ship parks. Establish policies for review, design, development, and management of facilities. Priori-tize conservation of the natural environment in the design pro-cess. Evaluate designs for Belmont Hills Swimming Pool and Lin-wood Park as a point of departure for establishing guidelines.
� Establish a readily identifiable im-age in the community for public parks. � Create a uniform signage sys-
tem for all park signs that con-veys the image of a premier public park system. Use the design and standards of Lower Merion Township way finding system as the basis for the park and recreation facility signage system. Maintain uniform size, color, layout, materials, and graphic image. The signage system should include signs for the park name, facility names, directions, field names
or numbers, regulations, infor-mation, and interpretation.
� Provide street trees along park road frontage and park drives.
� Plant attractive, low-mainte-nance landscaping at key park locations such as entrances and plazas.
� Strive to undertake improvements to the parks that are holistic and not piecemeal in order to provide a sense of presence and accom-plishment in the public view.
� Provide support and accessory facilities that create premier rec-reation facilities such as dugouts for baseball fields; picnic areas de-signed as a unit with grills, picnic tables, horseshoe pits, shaded ar-eas, and water; restrooms in high use parks; and benches at game courts.
� Enhance parks with landscaping for color and interest and trees for shade.
� Create great playgrounds that promote fun, socialization, learn-ing, creativity, and integration with nature. Playgrounds should be provided in each active park.
� Design parks with consideration of safety and security of users: � Provide visual access into the
parks from surrounding streets and sidewalks. Avoid designs that create “hidden” areas.
� Provide physical barriers be-tween adjacent roadways and parking areas. Avoid use of chain link fence as barriers where a landscape strip or or-
namental metal fence could be used. Replace the chain link fence at the South Ardmore Park playground with an orna-mental metal fence.
� Where possible and practi-cal, limit the extent of vehicle penetration into the site and vehicular/pedestrian conflict areas. Many of the parks rely on visitors walking to the park or parking on-street and this should continue as practical so that park area is not taken up by parking. Polo Field and Richie Ashburn Field are good examples of parking located without pedestrian vehicular conflicts. A similar scenario is suggested for the proposed parking at Penn Wynne Park as shown in Appendix D.
� Provide trails of adequate width for the intended user groups. Several of the exist-ing trails are too narrow and should be expanded to a mini-mum of six-feet wide for pe-destrian use only or minimum eight-feet wide where multiple uses are anticipated.
� Provide adequate safety zones surrounding ballfields, espe-cially with consideration of foul balls. Do not locate trails, playgrounds, and other facili-ties in foul ball zones. Specta-tor seating at ballfields should be separated from the field of play by fencing.
Chapter 5Parks & Recreation Faci l it ies
City Ave
Schuylkill Expy
Waverly Rd
Spring Mill Rd
W Montgomery Ave
Mill Creek Rd
Lancaster Ave
Mt Pleasant Rd
Belmont Ave
Hagys Ford Rd
Remington Rd
Grays Ln
County Line Rd
Hollow
Rd
Black Rock Rd
Conshohocken State Rd
Morris Ave
Penn Rd
Bryn Maw
r Ave
Airdale Rd
Youngs Ford Rd
Harriton Rd
N Highland Ave
William
son Rd
Centennial Rd
E City Ave
E Spring Ave
Old Gulph Rd
Gypsy Ln
St Asaphs R
d
E Lancaster Ave
Righters Mill Rd
N Woodbine Ave
Bala Ave
Rockland Ave
Flat Rock Rd
W W
ynnewood Rd
E Montgomery Ave
E County Line Rd
E Wynnewood Rd
New
Gulph Rd
N Roberts Rd
Rock Hill Rd
N M
erion Ave
Matsons Ford Rd
W Lancaster Ave
Meeting House Ln
Manayunk Rd
Mt Moro Rd
McClenaghan Mill Rd
Mary W
aters For d Rd
N W
ynne wood A
ve
Woodside Rd
Cricket A
ve
Ardmore AveHaverford Ave
Coulter Ave
Simpson Rd
Righters Ferry Rd
S Bryn Maw
r Ave
Presidential Blvd
Haverford Rd
E Old Gulph Rd
W County Line Rd
Green Lane Bridge
New
Gulph Rd
County Line Rd
Mill C
reek Rd
R ighters Mi l l R
d
Old Gulph Rd
Morris R
d
Youngs Ford Rd
Old Gulph Rd
Church Rd
Montgomery Ave
W Spring A
ve
Haverford Station Rd
Old W.
Wynnewood Rd
County Line Rd
Youngs Ford Rd
Waverly Rd
Bowman Ave
W M
ontgomery Ave
Mt Pleasant Rd
County Line Rd
Schuylkill Expy
Old G
ulph Rd
Old Lancaster Rd
W M
ontgomery Ave
Mid-County Expy
N Ithan Ave
Manoa Rd
Lancaster Ave
Conshohocken State Rd
Fishers R
d
Old Gulph Rd
Lafayette Rd
Mt Pleasant Rd
Haverford Rd
Matsons Ford Rd
Montgomery Ave
E City Ave
E Wynnewood Rd
N Ithan Ave
Spring Mill Rd
Belmont A
ve
Conshohocken State Rd
Schuylkill Expy
Morris A
ve
Montgomery Ave
Old G
ulph Rd
Lancaster Ave
Lafayette Rd
Conshohocken State Rd
Spring Mill R
d
Pennswood Rd
¬«1
¬«2
¬«3
¬«4 ¬«14 ¬«8
¬«9
¬«11
¬«12 ¬«13
¬«16
¬«17
¬«24
¬«19 ¬«20
¬«21
¬«25
¬«28
¬«26
¬«22¬«23
¬«27
¬«29
¬«43
¬«44
¬«42
¬«40
¬«41
¬«40
¬«39¬«36
¬«37
¬«31
¬«30
¬«38
¬«35¬«34
¬«33
¬«33
¬«34
¬«33
¬«32¬«10
¬«5
¬«6
¬«7
¬«45
¬«15
¬«18
§̈¦476
§̈¦76
§̈¦76
§̈¦76
Schuylkill River
Calvary Cemetery
Harriton High School
Philadelphia Country Club
Woodmont
Riverbend
Henry Arboretum
Saunders Woods
Gladwyne Elementary
Welsh Valley Middle School
Penn Valley Elementary
Lower Merion
High School
Penn WynneElementary
Merion Elementary
Merion Comm Assoc
Belmont Hills Elementary
Bala Cynwyd Middle School
Cynwyd Elementary
Westminster Cemetery
West Laurel HillCemetery
Merion Cricket Club
Idlewild Preserve
Rocky Crest Preserve
Merion MemorialPark
Devereux Fdn
Gladwyne
Rosemont
Bala
N. Ardmore
Merion
S. Penn Valley
Haverford
Cynwyd
N. Penn Valley
Belmont Hills
Penn Wynne
Wynnewood
E. Bryn MawrW. Bryn Mawr
E. Ardmore
W. Ardmore
§̈¦76
Existing Parks, Recreation & Open Space
Lower Merion TownshipMontgomery County, Pennsylvania
Village Boundaries
(e.g. Homeowners Association, Country Club, Institutional, Religious, Cemetery, Land Trust)
(e.g. Local, State, Federal Government;School District)
LegendPark & Recreation Facilities
Private Open Space
Public Land
±0 1,000 2,000 3,000 4,000
Feet
Prepared by: Nanci Sarcinello, AICP
Sarcinello Planning & GIS ServicesSwarthmore, Pennsylvania
Date: June 22, 2010
Data Source:Lower Merion Township, 2010
¬«46
¬«
¬«
47
50
¬«
¬«
49
48
Map Key Facility Name 1 Appleford Estate 2 Austin Memorial park 3 Ashbridge Memorial Park 4 Harriton Park 5 Henry Lane Park 6 Kenealy Nature Center 7 Simpson Island 8 Williamson Road Site 9 Gladwyne Park
10 Rolling Hill Park 11 Merion Square Road Site 12 Warner Avenue 13 Bryn Mawr Community Center 14 Black Rock Road Site
15 & 16 Sharpe Park and Bird Sanctuary 17 Vernon Young Park 18 Ardmore Community Center 19 St. Paul’s Tot Lot 20 Linwood Park 21 South Ardmore Park 22 Wynnewood Valley Park 23 Penn Wynne Park 24 Packer Park 25 Wynnewood Station Park 26 Shortridge Memorial Park 27 Marion Botanical Park 28 West Mill Creek Park 29 General Wayne Park 30 Fuller Tract 31 Gulley Run Park 32 Mill Creek Valley Park 33 Flat Rock Park & Croyle Tract 34 Pencoyd Park 35 Belmont Hills Community Center 36 McMoran Park 37 Lewis J. Smith Park & Pool 38 Eco Valley Nature Park
39 & 40 Cynwyd Heritage Trail 41 Connelly Site 42 Bala Cynwyd Park 43 Bala Cynwyd Senior Center 44 Bala Gym 45 Bala Park 46 Richie Ashburn Field 47 Roberts Road Tot Lot 48 Righter’s Mill Road Site 49 Cynwyd Station Park 50 Polo Field in Haverford Township
85
c h a P T e r 6c o n S e r v a T i o n o f n a T u r a l
r e S o u r c e S a n d S c e n i c B e a u T y
ANALYSISLower Merion Township has been
a leader in Pennsylvania in open space protection and conservation. It was among the first municipalities to adopt Conservation By Design Principles through its Open Space Preservation District Ordinance. The Township has developed and implemented a variety of policies, programs, and projects to protect and manage public and private open space in the community. The Town-ship has established public/private partnerships in addressing conserva-tion and open space issues and op-portunities.
Seventy-three percent of Lower Merion Township’s parkland (512 acres) is devoted to resource protec-tion and passive recreation. While the majority of these areas are open for public use for walking, hik-ing, and enjoying nature, numerous properties are undeveloped parcels of open space with limited or incon-
Lower Merion Township’s scenic beauty, open space, and significant natural resources are
high on the list of reasons of why people value living here. The pastoral landscape is a defining
element of Lower Merion Township. Large wooded areas, the Schuylkill River, and streams
play a critical role in the character of the community. Open space enhances the livability of
the residential areas. A major finding of the public input process for this plan update was the
importance of the environment. Citizens value the natural areas conserved by Lower Merion
Township as open space and passive parks. They want more access and opportunities to enjoy
nature. The environmental movement that has evolved nationally over the last decade has
been embraced in Lower Merion Township. Environmental issues and the need to promote
conservation initiatives throughout the park system and the municipality as a whole are high
priorities among citizens.
venient access. The parkland for re-source protection encompasses some of the most environmentally sensi-tive lands of the municipality: lands with wooded cover, steep slopes, and stream corridors. Protection of these lands is critical for both the environ-mental health of the community and retaining the green, natural context of the Township. The top recreation pursuits in which residents are in-terested include: walking, enjoying nature, playing in the parks, and ex-ercise and fitness. These are activities that can readily occur in many of the passive parks and, when thoughtfully
planned and sensitively accommo-dated, are compatible with the goal of resource protection.
STRENGTHSLower Merion Township’s exten-
sive natural land holdings dedicated to conservation comprise 71 percent of the municipal parkland. As a sys-tem, these lands are significant both in number of sites and in acreage. On an individual basis, parks like Rolling Hill Park, Kenealy Nature Park, and Mill Creek Valley Park have sufficient acreage to sustain and protect natu-ral resources. Many of the natural parks connect, creating corridors of natural open space. Larger tracts and connected tracts of natural areas are important because they provide the greatest ecological benefits.
An important strength of the com-munity is the significant interest of citizens in environmental issues and their willingness to become involved in community environmental initia-
86PARKS & RECREATION PLAN UPDATE
tives. In 2010 over 300 residents vol-unteered to plant vegetation along the Cynwyd Heritage Trail, an indication of community interest and commit-ment to environmental projects. The Township has an active Environmen-tal Advisory Committee and Shade Tree Commission and park friends groups for Linwood Park, General Wayne Park, Sharpe Park, and other parks.
Planning, management, and main-tenance of conservation projects is a multi-departmental collaborative effort involving the Parks and Rec-reation Department, Building and Planning, and Public Works. Open space and conservation play a major role in Township planning from the Comprehensive Plan to ordinances regarding manufacturing and indus-trial districts.
CHALLENGESWhile Lower Merion Township
owns and protects significant acre-age, the majority of important natu-ral resources and environmentally sensitive areas are privately held and vulnerable to development and de-graded environmental value. A large amount of open space is privately owned and could be developed at any time. Responsible public use of many key open spaces is difficult due to the isolation of the site, limited or non-existent ways for the public to access it, and lack of public awareness of its
existence. Establishing the connec-tions between natural areas in many developed sections of the community is difficult due to the lack of side-walks and pathways and concerns of neighbors about public access. A sig-nificant concern is the cost of manag-ing, maintaining, and sustaining nat-ural areas and resources as healthy ecosystems.
OPPORTUNITIESThe natural resources and open
spaces of Lower Merion Township af-ford the residents the opportunity of experiencing nature close to home. The Township’s successful history of public private partnerships in many conservation and open space proj-ects, programs and initiatives bodes well for similar efforts in the future. The Township’s open space and nat-ural resources are part of its green infrastructure that could be used to help solve storm water management problems.
Promotion of Environmental Stewardship
An active environmental commu-nity plays an important role in con-servation in Lower Merion Township. The Lower Merion Conservancy, Nat-ural Lands Trust, Friends of Saunders Woods, Riverbend Environmental Center, and other groups promote con-servation of natural areas of the Township. These organi-zations advance the steward-ship of specific properties, provide environmental edu-cation, and undertake con-servation projects. A forum of conservation stakeholders revealed significant inter-est in Lower Merion Town-ship regarding conservation issues. The organizations identified many ideas and challenges that they share. An outcome of the forum was the recognition that col-
laboration and sharing of resources among the Township, conserva-tion organizations and parks friends groups will advance environmental objectives community-wide.
� Continue to team with envi-ronmental organizations. Work with the organizations to identify and select projects to address en-vironmental issues. The Town-ship should continue to work closely with these organizations to enhance municipal parkland.
� Spearhead ongoing collabo-ration among environmental organizations. Lower Merion Township could serve as the cen-tral clearinghouse for information and communications. Develop a program for environmental edu-cation and project volunteer op-portunities using the Township website, newsletter, e-mail, and other media.
� Incorporate environmental edu-cation components into parks. The purpose would be to commu-nicate conservation strategies and the importance of conservation to residents. Demonstration projects educate landowners and inspire them to undertake similar proj-ects on their properties.
Chapter 6Conservation of Natural Resources & Scenic Beauty
87T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
� Develop demonstration projects and interpretative signs that illustrate conservation tech-niques. Demonstration projects could include composting bins, rain barrels, rain gardens, porous pavements, etc. Landscaping that enhances habitats for native wild-life, butterflies, and birds could be planted with signs to describe the food and shelter aspects of the vegetation. Interpretative signs could identify invasive species and explain their threat to native vegetation.
� Develop and incorporate en-vironmental programming as a focus area in the program management plan for Parks and Recreation. Work with the Lower Merion Conservancy, Riverbend Environmental Center, and the Lower Merion School District to develop a strategy for environ-mental programs and outreach in the parks and to design the inter-pretative signs and conservation messages.
Improved Access to Natural AreasCitizens have indicated that they
would like improved access to natu-ral areas, additional trails for walk-ing, and convenient locations to en-joy nature. The 24 passive parks and open space parcels, including the Cynwyd Heritage Trail offer over 500 acres of natural area for residents to enjoy. Unfortunately, only a fraction of these natural areas are readily ac-cessible for public use. Rolling Hill Park and West Mill Creek Park are frequent destinations but many of the other passive parks have limited visitation due to lack of access areas or limited knowledge about the sites.
� Develop convenient access ar-eas for passive parks. Parks like Kenealy Nature Park, Henry Lane Park, and Mill Creek Valley Park would have higher visitation if well-developed access areas were
integrated into the sites. Access areas or trailheads should be lo-cated to be visible from roads and provided with a small stabilized parking area, information kiosk with trail maps and park informa-tion, and trail signs. Benches or a few scattered picnic tables should be added in larger parks to accom-modate visitors who are meeting to enjoy the park trails together. Composting toilets, bike racks, a small pavilion, and interpretative signs may be appropriate in some locations.
� Provide information about the passive parks on the Lower Mer-ion Township website. Identify the roads where parking areas for access are located. Develop trail maps that can be downloaded for use exploring trails on the prop-erties.
� Continue to work with Bri-dlewild Trail Association to maintain trail easements across private property. The Bridlewild Trail Association maintains miles of trails in the community that are available for pedestrian and equestrian use.
� Seek additional access ease-ments from residential areas to passive parks to create safe pe-destrian linkages. This would be with willing landowners.
Upgrade Existing Parks for Environmental Conservation
Lower Merion Township parks provide a showcase for demonstrat-ing environmental conservation ini-tiatives and promoting stewardship. These public lands offer areas that can be improved to solve environ-mental problems and mitigate con-cerns, demonstrate “green” alterna-tives for improvements, and enhance the natural setting of the community.
� Promote “green” alternatives through park improvements. Use a sustainable, environmental-ly sensitive approach to land de-velopment for park improvements and enhancements. The Sustain-able Sites Initiative™ (SITES™) is an interdisciplinary effort of the American Society of Landscape Architects, the Lady Bird John-son Wildflower Center, and the United States Botanic Garden. Their goal is to create voluntary national guidelines and perfor-mance benchmarks for sustain-able land design, construction, and maintenance practices. SITES offers guiding principles, shown in Figure 3, that Lower Merion Township should consider as park improvements are undertaken. These guiding principles strive to reduce the harm done to the en-vironment as well as to preserve
Chapter 6Conservation of Natural Resources & Scenic Beauty
Chapter 6Conservation of Natural Resources & Scenic Beauty
88PARKS & RECREATION PLAN UPDATE
and renew natural and cultural resources.
� Incorporate sustainable strate-gies into the parks as they are developed, expanded, and ren-ovated. Sustainable strategies include: � Design parks to be sustain-
able (minimal site disturbance, consider orientation for solar and prevailing wind, reuse pre-viously disturbed areas).
� Incorporate green infra-structure (stormwater infiltra-tion, solar power, geo-thermal heating/cooling).
� Incorporate green facilities (composting restrooms, porous pavements).
� Use sustainable materials (recycled materials, natural stone, wood grown in sustain-able managed forests)
� Consider long-term mainte-nance requirements (no-mow/low-mow areas, native plants, metal roofs for buildings)
� Consider life-cycle costs (roof replacement, playground equipment replacement, trail repaving)
� Incorporate landscapes for learning (interpretative signs, demonstration projects, habi-tat areas)
� Use the Pennsylvania Depart-ment of Conservation and Nat-ural Resources Publication on Sustainable Parks as a Refer-ence in Park Planning. Creating Sustainable Community Parks – A Guide to Improving Quality of Life by Protecting Natural Resources offers additional strategies and information about developing and managing sustainable parks.
� Use the specific park initiatives for environmental conservation in active parks as outlined in Greening of Active Parks sec-tion of this plan. Natural re-source protection strategies and
environmental enhancements could be undertaken in each pas-sive park and open space parcel. A few of the potential environ-mental enhancement projects in-clude: � Rolling Hill Park – Eradicate
invasive species and monitor areas to deter re-establish-ment. Close trails that are un-necessary and are located on steep slopes.
� Kenealy Nature Park – Stabi-lize the streambank and pro-vide a connection to Richie Ashburn Field. Remove in-vasive species and plant na-tive vegetation to expand the wood cover.
� Henry Lane Park – Introduce native vegetation as edge plant-ing to expand the wood cover.
� Shortridge Park – Stabilize stream and add riparian buf-fer planting on full length of stream in the park. Consider adding wildflower meadow planting along wooded edge of park to minimize mainte-nance. Add habitat area.
� Sharpe Park – Stabilize steep slopes with native vegetation to address stormwater runoff eroding the pathways.
� Pencoyd Park – Eradicate in-vasive species and replant with native vegetation.
� Explore opportunities for conser-vation easements on land contigu-ous to parks. Conservation ease-ments will expand conservation areas and protect important natu-ral resources. Explore linear con-servation easements to provide protected green linkages between park properties for wildlife corri-dors and resource protection.
Address Environmental Is-sues in Lower Merion Parks
Parkland can be managed and enhanced to help address local and
regional environment issues. Down stream flooding, streambank erosion, proliferation of invasive species, loss of mature forest are environmental issues that can be addressed, in part, in municipal parks. Parks alone can-not totally solve these problems, but parks can provide a dual approach to addressing issues: initially with phys-ical enhancements and then through communication of these issues and solutions as demonstration projects to the public.
� Manage stormwater and en-hance water quality through in-filtration of runoff. Utilize BMP’s (Best Management Practices) such as broad grass swales, porous pavement surfaces, and rain gar-dens to promote infiltration of stormwater runoff that will mini-mize erosion and filter pollutants.
� Continue to stabilize stream-banks. Streambank stabilization is an issue that is beginning to get attention in Lower Merion Town-ship. Streambank restoration projects have been completed in Ashbridge Park and along a por-tion of the stream in Shortridge Park. These projects stabilized the streambanks with rocks and native vegetation to mitigate ero-sion and improve water quality. Additional riparian buffer vegeta-tion planted along the stream cor-ridor improves water quality and infiltrates runoff. Other parks in the Township that could benefit from streambank restoration in-clude: the remainder of Shortridge Park, West Mill Creek Park, Wyn-newood Valley Park, Penn Wynne Park, Harriton Park, Merion Bo-tanical Park, Eco-Valley Nature Park and Flat Rock Park.
� Develop and implement a plan to remove invasive species from the parks. The Lower Merion Conservancy indicates that in-vasive species are a significant problem in almost every natural
Chapter 6Conservation of Natural Resources & Scenic Beauty
89T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
FIGURE 3: GUIDING PRINCIPLES OF THE SUSTAINABLE SITES INITIATIVE
• Do No Harm – Make no changes to the site that will degrade the surrounding environment. Promote projects that occur where there has been previous disturbance or development that presents an opportunity to regenerate ecosystem services through sustainable design.
• Precautionary Principle – Be cautious in making decisions that could create risk to human and environmental health. Some actions can cause irreversible damage. Examine a full range of alternatives – including non-action – and be open to input from all affected parties.
• Design with Nature and Culture – Create and implement designs that are responsive to economic, environmental, and cultural conditions with respect to the local, regional, and global context.
• Use a Decision-Making Hierarchy of Preservation, Conservation, and Regeneration – Maximize and mimic the benefits of ecosystem services by preserving existing environmental features, conserving resources in a sustainable manner, and regenerating lost or damaged ecosystem services.
• Provide Regenerative Systems as Intergenerational Equity – Provide future generations with a sustainable environment supported by regenerative systems and endowed with regenerative resources.
• Support a Living Process – Continuously re-evaluate assumptions and values and adapt to demographic and environmental change.
• Use a System Thinking Approach – Understand and value the relationships in an ecosystem and use an approach that reflects and sustains ecosystems services; re-establish the integral and essential relationship between natural processes and human activity.
• Use a Collaborative and Ethical Approach – Encourage direct and open communication among colleagues, clients, manufacturers, and users to link long-term sustainability with ethical responsibility.
• Maintain Integrity in Leadership and Research – Implement transparent and participatory leadership, develop research with technical rigor, and communicate new findings in a clear, consistent, and timely manner.
• Foster Environmental Stewardship – In all aspects of land development and management, foster and ethic of environmental stewardship – an understanding that responsible management of healthy ecosystems improves the quality of life for present and future generations.
Sustainable Sites Initiative. 2009. The Sustainable Sites Initiative: Guidelines and Performance Benchmarks 2009. Available at http://www.sustainablesites.org/report.
Chapter 6Conservation of Natural Resources & Scenic Beauty
Chapter 6Conservation of Natural Resources & Scenic Beauty
90PARKS & RECREATION PLAN UPDATE
and passive park in the Town-ship. Invasive species choke out native species and degrade native environments that provide im-portant habitat for wildlife. Japa-nese knotweed, multi-flora rose, mile-a-minute weed, bittersweet, grape vine, Norway maple, and other invasive vegetation are in the parks. The Township should work with the Lower Merion Conservancy and volunteers to eradicate invasive species, as pos-sible, in the parks and monitor the parks for new outbreaks.
� Develop and implement a plan to stem the loss of the tree can-opy in Lower Merion Township. Environmental organizations have noted that there has been
tree canopy loss in the Township. Protecting wooded areas is im-portant from a scenic perspective as well as from a natural resource protection perspective. Woodlands provide diversity to the land-scape and whatever the season, provide visual interest and beauty. Woodlands stabilize slopes; provide habi-tat for shelter, nesting, and food for wildlife; protect groundwater
by protecting headwaters and filtering stormwater runoff; and improve air quality and sequester large amounts of carbon dioxide from the atmosphere every year. Woodlands provide critical habi-tat for many interior forest birds and habitat loss and fragmenta-tion are cited by the Audubon Society as one of the most serious threats facing birds in Pennsylva-nia. Selecting the proper species of trees for this program is crucial to ensure that the canopy is en-hanced and sustained.
� Promote and participate in TreeVitalize – The Pennsylvania Department of Conservation and Natural Resources has launched
TreeVitalize, a public-private partnership to increase public awareness of the importance of community trees. The five-county region including and surrounding Philadelphia suffered a loss of 8% of heavy tree cover (34,000 acres) in only 15 years. A reduction in tree canopy cover translates to an increase in storm water runoff, an increase in energy costs, and a loss of air quality.1 Tree Vitalize Phila-delphia provides trees directly to qualified groups and rebates are available for homeowners looking to plant native trees. The Town-ship should provide information about this important program to residents through their website.
1 http://www.treevitalize.net/aboutus.aspx,accessed 10/12/10.
7
Ecological Benefits of Riparian Buffers • Stabilize Stream Banks – Deep-‐rooted
vegetation binds the soil along stream banks, stabilizing the banks and preventing erosion during periods of high runoff.
• Improve Water Quality – Vegetation along streams traps and treats sediment, nutrients, and pollutants before they enter the stream or groundwater.
• Enhance Wildlife Habitats – Trees, shrubs, and grasses along streams provide habitat, shelter, and travel corridors for many aquatic and land species.
• Reduce Flooding and Sedimentation – Vegetation retains stormwater runoff longer, improves infiltration, and filters sediment from flowing downstream during floods.
• Keep Streams Cooler and Healthier – Shade from riparian buffers cools the stream waters, increasing the food, oxygen, and habitat for aquatic life.
• Enhance Scenery – Vegetation along streams adds beauty and diversity to the landscape.
o Henry Lane Park – Introduce native vegetation as edge planting to expand the wood cover.
o Shortridge Park – Stabilize stream and add riparian buffer planting on full length of stream in the park. Consider adding wildflower meadow planting along wooded edge of park to minimize maintenance. Add habitat area.
o Sharpe Park – Stabilize steep slopes with native vegetation to address stormwater runoff eroding the pathways.
o Pencoyd Park – Eradicate invasive species and replant with native vegetation.
• Explore opportunities for conservation easements on land contiguous to parks. Conservation easements will expand conservation areas and protect important natural resources. Explore linear conservation easements to provide protected green linkages between park properties for wildlife corridors and resource protection.
Address Environmental Issues in Lower Merion Parks Parkland can be managed and enhanced to help address local and regional environment issues. Down stream flooding, streambank erosion, proliferation of invasive species, loss of mature forest are environmental issues that can be addressed, in part, in municipal parks. Parks alone cannot totally solve these problems, but parks can provide a dual approach to addressing issues: initially with physical enhancements and then through communication of these issues and solutions as demonstration projects to the public.
• Manage stormwater and enhance water quality through infiltration of runoff. Utilize BMP’s (Best Management Practices) such as broad grass swales, porous pavement surfaces, and rain gardens to promote infiltration of stormwater runoff that will minimize erosion and filter pollutants.
• Continue to stabilize streambanks. Streambank stabilization is an issue that is beginning to get attention in Lower Merion Township. Streambank restoration projects have been completed in Ashbridge Park and along a portion of the stream
Chapter 6Conservation of Natural Resources & Scenic Beauty
93
c h a P T e r 7c o m m u n i T y h u B S &
r e c r e a T i o n
Lower Merion Township is a large township that consists of multiple communi-
ties and neighborhoods, each of which has its own strong identity. The most in-
tensely developed of these areas are those that typically formed around the origi-
nal Pennsylvania Railroad station stops. Generally the mostly densely populated
areas within the Township, they have traditional commercial cores with mixed-use
development and housing of various types and densities. These areas are what could be re-
ferred to in planning terms as community “hubs.”
The Township has undertaken sep-arate master planning efforts focused on revitalization and enhancement of several of these areas including: Ardmore, Bala Cynwyd, Bryn Mawr and the City Avenue District. These planning efforts provide detailed rec-ommendations focused on strategic ordinance recommendations as well as areas for targeted investment and physical improvements. In general these planning documents include recommendations that could result in the increase of residential units in these traditional mixed-use areas. It is this aspect that is especially rel-evant to this planning effort focused on parks and recreation facilities.
ANALYSISThe various planning documents
advocate focusing on multi-family units as the housing typology since the hubs are relatively densely de-veloped. These would result in the introduction of new residents in en-vironments focused heavily on the walkable and transit-oriented life-style. Parks and recreation needs of the future residents as well as those already living within the transit-oriented hubs of the Township will,
like all Township residents, have the ability to use recreation facilities of varying types located throughout the Township. Residents in these areas, however, will also by the very nature of their “metro-lifestyle” look to ful-fill their recreational needs in places that are walkable and in close prox-imity to their residences. As already found in residential preferences in these hubs, the residents most like-ly will not to want to drive to enjoy parks and recreational opportunities and in some case, car ownership may be much lower for this population. This is important to consider, since the argument could be made that the housing types proposed represent opportunities for younger profession-als, possibly those that grew up in the Township and want to live in the Township, yet cannot afford a single-family home. The opportunities ex-tend to empty nesters anxious to en-joy an active lifestyle without all the work or expense required by larger single-family homes.
In all cases, the planning docu-ments prepared for these areas pro-vide recommendations and guide-lines for considering the amount, location and quality-of-design of
public spaces as part of any develop-ment project. It is important in the case of the parks and recreation plan to acknowledge the potential spaces and to think about how the spaces could be programmed for uses which best serve neighborhood and some case broader Township needs.
The acknowledgement that Lower Merion is a very diversely developed community with a wide range of de-velopment conditions and densities means that there is a need, desire, and value for parks and public spac-es that many suburban townships would not likely consider. Example of these special park and public space typologies include:
� Public Squares and Plazas: These are places that can serve daily needs of residents and work-
94PARKS & RECREATION PLAN UPDATE
ers to retreat to the outdoors for lunch, to read, or meet with neighborhoods and friends. These spaces are typically larger and could also serve as event spaces for programmed events by the Township or community groups and organizations.
� Courtyards/Pocket Parks/Play-grounds: These spaces are more compact and could be created as public spaces within proposed de-velopments or as retrofits of exist-ing under-used spaces.
� Green Connectors/Green Streets: Since bicycle and pedestrian move-ment and circulation is an ex-tremely important component to the success of the community hub areas, the elevation of minor circulation routes, such as alley-ways and short or low-trafficked neighborhood streets could serve as venues for greening projects, including enhanced landscaping, green streets, sharrows and rain gardens, as well as settings for small impromptu events.
� Parking Courts: Parking is a pre-mium in more densely developed areas, yet peripheral areas around parking lots could have public enhancements that both buffer parking from their surrounding context and also create small, de-sirable public spaces.
In addition to these park and pub-lic spaces, many of the traditional types of recreation facilities are still very much needed. Opportunities to
incorporate active recreation facili-ties can be much more challenging in the community hub areas, due to the compact nature of the development pattern; however, this premium value placed on land makes active recre-ation facilities all the more needed. This means that in most cases, larger community parks located within a ¼ mile radius of the center of communi-ty hubs should incorporate a balance of designed public spaces as well as recreation facilities such as ballfields and courts.
ARDMORE REDEVELOPMENT AREA
The Ardmore Revitalization Plan (2001) emphasized the importance of the providing public space fa-cilities for celebrations and events and specifically targeted Vernon V. Young Park for improvements. Sub-sequent documents and plans have been prepared as an outcome of the 2001 plan, including the Ardmore Area Redevelopment Plan (2005). This plan highlights the opportunity to create public open/plaza space on Schauffele Green across Lancaster Avenue from the targeted Ardmore Transit Center and potential com-bined private mixed-use redevelop-ment. Detailed redevelopment alter-natives are currently being studied for both the transit center and for the current Cricket Avenue parking lot. As of May 2011, the preferred option of the several options studied includes creating 112 new apartment units on the Cricket Avenue parking lot site. This plan proposes an urban courtyard to be located at the core of the development plan, which would be located above parking that is be-low grade.
Opportunities � The programming and design of
the central public space within the proposed Cricket Avenue
Mixed-Use Development Project is important both to the success of the proposed development and ensuring that the development “meshes” with the overall neigh-borhood context. Therefore every attempt should be made to allow this public space to be a true ame-nity and not a walled off enclave. This includes requiring pub-lic gateways and sight lines into the space from the surrounding streets and designing the actual space with a mix of soft and hard surfaces to accommodate the po-tential intensity of use as well to provide a park-like feeling.
� Procedures to provide the Town-ship’s parks and recreation staff the opportunity to review and provide input into how proposed public spaces could be pro-grammed and comment on how designs could best serve commu-nity needs should be included in the planning commission review of any proposed land develop-ment plan for this area.
Vernon V. Young Memo-rial Park and the Ardmore Avenue Community Center
This is a heavily utilized 5.2-acre park. As additional development oc-curs with the Ardmore Redevelop-ment Area and other infill areas in the vicinity, such as the infill townhomes constructed along Cobblestone Drive, further pressure will be placed on the Vernon V. Young Memorial Park. In 2003 a regulation sized basketball
Chapter 7Community Hubs & Recreation
95T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
court was reconstructed, several oth-er courts were resurfaced and ADA access to the park was improved. In 2006 and 2007 the softball field was renovated. New protective and pe-rimeter fencing was installed, a main-tenance truck access was created and the pool complex was renovated in-cluding the replacement of the swim-ming and wading pools and the con-struction of the new filter building.
Findings � The park is over-programmed
with active recreation facilities causing conflicts between activi-ties and extensive visual clutter.
� The view from the neighborhood into the park is one of a chain-linked stockyard due to the exten-sive fencing including perimeter fencing and fencing around the various courts and active facilities within the park boundaries.
� Entrances into the park do not align with access points from the surrounding context. For example the terminus of the vista into the park from nearly every street is of a 12’ high chain link fence and the new ADA ramp along Ard-more Avenue aligns with a private driveway across the street creat-ing no sense of a gateway into the park.
� The support facilities for the pool including grassy areas, shade, tables and benches are under-sized or insufficient to meet the demand during peak periods. Residents report having to get to the pool first thing to get a space or they do not go as there is not enough room for them. This is a common concern of senior adults who provide care for children and youth in the family.
� The Ardmore Avenue Community Center building’s size and con-figuration do not effectively serve the current needs of those that use the facility.
� The gym is heavily used and is too small to adequately meet current needs along with providing any ability for spectators to watch ac-tivities.
� The Ardmore Avenue Community Center building is not oriented in a manner that engages it with the park context or the neighborhood. It visually looks very utilitarian and therefore detracts from the aesthetic qualities of the park and the neighborhood.
� The Ardmore Avenue Commu-nity Center building has already exceeded its useful lifespan. The building systems are antiquated and do not meet modern efficien-cy standards.
� The location of the pool filter building blocks views from the Ardmore Avenue Community Center into the park preventing the staff from monitoring activity in the park from the building.
� Parking on the street surround-ing the park during the summer months can be very challenging, especially when the aquatic facili-ties are at peak utilization.
Opportunities � Opportunities to combine facili-
ties for the PALM Senior Facility and the Ardmore Avenue Com-munity Center into a single fa-cility should be explored. Since the times of operations for these facilities barely overlap it would appear that each user group could benefit from joining forces.
� The two residential properties located adjacent to the Ardmore Avenue Community Center at 120 and 118 Ardmore Avenue should be considered for acqui-sition. These lots would accom-modate the equivalent of the current Ardmore Avenue Com-munity Center building, gym and swimming pool.
� Consider the edge treatments and
access points into the park in or-der to better engage the design of the park with its surround-ing context. The parks should feel like a community green or a town square and not a utilitar-ian athletic complex that had no relationship with the surround-ing neighborhood from a visual, architectural, or circulation per-spective.
� A combined park master plan and community center feasibility study that includes both PALM and the Ardmore Avenue Com-munity Center should be per-formed. These studies should only be performed together and not as separate activities since the future success of this park and the com-munity centers is tied closely to inter-related relationships between indoor and outdoor facilities.
BALA CYNWYDThe core of the community hub of
Bala Cynwyd is Bala Avenue. Two sig-nificant planning documents guide planning and revitalization for the area. The Bala Avenue Master Plan (2000) and Bala Cynwyd Retail Strategy (2006) focus on the revital-ization and enhancement of the Bala Avenue Corridor between Montgom-ery and City Avenues. This corridor includes two Township operated parks and recreation facilities, the Bala Gym and the Bala Avenue Play-ground; both are located at the north-east corner of the intersection of Bala Avenue and Union Avenue. The plan-ning documents focus on a series of recommendations regarding the re-habilitation of existing structures as well as the promotion of more mixed-use residential development.
The proposed site plan for a six-story residential building consists of more than 80 units to be located at 10 Union Avenue, adjacent to the Bala Gym site. The site plan would be consistent with the planning studies,
Chapter 7Community Hubs & Recreation
96PARKS & RECREATION PLAN UPDATE
in that it proposes an introduction of new multi-family housing along the Bala Avenue Corridor that could also take advantage of the two SEPTA sta-tions located in close vicinity to the project. The proposed plan also rec-ommends an access through the Bala Gym parcel to serve the residential units, possibly impeding the future redevelopment potential of the Town-ship’s gym site.
Findings � Although it is heavily used, the
current Bala Gym building facil-ity is out-dated and does not meet current standards or demands for indoor recreation facilities.
� The location of the gym building on the site results in underutilized lands surrounding the building.
� Although demand for parking is high when the gym is being used, the site is dominated by parking.
� The perimeter views of the gym parcel, especially along Bala Av-enue, are unattractive and are not consistent with the streetscape recommendations in the Bala Av-enue planning documents.
� There is no integration of the Bala Gym site with the Bala Playground site even though they are adjacent facilities. The narrow utility ease-ment that exists today creates a barrier between the facilities, as it exists in its current state.
� The proposed adjacent six-story residential building is visually and physically separated from the Bala Gym, mostly likely due to the current orientation and visual condition of the facility.
Opportunities � A site-specific master plan should
be pursued that includes the Bala Gym and Bala Playground sites. The project should consist of both a site master plan and indoor gym/community recreation cen-ter feasibility study. These studies
should only be performed togeth-er and not as separate activities since the future success of this park is tied closely to inter-related relationships between indoor and outdoor facilities.
� Opportunities to redevelop the Bala Gym site with ground floor commercial (at the Bala Avenue street-level) with potentially rec-reation facilities located on an upper floor that takes advantage of the rise in elevation of Union Avenue and be consistent with the Bala Avenue planning documents. The potential to develop a new, high quality facility through a public-private partnership would be in keeping with the Township’s philosophy of generating alterna-tive revenue sources to support recreation facilities and services.
� Considerations should be given to the entire Bala Avenue front-age of both the Bala Gym and Bala Playground sites. This would ensure that a visually cohesive streetscape is provided. It would complement both the commercial activities located in the adjacent blocks and the predominately res-idential dwellings located across Bala Avenue.
BRYN MAWR Bryn Mawr, as with the other
community hubs, is heavily focused around its transit-oriented develop-ment potential. The Township un-dertook the Bryn Mawr Master Plan (2006) that focused heavily on the redevelopment potential of the Bryn Mawr train station areas, especially the Township-owned municipal parking Lot 7. A key aspect of this planning effort, which was gleaned through the community, was the de-sire to create a traditional town or “village green” in the center of Bryn Mawr on Lot 7. Ironically Lot 7 is located at the site of a former town green. The Township received this
property from the Pennsylvania Rail-road, now Amtrak, with certain use restrictions and a potential rever-sion provision. Development of this property for anything other than a municipal use would require agree-ment with Amtrak. The redevelop-ment of Lot 7 can serve as a catalyst for transit-oriented development in downtown Bryn Mawr. The proposed Bryn Mawr Master Plan suggests replacing current parking on Lot 7 with parking additions at the com-muter lot to allow Lot 7 to be used for mixed use development compatible with the Village Zoning development criteria. The provision of significant public space at the core of how Lot 7 could be redeveloped is shown in the graphic representations in the plan.
Opportunities Procedures to provide the Town-
ship’s parks and recreation staff the opportunity to review and provide in-put into how proposed public spaces could be programmed and comment on how designs could best serve community needs should be included in the planning commission review of any proposed land development plan for this area. This review should also include provisions for site main-tenance by the private sector partner, not the Township.
THE CITY AVENUE DISTRICT
The City Avenue District is less of a defined community hub today than the other areas discussed. However, the proposed district is currently be-ing studied for a rezoning that would allow for an increase in residential development in the form of mixed-use that combines residential, institu-tional, and commercial uses in close proximity to each thus supporting a potential decrease demand on auto-dependency. The proposed ordinance sets provisions for development with-in distinct areas that form the overall
Chapter 7Community Hubs & Recreation
97T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
City Avenue District. A key aspect of the proposed ordinances is the cre-ation of privately developed public open space.
Establishing the importance of public parks and open spaces within new developments as an important component of a community’s infra-structure, especially within dens-er residential developments, is an achievement. Requiring private devel-opers to create these spaces as part of their overall development projects is also a major advancement, albeit not necessarily a new one in many com-munities. As the Township continues to develop ordinances that support denser developments and increased infill and transit oriented projects, it should consider the full spectrum
of issues associated with such proce-dures including the following.
Opportunities � Legal provisions should be placed
on the developments through covenants that ensure a mini-mum level of public accessibility to privately constructed public spaces if they are to remain pri-vately owned. This effort should also include determining bound-aries for rules of conduct imposed by private owners, so they are not simply imposing rules by their own will.
� Procedures should be considered to allow for the transfer of privately created public spaces to the Town-ship, should it deem such an ac-
tion desirable for the public good. � Procedures to provide the Town-
ship’s parks and recreation staff to review and provide input into how proposed public spaces could be programmed and design to best serve the community needs.
� Guarantees for a specific level of maintenance to ensure that public spaces are maintained to a high-level by the private partner.
� Methods for Township review of any future modifications to ap-proved public space design plans to ensure that originally approv-al conditions are continuously met or only modified based on sound planning decisions, and not at the sole discretion of the private landowners.
Chapter 7Community Hubs & Recreation
99
Recreation is an important part of a well-balanced lifestyle. People who are engaged in active
healthy lifestyles live longer, are less in danger from heart disease and stroke, are at significantly
reduced risk of cancer, and have improved chances of combating a wide range of chronic
conditions such as diabetes, arthritis, asthma and depression. Participation in a broad range of
leisure activities has the potential to improve physiological and mental health. It contributes
to personality development and improves psychological well-being by reducing anxiety and
stress. Recreation participation increases sense of well being, deters addictions, and assists in
the social learning of tolerance and respect for others.
Recreation helps to promote a strong sense of community by pro-viding settings for people to socialize, share common interests and being a major driver of community interac-tion and pride. Recreation facilities make an important contribution to the physical infrastructure of com-munities. They provide a social focus for the community and affect people’s perception of their neighborhood. It is widely accepted that parks and rec-reation influences how a community looks, feels, and functions.
In 2009, the U.S. Center for Dis-ease Control enlisted local commu-nities in the fight against diseases such as heart disease, diabetes, and hypertension by offering easier, plentiful, and convenient places and
programs that will help citizens to increase physical activity. This will help to reduce national health care costs, one of our country’s most pressing challenges. Today public recreation is considered to be public health. Walking for 30 minutes daily has benefits to your heart, weight, and mental health, and has recently been found to stave off Alzheimer’s Disease. Cancer does not kill most Americans: the lack of physical exer-cise and a poor diet do. Public recre-ation has a prominent role in creating healthy people, healthy families, and healthy communities.
ANALYSISSince 1997, Lower Merion Town-
ship has been working successfully
in increasing public recreation pro-grams. The Department of Park and Recreation operates under a program philosophy of offering a variety of programs to introduce citizens to many different kinds of recreation interests with good quality at a rea-sonable price. The aim is to help the people of Lower Merion Township experience activities in which they may be interested and perhaps devel-op a life-long interest in that pursuit. The foundation of active healthy life-styles starts in childhood. Research shows that what people do as adults they usually participated in as a child or youth.
The Parks and Recreation Depart-ment management team researched and provided information to the
c h a P T e r 8 r e c r e a T i o n a l P r o g r a m S
& S e r v i c e S
1 Gibbons LW, Macera CA. 1995. Changes in physical fitness and all-cause mortality: a prospective study of healthy and unhealthy men. Journal of the American Medical Association. 273:1093-1098
2 Blair SN, Kohl HW and Gordon NF. 1992. How much physical activity is good for health? Annual Reviews of Public Health. 13:99-126
3 Slattery ML. 1996. How much physical activity do we need to maintain health prevent disease? Difference diseases –different mechanisms. Research Quarterly Exercise and Sport 67(2):209-212 Slattery ML, Potter J, Caan B et al.
4 United States Department of Health and Human Services; Centre for Disease Control and Prevention. 1996. Physical Activity and Health: A Report of the Surgeon General. Atlanta, Georgia. Glasgow RE, Ruggerio L, Eakin EG et al.
100PARKS & RECREATION PLAN UPDATE
consulting team on the recreation programs and services. Together, they examined the trends, nature of the programs, client groups, and support mechanisms such as reg-istration, advertising, and evalua-tions. From this, important aspects emerged that could be addressed in the future and that form the foun-dation for program recommenda-tions.
Positive Growth in ProgramsOverall, the Parks and Recre-
ation Department provides a tre-mendous number of scheduled and facilitated programs and services. Figure 4 presents the dramatic growth in the number of programs offered by the Department of Parks and Recreation since 1997 by op-erating under this philosophy. The Department has more than tripled the public recreation programs available in 12 years. Over 56,000 people participants are engaged in programs offered and facilitated by the Department.
According to the public opin-ion survey, about 25 percent of the survey respondents reported participating in programs offered by Lower Merion Township. This is a relatively high number as the benchmark is typically 22 percent.
Core ProgramsThe Department focuses on four
core program areas: Sports and Fit-ness, Swimming Pools, Recreation and Education, and facilitation of pro-grams provided by other providers such as the sports leagues. PALM, the Ardmore Community Center, the 18 Civic Associations and the Federation of Civic Associations, park friends groups, and others. It is important to underscore that the Department’s fa-cilitation of programs and coordina-tion of major facilities and activities covering two swimming pools and four community centers is a major work element not typical of similarly sized recreation staffs.
Top Activities for ParticipationThe top five activities in which the
residents participate according to the survey findings are: walking (71%), playing or socializing in Town-ship parks (63%), nature enjoyment (60%), bicycle riding (49%), and ex-ercise and fitness (44%).
Top Activities of InterestThe top five activities in which the
residents are interested according to the survey findings are: programs offered by Lower Merion Township
(47%), adult classes (45%), events of-fered by the Civic Associations (45%), boating on the Schuylkill River (37%), and the arts (36%). It is important to note that 34 percent of the survey re-spondents indicated that they do not volunteer but would be interested in doing so.
Service to Client GroupsOrganized programs serve males
and females, pre-schoolers, youth ages five-14, adults over the age of 19, and senior adults. In addition, the Department serves families although there is no category for families ad-dressed in promotional materials. Activities such as family nights at the swimming pools are treasured events by the participants. The Civic As-sociations provide significant family oriented events such as movie nights and markets.
The residents’ requested more pro-grams for youth ages four, five, and six as well as pre-school programs.
The Township’s bus is an impor-tant means for getting senior adults to the centers and programs. Trans-portation is a major issue for the non-driving citizenry.
FIGURE 4. PARKS & RECREATION DEPARTMENT PROGRAMS OFFERED 1998 - 2009
One out of two survey respondents is interested in participating in programs offered by Lower Merion Township.
Chapter 8Recreational Programs & Services
FIGURE 4: PARKS & RECREATION DEPARTMENT PROGRAMS OFFERED 1998 - 2009
101T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Service to Youth Ages Five – 14Consensus is that youth ages five
through 14 are well served with a host of community recreation and school-related opportunities. It is important to keep serving them, es-pecially in focusing on programs be-yond sports. The sports services are particularly strong in Lower Merion Township.
Interest of Adults and FamiliesAccording to the survey the two
groups most likely to participate in programs offered by Lower Merion Township include adults (48%) and families (43%).
Hispanic PopulationWhile there is not a present need
for Spanish speaking staff and in-formation on parks and recreation, it is likely that addressing the needs of the Spanish speaking population will be important in the future. Field visits found park visitors particular-ly in Ardmore speaking Spanish as their primary language.
Program Life CyclePrograms have life cycles that run
from the introductory stage through growth, maturation, and decline. The Department has largely been in program growth mode since hir-ing a Recreation Coordinator after the previous plan. The Department has been introducing more lifetime sports, fitness, and instructional pro-grams. A major focus is aquatics. Of concern is the Playground Program, which has been in decline since 1996. Although the program has about 20 percent of the participation it had fifteen years ago, the program is important to households in the community that desire more non-structured opportunities for their children as well as for those house-holds that might not be able to afford more expensive summer camps. In 2011, the Township began to charge for the playground program that had
historically been free. Participation plummeted to half of what it was in 2010. Other municipalities that have instituted substantial fees for playground programs that had been without charge saw similar results in declining participation but then saw increasing participation in subse-quent years. Informal conversations between staff and residents that had formerly participated described is-sues regarding a large fee related to the amount of time their children used the program; the cost for mul-tiple children; and the difficulty in paying fees. Although the Township offers discounted fees, residents are reluctant to come forth to ask for such assistance. The concept of a fee-based summer playground pro-gram should be re-explored for the future. One thing to consider if the Township continues to charge is that the program should be “re-invented” so that it has major noticeable im-provements that would be viewed as essentially a “new program”. Even a change in the name of the pro-gram would convey a fresh approach would help should the fee continue.
Other Recreation ProvidersThe Lower Merion Parks and Rec-
reation Department facilitates the provision of major recreation oppor-tunities in the community. These important activities serve thousands of participants annually. Lower Mer-ion Township would not be able to afford to provide this level of service without the public private partner-ships.
Lower Merion School DistrictThe Lower Merion School Dis-
trict and the Parks and Recreation Department have a collaborative and most progressive relationship. The Parks and Recreation Depart-ment schedules the use of school facilities for recreation during non-school hours. This includes all sports fields and gymnasiums. The
Chapter 8Recreational Programs & Services
FIGURE 4: PARKS & RECREATION DEPARTMENT PROGRAMS OFFERED 1998 - 2009
102PARKS & RECREATION PLAN UPDATEChapter 8
Recreational Programs & Services
TABLE 9 - SPORTS ORGANIZATIONS IN LOWER MERION TOWNSHIP
5
Table 9. Sports Organizations in Lower Merion Township Organization 1996
Participation 2011 Participation
Participants Comments
Ashbee Lacrosse 250 400+ Males & Females. Grades 1-8 Waiting list. Lower Merion Girls Lacrosse
NA
Haverford Soccer NA 600 – 3,000 per season: est. of 4,600
Males & Females. Grades 1-12. Adults over 30.
200 on waiting list each fall. Shorter waiting list in the spring.
Lower Merion Soccer
2,600 2,700 Males and females. Ages 4 – 18.
Stabilized by restricting age groups. Could expand if more space were available and would add age groups.
Mainline Girls Basketball
200 640 Females. Grades 2 – 12. Waiting list. Predict 700 participants by 2013.
Lower Merion Little League
1449 1200 Males and Females Ages 5 - 18
Waiting list of 150.
Narberth Athletic Association
60 in 2006 200 Males and Females Ages 9 – 14.
Capped registration due to space limits.
Lower Merion Aquatic Club
NA 160 Males and Females Ages 6 -18
Lower Merion High School Ultimate Frisbee
Did not exist 80+ Males and Females 13 - 19
Lower Merion Ultimate Frisbee
Did not exist 100+ varies New and growing by word of mouth.
Touch Football Did not exist 130 Males and Females. Ages 25+ Waiting list and were able to fill it. Mainline Businessmen
100+ 200 Males. Adults
Lower Merion Synagogues League
Did not exist 180 Males. Adults
Police and Firemen’s Adult Softball League
NA 150
Next Level Sports Started in 2005
Est. 200 Males and Females. Ages 4 - 18
Football, basketball, sports clinics.
Civic Associations Lower Merion Township has 17 Civic Associations that belong to the Federation of Civic Associations of Lower Merion Township. Some of the civic associations are more than 50 years old. They work to maintain superior civic conditions in their community by considering and taking appropriate action concerning questions relating to the welfare of the community. The Civic Associations are engaged in a broad range of community activities including parks and recreation. They support neighborhood parks and offer activities such as art shows, egg hunts, family movie nights, and so on. They are an important provider of public recreation. The Parks and Recreation Department works with the Civic Association sin supporting their efforts for public recreation.
103T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
two organizations jointly plan and use sports facilities for recreation and education.
Main Line School NightSince 1996, Main Line School
Night has increased its program of-ferings from 400 to over 500 and in-creased the number of sites from five to seven. This fall, 109 new programs are being offered. Main Line School Night is committed to enhancing community life by providing adults with opportunities to pursue lifelong learning through a wide selection of affordable stimulating classes and programs that contribute to personal growth and enrichment
Private, Non-Profit Com-munity Centers
The Mainline YMCA and the Jew-ish Community Center (Kaiserman Branch) operate facilities in Lower Merion Township. Both facilities are landlocked and have limited poten-tial for expansion to grow their ex-tensive programs. They use Town-ship facilities for leagues.
Private Recreation ProvidersPrivate recreation facilities in
Lower Merion Township include the Philadelphia Country Club, the Phil-adelphia Skating Club and Riverside Racquet and Fitness Club.
Sports OrganizationsSixteen (16) sports organizations
serve Lower Merion Township. They operate year round. Combined they serve over 11,000 participants. Table 9 presents the sports organizations, participation trends, and comments. In 2011, Lower Merion Little League proposed starting a Girls’ Softball League. The challenge was that there are not enough ballfields to serve the current demand.
Civic AssociationsLower Merion Township has 17
Civic Associations that belong to the
Federation of Civic Associations of Lower Merion Township. Some of the civic associations are more than 50 years old. They work to maintain superior civic conditions in their community by considering and tak-ing appropriate action concerning questions relating to the welfare of the community. The Civic Associa-tions are engaged in a broad range of community activities including parks and recreation. They sup-port neighborhood parks and of-fer activities such as art shows, egg hunts, family movie nights, and so on. They are an important provider of public recreation. The Parks and Recreation Department works with the Civic Associations in supporting their efforts for public recreation.
LibrariesSix libraries provide recreation
related programs in Lower Merion Township. They include the librar-ies of Ardmore, Bala Cynwyd, Bel-mont Hills, Gladwyne, Ludington, and Penn Wynne. They offer year round indoor recreation programs. Hennen’s American Public Library Ratings ranked the Lower Merion Township Library System 20th in the nation in 2009.
Senior CentersPALM, New Horizon Senior Cen-
ter, and Levering Mill House are the three senior centers of Lower Mer-ion Township. In addition, Town-ship organizations and faith-based institutions offer senior citizen clubs and programs. The Parks and Recre-ation Department offers the annual Senior Jamboree that has increased significantly in participation since 1996.
Conservation OrganizationsRiverbend Environmental Cen-
ter, the Lower Merion Conservancy and Bridlewild Trails Association provide environmental education programs and services. They also
manage volunteer programs to sup-port Township environmental facili-ties and trails, including privately owned trails.
STRENGTHSWith a small staff, the Depart-
ment has developed an innovative and collaborative approach to offer-ing programs.
Departmental Program GrowthWhile the Department has in-
creased its programs from 69 to 196 in 10 years, it also worked on build-ing strategic partnerships. Since the Township renovated the swimming pools, participation has increased from about 8,600 to over 56,000 an-nually. Important programs such as the Senior Jamboree and participa-tion in the Senior Centers in grow-ing significantly.
Favorable Ratings by ParticipantsAs shown in Figure 5, the pub-
lic opinion survey and interviews found that three out of five of those who participate in Township recre-ation programs rate them as good to excellent. The ratings were sig-nificantly higher by those who par-ticipate vs. those who do not. The implication is that increasing public perception about Township recre-ation programs is important.
Strategic Partnerships Are VitalSince 1996, the Department has
worked in partnership with non-profit providers and private sector providers. It is striking to note that
Chapter 8Recreational Programs & Services
104PARKS & RECREATION PLAN UPDATE
there are over 50 organizations in the community that directly provide recreation, sports, environmental education and special events – all of whom depend on the Lower Merion Parks and Recreation Department. Departmental support includes: information, facility use, facility maintenance and scheduling, prob-lem solving and promotion. This arrangement does not increase the Township budget yet enables the di-versity of recreation programs that would not be possible with in-house Township staff. The providers are community organizations, indepen-dent contractors or enterprises with expertise in a particular recreational activity. Residents that participate in Township recreation programs under the auspices of a private pro-vider often then pursue that interest in the private sector resulting in a win-win for the Township and the private business. The Township is able to provide important recreation opportunities to the citizenry while businesses in the Township get ex-posure in the community that leads to increased participation and pa-tronage for their own operations.
Cost RecoveryThe Parks and Recreation Depart-
ment is moving toward more cost recovery in programs and services. For the first time, the Township levied a program fee for the Play-
ground Program. In the past, the Township operated on philosophy of a free summer playground pro-gram. For other programs that are scheduled and organized by the Department, the cost recovery rate is 98 percent including the direct cost of the recreation leader and the cost of equipment. This does not include advertising, administration or space/facility. The Township con-ducts an annual fees and rates study that includes administrative costs for department including Parks and Recreation. The cost split with con-tractors is 70/30. If attracting effec-tive contractors becomes and issue this formula could be adjusted.
Self-Directed Recreation
Citizens in Lower Merion Town-ship enjoy engaging in recreational activities at their own discretion. Nine out of ten survey respondents reported using Township parks, exceeding the expected finding of about 72 percent. Playing and so-cializing in Township parks is one of the five top recreation activities in the community according to the survey. Field visitation and observa-tion found that the parks are busy hubs of activity. Supporting this pursuit through excellent parks and promotion is important, as it is a cost effective way of providing recreation opportunities for a broad range of citizens.
CHALLENGESCustomer satisfaction for parks and
recreation programs and facilities is high as shown in the survey findings, interviews and focus groups. The challenges listed below are intended to foster the evolution of the Depart-ment into higher levels of program and service delivery as well as cus-tomer satisfaction.
Information and Public AwarenessThe major block to participation in
programs and use of facilities is the lack of information by the citizens. Typically survey respondents report being too busy as their top reason for not participating. Here the lack of information was named as the main block. Advertising and promotion received the lowest customer satisfac-tion ratings in program quality rat-ings. This is presumably a function of information overload by the public at large combined with not being aware of how to find information about parks and recreation along with de-partmental methods of outreach and distribution of information.
Recreation Leaders and Customer Service
Given the socio-economic charac-teristics of Lower Merion Township, many people who live here are used to and expect outstanding customer service. Only one in four survey re-spondents rated recreation leaders as good to excellent. Among those who participate in the programs, 43 percent rated the leaders as good to excellent. Increasing the capacity of the recreation leaders and staff in in-volved in customer service is crucial. This can be accomplished through setting standards, hiring, training, on-going evaluation, feedback, and performance reviews.
Evaluation and Cus-tomer Satisfaction
No formalized system is in place
Chapter 8Recreational Programs & Services
FIGURE 5: PROGRAMS RATED AS GOOD TO EXCELLENT BY PARTICIPANTS VS. NON-PARTICIPANTS
105T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
for evaluation and determination of customer satisfaction. Developing standards and methods for evaluat-ing programs and customer satisfac-tion and implementing them will facilitate the Department’s evolution to a higher level of service. At pres-ent there is no systematized method in place for evaluating programs and customer satisfaction. The key is to think of evaluation and customer satisfaction as a system and a compo-nent of program planning and man-agement. Various techniques can be used surveys, participant evaluations both during programs and upon completion, focus groups, interviews with participants as well as non-par-ticipants, and comment opportuni-ties on the website.
Program Planning and Life CycleProgram life cycle is not a formal
part of program planning. The life cycle of programs would be a valu-able component of programming for the Township. By addressing where programs are in their life cycle, the Department would be able to adjust programs to give them new life, add new programs, and terminate pro-grams that have outlived community interest. The Playground Program is the program of most concern to the Township. While it is an important program for segments of the popula-tion most in need of support, it has
dramatically declined in participa-tion over the last 15 years. Finding out why this drop-off has occurred by interviewing former participants would be crucial in re-focusing this program.
Registration Conve-nience and Efficiency
Participants can register for pro-grams in person or by mail using a check or cash as the form of payment. Moving to registration on line and of-fering the option of paying by credit card will be more convenient, yield increased participation, and stream-line management operations.
Staff SizeIt is important to recognize that
Parks and Recreation Department has a limited staff. The Recreation Coor-dinator is in charge of all Township recreation programs for a population of nearly 58,000.
OPPORTUNITIESSince the Department’s programs
receive positive public ratings, the opportunities are intended to refine and polish program operations.
Increase Public Awareness about Parks and Recreation
Develop a formalized work plan for increasing public awareness. Just as master plans are important for park
improvements, plans are equally important for major on-going work items. The top three ways that citi-zens would like to get information about parks and recreation is through the Town-ship website, Town-ship newsletters, and e-mails.
� Website – The Parks and Recreation Department’s web-
site is easy to use and attractive. Including the current program brochure in a prominent location would be helpful. Use photos of participants in programs and us-ing parks. Work with partners to create links on their websites to the Lower Merion Township Parks and Recreation Department website.
� Newsletter – Revise the approach in the newsletter to try to drive people to the website for program information and inspire them to use parks and recreation facilities. Consider the need to list all pro-grams in the brochure in reach-ing all citizens. Recognize that the brochure is likely to be short-lived in township households vs. the ready availability of program information on-line. Try over time to be website based while using the newsletter as a promotional/inspirational piece.
� Social Media – Consider the use of social media as an important way to reach the community, especial-ly Gen X and Gen Y. This would require staff time and skill in the use of social media.
Program Registration and Payment � Offer on-line registration. � Offer Credit card payments.
While the Township has issues with credit card and on-line payments, this service is vital public recreation service, espe-cially in a community such as Lower Merion.
Continue Four Program Seasons & Phase In Monthly Schedules
� Continue the four program sea-sons. The trend is towards more frequent seasons with some de-partments nationwide moving into monthly calendars. Balanc-ing the capacity of the staff with program seasons is important but adding monthly schedules would
Chapter 8Recreational Programs & Services
106PARKS & RECREATION PLAN UPDATE
be possible when the program staff increases along with rev-enues to help offset staffing costs. In moving to web- based program advertising over time, the prepa-ration of schedules will become less daunting than the current newsletter system.
Core Programs and Client Groups � Maintain the current core pro-
grams of Recreation and Educa-tion, Aquatics, Fitness and Sports, and Discount Tickets.
� Add Nature and Environment as a core program area.
� Target Families and Adults as principle client groups in pro-gramming and promotions.
� Recognize that facilitation is a core program from a management perspective.
� Promote self-directed recreation opportunities. Providing informa-tion about what citizens can do for recreation, fitness, experiencing nature based recreation opportu-nities, trail use, and so on is a vital service.
� Create “customers for life”. The goal is to serve citizens through-out their lifetime fostering their enjoyment of active healthy life-styles and community engage-ment.
Evaluation System � Plan and implement a systematic
approach to evaluation of pro-grams and customer service. Ex-pand tracking from numbers of participants and cost recovery to other factors including customer levels of satisfaction with depart-mental programs, facilities and service; on-going needs assess-ment; customer retention; cus-tomer re-purchase of programs and services; referrals of partici-pants to Township recreation pro-grams.
� Use innovative methods of deter-mining levels of service and cus-tomer satisfaction including focus groups, post program evaluations, evaluations while program is in progress, “mystery shoppers”, on-line commenting, interviews and calls to participants, and intercept surveys in parks and programs. Interview non-participants as well as non-returning participants to determine factors in their non-participation or why they chose to no longer participate.
� Develop an assessment system to ensure that staff is meeting the guidelines for addressing and as-sessing customer satisfaction. This should include a list of guide-lines and minimum standards for customer service and interaction. Use the mystery shoppers, citi-zen feedback, and other evalua-
tion methods to evaluate services and provide feedback. Incorpo-rate this as a component of job responsibilities and performance appraisals.
� Develop a post-season program report as well as an annual re-port on recreation programs and services. Include both organized programs as well as facilitated services.
Chapter 8Recreational Programs & Services
109
c h a P T e r 9m a n a g e m e n T a n d o P e r a T i o n S
The Lower Merion Township Parks and Recreation Department manages a vast array of
complex and challenging functions. These include customer service; planning and delivery
of programs and services; park maintenance; financial management and risk management
and park planning. This includes 47 parks with 704 acres with a broad range of facilities
and a developing trail system, about 56,000 program participants and park visitation by
over 20,000 households. The scope of management responsibilities ranges from helping a
Boy Scout earn a badge to orchestrating major park improvements. Successful systems are
rooted in effective management. While it is important to do things right, it is even more
important to do the right things. Determining where to spend the level of effort and allocate
appropriate resources to benefit the entire citizenry is essential. Having an effective and
efficient system in place to plan, direct, control, implement, and evaluate operations, facilities
and services is essential, especially in a community as committed to accountability and quality
public service as Lower Merion Township is.
The purpose of the management assessment was to review how parks and recreation is planned, managed, directed and evaluated in terms of meeting community goals and with respect to the Township’s resources.
ORGANIZATION
Lower Merion is a Township of the First Class. The Township operates under the governance of the Board of Commissioners operating with a full-time professional administra-tive staff. With 422 full-time em-ployees, the Township organization has eleven departments, all headed by experienced career professionals selected by the Township Manager strictly on the basis of merit and ability to perform the required re-sponsibilities.
Lower Merion Township Gov-ernment and Administration
The fourteen-member Board of Commissioners is the decision-making body elected by the citizens according to Ward. The primary mission of the Board is to continu-ally provide the appropriate organiza-tional oversight and policy direction necessary to maintain and enhance the highest possible level of public service delivery and quality of life for Lower Merion Township. Their goal is to accomplish this outside the realm of partisan political concerns and through a commitment toward mutual cooperation in order that the best interests of the community and the maintenance of a quality of life that is second to none can be real-ized. The Commissioners form com-mittees to serve as advisory groups
for Township functions including one for parks and recreation. Figure 6 shows the Township’s organizational structure.
The Township Manager is respon-sible for the day-to-day management and implementation of the Com-missioner’s policies and programs. The Assistant Township Manager provides administrative support for parks and recreation.
Parks and Recreation Organization and Management
Figure 7 presents the organization-al structure of the Parks & Recreation Department. Partnerships are an es-sential part of community life here. Important partnerships include other municipal departments, the Lower Merion School District, the four com-munity centers, 17 Civic Associations
110PARKS & RECREATION PLAN UPDATE
and the Federation of Civic Associa-tions, 16 sports organizations, 13 park and trail friends groups and the Co-alition for Youth of Lower Merion and Narberth. The Township has a part-nership with Haverford Township in joint ownership of Polo Field. A recent initiative is Healthy Communities. Volunteers provide important parks and recreation services. It is projected that they provide thousands of hours of community service annually that make public parks and recreation possible in Lower Merion Township. The Township could not afford to pay for the value of these hours. Regional partnerships are an essential part of community life here. Collaboration with the Schuylkill River Greenway and regional trail groups such as the Greater Philadelphia Bicycle Coalition have generated important projects and funding such as the bicycle pe-destrian Manayunk Bridge project to link the Township to Manayunk via non-motorized transportation.
ANALYSISSince the last plan, Lower Merion
Township has streamlined and reor-
ganized operations. The Township now operates with one Assistant Township Manager instead of two and 11 departments instead of 15.
Major FindingsMerger of Recreation and Parks -
A significant positive change for Parks and Recreation was the reorganization of the Recreation Department and park maintenance. Park maintenance was moved out of the Public Works Department and merged into the Rec-reation Department to become the Parks & Recreation Department. This has enabled the park maintenance staff to focus on the specific skills unique to parks and distinct from traditional public works functions of roads and buildings. These functions include sports field maintenance, nat-ural resource management, customer service, trails, public swimming pools, and forestry. Figure 7 presents the Parks and Recreation Department Organizational Structure.
Addition of Recreation Coordina-tor – The Recreation Coordinator en-abled the Township to increase pro-grams and services to the community.
The number of programs has nearly tripled under the auspices of the Rec-reation Coordinator. Beyond numbers alone, the majority of the participants in recreation programs rate the pro-grams as good to excellent. The pro-grams (aside from the Playground Program) recover their costs through fees and charges.
Innovative Management Ap-proaches – The Parks & Recreation Department has established contract-ing out services as a primary way to offer expanded Township programs without increasing staff or adding fa-cilities.
Collaboration with Lower Merion Township’s Planning and Zoning Department – A productive work-ing relationship with Lower Merion Township’s planners has resulted in major advances in the parks rang-ing from Linwood Park to the Cyn-wyd Heritage Trail. This relationship should continue and be strengthened by including a focus on maintenance planning for all projects. While the work on Linwood Park and the Cyn-wyd Heritage Trail produced signifi-cant support groups via the Friends
Chapter 9Management and Operations
111T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
FIGURE 6 - LOWER MERION TOWNSHIP ORGANIZATIONAL CHART
The Foundation: Operations & Management
Figure 6.
Lower Merion Township Organizational Chart
Citizens of Lower Merion Township
Board of Commissioners
Township Treasurer
Township Solicitor
Township Secretary
Township Manager
Township Engineer
Commissions and Boards*
Assistant Township Manager
Building & Planning
Information Services
Libraries
Parks & Recreation
Parking Services
Finance
Fire
Human Resources
Police
Public Information
Public Works
*Commissions & Boards Board of Trustees for Employee
Retirement Plan Bid Opening Committee Cable Television Advisory
Committee Civil Service Commission Electrical Examining Board Health Advisory Council Historical Architectural Review
Board Historical; Commission Lower Merion Library System Lower Merion Police Pension Fund Personnel Review Board Planning Commission Shade Tree Commission Uniform Construction Code Appeals
Board Vacancy Board Zoning Hearing Board
Chapter 9Management and Operations
112PARKS & RECREATION PLAN UPDATE
FIGURE 7 - LOWER MERION TOWNSHIP PARKS & RECREATION DEPARTMENT ORGANIZATIONAL CHART
Chapter 9Management and Operations
Figu
re 7.
Par
ks an
d Re
crea
tion
Depa
rtmen
t Org
aniza
tiona
l Stru
ctur
e
Parks
& R
ecre
ation
Dire
ctor
Admi
nistra
tive C
lerk 3
Summ
er C
lerk P
T
Park
Sup
ervis
or
Recre
ation
Sup
ervis
or
Grou
nds
Maint
enan
ce
Natur
al Ar
eas
Sites
/Fac
ility
Maint
enan
ce
Recre
ation
Pro
gram
Ser
vices
Pr
ogra
m &
Facil
ities
Plan
ning &
Adm
inistr
ation
Co
mmun
ity C
enter
Se
rvice
s
Prog
ram
Coor
dinato
r Ar
dmor
e Ave
nue C
ommu
nity C
tr.
Spec
ial R
ecre
ation
6 P
T Co
unse
lors
Danc
e PT
Instr
uctor
Wint
er R
ecre
ation
4 P
T Ins
tructo
rs 2 B
ala G
ym C
oord
inator
s
Summ
er R
ecre
ation
Pr
ogra
m 2 P
T Su
pervi
sors
29 P
T Pr
ogra
m Le
ader
s 28
PT
Play
grou
nd
Supe
rviso
rs
Swim
ming
Poo
ls 2 P
T Aq
uatic
s Dire
ctors
6 PT
Asst.
Poo
l Mgr
s. 27
PT
Lifeg
uard
s 5 P
T Ins
tructo
rs PT
Mem
bersh
ip Cl
erk
10 P
T Ga
te/Ma
inten
ance
At
tenda
nts
Park
Secu
rity
8 PT
Guar
ds
Lead
er
Prog
ram
Coor
dinato
r
Prog
ram
Assis
tant
Summ
er C
amp
2 PT
Dire
ctors
10 P
T Co
unse
lors
Park
Maint
enan
ce
Crew
Lead
er
4 Par
k Main
taine
r 2
6 Par
k Main
taine
r 1
3 PT
Summ
er
Helpe
rs
2 Par
k Main
taine
r 2
1 Par
k Main
taine
r 1
Park
Maint
enan
ce
Crew
Lead
er
2 Par
k Main
taine
r 2
4 Par
k Main
taine
r 1
1 PT
Summ
er
Helpe
r
113T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
Groups for both facilities, the Parks and Recreation Department is still responsible for major maintenance work. Collaborating on planning fu-ture facilities in terms of designing for low impact maintenance will be advantageous in terms of creating a sustainable maintenance program with respect to Township staffing and budget.
Volunteerism – Citizen involve-ment in parks, recreation, and con-servation efforts is remarkable. Thou-sands of volunteer hours support parks, recreation, and conservation in Lower Merion Township. Volun-teerism has evolved over the last 15 years to include conservation as a ma-jor focus. Award winning efforts such as the Trail Truck testify to the level of involvement and creative advance-ment of volunteerism here. Linwood Park is nearly self-sufficient through volunteer efforts; ensuring their long-term support is crucial. However, these efforts are largely fragmented. While there are many great efforts underway, significant opportunities are being lost due to the lack of or-ganization and communication. For example, several organizations are in-volved in training that others would participate in if they only knew about the programs and when they are be-ing held. To capitalize on the level of volunteerism here, a volunteer man-agement program needs to be put in to place. This program would address volunteerism in a organized manner to recruit, train, coordinate, sustain, and recognize volunteers in the com-munity.
School District Coordination – The Parks and Recreation Depart-ment and the Lower Merion School District Facilities Division are work-ing together on the joint maintenance of Township sport field improve-ments and maintenance. The capital improvements and the maintenance provided by the School District for the interscholastic sports programs
will also benefit community sports organizations.
Customer Service – Customer Service is an area in which the De-partment strives to meet and exceed public expectations. While across the board, community organizations, citizens and leaders expressed appre-ciation for the Department manage-ment in administration, programs and maintenance, the public out-reach process found that the public would like enhanced customer inter-actions rooted in friendly and posi-tive approaches to interactions de-livery, responsiveness, and problem resolution. From a convenience per-spective, the addition of online reg-istration and credit card payments would greatly increase the ease of transactions for the customers and no doubt increase participation in programs thereby benefitting Town-ship goals of cost recovery through non-tax revenues.
Maintenance Challenges – The most significant finding regard-ing operations and management of parks and recreation is in park maintenance. Long term, the most significant cost of parks and recre-ation is in maintenance. Three of every four dollars of the lifetime cost of a park goes to maintenance. Since the last plan, the increase in parks and recreation facilities has not been supported with a com-mensurate level of maintenance staff and funding. In fact, the main-tenance staff is smaller than it was seven years ago.
Ironically, the productive work done by the park maintenance staff has a troubling downside: the amount of work being done exceeds the ca-pacity of the crews at the present time. Sustaining this current level of management effort over time will not be possible. Because the parks have a safe, clean and attractive appearance, there is a tendency to assume that the crews can do more and more. While
Park Friends Potential
One in four survey respondents indicated that
they they’d be willing to join a park friends’ group as a dues paying member.
Additions to Park Maintenance Responsibilities since 1996
� Linwood Park
� Ashbridge Playground
� Homeland Security requirements
� Cynwyd Trail
� Ardmore Avenue Fountain
� Rolling Hill Park
� Dog Park at Rolling Hill Park
� Dog Park at Mill Creek
� Increase planting beds at General Wayne Park.
� Plantings at pools and playgrounds
� Expanded boat docks at Flat Rock Park
� Increased tree plantings at South Ardmore, Gladwyne, McMoran and General Wayne Parks.
� School district ballfields at South Ardmore and Gladwyne.
� Increased sports field use
� Increased demands result-ing from technological ad-vances in lighting, plumbing, and sustainability as well as certification requirements.
Chapter 9Management and Operations
114PARKS & RECREATION PLAN UPDATE
park maintenance management is putting in about twenty percent more hours beyond the normal work week, the backlog of projects continues in-cluding park improvements such as entranceways, steps, sports infield improvements, weed prevention, trail maintenance, washout repairs in parks, and others. Due to the large number of leagues and participants and existing number of ballfields, there is no time to allow fields to rest or recover, no irrigation, no time to schedule watering, and drainage is-sues.
Although the park responsibilities have significantly increased, there are seven fewer maintenance workers than in 2004. This is the equivalent of a reduction of one entire crew with a supervisor. Three positions are go-ing unfilled at this time: Park Mainte-nance Crew Leader, Park Maintainer 2 and Park Maintainer 1. As a result, maintenance is largely conducted as a patchwork effort in which crews try to stay ahead of pressing issues and they spend a significant amount of time responding to immediate situa-tions and demands for service. About 20- 30 percent of the workweek is spent on unscheduled tasks occa-sionally spiking to 50 percent.
For parks, this is a major challenge as facilities have been added or im-proved. Work tasks are more complex due to technological, licensing, envi-ronmental, and legal requirements. According to the National Recreation and Park Association’s Operating Study, the median number of park acres maintained per full time park maintainer is 14 while in Lower Mer-ion it is 33. The average number of maintenance staff is 24 while Lower Merion has 21. The average acres of parkland per 1,000 residents are 17 while Lower Merion has 12. About 73 percent of Lower Merion Township’s parkland is open space in contrast to the national average of 32 percent. This illustrates the high need for nat-
ural resource management practices in the parks maintenance division.
Park maintenance is no longer the simple mowing and litter pick-up op-eration it once was. There is more ex-posure to liability. More diverse skills are needed. A high level of customer expectations exists in Lower Merion Township. More certifications are required to meet state regulations. Technological improvements, such as sensors to operate lights and wa-ter fixtures, have made maintenance tasks very complex requiring a spe-cialized level of expertise. Lower Merion Township’s wide range of recreation facilities from a bird sanc-tuary to sports turf management and high-tech amenities involves an equally wide range of skill sets need-ed in park maintenance.
At present quality standards for parks and recreation facilities are not established. All facilities are main-tained at the same high level of ser-vice. It is an acceptable and desirable practice to maintain facilities at vari-able levels in conformance with use, visibility, importance, and facility type. Quality standards serve as the basis for this practice.
No workload cost tracking system is in place for park maintenance. Consequently, decision-making and planning are based upon rudimen-tary information. It is very difficult to manage an organization in which information about where resources are used is unavailable. As the say-ing goes, you can’t manage what you can’t count. Having an electronic workload and cost tracking system in place would enable the Park & Rec-reation Department as well as elected and appointed officials to make de-cisions on how best to allocate re-sources; how to set fees and charges to recover costs; and where to invest efforts for the best public service possible. Clerical support is needed for work functions such as review of invoices and bills. This practice re-
duces costs and uncovers problems. The Park Maintenance division has
adopted practices in response to the demands on their time, their budget and desire to improve identified areas wherever possible. Their successful strategies include the following:
� Establishment of crews for mow-ing and for athletic field work.
� Reduction in field lining from weekly to every other week.
� Deferring non-essential services. � Development of practices to con-
trol operations such as managing the distribution of keys to Town-ship recreation facilities.
� Identification of related functions that are not park functions such as traffic islands to determine bet-ter management practices.
� Determination of functions and tasks in which having an inde-pendent contractor such as a plumber on call, especially on weekends, would be advanta-geous to the Township in terms of efficiency, response time and cost savings.
� Finding ways to accommodate and support volunteer efforts. Of-ten volunteer efforts, such as tree planting, that are important to the community require a higher level of support from the maintenance crews that are already operating beyond capacity. In the tree-plant-ing example, volunteers would plant the trees but the Township crews would have to water them twice weekly. Concerts run by community organizations require set-up and dismantling. In ad-dition to the actual tasks, many hours of coordination with volun-teers and community groups are required of the maintenance staff onsite, on telephone responses, and in e-mails. These same issues are present in the Adopt-A-Park model. While groups adopting parks is a good idea and should be beneficial to the Township,
Chapter 9Management and Operations
115T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
it is important to recognize that these volunteer services are not free: they require management, time, support, coordination, and often materials and supplies. The key to success is identifying the scope of functions, setting guide-lines, and outcomes in place as well as processes where appropri-ate. The efforts need to be focused and directed by Lower Merion Township in order to achieve the desired outcomes and meet com-munity goals.
� Establishment of an equipment replacement inventory for major facilities such as the swimming pools. If an equipment failure oc-curs, the pools could be down for a significant period of time. While it is theoretically a good idea to avoid carrying inventory, having replacement equipment at hand to repair major breakdowns quickly would be important to consider in avoiding lengthy delays in secur-ing the particular piece of equip-ment.
� Standardization of equipment in-
cluding tennis court posts, water fountains, and exploration of con-tracting out functions.
STRENGTHSThe Township’s streamlining of
operations to bring parks, recreation, and the Ardmore Avenue Community Center into a combined system is ef-fective. Community support for parks and recreation is evident in the exten-sive volunteerism in place. Adopting new practices such as planning for maintenance and support while dur-ing the planning process for park im-provements will serve the Township well. A good example is Linwood Park that had a citizen support group that is continuing for operations, programming, and management. The many community organizations that are in place to support parks, trails, and conservation play an im-portant role in stewardship and cost savings resulting from alternatives to traditional in-house labor. The collaboration of Township depart-ments puts the best and the bright-est Township staff together working
on projects with diverse aspects. The working relationship among Parks and Recreation, Building and Plan-ning, Information Technology, and Public Works brings a broad range of talent together in supporting public recreation. Innovative management approaches such as contracting out programs have enabled the Town-ship to avoid costs of staff and facili-ties while continuing to deliver public recreation services to the community.
CHALLENGESThe major management challenge
lies in park maintenance. The good to excellent ratings of the parks and recreation facilities by the public testify to the dedication and pas-sion the maintenance division has for the parks. However, the parks require a great deal of attention and many tasks cannot be accomplished at present. Management is working extended hours. About half of the work is accomplished on a planned and scheduled basis. There is no for-malized maintenance system in place and the division often operates in a reaction to a demand or pressing is-sue. No workload cost tracking sys-tem is in place that could help deter-mine how staff time is being used in meeting the division’s goals. Budget information is mainly based upon the allocation rather that the outcomes. Tracking where financial and human resources go would enable elected and appointed officials to make more informed decisions on staffing levels and performance, how to allocate re-sources or when to take on a project or to decide not to take on a proj-ect because it would overextend the Township work force.
Although interest in volunteerism in the parks is strong and citizens are becoming increasingly engaged in supporting parks and trails as volun-teers, there is no coordination of vol-unteers. Focus groups and interviews revealed that efforts are fragmented,
Chapter 9Management and Operations
116PARKS & RECREATION PLAN UPDATE
opportunities are lost, and that there is duplication of service while some things fall through the cracks. Some volunteer efforts are the result of a single indi-vidual that has undertaken the effort and puts in the time for creating volunteer opportunities. While this is a most positive situation, if that person decides to end their service, the whole volunteer effort could be in jeopardy. A volunteer coor-dinator position is needed. Although the Township has been operating without fill-ing vacant positions, this is a position that would gen-erate a payback in terms of getting work done through non-township workforce and expertise.
A second major challenge lies in establishing top-notch customer service. Frontline customer service needs to be enhanced with friendly and convenient service. The frontline staff such as recreation lead-ers and administrative assistants re-ceived the lowest quality ratings of all aspects of Township parks and recre-ation assessed in the public opinion survey, interviews, and focus groups.
OPPORTUNITIESDeveloping a maintenance man-
agement plan with a workload cost-tracking system would result in en-hanced productivity, cost savings, and better information for more in-formed decision-making. There are several ways to do this including ob-taining assistance from the campus maintenance managers at a local uni-versity or applying for a DCNR peer study grant. The peer study grant would provide $10,000 with a $1,000 match requirement from the Town-ship. It would be used to hire a parks and recreation maintenance profes-sional to help develop the system.
The purchase of workload cost track-ing software such as TRIMS should be considered.
As positions in the Parks Division open up, it would be important to identify the knowledge, skills, and aptitudes of future park maintainers. The Parks and Recreation Depart-ment has already instituted a short-to-long range planning in filling posi-tions in a way that fulfills the mission of the parks and recreation system ef-fectively. More specialized skills and expertise in the trades, sports turf management, natural resource man-agement, and technology related to parks would be valuable to consider when filling future job slots.
A reorganization of the front office should be done in conjunction with the development of a plan for using more technology in management and customer service. The merger of Park Maintenance with the Recreation De-partment has had an impact on cleri-cal staff and maintenance appears to need additional administrative sup-port to perform routine functions such
as invoice review. The use of more WEB based registrations, scheduling, analysis, and report development will require adjusting positions, responsi-bilities and training for operating in a more technology base management system. Consideration should include the establishment of a volunteer coor-dinator position and how this would fit in to the organizational structure and office space.
Customer service training should be an on-going component of em-ployee development. This needs to extend to all functional areas in in-cluding front-line staff in recreation, maintenance, concessions at the pools and include both full-time and part-time staff.
Chapter 9Management and Operations
119
Parks and Recreation provide important public economic, social, environmental and
health benefits. Investing in parks and recreation enhances the quality of life in Lower
Merion Township. Nevertheless, these are difficult economic times. The public and pri-
vate sectors are facing major budgetary challenges. The Township’s budget message aptly
describes those challenges as follows: Revenue that will not grow without tax and
fee rate increases and expenses that grow based upon the economic forces of inflation,
infrastructure aging, personnel costs and service expectations.
LOWER MERION TOWNSHIP’S FINAN-CIAL MANAGEMENT
In difficult economic times, ac-countability and transparency in gov-ernment is imperative. Lower Merion exemplifies this in the Township’s 22 consecutive annual awards earned for Distinguished Budget Presenta-tion, the highest national form of recognition in governmental budget-ing. The Township’s operating budget is shown in Table 10. As a result of the Township’s effective financial management, the Township has a Triple A bond credit rating, strong fund balance levels, cost contain-ment strategies, continued upkeep of the community’s infrastructure and equipment, and premier public ser-vice. Lower Merion Township levies five taxes to support Township infra-structure and services. These include: real estate, business privilege, mer-cantile, local services and real estate transfer tax. Unlike 95 percent of the municipalities in Pennsylvania, Low-er Merion Township (nor the School District) has not enacted the Earned
Income Tax. Studies have found that the tax burden in Lower Merion Township is lower than the norm and among the lowest in the region.
Lower Merion Township Operating Budget
Lower Merion Township’s Parks and Recreation Department budget falls into two broad categories, op-erating budget and capital improve-ment program.
Operating BudgetTable 11 presents the operating
expenditures for the Parks and Rec-reation Department. It also contains the ratio of the parks and recreation operating budget to the Township
operating budget as well as the parks and recreation per capita investment in parks and recreation. Table 12 de-picts the budget according to recre-ation expenditures and park mainte-nance expenditures. Table 13 shows the revenues from program fees and charges including the pool and recre-ation program revenues.
Lower Merion Township’s level of support for parks and recreation is clearly shown in Table 11. The Town-ship has appropriated between 4.4 and 5.4 percent of the Township’s operating budget to parks and rec-reation, which is more than double the current national average of about two percent. The budget ratio has held somewhat steady but is trending downward since the last plan when the percentage was about 5.9 percent. The per capita investment of $57.56 is also favorable in terms of comparison with the average investment by other Pennsylvania communities, which is about $30. It is important to note that Pennsylvania’s average municipal per capita investment has been skewed down as a result of the formation of many rural and multi-municipal
c h a P T e r 1 0 P a r k S a n d
r e c r e a T i o n f i n a n c i n g
120PARKS & RECREATION PLAN UPDATE
parks and recreation systems that invest very low per capita support for parks and recreation. Another perhaps more useful comparison be-cause of the caliber of Lower Merion Township, renowned internationally as a premier community, is the na-tional average of $65 per capita for parks and recreation.
Table 13 presents the revenues that the Parks and Recreation Department generates through fees and charges. Since the previous plan, the Town-ship has revised its approach to sup-porting recreation as largely a public service with minimal fees charged. The Township has moved forward with a policy that all programs should recover their costs. This is consistent with the findings of the public opin-
ion survey in which the majority of the respondents indicated that they are willing to pay fees to participate in programs and use facilities that re-quire a higher level of maintenance.
For the first time in 2011, the Township enacted a fee for the play-ground program. The fee is $150 per participant. The rehabilitation of the Belmont Hills Pool and the Ardmore Community Pool was also based upon cost recovery. Belmont Hills Pool needs to recover all of its costs including capital improvement costs while the Ardmore Community Pool is slated to recover 80 percent of its operating costs.
Figure 8 compares the Recreation Division’s revenues with expendi-tures. The chart illustrates the contin-ued growth in revenue generation. At the time of the last plan, cost recov-ery was only about 13 percent. Since 1996, the Department has increased the percentage of cost recovery more than four fold.
Capital Budget
The Capital Improvement Program (CIP) provides many benefits to the Township. It allows improvements to be scheduled efficiently and it encour-ages priority-setting and long-range financial planning by the Township. The program contributes to stabiliz-ing tax rates through proper fiscal management and it allows citizens to participate in helping the Township meet its goals and objectives.
Projects in the CIP generally have a useful life of twenty years (although some may be as low as ten years) and a unit or project cost of $10,000 or more. A project may be multi-year in project construction life or fund-ing. Table 14 presents the Capital Im-provement Program for 2011 – 2016.
Support: Beyond the BudgetWhile the budget presents im-
portant information about how the community supports parks and rec-
reation, it is only part of the financial equation. The support for parks and recreation extends beyond the tradi-tional budget allocation.
Volunteerism in Lower Merion has tremendous value. Thousands of people are involved in the civic associations, park friends groups, trail groups, conservation organiza-tions and sports leagues. The Parks Department estimates that volun-teer hours in the parks totaled about 1,000. However, it is likely that this number is very low due to not being able to easily track and monitor all the time spent by volunteers in the parks. Linwood Park is an excellent example of how the community rallied around supporting a new park so that it is self-sufficient from a maintenance perspective. The Friends of Linwood Park perform all park maintenance except for grass mowing, program, improve, monitor and self-police the park. The Friends have purchased over $10,500 worth of benches for the park, sponsored a custom park iden-tification sign, and planted $10,000 of new trees, shrubs, perennials, and bulbs. The costs of these improve-ments would have been much higher if park staff or contractors performed this work. The Friends have also co-ordinated donations of a $5,000 stat-ue and construction of a composter. As a result all yard waste is recycled in the park and not taken to Town-ship facilities.
Since 2009, the Lower Merion Township Director of Planning has served in a volunteer capacity in managing the Friends of the Cyn-wyd Trail to coordinate more than 40,000 hours of volunteer and court ordered service on the trail. Many of the tasks performed under ser-vice would have been required to be performed by staff or contractors including removal of 100 yards of invasive species, weeds and vines, trash, tires and appliances. Ac-cording to the Corporation for Na-
Township AssetsInvolved citizenry. Attentive Board of Commissioners. Responsive & respected
workforce who have made the Township their career and passion. Relatively low taxes. Award-winning bud-gets and financial reports. Solid cash & pension man-agement. Triple A credit
rating. Visionary infrastruc-ture investment. Strong fleet and physical plant. First rate public safety
system. Mature & revered suburban forest. Extensive leisure and library oppor-
tunities. Smart automation. Aggressive grant gather-
ing. Focus upon economic development. Sustainability.
Environmental steward-ship. Historic preservation.
Chapter 10Parks & Recreation Financing
121T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
tional and Community Service, the value of a volunteer hour in 2011 was $21.36. This is a value of $854,4000 in labor to Lower Merion Township for work on the Cynwyd Heritage Trail alone. The Township has leveraged volunteer time on the trail to match grants and to receive a donation of 320, 2” bareroot trees for the trail. Volunteers are currently assisting parks staff on maintaining the trail via leaf removal, litter pa-trol, and maintenance of new plant-ings. Volunteers have sponsored programmatic events, such as fes-tivals and races. The Friends have sponsored eight custom designed bike racks that have been installed along the trail. The Friends sponsor weekend workdays but would like to be able to use students and business groups during the week. They lack the personnel to coordinate volun-teers during work hours.
The Trail Truck is a statewide model of how to support volunteer
efforts. Obtained through a grant and operated by volunteers, this management innovation facilitates the volunteer maintenance of Town-ship trails. Volunteer conservation projects such as tree planting and restoration of stream banks accom-plish important community goals that the Township cannot under-take with Township resources. As the management chapter of this plan describes, it is important to note that volunteers are not free – they require support and direction from Township management and staff.
Partnerships enable organizations to join together in common efforts that maximize limited human and financial resources. A significant partnership is with the Lower Mer-ion School District. The Township and the School District are col-laborating on the planning, devel-opment, maintenance, and use of sports fields. With land and budgets at a premium, this partnership fos-ters projects that benefit the citizens that would be impossible should either the Township or the School District try to undertake them indi-vidually.
ANALYSISThe support of elected and ap-
pointed officials is vital to the success of the Lower Merion Township parks and recreation system. Lower Merion Township has as strong commitment to public recreation as evident in its annual allocation of over five percent of its operating budget to parks and recreation.
STRENGTHSThe Township has moved forward
in implementing recommendations from the previous plan to establish a policy of fees and charges that have fostered cost recovery more than five fold. The Township has set forth a goal to recover all program costs that benefit the specific individual partici-pants in order to direct most Town-ship resources to facilities that serve the community at large such as the parks, recreation facilities, and trails. A major advance is the Township’s consideration of maintenance and operating costs with the capital de-velopment or improvement of a parks and recreation facility. For example, the swimming pool rehabilitation set forth requirements for cost recovery of operating and capital expendi-tures. Linwood Park moved forward with the Friends of Linwood Park to help maintain the park and promote its use through programs and activi-ties for all ages.
Volunteerism and partnerships provide support for facilities, pro-grams and maintenance that the Township could not afford to provide on its own.
The Township’s directive to in-crease cost recovery through fees and charges has public support. The com-munity has indicated a willingness to pay fees and charges for programs and facility use that requires more specialized maintenance than general park care.
Lower Merion Township continu-ally invests in capital improvements in the parks. The Township also steps
Value of VolunteersThe Friends of the Cynwyd
Trail contributed over 40,000 hours of volunteer time
since 2009. At the national volunteer rate $21.36 per hour, this equates to over $854,000 in labor donated to Lower Merion Township.
TABLE 10: LOWER MERION TOWNSHIP OPERATING BUDGET
1
Parks & Recreation Financing
Parks and Recreation provide important public economic, social, environmental and health benefits. Investing in parks and recreation enhances the quality of life in Lower Merion Township. Nevertheless, these are difficult economic times. The public and private sectors are facing major budgetary challenges. The Township’s budget message aptly describes those challenges as follows: Revenue that will not grow without tax and fee rate increases and expenses that grow based upon the economic forces of inflation, infrastructure aging, personnel costs and service expectations.
Lower Merion Township’s Financial Management
In difficult economic times, accountability and transparency in government is imperative. Lower Merion exemplifies this in the Township’s 22 consecutive annual awards earned for Distinguished Budget Presentation, the highest national form of recognition in governmental budgeting. The Township’s operating budget is shown in Table 10. As a result of the Township’s effective financial management, the Township has a Triple A bond credit rating, strong fund balance levels, cost containment strategies, continued upkeep of the community’s infrastructure and equipment, and premier public service. Lower Merion Township levies five taxes to support Township infrastructure and services. These include: real estate, business privilege, mercantile, local services and real estate transfer tax. Unlike 95 percent of the municipalities in Pennsylvania, Lower Merion Township (nor the School District) has not enacted the Earned Income Tax. Studies have found that the tax burden in Lower Merion Township is lower than the norm and among the lowest in the region.1
Table 10. Lower Merion Township Operating Budget
2008 2009 2010 2011 2012
Operating
Budget
66,279,574 68,242,783 70,768,052 73,653,412 75,219,521
% Change 2.2% 2.9% 3.7% 4% 2.1%
Per Capita $1,146.21 $1180.16 $1190.98 $1,223.83 $1,300.81
1 Lower Merion Township Budget. (2011) p. 33.
Chapter
10
Township Assets
Involved citizenry. Attentive Board of Commissioners. Responsive & respected
workforce who have made the Township their career and
passion. Relatively low taxes. Award-winning budgets and
financial reports. Solid cash & pension management. Triple
A credit rating. Visionary infrastructure investment. Strong fleet and physical
plant. First rate public safety system. Mature & revered suburban forest. Extensive
leisure and library opportunities. Smart
automation. Aggressive grant gathering. Focus upon
economic development. Sustainability. Environmental
stewardship. Historic preservation.
Chapter 10Parks & Recreation Financing
122PARKS & RECREATION PLAN UPDATE
up to implement plans rather than just letting the plans sit upon comple-tion. The Township has invested over $10 million in capital improvements in the parks since 1990, an average of $695,733 annually. Grants to support this effort totaled $3,614,000. The Township also uses fees in lieu of the dedication of parkland for park im-provements. For example, the Town-ship obtained $50,00 in fees-in-lieu for recreation from an assisted living development.
CHALLENGESHigh expectations and demand
for top quality services coupled with balancing the cost of facility mainte-nance and service delivery, the need
to raise revenues and operating with fewer maintenance staff as facilities are being improved or added makes for a very challenging scenarios for the Parks and Recreation Department.
While volunteerism has emerged as a vital management mechanism and the Township endorses such support, there appears to be broad understanding that the volunteer ef-forts create a high level of demand on Township staff. Volunteers are giving their time, interest and expertise for the public good and have a tendency to expect that Township staff can provide staff time, materials and sup-port for their specific projects at any time. As a result, volunteer projects frequently add to the work respon-
sibilities and time available rather than lessen it. The sheer number of organizations and volunteers in the community is of a magnitude that Township staff is hard pressed to meet their needs and expectations. In order to reap the benefits of cost savings and additional capacity, the Township needs to invest in organiz-ing and managing volunteer efforts.
A review of the maintenance bud-get reveals complex findings that point to the need for a workload cost tracking system and a formalized written maintenance management program. The park maintenance bud-get of $1,845,977 yields an invest-ment of $2,822 per acre of parkland for maintenance. While this would
The Foundation: Financing
2
Lower Merion Parks and Recreation Budget
Lower Merion Township’s Parks and Recreation Department budget falls into two broad categories, operating budget and capital improvement program.
Operating Budget
Table 11 presents the operating expenditures for the Parks and Recreation Department. It also contains the ratio of the parks and recreation operating budget to the Township operating budget as well as the parks and recreation per capita investment in parks and recreation. Table 12 depicts the budget according to recreation expenditures and park maintenance expenditures. Table 13 shows the revenues from program fees and charges including the pool and recreation program revenues.
Table 11. Parks and Recreation Department Operating Expenditures
Major Account 2008 Actual
2009 Actual
2010 Est. Actual
2011 Budget
2012 Proposed
Salaries 1,745,901 $1,761,384 $1,756,680 $1,870,988 $1,915,318 Other Compensation 66,661 91,885 104,850 89,846 90,966 Employee Benefits 523,595 568,244 587,164 685,602 642,002 Other Personal Services 16,913 22,910 32,455 36,051 33,669 Utilities 98,649 102,494 97,664 94,440 109,054 Uniforms and Clothing 3,632 3,334 3,800 3,800 3,800 Materials and Operating Supplies 97,762 115,073 113,145 113,145 120,745 Office Supplies 0 25 150 150 - Rentals 2.507 1,153 500 500 1,500 General Business/Operating Expenses 191 15 150 50 - Communication Expenses 15,560 15,073 16,234 15,734 16,583 Contracted Services 90,913 207,675 100,000 105,000 105,000 Dues 545 355 375 375 385 Professional Technical Service 12,329 18,025 91,700 17,672 17,672 Building Maintenance Repair 4,003 4,998 9,600 9,500 10,000 Machine/Equipment Maintenance 4,617 4,141 7,500 7,500 7,500 Township Equipment Rental 232,443 252,503 255,466 234,374 223,241 Auto Allowance/Other Expenses 917 774 920 920 920 Machinery and Equipment 38,284 34,289 26,950 37,398 30,480 Other Charges and Transfers (325) (7,751) - - - TOTAL $2,952,592.7 $3,196,608 $3,205,153 $3,323,045 $3,328,835 Ratio of Parks & Recreation Operating Budget to Township Operating Budget
4.5% 4.6% 5.2% 5.4% 4.4%
Per Capita Parks & Recreation Investment*
$51.04 $55.28 $55.43 $57.47 $57.56
*57,825 population
Lower Merion Township’s level of support for parks and recreation is clearly shown in Table 11. The Township has appropriated between 4.4 and 5.4 percent of the Township’s operating budget to parks and recreation, which is more than double the current national average of about two percent. The budget ratio has held somewhat steady but is trending downward since the last plan when the percentage was about
Chapter 10Parks & Recreation Financing
TABLE 11: PARKS AND RECREATION DEPARTMENT OPERATING EXPENSES
123T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
fall within a typical range of $1,500 to $3,000 per acre for maintenance, it is important to note that Lower Merion Township’s park system has only 190 active acres. Most of the parks are nature based and contain 465 acres for resource conservation. It is also important to note that park maintenance in more urbanized sys-tems runs $10,000 per acre or more for parks with high use and high visibility. Typically, parks devoted to resource protection cost $600 –
800 per acre annually. At $1,000 for nature-based parks, Lower Merion would be spending $465,000 leaving $1,381,977 for the 190 active acres. That equates to $7,272 per acre. There is no doubt that park main-tenance in Lower Merion Township requires every dollar that is budgeted for park maintenance. There is much work to do that is not now possible, particularly in the area of natural re-source management. However, with-out a workload cost tracking system
and a written park maintenance management system in place, it is im-possible to determine the outcomes and benefits of the budget. With a system in place in which the work-load is planned, scheduled, tracked, controlled, and evaluated, key man-agers and officials would be able to see more clearly how work is being accomplished with the work force, where the needs are, and how to make adjustments in everything from mowing patterns to employee devel-
Chapter 10Parks & Recreation Financing
TABLE 12: EXPENDATURES ACCORDING TO RECREATION AND PARK MAINTENANCE
3
5.9 percent. The per capita investment is also favorable in terms of comparison with the average investment by other Pennsylvania communities, which is about $30. It is important to note that Pennsylvania’s average municipal per capita investment has been skewed down as a result of the formation of many rural and multi-municipal parks and recreation systems that invest very low per capita support for parks and recreation. Another perhaps more useful comparison because of the caliber of Lower Merion Township, renowned internationally as a premier community, is the national average of $65 per capita for parks and recreation.
Table 12. Expenditures According to Recreation and Park Maintenance
Major Account 2008 Budget
2009 Budget
2010 Budget
2011 Budget
2012 Proposed
Recreation Division
Recreation Salaries Budgeted $744,176 $768,088 $780,286 $780,121 $791,697 Other Compensation 16,665 22,971 26,212 22,461 22,741 Employee Benefits - % of salaries 152,688 231920 236450 286,019 260,011 Other Personal Services 16,913 22,910 32,455 36,051 33,669 Utilities 98,649 102,494 97,664 94,440 109,054 Uniforms and Clothing 3,632 3,334 3,800 3,800 3,800 Materials and Operating Supplies 97,762 115,073 113,145 113,145 120,745 Office Supplies 0 25 150 150 0 Rentals 2.507 1,153 500 500 1,500 General Business/Operating Expenses
191 15 150 50 0
Communication Expenses 15,560 15,073 16,234 15,734 16,583 Contracted Services 90,913 207,675 100,000 105,000 105,000 Dues 545 355 375 375 385 Professional Technical Service 12,329 18,025 91,700 17,672 17,672 TOTAL Recreation $1,250,026 $1,509,111 $1,499,121 $1,475,518 $1,482,857 Parks Division
Parks Salaries $1,051,324 $1,108,957 $1,157,359 $1,089,867 $1,123,621 Other Compensation (75% of budget) 49,996 68,914 78,637 67,384 68,224 Employee Benefits 306582 335,718 350,714 399,583 381,991 Building Maintenance Repair 4,003 4,998 9,600 9,500 10,000 Machine/Equipment Maintenance 4,617 4,141 7,500 7,500 7,500 Township Equipment Rental 232,443 252,503 255,466 234,374 223,241 Auto Allowance/Other Expenses 917 774 920 920 920 Machinery and Equipment 38,284 34,289 26,950 37,398 30,480 Other Charges and Transfers 0 (7,751) 0 0 0 TOTAL Parks Maintenance $1,687,841 $1,802,543 $1,887,146 $1,846,526 $1,845,977 TOTAL Parks and Recreation $2,937,867 $3,311,654 $3,386,267 $3,322,044 $3,328,834
Chart Parameters: Salaries are based upon budgeted amount. Director’s salary is all in Recreation. Other Compensation is split 75% park maintenance and 25 percent recreation. Employee benefits are assigned according to percentage of total salary for each year for Parks and for Recreation.
Table 13 presents the revenues that the Parks and Recreation Department generates through fees and charges. Since the previous plan, the Township has revised its approach to supporting recreation as largely a public service with minimal fees charged. The Township has moved forward with a policy that all programs should recover their costs. This is consistent with the findings of the public opinion survey in
124PARKS & RECREATION PLAN UPDATE
The Foundation: Financing
4
which the majority of the respondents indicated that they are willing to pay fees to participate in programs and use facilities that require a higher level of maintenance.
For the first time in 2011, the Township enacted a fee for the playground program. The fee is $150 per participant. The rehabilitation of the Belmont Hills Pool and the Ardmore Community Pool was also based upon cost recovery. Belmont Hills Pool needs to recover all of its costs including capital improvement costs while the Ardmore Community Pool is slated to recover 80 percent of its operating costs.
Table 13. Parks and Recreation Fees and Charges Revenues
2008 2009 2010 2011 2012
Departmental Earnings for Recreation: Programs, pool gate fees, and percentage of Belmont Hills Pool Concession
$191,000 $179,000 $194,000 $256,000 $280,000
Licenses and Permits for Recreation: Pool membership Recreation Facility Rentals
469,605
447,549
511,171
552,126
538,000
15,090
27,900
30,445
32,070
34,405
Total Revenues $677,703 $656,458 $737,626 $842,207 $852,405 Percentage of cost recovery for the Parks and Recreation Expenditures
23% 19.8% 21.8% 25.3% 25.6%
Percentage of cost recovery for Recreation
54.2% 43.5% 49.2% 57% 57.5%
Figure 8 compares the Recreation Division’s revenues with expenditures. The chart illustrates the continued growth in revenue generation. At the time of the last plan, cost recovery was only about 13 percent. Since 1996, the Department has increased the percentage of cost recovery more than four fold.
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
2008 2009 2010 2011 2012
Figure 8. Comparison of Recreation Budget and Recreation Revenues 2008 - 2012
Chapter 10Parks & Recreation Financing
TABLE 13: PARKS AND RECREATION FEE AND CHARGES REVENUES
125T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
opment. There is also no doubt that park management goes above and beyond duty in caring for the parks. However, the problem is that much of the work undertaken is unsched-uled and in response to an immedi-ate need due to requests for service and in taking care of a park infra-
structure that is overused and worn out. The Department is so busy and working extra hours that it has not been possible to take the time to develop a workload cost tracking system and a written maintenance management program.
While it is important for the
Township to recover program costs, it is equally important to make provisions for citizens in financial need to participate in public rec-reational opportunities, especially children and families that may be suffering the consequences of the current economy. Programs such as
Chapter 10Parks & Recreation Financing
TABLE 14: LOWER MERION TOWNSHIP PARKS AND RECREATION CAPITAL IMPROVEMENT PROGRAM
5
Capital Budget
The Capital Improvement Program (CIP) provides many benefits to the Township. It allows improvements to be scheduled efficiently and it encourages priority-setting and long-range financial planning by the Township. The program contributes to stabilizing tax rates through proper fiscal management and it allows citizens to participate in helping the Township meet its goals and objectives.
Projects in the CIP generally have a useful life of twenty years (although some may be as low as ten years) and a unit or project cost of $10,000 or more. A project may be multi-year in project construction life or funding. Table 14 presents the Capital Improvement Program for 2011 – 2016.
Table 14. Lower Merion Township Parks and Recreation Capital Improvement Program
Project Previous Expenditures Proposed
Amount Years 2011 - 2016
Croyle Recreation Area $83,000 2000-2005 $800,000 Comfort Station Replacement and Renovation 985,000 1996-2010 620,000 Park Facilities Improvements 1,412,000 1990 - 2010 874,000 Basketball/Utility Court Reconstruction 414,000 2005 -2010 126,000 Park Master Site Plan Implementation 1,384,000 1997-2010 863,000 Ashbridge Memorial Park Master Plan Implementation 344,000 2008-2010 275,000 Park Tree Inventory and Planting Program 55,000 2003-2010 10,000 Athletic Field Improvement Program 0 2005-2010 752,000 Artificial Turf Athletic Fields 0 2005-2010 2,284,000 Open Space Program 381,000 2004-2010 308,000 Bicycle and Pedestrian Path System Implementation 45,000 2005-2010 35,000 Schuylkill River East Trail 99,000 2007-2010 150,000 Cynwyd Trail 3,271,000 2008-2010 1,929,000 Polo Field Improvements 73,000 2005-2010 324,000 Material Storage Area 212,000 2008-2010 360,000 Playground Replacement Program 0 2005-2010 865,000 Shortridge Park Streambank Stabilization 159,000 2008-2010 231,000 Linwood Park Development 1,519,000 2007-2010 536,000 TOTAL $10,436,000.00 1996-2010 $11,342,000.00
Support: Beyond the Budget
While the budget presents important information about how the community supports parks and recreation, it is only part of the financial equation. The support for parks and recreation extends beyond the traditional budget allocation.
Volunteerism in Lower Merion has tremendous value. Thousands of people are involved in the civic associations, park friends groups, trail groups, conservation organizations and sports leagues. The Parks Department estimates that volunteer hours in the parks totaled bout 1,000. However, it is likely that this number is very low due to not being able to easily track and monitor all the time spent by volunteers in the parks. Linwood Park is an excellent example of how the community rallied around supporting a new park so that it is self-sufficient from a maintenance perspective. The Friends of Linwood Park perform all park maintenance except for grass mowing, program, improve, monitor and self-police the park. The Friends have
FIGURE 8: COMPARISON OF RECREATION BUDGET AND RECREATION REVENUES 2008 - 2012
126PARKS & RECREATION PLAN UPDATE
the Playground Program may serve a population with circumstances that would require some support. Pockets of lower income residents in the villages of Lower Merion need to be considered in public rec-reation services.
The $7.8 million proposed Capi-tal Improvement would require $1.55 million in annual investment. Obtaining this level of funding will be a challenge.
OPPORTUNITIESTechnology – Improving opera-
tions through the use of technology is likely to increase revenues and decrease operating costs. The De-partment of Parks and Recreation is operating with a twentieth century approach to technology in the 21st century. The Township needs to in-vest in technology for credit card payments, Internet registration, and workload cost tracking. Provid-ing the investment in the software, training, and staff development to enhance operational efficiency is crucial. Workload cost tracking will enable to the Township to have real time information about the cost of parks and recreation by cost centers such as by park, by type of facility, by volunteer projects and requirements, by geographic area, by age of facility or equipment, and a host of other characteristics.
Customer Convenience and Rev-enue Generation – Credit card pay-ments will increase revenues through expanded participation. Lower Mer-ion residents are used to purchasing with credit cards and via the Internet as part of their lifestyle. These same conveniences should be available for public parks and recreation services that require payment and registration. This is especially important since the Township is moving more toward cost recovery, fees and charges.
Outcome Based Budget Track-ing – Determining the actual cost of facility maintenance will help the Township and facility users to set policies and fees to recover the cost of maintenance for specialized fa-cilities. Without this information it is a challenge to set fees and support Township policy on cost recovery. Making the case with the public that the Township is directing tax dollars to parks, natural resources and rec-reation facilities that serve the public interest at large without any fees and charges while recovering costs for specialized services is vital for good will and maintaining community support.
Sponsorships and Donations – Developing a program for sponsor-ships and donations is important to consider for park improvements, supporting recreation opportunities for children in need, conservation ef-
forts, and facility revitalization and expansion. A gift catalog could spur donations for projects such as com-munity center rehabilitation, ball field improvements, and environmental projects and recreation efforts aimed at creating active healthy lifestyles.
Grant Assistance – The Pennsylva-nia Department of Conservation and Natural Resources offers technical as-sistance grants for Peer Studies that could provide the Department with the means to begin development of a workload cost tracking system and written maintenance management program. DVIT (Delaware Valley In-surance Trust) also provides assis-tance to municipalities in developing maintenance systems. It may also be possible to create an advisory group of buildings, grounds and campus management from the Lower Merion School District, colleges, and private schools to assist the Department in es-tablishing maintenance management systems. It will be critical to support the Park Superintendent and the Di-rector in the effort to establish the maintenance management program elements. They are so pressed for time and always receiving requests to take care of immediate issues that taking time out for planning is a very serious challenge. Long term, taking the time to develop the maintenance manage-ment system will lead to a sustainable parks and recreation system that is a public asset.
Chapter 10Parks & Recreation Financing
appendix a – Capital improvement plan
appendix B – puBliC opinion Survey report
appendix C – demographiCS report
appendix d – park improvement mapS
APPENDICES
131
a P P e n d i x ac a P i T a l i m P r o v e m e n T P l a n
LOWER MERION TOWNSHIP – CAPITAL IMPROVEMENT PROGRAM PROGRAM AREA SUMMARY
Lower Merion Township – Capital Improvement Program Program Area Summary
Capital Budget Estimates CIP Project Titles Parks and Recreation Plan Update Project 2013‐
2015 2016‐2018
2019‐2022
Comments
Create barrier free parks
√
Incorporate places to gather and socialize
√
Enhance the parks with color
√
Provide pathways for walking and bicycling in parks
√
Provide support facilities and amenities
√
Install a pedestrian bridge to connect Richie Ashburn Park with Kenealy Nature Park
√
Park Facilities Improvements
Incorporate BMP’s to manage stormwater and enhance water quality for park renovation and new development.
√ √ √
Cost determined on a project/park basis. Budgeted at $140,000 ‐ $200,000 annually
Develop a master plan for Polo Field
$50,000 Partner with the LM School District to fund this project.
Develop a master plan for Penn Wynne Park
$15‐25,000
Park Master Plans *
Develop a master plan for Wynnewood Valley Park
$15‐25,000
Bala Cynwyd Park – Convert the 90’ field to 60’ field
$22,000
Gladwyne Park – Re‐establish 60’ field in preferred orientation
$30,000
Athletic Field Renovations
General Wayne Park ‐ Eliminate 60’ field and re‐establish a 75’ or 90’ field.
$35,000
Penn Wynne Park √ Costs to be determined through master plan process.
132PARKS & RECREATION PLAN UPDATE
LOWER MERION TOWNSHIP – CAPITAL IMPROVEMENT PROGRAM PROGRAM AREA SUMMARY (CONTINUED).
Polo Field √ Costs to be determined through master plan process. Refer to 2010 Job #’s 4480 and 4486.
South Ardmore Park – Convert 60’ field to 90’ field and re‐establish 60’ field to eliminate overlap
$41,000
Vernon Young Memorial Park – Convert 90’ field to 60’ field
$22,000
Penn Wynne Park – Riparian buffer enhancements
√ Cost to be determined as part of master planning process.
Polo Field – Plant shade trees
√ Cost to be determined as part of master planning process.
Richie Ashburn Ballfield – Riparian buffer enhancements
√
South Ardmore Park – Develop a rain garden and add shade trees
√
Vernon Young Memorial Park – Develop rain gardens, add street and shade trees
√
Bala Cynwyd Park – Invasive removal and plantings
√
Gladwynne Park – Add deciduous trees
√
General Wayne Park – Develop rain gardens and plant trees
√
McMoran/Lewis J. Smith Park – Add shade trees
√
Park Greening *
Rolling Hill Park – Eradicate invasive species and close steep, eroding trails
√
Cost determined on project/park basis. Budget at $25,000 ‐ $75,000 annually.
Appendix ACapital Improvement Plan
133T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
LOWER MERION TOWNSHIP – CAPITAL IMPROVEMENT PROGRAM PROGRAM AREA SUMMARY (CONTINUED).
Kenealy Nature Park – Riparian buffer enhancements
√
Henry Lane Park – Add native vegetation
√
Shortridge Park – Wildflower/grass meadow
√
Sharpe Park – Add vegetation to stabilize slopes
√
Pencoyd Park – Plant native vegetation
√
West Mill Creek Park – Streambank stabilization
√
Cost determined on project/park basis. Budget at $25,000 ‐ $75,000 annually.
Wynnwood Valley Park – Streambank stabilization
√ Cost to be determined as part of master planning process.
Harrition Park – Streambank stabilization
√
Merion Botanical Park – Streambank Stabilization
√
Eco‐Valley Nature Park – Streambank Stabilization
√
Flat Rock – Riparian enhancements
√
Cost determined on project/park basis. Budget at $25,000 ‐ $75,000 annually.
Make playgrounds interesting and unique
√ √ √ Playground Replacement Program
Add pavilions near playgrounds @ General Wayne Park, Polo Field, Penn Wynne Park, and Wynnewood Valley Park
√
Cost determined on project/park basis. Budget at $180,000 ‐ $250,000 annually. Add $35,000/ pavilion.
Develop trailhead areas at: Kenealy Nature Park, Henry Lane Park, Mill Creek Valley Park
√ Cost determined on project/park basis. Estimate $80,000 ‐ $125,000.
Passive Park Access Improvements*
Develop environmental demonstration projects and interpretative signs
√ √ √ Cost determined on project/park basis. Estimate of $2,000/sign excluding graphic message and $5,000 ‐ $15,000/ demonstration area.
* New project category
Appendix ACapital Improvement Plan
135
a P P e n d i x BP u B l i c o P i n i o n S u r v e y r e P o r T
The Township of Lower Merion conducted a public opinion survey in 2010. The survey in-
cluded a random sample of 3,000 households including 2,905 that were successfully delivered
by the U.S. Postal Service. Every household had an equal chance of being selected for the
direct mail survey. Completed surveys totaled 751 for a total response of 26 percent. Typically
direct mail surveys result in a two to four percent return.
PurposeThe purpose of the survey was to
determine the opinions, ideas and concerns of the residents to serve as a foundation for decision-making re-garding parks and recreation. By un-derstanding the citizens’ needs and interests, the Township will be able to direct planning and resources for the benefit of the community.
Findings � Top Recreational Pursuits –
Walking, playing and socializing in township parks, nature enjoy-ment, bicycle riding and exercise and fitness are the top five activi-ties in which township residents participate.
� Activities of Interest – The top activities in which citizens are interested include programs of-fered by Lower Merion Township, events sponsored by the Civic As-sociations, recreational classes for adults, boating, and the arts.
� Participants and Programs – Families and adults would be the two groups most likely to partici-pate in programs offered by the Township. Generally respondents stated that children and youth are served recreationally. Over-all participants in township rec-reation programs stated that the
programs are interesting of high quality and scheduled in good locations at good times. Aspects of programs for the Township to improve include advertising, registration, payment forms, and recreation leadership.
� High Level of Park Visitation - The respondents are major visi-tors to parks. Nine out of ten survey respondents reported using township parks. This is a very high response rate, higher than the national average of 72 percent. Not only do they use township parks, they use many township parks with respondents reporting using six to eight dif-ferent parks. The most popular parks appear to be South Ard-more, General Wayne, and Roll-ing Hill. In addition about one in two respondents reported using private recreation facilities for sports and fitness.
� High Marks on Parks – Three out of four respondents rated town-ship parks as good to excellent. Factors garnering the highest rating included location, safety, cleanliness, attractiveness and be-ing fun places to spend free time. Appeal to people of all ages, types of facilities and access to nature got lower ratings although still
positive at 60 to 62 percent. � Places to Walk and Bicycle – While
respondents generally responded that most recreation facilities are available in the community, they stated that there were not enough bicycle trails (71%) and walking paths (61%).
� Awareness about Parks and Rec-reation - Lake of awareness was reported as the chief reason that prevents citizens from participat-ing in recreational opportunities. The area in which they would like more information include: trails (75%), recreation facilities (64%), programs and activities (61%), where to get information about parks and recreation (57%) and township parks (56%). Most would prefer getting information on the township WEB site and through newsletters mailed to the homes.
� Supporting Parks and Recreation – Over half of the respondents are willing to pay program fees and charges to use facilities with high maintenance costs.
136PARKS & RECREATION PLAN UPDATE
I . INTRODUCTIONThe Township of Lower Merion
conducted direct mail surveys in 2010 and 2011 to assess public opin-ion about parks and recreation. The Department of Parks and Recreation wanted to determine the opinions, ideas and concerns of the residents to serve as a foundation for decision-making regarding how to improve the parks, recreation facilities, pro-grams and services. By understand-ing the citizens’ needs and interests, Lower Merion Township will be able to direct planning and resources so that citizens benefit from the kinds of parks and recreation opportunities in which they are interested.
In addition to the public opin-ion survey to assess the interests of citizens as individuals, the public participation process also included interviews with key stakeholders, focus groups, public meetings and work sessions with the municipal of-ficials and staff. Balancing the needs of the general public with those of organized community associations that provide important public service such as organized sports is crucial to meeting overall community needs.
Survey Reporting ParametersSurvey responses are reported as
percentages. Percentages and num-bers may not add up to 100 due to rounding.
I I . PROCESSOrganization, Goals and Survey
Instrument – Lower Merion Town-ship retained a team of consultants
including Toole Recreation Planning, YSM, Stromberg Garrigan Associates and Sarcinello Planning and GIS to update the 1996 Parks and Recre-ation Plan. Toole Recreation Planning conducted the public opinion survey as a component of the planning pro-cess. The Plan Study Committee and the consultants worked together col-laboratively to develop the topics to be addressed in the survey. Topics identified by the Study Committee in-cluded: recreation interests and par-ticipation, parks, recreation facilities, priorities for parks and recreation, public awareness about recreation opportunities in the area, and level of support for parks and recreation. The survey instrument underwent several revisions until it was fine-tuned for public distribution.
Random Sample - Every house-hold had an equal chance of partici-pating in the survey. The goal was to produce a high level of confidence in the survey response along with a low margin of error. The random sample included 1,500 households.
Distribution – Respondents re-ceived a pre-survey letter informing them that they would be getting a questionnaire the following week. The pre-survey letter informed the respon-dents about the project, the impor-tance of their response and the time frame. The survey was mailed out via first class mail along with a cover let-ter and a self-addressed stamped reply envelope the next week. A follow-up postcard was sent to thank respon-dents for returning the completed sur-veys or asking them to complete their survey and send it in.
During the distribution of the sur-vey, the mailing house employed erro-neously sent the wrong letter initially. The error was corrected immediately and a round of new letters was distrib-uted and a refund given to the Town-ship. A second survey was undertaken in 2011 to increase the response.
I I I . RETURNLower Merion Township’s survey
resulted in 751 completed returned questionnaires for a return rate of 26 percent. Typically direct mail sur-veys generate a return rate of two to four percent.
Respondent Characteristics
Respondents provided demo-graphic information that included their gender, age group, household composition and length of residence. Surveys were coded according to the township of residence of each respon-dent so the number of respondents from each township was produced.
Respondent Age GroupFigure 1 presents the response ac-
cording to age group of the respon-dents. The age group of 18 to 24 had only two respondents, a typical fre-quency of response in park and recre-ation direct mail household surveys. The respondents in the age groups of 25 to 44, 45 to 64 and 65 years and older reflect the (comparison with age group cohorts as a whole).
Gender of RespondentsOf those who answered the ques-
tion about respondent gender, 45 per-
Appendix BPubl ic Opinion Survey Report
137T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
cent reported that they were males and 46 percent females. Nine percent of the survey respondents did not an-swer this question.
Household CharacteristicsFigure 2 presents the characteris-
tics of the households responding to the survey.
Respondents by Length of Resi-dence in Lower Merion Township
The majority (71%) of survey re-spondents have lived in Lower Mer-
ion Township for over ten years. About 12 percent lived here between five and ten years and 17 percent for fewer than five years.
IV. SUMMARY OF OVERALL FINDINGS
The survey confirms that parks and recreation is an important part of community life in Lower Merion Township. The results offer a clear di-rection on how to move ahead on en-hancing the parks and recreation sys-
tem to meet the 21st century needs of the residents. The 10 major findings of the survey include the following:1. Top Recreational Pursuits –
Walking, playing and socializing in township parks, nature enjoy-ment, bicycle riding and exercise and fitness are the top five activi-ties in which township residents participate.
2. Activities of Interest – The top activities in which citizens are in-terested include programs offered by Lower Merion Township, events sponsored by the Civic Associations, recreational classes for adults, boating, and the arts.
3. Participants and Programs – Families and adults would be the two groups most likely to par-ticipate in programs offered by the Township. Generally respon-dents stated that children and youth are served recreationally. Overall participants in township recreation programs stated that the programs are interesting of high quality and scheduled in good locations at good times. As-pects of programs for the Town-ship to improve include advertis-ing, registration and recreation leadership.
4. High Level of Park Visitation – The respondents are major visitors to parks. Nine out of ten survey respondents reported us-ing township parks. This is a very high response rate, higher than the national average of 72 percent. Not only do they use township parks, they use many township parks with respon-dents reporting using six to eight different parks. The most popu-lar parks appear to be South Ar-dmore, General Wayne, and Roll-ing Hill. In addition about one in two respondents reported using private recreation facilities for sports and fitness.
5. High Marks on Parks – Three out of four respondents rated
Appendix BPubl ic Opinion Survey Report
FIGURE 1: RESPONSE BY AGE GROUP
FIGURE 2: HOUSEHOLD CHARACTERISTICS OF RESPONDENTS
138PARKS & RECREATION PLAN UPDATE
township parks as good to excel-lent. Factors garnering the high-est rating included location, safe-ty, cleanliness, attractiveness and being fun places to spend free time. Appeal to people of all ages, types of facilities and access to nature got lower ratings although still positive at 60 to 62 percent.
6. Places to Walk and Bicycle – While respondents generally responded that most recreation facilities are available in the com-munity, they stated that there were not enough bicycle trails (71%) and walking paths (61%).
7. Awareness about Parks and Recreation - Lake of awareness was reported as the chief reason that prevents citizens from par-ticipating in recreational oppor-tunities. The area in which they would like more information include: trails (75%), recreation facilities (64%), programs and activities (61%), where to get in-formation about parks and recre-ation (57%) and township parks (56%). Most would prefer getting information on the township WEB site and through newslet-ters mailed to the homes.
8. Supporting Parks and Recre-ation – Over half of the respon-dents are willing to pay program fees and charges to use facilities with high maintenance costs.
9. Park Friends – The potential to establish a park friends program appears to be positive.
10. Volunteerism – While the topic of volunteerism has emerged throughout the planning process as difficult in this community filled with busy people with little free time, 149 respondents indi-cated that they would be willing to volunteer for parks and recre-ation projects. If 100 of these re-spondents contributed 20 hours a year, this would have an actual cash value of $42,000. It is also
the equivalent of one full time employee.
Applying the Findings: Future Directions and Recommendations
The survey findings provide guid-ance for Lower Merion Township in terms of responding to the public opinion of the citizens at-large:
� Continue to invest in township parks as they are a major commu-nity asset used by nine out of ten citizens.
� Work towards increasing public awareness about parks and rec-reation. Focus on enhancing the WEB site and the township news-letter to create a public perception that the Parks and Recreation de-partment is the “go-to” place for information about parks and rec-reation opportunities.
� Focus on enhancing parks to ap-peal to people throughout their lifetime, not just for youth and sports, as a priority for capital im-provements. Safe places to walk and bicycle are important. Consid-er adding facilities that are absent or undersized such as an outdoor ice rink, indoor recreation facili-ties, and access to natural areas.
� Continue to deal with dogs in parks as this is a controversial subject. Two points of view cover dogs in parks: those that want ex-panded areas for doges both on-leash and off-leash and those who do not think that dogs belong in parks.
� Phase in program expansion to adults and families and in areas beyond sports. Consider partner-ships with other organizations in this effort. Focus on high quality.
� Move to online registration and credit card payment.
� Move forward with the feasibility study for the Ardmore Commu-nity Center expansion. Timing and information are the crucial
factors regarding an indoor recre-ation center study. Include a vig-orous public participation process. Retain a company with expertise and experience in indoor recre-ation center planning and opera-tion. The study needs to address capital costs and most importantly on operations, management and financing as primary elements for consideration. Consider having elected and appointed officials and other key stakeholders make vis-its to a variety of indoor recreation centers to see them first hand and learn about their experiences.
� Work towards increasing part-nerships with other providers. A main recommendation is to continue to foster the township/school district alliance and part-nerships with other schools.
Appendix BPubl ic Opinion Survey Report
141
The demographic profile demon-strates that Lower Merion Township is a large and affluent township with a high degree of local variation in socioeconomic and land use charac-teristics. Communities in the central, northern and northwestern portions of the Township, such as Gladwyne and Rosemont/Villanova, tend to be more affluent, less densely populated, and less intensively developed, while those on the Township’s southwest-ern and southeastern boundaries (along the Route 30 and Route 1 cor-ridors) are more socioeconomically diverse, more densely populated, more intensely developed. Consistent with this pattern, large tracts of open space and protected natural areas are predominantly found in the Town-ship’s less populated interior com-munities where space permits such uses, while smaller neighborhood parks, gymnasiums, and community centers are found in the more densely populated areas of the Township.
The demographic profile also shows that Lower Merion Township is diversifying and aging. All racial and ethnic groups have increased in number since 2000, with the excep-tion of the white population, and this
growth is seen in nearly every neigh-borhood. The Township is also aging as younger residents either leave the Township or advanced into higher age groups and are not replenished.
POPULATION TRENDSDecennial population counts for
Lower Merion Township are present-ed from 1900 through 2010, along with population projections for 2020 (Table 1 and Figure 1). According to these counts, Lower Merion experi-enced very high rates of population growth through 1970. In 1980, the population decreased for the first time dropping -6.3%. With the ex-ception of a 1.3% increase in 2000, the Township’s population has con-tinued to decline each decade since 1980 but at a low to moderate rate. The decrease seen in the last decade might have been exacerbated by the downturn in the national economy. The 2020 population projection was estimated using a simple linear re-gression based on a 50 year trend. The result suggests a further decline in the Township’s population of -1.2% over the next ten years, with a total 2020 population of 57,118.
Should economic growth trigger re-newed land development activity in the coming years, this downward population trend could be tempered and would likely result in a plateau-ing or stabilization of the Township’s population.
Population Change 2000-2010Population change by community
reveals the local pattern of popula-tion change that occurred from 2000 to 2010. Ten of Lower Merion Town-ship’s 16 communities lost popula-tion, with the largest decreases oc-curring in East Bryn Mawr (-16.5%) and Gladwyne (-7%). Wynnewood and West Ardmore had the highest growth rates at 6.7% and 6.1%, re-spectively.
The map that follows shows the percent population change from 2000 to 2010 at the neighborhood level. Areas colored in shades gray on the map represent neighborhoods that lost population; areas colored in shades of brown represent neighbor-hoods that gained population (Figure 2). The map reveals that neighbor-hoods that lost population are dis-tributed throughout the Township. Neighborhoods that gained popula-
a P P e n d i x cl o w e r m e r i o n T o w n S h i P
d e m o g r a P h i c P r o f i l e
The demographic profile builds upon the data presented in the Lower Merion Township
Comprehensive Plan (in progress at the time of this draft). It characterizes present day Lower
Merion Township and examines changes that have occurred in the Township since the 2000
Census. It specifically focuses on population, age, race and ethnicity, and income. Population
counts are based on the 2010 Census. Data on age, race and ethnicity, and income are based on
2009 estimates. Maps reveal local demographic patterns and show where changes have taken
place at the neighborhood level.
142PARKS & RECREATION PLAN UPDATE
muni- ties (Table 3). Neighbor-hoods with the highest popula-tion densities are located along the Route 30 and Route
1 corridors stretch-ing from in Bryn Mawr south to Penn Wynne and east to Bala (Fig-ure 3). Parks and recre-ational facilities in these areas experience heavy use simply by virtue of the very large number of neighborhood resi-dents (Figure 4). Con-tinued maintenance and updates to facilities in these areas is necessary
in order to ensure they are safe and adequate.
Age TrendsBecause the 2010 Census data on
age are not yet available, this analy-sis uses 2009 estimates. The 2009 estimates indicate that Lower Merion Township is aging. Median age is es-timated at 41.8 for 2009, an increase over the 1990 and 2000 median ages (Table 4). Furthermore, age trends from 2000 to 2009 show that the youth (under 18 years) and adult (18 to 64 years) populations are declin-ing, while the senior population (65 years and over) is increasing (Table
5). All age groups under 14 years experienced substantial decreases, while the highest rates of increase are among individuals aged 55 to 64 (27% increase) and 85 years and over (35% increase) (Table 5). Seniors and youth are estimated to make up near-ly equal percentages of the Town-ship’s total population, with seniors comprising 19.2% and youth 20.3% of the population. This aging trend is likely to continue as individuals in the growing 55 to 64 year age group
tion are generally concentrated in the southeastern and southwestern portions of the Township. Continued growth in these neighborhoods could indicate increased demand for park and recreation resources.
Population DensityPopulation density shows the con-
centration of population in highly developed areas of the Township. Gladwyne and Rosemont/Villanova are the least densely populated com-
age into the 65 and over group, and as younger residents continue to age into higher age groups.
In order to analyze age trends geo-graphically within the Township, the data are aggregated into the under 18 age group, the 18 to 64 year age group, and the 65 years and over age group. The under 18 age group repre-sents the population that is typically involved in organized youth recre-ational activities and school related recreational activities. The 18 to 64 year age group represents adults, some of whom might participate in organized Township recreational ac-tivities and others that recreate inde-pendently. The 65 and over age group
represents seniors who may seek recreational activities tar-geted toward their age group.
In reference to the under 18 age segment, all but three com-
munities experienced sub-stantial decreases. Even in the communities that saw an in-crease (Gladwyne, Wyn-newood, and North Penn Val-ley), the numbers are rather low. The maps reveal that at
the neighborhood level, declines in this age group are spread
throughout the Township, and change (in either direc-tion) is most pronounced in neighborhoods in the western portion of the Township (Fig-ure 5). Bryn Mawr, Merion, and Ardmore are among the
communities with the largest de-clines in the under 18 age group, but despite their losses these communi-ties still have the highest densities of youth (Figure 5).
West Ardmore and East Bryn Mawr have the largest decreases in the 18 to 64 year age segment at -39.8% and -27.2%, respectively. West Bryn Mawr has the largest increase at 73.2% (Ta-ble 7). Most communities show low to moderate levels of change among this age group. Despite their drastic changes, Bryn Mawr and Ardmore
C‐2
national economy. The 2020 population projection was estimated using a simple linear regression based on a 50 year trend. The result suggests a further decline in the Township’s population of -1.2% over the next ten years, with a total 2020 population of 57,118. Should economic growth trigger renewed land development activity in the coming years, this downward population trend could be tempered and would likely result in a plateauing or stabilization of the Township’s population.
Table 1
Decennial Population Trends 1900-2020
Year Population #
Change %
Change
1900 13,275 ~ ~
1910 17,671 4,396 33.1%
1920 23,866 6,195 35.1%
1930 35,166 11,300 47.3%
1940 39,566 4,400 12.5%
1950 48,745 9,179 23.2%
1960 59,420 10,675 21.9%
1970 63,564 4,144 7.0%
1980 59,561 -4,003 -6.3%
1990 58,003 -1,558 -2.6%
2000 58,740 737 1.3%
2010 57,825 -915 -1.6%
2020 Projection 57,118 -707 -1.2%
Source: United States Census; Consultant’s Analysis
Figure 1
Decennial Population Trends 1900- 2020
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
1900
1910
1920
1930
1940
1950
1960
1970
1980
1990
2000
2010
2020
Pro
jectio
n
Population
Source: United States Census; Consultant’s Analysis
Population Change 2000-2010
C‐2
national economy. The 2020 population projection was estimated using a simple linear regression based on a 50 year trend. The result suggests a further decline in the Township’s population of -1.2% over the next ten years, with a total 2020 population of 57,118. Should economic growth trigger renewed land development activity in the coming years, this downward population trend could be tempered and would likely result in a plateauing or stabilization of the Township’s population.
Table 1
Decennial Population Trends 1900-2020
Year Population #
Change %
Change
1900 13,275 ~ ~
1910 17,671 4,396 33.1%
1920 23,866 6,195 35.1%
1930 35,166 11,300 47.3%
1940 39,566 4,400 12.5%
1950 48,745 9,179 23.2%
1960 59,420 10,675 21.9%
1970 63,564 4,144 7.0%
1980 59,561 -4,003 -6.3%
1990 58,003 -1,558 -2.6%
2000 58,740 737 1.3%
2010 57,825 -915 -1.6%
2020 Projection 57,118 -707 -1.2%
Source: United States Census; Consultant’s Analysis
Figure 1
Decennial Population Trends 1900- 2020
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
1900
1910
1920
1930
1940
1950
1960
1970
1980
1990
2000
2010
2020
Pro
jectio
n
Population
Source: United States Census; Consultant’s Analysis
Population Change 2000-2010
Appendix CLower Merion Township Demographic Profi le
TABLE 1: DECENNIAL POPULATION TRENDS 1900-1920
FIGURE 1: DECENNIAL POPULATION TRENDS 1900-1920
143T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
have the highest densi-ties of the 18 to 64 year age segment (Figure 6).
In reference to the population age 65 and over, the largest de-cline is seen in East Bryn Mawr at -43.3% (Table 8). Communi-ties with the largest in-creases are Merion, Bala, North Penn Valley and West Bryn Mawr. At the neighborhood level, increases in the popu-lation age 65 and over are seen throughout the Township, and densities are highest in neighbor-hoods along the west-ern and southeastern boundaries from Bryn Mawr to Bala (Figure 7).
Race and EthnicityThe examination of race and eth-
nicity demonstrates that the Town-ship is diversifying. The White pop-ulation remains the largest in the Township, but is estimated to have declined by -6.3% from 2000 to 2009 (Table 9). The African American pop-ulation is the second largest in the Township and is estimated to have grown by 46.8% from 2000 to 2009. The Asian population also grew sub-stantially and is the third largest in the Township. The Hispanic popula-tion grew by approximately one-third and is estimated at 2.1% of the Town-ship’s population.
The map shows that the non-white population is estimated to have in-creased in all neighborhoods with the exception of one in West Ardmore. In terms of population density, the non-white population is concentrated in Ardmore and Bryn Mawr and por-tions of Bala and Cynwyd.
IncomeLower Merion Township has his-
torically been one of the most af-
C‐3
Population change by community reveals the local pattern of population change that occurred from 2000 to 2010. Ten of Lower Merion Township’s 16 communities lost population, with the largest decreases occurring in East Bryn Mawr (-16.5%) and Gladwyne (-7%). Wynnewood and West Ardmore had the highest growth rates at 6.7% and 6.1%, respectively.
Table 2
Population Change by Community 2000-2010
2000 2010 # %
Community Population Population Change Change
East Bryn Mawr 2,218 1,853 -365 -16.5%
Gladwyne 5,399 5,020 -379 -7.0%
East Ardmore 3,732 3,514 -218 -5.8%
West Bryn Mawr 2,631 2,517 -114 -4.3%
North Penn Valley 2,260 2,173 -87 -3.8%
South Penn Valley 4,756 4,612 -144 -3.0%
Haverford 2,933 2,848 -85 -2.9%
Merion 4,880 4,752 -128 -2.6%
North Ardmore 6,057 5,990 -67 -1.1%
Bala 2,454 2,434 -20 -0.8%
Cynwyd 3,237 3,241 4 0.1%
Rosemont/Villanova 5,139 5,178 39 0.8%
Belmont Hills/College Park 3,350 3,402 52 1.6%
Penn Wynne 4,595 4,827 232 5.0%
West Ardmore 1,759 1,867 108 6.1%
Wynnewood 3,340 3,565 225 6.7%
Lower Merion Township 58740 57825 -915 -1.6%
Source: United States Census; Consultant’s Analysis
The map that follows shows the percent population change from 2000 to 2010 at the neighborhood level. Areas colored in shades gray on the map represent neighborhoods that lost population; areas colored in shades of brown represent neighborhoods that gained population (Figure 2). The map reveals that neighborhoods that lost population are distributed throughout the Township. Neighborhoods that gained population are generally concentrated in the southeastern and southwestern portions of the Township. Continued growth in these neighborhoods could indicate increased demand for park and recreation resources.
Appendix CLower Merion Township Demographic Profi le
TABLE 2: POPULATION CHANGE BY COMMUNITY 2000 - 2010
C‐4
Source: United States Census; Consultant’s Analysis
Population Density
Population density shows the concentration of population in highly developed areas of the Township. Gladwyne and Rosemont/Villanova are the least densely populated communities (Table 3). Neighborhoods with the highest population densities are located along the Route 30 and Route 1 corridors stretching from in Bryn Mawr south to Penn Wynne and east to Bala (Figure 3). Parks and recreational facilities in these areas experience heavy use simply by virtue of the very large number of neighborhood residents (Figure 4). Continued maintenance and updates to facilities in these areas is necessary in order to ensure they are safe and adequate.
FIGURE 2: PERCENT POPULATION CHANGE 2000 - 2010
Appendix CLower Merion Township Demographic Profi le
144PARKS & RECREATION PLAN UPDATE
fluent townships in Montgomery County and in Pennsylvania. Within the Township, income levels vary substantially. By neighborhood, me-dian household income ranges from $46,309 per year in East Bryn Mawr to $239,522 in Rosemont/Villanova. Lower and middle income neighbor-hoods are found in Bryn Mawr, Ar-dmore, and Bala, while the highest incomes are found in Rosemont/Vil-lanova, Gladwyne, and South Penn Valley (Figure 9).
ConclusionsThe demographic profile demon-
strates that Lower Merion Township is large and affluent township that is ag-ing and diversifying. The maps show where recent changes have taken place and the local variation in socio-economic characteristics among the townships neighborhoods. Accord-ing to the Comprehensive Plan, the diversity within the Township “virtu-ally ensures that it functions more as a federation of neighborhoods,” and “residents often have strong ties to their local neighborhood.” In many cases, parks and recreational facilities are an important part of this identity and form an integral part of the com-munity by providing residents with a place to interact and socialize. Con-tinued maintenance and improve-ment of the Township’s open space, parks, and recreational facilities is therefore necessary not only for the obvious health benefits, but also for continued community cohesion.
Noting demographic changes al-lows the Township to anticipate fu-ture conditions and plan accordingly. Although the Township’s population has decreased since 1980, it remains a very large and active community. Its open space, park and recreational fa-cilities are heavily used and will con-tinue to be heavily used for the fore-seeable future. This is especially true of facilities in the Township’s densely populated areas, where heavy use is
C‐5
Table 3
Population Density 2010
2010 Square Population
Community Population Miles Density
Gladwyne 5,020 6.2 811
Rosemont/Villanova 5,178 4.0 1,303
North Penn Valley 2,173 1.3 1,709
Haverford 2,848 1.3 2,268
East Bryn Mawr 1,853 0.7 2,530
South Penn Valley 4,612 1.8 2,562
Bala 2,434 0.8 3,074
North Ardmore 5,990 1.9 3,153
Belmont Hills 3,402 1.1 3,220
Cynwyd 3,241 1.0 3,241
Wynnewood 3,565 0.8 4,373
Merion 4,752 1.1 4,456
West Bryn Mawr 2,517 0.5 4,979
Penn Wynne 4,827 0.9 5,216
West Ardmore 1,867 0.3 7,178
East Ardmore 3,514 0.4 9,336
Lower Merion Township 57,825 23.9 2,419
Source: United States Census; Consultant’s Analysis
Source: United States Census; Consultant’s Analysis
TABLE 3: POPULATION DENSITY - 2010
C‐5
Table 3
Population Density 2010
2010 Square Population
Community Population Miles Density
Gladwyne 5,020 6.2 811
Rosemont/Villanova 5,178 4.0 1,303
North Penn Valley 2,173 1.3 1,709
Haverford 2,848 1.3 2,268
East Bryn Mawr 1,853 0.7 2,530
South Penn Valley 4,612 1.8 2,562
Bala 2,434 0.8 3,074
North Ardmore 5,990 1.9 3,153
Belmont Hills 3,402 1.1 3,220
Cynwyd 3,241 1.0 3,241
Wynnewood 3,565 0.8 4,373
Merion 4,752 1.1 4,456
West Bryn Mawr 2,517 0.5 4,979
Penn Wynne 4,827 0.9 5,216
West Ardmore 1,867 0.3 7,178
East Ardmore 3,514 0.4 9,336
Lower Merion Township 57,825 23.9 2,419
Source: United States Census; Consultant’s Analysis
Source: United States Census; Consultant’s Analysis
FIGURE 3: POPULATION DENSITY - 2010
Appendix CLower Merion Township Demographic Profi le
145T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
simply a function of accessibility to a large number of residents in the immediately surrounding neighbor-hoods. In all cases, improvements to, and maintenance of facilities are needed to keep pace with use, to en-sure their safety, and to maximize ef-ficiency and economy of resources.
Furthermore, while much of the current demand for the Township’s park and recreational facilities is generated by youth athletics, the Township must consider the needs of a growing middle-aged and senior population as it plans for an active and healthy future.
C‐7
Table 4
Median Age 1990-2010
Year Median Age
1990 40.5
2000 41.2
2009 41.8
Source: United States Census; Consultant’s Analysis
Table 5
Age Change Lower Merion Township 2000 - 2009
Age 2000 % of Twp 2009 % of Twp # Change % Percent
Range Census Population Estimate Population 2000-2009 2000-2009
0-4 3,039 5.1% 2,777 4.7% -262 -8.6%
05-11 5,186 8.7% 4,592 7.8% -594 -11.5%
12-14 2,550 4.3% 2,283 3.9% -267 -10.5%
15-17 2,229 3.7% 2,281 3.9% 52 2.3%
18-24 6,264 10.5% 6,373 10.8% 109 1.7%
25-34 5,874 9.8% 5,119 8.7% -755 -12.9%
35-44 8,105 13.5% 7,208 12.3% -897 -11.1%
45-54 9,207 15.4% 8,749 14.9% -458 -5.0%
55-64 6,385 10.7% 8,110 13.8% 1,725 27.0%
65-74 5,070 8.5% 5,070 8.6% 0 0.0%
75-84 4,203 7.0% 3,887 6.6% -316 -7.5%
85 & over 1,738 2.9% 2,349 4.0% 611 35.2%
Groupings
0-17 13,004 21.7% 11,933 20.3% -1,071 -8.2%
18-64 35,835 59.9% 35,559 60.5% -276 -0.8%
65 & over 11,011 18.4% 11,306 19.2% 295 2.7%
Source: United States Census; Consultant’s Analysis
In order to analyze age trends geographically within the Township, the data are aggregated into the under 18 age group, the 18 to 64 year age group, and the 65 years and over age group. The under 18 age group represents the population that is typically involved in organized youth recreational activities and school related recreational activities. The 18 to 64 year age group represents adults, some of whom might participate in organized Township recreational activities and others that recreate independently. The 65 and over age group represents seniors who may seek recreational activities targeted toward their age group.
In reference to the under 18 age segment, all but three communities experienced substantial decreases. Even in the communities that saw an increase (Gladwyne, Wynnewood, and North Penn Valley), the numbers are rather low. The maps reveal that at the neighborhood level, declines in this age group are spread throughout the Township, and change (in either direction) is most pronounced in neighborhoods in the western portion of the Township (Figure 5). Bryn Mawr, Merion, and Ardmore
C‐7
Table 4
Median Age 1990-2010
Year Median Age
1990 40.5
2000 41.2
2009 41.8
Source: United States Census; Consultant’s Analysis
Table 5
Age Change Lower Merion Township 2000 - 2009
Age 2000 % of Twp 2009 % of Twp # Change % Percent
Range Census Population Estimate Population 2000-2009 2000-2009
0-4 3,039 5.1% 2,777 4.7% -262 -8.6%
05-11 5,186 8.7% 4,592 7.8% -594 -11.5%
12-14 2,550 4.3% 2,283 3.9% -267 -10.5%
15-17 2,229 3.7% 2,281 3.9% 52 2.3%
18-24 6,264 10.5% 6,373 10.8% 109 1.7%
25-34 5,874 9.8% 5,119 8.7% -755 -12.9%
35-44 8,105 13.5% 7,208 12.3% -897 -11.1%
45-54 9,207 15.4% 8,749 14.9% -458 -5.0%
55-64 6,385 10.7% 8,110 13.8% 1,725 27.0%
65-74 5,070 8.5% 5,070 8.6% 0 0.0%
75-84 4,203 7.0% 3,887 6.6% -316 -7.5%
85 & over 1,738 2.9% 2,349 4.0% 611 35.2%
Groupings
0-17 13,004 21.7% 11,933 20.3% -1,071 -8.2%
18-64 35,835 59.9% 35,559 60.5% -276 -0.8%
65 & over 11,011 18.4% 11,306 19.2% 295 2.7%
Source: United States Census; Consultant’s Analysis
In order to analyze age trends geographically within the Township, the data are aggregated into the under 18 age group, the 18 to 64 year age group, and the 65 years and over age group. The under 18 age group represents the population that is typically involved in organized youth recreational activities and school related recreational activities. The 18 to 64 year age group represents adults, some of whom might participate in organized Township recreational activities and others that recreate independently. The 65 and over age group represents seniors who may seek recreational activities targeted toward their age group.
In reference to the under 18 age segment, all but three communities experienced substantial decreases. Even in the communities that saw an increase (Gladwyne, Wynnewood, and North Penn Valley), the numbers are rather low. The maps reveal that at the neighborhood level, declines in this age group are spread throughout the Township, and change (in either direction) is most pronounced in neighborhoods in the western portion of the Township (Figure 5). Bryn Mawr, Merion, and Ardmore
C‐6
Source: United States Census; Consultant’s Analysis
Age Trends
Because the 2010 Census data on age are not yet available, this analysis uses 2009 estimates. The 2009 estimates indicate that Lower Merion Township is aging. Median age is estimated at 41.8 for 2009, an increase over the 1990 and 2000 median ages (Table 4). Furthermore, age trends from 2000 to 2009 show that the youth (under 18 years) and adult (18 to 64 years) populations are declining, while the senior population (65 years and over) is increasing (Table 5). All age groups under 14 years experienced substantial decreases, while the highest rates of increase are among individuals aged 55 to 64 (27% increase) and 85 years and over (35% increase) (Table 5). Seniors and youth are estimated to make up nearly equal percentages of the Township’s total population, with seniors comprising 19.2% and youth 20.3% of the population. This aging trend is likely to continue as individuals in the growing 55 to 64 year age group age into the 65 and over group, and as younger residents continue to age into higher age groups.
FIGURE 4: PARKS, RECREATION & OPEN SPACE FACILITIES IN RELATION TO POPULATION DENSITY
TABLE 4: MEDIAN AGE 1990 - 2010
TABLE 5: AGE CHANGE LOWER MERION TOWNSHIP 2000 - 2009
Appendix CLower Merion Township Demographic Profi le
Appendix CLower Merion Township Demographic Profi le
146PARKS & RECREATION PLAN UPDATE
C‐8
are among the communities with the largest declines in the under 18 age group, but despite their losses these communities still have the highest densities of youth (Figure 5).
Table 6
2000-2009 Change in Population Under 18 Years of Age
2000 2009 2009 % of 2000-2009
Community Census Estimate Community # Change % Change
E. Bryn Mawr 202 126 5.8% -76 -37.6%
W. Bryn Mawr 383 299 11.3% -84 -21.9%
Merion 1219 961 19.7% -258 -21.2%
W. Ardmore 244 197 10.6% -47 -19.3%
E. Ardmore 670 564 15.2% -106 -15.8%
Cynwyd 898 782 24.3% -116 -12.9%
Haverford 606 530 18.4% -76 -12.5%
Rosemont/Villanova 1192 1100 21.4% -92 -7.7%
N. Ardmore 1366 1267 20.8% -99 -7.2%
S.Penn Valley 1406 1311 27.7% -95 -6.8%
Penn Wynne 1084 1019 21.8% -65 -6.0%
Bala 389 383 14.9% -6 -1.5%
Belmont Hills/College Park 800 791 24.2% -9 -1.1%
Gladwyne 1300 1317 24.5% 17 1.3%
Wynnewood 850 869 26.2% 19 2.2%
N. Penn Valley 395 417 18.6% 22 5.6%
Source: United States Census; Consultant’s Analysis
Source: United States Census; Consultant’s Analysis
C‐9
West Ardmore and East Bryn Mawr have the largest decreases in the 18 to 64 year age segment at -39.8% and -27.2%, respectively. West Bryn Mawr has the largest increase at 73.2% (Table 7). Most communities show low to moderate levels of change among this age group. Despite their drastic changes, Bryn Mawr and Ardmore have the highest densities of the 18 to 64 year age segment (Figure 6).
Table 7
2000-2009 Change in Population Age 18 to 64 Years
2000 2009 2009 % of 2000-2009
Community Census Estimate Community # Change % Change
W. Ardmore 2424 1459 78.3% -965 -39.8%
E. Bryn Mawr 2605 1897 87.2% -708 -27.2%
N. Penn Valley 1418 1324 59.1% -94 -6.6%
Belmont Hills/College Park 2024 1918 58.7% -106 -5.2%
Gladwyne 2764 2728 50.7% -36 -1.3%
Haverford 1684 1670 58.1% -14 -0.8%
Cynwyd 1882 1883 58.5% 1 0.1%
Wynnewood 1875 1881 56.7% 6 0.3%
S.Penn Valley 2606 2653 56.0% 47 1.8%
N. Ardmore 3695 3819 62.8% 124 3.4%
Penn Wynne 2267 2347 50.1% 80 3.5%
Bala 1258 1318 51.3% 60 4.8%
Merion 3077 3225 66.1% 148 4.8%
E. Ardmore 2327 2471 66.4% 144 6.2%
Rosemont/Villanova 2759 2939 57.2% 180 6.5%
W. Bryn Mawr 1170 2027 76.3% 857 73.2%
Source: United States Census; Consultant’s Analysis
TABLE 6: 2000 - 2009 CHANGE IN POPULATION UNDER 18 YEARS OF AGE
TABLE 7: 2000 - 2009 CHANGE IN POPULATION AGE 18 TO 64 YEARS
Appendix CLower Merion Township Demographic Profi le
147T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
C‐8
are among the communities with the largest declines in the under 18 age group, but despite their losses these communities still have the highest densities of youth (Figure 5).
Table 6
2000-2009 Change in Population Under 18 Years of Age
2000 2009 2009 % of 2000-2009
Community Census Estimate Community # Change % Change
E. Bryn Mawr 202 126 5.8% -76 -37.6%
W. Bryn Mawr 383 299 11.3% -84 -21.9%
Merion 1219 961 19.7% -258 -21.2%
W. Ardmore 244 197 10.6% -47 -19.3%
E. Ardmore 670 564 15.2% -106 -15.8%
Cynwyd 898 782 24.3% -116 -12.9%
Haverford 606 530 18.4% -76 -12.5%
Rosemont/Villanova 1192 1100 21.4% -92 -7.7%
N. Ardmore 1366 1267 20.8% -99 -7.2%
S.Penn Valley 1406 1311 27.7% -95 -6.8%
Penn Wynne 1084 1019 21.8% -65 -6.0%
Bala 389 383 14.9% -6 -1.5%
Belmont Hills/College Park 800 791 24.2% -9 -1.1%
Gladwyne 1300 1317 24.5% 17 1.3%
Wynnewood 850 869 26.2% 19 2.2%
N. Penn Valley 395 417 18.6% 22 5.6%
Source: United States Census; Consultant’s Analysis
Source: United States Census; Consultant’s Analysis
C‐10
Source: United States Census; Consultant’s Analysis
In reference to the population age 65 and over, the largest decline is seen in East Bryn Mawr at -43.3% (Table 8). Communities with the largest increases are Merion, Bala, North Penn Valley and West Bryn Mawr. At the neighborhood level, increases in the population age 65 and over are seen throughout the Township, and densities are highest in neighborhoods along the western and southeastern boundaries from Bryn Mawr to Bala (Figure 7).
FIGURE 5: 2000 - 2009 POPULATION UNDER 18 YEARS OF AGE
FIGURE 6: 2000 - 2009 POPULATION AGE 18 TO 64
Appendix CLower Merion Township Demographic Profi le
Appendix CLower Merion Township Demographic Profi le
148PARKS & RECREATION PLAN UPDATE
C‐11
Table 8
2000-2009 Change in Population Age 65 Years and Over
2000 2009 2009 % of 2000-2009
Community Census Estimate Community # Change % Change
E. Bryn Mawr 268 152 7.0% -116 -43.3%
W. Ardmore 228 207 11.1% -21 -9.2%
E. Ardmore 735 684 18.4% -51 -6.9%
N. Ardmore 996 993 16.3% -3 -0.3%
Gladwyne 1335 1334 24.8% -1 -0.1%
Rosemont/Villanova 1096 1099 21.4% 3 0.3%
Penn Wynne 1303 1317 28.1% 14 1.1%
Wynnewood 556 567 17.1% 11 2.0%
Belmont Hills/College Park 542 559 17.1% 17 3.1%
Cynwyd 531 552 17.2% 21 4.0%
S.Penn Valley 744 774 16.3% 30 4.0%
Haverford 643 675 23.5% 32 5.0%
W. Bryn Mawr 286 331 12.5% 45 15.7%
N. Penn Valley 431 499 22.3% 68 15.8%
Bala 733 867 33.8% 134 18.3%
Merion 584 696 14.3% 112 19.2%
Source: United States Census; Consultant’s Analysis
Source: United States Census; Consultant’s Analysis
C‐11
Table 8
2000-2009 Change in Population Age 65 Years and Over
2000 2009 2009 % of 2000-2009
Community Census Estimate Community # Change % Change
E. Bryn Mawr 268 152 7.0% -116 -43.3%
W. Ardmore 228 207 11.1% -21 -9.2%
E. Ardmore 735 684 18.4% -51 -6.9%
N. Ardmore 996 993 16.3% -3 -0.3%
Gladwyne 1335 1334 24.8% -1 -0.1%
Rosemont/Villanova 1096 1099 21.4% 3 0.3%
Penn Wynne 1303 1317 28.1% 14 1.1%
Wynnewood 556 567 17.1% 11 2.0%
Belmont Hills/College Park 542 559 17.1% 17 3.1%
Cynwyd 531 552 17.2% 21 4.0%
S.Penn Valley 744 774 16.3% 30 4.0%
Haverford 643 675 23.5% 32 5.0%
W. Bryn Mawr 286 331 12.5% 45 15.7%
N. Penn Valley 431 499 22.3% 68 15.8%
Bala 733 867 33.8% 134 18.3%
Merion 584 696 14.3% 112 19.2%
Source: United States Census; Consultant’s Analysis
Source: United States Census; Consultant’s Analysis
TABLE 8: 2000 - 2009 CHANGE IN POPULATION AGE 65 YEARS AND OVER
FIGURE 7: 2000 - 2009 POPULATION AGE 65 YEARS AND OVER
Appendix CLower Merion Township Demographic Profi le
149T H E G R E E N E R & G R E AT E R P L A N 2 0 1 2 – 2 0 2 1
C‐12
Race and Ethnicity
The examination of race and ethnicity demonstrates that the Township is
diversifying. The White population remains the largest in the Township, but is
estimated to have declined by -6.3% from 2000 to 2009 (Table 9). The African American population is the second largest in the Township and is estimated to have
grown by 46.8% from 2000 to 2009. The Asian population also grew substantially
and is the third largest in the Township. The Hispanic population grew by approximately one-third and is estimated at 2.1% of the Township’s population.
The map shows that the non-white population is estimated to have increased in all
neighborhoods with the exception of one in West Ardmore. In terms of population density, the non-white population is concentrated in Ardmore and Bryn Mawr and
portions of Bala and Cynwyd.
Table 9
Race and Ethnicity Lower Merion Township 2000 - 2009
2000 2009 2009 % of 2000 to 2009
Census Estimate Population #
Change %
Change
White 54,047 50,627 84.3% -3,420 -6.3%
Black or African American 2,694 3,956 6.6% 1,262 46.8%
Alaska Native 45 48 0.1% 3 6.7%
Asian 2,048 3,014 5.0% 966 47.2%
Hawiian, Pacific Islander 41 46 0.1% 5 12.2%
Other race 302 337 0.6% 35 11.6%
Multiple Races 673 770 1.3% 97 14.4%
Hispanic 956 1,259 2.1% 303 31.7%
Source: United States Census; Consultant’s Analysis
C‐13
Source: United States Census; Consultant’s Analysis
Income
Lower Merion Township has historically been one of the most affluent townships in Montgomery County and in Pennsylvania. Within the Township, income levels vary substantially. By neighborhood, median household income ranges from $46,309 per year in East Bryn Mawr to $239,522 in Rosemont/Villanova. Lower and middle income neighborhoods are found in Bryn Mawr, Ardmore, and Bala, while the highest incomes are found in Rosemont/Villanova, Gladwyne, and South Penn Valley (Figure 9).
TABLE 9: RACE AND ETHNICITY LOWER MERION TOWNSHIP 2000 - 2009
FIGURE 8: 2000 - 2009 RACE AND ETHNICITY
Appendix CLower Merion Township Demographic Profi le
Appendix CLower Merion Township Demographic Profi le
150PARKS & RECREATION PLAN UPDATE
C‐14
Source: United States Census; Consultant’s Analysis
Conclusions
The demographic profile demonstrates that Lower Merion Township is large and affluent township that is aging and diversifying. The maps show where recent
changes have taken place and the local variation in socioeconomic characteristics
among the townships neighborhoods. According to the Comprehensive Plan, the diversity within the Township “virtually ensures that it functions more as a federation
of neighborhoods,” and “residents often have strong ties to their local neighborhood.”
In many cases, parks and recreational facilities are an important part of this identity
and form an integral part of the community by providing residents with a place to interact and socialize. Continued maintenance and improvement of the Township’s
open space, parks, and recreational facilities is therefore necessary not only for the
obvious health benefits, but also for continued community cohesion.
Noting demographic changes allows the Township to anticipate future conditions and
plan accordingly. Although the Township’s population has decreased since 1980, it remains a very large and active community. Its open space, park and recreational
facilities are heavily used and will continue to be heavily used for the foreseeable
future. This is especially true of facilities in the Township’s densely populated areas,
where heavy use is simply a function of accessibility to a large number of residents in
FIGURE 9: 2009 ESTIMATED MEDIAN HOUSEHOLD INCOME
Appendix CLower Merion Township Demographic Profi le
153
a P P e n d i x d
P a r k i m P r o v e m e n T m a P S
Lower M
erion To
wnship ‐ A
thletic
Field Assessm
ent
Existing
Baseb
all Fields
Prop
osed
Baseb
all Fields
90
’ Ba
selin
e Field
60’
Baselin
e Field
Total
Fields
90’
Baselin
e Fields
60’
Baselin
e Fields
Total
Fields
Soccer Fields
Commen
ts
Bala Cynwyd
Pa
rk
1 1
2 0
2 2
1 @ 135
’ x 225
’ 1 @ 75 x 15
0’
Elim
inate overlap fie
lds.
Soccer outside
of infield m
ix.
Gladw
yne Pa
rk
1 1
2 1
1 2
1 @ 100
’ x 180
’ Suggest relocate 60’ field to
preferred
orien
tatio
n.
Gen
eral
Wayne
Park
0 1
1 1
0 1
1@ 165
’ x 300
’ Elim
inate foul ball threat a
t playgroun
d and
basketball court.
Add
picnic grove with
pavilion
. McM
oran
Park
1 1
2 1
1 2
No change suggested
– no gain from
elim
inating
overlapp
ing fie
lds.
90’ field has poo
r orientation.
Penn
Wynne
Pa
rk
0 1
1 0
2 2
1 @ 135
’ x 225
’ 2 @ 75’ x 115
0’
Add
parking
for 23
cars.
Relocate basketball cou
rt to
visible locatio
n.
Suggest a
picnic pavilion at th
e playgrou
nd.
Add
trail throu
ghou
t site
. Po
lo Field
1 2
3 2
2 4
2 @ 225
’ x 360
’ 2 @ 165
’ x 300
’ Aband
on all fie
lds.
Soccer outside
of infield m
ix.
Two locatio
ns to
relocate playgrou
nd.
Two basketball courts in
new
locatio
n aw
ay from
reside
nces but visible from
road.
Richie Ashbu
rn
Field
0 1
1 0
1 1
No change suggested
South Ardmore
Park
1 3 (1 is
softball)
4 2
2 (1 is
softball)
4 3 @ 165
’ x 300
’ Suggested relocatio
n of sou
theast 60’ field to provide
preferred orientation.
Relocate basketball to southe
ast corne
r.
Verno
n Yo
ung
Mem
orial Park
1 1
2 0
1 1
1 @ 75’ x 150
’ 1 @ 100
’ x 180
’ Existin
g configuration overlaps and
allows use of only
one fie
ld at a
time.
Relocate te
nnis with
preferred
orien
tatio
n.
Suggest a
dding a skate park or pavilion.
Totals
6 12
18
7
12
19
Overall gain of 1
‐90’ field
Totals with 90
’ Fields in
Use
6 8
14
7 10
17
Gain use of 1‐90’ field and 2‐60’ fields.
Totals with 60
’ Fields in
Use
2 12
14
5
12
17
Gain use of 3‐90’ fields and
60’ field # the same.
Red = Overlapping
field – can on
ly use one
field at a time.
LO
WE
R M
ER
ION
TO
WN
SH
IP –
PA
RK
IM
PR
OV
EM
EN
T M
AP
S
T O W N S H I P O F L O W E R M E R I O N
D E P A R T M E N T O F P A R K S A N D R E C R E A T I O N
7 5 E A S T L A N C A S T E R A V E N U E
A R D M O R E , P A 1 9 0 0 3 - 2 3 2 3
6 1 0 - 6 4 5 - 6 2 2 0
W W W . L O W E R M E R I O N . O R G
Prepared by:Toole Recreation Planning
in association with:YSM
Stromberg Garrigan AssociatesSarcinello Planning & GIS
Lower Merion Township Awards for Parks & Recreation Excellence: 1998 - 2011
2011.....ASLA Merit Award for the Cynwyd Heritage Trail Design
2010.....PRPS Excellence in Programming Award for the Cynwyd Heritage Tool TrailerASLA Merit Award for the Cynwyd Heritage Trail Master Plan
2009.....Best of Philly for Belmont Hills Pool
ASLA Merit Award for the Linwood Park Master Plan
2000.....PRPS Excellence in Programming Award for the Natural Areas Stewardship program
1998.....PRPS Excellence in Programming Award for the Department’s Special Recreation Day Camp program