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Parks and Recreation Master Plan

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Town of Pittsboro

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CONTENTS 5 LONG-RANGE VISION 04

5.1 GUIDING PRINCIPLES 05 5.2 CONCEPTUAL LONG-RANGE VISION 10 5.3 ELEMENTS OF THE LONG-RANGE VISION 13 5.4 VISION SUMMARY 45 5.5 ESTIMATED CAPITAL,

OPERATIONS AND MAINTENANCE COSTS 47 6 IMPLEMENTATION STRATEGY 50

6.1 ADDITIONAL PARKS PLANNING STAFF AND PARKS AND RECREATION STRATEGIC PLAN 51

6.2 DEVELOPMENT OF A 25-YEAR FUNDING PLAN 51 6.3 UPDATE OF SUBDIVISION REGULATIONS 53 6.4 SHORT-TERM ACTION PLAN 56


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5.0 LONG-RANGE VISION

Pittsboro faces a common challenge, and a unique opportunity. The challenge is to grow from a small, quaint town of 4,500 people – to a municipality of over 60,000 people – without sacrificing the charm, values, assets, and character that residents hold so dear. Very few communities in the United States have done this successfully; most end up repeating the same mistakes as every other community, resulting in unsustainable development patterns and suburban sprawl. Pittsboro has the opportunity to do it right the first time. Surrounded by thousands of acres of undeveloped land, the Town can form and shape its growth in a manner which is sustainable, resilient, and livable.

The Town’s public realm – including its parks, trails, streets, civic spaces, and natural areas – has the potential to form the framework for a livable, resilient, and sustainable community. As stated in the Existing Conditions Analysis, the Town has a tremendous opportunity to create a world class public realm that meets the needs of existing and future residents; protects natural resources; creates an interconnected network of bikeways and trails; and generates multiple economic, social, and environmental benefits.

The purpose of this chapter is to define a long-range vision for the Town’s public realm, based on residents’ priorities, current trends, principles of healthy communities, and best practices in parks and recreation planning. The vision will provide a decision-making framework for meeting parks and recreation needs; a long-range vision for an integrated public realm; and a land-use vision for connectivity, parks, open spaces, and quality of life.

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5.1 GUIDING PRINCIPLES

There are no state or national standards that define the “most appropriate” vision for the public realm or response to residents’ needs and priorities; each community must decide what facilities and programs to provide based on community values, ideology, preferences, and finances. In the absence of standards, best practices and guiding principles can form the foundation for Pittsboro’s parks and recreation system. Following are several examples from national experts:

The Excellent City Parks System

First, Peter Harnik of the Trust for Public Realm stated that there are seven measures of an excellent city park system:

1. A clear expression of purpose

2. Ongoing planning and community involvement

3. Sufficient assets in land, staffing, and equipment to meet the system’s goals

4. Equitable access

5. User satisfaction

6. Safety from physical hazards and crime

7. Benefits for the city beyond the boundaries of the parks

(http://cloud.tpl.org/pubs/ccpe_excellentcityparks_2006.pdf)

The Integrated Public Realm

Second, a parks system should be planned within the context of the larger public realm, rather than as stand-alone sites. Parks, greenways, civic spaces, natural areas, and historic and cultural areas should be connected by complete streets, trails, and sidewalks. Utility corridors and drainage swales should be designed to accommodate bicyclists and pedestrians as part of an interconnected network. And stormwater treatment ponds should also be designed as public parks. Yale University’s Alexander Garvin notes that “the public realm is our common property. It is the fundamental element in any community – the framework around which everything grows” (Garvin, 2013, p. 14). Figure 5.1 is a schematic diagram illustrating a typical community public realm system.


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Figure 5.1 The Public Realm

Healthy Communities

Third, there is broad consensus – and compelling research and scientific evidence – that a well-planned and maintained public realm contributes to healthier communities. Various organizations have established specific principles and policies for designing communities to generate health benefits. For example, the American Planning Association’s Healthy Communities Policy Guide states that the design of a community “has a direct effect on the health of its residents. Land development patterns, zoning ordinances, and land use classifications impact walkability, access to key services like healthy food, and access to transportation options. An understanding of how the built environment affects public health is a vital component in the creation of vibrant, active spaces, and places that have a strong positive impact on an individual’s health. It is also critical for planners to use this understanding, and the guide generally, as the standard for creation of good public policy.”1 Specific healthy community policy outcomes related to parks, recreation, and the public realm include:

1 American Planning Association. (2017). Healthy Communities Policy Guide. Retrieved from https://www.planning.org/policy/guides/adopted/healthycommunities/

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Compact urban areas and complete neighborhoods that meet the daily needs of all people within comfortable walking or bicycling distance of their homes.

Redevelopment of suburban areas to make them more walkable and bikeable through plans, regulations, and incentives that encourage more compact development forms.

Communities designed so that physical activity is a part of everyday activities and is the easy choice.

Prioritization of funding for infrastructure that helps communities build more compact, walkable neighborhoods, and provides robust transit and active transportation options.

Engagement of local residents in planning for more walkable and bikeable urban environments, including place-based health strategies that facilitate the design of healthy communities and healthy housing for people of all ages and abilities.

Development of trail systems and other publicly accessible community amenities in urban, suburban, and rural areas that enable residents to participate in robust exercise.

Adoption of placemaking strategies and policies that advance equitable, healthy designs for public spaces in order to create safe and comfortable places with a sense of community for people of all ages and abilities, regardless of their mode of transportation choice.

Development of effective and efficient public transportation networks at the local and regional scale that are supported by location-efficient development practices, such as Transit Oriented Development, affordable housing, and functional public space.

Policies that provide options to all people, especially those at higher risk for poor health outcomes, for access to: affordable housing; safe and convenient transportation; safe and healthy places for work, life, and play; a healthy environment, especially clean air and water; health care; social interaction; and opportunities for inclusion and culture.

Incentives to attract other organizations to provide community recreation facilities in areas not served by public recreation centers in order to improve opportunities for physical activity in underserved communities.

The Centers for Disease Control and Prevention (CDC) produced a complementary evidence-based guide to building healthy communities, the highlights of which are summarized below:

Physical Activity:

1. Protects against heart disease

2. Protects against cancer

3. Reduces likelihood of depression

4. Reduces occurrence of other diseases such as osteoporosis, gall bladder disease, and strokes


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Healthy Community Design:

1. Promotes physical activity

2. Improves air quality

3. Lowers risk of injuries – auto

4. Increases social connectedness – sense of community

5. Reduces effects of climate change

6. Provides more contact with nature

Components of Healthy Communities:

8. Mixed land use

9. Transportation alternatives

10. Higher density

11. Good pedestrian and bike infrastructure

12. Affordable housing

13. Community centers – activity centers – public squares

14. Access to green spaces and parks2

Similarly, the Robert Wood Johnson Foundation compiled a ranking of health-related policies based on the degree by which they’re scientifically supported. Policies are assessed in terms of their effect on factors that drive health outcomes.3 Scientifically-supported policies directly related to parks, recreation, and the public realm (in alphabetical order) include:

Activity Programs for Older Adults - Offer group educational, social, or physical activities that promote social interactions, regular attendance, and community involvement among older adults.

Community Fitness Programs - Offer exercise classes (e.g., yoga, Tai Chi, cycling, etc.) and fitness program support in community centers, senior centers, fitness, and community wellness centers

Community-based Social Support for Physical Activity - Build, strengthen, and maintain social networks that provide supportive relationships for behavior change through walking groups or other community-based interventions

Complete Streets and Streetscape Design Initiatives - Enhance streetscapes with greater sidewalk coverage and walkway connectivity, street crossing safety features, traffic calming measures, and other design elements

2 Center for Disease Control and Prevention ‐ National Center for Environmental Health. (2016, October 21). CDC ‐ Healthy Places ‐ Media Resources. Retrieved from https://www.cdc.gov/healthyplaces/media.htm 3 Robert Wood Johnson Foundation. (2018). Policies & Programs Policies and programs that can improve health filtered by "Scientifically Supported". Retrieved from http://www.countyhealthrankings.org/take‐action‐to‐improve‐health/what‐works‐for‐health/policies?f%5B0%5D=field_program_evidence_rating%3A1

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Exercise Prescriptions - Provide patients with prescriptions for exercise plans, often accompanied by progress checks at office visits, counseling, activity logs, and exercise testing

Extracurricular Activities for Social Engagement - Support organized social, art, or physical activities for school-aged youth outside of the school day

Mixed-Use Development - Support a combination of land uses (e.g., residential, commercial, recreational) in development initiatives, often through zoning regulations or Smart Growth initiatives

Outdoor Experiential Education and Wilderness Therapy - Support outdoor pursuits that emphasize inter- and intra-personal growth through overcoming obstacles (e.g., challenge courses, wilderness excursions, etc.)

Places for Physical Activity - Modify local environments [e.g. parks] to support physical activity, increase access to new or existing facilities for physical activity, or build new facilities

Public Transportation Systems - Introduce or expand transportation options that are available to the public and run on a scheduled timetable (e.g., buses, trains, ferries, rapid transit, etc.)

Rain Gardens and Other Bioretention Systems - Establish bioretention systems (e.g., rain gardens, bioretention cells, green roofs, planter boxes, bioswales, etc.) to make city landscapes more permeable

Safe Routes to Schools - Promote walking and biking to school through education, incentives, and environmental changes; often called SRTS

Traffic Calming - Modify the built environment to affect traffic speed and patterns via speed bumps, pedestrian refuge islands, roundabouts, etc.

Finally, in “Designing Healthy Communities”, author Dr. Richard Jackson offers a checklist of potential issues related to community health. “Health is defined as a state of complete physical and mental well-being”, says Dr. Jackson. “Of all the interventions that could counter [health] epidemics, none works as well as increased physical activity, particularly when carried out with nature. Yet if we continue to design and build America in ways that are hostile to walkers and bicyclists – creating an America without parks and without safe routes for walking or biking to destinations such as schools and workplaces – we are unlikely to see better physical and mental health.”

Community design issues specifically related to parks, recreation, and the public realm include access to parks and recreation facilities; adequate open space for play, exercise, and the enjoyment of nature; baseball or soccer fields for adults and children; dog parks; open space amenities such as water and benches; public transit options; complete streets, bicycling facilities, and sidewalks; and public facilities for physical activity. The following vision for Pittsboro’s public realm addresses these issues to create a more livable, resilient, and healthier community.


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5.2 CONCEPTUAL LONG-RANGE VISION

Consistent with these best practices and guiding principles, Pittsboro’s vision is to promote a healthy, active, outdoor-oriented lifestyle through its parks and the public realm. The Town’s parks, civic spaces, trails, streets, conservation areas, storm water facilities, and recreation/fitness/educational programs will all be planned as an integrated system to generate multiple benefits for the Town’s residents. Following are the key attributes of the vision.

Equitable Access to Small Local Parks

First, the Town’s vision embraces the nationwide movement led by The Trust for Public Land, in partnership with the National Recreation and Park Association and the Urban Land Institute, to ensure “there’s a great park within a 10-minute walk of every person, in every neighborhood, in every city across America”. The Access Level-of-Service Analysis (Figure 5.2, below) discussed in section 4 of this report illustrates that many residents do not have access to a park within ten minutes (1/2 mile) of their homes. The Town will accomplish this goal by developing new small, neighborhood parks to “fill the gaps” within the existing Town limits, and by updating land development regulations to require developers of new residential communities to also meet the ten-minute walk goal.

Figure 5.2 All Parks Access LOS Analysis

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Equitable Access to Larger Community Parks, Recreation Centers, and Aquatics Facilities

The Town also envisions that every Pittsboro residents will have access to a large, multi-use community park, recreation center, and aquatics center within 3 miles of their home. Typical community park facilities may include athletics fields, a dog park, large playground, and tennis and pickleball courts. Ideally, the recreation center and aquatics center would be located within the same park.

Central Gathering Spaces throughout the Community

The Town recognizes that every great neighborhood, community, and city needs a central gathering space for residents to come together for special events, festivals, celebrations, and memorials. Therefore, the vision includes a downtown central gathering space for Town-wide events and activities, and smaller gathering spaces (such as open, multi-purpose fields) within both neighborhood and community parks.

Interconnected Streets and Trails Network

An interconnected sidewalks, streets, and trails network is integral to the Town’s vision for a healthy, active, outdoor-oriented lifestyle. “Complete Streets” will be designed to be both bicycle and pedestrian friendly, including wide sidewalks shaded by street trees. Sidewalks will connect to a system of off-road paved and unpaved trails, connecting residents to the Town’s greenways and natural areas.

Integrated Storm water Treatment Facilities

Wherever possible, storm water facilities such as retention and detention ponds will be designed as community amenities, providing even more opportunities for passive recreation, exercise, and wildlife viewing. For example, gentle side slopes will provide opportunities for perimeter walking paths and picnic areas; and native vegetation will enhance aesthetics, water quality, and wildlife habitat.

Protected Natural Areas

The Town’s parks and recreation vision includes protection of the natural areas that are crucial to maintaining the Town’s character, aesthetics, wildlife habitat, water quality, and quality of life.

High Performance Public Spaces

Every park, trail, and open space within the Town will be designed to generate as many benefits as possible for the community – including economic, social, and environmental benefits – while maintaining the purpose and integrity of the space.

Maintenance of Existing Acreage Level-of-Service

The most livable communities in the United States maintain a robust level-of-service (LOS) for parks and open space, as discussed in Chapter 2. The Town’s vision is to maintain or exceed its enviable


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LOS of 18 acres of developable park land per 1,000 residents, requiring the acquisition of almost 1000 acres of additional developable park land to meet the needs of the projected build-out population of approximately 60,000 people. Developable park land does not include any lands that cannot be developed for active recreation use, such as wetlands, water bodies, storm water facilities, or conservation lands.

Recreation, Fitness, and Educational Programs

The Town’s parks, civic space, trails, streets, and conservation areas will serve as venues for a variety of programs offered by the Town, the County, Homeowners Associations, Youth Athletic Leagues, and/or other public or private providers. Programs may include “yoga in the park” and other fitness classes, athletic leagues, nature hikes, farmers’ markets, art shows, holiday celebrations, travel lectures, and/or other activities desired by Town residents.

Partnerships

The parks and recreation vision will not be accomplished by the Town alone, but through partnerships with public, private, and/or non-profit agencies. For example, the aquatics centers may be implemented through partnerships with the YMCA, the County, Chatham Park, the School District, and others. Environmental lands protections may be accomplished in concert with the County, the State, and/or non-profit conservation organizations such as the Trust for Public Land or the Nature Conservancy.

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5.3 ELEMENTS OF THE LONG- RANGE VISION

Town Commissioners, staff, consultants, and stakeholders met for a series of workshops on March 6 - 8, 2018 to discuss a long-range vision that responds to residents’ needs. Workshop sessions focused on the top priorities identified in the needs assessment, including:

Bicycle/ Pedestrian Connectivity

New Parks and Improvements to Existing Parks

Aquatics Facility/ Recreation Center with Pool and Walking Track

Athletic Fields

Natural Areas

Downtown Park/ Cultural Arts

Following are summaries of the proposed vision for each of these subsystems.

1. Bicycle/ Pedestrian Connectivity

Walking and biking trails – and sidewalks with street trees and benches – were residents’ top two priorities from the needs assessment. The vision for bicycle/pedestrian connectivity is to create a robust, inter-connected network of complete streets (including bike lanes, wide sidewalks, street trees, and street lights) and off-road trails to provide alternative modes of transportation (walking, bicycling, skating) as well as opportunities for recreation. The network should be integrated with existing and proposed transit systems, such as Chatham County’s paratransit service for people with disabilities, and the proposed Bus Rapid Transit system proposed for U.S. 64 and US 15-501. For example, bus stops and shelters should be provided at key intersections between trails and transit, and all busses should be outfitted with bicycle racks. Studies show that protected bike lanes increase

ridership and safety by wide margins.4

The bicycle/pedestrian network should connect residents and visitors to key destinations throughout the greater Pittsboro area, including (but not limited to): Town and County parks, the Lower Haw River Natural Area and the Haw River Trail, downtown Pittsboro, public schools (including Perry Harrison, Northwood, Pittsboro Elementary, and Horton), the public library and community college, the Agricultural Conference Center, the proposed Mosaic mixed-use project, private fitness centers such as O2 Fitness, the Jordan Lake recreation area, the Pittsboro and (proposed) Chatham Park YMCAs, grocery stores, government buildings, churches, and the Council on Aging Senior Center.

4 National Association of City Transportation Officials (NATCO). (2016). NATCO bike share equity practitioners' paper (Paper # 3). Retrieved from https://nacto.org/wp‐content/uploads/2016/07/NACTO_Equitable_Bikeshare_Means_Bike_Lanes.pdf


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Figure 5.3 Population Bicycle Experience Preference

Figure 5.4 Separated Bicycle Facility Diagram

This vision can be achieved incrementally as the Town grows – but it is vital to update the Town’s roadway design standards and land development codes to ensure that each incremental improvement contributes to the overall vision. Standards and codes should address the dimensions, quality, and character of:

Sidewalks Trails through natural areas (e.g. 10’ wide asphalt or concrete path, min. 30’ ROW) Grade separation, e.g. bike/ pedestrian tunnels Crosswalks Lighting Connections between neighborhoods Variations in design based on context Safety “Nodes” along corridors, e.g. rest areas and exercise stations Public art Bike racks

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Access to drinking water and public restrooms Bridge crossings, such as the Haw River bridge along U.S. 64 Special events and programs

The Town’s immediate priority should be to develop a Trails and Bikeways Master Plan including detailed maps of existing and proposed corridors and destinations, defining the character and dimensions of each segment; overlays with the MPO, RPO, and Chatham County transportation plan; design standards and codes as outlined above; a wayfinding/signage system; and a phased funding and implementation plan that defines the roles and responsibilities of the Town; County, State, and Federal transportation agencies; and private developers. A potential goal is to provide access to the trails system within ½ mile of every resident.

Figure 5.5 Chatham Park Planning Framework

One of the actions most supported by residents is to “acquire land for a regional trail along the Haw River”. Other priorities identified by workshop participants included trails and access to:

Parks, downtown, and schools US 15-501 corridor to Northwood US 64 Bridge Robeson Creek Greenway to Jordan Lake The Ag Center Gabriel’s Bend Jordan Lake Birding destinations Bed & Breakfasts, outfitters, and restaurants

A wayfinding/signage system was also mentioned as a top priority.


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Figure 5.6 Greenways and Trails Framework Plan

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2. Improvements to Existing Parks

Residents’ 3rd priority from the needs assessment is to add restrooms at existing parks. Additionally, the consulting team noted that there is a need throughout the parks system for improved bicycle pedestrian access, additional recreational opportunities, a balance between active and passive recreation opportunities, general park improvements, access for special needs populations, gathering spaces, and environmental education.

Similar to many other small towns, Pittsboro’s existing parks system has developed into a system of “venues”, each with a special purpose that meets residents’ needs Town-wide. For example, Town Lake Park could serve as the City’s signature central park; McClenahan Park could serve as an extreme sports complex; and Kiwanis serves as the Town’s children’s park. The Venues Model proposes to preserve the character of the Town’s existing parks, while making improvements to meet specific Town-wide objectives.

Figure 5.7 Venues Model of Existing Parks

Proposed park improvements fall into two categories: basic amenities and additional facilities. First, the Town should provide the following “basic amenity package” – based on residents’ needs and national trends - at all of the Town’s existing parks wherever feasible (physically and financially). Land development regulations should also require these amenities to be included in new parks constructed in new communities:

Safe and comfortable spaces Power, water, infrastructure for special events Multipurpose open lawns Shade trees & canopies Paved, multi-purpose trail All types of seating, including moveable tables and chairs Picnic shelters Playground for all ages Wi-Fi Drinking water fountains


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Outdoor fitness equipment Multi-purpose courts for basketball, tennis, and pickleball Restrooms Lawn games, such as horseshoes and bocce Splashpads ADA, universal access Sidewalk/ Greenway Access

Second, the Town should update and implement master plans for each of the parks. The needs assessment indicated that 80% of residents support “development of existing parks and recreation facilities”.

The proper design of new buildings – or improvements to existing buildings – is particularly important to the success of the Town’s parks. Park architecture is highly visible in most parks and conveys the Town’s image or brand through the building’s design. For example, the Chatham Community Library does more than house books. It’s an ideal place for community meetings, it hosts children’s activities and classes and is a center of research, learning, and art. It is a source of community pride and an enduring reflection of the community’s values. While a park restroom’s functions are less grandiose, the same source of community pride certainly still applies. While an architecturally elegant building and a purely functional one often cost about the same, the architecturally relevant one will add value to a place far beyond the value of the mundane functions it affords.

Figure 5.8 Example of Restroom Architecture: Wake County

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The scope of specific improvements to each of the Town’s parks needs to be determined through master planning processes for each park, involving local residents. Based on the findings from this study, such improvements could include the following:

Community House

The Community House serves as the Town’s special reception and meeting venue. The Town conducted a feasibility study of the Community House in 2012. The Executive Summary states that “the building is in good condition considering its age and frequency of use. The proposed interior renovations are primarily aimed at bringing the building into code compliance, updating finishes, and providing order to an inefficient floor plan on the north side of the building. The proposed site work includes new stone walls, concrete walks, extensive regrading, and the addition of a covered porch on the north side of the building. With the proposed changes, improvements, and additions, The Community House will be much better equipped to accommodate its frequent use well into the future.” Additional improvements and programs could include:

Additional parking Fitness and wellness classes Butterfly and/or meditation gardens Outdoor performance space Historical exhibits, programs, and artwork Extension of brick sidewalk and street trees to Hillsboro Street

Figure 5.9 Proposed Pittsboro Community House Improvements

Source: Town of Pittsboro/ Hobbs Architects, PA. (2012). Pittsboro Community House 2012 schematic feasibility report. Retrieved from http://pittsboronc.gov/vertical/sites/%7B512CE168-4684-4855-9CD9-7D209FE775E3%7D/uploads/Hobbs_Com_House_Report.pdf


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Kiwanis Park

Kiwanis Park serves as the Town’s destination playground venue. Phase 1 of Kiwanis Park improvements were constructed based on the 2009 Master Plan, below.

Figure 5.10 Kiwanis Master Plan (2009)

Figure 5.11 Kiwanis Park Conceptual Study circa 2016

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Additional improvements could include the following:

Expansion of playgrounds for children ages 6-11 More shade trees Better drainage for sandboxes Accessible swings, universal access Renovation of existing facilities

o especially safety surfacing Off-site parking

The Pittsboro Kiwanis Club has expressed a strong interest in expanding the playground area to incorporate pieces for older kids. An emphasis on universal design is a primary goal of the Kiwanis Club. A conceptual study of 2016 explored possible improvements to the park within the existing footprint, incorporating inclusionary play.

The following sketch illustrates potential areas for expansion:

Figure 5.12 Potential Kiwanis Park Expansion Area


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The Nolli Map below illustrates the breakdown of the gridded street network downtown as auto-centric development patterns began to dominate. Kiwanis Park as well as the surrounding neighborhoods would benefit greatly by a conscious effort to reconnect this street grid with missing connections for auto, bikes and pedestrians.

Figure 5.13 Downtown Pittsboro Nolli Map

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Mary Hayes Barber Holmes Park

Mary Hayes Barber Holmes Park serves as the Town’s passive, reflective venue; below is the site Master Plan. Additional improvements to consider include:

Adult fitness equipment Sensory trail Public art throughout, as originally conceived Restrooms Fitness programs Special events ADA accessibility to swings, play equipment pathways Sand volleyball or lawn games Enhanced landscaping on Millbrook Road including street trees and additional vegetation

along the steep slopes Lower canopy shade trees around the sculptural play elements for shade Trailhead transitional plantings to signal natural trail junctions with the asphalt trail Landscaping enhancements near the pedestrian stairwell Raw land to the west offers opportunities for expansion

Figure 5.14 Mary Hayes Barber Homes Park Master Plan


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McClenahan Park

McClenahan Park currently serves as the Town’s “court sports” complex. With the addition of the proposed skate park, the park could be redesigned as the Town’s “extreme sports complex”, which may require expansion of the park site. Potential improvements could include:

Retention/improvements to the existing tennis courts, including shade shelters Construction of the skate park Reconfiguration of the half-court basketball courts with a full-length court or relocate

basketball courts to accommodate the skatepark o The basketball courts would require subsurface geotechnical work and a complete

repaving to remain viable Partnership(s) with the Sheriff’s Dept., school, or others to provide joint use of adjacent

properties The tennis courts are in need of major subsurface geotechnical work and a complete

resurfacing to remain viable. Fencing, lighting and other existing infrastructure can be re-used.

The sketch below illustrates potential areas of expansion.

Figure 5.15 Potential McClenahan Park Expansion Area

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Town Lake Park

No master plan has been created for Town Lake Park. Additional improvements could include:

Commission a Site Master Plan for the Park Enhance as the Town’s central, signature park Increase levels of aquatic and terrestrial maintenance Expand Multipurpose field Canoe/kayak launch for upper lake Trail connections – complete loop around lake & improve trails

o Including a necessary road improvement leading to the 902 bridge per NCDOT’s direction

Parking Programs, classes Enhanced invasive species and noxious plant removal Improve capacity to manage water level

o Work to the dam/ exit riser is needed per a preliminary engineering study Increase Access to other parks, schools, greenways, and surrounding neighborhoods

Figure 5.16 Pittsboro Town Park Existing Conditions Map


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The following sketch illustrates potential additional improvements.

Figure 5.17 Town Lake Park Conceptual Study

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Rock Ridge Park

Rock Ridge serves as the Town’s natural, resource-based park. The original 2010 Master Plan (formerly Southern Park, shown below) included scope beyond the first phase of development. Additional improvements could include:

An environmental/nature center A 2nd playground Restrooms A multi-use field for futsal, soccer, and/or special events

Figure 5.18 Rock Ridge Park Master Plan (2010)


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Paige Vernon Park

Paige Vernon Park serves as an urban venue for rest and relaxation, outdoor dining, small special events, performances, and other urban activities. Potential improvements to enhance the space and lengthen visitor stays in downtown include:

Multiple public art projects Additional moveable tables and chairs Shade umbrellas or trellis Educational exhibits and brochures re: downtown shops and history

Lower Image of Bryant Park

Source:: https://www.goseekexplore.com/blog/the-beauty-of-nycs-bryant-park Moveable chairs and cafe tables let patrons create flexible spaces to best suit their needs.

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Robeson Creek Greenway

The Robeson Creek Greenway is a +/- 1,200 feet trail that stretches from Sanford Road to near the intersection of Small and Chatham Streets. Proposed improvements include:

Trail pavement Extend the trail to the Pittsboro Fairgrounds, the Beverage District and points east Widen the corridor if needed to minimize sections within the floodplain and to create more of

a linear park; some land is County owned

Robeson Creek Greenway Signage

“Pyle Park” – Salisbury St. Open Space

Pyle Park is a small parcel 2 blocks from Hillsboro Street in downtown Pittsboro, at the intersection of Rectory and W. Salisbury Streets as shown in the aerial photograph below. A master plan should be developed for the site, based on the findings from this study and input from surrounding neighbors.

“Pyle Park”- Salisbury St. Open Space


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3. Developing New Parks

In addition to improving existing parks, the Town should also develop new parks to meet the Town’s ten-minute walk goal, whether in the existing town limits or proposed new suburbs. This vision can be expressed as an “Equity Model” as illustrated below.

Figure 5.19 Equity Model for Proposed New Parks

Figure 5.20 shows the potential location of the new Local/Neighborhood Parks needed to meet the ten-minute walk (1/2 mile) goal.. Figure 5.21 shows the potential location of New Community Parks located approximately within 3 miles of residents.

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Figure 5.20 Proposed New Neighborhood/Local Parks


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Figure 5.21 Proposed Community Parks

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While the park improvements described above can be made incrementally, based on available funding and grants, the Town’s first priority should be to 1) acquire parkland to provide a local park with ½ mile (10-minute walk) of every resident living in Medium-Density Residential areas and 1 mile of every resident living in Low-Density Residential areas; 2) acquire parkland to provide a Community Park within 3 miles of every resident; and 3) update Land Development Regulations to require the same of new development. A dedicated funding source needs to be identified to permit the Town to acquire sites as they become available.

In addition to acquiring parkland and improving parks, the Town should also initiate conversations regarding how the Parks and Recreation Department should be organized and staffed to accommodate future growth, including park operations, maintenance, and programming.

For example, residents’ top priorities for recreation programs include community events, adult fitness and wellness, water fitness, canoe/ kayak/ paddleboard programs, and adult continuing education programs. Currently the town does not have a full-time programs coordinator who can work with the County, athletics associations, the YMCA, private instructors, and others to meet residents’ program needs. Conversations also need to address cost recovery goals, rental fees, and joint-use agreements with schools and providers of recreation facilities and programs. Eventually the Town should also develop the following classifications, policies, standards, codes, and metrics for parks and recreation:

Service Delivery Models and Classifications – How We Deliver our Parks, Programs, and Services

Organizational Structure, Staffing Plan – How We are Organized to Deliver Our Services

Interlocal Agreements and Partnerships – Who We Partner with to Deliver our Services

Maintenance Standards, Repair and Replacement Schedule – How We Maintain our System

Operations, Fees, Cost Recovery Goals – How We Operate in a Fiscally Responsible and Sustainable Manner

Design Standards – How we specify the construction of new and/or renovated facilities

Business Plans for Enterprise Facilities

Land Development Regulations and Codes – Role and requirements for developers in contributing to the parks and recreation system – How We Accommodate Growth in a Fiscally Responsible and Sustainable Manner

CAPRA National Accreditation Standards – How We Meet or Exceed the Standards of the Commission for Accreditation of Park and Recreation Agencies


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4. Aquatics Facility/ Walking Track

Residents’ top priority needs included indoor and outdoor pools, and water parks, for both recreation and fitness. There are no public pools in the Pittsboro Parks system, but there are private facilities in the area that offer memberships, including the Duke Center for Living at Fearrington (heated indoor pool); Briar Chapel Pools (competition pool, splash pad, activity pool); Heritage Hills Recreation Club (swim team); Swimming Lessons at the Pittsboro Swim Association/ Pittsboro Community Pool through Chatham County Parks & Recreation. In addition, the Jordan Lake State Recreation Area offers swimming at Ebenezer Point, Seaforth, Parker's Creek, and White Oak.

The developers of Chatham Park have also stated their intent to construct private pools to serve many of the community’s neighborhoods and are in conversations with the YMCA to provide at least one Recreation/ Aquatics center that would be open to the public on a membership basis.

The Town’s vision is to make sure that every resident has access to a Recreation/ Aquatics Center with a pool, indoor walking track, a gymnasium, and other facilities within approximately 3 miles of their home. For example, most residents on the east side of Town will have access to the proposed YMCA in Chatham Park. Eventually, a second center may be required to meet the needs of western Pittsboro residents. The Town’s vision for aquatics also includes splashpads at local parks. Figure 5.22 illustrates this “Hub & Spoke” model for providing Recreation/ Aquatics “hubs” and “satellite” facilities.

Figure 5.22 Hub & Spoke Model

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Figure 5.23 Proposed Aquatics Facilities


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The Town should meet with the YMCA - and/or other providers - to discuss potential partnership agreements to ensure that residents will have affordable access to Recreation/ Aquatics Centers. In addition to the YMCA, other providers and partners may include Chatham County, UNC/Chatham Hospital, the Community College, the County Health Department, Blue Cross/Blue Shield, and/or other providers and funders.

5. Athletic Fields

While Town residents did not rank athletics fields as a top priority, youth athletics association representatives indicated that there is demand for 2-3 times the capacity of existing fields. New families moving into Chatham Park will also probably increase the demand for athletic fields. However, demographic trends project only a slight increase in Pittsboro residents under the age of 18, while trends project a significant increase for residents over the age of 65. Currently Chatham Soccer “cobbles together” 16 fields throughout the County, using County, school, Town, and private facilities; Chatham baseball uses 4 fields at North Chatham, Horton, and Pittsboro Elementary Schools; and the football association uses high school fields. Lacrosse players use the same fields as soccer and football. Field Hockey leagues prefer turf fields which allow for faster play. Figure 5.24 below shows three conceptual “levels” of athletics fields.

Figure 5.24 Athletic Facility Levels

The lowest level, recreational facilities, is the most common type of athletic facility and requires the least amount of capital, staffing, maintenance, and programming. Recreational facilities are used for local recreational leagues and for pick-up games, generate very little revenue, and are usually subsidized by public agencies. The next level is competition fields, used by local teams for both practice and games. These fields often use a higher-grade turf than the recreational fields, have more amenities, and require a higher level of maintenance. At the top of the pyramid are the signature, multi-field tournament facilities, which require a great deal of capital, staffing maintenance, and programming. There is significant debate in the parks and recreation industry regarding whether these facilities generate adequate revenues to cover operational costs; most revenues are in the form of bed taxes from hotels, and sales taxes from restaurants, grocery stores, and retailers. Other than minimal field rental fees, often, very little income is returned directly to parks and recreation agencies to offset the very high maintenance and operations costs. Therefore, communities considering tournament facilities should first define clear expectations for cost recovery.

Therefore, the Town’s vision for athletics facilities is to provide recreation and competition fields to meet Pittsboro and Chatham County residents’ needs, but not to provide tournament-level facilities. In the long term, the County and/or the Convention and Visitors Bureau may wish to build a regional

Tournament Fields and Facilities

Competition Fields

Recreational Fields

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sports complex to attract sports tourism. Athletic facilities should be constructed within large, 50 – 100-acre multi-purpose parks rather than as stand-alone facilities.

A local example of competition athletics fields constructed within a park setting is the 92-acre Pleasant Park in the Town of Apex. According to the park’s designers, the Town desired for Pleasant Park to be memorable and sustainable. The fields are in the shape of minor league parks in the Carolinas that have direct ties to Apex. For example, the shape of one of the fields is similar to historic Legion Field in Gastonia, NC, the hometown of the Apex P&R Director. All fields are to be artificial, and the soccer fields will have subsurface stormwater storage, which will reduce the size of the pond area needed on-site. The park also provides basketball, tennis, and pickleball courts, a multi-purpose trail, picnic pavilions, a playground, cross country trail, multi-purpose lawn, and other park amenities.

Figure 5.25 Pleasant Park Conceptual Master Plan

To implement this vision, it is recommended that the Town form a coalition of sports providers and associations, similar to the focus group that convened to formulate this vision for Athletic Fields. Potential participants include representatives of the Pittsboro Parks and Recreation Advisory Board, Chatham County Parks & Recreation, Chatham Soccer League, East Chatham Baseball League, North Chatham Youth Lacrosse League, and other regional associations and recreation providers. The group should work together to prioritize athletics needs; identify potential partners such as County schools and the developers of Chatham Park; create standards for new athletics fields; and work with providers to increase field capacity. For example, Chatham Park has designated a site off of Pittsboro Moncure Road as a future park, to include athletics facilities.

Capacity can also be created by replacing natural turf with synthetic turf fields at existing parks; improve scheduling of existing fields; and add night lighting to existing fields. For example, lighted, multi-purpose fields could be potentially located at Town Lake Park and Rock Ridge Park, as suggested above


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The coalition could also work together to develop maintenance agreements between field providers and athletic associations. In addition to forming the coalition, the Town should determine the level of funding and staff resources it wishes to commit to meeting the need for athletic fields. The Town should also clarify the role and obligation of private developers in helping to meet the need for publicly accessible athletic fields within new communities, in order to accommodate growth and increased demand.

6. Natural Areas

The needs assessment indicated that the action “most supported” by residents is to “Acquire land to preserve natural areas”. The introduction to this chapter states that “the Town has the opportunity to form and shape its growth in a manner which is sustainable, resilient, and livable.” However, past experience from other high-growth areas throughout the Unites States shows that the opportunity to protect natural areas rapidly diminishes once the area is “discovered”, and property values begin to increase.

Currently neither the Town nor the County have established a comprehensive program to protect natural areas. Several organizations working to protect Pittsboro-area natural resources include the North Carolina Wildlife Resources Commission, the Triangle Land Conservancy, the Friends of the Lower Haw River State Natural Area, and the Chatham Conservation Partnership (CCP). Several years ago, the CCP and others identified high priority lands for protection, as shown in Figures 5.26 and Figure 5.27. Prioritization criteria was based on the “Green Growth Toolbox” and included an assessment of biodiversity, wildlife, water resources, forestry resources, and historic resources. Appendix A5.1 outlines the methodology used to prioritize lands for protection.

Natural areas can protect the area’s valuable natural assets, define the outer boundaries of the Town, and create a unique brand and identity for Pittsboro. The Town’s vision is to protect as many of these resources as possible through a combination of techniques, possibly including developer agreements; land development regulations; acquisition by public agencies; conservation easements; donations; stewardship; and best management practices.

The vision is also to be known as a regional outdoors recreation destination for whitewater paddling, birding, hiking, and general recreation. For example, segments of the Haw River are considered the best whitewater paddling in the Piedmont, and Jordan Lake is the one of the most visited State Park in North Carolina. In addition to outstanding natural features, a recreation destination also requires private outfitters, bed and breakfasts, restaurants, outdoor gear shops, and other businesses to provide the support services needed to create a rich and robust destination. The Town, County, and/or other entity would need to intentionally recruit such businesses and coordinate public and private services to meet the needs of users. An example is the Northwest Arkansas Razorback Regional Greenway, which is linking together “dozens of popular community destinations, six downtowns, and scenic lakes that provide additional opportunities for recreation along the way. The trail serves schools, hospitals, businesses, and other cultural amenities along the route. The new greenway will increase connectivity, drive economic development, improve residents’ health, and help make northwest Arkansas a more attractive place to live, work, and play.” https://altaplanning.com/projects/northwest-arkansas-razorback-regional-greenway/

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Figure 5.26 Biodiversity and Wildlife Assessment


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Figure 5.27 Priority Lands for Protection

Effective resource-protection programs typically require:

a dedicated source of funding an appointed committee to establish protection criteria; and review and prioritize lands for

protection a ranked list of lands for protection, based on the evaluation criteria

Examples of similar local programs include Wake County, Davidson County, and all municipalities within Wake County. One of Wake County’s goals is to protect a minimum of 30% of the county’s land area or roughly 165,000 acres. (http://www.wakegov.com/parks/openspace/Documents/Executive%20Summary.pdf)

Davidson, found that the next new wave of regional growth threatened rural and natural areas that the town had protected for decades. In response, the town adopted a new award-winning plan in 2016 to preserve 63 percent (2,000 acres) of its existing rural lands through the use of inventive, flexible, and replicable standards permitting walkable development in a variety of formats ranging from conservation zoning requiring 70 percent open space, to small-scale, mixed-use “hamlets.” (https://www.ci.davidson.nc.us/DocumentCenter/View/998/Davidson-Land-Plan-Part--2--3-VI-)

If the Town and County wish to proactively establish an environmental land protection program, several elements are already in place. For example, the previous Pittsboro Conservation Ordinance Committee members may be interested in serving on a natural lands protection committee; and the

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previous CCP evaluation criteria and ranking could serve as a starting point for a ranked list of lands for protection. However, the most important component is a dedicated funding source for both land acquisition and management. Potential funding sources include utilities (drinking water) taxes, fundraising, bed taxes, bonds, and sales taxes. Non-profit conservation agencies such as the Trust for Public Land can assist the County and the Town in establishing an environmental land acquisition program and evaluating various funding scenarios.

7. Downtown Park/ Cultural Arts

Traditional downtowns throughout the Unites States are struggling to survive against the influences of internet shopping and suburban retail development. There is just not enough market demand to support all three.

The 2014 Pittsboro Downtown Vision Plan states that the vision for downtown is:

“To develop a downtown district that will help promote our shops, recruit new business and offer and attractive an inviting center of commerce for not only the local community, but for the surrounding communities as well. This vision is intended to develop Pittsboro’s downtown district as a vibrant destination location that maintains Pittsboro’s historic charm and highlights our community’s commitments to the local cultural arts, the environment, and other ties to the surrounding agricultural community.

We hope to grow a town center that centralizes our government offices, bringing more people into the shopping area, houses a cultural arts center and outdoor park and amphitheater that will invite many from inside and outside the county to come enjoy our local arts and music, and offers attractive spaces for people to recreate, relax and stay awhile.”

The Town’s Main Street program, funded primarily through the Town of Pittsboro, was established to encourage downtown economic development. The Pittsboro Program is a downtown business driven project already receiving broad stakeholder involvement. The three pillars of the program are economic development, promotion and design.

Similar to the Downtown Vision, the parks and recreation vision is to provide parks, open spaces, and gathering spaces to retain the town’s unique character; foster unique dining, entertainment, and shopping experiences as alternative to the internet and suburban shopping centers; and to serve as Pittsboro residents’ central gathering space for festivals and special events.

The parks and recreation vision includes small parks and open spaces, such as Page Vernon Park, to enrich the downtown experience; and a large downtown park to serve as the Town’s central gathering space, perhaps in conjunction with an indoor performing arts center. Potential activities and events - many of which were requested in the on-line needs assessment survey - could include:

Performing arts - indoor and outdoor Farmers market – covered with utilities Indoor and outdoor rental space Visual arts Visitor center


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Special events, festivals, and movies – indoor and outdoor Museums and civic buildings Perimeter walk Public art Fountains Spray park Food trucks Buskers

It bears pointing out that the new Mosaic at Chatham Park mixed use lifestyle center north of town will contain many of the elements above in order to try to recreate a village atmosphere and an environment which creates an experience where people will want to linger, shop, and socialize. Market principles are driving the investment in the public realm there. The same principles can be consciously applied to Pittsboro’s Historic Downtown while specifically emphasizing the essential character of the existing downtown culture. In many respects that’s the essence of the Main Street Philosophy.

The proposed downtown park should be located near the historic Chatham County courthouse, the most prominent downtown landmark; or as a second downtown “anchor”, several blocks to the north. Shopping malls incorporate a similar anchor concept into their design, providing major destinations at either end of the mall (typically large department stores), with interesting smaller shops and things to do in between the anchors.

Example of a downtown park, Philadelphia

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5.4 VISION SUMMARY

Figure 5.28 illustrates the Long-Range Vison for Pittsboro’s Parks and Recreation System, including existing and proposed local and community parks; recreation and aquatics centers; and trails and greenways. It is a vision that has the potential to form the framework for a livable, resilient, and sustainable community, and to create a world class public realm that meets the needs of existing and future residents; protects natural resources; creates an interconnected network of bikeways and trails; and generates multiple economic, social, and environmental benefits for the community.


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Figure 5.28 Long Range “One Pittsboro” Parks and Recreation Vision.

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5.5 ESTIMATED CAPITAL, OPERATIONS AND MAINTENANCE COSTS

Following are estimated costs to acquire, develop, operate and maintain the parks and recreation vision outlined in the previous section. It is important to note that:

1. Costs are “order-of-magnitude, planning level” costs based on comparable facilities, available data, and general assumptions. The Town will need to conduct detailed, preliminary design and engineering studies for proposed improvements prior to establishing specific project budgets.

2. It is not assumed that the Town will incur these costs unilaterally. As discussed in the next section, it is anticipated that implementation of the long-range parks and recreation vision will also be the responsibility of developers, County and State agencies, non-profit organizations, and other partners. For example, implementation of the Chatham Park parks and recreation system is estimated to cost approximately $100 - $200 million alone.

Estimated Land Acquisition and Capital Improvement Costs

Proposed Improvement

Quantity Unit Cost Subtotal Notes

1. Bicycle/ Pedestrian Connectivity

Trails and Bikeways Master Plan

1 $75,000 $75,000

Sidewalks and Side paths 8.4 miles $400,000 $3,400,000 Multi-purpose Trails/Greenways

75 miles $1,000,000 $75,000,000

Signage and Wayfinding Master Plan

1 $50,000 $50,000

Signage and Wayfinding System

Lump sum $200,000 $200,000 Allowance

2. New Parks Land Acquisition for New Neighborhood Parks: 10-minute walk goal in Medium Density areas, 1-Mile in Low Density areas

22 $100,000 per acre

$22,000,000 Average 10 acres each

Development of New Neighborhood Parks

22 $2,000,000 $44,000,000

Land Acquisition for New Community Parks: Within 3-miles of every resident

2 $50,000 $10,000,000 Average 100 acres each

Development of New Community Parks, including proposed Chatham Park parks

4 $35,000,000 $140,000,000


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Conceptual Master Plans for Existing Parks

6 $50,000 $300,000

3. Improvements to Existing Parks Community House Improvements

Lump Sum $500,000 $500,000 Allowance

Kiwanis Park Improvements Lump Sum $1,000,000 $1,000,000 Allowance Mary Hayes Barber Holmes Park Improvements


McClenahan Park Improvements

Lump Sum $500,000 $500,000

Allowance, not including additional land acquisition

Town Lake Park Improvements

Lump Sum $2,000,000 $2,000,000 Allowance

Rock Ridge Park Improvements

Lump Sum $2,000,000 $2,000,000 Allowance

Paige Vernon Park Improvements


Robeson Creek Greenway Improvements

1 mile $1,000,000 $1,000,000 Allowance

Pyle Park Improvements Lump Sum $250,000 $250,000 Allowance

4. Aquatics Facility/ Walking Track

Partnership Contribution for Recreation/ Aquatics Centers

To be determined; YMCA and County likely to be lead providers

Splashpads at Kiwanis, Town Lake, Rock Ridge Parks

Included above

5. Athletic Fields

Construct multi-purpose fields at Town Lake Park, Rock Ridge Park

Included in costs of improvements to existing parks

Partnership Contribution for Large, Multi-purpose Park with Athletic Fields

Lump Sum $35,000,000 Apex Park cost approximately $37M

6. Greenways and Natural Areas

Greenprint Lands Acquisition *Alternatives to acquisition include conservation easements, public access agreements

11,000 acres $25,000 $275,000,000

Acreage based on previously prepared Greenprint Program

7. Downtown Park/ Cultural Arts

Small Urban Parks 4 $500,000 $2,000,000 Allowance New Downtown Park 1 $10,000,000 $10,000,000 Allowance

Figure 5.29 Proposed capital improvement costs.

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Estimated Operations and Management Costs

Currently the Town spends approximately $324,000/ year for parks and recreation operating costs, equaling approximately $71 per resident. The Town employs 1 full time parks and recreation staff person.

The National Recreation and Parks Association estimates that the typical park and recreation agency has annual operating expenses of approximately $78 per capita, and 7.9 FTEs on staff for each 10,000 residents in the jurisdiction served by the agency (see Appendix A5.2, 2018 Agency Performance Review Report). Based on the Town’s projected build-out population of approximately 60,000 residents, projected operating costs will increase to approximately $4.7 million per year within the next 30 years using the NRPA metrics. Parks and recreation staff would increase to approximately 48 employees to manage the Town’s parks and recreation system at build-out, assuming that the Town assumes full responsibility for the operations, programming, and maintenance of the entire system.


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6.0 IMPLEMENTATION STRATEGY

The cost estimate in the previous section projects that the costs of land acquisition and development will exceed hundreds of millions of dollars over the next 30 years; and that annual costs for staffing, programming, operations, and maintenance may increase to as much as +/- $4.7 million per year at build-out. To put this in perspective, the Town’s total current budget is approximately $4.5 million.

Therefore, successful implementation of the vision will require a phased, multi-faceted implementation strategy that includes:

Additional Parks Planning Staff, and a Parks and Recreation Department Strategic Plan for operations, programming, and maintenance;

A 25-Year Funding Plan that includes multiple sources of capital funding for parkland acquisition and development;

Updated Subdivision Regulations to require new development to help meet the parks and recreation needs of new development; and

Partnerships with Other Agencies to meet needs for parks, recreation facilities, trails, and conservation lands

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6.1 ADDITIONAL PARKS PLANNING STAFF AND PARKS AND RECREATION DEPARTMENT STRATEGIC PLAN

The Town should hire 1-2 additional parks and recreation staff in the near future to begin implementing this Master Plan. Initial staff priorities would include the development of the Funding Plan, Strategic Plan, Updated Subdivision Regulations, and Partnerships.

Once the new staff have been hired, the Town should then initiate the Parks and Recreation Department Strategic Plan to determine the most appropriate model for organization and service delivery. For example, some communities prefer to provide all services internally, including management, operations, programming, and maintenance. Other agencies prefer to contract as many of these services as possible with other agencies, associations, contractors, and/or other providers. Homeowner Associations should also assume some of the responsibilities for operations and maintenance, as discussed below. During the Strategic Planning process, Town staff and elected officials should visit the parks and recreation departments of other small and medium sized cities to better understand alternative service-delivery models.

6.2 DEVELOPMENT OF A 25-YEAR FUNDING PLAN

The Town currently funds parks and recreation capital improvements primarily through “pay-as-you-go” sources such as the general fund and grants. The Town’s fiscal policy states that:

“The Town of Pittsboro recognizes the foundation of any well-managed debt program is a comprehensive debt policy”, including:

1. The Town will confine long-term borrowing to capital improvement or projects that cannot be financed from current revenues except where approved justification is provided.

2. Debt issuance will not be used to finance current operations or normal maintenance. 3. The Town will utilize a balanced approach to capital funding utilizing debt financing, draws

on capital reserves and/or fund balances in excess of policy targets, and current-year (pay-as-you-go) appropriations.

4. When the Town finances capital improvements or other projects by issuing bonds or entering into capital leases, it will repay the debt within a period not to exceed the expected useful life of the project. Target debt ratios will be annually calculated and included in the review of financial trends.

5. Where feasible, the Town will explore the usage of special assessment, revenue, or other self-supporting bonds instead of general obligation bonds.

6. Whenever possible, the Town will first attempt to fund capital projects with grants or developer contributions.”


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It is doubtful that current and projected tax revenues will be adequate to fund the new parks, recreation centers, sports fields, and aquatics facilities required to meet the needs of both new and existing residents over the coming years. Current deficiencies should be corrected, and new facilities should be developed concurrently with new growth in order to avoid a decline in level-of-service. Therefore, the Town should work with the developers of Chatham Park and other providers to plan a 25-year, phased funding plan based on 1) anticipated housing starts and population projections; and 2) the following level-of-service standards:

PARKS/FACILITIES LOS METRIC Park Acreage Developable Parkland

(does not include any lands that cannot be developed for active recreation use such as wetlands, water bodies, storm water facilities, or conservation lands)

18 acres per 1,000 residents *Existing Pittsboro LOS is 18 acres of developable parkland / 1,000

Recreation Centers 1.5 square feet of Indoor Recreation Space per resident

Access A 10-acre Local Park within a 10-minute walk (1/2 mile) of every resident

A large Community Park, Recreation Center, and Aquatics Facility within a 3-5-mile drive of every resident

Facilities: (based on NRPA Benchmarks, Pittsboro Needs Assessment Survey)

Swimming Pools 1 Pool/ 15,000 residents *NRPA Benchmark is 1 outdoor pool/33,000 residents; however indoor/outdoor pools and lap lanes are a high priority need for Pittsboro residents

Playgrounds 1 Playground/ 2300 residents Diamond Athletic Fields 1 Field/ 3200 residents Multi-purpose Rectangle Fields 1 Field/ 3200 residents Tennis Courts 1 Court/ 4300 residents Basketball Courts 1 Court/ 3900 residents Dog parks 1 Dog Park/ 9700 residents

Figure 6.1 Facilities and LOS metrics

These LOS standards should be monitored and updated as necessary to reflect residents’ needs. It is anticipated that the funding plan will include a combination of funding sources – consistent with the Town’s fiscal policy – including general fund revenues, developer contributions, special assessments, local option sales tax, grants, and bonds.

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6.3 UPDATE OF SUBDIVISION REGULATIONS

As reported in Section 3 of this report, the Town’s Unified Development Ordinance (UDO) and Subdivision Regulations do not clearly define the role of developers in meeting the parks and recreation needs of new residents. The Town should work with a qualified planning consultant to help draft the UDO sections relevant to Parks, Recreation, Greenways, and Open Space in order to codify the broad guidance provided in this plan, including the following recommendations:

Roles and Responsibilities

The Town of Pittsboro’s role in implementing the Parks and Open Space Vision should include:

Planning, acquisition, development, and maintenance of Citywide Parks, Trails, and Sidewalks Planning and facilitation of Indoor Recreation Centers and Swimming Pools through public

and/or private partnerships Administration of an Impact Fee Ordinance or other mechanism(s) for new development to

share in the costs of new Regional Parks, Trails, Recreation Centers, and Pools required to meet the needs of new residents

Acquisition development, and maintenance of Conservation Lands Facilitation of Local Parks through Subdivision Regulations

The Developers’ role in implementing the vision, as outlined in the Town’s Subdivision Regulations, includes:

Planning, designing, and building new Local Parks in accordance with the Town’s vision and prototype, to meet the needs of new residents

Maintaining the new Local Parks, and/or delegate responsibility to Homeowners Associations Protecting Conservation Areas Building a local sidewalk and trails system to provide access to the Local Parks and

Conservation areas, and connecting to the Citywide Trails System Dedicating a proportionate share of land and/or funds to help pay for Citywide Parks required

to meet the needs of new residents

Basis of Developer Contribution

New development in Pittsboro should be required to provide parkland and construction funding equal to the Town’s existing/committed Level of Service for parks and open space, in accordance with the following formula:

’

, ,

=

’

, ,


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Framework to Ensure the Provision of Public Recreation Lands

The following chart outlines the responsibilities of the Town and developers to implement the Town’s vision for public recreation lands.

VISION ELEMENT

TOWN ROLE, RESPONSIBILITIES DEVELOPER ROLE, RESPONSIBILITIES

Local Parks Update UDO with new LOS requirements, prototypes

Update subdivision regulations with new LOS requirements, prototypes, including the minimum acceptable size of a Local Park, Access Standards (number of developed frontages, utility stub out requirements, etc).

Develop and maintain publicly accessible Local Parks to meet the needs of new residents

If development is too small to accommodate minimum requirements: contribute funding to offset proportionate costs of new residents

Community Parks Plan locations of new Community Parks

Acquire land

Develop and maintain new Community Parks

Provide or facilitate recreation programs through leagues, associations, or other providers

Large developments: partner with County to plan and build new Regional Parks

Small developments: contribute land and/or funding to offset proportionate costs of new residents

Indoor Recreation Centers, Pools

Plan locations of new Centers and Pools

Acquire land and develop new centers and pools; or partner with other providers

Provide or facilitate recreation programs through leagues, associations, or other providers

Contribute land and/or funding to offset proportionate costs of new residents

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Sidewalks and Trails

Plan sidewalks and trails system as part of the Town’s long range Comprehensive Transportation Plan

Build sidewalks as part of a Town-wide Complete Streets network

Plan and build a trails system

Update subdivision regulations as needed to require that new developments provide a sidewalks and trails network that connects to the Town and County system, including prototypical street and trail cross-sections

Construct and maintain sidewalks and trails network that connects to the Town and County system, in accordance with land development regulations and prototypical street and trail cross-sections

Conservation Lands

Initiate a Conservation Land Acquisition Program for the Town of Pittsboro that includes development of acquisition criteria; mapping of priority lands; and a dedicated funding source for acquisition and management

Protect natural areas as required by the Town’s subdivision regulations

Figure 6.2 Responsibilities of Town and developers for implementing Vision.

Partnerships with Other Agencies to Meet Regional Needs

In addition to adding Parks Planning Staff, developing a Parks and Recreation Department Strategic Plan, developing a 25-Year Funding Plan, and updating Subdivision Regulations, the Town should also strengthen and expand relationships with other agencies. Many of the initiatives discussed in the long- term Parks and Recreation Vision require partnerships between the Town and other agencies. Town staff should:

Work with the Town’s Public Works and Engineering Departments to update roadway design standards to include complete streets and bicycle/pedestrian facilities

Work with the Chatham County MPO and RPO to develop a Trails and Bikeways Master Plan for the ETJ, including integration with transit access to Town parks and other key destinations

Work with the Town’s Planning Department and consultants to develop park prototypes, and update the UDO and subdivision regulations

Work with Chatham Park and other land owners to develop the Haw River Greenway Work with consultants to develop Master Improvement Plans and cost estimates for the

Town’s existing parks Work with Chatham Park, the County, and other agencies to Identify locations and acquire

land for new local and community parks


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Work with the YMCA, Chatham Park, and/or other recreation/aquatics providers to plan new Recreation and Aquatics Centers. Other providers and partners may include Chatham County, Chatham Park, UNC/Chatham Hospital, the Community College, the County Health Department, and Blue Cross/Blue Shield.

Work with a coalition of sports providers and associations to prioritize athletics needs; identify potential partners such as County schools and the developers of Chatham Park; create standards for new athletics fields; work with providers to increase field capacity; develop maintenance agreements between field providers and athletic associations; and determine the role of the Town, County, private developers, and associations in meeting the need for athletic fields.

Work with environmental groups and conservation organizations to create a natural lands protection committee (e.g. the Pittsboro Conservation Ordinance Committee) to establish an environmental land protection program; use the previous CCP evaluation criteria and ranking as a starting point for a ranked list of lands for protection; identify funding sources for land acquisition and management; coordinate efforts with the national conservation organizations such as the Trust for Public Land

Work with downtown merchants and property owners to identify and assess the feasibility of acquiring alternative sites for a downtown park

6.4 SHORT-TERM ACTION PLAN

Following is a summary of short term implementation actions the Town can take over the next 1-2 years without the need for extraordinary funding sources:

Hire 1-2 Additional Parks and Recreation Staff to begin implementing this Master Plan.

Develop a Parks and Recreation Department Strategic Plan to determine the most appropriate model for organization and service delivery now and in the future

Update the Unified Development Ordinance and Subdivision Regulations to incorporate the recommendations and standards from this plan

Begin the Development of a 25-year, Phased Funding Plan based on anticipated housing starts, population projections, and new level-of-service standards

Hire a Consultant to Develop the Citywide Sidewalks, Bikeways, and Trails Master Plan, establish prioritization criteria, and design and implement top priority corridors based on available funding

Develop and Implement Master Plans for the City’s Existing Parks, including prioritization criteria, design, and construction of new restrooms and other top priority improvements based on available funding

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Begin to Plan a future Recreation and Aquatics Center, working with partners such as the YMCA, Chatham Park, and/or other recreation and aquatics providers

Expand the “Area Recreation Providers” Page of the Town’s Parks and Recreation Website to list the recreation programs being offered by other providers

Meet with Other Recreation Program Providers to determine their interest in meeting Pittsboro residents’ priority program needs including adult fitness and wellness programs, water fitness programs, kayak/ canoe/ paddleboard programs, and nature programs/environmental educations; and hire or contract with a Town Program Coordinator to facilitate, manage, and/or offer programs not available through other providers

Identify and Acquire Sites for Local Parks within the Town’s Corporate Limits, ideally at least 5 acres in size, to provide equitable 10-minute access for all residents

Figure 6.3 List of short-term actions