Plan Component: Parks and Recreation Brief Overview The Town of Waxhaw recognizes the important role that parks and recreation opportunities play in maintaining a high quality of life for its residents. While the Town has taken many steps to implement parks and recreation recommendations from the 2009 Comprehensive Plan and the 2012 Parks, Recreation and Cultural Resources Master Plan, many of those recreational needs remain unmet. As the Town has grown from a small community of several thousand to a place with a population over 15,000 in just over a decade, it has been difficult for the Town to achieve the standards set forth by the Commission for Accreditation of Park and Recreation Agencies (CARPA), utilizing primarily volunteers during that significant period of growth. According to the 2012 plan, the Town lacks land dedicated for parks, including land for active recreation, greenways, open space and natural protection. The Town’s current facilities include:  Carolina Thread Trail  David G. Barnes Children's Park  Sk8 Park  Dare Steele Garden  South Providence School Exercise Loop  Water Tower Open Space  Town Creek Park  H.C. Nesbit Park  Downtown Park Development  The Meeting Place

Parks, Recreation and Cultural Resources Master Plan Adopted Park System Standard (pg. 20):  



11 acres per 1,000 residents for parks; and 17 acres per 1,000 residents including dedicated open space; and Town-wide greenway system-with 1/2 mile access points from every residence

Supply and Demand from Parks and Recreation Plan (pg. 17) Current Supply: 32 acres Current Demand: 155 acres Current Gap: 123 acres Future Demand (2035): 279 acres (124 additional acres )

Estimated 2035 Demand Based on Updated Population Estimate: Assuming a current population base of 15,000 residents (Town estimate): 2035 Demand Growth Rate 2035 Population

11 Acres 17 Acres per 1,000 Residents per 1,000 Residents

2%

22,289

245

379

2.5%

24,579

270

418

3%

27,092

298

461

Parks, Recreation and Cultural Resources Master Plan Goals (pg. 28):    

Ensure sound governance of park, recreation and cultural facilities. Promote Waxhaw as a quality and attractive place to live, visit and recreate. Improve athletic, leisure and cultural programming for residents of all ages. Increase community awareness of recreation, cultural and historical amenities.

Adopted 2030 Comp Plan Goals and Strategies: GI Strategy 2.1.4: Establish level of service standards for police, fire, and park facilities provided by the town. These standards can serve as a long-term tool for determining priorities among needed public facilities. GI Strategy 2.3.1: Consider developing an exaction system where developers directly provide infrastructure improvements (schools, transportation, parks, pedestrian and bicycle improvements, etc.) needed to service their development. The program should include a fee-in-lieu option as an alternative to providing infrastructure improvements. GI Policy 3.3: Develop an interconnected system of sidewalks, bicycle paths, and greenways. Create an interconnected network of sidewalks, bicycle paths, and greenways between neighborhoods, activity centers, parks, and other local destinations, as well as to future transit stops. GI Strategy 3.3.2: Using the database identified in GI Strategy 3.3.1, develop a plan for a system of sidewalks, bikeways, and greenways. Identify critical gaps in the system and set priorities for addressing the gaps. GI Strategy 3.3.3: Develop a capital improvement funding strategy for addressing identified gaps in the sidewalk, bikeway, and greenway system. GI Strategy 3.3.4: Amend the town’s development ordinance to require installation of pedestrian and bicycle facilities as components of new development, redevelopment, and road improvement projects, where possible. New facilities should tie into the planned system of sidewalks, bike paths, and greenways, and should connect residential areas to neighboring commercial and employment centers. QL Policy 3.2: Provide more parks and outdoor recreation areas. Waxhaw will work to develop more parks and outdoor recreational spaces and sports fields. QL Strategy 3.2.1: Amend the town’s development ordinance to require residential developments to include parks and greenways/bike paths in all new developments. QL Strategy 3.2.2: Work with developers of employment and commercial mixed-use activity centers to encourage development of public green spaces and park areas within the developments. QL Strategy 3.2.3: Pursue opportunities to acquire new public parks, as generally designated on the Future Land Use Plan map. Develop a plan to fund acquisition of parklands, design and construction of park amenities, and long-term maintenance of parks. QL Policy 3.3: Create an interconnected network of parklands, greenways, and open spaces that link residential neighborhoods, commercial and employment centers, downtown, and other community destinations. QL Strategy 3.3.2: Using the database of parks and open space and the database of greenways, sidewalks, and bike paths, develop a plan to connect parks and green spaces to the planned greenway/sidewalk/bike system.

Steering Committee Discussion Topics Topic #1: A significant investment is required to meet the demand for athletic fields / facilities and programs identified in the Parks and Recreation Plan and additional investments are needed to prepare for growth in demand in future years. Observations and Ideas  Exisitng fields are operating at capacity, which limits growth opportunities.  The Waxhaw Athletic Association has experienced a steady 20 percent annual enrollment increase.  Structured athletic fields are unlikely to be included “organically” in new residential developments, leaving this responsibility to local governments.  Opportunities may exist to partner with other local governments to develop a regional athletic facility. What role should the town take in this? What about location (generally)?  Organized athletic programs draw participants from throughout the region, not just residents of the Town of Waxhaw.  Develop new programs (ie: interest in Lacrosse) that are not currently offered in the community to attract a wider range of participants.  Explore opportunities to develop facilties that can accommodate multiple types of sporting events, which will allow a greater degree of utilization and return on investment.  Need to ensure gender equity in field development – equal investment in single purpose facilities for gender specific sports.  Should programming and field development be centered primarily on youth sports? How are organized adult sports accommodated? Topic #2: Park facilities should be distributed throughout the town in a spatially equitable manner; ensuring access for all of the town’s residents. In addition to spatial distribution, accessibility also depends on the ability to travel safely to nearby park facilities. Observations and Ideas  A significant number of the recently developed recreational facilities in town are located within planned neighborhoods. While this ensures good accessibility to residents of the neighborhood, most are private facilities owned and operated by HOAs, leaving nearby residents who live just outside of those neighborhood without access to these facilities.  How should private recreation facilities in planned developments be accounted for when measuring the distribution of neighborhood parks?  There is an implied service area radius of 1/2 mile for neighborhood parks in the Parks and Recreation Plan. Is this a reasonable distance and attainable with available funding?  Develop a land aquisiton plan to place neighborhood and community scale parks in strategic locations based on the recommended service area radii established in the Parks and Rec plan.  Safe Routes to Parks –prioritize the development of sidewalks, bike paths and greenway connections from residential areas to parks, with a particular focus on connecting underserved or disconnected residential areas to public parks.

TOPIC #3: Significant emphasis was placed on greenway trail development in recently adopted plans, as reinforced by public survey results which identified this type of facility as the top need in the community. Observations and Ideas  Many of the recently developed neighborhoods in town contain walking trails that are private and owned by the neighborhood HOA.  Should the town approach HOA boards with offers to accept dedication / transfer of properties containing existing trail infrastructure to expand the public trail network?  Require the development and dedication of publicly accesible trails as outlined in the Carolina Thread Trail and Pedestrian plans in conjunction with new development.  Prioritize sidewalk construction to close hard to fill gaps and make strategic connections in the trail network.  Develop public access points in locations that place the maximum number of homes within ½ mile of a trailhead.  Prioritize the acquisition of land for, and construction of, the Twelve Mile Creek section of the greenway, which serves as the backbone of the Town’s overall trail network.  Connection to Lancaster County provides the opportunity to develop a truly regional trail network.  Grant funding from Carolina Thread Trail can be used to fund planning, design and construction of priority sections of greenway outline in the CTT plan.  Establish annual targets for easement or land acquisiton. Focus acquistion efforts on Twelve Mile Creek, while also seeking opportunities to acquire land / access to make other connections.  Dedicate funding annually for trail consrtuction in the budget.  Design, fund and construct trailheads with parking and restroom facilities in strategic locations along the trail network. Colocate with park facilties where possible.  Plan for emergency access to the trail network. TOPIC #4: Organizations outside of the umbrella of town government can play a valuable role in filling the town’s needs for parks and recreation facilities and programming. Observations and Ideas  Union County – regional coordination, promotion, grants, regional facility development / funding.  YMCA – Programming, aquatics, indoor facilities, health and wellness, afterschool programs.  WAA – Athletic programing, maintenance funding.  Union County Schools – Joint use of exisitng athletic fields and joint facility development. Collaborative funding for expanding field types offered for organized athletics. (note that most athletic fields in the area are located at schools that are outside of Waxhaw’s town limits)  Carolina Thread Trail – Partnership on land acquisition, trail construction funding, maintenance and upkeep, planning and engineering.  Hospital – health and wellness programming.  County Health Department – health and wellness programming.  Homeowners Associations – dedication of existing faciltiies, joint use agreements.  Churches – development of parks and athletic fields on underutilized land – joint use of fields.

TOPIC #5: Standards are needed to help guide the development of parks and recreational facilities in conjunction with new residential development. Observations and Ideas  Make fee-in-lieu an option in the UDO - integrate changes in new UDO  Land / facility dedication vs. fee-in-lieu. Who chooses?  Ordinance standards are needed for the types of facilities to be developed.  Need to require land dedication in areas with low levels of service vs. fee?  Fee option should be based on land aquistion costs at rate of 11(17) acres per 1,000 residents.  The resulting fee is equal to estimated future population of the development based on 11(17)/1,000 ratio.  Should the town provide for bonus density or other dvelopment considerations for land dedication?  Development in areas where trails have been identified in planning documents need to dedicate land and construct trail facilities (or town can accept land and construct the trail segment). TOPIC #6: The town owns land on Waxhaw–Marvin Road that was initially purchased for the purpose of developing a community scale park. The future plan for the site is in some question now, but this is a valuable asset that the town needs to take advantage of. Observations and Ideas  Proximity to Nesbitt Park is an issue for the equitable spatial distribution of community parks.  Is there a potential opportunity for a land swap for a simialry sized tract in a location that will achieve better spatial distribution of community scale parks?  The property may provide an opportunity to develop a park that is not focused on organized athletic facilities and programming.  Potential for use for other services – public works, fire department, cultural facilities and programming in addition to, or instead of a park. TOPIC #7: There is significant pressure and a growing demand for the development of active recreational facilities, such as structured fields for organized athletics. Balancing this demand with the need to provide passive open space and facilities for activities other than organized athletics will be a challenge. Observations and Ideas  Recent funding initiatives have been heavily weighted toward land acquisiton for sports fields.  Match the development of structured athletic fields / venues with equal funding toward the acquisition of land and development of passive recreational areas until the needs for passive recreational facilties is met.  Provide equal funding for programs focused on organized athletics and providing opportunites for unstructued / alternate recreation.  How can the town ensure that facilities are being developed to serve the broad range of age groups and ability levels of Waxhaw’s residents?  Can requred open space set-asides in new developments fill the gap for unstructured recreational space?

TOPIC #8: Planning for the acquisition of land (including timing and funding) for park facilities is necessary to ensure that sufficient funds are set aside to achieve the acreage goals outlined in the Parks and Recreation plan. Observations and Ideas  Establish a dedicated capital reserve for land acquisition with an established, recurring, annual funding through property tax revenues.  Capital funding shuld be sufficient to acquire at least enough land necessary for a neighborhood scale park every 3-5 years.  The acquisition and development of community scale or larger parks could be financed by general obligation bond revenues given the scale of the investment necessary to acquire and develop these facilities.  Should funding priorities be for neighborhood or community scale parks?  Land acquisition strategies should focus on developing park facilties in underserved areas of town.  The town should actively seek donations of land in areas that meet the spatial distribution goals of park facilities.  While potentially valuable for other purposes, the donation or dedication of remnant lands (such as floodplains) should not be relied upon heavily to meet park acreage goals.

TOPIC #9: Developing the right mixture of programs is critical to ensuring that the town receives a good return on its investment in park facilities. Currently, programming of organized athletics is primarily the responsibility of outside organizations, while the town focuses its programming efforts on other recreational activities. Could such programs be better managed by the town? Observations and Ideas  Question – if sports leagues remain private, what role should the Town have in developing and maintaining an extensive network of structured athletic fields?  Moving the programming responsibility for organized athletics to the Town’s Parks and Recreation Department would provide the opportunity for full time professional management of leagues and associated matters, such as field maintenance.  The current fee structure could be supported for in-town residents with premiums for participation by residents outside of town.  Town sports programming could provide opportunities for the subsidy of participation for youth from low resource households.  Ability to supplement participation growth through tax revenues.  Opportunity to expand the number of sports offered to residents – growing demand for organized sports other than those currently offered in the area.

Parks and Recreation Topic Supplemental Materials (Excerpts from adopted Parks and Recreation Plan)

Figure 3-1: Existing Facilities Owned/Maintained by the Town of Waxhaw

13

Harvey Clay Nesbit Park

South Providence School Park

Skateboard (SK8) Park

David G. Barnes Children’s Park

Dare Steele Garden

Figure 3-2: Existing Private/Regional Facilities

14

Anne Springs Close Greenway

Museum of the Waxhaw’s

Siskey Family YMCA

Cane Creek Park

Jesse Helms Soccer Complex

Monroe Aquatic and Fitness Center

Figure 4-1: Existing Facilities 1/2-mile and 3-mile Level of Service

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Future Demand

In order to forecast future demand for recreation facilities, a population estimate is needed. Given the historic and anticipated continued growth of Waxhaw a population growth multiplier of 121% was used to forecast population to 2035. This figure is consistent with the Mecklenburg-Union Long Range Transportation Plan 2035. If Waxhaw continues to grow at the same rate and pace as the rest of Union County the Town can expect the population to be 18,670 in the year 2035. Table 4-3 illustrates the current and future demand for recreational acreage based on population figures and the existing and future Level of Service for recreation facilities in Waxhaw:

Facility

(Acres)

Current Demand

(Based on 2010 Population)

Current Gap (Acres)

Future Demand

(Based on 2035 Population)

Future Gap

Sports Fields

27

44

17

79.2

52.2

Courts

.3

3

2.7

5.4

5.1

Outdoor Recreation

.5

85

84.5

153

152.5

Leisure

.6

8

7.4

14.4

13.8

Other Recreation Facilities

3.5

15

11.5

27

23.5

TOTAL

Current Supply

32 acres

123 acres

(Acres)

124 acres additional

Table 4-3: Current and Future Recreational Demand

For the Town of Waxhaw to fulfill 2035 Future Demand it would require the following type and number of facilities (in total) for the future population: • 18 soccer fields • 12 baseball fields • 18 tennis courts • 17 basketball courts • 2 volleyball court • 4 shuffleboard courts • 3 skate parks • 44 miles of nature trail • 19 miles of paved trail • 2 pools • 8 acres of outdoor event space

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CHAPTER 6: Park, Recreation, and Cultural Resources Master Plan Recommendations This section outlines recommendations and specific implementation strategies to achieve the town’s stated goals. Goals • Ensure sound governance of park, recreation and cultural facilities. • Promote Waxhaw as a quality and attractive place to live, visit and recreate. • Improve athletic, leisure and cultural programming for residents of all ages. • Increase community awareness of recreation, cultural and historical amenities. Of note, this plan does not address or suggest the number or type of facilities (playgrounds, ball fields, etc) that should be constructed. It is designed to provide a holistic approach towards creating a successful park, recreation and cultural resources system based on existing and future demand and prioritized by community values.

Governance Goals, Recommendations & Strategies Goal #1: Ensure sound governance of park, recreation and cultural facilities. Recommendation: Establish a Park, Recreation and Cultural Facilities Department. Strategy: The first recommendation of the Plan is for the Town of Waxhaw to create a Park, Recreation and Cultural Facilities Department. To establish the department, the Town Manager should submit a resolution for the establishment of a Park, Recreation and Cultural Facilities Department to Board of Commissioners for vote. Strategy: The Town should refer to the Commission for Accreditation of Park and Recreation Agencies (CAPRA) for best practice strategies to ensure that the formation of the Park, Recreation and Cultural Facilities Department is in compliance with CAPRA standards. Recommendation: Hire a Director of Park, Recreation and Cultural Facilities. Strategy: Once the department has been approved and is a legal entity of the Town of Waxhaw, the Town Manager, with the approval of the Board of Commissioners, shall begin the search process for a Director. Strategy: In order to facilitate the search the town should use the Town Manager to facilitate the selection and hiring process. The Town Manager will outline the minimum qualifications, job description and expectations, salary and job expectations for the director position. Once the Town has selected a candidate, they can make the recommendation to the Board of Commissioners for approval and begin the hiring process.

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Recommendation: Define a Park, Recreation and Cultural Facilities Department management and governance structure. Strategy: Once the Director is hired, he/she in cooperation with the Town Manager, should define a management and governance structure for the department. Of note, the organizational structure should include strategies on how to integrate the existing Park and Recreation Advisory Board members into a future governance role. Strategy: A management structure should also provide for a designated entity (town staff or a management service) to oversee the maintenance and operation of the downtown Skateboard (Sk8) Park. Recommendation: Adopt Subdivision Greenway and Park Standards. Strategy: As a requirement for new subdivisions, the Town of Waxhaw’s code of ordinances should include a section requiring new developments to be consistent with publicly approved and adopted plans and policies, including parks, greenways and open space. Recommendation: Develop a facility maintenance management plan and schedule. Strategy: Identify the life-cycle and replacement costs for key park and recreation facilities such as shelters, trails, playgrounds, parking areas, and lighting. Strategy: Budget the replacement cost of these assets over their life cycles and fund replacement through the general fund. Strategy: If necessary, consider downtown benefit assessment district to fund downtown park facility replacement/renovation. Recommendation: Continue to grow Park, Recreation and Cultural Facilities Department as needed. Strategy: The Director should fill department staff positions based on the number and types of facilities currently under its jurisdiction, capital improvement plans for new facilities, programming demands, future needs of the community, and annual budgeting. Recommendation: Actively pursue and formalize partnership and joint-use agreements with a broad range of public and private entities to supplement facility needs. Strategy: The Park, Recreation and Cultural Resources Department and the Town of Waxhaw should form partnerships with other local and regional governmental agencies located adjacent to the Town to better serve neighborhoods and communities split by jurisdictional boundaries. Strategy: The Park, Recreation and Cultural Resources Department and the Town of Waxhaw should formalize agreements with the Union County School District to ensure public access and shared use of school recreation facilities. Strategy: Partner with the Public Services Department to support the development of integrated management approaches and plans for water corridors that meet multiple goals such as natural resource protection, sustainability, flood control and public recreation use. Strategy: Formalize a relationship with local historic groups, such as the Museum of the Waxhaw’s, to promote recreational, cultural and educational

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programming for residents and visitors alike. Strategy: Formalize a relationship with the Waxhaw Athletic Association to deliver services and programs to Waxhaw youth. Strategy: Continue to work with the Carolina Thread Trail for expansion of the greenway and trail system. Recommendation: Commission a Greenway Master Plan. Strategy: Continue to develop a town-wide pedestrian & bicycle network. Reference the Town’s Comprehensive Pedestrian Plan and the Union County Carolina Thread Trail Plan, in the development of a town-wide Greenway Master Plan. Recommendation: Update the Park, Recreation and Cultural Resources Master Plan. Strategy: The Park, Recreation and Cultural Resources Master Plan should be updated every 10 years in order to stay relevant.

Facility Goals, Recommendations & Strategies Goal #2: Promote Waxhaw as a quality and attractive place to live, visit and recreate. Recommendation: Improve existing outdoor facilities. Strategy: Install lights at Harvey Clay Nesbit Park to extend the usable hours of the facility. Strategy: Partner with Union County Public Schools to repair and update facilities at South Providence School site. Strategy: Add additional fields to existing facilities (schools and Town-owned). Strategy: Partner with Museum of the Waxhaw’s to repair and update existing outdoor facilities for use as a special use park. Recommendation: Formalize relationship with Union County Public Schools to secure a joint-use agreement to alleviate some of the demand for recreational field space. Note: A Sample Joint Use Agreement is found in Appendix G of this report. Recommendation: Acquire land to accommodate 3 community parks and 8 neighborhood parks.

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Description

Classification

Priority

Approximate Acreage

Community Central Park

Community Park

Immediate

+/- 10 acres

Community Park #1

Community Park

Short Term

10 to 50 acres

Community Park #2

Community Park

Mid Term

10 to 50 acres

Neighborhood Park #1

Neighborhood Park

Short Term

Up to 10 acres

Neighborhood Park #2

Neighborhood Park

Short Term

Up to 10 acres

Neighborhood Park #3

Neighborhood Park

Short Term

Up to 10 acres

Neighborhood Park #4

Neighborhood Park

Mid Term

Up to 10 acres

Neighborhood Park #5

Neighborhood Park

Mid Term

Up to 10 acres

Neighborhood Park #6

Neighborhood Park

Mid Term

Up to 10 acres

Neighborhood Park #7

Neighborhood Park

Long Term

Up to 10 acres

Neighborhood Park #8

Neighborhood Park

Long Term

Up to 10 acres

Table 6-1: Park Type Classification Recommendations

Strategy: Initiate planning and design studies for new facilities. Recommendation: Acquire land to build a dog park. Strategy: In partnership with private and/or institutional land owners acquire land to build a dog park convenient to Waxhaw residents. Recommendation: Extend the greenway system. Strategy: Secure easements and initiate a planning study for construction of the greenway from downtown to the South Providence School to Museum of the Waxhaw’s. Strategy: Secure easements and initiate a planning study for construction of the greenway on Twelve Mile Creek. Recommendation: Acquire historic properties in conjunction with and supported by the Waxhaw Historic Preservation Commission. Strategy: The Park, Recreation and Cultural Resources Department in partnership with the Town should preserve and enhance the historic water tower as a community asset. Strategy: The Park, Recreation and Cultural Resources Department in partnership with the Town should renovate and enhance the former police station building and site as a community asset. Strategy: Initiate a feasibility study for the Rodman-Heath Cotton Mill as a senior center.

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Programming Goals, Recommendations & Strategies Goal #3: Improve athletic, leisure and cultural programming for residents of all ages. Recommendation: Develop leisure programs for a broad spectrum of interests and age levels. Strategy: Assess existing programming offerings and conduct a needs assessment to identify gaps. Strategy: Survey existing service providers to determine current usage and participation rates of Waxhaw residents. Strategy: Formalize relationships with local organizations such as area churches, Council on Aging in Union County, Centralina Council of Governments and others to develop leisure programs focused on the senior population including trips and outings, card clubs, social events and historic and cultural programs. Strategy: Partner with local artists, historians, fitness professionals to provide reduced-fee programs available to residents. Recommendation: Develop historic and cultural resource programs for a broad spectrum of interests and age levels. Strategy: Assess existing programming offerings and conduct a needs assessment to identify gaps. Strategy: Survey existing programs to determine current usage and participation rates of Waxhaw residents. Strategy: Formalize relationships with local organizations such Museum of the Waxhaw’s and Waxhaw Historic Preservation Commission to develop programs focused on historic and cultural events. Strategy: The Town of Waxhaw has a number of annual programmed events, such as the Spring Fest, July 4th Parade, First Friday Events and 12 Days of Christmas. The Park, Recreation and Cultural Resources Department through the Events Division should take an active role in the organization and programming of these events. Strategy: Promote a monthly historic Waxhaw event. Strategy: Partner with local artists and historians to provide reduced-fee programs available to residents. Strategy: Consider an interpretative/working farm at Museum of the Waxhaws. Strategy: Explore ideas and opportunities with the Waxhaw Central Railroad, Ron Zimmerman, to consider ways to educate Waxhaw residents about the history and importance of the train to Waxhaw’s growth and development. Recommendation: Develop athletic programs for a broad spectrum of interests and age levels. Strategy: Assess existing programming offerings and conduct a needs assessment to identify gaps. Strategy: Survey existing service providers, including Waxhaw Athletic Association and area YMCAs to determine current usage and participation rates of Waxhaw residents.

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Strategy: Identify the type and level of program to be provided by the Department. The following chart identifies typical athletic program offerings: Youth Athletics Baseball Softball Basketball Soccer Football Cheerleading Lacrosse

Adult Athletics Softball Basketball Soccer General Exercise

Aquatics Swim Teams Swimming Lessons CPR and First Aid Classes Water Aerobics Senior Aquatic Fitness

Table 6-2: Athletic Programming Recommendations

Strategy: Outline programming goals for athletic programs including target population, facility needs, costs, funding sources, etc.

Cultural and Historical Tourism Goals, Recommendations & Strategies Goal #4: Increase community awareness of recreation, cultural and historical amenities. Recommendation: Promote community stewardship of recreation, cultural and historic amenities. Strategy: Host a community clean-up day. Strategy: Host a community walking tour of existing and planned park facilities. Strategy: Continue to assist community historic walks. Strategy: Create a neighborhood adopt-a-park program. Strategy: Coordinate a community garden. Recommendation: Enhance marketing of programs and facilities to residents and visitors alike. Strategy: Partner with business to identify needs of non-resident population. Strategy: Produce marketing materials to be distributed at local businesses and service providers. Recommendation: Develop and institute a standardized wayfinding system for parks, greenway, historic and cultural facilities. Strategy: Develop a wayfinding system that includes consistent signage and a Town map (in-print and on-line) of amenities. Recommendation: Identify and preserve sites of historic significance Strategy: Increase programming to educate residents about the region’s history, including Native American history, and preservation of historic assets. Strategy: Adopt evaluation criteria for potential sites and properties to be added to the Waxhaw National Register of Historic Districts. Strategy: Retool the existing water tower to serve as a town icon.

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CHAPTER 7: Implementation Action Plan In order to facilitate implementation of the aforementioned recommendations an implementation action plan has been created that prioritizes recommendations, provides projected costs, potential funding sources and suggest what entity should be responsible for initiating the action. The timeframes for the action plan are Immediate Needs, Short Term (1-5 Years), Medium Term (6-15 Years), and Long Term (15-25 Years). Note: The action plan and its recommendations should be considered guidelines. Every 5-10 years the action plan should be reviewed and updated to ensure it is fulfilling the mission statement of the department and accomplishing the goals and objectives of the Plan. Costs shown for projected budgets are estimated in 2012 values. Immediate Needs The Immediate Needs of this action plan are those that can be accomplished or put into action as soon as this document is adopted and a legal resolution of establishing the Park and Recreation Department is voted on. Main actions are establishing the Park, Recreation and Cultural Resources Department, hiring a director, acquiring land for future parks, initializing park planning studies, prioritizing capital improvements and formalizing partnership agreements with other organizations.

Park Land Acquisitions

Description

Central Downtown Park (+/- 10AC)

located in historic downtown in conjunction with an indoor community center facility

Greenway Easement (downtown to South Providence School to Museum of Waxhaw’s)

30 foot easement

Projected Budget

Potential Funding

Responsible Party

$60,000$200,000

PARTF

Town

varies

NC Trails Program, donation, Thread

Town

$300,000

PARTF, CDBG

Town

$50,000

Thread, NCDOT Ped Bike, CMAQ, Safe Routes to School

Town

$500,000

PARTF, sponsorship, partnership with WAA

Town, WAA

$65,000 – 90,000

Town General Fund

Town

Planning Studies Central Downtown Park and Community CenterPlanning & Design

Not including aquatics, facility for community events and seniors programming

Greenway from Downtown to South Providence to Museum of the Waxhaw’s

Capital Improvements Install lights at Harvey Clay Nesbit Park

Extend use of fields

Other Recommendations Establish Waxhaw Park, Recreation and Cultural Resources Department Develop formal partnership with Museum of Waxhaw’s (as a special use park)

varies

Adopt Subdivision Greenway & Park Standards

No cost

Town, Museum

Develop formal partnerships with YMCA, Union County Public Schools, and Union County Parks and Recreation for facility use and development Skate Park Management (Park staff or management service)

Town

$55,000

User Fees, Town Fund

Town

Table 7-1: Immediate Action Items

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Short Term 1-5 Years During this next phase park and greenway planning and development gains momentum, leisure and athletic programming takes shape and significant improvements are made to existing park facility improvements. The highlight of this phase is the initial development and construction of the Community Central Park and Community Center located in historic downtown Waxhaw. Park Land Acquisitions

Description

Projected Budget

Potential Funding

Responsible Party

Greenway Easement on Twelve Mile Creek

30 foot easement

varies

Thread, NC Trails Program

Town

Community Park #1 at Twelve Mile and Bates Branch Area (+/- 20-30AC)

Appropriate for active recreation

$125,000$250,000

PARTF

Town

3 Neighborhood Parks (+/- 8 AC)

Minimum .5 AC, along greenway and South Providence School site

$2,500$40,000

PARTF

Town

Greenway Master Plan

Including the Carolina Thread Trail and Waxhaw local greenways and trails, see map

$25,000

Thread, TE/CMAQ, NCDOT Bike Ped

Town, CTT

3 Neighborhood Parks- Planning & Design

Can be mini parks along greenway

$50,000

Planning Studies

South Providence School Facilities improvements

Town PARTF, Partnership with Union County, Eat Smart Move More

Town, Union County

$2,000,000

CDBG, PARTF, TIF, CIP

Town

$45,000

Historic Preservation Grant, CDBG

Town

$1,250,000 (asphalt)

Thread, CMAQ, NC Trails, NCDOT Ped Bike, CWMTF

Town, CTT

$150,000 min

Same as above, PARTF

Town

varies

CIP, CDBG

Town

Partnership with schools, WAA, YMCA, etc.

Town, Union County WAA, YMCA

Town General Fund

Town

Capital Improvements Build Downtown Community Park and Community Center (16,000sf) Renovate & Utilize Historic Police Station for Community Programming Build 6.7 miles of greenway trail

Carolina Thread Trail

Build 3 neighborhood/mini parks Preserve and enhance historic water tower as a community asset Operations and Programs Develop Leisure Programs (focus on seniors)

varies

Formalize Community Partnerships for youth sports

Develop Maintenance Management Plans

Cost per acre and mile for projected improvements

Table 7-2: Short Term Action Items 1-5 Years

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Town

Medium Term 6-15 Years The Medium Term action plan continues the momentum of the previous years. Parks and greenways continue to be planned and constructed. With the growth of the physical assets of the system, growth of the department’s professional staff and maintenance division will need to follow suit. Growth in staff in critical to ensure the parks, greenways, and building facilities continue to serve the citizens of Waxhaw with top quality facilities and programming. In addition, within the first 6-10 years of the department’s existence, an update to this document should be implemented. Park Land Acquisitions

Description

Projected Budget

Potential Funding

Responsible Party

4 Neighborhood Parks

2- 20 Acres

$10,000100,000

PARTF

Town

Community Park #2

Appropriate for active recreation

$125,000$250,000

PARTF

Town

Dog Park

In downtown

Sponsorship, Town Fund, User Fees, Private Grants

Town

Planning Studies Neighborhood Parks- Planning & Design

Per park

$75,000

PARTF

Town

Community Park #1- Planning & Design

Active recreation

$150,000

TIF

Town

$60,000

PARTF, Town Funds

Town

Carolina Thread Trail, and secondary trails

$1,250,000

CWMTF, Thread Trail, NCDOT Ped Bike, Safe Routes to School, NC Trail, CMAQ

Town CTT

$750,000

PARTF, CDBG

Town

20-30 acres

$2,000,000$3,750,000

TIF CIP

Town

varies

Town General Fund

Town

Park, Recreation and Cultural Resource Master Plan Update Capital Improvements Build 8 miles of greenway trail

Build 4 neighborhood/mini parks Build Community Park #1 Other Recommendations Grow Department

Table 7-3: Medium Term Action Items 6-15 Years

36

Long Term 15-25 Years The long term action items for this Plan during years 15-25 will continue to address the planning, design and construction of the parks and greenway system. Additional recommendations will include improvements or additions to existing community parks and school facilities constructed in previous years and an update to the Park, Recreation, and Cultural Resource Master Plan. Park Land Acquisitions

Description

Projected Budget

Potential Funding

Responsible Party

2 Neighborhood Parks

2- 20 Acres

$10,000100,000

PARTF, CDBG, TE

Town

Greenway Easements

30 foot easement

varies

CWMTF

Town

Planning Studies 2 Neighborhood Parks- Planning & Design

In service gaps

$50,000

PARTF, CDBG, TE

Town

Park, Recreation and Cultural Resource Master Plan Update

Every 8-10 years

$60,000

PARTF, CIP

Town

$1,850,000

Thread Trail Grants, CWMTF, NC Trails Program, TE, CMAQ

Town

Add additional fields on Community Parks and School Parks

$850,000

PARTF, Partnerships with Union County Schools and WAA

Town, Union County, WAA

Build 2 neighborhood/mini parks

$180,000

PARTF, TE,

Town

$5,000,000

PARTF

Town

Capital Improvements Build 10 miles of greenways

Build Community Park #2

50 Acres

Table 7-4: Long Term Action Items 15-25 Years

37

Figure 5-1: Proposed Park and Recreation System

26

Plan Component: Cultural Resources Brief Overview Many of the Town’s important characteristics are found in its range of cultural resources. The Town’s treasured heritage is celebrated through festivals and events, museums, historic architecture, a growing arts community and a proud citizenry. While the Town’s cultural resources are widely appreciated, many opportunities exist to enhance its existing resources, while increasing awareness of its cultural resources throughout the community, region and the Carolina’s. Some of Waxhaw’s Cultural Resources include:  Events and Festivals  Library  Railroad  Museum of the Waxhaws  Museum of the Alphabet  Mexico-Cardenas Museum  JAARS  Historic Architecture  Artist Incubator  Art Galleries  Churches  Neighborhoods  Heritage Based Groups and Organizations

Parks, Recreation and Cultural Resources Master Plan Goals (pg. 28):    

Ensure sound governance of park, recreation and cultural facilities. Promote Waxhaw as a quality and attractive place to live, visit and recreate. Improve athletic, leisure and cultural programming for residents of all ages. Increase community awareness of recreation, cultural and historical amenities.

Adopted 2030 Comp Plan Goals and Strategies: ED Policy 1.4: Develop a heritage tourism plan for Waxhaw. Waxhaw will work with local organizations and Union County to develop a heritage tourism plan for Waxhaw. ED Strategy 1.4.1: Work with local business organizations and the Union County Chamber of Commerce to develop a comprehensive heritage tourism program to be marketed year round. Focus efforts on the historic railroad and downtown, the Museum of the Waxhaws and Andrew Jackson’s legacy, the Mexico Museum, the Alphabet Museum, and local cultural and historical events. ED Strategy 1.4.2: Work with citizens and local historic experts to develop a historic self-guided walking tour of Waxhaw. Explore developing a historic docents program to provide guided tours of downtown Waxhaw.

ED Strategy 1.4.3: Consider developing a Waxhaw visitor’s center, possibly as part of a government facility, to serve as a central location for historic information on the town, and to advertise local cultural events, businesses, and activities. QL Policy 2.1: Increase the offering of cultural and entertainment activities in Waxhaw. Waxhaw will work with the local business community and civic organizations to encourage development of additional cultural and entertainment activities in Waxhaw. QL Strategy 2.1.1: Survey the community to determine their interest in different types of cultural and entertainment activities including visual and performing arts events. Examples could include plays, fitness races, community bike rides, horse shows, historic tours, youth activity days, or other community events. QL Strategy 2.1.2: Develop a committee of business, civic organization, and community leaders to develop a plan to increase the cultural and entertainment activities available in Waxhaw. The plan should identify any facilities or infrastructure improvements needed to facilitate these activities. QL Policy 2.2: Develop a public arts policy. Waxhaw will develop a local public arts policy related to the display of public art. QL Strategy 2.2.1: Continue to work with the Beautification Committee to develop a formal public arts policy that will be enacted by the town.

Steering Committee Discussion Topics TOPIC #1: Promotion of Local Cultural Resources Observations and Ideas  The town lacks a prominent and easily accesible listing of the its cultural resources, organizations and events.  Compile and maintain a comprehensive list of historic, cultural and other heritage based groups in Waxhaw.  Develop page on the Town’s website to post cultural and historical information about the Town.  Develop portable displays related to the town’s culture and history that can move around town and be displayed in public places, businesses, schools and similar locations.  Explore developing a digital recording and/or video of “Listen and Rember” to increase access to the play.  Organize a community history day to record an oral history of Waxhaw from long-time residents and make the recordings accessible online.  Develop interactive walking and driving tours that expand upon web based and printed materials.  Publish a weekly or monthly podcast / online video of cultural events and activities.  Look for opportunties to coordinate cultural promotions with neighboring communities and outside groups.



Work with outside groups such as the YMCA and similar organizations to incorporate cultural displays into their facilities and utilize their space for programming, as needed.

TOPIC #2: Town Sponsored Events Observations and Ideas  Identify opportunities to incorporate a broader spectrum of cultural programming into town sponsored events.  Identify partners to develop themed events that focus on the town’s diverse cultural heritage





Don’t only focus on downtown – take advantage of other town properties, partner with businesses, schools etc. to hold events in locations that are most appropriate for the theme, and to broaden the geographic scoe of where events are held. Provide support and joint sponsorship for outside cultutral organizations who hold events in town – promotion assistance, public works, police, fire, etc. to support event needs.

TOPIC #3: Cultural Facility Needs Observations and Ideas  An inventory and analysis of both public and private facilities that are used for cultural programming, events and support services should be conducted to determine the current utilization and condition of the spaces and to aid in determining future needs.  A strong desire exists for the construction of a new library facility. o There are limited fudning resources o The exisitng facility is too small to serve the community’s needs o There is no room for expansion at exisitng site o A new library facility could be established that combines incorporates other cultural resources, including meeting rooms, display and demonstration spaces, exhibits, etc. o The library is a regional facility that serves a population broader than just residents of the town. Should the new facility be of a regional scale in terms of size and programming? What about regional funding?  What role can faciltiies owned by other public agencies or the private sector play in expanding the amount of space in town available for cultural programs? TOPIC #4: Public Art and Historic Displays Observations and Ideas  Contributions from local cultural and arts organizations  Continue support of the Beautificaton Committee to implement the Public Art Plan  Installations throughout town (indoor and outdoor) o Schools o YMCA o Hospital

o o o

Town facilities Thread Trail / greenways Clubhouses facilities at various clubs in neighborhoods – HOAs

TOPIC #6: Local Arts and Crafts Community Observations and Ideas  Support the growth and operation of the art incubator. Is new / additional space needed?  Explore opportunities for expanded display and gallery space to promote sales and viewing of local artists’ work.  What type of support is most appropriate for the Town to provide to the arts community? Funding, space, other?  Coordination between the arts local community and the town in the promotion of events. Need to regularly include local artisans as part of community events and promote their work.  Opportunity for adaptive reuse of the Old Providence School? Artist incubator? (Blannahassett Island – Marshall, NC). More opportunity for diverse artistic disciplines. Potential for neighborhood enhancement…creation of an “artists colony” in the neighborhood? TOPIC #7: Town Iconography / Sacred Places and Spaces Observations and Ideas  How should the town incorporate its sacred places and spaces into the overall culture (and cultural identity) of the town? Examples of these include: o Railroad Bridge o Water Tower o Rodman-Heath Mill o Belk Building o Others?  Alphabets? How can this be incoporated into signage (public / private) to build on the town’s connections to JAARS? TOPIC #8: Performing Arts Observations and Ideas  What is the status of the amphiteater?  Is there a need or desire for a large performing arts venue in town (regional venue)?  Need for a permanent outdoor performance space downtown?  What role do the schools play in providing venues and programming?  Collaboration between local performing arts groups for promotions, performance spaces, resources, etc. Arts Council as an umbrella organization to coordinate?

TOPIC #9: JAARS Museums Observations and Ideas  Is there an opportunity to relocate the museums to a prominent location in town?  Current location disperses visits – colocating in town would consolidate trips and incerase visibility (more opportunity for impulse visits).  Opportunity to boost tourism in town and “cross-polinate” to local businesses.  An in-town location would provide better accessibility.  If museums don’t relocate, is there an opportunity to have rotating displays from the museums in town?