Borough of Avalon · study, a special conditions report was included with a ... neighborhood sustainability. Communities that offer ... 2016 ACTUAL 2017 ACTUAL 453.130 — Salaries

BOROUGH OF AVALON EARLY INTERVENTION PLAN – PARKS AND RECREATION

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2018

BOROUGH OF AVALON

EARLY INTERVENTION PLAN

SPECIAL CONDITIONS REPORT

PARKS, POOL, AND RECREATION


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TABLE OF CONTENTS

Acknowledgements ............................................................................................................................................. 4

Introduction ........................................................................................................................................................ 5

Background ....................................................................................................................................................... 5

Avalon Pool ....................................................................................................................................................... 13

Financial Evaluation .......................................................................................................................................... 14

Pool Marketing ................................................................................................................................................. 16

Pool Attendance ............................................................................................................................................... 17

Concession Operations ...................................................................................................................................... 18

Program Evaluation .......................................................................................................................................... 19

Area Pool Comparisons ..................................................................................................................................... 20

Building and Grounds Maintenance ..................................................................................................................... 22

Pool System Monitoring ..................................................................................................................................... 23

Avalon Park – Master Site Plan.......................................................................................................................... 24

Phase 1 – Ballfield and Stormwater Improvements ............................................................................................... 25

Phase 2 – Play Equipment and Fitness Stations .................................................................................................... 27

Phase 3 – Pavilion, Riparian Restoration, and Accessible Parking ............................................................................ 29

Phase 4 – New Play Areas and Kitchen ................................................................................................................ 31

Observations ..................................................................................................................................................... 34

Recommendations ............................................................................................................................................. 35

Appendix A – Avalon Community Park Master Plan Estimate of Probable Costs ................................................ 41


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ACKNOWLEDGEMENTS

The Grass Root Solutions (GRS) team would like to thank the Avalon Borough officials, management, and staff for their excellent

cooperation and assistance. Without their support, this project would not have been possible.

ELECTED OFFICIALS

Thomas Lloyd Mayor

Joshua Klicker Council President

Patrick Narcisi Council Vice President

John Crawford Council Member

Victoria Donnelly Council Member

J. P. McFeely Council Member

Shawn McWilliams Council Member

Ruth Lloyd Council Member

Lee Nelson Council Member

William Pascale Council Member

Edward Klicker Tax Collector

STAFF

Lorraine Makatura Borough Manager

Brian O’Malley Assistant Manager

Thomas Kokoski Police Chief

David Haslett Public Works Superintendent

GRS TEAM DCED

Deborah J. Grass Project Manager Michael Foreman, Local Government Policy Specialist

Jennifer Hass Financial Analyst Governor’s Center for Local Government Services

Jason Dailey Operations Consultant

David Soboslay Technology Consultant

John Trant Community Development

HRG Engineering Landscape Architecture

THIS PROJECT WAS PARTIALLY FUNDED THROUGH A

GRANT FROM THE PENNSYLVANIA DEPARTMENT OF

COMMUNITY AND ECONOMIC DEVELOPMENT,

GOVERNOR’S CENTER FOR LOCAL GOVERNMENT

SERVICES UNDER THE EARLY INTERVENTION

PROGRAM.


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INTRODUCTION

As part of the Borough’s Early Intervention Program

study, a special conditions report was included with a

focus on the Borough’s parks and recreation facilities

including the community park and swimming pool

facility. To complete this portion of the report, the GRS

team worked with the Borough Development

Committee of the Borough Council and with Borough

staff and other interested stakeholders. Meetings began in December of 2017 and continued through

April of 2018. The goal was to plan improvements to

the Borough’s parks and recreation systems and to

memorialize the plans and projects in a master site plan

for the Avalon Community Park.

BACKGROUND

Emphasis on outdoor recreation has become the

number one driving force in community living and

neighborhood sustainability. Communities that offer

the best recreational facilities and outdoor recreation

opportunities are attractive to residents of all ages and

become a strong marketing tool for community and

economic development. The 2014 – 2019 PA Statewide Recreation Plan noted that:

“Outdoor recreation is key to helping address some of today’s pressing health care issues. Creating walkable and

bikeable communities and making improvements to the built environment can encourage active living. An increased

focus by the health care community on recreation and opportunities for new partnerships and coordination can

lessen our obesity and chronic disease crises. Getting people of all ages – including the growing population of

active seniors – connected to the outdoors and nature can have a positive effect on the health and wellness of our

citizens.”1

1 PA Statewide Comprehensive Outdoor Recreation Plan 2014-2019, Executive Summary, page 5.


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As part of the development of the state plan, a statewide resident survey was conducted and the results of that survey are shown

in Figure 1. These results are based on the percentage of participation of individuals reported during the past year. Similar to

past surveys, walking is cited as the most popular activity and this mirrors the national outdoor recreation preferences. In every

survey conducted, about half of the population participates in outdoor recreation one or more times a week, and most

Pennsylvania residents use their local parks more frequently than any other facility.

FIGURE 1 – STATEWIDE SURVEY TOP 10 OUTDOOR RECREATION ACTIVITIES

In Avalon, there are recreation assets and opportunities that can be enhanced and expanded for maximum use by residents in

the area. The day to day park and recreation activities are overseen by Borough management staff with the Chairperson of the

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%

LAWN GAMES (HORSESHOES, BOCCE)

BIRD WATCHING

VISITING NATURE CENTERS

NIGHT SKY VIEWING

WILDLIFE VIEWING

SWIMMING

SCENIC DRIVING

PICNICKING

VISITING HISTORIC SITES

WALKING (STREETS, SIDEWALKS, TRAILS)

TOP 10 OUDOOR RECREATION ACTIVITIES


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Borough Development Committee providing oversight. The Borough owns the park propertie ,s facilities, and equipment.

The recreation programs and activities are driven by the Borough Council and provided primarily through community volunteers.

The park operations and maintenance rely on the full-time public works employees and the part-time seasonal workers.

THE OPERATING BUDGET

The Parks operation is funded from the general fund revenue. The operation receives funding from time-to-time from fees,

miscellaneous local non-profits, and sports associations. Parks expenses identified in the budgets are primarily for utilities within

each park. Few funds are allocated for supplies, maintenance, or replacement funds for equipment and facilities.

TABLE 1 – GENERAL OPERATING PARKS BUDGET 2012 - 2017

453.000 — CALIFORNIA AVE PARK 2012

ACTUAL

2013

ACTUAL

2014

ACTUAL

2015

ACTUAL

2016

ACTUAL

2017

ACTUAL

453.130 — Salaries Crew 562 1,135 1,095 1,540 1,450 1,510

453.220 — Materials and Supplies 582 1,395 942 49 174 335

453.250 — Repair Maintenance 0 0 549 14,600 10,316 1,000

453.260 — Equipment 0 0 0 0 5,503 0

453.361 — Electricity 414 233 291 226 1,668 108

453.370 — Outside Repairs 812 0 0 0 0 0

453.720 — Improvements to Park 242 66 0 0 0 0

Total 453.000 — CALIFORNIA AVE PARK 2,612 2,829 2,877 16,415 19,111 2,953

454.000 — AVALON PARK 2012

ACTUAL

2013

ACTUAL

2014

ACTUAL

2015

ACTUAL

2016

ACTUAL

2017

ACTUAL

454.220 — Materials and Supplies 4,156 3,461 942 3,591 312 2,338

454.260 — Equipment 25 0 0 0 0 525

454.361 — Electricity 7,084 6,071 6,178 6,739 5,594 7,740

454.370 — Outside Repairs 3,284 85 0 220 1,523 30

454.720 — Improvements to the Park 0 533 11 6,350 217 23,334

Total 454.000 — AVALON PARK 14,549 10,150 7,131 16,900 7,646 33,967


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455.000 — BIRMINGHAM PARK 2012

ACTUAL

2013

ACTUAL

2014

ACTUAL

2015

ACTUAL

2016

ACTUAL

2017

ACTUAL

455.200 — Tot park 0 0 0 19 7 304

Total 455.000 — BIRMINGHAM PARK 0 0 0 19 7 304

456.000 — MAYERNICK BUILDING 2012

ACTUAL

2013

ACTUAL

2014

ACTUAL

2015

ACTUAL

2016

ACTUAL

2017

ACTUAL

456.140 — Cleaning 5,067 4,160 5,828 5,342 4,992 5,038

456.220 — Operating Supplies 545 582 724 310 143 241

456.230 — Elevator Repair & Maintenance 1,794 3,623 2,166 1,941 3,410 2,160

456.250 — Repair and Maintenance 10,053 1,756 1,757 4,313 7,902 4,350

456.364 — Sewage 503 671 407 447 1,253 908

Total 456.000 — MAYERNICK BUILDING 17,963 10,793 10,882 12,435 17,700 12,697

457.000 — CIVIL MILITARY CELEBRATION 2012

ACTUAL

2013

ACTUAL

2014

ACTUAL

2015

ACTUAL

2016

ACTUAL

2017

ACTUAL

457.551 — Easter Egg Hunt 0 0 0 0 1,539 1,068

457.550 — Christmas Decorations 28 139 118 11 276 1,190

457.570 — Community Festival 2,990 3,448 4,176 3,188 3,781 568

457.575 - Fourth of July Celebration

659 3,202

Total 457.000 — CIVIL MILITARY

CELEBRATION

3,543 3,587 4,294 3,198 6,279 6,028

459.000 — AVALON FOOTBALL FIELD 2012

ACTUAL

2013

ACTUAL

2014

ACTUAL

2015

ACTUAL

2016

ACTUAL

2017

ACTUAL

459.361 — Electricity 177 84 183 295 244 882

459.364 — Sewage 84 0 65 79 84 36

459.366 — Water 1,360 96 88 70 79 85

459.370 — Repairs 173 76 0 366 2,750 10,011

Total 459.000 — AVALON FOOTBALL FIELD 1,795 256 336 810 3,157 11,014

There have been relatively few Borough funds and resources invested in the parks in the past. The Borough is fortunate that it

has received grant funds to improve park facilities and to promote activities within its park system. There is a need for long

range maintenance and replacement planning to take place within each of the Borough owned parks and facilities.


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MUNICIPAL COMPARISON

A budget comparison with 10 other boroughs in southwestern Pennsylvania initially identified by this report is shown below. Of

the ten communities, Avalon is about average in its expenditures for Parks & Recreation and Libraries. It should be noted that

those communities that have community pools (i.e. Crafton, Avalon, Glassport and Etna) are expending much more for recreation

than their counterparts in the region. Etna Borough and Crafton Borough spend double what Avalon spends on its parks and

recreation operation while Sharpsburg spends far more than other communities on its library operation.

TABLE 2 - PUBLIC WORKS EXPENDITURES IN COMPARABLE COMMUNITIES

MUNICIPALITY NAME POPULATION EXPENDITURES

CULTURE

AND

RECREATION

LIBRARIES

CRAFTON BORO 5,951 6,063,434 335,605 60,000

CORAOPOLIS BORO 5,677 7,088,410 6,549 95,468

TURTLE CREEK BORO 5,349 3,948,383 10,275 0

BRIDGEVILLE BORO 5,148 4,790,487 78,028 20,000

AVALON BORO 4,705 4,207,925 135,844 70,102

GLASSPORT BORO 4,483 3,332,540 184,277 0

PORT VUE BORO 3,798 5,748,652 24,365 0

MILLVALE BORO 3,744 5,904,900 60,725 15,127

ETNA BORO 3,451 5,520,182 245,939 0

SHARPSBURG BORO 3,446 3,708,885 45,478 401,096

FACILITIES AND SERVICES

The Public Works staff is responsible for the maintenance of the following parks and facilities: California Ave Park, South

Birmingham tot lot, Semple Avenue Park, the Mayernik Library, the Avalon Community Park and Pool and the baseball fields at

Avalon Park.


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AVALON COMMUNITY PARK – At 17 acres of park area, this is the main community park for the Borough. There are two

shelters that are rented to the public: one with water and electric, one that is free but is slated for demolition. There is a larger

playground area that has swings, a play structure, basketball court, full bathroom facility, small ballfield with a backstop. The

community pool and pool building are also located in Avalon Park. Facilities are inspected for utilities on Fridays by Public Works

employees and the Borough pays one employee two hours to setup for Sunday rentals. All facilities and equipment are tired and

outdated.

CALIFORNIA AVENUE – This is a large playground across from the

Borough Building and adjacent to the elementary school.

There are three larger play structures that require regular

inspection, regular tree pruning and fall leaf collection; grass

requiring the need for push mowing and extensive weed eating along

the fence line and hillside; spring animals, rubber safety surface,

fenced asphalt surfaces for tennis and deck hockey; and concrete

walkways and steps and fenced perimeter. A utility building is on

the premise but it is not currently used. There is also some lighting

within the playground. This playground gets a lot of visitors

throughout the day because of its proximity to the school and its

central location within the Borough. Allegheny County manages a

summer lunch program at this park June through August in the

summer months.

SOUTH BIRMINGHAM TOT LOT – This neighborhood parklet is a 40 x 40 lot

that consists of grass and mulch. There is a small child swing set, spring

animals, painted retaining wall, single trash receptacle, wooden picnic

bench with a roof canopy and chain link fencing surrounding the entire

perimeter.

SEMPLE AVE PARK – This smaller neighborhood parklet contains an older

child swing set, smaller wood shelter with integrated benches, one spring

animal, grass and mulch, a cherry blossom tree, and a war memorial

with flag pole and flag.

BASEBALL FIELDS AT AVALON PARK - This facility is the Boroughs primary

sports complex. There is a gravel track around the complex and 3 ball


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fields, one with a grass infield and dugouts. The Bellevue-Avalon Baseball Association and MYTAA Avalon-Bellevue Baseball split

costs of mowing and maintaining the fields from April through June for approximately 8 weeks. No play is permitted on Sundays.

The Borough has discretion on rain day play which resulted in a shut down once in 2017. The Association manages their own

scheduling and owns and operates the concession facility which has an announcer booth on the second floor. The Association

pays all utilities and for lights on fields. Porta Johns are delivered for use throughout the season and these are paid for by BABA,

Borough Avalon and MYTAA

. There are two small storage buildings near the parking lot field area. The baseball association

o swn

one and the other is owned by the storage for it uses company fire volunteer the although Borough . Public Works maintains the

mowing of the fields in the off-season months of April through June. Proper drainage of the field was identified as an ongoing

problem

for the sports play. Parking was also identified as being an issue during seasonal play and for heavy tournament play.

MAYERNIK LIBRARY – The Mayernik Library facility is not only home to the library but also has business office space which is

presently

leased to Building Inspection Underwriters (BIU). There is also general meeting space available for rent. This

facility requires routine maintenance, regular checks of the facility inside and out by the Public Works department.

PARK PROGRAMMING

The Borough does not have a program manager or recreation director for recreation programming so there is no formal

programming regularly scheduled at the parks or within the facilities. The Borough has budgeted for several annual events

including the annual Easter egg hunt, community day festival, and Fourth of July which is a multi-community event. These

activities and events are undertaken by community volunteers and volunteer committees.


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PARK MAINTENANCE

The Borough relies on public works personnel to maintain the various parks and parklets. These facilities require knowledge of

the play equipment installed and how it should be maintained. In older parks, it is not uncommon for park equipment to become

outdated and no longer serviceable. With such a small department, it is important that the Public Works Superintendent have a

good understanding of the latest requirements for playground fall zones and general park safety standards. According to the

Consumer Products Safety Commission, 200,000 children are treated annually for playground accidents. Of these, 70% or

140,000 occurred at public parks and schoolyards.

Each year the PA Recreation and Park Society (PRPS) sponsor a comprehensive training program on playground hazard

identification and risk management. The Certified Playground Safety Inspector (CPSI) course and exam trains individuals to

identify hazards on public playgrounds and playground equipment, how to rank

hazards according to injury potential and how to apply that knowledge and

establish a playground safety program. Upon completion of the reading, course,

and examination, an individual can be certified as a CPSI. A full-time employee

should be required to complete this training and obtain the certification. This will

provide the Borough with the necessary skills for establishing a sound risk

reduction program, a system repair system, retrofit, and removal of hazardous

equipment. It will also help the CPSI to set up a routine inspection system for the

City-owned and leased recreation and park facilities.

Because the parks and facilities were constructed and updated at various times,

there is little continuity to the aesthetics, installation methods, or fixtures

selected. For instance, various styles of benches installed with and without

concrete pads require different levels of maintenance and subsequently vary in

the amount of time it takes to mow and remove weeds around them. Additionally,

the types and styles of fencing at the various parks varies widely and requires special fencing repairs such as split rail versus

cyclone. There is a need for standardization and planning relative to maintenance practices that will limit the need for numerous

styles and special costly fixtures that may not be available. A catalogue of equipment and standardized parks structures and

installation design standards should be developed and implemented.

The use of seasonal labor is essential because of the amount of unskilled or lower skilled labor that the parks require. The

Borough pays a premium skilled labor wage rate for its full-time employees that is commensurate to skilled construction and

facility related projects. The Borough has had success with seasonal labor and should continue to employ them consistently. The

cost benefit of seasonal labor for park maintenance is a much better solution than using full-time skilled labor for these tasks.


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AVALON POOL

The Avalon Community Pool is located in the

Community Park. The facility is owned and

operated by the Borough and seasonal

staffing is hired for lifeguard, concessions

and management duties. The pool is open

for approximately three months each year -

June through the end of August. The hours

of operation are 11:30 am to 7:30pm

Monday through Friday and noon to 6pm on

weekends and holidays. The facility consists

of a bathhouse with changing rooms,

restrooms and showers, a pumphouse and

concession building. The facility is fenced

and there is ample paved parking for the

facility.

Public Works is responsible for the grounds

and facility maintenance of the pumphouse,

changing rooms, and concession building, as

well as the pool itself. The employees

perform heavy cleaning of the facility and

clean mats in changing areas every Monday. The pool is, by far, the largest

expenditure in the Borough’s recreation budget and the most important recreation

asset owned and operated by the Borough.


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FINANCIAL EVALUATION

The Avalon Pool budget consists of major operational items that are typical for pool operations such as wages, supplies, utilities,

repairs, contracted services, and capital improvements. The Avalon Pool, like other public swimming pools, has consistently

struggled to generate enough revenue to cover expenses. It is at the mercy of the weather each season which can expand or

contract the number of business days available. Local officials are often resistant to raising rates enough to cover the actual

operating costs to keep the pool open because it serves an important social purpose for the community. The Avalon pool has run

a deficit of 30-40% nearly every year for the last five years.

TABLE 3 − THE BOROUGH OF AVALON PARKS AND RECREATION BUDGET

452.000 — POOL EXPENSES 2012

ACTUAL 2013

ACTUAL 2014

ACTUAL 2015

ACTUAL 2016

ACTUAL 2017

ACTUAL

452.140 — Pool Salaries 34,193 31,126 25,090 26,672 28,507 28,896

452.141 — Concession Salaries 7,250 6,836 6,516 8,096 10,963 10,703

452.161 — FICA- Boro Share 3,869 3,717 2,961 3,764 4,023 4,139

452.163 — PSAB- Unemployment 2,378 1,356 1,129 1,402 1,499 1,542

452.220 — Materials Supplies 3,979 11,902 7,818 9,013 11,789 19,011

452.229 — Concession Stand Supplies 9,230 6,724 7,264 8,231 9,542 9,932

452.250 — Repair and Maintenance 21,766 1,983 1,300 729 845 848

452.321 — Telephone 303 358 351 359 353 390

452.341 — Advertising 306 446 437 599 638 480

452.361 — Electricity 1,280 965 906 1,764 1,531 1,197

452.362 — Gas 1,999 686 2,748 3,006 1,969 2,435

452.364 — Sewage 2,460 8,002 1,672 9,853 11,320 13,103

452.366 — Water 3,313 5,073 3,753 8,696 7,033 6,657

452.450 — Pool Managers' Salary 9,500 9,500 6,225 12,763 12,089 13,148

452.500 — Guard Uniforms 1,040 1,424 1,485 2,039 2,521 1,642

452.720 — Improvements to Pool 5,948 -4,676 126 716 2,920 0

Total 452.000 — POOL EXPENSES 108,814 85,423 69,780 98,501 107,542 114,123

367.200 — REVENUE Swimming Pool Fee 72,178 58,261 52,503 56,756 61,982 50,071

367.219 – REVENUE Concession 14,932


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The Borough began to track concession revenue separately from pool fees in 2017. Typically, the pool revenue covers about

65% of the cost of running the pool. In the years when the weather is hotter and drier, the revenue covers about 75% of pool

expenses.

There are specific budget lines items that should be added that would provide further detail to identify spending trends and

revenue opportunities. For example, the pool has several different programs that are fee based. The only program tracked for

revenue is the swim lessons program. Other programs like the early swim, late swim, yoga, and movie night swim are not as

closely monitored but have correlating expenditures in lifeguard wages and pumphouse costs. These programs may or may not

be paying for themselves but there is no way to determine their revenue performance. Knowing this information through the

budget document would help the Borough management team identify more opportunities for marketing, program performance,

and continuance. In general, a more detailed financial picture of the pool revenue operations is needed for a clearer picture of

the actual operations of the pool to be determined.

Some enhancements to the pool operation should be considered. The first

relates to the handling of cash. Avalon pool accepts “cash only” for admission

and concessions. This “cash only” approach keeps operating costs down as

it avoids transaction fees and costs associated with equipment rental but is

inconvenient for attendees and has the potential for fraud.

Seasonally placed ATM’s are being installed where cash is the preferred

transaction. These are centrally located to the entrance and concession area.

Fees for the ATM are handled by the ATM vendor and not passed along to the

business hosting the machine since electric and phone service may be

required if the machine is not cellular.

The second trend is accepting credit/debit cards with mobile devices such as

the Square for ipads and iphones. Credit card transactions require equipment

and introduce fees to the user and business alike in most cases. They provide

a level of convenience, reduce the risk for fraud to the business, and are

more likely to result in an increase in concession sales revenue.

Wages for staff are the primary expense of the pool as is the case for all

pools. The primary cost containment tool for wages is time management.

Pools both private and public have begun to implement attendance

requirements in order for their pool to stay open, not just closing for


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inclement weather. While this is unpopular among pass holders, it may

be a necessary step to containing costs. Factors that are used to dictate

closure at some pools include the following:

• Temperature 65 degrees or less on deck

• 20 swimmers or less for one hour

• Amenity use low (slide, lap lanes, etc) results in section closed

POOL MARKETING

Currently, the annual marketing for the pool is handled by Borough

management and staff. Public flyers, newsletter announcements, web

site presence on the Borough’s main web page, and social media

announcements are the primary marketing tools used.

It is difficult to be consistently creative and to come up with new and innovative ways to market the pool. Many pools have

developed a theme for their pool that is then used to for the concession stand and pool programs. Many pools have a theme

associated with their pool that they can build on for, not only concession items, but also the amenities offered at the pool. Below

are some examples of what other community pools have done to promote their programs with an overall theme.


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POOL ATTENDANCE

Paid pool attendance is the primary revenue source for the pool operation. Management has implemented various tiered pricing

plan changes over the years making minor adjustments to annual memberships and daily admission pricing. In 2017, paid

attendance revenue accounted for 66% of the operating revenue. Table 4 provides the rate structure for the Avalon Pool in

2017. Rates are currently $7 for adults and $5 for children ages 4-17, there is no difference for resident or non-resident daily

admission rate. Most pools do have a higher daily rate for non-residents. Daily admission rates accounted for the largest source

of revenue for the pool. Table 5 provides information about the type of revenue that is derived from Pool fees. The pool closes

when there is inclement weather and posts to its social media outlets. There have been a few days announced when the pool

closes due to staffing shortages.

TABLE 4 - 2017 POOL PASS RATES

TABLE 5 – 2017 REVENUE BY TYPE

2018 POOL PASS RATES RESIDENT NON-RESIDENT

Type of Pass Full Rate Early Bird Discount

Full Rate Early Bird Discount

Children 17 and Under $ 65.00 $ 60.00 $ 105.00 $ 100.00

18 Years and Over $ 80.00 $ 75.00 $ 120.00 $ 115.00

62 Years and Over (Individual) $ 70.00 $ 65.00 $ 110.00 $ 105.00

62 Years and Over (2 Adults OR 1 Adult w-1 Child)

$ 85.00 $ 80.00 $ 125.00 $ 120.00

Family of 2 (2 Adults OR 1 Adult w-1 Child)

$ 95.00 $ 90.00 $ 135.00 $ 130.00

Family (2 Adults and 2 Children) $ 140.00 $ 135.00 $ 180.00 $ 175.00

Additional 3-4 Children $ 25.00 $ 25.00

5 or More Children $ 50.00 $ 50.00

REVENUE TYPE DOLLARS % OF

TOTAL

Daily Admissions 24,878.00 40.14%

Passes 16,590.00 26.77%

Concessions 17,989.00 29.02%

Parties 1,050.00 1.69%

Lessons 920.00 1.48%

Wrist Bands 555.00 0.90%

Total Revenue 61,982.00


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CONCESSION OPERATIONS

Concessions are the second largest revenue

generator for the pool operations, generating

nearly 30% of the pools overall revenue. It

is managed separately from the pool

operation and management staff.

The building has two half garage doors for

serving and entry ways. There are four

coolers, a small fryer and microwave. The

equipment is not all commercial grade but

serves the purpose for the small operation.

The inside is poorly lit for serving staff and

for patrons to see the items for sale. There

are various racks and shelves that are used

for both storage and promotion of the

products being sold.

Food items are thoughtfully developed from

one year to the next with only minor changes

being made to the menu offerings each year.

Supplies are bought in bulk and tax exempt

to provide the best pricing and then marked

up. There is not an actual mark-up policy or

procedure so management staff use their

best judgement when establishing pricing on

new items. Management could establish a

mark-up policy to provide consistency.

Pricing was consistent with other pool

concession venues that were evaluated. The

menu selections were also typical with the exception of having less fried items than comparable operations. A fountain soda

system may also be more economical than providing canned and bottled drinks. A fountain system is often provided by the

vendor at no charge. Fountain systems provide more sales opportunities as well as refills, souvenir refillable cups, and uniquely

named drinks and novelties. There is an opportunity for adding retail items such as sunscreen, ear and nose plugs, eye goggles,

swim diapers, soap and shampoo. These are all items that are typically sold through pool concession stands.


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There is a need for a larger concession sign that can showcase the items

and prices to customers as they come up to the serving window. Many of

the items that are for sale are not visible to the customer. There is also an

opportunity for items like ice cream and cold drinks to be put into a shoulder

strap cooler and walked around by a concession staff worker on especially

busy days to be sold.

In addition to adding some retail items, the concession stand may want to

consider purchasing a few chaise lounge chairs and plastic Adirondack chairs

to rent. These chairs are popular at most public pools. Rentals for the day

at area pools are $5 for the lounge chairs and $3 for the Adirondacks. These

chairs are made of hearty plastic, have a 3-5 year life and are relatively

inexpensive to purchase and maintain.

PROGRAM EVALUATION

Pool programming has been developed by the pool operations manager with

input from Borough staff and elected officials that have taken interest in the

pool operations. Over the last few years, the following programs have been

implemented:

• Movie nights

• Evening Swims

• Yoga

• Morning Lap Swims

• Swim Lessons

The revenue and attendance for these various programs varies. According

to staff, the movies at the pool have the largest attendance and are successful. Swim lessons are the second most successful

program offered. Yoga was discontinued after it showed declining interest.

An evaluation of other community pools in the area showed the following programs in place:

• Water polo clubs (evening and early morning games / practice)

• School swim athletics (training and practice)

• Scuba diving training (privately instructed)

• Senior water aerobics (privately instructed)


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The Northgate School District boys swim team are recent WPIAL AA champions. This is an excellent indication that competitive

swimming is valued in the community and it could serve the Avalon Community Pool to make a connection with this program.

AREA POOL COMPARISONS

As part of this study, the team conducted a survey of some public pools in Allegheny County. Table 6 provides this information.

TABLE 6 - COMPARISON OF SELECTED PUBLIC POOLS IN ALLEGHENY COUNTY

Borough Website Pool

Size Amenities Hours

Daily Fee /

Annual Pass

Resident

Daily Fee/

Annual Pass

Non-Resident

Program

Notes

Misc.

Features

Avalon

http://www.bo

roughofavalon

.org/avalonpo

ol.html

8,700 sf

Swim slide

chute,

small child

slide, lap

lanes

11:30-

7:30pm

weekdays

12 to 6pm

weekends

and holidays

$7 adult,

$5 child

$60 / $95

Daily rates are

same

$105/ $130

multiple age

tiers for

single /

senior/ and

family

Bellevue

https://www.b

ellevuepa.org/

memorial-pool

Zero entry;

children’s

feature

12 – 7:30pm

weekdays

12 – 6pm

weekends

and holidays

$6 Adult

$5 Child

$75/ $150

$100/ $225

Pool

parties

$125

Residents/

$175 Non-

Residents

Special

Discount for

Ross

Township

Dormont

http://www.bo

ro.dormont.pa

.us/

60,000 sf

Large

water slide,

in-pool

children’s

water

feature

12 - 8 pm

every day

2 age tiers

$4-$6

$80 / $150

2 age tiers

$5-$7

$130/ $275

Lessons

offered

through

JEM

$100 pool

party

residents/

$125 non-

residents


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Community Website Pool

Size Amenities Hours

Daily Fee /

Annual Pass

Resident

Daily Fee/

Annual Pass

Non-Resident

Program

Notes

Misc.

Features

Etna

http://etnabor

ough.org/swi

mming-

pool.html

6,625 sf

Two tube

slide,

concession

stand

12-7pm

every day

$5

$85/$120

$7

$120/ $190

Water

aerobics

for fee

$2/$3

Baldwin

http://www.ba

ldwinborough.

org/162/Pool

Small slide;

swim lanes

12-6 pm

weekdays

12-8 pm

weekends/h

olidays

$6

$55/$155

$6

$80/$215

2-hour pool

party rental

off hours

$250

Whitehall

https://www.

whitehallboro.

org/recreation

/pool.html

8,000 sf

Separate

baby pool,

painted lap

lanes,

concession

stand

12:30pm-

6:30 pm

every day

$6

$50/ $250

N/A

$30 pp for

group

swim

lessons

Residents

Only; can

purchase a

guest pass

for daily

use

White Oak

http://www.w

oboro.com/rec

reation.htm

11am–7pm

every day

$5

$60

$10 / 100

Children

under 2

free, photo

id issued

and

required or

$10 fee,

free

admission

on

Community

Day


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BUILDING AND GROUNDS MAINTENANCE

The pumphouse building is one of the most important structures that impacts the operation of the pool. The pool filtration system

and

electric supply are all housed in this facility. It is imperative that the building be inspected regularly both externally

and internally for routine maintenance items as well as safety. Items such as disconnected roof drains as well as missing or

disconnected ground connections or splash pads were visible and can cause damage to the buildings foundation.

Staff have developed a good monitoring system for trash and restrooms that

is documented and logged on a simple form with initials. This allows for pool management to quickly spot check the facilities.

Paper products, ground litter, canned trash, and cleaning issues are checked hourly when the pool is open. The documented

performance is effective and should continue to be spot checked by management.

The bathhouse is the most visible and visited building on the premise. It serves as the main entrance, changing room, restroom

and shower for pool visitors. It is the first thing visitors see when they arrive and the last impression they will have when leaving

the pool. The appearance of this structure both inside and out is important to not only attract new visitors to the pool but also

to retain existing memberships. Unfortunately, this structure should be completely renovated. The appearance is institutional,

outdated, and does not meet the needs of the operation with its layout and amenities. There is nothing inviting or encouraging

about the primary bathhouse building.


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The bathhouse has undergone many changes and renovations since its initial

construction. When renovations were in progress, the public works staff got

busy and have moved on to other projects, leaving the removal of the

demolition components. This is a familiar sight within the building that can be

easily remedied. There are disconnected pipes, wires and vents throughout

that can be corrected with little expense.

Along the perimeter fencing it was visible that there are dead ash and dying

oak trees. These trees pose a threat to the bathhouse, fencing and lighting of

the pool and should be addressed with professional removal.

There are various grass areas inside the pool perimeter that should be treated

for weeds and seeded to improve coverage. There were noticeable bare spots

in prime locations that should be repaired to improve the look of the grounds.

Weed and feed products are a low-cost maintenance product that will make a

noticeable improvement.

POOL SYSTEM MONITORING

The pool is electronically monitored with the

PoolComm system. This is a good system that

consists of Oxidation Reduction Potential (ORP)

probes for Ph and chlorine. The system allows for

automatic feed adjustments and has the capability of

alerts when parameters are not met. Public Works

has a trained Certified Pool Operator (CPO) as

required that is proficient in the pool operation. The

Pool Manager is typically trained and certified as a

CPO also. Proper logs are maintained with readings

that are taken at various intervals during the pools

hours of operation.


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AVALON PARK – MASTER SITE PLAN

As part of the work done with the Borough Development Committee, a complete master site plan for the Avalon

Park Community

was developed. The plan assumes at least four (4) phases that would be implemented over time. The overarching

elements are to design for long-term sustainability, return much of the park to natural elements, address storm water

drainage problems, and install play equipment, fitness stations, and pedestrian connections that will encourage increased use

and healthy lifestyles. F IGURE 2 – AVALON COMMUNITY PARK – MASTER PARK PLAN


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PHASE 1 – BALLFIELD AND

STORMWATER IMPROVEMENTS

The existing ballfield area in the community park

requires significant upgrades and improvements.

The most pressing need is to repair the existing

culvert and field as needed, install ADA

components, and address storm water runoff

through repair of the existing culvert. It was

decided that this was the most pressing need

and that it should be completed in the first phase

of the project. Phase 1 encompasses all

improvements to the ballfields and track area

west of New Brighton Road. A PA Department of

Conservation and Natural Resources,

Community Conservation Partnership Program

grant request was submitted on April 18, 2018

to complete these Phase 1 improvements.

A. Stormwater and infrastructure

repair, including the investigation of the

existing drainage structures running

under the baseball field and required repairs. The existing stormwater culvert has been a source of damage to the park.

Necessary drainage improvements to the existing ballfields will be completed.

B. Connectivity and accessibility improvements include additions to Avalon Borough’s pedestrian network of sidewalks

in the surrounding neighborhoods, including crosswalks, to create safe routes for pedestrians to enter the western section

of the park. This includes demolition of an existing stairway above the concrete bleachers that does not meet current

safety requirements and does not end at a safe crossing. Accessible parking and an accessible path to the bleachers is

provided adjacent to the existing track. Directional signs for the ballfields are added at the municipal lot above the fields.

C. Improvements to existing athletic facilities include resurfacing the existing track, top dressing the outfields of all

three ballfields, and renovating infield surfaces as needed. Additionally, this phase would replace antiquated scoreboards,

repair the dugout roofs, and provide additional three-row steel bleachers. Two drinking fountains will be installed, as

requested by stakeholders, along with new waste receptacles.

D. At the park entry, an entrance sign with a small planting bed is proposed in a new location to replace the existing worn,

low-visibility sign. The adjacent existing parking lot is to be striped to improve safety and efficiency. Additionally, security

lighting and cameras are proposed for this lot.


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FIGURE 3 - PHASE 1 BALLFIELD AND STORMWATER IMPROVEMENTS


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PHASE 2 – PLAY EQUIPMENT AND FITNESS STATIONS

Phase 2 includes all improvements from the entrance of the park through the existing playground area.

A. The existing playground is the focus of Phase 2, where outdated and unsafe equipment is to be demolished. Proposed

improvements include a play structure for ages 2-12; a separate area for proposed swings; and a centrally located adult

fitness area with equipment. Poured-in-place rubber safety surface is proposed for longevity and ease of maintenance,

with a concrete perimeter accessible sidewalk connecting to the existing parking area. Shade structures, benches, and

improved landscape border plantings define the area. Additionally, a drinking fountain is proposed in the existing

adjoining patio area.

B. Riparian restoration items include the removal of an existing unsafe

metal pedestrian bridge over Spruce Run; removal of hard structures

and shoring along Spruce Run where it will no longer be needed after

restoration; stabilization of any pipe crossings; and a combination of

native riparian plantings and cost-effective constructed best

management practices to improve flow, mitigate risk, and improve

ecological condition.

C. Connectivity & pedestrian network improvements are proposed

to include additions to the pedestrian network on the east side of New

Brighton Road, providing a safe alternate path for pedestrians that

formerly used the Spruce Run bridge to be removed. Additionally,

crosswalks and a lighted pedestrian crossing sign on New Brighton

Road are proposed to further enhance safety. The proposed sidewalk continues through the large parking area to the

existing bath house to allow separation of pedestrian and vehicle traffic within the park, as well as improve accessibility

(the existing sidewalk behind the pool area is serviceable but not accessible due to stairs).

D. Pool area proposed improvements include a new splash pad, a drinking fountain, and screening vegetation on the slope

between the pool fence and parking area.

The replacement of play equipment and a fitness station will be accessible from the newly installed parking areas. Access ramps

is a priority for the Phase 2 improvements for the Community Park.


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FIGURE 4 - PHASE 2 – PLAY EQUIPMENT AND FITNESS STATIONS


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PHASE 3 – PAVILION, RIPARIAN RESTORATION, AND ACCESSIBLE PARKING

Phase 3 continues from the Phase 2 existing playground to the existing pavilions at the back of the park.

A. Riparian restoration includes the following proposed items: removal of an existing damaged brick pedestrian bridge on

Spruce Run; removal of hard structures and shoring where it will no longer be needed after restoration; stabilization of

any pipe crossings; and native riparian plantings and cost-effective constructed BMPs to improve flow, mitigate risk,

and improve ecological condition on Spruce Run. Demolish the existing, deteriorated Shelter 3 south of Spruce Run; use

the Shelter 3 area for riparian restoration activities as needed.

B. A proposed Shelter 3 area will be installed

north of Spruce Run, removing the need for a

pedestrian bridge and filling the need for a

“free” shelter for park users. The proposed

Shelter 3 area includes an additional accessible

parking area, a shelter with concrete pad, and

a concrete walk to a paved riparian restoration

viewing area with seating and interpretive

signage to acquaint residents with the riparian

restoration project. Also proposed are a fire

ring and small landscape plantings to improve

aesthetics.

C. To improve circulation, safety, and accessibility, asphalt paving is

proposed for the existing driveway leading to the back of the park. The road’s

existing drainage structures will be modified or replaced as necessary. The

proposed accessible concrete sidewalk continues along this road from the Phase

2 playground to the Phase 4 area.

D. Finally, proposed improvements to the existing basketball court

include renovating the court surface and replacing the fence and equipment

which is deteriorating and/or damaged.


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FIGURE 5 - PHASE 3 PAVILION AND RIPARIAN RESTORATION


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PHASE 4 – NEW PLAY AREAS AND KITCHEN

The focus of Phase 4 is a proposed playground attraction to be constructed at the “family” ballfield between Shelters 1 and 2.

There is currently no play attraction in the community park and the proposed installment would be a destination for families in

the area. Also, the addition of pedestrian connections in Phase 3 would make the park markedly more accessible to residents of

all ages and physical abilities.

A. The proposed playground attraction is designed to draw activity from surrounding communities into Avalon park,

and is intended to create a destination within Avalon. The playground will include 2-3 large, all-ages play structures,

poured-in-place rubber safety surface, a perimeter accessible concrete sidewalk, and landscape plantings to define the

new play space and beautify the area.

B. To improve circulation, safety and accessibility, the following improvements are proposed: an additional parking

area with accessible parking to serve the proposed playground attraction; striping the existing parking lots to improve

safety and efficiency; a concrete sidewalk connection to a redesigned accessible ramp serving existing restrooms; and

concrete sidewalks and crosswalk between the playground, parking areas and pavilions.

C. Kitchen improvements for existing shelters are

proposed adjacent to the playground. At existing Shelter 1,

renovate the existing kitchen; adjacent to Shelter 2, construct

a proposed kitchen to serve growing demand from park users.

D. Phase 4 completes riparian restoration. Continue

native riparian plantings and constructed BMPs from Phase III

to the end of the park.


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F IGURE 6 - PHASE 4 PLAYGROUND ATTRACTION AND K ITCHEN


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OBSERVATIONS

The Borough parks and the pool facility are tremendous assets for the community. The Borough currently provides parks and

recreation facilities and services to over 4,500 residents in Avalon and countless other residents in the region. Parks and

recreational opportunities provide a community gathering place that promotes a healthy lifestyle and an enriched quality of life.

While the funding for the Parks appears to be in line with other communities of similar size, wages and benefits for the public

works employees are not captured in the Parks and Recreation categories. Labor is always a major component of maintenance

along with supplies and equipment replacement. To see a true picture of what it takes to operate and maintain these facilities,

better accountability systems should be put into place to track hours that are associated with parks maintenance and operation.

The Borough owns an abundance of parks and maintains several open green spaces or lots that require an extensive amount of

knowledge of specific equipment and amenities. Safety updates on ADA requirements of walking surfaces and changes to

consumer safety products are important for the Public Works personnel to be aware. The amount of grass to be maintained and

areas to be trimmed requires several days per week for just normal upkeep during the regular growing season and nearly every

day when the growing season is at its peak. Thoughtful planning for any addition to any of the parks should keep maintenance

time and attention, as well as the sustainability of the improvement in mind.

Overall the parks are very well maintained in season. While there are not specific work tasks or check lists prepared, the work

force has good attention to detail and due to the seasoned tenure of the employees, the work to be completed is understood by

the workers. But there is a need for consistent direction and overall development of the work of the parks from a maintenance

perspective. There is plenty of room to improve efficiencies from the type of equipment selected for mowing, to how maintenance

equipment is transported, to painting or removing old and dilapidated play structures. The public works Superintendent and full-

time employees will need to have a better understanding of best programs and practices to support the use and future

improvements to the Borough’s park system.

According to the 2014-2019 Statewide Comprehensive Recreation Plan, it is important to address several initiatives relative to

local parks. These are:

1. Connect citizens to “close-to-home” recreational opportunities and green space.

2. Position local park facilities and recreation programs as essential services.

3. Create and leverage partnerships that expand outdoor recreation opportunities.

4. Coordinate strategic investment in local priorities and respond to emerging trends.

It is important for the future sustainability of the Borough that the resources necessary for parks and recreation projects and

programs are thoughtfully and realistically applied to creating connections for residents of all ages to be stewards of recreation

and nature so that it can have a positive impact on the long-term wellness of Avalon residents.


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RECOMMENDATIONS

RECOMMENDATION NO. 1 - MAXIMIZE THE USE OF BOROUGH PARKS BY ADOPTING THE MASTER SITE PLAN

Strong parks make strong neighborhoods and the Borough is rich in park and greenspace. Avalon is .69 square miles and relies

on the Community Park for most of its recreation needs. The park is not fully maximized in terms of facilities or programming.

Scheduling more programming provides lifestyle enhancement opportunities for all ages. Some action items that should be

considered by the Borough include:

• Implement and pursue funding based on the Avalon Park Master Site Plan included in this study. The plan is shown in

phases so that the logical staging of improvements can be made as funding becomes available.

• Encourage healthy programs like running, walking, biking events in the park and in the central business district to

encourage the use of the park and to create gathering events for residents.

• Consider the creation of a Recreation Board of volunteers to begin to explore possible programming for Borough parks.

About 15% of the Borough population is under 18 and there should be programming for this age group. The Recreation

Board should act as an advisory board to Council and should provide volunteer labor to help support recreation

programming.

• Hire a Recreation Director with an early childhood or recreation

background to develop, coordinate, and oversee summer programming,

especially summer day camp in the parks. Fees can be charged that

would partially cover the salary of the Director.

• Work with senior agencies to include additional programming and

activities for senior citizens. In surveys and crowd sourcing, seniors have

indicated a preference for planned day trips; strength, stretching, fitness

and cardio classes; healthy cooking classes; gardening, movies, yoga,

and dance classes.

RECOMMENDATION NO. 2 – DEVELOP AND ADOPT A PEDESTRIAN AND BIKE TRAIL PLAN.

The Borough should develop and adopt a pedestrian and bike lane plan that creates a local system to link parks, employment

centers, transit facilities, and adjacent municipalities. The “pedestrian oriented” plan would:

• Provide convenient and well illuminated pedestrian walkways throughout California Avenue and within parking

lots.

• Provide pedestrian links between the business district and communities adjacent to the Borough.

• Provide pedestrian improvements and connections between California Avenue and adjacent neighborhoods and

the community park.

https://www.bing.com/images/search?q=lifespan+senior+services+programs+image&view=detailv2&&id=FC98FDB842AF32B02826C9888C8C04B1D1C1CA49&selectedIndex=68&ccid=u/nopz2p&simid=608017080723047850&thid=OIP.Mbbf9e8a73da973b3d6d8e08c241ca7afo0


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Healthy lifestyles and changes in demographics have created a demand for

more pedestrian oriented activities and the need for more walkable

communities. Enabling safe access for pedestrians and bikers will help

improve the experience and help to make alternatives to car travel more

attractive. Adopting the policy of “complete streets” for the design,

development, or redevelopment of Borough roads should be a priority.

According to the National Complete Streets Coalition

(smartgrowthamerica.org) “Complete Streets are streets for everyone. They

are designed and operated to enable safe access for all users, including

pedestrians, bicyclists, motorists, and transit riders of all ages and abilities.

Complete Streets make it easy to cross the street, walk to shops, and bicycle

to work. They allow buses to run on time and make it safe for people to walk

to and from train stations.” Complete streets can also be important for

creating economic activity for smaller business districts such as California

Avenue. According to the National Complete Streets Coalition: “Building more sidewalks and striping bike lanes has been shown

to create more jobs than traditional car-focused transportation projects.” With the increased demand for bike lanes and pedestrian

connections from the public, and with the goal of increasing the attractiveness of Avalon for the millennial and young professional

class, the Borough would be well advised to consider exploring pedestrian and bike path options.

RECOMMENDATION NO. 3 − CONSIDER USING SUMMER INTERNS OR SEASONAL EMPLOYEES TO DEVELOP RECREATION

PROGRAMMING.

The Borough has a lot to offer in its parks. California Aveenue with its

fenced Dek Hockey area is a prime location for a summer dek hockey

league to play. The ballfields at Avalon Park, while used for the early

part of the season are not used during the later part of the season or in

the fall. Fall league adult softball is still popular and is always looking

for centrally located fields to play through November. The two smaller

parks on Semple and South Birmingham may serve as good craft and

or activity play areas that could serve those neighborhoods with an

organized program. All of these ideas require time to develop and

manage and may be a good opportunity for an intern to research/survey

the community and help develop and manage the activities. Programs

are typically sustainable when a small fee is established based on the

program involvement from staff, this should also be researched. The

http://www.bing.com/images/search?q=biking+city+images&view=detailv2&&&id=4F693C90AE9B4ECE17D70174B35B1748774E8AD8&selectedIndex=26&ccid=jsa8/2H6&simid=608043751886097612&thid=HN.608043751886097612


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Local Government Academy offers a municipal internship program that pays 50% of the intern’s wages for the year. This may

be a good option for Avalon in future years.

RECOMMENDATION NO. 4 - REVIEW FEES FOR PROGRAMMING AND FACILITIES ON AN ANNUAL BASIS.

The Borough should annually review all fees charged for rentals and facility usage to ensure that the fees partially cover the

recreation expenses. Reviewing the fees on an annual basis during the regular budget adoption process will ensure that adequate

charges are imposed to recoup some of the Borough’s cost of providing programming.

RECOMMENDATION NO. 5 - DEVELOP AND USE WORK CODES ON TIME SHEETS TO TRACK WORK DONE AT PARKS.

A more detailed timesheet and work order system would allow for employees to code work performed at the parks against codes

that would then allow management to evaluate the time spent working in the parks. A true cost of the operation and maintenance

of the parks is essential to see how much of the Borough’s labor is related to park and recreation activities. This would serve as

as a basis for evaluating fees for programs and facility use.

RECOMMENDATION NO. 6 - CONDUCT A PARK SIGN INVENTORY AND ADDRESS FADED AND UNNECESSARY SIGNS

It is important for the public when entering a park to know not only the identity of the park that they are visiting but also to

understand the rules of the park. There are many signs that have been installed at the Avalon parks over the years that should

be reviewed for their use and overall appearance. Avoid sign pollution - a sign inventory should be conducted and evaluated for

sign reduction and replacement. Attractive identification, directional, and rules signs should be installed at every park.

RECOMMENDATION NO. 7- TRAIN AT LEAST ONE CERTIFIED APPLICATOR

THROUGH THE DEPARTMENT OF AGRICULTURE.

The Borough has a need for the spraying of herbicides and pesticides in and around

its public facilities to control vegetation. Public entities are required to have at least

one certified applicator, licensed through the Commonwealth, in order to utilize even

the smallest amount of products like “Roundup.” There are special requirements for

public entities that must be observed in order to perform this activity. Additional

information on the full requirements of certification may be found through the Penn

State Agriculture Extension at this link http://extension.psu.edu/publications/agrs-118

http://extension.psu.edu/publications/agrs-118


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RECOMMENDATION NO. 8 - ESTABLISH ROUTINE MAINTENANCE AND INSPECTION SCHEDULES TO INCREASE PUBLIC SAFETY

AND REDUCE LIABILITY.

The amount of maintenance needed at the Borough’s parks can be overwhelming for the public works employees. The busiest

time for park maintenance can be demanding because it is also the peak vacation time for workers. For this reason, it is important

to have written check inspection and safety checklists and to have seasonal employees hired and trained before these peak

periods. If the public works Superintendent were to establish a routine maintenance and inspection schedule with sign-off

checklists, employees would understand the duties required and the parks appearance and functionality would rise. Public spaces

must be safe and accessible to all members of the public at all times. Unsafe play equipment, walkways, and debris are not only

unsightly and devalue a community asset but lead to liability issues for the Borough. A full-time employee should be required to

complete the CPSI training and obtain the certification through the PA Recreation and Park Society. This will provide the Borough

with the necessary skills for establishing a sound risk reduction program, a system repair

system, and removal of hazardous equipment. It will also help the CPSI to set up a

routine inspection system for the City-owned and leased recreation and park facilities.

RECOMMENDATION NO. 9 – REGULARLY PERFORM A COMPREHENSIVE ANALYSIS OF

COMPETITIVE FUNDING OPPORTUNITIES AT THE LOCAL, STATE, AND FEDERAL LEVELS

THAT COULD SUPPORT RECREATION PROGRAMS AND CAPITAL PROJECTS.

County, state, and federal funding programs are available to help in funding recreation

programs and projects. The PA DCNR offers grant programs to aid in rehabilitation and

development of parks and recreation facilities, land acquisition to support active or

passive recreation, and planning studies to assess project feasibility and/or plan

comprehensively for the recreation needs. Most competitive grant programs carry local

match requirements, which require applicants to document cash and/or in-kind

contributions (e.g. staff time) proportionate to the requested grant amount. Securing

the required match for a competitive grant is a challenge that requires creative solutions.

In some cases, match can be comprised of several funding sources, from CDBG funds to direct cash contributions to donated

services. The Commonwealth’s programs recognize the appraised value of land as an eligible match when the land will be

incorporated as part of the recreation project. Grant funds represent a one-time cash infusion and should not be utilized to

balance an operating budget. But grant funds can represent a viable source of funding to offset the costs associated with major

capital projects. Some opportunities are provided under the following programs.

PA GREENWAYS, TRAILS, AND RECREATION – There are regional trails not far from Avalon. Trails are desirable to promote healthy,

active lifestyles. Trails also promote economic activities in and around their locations. Act 13 of 2012 establishes the Marcellus

Legacy Fund and allocates funds to the Commonwealth Financing Authority (the “Authority”) through DCED for planning,


39 | P a g e

acquisition, development, rehabilitation and repair of greenways, recreational trails, open space, parks and beautification projects.

Connecting neighborhoods and parks within the Borough is also desirable and would be looked at positively for funding in many

cases. Visit the website at: https://dced.pa.gov/programs/greenways-trails-and-recreation-program-gtrp

DEPARTMENT OF CONSERVATION AND NATURAL RESOURCES (DCNR) − COMMUNITY CONSERVATION PARTNERSHIPS PROGRAM (C2P2)

– Parks and Recreation Planning, Development, Land Acquisition, and Partnership Projects. Phase 1 of the Avalon Park Master

Site Plan was submitted to this program for funding on April 18, 2018. Avalon should prepare and submit future applications for

a pool feasibility planning study and Phase 2 of the Avalon Park Master Site Plan. Both are eligible projects for this funding

source. These applications are due in mid-April of each calendar year. Visit the website at:

http://www.dcnr.pa.gov/Communities/Grants/Pages/default.aspx

GAMING ECONOMIC DEVELOPMENT AND TOURISM FUND (GEDF) – The GEDF fund was created for community and economic

development projects in Allegheny County and is funded through gaming revenue. Eligible projects include projects that promote

local economic activity, improve infrastructure, public safety projects, and projects that improve or create civic, cultural, or

recreational activities or facilities. Single applications are submitted through the DCED Single Application program and are

reviewed and approved by the Commonwealth Financing Authority (CFA) which is controlled by the caucuses of the PA General

Assembly. State representatives and senators must be supportive of the project in order for it to advance. These applications

are due before October 1 of each calendar year. Visit the website at: https://dced.pa.gov/download/gaming-economic-

development-tourism-fund-guidelines

COMMUNITY INFRASTRUCTURE AND TOURISM FUND (CITF) – The CITF is an annual allocation of $6.6 million from gaming revenue

for use in Allegheny County for construction, development, improvement and maintenance of infrastructure projects. CITF

provides grants and loans to municipalities to carry out important project for development of key sites for future use. Stormwater

infrastructure and recreation amenities are eligible projects under the CITF. Applications are typically accepted between January

and February of each calendar year. Visit the website at: http://www.county.allegheny.pa.us/economic-

development/authorities/citf-grant.aspx

FISH AND BOAT COMMISSION – BOAT LAUNCH INFRASTRUCTURE GRANTS – The Commission has a number of grant programs that

provide funding in support of fishing, boating and aquatic resource conservation. A list of the major grant programs are available

at the website at: http://www.fishandboat.com/Transact/Grants/Pages/default.aspx

RECOMMENDATION NO. 10 − CONTINUE TO ENGAGE IN STRATEGIC PLANNING THAT TAKES A COMPREHENSIVE VIEW OF THE

BOROUGH'S PARKS AND RECREATION PROGRAMS, FACILITIES, AND PROJECTS.

Th Boroughe Development Committee have taken a proactive approach to parks and recreation planning. Continued strategic

planning for the Borough should include ongoing discussions about:

https://dced.pa.gov/programs/greenways-trails-and-recreation-program-gtrp

http://www.dcnr.pa.gov/Communities/Grants/Pages/default.aspx

https://dced.pa.gov/download/gaming-economic-development-tourism-fund-guidelines

https://dced.pa.gov/download/gaming-economic-development-tourism-fund-guidelines

http://www.county.allegheny.pa.us/economic-development/authorities/citf-grant.aspx

http://www.county.allegheny.pa.us/economic-development/authorities/citf-grant.aspx

http://www.fishandboat.com/Transact/Grants/Pages/default.aspx


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• Where are we going? (Mission)

• How do we get there? (Strategies)

• What is our blueprint for action? (Budget,

Goals, and Objectives)

• How do we know if we are on track?

(Control)

Issues for discussion should include:

• Are there any programs or services that

we currently provide that we should stop

providing? If yes, which programs?

• Are there any new programs that the

Borough should start offering?

• What opportunities should the Borough

pursue over the next five years?

• What challenges is the Borough likely to

face over the next five years?

• What are the emerging trends?

It may be helpful to continue to work with an independent consultant who has training in recreation planning to facilitate

discussions between the Borough and the residents. The goal of this strategic planning process should be to establish goals that

can be achieved within a reasonable timeframe.


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APPENDIX A – AVALON COMMUNITY PARK MASTER PLAN ESTIMATE OF PROBABLE COSTS

See following pages.

Documents

Borough of Avalon · study, a special conditions report was included with a ... neighborhood sustainability. Communities that offer ... 2016 ACTUAL 2017 ACTUAL 453.130 — Salaries