FY23 Annual Report

essential
Value
equity
Opportunity
sustainability
It is important to remember and consider the value and impact
recreation and park services have on their communities. This
annual report identifies the need and importance of providing
opportunities for activity and connections.
The benefits are endless in terms of health and wellness, safe social
spaces, and education of our community.
essential
Value
equity
Opportunity
sustainability
It is important to remember and consider the value and impact
recreation and park services have on their communities. This
annual report identifies the need and importance of providing
opportunities for activity and connections.
The benefits are endless in terms of health and wellness, safe social
spaces, and education of our community.
RECREATION & PARKS COMMISSION

FY’23 ANNUAL REPORT
Commission Members
Chairman: Ed Murphy
Vice Chair: Melissa Chiappone
Lucas Beaney
Rich Ericson
Jim Gregg
Megan Gwudz
Traci Santos
Nan Schrieber
Taylor Stino
Message from the
Director………………………………………………………………………………
3
Department
Overview………………………………………………………………………………
4
Quick Reference Statistics
…………………………………………………………………………………………
5

Operations
…………………………………………………………………………………………
6 - 8
Financial Overview
…………………………………………………………………………………………
8 - 10
Sustainability Initiatives
…………………………………………………………………………………………
10
Achievements and Challenges
…………………………………………………………………………………………
10 - 12
Future Plans and Goals
…………………………………………………………………………………………
12 - 15
Acknowledgements
…………………………………………………………………………………………
15
Statistics & Surveys
…………………………………………………………………………………………
16 – 25
Metrics
…………………………………………………………………………………………
attached

Message from Director:
As we reflect on the accomplishments and challenges of the past
year within our Recreation and Parks Department, I want to extend
my heartfelt gratitude towards each of you. Your support and
commitment to our community is tremendously appreciated.
Our department’s achievements in 2023 would not have been
possible without the dedication of our staff, who consistently go
above and beyond to create vibrant recreational opportunities for
our residents. From organizing engaging community events to
maintaining our beautiful parks and properties, your hard work and
passion have made a positive impact on countless lives.
We have witnessed a surge in community participation, with record
attendance at our events and programs. This is a testament to our
collective efforts in fostering a sense of belonging and well-being
among our residents.
However, it’s crucial that we address the pressing need for
additional staff.
The challenges stemming from our current staff levels have become

increasingly evident. As we continue to expand our programs and
maintain our facilities, the workload has grown significantly. This,
in turn, places strain on our dedicated team.
The demand for our services is on the rise and while we have made
strides in optimizing our resources, it’s clear we need more hands
on deck to meet these growing expectations. Filling the vacant roles
and adding additional maintainers would not only alleviate the
burden on our current team but also allow us to offer even more
diverse and enriching programs to our community.
I believe that by continuing to work closely with the Commission,
First Selectman, and Town boards, we can find innovative solutions
to address these staffing challenges. It is our collective
responsibility to ensure that our Recreation and Parks Department
continues to thrive and provide the high-quality services that our
community deserves.
Together, we can overcome the staffing challenges and continue to
make a positive impact on the lives of our residents. Your
unwavering support is invaluable, and I look forward to the
opportunities and growth that the future holds for our department.
With gratitude and determination,
Ryan McNamara
Department Overview:

Organizational Structure
Staff:
Director: Ryan McNamara
Asst. Director: OPEN
Program Coordinator: Tim Cieplik
Office Coordinator: Eileen Sullivan
Receptionist/Clerk: Hilary Willard
Foreman: Scott Olson
Maintainers:
Chad Adams
Nick Cancelmo
Corey Gladue
Gabriel Madrid
Jordan Silvestri
Josh Therrien
Mission
Programs will be offered for all ages and interests giving each
individual the opportunity to engage in a variety of activities.
Through these activities, participants will be able to make
constructive use of leisure time and contribute to positive physical
and mental health, and good sportsmanship.
Vision

Well maintained parks, public spaces, and various nature areas
provide opportunities for residents to maintain active, healthy
lifestyles; while appreciating our community’s natural resources and
preserving them for future generations.
FY2022 FY2023                         
Revenues: $208,382 $278,183.50
Registrations: Check 50% $83,010 or 30%
Cash 44% $91,893.50 or 33%
Credit 6% $108,164.85 - $4,884.85 (conv fees) $103,280 or 37%
Special Revenue N/A approx. $26,000
Enrollments: 1,137 1,608
Male 364 (32%) 558 (35%)

Female 773 (68%) 1,050 (65%)
Resident Participants 1,012 (89%) 1,456 (90%)
Non-Resident Participants 125 (11%) 152 (10%)
Community Center Attendance: 14,500 14,670
Program Efficiency 91Offered 163 Offered
85 Administered 143 Administered
93% Run Rate 88% Run Rate
Athletic field permits issued                   828 944
Wood Orders(deliveries/residences) 36/24 55/30
Concerts (#of concerts held) 10,700 (9) 12,874 (10)
Beach Sticker Sales Resident: $28,195 $49,002
Non-Resident: $30,918 $38,367
Gatehouse Operations $82,133 $82,991
Maintenance Hours
Town: 7,358 7,934 (no seasonals)
BOE: 3,573 3,874
Lost Manpower: 1,755 1,776 or 254 (7hr days)
Community Outreach: N/A 4,073 unique email

Operations:
Programs and Activities
Staple Fitness Classes: Continue offering regular fitness classes such
as group swim lessons, yoga, pilates, and aerobics to cater to a
broad range of fitness levels and interests.
Sports Leagues: Maintain popular sports leagues like 35+ Wooden
Bat Softball, Cactus Jack basketball, and volleyball, promoting
physical activity and team engagement. We also provide guidance
and oversight to our youth co-sponsored programs- Lacrosse,
Football, Softball, Baseball, Soccer, Cheerleading, Wrestling,
Basketball, Community Band, etc.
Outdoor Exercise: Arrange outdoor yoga sessions at WBP and new
programming at Civic Triangle boardwalk, providing participants
with fresh air and motivating workout environments.
Aquatic Fitness: The Waterford High School pool hosts water
aerobics and swim programs for those who prefer low-impact
exercises. Time constraints with Board of Education operations and
play equipment are the two biggest challenges.
Special Events: A listing of our community offerings in FY’23 that
we supported or hosted:
Summer Concert Series.
Harvest Fest.

Winter Tree Lightings.
Farmers Market growth
Other special events we participate in as they are important to us:
Food and gift deliveries during the Winter Holidays
Alternative Heating Wood Program
Pearl Harbor Day Road Race
Addy’s Run
Bio-Blitz
Veterans and Memorial Day Events at Town War Park
Waterford Annual Parade – Unity In Community
Trunk or Treat
Safe Futures
New Opportunities for Civic Triangle Park:
Green Fitness Zones: Designate areas for fitness activities, such as
yoga and group exercises, amidst the park's lush greenery.
Outdoor Exercise Platform: Develop a dedicated platform for classes
like yoga and meditation sessions in a tranquil, nature-inspired
environment.
Recreational Trails: Construct walking and jogging trails within the
park, encouraging residents to enjoy nature while staying active.

Special Event Space: Design a versatile space within the park for
hosting small programming hubs, entertainment venue, and
additional opportunities for T-ball, flag football, and Frisbee, for
example.
Community Gardens: Integrate community and pollinator gardens
where residents can engage in physical work, learn about
gardening, and enjoy the fruits of their labor.
By introducing new programs and opportunities and focusing on the
development of Civic Triangle Park, the community can foster a
culture of fitness, well-being, and togetherness. These initiatives not
only promote physical health but also strengthen community bonds
and improve the quality of life for residents.
Facility & Park Updates
Civic Triangle:
Plans received for WBP Maintenance garage – looking to change the
footprint to house the majority of the R&P maintenance operations
from Vets garage to WBP garage.
Basketball and Pickleball improvements, park dimensions to change
and allow for more activities and opportunities in the turf area with
fence changes and scoreboard relocation.
Offer additional entertainment and community events throughout
the year. The current design primarily allows for softball use, we
plan to continue softball as well as introducing T-ball and some
minor baseball/softball offerings with modifications (temporary
fencing, wooden bat and low fly softballs, etc.). Outside of these
seasons as well as within, we will be able to incorporate flag
football, ultimate Frisbee, yard games, and more without the
limitations of the current fencing.
Install new, dedicated pickleball courts and improve the basketball
court to post-tension concrete – to add in additional physical fitness
activities to a more passive and inviting park setting.

Future plans to include a water element, security, improved signage
and educational kiosks around the pond, and lighting where
required.
Nevins Cottage: A new 501c3 has been formed to preserve and
repurpose the use of the building for the community. Discussions
are in the early stages but progress has been exciting.
Jordan Park House: electrical upgrade has allowed for special event
improvements, will need to work with Building Maintenance on
repairs and accessibility. The parking lot should be reviewed for
any improvements to allow for additional parking spaces (accessible
and standard) while also considering emergency access for special
events and gatherings.
Community Center – welcomed in Youth and Senior Services. Class
space and storage issues currently provide the biggest obstacles. The
potential ownership of current LEARN space next door may become
available in 2025/2026 when the transfer to the Southwest
Property is
scheduled. Center staff have completed a review of repairs and
needs with Building Manager and First Selectman.
WBP Bathrooms – New transportable units were introduced to
delight of the park users. As work and operations continue to
progress, “wrapping” or a protective film on the bathrooms will be
considered and installed to preserve the investment. Benches and
improving the rinse areas are in discussion. Bathrooms are
winterized and relocated up to the maintenance garage.
WHS Pool – As with many parts of the state, lifeguard shortages
continue to provide a barrier for increased offerings. The popularity

of the swim programs at the middle school and high school level
are fantastic participation numbers, but also present time
constraints for public programming.
Financial Overview:
Financial fiscal restraint involves prudent financial management
practices to achieve budgetary savings and prioritize essential
results. Here's an explanation of how implementing special revenue
operations, a robotic paint lining system, and altering the seasonal
schedule can contribute to this restraint:
A. Special Revenue Operations:
- By establishing special revenue operations, the municipality can
generate income from specific activities or services. This revenue
can be used to offset program expenses only.
- Examples of special revenue sources include fees, or partnerships
with local businesses to sponsor public events. These initiatives help
diversify income streams and reduce the reliance on taxpayer funds.
B. Robotic Paint Lining System:
Using a robotic field line painter offers significant savings in both
time and manpower for various applications, such as sports fields,
parking lots, and more. How?
Efficiency: robotic line painters work quickly and accurately,
covering large areas with precision. They operate continuously
without fatigue, reducing the time needed to complete line marking
projects.
Reduced labor: Human-operated line painting requires skilled
personnel, which can be costly in terms of labor expenses. Robotic
line painters eliminate the need for a dedicated workforce, saving
on labor costs.
Consistency: Robots maintain consistent line quality, ensuring

uniform and professional markings across the field or surface. This
consistency eliminates the need for frequent touch-ups or
corrections.
Time Savings: Robotic line painters can complete tasks in a fraction
of the time it would take a human crew. This quick turnaround is
especially valuable when looking to minimize disruptions to the
operations.
Precise Measurements: Robotic line painters use GPS and advanced
technology to measure and mark lines accurately. This eliminates
the potential for human error and ensures that lines meet specific
regulations and standards.
Multi-Tasking: Some robotic painters can perform multiple tasks
simultaneously, such as marking lines and painting logos or
graphics. This versatility can further reduce project timelines. An
operator in the area can supervise the machine while performing
debris removal, trimming, mowing, etc.
Cost-Effectiveness: While there is an initial investment in
purchasing or renting a robotic line painter, the long-term cost
savings in labor and materials can be substantial, allowing for an
early return on investment.
Challenges:
Initial Investment: Transitioning to electric maintenance equipment
and vehicles may require significant upfront investments in
infrastructure and new equipment. This can be challenging when
budgets are tight.
• Infrastructure Readiness: Ensuring the availability of electric
charging infrastructure in parks and recreation facilities is crucial,
and retrofitting existing structures can be expensive.

In summary, robotic field line painters offer substantial savings in
time and manpower by streamlining the line marking process,
enhancing accuracy, and reducing the need for manual labor. These
benefits make them a valuable asset for organizations looking to
optimize efficiency and cost-effectiveness in line marking projects.
C. Altering Seasonal Schedule:
Adjusting the seasonal schedule for municipal services based on
priority can optimize resource allocation and budget usage.
For example, if field maintenance is a high priority during certain
seasons, the budget can be allocated more generously during that
period, while other services might receive reduced funding during
off-peak seasons.
This approach ensures that resources are directed where they are
most needed, improving the overall effectiveness of municipal
services.
In summary, financial fiscal restraint involves a strategic approach
to manage resources wisely. Special revenue operations, the
adoption of efficient technologies like a robotic paint lining system,
and flexible scheduling based on priority allow the ability to
optimize budgets, reduce waste, and prioritize areas that yield the
most significant results, all while maintaining financial discipline
and sustainability.

Approved Operating Budget (last 11 years)
2013 $1,304,714
2014 $1,305,073
2015 $1,342,839
2016 $1,380,554
2017 $1,375,909
2018 $1,461,426
2019 $1,412,921
2020 $1,519,608
2021 $1,511,615
2022 $1,450,159
2023 $1,452,431
2024 $1,423,523
Special Revenue balance in our first year (FY23) was approximately
$26,000
Sustainability Initiatives:
We have explored several programming ideas to get involved with
conservation and education by providing an annual BioBlitz at our
parks. In FY’23 we chose Stenger Farm park and identified plants
and insects that co-habitat within the park system.
Civic Triangle Pond re-design to improve the water quality and
accessibility to the park.

Water Safety awareness event is held by our Aquatics staff to help
make learning about the dangers of water less threatening when
prepared and educated.
We continue to provide signage regarding No tobacco/Smoking at
our parks. Un update to newer uses and devices will be reviewed.
Continued exploration of equipment electrification. Weed trimmers
and blowers have shown to be quieter and efficient, however, the
battery life and charging situations provide drawbacks. Technology
is ever changing and we are keeping up with any opportunities.
There are some great practical uses for the residential industry,
however, the commercial aspect has lingering questions regarding
battery life, etc.
Achievements and Challenges:
A new logo has been created (shown on the cover) to reflect our
commitment and services to the community. The elements covered
through icons represent the wide range of opportunities the R&P
department provides.
Increased programming – new youth karate classes, creative arts,
Cricket design, private swim lessons, water sports at WHS Pool, etc.
The December 2022 hire of a new Program Coordinator will play a
large role in building out our programs and identifying new
opportunities.
First full year of Special Revenue collected roughly $30,000 to help
run and maintain our fee-based programs.
Increased attendance at all major special events including Summer
Concert Series, Harvest Festival, Tree Lightings as well as
introducing new Bio-Blitz discovery hikes and extending the
Farmers Market through the Winter months indoor at the
Community Center.
WBP Access Walk and Bathroom Updates: A municipal success story

unfolded with the installation of an accessibility walk at Waterford
Beach Park. This transformational project aimed to make the beach
more inclusive for everyone, including individuals with mobility
challenges. The installation involved creating a smooth, accessible
pathway that extended from the parking area to the shoreline. It
incorporated the concrete walk with traversable Mobi-Mat product
allowing seamless transition from both walkway applications. The
accessibility walk not only improved the beach experience for
residents and visitors with disabilities but also enhanced the overall
accessibility and appeal of the beach, fostering a more inclusive and
vibrant community space. This project stands as a testament to the
Town’s commitment to equity with dedication to making public
spaces accessible to all.
Garden enhancements – One aspect of development we felt
important to introduce were perennial, native plantings to our
parks. The Jordan Park House wetland garden, rose bed, and sign
garden were all updated/installed and maintained this year. Thank
you to Nick Matsas and the Thames River Garden Club/Historical
Society for their support and assistance.
Board Of Education properties were also enhanced with plantings
and garden bed maintenance. Each school received some sort of
update to a garden area on site.
Challenges
Annual challenges in recreation and parks can be multifaceted,
often requiring creative solutions and resource management. Here’s
an overview of our four key challenges in FY ‘23:
Difficulty Training New Staff and Filling Important Roles:
High Staff Turnover: Frequent staff turnover in recreation and parks
departments can make it challenging to maintain a consistent and
experienced workforce.
Recruitment Challenges: Finding qualified candidates for specialized
roles, such as program coordinators or maintenance personnel, can

be time-consuming and competitive.
Training and Onboarding: Training new staff and bringing them up
to speed on department procedures and safety standards can be
resource-intensive.
Sustainable Budget Growth:
Limited Funding: A 0% budget growth over the past three years can
strain the ability to maintain and improve park facilities, offer new
programs, and provide competitive salaries to retain talent.
Inflation and Cost Increases: Inflation and rising costs for utilities,
maintenance, and equipment can erode the purchasing power of the
budget, making it difficult to maintain services.
Learning the ins and outs of a new Special Revenue account and the
responsibilities and line item accounting.
Maintaining vs. Growth: Adjusting policy and focus
A lot of adjustments are being made operationally within the
maintenance and administrative functions. How we complete
projects and collecting data to managing community outreach are
continually being updated to reflect our current standards and
expectations.
A history of zero increases and budget cuts provide numerous
challenges when implementing growth factors and increasing
standards.
Inconsistent Social Media Presence:
Communication Gaps: An inconsistent social media presence can

result in a lack of timely and effective communication with the
community, impacting program participation and awareness.
Resource Allocation: Maintaining an active social media presence
requires personnel and time. Finding the right balance between
traditional and digital marketing efforts is a challenge.
To address these challenges, we will be considering innovative
solutions, such as public-private partnerships for funding, offering
remote or flexible work options to attract and retain talent,
pursuing grant opportunities for electrification projects, and
implementing a structured and engaging social media strategy to
improve community engagement and program participation.
Adapting to these challenges while maintaining high-quality
services is essential for the long-term success of the Recreation and
Parks department.
Future Plans and Goals:
Properties
We are working with the Economic Development Commission on
using the Beautification funds, from the alcohol nip sales, to update
and replace garbage receptacles and benches within the Civic
Triangle. The fund also allows for improvements at other high
traffic locations in Town that we will continue to explore to offset
project expense requests.
Pleasure Beach Walk – although the new design and layout provide
a larger price tag, the amount is justified to ensure equitable use
and full access to beach settings by:
Accessibility and inclusivity: a walkway is needed that ensures
individuals, and especially those with mobility challenges, can
access the park; promoting inclusivity and equal opportunities for
enjoyment.
Legal Compliance: Connecticut has many laws and regulations, such
as the Americans with Disabilities Act (ADA), that require public

facilities to be accessible. Failing to comply with these laws can
lead to legal issues.
Ethical and Moral Considerations: Providing equitable access is a
matter of social justice and ethics, as it ensures that no one is
unfairly disadvantaged due to physical limitations.
Tourism and Economic Benefits: Accessible facilities can attract a
wider range of visitors, including tourists with disabilities,
potentially boosting local tourism and economic activity.
Environmental Preservation: a designated walkway can help protect
sensitive ecosystems and dunes by directing foot traffic away from
the fragile areas, promoting environmental conservation.
Reputation and Image: Providing full access and equitable use of
Pleasure Beach can enhance the Town’s reputation as a welcoming
and inclusive community.
While the cost of the walkway may be a significant consideration, it
is important to weigh these benefits against the expense. In the long
run, ensuring equitable access to Pleasure Beach can have wide-
ranging social, economic, and environmental benefits.
WBP Garage and gatehouse – relocating the maintenance operations
from the Civic Triangle Veterans Garage to the Waterford Beach
Park garage is an approach to solve the following:
Space efficiency: A smaller footprint garage would make more
efficient use of limited space within the town park, freeing up areas
for recreational and green locations, benefitting the community as a
whole.
Environmental Impact: Reduced space requirements can lead to less
disruption to the park’s natural environment. This is especially
important as the park provides sensitive ecosystems and wildlife

habitats.
Aesthetic Improvement: A smaller garage can be designed to blend
more harmoniously with the park’s surroundings, improving the
overall aesthetic appeal of the area.
Noise Reduction: Main operations will transfer to WBP, allowing
reduced noise pollution in the Civic Triangle for enhancing the
tranquility and enjoyment of the park visitors.
Community Engagement: The relocation of the operations will
allow for the freed up space to be repurposed for community
events, outdoor activities, or other amenities fostering a stronger
sense of community.
Safety: Fewer vehicles will be moving in and out of the park,
reducing the risk of accidents and enhancing the safety for park
visitors.
Town wide post tension surfacing for courts – tennis and BB – When
considering renovations for tennis and basketball court surfacing,
the choice between post tension concrete and asphalt is a critical
decision. Opting for post tension concrete offers numerous
advantages. This method provides exceptional durability, reducing
the risks of cracks and surface irregularities that can impact play. It
also enables better control of court dimensions, enhancing accuracy
and longevity. Post-tension concrete’s smooth, consistent surface
enhances ball bounce and player comfort, making it an ideal choice
for court enthusiasts. Additionally, it’s low maintenance
requirements and long lifespan contribute to long-term cost savings.
In summary, selecting post-tension concrete over asphalt is a wise
choice for court renovations, ensuring a high-quality, resilient, and
enjoyable playing surface.
Town wide playground improvements: In an effort to enhance the
recreational opportunities for residents and visitors, we are
embarking on an ambitious town-wide playground update at two
(2) distinct locations: Leary Park, Waterford Beach Park. This
comprehensive initiative aims to revamp existing playgrounds,

creating vibrant, safe, and engaging spaces for children and family
to enjoy. The project will focus on improving play equipment,
safety features, landscaping, and accessibility to ensure that
everyone in the community can benefit from these upgraded
facilities. The two locations chosen for the upgrade are strategically
distributed throughout the town, guaranteeing easy access and
widespread enjoyment for all. Through these enhancements, our
town is committed to fostering a healthier, more active, and
connected community for years to come.
Leary Park and Civic Triangle Updates: The need to update parks
with playground improvements, athletic field irrigation, and new
tennis and basketball court surfaces can be justified for several
reasons:
Safety and Quality of Life: Upgrading the playground ensures that
children have a safe and enjoyable place to play, enhancing the
quality of life for families in the community.
Physical Activity and Health: New athletic field irrigation allows for
better maintenance, ensuring that the fields are playable year-round
and encouraging physical activity among residents, which is vital
for public health.
Sports Facilities: New tennis and basketball court surfaces provide
opportunities for residents of all ages to engage in recreational and
competitive sports, fostering physical fitness and community
engagement.
Inclusivity: Modernizing the park can include features designed for
people with disabilities, ensuring that everyone in the community
has equal access to recreational opportunities.
Community Building: A well-maintained park serves as a focal point
for the community, where residents can socialize, participate in
events, and build a stronger sense of unity.

Economic Benefits: Improved parks can attract visitors, potentially
boosting local businesses through increased tourism and event
hosting.
Environmental Sustainability: Updated irrigation systems can use
water more efficiently, reducing waste and contributing to
environmental sustainability.
Property Values: Upgraded parks and sports facilities can have a
positive impact on nearby property values, benefiting homeowners
in the area.
Education and Skill Development: Playgrounds and sports facilities
provide opportunities for children to develop essential skills,
including physical, social, and cognitive abilities.
Increased Usage: High-quality facilities are more likely to be used
by residents, resulting in a better return on the community's
investment.
Competitive Advantage: Attractive parks and sports amenities can
give the community a competitive advantage in attracting new
residents, businesses, and investment.
Aging Infrastructure: If the existing park infrastructure is outdated
or deteriorating, an update becomes necessary to ensure continued
safe and functional use.
In justifying these updates, it's important to consider the specific
needs and preferences of the local community, conduct cost-benefit
analyses, and engage with residents to ensure the proposed changes
align with their desires and priorities. Investing in the improvement
of a local park can have a far-reaching positive impact on the
community's overall well-being and vitality.
Additional project reviews being completed:
WBP Concert Staging
Dog Park access walk – design plan to cost $6,000 from Haley

Ward.
Jordan Park House parking lot – accessible and emergency access
for events – design cost by Haley Ward
Stenger Bathrooms and water access
Vets fountain replacement/improvements
Establish and improve Barry Farm and Sportsmen Club biking and
hiking trails
Replace Lifeguard Shack at Waterford Beach Park
Special Events and Programs
Recreation and Parks is excited to outline our future plans for
special events and programming. We are committed to enhancing
accessibility by increasing adaptive offerings to better serve a
diverse audience. Additionally, we aim to expand our cultural
impact by adding more concerts and community gatherings in the
newly developed Civic Triangle Park that will help in our goal to
bring our community closer together. Lastly, we are staying attuned
to emerging activities by
incorporating more pickleball into our programming to meet the
growing interest. It will be a dynamic year ahead as we explore
ways to educate on gluten free cooking for those dealing with celiac
disease, sign language and other adaptive skating and biking
programs on the horizon!
Acknowledgments:
There are multiple details involved throughout our services and
offerings that could not be performed without the help of other
Town of Waterford Departments and volunteers. This past year
there was a lot of involvement with Planning, Utilities, Public

Works, Human & Youth services, Finance Department, Fire Services
(Fire Police, Fire Marshall) and Police Department, Library, and
others to help make our events and opportunities that much more
attractive. Many thanks to our Historical Society, Eagle Scout
Projects, Girl Scouts, special event participants and volunteers
(concerts, Eater Egg Hunt, Harvest Fest, Tree Lightings, Pearl
Harbor Race, Town parade, Veterans and Memorial Day events,
etc.) We could not forget the support and assistance for the Board of
Education for use of portable staging and providing trade support
when needed, Thank you to ALL!!
Supporting Data:
WHY DOES WATERFORD R&P MATTER???!!!!
The impact that Waterford Recreation and Parks has on its residents
goes even further to meet the standard of benefits. Waterford is
blessed with beach waterfront, acres of open space and developed
parks/trails, athletic facilities (including pool opportunities), and a
Community Center. These are ideal amenities for many individuals
and families looking to find permanent residency.
Our department is committed to establishing best practices to
provide acceptance, accessibility, and a “belonging” to our Town
and activities. In doing so, we review national trends and what
opportunities should be provided to residents.
Parks and recreation and the professionals who make it happen are
essential. Here are five statements with supporting research that
showcase the fundamental role of parks and recreation:
Parks and recreation promotes health and wellness.
Parks and recreation’s programming and education activities are
critical to childhood development.
Parks and recreation drives economic opportunity.
Parks and recreation is everywhere, uniting people and

strengthening communities.
Parks and recreation is essential and adaptable infrastructure that
makes our communities resilient in the face of natural disasters and
climate change.
People who live near parks are both physically and mentally
healthier than those who do not.
More than 200 million people across the United States live within a
10-minute walk of at least one park or trail.1
Seventy-four percent of U.S. residents live within a walkable
distance of a local park or other recreation opportunity (including
playgrounds, open space, recreation centers).2
Access to indoor and/or outdoor recreation facilities and frequency
of park visitation correlate with greater physical activity3,4; people
who use parks and open spaces are three times more likely to
achieve recommended levels of physical activity than non-users.5
Greenspace exposure corresponds with improved physical health,
including decreases in stress, blood pressure, heart rate, and risk of
chronic disease (cancer, diabetes, cardiovascular heart disease).6,7
Children with access to parks and facilities have shown decreased
prevalence of obesity compared to children without access.8
Time spent in nature positively impacts mental health by increasing
cognitive performance and well-being and alleviating illnesses such
as depression, attention deficit disorders, and Alzheimer's.9
Children lacking parks are more likely to be physically inactive,
have excessive screen-time (greater than or equal to 4 hours daily),
obtain inadequate sleep, and be obese, overweight, or diagnosed
with attention deficit hyperactivity disorder (ADHD).10
Inadequate/Insufficient physical activity leads to greater aggregate
health care expenditures. Annual healthcare costs are significantly
lower for adults who maintain moderate or high physical activity

levels and adults who increase physical activity levels in early
adulthood (in comparison to adults who were consistently inactive
from adolescence into middle age).11,12
Parks and recreation encourages physical activities by providing
space for popular sports, hiking trails, swimming pools and many
other activities designed to promote active lifestyles.
The community recreation, fitness and parks sector is a leader in
offering access to active recreation such as playgrounds, hiking and
biking trails, senior centers, sports fields and swimming pools.13
Park and recreation professionals manage a wide variety of facilities
and features at their agencies:14
Ninety-five percent of park and recreation agencies provide
playground facilities in their communities; the typical agency has
13 playgrounds as a part of its infrastructure.
At least 50 percent of agencies have basketball courts, tennis courts,
diamond fields for baseball and/or softball, multipurpose
rectangular fields, dog parks and outdoor swimming pools.
Eighty-six percent of park and recreation agencies offer team sports
opportunities.
Seventy-six percent of park and recreation agencies offer individual
sports opportunities.
Access to parks and other public open space promotes greater
mental well-being
Access to parks and green space exposure correlates to reductions in
stress and symptoms of depression as well as improved attention
and mood.16 
Mental health is significantly related to residential distance from
parks. People living more than 1 kilometer away from a green space
have nearly 50 percent higher odds of experiencing stress than

those living fewer than 300 meters from a green space.17
Physician-diagnosed depression was 33 percent higher in the
residential areas with the fewest green spaces compared to the
neighborhoods with the most.18
Parks promote positive mental health by providing access to nature
and encouraging recreational and sporting activity.19
Park quantity, quality and accessibility are predictors of overall
well-being.20
Parks and recreation is a leader in youth sports, providing
opportunities for children of all skills and abilities to play and
introducing kids to a wide variety of sports activities.
Ninety-two percent of agencies include team sports leagues as a part
of their youth sports offerings.23
Fifty-eight percent of agencies have individual leagues for youth to
engage in such sports as tennis, track and field, and wrestling.24
Eighty-three percent of all park and recreation agencies’ OST
programs include organization fitness opportunities and sport
recreation leagues.22
A third of park and recreation agencies offer adaptive/inclusive
sports activities.24
A third of agencies have travel leagues as part of their youth sports
portfolios.24

Seventy-one percent of park and recreation agencies offer aquatics
programs.24
Availability of nearby parks correlates with higher participation in
active sports.24
Ninety-eight percent of U.S. adults agree that it is important to
provide youth with equitable access to sports opportunities.
78% of U.S. adults believe that it is important that youth sports
providers offer all children and young adults opportunities to learn
about and play sports regardless of their skill or ability to pay.57
Parks and recreation teaches kids about environmental
responsibility, provides better cognitive and emotional
stimulation, and promotes creativity and imagination.
Children who spend a significant amount of time in nature also
experience better emotional stability and improved mental
health.
Nearly three in five park and recreation agencies provide science,
technology, engineering and mathematics (STEM)-specific programs
to community members.23
Top STEM program offerings include:24 
Environmental/Outdoor activities
Technology-based STEM (e.g., coding, robotics, 3D modeling)
Project-based learning
Making and tinkering
Citizen science
Youth who spending more time in nature tend to place a higher
value on nature and have greater pro-environmental attitudes and
behaviors (PEAB).25,26

Ninety-four percent of U.S. adults agree that it is important for
children and young adults to learn about the environment and ways
they can help be a good environmental steward.
Four in five urban park and recreation agencies partner with local
schools to coordinate efforts that connect youth to nature, including
coordinated afterschool programs, nature-based field trips, and
formal and informal shared usage agreements that transform
schoolyards into publicly accessible spaces where children can play
outside of school hours.27
Self-reported time in nature correlates with overall positive youth
development and each of the individual “Cs” of positive youth
development: competence, connection, confidence, character and
caring.28
The positive effects of nature exposure for children include
improved cognitive functioning (including increased concentration,
greater attention capacities and higher academic performance),
better motor coordination, reduced stress levels, increased social
interaction with adults and other children, and improved social
skills.29
Nature play is an important component of the development of
resilience in early childhood.30,31  
Participating in outdoor recreation bolsters adolescent resilience to
stressors such as the COVID-19 pandemic and improves overall
adolescent mental health.
Economic activity - Job creation - Housing
Local parks and recreation agencies in the United States generated
$218 billion in economic activity and supported more than 1.3
million jobs in 2019.32
Preliminary data suggest that parks and recreation’s economic
impact held resilient during the early days of the COVID-19
pandemic, as local parks’ operations and capital spending generated

$225 billion in economic activity and supported 1.25 million jobs in
2020.
The outdoor recreation economy, which includes local parks and
recreation, accounted for $373.3 billion of 2020 U.S. Gross
Domestic Product (GDP), or 1.8 percent of the U.S. economy.33
The more than 10,000 local park and recreation agencies across the
United States employ more than 160,000 full-time and hundreds of
thousands of part-time and seasonal park and recreation
professionals.34
Systematic review shows economic benefits exceed the cost for
park, trail, and greenway infrastructure interventions to increase
physical activity and use. 58
Eighty-seven percent of corporate executives indicate that quality-
of-life is an important factor when they consider making new
facility, expansion or relocation plans.35
Investments in improving a community’s quality of life can create a
virtuous cycle: high-quality places attract workers and employers,
which in turn attract more investments and jobs.36
Research and development (R&D) facilities, technology companies
and corporate headquarters are more likely to prioritize quality-of-
life and cultural amenities when making site-location decisions.37
Nearly three in four U.S. adults say that access to a nearby park,
playground, open space or recreation center is an important factor
in deciding where they want to live.2
A review of 33 studies suggests a home value premium of 8 percent
to 10 percent for properties adjacent to a passive park.37
Three in 10 park and recreation agencies — including 56 percent of
agencies located in urban locales — offer a workforce development
and/or career exploration program targeted to youth and young
adults entering the labor force for the first time.38
Ninety-six percent of U.S. adults agree there are important benefits
that teenagers and young adults gain from their first jobs and

volunteer opportunities
Ninety percent of U.S. adults want their local park and recreation
agency to provide job and volunteer opportunities for youth and
young adults.
Park and recreation counters social isolation by connecting people
with nature and each other.
Park and recreation programming touches on the NRPA Three
Pillars of Health and Wellness, Equity, and Conservation:14
Festivals, parades and other themed special events (89 percent)
Social recreation events (88 percent)
Performing arts (62 percent)
Nature walks, community gardening, historic site visits, and other
natural and cultural history activities (63 percent)
Eighty-eight percent of U.S. adults agree that parks and recreation
provide good opportunities to interact with nature and the
outdoors.39 
Ninety-one percent of U.S. adults seek park-centered entertainment
and social events that allow them to mix and mingle with others.40
Walking, park prescriptions, community gardening and farmers’
market vouchers may promote nature contact, strengthen social
structures, and improve longer term mental and physical health by
activating intrapersonal, interpersonal and environmental
processes.41
High-quality parks and built environment features help to foster
positive social interactions and increase social capital within
historically marginalized communities. 59
Funding and Support

In the United States, 275 million people visited a local park or
recreation facility at least once during the past year.2
Ninety percent of U.S. adults say that parks and recreation is an
important local government service. People of all ages, income
levels and all racial, ethnic and political backgrounds agree that
parks and recreation is essential.42
Eighty-one percent of U.S. adults want parks and recreation to
ensure inclusivity through policies and practices. Inclusive practices
and policies are those that take into account people of all mental
and physical abilities, as well as ethnic, religious, racial, cultural or
socio-economic backgrounds or orientations.
Sixty-two percent of U.S. adults — crossing ages, income levels and
political affiliation — are more likely to vote for politicians (e.g.,
mayor, county executive or council member) who make park and
recreation funding a priority.
Nearly nine in 10 people agree that it is important for local, state
and federal governments to fund local park and recreation agencies
sufficiently in order to ensure every member of the community has
equitable access to amenities, infrastructure and programming.2
Sixty-six percent of U.S. adults say that they support their local
government dedicating revenues, taxes and levies that specifically
target park and recreation operations or expansion projects.43
Ninety-three percent of U.S. adults agree that it is critical that their
local government develops local parks, trails and green spaces near
bodies of water for the purpose of protecting natural resources in
their community.40
Six in seven U.S. adults support their local park and recreation
agency’s environmental initiatives, including wildlife conservation,
educating the public on environmental issues, natural resource
management, mitigating the impacts from climate change,
nurturing pollinator habitats and managing land for flood
mitigation.2
Eighty-nine percent of U.S. adults want their local park and

recreation agency to reduce the impact of extreme temperatures
through the planting of trees and other vegetation. 59
Eighty-eight percent of U.S. adults indicate it is important that their
local park and recreation agency take steps to ensure all their
community members feel welcome
Seventy-four percent of parents note it
is extremely or very important that their local park and recreation
agency take steps to ensure all their community members feel
welcome
What is Waterford doing to address?
Attempts to connect the Quaker Hill residents with the Waterford
Residents offering multiple events at different locations in town.
Events are inclusive and open to the public – town wide
advertisement – schools- booklets
Wide variety of offerings to match different interests and abilities.
Electronic Scroll sign with info being installed
Connect with schools, PTO groups to ensure similar programs

taking place at ALL schools
Ninety-two percent of U.S. adults look to their parks and recreation
to provide activities and opportunities to older adults in their
community
Top activities cited by baby boomers include: outdoor activities
(e.g., visiting a park, gardening), physical activities (e.g., working
out, dancing), indoor activities (e.g., games, art classes, concerts)
and educational opportunities (e.g., classes, workshops)
Seventy-seven percent of park and recreation agencies provide
programs specifically for older adults
What is Waterford doing to address?
Supporting SS in their mission to reach and serve the senior
residents in Waterford. Fortunate to have a wide range of services
for our aging population offered through Senior Services. We
continue to provide for the very active Seniors as well as the passive
recreaters that enjoy walks and social gathering events.

Events on the waterfront, meeting spot for summer concerts
Community Center events
provide senior swim and exercise classes
Introducing walking clubs and continued development of pickle ball
programs and locations
Park and recreation professionals are keenly attuned to their
surroundings and the preserving of nature and the environment.
Nearly 9 in 10 adults support their local parks and recreation in
their sustainability actions. From planting trees and native
vegetation to transitioning gas and diesel equipment (e.g., mowers,
leaf blowers, vehicle fleets) to electric and/or hydrogen, the publics’
continued support of their local parks and recreation sustainability
measures will make a lasting impact.
88 percent of U.S. adults support their local park and recreation
agency implementing sustainability initiatives. Top actions include:
Planting trees and native vegetation
Updating to LED lighting and other energy- efficient products
Setting aside dedicated land to protect natural habitats
Expanding areas of greenspace

What is Waterford doing to address?
Green Building designs – will make every effort to have green
infrastructure with a goal towards zero carbon footprint. Our
current relatable projects would be the new maintenance building
at Waterford Beach Park. Energy efficient and renewable energy
sources will be used when practical.
Maintenance division uses native plants and landscaping to help
reduce water usage and support local biodiversity.
Water conservation is practiced by using smart technology with
irrigation systems. Dedrick Park and WHS currently have irrigation
systems to minimize water waste and monitor water use in parks.
Waste reduction – We have established recycling and composting
programs as well as providing receptacles for proper sorting.
Organic Pest Management when possible
Arnold Holmes Pond Dredge and filtration swale
Pollinator gardens
Maintain water quality swales at elementary schools and town
locations
The ability to pay should not be a barrier for participation in youth
sports. The same is true for a child or young adult with differing
abilities. Nearly four in five U.S. adults agree on the importance of
youth having affordable access to play sports, regardless of skill.
Park and recreation professionals are leading providers in adaptive

and inclusive programming. One-third of park and recreation
agencies offer adaptive or inclusive sports activities so people of all
abilities may participate. Two in three agencies offer reduced or
discounted fees for lower-income residents.
78% of U.S. adults believe that it is important that youth sports
providers offer all children and young adults opportunities to learn
about and play sports regardless of their skill or ability to pay
Nearly 3 in 5 U.S. adults believe it is very or extremely important
that youth sports providers offer all children and young adults
opportunities to learn about and play sports regardless of their skill
or ability to pay
Parents (64%) are much more likely to think it