FY25 Annual Report

RECREATION & PARKS
COMMISSION

2
FY’25 ANNUAL REPORT
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 in our community.

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Message from the Director……………………………………………………………………………………………………………… 3
Department Overview…………………………………………………………………………………………………………………….. 4
Quick Reference Statistics ………………………………………………………………………………………………………………. 5
Operations …………………………………………………………………………………………………………………………………….. 6 - 9
Sustainability Initiatives ………………………………………………………………………………………………………………… 9 - 10
Financial Overview ………………………………………………………………………………………………………………………… 10 - 11
Achievements and Challenges ………………………………………………………………………………………………………. 11 - 12
Future Plans and Goals …………………………………………………………………………………………………………………. 13 - 14
Acknowledgements ………………………………………………………………………………………………………………………. 14
Supporting Data ……………………………………………………………………………………………………………………………. 15 – 19
Message from the Director
As we reflect on the past year, I’m proud to share that our Recreation and Parks Department has made 
tremendous strides in advancing our mission to serve every member of our community with inclusive, 
innovative, and efficient services.

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ἳ Park Inclusion & Accessibility One of our most impactful achievements has been the expansion of 
access walks to several of our main parks. These new pathways not only enhance mobility and safety but
also open up opportunities for all residents to enjoy our green spaces. Our staff has been hard at work 
developing fresh programming and activities tailored to these newly accessible areas, ensuring that 
every corner of our parks can be a place for connection, recreation, and joy.
 Efficiency Through Innovation We’ve continued to invest in research and technology to improve 
operational efficiency. A standout addition this year was the purchase of a robotic paint machine, which 
has significantly elevated the quality of our field markings while saving countless hours of staff labor. 
This advancement has also enabled us to better support our co-sponsored youth sports groups with 
more consistent and timely field preparation.
Ὃ Fiscal Responsibility & Stewardship This year marked our strongest budget season in the past three 
years—a testament to the diligence and stewardship of our dedicated staff. Weekly staff meetings 
focused on budget oversight and strategic planning have helped us maximize resources while 
maintaining high-quality services.
὏ Modernizing Service Delivery We’ve embraced digital transformation by enhancing our 
communication channels and payment systems. Residents now benefit from timely updates via social 
media, our website, and can conveniently make payments online using credit cards. These 
improvements have streamlined our operations and made it easier than ever for the community to 
engage with us.
Ἰ Community Engagement on the Rise Perhaps most exciting is the surge in participation at our 
community events. From seasonal festivals to special event gatherings, we’ve seen a remarkable 
increase in attendance and enthusiasm. This growth reflects the strong bonds we’re building and the 
trust our community places in us.
As we look ahead, we remain committed to fostering inclusive spaces, embracing innovation, and 
deepening our connection with the community. Thank you for your continued support and partnership 
in making our parks and programs a source of pride for all.
Department Overview:
Commission Members
Chairman:
Ed Murphy
Vice Chair:
Melissa Chiappone

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Tim Burrows
      
Rich Erricson
   
Robert Kyne
       
Traci Santos
       
Nan Scheiber
Megan Sheehan
       
 
Taylor Stino
Staff Organizational Structure
Director:
Ryan McNamara
Asst. Director:
Tim Cieplik
Program Coordinator: Nolan Clack
Office Coordinator:
Eileen Sullivan
Receptionist/Clerk:
Hilary Willard
Foreman:
Josh Therrien
Maintainers:
Chad Adams
Nick Cancelmo
Corey Gladue
Scott Olson
Todd Robbins
Jordan Silvestri
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. 
FY’24
FY’25
REVENUES
$341,698
$345,550
Cash
$125,655
37%
$58,187
17%
Check
$66,875
20%
$73,178
21%
Credit
$149,618
43%
$214,185
62%

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Special Revenue Balance
$70,000
$72,813
Beach Sticker Sales
Resident (1,528)
$38,207
$44,494
2,948
Non-Resident (440)
$55,000
$75,845
458
WPD Wellness Program
$1,175
$0
NR–FT Town/BOE staff
$250
$721
Senior (PAID)
$5,910
$6,380
Veteran (FREE)
69
156
Gatehouse Sales
$102,149
$33,052
ENROLLMENTS
1,516
2,519
Female
955
63%
1,757
70%
Male
561
37%
760
30%
Non-Resident
121
8%
250
10%
Resident
1,395
92%
2,269
90%
Program Efficiency
Offered
152
173
Administered
129
163
Run Rate%
85%
94%
Community Center Attendance
15,431
22,388
Social Media
Reach
102,900
124,500
Interactions
12,100
11,200
Concert Attendance
12,900
8
14,475
8
MAINTENANCE HOURS
BOE
2,750
2,830
TOWN
8,711
10,376
17% loss of
manpower
19% loss of
manpower
Wood Orders
Deliveries
49
69
Residences
32
38
Athletic Field/Facility Permits
1,489
2,584
Special Events and Programs
The Town of Waterford Recreation and Parks Department continues to build on the momentum of last 
year’s successes, expanding our reach and deepening our impact across the community. With a focus on
innovation, inclusion, and wellness, we’ve introduced new programming, strengthened partnerships, 
and made strategic strides toward long-term sustainability.

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ἳ Expanding Programming & Community Engagement
This year saw the launch of our Nature Walks & Talks series, offering residents guided experiences 
through Waterford’s natural spaces. These programs have been met with enthusiastic participation and 
have helped foster environmental awareness and appreciation for our local ecosystems.
Our community program survey continues to be a valuable tool for shaping our offerings. Feedback 
from residents has led to the development of new classes and events that reflect the evolving interests 
of our community.
 Sponsorship Growth & Budget Relief
We’ve made significant progress in securing local sponsorships, which have helped offset programming 
costs and reduce the financial burden on both the department and participants. These partnerships 
have allowed us to maintain high-quality programming while remaining fiscally responsible.
Ἶ School-Based Health & Activity Initiatives
In response to the growing need for accessible after-school activities, we’re planning to expanded our 
presence in elementary and secondary schools. New health and activity programs will be introduced to 
fill the gap left by reduced intramural offerings. These initiatives promote physical wellness, social 
connection, and positive role modeling—especially through collaborations with WHS student-athletes 
and leaders.Our continued partnership with Waterford High School, following the CIAC’s 2024 changes, 
enabled over 265 student-athletes to participate in structured off-season training. This initiative 
generated more than 5,600 hours of skill development and fitness, reinforcing our commitment to 
athletic excellence and youth development.
♿ Adaptive & Inclusive Programming
We remain dedicated to expanding adaptive programming, inspired by the global growth of unified 
sports. While space and scheduling remain challenges, we are actively working to create inclusive 
opportunities that meet the diverse needs of our community.
Ἳ Events, Branding & Visibility
Our updated departmental logo and refreshed branding continue to resonate with residents. Concerts, 
parades, and special events have showcased our new signage and marketing materials, reinforcing the 
department’s growth and visibility.
We are also encouraging greater participation in Town-wide events, including parades and concerts, 
and are exploring ways to better integrate youth programs, such as Scout troops/youth sport 
organizations/and transition groups “Cool Beans” into these celebrations.
A listing of our community offerings in FY’25 that we supported or hosted:
January:
Yearly event planning and New Years pop up
February:
Sweethearts Dance/Valentine themed event
March:
Easter Egg Hunt – pictures with Easter Bunny
April:
Earth Day awareness and BioBlitz

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Farmers Market Outdoor
May:
Water Safety Awareness
Memorial Day Ceremony
Farmers Market Outdoor
June:
Summer Concert Series (2 concerts at WBP)
Farmers Market Outdoor
Eagle Scout project: Beach Toy Boxes at WBP
July:
Summer Concert Series (4 concerts at WBP)
Farmers Market Outdoor
August:
Summer Concert Series (3-4 concerts at WBP)
Farmers Market Outdoor
Waterford Day Parade – Unity In The Community
Save The River Save The Hills Regatta
September:
Farmers Market Outdoor
October:
Farmers Market Outdoor
Safe Futures Walk
Harvest Festival
Trunk or Treat
Addy’s Run
Terri Brodeur Cancer Awareness Walk
November:
Veterans Day Ceremony
Stuff the Bus and Food deliveries for Senior & Youth/Family Services
Farmers Market Indoor
Lions Craft Fair
December:
Winter tree lightings at Jordan and Quaker Hill Greens
Pearl Harbor Day Road Race
Bright Lights Spirited Nights competition
Farmers Market Indoor
Maintenance
὇ Personnel & Leadership
The continued evolution of leadership within the Maintenance Division has yielded measurable 
improvements in efficiency, morale, and service delivery. Under the guidance of new supervisory staff, 
we’ve implemented enhanced training protocols, streamlined communication systems, and fostered a 
culture of collaboration and accountability. Staff are now more empowered to share ideas, 
troubleshoot challenges, and take ownership of their roles—resulting in faster response times and more
consistent upkeep across all Town properties.
As infrastructure expands and responsibilities grow, the division remains committed to staff 
development and cross-training, ensuring coverage and flexibility across a wide range of tasks—from 
athletic field prep to trail restoration.
⚙  Equipment & Technology Integration
We continue to invest in cutting-edge equipment that reduces labor hours and improves precision:

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
The SWOZI Robo-painter has become a cornerstone of our field operations. We are actively 
collecting data on paint usage, time savings, and labor efficiency, with early results showing 
significant reductions in manual workload.

Our fleet of Ventrac multi-use vehicles has expanded, allowing for seamless transitions 
between mowing, aerating, snow removal, and trail grooming. The versatility of these 
attachments has proven invaluable in managing diverse terrain and seasonal needs.

We are actively exploring smart lighting/locking systems, GPS-enabled usage tracking, and 
continued exploration of battery-powered and robotic landscaping tools to further reduce fuel 
consumption and improve sustainability.
ἳ Seasonal Responsibilities & Expanded Activities
This year brought increased demand and visibility across several key sites:

Arnie Holms Jr. Park saw expanded programming and foot traffic, requiring elevated 
maintenance attention, especially around walking paths and garden beds.

Sutera and Greco fields were added to our regular rotation, with a focus on mowing assistance 
and initial field paint layouts. 

Town Hall Basketball Courts received enhanced service, including debris removal, water 
management, and surface inspections.

Athletic fields and beaches continue to grow in use and complexity, requiring coordinated 
scheduling and proactive turf care to meet community expectations.
We’ve also begun integrating native plantings and low-maintenance landscaping in select areas to 
reduce long-term upkeep and support pollinator habitats, garden management, trail upkeep, and 
landscape restoration.
Facility & Park Project Updates
Civic Triangle
Arnie Holms Jr Boardwalk: Opened park in August 2024. Awaiting full approvals for landscaping 
ownership. Cost savings for arborvitae plantings and installed yard drain/meter pit for streetscape sod 
and tree irrigation. Activity and event planning underway.
Nevins Cottage: A new 501c3 has been formed to preserve and repurpose the use of the building for the
community. Discussions are beginning on the interior design and layout to become a resource for the 
community.
Jordan Park House: The park continues to bustle with more activities and a very active Historical Society.
Considerations for building repairs, accessibility, and the parking lot are being reviewed.
Community Center – The potential ownership of current LEARN space next door may become available 
in 2025/2026 when the transfer to the Southwest School property is scheduled. Community Center 
Garden installation completed with fencing, gate, and planter beds.
Public Safety  - Building entrance garden bed improvements, supplied support for trench and conduit @ 
EMS for new electronic sign

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Library – Extended pollinator garden to wrap around front of building
Waterford Beach Park
o
A new policy implemented to improve safety and protect assets (grinder pump issues for overuse, etc.)
o
Speed bump installation and signage
o
Facility updates under review and design with engineer and P&Z
o
Wood Program - Alternative heating for seniors and qualified residents
Leary Park
o
Began court replacement, accessibility pathways, and park design.
o
Performed emergency repair of water line with Utility Department – Thank you Utilities!
o
Phase II will address drainage and emergency access to lower fields
Stenger Farm Park
o
Plan received from Haley & Ward for handicapped parking spaces and access walk/landing to 
each portion of dog park entrance. Awaiting funding opportunities. 
o
Extended fire breaks around park
o
Dog park fencing and paver landing repairs
o
Installed new benches
Old Barry Farm
o
Completed Eagle Scout project by Henry Roenke. Trail mapping and signage throughout trails.
Pleasure Beach
o
Boardwalk plans – Bid process overbid. Awaiting additional funding for project.
o
PW assisted staff for entrance access improvements
o
Lifeguard chair for staff re-built
BOE Properties
Clark Lane Middle School: Plan development for growth removal along hillside and re-planting
Great Neck Elementary: Awaiting completed project from coordinating study on backfield issues
Oswegatchie Elementary: New landscaping for the front of the main building entrance, replaced 
backboards and rims at playground court
Quaker Hill School and Hoelck Park: major ballfield renovations, demo and install new water meter pit, 
remove/replaced old scoreboard with new scoreboard donated by Ryan Marshall Foundation.
Waterford High School: assisted garden club, performed major renovation in tandem with contracted laser 
grade service and sodding--pitching mounds, dugout drainage, and on deck areas
Financial Overview
Over the year the department converted operational improvements into stronger budgetary 
performance while continuing to invest in capital projects and service enhancements. 
Key Fiscal Effects from Operational Changes

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
Staffing and payroll rebalancing — Closing critical vacancies has reduced emergency 
outsourcing and overtime, shifting some previously contracted costs into recurring payroll lines 
and producing more predictable expenses and improved program continuity.

Electrification and lower maintenance demand — Pilot electric mowers and utility vehicles, 
plus lower-maintenance material choices in projects, are beginning to reduce fuel consumption 
and service hours; early indicators point to lower fuels and lubricants spend versus historical 
burn rates.

Communications and earned revenue — A structured social media and public information 
approach has increased program visibility and participation, supporting higher earned revenue 
for fee-based programs and events and improving cost recovery on promotional spend.
Revenue, Expense, and Budget Management Actions

Realign near-term appropriations — Continue monitoring lines with high encumbrances 
(maintenance of property and program-related POs) and consider targeted realignments 
proactively during the budget cycle.

Capture electrification savings — Track monthly fuel and maintenance expense variances to 
quantify savings from electrification pilots; if sustained, establish a fleet replacement plan to 
accelerate further low-maintenance equipment purchases.

Leverage grants and partnerships — Prioritize applying for grants and pursuing public-private 
partnerships to cover a larger share of capital costs (special events, equipment, etc). Successful 
grant awards will reduce pressure on the General Fund appropriation and preserve operating 
dollars for programs and maintenance.

Measure communications ROI — Implement formal tracking for social media campaigns to 
connect outreach activity with program registrations and revenue; use conversion metrics to 
guide modest increases in advertising that demonstrably drive participation and volunteerism.
The department’s improved staffing levels, measured electrification investments, and a more active 
public communications program have strengthened operational resilience and given the department 
levers to better manage both operating and capital budgets. By continuing disciplined budget 
monitoring, capturing operational savings, and aggressively pursuing external funding, Recreation & 
Parks can advance the priority projects and programs while maintaining high-quality core services and 
long-term fiscal sustainability.
Approved Operating Budget (last 10 years)

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
$1,409,665

2025
$1,485,080

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Achievements:
1.
Enhanced Accessibility and Recreation:
o New Walkways and Boardwalks: The new walkway at Waterford Beach Park, the boardwalk at 
Arnie Holms Jr. Park, and the walkway at Pleasure Beach have improved accessibility and provided
more recreational opportunities for residents and visitors.
o Court Resurfacing: Planning and executing projects at Town Hall basketball courts and Leary Park 
basketball, tennis, and pickleball courts to renovate with post-tension concrete. Access walks 
installed from parking lot to new amenities. Developing plans for continued access walks and 
drainage to the lower portion of the park.
o Completion of Town Hall Basketball court renovations. $249,000 Capital project completed.
2.
Established a growing relationship with the Waterford Land Trust. Trail marking coordination and 
future collaboration on trail development are being discussed. This year Recreation and Park 
helped host the Waterford Land Trust’s 50th anniversary on the Jordan Green.
3.
Staff continues to create and add events contributing towards increased participation and 
attendance numbers. The staggering of major events throughout the year, combined with min 
pop up events and activities has really blossomed for the department. Please see section E 
(Special Events) on page 6 and 7 for a listing of events held or supported.
4.
The successful management and execution of the newly created (FY23) Special revenue account 
has provided the same level (and more) with less subsidization of residents.
5.
Eagle Scout Projects:
o Barry Farm trail ID completed (Roenke)
o Park bat houses in progress (Laffey)
o AHJ three (3) accessible picnic tables completed (Seltzer)
6.
Bench Dedications and updated Bench/Tree memorial polcies:
o Arrangements for Allan bench at WBP tree line
o Two bench requests for front of Community Center
Challenges & Strategic Growth Response
Annual challenges in Recreation and Parks remain multifaceted, requiring ongoing creativity, 
collaboration, and resourcefulness. Over the past year, the department has made meaningful strides in 
addressing several persistent issues while laying the groundwork for sustainable growth.
   Time Constraints & Task Complexity

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Challenge: High phone call volume and overlapping responsibilities strained administrative efficiency. 
Response:

Implemented a direct call routing system to reduce front desk congestion and improve 
response times.

Introduced task management tracking to streamline project tracking and reduce duplication of 
effort.
὆ Staffing & Budget Constraints
Challenge: Limited staffing and rising personnel costs restricted growth. Response:

Secured new sponsorships and partnerships to offset program costs and reduce budget strain.

Advocated for regional wage discussions to remain competitive in hiring.

Reallocated internal resources to prioritize high-impact programs and essential services.
Ὃ Inflation & Cost Increases
Challenge: Rising costs for utilities, equipment, and maintenance. Response:

Invested in energy-efficient equipment and preventative maintenance schedules to reduce 
long-term costs.

Continued to expand the use of multi-purpose vehicles and smart technology to reduce labor 
hours.
Ὄ Policy & Procedure Updates
Challenge: New BOE usage rules and Youth Sport Council protocols required adaptation. Response:

Developed clear scheduling guidelines for BOE morning use and coordinated with school staff.

Formalized Youth Sport Council procedures for codes of conduct and social media guidelines.

Continued development and update of all policies, procedures, while using National 
Accreditation Guidelines.
Ἶ Indoor Space Demand
Challenge: Overcrowding and increased demand for pickleball, youth sport programs, and fitness 
programs. Response:

Expanded programming hours for pickleball use within the Community Center.

Improving communications with volunteers for schedules and creative use.

Partnered with schools and other facilities to extend usable space for programming.
὎ Communication & Promotion
Challenge: Inconsistent social media presence limited outreach and engagement. Response:

Designated staff to manage digital platforms.

Launched a content calendar to ensure regular updates and seasonal promotions.

Balanced traditional outreach (flyers, signage) with targeted digital campaigns.
Ἵ  New Projects & Maintenance
Challenge: Increased traffic and reduced contractual work required more internal maintenance 
scheduling. Response:

Evolving routine maintenance calendar captures locations and hours of workers as well as 
special event and town requests.

Prioritized low-maintenance landscaping and native plantings to reduce future upkeep.
Future Plans and Goals

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Over the past year the Recreation and Parks Department made measurable progress on operational 
capacity, facility projects, community outreach, and long-term sustainability. We closed key staffing gaps
that improved service delivery and program continuity, advanced electrification and equipment 
strategies that reduce maintenance burden and operating costs, and grew our public engagement 
through a more structured social media and information program. These gains position the department 
to effectively operate while exploring new funding and partnership opportunities to sustain future 
investments.
Organizational Capacity and Operation Plans

Staffing and Service Improvements — We recently filled several critical vacancies across 
maintenance, programming, and event operations, which are expected to produce immediate, 
organic growth in daily capacity. Increased staffing will reduce backlogs for routine repairs, 
expand program offerings, and allow more consistent on-site supervision during events and 
high-use periods.

Electrification and Low-Maintenance Investments — Continued progress toward electrification 
of select maintenance equipment and small vehicles has begun to reduce fuel costs and 
time-intensive servicing demands. Pilot purchases and trials of electric mowers and utility 
vehicles are being reviewed for opportunities to lower maintenance hours and simplify daily 
upkeep.
Community Engagement and Communications

Social Media and Public Information — We’re implementing a structured social media strategy 
focused on timely program announcements, project updates, safety notices, and engagement-
driven content. Analytics show higher reach and improved attendance at events and programs, 
along with increased public awareness of facility closures and maintenance schedules.

Public Outreach and Participation — Staff held targeted outreach at events and online to solicit 
resident input on playground activity, facility usage, accessibility needs, and programming 
surveys. Greater visibility has led to stronger volunteer interest and community support for 
capital improvements.
Project Updates and Near-Term Priorities

Townwide Playground Improvements — Design and procurement phases advanced at Leary 
Park and Waterford Beach Park. Vendor proposals were evaluated and prioritized with an 
emphasis on inclusive play, durable low-maintenance surfacing, and equipment that supports 
ADA access. With improved staffing, onsite inspections and phased construction planning are on
track to limit service disruptions.

Waterford Beach Park Concert Staging — We assessed portable and modular stage options and 
completed pilot logistics for a portable system that balances cost, storage needs, accessibility, 
and event flexibility. Next steps include identifying a funding pathway for either a long-term 
portable inventory or a permanent multipurpose staging element.

Civic Triangle Phase II — Softball field fencing review, lighting upgrades and accessibility 
improvements to design once maintenance shop arrangements are decided. A temporary 
maintenance workspace plan will be needed to accommodate staff during renovations while the
WBP garage expansion scope is finalized.

Leary Park Access and Drainage Improvements — Vendor solicitation resulted in concept plans 
emphasizing accessible routes, dedicated handicap parking, and improved drainage to the lower
fields. Plan to be reviewed and cost analysis before going out to bid.

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Funding, Partnerships, and Next Steps

Public-Private Partnerships and Grants — With demonstrated operational improvements and 
clearer project scopes, we will pursue targeted grant applications and cultivate public-private 
partnerships to accelerate internal projects and special event/park purchases.

Maintenance Demand Reduction Strategy — Continue to prioritize electrification pilots, select 
low-maintenance materials in capital work, and formalize preventive maintenance schedules to 
further reduce labor intensity and lifecycle costs.

Communications and Engagement Plan — Expand the social media calendar into a seasonal 
communications plan that aligns announcements with construction phases, volunteer 
opportunities, and grant milestones to maximize transparency and community participation.
Over the last year the department converted staffing improvements into tangible service gains, 
advanced sustainable and low-maintenance solutions, and strengthened public communication 
channels. These developments reduce operational strain and create momentum for completing 
playground upgrades, event infrastructure, and Civic Triangle improvements. By combining strategic 
funding efforts, continued electrification, and proactive community engagement, the Recreation and 
Parks Department will maintain high-quality services while delivering long-term value to residents.
Acknowledgments:
We extend our deepest gratitude to the many Town of Waterford departments, community partners, 
and volunteers whose collaboration made this year’s programs and projects possible. Special thanks 
to the First Selectman’s office for its steadfast leadership and to Human Resources for prompt and 
professional on-boarding that helped us close critical staffing gaps. We are especially grateful to 
volunteers Ann Nolan and Sheila Cash for their tireless service, and to Bert for the timely production 
of printed materials that keep our operations running smoothly. Thank you to Dominion for continued
support of our athletic fields at GWR, and to the Gardiner Family Foundation for generous donations 
and the beautiful new pavilion that will serve our community for years to come.
This year’s successes also reflect close coordination with Planning, Utilities, Public Works, Human & 
Youth Services, Finance, Fire Services (Fire Police and Fire Marshal), the Police Department, the 
Library, and the Board of Education—whose loan of portable staging and trade support was 
invaluable. We appreciate the contributions of the Historical Society, Eagle Scout and Girl Scout 
project teams, event participants, and the countless volunteers who staffed concerts, the Easter Egg 
Hunt, Harvest Festival, Tree Lightings, the Pearl Harbor Road Race, the Town Parade, Veterans and 
Memorial Day events, and other community activities.
To everyone who donated time, expertise, funding, and goodwill: thank you. Your partnership, 
creativity, and generous spirit are the foundation of our department’s progress and the reason 
Waterford’s parks and programs continue to thrive.
Supporting Data:
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 

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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 all opportunities that 
should be provided to residents.

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
Eighty-six percent of U.S. adults have had a healthcare provider recommend non-medication 
methods for improving physical and/or mental health

Parents, Gen Zers and millennials are most likely to have healthcare providers recommend park 
and recreation-related activities like spending time in nature or engaging in creative activities.

Nearly 60 percent of U.S. adults have had their healthcare provider recommend moving their 
body daily.

One in three U.S. adults have had their healthcare provider suggest practicing mindfulness and 
relaxation techniques and/or engaging in creative activities such as painting, writing or playing 
music.

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
Being with friends and family is the number one reason people go to their local parks

Going to the park to exercise and taking a break from day-to-day stress tie as the second highest
reason people go to their local parks

Seventy-three percent of Gen Zers visit their local parks and/or recreation facilities to exercise 
or be physically fit

Sixty-nine percent of parents visit their local parks and/or recreation facilities to be with friends 
or family

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
More than 276 million people in the United States visited a local park or recreation facility last 
year.

Ninety-six percent of Gen Xers and 94 percent of millennials visited a local park or recreation 
facility last year.

Of those surveyed, parents (94 percent) are more likely than nonparents (77 percent) to have 
visited a local park or recreation facility last year.  

People living within walking distance of a park or recreation facility (86 percent) are much more 
likely to have visited one of these areas within that past year compared to those not living 
within walking distance (68 percent).

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
Ninety-three percent of U.S. adults support their local park and recreation agency collecting 
data from monitoring systems – like cameras, counters and/or visitors’ cellphones.

Nearly two in three (62 percent) U.S. adults support their local park and recreation agency 
collecting data from monitoring systems to prevent and lower crime in park and recreation 
spaces

More than half (52 percent) U.S. adults support their local park and recreation agency collecting 
data from monitoring systems to understand how people are using park and recreation spaces

Fifty-four percent of Gen Zers and 51 percent of millennials support their local park and 
recreation agency collecting data from monitoring systems to improve access to parks for all 
community members recreation spaces