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Home My WebLink AboutAgendas/Packets - 2026.03.11 - 42765PRESENTATIONS/RECOGNITIONS:ACTION PRESENTER(S) A B C D COMMUNICATIONS/REPORTS:ACTION PRESENTER(S) E REGULAR AGENDA:ACTION PRESENTER(S) Approval Approval & Fwd to BOC 10 FY2027 DNR ORV Trail Improvement Program Grant Application Approval & Fwd to BOC Chris Ward / 858-4944 Approval 11 Authorization for Parks Director to Execute Certain Contracts Approval & Fwd to BOC Chris Ward / 858-4944 UNFINISHED BUSINESS:ACTION PRESENTER(S) NEW & MISCELLANEOUS BUSINESS:ACTION PRESENTER(S) 12 Director's Report Informational 13 ANNOUNCEMENTS Public Access Information If you require special accommodations because of a disability, please contact the Parks & Recreation Department at (248) 858-0906, Ext. 9, at least three (3) business days in advance of the meeting. ADJOURNMENT TO: April 1, 2026 at 2:00 p.m. or to the Call of the Chair View Agenda Packets/Minutes Here: https://www.oakgov.com/community/oakland-county-parks/get-involved/parks-commission Call Meeting to Order Roll Call Pledge of Allegiance Approval of Agenda Approval of Minutes - January 7, 2026 Regular Meeting and January 7, 2026 Closed Session Public Comment OAKLAND COUNTY PARKS AND RECREATION COMMISSION Ebony Bagley, Chair Wednesday, March 11, 2026 @ 2:00 pm Parks Commission Room - 2800 Watkins Lake Rd, Waterford, MI 48328 Regular Monthly Meeting Agenda January 7, 2026 Chair Bagley called the meeting of the Oakland County Parks and Recreation Commission to order at 2:01 p.m. in the Parks Commission Room. COMMISSION MEMBERS PRESENT: Ebony Bagley, Yolanda Smith Charles, Andrea LaFontaine, Ann Erickson Gault, Kate Baker, Lola Banks, Christine Long, Eric McPherson, Jim Nash, Shanell Weatherspoon COMMISSION MEMBERS ABSENT WITH NOTICE: None OTHERS PRESENT: PARKS AND RECREATION Chris Ward, Director Alan Jaros, Deputy Director Jim Dunleavy, Manager – Park Management & Operations Sarah Cook-Maylen, Chief – Natural Resources Management Zach Crane, Supervisor – Design, Engineering & Compliance Tom Hughes, Chief – Park Operations – North District Erik Koppin, Chief – Park Operations – South District Bill Singleton, Chief – Business Systems Ashlie Smith, Chief – Nature & Outdoor Education Brandy Sotke-Boyd, Chief – Recreation Programs & Services Desiree Stanfield, Chief – Communications & Marketing Julie O’Brien, Project Manager Engineer Zach Zuchowicz, DEI & Community Engagement Coordinator Simon Rivers, Planning Supervisor Sandy Dorey, Recreation Program Supervisor Kelley Moss, Recreation Program Supervisor Liz Caltagirone, Data Analyst Jami Monte, Staff Assistant Jess Whatley, Associate Planner Rebecca Sedam, Parks Naturalist Anna Forshey, Recreation Program Coordinator Kristen Kittell, Parks Administrative Specialist PUBLIC Donna Folland, former Oakland County Parks employee Kelly Hyer, Executive Director – West Bloomfield Parks Rex Mathewson, Headwater Trails, Inc. Roman Wasylkovich, Waterford Greenways APPROVAL OF AGENDA Long moved to approve the agenda, as presented. Seconded by Weatherspoon. Motion carried unanimously on a voice vote with Smith Charles absent. OAKLAND COUNTY PARKS AND RECREATION COMMISSION 2800 WATKINS LAKE ROAD, WATERFORD, MICHIGAN 48328 Telephone: (248) 858-0906 REGULAR MEETING Ebony Bagley, Chair Yolanda Smith Charles Vice Chair Andrea LaFontaine Secretary Kate Baker Lola Banks Ann Erickson Gault Christine Long Eric McPherson Jim Nash Shanell Weatherspoon RETURN TO AGENDA January 7, 2026 Page 2 APPROVAL OF MINUTES Weatherspoon moved to approve the minutes of the December 3, 2025 regular meeting and the December 3, 2025 Closed Session, as presented. Seconded by LaFontaine. Motion carried unanimously on a voice vote with Smith Charles absent. PUBLIC COMMENT None. NOMINATION & ELECTION OF 2026 OFFICERS A. Chair At Chair Bagley’s request, Director Ward facilitated the election of Chair. Long nominated to elect Ebony Bagley as Chair. Seconded by Nash. Motion carried unanimously on a voice vote with Smith Charles absent. Chair Bagley resumed facilitation of the meeting. B. Vice Chair Long nominated to elect Yolanda Smith Charles as Vice Chair. Seconded by Weatherspoon. Motion carried unanimously on a voice vote with Smith Charles absent. C. Secretary Erickson Gault nominated to elect Andrea LaFontaine as Secretary. Seconded by Long. Motion carried unanimously on a voice vote with Smith Charles absent. Chair Bagley thanked the Commission for her reappointment, and reappointed Commissioner Ann Erickson Gault to serve as the at-large member on the Executive Committee. PRESENTATIONS/RECOGNITIONS D. Service Award – Donna Folland Chair Bagley recognized and thanked Donna Folland for work in the Oakland County Parks department. E. Nature Education Presentation Ms. Smith provided a presentation on nature education. F. Capital Planning & Development Unit Update Mr. Crane provided an update on the Capital Planning & Development Unit. COMMUNICATIONS/REPORTS G. Monthly Financial Report Director Ward provided an overview of the Monthly Financial Report. January 7, 2026 Page 3 REGULAR AGENDA ITEMS 1. FY26 Recreation Assistance Partnership Program Request Long moved to approve the 2026 Recreation Assistance Partnership Program (RAPP) Plan with a projected budget of $250,000 and authorize the Director or Deputy Director to approve program guidelines, award recommendations, and any discounted and waived fees for recreation programming equipment and services offered to local governments and organizations provided through RAPP. Seconded by Smith Charles. Motion carried unanimously on a roll call vote. 2. FY26 Incentive Pay Proposal Baker moved to approve the 2026 Incentive Program for part-time positions and to authorize the Chair to approve additional incentives recommended by staff to address critical needs during the 2026 season. Seconded by Smith Charles. Motion carried unanimously on a roll call vote. 3. Oakland County Parks 60th Anniversary Recognition Banks moved to approve the proposed resolution in support of recognizing 2026 as the 60th anniversary of Oakland County Parks and Recreation. Seconded by LaFontaine. Motion carried unanimously on a roll call vote. 4. FY26 Financial Reserves Strategic Plan and FY25 Year-End Financial Report Baker moved to adopt the attached resolution, FY26 Financial Reserves Strategic Plan and FY 25 Year-End Financial Report. Seconded by Long. Motion carried unanimously on a roll call vote. 5. Urban Conservation Partnership with Six Rivers Land Conservancy Erickson Gault moved to authorize the Director to execute a Memorandum of Understanding, subject to review by Corporation Counsel, with Six Rivers Land Conservancy to facilitate collaboration associated with a grant awarded to Six Rivers by The Conservation Fund, and to take any administrative actions necessary to support implementation of the partnership, consistent with Commission policy. Seconded by Nash. Motion carried unanimously on a roll call vote. 6. Pine Lake Park Affiliate Park Partnership Baker moved to recommend approval to the Board of Commissioners of the Affiliate Park Agreement for Pine Lake Park with the West Bloomfield Parks and Recreation Commission. and authorize the Director to finalize the terms of the agreement, subject to review and approval by Corporation Counsel. Seconded by Banks. Motion carried unanimously on a roll call vote. 7. Approval of Park Maintenance Services - Clinton River Oaks County Park Baker moved to grant authority to the Director to finalize and execute the Interlocal Agreement for park maintenance services with the City of Rochester Hills, subject to Corporation Counsel January 7, 2026 Page 4 review, and forward the agreement to the Board of Commissioners for final approval. Seconded by Weatherspoon. Motion carried unanimously on a roll call vote. UNFINISHED BUSINESS None. NEW & MISCELLANEOUS BUSINESS 8. Director’s Report Director Ward provided an overview of his report. 9. Executive Committee Update Chair Bagley advised that there is no update on this item. CLOSED SESSION Long moved that the Oakland County Parks and Recreation Commission enter into Closed Session for the purposes of discussion to consider the purchase or lease of real property and to consider attorney-client privileged information. Seconded by Baker. Motion carried unanimously on a roll call vote. The Commission went into Closed Session at 3:30 p.m. The Commission reconvened in Open Session at 4:32 p.m. 10. Pursuant to MCL 15.268(d) – Discussion to consider the purchase or lease of real property Baker moved to direct staff to proceed as discussed in Closed Session. Seconded by Smith Charles. Motion carried on a roll call vote with Long voting no. 11. Pursuant to MCL 15.268(d) – Discussion to consider attorney-client privileged information Smith Charles moved to direct staff to proceed as discussed in Closed Session. Seconded by Erickson Gault. Motion carried unanimously on a roll call vote. ANNOUNCEMENTS/ADJOURNMENT Commissioner Smith Charles advised Commissioners that January is School Board Recognition Month. At 4:35 p.m., there being no further business to come before the Commission, the meeting was adjourned to February 4, 2026, or to the Call of the Chair. Andrea LaFontaine, OCPRC Secretary Jami Monte, Recording Secretary NOTE: The foregoing minutes are subject to Commission approval. Fund Balance Adopted Amended Actual Favorability/UNF Percentage $68,596,827.00 $68,596,827.00 $44,370,935.70 ($24,225,891.30)64.68% $68,596,827.00 $68,596,827.00 $19,358,269.81 $49,238,557.19 28.22% Adopted Amended Actual Favorability/UNF Percentage $6,574,600.00 $6,574,600.00 $605,849.68 ($5,968,750.32)9.22% $7,400,995.00 $7,400,995.00 $2,238,343.85 $5,162,651.15 30.24% Adopted Amended Actual Favorability/UNF Percentage $1,635,615.00 $1,635,615.00 $0.00 ($1,635,615.00)0.00% $2,177,748.00 $2,177,748.00 $339,182.16 $1,838,565.84 15.57% Adopted Amended Actual Favorability/UNF Percentage $2,226,000.00 $2,222,600.00 $706,321.07 ($1,516,278.93)31.78% $4,490,879.00 $4,490,879.00 $1,381,315.16 $3,109,563.84 30.76% Adopted Amended Actual Favorability/UNF Percentage $320,000.00 $320,000.00 $65,298.50 ($254,701.50)20.41% $446,124.00 $446,124.00 $75,609.15 $370,514.85 16.95% Awarded Amount Paid Out $2,720,216.00 $1,841,750.00 $487,749.34 Expenses Amount Remaining $878,466.00 $2,242,274.65 FY 2025 FY 2026 YTD The County strategy is to invest in longer term Agencies and Treasuries. Before the unprecedented rise in short term rates this strategy consistently outpreformed the short term investments (CDs and High Yeild Savings accounts). FY 2022 - 2026 YTD Expenses Investment Income Summary of Community Grant Program Parks and Recreation Summary of Waterpark Programs Summary of Golf Programs FY 2026 YTD Revenue Expenses Summary of Parks and Recreation FY 2026 YTD Revenue Expenses As of 9/30/2025 Current 3/3/2026 $54,556,755.98 $72,892,054.87 Revenue Expenses FY 2026 YTD Expenses Summary of Campground Programs Summary of ORV Park Operations FY 2026 YTD Revenue FY 2026 YTD Revenue RETURN TO AGENDA Oakland County Parks and Recreation Commission Agenda Item Memo Agenda #: 1 Department: Administration From: Chris Ward, Director Subject: Adoption of Mission 26 Strategic Transformation Plan & Implementation Actions RECOMMENDED MOTION Move to adopt the Mission 26 Strategic Transformation Plan and approve the attached Resolution Adopting the Mission 26 Strategic Transformation Plan and Authorizing Implementation and System Alignment, together with the supporting documents included in the Commission packet. PURPOSE OF THE AGENDA ITEM The purpose of this agenda item is to request that the Oakland County Parks and Recreation Commission adopt the Mission 26 Strategic Transformation Plan as the guiding framework for the continued evolution of the Oakland County Parks system and authorize the initiation of implementation activities necessary to advance the strategy. Adoption of Mission 26 establishes a clear framework for strengthening Oakland County Parks as a connected countywide parks system serving residents across Oakland County, linking parks, trails, greenways, rivers, natural spaces, recreational facilities, and partnerships across the county. The requested action also authorizes the Director to initiate organizational, programmatic, and capital alignment necessary to implement the Mission 26 framework and directs staff to conduct a systemwide alignment review to support future implementation recommendations. INTRODUCTION AND HISTORY Mission 26 represents a comprehensive vision for strengthening Oakland County Parks as a connected countywide parks system serving residents across Oakland County. Developed in the year voters renewed and expanded the parks millage, the plan draws inspiration from the National Park Service’s historic Mission 66 program while responding to the unique challenges and opportunities facing our parks system today. Mission 26 organizes systemwide planning and investment around four strategic pillars that guide decision-making across the organization: •Recreation for All - expanding proximity, access, and inclusion across Oakland County •Activation and Health - supporting physical activity, mental well-being, and social connection through year-round park use •Learning and Environmental Leadership - expanding hands-on environmental learning that builds ecological understanding and stewardship •Stewardship and Public Value - ensuring every investment delivers measurable public benefit while protecting natural systems These pillars reflect extensive community input and reinforce the Commission’s long-standing commitment to serving residents throughout Oakland County. RETURN TO AGENDA Mission 26 also reflects three emerging realities shaping the future role of parks and recreation. First, parks are increasingly recognized as essential community infrastructure that supports physical activity, mental well-being, and community connection. Second, climate resilience and environmental stewardship are becoming more urgent priorities. Healthy landscapes, rivers, forests, and wetlands help communities absorb more intense storms, hotter summers, and growing environmental pressures. Third, no single organization can address these challenges alone. The greatest public value will be achieved through collaboration across the recreation ecosystem, including partnerships with municipalities, school districts, nonprofit organizations, and other providers who share a commitment to serving residents across the county. Mission 26 positions Oakland County Parks as both an operator of parks and recreational facilities and a connector within the broader countywide parks system, strengthening relationships across the region’s network of parks, trails, natural areas, and community recreation resources. STAKEHOLDER ENGAGEMENT AND PUBLIC INPUT The development of Mission 26 has been shaped by extensive stakeholder engagement. In-person sessions brought together community members, municipal partners, nonprofit organizations, and advocacy groups to provide input on the plan’s direction and priorities. Feedback from these sessions demonstrated strong support for the plan’s emphasis on equity, connectivity, and partnership-driven approaches to expanding recreation opportunities across Oakland County. The Co-Creation Lab, launched as an ongoing engagement platform, has further strengthened this process. Residents have responded positively to the transparency of the process and the opportunity to provide input early in the planning process before decisions are finalized. This engagement model - share direction, invite input, refine, and communicate next steps - has helped build public confidence in the planning process and ensures that Mission 26 reflects the priorities of the communities the parks system serves. MISSION 26 STRATEGIC FRAMEWORK Mission 26 organizes the future evolution of Oakland County Parks around a countywide parks system model consisting of four complementary components. Community Health Hubs Free, close-to-home parks designed for frequent use and everyday recreation that support outdoor activity, nature exposure, and social connection within communities. Discovery Gateway Sites Flagship parks offering immersive outdoor experiences, learning opportunities, and adaptable spaces that introduce residents to the broader parks system. Regional Corridors Trails, greenways, and river connections that link communities to parks and natural landscapes across Oakland County. Learning and Stewardship Network Environmental education and volunteer stewardship initiatives that deepen community engagement with conservation and natural resource stewardship. Together, these elements strengthen access to parks and nature, increase opportunities for active outdoor recreation, and support long-term public value for residents across Oakland County. RELATIONSHIP TO THE 2021–2027 MASTER PLAN Mission 26 builds upon and advances the goals of the adopted Oakland County Parks and Recreation Master Plan (2021–2027). The Master Plan remains the adopted planning document guiding the development and stewardship of the parks system. Mission 26 provides the strategic framework for implementing those goals and strengthening the parks system as a connected countywide parks system serving residents across Oakland County. To ensure consistent implementation, the Commission designates Mission 26 as the controlling implementation framework for key areas of organizational governance, including: • Capital investment prioritization • Enterprise facility evaluation and management • Systemwide performance reporting • Stewardship and land use classification Where conflicts or inconsistencies arise between the Recreation Plan and the Mission 26 Strategic Transformation Plan in these areas, the Mission 26 framework shall govern implementation and investment decisions. All other elements of the Recreation Plan remain in effect. IMPLEMENTATION AND NEXT STEPS With Commission approval, staff will begin implementing the Mission 26 Strategic Transformation Plan by integrating its priorities into the operational and strategic framework of Oakland County Parks. Initial implementation activities will include aligning annual budget development, organizational structure, staffing priorities, and capital planning with the Mission 26 strategic framework and conducting a systemwide alignment review of parks, facilities, programs, partnerships, and initiatives. Several initiatives identified in the plan will advance through phased planning and development. The Telegraph Tri-Park District - Waterford Oaks, Bicentennial Oaks, and Pontiac Oaks - will serve as a signature focus area, with each park evolving to serve complementary roles within the system. Additional initiatives include: • The Heritage Park partnership • Expansion of Discovery Gateway outdoor learning opportunities • Development of the Nature Corps and Urban Environmental Action programs • Continued protection and enhancement of the Rouge, Clinton, and Huron River corridors • Continued development of PureOakland.com as a central hub for discovering parks and recreation opportunities across Oakland County Mission 26 also prioritizes the protection of important natural lands, including Clinton River Oaks and Turtle Woods, while advancing reinvestment in legacy parks to ensure facilities remain modern, accessible, and welcoming. Realizing Mission 26’s vision will also require a disciplined approach to systemwide priorities. Staff will work with the Commission to identify not only where to invest, but also which initiatives, services, or facility enhancements should not be pursued when they do not meaningfully advance the plan’s priority outcomes. This approach ensures that resources are directed toward initiatives that deliver the greatest public value for residents across Oakland County. CONCLUSION Mission 26 provides a clear framework for strengthening Oakland County Parks as a countywide parks system that supports health, connection, environmental stewardship, and access to outdoor recreation for residents throughout Oakland County. The positive response from residents, partners, and stakeholders reinforces that this direction reflects community priorities and builds upon the trust voters demonstrated through the renewal and expansion of the parks millage. Mission 26 honors six decades of county parks leadership while positioning the system to meet the evolving needs of Oakland County residents for generations to come. ATTACHMENTS 1. A - Mission 26 Strategic Transformation Plan 2. B - Resolution Adopting the Mission 26 Strategic Transformation Plan and Authorizing Implementation and System Alignment 3. C – Mission 26 Supporting Documentation Mission 26: Building Oakland County’s Essential Infrastructure Transforming a fragmented recreation landscape into an active public health, equity, and climate resilience utility. A STRATEGIC FRAMEWORK FOR LONG-TERM DECISION-MAKING, INVESTMENT, AND PARTNERSHIP. Realities Driving the Mission 26 Evolution By 2041, 1 in 3 Oakland County residents will be 65+. The median age is increasing, requiring a shift toward age-friendly, accessible design and walking loops. There is a documented 33- point income-correlated gap in park visitation. Residents living in urban centers are currently least served by the system A staggering 69% winter non-use rate, driven by messy winter conditions and fragmented information across 62 municipalities OCP functions as the central hub, integrating municipal parks, schools, and regional assets into a single cohesive network Example Focus – Heritage Oaks / Bloomfield Schools: Anchoring the Discovery Gateway framework through STEM learning, nature literacy, and school district co- investment (partnering with sites like Johnson Nature Center and Bowers Farm). The Outcome: Scaling environmental impact far beyond what internal staff can achieve alone through a sustained civic movement. Oakland County Parks A Unified Recreation Ecosystem for Oakland County OAKLAND COUNTY PARKS AND RECREATION COMMISSION Resolution Adopting the Mission 26 Strategic Transformation Plan and Authorizing Implementation and System Alignment WHEREAS, Oakland County Parks and Recreation operates a countywide parks system supported by a voter-approved parks millage and governed by the Oakland County Parks and Recreation Commission; and WHEREAS, the Commission previously adopted the Oakland County Parks and Recreation Master Plan (2021–2027) to guide the development and stewardship of the parks system; and WHEREAS, the Mission 26 Strategic Transformation Plan has been developed to strengthen Oakland County Parks as a connected countywide parks system linking parks, trails, greenways, rivers, natural spaces, recreational facilities, and partnerships across Oakland County; and WHEREAS, Mission 26 establishes a strategic framework for expanding access to parks and recreation opportunities, increasing activation and participation, strengthening environmental learning and stewardship, and ensuring responsible stewardship of public investments; and WHEREAS, Mission 26 builds upon the goals and priorities established in the adopted Master Plan while providing a framework for implementation and future system development; NOW, THEREFORE, BE IT RESOLVED, that the Oakland County Parks and Recreation Commission hereby adopts the Mission 26 Strategic Transformation Plan as the guiding strategic framework for the continued evolution of the Oakland County Parks system; and BE IT FURTHER RESOLVED, that the Commission authorizes the Director to initiate implementation of Mission 26, including organizational, programmatic, and capital alignment necessary to advance the strategic framework; and BE IT FURTHER RESOLVED, that staff are directed to conduct a systemwide alignment review of parks, facilities, programs, partnerships, and initiatives to support implementation of the Mission 26 framework and to return to the Commission with recommendations as appropriate; and BE IT FURTHER RESOLVED, that Mission 26 shall serve as the controlling implementation framework for organizational governance related to capital investment prioritization, enterprise facility evaluation and management, systemwide performance reporting, and stewardship and land use classification; and BE IT FURTHER RESOLVED, that where conflicts or inconsistencies arise between the Oakland County Parks and Recreation Master Plan (2021–2027) and the Mission 26 Strategic Transformation Plan in these areas, the Mission 26 framework shall govern implementation and investment decisions, while all other elements of the Master Plan remain in effect 1.Recreation for All -Proximity & Access Focus on closing access gaps by bringing high-quality parks, programs and trails closer to where people live, work, and learn. It prioritizes partnerships, modernized amenities and connected greenways and blueways so distance, cost, ability or jurisdictional boundaries are no longer barriers to participation. Success is measured by who can get there and use it, not just what exists. 2.Activation & Health -Four Seasons of Parks Alive with People Reframe parks as essential health and social infrastructure, designed for consistent, year round use. The focus is on programming, events and adaptable facilities that drive daily physical activity, mental wellbeing and social connection across all seasons. An empty park is a missed public health opportunity; use and participation are the primary metrics. 3.Learning & Environmental Leadership -Turning Curiosity into Stewardship Position parks as hands-on learning environments that build environmental literacy, stewardship, and workforce pathways. Through discovery gateways, nature education, volunteer corps and first-time outdoor experiences, parks become places where residents of all ages learn by doing. Early and repeated exposure to nature is treated as a long-term investment in healthier people and more resilient communities. 4.Stewardship & Public Value -Measurable Public Benefit Centers on earning and sustaining public trust through transparency, sound fiscal management and shared decision-making. Every dollar invested must demonstrate clear, measurable public benefit, supported by open data, community engagement and long-term planning. Trust is not assumed; it is continuously built through accountability and results. Mission 26: Building a Connected Parks and Recreation System for All of Oakland County 0-AKLAND COUNTY PARKS Oakland County Parks and Recreation Commission Agenda Item Memo Agenda #: 2 Department: Administration From: Chris Ward, Director Subject: Approval of Amendment to Intergovernmental Agreement with the City of Farmington Hills – Heritage Park Partnership Extension RECOMMENDED MOTION Move to approve and forward to the Oakland County Board of Commissioners Amendment #1 to the Interlocal Agreement between the County of Oakland and the City of Farmington Hills for Heritage Park, extending the timeline for completion of the Parks Action Plan (PAP), Programming and Operations Management Plan (POMP), and Capital Improvement Plan (CIP) associated with the Heritage Park partnership by sixty (60) days. INTRODUCTION AND HISTORY In 2025, the Oakland County Parks and Recreation Commission and the City of Farmington Hills entered into an intergovernmental agreement establishing a partnership framework for collaboration at Heritage Park. The agreement outlines a structured planning process that includes the development of several implementation documents intended to guide the partnership and future improvements to the park, including: •Parks Action Plan (PAP) •Programming and Operations Management Plan (POMP) •Capital Improvement Plan (CIP) These planning documents are intended to establish the operational, programming, and capital investment framework that will guide the partnership moving forward. The City of Farmington Hills has requested a sixty (60) day extension to the timeline associated with completion of these planning documents. The request will allow additional time to complete the planning work in coordination with both partners and ensure the plans are fully developed prior to final consideration. ATTACHMENTS 1.1st Amendment - Heritage Park Interlocal Agreement RETURN TO AGENDA Page 1 of 2 1st Amendment Draft 03-10-26 AMENDMENT #1 TO THE INTERLOCAL AGREEMENT BETWEEN THE COUNTY OF OAKLAND AND THE CITY OF FARMINGTON HILLS FOR HERITAGE PARK This First Amendment (1st Amendment) is entered into between the County of Oakland, located at 1200 North Telegraph Road, Pontiac, MI 48341 (“County”) by and through its statutory agent, the Oakland County Parks and Recreation Commission (“OCPRC”) and the City of Farmington Hills, 31555 West Eleven Mile Road, Farmington Hills, MI 48336 (“City”). BACKGROUND A. The Parties entered into an Interlocal Agreement on September 5, 2025 (Original Agreement”). B. The Parties desire to amend the Original Agreement to extend the Transition Period, as defined in the Original Agreement and modify other provisions as provided herein. The Original Agreement and the 1st Amendment shall be referred to as the “Agreement.” C. In consideration of the mutual covenants contained herein, the Parties agree to amend the Agreement as follows: 1st AMENDMENT 1. Background. The Background is incorporated into the Agreement. 2. Transition Period Extension. The Transition Period, as defined in Section 1.16, is modified so the Transition Period shall end on June 1, 2026 and not March 31, 2026. 3. Park Action Plan. Section 4.7 is modified, so that if the City Representative does not approve the Park Action Plan by June 1, 2026 (not March 31, 2026), OCPRC or City may terminate this Agreement. 4. Continued Effect. All other terms and conditions of the Agreement shall continue with full force and effect, except as modified herein. 5. Entire Agreement. This 1st Amendment, and the Original Agreement constitute the entire agreement and understanding between the County/OCPRC and the City and supersedes any and all other prior oral or written understandings, communications or agreements between the Parties. Page 2 of 2 1st Amendment Draft 03-10-26 IN WITNESS WHEREOF, David T. Woodward acknowledges that he is authorized by the County to execute this 1st Amendment. County: By: ____________________________________ David T. Woodward, Chair Oakland County Board of Commissioners Date: ____________________________________ IN WITNESS WHEREOF, ______________________ acknowledges that he/she is authorized by the City to execute this 1st Amendment. City: By: _____________________________________ Title: _____________________________________ Date:_______________________________________ Oakland County Parks and Recreation Commission Agenda Item Memo Agenda #: 3 Department: Administration From: Subject: Chris Ward, Director Heritage Oaks Park Action Plan, POMP and CIP RECOMMENDED MOTION Move to: 1.Approve the Heritage Oaks Integrated Park Plan, encompassing the Park Action Plan, Capital Improvement Plan, and Park Operations and Management Plan; 2.Approve the Heritage Oaks Supplementary Plan Document, which provides additional implementation context and transition guidance associated with the Integrated Park Plan; and 3.Authorize the Director to implement the approved plans and execute any necessary administrative documents on behalf of the Commission. Approval of these items fulfills OCPRC’s planning commitments associated with the Heritage Oaks transition and establishes the capital, operational, and governance framework that will guide stewardship of the park over the term of the partnership. INTRODUCTION AND HISTORY Heritage Park is a 211-acre regional park located in the City of Farmington Hills that attracts approximately 750,000 visits annually. On August 11, 2025, the Oakland County Parks and Recreation Commission and the Farmington Hills City Council each unanimously approved an Interlocal Agreement transferring operational responsibility for the park to OCPRC for a 30-year term. The agreement required OCPRC to complete and deliver an Integrated Park Plan—incorporating a Park Action Plan, Capital Improvement Plan, and Park Operations and Management Plan—by March 31, 2026, marking the end of the formal transition period. The Integrated Park Plan establishes the long-term framework for park operations, capital improvements, and stewardship under OCPRC management. The Supplementary Plan Document accompanies the Integrated Park Plan and provides additional clarification related to early implementation, capital planning assumptions, and operational coordination between OCPRC and the City of Farmington Hills. Full operational transition of the park to OCPRC is scheduled to occur on October 1, 2026. Beginning at that time: •OCPRC will assume responsibility for park operations •OCPRC will receive park revenues unless otherwise specified •The estimated net operating impact to OCPRC is approximately $1.5 million annually RETURN TO AGENDA STRATEGIC SIGNIFICANCE The transition of Heritage Oaks Park into the Oakland County Parks system represents the largest single expansion of the system in its 60-year history. OCPRC currently serves approximately 2 million visits annually across the park system. Incorporating Heritage Oaks adds approximately 750,000 additional visits, increasing system reach by nearly 37 percent through a single partnership. Heritage Oaks also addresses one of the most significant access gaps in the county. The park serves residents in south-central Oakland County—one of the county’s largest population centers—including the Farmington Hills and Novi corridor, an area that has historically had limited proximity to Oakland County Parks facilities. Bringing the park into the county system aligns stewardship and investment with the park’s regional user base and advances the Mission 26 objective of expanding access to the countywide parks system. DEADLINE AND SCHEDULING CONTEXT The March 31, 2026 deadline is a contractual milestone established in the Interlocal Agreement. Failure by either party to approve the Integrated Park Plan by that date could trigger a termination right under the agreement. Commission approval on March 11 ensures that the City of Farmington Hills has sufficient time to review and act on the completed planning documents prior to the contractual deadline. FACILITY CONDITIONS A facility assessment completed by JFR Architects in February 2026 evaluated the physical condition of the park’s seven buildings and identified significant deferred maintenance issues. Key findings include: • All seven buildings show at least ten years of deferred maintenance • Nature Center / Day Camp: electrical panel mounted to tree bark; HVAC system at end of life; not ADA compliant • Spicer House: temporary structural supports under first floor; not suitable for assembly occupancy without structural improvements • Heritage History Center: structural movement and inadequate electrical infrastructure • Splash pad facilities: mechanical and electrical systems approaching end of life • Several facilities require accessibility upgrades to meet ADA standards These conditions illustrate the challenge of sustaining a high-use regional park on a municipal operating budget and help inform early capital priorities identified in the Integrated Park Plan. CAPITAL INVESTMENT FRAMEWORK The Integrated Park Plan anticipates a phased capital investment approach for Heritage Oaks Park. Phase 1 (Years 1–5) Early priorities focus on: • Deferred maintenance • Structural and life-safety improvements • ADA compliance upgrades • Stabilization of key infrastructure including splash pad facilities Based on current facility conditions, planning assumptions estimate that approximately $5 million in capital investment may be required during the first five years, subject to the Commission’s annual capital improvement planning and appropriation process. Phase 2 (Years 6–10) Future improvements may include: • Facility modernization • Visitor experience improvements • Accessibility improvements • Landscape and natural resource enhancements The current planning estimate for this phase is approximately $5 million, subject to future planning updates and Commission approval. A full review of the Integrated Park Plan is anticipated approximately five years after operational transition DIRECTOR’S RECOMMENDATION I recommend approval of the Heritage Oaks Integrated Park Plan and the Supplementary Plan Document. Together, these documents complete the transition planning framework associated with the Heritage Oaks partnership and provide the operational, capital, and stewardship guidance necessary for long-term management of the park. This partnership brings one of Oakland County’s highest-visitation regional parks into the countywide system, expands service reach within the south-central Oakland County population center, and represents the largest single expansion of the Oakland County Parks system in its 60-year history. ATTACHMENTS 1. Heritage Oaks Integrated Park Plan (Park Action Plan, Capital Improvement Plan, and Park Operations and Management Plan) 2. Heritage Oaks Supplementary Plan Document 3. JFR Architects Facility Assessment Heritage Oaks Park Action Plan 2026–2031 Page 1 Heritage Oaks Park Park Action Plan 2026–2031 An agreement between Oakland County Parks and the City of Farmington Hills DRAFT - January 2026 Heritage Oaks Park Action Plan 2026–2031 Page 2 Table of Contents Table of Contents......................................................................................................................2 Executive Summary ..................................................................................................................3 1. Introduction ...........................................................................................................................5 2. Vision and Guiding Principles ................................................................................................7 3. The Four Zones ....................................................................................................................8 4. Community Context .............................................................................................................10 5. Community Engagement .....................................................................................................13 6. Existing Conditions ..............................................................................................................15 7. Environmental Conditions and Natural Resources ...............................................................16 8. Issues, Opportunities, and Constraints ................................................................................18 9. Strategies and Priority Actions .............................................................................................20 10. Implementation and Accountability ....................................................................................22 Exhibit A: Capital Improvement Plan .......................................................................................23 Exhibit B: Park Operations and Maintenance Plan ...................................................................25 References .............................................................................................................................27 Appendices .............................................................................................................................28 Appendix A: Interlocal Agreement Reference Materials ...........................................................29 Appendix B: Maps and Supporting Graphics ...........................................................................44 Appendix C: Existing Facilities and Asset Inventory .................................................................47 Appendix D: Community Engagement Reference ....................................................................90 Appendix E: Environmental and Natural Resources Documentation ........................................94 Appendix F: Property History ................................................................................................. 103 Heritage Oaks Park Action Plan 2026–2031 Page 3 Executive Summary Purpose of the Park Action Plan The Heritage Oaks Park Action Plan (2026–2031) establishes a five-year framework for stewardship, operations, and near-term investment at Heritage Oaks Park under an interlocal agreement between Oakland County Parks and the City of Farmington Hills. The plan fulfills the requirements of the interlocal agreement and provides clear guidance for coordination, decision- making, and public accountability during the initial phase of County operation. This document is a Park Action Plan, not a master plan or a capital commitment. It sets direction and priorities that will guide annual work planning, budgeting, and governance decisions. Mission 26 This plan is grounded in Mission 26, Oakland County Parks' strategic transformation initiative. Mission 26 guides the long-term evolution of the park system to operate as a connected, equitable, and resilient countywide network. Mission 26 recognizes parks as essential civic infrastructure that supports public health, environmental stewardship, learning, and community life. Heritage Oaks: A Local Park and a Regional Draw Heritage Oaks exemplifies this system-level reality. While owned by the City of Farmington Hills, the park already serves a substantial regional audience and is among the most heavily used parks in Oakland County. This Park Action Plan recognizes Heritage Oaks' dual role: • A valued local park serving nearby neighborhoods and Farmington Hills residents • A destination park delivering countywide public value The Four Zones Heritage Oaks is organized around four distinct experiential zones that guide stewardship, operations, and investment decisions: Zone Character Capital Improvement Projects Investment Commitment Oakland County Parks commits to a minimum expenditure of $2.5 million for capital improvement projects at Heritage Oaks within two years of the full transition date (by October 1, 2028). Stewardship Priorities The plan establishes six strategies focused on: Heritage Oaks Park Action Plan 2026–2031 Page 4 • Managing the park at a scale appropriate to its high level of use • Protecting environmental assets while supporting equitable access • Improving accessibility, inclusivity, and visitor experience • Advancing learning and stewardship through Discovery Gateway principles • Coordinating governance and decision-making across jurisdictions • Phasing actions responsibly within available resources Heritage Oaks Park Action Plan 2026–2031 Page 5 1. Introduction Purpose of the Park Action Plan The Heritage Oaks Park Action Plan (2026–2031) establishes a five-year framework to guide the stewardship, operation, and near-term investment of Heritage Oaks Park under an interlocal agreement between Oakland County Parks and the City of Farmington Hills. This Park Action Plan is intended to: • Guide operational and capital decisions during the first five years of implementation • Align local park priorities with countywide system goals • Provide continuity and transparency as planning, engagement, and investment activities proceed • Ensure that Heritage Oaks is managed in a manner that is equitable, fiscally responsible, resilient, and sustainable over the long term Mission 26 Mission 26 is Oakland County Parks' strategic transformation plan, guiding the long-term evolution of the park system to operate as a connected, equitable, and resilient countywide network serving all Oakland County residents. Mission 26 reflects a shift from managing parks as individual properties toward stewarding parks as essential civic infrastructure that supports public health, environmental resilience, learning, and community life. Under Mission 26, Oakland County Parks considers how residents experience parks across the county, including patterns of use, access gaps, and opportunities to strengthen outcomes through coordinated stewardship. Oakland County Parks and Recreation Master Plan The Oakland County Parks and Recreation Master Plan (2023–2027) is the required five-year implementation and eligibility framework that operationalizes Mission 26. While Mission 26 establishes long-term system direction and outcomes, the Recreation Master Plan translates that strategy into near-term policies, priorities, and decision-making criteria that meet statutory planning requirements and maintain eligibility for state and federal funding. Local Planning Context and Shared Stewardship The City of Farmington Hills 5-Year Parks and Recreation Plan (2024–2028) provides important local context for Heritage Oaks, reflecting community engagement, neighborhood priorities, and long-standing stewardship of the park. This Park Action Plan is intended to be consistent with and supportive of the City's adopted plan where local priorities align with countywide system goals. The interlocal agreement between Oakland County Parks and the City of Farmington Hills functions as a collaborative framework for shared stewardship, aligning ownership, operations, and long-term investment responsibilities for Heritage Oaks. Application of the Park Action Plan Heritage Oaks Park Action Plan 2026–2031 Page 6 This Park Action Plan applies Mission 26's strategic direction within the implementation structure of the Recreation Master Plan and the governance framework of the interlocal agreement. All planning, design, capital, and operational decisions for Heritage Oaks during the 2026–2031 period will be evaluated for consistency with these guiding frameworks. Heritage Oaks Park Action Plan 2026–2031 Page 7 2. Vision and Guiding Principles Purpose of This Section This section establishes a shared vision and guiding principles for stewardship of Heritage Oaks under the interlocal agreement between Oakland County Parks and the City of Farmington Hills. It translates the system-level direction of Mission 26 to the park scale and provides a consistent framework for decision-making, coordination, and evaluation over time. Park Vision Heritage Oaks is a place where nature, community, and discovery come together. Anchored by high-quality habitat and connected by trails that wind through forest, wetland, and meadow, the park offers distinct experiences: from quiet moments in nature to active play and gathering, all within a single, seamless landscape. Guiding Principles for Stewardship and Decision-Making Principles for Park Character and Experience • Let the Land Lead - Respect natural systems as the foundation for all planning decisions. • Create a Park of Many Rooms - Organize the park as distinct zones offering different experiences, all connected. • Serve the Whole Community - Meet core recreational needs so Heritage Oaks functions as a true neighborhood park while serving its regional role. • Build for All Abilities - Advance universal accessibility with barrier-free loops, sensory experiences, and welcoming design. Principles for Stewardship and Sustainability • Invite Active Stewardship - Create opportunities for residents to participate in the care of the park. • Spark Curiosity - Design spaces and programs that ignite interest in art, ecology, history, and the natural world. • Sustain What We Build - Model sustainability through regenerative maintenance practices and fiscally responsible investment. Principles for Collaboration and Governance • Honor Local History and Identity - Recognize the history, character, and community significance of Heritage Oaks. • Respect and Build on Existing Community Investment - Work collaboratively with those who have invested in the park over many years. • Ensure a Transparent and Respectful Transition - Operate the park in a manner that is transparent, communicative, and respectful. • Practice Fiscal Responsibility and Shared Sustainability - Manage operations and investments in a fiscally responsible manner. Heritage Oaks Park Action Plan 2026–2031 Page 8 3. The Four Zones Purpose of This Section This section establishes the spatial and experiential framework for Heritage Oaks : a 'park of many rooms' approach that organizes the park into four distinct zones, each with its own character, purpose, and appropriate uses. This framework guides where different activities, facilities, and investments belong. Framework Overview Nature Stewardship Quiet, restorative, ecologically rich Environmental protection and passive recreation Community Activities Active, social, family-oriented Core recreation and community gathering Discovery Gateways Curious, educational, immersive Learning, interpretation, and programming Active Stewardship Functional, sustainable, engaged Operations support and stewardship infrastructure Nature Stewardship Zone Character: Quiet, restorative, ecologically rich The Nature Stewardship Zone encompasses the park's most sensitive ecological areas : the Rouge River corridor, wetlands, forested uplands, and prairie habitat. This zone prioritizes environmental protection while providing opportunities for passive recreation, wildlife observation, and nature immersion. Appropriate Uses: Natural surface trails and boardwalks, wildlife habitat areas, wetland and riparian corridors, stewardship program sites, quiet seating and observation points, interpretive signage. Approximate Extent: ~150 acres (largest zone) Community Activities Zone Character: Active, social, family-oriented The Community Activities Zone functions as the 'park within a park.’ This zone is the area where Heritage Oaks meets core neighborhood recreation needs. This zone accommodates active play, family gatherings, fitness activities, and community events. Appropriate Uses: Playground and spray park, sledding hill, fitness stations and walking loops, picnic shelters and gathering areas, open lawn and flexible event space, restrooms and support facilities. Discovery Gateways Zone Character: Curious, educational, immersive Heritage Oaks Park Action Plan 2026–2031 Page 9 The Discovery Gateways Zone is where Heritage Oaks sparks curiosity and deepens connection to the natural world. This zone supports nature -based learning, environmental education, arts and cultural programming, and immersive experiences. Appropriate Uses: Nature Center and program spaces, demonstration gardens and native plantings, amphitheater and outdoor classroom, archery range, Spicer House (historic interpretation, artifact display). Active Stewardship Zone Character: Functional, sustainable, engaged The Active Stewardship Zone supports park operations while modeling sustainable practices and creating opportunities for hands-on public engagement with stewardship. Rather than hidden service areas, this zone makes the work of caring for the park visible and participatory. Appropriate Uses: Maintenance facility, volunteer hub and staging area, composting and recycling operations, native plant nursery, materials storage. Figure A. Heritage Park Zones Heritage Oaks Park Action Plan 2026–2031 Page 10 4. Community Context Heritage Oaks: A Local Park with a Regional Draw Heritage Oaks is centrally located within the City of Farmington Hills and has long served as an important local park for nearby neighborhoods and city residents. At the same time, the park's size, amenities, and programming have established it as a destination for visitors from across Oakland County. Community context for this Park Action Plan is understood through multiple lenses: • Nearby neighborhoods - daily access, walking distance use, local stewardship • City of Farmington Hills - community identity, municipal services, local priorities • Oakland County - regional destination, system-level planning, countywide equity Regional Draw Factors Regional use of Heritage Oaks is driven by: • Size: At 212 acres, Heritage Oaks is significantly larger than typical neighborhood parks • Diverse amenities: The park offers facilities not commonly found in smaller parks • Nature-based programming: Environmental education and nature center activities attract visitors countywide • Destination features: The nature center, archery facilities, trail system, and community events Community Description: City of Farmington Hills The City of Farmington Hills is located approximately 22 miles northwest of Detroit. The city encompasses 33.31 square miles with a population of approximately 83,419 residents, making it the second-largest city in Oakland County. The city is among the more diverse communities in the county, with a Diversity Index of 61 compared to 54 for Oakland County overall. Median household income is $103,638, with approximately 7% of households below the federal poverty level. Local Recreation System Context The City of Farmington Hills owns and maintains 15 public parks and recreational facilities totaling approximately 674.5 acres. The City's 5-Year Parks and Recreation Master Plan, adopted January 9, 2024, identifies Heritage Park as a community park focused on meeting local recreation needs while preserving significant landscapes and open space. Heritage Oaks Park Action Plan 2026–2031 Page 11 Community Data Tables and Charts Heritage Oaks Park Action Plan 2026–2031 Page 12 Heritage Oaks Park Action Plan 2026–2031 Page 13 5. Community Engagement Engagement Purpose and Framework Community engagement for the Heritage Oaks Park Action Plan builds on recent, adopted engagement conducted by both the City of Farmington Hills and Oakland County Parks. This approach ensures continuity with prior public input while applying a countywide stewardship lens consistent with Mission 26. Sources of Existing Engagement This Park Action Plan draws from: • City of Farmington Hills 5-Year Parks and Recreation Master Plan (2024–2028): Online surveys: 1,059 responses; Public input meeting: October 18, 2023 • Oakland County Parks and Recreation Master Plan (2023 –2027): Countywide needs assessment • Recent Oakland County Parks planning engagement and outreach efforts Engagement Focus Areas Across recent engagement efforts, input consistently addressed: • Natural area stewardship - protection and care of forests, wetlands, and wildlife habitat • Trails and pathways - connectivity, maintenance, accessibility, and varied experiences • Welcoming experiences - safety, cleanliness, amenities supporting regular use • Nature-based education - programs connecting people to the environment • Facility condition - maintenance of buildings, playgrounds, and infrastructure Co-Creation Lab Online Engagement Hub Oakland County Parks maintains a Co-Creation Lab, an online engagement hub for sharing information and gathering feedback. For Heritage Oaks, the Co-Creation Lab may be used to share updates, invite targeted feedback, test ideas, and reach both local and regional users. Role of Engagement in Decision-Making Community input informs planning, operational, and investment decisions. Engagement outcomes are considered alongside Mission 26 priorities, the Oakland County Parks and Recreation Master Plan, and the interlocal agreement to ensure decisions support equit able access, long-term sustainability, and public value. Heritage Oaks Engagement Summary The City of Farmington Hills and Oakland County Parks implemented an engagement plan to solicit feedback from the community and local stakeholders regarding their vision for the park and which park elements they see as priorities. Engagement opportunities included: Heritage Oaks Park Action Plan 2026–2031 Page 14 • An online survey promoted via e-marketing messages, social media posts, signage and printed materials distributed at hightraffic areas in the City of Farmington Hills. • Pop-up open houses at three City of Farmington Hills events. • A direct mailing to Farmington Hills residents within a 10-minute drive of Heritage Park, informing them of the agreement, the online survey, and the event dates. Engagement Overview • Nearly 1,000 participants (837 online, 100 in-person) • Feedback represents ~1% of population within a 10-minute drive of Heritage Park Community Priorities • Strongest support for preserving natural areas and trails • Nature education also ranked high across groups Differences by Group • In-person respondents (more families) prioritized playgrounds and water features • Online respondents more valued quiet areas and parking • Demographic differences like age, race, and income influenced preferences: o Younger respondents value education o Lower-income respondents value the sledding hill and splash pad o Black and Asian/Asian Indian respondents value community -focused amenities Access and Experience Issues: • Limited parking (8%) is the most common barrier • Other barriers include lack of information (7%) and feeling unwelcome (6%) Heritage Oaks Park Action Plan 2026–2031 Page 15 6. Existing Conditions Location and Property Description Documentation of existing park conditions is required under the interlocal agreement (Section 3.3.3). Heritage Oaks Park is located within the City of Farmington Hills and consists of six parcels totaling 211.97 acres. The park is generally bounded by Farmington Road to the west, Witherspoon Street and Toddy Lane to the east, Brittany Drive, Cotswold Street, and Argonne Road to the north, and Locust Street, Glenview Drive, and Hillcrest Street to the south. Note: The adjacent parcel containing Longacre House is not included in the Heritage Oaks agreement and remains under separate City management. Existing Facilities and Assets Heritage Oaks contains a mix of developed facilities, recreational amenities, and supporting infrastructure: Developed Facilities • Nature Center and Day Camp - approximately 7,500 sq ft • Spicer House - approximately 4,800 sq ft; built 1925; located within Historic District • Caretaker House - adaptive reuse or future disposition to be evaluated • Amphitheater - approximately 3,000 sq ft outdoor gathering space • Picnic Shelters, Playground, Spray Park, Archery Range, Restroom Facilities Recreation and Circulation Infrastructure • Trail System - paved and unpaved walking and multi-use trails • Boardwalks and Bridges - wetland and river crossings • Parking Lots - four lots; approximately 329 spaces Natural and Landscape Features • Historically Forested Lands - approximately 37 acres • Open Prairie Habitat - approximately 14 acres • Rouge River Corridor - approximately 5,000 linear feet through park • Wetlands, tributaries, and pond (~31,610 sq ft) Historic Resources Spicer House is located within a designated Historic District and is subject to City Historic District ordinances and state law (per Interlocal Section 6.12.2). The Farmington Hills Historic District Commission's role at Heritage Oaks is limited to coordination regarding artifacts housed at the Spicer House. Heritage Oaks Park Action Plan 2026–2031 Page 16 7. Environmental Conditions and Natural Resources Environmental Site Assessment A Phase I Environmental Site Assessment was completed by ASTI Environmental in December 2025 as required under the interlocal agreement (Section 3.4). The assessment identified no Recognized Environmental Conditions (RECs), no Controlled RECs, and no significant data gaps. Natural Systems Overview Heritage Oaks contains significant natural resources that define the park's character, support biodiversity, and provide ecosystem services. The Nature Stewardship Zone is approximately 150 acres and encompasses the most ecologically sensitive areas. Freshwater Resources • Rouge River - approximately 5,000 linear feet through the park • Two tributary streams • Pond - approximately 31,610 sq ft • Associated wetlands and floodplain areas Terrestrial Habitat • Historically Forested Lands - approximately 37 acres • Open Prairie Habitat - approximately 14 acres • Migratory and Nesting Bird Habitat - approximately 192 acres overall Climate Resilience Climate resilience is integrated into natural resource stewardship. The park's natural systems provide important climate adaptation benefits including stormwater management, urban heat mitigation, carbon sequestration, and habitat connectivity along the Rouge River corridor. Natural Resource Management Considerations The following management activities have been identified through baseline assessment as relevant to maintaining and restoring ecological health. This information is provided for planning context only and does not represent adopted priorities, approved projects, or funding decisions. Activity Description Heritage Oaks Park Action Plan 2026–2031 Page 17 Important: This table identifies potential stewardship activities. It does not establish priorities, authorize expenditures, or commit Oakland County Parks or the City of Farmington Hills to any specific actions or investments. Heritage Oaks Park Action Plan 2026–2031 Page 18 8. Issues, Opportunities, and Constraints Purpose of This Section This section identifies key issues, opportunities, and constraints influencing stewardship, operations, and future investment at Heritage Oaks. These factors inform decision-making for a park that functions as both a local park and a regional draw. Key Issues Balancing High Use with Environmental Stewardship Heritage Oaks experiences high levels of visitation that contribute to its public value but also place pressure on natural systems, infrastructure, and maintenance capacity. Managing use in a way that protects environmental assets while maintaining equitable access is an ongoing challenge. Aging Infrastructure and Facility Conditions Some park facilities reflect earlier phases of development and may no longer fully support current levels of use, accessibility expectations, or operational efficiency. Addressing these conditions requires prioritization and sequencing over time. Access, Experience, and Equity While Heritage Oaks is widely used, access and experience are not uniform across all users. Barriers related to accessibility, wayfinding, and facility conditions may limit participation for some residents and visitors. Environmental Pressures Invasive species, altered hydrology, erosion, and high deer density affect habitat quality and require sustained stewardship rather than one -time solutions. Key Opportunities • Countywide Stewardship Capacity - Integration into the OCP system provides specialized expertise and operational capacity • Enhancing a Park That Already Serves a Regional Audience - Strategic investments can build on established use patterns • Strengthening Environmental Resilience - Opportunities for restoration, stormwater management, and climate adaptation • Advancing Learning Through Discovery Gateways - Nature-based education reaching local and regional users • System Connectivity - Heritage Oaks can complement nearby municipal parks Key Constraints • Fiscal and Resource Limitations - Not all needs can be addressed simultaneously • Physical and Environmental Constraints - Floodplain, wetlands, and sensitive resources limit development Heritage Oaks Park Action Plan 2026–2031 Page 19 • Regulatory Frameworks - Local, county, state, and federal regulations shape potential actions • Community Expectations and Tradeoffs - Balancing competing interests will require transparent decision-making Heritage Oaks Park Action Plan 2026–2031 Page 20 9. Strategies and Priority Actions Purpose of This Section The strategies outlined below provide direction for stewardship, operations, and phased investment at Heritage Oaks during the 2026–2031 planning period. These strategies respond to the issues, opportunities, and constraints identified above and apply Miss ion 26's framework to a park that functions as both a local park and a regional draw. Strategy 1: Steward the Park as a High-Use, Regionally Significant Resource Intent: Manage Heritage Oaks at a scale appropriate to its level of use, ensuring operations and visitor experience are consistent with other high-use parks in the Oakland County Parks system. Priority Actions: • Apply countywide operational standards to maintenance, safety, and visitor services • Monitor visitation patterns and adjust staffing accordingly • Ensure facilities support sustained use without degrading park character Strategy 2: Protect Environmental Assets While Supporting Public Access Intent: Balance protection of natural systems with equitable access, recognizing that stewardship and public use are interdependent. Priority Actions: • Prioritize stewardship practices that address invasive species, erosion, and habitat health • Use design and wayfinding to direct use away from sensitive areas • Integrate environmental considerations into operations and capital planning Strategy 3: Improve Access, Experience, and Inclusivity Intent: Ensure Heritage Oaks is welcoming, accessible, and usable for a broad range of residents and visitors. Priority Actions: • Address accessibility barriers in facilities, trails, and public spaces • Improve wayfinding, signage, and information clarity • Address urgent facility needs (splash pad renovation, playground improvements, trail restoration) Strategy 4: Advance Learning Through Discovery Gateway Principles Intent: Leverage natural features and high visitation to support nature-based learning and environmental stewardship. Priority Actions: • Integrate interpretation and informal learning into park experiences Heritage Oaks Park Action Plan 2026–2031 Page 21 • Coordinate programming with system-wide Discovery Gateway goals • Support Nature Center programming and nature-based education Strategy 5: Coordinate Governance Across Jurisdictions Intent: Ensure clear, transparent coordination between Oakland County Parks and the City of Farmington Hills. Priority Actions: • Apply agreed-upon governance protocols when priorities diverge • Maintain regular communication on operations, planning, and public feedback • Document decisions to support continuity and accountability Strategy 6: Phase Investment Responsibly Intent: Align stewardship actions with available resources, operational capacity, and long-term sustainability. Priority Actions: • Phase actions based on urgency, impact, and feasibility • Seek opportunities to leverage grants, partnerships, and system-wide investments • Deliver on $2.5M capital investment commitment within two years of full transition (by October 1, 2028) Heritage Oaks Park Action Plan 2026–2031 Page 22 10. Implementation and Accountability Implementation Framework Strategies and priority actions are translated into specific activities through Oakland County Parks' annual work planning and budgeting processes. Capital investments are implemented through the Capital Improvement Plan (Exhibit A). Day-to-day operations are governed by the Park Operations and Maintenance Plan (Exhibit B). Investment Commitment: Oakland County Parks commits to a minimum expenditure of $2.5 million for capital improvement projects at Heritage Oaks within two years of the full transition date (by October 1, 2028). Coordination with City of Farmington Hills Regular coordination ensures alignment on operational issues, programming, maintenance, and public communication. When operational coordination cannot resolve an issue, matters are elevated through established leadership and Commission channels. Review and Update Cycle Park Action Plan Every 5 years 60 days Capital Improvement Plan (Exhibit A) Every 4 years 60 days Park Operations & Maintenance Plan (Exhibit B) Every 5 years 60 days Staff-Level MOU As needed Department head approval Key Milestones January 31, 2026 Draft PAP submitted to City staff February 5, 2026 OCP Commission review March 31, 2026 PAP approved by both parties June 30, 2026 City operational responsibility ends July 1, 2026 OCP financial responsibility begins October 1, 2026 Full OCP operations begin October 1, 2028 $2.5M CIP commitment deadline 2031 Five-year PAP review and update Heritage Oaks Park Action Plan 2026–2031 Page 23 Exhibit A: Capital Improvement Plan Purpose and Role A Capital Improvement Plan (CIP) is required under the interlocal agreement (Section 4.9). The CIP establishes a framework for identifying, evaluating, and prioritizing potential capital investments at Heritage Oaks. The CIP serves as a planning and evaluation tool, not a guarantee of implementation. Inclusion of an item does NOT constitute project approval, funding authorization, or a commitment to proceed. Inclusion in the CIP DOES constitute City pre-approval for the project type to proceed when funding is available, without requiring additional City approval. Investment Commitment Evaluation Criteria Capital investments are evaluated based on: • Strategic Alignment - Consistency with Mission 26, PAP strategies, and Four Zones framework • Public Benefit - Contribution to access, safety, experience, and inclusivity • Environmental Stewardship - Protection of natural resources and climate resilience • Fiscal Responsibility - Reasonable cost and long-term maintenance implications • Operational Feasibility - Compatibility with staffing and capacity Authorized Project Categories Category 1: Recreation Facility Improvements Playground renovation, spray park repair (high priority - urgent), picnic shelters, restrooms, parking, sledding hill, fitness stations. Category 2: Trail System and Circulation Trail restoration (high priority), boardwalk/bridge repair, accessible routes, wayfinding, formalization of existing unsanctioned paths. OCP shall amend policies and rules as necessary to allow continued public use of existing unsanctioned paths historically utilized by the public. Category 3: Natural Resource Stewardship Streambank stabilization, wetland restoration, invasive management infrastructure, stormwater improvements. Category 4: Discovery Gateway and Educational Facilities Heritage Oaks Park Action Plan 2026–2031 Page 24 Nature Center improvements, outdoor classroom, interpretive exhibits, demonstration gardens, amphitheater, archery range. Category 5: Historic Structure Preservation Spicer House maintenance and repair (scale to public value), accessibility improvements compatible with historic character. Category 6: Active Stewardship Infrastructure Maintenance facility, volunteer hub, native plant nursery, composting facility. Category 7: Park-Wide Systems Utility infrastructure, emergency access, lighting, communication/technology, entry improvements. High-Priority Projects Splash Pad Renovation Urgent — facility deterioration Recreation Facilities Playground Improvements MDNR grant coordination Recreation Facilities Parking Improvements MDNR grant coordination Recreation Facilities Trail System Restoration Condition; accessibility; safety Trail System Spicer House Maintenance Historic preservation Historic Structures Statement of Non-Commitment Inclusion of a project in this CIP does not guarantee implementation, constitute approval of scope or budget, establish timing, commit funding, or create entitlement. All projects remain subject to annual budgeting, OCPRC approval, design development, and regulatory review. Review Cycle The CIP shall be reviewed at least every four (4) years. The City of Farmington Hills has 60 days to review proposed updates. Heritage Oaks Park Action Plan 2026–2031 Page 25 Exhibit B: Park Operations and Maintenance Plan Purpose A Park Operations and Maintenance Plan (POMP) is required under the interlocal agreement (Section 4.8). The POMP establishes the framework for day-to-day operations, maintenance, staffing, programming, and coordination. This document establishes standards and expectations - the 'what and why' of operations. Detailed procedures are maintained in the Staff-Level MOU, which can be updated without formal amendment. Two-Tier Operational Structure POMP (This Document) Standards, expectations, roles, authority Every 5 years; 60-day City review Staff-Level MOU Procedures, schedules, contacts, protocols As needed by department heads 1. Service Standards Oakland County Parks shall operate Heritage Oaks at a level consistent with other high -use parks in the system, recognizing its dual role as local park and regional destination. 2. Roles and Responsibilities Oakland County Parks Operations, maintenance, staffing, programming, natural resources, capital improvements, safety, security incidental to operations, public communication, compliance. City of Farmington Hills Ownership, law enforcement, utilities (per Section 4), property insurance, pre-existing environmental liability, park fees, revenue collection, third-party licensing, Historic District coordination. 3. Communication and Coordination Regular coordination through operational check-ins, monthly coordination meetings, quarterly leadership review, and annual review. During Phase 2 transition (July–September 2026): weekly coordination meetings. 4. Utilities and Accounts Upon commencement of full OCP operations (October 1, 2026), OCP shall assume account holder status and responsibility for all utility costs (electrical, water/sewer, natural gas). 5. Park Rules and Enforcement Heritage Oaks Park Action Plan 2026–2031 Page 26 City of Farmington Hills ordinances apply per interlocal agreement Section 4.12. OCP shall amend its policies and rules as necessary to allow continued public use of existing unsanctioned paths and trails historically utilized by the public. Dogs Policy: Current prohibition remains in effect. Changes require coordination between OCP and City. 6. Emergency and Safety Protocols Lead Agencies: FH Police for law enforcement; FH Fire for fire/EMS; OCP for park operational emergencies. FH Police shall provide routine law enforcement at no cost to OCP. OCP is responsible for security services incidental to park operations (event security, facility monitoring, after-hours patrols). 7. Public Communication and Branding Co-branded approach recognizing City ownership and OCP operational role. Signage requires City approval per interlocal agreement. 8. Programs, Events, and Revenue Revenue Allocation Principle: Revenue shall be retained by the party responsible for program facilitation and associated expenses. OCP-facilitated programs generate revenue to OCP; City- facilitated programs generate revenue to the City. Joint programs shall have revenue allocation determined in advance. 9. Historic District Commission Coordination Spicer House is subject to Historic District requirements per Interlocal Section 6.12.2. The Historic District Commission's role is limited to coordination regarding artifacts and review of exterior modifications. 10. Staff-Level MOU Authorization This POMP authorizes OCP and City staff to establish a Staff-Level MOU addressing maintenance schedules, vendor coordination, event workflows, seasonal staffing, communication tools, training, and other operational details. The Staff-Level MOU is approved by department heads and may be updated as needed without formal POMP amendment. Review Cycle The POMP shall be reviewed at least every five (5) years. The City has 60 days to review proposed updates. Heritage Oaks Park Action Plan 2026–2031 Page 27 References ASTI. 12/1/2025. Phase I Environmental Site Assessment Heritage Park. Brighton MI: ASTI Environmental. ETC Institute. 2022. Oakland County Parks Needs Assessment Findings Report. Waterford MI: Oakland County Parks and Recreation Commission. Farmington Hills. 01/9/2024. 5-Year Parks and Recreation Master Plan 2024-2028. Farmington Hills MI: City of Farmington Hills. Farmington Hills and County of Oakland. 5/28/2025. Interlocal Agreement. Waterford MI: Oakland County Parks and Recreation Commission. NRPA. 5/1/2021. "Equity in Parks and Recreation: A Historical Perspective. ." Ashburn, MA. Accessed 8 1, 2023. https://bit.ly/3OjhUfb . OCP. 1/26/2023. Oakland County Parks 5-Year Parks and Recreation Master Plan 2023-2027. Waterford MI: Oakland County Parks and Recreation Commission. Heritage Oaks Park Action Plan 2026–2031 Page 28 Appendices The following appendices provide reference materials, background documentation, and technical context supporting this Park Action Plan: Appendix A: Interlocal Agreement Reference Materials Executed Interlocal Agreement, summary of key requirements, transition timelines, governance overview. Appendix B: Maps and Supporting Graphics Park location, parcel boundaries, existing facilities, trails and circulation, natural resources, Four Zones framework (Vibe Maps). Appendix C: Existing Facilities and Asset Inventory Detailed inventory of buildings, recreational amenities, trails, parking, maintenance areas, and natural features. Appendix D: Community Engagement Reference Summary of engagement efforts, participation data, and key themes from City and County planning processes. Appendix E: Environmental and Natural Resources Documentation Natural resources baseline, habitat descriptions, species observations, environmental threats, and management considerations. Appendix F: Property History Historical context for Heritage Oaks Park. Appendix G–K: Supporting Materials CIP reference materials, risk management, programming context, governance crosswalk, and supporting studies. Appendix materials do not establish policy, approve projects, allocate funding, or commit either party to specific actions unless expressly stated in the interlocal agreement or formally approved by the Oakland County Parks and Recreation Commission. Heritage Oaks Park Action Plan 2026–2031 Page 29 Appendix A: Interlocal Agreement Reference Materials Agreement fully executed 9/5/2025 Heritage Oaks Park Action Plan 2026–2031 Page 30 Heritage Oaks Park Action Plan 2026–2031 Page 31 Heritage Oaks Park Action Plan 2026–2031 Page 32 Heritage Oaks Park Action Plan 2026–2031 Page 33 Heritage Oaks Park Action Plan 2026–2031 Page 34 Heritage Oaks Park Action Plan 2026–2031 Page 35 Heritage Oaks Park Action Plan 2026–2031 Page 36 Heritage Oaks Park Action Plan 2026–2031 Page 37 Heritage Oaks Park Action Plan 2026–2031 Page 38 Heritage Oaks Park Action Plan 2026–2031 Page 39 Heritage Oaks Park Action Plan 2026–2031 Page 40 Heritage Oaks Park Action Plan 2026–2031 Page 41 Heritage Oaks Park Action Plan 2026–2031 Page 42 Heritage Oaks Park Action Plan 2026–2031 Page 43 Heritage Oaks Park Action Plan 2026–2031 Page 44 Appendix B: Maps and Supporting Graphics Figure B. Heritage Park Aerial Photograph Heritage Oaks Park Action Plan 2026–2031 Page 45 Figure C. Heritage Park Vision-Zone Map Heritage Oaks Park Action Plan 2026–2031 Page 46 Figure D. Heritage Park Vision-Zones Concept Map Heritage Oaks Park Action Plan 2026–2031 Page 47 Appendix C: Existing Facilities and Asset Inventory Documentation of the existing conditions of the park is a requirement of the interlocal agreement. See Section 3.3.3. Location Heritage Park is in Farmington Hills south of Brittany Drive, Cotswold Street, and Argonne Road; north of Locust Street, Glenview Drive, and Hillcrest Street; west of Witherspoon Street and Toddy Lane; and east of Farmington Road. The Farmington Hills Recreation Master Plan indicates that Heritage Park is 211 acres. The Oakland County ArcGIS layer indicates that Heritage Park is 211.97 acres, comprising six parcels. The list of parcels and park/community features within each is seen in the table below and identified on the aerial photo on the next page. Address: Park owner address is 31555 W 11 MILE RD FARMINGTON HILLS MI 48336-1103 Township and Range: Township 1 North, Range 9 East, Section 21 Map Parcel ID Acres Assets and features 1 23-21-251 -001 121.06 sledding hill, volleyball, amphitheater, windmill, Rouge 3 23-21-401 -001 39.69 pavilion, parking lot and drives, picnic areas, Rouge 6 23-21-401 -004 14.43 Subtotal 211.97 Note: the adjacent parcel 23-21-401-005 is not included as part of the Heritage Oaks agreement or this park action plan. This parcel contains Longacre House that will continue to be managed separately by Farmington Hills. Grant History Documentation of existing grant agreements for the park is a requirement of the Interlocal Agreement. See Section 3.2.1. Unless otherwise noted, all grant-funded facilities and improvements listed in the table below remain open to the public for the purpose of outdoor recreation. Heritage Oaks Park Action Plan 2026–2031 Page 48 Grant Number Source Year Summary Resources Trust Fund 1983 Spicer Property Acquisition - Purchase a 212-acre tract in the city limits of Farmington Hills with frontage on the Upper River Rouge Resources Trust Fund surface trail system, parking area, and an outdoor amphitheater Resources Trust outdoor arboretum and renovate the Visitor’s Center Fund to house recreation activities and provide restroom facilities for year-round use Fund - Develop Day Camp Center Property Restrictions No additional property restrictions have been identified. Park Description Heritage Park is the largest park in the City of Farmington Hills. Park features are shown in the park and trail map provided by Farmington Hills. See following individual asset sections for detailed descriptions and photographs of each feature. Heritage Oaks Park Action Plan 2026–2031 Page 49 Heritage Oaks Park Action Plan 2026–2031 Page 50 Maintenance Facilities Courts and Fields Approximately 6,000 sq ft, the maintenance yard is located in the southeastern portion of the park. It is adjacent to the archery range and Stables Art Studio. The land was developed prior to 1940 and became a maintenance yard between 2008 and 2010 Hardscapes Heritage Oaks Park Action Plan 2026–2031 Page 51 Hardscapes Approximately 57,300 sq ft gravel parking lot with 183 parking spaces. All spaces are approximately 7’ x 16’. Constructed between 1980 and 1990 (aerial). Heritage Oaks Park Action Plan 2026–2031 Page 52 Hardscapes Approximately 12,700 sq ft gravel parking lot with 43 parking spaces. All spaces are approximately 7’ x 16’. Constructed between 1990 and 1997 (aerial). DP parking lot Approximately 36,700 sq ft asphalt parking lot with 79 parking spaces, 4 of which are accessible spaces. All spaces are approximately 8’ x 20’. Constructed between 1980 and 1990 (aerial). Approximately 10,800 sq ft dirt parking lot with 24 parking spaces. All spaces are approximately 7’ x 16’. Constructed between 2000 and 2005 (aerial). Reconstructed between 2017 and 2020. Archery and studio parking. Note maintenance areas. DPS grades quarterly and every major rain and as needed. Heritage Oaks Park Action Plan 2026–2031 Page 53 Buildings Buildings Camp Approximately 7,500 sq ft, the nature center & day camp building is in the eastern portion of the park. Nature education and other programming occurs year-round. The building has an attached garden and nearby picnic area and campfire ring. Original building was constructed between 1940 and 1963. Reconstructed between 2002 and 2006 Heritage Oaks Park Action Plan 2026–2031 Page 54 Buildings Approximately 1,300 sq ft combined, the restroom and concessions buildings are in the northern portion of the park. There is a picnic area nearby. Restroom building constructed between 1980 and 1990. Concession building constructed between 2008 and 2010 (aerial). Approximately 4,800 sq ft, Spicer House is in the eastern portion of the park. There is an outdoor seating area. Spicer House was constructed in 1925 (aerial). Approximately 3,000 sq ft, the Amphitheater is in the center of the park and is adjacent to an open lawn. Concerts and other programming occur at the amphitheater. Elements of the amphitheater were constructed between 1990 and 1997 (aerial). Approximately 350 sq ft, the Valley Trail picnic shelter is in the southern portion of the park. The picnic shelter contains grills, benches, picnic tables, and trash and recycling receptacles, and includes an overlook of the park. Picnic shelter constructed between 1990 Heritage Oaks Park Action Plan 2026–2031 Page 55 Buildings Approximately 400 sq ft, the central picnic shelter is in the center of the park. The picnic shelter contains grills, benches, picnic tables, and has an adjacent playground. Picnic shelter constructed between 1990 and 1997 (aerial). Approximately 1,400 sq ft, the north picnic shelter is in the northern portion of the park. The picnic shelter contains grills, benches, picnic tables, and is adjacent to a splash pad and playground. Picnic shelter constructed between 1980 and 1990 (aerial ). Approximately 2,000 sq ft, the north picnic shelter is in the eastern portion of the park. It is located adjacent to two parking lots. Barn constructed between 1940 and 1963 (aerial). Approximately 3,000 sq ft, the archery range is in the southern portion of the park. It is located adjacent to a parking lot and the art studio. Archery range constructed in 2015 (aerial). Heritage Oaks Park Action Plan 2026–2031 Page 56 Buildings Center Approximately 1,400 sq ft, the heritage and history center is in the southern portion of the park. It is located adjacent to a parking lot and the art studio. Heritage and history center constructed between 1963 and 1974 (aerial). Approximately 3,800 sq ft, the archery range is in the southern portion of the park. It is located adjacent to a parking lot and the heritage and history center. Art studio constructed between 1940 and 1963 (aerial). Heritage Oaks Park Action Plan 2026–2031 Page 57 Courts and Fields Courts and Fields Approximately 9,400 sq ft, the hockey rink is in the northern portion of the park. It is located along the Nature Discovery trail and adjacent to the splash pad, playground, and parking lot. Volleyball constructed between 1997 and 2000 (aerial). Heritage Oaks Park Action Plan 2026–2031 Page 58 Courts and Fields Approximately 9,500 sq ft, the volleyball court is in the northern portion of the park. It is located adjacent to the splash pad and parking lot. Volleyball court constructed between 1980 and 1990 (aerial). Approximately 6,000 sq ft, the volleyball court is in the northern portion of the park. It is located adjacent to the volleyball court, gaga ball pit, and parking lot. Horseshoes pit constructed between 1980 and 1990 (aerial). Approximately 500 sq ft, the gaga ball court is in the northern portion of the park. It is located adjacent to the volleyball court, horseshoe pit, and parking lot. Gaga ball pit constructed between 2017 and 2020 (aerial). Heritage Oaks Park Action Plan 2026–2031 Page 59 Landscape Features LOCATION Windmill Approximately 120 sq ft, the windmill is in the eastern portion of the park. It is located adjacent to the Stuart Little Pond. Windmill constructed between 1980 and 1990 (aerial). Playgrounds A - Splash pad playground The splash pad playground is located within the splash pad area in the northern portion of the park and is adjacent to the picnic shelter and parking lot. The playground area contains several play elements and nearby picnic tables and benches. Playground constructed between 1980 and 1990. Reconstructed between 2002 and 2005 . The playground is located within approximately 1,100 sq ft central picnic shelter area in the center of the park. The playground contains a swing set. It is adjacent to a parking lot, picnic shelter, and benches. Playground constructed between 1990 and 1997 Heritage Oaks Park Action Plan 2026–2031 Page 60 Heritage Oaks Park Action Plan 2026–2031 Page 61 Pools and Water Play LOCATION A - Splash Pad Approximately 7,300 sq ft, the splash pad is in the northern portion of the park. The splash pad contains fountains and sprayers and is adjacent to a parking lot, picnic shelter, playground, and picnic areas. Splash pad constructed between 2008 Open Space A – Sledding Hill Approximately 20,000 sq ft, the sledding hill is located in the northeastern portion of the park along the Marsh Trail, adjacent to horseshoes, volleyball court, and gaga ball pit. Sledding hill constructed between 1980 and 1990 . Approximately 6.5 acres, the north event field is located in the northeastern portion of the park, adjacent to the splash pad and playground. The north event field is utilized for special events and overflow parking. North event field has been open space since at least 1949 (aerial). Photo forthcoming. Heritage Oaks Park Action Plan 2026–2031 Page 62 Playgrounds Approximately 21,600 sq ft, the amphitheater lawn is located in the center of the park. It is utilized for concerts and special events. Amphitheater constructed between 1990 and 1997 (aerial). Approximately 7,400 sq ft, the fire pit lawn is located in the eastern portion of the park, adjacent to the nature center. It is utilized for community and special events. Fire pit constructed between 1997 and 2000 (aerial). Approximately 24,500 sq ft, the barn lawn is located in the southeastern portion of the park. It is utilized for nature education programming and special events. Barn placed at current location between 1940 and 1949 (aerial). Approximately 10,300 sq ft, the Spicer House lawn is located in the eastern portion of the park. It is utilized for special events. Spicer house constructed prior to 1963 (aerial). Signs Heritage Oaks Park Action Plan 2026–2031 Page 63 Sign Inventory Heritage Park welcome sign. Rotating digital display sign. Park rules sign. Heritage Oaks Park Action Plan 2026–2031 Page 64 Sign Inventory Wayfinding signage – park Native plan education area. Park rules sign – pond. signage Wayfinding signage, Wayfinding signage – nature center. Stuart Little pond historical marker. Pedestrian crossing marker. Nature center & day camp Temporary camp sign. Heritage Oaks Park Action Plan 2026–2031 Page 65 Sign Inventory Temporary camp sign. Gather sign for firepit. Sign indicating a grow zone. Interpretive signage – nature center. Nature center sign Sign welcoming park guests to the Aldo M. Vagnozzi Marker Sign marking the historical Park rules sign – trails. Trail maps. Heritage Oaks Park Action Plan 2026–2031 Page 66 Sign Inventory Park rules sign – trails. Sign indicating bluebird Primitive trail area sign. Trail map and marker. Park rules sign – trail. River Trail Bridge dedication Leaving Heritage Park Park map and sign indicating Sign indicating steep grade. South shelter marker. Heritage Oaks Park Action Plan 2026–2031 Page 67 Sign Inventory Interpretive signage – nature Stables art studio sign. Rile archery range sign. Special services sign on Wayfinding signage – Lamp post banner signs. Amphitheater wayfinding sign. Wayfinding signage – Pedestrian crossing marker. Heritage Oaks Park Action Plan 2026–2031 Page 68 Sign Inventory Park rules sign – trails. signage Park map and interpretive Park rules sign – shelter. Sign indicating forest restoration. sponsorship City of Farmington Hills sign Park rules sign – trails. Desert Storm memorial sign. Park rules sign – splash pad. Interpretive signage – Heritage Oaks Park Action Plan 2026–2031 Page 69 Sign Inventory interpretive signage Interpretive signage – interpretive signage Interpretive signage – Nature interpretive signage Interpretive signage – Heritage Oaks Park Action Plan 2026–2031 Page 70 Trails and Boardwalks A - Wooden Bridge Approximately 12’ wooden bridge to Spicer Trail. Culvert. Approximately 50’ bridge that provides access over the upper branch of the Rouge River, connecting the modern side of Heritage Park to the native forest and ravine habitats beyond. The bridge was funded by an anonymous donor and the Heritage Oaks Park Action Plan 2026–2031 Page 71 River Trail Informal path for direct Rouge River access near Informal path for direct Rouge River access near Approximately 6’ of boardwalk over wet area. Informal path for direct Rouge River access near Seating area for viewing Rouge River. Approximately 25’ wooden bridge. Boardwalk over wet area. Culvert Heritage Oaks Park Action Plan 2026–2031 Page 72 Valley Trail Culvert. Boardwalk over wet area. Culvert. Heritage Oaks Park Action Plan 2026–2031 Page 73 Valley Trail Railing Steep grade and wooden Picnic shelter with benches, tables, grills, and trash and Estate Trail Heritage Oaks Park Action Plan 2026–2031 Page 74 Estate Trail Wooden steps to campfire ring in open area adjacent to Approximately 25’ wooden bridge over Rouge River. Wooden bridge to the Nature Center garden. Wooden railing along path. Pet cemetery with several Wooden railing along path. Shelter Swing set & nearby picnic shelter and with benches, tables, grills, and trash and Wooden railing along path. Wooden railing along path. Heritage Oaks Park Action Plan 2026–2031 Page 75 Estate Trail Wooden railing along path. Seating for people to view Wooden bridge to Spicer Interactive serenity garden Heritage Oaks Park Action Plan 2026–2031 Page 76 Heritage Trail Narrow walking path with Approximately 10’ boardwalk Culvert. Heritage Oaks Park Action Plan 2026–2031 Page 77 Heritage Trail Culvert. Interpretive signage installed. Interpretive signage installed. Interpretive signage installed. Interpretive signage installed. Interpretive signage installed. Entrance Pedestrian entrance to the Heritage Oaks Park Action Plan 2026–2031 Page 78 Nature Discovery Trail Trailhead Trailhead marking the Play house, chimes, play logs, and other amenities. Hill with an open space, benches, and “eagle’s nest” Heritage Oaks Park Action Plan 2026–2031 Page 79 Nature Discovery Trail Sensory trail. Sand box, play logs, art. Culvert. Nature education area with logs for sitting and learning. Nature education area to teach visitors about water Large roller hockey rink. Nature education area to teach visitors about animal habitats. Nature education area to teach visitors about Michigan’s animals and plants. Trailhead Trailhead marking the start/end of the trail. Heritage Oaks Park Action Plan 2026–2031 Page 80 Spicer Trail Sign marking the historical nature of the Spicer House. Center Sign Sign welcoming park guests Center Spicer House and Visitor Heritage Oaks Park Action Plan 2026–2031 Page 81 Spicer Trail Wooden bridge to the Estate Wooden bridge to the River Windmill Trail Heritage Oaks Park Action Plan 2026–2031 Page 82 Windmill Trail Interpretive signage installed. Interpretive signage installed. Interpretive signage installed. Interpretive signage installed. Interpretive signage installed. Interpretive signage installed. Interpretive signage installed. Interpretive signage installed. Large windmill next to Stuart Heritage Oaks Park Action Plan 2026–2031 Page 83 Windmill Trail Interpretive signage installed. Interpretive signage installed. Interpretive signage installed. Pond dedicated to Spicer family’s dog. Picnic tables, benches, grills, trash and recycling Closed metal gate leading to Farmington Road. Heritage Oaks Park Action Plan 2026–2031 Page 84 Marsh Trail Wooden deck/railing to view the marsh habitat. Wooden railing along path. Picnic tables, benches, grills, trash and recycling Heritage Oaks Park Action Plan 2026–2031 Page 85 Marsh Trail Viewing Seating for people to view Meadow Trail Heritage Oaks Park Action Plan 2026–2031 Page 86 Meadow Trail Sledding hill area adjacent to parking lot. Viewing Seating for people to view Culvert. Scout Trail Heritage Oaks Park Action Plan 2026–2031 Page 87 Scout Trail Approximately 85’ of boardwalk over wet area. Culvert. Outlook Wooden fence an informal river Wooden fence indicating the Heritage Oaks Park Action Plan 2026–2031 Page 88 Windbreaker Trail Wooden railing leading to a parking lot. Signage Two-sided interpretive signage with a map of Portable accessible restroom. Heritage Oaks Park Action Plan 2026–2031 Page 89 Windbreaker Trail Amphitheater with adjacent, Crosswalk for road to parking Heritage Oaks Park Action Plan 2026–2031 Page 90 Appendix D: Community Engagement Reference The Heritage Oaks Park Action Plan is built on existing engagement from the public, park users, and local officials and stakeholders. We consulted reports from community engagement within the past 5 years. The key documents consulted for Farmington Hills are the 5-Year Parks and Recreation Master Plan documents for the Farmington Hills (Farmington Hills 01/9/2024) and Oakland County (OCP 1/26/2023). We will seek engagement on multiple levels and on multiple occasions as planning and on-the-ground activities commence. This will include planning engagement to help with further development of the vision and goals for the parks and design engagement to plan specific amenities and improvements as part of an overall master plan. Planning Engagement The purpose of planning engagement is to understand how people engage with the park and what is important to them about the park. We are not proposing anything, we are listening. The community engagement summarized in this Park Action Plan is planning enga gement. (Current document contains a workplan) As part of planning engagement, we communicate with stakeholders and conduct research to help us better understand the community and its characteristics such as languages spoken, demographics, median income, and potential barriers to park use. The results of research and engagement will help prioritize design of future improvements and help guide decisions. Design Engagement The purpose of this engagement is to share multiple design scenarios with the public and get information on their preferences and why. This will be led by the design consultant with support from OCP Planning and Design staff. The planning engagement above will provide important information about the community’s priorities and needs into the design process. Following an internal review process, the consultant will develop multiple design visions/layouts. After we determine whether these are feasible alternatives, we will host one or more open houses that include a design charette where designers and staff share multiple concepts with the community and ask for their input. Design engagement will occur after this Park Action Plan is approved and the design process commences. Existing Community Engagement Data We consulted reports from recent community engagement. The key documents consulted for Heritage Oaks are the 5-Year Parks and Recreation Master Plan documents for the City of Farmington Hills (Farmington Hills 01/9/2024) and Oakland County (OCP 1/26/2023). Oakland County Parks Planning Engagement Summary The purpose of this public engagement was to communicate with the stakeholders and community members to gain insights into what the community would like to see in a renovated park under Oakland County Parks management and through capital improvements. It was also our intention to reach community members who are not currently engaged or who have not historically felt welcomed or invited into parks, to identify barriers to their participation, and address gaps in equitable park access. Public Engagement Methods Heritage Oaks Park Action Plan 2026–2031 Page 91 Public engagement consisted of a survey conducted online and in -person followed by open houses to solicit additional input and discussion. The survey gathered information about residents’ preferences and priorities for Heritage Oaks and will help us to identify ways to be more welcoming and accessible. This survey was open for approximately four weeks. The survey and open houses were promoted through social media, news releases to local media, email blasts, flyers and the distribution of promotional postcards. The OCP Marketing and Communications Unit designed flyers, postcards, and graphics. Flyers were posted by Farmington Hills staff at various locations throughout the city, including the Heritage Park Nature Center. Postcards were mailed to residents with addresses within a 10-minute drive of the park. OCP and Farmington Hills coordinated webpage and social media posts. Takeaways Based on the response from Farmington Hills residents and park users from a wider area, there was support and appreciation for the agreement between the City of Farmington Hills and Oakland County Parks. OCP is grateful to attendees and respondents for their generous participation and understands the importance of keeping the priorities they expressed at the forefront: • Healthy forests and natural areas • Trails and pathways • Nature education Farmington Hills Engagement Public engagement was conducted in 2023 for development of the Farmington Hills 5-year Parks and Recreation Master Plan using the following methods:  Online opinion survey  Public input meeting Details about these methods and their main takeaways are in the table below. Unless otherwise indicated, the responses outlined below reflect the community’s priorities and opinions for the entire Farmington Hills park system. Any responses specific to Heritage Park will be noted. Table 1: Public input meeting – October 18, 2023 ACTIVITY MAIN TAKEAWAY(S) Public Input Meeting Input for Farmington Hills Park System  Prioritize trails  Remove invasive species in all parks  Increase accessibility  More picnic tables  Add interpretive signage  Grade parking lots Input for Heritage Park  Preserve natural areas  More public art  Improve park access  Improve accessibility  Allow dogs  More park rangers  Heritage Oaks Park Action Plan 2026–2031 Page 92 ACTIVITY MAIN TAKEAWAY(S)  Improve splash pad Upgrade playgrounds Table 2: Online Opinion Survey – 1,059 responses QUESTION/TOPIC MAIN TAKEAWAY Online Opinion Survey General takeaways  Many respondents use the city parks and facilities on a regular basis.  The most used facilities are the Costick Activities Center and The Hawk followed by the Nature Center and Bond Field.  The most used parks and amenities are Heritage Park, Trails at Heritage Park, Founders Sports Park, and Trails at Woodland Hills.  Accessibility was indicated to be slightly to moderately easy for parks, facilities, and amenities.  Many respondents expressed a large desire for maintaining and/or increased senior activities.  Countywide Engagement Oakland County Parks conducted the Community Needs Assessment in 2022 which provided baseline insight to the park needs of county residents (ETC Institute 2022). Main takeaways from this engagement as it pertains to Hawthorne Park planning are as follows: • Future of Parks and Recreation: When asked for their priority actions for Oakland County Parks, the highest number of respondents felt managing freshwater and stormwater resources to protect water quality and reducing flooding was very important (73%). Other actions respondents felt were very important were maintaining roads and park infrastructure (61%) and reducing waste by recycling and composting (60%). • Barriers to Recreation: The highest reported barriers to recreation in the county-wide survey were lack of information, not liking the outdoors and not having time. The least reported barriers at the county level were a lack of adequate transportation and feeling unwelcome. • Important Park Features: The amenities/facilities that were most important to respondents are displayed on the chart below, with the top four choices being Trails - hiking, Farmers markets, Beaches and Natural areas/open space. • Most visited Facility Type- Trails, Farmers markets, Natural areas and open space and beaches were also the top four choices selected by respondents as their most visited facility type. • Priorities for Facility Investment- Priority Investment Ratings were developed based on the importance of an amenity and the number of residents with an unmet need for that amenity. The same four items were ranked at the highest PIR: Beaches, Trails - hiking, Farmers markets, Natural areas and open space. Heritage Oaks Park Action Plan 2026–2031 Page 93 • Priorities for Programming: Measured using the same formula as the facility PIR, the top priority programs are Adult fitness & wellness programs, Farmers market programs, Community festivals, Art/antique/craft shows, and Food truck rallies. • Demographics: o Respondents’ demographic data reflect the US Census data relatively well for Oakland County in regard to race/ethnicity, gender and age. These numbers differ significantly from the US Census data on race/ethnicity for the City of Pontiac. o The Community Needs Assessment for Oakland County reflected 26% of respondents in the county make less than $50K annually, whereas the respondents to the City of Pontiac survey described in the next section reported 72.5% in the same income category. o Due to the significant differences between the county as a whole and the City of Pontiac in these historical markers of inequitable park access, Oakland County Parks recognizes the need for more targeted engagement opportunities for the residents of Pontiac (NRPA 5/1/2021). Heritage Oaks Park Action Plan 2026–2031 Page 94 Appendix E: Environmental and Natural Resources Documentation Investigation of the environmental condition of the property is a requirement of the interlocal agreement. See Section 3.4. Phase I Environmental Site Assessment (ESA) The Phase I Environmental Site Assessment (ESA) was conducted by ASTI Environmental, with the final report dated 12/1/2025. The report indicated that the land was timbered with mostly sandy loan until 1860. The land then became a working farm with an orchard until the 1980s when the City of Farmington Hills purchased the land and began making improvements, including adding parking and a nature center in the 1980s and a splash pad and walking trails in the 1990s. Heritage Park has been in its current configuration since 2010. The ESA identified no recognized environmental conditions (RECs), controlled recognized environmental conditions (CRECs), or significant data gaps in connection with Heritage Park. (ASTI 12/1/2025) Natural Resources Overview and Background For almost 2 million years, southeast Michigan and Oakland County were covered by glaciers that retreated at the end of the last ice age approximately 10,000-15,000 years ago. Dominant landscape features including hills, lakes and rivers; and resulting natural communities consisting of plants and animals, are based on the soils and ecosystems that formed since glacial retreat. Indigenous populations managed those ecosystems for thousands of years using techniques such as prescribed fire. The introduction of European settlement in Oakland County in the 1800s resulted in the conversion of natural ecosystems to agriculture and industry. Heritage Park was primarily agricultural except in small pockets along the western edge of the property that were unable to be farmed along the Rouge River. The transition of the property from agriculture to community park has resulted in invasive species being particularly well suited to dominate formerly open areas with large remnant trees remaining. Pre-settlement the park was likely a mix of beech sugar maple forest and open oak natural communities. Heritage Oaks Park Action Plan 2026–2031 Page 95 Freshwater resources include approximately 5,000 feet of the Rouge River and two minor tributaries on the property. Additionally, a 31,610 sq ft pond is located on the east side of the property near the nature center parking lot. Management of these resources is essential to maintaining the health and function of the localized ecosystem. Special care should be taken to maintain and protect the various wetland, oxbow and floodplain areas along the Rouge River channel, as this system tends to be extremely flashy and frequently tops low bank heights. Restoration of erosional areas, enhancement of aquatic habitat, and green stormwater infrastructure improvements will positively impact the freshwater resources onsite. Heritage contains roughly 36 acres of woodland dating from at least the 1940’s and could contain rare or sensitive plant species, but is unlikely given the long history of development, fragmentation, and deer browse pressure. From historic aerials, a complex wetland system is discernible and would likely be able to be regenerated with invasive species removal and the reintroduction of prescribed fire to the landscape. Currently, old fields within the park offer moderate grassland habitat value, though are under considerable successional pressure without disturbance regimes, and high levels of invasion due to soil disturbance from historical agricultural use. With adequate management and the reintroduction of native plant species, they could form a highly functional and diverse natural community with a variety of opportunities for patrons to view grassland species. Woodland, floodplain and old-field habitats support a variety of common wildlife. Rare species should be noted and managed. As with other parks in Farmington Hills (and SE Michigan), deer density is extremely high which is negatively impacting natural habitats, forest regeneration and wildflower diversity, and by extension also impacting both other wildlife that depend on those resources and patron experiences. Intensive deer population reduction would be needed to preserve natural area quality into the future. Given the urban nature of the park, the river and tributaries will need to be monitored annually for beaver activity and management efforts taken to prevent beaver establishment from impacting infrastructure or downstream water flow. Bluebird houses in the old-field areas are recommended to be incorporated into OCP’s existing NestWatch program. The standing no dogs rule is wildlife-friendly but may be evaluated based on other recreational criteria. Identified Natural Resources Assets 1 Rouge River 5,000 ft with a watershed of almost 440 square miles. The Main, Heritage Oaks Park Action Plan 2026–2031 Page 96 from northeast Oakland County through southern Wayne County and out to the Detroit River. A main Branch of the Rouge travels through Heritage Park with approximately 1 mile of the 127-mile river. Restoration and accessibility to the river are a priority in this location. More than 50% of the Rouge is urbanized, making it highly impacted by human development but also highly 2 Historically forested lands 37 acres available through Oakland County. Its presence suggests that the ecosystem in this area was relatively intact through agricultural conversion of Oakland County in the early 1900’s and potentially more native species have prospered along with higher levels of structural integrity in the ecosystem. OCP Natural Resources- Natural Areas staff will look at the soil, take tree cores and classify the existing natural communities to 3 Open prairie habitat and no- mow zones Approximately 14 acres addition of Oakland County appropriate native seed. Likely these are former agricultural fields that have gone through succession over time but have had little introduction of native seed sources because of surrounding land use. Cyclical burning, and winter mowing are also needed to maintain natural community structure. Many of the birds noted on the property require a mix of both wooded and open grassland habitat and restoration of open prairies to encourage 4 Migratory and nesting bird habitat 192 acres science data suggest migratory and resident birds are favoring Heritage Park for habitat. OCP Natural Resources staff will work to preserve forest stand diversity for cavity nesting birds, intact dead standing trees, open water sources, and diverse plant species to encourage robust food sources. Additionally, the conversion of prairie and open habitat listed above will OCP staff will begin robust data collection when OCP property management commences, however Natural Resources staff use citizen science data as a starting point for potential species of interest on preserved lands. Below are observed threatened, endangered and special concern species from iNaturalist and eBird that park patrons have documented. Note that some of the plant species (indicated with an asterisk) may have been seeded into the landscape and not naturally occurring. Endangered 2 Heritage Oaks Park Action Plan 2026–2031 Page 97 Extirpated 6 Special Concern 7752 Threatened 765 Heritage Oaks Park Action Plan 2026–2031 Page 98 Grand Total 8525 Primary Natural Resources Threats 1 Rouge River Erosion Further assessment needed rivers that have narrow channels. The Rouge River exhibits many of the characteristic traits of flashiness such as deep erosion along the streambanks and evidence of temporary 2 Invasive Shrubs and trees Further assessment needed dense monocultures that do not provide quality habitat for native wildlife, as well as detracting from the aesthetic of the park. A few examples of known invasive trees and shrubs within the park include both glossy and common buckthorn 3 Invasive Vines and forbs Further assessment needed forbs outcompete and displace native species reducing ecological function, and impact park aesthetics negatively. Known invasive vines and forbs in the park are bittersweet, which also has impacts on forest health. Phragmites and narrow-leaf cattail are dominant in most wetlands in the 4 Un/under maintained trees Further assessment needed some maintenance but will need additional pruning, dead- limbing and removals to ensure on-going safety for park patrons. Additionally, there are large open areas without shade or tree successional diversity. New native trees should be planted to replace dead/dying or maintenance 5 White-tailed deer browsing Further assessment needed impact understory plant diversity including wildflowers and spring ephemerals. Additionally, forest regeneration is Priority Project Recommendations Heritage Oaks Park Action Plan 2026–2031 Page 99 1 Rouge River streambank restoration Length restored based on funding available to connect the channel and historic floodplain and ensure large woody debris and appropriate plant communities are present along the stream corridor. year (10-20 acres/year) implemented for open areas of the park to promote native diversity and encourage grassland bird habitat. Prescribed burns work synergistically with invasive species removal and native plant reintroduction to improve the overall ecological function. year (5-20 acres/year) an integrated pest management system (see MDARD) to physically control invasive woody plants and manage the debris generated by their removal. species control year (10-20 acres per year) areas of high ecological quality can be maintained. However, without further investment significant progress will not be achievable in efforts to broadly restore the ecological function of the park. Herbaceous and similar woody vining invasive species are present broadly throughout the park including bittersweet, cut leaf teasel, and phragmites. and natural areas. maintenance miles of trail the built environment, around infrastructure and along trails. Remove unexpected trees damaged by increasingly common wind events and storms. be implemented within the park. Deer browse is evident throughout the park along with robust docile deer populations. Deer management is necessary to encourage native wildflower re-growth, young tree Heritage Oaks Park Action Plan 2026–2031 Page 100 crashes. monitoring and management program and permanent water quality monitoring infrastructure to assess on- going conditions and monitor changing conditions before and after restoration implementation. Additionally, fish and mussel surveys may be necessary to create a complete picture of water quality on-site. restoration (addition of native seed) control efforts, and as part of recognized IPM and restoration BMPs, native seed should be introduced into areas that are floristically depauperate of appropriate species. While this could realistically involve the entire park, focusing in on the reclaimed old fields in the eastern half of the park would yield a significant area of prairie restoration and habitat for associated species. Heritage Oaks Park Action Plan 2026–2031 Page 101 Natural Resources Baseline Maps Heritage Oaks Park Action Plan 2026–2031 Page 102 Heritage Oaks Park Action Plan 2026–2031 Page 103 Appendix F: Property History Community History Community History Pre-1800 This 1931 Hinsdale map shows three Indigenous trails near the land that became Heritage Park making it very likely the land on which the park developed has strong Indigenous connections. The closest trail to the park, the Shiawassee Trail is considered one of the most significant trails to cross Oakland County. This In addition, a branch of the Rouge River, an important waterway used by Indigenous People, runs through the park. An Indigenous burial ground was located to the west of the park along the Grand River Trail near the border of Farmington and Novi Townships. The Tonquish Reserve in Southfield Township was to the east of the park land. “Signs of very old Indian occupation are found in various parts of the township; perhaps the most noticeable of these was a place of ancient graves upon the farm of J.B. Francis, in the southwest quarter of section 19, near the Novi town line.” (1877 Oakland County History) In 1993 John Wolford, a local historian, published an article in The Ancient American describing stone mounds he had investigated in Heritage Park. He had a theory that these had been created by Indigenous People in the past. No other documents substantiating his theory have been located. 1931 Hinsdale map 1877 Oakland County History 1993 article by John Wolford in The Ancient American c 1800 On the MNFI c 1800 Vegetation Map, Section 21 of Farmington Township was described as Beech-Sugar Maple Forest with two small areas of Shrub Swamp/Emergent Marsh. Sugar Maples were an important resource for the Anishinaabe who would have been the predominant Indigenous group in the area. In addition, wetlands would have provided a variety of resources. c 1800 Vegetation map for Section 21 of Farmington Township 1817 Samuel Carpenter’s 1817 survey map of Farmington Township shows an “Indian Path” passing through Section 20 just to the south of land that became Heritage Park. This was the significant Shiawassee Trail. The survey map also shows the two areas of Shrub Swamp/Emergent Marsh shown on the c1800 Vegetation Map. In addition, the survey map showed a waterway entering and leaving the section. This would have been the Rouge River. Samuel Carpenter’s description of the “soil on the interior 1817 Survey Map of Samuel Carpenter Heritage Oaks Park Action Plan 2026–2031 Page 104 Community History Date/Year Event Documentation prairie. The land between sections 20 and 21 (to the west of the park land) was described as broken and having barrens and being stony. Trees included oak, sugar maple, beech, lynn (linden), ash and poplar. The land between sections 16 and 21 (north of the park land) was described as very hilly and stoney with oak, sugar maple, beech, lynn, ash and poplar the same as the land between sections 20 and 21. The land between sections 21 and 22 (park land would have include this area) was described as rich and rolling in one section but other sections as being swamp. Trees included sugar maple, beech, ash, poplar, lynn and red bud. c1838/1840 Following the creation of the survey map, the Bela Hubbard map is the earliest map of Farmington Township available. The red square shows Section 21 of Farmington Township. Heritage Park was eventually be developed on this land. The map described this land as timbered land with mostly sandy loam. Trees included beech, maple, lynn, elm, whitewood and black walnut. The land was also described as undulating. The map showed the Rouge River but no other natural features. Farmington Road was shown as the eastern border of the land that became the park. The village of Farmington is shown to the south of Section 21. c 1838/1840 Bela Hubbard map showing Section 21 1824 Arthur Power, a Quaker, arrived in Michigan and purchased several parcels of land intending to build a settlement. He is considered the founder of Farmington. "On March 8, 1824, five men, led by Arthur Power, a Quaker from Farmington, New York, came into this area. They felled the first tree of the first clearing a short distance due east from this point "on the bank of a small run" which can still be seen. They built the first log cabin near this spot. The permanent village, now the 2 ½ square miles of the City of Farmington was established within six months, about 1 ½ south of here along the Shiawassee Trail. Arthur Power, a Quaker, with his sons John and Jared along with David Smith and Daniel Rush, who were employed by Arthur Power, – from Farmington in Ontario County, NY – came to Michigan with the “purpose of making a settlement” 1877 Oakland County History Where Farmington Began Historic Marker; https://www.hmdb.o rg/m.asp?m=16227 9 Parcel 1: Land Transfer History Heritage Oaks Park Action Plan 2026–2031 Page 105 Parcel 1: Land Transfer History Date/Year Event Documentation 4/13/1825 Co NY purchased the entire northeast quarter of Section 21 (160 acres) from the federal government – according to the acreage he claimed the land in April of 1825 and had paid for it by August of 1825 according to the land patent. Parcel 1 comprised the south 80 acres of this land. Acreage Report for the NE ¼ of Section 21 Land Patent of Arthur Power 1825 The Power family and other early settlers, many of them also Quakers, developed a settlement called both Quakertown and the Powers Settlement. Later, it became known as Farmington. County History 1825 Orange Risdon Map showing the Powers Settlement 1825 Arthur Power built a potash (soap) works (1825), using the upper Rouge River as a power source. He built a saw mill (1826), and a grist mill on Shiawassee Rd (1828). These were likely on his land in Section 27 of Farmington Township. ave.com/memorial/ 181972539/debora h-power 2/12/1830 Arthur Power sold the northeast quarter of Section 21 (160 acres, the south 80 acres of which is Parcel 1) to his son Samuel Power for $200 – It appears the deed wasn’t registered until 1838. This was probably due to the fact that Arthur Power died in 1836 and up until then no deed was likely considered necessary since it was a land purchase among family members. the NE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M- C3QW-7QZY- Y?cat=214476&i=5 43&lang=en 1830 The 1830 Census lists Samuel Power in Farmington Township. One other male between the ages of 20 and 30 was living in the Samuel Power household as well as Huldah, his wife, and their daughter Lydia. It is unclear whether or not the family was living on the Parcel 1 land which they had purchased in February of that year. If they were it would likely have been a simple log structure. 1830 Federal Census Heritage Oaks Park Action Plan 2026–2031 Page 106 Parcel 1: Land Transfer History Date/Year Event Documentation 1831 Samuel Power bought the west ½ of the northwest ¼ of Section 22 (80 acres) from George Gaskill of Lockport, Niagara Co NY for $275 – This land was contiguous with the land he owned in Section 21 (the northeast quarter). Acreage Report for the NW ¼ of Section 22 3/1/1831 Edward Ellerby sold the southeast quarter of Section 21 (160 acres) to Arthur Power for $350. The northern 80 acres of this land became Parcel 2. This sale and Arthur Power’s original purchase of the northeast quarter of Section 21 means that the entire acreage of Heritage Park was at one time owned by Arthur Power. Biographical Information on Arthur Power: • According to historical sources, Arthur Power was born in Providence, Rhode Island in 1771. His parents and two older brothers came to the British Colonies from England. His brothers died in the Revolutionary War. • After his father's death, he and his mother moved to South Adams Massachusetts from Rhode Island. "Restless, Power eventually struck out on his own" and went to New York. He purchased land with the $100 his mother gave him. He married Deborah Aldrich. They had 11 children. They had a successful farm and were with the "Society of Friends (Quaker) Community." The Power family was very active and devout in their faith. • After Deborah's death, Arthur remarried. His second wife was Mary Dillingham. They had two daughters, Duana and Deborah. After Mary's death, Arthur decided to head west. • On February 1, 1824, Arthur permanently left Ontario County, New York. His travel party included his sons John and Jared, and two hired hands, David Smith and Daniel Rush. His son, Nathan, and daughter, Mary, were left in NY to manage the farm and take care of the younger children. • According to family history, the trip took a little over a month, through Canada, by horse-drawn sleigh, crossing the Niagara River. They arrived in Windsor, Canada on February 15th. They crossed the frozen Detroit River, got supplies in Detroit and continued along the Saginaw Trail (now Woodward Ave.) to their final destination - on March 8th, which is now 11 Mile Rd and Power Rd. Beginning in 1824 he began to purchase land in Farmington Township, eventually owning some 2000 acres in Sections 21, 22, 27 and 28. Acreage Report for the SE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M-CSL6- 79ZN- 8?cat=214476&i=7 92&lang=en https://www.findagr ave.com/memorial/ 181972539/debora h-power Heritage Oaks Park Action Plan 2026–2031 Page 107 Parcel 1: Land Transfer History Date/Year Event Documentation 5/22/1832 Samuel Power sold the East ½ of the 160 acres (the east 40 acres of Parcel 1) back to his father Arthur Power for $460. On the same day, Arthur Power sold the East ½ of the 160 acres (the land he had just purchased from his son Samuel) to Huldah Power (the wife of Samuel Power) for $460. It is unclear why this inter-family exchange was made. Perhaps the purpose was to place the land in Huldah’s name. the NE ¼ of Section 21 Deeds: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M- C3QW-7QWG - 7?cat=214476&i=5 44&lang=en August, 1836 Arthur Power died of tuberculosis leaving behind a multiple page last will and testament. His real and personal estate were divided among his widow, his several children and some of his grandchildren. Multiple documents 1841 Huldah Power, wife of Samuel Power died and was buried in the Quaker Cemetery in Farmington. Multiple documents 9/14/1848 Samuel Power sold the west ½ (80 acres) of the northeast quarter of Section 21 to Wilmarth Smith of Ontario Co NY for $1700 - This deed also included the east ½ of the NW ¼ of Section 21 which he had purchased in April of 1835. It appears Wilmarth Smith stayed in New York and never came to Michigan. Census records for 1830, 1840 and 1850 show Wilmarth Smith in Farmington, Ontario Co, NY. Considering that was where Arthur Power and his family were from, Smith likely knew Samuel Power. Records also show that Wilmarth Smith was a Quaker, additional evidence that he knew the Power family. He died in 1855 and is buried in the North Farmington Friends Cemetery in Farmington, Ontario Co. NY the NE ¼ of Section 21 1830, 1840, 1850 federal census for New York Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M- C3QW-WQVB- X?cat=214476&i=1 00&lang=en 9/30/1848 In a Guardian Deed, Samuel Power was appointed guardian of his two children, Lydia Power Smith and Emmer Power, sole heirs of Huldah Power (wife of Samuel who had died in 1841). At the request of his children he sold the east ½ of the northeast quarter of Section 21 (80 acres) to Wilmarth Smith for $1000. This land had been put in their mother Huldah’s name in 1832. They had inherited it when she died in 1841. Lydia Power Smith was the daughter of Samuel and Huldah Power. She had married William Barclay Smith and was living in Farmington, Ontario County NY in 1848. Emmer was her Acreage Report for the NE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M- C3QW-WQVB- X?cat=214476&i=1 00&lang=en Heritage Oaks Park Action Plan 2026–2031 Page 108 Parcel 1: Land Transfer History Date/Year Event Documentation Lydia and Emmer were the only children of Samuel and Huldah Power. record: https://www.ancestr y.com/imageviewer/ collections/8793/im ages/005640304_0 0282?ssrc=&backla bel=Return 2/22/1853 Wilmarth Smith of Ontario Co NY sold all 160 acres of the northeast quarter of Section 21 to Henry W. Springsted/Springstead and Nicholas Gates Mentz in Cayuga Co NY for $4560. This was the land Smith had purchased in 1848. A later deed suggests Springsted and Gates took out a mortgage from Smith to buy the land. the NE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M- C3QW-791M- 2?cat=214476&i=5 81&lang=en 11/15/1855 Henry Springsted (and wife Margaret) and Nicholas Gates (and wife Abby) of Oakland County sold the west and east halves of the northeast quarter of Section 21 (160 acres) to Hiram Parks/Parkes of Canada West for $6720. Later records suggest Parks/Parkes came to Farmington in the 1860s. the NE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M-CSL6- Q3YV- D?cat=214476&i=3 62&lang=en 1857 The 1857 Hess Map showed Springsted and Gates as the owners of the land. Note the map showed “Grates” instead of “Gates” 1857 Hess Map of Oakland County 1856 -1861 Between these years Hiram Parks and Nicholas Gates appear to have owned the northeast quarter of Section 21 . By 1861 Nicholas Gates owned the south half of this land (80 acres) which became Parcel 1 of Heritage Park. Parks and Gates had sold the north half to William McDermott by this same year. the NE ¼ of Section 21 Source of Deeds: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M- Heritage Oaks Park Action Plan 2026–2031 Page 109 Parcel 1: Land Transfer History Date/Year Event Documentation 28&lang=en https://www.familys earch.org/ark:/6190 3/3:1:3Q9M-CSL6- HSQ5- D?cat=214476&i=5 8&lang=en https://www.familys earch.org/ark:/6190 3/3:1:3Q9M- C3QW-H73D- 8?cat=214476&i=1 17&lang=en 1860 The 1860 census shows Nicholas and Abby Gates and two children. Also in the household are Sarles and Catherine Gates. Sarles was the brother of Nicholas and Catherine was his mother. Catherine died in 1861 and is buried in Oakwood Cemetery in Farmington. Sarles died in 1864 and is buried in the same cemetery. The census shows Nicholas as a farmer with a real estate valued at $4400 and a personal estate at around $300. On the basis of the 1857 map and the people listed near the Gates family on this census, it is likely they were living on and farming the land of Parcel 1 in 1860. This is further substantiated by the 1860 Agricultural census. 1860 Federal Census 1860 The 1860 Agricultural Census shows Nicholas Gates with a variety of livestock including 65 sheep. This census also shows that Gates had an orchard, likely of apples. Farm Data: 80 acres improved and 40 unimproved – value of farm $4500, value of farm implements and machinery was $102 - 3 horses, 5 milch cows, 10 other cattle, 65 sheep, 15 pigs, - growing wheat, rye, Indian corn and oats – he had produced 412 pounds of wool. Farm data: growing peas and beans, potatoes and barley – the value of his orchard products was $50 – he had produced 300 pounds of butter – he had produced 12 tons of hay 1860 Agricultural Census 1870 The 1870 census shows Nicolas and Abby Gates and their 5 children living on their farm. William Patterson, a 50 year old farm laborer from Virginia is also in their household. Their real estate is valued at $8000 and their personal estate at $1500. 1870 Federal Census Heritage Oaks Park Action Plan 2026–2031 Page 110 Parcel 1: Land Transfer History Date/Year Event Documentation 1870 The 1870 Agricultural Census showed that Nicholas Gates had increased his flock of sheep from 65 to 90 according to the 1870 Agricultural Census. He had also increased the money he had made on his orchard products suggesting he had expanded his orchard since 1860. Farm data: 100 acres improved and 20 unimproved – value of farm $8000, value of farm implements and machinery was $250 – 3 horses, 7 milch cows, 2 other cattle, 90 sheep, 5 pigs – oats, Indian corn and wheat in that order Farm Data: produced 500 pounds of wool, produced 250 bushels of potatoes, made $100 on orchard products, produced 500 pounds of butter, produced 1500 gallons of milk, raised 20 tons of hay, value of animals slaughtered or sold for slaughter was $190. 1870 Agricultural Census 1871 Marriage of Martha Gates, oldest daughter of Nicholas and Abigail, to Ellis Rowand. Note that other historical records listed him as John Ellis Rowand. Marriage record of Martha Gates 1872 Map showing Parcel 1 owned by Nicolas Gates – Note that a house is on the east side of the land along Farmington Road. This house would have once been on what is now park land. A 1940 aerial photo suggests it was gone by 1940. 1872 Farmington Township Map 1940 Aerial photo April, 1879 Nicholas Gates died in April of 1879 at his residence. The cause of death was cancer of the stomach. “A large circle of friends” mourned his death. He was buried in Oakwood Cemetery in Farmington. Pontiac Weekly Bill Poster, 2 April 1879 1879 Nicholas Gates had made out a will in March of 1879. After his debts were paid, what remained was to go to his wife Abby Jane Gates “for the support and maintenance of herself and his unmarried children”. The will also named Abby and his friend P.D. Warner as Executrix and Executor of his estate. Therefore, upon his death Abigail Gates inherited Parcel 1 of Heritage Park. Testament of Nicholas Gates: https://www.ancestr y.com/imageviewer/ collections/8793/im ages/005640323_0 0500?pId=1042197 September, 1879 Death of Ella Ann Gates, daughter of Nicholas and Abby – She was buried in Oakwood Cemetery – She died just a few months after her father. According to a news article she died of consumption (tuberculosis) She had died at her sister Martha’s home in Pontiac. Pontiac Gazette, Sept. 12, 1879 Heritage Oaks Park Action Plan 2026–2031 Page 111 Parcel 1: Land Transfer History Date/Year Event Documentation 1880 According to the 1880 census Abby Gates was living on the farm (Parcel 1) with two daughters. Palmer Sherman and his family are living next door. Palmer Sherman was the owner of Parcel 2 in 1880. 1880 Federal Census 1880 The Agricultural Census for 1880 shows Abigail Gates had a large farm to run following the death of her husband Nicholas one year earlier. it must have been very difficult for her to keep the farm going in 1880. She had also lost her daughter Ella in September of 1879. Farm Data: 80 acres tilled, 20 acres pasture, orchard, etc, 20 acres of woodland – Value of farm $7000 - value of implements and machinery = none – value of livestock was $275 – 18 acres grassland mown and 20 non-mown – 20 tons of hay produced – 20 bushels of clover – 2 horses Farm Data: 2 milch cows – 15 cattle sold – 3470 gallons of milk sold and 300 pounds of butter – 17 sheep on hand – 12 lambs dropped – 17 sheep sheared – 100 pounds of wool – 2 pigs – 20 barnyard chickens – 240 dozen eggs produced 1880 Agricultural Census 1880 According to the 1880 census Martha Gates Rowand, daughter of Nicholas and Abby Gates, was living in Pontiac with her husband Ellis. 1880 Federal Census May, 1881 Death of James Ellis Rowand in Pontiac – He died of consumption, tuberculosis, and was buried in Oak Hill Cemetery. His sister-in-law Ella Gates had died at his house of the same disease just two years earlier. Perhaps he contracted the disease from her or she from him. Michigan Death Records Pontiac Gazette, May 6, 1881 October, 1881 Death of Rozelia “Rose” Gates – Like her sister and her brother- in-law she died of consumption/tuberculosis - She was buried in Oakwood Cemetery in Farmington. Pontiac Weekly Bill Poster, 26 October, 1881 1895 Death of Lena Gates Crawford in Wayne County – Cause of death was consumption/tuberculosis – She was the fourth member of the family to die of tuberculosis. She had married Martin T. Crawford some time in the early 1890s. She left behind one child, Martin Andrew who was about 2 years old. Her husband, Martin T. Crawford married again to Grace Hazelton in 1898 in Guelph, Canada. Michigan Death Records 1896 An 1896 map of Farmington Township Map shows Parcel 1 owned by A J Gates (This was Abigail Jane Gates, wife of Farmington Township Heritage Oaks Park Action Plan 2026–2031 Page 112 Parcel 1: Land Transfer History Date/Year Event Documentation along Farmington Road is still there. 1900 According to the 1900 census Abigail Gates was living alone. She was listed as a farmer and 76 years old. Census 1901 A quitclaim deed shows Abigail/Abbey Gates giving a Life Lease for the land to John Parks. Note the reference to a Lis Pendens: “A notice of lis pendens is a legal document recorded in the chain of title to real property at the local register of deeds that gives notice to everyone that said property is the subject matter of a lawsuit.” It is currently unclear the nature of the lawsuit. Note that Abigail Gates’ maiden name was Parks so it is possible John was a relative of hers. Acreage Report for the NE ¼ of Section 21 1908 A 1908 map shows Parcel 1 owned by Abigail Gates - Note that the house shown on the 1872 and 1896 maps is still there. 1908 Map of Farmington Township 1908 According to the 1908 Detroit City Directory, Abby Gates was living at at 110 West Fort Street. That same directory showed that the Arnold Home for the Aged and Hospital for Incurables was located at this address. She was not listed at this address in the 1907 Detroit City Directory. 1908 Detroit City Directory August, 1909 Abbey/Abby/Abigail Gates died on August 17, 1909. Her cause of death was listed as senility. Shock, the result of lightning, was listed as a contributing factor. She was about 85 years old. The informant was H.L Weaver, the undertaker. Currently no further information about her death has been located. Death Certificate of Abby/Abigail Gates 1910 The 1910 census shows Martin Crawford, son-in-law of Abby Gates and father of Abby’s grandchild Martin Andrew Crawford, living on Parcel 1, the former Gates farm. He is living next door to Frank McDermott who had the land directly north of Parcel 1. This is good evidence that Martin T. Crawford and family were indeed living on Parcel 1 in 1910. He is listed as a farmer. His son Michael Andrew is still in the household and also a son Joseph who is 7. The census lists him as renting the property. This is likely due to a probate issue resulting from the death of Abigail Gates. (See 1911-1913 for information regarding this) 1910 Federal Census 1911 Upon Abigail Gates’ death it appears she had just two heirs: Michael Andrew Crawford, her grandson who was the child of her daughter Philana (Lena) and Michael Crawford, and her daughter Martha Gates Rowand. In 1911 the Probate Court Acreage Report for the NE ¼ of Section 21 Heritage Oaks Park Action Plan 2026–2031 Page 113 Parcel 1: Land Transfer History Date/Year Event Documentation estate of Abigail Gates. 1911 The 1911 Detroit City Directory showing Martha Gates Rowand, daughter and heir of Abigail Gates, living at 13 Henry in Detroit. At the time this was a boarding house. 1911 Detroit City Directory 1912 It appears the Probate Court ordered Abigail Gates’ property ( Parcel 1) to be sold. The deed will need to be located to see more details about this court decision. However, the acreage report suggests that Martha Rowand and Michael Andrew Crawford, heirs of Abby Gates, sold the land (Parcel 1) to James Halstead. Acreage Report for the NE ¼ of Section 21 1913 James Halstead sold the Gates property (Parcel 1) to Michael Crawford. The 1910 census shows the Crawford family living on this same property so it seems they had lived on the land during the time period the Probate Court was resolving the issue of Abby Gates’ estate. Acreage Report for the NE ¼ of Section 21 1915 Martin Crawford sold the land (Parcel 1) to Richard H Webber. Webber was Joseph L. Hudson's nephew and had become head of J.L. Hudson's upon his uncle's death. Luman Goodenough, a prominent Detroit attorney, was making arrangements to purchase the former Palmer Sherman farm (Parcel 2) at this time and had arranged for Webber, a friend of his, to purchase the former Gates farm which was adjacent to the Sherman farm. At the time Webber was listed as one of the ten wealthiest individuals in Detroit, (SP) Acreage Report for the NE ¼ of Section 21 1930 A 1930 map of Farmington Township shows Richard H Webber owning Parcel 1 Farmington Township 1937 Eleanor Spicer, daughter of Luman Goodenough had acquired a house and 12 acres of Parcel 2 in 1935. She wanted to expand her farm and had wanted to purchase the Richard H. Webber farm land since that time. Webber had been reluctant to sell his 120 acre parcel, not wishing development of any sort. After reassurances by Eleanor Spicer that the property would never be developed, Richard Webber conveyed his beautiful 120 acres of land to her. The price was $15,000--$125 per acre. the NE ¼ of Section 21 Luman W. Goodenough and David Gray: The Story Behind the Community Center, Visitor Center and Heritage Park by Heritage Oaks Park Action Plan 2026–2031 Page 114 Parcel 1: Land Transfer History Date/Year Event Documentation Spicer, 1992 Parcel 2: Land Transfer History Parcel 2: Land Transfer History Date/Year Event Documentation 6/1/1824 Edward Ellerby of Monroe County NY bought the entire southeast quarter of section 21 (160 acres) from the federal government. Parcel 2 is made up of the north 80 acres of this land. According to the land patent he paid for the land by April 1, 1825. Ellerby purchased nearly 1000 acres of land in Oakland County, most of it in West Bloomfield and Bloomfield Townships. Information on Edward Ellerby • Edward Ellerby had come to the United States from England and first settled in Monroe County, New York. • In 1824 and 1825 Ellerby purchased close to 1000 acres in Oakland County, primarily in West Bloomfield and Bloomfield Townships. He planned to ‘found an English community” on the adjoining parcels in these Townships. • There is little information regarding his reason for purchasing the 160 acres of land in Farmington Township. • His plans for “colonization” never worked out despite the fact that he made several trips back and forth to England. Edward Ellerby Acreage Report for the SE ¼ of Section 21 https://www.gwbhs. org/documents/201 2/11/early- development-of- west- bloomfield.pdf/ Song of the Heron : Reflections on the History of West Bloomfield – by Charles Martinez – page 66—67 1877 Oakland County History 3/1/1831 Edward Ellerby sold the southeast quarter of Section 21 (160 acres) to Arthur Power for $350. The northern 80 acres of this land became Parcel 2. This sale and Arthur Power’s original Acreage Report for the SE ¼ of Section 21 Heritage Oaks Park Action Plan 2026–2031 Page 115 Parcel 2: Land Transfer History Date/Year Event Documentation Arthur Power. https://www.familys earch.org/ark:/6190 3/3:1:3Q9M-CSL6- 79ZN- 8?cat=214476&i=7 92&lang=en 10/10/1835 Because the 1830 taxes on the southeast quarter of Section 21 were not paid on time by Arthur Power, the land was put up for public auction at the county seat (Pontiac). The amount due for taxes, interest and ‘incidentals’ was $3.39. The land was sold to Calvin Parkes(Parks) for $3.39. Note that Power did not buy the land until 1831 but apparently he was still responsible for the 1830 taxes. Note that Calvin Parkes(Parks) was living in the village of Auburn just outside Pontiac at the time. the SE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M- C3QW-431C- D?cat=214476&i=4 27&lang=en 10/29/1835 Through a Quitclaim Deed Calvin Parkes and Harriet his wife sold the southeast quarter of Section 21 (160 acres of which Parcel 1 was the north 80 acres) to Arthur Power for $450. As a result of this transaction Arthur Power got his land back about 2 weeks after it was sold for failure to pay taxes. the SE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M- C3QW-432S- Y?cat=214476&i=4 14&lang=en August, 1836 Arthur Power died of tuberculosis leaving behind a multiple page last will and testament. His real and personal estate were divided among his widow, his several children and some of his grandchildren. Multiple documents May, 1838 William Power, youngest son of Arthur Power, had inherited the entire southeast quarter (160 acres) of Section 21 when his father died in 1836. Therefore, William Power was once an owner of land that became Heritage Park. In 1838 he sold 50 acres of that land to Ebenezer Stewart (Stuart) for $750. NOTE: The deed has an incorrect spelling. The surname is spelled Stuart. Those 50 acres were part of the Parcel 2 of what became Heritage Park. Ebenezer Stewart was married to Mary Power, one of Arthur Power’s daughters. Therefore, the land was still in the Power family. Acreage Report for the SE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M-CSL6- 39QY- Heritage Oaks Park Action Plan 2026–2031 Page 116 Parcel 2: Land Transfer History Date/Year Event Documentation 9&lang=en September, 1838 Ebenezer Stuart sold the 50 acres he had purchased from William Power just a few months earlier to Merlin Spencer for $768. Merlin Spencer was married to Bulah Power, another of Arthur Power’s daughters. the SE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M-C3Q7- KSSD- J?cat=214476&i=3 75&lang=en October, 1840 Merlin Spencer sold the 50 acres he had purchased from Ebenezer Stuart to Myron and Milton Botsford for $1000. Myron and Milton were sons of Lemuel and Lucy Botsford, Quakers who were early settlers in Farmington. Myron was married to Duana Power, daughter of Arthur Power. Milton became the owner and proprietor of the famous Botsford Inn. the SE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M-C3Q7- KS99- 6?cat=214476&i=3 20&lang=en September, 1842 Milton and Myron Botsford sold the 50 acres to their father Lemuel Botsford for $1000. the SE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M-C3Q7- 296V?cat=214476& i=695&lang=en August, 1843 In a Quitclaim deed Lemuel Botsford sold the 50 acres to his sons Milton and Orville Botsford the SE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M- Heritage Oaks Park Action Plan 2026–2031 Page 117 Parcel 2: Land Transfer History Date/Year Event Documentation 05&lang=en 1850 The 1850 census shows the Milton Botsford family in Farmington Township. The value of his real estate was $1000. Robet Phelps, who was living in the household, was likely his father-in-law. Investigation of the people near Milton Botsford in the census showed that Horace Swan, hotel keeper, was on the previous census page in household 306. He had a hotel located on the southeast corner of Grand River Avenue and Farmington Road. This suggests that Botsford was living near that area. Therefore, it is possible that Botsford may have been living in the village of Farmington in 1850 rather than on the farm land he had purchased in the 1840s, land that was part of Parcel 2. In addition, the occupations of the people living near Botsford suggest people living in a village such as shoemakers, wagon makers, carpenters, cabinet makers, blacksmiths, etc. 1850 Federal Census September, 1857 William Power sold 30 acres of land in the southeast quarter of Section 21 to Milton Botsford for $900. This was the remaining 30 acres of land in the north section of the southeast quarter which comprises Parcel 2 of park land. the SE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M- C3QW-H7QW- 9?cat=214476&i=1 54&lang=en August, 1858 Because Orville and Milton Botsford owed a debt to Oliver Newberry, the Circuit Court of Oakland County ordered that land they owned be sold at public auction. This land was the 50 acres they owned in the southeast quarter of Section 21. The highest bidder at that auction was Oliver Newberry who purchased the land for $284. Acreage Report for the SE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M-CSL6- 7DSS?cat=214476 &i=582&lang=en September, 1858 In a quitclaim deed Oliver Newberry sold the 50 acres he had purchased at the public auction of Botsford land to Milton Botsford for one dollar. As a result of this transaction Milton the SE ¼ of Section 21 Heritage Oaks Park Action Plan 2026–2031 Page 118 Parcel 2: Land Transfer History Date/Year Event Documentation southeast quarter of Section 21 (Parcel 2) Biographical information on Oliver Newberry: Oliver Newberry was a steamboat-builder, born in East Windsor, Connecticut. He served during the war of 1812, and also during the Black Hawk war. In 1816 he settled in Buffalo, New York, but in 1820 he went to Detroit, Michigan, where he established himself in business. Soon after his arrival in Detroit he secured government contracts to furnish all supplies to the numerous forts and Indian trading-posts in the northwest. He was unable to obtain suitable transportation, and was compelled to build a vessel for his own use. Afterward he constructed other vessels during successive years until he became one of the largest owners of shipping on the lakes. Newberry was elected an alderman in 1831, and he was associated in the early history of Michigan railroads. He was a man of strict integrity in his business and personal relations. For many years he carried all of his business papers in his hat, and was rarely seen uncovered. He was known as the "commodore" of the lakes, and was sometimes called "the steamboat king". https://www.familys earch.org/ark:/6190 3/3:1:3Q9M- C3QW-CQSD- 4?cat=214476&i=4 87&lang=en https://www.findagr ave.com/memorial/ 14977298/oliver- newberry September, 1858 Milton Botsford and his wife Loyna/Lovina sold the north ½ (80 acres) of the southeast quarter of Section 21 to Sherman Palmer for $2200. A subsequent deed ( https://www.familysearch.org/ark:/61903/3:1:3Q9M-C3QW- CSX9-R?cat=214476&i=18&lang=en ) shows that Palmer took out a mortgage for $2000 from the Botsfords to “secure the purchase money of said farm. The Botsfords reserved the privilege of pasturing ‘said premises’ as long as there is pasturage this present fall and also the” privilege of feeding out on said premises wheat fodder there may be on said premises during the next winter.” They also reserved all the crops ‘now growing’ on said premises except wheat just put in.” This is evidence that the Botsfords had been farming the land, fifty acres of which Milton Botsford had owned since 1843. A deed also refers to the land as a farm. Based on this, had Milton Botsford built the house that is now referred to as the original Palmer Sherman house??? If Palmer had to borrow money in order to buy the farm would he have had the money to build a house on it right away? Acreage Report for the SE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M- C3QW-CQSN- J?cat=214476&i=4 69&lang=en Heritage Oaks Park Action Plan 2026–2031 Page 119 Parcel 2: Land Transfer History Date/Year Event Documentation 1858/59 Some records state that Palmer Sherman built the small, white Greek Revival house during this time period. Currently there are no primary source documents that substantiate this. Biographical Information on Palmer Sherman from his obituaries • Parents: Abram and Nancy Paul Sherman – last of their 7 children • Born in Lyons County, NY – 1827 • When 5 years old his mother came to Michigan locating in Southfield Township – spent 85 years “in the vicinity” , except for three years in Ingham County, • With exception of a few years his home has been in Southfield and Farmington Townships • Married Loretta Ward in 1851 – she died in 1914 • After wife’s death he made his home in ‘the village’ with one of his daughters, Mrs. David Ross • Father of nine children – 8 still living when he died – four boys, five girls • Joined the Methodist Episcopal church in 1866 • ‘of a cheerful disposition and always ready with a kindly word and helping hand for every one • Closely identified with social and public affairs of the village, https://storymaps.ar cgis.com/stories/38 f2fa96ea714971be dbeff5baa24e27 Obituaries for Palmer Sherman 1860 The 1860 census shows Palmer and Loretta Sherman living on their farm (Parcel 2) with 5 children and a farm laborer named John Beals. Their real estate (land and buildings) was valued at $2500 and their personal estate at $2678 (movable property like livestock, household goods, tools, clothing, and cash.) The value of his personal estate appears to be high given the fact that Sherman had to take out a mortgage to buy his farm land. Perhaps he overvalued what he owned. See below for information on his livestock, etc. as listed in the 1860 Agricultural Census. He did not own significant livestock in 1860. 1860 Federal Census 1860 The 1860 Agricultural Census provides some information about Palmer Sherman’s farm that year: Farm Data: 65 acres of improved land, 15 unimproved - value of farm was $2500, he had 1 horse, 5 milch cows, 2 working oxen, 1 other cattle, 1 sheep, and 2 pigs – growing mainly corn, rye and wheat (in that order) 1860 Agricultural Census Heritage Oaks Park Action Plan 2026–2031 Page 120 Parcel 2: Land Transfer History Date/Year Event Documentation Farm Data: some buckwheat – produced 100 pounds of butter and 200 tons of hay – produced 2 pounds of beeswax and 25 pounds of honey – value of animals slaughtered was $30 and value of homemade manufactures was $15 1860 Milton Botsford purchased a tavern on Grand River known at the time as the 16 Mile House and renamed the Botsford Inn. It was a stagecoach stop popular with drovers, farmers and travelers on the Grand River plank road. Henry Ford, who in the 1880s attended dances at the inn with his future wife Clara, bought it in 1924. He renovated the inn to reflect the Victorian era. He first used it as a private retreat. Later he opened it to the public. https://www.hmdb.o rg/m.asp?m=16924 6 ) 4/13/1863 Remember Loomis and Nicholas Loomis, her husband, sold a 1 acre parcel of land that appears to be from the south ½ of the southeast quarter of Section 21 to Palmer Sherman for $25. The deed references a ‘bluff or hill’. It is unclear exactly where this parcel was and why it was purchased by Palmer. Should it become important to identify its location on park land, a more detailed location could be deciphered using the acreage report and the deed. the SE ¼ of Section 21 Deed: https://www.familys earch.org/ark:/6190 3/3:1:3Q9M- C3QW-CS2K- D?cat=214476&i=4 11&lang=en 1869 Palmer Sherman built a brick home next to the small Greek Revival. It was described as ‘a small six-room Victorian House.” In 1918, it was redesigned and expanded into a 20-room Georgian country house, including four porches, seven baths, and a greenhouse. The original Palmer Sherman brick house became the southeast portion of the Georgian mansion The final remodeling was completed in 1930, with the addition of the library. https://fhgovdev.mu niweb.com/media/u ivdkwj3/longacre- house-rental- brochure_1221202 1_final_reduced_fil e_size.pdf 1870 The 1870 census shows the Palmer Sherman family living on their farm on Parcel 2. The household consisted of Palmer, Loretta and five children. Real estate was valued at $6000 and personal estate at $1000. Those are similar to most of the farmers around him. This shows an increase in the value of real estate likely the result of the building of the brick house. The value of his personal estate was half of what it had been in 1860 despite the fact that he had a lot more livestock as shown in the 1870 Agricultural Census. This may be an indication that the 1860 value of his personal state was incorrect. 1870 Federal Census Heritage Oaks Park Action Plan 2026–2031 Page 121 Parcel 2: Land Transfer History Date/Year Event Documentation Samuel Lamb household. There is a child missing in the Sherman household: Loretta who was born around 1863 – her age matches that of Laura. Records indicate that the Records indicate that the Sherman’s did have a daughter living with the Lamb family in 1870 but it is unknown why this was the case. 1870 The 1870 Agricultural Census provided the following information about the farm of Palmer Sherman: Farm Data: 80 improved acres, 20 unimproved, Value of farm = $6000, Value of Farm machinery = $30, livestock: 2 horses, 3 milch cows, 2 working oxen, 6 other cattle, 1 sheep, 12 pigs, value of livestock: $747, Growing mostly wheat with some oats and just a little corn Farm Data: grew 100 bushels of potatoes, $15 in orchard products, produced 150 pounds of butter, produced 10 tons of hay, value of animals slaughtered was $60, estimated value of all farm products was $612 1870 Agricultural Census 1872 An 1872 map shows Parcel 2 owned by Palmer Sherman. There is a house shown in the east section of the land on Farmington Road. It is assumed that this is the brick house Sherman built in 1869. Likely the small Greek Revival house was not being used at the time and therefore was not placed on the map which only showed residences. 1872 Map of Farmington Township1872 1879 An article in the Pontiac Weekly Bill Poster of November 26, 1879 showed Palmer Sherman had an award-winning sheep at an event held in Farmington. Pontiac Weekly Bill Poster, 26 November 1879 1880 Based on this census it appears that the child, Laura Sherman, living in the Lamb household in 1870 was a daughter of Palmer and Loretta Sherman. She is back with her family in 1880. Hudson Sherman and his wife Catherine are living next door to Palmer Sherman. Hudson was one of his sons. It is possible that Hudson was living in the small Greek Revival house. 1880 Federal Census 1880 This 1880 Agricultural Census shows a large increase in the number of sheep Palmer Sherman owned. Farm data: 65 acres of tilled land, 20 acres of permanent meadows/pastures/orchards/vineyards, 16 acres of woodland – Farm value including land, fences and buildings was $8000 (that was higher than several nearby farms) – value of farming implements and machinery was $200 – value of livestock was 1880 Agricultural Census Heritage Oaks Park Action Plan 2026–2031 Page 122 Parcel 2: Land Transfer History Date/Year Event Documentation horses Farm data: cattle and their products: 2 milch cows and 2 other cattle – he had purchased 1 cow that year and 1 of his cows had died – he had produced 375 pounds of butter – he had 58 sheep and 22 lambs had dropped – he had purchased 1 sheep and sold 15 sheep – 1 of his sheep had been killed by dogs and 1 sheep had died of disease – 58 sheep had been shorn creating 450 pounds of wool – he had 7 pigs – he had 28 barnyard chickens which had produced 80 dozen eggs Farm Data: He had 6 acres of Indian corn which produced 250 bushels, He had 10 acres of oats which produced 450 bushels – He had 16 acres of wheat which produced 386 bushels – he had produced 100 bushels of beans Farm Data: He had 1 acre of potatoes which produced 125 bushels – he had 4 acres of apple orchards consisting of 350 trees and he had produced 80 bushels of apples – he had 4? acres of peaches trees consisting of 50 trees and he had produced 30 bushels of peaches – He had cut 60 cords of wood – the value of forest products sold or consumed was $60. Feb, 1884 A newspaper article stated Palmer Sherman had rented his farm and was stocking it with cows. A video produced by the Farmington Hills Historical Society stated that Sherman rented out parts of his farm over the years so it is likely this story is referring to that. Pontiac Gazette (1877), 22 February 1884 May, 1892 A newspaper article described an event at the Sherman home for the Ladies Aid Society Pontiac Gazette (1877), 13 May 1892 Feb, 1893 An article stated that Sherman had rented his farm for the ensuing year. Pontiac Gazette (1877), 17 February 1893 August,189 3 An article stated that the Ladie’s Aid Society was going to meet at the Sherman house Pontiac Gazette (1877), 25 August 1893 Jan., 1895 An article described a fire at the tenant house of Palmer Sherman. This would have been the small, white Greek Revival house. It appears little damage was done. Pontiac Daily Gazette, 9 January 1895 Heritage Oaks Park Action Plan 2026–2031 Page 123 Parcel 2: Land Transfer History Date/Year Event Documentation Dec., 1895 An article stated that Sherman had offered his farm for sale or rent. It is unclear whether this meant his entire farm or a section of it. Pontiac Gazette, 20 December 1895 1896 An 1896 map of Farmington Township shows the land and residence of Palmer Sherman. Farmington Township 1900 In the 1900 census just Palmer and Loretta Sherman are living on the farm. This states all of their 9 children were still alive in 1900. Their home was owned. 1900 Federal Census 1905 A news article stated that a Sherman family photo had been taken – Note that a very small copy of this photo appears at a website that includes a family tree Journal, Aug 10, 1905 Family Tree: https://www.ancestr y.com/family- tree/person/tree/54 449560/person/136 68357161/facts 1908 A 1908 map shows the land and residence owned by Palmer Sherman. The small triangular piece of land shown in the show of the Parcel may be the one acre parcel referenced in a previous deed. 1908 Map of Farmington Township 1910 Betsy Horton, sister of Loretta Sherman, is living in the Sherman household with Palmer and Loretta, who had been married 58 years. By 1910 one of their 9 children had passed away. 1910 Federal Census 1911 Palmer Sherman sold his land (Parcel 2) to William Parrish – Note that the land included the 80 acres plus the 1 acre parcel. the SE ¼ of Section 21 1915 Luman Goodenough decided that the pace of his business including his legal practice and real estate had become too hectic. He wanted a more rural environment in which to raise his family. He found four farms, totaling 440 acres and containing almost one mile of frontage on Farmington Road. Being contiguous, the farms stretched along Farmington Road from just North of Ten Mile to just North of Eleven Mile Roads. Biographical Information about Luman Goodenough • 1898 – Luman Goodenough graduated with a law degree from U of M and afterward went to Detroit to practice law. Acreage Report for the SE ¼ of Section 21 Luman W. Goodenough and David Gray: The Story Behind the Community Center, Heritage Oaks Park Action Plan 2026–2031 Page 124 Parcel 2: Land Transfer History Date/Year Event Documentation • Noble, a lawyer and businessman. That same year Goodenough became the lawyer of John Gray. Gray was the owner of a large candy business and a major investor in Ford Motor Company. He became the company’s first President. • 1906 - John Gray died and Goodenough handled the probating of his estate. David Gray, one of John Gray’s sons, was elected a Director of the Ford Motor Company, and taking his father's place as an officer, served as Vice President until Edsel Ford assumed that position. He later became a close associate of Goodenough and the person who had the Spicer House built. • 1930s - Luman Goodenough's legal practice had grown to enormous proportions, he had a ten man law firm, known as Goodenough, Voorheis, Long and Ryan. • Luman Goodenough had a long successful career and contributed to many community endeavors. He served on the Boards of forty manufacturing and industrial concerns. He was a charter member of the Detroit Athletic Club and the Oakland Hills Country Club and belonged to the Detroit Club, the Detroit Country Club, the Orchard Lake Country Club, the University Club and Meadowbrook Country Club. He gave much of his time to the Children’s Aid Society, the Community Fund, the Boys' Club, the YMCA and the Protestant Orphan's Asylum, the Red Cross and the World War I Bond Drive Visitor Center and Heritage 1916 An article from the Holly Advertiser from January of 1916 stated that William Parrish of Farmington had purchased the 160 acre Leeming farm in Groveland Township and planned to occupy it in the spring of 1916. This appears to be the reason he sold the former Sherman farm in April of 1916. (see below) Note that on the 1900 census his name appears between Abby Gates and Palmer Sherman. He is listed as a farmer who is renting a farm. In the 1910 census he is listed right next to Palmer Sherman as a farmer but still renting a farm. It is quite possible that he was renting some of Sherman’s land. The 1920 census shows him living in Groveland Township. Holly Advertiser, January 27, 1916 April, 1916 William Parrish sold the land, including the small 1 acre parcel referenced previously, to Luman Goodenough, et al - The ‘et al’ was Theodore Hinchman, an architect and friend of the SE ¼ of Section 21 Heritage Oaks Park Action Plan 2026–2031 Page 125 Parcel 2: Land Transfer History Date/Year Event Documentation the Palmer Sherman farm, were already on the property. December 1916 Goodenough and Hinchman divided the property (Parcel 2) , Hinchman taking the north parcel and Goodenough the south. the SE ¼ of Section 21 1916 The architect Marcus Burrowes was employed by the Goodenoughs to enlarge and remodel the Palmer Sherman house, and, after two years of work, the house was finished and the Goodenoughs moved in in 1918. Biographical Information on Marcus Burrowes: Marcus Burrowes had worked briefly with Albert Kahn and then formed the firm of Burrowes and Wells with Dalton R. Wells. By 1914, Burrowes was operating under his own name and was given numerous architectural projects by the Grays, Luman Goodenough, and George and Ralph Booth (brothers who controlled newspaper companies in Michigan). Other buildings Burrowes' designed included the MacGregor Library on Woodward, the Birmingham Municipal Building and Library , the Grosse Pointe School, the Grosse Pointe Hunt and Golf Clubs, People’s State Bank Building on Fort Street in Detroit, portions of Cranbrook (including the barns and stables, theater and many gates, walks, gardens and entrances), and many fine homes in Bloomfield and Grosse Pointe. Details about the Goodenough property and Longacre: • A stone wall was erected along Farmington Road to outline Mr. Goodenough's property. • A small white farm house (NOTE: This is the small Greek Revival.) was moved from near the brick Palmer Sherman house to its present location at the end of the stone wall. • The horse stables, barn and garage, also designed by Mr. Burrowes, were built, as were two greenhouses at the rear of the barn, and a tennis court. • A dam was built in the South part of the river, flowing through the middle of the property, forming a large pond for skating and swimming. An underground watering system was laid, extending from that pond to the lawns and gardens around the houses and barns. • Formal and informal gardens surrounded the main and farm Luman W. Goodenough and David Gray: The Story Behind the Community Center, Visitor Center and Heritage Park Heritage Oaks Park Action Plan 2026–2031 Page 126 Parcel 2: Land Transfer History Date/Year Event Documentation • roses, and massive wrought iron gates flanked the driveway entrance through the stone wall. • The gardener and his wife lived in the farm house year- round, and , in the summer ten additional gardeners were hired to tend the grounds and do the haying for the four riding horses, which were housed in the stables. • A groom was employed on a full-time basis and lived in the room off the farm house. • The chauffeur and his wife lived in the apartment quarters over the two car garage portion of the barn. • The house was staffed with a cook, butler and maid. • All buildings and most of the rooms in the main house were connected with private telephones (the predecessor of intercoms). • Mr. Goodenough named his estate ' Longacres" and rode his horse and gardened every day. • In later years he constructed the library and kitchen wing as 1916 Marcus Burrowes designed a stables for Luman Goodenough. Information about the Stables: • served as a stable, garage, and chauffeur’s quarters • designed by architect Marcus Burrowes for Luman Goodenough about 1916. • Goodenough’s automobiles were housed here. • The chauffeur lived in this building and the horses that the Goodenoughs enjoyed riding about their farm were stabled here. • Later, Mrs. Eleanor Spicer, Goodenough’s daughter, turned most of the estate into a working farm. She kept her horses here and used the other buildings in this service complex for the farmer who worked the land. • The structure has three main purposes a living area located on a second floor where the chauffeur lived, a stables area with stalls and a garage area. • The structure appears on the 1937 WPA rural inventory listed simply as a horse barn with 20 windows. The year of construction is listed as 1920 but records suggest it was likely between 1916 and 1918.A ‘hay window’ still exists at Luman W. Goodenough and David Gray: The Story Behind the Community Center, Visitor Center and Heritage Park City of Farmington Hills Historic Districts https://storymaps.ar cgis.com/stories/38 f2fa96ea714971be dbeff5baa24e27 1918 The small Greek Revival house which was located so close to Longacres was moved to where it currently sits. The house was Luman W. Goodenough and Heritage Oaks Park Action Plan 2026–2031 Page 127 Parcel 2: Land Transfer History Date/Year Event Documentation 1960. The little house became part of a service area for the Spicer farm and an addition was put on the east side of the building. Story Behind the Community Center, Visitor Center and Heritage Park 1924 Theodore Hinchman sold his north half of the Palmer Sherman farm, purchased with Goodenough in 1915, to Goodenough, who was anxious to enlarge "Longacres". He was also interested in preserving a Michigan property and home for David Gray, his friend and business associate, who had moved to California. David Gray agreed to construct a home on that land for that purpose and employed Marcus Burrowes to design his new Michigan residence, on a twelve acre parcel carved out of the northeast corner of the addition to "Longacres". Biographical Information about David Gray David Gray was the son of John Gray, the owner of a large candy business and a major investor in Ford Motor Company who became the company’s first President. David Gray was the wealthiest of the Gray children and, “accordingly, he was a catalyst in many of the important events and developments in Detroit and attracted men of wealth and power in all endeavors he wished to accomplish.” One of his efforts was the establishment of a club--the Detroit Athletic Club. The other was the Art Museum. His brother, Paul, serving on the Library Board, was instrumental in causing the Main Library to be built on Woodward in the Cultural Center area. David, likewise, serving on the Museum Board, was a principal force in the drive to construct the Museum in the same area. Again, the Grays purchased the property and built the parking structures next to both buildings. Additional Information about the Spicer house: • Burrowes designed an English style country house with two wings; the bedroom wing was at the south and the servants' wing at the north. • The exterior walls are stuccoed with occasional half- timbered trim; there are copper eaves troughs and ornamental metal lanterns along the exterior. • The interior retains interesting decorative features, such as a tiled floor in the entranceway, molded plaster ceiling decoration and hand wrought iron light fixtures. • The living room has a stone fireplace and an exposed beam Acreage Report for the SE ¼ of Section 21 Luman W. Goodenough and David Gray: The Story Behind the Community Center, Visitor Center and Heritage Park City of Farmington Hills Historic Districts: https://storymaps.ar cgis.com/stories/38 f2fa96ea714971be dbeff5baa24e27 The Gray- Spicer House, Barn and Stable: https://wikimapia.or g/18685787/The- Gray-Spicer- House-Barn-and- Stable Heritage Oaks Park Action Plan 2026–2031 Page 128 Parcel 2: Land Transfer History Date/Year Event Documentation • floor-length, and several glass-paned doors. Source: http://wikimapia.org/18685787/The -Gray-Spicer-House- Barn-and-Stable • The long low English Country House was designed to blend in with the landscape by talented architect Marcus Burrowes. • The house was designed with two wings; the outdoors was visible from all rooms. • This design was not only beautiful, but practical, because of the cross ventilation. • Additional acres were purchased for the farm which Eleanor Spicer ran until her death in 1982. At that time the property included 200 acres and Mrs. Spicer liked to refer to it as the only unspoiled place in Farmington Hills. • The Spicer House serves as the Park’s Visitor Center, with the wings modernized to serve as classrooms and meeting areas. The four historic rooms: the hall, living room with cathedral ceiling, library and dining room, serve for gatherings and displays. Source: https://storymaps.arcgis.com/stories/38f2fa96ea714971bedbeff5 baa24e27 1924 Because of the close connection and friendship between Marcus Burrowes, Luman Goodenough and the Grays, Goodenough gave Marcus Burrowes a four acre parcel of land, carved out of "Longacres”, upon which Mr Burrowes built his home, which he called Burbrook. Multiple documents 1928 The Gray home and 12 acres were sold under land contract, by the David Gray estate (his wife Martha), to F. John Nash, a lawyer, for $45,000. Multiple documents 1930 A 1930 map of Farmington Township shows Luman W Goodenough owning the land with the exception of the 12 acre parcel which was owned by John Nash at this time and a small 4 acre parcel that was owned by Marcus Burrowes, the architect. 1930 Map of Farmington Township 1931 Because of the stock market crash in 1929 and the Great Depression Nash was unable to meet his obligations under the land contract, and Martha Gray took back the house and land. the SE ¼ of Section 21 Heritage Oaks Park Action Plan 2026–2031 Page 129 Parcel 2: Land Transfer History Date/Year Event Documentation 1935 Unable to sell the property because of the Depression, Martha Gray deeded her home and twelve acres to Eleanor Goodenough (the daughter of Luman Goodenough) as a wedding gift to Eleanor, who married William John Spicer in the fall of 1935.The property and house were valued at $15,000 at the time of Mrs. Gray's gift. Acreage Report for the SE ¼ of Section 21 1935 Eleanor and John Spicer moved into their new home upon their marriage. Luman W. Goodenough and David Gray: The Story Behind the Community Center, Visitor Center and Heritage Park 1937 - 1945 Between these years, Luman Goodenough gifted all of his "Longacres" property to his daughter, Eleanor, with the exception of his house and five acres of land around it. As a result, Eleanor Spicer had acquired 210 acres she could operate as a farm. Ibid 1937 The Spicer Farm was inventoried as part of the WPA Rural Inventory project. Inventory for the Spicer Farm 1940 The 1940 census shows John and Eleanor Spicer and their 1 year old son Nicholas living in their home which was valued at $7500. Eleanor’s parents, Luman and Eliza Goodenough, are listed next door. Their home was valued at $8000. There is also a nurse, Carol Spence, living in Goodenough household. 1940 Federal Census c1940 The Spicers had what they referred to as the “cow barn” moved from a farm elsewhere in Farmington Township to their farm. Information about the Barn: This circa 1880 barn was moved from a farm on Eight Mile Road by Eleanor Spicer to serve as the cattle barn on the Spicer’s farm. It has a cement block addition and a silo of reinforced concrete marked with the name Smith Silo Co., Oxford Michigan. The barn is constructed of hand-hewn beams and some of the supports are trees with the bark still on them. Further investigation of the barn is needed in order to corroborate this information about hand-hewn beams. Source: https://storymaps.arcgis.com/stories/38f2fa96ea714971bedbeff5 baa24e27 City of Farmington Hills Historic Districts: https://storymaps.ar cgis.com/stories/38 f2fa96ea714971be dbeff5baa24e27 The Gray- Spicer House, Barn and Stable: https://wikimapia.or g/18685787/The- Gray-Spicer- Heritage Oaks Park Action Plan 2026–2031 Page 130 Parcel 2: Land Transfer History Date/Year Event Documentation • some timbers retaining their original bark. Has the standard gambrel barn roof. NOTE: If it was built in the 1880s it would not have a gambrel roof, but instead a gable roof. This suggests the roof was altered to a gambrel roof. That could have been done prior to the 1940 move to the Spicer or before the move. • The floor on the second level is made of tongue and groove planking • A large silo made of reinforced concrete-- Smith Silo Company, Oxford, Michigan (NOTE: the company produced these concrete silos from around 1909 to 1979) • original location near Eight Mile Road and Telegraph • transported in three sections • After the city of Farmington Hills acquired the property in 1985, the architectural firm of Kirk and Koskela was hired to do stabilization on the barn Source: https://wikimapia.org/18685787/The-Gray-Spicer- House-Barn-and-Stable Stable 1941 The Spicers had the ‘brown barn’ moved from another farm to a location next to their home. John Spicer designed and built, by himself, the sheep shed at the rear of that barn and the garage portion on the east end of the barn. Luman W. Goodenough and David Gray: The Story Behind the Community Center, Visitor Center and Heritage Park 1940s A farmer, James Reid, was hired to live in the white farm house and to care for the crops and animals, which by then included 12 cows for the dairy operation, 50 sheep, various chickens and Mrs. Spicer's riding horses. Ibid 1947 A 1947 map shows the land owned by Eleanor Spicer which comprised all of Parcel 1 and Parcel 2 except for one small parcel owned by Marcus Burrowes and one small parcel owned by her parents. This 5 acre parcel was the location of their Longacre Housed. 1947 Farmington Township Map 1950 The1950 census shows William John Spencer and Eleanor with their 3 children, Nicholas (11), Eleanor (8) and Charles (1). Also in the household is Edna Morton, a housekeeper, and her 13 year old daughter, Carol. Next door is James Reid, who was helping take care of their farm, and his wife Marion. 1950 Federal Census Heritage Oaks Park Action Plan 2026–2031 Page 131 Parcel 2: Land Transfer History Date/Year Event Documentation 1950 James Reid left the farm in 1950, and another farmer, Milton Murray, was hired to oversee the operation of the farm until his death in 1963. Luman W. Goodenough and David Gray: The Story Behind the Community Center, Visitor Center and Heritage Park 1940s – 1960s Throughout the 1940's, 50's and 60's, the Spicer property was a working farm, with the harvesting of corn, wheat and hay for the animals and the sale of milk twice a day to a dairy. Each year, Eleanor Spicer would open her farm for the spring sheep shearing, and busloads of Farmington school students would view the event and be taken on tours of the farm. Ibid January, 1947 Luman Goodenough died at his winter home in Winter Park, Florida, at age 74. His widow, Eliza, continued to live in Longacres on its five acres until her death Multiple documents 1967 1967 The three Goodenough children, Daniel, Eleanor and Elizabeth (Schemm) gave their parents' home and the five acres to the Farmington area. Luman W. Goodenough and David Gray: The Story Behind the Community Center, Visitor Center and Heritage Park 1969 Ibid June 18, 1982 Eleanor Goodenough Spicer died at her home while tending her garden, and in honor of his mother's life long wish that the property never be developed, her son, Nicholas Goodenough Spicer, made arrangements with the City of Farmington Hills for the purchase of her entire 211 acre farm, home and barns Ibid 1996 The Gray-Spicer House, Barn and Table were placed on the Michigan State Register of Historic Places. in the Spicer House HERITAGE OAKS PARK Supplement to the Park Action Plan, Capital Improvement Plan, and Park Operations and Maintenance Plan between the Oakland County Parks and Recreation Commission and the City of Farmington Hills DRAFT — March 2026 Capital Investment Commitment Supersession of Prior Commitment The capital investment commitment of $2,500,000 referenced in the Park Action Plan and Capital Improvement Plan is superseded in its entirety by the commitment set forth below. Ten-Year Capital Investment Framework Subject to approval by the Oakland County Parks and Recreation Commission, OCP commits to a minimum of $5,000,000 in capital improvement expenditures at Heritage Oaks Park over the first five-year period of the agreement term with an additional $5,000,000 forecasted for years 5- 10 of the agreement term. Projects shall prioritize: • Correction of deferred maintenance • Structural and life-safety remediation • ADA compliance gaps • Critical infrastructure stabilization, including splash pad systems necessary to maintain uninterrupted seasonal service Facility Assessment and Capital Sequencing Facility Condition Baseline A Preliminary Facility Assessment prepared by JFR Architects in February 2026 is incorporated as Exhibit C. The assessment identifies: • A minimum of ten years of deferred maintenance across multiple buildings • Structural deficiencies requiring remediation prior to change of occupancy • ADA compliance gaps across most facilities • Structural concerns at the Spicer House • Structural movement at the Heritage and History Center • Aging mechanical, electrical, and interior systems in the Nature Center and Day Camp building These findings establish the baseline for capital planning and sequencing. Splash Pad Infrastructure The assessment and subsequent inspection confirm deterioration in splash pad infrastructure components. Immediate corrective work may be required to prevent interruption of seasonal service. OCP may prioritize splash pad stabilization within the first phase of improvements to ensure continued summer operations. Historic Structures No capital scope for the Spicer House or Heritage and History Center shall be finalized without: • Completion of final structural review • Defined scope development • Cost analysis • Mutual review consistent with the Interlocal Agreement Nothing in this Agreement binds OCP to a specific rehabilitation configuration or programming use prior to completion of that process. Operations and Asset Transfer Equipment and Non-Fixed Assets Transfer of non-fixed assets shall occur through a joint inventory process. Criteria for transfer, condition standards, and timing shall be mutually established. Neither party shall unilaterally determine scope. Deer Management The City retains authority over deer management policy and coordination with regulatory agencies. OCP will cooperate operationally. Shelter Reservations The City retains authority to reserve picnic shelters and retain associated reservation revenue consistent with prior practice. Joint revenue matters shall follow the principles outlined in the Park Operations and Maintenance Plan. Resident Pricing and Registration Farmington Hills and Farmington residents qualify as Oakland County residents and shall receive standard resident pricing systemwide. Priority registration for programs transitioned from City operations shall continue for Farmington Hills and Farmington residents. New OCP programs shall follow standard OCP registration policy. Identity and System Integration Heritage Oaks Park remains owned by the City of Farmington Hills and operated by OCP pursuant to the Interlocal Agreement. OCP shall steward the park in a manner that respects its established identity while integrating the park into the broader Oakland County Parks system consistent with countywide access, investment standards, and operational practices. Permanent renaming of the park or its principal facilities requires City Council approval consistent with the Interlocal Agreement. System-wide wayfinding, digital integration, interpretive standards, and operational branding may be implemented provided the park name and ownership acknowledgment remain intact. Accountability and Reporting Annual Stewardship Report Beginning in 2027, the OCP Director or designee shall present an annual public stewardship report to Farmington Hills City Council addressing: • Capital expenditures and milestone progress • Programming and attendance metrics • Maintenance and deferred maintenance status • Natural resource stewardship • Community liaison feedback • Upcoming priorities Capital Milestones If capital expenditure project expenditures and completion goals are unmet: • OCP shall provide written explanation within 60 days • The City may request a joint informational session between City Council and the OCP Commission JFR A R C H I T E C T S , P C 33668 BARTOLA DRIVE STERLING HEIGHTS MICHIGAN, 48312 586-436-0187 ARCHITECTURE * ENGINEERING * PLANNING * INTERIOR DESIGN February 2026 Julie O’Brien Project Manager Parks Development & Engineering Oakland County Parks 2800 Watkins Lake Road Waterford, MI 48328 RE: PRELIMINARY Executive Summary Heritage Park, Farmington Hills Dear Julie, As we are currently completing our field investigations and site work analysis, we can provide the following “PRELIMINARY” executive summary of our findings. (Note we will be continuing additional site visit into the beginning of March and after that time be preparing our final facility assessment report.) In general, all 7 buildings we visited inside and out appear to be in fair operating conditions and typically show signs of “deferred” maintenance for a minimum of 10 years. Work Scope items which should have been addressed in mid-2015 appear to be in many instances delayed and are currently in need of attention. In addition to the typical maintenance items noted, there are a few areas of concern which will need to be addressed before these facilities can be repurposed and occupancy for new programming. Note, as many of these items are minor in nature there are numerous locations / projects which need attention which can add to a larger scope of work to be planned for in future capital improvement planning. Along with the repairs and corrections of the concerning items, these project work scope may expand to the level of requiring other improvements to become code compliant, much of this will need to be determined as programming is finalized and full work scopes and CIP budgets are planned. The other aspects that we frequently observed in all 7 buildings we visited were that existing accommodation may not be completely compliant with or accessible in consideration of the current Michigan Building Codes and ICC Barrier Fee Accessibility Codes. While these spaces may have been code compliant when last renovated 25 – 30 years ago and do not necessary required to be upgrade to current codes standards today, the change of occupancy or use group of these spaces or scope of renovations to the building may likely required several areas of the improvement to current code standards. Should you have any immediate questions are require clarifications to our “PRELIMINAYRY” Executive summary, please feel free to call. Sincerely Yours, James F. Renaud AIA, NCARB JFR A R C H I T E C T S , P C 33668 BARTOLA DRIVE STERLING HEIGHTS MICHIGAN, 48312 586-436-0187 ARCHITECTURE * ENGINEERING * PLANNING * INTERIOR DESIGN Executive Summary 1. Nature Center / Day Camp Building • The building was constructed in 1992 and renovated in 2002, which is over 25-year- old and many of the interior spaces and finish shows signs of 25-year-old conditions which are approaching the limit of life expectancy. • Exterior building conditions have weathered and are in greater need of completing larger scale “deferred maintenance” projects and planning. • None of the interior space appears to be ADA compliant, when original constructed in the 1990 the barrier free understanding was in its infancy and not well understood. Today’s standards are now more defined and common / expected in public building facilities. • Other issues on the interior and exterior are generally identified as typical maintenance items which will need to be addressed and planned on yearly basis. • Electrical panel appears to be bolted to tree bark and are not accessible, not sure why, but this should be considering a priority. • General exit lighting / egress signs and arc flash ratings are acceptable for when it was constructed but if renovations occur many items will be required to bring up to current codes. • General HVAC equipment is working and towards the end of its life cycle, fresh air and ventilation will be required to be improved in any future work. 2. Spicer House • The building is 100 years old and last major renovation was over 40 years ago. Although the age being 100 years the materials and craftsmanship have withstood the test of time and are generally in good condition. • The largest notice issued in this building is the structural condition in the lower-level basement that has been shored up the floor above and temporarily supported with jacks and beams. This is a concerning condition that will require significant improvement before the main floor spaces can be used for group gatherings and assembly spaces. The structural loading of the first floor is not adequate and will need improvement. • The interior space, restrooms and corridors are not ADA compliant and will need improvement. • Other issues on the interior and exterior are generally identified as typical maintenance items which will need to be addressed and planned on yearly basis. • Exit signs and egress light need to be expanded for this building for assembly occupancy. • Existing fused electrical panels are operational but are not expandable or repairable and will need to be replaced with new work scopes in the building. • New boilers have been replaced but fresh air and ventilation does not appear to be meeting current code requirements. JFR A R C H I T E C T S , P C 33668 BARTOLA DRIVE STERLING HEIGHTS MICHIGAN, 48312 586-436-0187 ARCHITECTURE * ENGINEERING * PLANNING * INTERIOR DESIGN 3. Stables and Art Studio • The stables are typical horse stables that are being displayed and used as educational spaces. (This is very similar to the lower level of the Ellis Barn at Springfield Oaks and will require many of the same improvements that were completed in space over the past 10 years to meet future similar programming by OCPR) • The Art studio has been recently renovated and constructed in what appears to be a space used by community groups and day campers. In general, the interiors are adequate. • The Restroom in this facility is ADA accessible, although the entry doors and garage doors may require some minor accessibility improvements. • Other issues on the interior and exterior are generally identified as typical maintenance items which will need to be addressed and planned on yearly basis. • Exist signs and egress lighting and arc flash rating on GFCU outlets are not in place and likely require to be updated with any new projects. • HVAC does not include any ventilation; this is heating only facility. 4. Heritage History Center • This building (an old house) appears to be not in use and has only one notice improvement for the front steps railing. In general, this building does not appear to have been used by staff or the public in many years and is showing signs of deterioration. • There is a new boiler in the basement and the water is running; the Second floor is closed off and used as storage. • The first floor appears to be set up as an exhibition space. • The greatest concern in this building is the area around the upper East stairs; the walls are floor appears to be shifting and moving. This indicated structural concern and will be required considerable amount of improvements. • Other issues on the interior and exterior are generally identified as typical maintenance items which will need to be addressed and planned on yearly basis. • The electricity in this house needs to be replaced, the panel is not large enough, not emergency lighting or existing signs and outlets are non-code compliant. • The boiler is new for the heating in the house but appears to be heat only now ventilation. • This is similar to the “Stabler Farm House” park for Washtenaw County Parks which was an old farm house being repurposed into a conference / retreat center for the County, depending on the use and occupancy proposed for the Heritage House there could be a great deal of unknown improvement required for change in occupancy. 5. Spicer Barn • The barn is used as a storage facility on the lower level and mostly on the upper level. • Parts of the upper-level barn appear to be used for “Christmas sleight photos.” • This space is not really code complaint for any use other storage. If the brand is intended to be rented out similar toe Ellis barn at Springfield Oaks, a great deal of improvements will be required. • A robust general maintenance on a yearly basis should be planed at the barn structure to keep it from failing and falling apart. JFR A R C H I T E C T S , P C 33668 BARTOLA DRIVE STERLING HEIGHTS MICHIGAN, 48312 586-436-0187 ARCHITECTURE * ENGINEERING * PLANNING * INTERIOR DESIGN 6. Splash Pad Restroom • This building was constructed in 2000 and generally is used and operated all year around. • The restrooms are not ADA complaint to today’s standards and could be challenged to be improved to current standards due to their adjacent location to the new splash pad facility. • The mechanical and electrical are original to the building and are likely meeting its end-of-life cycle. • Other issues on the interior and exterior are generally identified as typical maintenance items which will need to be addressed and planned on yearly basis. 7. Splash Pad Concessions Building • This building was constructed in 2011 and was build simairl to a outdoor storage shed / garage. • The building is only used for selling snacks during operation of the splash pad and has limited use. • The entry door jamb and threshold are not ADA and would prevent any employees with mobility issues to entry the building. • Other issues on the interior and exterior are generally identified as typical maintenance items which will need to be addressed and planned on yearly basis. • There are no exit signs or emergency lighting in the building. • There is now HVAC in the building. Oakland County Parks and Recreation Commission Agenda Item Memo Agenda #: 4 Department: Administration From: Chris Ward, Director Subject: Interlocal Partnership Agreements with Bloomfield Hills School District – Johnson Nature Center and Bowers Farm RECOMMENDED MOTION Move to: 1.Approve the Interlocal Agreement with Bloomfield Hills Schools for Johnson Nature Center and authorize the Director to finalize the terms of the agreement, subject to review and approval by Corporation Counsel. 2.Approve the Interlocal Agreement with Bloomfield Hills Schools for Bowers Farm and authorize the Director to finalize the terms of the agreement, subject to review and approval by Corporation Counsel. INTRODUCTION AND HISTORY In October 2025, Oakland County Parks partnered with Bloomfield Hills Schools to conduct public engagement regarding the future of Bowers Farm and Johnson Nature Center. Nearly 750 residents participated, including 646 online and 80 in person. The response was clear: these are valued community assets, and residents support a long-term partnership that preserves and expands public access. On November 24, 2025, the Bloomfield Hills Schools Board of Education unanimously authorized the Superintendent to enter formal negotiations with Oakland County Parks. Bloomfield Township elected leadership and several local organizations have also expressed support. The agreements before you today are the result of those negotiations. THE SITES Johnson Nature Center Johnson Nature Center is a 43-acre environmental education facility in Bloomfield Township. The site includes a four-acre pond, a Rouge River tributary, and more than two miles of trails through diverse habitats. A visitor center houses science labs used for curriculum-aligned environmental education programs. Programming includes maple sugaring in a working sugar bush, wildlife observation including resident deer and raptors in educational enclosures, and field trips serving students pre-K through 5th grade from Bloomfield Hills and surrounding school districts. Historic features such as the rustic log cabin and sugar shack support heritage-style interpretation, while outdoor discovery classrooms promote hands-on environmental learning. Bowers Farm Bowers Farm is a 96-acre working educational farm, also located in Bloomfield Township. RETURN TO AGENDA The farm includes livestock operations with sheep, horses, goats, poultry, and llama; agricultural production areas; a farm kitchen and market selling Bowers-grown produce; 75 community gardens; and 21 curated botanical gardens maintained by the Oakland County Master Gardener Society. The site is also home to two historic structures relocated and restored by Preservation Bloomfield: • The 1834 Craig Log Cabin • The 1845 Barton Farmhouse These pre-Civil War buildings represent some of the oldest surviving examples of pioneer architecture in Oakland County. Signature events draw regional audiences throughout the year. Winter Park and Glow Tubing has become one of the county’s most popular winter attractions. The Fall Festival includes a 1.3-mile corn maze, pumpkin patch, wagon rides, and live music. Farm After Five hosts evening events featuring local craft beverages, while strolling dinners and fairy-house building programs attract families and adults alike. The farm also hosts an active 4-H Club and serves as a partner site with MSU Extension. Both sites benefit from active volunteer support organizations - Friends of Bowers Farm and Friends of Johnson Nature Center - that assist with programming, fundraising, and community engagement. These organizations would continue as partners under Oakland County Parks operations. The sites sit within the population-dense central corridor of Oakland County, with direct access from Telegraph Road, Woodward Avenue, and Square Lake Road, and visibility from I-75. This level of roadway connectivity is rare among nature-based assets. WHY THESE SITES WORK AS PARKS They already function as regional destinations Event attendance and public engagement confirm that visitors already travel from across the county to these sites, even under the school district’s limited public access model. We are not attempting to create demand, we are responding to demand that already exists. The infrastructure is already in place Both sites contain the core components of successful park destinations: a nature center, a working educational farm, event programming, and year-round attractions such as Winter Park. These assets were built by the school district but align naturally with park system operations. Educational and park missions reinforce each other Environmental education, agricultural learning, outdoor recreation, and stewardship are complementary uses. A student visiting on a field trip and a family visiting on a weekend are seeking many of the same experiences. Location significantly expands access Unlike many nature-based destinations that require travel to rural areas, these sites sit within the central population corridor of Oakland County, near Pontiac and major transportation routes. This proximity lowers barriers to access for communities historically underrepresented in outdoor recreation and supports Mission 26’s goal of expanding outdoor learning and stewardship opportunities. The constraint is operational, not physical Bloomfield Hills Schools has developed high-quality facilities but cannot expand public access because operating public parks is outside its mission. Transferring operations to a park agency unlocks the capacity that already exists at these sites. WHAT THE COMMISSION WOULD BE APPROVING Two 30-year operating agreements, structured on the shared stewardship partnership model utilized for Pontiac Oaks, Oak Park Woods, Ambassador Park, Southfield Oaks, Clinton River Oaks and Heritage Oaks: • Ownership remains with Bloomfield Hills Schools. • Operations transfer to Oakland County Parks, including staffing authority and day-to-day management responsibility. • Capital commitment from Bloomfield Hills Schools: $1.5 million toward stabilization of existing conditions at Bowers Farm prior to OCP assuming operations. • Capital commitment from Oakland County Parks: Not less than $1.5 million toward public access and recreation improvements across both sites, to be expended within two years of full transition. • Educational access for Bloomfield Hills students preserved, but structured to prevent exclusivity that would displace countywide public use. • Transition timing: o Legal and fiscal transition July 1, 2026 o Full operational transition October 1, 2026 • Planning review cycles: o Park Action Plan every five years o Capital Improvement Plan every four years with defined partner review periods WHY TWO SEPARATE AGREEMENTS Johnson Nature Center represents a relatively straightforward operational transition comparable to other nature center facilities in the park system. Bowers Farm is more complex. It includes livestock operations, agricultural production, a farm market, and more intensive interaction between school programming and public use. As a result, the Bowers agreement contains a more detailed operational transition framework. Presenting the agreements separately allows the Commission to evaluate each site independently while maintaining a clear approval record. RISK AND HOW IT IS ADDRESSED Deferred maintenance The school district’s $1.5 million stabilization commitment addresses existing-condition issues before Oakland County Parks assumes operations. Operational complexity at Bowers The agreement provides Oakland County Parks with clear staffing authority and separates school- code areas from public park operations. Animal care protocols and agricultural operations will be supported through partnership with MSU Extension. Dual-use conflicts Educational priority access is structured to protect countywide public use. Bloomfield Hills Schools remains responsible for facilities dedicated solely to school-code programming. Environmental liability Pre-existing environmental liability remains with the school district, consistent with the Heritage Oaks partnership model. Long-term commitment The thirty-year term provides stability for both parties while including defined review cycles and governance protocols. STRATEGIC VALUE This partnership expands Oakland County Parks’ presence into the population-dense central corridor of Oakland County, an area currently underserved by the county park system. It brings two established and highly visible public assets into the system without land acquisition, while the school district contributes $3 million toward site stabilization. Johnson Nature Center and Bowers Farm align directly with the Discovery Gateway strategy under Mission 26. Together they deliver agricultural education, environmental learning, wildlife interpretation, heritage programming, and family-oriented events at a scale not currently replicated elsewhere in the Oakland County Parks system. Under park system operations, these sites can expand public access, strengthen programming, and connect more residents to the countywide parks network. Opportunities of this scale, location, and demonstrated public support are rare in county parks work and represent a meaningful expansion opportunity for the Oakland County Parks system. RECOMMENDATION The proposed agreements largely reflect the structure and terms of prior Oakland County Parks partnership agreements. However, legal counsel for both parties continues to address several property-specific complexities unique to these sites. As of the packet release date, final agreement language is still being finalized. Given the transition timeline, staff requests that the Parks Commission authorize advancement of the draft agreements to the Oakland County Board of Commissioners for consideration, and delegate authority to the Director, in coordination with Corporation Counsel, to finalize remaining agreement details. I recommend approval of two interlocal partnership agreements with Bloomfield Hills Schools: • Johnson Nature Center • Bowers Farm The agreements are presented as separate, consecutive action items. ATTACHMENTS 1. Interlocal Agreement with Bloomfield Hills Schools for Johnson Nature Center 2. Interlocal Agreement with Bloomfield Hills Schools for Bowers Farm Page 1 of 16 JOHNSON NATURE CENTER INTERLOCAL AGREEMENT (REVISED 03/10/26) INTERLOCAL AGREEMENT BETWEEN THE COUNTY OF OAKLAND AND BLOOMFIELD HILLS SCHOOLS FOR JOHNSON NATURE CENTER This Agreement (the "Agreement") is made between the County of Oakland, a Constitutional and Municipal Corporation, located at 1200 North Telegraph, Pontiac, Michigan 48341 ("County"), by, through, and administered by its statutory agent the Oakland County Parks and Recreation Commission (“OCPRC”) and Bloomfield Hills Schools, a Michigan general powers school district, located at 7273 Wing Lake Road, Bloomfield Hills, Michigan 48301 (“BHS”). County/OCPRC and BHS may each be referred to herein individually as a “Party” and jointly as the "Parties". INTRODUCTION AND PURPOSE OF AGREEMENT. A. BHS is the owner of approximately 43.4 acres of real property, commonly known as E.L. Johnson Nature Center, with Parcel Identification Numbers of 19-09-301-051, 19-09-301- 050, and as more particularly described in the attached Exhibit A. B. The Parties desire to have OCPRC operate, manage, plan for, and maintain the Premises as a County Park, for conservation purposes and for public recreation purposes, including, but not limited to, public recreation activities, pathways, trails, and a parking lot for such purposes. C. To effectuate this desire, the County and BHS enter into this Agreement, pursuant to Michigan law, to delineate the duties and responsibilities of the Parties with respect to operation, management, planning, and maintenance of the Premises as a County Park. The Parties agree to the following terms and conditions: 1. DEFINITIONS. The following words and expressions used throughout this Agreement, whether used in the singular or plural, shall be defined, read, and interpreted as follows: 1.1. Agreement means the terms and conditions of this Agreement, and Exhibits attached hereto, and any other mutually agreed to written and executed modification, amendment, addendum, or exhibit approved in accordance with Section 2. 1.2. Bloomfield Hills Schools (“BHS”) means BHS, a Michigan general powers school district, its Board of Education, Board members, administrators, employees, agents, contractors, subcontractors, volunteers, and/or any such persons’ successors. 1.3. Bloomfield Hills Schools Employee means any BHS administrator, employee, agent, contractor, subcontractor, and/or any such person’s successors or predecessors (whether such persons act or acted in their personal, representative, or official capacities). "BHS Employee" shall also include any person who was a BHS Employee at any time during the Initial Term, or Renewal Term, of this Agreement but, for any reason, is no longer employed, appointed, or elected in that capacity. 1.4. Capital Improvement Project means a project that: (1) costs thirty thousand dollars ($30,000.00) or more; and (2) extends the life cycle of an existing facility or asset on the Premises; replaces, renovates, or remodels an existing facility or asset on the Premises; or adds a new facility or asset on the Premises. Page 2 of 16 JOHNSON NATURE CENTER INTERLOCAL AGREEMENT (REVISED 03/10/26) 1.5. Claims means any alleged losses, claims, complaints, demands for relief or damages, lawsuits, causes of action, proceedings, judgments, deficiencies, liabilities, injuries, penalties, litigation, costs, and expenses, including, but not limited to, reimbursement for attorney fees, witness fees, court costs, investigation expenses, litigation expenses, amounts paid in settlement, and/or other amounts or liabilities of any kind which are incurred by or asserted against a Party, or for which a Party may become legally and/or contractually obligated to pay or defend against, whether based upon any alleged violation of the federal or the state constitution, any federal or state statute, rule, regulation, or any alleged violation of federal or state common law. 1.6. County means Oakland County, a Municipal and Constitutional Corporation, including, but not limited to, all of its departments, divisions, the County Board of Commissioners, elected and appointed officials, directors, board members, council members, commissioners, authorities, committees, employees, agents, volunteers, and/or any such persons’ successors. The County and OCPRC may be used interchangeably throughout this Agreement to mean either or both. 1.7. County Employee means any County employee, officer, manager, volunteer, attorney, contractor, subcontractor, and/or any such person’s successors or predecessors (whether such persons act or acted in their personal, representative, or official capacities). "County Employee" shall also include any person who was a County Employee at any time during the Initial Term, or Renewal Term, of this Agreement but, for any reason, is no longer employed, appointed, or elected in that capacity. 1.8. Day means any calendar day beginning at 12:00 a.m. and ending at 11:59 p.m. 1.9. Effective Date. the date the last Party signs this Agreement. 1.10. Exhibits means the following documents, which this Agreement includes and incorporates herein by reference: 1.10.1. Exhibit A: describes and depicts the Premises. 1.10.2. Exhibit B: Preliminary Park Use and Improvement Framework. 1.11. OCPRC means the Oakland County Parks and Recreation Commission, as established by resolution of the Oakland County Board of Commissioners pursuant to Public Act 261 of 1965, MCL 46.351, et seq., which is a statutory agent of the County. 1.12. Park means the park, with the name set forth in Section 2.6, located on the Premises, which is owned by BHS and operated, maintained and managed by the County as a County Park pursuant to the terms and conditions of this Agreement, as described in Section 4.18 below. 1.13. Park Fees and Charges means the following fees and charges: (1) equipment/facility rental fees; (2) event program fees; (3) sponsorship of events/programs by third parties; and (4) and all other fees and charges charged and collected by OCPRC associated with the use of the Park or the Premises. 1.14. Park Revenue means the monies generated from the Park Fees and Charges received by OCPRC and grants, gifts, and donations received by OCPRC or by BHS for the Park or Premises. 1.15. Premises means the real property including any buildings and improvements that are described and depicted in Exhibit A. 1.16. Transition Period means a period of time commencing on the Effective Date and ending Page 3 of 16 JOHNSON NATURE CENTER INTERLOCAL AGREEMENT (REVISED 03/10/26) on June 30, 2026. Prior to June 30, 2026, the BHS Representative and OCPRC Representative (as defined in Section 4.1) may mutually agree to change the end date of the Transition Period, but in no event shall the Transition Period extend beyond September 30, 2026. 2. AGREEMENT TERM/ REAL PROPERTY DESCRIPTION & TERMINATION. 2.1. Agreement Term. This Agreement shall commence on the Effective Date and terminate thirty (30) years from the Effective Date of this Agreement (“Initial Term”). Prior to the expiration of the Initial Term, the Parties may mutually agree to renew this Agreement for up to thirty (30) years, upon mutual written agreement of the Parties (“Renewal Term”). The terms and conditions contained in this Agreement shall not change during the Renewal Term, unless mutually agreed to in writing by the Parties. The approval and terms of this Agreement and any amendments shall be entered in the official minutes of the governing bodies of each Party. An executed copy of this Agreement and any amendments shall be filed by the County Clerk with the Secretary of State. 2.2. Agreement Amendments. All amendments or modifications to this Agreement shall be in writing and approved by both Parties and filed as set forth in Section 2.1. 2.3. Real Property Subject to Agreement. BHS grants to the County use of the Premises for the purposes and according to the terms and conditions set forth herein. 2.4. Use of Premises. On the date the Transition Period ends, OCPRC shall have care, control, and use of the Premises to operate, manage, plan, maintain, and improve the Premises for public recreation activities as a County Park, or as further described and delineated herein, and to provide other recreation activities mutually agreed upon in writing by the Parties. OCPRC shall obtain BHS’ prior written consent to use the Premises for any purpose not described herein, and such approved use does not require a written amendment to this Agreement. 2.5. Fee for Use of Premises. The County shall not pay a monetary fee to BHS for the use of the Premises pursuant to this Agreement. The Parties acknowledge that the services provided by the County during this Initial Term and Renewal Term of this Agreement are adequate consideration for this Agreement. 2.6. Designation of Park & Name of Park. During this Agreement, the Park shall be designated as a County Park and named: “Bloomfield Oaks” with the nature center located thereon named the “E.L. Johnson Nature Center.” 2.7. Termination/Expiration. 2.7.1. Termination by BHS. BHS may terminate this Agreement, at any time, if OCPRC is notified in writing at least one hundred eighty (180) days prior to the effective date of termination and any one of the following occur: (1) the Premises is no longer being used for the purposes identified in this Agreement; (2) OCPRC provided BHS with information at any time during the Initial Term or Renewal Term of this Agreement that was false or fraudulent; or (3) OCPRC fails to perform any of its obligations under this Agreement, and such failure is not cured or attempted to be cured within thirty (30) calendar days after written notice of default to OCPRC. 2.7.1.1. Termination by BHS in Absence of Default/Breach. If BHS Page 4 of 16 JOHNSON NATURE CENTER INTERLOCAL AGREEMENT (REVISED 03/10/26) terminates this Agreement, in absence of default or breach by OCPRC, then BHS shall reimburse OCPRC the amount of the non-depreciated value of Capital Improvement Projects to the Park, paid for by OCPRC, on the date of the termination notice, or such other period as agreed to by the Parties in writing. 2.7.1.2. Termination by BHS for Default/Breach. If BHS terminates this Agreement for default or breach by OCPRC, then BHS does not have to reimburse OCPRC the non-depreciated value of Capital Improvement Projects to the Park paid for by OCPRC. 2.7.2. Termination by OCPRC. OCPRC may terminate this Agreement, at any time, if BHS is notified in writing at least one hundred eighty (180) days prior to the effective date of termination and any one of the following occur: (1) the Premises are no longer being used for the purposes identified in this Agreement; (2) BHS provided OCPRC with information, at any time during the Initial Term or Renewal Term of this Agreement, that was false or fraudulent; (3) BHS fails to perform any of its obligations under this Agreement, and such failure is not cured within thirty (30) calendar days after written notice of default to BHS. 2.7.2.1. Termination by OCPRC in Absence of Default/Breach. If OCPRC terminates this Agreement in absence of default or breach by BHS, then BHS does not have to reimburse OCPRC the non-depreciated value of Capital Improvement Projects to the Park paid for by OCPRC. 2.7.2.2. Termination by OCPRC for Default/Breach. If OCPRC terminates this Agreement for default or breach of BHS, then BHS shall reimburse OCPRC the amount of the non-depreciated value of Capital Improvement Projects to the Park, paid for by OCPRC, before the date of the termination notice, or such other period as agreed to by the Parties in writing. 2.7.3. Disposition of Personal Property Upon Expiration/Termination of Agreement. Upon expiration or termination of this Agreement, for any reason, each Party shall retain ownership of personal property purchased by them, unless the Parties otherwise agree in writing. “Personal property” does not include buildings or fixtures attached to the Premises. 2.7.4. Condition of Park Upon Expiration/Termination of Agreement. Upon the expiration or termination of this Agreement, OCPRC shall cease all Park use, planning, management, maintenance, and operation, and surrender the Premises to BHS and cooperatively work with BHS to transfer management and operation of the Premises to BHS. 2.7.5. Payment for Non-Depreciated Capital Improvement Projects Upon Agreement Expiration. If this Agreement is not renewed at the end of the Initial Term for the Renewal Term, then BHS shall reimburse OCPRC the amount of the non-depreciated value of Capital Improvement Projects to the Park, paid for by OCPRC, before the date this Agreement expires, or such other period as agreed to by the Parties in writing. Upon the expiration of the Renewal Term, BHS shall not reimburse OCPRC the amount of the non-depreciated value of Capital Improvement Projects to the Park, paid for by OCPRC. Page 5 of 16 JOHNSON NATURE CENTER INTERLOCAL AGREEMENT (REVISED 03/10/26) 3. TRANSITION PERIOD. 3.1. Transition Period. This Agreement includes a Transition Period. During the Transition Period, the Parties shall work cooperatively to facilitate the transfer of Park planning, management, maintenance, and operations to OCPRC. Notwithstanding any other provision, either Party may terminate this Agreement, without liability, prior to the end of the Transition Period, if they are not satisfied with the plans for the transfer, planning, management, maintenance, and operations of the Park. No Capital Improvement Projects may commence during this Transition Period. 3.2. Park Information. 3.2.1. Grants & Endowments. Within thirty (30) days of the Effective Date, BHS shall provide OCPRC copies of any grant agreements, endowment agreements, or other agreements, if any, that impose restrictions and conditions upon the Premises and its use. 3.2.2 Agreements between BHS and Third Parties. Within thirty (30) days of the Effective Date, BHS shall provide OCPRC with copies of all third-party agreements relating to the use, management, maintenance, or operation of the Premises, if any. OCPRC is not under any obligation to assume any third-party agreements relating to the management or operation of the Premises. 3.3. Rights and Obligations During the Transition Period. 3.3.1. Park Operation and Maintenance During Transition Period. During the Transition Period, BHS shall be responsible to operate, repair, and maintain the Premises and pay all costs associated therewith, including utilities (water, sewer/sanitary, electric, and gas). 3.3.2. County Right to Access and Perform Work on the Premises. During the Transition Period, the County may access the Premises to plan for maintenance, restoration, repairs, security and improvements to the Premises and only provide programming, mutually agreed to by the BHS Representative and OCPRC Representative in writing. 3.3.3. Premises Inspections. During the Transition Period, the County shall inspect the infrastructure and conditions of the Park/Premises and the title for the Premises, including but not limited to, the condition of utilities and their connections, parking lots, trees, buildings, restrooms, pavilions, playground equipment, trails and pathways, and any other structures or buildings located on the Premises. The inspection shall be codified in a written document to illustrate the condition of the Premises at the end of the Transition Period and provided to BHS. Any damage to the Premises due to such inspections, shall be repaired by the County and the Premises shall be fully restored to a condition that existed prior to such inspections. Additionally, any changes to this Agreement that are required based upon the County’s inspection of the Park/Premises, including any restrictions or encumbrances relating to title, shall be reflected in an amendment to this Agreement which shall be mutually agreed upon and entered into by the BHS Representative and the OCPRC Representative to reflect the same prior to the expiration of the Transition Period. Page 6 of 16 JOHNSON NATURE CENTER INTERLOCAL AGREEMENT (REVISED 03/10/26) 3.3.4. Preliminary Park Use and Improvement Framework. The Preliminary Park Use and Improvement Framework, Exhibit B, sets forth the use and improvement plan for the Transition Period and shall form the basis of the Park Action Plan described in Section 4.7. 3.3.5. Park Planning. During the Transition Period, the County shall: (1) assume primary responsibility for Park planning consistent with the Preliminary Park Use and Improvement Framework; (2) regularly consult with the BHS Representative about such planning; and (3) organize public/community engagement concerning the park development, and planning. The Parties acknowledge that OCPRC has conducted previous public/community engagement regarding this Park and the additional engagement required by this Section will build upon the previous public/community engagement. 3.3.6. Park Programming. During the Transition Period, OCPRC may organize and host recreation programs, events, volunteer activities, and other activities on the Premises upon mutual written agreement of the Parties. 3.4. Mutual Assistance Agreements. During the Transition Period and thereafter and until the Final Park Action Plan is mutually agreed to by the Parties, the BHS Representative and OCPRC Representative may enter into agreements, as needed, to provide additional services for the operation, repair, maintenance, and programming for the Park and to address the costs associated therewith. 3.5. Environmental Condition. 3.5.1. Environmental Assessments. During the Transition Period, OCPRC shall examine the Premises and perform a Phase I Environmental Site Assessment (ESA), at its sole cost, and may perform additional environmental assessments that OCPRC deems necessary, in its sole discretion and at its sole cost. 3.5.2. Copies of Environmental Assessments. OCPRC will provide BHS with a copy of the Phase I ESA and any other environmental assessments. OCPRC shall take possession of the Premises subject to such Phase I ESA and other environmental assessments performed pursuant to this Section. 3.5.3. Termination Related to Environmental Assessments. Notwithstanding any other provision, OCPRC or BHS may terminate this Agreement prior to the end of the Transition Period, if either Party is not satisfied with the condition of the Premises as evidenced by the Phase I ESA or other environmental assessments performed pursuant to this Section. 4. PARK GOVERNANCE & OPERATIONS. 4.1. Agreement Administration. BHS’ Superintendent or his successor or his written designee is BHS’ Agreement Administrator (hereinafter “the BHS Representative”). The OCPRC Director or their successor or their written designee is OCPRC’s Agreement Administrator (hereinafter “OCPRC Representative”). Each Party must notify the other Party of any changes to their written designees. 4.2. Disputes. All disputes arising under or relating to the interpretation, performance, or nonperformance of this Agreement involving or affecting the Parties shall first be submitted to the BHS Representative and the OCPRC Representative for possible resolution. If the BHS Representative and the OCPRC Representative cannot resolve the Page 7 of 16 JOHNSON NATURE CENTER INTERLOCAL AGREEMENT (REVISED 03/10/26) dispute, then the dispute shall be submitted to non-binding mediation, and both Parties shall share equally in the costs associated with mediation. If the Parties are unable to resolve the dispute through mediation, then either Party may seek any remedy available as permitted by law, in accordance with the governing law provisions under Section 7.10 of this Agreement. 4.3. Park Management and Operations. Except as otherwise provided by this Agreement, OCPRC shall manage and operate the Park in a manner consistent with other OCPRC Parks, OCPRC policies, the OCPRC 5-Year Parks and Recreation Master Plan (“OCPRC Master Plan”) the Park Action Plan described in Section 4.7, and any other plans and programs set forth and described herein. OCPRC shall manage, maintain, and operate the Park with OCPRC employees, volunteers, and contractors and subcontractors pursuant to the plans and programs set forth and described herein. 4.4. Park Improvement Projects. OCPRC shall be responsible to provide, perform and construct (either directly or through third parties) improvements for the Park. This responsibility and the costs associated therewith shall be addressed in the Park Action Plan set forth in Section 4.7, with the general understanding that OCPRC shall be responsible for the costs associated with such improvements, unless otherwise agreed to by BHS. Where applicable, all improvements and Capital Improvement Projects that are to be completed pursuant to this Agreement or as part of the Park Action Plan pursuant to Section 4.7 shall be done in a professional and workmanlike manner and in compliance with all applicable local, state, and federal laws, including, to the extent applicable, those laws pertaining to school building construction, being the Revised School Code, MCL 380.1 et seq., the School Building Construction Act, MCL 388.851 et seq., the Still- Derossett-Hale Single State Construction Code Act, MCL 125.1501 et seq., and the Michigan Building Code (collectively the “Construction Acts”). All Capital Improvement Projects constructed pursuant to the Park Action Plan shall become an integral part of the Premises, remain on the Premises at the expiration or termination of this Agreement, and shall be owned by the BHS. As such, BHS shall account for depreciation of any Capital Improvement Projects (if constructed) on BHS’ financial statements. No Capital Improvement Projects shall occur without the prior written approval of the BHS Representative, unless such Capital Improvement Project is included in the Park Action Plan created pursuant to Section 4.7. 4.5. Park Maintenance/Repairs. The responsibility for, provision of, and costs for Park maintenance and repairs shall be set forth in the Park Action Plan described in Section 4.7. Notwithstanding the foregoing, it is the Parties intent that OCPRC shall be responsible for the all costs associated with such maintenance and repairs, unless otherwise agreed to by BHS. 4.6. Park Utilities and Services. OCPRC shall be responsible to provide the utilities and services, it deems necessary for the operation of the Park. The provision of and costs for all utilities, including water, sewer/sanitary, electric, and gas, for the Park and Premises shall be the responsibility of BHS until the end of the Transition Period and shall be responsibility of OCPRC thereafter during the Initial Term or Renewal Term of this Agreement. The Parties may further delineate the responsibilities and costs applicable to the Park and Premises utilities in the Park Action Plan described in Section 4.7. Notwithstanding the foregoing, it is the Parties intent that OCPRC shall be responsible for all the costs associated with such utilities and services, unless otherwise agreed to by BHS Page 8 of 16 JOHNSON NATURE CENTER INTERLOCAL AGREEMENT (REVISED 03/10/26) in writing. However, OCPRC shall not authorize or approve any easements or other encumbrances to, on, or across the Park or the Premises. 4.7. Park Action Plan. 4.7.1. By May 1, 2026, OCPRC shall create a Preliminary Park Action Plan for the Park and by September 30, 2026, OCPRC shall create a Final Park Action Plan for the Park. The Preliminary Park Action Plan and the Final Park Action Plan shall be collectively referred to in this Agreement as “Park Action Plan.” The terms of this Agreement shall apply equally to the Preliminary Park Action Plan and the Final Park Action Plan. The OCPRC Representative and the BHS Representative may agree in writing to extend the deadline for the delivery of the Final Park Action Plan. 4.7.2. The Park Action Plan shall be based on Exhibit B, the Preliminary Park Use and Improvement Framework and created pursuant to OCPRC’s current policies and procedures. The Park Action Plan shall establish a structure to guide the stewardship, operation, and investment of the Park with the following intentions: 4.7.2.1. Guide operational and capital decisions during the first five years of implementation; 4.7.2.2. Align Park priorities with OCPRC system goals; 4.7.2.3. Provide continuity and transparency as planning, engagement, and investment activities happen; and 4.7.2.4. Ensure the Park is managed in a manner that is equitable, fiscally responsible, resilient, and sustainable over the long term. 4.7.3. The Park Action Plan will have two Attachments: (1) Attachment A, the Capital Improvement Plan (“CIP”) and (2) Attachment B the Park Operations and Management Plan (“POMP”). 4.7.4. The CIP shall establish a five (5) year framework to identify, evaluate, and prioritize potential capital investments at the Park. The CIP serves as a planning and evaluation tool, not a guarantee of implementation. Inclusion of an item in the CIP does not constitute project approval, funding authorization, or a commitment to proceed. The CIP will set forth a process for approvals, authorizations, and commitments to proceed. Inclusion of an item in the CIP constitutes BHS pre- approval for the project type to proceed when funding is available, without requiring additional BHS approval. The CIP may be amended as set forth in the Park Action Plan, but at least every four (4) years OCPRC shall create an updated CIP, which the BHS Representative shall have at least sixty (60) days to review and approve. If the BHS Representative does not approve the CIP, the improvement may not be made, unless otherwise agreed to by the Parties. The updated CIP, approved by the BHS Representative, shall replace the existing CIP and be incorporated into the Park Action Plan as Attachment A. 4.7.5. The POMP shall establish a framework for day-to-day Park operations, Park maintenance, Park staffing, Park programming, and Park coordination. The POMP may be amended as set forth in the Park Action Plan, but at least every five (5) years OCPRC shall create an updated POMP, which the BHS Representative shall have at least sixty (60) days to review and approve. If the BHS Representative does not approve the POMP, the change may not be made, unless otherwise agreed to by the Parties. The updated POMP, approved by the BHS Representative, shall Page 9 of 16 JOHNSON NATURE CENTER INTERLOCAL AGREEMENT (REVISED 03/10/26) replace the existing POMP and be incorporated into the Park Action Plan as Attachment B. 4.7.6. Once completed, OCPRC shall submit the Park Action Plan to the BHS Representative for comments and recommendations. The BHS Representative shall submit comments and recommendations to the OCPRC Representative within thirty (30) Days of receipt of the Park Action Plan. The OCPRC Representative shall review and consider the BHS Representative’s comments and recommendations and shall endeavor to address all comments and recommendations. The Park Action Plan shall not be approved or implemented by OCPRC without prior written approval by the BHS Representative. If the BHS Representative does not respond within the thirty (30) day period, then the BHS Representative is deemed to have approved the Park Action Plan. Every five (5) years OCPRC shall create an updated Park Action Plan, which the BHS Representative shall have at least sixty (60) days to review and comment on. 4.8. Notwithstanding any other provision in this Agreement, if the BHS Representative and OCPRC Representative cannot agree to a Preliminary Park Action Plan by the end of the Transition Period, then OCPRC or BHS may proceed under the Dispute Resolution Section of this Agreement, Section 4.2 or terminate this Agreement. No Capital Improvement Projects may commence during this Transition Period. 4.9. Volunteers and Employees. 4.9.1. OCPRC shall manage and operate the Park with OCPRC employees, volunteers, and contractors and subcontractors. 4.9.2. OCPRC may use volunteers at the Park in various capacities, including existing volunteers and volunteer groups. All volunteers providing volunteer service at the Park shall become part of OCPRC’s volunteer program. 4.9.3. OCPRC has no obligation to hire BHS employees to work at the Park, but OCPRC shall provide information to BHS employees, who currently work at the Premises, on how BHS employees may apply for OCPRC employment. 4.10. Personal Property and Equipment. At no cost to OCPRC, BHS shall transfer ownership of all personal property and equipment listed in the Final Park Action Plan. The Parties acknowledge that this Agreement and the Final Park Action Plan will operate as a bill of sale and that no further documents are required to effectuate the transfer of the personal property and equipment. The BHS Representative and the OCPRC Representative are authorized to sign any other documents needed to effectuate the transfer of the personal property and equipment. 4.11. Animals. At no cost to OCPRC, BHS shall transfer ownership of all animals listed in the Final Park Action Plan. The Parties acknowledge that this Agreement and the Final Park Action Plan will operate as a bill of sale and that no further documents are required to effectuate the transfer of the animals. The BHS Representative and the OCPRC Representative are authorized to sign any other documents needed to effectuate the transfer of the animals. 4.12. Park Access/Parking. OCPRC shall be responsible to determine how Park patrons will access the Park (ingress to and egress from the Park) and where patrons will park while using the Park. This responsibility and the costs associated therewith shall be addressed in the Park Action Plan with the general agreement that OCPRC shall be responsible for Page 10 of 16 JOHNSON NATURE CENTER INTERLOCAL AGREEMENT (REVISED 03/10/26) the costs associated with such parking, unless otherwise agreed to in writing by the BHS. In no event shall any resident of BHS or the County incur any fee or charge for entering the Park or Premises or for parking a vehicle in or on the Park or Premises. 4.13. Park Rules. During the Initial Term or Renewal Term of this Agreement, the Park and Premises shall be subject to OCPRC Rules and Regulations and OCPRC policies and procedures, except as otherwise provided by this Agreement. 4.14. Park Security. Security for the Park shall be provided by OCPRC at its sole expense. 4.15. Signs. OCPRC shall be responsible for and is permitted to erect signs to identify the Park and features/structures located therein and to erect other signs that are typical and/or necessary at a public park of this nature. OCPRC shall be required to comply with local ordinance requirements regarding the design and placement of any new signs. OCPRC shall be responsible for the cost of signs it erects. 4.16. Sponsorship of Events/Programs at Park by Third Parties. Without approval from the BHS, OCPRC may solicit or accept sponsorship of events/programs at the Park by third- parties, pursuant to OCPRC policies and procedures; provided that third-party sponsorships may not be associated with alcoholic beverages or drugs (legal or illegal) while school is in session on the Premises. Any sponsorship of events/programs shall be limited to those that would not be prohibited in BHS’ facilities or on BHS property (use or promotion of alcohol, drugs or other illegal activities, etc.). 4.17. Use of Park by Third Parties. Notwithstanding any other provision in this Agreement, OCPRC may license use of the Park to third parties for events or programs, without approval from and notification to BHS. OCPRC shall allow such use via written agreement with the third party, pursuant to OCPRC policies and procedures. To avoid scheduling conflicts at the Park, all third parties desiring to use the Park for events or programs shall schedule such use through OCPRC. The written agreement for use of the Park by third parties shall also include BHS as an indemnified party and an additional insured as well, if insurance is required. 4.18. Use of Park by BHS. 4.18.1. BHS Events or Programs. BHS may use the Park for education use or other BHS- sponsored events or programs at no cost, charge, or fee, if such use does not conflict with other scheduled events or programs. To avoid scheduling conflicts at the Park, BHS shall reserve use of the Park for its events or programs, through OCPRC. BHS shall be responsible for all costs associated with the setup, operation, and cleanup of such events or programs. Each Party shall promote activities planned by the other Party to take place in the Park in the same manner as they promote their own activities. 5. PARK FINANCES. 5.1. Establishment of Park Fees & Charges. OCPRC shall establish all Park Fees and Charges at the Park. The Park Fees and Charges shall be created, adopted, and implemented pursuant to OCPRC’s current policies and procedures as may be amended by OCPRC. Notwithstanding any other provision in this Agreement, at no time shall any BHS or Oakland County resident be charged a fee for entry into the Park or the Premises or for parking at the Park or on the Premises. 5.2. Park Revenue. Subject to applicable law, all Park Revenue shall be paid to OCPRC and Page 11 of 16 JOHNSON NATURE CENTER INTERLOCAL AGREEMENT (REVISED 03/10/26) shall be deemed OCPRC’s revenue, unless otherwise agreed by the Parties during the Transition Period and codified in the Park Action Plan. OCPRC shall record the monies of all Park Revenue according to generally accepted accounting principles and in a manner similar to how OCPRC records other revenue it collects and receives. 5.3. Annual Accounting and Audits. If requested by BHS, OCPRC shall provide BHS with an annual accounting of Park Revenue consistent with generally accepted accounting policies and procedures. BHS has the right to annually review and audit OCPRC’s records related to Park Revenue, upon written request to OCPRC. 5.4. Park Grants. The Parties shall use their best efforts to work together to secure grant funding for Park expansion, development, improvements, operation, and maintenance. OCPRC and BHS shall work together to apply for and manage grants related to the Park. Any improvements to the Park funded via grants secured by or through BHS shall not be subject to reimbursement under Section 2.7.1.1 upon expiration or termination of this Agreement. 6. ASSURANCES/LIABILITY/INSURANCE. 6.1. Title to Premises. BHS warrants that it has fee simple title to the Premises and both Parties acknowledge that each Party has the authority to enter into this Agreement. Each Party shall hold the other Party harmless (including payment of attorney fees) against any third-party Claim challenging that Party’s right to execute this Agreement or use of the Premises as set forth herein. 6.2. Liability for Claims. Except as otherwise provided herein, each Party shall be responsible for any Claims made against that Party by a third-party and for the acts or omissions of its respective BHS Employee or County Employee arising under or related to this Agreement. 6.3. Liability for Claims Prior to the Effective Date. To the extent permitted by law, BHS shall be solely responsible for and shall defend and hold harmless OCPRC (including payment of reasonable attorney fees) from any Claim that occurred prior to the Effective Date of this Agreement or that was incurred but not reported prior to the Effective Date of this Agreement. 6.4. Liability for Environmental Matters. Notwithstanding any other provision, OCPRC shall not be responsible to perform or pay for remediation or clean-up of any environmental contamination on or around the Premises, which existed on the Premises prior to the Effective Date and/or discovered by the Phase I ESA or any other environmental assessments performed pursuant to this Section 3, unless exacerbated by OCPRC during its inspections. OCPRC shall be responsible to perform or to pay for remediation or clean-up of any environmental contamination on or around the Premises, which is caused by OCPRC and, to the extent provided by law, is caused by any of its agents, employees, volunteers, officers, or officials, contractors, subcontractors or consultants, or invitees on the Premises. 6.5. Legal Representation. Except as provided herein, each Party shall seek its own legal representation and bear the costs associated with such representation, including judgments and attorney fees, for any Claim that may arise from the performance of this Agreement. 6.6. Responsibility for Costs/Fines/Fees. Each Party shall be solely responsible for all costs, fines and fees associated with any acts or omissions by its respective BHS Employee or County Page 12 of 16 JOHNSON NATURE CENTER INTERLOCAL AGREEMENT (REVISED 03/10/26) Employee arising under or related to this Agreement. 6.7. No Indemnification/Reimbursement. Except as otherwise provided for in this Agreement, neither Party shall have any right under this Agreement or under any other legal principle to be indemnified or reimbursed by the other Party or any of its agents in connection with any Claim. 6.8. Governmental Function/Reservation of Rights. Performance of this Agreement is a governmental function and government service. This Agreement does not, and is not intended to, impair, divest, delegate, or contravene any constitutional, statutory, and/or other legal right, privilege, power, obligation, duty, or immunity of the Parties. Nothing in this Agreement shall be construed as a waiver of governmental immunity. 6.9. Limitation of Liability. In no event shall either Party be liable to the other Party or any other person, for any consequential, incidental, direct, indirect, special, and punitive or other damages arising out of this Agreement. 6.10. Insurance. 6.10.1. Except for the insurance set forth in Section 6.10.2 and Section 6.10.3, this Agreement does not require either Party to obtain insurance to cover loss exposures associated with this Agreement and the Park. Each Party is solely responsible to determine whether it will obtain insurance, and in what amounts, to cover loss exposures associated with this Agreement and the Park. 6.10.2. If a Party purchases a special event insurance policy for use the Premises, for whatever reason, then the Party shall name the other Party and its boards, commissions, elected and appointed officers/officials, employees, and volunteers as “additional insureds” on such policy. 6.10.3. BHS, at its sole cost, shall obtain real property insurance or self-insurance for existing buildings and structures located on the Premises and for any future buildings and structures located on the Premises whether built by BHS or OCPRC. If a building or structure that is covered by BHS’ real property insurance is damaged or destroyed, OCPRC shall repair or replace the building or structure in a timely manner and the BHS shall reimburse OCPRC for all costs associated with the repair or replacement of such building or structure to the extent such repairs or replacement are covered by BHS insurance coverages. OCPRC shall invoice BHS for the costs of the repair or replacement and BHS shall pay such invoice within thirty (30) calendar days. However, OCPRC shall reimburse BHS for insurance premiums related to buildings and structures constructed on the Premises by OCPRC 6.11. Waste. Neither Party shall commit or allow to be committed any waste or nuisance on the Premises and will not use, or allow the Premises to be used, for any unlawful purpose. 6.12. Compliance with Laws. 6.12.1. The Parties shall comply with all applicable federal, state, or local laws, regulations, rules, and ordinances related to the operation, management, planning, maintenance, and improvement of the Premises and Park. OCPRC shall obtain any necessary permits regarding its use of the Premises. 6.12.2. OCPRC shall comply with all applicable grants and other agreements between BHS and another entity such as the State of Michigan, governing the operation of and restrictions upon the Premises, if OCPRC receives notice of such grants and other Page 13 of 16 JOHNSON NATURE CENTER INTERLOCAL AGREEMENT (REVISED 03/10/26) agreements from BHS. 6.12.3. The Parties acknowledges that any violations of the federal, state, or local regulations or convictions of any resource violations may be considered a default of this Agreement and the other Party may terminate this Agreement, as provided herein. 6.13. Authorization. The Parties have taken all actions and secured all approvals necessary to authorize and complete this Agreement. The persons signing this Agreement on behalf of each Party have legal authority to sign this Agreement and bind the Parties to the terms and conditions contained herein. 7. GENERAL TERMS AND CONDITIONS. 7.1. No Interest in Premises. Through this Agreement, OCPRC shall have no title interest in and/or to the Premises or any portion thereof and has not, does not, and will not claim any such title or any easement over the Premises. 7.2. Delegation or Assignment. Neither Party shall delegate or assign any obligations or rights under this Agreement without the prior written consent of the other Party. For purposes of this Section, consent for the County shall be given by the OCPRC Director or his/her successor and consent for BHS shall be given by the BHS Representative. 7.3. No Employee-Employer Relationship. Nothing in this Agreement shall be construed as creating an employer-employee relationship between County and BHS. 7.4. No Third Party Beneficiaries. Except as provided for the benefit of the Parties, this Agreement does not and is not intended to create any obligation, duty, promise, contractual right or benefit, right to indemnification, right to subrogation, and/or any other right in favor of any other person or entity. 7.5. No Implied Waiver. Absent a written waiver, no act, failure, or delay by a Party to pursue or enforce any rights or remedies under this Agreement shall constitute a waiver of those rights with regard to any existing or subsequent breach of this Agreement. No waiver of any term, condition, or provision of this Agreement, whether by conduct or otherwise, in one or more instances shall be deemed or construed as a continuing waiver of any term, condition, or provision of this Agreement. No waiver by either Party shall subsequently affect its right to require strict performance of this Agreement. 7.6. Severability. If a court of competent jurisdiction finds a term or condition of this Agreement to be illegal or invalid, then the term or condition shall be deemed severed from this Agreement. All other terms, conditions, and provisions of this Agreement shall remain in full force. 7.7. Captions. The section and subsection numbers, captions, and any index to such sections and subsections contained in this Agreement are intended for the convenience of the reader and are not intended to have any substantive meaning. The numbers, captions, and indexes shall not be interpreted or be considered as part of this Agreement. Any use of the singular or plural, any reference to gender, and any use of the nominative, objective or possessive case in this Agreement shall be deemed the appropriate plurality, gender or possession as the context requires. 7.8. Force Majeure. Notwithstanding any other term or provision of this Agreement, neither Party shall be liable to the other for any failure of performance hereunder if such failure is due to any cause beyond the reasonable control of that Party and that Party cannot reasonably accommodate or mitigate the effects of any such cause. Such cause shall include, without Page 14 of 16 JOHNSON NATURE CENTER INTERLOCAL AGREEMENT (REVISED 03/10/26) limitation, acts of God, floods, fire, explosion, vandalism, national emergencies, insurrections, riots, wars, strikes, lockouts, work stoppages, other labor difficulties, or any law, order, regulation, direction, action, or request of the United States government or of any other government. Reasonable notice shall be given to the affected Party of any such event. 7.9. Notices. Notices given under this Agreement shall be in writing and shall be personally delivered, sent by express delivery service, certified mail, or first class U.S. mail postage prepaid, and addressed to the person listed below. Notice will be deemed given on the date when one of the following first occur: (i) the date of actual receipt; (ii) the next business day when notice is sent express delivery service or personal delivery; or (iii) three days after mailing certified U.S. mail. 7.9.1. If Notice is sent to County, it shall be addressed and sent to: OCPRC Director, 2800 Watkins Lake Road, Waterford, Michigan 48328 and the Chairperson of the Oakland County Board of Commissioners, 1200 North Telegraph Road, Pontiac, Michigan 48341. 7.9.2. If Notice is sent to BHS, it shall be addressed and sent to BHS Superintendent, 7273 Wing Lake Road, Bloomfield Hills, Michigan 48301. 7.9.3. Either Party may change the individual to whom Notice is sent and/or the mailing address by notifying the other Party in writing of the change. 7.10. Governing Law/Consent To Jurisdiction And Venue. This Agreement shall be governed, interpreted, and enforced by the laws of the State of Michigan. Except as otherwise required by law or court rule, any action brought to enforce, interpret, or decide any Claim arising under or related to this Agreement shall be brought in the 6th Judicial Circuit Court of the State of Michigan, the 48th District Court of the State of Michigan, or the United States District Court for the Eastern District of Michigan, Southern Division, as dictated by the applicable jurisdiction of the court. Except as otherwise required by law or court rule, venue is proper in the courts set forth above. 7.11. Counterparts. This Agreement may be executed in any number of counterparts, each of which shall be deemed an original agreement, but all of which together shall constitute one Agreement. Copies (photo, fax, or electronic) of signatures to this Agreement will be deemed originals and may be relied on to the same extent as originals. 7.12. Entire Agreement. This Agreement and the referenced Affidavit represents the entire agreement and understanding between the Parties regarding the maintenance, operation, and management of the Park and the Premises. This Agreement and the referenced Affidavit supersede all other oral or written agreements between the Parties regarding that subject matter. The language of this Agreement shall be construed as a whole according to its fair meaning and not construed strictly for or against any Party. IN WITNESS WHEREOF, the Bloomfield Hills Schools Superintendent has been authorized by a resolution of Bloomfield Hills Schools’ Board of Education, to execute this Agreement. EXECUTED: By: ___________________________ Rick West Its: Superintendent Date:___________________ Page 15 of 16 JOHNSON NATURE CENTER INTERLOCAL AGREEMENT (REVISED 03/10/26) IN WITNESS WHEREOF, David T. Woodward, Chairperson, Oakland County Board of Commissioners, has been authorized by a resolution of the Oakland County Board of Commissioners to execute this Agreement. EXECUTED: DATE: David T. Woodward, Chairperson Oakland County Board of Commissioners EXECUTED: DATE: Ebony Bagley Chairperson Oakland County Parks and Recreation Commission Hickory Grove Ra m b l i n g Ac o r n Ridge Cedarholm Club Pa r k P l a c e Te l e g r a p h Ba r l y n Fr a n k l i n De v o n B r o o k F Residential Area Residential Area Forest Lake Country Club PI N : 1 9 - 0 9 - 3 0 1 - 0 5 0 Ac r e s : 4 . 4 PIN: 19-09-301-051 Acres: 39 www.OaklandCountyParks.com 2800 Watkins Lake Road Waterford, MI 248-858-0906 Oakland County Parks and Recreation Residential Area Residential Area Residential Area The Parties agree that during the Transition Period OCPRC will engage a civil engineer to conduct a survey and create a legal description for the Park. Lower Long Lake Outdoor Classroom Nature Play Nature Center Fishing Camp and Canoe Skills Heritage Woods Sugar Shack and Sugar Bush Nature Stewardship Page 1 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) INTERLOCAL AGREEMENT BETWEEN THE COUNTY OF OAKLAND AND BLOOMFIELD HILLS SCHOOLS FOR BOWERS FARM This Agreement (the "Agreement") is made between the County of Oakland, a Constitutional and Municipal Corporation, located at 1200 North Telegraph, Pontiac, Michigan 48341 ("County"), by, through, and administered by its statutory agent the Oakland County Parks and Recreation Commission (“OCPRC”) and Bloomfield Hills Schools, a Michigan general powers school district, located at 7273 Wing Lake Road, Bloomfield Hills, Michigan 48301 (“BHS”). County/OCPRC and BHS may each be referred to herein individually as a “Party” and jointly as the "Parties". INTRODUCTION AND PURPOSE OF AGREEMENT. A. BHS is the owner of approximately 84 acres of real property, commonly known as Charles L. Bowers Farm, with Parcel Identification Numbers of 19-01-376-006, 19-01-451-002 19-01- 451-004, and as more particularly described in the attached Exhibit A. B. The Parties desire to have OCPRC operate, manage, plan for, and maintain the Premises as a County Park, for conservation purposes and for public recreation purposes, including, but not limited to, public recreation activities, pathways, trails, and a parking lot for such purposes. C. To effectuate this desire, the County and BHS enter into this Agreement, pursuant to Michigan law, to delineate the duties and responsibilities of the Parties with respect to operation, management, planning, and maintenance of the Premises as a County Park. The Parties agree to the following terms and conditions: 1. DEFINITIONS. The following words and expressions used throughout this Agreement, whether used in the singular or plural, shall be defined, read, and interpreted as follows: 1.1. Agreement means the terms and conditions of this Agreement, and Exhibits attached hereto, and any other mutually agreed to written and executed modification, amendment, addendum, or exhibit approved in accordance with Section 2. 1.2. Bloomfield Hills Schools (“BHS”) means BHS, a Michigan general powers school district, its Board of Education, Board members, administrators, employees, agents, contractors, subcontractors, volunteers, and/or any such persons’ successors. 1.3. Bloomfield Hills Schools Employee means any BHS administrator, employee, agent, contractor, subcontractor, and/or any such person’s successors or predecessors (whether such persons act or acted in their personal, representative, or official capacities). "BHS Employee" shall also include any person who was a BHS Employee at any time during the Initial Term, or Renewal Term, of this Agreement but, for any reason, is no longer employed, appointed, or elected in that capacity. 1.4. Capital Improvement Project means a project that: (1) costs thirty thousand dollars ($30,000.00) or more; and (2) extends the life cycle of an existing facility or asset on the Premises; replaces, renovates, or remodels an existing facility or asset on the Premises; or adds a new facility or asset on the Premises. Page 2 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) 1.5. Claims means any alleged losses, claims, complaints, demands for relief or damages, lawsuits, causes of action, proceedings, judgments, deficiencies, liabilities, injuries, penalties, litigation, costs, and expenses, including, but not limited to, reimbursement for attorney fees, witness fees, court costs, investigation expenses, litigation expenses, amounts paid in settlement, and/or other amounts or liabilities of any kind which are incurred by or asserted against a Party, or for which a Party may become legally and/or contractually obligated to pay or defend against, whether based upon any alleged violation of the federal or the state constitution, any federal or state statute, rule, regulation, or any alleged violation of federal or state common law. 1.6. County means Oakland County, a Municipal and Constitutional Corporation, including, but not limited to, all of its departments, divisions, the County Board of Commissioners, elected and appointed officials, directors, board members, council members, commissioners, authorities, committees, employees, agents, volunteers, and/or any such persons’ successors. The County and OCPRC may be used interchangeably throughout this Agreement to mean either or both. 1.7. County Employee means any County employee, officer, manager, volunteer, attorney, contractor, subcontractor, and/or any such person’s successors or predecessors (whether such persons act or acted in their personal, representative, or official capacities). "County Employee" shall also include any person who was a County Employee at any time during the Initial Term, or Renewal Term, of this Agreement but, for any reason, is no longer employed, appointed, or elected in that capacity. 1.8. Day means any calendar day beginning at 12:00 a.m. and ending at 11:59 p.m. 1.9. Effective Date. the date the last Party signs this Agreement. 1.10. Exhibits means the following documents, which this Agreement includes and incorporates herein by reference: 1.10.1. Exhibit A: describes and depicts the Premises. 1.10.2. Exhibit B: Preliminary Park Use and Improvement Framework. 1.11. OCPRC means the Oakland County Parks and Recreation Commission, as established by resolution of the Oakland County Board of Commissioners pursuant to Public Act 261 of 1965, MCL 46.351, et seq., which is a statutory agent of the County. 1.12. Park means the park, with the name set forth in Section 2.6, located on the Premises, which is owned by BHS and operated, maintained and managed by the County as a County Park pursuant to the terms and conditions of this Agreement, except for the Bowers School Academy Building, as described in Section 4.18 below. 1.13. Park Fees and Charges means the following fees and charges: (1) equipment/facility rental fees; (2) event program fees; (3) sponsorship of events/programs by third parties; and (4) and all other fees and charges charged and collected by OCPRC associated with the use of the Park or the Premises. 1.14. Park Revenue means the monies generated from the Park Fees and Charges received by OCPRC and grants, gifts, and donations received by OCPRC or by BHS for the Park or Premises. 1.15. Premises means the real property including any buildings and improvements that are described and depicted in Exhibit A. 1.16. Transition Period means a period of time commencing on the Effective Date and ending Page 3 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) on June 30, 2026. Prior to June 30, 2026, the BHS Representative and OCPRC Representative (as defined in Section 4.1) may mutually agree to change the end date of the Transition Period, but in no event shall the Transition Period extend beyond September 30, 2026. 2. AGREEMENT TERM/ REAL PROPERTY DESCRIPTION & TERMINATION. 2.1. Agreement Term. This Agreement shall commence on the Effective Date and terminate thirty (30) years from the Effective Date of this Agreement (“Initial Term”). Prior to the expiration of the Initial Term, the Parties may mutually agree to renew this Agreement for up to thirty (30) years, upon mutual written agreement of the Parties (“Renewal Term”). The terms and conditions contained in this Agreement shall not change during the Renewal Term, unless mutually agreed to in writing by the Parties. The approval and terms of this Agreement and any amendments shall be entered in the official minutes of the governing bodies of each Party. An executed copy of this Agreement and any amendments shall be filed by the County Clerk with the Secretary of State. 2.2. Agreement Amendments. All amendments or modifications to this Agreement shall be in writing and approved by both Parties and filed as set forth in Section 2.1. 2.3. Real Property Subject to Agreement. BHS grants to the County use of the Premises for the purposes and according to the terms and conditions set forth herein. 2.4. Use of Premises. On the date the Transition Period ends, OCPRC shall have care, control, and use of the Premises to operate, manage, plan, maintain, and improve the Premises for public recreation activities as a County Park, except for the Bowers School Farm Building, as described in Section 4.18 below, or as further described and delineated herein, and to provide other recreation activities mutually agreed upon in writing by the Parties. OCPRC shall obtain BHS’ prior written consent to use the Premises for any purpose not described herein, and such approved use does not require a written amendment to this Agreement. 2.5. Fee for Use of Premises. The County shall not pay a monetary fee to BHS for the use of the Premises pursuant to this Agreement. The Parties acknowledge that the services provided by the County during this Initial Term and Renewal Term of this Agreement are adequate consideration for this Agreement. 2.6. Designation of Park & Name of Park. During this Agreement, the Park shall be designated as a County Park and named: “Discovery Oaks” with the farm areas designed at “Bowers Farm.” 2.7. Termination/Expiration. 2.7.1. Termination by BHS. BHS may terminate this Agreement, at any time, if OCPRC is notified in writing at least one hundred eighty (180) days prior to the effective date of termination and any one of the following occur: (1) the Premises is no longer being used for the purposes identified in this Agreement; (2) OCPRC provided BHS with information at any time during the Initial Term or Renewal Term of this Agreement that was false or fraudulent; or (3) OCPRC fails to perform any of its obligations under this Agreement, and such failure is not cured or attempted to be cured within thirty (30) calendar days after written notice of default to OCPRC. 2.7.1.1. Termination by BHS in Absence of Default/Breach. If BHS Page 4 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) terminates this Agreement, in absence of default or breach by OCPRC, then BHS shall reimburse OCPRC the amount of the non-depreciated value of Capital Improvement Projects to the Park, paid for by OCPRC, on the date of the termination notice, or such other period as agreed to by the Parties in writing. 2.7.1.2. Termination by BHS for Default/Breach. If BHS terminates this Agreement for default or breach by OCPRC, then BHS does not have to reimburse OCPRC the non-depreciated value of Capital Improvement Projects to the Park paid for by OCPRC. 2.7.2. Termination by OCPRC. OCPRC may terminate this Agreement, at any time, if BHS is notified in writing at least one hundred eighty (180) days prior to the effective date of termination and any one of the following occur: (1) the Premises are no longer being used for the purposes identified in this Agreement; (2) BHS provided OCPRC with information, at any time during the Initial Term or Renewal Term of this Agreement, that was false or fraudulent; (3) BHS fails to perform any of its obligations under this Agreement, and such failure is not cured within thirty (30) calendar days after written notice of default to BHS. 2.7.2.1. Termination by OCPRC in Absence of Default/Breach. If OCPRC terminates this Agreement in absence of default or breach by BHS, then BHS does not have to reimburse OCPRC the non-depreciated value of Capital Improvement Projects to the Park paid for by OCPRC. 2.7.2.2. Termination by OCPRC for Default/Breach. If OCPRC terminates this Agreement for default or breach of BHS, then BHS shall reimburse OCPRC the amount of the non-depreciated value of Capital Improvement Projects to the Park, paid for by OCPRC, before the date of the termination notice, or such other period as agreed to by the Parties in writing. 2.7.3. Disposition of Personal Property Upon Expiration/Termination of Agreement. Upon expiration or termination of this Agreement, for any reason, each Party shall retain ownership of personal property purchased by them, unless the Parties otherwise agree in writing. “Personal property” does not include buildings or fixtures attached to the Premises. 2.7.4. Condition of Park Upon Expiration/Termination of Agreement. Upon the expiration or termination of this Agreement, OCPRC shall cease all Park use, planning, management, maintenance, and operation, and surrender the Premises to BHS and cooperatively work with BHS to transfer management and operation of the Premises to BHS. 2.7.5. Payment for Non-Depreciated Capital Improvement Projects Upon Agreement Expiration. If this Agreement is not renewed at the end of the Initial Term for the Renewal Term, then BHS shall reimburse OCPRC the amount of the non-depreciated value of Capital Improvement Projects to the Park, paid for by OCPRC, before the date this Agreement expires, or such other period as agreed to by the Parties in writing. Upon the expiration of the Renewal Term, BHS shall not reimburse OCPRC the amount of the non-depreciated value of Capital Improvement Projects to the Park, paid for by OCPRC. Page 5 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) 3. TRANSITION PERIOD. 3.1. Transition Period. This Agreement includes a Transition Period. During the Transition Period, the Parties shall work cooperatively to facilitate the transfer of Park planning, management, maintenance, and operations to OCPRC. Notwithstanding any other provision, either Party may terminate this Agreement, without liability, prior to the end of the Transition Period, if they are not satisfied with the plans for the transfer, planning, management, maintenance, and operations of the Park. No Capital Improvement Projects may commence during this Transition Period. 3.2. Park Information. 3.2.1. Grants & Endowments. Within thirty (30) days of the Effective Date, BHS shall provide OCPRC copies of any grant agreements, endowment agreements, or other agreements, if any, that impose restrictions and conditions upon the Premises and its use. 3.2.2 Agreements between BHS and Third Parties. Within thirty (30) days of the Effective Date, BHS shall provide OCPRC with copies of all third-party agreements relating to the use, management, maintenance, or operation of the Premises, if any. OCPRC is not under any obligation to assume any third-party agreements relating to the management or operation of the Premises. 3.3. Rights and Obligations During the Transition Period. 3.3.1. Park Operation and Maintenance During Transition Period. During the Transition Period, BHS shall be responsible to operate, repair, and maintain the Premises and pay all costs associated therewith, including utilities (water, sewer/sanitary, electric, and gas). 3.3.2. County Right to Access and Perform Work on the Premises. During the Transition Period, the County may access the Premises to plan for maintenance, restoration, repairs, security and improvements to the Premises and only provide programming, mutually agreed to by the BHS Representative and OCPRC Representative in writing. 3.3.3. Premises Inspections. During the Transition Period, the County shall inspect the infrastructure and conditions of the Park/Premises and the title for the Premises, including but not limited to, the condition of utilities and their connections, parking lots, trees, buildings, restrooms, pavilions, playground equipment, trails and pathways, and any other structures or buildings located on the Premises. The inspection shall be codified in a written document to illustrate the condition of the Premises at the end of the Transition Period and provided to BHS. Any damage to the Premises due to such inspections, shall be repaired by the County and the Premises shall be fully restored to a condition that existed prior to such inspections. Additionally, any changes to this Agreement that are required based upon the County’s inspection of the Park/Premises, including any restrictions or encumbrances relating to title, shall be reflected in an amendment to this Agreement which shall be mutually agreed upon and entered into by the BHS Representative and the OCPRC Representative to reflect the same prior to the expiration of the Transition Period. Page 6 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) 3.3.4. Preliminary Park Use and Improvement Framework. The Preliminary Park Use and Improvement Framework, Exhibit B, sets forth the use and improvement plan for the Transition Period and shall form the basis of the Park Action Plan described in Section 4.7. 3.3.5. Park Planning. During the Transition Period, the County shall: (1) assume primary responsibility for Park planning consistent with the Preliminary Park Use and Improvement Framework; (2) regularly consult with the BHS Representative about such planning; and (3) organize public/community engagement concerning the park development, and planning. The Parties acknowledge that OCPRC has conducted previous public/community engagement regarding this Park and the additional engagement required by this Section will build upon the previous public/community engagement. 3.3.6. Park Programming. During the Transition Period, OCPRC may organize and host recreation programs, events, volunteer activities, and other activities on the Premises upon mutual written agreement of the Parties. 3.4. Mutual Assistance Agreements. During the Transition Period and thereafter and until the Final Park Action Plan is mutually agreed to by the Parties, the BHS Representative and OCPRC Representative may enter into agreements, as needed, to provide additional services for the operation, repair, maintenance, and programming for the Park and to address the costs associated therewith. 3.5. Environmental Condition. 3.5.1. Environmental Assessments. During the Transition Period, OCPRC shall examine the Premises and perform a Phase I Environmental Site Assessment (ESA), at its sole cost, and may perform additional environmental assessments that OCPRC deems necessary, in its sole discretion and at its sole cost. 3.5.2. Copies of Environmental Assessments. OCPRC will provide BHS with a copy of the Phase I ESA and any other environmental assessments. OCPRC shall take possession of the Premises subject to such Phase I ESA and other environmental assessments performed pursuant to this Section. 3.5.3. Termination Related to Environmental Assessments. Notwithstanding any other provision, OCPRC or BHS may terminate this Agreement prior to the end of the Transition Period, if either Party is not satisfied with the condition of the Premises as evidenced by the Phase I ESA or other environmental assessments performed pursuant to this Section. 4. PARK GOVERNANCE & OPERATIONS. 4.1. Agreement Administration. BHS’ Superintendent or his successor or his written designee is BHS’ Agreement Administrator (hereinafter “the BHS Representative”). The OCPRC Director or their successor or their written designee is OCPRC’s Agreement Administrator (hereinafter “OCPRC Representative”). Each Party must notify the other Party of any changes to their written designees. 4.2. Disputes. All disputes arising under or relating to the interpretation, performance, or nonperformance of this Agreement involving or affecting the Parties shall first be submitted to the BHS Representative and the OCPRC Representative for possible resolution. If the BHS Representative and the OCPRC Representative cannot resolve the Page 7 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) dispute, then the dispute shall be submitted to non-binding mediation, and both Parties shall share equally in the costs associated with mediation. If the Parties are unable to resolve the dispute through mediation, then either Party may seek any remedy available as permitted by law, in accordance with the governing law provisions under Section 7.10 of this Agreement. 4.3. Park Management and Operations. Except as otherwise provided by this Agreement, OCPRC shall manage and operate the Park in a manner consistent with other OCPRC Parks, OCPRC policies, the OCPRC 5-Year Parks and Recreation Master Plan (“OCPRC Master Plan”) the Park Action Plan described in Section 4.7, and any other plans and programs set forth and described herein. OCPRC shall manage, maintain, and operate the Park with OCPRC employees, volunteers, and contractors and subcontractors pursuant to the plans and programs set forth and described herein. 4.4. Park Improvement Projects. OCPRC shall be responsible to provide, perform and construct (either directly or through third parties) improvements for the Park. This responsibility and the costs associated therewith shall be addressed in the Park Action Plan set forth in Section 4.7, with the general understanding that OCPRC shall be responsible for the costs associated with such improvements, unless otherwise agreed to by BHS. Where applicable, all improvements and Capital Improvement Projects that are to be completed pursuant to this Agreement or as part of the Park Action Plan pursuant to Section 4.7 shall be done in a professional and workmanlike manner and in compliance with all applicable local, state, and federal laws, including, to the extent applicable, those laws pertaining to school building construction, being the Revised School Code, MCL 380.1 et seq., the School Building Construction Act, MCL 388.851 et seq., the Still- Derossett-Hale Single State Construction Code Act, MCL 125.1501 et seq., and the Michigan Building Code (collectively the “Construction Acts”). All Capital Improvement Projects constructed pursuant to the Park Action Plan shall become an integral part of the Premises, remain on the Premises at the expiration or termination of this Agreement, and shall be owned by the BHS. As such, BHS shall account for depreciation of any Capital Improvement Projects (if constructed) on BHS’ financial statements. No Capital Improvement Projects shall occur without the prior written approval of the BHS Representative, unless such Capital Improvement Project is included in the Park Action Plan created pursuant to Section 4.7. 4.5. Park Maintenance/Repairs. The responsibility for, provision of, and costs for Park maintenance and repairs shall be set forth in the Park Action Plan described in Section 4.7. Notwithstanding the foregoing, it is the Parties intent that OCPRC shall be responsible for the all costs associated with such maintenance and repairs, unless otherwise agreed to by BHS. 4.6. Park Utilities and Services. OCPRC shall be responsible to provide the utilities and services, it deems necessary for the operation of the Park. The provision of and costs for all utilities, including water, sewer/sanitary, electric, and gas, for the Park and Premises shall be the responsibility of BHS until the end of the Transition Period and shall be responsibility of OCPRC thereafter during the Initial Term or Renewal Term of this Agreement. The Parties may further delineate the responsibilities and costs applicable to the Park and Premises utilities in the Park Action Plan described in Section 4.7. Notwithstanding the foregoing, it is the Parties intent that OCPRC shall be responsible for all the costs associated with such utilities and services, unless otherwise agreed to by BHS Page 8 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) in writing. However, OCPRC shall not authorize or approve any easements or other encumbrances to, on, or across the Park or the Premises. 4.7. Park Action Plan. 4.7.1. By May 1, 2026, OCPRC shall create a Preliminary Park Action Plan for the Park and by September 30, 2026, OCPRC shall create a Final Park Action Plan for the Park. The Preliminary Park Action Plan and the Final Park Action Plan shall be collectively referred to in this Agreement as “Park Action Plan.” The terms of this Agreement shall apply equally to the Preliminary Park Action Plan and the Final Park Action Plan. The OCPRC Representative and the BHS Representative may agree in writing to extend the deadline for the delivery of the Final Park Action Plan. 4.7.2. The Park Action Plan shall be based on Exhibit B, the Preliminary Park Use and Improvement Framework and created pursuant to OCPRC’s current policies and procedures. The Park Action Plan shall establish a structure to guide the stewardship, operation, and investment of the Park with the following intentions: 4.7.2.1. Guide operational and capital decisions during the first five years of implementation; 4.7.2.2. Align Park priorities with OCPRC system goals; 4.7.2.3. Provide continuity and transparency as planning, engagement, and investment activities happen; and 4.7.2.4. Ensure the Park is managed in a manner that is equitable, fiscally responsible, resilient, and sustainable over the long term. 4.7.3. The Park Action Plan will have two Attachments: (1) Attachment A, the Capital Improvement Plan (“CIP”) and (2) Attachment B the Park Operations and Management Plan (“POMP”). 4.7.4. The CIP shall establish a five (5) year framework to identify, evaluate, and prioritize potential capital investments at the Park. The CIP serves as a planning and evaluation tool, not a guarantee of implementation. Inclusion of an item in the CIP does not constitute project approval, funding authorization, or a commitment to proceed. The CIP will set forth a process for approvals, authorizations, and commitments to proceed. Inclusion of an item in the CIP constitutes BHS pre- approval for the project type to proceed when funding is available, without requiring additional BHS approval. The CIP may be amended as set forth in the Park Action Plan, but at least every four (4) years OCPRC shall create an updated CIP, which the BHS Representative shall have at least sixty (60) days to review and approve. If the BHS Representative does not approve the CIP, the improvement may not be made, unless otherwise agreed to by the Parties. The updated CIP, approved by the BHS Representative, shall replace the existing CIP and be incorporated into the Park Action Plan as Attachment A. 4.7.5. The POMP shall establish a framework for day-to-day Park operations, Park maintenance, Park staffing, Park programming, and Park coordination. The POMP may be amended as set forth in the Park Action Plan, but at least every five (5) years OCPRC shall create an updated POMP, which the BHS Representative shall have at least sixty (60) days to review and approve. If the BHS Representative does not approve the POMP, the change may not be made, unless otherwise agreed to by the Parties. The updated POMP, approved by the BHS Representative, shall Page 9 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) replace the existing POMP and be incorporated into the Park Action Plan as Attachment B. 4.7.6. Once completed, OCPRC shall submit the Park Action Plan to the BHS Representative for comments and recommendations. The BHS Representative shall submit comments and recommendations to the OCPRC Representative within thirty (30) Days of receipt of the Park Action Plan. The OCPRC Representative shall review and consider the BHS Representative’s comments and recommendations and shall endeavor to address all comments and recommendations. The Park Action Plan shall not be approved or implemented by OCPRC without prior written approval by the BHS Representative. If the BHS Representative does not respond within the thirty (30) day period, then the BHS Representative is deemed to have approved the Park Action Plan. Every five (5) years OCPRC shall create an updated Park Action Plan, which the BHS Representative shall have at least sixty (60) days to review and comment on. 4.8. Notwithstanding any other provision in this Agreement, if the BHS Representative and OCPRC Representative cannot agree to a Preliminary Park Action Plan by the end of the Transition Period, then OCPRC or BHS may proceed under the Dispute Resolution Section of this Agreement, Section 4.2 or terminate this Agreement. No Capital Improvement Projects may commence during this Transition Period. 4.9. Volunteers and Employees. 4.9.1. OCPRC shall manage and operate the Park with OCPRC employees, volunteers, and contractors and subcontractors. 4.9.2. OCPRC may use volunteers at the Park in various capacities, including existing volunteers and volunteer groups. All volunteers providing volunteer service at the Park shall become part of OCPRC’s volunteer program. 4.9.3. OCPRC has no obligation to hire BHS employees to work at the Park, but OCPRC shall provide information to BHS employees, who currently work at the Premises, on how BHS employees may apply for OCPRC employment. 4.10. Personal Property and Equipment. At no cost to OCPRC, BHS shall transfer ownership of all personal property and equipment listed in the Final Park Action Plan. The Parties acknowledge that this Agreement and the Final Park Action Plan will operate as a bill of sale and that no further documents are required to effectuate the transfer of the personal property and equipment. The BHS Representative and the OCPRC Representative are authorized to sign any other documents needed to effectuate the transfer of the personal property and equipment. 4.11. Animals. At no cost to OCPRC, BHS shall transfer ownership of all animals listed in the Final Park Action Plan. The Parties acknowledge that this Agreement and the Final Park Action Plan will operate as a bill of sale and that no further documents are required to effectuate the transfer of the animals. The BHS Representative and the OCPRC Representative are authorized to sign any other documents needed to effectuate the transfer of the animals. 4.12. Park Access/Parking. OCPRC shall be responsible to determine how Park patrons will access the Park (ingress to and egress from the Park) and where patrons will park while using the Park. This responsibility and the costs associated therewith shall be addressed in the Park Action Plan with the general agreement that OCPRC shall be responsible for Page 10 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) the costs associated with such parking, unless otherwise agreed to in writing by the BHS. In no event shall any resident of BHS or the County incur any fee or charge for entering the Park or Premises or for parking a vehicle in or on the Park or Premises. 4.13. Park Rules. During the Initial Term or Renewal Term of this Agreement, the Park and Premises shall be subject to OCPRC Rules and Regulations and OCPRC policies and procedures, except as otherwise provided by this Agreement. 4.14. Park Security. Security for the Park shall be provided by OCPRC at its sole expense. 4.15. Signs. OCPRC shall be responsible for and is permitted to erect signs to identify the Park and features/structures located therein and to erect other signs that are typical and/or necessary at a public park of this nature. OCPRC shall be required to comply with local ordinance requirements regarding the design and placement of any new signs. OCPRC shall be responsible for the cost of signs it erects. 4.16. Sponsorship of Events/Programs at Park by Third Parties. Without approval from the BHS, OCPRC may solicit or accept sponsorship of events/programs at the Park by third- parties, pursuant to OCPRC policies and procedures; provided that third-party sponsorships may not be associated with alcoholic beverages or drugs (legal or illegal) while school is in session on the Premises. Any sponsorship of events/programs shall be limited to those that would not be prohibited in BHS’ facilities or on BHS property (use or promotion of alcohol, drugs or other illegal activities, etc.). 4.17. Use of Park by Third Parties. Notwithstanding any other provision in this Agreement, OCPRC may license use of the Park to third parties for events or programs, without approval from and notification to BHS. OCPRC shall allow such use via written agreement with the third party, pursuant to OCPRC policies and procedures. To avoid scheduling conflicts at the Park, all third parties desiring to use the Park for events or programs shall schedule such use through OCPRC. The written agreement for use of the Park by third parties shall also include BHS as an indemnified party and an additional insured as well, if insurance is required. 4.18. Use of Park by BHS. 4.18.1. Bowers School Farm Building. BHS shall have exclusive use and access to the Academy Wing of the Bowers School Farm Building pursuant to the following parameters: 4.18.1.1. Room 117 (Agriscience classroom) shall remain restricted for exclusive instructional use by BHS during the BHS school year. Room 117 would not be used by anyone else on evenings or weekends during the school year, but the Room can be used by others during the summer when school is not in session, unless otherwise agreed to, in writing, by the BHS Representative and OCPRC Representative. When school is not in session OCPRC shall be responsible for scheduling use of Room 117. 4.18.1.2. Rooms 115 and 116, 118, and 119, will remain secured and restricted from public access during BHS school hours. After BHS school hours, on weekends, and during the summer, the Rooms listed in this Subsection can be used for recreation and OCPRC programming and such use shall be scheduled by OCPRC. Page 11 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) 4.18.1.3. Rooms 113, 114, 120 and 122 are considered general-use space and will be available for use by OCPRC. 4.18.1.4. Services and maintenance of the space in the Bowers School Farm Building, including but not limited to, custodial and security, shall be set forth in the Final Park Action Plan. 4.18.2. BHS Events or Programs. BHS may use the Park for education use or other BHS- sponsored events or programs at no cost, charge, or fee, if such use does not conflict with other scheduled events or programs. To avoid scheduling conflicts at the Park, BHS shall reserve use of the Park for its events or programs, through OCPRC. BHS shall be responsible for all costs associated with the setup, operation, and cleanup of such events or programs. Each Party shall promote activities planned by the other Party to take place in the Park in the same manner as they promote their own activities. 5. PARK FINANCES. 5.1. Park Investments. 5.1.1. Investment by OCPRC. OCPRC shall invest a minimum of One Million Five Hundred Thousand Dollars ($1,500,000.00) into the Park, which shall be used as set forth in the Final Park Action Plan. 5.1.2. Investment by BHS. BHS shall invest One Million Five Hundred Thousand Dollars ($1,500,000.00) into the Park (“BHS Investment”), which shall be used by BHS as set forth in the Final Park Action Plan. 5.2. Establishment of Park Fees & Charges. OCPRC shall establish all Park Fees and Charges at the Park. The Park Fees and Charges shall be created, adopted, and implemented pursuant to OCPRC’s current policies and procedures as may be amended by OCPRC. Notwithstanding any other provision in this Agreement, at no time shall any BHS or Oakland County resident be charged a fee for entry into the Park or the Premises or for parking at the Park or on the Premises. 5.3. Park Revenue. Subject to applicable law, all Park Revenue shall be paid to OCPRC and shall be deemed OCPRC’s revenue, unless otherwise agreed by the Parties during the Transition Period and codified in the Park Action Plan. OCPRC shall record the monies of all Park Revenue according to generally accepted accounting principles and in a manner similar to how OCPRC records other revenue it collects and receives. 5.4. Annual Accounting and Audits. If requested by BHS, OCPRC shall provide BHS with an annual accounting of Park Revenue consistent with generally accepted accounting policies and procedures. BHS has the right to annually review and audit OCPRC’s records related to Park Revenue, upon written request to OCPRC. 5.5. Park Grants. The Parties shall use their best efforts to work together to secure grant funding for Park expansion, development, improvements, operation, and maintenance. OCPRC and BHS shall work together to apply for and manage grants related to the Park. Any improvements to the Park funded via grants secured by or through BHS shall not be subject to reimbursement under Section 2.7.1.1 upon expiration or termination of this Agreement. Page 12 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) 6. ASSURANCES/LIABILITY/INSURANCE. 6.1. Title to Premises. BHS warrants that it has fee simple title to the Premises and both Parties acknowledge that each Party has the authority to enter into this Agreement. Each Party shall hold the other Party harmless (including payment of attorney fees) against any third-party Claim challenging that Party’s right to execute this Agreement or use of the Premises as set forth herein. 6.2. Liability for Claims. Except as otherwise provided herein, each Party shall be responsible for any Claims made against that Party by a third-party and for the acts or omissions of its respective BHS Employee or County Employee arising under or related to this Agreement. 6.3. Liability for Claims Prior to the Effective Date. To the extent permitted by law, BHS shall be solely responsible for and shall defend and hold harmless OCPRC (including payment of reasonable attorney fees) from any Claim that occurred prior to the Effective Date of this Agreement or that was incurred but not reported prior to the Effective Date of this Agreement. 6.4. Liability for Environmental Matters. Notwithstanding any other provision, OCPRC shall not be responsible to perform or pay for remediation or clean-up of any environmental contamination on or around the Premises, which existed on the Premises prior to the Effective Date and/or discovered by the Phase I ESA or any other environmental assessments performed pursuant to this Section 3, unless exacerbated by OCPRC during its inspections. OCPRC shall be responsible to perform or to pay for remediation or clean-up of any environmental contamination on or around the Premises, which is caused by OCPRC and, to the extent provided by law, is caused by any of its agents, employees, volunteers, officers, or officials, contractors, subcontractors or consultants, or invitees on the Premises. 6.5. Legal Representation. Except as provided herein, each Party shall seek its own legal representation and bear the costs associated with such representation, including judgments and attorney fees, for any Claim that may arise from the performance of this Agreement. 6.6. Responsibility for Costs/Fines/Fees. Each Party shall be solely responsible for all costs, fines and fees associated with any acts or omissions by its respective BHS Employee or County Employee arising under or related to this Agreement. 6.7. No Indemnification/Reimbursement. Except as otherwise provided for in this Agreement, neither Party shall have any right under this Agreement or under any other legal principle to be indemnified or reimbursed by the other Party or any of its agents in connection with any Claim. 6.8. Governmental Function/Reservation of Rights. Performance of this Agreement is a governmental function and government service. This Agreement does not, and is not intended to, impair, divest, delegate, or contravene any constitutional, statutory, and/or other legal right, privilege, power, obligation, duty, or immunity of the Parties. Nothing in this Agreement shall be construed as a waiver of governmental immunity. 6.9. Limitation of Liability. In no event shall either Party be liable to the other Party or any other person, for any consequential, incidental, direct, indirect, special, and punitive or other damages arising out of this Agreement. 6.10. Insurance. 6.10.1. Except for the insurance set forth in Section 6.10.2 and Section 6.10.3, this Agreement Page 13 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) does not require either Party to obtain insurance to cover loss exposures associated with this Agreement and the Park. Each Party is solely responsible to determine whether it will obtain insurance, and in what amounts, to cover loss exposures associated with this Agreement and the Park. 6.10.2. If a Party purchases a special event insurance policy for use the Premises, for whatever reason, then the Party shall name the other Party and its boards, commissions, elected and appointed officers/officials, employees, and volunteers as “additional insureds” on such policy. 6.10.3. BHS, at its sole cost, shall obtain real property insurance or self-insurance for existing buildings and structures located on the Premises and for any future buildings and structures located on the Premises whether built by BHS or OCPRC. If a building or structure that is covered by BHS’ real property insurance is damaged or destroyed, OCPRC shall repair or replace the building or structure in a timely manner and the BHS shall reimburse OCPRC for all costs associated with the repair or replacement of such building or structure to the extent such repairs or replacement are covered by BHS insurance coverages. OCPRC shall invoice BHS for the costs of the repair or replacement and BHS shall pay such invoice within thirty (30) calendar days. However, OCPRC shall reimburse BHS for insurance premiums related to buildings and structures constructed on the Premises by OCPRC 6.11. Waste. Neither Party shall commit or allow to be committed any waste or nuisance on the Premises and will not use, or allow the Premises to be used, for any unlawful purpose. 6.12. Compliance with Laws. 6.12.1. The Parties shall comply with all applicable federal, state, or local laws, regulations, rules, and ordinances related to the operation, management, planning, maintenance, and improvement of the Premises and Park. OCPRC shall obtain any necessary permits regarding its use of the Premises. 6.12.2. OCPRC shall comply with all applicable grants and other agreements between BHS and another entity such as the State of Michigan, governing the operation of and restrictions upon the Premises, if OCPRC receives notice of such grants and other agreements from BHS. 6.12.3. The Parties acknowledges that any violations of the federal, state, or local regulations or convictions of any resource violations may be considered a default of this Agreement and the other Party may terminate this Agreement, as provided herein. 6.13. Authorization. The Parties have taken all actions and secured all approvals necessary to authorize and complete this Agreement. The persons signing this Agreement on behalf of each Party have legal authority to sign this Agreement and bind the Parties to the terms and conditions contained herein. 7. GENERAL TERMS AND CONDITIONS. 7.1. No Interest in Premises. Through this Agreement, OCPRC shall have no title interest in and/or to the Premises or any portion thereof and has not, does not, and will not claim any such title or any easement over the Premises. 7.2. Delegation or Assignment. Neither Party shall delegate or assign any obligations or rights under this Agreement without the prior written consent of the other Party. For purposes of this Section, consent for the County shall be given by the OCPRC Director or his/her Page 14 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) successor and consent for BHS shall be given by the BHS Representative. 7.3. No Employee-Employer Relationship. Nothing in this Agreement shall be construed as creating an employer-employee relationship between County and BHS. 7.4. No Third Party Beneficiaries. Except as provided for the benefit of the Parties, this Agreement does not and is not intended to create any obligation, duty, promise, contractual right or benefit, right to indemnification, right to subrogation, and/or any other right in favor of any other person or entity. 7.5. No Implied Waiver. Absent a written waiver, no act, failure, or delay by a Party to pursue or enforce any rights or remedies under this Agreement shall constitute a waiver of those rights with regard to any existing or subsequent breach of this Agreement. No waiver of any term, condition, or provision of this Agreement, whether by conduct or otherwise, in one or more instances shall be deemed or construed as a continuing waiver of any term, condition, or provision of this Agreement. No waiver by either Party shall subsequently affect its right to require strict performance of this Agreement. 7.6. Severability. If a court of competent jurisdiction finds a term or condition of this Agreement to be illegal or invalid, then the term or condition shall be deemed severed from this Agreement. All other terms, conditions, and provisions of this Agreement shall remain in full force. 7.7. Captions. The section and subsection numbers, captions, and any index to such sections and subsections contained in this Agreement are intended for the convenience of the reader and are not intended to have any substantive meaning. The numbers, captions, and indexes shall not be interpreted or be considered as part of this Agreement. Any use of the singular or plural, any reference to gender, and any use of the nominative, objective or possessive case in this Agreement shall be deemed the appropriate plurality, gender or possession as the context requires. 7.8. Force Majeure. Notwithstanding any other term or provision of this Agreement, neither Party shall be liable to the other for any failure of performance hereunder if such failure is due to any cause beyond the reasonable control of that Party and that Party cannot reasonably accommodate or mitigate the effects of any such cause. Such cause shall include, without limitation, acts of God, floods, fire, explosion, vandalism, national emergencies, insurrections, riots, wars, strikes, lockouts, work stoppages, other labor difficulties, or any law, order, regulation, direction, action, or request of the United States government or of any other government. Reasonable notice shall be given to the affected Party of any such event. 7.9. Notices. Notices given under this Agreement shall be in writing and shall be personally delivered, sent by express delivery service, certified mail, or first class U.S. mail postage prepaid, and addressed to the person listed below. Notice will be deemed given on the date when one of the following first occur: (i) the date of actual receipt; (ii) the next business day when notice is sent express delivery service or personal delivery; or (iii) three days after mailing certified U.S. mail. 7.9.1. If Notice is sent to County, it shall be addressed and sent to: OCPRC Director, 2800 Watkins Lake Road, Waterford, Michigan 48328 and the Chairperson of the Oakland County Board of Commissioners, 1200 North Telegraph Road, Pontiac, Michigan 48341. 7.9.2. If Notice is sent to BHS, it shall be addressed and sent to BHS Superintendent, 7273 Wing Lake Road, Bloomfield Hills, Michigan 48301. Page 15 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) 7.9.3. Either Party may change the individual to whom Notice is sent and/or the mailing address by notifying the other Party in writing of the change. 7.10. Governing Law/Consent To Jurisdiction And Venue. This Agreement shall be governed, interpreted, and enforced by the laws of the State of Michigan. Except as otherwise required by law or court rule, any action brought to enforce, interpret, or decide any Claim arising under or related to this Agreement shall be brought in the 6th Judicial Circuit Court of the State of Michigan, the 48th District Court of the State of Michigan, or the United States District Court for the Eastern District of Michigan, Southern Division, as dictated by the applicable jurisdiction of the court. Except as otherwise required by law or court rule, venue is proper in the courts set forth above. 7.11. Counterparts. This Agreement may be executed in any number of counterparts, each of which shall be deemed an original agreement, but all of which together shall constitute one Agreement. Copies (photo, fax, or electronic) of signatures to this Agreement will be deemed originals and may be relied on to the same extent as originals. 7.12. Entire Agreement. This Agreement and the referenced Affidavit represents the entire agreement and understanding between the Parties regarding the maintenance, operation, and management of the Park and the Premises. This Agreement and the referenced Affidavit supersede all other oral or written agreements between the Parties regarding that subject matter. The language of this Agreement shall be construed as a whole according to its fair meaning and not construed strictly for or against any Party. IN WITNESS WHEREOF, the Bloomfield Hills Schools Superintendent has been authorized by a resolution of Bloomfield Hills Schools’ Board of Education, to execute this Agreement. EXECUTED: By: ___________________________ Rick West Its: Superintendent Date:___________________ Page 16 of 17 BOWERS FARM - INTERLOCAL AGREEMENT (REVISED 03/10/26) IN WITNESS WHEREOF, David T. Woodward, Chairperson, Oakland County Board of Commissioners, has been authorized by a resolution of the Oakland County Board of Commissioners to execute this Agreement. EXECUTED: DATE: David T. Woodward, Chairperson Oakland County Board of Commissioners EXECUTED: DATE: Ebony Bagley Chairperson Oakland County Parks and Recreation Commission Br e n t h a v e n Sq u i r r e l I75 I75 Bretby Colonial Park Brenthaven Williamstown Glenpointe Me a d o w g l e n Woodcrest Timbervi e w Ken t m o o r Square Lake Alter Manorwood HillpointeI75 Ad a m s Vh a y Lo s t T r e e I7 5 Robson I7 5I75 F The Parties agree that during the Transition Period OCPRC will engage a civil engineer to conduct a survey and create a legal description for the Park. Residential Area PIN: 19-01-376-006 Acres: 45 www.OaklandCountyParks.com 2800 Watkins Lake RoadWaterford, MI248-858-0906 Oakland County Parks and Recreation PIN: 19-01-451-004 Acres: 35 PI N : 1 9 - 0 1 - 4 5 1 - 0 0 2 Ac r e s : 7 Residential Area Residential Area Winter Park Horticultural Experience Parking Large Animal Pasture Fishing Camp PastureAdventure ForestPasture Pasture Bowers Community Gardens Heritage Farm ---- Our Roots Horse Camp Arena Small Animal Experience Bowers School Maintenance Nature Stewardship 4-Season Attraction Oakland County Parks and Recreation Commission Agenda Item Memo Agenda #: 5 Department: Planning From: Simon Rivers, Planning Supervisor Subject: City of Ferndale Community Grant Program Agreement - Amendment RECOMMENDED MOTION Move to approve the Oakland County Parks Community Park and Trail Capital Grant Program Agreement Amendment between the County of Oakland and the City of Ferndale, and to forward to the Oakland County Board of Commissioners for approval. INTRODUCTION AND HISTORY In 2023, Oakland County Parks (OCP) awarded the City of Ferndale a $64,000 grant for the Martin Road Park Revitalization Project through OCP’s Community Grant Program. On December 16, 2025, the City notified OCP that they had been awarded additional funding in the form of an MDNR Land and Water Conservation Fund (LWCF) grant in the amount of $150,000 and that they plan to leverage the funds for the Martin Road Park Revitalization Project. They intend to use this additional funding to expand the scope of the playground by adding equipment, safety surfacing and other related amenities. They also intend to put a portion towards the required OCP grant match. However, the MNDR grant agreement is not slated to be finalized until next summer. Therefore, the City of Ferndale is requesting a one-year extension on their three-year OCP grant term, changing the original end date from 11/17/2026 to 11/16/2027. This change will allow them to put the newly acquired MDNR LWCF funds towards the work on the Martin Road Park Revitalization Project. ATTACHMENTS 1.Oakland County Parks Community Park and Trail Capital Grant Program Agreement Amendment RETURN TO AGENDA Page 1 of 1 This Agreement Amendment (“Amendment”) is between the County of Oakland, 1200 North Telegraph Road, Pontiac, MI 48341 (“County”), by and through its statutory agent, the Oakland County Parks and Recreation Commission (“OCPRC”), 2800 Watkins Lake Road, Waterford, MI 48328 and the City of Ferndale, 1938 Burdette, Ferndale, MI 48220 (“Grantee”). The Grantee and OCPRC entered into an Agreement dated 11/17/2023 for the Project and Project Number set forth below (“Agreement”), which Agreement is attached and incorporated herein as Exhibit A. The Parties now desire to amend the Agreement. This Amendment extends the End Date of the Agreement as set forth below. The Parties agree to the terms and conditions set forth in this Amendment. Project Title (“Project”): Martin Road Revitalization Project Project Number: GU-PR-Ferndale-MR Grant Amount (“Grant Amount”): $64,000 Match Amount (“Match Amount”): $64,000 Total Project Amount: $128,000 Start Date: 11/17/2023 Original End Date: 11/17/2026 Amended End Date: 11/16/2027 This Amendment and the Agreement comprise the entire agreement and understanding between the Parties and supersede all other prior oral or written understandings, communications, agreements, or contracts between the Parties. By signing this Amendment, the below individuals certify they are authorized to sign this Amendment on behalf of their organization, and the Parties will fulfill the terms of the Agreement and this Amendment. Grantee: Signed: ___________________________________________ Name: Colleen O’Toole Title: City Manager, City of Ferndale Date: County of Oakland: Signed: ___________________________________________ Name: David T. Woodward, Chairperson, Oakland County Board of Commissioners Date: OAKLAND COUNTY PARKS COMMUNITY PARK AND TRAIL CAPITAL Amendment - Exhibit A OCPR Grant Program Application For the 2023 Oakland County Parks and Recreation Park Improvement and Trailways Grant Program, $650,000 is available for trail and park improvement projects. This program is designed to assist local Oakland County communities with planning, preliminary engineering/design, and construction costs directly related to park improvement and trail projects located in Oakland County. For full program guidelines refer to the 2023 Community Grant Program Guidelines found on the Oakland County Parks web site. We are not using Laserfiche this year but changing to this fillable PDF application. Please submit attachments and supporting documents along with this application as ONE PDF document if possible. A. Applicant Information 1. Project Title: 2. Oakland County City, Village or Township Name: 3. Census Tract: 4. Name of Primary Grant Contact: Address: Primary Contact Phone: Primary Contact E-Mail Address: 5. Please list any project partners: 6. For which type of funding are you applying (please check one): Pre-development grants minimum request $5,000, maximum request $25,000 (design, engineering, planning, etc.) 25% Match Development grants minimum request $5,000, maximum request $100,000. 50% Match Agreement - Exhibit A B. Financial Information Grant Amount Requested: Match Amount: 25% minimum match for pre-development projects 50% match for development projects. Certain communities may be eligible to have the match requirement waived – if your community is struggling to provide a match, please reach out to OCPR grants planning staff Match Source(s): Projected Budget (if more lines are needed, please attach as additional document): Scope Item Quantity Total Amount Total project budget: C. Grant Application Requirements 1.Indicate how and where this project is addressed in relevant community planning documents, which may include: 5-Year Parks and Recreation Master Plan, Capital Improvement Plan, Park Master Plan, Community Master Plan, Complete Streets Plan, Trailway Master Plan, Pathway Plan, etc. Provide links to relevant online planning documents or add relevant pages to application PDF document. (100 word maximum) 2. Proposed Project Dates Anticipated Start Date: Anticipated End Date: 3. Select the type of site control the applicant has over the site where the project is to be completed: Fee simple Less-than-fee-simple (explain): (text field) Lease License Easement Other (explain): 4. Final Report & Reimbursement The OCPR Trails and Park Improvements grant program is a reimbursement program. If awarded a grant, the community will have an opportunity to request reimbursement on a quarterly basis. A final report will need to be submitted and approved by OCPR grant management staff prior to the release of the final 20% of grant funds. Please check here to acknowledge that this is a reimbursement grant and that a final report will be required to release the final 20% of grant funds. D. Project Description 1. Describe the physical location of the proposed project and ownership of the property. (250 words max) 2. Describe the project design and why it was chosen. (250 words max) 3. Provide a relevant history/background information (including any environmental concerns). (250 words max) 4. Describe the community need for the project. (250 words max) 5. Project Alignment with most recent OCPR Community-Wide Needs Assessment. Please select all categories in which your proposed project falls: Beaches Multi-use trails Canoe & kayak launch sites Picnicking areas and pavilions Playgrounds Sledding Hills Farmers Markets Waterparks and Waterslides Boating and fishing areas Splash pads and spray parks Outdoor amphitheaters Camping areas Mountain-biking trails Tennis courts Baseball and softball diamonds Basketball courts Disc golf Archery range Hunting areas Off-road vehicle areas Soccer and cricket fields Outdoor equestrian facilities/trails Pickleball courts Other 6. Does the project positively impact equity and justice and/or provide parks and recreation services that feel safe and welcoming to everyone? If so, please summarize here. (250 word max) 7. Does the project consider sustainable design/construction practices and help build community resilience and adaptation to climate change? If so, please summarize here. (250 word max) 8. Does the project increase access to spaces and experiences that promote physical, mental, and social health for all? If so, please summarize here. (250 word max) 9. Has any public engagement been done around this project yet? If so please summarize here. 10. Describe how the project will be managed and maintained long-term, including any equipment or staffing needs and how they will be addressed. 11. Describe how the project will meet or exceed ADA guidelines. Describe any Universal Design principles that will be incorporated into the project. 12. Select whether or not the park or facility has any required entrance fees – annual, daily, non-resident, etc. No fees for park use Non-resident annual or daily fee Annual or daily fee for residents and non-residents Other (explain): 13. Select the ways in which people can access the site: Automobile only Automobile Bicycle on-street Dedicated bike lane Sidewalk Nearby bus stop (within ¼ mile) E.Attachments If possible please use the “Combine Files into one PDF” tool to combine your application materials into one PDF document. If you don’t have the ability to do so, individual files will still be accepted. Email all attachments to Kate Layton at laytonk@oakgov.com. Put your community name in the subject line of the email. Required Attachments: 1.Project location map 2.Site plan or site map 3.Optional letters of support 4.Optional Other Materials a) Design drawings/specifications b) Photographs with captions that indicate the relevant content of the photo Submission Completed applications should be e-mailed to Kate Layton at laytonk@oakgov.com. You will receive a confirmation e-mail within 48 hours indicating that we received your application. If your application file size is too large to e-mail, reach out to Kate or Donna for file-sharing options. Applications should be submitted by April 21 at 5:00 p.m. Contact Information: Donna Folland Supervisor – Planning and Resource Development (248)736-9087 follandd@oakgov.com Kate Layton Community Liaison laytonk@oakgov.com Public Parking Loca�ons = 3 parking lots and on street parking. OCPR Scope Item: OCPR Scope Item: Proposed Picnicking Area OCPR Scope Item: OCPR Scope Item: April 20, 2023 OCPR Grants Management 2800 Watkins Lake Road Waterford, MI 48328 To Whom It May Concern, I am writing to express the support of the Clinton River Watershed Council for the City of Ferndale and their Parks and Recreation Department’s efforts in securing an Oakland County Parks and Recreation (OCPR) Community Grant for park improvements at Martin Road Park. The proposed improvements align with the City of Ferndale’s Parks and Recreation 5-year Master Plan and will offer more park amenities and increase activity and accessibility throughout the parks. This project would further provide the addition of stormwater management systems and green infrastructure to address the drainage issues in the park, as well as add picnic areas, play equipment, and other improvements within the park. The City of Ferndale is a long-standing member and collaborator of CRWC’s. We work with the City on various natural resource issues that include green infrastructure, river cleanups, ecological restoration, and public engagement activities. We continue to work with the city through our WaterTowns® program, which Ferndale joined in 2020. WaterTowns® is a community-based placemaking initiative that helps cities in the watershed leverage assets of the Clinton River for strengthening community engagement and improving water quality. The green infrastructure improvements being planned through this application are wonderful example of how GSI can improve community spaces while having beneficial impacts to water quality within the Clinton River watershed. Therefore, CRWC is in support of this funding request and highly recommends the City of Ferndale gaining the support of the OCPR for this Community Grant. Sincerely, Jennifer Hill Executive Director 1115 W. Avon Road Rochester Hills, MI 48309 248-601-0606 www.crwc.org contact@crwc.org Board of Directors Shawn Keenan President Stacey McFarlane 1st Vice President Greg Kacvinsky 2nd Vice President Jeff Bednar Secretary Aaron Loiselle Treasurer Jamie Burton Director Stefanie Bailey Director Diana Evennou Director Joerg Hensel Director John Kosnak Director Kimberly Meltzer Director Erin Quetell Director Becky Quinn Director David Szlag Director Jennifer Tegen Director COUNCIL STAFF Jennifer Hill Executive Director Chris Bobryk Watershed Planner Cole Pachucki Development and Communications Specialist Kaleigh Snoddy Director of Education and Stewardship Pronoye Kapali Watershed Program Specialist Janice Sugden Accountant 50 Years of Dedication April 19th, 2023 Oakland County Parks & Recreation Grants Management 2800 Watkins Lake Road Waterford, MI 48328 To Whom it May Concern, I am writing in support of the City of Ferndale’s Parks and Recreation application to the Oakland County Parks and Recreation (OCPR) Community Grant program for the Martin Road Park improvement project. This funding would allow for the addition of stormwater management systems and green infrastructure to address drainage issues, picnic areas, and play equipment among other park improvements. The completion of this project would increase accessibility throughout the park, ensuring that everyone can take advantage of the added amenities. The City of Ferndale understands that opportunities for outdoor recreation are crucial to the wellbeing of our communities, allowing for citizens to socialize, exercise, and enjoy the outdoors. I am respectfully asking for full and fair consideration of this worthy project. If you have any questions, please contact Cody Schaub in my District Office at cody.schaub@mail.house.gov or at 734-853-3040. Sincerely, Haley Stevens Member of Congress April 18, 2023 OCPR Grants Management 2800 Watkins Lake Road Waterford, MI 48328 To Whom It May Concern: On behalf of the Ferndale Seniors Group, I am writing to express our support for the City of Ferndale’s grant application for a Oakland County Parks and Recreation Community Grant for park improvements at Martin Road Park in Ferndale. The installation of the proposed improvements at Martin Road Park will provide residents with new and upgraded amenities, as well as easy access to those amenities. The Ferndale Senior Group values accessible parks, spaces, and amenities. Unfortunately, access at Martin Road Park is limited after a rain event due to poor drainage at the park. This project would provide infrastructure to address the park drainage issues, as well as, improve the picnic and playground areas. The Ferndale Senior Group supports the park improvement project planned for Martin Road Park and highly recommends this project for funding by the Oakland County Parks and Recreation Community Grant. Sincerely, Jeannie Davis President Jeannie Davis Grants Management Michigan Department of Natural Resources 530 W. Allegan Lansing, MI 49833 To Whom It May Concern, I am writing on behalf of The American Heart Association to express our support of the City of Ferndale and their Parks & Recreation Department’s efforts in securing a Michigan Natural Resources Recreation Grant for park improvements at both Martin Road and Wilson Parks. The American Heart Association’s mission is “to be a relentless force for a world of longer, healthier lives.” Local parks provide endless opportunities for socialization and community health and wellness. The park upgrades planned for Martin Road and Wilson Parks will increase activity and access throughout the parks and enhance recreational opportunities for the entire community. This project would further provide additional trail/pathway access in Ferndale, as well as the addition of water fountains, benches, and waste receptacles within the parks. The American Heart Association supports the park improvements planned for Martin Road and Wilson Parks and highly recommends the City of Ferndale gaining the support of the Michigan Department of Natural Resources for the Recreation Grant. Sincerely, Michael Randall, Director of Community Impact American Heart Association Martin Road Park Flooding Photos from March 31, 2023 2022-2027 c i ty of fer n dale pa r ks a n d rec r eat i o n m aster pla n ferndale, mi draft December 2021 Facilities GOAL 1: PLAN FOR, IMPROVE, AND DEVELOP PARKS AND RECREATION FACILITIES THAT RESPOND TO RELEVANT NEEDS AND SECURES ASSETS FOR THE FUTURE. F1.1 Uphold baseline standards for all renovations, additions, and new facilities, including compatibility with the surrounding neighborhood, connectivity, safety, ADA accessibility, and environmental sustainability. F1.2 Consider the integration of non-traditional playscapes that serve multiple ages and abilities, especially as deteriorating and aged playground equipment is under consideration for upgrades or replacement. F1.3 Develop master plans for facilities that could potentially benefit from major renovations, including community parks, parks that are significantly over- or under-utilized, and parks that experience chronic maintenance issues (e.g., Wilson Park, Kulick Community Center). F1.4 Create a long-term facilities plan with a clear vision and decision-making framework for the land disposition (acquiring, selling, leasing) of public parkland and facilities. F1.5 Explore opportunities to improve the Wilson dog park and consider opportunities for other dog recreation. F1.6 Explore the feasibility and identify opportunities to add cold-month seasonal park features to extend the use of parks throughout the year. F1.7 Identify opportunities to improve park connections, including accessible pathways within each park as well as between the surrounding neighborhood. F1.8 Explore opportunities for a building at Martin Rd Park to afford opportunities for concessions and year-round equipment rentals and lending. GOAL 2: CONTINUE TO EXPAND THE USE OF NATURAL AND SUSTAINABLE DESIGN ELEMENTS IN PARKS AND FACILITIES. F2.1 Continue to seek opportunities to incorporate reforestation and native naturalized landscape projects, accompanied by green stormwater infrastructure and interpretive signage. F2.2 Continue to implement the City’s baseline environmental standards for facility and infrastructure upgrades, including buildings, parking lots, lighting, and recycling receptacles. F2.3 Continue to expand the City’s tree program to the parks to enhance Ferndale’s urban tree canopy. GOAL 3: ENHANCE NON-MOTORIZED CONNECTIONS TO AND AMENITIES AT RECREATION FACILITIES. F3.1 Ensure all parks are accessible by non-motorized transportation and provide safe and convenient bike parking. [MLUP reference: T4.2] F3.2 Participate in city-wide streetscape design projects to ensure pedestrian facilities, open spaces, connections to nearby parks, signage, and historical interpretation are included where feasible. INTRODUCTION | 38FERNDALE PARKS & RECREATION PLAN 2017 Maintenance and operations GOAL 1: ENSURE THE LONG-TERM MAINTENANCE AND PROVISION OF FACILITIES AND PROGRAMS THROUGH THE STRATEGIC PLANNING AND MANAGEMENT OF HUMAN RESOURCES AND FUNDING. M1.1 Continue to document and communicate Recreation Department staffing level needs and capabilities for regular activities as well as heightened level of scheduling and maintenance. M1.2 Continue to document and communicate DPW staffing level needs and capabilities for regular maintenance responsibilities as well as the addition of any facilities. M1.3 Evaluate current maintenance needs and requests on a quarterly basis based on observations and input from DPW, the Recreation Department, and the public. M1.4 Ensure the importance and role of the Parks and Recreation Advisory Commission (PARC) is recognized throughout the City (both internally and externally), and determine the potential need for sub- committees to address specific issues. M1.5 Ensure PARC is a diverse cross-section of Ferndale’s population, representing different household types, interests, and abilities. M1.6 Utilize community groups, private partners, and volunteers to assist in maintenance and beautification projects. M1.7 Utilize maintenance and operations services to offer skills training, apprenticeships, and/or internships. GOAL 2: ENHANCE THE LONG-TERM VIABILITY OF PARK FEATURES. M2.1 Conduct an annual inventory of park amenities and review of the Parks & Recreation Master Plan to continue the planning process and make updates as needed. M2.2 Create a cohesive family of park elements (signage, seating, light fixtures, etc.) to streamline maintenance processes and provide visual unity across the parks system. [MLUP reference: R4.1] M2.3 In selecting park elements, consider materials that maximize long-term sustainability, minimize maintenance and management, and deter vandalism. M2.4 Explore innovative ways to approach maintenance to maximize environmental sustainability and reduce utility consumption, such as proactive and preventative maintenance. INTRODUCTION | 39FERNDALE PARKS & RECREATION PLAN 2017402021 F1.9 Solidify and implement the plan for the future of the community center that meets the spacial and program needs of staff and the community. F1.10 Develop ADA baseline recommendations for park improvements. FERNDALE PARKS AND RECREATION PLAN 2021 45 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2022 45 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2022 45 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2022 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021 PROPOSED WALKWAY IMPROVEMENTS (GRANT FUNDED) FUTURE WALKWAY IMPROVEMENTS EXISTING PAVILION SPLASH PAD - OPEN 2022 +/-5500 SF MULTI-PURPOSE BUILDING - SUPPORT OFFICE - CONCESSIONS - STORAGE - RESTROOMS (ACCESS FROM PARK) PAVILION STRUCTURE, 10 PICNIC TABLES (GRANT FUNDED) EXISTING PLAYGROUND PLAYGROUND ADDITION BASKETBALL COURT / MULTI-SPORT COURT (GRANT FUNDED) EXISTING BASEBALL / SOFTBALL FIELD LANDSCAPE ENHANCEMENTS AT ENTRY, MULTI-PURPOSE BUILDING AND SPLASH PAD BERM, 2-3 HEIGHT SPLASH PAD UTILITY AREA UTILITY EASEMENT PARKING LOT IMPROVEMENTS - 4 ADA SPACES A A B B C C D E E F G H H I J J K I I K L L P P P MARTIN ROAD FRAMEWORK PLAN FERNDALE, MICHIGAN ORCHARD AVE D F G I I MULTI-PURPOSE BUILDING EXAMPLE Another important component of F1.3 was to address changes to the Martin Road Park Plan, which was inititally created as part of the 2017 Parks and Recreation Master Plan. In December 2021, the Ferndale Parks and Recreation Department worked with SmithGroup to modify the initial design for current needed improvements. Major updates include the future splash pad to be installed and opened summer 2022 and a multi-purpose building which could potentially be used by staff in place of the Kulick Center. Several features in the plan update outline grant funded improvements, F1.3 Martin Road Park Splash Pad Plan PROPOSED WALKWAY IMPROVEMENTS (GRANT FUNDED) FUTURE WALKWAY IMPROVEMENTS EXISTING PAVILION SPLASH PAD - OPEN 2022 +/-5500 SF MULTI-PURPOSE BUILDING - SUPPORT OFFICE - CONCESSIONS - STORAGE - RESTROOMS (ACCESS FROM PARK) PAVILION STRUCTURE, 10 PICNIC TABLES (GRANT FUNDED) EXISTING PLAYGROUND PLAYGROUND ADDITION BASKETBALL COURT / MULTI-SPORT COURT (GRANT FUNDED) EXISTING BASEBALL / SOFTBALL FIELD LANDSCAPE ENHANCEMENTS AT ENTRY, MULTI-PURPOSE BUILDING AND SPLASH PAD BERM, 2-3 HEIGHT SPLASH PAD UTILITY AREA UTILITY EASEMENT PARKING LOT IMPROVEMENTS - 4 ADA SPACES A B C D E F G H I J K L P FERNDALE PARKS AND RECREATION PLAN 2022 70 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2022 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021 including proposed walkways, a pavilion structure, picnic tables, and basketball court. To see how the framework plans works in the context of the prior plan, view the 2017 concept diagram (below). 2021 PLAN BOUNDARY FERNDALE PARKS AND RECREATION PLAN 2022 71 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2022 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021 F2.1: Continue to seek opportunities to incorporate reforestation and native naturalized landscape projects, accompanied by green stormwater infrastructure and interpretive signage. While parks play an important role in the community for physical health and fitness, these landscapes have the potential to serve more purposes than just active recreation programming for children and sports. There are opportunities within Ferndale’s parks to incorporate passive recreation and natural landscapes that can provide a range of benefits to the community, from interesting open space for residents to ecological services, such as decreasing stormwater runoff. Passive recreation and natural landscapes also have a lower impact on the environment than active recreation areas. The Parks and Recreation Department has been implementing these strategies over the past five years, such as the buffers implemented along with the skate park. However, the PRD should seek opportunities to incorporate reforestation and native natural landscapes where possible. These landscapes not only respond to community interests for more natural landscapes, but are also better for the environment and can additionally serve as educational opportunities through signage and programming. F2.2: Continue to implement the City’s baseline environmental standards for facility and infrastructure upgrades, including buildings, parking lots, lighting, and recycling receptacles. The Plan Ferndale initiative and the Climate Action Plan will set goals for creating and implementing a set of baseline environmental standards for all public facility and infrastructure renovations and new construction. The Parks and Recreation Department should continue to work with other city agencies to determine how this relates to parks and recreation facilities. Potential opportunities may include buildings (community center, restrooms, concessions, comfort stations, pavilions), parking lots, lighting, and recycling receptacles. “I would like to a see a little more attention paid to the landscaping of the park. Prior to the dog park, Wilson Park was a parking lot and a ball field and trees... it would be nice to have a little more visual and physical barriers such as berms or hills built to create a more personal space.” F2.1 MEASURABLE OUTCOME: ·Identify opportunities to incorporate reforestation and native natural landscapes into parks. F2.2 MEASURABLE OUTCOME: ·Continue to implement the City’s baseline environmental standards for all facility and infrastructure upgrades. FACILITIES | 7169FERNDALE PARKS & RECREATION PLAN 20172021 GOAL 2: Continue to expand the use of natural and sustainable design elements in parks and facilities. As part of the City’s overall mission to be a leader in the region and to incorporate more environmental sustainability practices throughout the city, the Parks and Recreation Department will strive to do its part on its land, buildings, infrastructure, and operations. The following facilities recommendations related to natural and sustainable design elements support Goal 2. F2.3: Continue to expand the City’s tree program to the parks to enhance Ferndale’s urban tree canopy. The City’s prior Master Plan set a goal for expanding the City’s tree program to parks as part of a city-wide effort to increase Ferndale’s urban tree canopy. The new Master Plan and Climate Action Plan will both build off of this work. The PRD and DPW should continue to work together to identify parkland where it can add trees and to secure a budget to add, manage, and maintain parkland trees. DPW should also continue its “zero loss” policy, where it plants a new tree for every tree lost, and strive to maintain and even exceed this commendable policy when possible (for example, “two for one”). F2.3 MEASURABLE OUTCOME: ·Expand the City’s tree program to parks. ·Continue the “zero loss” tree policy. PRECEDENT: REINTRODUCING NATURE Engleman Park (Wilsonville, OR) was converted from an underutilized park area to a popular neighborhood park that accentuates the natural elements of the site and includes nature-themed play areas and stormwater infrastructure. Image Source: Learning Landscapes Design LLC PRECEDENT: REFORESTATION PROJECT To improve the city’s tree canopy and long- term preservation, the City of Zumbrota (MN) implemented a multi-year reforestation plan to plant and maintain trees in parks, public areas, and streets. With a constrained budget, the City obtained grants, established a donation fund, developed a tree nursery, and recruited volunteers. After three years, nearly 700 trees were planted on parks and streets, and about 150 are growing in the tree nursery for future planning. Image Source: City of Zumbrota “Parks could use visual interest by including more trees and natural scapes. Trees provide a sense of shelter, places to relax and commune, and separation from the busy life.” “Add more trees.” “[Add] trails, trees, and deal with the flooding at/around Fair Park.” FACILITIES | 72FERNDALE PARKS & RECREATION PLAN 2017 Enhance non-motorized connections to and amenities at recreation facilities. GOAL 3: The Ferndale community has embraced and continues to ask for the integration of more bike and pedestrian infrastructure within Ferndale. The Recreation Department will continue to work towards ensuring walking and biking are attractive and comfortable means of getting to and from recreation facilities. The following facilities recommendations related to non- motorized infrastructure support Goal 3. F3.1: Ensure all parks are accessible by non-motorized transportation, and provide safe and convenient bike parking. To provide park users with a range of transportation options and encourage walking and biking, the Recreation Department should ensure all of its parks and facilities are safely accessible by non-motorized transportation, including complete sidewalks, safe pedestrian crossings, and connections to bike routes. In addition to making these connections, the Recreation Department should continue to facilitate the provision of safe, convenient, and ample bike parking at its facilities (see also Master Plan T4.2). Potential implementation practices might include setting a standard for number of bike parking per acre or estimated users and setting design standards for bike parking to ensure the selection (rack styles, materials, coatings), site placement and spacing, and installation fit the City’s and community’s needs and expectations. F3.2: Participate in city-wide streetscape design projects to ensure pedestrian facilities, open spaces, connections to nearby parks, signage, and historical interpretation are included where feasible. Another opportunity to ensure Ferndale streets fulfill their multi-purpose role and work to the entire community’s benefit is for the Recreation Department to participate in city-wide streetscape design projects. The Department’s collaboration and involvement in these design processes can ensure pedestrian facilities, open spaces, connections to nearby parks, signage, and historical interpretation are included in streetscape projects where feasible — together providing Ferndale residents with better access to parks and recreation opportunities. F3.2 MEASURABLE OUTCOME: ·Ensure Recreation Department participation in city-wide streetscape design projects.F3.1 MEASURABLE OUTCOMES: ·Ensure all facilities are safely accessible by non-motorized transportation. ·Provide safe and convenient bike parking at all facilities. “The parks should be more connected by bike trails.“ “I mostly bike around the city and am very impressed with how Ferndale has committed to being a very bikeable community.” FACILITIES | 73FERNDALE PARKS & RECREATION PLAN 2017702021FERNDALE PARKS AND RECREATION PLAN 2021 74 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2022 75 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2022 75 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2022 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021 G1.6: Continue to offer passive recreation uses to complement the extent and popularity of passive park use. Although the community survey affirms the importance of parks for active use, it also shows the extent and popularity of passive park use: a majority of respondents reported visiting Ferndale parks for relaxation and spending time with friends and family. The Parks and Recreation Department should identify opportunities to increase both the quantity and quality of Ferndale’s passive recreation uses to complement the community’s interests in gardening, picnicking, socializing, and enjoying nature. Regularly activating Ferndale parks with nearby activities where other people are present and attractive landscape amenities will make them more welcoming for eating lunch or reading a book. G1.7: Expand year-round recreation opportunities by offering more cold-month outdoor programs and activities, including those that may not be offered in the community. Park use and recreational programming tends to decrease in colder months, but opportunities to be healthy and active should not be limited by colder weather. The Parks and Recreation Department should work to expand its year-round recreation programming by offering more opportunities to enjoy parks no matter the season. Potential opportunities may include snowshoeing and cross country skiing groups, artificial turf that can withstand the elements, skating ponds, and winter events (like a light festival, snow fort competition, snowball fight), as well as working with facility operations to complement outdoor activities with restrooms, concessions, and warming huts. The Parks and Recreation Department can also increase promotion and facilitation of activities offered through other recreation providers and establish an equipment lending program for year-round activities. PRECEDENT: ICE CLIMBING CLUB The Peabody Ice Climbing Club (Fenton, MI) is an ice climbing venue where two towers are iced over in the winter. The club offers a place for experienced ice climbers to train and provides a great introduction for beginniners to learn the sport, learning to pick, claw, and pull their way up. Image Source: www.peabodyiceclimbingclub.com PRECEDENT: WINTER LIGHTS FESTIVAL The Winter Lights Festival is an annual weekend event that stimulates the city life in the midwinter. The Festival celebrates both the winter world and the growing light after a long period of darkness. The program is a mixture of art and industry, environment and history, sports and culture. Image Source: curatedplace.com G1.6 MEASURABLE OUTCOME: ·Increase quantity and quality of passive recreation uses. G1.7 MEASURABLE OUTCOME: ·Expand year-round outdoor recreational programming in colder months. “More natural areas. More parks or areas of parks for those of us who aren't on sports teams and don't have small children.“ PROGRAMMING | 86FERNDALE PARKS & RECREATION PLAN 2017 G1.9: Ensure the community center is a safe and welcoming place that provides recreation and social opportunities for all people to connect, foster relationships, and enhance their health and well-being throughout the year. Like libraries, parks, and schools, community centers are part of the social infrastructure of neighborhoods and the city as a whole, offering places for people to gather and enhance their health and well-being throughout the year. Currently, the Kulick Community Center is the city’s only recreational facility designated for this purpose; however, the facility is in need of upgrades and renovations. The Recreation Department should evaluate the goals, needs, and expectations for the city’s community center and determine whether or not the current facility will be able to meet those needs (see also Master Plan R1.7). As a place that serves an important community role and provides many purposes, the Kulick Center and/or any other community center in Ferndale should be a safe and welcoming environment with programs and activities for the entire community. G1.8: Provide programs to foster awareness, knowledge, and appreciation of natural assets and promote environmental stewardship. In tandem with providing more natural landscape features throughout Ferndale (see F2.1), the Recreation Department should provide programs to foster awareness, knowledge, and appreciation of natural assets and to promote environmental stewardship. Environmental education programs appeal to the community’s interests and can help support the investments made in improving the city’s urban forest. PRECEDENT: COMMUNITY & PERFORMING ARTS CENTER The Dearborn Ford Community & Performing Arts Center is a multi-purpose facility and network of leisure, fitness, life enrichment, and cultural arts activities. The community center includes a fitness center, gym, climbing wall, theater, and art gallery, and facilities are available for event rentals. The Detroit Medical Center and SMART transportation are on-site partners that provide additional wellness and transportation services. Image Source: www.dearbornfordcenter.com “[If it were available, I would attend] Educational / Environmental activities. Identifying insects, plants, animals.” “We could use more arts inspired after school activities. Not just sports.” G1.8 MEASURABLE OUTCOME: ·Provide environmental education programs. G1.9 MEASURABLE OUTCOME: ·Ensure the community center is a safe and welcoming place with programs and activities for the entire community. PROGRAMMING | 87FERNDALE PARKS & RECREATION PLAN 201784 ·Establish an equipment lending program for year-round activities FERNDALE PARKS AND RECREATION PLAN 2021 89 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021 G1.9: Ensure the future community center is a safe and welcoming place that provides recreation and social opportunities for all people to connect, foster relationships, and enhance their health and well-being throughout the year. Like libraries, parks, and schools, community centers are part of the social infrastructure of neighborhoods and the city as a whole, offering places for people to gather and enhance their health and well-being throughout the year. Currently, the Kulick Community Center is the city’s only recreational facility designated for this purpose; however, the facility is in need of upgrades and renovations. The Parks and Recreation Department should evaluate the goals, needs, and expectations for the city’s community center and determine whether or not the current facility will be able to meet those needs. As a place that serves an important community role and provides many purposes, the Kulick Center and/or any other community center in Ferndale should be a safe and welcoming environment with programs and activities for the entire community. G1.8: Provide programs to foster awareness, knowledge, and appreciation of natural assets and promote environmental stewardship. In tandem with providing more natural landscape features throughout Ferndale, the Parks and Recreation Department should provide programs to foster awareness, knowledge, and appreciation of natural assets and to promote environmental stewardship. Environmental education programs appeal to the community’s interests and can help support the investments made in improving the city’s urban forest. PRECEDENT: COMMUNITY & PERFORMING ARTS CENTER The Dearborn Ford Community & Performing Arts Center is a multi-purpose facility and network of leisure, fitness, life enrichment, and cultural arts activities. The community center includes a fitness center, gym, climbing wall, theater, and art gallery, and facilities are available for event rentals. The Detroit Medical Center and SMART transportation are on-site partners that provide additional wellness and transportation services. Image Source: www.dearbornfordcenter.com “[If it were available, I would attend] Educational / Environmental activities. Identifying insects, plants, animals.” “We could use more arts inspired after school activities. Not just sports.” G1.8 MEASURABLE OUTCOME: ·Provide environmental education programs. G1.9 MEASURABLE OUTCOME: ·Ensure the community center is a safe and welcoming place with programs and activities for the entire community. PROGRAMMING | 87FERNDALE PARKS & RECREATION PLAN 2017 852021 G2.1: Activate Downtown parks to make them welcoming on an ongoing, daily basis for a variety of passive uses to ensure Downtown’s relatively small open spaces are maximized to enhance the City’s social and economic health. As the City continues to explore options for designated open spaces Downtown, it should also work to identify more effective ways to activate them. Regardless of size, Downtown parks play an important role in the City’s social and economic health by supporting higher densities of residents, workers, and visitors with access to open space — a place to sit, eat lunch, or meet a friend. The Parks and Recreation Department should identify opportunities to activate Downtown parks to make them welcoming on an ongoing, daily basis for a variety of passive uses to ensure Downtown’s relatively small open spaces are maximized. Potential opportunities may include movable seating and tables, wi-fi, active building frontage, and removable elements to accommodate events. Updates to Schiffer Park are an example. G2.2: Provide communication, scheduling, and permitting resources to ensure facilities are available to everyone for personal, family, and community events through rentals and low/no-cost programming. Offering rental opportunities (facility rooms, outdoor weddings, special events, etc.) is another opportunity to increase park use, activate parks, and potentially generate revenue. Furthermore, parks could take on a larger role in hosting community and neighborhood events for low/no-cost fees. Working with the Communication Department, the Parks and Recreation Department should effectively communicate its available rental opportunities, scheduling, and permitting resources effectively to the public as well as determine appropriate fee schedules to cover costs and potentially generate revenue. G2.2 MEASURABLE OUTCOME: ·Activate Downtown parks on an ongoing, daily basis for passive use. G2.3 MEASURABLE OUTCOME: ·Effectively promote and facilitate use of facilities for special events through rentals. PROGRAMMING | 88 Public input placed a clear emphasis on the importance of public art as a means of social gathering and making parks more interesting. As the City works to create a public art program for parks and public spaces (see Master Plan R2.5), the Recreation Department should identify opportunities within its facilities to add future art features, such as underutilized areas, prominent parks, and highly visible and/or discrete locations. Public art in parks may also take shape in the form of non-traditional landscapes, such as land mounds and creative playscapes, which has been requested in community input and should be considered by the Recreation Department when updating its facilities (see also F1.2). G2.3 MEASURABLE OUTCOME: ·Identify opportunities to add public art in parks and community centers. G2.4: Expore opportunities to regularly use parks in non- traditional ways to engage residents and maximize facilities. Recreation departments no longer need to serve the community in isolated parks and community centers. Temporary, resident-driven programming can get the community thinking about public spaces differently and more engaged in parks and recreation with the benefits of increasing park use, facilitating community interaction, and cultivating a greater sense of pride in place. The Recreation Department should explore opportunities to take traditionally indoor programs outside to use parks in non-traditional ways, including recreational, cultural, and civic programming. Such programming could include live music and dance, information-sharing on community issues, outdoor fitness classes, and outdoor classrooms. G2.4 MEASURABLE OUTCOME: ·Identify programming opportunities to use parks in non-traditional ways. HOW WOULD YOU RATE THE VARIETY OF ART AND CULTURAL EVENTS CURRENTLY AVAILABLE IN FERNDALE? FERNDALE PARKS & RECREATION COMMUNITY SURVEY 2016 FAIR 29% GOOD 25% POOR 11% DON’T KNOW 23%EXCELLENT13% “[Ferndale needs] more community events hosted in the parks. “ “[I would attend events such as] indoor or outdoor film festivals, art in the park, theater in the park [if they were held in Ferndale]” “I like the idea of music in the park.” “[I would participate in] community cookouts; non-sports meetups in the parks; yoga in the park.” PROGRAMMING | 89FERNDALE PARKS & RECREATION PLAN 201786FERNDALE PARKS & RECREATION PLAN 20172021 GOAL 2: Establish unique places through non-traditional and speciality parks and programming. Through programming, Ferndale parks of all sizes have the ability to become truly unique cultural assets that provide a source of pride to our neighborhoods and underpin a high quality of life for residents. The Parks and Recreation Department will strive to identify opportunities for non-traditional and specialty programming that will take parks to the next level, elevating their recreational and social purpose to something that is part of Ferndale’s distinct culture. The following programming recommendations related to establishing unique places support Goal 2. FERNDALE PARKS AND RECREATION PLAN 2021 90 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 5202190FERNDALE PARKS AND RECREATION PLAN 2022 G1.9: Ensure the future community center is a safe and welcoming place that provides recreation and social opportunities for all people to connect, foster relationships, and enhance their health and well-being throughout the year. Like libraries, parks, and schools, community centers are part of the social infrastructure of neighborhoods and the city as a whole, offering places for people to gather and enhance their health and well-being throughout the year. Currently, the Kulick Community Center is the city’s only recreational facility designated for this purpose; however, the facility is in need of upgrades and renovations. The Parks and Recreation Department should evaluate the goals, needs, and expectations for the city’s community center and determine whether or not the current facility will be able to meet those needs. As a place that serves an important community role and provides many purposes, the Kulick Center and/or any other community center in Ferndale should be a safe and welcoming environment with programs and activities for the entire community. G1.8: Provide programs to foster awareness, knowledge, and appreciation of natural assets and promote environmental stewardship. In tandem with providing more natural landscape features throughout Ferndale, the Parks and Recreation Department should provide programs to foster awareness, knowledge, and appreciation of natural assets and to promote environmental stewardship. Environmental education programs appeal to the community’s interests and can help support the investments made in improving the city’s urban forest. PRECEDENT: COMMUNITY & PERFORMING ARTS CENTER The Dearborn Ford Community & Performing Arts Center is a multi-purpose facility and network of leisure, fitness, life enrichment, and cultural arts activities. The community center includes a fitness center, gym, climbing wall, theater, and art gallery, and facilities are available for event rentals. The Detroit Medical Center and SMART transportation are on-site partners that provide additional wellness and transportation services. Image Source: www.dearbornfordcenter.com “[If it were available, I would attend] Educational / Environmental activities. Identifying insects, plants, animals.” “We could use more arts inspired after school activities. Not just sports.” G1.8 MEASURABLE OUTCOME: ·Provide environmental education programs. G1.9 MEASURABLE OUTCOME: ·Ensure the community center is a safe and welcoming place with programs and activities for the entire community. PROGRAMMING | 87FERNDALE PARKS & RECREATION PLAN 2017 852021 G2.1: Activate Downtown parks to make them welcoming on an ongoing, daily basis for a variety of passive uses to ensure Downtown’s relatively small open spaces are maximized to enhance the City’s social and economic health. As the City continues to explore options for designated open spaces Downtown, it should also work to identify more effective ways to activate them. Regardless of size, Downtown parks play an important role in the City’s social and economic health by supporting higher densities of residents, workers, and visitors with access to open space — a place to sit, eat lunch, or meet a friend. The Parks and Recreation Department should identify opportunities to activate Downtown parks to make them welcoming on an ongoing, daily basis for a variety of passive uses to ensure Downtown’s relatively small open spaces are maximized. Potential opportunities may include movable seating and tables, wi-fi, active building frontage, and removable elements to accommodate events. Updates to Schiffer Park are an example. G2.2: Provide communication, scheduling, and permitting resources to ensure facilities are available to everyone for personal, family, and community events through rentals and low/no-cost programming. Offering rental opportunities (facility rooms, outdoor weddings, special events, etc.) is another opportunity to increase park use, activate parks, and potentially generate revenue. Furthermore, parks could take on a larger role in hosting community and neighborhood events for low/no-cost fees. Working with the Communication Department, the Parks and Recreation Department should effectively communicate its available rental opportunities, scheduling, and permitting resources effectively to the public as well as determine appropriate fee schedules to cover costs and potentially generate revenue. G2.2 MEASURABLE OUTCOME: ·Activate Downtown parks on an ongoing, daily basis for passive use. G2.3 MEASURABLE OUTCOME: ·Effectively promote and facilitate use of facilities for special events through rentals. PROGRAMMING | 88 Public input placed a clear emphasis on the importance of public art as a means of social gathering and making parks more interesting. As the City works to create a public art program for parks and public spaces (see Master Plan R2.5), the Recreation Department should identify opportunities within its facilities to add future art features, such as underutilized areas, prominent parks, and highly visible and/or discrete locations. Public art in parks may also take shape in the form of non-traditional landscapes, such as land mounds and creative playscapes, which has been requested in community input and should be considered by the Recreation Department when updating its facilities (see also F1.2). G2.3 MEASURABLE OUTCOME: ·Identify opportunities to add public art in parks and community centers. G2.4: Expore opportunities to regularly use parks in non- traditional ways to engage residents and maximize facilities. Recreation departments no longer need to serve the community in isolated parks and community centers. Temporary, resident-driven programming can get the community thinking about public spaces differently and more engaged in parks and recreation with the benefits of increasing park use, facilitating community interaction, and cultivating a greater sense of pride in place. The Recreation Department should explore opportunities to take traditionally indoor programs outside to use parks in non-traditional ways, including recreational, cultural, and civic programming. Such programming could include live music and dance, information-sharing on community issues, outdoor fitness classes, and outdoor classrooms. G2.4 MEASURABLE OUTCOME: ·Identify programming opportunities to use parks in non-traditional ways. HOW WOULD YOU RATE THE VARIETY OF ART AND CULTURAL EVENTS CURRENTLY AVAILABLE IN FERNDALE? FERNDALE PARKS & RECREATION COMMUNITY SURVEY 2016 FAIR 29% GOOD 25% POOR 11% DON’T KNOW 23%EXCELLENT13% “[Ferndale needs] more community events hosted in the parks. “ “[I would attend events such as] indoor or outdoor film festivals, art in the park, theater in the park [if they were held in Ferndale]” “I like the idea of music in the park.” “[I would participate in] community cookouts; non-sports meetups in the parks; yoga in the park.” PROGRAMMING | 89FERNDALE PARKS & RECREATION PLAN 201786FERNDALE PARKS & RECREATION PLAN 20172021 GOAL 2: Establish unique places through non-traditional and speciality parks and programming. Through programming, Ferndale parks of all sizes have the ability to become truly unique cultural assets that provide a source of pride to our neighborhoods and underpin a high quality of life for residents. The Parks and Recreation Department will strive to identify opportunities for non-traditional and specialty programming that will take parks to the next level, elevating their recreational and social purpose to something that is part of Ferndale’s distinct culture. The following programming recommendations related to establishing unique places support Goal 2. FERNDALE PARKS AND RECREATION PLAN 2021 90 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 5202191FERNDALE PARKS AND RECREATION PLAN 2022 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2022 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 5202190FERNDALE PARKS AND RECREATION PLAN 2022 G1.9: Ensure the future community center is a safe and welcoming place that provides recreation and social opportunities for all people to connect, foster relationships, and enhance their health and well-being throughout the year. Like libraries, parks, and schools, community centers are part of the social infrastructure of neighborhoods and the city as a whole, offering places for people to gather and enhance their health and well-being throughout the year. Currently, the Kulick Community Center is the city’s only recreational facility designated for this purpose; however, the facility is in need of upgrades and renovations. The Parks and Recreation Department should evaluate the goals, needs, and expectations for the city’s community center and determine whether or not the current facility will be able to meet those needs. As a place that serves an important community role and provides many purposes, the Kulick Center and/or any other community center in Ferndale should be a safe and welcoming environment with programs and activities for the entire community. G1.8: Provide programs to foster awareness, knowledge, and appreciation of natural assets and promote environmental stewardship. In tandem with providing more natural landscape features throughout Ferndale, the Parks and Recreation Department should provide programs to foster awareness, knowledge, and appreciation of natural assets and to promote environmental stewardship. Environmental education programs appeal to the community’s interests and can help support the investments made in improving the city’s urban forest. PRECEDENT: COMMUNITY & PERFORMING ARTS CENTER The Dearborn Ford Community & Performing Arts Center is a multi-purpose facility and network of leisure, fitness, life enrichment, and cultural arts activities. The community center includes a fitness center, gym, climbing wall, theater, and art gallery, and facilities are available for event rentals. The Detroit Medical Center and SMART transportation are on-site partners that provide additional wellness and transportation services. Image Source: www.dearbornfordcenter.com “[If it were available, I would attend] Educational / Environmental activities. Identifying insects, plants, animals.” “We could use more arts inspired after school activities. Not just sports.” G1.8 MEASURABLE OUTCOME: ·Provide environmental education programs. G1.9 MEASURABLE OUTCOME: ·Ensure the community center is a safe and welcoming place with programs and activities for the entire community. PROGRAMMING | 87FERNDALE PARKS & RECREATION PLAN 2017 852021 G2.1: Activate Downtown parks to make them welcoming on an ongoing, daily basis for a variety of passive uses to ensure Downtown’s relatively small open spaces are maximized to enhance the City’s social and economic health. As the City continues to explore options for designated open spaces Downtown, it should also work to identify more effective ways to activate them. Regardless of size, Downtown parks play an important role in the City’s social and economic health by supporting higher densities of residents, workers, and visitors with access to open space — a place to sit, eat lunch, or meet a friend. The Parks and Recreation Department should identify opportunities to activate Downtown parks to make them welcoming on an ongoing, daily basis for a variety of passive uses to ensure Downtown’s relatively small open spaces are maximized. Potential opportunities may include movable seating and tables, wi-fi, active building frontage, and removable elements to accommodate events. Updates to Schiffer Park are an example. G2.2: Provide communication, scheduling, and permitting resources to ensure facilities are available to everyone for personal, family, and community events through rentals and low/no-cost programming. Offering rental opportunities (facility rooms, outdoor weddings, special events, etc.) is another opportunity to increase park use, activate parks, and potentially generate revenue. Furthermore, parks could take on a larger role in hosting community and neighborhood events for low/no-cost fees. Working with the Communication Department, the Parks and Recreation Department should effectively communicate its available rental opportunities, scheduling, and permitting resources effectively to the public as well as determine appropriate fee schedules to cover costs and potentially generate revenue. G2.2 MEASURABLE OUTCOME: ·Activate Downtown parks on an ongoing, daily basis for passive use. G2.3 MEASURABLE OUTCOME: ·Effectively promote and facilitate use of facilities for special events through rentals. PROGRAMMING | 88 Public input placed a clear emphasis on the importance of public art as a means of social gathering and making parks more interesting. As the City works to create a public art program for parks and public spaces (see Master Plan R2.5), the Recreation Department should identify opportunities within its facilities to add future art features, such as underutilized areas, prominent parks, and highly visible and/or discrete locations. Public art in parks may also take shape in the form of non-traditional landscapes, such as land mounds and creative playscapes, which has been requested in community input and should be considered by the Recreation Department when updating its facilities (see also F1.2). G2.3 MEASURABLE OUTCOME: ·Identify opportunities to add public art in parks and community centers. G2.4: Expore opportunities to regularly use parks in non- traditional ways to engage residents and maximize facilities. Recreation departments no longer need to serve the community in isolated parks and community centers. Temporary, resident-driven programming can get the community thinking about public spaces differently and more engaged in parks and recreation with the benefits of increasing park use, facilitating community interaction, and cultivating a greater sense of pride in place. The Recreation Department should explore opportunities to take traditionally indoor programs outside to use parks in non-traditional ways, including recreational, cultural, and civic programming. Such programming could include live music and dance, information-sharing on community issues, outdoor fitness classes, and outdoor classrooms. G2.4 MEASURABLE OUTCOME: ·Identify programming opportunities to use parks in non-traditional ways. HOW WOULD YOU RATE THE VARIETY OF ART AND CULTURAL EVENTS CURRENTLY AVAILABLE IN FERNDALE? FERNDALE PARKS & RECREATION COMMUNITY SURVEY 2016 FAIR 29% GOOD 25% POOR 11% DON’T KNOW 23%EXCELLENT13% “[Ferndale needs] more community events hosted in the parks. “ “[I would attend events such as] indoor or outdoor film festivals, art in the park, theater in the park [if they were held in Ferndale]” “I like the idea of music in the park.” “[I would participate in] community cookouts; non-sports meetups in the parks; yoga in the park.” PROGRAMMING | 89FERNDALE PARKS & RECREATION PLAN 201786FERNDALE PARKS & RECREATION PLAN 20172021 GOAL 2: Establish unique places through non-traditional and speciality parks and programming. Through programming, Ferndale parks of all sizes have the ability to become truly unique cultural assets that provide a source of pride to our neighborhoods and underpin a high quality of life for residents. The Parks and Recreation Department will strive to identify opportunities for non-traditional and specialty programming that will take parks to the next level, elevating their recreational and social purpose to something that is part of Ferndale’s distinct culture. The following programming recommendations related to establishing unique places support Goal 2. FERNDALE PARKS AND RECREATION PLAN 2021 90 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 5202191FERNDALE PARKS AND RECREATION PLAN 2022 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2022 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 5202191FERNDALE PARKS AND RECREATION PLAN 2022 *The task leader listed first should be the primary lead on the action item. Others listed are recommended collaborators. GOAL 1: PLAN FOR, IMPROVE, AND DEVELOP PARKS AND RECREATION FACILITIES THAT RESPOND TO RELEVANT NEEDS AND SECURES ASSETS FOR THE FUTURE. ACTION TIME FRAME TASK LEADER(S)* F1.1 Uphold baseline standards for all renovations, additions, and new facilities, including compatibility with the surrounding neighborhood, connectivity, safety, ADA accessibility, and environmental sustainability. Now CED, DPW F1.2 Consider the integration of non-traditional playscapes that serve multiple ages and abilities, especially as deteriorating and aged playground equipment is under consideration for upgrades or replacement. Now PARC, DPW F1.3 Develop master plans for facilities that could potentially benefit from major renovations, including community parks, parks that are significantly over- or under-utilized, and parks that experience chronic maintenance issues (e.g., Wilson Park, Kulick Community Center). Now PRD, DPW F1.4 Create a long-term facilities plan with a clear vision and decision-making framework for the land disposition (acquiring, selling, leasing) of public parkland and facilities. Next CED F1.5 Explore opportunities to improve the Wilson dog park and consider opportunities for other dog recreation. Ongoing PARC, DPW, PRD F1.6 Explore the feasibility and identify opportunities to add cold-month seasonal park features to extend the use of parks throughout the year. Now PRD, DPW F1.7 Identify opportunities to improve park connections, including accessible pathways within each park as well as between the surrounding neighborhood. Ongoing CED, DPW F1.8 Explore opportunities for a municipal building at Martin Road Park to afford opportunities for concessions and year-round equipment rentals and lending. PRD, DPW facilities ACTION PLAN | 101FERNDALE PARKS & RECREATION PLAN 2017 99 F1.9 Solidify and implement the plan for the future of the community center that meets the spacial and program needs of staff and the community. Near PRD, City Manager, City Council F1.10 Develop ADA baseline recommendations for park improvements.Now PRD, PARC, FAIAC, DPW FERNDALE PARKS AND RECREATION PLAN 2021 105 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021 *The task leader listed first should be the primary lead on the action item. Others listed are recommended collaborators.*The task leader listed first should be the primary lead on the action item. Others listed are recommended collaborators. facilities continued GOAL 2: CONTINUE TO EXPAND THE USE OF NATURAL AND SUSTAINABLE DESIGN ELEMENTS IN PARKS AND FACILITIES. ACTION TIME FRAME TASK LEADER(S)* F2.1 Continue to seek opportunities to incorporate reforestation and native naturalized landscape projects, accompanied by green stormwater infrastructure and interpretive signage. Now CED, DPW F2.2 Continue to implement the City’s baseline environmental standards for facility and infrastructure upgrades, including buildings, parking lots, lighting, and recycling receptacles. Near City Manager, DPW, CED F2.3 Continue to expand the City’s tree program to the parks to enhance Ferndale’s urban tree canopy. Now DPW GOAL 3: ENHANCE NON-MOTORIZED CONNECTIONS TO AND AMENITIES AT RECREATION FACILITIES. F3.1 Ensure all parks are accessible by non-motorized transportation and provide safe and convenient bike parking. Near CED, DPW F3.2 Participate in city-wide streetscape design projects to ensure pedestrian facilities, open spaces, connections to nearby parks, signage, and historical interpretation are included where feasible. Ongoing CED, DPW, PRD, DDA ACTION PLAN | 102FERNDALE PARKS & RECREATION PLAN 2017 *The task leader listed first should be the primary lead on the action item. Others listed are recommended collaborators. GOAL 1: ENSURE THE LONG-TERM MAINTENANCE AND PROVISION OF FACILITIES AND PROGRAMS THROUGH THE STRATEGIC PLANNING AND MANAGEMENT OF HUMAN RESOURCES AND FUNDING. ACTION TIME FRAME TASK LEADER(S)* M1.1 Continue to document and communicate Recreation Department staffing level needs and capabilities for regular activities as well as heightened level of scheduling and maintenance. Ongoing Rec Dept M1.2 Continue to document and communicate DPW staffing level needs and capabilities for regular maintenance responsibilities as well as the addition of any facilities. Ongoing DPW M1.3 Evaluate current maintenance needs and requests on a quarterly basis based on observations and input from DPW, the Recreation Department, and the public. Now DPW, Rec Dept M1.4 Ensure the importance and role of the Parks and Recreation Advisory Commission (PARC) is recognized throughout the City (both internally and externally), and determine the potential need for sub- committees to address specific issues. Ongoing Rec Dept, City Manager M1.5 Ensure PARC is a diverse cross-section of Ferndale’s population, representing different household types, interests, and abilities. Ongoing Rec Dept, City Manager M1.6 Utilize community groups, private partners, and volunteers to assist in maintenance and beautification projects. Now DPW, Rec Dept, Special Events M1.7 Utilize maintenance and operations services to offer skills training, apprenticeships, and/or internships. Ongoing DPW GOAL 2: ENHANCE THE LONG-TERM VIABILITY OF PARK FEATURES. M2.1 Conduct an annual inventory of park amenities and review of the Parks & Recreation Master Plan to continue the planning process and make updates as needed. Now DPW, Rec Dept M2.2 Create a cohesive family of park elements (signage, seating, light fixtures, etc.) to streamline maintenance processes and provide visual unity across the parks system. [MLUP reference: R4.1] Near DPW, Rec Dept, CED M2.3 In selecting park elements, consider materials that maximize long-term sustainability, minimize maintenance and management, and deter vandalism. Ongoing DPW M2.4 Explore innovative ways to approach maintenance to maximize environmental sustainability and reduce utility consumption, such as proactive and preventative maintenance. Near DPW maintenance and operations ACTION PLAN | 103FERNDALE PARKS & RECREATION PLAN 2017100 *The task leader listed first should be the primary lead on the action item. Others listed are recommended collaborators. GOAL 1: ENSURE THE LONG-TERM MAINTENANCE AND PROVISION OF FACILITIES AND PROGRAMS THROUGH THE STRATEGIC PLANNING AND MANAGEMENT OF HUMAN RESOURCES AND FUNDING. ACTION TIME FRAME TASK LEADER(S)* M1.1 Continue to document and communicate Parks and Recreation Department staffing level needs and capabilities for regular activities as well as heightened level of scheduling and maintenance. Ongoing PRD M1.2 Continue to document and communicate DPW staffing level needs and capabilities for regular maintenance responsibilities as well as the addition of any facilities. Ongoing DPW M1.3 Continue to evaluate current maintenance needs and requests on a quarterly basis based on observations and input from DPW, PRD and the public. Ongoing DPW, PRD M1.4 Ensure the importance and role of the Parks and Recreation Advisory Commission (PARC) is recognized throughout the City (both internally and externally), and continue to create sub-committees to address specific issues and initiatives as needed such as the park stewardship sub-committee. Ongoing PRD, City Manager M1.5 Ensure PARC is a diverse cross-section of Ferndale’s population, representing different household types, interests, and abilities. Ongoing PRD, City Manager M1.6 Continue to utilize community groups, private partners, and volunteers to assist in maintenance and beautification projects. Ongoing PRD, DPW, Special Events M1.7 Utilize maintenance and operations services to offer skills training, apprenticeships, and/or internships. Ongoing DPW GOAL 2: ENHANCE THE LONG-TERM VIABILITY OF PARK FEATURES. M2.1 Conduct an annual inventory of park amenities and review of the Parks & Recreation Master Plan to continue the planning process and make updates as needed. Now DPW, PRD M2.2 Create a cohesive family of general park elements (signage, seating, light fixtures, etc.) to streamline maintenance processes. Now/ Ongoing DPW, PRD, CED M2.3 In selecting park elements, consider materials that maximize long-term sustainability, minimize maintenance and management, and deter vandalism. Ongoing DPW, PRD M2.4 Explore innovative ways to approach maintenance to maximize environmental sustainability and reduce utility consumption, such as proactive and preventative maintenance. Near DPW maintenance and operations ACTION PLAN | 103FERNDALE PARKS & RECREATION PLAN 2017 101FERNDALE PARKS AND RECREATION PLAN 2021 106 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2022 106 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021 Near *The task leader listed first should be the primary lead on the action item. Others listed are recommended collaborators.*The task leader listed first should be the primary lead on the action item. Others listed are recommended collaborators. facilities continued GOAL 2: CONTINUE TO EXPAND THE USE OF NATURAL AND SUSTAINABLE DESIGN ELEMENTS IN PARKS AND FACILITIES. ACTION TIME FRAME TASK LEADER(S)* F2.1 Continue to seek opportunities to incorporate reforestation and native naturalized landscape projects, accompanied by green stormwater infrastructure and interpretive signage. Now CED, DPW F2.2 Continue to implement the City’s baseline environmental standards for facility and infrastructure upgrades, including buildings, parking lots, lighting, and recycling receptacles. Near City Manager, DPW, CED F2.3 Continue to expand the City’s tree program to the parks to enhance Ferndale’s urban tree canopy. Now DPW GOAL 3: ENHANCE NON-MOTORIZED CONNECTIONS TO AND AMENITIES AT RECREATION FACILITIES. F3.1 Ensure all parks are accessible by non-motorized transportation and provide safe and convenient bike parking. Near CED, DPW F3.2 Participate in city-wide streetscape design projects to ensure pedestrian facilities, open spaces, connections to nearby parks, signage, and historical interpretation are included where feasible. Ongoing CED, DPW, PRD, DDA ACTION PLAN | 102FERNDALE PARKS & RECREATION PLAN 2017 *The task leader listed first should be the primary lead on the action item. Others listed are recommended collaborators. GOAL 1: ENSURE THE LONG-TERM MAINTENANCE AND PROVISION OF FACILITIES AND PROGRAMS THROUGH THE STRATEGIC PLANNING AND MANAGEMENT OF HUMAN RESOURCES AND FUNDING. ACTION TIME FRAME TASK LEADER(S)* M1.1 Continue to document and communicate Recreation Department staffing level needs and capabilities for regular activities as well as heightened level of scheduling and maintenance. Ongoing Rec Dept M1.2 Continue to document and communicate DPW staffing level needs and capabilities for regular maintenance responsibilities as well as the addition of any facilities. Ongoing DPW M1.3 Evaluate current maintenance needs and requests on a quarterly basis based on observations and input from DPW, the Recreation Department, and the public. Now DPW, Rec Dept M1.4 Ensure the importance and role of the Parks and Recreation Advisory Commission (PARC) is recognized throughout the City (both internally and externally), and determine the potential need for sub- committees to address specific issues. Ongoing Rec Dept, City Manager M1.5 Ensure PARC is a diverse cross-section of Ferndale’s population, representing different household types, interests, and abilities. Ongoing Rec Dept, City Manager M1.6 Utilize community groups, private partners, and volunteers to assist in maintenance and beautification projects. Now DPW, Rec Dept, Special Events M1.7 Utilize maintenance and operations services to offer skills training, apprenticeships, and/or internships. Ongoing DPW GOAL 2: ENHANCE THE LONG-TERM VIABILITY OF PARK FEATURES. M2.1 Conduct an annual inventory of park amenities and review of the Parks & Recreation Master Plan to continue the planning process and make updates as needed. Now DPW, Rec Dept M2.2 Create a cohesive family of park elements (signage, seating, light fixtures, etc.) to streamline maintenance processes and provide visual unity across the parks system. [MLUP reference: R4.1] Near DPW, Rec Dept, CED M2.3 In selecting park elements, consider materials that maximize long-term sustainability, minimize maintenance and management, and deter vandalism. Ongoing DPW M2.4 Explore innovative ways to approach maintenance to maximize environmental sustainability and reduce utility consumption, such as proactive and preventative maintenance. Near DPW maintenance and operations ACTION PLAN | 103FERNDALE PARKS & RECREATION PLAN 2017100 *The task leader listed first should be the primary lead on the action item. Others listed are recommended collaborators. GOAL 1: ENSURE THE LONG-TERM MAINTENANCE AND PROVISION OF FACILITIES AND PROGRAMS THROUGH THE STRATEGIC PLANNING AND MANAGEMENT OF HUMAN RESOURCES AND FUNDING. ACTION TIME FRAME TASK LEADER(S)* M1.1 Continue to document and communicate Parks and Recreation Department staffing level needs and capabilities for regular activities as well as heightened level of scheduling and maintenance. Ongoing PRD M1.2 Continue to document and communicate DPW staffing level needs and capabilities for regular maintenance responsibilities as well as the addition of any facilities. Ongoing DPW M1.3 Continue to evaluate current maintenance needs and requests on a quarterly basis based on observations and input from DPW, PRD and the public. Ongoing DPW, PRD M1.4 Ensure the importance and role of the Parks and Recreation Advisory Commission (PARC) is recognized throughout the City (both internally and externally), and continue to create sub-committees to address specific issues and initiatives as needed such as the park stewardship sub-committee. Ongoing PRD, City Manager M1.5 Ensure PARC is a diverse cross-section of Ferndale’s population, representing different household types, interests, and abilities. Ongoing PRD, City Manager M1.6 Continue to utilize community groups, private partners, and volunteers to assist in maintenance and beautification projects. Ongoing PRD, DPW, Special Events M1.7 Utilize maintenance and operations services to offer skills training, apprenticeships, and/or internships. Ongoing DPW GOAL 2: ENHANCE THE LONG-TERM VIABILITY OF PARK FEATURES. M2.1 Conduct an annual inventory of park amenities and review of the Parks & Recreation Master Plan to continue the planning process and make updates as needed. Now DPW, PRD M2.2 Create a cohesive family of general park elements (signage, seating, light fixtures, etc.) to streamline maintenance processes. Now/ Ongoing DPW, PRD, CED M2.3 In selecting park elements, consider materials that maximize long-term sustainability, minimize maintenance and management, and deter vandalism. Ongoing DPW, PRD M2.4 Explore innovative ways to approach maintenance to maximize environmental sustainability and reduce utility consumption, such as proactive and preventative maintenance. Near DPW maintenance and operations ACTION PLAN | 103FERNDALE PARKS & RECREATION PLAN 2017 101FERNDALE PARKS AND RECREATION PLAN 2021 106 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2022 107 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2022 106 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2022 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021 Community Summit As part of the Plan Ferndale Initiative which includes the Ferndale Master Plan, Climate Action Plan, and Parks and Recreation Plan, a virtual community summit was hosted October 26th and 27th. Findings were summarized by Sidewalk Detroit on the following pages. EQUITY & OPEN SPACE DEEPER CONNECTION & INVESTMENT IN NATURE ACCESSIBILITY AND UNIVERSAL DESIGN CULTURAL & SOCIALLY RELEVANT PROGRAMMING VISIBILITY, & ARTISTRY THROUGH SIGNAGE AND WAYFINDING CURIOUS, FRESH, INTERACTIVE AND ADVENTUROUS REDEFINING SAFETY FERNDALE PARKS AND RECREATION PLAN 2022 235 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021 DEEPER CONNECTION & INVESTMENT IN NATURE STRONG DESIRE FOR TREE CANOPY, SHADE, AND IMMERSION IN NATURE RAIN GARDENS, NATIVE SPECIES RESTORATION PROJECTS DESIGN NATURAL BARRIERS NEAR PARKS ROADS TO CAPTURE FEELING OF NATURE, RESPITE AND SAFETY COMMUNITY GARDENS, COMMUNITY OWNED AND MAINTAINED 1. 2. 3. 4. FERNDALE PARKS AND RECREATION PLAN 2022 236 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021 BARRIER FREE ACCESS AT MULTIPLE, EASY ACCESS ENTRY POINTS CONSIDER HOW FAR PEOPLE WITH DISABILITIES HAVE TO TRAVEL TO UTILIZE BARRIER FREE ENTRANCES. CONDUCT AN AUDIT OF EQUIPMENT, PATHWAYS, ENTRANCES AND SIDEWALKS AGES 1-100, DESIGNING SPECIFICALLY FOR YOUNG RESIDENTS, FAMILIES AND ELDERS 1. 2. 3. 4. ACCESSIBILITY AND UNIVERSAL DESIGN FERNDALE PARKS AND RECREATION PLAN 2022 238 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021 CLIMATE LITTLE PARKS EVERYWHERE EDUCATION & INCENTIVES CHALLENGES More rain gardens, bioswales, tree plantings and native plantings throughout the city Less decoration and pavement, more gardens and stormwater solutions Rain barrel program for residents and businesses Explore education programs and information campaigns for residents Farmers market Incentivize residents and businesses: Household energy reduction Elimination of single use plastics Composting program Require GSI from new developments Transportation: Biking doesn’t feel safe Walking not feasible Money and time are top barriers FERNDALE PARKS AND RECREATION PLAN 2022 246 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021FERNDALE PARKS AND RECREATION PLAN 2021 5 INTR ODUCTION The 2022-2027 Ferndale Parks and Recreation Plan is an update of the City of Ferndale’s previous Parks and Recreation Plan and an extension of the City of Ferndale Master Plan. This Parks and Recreation Plan carries the overarching open space strategy forward to guide the specifics of planning, developing, programming, and sustaining the city’s recreation land and facilities. While Ferndale has maintained parkland within the City’s neighborhoods over its history, community trends and input have prompted the City to think about parks and recreation in a more creative, responsive, inclusive, and sustainable way. The plan update process began as part of the overarching "Plan Ferndale" initiative (including the master plan and climate action plan) in the summer of 2021, and over the next few months residents and other stakeholders shared their thoughts on how Ferndale should move forward in the next five to ten years. Public input, combined with analyses of current, historic, and future conditions locally and nationally, forms the vision for the City’s future and the basis for the recommendations in the plan. This plan update to the 2017-2021 plan is expected to be amended in 2022 to fully capture the alignment with the Plan Ferndale Master Plan and Climate Action Plan. INTRODUCTION | 1FERNDALE PARKS & RECREATION PLAN 2017 52021 Submitte d O n: Oct 10, 2022, 12:00P M EDT CIP 2024-2029 Application C ity Of Fer ndale Pro je ct Title Ma rt in Ro a d Sto rmwa te r Ma n a g e me n t Re q u e s to r Na me Ema n u e l Jo h n s o n De p a rtme n t Pa rks a n d Re c re a tio n To t a l Pro je ct Co s t $2 0 0,00 0 Co s t Bre a kd o w n b y FYE Bu d g e t 20 2 4 20 2 5 FYE 2024 $1 0 0,00 0 FYE 2025 $1 0 0,00 0 In w h ich fis ca l q u a rte r w o u ld th is p ro je ct g o b e fo re co u n cil? Fis c a l Q3 (Ja n -Ma r) Prima ry Fu n d in g So u rce Ge n e ra l Fu n d Ad d itio n a l Fu n d in g So u rce s Oth e r Do e s th is p ro je ct h a ve g ra n t fu n d in g o p p o rtu n itie s ?Ye s De s crib e th e s ta t u s o f g ra n t (s ) a n d th e a mo u n t o f fu n d in g p ro vid e d P re p a rin g ma te ria ls to a p p ly fo r MDNR fun d in g in Ja n u a ry. Do e s th is p ro je ct h a ve ma in te n a n ce co s ts ?Ye s Es tima te d S e rvice L ife (If a p p lica b le )P e rma n e n t It th is p ro je ct s tra te g ic o r o p e ra tio n a l?Stra te g ic W h ich s tra te g ic p la n d o e s th is p ro je ct fa ll u n d e r?Pa rks a n d Re c re a tio n P la n S t ra te g ic Pla n #1 He a lt h y, Co n n e c te d , & In ve s te d Ne igh b o rh o o d S t ra te g ic Pla n #2 Clima te Ad a p t a t io n a n d Co mmu n it y Re s ilie n c y S t ra te g ic Pla n #3 Su p po rte d In fra s tru c t u re Pro je ct De s crip tio n : De s crib e w h a t th e p ro je ct is a n d in clu d e th e b e g in n in g a n d e n d d a te s . If th e p ro je ct w ill ta ke p la ce o ve r s e ve ra l ye a rs , p le a s e in clu d e th e a n ticip a t e d time lin e . Ad d itio n a lly, in clu d e a n y in fo rma tio n a b o u t typ e s o f e q u ip me n t a n d q u a n t ity. Th e Pa rks a n d Re c re a t io n De p a rt me n t (P &RD) is pla n n in g t o imp le me n t a s t o rmwa te r ma n a g e me n t s ys t e m a t Ma rtin Ro a d Pa rk in o rd e r to re du c e in s t a nc e s o f flo o d ing a n d po o ling wa t e r a t th e p a rk a ft e r ra in e ve n ts . Ma n y o f the p a rks in o u r s ys te m e xp e rie n c e p o o lin g wa te r in g ra s s a re a s a ft e r ra in e ve n ts , b u t th e is s u e is e s p e c ia lly pro min e n t a t the s ys t e ms la rg e s t pa rk a t Ma rtin Ro a d Pa rk. Th e re a re s e ve ra l s p o t s a t th e p a rk (in clu d ing a me n it ie s like p la yg ro un d s , th e wa lkin g pa t h , a n d b a s e ba ll a n d s o c c e r fie ld s ) t h a t e xpe rie n c e po o ling wa te r a ft e r e ve n the b rie fe s t o f ra in e ve nts , a nd th e s e s p o ts d o n o t d ry u p fo r s e ve ra l d a ys a fte rwa rd . In a d d itio n to re n d e rin g p o rtio ns o f t h e pa rk u n us a b le fo r e xte n d e d p e rio d s , t h e p o o lin g wa te r h a s a lre a d y c re a te d a d d itio n a l e xp e ns e s fo r the City. Th e p a rk fe a ture s a n ADA- a c c e s s ib le wa lkin g pa t h th a t ru n s s o u t h o f the s le d d in g h ill, c o n n e c t ing p a rk a me n itie s to p a ve d e n trywa ys . Th is p o rtio n o f t h e wa lkin g p a t h wa s ma d e o f c o nc re t e a n d h a d b e e n in s ta lle d p rio r to t h e de p a rtme n t's 2 01 8 e ffo rt to imp le me n t a s p h a lt wa lkwa ys in the p a rk. Th e p a th h a d a lre a d y e xp e rie n c e d n o rma l we a r a n d t e a r t h a t c o me s with ge n e ra l us e a n d a g e , b u t t h is d a ma ge d h a d b e e n e xa c e rb a te d in re ce n t ye a rs b y p o o lin g wa te r t h a t c a u s e d po rtio n s o f th e pa t h to c ru mb le , re n d in g it u nu s a b le to t h e ge n e ra l p ub lic . Th is a re a wa s re p a ve d in e a rly 2 0 22 , c o s t ing th e City $9 8 ,2 32 in t h e pro c e s s . P &RD is in th e p ro c e s s o f re s e a rc hin g s e ve ra l o p tio n s t o a dd re s s t h e is s u e , in c lu d in g re te n t io n p o nd s , d e t e ntio n po n ds , b io s wa le s , n a tive la n d s c a p ing , a n d a lte rn a tive s ys t e ms . Th e d e p a rtme nt will wo rk with Wa te rTo wns to do n e c e s s a ry s u rve yin g wo rk a nd dra ft a p la n b e s t s u ite d fo r o u r s p e c ific n e e d s a t Ma rtin Ro a d Pa rk. On c e a p la n ha s b e e n d ra ft e d , P &RD pla n s to a p p ly fo r MDNR fu n din g fo r t h e p ro je ct o n c e t h e p ro g ra m o p e n s in Ja n u a ry a n d fo r Ame ric a in Blo o m fu nd in g in la t e 2 02 3 fo r a n y a d d itio n a l la n d s c a p ing n e e d s . If we re c e ive t h e MDNR g ra nt wh e n it 's a n n o u n c e d in Ap ril, we 'll a ntic ip a te b re a kin g g ro u n d a n d c o mple tin g t h e pro je c t in e a rly 2 0 24 . De p a rtme n t Pro g ra m Na me (s ) fo r CIP Pa rk Op e ra tio n s a n d Ma in t e na n c e Do e s th is p ro je ct h a ve a n imp a ct o n clima te ?Ye s If ye s , p le a s e d e s crib e imp a ct o n clima te Th e p ro je c t p rima rily d e a ls with mitig a tin g s to rmwa t e r ru n o ff in a wa y th a t po s itive ly imp a cts c o n d it io n s a t th e c ity's la rg e s t o u t d o o r pu b lic p a rk. It a ls o a d d s n a tive la n d s c a p in g e le me n t s . Do e s th is p ro je ct h a ve a n imp a ct o n Ye s e q u ity/a cce s s ib ility? If ye s , p le a s e d e s crib e imp a ct o n e q u ity/a cce s s ib ility Sto rmwa te r mitig a tio n a t Ma rtin Ro a d Pa rk will e n s u re a ll me mbe rs o f th e p u b lic ha ve a de q ua t e a c c e s s to a me n it ie s a t th e p a rk. Th is is e s p e c ia lly imp o rta n t with re ga rd to ma in ta in in g a via b le a n d u s a ble wa lkin g p a t h , wh ic h is ne c e s s a ry in e n s u rin g p e rs o n s wit h p hys ic a l limita tio n s a re a b le to a c c e s s pa rk a me n it ie s witho u t a d d itio n a l d ifficu lty. Pro g ra m Ch a n g e s In fra s t ru c tu re (Ne w/Re p la c e me n t) Efficie n c y In c re a s e S e rvic e Le ve l CIPID#56 1 Ferndale Parks and Recreation Gerry Kulick Community Center 1201 Livernois St. Ferndale MI 48220 248-544-6767 www.ferndalemi.gov Universal Access & ADA Compliance Design Evaluation Meeting for Martin Road Park MDNR Recreation Grants March 23, 2022 Attendees: LaReina Wheeler, Emily Obert, and Alan Hejl A review of park site plans was conducted on March 23, 2022 by Ferndale Parks & Recreation (P&RD) Director, LaReina Wheeler, Ferndale Parks & Recreation Commission (PARC) member, Emily Obert, and Alan Hejl, member of the FAIAC (Ferndale Accessibility and Inclusion Advisory Commission). • Emily Obert is the PARC Chair and uses a wheelchair for mobility. She has reviewed the plan and provided feedback. Emily shared her perspective on our current design/site plan regarding recreation interest and accessibility needs. • Alan Hejl, FAIAC Chair, provided his perspective on accessibility and inclusion for the current site plans as well as ADA compliance recommendations. The following comments were provided with regards to the site plans for both Martin Road Park projects that are being submitted to MDNR for recreation grants: Park site plan review for the Martin Rd Park Play Equipment project: • The planned site improvements meet accessibility needs. • Emily made several recommendations that should be considered: o Include dedicated trash/recycling locations and bolt down the receptacles so they don’t get moved around and block accessible paths. ▪ P&RD Response – We will plan to have them bolted down at their designated area. o Is it possible to do a partial pour of rubber surfacing to make the playground area more accessible? For instance, the path leading up to the play equipment (i.e., transfer station) can be unitary playground surfacing and the surrounding area can have engineered wood fiber. ▪ P&RD Response – We will look into the pricing to do a mix of both surfaces. If it is within our budget, it can be considered. o Consider providing the preliminary floor plan of the play equipment to City Council when seeking grant support. ▪ P&RD Response – Noted. We will add this to the Council packet. • Alan also made several recommendations that should be considered: o Look into making sure all ADA parking spaces have appropriate signage throughout the park ▪ P&RD Response – Noted. We will follow up with our DPW department to investigate this. Planned upgrades to the parking lot on Orchard will include signage. Ferndale Parks and Recreation Gerry Kulick Community Center 1201 Livernois St. Ferndale MI 48220 248-544-6767 www.ferndalemi.gov o In the future, look into replacing/repairing the northwest portion of the circular walking path. It is starting to crumble. ▪ P&RD Response – Noted. It is in our long-term plan, but we will look to make the improvements sooner if funding is secured. Park site plan review for the Martin Rd Park Concession Building and Restroom project: • The planned site improvements meet accessibility needs. • Emily made several recommendations that should be considered: o Path Continuity – consider adding another pathway that connects the existing pavilion to the new concession building. This will reduce the distance for someone with limited mobility or in a wheelchair traveling from the pavilion to the building to utilize the restrooms or purchase and carry concessions. ▪ P&RD Response – Noted. We will look into making adjustments when we finalize the concept plan. o The future basketball court will be a better fit further away from the existing building. ▪ P&RD Response – We plan to move the basketball court further west away from the pavilion and adjacent to the inline skating rink. o To go above ADA: ▪ Consider installing a split concession counter, where a portion is counter height and a portion is table height. This will allow someone to be on either side of the counter (i.e., volunteers, people that need to sit, etc.) making both sides wheelchair accessible. ▪ Inside the restrooms, consider putting the sink, hand drier and soap within close proximity of each other. This will prevent a user from having to get from one station to the other with wet hands, getting their equipment wet (cane handles, wheelchairs, clothes, etc.), as well as avoid slip hazards. ▪ Consider having a unisex bathroom available. This will be useful for people with personal care attendants, families, and visitors who are gender non-conforming. • Emily also noted that the location of the building is in a well-balanced location between both pavilions and the splash pad. • Alan also made several recommendations that should be considered: o Sensory improvements should be implemented (lighting, sound, and messaging). ▪ The building should be adequately lit. ▪ Emily & Alan agreed that signage should be clear, in high contrasting colors, and simple/easy to read. Signage should be written at a 5th grade reading level, but no higher than 8th grade. ▪ The park should have quiet spaces away from all the activity. Relocating the future basketball court will allow for the existing pavilion to provide that space. PARK S AN D REC R EA T I O N COMMISSION A Regular Meeting of the Ferndale Parks and Recreation Commission was held on Wednesday, November 2, 2022, at Incubizo, 1938 Burdette, Ferndale. I. Roll Call Present: Erin Molnar, Robert Primeau, and Valerie Kokoszka Also Present: Councilwoman Laura Mikulski, LaReina Wheeler, and Emanuel Johnson Quorum not met. II. Approval of Agenda Agenda unable to be approved, quorum not met . III. Approval of Minutes Approval of Minutes postponed until next meeting. IV. Updates • Curling Club – PaRC Board is expected to decide if they will consider the Curling Club’s request to expand the building or deny this request. The pro vs. con list was updated based on the meeting discussion. The updated list will be submitted to the Board and a decision may be made by the December mtg. PRD is working with DPW to identify items that need to be addressed at the Curling Club, such as, installing a drinking fountain and fixing the air condition in the lounge area. • Grant Proposals – PRD is in the process of applying for several grants including: o SPARK/MDNR Recreation grants for the replacement of the existing concession/storage building, addition of restrooms and other amenities, playground replacement and expansion, and stormwater management at Martin Rd Park. o Ralph C. Wilson Jr. Legacy Grant, AAD Shade Structure Grant, Play is Essential for All – to assist with our Wilson Park Improvement project. Improvements include a shade structure, ADA paths, and ADA seating. All project plans and proposals were discussed. • Dog Park – PRD is working with DPW to install additional signage at our dog park. V. Adjournment The City of Ferndale Agenda City Council Meeting MONDAY, MARCH 13, 2023 @ 7:00 PM City Hall, 300 E 9 Mile, Ferndale, MI 48220 1. PLEDGE OF ALLEGIANCE 2. ROLL CALL James, Leaks-May, Mikulski, Pawlica, Piana Absent: Mikulski James, supported by Pawlica, to excuse Councilmember Mikulski from the March 13, 2023 City Council meeting. 3. APPROVAL OF AGENDA Motion by Pawlica, supported by James, to approve the agenda as presented. ROLL CALL: AYES: James, Leaks-May, Pawlica, Piana NAYS: None Absent: Mikulski 4. PRESENTATION 4.A Presentation of the Oakland County Treasurer's Office Foreclosure Prevention efforts, as presented by the Finance Director, on behalf of the Oakland County Treasurer. 5. CALL TO AUDIENCE Strict half-hour; excess of half-hour immediately prior to Call to Council. Please state your name and address. Time Limitation for Public Comment - 3 minutes per speaker 6. PUBLIC HEARING - Time Limitation for Public Comment - 3 minutes per speaker 6.A Public Hearing for MDNR Grant Application for Martin Road Park 7. CONSENT AGENDA - Time Limitation for Public Comment - 3 minutes per speaker 7.A Approval of the February 27, 2023 Meeting Minutes 7.B Approval of Lead Cleanup and Bullet Trap Maintenance in the Police Station Pistol Range by Best Technology Systems for $10,085.00 7.C Approval of a Special Event Permit for Ferndale Pride, to be Held on Saturday, June 3, 2022 7.D Approval of Five-Year Planned Maintenance, Safety Inspection, and On-Call Service for Two Elevators at The dot by Otis Elevator Company for a Cost of $6,900.00 Annually 7.E Approval of Field Measurement and CAD Drawings for Department of Public Works Main Yard by Hubbell, Roth & Clark, Inc. (HRC) for $7,500.00 7.F Approval to Purchase Three Light Poles for Nine Mile Rd. from Madison Electric for $16,637.64 7.G Approval to Renew Annual Software Agreement with ESRI GIS Services in the Amount of $4,400.00, to be Paid from Account Number 592-000-818 7.H Approval to Direct that a Public Hearing be Scheduled for Monday, March 27, 2023 at 7:00 p.m. Regarding the Non-Renewal of Class C Liquor Licenses, and Have the City Attorney's Office Prepare and Have Served Appropriate Legal Notice of the Scheduled Hearing to Any Establishments that are Not in Compliance with the Provisions of the Ferndale City Council's Resolution Adopted on February 4, 2019 7.I Approval of a Special Event Permit for Gravity Art Fair & Skate Park Contest, to be Held on Saturday, June 10, 2023 7.J Approval to Appoint Mayor Melanie Piana to the Liquor License Review Committee, in Accordance with the Ferndale City Council's Resolution Adopted on August 10, 2015 7.K Approval of resolution recognizing the life of Jean Spang 7.L Approval of the Memorandum of Understanding Between the City of Ferndale (Police Department) and Oakland County (Sheriff's Office) for the Team and Distribution of High Intensity Drug Trafficking Area (HIDTA) Grant Funds 7.M Approval of Bills and Payrolls as Submitted by the Finance Director and Subject to Review by the Council Finance Committee Motion by Leaks-May, supported by Pawlica, to approve the Consent Agenda as presented. ROLL CALL: AYES: James, Leaks-May, Pawlica, Piana NAYS: None Absent: Mikulski 8. REGULAR AGENDA - Time Limitation for Public Comment - 3 minutes per speaker 8.A Approval to Sign Contract 23-5031 with Michigan Department of Transportation for the Pinecrest Drive Sidewalk Project Motion by Pawlica, supported by Leaks-May, to approve Contract 23-5034 with Michigan Department of Transportation for the Pinecrest Drive sidewalk project for an estimated amount not to exceed $32,000.00, the expense to be charged to Major Roads, Capital Outlay, Account Number 202-000-977, and to authorize the DPW Director to sign contract documents. ROLL CALL: AYES: James, Leaks-May, Pawlica, Piana NAYS: None Absent: Mikulski 9. CALL TO COUNCIL 10. ADJOURNMENT AT 8:05PM _________________________________ Dean Lent, Interim City Clerk Oakland County Parks and Recreation Commission Agenda Item Memo Agenda #: 6 Department: Planning From: Simon Rivers, Supervisor of Planning Subject: 9 Line Task Force Memorandum of Understanding (MOU) Approval INTRODUCTION AND HISTORY In 2023, after receiving a grant from SEMCOG’s Planning Assistance Program, Oakland County Parks staff began convening communities along Nine Mile to develop a feasibility study for a non- motorized, connected pathway along Nine Mile that stretched 18 miles, from Hazel Park to Farmington. The Phase I Feasibility Study was completed in 2023, with six communities and Oakland County signing on to a Memorandum of Understanding (Hazel Park, Ferndale, Oak Park, Southfield, Farmington Hills, and Farmington). The Phase I MOU was fully executed in 2024. Due to the success of Phase I, a Phase II Feasibility Study was conducted to include the remaining western portion of Nine Mile. Phase II was completed in 2024, with four communities and Oakland County signing on to a second Memorandum of Understanding (Novi, Northville, Lyon Township, South Lyon). The Phase II MOU will be fully executed upon approval by the Oakland County Parks and Recreation Commission and Board of Commissioners. Highlights of the MOU include: •The MOU is voluntary, non-binding, and does not establish any enforceable commitments. •Each community agrees to plan, coordinate, and develop the 9 Line through their community as proposed in the feasibility studies. •All pathway development (including maintenance) is the responsibility of individual communities. •The 9 Line Task Force meets quarterly to coordinate planning and pathway development. The 9 Line project continues to be very well received by residents and community leaders. The 9 Line project was presented in a breakout session at the 2026 mParks conference last week and will be a featured tour next month at the 2026 National Planning Conference (American Planning Association) being held in Detroit. The official launch of the 9 Line will take place this summer with a pop-up event in Southfield. ATTACHMENTS 1.9 Line Corridor Phase II Memorandum of Understanding 2.9 Line Phase II Feasibility Study RECOMMENDED MOTION Move to approve the 9 Line Corridor Phase II Memorandum of Understanding between the County of Oakland, the cities of Novi, Northville, and South Lyon, and the Charter Township of Lyon, and to forward to the Oakland County Board of Commissioners for approval. RETURN TO AGENDA Oakland County Nine Mile Pathway Phase II Task Force Memorandum of Understanding By and Among the Communities of Novi, Northville, Lyon Township, South Lyon, and Oakland County. This Memorandum of Understanding between these 5 communities is for the purpose of clarification of the planning and development of the Nine Mile Pathway. This Memorandum is intended to acknowledge a voluntary, cooperative association among the participating communities and shall not be construed to create or establish binding or enforceable commi tments, responsibilities, burdens, obligations or liabilities on the part of any participating community. Any participating community may terminate its participation upon notice to other communities. Pathway Development Each community agrees to plan, coordinate and develop the trail through their community as proposed in the Nine Mile Pathway Phase II Feasibility Study as they are able. The Nine Mile Pathway Phase II Feasibility Study will serve as a guide for pathway development and may be adjusted as necessary for the success of the pathway. Management and Maintenance All issues of pathway development, management and maintenance of each community's section of the pathway will remain the sole responsibility and be under the total control of each community. Quarterly Meetings Quarterly Nine Mile Pathway Task Force will be scheduled for representatives of each local unit of government for the purpose of cooperation in areas of mutual benefit. Concurrence The communities of Novi, Northville, Lyon Township, South Lyon, and Oakland County concur with the intent of this Memorandum of Understanding. City of Northville Date �-G:w-,.-\D-\-6--zS Chart rTownship of Lyon Date Date Date City of South Lyon l � /':: City of Novi NINE MILE CORRIDOR WEST PHASE 2 FEASIBILITY STUDY December 2024 NINE MILE CORRIDOR PLAN | PHASE 22 ACKNOWLEDGMENTS TASK FORCE Oakland County Parks and Recreation Chris Ward, Director Melissa Prowse, Manager, Planning & Development City of Novi Lindsay Bell, AICP, Senior Planner City of Northville Wendy Longpre, Director of Strategic Planning and Special Initiatives Lyon Township Brian Keesey, Township Planner City of South Lyon Paul Zelenak, City Manager Prepared for: Prepared by: Thank you to the community residents who participated in surveys and public meetings to express their support and concerns throughout the development of this plan. EXISTING CONDITIONSNINE MILE CORRIDOR PLAN | PHASE 2 3 CONTENTS 04 10 18 24 76 INTRODUCTION EXISTING CONDITIONS COMMUNITY ENGAGEMENT PATHWAY RECOMMENDATIONS ACTION PLAN NINE MILE CORRIDOR PLAN | PHASE 24 EXISTING CONDITIONSNINE MILE CORRIDOR PLAN | PHASE 2 5 INTRODUCTION NINE MILE CORRIDOR PLAN | PHASE 26 EXECUTIVE SUMMARY The Nine Mile Corridor West study envisions 12 miles of non- motorized facilities that connect the communities of Novi, Northville, Lyon Township, and South Lyon. This segment would provide a safe and enjoyable path to amenities in four communities, including schools, parks, trail systems, and downtown commercial districts. Further, there is opportunity to investigate connecting the facilities in Southwest Oakland County to trail systems in neighboring Livingston County, as well as providing non-motorized access to two Metroparks and Maybury State Park. The Phase 1 plan, completed in 2023, explored the opportunity to create 17 miles of continuous non-motorized facilities along Nine Mile Road in Southeast Oakland County. The study area is predominantly suburban with compact downtown districts at either end in Farmington and Ferndale. This phase seeks to extend the path from I-275 and the I-275 Metro Trail in Novi to Dixboro Road in South Lyon, creating a cross-county active transportation corridor. The project study area primarily focuses on the mile north and south of Nine Mile Road, but also considers the assets located outside of this one-mile buffer zone in Novi, Northville, Lyon Township, and South Lyon. The Nine Mile Corridor West project presents an opportunity to connect Oakland County residents with regional trails such as the I-275 Metro Trail and the Huron Valley Trail. Source: Michigan Trails Magazine Source: Michigan Trails Magazine INTRODUCTIONNINE MILE CORRIDOR PLAN | PHASE 2 7 PROJECT PROCESS The first step in developing the Plan included a comprehensive review of all relevant documentation, such as master plans and trail plans, and an analysis of the existing conditions within the project Study Area. This analysis identified challenges and opportunities along Nine Mile Road, including road ownership, right of way, surface materials, gaps in sidewalks and shared use paths, future developments, and trail crossings. A Task Force with representatives from each community was formed to guide the development of the Plan’s recommendations. They provided valuable insight into the opportunities and issues along Nine Mile Road in their respective communities. Using the input from the Task Force, the existing conditions analysis, and a corridor tour, pathway treatment recommendations were developed. To engage the broader community, a survey was circulated to raise awareness of the project and gather feedback on the design standards for the Corridor. The Task Force played a key role in refining the pathway treatment recommendations proposed in the Plan. A prioritization exercise identified the most critical segments for construction. Cost estimates were then developed to estimate the approximate level of funding that will be required for each segment of the Nine Mile Corridor West extension. The total project costs are expected to fall within the range of $11 to $13 million, with the final amount depending on the extent of utility, wetland, and grading work found necessary during a detailed engineering review. The project is eligible for various funding sources, including grants, philanthropy, and other funds beyond general budget allocations. NINE MILE CORRIDOR PLAN | PHASE 2NINE MILE CORRIDOR PLAN | PHASE 28 WHY IT MATTERS By offering residents and visitors a safe, accessible route for walking, running, and cycling, the Nine Mile Corridor pathway encourages outdoor activity and provides a recreational resource that is inclusive for people of all ages and abilities. While parks and trails are typically destinations reached by car, the Nine Mile Corridor project aims to connect these recreational assets, enabling locals to walk or bike directly to them. ACTIVE LIFESTYLES Trails often act as catalysts for economic growth. By connecting communities, the multi-jurisdictional Nine Mile Corridor pathway can increase foot traffic to local businesses and support jobs in areas like hospitality, retail, and outdoor recreation services. Trail systems are proven to attract visitors and generate revenue through tourism- related spending. ECONOMIC IMPACT Dedicated trail systems create a safer environment for non-motorized users by providing separated spaces for walking and cycling, reducing the risk of accidents along busy roads. Trail networks can also improve connectivity, offering safer routes to schools, parks, and other key destinations within and between communities. SAFETY Proximity to trails can enhance property values, as homebuyers often prioritize access to recreational amenities. A well-maintained trail network adds to the overall appeal of neighborhoods, making them more attractive to potential residents and increasing demand for properties near the trail. PROPERTY VALUES Trails offer significant environmental benefits by promoting sustainable transportation options, such as walking and cycling, which help reduce reliance on cars and decrease greenhouse gas emissions. They also preserve green spaces, support wildlife habitats, and improve air and water quality by maintaining natural landscapes within urban and suburban settings. ENVIRONMENTAL BENEFITS EXISTING CONDITIONSNINE MILE CORRIDOR PLAN | PHASE 2 9NINE MILE CORRIDOR PLAN | PHASE 2 Nine Mile Road intersects with the ITC Corridor Trail. Source: City of Novi NINE MILE CORRIDOR PLAN | PHASE 210 EXISTING CONDITIONSNINE MILE CORRIDOR PLAN | PHASE 2 11 EXISTING CONDITIONS NINE MILE CORRIDOR PLAN | PHASE 212 STUDY AREA The project study area predominantly focuses on the horizontal ~12 mile stretch along with the mile north and south of Nine Mile Road. In addition, it also considers the assets located outside of this mile buffer zone in Novi, Northville, Lyon Township, and South Lyon. As Nine Mile Road passes through different communities, the landscape changes significantly — from commercial shopping centers with big box retailers to downtown districts, to predominantly residential areas, and agricultural and natural areas. Ensuring physical safety for residents, especially in rural areas, is crucial through dedicated infrastructure for biking and walking, such as off-road pathways and high-visibility crosswalks. Bicycle fatalities and injuries from vehicle collisions tend to be higher in rural areas than in urban settings. 1 Nine Mile Road is a relatively low-traffic corridor, with Average Annual Daily Traffic (AADT) ranging from 600 to 10,800 vehicles per day, and an overall average of 4,714 vehicles per day. Given these moderate traffic levels, there is potential to reallocate space along Nine Mile, both on- road and off-road for non-motorized users. However, intersections with higher-traffic cross streets may require enhanced crossing infrastructure to ensure a safer, more comfortable experience for pedestrians and cyclists. The topography of the area is generally flat, which makes Nine Mile Road well-suited for a gentle trail experience serving a wide range of abilities. The corridor’s blend of residential, agricultural, and commercial destinations—such as schools, parks, trails, and business districts— provides a strong foundation for improving connectivity through safe and comfortable non-motorized infrastructure. 1 U.S. Department of Transportation Federal Highway Administration (FHWA). https://www.fhwa.dot.gov/publications/research/safety/10052/10052.pdf EXISTING CONDITIONSNINE MILE CORRIDOR PLAN | PHASE 2 13 NINE MILE CORRIDOR PLAN | PHASE 214 Much of the corridor has yet to build non-motorized facilities along Nine Mile Road, presenting an opportunity to fill these gaps with off-road facilities such as shared use paths that meet the needs of both pedestrians and bicyclists. The study area is home to several connections to the regional trail network. At the east end of the corridor is a connection to the I-275 Metro Trail, a 40-mile pathway running from Farmington Hills in Oakland County to Huron Charter Township in Wayne County, near the Monroe County border. The pathway runs parallel to I-275 and connects users to the Hines Drive parkway near its center and the Lower Huron Metropark and Willow Metropark at its southern end. The trail touches three counties and multiple jurisdictions, with collaborative efforts from the Friends of the I-275 Metro Trail volunteer group to improve access, connectivity, and trail conditions. The ITC Trail in Novi is a 4.7-mile pathway that spans the city, connecting the Ascension Providence Hospital campus to ITC Community Sports Park. Ultimately, this trail links regional facilities, such as Maybury Park, the I-275 Corridor, and Hines Park in neighboring Northville, Livonia, and Westland with parks in Novi. The Huron Valley Trail, developed by the Western Oakland County Trailway Management Council, spans the jurisdictions of South Lyon, Lyon Township, and Milford Township, and extends to the Wixom boundary. It provides connections to over 25 miles of adjoining trails, and direct access to several South Lyon parks including Lyon Oaks County Park, Kensington Metropark, and Island Lake State Recreation Area. Additionally, the Huron Valley Trail connects to the Great Lake-to- Lake Trail Route, which will connect South Haven to Port Huron, with segments overlapping the statewide Iron Belle Trail that will connect the Lower Peninsula and Upper Peninsula. EXISTING PEDESTRIAN AND BICYCLE NETWORK EXISTING CONDITIONSNINE MILE CORRIDOR PLAN | PHASE 2 15 Legend Shared use Path Sidewalk NINE MILE CORRIDOR PLAN | PHASE 216 PLANNING FOUNDATIONS FOR THE NINE MILE CORRIDOR In the context of Western Oakland County, the Nine Mile Phase 2 Feasibility Study is supported by a number of strategic plans and related directives. Once adopted, this study will be a supporting document and resource to guide decisions related to non-motorized mobility projects along Nine Mile Road. The foundation for developing design recommendations includes previous planning documents, local conditions, and demographics. The following section introduces the background documents that form the baseline for regional trail planning and the rationale as to why this is the ideal time to transform Nine Mile Road into a multi-modal corridor. The following plans were reviewed to better understand each community’s goals and needs and translate existing street design guidance so that various multi-modal design types can be applied that align with these goals. The following materials were reviewed: SEMCOG Southeast Michigan Transportation Safety Plan (2023) SEMCOG 2045 Regional Transportation Plan (2019) SEMCOG Bicycle and Pedestrian Mobility Plan for Southeast Michigan (2020) Huron-Clinton Metroparks Huron Meadows Metropark Master Plan (2022) Huron-Clinton Metroparks Kensington Metropark Master Plan (2022) Nine Mile Phase I Plan (2023) Local Regional Livingston County Trails Plan (2020) Oakland County Trails Plan (2008) RCOC Master Right-of-Way Plan (2022) RCOC Permit Rules, Specifications, and Guidelines (2021) Green Oak Township Parks, Recreation, and Trails Master Plan 2021 – 2025 (2021) City of South Lyon Master Plan (2016) Lyon Charter Township Master Plan (2024) Northville Non-Motorized Master Plan (2013) City of Novi Active Mobility Plan (2024) City of Novi Thoroughfare Master Plan (2016) City of Novi Complete Streets Policy (2010) City of Novi Non-Motorized Master Plan (2011) County EXISTING CONDITIONSNINE MILE CORRIDOR PLAN | PHASE 2 17 The Nine Mile Phase 2 project would not only connect communities across the entirety of Oakland County but also serve as a link to other regional non-motorized facilities, including the Mike Levine Lakelands Trail (MLLT) in Livingston County, the Huron Valley Trail, and the Pinckney to St. Clair Shores corridor envisioned by SEMCOG. Completing the segments in Oakland County would build momentum for Livingston County and Macomb County to cooperatively plan non-motorized facilities to destinations like Pinckney Recreation Area and Lake St. Clair Metropark. CORRIDOR TOUR In June 2024, the project team toured the study area to better understand the existing conditions and true nature of the corridor. The tour began at the I-275 Metro Trail and moved west to Nine Mile Road and Dixboro Road. At the time, the I-275 Metro Trail was under construction. Along the way, the team stopped at the ITC Corridor Trail and the Huron Valley Trail crossings. At each intersection, the project team observed the changing character of the corridor, pedestrian features like crosswalks, signage, and pushbuttons, and the overall feeling of safety and comfort from the distance between the road and the pedestrian path. Other observations included the location of mid-block crossings, flooded areas, overgrown brush, locations where pathways ended abruptly, and newly constructed pathways. Several cyclists were also seen along the corridor, regardless of whether there were bike or pedestrian facilities, demonstrating the need for safe and comfortable non-motorized infrastructure. Width and condition of pathways along Nine Mile Road vary considerably. Often, paths end abruptly without signage. Image source: OHM Advisors NINE MILE CORRIDOR PLAN | PHASE 218 COMMUNITY ENGAGEMENTNINE MILE CORRIDOR PLAN | PHASE 2 19 COMMUNITY ENGAGEMENT NINE MILE CORRIDOR PLAN | PHASE 220 OVERVIEW The community engagement process for the Nine Mile Corridor West Plan commenced with the first Task Force meeting on May 23, 2024, and continued until the online public survey closed on September 23, 2024. During the first Task Force meeting Phase 2 of the project was introduced and a summary of Phase 1 work was provided. A second Task Force meeting was held on July 10, 2024 to discuss corridor alignment opportunities and challenges, and the final Task Force meeting took place on October 15, 2024 where participants reviewed and refined the pathway recommendations. Simultaneously, a corridor-wide branding effort was underway. Oakland County Parks promoted the opening of the Nine Mile Corridor West online survey on its Facebook page. The project team also directly engaged with residents about Phase 2 at the South Lyon Saturday Farmers Market on September 7, 2024. Key takeaways gathered from the survey are highlighted below. 4 Steering Committee Members engaged throughout this process. Completed 3 total meetings. 592 Survey Responses via online survey, which was conducted over the course of 2 weeks. If there was a dedicated pedestrian and bicycle space added along Nine Mile Road, would you be interested in using it to reach destinations in your community? 86.5%Very Interested or Interested 72%Of Survey Respondents live within the Study Area The survey respondents represent 47 unique zip codes. 94% of respondents live in Oakland County. COMMUNITY ENGAGEMENTNINE MILE CORRIDOR PLAN | PHASE 2 21 How comfortable would you feel walking or riding on the following surfaces along the corridor? LEAST MOST 10 foot-wide paved shared use path 6 foot-wide paved sidewalkPaved and striped shoulder Paved shared road with safety treatments Decomposed granite shared road with safety treatments What would encourage you to walk and bike more on Nine Mile Road? WIDER SIDEWALKS AND PATHWAYS 87% SAFER INTERSECTIONS 63% 48%STRIPED, HIGH VISIBILITY CROSSWALKS 48%INCREASED DRIVER AWARENESS OF PEDESTRIAN SAFETY COMFORTABLE Source: Bikepacking.com Source: UX Collective Source: FHWA Rural Design Guide Source: Cross Timbers Gazette Source: City of East Lansing NINE MILE CORRIDOR PLAN | PHASE 222 PLEASE pave 9 Mile! We have so many issues related to this! School buses get stuck, very unsafe turns. There are so many places to ride and walk in the community, please don’t disturb the beautiful section of 9 Mile between Novi Rd. and Center St.! ISSUES In addition to quantitative data, open-ended responses provided valuable qualitative feedback. By identifying issues and opportunities, the Nine Mile Corridor West strategies can address community priorities and implement actions that reflect the aspirations of the area’s residents. I don’t want an open road connecting my neighborhood to strangers. The intersection at Napier and 9 Mile is terribly hard to cross safely on a bike. I will not allow my kids to ride alone there. This intersection would need a light or roundabout with crosswalks! Bikes should not use sidewalks where pedestrians are walking. I love the idea of a (paved or unpaved) long trail for walking and biking along Nine Mile Rd. However, I have concerns about losing our beautiful “tunnel of trees” along Nine Mile between Haggerty and Taft. The trees provide shade, help separate the walkway from roadway, and look beautiful in all seasons. I’d like to see those preserved even if it means a narrower pathway. More driver education on sharing the roads. Many drivers see cyclists as lesser people, and do not care about their safety. I’m sick of being on the road and getting bullied and threatened by drivers. Really do not need this. Too expensive and really won’t get used much. My ten year old was recently hit by a Jeep while biking in the crosswalk of a traffic circle at Nine Mile and Taft. Whatever we can do to improve safety for bikers and pedestrians is a big plus. COMMUNITY ENGAGEMENTNINE MILE CORRIDOR PLAN | PHASE 2 23 Paved paths along 9 Mile would be life-changing for my family. No sidewalks on 9 Mile and in my neighborhood has been a real negative while my children are growing up. It reduces opportunities for them to be independent when there are no sidewalks as well as no streetlights in many areas. I bike every day. It would be awesome to link the I-275 pathway along 9 Mile to South Lyon and eventually the Mike Lavine [sic] lakelands trail and further west. OPPORTUNITIES Please separate traffic. Use wide pathways like the rest of the trails and not sidewalks. I think this would add a lot of mobility to kids, families, and seniors. Also having a positive impact on all communities along the route. Making improvements on 9 Mile for non-motorized travel is a great step! But if it doesn’t connect to local business, parks, and other infrastructure then it will not get the attention it deserves. I would ride my bike to work in Novi daily from South Lyon if there was a bike path. I don’t live in Novi, however, I ride there. When I’m in the area, I almost always visit local bars and restaurants and open my wallet. The roads are very dangerous and I don’t use them. However, a safe bike path will open up many opportunities to connect trails and parks in the area and I will go there more often. This would significantly impact our life if 9 Mile was safe to travel by bike or foot. There are too many areas where the sidewalk ends and you have to walk or ride in the street until the sidewalk starts again. NINE MILE CORRIDOR PLAN | PHASE 224 PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 25 PATHWAY RECOMMENDATIONS NINE MILE CORRIDOR PLAN | PHASE 226 OVERVIEW The Nine Mile Corridor West study area is made up of paths and land uses in all stages of development. The final pathway is intended to serve a wide range of users, including families, locals walking and cycling for leisure, and those seeking connections to longer regional trails. The greatest benefit will be to local residents, who will have an alternative option for making local trips and a safer place to walk and bike. The following section provides a comprehensive framework guiding the development of the Nine Mile Corridor West pathway. The conceptual routes described in the following maps were developed through a combination of input from the Task Force and the general public. The route was broken up into smaller segments and analyzed using data in ArcGIS and observations from the field analysis. In some cases, multiple alternatives have been recommended to to create a toolbox of options for the communities to use moving forward. There will undoubtedly be adjustments to the routing, due to costs, funding, respect for landowner considerations, environmental constraints, new developments, roadway reconstruction, and findings uncovered during full design and engineering tasks. About half of the corridor is unpaved, with quiet, scenic surroundings. The land use in the study area is mostly suburban residential, with some agricultural areas transitioning through new development. PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 27 HOW TO USE THIS PLAN This plan is meant to be a tool for pathway planning along Nine Mile Road at the local, county, and regional level. The following section provides conceptual maps illustrating the potential treatments for the Nine Mile Corridor West segments. Pathway segments are organized by community moving from the east end (Farmington Hills/Novi) to the west end (South Lyon). Alongside the maps, cross-sections and precedent imagery create a starting point for design guidelines. Key segment characteristics and potential challenges are compiled into a series of tables, along with an implementation summary. Early action items offering lower-cost opportunities are prioritized to sustain the momentum built by participating communities since the completion of the Phase I plan. These early actions form the foundation for the Nine Mile Corridor pathway to grow and improve over time, as the surrounding landscape evolves. An implementation table compiles this information into a comprehensive matrix at the end of the section. Additionally, the Action Plan outlines longer-term strategies over the next 10 to 15 years and identifies local and external funding sources to support project financing. NINE MILE CORRIDOR PLAN | PHASE 228 RESIDENTIAL ARTERIAL HIGH DESNITY LOW DENSITY RESIDENTIAL COMMERCIAL AUTO-ORIENTED DENSITY LOW HIGH USE COMMERCIAL RESIDENTIAL MOBILITY AUTO-ORIENTED WALKABLE WALKABLE HIGH DENSITY RESIDENTIAL PARKWAY HIGH DESNITY LOW DENSITY RESIDENTIAL COMMERCIAL AUTO-ORIENTED DENSITY LOW HIGH USE COMMERCIAL RESIDENTIAL MOBILITY AUTO-ORIENTED WALKABLE WALKABLE HIGH DENSITY AGRICULTURAL/LOW-DENSITY RESIDENTIAL DENSITY LOW HIGH USE AGRICULTURAL RESIDENTIAL MOBILITY AUTO-ORIENTED WALKABLE HIGH DESNITY LOW DENSITY RESIDENTIAL COMMERCIAL AUTO-ORIENTED WALKABLE HIGH DENSITY CORRIDOR TYPOLOGIES Six distinct corridor typologies are identified, reflecting varying conditions such as land use, density, and available mobility options. These typologies help tailor the planning and implementation of non-motorized infrastructure to the unique characterisics of each segment along Nine Mile Road. PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 29 HIGHWAY CROSSING LOW DENSITY RESIDENTIAL COMMERCIAL AUTO-ORIENTED DENSITY LOW HIGH USE COMMERCIAL RESIDENTIAL MOBILITY AUTO-ORIENTED WALKABLE WALKABLE HIGH DENSITY HIGH DESNITY LOW DENSITY RESIDENTIAL COMMERCIAL AUTO-ORIENTED SUBURBAN DOWNTOWN DENSITY LOW HIGH USE COMMERCIAL RESIDENTIAL MOBILITY AUTO-ORIENTED WALKABLE WALKABLE HIGH DENSITY WALKABLE HIGH DESNITY LOW DENSITY RESIDENTIAL COMMERCIAL AUTO-ORIENTED COMMERCIAL CORRIDOR DENSITY LOW HIGH USE COMMERCIAL RESIDENTIAL MOBILITY AUTO-ORIENTED WALKABLE HIGH DENSITY NINE MILE CORRIDOR PLAN | PHASE 230 SEGMENT TREATMENTS The plan defines five distinct treatments, or design approaches, for trail development, each designed to account for the physical and environmental constraints. While most trail users prefer a shared-use path separated from motor vehicle traffic, on-street facilities such as advisory shoulders and signed bike routes should not be overlooked. These options are significantly more cost-effective than shared-use paths and can be implemented in a shorter time frame. Nine Mile Corridor West should incorporate a combination of facility types to enhance connectivity, accessibility, safety, and enjoyment for users of all ages and abilities. The trail typologies presented are supplemented with cross-sections and precedent imagery, offering flexible design guidelines. SIGNED BIKE ROUTE COST COMFORT SAFETY TIME TO IMPLEMENT A signed bike route is a designated path along existing roadways or dedicated trails marked with visible signage to guide cyclists along a recommended route. These routes are typically chosen based on their safety, connectivity, and accessibility for cyclists of varying skill levels. Signed bike routes are recommended as near-term alternatives to maintain the usability of the Nine Mile Corridor West pathway while certain segments are either under construction or not yet built. ADVISORY SHOULDER COST COMFORT SAFETY TIME TO IMPLEMENT Advisory shoulders provide a designated shared space primarily for bicyclists, with occasional pedestrian use. On Nine Mile Road signage could be added advising that the outside five foot shoulder may be used by pedestrians and cyclists. This treatment offers a practical, near-term alternative to sidewalks and shared-use paths in areas where physical or environmental constraints or landowner agreements limit other options. This treatment will primarily be used on unpaved, gravel segments of Nine Mile Road. Source: https://trektravel.com/tour/cycling/texas-hill-country/ PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 31 TIME TO IMPLEMENT SHARED USE PATH COST COMFORT SAFETY A shared-use path is a multi-use path designed primarily for use by bicyclists and pedestrians, including pedestrians with disabilities for transportation and recreation purposes. Shared-use paths are physically separated from motor vehicle traffic by an open space or barrier, and are located within the right-of-way. They may vary between 8-foot and 10-foot widths depending on the space available. ENHANCED SIDEWALK COST COMFORT SAFETY TIME TO IMPLEMENT Enhanced sidewalks are 6-foot-wide pathways designed to improve the comfort and enjoyment of non-motorized users. Optional amenities such as water fountains, shaded benches, and landscaping can be included to further enhance the user experience. While wider pathways are ideal for providing safer and more comfortable passing distances, 6-foot-wide sidewalks may be the most feasible option in some areas due to landowner agreements or environmental constraints. In low-lying areas with wetlands, boardwalk trails offer a sustainable solution that protects these sensitive ecosystems while ensuring the trail remains functional. Elevating the trail above the wetland preserves the natural habitat and minimizes environmental impact. Additionally, the boardwalk design helps protect the non-motorized infrastructure from potential flood damage. BOARDWALK COST COMFORT SAFETY TIME TO IMPLEMENT 32 IT C C O R R I D O R T R A I L ITC COMMUNITY SPORTS PARK MAYBURY STATE PARK VILLA BARR PARK 2J 2J 2G 2G 2I 2I 2H 33 NOVI I - 2 7 5 M E T R O T R A I L 2A 1A2B 2D 2E 2C2F 10’ Shared Use Path 8’ Shared Use Path 6’ Sidewalk Signed Bike Route Advisory Shoulder Regional Trail NINE MILE CORRIDOR PLAN | PHASE 234 SEGMENT 1A Farmington Hills: I-275 to Haggerty Road Highway Crossing | Shared Use Path SHARED USE PATH 10’GRASS BUFFER 30’DRIVING LANE 11’ PROJECT EXAMPLE NINE MILE RD. HA G G E R T Y R D . 10’ Shared Use Path I- 2 7 5 I - 2 7 5 M E T R O T R A I L PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 35 This segment of the corridor features a 10-foot-wide shared use pathway connecting the I-275 Trail to Haggerty Road on the north side of Nine Mile Road. To maintain consistency with Phase 1, which includes a 10-foot shared use path from Halsted Road to the I-275 Trail, the same width is proposed for Segment 1A. This can be implemented when there is a need to re-surface the existing 6-foot sidewalk in the near future. PRIORITY RANKING: LOW HIGH Implementation Cost Estimate $90,000 Segment Length / Miles Impacted 0.1 Miles Responsible Party Farmington Hills Challenges Highway Crossing (Yes/No)Yes (I-275) Driveway Frequency (Low, Medium, High)Low Current Segment Characteristics Corridor Typology Highway Crossing Segment Speed Limit 40 Average Daily Traffic Volume 12,600 Sidewalk Infill Needed (Yes/No)No Road Surface Paved NINE MILE CORRIDOR PLAN | PHASE 236 SEGMENT 2A Novi: Haggerty Road to Meadowbrook Road Residential Arterial | Shared Use Path HA G G E R T Y R D . ME A D O W B R O O K R D . PROJECT EXAMPLE 10’ Shared Use Path Mid-Block Crossing NINE MILE RD. SU N R I S E B L V D . SHARED USE PATH 10’DRIVING LANE 11’GRASS BUFFER 10’ - 30’ PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 37 There is available right-of-way to expand the current 6-foot sidewalk to a 10’ shared use path, ensuring a consistent treatment and creating space for all users. The area is residential and an existing mid-block crossing at Sunrise Boulevard connects the neighborhoods on the south side of Nine Mile Road with the pathway. PRIORITY RANKING: LOW HIGH Implementation Cost Estimate $900,000 Segment Length / Miles Impacted 1 Mile Responsible Party Novi Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)Medium Current Segment Characteristics Corridor Typology Residential Arterial Segment Speed Limit 35 Average Daily Traffic Volume 9,800 Sidewalk Infill Needed (Yes/No)No Road Surface Paved NINE MILE CORRIDOR PLAN | PHASE 238 SEGMENT 2B Novi: Meadowbrook Road to Novi Road Residential Arterial | Shared Use Path SHARED USE PATH 8’ GRASS BUFFER 2’ - 45’ DRIVING LANE 11’ PROJECT EXAMPLE ME A D O W B R O O K R D . NO V I R D . NINE MILE RD. 8’ Shared Use Path 3D TO DOWNTOWN NORTHVILLE 3A PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 39 LOW At Meadowbrook Road, the pathway crosses to the south side of Nine Mile Road to use the existing infrastructure, a combination of 8’ shared use paths, 6’ sidewalks, and a boardwalk railroad crossing. The proposed treatment is to unify the paved sections with a consistent 8’ shared use path, where right-of-way is available. PRIORITY RANKING: LOW HIGH Implementation Cost Estimate $660,000 Segment Length / Miles Impacted 1 Mile Responsible Party Novi Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)Medium Current Segment Characteristics Corridor Typology Residential Arterial Segment Speed Limit 35 Average Daily Traffic Volume 10,800 Sidewalk Infill Needed (Yes/No)No Road Surface Paved NINE MILE CORRIDOR PLAN | PHASE 240 SEGMENT 2C, 2D & 2E Novi: Novi Road to Taft Road Residential Parkway | Enhanced Sidewalk, Signed Bike Route SIDEWALK 6’ GRASS BUFFER 0’ - 35’ DRIVING LANE 11’ PROJECT EXAMPLE 6’ Sidewalk Mid-Block Crossing Needed NINE MILE RD. Signed Bike Route 2C 2D 2E NO V I R D . CE N T E R S T . COTTISFORD RD. DUNBARTON RD. GALWAY DR. TA F T R D . 3A 2F PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 41 LOW Long term, sidewalk gaps will require coordination with property owners to continue the path on the north side of Nine Mile Road. In the meantime, signage could guide users through the subdivisions on either the north or south side of Nine Mile Road. Those opting for the southern signed route would benefit from the mid-block crossing at Center Street. Segment 2C is medium priority because it is a longer-term vision for the corridor. Segments 2D and 2E are high priority because they can be implemented affordably and effectively with signage in the near-term. PRIORITY RANKINGS: LOW HIGH Implementation Cost Estimate $5,000 (near-term), $315,000 (long-term) Segment Length / Miles Impacted 1 Mile Responsible Party Novi Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)Medium Current Segment Characteristics Corridor Typology Residential Parkway Segment Speed Limit 30 Average Daily Traffic Volume 4,300 Sidewalk Infill Needed (Yes/No)Yes Road Surface Paved LOWLOW HIGH SIGNED BIKE ROUTE 6’ SIDEWALK NINE MILE CORRIDOR PLAN | PHASE 242 SEGMENT 2F Novi: Taft Road to Beck Road Residential Parkway | Shared Use Path PROJECT EXAMPLE TA F T R D . NINE MILE RD. BE C K R D . SIDEWALK 6’ GRASS BUFFER 0’ - 35’ DRIVING LANE 11’ 8’ Shared Use Path 2G 2I 2H PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 43 LOW The roundabout at Taft Road, which includes pedestrian pathways and crossings, should serve as a model for any additional roundabouts installed along Nine Mile Road. A 6-foot sidewalk currently connects Nine Mile Road from Taft Road to Beck Road. If there is a need to re-surface the sidewalk in the near future, it could be widened to 8-feet or even 10-feet, if the available right-of-way allows. PRIORITY RANKING: LOW HIGH Implementation Cost Estimate $660,000 Segment Length / Miles Impacted 1 Mile Responsible Party Novi Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)Low Current Segment Characteristics Corridor Typology Residential Parkway Segment Speed Limit 30 Average Daily Traffic Volume 3,800 Sidewalk Infill Needed (Yes/No)No Road Surface Paved NINE MILE CORRIDOR PLAN | PHASE 244 SEGMENT 2G Novi: Nine Mile Road to ITC Corridor Trail Residential Arterial | Enhanced Sidewalk, Shared Use Path NINE MILE RD. 8’ Shared Use Path TEN MILE RD. BE C K R D . 6’ Sidewalk IT C C O R R I D O R T R A I L 2H 2J 2I 2G 2G PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 45 LOW PRIORITY RANKING: LOW Implementation Cost Estimate $165,000 Segment Length / Miles Impacted 1.5 miles Responsible Party Novi Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)Medium Current Segment Characteristics Corridor Typology Residential Arterial Segment Speed Limit 40 Average Daily Traffic Volume 22,000 Sidewalk Infill Needed (Yes/No)Yes (along Ten Mile Road) Road Surface Paved West of Beck Road, Nine Mile Road transitions to a gravel surface with intermittent sidewalks on either side of the road. Because the advisory shoulder may not be comfortable or accessible for all users, Segment 2G identifies an alternative route to the ITC Corridor Trail, which links users to regional facilities, such as the ITC Community Sports Park, Maybury Park, the I-275 Corridor, and Hines Park. The sidewalk and pathway network is already mostly established along Beck Road and Ten Mile Road, with pathway infill needed along Ten Mile Road. HIGH NINE MILE CORRIDOR PLAN | PHASE 246 SEGMENT 2H Novi: Beck Road to Napier Road Agricultural/Low-Density Residential | Advisory Shoulder PROJECT EXAMPLE NINE MILE RD. NA P I E R R D . ITC C O R R I D O R T R A I L VILLA BARRE PARK 5’ Advisory Shoulder Trailhead ADVISORY SHOULDER 5’ DRIVING LANE 11’ DRIVING LANE 11’ BE C K R D . 2J 2G 2I 2H PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 47 The surface of Nine Mile Road changes to gravel after Beck Road, with intermittent paved sidewalks on either the north or the south side of the road. To ensure the safety of local residents who use the road for walking and biking, signage can be installed to enhance awareness of pedestrian and cyclist activity. PRIORITY RANKING: Implementation Cost Estimate $5,000 Segment Length / Miles Impacted 2.22 Miles Responsible Party Novi Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)Medium Current Segment Characteristics Corridor Typology Agricultural/Low-Density Residential Segment Speed Limit 30 Average Daily Traffic Volume 1,000 Sidewalk Infill Needed (Yes/No)Yes Road Surface Gravel LOW HIGH NINE MILE CORRIDOR PLAN | PHASE 248 SEGMENT 2I Novi: Nine Mile Road to Maybury State Park and ITC Community Sports Park Residential Arterial | Shared Use Path NA P I E R R D . BE C K R D . 8’ Shared Use Path EIGHT MILE RD. ITC C O R R I D O R T R A I L MAYBURY STATE PARK ITC COMMUNITY SPORTS PARK Mid-Block Crossing NINE MILE RD. 2J 2H 2I PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 49 LOW PRIORITY RANKING: LOW Implementation Cost Estimate Maintenance costs only Segment Length / Miles Impacted 2 miles Responsible Party Novi Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)Medium Current Segment Characteristics Corridor Typology Residential Arterial Segment Speed Limit 45 Average Daily Traffic Volume 18,500 Sidewalk Infill Needed (Yes/No)No Road Surface Paved West of Beck Road, Nine Mile Road transitions to a gravel surface with intermittent sidewalks on either side of the road. Because the advisory shoulder may not be comfortable or accessible for all users, Segment 2I identifies an alternative route to the ITC Corridor Trail,the ITC Community Sports Park, and Maybury Park. The pathway network is already established along Beck Road and Eight Mile Road. NINE MILE CORRIDOR PLAN | PHASE 250 SEGMENT 2J Novi: ITC Corridor Trail Off-Road Trail | ITC Corridor Trail Connection MAYBURY STATE PARK NINE MILE RD. NA P I E R R D . EIGHT MILE RD. ITC CORRIDOR SPORTS PARK VILLA BARRE PARK ITC C O R R I D O R T R A I L 6’ Sidewalk 8’ Shared Use Path 10’ Shared Use Path 5’ Advisory Shoulder Boardwalk BE C K R D . 2H 2I 2G 2F 2J PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 51 ` LOW This segment uses the ITC Corridor Trail to reach existing pathways in the neighboring subdivision, bringing users to Napier Road. A wetland area present along Napier Road will require approximately 100 feet of boardwalk treatment to fully connect the paths. There is opportunity to add a connection to Villa Barre Park on the north side of Nine Mile Road. Safety interventions are being discussed by the RCOC, City of Novi, and Lyon Township for the Napier Road intersection, which should include pedestrian infrastructure. PRIORITY RANKING: LOW HIGH Implementation Cost Estimate $300,000 Segment Length / Miles Impacted 0.45 Miles Responsible Party Novi Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)Low Current Segment Characteristics Corridor Typology Off-Road Trail Segment Speed Limit 40 (Napier Road) Average Daily Traffic Volume 9,300 (Napier Road) Sidewalk Infill Needed (Yes/No)Yes (Boardwalk section) Road Surface Paved 52 NORTHVILLE 2E 2F 2C 3C 3B DOWNTOWN NORTHVILLE 10’ Shared Use Path 8’ Shared Use Path 6’ Sidewalk Signed Bike Route Advisory Shoulder Regional Trail 53 NORTHVILLE 2B 2A 3A 3E 3D 54 SEGMENT 3A - 3C Novi/Northville: Downtown Northville Connection Residential Parkway | Shared Use Path, Signed Bike Route, and Enhanced Sidewalk ME A D O W B R O O K R D . NINE MILE RD. EIGHT MILE RD. TA F T R D . MAIN ST.DOWNTOWN NORTHVILLE NO V I R D . CE N T E R S T . 2C 6’ Sidewalk 10’ Shared Use Path Signed Bike Route Mid-Block Crossing Needed 2B2F 2E GALWAY DR.3D 3E3F ROTARY PARK FORD FIELD PARK 3A 3B 3C 55 ` Implementation Cost Estimate $1,005,000 Segment Length / Miles Impacted 1.65 miles Responsible Party Novi/Northville Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)High Current Segment Characteristics Corridor Typology Residential Parkway Segment Speed Limit 25 - 40 Average Daily Traffic Volume 13,700 Sidewalk Infill Needed (Yes/No)Yes (Center Street) Road Surface Paved Downtown Northville and several of the city’s recreational amenities are located within one mile of the Nine Mile Road Corridor. Establishing a connection from Nine Mile Road to Downtown Northville would link numerous residential neighborhoods to the commercial district. There is potential to widen the sidewalk on Novi Road to accommodate a 10-foot shared-use path, connecting it via a designated bike route to the existing sidewalk on Center Street. Due to right-of-way constraints on Center Street, additional pathway widening beyond the 6-foot sidewalk may not be feasible. Filling sidewalk gaps and completing any necessary maintenance should be prioritized along Center Street. This is one of two segment options to create a connection to Downtown Northville. PRIORITY RANKING: LOW HIGH SIGNED BIKE ROUTE LOW HIGH 10’ SHARED USE PATH 6’ SIDEWALK LOW HIGH NINE MILE CORRIDOR PLAN | PHASE 256 SEGMENT 3D - 3F Novi/Northville: Downtown Northville Connection Residential Parkway | Signed Bike Route and Enhanced Sidewalk ME A D O W B R O O K R D . NINE MILE RD. EIGHT MILE RD. TA F T R D . MAIN ST. 6’ Sidewalk Mid-Block Crossing Needed NO V I R D . CE N T E R S T . 2C 2B 3B 3A 3C DOWNTOWN NORTHVILLE 2F 2E CHASE DR. 3D Signed Bike Route 3E3F ROTARY PARK FORD FIELD PARK BASE LINE RD. PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 57 Downtown Northville and several of the city’s recreational amenities are located within one mile of the Nine Mile Road Corridor. Establishing a connection from Nine Mile Road to Downtown Northville would link numerous residential neighborhoods to the commercial district. There is opportunity to sign Chase Drive as a bike route, while the street also offers 6-foot sidewalks for pedestrians. Segment 3E is a challenging area to install any sidewalks or shared-use paths, but can connect users to Center Street on Base Line Road. By linking Northville with the broader Nine Mile Road Corridor, this vision supports a connected, accessible community, making it easier for residents and visitors alike to enjoy the amenities of Downtown Northville. PRIORITY RANKINGS: Implementation Cost Estimate $10,000 and maintenance costs Segment Length / Miles Impacted ~2 Miles Responsible Party Novi / Northville Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)NA Current Segment Characteristics Corridor Typology Suburban Downtown Segment Speed Limit NA Average Daily Traffic Volume NA Sidewalk Infill Needed (Yes/No)No Road Surface Paved LOW HIGH SIGNED BIKE ROUTE 6’ SIDEWALK LOW HIGH 58 4F 4D4E 4F4F 59 LYON TOWNSHIP 4A4B4C 10’ Shared Use Path 8’ Shared Use Path 6’ Sidewalk Signed Bike Route Advisory Shoulder Regional Trail NINE MILE CORRIDOR PLAN | PHASE 260 SEGMENT 4A Lyon Township: Napier Road to Chubb Road Agricultural/Low-Density Residential | Shared Use Path PROJECT EXAMPLE NA P I E R R D . CH U B B R D . NINE MILE RD. 8’ Shared Use Path SHARED USE PATH 8’ GRASS BUFFER ~35’ DRIVING LANE 11’ PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 61 LOW Several parcels between Napier Road and Chubb Road are slated for development, offering an opportunity to fill gaps in the current pathway network. Coordination with property owners will be necessary to construct pedestrian facilities and complete the proposed shared use path. Safety interventions are being discussed by the RCOC, City of Novi, and Lyon Township for the Napier Road intersection and should include pedestrian infrastructure. PRIORITY RANKING: LOW HIGH Implementation Cost Estimate $660,000 Segment Length / Miles Impacted 1 Mile Responsible Party Lyon Township, RCOC Challenges Highway Crossing (Yes/No)Yes (Napier Rd) Driveway Frequency (Low, Medium, High)Medium Current Segment Characteristics Corridor Typology Agricultural/Low-Density Residential Segment Speed Limit 45 Average Daily Traffic Volume 800 Sidewalk Infill Needed (Yes/No)Yes Road Surface Combination Gravel and Paved NINE MILE CORRIDOR PLAN | PHASE 262 SEGMENT 4B Lyon Township: Chubb Road to Currie Road Agricultural/Low-Density Residential | Advisory Shoulder, Shared Use Path PROJECT EXAMPLE CH U B B R D . CU R R I E R D . 5’ Advisory Shoulder NINE MILE RD. 8’ Shared Use Path ADVISORY SHOULDER 5’ DRIVING LANE 11’ DRIVING LANE 11’ NINE MILE CORRIDOR PLAN | PHASE 2 PATHWAY RECOMMENDATIONS 63 Given the right-of-way constraints, installing off-road pedestrian and bicycling facilities such as sidewalks or shared use paths may not be feasible for this segment. Pedestrian and bicycle activity is not preferred along the existing cart paths. Instead, it may be necessary to explore alternative solutions, such as an advisory shoulder with improved signage, to enhance pedestrian safety without requiring significant near-term infrastructure changes. Long-term, should any developments be planned for this area, continuing the 8-foot shared use path treatment would be ideal. PRIORITY RANKING: Implementation Cost Estimate $5,000 (near-term), $660,000 (long-term) Segment Length / Miles Impacted 1 Mile Responsible Party Lyon Township, RCOC Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)Low Current Segment Characteristics Corridor Typology Agricultural/Low-Density Residential Segment Speed Limit 45 Average Daily Traffic Volume 800 Sidewalk Infill Needed (Yes/No)Yes Road Surface Gravel LOWLOW HIGH ADVISORY SHOULDER 8’ SHARED USE PATH LOW HIGH NINE MILE CORRIDOR PLAN | PHASE 264 SEGMENT 4C Lyon Township: Currie Road to Briar Meadow Road Agricultural/Low-Density Residential | Advisory Shoulder, Shared Use Path PROJECT EXAMPLE CU R R I E R D . BR I A R M E A D O W R D . 5’ Advisory Shoulder 8’ Shared Use Path NINE MILE RD. ADVISORY SHOULDER 5’ DRIVING LANE 11’ DRIVING LANE 11’ PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 65 To ensure the safety of local residents who use Nine Mile Road for walking and biking, signage can be installed to enhance awareness of pedestrian and cyclist activity. Long-term, should any developments be planned for this area, continuing the 8-foot shared use path treatment would be ideal. PRIORITY RANKING: Implementation Cost Estimate $5,000 (near-term, $600,600 long-term) Segment Length / Miles Impacted 0.91 Miles Responsible Party Lyon Township, RCOC Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)Low Current Segment Characteristics Corridor Typology Agricultural/Low-Density Residential Segment Speed Limit 45 Average Daily Traffic Volume 600 Sidewalk Infill Needed (Yes/No)Yes Road Surface Combination Gravel and Paved LOWLOW HIGH ADVISORY SHOULDER 8’ SHARED USE PATH LOW HIGH NINE MILE CORRIDOR PLAN | PHASE 266 SEGMENT 4D Lyon Township: Briar Meadow Road to Griswold Road Agricultural/Low-Density Residential | Shared Use Path, Boardwalk PROJECT EXAMPLE GR I S W O L D R D . CL A R K S H I R E D R . NINE MILE RD. Boardwalk 8’ Shared Use Path (Planned) PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 67 LOW There is a development planned at the Cattails Golf Course that will include shared use paths. The parcel at the corner of Griswold Road and Nine Mile Road is Township property where shared use paths could also be added. A boardwalk treatment will be necessary to connect the shared use paths across a wetland area. PRIORITY RANKING: LOW HIGH Implementation Cost Estimate $5,575,000 Segment Length / Miles Impacted 1.06 Miles Responsible Party Lyon Township, RCOC Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)Low Current Segment Characteristics Corridor Typology Agricultural/Low-Density Residential Segment Speed Limit 45 Average Daily Traffic Volume 600 Sidewalk Infill Needed (Yes/No)Yes - Boardwalk section Road Surface Combination Gravel and Paved NINE MILE CORRIDOR PLAN | PHASE 268 SEGMENT 4E Lyon Township: Griswold Road to Pontiac Trail Residential Arterial | Shared Use Path, Enhanced Sidewalk GR I S W O L D R D . TO D O W N T O W N SO U T H L Y O N 6’ Sidewalk NINE MILE RD. PO N T I A C T R A I L 4F4F PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 69 LOW Given the right-of-way constraints and number of property owners along Nine Mile Road, continuing the pathway on the north side presents challenges. However, there are a couple of segments of existing sidewalk that could serve as a foundation for expansion. Additionally, a neighborhood trail currently connects downtown South Lyon with the subdivision. If property ownership changes in the future, there may be opportunity to extend another trail from the subdivision to Nine Mile Road, offering direct access to downtown South Lyon and the Huron Valley Trail. PRIORITY RANKING: LOW HIGH Implementation Cost Estimate $550,000 Segment Length / Miles Impacted 1 Mile Responsible Party Lyon Township, RCOC, South Lyon Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)High Current Segment Characteristics Corridor Typology Residential Arterial Segment Speed Limit 45 Average Daily Traffic Volume 6,600 Sidewalk Infill Needed (Yes/No)Yes Road Surface Paved NINE MILE CORRIDOR PLAN | PHASE 270 SEGMENT 4F Lyon Township: Griswold Road to Pontiac Trail Residential Parkway | Shared Use Path, Signed Bike Route, Enhanced Sidewalk GR I S W O L D R D . Signed Bike Route10’ Shared Use Path (Existing)6’ Sidewalk NINE MILE RD. PO N T I A C T R A I L DEER HAVEN DR. 4E 4F 4F 4F Mid-Block Crossing Needed PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 71 LOW A near-term alternative for constructing on-road pedestrian and bicycle facilities is a signed bike route through the subdivision south of Nine Mile Road. The route would utilize existing residential streets, directing cyclists and pedestrians away from higher-traffic areas on Nine Mile Road. Once they reach Pontiac Trail, users will be able to connect to downtown South Lyon and the Huron Valley Trail. PRIORITY RANKING: LOW HIGH Implementation Cost Estimate $310,000 Segment Length / Miles Impacted 1.98 Miles Responsible Party Lyon Township Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)High Current Segment Characteristics Corridor Typology Residential Parkway Segment Speed Limit 25 Average Daily Traffic Volume NA Sidewalk Infill Needed (Yes/No)Yes (Griswold Road, Pontiac Trail) Road Surface Paved 72 VOLUNTEER PARK S P U R T O V O L U N T E E R P A R K S P U R T O H U R O N V A L L E Y T R A I L 5A O A K L A N D C O U N T Y L I V I N G S T O N C O U N T Y SOUTH LYON 73 ANDOVER PARK T O D O W N T O W N S O U T H L Y O N SOUTH LYON 4F 4E 4F 4F 10’ Shared Use Path 8’ Shared Use Path 6’ Sidewalk Signed Bike Route Advisory Shoulder Regional Trail NINE MILE CORRIDOR PLAN | PHASE 274 SEGMENT 5A South Lyon: Pontiac Trail to Dixboro Road Residential Arterial | Enhanced Sidewalk PROJECT EXAMPLE PO N T I A C T R A I L DI X B O R O R D . 6’ Sidewalk 10’ Shared Use Path Mid-Block Crossing NINE MILE RD. SIDEWALK 6’ GRASS BUFFER 6’ - 185’ DRIVING LANE 11’ PATHWAY RECOMMENDATIONSNINE MILE CORRIDOR PLAN | PHASE 2 75 LOW The existing sidewalk between Pontiac Trail and Dixboro Road provides a connection to downtown South Lyon, the local neighborhood trail system, and two schools. Users can take the neighborhood trail spur north to the Huron Valley Trail and the Michigan Air Line Trail. Improvements could include widening sidewalks, planting trees in the buffer zones between pedestrians and traffic, and adding safety features and signage around crossings. PRIORITY RANKING: LOW HIGH Implementation Cost Estimate $425,000 Segment Length / Miles Impacted 0.77 Miles Responsible Party South Lyon Challenges Highway Crossing (Yes/No)No Driveway Frequency (Low, Medium, High)Low Current Segment Characteristics Corridor Typology Residential Arterial Segment Speed Limit 35 Average Daily Traffic Volume 10,600 Sidewalk Infill Needed (Yes/No)No Road Surface Paved NINE MILE CORRIDOR PLAN | PHASE 276 ACTION PLANNINE MILE CORRIDOR PLAN | PHASE 2 77 ACTION PLAN NINE MILE CORRIDOR PLAN | PHASE 278 CORRIDOR-WIDE ACTION PLAN The Action Plan for the Nine Mile Corridor West Plan serves as a guide for implementing the recommended pathway segments. Municipalities along the Nine Mile Corridor can use this section to prioritize projects based on community needs, identify responsible parties for implementation, and explore potential funding opportunities for the planning, design, and construction of pathways. Outside of the individual pathway segments, there are a number of recommendations that can be applied to the entire Nine Mile Corridor. These recommendations are intended to work simultaneously with the recommended segments and ensure that the Nine Mile Corridor becomes a regional signature corridor rather than just a sidewalk or pathway. NINE MILE ROAD PAVING About half of the Nine Mile Corridor West project study area consists of gravel road. Given the potential for the road to be paved in the future, this presents an opportunity to incorporate dedicated space for non- motorized users. Community engagement feedback strongly favors pedestrian and bicycle facilities that are separated from the road. FUTURE DEVELOPMENT With much of the land around the Nine Mile Corridor West project area being agricultural and undeveloped, there is significant residential development pressure. Each community has regulations governing the design and construction of sidewalks and shared-use paths. For instance, Lyon Township and Novi require a public bicycle path or sidewalk for all new developments along principal arterial, minor arterial, and collector roads, including Nine Mile Road. As properties along the corridor change ownership and new developments are planned, pathways aligning with the Nine Mile Corridor West vision and recommendations can be built. If a developer faces budget constraints preventing them from building the recommended pathway segments, financial partnerships between the developer, the municipality, and other stakeholders should be explored to alleviate the financial burden. Additionally, grants and incentives can be pursued to subsidize the cost of constructing wider paths that meet community preferences for separated facilities. Phased construction or using alternative, cost-effective materials may also offer flexible solutions. INTERSECTION SAFETY Safety improvements at key intersections along the Nine Mile Corridor are a critical focus of the action plan, particularly where pedestrian and bicycle facilities intersect with major roadways. Enhanced crosswalks, improved lighting, and clear signage should be prioritized to ensure the safety of non-motorized users. At Napier Road, a proposed roundabout would significantly improve traffic flow and reduce collision points, creating a safer environment for all users. Roundabouts have been shown to reduce vehicle speeds and minimize severe crashes, making them ideal for balancing the needs of motorists, pedestrians, and cyclists. Additionally, trail crossings should receive safety improvements, incorporating features such as flashing beacons and clear pavement markings to protect trail users. Incorporating these safety measures, along with separated pathways where possible, will create a more comfortable and user-friendly corridor for all travelers. ACTION PLANNINE MILE CORRIDOR PLAN | PHASE 2 79 FORMALLY ADOPT THE PLAN RECOMMENDATIONS On September 19, 2024, the Oakland County Board of Commissioners approved the Memorandum of Understanding (MOU) for the Nine Mile Corridor project. This non-binding agreement demonstrates the commitment of the Nine Mile Communities to work together on planning, designing, constructing, and promoting the Nine Mile Pathway, as outlined in the Feasibility Study. PURSUE STRATEGIC FUNDING OPPORTUNITIES Partnerships with state and regional agencies, as well as with foundations and other potential funders, should be explored and cultivated. These relationships will help the project partners apply for and receive the funding necessary to begin implementing the recommendations. Ongoing conversations will be needed to ensure that enough funding is available to complete the corridor. As the Nine Mile Corridor is a multi-jurisdictional corridor, it may be necessary to establish an organization responsible for the management and maintenance of the pathway. This entity may also be best suited to take on corridor plan implementation, work with each individual city, and coordinate efforts between all stakeholders. Following completion of the pathway segments, maintenance, repairs, and updates will be needed on an ongoing basis, which this organization could take on. ESTABLISH A CORRIDOR MANAGEMENT ENTITY TO MAINTAIN THE TRAIL A major task of the corridor management entity would be to conduct an annual system review to determine where maintenance is needed in the coming year. A checklist of items should be developed and evaluated by a team trained to identify areas of concern. CONDUCT AN ANNUAL “CORRIDOR SYSTEM REVIEW” NINE MILE CORRIDOR PLAN | PHASE 280 CI T Y S E G M E N T FR O M TO T R E A T M E N T CO S T E S T I M A T E OV E R A L L P R I O R I T Y * * PA R T N E R S Farmington Hills 1A I-275 Haggerty Road 10’ Shared Use Path $90,000 MDOT, Farmington Hills Novi 2A Haggerty Road Meadowbrook Road 10’ Shared Use Path $900,000 Novi 2B Meadowbrook Road Novi Road 8’ Shared Use Path $660,000 Novi 2C Novi Road Taft Road Enhanced Sidewalk $315,000 Novi 2D Novi Road Steeple Path / Nine Mile Road Signed Bike Route $5,000 Novi 2E Novi Road Center Street / Nine Mile Road Signed Bike Route $5,000 Novi 2F Taft Road Beck Road 8’ Shared Use Path $660,000 Novi 2G Nine Mile Road ITC Corridor Trail Enhanced Sidewalk, 8’ Shared Use Path $165,000 Novi 2H Beck Road Napier Road Advisory Shoulder $5,000 Novi 2I Nine Mile Road ITC Community Sports Park, Maybury State Park 8’ Shared Use Path Maintenance Novi 2J ITC Corridor Trail Napier Road Off-Road Trail, Enhanced Sidewalk, 8’ Shared Use Path, Boardwalk $300,000 ITC Holdings Corp, Novi PATHWAY PRIORITIZATION 3 3 2 3 5 5 1 5 4 Segments were prioritized based on cost, potential funding, implementation difficulty, community need, anticipated usage, equity considerations, timing, and potential coordination with other road projects. Advisory shoulder treatments and signed bike routes were identified as the highest priority due to their relatively low implementation cost, even if they are part of a segment with a lower overall or community priority ranking. Each community will be responsible for further prioritizing segments within their jurisdiction based on local funding availability, specific needs, development opportunities, and overall corridor goals. 3 4 ACTION PLANNINE MILE CORRIDOR PLAN | PHASE 2 81 1 = Lowest Priority Projects, 5 = Highest Priority Projects *Ranking of projects within each community **Overall of projects throughout the entire corridor CI T Y S E G M E N T FR O M TO T R E A T M E N T CO S T E S T I M A T E OV E R A L L P R I O R I T Y * * PA R T N E R S Northville 3A Nine Mile Road (Novi Road)Galway Drive 10’ Shared Use Path $450,000 Novi, Northville 3B Novi Road (Galway Drive)Center Street Signed Bike Route $5,000 Novi, Northville 3C Galway Drive (Center Street)Lake Street Enhanced Sidewalk $550,000 Novi, Northville 3D Nine Mile Road (Chase Dr)Eight Mile Road Signed Bike Route, 6’ Sidewalk $5,000 Novi, Northville 3E Eight Mile Road Base Line Road Signed Bike Route $5,000 Northville 3F Base Line Road Center Street 6’ Sidewalk Maintenance Northville 2 5 5 2 5 1 NINE MILE CORRIDOR PLAN | PHASE 282 CI T Y S E G M E N T F R O M TO T R E A T M E N T CO S T E S T I M A T E OV E R A L L P R I O R I T Y * * PA R T N E R S Lyon Township 4A Napier Road Chubb Road 8’ Shared Use Path $660,000 Lyon Township, RCOC 4B Chubb Road Currie Road Advisory Shoulder $5,000 Lyon Township, RCOC 4B Chubb Road Currie Road 8’ Shared Use Path $660,000 Lyon Township, RCOC 4C Currie Road Briar Meadow Road Advisory Shoulder $5,000 Lyon Township, RCOC 4C Currie Road Briar Meadow Road 8’ Shared Use Path $648,000 Lyon Township, RCOC 4D Briar Meadow Road Griswold Road 8’ Shared Use Path, Boardwalk $5,575,000 Lyon Township, RCOC 4E Griswold Road Pontiac Trail Enhanced Sidewalk $550,000 Lyon Township, RCOC 4F Nine Mile Road Deer Haven Dr 8’ Shared Use Path $275,000 Lyon Township 4F Nine Mile Road Lyon Trail S Signed Bike Route $5,000 Lyon Township 4F Lyon Trail S Nine Mile Road Enhanced Sidewalk $275,000 Lyon Township South Lyon 5A Pontiac Trail Dixboro Road Enhanced Sidewalk $425,000 South Lyon 1 5 2 5 3 4 1 5 2 2 1 = Lowest Priority Projects, 5 = Highest Priority Projects *Ranking of projects within each community **Overall of projects throughout the entire corridor 4 ACTION PLANNINE MILE CORRIDOR PLAN | PHASE 2 83 NINE MILE CORRIDOR PLAN | PHASE 284 PATHWAY COST ESTIMATES As part of the Nine Mile Corridor Plan, high-level cost estimates were developed to help guide the four corridor communities in implementation. Cost estimates at the planning stage are intended to be order of magnitude costs that give an idea of how much funding is necessary to make each segment a reality. The cost estimates will also be useful in community budgeting, identifying potential funding streams available at the regional level, and in applying for grant funding. The cost estimates for each project type were developed using recent linear foot costs derived from both national research and projects completed around Michigan. These estimates are not final and are likely to change based on the information gathered during the final design and engineering stages. Additionally, the cost estimates are based on recently available data and could change based on inflation, construction costs, or other economic conditions. Note that these costs do not include any right-of-way acquisition costs, staff management time, or costs associated with trailheads and placemaking elements along the corridor. Cost estimates for each typology are as follows: • 10’ Shared Use Path - $900,000 per mile • 8’ Shared Use Path - $660,000 per mile • Sidewalk Improvements - $550,000 per mile • Signed Bike Route - $5,000 per mile • Advisory Shoulder - $5,000 per mile • Boardwalk - $3,000 per foot ACTION PLANNINE MILE CORRIDOR PLAN | PHASE 2 85 There is a correlation between the amount of protection provided by each pathway type and the cost associated with construction. Generally, as protection and comfort increase for pedestrians and cyclists, costs increase. It is important to note that the Nine Mile Corridor Plan is aiming to maximize safety, comfort, and functionality for the maximum number of diverse users to ensure that the corridor is highly utilized. This will require a greater investment overall to achieve the desired goals of the communities. Based on the construction cost estimates, it would cost about $13M to construct the entire pathway system from I-275 to Dixboro Road. Additional investigation would be needed to identify more detailed costs based on the specific conditions along Nine Mile Road. CITY ESTIMATED TOTAL PATHWAY TREATMENT COST Farmington Hills $90,000 Novi $2,500,000 - $3,105,000 Northville $1,015,000 Lyon Township $7,350,000 - $8,648,000 South Lyon $425,000 Total $11,380,000 - $13,283,000 NINE MILE CORRIDOR PLAN | PHASE 286 RESPONSIBILITIES AND PARTNERS The Nine Mile Corridor West Plan represents an ambitious regional plan that will require individual efforts from each of the partner communities, as well as partnerships between neighboring municipalilties, RCOC, AND SEMCOG, depending on the location of the project. These partnerships are essential to ensuring that each segment of the corridor is implemented in a way that is consistent through the four municipalities. First, each municipality will be individually responsible for implementing the segments that are located within their specific city, or township limits. Each segment has been prioritized at the municipal level, as well as for the entire corridor. This will be helpful in determining the order of implementation for each pathway segment within each community. Staff should focus on moving the top ranked projects forward to design and implementation as these present the most feasible and most likely projects to receive funding. However, larger efforts to complete the corridor pathway could be undertaken as well. Given the regional nature of the corridor, there is an opportunity for a regional entity such as Oakland County Parks and Recreation, SEMCOG, or a new regional trail entity to act as a fiduciary to distribute funding and oversee the construction of the pathway. This group would be responsible for receiving grant funding and ensuring the recommendations of the plan are implemented in a way that maintains consistency throughout the nearly 30-mile corridor. . ACTION PLANNINE MILE CORRIDOR PLAN | PHASE 2 87 FUNDING SOURCES There are several options to help fund the development of trails. Depending on the funding source, the primary applicant may need to be either a government agency or a nonprofit organization. Options for both categories are described below. When local government agencies and nonprofit organizations collaborate, they might be able to leverage one another’s funding efforts, leading to greater opportunities for trail building. SEMCOG Planning Assistance Program Grant Amount: $50,000 Match Amount: Minimum 18.2% of the project cost Funds: Plans for Transportation Equity, Complete Streets & Corridor Safety, Trails & Greenway, EV Infrastructure, Broadband Access, and Stormwater Management. Considerations: Geared towards promoting regional plans and priorities. Multi-jurisdictional projects and additional match are key components. SEMCOG Carbon Reduction Program Grant Amount: $1.5M Match Amount: Minimum 20% of the project cost Funds: Construction, planning, and design of nonmotorized trail facilities Considerations: Goal is to reduce transportation and greenhouse gas emissions. REGIONAL NINE MILE CORRIDOR PLAN | PHASE 288 GOVERNMENT AGENCIES FUNDING SOURCES Land and Water Conservation Fund (LWCF) Grant Amount: $30,000-$500,000 Match Amount: Minimum 50% of the project cost Funds: Property acquisition or design and construction Considerations: Applications due annually on April 1. Must have a 5-Year Parks and Recreation Plan approved by the DNR by February 1 of the year applying. Funds must be spent in 2 years, and properties on which the trail is constructed are encumbered for public recreation in perpetuity. Michigan Natural Resources Trust Fund (MNRTF) Grant Amount: $15,000-$300,000 Match Amount: Minimum 25% of the project cost Funds: Property acquisition or design and construction Considerations: Applications due annually on April 1. Must have a 5-Year Parks and Recreation Plan approved by the DNR by February 1 of the year applying. Properties acquired or developed with MNRTF grants are encumbered for public recreation in perpetuity. There are no minimum or maximum funding restrictions on property acquisition grants. ACTION PLANNINE MILE CORRIDOR PLAN | PHASE 2 89 FUNDING SOURCES Safe Routes to School (SRTS) Major Grants Grant Amount: Variable Match Amount: Minimum 20% of the project cost Funds: Design and construction Considerations: The primary beneficiaries of all infrastructure treatments must be any K-12 students walking or bicycling between home and school Transportation Alternatives Program (TAP) Grant Amount: $200,000 or more Match Amount: Minimum 20% of the project cost Funds: Design and construction Considerations: Applications are accepted at various times throughout the year. NINE MILE CORRIDOR PLAN | PHASE 290 FUNDING SOURCES NON-PROFIT ORGANIZATIONS People for Bikes (PFB) Community Grants Grant Amount: Up to $10,000 Match Amount: Not specified Funds: Design and construction Considerations: Applications open annually in fall. Michigan Trails Fund Grant Amount: Varies Match Amount: Not specified Funds: Planning, design, engineering, acquisition, and construction of non-motorized, regional trail projects Considerations: Funding comes from private resources and distributed to local agencies to implement trail connections ACTION PLANNINE MILE CORRIDOR PLAN | PHASE 2 91 FUNDING SOURCES PHILANTHROPY Ralph C Wilson Jr. Foundation Grant Amount: Varies Match Amount: Not specified Funds: Design and construction of trail to make connections eliminate gaps in the regional trail network. Considerations: $50M in funding has been committed for projects that are regionally significant, connect communities, have significant community support, can effectively operate and maintain following completion, and garner additional leverage investment that is at 2/3 of the total project cost. Ralph C Wilson Jr. Legacy Fund – Design and Access Funds Grant Amount: Up to $50,000 Match Amount: Not specified Funds: Projects in Southeast Michigan that serve to increase the walkability and bikeability of local communities and increase outdoor recreation activities Considerations: Distributed by the Community Foundation for Southeast Michigan NINE MILE CORRIDOR PLAN | PHASE 292 CONCLUSION The Nine Mile Corridor Trails Plan represents a collaborative effort between Oakland County Parks and its partner communities to create a vision for enhanced non-motorized connectivity. Together, the Phase 1 and Phase 2 plans for the Nine Mile Corridor serve as the region’s blueprint for non- motorized pathway development along Nine Mile Road. With nearly 30 miles of planned segments, the Nine Mile Corridor will be Oakland County’s signature cross-county trail, providing increased access to parks, trails, schools, downtown districts, and other regional assets. The Nine Mile Corridor Plan examined the corridor’s characteristics and developed conceptual route alignments. As the project advances, the focus shifts to detailed feasibility studies, further refinement of the conceptual routes, and the development of engineering plans necessary for construction. These next steps will bring the Nine Mile Corridor closer to realizing its potential as a signature trail, fostering healthy lifestyles, supporting active transportation, and enhancing the overall quality of life for residents and visitors alike. ACTION PLANNINE MILE CORRIDOR PLAN | PHASE 2 93 Legend Phase II Phase I Oakland County Parks and Recreation Commission Agenda Item Memo Agenda #: 7 Department: Planning From: Simon Rivers, Supervisor of Planning Subject: Madison Heights Property Acquisition (30521 Hales Street) MOTION Move to recommend to the Board of Commissioners approval of the proposed Purchase Agreement with Sharon A Sinclair and Carol A Shulgon for the $325,000 to acquire 0.76 acres of property at 30521 Hales St in Madison Heights, and authorize the Director of Oakland County Parks and Recreation to finalize the agreement language with the advice and approval of Corporation Counsel. INTRODUCTION AND HISTORY The property at 30521 Hales Street is a small private inholding on the west side of Red Oaks Nature Center. The seller contacted staff earlier this year regarding selling the property to OCP to become part of Red Oaks. The addition of this inholding parcel would increase the opportunity for recreation on the west of the Nature Center and entrance drive along Hales St. ATTACHMENTS 1. Purchase Agreement 2.Property Location RETURN TO AGENDA El m h u r s t Sheffield OaklandWi n t h r o p Ro s e Tanglewood Mi l t o n Ta w a s Westm o r e Canterbury Pl u m Briarwood Le e F r a n k We s t w o o d Greenbrier Ha l e s Yo r k s h i r e Av o n d a l e Wo o d m o n t Moulin Castlewood Ma n o r Red Oaks Nature Center Red Oaks County Park Tax Parcel 25-12-254-036 .076 Acres Red Oaks Nature Center Madison Heights Oakland Couny Parks and Recreation Commission Agenda Item Memo Agenda #: 8 Department: Park Operations From: Thomas Hughes, Chief of Park Operations and Maintenance – North District Subject: FY2026 Capital Equipment Budget Amendment MOTION Move to approve the proposed amendments to the FY2026 Capital Equipment Budget. INTRODUCTION AND HISTORY Staff is requesting approval to amend the FY2026 Capital Equipment Budget to allow for the purchase of Five (5) essential pieces of equipment for park operations and maintenance activities. These additions are necessary to improve operational efficiency, ensure staff safety, and maintain service levels across the park system. An updated FY2026 Capital Equipment Budget with equipment requests highlighted is provided. The total amount for the requested equipment is $62,000 with the purchases funded from the FY2026 Capital Equipment budget remaining balance. The budget will remain unchanged at $4,500,000. Proposed Equipment: 1.Fuel Trailer – A fuel trailer for Facilities Maintenance is requested because it is needed for work being done at parks that do not have a maintenance facility. The fuel trailer is designed for safe transportation of fuel for equipment and will allow for refueling of equipment onsite instead of hauling multiple cans or transporting equipment to fueling stations. The trailer will be housed at Facilities Maintenance but will be available for all operations when needed. Budgeted Amount: $28,000 2.Dump Trailer – Replacement of a dump trailer that the frame has failed. The repair cost for the trailer is $8,000 and the replacement cost is $10,000. The trailer is highly used by Natural Resources and needed for material transportation and removal for work being done throughout the park system. Budget Amount: $10,000 3.Equipment Trailer – An additional equipment trailer is needed for transportation of equipment for Facilities Maintenance and Natural Resources. The trailer will be utilized to transport specialized equipment to complete maintenance tasks throughout the park system. The trailer can also be used by parks when needed. Budget Amount: $9,000 4.Pool Vacuum – A pool vacuum is needed for Red Oaks Waterpark for daily pool maintenance. The pool vacuum was budgeted in the operating budgeted but the cost for the vacuum has exceeded the $5,000 capital equipment threshold. Budget Amount: $7,000 5.Angle Brush Attachment – An angle brush attached is needed for Waterford Oaks for daily park and trail maintenance. This piece of equipment will be beneficial in maintaining paved RETURN TO AGENDA surfaces during and after the park construction projects. This piece of equipment can also be used in other parks for similar tasks when needed, Budget Amount: $8,000 ATTACHMENTS 1. FY2026 Capital Equipment Budget with Proposed Equipment Highlighted Park/Department Program Proposed Equipment Type Budgeted Amount Addison Oaks ADD710 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ Addison Oaks ADD710 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ Addison Oaks ADD710 Rokon Trail Grooming Motor Bike Grounds Equipment 13,000.00$ Addison Oaks ADD710 Bobcat - Brush Grapple Mower 6,500.00$ Addison Oaks ADD710 Bobcat - Brushcat Rotary Cutter Mower 9,000.00$ Addison Oaks ADD710 Bobcat - Articulating Cutting Head Mower 25,000.00$ Addison Oaks ADD710 Utility Vehicle - Medium Duty Utility Vehicle 25,000.00$ Addison Oaks ADD710 Z-Turn Mower Mower 18,000.00$ Addison Oaks ADD710 Turbine Blower Grounds Equipment 11,000.00$ Addison Oaks ADD710 Tractor Tractor 95,000.00$ Addison Oaks ADD710 Adult Handcycle Adaptive Equipment 5,951.00$ Addison Oaks ADD710 3 Wheel Off Road Wheel Chair Adaptive Equipment 5,425.00$ Admin ADM000 6-person Shuttle Cart Utility Vehicle 25,000.00$ Catalpa Oaks CAT700 Z-Turn Mower Mower 18,000.00$ Catalpa Oaks CAT700 Z-Turn Mower Mower 18,000.00$ Facilities Maintenance FM700 Towable Generator Grounds Equipment 40,000.00$ Facilities Maintenance FM700 Towable Generator Grounds Equipment 40,000.00$ Facilities Maintenance FM700 Track Lift Grounds Equipment 162,000.00$ Facilities Maintenance FM700 Air Compressor Grounds Equipment 35,000.00$ Facilities Maintenance FM700 Equipment Trailer Trailer 9,000.00$ Facilities Maintenance FM700 Fuel Trailer Trailer 28,000.00$ Glen Oaks GLG010 Topdressor Grounds Equipment 30,000.00$ Glen Oaks GLG010 Aerifier Grounds Equipment 35,000.00$ Glen Oaks GLG010 Toolcat w Accessories Tractor 120,000.00$ Glen Oaks GLG010 Greens Mower Mower 45,000.00$ Glen Oaks GLG010 Greens Mower Mower 45,000.00$ Glen Oaks GLG010 Greens Mower Mower 45,000.00$ Glen Oaks GLG010 Non-Vibratory Rollers Grounds Equipment 6,455.00$ Glen Oaks GLG010 Mower Accessories Grounds Equipment 10,884.92$ Glen Oaks GLG010 Surrounds Mower Mower 46,202.52$ Glen Oaks GLG010 Greens Brush Grounds Equipment 8,000.00$ Groveland Oaks GRV710 Large Area Rough Mower Mower 95,000.00$ Groveland Oaks GRV710 Utility Vehicle - Medium Duty Utility Vehicle 25,000.00$ Groveland Oaks GRV710 Utility Vehicle - Medium Duty Utility Vehicle 25,000.00$ Groveland Oaks GRV710 Loader with Backhoe Tractor 95,000.00$ Groveland Oaks GRV710 Turbine Blower Grounds Equipment 11,000.00$ Groveland Oaks GRV710 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ Groveland Oaks GRV710 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ Groveland Oaks GRV710 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ OAKLAND COUNTY PARKS FY2026 Capital Equipment Budget Groveland Oaks GRV710 3 Wheel Off Road Wheel Chair Adaptive Equipment 5,425.00$ Holly Oaks HRV700 Bulldozer Tractor 200,000.00$ Holly Oaks HRV700 Utility Vehicle - Medium Duty Utility Vehicle 22,000.00$ Independence Oaks IND700 Turbine Blower Grounds Equipment 15,000.00$ Independence Oaks IND700 Turbine Blower Grounds Equipment 11,000.00$ Independence Oaks IND700 Utility Vehicle - Light Duty Utility Vehicle 15,000.00$ Independence Oaks IND700 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ Independence Oaks IND700 Bobcat Toolcat Tractor 100,000.00$ Independence Oaks IND700 Utility Vehicle - Medium Duty Utility Vehicle 25,000.00$ Independence Oaks IND700 Utility Vehicle - Heavy Duty Utility Vehicle 50,000.00$ Independence Oaks IND700 4x4 ATV Utility Vehicle 30,000.00$ Independence Oaks IND700 4x4 ATV Utility Vehicle 25,492.66$ Independence Oaks IND700 Deck Over Trailer Trailer 13,500.00$ Independence Oaks IND700 Rescue Boat Grounds Equipment 30,000.00$ Independence Oaks IND700 Brine Sprayer Grounds Equipment 9,995.58$ Independence Oaks IND700 3 Wheel Off Road Wheel Chair Adaptive Equipment 5,425.00$ Lyon Oaks LYP010 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ Lyon Oaks LYP010 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ Lyon Oaks LYP010 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ Lyon Oaks LYP700 Utility Vehicle - Medium Duty Utility Vehicle 25,000.00$ Lyon Oaks LYP700 Utility Vehicle - Medium Duty Utility Vehicle 25,000.00$ Lyon Oaks LYP700 Utility Vehicle - Medium Duty Utility Vehicle 25,000.00$ Lyon Oaks LYP010 Greens Roller Grounds Equipment 25,000.00$ Lyon Oaks LYP010 Turbine Blower Grounds Equipment 11,000.00$ Lyon Oaks LYP010 Utility Vehicle - Heavy Duty Utility Vehicle 45,000.00$ Lyon Oaks LYP010 Utility Vehicle - Medium Duty Utility Vehicle 25,000.00$ Lyon Oaks LYP010 Fairway Mower Mower 85,000.00$ Lyon Oaks LYP010 Surrounds Mower Mower 45,000.00$ Lyon Oaks LYP010 Surrounds Mower Mower 45,000.00$ Lyon Oaks LYP010 Aerifier Grounds Equipment 35,000.00$ Lyon Oaks LYP010 Verticut Units Grounds Equipment 15,656.00$ Lyon Oaks LYP010 Z-Turn Mower Mower 18,000.00$ Lyon Oaks LYP010 Bunker Rake Grounds Equipment 25,000.00$ Lyon Oaks LYP010 Topdressor Grounds Equipment 25,000.00$ Natural Resources NR431 Track Loader Tractor 90,000.00$ Natural Resources NR431 Fecon Bullhead 74SS Mulcher Mower 40,000.00$ Natural Resources NR431 Water Quality Sensor (4)Grounds Equipment 80,000.00$ Natural Resources NR431 Mini Skid Brush Cutter Grounds Equipment 8,000.00$ Natural Resources NR431 4x4 Side by Side Utility Vehicle 30,000.00$ Natural Resources NR431 Heavy duty High Flow brush cutter Mower 15,000.00$ Natural Resources NR431 Skid Steer Grounds Equipment 80,000.00$ Natural Resources NR431 Portable self driven tracked boom lift Grounds Equipment 160,000.00$ Natural Resources NR431 Dump Trailer Trailer 10,000.00$ Orion Oaks ORN700 Fuel Tank Grounds Equipment 8,000.00$ Orion Oaks ORN700 Z-Turn Mower Mower 16,000.00$ Recreation REC020 Climbing Tower Recreation Equipment 45,000.00$ Recreation REC020 Towable Light Tower Recreation Equipment 8,000.00$ Recreation REC020 Towable Light Tower Recreation Equipment 8,000.00$ Recreation REC020 Cargo Trailer Trailer 18,000.00$ Recreation REC020 Cargo Trailer Trailer 18,000.00$ Recreation REC020 Inflatable Obstacle Course Recreation Equipment 12,000.00$ Recreation REC020 Inflatable Obstacle Course Recreation Equipment 12,000.00$ Recreation REC020 MOBILE STAGE 2 Recreation Equipment 165,000.00$ Red Oaks RDP010 Greens Mower Mower 45,000.00$ Red Oaks RDP010 Sprayer Grounds Equipment 60,000.00$ Red Oaks RDP010 Surrounds Mower Mower 45,885.06$ Red Oaks RDP010 Triplex Roller Kit Grounds Equipment 10,000.00$ Red Oaks RDP700 Utility Vehicle - Medium Duty Utility Vehicle 25,000.00$ Red Oaks RDP700 Utility Vehicle - Medium Duty Utility Vehicle 25,000.00$ Red Oaks RDP700 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ Red Oaks RDP700 Z-Turn Mower Mower 18,000.00$ Red Oaks RDP700 200 Gallon Electric Brine Sprayer Grounds Equipment 7,000.00$ Red Oaks RDP700 6'6" Compact Vehicle Snow Plow Grounds Equipment 6,000.00$ Red Oaks RDP700 Tig/Mig Welder Tools 7,000.00$ Red Oaks RDP700 Ventrac Boom Mower Attachment Mower 20,000.00$ Red Oaks RDP740 Pool Vacuum Grounds Equipment 7,000.00$ Rose Oaks RSE700 Ventrac w/ Attachments Tractor 85,000.00$ Springfield Oaks SPR010 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ Springfield Oaks SPR010 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ Springfield Oaks SPR010 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ Springfield Oaks SPR010 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ Springfield Oaks SPR010 Agrimetal Greens Roller Grounds Equipment 25,000.00$ Springfield Oaks SPR010 Towable Generator Grounds Equipment 40,000.00$ Springfield Oaks SPR010 Greens Mower Mower 45,000.00$ Springfield Oaks SPR010 Surrounds Mower Mower 45,000.00$ Springfield Oaks SPR010 Bunker Rake Grounds Equipment 25,000.00$ Springfield Oaks SPR010 Turbine Blower Grounds Equipment 12,000.00$ Springfield Oaks SPR010 Utility Vehicle - Heavy Duty Utility Vehicle 50,000.00$ Springfield Oaks SPR010 Utility Vehicle - Heavy Duty Utility Vehicle 30,000.00$ Springfield Oaks SPR010 Turfline Greens Care Grounds Equipment 19,000.00$ Waterford Oaks WTR700 Toolcat Tractor 90,000.00$ Waterford Oaks WTR700 Z-Turn Mower Mower 16,000.00$ Waterford Oaks WTR700 200 Gallon Electric Brine Sprayer Grounds Equipment 7,000.00$ Waterford Oaks WTR700 6'6" Compact Vehicle Snow Plow Grounds Equipment 6,000.00$ Waterford Oaks WTR700 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ Waterford Oaks WTR700 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ Waterford Oaks WTR700 Utility Vehicle - Medium Duty Utility Vehicle 22,000.00$ Waterford Oaks WTR700 Bed Mounted Salt Spreader Grounds Equipment 10,000.00$ Waterford Oaks WTR700 Flat Bed Trailer Trailer 10,000.00$ Waterford Oaks WTR700 Dump Trailer Trailer 15,000.00$ Waterford Oaks WTR700 Angle Brush Attachment Trailer 8,000.00$ White Lake Oaks WLG010 Utility Vehicle - Heavy Duty Utility Vehicle 50,000.00$ White Lake Oaks WLG010 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ White Lake Oaks WLG010 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ White Lake Oaks WLG010 Utility Vehicle - Light Duty Utility Vehicle 13,000.00$ White Lake Oaks WLG010 Utility Vehicle - Light Duty Grounds Equipment 30,000.00$ White Lake Oaks WLG010 Utility Vehicle - Light Duty Grounds Equipment 12,000.00$ White Lake Oaks WLG010 Large Area Rough Mower Mower 85,000.00$ White Lake Oaks WLG010 Aerifier Grounds Equipment 30,000.00$ Total 4,376,797.74$ Budget 4,500,000.00$ Balance 123,202.26$ Oakland County Parks and Recreation Commission Agenda Item Memo Agenda #: 9 Department: Park Operations From: Thomas Hughes, Chief of Park Operations and Maintenance – North District Subject: Fourth Amendment to the Oakland County 4-H Fair Association Agreement RECOMMENDED MOTION Motion to approve the Fourth Amendment to the Oakland County 4-H Fair Association Agreement. INTRODUCTION AND HISTORY The Oakland County 4-H Fair Association is requesting to complete multiple Capital Improvement Projects at Springfield Oaks County Park, home of the Oakland County 4-H Fair Association. Oakland County Parks staff are also requesting the use of part of the Goat Barn for winter equipment storage. The proposed amendments have been reviewed by Oakland County Corporation Counsel . Project #1: The Oakland County 4-H Fair Association has offered to pay for all costs associated with the Barn, Paving, and Flooring Improvements including any permits and licenses, with an approximate total value of approximately $127,433.24 with each project having the approximate following values: (1) Poultry Barn Roof Replacement $39,326, (2) Poultry Barn Siding Replacement $29,743, (3) Paving of Concession Parking and Repaving of the Midway and Livestock Barn Entrance $44,364.24, (4) Building E Community Room Flooring Replacement $14,000. In lieu of direct payment, the Association will pay all costs using Parking/Winter Storage Fees and Capital Improvement and Maintenance Fees as specified in section 3.5. Project #2: The Oakland County 4-H Fair Association also desires to complete the following projects: (1) Poultry Barn Fan Installation, (2) Goat Barn Fan Installation, (3) Horse Barn Fan Installation and (4) Exit Drive Installation. The Association has offered to pay for all costs associated with the Fan and Exit Drive Installations; any permits and licenses, with an approximate total value of approximately $55,650. The Association is solely responsible for Project #2 costs. Amendment to 6.1 - Right for Indoor Storage: The Oakland County 4-H Fair Association has the rights to winter indoor storage of the Goat Barn, Section 6.1. of the original agreement. Oakland County Parks Staff is requesting an amendment to the agreement to allow limited use of the Goat Barn during the winter period. In consideration for Oakland County Parks limited use of the Goat Barn during the winter period, OCPRC agrees to waive rental fees for the three (3) events identified in Section 7.4 of the original agreement. ATTACHMENTS 1.Fourth Amendment to the Oakland County 4-H Fair Association Agreement 2.Quotes for Projects provided by The Oakland County 4-H Fair Association RETURN TO AGENDA Page 1 of 5 4th Amendment FOURTH AMENDMENT TO THE AGREEMENT BETWEEN OAKLAND COUNTY AND OAKLAND COUNTY 4-H FAIR ASSOCIATION This Fourth Amendment (4th Amendment) is entered on March 11, 2026 between the County of Oakland, by and through its statutory agent the Oakland County Parks and Recreation Commission (“OCPRC”), located at 2800 Watkins Lake Road, Waterford, MI 48328 and the Oakland County 4-H Fair Association (“Association”), located at 12451 Andersonville Road, Davisburg, MI 48350. BACKGROUND A. The Parties entered into an Agreement on January 1, 2024 that provided for the following: (1) lease of the Springfield Oaks Administrative Building/Building E; (2) Cooperative Fair Agreement; (3) license for indoor vehicle/boat storage; and (4) license for use of Springfield Oaks Activity Center Kitchen (hereinafter “Original Agreement”). B. The Parties entered the First Amendment to the Original Agreement on April 3rd, 2024. C. The Parties entered the second Amendment to the Original Agreement on August 7th 2024. D. The Parties entered the third Amendment to the Original Agreement on August 6th 2025. E. The Original Agreement, 1st, 2nd, 3rd and 4th Amendments shall be collectively referred to as the “Agreement.” F. The Association and OCPRC desire to complete the following projects: (1) Poultry Barn Roof Replacement, (2) Poultry Barn Siding Replacement, (3) Paving of Concession Parking and Repaving of the Midway and Livestock Barn Entrance and (4) Building E Community Room Flooring Replacement (hereinafter referred to as the "Barn, Paving, and Flooring Improvements" or "Project #1"). G. The Association has offered to pay for all costs associated with the Barn, Paving, and Flooring Improvements including any permits and licenses, with an approximate total value of approximately $127,433.24 with each project having the approximate following values: (1) Poultry Barn Roof Replacement $39,326, (2) Poultry Barn Siding Replacement $29,743, (3) Paving of Concession Parking and Repaving of the Midway and Livestock Barn Entrance $44,364.24 and (4) Building E Community Room Flooring Replacement $14,000. H. The Association and OCPRC also desire to complete the following projects: (1) Poultry Barn Fan Installation, (2) Goat Barn Fan Installation, (3) Horse Barn Fan Installation and (4) Exit Drive Installation (hereinafter referred to as the “Fan and Exit Drive Installations” or “Project #2”). E. The Association has offered to pay for all costs associated with the Fan and Exit Drive Installations; any permits and licenses, with an approximate total value of approximately $55,650. Page 2 of 5 4th Amendment F. The Parties further desire to clarify and formalize the use of a portion of the Goat Barn located at Springfield Oaks County Park. OCPRC will utilize the smaller (west) section of the Goat Barn for equipment storage on a year-round basis, except during the Period of Use as defined in Section 5.2.2 of the Original Agreement. In consideration of OCPRC’s limited use of the Goat Barn during the winter period, OCPRC agrees to waive rental fees for the three (3) events identified in Section 7.4 of the Original Agreement. G. In consideration of the mutual covenants and benefits contained herein, the Parties agree as follows: 4th AMENDMENT §1. Background. All statements contained in the “Background” are incorporated into the 4th Amendment. §2. Description of Project #1. Project #1 shall consist of the following work: 2.1. Barn, Paving, and Flooring Improvements as set forth in Exhibits A and C to this 4th Amendment. Exhibits A and C are incorporated into this 4th Amendment. 2.2. Once completed, the Barn, Paving, and Flooring Improvements shall become the property of OCPRC. §3. Project #1 Responsibilities. 3.1. The Association shall perform all work associated with Project #1. 3.2. The Association shall have all Project #1 plans approved by OCPRC Staff before work is started. 3.3. The Association shall provide construction schedule for review and approval by OCPRC staff before work is started. 3.4. The Association will conduct pre-construction meetings with OCPRC staff and contractors/vendors prior to start of work. 3.5. The Association shall pay for all costs associated with Project #1 with costs being paid for by the Association in the following manner: • Remaining funds from the FY2025 Parking Fee and Storage Fee pursuant to Section 8.1 of the Original Agreement, in lieu of direct payment to OCPRC. • The FY2026 Capital Improvement and Maintenance Fee pursuant to Section 8.1 of the Original Agreement, in lieu of direct payment to OCPRC; • The FY2026 Parking Fee and Storage Fee pursuant to Section 8.1 of the Original Agreement, in lieu of direct payment to OCPRC; • The FY2027 Capital Improvement and Maintenance Fee pursuant to Section 8.1 of the Original Agreement, in lieu of direct payment to OCPRC; and • With any remaining costs to be paid out of the FY2027 Parking Fee and Storage Fee pursuant to Section 8.1 of the Original Agreement, in lieu of direct payment Page 3 of 5 4th Amendment to OCPRC. 3.6. The Association shall provide electronic as built drawings of the final construction project to OCPRC. 3.7. Project #1 shall be incorporated into OCPRC asset management plan for future maintenance. §4. Description of Project #2. Project #2 shall consist of the following work: 4.1. Fan and Exit Drive Installations as set forth in Exhibit A to this 4th Amendment. Exhibit A is incorporated into this 4th Amendment. 4.2. Once installed, the Fan and Exit Drive Installations shall become the property of OCPRC. §5. Project #2 Responsibilities. 5.1. The Association shall perform all work associated with Project #2. 5.2. The Association shall have all Project #2 plans approved by OCPRC Staff before work is started. 5.3. The Association shall provide construction schedule for review and approval by OCPRC staff before work is started. 5.4. The Association will conduct pre-construction meetings with OCPRC staff and contractors/vendors prior to start of work. 5.5. The Association is solely responsible and shall pay for all costs associated with Project #2. 5.6. The Association shall provide electronic as-built drawings of the final construction project to OCPRC. 5.7. Project #2 shall be incorporated into OCPRC’s asset management plan for future maintenance. §6. Goat Barn Use and Fee Consideration. 6.1. OCPRC shall have the right to use the smaller (west) section of the Goat Barn for equipment storage on a year-round basis, except during the Period of Use specified in Section 5.2.2 of the Original Agreement. 6.2. Notwithstanding §6.1 above, the Association retains the right to utilize the Goat Barn for winter storage in accordance with Section 6.1 of the Original Agreement. 6.3. In consideration of OCPRC’s limited or restricted use of the Goat Barn during the winter period as set forth in §6.2 above, OCPRC agrees to waive rental fees for the three (3) events identified in Section 7.4 of the Original Agreement. §7. Continuation of Agreement Terms and Conditions. All other terms and conditions of the Agreement shall continue with full force and effect, except as modified herein. §8. Entire Agreement. The Original Agreement, 1st, 2nd, 3rd and 4th Amendment constitute the Page 4 of 5 4th Amendment entire agreement and understanding between OCPRC and Association and supersede all other prior oral or written understandings, communications, or agreements between OCPRC and Association. [Signatures contained on following Page] Page 5 of 5 4th Amendment THE COUNTY OF OAKLAND: ____________________________________________________________________________________ Ebony Bagley, Chairperson, Date Oakland County Parks and Recreation Commissioner THE OAKLAND COUNTY 4-H FAIR ASSOCIATION: _______________________________________________________________________________________________ By: Date . 9618 Northwest Court Clarkston, MI 48146 (248) 625-9581 Proposal Page No. 1 of 2 Pages Fax (248) 625-3360 www,alliedasphaltcom ALLIED A M.D.O.T. PREQUALIFIED A FEDERAL CIVIL CROUP COMPANY 100% RECYCLABLE Proposal Submitted To: 4H Fairgrounds -Oakland County Fair Date: August 19, 2025 Estimate No.: 21029 Attn: LC Scramlln Email: lnfo@oakfalr.org Property Name: 4H Fairgrounds -Oakland County Fair Job Name: 4H Fair 2024 and 2025 Paving Rev 2 Address: 12451 Andersonville Rd Davlsburg, Ml 48350 Job Address: 12451 Andersonville Rd Davisburg, Ml 48350 Architect: N/A Date Of Plans: N/A Phone: 248-894-5558(Ext: Mobile) We Propose hereby to furnish material and labor -complete in accordance with specifications below. for the sum of: All work terms and conditions are bound by the attached General Conditions. All agreements are contingent upon strikes, accidents, weather, material shortages, or delays beyond our control. Any deviation from specifications requested by the Owner shall become an extra charge. Any warranty does not cover gasoline or oil spills, kickstand or tire marks, cracks, tree root cracks, reflective cracks, small water depressions and settling. Installed asphalt is guaranteed to be 98% puddle free. We here by submit specifications and estimates for. ITEM OF WORK DESCRIPTION Maio Prive Widening {Purple Area) Site demo, fence, signs, old culvert, etc Soil erosion control (silt fence) Authorized Andrew Foster (248-431-1418) Signature _________________ _ Note: This proposal may be 15 withdrawn by us if not accepted within _______ days. OUANJIIY .!J.MII AMOUNT 1.00 Is $4,937.00 $4,937.00 1.00 Is $1,050.00 $1,050.00 Earthwori< incl strip veg, cut to fill per cross section, haul in fill, import stone base, and cobble stone erosion protection 1.00 Is $44,852.00 $44,852.00 Storm Sewer incl 2 48" structures, 150 If of 18" cmp pipe, and 25' culvert Place 4.0" of asphalt Road Widening Total: $111,295.00 202s Paving Area (Red. Green, and Blue Areas) Green and Blue Area -Remove pavement and grade for 4.0" of asphalt Red Area -Cut existing gravel down to allow for 4.0" of asphalt 2025 Paving Green Area 2025 Paving Red Area 2025 Paving Blue Area Payment to be made as follows: 1.00 8,800.00 NET 30 1.00 1.00 1.00 Is sf Is Is Is $26,840.00 $26,840.00 $3.82 $33,616.00 $28,828.52 $28,828.52 $12,554.92 $12,554.92 $2,980.80 $2,980.80 ~ Total: s155.659,24 Acceptan~e of Propos~l-Tbe above prices, specifications, conditions, and attached general conditions are satisfactory and are hereby accepted. You are authorized to do che work as specified. Payment will be made as outlined above. Date of Acceptance: ----------------Signature: ------------------ Flooring Installation Estimate Date: March 2, 2026 Project Description Supply and installation of LifeProof Luxury Vinyl Plank Flooring (30 mil wear layer) purchased from Home Depot. Product includes a 20-year commercial warranty and is designed for durability and water resistance. Cost Breakdown Description Amount LifeProof Vinyl Plank Flooring (Home Depot purchase) $9,884.55 Installation Labor $4,000.00 Total Project Cost $13,884.55 Scope of Work  Installation of LifeProof luxury vinyl plank flooring  Standard layout and plank placement  Cutting and fitting around walls and obstacles  Installation using manufacturer-recommended floating floor method  Cleanup of installation debris Product Information Product: LifeProof Luxury Vinyl Plank Wear Layer: 30 mil Warranty: 20-Year Commercial Warranty Retailer: Home Depot Total Estimated Cost: $13,884.55 Hot New Release: The Wingman Has Landed Crank up the airflow with the Wingman — our newest high-performance rolling fan built to dominate tough environments. With a 6' diameter, industrial-grade power, and quiet max output at just 54 dBA , it’s the ultimate portable airflow solution for warehouses, workspaces, events, and more. Instant cooling where you need it. Built tough. Moves easy. Big air, low noise, zero hassle. SPECIFIED PROPOSAL FARM - SP2 Quote Number: 25129265 Revolutionizing Airflow, Transforming Spaces! Are you tired of struggling with inefficient cooling solutions in your large industrial or commercial space? Upgrade to SkyBlade Fans and revolutionize your environment. Our advanced High Volume, Low Speed technology, combined with innovative STOL (Short Takeoff and Landing) blade design, delivers powerful airflow throughout your space, ensuring consistent comfort for everyone inside. Plus, with significant energy savings compared to traditional cooling systems, SkyBlade HVLS Fans not only keep you cool but also save you money in the long run. Trust in our durable construction and precise engineering to provide years of reliable performance with minimal maintenance. Don't settle for subpar cooling – invest in SkyBlade HVLS Fans today and transform your space into a comfortable and efficient oasis. Contact: Mario Pina Email: mpina@skybladefans.com Phone: 586-806-5107 x102 1 Quote#25129265 Bill To The Oakland County Fair 12451 Andersonville Road, Davisburg, MI, , 48350 248.431.4582 Ship To Ryan Hart 12451 Andersonville Road, Davisburg, MI, , 48350 Sub Total Service Tax Freight $ 35,204.72 $ 0.00 $ 0.00 Grand Total $ 35,204.72 Review and Sign Additional shipping services, limited access, construction sites, residential sites, reconsignments & accessorials are not included in our freight quotes and will be billed separately. Please check the boxes below to confirm details. All Factory Certified Installations are provided as estimates and are subject to potential adjustments following a site walk. Freight quotes are estimates only. Final shipping cost is calculated and billed at the time of shipment. □ Shipping Address □ Quantity and Models □ Correct Voltages □ Payment Terms □ Terms & Conditions Accepted by: ___________________________________ Date: __________________ Please print name By signing this quote, you acknowledge that you have carefully read and confirmed its accuracy. Signature: _____________________________________________________________________ Created Date Dec 16, 2025 02:44 PM Potential TOCF 1125 Farm Sales Person Mario Pina Payment Terms Payment Due Before Re lease Lead Time 6-8 Days Product Name Description Qty Price FNTM-1855-623-1 18’/5.5M Fan. 230V (220-240 VAC) @ 50-60Hz, 1 Phase 2 $ 11,074.50 DP-779 Single Yoke-DD Manual, Direct Drive Single-Fan Control, (1) 100ft of Wire Supplied 2 $ 432.00 FNTM-2061-623-1 20’/6.1M Fan. 230V (220-240 VAC) @ 50-60Hz, 1 Phase 2 $ 11,362.00 FCI Level 2 Poulty Barn - 2 fan install with controller Horse Barn- 2 fan install with controller 1x Factory Certified Installation - Mechanical & Electrical (see FCI L2 for scope) Includes Free Upgrade to Bronze Warranty! 1 $ 12,336.22 2 Oakland County Parks and Recreation Commission Agenda Item Memo Agenda #: 10 Department: Administration From: Chris Ward, Director Subject: FY27 DNR ORV Trail Improvement Program Grant Application Approval RECOMMENDED MOTION Move to approve Oakland County Parks’ (OCP) application to the Michigan Department of Natural Resources (MDNR) Off-Road Trail Improvement Program for $150,000, and to forward to the Oakland County Board of Commissioners for approval. INTRODUCTION AND HISTORY Oakland County Parks (OCP) is seeking approval from the Oakland County Parks and Recreation Commission (OCPRC) to apply for a $150,000 grant through the Michigan Department of Natural Resources (MDNR) Off-Road Vehicle (ORV) Trail Improvement Program. The proposed grant would support critical infrastructure improvements at Holly Oaks ORV Park to address erosion, dust, invasive species spread, and climate-driven water access challenges associated with intensive use of a formerly degraded site. If awarded, OCP would implement the following improvements: •Purchase and install a solar-powered submersible well pump system within an existing reclaimed industrial wellhead •Drill a new potable water well adjacent to the main parking lot on the east side of the park •Construct a pumphouse at the wellhead to house the electrical panel, pressure tank, and heating system required for year-round operation •Construct a vehicle wash bay adjacent to the parking lot, including electric pressure washers, sediment catchment and dewatering systems, a grease and oil trap, and a water retention pond The MDNR ORV Trail Improvement Program has supported infrastructure upgrades at Holly Oaks ORV Park since FY2019. Recent and ongoing funded projects include: •FY2023: Construction of a youth riding area and pavilion •FY2024: Installation of flushable sealed vault restrooms •FY2025: Electrical upgrades including 1,000-amp service, underground service lines, two step-down transformers, connection to existing panels, and site preparation for future DC fast EV chargers •FY2026: Stoney Run Boulder Trail ATTACHMENTS 1.FY27 DNR ORV Trail Improvement Program Grant Application RETURN TO AGENDA 2.FY27 DNR ORV Trail Improvement Program Grant Application Narrative New Renewal Damage Restoration Existing Facility Maintenance ORV Facility Development Michigan Department of Natural Resources – Parks and Recreation Division OFF-ROAD VEHICLE (ORV) TRAIL IMPROVEMENT PROGRAM GRANT APPLICATION This information is required by authority of Part 811, 1994 PA 451, as amended, to be considered for a grant. Type of Application Type of Projects Application Information Application Cost Summary Trail Maintenance/Grading $ Damage Restoration $ Special Projects/Equip. Rental $ Landowner Leases $ Liability Insurance $ Contingency $ Total Grant Request $ Project(s) Description and Scope (Attach additional sheets if necessary). Maintenance of Existing Facilities: Location(s) must be shown on DNR ORV trail maps. Describe what type of maintenance is needed and show the estimated cost of each project item (show specific items involved in each project). Description of Project Item(s) MCCT $120.00 Maint. $120.00 Route $90.00 $ MCCT $120.00 Maint. $120.00 Route $90.00 $ MCCT $120.00 Maint. $120.00 Route $90.00 $ MCCT $120.00 Maint. $120.00 Route $90.00 $ MCCT $120.00 Maint. $120.00 Route $90.00 $ MCCT $120.00 Maint. $120.00 Route $90.00 $ TOTAL ANNUAL MAINTENANCE COST PR3601 (Revised 04/09/2025) Trail Name Miles Trail Grading Cost $131.00 MDOT C Contract $ $131.00 MDOT C Contract $ $131.00 MDOT C Contract $ $131.00 MDOT C Contract $ $131.00 MDOT C Contract $ $131.00 MDOT C Contract $ $131.00 MDOT C Contract $ $131.00 MDOT C Contract $ $131.00 MDOT C Contract $ $131.00 MDOT C Contract $ $131.00 MDOT C Contract $ $131.00 MDOT C Contract $ TOTAL GRADING COST $ Special Maintenance Projects Cost 1. $ 2. $ 3. $ 4. $ 5. $ 6. $ TOTAL MAINTENANCE COST $ Damage Restoration: Repair of ORV-damaged areas on public lands. Location(s) must be shown on project area map(s). Describe each item needed to complete the restoration and show the estimated cost of each item. Provide site plan of proposed improvements according to specifications mentioned in the instructions. Description of Project Item(s) Cost TOTAL RESTORATION COST PR3601 (Revised 04/09/2025)2 Project(s) Area Map(s): Applicant must provide a map of the project area, using Michigan Department of Natural Resources (DNR) ORV trail maps for existing trail maintenance projects located on State or federal forest and county plat book maps as a base for all new trail proposals. Documentation of Site Control: The sponsor shall certify, to the DNR, that appropriate written permission has been secured for a public trail, route, or use area right-of-way. In addition, the sponsor shall furnish the DNR with the following: 1. Documentary proof establishing to the DNR’s satisfaction, that the sponsor possesses, for the entire term of the contract, documentary evidence may include deeds, leases, licenses, easements or use permits. This evidence must be number coded to correspond to the project area map(s). 2. A detailed map identifying the specific location of the entire trail, route or area which is the subject of this application and the specific location of each leased section. A list of names and addresses of all landowners involved must be attached to this map. Within 60 days of receiving lease payment, the sponsor must furnish documentary proof of lease MAXIMUM PAYABLE = $300/mile or $75/acre. Rate adjustments may be considered on a case-by-case basis. Miles to be leased = x = Number of parcels = x = Total cost of leases = Authorized Signatures (two required): At least one signatory must be an officer, employee, or designated representative of the sponsor organization. Sponsor’s signatures certify that appropriate written permission has been secured for a public right-of-way for the trail. Please list the first person to contact concerning the application, project agreement or day-to-day operations as the primary contact person. Sponsor Signatures Authorized Official – Primary Contact Person Name (Print Title Address Telephone Number E-mail Signature Date Secondary Contact Person Name (Print Title Address Telephone Number E-mail Signature Date Return the completed application and ALL supporting documentation no later than May 1 to local DNR contact for review. PR3601 (Revised 04/09/2025)3 2027 Michigan DNR ORV Trail Improvement Fund Grant Application Narrative Holly Oaks ORV Park – Need Holly Oaks ORV Park has successfully demonstrated the adaptive reuse of sand and gravel mines to create sustainable oﬀ-road vehicle access near sub-urban communities and urban centers in Southeast Michigan. Over the past several years, park staﬀ, with support from the Michigan Department of Natural Resources have incrementally addressed issues associated with the intensive use of a highly degraded site including, but not limited to: grading to reduce erosion and ﬂooding, topsoil and organic soil amendments to promote revegetation, adding rock and concrete features (to improve soil stabilization and add driving challenge elements, green restrooms that do not require sanitary systems, and electrical upgrades to accommodate electric vehicle charging capacity. The next critical challenge, as we adapted to climate changes, is access to potable water and the reuse of stormwater to help reduce dust and control the spread of invasive species. Request Oakland County Parks and Recreation (OCPR) is requesting $150,000 ($149,000 plus $1,000 contingency) for the following improvements: Purchase and installation of a solar powered submersible well pump system (for installation in a reclaimed industrial wellhead on site) Drilling a new well adjacent to the main parking lot on the east side of the park Constructing a pumphouse at the wellhead to house the electrical panel, pressure tank, and heating system necessary for year-round use. Constructing a wash bay adjacent to the parking lot that can accommodate electric pressure washers, sediment catchment and dewatering, grease/oil trap, and water retention pond Documentation of Site Control Holly Oaks ORV Park is owned by the Michigan Department of Natural Resources and is operated by Oakland County Parks and Recreation via a 20-year Operating Agreement. Impact on Resiliency, Sustainability, and Equity Park staﬀ have made signiﬁcant strides in promoting revegetation, adding organic soil amendments, and adjusting trail maintenance timing to retain soil moisture from summer rain, but sustained periods of drought (greater than 4 weeks) can result in dust storms during our public riding days. Staﬀ have graded the site to create a dispersed series of catchment basins that retain snow melt and stormwater (thanks in part to clay/silt lenses that occur naturally on the site) and staﬀ have used this water (via portable trash pumps) to irrigate heavily used trails and park roads. The problem is that the captured water is not suﬃcient to control our current levels of dust, and we are not prepared for droughts that could last longer than a month. We believe that it now essential for the long-term viability of Holly Oaks ORV Park to consider utilizing well-water to supplement stormwater reuse in the park. We also believe that this will create an opportunity for Holly Oaks to be consistent with MDNR eﬀorts to promote best practices for ORV cleaning in limiting the spread of invasive species. 2027 Michigan DNR ORV Trail Improvement Fund Grant Application Narrative We are proposing repurposing an old industrial well on the West side of the park by installing a solar powered submersible well pump and using it to ﬁll a series of repurposed 3500-gallon poly-tanks donated to the park by the Road Commission for Oakland County. This will allow for the storage of sediment-free non-potable water for use in our GreenFlush Restroom cistern, gas-powered pressure washers (for cleaning ORV concrete features), and gas-powered irrigation pumps that would feed a series of agricultural spray heads. The solar pump would also provide an adjustable ﬂow to nearby surface ponds that create additional opportunities for dust control using trash pumps. We are also proposing the drilling of a smaller commercial well on the East Side of the park, the installation of an electric submersible pump, and the construction of a pumphouse with pressure tank and heating system. The potable water provided by this system could be used for handwashing and ﬁlling the cistern at our year-round GreenFlush Restrooms, as well as a drinking water station, and a vehicle wash station. The East Side of the park is connected to the electrical grid, and our recent upgrade has the capacity for the electric well pump, heated pump-house, and electric pressure washers that would be provided free of charge to our patrons. Soap would not be allowed, but we would have the ability to pre-heat the water going into the pressure washers to aid removing invasive species from the oﬀ-road vehicles. We plan to construct a concrete wash bay for pressure washing immediately adjacent to the parking lot with an oversized concrete catchment and sediment de-watering area (that can be cleaned out by park maintenance equipment). A grease/oil separator would also be incorporated into the wash bay drain to remove contaminants before the wastewater drains into a retention/inﬁltration pond. Existing Industrial Well: Proposed location for Solar Pump and non- potable water tanks Program Staging Area: Proposed location for new well, pumphouse, and wash pad. Oakland County Parks and Recreation Commission Agenda Item Memo Agenda #: 11 Department: Administration From: Chris Ward, Director Subject: Authorization for Parks Director to Execute Certain Contracts RECOMMENDED MOTION Move to request that the Oakland County Board of Commissioners adopt a resolution authorizing the Oakland County Parks Director to execute contracts and agreements on behalf of the Oakland County Parks and Recreation Commission, consistent with MCL 46.353, and subject to full compliance with Oakland County purchasing policies and procedures, including required procurement processes, fiscal review, and legal approval. INTRODUCTION AND HISTORY The Oakland County Parks and Recreation Commission operates as an agency of Oakland County pursuant to Public Act 261 of 1965, which authorizes counties to establish parks and recreation commissions and permits the Board of Commissioners to authorize those commissions to enter into contracts. As the Parks system has expanded significantly in recent years through partnerships, capital improvements, programming initiatives, and operational services, the volume and variety of contracts and agreements required to operate the system have increased accordingly. These agreements include professional services contracts, operational service agreements, partnership agreements, and other routine contracts necessary to carry out Commission-approved programs and projects. Under current Oakland County purchasing policies, contract execution authority is centralized through the County Purchasing Division. While this structure provides important financial and legal oversight, it can also create administrative inefficiencies when routine agreements associated with Parks operations must move through multiple procedural steps after all substantive approvals have already occurred. Clarifying the authority for contract execution will allow the Parks Department to manage its business processes more efficiently while maintaining all required County oversight mechanisms. The County’s Chief Procurement Officer has indicated support for clarifying this process to ensure that Parks operations can move forward efficiently while continuing to comply with County purchasing policies and procedures. Business Process Considerations The purpose of this request is not to alter the County’s procurement rules or financial controls, but rather to clarify the operational process through which agreements approved by the Commission are executed. RETURN TO AGENDA If authorized by the Board of Commissioners, the Parks Director would be permitted to execute contracts and agreements on behalf of the Parks and Recreation Commission, subject to the following existing County requirements: • Compliance with Oakland County Purchasing Policies and Procedures • Coordination with the County Procurement Division • Review and approval by Corporation Counsel as to legal form • Review by Fiscal Services as to availability of funds • Compliance with all County procurement thresholds, bidding requirements, and approval processes In practice, this would mean that: 1. Procurement procedures would continue to be followed for all purchases and solicitations. 2. Contracts would continue to undergo legal and fiscal review in accordance with County policy. 3. The Parks Director would serve as the executing authority for agreements associated with Parks operations once all required approvals have been completed. This approach aligns the administrative execution of contracts with the operational responsibility of the Parks Department while preserving County oversight and compliance safeguards. Operational Benefits Providing this authority would: • Improve administrative efficiency in executing routine operational agreements • Reduce delays in implementing Commission-approved programs and projects • Clarify the business process and accountability structure for Parks agreements • Support effective management of a park system that continues to expand through partnerships and capital investment Fiscal Impact This action does not authorize additional spending or change existing procurement requirements. All contracts will continue to be subject to County budgeting, purchasing policies, and fiscal review procedures. 2800 Watkins Lake Road, Waterford, MI 48328 248-858-0906 OaklandCountyParks.com Memo To: Parks and Recreation Commission From: Chris Ward Date: March 11, 2026 Re: Director’s Report Mission 26 Stakeholder Engagement Sessions The Mission 26 Stakeholder Engagement Sessions held on Wednesday, January 14 were a great success. I want to extend a sincere thank you to Tiffany Mason, Zach Zuchowicz, Jess Whatley, Liz Caltagirone, and the entire committee for their hard work in organizing the event. We are also grateful to our Parks Commissioners for their participation and leadership in our breakout sessions on key topics. Community members can continue to participate through the Oakland County Parks Co-Creation Lab, where current engagement is focused on Mission 26 and the future of Waterford Oaks. Clinton River Oaks Open House The first public engagement session for the Clinton River Oaks park development, held January 29, was well attended and successful in engaging residents. Participants shared thoughtful and enthusiastic input on what they want to see in the park’s future, the partnerships they believe would add value, and the bold ideas that could shape the site. The conversation also surfaced shared history and perspectives from local residents and special interest groups on how the park should evolve. We were fortunate to have representation from Commissioner Ann Erikson-Gault and Commissioner Brendan Johnson, along with the support of the City of Rochester Hills, which strengthened the dialogue and reinforced community commitment to the project. RETURN TO AGENDA 2026 Fireworks & Flannels Event The 2026 Fireworks and Flannels celebration at Waterford Oaks County Park was a great success. The festivities began Friday, February 13, with the Light the Night Flannel 5K and the celebration continued on Saturday, February 14, with our Cozy Night Out Winter Festival. Saturday's free event included an illuminated walking path, beer tent, and fireworks to cap off the evening. 2026 mParks Conference The 2026 mParks Conference was held March 3-6 at the Lansing Center. Oakland County Board of Commissioners Chair Dave Woodward received the mParks Local Elected Official Award, and staff presented the following sessions: • Jim Dunleavy – Igniting Innovation: From Ideas to Action • Zach Zuchowicz – Spotlight on Belonging: Celebrating Progress and Shaping the Future, and Listen, Learn, Affirm: Authentically Supporting Gender Transition • Simon Rivers – 9Line: Connecting Communities across Oakland County Oakland County Parks and Recreation Upcoming Events – March 2026 Active Adults March 19 Fireside Chat (Virtual) – A Governess, A Farmeress and a Doctor : Forgotten Stories of Oakland County Women Adaptive March 2 VA Sports Clinic – Archery / W/C Basketball – John Dingell VA Hospital March 10 Special Olympics Young Athletes - Waterford Oaks March 17 Special Olympics Young Athletes - Waterford Oaks March 24 Special Olympics Young Athletes - Waterford Oaks March 27 Adaptive Recreation Experience – UWM Pontiac March 31 Special Olympics Young Athletes - Waterford Oaks Mobile Recreation March 19 Blast Off Bouncer – OTECH - Springfield Oaks March 22 Jump N' Jam - Southfield Parks & Recreation Family Dance March 26 Chaos and Commotion - Farmington High School Charity Week-Exile Island March 28 Blast Off Bouncer - OC Sheriffs Dept Easter Event Pontiac Nature Education Field Trips & Birthday Parties March 1 Birthday Party Rowan turns 6! RONC March 6 Field Trip St. Dans Homeschool Group Maple Sugaring Wint March 7 Birthday Party Anna turns 9 RONC March 8 Birthday Party August turns 9-RONC March 14 Field Trip Scouts Mt Lion adventure RONC March 14 Birthday Party Henry turns 6 RONC March 15 Birthday Party Brook turns 5 RONC March 15 Birthday Party Thea and Lyla turns 5 & 3 Wint March 21 Field Trip Polish scouts -RONC March 21 Birthday Party Margo turns 4-RONC March 22 Birthday Party Yishai turns 6 -RONC Homeschool Series March 12 Homeschool Sugar Shack-RONC March 18 Homeschool Sugar Shack- Wint Public Nature Programs March 5 ECHO Wint March 6 Morning Munchkins -RONC March 7 Let’s be Geologists-Mini Camp -Wint March 7 Wellness Stargazing Meditation -RONC March 10 Maple Sugar Waterford Oaks -RONC March 12 ECHO-Wint March 13 Puddle Jumpers -Wint March 14 To the Sugar Shack -Wint March 14 To the Sugar Shack Oakland County Parks and Recreation Upcoming Events – March 2026 March 19 ECHO-Wint March 25 CABB (Clarkston Backyard birders) Wint March 26 ECHO-Wint Outreach March 4 Nature Table-Wood Creek Elementary March 9 Cranbrook Blue Planet Job Fair March 10 Nature Presentation -Madison Heights Active adult center March 10 Nature Presentation -We love lit-Maple program March 16 Cranbrook Blue Planet Job Fair March 28 Nature Presentation -Wild birds unlimited Royal Oak March 31 Cranbook-Spring into Science Oakland County Market March 4 Gleaners Food Distribution March 18 Gleaners Food Distribution Springfield Oaks Mon – Wed Pickleball – Grand Hall March 6 Nerf Wars – Grand Hall March 11 – 15 Camp Scrap - SEC March 19 OSTC Corporate Battle – SEC March 20 – 22 Oakland Home Show – SEC March 29 – 30 Private Wedding – SEC Special Events March 21 Spring Arts & Crafts Show – White Lake Oaks March 21 Novels and Neighbors – Pleasant Ridge Community Center