As Wheeling celebrates the 100th anniversary of Earl W. Oglebay’s gift, there is one principle that deserves as much attention as the park’s history: public assets should have public involvement.

Everything written about Col. Oglebay’s legacy emphasizes that he donated Waddington Farm to “the people of Wheeling and the vicinity” for public recreation. Those words matter. The property was not given to a select group of business leaders, political appointees, donors, or commissioners. It was given to the people. That distinction is important because ownership carries responsibility. If a public asset truly belongs to the community, then the community should have a meaningful voice in shaping its future.

There is no question that Oglebay Park remains one of the Ohio Valley’s greatest treasures. The Wheeling Park Commission has maintained beautiful facilities, expanded recreational opportunities, and preserved a destination that generations of families have enjoyed. None of that should be overlooked. However, stewardship is about more than maintaining buildings, golf courses, gardens, and trails. Stewardship also means listening. It means creating opportunities for residents to participate in discussions about priorities, investments, long-range planning, and the future direction of the organization. It means providing transparency into how decisions are made and ensuring that the people who support these assets have a seat at the table.

That is where an important conversation appears to be missing. For an organization entrusted with one of the region’s most significant public assets, there is surprisingly little visible public engagement regarding long-term planning and community priorities. Many residents would struggle to identify the Commission’s vision for Oglebay and Wheeling Park over the next 10, 20, or 30 years. Likewise, many would be hard-pressed to identify opportunities for meaningful public input regarding major initiatives, capital investments, or future priorities.

As a parks and recreation professional, I find this particularly noteworthy because Oglebay has long served as a destination for professional development and leadership within the parks and recreation field. Organizations such as the National Recreation and Park Association promote strategic planning, stakeholder engagement, public outreach, and community involvement as fundamental components of successful park systems. Across the country, accredited park and recreation agencies routinely conduct master planning efforts, public workshops, citizen surveys, and advisory committee meetings because they understand a simple truth: the best public parks are shaped not only for the community, but with the community.

This conversation extends beyond the parks themselves. Wheeling is home to an extraordinary collection of public and quasi-public institutions, including the Wheeling Park Commission, WesBanco Arena, the Wheeling Symphony Orchestra, and the Wheeling National Heritage Area. These organizations contribute immensely to the region’s identity and quality of life. Yet each exists because of public trust. That trust is strengthened when citizens feel informed, engaged, and included in decision-making. It is weakened when decisions appear to happen behind closed doors or when residents struggle to understand how priorities are established.

The challenge facing Wheeling over the next century is not simply preserving the institutions previous generations built. The challenge is ensuring that those institutions continue to reflect the values, needs, and aspirations of the people they serve today.

If we truly want to honor Col. Oglebay’s legacy, we should remember the principle that made his gift so extraordinary in the first place. Public assets should have public involvement. The people of Wheeling should not simply be visitors to Oglebay’s gift. They should be active participants in its future.

Jesse Mestrovic

Parks and

recreation professional

Formerly of Wheeling

Denver, Colorado