Published October 2024
LOOKING AHEAD
As we wrap up a monumental year at Durh Recreation, I wanted to take a moment to r journey together From the vibrant events w the countless new programs we ’ ve introduc year of real growth, connection, and commu park, trail, program, and event is a reminde we can accomplish when we work together
This year, we celebrated milestones both b each one speaks to our dedication to makin place where everyone can play, explore, and proud of our team’s commitment and your support, which truly fuels our mission to he Play More!
As we look ahead to the next 100 years of Recreation in Durham, we ’ re excited to buil foundation Here’s to bringing more innovat spaces, programs and experiences to build and healthier Bull City!
Thank you for being part of this journey wi
With gratitude,
Wade Walcutt, Director Durham Parks and Recreation
Durham Parks and Recreation is proud to be accredited by the National Recreation and Parks Association (NRPA) Commission for Accreditation of Park and Recreation Agencies (CAPRA) CAPRA is the national accreditation of park and recreation agencies and is a valuable measure of our agency’s overall quality of operation, management, and service to the community Achieving CAPRA accreditation is the best way to demonstrate that our agency and staff provide our community with the highest level of service
PILLARS
We are a nationally accredited team of passionate professionals devoted to building better lives and a better community through the power of parks and recreation. Our talented team is devoted to community service and provides a diverse range of programs, services, opportunities and experiences while being united through our ten core pillars.
AT A GLANCE
Play More: Connecting our whole community to wellness, the outdoors, and lifelong learning MISSION
VISION
Durham Parks and Recreation will be Durham’s leading resource for recreational choices to help citizens enjoy life while contributing to their health and well-being
100
Years of Public Recreation
7,600+
5,500+ Program Participants
Field, Shelter, and Special Use Rentals
1,000+
Engagements with Community
1,252
Volunteers
24,250+
Special Event Attendees
RECREATION ADVISORY COMMISSION
The mission of the Recreation Advisory Commission is to advocate for Durham Parks and Recreation and the Durham community.
CHAIR - Cedric Burke
VICE CHAIR - Karthik Sundaramoorthy
Girija Mahajan
Dale McKeel
Mary Parsons
Teah Rawlings
Gabriell Rivero
SOCIAL MEDIA
3.8k instagram followers
15.3k facebook followers
3k x followers
FINANCIAL OVERVIEW
EFY 2024 Budget
$19.6M
Expenses
Revenue
CENTENNIAL HIGHLIGHT
DPR TURNS 100!
On April 28, 1924, the Durham City Council passed a resolution that recognized the importance of public recreation, affirming that "playgrounds are essential to proper growth and citizenship " Little did they know that this resolution would lay the foundation for a century of community engagement, wellness, and outdoor exploration through Durham Parks and Recreation
Fast forward to 2024, and we ' re proud to celebrate the 100th anniversary of public recreation in Durham For a century, DPR has been at the heart of our city, connecting individuals and families of all backgrounds to opportunities for wellness, outdoor activities, and lifelong learning
In recognition of this milestone, the City Council and Mayor Leonardo Williams officially declared April 28, 2024, as Durham Parks and Recreation's Centennial Celebration Day!
It's a momentous occasion that highlights not only our rich history but also our commitment to shaping a future that prioritizes accessibility, inclusiveness, and innovation for all members of our community
As we reflect on the past 100 years, we ' re filled with gratitude for the countless individuals who have contributed to DPR's success – from dedicated staff and volunteers to community partners and supporters Together, we ' ve created a legacy of vibrant parks, engaging programs, and memorable events that have enriched the lives of generations of Durham residents But our work is far from over
Looking ahead, we ' re excited to continue providing outstanding programs and events that inspire and empower our community for another 100 years Whether it's exploring nature trails, participating in youth sports leagues, or attending cultural festivals, there's something for everyone at DPR
100 MORE CHEERSTO
COMMUNITY RECREATION SERVICES
The Community Recreation Services Division (CRS) has not only grown our recreational programs this year, but has continued to foster a stronger community connection and enhance recreational opportunities for Durham’s diverse population The division has successfully expanded its range of programs, events, and services, drawing increased participation across age groups and backgrounds, and developing programs that celebrate our Centennial year.
The division achieved significant milestones, including launching new community initiatives and collaborating with local organizations to offer free and low-cost programs It prioritized inclusivity, ensuring that offerings cater to diverse interests and accessibility needs, from youth sports leagues to senior wellness classes. Expanded offerings in fitness, arts, outdoor activities, and education
contributed to an impressive rise in participation this year.
The Community Recreation Services Division has been a cornerstone for fostering local connections and building strong community bonds This year, it has successfully held various events, including seasonal festivals, fitness challenges, and cultural celebrations, with high attendance and positive feedback
CRS exemplifies DPR’s desire to enrich residents’ lives through recreational, educational, and wellness-focused activities The year ’ s achievements underscore its commitment to building a healthier, more inclusive Durham, and its efforts have solidified its role as a key partner in community well-being.
AQUATICS
This has been a big year for Aquatics, marked by significant achievements Reflecting on our journey, several key moments and challenges stand out, showcasing our resilience and commitment to serving the public
Aquatic’s biggest mission moment was opening the outdoor pool 7-day operation This has not been achieved since 2017 and is a huge asset to the community Increased availability allowed aquatics to increase its swim lesson participant maximums and demonstrated a coordinated and intentional response to a community need
Since this time last year, Aquatics has grown! At one point, only 4 of our 8 full time positions were filled. However, our team pulled together and ultimately Aquatics was able to fill 7 full-time positions As of August 2024, all part time positions are full
In March, the team faced a scary and serious situation in the lifesaving effort of Steve Martin during Pickleball open play at Campus Hills Seven team members, across Aquatics and Community Recreation, used their skills, training, judgement, and excellent teamwork to provide the support Mr
Martin needed, ultimately saving his life In response to this, DeAnne Brown connected with local fire departments to reinforce emergency protocol. Additionally, DeAnne is working with NIS to further serve the community and break down barriers to recreation by improving Campus Hills’ ability to serve the Latino community
These changes are all contributing to making Campus Hills Aquatic Center an effective and reliable service for the community it serves
One of the major obstacles Aquatics faced was hiring With restructuring, it required a team-wide push to reframe the positions and work unit While we are still trying to overcome the challenge of staffing all seasonal aquatic positions, the team is solidifying and meeting the needs of the community
In the last year, Aquatics has embodied several of the ten pillars, particularly Community Connection through its work opening pools, building accessibility and providing youth opportunities and lifeguard classes, which filled up this year
The unit embodied Partnerships with its work with Swim for Charlie This program uses DPR pools 3 hours for 4 days a week and Aquatics was proud to provide that space to an organization that provides water safety lessons to children
Finally, Aquatics embodied Engagement Opening the pools and helping staff engage with each other within the team was essential to building internal morale.
EDISON JOHNSON RECREATION CENTER & I.R. HOLMES, SR. RECREATION CENTER AT CAMPUS HILLS
This year has been transformative for the team at Edison Johnson Recreation Center and I R Holmes, Sr Recreation Center at Campus Hills Working as one team, our year was marked by significant achievements and growth. Reflecting on our journey, several key moments and challenges stand out, showcasing our resilience and commitment to our mission.
The team’s biggest mission moment this year was being able to create innovative programs and partnerships From the Back-to-School Bash that served 300 children, to the Book Harvest, with whom we partner for our Storywalk event, our work to align donors and provide a service to the community required a real team effort
Over the past year, our recreation unit has grown and evolved, gaining identity as a team Recreation Centers at Edison Johnson and Campus Hills worked as one unit, and the shift has required adjusting This year, the recreation side, which provides programs for the recreation centers, has emerged with its own identity With five new staff and two new coordinators the unit is growing as a team. This means more and bigger events with increased community partnerships, such as our annual Ties and Tiaras event
The development of a new identity has also come with some challenges With changes in leadership, the team and its new supervisors still had to ensure consistency while navigating new processes. With constant communication and coordination, we ’ ve built a cohesive and successful team
Beyond this, the renovation project at Edison Johnson lasted half the year, making it a real challenge to keep facilities open and offer everything the community has been promised To maintain DPR commitments, Campus Hills was required to take on half of Edison Johnson’s programming
This unit embodied several pillars including Engagement with donors and Community Partnerships, a commitment to Health and Wellbeing by maintaining programming, Culture Building by encouraging mentorship and growth in n
ATHLETICS
This year has been transformative for Athletics, marked by significant growth Looking back, several key moments and challenges stand out, showcasing our resilience and commitment to our mission This year we opened Piney Wood Pickleball Courts, the first facility of its kind in Durham This 12-court facility serves a large community Not only has it led to more programming and open play, but it has provided a platform for community building These connections have helped open Durham up for more feedback from players and even other cities This is a great example of the community-building benefits of Parks and Recreation It’s our role to offer opportunities for people to “try something new ” This is just as important for staff as it is the public As we let employees increase programming, their role and professional identity becomes clearer, and our organization becomes stronger
Since this time last year, Athletics has evolved in remarkable ways We have several folks who are relatively new to the team, closing out a year of employment We have new leadership and a new outlook This change has been challenging, even scary at times, but it has been a welcome evolution
New ideas and an openness to listening has been a breath of fresh air to our team Wh l k
forward and don’t focus completely on prior experiences, we can build something new
Athletics no longer manages the USTA team, which means we can now focus on community-based programming This includes first-time clinics and partnerships with Triangle Ultimate and Bull City Football.
We couldn’t do any of this work without our very talented and skilled part-time staff They are the face of our work and our department. Their dedication and commitment to community keep us going
One of the major obstacles we have faced is staffing. This is always a challenge and of course, crucial to our mission Despite this, we managed to max out our programs and field and court rentals Managing rentals and reservations for thousands of people is not easy, particularly on important days in their lives We are proud of the resilience our team showed in this regard. Maintaining and expanding offerings is a testament to the motivation and determination of our new staff It is up to managers to be open to the ideas of new staff Taking a staffi t d h l ments the commitment of
ATHLETI
staff and builds a stronger program
In the last year, Athletics has embo the ten pillars, particularly Commun and Youth Opportunities
Our interactions with community thr and rentals are emblematic of this relationships with the community an wellbeing is a byproduct of this Thro we have provided great opportuniti youth to develop teamwork skills an volunteer opportunities we provide others to give back to the com principles have been the foundation and continue to guide us in our missio
OUTDOOR RECREATION & HISTORIC PROGRAMS
This past year has been exceptional in terms of creativity and reach in our Outdoor Recreation and Historic Programs unit We continued to foster community connections through programs like the Bull City Campout, which brings together a diverse group of participants for a shared overnight camping experience in our parks This event has become a beloved tradition, encouraging people from all backgrounds to connect and build community in the great outdoors
Our Historic Programs unit hosted a highly successful Pride History Hike, highlighting Durham’s LGBTQ+ history. Held over three Saturdays, this event attracted over 90 participants and was incredibly well-received It shined a light on Durham’s diverse heritage and promoted inclusivity through shared storytelling and community engagement
Our Field Trip programs at West Point on the Eno continue to thrive, and we ’ ve expanded from solely historical offerings to include outdoor recreation and environmental education Through interdepartmental collaboration, we partnered with Teen Programs and School Age Care programs, enhancing summer camp activities and supporting trips and unique activities like rocketry Additionally, Students to Stewards continues to engage Durham Public Schools students, primarily in grades K-5, teaching Leave No Trace ethics and fostering environmental awareness from an early age.
Environmental stewardship is at the core of our unit’s mission. Our Students to Stewards program reaches elementary school students in Durham Public Schools, instilling Leave No Trace principles We’ve also expanded field trips to include environmental education, and our team actively
OUTDOOR RECREATION & HISTORIC PROGRAMS
participates in Creek Week, leading significant cleanup efforts along the Eno River A restoration project under the Eno Dam is currently underway and is expected to be completed by the end of next year Additionally, the Historic Programs unit launched a Sustainability Series that taught practical skills like sewing, fermentation, and gardening. Our Muddy Boots program introduces preschool-aged children to nature, allowing them to explore and engage with the environment from a young age
Our outdoor recreation programs, including guided paddling and hiking activities, support both physical and mental wellness. Whether through historyfocused hikes or outdoor recreation paddles, these offerings provide residents with safe and enriching ways to enjoy Durham’s natural spaces, contributing to their overall well-being
Internally, we have cultivated a philosophy of innovation and teamwork that empowers our staff to develop creative solutions and unique programming, even within limited resources This
culture has encouraged our team to take risks, adapt, and continually improve our offerings, making our programs dynamic and responsive to community needs
SCHOOL AGE CARE & WALLTOWN RECREATION CENTER
Reflecting on our journey, several key moments and challenges stand out, showcasing our resilience and commitment to our mission
School Age Care’s (SAC) biggest mission moment this year was finding part-time staff for our programs. Our programs are sought out by parents and families, and all this is dependent on staffing Achieving this contributed to making SAC a fun, organized, and important place for professional growth At Walltown, program offerings are back to normal We are working on staff retention for parttime staff, which takes the form of improving and building culture, implementing staff ideas, and decorating our location to make it welcome and to represent the season and spirit of the community and year.
Since this time last year, SAC has evolved in many respects Importantly, offering new Afterschool programs and adding more variety to our summer camp program through half day and specialty camps has been crucial.
One obstacle SAC faced was adjusting to childcare changes in the industry We were able to come to terms with staffing shortages being a constant problem and took major steps to combatting this Through trial and error, we managed to adjust to these issues and adapt. This is an important program to Durham residents and one we are committed to maintaining
At Walltown, continuing to keep patrons coming into the building while adjusting to outside areas being impacted by the finding of lead was a challenge. Despite many variables being outside of our control we continued to offer quality programming inside the building to help keep patrons feeling safe and interested. Walltown is a beloved community center and demonstrating our perseverance meant a lot to the residents who use it
In the last year, SAC has embodied several of the ten pillars, particularly Youth Opportunities Walltown has continued to engage heavily with the community, providing an ongoing space for residents to connect and recharge
TEEN PROGRAMS
W.D. HILL RECREATION CENTER
WEAVER STREET RECREATION CENTER
For Teen Programs, this past year was punctuated with positive moments and growth, as well as challenges, which showed our commitment and impact on Durham’s teens
Teen Programs’ biggest mission moment this year was being able to connect the teens to lifelong learning and the outdoors We visited tree houses, the Pisgah National Forest, and spent time with the teens outdoors Because many of these children do not get regular opportunities for outdoor activities, we put great care into making their first experiences fun and relatively comfortable.
We utilized the AARPA grant to expose children to STEM focuses, including music production We did even more by incorporating dance and modeling classes to help improve self-esteem, exposing kids to HBCU universities, and getting out 3-4 times a week Many of the children we serve don’t have access to activities like the movies, or bowling, or general fun That’s where our team comes in! We provide these excursions so they don’t miss out on experiences, can make memories and have fun
To encourage service to community, we engaged in volunteerism with the kids, preparing boxes and materials for the community
At Weaver Street Recreation Center, our team partnered with other agencies related to mental health and nutrition By taking a non-traditional approach to recreation, we utilized Weaver as a hub for other connections The theme of connectivity has been central to our team, completing its mission of serving the community
Since this time last year, Teen Programs has evolved in remarkable ways. Our team has always been tight and consistent This teamwork has continued, and the programs and work have benefited from the longevity of personnel Our management has focused on empowering staff to lead their own programs, including Arthur Lockhart taking on the DPR PALS Teen Basketball League. Focusing on minimizing the “middle-man effect” has made our programs and work more efficient and encompassing
TEEN PROGRAMS
CONT.
W.D. HILL RECREATION CENTER
WEAVER STREET RECREATION CENTER
One of the major obstacles we faced was spending the AARPA grant money and implementing programs on a timeline We received this money late, in October 2023, by which time many vendors we had identified had taken different contracts We needed to work fast and double- back to organize partnerships that were feasible on the new timeline We took a focus on mental health and emotional wellness and encouraged the teens to work on loving themselves through modeling and dance classes Overcoming the obstacle of contracts and learning that procedure was crucial to achieving our goal of serving the communities in Teen Programs and our rec centers
In the last year, Teen Programs has embodied several of the ten pillars, particularly Community Connection, Health and Wellbeing, Youth Opportunities, Inclusivity and Equity, Partnerships, Engagement, Culture Building, and Environment and Sustainability Our work providing opportunities to youth, connecting them with outside resources, and instilling a sense of stewardship for the outdoors are all emblematic of these pillars
W D Hill Recreation Center
W D Hill Recreation Center has served a critical role to the community, creating an atmosphere of safety for our patrons and staff. The center’s location is in an environment that experiences high drug abuse and crime, which makes it challenging to provide high-quality, consistent programming Despite the uncertainties presented by the center’s location, our team was able to work with Police, Managers, and DPR staff to provide amplified police patrol, enhanced fencing, and a safer environment. This has resulted in a total turnaround for the center It’s been a peaceful summer, and we hope this trend continues.
Since this time last year, W D Hill has evolved in remarkable ways Our team has returned to programming mode, instead of worrying about addressing immediate concerns for safety This has allowed us to return to caring, to interacting with our patrons, and managing our duties as a recreation center
TEEN PROGRAMS
W.D. HILL RECREATION CENTER
WEAVER STREET RECREATION CENTER
One of the major obstacles we have faced is encouraging our patrons to keep coming despite the challenges at the center’s location Keeping the community interested in our services and feeling safe is a crucial and difficult task. But our patrons are incredible and rely on the services we provide Folks would always come back
In the last year, W D Hill has embodied several of the ten pillars, particularly Infrastructure and Facility Development The W D Hill playground opened in June (CIP project), replacing the previous structure that was over 20 years old. In addition to this, permanent fencing and landscaping have been implemented DPR staff were involved in all of the planning, and the community was able to provide input as well Finally, the tennis and futsal courts have been completely renovated These projects and the pillar principles they embody have been the foundation of much of W D Hill’s success and continue to guide us in our mission
SPECIAL PROGRAMS, INCLUSION & MATURE ADULTS
COMMUNITY FAMILY LIFE & RECREATION CENTER AT LYON PARK HOLTON CAREER & RESOURCE CENTER
Lyon Park Recreation Center, Holton Recreation Center, Special Programs, and Mature Adults Programs have had a year full of successes and changes Looking back, several key moments and challenges stand out, demonstrating our commitment to mission and community
Mature Adults and Special Programs had many mission moments this year Special Programs and Lyon Park Senior Games were a huge success The clinics that led up to it, including shuffleboard and cornhole were great, and encouraged the themes of lifelong learning, socialization with others, and the inclusion in these spaces. We were even able to increase our numbers in senior games At Holton the Teen Camp was very successful at getting teens out of the house and making connections with their peers
Since this time last year, this unit has evolved in remarkable ways At Lyon Park, we achieved an increase in social events including Friendsgiving, an ugly sweater contest and other social activities We also achieved an increase in special populations
programming At Holton we experienced and evolution of the types of programs that we offer. Specifically, we are moving towards increased youth programming
A challenge faced over the past year is readjusting after the COVID pandemic Mature adults are especially vulnerable, so it’s been a challenge to reintegrate this group Beyond that, the increased attendance makes it hard to find solutions to programming that can impact everyone This has required us to reach out to centers, to support each other through quarterly meetings and to build synergy and relationships across centers and teams
In the last year, Lyon Park and Holton have embodied several of the ten pillars In working closely with PAC 1 and Bump the Triangle Holton Recreation Center exemplified Partnerships The team at Lyon Park worked with many different organizations and maintained and outward-facing presence throughout the year, demonstrating Community Connection. Through community engagement, the team at Holton provided programs Health and Wellbeing programs the community asked for including exercise classes, cooking, and a movie night for adults with disabilities The teams at Holton and Lyon Park also strengthened Partnerships by pursuing increased synergy between internal teams Externally, Lyon Park capitalized on the fact that HeadStart and Durham Social Services are in the same building and developed an easter basket program between Mature Adults groups and the children with social services
Goals
Establish and track participation targets for program areas.
Identify and implement strategies to increase number of programs and improve program delivery
Successes
Piloted 3 specialty Summer Camps in Summer 2024
Developed programming to support all 5 themes of the DPR Centennial Celebration
Re-organized the Outdoor Recreation/Cultural Heritage Unit to better meet current and future programming demands
Created a pilot partnership with Duke Health to generate opportunities for at least 25 youth programs designed to benefit mental health
ALL HANDS ON DECK
DPR STAFF SAVE A LIFE AT I R HOLMES, SR. RECREATION CENTER AT CAMPUS HILLS
Our parks and recreation professionals show up every day and serve the public, providing programming and services that make a difference for Durham residents It can be easy to forget the difficult and demanding nature of their jobs This is particularly true of safety professionals Lifeguards, and all employees trained in lifesaving techniques can be called on at any time
On March 8, 2024, just such a scenario occurred Steve Martin, a Durham, NC community member, was playing pickleball at I.R. Holmes, Sr Recreation Center at Campus Hills. Mr. Martin mentioned to his teammates that he needed to sit down He began rocking back and forth and ultimately hit his head and fell unconscious At that point, Destiny Garrett, an employee of Durham Parks and Recreation, immediately administered chest compressions. Very soon after, DeAnne Brown and Kira Hoover arrived on the scene and took over care Collectively, a team of seven DPR employees contributed life-saving efforts to preserving the life of Steve Martin Specifically, Destiny Garrett and DeAnne
DeAnne Brown administered CPR, DeAnne Brown and Kira Hoover administered a Bag Valve Mask, Ashley Harris administered an AED, and Morris Johnson, Takeschia Bullock, and Makail Mosely provided additional care and coordination on the scene Each of these employees contributed to preserving the life of Mr Martin in a professional and compassionate manner Steve Martin’s wife, Becky Martin, expressed her gratitude at a City Council meeting by reading a message from her son
"You are the reason that I will get to hear my father's laugh again You are the reason that my father may one day hold his grandchildren in his arms Thank you will not be enough for all the precious times that you have given back to all of us "
DeAnne Brown, Aquatics Manager at I R Holmes, Sr Recreation Center, took preparation a step further after this event, realizing she needed to maintain the standard that her experienced employees had exhibited She requested help from Durham Fire Community Education to work on their emergency action plan and to have a “real” response to an emergency from the Fire Department at I R Holmes, during their training
The crew from Fire Station 4 got to respond to a couple of the scenarios and were able to provide feedback to the trainees and show them how things would go in a real emergency These efforts are essential to preventing future episodes and are also a big part of reinforcing the internal city networks that rely on interpersonal partnerships.
DeAnne has also received recognition for her work with Neighborhood Improvement Services to facilitate Safe Swim classes for members of several Hispanic groups NIS works with, an effort to counter the disproportionate number of drownings in the Latino community DeAnne is also working to surmount language barriers, increase class sizes, and ensure that the services her team is providing are appropriate for those who visit and use I R Holmes.
On September 6, 2024, the American Red Cross presented the seven DPR employees with the prestigious American Red Cross Lifesaving Award and the Extraordinary Personal Action award. This award recognizes the extraordinary
"You are the reason that I will get to hear my father's laugh again. You are the reason that my father may one day hold his grandchildren in his arms. Thank you will not be enough for all the precious times that you have given back to all of us."
efforts of an individual using their life-saving skills
Durham can be proud to have a team on deck at I R. Holmes that is ready, listens, and reacts when its patrons need help
CITY-WIDE SPECIAL EVENTS
It has been a formative year for Special Events, with many changes and adjustments We have stepped up to challenges and celebrated our successes
Special Event’s biggest mission moment this year included creating a full internal and external system for event permitting This was supported by focusing on relationships and streamlining processes for other departments, as well as how we related to external event organizers Importantly, this helps us ensure that our event attendees are kept safe Specifically, this includes centralizing inspections and planning in one unit With an inspection team large enough to handle the work, we are able to tackle any concerns or issues before an event even begins. Building on this, we have improved our communication with event organizers prior to events, clarifying our
expectations in order to support a smooth process and event for all.
Since this time last year, Special Events has evolved in remarkable ways We have a relatively new team, and many of us have adopted completely new roles, systems, and processes We’ve managed to onboard new team members and manage this change while ensuring there is no impact to the customer experience These changes have made our team more confident and competent as a whole, and excited about tackling new challenges with a full team
Our team faced a big obstacle this year during the Bimbe’ Cultural Arts Festival The day before the event we were notified the festival headliner would not be present While this was due to matters out of our control, we still had to pivot and manage the
CITY-WIDE SPECIAL EVENTS
situation in the moment in order to provide an enjoyable event to Durham residents This included managing messaging and crowd expectations, revising scripts, schedules, and adjusting the atmosphere Despite these challenges, our team acted with professionalism, efficiency, and joy. Through this challenge, our team grew closer and improved its overall morale The addition of the Bimbe’ Homegrown Hero Award emphasized the deep community roots that have always made this longstanding and ever-growing event so special The recognition of African and African American culture and its importance is essential to recognizing the culture in Durham and to building strong community bonds Beyond this, our team has tackled a lot of change From recreating the Citywide events system, to changing staffing levels, everyone worked outside of their roles to ensure that business continued as usual
In the last year, Special Events has embodied several of the ten pillars, particularly Partnerships and Culture Building In our work to simplify processes and permitting we worked with every department to make DPR the liaison for large events, improving external and internal processes and the customer experience By developing the Bimbe Award, bolstering the El Centro Hispano partnership for Fiesta Latina, and developing Back to School with You, we have grown our partnerships and emblematized the Culture Building pillar
CULTURE AND COMMUNITY
Beginning even before the first of the year, the Culture & Community team has been hard at work developing and executing a plan to celebrate DPR’s Centennial Celebration This major year-long awareness campaign has prompted both our biggest mission moment as a team, but also our biggest challenges this year
Through the DPR100 Centennial Celebration, our whole team has had an opportunity to be involved in, and involve the department in, a major moment in the history of our city On a personal level, we have learned so much about the positive effects of parks and recreation in Durham over the years, as well as about the impact our current DPR team has on our community every day Having the opportunity to hear the stories of our staff, their work with the community and how their passion helps fuel positive change in others’ lives has been
eye-opening and makes us all want to work harder to share these stories with those we serve, during this milestone year and always
Dutifully sharing the story of DPR’s first century, and giving it the attention it deserves, was also our biggest challenge of the year With so many staff, programs, events, and projects over the course of a century that deserve to be highlighted, it has been daunting but has also kept our whole team centered and focused and has resulted in some of our most creative work as a team We are all so honored to be here during this time in history and entrusted with telling this story
We congratulated two teammates on their retirement this past year With that, we lost some depth of institutional knowledge that benefitted the work of our team. Despite this challenge, we had the
CULTURE AND COMMUNITY
opportunity to redevelop a position to include community engagement, which allows DPR to have a greater and more strategic focus on engagement for projects and park development Two teammates out of six are now in their first year of employment at DPR, which has allowed us to put time and intention into connecting as a team and building relationships in new and exciting ways.
Of the ten pillars, we strongly embodied three this past year: engagement, culture building, and community connection Our work in building community engagement strategies and efforts, creating engagement opportunities for staff, the development of PULSE, celebrating the Centennial, and beginning DPR’s rebranding journey exemplified all three of these pillars
CULTURE & COMMUNITY
REPORT
Goals
Continue, develop, and implement engagement for critical community renovation/development projects
Foster engagement with 2 resident groups created to advance communication and input of parks, programs and services (Wheels Roller Rink Residents Committee; Resident Playground Accessibility Improvement Committee).
2024 DPR Centennial Awareness Campaign
Establish Peers United in Leadership, Service, and Equity (P U L S E ) staff advisory board to develop and assess desired brand of DPR
Develop 2 educational materials and videos to help the public understand complex projects, information, or processes in English and Spanish
Increase participation in employee engagement activities and All Staff Meetings
Increase resident engagement and collaborative efforts to identify enhancements or improvements to playground designs to increase accessibility and inclusivity
Community Engagement Projects
Successes
DPR 100 Centennial Programs Created and Advertised
People Engaged
Lead the department in the DPR 100 Centennial Awareness Campaign. Engaged resident around 10 development projects: Lyon Park, CR Wood Park and Playground, W.D. Hill Playground, Whippoorwill Playground, Sherwood Park Playground, Northgate Dog Park Closure, Merrick-Moore Park Phase II, Splash & Play Project, Comprehensive Park Systems Plan. Began rebranding process to understand and assess external and internal organizational perception (a.k.a. “brand”).
WHO DID WE HELP TODAY?
WEAVER STREET RECREATION CENTER’S GOAL
“Park and recreation professionals and the programs and services they provide are key to a fully integrated public health system. They play a vital role in advancing health equity, improving health outcomes and meeting the growing health and social needs of their communities ”
-Allison Colman, Community Wellness Hubs: A Public Health Solution, June 15, 2022
Weaver Street Recreation Center was built between 1970 and 1973, and is located in a low-resource community of South Durham For many in the Weaver Street community, the nominal fees associated with typical programming are inaccessible So the center’s goal is to provide resources and exposure to outside organizations to the community, regardless of a resident’s resources
Jeffrey Forde leads the team on the ground in these efforts; he explains Weaver Street’s unique nature as a hub, emphasizing that understanding any of Durham’s recreation centers requires understanding its context and community He explains, “low wealth communities can’t pay for regular services. People have to give back through their expertise ”
In order to achieve their goal, Weaver Street has worked with groups like The Forgiven Sons, Graced, and Terreiro over the past year The Forgiven Sons provides athletic-based challenges geared towards a holistic approach to health The stated mission of Graced is to empower youth and young adults by providing lifeenhancing programs that support self-reliance Both organizations offer programs that support youth who manage high-stress and potentially traumatic environments Terreiro de Arte e Cultura is a grassroots center that promotes character building by introducing participants to different cultures and artforms, including Brazilian art form Capoeira These programs and outreach are invaluable examples of how Weaver Street works to provide support and open doors for its community
Outside of these partnerships, the Weaver Street staff offer a sense of belonging, relationship building, and support It can be hard to quantify the impact of the work of recreation professionals like Alex Hurdle, Jeff Forde, Mikayla Cunningham, and Norwood Biggs Their testimony of why they do the work sheds light on their impact on the community
Norwood Biggs, a long-time staff member at Weaver, arrived in Durham in 1974 from Washington D C to live with his grandparents after his parents decided he needed a change of scenery. It would be a life-altering choice for him He attended Hillside High and went on to attend and graduate from N C A&T State University He started working for Durham Parks & Recreation in 1992 in athletics for Tammy Brown and came to work at Weaver Street in 2000 and has been here ever since He is ever-dedicated to providing similar life-altering changes for his community
“I relish the opportunity to inspire change because I have lived to show what that change can become That is my passion ” - Norwood Biggs
Mikayla Cunningham, who has been working in recreational spaces for about four years, loves working at Weaver Street, and seeing the community that is cultivated, built, and nurtured by interacting daily with the youth who frequent the center. She values, consistent activities like community gardening with Kultured Sprouts, Capoeira Angola with
“I relish the opportunity to inspire change because I have lived to show what that change can become.”
Project Bantu, and Empowerment Workshops with Graced, Inc , all of which provide opportunities for individuals to come together, learn from each other, and build strong, intergenerational relationships For Mikayla, these programs contribute to making the center a hub of growth, celebration, and comfort for everyone involved She is drawn to t p
“I like working at Weaver Street Recreation because it is a third space that offers fulfilling intergenerational connections between staff, youth, and community members It has been beautiful to witness our youth grow into themselves, share, and create both big and small moments with staff and their peers ”
-Mikayla Cunningham
Alex Hurdle has 12 years of experience in Public Recreation, working with DPR since 2015 He started at WD Hill Recreation Center and later became the Recreation Operations Supervisor at Weaver Street Recreation Center and City-Wide Teen programs in 2022 Alex enjoys working in Parks and Recreation because of the connections and impact it has on the community He enjoys turning those connections into problem-solving programs and events.
“What I like about working at Weaver Street Recreation Center is the community spirit that comes from the space Weaver Street doesn't operate as a traditional recreation center. Weaver Street serves as a hub for non-traditional programs that act as a resource to serve direct needs of residents Weaver Street is able to partner with several nonprofit organizations to provide space for these programs to operate at the recreation center do an exceptional job connecting with the youth and teens in the community and serving as a positive role model for them ”
-Alex Hurdle
“It has been beautiful to witness our youth grow into themselves, share, and create both big and small moments with staff and their peers.”
Utilizing their location as a hub, all the staff work hard to bring new opportunities and experiences to the youth they serve When Jeff Forde is asked how their team has evolved over time, he responds, simply, “it hasn’t We’ve just gotten better ”
BUSINESS SERVICES
This year has been transformative for Reservations and Operations, marked by significant achievements and growth Reflecting on our journey, several key moments and challenges stand out, showcasing our resilience and commitment to our mission This year we celebrated the new playground at WD Hill with the summer campers from the I R Holmes Sr Recreation Center It was pure joy in action with so many children playing together on the new playground
Since this time last year our team has evolved in many ways We provided staff for events at the Rock Quarry rental space, expanded Canine Recreation events, increased volunteer participation, hosted to DPS Rising Stars interns, and absorbed athletic field rentals as a reservations function. These are just a few of the ways that our Reservations and Operations unit
evolved in the last year. Each of these successes also came with equal challenges and required our team to adjust to the expansion of duties and increased participation This year different units of our team embodied different pillars Our work on Canine Field Day and Barktoberfest exemplified Community Connections, Partnerships, and Parkenomics Playgrounds embodied Community Connection, Inclusivity and Equity, and Engagement This was accomplished through our work with the community to bring a collective vision of playgrounds to life Our reservations team kept the community informed of the process for renting facilities which in turn keeps our public spaces relevant and viable This work embodied the pillars Community Connection and Parkenomics. Volunteer Services worked hard to involve our volunteer community in maintenance work and cleanup efforts among many other tasks, supporting the pillars of Community Connection, Environment and Sustainability, and Partnerships
EQUITY ASSURANCE & DATA MANAGEMENT
This year we were able to launch the P U L S E team and initiative, a group dedicated to improving the culture and communication in DPR This team has had ongoing conversations about how to generate a culture of inclusion in our department and how to build on the existing formal and inf bonds that already exist
The role of Equity Assurance and Management has evolved to increase a participation in public engagement initiatives, has been incredibly rewarding for staff. Eng directly with the community allows us to diverse perspectives, address concerns first and collaborate on solutions that positively im our environment and quality of life
It has been challenging to make data entry training for ActiveNet consistent across our Developing consistency has required communic and coordination across different teams.
Equity Assurance/Data Management embodied the pillars of Inclusivity and Equity as well as Engagement through work with P U L S E and work with community engagement
BUDGET, FINANCE & TECHNOLOGY
This year has been transformative for the Budget/Finance, Technology and Transportation Team Looking back, we can be proud that the Finance Unit successfully piloted with City accounts payable a new refund check city process module in MUNIS This has reduced the time required to process and issue refunds to DPR customers, improving our overall customer service and our residents’ trust in our operations Additionally, DPR Transportation unit and Technology unit members created a shared tracking spreadsheet for department-responsible technology and transportation DPR Transportation unit and Technology unit members created a shared tracking spreadsheet for department-responsible technology and transportation This has streamlined the annual fixed asset reporting performed by the DPR Finance unit and allows for better tracking and use of these assets
Since this time last year, Business Services has grown and changed, demonstrating teamwork, resilience, and an ability to adjust to shifting needs Rich Hahn and Toma Walton successfully achieved
Certified Technology Solutions Liaison status in October 2023 and were recognized by TS in February 2024 Per TS, these staff demonstrated proficient IT skills, and as certified TS liaisons are granted elevated computer user permissions for limited hardware/software troubleshooting on behalf of their departments This enables DPR to solve many routine IT problems directly, in turn allowing TS to devote additional resources to delivering more complex IT services to the enterprise
One of the major obstacles we faced this year was resolving the Microsoft licensing issue with Technology Solutions to ensure staff had access to the software functionality needed for their jobs
In the last year, Business Services has embodied several of the ten pillars, particularly Partnerships, Infrastructure and Facility Development, Environment and Sustainability, and Parkenomics.
PERSONNEL MANAGEMENT
Looking back on the past year we can be proud of our advanced efforts to recruit and retain staff. This included staff assisting in the production and hosting of a DPR Job Fair at Walltown Park Recreation Center We were happy to see a lively turnout of at least 70 people Additionally, we participated in five other job fairs throughout the triangle.
Beyond this, and demonstrating DPR’s collaborative efforts, we assisted another City Department with successfully setting up a group and learning assignment tool in the LMS system when that departments LMS administrator separated from the city We provided the director with instructions on how to move forward in similar situations in the future.
This year the staff have increased involvement in the Public Sector Human Resources Association (PSHRA) The DPR Personnel Team not only participated as attendees in the March 2024 Public Sector HR Association NC Chapter (PSHRA NC) Conference in Charlotte, but also assisted in
the planning and execution of the conference Sinoda Brown, Business Services Analyst, chaired the Service Project Committee where she led the hands-on activity of creating 40 wreaths for the Ronald McDonald House Charities of Greater Charlotte guest suite doors In addition, she served on the Registration and Social Committees. Sinoda is currently a PSHRA NC Board of Directors at-large member (through 7/2024), so she also served as a moderator at the event Grant Early, Business Services Analyst Associate, served on the Program, Logistics, and Vendor/Sponsor Committees Cicely Parrish, Administrative Technician Senior, served on the Registration, Social, and Gift Committees All three of these employees assisted with the conference set up and assisted at the registration table The conference was an opportunity for the team to receive valuable training on various HR topics and to network with other local government HR professionals from throughout the state
It was a challenge to support updating our timekeeping system to include all available patches
PERSONNEL MANAGEMENT
to get it up to current standards before UKG/KRONOS stops supporting the version we use. We also managed to maintain operational standards and customer service levels during times when unit members were out of the office We achieved this by cross-training and providing written procedural instructions
Last year the personnel team’s work was essential to the ongoing efforts of DPR as a whole Our efforts expand to support broad staff’s work in connecting with communities, developing partnerships, engaging with stakeholders, developing robust Parkenomics, and building a strong, cohesive culture.
RESERVATIONS, PLAYGROUNDS & CANINE RECREATION
This year we were excited to celebrate the new playground at WD Hill with the summer campers from the I R Holmes Sr Recreation Center. It was wonderful to have so many children playing together on the new playground.
Canine Recreation had its own success as well In partnership with Perfectly Imperfect Pets (PIPs) Canine Rec held an expanded Canine Field Day event April 29, 2024 The event brought in a total of $8500 in sponsorships Through a generous donation by Parent Heart Watch DPR installed a Save Station equipped with an AED at Bethesda Park
This year, our team worked hard to provide great internal and external customer service across several sectors This included providing staff for events at the Rock Quarry rental space, expanding Canine Recreation events, increasing volunteer participation, and hosting two DPS Rising Stars interns In addition to this, our team absorbed athletic field rentals as a part of reservations function These are just a few examples of how our team has evolved and grown over the past year
We have also faced challenges The Reservations and Operations Team pulled together as a unit to cover vacancies and the extended absence of a key team member While difficult, we achieved this while maintaining efficient operations.
Our team embodied several of the P U L S E pillars this year. Canine Recreation showcased Community Connection, Partnerships and Parkenomics in events like Canine Field Day and Barktoberfest Our playgrounds were hubs of Community Connection, Inclusivity and Equity, and Engagement. Reservations kept things running with strong Community Connection and a focus on Parkenomics and Volunteer Services embodied Community Connection, Environment & Sustainability, and Partnerships DPR's Volunteer Services has established strong community connections by encouraging partnerships and mutual support Through various volunteer programs, DPR has united individuals from diverse backgrounds to achieve common goals, such as park and trail cleanups, educational programs like Earth Day, and other special events.
BUSINESS SERVICES
REPORT
Goals
Plan, construct and improve parks, trails, land management, and facilities with focus on social equity and universal access
Improve equitable economic impacts and operational efficiencies
Successes
Served as project manager for the 2024 Comprehensive Parks, Recreation and Open Space Systems Plan
Created 4 promotional opportunities through the reclassification of vacant positions to Crew Supervisor positions which used existing resources to more efficiently accomplish work goals.
Made significant improvements to technological issues, equipment, software, and licenses to improve efficiencies and front-line response to troubleshoot/resolve staff technical issues.
Increased the number of annual volunteers supporting DPR programs, events, and services.
Created Playground Inclusivity Considerations to be applied to all playground projects to deliver playground projects with a focus on social equity and universal access.
Increased resident engagement and collaborative efforts to identify enhancements or improvements to playground designs to increase accessibility and inclusivity
MAINTENANCE AND OPERATIONS
The Maintenance and Operations Division has made substantial strides this year, enhancing the quality, beauty, and functionality of our parks
The Maintenance and Operations Division has implemented park beautification standards that elevate the experience at park entrances and ensure consistent litter management across all sites This initiative has created inviting, clean, and well-maintained entry points, setting a positive tone for park visitors from the moment they arrive
The division also completed six park improvement projects aimed at enhancing the functionality, safety, and aesthetics of various parks These projects added new amenities and upgraded entryways, reflecting DPR’s commitment to creating vibrant spaces where the community can enjoy safe, inclusive recreational activities
The division strengthened our community partnerships by collaborating with the Durham Parks Foundation for the inaugural Mayor’s Corporate Challenge In this effort, we identified 18 parks as volunteer sites, providing essential resources and supplies for a successful event that brought together local businesses and residents to improve these spaces
Continuing our commitment to sustainability and infrastructure, the division progressed in our system-wide waste can replacement program, a comprehensive effort planned for completion by 2030 These replacements are designed to improve waste management efficiency and align with DPR’s sustainability goals
This year, the division also completed an inventory of high-priority maintenance needs across the park system, acting on these findings by making essential repairs to the Third Fork Creek Trail This proactive approach ensures that DPR facilities remain in good condition and accessible for all visitors
Our efforts this year highlight our dedication to enhancing Durham’s parks, ensuring they remain safe, inviting, and enjoyable spaces for everyone in the community. Through strategic planning and collaborative partnerships, this division is a vital force in sustaining Durham’s vibrant public spaces
MAINTENANCE & OPERATIONS
REPORT
Goals
Provide safe, clean, accessible, and welcoming parks, trails, and facilities.
Successes
Implemented park beautification standards for park entrance points and litter management.
Designed and completed 6 park improvement projects to add amenities, and enhance fun, safety, park entry-ways and aesthetics.
Partnered with Durham Parks Foundation by identifying 18 parks and providing resources and supplies for the inaugural Mayor’s Corporate Challenge volunteer effort.
Continued waste can replacement program system wide to be completed by 2030.
Completed inventory of high-priority maintenance needs and made repairs to Third Fork Creek Trail.
PLANNING AND DEVELOPMENT
This year DPR Planning staff developed a $110 Million Dollar request for funding DPR projects based on staff and community engagement, adopted plans and identified the most critical asset repair needs This was DPR’s largest request and most successful funding effort in its history ($13 1 M funded $12 1 Unfunded $85 M bond) Two of these proposals were so large that Council opted to place them on a bond referendum in the Fall. Prior to this year, GSD represented DPR and presented our requests to Budget. DPR planning has made it a goal to take over this work for several years now This year the first year DPR was the lead presenting our case for park and trail development needs
The Planning teamed also developed a new technique referred to as "Whole Park Scoping.” This led to three staff led plans for community parks
that emphasized crime prevention. One plan focused especially on solving persistent criminal complaint issues surrounding WD Hill Center Based on staff-led planning, the project was awarded an extra million dollars for the park's highest priorities This will lead to continuous improvements Staff also developed immediate treatments which have improved the center like a temporary construction fence around areas of persistent occupation, and a specially designed ballistic planter wall. At this time the initial interventions at the park have led to increase safety and no further occupation
The remaining members of the team in Planning and Project Management have adapted to the unprecedented loss of project development and review staff in General Services, the Planning Department, and the DPR Planning team in order to keep the work program moving.
PLANNING AND DEVELOPMENT
Loss of staff made the 64 pages of the CIP submission, memo and presentation development difficult Remaining staff persevered to make the best case for DPR projects and priorities This resulted in the highest levels of funding for CIP projects and two projects that were placed on an upcoming bond referendum
This year planning and development embraced the pillars of parkenomics and community connection Incorporating community input with project management has been crucial to completing community-relevant updates and plans
REPORT
PLANNING & DEVELOPMENT Goals
Plan, construct, and improve parks, trails, land management and facilities with focus on social equity and universal access.
Successes
Began the development of a new Comprehensive Park Systems Plan, including Durham Central Park
Continued upgrades to the Wheels Roller Skating Rink to open in 2024.
Began or continued planning and design for 10 park improvement projects.
Facilitated planning and implementation of new and improved trails as outlined in the Trails and Greenways Master Plan.
Completed inventory of high-priority maintenance needs and made repairs to Third Fork Creek Trail
Safety improvements to W.D. Hill Recreation Center to address crime and staff and community concerns
ANNUAL2024 REPORT
