Y 2 0 2 5 / 2 0 2 6
BULL CITY GREAT
M I S S I O N
V A L U E S
To create fun, enriching, inclusive programs, experiences, and spaces to build a safer, happier, and healthier Bull City!
Inclusivity Fun Stewardship
100+ MILES OF TRAIL
2 L A K E S
4P O O L S
Leadership through Service Safety
3 SPRAYGROUNDS
4
66 P A R K S PLAYGROUNDS 56
6 R E C R E A T I O N C E N T E R S
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.
WORK PLAN CONNECTIONS
Alignment with City and Departmental Plans
The Annual Work Plan is intentionally aligned with a hierarchy of strategic planning documents that ensure cohesion between the City’s vision and the Department’s daily operations. This alignment strengthens organizational focus, promotes accountability, and connects long-term goals to individual staff efforts.
City of Durham Strategic Plan
Provides three overarching goals that guide the Department’s focus and ensure alignment with citywide priorities.
2025 Comprehensive Parks, Recreation and Open Space Systems Plan
This plan translates citywide strategic goals into actionable priorities specific to DPR. It identifies community needs, recommends capital and programmatic investments, and informs systemwide decision-making
DPR Strategic Plan
Building on the foundation provided by the City’s Strategic Plan and the Comprehensive System Plan, the DPR Strategic Plan defines the Department’s mission, vision, goals, objectives, and measures.
Annual Work Plan
The Annual Work Plan operationalizes DPR’s strategic goals by identifying the specific initiatives and projects the Department will undertake each year. These KPIs are designed to make tangible progress toward both departmental and citywide outcomes
Staff Goals and Performance
Individual staff goals are set in alignment with the Annual Work Plan, ensuring that employees’ contributions directly support departmental priorities and, by extension, the City’s Strategic Plan
This structure creates a clear line of sight from daily tasks to long-term impact, strengthening accountability and engagement across all levels of the organization
DPR Values
The KPIs in this work plan are grounded in Durham Parks and Recreation’s values of inclusivity, fun, stewardship, leadership through service, and safety, ensuring that all aspects of our work are guided by these principles.
Throughout this work plan you will see purposeful links between the work we do, our City’s goals, and our values.
GOALS & OBJECTIVES
Connected,
Engaged, and Inclusive Communities
OBJECTIVES
Increase connectivity to programs, services, and facilities through reductions in physical and economic barriers.
Improve program and event management delivery, operations, and customer experience.
Identify and leverage partnership opportunities for
and volunteerism
Increase recreation program opportunities, registrants, and participation
Build relationships, awareness, and participation in public engagement opportunities
Innovative and High-Performing Organization Thriving and Vibrant Environment
OBJECTIVES
Strengthen and improve internal communication and employee engagement
Cultivate a strong departmental brand
Improve equitable economic impacts and operational efficiencies
OBJECTIVES
Provide safe, clean, accessible and welcoming parks, trails and facilities.
Plan, construct and improve parks, trails, land management and facilities with focus on social equity and universal access.
VALUES
OBJECTIVE 1
Increase connectivity to programs, services and facilities through reductions in physical and economic barriers.
KEY PERFORMANCE INDICATORS
Publish a digital aquatic schedule.
Implement a comprehensive fee study to improve cost recovery for programming while maintaining equitable access to programming.
1. Establish a pricing policy for revenue producing sports fields to create enough revenue to keep the fields in a quality level of condition for league games and tournaments.
Strengthen inclusivity through enhancing ADA accommodation processes.
1. Increase ADA accommodation approval rate to a minimum of 90%.
Construct and open 2 new pickleball facilities with lighting.
2. Develop standard operating procedures for evaluating, approving, and implementing ADA accommodation requests quickly and efficiently.
3. Provide staff training on ADA compliance and inclusive programming to ensure all employees can anticipate and act on accommodation needs.
4. Develop and implement a department-wide tracking system for all ADA participant requests.
OBJECTIVE 2
Improve program and event management delivery, operations and customer experience.
KEY PERFORMANCE INDICATORS
Evaluate and update recreation center drop-in and membership check-in process to improve customer experience.
Assess practices, tools, and techniques to improve aquatics staff engagement, safety and service.
1 Update Aquatics interview processes and protocols
2 Develop a structured internal development track to prepare part-time aquatic staff for leadership roles
3 Assess and determine ability to provide external aquatic groups rental opportunities during summer 2026
Review and update the Recreation Programming Plan.
Create a tracking system for all School-Age Care program partners.
OBJECTIVE 2 (cont.)
Improve program and event management delivery, operations and customer experience.
KEY PERFORMANCE INDICATORS
Develop, implement, and improve safety measures at athletic program venues and within athletic programs.
1 Implement a training, education and awareness strategy on indoor and outdoor safety plans for athletic staff and programs
2 Implement the concussion protocol education and awareness strategy for athletic staff and programs
3 Strengthen the training program for youth sports’ volunteers and coaches
4. Strengthen the coach evaluation process.
5. Publish the volunteer/coach handbook online.
6. Research quality standards established by national organizations for youth sport programs, measure how they align with DPR’s existing standards and update and implement.
7. Develop and implement a plan for ongoing staff monitoring of tennis and pickleball court amenities and maintenance needs.
8. Develop and implement a standard for both programmed and passive use for inspections of athletic amenities within our parks.
9 Develop a comprehensive inventory and assessment of athletic court and field lighting
OBJECTIVE 2 (cont.)
Improve program and event management, delivery, operations, and customer experience.
KEY PERFORMANCE INDICATORS
Assess and improve the City’s Special Event Process.
1. Acquire and implement a barricade loaning/renting process with the Maintenance Unit.
2. Host informational sessions for event organizers to review any new policy or procedures that go into place and discuss the special event permitting process.
3 Update and expand the internal Special Event planning guide to improve the quality of Recreation Center Special Events
4 Create an online special event calendar that can be easily utilized by the public and event organizers
5 Research event management software and identify the best option to improve staff efficiency and customer experience
Recommend and implement opportunities for place-making initiatives in underused areas.
1 Host activations in collaboration with downtown community partners
2 Host activations in underused areas outside of downtown
Expand offerings of outdoor movies and concerts in parks throughout the city.
1. Enhance the Summer Concert Series by providing additional concerts in the community.
OBJECTIVE 2 (cont.)
Improve program and event management, delivery, operations, and customer experience.
KEY
PERFORMANCE INDICATORS
Evaluate and expand attendance at Special Events.
1. Track participant attendance at:
a. Summer Concert Series
b. Fall Movie Series
c Durham Holiday Parade
d Senior Holiday Party
e Earth Day Festival
f Bimbé Cultural Arts Festival
2 Increase attendance at:
a Senior Holiday Party
b Bimbé Cultural Arts Festival
c Summer Concert Series
OBJECTIVE 3
Identify and leverage partnership opportunities for programming, funding, and volunteerism.
KEY PERFORMANCE INDICATORS
Expand volunteer opportunities.
1. Implement youth volunteering program to provide volunteering hours for high school curriculum requirements.
2. Increase the number of annual volunteers supporting programs, events, and services to reach an annual total of 1,400 volunteers
3 Continue building partnerships with volunteer efforts to manage natural trails
4 Continue building partnerships with volunteer efforts to implement improvements for Disc Golf at Valley Springs and Leigh Farm Parks
Develop facility naming sponsorship opportunities to strengthen strategic partnerships.
1 Update the Naming or Renaming Parks, Recreation Facilities, Trails or Features Policy
2. Create facility sponsorship opportunities for key parks.
OBJECTIVE
4 Increase recreation program opportunities, registrants, and participation.
KEY PERFORMANCE INDICATORS
Increase participation in Specialized Recreation and Mature Adult programs.
1 Develop and implement 2 new Specialized Recreation programs focused on neurological disabilities
2. Develop and implement 2 new special events for the Mature Adult population.
3. Implement 3 Silver Arts and 3 athletic clinics to help promote the 2026 Durham Senior Games.
4. Increase Durham Senior Games registrations by 10% from 2025.
5. Add 2 new Mature Adult programs at each recreation center through the use of the Mature Adult Committee, to increase consistency and involvement.
Evaluate and expand Outdoor Recreation programs.
1 Assess and evaluate low and high ropes course equipment and facilities to create a cost/benefit analysis report by spring 2026
2. Develop and host a minimum of 4 educational focused programs for teens and 4 for adult participants to explore various Bull City parks.
3. Create and implement 2 Outdoor Recreation programs targeting special needs and mature adult populations.
4. Develop and implement a minimum of 4 sustainability programs focused on watersheds within Durham County.
5. Develop and implement Standard Operating Procedures for all Outdoor Recreation programs and events.
OBJECTIVE 4 (cont.)
Increase recreation program opportunities, registrants, and participation.
KEY PERFORMANCE INDICATORS
Increase aquatic program opportunities, registrations, and participation.
1. Establish monthly outreach opportunities during the school year.
2. Plan and execute 6 aquatic special events.
Identify and implement strategies to increase number of programs and improve program delivery.
3. Increase water exercise offerings by 1 additional class per week.
Enhance health and wellness programs by collaborating with health-care professionals to provide education and resources.
1. Coordinate a minimum of 6 health and wellness information sessions for participants across 2 sites.
Enhance recreation center programming to better meet community needs.
1 Evaluate and update programming standards for recreation center program operations
2 Hold at least 2 community conversations at each recreation center
3 Identify programming gaps at each recreation center and increase program offerings by a minimum of 2 programs per cycle.
OBJECTIVE 4 (cont.) Increase recreation program opportunities, registrants, and participation.
KEY PERFORMANCE INDICATORS
Increase participation in My Durham Teen Zone Programs.
1 Increase unique users by 50%
2 Increase total check-ins in My Durham Teen Zone programs by 25%
3 Create and implement 12 enrichment programs for teens
4 Assist with a minimum of 2 teen programs at each recreation center per program cycle
5 Conduct 10 outreach opportunities during the school year
6 Create a teen focused space at all recreation centers
Create and implement a system to track participation targets for all program areas.
1. Track number of program registrants in all sessional programs.
2. Track number of enrollments in the following program categories:
a. Summer Camp
b. After School
c. Enrichment & Education
d. Fitness & Wellness
e. Special Programs
f. Outdoor Recreation
g Aquatic Instructional Programs
OBJECTIVE 4 (cont.)
Increase recreation program opportunities, registrants, and participation.
KEY PERFORMANCE INDICATORS
Increase participation in My Durham Teen Zone Programs.
Implement special events and activities within youth athletic seasons.
Increase School-Age Care registration numbers by 10% per program.
Continue to improve Summer Camp staffing to increase continued department involvement and number of participants served.
Build relationships, awareness, and participation in public engagement opportunities.
KEY PERFORMANCE INDICATORS
Strengthen engagement processes for park improvement projects for the community
1. Develop and implement engagement processes for playground renovations, replacements and new builds:
a. Sherwood Park
b. Merrick-Moore Park phase II
c. West Point on the Eno Park
d. Old Farm Road Park
e. American Village Park
f. River Forest Park
g Forest Hills Park
h Mooreene Road park
i Edison Johnson at Rock Quarry Park
2 Develop and implement engagement processes for Connect Durham bond projects
a Successfully implement community needs and preferences in final construction drawings of Long Meadow/East End and the Aquatics Center at Merrick-Moore Park
3 Continue to execute and strengthen engagement plan with NIS, DEQ, and community group through January 2026 for Soil Contamination/PRLP sites
4. Continue engagement and communication around Sherwood Park development.
5. Create and execute the engagement plan for Forest Hills Park renovations.
OBJECTIVE 6
Strengthen and improve internal communication and employee engagement.
KEY PERFORMANCE INDICATORS
Continue to invest in recruitment efforts as the park system continues to expand.
1. Staff will participate in at least 10 job fairs, including recruiting events with local colleges and universities.
2. Host a summer job fair in the spring of 2026 with a focus on lifeguards, care program, and maintenance staff recruitment.
Provide staff professional development and training opportunities.
1 Provide professional development and training on hiring and interviewing processes for both supervisory and non-supervisory staff
2. Provide staff training to empower them to handle de-escalation and challenging customers in respectful ways.
3. Provide a minimum of 4 in-person training opportunities for staff on critical business operational processes and policies.
4. Achieve 100% staff participation in Customer Service training to support a consistent and highquality customer experience.
5. Create and execute 2 comprehensive in-service safety trainings for all Recreation Center staff.
6. Implement an Aquatic Aide training curriculum to incorporate foundational water safety and lifeguarding skills.
7 Provide staff training on brand guidelines
OBJECTIVE 6 (cont.)
Strengthen and improve internal communication and employee engagement.
KEY PERFORMANCE INDICATORS
Coordinate at least 2 meetings per year with the City Human Resources department to discuss recruitment strategies, job postings, and vacancies to improve internal communication regarding hiring.
Create a committee to increase uniformity across recreation centers through quarterly meetings and collaboration.
1 Hold a minimum of 4 meetings in FY 2025/2026
2 Include representation from all applicable sites
Strengthen team member engagement.
1. Ensure staff satisfaction in All Staff meetings and staff engagement/team-building programs through a satisfaction survey.
2. Expand and complete calendar of staff engagement events.
OBJECTIVE 7
Cultivate a strong departmental brand.
KEY PERFORMANCE INDICATORS
Add at least 4 new logos / wraps on activity buses and other equipment
Update the Marketing and Communications Plan
1. Update and implement brand guidelines. a. Publish and communicate brand guidelines internally, including branding toolkit, flyer templates, and guidelines for use of visual brand elements. Create a communications work team that includes employees and community representatives to perform a consistent annual review of communication techniques.
1 Engage with PULSE, Culture & Community, Leadership, and Management to develop nominations for work team.
2. Select work team.
3. Develop plan for communications review and platform for meeting annually.
4. Meet once in FY25-26.
OBJECTIVE 7 (cont.)
Cultivate a strong departmental brand.
KEY PERFORMANCE INDICATORS
Conduct annual focus groups with residents in high-priority equity investment areas to understand and respond to needs and concerns.
1. Engage with PULSE, Culture & Community, Leadership, and Management to develop nominations for focus group.
2. Select focus group.
3. Develop plan for listening session and addressing needs/concerns.
4 Meet once in FY25-26
5 Utilize focus group results to inform future budget requests
Develop a “Welcome to Bull City Parks and Recreation” guide for new residents.
1 Determine audience - who are “new residents” according to demographic data
2. Determine platform for guide based on audience.
3. Draft, translate, and publish informational guide.
OBJECTIVE 7 (cont.)
Cultivate a strong departmental brand.
KEY PERFORMANCE INDICATORS
Develop and execute year-round marketing campaigns that increase awareness of programs and services and support the recruitment of volunteers and staff for key operational and programmatic roles.
1 Coordinate at least 2 internal meetings per year to discuss, create, and implement marketing campaigns for each program unit and site
2. Create promotional materials that connect customers to Sliding Fee Scale information. a. Establish and publicize a Sliding Fee Scale guarantee date for summer camp.
3. Create and execute a marketing campaign to increase understanding of the City’s Special Event Processes.
4. Create and execute a marketing campaign to expand volunteer recruitment and recognition.
5. Create and execute a marketing campaign focused on lifeguard, care program, and maintenance staff recruitment.
6. Create and execute marketing campaigns focused on expanding program attendees for:
a. Specialized Recreation and Mature Adult programs and events.
b Aquatics programs
c Recreation Center programs and fitness centers
OBJECTIVE
Improve equitable economic impacts and operational efficiencies.
KEY PERFORMANCE INDICATORS
Develop and implement a Fairness First Action Plan.
Identify and implement strategies to improve Reservations customer experience and service delivery
1. Include information and acknowledgements for the customer through custom questions on the rental application
2 Update the descriptions of picnic shelters and add pictures
3 Add field dimensions on GIS maps so customers are informed of what type of field lining is available for their sports booking
Develop a plan for implementing Wi-Fi access at key parks and facilities prioritizing parks in close proximity to schools and in High-Priority Equity Areas.
Update and implement the Outdoor Facility in Parks Use and Allocation Policy.
Update and implement the Facility, Field and Fee Waiver Policy to align with the Outdoor Facility in Parks Use and Allocation Policy
KEY PERFORMANCE INDICATORS
OBJECTIVE 9 (cont.)
Provide safe, clean, accessible and welcoming parks, trails, and facilities.
KEY PERFORMANCE INDICATORS
Implement park beautification standards for park entrance points and litter management.
1. Create low maintenance, year-round attractive landscaped areas at 3 locations.
a. White Oak Park
b. Sherwood Park
c. C.R. Wood Park
2 Expand and improve existing landscaped entrances at 4 parks
a American Village Park
b. Old Farm Road Park
c. River Forest Park
d. West Point on the Eno Park
Install new park signage to increase inclusivity.
1. Install new rules signs at 7 parks at all primary and official secondary park entrances.
a. Bethesda Park
b. Lakeview Park
c Lyon Park
d Piney Wood Park
e. Valley Springs Park f. W.D. Hill Recreation Center g. Whippoorwill Park
KEY PERFORMANCE INDICATORS
Continue waste can replacement program system wide to be completed by 2030. 1. American Village Park
park visitors.
1. Complete Crime Prevention Through Environmental Design recommended projects at 14 locations
a. C.M. Herndon Park
b. Cook Road Park
c. Hillside Park
d. Indian Trail Park
e Lake MIchie
f Old Chapel Hill Road Park
g. Orchard Park
h. Piney Wood Park
i. Rockwood Park
j. Sherwood Park
k. Snow Hill Road Park
l Valley Springs Park
m Whippoorwill Park
n. West Point on the Eno Park
Identify funding, acquire, and install AEDs in 3 additional high-use parks, increasing total installations from 2 to 5
OBJECTIVE 9 (cont.)
Provide safe, clean, accessible and welcoming parks, trails, and facilities.
KEY PERFORMANCE INDICATORS
Partner with Durham Parks Foundation by identifying 18 parks and providing resources for the 2026 Mayor’s Corporate Challenge.
Establish a park ambassador pilot program to increase community investment in parks and improve safety
Complete evaluations of 20 DPR Playgrounds using the Tier System of Inclusive Play to inventory play opportunities for all abilities
Plan, construct, and improve parks, trails, land management, and facilities with a focus on social equity and universal access.
KEY PERFORMANCE INDICATORS
Begin or continue improvements at athletic courts and enhance lighting at 10 parks.
1. Cook Road Park
Road
5. Rock Quarry Park
Identify priority locations for acquisition for open space, park, and trail development as outlined in the City’s Open Space and Comprehensive Plans.
Facilitate planning and implementation for new and improved trails as outlined in the Trails and Greenways Master Plan.
1 Continue coordination of the Durham-Roxboro Trail Feasibility Study with partner agencies
2. Identify opportunities for trail development as part of park planning projects. 3. Continue coordination of current trail design efforts for
a. R. Kelly Bryant Bridge Trail
b. Durham Rail Trail & Gateway Park
4 Initiate design development for slope repair on American Tobacco Trail
OBJECTIVE 10 (cont.)
Plan, construct, and improve parks, trails, land management, and facilities with a focus on social equity and universal access.
KEY PERFORMANCE INDICATORS
Begin or continue planning and design process for 8 park improvement projects.
1. The Aquatics Center at Merrick-Moore Park:
a. Begin design development and public engagement process.
2. Long Meadow/East End Parks:
a. Begin design development and public engagement process.
3 West Point on the Eno accessibility improvements:
a Complete design and permitting documents, finalize bid package, award contract, and initiate construction.
4. C.R. Wood Park:
a. Complete design and permitting documents, finalize bid package, award contract, and initiate construction.
5 Duke Park:
a Initiate an RFQ/RFP, secure consultant contract for development of design, permits, and cost estimates of needed park improvements.
6. Cook Road Park:
a. Secure consultant to begin design development and public engagement process.
7. Cornwallis Road Park:
a Initiate an RFQ/RFP, secure consultant contract for the development of design, permits, and cost estimates of needed park improvements
8. W.D. Hill Recreation Center:
a. Complete design and permitting documents, finalize bid package, award contract, and initiate construction.
OBJECTIVE 10 (cont.)
Plan, construct, and improve parks, trails, land management, and facilities with a focus on social equity and universal access.
KEY PERFORMANCE INDICATORS
Begin or continue planning and design process for 6 playground projects.
1. Secure consultant contracts and begin design development at:
a. Cook Road Park
b. Merrick-Moore Phase II
c Morreene Road Park
d Rock Quarry Park
e. Unity Village Park
f. Weaver Street Recreation Center
F Y 2 0 2 5 / 2 0 2 6
BULL CITY PARKS AND RECREATION
W O R K P L A N
Recreation Advisory Commission
2025
Cedric Burke - Chair
Girija Mahajan
Mary Parsons
Gabrielle Rivero
Dale McKeel
Mike Johnston
Karthik Sundaramoorthy - Vice Chair
Carl Rist - City Council Representative