Raleigh Parks Plan Update

RALEIGH PARKS

Parks Plan Update

Bringing people to parks and parks to people.

ACKNOWLEDGMENTS

City Council

Mayor: Mary-Ann Baldwin

Mayor Pro Tem: Jonathan Melton

Mary Black

Corey Branch

Stormie D. Forte

Jane Harrison

Christina Jones

Megan Patton

Raleigh Parks Leadership Team

Stephen C. Bentley, Director

Silas Charles Craig III, Assistant Director

Adam Forman, Assistant Director

Giavonia Harris, Executive Management Coordinator

Kenneth Hisler, Assistant Director

Helene McCullough, Administrative Superintendent

Aundrea White, Equity and Strategic Initiatives Manager

Core Client Team

Shawsheen Baker, Capital Projects Superintendent

Emma Liles, Capital Project Manager

TJ McCourt, Planning Supervisor

Lauryn Kabrich, Park Planner

Jai Butts, Park Planner

Denise Saunders Warren, Recreation Program Director

Michael DaGrosa, Grounds Superintendent

Michael Gutenkunst, GIS Manager

Zach Jewell, Park Planning Specialist

Parks, Recreation and Greenway Advisory Board

Beverley S. Clark

Carol Ashcraft

Iain Burnett

Kate Dixon

Col. Robert Edgerton

Gregory Etheridge

Hugh Fuller

Jeff Havener

Douglas A. Johnston

Rashawn King

April Love

Shangwen Liu

Christopher Pereira

Kara A. Strang

Marsha Presnell-Jennette

Consultant Team

Agency Landscape + Planning

BerryDunn

McAdams

Toole Design Group

A special thank you to the many community members and City staff who contributed their time and ideas to the planning process and guided the Raleigh Parks Plan Update.

Chapter 3: Plan Process

Chapter

RALEIGH PARKS PLAN UPDATE PLAN SUMMARY

Why Does Raleigh Need a Parks Plan Update?

Raleigh is a city on the rise, and its parks, greenways, and cultural spaces must grow with it! This plan is a celebration of all that Raleigh Parks has achieved and a blueprint for an even brighter future. Over the past 10 years, Raleigh Parks has:

• Completed 91% of the 300+ action items established in the 2014 Parks System Plan.

• Expanded access to parks and places to play, especially in underserved areas.

• Grown the greenway network to protect natural resources and connect neighborhoods.

• Launched new programs for people of all ages and backgrounds.

Raleigh Parks has accomplished all of this even as the city continues to grow and welcome new residents. Raleigh is one of the fastest-growing cities in the country, and with that growth comes the need to ensure its parks continue to be vibrant, welcoming spaces for all. As the city continues to evolve, so must our approach to building and sustaining a world-class park system.

Planning Process

Over 16 months, starting in Spring 2023, the project team worked with the Raleigh community, staff, and partners to create a plan that reflects our shared vision for the future. The process had three key steps:

1. Listen and Learn: Gathered input from across the community.

2. Vision and Framework: Built a strong foundation for the goals.

3. Outcomes and Actions: Identified clear steps to achieve the vision.

This update isn’t just a refresh of the 2014 Parks System Plan—it affirms a commitment to equity, health, and inclusion in everything Raleigh Parks does!

HOW DID ENGAGEMENT INFORM THIS PLAN?

During this process, there were three big ways that community and staff engagement shaped this plan:

#1 Community Values focused on Health!

People who participated in this plan process shared that they value “healthy lifestyles” most in their park system, which is why this plan is focused on improving health outcomes across Raleigh Parks.

#2 Raleigh Parks, the organization, needs to be healthy too!

Over half of the ideas for future projects, policies, and programs were to better support Raleigh Parks staff, who work to make everyone’s experiences so special.

#3 Places for nature need to be balanced with places for play!

In public workshops and in surveys, people said they wanted more ways to be in nature and to ‘walk or ride a bike’. ‘Places for open play’ was also identified as a top priority. There are many policies, projects, and projects that want to provide places for both to happen, while also ensuring people of all ages feel safe and welcomed in their parks.

The Raleigh Parks Plan: A Vision Through Four Heath Lenses

VISION & PLAN STRUCTURE

The guiding vision of Raleigh Parks remains: “Bringing people to parks and parks to people.” This vision isn’t just about creating parks; it’s about creating connections—between people, nature, and the vibrant culture of Raleigh. The vision is supported by eight guiding principles.

HEALTH-FOCUSED FRAMEWORK

This plan is built around four key health lenses that reflect what the community values most in Raleigh’s parks. These lenses each represent a different perspective on the many ways that parks can improve the city, its communities, and everyone’s lives. Each lens includes several “outcomes”. These outcomes identify the desired result of the plan and its implementation.

PROJECTS, POLICIES, AND PROGRAMS

To guide implementation, each health lens has between nine and thirteen actions. These actions are organized into whether the action is a project (e.g., building a trail), policy (e.g., park facility reservation rules), or a program (e.g., expanding the number of in-park events).

Raleigh community and staff engagement

Nationwide best practices research

VISION

Bringing people to parks and parks to people.

EIGHT GUIDING PRINCIPLES

Connectivity and Access

Equity and Justice

Continuous Reinvestment

Collaboration and Coordination

Creativity and Innovation

Community and Belonging

Culture and History

Resilience and Stewardship

Check out how the vision and guiding principles relate to the health-focused framework and projects, policies and programs, above and on the next page.

HEALTH-FOCUSED FRAMEWORK

Four health lenses and fifteen health outcomes.

Individual Wellbeing

Physical Wellbeing

Access to play, exercise, and a healthy lifestyle

Mental Wellbeing

The ability to pursue emotional, psychological, and social wellbeing

Inclusion & Relevance

Reduced barriers and something for everybody

Belonging

A sense of community identity and belonging

Relationships

Strong relationships with communities

Development

Balanced growth and a robust local economy

Connectivity

Connections between people, places, and communities

Ecology

A sustainable, resilient, citywide ecological framework

Sites & Facilities

Best design, management, and operational practices in all sites and facilities

Stewardship

A community of active and passionate stewards

Protection

Sensitive habitats and corridors are protected

Support

Difference embraced and invested in, in all its forms

Cultivate

A workforce representative of the community

Innovate

A culture of innovation, creativity, and collaboration

Empower

A model parks and recreation agency committed to equity and effectiveness

Individual Wellbeing Park Experience

Raleigh-owned Parks

Other Open Space

Core Experience (10-min walk) Neighborhood Experience (5-min drive) Greenways

Individual Wellbeing

Parks are more than just physical spaces—they’re vital to our health and happiness! Access to the outdoors encourages physical activity, reduces chronic illness, and supports mental well-being. But it’s not enough just to have parks; we need to ensure everyone can enjoy them. That means breaking down barriers and welcoming everyone to the wide range of experiences Raleigh Parks offers.

The Individual Wellbeing lens includes three health outcomes: #1 #3 #2

PHYSICAL WELLBEING: Access to play, exercise, and a healthy lifestyle

MENTAL WELLBEING: The ability to pursue emotional, psychological, and social wellbeing

INCLUSION & RELEVANCE: Reduced barriers and something for everybody

Policies

Expand inclusive policies to support a full spectrum of users, including people who are neurodivergent, have visual impairments, physical disabilities, or language isolation.

Remove barriers for teen participation in programs and access to facilities.

Programs

Leverage partnerships and internal capacity to increase the number of free activities, programs, and events.

Strengthen Financial Assistance programs and funding to reduce barriers for households to participate in programs.

Identify mental health “hubs” - or distributed clusters of resources - throughout city, expanding the pilot mental health programming already provided at Dix Park.

Expand active adult program offerings and craft a marketing strategy to more effectively reach seniors who are unaware of program availability.

Expand drop-in and open play availability, especially for athletics or sports-related uses.

Create programs along greenway trails that better activate the greenway trails. Programs could include history, nature, or art-themed events that align with the Public Art Plan.

Projects

Inclusion & Relevance

Mental Wellbeing

Inclusion & Relevance

Inclusion & Relevance

Mental Wellbeing

Inclusion & Relevance

Physical Wellbeing

Physical Wellbeing

Expand shade citywide (trees/constructed shade) through the Street Tree Equity Project and through parks and facilities reinvestment projects. Mental Wellbeing

Expand offerings for wheeled resources for all ages. This could include all-ages recreation and education facilities like skate parks, Traffic Gardens, pump tracks, natural surface trails for mountain biking, and bike repair stations.

Strive for building amenities beyond ADA-accessibility and universal design.

Physical Wellbeing

Inclusion & Relevance

Community Cohesion Park Experience

Raleigh-owned Parks

Other Open Space

Core Experience (10-min walk)

Neighborhood Experience (5-min drive) Greenways

Community Cohesion

Raleigh’s parks are the heart of its neighborhoods, bringing people together and building strong communities. They reflect the unique character of each area while adapting to changes. Parks are where relationships are formed, cultures are celebrated, and communities grow stronger together.

The Community Cohesion lens includes four health outcomes: #1 #3 #2

BELONGING: A sense of community identity and belonging

RELATIONSHIPS: Strong relationships with communities

DEVELOPMENT: Balanced growth and a robust local economy

CONNECTIVITY: Connections between people, places, and communities #4

Action

Integrate arts and culture in projects and programs.

Revisit policies for volunteer work to strengthen and expand volunteerism and community park stewardship.

Partner across departments to identify and establish policies that incentivize the creation of publicly accessible parks and greenways as part of the land development process.

Programs

Partner to provide assistance to unhoused community members and persons experiencing mental health crises.

Translate Raleigh Planning Academy to a park-specific program that encourages community and department dialogue.

Expand community gardens, especially in neighborhoods with mixed use or high-density zoning or a food desert.

Expand the Welcome to Raleigh Parks program, providing a landing resource for newcomers to the city.

Provide revenue-generating services along greenways like food trucks and events that engage small and minority businesses.

Projects

Expand the Neighborhood & Community Connections Program through capital improvement as well as publicprivate partnerships.

Pilot marketing and communications programs with various workgroups to increase and inform relationships with the Raleigh community, especially those who do not participate in programs today.

Enhance design and programming to activate the greenway and ensure it is welcoming to all visitors.

Implement the next phases of the Dix Park Master Plan, and prioritize build-out of parks with multi-phase master plans.

Collaborate with other city departments and promote and incorporate greenway trails to support multimodal, active transportation.

Belonging

Relationships

Development

Relationships

Relationships

Belonging

Belonging

Development

Connectivity

Relationships

Connectivity

Development

Connectivity

Environmental Resilience Park Experience

Raleigh-owned Parks

Other Open Space

Core Experience (10-min walk)

Neighborhood Experience (5-min drive) Greenways

Environmental Resilience

Raleigh is a leader in environmental stewardship, and the park system is the backbone of the local ecosystem. The lands and waters Raleigh Parks manages are crucial in limiting flood risk, reducing temperatures, cleaning the air, and protecting wildlife. Parks and greenways are vital to the city’s resilience in the face of climate change and the biodiversity crisis, and Raleigh Parks is committed to preserving these natural spaces for future generations.

The Environmental Resilience lens includes four health outcomes:

#1

#3 #2

#4

ECOLOGY: A sustainable, resilient, citywide ecological framework

SITES & FACILITIES: Best design, management, and operational practices in all sites and facilities

STEWARDSHIP: A community of active and passionate stewards

PROTECTION: Sensitive habitats and corridors are protected

Action

Use existing standards or create a new Raleigh Parks green building standard for all capital improvement projects and develop guidelines for eco-friendly operations in all facilities.

Minimize environmental impacts, including to animal and plant habitats, for development and maintenance projects. Consider the tradeoffs to requiring the use of adaptive planting.

Increase use of Protected Natural Area designation (or create new designation/definition) to support consideration of sensitive species and habitats in planning and design.

Programs

Strengthen invasive species removal, especially in riparian corridors and in natural areas and parks with significant natural resources.

Expand environmental educational programs that provide climate change and sustainability curricula for youth and adults.

Projects

Expand natural areas and connected wildlife corridors through investments in existing Raleigh Parks properties, easements, and land acquisition opportunities.

Pilot green stormwater infrastructure (GSI) in parks with community centers and tie programming to those GSI investments.

Increase and actively steward Raleigh’s urban tree canopy through a combination of city-led efforts on public land as well as partnerships with community groups and private property owners.

Develop a City of Raleigh Natural Resources Strategic Plan that aligns with both the Comprehensive Plan and the Parks Plan Update and reflects external input.

Sites & Facilities

Sites & Facilities

Protection

Protection

Stewardship

Ecology

Sites & Facilities

Stewardship

Ecology

Organizational Commitment

To keep Raleigh Parks at the forefront, it must support and empower staff to be innovative, creative, and collaborative. Embracing diversity and fostering a culture of teamwork are key to Raleigh Parks’ success. By investing in its workforce, Raleigh Parks ensures that the parks system reflects and serves Raleigh’s diverse community effectively.

The Organizational Commitment lens includes four health outcomes:

SUPPORT: Difference embraced and invested in, in all of its forms

CULTIVATE: A workforce representative of the community

INNOVATE: A culture of innovation, creativity, and collaboration

EMPOWER: A model parks and recreation agency committed to equity and effectiveness

Prioritize existing operation and maintenance and Capital Improvement reinvestment.

Expand part-time employee inclusion through cross training, committee engagement, and initiatives.

Collaborate with staff to update the Department's values using the Parks Plan Update as a guide.

Update Raleigh Parks' code of ethics.

Programs

Create staff wellbeing programs for year-round support.

Expand sponsorship, partnership, and philanthropy opportunities, and fortify the department’s reputation so that Raleigh Parks is a partner of choice for external agencies.

Projects

Innovate

Cultivate

Support

Empower

Support

Empower

Achieve national accreditation (CAPRA) by upholding high standards in staff performance, customer service, and overall departmental excellence. Innovate

Implement the Raleigh Parks Programming Assessment. Empower

Develop a process for using data to drive equitable budgeting for capital investment in Raleigh parks. Innovate

CHAPTER 1 INTRODUCTION

Plan Update Purpose

The Raleigh Parks, Recreation and Cultural Resources Department (Raleigh Parks) undertakes strategic planning on a consistent and ongoing basis for a number of reasons. These include aligning with citywide planning and vision, providing high-level direction to all aspects of the department’s delivery of services, understanding the community’s needs, and keeping ahead of broader local and national trends. Raleigh Parks mission, Together we connect and enrich our community through exceptional experiences, ensures the department’s priorities are met. Adopted in May 2014, the City of Raleigh Parks, Recreation and Cultural Resources System Plan, a companion to the City of Raleigh 2030 Comprehensive Plan, provided this roadmap for a twenty-year timeframe.

In Spring 2023, Raleigh Parks launched an equity-focused update to the 2014 Parks System Plan. This update is not intended to be a comprehensive revision of the 2014 Parks System Plan. Rather, the update focuses specifically on the evaluation of and recommendations for the following topics:

• Equity in the Park System - a focused understanding of how the department can prioritize equity to dismantle the policies and systems that have created and sustained

existing inequities. This update reassessed policies, priorities, and recreation programs through the lens of social, health, and racial equity.

• User Fee Policy Study - a strategic evaluation of Raleigh Parks’ User Fee Policy. This update includes a gap analysis, specifically addressing changes in community needs, priorities, and expectations since 2014.

• Level-of-Service Data Analysis and Modeling - an assessment of the Level-of-Service modeling, including recommendations for establishing goals and standards in keeping with nationwide best practices.

• Implementation Plan Update and Progress Report - a report that identifies achievements and progress of the original, 2014 Parks System Plan, while also significantly streamlining and enhancing future actions within an equity lens.

Focused on these topics, the plan set out to achieve an updated vision and roadmap to implementation that reflects the needs of Raleigh’s current system, while still holding true to the 2014 Parks System Plan’s guiding principles and Raleigh Parks’ vision of Bringing people to parks and parks to people

HOW HAVE THINGS CHANGED SINCE THE 2014 PLAN?

In the decade since the adoption of the 2014 Parks System Plan, many changes have made it necessary to update the plan. These changes have affected both Raleigh Parks and the entire city.

The City’s Strategic Plan helps guide the types of investments Raleigh Parks should make across the city. New projects, programs, and policies have come from the progress made since the 2014 Parks System Plan and Comprehensive Plan. The city has bought land for future parks and greenways, put together pre-development assessment plans (PDAP), and funded bond referendums. Many park and greenway projects

are at different stages of completion. The focus is improving or reinvesting in parks, greenways, and cultural facilities. The COVID-19 pandemic also showed how important the park system is. The Parks Department adapted quickly to provide more frontline services.

Outside of Raleigh Parks, new challenges have emerged in the last decade that require a closer look at current services. Safety and public health have become top priorities due to the impact of COVID-19. A better understanding of racial inequities, the need for social justice, and concerns about “green gentrification” present a chance to improve policies and build public trust.

Advances in other city departments, like transit and housing, create opportunities for Raleigh Parks to grow in the short and long term.

How to Use this Document

This update is a stand-alone document with no reference materials. It updates and works alongside the 2014 Parks System Plan, sharing important information from that plan. This update is meant to guide decisions for the next five to ten years.

Along with the introduction, the second and third chapters—Existing System Snapshot and Plan Process—explain the current state of Raleigh Parks and how this update was created.

The Vision chapter lays out a plan for the entire park system, focusing on health in four areas: physical, social, environmental, and organizational. This chapter also includes "deep dives," which are brief explanations of assessments or policies developed during this update. Here, you can see the outcomes Raleigh Parks wants to achieve.

The last chapter, Implementation Plan Update, explains how the changes will happen. It includes the policies, programs, and projects that align with the health goals in the Vision. This section also includes tools like the equity matrix and level-of-service modeling to make sure results are fair and equal across the city. You can find information on the short-term and long-term changes expected from this update here.

At the end of the document, the Glossary of Terms and Appendices provide presentations, community feedback, and more detailed information.

VISION

Bringing people to parks and parks to people.

EIGHT GUIDING PRINCIPLES

Connectivity and Access

Equity and Justice

Continuous Reinvestment

Collaboration and Coordination

Nationwide best practices research Engagement of the Raleigh community and staff Individual Wellbeing

Physical Wellbeing

Mental Wellbeing

Inclusion & Relevance

Projects, Policies, and Programs

Organized by Heath Lens and tagged to the outcomes they each support.

Creativity and Innovation

Community and Belonging

Culture and History

Resilience and Stewardship

HEALTH-FOCUSED FRAMEWORK

Four health lenses and fifteen health outcomes.

CONTEXT FOR RALEIGH PARKS:

CHAPTER 1

Introduction (Pgs.18-25)

Describes the structure of the plan, what informed the plan, and how it should be used.

CHAPTER 2

Existing System Snapshot (Pgs. 26-43)

Summarizes the current state of Raleigh Parks, the parks system, and the Raleigh community.

CHAPTER 3

Plan Process (Pgs. 44-71)

Outlines the steps taken and key findings used to inform the plan update’s creation.

CHAPTER 4

Outlines the process for enacting change, structured by the four health lenses and organized into priority policies, programs, and projects. WHAT RALEIGH PARKS AIMS TO ACHIEVE:

Vision + Health Outcomes (Pg. 72-129)

Defines the four health lenses and fifteen health outcomes that the plan should achieve over the next five to ten years, as guided by the Raleigh community, Raleigh Parks staff, the guiding principles, and the 2014 Parks System Plan vision.

CHAPTER 5

Implementation Plan Update (Pg. 130-149)

CHAPTER 2

EXISTING SYSTEM SNAPSHOT

Parks System Snapshot

This chapter summarizes Raleigh’s current park system, including what it offers and how well it meets the community’s needs. It looks at the park system’s history through an equity lens, provides a snapshot of Raleigh’s community today, and highlights the achievements of the 2014 Parks System Plan. This understanding of the past, present, and future is the foundation for updating the Parks Plan.

Raleigh has a large and complex park system, with 10,055 acres of parks, greenways, open spaces, and different facilities. Over the past ten years, the city has worked to improve park access, focusing on providing parks that offer a variety of experiences.

EQUITABLE ACCESS TO EXPERIENCES

There are over one hundred different types of park experiences that everyone can enjoy in Raleigh Parks. Of those experiences, Raleigh Parks currently considers four core experiences which include:

• Walking or Riding a Bike

• Open Play (sports, fields, etc.)

• Playgrounds

• Gathering or Community Spaces

Raleigh’s parks are designed to meet the community’s needs, making sure everyone has access to a variety of park experiences close to where they live. Some park activities, like walking or meeting up with friends, are considered “core” experiences. More specialized activities, like swimming in a public pool, going to a skate park, or visiting an art center, are considered “citywide” experiences.

What counts as a “reasonable distance” to a park depends on the neighborhood, how people get around, and whether they have families, are older, or have a disability. That’s why Raleigh uses national standards to set goals for park access. Since Raleigh was mostly built for people driving cars, it can be harder to walk, bike, or use

Parks and Open Space

Existing Raleigh Parks

Other Public Open Space

Future Raleigh Parks Greenway Trails

transit to get to parks. The goal is for core park experiences to be within a half-mile, or a tenminute walk, of home. For citywide experiences, the distance can vary depending on what the park offers. For example, a 2018 study set a goal for dog parks to be within a ten-minute drive. In Chapter 5, the Reshaping Equitable Access section has more information on how Raleigh Parks is evaluating access to park experiences and improving ten-minute walking access to parks and greenways.

Raleigh’s park system is flexible, so it can change as the community’s needs change. In the past ten years, people spent more time indoors, which has led to physical and mental health challenges. During the COVID-19 pandemic, there was a huge increase in people using

greenways and programs to support health and wellness. Surveys and community feedback during the Parks Plan Update highlighted the importance of health and wellness programs. A majority of residents selected “Health and Wellness” as the most important value they would like to see drive future decision making. In response to these demands, Raleigh Parks has increased its Health and Wellness programs, and they are consistently the program category with the highest enrollment.1

As Raleigh Parks plans for the next five to ten years, changing community trends will shape park designs, the types of programs and activities offered, and the policies that are created.

1 Raleigh Parks Recreation Program Plan, 2024.

WHAT DOES RALEIGH PARKS OFFER?

Raleigh Parks offers hundreds of programs for all interests, ages, and abilities. Striving to be able to offer something for everyone, it regularly adapts programs to meet changing community needs. The programs that are offered make up some of the following categories:

• Active Adults

• Aquatics

• Arts

• Before and After School Care

• Camps/Summer Camps

• Cultural Events

• Cultural Outreach and Enrichment

• Dance

• Early Childhood

• English Language

• E-sports

• Fitness

• Gardening

• Gymnastics & Cheer

• Healthy Lifestyle

• Historic Resources and Museums

• Martial Arts/Self Defense

• Music Lessons

• Nature/Environmental Education

• Nutrition

• Outdoor Recreation

• Physical Activity

• Specialized Recreation

• Sports (Baseball, Basketball, Boxing, Cricket, Pickleball, Rip-a-Flag Rugby, Soccer, Tennis, Volleyball, etc.)

• STEM/STEAM (Science, Technology, Engineering, Math + Art)

• Wellness

Raleigh residents value the city’s recreation programs and activities. Arts courses and events are in high demand. New programs, including expanded arts options in Spanish, aim to meet this growing interest. Nature-based education and outdoor recreation programs are also popular with residents and visitors. Like many places across the country, the demand for outdoor activities in Raleigh has risen since the COVID-19 pandemic.

Raleigh Parks works to make its programs accessible to everyone. The Play It Forward program offers financial assistance to those who need it. Specialized Recreation and Inclusion Services (SRIS) provides programs for individuals with developmental or physical disabilities. Programs like Give Play, supported by the City of Oaks Foundation, help lower the cost of nature camps for youth. This makes sure everyone has the chance to participate. These programs help remove financial barriers and make it easier for under-resourced community members to stay active and healthy.

REVISITING RALEIGH’S PARK HISTORY

COMMON NARRATIVES

1792

Raleigh established on 1,000 acres acquired from Joel Lane. The original city plan included five public squares, including Moore and Nash Squares, as well as the street grid still recognized in downtown Raleigh today.

1840

The 2014 Parks System Plan highlights how parks have played a key role in Raleigh’s history and identity. The plan outlines Raleigh’s park history, showcasing milestones and achievements across five eras of development. Raleigh Parks continues to use parks to share historic resources, driven by the community’s desire to celebrate the city’s unique history. During the Parks Plan Update process, community members ranked “Culture & History” as one of their top values.

Work is completed on the Raleigh and Gaston Railroad, bringing a new decade of growth and development.

1887 Land was transferred to the City of Raleigh to establish Pullen Park, North Carolina’s first public park.

Early 1900s

As seen nationally, parks in Raleigh become places of relief from city life, with a focus on leisure and recreation.

1959

Raleigh’s Research Triangle Park is founded, set to become a model for research, innovation, and economic development in North Carolina.

Native settlement

Raleigh is home to several native communities and is located on the border of Tuscarora and Siouan territory.

1798

City Cemetery develops on four acres with graves segregated for Black and white residents.

LESSER KNOWN HISTORIES

Early 1800s

Moses Mordecai marries into the Lane family and acquires the 1785 home known today as the Mordecai House (now Mordecai Historic Park). Between 1820 and 1860, the Mordecai property grew, eventually becoming a sprawling plantation. Over time, more than 200 enslaved African Americans lived and labored on the land.

1865

The first Historically Black College in the South, Shaw University, is founded.

1.1 Timeline of common and lesser known histories of Raleigh’s Parks System.

1930s

Raleigh creates a separate Black Parks department prior to the opening of a “separate but equal” designated park for African Americans, John Chavis Memorial Park

1950s

Raleigh adds five white-only parks, totaling 100 acres, and one Blackonly park, totaling 7 acres. At this point, 93% of parks in Raleigh exist in white and affluent areas.

Photograph courtesy of the State Archives of North Carolina

Photograph courtesy of The News & Observer and the State Archives of North Carolina

Photograph courtesy of the Durham HeraldSun

Figure

1969

To honor these priorities, Raleigh’s Historic Resources and Museum Program team spotlighted many lesser-known stories from the city’s park history for the Parks Plan Update. The two timelines below show how these stories have shaped Raleigh’s parks. One timeline highlights

Raleigh publishes its open space plan for the coming decade, called “Raleigh, The Park With a City In It,” as Raleigh begins its greatest period of park development.

Maps courtesy of the 1968 Capital City Greenway report

2004 Raleigh publishes its Parks and Recreation Plan, which establishes new goals for the Park and Recreation Department.

well-known events, like the creation of the Pullen Park Carousel and the Raleigh Rose Garden. The other timeline reveals lesser-known stories, such as the city’s thirty-year history of racially segregated parks.

2009

The City of Raleigh adopts its 2030 Comprehensive Plan, providing guidance for the city’s services and development over the next two decades.

2012 City Council adopts Raleigh’s Comprehensive Public Participation and Park Master Planning Program.

2014

Raleigh Parks completes its Parks System Plan, serving as a guide for future parks, facilities, and programs.

2015 Dorothea Dix Park opens to the public!

1961 John Winters becomes the first African American to serve on City Council.

1969

Raleigh integrates the white and Black park systems.

Late 1970s

Raleigh begins a study of the park system, making reinvestment in South and East Raleigh a priority, with the goal of providing parks “within a service radius of one mile” from residents.

1980s

Despite progressive goals, 17 of the 38 new parks (821 acres) exist in neighborhoods with the highest income.

2000s

For the first time in the city’s history, Raleigh’s lowest income residents gain access to parks in line with national standards, gaining 393 acres of new park land.

TODAY!

Currently there are 10,055 acres of parks and open space in Raleigh’s park system. As work is undertaken to update the Parks System Plan, it becomes even more important to strive for equitable planning that serves all Raleigh residents.

Community Snapshot

In the last decade since the 2014 Parks System Plan, Raleigh Parks responded to a series of unanticipated local and national changes. The COVID-19 pandemic, in particular, dramatically impacted the ways in which communities interact with the outdoors, commute in cities, and use city services. The City experienced a significant rise in the number of employees working from home, with recent estimates from the American Community Survey showing a 380% increase in the number of remote workers within Raleigh since 2012.2

As Raleigh continues to become more dense, more people are choosing to live alone in smaller homes or apartments that might lack backyards or green spaces. Many people are delaying having children or choosing not to have children, as seen by the number of children under ten in the city dropping in the last ten years.3 The number of residents over the age of 65 is also growing, reflecting a national trend in the population. The United States is aging, with the number of people aged 65 and older growing almost five times faster than that of the total population.4

Both Raleigh and North Carolina also continue to welcome many newcomers, including continued growth in individuals with limited English proficiency (LEP) immigrating to the United States from other countries. Of the total number

of immigrants currently living in the state, about 31% of immigrants arrived to North Carolina after 2009. About half of the foreign-born population living in the state are from Latin America, such as Mexico and Honduras. Another 28% are from Asia, such as South Korea and China.5

Over 37,000 new people have moved to Raleigh since 2012,6 and it is projected that Raleigh’s population will continue to boom over the coming years. This number includes the tens of thousands of new students arriving each year, given Raleigh’s ten colleges and universities. The Raleigh metro area population is projected to grow almost 80% percent by 2060, making it the eleventh fastest growing of all 384 U.S. metro areas.7 This continued growth further reinforces Raleigh Parks’ role within the larger city. More than ever, a high-quality parks system driven by equity and dedicated to providing exceptional service is a key indicator of overall city health.

Raleigh Parks continues to incorporate trends in community demographics and preferences in future investments in the types of programs, parks and community facilities, and cultural and natural resources offered.

2 American Community Survey 2012-2022

3 US Census, 2020

4 Economic Innovation Group, 2024

5 North Carolina Office of State Budget and Management

6 American Community Survey 2012-2022

7 “Raleigh, NC Will be Among the Fastest Growing Cities by 2060”, 24/7 Wall St, 2022.

Recent Development

Built 2010-2020

Built since 2020

Raleigh’s Hispanic population more than tripled between 2000 and 2022, and its Asian population more than quadrupled.

Total Population Percent Change from 2011-2021 (ACS 5-yr estimates)

< -40%

-20% to -40%

-20% to 0%

0% to 20%

20% to 40%

> 40%

Insufficient data

MODELING PARKS SUPPLY

Raleigh’s Park System is based around a range of core and citywide experiences, which allows the City to be flexible and provide better service to the community. Raleigh Parks’ mission, Together we connect and enrich our community through exceptional experiences, reinforces how valuable a range of positive, accessible experiences is to the department and the community. Core experiences are used to measure how well the City is meeting its 10-Minute Walk® goal. Raleigh Parks has organized over one hundred types of experiences into four core experiences, but not all experiences fit within these categories. Part of this plan is including a fifth core experience focused on nature-based amenities and spaces. This model evaluates where various park experiences are in relationship to Raleigh residents and where there are gaps within communities to allocate investments that will bring these experiences to the people and neighborhoods that need them the most (as identified in the equity matrix). Through this process, the four original park experiences were expanded to respond to community desires for a greater connection to nature. The five core experiences are:

Walking or Riding a Bike: The types of amenities that are found in Raleigh parks and greenways that provide this experience include hiking trails, walking paths, and greenway trails.

Open Play: Amenities found in open play spaces include sports fields and unprogrammed lawn spaces.

Playgrounds: Play spaces that range in age and ability - from nature play to traditional play areas.

Gathering or Community Spaces: Parks that include pavilions and picnic tables that can support groups large and small fall within this category.

Nature Spaces: The newest core experience, evolved out of the Parks Plan Update, which includes trails, forested areas, and riparian corridors.

Gathering Space Experiences

Raleigh Park Greenway Ten-Minute Walk

Playground Experiences

Raleigh Park Greenway Ten-Minute Walk

Open Play Experiences

Raleigh Park Greenway

Ten-Minute Walk

Nature-Based Experiences

Raleigh Park Greenway

Ten Minute Walk

Walk and Bike Experiences

Raleigh Park Greenway

Ten-Minute Walk from Park or Greenway

Variety of Core Experiences

Access to Less Experiences

Access to More Experiences

Raleigh Park Greenway

What has been achieved since 2014?

The 2014 Parks System Plan has guided numerous projects and has elevated the role of parks, recreation programs, and facilities in enhancing the city’s quality of life. Raleigh’s population is growing and becoming more diverse, changing how people use parks, greenways, and facilities. Raleigh Parks is adapting to these needs while staying committed to its mission and the 2014 Parks System Plan. Selected examples of those accomplishments are summarized here, organized by the 2014 Parks System Plan subsystem chapters:

Parks

The 2014 Parks System Plan was completed alongside the approval of the 2014 bond referendum for parks projects, totaling $91.8 million. In 2022, Raleigh voters approved a $275 million bond referendum. The referendums were a public vote to authorize Raleigh Parks to issue bonds to finance specific park projects and initiatives. The Parks Bonds include projects that continue to provide the community with healthy park and recreation options for everyone to enjoy. The projects included as part of the 2022 bond referendum focus on heightened community priorities that have emerged as a result of the City’s focus on equity and the impacts of the COVID-19 pandemic.

In 2014, John Chavis Memorial Park completed a revised master plan. The Phase 1 implementation of the adopted master plan resulted in renovations to the park grounds and facilities, including a new 41,600-square-foot community center, splash pad, and playground. The 2022 bond referendum allocated funds to complete the implementation of Phase 2 of the adopted master plan, including a new aquatic center, Heritage Plaza improvement, expanded historic interpretive displays, and associated parking and stormwater investments.

Natural Environments

Planning and capital investments supported peak attendance to Raleigh’s three nature preserves, with over 243,000 visitors between 2020 and 2021. Programming has increased in response to increased interest in Raleigh’s natural environment, sustainability, and climate resilience.

Raleigh Parks continues to expand public access to natural spaces and environmental education with the implementation of natural resource management plans, the opening of Horseshoe Farm Nature Preserve and the Annie Louise Wilkerson, MD Education Center in 2015, and investments beyond its nature parks and preserves, like those in Lake Johnson’s Thomas G. Crowder Woodland Center in 2016 and Forest Ridge Park in 2017.

Athletics

Measures to improve parks and make them safer and more accessible have enabled the growth and enhancement of the City’s athletics programs and facility offerings.

Raleigh Parks was awarded the ‘Better Sports for Kids Quality Program Provider’ designation in 2018-2021, exceeding national standards for safety, quality, and evaluation in youth sports leagues.

Greenways

Raleigh’s extensive greenway system has continued to expand since the 2014 Parks System Plan with the help of the Capital Area Greenway (CAG) Master Plan, originally created in 1976 and most recently updated in 2022.

Completed in 2024, the Crabtree Creek West Trail Extension is the final piece of a continuous 14.6 mile trail that stretches across Raleigh, from Umstead State Park to the Neuse River Trail.

Programs & Services

Since 2014, the City’s allocation of programs, services, and events has adapted to meet the changing needs of residents and broader trends in recreation. Since 2014, Raleigh Parks has expanded programs that support more adult programming, senior activities, and general youth programs.

Beyond regular programming, the City has created various ways to connect Raleigh residents and visitors to relevant cultural trends and meaningful storytelling, with events like the Dreamville Festival and the Dix Park Inter-Tribal Pow Wow.

Arts

Many actions within the 2014 Parks System Plan identified strategic planning efforts that will enable the implementation of other longer term investments. The Raleigh Arts Plan and the Public Art Plan, completed in 2016 and 2022 respectively, identified gaps in storytelling, investment, and communications. These plans provided a roadmap to bolster investments in the arts citywide.

In 2016, the Raleigh City Council increased the Percent for Art program’s allocation from 0.5% to 1% of municipal construction funds for public art. Finally, in 2021, with the guidance of the Raleigh Arts Plan, the Pullen Arts Center re-opened. The Pullen Arts Center focuses on visual arts education and events, as well as classes in pottery, bookmaking, printmaking, painting, drawing, jewelry making, and more.

Historic Resources

In 2012, the City of Raleigh created the Historical Resources and Museum Program (HRM) to protect historic spaces and stories and to share them with the broader Raleigh community. The 2014 Parks System Plan signaled its inclusion in the long-term trajectory of the department and included recommendations which would enable the HRM team to achieve their goals. In 2018, HRM completed their own strategic plan to evaluate the operations and management of the program and make recommendations to strengthen the mission of the HRM Program and respond to the needs of the community.

Raleigh has digitized and published online the Historic Resources and Museums artifact collection. Through 2024, almost 30,000 objects are now published online! Many of Raleigh’s museum exhibits and educational programs are now hosted on the City’s website, making history more accessible for residents and visitors.

Growth Centers

In 2014, Raleigh was quickly growing, and ten years later, that trend has not changed. In alignment with the Comprehensive Plan, Raleigh Parks identified areas projected for growth as places to prioritize for future land acquisition, park reinvestment, and allocation of new park experiences. As Raleigh continues to grow and urbanize, this subsystem reinforced that parks and recreation facilities are an essential piece of the puzzle.

The redesign of Moore Square, completed in 2019, has helped catalyze new development in Raleigh’s historic downtown core. Projects like Fisher Street Park, completed in 2022, provide world-class park spaces alongside affordable housing in neighborhoods like East College Park.

ACTION PROGRESS FROM THE 2014 PLAN

The 2014 Parks System Plan established eight subsystems that cover the breadth of resources, facilities, and programs managed by Raleigh Parks. There were many successes in the implementation of this plan - notably, its clear structure which allowed each of the eight areas to be evaluated individually and for progress to be tracked consistently over the past ten years.

Raleigh Parks also accomplished many noteworthy actions that were not identified by the 2014 Parks System Plan. Notable achievements not included in the 2014 Parks System Plan include the Green Stormwater Infrastructure (GSI) Policy and Monitoring Pilot Program, which tracks the progress of Raleigh’s GSI projects. The Neighborhood and Community Connections (N&CC) Program was also introduced to identify and prioritize new walkable routes to parks and greenways. Additionally, the Penny Tax, a one-cent property tax increase, was implemented to support park system maintenance, among other initiatives.

In March 2024, Raleigh Parks met with staff representing each of the subsystems in order to confirm progress on the 2014 Parks System Plan’s action items. Staff identified completion status and top priority action items to consider in the Parks Plan Update. Based on this progress, the following takeaways emerged:

1. Nearly all top priority action items can be accomplished inside of the organization (seventy internally to Raleigh Parks, fifteen inter-departmentally).

2. Studies, plans, or assessments still make up the largest portion of top priority actions, at thirty percent of all actions.

3. Of all top priority action items, 79% are high or medium equity impact, and 75%of these

items are short-term actions that can be accomplished in the next five years.

4. Half of all top priority actions support the area focused on programs and services.

5. There is not currently a method within the 2014 Parks System Plan to capture actions taken that were not originally identified by the plan.

For more details about progress in the 2014 Parks System Plan actions, visit Appendix A.

ENVIRONMENTS

CHAPTER 3 PLAN PROCESS

Planning Process

The Parks Plan Update kicked off in April of 2023 as a sixteen-month process to plan for the next five to ten years of Raleigh Parks. The process was organized into three phases and set out to accomplish the following:

• Craft and deploy equitable public and stakeholder engagement

• Encourage broad collaboration with City leadership and staff

• Evaluate park access and share best practices focused on equitable outcomes

• Study and update user fees and policies

• Assess recreation programming

• Move from plan to action with an implementation plan update

• Share an update on the status of the 2014 Parks System Plan’s action items

The first phase of the planning process, Listen & Learn, focused on understanding the Raleigh Parks system and learning from staff about their experiences with existing policies, projects,

programs, and the system in general. The second phase, Vision & Framework, focused primarily on creating a shared vision and an updated plan framework focused through a health equity perspective. The third phase, Outcomes & Actions, outlined specific outcomes and actions that Raleigh Parks could work toward to achieve that shared vision grounded in health equity.

Throughout the Parks Plan Update process, Raleigh Parks staff and leadership played an important role. This involvement included sharing experiences of the system at the beginning of the project, many workshops with leadership that advanced plan milestones, staff-led actions progress meetings, and engagement pop-ups. It also included time spent actively building out future projects, policies, and programs to take on within the implementation plan. Raleigh Parks helped to create a plan that reflects this inclusion and input and will be critical to guiding the next five to ten years of parks, recreation, and programming that will benefit the city as a whole.

PHASE 1: LISTEN & LEARN

The Parks Plan Update was created as a team effort that involved Raleigh Parks leadership, staff, the Parks, Recreation, and Greenways Advisory Board (PRGAB), and the Raleigh community. Throughout the process, key meetings were held to move the plan forward, along with important opportunities for community input. In Phase 1, the focus was on gathering data from both local and national sources and looking at the current condition of the parks system.

Task 1: Equity in the Park System

The Parks Plan Update took a close look at Raleigh’s park system, focusing on fairness and equitable access for everyone. The team reviewed older plans and used this information to create new goals and guiding principles based on current community needs and

national trends. They studied a wide range of documents, policies, GIS data, and past research to understand the parks, recreation centers, and cultural resources in Raleigh.

The team combined goals from earlier plans and identified gaps on where more data was needed. They updated the Parks System Plan by including city policies adopted since 2014. The current state of Raleigh’s parks system was evaluated, and best practices for the Commission for Accreditation of Park and Recreation Agencies (CAPRA) accreditation were identified.

In this task, the team created an online interactive timeline using a program called ArcGIS StoryMap. This timeline shares the park system’s history more broadly than in past plans. This analysis highlighted ongoing efforts to address where access was lowest, forming the basis for recommendations to enhance equity. For more information about equity in the park system, head to the Equity-Centered Process section, on Page 62 of Chapter 3.

Task 2: Public and Stakeholder Engagement

At the start of the process, the Parks Plan Update looked at how Raleigh was already engaging with the community. Then the team created a new engagement plan to make sure everyone could participate fairly. This plan included focused conversations, pop-up events, community-wide workshops, online engagement, newsletters, and surveys. For more information on what was learned and how it helped shape the Parks Plan Update, see the next few pages. A full summary of staff and community engagement are available in Appendix B.

Task 3: Raleigh Parks Programming Assessment

The Parks Plan Update looked at how Raleigh manages its services and fees, comparing them to the best practices across the country. It found ways to collect and use feedback from park users to make programs better. A gap analysis examined how the community’s needs and expectations have changed since 2014 and checked how well current programs meet those needs.

The team suggested ways to improve outreach to different communities, offer more enrichment programs, and create more learning opportunities. These results were shared with city leaders, leading to ideas for making the system fairer, boosting program participation, and improving communication and how things are run. For more information about the Programming Assessment, go to the Deep Dive in Chapter 4.

Task 4: User Fee Policy

The Parks Plan Update looked at Raleigh Parks’ current fees, how the city recovers costs, and special events to make sure they fit with the department’s financial and fairness goals. A cost analysis helped create a plan to balance costs and make services more affordable for everyone.

Workshops and focus groups with staff provided useful ideas for managing programs. Suggestions were made to improve financial aid programs so everyone can have fair access to recreation services. The city also looked at what other cities are doing to create fair fees for special events. Feedback from Raleigh Parks staff and the community was used to make improve the plan. For more details on the User Fee Policy, check out the Deep Dive in Chapter 4.

PHASE 2: VISION & FRAMEWORK

At the end of the first phase, everything the team learned from each task and from community feedback were combined into three plan options. After doing visioning exercises to improve Raleigh Parks’ core experiences and access to those experiences, the options were narrowed down to one plan. This final plan focuses on health, wellbeing, and social connections, as well as organizational and environmental health.

Task 5: Level-of-Service Data Analysis & Modeling

The Parks Plan Update reviewed Raleigh’s current services and suggested changes to better meet the community’s many needs. The Park Access and Social Equity models were summarized, and ideas were shared to help achieve community goals. The city also reviewed its ParkScore and ParkServe rankings from the Trust for Public Land, offering ideas to improve these scores through targeted changes.

Data and research on equity were studied, leading to ideas for including things like demographics, environment, health, and fairness in future policy and project planning. A plan was

made to help guide the funding and prioritizing of future projects. These suggestions were shared with city leaders to make sure they match the city’s overall goals.

As part of the process, pop-up engagement was held at community centers to get feedback from residents on park access. People were asked how far they would be willing to travel to visit parks for different experiences. For more information on the engagement, see Appendix B.

PHASE 3: OUTCOMES & ACTIONS

With the plan framework as a guide, a series of outcomes were developed to transition from planning to action. The actions associated with each outcome were organized into policies, programs, and projects.

Task 6: Implementation Plan Update and Progress Report

A draft report shared a series of health-focused goals and actions. This report was shared with community members, Raleigh Parks staff, and the PRGAB. For more information about the implementation plan, go to Chapter 5.

ENGAGEMENT GOALS

As part of Phase 1, the Parks Plan Update identified a series of goals for public outreach and engagement. These goals included the following:

Reach Underserved Groups

Make special efforts to engage historically underserved communities in the city, such as:

• Low-income families

• Individuals with disabilities

• Residents with limited English proficiency

• Black, Indigenous, and People of Color (BIPOC) residents

• Local youth

• Residents who are unfamiliar with park system offerings

Promote an Inclusive and Accessible Process

Ensure a broad representation of both communities who currently enjoy Raleigh’s parks, recreation, and cultural resources and communities who could in the future.

Encourage Education and Inspiration

Provide opportunities for open dialogue and mutual learning, and encourage participants to ask questions about problems and challenges and explore solutions. Promote a greater understanding of the overall planning process and the Raleigh parks system.

Co-create a Vision for an Equitable Parks System

Work alongside community members to develop a framework for equitable future park investment and development.

Grow Stewardship

Build a community of civically engaged residents for the long-term success of the Raleigh Parks system.

Keep It Fun!

Make participation in the engagement process an enjoyable activity for a wide range of ages and abilities.

Raleigh Plan de Parques

B I NGO B I NGO

ENGAGEMENT APPROACH

Three community engagement milestones defined the planning process. The first engagement milestone invited community members to share their experiences, identified community priorities, and asked participants to express what values should guide decision making. The second engagement milestone set out to understand key needs and barriers, as well as determining how far people are willing to travel to parks and specific experiences, to envision a more equitable and accessible system. The third engagement milestone focused on receiving feedback on the updated draft plan framework and proposed goals.

Each of these milestones outlined specific objectives resulting from engagement. The engagement was driven by: (1) identifying key questions to inform the plan, (2) creating thoughtful methods for how questions were posed to participants, and (3) forecasting what outcomes were desired that would enable the planning process to move forward. Each milestone engagement was designed to:

• Track who is engaged and who is missing in the plan effort.

• Inform the Raleigh community about the role of Raleigh Parks and the process, function, and impact of long-term planning for Raleigh’s parks, centers, trails, and resources.

• Solicit Feedback to confirm community needs, barriers, and aspirations against those identified in the 2014 Parks System Plan, and learn from new voices - especially youth and people who typically do not participate in these processes.

ENGAGEMENT TACTICS

Throughout the Parks Plan Update engagement process, engagement opportunities captured a holistic picture of community needs and aimed to lower barriers to participation. Concurrently, coordinated topic-specific meetings with key stakeholders and Raleigh Parks staff offered insights on how to better understand existing challenges and potential opportunities regarding implementation.

Listening Sessions

Four listening sessions were held in Summer 2023 to invite staff from all levels of the department to discuss operational barriers, departmental successes, and aspirations for the next ten years of Raleigh Parks. These Listening Sessions were also used to introduce the planning process to Raleigh Parks staff.

Pop-ups & Tabling Activities

Throughout the planning process, Raleigh Parks hosted nineteen staffed and unstaffed pop-ups at various community centers and events across the city. These pop-ups aimed to inform community members of the ongoing process and to receive feedback on community values to guide future decisions. The pop-ups provided a valuable opportunity to meet people where they are, share information regarding Raleigh’s many programs and services with those who may not be as familiar, and to promote future engagement opportunities.

Community-Wide Workshops

Two community-wide workshops were held at John Chavis Memorial Park in September of 2023. Each meeting consisted of an open-house format with multiple interactive activities for: 1) learning more about Raleigh Parks and the Parks Plan Update planning process, and 2) giving feedback on priorities and values that should drive the plan’s decision making. These stations aimed to facilitate both high-level input and deeper one-on-one conversations.

Plan Website

The City of Raleigh regularly utilizes a platform called Engage Raleigh (PublicInput) as a form of accessible engagement for residents. During the Parks Plan Update process, the project team used this platform to post regular updates, provide contact information, and share interactive activities and surveys for residents to provide feedback.

Focused Conversations

In the Spring of 2024, a total of eight focused conversations were held with relevant external stakeholders, neighborhood leaders, and internal department leads to identify possible future priorities for Raleigh Parks. These meetings drew from previous topic areas that were used in the 2014 Parks System Plan, including arts and culture, cultural and historic resources, parks, recreation, environment, greenways, mobility/connectivity, and growth centers.

Questionnaires/Surveys

The Parks Plan Update used inperson surveys at ten community centers across Raleigh, as well as online surveys, shared via email blasts, newsletters, and social media, to identify patterns and needs from a sample of current and potential users of Raleigh’s current park system. A total of 399 participants submitted responses over the course of three online surveys. The overall goal of the surveys was to achieve a high level of participation in the Raleigh Parks Plan Update planning process. Although the survey data was not intended to be statistically valid, due to the random nature of the survey distribution, conclusions could still be drawn from summarized results.

2,028 PARTICIPANTS

Planning Context

Throughout the Parks Plan Update process, Raleigh worked to align the parks department’s goals with other City and regional plans. This coordination is key to ensuring that Raleigh Parks’ vision for the future fits with the broader goals of the City. By connecting the Parks Plan with other City and County documents, Raleigh can create parks and facilities that meet the City’s long-term vision.

While not all plans directly focus on parks, recreation, and cultural resources, many of their goals require support from other City departments and outside agencies. As Raleigh grows, it’s important for city plans to work together on key issues like preserving natural spaces, developing housing alongside parks, improving transportation options, and building green infrastructure like stormwater systems.

As Raleigh Parks continues to expand its services, working closely with City and regional plans will help make a bigger impact on the community. Raleigh Parks recognizes the importance of parks in improving residents’ lives and is committed to providing high-quality park experiences to all neighborhoods across the city.

More details about the City and County plans that shaped the Parks Plan Update can be found in the following pages.

The Raleigh Parks System Plan (2014)

The 2014 Raleigh Parks System Plan shaped the direction, development, and delivery of the City’s parks, recreation, and cultural resource facilities and services over the next twenty years. The plan identified the top ten community priorities and seven guiding principles. The plan actions were communicated through eight topical chapters with twenty-five total goals. The eight topical chapters attempted to categorize what Raleigh Parks provides: Parks, Natural Environments, Greenways, Athletics, Programs and Services, Arts, Historic Resources, and Growth Centers.

Relevant Recommendations:

• Develop high-quality parks available within walking distance of homes and places of employment.

• Identify and address needs for high-quality park facilities and programs.

• Continue to protect, enhance, and expand natural environment areas while continuing to provide appropriate public access and use.

• Provide access to outdoor recreation and adventure opportunities throughout the city.

• Improve connectivity and enhance quality to greenway corridors and trails.

• Provide athletic venues and programs for every resident to maintain a healthy lifestyle.

• Improve outreach and foster a welcoming multicultural environment.

• Provide inclusive spaces, facilities, and programs that are accessible to all residents regardless of ability, age, or economic status.

• Make art more accessible to residents and support innovative arts through traditional and non-traditional venues and partnerships.

• Support historic resource preservation, protection, and acquisition, and attract more use and visitation of historic resources.

• Provide adequate park and open spaces within urbanizing areas of the City.

The Capital Area Greenway Master Plan Update (2022)

The 2022 Capital Area Greenway (CAG) Master Plan Update develops strategies to refine the vision for the CAG Program. The plan provides guidance for policies, projects, and programs, that address the environmental, recreational, and transportation needs of the community.

Relevant Recommendations:

• Expand the trail user data collection program and supplement data counters with in-person, mailed, and online surveys.

• Continue to improve trail connectivity to jurisdictions neighboring the City of Raleigh.

• Add bike share stations at key trail access points and trailheads.

• Establish and grow industry, economic development, and tourism partners.

• Evaluate active transportation, recreation, and open space preservation needs.

• Prioritize reinvestment for existing trails, while strategically building new trails.

• Extend operational hours to support active transportation uses of the trail network.

• Prioritize trail user safety and evaluate trail planning and designs that enhance safety.

• Continue to promote trail safety education, awareness, and outreach.

• Explore a range of operating and capital funding sources to support the growing needs and public expectations of the CAG System.

• Integrate new trail development as part of private development and research standards to encourage trail-oriented development.

• Encourage opportunities for public art along the CAG System.

Alignment with the broader vision for the CAG will expand bike and pedestrian connections within the city, increase the environmental protections of Raleigh’s green corridors, and improve the health and wellness of neighboring communities.

The Bike Raleigh Plan Update (2016)

The 2009 Bike Raleigh Plan was created to improve Raleigh’s bike paths and make biking safer and easier for everyone. It included ideas for new bike lanes, programs, and rules to help expand the city’s bikeway system. In 2016, the plan was updated to keep working on those goals and create a long-term vision for biking in the city. The main idea from community meetings was that people of all ages and abilities should be able to bike comfortably and safely. The 2016 update, revised in 2020, showed progress on projects and suggested new changes to improve biking in Raleigh.

Relevant Recommendations:

• Incorporate capital projects in the design and construction pipeline.

• Complete missing spine route connections on neighborhood sections.

• Add an existing sidepath rehabilitation and upgrade element.

• Align future park and greenway development with bike and pedestrian infrastructure to expand the opportunities for safe and comfortable non-car connections from neighborhoods to new parks and greenways.

Community Survey

(2016, 2018, 2020, 2022)

Every two years, the City commissions a community survey to gather information about how satisfied the Raleigh community is with a range of issues impacting their quality of life within Raleigh. The purpose of these periodic surveys is to help the City gather input from the community on a wide range of issues impacting the overall quality of life, to measure progress toward responding to community needs, and refine departmental priorities for future investments. While these surveys identified that residents are highly satisfied with the quality of the City’s parks and greenways, some residents noted feeling unsafe when using parks and greenways.

Ensuring a strong sense of safety for all who visit Raleigh’s parks and greenways will play a vital role in creating welcoming and accessible spaces for all in the community.

The Wake County Greenway System Plan (2017)

The Wake County Greenway System Plan focuses on establishing and improving greenway trail connections inside of Wake County.

Relevant Goals:

• Improve access to outdoor recreation for health and wellness.

• Increase connectivity for multi-modal transportation.

• Support economic development and capitalize on trail-based tourism.

• Protect waterways, wildlife habitat, and natural areas along greenways.

As Raleigh Parks continues to expand greenway access across the city, it is important that all new developments advance these goals.

Historic Resources & Museum Program Strategic Plan (2018)

The Historic Resources and Museum (HRM) Program Strategic Plan assessed the operations and management of the HRM Program and identified ways to expand operations, effectively steward the city’s historic resources, grow and diversify the audiences the program reaches, and innovate in methods of interpretation and organizational governance.

Raleigh Arts Plan (2016)

The Creative Life vision focuses on the cultural interests of Raleigh’s residents. The plan laid out a a vision and ten-year blueprint for its cultural future. It is result of a yearlong process of community dialogue, research and refinement, involving more than 4,000 citizens from throughout the city’s many communities. The plan emphasizes coordination across all City departments to include arts, culture and creativity as essential strategies for assuring fulfilled lives for all.

The City of Raleigh Dog Park Study (2018)

The City of Raleigh Dog Park Study looks at the growing need for dog-friendly parks in the city and makes a long-term plan for creating and taking care of these spaces. This plan follows the recommendations from the 2014 Parks System Plan. It points out that both Raleigh’s expanding outer areas and the busy, crowded downtown need dog parks. The plan also focuses on three main things when thinking about future needs: public interest and community support, having enough suitable land, and the demand for dog parks. This helps Raleigh Parks plan where to add new dog parks in the future.

City of Raleigh Data Book (2019 and 2020)

The City of Raleigh Data Book is updated yearly and includes demographic and household trends, allocation of land use and zoning, economic development indicators, and transportation, public utility, and environmental resource summaries.

The 2030 Raleigh Comprehensive Plan Update (2019)

The 2030 Comprehensive Plan (adopted in 2009) and the 2019 Update seeks to prepare and respond to Raleigh’s twenty-first-century changes. The plan sets long-term visions and goals, provides policy guidance for growth and development, and contains action items for the City to achieve. The Plan contains six themes, which include Economic Prosperity and Equity, Expanding Housing Choice, Managing City Growth, Coordinating Land Use and Transportation, Sustainable Development, and Growing Successful Neighborhoods and Communities. The City of Raleigh then develops strategic plans based on the plan, which include

metrics and strategies for implementation within a five year timeline. Through the creation of citywide land use and environmental protections, the City empowers Raleigh Parks to continue creating high-quality parks and greenways.

Relevant Recommendations:

• Maintain and renovate existing parks and recreation facilities to meet current demographic needs and national trends.

• Acquire adequate land for future park development prioritizing underserved areas.

• Develop recreational facilities offering a wide variety of experiences in close proximity to all residents, equitably distributed throughout the city.

• Provide better interconnectivity between the parks, greenways, and open space system locally and regionally.

• Provide best practice management and stewardship of Raleigh’s natural resources, park lands, and open spaces.

• Integrate the parks and recreation system into a broader context of green infrastructure to maximize ecosystem conservation.

Fiscal Year 2021-2025

Strategic Plan (2020)

The 2021-2025 Strategic Plan looks to build a stable platform of evolving services for the community through which positive and sustainable growth are championed and visionary ideas are realized for all. The plan turns visions and goals from the larger 2030 Comprehensive Plan into actionable strategies and metrics for the next five years.

Relevant Strategies:

• Utilize parks, green spaces, and recreation facilities as cultural hubs, gathering spaces, and neighborhood resource centers to foster connection, creativity, and economic development.

• Identify opportunities to refine and enhance policies and programs that protect and improve environmental resources to include

the tree canopy, open space, and plant management policies and practices.

• Complete, adopt, and implement the Capital Area Greenway Master Plan to support a balance of environmental, multi-modal transportation, and recreational uses.

The Wake County Transit Plan Update

(2021)

As Wake County’s population grows rapidly, the existing transit infrastructure must grow and adapt to meet the future needs of the region. The Wake County Transit Plan created strategies to diversify the region’s transportation investments, increase travel opportunities to destinations, and improve the overall quality and mobility of its residents. Alignment with the Wake County Transit Plan helps Raleigh Parks plan proactively for new active transportation networks and parks that could be coordinated with transitoriented development.

Community Climate Action Plan (2021)

The Raleigh Community Climate Action Plan (CCAP) was the city’s first climate plan and was released in 2021, with implementation reports released on a yearly basis to track success toward the action plan’s goals. The CCAP recommendations include goals and strategies to invest in cleaner transportation, renewables, and energy efficiency and create a more equitable, healthy, just, accessible, walkable, and resilient community.

Capital Improvement Maintenance Study (2023)

The Capital Improvement Maintenance Study includes an assessment of current and ongoing capital maintenance across Raleigh Parks, identifying gaps and process improvements with City staff and stakeholders. It also includes a prioritization matrix based on stakeholder input and organizational values to guide future decisions. This matrix is used to create five-year and ten-year Capital Improvement Plan (CIP) Maintenance Plans.

Green Stormwater Infrastructure Evaluation Policy (2023)

The City’s Green Stormwater Infrastructure (GSI) Evaluation Policy requires the evaluation of GSI on all City-led projects and promotes the installation of various types of GSI improvements to reduce stormwater runoff, improve water quality, and provide ecological benefits.

Summary & Key Findings

Across the many forms of engagement, the Parks Plan Update reached more than 3,000+ people across the City, both internal to Raleigh Parks and across the Raleigh community. Based on interactions with community members, stakeholders, staff, and leadership, a better understanding of the community’s diverse needs and priorities became clear. These findings helped guide the plan’s health framework, outcomes, and recommendations to ensure a final plan that lowers barriers to park access and empowers Raleigh Parks to create equitable parks, facilities, and programs for all. While engagement findings are not based on statistically valid data, engagement efforts did succeed in reaching a diverse range of residents across the various strategies. These community priorities are aligned with the Parks Plan Update’s Vision and Health Framework outlined in the following chapter, and accomplished the following:

1. A confirmed vision

2. Refined guiding principles

3. A revised framework

MILESTONE #1 LISTEN & LEARN THEMES

Raleigh should embrace and amplify healthy, vibrant communities.

Activities and conversations centered on the role of Raleigh Parks in healthy lifestyles that can adapt to a growing and aging community.

Connectivity and access remain a priority.

Residents continue to desire comfortable, accessible, and safe ways to get around without a car.

Parks should consistently feel safe and cared for.

Many participants highlighted opportunities to make parks and greenways feel safer and more welcoming. Community members expressed a desire for existing parks to be updated to be more equitable and inclusive.

Awareness and variety should be expanded in park experiences.

Community members shared a range of priorities for future investments in what their parks and facilities offer - from more English language classes, to more complete telling of the City’s history, to more activities for older adults and teens, to expanded aquatics programs and water access.

MILESTONE #2

VISION & FRAMEWORK THEMES

There was consensus across focused conversations related to the following topics:

Parks are critical infrastructure.

Most conversations acknowledged the outsized impacts of city parks, programs, and Raleigh Parks in the lives of the Raleigh community.

A desire for clear, regular dialogue.

Continued requests for “more” (partnerships, resources, capital investments) but also an acknowledgment that there is a fine line “between collaboration and advocacy.”

An opportunity to make space for “safe.”

Safety in parks and greenways came up across conversations as something that is front of mind across the Raleigh community.

A willingness to travel for special experiences.

Community members shared that they would be willing to travel longer distances to access dog parks, aquatics, and larger events. In contrast, teens expressed a desire for more relevant amenities closer to home.

MILESTONE #3 OUTCOMES & ACTIONS THEMES

In this phase, Raleigh Parks shared the draft plan framework and focus on health outcomes. Raleigh Parks posted informational boards and shared questions about the health outcomes to identify ideas for the plan’s direction. The following topics rose to the top of both staff and community engagement:

Prioritize investments in the protection of natural resources and nature-based programs.

Residents and staff recognize the role of trees, critical habitats, and natural resources in supporting their health and the health and resilience of the city.

Staff are one of the City’s greatest asset. Staff are Raleigh Parks greatest resource, and this plan can facilitate strategic planning to ensure staff also have the resources they need to do their best work.

Access and connectivity should be centered on Raleigh’s varied needs. There is abundant support to grow the greenway system and make it more of a destination, with opportunities for public art, events, food trucks, and other amenities.

EquityCentered Process

Even before the 2014 Parks System Plan was crafted, it was Raleigh’s vision to provide everyone with meaningful access to high-quality experiences that meet their recreation and health needs. Ribbon cuttings for new facilities, greenways, and parks are always exciting moments to celebrate investments in Raleigh’s community. However, to ensure these spaces remain valuable community assets, they require adequate maintenance budgets, continuous updates, and a strong connection with residents.

To ensure that the Parks Plan Update centered equity in its structure and outcomes, this process looked to guidance from well-respected organizations leading equity research and advocacy, best practices from other communities across the country, conversations with Raleigh staff and community members, and a review of Raleigh’s own history and policies, to make better investments in park access.

EQUITY IN PARKS AND RECREATION

Two national organizations have been instrumental in defining what equity means in park and recreation. Trust for Public Land (TPL) and National Recreation and Park Association (NRPA) have developed equity driven approaches to expanding access to parks and recreation services, briefly described in the following paragraphs.

Trust for Public Land believes that access to the outdoors is a fundamental human right, and that communities are stronger, healthier, resilient, and more connected when everyone can get outside and engage with nature. Yet, 1 in 3 people in the United States – 100 million people, including 28 million children – do not have access to a park within a 10-minute walk of home. Beyond access,

TPL views park equity holistically, comprised of factors such as quality, condition, and meeting of community needs. In 2021, TPL included an initial set of equity measures in its annual ParkScore Index, measuring the distribution of parks and park space within a city by race and income. These measures of distributional equity largely reflect the historical legacies of discriminatory policies that have resulted in troubling national patterns we see today. For example, residents of neighborhoods of color have, on average, 44% less park space per person than residents in predominantly white neighborhoods. TPL works through highly collaborative processes, including with the City of Raleigh, to close the outdoor and park equity gaps in the U.S., via a wide range of activities – from on-the-ground parks and land protection efforts, to policy, planning, and funding work, to research, trainings, and other forms of technical and capacity-building assistance. All of this work is driven by the organization’s commitments to health, climate,

Who are the national leaders in Parks and Recreation research?

The Trust for Public Land (TPL) believes everyone should have access to the outdoors. TPL is a national non-profit that has worked for over 50 years with communities across the country to champion land protection, park development, planning, funding, and advocacy. With commitments to health, climate, community, and equity, TPL helps communities create and protect places that bring us outside—parks, trails, community schoolyards, and public lands—and make them available and welcoming to all. TPL is dedicated to ensuring that every person, in every community, has access to safe, free, quality outdoor space to connect with nature and other people.

The National Recreation and Park Association (NRPA) is a group that supports parks and recreation programs across the U.S. The NRPA helps communities by promoting healthy activities, protecting green spaces, and providing resources for Park and Recreation agencies to improve their operations, capital investments, and quality of their programs and facilities.

community, and equity. Community is always centered in these efforts, through partnership with historically and economically marginalized communities to ensure their voices lead the way in expanding access to parks and public lands.

The NRPA starts by identifying where equity can have the most impact. The organization defines equity in parks and recreation by starting with race, acknowledging that racial inequities persist in every system across the country, including parks and recreation. This approach is underpinned by a commitment to continuous learning, growth, and collaboration. The NRPA

emphasizes the importance of examining organizational practices to identify and address inequitable systems and exclusionary practices, ensuring accountability for taking action. Additionally, equity is defined by expanding park access, ensuring fair distribution, proximity, and connectivity to quality parks, green spaces, and recreation facilities. The NRPA aims to provide programming that is safe, inclusive, culturally relevant, and welcoming to everyone.

RALEIGH’S RELATIONSHIP WITH EQUITY

The City of Raleigh is committed to building a fair and inclusive community for everyone. Achieving racial equity means addressing policies and systems that have negatively impacted Black, Indigenous, and People of Color (BIPOC) community members and working on policies that correct these historic inequalities, improving the quality of life for all residents. Because of past discriminatory practices in parks, planning, and development, not everyone has had fair access to parks, trails, community centers, and programs that help people live healthier lives. This is part of a larger history, including the taking of Indigenous lands and the segregation of parks based on race, that has harmed BIPOC communities in Raleigh.

Raleigh Parks has been focusing on equity in its recent decisions and investments, and the Parks Plan Update continues this effort. The plan centers on equity, using community engagement to share the history of Raleigh Parks, understand current barriers to access, assess changing needs, and create a vision for an equitable park system where everyone can enjoy quality parks and green spaces. For more information about how Raleigh is evolving its approach to equityinformed investments, go to Chapter 5.

Denver, CO

Los Angeles, CA

San Diego, CA

Minneapolis, MN*

Raleigh, NC

Mecklenburg County, NC

Charleston, SC

Austin, TX

COMMUNITY BEST PRACTICES

To learn how other cities are addressing equity in their park and recreation investments, the Parks Plan Update looked at seven peer cities with similar racial and socioeconomic makeups to Raleigh (listed on the next page). Of these, three cities had clear equity-focused park plans and prioritized investments in social and racial equity. These best practices show different ways to ensure that all communities have access

to quality parks that improve public health, strengthen social connections, and support environmental sustainability. Each city uses data-driven decisions and allocates resources to prioritize underserved areas. While these cities differ in growth patterns, climates, and social challenges, their responses to equity needs have been inspiring and helped shape the Parks Plan Update’s structure and approach.

* NRPA Gold Medal Finalists & Winners (2020-2023)

Map of Peer Communities

City and County of Los Angeles

The Park Proud LA Strategic Plan and Los Angeles Comprehensive Parks and Recreation Needs Assessment

Home to approximately 3.9 million people, Los Angeles boasts one of the largest and most comprehensive parks systems in the country. The system encompasses approximately 16,000 acres of parkland and has an annual budget of around $300 million per year.

In March 2015, the Los Angeles County Board of Supervisors launched the Countywide Comprehensive Parks and Recreation Needs Assessment. This groundbreaking initiative documented existing parks and facilities across all communities, using data to identify areas of

need. The assessment guides local officials, park agencies, and residents in ensuring equitable park access. With Proposition A funding expiring in 2019, this assessment was crucial for future planning and funding decisions. By initiating this assessment, the Board underscored the role of parks as essential infrastructure, vital for public health, community cohesion, environmental improvement, and economic growth.

Los Angeles’ City and County Parks Departments centered equity in their long-term planning efforts through seven priority goals that identify a series of desired outcomes. Each outcome lists objectives along with a key metric used to measure, evaluate, and report on its progress annually. By centering desired outcomes before the objectives, this approach gives the department flexibility as they determine how best to achieve outcomes while still providing a target metric.

City and County of Denver

Denver Game Plan

Denver Parks and Recreation has positioned itself with a balanced approach to providing high quality parks and programs for residents. The parks system includes thirty recreation centers and almost 20,000 acres of urban and mountain park spaces.

This plan is guided by four guiding principles that work to support the vision of achieving a healthy city. The guiding principles are supported by goals and strategies, and an implementation chapter highlights recommendations, priority action steps, and metrics to measure progress over time.

Since the plan was released in 2018, the City has released annual reports that are shared as online ESRI StoryMaps, which are organized by the four guiding principles. Each StoryMap links to CIP maps that highlight past and future funding priorities tied to the plan’s “equity index” which maps different community demographics (race, morbidity, poverty, education, access to food, among others) and overlays those demographics over park access maps. The equity index helps the City identify where to spend tax dollars on facility renovations and new park spaces and ensures that the majority of future projects are located in the communities that need investments most.

City of Minneapolis

Parks for All: Minneapolis

Comprehensive Plan

Minneapolis is consistently named the nation’s top park system for its unrivaled park access, level of investment in improvements to existing parks and new parks, and its diverse range of amenities and experiences. The Minneapolis Park and Recreation Board oversees 7,000 acres of park spaces, forty-nine recreation centers, and 102 miles of trails. Minneapolis’ population of 425,000 residents is also a similar size to Raleigh’s 476,000 residents, even though Minneapolis covers less geographic area than Raleigh.

The City’s plan, completed in 2021, outlines nine goals with associated strategies. These goals are guided by department values, and respond to nine potential future realities that Minneapolis is likely to experience in the coming years. Each goal is paired with a series of indicators that are publicly accessible through the Parks for All Goals Dashboard, a storytelling tool that tracks overall progress with the broader public and keeps the department accountable to its goals and actions.

Equitable Park Access

Raleigh is committed to improving equitable access to parks, greenways, arts and cultural resources. Understanding and addressing the causes of disparities in access to quality parks and green space is central to making these changes. Access, community needs, and demographics across the city vary. This means that Raleigh Parks has the unique challenge of providing and maintaining enough park land and variety of experiences to ensure access is equitably distributed and is most responsive to the communities that have been historically underserved.

WHAT IS PARK ACCESS?

Park access is a measure of how easily residents can get to a City park, facility, or greenway trail. Today, Raleigh Parks uses specific criteria to evaluate how parks and park experiences are distributed to make decisions about where future investments should be made. These criteria are driven by values like providing equitable access

and meeting the highest community need, to help prioritize park access and park investment. This update is a chance to modify this system to respond to the community’s values and increase park access to the communities that need it most.

The most common tool that Raleigh Parks uses is the 10-Minute Walk® program. This evaluates whether a resident can reach a high-quality park experience within a ten-minute walk, typically considered to be about half a mile, of their home. Launched in 2017 with National Recreation and Park Association (NRPA) and the Urban Land Institute, this effort continues to champion equitable access to parks and to promote policies and practices that would help achieve park equity. These organizations partnered to champion equitable access to parks and to promote policies and practices that would help achieve this goal.

An early adopter of the standard, Raleigh Parks recognizes the importance of accessible parks for fostering healthier, more connected communities and improving residents’ quality of life through recreation and being outdoors.

Parks and Open Space

Existing Raleigh Parks

Other Public Open Space

Future Raleigh Parks

Greenway Trails

Working to align with the 10-Minute Walk® program, Raleigh Parks creates maps and inventories of all parks and experiences to better understand park access and investment across the city. This standard of understanding access and investment is called Raleigh Parks’ Level-ofService.

Since the 2014 Parks System Plan and the introduction of the 10-Minute Walk® program, Raleigh Parks has been moving toward a goal of ensuring that every resident lives within a ten-minute walk to core experiences and varying goals for travel for the range of citywide experiences beyond those core experiences.

Providing Equitable Access

Park access can be defined by a few key factors. The distance that residents may have to travel to get to their favorite park or greenway trail is an important component. Park acreage in nearby parks is also important, in addition to the number of experiences residents have access to in nearby parks. Today, Raleigh Parks evaluates access using four factors: distance community members need to travel to their nearest park, distance community members need to travel to their nearest greenway trail, amount of park acreage in nearby parks, and number of different experiences residents have access to in nearby parks.

Responding to Community Health Needs

When the City first began to evaluate park access and community needs for parks, Raleigh Parks used Wake County Health and Human Service’s Community Vulnerability Index, which prioritizes health equity in decision making. Wake County Health and Human Services identifies community need as a combination of five indicators relating to data on health equity, including unemployment, low educational attainment, age dependency, housing vacancy, and poverty rate.

Evolving the Park Access Model to Center Equity

To further evolve the City’s park access model, Raleigh Parks is participating in the 10-Minute Walk® Park Equity Accelerator (PEA), which is a technical assistance program hosted by TPL to test policy ideas, pilot best practices from other cities, and increase access to park experiences, while centering equity in decision making. In addition, learnings from the 10-Minute Walk® Communities of Practice’s “Park Qualities Incubator” track are also informing the evolving model Raleigh Parks uses to stay ahead of park access modeling and implementation innovation.

Raleigh’s Equity Modeling Achievements and Accolades!

G. Herbert Stout Award

In 2017, the Geographic Information System (GIS) model created by Raleigh Parks for the Neighborhood & Community Connections (N&CC) Program was awarded the G. Herbert Stout Award for Visionary Use of GIS by a Local Government in North Carolina. The model helped identify and prioritize investments in new walkable connections to parks and greenways.

On Common Ground Program

In Spring 2023, Raleigh Parks received a $25,000 grant from TPL to enhance community interactions through parks. Using this grant, the “Welcome to Raleigh Parks” pilot program was launched, introducing community members to the department’s inclusive and diverse offerings.

10-Minute Walk® Park Equity Accelerator (PEA)

In Fall 2023, Raleigh was selected as a participant in TPL’s PEA program. TPL’s Park Equity Accelerator is the first of its kind, addressing the root causes of park inequities shared by many of the 10-Minute Walk® program’s champion cities. The Accelerator will provide focused resources and technical assistance, partnership, and education to help move the needle on park equity by field-testing policy ideas, gathering real-world insights on the process of systems change, and scaling learnings to benefit other communities.

CHAPTER 4 VISION & HEALTH-FOCUSED FRAMEWORK

Vision Bringing people to parks and parks to people

Across the nation and around the world, the importance of public open spaces and recreation programs is growing as issues like equity, public health, economic development, environmental change, financial sustainability, and cultural identity take center stage. Raleigh Parks plays a crucial role in addressing these issues, forming a vital part of a healthy and resilient community. Recent challenges, including the COVID-19 pandemic and climate change, along with the enduring realities of systemic racism, have underscored the need to rethink relationships with parks, facilities, and programs.

Raleigh Parks’ vision, Bringing people to parks and parks to people, positions the organization to address the needs of all and foster a community of creativity, engagement, healthy lifestyles, and welcoming neighborhoods. This bold vision, the guiding principles, and the plan’s health outcomes will be essential to achieve the community benefits Raleigh Parks is striving toward and will help make the City more accessible, resilient, and just.

WHAT we have

A HEALTHY SYSTEM

WHAT are the needs

2014 Parks System Plan

Guiding Principles

• Connectivity and Accessibility

• Equitable Distribution

• Continuous Reinvestment

• Collaboration and Coordination

• Balanced Experience

• Innovation

• Communication and Engagement

Parks Plan Update

Guiding Principles

• Connectivity and Access

• Equity and Justice

• Continuous Reinvestment

• Collaboration and Coordination

• Creativity and Innovation

• Community and Belonging

• Culture and History

• Resilience and Stewardship

GUIDING PRINCIPLES

Supporting Raleigh Parks’ vision, guiding principles articulate the shared values of the community and provide strategic direction to the department about what is most important while navigating change. Based on community feedback through the engagement process, the eight principles below evolve the guiding principles from the 2014 Parks System Plan to address evolving and heightened community interests and priorities and guide the next phase of Raleigh Parks’ practice in the provision of parks, recreation, cultural facilities, and services throughout the city.

Connectivity and Access

Plan, design, adapt, and operate parks, open spaces, greenways, and facilities to maximize connectivity and access in all its forms: physical, economic, programmatic, and symbolic. The system should promote health, wellness, and economic development through connectivity among facilities, neighborhoods, commercial areas, and employment centers to achieve the goal of walkable access for all residents and provide a strong sense of community across the region.

Equity and Justice

Ensure that equity and justice are key drivers in the everyday experiences offered by the park system, as well as its long-term evolution. While equitable distribution of facility and service offerings is still key, Raleigh Parks should go beyond equitable distribution of offerings and collaborate with other agency and community partners to address displacement and green gentrification concerns with a holistic approach.

Resilience and Stewardship

Evaluate evolving interests and priorities regularly, striving for the highest level of environmental resilience practicable. Focus on improvements to and preservation of Raleigh’s air, water, soil, and habitats and reduction of reliance on non-renewable resources. Improvements and preservation should be sustained through continuous investment, education, and partnership.

Culture and History

Understand and celebrate the unique and diverse cultures, histories, arts, and peoples that make Raleigh a special place to live, work, and play. Through cultural enrichment and public art engagement that reflects and showcases the local community, Raleigh Parks can offer authentic places and experiences that resonate broadly with residents and position Raleigh as a cultural destination.

Continuous Reinvestment

Continue to evaluate and evolve the system and its offerings to align with the City of Raleigh’s Strategic Plan, the community’s changing needs, and broader trends in parks, open spaces, greenways, and facilities. Raleigh Parks and its partners should continue to regularly invest in, maintain, and upgrade the system to keep up with the growing population, changing demographics, and industry trends, in order to sustain a high quality of life for City residents.

Collaboration and Coordination

Welcome broad, inclusive, and healthy collaboration via multifaceted approaches. Raleigh Parks relies on many agencies, partners, and institutions to deliver services and maximize its impact, and it should continue to embrace opportunities to grow and leverage resources through relationships, including inter-departmental collaboration, interagency cooperation, and public-private partnerships.

Creativity and Innovation

Embrace an organizational mindset of creativity, risk-taking, and innovation, and empower all members of the Raleigh Parks’ team and the community to be part of continuous and collaborative learning. This willingness to experiment and test ideas will allow for Raleigh Parks to respond to evolving priorities of the community in a timely manner, seek outof-the-box solutions along with tried-andtrue strategies, and continue its reputation as a national model for excellence.

Community and Belonging

Exercise care for the community in all places, programming, communications, and engagement processes. By expanding tools, tactics, and strategies, Raleigh Parks can bridge historic barriers such as race, language, economics, and work culture. This can help welcome broader community perspectives to enjoy park system resources and engage in decisionmaking processes.

A HEALTHY SYSTEM: Reframing through the Lens of Equity & Health

Individual Outcomes

Community Outcomes

A Healthy Raleigh

There is growing recognition that parks and recreation systems are closely linked to health and wellness, across multiple dimensions. Parks impact the health and wellbeing of both individuals and their communities. The World Health Organization describes these health benefits through four lenses: physical, mental, social, and environmental.1 A similar framework developed by the Urban Institute, specifically related to health outcomes and parks, also serves as an inspiration for this approach.2

Green space provides opportunities for outdoor activity and can improve physical health. Being in and among nature can promote mental health and relieve stress.3 Parks are places where people can gather, connect, learn, and socialize. Moreover, parks can help communities be more resilient to environmental change, offering shade, storing water, and preserving diverse habitats. In short, park and recreation systems are treasured assets that also play an important role in helping communities to thrive.

A quality park system can improve public health and advance health equity, meaning everyone has a fair chance to be as healthy as possible. When we think about how parks help us stay healthy, we consider their size, quality, and the experiences they offer. Whether the park is a smaller neighborhood park or larger community park, has trails that are easily accessible, or includes public art amenities or programs that the surrounding community desires, these factors affect community health. For example, parks can help reduce preventable health issues by offering affordable fitness and recreation programs or healthy food options in community centers.

1 What is Health Equity? CDC: Centers for Disease Control and Prevention

2 A Framework for Assessing Equitable Health Outcomes of Parks, Urban Institute

3 Elevating Health Equity Through Parks and Recreation: A Framework for Action. National Recreation and Parks Association (NRPA). 2021.

Health Outcomes

Individual Wellbeing

WellbeingIndividual Environmental Resilience Community Cohesion Organizational Commitment

A vision for health equity in projects, policies, and programs can help to ensure equitable access to high-quality park spaces for all. This approach helps develop a critical eye for current systems and adjust those accordingly to ensure equitable access. When health equity is achieved, everyone can enjoy equitable access to places, programs, and services that improve health while also enjoying a robust parks system. Now more than ever, it is important for park and recreation professionals to make sure everyone feels welcome and can enjoy the benefits of park and recreation systems. With this in mind, this update centers health equity as the primary focus of Raleigh Parks over the next five to ten years. To do so, the plan defines a series of desired health outcomes within four lenses – the individual, community, environment, and organization.

Physical Wellbeing. Access to play, exercise, and a healthy lifestyle

Mental Wellbeing. The ability to pursue emotional, psychological, and social wellbeing

Inclusion and Relevance. Reduced barriers and something for everybody

Community Cohesion

Belonging. A sense of community identity and belonging

Relationships. Strong relationships with communities

Development. Balanced growth and a robust local economy

Connectivity. Connections between people, places, and communities

These outcomes serve as goals to move toward in both the short and long-term actions of Raleigh Parks.

This update is driven by desired health outcomes, a unique approach within the context of traditional park system plans. Many system plans set forth a complex structure of goals, strategies, and defined actions as a means of creating change. While this allows a high level of certainty for immediate action, it also risks becoming obsolete as time passes and the plan context changes. This was the case for many park systems during the COVID-19 pandemic, where new challenges were immediate and urgent.

Environmental Resilience

Ecology. A sustainable, resilient, citywide ecological framework

Sites & Facilities. Best design, management, and operational practices in all sites and facilities

Stewardship. A community of active and passionate stewards

Protection. Sensitive habitats and corridors are protected

Organizational Commitment

Support. Difference embraced and invested in, in all of its forms

Cultivate. A workforce representative of the community

Innovate. A culture of innovation, creativity, and collaboration

Empower. A model parks and recreation agency committed to equity and effectiveness

ACTION-ORIENTED System Deep Dive

For each of the health lenses, a “System Deep Dive” is provided to showcase work underway today or specialized analysis conducted during this planning process. These include:

Individual Wellbeing

Learn about recommendations for an equitable User Fee Policy

Community Cohesion

Understand potential big ideas included in the Raleigh Parks Programming Assessment.

Environmental Resilience

Explore how Raleigh Parks is walking the walk when it comes to environmental initiatives.

Organizational Commitment

See how Raleigh Parks is driving toward departmental by pursuing CAPRA accreditation

An outcome-driven process offers more flexibility, providing a “finish line” but not prescribing exactly how to run the race. This approach empowers staff and leadership alike, allowing everyone to play a role in imagining, testing, and troubleshooting how to get to a particular goal. Actions can be adjusted based on what is needed at the moment, instead of sticking to a fixed plan that might become outdated or prove to be difficult to achieve. Outcome-driven processes embrace risk, shared learning, innovation, and accept that paths to reaching stated goals are not always clear or linear. Having a flexible framework allows changes to be made months or years down the line as new situations arise or more is learned along the way.

This chapter identifies plan outcomes that help to achieve a more equitable and healthy community. These outcomes are framed by four lenses that represent different scales of impact - the individual, community, environment, and organization.

The next chapter, focused on the implementation plan, discusses how potential actions can help reach each of these important community outcomes.

Individual Wellbeing HEALTH OUTCOMES

Individual Wellbeing Park Experience

Raleigh-owned Parks

Other Open Space

Core Experience (10-min walk)

Neighborhood Experience (5-min drive) Greenways

Raleigh’s park system provides resources that offer some of the best ways for residents and visitors to get and stay healthy. Individual benefits of park systems include greater physical and mental wellbeing. Access to parks and nature has been linked to improved mood, reduced stress levels, and overall wellness. Even just viewing trees and nature improves health.4 Communities with high-quality parks and facilities tend to have higher levels of physical activity among residents, reducing the chances of serious illnesses, such as heart disease and diabetes, helping to limit depression and anxiety, and enhancing mental wellbeing. The majority of adults in the United States agree it is important to have access to indoor and outdoor recreational areas, classes, and activities in order to lead a healthy lifestyle.5

Parks have a big impact on health equity. They are often the only free, publicly accessible, welcoming places for physical activity. Parks can contribute to the elimination of health inequities by ensuring that all individuals have access to recreational spaces and affordable activities, classes, and programs. By creating opportunities for people to get out and exercise, gather with family and friends, or just relax, parks are more than just places to play - they help people live longer and healthier, improving quality of life!

Within the lens of individual wellbeing, there are three health outcomes that the Park Parks Plan Update strives to achieve: physical wellbeing, mental wellbeing, and inclusion and relevance.

Physical Wellbeing

Access to play, exercise, and a healthy lifestyle

Mental Wellbeing

The ability to pursue emotional, psychological, and social wellbeing

Inclusion & Relevance

Reduced barriers and something for everybody

4 Erica Gies, The Health Benefits of Parks: How Parks Help Keep Americans and Their Communities Fit and Healthy, Trust for Public Land, 2006; Parks and Recreation Is Essential. National Parks and Recreation Association.

5 Physical Activity, Parks, Recreation, and Green Spaces, Center for Disease Control.

INDIVIDUAL WELLBEING

Physical Wellbeing

ENGAGEMENT FEEDBACK

“Healthy lifestyles” and “places to walk or ride a bike” emerged as top priorities across all engagement methods.

Access to play, exercise, and a healthy lifestyle

Places that provide opportunities for movement, whether they are basketball courts, open grassy areas, trails, or indoor gyms, play a crucial role in physical wellbeing. Physical wellbeing can be defined as the ability for all individuals to pursue play, exercise, and a healthy lifestyle. Park and greenway systems create safe spaces for physical activity and recreation, offering opportunities for various forms of movement, from walking to biking to sports and athletic programs. According to the CDC, people who have more access to green spaces tend to be more physically active than those who have limited access.6 Additionally, the closer people live to a park and the safer they feel in the park, the more likely they are to use those spaces for physical activity on a regular basis.

Regular physical activity in parks, on trails, and in community centers can increase life expectancy, reduce major mortality risk factors, and increase quality of life. Participation in these physical

6 Physical Activity, Parks, Recreation, and Green Spaces, Center for Disease Control.

activities can manage and reduce the likelihood of certain illnesses such as cardiovascular disease, diabetes, and arthritis. Physical activities are therefore a preventative health measurereducing the likelihood of these illnesses along with associated medical costs.

There are many examples of Raleigh Parks’ successes with improving physical wellbeing across the city. Identified as high-priority action items from the 2014 Parks System Plan, Raleigh Parks continues to identify potential partners for program and event opportunities to promote healthy living options. Another high-priority action item that could help achieve this outcome includes the work that Raleigh Parks is doing to review policies on healthy food options offered at community centers, including identifying barriers to access and increasing community participation.

Relevant Achievement

Raleigh has made increased investments into health and wellness programing, like the mobile healthcare bus, Adult Recess Festival, and adult sport leagues.

Current Challenge

Physical inactivity in NC among adults is 23%. This includes residents who report no additional physical activity or exercise other than their regular job.

-National Institute of Health

INDIVIDUAL

WELLBEING

Mental Wellbeing

ENGAGEMENT FEEDBACK

“Staff can be community partners who can help normalize discussions around mental health to destigmatize it, particularly among teens.”

- Focused conversation participant

The ability to pursue emotional, psychological, and social wellbeing

More time spent in parks and green space can have positive effects on mental wellbeing. Proximity to and density of green space is associated with improved mental health outcomes, including self-reported happiness.7 As highlighted in a study by the National Recreation and Park Association (NRPA), people living more than one kilometer away from a green space are fifty percent more likely to experience stress than those living less than 300 meters from a green space.8

7 Capaldi, Colin A., Raelyne L. Dopko, and John M. Zelenski. “The Relationship between Nature Connectedness and Happiness: A Meta-Analysis.” Frontiers in Psychology 5: 976. 2014.

8 Parks and Improved Mental Health and Quality of Life, Parks and Recreation Fact Sheet, National Recreation and Parks Association, 2015.

9 Mental Health Benefits of Parks and Recreation, National Recreation and Parks Association, 2021.

Beyond green spaces, there are many other ways that parks and recreation provide mental health benefits - from arts and cultural programs, to meditation, yoga, and tai chi classes, to community events that foster new relationships and community connections. These mental health benefits can have a larger impact on public health, including reducing associated behavioral health service costs.9 One way Raleigh Parks can work to achieve this outcome is to continue to identify art center capacity needs to expand arts programming in alignment with the Raleigh Arts Plan.

Increasingly, Raleigh Parks staff take on larger roles within the community and may serve as social support for community members. Continuing Raleigh Parks’ staff policy that requires training on how to recognize and best support neighbors struggling with mental health issues will be important to achieving this outcome. Additionally, building capacity within the department to provide trauma-informed

care, whether through partnerships or training, will allow for more comfort with dealing with mental health challenges broadly.

Mental health and wellbeing is not only important for the public but is also an important factor for Raleigh parks staff. The department can model this outcome by prioritizing policies and programs that support Raleigh Parks’ staff mental wellbeing.

Relevant Achievement

Raleigh Parks partnered with the Jordan Porco Foundation in 2024 to begin a unique Community Mental Health Check-In Program.

Current Challenge

Between 2016 and 2020, there was a 49% increase in depression or anxiety cases in children ages 3-17 in North Carolina.

-North Carolina Institute of Medicine

INDIVIDUAL WELLBEING

Inclusion & Relevance

ENGAGEMENT FEEDBACK

“Having ‘third places’ is so important; I love having places that are safe and free to go together with my family and friends.”

- Public workshop participant

Reduced barriers and something for everyone

A parks system should be inclusive and relevant to meet residents where they are at. Park professionals should strive for every member of every community to have access to the many great benefits that these systems have to offer. Many parks agencies are trying to remove barriers to inclusivity and often work with other city agencies to make changes possible. Prioritizing park amenities adjacent to or inside affordable housing complexes and creating different ways to get to parks are just a few ways cities support people of all ages, income levels, and abilities.

There are many ways Raleigh Parks works to reduce barriers within its park system. Integrating universal design in parks and facilities is a key way to make sure everyone can use them; Raleigh Parks is striving to incorporate universal design principles into new and ongoing projects. Raleigh Parks is also focused on financial support, and new financial assistance

policies like those in the User Fee Policy can help more people access programs. Raleigh Parks can also offer more language support in their design and programming for people who speak a language other than English. Finally, while many barriers are about physical infrastructure or policies, the culture within departments can also create barriers. Nurturing a culture of collaboration and belonging within the organization itself can lead to more inclusive programming.

Relevant Achievement

Last year, Raleigh gave scholarships to 1,200 individuals through the financial assistance program - more than double the number given out by similarly-sized peer agencies.

Current Challenge

In the last ten years, portions of Raleigh have seen an increase in immigration from other countries and cultures, expanding the diversity of users and needs.

System Deep Dive

AN EQUITABLE USER FEE POLICY

To support the wide range of experiences it offers, Raleigh Parks invests in keeping spaces and activities clean, safe, and fun. A user fee policy acknowledges that users might need to pay for some of the more cost-intensive places or programs. User fees help the department generate revenue to keep up with operation and maintenance expenses and ensure quality service offerings. Here are a few examples of user fees in Raleigh’s fee policy today:

• Joining a basketball league requires a registration fee.

• Using the community pool requires an entry fee.

• Renting a pavilion or getting a permit for an event in a park for a family picnic or community event comes with a rental fee. These fees are important because they help Raleigh Parks continue to provide high-quality services and facilities without relying solely on tax money. A key part of the Parks Plan Update involved a study of Raleigh Parks’ User Fee Policy. The User Fee Policy outlines how much Raleigh Parks should charge for its many programs and services, with a focus on fee policy changes that support equitable access and the removal of financial barriers to low-income families.

The process to update the User Fee Policy involved multiple steps. The study looked at how much money comes in from fees for activities, programs, and services and how much it costs to offer them. It examined how Raleigh Parks sets prices and helps people pay for services through their financial assistance program. It also evaluated the department’s own goals for cost recovery; that is, how the department weighs the type of activity offered, the associated benefits to the community, and the revenue needed to

provide that activity. All of this study led to a complete picture of Raleigh Parks’ current model, its forward-looking decision-making criteria, and ultimately a series of recommendations to make updates to the User Fee Policy.

TAKEAWAYS FROM THE USER FEE POLICY

Continue evolving fees and pricing where the impacts are greatest.

Prices for services should be set based on how much they help the community. For example, services that provide a large community benefit, like youth or active adult programs, could have fees that are lower than market rate. But for services that mostly benefit individuals, like adult sports leagues, Raleigh Parks could charge more to increase departmental revenue to support other programs and services.

Recalibrate how and where Raleigh Parks charges fees.

setting fees, consideration should be given to non-financial factors like giving local residents priority, competition, similar services nearby, and how visible the service is to the community.

Remove financial barriers to participating in programs.

Raleigh Parks’ core values prioritize providing many services regardless of the user’s ability to pay. The department can continue improving the approach to the “ability-to-pay” policy and clearly define how it applies to each type of service evaluated in the updated cost recovery policy. Together with this policy, Raleigh Parks can expand financial assistance by developing a financial assistance program funding plan.

Refine and clarify approach and roles related to special events.

Raleigh Parks plays different roles in supporting a wide array of special events. There is room to clarify, for the department, the event host(s), and the users alike, the steps and important decisions needed to manage and approve rentals and events. The department can also include consideration of wear and tear on park spaces and facilities in setting its special event fees. #1

User fee policies do need to be revisited as user trends and markets change. Today, there is opportunity to increase fees for park rentals and for certain activities, programs, and services that have the potential to generate more revenue. When

Community Cohesion HEALTH OUTCOMES

Community Cohesion Park Experience

Raleigh-owned Parks

Other Open Space

Core Experience (10-min walk)

Neighborhood Experience (5-min drive)

Greenways

In the unique tapestry of Raleigh’s neighborhoods and communities, parks emerge as important informal spaces that foster a sense of belonging, forge stronger relationships, and catalyze economic growth. These places not only bring people together but also enhance physical and mental wellbeing, connecting individuals to their surroundings and instilling a sense of stewardship toward their communities.

The unique character of each community is mirrored in its parks, which can adapt to community changes and evolving needs. By

9 Treskon et al., A Framework for Assessing Equitable Health Outcomes of Parks, Urban Institute, 2022.

committing to park reinvestments and new programs that support the many cultures, languages, and histories that make Raleigh such a desirable place to live and work, these centers and spaces can embrace a piece of the Raleigh Parks’ vision. This is true now more than ever. Since 2014, Raleigh has emerged as one of the fastest growing communities in the country. While numerous studies have highlighted the individual health benefits of parks, rarely does this research cover the impacts of a park, facility, trail, art, or program on an entire community.9

Belonging

A sense of community identity and belonging

Relationships

Strong relationships with communities

Development

Balanced growth and a robust local economy

Connectivity

Connections between people, places and communities

Figure 1.2 First image: People celebrating at World Refugee Day.

Figure 1.3 Second image: Youth participant and teacher at sewing class.

Figure 1.4 Third image: East College Park Affordable Housing Development.

Figure 1.5 Fourth image: Children at Raleigh Parks summer camp.

The Community Cohesion lens holds the potential to bridge these gaps, fostering a sense of belonging, strengthening social bonds, and driving economic growth in diverse communities. It is important that every resident, regardless of their background, has access to quality green spaces where they can enjoy recreation, relaxation, and meaningful social connections.

Within this lens, there are four health outcomes that function to enable Raleigh Parks to welcome and support the recent growth and diversity of the many communities that make the city special.

COMMUNITY COHESION

Belonging

ENGAGEMENT FEEDBACK

“Community & Belonging” emerged as a top value during the Listen & Learn phase of engagement.

A sense of community identity and belonging

Feeling a sense of belonging fosters community connections, supports mental and physical wellbeing, encourages stewardship, and enhances overall enjoyment and use of spaces. Inclusive environments are where everyone feels welcomed, valued, and engaged. If community members feel that they belong, whether it be in a physical space, at an event, or within an activity, they will develop relationships with the people, spaces, and experiences that they, in turn, share with their friends, neighbors, and families. This expands the impact of those spaces and experiences more broadly. In the long term, community belonging results in cities that feel more alive and authentic, which generates greater trust and engagement among the public.

Raleigh’s park system provides many opportunities for social expression and can be a platform for community storytelling. At the start of the community engagement process, participants highlighted community and belonging as the number one value that they would like to see Raleigh Parks prioritize over the next five to ten years. From better equipping facilities to be more reflective of neighboring communities and the services they want, to ensuring community

center staff have what they need to best to serve their communities, to interpreting and sharing the history of a neighborhood, Raleigh Parks can lead the way in creating places that foster belonging for generations to come.

There are a few examples of how Raleigh Parks can work to achieve this outcome. Raleigh can continue to expand their Welcome to Raleigh Parks program to foster belonging with underresourced groups. They can also commit to continuing to provide spaces that support all community members. As an example that was highlighted as a priority action item from the 2014 Parks System Plan, Raleigh Parks can work to identify and evaluate gaps in offerings and facilities for active adults and commit to implementing new projects, such as the proposed Spanish Speaking Senior Club.

Relevant Achievement

Raleigh Parks regularly partners with local organizations to amplify community stories and celebrations through events like Juneteenth Celebration and Dia de Oakwood.

Current Challenge

Staff highlighted that several community centers and facilities lack the needed infrastructure to host special events and programs.

COMMUNITY COHESION

Relationships

ENGAGEMENT FEEDBACK

“Maintaining parks and community centers offers places to gather for both recreational purposes and for formal meetings for community and City groups.”

- Online survey participant

Strong relationships with communities

Community center staff are often the friendly face that people who participate in Raleigh Parks programs and events see when they enter the door or leave after a class or child pickup. As Raleigh Parks’ frontline staff, they naturally build relationships with community members and have the best sense of community needs, worries, and dreams for their park system. This Community Cohesion lens focuses on the relationships between community members and Raleigh Parks.

For engagement to be truly transformational, staff have a key role to play in showing up consistently to the community, responding to needs as they arise, and being a stable source of support. To further support staff in this practice, Raleigh Parks can continue the Recreation Roundtable Program, which helps guide staff on how to respond to crisis situations and how to connect people to vital services.

Committing to regular and thoughtful community engagement is another important method to ensure relationship building with communities. Community engagement processes can oftentimes become transactional and quickly

become focused on a means to an end rather than a long-term sustained relationship. One way Raleigh is overcoming this potential barrier through its Community Connector Program, an initiative to work closely with trusted voices in the community for ongoing community engagement support. Additionally, Raleigh Parks can also continue to form partnerships with trusted organizations in order to reach communities that may not be well represented in city processes.

Inclusive outreach, communication and partnerships are a strong start. It is further enacted through planning and design processes where Raleigh Parks staff follow the Public Participation Playbook to ensure ongoing community engagement.

Raleigh Arts, for instance, builds relationships with communities though engagement. The community is welcomed to present ideas for public art works, to collaborate with artists on ongoing works, and to participate in the various planning processes related to public art. The inclusion of the public strengthens relationships between the artist, artwork, and community.

Relevant Achievement

The “Better With A Buddy” Campaign promotes greenway safety and encourages people to visit with a friend, which reduces feelings of insecurity when on greenways.

Current Challenge

Keeping up with demographic changes and their impact on community outreach methods is an ongoing challenge.

COMMUNITY COHESION Development

ENGAGEMENT FEEDBACK

“Add vendors (food and drink) to parks and playgrounds!”

- Focused conversation participant

Balanced growth and a robust local economy

There are many ways that parks can be powerful vehicles for economic development. Parks can provide jobs, coordinate with new housing development, host special events that bring visitors from all over, and support local businesses. In 2021, local park and recreation agencies in the United States generated more than $201 billion in economic activity and supported more than 1.1 million jobs.10

To work toward this outcome, Raleigh Parks can continue to work with the Housing and Neighborhoods Department to co-develop community serving facilities alongside new housing development. They can also continue to adopt citywide policies to advance the development of parks, greenways, and recreation opportunities in coordination with private-sector partners. Additionally, Raleigh Parks can expand

10 The Economic Impact of Local Parks, National Recreation and Park Association (NRPA), 2021.

partnerships with local and state professional sports teams to continue attracting tourism, including building on programs, such as NFL Play60 in partnership with the Carolina Panthers. In order to remain committed to supporting women and minority-owned enterprises, Raleigh Parks can collaborate with the City’s Minority and Women-Owned Business Enterprise (MWBE) Program and strengthen outreach and training efforts for MWBE businesses.

Relevant Achievement

With the Swing Racquet + Paddle sports complex partnership project, significant positive impact is expected on local sportstourism.

Current Challenge

The 2022 Raleigh Community Survey highlighted the local economy, efforts to promote small, minority, & women-led businesses, and innovation as the top issues for Raleigh to face.

COMMUNITY COHESION

Connectivity

ENGAGEMENT

FEEDBACK

“We need to focus on preserving and telling the stories of diverse communities, especially highlighting African American landmarks.”

- Focused conversation participant

Connections between people, places, and communities

Greater amounts of high-quality physical connectivity provide more opportunities for social connections among community members. Safe, walkable sidewalks and greenway trails connect between homes and important community destinations. Residents get to know their neighbors at a nearby playground, make new friends who attend the same weekly recreation program, or engage in dialogue and mutual learning at a cultural arts event.

These physical and social connections are more important now than ever. A 2018 study highlighted how nearly half of Americans report sometimes or always feeling alone or left out, lacking meaningful social interactions on a daily basis. Lower-income adults are more likely to be lonely than those with higher incomes. Sixty-three percent of adults who earn less than $50,000 per year are considered lonely, which

11 CIGNA 2018 U.S. Loneliness Index, The Cigna Group, 2018. The Loneliness Epidemic Persists: A Post-Pandemic Look at the State of Loneliness among U.S. Adults, The Cigna Group, 2021.

is ten percentage points higher than those who earn more than $50,000 per year. 11

Raleigh Parks can be the heartbeat of the Raleigh community by creating places and programs that foster connections between people, places, and communities, improving societal health. As an example, the Neighborhood and Community Connections Program is an effort to identify, prioritize, and build new walkable connections to parks and greenways. Within this program, Raleigh Parks uses data to guide investment in those communities which are most at-risk of negative health outcomes and most in need of improved access to outdoor recreation opportunities.

Relevant Achievement

Each year, Raleigh Parks celebrates and honors the backgrounds and experiences of Raleigh’s newest neighbors through their World Refugee Day Celebration.

Current Challenge

As Raleigh continues to increase the number of greenways and connections, the need for continued maintenance is vital to ensuring equitable access and quality.

System Plan Deep Dive

RALEIGH PARKS PROGRAMMING ASSESSMENT

To respond to changing community needs and to keep up with trends, the Parks Plan Update evaluated Raleigh’s programs, including a review of the types of programs Raleigh Parks offers and a series of staff conversations about the staffing and facilitates that make programs successful. Additionally, the Programming Assessment analyzed local and national demographic trends and conducted benchmarking with other communities. Using this evaluation, the plan identified ways to recalibrate the City’s program offerings and opportunities to streamline the delivery of programs and events.

Staff engagement guided better understanding of how Raleigh Parks’ programs are serving the community. During the study, a survey for fulltime programming staff was sent out for staff to complete. As a follow up, a series of virtual focus groups were held with programming staff. This feedback was important for learning more about the process for leading programs and where improvements can be made.

Understanding what has changed since the 2014 Parks System Plan was an important part of the Raleigh Parks Programming Assessment. Program data from 2014, 2019, and 2023 was organized and analyzed to provide a clear picture on what has changed over this time period. Key items that were analyzed included the total number of programs that Raleigh Parks offers, the types of programs offered, the types of programs that people sign up for most, how much money different programs make, and waitlists of different types of programs. Communities served, based on age group, were also analyzed to understand differences.

Another key part of this study included a review of how recreation programs are currently evaluated. After a Raleigh Parks program is completed, it is important to receive feedback from program participants to understand what participants liked and what could have been better. This feedback is useful information for making improvements to recreation programs in the future.

PARKS PROGRAMMING ASSESSMENT

BIG IDEAS

The COVID-19 pandemic has changed program participation.

#1

Since 2020, the number of programs for preschool kids and teens have decreased by twenty-five and fifty-four percent, respectively. The number of youth and senior programs peaked in 2019 and have since decreased. Seniors have been more cautious about participating in group activities since the COVID-19 pandemic hit.

#3 #2

Raleigh residents are leaning into health and arts!

Health and Wellness programs continue to be the most popular programs offered by Raleigh Parks, with over 14,000 enrollments, and Arts programs are growing steadily in popularity, with over 6,400 enrollments.

For staff, quality is paramount.

The staff who provide programs are a passionate, knowledgeable group of professionals who feel a strong sense of connection to the field of parks and recreation and to Raleigh Parks. A common theme among staff conversations was a desire to provide the best quality programs to residents, over a large number or mix of programs.

Environmental Resilience

HEALTH OUTCOMES

Environmental Resilience Park Experience

Raleigh-owned Parks

Other Open Space

Core Experience (10-min walk)

Neighborhood Experience (5-min drive)

Greenways

Raleigh is often referred to as the “The City of Oaks,” acknowledging its role as a trailblazer in environmental stewardship. Early on, Raleigh recognized the irreplaceable value of parks, forests, waterways, and interconnected natural spaces. Today, there is a greater emphasis on how these green spaces also provide environmental resilience and perform essential ecological functions critical to urban health. Large, undeveloped natural areas and continuous greenway corridors play an important role in managing and protecting the environment, serving as the lungs and lifelines of the city. Parks and greenways are vital to preserving urban land and nature, and they reflect the health of a city. Parks help control stormwater by providing permeable surfaces to reduce and redirect it, which lessens the pressure on the city’s drainage systems. They also fight the “heat island” effect by lowering temperatures compared to nearby paved areas, offering cool spots in hot urban areas. Through ecosystem services like purifying the air, removing carbon dioxide and pollutants, protecting habitat, stabilizing soils, and cleaning water, parks offer

many environmental health benefits. These improvements can lead to better public health, such as lowering asthma rates by improving air quality.

People who support parks play a key role in promoting sustainable land use and development for everyone to enjoy. By backing city projects, people actively conserve land, water, and natural resources while strengthening environmental health and well-being. Parks and greenways also bring together different generations and social groups by providing educational opportunities, connecting people of all ages with nature, and coordinating environmental efforts between public and nonprofit groups. Protecting the habitats and pathways within parks ensures healthy ecosystems now and in the future.

Within this health lens, four key outcomes can help Raleigh expand its focus on environmental care across its parks, open spaces, nature preserves, greenways, natural resources, and facilities. These outcomes ensure a healthier, stronger urban environment for all.

Ecology

A sustainable, resilient, citywide ecological framework

Sites & Facilities

Best design, management, and operational practices in all sites and facilities

Stewardship

A community of active and passionate stewards

Protection

Sensitive habitats and corridors are protected

ENGAGEMENT FEEDBACK

“We need to preserve as much tree canopy as possible since we have a climate crisis. Trees clean the air and water and keep cities cool.”

- Online survey participant

A sustainable, resilient, citywide ecological framework

In the past decade, Wake County has lost more than 11,000 acres of tree canopy, and tree loss was especially acute in the northeastern and southeastern parts of Raleigh, where growth and development are widespread. In 2023, Raleigh faced sixty-six days over ninety degrees12 which is notable because of the connection between tree canopy loss and increased temperatures. On the hottest days in cities, people living in areas with few trees, little green space, or lots of paved surfaces can experience up to a 20 degree difference in temperature from communities in shadier, less paved areas.13

The world is also facing a biodiversity crisis. Climate change and the influence of people (through pollution, development, and more) are causing significant loss and decline in plants and animal species. Wake County is home to more unique native species than almost anywhere else in the country.14 Our parks and nature preserves are key to protecting that diversity.

12 Raleigh-Durham Airport Temperature Records, National Weather Service.

13 Mapping Urban Heat Islands, RaleighNC.

14 Natural Resources Inventory Database, Wake County Gov.

Like many cities around the nation grappling with similar climate-related changes and impacts, Raleigh aspires to greater environmental resilience. Resilience is the ability of a system to absorb unexpected events and bounce back quickly. “Resilience thinking” embraces the idea that human and natural systems are complex and continually changing. It advocates for a process of understanding the components of a system and developing strategies to maintain them in order to achieve sustainability. Environmental resilience is advanced through investments in biodiversity, healthy soils, clean air, and nature-based or green infrastructure. Raleigh Parks system’s extensive acreage, expertise in natural resource management and diversity of resources positions it as a key driver in environmental resilience for the City. Raleigh’s parks, open spaces, nature preserves, and greenways offer myriad opportunities to improve environmental resilience. Its extensive greenway system buffers and protects the City’s waterways. As a connected and thriving ecological framework, the greenways also provide many other benefits, such as improved air and water quality, heat mitigation, flood risk reduction, and a diverse and healthy tree canopy. Importantly, greenways are ecological corridors that also allow animals to move between larger areas of habitat. Raleigh Parks can amplify these many benefits by increasing greenway easement dedication and acquisition, continuing to grow this already robust ecological framework.

Raleigh’s parks and nature preserves also play a major role in managing and supporting the ecological health of the city. Programs and experiences increase public awareness of the diversity of living things in our parks and ways to help preserve biodiversity. Continued, focused investments in urban ecology can also help to advance the goal of environmental resilience. For example, Raleigh Parks can continue to improve the city’s urban forest through the Street Tree Equity Program, which seeks to reduce environmental inequities across Raleigh by planting street trees in neighborhoods that are

severely lacking tree canopy. Another example, highlighted as a high-priority action item in the 2014 Parks System Plan, Raleigh Parks can work to increase environmental protections of its open space by identifying priority natural resource lands that are opportunities for acquisition or partnered development.

Relevant Achievement

Through the Street Tree Equity Project, 350 street trees were planted in front of churches, schools, and parks in its first year. Now, over 1000 have been planted.

Current Challenge

In Raleigh, street trees are inequitably distributed based on a 2020 assessment of tree survey data and social vulnerability factors.

ENVIRONMENTAL RESILIENCE

Sites & Facilities

ENGAGEMENT FEEDBACK

“More sustainable features in parks: solar, community gardens, converting grass to pollinator habitat, EV chargers, native plants, community compost drop off, EV landscaping equipment, climate resilient education for the community.”

- Online survey participant

Best design, management, and operational practices in all sites and facilities

Key to environmental sustainability is a commitment to planning, design, and operational practices that prioritize environmental health. These include a wide variety of tactics across the lifespan of sites and facilities - from stormwater management, to design guidelines and pre-development design processes, to invasive species management, to energy efficiency, and more!

Water is both a precious resource and a challenge for sites and facilities within the city. As an opportunity, there are many ecological benefits of green infrastructure and economic wins associated with water-efficient buildings. Separately, as a challenge, the years from 2015 to 2018 had the greatest number of flood events in North Carolina since 1900.15 One example of

15 Raleigh Community Action Climate Plan, Raleigh, NC, 2024.

how Raleigh Parks can continue its work to better manage water resources is by coordinating with the Stormwater Management Advisory Commission and the Engineering Services Stormwater Program on green infrastructure practices within parks and greenways to absorb, filter, and slow down stormwater. These existing partnerships are collaborative and effective, providing a foundation for increased shared staffing, innovation, and expertise on mutuallybeneficial stormwater investments.

Raleigh Parks can continue to prioritize PreDevelopment Assessment Plans (PDAP) to proactively protect resources. The intent of a PDAP is to document existing conditions and natural resources and recommend potential interim actions for an undeveloped park property once it has been acquired. This process provides a roadmap for sites to be developed in ways appropriate to their unique opportunities and constraints.

Beyond green building standards and accolade programs, such as Leadership in Energy and

Environmental Design (LEED), WELL Certification, Healthy Buildings, and SITES v2 Rating System for landscape design projects, there are numerous new and tried-and-true green technologies for both retrofits and new construction of facilities. These include energy and water efficient fixtures, solar power, reflective roof systems, and improved insulation. Raleigh Parks currently uses many of these programs and practices as guidance while also adapting them to best fit the particular challenges, opportunities, and budgets of projects.

Relevant Achievement

Raleigh Parks is working toward 80% electrification of all small equipment, including mowers, by 2026.

Current Challenge

Despite Raleigh coordinating stormwater management related to new development, sediment runoff over recent decades has still been significant.

ENVIRONMENTAL RESILIENCE

Stewardship

ENGAGEMENT FEEDBACK

“I’d love more nature classes like gardening and native plant identification to learn more about my community.”

- Focused conversation participant

A community of active and passionate stewards

Cultivating environmental stewardship is important for any city that values its system of parks and green spaces, and parks departments can lead the charge of stewardship across other city departments. When community members have greater ownership and responsibility for the care of these spaces, everyone benefits. Raleigh Parks offers numerous ways to encourage greater stewardship including through education, volunteer opportunities, modeling effective stewardship practices, and engaging the public through interpretive signage and community science.

Early and repeated exposure to the natural world through education and hands-on experience is one of the best means to fostering a sense of stewardship. Increasing awareness and knowledge of the natural world and human role in it, combined with meaningful experiences, can inspire change and informed decisionmaking, ultimately moving individuals toward becoming better stewards of the earth. Raleigh

Parks offers environmental education programs provided for school students at Raleigh Parks and Preserves and on school campuses, as well as through summer camps, public programs, extended term programs, and events. Providing programming that encourages participants to discover and connect with our natural world ultimately leads to environmental literacy and stewardship. Interpretive signage and experiences in parks and along trails can share information with the public about environmental systems, native species, and more.

On-the-ground conservation work includes numerous ongoing initiatives like the use of prescribed fire and the planting of native species. Initiatives such as these provide opportunities for public education and volunteer engagement. Volunteers also contribute to environmental stewardship projects ranging from invasive species removal, mulching, planting, and citizen science opportunities.

Raleigh Parks can achieve this outcome through continued intentional programming, interpretive trails and signage, and meaningful

community engagement. One example of this is the Interpretive Poetry Trail at Lake Johnson Park which features the work of ten local poets and celebrates the unique natural features of the park. As another example, Raleigh Parks can continue to promote the Adopt-a-Trail Program to encourage community responsibility for the environment through scheduled litter cleanups throughout the year.

Relevant Achievement

In Fiscal Year 2024, approximately 65,000 total volunteer hours were contributed to Raleigh Parks. Of those, 15,546 hours were focused on environmental stewardship projects, with service valued at close to $500,000.

Current Challenge

Community members stated most volunteer efforts seemed limited to weekdays. However, increasing awareness of unstaffed litter cleanups and other opportunities could help boost participation.

ENVIRONMENTAL RESILIENCE Protection

ENGAGEMENT FEEDBACK

“Better protection and stewardship of native plant communities, including more access to natural areas in underserved parts of the city.”

- Online survey participant

Sensitive habitats and corridors are protected

Through strategic conservation of natural resources, Raleigh Parks works hard to identify and protect sensitive habitats and green corridors. Sensitive habitats are areas where rare plant and animal life are present or where the habitat present makes a unique contribution to the diversity of the broader ecosystem. Sensitive habitats are easily disturbed by human activities. The protection of sensitive habitats and corridors has a positive effect on a larger region’s environmental health for generations.

Raleigh Parks has a proven track record of innovative conservation work. Projects and protocols such as prescribed burning, invasive species removal, Pre-Development Assessment Planning, habitat and species mapping, and wetland and riparian buffer restoration demonstrate commitment to the protection of biodiversity. Embracing new opportunities by participating in programs like Bee City USA and the Biophilic Cities Network (as described in the

following System Deep Dive) helps demonstrate how the 2014 Parks System Plan advanced the conversation around environmental protection. Raleigh Parks can continue to use strategic tools to protect sensitive and unique habitats, including land acquisition, use of conservation easements, dedication of additional Nature Preserves, and implementation of Protected Natural Areas designations. The conservation work being done in Raleigh Parks can be used to help prioritize investments in land stewardship, as well as to inform on best environmental practices for future development.

Invasive species continue to impact the Triangle region, threatening native plants and crucial local ecosystems. Raleigh Parks’ Invasive Species Program plays a key role in fighting against these plants and pests. This program helps prioritize, fund, and manage invasive species, along with providing public education on the issue.

Raleigh Parks can continue its work toward environmental protection through natural resource management practices. A high-priority action item from the 2014 Parks System Plan, Raleigh Parks works to research, establish, and operationalize best management practice standards for specific ecosystems within the parks system that balance protection and recreation within natural areas.

Relevant Achievement

Raleigh Parks created its Invasive Species Program to respond to the amount of invasive species that were growing in neighborhood parks.

Current Challenge

Recent national and state-wide legislation limited protections for wetlands that improve water quality, lower flood risk, and protect aquatic wildlife.

System Plan Deep Dive

WALKING THE WALK ON ENVIRONMENTAL RESILIENCE

More than 200 years ago, the Christmas Plan of 1792 shaped the City of Raleigh. This important plan identified a system of public squares that are still visible today, like Nash Square and Moore Square. The plan and the connected green spaces that it created highlight Raleigh’s longstanding commitment to fresh air, open space, and healthy trees. The 2014 Parks System Plan continued this legacy by setting new goals to protect natural resources; Raleigh Parks has worked hard to achieve this ambitious framework through several key initiatives, described below.

BIOPHILIC CITY

The word biophilia is made up of two Greek words: bio meaning “life” and philia meaning “love of.” Together, it represents a love of life or living things and a belief that humans have deep and meaningful connections to nature. According to the Biophilic Cities Network, biophilic design is a movement to foster deeper connections between people and nature by integrating natural elements into urban environments. This design philosophy advocates for the harmonious blending of natural patterns, processes, and elements such as plants, water features, and natural lighting into designed places.

Launched in 2013, the Biophilic Cities Network is a global community of partner cities, organizations, and individuals committed to planning and designing cities according to the principles of biophilic design. The network includes cities from Austin to Barcelona and from Norfolk to Singapore, each dedicated to deepening the

connection to nature for its residents and, by doing so, improving the sustainability, health, and wellness of city spaces for all.

In 2022, Raleigh became North Carolina’s first city to join the Biophilic Cities Network. Demonstrating its commitment to innovation in environmental health and climate change adaptation, Raleigh’s role in the network will allow it access to valuable resources, knowledge sharing, and emerging best practices. It also signifies - to the city, the state, and the nation - a new era of environmental design that will no doubt give shape to new experiences with Raleigh’s parks and greenways.

BEE CITY USA

Across the nation, communities are identifying an alarming reduction in the number of pollinators. Pollinators are any species of insect or animal, including bees, birds, and butterflies, that move pollen between the male and female parts of flowers, enabling the fertilization and perpetuation of the plant species. Pollinators are essential to the preservation of healthy ecosystems, and perhaps most importantly, to the production of our food supply. One out of every three bites of food we eat is made possible by pollinators!

Raleigh Parks has long recognized the value and necessity of pollinators for exactly these reasons and has enacted its commitment by supporting pollinator habitat programs, projects, and partnerships. It also is committed to raising awareness of the value of pollinator species through programming about the pollinator species and inspiring residents to participate in the cultivation and preservation of plantings that sustain pollinators.

In 2017, Raleigh Parks took this commitment to a new level by becoming a Bee City USA. Bee City USA is a program that recognizes, supports, and encourages pollinator conservation by working with over 300 communities in over 40 states across the nation. Built on a collaboration between the City and community partners, the initiative focuses on educating the public and providing support for pollinators and habitats in Raleigh. The early accomplishments of this program are numerous, including a five-acre sunflower field created at Dix Park in 2018 and five acres of wildflowers planted along greenway trails and parks in 2024. Raleigh Parks also promotes environmentally sensitive pest and vegetation management via integrated pest management that reduces overall pesticide use. Further, Raleigh Parks makes visible this commitment every year in June with programming and projects during its popular Pollinator Week.

Organizational Commitment

HEALTH OUTCOMES

Raleigh Parks is embarking on its CAPRA accreditation process, which requires a great deal of self-reflection. This process has surfaced many challenges and opportunities for Raleigh Parks. To continue evolving its high-quality system and deliver on its mission and potential, Raleigh Parks must support and empower staff to create innovative and beloved programs and places. This means embracing differences and investing in partnerships and practices that are safe, healthy, and supportive for everyone.

To achieve an equitable and accessible parks system, it is important to create a culture of innovation, creativity, and teamwork. This culture should be present at every level of the organization and should be sustainable.

Innovation should be encouraged in all employees. This is especially needed to recruit the younger generation of workforce. It can also help support workforce retention to ensure a diverse, fair, and inclusive workforce that represents Raleigh’s community. A more representative workforce can bring new ideas and help more effectively serve residents.

There are four organizational health outcomes that identify how Raleigh Parks is investing in its staff to support a better park system and opportunities for the organization to commit to staff as its most valuable asset.

Support

Difference embraced and invested in, in all of its forms

Cultivate

A workforce representative of the community

Innovate

A culture of innovation, creativity, and collaboration

Empower

A model parks and recreation agency committed to equity and effectiveness

ORGANIZATIONAL COMMITMENT Support

ENGAGEMENT FEEDBACK

Staff have noted recent challenges with recruitment, onboarding, and training.

-Recreation Programming Focus Group Participants

Difference

embraced and invested in, in all of its forms

Diversity, equity, and inclusion (DEI) programs are a common way of promoting and institutionalizing the practice of embracing difference at park and recreation agencies. NRPA notes that forty-two percent of park and recreation agencies currently have formal DEI programs, and another twenty-two percent of park and recreation leaders anticipate that their agencies will establish formal DEI activities within the next year.16 The City of Raleigh’s Department of Equity and Inclusion offers many resources and is a key partner for the department and its staff dedicated to DEI work.

Raleigh Parks is working to recognize and support the diversity of its workforce in many ways that also help support the community it serves. For example, mandatory unconscious bias training is a common practice and helps improve communication and collaboration across many kinds of difference. Raleigh Parks

16 Diversity, Equity, and Inclusion in Parks Report, National Recreation and Park Association, 2023.

can also broaden recruitment outreach to attract more diversified talent while also providing more connection to often under-represented populations in the city.

There are many potential ways the department can honor the needs of a diverse workforce. Expanding access to alternative work arrangements can support staff with varying capacities and lifestyles. Investing in staff mentorship offers additional opportunities for supporting staff career growth. An interdepartmental effort that includes Raleigh Parks is finding success in encouraging affinity groups, where team members with shared interests can gather and learn from each other’s experiences. Lastly, many agencies are testing higher levels of transparency about strategic decision-making, giving employees context around and agency in the business of parks.

Expanding beyond traditional DEI approaches can help identify new ways of embracing difference. Trauma-informed care is an

approach that assumes an individual is more likely than not to have a history of trauma.15 It recognizes the presence of trauma symptoms and acknowledges the role trauma may play in an individual’s life. Embracing a traumainformed care approach to building partnerships and engagement can create a healthier and sustainable parks system for both staff and patrons.

Relevant Achievement

Engagement with staff throughout the Parks Plan Update process brought fruitful conversations and feedback that actively drove plan decisions.

Current Challenge

According to the NRPA, lack of funding for pay equity and workforce development is the greatest challenge to cultivating a diverse workforce.

15 What is Trauma-Informed Care?, Buffalo Center for Social Research, 2024.

ORGANIZATIONAL COMMITMENT

Cultivate

ENGAGEMENT FEEDBACK

“Raleigh Parks hires so many competent part-time staff, though many face limitations such as not being able to take part in larger department committees.”

- Focused conversation participant

A workforce representative of the community

Investing in a workforce that is representative of the community is important to effectively serving a community. The 2020 Census reported that one in six Americans are over the age of sixty-five, leading to predicted rising rates of employees retiring. This major shift in the workforce presents a unique opportunity to evaluate and evolve recruiting, hiring, and retention goals and practices.

For Raleigh, a diverse, equitable, and inclusive workforce can be achieved through a number of policies and programs. Raleigh already engages in creative recruitment pathways, such as job fairs and university career pipelines, including:

• Historically Black Colleges and Universities (HBCUs)

• Community colleges network

• NC Career and Technical Education Program

• ApprenticeshipNC

Moreover, Raleigh can continue to routinely evaluate job responsibilities and pay structure to help recruit and retain seasonal and part-time staff. Including the Parks Plan Update in all new hire orientations can expand the reach of this document and its role as a tool for staff to enable change within the organization. As highlighted in the Strategic Business Plan, continuing the Leadership Development Academy will help facilitate employee growth through relationship building, training, and mentorship. Additionally, Raleigh Parks can increase formalized networking opportunities within the department, such as young professionals or lunch and learn series.

Relevant Achievement

Raleigh Counselor In Training camp prepares teens for positions as Junior Counselors through training, hands-on experience, and networking.

Current Challenge

Staff have noted the difficulty that many part-time and seasonal staff face when it comes to transitioning to full-time positions.

ENGAGEMENT FEEDBACK

“There’s currently a gap in programming for teens and young adults (19-25) which could be an opportunity for new and innovative programming!” - Focused conversation participant

A culture of innovation, creativity, and collaboration

It is the responsibility of a parks and recreation agency to foster a culture of innovation, creativity, and collaboration for its residents and visitors. However, a culture of innovation and creativity is often overlooked internally. Organizational innovation fosters a culture that encourages new ideas and allows for implementing these ideas despite challenges, resistance, risk, and other outside factors. For parks and recreation agencies, this innovation can translate to successful programs, new revenue, cost savings, and streamlined efforts.

Innovative methods are needed to keep up with changing communities. During the Parks Plan Update process, staff conversations noted on multiple occasions that changing demographics in the community requires more innovative methods, such as multi-language materials or using technology, such as social media, in new ways to reach these groups. Raleigh Parks’ Marketing Ambassadors program used GIS as a tool to intentionally reach every subsection of the city, ultimately engaging over 26,000 community members.

Raleigh Parks can foster innovation by seeing innovation as a solution. They should continue the Raleigh Parks Shares Program, where staff come together to share working creative projects and initiatives. They can also continue to collaborate with other departments to implement innovative work that spans departmental missions. This includes ongoing efforts like the tree canopy studies, invasive species management, wildlife and pollinator program, community gardens, alternative fuels, and fleet electrification. In addition, Raleigh can participate in the development and adoption of a citywide public private partnership (P3) policy, which will provide a framework for negotiating, executing, and implementing partnership agreements with private sector partners.

Finally, Raleigh Parks is working to identify ways of better measuring who it is serving and how its spaces are being used. Embracing a culture of trial and error and public satisfaction measures,

rather than evaluating success with conventional metrics like profit and user participation figures, can support these efforts. For example, mini-polls online or intercept surveys in parks could be used to get a quick snapshot of community concerns such as public safety and cultural programming awareness, both identified as challenges during community engagement.

Relevant Achievement

Raleigh Parks participated in several episodes of the City’s “Big Ideas Raleigh” podcast, using the new platform to share about its work to a wider audience.

Current Challenge

Innovative tools like artificial intelligence, advanced data analytics, and smart technology can be applied to departmental workflows but require new skills, training, and time.

ORGANIZATIONAL COMMITMENT

Empower

ENGAGEMENT FEEDBACK

“We tend to be risk averse. We don’t look to take chances even if the failure will lead to learning opportunities.”

- Focused conversation participant

A model parks and recreation agency committed to equity and effectiveness

As evidenced by voter support of the 2022 Parks Bond referendum, there is great enthusiasm for the work that Raleigh Parks provides to the community. However, not willing to become complacent, the department continues to push for broader and more inclusive impact through its continually evolving offerings. The focus on health as the strategic driver for future change, for instance, embodies this commitment to innovation and leadership in the realm of equity.

Raleigh Parks can continue to work to achieve equity and effectiveness through various strategies. Firstly, Raleigh Parks should continue to pursue CAPRA accreditation to ensure the department meets the highest standards within the profession. They can also continue to evaluate existing programs based on demographics, participation, and community needs to tailor their programs and events. Workflows can be

Relevant Achievement

developed that incorporate Parks Plan outcomes into key job responsibilities. Finally, as highlighted in the Strategic Business Plan, development of an equitable investment framework will help Raleigh target investments in parts of the city that will have the largest impact.

Raleigh Parks participated in the City’s “Big Ideas Raleigh” podcast, using the new platform to share about its work to a wider audience.

Current Challenge

Innovative tools like artificial intelligence, advanced data analytics, and smart technology can be applied to departmental workflows but require new skills, training, and time.

System Plan Deep Dive

REACH FOR THE

STARS!

NRPA’s CAPRA is a prestigious national accreditation program that evaluates and recognizes the quality of operation, management, and service provided by park and recreation agencies in the United States. Currently, there are 206 accredited park and recreation agencies in the United States, each committed to providing exceptional services to their communities.

The advantages of achieving CAPRA accreditation include:

• Accreditation recognizes an agency’s commitment to excellence and to industry norms.

• CAPRA ensures that accredited agencies meet national standards of best practice.

• By achieving CAPRA accreditation, an agency demonstrates its dedication to providing the highest level of service to the community.

ACCREDITATION PROCESS

Throughout the Parks Plan Update process, plans and policies that related directly to CAPRA were evaluated. The planning team identified best practices and shared opportunities for this plan to directly support Raleigh Parks’ own path to accreditation. The accreditation process involved a comprehensive self-evaluation that each agency is required to complete. This selfevaluation requires agencies to identify their evidence and documentation for compliance. Subject Matter Experts acted as advisors to share best practices or approaches for submittal.

BENEFITS

There are many benefits to achieving CAPRA accreditation, including:

• Accreditation holds the agency accountable to the public. It ensures responsiveness to community needs and promotes transparency.

• Engaging all staff in the accreditation process enhances teamwork and pride.

• CAPRA becomes an integral part of the agency’s internal culture, fostering a continuous improvement mindset.

• Decision-makers, stakeholders, and the public recognize that the agency operates with the best practices of the profession.

• Increased credibility can lead to improved internal and external funding.

CHAPTER 5 IMPLEMENTATION PLAN UPDATE

Achieving Desired Health Outcomes

The implementation chapter frames a process for creating potential actions to help achieve desired outcomes.

The implementation roadmap for this Parks Plan Update is a crucial element that transforms the vision, guiding principles, and health outcomes into tangible realities. This chapter identifies the framework for priority department-led actions necessary to realize an inclusive and accessible park system that reflects the diverse needs and aspirations of both staff and community but also enables staff leadership and experience to guide future decision-making. The roadmap prioritizes the voices and experiences of historically marginalized groups, ensuring that all community members can benefit from safe, welcoming, and vibrant public spaces and

experiences. The implementation roadmap includes evaluation and refinement of Levelof-Service, the creation of an equity matrix and efforts to accelerate equitable change.

Importantly, this Plan will guide Raleigh Parks’ investments and allocation of resources and capacity over the next five to ten years. Development of this implementation roadmap involved workshops with Raleigh Parks leadership as well as staff. This included their perspectives on the status and priorities of the action items from the 2014 Parks System Plan, which were evaluated in Fall 2023, and staff and community project, policy, and program ideas shared in Spring 2024. This process resulted in an implementation matrix that outlines the projects, policies, and programs that can guide decisionmaking and action toward the desired health outcomes.

Reshaping Equitable Access

Raleigh Parks is committed to establishing an equitable community for all. Achieving equity in Raleigh means dismantling policies and systems that have disproportionately impacted Black, Indigenous, and People of Color (BIPOC) community members and advancing policies that target historic inequities and result in improved quality of life across the City. Due to a history of racially discriminatory practices in parks, planning, and development, these inequities continue to exist within public parks and recreation, and as a result, not all people have fair and just access to parks, trails, community centers, and programs that would otherwise contribute to their ability to live healthy lives.

Just as Raleigh Parks has used equity considerations to guide decision-making and capital investments in recent years, the Raleigh Parks System Plan Update is centered on equity to guide future decisions. The Parks Plan Update planning process occurred alongside a parallel process where the Trust for Public Land evaluated and identified opportunities for Raleigh Parks to update Raleigh’s existing approach to Level-ofService, as part of Raleigh Parks’ participation in the Park Equity Accelerator cohort. Raleigh Parks is developing an equity matrix to identify community need and refine its approach to modeling park access. This will help identify park supply that can better achieve Raleigh’s mission of Bringing people to parks, and parks to people.

EQUITY MATRIX: UNDERSTANDING COMMUNITY NEEDS

The following metrics are being considered for the equity matrix, which will help Raleigh identify a broader spectrum of community needs. Much of this data is already collected by the City.

• Population Density: High population density areas may have greater demand for park space and facilities because many of these households have limited to no access to a private open space or are sharing resources across more households.

• Race & Ethnicity: Understanding the racial and ethnic composition of neighborhoods helps identify historically marginalized communities that may have been underserved by parks and recreational facilities.

• Poverty: Areas with higher poverty rates often lack sufficient recreational resources and have more barriers to accessing programs that have costs.

• Age Dependency: Communities with high proportions of dependents (children and elderly) require specific park amenities and programs and especially benefit from walkable access to park spaces.

• Language Isolation/Limited English Proficiency (LEP): Identifying areas with high LEP populations ensures that park programming and communication strategies are inclusive and accessible to non-English speakers.

• Heat Risk and Tree Canopy: Areas with high surface temperatures and low tree canopy cover are at greater risk of heat-related health issues. Prioritizing these areas for green spaces can mitigate heat risks and improve public health.

• Impaired Watersheds: Parks and greenways in areas with impaired watersheds can play a role in improving water quality and providing environmental education.

• Poor Mental Health: Access to parks and green spaces is linked to better mental health. Identifying areas with poor mental health statistics can guide the targeted development of parks to provide therapeutic and stress-relieving benefits.

• Poor Physical Health: Communities with high rates of physical health issues benefit from increased access to recreational facilities that promote physical activity and other health-supporting behaviors and services.

• Historic Spending in Raleigh Parks: Analyzing past spending patterns helps identify disparities in investment. This ensures future funding is allocated more equitably, addressing neglected areas and improving overall park equity.

System Plan Deep Dive

ACCELERATING

PARK EQUITY

Raleigh is continuing to grow and expand as a city, and there are opportunities to improve access to green spaces in new developments that are continuing to be built. Policies are a critical tool in helping to shape the City and development within it. Raleigh Parks is working to develop policies focused on building partnerships with residential and commercial developers that will help advance the goal of increasing tenminute walk access to the core experiences.

PARK EQUITY ACCELERATOR BIG

IDEAS

The Park Equity Accelerator resulted in a set of policy recommendations that Raleigh Parks can use to support expanded park equity.

Privately-owned parks can serve an important role in meeting the needs of residents. To better understand where these privately-owned parks exist and how they are maintained, Raleigh Parks can create a new policy that would require developers to transfer information about privately-developed parks to them. When privately-developed amenities are meeting needs in one location, public investment can be focused in other locations where needs are higher and private amenities are not available. #1

Growing Successful Neighborhoods and Communities

Private Parks Development

Improving Park and Greenway Access

Raleigh’s Comprehensive Plan outlines a policy for including public spaces in private developments. These public spaces can connect to and benefit from being close to public amenities and spaces such as greenway trails, public sidewalks, and plazas. Raleigh Parks worked to require new residential developments to construct connections to existing greenway trails.

Managing Growth Budget Adequacy

An existing policy of Raleigh’s Comprehensive Plan outlines that the city budget that supports the parks system should keep pace with growth. As a key part of this, it should also provide the quantity and quality of programs, facilities, and facilities maintenance expected by residents. Raleigh Parks continues to evolve its approach to making capital improvements that are equity-driven.

Sustainable Development Planning for Proximity

Raleigh’s Comprehensive Plan outlines a policy for providing new parks and facilities so that every resident has access to a core experience within a ten-minute walk of their home or place of employment. To make this policy stronger, an additional policy could be created that requires residential and commercial development to support this goal. This policy could be based on models of park-oriented development. Park-oriented development is a strategy that makes trade-offs with developers, such as allowing them to build more units, so that they may build their developments close to parks or create new open spaces that are publicly accessible and that increase park access.

Publicly Accessible Parks

Raleigh’s Comprehensive Plan highlights different tools that the city can use to create publicly accessible open spaces in new developments. Using zoning incentives is one of these tools. Zoning incentives allow developers to add extra units or square footage to their development in exchange for the development providing certain public benefits. These public benefits can be new open spaces or new walkable connections to nearby parks and greenways. Raleigh Parks is working to explore other types of zoning incentives and public-private partnerships that will help encourage creating public spaces during the development process.

Outcome-Driven Implementation

The Parks Plan Update is meant to be used as a roadmap that guides the Raleigh Parks Department as it works to achieve its desired health outcomes.

Unlike the 2014 Parks System Plan, this implementation roadmap is not a comprehensive series of actions or tasks, but a framework to

empower Raleigh staff and stakeholders to identify the actions they plan to take and the methods to assess progress over the plan’s lifetime. The intent of this approach is to allow for flexibility as well as creativity, describing the finish line but not specifying exactly how to run the race.

The following implementation plan matrix identifies priority projects, policies, and programs, which are specific tasks or steps that are identified as essential to achieving one or more of the four health lenses within the plan’s five to ten year timeframe. For each of the priority projects, policies, and programs, the matrix also communicates the following:

• The priority project, policy, or program.

• Guiding Principles: Alignment with the Parks Plan Update guiding principles.

• Desired Health Outcomes: Identification of alignment of the projects, policies, and programs with the health outcomes.

Policies, Programs & Projects

Alignment with the Guiding Principles

Desired Health Outcome

IMPLEMENTATION PLAN MATRIX

LEADING HEALTH LENSES PPPs RECOMMENDATIONS

Policies

INDIVIDUAL WELLBEING

Programs

Expand inclusive policies to support a full spectrum of users, including people who are neurodivergent, have visual impairments, physical disabilities, or language isolation.

Remove barriers for teen participation in programs and access to facilities.

Leverage partnerships and internal capacity to increase the number of free activities, programs, and events.

Strengthen Financial Assistance programs and funding to reduce barriers for households to participate in programs.

Identify mental health “hubs” - or distributed clusters of resources - throughout city, expanding the pilot mental health programming already provided at Dix Park.

Expand active adult program offerings and craft a marketing strategy to more effectively reach seniors who are unaware of program availability.

Expand drop-in and open play availability, especially for athletics or sports-related uses.

Create programs along greenway trails that better activate the greenway trails. Programs could include history-, nature-, or art-themes events that align with the Public Art Plan.

Expand shade citywide (trees/constructed shade) through the Street Tree Equity Project and through parks and facilities reinvestment projects.

Projects

Expand offerings for wheeled resources for all ages. This could include all-ages recreation and education facilities like skate parks, Traffic Gardens, pump tracks, natural surface trails for mountain biking, and bike repair stations.

Strive for building amenities beyond ADA-accessibility and universal design.

GUIDING PRINCIPLE ALIGNMENT

DRIVING OUTCOMES

INDIVIDUAL WELLBEING OUTCOMES

Physical Wellbeing

Access to play, exercise, and a healthy lifestyle

Inclusion & Relevance

Mental Wellbeing

Inclusion & Relevance

Inclusion & Relevance

Mental Wellbeing

Inclusion & Relevance

Physical Wellbeing

Physical Wellbeing

Mental Wellbeing

Mental Wellbeing

The ability to pursue emotional, psychological, and social wellbeing

Inclusion & Relevance

Reduced barriers and something for everybody

Physical Wellbeing

Inclusion & Relevance

EIGHT GUIDING PRINCIPLES

Connectivity and Access

Equity and Justice

Continuous Reinvestment

Collaboration and Coordination

Creativity and Innovation

Community and Belonging

Culture and History

Resilience and Stewardship

LEADING HEALTH LENSES PPPs RECOMMENDATIONS

Integrate arts and culture in projects and programs.

Policies

Revisit policies for volunteer work to strengthen and expand volunteerism and community park stewardship.

Partner across departments to identify and establish policies that incentivize the creation of publicly accessible parks and greenways as part of the land development process.

Partner to provide assistance to unhoused community members and persons experiencing mental health crises.

Translate Raleigh Planning Academy to a Raleigh Parksspecific program that encourages community and department dialogue.

Programs

COMMUNITY COHESION

Projects

Expand community gardens, especially in neighborhoods with mixed use or high-density zoning or a food desert.

Expand the Welcome to Raleigh Parks program, providing a landing resource for newcomers to the city.

Provide revenue-generating services along greenways like food trucks and events that engage small and minority businesses.

Expand the Neighborhood & Community Connections Program through capital improvement as well as publicprivate partnerships.

Pilot marketing and communications programs with various workgroups to increase and inform relationships with the Raleigh community, especially those who do not participate in programs today.

Enhance design and programming to activate the greenway and ensure it is welcoming to all visitors.

Implement the next phases of the Dix Park Master Plan, and prioritize build-out of parks with multi-phase master plans.

Collaborate with other city departments and promote and incorporate greenway trails to support multimodal, active transportation.

GUIDING PRINCIPLE ALIGNMENT DRIVING OUTCOMES

Belonging

Relationships

Development

COMMUNITY COHESION OUTCOMES

Belonging

A sense of community identity and belonging

Relationships

Strong relationships with communities

Development

Relationships

Balanced growth and a robust local economy

Connectivity

Connections between people, places, and communities

Relationships

Belonging

Belonging

Development

Connectivity

Relationships

Connectivity

Development

Connectivity

EIGHT

GUIDING PRINCIPLES

Connectivity and Access

Equity and Justice

Continuous Reinvestment

Collaboration and Coordination

Creativity and Innovation

Community and Belonging

Culture and History

Resilience and Stewardship

LEADING HEALTH LENSES PPPs RECOMMENDATIONS

Use existing or create a new Raleigh Parks green building standard for all capital improvement projects and develop guidelines for eco-friendly operations in all facilities.

Policies

ENVIRONMENTAL RESILIENCE

Programs

Minimize environmental impacts, including to animal and plant habitats, for development and maintenance projects. Consider the tradeoffs to requiring the use of adaptive planting.

Increase use of Protected Natural Area designation (or create new designation/definition) to support consideration of sensitive species and habitats in planning and design.

Strengthen invasive species removal, especially in riparian corridors and in natural areas and parks with significant natural resources.

Expand environmental educational programs that provide climate change and sustainability curricula for youth and adults.

Expand natural areas and connected wildlife corridors through investments in existing Raleigh Parks properties, easements, and land acquisition opportunities.

Pilot green stormwater infrastructure (GSI) in parks with community centers and tie programming to those GSI investments.

Projects

Increase and actively steward Raleigh’s urban tree canopy through a combination of city-led efforts on public land as well as partnerships with community groups and private property owners.

Develop a City of Raleigh Natural Resources Strategic Plan that aligns with both the Comprehensive Plan and the Parks Plan Update and reflects external input.

GUIDING PRINCIPLE ALIGNMENT DRIVING OUTCOMES

Sites & Facilities

Sites & Facilities

Protection

Protection

Stewardship

Ecology

Sites & Facilities

Stewardship

Ecology

ENVIRONMENTAL RESILIENCE OUTCOMES

Ecology

A sustainable, resilient, citywide ecological framework

Sites & Facilities

Best design, management, and operational practices in all sites and facilities

Stewardship

A community of active and passionate stewards

Protection

Sensitive habitats and corridors are protected

EIGHT GUIDING PRINCIPLES

Connectivity and Access

Equity and Justice

Continuous Reinvestment

Collaboration and Coordination

Creativity and Innovation

Community and Belonging

Culture and History

Resilience and Stewardship

LEADING HEALTH LENSES PPPs RECOMMENDATIONS

Prioritize existing operation and maintenance and Capital Improvement reinvestment.

Expand part-time employee inclusion through cross training, committee engagement, and initiatives.

Policies

Collaborate with staff to update the Department's values using the Parks Plan Update as a guide.

Update Raleigh Parks' code of ethics.

ORGANIZATIONAL COMMITMENT

Programs

Projects

Create staff wellbeing programs for year-round support.

Expand sponsorship, partnership, and philanthropy opportunities, and fortify the department’s reputation so that Raleigh Parks is a partner of choice for external agencies.

Achieve national accreditation (CAPRA) by upholding high standards in staff performance, customer service, and overall departmental excellence.

Implement the Raleigh Parks Programming Assessment.

Develop a process for using data to drive equitable budgeting for capital investment in Raleigh parks.

GUIDING PRINCIPLE ALIGNMENT DRIVING OUTCOMES

Innovate

Cultivate

Support

Empower

Support Empower

Innovate Empower

Innovate

ORGANIZATIONAL COMMITMENT OUTCOMES

Support

Difference embraced and invested in, in all its forms

Cultivate

A workforce representative of the community

Innovate

A culture of innovation, creativity, and collaboration

Empower

A model parks and recreation agency committed to equity and effectiveness

EIGHT GUIDING PRINCIPLES

Connectivity and Access

Equity and Justice

Continuous Reinvestment

Collaboration and Coordination

Creativity and Innovation

Community and Belonging

Culture and History

Resilience and Stewardship

Summary of Implementation

Together, the vision, guiding principles, updated equity and Level-of-Service standards, desired health outcomes and implementation matrix of policies, programs, and projects provide a comprehensive roadmap for both strategic and tactical actions moving forward. The relationship between the various studies, tools and actions of the roadmap can be described as follows:

• Start! - Begin with a benchmark of the current system.

• Invest! - Allow the implementation roadmap to guide budget planning, prioritize resource investment and strategize program offerings.

• Monitor! - Use analytics of both updated equity and Level-of-Service standards to review progress regularly and serve as system-wide performance measurement over time, particularly at the end of the decade or before the next generation of Raleigh Parks System Plans.

• Focus! - Utilize the Level-of-Service standards primarily for asset development and the equity analysis for both programming and capital improvement planning.

As described in this document, implementation will happen over the next five to ten years. Consistent with an outcome-driven approach, the paths to implementation are intentionally flexible and adaptable to future changes, including both foreseeable shifts such as the continued impacts of climate change and those that cannot be imagined today. The flexibility in implementation strategies also empowers Raleigh Parks staff to exercise innovation and creativity in their contribution to a successful parks system.

The development of this approach aligns with both community feedback and input from Raleigh Parks’ staff throughout the planning process. With a stronger focus on desired health outcomes, Raleigh Parks can continue to provide the exceptional and diverse experiences today’s users benefit from while growing its impact for future generations.

Glossary of Terms

GLOSSARY OF TERMS

Access - The proximity of a park, greenway trail, nature preserve, or recreation facility to the public with safe means of getting there (walking, biking, transit, or driving). Equitable access is typically defined as a ten-minute walk or 5-minute drive to a park or facility, depending on the type of park or facility. (Refer to Trust for Public Land’s ParkScore)

Accessibility - Usable by people with the widest possible range of abilities, operating within the widest possible range of spaces. See also, Universal Design.

Active Transportation - Any form of humanpowered transportation, such as walking, bicycling, using a wheelchair/mobility device (wheeling), or skating.

Active Recreation - Activities such as walking, running, bicycling, wheeling, and sports, which promote health and wellbeing by encouraging movement, and physical exercise.

Amenity - An object or offering that contributes to the enjoyment of a space and benefits its location. Within parks and open space, there are generally 4 categories of amenities: active recreation, passive recreation, natural areas, and site amenities. Playgrounds, greenway trails, fields, and sports courts are examples of active recreation. Gathering spaces, gardens, docks, and shade structures are examples of passive recreation. Bird watching and butterfly watching stations, meadows, and stream corridors are examples of natural areas. Benches, bike racks, charging stations, and wi-fi are examples of site amenities.

Bikeways - Any road, path, or facility intended for bicycle travel which designates space for bicyclists distinct from motor vehicle traffic. A bikeway does not include sidewalks, signed routes, or shared lanes with shared lane markings, but does include bicycle boulevards.

Bikeway Network - A network of bikeway facilities along streets and trails (existing and planned), where people feel safe and comfortable riding their bicycles to and from a variety of destinations (BikeRaleigh Plan, 2016).

Bond Referendums - A voting process that gives voters the power to decide if a municipality should be authorized to raise funds through the sale of bonds.

Capital Area Greenway System - A system of trails and open space corridors that is maintained by the City of Raleigh.

Capital Improvement Project - Also called a capital project - is typically a permanent structural change to a park or greenway to prolong its life, increase its value, or enhance its capabilities.

Capital projects can include asset upgrades or large scale maintenance work. Some examples of capital projects include building a new community center, replacing a greenway bridge, or resurfacing tennis courts.

Comprehensive Plan - The City of Raleigh’s longrange policy document adopted and amended by the City Council. The Comprehensive Plan establishes a vision for the City, provides policy guidance for growth and development, and contains action items directed at the City to implement the vision.

Connectivity - The degree to which trails and streets are easily accessible to one another by direct routes.

Conservation - Protection of natural green infrastructure, preserving important environmental and ecological functions and enhancing quality of life.

Easement - An easement is the grant of property rights which authorizes the easement holder permission to use another person’s land for a specific purpose.

Economic Development - The process of local wealth creation, manifested by growth in jobs, income, and investment, and supported by improvements in the social, built, and natural environment (City of Raleigh 2030 Comprehensive Plan Update).

Environmental Education - Environmental education is a process that allows individuals to gain awareness and knowledge about the environment and related issues, engage in problem solving, and take action to improve the environment.

Environmental Protection - Policies and practices intended to ensure clean air, land, and water in order to protect human health and the environment.

Environmental Stewardship - The responsible use and protection of the natural environment through conservation and sustainable practices to enhance ecosystem resilience and human well-being.

Equity - Justice, fair treatment, and opportunity for the advancement of all people while addressing and prioritizing issues for those that have been historically disadvantaged across all systems (housing, education, economics, healthcare, environmental, social and community) (Raleigh Office of Equity and Inclusion, 2020).

Equitable Distribution - The equitable provision of services, investments, infrastructure, etc. These may be geographically allocated, but that is not a primary consideration.

Facility - Refers to physical structures owned, operated, and managed by Raleigh Parks.

Greenway - Park classification for a linear piece of property that lies along a creek or is in a floodplain, local/regional park, nature preserve, recreation center, or other natural area. Some greenways include greenway trails, which are also a critical park of the City’s bicycle & pedestrian network as a source of recreation and active transportation.

Health Equity - Everyone has a fair and just opportunity to be as healthy as possible.

Health Outcome - A change in the health of an individual, group of people, or population that is attributable to an intervention or series of interventions (World Health Organization).

Mobility - The ability to travel safely and unimpeded along single or linked transportation facilities (Connect NCDOT).

Land Acquisition - The process of gaining ownership of land, including the purchase of land, partnerships, gifting, and land leasing.

Level of Service (LOS) - A measure of how well residents in Raleigh are currently served by the city’s system of parks and greenway trails.

Local Parks - Park classification for small to medium sized parks that provide access to open space for residents near their home.

Neighborhood and Community Connections Program (N&CC) - A City of Raleigh program to identify, prioritize, and build new walkable connections to parks and greenways. The N&CC Program promotes health equity throughout the City of Raleigh, using geospatial modeling and data analysis to guide investment to those communities which are most at risk of negative health outcomes and most in need of improved access to public parks and recreation opportunities.

National Recreation and Parks Association (NRPA) - A leading national nonprofit organization founded in 1965whose mission is to advance parks, recreation and environmental conservation efforts that enhance the quality of life for all people.

Nature Preserve - Park classification for areas that can be managed for natural resource conservation and recreation. Nature Preserves protect wildlife habitat, water quality, and endangered species. They can provide opportunities for nature-based, unstructured, low-impact recreational opportunities, such as walking and nature viewing.

Network - A framework of connected routes and corridors within a system.

Open Space - Green space that is not developed and often protected on which development is indefinitely set aside.

Open Space Preservation - The preservation of land that is undeveloped (has no buildings or other built structures).

Partnership - In the context of Raleigh Parks, this term describes joint projects, responsibilities, ownership, and implementation duties between Raleigh Parks and other groups and organizations. Before becoming formal agreements, successful partnerships would articulate clear expectations and outcomes.

Population Density - Number of people per square mile of land (US Census).

Programming - Leisure and recreation events or activities that may or may not require particular amenities. For example, programming can vary from a self-guided walking tour to a fitness class held at a recreation center.

Racial Equity - The condition where race no longer predicts a person’s quality of life and outcomes (Raleigh Office of Equity and Inclusion, 2020).

Reinvestment - Dedication of capital and staffing resources to existing trails, structures, amenities, and corridors.

Riparian Corridor - The area of transition between land features and water features, such as a stream bank, shoreline, or the border of a wetland. Riparian areas are characterized by frequently waterlogged soils and distinct types of vegetation adapted to these soils (City of Raleigh 2030 Comprehensive Plan Update).

Sidepath - A bikeway physically separated from motor vehicle traffic by open space or a barrier and located adjacent and parallel to a roadway. Sidepaths are often within the street right-ofway.

Safety - The degree to which users are free from injury or harm.

Security - The degree to which users are free from the fear and incidence of crime.

Signage - Directional guidance and information about destinations for bicyclists and pedestrians (also called wayfinding).

Social Equity - The condition where social status and demographics no longer predict a person or group’s quality of life and outcomes.

Trail - A marked or established path or route that people can move through and travel along. Trails may be paved or unpaved depending on context and trail purpose (e.g., recreation, active transportation, wildlife observation, etc.).

Trail Network - A network of existing and planned trails that provide opportunities for active transportation and recreation.

Trust for Public Land (TPL) - A national nonprofit founded in 1972 whose mission is to create parks and protect land for people, ensuring healthy, livable communities for generations to come.

Universal Design - The design of facilities, playgrounds, and open spaces to make them accessible to all people, regardless of age, ability, or background.

Under-Resourced - Neighborhoods, facilities, communities, or populations that have not historically received significant investment, lack amenities, and/or services provided to others.

Walkability - The extent to which the built environment supports and encourages walking, by providing for pedestrian comfort and safety and connecting people with various destinations within a reasonable amount of time and effort.

Appendices

Appendix A: 2014 Parks System Plan Review

Appendix B: Stakeholder Engagement

Appendix C: Parks, Recreation and Greenway Advisory

(PRGAB) Meetings

Appendix D: Park Experiences

Appendix A

2014 Parks System Plan Review

APPENDIX A-1

2014 Parks System Plan Action Item Progress Report

The 2014 Parks System Plan established eight subsystems that cover the breadth of resources, facilities, and programs managed by Raleigh Parks. Each of these subsystems was assessed individually in this progress report, along with a more detailed evaluation of the goals, objectives, and action items that support that subsystem. In November 2023 and March 2024, Raleigh staff met with staff representing each of the subsystems in order to confirm action item progress.

Executive Summary

The 2014 System Plan established eight subsystems that cover the breadth of resources, facilities, and programs managed by the Parks, Recreation and Cultural Resources Department. Each of these subsystems will be assessed individually in this progress report, along with a more detailed evaluation of the goals, objectives, and action items that support that subsystem. In November 2023, Raleigh staff met with staff representing each of the subsystems in order to confirm action item progress. Staff identified completion status and any priorities for consideration in the System Plan Update. Based on this progress, the following takeaways have emerged:

• Nearly all top priority action items can be accomplished inside of the organization (77% internally, 15% inter-departmentally).

• Studies, plans, or assessments still make up the largest portion of top-priority actions at 30% of all actions.

• Of all top priority action items, 79% are high or medium equity impact, and 75% of these items are short-term actions that can be accomplished in the next 5 years.

• Half of all top priority actions support the subsystem focused on programs and services.

Evaluation Rubric

ACTION ITEMS

Not on Track On Track

Short Term

Complete: Action items with finite deliverables can be marked complete

Ongoing: Action items that have been implemented, but still require future support.

Work in Progress: Action items currently in development but have not yet been completed.

Long Term

On Track: Action items marked on track align with current priorities and are expected to carry on.

OBJECTIVES

Short Term

Not Yet Started: Action items behind schedule. Items should be prioritized in staff work plans if they are still relevant, or modified or deleted if they are no longer relevant.

Long Term

Not on Track: Action items may require additional time or resources to implement within timeframe or should be reassessed with PRCR priorities.

Each objective is assessed based on overall progress toward implementing subsumed action items.

Most or all Action Items have been completed or are on-track. This objective is integral to PRCR policies & operations and is clearly in alignment with departmental priorities.

Most Action Items have been completed or are on-track, with minor exceptions. departmental priorities.

Several Action Items have not been completed or are not on-track. This objective may objective and current departmental priorities.

serious obstacles to achieving this objective, requiring a reassessment of PRCR policies & operations or realignment of departmental priorities.

Parks

Parks provide visitors with opportunities to relax, refresh, explore and play, contributing significantly to the quality of life throughout the city. The action items below are focused on continuously improving and re-investing in parks and park facilities, as identified as a top priority by public input. These action items help the Department achieve two important goals: developing high-quality parks within walking distance of homes and places of employment; and continuing to meet the needs of the community, visitors and workers. As of 2023, 92% of the Parks subsystem action items are on track.

SUBSYSTEM STATUS:

ON TRACK

Parks

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Objective A: Provide new parks or joint use facilities so that every resident has access to a park experience within 1 mile travel distance of their home or place of employment.

Objective B: Expand sidewalks, trails, bicycle facilities and public transportation routes to improve access to and within existing and future parks and facilities consistent with adopted transportation plans and residents’ needs.

Objective C: Increase awareness of alternatives to access parks and services through collaborative partnerships with local and regional transportation providers.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Objective A: Upgrade and reinvigorate existing parks to meet user needs as

Objective B: Continue to actively engage the public in the planning and design of new parks and facilities or enhancements at existing parks and facilities.

Objective C: changing needs and trends.

Objective D: Continue to collaborate with the State of North Carolina and Wake County to promote regional recreation tourism and encourage economic development

Objective E: Promote economic, environmental and social sustainability.

Natural Environments

Providing wildlife habitat, improving water quality, reducing stormwater runoff, and providing outdoor recreation and educational opportunities, are just a few benefits associated with the thousands of acres of natural areas and corridors throughout the city. Action items have been identified for four goals ranging from balancing protection and public access, to enhancing and expanding protected lands and awareness to community-wide benefits. From the more natural areas of the city to the urban areas of downtown, improved access to outdoor recreation and adventure opportunities throughout the city will be achieved. As of 2023, 94% of the Natural Environments subsystem action items are on track.

SUBSYSTEM STATUS:

Natural Environments

Goal 1: The City of Raleigh will continue to expand residents’ awareness of the environmental, economic and

Objective A: Foster a culture of thinking and acting within a broad regional ecological framework.

Objective B: Identify and cultivate planning partnerships among the spectrum of

Objective C:

Objective C: Support Green Infrastructure Planning (GIP) throughout the city. 2/2 4/4

Goal 2: The City of Raleigh will continue to protect, enhance, and expand natural environment areas.

5/5 1/2 1/4 1/2

Objective A: Continue to provide stewardship of natural environments, ecological systems and local watersheds through best management practices.

Objective B: Provide additional natural resource lands as opportunities exist through

Natural Environments

Goal 3: The City of Raleigh will balance the protection of natural environments while continuing to provide appropriate public access and use.

Objective A: Improve and promote public access options such as greenway trails and public transit to natural areas for educational, recreational and environmental research opportunities.

Objective B: Develop policies addressing the balance between protection and recreation through collaboration with outdoor conservation professionals, scientists and community advocates.

Goal 4: The City of Raleigh will provide access to outdoor recreation and adventure opportunities throughout the city.

Objective A: Develop regional outdoor adventure hubs.

Objective B: Provide access through public transit, greenway trail, and bicycle facilities connectivity to regional adventure recreation hub(s)

Objective C: Provide access through public transit, greenway trail, and bicycle facilities connectivity to lakebased recreation opportunities.

Objective D: Continue to collaborate with the State of North Carolina and Wake County to promote regional recreation tourism and encourage economic development. Provide small, urban outdoor adventure recreation opportunities and interfaces with natural areas.

Greenways

The Capital Area Greenway (CAG) is a framework for environmental protection, recreation opportunities, and transportation infrastructure that balances the protection of natural area corridors and over 100 miles of greenway trails. Action items have been developed for three goals focused on the protection and enhancement of linear natural environments, improvement of connectivity and accessibility to greenway corridors and trails, and enhancement of existing greenway trails to meet growing and changing needs of users. Several of the action items identified for greenways are to be aligned with goals and objectives for natural environments as these two sub-systems are closely linked. As of 2023, 83% of the Greenways subsystem action items are on track.

SUBSYSTEM STATUS:

Greenways

Goal 1: The City of Raleigh will protect and enhance vegetation, wildlife habitat, and the waterways along linear natural environment areas.

Objective A: Support initiatives that work to create a protected, linked network of linear natural areas, wildlife habitats and greenspaces throughout the region.

Objective B: Continue to expand protection of contiguous greenway lands to full greenway corridors.

Objective C: Preserve the natural character of watercourses through greenway acquisition, management, and protection.

Objective D: greenway corridors.

Greenways

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Objective A: greenway trails with a focus on interconnectivity among neighborhoods, parks, schools, commercial areas, cultural and civil institutions and other regional destinations.

Objective F: Develop a regional trail system. 1/4 3/3 2/6 0/1 3/6 2/2

Objective B: Create a hierarchy of greenway corridors and greenway trail

Objective C: sidewalks and other transportation corridors by closing gaps in connectivity to the greenway network.

Objective D: Provide increased accessibility and provide connectivity of greenway trails to Growth Centers.

Objective E: Provide adequate parking at trailhead locations.

Greenways

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high-quality system consistent with trail user needs and priorities.

Objective A: Update Capital Area Greenway system design guidelines for new and renovated greenway trails to provide better safety, comfort, convenience, maintenance and amenities for users, and a consistent identity across the entire system.

Objective E: Implement the Raleigh Greenways Master Sign Program throughout from the Capital Area Greenway system, nearby destination information, orientation 4/5 3/3 5/5 2/6 2/5

Objective B: Promote the Capital Area Greenway system trails as safe, healthy and sustainable travel alternatives.

Objective C: Enhance and implement maintenance standards for existing greenway trails to ensure safe and comfortable travel by users and to achieve sustainable operations.

Objective D: Develop Capital Area Greenway Programming Plan.

Athletics

Enjoying a healthy and active lifestyle is a core function of the Parks, Recreation and Cultural Resources Department and one that athletic programs and facilities contribute significantly towards. Youth development is also a critical aspect of these programs. Action items focus on tow goals: the first is a continuation of providing athletic venues for every resident; and the second is being a regional athletic destination with venues that attract residents and visitors to enjoy a healthy lifestyle while providing positive economic benefits to the community. As of 2023, 93% of the Athletics subsystem action items are on track.

SUBSYSTEM STATUS:

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Objective D: 4/6 5/5 3/3

Objective A: pools and programs that are equitably distributed throughout the city.

Objective B: programs.

Objective C: Provide, partner and plan for indoor and outdoor opportunities for new and growing athletic trends.

Goal 2: The City of Raleigh will continue to promote the community as a premier athletic venue destination where residents and visitors can compete, stay active and healthy, and enjoy amenities of the region.

4/5 0/1 2/2 2/2 0/3

Objective A: Promote development of athletic facilities that attract regional and national competitions, generate new revenues and provide economic development opportunities.

Objective B: wide program needs and attract regional and national competitions.

Objective C: Renovate, expand and enhance existing and new aquatic facilities consistent with recommendations from the Aquatic Study.

Objective D:

Objective E: Promote greater access for residents and visitors to athletic facilities

Programs

The diversity of programs and services offered by the Parks, Recreation and Cultural Resources Department meets a variety of needs and priorities that nurture a healthy, creative community and focuses on the development of youth. The Action Items progress goals that focus on: promoting healthy lifestyles; creating a welcoming multicultural community; eliminating barriers to parks and participation in programs for all ages and abilities; providing inclusive and independent spaces and programs; and continued promotion of the Triangle area as a premier retirement destination. As of 2023, 85% of the Programs subsystem action items are on track.

Programs

Goal 1: The City of Raleigh will provide opportunities for every resident to maintain a healthy lifestyle.

Objective E: 3/3 1/1 3/3 1/1 2/2

Objective A: Expand healthy living options, activities and awareness through programs and events, including partnering with other agencies.

Objective B: and services provided through our partner agencies.

Objective C: Enhance existing and develop new indoor and outdoor spaces throughout the city that can be used for a variety of programs and activities and are accessible via walking, biking, and public transit.

Objective D: Provide programs in local parks, schools, active adult and recreation centers, open spaces, nontraditional facilities and through partnerships.

Programs

Goal 2: The City of Raleigh will improve outreach and foster a welcoming multi-cultural environment.

Objective A: programs.

Objective B: cultural populations.

Objective C: Improve community outreach through presentations in churches, schools, and other cultural activity centers and through advertisement and

Objective D: cultural populations at a local level.

Goal 3: The City of Raleigh will identify and eliminate barriers to participation in parks, recreation and cultural programs for preschool, youth and teens of all abilities throughout the city.

Objective A: access to parks, programs and facilities.

Objective B: Increase collaboration with schools, area colleges and universities,

Objective C:

Objective D: Continue to maintain and create new places throughout the city for environment

Programs

Goal 4: The City of Raleigh will provide inclusive and independent spaces, facilities and programs that are accessible to all residents regardless of ability and age.

Objective A: programs.

Objective B:

Goal 5: The City of Raleigh will continue to promote the community as a premier retirement destination where residents can stay active and healthy; enjoy amenities of the Triangle area; have access to high quality health resources; and enrich the community through business, social, and volunteer activities.

Objective A: Expand and enhance active adult program options and facilities consistent with recommendations from the Senior Center Feasibility Study.

Objective B: Continue support for senior clubs to ensure that seniors have equitable access to recreation and social programs throughout the city

Objective C: Enhance transportation and accessibility options to centers, clubs and

Objective D: Provide access to a variety of indoor and outdoor programs and throughout the city.

Objective E: priorities assessment

Striving to become ‘The Southern Capital of Arts and Culture,’ a goal stated by the Raleigh City Council in 2012, the Parks, Recreation and Cultural Resources Department will continue to support and promote the arts throughout the city. Action items focus on achieving three goals: becoming a national leader in supporting the arts; making the arts more accessible through partnerships and investment in traditional and non-traditional venues; and nurturing the growth of the city’s creative community and culture of entrepreneurship and innovation. As of 2023, 100% of the Arts subsystem action items are on track.

Arts

Goal 1: The City of Raleigh will be a national leader in supporting the arts.

Objective A: Arts Plan.

Objective B: programs, and arts events and installations.

Objective C: Increase collaboration and investment in public art projects associated with City of Raleigh Capital Improvement Projects (CIP).

Objective D: Encourage private developers to increase investment in publicly accessible art and art programs.

Objective E: Increase awareness of the economic value that the arts contribute to the City of Raleigh.

Arts

Goal 2: The City of Raleigh will make art more accessible to residents and visitors through traditional and non-traditional venues and partnerships.

Objective A:

Goal 3: The City of Raleigh will nurture the growth of Raleigh’s creative community to promote entrepreneurship and innovation.

1/1

Objective C: Encourage greater collaboration with local schools, colleges and arts programming. 4/5 1/1 2/2 1/1 1/1

Objective B: Support coordinated event listings, marketing and use of city facilities.

Objective A: Encourage and support innovative arts business enterprises. 1/1

Objective B: “Southern Capital of Arts and Culture”.

Historic Resources

The Parks, Recreation and Cultural Resources Department serve as the stewards of the City of Raleigh’s historic resources, whose stories connect our past with our future. Action items fall under four goals including: conserving and protecting existing resource while looking for future opportunity; providing public programming and access while balancing resource stewardship; supporting efforts to restore and preserve the city’s historic public cemeteries; and fostering interpretation of the city’s historic public cemeteries while ensuring their future stewardship and preservation. As of 2023, 92% of the Historic Resources subsystem action items are on track.

Historic Resources

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition.

Objective F: throughout all City of Raleigh Historical Resources and Museums. 2/2 4/4 3/3 2/2 0/2 0/1

Objective A: Implement the mission and goals of the Historical Resources and Museum Program.

Objective B: Fine Arts Object Collection to adopted industry standards.

Objective C: Operate City of Raleigh Historical Resources and Museum assets to

Objective D: Actively seek, acquire, and manage and maintain unique historic story.

Objective E: Actively seek, engage and nurture public and private sources of funding and support.

Historic Resources

Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources.

Objective A: Identify compelling stories that can be conveyed using industry

Objective B: museums.

Objective C: recreation and cultural resources as well as other city departments.

Objective D:

Objective C: Develop and expand partnerships for programs and funding toward cemeteries. 2/3 3/3 0/4 4/4 2/5 1/2 2/4

Goal 3: The City of Raleigh will continue to support, preserve and restore the city’s historic cemeteries.

Objective A: Continue implementation of the Strategic Plan for the Inventory, Cemeteries.

Objective B: cemetery properties.

Growth Centers

Urbanizing areas, such as Downtown Raleigh, North Hills and Brier Creek, have experienced some of the highest levels of growth throughout the region as people seek the benefits of an urban lifestyle. The Parks, Recreation and Cultural Resources Department seeks to improve the function of parks, recreation and cultural spaces and places to meet this growing demand. Action items have been developed to advance two goals: providing adequate parks and open space within urbanizing areas; and responding to urban lifestyle needs with attractive, flexible and functional spaces. As of 2023, 80% of the Growth Centers subsystem action items are on track.

Growth Centers

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Objective A: Establish new urban park types and acquisition criteria to ensure that Growth Centers in the city have adequate access to a mix of park experiences and open space types to meet needs.

Objective B: Establish new public and private partnerships that increase opportunities for a variety of parks and open spaces.

Objective C: Create new urban parks and enhance existing parks throughout Growth Centers using proactive planning, partnerships and innovative approaches.

Objective D: Utilize existing and future public transportation centers, greenway trails and pedestrian connections to provide access to parks, recreation and cultural opportunities throughout growth areas and city-wide.

Objective E: Capitalize on regional and/or state resources to meet recreation and open space needs.

functional urban parks, plazas and open spaces.

Objective A: Develop new standards and sustainability criteria for urban parks, plazas and open spaces that ensure implementation of sustainable community principles.

Objective B: Enhance existing downtown public spaces to meet urban lifestyles, attract new residents and businesses, and provide accessible recreation programs and opportunities.

Objective C: Continue to engage the public in the planning and design of innovative urban parks and facilities.

APPENDIX A-2

2014 Action Items Review

This document maps out established action items from the 2014 Parks System Plan and the 2023 status of each action item, based on a number of criteria, including equity impact, action type, time frame, and status of action.

Each table is organized by subsystem and then communicates the goals, objectives, and action items within each subsystem as the first three columns of each table.

The “Scope” column describes the level of collaboration that needs to occur to complete the action. There are three levels of scope: (1) Internal, which describes actions completed entirely by Raleigh Parks; (2) Interdepartmental, which describes actions completed by Raleigh Parks in collaboration with other City departments and agencies; and (3) External, which describes actions that need to be completed in partnership with outside entities.

The “Equity” column identifies the degree to which the action item supports the City of Raleigh’s definition of equity and the equity considerations described in this plan.

The “Action Type” column describes the outcome of the action. For example, a programming action type will result in an event or program or a review of programs and capital investments and plan implementation are typically capital projects.

The ‘Timeframe” column communicates the intended length of time that the action item will be completed within the 2014 Parks System Plan implementation timeline. There are three timeframes that each action can fall into - short, medium, and long.

The “2023 Status” Column identifies whether Raleigh Staff responsible for the implementation and tracking of the action items believe the action is on-track and aligned with the specified timeframe, or off-track.

ARTS

Goal

Goal 1: The City of Raleigh will be a national leader in supporting the arts.

Goal 1: The City of Raleigh will be a national leader in supporting the arts.

Goal 1: The City of Raleigh will be a national leader in supporting the arts.

Goal 1: The City of Raleigh will be a national leader in supporting the arts.

Goal 1: The City of Raleigh will be a national leader in supporting the arts.

Goal 1: The City of Raleigh will be a national leader in supporting the arts.

Goal 1: The City of Raleigh will be a national leader in supporting the arts.

Goal 1: The City of Raleigh will be a national leader in supporting the arts.

Goal 1: The City of Raleigh will be a national leader in supporting the arts.

Goal 2: The City of Raleigh will make art more accessible to residents and visitors through traditional and nontraditional venues and partnerships.

Goal 2: The City of Raleigh will make art more accessible to residents and visitors through traditional and nontraditional venues and partnerships.

Goal 2: The City of Raleigh will make art more accessible to residents and visitors through traditional and nontraditional venues and partnerships.

Goal 2: The City of Raleigh will make art more accessible to residents and visitors through traditional and nontraditional venues and partnerships.

Objective

Objective A: Implement goals identified in the City of Raleigh’s forthcoming Raleigh Arts Plan.

Action Item

Complete a citywide community engagement process to inform the Raleigh Arts Plan.

Objective A: Implement goals identified in the City of Raleigh’s forthcoming Raleigh Arts Plan. Identify Raleigh Arts Plan goals and priority actions for implementation.

Objective B: Increase City of Raleigh investment in arts organizations, arts programs, and arts events and installations.

Objective C: Increase collaboration and investment in public art projects associated with City of Raleigh Capital Improvement Projects (CIP).

Objective C: Increase collaboration and investment in public art projects associated with City of Raleigh Capital Improvement Projects (CIP).

Objective D: Encourage private developers to increase investment in publicly accessible art and art programs.

Objective D: Encourage private developers to increase investment in publicly accessible art and art programs.

Objective E: Increase awareness of the economic value that the arts contribute to the City of Raleigh.

Objective E: Increase awareness of the economic value that the arts contribute to the City of Raleigh.

Objective A: Provide increased capacity through investments in traditional and non-traditional arts organizations, venues and programs.

Objective A: Provide increased capacity through investments in traditional and non-traditional arts organizations, venues and programs.

Objective A: Provide increased capacity through investments in traditional and non-traditional arts organizations, venues and programs.

Objective A: Provide increased capacity through investments in traditional and non-traditional arts organizations, venues and programs.

Research and analyze other municipal funding models for support of arts organizations, arts programs, and arts events and installations.

Collaborate with all City of Raleigh departments on public art projects.

Research and analyze other funding models for public art.

Identify opportunities for private developers to invest in publicly accessible art and art programs.

Develop and distribute promotional materials to highlight opportunities for private investment in publicly accessible art and art programs.

Document economic value of the arts to the City of Raleigh.

Update the “Arts and Economic Prosperity” Report.

Inventory and facilitate opportunities for mobile, pop-up and other non-traditional venues for the arts and arts programming throughout Raleigh.

Identify capacity needs and future arts facilities through the Raleigh Arts Plan process.

Expand the Pullen Arts Center in conjunction with the expansion of the North Carolina State University Gregg Museum.

Implement upgrades to the Sertoma Arts Center.

Goal Objective Action Item

Goal 2: The City of Raleigh will make art more accessible to residents and visitors through traditional and nontraditional venues and partnerships.

Goal 2: The City of Raleigh will make art more accessible to residents and visitors through traditional and nontraditional venues and partnerships.

Goal 2: The City of Raleigh will make art more accessible to residents and visitors through traditional and nontraditional venues and partnerships.

Goal 2: The City of Raleigh will make art more accessible to residents and visitors through traditional and nontraditional venues and partnerships.

Goal 3: The City of Raleigh will nurture the growth of Raleigh’s creative community to promote entrepreneurship and innovation.

Goal 3: The City of Raleigh will nurture the growth of Raleigh’s creative community to promote entrepreneurship and innovation.

Objective A: Provide increased capacity through investments in traditional and non-traditional arts organizations, venues and programs.

Objective B: Support coordinated event listings, marketing and use of city facilities.

Objective C: Encourage greater collaboration with local schools, colleges and universities and other organizations for youth after-school, summer camp and adult arts programming.

Objective C: Encourage greater collaboration with local schools, colleges and universities and other organizations for youth after-school, summer camp and adult arts programming.

Objective A: Encourage and support innovative arts business enterprises.

Objective B: Market Raleigh’s creative community as essential for becoming the “Southern Capital of Arts and Culture”.

Identify and implement needed improvements to the Raleigh Little Theatre and Theatre in the Park.

Identify opportunities with other organizations to leverage resources relating to event listings, marketing and use of city facilities.

Identify and set goals for collaborative partnerships.

Develop access to programming, activities and facilities with identified partners.

Research and analyze municipal arts incubators and arts business enterprises.

Contribute to the city’s branding and marketing efforts.

Scope Equity Impact Action Type Timeframe 2023 Status

ATHLETICS

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Objective A: Continue providing and maintaining high quality athletic fields, courts, pools and programs that are equitably distributed throughout the city.

Objective A: Continue providing and maintaining high quality athletic fields, courts, pools and programs that are equitably distributed throughout the city.

Objective A: Continue providing and maintaining high quality athletic fields, courts, pools and programs that are equitably distributed throughout the city.

Objective A: Continue providing and maintaining high quality athletic fields, courts, pools and programs that are equitably distributed throughout the city.

Objective A: Continue providing and maintaining high quality athletic fields, courts, pools and programs that are equitably distributed throughout the city.

Objective A: Continue providing and maintaining high quality athletic fields, courts, pools and programs that are equitably distributed throughout the city.

Objective B: Increase participation by youth and adults in the city’s athletic programs.

Objective B: Increase participation by youth and adults in the city’s athletic programs.

Objective B: Increase participation by youth and adults in the city’s athletic programs.

Objective B: Increase participation by youth and adults in the city’s athletic programs.

Objective B: Increase participation by youth and adults in the city’s athletic programs.

Objective C: Provide, partner and plan for indoor and outdoor opportunities for new and growing athletic trends.

Action Item

Develop and implement a policy to address need to close facilities and fields for annual maintenance.

Create family-friendly spaces and amenities in new and existing athletic facilities.

Evaluate condition and identify improvements needed for all existing fields, courts, lighting, pools, and other athletic facilities.

Prioritize, schedule and implement improvements for existing facilities.

Identify potential partners in providing access to athletic facilities and programs.

Inventory and evaluate access to existing athletic fields, courts, pools and programs.

Identify and evaluate need for expanding or reducing existing athletic program offerings by frequency, capacity and hours of operation.

Identify barriers that prevent participation in athletic programs.

Increase athletic opportunities in existing programming based on identified need and/or barrier to access.

Develop an education and promotional campaign focused on the benefits of youth involvement in athletic programs.

Document and assess historic participation levels and establish goals for future growth.

Identify needs in new or growing athletic trends.

Scope Equity Impact Action Type

Goal Objective Action Item

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will continue to provide athletic venues and programs for every resident to maintain a healthy lifestyle.

Goal 2: The City of Raleigh will continue to promote the community as a premier athletic venue destination where residents and visitors can compete, stay active and healthy, and enjoy amenities of the region.

Goal 2: The City of Raleigh will continue to promote the community as a premier athletic venue destination where residents and visitors can compete, stay active and healthy, and enjoy amenities of the region.

Goal 2: The City of Raleigh will continue to promote the community as a premier athletic venue destination where residents and visitors can compete, stay active and healthy, and enjoy amenities of the region.

Goal 2: The City of Raleigh will continue to promote the community as a premier athletic venue destination where residents and visitors can compete, stay active and healthy, and enjoy amenities of the region.

Goal 2: The City of Raleigh will continue to promote the community as a premier athletic venue destination where residents and visitors can compete, stay active and healthy, and enjoy amenities of the region.

Goal 2: The City of Raleigh will continue to promote the community as a premier athletic venue destination where residents and visitors can compete, stay active and healthy, and enjoy amenities of the region.

Objective C: Provide, partner and plan for indoor and outdoor opportunities for new and growing athletic trends.

Objective C: Provide, partner and plan for indoor and outdoor opportunities for new and growing athletic trends.

Objective D: Provide small-scale, urban sports opportunities throughout the city.

Objective D: Provide small-scale, urban sports opportunities throughout the city.

Objective D: Provide small-scale, urban sports opportunities throughout the city.

Objective A: Promote development of athletic facilities that attract regional and national competitions, generate new revenues and provide economic development opportunities.

Objective A: Promote development of athletic facilities that attract regional and national competitions, generate new revenues and provide economic development opportunities.

Objective A: Promote development of athletic facilities that attract regional and national competitions, generate new revenues and provide economic development opportunities.

Objective A: Promote development of athletic facilities that attract regional and national competitions, generate new revenues and provide economic development opportunities.

Objective A: Promote development of athletic facilities that attract regional and national competitions, generate new revenues and provide economic development opportunities.

Objective B: Provide a new multi-sport indoor athletic complex(es) to accommodate aquatics, track and field, tennis, basketball, and other sports that will support citywide program needs and attract regional and national competitions.

Identify partners and funding sources.

Develop new and enhance existing indoor and outdoor spaces to accommodate new athletic needs.

Identify and develop smallscale and urban sport venues in collaboration with partners.

Assess needs for small-scale urban sports in growth areas of city.

Identify potential sites and site selection criteria for small-scale and urban sports opportunities.

Work with partners and sponsors to develop and implement marketing and promotion strategies to attract regional and national competitions.

Assess opportunities and develop a policy to work with partners and sponsors for development, operations and management of athletic venues.

Partner with the Convention and Visitors Bureau to document existing athletic facility usage and economic value.

Develop regional and national tournament and competition quality athletic facilities to meet identified needs.

Inventory existing athletic facilities and identify need for regional and national tournament and competition quality athletic facilities.

Evaluate athletic sport types and spatial needs for multi-sport indoor facility and implement recommendations.

Scope Equity Impact Action Type Timeframe 2023 Status

Goal Objective Action Item

Goal 2: The City of Raleigh will continue to promote the community as a premier athletic venue destination where residents and visitors can compete, stay active and healthy, and enjoy amenities of the region.

Goal 2: The City of Raleigh will continue to promote the community as a premier athletic venue destination where residents and visitors can compete, stay active and healthy, and enjoy amenities of the region.

Goal 2: The City of Raleigh will continue to promote the community as a premier athletic venue destination where residents and visitors can compete, stay active and healthy, and enjoy amenities of the region.

Goal 2: The City of Raleigh will continue to promote the community as a premier athletic venue destination where residents and visitors can compete, stay active and healthy, and enjoy amenities of the region.

Goal 2: The City of Raleigh will continue to promote the community as a premier athletic venue destination where residents and visitors can compete, stay active and healthy, and enjoy amenities of the region.

Goal 2: The City of Raleigh will continue to promote the community as a premier athletic venue destination where residents and visitors can compete, stay active and healthy, and enjoy amenities of the region.

Goal 2: The City of Raleigh will continue to promote the community as a premier athletic venue destination where residents and visitors can compete, stay active and healthy, and enjoy amenities of the region.

Objective C: Renovate, expand and enhance existing and new aquatic facilities consistent with recommendations from the Aquatic Study.

Objective C: Renovate, expand and enhance existing and new aquatic facilities consistent with recommendations from the Aquatic Study.

Objective C: Renovate, expand and enhance existing and new aquatic facilities consistent with recommendations from the Aquatic Study.

Implement existing recommendations from Aquatic Study.

Objective D: Increase public awareness of city’s athletic programs.

Renovate and enhance existing aquatic facilities.

Update Aquatic Study.

Objective D: Increase public awareness of city’s athletic programs.

Objective E: Promote greater access for residents and visitors to athletic facilities through accessible and affordable public transit, biking and walking options.

Objective E: Promote greater access for residents and visitors to athletic facilities through accessible and affordable public transit, biking and walking options.

Identify partnerships consistent with Programs and Services Goal 3; Objective B.

Develop promotional materials in collaboration with partners and distribute.

Identify public transportation options to athletic facilities and evaluate routes and stops with public transit agencies.

Identify and prioritize opportunities to enhance access to athletic facilities.

Scope Equity Impact Action Type Timeframe 2023 Status

GREENWAYS

Goal

Goal 1: The City of Raleigh will protect and enhance vegetation, wildlife and wildlife habitat and the waterways along linear natural environment areas.

Goal 1: The City of Raleigh will protect and enhance vegetation, wildlife and wildlife habitat and the waterways along linear natural environment areas.

Goal 1: The City of Raleigh will protect and enhance vegetation, wildlife and wildlife habitat and the waterways along linear natural environment areas.

Goal 1: The City of Raleigh will protect and enhance vegetation, wildlife and wildlife habitat and the waterways along linear natural environment areas.

Goal 1: The City of Raleigh will protect and enhance vegetation, wildlife and wildlife habitat and the waterways along linear natural environment areas.

Goal 1: The City of Raleigh will protect and enhance vegetation, wildlife and wildlife habitat and the waterways along linear natural environment areas.

Goal 1: The City of Raleigh will protect and enhance vegetation, wildlife and wildlife habitat and the waterways along linear natural environment areas.

Goal 1: The City of Raleigh will protect and enhance vegetation, wildlife and wildlife habitat and the waterways along linear natural environment areas.

Goal 1: The City of Raleigh will protect and enhance vegetation, wildlife and wildlife habitat and the waterways along linear natural environment areas.

Goal 1: The City of Raleigh will protect and enhance vegetation, wildlife and wildlife habitat and the waterways along linear natural environment areas.

Goal 1: The City of Raleigh will protect and enhance vegetation, wildlife and wildlife habitat and the waterways along linear natural environment areas.

Goal 1: The City of Raleigh will protect and enhance vegetation, wildlife and wildlife habitat and the waterways along linear natural environment areas.

Objective

Objective A: Support initiatives that work to create a protected, linked network of linear natural areas, wildlife habitats and greenspaces throughout the region.

Objective B: Continue to expand protection of contiguous greenway lands to full width of the flood plain or include quality natural resource areas adjacent to the greenway corridors.

Objective B: Continue to expand protection of contiguous greenway lands to full width of the flood plain or include quality natural resource areas adjacent to the greenway corridors.

Objective B: Continue to expand protection of contiguous greenway lands to full width of the flood plain or include quality natural resource areas adjacent to the greenway corridors.

Objective B: Continue to expand protection of contiguous greenway lands to full width of the flood plain or include quality natural resource areas adjacent to the greenway corridors.

Objective C: Preserve the natural character of watercourses through greenway acquisition, management, and protection.

Objective C: Preserve the natural character of watercourses through greenway acquisition, management, and protection.

Objective C: Preserve the natural character of watercourses through greenway acquisition, management, and protection.

Objective D: Educate citizens about the benefits of supporting stewardship efforts of greenway corridors.

Objective D: Educate citizens about the benefits of supporting stewardship efforts of greenway corridors.

Objective D: Educate citizens about the benefits of supporting stewardship efforts of greenway corridors.

Objective D: Educate citizens about the benefits of supporting stewardship efforts of greenway corridors.

Action Item

Align efforts with Natural Environments Goal 1

Identify potential additional greenway land opportunities throughout city.

Align efforts with Natural Environments Goal 2: Objective B

Evaluate benefits and impacts of widening the greenway corridors to the full width of the flood plain.

Develop and implement criteria for widening greenway corridors

Align efforts with Natural Environments Goal 2: Objective A

Implement identified acquisition opportunities

Assist in the development of watercourse best management practices and standards.

Align efforts with Natural Environments Goal 1

Develop education materials on benefits of greenway support and stewardship

Develop educational materials and signage along the greenway network

Create and implement online and social media component of educational material

Scope Equity Impact Action Type

Goal Objective Action Item

Goal 1: The City of Raleigh will protect and enhance vegetation, wildlife and wildlife habitat and the waterways along linear natural environment areas.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Objective D: Educate citizens about the benefits of supporting stewardship efforts of greenway corridors.

Objective A: Prioritize an implementation schedule to complete the system of greenway trails, including connectors with a focus on inter-connectivity among neighborhoods, parks, schools, commercial areas, cultural and civil institutions and other regional destinations.

Objective A: Prioritize an implementation schedule to complete the system of greenway trails, including connectors with a focus on inter-connectivity among neighborhoods, parks, schools, commercial areas, cultural and civil institutions and other regional destinations.

Objective A: Prioritize an implementation schedule to complete the system of greenway trails, including connectors with a focus on inter-connectivity among neighborhoods, parks, schools, commercial areas, cultural and civil institutions and other regional destinations.

Objective A: Prioritize an implementation schedule to complete the system of greenway trails, including connectors with a focus on inter-connectivity among neighborhoods, parks, schools, commercial areas, cultural and civil institutions and other regional destinations.

Objective B: Create a hierarchy of greenway corridors and greenway trail classifications based on trail user needs.

Objective B: Create a hierarchy of greenway corridors and greenway trail classifications based on trail user needs.

Objective B: Create a hierarchy of greenway corridors and greenway trail classifications based on trail user needs.

Objective C: Strengthen and prioritize connections to public transportation, streets, sidewalks and other transportation corridors by closing gaps in connectivity to the greenway network.

Objective C: Strengthen and prioritize connections to public transportation, streets, sidewalks and other transportation corridors by closing gaps in connectivity to the greenway network.

Objective C: Strengthen and prioritize connections to public transportation, streets, sidewalks and other transportation corridors by closing gaps in connectivity to the greenway network.

Objective C: Strengthen and prioritize connections to public transportation, streets, sidewalks and other transportation corridors by closing gaps in connectivity to the greenway network.

Make educational promotional literature available to distribution networks

Inventory opportunities for trail expansion, closing gaps, and making connections.

Develop and evaluate a prioritization plan of trail expansions, gap construction, destination connections, access and connections.

Implement and construct identified connections and trails based on prioritization plan.

Develop a policy and guide for private connections to greenway trail.

Develop a hierarchical typology of greenway trails and corridors.

Develop criteria for the hierarchical designation of greenway trails.

Evaluate and classify trails and corridors for hierarchical designation.

Identify and inventory existing gaps in connectivity of the greenway network to other transportation systems

Identify nearest public transit stop(s) to each greenway access point and encourage installation of pedestrian and bicycle connection between each.

Coordinate with public transit providers to identify greenway crossings and access points on transit maps.

Develop, in coordination with applicable departments, prioritization criteria for access with Goal 2.

Scope Equity Impact Action Type Timeframe 2023 Status

Goal Objective Action Item

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 2: The City of Raleigh will improve connectivity and accessibility to greenway corridors and greenway trails throughout the city.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Objective C: Strengthen and prioritize connections to public transportation, streets, sidewalks and other transportation corridors by closing gaps in connectivity to the greenway network.

Objective C: Strengthen and prioritize connections to public transportation, streets, sidewalks and other transportation corridors by closing gaps in connectivity to the greenway network.

Objective D: Provide increased accessibility and provide connectivity of greenway trails to Growth Centers.

Objective E: Provide adequate parking at trailhead locations.

Objective E: Provide adequate parking at trailhead locations.

Objective E: Provide adequate parking at trailhead locations.

Objective E: Provide adequate parking at trailhead locations.

Objective E: Provide adequate parking at trailhead locations.

Objective E: Provide adequate parking at trailhead locations.

Objective F: Develop a regional trail system.

Identify priority connection and access projects and funding options.

Objective F: Develop a regional trail system.

Objective A:Update Capital Area Greenway system design guidelines for new and renovated greenway trails to provide better safety, comfort, convenience, maintenance and amenities for users, and a consistent identity across the entire system.

Objective A:Update Capital Area Greenway system design guidelines for new and renovated greenway trails to provide better safety, comfort, convenience, maintenance and amenities for users, and a consistent identity across the entire system.

Implement identified connections.

Coordinate with planning effort to identify potential access and connections to existing greenway trails and corridors within growth center comprehensive plans.

Identify and inventory existing parking at or near all trailheads

Assess additional parking needs

Provide and increase parking capacity at access points through public and private partnerships

Implement additional parking availability through construction and partnership

Prioritize additional paved parking in coordination with Goal 2.A

Assess site, infrastructure, and environmental constraints for parking needs

Coordinate with adjacent municipalities, and local, state, and national trail organizations to identify potential cross-jurisdictional connections.

Examine potential partnerships and funding opportunities to implement regional trail connections including North Carolina’s Mountain to Sea Trail and the East Coast Greenway.

Identify best practices applicable to the Vision of the Capital Area Greenways.

Evaluate practices in other similar jurisdictions.

Scope Equity Impact Action Type Timeframe 2023 Status

Goal Objective Action Item

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Objective A:Update Capital Area Greenway system design guidelines for new and renovated greenway trails to provide better safety, comfort, convenience, maintenance and amenities for users, and a consistent identity across the entire system.

Objective A:Update Capital Area Greenway system design guidelines for new and renovated greenway trails to provide better safety, comfort, convenience, maintenance and amenities for users, and a consistent identity across the entire system.

Objective A:Update Capital Area Greenway system design guidelines for new and renovated greenway trails to provide better safety, comfort, convenience, maintenance and amenities for users, and a consistent identity across the entire system.

Objective B: Promote the Capital Area Greenway system trails as safe, healthy and sustainable travel alternatives.

Objective B: Promote the Capital Area Greenway system trails as safe, healthy and sustainable travel alternatives.

Objective B: Promote the Capital Area Greenway system trails as safe, healthy and sustainable travel alternatives.

Objective C: Enhance and implement maintenance standards for existing greenway trails to ensure safe and comfortable travel by users and to achieve sustainable operations.

Objective C: Enhance and implement maintenance standards for existing greenway trails to ensure safe and comfortable travel by users and to achieve sustainable operations.

Objective C: Enhance and implement maintenance standards for existing greenway trails to ensure safe and comfortable travel by users and to achieve sustainable operations.

Objective C: Enhance and implement maintenance standards for existing greenway trails to ensure safe and comfortable travel by users and to achieve sustainable operations.

Objective C: Enhance and implement maintenance standards for existing greenway trails to ensure safe and comfortable travel by users and to achieve sustainable operations.

Objective D: Develop Capital Area Greenway Programming Plan

Objective D: Develop Capital Area Greenway Programming Plan

Develop a best practices Design Guidelines Manual.

Update Capital Area Greenway design guidelines, and revise as codes and regulations are updated.

Prioritize and implement best practices renovations.

Identify potential partnership opportunities to promote the Capital Area Greenway system.

Develop promotional information with partners and identify distribution network.

Develop and implement a trail user safety and etiquette education program.

Review current maintenance standards for greenways trails and update as needed.

Continue to perform periodic inspection schedule of trail surfaces, structures, and storm drainage facilities.

Develop an annual funding source that provides for the periodic maintenance of asphalt, structures, and storm drainage facilities.

Identify, inventory and implement safety and emergency access improvements.

Evaluate and implement maintenance needs based on inspection and needs.

Develop and implement trail user count system.

Expand greenway volunteer program.

Scope Equity Impact Action Type Timeframe 2023 Status

Goal Objective Action Item

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Objective D: Develop Capital Area Greenway Programming Plan

Objective D: Develop Capital Area Greenway Programming Plan

Objective D: Develop Capital Area Greenway Programming Plan

Objective D: Develop Capital Area Greenway Programming Plan

Objective E: Implement the Raleigh Greenways Master Sign Program throughout the system and improve to include wayfinding with comprehensive directions to and from the Capital Area Greenway system, nearby destination information, orientation indicators, and route options within the system by utilizing traditional and advanced technology-based methods.

Develop event opportunities as part of greenway programming plan.

Identify potential partnership opportunities for greenway programming.

Based on programming plan, evaluate and staff greenway programs.

Develop Greenway Programming Plan.

Update Raleigh Greenways Master Sign Program to include needs identified through the System Plan Needs Assessment

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Objective E: Implement the Raleigh Greenways Master Sign Program throughout the system and improve to include wayfinding with comprehensive directions to and from the Capital Area Greenway system, nearby destination information, orientation indicators, and route options within the system by utilizing traditional and advanced technology-based methods.

Objective E: Implement the Raleigh Greenways Master Sign Program throughout the system and improve to include wayfinding with comprehensive directions to and from the Capital Area Greenway system, nearby destination information, orientation indicators, and route options within the system by utilizing traditional and advanced technology-based methods.

Continue to implement Raleigh Greenway Master Sign Program

Collaborate with Public Works to implement the on-street directional signage package

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Goal 3: The City of Raleigh will enhance existing greenway trails to provide a high quality system consistent with trail user needs and priorities.

Objective E: Implement the Raleigh Greenways Master Sign Program throughout the system and improve to include wayfinding with comprehensive directions to and from the Capital Area Greenway system, nearby destination information, orientation indicators, and route options within the system by utilizing traditional and advanced technology-based methods.

Objective E: Implement the Raleigh Greenways Master Sign Program throughout the system and improve to include wayfinding with comprehensive directions to and from the Capital Area Greenway system, nearby destination information, orientation indicators, and route options within the system by utilizing traditional and advanced technology-based methods.

Collaborate with Public Works to develop an on-street directional signage package that provides directional info to the greenway trailheads

Evaluate the use of emerging technology options for implementation of the Raleigh Greenways Master Sign Program

Scope Equity Impact Action Type Timeframe 2023 Status

GROWTH CENTERS

Goal

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Objective

"Objective A: Establish new urban park types and acquisition criteria to ensure that Growth Centers in the city have adequate access to a mix of park experiences and open space types to meet needs.

"

"Objective A: Establish new urban park types and acquisition criteria to ensure that Growth Centers in the city have adequate access to a mix of park experiences and open space types to meet needs.

"

"Objective A: Establish new urban park types and acquisition criteria to ensure that Growth Centers in the city have adequate access to a mix of park experiences and open space types to meet needs.

"

"Objective A: Establish new urban park types and acquisition criteria to ensure that Growth Centers in the city have adequate access to a mix of park experiences and open space types to meet needs.

"

Objective B: Establish new public and private partnerships that increase opportunities for a variety of parks and open spaces.

Objective B: Establish new public and private partnerships that increase opportunities for a variety of parks and open spaces.

Objective B: Establish new public and private partnerships that increase opportunities for a variety of parks and open spaces.

Objective C: Create new urban parks and enhance existing parks throughout Growth Centers using proactive planning, partnerships and innovative approaches.

Objective C: Create new urban parks and enhance existing parks throughout Growth Centers using proactive planning, partnerships and innovative approaches.

Action Item

Evaluate access to existing and future parks in Growth Centers.

Develop policy and process for addressing temporary park related tactical urbanism ideas from the public.

Evaluate effectiveness of urban open space regulations in Unified Development Ordinance (UDO).

Establish return-on-investment metrics for urban parks.

Evaluate urban open space opportunities in coordination with City of Raleigh Planning and Development.

Partner with City of Oaks Foundation on parks acquisition and funding in growth areas.

Identify methods or strategies that bolster current funds for acquisition and development of urban parks, facilities, greenways or programming.

Inventory and evaluate access to parks in current and future Growth Centers and potential partnerships.

Integrate new park search criteria and greenway connections into transit planning in corridor studies and station areas and focus park planning and acquisition in Growth Centers when opportunities become available.

Scope

Goal Objective Action Item

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Goal 1: The City of Raleigh will provide adequate park and open spaces within urbanizing areas of the city.

Goal 2: The City of Raleigh will respond to urban lifestyle needs with attractive, flexible, high quality functional urban parks, plazas and open spaces.

Goal 2: The City of Raleigh will respond to urban lifestyle needs with attractive, flexible, high quality functional urban parks, plazas and open spaces.

Goal 2: The City of Raleigh will respond to urban lifestyle needs with attractive, flexible, high quality functional urban parks, plazas and open spaces.

Goal 2: The City of Raleigh will respond to urban lifestyle needs with attractive, flexible, high quality functional urban parks, plazas and open spaces.

Goal 2: The City of Raleigh will respond to urban lifestyle needs with attractive, flexible, high quality functional urban parks, plazas and open spaces.

Goal 2: The City of Raleigh will respond to urban lifestyle needs with attractive, flexible, high quality functional urban parks, plazas and open spaces.

Objective C: Create new urban parks and enhance existing parks throughout Growth Centers using proactive planning, partnerships and innovative approaches.

Objective C: Create new urban parks and enhance existing parks throughout Growth Centers using proactive planning, partnerships and innovative approaches.

Objective C: Create new urban parks and enhance existing parks throughout Growth Centers using proactive planning, partnerships and innovative approaches.

Objective C: Create new urban parks and enhance existing parks throughout Growth Centers using proactive planning, partnerships and innovative approaches.

Objective D: Utilize existing and future public transportation centers, greenway trails and pedestrian connections to provide access to parks, recreation and cultural opportunities throughout growth areas and citywide.

Objective E: Capitalize on regional and/or state resources to meet recreation and open space needs.

Objective E: Capitalize on regional and/or state resources to meet recreation and open space needs.

Objective A: Develop new standards and sustainability criteria for urban parks, plazas and open spaces that ensure implementation of sustainable community principles.

Objective A: Develop new standards and sustainability criteria for urban parks, plazas and open spaces that ensure implementation of sustainable community principles.

Objective A: Develop new standards and sustainability criteria for urban parks, plazas and open spaces that ensure implementation of sustainable community principles.

Objective A: Develop new standards and sustainability criteria for urban parks, plazas and open spaces that ensure implementation of sustainable community principles.

Objective B: Enhance existing downtown public spaces to meet urban lifestyles, attract new residents and businesses, and provide accessible recreation programs and opportunities.

Objective B: Enhance existing downtown public spaces to meet urban lifestyles, attract new residents and businesses, and provide accessible recreation programs and opportunities.

Plan and develop new urban parks in growth areas as needed.

Identify and emphasize urban parks that preserve, protect and restore cultural and natural resources.

Identify improvements needed and implement enhancements to existing urban parks in Growth Centers.

Partner with private organizations and businesses for maintenance of urban parks, spaces and greenways.

Identify existing and future public access opportunities to existing and future parks, recreation and cultural opportunities and prioritize development or enhancement access opportunities.

Identify opportunities to collaborate with State of North Carolina to meet local and citywide needs for recreation and open spaces.

Collaborate with state to develop Dorothea Dix site as a destination park in coordination with Parks Goal 2; Objective D.

Seek opportunities for partnerships to enhance urban street tree canopy.

Develop new standards and sustainability criteria in conjunction with Parks Goal 2: Objective A.

Pilot new sustainability technology.

Implement new standards, existing urban parks and facilities and jointly plan improvements with the city Public Works Department and city’s Planning and Development.

Identify and assess downtown needs for public spaces and programs and potential partnership opportunities in conjunction with forthcoming Downtown Master Plan.

Continue to inventory vacant or under-used land for potential open space.

Scope Equity Impact Action Type Timeframe 2023 Status

Goal Objective Action Item

Goal 2: The City of Raleigh will respond to urban lifestyle needs with attractive, flexible, high quality functional urban parks, plazas and open spaces.

Goal 2: The City of Raleigh will respond to urban lifestyle needs with attractive, flexible, high quality functional urban parks, plazas and open spaces.

Goal 2: The City of Raleigh will respond to urban lifestyle needs with attractive, flexible, high quality functional urban parks, plazas and open spaces.

Goal 2: The City of Raleigh will respond to urban lifestyle needs with attractive, flexible, high quality functional urban parks, plazas and open spaces.

Goal 2: The City of Raleigh will respond to urban lifestyle needs with attractive, flexible, high quality functional urban parks, plazas and open spaces.

Goal 2: The City of Raleigh will respond to urban lifestyle needs with attractive, flexible, high quality functional urban parks, plazas and open spaces.

Goal 2: The City of Raleigh will respond to urban lifestyle needs with attractive, flexible, high quality functional urban parks, plazas and open spaces.

Goal 2: The City of Raleigh will respond to urban lifestyle needs with attractive, flexible, high quality functional urban parks, plazas and open spaces.

Objective B: Enhance existing downtown public spaces to meet urban lifestyles, attract new residents and businesses, and provide accessible recreation programs and opportunities.

Objective B: Enhance existing downtown public spaces to meet urban lifestyles, attract new residents and businesses, and provide accessible recreation programs and opportunities.

Objective B: Enhance existing downtown public spaces to meet urban lifestyles, attract new residents and businesses, and provide accessible recreation programs and opportunities.

Objective B: Enhance existing downtown public spaces to meet urban lifestyles, attract new residents and businesses, and provide accessible recreation programs and opportunities.

Objective B: Enhance existing downtown public spaces to meet urban lifestyles, attract new residents and businesses, and provide accessible recreation programs and opportunities.

Objective B: Enhance existing downtown public spaces to meet urban lifestyles, attract new residents and businesses, and provide accessible recreation programs and opportunities.

Objective C: Continue to engage the public in the planning and design of innovative urban parks and facilities.

Objective C: Continue to engage the public in the planning and design of innovative urban parks and facilities.

Strengthen greenway trail connections through downtown Raleigh.

Implement Moore Square Master Plan.

Work with City of Raleigh Planning and Development to implement vision and goals of forthcoming Downtown Master Plan.

Develop programs and facilities to meet identified needs for downtown and urban lifestyles, recreation, and cultural engagement.

Work with Department of City Planning to encourage civic space development through partnership.

Implement North Park, Capital Blvd./Deveroux Meadows park projects.

Implement Public Participation for Park Planning Guidelines consistent with Parks Goal 2: Objective B to identify innovative urban park and facility solutions.

Development public feedback website tool for planning projects consistent with Parks Goal 2: Objective B.

Scope Equity Impact Action Type Timeframe 2023 Status

HISTORIC RESOURCES

Goal

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition.

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition.

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition.

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition.

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition.

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition.

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition.

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition.

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition.

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition.

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition.

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition.

Objective

Objective A: Implement the mission and goals of the Historical Resources and Museum Program.

Objective A: Implement the mission and goals of the Historical Resources and Museum Program.

Objective B: Manage City of Raleigh Historical Resources and Museum Program’s Fine Arts Object Collection to adopted industry standards.

Objective B: Manage City of Raleigh Historical Resources and Museum Program’s Fine Arts Object Collection to adopted industry standards.

Objective B: Manage City of Raleigh Historical Resources and Museum Program’s Fine Arts Object Collection to adopted industry standards.

Objective B: Manage City of Raleigh Historical Resources and Museum Program’s Fine Arts Object Collection to adopted industry standards.

Objective C: Operate City of Raleigh Historical Resources and Museum assets to effectively balance public use and stewardship.

Objective C: Operate City of Raleigh Historical Resources and Museum assets to effectively balance public use and stewardship.

Objective C: Operate City of Raleigh Historical Resources and Museum assets to effectively balance public use and stewardship.

Objective D: Actively seek, acquire, and manage and maintain unique historic properties and assets that are critical to preserving the city’s and area’s heritage and story.

Objective D: Actively seek, acquire, and manage and maintain unique historic properties and assets that are critical to preserving the city’s and area’s heritage and story.

Objective E: Actively seek, engage and nurture public and private sources of funding and support.

Action Item

Validate the Historical Resources and Museum Program goals and mission through public process and program metrics.

Evaluate the need and funding opportunities to implement a Historical Resources and Museum Plan.

Adopt and implement the Historical Resources and Museums Collections Policy.

Work with identified partners to address privately held collections.

Work with partners to develop criteria to acquire property through gift, purchase, or in-kind donation and implement.

Identify and secure private and public funding sources for preservation and conservation of objects in the collection.

Implement maintenance and facility plans at existing sites.

Create measurement tools to establish carrying capacity at historic sites balancing public use and resource stewardship.

Prioritize public access opportunities and implement.

Identify opportunities for growth and expansion of historic resources and museums, including all eras of Raleigh history.

Leverage available opportunities and partnerships to acquire, collect or provide access to identified assets.

Leverage public and private funding for acquisition, conservation and support.

Goal Objective Action Item

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition.

Goal 1: The City of Raleigh will continue to support historic resource preservation, protection and acquisition.

Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources.

Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources.

Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources.

Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources.

Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources.

Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources.

Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources.

Objective E: Actively seek, engage and nurture public and private sources of funding and support.

Objective F: Expand opportunities for effective partnerships and volunteers throughout all City of Raleigh Historical Resources and Museums.

Objective A: Identify compelling stories that can be conveyed using industry standard active, passive and/or tactile learning methods.

Assess potential economic models of support, including per capita funding similar to Arts.

Evaluate current volunteer and development practices throughout the Historical Resources and Museum Program.

Identify and implement compelling narratives at existing sites and museums.

Objective A: Identify compelling stories that can be conveyed using industry standard active, passive and/or tactile learning methods.

Implement curricula-based programs for active, passive and tactile learning opportunities.

Objective A: Identify compelling stories that can be conveyed using industry standard active, passive and/or tactile learning methods.

Objective B: Enhance utilization technology at the city’s historic properties and museums.

Model industry leading interpretive techniques.

Objective B: Enhance utilization technology at the city’s historic properties and museums.

Place the Historical Resources Fine Arts Collection online for public use and research.

Objective B: Enhance utilization technology at the city’s historic properties and museums.

Expand marketing and advertising through web-based media and measure resulting analytic.

Objective C: Integrate historic resources and museums throughout the city’s parks, recreation and cultural resources as well as other city departments.

Incorporate technology where appropriate into historic sites and museums.

Create a cultural resources trail map for the Greenway System.

Scope Equity Impact Action Type Timeframe 2023 Status

Goal Objective Action Item

Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources.

Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources.

Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources.

Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources.

Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources.

Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources.

Goal 2: The City of Raleigh will interpret the community’s history through its historic properties, museums and programs in such a way as to attract more use and visitation while balancing stewardship and conservation of resources.

Goal 3: The City of Raleigh will continue to support, preserve and restore the city’s historic cemeteries.

Objective C: Integrate historic resources and museums throughout the city’s parks, recreation and cultural resources as well as other city departments.

Objective C: Integrate historic resources and museums throughout the city’s parks, recreation and cultural resources as well as other city departments.

Objective C: Integrate historic resources and museums throughout the city’s parks, recreation and cultural resources as well as other city departments.

Objective D: Advocate and promote traditional site-based visitation as well as utilize technology to provide remote experiences for non-site based visitations.

Objective D: Advocate and promote traditional site-based visitation as well as utilize technology to provide remote experiences for non-site based visitations.

Objective D: Advocate and promote traditional site-based visitation as well as utilize technology to provide remote experiences for non-site based visitations.

Objective D: Advocate and promote traditional site-based visitation as well as utilize technology to provide remote experiences for non-site based visitations.

Evaluate and develop opportunities to better integrate historic resources and museums into city’s Parks, Recreation and Cultural Resources Department.

Develop programming to integrate historic resources and museums into Parks, Recreation and Cultural Resources Department.

Create cultural brochures for sites, facilities, and parks that are not in the historic resources and museum program.

Develop marketing materials to promote site-based visitation and distribute.

Evaluate technologies to provide remote experiences for non-site based visitations.

Create web-based programs as an incentive to participate in site based visitation.

Goal 3: The City of Raleigh will continue to support, preserve and restore the city’s historic cemeteries.

Objective A: Continue implementation of the Strategic Plan for the Inventory, Conservation, Programming, Access and Management of Raleigh’s Historic Cemeteries.

Objective A: Continue implementation of the Strategic Plan for the Inventory, Conservation, Programming, Access and Management of Raleigh’s Historic Cemeteries.

Create mechanism to measure on-site versus remote contacts and visitation.

Coordinate the mission and goals of the Historic Cemeteries Advisory Board work program against the Strategic Plan, Raleigh Design Guidelines and current Cemeteries Ordinance.

Continue review of the recommended priorities found in the Strategic Plan for the Inventory, Conservation and Management of Raleigh Historic Cemeteries for possible funding and implementation.

Scope Equity Impact Action Type Timeframe 2023 Status

Goal Objective Action Item

Goal 3: The City of Raleigh will continue to support, preserve and restore the city’s historic cemeteries.

Goal 3: The City of Raleigh will continue to support, preserve and restore the city’s historic cemeteries.

Goal 3: The City of Raleigh will continue to support, preserve and restore the city’s historic cemeteries.

Objective A: Continue implementation of the Strategic Plan for the Inventory, Conservation, Programming, Access and Management of Raleigh’s Historic Cemeteries.

Objective A: Continue implementation of the Strategic Plan for the Inventory, Conservation, Programming, Access and Management of Raleigh’s Historic Cemeteries.

Objective A: Continue implementation of the Strategic Plan for the Inventory, Conservation, Programming, Access and Management of Raleigh’s Historic Cemeteries.

Identify and secure adequate resources to ensure priority objectives of the strategic plan are achieved for historic cemeteries.

Provide resources to ensure compliance with the Operations and Maintenance Manual guidelines, procedures and schedules.

Adhere to the Secretary of Interior’s Standards for Preservation with regard to the overall management, repair, conservation and ongoing maintenance of Raleigh’s historic cemeteries.

Goal 3: The City of Raleigh will continue to support, preserve and restore the city’s historic cemeteries.

Goal 3: The City of Raleigh will continue to support, preserve and restore the city’s historic cemeteries.

Goal 3: The City of Raleigh will continue to support, preserve and restore the city’s historic cemeteries.

Goal 3: The City of Raleigh will continue to support, preserve and restore the city’s historic cemeteries.

Goal 3: The City of Raleigh will continue to support, preserve and restore the city’s historic cemeteries.

Goal 3: The City of Raleigh will continue to support, preserve and restore the city’s historic cemeteries.

Goal 4: The City of Raleigh will support the interpretation of our historic public cemeteries in a manner that will insure stewardship and conservation of these valuable resources.

Goal 4: The City of Raleigh will support the interpretation of our historic public cemeteries in a manner that will insure stewardship and conservation of these valuable resources.

Goal 4: The City of Raleigh will support the interpretation of our historic public cemeteries in a manner that will insure stewardship and conservation of these valuable resources.

Objective B: Develop an Operations and Maintenance Manual for the city’s historic cemetery properties.

Objective B: Develop an Operations and Maintenance Manual for the city’s historic cemetery properties.

Objective C: Develop and expand partnerships for programs and funding toward preservation, conservation, rehabilitation, programs, and access to the city’s historic cemeteries.

Objective C: Develop and expand partnerships for programs and funding toward preservation, conservation, rehabilitation, programs, and access to the city’s historic cemeteries.

Objective C: Develop and expand partnerships for programs and funding toward preservation, conservation, rehabilitation, programs, and access to the city’s historic cemeteries.

Objective C: Develop and expand partnerships for programs and funding toward preservation, conservation, rehabilitation, programs, and access to the city’s historic cemeteries.

Objective A: Continue to investigate and utilize opportunities to use technology.

Objective A: Continue to investigate and utilize opportunities to use technology.

Objective A: Continue to investigate and utilize opportunities to use technology.

Review recommendations from the Strategic Plan, guidance from the Secretary of Interior’s Standards for Preservation and comparative best practices in the development of management and maintenance goals and objectives.

Complete and periodically update the Cemetery Operations and Maintenance Manual.

Identify priority projects and opportunities for partnerships consistent with Objective A.

Develop and promote a Historic Cemetery Volunteer Program.

Identify and secure additional private and public funding sources for preservation, conservation, and rehabilitation efforts.

Recommend changing to “Promote existing partnership with Raleigh City Cemeteries Preservation, Inc. to identify new potential partnership opportunities.

Complete the conversion of all hardcopy burial records into an electronic database.

Develop an interactive website that would allow for public searches of burial records, provide gravesite location, and other information.

Develop accurate mapping of our historic cemeteries through physical surveys, GIS and other relevant methods.

Scope Equity Impact Action Type Timeframe 2023 Status

Goal Objective Action Item

Goal 4: The City of Raleigh will support the interpretation of our historic public cemeteries in a manner that will insure stewardship and conservation of these valuable resources.

Goal 4: The City of Raleigh will support the interpretation of our historic public cemeteries in a manner that will insure stewardship and conservation of these valuable resources.

Goal 4: The City of Raleigh will support the interpretation of our historic public cemeteries in a manner that will insure stewardship and conservation of these valuable resources.

Goal 4: The City of Raleigh will support the interpretation of our historic public cemeteries in a manner that will insure stewardship and conservation of these valuable resources.

Goal 4: The City of Raleigh will support the interpretation of our historic public cemeteries in a manner that will insure stewardship and conservation of these valuable resources.

Objective B: Integrate Raleigh’s historic cemeteries into the city’s parks, recreation and cultural resources system.

Objective B: Integrate Raleigh’s historic cemeteries into the city’s parks, recreation and cultural resources system.

Objective C: Integrate our historic cemeteries into a comprehensive city historic and cultural tourism program.

Objective C: Integrate our historic cemeteries into a comprehensive city historic and cultural tourism program.

Objective C: Integrate our historic cemeteries into a comprehensive city historic and cultural tourism program.

Evaluate opportunities for public visitation and on-site interpretive programs.

Evaluate opportunities for remote, non-site based visitation and interpretation through the use of technology, classes and programs.

Promote Raleigh’s historic cemeteries through the Chamber of Commerce, Convention and Visitors Bureau and other agencies tasked with promotion and economic development.

Develop and distribute promotional materials.

Develop and implement an interpretive program that would include guided tours by volunteer docents.

Scope Equity Impact Action Type Timeframe 2023 Status

NATURAL RESOURCES

Goal

Goal 1: The City of Raleigh will continue to expand residents’ awareness of the environmental, economic and social benefits of natural areas.

Goal 1: The City of Raleigh will continue to expand residents’ awareness of the environmental, economic and social benefits of natural areas.

Goal 1: The City of Raleigh will continue to expand residents’ awareness of the environmental, economic and social benefits of natural areas.

Goal 1: The City of Raleigh will continue to expand residents’ awareness of the environmental, economic and social benefits of natural areas.

Goal 1: The City of Raleigh will continue to expand residents’ awareness of the environmental, economic and social benefits of natural areas.

Goal 1: The City of Raleigh will continue to expand residents’ awareness of the environmental, economic and social benefits of natural areas.

Goal 1: The City of Raleigh will continue to expand residents’ awareness of the environmental, economic and social benefits of natural areas.

Goal 1: The City of Raleigh will continue to expand residents’ awareness of the environmental, economic and social benefits of natural areas.

Goal 1: The City of Raleigh will continue to expand residents’ awareness of the environmental, economic and social benefits of natural areas.

Goal 2: The City of Raleigh will continue to protect, enhance, and expand natural environment areas.

Goal 2: The City of Raleigh will continue to protect, enhance, and expand natural environment areas.

Objective

Objective A: Foster a culture of thinking and acting within a broad regional ecological framework.

Objective A: Foster a culture of thinking and acting within a broad regional ecological framework.

Objective A: Foster a culture of thinking and acting within a broad regional ecological framework.

Objective A: Foster a culture of thinking and acting within a broad regional ecological framework.

Objective A: Foster a culture of thinking and acting within a broad regional ecological framework.

Objective B: Identify and cultivate planning partnerships among the spectrum of agencies and organizations with similar goals and ecological jurisdictions.

Objective B: Identify and cultivate planning partnerships among the spectrum of agencies and organizations with similar goals and ecological jurisdictions.

Objective C: Promote education and awareness of ecological benefits of natural areas, floodplains, watershed preservation, and ecological conservation.

Objective C: Promote education and awareness of ecological benefits of natural areas, floodplains, watershed preservation, and ecological conservation.

Objective A: Continue to provide stewardship of natural environments, ecological systems and local watersheds through best management practices.

Objective A: Continue to provide stewardship of natural environments, ecological systems and local watersheds through best management practices.

Action Item

Support local public and private school efforts to integrate natural resource awareness and environmental education into curriculum.

Facilitate and participate in local partnerships with advocacy groups, schools, developers, local governments, and the private sector.

Establish and/or engage with local and regional partnerships focused on promoting natural environments.

Promote and deliver youth and adult education on the values of natural environments.

Expand opportunities and roles of volunteers to build and strengthen the city’s stewardship ethic.

Coordinate with City of Oaks Foundation to broker stewardship and acquisition partners.

Work with partners, federal, state, local governments, non-profits and private sector, to identify and conserve natural environments on a regional, landscape scale.

Identify and inventory potential partnership opportunities.

Identify and implement strategies through traditional methods and emerging technologies to increase public awareness to the benefits of natural environments.

Recruit and coordinate research of evidence-based conservation best practices.

Research, establish and operationalize best management practice standards relative to specific ecosystems within the parks system.

Goal Objective Action Item

Goal 2: The City of Raleigh will continue to protect, enhance, and expand natural environment areas.

Goal 2: The City of Raleigh will continue to protect, enhance, and expand natural environment areas.

Goal 2: The City of Raleigh will continue to protect, enhance, and expand natural environment areas.

Goal 2: The City of Raleigh will continue to protect, enhance, and expand natural environment areas.

Goal 2: The City of Raleigh will continue to protect, enhance, and expand natural environment areas.

Goal 2: The City of Raleigh will continue to protect, enhance, and expand natural environment areas.

Goal 2: The City of Raleigh will continue to protect, enhance, and expand natural environment areas.

Goal 2: The City of Raleigh will continue to protect, enhance, and expand natural environment areas.

Goal 3: The City of Raleigh will balance the protection of natural environments while continuing to provide appropriate public access and use.

Goal 3: The City of Raleigh will balance the protection of natural environments while continuing to provide appropriate public access and use.

Goal 3: The City of Raleigh will balance the protection of natural environments while continuing to provide appropriate public access and use.

Goal 3: The City of Raleigh will balance the protection of natural environments while continuing to provide appropriate public access and use.

Objective A: Continue to provide stewardship of natural environments, ecological systems and local watersheds through best management practices.

Objective A: Continue to provide stewardship of natural environments, ecological systems and local watersheds through best management practices.

Objective B: Provide additional natural resource lands as opportunities exist through acquisition, partnerships, non-profits or other means.

Objective B: Provide additional natural resource lands as opportunities exist through acquisition, partnerships, non-profits or other means.

Objective B: Provide additional natural resource lands as opportunities exist through acquisition, partnerships, non-profits or other means.

Objective B: Provide additional natural resource lands as opportunities exist through acquisition, partnerships, non-profits or other means.

Objective C: Support Green Infrastructure Planning (GIP) throughout the city.

Objective C: Support Green Infrastructure Planning (GIP) throughout the city.

Objective A: Improve and promote public access options such as greenway trails and public transit to natural areas for educational, recreational and environmental research opportunities.

Objective A: Improve and promote public access options such as greenway trails and public transit to natural areas for educational, recreational and environmental research opportunities.

Objective A: Improve and promote public access options such as greenway trails and public transit to natural areas for educational, recreational and environmental research opportunities.

Objective A: Improve and promote public access options such as greenway trails and public transit to natural areas for educational, recreational and environmental research opportunities.

Partner with appropriate departments and agencies to encourage stormwater management best practices.

Develop site specific management plans that include inventory of natural assets and guidelines for park or natural area use.

Develop and promote the broad network of natural spaces throughout the city for environmental, ecological and social purposes.

Work with City of Oaks Foundation and other non-profit or private sector opportunities to access additional natural lands or greenway corridors.

Work with City of Raleigh development regulations to enhance opportunities for preservation of natural environments by private developers.

Identify priority natural resource lands as opportunities for strategic fee-simple acquisition, easement access or partnership development.

Identify through sustainable park criteria, opportunities to support Green Infrastructure Practices (GIP) in park, facility and greenway development.

Work with other city departments on coordinated goals and action items for the continued protection, enhancement and expansion of natural environment areas.

Identify and inventory potential public access opportunities to natural areas.

Develop public access points to natural areas.

Promote public access options to natural areas through literature and website information.

Participate in planning activities at the site and system levels to achieve the balance between protection and use.

Scope Equity Impact Action Type Timeframe 2023 Status

Goal Objective Action Item

Goal 3: The City of Raleigh will balance the protection of natural environments while continuing to provide appropriate public access and use.

Goal 3: The City of Raleigh will balance the protection of natural environments while continuing to provide appropriate public access and use.

Goal 4: The City of Raleigh will provide access to outdoor recreation and adventure opportunities throughout the city.

Goal 4: The City of Raleigh will provide access to outdoor recreation and adventure opportunities throughout the city.

Goal 4: The City of Raleigh will provide access to outdoor recreation and adventure opportunities throughout the city.

Goal 4: The City of Raleigh will provide access to outdoor recreation and adventure opportunities throughout the city.

Goal 4: The City of Raleigh will provide access to outdoor recreation and adventure opportunities throughout the city.

Goal 4: The City of Raleigh will provide access to outdoor recreation and adventure opportunities throughout the city.

Goal 4: The City of Raleigh will provide access to outdoor recreation and adventure opportunities throughout the city.

Goal 4: The City of Raleigh will provide access to outdoor recreation and adventure opportunities throughout the city.

Goal 4: The City of Raleigh will provide access to outdoor recreation and adventure opportunities throughout the city.

Goal 4: The City of Raleigh will provide access to outdoor recreation and adventure opportunities throughout the city.

Goal 4: The City of Raleigh will provide access to outdoor recreation and adventure opportunities throughout the city.

Objective B: Develop policies addressing the balance between protection and recreation through collaboration with outdoor conservation professionals, scientists and community advocates.

Objective B: Develop policies addressing the balance between protection and recreation through collaboration with outdoor conservation professionals, scientists and community advocates.

Objective A: Develop regional outdoor adventure hubs.

Objective A: Develop regional outdoor adventure hubs.

Objective A: Develop regional outdoor adventure hubs.

Objective B: Provide access through public transit, greenway trail, and bicycle facilities connectivity to regional adventure recreation hub(s)

Objective B: Provide access through public transit, greenway trail, and bicycle facilities connectivity to regional adventure recreation hub(s)

Objective C: Provide access through public transit, greenway trail, and bicycle facilities connectivity to lake-based recreation opportunities.

Objective C: Provide access through public transit, greenway trail, and bicycle facilities connectivity to lake-based recreation opportunities.

Objective D: Provide small, urban outdoor adventure recreation opportunities and interfaces with natural areas.

Objective D: Provide small, urban outdoor adventure recreation opportunities and interfaces with natural areas.

Objective D: Provide small, urban outdoor adventure recreation opportunities and interfaces with natural areas.

Objective D: Provide small, urban outdoor adventure recreation opportunities and interfaces with natural areas.

Identify partners for participation.

Create and evaluate evidencebased policy framework for balancing protection and recreation within natural areas with desired future conditions.

Partner and develop Forest Ridge Park Outdoor Recreation Center, Falls Whitewater Park, ‘Leonard Tract’ Park and Neuse River Greenway connectivity.

Plan and develop the Lake Wheeler watersport center in partnership with the watersports community.

Identify potential partners to help meet regional needs for outdoor adventure activities and facilities.

Identify and prioritize greenway trail, bicycle facilities and transit options to regional adventure recreation hub(s).

Partner with regional local governments to develop greenway trails, bicycle facilities and transit options to regional adventure hub(s).

Identify and prioritize greenway trail, bicycle facilities and transit options to city-owned lakes.

Partner with regional local governments to develop greenway trails, bicycle facilities and transit options to lake-based recreation facilities.

Identify need for urban outdoor adventure recreation and inventory potential sites.

Promote existing access to natural areas within and near to urban areas.

Promote and deliver natural resource education opportunities within urban located and proximal natural areas.

Plan and develop new small, urban outdoor recreation facilities.

Scope Equity Impact Action Type Timeframe 2023 Status

PARKS Goal

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Objective

Objective A: Provide new parks or joint use facilities so that every resident has access to a park experience within 1 mile travel distance of their home or place of employment.

Objective A: Provide new parks or joint use facilities so that every resident has access to a park experience within 1 mile travel distance of their home or place of employment.

Objective A: Provide new parks or joint use facilities so that every resident has access to a park experience within 1 mile travel distance of their home or place of employment.

Objective A: Provide new parks or joint use facilities so that every resident has access to a park experience within 1 mile travel distance of their home or place of employment.

Objective A: Provide new parks or joint use facilities so that every resident has access to a park experience within 1 mile travel distance of their home or place of employment.

Objective A: Provide new parks or joint use facilities so that every resident has access to a park experience within 1 mile travel distance of their home or place of employment.

Objective A: Provide new parks or joint use facilities so that every resident has access to a park experience within 1 mile travel distance of their home or place of employment.

Objective A: Provide new parks or joint use facilities so that every resident has access to a park experience within 1 mile travel distance of their home or place of employment.

Objective B: Expand sidewalks, trails, bicycle facilities and public transportation routes to improve access to and within existing and future parks and facilities consistent with adopted transportation plans and residents’ needs.

Objective B: Expand sidewalks, trails, bicycle facilities and public transportation routes to improve access to and within existing and future parks and facilities consistent with adopted transportation plans and residents’ needs.

Action Item

Design and develop new parks.

Complete System Integration Plans for all newly-acquired properties and for undeveloped park sites.

Partner with Wake County government and Wake County Public School System to develop and update a broad policy to allow public use of school grounds.

Partner with adjacent local governments for joint acquisition and development of recreation facilities.

Partner with private developers on large residential and/or mix-use projects for joint acquisition and development of public recreational facilities.

Work with non-public recreational entities to develop joint-use agreements for public and shareduse and development of recreation facilities.

Continue to evaluate and analyze service areas and update search area priorities for new parks.

Identify and acquire new park sites and joint-use target areas through the use of updated search area criteria to include conventional and non-conventional properties.

Pursue partnerships with City of Raleigh departments and other governmental agencies to obtain data needed to represent the public transportation, bicycle and pedestrian networks.

Coordinate with City of Raleigh’s Public Works Department and Department of City Planning to identify priority sidewalk and bicycle facilities development.

Scope Equity Impact Action Type

Goal Objective Action Item

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 1: The City of Raleigh will develop high-quality parks available within walking distance of homes or places of employment.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Objective B: Expand sidewalks, trails, bicycle facilities and public transportation routes to improve access to and within existing and future parks and facilities consistent with adopted transportation plans and residents’ needs.

Objective B: Expand sidewalks, trails, bicycle facilities and public transportation routes to improve access to and within existing and future parks and facilities consistent with adopted transportation plans and residents’ needs.

Objective B: Expand sidewalks, trails, bicycle facilities and public transportation routes to improve access to and within existing and future parks and facilities consistent with adopted transportation plans and residents’ needs.

Objective B: Expand sidewalks, trails, bicycle facilities and public transportation routes to improve access to and within existing and future parks and facilities consistent with adopted transportation plans and residents’ needs.

Objective B: Expand sidewalks, trails, bicycle facilities and public transportation routes to improve access to and within existing and future parks and facilities consistent with adopted transportation plans and residents’ needs.

Objective B: Expand sidewalks, trails, bicycle facilities and public transportation routes to improve access to and within existing and future parks and facilities consistent with adopted transportation plans and residents’ needs.

Objective C: Increase awareness of alternatives to access parks and services through collaborative partnerships with local and regional transportation providers.

Objective C: Increase awareness of alternatives to access parks and services through collaborative partnerships with local and regional transportation providers.

Objective C: Increase awareness of alternatives to access parks and services through collaborative partnerships with local and regional transportation providers.

Objective A: Upgrade and reinvigorate existing parks to meet user needs as identified in a comprehensive needs assessment.

Objective A: Upgrade and reinvigorate existing parks to meet user needs as identified in a comprehensive needs assessment.

Objective A: Upgrade and reinvigorate existing parks to meet user needs as identified in a comprehensive needs assessment.

Evaluate and develop internal park trails to provide connectivity to facilities and promote active outdoor fitness.

Participate in update to Bike Raleigh and prioritize access to parks and greenways.

Participate in planning and development of a Bike Share system with the Planning and Development Department

Use best available data to develop, implement and continue to refine a method of analyzing Access Level of Service of all parks and park facilities.

Implement pedestrian and bicycle connections from public right-ofway to park facilities.

Coordinate with local and regional public transportation providers to ensure that bus routes are maintained or created to connect residents to city parks and facilities.

Promote transportation options at facilities and parks through literature, signs, and the department’s website.

Partner with transit providers to include major and/or regional parks on public transportation maps and other transportation plans.

Partner with City of Raleigh Planning and Development to conduct a transit access study.

Develop, prioritize and implement improvement plans that focus on life-safety, security, ADA, code requirements and critical maintenance issues for parks and facilities.

Develop and review management plans to establish standards, frequencies and costs associated with maintenance of existing parks and facilities.

Analyze need for dog parks and implement recommendations.

Scope Equity Impact Action Type Timeframe 2023 Status

Goal Objective Action Item

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Objective A: Upgrade and reinvigorate existing parks to meet user needs as identified in a comprehensive needs assessment.

Objective A: Upgrade and reinvigorate existing parks to meet user needs as identified in a comprehensive needs assessment.

Objective B: Continue to actively engage the public in the planning and design of new parks and facilities or enhancements at existing parks and facilities.

Objective B: Continue to actively engage the public in the planning and design of new parks and facilities or enhancements at existing parks and facilities.

Objective B: Continue to actively engage the public in the planning and design of new parks and facilities or enhancements at existing parks and facilities.

Objective B: Continue to actively engage the public in the planning and design of new parks and facilities or enhancements at existing parks and facilities.

Objective B: Continue to actively engage the public in the planning and design of new parks and facilities or enhancements at existing parks and facilities.

Objective C: Update park classification standards and facility fees to reflect changing needs and trends.

Objective C: Update park classification standards and facility fees to reflect changing needs and trends.

Objective D: Continue to collaborate with the State of North Carolina and Wake County to promote regional recreation tourism and encourage economic development.

Objective D: Continue to collaborate with the State of North Carolina and Wake County to promote regional recreation tourism and encourage economic development.

Objective D: Continue to collaborate with the State of North Carolina and Wake County to promote regional recreation tourism and encourage economic development.

Develop and implement a comprehensive needs assessment for park improvements and program evaluations.

Develop, prioritize and implement re-purposing plans for parks and facilities that focus on changing user needs.

Provide on-going staff training, support and resources needed to carry out Public Participation Program for Park Planning.

Create a metric to measure success and continue to evaluate and update Public Participation Program.

Continue to engage citizen volunteers in the enhancement and maintenance of parks and facilities.

Continue to engage the public in planning and design processes and respond to changing needs and trends.

Utilize technology for public feedback for planning and development projects.

Continue to evaluate and update park classifications standards in coordination with Growth Centers Goal 1; Objective A.

Evaluate and update facility fees.

Collaborate with the State of North Carolina on the transition of the Dorothea Dix property to a destination park.

Continue to collaborate with Greater Raleigh Convention and Visitors Bureau and related agencies to promote tourism.

Develop cooperative marketing strategies with the state, Wake County and other municipal park systems in the region.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Objective E: Promote economic, environmental and social sustainability.

Goal 2: The City of Raleigh will identify and address needs for high quality park facilities and programs.

Objective E: Promote economic, environmental and social sustainability.

Identify current sustainable design standards and practices including LEED, Sustainable Sites, Conservation Assessment Project (CEAP), and Low Impact Development (LID) that are applicable to maintenance, upgrades and development of parks and facilities.

Implement sustainable design practices, including life-cycle costs, as part of facility development/ upgrade projects.

Scope Equity Impact Action Type Timeframe 2023 Status

PROGRAMS AND SERVICES

Goal

Goal 1: The City of Raleigh will provide opportunities for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will provide opportunities for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will provide opportunities for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will provide opportunities for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will provide opportunities for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will provide opportunities for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will provide opportunities for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will provide opportunities for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will provide opportunities for every resident to maintain a healthy lifestyle.

Goal 1: The City of Raleigh will provide opportunities for every resident to maintain a healthy lifestyle.

Goal 2: The City of Raleigh will improve outreach and foster a welcoming multicultural environment.

Objective

Objective A: Expand healthy living options, activities and awareness through programs and events, including partnering with other agencies.

Objective A: Expand healthy living options, activities and awareness through programs and events, including partnering with other agencies.

Objective A: Expand healthy living options, activities and awareness through programs and events, including partnering with other agencies.

Objective B: Enhance the promotion of the community’s health service programs and services provided through our partner agencies.

Objective C: Enhance existing and develop new indoor and outdoor spaces throughout the city that can be used for a variety of programs and activities and are accessible via walking, biking, and public transit.

Objective C: Enhance existing and develop new indoor and outdoor spaces throughout the city that can be used for a variety of programs and activities and are accessible via walking, biking, and public transit.

Objective D: Provide programs in local parks, schools, active adult and recreation centers, open spaces, nontraditional facilities and through partnerships.

Objective D: Provide programs in local parks, schools, active adult and recreation centers, open spaces, nontraditional facilities and through partnerships.

Objective D: Provide programs in local parks, schools, active adult and recreation centers, open spaces, nontraditional facilities and through partnerships.

Objective E: Partner to accommodate nontraditional schedules by providing before/ after-school and work hours programming and activities.

Objective A: Promote existing facilities as multicultural centers by: adding multi-lingual staff; provide news and program information in multiple languages; utilize universal symbols; and encourage family participation in events, activities and programs.

Action Item

Develop and implement healthy living activity options for programming.

Identify potential partner agencies for program and event opportunities to promote healthy living options.

Review and update existing policies regarding healthy food options.

Develop and distribute information to participants of programs and facility visitors and through partnering agencies.

Evaluate facilities and identify needed renovations or enhancements to promote healthy living and wellness programs.

Plan and implement renovations of existing facilities and building of new facilities.

Through Ongoing analysis of parks and programs, develop new and enhance existing programs throughout city with partners as needed.

Identify resources to promote and implement wellness initiatives.

Identify programmatic needs throughout city based on needs assessment(s).

Identify partners in alignment with Goal 1: Objective A and Objective D.

Identify events, activities and programs to distribute multicultural information.

Goal Objective Action Item

Goal 2: The City of Raleigh will improve outreach and foster a welcoming multicultural environment.

Goal 2: The City of Raleigh will improve outreach and foster a welcoming multicultural environment.

Goal 2: The City of Raleigh will improve outreach and foster a welcoming multicultural environment.

Goal 2: The City of Raleigh will improve outreach and foster a welcoming multicultural environment.

Goal 2: The City of Raleigh will improve outreach and foster a welcoming multicultural environment.

Goal 3: The City of Raleigh will identify and eliminate barriers to participation in parks, recreation and cultural programs for preschool, youth and teens of all abilities throughout the city.

Goal 3: The City of Raleigh will identify and eliminate barriers to participation in parks, recreation and cultural programs for preschool, youth and teens of all abilities throughout the city.

Goal 3: The City of Raleigh will identify and eliminate barriers to participation in parks, recreation and cultural programs for preschool, youth and teens of all abilities throughout the city.

Goal 3: The City of Raleigh will identify and eliminate barriers to participation in parks, recreation and cultural programs for preschool, youth and teens of all abilities throughout the city.

Goal 3: The City of Raleigh will identify and eliminate barriers to participation in parks, recreation and cultural programs for preschool, youth and teens of all abilities throughout the city.

Goal 3: The City of Raleigh will identify and eliminate barriers to participation in parks, recreation and cultural programs for preschool, youth and teens of all abilities throughout the city.

Goal 3: The City of Raleigh will identify and eliminate barriers to participation in parks, recreation and cultural programs for preschool, youth and teens of all abilities throughout the city.

Objective B: Establish and promote multi-cultural events, festivals and programs in neighborhoods to foster a sense of pride and greater awareness of the city’s multi-cultural populations.

Objective B: Establish and promote multi-cultural events, festivals and programs in neighborhoods to foster a sense of pride and greater awareness of the city’s multi-cultural populations.

Objective C: Improve community outreach through presentations in churches, schools, and other cultural activity centers and through advertisement and distribution of multi-lingual literature.

Objective D: Enhance programming and activities to meet changing needs of multi-cultural populations at a local level.

Objective D: Enhance programming and activities to meet changing needs of multi-cultural populations at a local level.

Objective A: Promote accessible and affordable public transportation options and access to parks, programs and facilities.

Objective A: Promote accessible and affordable public transportation options and access to parks, programs and facilities.

Objective A: Promote accessible and affordable public transportation options and access to parks, programs and facilities.

Objective B: Increase collaboration with schools, area colleges and universities, local and state agencies and non-profits for facility use and planning.

Objective C: Partner to provide mentoring and life-skill programs, technology, employment, volunteerism, cross-generational participation, fitness and wellness, sports training equipment and affordable program opportunities.

Objective C: Partner to provide mentoring and life-skill programs, technology, employment, volunteerism, cross-generational participation, fitness and wellness, sports training equipment and affordable program opportunities.

Objective C: Partner to provide mentoring and life-skill programs, technology, employment, volunteerism, cross-generational participation, fitness and wellness, sports training equipment and affordable program opportunities.

Identify and inventory multi-cultural communities’ opportunities for events, festivals and programs.

Promote, support and conduct multi-cultural events, festivals and programs in parks and other facilities.

Identify opportunities for outreach at churches, schools and other cultural activity centers.

Assess needs for programming and activities through existing resources and partners aligned with efforts for Goal 1: Objectives D and E.

Implement new and enhance existing programing to meet the needs of multi-cultural populations.

Utilize available materials for use on website to promote access to parks, programs and facilities.

Identify and evaluate public transportation options to parks, programs and facilities.

Identify and promote parks and programs that are accessible by public transportation with a focus on the natural environment for preschool, youth and teens.

Identify existing and potential schools, area colleges and universities, local and state agencies and nonprofits to collaborate for facilities use and planning.

Identify potential preschool, youth and teen partnership opportunities.

Partner with the City of Oaks Foundation on the ‘Give Play Initiative’ to provide scholarships for needsbased children for nature-related programming.

Continue to develop an equitable range of programs and activities for all age groups and abilities in collaboration with partners.

Scope Equity Impact Action Type Timeframe 2023 Status

Goal Objective Action Item

Goal 3: The City of Raleigh will identify and eliminate barriers to participation in parks, recreation and cultural programs for preschool, youth and teens of all abilities throughout the city.

Goal 3: The City of Raleigh will identify and eliminate barriers to participation in parks, recreation and cultural programs for preschool, youth and teens of all abilities throughout the city.

Goal 3: The City of Raleigh will identify and eliminate barriers to participation in parks, recreation and cultural programs for preschool, youth and teens of all abilities throughout the city.

Goal 4: The City of Raleigh will provide inclusive and independent spaces, facilities and programs that are accessible to all residents regardless of ability and age.

Goal 4: The City of Raleigh will provide inclusive and independent spaces, facilities and programs that are accessible to all residents regardless of ability and age.

Goal 4: The City of Raleigh will provide inclusive and independent spaces, facilities and programs that are accessible to all residents regardless of ability and age.

Goal 4: The City of Raleigh will provide inclusive and independent spaces, facilities and programs that are accessible to all residents regardless of ability and age.

Objective D: Continue to maintain and create new places throughout the city for preschool, youth and teens to meet and talk with friends, engage in fitness and wellness activities, utilize technology, and other nonprogrammed activities in a safe environment.

Objective D: Continue to maintain and create new places throughout the city for preschool, youth and teens to meet and talk with friends, engage in fitness and wellness activities, utilize technology, and other nonprogrammed activities in a safe environment.

Objective D: Continue to maintain and create new places throughout the city for preschool, youth and teens to meet and talk with friends, engage in fitness and wellness activities, utilize technology, and other nonprogrammed activities in a safe environment.

Objective A: Provide a broad range of opportunities for specialized recreation through collaborations and partnerships, including access to different types of indoor and outdoor spaces; inclusive and independent programs and events; enhanced transportation options to facilities; and educational, mentoring and wellness programs.

Objective A: Provide a broad range of opportunities for specialized recreation through collaborations and partnerships, including access to different types of indoor and outdoor spaces; inclusive and independent programs and events; enhanced transportation options to facilities; and educational, mentoring and wellness programs.

Objective A: Provide a broad range of opportunities for specialized recreation through collaborations and partnerships, including access to different types of indoor and outdoor spaces; inclusive and independent programs and events; enhanced transportation options to facilities; and educational, mentoring and wellness programs.

Objective A: Provide a broad range of opportunities for specialized recreation through collaborations and partnerships, including access to different types of indoor and outdoor spaces; inclusive and independent programs and events; enhanced transportation options to facilities; and educational, mentoring and wellness programs.

Conduct a facilities and activities needs assessment for pre-school, youth and teens.

Based on new or existing Master Plans, construct new and enhanced existing spaces for preschool, youth and teen needs.

Inventory existing and potential locations and spatial needs for facilities and activities.

Continue to promote and increase volunteerism for specialized recreation and recognize volunteers for their service.

Evaluate current PRCR Department fleet and determine resources needed to meet programming demand.

Continue to identify new partners to support and provide program opportunities for individuals with disabilities and families.

Continue to implement and update Americans with Disabilities Act (ADA) Study recommendations for facilities.

Goal 4: The City of Raleigh will provide inclusive and independent spaces, facilities and programs that are accessible to all residents regardless of ability and age.

Goal 4: The City of Raleigh will provide inclusive and independent spaces, facilities and programs that are accessible to all residents regardless of ability and age.

Objective A: Provide a broad range of opportunities for specialized recreation through collaborations and partnerships, including access to different types of indoor and outdoor spaces; inclusive and independent programs and events; enhanced transportation options to facilities; and educational, mentoring and wellness programs.

Objective A: Provide a broad range of opportunities for specialized recreation through collaborations and partnerships, including access to different types of indoor and outdoor spaces; inclusive and independent programs and events; enhanced transportation options to facilities; and educational, mentoring and wellness programs.

Maintain existing and identify new programming opportunities for individuals with disabilities and their families with a focus on wellness, education and mentoring in line with Goal 5, Objective E of the Programs and Services sub-system.

Enhance existing locations and identify new locations for specialized facilities and specialized recreation programming.

Scope Equity Impact Action Type Timeframe 2023 Status

Goal Objective Action Item

Goal 4: The City of Raleigh will provide inclusive and independent spaces, facilities and programs that are accessible to all residents regardless of ability and age.

Goal 4: The City of Raleigh will provide inclusive and independent spaces, facilities and programs that are accessible to all residents regardless of ability and age.

Goal 4: The City of Raleigh will provide inclusive and independent spaces, facilities and programs that are accessible to all residents regardless of ability and age.

Goal 4: The City of Raleigh will provide inclusive and independent spaces, facilities and programs that are accessible to all residents regardless of ability and age.

Goal 4: The City of Raleigh will provide inclusive and independent spaces, facilities and programs that are accessible to all residents regardless of ability and age.

Goal 5: The City of Raleigh will continue to promote the community as a premier retirement destination where residents can stay active and healthy; enjoy amenities of the Triangle area; have access to high quality health resources; and enrich the community through business, social, and volunteer activities.

Goal 5: The City of Raleigh will continue to promote the community as a premier retirement destination where residents can stay active and healthy; enjoy amenities of the Triangle area; have access to high quality health resources; and enrich the community through business, social, and volunteer activities.

Goal 5: The City of Raleigh will continue to promote the community as a premier retirement destination where residents can stay active and healthy; enjoy amenities of the Triangle area; have access to high quality health resources; and enrich the community through business, social, and volunteer activities.

Goal 5: The City of Raleigh will continue to promote the community as a premier retirement destination where residents can stay active and healthy; enjoy amenities of the Triangle area; have access to high quality health resources; and enrich the community through business, social, and volunteer activities.

Objective A: Provide a broad range of opportunities for specialized recreation through collaborations and partnerships, including access to different types of indoor and outdoor spaces; inclusive and independent programs and events; enhanced transportation options to facilities; and educational, mentoring and wellness programs.

Objective A: Provide a broad range of opportunities for specialized recreation through collaborations and partnerships, including access to different types of indoor and outdoor spaces; inclusive and independent programs and events; enhanced transportation options to facilities; and educational, mentoring and wellness programs.

Objective B: Increase awareness of special population needs and benefits.

Objective B: Increase awareness of special population needs and benefits.

Objective B: Increase awareness of special population needs and benefits.

Objective A: Expand and enhance active adult program options and facilities consistent with recommendations from the Senior Center Feasibility Study.

Identify resources to ensure compliance with the ADA.

Objective A: Expand and enhance active adult program options and facilities consistent with recommendations from the Senior Center Feasibility Study.

Coordinate with public and private transportation providers to evaluate transportation options to parks, programs and facilities.

Continue to partner and identify new opportunities to increase awareness throughout the city and region.

Identify partners to develop and distribute information on individuals with disabilities’ needs, benefits and programs.

Continue to develop and partner to offer educational workshops to citizens on topics associated with different types of specialized needs.

Inventory existing active adult programs.

Objective A: Expand and enhance active adult program options and facilities consistent with recommendations from the Senior Center Feasibility Study.

Implement existing recommendations from the Senior Center Feasibility Study.

Objective B: Continue support for senior clubs to ensure that seniors have equitable access to recreation and social programs throughout the city.

Update Senior Center Feasibility Study.

Establish a senior club at all staffed community centers.

Scope Equity Impact Action Type Timeframe 2023 Status

Goal Objective Action Item

Goal 5: The City of Raleigh will continue to promote the community as a premier retirement destination where residents can stay active and healthy; enjoy amenities of the Triangle area; have access to high quality health resources; and enrich the community through business, social, and volunteer activities.

Goal 5: The City of Raleigh will continue to promote the community as a premier retirement destination where residents can stay active and healthy; enjoy amenities of the Triangle area; have access to high quality health resources; and enrich the community through business, social, and volunteer activities.

Goal 5: The City of Raleigh will continue to promote the community as a premier retirement destination where residents can stay active and healthy; enjoy amenities of the Triangle area; have access to high quality health resources; and enrich the community through business, social, and volunteer activities.

Goal 5: The City of Raleigh will continue to promote the community as a premier retirement destination where residents can stay active and healthy; enjoy amenities of the Triangle area; have access to high quality health resources; and enrich the community through business, social, and volunteer activities.

Goal 5: The City of Raleigh will continue to promote the community as a premier retirement destination where residents can stay active and healthy; enjoy amenities of the Triangle area; have access to high quality health resources; and enrich the community through business, social, and volunteer activities.

Goal 5: The City of Raleigh will continue to promote the community as a premier retirement destination where residents can stay active and healthy; enjoy amenities of the Triangle area; have access to high quality health resources; and enrich the community through business, social, and volunteer activities.

Goal 5: The City of Raleigh will continue to promote the community as a premier retirement destination where residents can stay active and healthy; enjoy amenities of the Triangle area; have access to high quality health resources; and enrich the community through business, social, and volunteer activities.

Objective B: Continue support for senior clubs to ensure that seniors have equitable access to recreation and social programs throughout the city.

Objective B: Continue support for senior clubs to ensure that seniors have equitable access to recreation and social programs throughout the city.

Inventory existing access and evaluate potential opportunities for senior clubs through use of private facilities and volunteers.

Identify and evaluate opportunities for new senior club support.

Objective C: Enhance transportation and accessibility options to centers, clubs and programming through safe and affordable public transportation, biking and walking.

Identify accessibility options in alignment with Goal 3: Objective A; and Goal 1: Objective E.

Objective C: Enhance transportation and accessibility options to centers, clubs and programming through safe and affordable public transportation, biking and walking.

Identify private transportation options available for senior adults.

Objective D: Provide access to a variety of indoor and outdoor programs and facilities, intergenerational programming and events, and therapeutic opportunities throughout the city.

Identify and evaluate gaps in active adult program offerings in alignment with Goal 5: Objective A.

Objective D: Provide access to a variety of indoor and outdoor programs and facilities, intergenerational programming and events, and therapeutic opportunities throughout the city.

Inventory and evaluate access to existing indoor and outdoor programs and facilities as well as volunteer opportunities.

Objective D: Provide access to a variety of indoor and outdoor programs and facilities, intergenerational programming and events, and therapeutic opportunities throughout the city.

Construct new or enhance existing accessibility options at facilities and spaces as needed.

Scope Equity Impact Action Type Timeframe 2023 Status

internal

internal

Goal Objective Action Item

Goal 5: The City of Raleigh will continue to promote the community as a premier retirement destination where residents can stay active and healthy; enjoy amenities of the Triangle area; have access to high quality health resources; and enrich the community through business, social, and volunteer activities.

Goal 5: The City of Raleigh will continue to promote the community as a premier retirement destination where residents can stay active and healthy; enjoy amenities of the Triangle area; have access to high quality health resources; and enrich the community through business, social, and volunteer activities.

Goal 5: The City of Raleigh will continue to promote the community as a premier retirement destination where residents can stay active and healthy; enjoy amenities of the Triangle area; have access to high quality health resources; and enrich the community through business, social, and volunteer activities.

Objective E: Promote technology-based, fitness and wellness-focused programs and activities consistent with trends identified through the comprehensive needs and priorities assessment.

Objective E: Promote technology-based, fitness and wellness-focused programs and activities consistent with trends identified through the comprehensive needs and priorities assessment.

Identify community partners to enhance active adult programming.

Objective E: Promote technology-based, fitness and wellness-focused programs and activities consistent with trends identified through the comprehensive needs and priorities assessment.

Assess need for new technology-based fitness and wellness-focused programs through survey of current and potential users and participants.

Develop and implement new or enhanced technology-based and fitness and wellnessfocused programming and activities.

Scope Equity Impact Action Type Timeframe 2023 Status

internal

internal

Appendix B

Park Experience Maps

Stakeholder Engagement

APPENDIX B-1: LISTEN & LEARN PHASE

June 2023 Staff Listening Sessions Summary

Four listening sessions documented Raleigh Parks staff experiences, needs, and ideas for four different topical areas of the plan. A summary memo of listening sessions is included on the first four pages of this appendix.

June 7, 2023: Engagement Focused Session

June 14, 2023: System History Focused Session

June 21, 2023: Recreation Program Focused Session

June 28, 2023: Level-of-Service Focused Session

Raleigh Parks System Plan Update:

Listening Session Summary: Community Engagement

Who do we need to be reaching? Are there any groups that are missing from the department’s typical outreach and/or that have been challenging to reach in the past?

• Both non-English speakers and recent immigrants might struggle to integrate into park programming

• Engaging students and educators through community colleges, HBCUs, sororities and fraternities, youth groups, and high schools

• Local business owners and real estate groups

• Established community organizations and volunteer groups

• Faith based organizations

• Unhoused individuals

• Neighborhood organizations/newsletters

• County residents who might not live inside of Raleigh

Who in the department already engages with the community? How can we support these individuals and utilize their expertise?

• Raleigh Parks Marketing Ambassadors

• Volunteer Services

• Community Center/Parks Maintenance Staff

• Department of Equity and Inclusion

• Marketing department through social media engagement and email marketing

• Desha Blake, Superintendant of Engagement for the Parks & Natural Resources Division

• The Community Relations Analysts for neighborhoods

• The Adult Program division

• City of Oaks Advocacy group

Are there specific programs or events occurring over the next several months at which the System Plan Update should be promoted?

• Events at Dix Park

• La Fiesta del Pueblo

• Black Farmer’s Market

• 50th Hip-Hop Anniversary

• Churches

• Mud Day

• Pop-Up Markets

• Back to School events

• Events at Poe Health Education Center

What does successful engagement look like?

• Building public trust from transparency and meaningful collaboration

• Public action such as subscribing to a newsletter

• Feedback that guides future progress

• Summer Concerts at Pullen

• Grocery stores and bus stops

• Art Fairs

• An engaged public which follows up with questions

• Data which can be used to implement change

Now that we’ve completed this Listening Session series, how should we continue to engage with Raleigh Parks staff?

• A bi-weekly or monthly update

• 1 pager summary of topics discussed and ideas shared

• Drop-in style meeting with donuts/bagels

CACs

reaching across  the aisle

people who have  signed up on a  listserv for a  particular event  or program

feedback  guiding how  we continue  to work being  honest  throughout the process continuous  engagement  --> getting  others

action taken at  the end - e.g.  subscribe to  newsletter after  interaction

having people  trained and

rather than using  autotranslate in public  input, use tracked  language links to see  how often/where  translated versions are  used

engagement  mapping to  see any  disparities or  gaps be responsive  and  accountable to

people following up after event  with questions  via email/phone

People with many  jobs/lots to  do Refugees people  experiencing  homelessness recent  immigrants to the area

engaging  students in  local  universities NonEnglish  speakers

Those  without  internet  access

Raleigh Parks System Plan Update:

Listening Session Summary: Park System History

What stories have you heard about the history of a park, or Raleigh’s park system as a whole, that surprised you?

• Understanding the ways in which slavery, racism, and segregation has historically affected the relationship between Black, Indigenous, and People of Color (BIPOC) and parks + open spaces.

• The city used to have two separate park directors: one director who oversaw parks for the black community and one director who oversaw parks for the white community.

• The original master plan for the City of Raleigh included five parks, some of which exist to this day.

• Many parks come with unique histories tied to how they were acquired (community organizations + clubs) or how they were named (Chavis park for example was named after John Chavis, a prominent Black freed man).

• The fact that some park land was “left over space” which was later donated leads to unique and site specific park designs with their own quirks.

• The Carousel at Pullen Park originally came from Bloomsbury Park which no longer exists.

• How the Park system continues to change and adapt our level of service due to changing trends and demographics.

Who do we need to talk to? Whose stories do we need to tell?

• We should make more effort to record the oral histories from retired staff who either have worked inside of the system for years or who grew up in the city and have seen the changes first hand.

• The story of how Dix Park was originally the site of a hospital as well as the indigenous people who used the land.

• Community organizations such as Partners for Environmental Justice to foster better partnerships and collaborations.

• Looking back at historical newspapers to learn more of the less recognized history of the city (Black newspapers especially).

How is local neighborhood history expressed or preserved at your park? Where are we doing a good job of this? And where do we need to do more?

• Chavis Park has two public art pieces which highlight community stories, from when the park was first developed until now.

• Parks should add more informative placards which can showcase park history.

• Certain city cemeteries have unique histories which could be highlighted through placards or programming.

• More could be done to highlight the indigenous histories of the park system.

• Parks should highlight any community organizations that have contributed to the creation of the space.

Raleigh Parks System Plan Update:

Listening Session Summary: Recreation Programming

In your experience what is working well?

• Expanding beyond the traditional user groups through the use of additional marketing and new recreation programs at affordable prices.

• Understanding the needs of the community and offering a variety of programs and services which benefit all in the community leading to strong public trust and image.

• Resilient and adaptive staff which collaborate well internally.

What do you see as the barriers to equitable programming?

• Potentially too many programs which leads to staff being stretched too thin.

• Staffing issues which leads to gaps in service such as waiting lists in high demand programs or limited hours at facilities.

• Marketing materials are not user friendly or clear on the full extent of unique programs available/financing options.

• Scheduled programming might be hard to attend due to limited bus route service or nontraditional work hours.

• Facilities which need updating and improvements to accommodate a growing city.

What are your aspirations for this plan?

• To better understand the financial, scheduling, and community needs of the residents so that we can offer better service models.

• To connect with residents who are not users of our system and figure out how to best attract them to our programs.

• To create specific strategies or action items which can serve as best practices for individual departments to follow.

• To better coordinate with other city plans and organizations wherever possible.

• A plan which can lead us to be visionary and gain accreditation from the National Recreation and Parks Association.

Raleigh Parks System Plan Update:

Listening Session Summary: Level-of-Service Models: Park Access and Social Equity

How have needs changed since the 2014 Plan? What are the needs of today?

• The plan should investigate how the city is keeping up with developing national trends + best practices.

• There is a desire to reconnect with the original history of parks + open spaces.

• As more residents shift to live in higher density areas with a smaller footprint, the demand for rentable spaces increases.

• The plan should investigate what parts of the system have had the most investment, both currently and historically, and also look at parks vs trails + greenways.

• The plan should investigate what are the patterns of development for larger destination parks.

What have you heard are the gaps in the system? Do you feel that the areas identified as gaps in the 2014 Plan are still relevant today?

• Sertoma & Pullen Arts Center can’t accommodate all the demand for arts classes. There are also very few facilities for dance classes.

• The plan should map not only park access but also access to different types of recreation programs (arts, nature, sports etc) to look for gaps.

• The nature preserves are concentrated to the North. There are some parts of town lacking in access to managed open spaces + nature experiences.

• Certain parts of town can’t reach facilities on foot and as such are limited by mobility.

• By seeing what zip codes use which programs it might help better locate those programs closer to them rather than force residents to travel farther across town.

Are there any indicators that are missing from the Park Access and Equity Priority mapping tools?

• Transportation equity is important not only due to lack of car access but also due to limited bus route access.

• Maps should account for areas which are not residential. By removing industrial or gov’t owned areas the areas of higher priority might shift.

• Climate equity should be included in regards to urban forests, pollution, noise, and tree canopy.

• Looking at regions which count as food deserts can lead to better placement of community gardens.

• Disability equity in regards to inclusive/universal design will help in creating more accessible parks, no matter the need.

• Language Equity for residents who recently emigrated to the region.

APPENDIX B-2: LISTEN & LEARN PHASE

September 2023 Community Survey 1 Report - Plan Values

Summary report of responses to the first community survey, which was open to public responses from the end of August 2023 to the end of September 2023.

The purpose of the survey was to understand community values for the plan and current use patterns and needs from Raleigh Parks’ places and programs that are met or unmet.

111 people completed the survey.

Raleigh Parks Plan Update Survey

Project Engagement

Your insights matter! Is there a park, greenway, or community spot in Raleigh that you feel a special connection to? Please tell us why!

Dont let Dorothea Dix Park make you forget about all the other parks in the system!

Milbrook exchange park could use some updating. It ’s a perfect spot for all socioeconomic classes people to gather. This is important because people of all different income levels should gather. This helps us build a stronger community and a better world.

Eastgate Park - it is in the heart of our residential community, although it has limited parking. Potentially, it may connect to a new greenway planned for North Raleigh

Millbrook Exchange Park, I live in the area and its the best playground for my kids

Eastgate and Millbrook, I live nearby and love their playgrounds

Eastgate Park is in the center of my neighborhood. As we have no walkable connection to any greenways, it is an important part of our community with its pond, playgrounds and community center.

Durant Nature Preserve and Horseshoe Farm Nature Preserve - both are so beautiful and nearby my house. I walk in one or the other every day.

Yes! Absolutely love the nature preserves!

Millbrook

The greenway, Raleigh’s largest park and largest coherent part of the city ’s mobility infrastructure (larger than the 440 beltline and its connecting expressways). It ’s a linear oasis.

There are reasons we are tempted to stroll on a boulevard, parade an avenue, or meander in a neighborhood. There are other, different reasons why we wander a garden, climb a hill or cross a meadow, saunter along a shore, make an excursion to a wetland or an expedition into a canyon or go to a greenway

Why do you and I go to a greenway to walk and ride?

Because we can't get to the countryside or a wilderness. “ When we walk, we naturally go to fields and woods," asserts Henry David Thoreau. " What becomes of us, walking only in our garden or the mall?” (Thoreau's "mall" refers to the Pall Mall in London, then a stylish avenue.)

Other essayists, poets and scholars like Aldo Leopold, Nan Shepherd, and Annie Dillard attest to the value of a legible, coherent greenway, consistently screening, buffering or making intrusions unrecognizable.

Within a countryside or wilderness, our instinctive attraction to nature's rhythm of complexity and diversity is satisfied by coherent landscape elements, patterns, and relationships, near and far.

The neuse river greenway is awesome!

Dorothy Dix is sucking all the money away from the rest of Raleigh. Finish our older projects.

The bike path is how my.husband gets to work. Please finish fixing it.

Neuse River Greenway, especially in the fall when it 's nice and beautiful and peaceful

The lake at Raleigh boulevard and Crabtree road and the path that goes east from there.

Chavis Park and Moore Square because they ’re close to my home, beautiful, haven’t new amenities and plenty free community events

Worthdale, Roberts, & Especially Chavis Heights community center. These are all the areas where my family has been raised in and especially Chavis Heights is a special community outreach center for providing Love & Peace and connecting all people together in order to improve daily learning abilities and to interact will all races and ethnic backgrounds.

Lake Johnson greenway loop around the lake - rode it almost every day in the early months of COVID, sometimes multiple times in a day! What a sanity-saver that was. it 's always been popular but it seems far more so these days!

Dix - I get an annual photo of my child at the gingko tree! Pullen - where I have spent so much time swimming laps, as well as my child playing (in the past) in the shallow water pool. Also Pullen Park because it 's fantastic. Lake Johnson Pool - where kids in our neighborhood would hang out years ago (doesn't seem to be happening nearly as much anymore, sadly!). Chavis Park - where we had a series of 6 years of my child's birthday parties (outdoors, in winter!).

What great memories!

The Walnut Creek and Neuse trails normally allow me to bike to work. Please finish the Walnut Creek trail work!!!!

Shelley Lake greenway park. Lots of varied wildlife; nice large lake to watch; a nice large walking loop; happy people walking. Not TOO many mosquitoes~!

Durant Nature Preserve - large variety of wildlife to observe; lovely walking all around the lake when it 's not bug season; lots of woods to explore, very peaceful.

Barwell park - I live near it and I hope that it soon connects to my community via greenway that I can walk directly to.

Millbrook, i live close

We enjoy going to any park with both a playground and a place to take a walk in the woods or along the greenway. Those two activities together in the same park make our family really enjoy the space and feel lucky to live in proximity to it. Shelley Lake, North Hills Park and Honeycutt Park offer those amenities.

I really like Lake Johnson state park because its close to my house

Rocky Branch Trai is my favorite because it connects NCSU and downtown Raleigh.

Shelly lake is an amazing spot that has nice views with the water, paved and well maintained trails, cool community park and building, and is connected to the Raleigh greenway trails. It ’s a break from the busiest of Raleigh

Kaplan park because it is close to home and protects us from highway pollution and noise

I like the rocky branch greenway because I like walking around NC State's campus!

Jaycee Park has lots of potential and should receive funding so they can maximize the space they have.

Park; disc golf

Dorthea Dix Park has that sick view of downtown

Durant Nature Preserve, its super close to where I grew up and its easily accessible for the community. Also it is an amazing place to enjoy nature.

I like Pullen park and the greenway system

Umstead hiking trails, I can hike by myself and still feel as though there are others around if I need help.

Kentwood

Lake Raleigh, because I am able to fish in the lake as well as see waterfowl, which I enjoy watching, it is also located right on campus which makes it meaningful to me.

Nope

Lake Johnson is an amazing trail to run and walk on!

I have been participating in Roller Skating Fitness classes at the Millbrook Exchange park for almost 2 years. I have formed a strong connection to other folks who participate in the program, the instructor Eddie Watson, and the staff at the front desk. These are friends I have made in my fortiesand it can be extremely difficult for adults to make new friends. Please continue to offer Roller Skating classes and Open Skate, and add more locations and more varieties of classes. This community is very important to us!

All of the parks are extremely important to me. I have visited all of them (I have a spreadsheet) and I will continue to as more are added and improved.

The greenways! They are an amazing asset to Raleigh and really make it special! You can quickly get submersed in nature on the greenway from so many places around the city.

Cannon park, rose garden,horseshoe farm. Neighborhood and nature

I feel a special connection to the Neuse River Greenway trail. It is a huge gift to our community. It provides a huge amount of nature space and trail for citizens from Falls Lake all the way down into Johnston county to enjoy. It provides walking and bicycling fitness for our family and so many other families that we encounter as we walk and bike on the trail. It provides a county long corridor for wildlife to be protected in their natural habitat. Because it is paved, it provides access to disabled members of the community to go out into nature with their families. It provides sunshine (Vitamin D), fresh air, and mental peace of mind for everyone. It provides a safe and peaceful bicycling route for children, the elderly, and all ages to be safe and enjoy.

Isabella Cannon Park is in my neighborhood and was renovated and redeveloped to better serve my neighborhood. it has play areas and also natural areas with native plants and trees. New parks seem to get lots of attention and planning but our older parks need that attention too. I enjoy Shelly Lake trails. So much wildlife there to enjoy. So important to have natural areas for people to connect and get to enjoy natural areas.

Nature preserves and neighborhood parks. I like that the City has both special natural areas for passive recreation, environmental education and wildlife viewing as well as small neighborhood parks that people can walk to. Pullen Park is also special because of its history, carousel, lake, etc. in its more urban location. Arts centers are super important as well!!!

Pullen park is a joy to visit but honestly nothing has compared to the new city park in Clayton nc. We just moved to the area and are hoping our local parks can be updated to reflect the creativity and sensory learning incorporated into the main Clayton park.

not really

9

Forest Ridge, Wakefield greenway, Neuse River greenway--we need a connection from Forest Ridge and Wakefield Greenway to the Neuse River Greenway. We are cut off.

It 's where I live

Hertford Village Park because I live in that neighborhood!

Tarboro Road Rec Center! The staff is super nice and accommodating! We asked for line dancing and and we got it! Thanks!

•The Greenway, which I walk or ride on most days of the week, from Shelly Lake to Honeycutt Park, Raleigh Blvd, or the North Carolina Museum of Art.

•Marsh Creek where my son and I spent countless weekends playing inline hockey at before the goals were removed and "grind" bars were installed.

•Tarboro Road Park which is the only park in Raleigh that will accomodate hard court bicycle polo!

we feel special connection, because we enjoy walking on the greenway and explore the parks to feel satisfaction.

The Rocky Branch

I live in East Raleigh off Poole Rd close to 440 and frequent the Crabtree, Walnut Creek and Neuse River greenways. I'm very interested in seeing the Sunnybrook Road Park Property to Crabtree Creek Greenway Connector completed and also extending this connector to the Walnut Creek greenway This would make the greenways so much more accessible to my neighborhood, instead of having to drive to greenway entrances.

We are lucky enough to live near the crabtree creek trail between capital blvd and new bern - the area currently closed for recutting the trail away from the eroding creek. We favor it due to our familiarity. We also like the stretch from rock quarry rd to lake raleigh. and of course the area around the NCMA. We enjoy the proximity to our home or work which promotes use. We feel lucky to have easy access to these pockets of green space.

Any of the swimming pools! I love doing water exercise - it is so good for these old bones!

Neuse River Greenway as I use it daily, Durant nature Park as it 's beautiful and close to my home, and what we finally refer to as the "dump park" with its beautiful view at the top of the climb

Fortunate to live adjacent to Dix Park so we are there on a daily basis. Drum Circles on Wednesday night at Pullen Park is also a draw for us along with the greenway system in general.

Brentwood Park is a great place to go for a walk. This park has lots of mature trees and landscaping and a very laid back neighborhood vibe. I also like how many community members use this park for various activities.

Nash and Moore Squares, because they 're my neighborhood parks. I live as downtown as you can get.

We need a greenway around more of Falls Lake. Currently lots of bicycles ride on Old Weaver & New Light Rd & it ’s dangerous. Let ’s widen those roads with a bike lane, or even better - put a greenway in!

Durant Nature Preserve. The back section is such a peaceful place and it is so close to my house.

Laurel hills park as that ’s where I took my child as a baby and still go today

Love Pullen Park- great mix of fun and natural environment. Love the Falls Lake Dam area, Durant Road Nature Preserve for its size and walkability as well as Horseshoe Farm and distance to the greenway

I live downtown Raleigh near Moore Square, so I was delighted to find out there is a greenway that goes thru Chavis Park and under Martin Luther King Jr Blvd. I use this greenway several times a week to walk, run, and walk my dog.

No

The Greenway, Neuse, Crabtree, House creek, Ready creek, all.

Lake Johnson and Lake Wheeler

The aquatics program. All kids need to know how to swim.

I'm fairly new to the city and would like to learn more about the park area in regard to safety concerns. I look forward to the event.

Oakwood dog park! I’ve met so many great people (and even more awesome dogs!) there

Every nature trail and park, natural or with a purpose is important to me. Joslin Park Lake Johnson, Raven Ridge, Durant, Yates Mill, several greenway trails, Pullen, Fletcher, The Rose Garden, etc.

Simms Branch is also very nice to walk through, but in dire need of more sitting benches along the way. It 's a long hike up and down, and walkers are all ages and conditions.

Chavis Park is where I did an undergraduate internship when at Shaw. Now officer in Chavis Vicle of Friends.

I go to Lake Johnson almost every day and I use the Walnut Creek trail at least weekly. I feel a special connection to Carolina Pines because of how often I use to walk through its woods.

The Greenway Trail along North Hills Dr it is behind our Apt. and we enjoy walking along the trail seeing turtles, birds, and occasionally a snake.

How often do you or members of your household visit a Raleigh park, nature preserve, greenway, or facility ? 107 respondents

Raleigh's goal is to someday provide every citizen access to a park or greenway within a 10-minute walk of home. How long do you typically need to travel to get to a Raleigh park or facility today ?

0 Minutes

When you think about the future of Raleigh's parks, greenways, and recreation programs, what values are most important to you?

(click here to input)

92 Respondents

When you think about the future of Raleigh's parks, greenways, and recreation programs, what values are most important to you?

Shaded places to sit while the kids play Support Nature - provide shade, habitats to support urban wildlife and conserve park land for connections to natural environment

Maintenance of older parks must become a higher priority, as well as completion of current projects. Our pond has a temporary bank that was poured after Fran (1996). Dam maintenance has been postponed 3 times. Our community center has had sandbags in place for 3 years since it was remodeled due to drainage issues. Blocks have been missing from sitting areas for 5 years. Sidewalks weren't replaced until they became impassible.

Connectivity matters, but defining it matters more. Unfortunately many see bike lanes on busy roads as a great way to do this and I hate them. I love bike (and pedestrian) access via greenways where it is much safer for bikers and much less annoying for motorists. Continue to build out the greenway system to alleviate the need for bikes on the roads mixed with traffic

We need to preserve as much tree canopy as possible since we have a climate crisis. Trees clean the air and water and keep cities cool. We are losing trees throughout Wake county and Raleigh.

So many old parks and community centers are falling apart, yet we spend tons of taxpayer dollars on buying up Dix Park and building a brand new building a Chavis only a few blocks away. Meanwhile, folks in wheelchairs can't use the restroom at Optimist, and the sidewalks at Eastgate are a hazard even to walk. Where were those in the last bond? Why weren't citizens consulted to give input when bond projects were proposed?

When discussing continued reinvestment like future bonds and renovations, make sure you consult citizens for potential projects to include. I was very disappointed with the 2014 bond and how many things weren’t even considered for it that our neighbors have been advocating to the park staff for like pond improvements and new restrooms at Eastgate. The maintenance guys said they didn’t even get input, it was just higher up planners and admin staff, so include frontline folks too.

How is it Equitable that so much of the recent renovations and funding has gone to Dix, Chavis, and Pullen? All in one small area of town? Equity and Justice would show some love to ensure all our current parks all across the city are up to par before building Dix.

We need to fix the aging parks we already have before building more. Taking my kids to Eastgate is great until we need a potty break. The bathrooms are horrible.

Fix the old spaces that are currently falling apart before building more. Millbrook still looks like it ’s from the 1970s. Optimist is old and run down.

This question is tricky because if you say Health & Wellness, it might be interpreted that you want more ball fields. Interpreted more broadly, nature preserves and passive recreation areas contribute significantly to better mental health and overall wellness of both the user and the overall healthiness of the environment. Please be careful not to misinterpret people’s single answers here.

Connectivity just opens up the world for getting out and exploring without having to worry about cars.

We are just clear cutting everything and then complain about climate change when we take down the trees that help. We have a legislature that pretends to believe in God but destroys his land, air, and water as much as possible. We have to fight for our parks because republicans want to destroy everything good in the world. It is pretty ironic that Christians believe God created the earth and then they do their best to pollute, pollute, and pollute while voting Republican which adds the the issue. All the cancers popping up from dirty water due to Chemours and Dupont - that is all Republicans letting them destroy our planet. Fake Christians!

Parks are a great place to plant native wildflowers that birds, butterflies, animals and people can enjoy

i hate bike lanes. stop building them and move bikers to greenways where they belong.

Fix and maximize what you have before building more. Old worn out trails, buildings from the 1970's with asbestos and communal showers in locker rooms. Modernize. THEN you can start adding to the system, but don't spend a penny on new stuff until you get the old stuff up to par.

Connectivity and Access are the highest rated value to me. Being able to ride/ walk long distances along the greenway and not be cut by high traffic roads is important. I often have young kids with me and it is only safe for our family to ride along the greenway. One our of favorite things that can be achieved better by better connectivity is getting on the greenway and it connecting to small businesses for a coffee break, lunch spot, playground, etc. Quick stops along a greenway like those are lacking.

I want Raleigh parks to serve the community in ways that repair legacies of harm created by environmental and economic exploitation and imagine an abundant and adaptive future.

I would like to see more natural spaces

Being apart of a community and wellness is what leads me to parks

9

Connect the greenways and then focus on your other areas. It is very dangerous having bicyclists on one lane roads when they could be using long stretches of greenways.

I primarily use the greenways/parks for exercise and getting outside.

The Neuse River Greenway Trail is beautiful and requires many maintenance folks to care for it, I am sure. In terms of reinvestment & care, the Milburnie Park at Raleigh Beach that attached to the trail is pretty awful in terms of lack of park facility development and cleanliness and parking access. This Park is often overrun with folks, their cars, and their trash. It is in huge need of maintenance and development of picnic tables, trash cans, weekly trash removal, and a children's playground with equipment.

the simplest thing we can do to ameliorate climate change is the plant more trees. MANY MORE! People need to have natural areas with trees, plenty of trails and park benches simply to enjoy being outside.

Wakefield needs to be connected across the River to the Dam park and Neuse River greenway. Connectivity needs to be top priority

Value: its uniformly pleasant and often extraordinary scenery where urban intrusions are largely obscured with unnavigable thickets

For walkers and cyclists the Capital Area Greenway is the visual counterpart of the Blue Ridge Parkway for motorists. Nearly everywhere at any random spot you find yourself, it 's green with nature ahead, behind, and on each side. It offers here, a sheltering seclusion and, there, a boundless sense of nature’s indefinite extent. five urban design qualities in terms of physical characteristics of streets and their edges: imageability, enclosure, human scale, transparency and complexity. The area around a space is as important to its success as the space itself.

It is Raleigh’s good fortune that the Greenway suffers really only a rare abutting blemish here and there. Eyesores are infrequent; blight, occasional; and disfigurements, sporadic..

I see the first priorities of expansion of connectivity and access, as well as the care and reinvestment, as expressions of equity, providing access to health and promoting community. The first leads to the others. All work needs to be done with long term climate change scenarios forefront in mind.

All kids need to know how to swim. Please expand the swim lessons and hire staff to work on inclusive programs. It is too competitive to get into swim lessons for my neurotypical child and my sweet inclusive special needs guy has been on a waitlist for almost a year. N/A

History plays a major roles with the park system. In Chavis Heights it is detrimental to understand the black history and how it has impacted the community and around the center.

Having a good open space system is essential in the fight against climate change!

We need to to take care of the environment, ourselves and our children...of all fitness levels and abilities.

Parks are vital to conservation efforts and the care of this planet. Access to parks and recreation are central to developing community.

I want to see more outside exercise equipment for adults. Bring the gym outside. This has been done in other cities.

Studies show that green space near by is SO important to mental and physical health - even small green areas like school yards or small pocket parks. I want them to be more accessible, via safe routes (and not ONLY by car / bus but on foot, bike, etc -SAFELY).

Maintaining parks and community centers offer places to gather for both recreational purposes and for formal meetings for community and City groups.

Many parks and greenways and trails need maintenance... of the walkways, of the trees and shrubbery... Fallen trees and branches, overgrown shrubs, concrete (or whatever they are made of) walkways getting cracked and some get very uneven due to tree roots and flooding if they lie low and near the streams or waterways. NEED MORE SIT TING BENCHES on many walkways, like every quarter mile of walking length.

I am a Professor Emeritus from NCSU Parks Recreation Tourism Management

Having navigable wooded trails and accessible natural areas helps ground me and makes the city feel more welcoming.

We need a more structured community bond. To know and socialize with each other. Feel more connected and safe. Food oriented, play,history, art,

There was a Saturday morning yoga class in a park in Garner on Garner rd before the virus shutdown in 2023 and it was grand. Anyone welcome. It was healing and connecting. They also had a community market for local crafts and foodstuffs which was also grand. Havnt seen them since

Now I am often passed by bikes with no warning. As I am walking a dog this is frightening.

Which of the following best describes your gender?

Which of the following best describes your race? 92 Respondents

What is your approximate household income?

How long have you lived in Raleigh/the Triangle? 92 respondents

Where do you live? Move the circle to show the general area by dragging the map.

APPENDIX B-3: LISTEN & LEARN PHASE

September 2023 Pop-ups - Plan Values Summary Data

Summary of data collected from the first pop-up activity which was deployed in existing events throughout the City. The purpose of the pop-up activity was to raise awareness of the plan and to understand community values for the future Park Plan Update.

The following events hosted pop-ups for the Parks Plan Update in the LIsten & Learn Phase:

September 15, 2023 - Raleigh Neighborhood Exchange

September 22, 2023 - Movie Night at Peach Road Park

September 24, 2023 - Black Farmer’s Market

October 8, 2023 - Moore Square Market

150 people engaged across four events.

● (2) chairs

Setup

Below is a mock-up of how everything should be set up at each pop-up:

Engagement Activities

1. Elevator Pitch!

a. As someone walks by - try to draw people in by asking “Do you have a moment to chat about Raleigh Parks?

Selected Value Reason Pop-up Location

Community & Belonging

Community & Belonging

Connectivity & Access

Connectivity & Access

Connectivity & Access

Connectivity & Access

Connectivity & Access

Connectivity & Access

Having "third places" is so important- i love having places to go together (safely + for free) with my family and friends

I enjoy engaging with the families living in the same area. more activities and encouragement among the youth is needed

It can be hard to access greenways from downtown

all parks but especially DIX should be accessible by walking/ biking

I bike to parks with my family, need to access the parks on foot or bike.

Helps family stay connected, allows easy access to get from park to park.

I can go from school at Meredith to the art museum safely with friends

I want to be able to ride my bike to work on a greenway

Connectivity & Access to expand transportation options and for health reasons

Creativity & Innovation

Outdoor gym + adult fitness equipment

Creativity & Innovation splash pads at every park!

Culture & History

Culture & History

culture & History

it is important to continue Infusing the rich history of Raleigh in our future generations

My parent's brought me to Pullen Park, and that's where I bring my kids today

Our culture is diverse as our people and the parks should include a variety of cultural and historical interactions

Environment & Climate I like for parks to be fun but still good for the environment

Environment & Climate the urban hat island makes the city so hot I want more trees and green space to mitigate it.

Environment & Climate

Equity & Justice

Equity & Justice

More inclusion services and increased registration for special camps

we need more parks in low income neighborhoods

Equity & Justice I love Dix park!!! Dix park is my 1st park

Equity & Justice

Growth

My kids deserve to be included and celebrated

Being able to come back to the area I grew up in and see the change and I can also be a part of the growth and activities in the parks!

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Selected Value Reason Pop-up Location

Health & Wellness

Everyone needs a safe place to play outside

Health & Wellness being able to walk safely and not always having to drive

Community & Belonging

Community & Belonging

Community & Belonging

Continued Reinvestment & Care

Environment & Climate

Equity & Justice

It's important to have places where people from all walks of life can come together and make new connections

Making everyone feel like they are a part of something with whatever it is they bring to the table will give them a sense of pride which will ultimately encourage them to be the best version of themselves

A community that provides helpful resources. It's important for people to have a place with a supportive community and sense of belonging

Review some existing programs to assess where money should be allocated to better and expand instead of creating new initiatives

Raleigh has wonderful tree canopy- lets preserve it!

It's important to ensure that all communities have access to nature, despite their socio-economic status, race, ethnicity

Security (translated) Seeing the numerous amber alerts, it would be great to have police vigilance for the safety of our children.

Culture & History

Health & Wellness

Connectivity & Access

Connectivity & Access

Environment & Climate

Environment & Climate

Culture & History

Culture & History

Creativity & Innovation

Health & Wellness

Oakview County Park. Historical view Trails-

Families are able to have fun

Parks are great...if you can get to them! Need sidewalks and bike paths

All communities having greenway access

Parks are critical to our climate action and holistic sustainability

They are critical in maintaining green spaces in our communities

Our environmentalism improve our mental health

Would love to hear more about local history! How does local history shape towns and greenspaces?

It gets the people out and actually using them builds community

Sunshine makes people happy

Neighborhood Exchange Pop Up

Neighborhood Exchange Pop Up

Movie Night Pop-up

Movie Night Pop-up

Movie Night Pop-up

Movie Night Pop-up

Movie Night Pop-up

Movie Night Pop-up

Movie Night Pop-up

Black Farmers Market Pop-up

Black Farmers Market Pop-up

Moore Sq Pop-up

Moore Sq Pop-up

Moore Sq Pop-up

Moore Sq Pop-up

Moore Sq Pop-up

Moore Sq Pop-up

Moore Sq Pop-up

Moore Sq Pop-up

APPENDIX B-4: LISTEN & LEARN PHASE

September 2023 Pizza in the Park - Public Workshop Data

Summary of data collected from two public workshops which took place at John Chavis Memorial Park. In the workshops, participants shared their values for the plan and their parks, identified priority investments, and reviewed summaries of the existing system.

190+ people engaged across two events.

Race Zip Code

Age Group

*Charts and map reflects participants who provided their demographic data

Express Values

WHAT VALUES SHOULD GUIDE DECISION MAKING?

In-person values highlighted a renewed focus on health and wellness and cultural programming. Online values were quite different. ‘Connectivity and Access’ was the top response among online participants.

In-person Online

#1 Health & Wellness

TIE #2 Equity & Justice

TIE #2 Culture & History

TIE #2 Community & Belonging

#1 Connectivity & Access

#2 Environment & Climate

#3 Community & Belonging

Additional write in values included: jobs, growth, and safety.

Selected Value Reason

‘Equity & Justice’ was the least selected value in online engagement, while the least selected value in in-person was ‘Creativity & Innovation’.

Selected Value Reason Meeting

Community & Belonging

Health & Wellness

Connectivity & Access

Health & Wellness

to get more people connected and outside/tie to city's best interest + education events

healthcare is a given right. everyone deserves access to things that promote healthy lifestyles

inclusion of athletics for adults, bot just kids. adults need fitness too.

we are all getting older

Creativity & Innovation new ideas get more folks engaged

Continued Reinvestment & Care existing investments need to be cared for

Health & Wellness for health reasons

Culture & History

It is always important to learn the culture & history of a place it gives you a bigger appreciation for the place you stand.

Community & Belonging Community centers & parks are great spaces to connect with neighbors.

Equity & Justice

Culture & History

Environment & Climate

Community & Belonging

Ensuring the entire city has access to parks makes residents feel included

Learning about the past helps to build a strong future

My kids need a planet to live on!

I like that everyone can feel welcomed & included, playground designs like Laura Hills are amazing.

Community & Belonging Community garden (please add!)

Health & Wellness

Connectivity & Access

Continued Reinvestment & Care

Variety of Activities, More spaces needed!

I feel like our parks should all be equally invested in. It seems this should be something to consider

Equity & Justice Feeling appreciated is important for your mental health

Health & Wellness Play soccer + general exercise

Culture & History

Culture & History

Equity & Justice

Health & Wellness

If we don't know and understand history we are destined to repeat bad experiences

African Culture Center, learning about different cultures

All cultures contribute to this city, we are all equal

We need healthy provisions for our community and for our children, friends, and family

Creativity & Innovation Water park, more exciting!

Environment & Climate Gotta breathe!

Culture & History

Environment & Climate

Rich history in our parks, lean on our experts in history

Workshop 1

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Selected Value Reason Meeting

Selected Value Reason Meeting

Selected Value Reason Meeting

Community & Belonging Access to parks for all, regardless of means. A place to belong

&

need our planet love plants and animals!

2

2

& History

the budget will reflect top values

2

is the south side of Raleigh Workshop 2

Health & Wellness Stay physically in shape and fit adults, are there park dance studios? Workshop 2

English is a program. Expand to a Spanish program! Let's learn from each other.

& Wellness

eating habits program for seniors

I like drawing

2

2

2

& Belonging Statue of Mr John Chavis and holograms are missing. * Love will keep John Chavis alive Workshop 2 Environment & Climate Most important thing if we want our grandkids to be able to do this Workshop 2

Continued Reinvestment & Care Raleigh has done a great job growing and maintaining parks/ greenways. I was born here in the 80's and I love that it remains a priority Workshop 2

& Belonging

engagement is critical to mental health

More helping the community with up to date jobs/recruiting

it's needed in this area

2

Connectivity & Access A complete trail & park system (when completed) to promote outdoor participation Workshop 2 Community & Belonging We need to take care of each other Workshop 2

Selected Value Reason Meeting

Identify Priorities

WHAT PLACES AND

ACTIVITIES

ARE MOST IMPORTANT TO YOU?

Across in-person and online responses, participants shared the following priorities:

#1 Places to walk or ride a bike

#2 Healthy Lifestyles

#3 Parks in walking distances

#4 Where 65+ adults thrive

#5 Art events, camps, classes

#6 Places for open play

Additional write in priorities included: nature education, aquatics, safety, technology access, foreign language classes, and unhoused people.

Healthy lifestyles emerged as a priority across all engagement methods. Connectedness continues to be a priority, too!

Share Experiences

WHAT DO YOU LOVE? WHAT COULD BE IMPROVED?

Ability to navigate city without engaging cars

Camps are available to all and they have a variety of field trips. Exposing kids to different things

Improvements

More advertisements for parks like Chavis to bring people in Loves

Improved indoor aquatic centers

I love the natural feel of the greenways + being near water

Places where community interact

Reading about our history at community centers

Expand awareness of nature and environmental programs

More parks in under-served areas

Topic Reason

Have greenways that connect to urban areas and destinations, more playgrounds in urban areas

Parks & Greenways Variety of play equipment for all ages

Parks & Greenways bike/run trails <3

Parks & Greenways close to my home and nice place to walk

Parks & Greenways parks are great for kids and family for leisure time

Parks & Greenways ability to navigate city without engaging cars

Parks & Greenways run with no traffic

Parks & Greenways availability

Parks & Greenways accessibility

Parks & Greenways places where community interact

Parks & Greenways space to breathe and recenter my brain

Parks & Greenways well-maintained, clean

Art, History, & Culture reading about our history at community centers

Art, History, & Culture volleyball/tossing contest/track/ & field/racing

Participants enjoy varied park offerings and want increased awareness of programs and events. They also want to keep their parks and greenways safe.

Topic Reason

Art, History, & Culture to get our airplane back for history (fighter jet that used to be in Chavis and was removed)

Art, History, & Culture preservation of historic spaces

Nature & Environment pollinator plantings and shade trees

Nature & Environment thankful we have so many parks!

Nature & Environment Tree canopy!

Nature & Environment Calming effect and mental health

Nature & Environment hiking trails in the woods

Nature & Environment the nature bridge @ yates mill

Nature & Environment well landscaped and tree preservation

Camps, Classes & Sports Leagues

Kids swim teams

Camps, Classes & Sports Leagues Hoolahoops for kids, Yoga

Camps, Classes & Sports Leagues

Camps, Classes & Sports Leagues

Engaging children and community

Language translator 1) ASL Class 2) Spanish Class

Topic Reason

Camps, Classes & Sports Leagues Camps Classes

Camps, Classes & Sports Leagues Youth/toddler educational camps

Camps, Classes & Sports Leagues Walkways

Camps, Classes & Sports Leagues Swim pizza

Camps, Classes & Sports Leagues I like to slide

Camps, Classes & Sports Leagues enjoy track- out program, summer camps

Camps, Classes & Sports Leagues kiddie sports under 4

Camps, Classes & Sports Leagues camps and swim

Camps, Classes & Sports Leagues basketball

Camps, Classes & Sports Leagues more boxing camps for kids

Camps, Classes & Sports Leagues swim lessons

Camps, Classes & Sports Leagues fitness in the building, meeting new people

Camps, Classes & Sports Leagues I like pickle ball, walking room, senior programs

Camps, Classes & Sports Leagues camps are available to all and they have a variety of field trips. Exposing kids to different things

Camps, Classes & Sports Leagues fitness rooms

Camps, Classes & Sports Leagues fitness rooms

Camps, Classes & Sports Leagues Very robust offering of classes and programs

Nature & Environment More stuff to do

Nature & Environment having nature classes

Nature & Environment walking the track/trail history

Nature & Environment playing with toys

Nature & Environment Nature programs

Nature & Environment love walking the inside track during bad weather

Nature & Environment Nature programs

Nature & Environment I love the blending of natural and urban spaces

Nature & Environment having nice places to walk with birds, bugs, and pretty trees. '

Topic Reason

Nature & Environment I like to play on the slide

Nature & Environment Pullen park is perfect! I love the nature!

Art, History, & Culture I like to dance and play at the park

Art, History, & Culture places to sit down while kids play

Art, History, & Culture I like the people

Art, History, & Culture Live music and events

Art, History, & Culture The beauty and variety of things to do at chavis

Art, History, & Culture Love History!!

Art, History, & Culture Love learning about different cultures

Art, History, & Culture Love diversity and facilities

Art, History, & Culture

As a homeschool parent, I love what Raleigh has to offer for my children, Understanding the past and having positive influences on culture are key

Parks & Greenways Many near water ways

Parks & Greenways proximity to downtown, public transit, greenways

Parks & Greenways Walking distance is low

Parks & Greenways Yes- wish they all connected better! More sidewalks

Parks & Greenways The dedication to the greenways

Parks & Greenways Fun playgrounds

Parks & Greenways Greenways, chavis park

Parks & Greenways I love the parks and greenways

Parks & Greenways There is always something to do

Parks & Greenways Love the greenway system

Parks & Greenways I enjoy having places in the icy to take walks and enjoy nature

Parks & Greenways Pullen Aquatic Center is Awesome!

Parks & Greenways I love the natural feel of the greenways + being near water

Parks & Greenways ride bikes around the park

Parks & Greenways Love the greenways, we are big bikers

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APPENDIX B-5: VISION & FRAMEWORK PHASE

February 2024 Focused Conversations Summary

McAdams conducted several focus groups to identify key themes and action items. Fifty organizations were invited to participate and 32 organizations joined seven conversations.

February 6, 2024

Growth Centers

February 9, 2024

Arts and Culture

Recreation

February 13, 2024

Cultural and Historic Resources

Environment

February 15, 2024 Greenways

Parks

February 20, 2024 Mobility and Connectivity

The following organizations participated in the focused conversations:

A Place at the Table ACORNS

ALS (Accelerated Learning Services)

Arts Commission

Bicycle & Pedestrian Advisory Commission Chamber of Commerce

City of Raleigh Housing and Neighborhoods Department

Environmental Advisory Board

Equity and Inclusion

Friends of the City of Raleigh Museum

Hispanic and Immigrant Affairs Board

Historic Cemeteries Advisory Board

Historic Resources and Museum Advisory Board

LGBT Center of Raleigh

Mayor’s Committee for Persons with Disabilities

Parks Committee of the PRGAB

Parks, Recreation and Greenway Advisory Board

Planning Commission - Infrastructure & Mobility Committee

Raleigh Parks Cultural Outreach and Enrichment Program

Raleigh Parks Active Adults Program

Raleigh Pride

Raleigh United Mutual Aid Hub

Saint Monica Teen Center

Shaw University Instructor/Internship Coordinator

St. Johns Community Engagement Center

Sustainability, Wildlife, and Urban Trees

Teen Zone

RALEIGH PARKS FOCUS CONVERSATION SUMMARIES

> Growth Centers

The Growth Centers focus group highlighted various aspects related to the growth and development of parks, neighborhoods, and recreational amenities in the city. It emphasized the need for inclusive strategies, partnerships, and policies to address issues such as equity, access, cultural diversity, and community engagement. The future is seen as a challenge due to limited land resources and the necessity for technological advancements. The group also mentioned the importance of maintaining existing parks while creating new ones, promoting an inclusive mindset, and addressing language barriers and racial bias Additionally, it raised concerns about reaching out to non-participants, attracting employers, and showcasing the city's inclusive culture.

> Arts & Culture

The Arts and Culture group focused on the arts and culture scene in Raleigh, with an emphasis on making it welcoming and accessible to all. It was express that there is a need for outreach to certain communities, such as SE Raleigh, to raise awareness of programs and options like pay-what-you-can. Recent projects include art at fire departments, which provide a great venue for families. The idea of partnering with Dix Parks and establishing an Arts team was mentioned, with a focus on acquiring art from under-represented groups and promoting community participation. The City of Raleigh owns over 700 pieces of art in unexpected places and aims to enhance its art program to tell the story of the city's culture. There is also a desire to contribute to artists' experiences through mentorship programs and create safe spaces for under-represented groups. Outreach efforts should target non-English speakers and expand the groups working in communities. The program should be open to change, consider pricing on language programs, and engage youth and young adults beyond just families. Partnerships with community members who have existing connections and trust are seen as valuable for understanding community needs.

> Recreation

The group focused on the topic of recreation and how Raleigh Parks can better serve the needs of the community. The group highlighted various areas where the department may be falling short, such as accessibility for different user groups, barriers preventing people from experiencing the parks and facilities, and gaps in programs and facilities. Suggestions for improvement included addressing transportation issues, increasing awareness through marketing and education, improving access for special needs individuals, and building partnerships with rural areas. The importance of engaging teens and youth, addressing the needs of the homeless population, and promoting a sense of belonging in public spaces were also emphasized. Additionally, the group mentioned the need for training to handle crisis situations, targeted advertising to reach missing participants, and removing stigma around accessing recreational programs. Finally, it was suggested to customize events and use social media to resonate with teenagers and increase their engagement.

> Environment

This group highlighted various environmental and sustainability-focused issues and opportunities in Raleigh. It emphasized the need for Raleigh Parks to play a role in protecting open spaces and providing equitable access to healthy living environments. The critical climate change and environmental issues facing Raleigh's parks include stormwater management, urban heat island effect, invasive species, and tree canopy loss. Environmental justice issues and historic injustices are also mentioned. The importance of citizen engagement, partnerships with educational institutions, and collaboration with developers was emphasized. The focus group concluded by mentioning the importance of sustainable agriculture, partnerships with schools, and the need for more maintenance staff and coordination with other departments for effective management of greenways and stream corridors.

> Cultural + Historic Resources

The group focused on the cultural and historic resources in Raleigh. It emphasized the importance of communication, equity efforts, and different means of communication. Parks, such as Pullen Park and Chavis Park, play a significant role in drawing people to Raleigh, providing education, and connecting with history. The group noted that there is a focus on preserving and telling the stories of diverse communities and African American landmarks. Technology, such as QR codes and handheld devices, are used for communication and promoting programs. Collaboration between different groups and organizations should continue to be encouraged to develop a consistent message and advocate for preservation. Events like Juneteenth and Black Santa were mentioned as unique opportunities for inclusion. Overall, the group noted there is a need for continued support from decision-makers to implement adopted plans and preserve cultural resources.

> Parks

The group highlighted the importance of parks as safe spaces for both sheltered and unsheltered populations, providing critical facilities and resources. It emphasized the need for community care, improved safety measures, and partnerships with food banks. They identified that the main goal is to ensure equitable access to resources across different regions of the city and address issues such as mental health, substance abuse, and food insecurity. They also mentioned the significance of community centers, accessibility, language barriers, and the role of parks in connecting people and providing vital services. Staff training, collaboration with external organizations, and support for staff well-being were also key considerations mentioned by the group

> Greenways

The focus group discussed the various aspects and challenges related to greenways in Raleigh. They emphasized the need for integrating greenways into the bike plan update, expanding connections to neighborhoods and public transit facilities, improving signage and wayfinding, ensuring equitable distribution of facilities, addressing safety concerns, and enhancing communication about closures and reopenings. The importance of greenways in connecting neighborhoods, supporting businesses, and contributing to successful transit planning was also emphasized. The involvement of the development community, better stewardship of assets, and balancing investment in greenways and park sites were

identified as areas for improvement. Overall, the group noted the goal is to create easy, safe, and direct paths that cater to the diverse needs of users and enhance the overall experience of the greenway system.

> Mobility + Connectivity

The group highlighted the importance of improving mobility and connectivity in the city, with a focus on equity and accessibility. It emphasized the need for partnerships, collaboration, and the use of evolving technologies to create a well-connected network that accommodates all users. The group noted that the goal is to reduce disparities, promote health equity, and make the city a standout for its parks system. They also mentioned specific areas that require attention, such as western parts of the city, downtown construction zones, and neighborhoods lacking safe pedestrian infrastructure. Lastly, the group emphasized the importance of integrating connectivity into neighborhoods and addressing neighborhood pushback through codifying connectivity requirements.

THEMES + ACTION ITEMS

> Encourage Youth Participation

o Schedule programs and activities for teens at times that are compatible with their schedules and mobility options, ensuring accessibility and participation.

o Increase the use of social media platforms popular among teens to promote parks and recreation programs and events, targeting users in their preferred online spaces.

o Develop a team of teen ambassadors to provide input on programming, marketing strategies, and outreach efforts, fostering a sense of ownership and engagement among youth.

o Organize customized events such as national teenager day celebrations, back-to-school pool parties, and pop-up events tailored to teens' interests and marketed in a way that resonates with them.

o Advocate for safe routes to schools and provide support for students to access parks and recreation facilities safely, enhancing accessibility for middle and high school-aged youth.

o Ensure that programs are inclusive and accessible to all teens, regardless of parental support or engagement, by removing barriers to participation and providing free or low-cost options.

> Create A Sense of Belonging

o Address biases and amplify the voices of underrepresented groups through acknowledgment and inclusive decision-making processes, promoting a sense of belonging for all residents.

o Conduct outreach efforts to engage non-participants, including non-English speakers and marginalized communities, ensuring that all voices are heard and represented.

o Utilize parks as a platform to highlight art and cultural experiences, increasing accessibility and creating opportunities for serendipitous encounters that enhance community connection.

o Spread resources and services evenly across all regions of the city to ensure that all communities have access to adequate resources, regardless of location.

o Market public spaces such as greenways and open spaces as welcoming and safe environments, fostering activation and community engagement through events, programming, and recreational activities.

o Implement more intentional outreach and marketing efforts to raise awareness of existing and planned amenities, addressing potential lack of awareness within the community.

> Foster Safe Recreation Environments

o Install blue light emergency phones at community centers or major trailheads to enhance safety and provide reassurance for users.

o Improve lighting in parks and along greenways to ensure safety after dark, enhancing accessibility and encouraging use by all community members.

o Foster an inclusive mindset within PRCR programming, challenging preconceived notions about certain recreational activities and promoting diversity and equity.

o Implement awareness and education initiatives to reduce racial bias and promote inclusivity in recreational spaces, creating a welcoming environment for under-represented groups such as Black, Brown, LGBTQ+ communities.

o Ensure easy, safe, and direct paths to parks and recreational facilities, particularly in areas of need and along transit corridors such as Bus Rapid Transit (BRT) lines.

> Community Centers as Community Hubs

o Prioritize people-first approaches in community center programming and services, recognizing the importance of creating welcoming and supportive spaces for all individuals.

o Establish partnerships with county resources to link community centers with critical services such as food pantries, financial assistance, and mental health/substance abuse services, providing accessible information and support to residents.

o Facilitate cross-departmental training sessions to share valuable insights and expertise among different departments, fostering a collaborative approach to addressing community needs.

o Restore a sense of pride and importance to local community centers by integrating them more deeply into neighborhood identity and fostering a sense of ownership among residents.

o Implement a baseline of community care by training staff to serve as better community partners and resources, ensuring they are equipped to support residents' needs effectively.

o Provide critical facilities such as showers, charging stations, and comfort spaces at community centers to meet the needs of vulnerable populations and create a safe environment for all visitors.

o Collaborate with organizations like ACORNS for street outreach and information sharing about available services, ensuring community members are connected with the resources they need.

> Invest in the Enhancement of Programs

o Develop new programs and initiatives targeting teenagers and young adults aged 19-20, filling the gap between teen and adult programming options.

o Enhance the art program by making more forms of artistic expression visible.

o Make marketing communication more relevant and targeted to groups being programmed for.

o Improve awareness of programs by actively promoting the "pay what you can" option and other accessible pricing options through various communication/social channels.

o Develop modern and relevant communication strategies, including social media outreach, to bridge awareness gaps and reach new populations, particularly teenagers and young adults.

o Improve program registration accessibility for Spanish speakers and visually impaired individuals by enhancing technology and language accessibility.

o Provide flexibility in program registration requirements, particularly for teenagers who may lack parental support or involvement.

o Integrate art into parks and recreation facilities to enhance placemaking and create unique experiences for visitors.

> Remove Barriers to Access

o Access which programs actually need parental consent due to liability or issue and revise those that do not allow teens of a certain age to sign up for themselves.

o Install new wayfinding and informational signs in both English and Spanish to ensure that all can understand.

o Conduct outreach activities in areas with long waitlists or limited internet access to ensure equitable access to park programs and facilities.

o Integrate connectivity requirements into the city's planning and entitlements process to ensure equitable outcomes and address neighborhood pushback through codified standards.

o Improve walkability and safety in rapidly developing areas, such as NW Raleigh Leesville Rd. area, through the addition of protected bike lanes and better pedestrian infrastructure.

o Utilize the parks system as a tool for health equity by addressing disparities in connectivity and access, particularly in underserved communities.

o Implement dynamic standards for Level of Service (LOS) that are responsive to the unique needs and realities of different neighborhoods, focusing on both access and comfort.

> Empower Staff as Community Partners

o Develop comprehensive training programs to equip staff with the skills to identify and assist individuals experiencing mental health or substance abuse crises, ensuring they can connect them with the right resources.

o Provide specialized training sessions on crisis identification, de-escalation techniques, and understanding the core needs of unhoused individuals.

o Facilitate cross-training opportunities with organizations like ACORNS to enhance staff responsiveness and sensitivity in handling diverse community needs, including those of the homeless population.

o Implement sensitivity trainings and conflict de-escalation workshops to help staff better relate to individuals in crisis and remove stigma associated with mental health, substance abuse, and homelessness.

o Normalize discussions around mental health to destigmatize it, particularly among teens, making them more receptive to seeking and accepting additional support.

o Cultivate a culture of continuous improvement within community centers, encouraging staff to actively seek opportunities for learning and skill development to better serve the community while also being sure to award good behavior.

> Celebrate Black History + Culture

o Brainstorm and implement unique events that highlight African American culture and history, encouraging participation and engagement.

o Collaborate with Community Outreach and Recreation (COR) staff to digitize historic artifacts and resources, making them more accessible to the public.

o Develop outreach strategies to engage the community in utilizing digitized resources, particularly focusing on African American heritage.

o Work with local schools and colleges with history programs to arrange field trips to African American cemeteries, historic Black universities, and landmarks, utilizing their expertise to enhance educational experiences.

o Advocate for proactive measures to preserve historic African American sites, such as Oak View County Park, Chavis Park, and Pullen Park.

o Address the stigma surrounding certain greenways and parks by centering programming around education, safety awareness, and inclusive access.

o Address negative stormwater impacts on communities, focusing on areas disproportionately affected and advocating for equitable solutions.

o Educate the community about environmental justice movements and the importance of preserving social and emotional health through initiatives like tree canopy restoration.

> Celebrating Diversity in Recreation Spaces

o Compile and share stories about the diverse populations that call Raleigh home, highlighting their cultural heritage and contributions to the community.

o Implement strategies to meet people where they are by providing inclusive programming and events that cater to diverse demographics and cultural backgrounds.

o Organize events that celebrate diversity, such as cultural festivals, heritage celebrations, and LGBTQ+ pride events, to showcase the rich tapestry of cultures and identities in Raleigh.

o Collaborate with local organizations and community leaders to host inclusive events that highlight the contributions of diverse communities to the City's recreational landscape.

o Partner with local LGBTQ+ organizations, minority advocacy groups, and cultural associations to cocreate programs and activities that reflect the interests and needs of diverse communities.

o Establish feedback mechanisms, such as surveys or community forums, to gather input from diverse stakeholders about their recreational experiences and preferences.

o Use feedback to continuously improve and adapt recreational programs and services to better meet the needs of all residents and visitors, regardless of their background or identity.

> Encourage Environmental Stewardship

o Implement creative and interactive methods to engage park users in environmental stewardship, beyond traditional signage, such as art installations and educational displays.

o Advocate for policies that promote environmental stewardship and resilience, such as requirements for green infrastructure, canopy conservation, and reducing light pollution to support wildlife habitats.

o Develop a succession plan for older trees and prioritize preservation of urban forests, working with developers to protect natural areas and incorporate green spaces into new developments.

o Prioritize greenway connections and open space requirements in development regulations, ensuring that new developments contribute positively to the city's overall sustainability goals.

o Encourage citizen engagement in park stewardship through volunteer programs, workshops, and community events, fostering a sense of ownership and responsibility for park sustainability.

o Establish partnerships with educational institutions to develop and implement environmental education programs, leveraging resources and expertise to reach a wider audience.

> Modernize The System

o Review existing policies related to park development, accessibility, and equity, and consider revisions to better address the changing needs of the community and promote environmental stewardship.

o Collaborate with developers to incorporate green spaces, pocket parks, and recreational amenities into new developments, contributing to the overall supply of public space in the city.

o Develop a wayfinding plan for the greenway system, including the use of mobile apps and QR codes, to improve navigation and enhance the user experience.

o Conduct targeted outreach to communities such as Southeast Raleigh and the southern reaches of the city to increase awareness of park facilities and programs.

o Invest in pedestrian infrastructure and "Last Mile" connections to improve access to parks and recreation facilities, particularly in areas undergoing development or construction.

o Establish mobile recreation units to host programs tailored to specific community needs and preferences, increasing engagement and participation in park activities.

o Audit the existing park system for barriers to accessibility and implement measures to ensure that parks are inclusive and welcoming to individuals of all abilities.

o Focus on reducing disparities in park access and infrastructure investment across different parts of the city, prioritizing areas with limited connectivity and resources.

>

Leverage Key Partnerships

o Collaborate with diverse community organizations, including youth-oriented groups and rural associations, to develop inclusive programming and events that cater to a wide range of interests and demographics.

o Partner with local businesses to support events and initiatives that promote environmental stewardship and community engagement, enhancing the overall quality of life in the city.

o Increase collaboration across departments and staff members to streamline communication and maximize resources for park improvement projects.

o Partner with local schools and universities, including Historically Black Colleges and Universities (HBCUs), to develop educational programs and engage youth in environmental stewardship initiatives.

o Explore funding options for repairing past inequities in city planning and expanding park infrastructure, leveraging partnerships to address community needs.

o Partner with transportation organizations to improve safety and connectivity in the pedestrian network, particularly in areas with high pedestrian traffic.

o Collaborate with community members and organizations to identify and address safety concerns in parks and recreation facilities, enhancing the overall user experience.

APPENDIX B-6: VISION & FRAMEWORK PHASE

February 2024 Community Survey 2 Report - Level-of-Service

Summary report of responses to the second community survey, which was open to public responses from February 2023 to March 2023.

The purpose of the survey was to understand how people access their Raleigh Parks destinations today and their desires for methods and distance to access those amenities in the future.

80 people completed the survey.

Raleigh Parks Plan Update Survey #2

Project Engagement

72 respondents

To experience a Cultural or Arts Center, I will travel...

70 respondents

To experience an Active Adults Center, I will travel...

68 respondents

To experience Historic Sites / Museums, I will travel...

66 respondents

64 respondents

63 respondents

63 respondents

64 respondents

61 respondents

To experience pools and splash pads, I will travel...

respondents

58 respondents To experience a dog park, I will travel...

60 respondents

To experience sports fields and courts, I will travel...

58 respondents To experience adventure sports, I will travel...

59 respondents To experience a walk/run/bike ride, I will travel...

57 respondents

Is there anything else you want to share about how you get to parks?

Some questions really needed an option of greater than 20 minutes especially by car

Thank you for your feedback - this is a great point! We have added a "More than 20 minutes" option to the survey.

Making the make accessible to me is not about location, it ’s more about is there a way I can push my son who is in a wheelchair up and around the park and structures like any other kids can do. Accessible is having multiple swings he/she can ride on, not just 1. There are some great parks already. It we have to continue to be innovative to create more spaces for inclusivity. One example, these kids want to slide as well.. there is no slide to accommodate a child with cerebral palsy. I would love to be involved Dana 4074883725

I would travel more than 20 minutes to experience any of the places listed under nature and outdoors.

Thank you for your feedback - this is a great point! We have added a "More than 20 minutes" option to the survey.

Just within Wake county we often travel completely kitty corner to where we live which can take up to 40 mins and to get to a nice park, nature center/experience, etc. We will do that. We even head to Orange, Durham, Johnston Counties and beyond though a bit less frequently.

I would travel by bike much more frequently if Raleigh had safe bike paths more widespread.

I will travel farther if there are no other quality options / for better options, etc. but that doesn’t mean I want to. I want to be able to access safe and family friendly parks, nature spaces/centers and classes by walking or biking with sidewalks to make it safe for children.

Accessing parks via greenways would be great

This should really be in miles rather than minutes to drive, because that can vary widely depending on location, traffic conditions and time of day.

I agree with others who have noted that the survey is faulty and will not give accurate information - for example if someone is willing to travel farther than 20 min for a very special natural experience or a great arts center. These are both things that the public is super interested in and we need more of them!

Thank you for your feedback - this is a great point! We have added a "More than 20 minutes" option to the survey

Stop trying to force public transit, walking, and biking to get to parks. Provide adequate parking at all trails, community centers and parks. Eastgate has nowhere near enough parking for the size building and tennis courts.

The greater the time I'm willing to travel means the more willing I am to go to them, and have different experiences. It doesn't mean we need fewer of them.

I would go almost any distance to avoid lawn equipment and traffic noise so I can truly experience nature. Forest Ridge is very far, but maybe that is the only hope I have left.

I drive from a few towns over.

My older neighborhood does not have access to transit and most streets do not have sidewalks. Without sidewalks, walking to the neighborhood park is scary given the way people drive through our neighborhood. It 's not just about how long I am willing to walk but also about the walking conditions. When are we going to be able to ask for sidewalks again?

Public transportation is not easily accessible or usable where we currently live. In the past, in other areas, I've heavily relied on mass transit.

My walking distance depends on whether kids or adults are going and the gear required.

I would love to be able to travel to more parks and green spaces safely on bike with my kids

I would travel for nature. Agree with stop clear cutting for homes, apartments. There should be a law to leave as many tree possible. And let 's make a plan to clean up all this trash in Raleigh!

We would love to have more greenway trail access from downtown.

We are so happy to have relocated from MI and purchased a home close to Lake Lynn. We can walk to the trail, but usually drive as we are still getting in shape. We are also thrilled that there is so much greenspace to enjoy in Raleigh.

On r e occasions we may travel a distance for a place or event, but day to day, we use the greenway and park nearest to us, under 10min drive or bik

ed, so I have a lot mor . Also, my childr wn and that also gives me mor cle to sho agging the map.

Map data ©2024 Google

APPENDIX B-7: VISION & FRAMEWORK PHASE

February 2024 Pop-ups - Level-of-Service Summary Data

Summary report of responses to the second community pop-up series, which were deployed across five community centers from February 2023 to March 2023.

The purpose of the pop-up was to understand how people access their Raleigh Parks destinations today and their desires for methods and distance to access those amenities in the future.

Pop-ups

HOW AND HOW FAR ARE YOU WILLING TO TRAVEL TO PARKS?

Across in-person and online responses, these facilities had the most individual votes regarding travel distances.

#1 Small community centers

#2 Large community centers

#3 Cultural/arts centers

#4 Historic sites

#5 Rivers and lakes

#6 Greenway trails

Many of these facilities were also at the top of the online survey, which may skew the overall results towards these facilities.

Pop-ups

HOW DO YOU TRAVEL?

Pop-ups

Many of the top 5 preferred locations were top choices both in the online survey and across each community center.

HOW FAR ARE YOU WILLING TO TRAVEL TO PARKS?

Barwell Road

Barwell Road

Barwell Road

Barwell Road

Barwell Road

Barwell Road

Barwell Road

Barwell Road

Barwell Road

Five

Pop-up

Location

Destination Distance Willing to Travel Method of Travel

Five Points Rivers & Lakes

Less than 20 minutes Public Transit

Five Points Rivers & Lakes less than 10 minutes Walk

Five Points Rivers & Lakes More than 20 minutes Car

Five Points Natural Open Spaces

Five Points Natural Open Spaces

Five Points Natural Open Spaces

Five Points

More than 20 minutes car

Less than 20 minutes walk

Less than 20 minutes walk

Natural Open Spaces Less than 20 minutes car

Five Points hiking Trails More than 20 minutes car

Five Points hiking Trails More than 20 minutes car

Five Points hiking Trails Less than 20 minutes car

Five Points hiking Trails Less than 20 minutes car

Five Points hiking Trails Less than 20 minutes car

Five Points hiking Trails Less than 20 minutes Walk

Five Points Greenway Trails Less than 5 minutes walk

Five Points Greenway Trails Less than 20 minutes Public Transit

Five Points Greenway Trails Less than 20 minutes walk

Five Points Greenway Trails Less than 20 minutes walk

Five Points Greenway Trails More than 20 minutes car

Five Points Greenway Trails More than 20 minutes bike

Five Points Greenway Trails More than 20 minutes car

Five Points nature preserves Less than 20 minutes walk

Five Points nature preserves More than 20 minutes car

Five Points Pools & Splash Pads Less than 20 minutes car

Five Points Pools & Splash Pads Less than 20 minutes car

Five Points Pools & Splash Pads Less than 20 minutes car

Five Points Walk, Run, or Ride Less than 20 minutes Public Transit

Five Points Walk, Run, or Ride

Five Points Walk, Run, or Ride

More than 20 minutes car

More than 20 minutes walk

Five Points adventure sports less than 10 minutes walk

Pop-up Location Destination

Five Points sports fields and courts

Method Community Center Environmental Education Centers

Distance Willing to Travel Method of Travel

than 20 minutes

than 20 minutes

Method Community Center Rivers & Lakes Less than 20 minutes

Method Community Center Natural Open Spaces Less than 20 minutes

Method Community Center hiking Trails Less than 20 minutes

Method Community Center Greenway Trails Less than 20 minutes

Method Community Center nature preserves

Method Community Center nature preserves

Method Community Center nature preserves

than 20 minutes

than 20 minutes

than 10 minutes

Method Community Center Pools & Splash Pads Less than 20 minutes

Method Community Center Pools & Splash Pads Less than 20 minutes

Method Community Center Pools & Splash Pads Less than 20 minutes

Method Community Center Pools & Splash Pads Less than 20 minutes

Method Community Center Pools & Splash Pads Less than 5 minutes

Method Community Center Playgrounds Less than 20 minutes

Method Community Center dog parks

Method Community Center Walk, Run, or Ride

Method Community Center adventure sports

Method Community Center sports fields and courts

Method Community Center Teen Center

Method Community Center Teen Center

Method Community Center teen center

Method Community Center teen center

than 10 minutes

than 20 minutes

than 20 minutes

than 20 minutes

than 20 minutes

than 20 minutes

than 20 minutes

than 20 minutes

Method Community Center teen center Less than 20 minutes

Method Community Center teen center

Lake Lynn Large Community Center

Lake Lynn Large Community Center

Lake Lynn

Large Community Center

than 10 minutes

than 20 minutes

than 20 minutes

than 20 minutes

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Transit

Pop-up Location Destination Distance Willing to Travel Method of Travel

Lake Lynn Large Community Center less than 10 minutes Public Transit

Lake Lynn Large Community Center less than 10 minutes car

Lake Lynn Small Neighborhood Center Less than 20 minutes walk

Lake Lynn Small Neighborhood Center less than 10 minutes walk

Lake Lynn Small Neighborhood Center less than 10 minutes walk

Lake Lynn Small Neighborhood Center less than 10 minutes Public Transit

Lake Lynn Small Neighborhood Center Less than 5 minutes car

Lake Lynn Small Neighborhood Center Less than 5 minutes car

Lake Lynn Cultural & Arts Center Less than 20 minutes car

Lake Lynn Cultural & Arts Center Less than 20 minutes car

Lake Lynn Cultural & Arts Center Less than 20 minutes car

Lake Lynn Cultural & Arts Center More than 20 minutes car

Lake Lynn Historic Sites & Museums More than 20 minutes car

Lake Lynn Historic Sites & Museums More than 20 minutes car

Lake Lynn Historic Sites & Museums Less than 20 minutes car

Lake Lynn Historic Sites & Museums Less than 20 minutes car

Lake Lynn Historic Sites & Museums Less than 20 minutes walk

Lake Lynn Historic Sites & Museums less than 10 minutes walk

Lake Lynn Historic Sites & Museums less than 10 minutes Public Transit

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APPENDIX B-8:

May 2024 Staff Survey Report - Priority Actions

This survey included the draft outcomes for each health lens, for Raleigh Parks staff to indicate their level of support and also provide suggestions for potential projects, programs, and policies that could support these outcomes. A summary report is included in the following pages.

134 staff completed the survey.

Staff Input: Parks Plan Framework & Outcomes

Project Engagement

Raleigh Parks should help improve physical health by making sure everyone has opportunities to play, exercise, and pursue a healthy lifestyle

Raleigh Parks should support opportunities for all individuals to pursue mental wellbeing

Dislike

Raleigh Parks should commit to reducing barriers & providing something for everybody

Average

Dislike

Raleigh Parks should help foster a sense of community identity & belonging Average

Dislike

Disagree

Raleigh Parks should commit to building relationships with communities Average

Raleigh Parks should help to balance growth and support a robust local economy

Disagree

Raleigh Parks should create connections between people, places, and communities

Average

Disagree Agree

Raleigh Parks should form the backbone of a sustainable, resilient, citywide ecological framework

Average

Disagree Agree

Raleigh Parks should commit to best practices in design, management, and operations of all sites & facilities

Average

Disagree Agree

Raleigh Parks should empower the community to take an active role in stewardship through programming, environmental education, and volunteerism

Average

Disagree Agree

Raleigh Parks should be a model parks & recreation agency committed to the highest standards of equity and effectiveness

Average

Disagree Agree

Raleigh Parks should foster a culture of innovation, creativity, and collaboration

Average

Disagree Agree

Raleigh Parks should embrace and invest in difference in all of its forms

Average

Disagree Agree

Raleigh Parks should attract and foster a workforce representative of the community we serve and our work

Average

Disagree Agree

66 respondents

What is your ethnic identification?

58 respondents

What is your racial identity ? (Please select all that apply.)

Black/African American Asian

Native Hawaiian/Pacific Islander

American Indian/Alaskan Native

Latino/a/e/x

59 Respondents

I speak English as my first language.

60 Respondents

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APPENDIX B-9: OUTCOMES & ACTIONS PHASE

May 2024 Community Survey 3 Report - Priority Actions

Summary report of responses to the third community survey. The purpose of this survey was to share the draft plan outcomes and to ask community members to share the projects, policies, and programs they would like to see in support of the outcomes. Community members were also asked to share the level of support they had for each of the outcomes. The survey was open from May 2024 to June 2024.

Parks Plan Framework & Outcomes

Project Engagement

Raleigh Parks should help improve physical health by making sure everyone has opportunities to play, exercise, and pursue a healthy lifestyle

Raleigh Parks should support opportunities for all individuals to pursue mental wellbeing

Dislike

Dislike

Dislike

Disagree

Raleigh Parks should commit to reducing barriers & providing something for everybody Average

Raleigh Parks should help foster a sense of community identity & belonging Average

Raleigh Parks should commit to building relationships with communities

Raleigh Parks should help to balance growth and support a robust local economy

Disagree

Raleigh Parks should create connections between people, places, and communities

Average

Raleigh Parks should form the backbone of a sustainable, resilient, citywide ecological framework

Disagree Agree

Average

Disagree Agree

Raleigh Parks should commit to best practices in design, management, and operations of all sites & facilities

Average

Disagree Agree

Raleigh Parks should empower the community to take an active role in stewardship through programming, environmental education, and volunteerism

Average

Disagree Agree

2

What big ideas do you have on how Raleigh Parks can help accomplish these outcomes and support individual, community, and environmental health in Raleigh Parks.

Continued investment in connecting our robust greenway system to more neighborhoods to allow more family ’s to bike, walk or run.

We need more non automobile connectors crossing the main north/south and east/west traffic corridors of Capital blvd/S. Saunders, Western blvd/MLK. Bridges that are dedicated to pedestrians, bikes, etc that connect parks, greenways and neighborhoods. Allowing our city to be truly connected without the need for getting in an automobile

More natural surface trails and trail-based connections between neighborhoods, schools, businesses, and nature.

Find opportunities to incorporate art and park features. Engage in music, art, creative sports and concessions. Create something that is central and impactful and visionary. Not just a playground or a sports facility. Let ’s create get creative and bring energy and ideas on a grand scale. Activating the greenways with food and beverage destinations, incorporating biking, skating, skateboarding, etc.

Build additional Mountain Bike trails in the parks large green spaces, such as Forest Ridge Park. Shift funding and prioritize nontraditional sport facilities development. Mountain Biking in green spaces is a way to improve mental and physical health of individuals as well as the community

Landscaping with native plants! Not introduced or highly cultivated ornamentals. There are so many resources in Raleigh to do this well (notably the JRC arboretum, NC botanical garden, and local NGOs). This is a simple, impactful change that can help with stewardships outcomes and foster appreciation for native plants in the broader community. It almost comes of as hypocritical to me, or as if organizations are actually knowledgeable or serious about their environmental impact, when I see non-native landscaping around their facilities and other maintained areas.

I’d like to see community gardens in our parks. Especially near area with current or future housing density

I believe we need to create more destinations in and around our parks, nature preserves and greenways for people to gather and enjoy, like opportunities for food trucks, community gathering areas and public private partnership. These areas could provide for food and beverage, brewpubs, ice cream and sandwiches. Place making with picnic tables, umbrellas, string lights and common areas that could attract people to these destinations before or after they enjoy our parks and recreational opportunities.

Build 2 additional flagship size and quality Skateparks, multiple Skate-spots (three or more features together), and skate-able features in existing parks. Seek to balance the disproportionate development of traditional sports complexes and move funding and prioritize non-traditional sports/activity amenities.

We need to build more skateparks, both small and large across the city. Existing parks facilities need to include skating amenities (dots and spots) to accommodate growing demand and various skill-levels. Other than pickleball, skating is the most used park feature in US city park systems.

More roller skating sessions in doors and a designated outdoor area.

We need to accommodate indoor & outdoor space for the growing quad & rollerblade skaters

Please build an outdoor inline/ roller skating hockey rink somewhere. The community could really use it. It also encompasses all the questions i just answered. I'm currently driving to chapel hill and pinehurst from Raleigh to use their facilities. The fact that Raleigh is so behind on this is painful. Denver has 36 outdoor rinks ran by parks and recs and we don't even have one. Even a place would smooth flat concrete just anywhere that would allow us to skate would be amazing.

To be honest, if we really do place value in our parks and these health outcomes as *essential* as is said, paying our park employees more and dedicating explicit resources/departments to conservation ( like is done for education and recreation with mark management) should be a priority. We have valuable, trained naturalists with degrees & years of experience leaving the Raleigh and Wake County parks system because they can’t make a decent living (e.g more than 45k). I realize pay is an issue for many essential services, but it ’s time we start advocating and budgeting accordingly in our leadership spaces (who are def making more 40k) to do work and keep the expertise around to do it well. If we want to be the best park then in the country, we can do that, but not without valuing the employees and expertise that make that possible by making sure that is reflected in respectable pay

2

Increase

More flexible-use facilities, both indoor and outdoor, that allow the quad roller skating community a safe place to practice. There are few local rinks for a metro of this size, and the community would greatly appreciate more options.

We need more mountain bike trails. These not only support a healthy lifestyle for our community but have been proven to make even remote towns destinations with patrons that spend more than skiers (see Bentonville, Arkansas studies). At the very least, we need more bike friendly greenways to interesting destinations like breweries and coffee shops to encourage more people to bike places instead of driving. Less parking needed, more customers, and a healthier community is a win win win.

There is a need for indoor ROLLER SKATING facility! Since jelly beans closed about 4 years ago the mental health of the skating community has suffered greatly! Amongst the skate family there has been an increase of depression, loss of being,loss of skate family that was all inclusive. We lost the place where we felt the freest and nothing is more free than roller skating!!

Please consider shade and trees when developing/redeveloping parks/playgrounds. The equipment and surfacing at newly redeveloped parks like Jaycee and Chavis become too hot to use in the summer. Lions Park and the few other older, shaded playgrounds become the only usable. Please also consider rollerskating amenities and shared use/programmed areas to welcome the ample dance-style rollerskating community to practice and build community on flat/smooth surfaces. Especially if considering pickleball courts, please consider how these spaces could also be designed/programmed to welcome roller skates.

We need more outdoor and indoor areas with smooth flat surfaces where roller skating is welcomed, whether that be designated times in multi-use spaces like basketball and tennis courts, or a designated roller skating space.

Build greenways that connect all areas of Raleigh. I'm currently living in North Raleigh off E. Millbrook and there are very few bike/pedestrian friendly ways to get around. Maintain the existing parks and add safer non- motorized ways to get to them. It would be excellent to be able to safely ride downtown or even further without risking life and limb on roads like Atlantic Ave and Wake Forest Rd.

Build a Pumptrack in Lions Park next to the BMX track...

More disc golf courses!!

Southeast Raleigh would greatly benefit from additional playgrounds and greenway access points. Enhancements, such as providing more shade in Chavis Park during the summer, are essential for improving park usability. Currently, residents must travel at least 20 minutes to access quality parks and recreational activities. Establishing a community center and open spaces would offer constructive outlets for local youth, fostering a safer and more engaging environment.

10 miles an hour speed limit on the the greenways makes sense around busy lake loops. System wide it needs to be raised to 15 to match Cary and recognize the legitimate place greenways have for active transportation.

Let 's build the multi-generational activity course called a Traffic Garden, a play-based learning environment that support gross motor skill development along with traffic safety education. This activity course is open to the public for parents and grandparents to roleplay while teaching their children about pavement markings, traffic signs, and how to respond to them while rolling in the world of miniature street infrastructure. It 's THE playground where I see multi-generations actively engaging with one another. It also serves as a support center for schools like the Walnut Creek Wetland Center does for environmental sciences. Activities at a Traffic Garden support school's Healthful Living and traffic safety curriculum such as NCDOT's Watch For Me program. This play center serves the city 's goals in public health, sustainability, and transportation goals. It 's in the center of our Venn Diagram. Several NC cities have built one. When will we do it too?

please focus on outdoor amenities while not impacting sensitive environmental features such as wetlands, rivers, hardwood woods, etc..

Create a dog park with walkable trails for people and their (off-leash) pets.

More trails for our amazing NICA teams

More sustainable/resilient features in parks: solar, community gardens, converting grass to pollinator habitat, EV chargers, native plants, community compost drop off, ev landscaping equipment, climate resilient education for the community

Need to invest in the existing aquatic facilities infrastructure. Many of the swimming pools are now over 30 years old with no new facilities funded. Two indoor pools are only covered by fabric tents that have been up well past their lifespan of 10 years.

More mountain biking trails are always great but also building more progressive options within our existing parks would help build skillsets and inspire confidence. This city/county seems to shy way from any advanced-level features which are seriously needed in order to become better riders.

Nurturing the burgeoning community of roller sports in the area. There is only one roller rink in the Raleigh area anymore, so creating more opportunities to provide the experience of roller skating would be refreshing and is much needed. Supporting your local roller derby teams (open gender, gender expansive, as well as youth) would be novel and more than welcome! Carolina Roller Derby is in their 20th anniversary year, and has always wanted to partner with the city!

We need more walkable access to parks and greenways along busy streets and marked crosswalks so cars know to either slow down or stop. We also need more public pickleball courts. The park system is amazing here in Raleigh and very thankful for all that ’s put into it.

We need more skate parks (accessible for skateboarding as well as online and quad skates) indoor skate rinks, and outdoor skate rinks, especially with the growing popularity in skating since the pandemic. More and more people are becoming interested in skating. Young and old.

More skate parks at multiple locations.

I would like to see more access to mountain bike trails in Raleigh.

Do not spend the majority of $ and Effort on developing Dix as it will be mainly Developed for amusement park, Luxury residential and retail. Sadly... will not be our Raleigh "central park" but more amusement park with small green spaces outside of luxury developments. SLOW down Dix and focus on bringing the neglected smaller neighborhood parks and greenspaces up to maintainable and well landscaped levels. More parks should be passive Nature Retreats...Raleigh doesn't need 6 Flags Over Raleigh around every corner. Better maintain small neighborhood parks, removing invasive plants and restoring native species.

Incorporate better parking into the already existing parks you have. There’s so many parks I love but can’t use because parking is full when I arrive. Eastgate is prime example. We don’t all want to (or can’t) walk/bike to our parks.

Similar to the Raleigh Planning Academy, I think it would be very impactful to host an annual or semi-annual Raleigh PRCR Academy. This would be a designated time for PRCR to reflect on their progress with parks as well as on any future projects. It is also a way to receive feedback from the community in a format that allows for two-way communication.

More indoor roller skating opportunities/facilities.

Focus on keeping the natural landscape of existing and new parks! Amenities are nice but increasing the built upon area sometimes takes away from the beauty of meaning of the outdoor space.

It would be nice to have a greenway that connects wake forest to Raleigh and gives options for people to not rely on a car

2

Commit to maintaining and updating existing parks as needed. Our local park has unaddressed issues - including safety and vandalism - dating for years.

Currently the trails are open from dawn to dusk but it would be nice to have trails that are open for an extended time for those of us who like to walk/run/etc. before the sun rises or after it sets.

More "camps" at our parks! They fill up too fast for summer, and there aren't any for non-traditional school calendars, nor holidays or teacher work days for example. Seems like Raleigh Parks could team up with WCPSS and give us more options for days the kids can't be in school... for example could the bus drivers earn extra and work at a camp? (they 're not needing to drive the buses if the kids aren't attending school that day). Us working parents are struggling and would love to pay to send our kids to our local parks vs all these crazy expensive private camp options, and vs missing work all the time for all the days off the kids have.

Raleigh must prove a genuine commitment to the sport that does it all –– pickleball. It checks literally ALL the boxes, a small footprint, stimulates economic growth, binds families, serves all ages, both physical and mental health, socialization, merges races and ethnic cultures, promotes tourism. It 's the world's fastest growing sport, and for good reasons.

More parking (Baileywick, Eastgate, etc) lots of places have more stuff to do than parking can accommodate. You build great new facilities but can’t play pickleball and baseball at same time due to limited parking.

I am an avid disc golfer and would love to help volunteer to help upkeep the course(s), but because I work a 9-5 all of the volunteer opportunities are outside of times I can make it as they conform to when Raleigh Parks employees can also be at the park. I understand that it 's hard to find employees that want to work on the weekends, but not allowing opportunities for people to volunteer on the weekend is going to continue to push people to covertly "volunteer " in ways that Raleigh Parks isn't aware of.

The is a major need for areas where people can roller skate. The roller skating community is increasing in large number. It would be great to have several designated areas for roller skating.

More opportunities to eat and drink in parks, especially along greenways.

Greenways that can be used as a transportation network (connecting neighborhoods to downtown, commercial areas) as well as a recreational amenity.

Please maintain the park greenway trails. Make sure they get connected to neighborhoods and to each other. Shelley Lake is heavily used, but we fear the city may allow it to fill up with sediment. The parks and greenway system is such a valuable resource.

More art in smaller parks and outside of downtown. Like Durham's art mosaic bus and park benches.

Identify undeveloped land for pocket parks (<1 acre) integrated into neighborhoods, especially around TOD (BRT areas). As affordable housing complexes are expanded in the TOD zones, there is a need for local parks to serve growing populations. The beauty of these parks is they naturally will build community, and there is no need for car parking (will be walked, rolled, biked, and bussed to through effective urban planning). Partnerships with affordable and market-rate housing developments along New Bern and Western Blvd and South Raleigh could integrate park designs during construction which could be especially important if no nearby land is readily available for city development (repurpose some of planned parking spaces or edge of property landscaping to functional green space).

Wake County has lost 11,000 acres of tree canopy in the last decade. Raleigh city leaders seem to happily encourage developers wipe out densely-wooded lots in exchange for more sod-and-crape-myrtle tax revenue (which must then be constantly maintained by internal combustion landscape equipment).

The Parks Dept provides the best chance, I think, to mitigate these short-sighted choices to raze our city 's priceless tree cover. Cleaner air, cooler temps, carbon storage, wildlife habitat, etc. Let Parks leadership guide the way and plant more trees on city property, please.

Incorporate additional all-ages bike recreation and education facilities beyond greenways. Include Traffic Gardens, concrete or asphalt pump tracks, and single-track or natural surface trails for mountain biking for all ages and abilities! Collaborate with various communities to establish not only a bike repair station but also a bike education station where local communities can gather to learn to ride, fix their bikes, and more!

Parks that foster intergenerational connections. Such as a outdoor playground emphasizes core muscle strength and focuses on activities such as walking, building strength, and increasing flexibility for seniors (and other ages) and permanent Traffic Gardens.

Build a connector bridge from Dorothea Dix to Pullen Park.

Parks should also function as infrastructure to alleviate flooding issues. We are way behind the curve on this compared to most other cities of our size.

Better design and maintenance of parks in underserved neighborhoods- the differences between parks in wealthy neighborhoods and poorer neighborhoods is dramatic.

Would like to see the addition of single track dirt trails under a canopy of trees. Develop in areas that are heavily trafficked to alleviate some congestion between walkers and bikers.

Also would like to see security cameras at entrances and exits for security of our citizens.

Also maintain a solid yellow line in areas that are heavily congested with poor sight lines to protect from head-on collisions with bicyclist.

Security phones throughout trailer similar to those seen on college campuses. Thanks for the opportunity to possibly incorporate these views in your planning process.

Don't let Big Billboards be built all over town. They will be visible from our neighborhoods, greenways and parks. How is that "green space" is we have ugly Giant TV Screens screaming at everyone walking or playing on greenways and beautiful parks.

Complete Barwell Community Center & Master Plan. Provide more activities and events outside the beltline. Create more walking trails.

Add vendors (food and drink) to parks and playgrounds! What they did at the new downtown Cary park is a good model, but also allow for food trucks, public/private partnerships, etc.

Allotments! Also additional greenway connectors and more route optionality to allow greenway use despite storm water closures.

Focus on creating "Green Belts" in addition to continuing to connect the network of Greenways. Think of a land bridge to between Pullen and Dix Parks. How to provide a continues green corridor between Moore and Nash Square, Fred Fletcher and Edna Metz? etc. How can individuals access these healthy places in a safe car free way ?

More amenities are desperately needed at Riverbend Park. Older kids have nothing engaging and there are no picnic tables. The only canopies that exist only cover you from the morning sun, but during the afternoon sun (which can be brutal during summer) there is no shade other than on the sidewalk that leads to nowhere. The park could also benefit from some walking trails in the woods adjacent to the little playground. The bathrooms are often in subpar conditions.

Parks facilities should be representative of a strong commitment to sustainability by the City. We don't have even basic green infrastructure (constructed wetlands, managed forest restoration, etc) and green technology (permeable paving, solar lighting, etc) in most of our parks

Better protection and stewardship of native plant communities, including more access to natural areas in underserved parts of the city.

More Greenway options connecting East and North Raleigh to Downtown without a need to use heavy traffic streets and sidewalks

Connect the neighborhoods, put kiosks/ restaurants on greenways. A lot more sidewalks all around the city

You are cheating the entire nw Raleigh area by neglecting building a new dog park. Pitiful and hurtful to over 50% of taxpayers.

2

I would like to understand Parks and Rec policy for scattering ashes of humans or pets in the parks or holding memorial services within at community center or other area. I'm quite sure that people will do so or request to do so just like at Duke Gardens. This needs to be clear to the public. They have a trend for scatter gardens with flowers and shrubs that can tolerate the ash content.

2 months ago

My bias as the mom of a young toddler (14 months) is to have more park options that are safe and inviting for that age group.

2 months ago

Adding natural trails for mountain biking, dog walking, and hiking. This is what the community desires and needs. More green space and less development.

months ago

The park system is great, but at times I'd like to see a better allocation of resources. We're seeing a very busy Shelley Lake transforming into a swamp, which, esthetics aside, will make it less functional as a retention device, while at the same time we're seeing a massive and (IMO) excessively expensive suspension bridge built over the far end of Crabtree Creek near Duraleigh.

2 months ago

I'd like to see more wildflower pollinator gardens installed like the NC highway programs. https://www.ncdot.gov/initiatives-policies/enviro fbclid=IwZXh0bgNhZW0CMTAAAR307gx75_TAHUuqYrTLmJW3zAtZiH3usZtu1sj2PHFtEzT_j13MR2eVfTs_aem_AfjF3UrRglkq21IxrtOeV6m2cgX

months ago

The community could benefit from mountain bike park skills areas. These are great ways for mounting bikers to improve their skills and spend time with fellow riders in the community. Also, riders will travel to well built skills areas, which can lead to increased business to the local economy.

https://youtu.be/yO17nzId6xI?si=XnCL8uRqzdxu3oFJ

2 months ago

Where do you live? Move the circle to show the general area by dragging the map.

What is your age?

What is your approximate household income?

I speak English as my first language.

81 Respondents

How did you hear about this survey ? 83 Respondents

$150,000 to $199,999

$200,000 or more

$50,000 to $74,999

$35,000 to $49,999 Others

APPENDIX B-10: OUTCOMES & ACTIONS PHASE

May 2024 Pop-ups - Priority Actions Summary Data

Images of the pop-ups deployed in four community centers in May 2024. The purpose of the popups was to share the draft plan outcomes and understand the level of support they had for each of the outcomes. The pop-up was open from May 2024 to June 2024.

Abbotts Creek Community Center

Barwell Road Community Center

Brier Creek Community Center

John Chavis Community Center

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APPENDIX B-11: OUTCOMES & ACTIONS PHASE

June 2024 Park Play Days Staff Outcomes Feedback

This appendix includes images of the plan outcomes and staff alignment of outcomes with their current work/role.

Appendix C

Parks, Recreation and Greenway Advisory Board

(PRGAB) Meetings

APPENDIX C-1

June 2023 Parks, Recreation and Greenway Advisory Board Meeting

These meetings helped communicate progress, findings, and action items throughout the Parks Plan Update process.

Plan 101

• Provide an update to the 2014 Parks System Plan

• Craft and deploy equitable public and stakeholder engagement

• Encourage broad collaboration with City leadership and staff

• Prioritize Fee Study Implementation by October 2023

• Produce recommendations for Recreation Programs

• Review existing approach to Level-of-Service

• Move from plan to action with an Implementation Plan Update and Progress Report What will this plan accomplish?

Project Schedule

Meeting Cadence

Listening Session Topics

Overview

• This is a chance for you as staff to share your experiences with existing policies, projects, and the system in general

• These conversations are meant to give you an opportunity to openly discuss and share information early on in the planning process

• Comments given should reflect your thoughts on the topic rather than thoughts that you have heard or recieved from users of the system.

Engagement Strategy

Goals

Reach Underserved Groups

• Make special efforts to engage historically underserved communities in the City as well as individuals who are unfamiliar with what the parks system has to offer.

• Promote an inclusive and accessible engagement process to ensure that we hear from a broad representation of communities

Education & Inspiration

• Provide opportunities for open dialogue and mutual learning, and encourage participants to ask questions about problems and challenges and explore solutions.

• Promote a greater understanding of the overall planning process and the Raleigh parks system.

Keep It Fun!

• Make participation in the engagement process an enjoyable activity for a wide range of ages and abilities.

Grow Stewardship

• Build a community of civically engaged residents for the long-term success of the Raleigh Parks system.

Engagement Strategy

Approach

• The engagement approach targets four major user groups: Aware Users, Unaware Users, Aware Non-users, Unaware Non-users.

• These user groups will allow us to focus the plan’s energy on outreach to nonusers, especially around barriers to accessing programs and places that the Department provides. These non-users may include the following groups:

• Teens/Youth

• Unhoused Individuals

• Low-income Individuals

• Individuals with Disabilities

• Older Adults/Seniors

• BIPOC

• LGBTQIA+

• Refugees

• English as Second Language

Engagement Strategy

Tactics

• Pop-ups (5-7)

• Focused Conversations (10-12)

• Community-wide workshops (3-5)

• Plan website

• Project Digital Newsletter

Pop-ups

Focused Conversations

Questionnaires

Agency

Landscape + Planning

• Plan Ambassadors Program

• Digital Engagement/Social Media

• Questionnaires/Mini Surveys

• Leadership Workshops

• Engagement with Staff Subject Matter Experts (SMEs)

Engagement Strategy

Potential Metrics

• Use consistent tools across engagement events that allow us to ask the same questions to different user groups - and process that data to compare priorities across different groups.

• Confirm who non-users are (by geography, race and culture, age, etc) to establish baseline engagement objectives

Cary Spring Daze Engagement w/ Demographic Flags

Engagement Strategy

Potential Metrics

• Conduct an equity analysis after each engagement milestone, and evaluate the demographics reached as compared to the City or specific neighborhoods

• Make adjustments to engagement strategy in order to focus future engagement with underreached groups

McClellanvillehighest participation!

Charleston County Public Workshops Attendees

APPENDIX C-2

Oct 2023 Parks, Recreation and Greenway Advisory Board Meeting

These meetings helped communicate progress, findings, and action items throughout the Parks Plan Update process.

Varied Approaches, Diverse Reach

ONLINE VERSUS IN-PERSON ENGAGEMENT

In Person Online

53%

Participants across all events have lived in Raleigh for 10+ years.

76%

Online participants identify as White.

Engagement Approach

KEY QUESTIONS

WHAT ARE WE ASKING?

Identify barriers and needs from a resident perspective

Understand alignment between 2014 plan goals/projects and public perspective

Understand how residents feel about equity and define equity in the parks system

HOW WILL WE ASK?

SHARE EXPERIENCES

What do you love about Raleigh Parks? What could be improved?

IDENTIFY PRIORITIES

What is most important to you?

68%

In-person participants identify as a person of color. 51% of participants identified as Black.

EXPRESS VALUES What values should guide decision making?

DESIRED OUTCOMES

Understand how the plan is or is not responding to current resident experiences and needs.

Update the plan to better align with community investment priorities.

How should PRCR make decisions about future resource allocation?

Share Experiences

WHAT DO YOU LOVE? WHAT COULD BE IMPROVED?

Ability to navigate city without engaging cars

Camps are available to all and they have a variety of field trips. Exposing kids to different things

Improvements

More advertisements for parks like Chavis to bring people in Loves

Improved indoor aquatic centers

I love the natural feel of the greenways + being near water

Places where community interact

Reading about our history at community centers

Expand awareness of nature and environmental programs

More parks in under-served areas

Identify Priorities

Have greenways that connect to urban areas and destinations, more playgrounds in urban areas

Participants enjoy varied park offerings and want increased awareness of programs and events. They also want to keep their parks and greenways safe.

WHAT PLACES AND ACTIVITIES ARE MOST IMPORTANT TO YOU?

Across in-person and online responses, participants shared the following priorities:

#1 Places to walk or ride a bike

#2 Healthy Lifestyles

#3 Parks in walking distances

#4 Where 65+ adults thrive

#5 Art events, camps, classes

#6 Places for open play

Additional write in priorities included: nature education, aquatics, safety, technology access, foreign language classes, and unhoused people.

Healthy lifestyles emerged as a priority across all engagement methods. Connectedness continues to be a priority, too!

Express Values

WHAT VALUES SHOULD GUIDE DECISION MAKING?

In-person values highlighted a renewed focus on health and wellness and cultural programming. Online values were quite different. ‘Connectivity and Access’ was the top response among online participants.

In-person Online

#1 Health & Wellness

TIE #2 Equity & Justice

TIE #2 Culture & History

TIE #2 Community & Belonging

#1 Connectivity & Access

#2 Environment & Climate

#3 Community & Belonging

Additional write in values included: jobs, growth, and safety.

‘Equity & Justice’ was the least selected value in online engagement, while the least selected value in in-person was ‘Creativity & Innovation’.

Informing the System Plan Update

Opportunity to amplify healthy, vibrant communities

• Activities and conversations centered on the role of PRCR in healthy lifestyles that can adapt to a growing and aging community. Connectivity and access remain a priority

• Residents continue to desire comfortable, accessible, and safe ways to get around without a car.

Parks should feel safe and cared for

• Many participants highlighted feeling unsafe in parks and greenways.

• A desire for existing parks to be updated to be more welcoming, equitable, and inclusive.

Desire for greater awareness and variety in park experiences

• Residents shared a range of priorities for future investments in what their parks and facilities offer - from English language classes, to more complete telling of the City’s history, to more activities for older adults and teens, to expanded aquatics programs and water access.

What’s Next?

Apendix ADDITIONAL CHARTS AND GRAPHS

October, 2023

In Person Results

Online Demographics

340+ PARTICIPANTS

Race Zip Code

Age Group

*Charts and map reflects participants who filled out a demographic card

Online Results

What values should guide plan priorities & decision making?

*Chart and comments reflects participants from pop up events and public meetings

APPENDIX C-3

March 2024 Parks, Recreation and Greenway Advisory Board Meeting

These meetings helped communicate progress, findings, and action items throughout the Parks Plan Update process.

Expanded Reach

total surveys over 4 weeks

enrollments happen in the above community centers, capturing a high rate of foot traffic across Raleigh’s parks system

Engagement Overall

Millbrook, Northeast Raleigh, West Raleigh, and Northwest Raleigh should be the focus of future outreach and engagement

Raleigh Parks System Plan

• Adopted in 2014

• Supplement to Raleigh’s Comprehensive Plan

• Vision, Guiding Principles, and Implementation Plan guides development and delivery of Raleigh’s park system over a 20 year timeframe

Comprehensive

Guiding Principles

Connectivity & Access

Equitable Distribution

Continuous Reinvestment

Collaboration & Coordination

Innovation

Communication & Engagement

Balanced Experiences

Guiding Principles

Connectivity & Access

Equity & Justice

Continuous Reinvestment

Collaboration & Coordination

Creativity & Innovation

Community & Belonging

Culture & History

Resilience & Stewardship

REFINE

Connectivity & Access

Equitable Distribution

Continuous Reinvestment

Collaboration & Coordination

Innovation

Communication & Engagement

Balanced Experiences

Completion

• Parks and Green Spaces Increase Physical Activity

• Contact with Nature in Parks Promotes Mental Wellness

• Parks Strengthen Social Connections, and Social Connections Are Positive for Health

• Parks Improve Environmental Health and Climate Resilience

https://www.tpl.org/wp-content/uploads/2023/05/The-Power-of-Parks-to-Promote-Health-A-Trust-for-Public-Land-Special-Report.pdf

Lenses of Public Health

Physical Organization (cross-cutting)

Mental

Social

Community Outcome Framework

Environmental Implementation Strategies

Ecology

Environment

Raleigh Parks…

Sites & Facilities Stewardship

…Forms the backbone of a sustainable, resilient, citywide ecological framework

…Commits to best practices in design, management, and operations of all sites & facilities

…Builds a community-wide environmental ethic through programming, stewardship, volunteerism, and education

What’s Next?

LOCATION

Identify two locations in areas with least engagement so far.

PURPOSE

Share the plan structure, lenses and plan outcomes in four stations (one per each lens). Communicate how the plan is informed by community engagement so far on each.

Ask for a temperature check on the outcomes to understand priorities for future investment.

Upcoming Schedule

• March 26: PRGAB Focus Groups (Park Equity Accelerator)

• April 10: Leadership Workshop (Plan Framework)

• Week of May 13: Public Meetings + Leadership Workshop

• June: Finalize System Plan Update Report

• July 18: PRGAB Approval

• August 20: City Council Approval

APPENDIX C-4

May 2024 Parks, Recreation and Greenway Advisory Board Meeting

These meetings helped communicate progress, findings, and action items throughout the Parks Plan Update process.

City of Raleigh Parks, Recreation and Cultural Resources

Raleigh Parks System Plan Update Progress Report

16, 2024

Raleigh Parks System Plan Update

2014 Parks System Plan

2024 Parks System Plan Update:

• Equity in the Park System

• Park Access Level of Service Standards

• 10-Year Progress Report & Updated Implementation Plan

• Fee Study and Policy Update

Raleigh Parks System Plan Update

Vision

Bringing People to Parks and Parks to People

Guiding Principles

Connectivity

Equity

Collaboration

Creativity

Community

Culture & History

Resilience & Stewardship

Individual Well-being

Individual Well-being

Social Cohesion

Social Cohesion

Environmental Resilience

Environmental Resilience

Organizational Strategy

Organizational Strategy

Upcoming Schedule

• May: Public + PRCR staff input period

• June: Leadership staff and project team review of draft report

• July: PRGAB review of draft report

o Individual review?

o In-person charette, separate from monthly board meeting?

o Individual review, followed by discussion?

• September: PRGAB presentation of final draft

• October: City Council presentation and adoption

Questions?

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APPENDIX C-5

July 2024 Parks, Recreation, and Greenways Advisory Board Meeting

These meetings helped communicate progress, findings, and action items throughout the Parks Plan Update process.

Parks, Recreation and Cultural Resources

Raleigh Parks System Plan Update

Parks, Recreation and Greenway Advisory Board

July 18, 2024

Raleigh Parks System Plan Update

2014 Parks System Plan

2024 Parks System Plan Update:

• Equity in the Park System

• Park Access Level-of-Service Standards

• 10-Year Progress Report & Updated Implementation Plan

• Fee Study and Policy Update

Raleigh Parks System Plan Update

Engagement Process

Community Engagement

• Community workshops

• Pop-up events

• Online surveys

• Engage Raleigh

• Project website

• Social media & newsletters

• Community Centers

Staff Engagement

• Focus group series

• Leadership staff reviews

• Staff survey

• Tabling at staff events

Raleigh Parks System Plan Update

Vision

Bringing People to Parks and Parks to People

CONFIRMED REFINED

Guiding Principles

Connectivity & Access

Equity & Justice

Continuous Reinvestment

Collaboration & Coordination

Creativity & Innovation

Community & Belonging

Culture & History

Resilience & Stewardship

REFOCUSED

• Parks and Green Spaces Increase Physical Activity

• Contact with Nature in Parks Promotes Mental Wellness

• Parks Strengthen Social Connections, and Social Connections Are Positive for Health

• Parks Improve Environmental Health and Climate Resilience

https://www.tpl.org/wp-content/uploads/2023/05/The-Power-of-Parks-to-Promote-Health-A-Trust-for-Public-Land-Special-Report.pdf

Outcome-Driven Workplan

Program/Project/Policy Development

Priorities we have heard from the community and staff

Community Staff

Program

Project

Policy

• "Raleigh Parks Academy" to connect with the community

• Community gardens

• Community connections to greenway system

• Wheeled resources

• Staff retention and dedication

• Integrating arts and culture in projects and programs

• Part-time staff engagement and fostering

• Strengthen invasive species removal program

• Investing in aging facilities

• Connection to parks and greenways

• Accessibility and universal design

• Staff retention and dedication

• Sustainable practices in capital projects and operation

Implementation Plan Matrix

Executive Summary

Changes since 2014 Plan

How to use the document

Report Structure

Updated History of the System

Community Snapshot

Equity and Park Access

Accomplishments since 2014

Findings

Programs + Projects + Policies

Progress Indicators

Review Schedule and Next Steps

• Early July PRCR project team review

• Late July – Mid-August Public comment and PRCR staff review

• Late July – Early Sept PRGAB member review

• September 19 PRGAB group review

• October 17 PRGAB final presentation

• November 5 City Council presentation

Questions?

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Appendix D Park

Experiences

APPENDIX D-1

List of Tracked Park Experiences

The following list identifies the park experiences tracked by Raleigh Parks and mapped as an assembly of core park experiences and park experiences by health lens in Appendix D-2.

PARK EXPERIENCES

AMENITIES

Bike Repair Station

Car Charging Station

Comfort Station

Grill

Educational Signage

Outdoor Water Fountain – People

Outdoor Water Fountain – Dogs

AQUATICS

Aquatic Center

Splashpad

Swimming Pool – Indoor

Swimming Pool – Outdoor

BUILDINGS/SPECIFIC USE ROOMS

Active Adult Center

Arts Center

Community Center

Environmental Education Center

Neighborhood Center

Teen Center

Concessions

Computer Lab

Dance Studio

Fitness Center/Weight Room – Indoor

Library Room

Rentable Building

Indoor Stage

GAMES

Bocce

Disc Golf

Handball

Horseshoe

Outdoor Game Tables

Table Tennis – Indoor

Table Tennis – Outdoor

Throwing Pit – Discus/ Shotput

GARDENS

Community Garden

Pollinator/Native Garden

Sensory Garden

GREEN INFRASTRUCTURE (STORMWATER CONTROL MEASURES)

Bio-Retention Pond/ Rain Garden

Cistern

Constructed Wetland

Green Roof

Permeable Pavement

HISTORIC RESOURCES

Historic Exhibit

Historic Signage

Historic Site

Historic Structure

Museum

Visitor Center

NATURAL RESOURCES

Boat Rentals

Canoe & Kayak Launch

Fishing Access

Wildlife Viewing

Nature Education

Nature-Oriented Exhibit

Nature-Oriented Educational Signage

River

Lake Pond

Wetland

Creek

Other Natural Water

ORGANIZED SPORTS

Ballfields

Basketball – Indoor (Half Court)

Basketball – Indoor (Full Court)

Basketball – Outdoor (Half Court)

Basketball – Outdoor (Full Court)

Batting Cage

Multipurpose Field

Multipurpose Court

Open Play Field

Pickleball Court - Indoor

Pickleball Court - Outdoor

Tennis Center

Tennis Courts

Volleyball – Indoor

Volleyball – Grass

Volleyball – Sand

OUTDOOR ACTIVITIES & AMUSEMENTS

Amusement Train

Carousel

Dog Park

Fitness Station/Equipment – Outdoor

Kiddie Boat Ride

Pedal Boats

Rock Climbing/Bouldering

OUTDOOR SEATING

Amphitheatre

Park Bench

Picnic Table

Picnic Shelter

Bleachers

PLAYGROUNDS

Playground – 2-5

Playground – 5-12

Nature-Oriented

TRACKS & TRAILS

Track – Non-Competitive/Lined

Track – Competitive/Lined

Trails – Paved

Trails – Natural Surface/Unpaved

Trails – Loops

Walking Path

WHEELED RESOURCES

BMX Track

Inline Skating

Mountain Bike Trails

Skate Park

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APPENDIX D-2

Park Experience Maps

The following maps identify locations of and walksheds from each of the six park experiences as listed in Appendix D-1.

Access to Nature

Level of Service - 10-Minute Walk

Access to Nature

Raleigh Park 10-Minute Walk Greenway State Park, County Park, or Other Public Open Space

I-540

Open Play

Level of Service - 10-Minute Walk

Open Play

Raleigh Park 10-Minute Walk Greenway

State Park, County Park, or Other Public Open Space

Level of Service - 10-Minute Walk

Gathering Space Experiences

Raleigh Park 10-Minute Walk Greenway

State Park, County Park, or Other Public Open Space

Walk and Bike Experiences

Level of Service - 10-Minute Walk

Walk and Bike

Experiences

Raleigh Park

10-Minute Walk From Park or Greenway Greenway State Park, County Park, or Other Public Open Space

Playgrounds

Level of Service - 10-Minute Walk

Playgrounds

Raleigh Park 10-Minute Walk Greenway

State Park, County Park, or Other Public Open Space

Variety of Experiences

Level of Service - 10-Minute Walk

Variety

of Experiences

Access to Less Experiences

Access to More Experiences

Access to the Most Experiences

Raleigh Park Greenway

State Park, County Park, or Other Public Open Space

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Individual Wellbeing Park Experiences

Level of Service - 10-Minute Walk and 5-Minute Drive

Individual Wellbeing Park Experience

Raleigh-owned Parks

Other Open Space

Core Experience (10-min walk)

Neighborhood Experience (5-min drive)

Greenways

Community Cohesion Park Experiences

Level of Service - 10-Minute Walk and 5-Minute Drive

Community Cohesion Park Experience

Raleigh-owned Parks

Other Open Space

Core Experience (10-min walk)

Neighborhood Experience (5-min drive)

Greenways

Environmental Resilience Park Experiences

Level of Service - 10-Minute Walk and 5-Minute Drive

Environmental Resilience Park Experience

Raleigh-owned Parks

Other Open Space

Core Experience (10-min walk)

Neighborhood Experience (5-min drive)

Greenways

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