Table of Contents Table of Contents
Previous Page  15 / 210 Next Page
Information
Show Menu
Previous Page 15 / 210 Next Page
Page Background

15

Funding and Phasing Strategies

Historically, the Department has relied on a combination

of funding from the city’s General Fund, Park Facility Fee

(a type of impact fee) and Park Bond proceeds to fund

the majority of capital improvement projects undertaken.

With the largest portion, the bond proceeds, nearing

completion, the Department will need to seek additional

funding sources and support in order to keep up with

growth and address unmet needs of the existing system.

Implementation of the action items will require on-going

detailed planning of three primary factors: priority level;

available funding; and responsible party(ies). All three

factors must be monitored and continuously evaluated.

In addition to new capital improvement projects, it is

recommended that the Department quantify deferred

maintenance costs and prioritize needs.

Three categories have been established for the completion

of individual action items; short-term (1-5 year priority

actions); medium-term (up to 10 years); and long-term

(over 10 years before completion). Priority projects have

been identified with public input that reflect citizens’

needs, as well as, department staff capital improvements

analysis of park sites, facilities, greenway and other

infrastructure needs. Each priority project advances a

Strategic Plan action items with a short-term timeframe.

Priority Next Steps

As direct actions requested through public input, a

number of short-term Action Items are currently in

progress by the Parks, Recreation and Cultural Resources

Department. These projects include the development of

additional criteria and planning initiatives that will have

system-wide impacts such as the example below of new

computer-based access evaluations that respond to the

community’s development patterns. Many help in the

implementation of other short-term action items as well.

More importantly, these next steps will advance the

citizens’ vision for the Parks, Recreation and Cultural

Resources system.

Many next step items are planning-oriented; however, in

order to enhance existing and develop new facilities that

meet citizens’ changing needs, innovative solutions are

required. The most important next step is the movement

by the Department to an on-going evaluation of providing

experiences inherent to parks, recreation and cultural

resources rather than a static snapshot of the number of

facilities and acreage provided. These critical projects

increase the department’s knowledge of the overall system

while ensuring citizens’ needs and priorities are met and

the City of Raleigh remains one of the most livable, family-

friendly in the nation.

Computer-based Access Evaluation Example