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Implementation Plan

207

implementation plan

Strategic Plan

At the center of the Implementation Plan is a ‘living’ Strategic

Plan that concentrates on the implementation of the vision,

goals and objectives, and guiding principles through

four critical components: action items; establishment

of timeframes for implementation; identification of

partnerships; and projection of short-term capital costs.

Individual action items are tied to public input gathered

and documented throughout the needs and priorities

assessment (Chapter 3).

In additional to the eight Sub-Systems’ action items, certain

administrative responsibilities are required in order to fully

implementeachaction.These administrativeresponsibilities

focus on customer service and organizational excellence

included in the following categories:

• Talent Acquisition

• Technology

• Public Outreach and

Marketing

The Parks, Recreation and Cultural Resources Department

has experienced an increased need to partner with other

government agencies, non-profits and businesses to

provide innovative solutions to a growing list of needs. The

Department will continue to work with existing partners

and seek appropriate new partners to help fulfill needs.

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 identified in Section

5.1 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 item with a short-term timeframe.

Priority Next Steps

As direct actions requested through public input, a number

of short-term Action Items are 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 and

help in the implementation of other short-term Action

Items. 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.

• Safety and Risk

Management

• Business Services

Section 5.4

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Summary of Implementation

Plan

5.4 Summary