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
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