2023 Parks and Recreation Aquatics Master Plan

City of Greensboro INTRODUCTION

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Phase 3 | Equity + Inclusion Assessment February 2022 - August 2022 To evaluate the City’s current degree of equitable access to aquatic facilities, the project team evaluated park access, social vulnerability, inclusion and investment. The DEI assessment included: › Access: Evaluating the geospatial distribution and access to facilities; › Inclusion: Evaluating and identifying presence or lack of inclusive environments that remove barriers and embrace a diversity of abilities, cultures and ethnicities represented by the City’s community; › Social Vulnerability Indices: Originally developed by the Center for Disease Control (CDC) to measure risk and resilience of certain communities to natural hazards, Social Vulnerability Indices (SVI’s) can be applied to equity and recreation planning. SVI’s rank census tracts based on 15 social factors including poverty, lack of vehicle access, unemployment rates, and per capita income to name a few. The project team used SVI’s to develop a composite map depicting where geographic gaps align with underserved areas of a community. When proposing new recreation amenities, these areas should receive priority attention; and › Investment: Understanding where an agency directs investment can reveal unintentional gaps in investment across the system. Qualitative results from a park / program assessment, quantitative measures such as operating expenditures per park (normalized on a per-acre basis) and the City’s fee structure will identify the presence or lack of equitable investment across a recreation system. The project team makes recommendations where disparities in investment exist across the system.

Phase 4 | Programming + Master Planning May 2022 - October 2022 During the Programming and Master Planning task the consultant used data collected from the facility audits, community engagement, and repair/ maintenance plan to: › Perform a needs assessment of each facility to determine ability for reuse, reconstruction, closure or conversion to interactive water play. Provide an analysis is each potential option. › Examine existing demographics of surrounding communities of existing aquatics. Determine the opportunities for aquatic access based on the needs of the community. Also determine if pool aquatics is needed for specific programming needs for that site. Demographics research was aquatics related. › Develop a master plan for a new facility at each pool that is designed to satisfy the estimated demand. › Focus review of the spraygrounds on the repair/maintenance plan and assessment for replacement of water feature/equipment components. No site, facility, amenity upgrades are needed. Existing spraygrounds did not need new programming/master planning as an existing master plan exists for Barber and Keeley. › Identify any existing elements that can be incorporated into the new facility. If projected demand cannot be met incorporating any existing elements, then assume a complete demolition and reconstruction of the facility. Opinion of Probable Cost December 2022 - January 2023 An opinion of probable cost was developed that included repair/replacement and maintenance at the six sites developed from the facility audits as well as a general cost estimate for each site based upon the final master plan. The opinion of probable cost is included in Chapter 5.3. Master Plans are included in Chapter 5.1

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