Greensboro Plan2Play Parks and Recreation Master Plan 2019

160 - FEBRUARY 2019

A Plan for Action

Near-term Actions Action items identified as 0-5 year key projects represent the most immediate needs identified by both the Department's staff as well as the community at large throughout the Plan2Play process. These projects build a scaffolding for more meaningful and transformation changes to occur in the future. For example, for Big Idea #2 Create a Strong Brand , 0-5 year projects include hiring a dedicated marketing staff person and developing a marketing plan. These resources build both the strategic map forward and basic infrastructure to accomplish bigger changes such as brand standards and new park signage. These action items also build off the momentum of on-going projects that tie into the master plan framework such as upgrades to Peeler Recreation Center and implementation of the Battleground Parks District Master Plan.

The 2018 Greensboro Plan2Play Parks and Recreation Master Plan is the result of a 12-month analysis, outreach and planning effort that aims to provide Greensboro residents and visitors greater access to programs and amenities, invest in important, but failing infrastructure and enhance the long-term benefits of natural resources to provide for future generations. The plan is a framework for action and change, guiding implementation over the next decade. As implementation projects arise, ongoing community engagement will ensure continued support for the plan and alignment with community needs.

The vision lays out a series of strategies to enhance, expand and better connect the system and Department. An important early step in implementation will be to leverage existing partnerships and cultivate new collaborative relationships with groups invested in the system’s well-being. Partnerships are a key strategy that many departments are turning to for support on funding needs. Similarly, Greensboro should examine its cost recovery goals and protocols to ensure revenue and mission are both well-served. Finally, a reorganization of the Department's Parks Operations Division is recommended that will allow for efficiency, longevity and staff success.