The Department of Parks, Recreation and Cultural Affairs is deeply appreciative to all of the people and organizations that helped us create our vision, mission and strategic plan. Through countless planning sessions, stakeholder outreach, staff discussions and individual meetings, the following plan has been developed. We view this as our five year roadmap, and will work diligently to keep focused. We thank everyone involved, mentioned specifically, or in the aggregate. Without you, we would not have been able to produce this body of work.

Mayor Shirley Franklin

City Council Members Lisa Borders, President Carla Smith Debi Starnes Ivory Lee Young, Jr. Cleta Winslow Natalyn Mosby Archibong Anne Fauver Howard Shook Clair Muller Felicia A. Moore C.T. Martin Jim Maddox Joyce Sheperd Ceasar C. Mitchell Mary Norwood H. Lamar Willis

City of Atlanta Departments The Office of Parks, COA The Office of Park Design, COA The Office of Recreation, COA The Office of Cultural Affairs, COA The Atlanta Civic Center Management Services, DPRCA

Advisors Alysin Foster and Frank Foster Centre for Strategic Management

Special Thanks Margaret Connelly Miranda Mack McKenzie Preston Elliot Frank Monteith Rosel Fann Gail O Neill Rob Frazer Parents of the Dolphin Swim team Angela Graham Arthur Parks Peggy Harper Norman Smith Stephanie Hughley Sam Yi Debbie McGown Mtamanika Youngblood

Dianne Harnell Cohen, Commissioner Department of Parks, Recreation and Cultural Affairs Phone: 404-817-6764 email: [email protected]

TABLE OF CONTENTS

I. Executive Summary

II. Mission/Vision

III. Living Values Statement

IV. Demographics and Population Trends

V. Background/Overview

VI. Key Stakeholders

VII. Current-state Assessment

VIII. Departmental Strategies

IX. Key Success Measures

X. Budget/Funding Request

XI. Conclusion

XII. Appendix

3 I. Executive Summary

In May of 2004, the Department of Parks, Recreation and Cultural Affairs (DPRCA) embarked on a Strategic Planning process to embrace the Living Values under Mayor Shirley Franklin’s administration and create a Mission and Vision for our department. The resulting Vision and Mission will be used to guide our policy and resource decisions over the next 5 years. The proposed Vision forms the foundation of our Strategic Plan.

Vision: To enhance the quality of life for all through nationally acclaimed excellence in Parks, Recreation, and Cultural Affairs. Mission: To provide all citizens with the highest quality parks, facilities, recreational programs and cultural experiences. This strategic plan document supports both our Mission and Vision by proposing specific Departmental Strategies that are core to our success.

Departmental Strategy One Provide a park system that is safe, well maintained, abundant, accessible, and well funded. Departmental Strategy Two Provide accessible recreation programs which afford an opportunity for after school, summer youth, teens and senior populations to be inspired, grow, and achieve through learning and life-skill experiences. Departmental Strategy Three Infuse diverse arts and cultural experiences into the community through advocacy, support, education and presentation. Departmental Strategy Four Provide state-of-the-art facilities by assessing, prioritizing, and upgrading existing capital assets. Departmental Strategy Five Create an environment that inspires, empowers, recognizes, and values an engaged work force.

This five-year strategic plan is action-oriented and invokes a response from all constituencies to perform to higher standards. Our combined efforts will result in overall service improvements and move DPRCA closer to our goal of “Best-in-Class” service.

4 II. Mission/Vision

Vision

To enhance the quality of life for all through nationally acclaimed excellence in Parks, Recreation, and Cultural Affairs.

Mission

The mission of the Department of Parks, Recreation, and Cultural

Affairs is to provide all citizens with the highest quality parks, facilities,

recreational programs and cultural experiences.

5 III. Living Values Statement

Living Values

DPRCA embraces the Living Values set forth by Mayor Shirley Franklin’s administration as follows:

1. Integrity – We will strive to uphold the public trust by being honest, competent, and consistent in our beliefs and actions. We will hold ourselves accountable to the highest standards of moral and ethical conduct.

2. Striving for Excellence – We strive to deliver “Best in Class” services and superior customer service. We promote and reward excellence as demonstrated by our employees.

3. Sound Fiscal Stewardship – We believe that fiscal responsibility and the prudent stewardship of public assets is essential for public confidence in government.

4. Teamwork – We value working as a team and we recognize that more can be accomplished working together than working individually.

6 IV. City of Atlanta Demographics and Population Trends

Demographic shifts taking place within the City of Atlanta over the next five years will result in a population that is larger, older, and more ethnically diverse. Important to note is that these changes will not occur consistently across all areas of the City. In general, districts with a well-diversified economic base will experience the healthiest growth. Nothing is as fundamental to economic activity in the long- term than the size of the population base. Demand for DPRCA services may vary somewhat over-time on a per-capita basis but the large and long-term movements depend on the number of customers and the characteristics of those customers. In Atlanta there are a number of important long-term demographic changes that will affect the future demand for services. These trends include:

Changes in the size of the population These forecasts indicate that greatest increases in the proportion of City Changes in the age structure of the population population change between 2005 and 2025 will take place in the Central Changes in the ethnic makeup of the population Business District and Northeast Atlanta. The remaining areas within the City will experience modest declines in proportional representation.

Understanding these trends at the State and Regional level will help to highlight local level Sources: Atlanta Regional Commission, Atlanta Office of Planning

trends and implications. AREA/YEAR 2005 2010 2015 2020 2025 However, trends and CBD 9,232 10,603 12,117 13,603 15,774 averages that occur at the NW Atlanta 73,079 75,225 79,927 84,628 91,189 State and Regional levels NE Atlanta 7,129 79,067 88,629 98,190 106,688 may not always provide an SE Atlanta 83,031 85,715 8,949 94,182 100,103 accurate picture of what SW Atlanta 99,628 101,511 107,493 113,474 120,886 occurs at the Atlanta Buckhead 69,130 71,487 74,149 76,811 81,012 Submarket level*. It is for Atlanta/DeKalb 30,895 31,724 32,301 32,877 33,538 this reason, that we are providing an overview of trends in the Atlanta Submarket which will most likely have a direct impact on service demand and DPRCA’s ability to deliver services to a changing constituency over the next 5 years.

The Atlanta Regional Commission and Office of Planning forecast the rate of growth for the State of Georgia to be approximately one half times greater than the City’s rate between the years of 2005 to 2010. The forecasted rates are essentially the same until the year 2020, when the City’s population growth begins to exceed the state’s rate.

*The City is undertaking a new study of Development Impact Fees, due for completion in late 2005 or early 2006. To accommodate new growth and to maintain the quality of life, the City will continue to make improvements to the physical infrastructure, adopt innovative methods to improve the delivery of public services, adopt smart growth principles to facilitate development in the most cost effective and rational way, expand the amount of public Greenspace, protect and enhance the physical, cultural and historic resources of the City, develop the economy to provide the right mix of economic opportunities for all of the citizens and visitors, provide housing incentives and assistances programs that w7ill create an appropriate and broad range of housing options for all of Atlanta’s residents, provide a high level of public safety, and work cooperatively with the Atlanta Public School System to improve the quality of education being received by children of Atlanta.

V. Background and Overview

The City of Atlanta's Department of Parks, Recreation and Cultural Affairs parks and facilities system consists of approximately 3,400 acres or approximately 3.8% of the City’s land area. The City’s parks vary from nature preserves to active regional parks and its recreational and cultural facilities from small recreation centers to large cultural complexes, such as the Atlanta Civic Center and the Chastain Park Amphitheater. Atlanta is also home to two National Park Service properties: the Martin Luther King, Jr. National Historic Site in downtown Atlanta, and the Chattahoochee National Recreation Area in North Atlanta. Centennial Olympic Park, located in downtown Atlanta, is operated by the State of Georgia.

DPRCA‘s inventory includes 345 parks out of which 8 are designated as regional Parks, 13 as community parks, 50 as neighborhood parks and 9 as large nature preserves. The rest of the parks fall under small preserves, block parks, circles, triangles and beauty spots. The facility inventory includes 33 recreation centers, five indoor and seventeen out door pools, five tennis centers and seven cultural facilities. In addition special recreational facilities include four eighteen hole golf courses and one nine hole golf course, Southside Sports Complex, Lake Allatoona Resident Camp and John A. White Junior Training Golf Course.

In an effort to maximize our resources, joint use facilities with Atlanta Public Schools are at Benteen Park, Cleveland Ave. Park, Dunbar, J. F. Kennedy Park, Anderson Park, Morningside Recreation Center and Martin Luther King Recreation Center.

Three community facilities – Dunbar, Georgia Hill and John Birdine are major joint use facilities that serve the various needs of the surrounding neighborhoods.

The Office of Parks provides basic maintenance services to all the parks and facilities in its inventory with emphasis on health and safety. The department has put great emphasis on public/private partnerships, friends of various parks groups and conservancies to maximize the available resources to provide over and above the basic services where possible in the parks.

A report by the Trust for Public Land ranked Atlanta low among cities of similar size and population density for the amount of park and greenspace acreage available for its citizens. (Source: Harnick, Peter. Inside City Parks. Washington DC: Urban Land Institute, 2000). Given the growing support for parks and greenspace among the public and elected officials, and with the recent availability of greenspace funding sources, the City of Atlanta intends to remedy this shortage in the coming years. The City’s Belt line initiative could be the driving force to help close the gap in meeting the national standard for the green space.

Special events are held at various sites throughout the year. A major event site is Piedmont Park. There is a much greater demand for special events than what Piedmont Park can accommodate. A Task Force comprised of representatives from various City departments, neighborhoods, other agencies, and event organizers, meets weekly to review festival applications. Additional streamlining and enhancements to the outdoor festival ordinance are being considered.

The Office of Recreation administers program development including Aquatics, Athletics, Tennis, Special Populations, and Coaches' Certification. The Aquatics Division operates indoor and outdoor pools, provides instructional programs in swimming, and has developed the City's youth competitive swim team, the Atlanta Dolphins. The Athletics Division operates the City's adult league plan in football,

8 flag football, basketball, softball and youth team programs. The Special Population Division offers programs for senior citizens and for persons who are both physically and mentally disabled. This division also conducts the Office's outdoor camping programs and operates the Lake Allatoona Facility. The new Coaches' Certification Program is taking the lead in providing training to youth coaches.

During the summer, the Office focuses on Camp Best Friends, a youth day-camp program, serving over thirty five hundred young people at thirty five sites. The summer-camp program, which turns no child away, offers children age six through sixteen a variety of educational, recreational and cultural activities.

The Office of Cultural Affairs supports programs and services that educate and expose the public to a rich and diverse range of cultural expression and aspires to make the arts available to everyone. The Office accomplishes this mission through three primary initiatives:

Preserving and promoting the Arts Through music festivals such as the Atlanta Jazz festival established over three decades ago featuring each year the world’s foremost jazz legends and up-and-coming jazz greats and offering a free month long Jazz experience to Atlanta residents and visitors; The Public Art Program which maintains a collection of over 250 artworks, commission new artworks for public spaces and offer programs such as Summer Murals that utilize professional artists and youth to enrich neighborhoods throughout Atlanta; the Atlanta Public School System Cultural Experience Project that ensure that every student in the Atlanta Public School System will have an onsite cultural experience each year; and through youth programs such as ARTSCool an arts based employment program developed and coordinated for youth ages 14 to 18, providing arts and job training, a salary, and positive cultural experiences in order to enhance their personal development.

Supporting the professional arts community Through Contracts for Arts Services: the awarding of contracts related to production, creation, presentation, exhibition, and managerial support of artistic cultural services to Atlanta’s individual artists, arts organizations, and community-based partnerships

Creating access to cultural opportunities Through City Gallery East, Atlanta’s municipal gallery dedicated to presenting contemporary fine art produced by regional, national and international professional arts; the Atlanta Cyclorama named as one of Atlanta’s top tourist attractions featuring a panoramic painting depicting the Battle of Atlanta, a Civil War Museum and a gift shop; and the Chastain Art Center and Gallery, the oldest City-operated arts facility in Atlanta offering classes in painting, sculpture, drawing, jewelry making, and more.

A major challenge for the Department of Parks, Recreation and Cultural Affairs is that many of our facilities lack adequate parking. This often results in traffic jams and/or illegal parking in front of homes that border a park.

The City’s Comprehensive Development Plan, updated yearly, further provides an in-depth and detailed overview of the DPRCA .

REGIONAL & NEIGHBORHOOD PLANNING MAP

10 See Appendix

DPRCA FACT SHEET Current State Atlanta Comparisons Measurement

Parks Employees per “Best-in-Class” Cities Acre Chicago .18 .06 Atlanta has 1/3 the Seattle .15 number of Parks Denver .15 Employees per acre of Park compared to leading cities. Year Budget $ Personnel Year Budget $ 2004 Parks Budget 1976 13,864,924 892 Equivalent 2004 23,746,205 277 1976 13,864,924 44,592,313

“Best-in-Class” Cities Parks Chicago 8.0% Greenspace Seattle 11.8% 3.7% Atlanta has less Minneapolis 16.2% Greenspace as a % of the City’s land. Portland 15.1% Philadelphia 12.4%

Parks Average per 1000 Residents National 7.5% 19.6% Average Atlanta ranks last in Park Acreage per 1000 Residents. Parks Maintenance per Resident “Best-in-Class” Cities

Atlanta ranks last Chicago $128 spending less than $ 58 Minneapolis $140 ½ of what “Best-in- Class” Cities spend Denver $103 on Parks Seattle $160 Maintenance per resident.

11 VI. Key Stakeholders

Everything we do is driven by our key stakeholders’ needs and desires. DPRCA’s stakeholders include more than those who participate in recreation programs and visit the City’s parks or facilities. Our stakeholders also include residents, elected officials, contractors, partners, support organizations, businesses, the media, other non-profit agencies and more. DPRCA’s key stakeholders are involved in many facets of the organization and provide valuable feedback to us as we continue to define and re-shape our business processes.

WHO ARE DPRCA’S KEY STAKEHOLDERS?

ATLANTANS AND VISITORS

FUNDING DPRCA EMPLOYEES SOURCES

POLITICAL OFFICIALS

12 VII. Current-state Assessment

The current-state or situation assessment is a reflection of how DPRCA is making strides and continuing to address necessary improvements. The following Challenges focus on milestones that we plan to achieve through our Departmental Strategies over the next 5 years and are outlined in the next section of this Strategic Plan document.

Challenges

a) Lack of greenspace within the City to meet national standards. b) Lack of a special events site and facilities. c) Continuing need to maintain current and future greenspace at “Best-of-Class” standards. d) Deteriorated conditions of existing recreational centers and amenities. e) Ability to construct additional recreation and park amenities as listed on the Community Development Plan (CDP). f) Facility use by non residents without significant fee increase. g) Ability to address a multitude of user needs while reducing/maintaining programming and maintenance costs. h) Desire to obtain national and international recognition through Accreditation from the National Recreation and Parks Association. i) Fulfill information technology short-comings department wide including: (1) Connectivity at all remote sites (2) Provide hardware/software at all remote sites to support minimum network standards (3) Provide collaborative information technology to both internal and external customers j) Train staff on: (1) Core competencies (2) Information Technology (3) Emergency operations on a regular basis k) Develop a Community Cultural Plan. l) Fully implement the Public Art Program. m) Meet customer demands for improvements at the Civic Center by: 1) Offering additional parking space 2) Opening a box office 3) Modifying rooms to create multi – use facilities 4) Building meeting spaces

13 VIII. Departmental Strategies

The Department of Parks, Recreation and Cultural Affairs engaged in a process involving focus groups, stakeholders, and internal and external discussions to establish five departmental strategies to guide us in developing and implementing our work plans for the next four years. Though the intent is for the strategies to endure over time, a smaller group reviewed the strategies for currency and relevancy. In that review, the group proposed a fifth strategy and the associated action steps. The strategies are shown below.

Departmental Strategy One Provide a park system that is safe, well maintained, abundant, accessible, and well funded.

Action steps

1. Develop standards to attain the maintenance goals, and review and update those standards on an ongoing basis, with an emphasis on training. 2. Increase greenspace and assure all facilities and playgrounds comply with life safety codes. 3. Offer a variety of programs that will enhance the use of the park system for all residents and develop a system of boundless playgrounds. 4. Provide ADA access to new facilities and add access where needed to existing facilities. 5. Upgrade infrastructure and facilities. 6. Develop revenue streams to supplement general funds.

Departmental Strategy Two Provide accessible recreation programs, which afford an opportunity for after school, summer youth, teens and senior populations to be inspired, grow, and achieve through learning and life skill experiences.

Action steps

1. Provide a diverse curriculum of After-school, Camp Best Friends, Teen and Senior programs that afford the opportunity to participate in meaningful life skills and recreational and educational activities that contribute to growth and achievement. 2. Enhance all programs to emphasize health and wellness which encourage healthy bodies and minds. 3. Provide opportunities that allow people with disabilities to participate in a non-threatening environment. 4. Integrate a variety of art and education into the recreational programs that will interest and stimulate all populations. 5. Perform daily inspections of all recreation facilities, playgrounds and athletic fields in close proximity to recreation facilities and report all damaged equipment, safety hazards and other needed repairs to appropriate personnel for corrective actions. 6. Encourage the Building of trails and walking paths to promote healthy exercise and create programs to teach about nature and the environment

14 Departmental Strategy Three Infuse diverse arts and cultural experiences into the community through advocacy, support, education and presentation.

Action steps

1. Collaborate, educate, and advocate with agencies, community groups and corporations to provide all residents of Atlanta with every opportunity to be touched and inspired by the arts and cultural experiences. 2. Fully implement the Public Art Master Plan. 3. Assess and prioritize the cultural needs of Atlanta in a Community Cultural Plan. 4. Actively pursue alternative funding sources to support cultural needs in Atlanta. 5. Enhance the international cultural reputation of Atlanta.

Departmental Strategy Four Provide state of the art facilities by assessing, prioritizing, and upgrading existing capital assets.

Action steps

1. Plan for future upgrades by monitoring population trends. 2. Evaluate the condition and needed improvements to existing facilities. 3. Develop and implement renovation plans for existing facilities. 4. Apply for grants/funding. 5. Prioritize projects in the CIP process. 6. Be far-thinking and collaborative within Offices and the community regarding design of buildings that will ensure cultural features and programming space.

Departmental Strategy Five Create an environment that inspires, empowers, recognizes, and values an engaged work force.

Action steps

1. Evaluate, identify and plan appropriate training for performance development. 2. Implement employee recognition programs at various levels in the department. 3. Conduct satisfaction surveys, and focus groups, evaluating them regularly for validity and reliability. 4. Execute a pay for performance program that is fairly administered and based on documented performance evaluations.

IX. KEY SUCCESS MEASURES

PARKS: FORESTRY (1)

Area of focus – Forestry Routine Tree Takedowns

What do we want to measure – Average age of the work order

Current result – 222.8 days

Target result – 220 days

By when – December 31, 2005

How do we plan to meet the target – We have critical vacancies in Forestry including the Forestry Supervisor, one Forestry Crew Supervisor, one Park Worker Principal, and one Tree Trimmer. We intend to fill these vacancies and to take delivery on the necessary equipment (aerial bucket and log loader) in the third quarter of 2005. There will be a period in which the crew coalesces before we can make significant improvements in production.

PARKS: FORESTRY (2)

Area of focus – Forestry Routine Tree Takedowns

What do we want to measure – Average age of the work order

Current result – 222.8 days

Target result – 180 days

By when – December 31, 2006

How do we plan to meet the target – We intend to implement a tree trimmer apprenticeship program to reduce the time required to fill tree trimmer positions. In addition, we intend to retire the oldest bucket and log loader, replacing them with new equipment to reduce equipment shop time. Current data suggests that loss of each log loader, for instance, will reduce takedowns by 6.57 per week per loader. Without a timely return to service, we will miss the target by as many days as the equipment is off line. We will outsource the work to reduce the backlog. The amount required by a contractor will vary from job to job depending on the size of the tree, its location, and its condition. If we assume an average of $4,000 per tree based on our current backlog of 412 takedowns, we will need and allocation of roughly $1,650,000.

PARKS: FORESTRY (3)

Area of focus – Forestry Routine Tree Takedowns

What do we want to measure – Average age of the work order

Current result – 222.8 days

Target result – 60 calendar days

By when – December 31, 2008

How do we plan to meet the target – We will add one more crew and necessary equipment to the current configuration. With the additional crew, we would re-organize the work to devote two crews to takedowns only. The remaining three crews would perform trimming and other maintenance, extending the life of the trees and delaying the need for takedowns. The new crew would provide backup for personnel and equipment on the take down crews to cover leave time and equipment maintenance or repair. Finally, the fifth crew will improve our responsiveness during inclement weather and other emergencies, allowing us to improve our production levels by 67% with a reduction in tree related demands currently made of AFR and DPW.

To improve production on stump grinding and removal, we will add an additional stump grinding crew (Crew Supervisor, Parks Worker Principle, and Parks Worker Senior) with equipment. The additional crew will enable us to reduce the average age of a stump work order from 227 days to 110 days.

We will implement an equipment replacement program that will deadline our largest pieces after no more than eight years, instead of the current fifteen to nineteen years. Reduced shop time will improve emergency responsiveness and allow us to meet production schedules.

Parks Strategic Measure in Forestry Current Result Target Target Target Target 2005 2005 2006 2007 2009 Average age of the work order 222.8 220 180 60

PARKS: MOWING AND TRIMMING (1)

Area of focus – Parks Mowing and Trimming

What do we want to measure – Percentage of mowing and trimming done on a ten-day cycle

Current result – 93% Target result – 98%

By when – December 31, 2005

How do we plan to meet the target – We will meet this target because we do not aerate or fertilize turf in parks. Grass grows at a slower rate and the quality of the turf is less than desired for a major city parks system. Because of the conditions, we are able to perform at this level in spite of down equipment and hours lost to leave and workers’ compensation. Extensive use of community service workers for litter control and some trimming permits our regular crews to focus on mowing and additional trimming.

PARKS: MOWING AND TRIMMING (2)

Area of focus – Parks Mowing and Trimming

What do we want to measure – Percentage of mowing and trimming done on a ten-day cycle with aerating and fertilization

Current result –0%

Target result – 100%

By when – December 31, 2006

How do we plan to meet the target – In 2006 we will implement weed eradication, turf fertilization and aeration programs in regional and in high profile community and neighborhood parks. These cultural practices will increase the rate of growth, increase the durability of the turf, and improve the quality of the turf to the extent that it will be noticeable to discerning observers. The higher rate of turf growth will slow our mowing equipment, which will be unable to cover the same area in the same period of time. To meet the target we will need more reliable equipment and the continued support of the community service workers.

PARKS: MOWING AND TRIMMING (3)

Area of focus – Parks Mowing and Trimming

What do we want to measure – Percentage of mowing and trimming done on a seven-day cycle with aerating and fertilizing

Current result – 0%

Target result – 100%

By when – December 31, 2007

How do we plan to meet the target – To achieve a seven day mowing and trimming cycle we will add an additional crew (Parks Supervisor, Parks Worker Senior, and two Seasonal Maintenance Workers) to each district. This will allow us to reduce the number of parks assigned to each crew. In addition, with increased weed control, fertilization, aeration, an improved equipment replacement program and the continued support of the Community Service Worker Program, this target can be met.

PARKS: MOWING AND TRIMMING (4)

Area of focus – Parks Mowing and Trimming

What do we want to measure – Percentage of mowing and trimming done on a five-day cycle for high profile and regional parks; and on a seven day cycle on other parks

Current result – 0%

Target result – 100%

By when – December 31, 2009

How do we plan to meet the target – To achieve a five-day cycle, we will trade many 60-inch mowers for 11-foot mowers per crew. We will add one Parks Worker, Principal to each district and purchase an additional 16-foot mower. We will have two 16-foot mowers in each district to achieve the increased mowing frequency. Based on a weekly schedule, we will mow cross- directionally (e.g. East-West one week and North-South another week).

Parks Strategic Measure in Mowing and Trimming Current Result Target Target Target Target Cycle 10-day 10-day 10-day 7-day 5-day 2005 2005 2006 2007 2009 Percentage of mowing and trimming done 93% 100% 100% 100% 100%

Metric Current ‘06 ‘07 ‘08 ‘09 Mowing & 10 days 10 days + aerate and 7 days + 7 days 7 days avg trimming fertilize aerate avg park, standards and park, 5 days fertilize 6 days regional regional and parks community parks Litter In-season: Off-season: In-season: Off-season: control 3x/wk 1x/wk avg 3x/wk 3x/wk avg standards avg park, avg park, 2x/ park, 2x/ none park, 2x/ weekend Same as Same Same as weekend weekends weekend high- 2006 as 2006 2006 high- high- impact impact impact parks parks parks

RECREATION: AFTERSCHOOL PROGRAMS (1)

Area of Focus- After school Programs

What do we want to measure - Enrollment of 10% of Atlanta Public Schools’ current student population ages 6-12 in the recreation after school programs.

Current Result- 3,200 Target Result- 3,200 By When- May 2006

How do we plan to meet the target- The after school program’s enrollment will increase during the 2005-2006 school year, through collaborations with the School Board and the City of Atlanta by raising awareness of the program to teachers and parents. Information will be distributed to all Atlanta Schools beginning in July, utilizing the Camp Best Friends program as a start. Brochures will be distributed at PTA meetings, recreation centers and NPU meetings. The recreation center will hold an open house for the community.

RECREATION: AFTERSCHOOL PROGRAMS (2)

Area of Focus - After School Programs

What do we want to measure - Enrollment of 12% of Atlanta Public Schools’ current student population ages 6-12 in the recreation after school programs.

Current Result - 3,200 Target Result - 3,500 By When - May 2008

How do we plan to meet the target- The after school program will look to increase enrollment during the 2005-2006 school year, through collaborations with traditional lines of communication available with the Atlanta Public School system. Each recreation center manager will further seek to develop exceptional, cooperative relationship with principals and counselors at schools in their catchment area. We will make use of walking, junior bulletin boards made available by the City of Atlanta to raise awareness of the program to parents and the community. Informational brochures and posters will be distributed to Atlanta Schools beginning in July. On a continual basis these brochures will be distributed at PTA Open House functions, in the recreation centers, at NPU meetings and during youth sports registration periods throughout the year. Additionally, we will annually market the after school program to participants in the Camp Best Friends program. Annually the recreation centers will hold after school open house events for community residents one week before school starts. Also, banners will be hung outside each recreation center announcing the start of the after school season.

21 RECREATION: CAMP BEST FRIENDS (1)

Area of Focus- Camp Best Friends

What do we want to measure - Our ability to successfully engage and annually exceed the number of children 6-17 participating in our summer camp programs.

Current Result- 3,500 Target Result- 4,000 By When-July 2006

RECREATION: CAMP BEST FRIENDS (2)

Area of Focus - Camp Best Friends

What do we want to measure – Our ability to successfully engage and annually exceed the number of children 6-17 participating in our summer camp programs.

Current Result - 3,500 Target Result - 4,200 By When - July 2008

How do we plan to meet the target - We will increase enrollment in Camp Best Friends by distributing flyers at schools and open houses to be held in the individual recreation centers. We will implement a “Bring your Best Friends to Camp” campaign and recognize the child who refers the most children. We will also use our database from 2005 to mail information (theme and activities)/reminders regarding Camp Best Friends to previous attendees, after school and youth sports participants. We will seek opportunities to enroll new participants in our summer camp program by the development of specialty sports, arts and technology camps. We will make use of walking, junior bulletin boards made available by the City of Atlanta to raise awareness of the program to parents and the community. Informational brochures and posters will be distributed to Atlanta Schools beginning in July. On a continual basis these brochures will be distributed at PTA Open House functions, in the recreation centers, at NPU meetings and during youth sports registration periods throughout the year. Additionally, we will annually market the after school program to participants in the after school program. Banner will be hung outside each recreation center announcing the start of the Camp Best Friends registration period.

RECREATION: TEEN PROGRAMS (1)

Area of Focus - Teen Programs

What do we want to measure - Enrollment of 10% of Atlanta Public Schools students current student population ages 13-17 in the recreation after school programs.

Current Result - 700 Target Result – 1,000 By When - May 2006

How do we plan to meet the target - Teen enrollment will be increased through an aggressive marketing campaign by use of flyers, media (channel 26), and brochures. We will participate in the open houses hosted by the recreation centers, target a school in each district and host a teen fair and summit.

RECREATION: TEEN PROGRAMS (2)

Area of Focus - Teen Programs

What do we want to measure - Enrollment of 13% of Atlanta Public Schools students current student population ages 13-17 in the recreation after school programs.

Current Result - 700 Target Result -1,300 By When - May 2008

How do we plan to meet the target - Teen enrollment will be increased through the development of teen clubs in each recreational facility. We will consider developing teen centers. Monthly activities will be planned strictly for teens with each club planning and hosting an event. Center managers will identify and target schools in their catchment area where the successful development of a teen club is most likely. Annually we will host TEEN WEEK during the school system’s spring break period and actively engage the teen clubs in planning the week to ensure that the topics discussed and activities planned are of interest to teen participants.

23 RECREATION: SENIOR PROGRAMS (1) Area of Focus - Senior Programs

What do we want to measure - Engagement of at least 2% of the city’s senior population participating in programs through Golden Age clubs, recreation center activities and special senior events.

Current Result -1,200 Target Result - 2,200 By When - December 2006

RECREATION: SENIOR PROGRAMS (2) Area of Focus - Senior Programs

What do we want to measure - Engagement of at least 2% of the City’s senior population participating in programs through Golden Age clubs, recreation center activities and special senior events.

Current Result - 1,200 Target Result – 3,100 By When - December 2008

How do we plan to meet the target - We intend to meet this target by creating a senior citizens brochure, visiting senior high-rise facilities in each district and collaborating with Fulton County, Department of Human Services, AARP and the Atlanta Regional Commission. The Program Director and Recreation Specialist will be more visible in the community, by participating in health and community fairs and distributing marketing materials. We will work with the Community Facility Supervisors to host open houses, senior days and other special activities to attract seniors. We will continue to develop Golden Age Clubs through the community. We will market the special events to seniors utilizing our aquatic and tennis facilities. We will survey program participants each quarter to assure that we are offering the appropriate programming.

RECREATION TARGETS BY PROGRAM AND YEAR PER APS POPULATION

PROGRAM YEAR APS POPULATION TARGET PRECENTAGE CURRENT INTERVENTION After School 2005 29,518 (6-12) 3,200 10% 2,528 2006 29,222 (6-12) 3,300 11% 2,607 2007 28,926 (6-12) 3,400 12% 2,686 2008 28,630 (6-12) 3,500 12% 2,765

Teens 2005 10,113 (13-16) 1,000 10% 790 2006 9,701(13-16) 1,100 11% 896 2007 9,517 (13-16) 1,200 12% 948 2008 9,327 (13-16) 1,300 13% 1,127

Camp Best Friends 2005 39,631 (6-16) 3,500 9% 3,894 2,700 2006 38,923 (6-16) 4,000 10% 3,100 2007 38,443 (6-16) 4,100 11% 3,200 2008 37,957 (6-16) 4,200 11% 3,300

Seniors 2005 109,060 2,200 2% 2,400 1,700 2006 109,060 2,700 2% 2,100 2007 109,060 2,900 2% 2,200 2008 109,060 3,100 2% 2,400

CULTURAL AFFAIRS: CULTURAL ADVOCACY (1)

Area of Focus- Cultural Advocacy

What do we want to measure- The number of Community Partnerships which generate public and private sector support through promoting and raising awareness of arts and culture.

Current Result- 95

Target Result- 101

By When- June 2006

How do we plan to meet the target- The Jazz festival anticipates two new partnerships from increased efforts to present the Jazz Festival. ARTSCOOL will work to add an additional partner for the summer studios and The Public Art Program will solicit the corporation of communities to support public art via the adopt-an-artwork program. It is anticipated that six additional community partnerships will be developed overall through the efforts of marketing, community contacts and solicitation.

CULTURAL AFFAIRS: SUPPORT (2) *(Civic Center numbers have not been included) Cultural Artschool Chastain CAS Cyclorama Civic Center Public Art City Gallery East Jazz Festival Affairs/ Total Key Targets- Current Target Current Target Current Target Current Target Current Target Current Target Current Target Current Target Measures Area of Focus- Interventions

Support Advocacy Generating Public and Private sector support through promoting and raising awareness of arts and culture in Atlanta Current Target # of 10 10 6 8 15 15 6 6 0 0 6 7 0 0 110 135 Community Partnerships 153 181 What do we want to Support Supporting the core constituency of Cultural Affairs: Arts and Cultural organizations, artists, and patrons # of contracts 22 22 100 108 56 60 0 0 0 0 23 26 1 1 35 40 measure- Outsourced for arts and cultural services work to artists and 237 257 cultural providers Education Creating opportunities to participate in and appreciate all forms of the arts and culture # of classes 13 13 356 380 0 0 0 0 0 0 0 0 0 0 3 6 offered 372 399 supporting the core # of participants 85 85 2,300 2,400 0 0 2,253 2,500 0 0 0 0 600 2,100 5,238 7,085 constituency of Presentation Annual events that raise awareness of Arts and Culture # of Events 5500116 8200 250 0 0 8 8 52 56 Cultural Affairs. 272 328 # of participants 1000 1000 0 0 200 200 110,000 120,000 350,000 450,000 0 0 1200 1200 161725 300000 624,125 872,400

Current Result- 173 Target Result- 185 By When- July 2006

How do we plan to meet the target- We will increase the number of events for the presentation of performing artists in 2006, which will result in doubling the artists’ contracts for the Jazz festival. Through the advocacy of the Public Art Advisory Committee for Public Art and the Mayor’s Administrative Order for Public Art, it is anticipated that six additional contracts for art commissions will be acquired in 2006. The ARTSCOOL program anticipates adding an additional studio that will require the contracting of an additional mentor artist for the studio camp.

CULTURAL AFFAIRS: ART EDUCATION (3) Area of Focus- Art Education

What do we want to measure- The number of classes offered and the number of participants in those classes which create opportunities to participate in and appreciate all forms of arts and culture

Current Result- 369 / 32,214 Target Result- 392 / 32,500 By When- December 2006

How do we plan to meet the target- Most of our on-going art education classes are offered at the Chastain Art Center. We are presently working on a marketing plan to increase to capacity the number of classes that can be offered as well as the number of participants enrolled. Throughout the year, we anticipate working with the center as well as with other cultural programs to increase participation and appreciation of arts and culture.

CULTURAL AFFAIRS: PRESENTATIONS (4)

Area of Focus- Presentations

What do we want to measure-The number of events and the number of participants that raise awareness of arts and culture

Current Result -52/161,725* Target Result- 56 / 300,000* By When- August 2006

How do we plan to meet the target- The successful marketing and the cooperation of the weather should yield increased numbers to the annual jazz festival that we anticipate will feature three additional events during the 31 days of Jazz.

KEY MEASURES YEAR TARGET KEY MEASURES YEAR TARGET Advocacy 2006 169 Education (# of Participants) 2006 13,319 2007 174 2007 13,719 2008 179 2008 14,131 2009 184 2009 14,555 Support 2006 596 Presentation (# of Events) 2006 6,345 2007 614 2007 6,535 2008 632 2008 6,731 2009 651 2009 6,933 Education (Classes) 2006 1358 Presentation (# of Participants) 2006 1,211,690 2007 1399 2007 1,248,041 2008 1441 2008 1,285,482 2009 1484 2009 1,324,046

MANAGEMENT SERVICES (1)

Area of focus – Employee Satisfaction

What do we want to measure – Employee Satisfaction with DPRCA

Current result – 83 % Target result – 89 % By when – December 31, 2007

How do we plan to meet the target - Through employee satisfaction surveys, focus groups, feedback and training.

Strategic Measures for Employees 2005 2006 2007 2008 2009

Result Target Target Target Target

Recruitment: Number of days to fill an employment request 240 120 90 30 30 Staff Development: Internal training expenditure per head $ 50 $ 150 $150 $200 $200

Staff Satisfaction: Employee morale index (Satisfaction Survey) 83% 86% 89% 92% 95%

MANAGEMENT SERVICES (2)

Area of focus – Customer Satisfaction

What do we want to measure – Customer Satisfaction with DPRCA

Current result – 80% Target result – 90 % By when – December 31, 2007

How do we plan to meet the target - Through customer satisfaction surveys, focus groups, feedback and training.

28 X. Budget / Funding Request

Strategic Budget Our strategic budget differs from our Annual Budget in that the strategic budget focuses, instead, on the top revenue and expenditures that comprise the majority of our department by size and scale and anticipated opportunities. Purpose Budget/Funding Request Our strategic budget is primarily comprised of staffing, benefits, Facilities CDP List $80 million overhead, supplies and capital improvements. Acquisition 400 Acres @ 500,000 per acre = $200,000,000 Maintenance Currently $3,700 per acre Need $5,100 per acre Revenue and Cost Cutting Strategies 1. Opportunity Bond – 105 million dollar bond over 3 to 5 years will increase greenspace along the beltline, add recreation amenities, allow new park lands and significantly increase infrastructure in our existing facilities and amenities. 2. General Fund – Park maintenance needs to be increased by a million dollars per year for the next 5 years. 3. CDP – As a result of our ability to finance 50% of our existing CDP, a new process needs to be identified. 4. Foundation – Create a 501c3 Foundation to leverage private investment to address capital and maintenance needs. 5. Fees – Support the “No Child Left Behind” initiative and sustain, as much as possible, cost recovery. 6. Collaborate – Create collaborative partnerships to reduce program costs. 7. Grants – Research and apply for grants to support program initiatives and funding. 8. Encourage Self-supporting programs – Sources of funding for programs from the general fund are not enough to administer current programs and will continue to be supported through fees and charges for services. 9. Increase Subsidized programs – Major programs in certain departments will continue to be supported through subsidies and grants. 10. Maintain governmental funding of programs – With our primary sources of funds from the General Fund (96%), we will continue to support all programs at the current activity level. We intend, over the next five years, to continue significant General Fund budget requests that will allow us to be at “Best-of-Class” in 2009. 11. Adjust Fees to cover costs – Currently fees charged for services are not enough to cover the costs for providing the service to customers. We will maintain or adjust fees as appropriate to cover the costs for administration and staffing. Fee adjustments will be implemented in alignment with the department’s Cost Recovery Plan, particularly as it relates to youth programs and charges to the economically disadvantaged. In the future, we hope to create self-supporting programs that will generate funding to cover the administration and staffing as well as supplies to support the activities. Our future projections include a planned increase in support and activity level at Parks and Recreation Facilities that will result in an increase in revenues from fees and charges for services. It is anticipated that this additional revenue will reduce the excess administrative costs to currently support programs that are not self-supporting.

Current and Projected Personnel

CURRENT AND PROJECTED PERSONNEL 400

350

300

250

200 2 9 20 19

150

100

50 38 36 21 19 18 18 17 16 12 0 12 Parks Recreation* Cultural Affairs Civic Center Administration Cyclorama Park Design Grand Total Full-Time FY 05 122 128 11 16 34 12 17 340 Extra-Help FY 05 77 559 6 0 2 0 1 645 Total 05 199 687 17 16 36 12 18 985 Full-Time FY 06 158 142 16 14 36 12 20 398 Extra-Help FY 06 44 516 3 4 2 0 1 570 Total 06 202 658 19 18 38 12 21 968

* General Fund positions only.

Primary Sources Current Revenue 2005 Primary Uses Current Expense 2005 1 1 General Fund $ 23,202,300 Recreation $ 12,821,941 Park Improvement Fund $ 7,000,000 Parks1 $ 8,294,138 1 Civic Center Revenue Fund $ 1,409,020 Administration $ 1,864,461 Parks Facilities Funds $ 592,500 Cultural Affairs1 $ 1,002,682 Civic Center $ 1,434,432 Parks Facilities $ 575,946 Park Improvement $ 8,192,911

Current Revenue 2005 Current Expense 2005

Park Improvement

24% General Fund1 Parks Facilities

72% Civic Center2%

Parks Facilities 4% Cultural Affairs1 Funds 3% 2% Administration1

Recreation1

Civic Center 38%

Revenue Fund Park

4% Improvement Parks1

Fund 24% 22%

Primary Sources Future Revenue 2006 Primary Uses Future Expense 2006 General Fund2 $ 26,958,191 Recreation1 $ 12,505,649 Park Improvement Fund $ 7,001,000 Parks1 $ 10,454,846 Civic Center Revnue Fund $ 1,409,020 Administration1 $ 2,679,530 Parks Facilities Funds $ 594,861 Cultural Affairs1 $ 1,323,166 Civic Center $ 1,409,020 Parks Facilities $ 594,861 Park Improvement $ 7,001,000

Future Revenue 2006 Future Expense 2006 Civic Center Cultural Affairs1 4% Parks Facilities 4% 2% Park Improvement

19% Administration1

Park Improvement 7%

Fund

19% General Fund2 Civic Center 75% Revnue Fund

4% Parks1 Recreation1 Parks Facilities 29% 35% Funds

1 Does not include promotion of tourism or internal services. 2 Includes $1,184,000 for motorized equipment; but does not include promotion of tourism and internal services.

31 XI. Conclusion

Extensive thought, discussion and energy have been contributed to this Strategic Plan draft document. It is a concise, coherent document that is intended to foster the respect of all DPRCA stakeholders and especially residents of the City of Atlanta.

We recognize that the City of Atlanta will continue experiencing rapid population growth during the next 5 years. The challenge DPRCA faces in working with residents of the City is to not only meet future resident needs but to maintain and improve existing service delivery. Our efforts will contribute to making the City of Atlanta a beautiful place to live, work and play.

Achieving sustainable and recurring revenue sources is essential to achieving the Departmental Strategies outlined in this document. We are thankful for the tireless efforts of our City staff. To accomplish our goals we will continue to rely upon the support of the community and the leadership of Mayor Shirley Franklin and the Atlanta City Council.

City Of Atlanta Parks

NAME CLASS NPU1 COUNCIL DIST ADDRESS ACRE

17th Street Park B E 6 138 17th Street NE 2.30

25th Street Beauty Spot G E 8 25th St., Alden Ave./ Standish Ave. NW 0.11

A.D. Williams Park N G 9 1154 James Jackson Parkway, NW 11.00

Abner Place Park G G 9 Across from 2539 Abner Pl. NW 0.37

Adair Park I N V 4 742 Catherine St. SW 6.39

Adair Park II N V 4 866 Murphy Ave. SW 10.60

Adams Park R R 11 2300 Wilson Dr. SW 158.44

Adamsville Gym Park N H 10 3404 Delmar Lane SW 0.82

Adamsville Recreation Center N I 10 3201 Martin Luther King, Jr. Dr. SW 11.00

Adamsville Triangle G H 10 Fairburn/MLK, Jr. Dr./Bakers Ferry Rd. 0.05

Alexander Park CN B 7 E. Wesley Rd. / Alexander Dr. NW 11.60

Anderson Park C J 3 98 Anderson Ave. NW 56.70

Ansley Park N E 6 Maddox Dr. / E. Park Lane, NE 6.11

Arbor Park G O 5 East Lake Dr. / Arbor St. SE 0.36

Ardmore Park B E 8 Ardmore Rd. off Collier Rd. NW 1.74

Arlington Circle Playlot B J 9 Arlington Cir.(off Baker Rd. NW) / North Ave. NW 0.49

Arthur Langford Jr Park N Y 12 211 Thornton St. SW 9.90

Ashby Circle Playlot B K 3 Ashby Cir. off Mayson Turner Rd. NW 0.87

Ashview Triangle G T 4 Westview Dr./Agnes Jones Pl. SW 0.11

Atlanta Memorial Park R C 8 384 Woodward Way NW 199.00

Atwood Street Park G T 4 Atwood St./White St. SW 0.05

Avery Park (Gilbert House) N X 12 2238 Perkerson Rd. SE 11.03

Avery-E. Park Lane Triangle G E 6 Avery Dr. / E. Park Lane NE 0.05

Barbara A. McCoy Park N S 4 1640 Kenmore St. 8.50

Barclay Median G F 6 Barclay Place / E. Rock Springs NE 0.31

Bass Recreation Center N N 2 326 Moreland Ave. NE 1.00

Beaverbrook Park N C 8 Brookview Dr. NW / Beaverbrook Dr. 6.80

Beech Valley Triangle G F 6 Beech Valley Rd. NE / Beech Val. Way 0.36

Beecher Park CN I 11 Edgewater Dr. / Beecher Rd. SW 5.80

Beecher Triangle G I 11 Beecher Cir. / Beecher Rd. SW 0.02

Ben Hill Park C P 11 2405 Fairburn Rd. SW 13.66

Benteen Park N W 1 Benteen Ave. / Casanova St. SE 9.81

The Department of Parks, Recreation and Cultural Affairs Dianne Harnell Cohen, Commissioner

Page 1 of 11 City Of Atlanta Parks

NAME CLASS NPU1 COUNCIL DIST ADDRESS ACRE

Benton Place Garden G A 8 Benton Place / Rilman Dr. NW 0.04

Bessie Branham Park N O 5 2051 Delano Dr. / Norwood Ave. SE 6.58

Beverly-Avery Circle G E 6 Beverly Rd. / Avery Cir. NE 0.03

Beverly-Avery Triangle G E 6 Beverly Rd. / Avery Dr. NE 0.04

Beverly-Montgomery Ferry Triangle G E 6 Beverly Rd. / Montgomery Ferry Dr. NE 0.02

Beverly-Polo Triangle G E 6 Beverly Rd. / Polo Dr. NE 0.02

Billings Circle G Z 1 Billings Ave. SE (at end) 0.03

Birchwood-Arlene Triangle G B 7 Birchwood Dr. / Arlene Way, NE 0.05

Bonnie Brae Park G V 4 Tift Ave / Bonnie Brae Ave. SE 0.19

Boulevard-Angier Park G M 2 Boulevard / Angier Ave. NE 0.18

Broadland and West Conway Park G A 8 Broadland Rd. NW / W. Conway Dr. 0.09

Brookline Park G V 4 Brookline St. / Elbert St. SW (near Murphy Ave.) 0.06

Browns Mill Golf Course R Z 12 480 Cleveland Ave. SE 160.13

Browns Mill/McWilliams Park G Z 1 Browns Mill Rd. / McWilliams Rd. SE 0.04

Brownwood Park N W 5 607 Brownwood Ave. SE 12.33

Buckhead Triangle G B 7 Peachtree Rd. / Roswell Rd. NW 0.52

Cabbagetown Park N N 5 701 Kirkwood Ave. SE 3.10

Candler Park C N 6 1500 McLendon Ave. NE 55.30

Carver Circle G J 3 off Tiger Flowers Dr. NW 0.02

Cascade Springs Nature Preserve NP R 11 2852 Cascade Rd. SW 120.00

Castlewood Triangle G C 8 Castlewood Dr. NW / Edinboro Rd. 0.41

Cativo and Dogwood Beauty Spot G I 10 Cativo Dr. / Dogwood Ct. 0.02

Cativo Circle G I 10 700 Cativo Dr. SW (dead end) 0.03

Center Hill Park C J 9 2305 Bankhead Hwy. NW 46.00

Central Park N M 2 400 Merritts Ave. NE 17.37

Channing Valley Park B C 8 Channing Dr. / Sunbury Pl. NW 0.58

Charles Allen Median G E 6 Charles Allen Dr. NE 0.32

Charles L. Harper Memorial Park G L 3 Ashby St. / Mayson Turner Rd. NW 1.10

Chastain Memorial Park R A 8 135 W. Wieuca Rd. NW 268.00

Chatham and Avon Park G S 4 Avon Ave. / Chatham Rd. 0.05

Chattahoochee Park N D 9 Bolton Rd. / Peyton Rd. NW 3.20

Chosewood Park N Y 1 401 Nolan St. SE 6.07

The Department of Parks, Recreation and Cultural Affairs Dianne Harnell Cohen, Commissioner

Page 2 of 11 City Of Atlanta Parks

NAME CLASS NPU1 COUNCIL DIST ADDRESS ACRE

Cleopas R. Johnson Park N T 4 Northside Dr. / Fair St. NW 4.30

Cleveland Avenue Park N Z 12 41 Cleveland Ave. SE 5.86

Club Drive Park G B 7 Club Dr./Davidson Ave. NE 0.08

Coan Park N O 5 1530 Woodbine Ave. SE 13.26

Collier Park C H 10 3691 Collier Drive SW 16.17

Collum Circle Beauty Spot G J 3 200 Block Collum St. NW (end) 0.05

Coronet Way Park B C 9 2411 Coronet Way NW 1.41

Cumberlander CN I 10 Ivan Hill Circle at Lynhurst Dr. SW 8.67

Dale Creek Park CN I 10 Dale Creek Dr. NW 3.20

Daniel Johnson Nature Preserve NP F 6 Beech Valley Rd NE 8.00

Daniel Stanton Park N V 1 213 Haygood Ave. SE 7.90

Darlington Circle Park G B 7 Darlington Cir. NE (off Burke Rd.) 0.06

Davidson and Lakehaven Park G B 7 Davidson Ave. / Lakehaven Dr. NE 0.05

Dean Rusk Park N T 4 Sells Ave. / Lawton St. SW 6.00

Deerwood Park N P 11 Alexandria Dr. / Tampa Trail, SW 17.40

Dellwood Park N N 6 Ponce de Leon Ave. NE (Clifton Rd. to Lakeshore Dr 1.36

Delta Park G N 2 Edgewood Ave. / Delta Place, NE 0.22

Dill Avenue Park G X 12 Manford Rd. / Mellview Ave. SE 0.09

Dollar Mill Median G H 10 Boulder Park Dr. / Dollar Mill Rd. 0.24

E. Club and Lakehaven Park G B 7 E. Club Lane/Lakehaven Dr. NE 0.01

E. Pine Valley and W. Pine Valley Park G C 8 E. Pine Valley Rd. / W Pine Valley Rd. NW 0.04

E. Rock Springs Triangle G F 6 E. Rock Springs Rd. / N Pelham Rd. NE 0.12

East Andrews and Roswell Park G B 8 E. Andrews Dr. NW /Roswell Rd. 0.01

East Brookhaven and Lakehaven Park G B 7 E. Brookhaven Dr / Lakehaven Dr, NE 0.05

East Lake Park N O 5 2617 Memorial Dr. SE / 241 Daniel St.(2616-2546A) 10.30

Eastwood/Emerson Triangle G W 1 Eastwood Av. / Emerson Av. SE 0.03

Edgewater Circle G I 11 2440 Edgewater Dr. SW (end) 0.03

Edwin Place Park B J 9 Edwin Place / Bankhead Hwy. NW 4.29

Elinor Place Park G J 3 Elinor Place / Bankhead Hwy. NW 0.60

Ellsworth Park G C 8 Howell Mill Rd. / Collier Rd. NW 1.27

Emma Lane CN B 7 Emma Lane NE (at dead end) 8.80

Emma Millican Park N X 12 Deckner Ave. / Clinton Pl. SW 9.73

The Department of Parks, Recreation and Cultural Affairs Dianne Harnell Cohen, Commissioner

Page 3 of 11 City Of Atlanta Parks

NAME CLASS NPU1 COUNCIL DIST ADDRESS ACRE

Empire Park N Z 12 245 Oak Dr. SE 11.80

English Park N G 9 1350 Bolton Rd. NW 9.50

Enota Place Playlot B T 4 Enota Place / Sells Ave. SW 0.31

Esther Peachy Lefevre B N 5 Wylie St. / Powell St. SE 0.70

Eubanks Park (The Prado) B E 6 The Prado and Barksdale Dr. NE 1.37

Falling Water (Kings Ridge) CN R 11 Panther Trail at Mount Gilead Rd. SW 25.84

Findley Plaza G N 2 Euclid Ave / Moreland Ave. NE 0.11

Fire Station #5 Park G M 2 Trinity Ave. SW / Spring St. 0.08

Folk Art (Courtland) Park G M 2 Both sides of Courtland St. / Ralph McGill Ave. 0.50

Folk Art (Piedmont) Park G M 2 Piedmont Ave. NE, between Ralph McGill Ave. and Baker 0.30 St Fontainebleau Beauty Spot G R 11 Hogan Rd. / Fontainebleau SW 0.04

Fountain Drive #1 G T 4 1114, at Morris Brown Dr. SW 0.01

Fountain Drive #2 G T 4 Morris Brown Dr. SW 0.02

Four Corners Park N V 1 1040 Crew St. SE / Haygood Ave. 1.50

Frankie Allen Park N B 7 100 Bagley St. / Pharr Rd. NE 21.30

Freedom Park R N 2 Moreland Ave / North Ave NE 188.59

Fulton Glenwood Park/Summerhill Triangle G V 5 Fulton St. SE / Sydney St./ Glenwood Ave. 0.27

Fulton-Pryor Island G V 4 Fulton St. / Pryor St. SE 0.12

Garden Hills Park N B 7 E. Wesley / Rumson Rd. 3.60

Georgia Hill Center N W 1 250 Georgia Avenue SE 3.09

Gertrude Place G J 3 Gertrude Place/Bankhead Hwy. NW 1.13

Gilliam Park B O 5 Clifton St. / Wade Ave. / Wyman St. NE 2.60

Glenwood Triangle G O 5 Wilkinson Dr. / Glenwood Ave./I-20 0.05

Goldsboro Park N N 6 1368 Euclid Ave. NE / Goldsboro Rd. 2.50

Gordon-White Park G T 4 Gordon St. / White St. SW 1.70

Grant Park R W 1 840 Cherokee Ave. SE (at Sydney St./ Boulevard) 131.50

Green Leaf Circle G T 4 Next to 202 Napolean Dr.SW (off Westview Dr.) 0.99

Greenbriar CN R 11 2841 Greenbriar Pkwy. SW 7.05

Greenwood-Charles Allen Triangle G E 6 Greenwood Av. / Charles Allen Dr. NE 0.04

Grove Park C J 3 709 Hortense Place NW 17.35

Gun Club C G 9 1137 Gun Club Road SW 28.93

Hardy Ivy Park G M 2 310 Peachtree St. NE 0.56

The Department of Parks, Recreation and Cultural Affairs Dianne Harnell Cohen, Commissioner

Page 4 of 11 City Of Atlanta Parks

NAME CLASS NPU1 COUNCIL DIST ADDRESS ACRE

Harper Park N Z 12 Wilson Rd /Southside Industrial Parkway /Harper Bl 13.57

Harwell Heights Park C I 10 3114 Collier Dr. NW 23.40

Havilon Triangle G S 10 Havilon Dr. / S. Alvarado Ter. SW 0.27

Haynes Manor Park GT C 8 Northside Dr. /Sagamore Dr. /Peachtree Battle Ave. 2.98

Helen Drive Park G F 6 dead end of Helen Dr. / Kay Lane NE 0.02

Herbert Greene NP H 10 Boulder Park Drive at Dollar Mill Rd. SW 56.44

Herbert Taylor Park NP F 6 1795 Johnson Rd. NE 26.00

Heritage Park (Founder's) G V 1 Crumley St. SE (Between Frazer St./ Reed St.) 0.67

Hickory Grove Park G F 6 Homestead Ave. / Inverness Ave. NE 0.41

Hill Street Beauty Spot G W 5 Hill St. / Memorial Dr. SE 0.07

Hillside at Northside Drive Park G A 8 Hillside Dr. / Northside Dr. NW 0.38

Holderness/Lucile Park G T 4 471 Holderness Ave. SW (at Lucile Ave.) 0.17

Home Park B E 3 1015 Tumlin St. / Calhoun St. NW 1.80

Homestead Park G F 6 Meadowdale Av. / Homestead Av. NE 0.15

Howell Mill at Beaverbrook Park G C 8 Howell Mill Rd / Beaverbrook Dr, NW 0.05

Howell Mill at Glenbrook Park G C 8 Howell Mill Rd. / Glenbrook Dr. NW 0.02

Howell Park N T 4 983 Ralph David Abernathy Blvd. SW 2.10

Hurt Park G M 5 25 Courtland St. NE (at Edgewood Ave.) 1.87

Inman Circle at 17th St Park G E 6 Inman Cir. / 17th Street NE 0.03

Inman Park G N 2 Euclid Ave. / Edgewood Ave. NE 0.28

Inman Park Trolley Barn SF N 2 963 Edgewood Ave NE 0.74

Isabel Gates Webster Park N I 10 275 Peyton Rd. SW / Peyton Place 15.69

Iverson Park B N 6 1429 Iverson St. NE (near Candler MARTA) 2.00

J. Allen Couch Park N E 2 Hemphill Ave. / Ferst St./6th St. 6.41

J.D. Sims Recreation Center N M 2 544 Angier Ave. NE 0.85

Jacci Fuller Woodland Garden Park G W 1 Gilbert St. / Confederate Ave. SE 0.64

John A. White Park R S 11 1053 Cascade Cir. SW 106.65

John C. Burdine Center N Z 12 215 Lakewood Way SW 4.27

John Calhoun Park G M 2 170 Auburn Ave. NE (at Piedmont) 0.28

John F. Kennedy Park N L 3 225 Chestnut St. / Orr St. NW 4.80

John Howell Memorial Park N F 6 797, 833 & 869 Virginia Ave. NE 2.80

Jonesboro Triangle G Z 12 Jonesboro Rd. / Hutchens Rd. SE 0.16

The Department of Parks, Recreation and Cultural Affairs Dianne Harnell Cohen, Commissioner

Page 5 of 11 City Of Atlanta Parks

NAME CLASS NPU1 COUNCIL DIST ADDRESS ACRE

Kimpson Park B Y 1 97 Thirkeld Ave. SE 0.38

Kirkwood Dickson CN O 5 Woodbine Ave. SE, across from Gilliam Park 0.67

Kirkwood Dixie CN O 5 Dixie St. SE/ Rogers St./ Bixby St. 5.05

Knight Park N K 3 1194 Church St. NW 2.68

Lafayette-15th Street Triangle G E 6 Lafayette Dr. / 15th Street, NE 0.04

Lake Claire Park N N 5 430 Lakeshore Dr. (near McLendon Ave. NE) 4.70

Lakewood Fairgrounds & Amphitheater SF Y 12 2002 Lakewood Wy 113.30

Lang-Carson Park N N 5 100 Flat Shoals Ave. SE 3.24

Lanier Boulevard Parkway G F 6 Lanier Blvd. NE (from N. Highland-M'side Dr.) 2.10

Larchmont Circle G I 10 Larchmont Dr. / Larchmont Cir. NW 0.02

Leathers Circle G J 3 at Porter Dr. NW (off West Lake Ave.) 0.06

Lenox and Johnson Road Park G F 6 Lenox Rd. / Johnson Rd. NE 0.05

Lenox Beauty Spot G B 7 Roxboro Circle NE (end) 0.08

Lenox-Wildwood Park N F 6 1760 Lenox Rd. NE 8.47

Lillian Cooper Shepherd Park B G 9 2886 Argyle Dr. NW 2.30

Lionel Hampton NP I 10 Willis Mill Rd. SW (at dead end) 48.44

Loring Heights Park B E 8 Loring Dr. / Garden Lane NW 1.90

Maddox Park C K 3 1115 Bankhead Hwy. NW / Marietta Blvd. 51.50

Maddox-Avery Triangle G E 6 Maddox Dr. / Avery Dr. NE 0.05

Magnum and Lynhurst Park G I 10 Mangum Lane / Lynhurst Dr. SW 0.10

Manigault Street Playlot B N 5 1000 Manigault St. SE 0.22

Margaret Mitchell Square G M 2 Peachtree St. / Forsyth St. NW 0.04

Marietta Street Island G M 2 Marietta St./Broad St./Fairlie St. NW 0.17

Martin Luther King Natatorium N M 2 70 Boulevard NE 3.30

Matilda Place Park G J 3 Matilda Place NW / Bankhead Hwy. 1.27

Mayflower Beauty Spot G S 4 Mayflower Ave. / Cascade Av. to Ocala SW 0.25

Mayor's #1 Park G M 2 Peachtree St. / Ralph McGill Blvd. NE 0.22

Mayson Park CN B 7 4417 Club Drive NE (vicinity) 3.10

Mayson Ravine CN B 7 E. Club Lane 2.70

McClatchey Park N E 6 Avery Dr. / Westminister Dr. NE 5.00

McKay Circle G Z 1 McCay Dr. SE (end) 0.04

McKinley-Wilson Triangle G C 8 McKinley Rd. / Wilson Rd. NW 0.05

The Department of Parks, Recreation and Cultural Affairs Dianne Harnell Cohen, Commissioner

Page 6 of 11 City Of Atlanta Parks

NAME CLASS NPU1 COUNCIL DIST ADDRESS ACRE

Melvin Drive Park N P 11 3895 Melvin Drive SW 48.90

Mitchell-Haynes Park G M 3 Haynes St. / Mitchell-MLK Conn. SW 0.08

Montgomery Ferry/Golf Cir. Triangle G E 6 Montgomery Ferry Rd. / Golf Cir. NE 0.02

Monument Beauty Spot G W 5 Monument Ave. / McPherson Ave. SE 0.03

Moores Mill-Northside Pkwy Triangle G C 8 Moores Mill Rd. / N'side Pkwy. NW 0.03

Moreland Avenue Planters G W 5 Moreland Ave. / McPherson Ave. SE 0.05

Morgan-Boulevard Park G M 2 521 Boulevard NE 0.39

Morningside Nature Preserve NP F 6 Cheshire Bridge Rd. NE / Woodcliffe Ter./Wildwood Rd 34.38

Mornington Circle G C 8 End of Mornington Dr. NW 0.16

Mozley Park C K 3 1565 Martin Luther King Jr. Dr. SW 28.15

Mt. Paran and Northside Park G A 8 Mt Paran Rd. / Northside Dr. NW 0.22

Mt. Paran Rd. at Cave Rd. Triangle G A 8 1880 Mt. Paran Rd. NW 0.23

N. Camp Creek Parkway Nature Preserve NP P 11 3380 Stone Rd. SW 40.30

Noble Park G F 6 1710 Noble Dr. NE 0.40

North Buckhead Park G B 7 Phipps Blvd. / Wieuca Rd. NE 0.13

North Evelyn Place Park G J 3 N. Evelyn Place NW / Bankhead Hwy. 0.87

North Highland Terrace Park G F 6 N. Highland Terr. NE (near Amsterdam Ave.) 0.04

Northcliffe and Brookview Park G C 8 Northcliffe Dr. NW / Brookview Dr. NW 0.02

Oak Grove Park N N 6 1451 Ponce de Leon Ave. NE (Oakdale Rd. to Fairview) 3.43

Oak Knoll I Park CN Y 1 Oak Knoll Cir. / Oaknoll Terr. SE 1.07

Oak Knoll II Park CN Y 1 Oak Knoll Cir. SE, (near the end) 0.56

Oakland Cemetery SF W 5 248 Oakland Ave. SE 48.00

Oakland City Park N S 4 1305 Oakland Dr. SW / Epworth 15.40

Oakview I Park G O 5 Oakview Rd. / Douglas St. SE 0.45

Oakview II Park G O 5 Oakview Rd. / Second Ave. SE 0.61

Ontario Park G T 10 Ontario Ave. / Stokes Ave. SW 0.07

Oriole Park G I 10 Oriole Dr. SW (near 890 at end) 0.10

Orme Park N F 6 795 Brookridge Dr. NE 6.60

Orme Triangle G F 6 Orme Circle / Elkmont Dr. NE 0.04

Ormond-Grant Park B W 1 Ormond St. / Grant St. SE 1.30

Outdoor Activity Center NP S 4 1442 Richland Rd. SW 21.76

Parkway-Angier Park G M 2 Parkway / Angier Ave. NE 0.49

The Department of Parks, Recreation and Cultural Affairs Dianne Harnell Cohen, Commissioner

Page 7 of 11 City Of Atlanta Parks

NAME CLASS NPU1 COUNCIL DIST ADDRESS ACRE

Parkway-Merritts Park G M 2 Parkway Dr. / Merritts Ave. NE 0.67

Parkway-Wabash Park G M 2 391 Parkway Dr. NE / Wabash Ave. 0.60

Peachtree at 15th St. Park G E 6 Peachtree St. / 15th Street NE 0.05

Peachtree Battle Parkway G C 8 Peachtree Battle Av. NW / Ptree-Dellwood Dr. 4.22

Peachtree Cir. at 15th St. Triangle G E 6 Peachtree Cir. / 15th Street NE 0.11

Peachtree Hills Park N B 7 308 Peachtree Hills Ave. NE 7.20

Pelham Road Park G F 6 E. Pelham Rd. / Piedmont Rd. NE 0.09

Perkerson Park C X 12 770 Deckner Ave. SW 49.90

Pershing Point Park G E 2 Peachtree St. / W. P'tree St. NE 0.33

Pharr Circle Park G B 8 N. Pharr Ct. NW (end) 0.28

Phoenix II Park N V 1 141 Martin St. SE / Georgia Ave. 7.30

Phoenix III Park N V 1 Georgia Ave. / Connally St. SE 4.00

Piedmont Heights Park G F 6 Montgomery Ferry Rd. / Pelham Rd. 0.03

Piedmont Park R E 6 400 Park Dr. NE 185.00

Piedmont Road Triangle G B 7 Piedmont Rd. / Elliott Circle NE 0.01

Piedmont-Avery Triangle G E 6 Piedmont Ave. / Avery Dr. NE 0.04

Pinetree and Brentwood Park G B 7 Pinetree Dr. / Brentwood Dr. NE 0.08

Pittman Park N V 4 950 Garibaldi St. SE 14.10

Pollard and Albany Beauty Spot G R 11 1468 Pollard Dr./ Albany Dr. SW 0.09

Prado at 17th St Triangle G E 6 The Prado / 17th Street NE 0.13

Prado at Inman Circle Park G E 6 The Prado / Inman Circle NE 0.40

Prado-Maddox Triangle G E 6 The Prado / Maddox Dr. NE 0.13

Prado-Peachtree Circle Triangle G E 6 The Prado / Peachtree Circle, NE 0.05

Prado-Piedmont Beauty Spot G E 6 The Prado / Piedmont Rd. NE 0.12

Prado-South Prado Circle G E 6 The Prado / South Prado NE 0.03

Prado-Westminster Triangle G E 6 The Prado / Westminister Dr. NE 0.07

Prairie View Beauty Spot G I 10 Willis Mill Rd. (south of MLK) 0.03

Pryor-Tucker Playlot B Z 12 Pryor Rd. / Tucker St. SE 0.19

Queen and White Beauty Spot G T 4 Queen St. / White St. SW 0.04

Ralph David Abernathy Median G V 4 0.29

Ralph David Abernathy Plaza G V 4 R.D. Abernathy / Formwalt St. 0.33

Ranier Circle G A 8 Ranier Dr. NW (end) 0.01

The Department of Parks, Recreation and Cultural Affairs Dianne Harnell Cohen, Commissioner

Page 8 of 11 City Of Atlanta Parks

NAME CLASS NPU1 COUNCIL DIST ADDRESS ACRE

Rawson-Washington Park N V 5 Connally St. / Kelly St. NE 4.50

Ray Kluka Memorial Park G E 6 Greenwood Ave.Monroe Dr. NE 0.05

Rebel Valley Playlot B Z 1 1005 Stonewall Drive SE 1.37

Renaissance Park N M 2 Piedmont Ave. / Pine St. NE 5.40

Riverside N D 9 James Jackson Pkwy. NW (north of Bolton Rd.) 6.85

Robert W. Woodruff Park G M 2 91 Peachtree St. NE 3.30

Robin Lane Park G F 6 End of Robin Lane NE 0.02

Rockdale Park CN G 9 Habershal Dr. / Johnson Rd. NW 19.87

Rosa L. Burney Park (Dunbar) N V 4 477 Windsor St. SE 13.73

Rose Circle Park B T 4 Rose Circle / White Street SW 2.70

Rose Circle Triangle G T 4 Rose Circle / Lee Street SW 0.21

Rosel Fann Park (Southeast Atlanta) C Z 12 365 Cleveland Ave. SE 20.08

Roseland Cemetery SF X 12 E. Cleveland Ave. / I-85 and Cemetery Dr. SE 0.22

Rumson and Pinetree Park G B 7 Rumson Rd. NE / Pinetree Dr. 0.01

Rumson Road Circle G B 7 Rumson Rd. / Rumson Way NE 0.03

Sandpiper Circle G I 11 2853 Sandpiper Circle SW (end) 0.06

Sandtown Triangle G R 11 Cascade Rd. / Sandtown Ave. SW 0.14

Seals & Sinkfield CN O 5 Dearborn St. SE (at dead end) 0.79

Selena S. Butler Park N M 5 98 William Holmes Borders Dr. NE 3.36

Shady Valley Park N B 7 2720 Shady Valley Dr. NE 11.08

Shadyside Park N N 6 1635 Ponce de Leon Ave. NE (Clifton Rd. to Fairview) 4.07

Sibley Park CN B 8 W. Wesley Rd. / Habersham Rd. NW 1.60

Sidney Marcus Park B F 6 786 Cumberland Rd. NE 2.69

Smith Park G F 6 1571 Piedmont Ave. NE / 1547 Monroe Dr. 0.41

South Atlanta Park N Y 1 Gammon St. SE / Bisbee Ave. 11.05

South Bend Park C Y 1 1955 Compton Dr. SE 76.60

South Evelyn Place Park G J 3 S. Evelyn Place NW / Bankhead Hwy. 1.01

South Gordon Triangle G T 10 S. Gordon St. / R.D. Abernathy Blvd. SW 0.01

Southside Park R Z 12 3460 Jonesboro Rd. SE 211.44

Spellman-Morehouse Beauty Spot G J 3 Spellman St. NW / Morehouse Dr. 0.03

Spink-Collins Park CN D 9 2001 Collins Dr.(dead end of Collins) 21.49

Spring Valley Jewish Corner G F 6 Spring Valley Ln. / University Dr. NE 0.07

The Department of Parks, Recreation and Cultural Affairs Dianne Harnell Cohen, Commissioner

Page 9 of 11 City Of Atlanta Parks

NAME CLASS NPU1 COUNCIL DIST ADDRESS ACRE

Spring Valley Park CN C 8 Spring Valley Rd. / Meredith Dr. NW 3.55

Springdale Park N N 6 1247 Ponce de Leon Ave. NE (at Springdale Rd.) 5.25

Springlake Park CN C 8 Northside Dr. / Norfleet Rd./Springlake Dr. NW 5.20

Springvale Park N N 2 Euclid Ave. / Waverly Way NE 4.60

Stafford Circle Park G K 3 14 Stafford St. NW (near Oleander St. NW) 0.04

Stafford Street Park G K 4 Stafford St. SW / Jasper St. SW 0.12

Stephanie Drive Park G P 11 Fairburn Rd. SW / Stephanie Dr. SW 0.37

Stone Hogan Park N R 11 Stone Hogan Rd. SW / St Hogan Conn. SW 10.50

Stoney Point Park G W 1 Confederate Ave. / Woodland Ave. SE 0.19

Sunken Garden Park G F 6 1000 E. Rock Springs Rd. NE 0.92

Sunnybrook Park CN B 7 Pinetree Dr. NE / Brentwood Dr. NE 2.40

Swann Preserve NP Y, Z 12 Swan Drive SE/ Meador Ave. 18.03

Sylvan Circle Playlot B X 12 1950 Sylvan Rd. SW (Sylvan Cir. at Sylvan Way) 0.51

Tanyard Creek Park N C 8 Collier Rd. NW / Walthall Dr. NW 14.50

Tanyard Creek Urban Forest NP E 8 Adjacent to Ardmore Park by Tanyard Crk 6.29

Tennyson Circle G C 8 off Brookview Dr. NW 0.03

Thomasville Park N Z 1 1835 Henry Thomas Drive SE 44.09

Todd Street Triangle G F 6 Todd Rd. NE / Adair Ave. NE 0.02

Torrence Circle G J 3 160 Torrence St. NW (end) 0.05

Tremont Playlot B J 3 Tremont Dr. NW / Dixie Hills Cir. NW 0.18

Tucson Trail Park N P 11 4610 Tucson Trail SW / Santa Rosa Dr. SW 2.77

Tullwater Park B Z 1 680 McWilliams Rd. SE 5.37

Underwood Hills Park N D 9 1845 Harper St. NW 10.70

Valley Road and Habersham Park G A 8 Valley Rd. NW / Habersham Rd. NW 0.04

Vedado-Greenwood Triangle G E 6 Vedado Way NE / Greenwood Ave. NE 0.07

Veltre Circle G I 11 2718 Veltre Place SW (end) 0.18

Verbena Street Playlot B J 3 120 Hyacinth Ave. NW / 2185 Verbena St. NW 0.69

Vermont Road Park CN B 7 Vermont Rd. NE / Calvert Lane NE 2.00

Vine City Park B L 3 Walnut St. NW/ Graves St./ Magnolia St. 0.76

Virgilee Park N N 6 1324 Ponce de Leon Ave. NE (at Oakdale Rd.) 3.50

Virginia Highland Triangle G F 6 Virginia Ave. NE / N. Highland Ave. NE 0.05

Walker Park N O 5 Memorial Dr. SE / Memorial Ter. SE 7.02

The Department of Parks, Recreation and Cultural Affairs Dianne Harnell Cohen, Commissioner

Page 10 of 11 City Of Atlanta Parks

NAME CLASS NPU1 COUNCIL DIST ADDRESS ACRE

Walton Spring Park G M 2 Spring St./ Int'l Blvd./ Carnegie Way NW 0.18

Washington Park C K 3 102 Ollie St. NW / Lena St. NW 20.43

Welch Street Park G V 4 794 Welch St. SE 0.18

West End Park N T 4 1111 Oak St. SW 6.37

West Manor Park N I 10 3240 W. Manor Cir. SW / Benjamin E. Mays Dr.SW 11.20

West Wesley Park CN B 8 59 W. Wesley Rd. NW (1 block W of Peachtree Rd.) 1.13

Westminster Park G E 6 Westminister Dr. NE / Park Lane NE 0.01

Whittier Mill Park N D 9 Spad Ave. NW / Wales Ave. NW 22.00

Wildwood Gardens Park CN F 6 735 Wildwood Rd. NE 1.56

Wildwood Place G F 6 Wildwood Place NE (end) 0.05

Willard and Gordon Park G T 10 Willard Ave. / S. Gordon St. SW 0.07

Wilson Mill Park N H 10 300 Wilson Mill Rd. SW 35.50

Wilson Park Triangle G F 6 E. Morningside Dr. NE / N. Rock Springs Rd. NE 0.12

Windsor Street Park B V 4 700 Windsor St. Se / Bass St. SE 1.09

Winn Park N E 6 Westminister Dr. NE / Lafayette Dr. NE 10.30

Woodward Way Park CN C 8 Habersham Rd. NW / Woodward Way NW 1.67

Yonah Park CN E 6 Yonah Dr. NE / 15th St. NE 1.90

Zimmer Drive Circle G F 6 Zimmer Dr. NE (off N. Highland Ave.) 0.04

The Department of Parks, Recreation and Cultural Affairs Dianne Harnell Cohen, Commissioner

Page 11 of 11

Table of Contents