Rejuvenating Neighborhoods and Communities Through Parks—A Guide To Success www.NRPA.org National Recreation and Park Association © 2011 All Rights Reserved 37 Section 5: Input to Implementation The information and insights in this section are intended to: • Remind the reader that integrating information and insight requires ongoing diligence • Identify important elements of a successful model by learning more about the New York City Partnerships for Parks approach and its lessons • Review park examples nationwide of the integration of information into implementation • xamine the Partnerships for Parks model and identify elements and lessons that can apply to other settings • Consider essential elements for creating a model that works for your community, situation, and agency Input and Ideas Transformed Into Implementation The saying “Rome wasn’t built in a day” certainly applies to park projects—especially the ones that result in community change and revitalization Just a few of the challenges: • How do you manage to sustain the interest, trust, and input of the neighbors and other important community groups over an extended period of time? • How do you actually complete a project that reflects the specific preferences and addresses the important needs of the neighborhood or community? • How can the engagement of the community and its partners support the ongoing sustainability of the project? In spite of the challenges, some park agencies and park partnerships have been successful in progressing from ideas to implementation to sustainability The lessons they have learned and shared are valuable to all who pursue this worthwhile rejuvenation, as examples in this section will show Having successfully addressed the above challenges, the New York City Partnerships for Parks has charted the steps it took and then replicated throughout various projects, along with lessons learned, for the benefit of others considering the rejuvenation of parks Partnerships for Parks: Lessons and Successes When Partnerships for Parks, a joint program of the Parks Foundation and the New York City Department of Parks & Recreation, began in 1996, it called its undertaking the Catalyst for Neighborhood Parks While an enticing title or graphic does not guarantee success, the term “catalyst” created a tone that strongly suggested action and results Granted, not all communities are as large as New York City or have its potential resources, but then not all communities experience the depths of issues and challenges of its size either. Review the framework of this approach and be ready to adapt and adopt these tools and techniques for your part of the world.
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