Parks and Recreation Master Plan

Font Size: + -

Feedback Print

The Plan, Meeting Future Demand

In June 2025, Albemarle City Council adopted a new Parks and Recreation Master Plan. This Ten-Year Comprehensive Parks and Recreation Master Plan is intended to help the City understand the current state of the recreation system and use public input to craft a vision for the future. This plan provides the framework for guiding the City’s Council and staff.

How the Plan Gathered Information

The recommendations are based on an extensive process with City staff, community input through a series of public meetings, a statistically valid survey, and focus groups. The process also included demographic and trend research, and an analysis of the Department’s programs, maintenance and operations, and levels of service.

Action Implementation Plan

An action implementation plan describes how the City of Albemarle can strategically address implementation of the Master Plan. The actions steps are broken up into the following categories: Immediate, Short-Range, Mid-Range, and Long-Range. Click the sections below to see action items for each category.

Immediate Action Steps

Environmental Assessment of Wiscassett Property - A phase 1 environmental assessment of the Wiscassett Property will determine what the site is suitable for if turned into a park

Non-resident Fees - Consider raising non-resident fees to cover their impact on usage and participation. In-lieu of increasing non-resident fees, Stanly County could provide funding assistance to the City. A fee study should be conducted on a regular basis.

Visitor Impact Meetings - The parks and recreation department should regularly meet with the Economic Development Commission, Visit Stanly County, and the Down town Development board

Seek County Funding for Facility Support - Non-resident program fees are not enough to cover staffing and facility maintenance. Without some financial support from the County, the City will continue shouldering the impacts from non-resident use

Rebranding Efforts - A rebranding effort can ensure the City’s parks are refined and uniform, which can convey a positive message to park and City visitors. The department should pursue uniform branding and standards

Uniform Park Signage - Currently, there is not uniform signage within the park system. Moving forward, all parks should have signs that are uniform and aligned with the departmental brand standards

Short-Range Action Steps

Visitor Growth Policy Development - All facilities should be developed with residents in mind, but the tourist / visitor population should also be considered. The department should set annual goals to increase visitorship

Events and Arts Programming - There is significant interest in special events like outdoor movies, cultural events, and art programs. Many of these offerings are currently coordinated by the director, which takes away from planning and overseeing long-term goals. A special events coordinator is critically needed

System Improvement Maintenance and Staff - An additional, smaller, full-time maintenance crew should be added to address minor facility additions, manage renovations, update maintenance items,and complete beautification efforts

Increased Budget - Increase the budget to improve the park system, which will positively impact visitors / tourists

Lighting and Cameras - The department should update the lighting, cameras, and park user observation

Police and Parks Dual Messaging - The efforts and success of the parks and police department collaboration should be more widely publicized. This effort should be proactive and externally communicated

Accessible Routes - The City should develop ADA accessible routes to the recreation elements in the park system

Develop Accessible Playgrounds - Many of the City’s parks need to be updated in order to adequately serve resident needs and limit the risk of liability

Improve Curb Appeal - The City focuses on maintaining the functionality of parks and does not spend as much time with the attractiveness of parks, which can increase visitor and tourist numbers

Increase Major Maintenance - The City should inventory all assets of $5,000 and include things like HVAC units, park vehicles, maintenance equipment, repaving park areas, facility painting, fencing, and lighting, etc.

Program Banners - Uniform marketing banners should be placed in high traffic locations

Centralize Athletic Facilities - The athletic facilities should be more concentrated to improve maintenance efficiency and to serve the community in a more practical way

Downtown Connectivity - An attractive and intentional corridor should connect the Wiscassett Property, Don Montgomery Park, and Optimist Park. The current Long Creek Greenway is generally hidden from view and is in need of signage.

Private-Public Partnerships - Partnerships should be used to expand, maintain, or terminate private-public ventures, as needed. The City should regularly evaluate all ventures to ensure they are a good use of park property.

Mid-Range Action Steps

Special Events - The City should offer more special events like outdoor movies and concerts. Current staffing levels limit the ability to meet this need

Outdoor Recreation Economy - The department should develop RV camping and cabins within the park system. The revenue from these efforts should be used as an enterprise fund that can continually improve the park system

Consider Park Renaming - Ballfields should keep their respective names and unite under a unified name. We recommend timing this around the development of the Wiscassett Property

Enterprise Parks - Parks that are able to generate income should be used to do so. This can help attract visitors and boost the economy through revenue stream

Reduce Duplicate Offerings - By having two pools, the City is duplicating an offering. The City should phase out of using the pool at Rock Creek Park and concentrate its efforts to improve the offering at Chuck Morehead Park

Restroom Updates - The park system restrooms should be renovated and improved for accessibility

Offer More Non-athletic Programming - The City should expand its non-athletic offerings to include arts, culinary arts, environmental education, and programs for ages 15-35. Current staffing levels limit the department’s ability to meet this need

Greenway Beautification - There should be an effort to beautify the Little Creek Greenway from the Don Montgomery/Optimist Park to the downtown businesses

Arts and Culture Partnerships - The department should offer more arts and cultural programs. This should be done in coordination with the Arts Council

Trails and Greenway Master Plan - The City should spearhead efforts to create a trail and greenways master plan, which should include connecting the City to the Carolina Thread Trail and other area destinations

Environmental Education Signage - The park system should have environmental education signage.

Long-Range Action Steps

Arts and Design Facilities - There should be an arts and design studio added to the parks system

Update the Maintenance Facilities - A better organization of the maintenance buildings, amenities, and facilities could open up the area behind the Niven Center for program use. Fencing, visual buffering, and safety precautions are necessary to realize these opportunities

Focus on Eastern Albemarle - Eastern Albemarle is a geographic area in need of park opportunities. The Niven Center is currently being underutilized. A shift in the use of this property could better serve Eastern Albemarle

Volunteer Projects - The City should create structured volunteer projects to engage the community and teach people new skills. Current staffing levels limit the department’s ability to coordinate these now.