Parks and public spaces
Last Revised: April 1, 2026
- Outcomes
- Supportive neighborhoods
Strategy overview
Parks and public spaces are vital assets for communities: Parks and public spaces are areas or facilities that create opportunities for recreation, leisure, and civic engagement. They operate at all levels of scale, ranging from neighborhood gardens to flagship regional parks. These assets are typically managed by a local or regional agency that is responsible for design, upkeep, programming, and community engagement. This resource focuses on the economic, social, health, and environmental benefits parks provide to communities, as well as ways to ensure those benefits are accessible to all.
Parks and public spaces generate economic activity and shape community development: Parks provide a range of economic benefits for cities, supporting jobs, hosting markets and other commercial vendors, and attracting foot traffic. Proximity to parks is correlated to increased property values, and as a result, new or updated parks in underserved communities can contribute to gentrification and displacement. When creating new parks, an increasing number of agencies have engaged in intentional, long-term planning with impacted communities and made investments to ensure that current residents benefit from new public spaces.
Parks and public spaces are social infrastructure: Parks and public spaces are often critical spaces for civic engagement, recreation, events, and socialization – especially for youth and seniors. Local governments and community organizations use parks and public spaces to host programs like summer camps, sports, farmers markets, and classes. As such, the design of parks should accommodate a variety of uses.
Parks improve public health: Parks provide crucial public health infrastructure for communities. Proximity to parks with pedestrian and cycling paths is associated with reduced obesity rates. Accessibility to green space in urban environments also has proven mental health benefits. Sports and wellness programming offered by many park and recreation agencies also produce positive health outcomes.
Parks and public spaces provide environmental benefits: Park and recreation agencies play an important role in maintaining local ecosystems and mitigating the effects of climate change. Green spaces improve air quality, absorb rainwater, reduce air pollution, and lower local temperatures, with research finding that areas within a 10-minute walk of a park are up to six degrees cooler compared to other areas in cities.
Ensuring universal access to high quality parks and recreation: Disparities in park quality and access to programming reflect income and racial segregation prevalent in many U.S. cities, resulting in reduced access to parks for lower-income Black and Latino residents. Park agencies can adopt several approaches to make sure parks, public spaces, and recreational programming are accessible to all, including reduced fees for programming, specialized engagement strategies, and design features to create welcoming spaces.
There is strong evidence that access to parks and public spaces leads to improved mental and physical health outcomes, including reduced obesity. Multiple studies have underscored the importance of parks and public spaces to the economic development of cities on a neighborhood and regional scale. Studies have also shown that parks provide important environmental benefits to cities.
Economic benefits of parks and public spaces:
Crompton & Nicholls (2019): A literature review of studies on the relationship between property value and proximity to parks in U.S. cities revealed that passive parks, which provide less structured programming and include nature-based recreation, contribute more to property value than active parks, and that smaller and more densely located properties experienced a greater increase in property value from park proximity.
Harnik & Crompton (2014): A quasi-experimental study estimating the economic impact of parks and specific recreation programming based on studies conducted in 12 cities across the U.S. by the Trust for Public Land found that cities benefit from additional property tax revenue, with Washington, D.C. gaining an additional $6.95 million in property tax revenue due to its parks.
Social benefits of parks and public spaces:
Larson et. al (2016): Data from 44 U.S. cities evaluating the relationship between urban park quantity, quality, and accessibility and self-reported health and well-being found that park quantity (measured as the percentage of city area covered by public parks) was among the strongest predictors of overall well-being, with positive associations between park proximity and well-being. Individuals living in greener urban areas display more positive indicators of mental health than those who live in less green settings. Parks help to facilitate greater social capital and perceptions of community well-being.
Health benefits of parks and public spaces:
Bratman et. al (2016): A randomized controlled trial examining the impact of experiencing nature versus the urban environment’s effect and cognition and mental health found positive effects on verbal working memory and reduced symptoms of anxiety.
Polyzou & Polyzos (2024): A literature review examining the impact of parks and recreation facilities on obesity found pedestrian infrastructure was associated with lower rates of obesity, whereas a higher proportion of streets was associated with less outdoor activity and higher rates of obesity. Furthermore, higher accessibility and new infrastructure for walking and cycling was associated with greater physical activity and lower rates of obesity.
Jimenez et. al (2021): A literature review found that exposure to parks and nature is associated with benefits to mental health and cognitive function, blood pressure, and postoperative recovery.
County Health, Parks and Green Spaces (2023): A research synthesis highlighting the benefits of parks and green space notes the benefits to physical and mental health for all age groups.
Environmental benefits of parks and public spaces:
Soltanifard & Amani-Beni (2025): A systemic review of studies examining the cooling effects of urban green spaces highlights that cities can maximize the impact of greenery by combining tree cover with dense vegetation and water management infrastructure.
Cohen et. al (2022): A literature review by the Urban Institute found that parks provide mental and physical health benefits and lead to reduced healthcare spending, and that parks and green spaces strengthen environmental health by improving air quality and temperature, as well as reducing the impact of adverse weather-related events on communities.
Before making investments in this strategy, city and county leaders should ensure this strategy addresses local needs. Local leaders can use tools such as the Trust for Public Land’s ParkServe to measure park accessibility for residents based on proximity. ParkServe also includes geospatial data for demographics, school locations, and environmental data to help local leaders prioritize investment in underserved areas. ParkServe includes data for over 14,000 towns and cities in the United States. The National Recreation and Park Association (NRPA) has developed Seven Dimensions of Well-Being as a holistic framework for investments in parks and public spaces to maximize their positive impacts on public health, well-being, community resilience, and upward mobility. This resource is a tool for local governments to align investments in parks with outcomes that recognize parks as both amenities and essential infrastructure. The Urban Institute has also developed an indicator framework to help local leaders assess conditions related to upward mobility, identify barriers, and guide investments to address these challenges. These indicator frameworks can serve as a starting point for self-assessment, not as a comprehensive evaluation, and should be complemented by other forms of local knowledge. The Urban Institute's Upward Mobility Framework identifies a set of key local conditions that shape communities’ ability to advance upward mobility and racial equity. Local leaders can use the Upward Mobility Framework to better understand the factors that improve upward mobility and prioritize areas of focus. Data reports for cities and counties can be created here. Several indicators in the Upward Mobility Framework may be improved with investments in commercial corridor revitalization. To measure these indicators and determine if investments in these interventions could help, examine the following:
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Creating welcoming spaces: Among the most important design components of parks are amenities catering to basic needs, like shade, accessible seating, bathrooms, and water fountains. A park or public space should be well-maintained, well-lit, easily navigable, and physically accessible for a range of users. Maintaining a clean park with functional infrastructure helps create a welcoming space and positive user experience. Sufficient lighting ensures people feel safe using the space in the evenings. Including clear wayfinding with accessibility features for blind or deaf individuals, as well as signage in multiple languages, helps ensure the space is accessible to all. Seating along heavily trafficked paths, Americans with Disabilities Act (ADA) compliant ramps, and benches that include armrests ensure that the space is hospitable to a wider range of users.
Strategic programming and activation: Successful parks tend to feature thoughtful programming and intentional space activation. Programming should meet the diverse needs of the community, with opportunities designed specifically for a wide range of users (i.e., different programs for children, teenagers, seniors, etc.). Programming schedules should account for the time of day that various groups tend to use the park. Examples of park programming that meet different community needs include childcare, out-of-school time programs, fitness classes for seniors, or sports leagues for youth.
Meeting civic needs for communities: Given parks’ importance in strengthening community life, they should be designed to host a wide range of gatherings, ranging from family picnics to civic events that build community pride. Providing event spaces for community events can also facilitate civic life. Open spaces should be adaptable for different uses, at different times of the day, and in different weather conditions. For example, a public space that has movable tables, chairs, umbrellas, and electrical outlets can be used by people in many ways throughout the day, or can function as an event space. Including storage facilities is critical for accommodating different uses. Parks and public spaces also enable opportunities for socialization and often serve as “third places” for young people and seniors. Key to designing spaces that create these positive social outcomes are spaces that are multi-purpose, have open sight lines, and include vegetation or other infrastructure to allow use during different seasons or weather.
Programming and design that improve community health: Park facilities provide spaces for passive recreation, physical activities, and access to cheap and convenient health and wellness resources like workout equipment, aquatics facilities, wellness classes, or access to fresh food at farmers markets. Parks and public spaces can also serve critical public health and safety functions for cities responding to emergencies or natural disasters by providing places to distribute food, staging areas for emergency services, or vaccination sites. Furthermore, during extreme weather events, park facilities can support public health by hosting life-saving cooling or warming centers.
Designing spaces for climate resilience: Parks and public spaces are vital green infrastructure and should be integrated into broader strategies for mitigating the negative impacts of climate change on communities. To enhance climate resilience, local governments can incorporate design elements such as green stormwater management into park projects.
Engaging community members in the design process: Park and recreation agencies should seek input from the public to shape park designs, renovations, and strategic planning. Community input can shape the design of neighborhood parks and public spaces to ensure they reflect the local history and culture, which can cultivate a greater sense of belonging among residents. Agencies can partner with schools or community-based nonprofits to ensure that engagement efforts reach the broadest set of neighborhood residents. Park agencies should also engage residents to receive feedback on specific programming, like summer camps or sports leagues. Additionally, some agencies engage youth through advisory boards to create more engaging youth and recreation programs.
Addressing gentrification concerns: As proximity to parks can increase property values, taking steps to prevent displacement should be integral to the planning and design process for new facilities. Intentional, community-involved planning, multi-sector investments in housing, workforce development, small businesses, and tools like community land trusts can ensure that current residents benefit from new public investments.
Understand the needs and interests of disadvantaged groups: When preparing for new investments in parks and green spaces, park agencies should engage heavily with community residents via listening sessions, co-creation sessions, and other public events. These activities help build community trust and buy-in, and they are necessary for ensuring that park characteristics reflect resident preferences and amplify the history and culture of the local community. Agencies should actively seek input from people who are less naturally engaged, rather than just the "squeaky wheels." Compensation (childcare, food, money) should be provided to secure the participation of residents.
Ensuring current residents benefit from new investments: Because new investments in parks can accelerate gentrification, park agencies should. engage in community preservation efforts – sometimes called “placekeeping” – before the park or public space is built or renovated as part of an equitable development plan. Park agencies can help convene public agencies, community-based organizations, and local philanthropy to facilitate investments in workforce training, support small business development, set aside land for new affordable housing, advocate for policies that help renters become homeowners, establish value capture mechanisms, or create community land trusts. Projects like the 11th Street Bridge Park in Washington, D.C. or Destination Crenshaw in Los Angeles, CA are examples of agencies creating multi-sector partnerships that are responsive to community needs.
Prioritizing reducing disparities in policy and strategic planning: Beyond individual projects, park agencies can be key public partners in crafting and implementing policies that promote park access and minimize the negative consequences of redeveloping or building a new park. Agency leaders can advocate for public finance mechanisms, such as developer impact fees, to generate revenue that can be reinvested into historically underserved communities. Park agencies can support land use policies, such as incentives for creating public spaces alongside new development or ordinances enabling the conversion of city-owned vacant lots, often present in lower-income communities, into green spaces. Park agencies can scale this approach by incorporating these practices into jurisdiction-wide strategic plans.
Increasing park accessibility through transit connections: For many lower-income residents or seniors, reliable access to a car can be an obstacle to accessing parks or public spaces. Ensuring that regional parks, trails, and larger public spaces are accessible by transit ensures they can be used by all. For examples of this work, see Marin County, CA transit to parks initiative, or the Trailhead Direct program in King County, WA.
Financial assistance for park and recreation services: Some services provided by park and recreation agencies (like workout classes, sports leagues, or summer camps) require a fee. This cost presents barriers to lower-income families or seniors on a fixed income. To ensure everyone can take advantage of park and recreation services, many local governments offer fee waivers, financial aid, or discounts based on income level or for seniors (see Austin, TX as an example of financial aid for summer camp programming).
Service delivery and resource distribution: Parks in lower-income neighborhoods often suffer from maintenance issues, with less upkeep of walkways, bathrooms, and other basic facilities. This dynamic often emerges from parks departments acting reactively to resident complaints, rather than proactively, and because lower-income residents may be less comfortable contacting local authorities than higher-income residents. Agencies can track and analyze the needs of different neighborhoods and ensure the equitable distribution of resources and services by examining work order data. Heat map analysis of maintenance request fulfillment shows where requests originate, how quickly agencies respond, and areas with unmet needs. This allows park agencies to allocate resources based on neighborhood need for responsive and proactive service.
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Engage community members early and often: There is a strong need for continuous engagement throughout the planning and lifecycle of a park or public space. Community members engaged on the front end will be advocates, stewards, and users of the park on the back end. Strategies for engaging community members range from lower intensity efforts like feedback surveys to higher effort engagement at community events or town halls. To ensure disadvantaged communities are able to participate, parks agencies might consider providing childcare, food, or compensation to attendees. Park officials should also consider joining meetings already happening in the community instead of asking residents to attend additional meetings.
Considering maintenance early: Regular, high-quality maintenance is essential for the success of parks and public spaces. Parks leaders should consider upkeep early in any design process and secure sustainable funding for ongoing maintenance. Key to accomplishing this is engaging maintenance staff to ensure long-term upkeep is feasible.
Pilot smaller interventions: Before committing to large capital projects, take a “lighter, quicker, cheaper" approach that allows for piloting and iteration. This approach can more concretely gauge community needs, test new park designs and features through evaluations, and build resident trust.
Developing a responsive, high-quality workforce: Developing a responsive, high-quality workforce is crucial for maximizing the social, economic, and health impact of park and recreation agencies. Creating diverse recruitment pipelines ensures staff reflect the residents they serve, helping to build public trust. Investing in workforce quality includes supporting staff certifications such as the Certified Park and Recreation Professional (CPRP), Certified Playground Safety Inspector (CPSI), Aquatic Facility Operator (AFO), and Certified Park and Recreation Executive (CPRE). Retaining operational staff is important as they become familiar with the communities they serve. Agencies can boost retention and create more fulfilling work by assessing employee strengths, needs, and interests to assign tasks effectively. Park agencies should also consider having frontline staff with a social work background trained to engage with and assist residents experiencing homelessness.
Park accessibility: Measuring park acres per thousand residents and park proximity (e.g., within a 10-minute or a half-mile walk) are good proxies for overall park accessibility. The national median for parkland managed by park and recreation agencies is 10.2 acres per one thousand residents (as of 2025). Measuring how people get to the park or public space (e.g., vehicular, walking, transit) through resident surveys or using geospatial data from mobile devices can reveal shifts in accessibility and demographics. The Trust for Public Land’s ParkScore ranking provides a methodology for local governments to measure park accessibility and quality based on five domains: acreage, investment, amenities, access, and equity.
Evaluation of park use: Park agencies should measure both passive and active recreation rates. For passive recreation, conducting trail counts or surveys can identify utilization rates and generate user feedback. Measuring participation at events and analyzing programmatic data (enrollment, demographics, safety incidents) can help ensure the space is reaching its intended audiences and not overlooking any segment of the community.
Community engagement efficacy: Tracking attendance and demographics at park design and planning meetings is a crucial step in evaluating the success of engagement strategies. This data will reveal whether the outreach methods are successfully drawing in residents whose voices have been historically underrepresented in public planning processes.
Long-term health and environmental outcomes: Tracking health indicators such as obesity and asthma rates can help establish the positive impacts of parks. To measure parks' impact on urban heat island effects and air temperature, agencies can place thermometers in parks and other places across a community or by satellite data. Researchers can also track energy consumption relative to park proximity using utility data.
Tracking the impact of spending: Agencies managing parks and public spaces should track annual spending on capital projects, operations, and maintenance, as well as where those investments are made throughout a jurisdiction. Analyzing spending by neighborhood or park facility, especially on maintenance and capital projects, helps determine if underserved neighborhoods are receiving adequate funding. Examining spending on programs can help agency leaders budget for operations to meet demand, ensuring everyone can access health, fitness, or recreation programs.
Agency CAPRA Certification: The Commission for Accreditation of Park and Recreation Agencies (CAPRA) offers a "north star" for assessing organizational practices, structure, and community impact. Aligning with CAPRA standards provides a nationally recognized benchmark for park and recreation agencies, helping agencies measure operational efficiency, evaluate strategic decisions, and establish best practices for staff.
Resources
Evidence-based examples
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Outcome Area |
This ranking reflects how these approaches are scored in one of the major government- or philanthropy-led clearinghouse resources. For more: https://catalog.results4americ... |
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Infrastructure planning initiative to support biking, walking, and non-automobile transportation options
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Supportive neighborhoods |
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Exercise classes and other physical activities in a community space to boost health and social cohesion
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Supportive neighborhoods Stable and healthy families |
Evidence varies across specific models |
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Plots of land owned by local governments, non-profits, or other groups that are dedicated as a gardening space for public use on a membership basis
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Supportive neighborhoods Stable and healthy families |
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Combines physical activity opportunities and social support to build, strengthen, and maintain social networks that encourage positive behavior changes
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Supportive neighborhoods Stable and healthy families |
Evidence varies across specific models |
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Weekly markets in public spaces offering fresh fruits and vegetables, nutrition education, and more
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Supportive neighborhoods |
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Consists of expanding areas (and access to those areas) for physical activity in communities, such as exercise facilities or trails
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Supportive neighborhoods Stable and healthy families |
Evidence varies across specific models |
Contributors
Jesús Aguirre
Director of Austin Parks and Recreation Jesús Aguirre possesses 25 years of experience in public parks, nonprofit leadership, and public education. Aguirre previously led parks and recreation departments in Washington, D.C., and Seattle, where he developed innovative strategies and achieved significant successes in both cities.
Aguirre’s leadership has been marked by a commitment to equity and sustainability. In Washington, D.C., he led the department to national accreditation, while in Seattle, he helped launch a new park district, securing vital funding for park improvements. He most recently served as CEO of Waterloo Greenway, a nonprofit overseeing a 35-acre urban park system in downtown Austin, where he advanced initiatives that connected people with nature and culture.
Aguirre is an active leader in the parks and recreation field, serving as chair of both the National Recreation and Parks Association (NRPA) and the Children and Nature Network (C&NN), and as a member of the American Academy for Park and Recreation Administration. He is also a certified Parks and Recreation Executive (CPRE). Aguirre holds an MBA from Arizona State University and a BA in Biology and Pre-Medicine from the University of Texas at Austin. He is an avid park user and looks forward to collaborating with the Austin community to create vibrant, inclusive spaces for all.
Scott Kratz
Scott is the Founding Director of the 11th Street Bridge Park and for the last twelve years has partnered with the Washington DC city government to transform an old freeway bridge into a park above the Anacostia River. Scott is working with local stakeholders to use the base of one of the bridges to create a one of a kind civic space supporting active recreation, environmental education and the arts. Scott leads the team that is designing, building and one day operating the park. Beyond the park’s physical construction, he has led the effort to ensure long term residents can stay and thrive in place through a nationally recognized Community Preservation Plan that includes affordable housing, workforce training, preservation of Black owned small businesses, arts / culture and health / wellness strategies.
Scott lives a few blocks away from the Bridge Park site in Capitol Hill and has called Washington DC his home for the last 19+ years. He graduated with a history degree from Pomona College in Southern California and has worked in the education field for twenty+ years
Alessandro Rigolon
Alessandro is an Associate Professor in the Department of City and Metropolitan Planning at the University of Utah, where he also coordinates the Master’s of City and Metropolitan Planning. His research focuses on environmental justice issues related to urban green space and their impacts on health equity. His current work includes four connected areas: policy determinants of (in)equitable green space provision, drivers of and resistance to green gentrification, the role of green space in equitable climate adaptation, and the public health impacts of green space on underserved communities.
Kelly Verel
Kelly believes that unlocking the potential of Public Spaces can foster social change. This commitment inspires her work as the Co-Executive Director at Project for Public Spaces, where she drives and executes the nonprofit’s vision as well as oversees the Market Cities Program, Events, and Finance and Operations.
Kelly has led the planning, design, and development of public markets and undertook pilot projects in Pittsburgh, Seattle, and Toronto to kickstart citywide market strategies. As someone who enjoys gathering professionals in the field, she has spearheaded many of our popular online trainings, including How to Create Successful Markets. Since 2009, she has planned and now directs our International Public Markets Conferences, which have taken place worldwide, including Toronto and Barcelona. Kelly also enjoys sharing her passion for public spaces, including markets, with others and is a sought-after speaker and thought leader.
Her career began in the local food and sustainable agriculture field, specifically farmers markets, which inspired her to dig deeper into the management, operations, and impacts of all types of public markets. Having worked at GrowNYC, Kelly remains very involved with NYC’s farmers markets both professionally, and personally—it’s where she does her weekly shopping in pursuit of culinary adventures.
Garrett Warfield
Garrett Warfield is a social impact expert for large nonprofits, businesses, and government agencies. For over 20 years, he has translated research to practice in nearly every corner of the social sector, from workforce development to education, criminal justice, mental health care, parks and recreation, and beyond. Garrett is the Chief Research and Impact Officer at the National Recreation and Park Association (NRPA). Previously, he was the Chief Research Officer at Year Up United. He serves on advisory boards for Results for America, Project Evident, and The Possible Zone, which is based in Boston where Garrett, his wife Anna, and their beloved pitbull call home. Garrett has a PhD in Criminology and Justice Policy from Northeastern University, an MSc in Criminology and Forensic Psychology from Middlesex University in England, and a BA in Psychology and Statistical Methods from Boston University. When he’s not dabbling in data, you’ll find Garrett hiking and enjoying his local parks.