532 PARKS 



ORGANIZATION CHART, DEPARTMENT OF PARKS AND RECREATION 

 WINSTON-SALEM, NORTH CAROLINA 



Board of Aldermen and a Mayor who Serves as Chairman of the Board 



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Board of Education, Composed of Two Members of the Board of Aldermen 

 and Five Members Appointed by the Board of Aldermen from Citizens at Large 



I 

 Superintendent of Schools 



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 Superintendent of Parks and Recreation (also Director of Physical Education in the Schools) 



r~ ~T~ i 



Landscape Architect Playgrounds and Recreation Maintenance 



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Play Leaders and Swimming Instructors Foreman, Laborers 



This unusual plan of organization came about for the reason that by 

 far the larger majority of the recreation areas of the city are combined 

 park and school grounds. Of a total of two hundred and sixty-five acres 

 of recreation area only fifteen acres (in one property) is separate from a 

 school site. The budget for the department of parks and recreation is 

 passed directly by the board of aldermen. The budget for the department 

 of physical education is passed directly by the board of education. During 

 the school year the entire program of play and recreation is organized and 

 conducted through the department of physical education. During the three 

 months of summer the program is conducted with moneys from the budget 

 for the department of parks and recreation. The landscape architect and 

 certain maintenance employees in the park and recreation department are 

 employed the year round. In landscape matters pertaining to the develop- 

 ment of school grounds outside of recreation areas the landscape architect 

 deals directly with the superintendent of schools. In the planning and 

 development of parks and other recreation areas, he is under the control 

 of the superintendent of parks and recreation who, in turn, reports to the 

 superintendent of schools. 



The foregoing examples of departmental and executive organization of 

 park departments are presented only as examples illustrating practices in 

 various cities and counties at the present time (1926). They are not pre- 

 sented as models, although all of them are apparently functioning efficiently 

 in their several fields. Every park governing authority will of necessity 

 develop its executive organization as nearly in harmony as possible with the 

 service needs of the community or area in which it operates as the gov- 

 erning authority views those needs. Where the park governing authorities 

 are in charge of the community recreation program, the executive organiza- 

 tion would necessarily include all the various divisions found in the most 

 highly developed park department and in the modern recreation depart- 

 ment. The following idealized chart suggests how a park department might 

 include all its own functions and those of the modern organized recreation 

 system. The chart is, as has been stated, merely suggestive and would 

 require adaptation to meet local conditions. 



