玉渊潭公园工作人员表示，公园冰场预计在2月4日结束运营后关停。 北京商报讯（记者 吴其芸）2月3日，北京商报记者获悉，北京多家市属公园冰场将陆续关停。北京市 颐和园管理处发布通告称，由于近日气温持续回升，为确保游客安全，颐和园冰场将提前至2月3日营业 结束后正式关闭。 截至目前，有部分市属公园冰场已关停。北京市北海公园管理处发布的温馨提示显示，因天气原因，为 保障游客安全，北海公园冰场于2月3日正式停止运营。同样，陶然亭公园冰上活动项目（冰车、冰上自 行车、滑冰场）已于2月2日17时正式停止运营，但公园内冰滑梯项目正常运营，运营期间将视天气等情 况，随时采取限流管控措施。 ...

（来源：千龙网） 在公园待上20分钟，可以显著提高人的幸福感，近年来，"公园20分钟"效应流行，公园不仅可以赏景， 也成为人们运动、亲子、社交、品尝美食、看演唱会的"能量场"和"充电站"，将松弛感拉满。 北京市正加速推动花园城市建设，全市公园数量已经超过1100个，并通过了《北京市公园配套服务项目 经营准入标准（试行）》等政策引入社会资本，音乐季、特色市集、国风体验等有趣的活动让公园更加 年轻、有活力。但如何引入社会资本，引入后又怎样保障可持续经营、让公园充满活力？北京两会期 间，记者分别采访了多位专家、委员与公园运营负责人，他们各自通过自己的专业角度，给出了相关建 议。 建议1 社会资本准入领域需明确 方圆 城市雨水系统与水环境教育部重点实验室正高级工程师 方圆近年来关注公园消费问题。"近期，我对海淀区多家公园进行调研，发现区内居民具有较强消费能 力和文化素养，对公共空间品质有更高要求。然而，当前一部分公园，从运营与消费角度，仍有很大潜 力可以释放。" 在调研中她注意到，近年来，北京已在公园配套服务准入、公共空间活化利用等方面出台多项规范性文 件，为社会力量参与提供制度基础。但具体操作中仍存在模糊情况，公益 ...

Core Viewpoint - Beijing has introduced measures to enhance park quality, stimulate urban development, and improve public satisfaction while maintaining the parks' public welfare attributes. The focus is on encouraging social capital to operate parks in a more sustainable and brand-oriented manner [1][7]. Group 1: Park Development and Management - The new measures allow parks to be operated by enterprises for a maximum of five years, promoting long-term brand development and operational efficiency [1][7]. - By 2026, Beijing plans to build 200 new parks, contributing to the city's goal of becoming a "big garden" and enhancing residents' quality of life [1]. - In 2025, the municipal budget for park construction will reach 4.2 billion yuan, focusing on ecological restoration and facility upgrades [2]. Group 2: Challenges in Park Operations - Many parks face issues such as lack of vitality, limited service offerings, and a failure to attract diverse age groups due to a focus on basic amenities [3]. - The historical and cultural significance of parks is not fully leveraged, leading to low visitor spending and limited revenue generation [4]. - Restrictions on commercial activities have resulted in inadequate food and beverage options, which do not meet visitor expectations [5]. Group 3: Potential for Improvement - There is significant potential for enhancing park operations by utilizing cultural and natural resources, which can attract more visitors and increase revenue [4]. - Successful examples from other regions show that involving social capital can lead to improved brand value and operational success [7]. - Market-oriented operations can reduce annual maintenance costs by 20% to 30%, as demonstrated by the Shanghai Century Park [8]. Group 4: Innovative Approaches - The introduction of a tailored approach for different park types is essential for effective social capital engagement, ensuring that each park's unique characteristics are considered [8]. - Successful case studies, such as the Longtan Zhonghu Park, illustrate the benefits of a dual-effect operation model that combines ecological advantages with active community engagement [10]. - International examples show that parks can thrive through donations and sponsorships, enhancing their operational capabilities while maintaining public welfare [9].

Core Viewpoint - Beijing has introduced measures to enhance park quality and stimulate urban development, focusing on public welfare and ecological priorities, transitioning parks into comprehensive urban green spaces that integrate leisure, culture, consumption, and ecology [1][3]. Group 1: Park Development and Integration - The new measures aim to promote the deep integration of parks with urban areas, breaking down spatial and functional barriers [3]. - Beijing currently has 1,136 parks, receiving over 500 million visitors annually, with a 93% coverage rate of park green space within a 500-meter radius [1][3]. - Over the next decade, Beijing plans to construct 200 new parks, enhancing the accessibility of green spaces for residents [1]. Group 2: Operational Mechanisms and Standards - The measures establish a multi-departmental coordination mechanism to enhance park services during peak visitor times, including temporary parking and mobile facilities [3]. - Parks will adopt a "one park, one policy" approach, focusing on different operational strategies based on park types, such as cultural heritage for historical parks and community services for neighborhood parks [3][5]. - A performance incentive mechanism will be implemented, with park revenues reinvested into management and services, promoting a sustainable development model [5]. Group 3: Supportive Policies and Community Involvement - The measures address policy bottlenecks related to park land and facilities, allowing for the regulated rental of park buildings and flexible use of space for activities [5]. - There will be a "citizen park manager" model to involve community members in park oversight and suggestions, fostering a collaborative management approach [5]. - The city will implement a regular evaluation system for parks to assess and optimize their quality and services [5].

Core Insights - The evolution of parks in Beijing has transformed them into vibrant spaces that cater to diverse activities and demographics, attracting significant visitor numbers during holidays [1][2] - The ecological construction and management strategies have played a crucial role in enhancing the green spaces while maintaining ecological integrity [2] Group 1: Visitor Engagement - On January 1, 2026, Beijing's parks welcomed 293,900 visitors, with popular spots including Temple of Heaven, Summer Palace, and Jingshan Park [1] - Parks have evolved to include modern amenities such as bookstores, cafes, and esports venues, alongside traditional activities, appealing to a wide range of visitors [1] Group 2: Ecological and Operational Strategies - Over the past decade, significant advancements in ecological construction have led to the establishment of urban leisure parks, pocket parks, and green corridors, enhancing the city's greenery [2] - Specific ecological management practices, such as the grassland rotation mechanism in Haidian Park and pesticide-free zones near wildlife habitats, demonstrate a commitment to preserving ecological beauty [2] Group 3: Changing Consumer Expectations - There is a rising demand for parks that provide relaxation, natural experiences, and a sense of mini-vacation, prompting a shift in park operational strategies [2] - The integration of small-scale businesses like tea houses and cafes within parks reflects a new philosophy that parks can serve as dynamic "green routers" connecting production, life, and ecology [2][3]

Core Viewpoint - The "ZooCamp" theme park renovation project, undertaken by Wuhan Urban Construction Group, has recently commenced and is expected to be fully operational by the end of this year, addressing the lack of family-oriented activities in the Houhu area [1][20]. Group 1: Project Overview - The project is located in the Houhu area, surrounded by Huangxiaoh River, Jianshe Avenue, and Xingfu Street, covering an area of approximately 3.8 hectares, equivalent to five standard football fields [5]. - The renovation includes enhancements to landscape greenery, paving of park roads and squares, installation of electrical systems, water supply and drainage, and the construction of a pet park [5][12]. Group 2: Project Features - "ZooCamp" is designed for children (typically aged 5 and above) and adults, offering educational activities and animal experiences, originating from summer camp activities in zoos aimed at fostering children's interest in nature and animal conservation [8]. - The park's core positioning is "natural wilderness + parent-child interaction," featuring a dedicated area for pet activities and a design that promotes a space for all ages to engage in leisure, play, and relaxation [16]. Group 3: Community Impact - The renovation of the "ZooCamp" theme park is a practical effort to continuously optimize the living environment and improve public amenities in the Houhu area, enhancing the aesthetic appeal of public spaces and increasing residents' sense of well-being and happiness [20].

Core Viewpoint - Shenzhen International Garden and Flower Expo Park (Garden Expo Park) has undergone significant transformation, introducing new commercial activities that enhance visitor experience and expand consumption scenarios within the park [1][2]. Group 1: Park Transformation and Development - The Garden Expo Park, originally built for the 5th China International Garden and Flower Expo in 2004, has transitioned from an exhibition site to a municipal park, showcasing diverse garden landscapes [2]. - Over time, some structures within the park have deteriorated, leading to closures due to safety concerns, while the demand for diverse park functionalities has increased, resulting in decreased visitor numbers [2][6]. Group 2: New Commercial Activities - In 2024, Shenzhen initiated a "operation, renovation, and maintenance" reform pilot, with the Garden Expo Park as the first project, leading to the renovation of damaged attractions and activation of underutilized spaces [7]. - Five new businesses have opened in the park, utilizing and enhancing the original old buildings and courtyards, creating unique immersive consumption experiences that blend ecological beauty, cultural attributes, and commercial vitality [7][8]. Group 3: Visitor Engagement and Experience - The newly opened tea house, Mint Garden·Baba Tea, hosted events featuring traditional performances, attracting many visitors and enhancing the park's appeal [7]. - The shift in park offerings from merely "viewing scenery" to "experiencing services" reflects a broader trend in Shenzhen's parks, which now include light dining options, book bars, markets, and self-service facilities [8]. Group 4: Community and Accessibility - The park's management emphasizes maintaining public and community-oriented attributes, ensuring that all businesses contribute to public welfare and provide affordable services [8].

Core Viewpoint - Shenzhen is transforming ecological value into economic value through the integration of mountains and seas, making "green mountains and clear waters" truly become "golden mountains and silver mountains" [1] Group 1: Park Development - Shenzhen's parks have become a significant ecological asset, with over 1,320 parks expected by the end of 2024, establishing a leading park matrix in the country [2] - The introduction of the "Shenzhen Special Economic Zone Park Regulations" in 2025 will allow parks to select operators for various services, enhancing their role as diverse consumption spaces [2] - The "Park Economy" has shown vitality, with the 2025 Guangdong-Hong Kong-Macao Greater Bay Area Garden Competition attracting approximately 1.283 million visitors and boosting surrounding business sales by 40% year-on-year [2] Group 2: Cycling Infrastructure - Shenzhen plans to build over 1,000 kilometers of leisure cycling networks by 2035, promoting a unique cycling experience that connects urban and natural landscapes [4][6] - The city has already established over 100 kilometers of cycling paths and aims to enhance accessibility through the introduction of service stations and recreational facilities [5][6] - Upcoming international cycling events are expected to activate urban vitality and promote the cycling economy [5] Group 3: Hiking and Outdoor Activities - Shenzhen is developing a 420-kilometer hiking trail system, positioning itself as a "hiking paradise" [6] - The city aims to construct over 1,000 kilometers of hiking trails by the end of 2025, enhancing the connection between urban and natural environments [7] - The integration of hiking trails with urban spaces is expected to enrich the spatial experience for residents, allowing for diverse outdoor activities [7]