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Glendale, AZ

Glendale, AZ

Parks & Recreation
Engaging residents and visitors in diverse opportunities to live, invest and play in the community

Parks & Recreation
5970 W. Brown St.
Glendale AZ  85302
623-930-2820

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CAPRA
Glendale Parks and Recreation is Nationally Accredited.
CAPRA provides quality assurance and quality improvement of accredited park and recreation agencies throughout the United States. CAPRA is the only national accreditation of park and recreation agencies, and is a valuable measure of an agency’s overall quality of operation, management, and service to the community.
 
Parks and Recreation - Master Plan Facilities

Issue

Findings from interviews, focus groups and the community survey support improvements to several facilities in the community. Community members and city officials cite the lack of space that is needed to create and promote indoor and outdoor programs as a large drawback to program growth in the community. It is important that Glendale provide an equitable distribution of facilities for all residents.

Three initiatives can be concluded from the input provided by the community, council, and administration:

  • Due to the overuse of softball and soccer fields, there is an interest in the improvement and growth of existing facilities such as outdoor athletic fields.
  • There is an interest in the improvement of existing indoor space for the purposes of increasing program opportunities and improving the exterior appearance of the facility.
  • There is an interest in the construction of new facilities such as multi-use facilities with an indoor pool that accommodate several ages, adult basketball and classroom space to meet the needs of a growing community.
    When using the proposed level of service guidelines to evaluate current needs, there are a number of facility shortages in Glendale. The community, city council and administration have expressed a desire to improve this ratio in the City of Glendale.

Action Strategy #7

Create new facilities that offer diverse recreational opportunities. There is an opportunity to create facilities that meet the needs of the community and provide a variety of programs.

Facilities Recommendation:

Consider adding an equestrian facility in the area near the confluence of Skunk Creek and the Arizona Canal. The complex should have safe access to the existing and proposed Bridal Path system and should have boarding opportunities.
Timeline: Y5 ? Q4, Responsible Staff: Director
Cost: Budget $3.0 to 6.0 million
Revenue Potential: Rental, concession, signage opportunities

Facilities Recommendation:

Develop three additional off leash activity areas for dogs in new and existing parks. Develop guidelines for size, site furnishings, turf types and rotation schedules. Off leash activity areas should be 2-5 acres in size and are proposed at Foothills Park, near the Paseo Racquet Center and at the new park at 83rd Avenue and Bethany Home Road.
Timeline: Y2 ? Q4, Responsible Staff: Director
Cost: Budget $40,000 per park
Revenue Potential: Rental opportunities for large parties.

Facilities Recommendation:

Consider developing an environmental learning center at Thunderbird Conservation Park. The center should take advantage of the desert terrain and plant communities to illustrate the values of the natural environment and xeriscape principals.
Timeline: Y3 ? Q3, Responsible Staff: Director
Cost: Budget $2.25 million for construction ($150/sf @ 15,000 sf) and $200,000 - 250,000 for design
Revenue Potential: Admission and concession revenue

Action Strategy #8

Create two adventure centers for emerging sports targeted to teens and young adults. This strategy was created to accommodate the need expressed by the participants in focus groups and to provide outdoor recreation facilities. This strategy will fall in line with communities across the country that are developing adventure centers for adventure sport enthusiasts.

Facilities Recommendation:

Establish an individual policy for recreation facilities created on the level of operational tax support versus user fees.

Action Item

  • Make a recommendation for subsidy levels for facilities based on locations, demographic levels and the consumption level of the program.
    Timeline: Y2 - Q3, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator -North District
    Cost: Staff Time
    Revenue Potential: Revenue policy development that reflects the subsidy levels desired. The revenue policy will reflect the various forms of revenues that will be generated by the facility and the strategy behind the revenue.
    Facilities Recommendation:

Establish a set of possible program opportunities for each potential center.

Action Item

  • Look at activities that have reached a level of national acceptance and developed guidelines for the appropriate level of service.
    Timeline: Y1 - Q4, Responsible Staff: Rec. Supervisor- Central District
    Cost: $22.00 per foot for skate park
    $25,000 for Operational costs each
    Revenue Potential: Recovery of Operational costs on an annual basis through memberships and daily admissions.
    Facilities Recommendation:

Analyze the level of risk for adventure centers and benchmark against other facilities that are operating to measure liability exposure to the city.

Action Items

  • Involve the City?s risk manager on the programming and design team.
    Timeline: Y1 - Q4, Responsible Staff: Rec. Supervisor- Central District
    Cost: Cost of staff.
    Revenue Potential: No direct revenue measurable.
  • Create a set of acceptable programs as a result from the risk analysis.
    Timeline: Y2 - Q2, Responsible Staff: Rec. Supervisor- Central District
    Cost: Cost of staff research, printing and education programs.
    $250 per educational program conducted in the classroom and printing.
    Revenue Potential: Recovery against risk and the liability incurred in the project.
  • Develop a business plan for each site
    Timeline: Y2 - Q4, Responsible Staff: Rec. Supervisor- Central District
    Cost: Cost or staff research and development.
    Revenue Potential: Indirect recovery when designing a quality business and revenue plan.


Facilities Recommendation:

Establish list of sponsors to build the facility to limit the City?s financial involvement.

Action Items

  • Develop sponsorship package and target to regional and national sponsors.
    Timeline: Y1 - Q1, Responsible Staff: Rec. Supervisor- Central District
    Cost: 120 hours per person over a quarter of the year developing the strategies and soliciting participation among organizations.
    Revenue Potential: Depends on the level of sponsorship program. From 10% of the cost of the project to equal shares in the cost of construction.
    Issue

One of the highest priorities identified in the Master Plan is the creation of a plan for new facility development. The plan will identify upgrades needed to existing parks and facilities and new development of community facilities. New facilities will be added in areas of the city where gaps in recreational services exist.

Action Strategy #9

Develop four multi-generation recreation centers over the next ten years, targeted for teens, seniors, and families, to adequately allow access for all residents to use. Current recreation facilities are small. Due to the size of the existing centers they are only able to accommodate a population base of 10,000 - 50,000 people per center. Surveys, focus groups and interviews with the city council and administration support the construction of several multi-generation facilities to accommodate the interest in adding new facilities. Comments were that Glendale is lacking adequate facilities for use by all ages. Four facilities strategically placed in several locations in the community will provide equity in use for the residents.

Facilities Recommendation:

Review site selection location to create the highest amount of exposure and access to public transportation routes.

Action Items

  • Review land acquisition opportunities to the south of Rose Lane Park and develop for park use.
    Timeline: Y3 - Q1, Responsible Staff: Director
    Cost: Department time to coordinate with Planning Department to work with internal and external Real Estate services on an on-going basis.
    Revenue Potential: No recovery expected unless the land is donated
  • Explore acquiring vacant property at areas in Planning Zone 2 and 3 for new multi-generation center.
    Timeline: Y3 - Q2, Responsible Staff: Director
    Cost: Department time to coordinate with Planning Department to work with internal and external Real Estate services on an on-going basis.
    Revenue Potential: No recovery expected unless the land is donated
    Facilities Recommendation:

Customize each site through a community involvement process to meet community needs and theme each center around a core component.

Action Items

  • Develop a demographic analysis around each site to project the changes, based on the target group, in demographic characteristics and needs.
    Timeline: Y2 - Q1, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: Demographic Research is completed with the 2000 Census. One day pay for analysis of information.
    Revenue Potential: No appreciable revenue potential
  • Program each multi-generation center with one specialty activity that other centers do not have.
    Timeline: Y3 - Q1, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: Specialty will be dependent on the amenity (approx. $120 per foot).
    Revenue Potential: Will be determined by the amenity that is constructed. Amenity needs to be revenue producing to gain a return on investment (ROI) or recover operating costs of the amenity.
  • Build facilities around 15 minute maximum drive time.
    Timeline: As Planned to build, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: The cost is if the incorrect amenity is placed in the wrong location. The resulting reaction is the lack of use by the consumer.
    Revenue Potential: Will be influenced by the demographic of the area and the adjacent competition.

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Facilities Recommendation:

Establish a market and business plan for each facility site before it comes on line.

Action Item

  • Prepare price elasticity analysis for market service areas.
    Timeline: Y2 - Q4, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: Cost of staff commitment to research effort, 40 hours per site
    Revenue Potential: Cannot be determined at this time
    Facility Recommendation:

Create appropriate partnerships for each site based on needs of the population served.

Action Items

  • Develop agreements for public/public, public/private partnerships.
    Timeline: Y2 - Q1, Responsible Staff: Director
    Cost: $20,000 per project
    Revenue Potential: From ten percent (10 %) of the cost of the project to equal shares in the cost of construction.
  • Get partners involved in planning for early buy-in.
    Timeline: Y2 - Q2, Responsible Staff: Director
    Cost: $20,000 per project
    Revenue Potential: None during this stage.
  • Have working agreements in place before hiring design team.
    Timeline: Y2 - Q3, Responsible Staff: Director
    Cost: Legal commitments and time of City Attorney
    Revenue Potential: Savings generated from a wisely structured agreement.
    Facility Recommendation:

Capitalize on the citizen's desire for an indoor and/or outdoor (heated) aquatic facility.

Action Items

  • Conduct feasibility and site selection study.
    Timeline: Y2 - Q1, Responsible Staff: Parks and Rec. Superintendent-Special Operations & Parks Supervisor-Special Operations
    Cost: $15,000 for feasibility study
    Revenue Potential: An aquatic center can generate up to one 100% of project cost annually.
  • Present recommendation to P&R Commission for approval.
    Timeline: Y2 - Q2, Responsible Staff: Parks and Rec. Superintendent-Special Operations & Parks Supervisor-Special Operations
    Cost: No cost
    Revenue Potential: None
    Facilities Recommendation:

Review and evaluate current guidelines for pool facilities and consider adopting regional guidelines as a benchmark.

Action Item

  • Review and update program and staffing policies to increase access to school pools.
    Timeline: Y1 - Q4, Responsible Staff: Parks Supervisor-Special Operations
    Cost: Staff time costs for research and development @ 20 hours
    Revenue Potential: varies


Issue

During the Master Plan process, equity studies were conducted to evaluate areas in the community that were lacking parks and recreation facilities based on access guidelines. Several areas in the community were identified as underserved by parks and recreation facilities.

Equity mapping demonstrates to residents and key leadership in the city where areas are underserved.

The city will be able to address all gaps in services over a ten-year period. Upgrading neighborhood park facilities will help keep neighborhoods positioned well in quality and livability.

Action Strategy #10

The department will renovate and expand existing recreation centers based on community demographic needs. Existing facilities are limited in use because of size, appearance, and the amount of amenities they have to offer the user. There is support in the community to upgrade existing facilities to improve opportunities and appearance. Compared to the importance of public safety, streets, and utilities, ninety percent (90%) of those surveyed think that improvements to the city?s parks and recreation facilities are either very important (43%) or somewhat important (47%).

Facilities Recommendation:

Evaluate current use, barriers to use and neighborhood needs against the site and how the facility can be expanded to serve a larger group of people.

Action Items

  • Prepare facility and site analysis based on neighborhood needs, ADA, infrastructure, and programming.
    Timeline: Y3 - Q1, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: $5,000 for each site before architectural involvement
    Revenue Potential: Cannot be determined at this time. Much will depend on the new configuration of the facility at hand and amenities that are introduced.
  • Facilities that aren?t expandable and determined to be retireable can be evaluated for sale, lease or reuse by Parks and Recreation Department.
    Timeline: Y3 - Q2, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: $2,500 for each site,
    Revenue Potential: Annual savings on the cost of operating an obsolete facility.
    Facilities Recommendation:

Evaluate the opportunity to create specialty centers out of existing recreation facilities to serve a larger population and to meet a specific program needs after the regional centers are developed.

Action Items

  • Include re-use opportunities in regional center business plan.
    Timeline: Y2 - Q4, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: Cost of staff research.
    Revenue Potential: New revenue generation based on new use
  • Respond to neighborhood input in programming and design phase.
    Timeline: Y3 - Q3, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: 2 Cost of staff research.
    Revenue Potential: Grow program opportunity based on resident need.
    Issue

There is great demand from the general public and organized sports teams for practice and game fields in Glendale. With the shortage of lighted sports fields and hot conditions in the summer months, the general public is often left trying to schedule around organized groups.

Action Strategy #11

Create the appropriate levels of new lighted sports fields and courts to meet recreation needs of the community. Over-use of fields is a concern for many. Duplication of use by soccer and softball / baseball has caused the fields to become hard, rutty and without a good stand of turf. Half (50%) of those surveyed thought the City of Glendale should emphasize improvements to existing parks and recreation facilities over the next ten years; one-fourth, twenty-six (26%) of those surveyed thought the city should emphasize the acquisition of more land for new parks; nineteen (19%) thought the city should emphasis the construction of new parks and recreation facilities.

Facilities Recommendation:

Assess the gaps in available lighted adult and youth sports facilities and prioritize improvements on an as needed basis for women?s sports specific facilities and multi-use facilities.

Action Items

  • Girl?s sports will be weighted the same as men?s/boy?s sports for equity.
    Timeline: Y1 - Q1, Responsible Staff: Parks and Rec. Superintendent-Central District & Parks and Rec. Superintendent-North District
    Cost: No cost associated with the tactic
    Revenue Potential: Extending the agency into a new market (girls' sport) with quality products will influence the value of activity and the resulting revenues. It is difficult to determine the revenue potential at this time.
  • Assess functionality of existing lights.
    Timeline: Y1 - Q3, Responsible Staff: Parks and Rec. Superintendent-Central District & Parks and Rec. Superintendent-North District
    Cost: Staff time
    Revenue Potential: Increase in the potential hours of use in the facility will increase the potential revenues generated by the facility. (Softball that uses an unlighted facility can increase use by one game to three games per night).
  • Identify needs assessment of lighted ballfields and sport courts.
    Timeline: Y1 - Q3, Responsible Staff: Parks and Rec. Superintendent-Central District & Parks and Rec. Superintendent-North District
    Cost: Staff time
    Revenue Potential: Same as #3
  • Prepare turf management plan to respond to increased times of use.
    Timeline: Y2 - Q1, Responsible Staff: Parks and Rec. Superintendent-Central District & Parks and Rec. Superintendent-North District
    Cost: Staff time to create the plan is equal to two staff (maintenance and athletic staff @ 20 hours).
    Revenue Potential: The revenues generated are indirect. The quality assurance of good turf is a major sales and promotion issue with athletic teams. Better product, greater desire among teams to play on Glendale fields.
  • Prepare needs assessments for programs and market study to determine which markets Glendale wants to be competitive in.
    Timeline: Y3 - Q1, Responsible Staff: Parks and Rec. Superintendent-Central District & Parks and Rec. Superintendent-North District
    Cost: Staff time
    Revenue Potential: Will depend on the market chosen and the potential for propagating the market.
    Issue

A cultural arts museum is lacking in the community. The incorporation of such a facility will provide the opportunity for greater diversity in program opportunity and another community amenity, which will service a variety of ages and resident interests. A cultural arts facility will present additional classrooms, allowing administration to initiate cultural arts programs in new space.

Action Strategy #12

Develop a cultural arts and museum division that includes facilities.

Facilities Recommendation:

Evaluate the opportunity to jointly develop with the school district and other agencies, the size, scope and need that serve both fine arts and performing arts.

Action Items

  • Review and update Cultural Arts Plan with Recreation Programs based on demographic, and build arts components in a majority of classes and programs.
    Timeline: Y1 - Q3, Responsible Staff: Parks and Rec. Superintendent-Special Operations
    Cost: Cost of Research and planning
    Revenue Potential: Recovery of salary and operational costs to conduct the activity. This will depend on the level of programming.
  • Develop arts program into core program.
    Timeline: Y2 - Q1, Responsible Staff: Parks and Rec. Superintendent-Special Operations
    Cost: To be determined
    Revenue Potential: To be determined
  • Meet with potential partners to assess opportunities to joint plan.
    Timeline: Y3 - Q1, Responsible Staff: Parks and Rec. Superintendent-Special Operations
    Cost: Cost of Research and meetings
    Revenue Potential: Operational costs to host events alone can be shared with co-producer
    Facilities Recommendation:

Seek out the opportunity for a private not-for-profit organization to manage the program and facility in cooperation with the Parks and Recreation Department.

Action Items

  • Start a dialogue with current not-for-profits to see if there is an opportunity to create a Parks and Recreation advocacy group.
    Timeline: Y1 - Q3, Responsible Staff: Parks and Rec. Superintendent-Special Operations
    Cost: Staff time
    Revenue Potential: To be determined
  • If so, move forward with recommendations.
    Timeline: Y1 ? Q4, Responsible Staff: Parks and Rec. Superintendent-Special Operations
    Cost: Staff time
    Revenue Potential: Outsourcing will allow the agency to direct staff and energy resources to other initiatives. Revenue is in the savings.
    Issue

Recreation programs that needed the most focus in the future are teen programs in all areas. Citizens felt that this program area was lacking for ages 13 to 17 years. Other areas that needed focus were seniors, emerging sports and self-directed recreation. Overall, the perception and the satisfaction with the programs offered was good.

Action Strategy #13

There is an opportunity to create facilities that are expressed as needed by the community to provide diversity in programs and enhance the quality of life among the residents.

Facilities Recommendation:

Maximize opportunities to create facilities that are needed by the community to provide diversity in programs.

Action Items

  • Add an 18-hole golf course to serve the need to increase golf and
    serve as a gateway to the southwest part of the community
    Timeline: Y5 ? Q4, Responsible Staff: To be determined
    Cost: $6-10 Million (private sector development)
    Revenue Potential: Annually, 2% of the cost for construction (Up to $120,000)
  • Add a cultural arts facility
    Timeline: to be determined, Responsible Staff: Director
    Cost: 13,215,000
    Revenue Potential: Recovery of operating and programming costs

 

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