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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
Partnerships

Issue

Currently, the Department does very well partnering with other service providers in the city. The community voiced strong support for greater partnership efforts to be established with other city departments and other external service providers. The city partners with youth sports groups for field use, and with school districts on joint use of swimming pools, but more planning efforts in the delivery of services are desired. Currently, many established partnership agreements are in place. The department must develop partnerships with those providers that share common values and vision for the city and then work jointly in planning services to maximize the whole community?s resources. In the long term, these partners will become advocates that can help the city achieve its vision.

Action Strategy #19

Enhance and improve existing, while establishing new, partnerships with other service providers based on equity of resources. Partnerships are the way of the future for parks and recreation agencies. Partnerships can enhance facility and program opportunities in the community through funding, intellectual capital, and program diversity. The community has an interest in the City of Glendale pursuing partnerships in the future. There is a feeling among focus group respondents and interviews with City Council and Administration that partnerships need to be explored.

Partnership Recommendation:

Establish potential partners with the city to leverage existing dollars for needed facilities.

Action Items

  • Identify potential partners by category (public, private/not for profit, and private) and identify why they would want to partner with the city.
    Timeline: Y1 - Q3, Responsible Staff: Rec. Supervisor- Central District & Graphics Designer
    Cost: Staff research and meetings
    Revenue Potential: Unknown at this time but revenue is realized by the reduction of resources and energy producing a product and or the opportunity to co-produce an activity. The positive relationship between the city and the partner in terms of gain to the community is an asset that is difficult to measure.
  • Establish the value of resources that the city can offer.
    Timeline: Y1 - Q4, Responsible Staff: Rec. Supervisor- Central District & Graphics Designer
    Cost: Staff research and meetings
    Revenue Potential: Gained in the value of extended relationships with other organizations and the perception it projects to the community.
    Partnership Recommendation:

Track the equity of the value of the partnerships between the city and the partner involved.

Action Items

  • Develop working agreements with existing partners and measure current equity levels.
    Timeline: Y2 - Q2, Responsible Staff: Rec. Supervisor- Central District & Graphics Designer
    Cost: Staff time
    Revenue Potential: Difficult to track at this time. Equity implies equal or fair share in the costs to manage and revenues gained from the asset. Knowing the value of the relationship is a positive.
  • Work with partners to achieve equitable status.
    Timeline: Y2 - Q3, Responsible Staff: Rec. Supervisor- Central District & Graphics Designer
    Cost: Staff time
    Revenue Potential: To be determined
  • Review and assess amount of City contribution to school districts in an effort to gain equitable partnering relationship.
    Timeline: Y3 - Q2, Responsible Staff: Rec. Supervisor- Central District & Graphics Designer
    Cost: Staff time
    Revenue Potential: Understanding the real costs of the relationship and measuring how to be accountable for these costs equate to city savings.
  • Continue to sell benefits of recreation.
    Timeline: On going, Responsible Staff: Rec. Supervisor- Central District & Graphics Designer
    Cost: Conduct quarterly staff training sessions on various ways to communicate the benefits of community parks and recreation.
    Revenue Potential: If selling the organization were to be equated into one new customer per day sold by each staff member of the organization and the one customer was valued at $10 in positive cash, the resultant revenue would be # of employees times $3,650 in new revenue.


Issue

While much strength is associated with the existing agreements with the schools, there is a need to review and determine how agreements can be improved. The community feels there are many natural partnerships that can be propagated with the school districts around the city. An example of activity improvement that needs to take place with schools is the growth of access to school facilities when they are not being used for school activity. The potential for reducing the costs of major capital investments can be accomplished if cooperative buying were to take place.

Action Strategy #20

Create a clear vision between all school districts, administrators, principals and the city regarding how facilities and programs will be developed and scheduled and how each party can gain equitable access for the level of investment made and the benefits derived.

Partnership Recommendation:

Create baseline information for each school district on the benefits of partnering with the city and identify resources that can be leveraged.

Action Item

  • Create a vision session for each school district to meet with city officials on creating a common vision and goal for recreation uses of city and School District facilities.
    Timeline: Y1 - Q2, Responsible Staff: Parks and Rec. Superintendent-Central District & Parks and Rec. Superintendent-North District
    Cost: Staff time
    Revenue Potential: No direct revenue potential on the act, but the potential for program income is excellent.


Partnership Recommendation:

Do a full cost study of what the city invests in each school district and who has benefited from the existing partnerships in place.

Action Items

  • Track direct and indirect costs for all hours of use by type of facilities by both partners.
    Timeline: Y1 - Q3, Responsible Staff: Office Manager
    Cost: Staff time
    Revenue Potential: No direct revenue potential on the act, but the potential for savings in cost and the potential for revenue through new programs is excellent.
  • Create an equity study of the balance of facility use.
    Timeline: Y1 - Q3, Responsible Staff: Office Manager
    Cost: Staff time
    Revenue Potential: No direct revenue potential, but the potential for savings in cost are excellent.
  • Track maintenance damage.
    Timeline: Y1 - Q3, Responsible Staff: Office Manager
    Cost: Staff time
    Revenue Potential: No direct revenue potential, but the potential for savings in cost are excellent.


Partnership Recommendation:

Create a consistent approach to future partnerships to create a positive response to community needs and commitment to each partnership.

Action Items

  • Create joint planning for each renovated or new City and School District recreation facility.
    Timeline: Y1 - Q4, Responsible Staff: Parks and Recreation Project Coordinator- North District & Parks and Recreation Project Coordinator- Central District
    Cost: Three staff @ 1 hour multiplied by the number of schools or facilities.
    Revenue Potential: No direct revenue potential, but the potential for savings in costs and revenue generated through new programs is excellent.
  • Review and update IGA for each agreement in place. Update the recreational performance measures of each agreement.
    Timeline: Y1 - Q4, Responsible Staff: Parks and Recreation Project Coordinator- North District & Parks and Recreation Project Coordinator- Central District
    Cost: Staff time
    Revenue Potential: No direct revenue potential, but the potential for savings in costs and revenue generated through new programs is excellent




 

 

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