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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
Programs and Services

Issue

Determining strategies for measuring performance begins with an equitable pricing structure and ends with the evaluation of a quality product once it has concluded. Some members of the community were in favor of the subsidy of youth programs by the city and some were opposed to the idea. Most community members feel comfortable with the city covering the costs of park and recreation services. The community is supportive of charging a different fee for non-residents to access programs. Nearly two-thirds (63%) of those surveyed think non-residents should be charged more than residents of Glendale to participate in parks and recreation programs and to use recreation facilities provided by the City of Glendale. One fourth (25%) thought non-residents should be charged the same as residents; twelve percent (12%) of those surveyed did not have an opinion.

Action Strategy #14

Establish program guidelines and performance measures, which reflect accountability to the community to meet their vision for parks and recreation programs and services. Creating guidelines to measure performance will help determine if the city is attaining its desire to achieve quality programs and services.

Programs and Services Recommendation:

Develop a system to measure success for each program category.

Action Items

  • Create staff and program guidelines for every program offered over a two-year period.
    Timeline: Y1 - Q2, Responsible Staff: All Recreation Supervisors
    Cost: Staff time
    Revenue Potential: Difficult to determine at this time. Revenues will increase, as the guidelines need to be challenging enough to increase expectations of the staff toward accountability of income and costs associated with the income.
  • Establish a minimum of three performance measurements for every program area.
    Timeline: Y1 - Q2, Responsible Staff: All Recreation Supervisors
    Cost: Cost factored into number 1.
    Revenue Potential: Difficult to determine at this time. Revenues will increase, as the guidelines need to be challenging enough to increase expectations of the staff toward accountability of income and costs associated with the income.
  • Train staff on evaluation process.
    Timeline: Y1 - Q3, Responsible Staff: All Recreation Supervisors
    Cost: Staff time
    Revenue Potential: Difficult to determine at this time. Revenues will increase, as the guidelines need to be challenging enough to increase expectations of the staff toward accountability of income and costs associated with the income.
    Programs and Services Recommendation:

Create program guidelines for each program based on customer feedback and level of satisfaction.

Action Item

  • Establish focus groups to develop the guidelines for the program
    Timeline: Y2 - Q2, Responsible Staff: All Recreation Supervisors
    Cost: Staff time
    Revenue Potential: Difficult to determine at this time. Revenues will increase, as the guidelines need to be challenging enough to increase expectations of the staff toward accountability of income and costs associated with the income.
    Programs and Services Recommendation:

Review and develop a consistent pricing policy for the department.

Action Items

  • Price recreation and park services to non-residents based on level of benefit received.
    Timeline: Y2 - Q2, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: Staff time
    Revenue Potential: Revenues will be equal to the number of non-resident participation units times the % increase in program fees.
  • Price recreation and park services to Glendale residents based on level of benefit received.
    Timeline: Y2 - Q2, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: Staff time
    Revenue Potential: Revenues will be equal to the number of non-resident participation units times the % increase in program fees.
  • Consider allowing alternatives to differential pricing to give residents priority.
    Timeline: Y2 - Q2, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: Staff time
    Revenue Potential: Difficult to tell at this time, but descriptions in 1 and 2 will apply.
    Issue

The City needs to ensure that all staff that has direct contact with public are well informed and properly trained. The level of law enforcement presence in parks needs to be increased in the future. Visual surveillance by police does not occur enough to maintain sense of security in all of the parks.

Action Strategy #15

Expand Park Ranger program to include increased visibility in all city parks, provide customer service, park system information and partner with Glendale police to provide law enforcement support.

Programs and Services Recommendation:

Develop a realistic ratio of full-time Rangers per city parks to justify additional park ranger hires. Prepare gap analysis.

Action Items

  • Benchmark resources, job responsibilities with other cities to establish acceptable ratios.
    Timeline: Y1 - Q2, Responsible Staff: Parks Supervisor-Special Operations & Head Park Ranger
    Cost: Staff time
    Revenue Potential: None
  • Develop hiring strategy and resource management plan.
    Timeline: Y1 - Q3, Responsible Staff: Parks Supervisor-Special Operations & Head Park Ranger
    Cost: Staff time
    Revenue Potential: None
  • Review volunteer program.
    Timeline: Y1 - Q3, Responsible Staff: Parks Supervisor-Special Operations & Head Park Ranger
    Cost: Staff time
    Revenue Potential: None
  • Utilize website to recruit volunteer park rangers
    Timeline: Y1 - Q3, Responsible Staff: Graphics Designer
    Cost: Staff time
    Revenue Potential: None
  • Develop a need assessment for services.
    Timeline: Y2 - Q1, Responsible Staff: Parks Supervisor-Special Operations & Head Park Ranger
    Cost: Staff time
    Revenue Potential: None
    Programs and Services Recommendation:

Clearly define Park Ranger responsibilities to maximize their effectiveness.

Action Items

  • Review and update administrative directives to include customer service activities.
    Timeline: Y1 ? Q1, Responsible Staff: Parks Supervisor & Head Park Ranger
    Cost: Staff time
    Revenue Potential: Increased staff coverage may result in decreased vandalism costs.
  • Review and update field services, responsibilities and define new park ranger responsibilities.
    Timeline: Y1 - Q1, Responsible Staff: Parks Supervisor & Head Park Ranger
    Cost: Staff time
    Revenue Potential: Increased staff coverage may result in decreased vandalism costs.
  • Include volunteers in responsibilities list.
    Timeline: Y1 - Q1, Responsible Staff: Parks Supervisor & Head Park Ranger
    Cost: Staff time
    Revenue Potential: Increased staff coverage may result in decreased vandalism costs.
  • Review crime statistics to establish needs.
    Timeline: Y2 - Q1, Responsible Staff: Parks Supervisor & Head Park Ranger
    Cost: Staff time
    Revenue Potential: Increased staff coverage may result in decreased vandalism costs.
    Programs and Services Recommendation:

Review potential modes of transportation to maximize the effectiveness of Park Ranger?s.

Action Items

  • Define most effective transportation mode to solve need.
    Timeline: Y2 - Q1, Responsible Staff: Parks Supervisor & Head Park Ranger
    Cost: Staff time
    Revenue Potential: Decreased resource use
  • Review district designations to establish needs for hires.
    Timeline: Y2 ? Q1, Responsible Staff: Parks Supervisor & Head Park Ranger
    Cost: Staff time
    Revenue Potential: Decreased resource use
    Programs and Services Recommendation:

Develop an on-going training program for part time and full time employees.

Action Items

  • Review the formal orientation program.
    Timeline: Y1 - Q2, Responsible Staff: Parks Supervisor & Head Park Ranger
    Cost: Staff time
    Revenue Potential: None
  • Develop program for regional training with other agencies.
    Timeline: Y1 - Q4, Responsible Staff: Parks Supervisor & Head Park Ranger
    Cost: Department staff time and training time
    Revenue Potential: Decreased costs for recruitment
  • Continue to update the park ranger manual as needed
    Timeline: On-going, Responsible Staff: Parks Supervisor & Head Park Ranger
    Cost: Staff time
    Revenue Potential: None
    Programs and Services Recommendation:

Continue to develop materials to provide information on park amenities and outdoor education.

Action Items

  • Update the web site to provide park facilities and park educational information.
    Timeline: Y1 - Q2, Responsible Staff: Graphics Designer
    Cost: Staff time
    Revenue Potential: Decrease in use of consumable resources
  • Explore utilizing more Glendale Police Department training resources.
    Timeline: Y1 - Q2, Responsible Staff: Parks Supervisor & Head Park Ranger
    Cost: Staff time
    Revenue Potential: Sharing of resources
  • Establish a twice a year on-going training program.
    Timeline: Y1 - Q2, Responsible Staff: Parks Supervisor & Head Park Ranger
    Cost: Department staff time for management and training
    Revenue Potential: None
  • Update trail maps for existing trails and new trails.
    Timeline: Y1 - Q3, Responsible Staff: Graphics Designer
    Cost: Department staff time for research, design and printing
    Revenue Potential: Advertising opportunities with private businesses.
  • Create specific handouts for regional site facilities (Thunderbird, Sahuaro, etc.)
    Timeline: Y1 - Q3, Responsible Staff: Graphics Designer
    Cost: Department staff time for research, design and printing
    Revenue Potential: Advertising opportunities with private businesses.
  • Create informational handout for park ranger and field services staff.
    Timeline: Y1 - Q4, Responsible Staff: Graphics Designer
    Cost: To be determined
    Revenue Potential: None
    Programs and Services Recommendation:

Develop a schedule of regular meetings with public to share information, discuss issues, and build rapport.

Actions Items

  • Participate in councilmembers? district meetings, and be in uniform.
    Timeline: Y1 - Q2, Responsible Staff: Parks Supervisor & Head Park Ranger
    Cost: Staff time
    Revenue Potential: Increased use of parks
  • Visit park neighbors door to door, or utilize neighborhood partnership program, visit their meetings, and contribute to neighborhood newsletter.
    Timeline: Y1 - Q3, Responsible Staff: Parks Supervisor & Head Park Ranger
    Cost: Staff time
    Revenue Potential: Increased use of parks
  • Re-implement Park Watch program for year round schedule and reinstall Park Watch signs.
    Timeline: Y2 - Q1, Responsible Staff: Parks Supervisor & Head Park Ranger
    Cost: Budget $2,000 - 5,000 per sign
    Revenue Potential: None
  • Develop outdoor education program and define role of park ranger.
    Timeline: Y2 - Q4, Responsible Staff: Parks Supervisor & Head Park Ranger
    Cost: Staff time
    Revenue Potential: Increased use of parks
    Issue

Having the ability to communicate information on activities to the resident is critical to the success of the organization. The sources of information that were most frequently mentioned by residents who participate in parks and recreation programs were: the Glendale Parks and Recreation booklet (53%), flyers and brochures (43%), and The Connection newsletter that is sent with the water bill.

Action Strategy #16

Develop a marketing strategy for each program area to target all age segments of the population.

Programs and Services Recommendation:

Develop positioning baseline information of each demographic segment in the market place to establish the City?s percentage of control for each program.

Action Item

  • Select and prioritize four programs to determine market position and identify gaps in the market for those programs.
    Timeline: Y2 - Q2, Responsible Staff: Graphics Designer
    Cost: Staff time
    Revenue Potential: Niche marketing for the four programs may generate new revenues from an increase in participants or from a change in the pricing structure because of the willingness of the identified market to spend more on the new product.

Programs and Services Recommendation:

Meet with other service providers to go over positioning information and carve out new marketing strategies.

Action Item

  • Identify all service providers in the City and area by program group.
    Timeline: Y2 - Q2, Responsible Staff: Rec. Supervisor- Central District & Graphics Designer
    Cost: Staff time
    Revenue Potential: Niche marketing may generate new revenues from an increase in participants, from a change in the pricing structure because of the willingness of the identified market to spend more on the new product, or new participation in a yet undefined program.
    Programs and Services Recommendation:

Develop promotional information pieces targeted to markets identified.

Actions Items

  • Promote the use of touch-tone technology for registration.
    Timeline: Y1 - Q1, Responsible Staff: Office Manager
    Cost: Included quarterly brochure: cost of 1/2 page of 50-page city park and recreation brochure.
    Revenue Potential: Niche marketing may generate new revenues from an increase in participants, because new marketing strategies were employed.
  • Evaluate expansion of Internet services for registration and park information distribution.
    Timeline: Y1 - Q3, Responsible Staff: Office Manager
    Cost: Staff time
    Revenue Potential: Niche marketing may generate new revenues from an increase in participants, because new marketing strategies were employed
  • Develop target promotional pieces to influence and retain the City market positions.
    Timeline: Y2 - Q3, Responsible Staff: Graphics Designer
    Cost: Staff time; cost for the promotional instrument @ $1.50 per piece.
    Revenue Potential: Niche marketing may generate new revenues from an increase in participants, from a change in the pricing structure because of the willingness of the identified market to spend more on the new product, from new participation in a yet undefined program, or because new marketing strategies were employed.
    Programs and Services Recommendation:

Create a marketing program within the Parks and Recreation Department to gain and keep users of the system.

Action Items

  • Create a park marketing plan for each program area, facility, and Park and Recreation Department as a whole.
    Timeline: Y2 - Q4, Responsible Staff: Graphics Designer
    Cost: Staff time
    Revenue Potential: Niche marketing may generate new revenues from an increase in participants, from a change in the pricing structure because of the willingness of the identified market to spend more on the new product, from new participation in a yet undefined program, or because new marketing strategies were employed.
  • Increase public awareness of the services provided.
    Timeline: Y2 - Q4, Responsible Staff: Graphics Designer
    Cost: Use of new marketing instrument and the program brochure cost for the promotional instrument @ $1.50 per piece. Included in quarterly brochure; cost of 1/2 page of 50-page city park and recreation brochure.
    Revenue Potential: Niche marketing may generate new revenues from an increase in participants, from a change in the pricing structure because of the willingness of the identified market to spend more on the new product, from new participation in a yet undefined program, or because new marketing strategies were employed.
    Programs and Services Recommendation:

Review opportunities to maximize resources by working in cooperation with other service providers.
Timeline: Y1 - Q1, Responsible Staff: Director
Cost: Staff time
Revenue Potential: Difficult to determine

Issue

Citizen input revealed that Glendale Parks and Recreation programs should be developed to create a family-friendly atmosphere that adds to the positive image of the city. There is a need for programs for adults of all ages: teens, elementary school children, and pre-school children.

Action Strategy #17

Emphasize program services targeted towards grade school children, teens, families, seniors and special population groups.

Programs and Services Recommendation:

Develop an assessment of other service provider?s activities to establish gaps in program services.

Action Items

  • City establishes its market position first.
    Timeline: Y1 - Q1, Responsible Staff: All Recreation Supervisors
    Cost: Determined from previous market studies.
    Revenue Potential: May generate new revenues from an increase in participants, from a change in the pricing structure because of the willingness of the identified market to spend more on the new product, from new participation in a yet undefined program or because new marketing strategies were employed
  • Service providers are identified and city to meet individually with each provider.
    Timeline: Y1 - Q3, Responsible Staff: All Recreation Supervisors
    Cost: Staff time
    Revenue Potential: May generate new revenues from an increase in participants, from a change in the pricing structure because of the willingness of the identified market to spend more on the new product, or, new participation in a yet undefined program or because new marketing strategies were employed
  • Gaps are communicated. The direction and decision made to go after the market or not is based on levels of cost recovery expectations.
    Timeline: Y2 - Q2, Responsible Staff: All Recreation Supervisors
    Cost: Staff time
    Revenue Potential: May generate new revenues from an increase in participants, from a change in the pricing structure because of the willingness of the identified market to spend more on the new product, from new participation in a yet undefined program or because new marketing strategies were employed.
    Programs and Services Recommendation:

Establish the Department?s role in meeting unmet needs and develop guidelines that meet levels of expectations.

Action Item

  • Establish on a program-by-program basis the recommendations to meet the unmet needs and match dollars to guidelines.
    Timeline: Y2 - Q4, Responsible Staff: All Recreation Supervisors
    Cost: Staff time
    Revenue Potential: May generate new revenues from an increase in participants, from a change in the pricing structure because of the willingness of the identified market to spend more on the new product, from new participation in a yet undefined program, or because new marketing strategies were employed.
    Programs and Services Recommendation:

Establish cost estimate and timeline to provide programs that meet the Department's role in services.

Action Item

  • Establish activity based costing program for each program area over three-year period.
    Timeline: Y3 - Q1, Responsible Staff: All Recreation Supervisors
    Cost: Staff time
    Revenue Potential: Difficult to tell. However, cost recovery will occur at a fast rate and, in some cases, positive revenue flow will occur from some pricing strategy
    Programs and Services Recommendation:

Match facility needs to program needs.

Action Items

  • Identify existing programs that have outgrown the facility.
    Timeline: Y1 - Q2, Responsible Staff: All Recreation Supervisors
    Cost: Staff time
    Revenue Potential: New revenues from an increase in participants, from a change in the pricing structure because of the willingness of the identified market to spend more on the new product, or from new participation in a yet-undefined program or facility.
  • Review with partners the guidelines for the experience and seek to develop more facilities to serve the programs. Benchmark against other providers in the Valley.
    Timeline: Y1 - Q4, Responsible Staff: All Recreation Supervisors
    Cost: Staff time
    Revenue Potential: New revenues from an increase in participants, from a change in the pricing structure because of the willingness of the identified market to spend more on the new product, or from new participation in a yet-undefined program or facility.
  • Open new facilities to meet the demand.
    Timeline: Y2 - Q4, Responsible Staff: All Recreation Supervisors
    Cost: Staff time
    Revenue Potential: New revenues from an increase in participants, from a change in the pricing structure because of the willingness of the identified market to spend more on the new product, or from new participation in a yet-undefined program or facility.
  • Balance number of participants to decrease over programming of facilities.
    Timeline: Y5 - Q4, Responsible Staff: All Recreation Supervisors
    Cost: Is equal to the number of people that are attracted to the facilities to meet capacity rates of the facility.
    Revenue Potential: New revenues from an increase in participants, from a change in the pricing structure because of the willingness of the identified market to spend more on the new product, or from new participation in a yet-undefined program or facility


Programs and Services Recommendation:

Develop a process to build advocacy for women?s and girl?s activities and teen facilities to develop recreation services.

Action Item

  • Network with service providers to develop a comprehensive list of potential leaders for an advocacy group.
    Timeline: Y1 - Q1, Responsible Staff: All Recreation Supervisors
    Cost: Staff time
    Revenue Potential: Growth in revenues from increased participation from new opportunities to women?s and girl?s activities.


Programs and Services Recommendation:

Expand family (immediate and extended) recreational program opportunities in each core program area.

Action Item

  • Analyze current core programs and develop opportunities to add family components where there is a need.
    Timeline: Y1 - Q4, Responsible Staff: All Recreation Supervisors
    Cost: Staff time
    Revenue Potential: Growth in revenues from increased participation from new opportunities to women?s and girl?s activities.
    Issue

The community places a high level of importance on Master Plan programs. In a recent survey, respondents indicated one of the most important roles for the City Parks and Recreation Department is to provide Master Plan programs for children (46%). The program offers meaningful services to children and young teens. These two groups are the most important groups for the city to serve with parks and recreation programming and services.

Action Strategy #18

Promote Glendale Recreation After-School Program (G.R.A.S.P) as a city-wide youth development program in collaboration with other service providers.

Programs and Services Recommendation:

Train department staff in the area of youth development.

Action Items

  • Train staff in developing youth program guidelines in program categories and the evaluation of program lifetime.
    Timeline: Y1 - Q1, Responsible Staff: Rec. Supervisor- North District & Rec. Supervisor- Central District
    Cost: Staff time
    Revenue Potential: Difficult to tell at this time.
  • Work with staff to develop an evaluation process to determine the social well being of youth.
    Timeline: Y1 - Q1, Responsible Staff: Rec. Supervisor- North District & Rec. Supervisor- Central District
    Cost: Staff time
    Revenue Potential: None


Programs and Services Recommendation:

Evaluate pay levels in the G.R.A.S.P program and all part-time staff positions.

Action Items

  • Establish a benchmark analysis of pay elasticity for part-time position and ranges for all positions.
    Timeline: Y2 - Q2, Responsible Staff: Rec. Supervisor- North District & Rec. Supervisor- Central District
    Cost: Staff time. Cost increase in new salaries.
    Revenue Potential: Savings in costs incurred when training new staff in cases of turnover and improved services due to the ability to hire or retain qualified staff.
  • Keep coalition of other departments working with the Parks and Recreation Department.
    Timeline: on-going, Responsible Staff: Rec. Supervisor- North District & Rec. Supervisor- Central District


Programs and Services Recommendation:

Develop a strategy to introduce other city-wide services and programs into the G.R.A.S.P section to create added benefits and more advocacies.

Action Items

  • Identify a process to incorporate a set of core programs to be introduced into the G.R.A.S.P program.
    Timeline: Y1 - Q2, Responsible Staff: Rec. Supervisor- North District & Rec. Supervisor- Central District
    Cost: Staff time
    Revenue Potential: Increase in participation and greater recognition of the program city-wide.
  • Identify several markets to test and evaluate the benefits received and outcomes.
    Timeline: Y1 - Q2, Responsible Staff: Rec. Supervisor- North District & Rec. Supervisor- Central District
    Cost: Staff time
    Revenue Potential: Increase in participation and greater recognition of the program city-wide.
  • Train staff in the evaluation process.
    Timeline: Y1 - Q3, Responsible Staff: Rec. Supervisor- North District & Rec. Supervisor- Central District
    Cost: Staff time
    Revenue Potential: Increase in participation and greater recognition of the program city-wide.


Programs and Services Recommendation:

Market benefits based program for the G.R.A.S.P section and track the outcomes and results on youth crime prevention, gangs, and dropout rates and social skills development.

Action Items

  • Develop the same process for all other programs and benefits declared.
    Timeline: Y1 - Q2, Responsible Staff: Rec. Supervisor- North District & Rec. Supervisor- Central District
    Cost: Staff time
    Revenue Potential: Increase in participation and greater recognition of the program city-wide.
  • Identify the baseline levels of youth crime, gang levels, dropout rates, and physical fitness levels to measure the improvement of social ills.
    Timeline: Y1 - Q4, Responsible Staff: Rec. Supervisor- North District & Rec. Supervisor- Central District
    Cost: Staff time
    Revenue Potential: Revenues are realized in crime reduction and the preservation of human capital.
  • Get all partners to agree that the impacts are correct.
    Timeline: Y2 - Q4, Responsible Staff: Rec. Supervisor- North District & Rec. Supervisor- Central District
    Cost: Staff time
    Revenue Potential: Increase in participation and greater recognition of the program city-wide.
    Programs and Services Recommendation:

Establish a youth development model program.

Action Items

  • Create a youth development program model throughout the city.
    Timeline: Y1 - Q1, Responsible Staff: Youth Development Team
    Cost: Staff time
    Revenue Potential: Difficult to determine.
  • Ensure all staff is properly certified.
    Timeline: Y1 - Q1, Responsible Staff: Youth Development Team
    Cost: The number of staff to be certified through training every six months.
    Revenue Potential: Difficult to determine


Programs and Services Recommendation:

Cross-tab with Glendale areas that supports the need for an expanded G.R.A.S.P program.

Action Items

  • Incorporate the sections of the community and coordinate with the schools to develop the sites.
    Timeline: Y1 - Q1, Responsible Staff: Rec. Supervisor- North District & Rec. Supervisor- Central District
    Cost: Staff time
    Revenue Potential: Difficult to determine however, an increase in the number of participants will reduce crime.
  • Evaluate with the parents, kids, and school officials of G.R.A.S.P their expectations for the program.
    Timeline: Y1 - Q2, Responsible Staff: Rec. Supervisor- North District & Rec. Supervisor- Central District
    Cost: Staff time
    Revenue Potential: Difficult to determine. However, an increase in the number of participants will reduce crime.

 

 

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