City of Glendale, AZ - Click here to go to the city home page

Glendale 24 x 7 Logo
Bullet point image to link for latest city news Latest City News
Bullet point image to link for latest city news En Español
Facebook Logo Twitter Logo YouTube logo Flickr Logo   Follow Your Money
Glendale, AZ
Glendale, AZ - Departments Glendale, AZ Glendale, AZ - Services Glendale, AZ - Glendale, AZ - City Officials Glendale, AZ Glendale, AZ - Residents Glendale, AZ Glendale, AZ - Visitors Glendale, AZ Glendale, AZ - Businesses Glendale, AZ Glendale, AZ - Online Services Glendale, AZ Glendale, AZ - Important Updates Glendale, AZ Glendale, AZ - Home Page
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

Quick Links
 
Search
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
Park Land Development and Redevelopment

Issue

Opportunities to acquire vacant and non-vacant land will be reviewed for their potential to supply the city with needed parkland acreage or facilities. Partnership opportunities will be explored, if necessary, to achieve the acreage and density goals per population area. In the review of underserved areas, the citizen's desire parks to be established in redevelopment areas and in unproductive industrial areas of the city to help meet open space needs. Neighborhood parks and special use parks are the most needed types of parkland.

Action Strategy #3

Develop innovative land acquisition strategies for new parkland development that focuses on providing amenities to minimize over programming of parks.

Parkland Development and Redevelopment Recommendation:

Review equity maps and identify gaps in parkland area, amenities, and facilities in neighborhood, community and regional parks.

Action Items

  • Re-evaluate equity of park services each five years based on special and regular population census.
    Timeline: Y4 - Q4, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: City Planning Department staff time to update equity analysis
    Revenue Potential: None
  • Update Parks and Recreation Master Plan Equity Maps utilizing Planning Department staff.
    Timeline: Y5 - Q1, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: City Planning Department staff time to update equity analysis
    Revenue Potential: None
    Parkland Development and Redevelopment Recommendation:

Reevaluate the current process to prioritize land acquisition, park development and redevelopment activities.

Action Items

  • Identify gaps in needed land for future planning.
    Timeline: Y1 - Q1, Responsible Staff: Parks & Recreation Commission and Director
    Cost: Department staff time to work with City Planning staff on an on-going basis
    Revenue Potential: None
    Prioritize schedule for land acquisition based on economics, and availability.
    Timeline: Y1 - Q1, Responsible Staff: Parks & Recreation Commission and Director
    Cost: Department staff time to work with City Planning staff on an on-going basis
    Revenue Potential: None
  • Continue to work with private developers to acquire, and or develop quality parkland.
    Timeline: On-going, Responsible Staff: Parks & Recreation Commission and Director
    Cost: Department staff time on an ongoing basis
    Revenue Potential: Lower development cost of improving difficult land areas.
    Parkland Development and Redevelopment Recommendation:

Consider special event programming needs during park planning and development.

Action Items

  • Review and identify current programs city-wide.
    Timeline: Y1 - Q3, Responsible Staff: Parks and Rec. Superintendent-Central District, Parks and Rec. Superintendent-North District & Parks and Rec. Superintendent-Special Operations
    Cost: Department staff time on an annual basis
    Revenue Potential: Increased participation may increase revenue
  • Develop a process to review and expand or retire a program or facility.
    Timeline: Y2 - Q4, Responsible Staff: Parks and Rec. Superintendent-Central District, Parks and Rec. Superintendent-North District & Parks and Rec. Superintendent-Special Operations
    Cost: Staff Time
    Revenue Potential: Increased participation may increase revenue
  • Establish programs for City sponsored or general use program activities.
    Timeline: Y2 - Q4, Responsible Staff: Parks and Rec. Superintendent-Central District, Parks and Rec. Superintendent-North District & Parks and Rec. Superintendent-Special Operations
    Revenue Potential: Increased participation may increase revenue
  • Develop guidelines for recreational program design guidelines.
    Timeline: Y2 - Q4, Responsible Staff: Parks and Rec. Superintendent-Central District, Parks and Rec. Superintendent-North District & Parks and Rec. Superintendent-Special Operations
    Cost: Department staff time for research and to make recommendations
    Revenue Potential: Limit percentage of unusable space in new facilities
    Parkland Development and Redevelopment Recommendation:

Include on-going survey process that will ask the public what their needs and expectations are for new park and recreation issues.

Action Items

  • Propose changes to city annual survey that will add park and recreation related questions.
    Timeline: Y1 - Q3, Responsible Staff: Graphics Designer
    Cost: Staff time
    Revenue Potential: Create more responsive services and increase citizen use
  • Develop data gathering survey tactics at facilities, in program booklet, and on web site.
    Timeline: Y1 - Q4, Responsible Staff: Graphics Designer
    Cost: Department staff time for survey instrument development
    Revenue Potential: None
    Parkland Development and Redevelopment Recommendation:

Explore alternative park development funding strategies to provide more land, facilities, and amenities.

Action Items

  • Review current funding strategies.
    Timeline: Y1 - Q3, Responsible Staff: Director
    Cost: Staff time
    Revenue Potential: Identification and alternative funding services
  • Investigate funding options based on local, regional, national trends, and develop list to present to city council, City Management and Commissions for approval.
    Timeline: Y1 - Q4, Responsible Staff: Director
    Cost: Staff time
  • Revenue Potential: Identification and alternative funding services
    Develop prioritized action plan to maximize cost efficiency for approval.
    Timeline: Y2 - Q1, Responsible Staff: Director
    Cost: Staff time
    Revenue Potential: Procurement of alternative funding services
    Parkland Development and Redevelopment Recommendation:

Review and update parkland size service area guidelines by type of park.

Action Items

  • Review General Plan for park and recreation facilities and open space element.
    Timeline: Y1 - Q1, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: Staff time
    Revenue Potential: None
  • Measure success of general area sizes.
    Timeline: Y1 - Q4, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: Staff time
    Revenue Potential: None
  • Update guidelines.
    Timeline: Y5 - Q2, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: Staff time
    Revenue Potential: None
    Parkland Development and Redevelopment Recommendation:

Re-evaluate cost estimates for planned projects and annually update to address economic changes based on inflation and market trends.

Action Items

  • Create a baseline based on historical cost of development.
    Timeline: Y1 - Q3, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: Department staff time for research and documentation
    Revenue Potential: Cost savings
  • Develop cost model that establishes real cost data for land acquisitions, construction, maintenance and design.
    Timeline: Y1 - Q3, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: Department staff time for research and documentation
    Revenue Potential: Cost savings
  • Update data in the model and complete annually
    Timeline: On -going Q1, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
    Cost: Department staff time for research and documentation
    Revenue Potential: Cost savings
    Issue

Currently, many of the City of Glendale parks are not linked by bike trails, pathways, or green corridors. There is great potential to link the facilities through use of drainage washes, railways and canal corridors. The community sees the value in these connections and, during the public review process of the Master Plan, asked that the city make every effort to try and connect parks. This is a national trend because citizens want to be able to cut down on traffic congestion and be able to access their parks and recreation areas safely. The city has established a plan for commuter bike trails in streets, addressing some of these connectors, but off-road access is the preferred access users desire. This is especially true for children who want to go to a park, but are afraid to use a bike lane.

Action Strategy #4

Increase quantity and quality of open space linkages from neighborhoods to community and regional parks and to metropolitan open space systems.

Parkland Development and Redevelopment Recommendation:

Hire a consultant to develop a vision, guidelines, design guidelines, principles, costs and a comprehensive open space & trails Master Plan for Glendale.

Action Items

  • Develop a scope of services based on population density and population growth, existing impact fees process, and initiate the RFP process.
    Timeline: Y1 - Q1, Responsible Staff: Director
    Cost: Staff time
    Revenue Potential: None
  • Review neighboring open space/park connection opportunities.
    Timeline: Y1 - Q1, Responsible Staff: Director
    Cost: Department staff time for planning analysis
    Revenue Potential: None
  • Recommend project funding through C.I.P. or similar budgeting process.
    Timeline: Y1 - Q1, Responsible Staff: Director
    Cost: Hire a consultant and budget $150,000
    Revenue Potential: Plan is needed to procure alternative sources of funding
  • Research existing open space systems and Master Plans to inform the Department on trends and well conceived open space systems.
    Timeline: Y1 - Q1, Responsible Staff: Director
    Cost: Department staff time for research prior to hiring consultant
    Revenue Potential: None
  • Develop regional planning strategies with other governmental agencies for facility partnerships.
    Timeline: Y2 - Q4, Responsible Staff: Director
    Cost: Department staff time on an on-going basis
    Revenue Potential: Increase in shared resources may decrease expenses
    Parkland Development and Redevelopment Recommendation:

Consider adopting revised street section designs for specific major arterial and local streets to create pedestrian and bicycle-friendly connections. Develop alternative design solutions to provide path linkages along arterial and local streets. Create a system of linked open space by utilizing the road network, but adopt a strategy to modify the character of those streets for safe pedestrian and bicycle utilization.

Action Items

  • Review and revise street section design for Glendale Avenue and 59th Avenue to create a memorable street character and pedestrian-friendly spine. (See sections)
  • Review and revise street section design for local streets identified for linkages to reduce street pavement width to provide 6?-8? wide sidewalks on both sides of the street. Maintain bike lanes in the street. Consider detaching the sidewalks from the curb and adding a landscape buffer.
  • Consider pedestrian-oriented lighting along the new sidewalks system. Tie into street light source.
  • Review need for signalization for pedestrians/bicyclists at intersections without adequate safety signals.
  • Enhance street intersections to promote traffic calming and safe integration of vehicular and non-vehicular users.
  • Consider street section design during open space Master Planning effort.
    Timeline: Y1 ? Q2, Responsible Staff: Director
    Cost: To be determined
    Revenue Potential: To be determined

development park graphic

street linkage

street linkage

Parkland Development and Redevelopment Recommendation:

Negotiate with Arizona Department of Transportation and Maricopa Association of Governments to add pedestrian and bicycle overpasses to roads, freeways and railways.

Action Items

  • Partner and coordinate efforts with the Transportation Division to link parks with neighborhoods and schools.
    Timeline: Y5 ? Q1, Responsible Staff: Parks and Recreation Project Coordinator ? Central District & Parks and Recreation Project Coordinator ? North District
    Cost: To be determined
    Revenue Potential: To be determined
  • Add or improve over passes at 71st Avenue and 51st Avenue on the Agua Fria Freeway, at Bethany Home Road connecting Bonsall North and South, and at 63rd Avenue over the Rail Corridor.
    Timeline: Y5 ? Q1, Responsible Staff: Parks and Recreation Project Coordinator ? Central District & Parks and Recreation Project Coordinator ? North District
    Cost: $100,000 to 200,000 for canal and freeway bridges
    Revenue Potential: To be determined
  • Obtain ADOT approval and seek ADOT funds and grants.
    Timeline: Y5 ? Q1, Responsible Staff: Parks and Recreation Project Coordinator ? Central District & Parks and Recreation Project Coordinator ? North District
    Cost: To be determined
    Revenue Potential: To be determined
    Seek public approval in design and support by the neighborhoods involved.
    Timeline: Y5 ? Q1, Responsible Staff: Parks and Recreation Project Coordinator ? Central District & Parks and Recreation Project Coordinator ? North District
    Cost: To be determined
    Revenue Potential: To be determined
  • Seek design solutions that work with private ownership constraints and action strategy.
    Timeline: Y5 ? Q1, Responsible Staff: Parks and Recreation Project Coordinator ? Central District & Parks and Recreation Project Coordinator ? North District
    Cost: To be determined
    Revenue Potential: To be determined


Parkland Development and Redevelopment Recommendation:

  • Create development guidelines that promote orientating future development and redevelopment activities onto open space corridors.
    Timeline: Y4 ? Q1, Responsible Staff: Parks and Recreation Project Board & Planning
    Cost: To be determined
    Revenue Potential: To be determined

Parkland Development and Redevelopment Recommendation:

  • Develop the Sun Circle Equestrian Trail and the existing Bridal Path system to their fullest potential and advocate the completion of this trail to connect to regional open space and park systems.

Action Items

  • Develop designs for equestrian trail crossings under State Highway 101.
    Include provisions to maintain trail conditions and adopt a sanitary process to dispose of horse manure.
    Timeline: Y4 ? Q1, Responsible Staff: Parks and Recreation Project Coordinator ? Central District & Parks and Recreation Project Coordinator ? North District & Engineering
    Cost: To be determined
    Revenue Potential: To be determined
    Invite city-wide equestrian advocates to participate in the planning process.
    Parkland Development and Redevelopment Recommendation:
  • Include art elements in the development of open space facilities and work with the City of Glendale Arts Commission and art advocates to share in the design and funding of these projects.
    Timeline: Y2 ? Q4, Responsible Staff: Special Operations Superintendent
    Cost: To be determined
    Revenue Potential: To be determined

Parkland Development and Redevelopment Recommendation:

  • Maintain trail linkages by creating bridge connections over canals at three different locations. Canal crossing will occur at two points along the Grand Canal and one point along the Arizona Canal.
    Timeline: Y5 ? Q1, Responsible Staff: Parks and Recreation Project Coordinator ? Central District & Parks and Recreation Project Coordinator ? North District.
    Cost: To be determined
    Revenue Potential: To be determined

Issue

The city has excellent neighborhood park access in most existing neighborhoods. Most parks are small in size (acreage), and need to be upgraded to continue to provide quality recreational services. In the citizen survey, the community asked that the city make a concentrated effort to upgrade existing parks and recreation facilities. All parks need to be designed around a set of principles related to what the park is supposed to do for the neighborhood. This same methodology applies to community parks and regional parks. In addition, a few areas of the city that are underserved by a neighborhood park still remain and the city needs to make every effort to ensure that equal access to parks is available throughout the city.

Action Strategy #5

Evaluate and analyze each existing park and develop a plan to renovate five parks annually over the next ten years based on community demographic needs to provide safe and attractive open space amenities.

Parkland Development and Redevelopment Recommendation:

Develop a criteria based on park size, quality, and experience to determine which parks are selected for redevelopment.

Action Items

  • Conduct analysis of park condition and age.
    Timeline: Y1- Q2, Responsible Staff: Director
    Cost: Staff Time
    Revenue Potential: To be determined
  • Annually present recommendations based on this criteria to Park and Recreation Commission for approval.
    Timeline: Y1 - Q2, Responsible Staff: Director
    Cost: Staff time
    Revenue Potential: To be determined
  • Prepare a realistic schedule that outlines a process to complete each redevelopment in two years (start to finish).
    Timeline: Y1 ? Q2, Responsible Staff: Parks and Recreation Project Coordinator ? Central District & Parks and Recreation Project Coordinator ? North District
    Cost: Staff time
    Revenue Potential: To be determined
  • Develop project timeline in coordination with Engineering to be discussed at initial neighborhood meeting.
    Timeline: Y1 - Q3, Responsible Staff: Parks and Recreation Project Coordinator ? Central District & Parks and Recreation Project Coordinator ? North District
    Cost: Staff time
    Revenue Potential: None
  • Schedule two neighborhood meetings for selected park re-development planning.
    Timeline: Y2-5 - Q1, Responsible Staff: Parks and Recreation Project Coordinator ? Central District & Parks and Recreation Project Coordinator ? North District
    Cost: Staff time
    Revenue Potential: None
  • Evaluate the process of land acquisition adjacent to existing parks, and update the process to promote sensible land purchases that will provide space for unmet needs.
    Timeline: Y2-5 - Q1, Responsible Staff: Director
    Cost: Staff time
    Revenue Potential: None
  • Consider renovating Murphy Park into a Town Plaza adjacent to City Hall that will be the site of community gatherings and special events. Re-development activities, that may include continuing to add cultural facilities around City Hall, would be served by this urban plaza.
    Timeline: Y1 ? Q4, Responsible Staff: Director
    Cost: Staff time
    Revenue Potential: Greatly increase sponsorship revenues
  • Glendale residents have access to sport field complexes within the city, within neighboring communities and on school sites. The addition of more fields for Youth and Adult Sports Leagues is needed and desired by the public. Adding more sports fields to the inventory is recommended, in addition to turning attention to improving the current field conditions.
    Timeline: Y4 ? Q1, Responsible Staff: Parks and Recreation Project Coordinator ? Central District & Parks and Recreation Project Coordinator ? North District
    Cost: Land acquisition, construction, renovation
    Revenue Potential: Usage increase
  • Partner with school districts to jointly use fields and courts. This would include the use of indoor facilities.
    Timeline: Y2 ? Q1, Responsible Staff: Superintendents
    Cost: Staff time
    Revenue Potential: Increased use
    Add automatic irrigation to sports fields that are currently being flood irrigated.
    Timeline: Y3 ? Q1, Responsible Staff: Irrigation
    Cost: To be determined
    Revenue Potential: To be determined
  • Incorporate field rotation techniques to lessen the impact of field conditions.
    Timeline: Y2 ? Q4, Responsible Staff: Parks and Recreation Project Coordinator ? Central District & Parks and Recreation Project Coordinator ? North District
    Cost: To be determined
    Revenue Potential: Savings from decreased maintenance cost
  • Include shaded picnic facilities and playground amenities as a guideline for all parks.
    Timeline: Y1 - Q4, Responsible Staff: Director
    Cost: Budget $5,000 - 25,000 soft cost and $25,000 - 150,000 construction for each park in need
    Revenue Potential: rentable ramadas are in high demand
  • Develop a minimal acceptable guideline for the number of trees per acre in Glendale parks.
    Timeline: Y1 - Q4, Responsible Staff: Superintendents
    Cost: $10,000
    Revenue Potential: None
  • Identify acceptable guidelines for restroom building designs and determine their location in parks designed for recreational experiences of one hour or longer.
    Timeline: Y2 - Q1, Responsible Staff: Parks and Recreation Project Coordinator ? Central District & Parks and Recreation Project Coordinator ? North District
    Cost: To be determined
    Revenue Potential: Increased rentals of parks
  • Include future survey questions regarding the need for sports fields and courts to monitor the demand.
    Timeline: Y2 ? Q4, Responsible Staff: Graphics Designer
    Cost: To be determined
    Revenue Potential: To be determined
  • Evaluate conditions of parks with flood irrigation, and determine cost/benefit to convert to an automatic irrigation system if conditions are deemed unacceptable for programming.
    Timeline: Y2 ? Q3, Responsible Staff: Parks Supervisors & Parks and Recreation Project Coordinator ? Central District & Parks and Recreation Project Coordinator ? North District
    Cost: Staff time
    Revenue Potential: Increased rental income
  • Incorporate xeriscape landscaping principles of any non-programmable spaces in parks to create attractive and low water-use environments.
    Timeline: Y3 ? Q2, Responsible Staff: Parks Supervisors & Parks and Recreation Project Coordinator ? Central District & Parks and Recreation Project Coordinator ? North District
    Cost: To be determined
    Revenue Potential: None
  • Establish a water use program to determine inefficient use of irrigation and establish priorities for how and when parks get converted.
    Timeline: Y3 ? Q2, Responsible Staff: Parks Supervisors & Irrigation
    Cost: To be determined
    Revenue Potential: To be determined
  • The City of Glendale has 1,185 acres of desert conservation park in the north portion of the city. Thunderbird Conservation Park is a desert park with two main peaks, bisected by 59th Avenue and surrounded on three sides by private development. Review the park Master Plan for Thunderbird Conservation Park and its trail system. Evaluate the condition of the existing pedestrian and equestrian trails, and determine levels of improvements to maintain a high quality of experience. Determine the need and capacity to add recreational opportunities that will not negatively impact the environmental and natural qualities of the existing site.
    Timeline: Y2 ? Q2, Responsible Staff: Director
    Cost: Department time to interview and select consultant to develop Master Plan, and budget $90,000 -110,000 for design.
    Revenue Potential: Outcomes of the Master Plan may include revenue-generating amenities.
  • Consider adding an Environmental Learning Center that capitalizes on creating an experience to learn about the Sonoran Desert flora, fuana and the natural environment. Recommendations should include design sensitive architecture, shared parking with other park uses and contained classroom space for public use. It is encouraged to utilize sustainable building practices for buildings and site development.
    Timeline: Y2 ? Q3, Responsible Staff: Director
    Cost: To be determined
    Revenue Potential: Income generated from center
    Issue

The citizen input process revealed that the parks and recreation system plays a major role in the image of the city. They would like the city to consider intensifying the image level of the major entrances to the city to foster community pride and economic development.

Action Strategy #6

Consider adding eight gateways at the major entrances to the city to promote community pride through strategic enhancements and foster economic development opportunities for the city.

Community Gateway Recommendation:

Research the availability of new gateway parks along Glendale Avenue, Bell Road, and Grand Avenue and along 59th Avenue.

Action Items

  • Coordinate the review of the land acquisition process with Engineering.
    Timeline: Y3 ? Q1, Responsible Staff: Director
    Cost: Budget for 1 - 2 acres of land acquisition, $40,000 - 80,000 for design cost and $125,000 - 350,000 for construction.
    Revenue Potentials: Added value in aesthetic appeal can assist in economic development
  • Include survey questions in public participation activities related to park redevelopment issues and expectations.
    Timeline: Y3 ? Q2, Responsible Staff: Graphics Designer
    Cost: To be determined
    Revenue Potential: To be determined


Community Gateway Recommendation:

Initiate partnering request for development of gateways and identify alternative funding sources that are available.

Timeline: Y5 ? Q1, Responsible Staff: Director
Cost: To be determined
Revenue Potential: Added value in aesthetic appeal can assist in economic development

Community Gateway Recommendation:

Identify a method for designating and implementing the gateways. Artist/architect collaborations, design competitions, and local business sponsorships are alternative ways to implement gateway designs.

Timeline: Y5 ? Q3, Responsible Staff: Arts Commission Liaison Superintendent
Cost: To be determined
Revenue Potential: Added value in aesthetic appeal can assist in economic development

 

Glendale, AZ - Welcome
Glendale, AZ
Contact Us   |   Brochures   |   History of Glendale   |   How to Get Around Glendale   |   Links   |   Press Room   |   Policies
© 2014 City of Glendale, Arizona