Through the city-wide survey, public forums, and staff and commission meetings, citizens stated the need for improvements to park security and park maintenance.

Action Strategy #1

Protect Glendale?s parks by providing preventive maintenance.

Park Guideline Recommendation:

Review current City of Glendale design maintenance guidelines and create a cost estimating model based on those guidelines.

Action Items

1. Develop maintenance guidelines for landscape areas by character (i.e. lawn, non-lawn, slopes, etc.)
   Timeline: Y1 - Q1, Responsible Staff: Parks Supervisor- Central District & Parks Supervisor- North District
   Cost: Department staff time for research & documentation
   Revenue Potential: Lower operational cost expected
2. Review landscape design guidelines for appropriateness of materials and water consumption, quality expectations, aesthetic value, and safety issues.
   Timeline: Y1 - Q2, Responsible Staff: Parks Supervisor- Central District & Parks Supervisor- North District
   Cost: Department Staff time
3. Review NRPA and local guidelines, benchmarking against current city guidelines.
   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, benchmarking & documentation
4. Initiate the development of Crime Prevention Through Environmental Design (CEPTED) guidelines.
   Timeline: Y1 - Q4, Responsible Staff: Parks Supervisor-Special Operations & Head Park Ranger
   Cost: Department staff time to assist Planning & Engineering Department & Police Department
5. Expand public awareness for the value of quality landscape design in parks.
   Timeline: Y2 - Q4, Responsible Staff: Graphics Designer
   Cost: Department staff time for training and creation of mailers and handouts

Park Guideline Recommendation:

Create a cost/benefit comparison model to serve for in-house versus outsource decisions. Use the model to make decisions regarding outsourcing of services or maintenance.

Action Items

• Outline a flow chart model for all parks activities.
  Timeline: Y1 - Q1, Responsible Staff: Parks and Rec. Superintendent-Central District, Parks and Rec. Superintendent-North District & Parks and Rec. Superintendent-Special Operations
  Cost: Department staff time
  Revenue Potential: None
• Create a baseline performance analysis for each task grouping in the Department for 2001 ? 2006.
  Timeline: Y2 - Q1, Responsible Staff: Parks and Rec. Superintendent-Central District, Parks and Rec. Superintendent-North District & Parks and Rec. Superintendent-Special Operations
  Cost: Department time to process analysis
  Revenue Potential: Revenue can be realized by reducing operational cost

Park Guideline Recommendation:

Create a "Resource Management Plan" that includes staff and equipment scheduling and budgeting to maintain an equitable and fair level of service city wide.

Action Items

1. Update inventory for all hardscape and landscape materials used in parks and open space.
   Timeline: Y1 - Q1, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
   Cost: Department Staff time
2. Utilize current City technology and create G.I.S. database for specific Parks and Recreation items. Purchase required equipment and software and train staff.
   Timeline: Y1 - Q2, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
   Cost: Department staff time to assist City Planning Department and hardware/software.
   Revenue Potential: Revenue can be realized by reducing operational cost.
3. Update current Parks Maintenance Plan with comprehensive summary of all existing parks, trails, open space and canals.
   Timeline: Y1 - Q3, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
   Cost: Department time to interview and select software, and budget $20,000 - 30,000 for software.
   Revenue Potential: None
4. Integrate questions evaluating parks grounds maintenance on public input surveys, the department web page, and mail-back postcard in parks booklet.
   Timeline: Y1 - Q4, Responsible Staff: Graphics Designer
   Cost: Department staff time to develop survey instruments and analyze feedback.
   Revenue Potential: None
5. Conduct a thorough staffing need assessment based on new operations and maintenance guidelines.
   Timeline: Y1 - 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 to develop assessment and make recommendations.
   Revenue Potential: Revenue can be increased by lowering operational cost through increased efficiency.
6. Review and update a "Preventative Maintenance Inventory", and develop a post implementation evaluation process for public and education input.
   Timeline: Y2 - Q1, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
   Cost: Department staff time.
   Revenue Potential: Revenue can be increased by lowering operational cost through increased efficiency.

Issue

Throughout the Master Plan process the participants expressed a desire to expand their involvement in how their neighborhood parks get developed or redeveloped.

Action Strategy #2

Develop park design guidelines that align closely with recreation program needs and meet community expectations.

Park Guideline Recommendation:

Facilitate the involvement of user groups in park and recreational facility design and planning.

Action Item

1. Expand community involvement in park design and planning.
   Timeline: Y1 - Q3, Responsible Staff: Parks and Recreation Project Coordinator-Central District and North District.
   Cost: Department staff time
   Revenue Potential: None
2. Establish additional design principles for the parks to meet the needs of the community.
   Timeline: Y2 - Q1, Responsible Staff: Parks and Recreation Project Coordinator- Central District & Parks and Recreation Project Coordinator- North District
   Cost: Department staff time
   Revenue Potential: None