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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 - Description of Parks Master Plan

Introduction

The Parks and Recreation Master Plan is a long-range planning tool. The primary purpose of the Master Plan is to develop a sound approach for providing accessible parkland in the future, while addressing other environmental, cultural and aesthetic issues that will make Glendale a more attractive, vibrant and livable city. The purpose of the Master Plan is to improve the quality of life for the residents of Glendale through enhancing the quality of the park and open space system.

The Master Plan illustrates how parks, recreation centers and open space can be used as a framework to guide the pattern of future growth. The goals are to strengthen the social fabric of the city by developing parks in every neighborhood, creating a stronger sense of community by linking neighborhoods to parks, and provide a network of safe, pedestrian-friendly environments that will serve the recreation needs of Glendale residents. In addition, the Master Plan will begin to strengthen the identity of the city based primarily on the visual beauty of the natural landscape, and the cultural heritage and history of the area.

Constructing and operating these new parks and recreation facilities represents a significant public investment. It is important to acknowledge the benefits to the entire community. The benefits include:

  • Connections between parks and the development of neighborhoods, community facilities, employment areas, and schools to promote community pride and a positive city image.
  • Neighborhoods with spaces for recreation and socialization.
  • Safe environments for children.
  • Awareness of the environment and history.
  • A more attractive city to promote new business development and quality neighborhood growth.
  • A reduction in automobile traffic, hence, reduced air pollution and a healthier place to live.
  • Attractive streets.

Implementation Phase

These broader purposes have been woven into the Plan under the assumption that public investment should occur strategically, addressing as many fronts as possible, rather than focusing on single purpose action strategies and interests. The Plan has potentially beneficial implications for every segment of the community. When the community, non-city service providers, neighboring governments, and the school districts commit to work together, the plan is achievable.

As a result of the public involvement process, action strategies, recommendations and action items addressing each issue were developed. The issues are organized into eight categories:

Each category has four essential parts that outline the nature of the recommendation and ties those recommendations back to issues identified by Glendale residents. The four parts include:

  • Issues from Findings - A summary of major issues raised by the public during the inventory and analysis phase. These major issues represent the ideas, expectations and concerns collected from public involvement opportunities.
  • Action Strategies - These are developed to solve the issues stated by the public. Action strategies are "big picture" in nature and are accomplished by a series of recommendations.
  • Recommendations - A series of recommendations are developed to accomplish each action strategy.
  • Action Items - Specific tasks and responsibilities that will implement the recommendations. Each of the action items is a specific task that has indirect and direct costs identified. Additionally, staff responsibilities within the department and implementation timelines are provided.

Timeline, Department Responsibilities and Costs

Implementation of this strategic plan requires that specific timelines and department responsibilities be identified to govern the activities in a prioritized order. Timelines are to be established to control the preferred start or completion of a particular action. In most cases, priorities establish a process in which completion of one action item must be achieved prior to the commencement of the next action. Responsibilities of the department identify personnel, working in collaboration with staff, city managers and elected officials, who must manage the action item through the process.

Abbreviations for timelines are as follows:

  • Y1 July 1, 2001 to June 30, 2002 Quarter 1 - Q1 July through September
  • Y2 July 1, 2002 to June 30, 2003 Quarter 2 - Q2 October through December
  • Y3 July 1, 2003 to June 30, 2004 Quarter 3 - Q3 January through March
  • Y4 July 1, 2004 to June 30, 2005 Quarter 4 - Q4 April through June
  • Y5 July 1, 2005 to June 30, 2006

 

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