Gold Medal 2025 Plan, a 15 Year Comprehensive Planning Document

MESA PARKS, RECREATION AND COMMERCIAL FACILITIES

GOLD MEDAL 2025

15 YEAR STRATEGIC MASTER PLAN 2011-2025 APPROVED FEBRUARY 2011 AMENDED JUNE 2018

200 S. Center Street, Building 1 I Mesa, Arizona 85210 I T: 480-644– 2352 I F: 480-644– 4656 E:mail: [email protected] I www.mesaaz.gov

Mission The Parks, Recreation and Commercial Facilities Department (PRCF) is committed to filling our facilities and programs with satisfied guests.

Vision Exceed Expectations

Motto Be responsible City Council Scott Smith, Mayor Alex Finter PRCF FAST FACTS Dennis Kavanaugh 57 Parks (923 Acres) + 135 Basins (371 Acres) + Dave Richins Undeveloped Parks (more than 900 Acres) Scott Somers Dina Higgins Seventy-one (71) multipurpose athletic fields, including Chris Glover eight (8) specialty complexes: Parks and Recreation Advisory HOHOKAM STADIUM: 12,900 seating capacity and Fitch Board Mark Yarbrough, Chair Park Baseball Training Complex Don Goodrum, Vice Chair MESA CONVENTION CENTER: 40,000 square feet of Kent Bulkley meeting and convention space Milt Fort Steve Ikeda MESA AMPHITHEATRE: 4,950 seating capacity David Martinez MESA CEMETERY: 70 acres Bert Millett Kathleen Rahn FIVE (5) RECREATION CENTERS: With 134,154 Square Matt Shaffer Feet of Space Marilyn Wilson NINE (9) SWIMMING POOLS: With 5,251,000 Gallons Ron Wills of Water City Manager TWO (2) SKATE/BIKE PARKS Chris Brady, City Manager TWO (2) TENNIS FACILITIES Kari Kent, Deputy City Manager Jack Friedline, Deputy City Manager ONE (1) GOLF COURSE PRCF Management Sting, Melissa Ethridge and Ringo Starr have all Marc Heirshberg, Director performed at the Mesa Amphitheatre! J.D. Dockstader, Assistant Director Mike Holste, Assistant Director It was 1952 when the Chicago Cubs first brought major league spring training to Mesa.

Country western singer Waylon Jennings, Ernesto Miranda (of Miranda Rights fame), and the four founding fathers of Mesa are all buried at the Mesa Cemetery.

Dear friend of the Mesa park system:

The early visionaries of the Mesa park system made no small plans, they dared to dream. Seventy-five years later, we still marvel at their vision as we provide ongoing stewardship of one of the finest park systems in America. We emulate the dedication, uncompromising will to succeed, and the value they placed on providing relevant park and recreation opportunities. We proudly continue the tradition of shaping the character of the city and enhancing the quality of life residents through quality parks and recreation.

As Mesa and the lifestyles of its residents continue to change, the Parks, Recreation and Commercial Facilities Department will also continue to evolve, sparking new development and providing, parks, programs, facilities, and services that are relevant to peoples lives. To ensure future generations have an opportunity to enjoy an outstanding parks and recreation system, we approach the future with a focus on sustainability.

It is with great pride that we set forth the direction for the Mesa Parks, Recreation and Commercial Facilities Department in this, our Gold Medal 2025 Plan, a 15 year comprehensive planning document. We invite you to experience and enjoy the many parks, programs, facilities, and services that the City of Mesa offers.

Sincerely,

Marc Heirshberg, Director Parks, Recreation and Commercial Facilities

MAP1: Existing System

EXECUTIVE SUMMARY

Mesa City Council’s vision for the future continues the long tradition of preserving land with an emphasis on connecting people to the land and to each other. The Mesa Parks, Recreation and Commercial Facilities Department (PRCF) will continue to enhance the quality of life for Mesa residents and will play a significant role in shaping the character of the City through quality parks and recreation.

The Direction residents have a stake in the future of these The poet R.S. Thomas said, “We only know resources and bear responsibility for their who we are by knowing where we are. A stewardship. The PRCF Department is particular place creates around us a unique committed to providing leadership in natural culture that gives us not only our identity but resource management, connecting people to also our vision and values.” Parks and their natural environment, and fostering a recreation services can contribute greatly to sense of stewardship. The plan articulates a community’s sense of place and its quality goals and strategies that call for of life. The American Planning Association responsible management of the parks notes that “parks create a sense of place by system’s natural resources, programming connecting residents to one another and to that connects people with the natural their larger environment….They can environment, protection and care of trees, physically reconnect communities to and development of partnerships that will themselves by creating linkages or restoring further the goals of protecting natural historic connections broken by highways, resources and connecting people to them. sprawl, and poor planning.” Gold Medal 2025 also calls for balancing the distribution of natural areas throughout Be a sustainable organization When the city. considering how work will be conducted by the PRCF Department, sustainability tops the Deliver recreation that inspires list. This will require meeting current park personal growth, healthy lifestyles, and recreation needs without sacrificing the and a sense of community The future ability of future generations to meet their own needs by balancing environmental, calls for leadership that inspires all people economic, and equity concerns. The Gold to engage in recreation. In this plan, Medal 2025 plan calls for the development recreation includes all activities that make and implementation of a sustainability plan leisure time more interesting, enjoyable and that will further articulate how sustainability personally satisfying. Furthermore, this plan will be integrated into the everyday work recognizes that the benefits of quality of the department. recreation are astonishing, ranging from the development of life-long skills to fostering Provide urban forests, natural areas, community and crime prevention. The PRCF and waters that endure and captivate Department is committed to enriching the Land, trees, and water—the foundation of lives of individuals, families and the entire our park system – require long term care community through positive and fulfilling and investment. Parks are protected to benefit the entire city; therefore, all recreational experiences. It will offer

6 physical, artistic, environmental, and social safe parks also requires that they are well activities throughout the city. Gold Medal maintained and designed to prevent 2025 sets forth goals and strategies to accidental injury. The plan calls for support the health and fitness goals of bolstering preventive measures that included residents and to connect people to each developing ongoing relationships with park visitors, setting clear expectations of other through recreation. appropriate behavior in the park system, Create dynamic parks that shape city providing training to staff and visitors, and character and meet diverse community providing parks and facilities that are safe by design. needs As the city’s demographics evolve the PRCF Department must create parks and amenities that are flexible, sustainable, and The Research and Outreach aesthetically beautiful, and with which The Gold Medal 2025 plan recognizes the residents and visitors can identify. This organization’s need to evolve to meet the changing parks and recreation needs of includes recruiting and retaining a diverse Mesa residents. The directions set forth in the workforce that reflects the city’s plan are guided by the insights gained demographics. Achieving this vision requires through community outreach and surveys. The that the organization listen carefully, changes in Mesa that are most significant to anticipate future needs, explore new future park and recreation delivery include: operating models, and obtain new funding sources. The department will continue to be a • Demographic Shifts: The city continues to become more diverse and leader in focusing on parks and recreation, home to an increasing number of the role parks and recreation plays in foreign-born residents. The number of stretching the imagination for shaping the households without children present also city, and seeking partners to fulfill the appears to have increased. mission of the organization. The plan calls for • Recreation Trends: Adults, especially the development of park plans for areas Baby Boomers, are staying active where the city’s population is growing or longer. Young adults raised on youth expected to grow. The plan also calls for athletics are seeking to maintain active determining the service and delivery goals lifestyles. In addition interest in non- of existing and new recreation activities traditional and self-directed recreation is rising. through thoughtful examination. This will allow the department to be proactive in • Health Trends: Nationally, research offering new facilities, removing outdated or shows obesity and related health under-utilized facilities, collaborating and concerns are rising along with health partnering with other service providers to care costs. Parks and recreation plays an important role in supporting the prevent duplication. active lifestyle that can reduce health Maintain a safe place to play, concerns and bolster preventive care. celebrate, contemplate and recreate Keeping the parks safe requires a long-term commitment to people and places by the PRCF Department and its many partners. Safety, both real and perceived, is achieved through a combination of preventive and corrective measures. Delivering consistently

THE VISION… THE PROMISE…

The Vision

The vision statement describes what the organization hopes to become by 2025: In 2025, The Mesa Parks, Recreation and Commercial Facilities system is a premier destination that welcomes and captivates residents and visitors. The park system and its beauty are part of the daily life and shape the character of Mesa. Natural, cultural, artistic, historical, and recreational resources cultivate outstanding experiences, health, and enjoyment, fun and learning for all people. The parks system is sustainable, well maintained, and safe. It meets the needs of individuals, families and communities. The focus on preserving open space remains, with a strong emphasis on connecting people to the land and to each other. Aware of its values to their lives, residents are proud stewards and supporters of an extraordinary parks and recreation system.

The Promise

The Gold Medal 2025 plan embraces innovation. It also communicates that ongoing learning and community outreach and research are required to provide the best park and recreation services to Mesa residents and visitors. The success of this vision is tied to the commitment of city leaders, city administration, PRCF staff, our partners, and to the value the community places on maintaining and improving the Mesa parks system.

As this plan is implemented residents and visitors can look forward to an exciting future in which services are continually evaluated and improved to ensure community needs are met, facilities are renewed, connection with the natural environment is strengthened, sustainable practices are expanded, and parks are safe for everyone.

8 Gold Medal 2025 The vision statement and four vision themes will guide future development, operations and maintenance of the Mesa parks system in 2025. A series of goals and strategies for each vision theme further guides the work of the City of Mesa’s PRCF Department.

Vision Statement: In 2025, The Mesa Parks, Recreation and Commercial Facilities system is a premier destination that welcomes and captivates residents and visitors. The parks system and its beauty are part of the daily life and shape the character of Mesa. Natural, cultural, artistic, historical, and recreational resources cultivate outstanding experiences, health, and enjoyment, fun and learning for all people. The parks system is sustainable, well maintained, and safe. It meets the needs of individuals, families and communities. The focus on preserving open space remains, with a strong emphasis on connecting people to the land and to each other. Aware of its values to their lives, residents are proud stewards and supporters of extraordinary parks and recreation system.

Vision Themes: As a renowned and award winning park and recreation system, the City of Mesa PRCF Department delivers:

VISION THEME 1: Urban forests, natural areas, and waters that endure and captivate

VISION THEME 2: Recreation that inspires personal growth, healthy lifestyles, and a sense of community

VISION THEME 3: Dynamic parks that shape city character and meet diverse community needs

VISION THEME 4: A safe place to play, celebrate, contemplate, and recreate

VISION THEME 1

Urban forests, natural areas, and waters that endure and captivate . Lands, trees, and water – the foundation of the park system – require long- term investment and care. Parks are protected to benefit the entire city; therefore, all residents have a stake in the future of those resources and bear responsibility for their stewardship. The Mesa PRCF Department is committed to providing leadership in natural resource management, connecting people to their natural environment, and fostering a sense of stewardship.

“Conservation means development as much as it does protection. I recognize the right and duty of this generation to develop and use the natural resources of our land; but I do not recognize the right

to waste them, or to rob, by wasteful use, the generations that come after us.”

~Theodore Roosevelt

CONNECTION, LEADERSHIP, STEWARDSHIP Preserving, managing, and enhancing the city’s natural lands, waters, and urban forests is a core responsibility of the Mesa PRCF Department. For nearly 75 years, the Department has protected and preserved natural areas for future generations; monitored the quality of lakes, waterways, and streams; and managed trees throughout parks and natural areas. The Department creates opportunities for people to experience the beauty of nature through a variety of programs, self-guided explorations, and gardens. All of these efforts attract people to the natural environment and foster the next generation of stewards.

10 Findings: The following findings helped shape the goals and strategies for Vision Theme 1:

Community Outreach and otherwise developed settings. While other fear that Research Consequently, natural areas technology is replacing hands-

Mesa residents value the natural within the Mesa parks system on learning with indirect environment and seek are more susceptible to invasive learning. There is also concern opportunities to spend and species. Lakes, creeks, and other that immigrant populations are preserve time in nature. When water bodies are especially not pursuing nature-based asked to rate the importance of affected by flooding, shoreline activities in their leisure time. various park system amenities, erosion, and other storm water Forging a connection between residents rank natural areas impacts. Applying best practices people and natural areas will highest, related amenities such in land and water management help ensure long-term as trails, and environmental will help mitigate the impact on stewardship of the park system programming also receive high natural areas. Those best and build valuable life lessons. rankings. When comparing practices require stable, resident satisfaction and the adequate funding to be Changing Conditions and level of importance they place effective. Regulations on amenities and activities in the The park system is affected by park system, the satisfaction local, regional, national and level was significantly lower Sustainability even global changes, many of than the importance level for Sustainability is most commonly which demand the commitment protected natural areas and associated with the protection of significant resources. Over environmental programming. and management of the natural the past 50 years the park This indicates additional focus is environment. Mesa supports the system has fought invasive needed for these areas. perspective that the species, managed specific tree Within the natural environment, environment, economics, and diseases, and adapted to new residents indicate that they equity are equally important regulatory requirements. enjoy walking, biking, hiking when considering sustainability. Looking to the future, new and viewing nature. Residents Therefore, sustainability is invasive species, diseases, indicate that they want more integrated throughout this regulation and the effect of focus on keeping existing parks document and featured pollution and climate change clean and well maintained, specifically in the values section. will require increased preserving more natural areas, A sustainability plan for the commitment and financial providing access to natural department will further investment in managing the areas and implementing articulate how sustainability will city’s natural resources. environmental education be incorporated throughout the programming. entire system.

Impact of the Built Environment Disconnected from Nature

As the East Valley continues to Nationally, there is growing grow, access to natural areas concern that people, especially decreases and open space children, are losing their becomes increasingly connection to nature. Some cite fragmented. Mesa’s natural technology as directly areas become refuges within competing for their leisure time.

VISION THEME 1: GOALS AND STRATEGIES: Urban forests, natural areas, and waters that endure and captivate

GOAL

Sound Management techniques provide healthy, diverse, and sustainable natural resources.

STRATEGIES:  Develop and implement a natural area management plan that ensures natural areas (desert uplands, lakes, etc) are ecologically diverse, sustainable, and managed with scientifically based methods, giving preference to remnant GOAL: native plant communities. Residents and visitors enjoy and understand  Develop and implement management the natural environment. plans for all lakes and water bodies within the Mesa parks system that ensure STRATEGIES: these resources will be protected and  Encourage people to experience the enhanced. natural environment by providing and

 Develop and implement a land maintaining where feasible trails and management plan for the grounds, trees, access points that serve people of all and gardens of parks and golf courses ages and abilities. in the Mesa park system.  Provide environmental education, and

nature based recreation, in cooperation  Provide leadership and coordination with area partners and regulatory with local schools, that encourages all agencies in monitoring, regulating and people especially children and new improving water quality and ecological populations, to explore, protect, integrity of water bodies throughout the understand, and become stewards of park system. Enforce regulations and natural areas policies as necessary.  Develop a strong connection between neighborhood/community center  Collaborate with neighborhood/ programming and the natural areas in community, state and federal the parks system. organizations to plan for and fund ongoing ecological management  Provide or support other entities in and restoration. providing programming that teaches residents to reduce their individual  Manage rodent populations to mitigate negative impact on the natural impacts on significant natural resources. environment.

12 VISION THEME 1: GOALS AND STRATEGIES: Urban forests, natural areas, and waters that endure and captivate

GOAL GOAL:

People and the environment benefit from the Knowledgeable stewards and partners expansion and protection of the natural generously support the system’s natural resources. resources.

STRATEGIES: STRATEGIES:  Ensure day-to-day operation and  Develop programming to educate construction does not damage natural residents and park visitors of the resources within parklands, and require importance of preserving and properly replacement when loss or damage managing natural resources for health, occurs. water, air quality and general environmental benefits.  Define, inventory, and track natural resources classified as significant.  Be a resource for residents and visitors seeking information about the park  Within the park system, protect natural system’s natural resources and open resources recognized as significant city, spaces. regional, or national resources due to historical, ecological, or aesthetic value.  Engage volunteers in the restoration, maintenance and preservation of the  Enforce leash laws and use of system’s natural resources. designated trails to protect sensitive ecosystems and wildlife.  Lead efforts to establish public and private partnerships that enhance the  Balance public access to natural areas City of Mesa’s management of natural throughout the city, giving priority to areas. Sponsor programs and events acquiring developing and/or restoring that promote exploring, protecting, and areas in West and Southwest Mesa. enhancing these resources.

 Enhance natural features in  Strengthen opportunities for research neighborhood and community parks to and cooperative exchange of increase residents’ awareness and information with universities, state and enjoyment of the natural environment. federal agencies, and recognized experts.

 Participate in efforts sponsored by local partners that enhance the City’s goals for managing natural areas within the parks system.

 Educate and advocate developers to create connectivity and open space to enhance natural resources where possible.

VISION THEME 2

Recreation that inspires personal growth, healthy lifestyles, and a sense of community.

The future calls for leadership that inspires all people to engage in recreation. Recreation includes all activities that make leisure time more interesting, enjoyable, and personally satisfying. The benefits of quality recreation are astonishing, ranging from the development of lifelong skills to fostering community to crime prevention. The City of Mesa PRCF Department is committed to enhancing the lives of individuals, families, and the entire community through positive and fulfilling recreation experiences. This will require offering physical, artistic, environmental, and social activities tailored to the diverse communities throughout the city.

“Play for adults is recreation — the renewal of life; for children it is growth — the gaining of life.” ~Joseph Lee

“We do not cease to play because we grow old. We grow old because we cease to play.” ~George Bernard Shaw HEALTHY FUN Whether one wishes to walk along the canals, coach a sport, help restore a park area, picnic under a tree, have fun on a playground, join a softball team, watch a ball game, learn to golf, attend a concert, or watch nature unfold, the PRCF Department provides a wide range of recreation choices. The department’s numerous recreation and volunteer opportunities inspire people to make a difference in their own lives, in the lives of others, and to their surroundings.

14 Findings: The following findings helped shape the goals and strategies for Vision Theme 2:

Community Outreach and programs, services and residents and visitors. The Research activities being offered. challenges facing society today

Overall residents feel that the  More updated centers with may be different, but the City of Mesa’s PRCF modern features. expectations of the parks Department is doing a good job  Expanded weekend hours. system have not changed. of providing for our citizen’s  Extending the summer swim Today’s park system continues park and recreation needs. season at outdoor pools. to be a positive influence by Residents say it is important for aiding individual health and the department to provide fitness, and by countering Community Center Model health and physical fitness obesity and related Mesa residents enjoy a greater opportunities and positive complications, isolation from diversity of recreational recreation activities for children community, and the stress of interests and lifestyles than in and youth. They frequently hectic lifestyles. Increasingly, the 1970’s when the current mention the need for additional people recognize the recreation center model was or improved programming, relationship between health designed for the City. The small particularly for children. The care costs and lifestyle choices. size and proximity of existing main barriers to participating in Parks and recreation are a link recreation centers adequately recreation activities and to the active lifestyles that can served that earlier era, but no programs were lack of time and have a profound effect on longer support the extensive concerns about personal safety. community wellness. recreation needs of today’s Residents rank the Red Mountain children, youth, young adults, Multigenerational Center, single adults, older adults, and outdoor aquatic centers, athletic families, making it difficult to fields and programs for all foster community among diverse ages as highly important. lifestyles. A new model is Program recommendations needed; one that retains the typically focused on providing personal touch and easy access increased programming for of the 1970’s model, while each age group. Common effectively meeting the requests were for increased recreation needs of today’s physical fitness classes, as well diverse communities. As current as, increased programming centers are increasingly in need focusing on personal enrichment. of upgrading, it is vital that the When considering recreation new model be cost-efficient, centers and outdoor aquatic and maximize the value of centers some residents existing development, experienced gaps between operations, and maintenance what was offered at one center resources. vs. what another has to offer. Suggestions to improve recreation centers and outdoor Health, Physical Fitness, and aquatic centers include: Wellness

 Better or improved access to Since their creation, parks have information about available been viewed as a vital key to the health and wellness of

VISION THEME 2: GOALS AND STRATEGIES: Recreation that inspires personal growth, healthy lifestyles, and a sense of community GOAL GOAL:

People play, learn, and develop a greater Residents, visitors and workers enjoy capacity to enjoy life opportunities to improve health and wellness

STRATEGIES: STRATEGIES:  Provide programming, especially for  Provide access and encouragement for children, youth and teens in four key children and youth to participate in areas – physical, artistic, environmental, fundamental level athletics. and social – at a level where quality can be ensured.  Provide team sports for all age groups.

 Adapt programming to busy lifestyles  Provide opportunities for self-directed and make it easy for individuals and recreation throughout the park system. families to participate.  Form or encourage groups and clubs  Enrich physical, artistic, environmental, that motivate individuals to reach their and social program delivery by health and fitness goals. partnering with other agencies,  Explore ways to integrate non- professionals, and providers. traditional recreation opportunities for  Identify and reduce physical and all ages into the park system. financial barriers to participation in  Provide recreation opportunities that programming. support active lifestyles for workers,  Develop connections between before, after, and/or during their work programming in the neighborhood park day. system and the regional park system.  Continue to be the industry driver in  Provide opportunities to interpret the providing park system’s history and historic recreation features through venues that are opportunities engaging and fun. for persons with

disabilities.

16 VISION THEME 2: GOALS AND STRATEGIES: Recreation that inspires personal growth, healthy lifestyles, and a sense of community GOAL GOAL:

Volunteers make a vital difference to Parks provide a center for community living people, parks, and the community STRATEGIES: STRATEGIES:  Design and implement a community  Provide volunteer opportunities that are center service model that is relevant to meaningful to individuals, of all ages community members, provides a and families and further the work of the personal touch and easy access for all Mesa Parks, Recreation, and residents, creates a social gathering Commercial Facilities Department. space for the community, and is  Promote volunteer opportunities delivered from a sustainable number of throughout the Departments operations. community center hubs.  Recruit neighborhood adults to be  Cooperatively provide recreation, positive role models in the lives of youth library and cultural programs for family through mentoring and coaching. members to enjoy within the same  Encourage and manage large scale location. volunteer projects and sponsorship  Tailor programs and services to the opportunities that accommodate the demographics and needs of the desire of local businesses and community. corporations to volunteer in the community.  Deliver programming that connects individuals to the land and to each  Initiate, sponsor and support city-wide other. volunteer projects and events.

 Establish a Park Ambassador program to create a sense of ownership and stewardship throughout the City’s neighborhoods.

VISION THEME 2: GOALS AND STRATEGIES: Recreation that inspires personal growth, healthy lifestyles, and a sense of community GOAL  Encourage the use of parks and/or community venues for public cultural, art, People connect through parks and recreation and history events, giving priorities to those that support local artists or foster STRATEGIES: an understanding of local cultures and  Offer a culturally diverse rich selection history. of programs, expanding cross-cultural  Create and support events, concerts, programming and interpretive festivals, athletic events, and opportunities. celebrations that can be enjoyed by the  Be the source of information about entire community. recreation opportunities city-wide.  Tell the story and encourage advocacy  Develop programming partnerships with for the City and the PRCF Department groups and organizations that provide through interpretive displays and life-long learning or work readiness programming, and by celebrating key skills, such as community education. milestones in our history.

 Encourage opportunities that nurture  Create ownership in a sense of place on relationships, develop an understanding a local level through volunteerism, of differences, and develop team events, art, etc., centered around parks building skills. and community venues.

18 VISION THEME 3

Dynamic parks that shape the city character and meet diverse community needs

As the City’s demographics evolve, the Mesa PRCF Department must create parks and amenities that are flexible, sustainable, aesthetically beautiful, and with which residents and visitors can identify. Achieving this vision requires careful listening, anticipating future needs, exploring new operating models, and obtaining new funding sources. The PRCF Department will continue to be a strong leader by retaining an independent focus on parks and recreation, stretching the imagination for shaping the city, and seeking partners that will help fulfill the mission of the organization.

“The public still perceives parks and recreation as a necessary social institution, one with a definite purpose… recreation and parks benefits the economy through its relationship to travel and tourism and aids in the reduction of healthcare

costs through its relationship to health and fitness while helping to combat delinquent behavior.” ~Doug Sessoms

Vision, Leadership, Renewal A rich history of visionary leadership created a legendary park system that shapes the character of Mesa and the quality of life for its residents. To support the park system, a diverse range of funding sources, such as a park dedication ordinance and private partnerships are being explored. Increased emphasis is being placed on sustainable practices, communication, demographic trends, and effective outreach to ensure new and renewed facilities meet the needs of current and future generations.

Findings: The following findings helped shape the goals and strategies for Vision Theme 2:

Community Outreach and substantially lagging behind the occurring in the City. To reduce Research other 60 cities that were existing service gaps, the system

According to residents, parks represented: will focus on providing parkland define the city and are very within walking distance for each Park Acreage: important to the quality of life resident and better distribution in Mesa. Residents want more Park Acres as % of Land Area of significant amenities. Growth investment in the care and  Mesa ranked 54th out of 60 areas of the city are typically upkeep of park and recreation cities either former county islands that facilities and enhanced Total Parkland per 1000 have been incorporated or communication as a greater areas that were formally non- connection between community residents needs and the services provided  Mesa ranked 54th out of 60 residential areas that are not by the PRCF Department. They cities well served by park amenities. emphasize a desire for greater Park development will focus on development of partnerships serving and helping to spark Facilities: with public and private entities additional growth in these re- Swimming pools that further the goals of the City development areas. Council. When considering the  Mesa ranked 23rd out of private sector, they recommend 60 cities partnerships with local Funding Fluctuations Ball diamonds businesses and those that do not Traditional capital improvement  Mesa ranked 25th out of commercialize the park system. 60 cities funding sources have diminished for the PRCF Department in Dog Parks State of the Mesa Parks recent years. The City Council  Mesa ranked 37th out of System has had to reallocate dollars 60 cities The Mesa park system is throughout the City in an effort Golf Courses comprised of 57 developed to reduce costs and provide parks, 135 basins, and 8 sports  Mesa ranked 46th out of basic service to the citizens of complexes. With more than 60 cities Mesa. While we are hopeful 1,500 acres of developed land Playgrounds that the City’s overall financial and nearly another 1,000 acres  Mesa ranked 50th out of 60 health and well-being will soon of undeveloped land, the City cities begin to improve, the of Mesa still ranks Recreation Centers unpredictable funding levels make it difficult to project comparatively low when  Mesa ranked 55th out of capital improvements for the compared with other cities of 60 cities the same size and population park system. Cultivating a Tennis Courts base. While the PRCF diverse range of consistent  Mesa ranked 60th out of 60 Department boasts many funding sources will help assure cities deserving successes, these have a sustainable and well not been achieved without maintained park system. challenges. After years of Growth of the Parks System budgetary crises we have not Future growth of the system is been able to sustain or develop anticipated in two areas – adequate facilities for a City of filling existing service gaps and our size. In a recent study serving new growth areas that conducted by the Trust for Public Land (TPL), Mesa was shown have recently occurred and are

20 VISION THEME 3: GOALS AND STRATEGIES: Dynamic parks that shape the city character and meet diverse community needs GOAL: improvements and facility maintenance programs. Park facility renewal and development respects history while focusing on  Build or renew facilities to meet or sustainability, accessibility, flexibility, and exceed standards for accessibility. beauty  Build quality facilities that can be adapted to new uses as community STRATEGIES: needs change. One aspect of achieving  Integrate sustainable practices, adaptability is interchangeable ecological design for landscapes, and playground components and/or sites green building techniques into new which encourage free-form play. construction and renewal of all  Maintain an inventory of historic amenities, giving priority to those structures, documents, landscapes, practices that meet or exceed features, and archeological sites that established standards, improve includes site analysis, evaluation of ecological function and minimize longer- integrity, and historic significance. term maintenance and operating costs. Develop a management and  Design and implement a community interpretive plan for significant historic center hub model that serves community resources. members, is sustainable, and taps the  Beautify the park system by integrating resources of area neighborhood, gardens and public art into park community and regional parks. (also a designs, and provide strategically concept in Vision Theme 2). placed gardens and art displays  Ensure the longevity of the City’s park throughout the city parklands and system by implementing a sustainable, facilities. long-term renewal plan through a complete inventory of the system, life- cycle cost analysis, condition assessment of all park facilities, and financing plan for cycle replacements and infrastructure updates.

 Systematically and regularly develop activity plans that outline the delivery goals, benefits, facilities, operations, and maintenance required to provide each major recreation activity (or group similar activities) in the park system. Use these plans to guide capital

MAP 2: Undeveloped Parcels and Existing Sites

22 MAP 3: Multiuse Path Connections

VISION THEME 3: GOALS AND STRATEGIES:

Dynamic parks that shape the city character and meet diverse community needs GOAL: GOAL:

Parks shape an evolving city. Focused land management supports current and future generations.

STRATEGIES: STRATEGIES:  Working, with city departments, Salt  Maintain a vital park system for city River Project (SRP) and other residents with a thoughtful acquisition stakeholders, provide a well- and disposition plan and practice. maintained, safe, and continuous trail system.  Acquire and develop land that meets one or more of the criteria (in priority  Balance the distribution of premier park order): and recreation features across the city, giving priority to adding features in 1. Fulfills park needs for growing areas underserved areas. or implements adopted park plans 2. Meets the needs of areas  Help shape the built form of the city by developing and/or implementing park underserved due to poor access or plans to acquire and/or develop insufficient parkland acreage per parklands in current or projected growth household areas of the city. Future parklands may 3. Provides trail connections and access be owned by the City or home owners to natural areas. associations, but will still be built to meet 4. Establishes clear park boundaries resident’s needs. 5. Promotes ecological function  Periodically examine data from 6. Secures unique sites or facilities household and population growth shifts  Ensure parcels considered for disposition to identify trends. meet one or more of the following  Ensure park access for all residents by criteria: removing the parcel does not providing parks within an easy walk diminish recreation or environmental from their homes (up to ½ mile). function of the park system, the parcel is  Work with stakeholders to identify and not accessible by the public, the parcel support multi-mode transportation does not serve the needs of individuals corridors between parks, with within a growth area of the city or is not preference given to routes that part of an adopted park plan, and the encourage non-motorized linkages parcel is too small for future park or between parks. natural development.  Monitor and update lease and joint-use agreements to meet current and

anticipated park and recreation needs.

24 VISION THEME 3: GOALS AND STRATEGIES:

Dynamic parks that shape the city character and meet diverse community needs GOAL: (CONTINUED) ordinance to ensure new city development is adequately served with Focused land management supports current park and recreation facilities. and future generations.  Prepare for future opportunities by STRATEGIES (CONTINUED): increasing funding reserves and

 Pursue land trades when the trade will establishing a park endowment fund. result in equal or more parkland that  Obtain grants that further the work of provide greater function to the park the Mesa PRCF Department. system.  Engage local businesses, corporations,  Manage parklands in compliance with foundations, and individuals in any deed, use, or other agreement sustainable partnerships that build on restrictions such as grant agreements. the value of the system without jeopardizing aesthetics or over commercializing the public realm.

 Create opportunities for entrepreneurs, both non-profit and for-profit, to enrich the park and recreation experience and implement innovative approaches to revenue generation.

 Work with all levels of government to secure consistent, dedicated funding, for park development, maintenance, and operation.

 Develop and maintain a five-year financial plan that includes disaster GOAL:

recovery provisions. Financially independent and sustainable  Implement a revenue management plan parks prosper. that identifies strategies for cost STRATEGIES: recovery of program operating  Increase revenue and develop expenses. sustainable spending practices  Provide long term sponsorship and/or throughout the system that consider the financing of the department’s scholarship short and long term costs and priorities program to provide registration fee for projects, programs and/or services. assistance to those in need.  Work with necessary partners to enact and implement a park dedication

VISION THEME 3: GOALS AND STRATEGIES: Dynamic parks that shape the city character and meet diverse community needs GOAL: GOAL:

Through outreach and research, park and Easily accessible information supports recreation services are relevant today and enjoyment and use of the park and tomorrow. recreation system.

STRATEGIES: STRATEGIES:

 Create a community outreach and  Implement communication strategies to research plan that focuses on identifying provide timely, accurate information to the park and recreation needs of the Mesa residents and visitors, including city’s dynamic populations. those who do not speak English.

 Evaluate current facility and program  Enhance technology to share information delivery based on key indicators and effectively and efficiently across the park visitations to determine the best organization and with the community. way to meet the park and recreation  Cultivate open communication with other needs of residents and visitors. departments in the City, County, State,  Regularly review social and and other elected officials and demographic trends that affect service appointed groups. delivery. Be the first to identify and  Develop and implement a customer address new recreational needs and to service program, including training to reposition those recreational facilities ensure customer service techniques are that are no longer relevant. applied effectively and consistently  Ensure staff is prepared to engage a across the organization. diverse public by training staff to be  Effectively utilize technology to make sensitive to the park system’s users, program registration and enjoyment of recruiting bilingual staff, and recruiting services easy. and retaining people of different ethnicities for staff and volunteer positions.

 Engage and involve residents in identifying the program, service, and facility needs of their respective communities.

26 VISION THEME 4

A safe place to play, recreate, contemplate, and celebrate

Keeping the parks safe requires a long-term commitment to people and places by the City of Mesa PRCF Department and its many partners. Safety, both real and perceived, is achieved through a combination of preventive and corrective measures. Delivering consistently safe parks requires that they are well maintained and designed to prevent accidental injury. The City of Mesa PRCF Department is committed to making choices that foster the safety and well being of its park visitors and staff.

“The public still perceives parks and recreation as a necessary social institution, one with a definite purpose… recreation and parks benefits the economy through its relationship to travel and

tourism and aids in the reduction of healthcare costs through its relationship to health and fitness while helping to combat delinquent behavior.” ~Doug Sessoms Prevent, Protect, Welcome

Safety within the City of Mesa park system is a core responsibility of the PRCF Department. While the City’s police force is a key factor in fulfilling this responsibility, all staff members play a role in keeping parks safe. Park and recreation programs inspire youth to engage positively in their communities. High standards for removing graffiti, addressing vandalism, and keeping the parks in good condition set high expectations for behavior. Park Rangers build relationships with youth and communities and redirect behavior through education instead of arrests and citations whenever possible, renewal and development of new facilities and amenities are designed with safety in mind.

Findings: The following findings helped shape the goals and strategies for Vision Theme 2:

Community Outreach and  Walking and activity across the city have continued to Research groups decrease, in 2003 the reported

Aside from a lack of leisure crimes used in this report  Community dialogue about ranged from 28,479 in 2003 to time, Mesa residents and park the safety needs within visitors report that their concerns 18,079 in 2009. These numbers parks include Part I crimes such as about safety are one of the trespassing, drug possession, greatest barriers to utilizing the An Integrated Approach vandalism, etc. On average --- park system. Their concerns % of all Part I crimes committed Police and Park Rangers alone include both personal and across the city occurred in parks. cannot provide a safe park property safety and range from Crimes most commonly reported fears about off-leash animals to system. Each employee and in parks are vandalism and gang activity. People want to park visitor plays a role in theft. fostering a safe, welcoming see more police and/or ranger environment. An approach is presence in parks, enhanced Work Place Safety lighting and a more visible staff needed that integrates Safety at work is also important role in parks and recreation prevention through safe design, to the City of Mesa. Staff that facilities safety. well-maintained facilities, proper training of park visitors works safely are more likely to Additional recommendations for and all park staff, clear provide a safe environment for improving the safety of the communication, and swift park visitors. Considerable time parks include: modification of inappropriate and resources are required to adequately train staff and  Greater adult presence behavior. provide a safe working  Well-maintained facilities environment. Work place safety City Wide Trends  Clear expectations for park is further discussed in the values users Fluctuations in crime statistics section. across the city play a large role  Well-designed facilities in real and perceived safety of  Multi-cultural and bilingual the park system. Between 2003 staff and 2009, reported crimes

28 VISION THEME 4: GOALS AND STRATEGIES: A safe place To play, recreate, contemplate, and celebrate

GOAL:

Positive recreation experiences and GOAL:

welcoming parks prevent crime. Residents, park visitors, and staff make safe choices in the parks. STRATEGIES: STRATEGIES:  Get to know and positively influence youth.  Educate park visitors on personal safety  Communicate clear expectations of and actions they can take to avoid behavior to park visitors. being a target of crime.

 Train all staff to recognize and divert  Install clear signage that instructs park dangerous activity. visitors to safely use or access park amenities.  Encourage community connections by focusing on intergenerational activities  Teach drivers, pedestrians and cyclists at neighborhood, community and the rules of the road and path safety. regional parks and facilities with  Educate residents and park visitors positive activities for all ages. about the negative impacts of feeding  Implement a “Safety First” policy in or interacting with wild animals. which programs are cancelled when  Dedicate staff time to safety training, established minimum safety standards and risk assessment to prevent accidents are not met. that can lead to injuries and lost staff  Ensure that staff is visible, welcoming, time. and positive.

 Set park hours to promote safe use of the parks and safety in the community.

 Ensure facilities are well maintained (see park facilities renewal goal in Vision Theme 3).

 Establish neighborhood involvement to report problems within parks and facilities to the appropriate authorities.

VISION THEME 4: GOALS AND STRATEGIES: A safe place To play, recreate, contemplate, and celebrate

GOAL: a safe, welcoming environment while respecting natural habitats. Intervention and communication reduce safety concerns.  Provide access to restrooms, drinking water, bike racks and shade throughout STRATEGIES: the park system.

 Identify recurring safety concerns and  Monitor park amenities to ensure safety devise new prevention plans using standards and codes are continually available resources. Eliminating a met, and develop plans to meet service or facility will happen only when standards or remove facilities that do attempts to modify the problematic not meet minimum safety requirements. behavior have failed.  Adopt new technology proven to  Increase visibility of Park Rangers and effectively enhance safety throughout park ambassadors. the system.  Modify behavior that may cause harm  Work with neighborhoods and other to persons, the environment, or property City departments to provide safe within the park system. bicycle routes to and within parks.

 Develop and maintain a disaster recovery plan for the park system. GOAL:

 Facilitate quick emergency response by Communities, public and private partners, and staff cooperate to promote safety. installing distinguishable markers and building addresses that are recognized STRATEGIES: by emergency services.  Support efforts to raise community  Facilitate citizen communications to awareness of safety in parks and report issues using latest technological facilities. offerings such as smart phone  Cooperate with other agencies and City applications. departments to develop an integrated

approach to chronic issues within and .GOAL: beyond park borders. Parks are safe and welcoming by design.  Work with neighborhoods to identify STRATEGIES: necessary safety improvements within

 Design parks to meet or exceed or parks. safety standards, building codes and  Pursue public and private partnerships Crime Prevention Through Environmental to promote safety in the parks and Design (CPTED) principles. expand available resources.  Develop and implement lighting standards by park amenity to promote

Values guide how staff and volunteers do their work. Applying the values of good conduct — respect, integrity, fairness, and dignity — sets an example for behavior within the park system.

The Mesa Parks, Recreation and Commercial Facilities Department has identified four additional values to apply to all of the work the department does. These values are:

Sustainability Meet current park and recreation needs without sacrificing the ability of future generation to meet their own needs by balancing environmental, economic, and equity concerns.

Visionary Leadership Respect the vision and leadership that built the park and recreation system and recognize the need for ongoing leadership in achieving excellence.

Safety Work safely to support a thriving work environment and an outstanding experience for residents and visitors.

Responsiveness and Innovation Anticipate and thoughtfully respond to the diverse needs of the city’s neighborhoods, continually seeking ways to better deliver park and recreation services.

Values guide how staff and volunteers do their work.

Sustainability Meet current park and recreation needs without sacrificing the ability of the future to meet their own needs by balancing environmental, economic, and equity concerns.

Environment Sustain and enhance parklands, waters and urban forests.

Economic Develop short-term and long-term financial stability of the department.

Equity Provide residents with opportunities to improve their quality of life and well-being through outstanding parks and recreation services that are suited to their respective needs.

Action:  Identify opportunities to test and/or showcase best practices throughout the system.

 Provide park system infrastructure at a sustainable rate.

 Reduce energy use in building, vehicles and equipment.

 Purchase “green” products made from recycled and post consumer waste material content and focus on quality, not quantity.

 Choose economically sustainable options, taking into consideration staff time, resource use, and life span costs with the understanding that initial costs might be greater than other methods.

 Balance the economic and environmental costs and benefits of providing parks and recreation across the city.

 Build a diverse workforce at all levels of the organization that reflects the city.

Visionary Leadership Respect the vision and leadership that built the park and recreation system and recognize the need for ongoing leadership in achieving excellence.

A visionary sees the future and a leader gets you there. The PRCF Department is the product of both vision and leadership. To further this tradition the department must recruit bright, talented staff and volunteers. It must also cultivate new leadership, encourage implementation of best practices, and provide opportunities to explore new ideas.

Action:  Learn and apply best practices.

 Participate in training opportunities.

 Openly explore new ideas and trends.

 Foster new leadership.

 Share knowledge with co-workers.

 Encourage bold, effective ideas

 Increase training opportunities.

32 Safety Work safely to support a thriving environment and an outstanding park experience for residents and visitors.

It is important to the City of Mesa that the work of the organization be done safely. Setting and achieving high goals for safety in the workplace is essential to reducing the cost of injury and loss of staff time. Commitment to this value means that staff are trained to safely complete their work and that unsafe situations in the working environment are identified and addressed. As a result, it will be possible to place more focus on providing outstanding programs, services, and facilities for residents and visitors.

Action:  Dedicate staff time to safety policy development, risk management, and safety training.

 Participate in periodic safety trainings and share safety information with co- workers and residents.

 Support the work of the staff safety committees.

 Report and address safety concerns promptly to ensure safety of residents and staff.

 Be visible, welcoming, and professional.

 Implement and revisit safety agreements developed by PRCF staff to provide safe, clean welcoming parks and facilities.

 Eliminate on-the-job injuries by staying informed and following safety guidelines.

Responsiveness and Innovation Anticipate and thoughtfully respond to the diverse needs of the city’s neighborhoods, continually seeking ways to better deliver park and recreation services.

A successful park system is relevant to the community it serves. This requires acting on knowledge of the park and recreation needs of the community, as well as providing visitors with customer service that maximizes their experience. The department must not only react to change, but anticipate and address it with ingenuity, creativity, and innovation.

Action:  Research and report observations on the changing needs of residents, visitors, and staff.

 Provide excellent customer service with every visitor interaction.

 Stay informed and provide visitors with accurate information.

 Systematically research and respond to trends, opportunities, and external influences.

 Look for innovative ways to provide park and recreation services.

Decision Principles

A unified approach to decision making will swiftly propel the organization toward a common direction. The following decision principles will be considered when making decision with a system-wide impact.

Identified Community Need and Demographics The research conducted for this plan reinforces the need for basing program and facility decisions on specific community needs and demographics, since parks and recreation needs vary across the city. Moving forward, emphasis will be placed on researching community needs and demographics of the area. Equity, therefore, will be measured by how well a community’s needs are addressed.

Quality versus Quantity The amenities provided to meet the park and recreation needs of communities will be high quality and sustainable. Overbuilt or under-utilized facilities will be removed and replaced with sustainable options or other amenities that better meet the needs of community. Amenities that have completed their useful life- cycle, especially those with a blighted appearance, will be removed, and, as funding becomes available, replaced with new amenities.

Embracing Technology Beyond gadgets, video games, and cyberspace, technology is transforming the delivery of meaningful park and recreation experiences: new playground equipment enhances a child’s experience, new modes of communication increase information sharing, and renewable energy sources reduce operating costs. Decision making will embrace technology to better serve the community.

A unified approach to decision making will swiftly propel the organization toward a common direction.

Fostering a New Face for Partnerships Partnerships are commonplace for the PRCF Department, often resulting in enhanced service delivery. Some however, are less beneficial. In the future, the department will evaluate partnerships on an ongoing basis and will actively seek a new contingent of partners. The decision to enter or rejuvenate a partnership will be based on how it contributes to the organization’s mission, values, goals, and strategies. Non-traditional partners that provide new opportunities for residents and are consistent with the organizations mission will be encouraged.

Focusing on the Activity, Then the Infrastructure In the 1970’s and 1980’s, when much of the park system’s infrastructure was built, the demographics of the city were considerably more homogeneous than they are today. In that era, evenly spacing infrastructure around the city was an effective delivery model. Today, new recreation trends, shifting demographics, and more private recreation options highlight the need for a new model. Infrastructure decisions will begin by determining the need for a particular recreation activity and the value and service it delivers. After thorough evaluation of what the department already offers, the status of other service providers, and existing infrastructure, infrastructure will be provided to meet service goals for that activity. Service goals for an activity will be based on demographics of an area, identified community need, and the identified target audience for the activity.

Sustainable Rate Increasing operational costs, environmental regulations, expanding requests for services, land use pressures, environmental degradation, and social disparity can create a sense of scarcity and compromise the long-term vitality of an organization. An alternative is to provide services at a sustainable rate, such as providing infrastructure that can be reasonably maintained, setting realistic program and service delivery targets, or modifying land management techniques to increase efficiency. Future decisions will support a sustainable park system that prevents crisis situations, protects the land for future generations, and actively balances services across the city.

Organizational Implementation Commitments This section outlines how the Mesa Parks, Recreation and Commercial Facilities Department will use this plan to guide the department to 2025. A complete review of this plan is recommended to begin in 2017.

Planning for Change The Gold Medal 2025 plan consists of a number of key elements that complement and support each other to provide simple, concise direction. Each part of the plan has a function. The mission articulates why the organization exists. This is supported by values, which identify how the organization performs its work. Vision statements follow, describing what the organization hopes to become by 2025. Goals represent incremental steps toward accomplishing the vision, and strategies set out plans or specific directions that lead to the goals. The chart below indicates how these separate statements support each other. Organizational implementation commitments are the base of the structure.

36 Planning for Change (Continued): Three (3) primary processes will ensure that the work of the department reflects the direction provided in the Gold Medal 2025 plan. These processes are:

Five year Implementation Plan The PRCF Department will rely on a five-year implementation plan updated annually, as a roadmap for achieving the strategies, goals,

and ultimately the vision of the Gold Medal 2025 Annual work plans plan. This implementation plan will reflect specific will help manage tactics, measures of success, timetables, and resources workflow and ensure required for a five-year period.

that daily work Work Plans Each division, and work group will corresponds to the develop annual work plans that tie to the strategies, direction set forth in goals, and visions outlined in the Gold Medal 2025 the Gold Medal 2025 Plan. Developed annually these plans will include indicators and will help manage workflow and ensure Plan. that daily work corresponds to the direction set forth in the Gold Medal 2025 plan. The actions set forth in these plans will be specific, measurable, achievable, relevant, and time-framed.

Annual Budget Annual budget requests by each division and work group will be tied to the strategies, goals, and visions outlined in the Gold Medal 2025 plan. The budgeting process will allow spending across the organization to relate to both the implementation plan and the Gold Medal 2025 Plan. Financial reporting will correspond to the plans strategies, goals, and vision statements.

Details about park management, future park development, and the goals, objectives and strategies for providing specific recreation opportunities will be captured in separate complimentary plans. These documents are: Future Development of Planning Documents As an overcharging guiding document the Gold Medal 2025 Plan calls for additional planning in several areas. This future planning will allow for greater exploration, evaluation, Future planning and community research on several topics. Plans will allow for identified for development in the comprehensive plan include (not a comprehensive list): a land management greater exploration, plan, a natural area plan, a revenue management plan, a evaluation, and recreation activity plan, and a sustainability plan. These community plans will be structured so they can easily be updated as research on several social trends change, population grows and shifts, and as topics.” research reveals best practices.

Organizational Implementation Commitments

Measuring Progress Each direction suggested in the Gold Medal 2025 Plan may be achieved by numerous methods. The professional expertise and experience of the Parks and Recreation Advisory Board, City Council and staff will enable the organization to achieve the vision set forth. Careful monitoring will allow staff to determine if a selected course of action is achieving desired outcomes, allowing corrections to be made and successful outcomes celebrated. To comprehensively monitor the progress of the PRCF Department, evaluation will be viewed from three perspectives: impact on community, organization performance reviews, and individual performance reviews.

Community Impact Measuring the department’s community impact helps determine if the community's parks and recreation needs are being met. Measuring the impact of a program or project becomes increasingly important in a tight funding climate and is a key to judging the effectiveness of the Gold Medal 2025 Plan. Key indicators that anticipate program and project outcomes will be identified and monitored over time. The information obtained from these measurements will allow the five-year implementation plan and work plans to be adjusted appropriately to achieve the vision of the organization.

Organizational Performance Reviews An organizational performance review will measure the overall success of the organization in meeting its vision. Key indicators relating to the goals, vision, and values will be selected and monitored on a yearly basis. The results of the review will allow appropriate changes to be made to the five- year implementation plan and work plans.

Individual Performance Appraisal Process Employees move the organization toward the vision set by City Council and they will be evaluated on the work they do to achieve that vision. Employees will also be evaluated on how their work upholds the values of the organization. This tool will be used to effectively direct the skills of individuals and teams toward achieving the vision of the organization and will include the opportunities for personal growth. Performance appraisals will help identify when adjustments should be made and when achievements should be celebrated. Individual performance appraisals will also help supervisors monitor workflow and keep their annual plans on target.

38 Key Challenges and Opportunities

Environmental Pressures New Recreation Trends Today due to invasive species, tree diseases, Recreation is shaped by a number of factors, and pollution the management of natural areas, from shifting demographics to the introduction of trees, and water bodies requires a new level of new activities. Local, state, and national trends investment of both time and finances. This need influencing recreation in Mesa include: for investment is expected to grow as future  Greater number of young adults are pursuing development continues to reduce the availability active lifestyles. of natural resources and as new invasive species  The introduction of clubs sports for youth is and diseases are introduced into the parklands. leading to greater sport specialization and Signs of the Times year round engagement in one sport versus a Local, state, national, and world events also rotation of sports throughout the year. shape the perceptions and needs of city  Interest in traditional sports, including residents and visitors. Key factors include: baseball, softball, golf, and football is

 Trends toward global conflict have led to declining while interest in non-traditional greater interest in emergency preparedness. sports such as skateboarding, mountain Park facilities provide a possible resource to biking, soccer, rugby, and lacrosse is city emergency preparedness plans. increasing.  Older adults, particularly Baby Boomers, are  Economic trends including rising health care costs, anti-tax movements, and increasing fuel re-writing the script for aging by and material costs are reducing the resources participating in active recreation decades available to provide park and recreation longer that previous generations. They also services. have more discretionary income than previous generations, and are increasingly applying  A greater understanding of the environment those funds toward programming and and recognition of climate change will activities for their grandchildren. increase the need for park operations and facilities to continue focusing on issues like  New technology is enhancing performance carbon dioxide emissions and chemical use in and delivery of existing activities. parks.  Self-directed activities such as running, biking gardening, and other hobbies are popular  An increase in the appeal of public and private partnerships, which was well among adults. documented in the community outreach and  More leisure time, especially among youth, is research, presents an opportunity to expand spent enjoying a multitude of media, service delivery in cooperation with local technology and entertainment options. businesses, and public and private entities.  An increase in foreign-born residents requires Heritage and Historic Preservation focus on reducing language barriers and gaining a better understanding of the As the park system ages, its features gain recreational needs for these adults. historic importance. This opens up opportunities for greater historic interpretation as well as new While several trends indicate a growth in programming. It can also increase maintenance recreation or leisure activities, especially among costs and limit the introduction of new facilities adults, competition for leisure time requires into the system. These limitations can be greater attention to delivering programs and minimized or eliminated by integrating historic services that residents value. It is especially preservation into early planning stages. important to maintain strong public support for the parks and recreation system during

challenging economic periods.

2018 PRCF 2025 Gold Medal Plan Addendum

Parks, Recreation and Commercial Facilities Re - Organization On October 7, 2015 the Parks, Recreation and Commercial Facilities Department was re-organized to include the City-wide Facilities Maintenances Department, which included a name change to Parks, Recreation and Community Facilities.

Current trends, needs assessment and level of service analysis

Overview The following is an addendum to the City of Mesa Parks, Recreation and Community Facilities 2025 Gold Medal Plan that was adopted in 2011. This addendum serves to update some of the plan elements and give greater detail to current state of affairs in Department facilities, programs and services. National Trends In 2017 the National Recreation and Park Association’s Americans Engagement with Parks Survey (nrpa.org) showed that approximately 7 in 10 respondents have visited a local park or recreation facility within the past year, and on average people visit about twice a month.

The American Engagement with Parks Survey shows people’s top reasons for visiting park and recreation facilities were: 1. To be with family and friends (61%) 2. To exercise/be physically fit (56%) 3. To be closer to nature (55%) 4. To experience excitement/ adventure (36%) 5. To learn a skill/craft (13%) 6. To have someone care for my children (7%)

The reasons people visit their local park and recreation facilities track closely with what they identify as their favorite activities. More than three-quarters of Americans who indicated visiting some sort of park or recreation facility over the past year did so at a local park, playground, dog park or some other local open space. Just over half of survey respondents walked, jogged, biked and/or hiked on a local trail (53 percent), while 33 percent visited a local swimming pool/aquatic center or where playing some sport (e.g., basketball, golf, tennis) with family and friends.

National Trends (Continued) Most frequent activities people engaged with were: 1. Visited local park, playground, dog park, or other open space (77%) 2. Used a hiking, biking, or walking trail (53%) 3. Visited a local swimming pool/aquatic center (33%) 4. Played sports/game with family/friends (33%) 5. Visited local recreation/senior center (28%) 6. Children participating in summer camp, after school activity, etc. (18%) 7. Took part in classes/lessons/activities at a local recreation center (17%) 8. Competed in an organized sports league (16%) The 2016 Outdoor Recreation Report by the Outdoor Foundation identifies trends of different demographics and how they engage with outdoor recreation. As a general overview of participants, it is evident that a majority of the population under 45 are active in outdoor recreation. Evaluating the outdoor participants by age group, the following is a summary of what motivates them to participate in outdoor recreation. Recreation and Leisure Trends Evaluating the outdoor participants by age group, the following is a summary of what motivates them to participate in outdoor recreation. Recreation Based Activity - Youth The top reasons youth were motivated to participate in outdoor recreation were: 1. Be with family and friends (67%) 2. Get exercise (56%) 3. Experience excitement and adventure (41%) 4. Be with people who enjoy the same things I do (36%) Recreation Based Activity - Young Adults The top reasons young adults were motivated to participate in outdoor recreation were: 1. Be with family and friends (59%) 2. Get exercise (58%) 3. Keep physically fit (51%) 4. Be with people who enjoy the same things I do (46%) The most frequently engaged outdoor activities by Youth and Young Adults are: 1. Running, jogging, and trail running 80 average outings per runner in a year 2. Road biking, mountain biking, BMX 66 average outings per cyclist 3. Freshwater, saltwater, and fly fishing 14 average outings per fishing participant 4. Car, backyard, backpacking, and RV camping 11 average outings per camper 5. Skateboarding 21 average outings per skateboarder

2018 PRCF 2025 Gold Medal Plan Addendum

Recreation and Leisure Trends (continued) Recreation Based Activity - Adults The most frequently engaged outdoor activities by Youth and Young Adults are: 1. Running, jogging, and trail running 87 average outings per runner in a year 2. Road biking, mountain biking, BMX 54.2 average outings per cyclist 3. Freshwater, saltwater, and fly fishing 20.1 average outings per fishing participant 4. Birdwatching 40.6 average outings per birdwatcher 5. Wildlife viewing 26.4 average outings per wildlife viewer

Although most Americans reported that they visited parks and recreational facilities to exercise or increase their level of physical activity, Millennials were more likely to: 1. Visit to exercise or be physically fit - Play sports with family or friends 2. Visit swimming pool/aquatic centers - Compete in an organized sports league 3. Have children in out-of-school time programs Recreation Based Activity - Older Adults Communities are seeing a higher number of healthier and more active retirees and their recreation choices are reflecting this trend. In the 2010 edition of Activities, Adaptation, and Aging, a study surveyed seniors to better understand their leisure values and how to enhance programs. Their survey found that participation in the following areas: Those born 1946-64 Those born before 1946 1. Outdoor - 86% 1. Travel/ Tourism 74.2% 2. Health/Wellness - 79.6% 2. Health/Wellness 71.6% 3. Sports - 71.2% 3. Hobbies - 69.2% 4. Hobbies and Travel/Tourism - 68.1% 4. Social Recreation 68.1% 5. The Arts - 64.6% 5. Outdoor 67.2%

Although most Americans reported that the desire to be closer to nature was among their top reasons for visiting their local parks, Baby Boomers were more likely to: 1. Want to be closer/engage with nature 2. To relax 3. Simply visit (unstructured time) 4. Want high level of shaded seating 5. Spend unstructured time with family and friends

Recreation and Leisure Trends (continued) Recreation Based Activity - People with Disabilities Creating recreational opportunities for those of different ability levels has been on the rise, both nationally and in Arizona. Inclusive playgrounds and programs that welcome people of all abilities create an environment that brings a community together. According to the National League of Cities many municipalities have taken note of disparities in public spaces and opportunities to engage challenged citizens. A 2016 article in Preventive Medicine cite barriers to physical activity for those with disabilities as a key factor in their enjoyment of recreation and fitness activities. (activelivingresearch.org) Increasing participation in active living programs and facilities offered in communities across the U.S. is shown to an enormous positive impact on reducing secondary conditions and improving health in people with disabilities. Recreation and Leisure Trends - General Sports (Program Sports) The Physical Activity Council reported in their 2017 study that they saw:  An increase in participation fitness sports cross training and high energy classes  A steady increase in racquet sports largely driven by cardio tennis and squash  A decrease in participation in water sports  A decline in individual sports but increase in team sports mainly influenced by niche sports such as rugby and gymnastics.

Aquatic Activity (Leisure, Competitive Events) According to NRPA and the World Water Park Association, the development of aquatic centers and municipal water parks is one of the growing segments of the water leisure industry. Municipal aquatics are often tasked with a larger and larger subsidy for aging facilities. This encourages the renovation and upgrade of older venues to incorporate a greater number of aquatic features and attractions that were once reserved for the private waterpark sector. These include features such as wave pools, large play structures, and thrill attractions.

Splash pads are also becoming increasingly popular as replacements for local swimming pools, particularly because they still provide a community aquatic experiences without the high operating cost of traditional pools.

A unique increase in school districts designing and building competitive swim venues, usually as part of the local high school which opens to the public on weekends and in the summer, is a recent development. Some elementary schools have begun constructing shallow pools to add swimming lesson programs to their curriculum for second or third graders.

2018 PRCF 2025 Gold Medal Plan Addendum

General Fitness (Walking, Cardio, etc.) An American Time Use survey published by the United States Department of Labor’s Bureau of Labor Statistics reported that walking was the most popular form of exercise in people 15 years and older. With the increased popularity of step tracking technology from pedometer apps on phones, and wearable fitness trackers people are paying more attention to how much they walk. Participation in sports activities ranked high on weekends while walking ranked high during the weekdays. General Recreation According to the 2017 Physical Activity Council Report, the level of inactive adults is starting to decline, however over 80 million people in the US did not participate in any physical activity in 2016. Perceived and real barriers to participation were listed as stumbling blocks for increased healthier and participation. Many programs designed to combat inactivity and result in a healthier community will be important to continue and expand their reach. When it comes to activity preference, fitness and outdoor sports were the most common activity across all generations. Those who were inactive but inspired to become active; cited camping, bicycling, fishing and swimming for fitness as their highest ranked potential activities. Special Events and Festival Trends City sponsored community events many times defines the quality of life offered to their residents and surrounding community. Community events promote “community”, bringing residents together to celebrate and socialize in a greater context than their single household. Community events can be held at a variety of scales; from neighborhood gatherings to city-wide events. Additionally, the programming complexity can vary from locally planned picnics and movies in the park to events requiring professional event vendors and ticket sales. Whatever the scale, community events can uniquely define an identity for a city. Events can create a sense of pride in their community and highlight their city.

The City of Mesa currently hosts many events, including Signature Community Events, Local Community Events and Sports Tourism Events that attract a wider regional and national audience. These events include: Signature Events  Phoenix/Mesa Marathon  Celebrate Mesa! Spring and fall events  Merry Main Street Holiday events  Celebration of Freedom July 4th event Community Events  Council District public events  Movie Nights in the Park  Dive-in Movies  Pumpkin Splash  Breakfast with Santa

Tourism Trends Arizona and Florida are fortunate to host Major League Baseball Spring Training. During the months of February, March and April, Arizona’s Cactus League brings in tourist from across the country to watch their favorite teams prepare for the upcoming season. The unique setting of smaller stadiums provides closer contact with their favorite players and provides a welcome break from the cold weather most parts of the country experience this time of the year. This event is unique to the Valley of the Sun, with 15-professional teams within an hour drive of each other. Mesa’s Sloan Park and HoHoKam Stadium hosts the Chicago Cubs and the Oakland Athletics respectively. The stadiums continue to provide year-around amateur sports related programming, training, and tournaments, bringing many viewers and participants to Mesa.

Sports Tourism Events in Mesa for 2017-2018 include:  Spring Training  Extended Spring Training  Arizona Rookie League  Arizona Fall Ball  Baseball Fantasy Camps  Instructional league play  Men’s Senior Baseball World Series  Under Armor Baseball Showcase  Mesa-PHX Marathon  Arena Grand Prix Series event

Resources: http://www.nrpa.org/parks-recreation-magazine/2016/december/aquatics- trends/ https://www.bls.gov/tus/a2_2016.pdf http://www.nrpa.org/publications-research/research-papers/Engagement/ http://activelivingresearch.org/sites/default/files/PrevMed2017_Rimmer.pdf

2018 PRCF 2025 Gold Medal Plan Addendum

Needs Assessment Level of Service Analysis

Overview A needs assessment is a basic tool utilized by many parks and recreation departments as an evaluation of the current and future level of service provided by the agency. A common method of determining a level of service standard is to look at additional communities that are similar in size and demographics. This is generally referred to as benchmarking and may be developed on a local, regional or national scale that may also indicate trends in the industry. Evaluation efforts through community engagement is also a valuable tool to understand the makeup of the community and demographic changes that may have a direct effect on levels of service ideals. The City of Mesa is a large and diverse community where pockets of growth and demographic shifts significantly impact program and service delivery of the agency.

Level of Service (LOS) Analysis Per the National Recreation and Park Association (NRPA), the basic definition of LOS is expressed as an allocation mechanism for the delivery of park and recreation facilities throughout a community. By adopting LOS standards, a community says that all residents, regardless if they pay taxes or use the park and recreation facilities, have equal opportunity to share in the basic services suggested in the standards.

One technique that has proven to be effective, and is relatively easy to understand is to develop a level of service standard. Park and recreation facility LOS illustrates the opportunities through the availability of park and recreation facilities in a community and is typically calculated in terms of facilities per 1,000 population.

The typical park and recreation agency offers one park for every 2,300 residents served, with 10 acres of parkland per 1,000 residents. But park and recreation agencies are as diverse as the communities that they serve, and what works well for one agency may not be best for others. Therefore, benchmark data is also tabulated to help identify the best practices to optimally serve the local community.

NRPA Park Metrics and Trust for Public Lands park agency rankings are sources of data research that create insights for park and recreation agencies. These agency performance resources assist park and recreation professionals in the effective management and planning of their operating resources and capital investments.

Facilities The following graphs have been developed to illustrate the standing of Mesa Parks, Recreation and Community Facilities assets as they relate to national delivery medians and as they relate to neighboring communities. Table A is a summary of the Mesa LOS calculations against national median standards.

The NRPA Park Metric database (formerly PRORAGIS) takes current data that is uploaded by hundreds of nationwide agencies and delivery statistics are calculated. Reports are generated showing where the median of all represented agencies is expressed. The number of facilities needed in Mesa to meet the NRPA delivery median was calculated by taking the population estimate and dividing it by the number of facilities in the City to arrive at the population served per facility. This number is then subtracted from the number of facilities operated by the City to find the surplus or deficiency. As indicated City of Mesa 2016 population estimate is roughly 473,000 and 2021 population estimate is 507,000.

Level of Service Comparison - A Exist- National Mesa ing # Sur- Level Sur- popula- popula- of plus of Ser- plus tion tion City or 2017 vice or 2021 standard served facili- defi- Estimat- Tar- defi- Estimat- per facil- per facilities in cit ed Pop- gets cit ed Pop- ity ty Activity Mesa 2017 ulation 2025 2021 ulation Baseball 19,000 33,000 - adult 18 -7 473,000 22 -9 507,000

10,000 36,000 Softball 12 -35 473,000 20 -39 507,000 Swim- ming 33,000 51,000 Pools 9 -5 473,000 10 -6 507,000 Soccer 8,500 23,000 Fields 18 -37 473,000 18 -42 507,000 Recrea- tion 30,000 92,000 centers 4 -11 473,000 8 -13 507,000 Tennis 4,400 26,000 Courts 19 -88 473,000 19 -96 507,000 Basket- 7,000 7,500 ball 55 0 473,000 60 -17 507,000 Dog 43,000 231,000 parks 2 -9 473,000 10 -10 507,000

2018 PRCF 2025 Gold Medal Plan Addendum

Level of Service (LOS) Analysis (continued)

Parkland Acreage of parkland per 1,000 residents remains the most common technique of expressing equal opportunity, even though local conditions and needs vary greatly between communities. One of the underlying principles of LOS is that most communities believe that significant open space should be set aside for park and recreation facilities. There is no universal standard that defines mini- mally acceptable number of acres per 1,000 people. It is up to the unique community to determine what is appropriate for its own needs. The NRPA LOS median for park acres in a community is 10 acres per 1,000 people. Table B com- pares the existing park acreage to median LOS level of other cities across the US.

Based on information from Mesa Neighborhood Outreach and Planning and De- velopment offices, an increased number of neighborhoods in Mesa own and op- erate private green space and park areas. An additional section was added to show the additional opportunities for park access throughout the Mesa community. Although the HOA/ private owned properties were added to the total, Me- sa is lacking in the overall availability of parkland throughout the City proper. Looking forward to population growth projections the deficit in park and open space availability continues to rise.

Access Mesa encompasses a geographic area of approximately 133 square miles. While the park acreage per resident is lower than desired the relative distribution of park properties results in an increased number of households that live within a ½ mile (walking distance) to a park or open space compared to other local cities who have ascribed to a more regional distribution method as demonstrated in Table C.

Walkability to Parks - C Chan-

Residents within walking Mesa Scottsdale dler Gilbert Tucson distance to parks (TPL) 63% 37% 58% 26% 56% Benchmarking Benchmarking statistics with nearby and similar agencies is an additional method of gaining a well-rounded picture for LOS determinants. Table D provides a relative comparison of Mesa facilities as they relate to municipal population divided by the number of facilities within the jurisdiction. Neighboring communities, Scottsdale, Chandler, Gilbert and Tucson were used to demonstrate the benchmark.

Local Benchmark Cities Comparison - D Level of service comparison (NRPA Park Metrics 2015-2016)

Mesa Scottsdale Chandler Gilbert Tucson Population 462,376 231,200 249,146 239,572 531,641 Jurisdiction population per facility or activity areas within facilities:

a. Recreation centers 92,475.2 46,240 249,146 239,572 66,455.1

b. Community centers 92,475.2 38,533.3 83,048.7 119,786 66,455.1

c. Senior centers 462,376 115,600 249,146 239,572 177,214

d. Teen centers 462,376 115,600

e. Fitness center 462,376 57,800 249,146 119,786 59,071.2 f. Gyms 115,594 77,066.7 249,146 119,786 106,328

g. Stadiums 231,188 231,200 531,641

2018 PRCF 2025 Gold Medal Plan Addendum

Level of Service (LOS) Analysis (continued)

Benchmarking (continued)

Local Benchmark Cities Comparison - D Level of service comparison (NRPA Park Metrics 2015-2016)

Mesa Scottsdale Chandler Gilbert Tucson Population 462,376 231,200 249,146 239,572 531,641 Jurisdiction population per facility or activity areas within facilities:

i. Arena 531,641 j. Performance amphitheatre 462,376 132,910 k. Indoor track 177,214

l. Nature centers 77,066.7 249,146 a. Playgrounds 7,005.7 6,422.22 3,833.02 34,224.6 2,953.56

b. Totlots 7,006.06 47,914.4 37,974.4

c. Community gardens 462,376 132,910

d. Basketball courts 7,579.93 5,928.21 3,892.91 21,779.3 9,409.58 e. Multiuse courts - basketball, volleyball 77,066.7 62,286.5 59,071.2 f. Tennis courts (outdoor only) 25,687.6 4,362.26 9,227.63 34,224.6 4,322.28

g. Diamond fields: baseball - youth 25,687.6 21,018.2 20,762.2 39,928.7 9,845.2

h. Diamond fields: baseball - adult 33,026.9 23,120 62,286.5 119,786 20,447.7

i. Diamond fields: softball fields - youth 115,594 77,066.7 27,682.9 59,893

j. Diamond fields: softball fields - adult 35,567.4 12,844.4 24,914.6 59,893 9,845.2

k. Diamond fields: tee-ball 46,240 119,786

Local Benchmark Cities Comparison - D Level of service comparison (NRPA Park Metrics 2015-2016)

Chan- Mesa Scottsdale dler Gilbert Tucson Population 462,376 231,200 249,146 239,572 531,641 Jurisdiction population per facility or activity areas within facilities:

l. Dog park 231,188 77,066.7 62,286.5 119,786 75,948.7

n. Swimming pools (outdoor only) 51,375.1 57,800 12,457.3 59,893 22,151.7

o. Rectangular fields: multi-purpose 23,118.8 11,560 62,286.5 26,619.1 10,223.9 p. Rectangular fields: cricket field 249,146 239,572

r. Rectangular fields: football field 35,592.3 t. Rectangular fields: soccer field - adult 16,514.3 31,143.3 59,893

u. Rectangular fields: soccer field - youth 22,649.6 23,957.2 16,110.3

v. Overlay field 12,844.4 75,948.7

a. Driving range stations 462,376 5,907.12

b. Regulation 18-hole courses 106,328 e. Executive 18-hole courses 462,376

a. competitive swimming pools: 50 meters 231,188 229,909 257,786

b. competitive swimming pools: 25 meters 51,375.1 57,477 50,357 59,893

d. separated diving well 231,188 59,893 e. Total competitive swimming pools 35,567.4 57,477 41,964 29,946.5

f. Leisure pool 51,375.1 57,477 41,964 29,946.6 531,641 g. Therapeutic pool 531,641 No two agencies are exactly alike and many variables determine the facility and service levels of any municipality. Benchmarking is provided to give ref- erence and discussion points for City and Department leadership to begin dis- cussions as it relates to current and future priorities and the development of goals and objectives to meet agency missions. This Level of Service document should be used as an addendum to the Parks, Recreation and Community Facilities Gold Medal 2025 Plan to update and show current conditions relative to the projected trajectory of the organization.

2018 PRCF 2025 Gold Medal Plan Addendum

Mission We contribute to a healthy City Council and vibrant community by providing John Giles, Mayor exceptional experiences and David Luna, Vice Mayor services to those who live, work and Mark Freeman play in Mesa. Jeremy Whittaker Francisco Heredia We Are Committed To: Chris Glover Kevin Thompson • Being responsible stewards of

parklands, facilities and finances, City Manager and transparent in how we Chris Brady, City Manager mange these resources. Kari Kent, Assistant City • Providing safe spaces and places Manager for people to enjoy and John Pombier, Assistant City recreate. Manager • Working together to focus on services that meet the ever- changing needs of our Parks and Recreation Community. Advisory Board

Matthew Erickson, Chair Jo Martin, Vice Chair Steven Crider 2018 PRCF Gold Medal Kimberly Forest 2025 Plan Addendum Jaime Glasser Trevor Hansen On July 11, 2018 the Parks and Alicia Kracht Recreation Advisory Board voted Nycole Leyba unanimously to adopt the 2018 Justin Murdock PRCF 2025 Gold Medal Plan - Addendum. PRCF Management Marc Heirshberg, Director Mike Holste, Assistant Director Fred Rustam, Assistant Director

200 S. Center Street, Building 1 I Mesa, Arizona 85210 I T: 480-644– 2352 I F: 480-644– 4656 E:mail: [email protected] I www.mesaaz.gov