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Tucson Parks and Recreation System Master Plan (2016)

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Tucson Parks and Recreation System Master Plan (2016) Acknowledgments The Parks and Recreation System Master Plan Team would like to recognize the following people for their guidance, efforts and commitment during the development of the Master Plan. 2016 Mayor and Council Jonathan Rothschild, Mayor Shirley Scott, Ward IV Regina Romero, Ward I Richard Fimbres, Ward V Paul Cunningham, Ward II Steve Kozachik, Vice Mayor, Ward VI Karin Uhlich, Ward III Michael J. Ortega, P.E., City Manager Albert Elias, Assistant City Manager Joyce Garland, CFO/Assistant City Manager Tucson Parks and Recreation Tucson Parks and Recreation Commission Department Andrea Altamirano, Vice Chair, Ward I Appointee Fred H. Gray, Jr., Director Caroline Grey-Ganz, Chair, Ward II Appointee Mike Hayes, Deputy Director Kendall Kroesen, Ward IV Appointee Howard Dutt, Landscape Architect Willie Blake, Ward V Appointee Glenna Overstreet, Administrator Bob Kovitz, Ward VI Appointee Jason Jacobs, Zoo Administrator Si Schorr, Mayor’s Appointee Edna McBee, Finance Manager Jane Duarte, Capital Planning Manager Midge Irwin, Superintendent A.J. Rico, Superintendent Consultant Team Norris Design ETC/Leisure Vision Trust for Public Land Gordley Group Special thanks to the many Tucson residents who contributed their valuable ideas, energy, and time through the community survey, focus groups, community questionnaire, public open houses and other meetings conducted as a part of this Master Plan Process. ii Table of Contents 1. EXECUTIVE SUMMARY .........................................................................v 2. INTRODUCTION ....................................................................................1 3. DEMOGRAPHIC ANALYSIS.....................................................................7 4. RELEVANT PLAN REVIEW .....................................................................19 5. PUBLIC OUTREACH.............................................................................27 6. COMMUNITY SURVEY..........................................................................35 7. PROGRAMMING ANALYSIS..................................................................57 8. BENCHMARKING ANALYSIS.................................................................71 9. INVENTORY AND CONDITIONAL ANALYSIS............................................81 10. LEVEL OF SERVICE (LOS) ANALYSIS.....................................................93 11. RESOURCE AND FUNDING ANALYSIS................................................111 12. OPERATIONS AND MAINTENANCE ANALYSIS....................................123 13. TRENDS ANALYSIS...........................................................................131 14. TRUST FOR PUBLIC LANDS REPORT................................................143 15. RECOMMENDATIONS........................................................................157 APPENDIX DOCUMENTS • A - QUESTIONNAIRE RESULTS • B - INVENTORY ANALYSIS TABLES • C - LEVEL OF SERVICE (LOS) ANALYSIS TABLES • D - BENCHMARKING SUMMARY DATA • E - FUNDING OPPORTUNITIES • F - COMMUNITY SURVEY RESULTS iii TUCSON PARKS AND RECREATION FACTS Tucson manages 2,658 acres of parkland, calculating to 5.44 park acres per thousand residents. This does not include the open space/ undeveloped parcels (371.6 acres) that fall under the responsibility of the Tucson Parks and Recreation Department or golf courses (712 acres). Tucson Parks and Recreation provides programming that serves a broad diversity of Tucson’s population. Tucson Parks and Recreation is meeting community needs overall, based on Level of Service analysis showing that average LOS scores are consistently in the 60-70% range – a fi gure that refl ects acceptable service levels overall. As part of the community outreach, there have been 44 in-person meetings consisting of stakeholder focus groups, City-wide public open houses, and face-to-face questionnaires at City of Tucson special events. Combined, 685 individuals have participated in some sort of outreach. These participants submitted 443 questionnaires, 67 comment cards, and 110 email comments. Tucson Parks and Recreation maintenance employees are maintaining 26% more park acres than the median of peer agencies. Currently, the level of cost recovery meets the City’s pricing policy objectives in each of the internal budget groups. There are 3 regional parks in the Tucson Parks and Recreation system. There are 12 metro parks in the Tucson Parks and Recreation system. There are 13 community parks in the Tucson Parks and Recreation system There are 64 neighborhood parks in the Tucson Parks and Recreation system. There are 26 mini parks in the Tucson Parks and Recreation system. The Tucson Parks and Recreation system maintains 27 school parks. There are 11.48 miles of linear parks or greenways in the Tucson Parks and Recreation system. EXECUTIVE SUMMARY 1 EXECUTIVE SUMMARY “To provide a park system offering high Recreation Agencies (CAPRA). The Master Plan is quality facilities, programs and services for a “living document” that adapts to changes within Tucsonans of all ages and abilities.” the community over time. City of Tucson Parks and Recreation Department’s Mission Special thanks to the City of Tucson Mayor and Council Members who provided tremendous The Master Plan team is pleased to present the insight and aspects for consideration as the City of Tucson Parks and Recreation System master planning team examined diverse Master Plan, developed through extensive community needs. The public outreach process public outreach to understand the community’s and data-driven analyses are stronger because of perspective and establish support for the 5-Year the ward-based perspectives. plan. The Master Plan has been a collaborative process between the City of Tucson, its residents, The City of Tucson is in the midst of recovery from partners, and stakeholders. The Master Plan the last recession. The City was forced to make serves as a roadmap to navigate community goals budgetary decisions to maintain core services and build recommendations that provide policy while weathering the economic downturn. The makers an approach to leverage the City’s parks development of this Master Plan is timely as the and recreation resources with other community City begins to experience new growth. The master partners and initiatives. The Master Plan reinforces plan process supports the reevaluation of the the objective to maintain the City of Tucson Parks community’s priorities to develop measurable, and Recreation Department’s national accreditation realistic goals for implementation over the next fi ve by the National Recreation and Parks Association’s years. (NRPA) Commission for Accreditation of Park and Purpose with other large parks and recreation The purpose of the Tucson Parks and Recreation departments in arid regions. System Master Plan is to: • Inventory and Conditional Analysis: The review • Guide decision-making; and update of the existing inventory of parks, recreational facilities, trails, and recreation • Provide insight into changing community needs programs. Scoring between 1 (lowest) and and perspectives; 5 (highest) is assigned to park amenities. • Understand the level of service being provided Scores for individual amenities in a park are to the community; aggregated to assign a conditional score for • Evaluate available resources and how to most the park overall. Level of Service Analysis: strategically invest; An evaluation of the Level of service (LOS) being provided to the community compared • Develop a prioritized action plan that is Mayor with local, regional and national standards. and Council approved; Identifi cation of potential gaps in existing parks • Reinforce Plan Tucson; and, and recreation facilities and programming. • Support CAPRA accreditation. • Resource and Funding Analysis: Identifi cation of trends in operating and capital budgets over Approach the last fi ve years. The planning process for the Parks and Recreation • Operations Analyses: A review of service, System Master Plan is based on extensive management and operations trends and community outreach combined with data-driven approach. An analysis of the potential analyses of parameters of the Tucson Parks and for improvement to existing parks, joint Recreation Department.The master plan team development opportunities, and public trails listened to input and ward-based considerations development recommendations. from the City of Tucson Mayor and Council • Marketing: Responding to the community’s members during ward-based progress meetings priority of increasing awareness of Tucson in the Fall 2015 and Summer 2016. Insight from parks and recreation facilities and services, the City’s elected offi cials gives voice to the ward- Gordley Group provides a foundation for based diversity in the Tucson community and is developing a social media marketing approach. essential to understanding community needs. The prioritized recommendations for developing a social media marketing approach The approach to developing the Tucson Parks and is included in the Prioritized Action Plan, a Recreation System Master Plan consists of: component of the recommendations. • Community Outreach: An extensive series • Economic Impact of Tucson Parks: An of public input opportunities across the estimate of the economic impact of Tucson’s community with broad advertising. parks and recreation developed by the Trust • Community Survey: A statistically valid survey for Public Land. of randomly selected households across the • Recommendations: Prioritized action strategy City of Tucson. to guide
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