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City of Peoria, Arizona

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City of Peoria, Arizona City of Peoria, Arizona Community Services Master Plan Implementation Strategies for Parks, Recreation, Open Space, Trails, Sports Facilities, Public Art and Libraries Final Report | Approved by Mayor and City Council - August 27, 2014 Community Services Department by the National Recreation and Park Association’s (NRPA) Commission for Accreditation of Park and Recreation Agencies (CAPRA). Peoria is a growing community in the Valley and it is critical for the Community Services Department to have measureable goals for implementation to meet the needs of residents as its services expand. Any Master Plan is a “living document” that will and must adjust to changes within the community as time passes. T is is certainly true with the City of Peoria Community Services Master Plan. T is community-driven plan is intended to assist the Community Services Department by identifying the existing level of service and establishing prioritized recommendations. T e f rst phase of the planning process for the Community Services Master Plan was the assessment of needs based upon the review of existing parks, recreation, open space, trails, sports facilities and library facilities. In analyzing these assessments, the review of recreation-related documents and the collection of new data utilized the following methods: • Review of the master plans and studies including the 2006 Parks, Recreation, Open Space and Trails Master Plan and the 2013 Sonoran Preservation Program Planning Document. • Hosting public input workshops. • Review and update of the existing inventory and an analysis of parks, recreational facilities, trails, libraries EXECUTIVE SUMMARY and recreation programs. • Identif cation of potential def ciencies in existing parks and recreation facilities with respect to park acreage Community Services Department Mission: standards and recreation programming needs. To meet the needs of the citizens of Peoria by developing, • An analysis of the potential for improvement to existing implementing and maintaining quality programs, services, events parks, joint development opportunities, and public and facilities which are cost ef ective, creative and responsive to trails development recommendations. citizen input. • T e review of operational and maintenance policies and standards for the Department as a whole and T e Community Services Master Plan has been developed through an recommendations to maintain a safe, clean and quality interactive process between the City of Peoria, its residents, partners parks system. and stakeholders. T e goal of a Master Plan is for an organization • An evaluation of the Level of Service (LOS) being to develop a blueprint of where its consumers would like them to provided to the community compared to local, regional move toward and provide policy makers a clear direction of what it and national standards. will take to achieve that vision. T e Master Plan will complement the current initiative to obtain national accreditation for the Community Services Master Plan | Executive Summary Summary | Executive Plan Community Services Master ii T is process included extensive community engagement including youth and adults in art and crafts, active programs for both adults forums such as: and older adults, including senior-only f tness classes and softball • A community-wide survey leagues. T e technology evolution presents many opportunities • Parks and Recreation Board meetings to support the community in education, business resources and • Focus group interviews access to technology. T e libraries are experiencing this trend and • Youth group session understand there is a demand for services that could become a • Community Services, Public Works and Planning revenue source for the department. Staf is willing to accommodate Staf interviews the interests of the community if they can f nd the physical space • Stakeholder interviews as well as a space in the calendar to host an activity. T e team’s assessment identifed the following areas of focus to Partnerships and Collaborative Ef orts meet the needs of the community and advance Peoria as a leader in T e City of Peoria’s Community Services Department has delivering community services. worked to establish and maintain strong partnerships with other local agencies, sports organizations and support resources, Park and Facility Development and Enhancement including the Peoria Unif ed School District, Maricopa County, T e park, recreation and library facilities as well as the Sports the Peoria Diamond Club, Special Olympics and DHS/DES. Complexes receive high marks from residents, as proven in recent T ese key relationships provide programming support and satisfaction surveys. T e parks, especially the Community Parks associated facilities to meet the recreation and leisure needs of the such as Rio Vista are very popular and heavily used. T ose parks community. T e Department also delegates responsibilities to a with lighted diamond f elds are very busy as well. T e two libraries few non-proft groups and relies on their expertise and passion to have very popular programs and many patrons using the space to provide programs, volunteers and fundraising for sports programs. read, work and study. Te popularity of the facilities shows a need T erefore, continued open channels of communication and clear and desire for these types of facilities throughout the community. understanding of responsibilities between the partners will be However, because the majority of growth will occur north of Bell important to long-term growth of the Department’s facilities and Road, specifc attention to the distribution of park amenities and programs. Additional partnerships and collaborative ef orts with library facilities in the northern part of the City is important. other agencies, local businesses, and non-prof t organizations Not only is there demand for new facilities, but there is a need to should be evaluated on a case by case basis in order to maximize maintain and upgrade existing facilities and the amenities within resources of the Department and the City as they grow. them. Where possible, additional lights on felds would help alleviate programming demands. T e Main Library is in need of an Internal Department Organization and Stafng update that will make it more functional for users and staf . Needs T e Community Services Department is divided into four divisions Programs and Services Delivery with a manager for each division; Parks, Recreation, Sports T e strength of the programming ofered by the City of Peoria’s Facilities and Library Services. All four divisions have dedicated Community Services Department is that it is well-rounded and passionate staf that work to achieve high customer satisfaction and comprehensive in both the realms of recreation and library with the services being provided and have a high approval rating services. T e programming and services provide resources for the from the community. Despite tight budgets, the staf has managed youth of Peoria to get out and try new activities, coverage for care to maintain a high level of quality in maintenance, programming around the school schedule through the AM/PM program and and library collections because of these ef orts. summer programs as well as specif c services for adults and older adults. T ere are opportunities to enhance the oferings of the T e City of Peoria is a growing community, and despite the high programming provided by the department such as programs for approval ratings, the staf has identif ed areas of improvement Community Services Master Plan | Executive Summary Summary | Executive Plan Community Services Master iii that are needed in anticipation of service expansion. Continued Short Term Goals focus eforts and resources on continuing to monitoring and improvements to communications between the maintain and improve existing facilities, programs and services, with divisions as well as throughout City departments would benef t a list of specifc improvements for individual parks and facilities, as the entire department. T is would include better coordination well as opportunities to expand services through partnerships and between recreation programming and maintenance staf , as well as alternative funding. With regard to the Mid and Long Term Goals, implementing a plan that allows staf to access support services such as additional funds and resources are identif ed, the Department is as technology and facility repair outside of standard City hours. Staf guided to work to expand facilities and services through larger-scale could also benef t from efciency improvements including def ning projects to meet the changing needs of the community. specialized positions and evaluating maintenance operations. Close interaction with the public, city staf , and key stakeholders Funding Resources and Budget Allocations was critical throughout the master planning process. T e good T e Community Services Department funding has remained news that has resulted by this undertaking is the common f ndings consistent over the past f ve years. In order to keep the City on from these meetings and the surveys conducted made it clear that pace with other progressive community service providers and residents and stakeholders are extremely satisfed and appreciative provide recreation and leisure opportunities to the residents of of the programs and facilities that are of ered by the Community the community, increases will need to be made to current funding Services Department. Policy makers should be reassured that the
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