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CordovaRecreation&ParkDistrict
ParksandRecreation
StrategicMasterPlan
PREPAREDBY:
FEBRUARY2011
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CordovaRecreation&ParkDistrict
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Parks&RecreationStrategicMasterPlanDRAFTReport
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Acknowledgements
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TableofContents
CHAPTERONE EXECUTIVESUMMARY........................................................................ 1
1.1INTRODUCTION................................................................................................................ 1
CHAPTERTWO
COMMUNITY
INPUT
RESULTS
AND
DEMOGRAPHIC
AND
TRENDS
ANALYSIS....................................................................................................................... 2
2.1COMMUNITYINPUTSUMMARY...................................................................................... 2
2.2COMMUNITYINTERESTANDOPINIONSURVEY............................................................ 15
2.3DEMOGRAPHICSANDTRENDSANALYSIS...................................................................... 34
CHAPTERTHREE PARKANDRECREATIONASSESSMENT..........................................44
3.1PARKANDFACILITYASSESSMENT.................................................................................. 44
3.2PARKANDFACILITYSYNOPSIS....................................................................................... 45
3.3FACILITY/AMENITYSTANDARDS.................................................................................... 61
3.4SERVICEAREAANALYSIS/EQUITYMAPPING.................................................................. 63
CHAPTERFOUR PRIORITYRANKINGS....................................................................... 95
CHAPTERFIVE OPERATIONALASSESSMENT............................................................. 98
5.1CURRENTSTAFFINGLEVEL............................................................................................. 98
5.2ORGANIZATIONALSTRUCTURE...................................................................................... 99
5.3LEADERSHIP.................................................................................................................. 100
5.4STRATEGY/DIRECTION.................................................................................................. 101
5.5BRANDANDIMAGE..................................................................................................... 102
5.6INTERNALCOMMUNICATIONS/INTERDIVISIONALRELATIONSHIPS............................ 102
5.7FINANCIALSYSTEMS.................................................................................................... 103
5.8TECHNOLOGY
...............................................................................................................
104
5.9SUSTAINABILITY........................................................................................................... 104
5.10HUMANRESOURCESANDWORKCULTURE............................................................... 105
5.11IMPROVINGEFFICIENCYANDEFFECTIVENESS.......................................................... 107
CHAPTERSIX CONCESSIONSASSESSMENT............................................................. 110
6.1SOFTBALL/BASEBALLCOMPLEX................................................................................... 110
6.2INDOORACTIVITYCENTER........................................................................................... 111
6.3GOLFCOURSEPROSHOPANDFOODSERVICE............................................................. 111
6.4CORDOVASHOOTINGRANGE...................................................................................... 114
CHAPTERSEVEN FINANCIALANALYSIS................................................................... 116
7.1INTRODUCTION............................................................................................................ 116
7.2GENERALFUND............................................................................................................ 117
7.3INDEPENDENCEATMATHERLIGHTINGANDLANDSCAPEDISTRICT........................... 121
7.4VILLAGEOFZINFANDELANDCAPITALVILLAGECOMMUNITYFACILITIESDISTRICT...123
7.5SUNRIDGEPARKCOMMUNITYFACILITIESDISTRICT.................................................... 125
7.6CORDOVAGOLFCOURSEFUND................................................................................... 128
7.7PARKMAINTENANCEANDRECREATIONIMPROVEMENTDISTRICT............................ 131
7.8FINANCIALSTRENGTH.................................................................................................. 133
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7.9POLICIESFORCONSIDERATION................................................................................... 134
7.10FUNDINGPLAN.......................................................................................................... 136
CHAPTEREIGHT IMPLEMENTATIONPLAN.............................................................. 142
8.1VISION.......................................................................................................................... 142
8.2FINANCE....................................................................................................................... 142
8.3MAINTENANCEANDOPERATIONS.............................................................................. 142
8.4RECREATIONPROGRAMS............................................................................................ 143
8.5LAND/FACILITIES........................................................................................................ 143
8.6MARKETING/BRANDING............................................................................................ 144
CHAPTERNINE CONCLUSION.................................................................................. 145
Appendix:
Appendix1
Appendix2
Appendix3
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CHAPTERONE EXECUTIVE SUMMARY1.1 INTRODUCTION TobeaddedafterDraftReportApproval
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CHAPTERTWO COMMUNITY INPUT RESULTS AND DEMOGRAPHIC AND TRENDS ANALYSIS
2.1COMMUNITYINPUTSUMMARYOneofthemostimportantelementsoftheStrategicMasterPlanprocessisthecommunity
input, which provides residents with an opportunity to express their perspectives of the
CordovaRecreationandParkDistricts (District)services. PROSConsulting,LLC (PROS)
facilitated a series of focus groups, key leader interviews, and a public meeting. These
groups were organized by the District and the invitations to attend were sent out
accordingly. Thesemeetingswereheld in2008andassuchreflecttherealityofthattime.
PROSrecognizesthatmayoftheissuesmayhavechangedfromthatpointbutstillneedsto
documentwhatthecommunityhasexpressedatthattime.
Specifically,thisincluded:
Fourteenkey
leader
interviews
Twofocusgroups,theCommunityCouncilandtheSeniorAdvisoryBoard,consisting
ofnineattendees
Apublicmeeting
The following represents a summary of the information provided. Each question is listed
withasummaryoftheresponses.
2.1.1 HAVE YO U USED AN Y OF TH E PARKS AN D RECREATION AMENITIES
OFFERED BY TH EDISTRICT?IF SOWHAT HAVE YOU USED?
Whenaskedwhichof theparksand recreationamenitiesofferedbytheDistrict that they
used,therespondentsprimarilynamedHaganPark. Otherwise,theypredominantlynamed
outdoor activities such as sports and events. They have used rental facilities and taken
advantageoftheSeniorCenter.
Soccer
Tennisprogram
SeniorCenter
Bigcommunityevents
o 4thofJuly,Christmastreelighting,etc.
o Peoplewould
participate
in
other
large
events
Thereisadesiretoseepositiveactivityintheparks
Bikeridefundraiser
HaganParkforpicnicsandbiking
Buildingrentalsareutilizedformeetings
Allofthespaceforasteamersmuseumisnotutilized
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o There is some area around it that couldbe developed for senior activities
suchasagardenclub
2.1.2 WHAT AR E TH E STRENGTHS OF TH E RECREATION DISTRICT THAT WE NEED
TOBUILD
ON
FOR
THIS
MASTER
PLAN?
Whenaskedabout thestrengthsof theDistrict, respondentscited thestaffasastrength.
They also cited the abundance of parks and their locations as a definite strength. The
maintenanceoftheparksisalsoviewedpositively. Respondentsalsorespondedfavorably
abouttheSeniorCenter. Theyappreciatedthenewattitudepresentamongthestaffand
thewillingnesstoworkwiththeseniors.
TheDistrictrepresentsalotofdifferentcommunities
TheDistricts50yearhistoryisastrength
Longtimededicatedmaintenancestaff
Thereis
good
communication
at
Dave
Roberts
Park
Creatingparkrenovationfeeswasagoodideatohelpexistingparks
ActivitiesGuidehasgoodreadership
Thenumber,sizeandlocationofparks
o Adjacencyofparkstoschoolsisgreat
o Thereareparksineveryneighborhood
o Locatingtheparksnexttoschoolsbecameamodelforelsewhere
Thepublicsupportisverygood,iftheDistrictwouldjustgetthepublicengaged
Theparks
are
much
better
maintained
than
years
ago
Thisseniorcenterisanicebuildingandsitsinapark
o Thereisacompletelynewattitudewithnewstaffmanagingthecenter
o There is a new willingness to work with the seniors, rather than be in
oppositecamps
ThenewBoardismuchmoreproactive
Thekidshaveaplacetogobecauseparksarecolocatednexttoschools
Thereareinterestingprograms
Thelocation
of
the
District
by
the
American
River
Trail
is
excellent
MatherComplexwasgiventotheDistrictandhasbeenagreatasset
ItisalargeDistrictandwellestablished
Thestaffisastrength
Theprogrambrochureisgood
Ranchoissmall;thereisalotofcommunitytokeepintouchwith
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o Theyareintouchwithmanyorganizations
o Theymaintainagoodrelationshipwithschools,county,socialorganizations,
andthecity
o TheyevenhaveagoodrelationshipwithSacramento
AlotofIntergovernmentalagreementsexist
The parks will play a large role in the economic development of the District with
newparkstobebuilt
Therearealotofnaturalresourcesavailable
Therecreationprogramsandourparkmaintenanceareprettystrong
Theyhaveagoodreputationwithintheparkcommunityintheregion
2.1.3 WHAT ARE TH E KE Y ISSUES FACING TH E DISTRICT AS IT APPLIES TO PARKS
AN DRECREATION
THAT
WE
NEED
TO
ADDRESS
IN
THIS
MASTER
PLAN?
Whenasked about thekey issues facingtheDistrict, respondentsnamed finance, internal
and external communication, and marketing as three of the most major issues, with
financesbeingthenumberoneissue. ThefinancialsituationinCaliforniaisaffectingevery
agency, including the District. As a result of the lack of financial resources, the interview
and focus group participants mentioned the lack of staff and the need for more staff.
ReferencewasmadetounfilledkeypositionsintheDistrictthatareingreatneedofbeing
filled.
Public input participants feel there is not enough communication among the employees
within theDistrict or between the Districtand thepublic. Examples were given of groups
using
a
park
and
not
getting
returned
phone
calls
or
not
receiving
the
help
and
support
they
were counting on from District staff. Safety issues, staffing issues, and leadership issues
wereallalsomentioned.Theredoesnotseemtobeleadershippresenceinthecommunity,
at community events, or establishing relationships with key players in the community.
CommunityCouncilmembersexpressedconcernabouttheDistrictnotreachingoutenough
tocommunitygroups.
ThelackofDistrictmarketingwasalsomentionedasakeyareathatismissing. Thereisnot
enoughpromotionaleffort,buildingrelationshipswiththebusinesscommunity,andpeople
seem unaware of what the District is doing. There should be new signs at all parks, and
signageatparksbeingdeveloped inorderforresidentstoknowthedevelopment isbeing
donebytheDistrict. Otherareasmentionedinclude:
SomeADAcomplianceissuesattheparks
o Someoftheparkinglotsdonothavehandicappedspots
TheBoardandstaffneedtofurtherenhancetheirrelationshipwiththecommunity
andarticulatewhattheirvisionis
Resources
TheDistrictisunderstaffed
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o Thisisduetohighstaffturnover
Thereismorefocusonlandandlessonprograms
Atriskkidsarethebiggestissue
Physicalhealth
and
wellness
for
the
community
are
key
issues
Operatingwithoutamasterplanisanissue
o Theyhavenoideawheretheyaregoing
o Theyarereactiveinsteadofproactiveintheirapproach
There isaconsistentfailureoftherightpeoplewiththerighttrainingtoholdtheir
jobs
Moneyandpersonnelcutbacksarekeyissues
Threatsofcutsinprogramsandservicesarekeyissues
o Seniorprograms
are
being
threatened
Gangsituationisakeyissue
ThehomelesspeoplehavecampgroundsneartheriveronFolsomBlvd.
Thenewparksarerundown
Alotofoldareasarebuiltoutandthefacilitiesareaging
o Itstoughtoretrofitbuildingsandfacilitiestokeepupwithchangingtimes
Theylackthefinancialresourcestodowhattheyneedtodo
o RespondentswanttoDistrictstafftobemorecreative
Safetyisakeyissue
o Lightingattheparksisonesafetyissue
o Thereshouldbeanemergencyphonesystemthatyoucanpickupandcall
emergencyservices
Leadershipandresponsivenessarekeyissues
Accountabilitycanbeimproved
MatherParkcomplexisakeyissue
TheCityisconcernedabouttheDistrictsabilitytokeepupwiththepaceofgrowth
anddevelopment
of
new
parks
and
facilities
2.1.4 HO W BALANCED DO YOU THINK TH E PARKS AND RECREATION SYSTEMS
ARE INTH EDISTRICT INTERMS OF PARKTYPES (NEIGHBORHOOD, COMMUNITY,
REGIONAL,AND TRAILS)?
WhenaskedaboutthebalanceofthesystemsintheDistrict,respondentsrepliedthatthere
wereamenitiesmissingatsomeparks,suchasrestroomsordrinkingfountainsandthatthe
ones with these amenities, had nonfunctioning ones. Hagan Park was mentioned by
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several respondents. They mentioned that the park closes early enough that several
residentscannotutilize it. Theyalsomentioned the lackofprogrammingasan issue that
seems to need some balance. There was discussion of expanding the Senior Center and
creatingaTeenCenteraswell. Respondents feelas if there isntanadequatebalanceof
programsand
they
would
like
to
see
abetter
balance
between
old
and
new
programs.
Alotofnewparksdonothavebathrooms
Weuseparksformajorevents,andelectricalsupplyisamajorproblem
Drinkingfountainsdontwork
Thebasketballnetsareragged
Parksneedtobeupdated
There are no drinking fountains at Dave Roberts Park and the tennis courts are
cracked
Thereis
lots
of
turf,
but
there
needs
to
be
more
buildings
for
recreation
Thereisaseniorcenter,butnotactivitiesforalltheotherseniors
Verylittleprogramsintheparks
HaganParkwasclosedatduskinsteadofat10pmthoughtherearepeoplewhose
workscheduleissuchthatalaterclosingtimewouldbebeneficial
ThebasketballcourtatHaganisalwaysused,yetthekidsarechasedaway
HaganParkissooverusedandtherearemanyparksthatareunderutilized
Thereisnotabalanceofprograms;theyareallcontractedout
o Thebalance
is
the
need
to
feel
safe
o Thereneedstobebetterbalancewithnewerprogramsandoldprograms
Tryingtospreadprogramsalloverisabigchallenge
o Sometimescostsofprogramsinhibitpeoplefromparticipating
o There are so many new ideas that could be developed, but not enough
peopletodothem
o NeedsomeonewhoisrecreationorientedmanagingtheDistrict
There is a lot of time spent in developing parks, but not enough on recreation
facilities
Notenoughprograms
o Theremaybealotofopportunitiesforprogramsforkidsthatpeopledont
knowabout
o Usesocialnetworkingtoinformpeople
o ItisgoodthattheDistrictusesschoolfacilities
AlsopartnerwithschoolDistrictsforafterschoolprograms
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o Notenoughinformationabouttheprogramsisavailable
o Thereneedtobemorelargeeventstobringpeopletogether
o Thereisnotenoughforkidstodo
Programscould
be
more
revenue
driven
Ifthereweremorerevenuegeneratingfacilities,therewouldbemoreresourcesto
workwith
o Theprogramshaveimproved,butneedtokeepimproving
NewMatherFieldisaplus
Thereisconcernaboutconcessions
o Thereisneedtobringinmorestaff
o Thereisaneedforagoodfinancialofficer
o Thecontracts
were
poorly
written
before
o Wedonotgetgoodrentfromtheshootingrange
o Thereshouldbepartnershipswithprivateventures
Thereshouldbeopenspaceinapark
Toomuchgrassthatisjustmowedandnotmaintainedaswellasitcouldbe
Thereisunderutilizedspace
Fairlygooddistributionoffacilities
o Therearenotenoughathleticfacilities,thoughthathasbeenimprovedwith
Mather
2.1.5 WHAT TYPES OF RECREATION FACILITIES OR AMENITIES ARE MISSING IN
THE COMMUNITY THATTHIS PLAN NEEDS TO ADDRESS?
When asked what facilities or amenities were missing in the community, the main thing
mentionedbyrespondentsisthattheexistingfacilitiesneedtoberenovatedandupdated.
TheDistrictis50yearsoldanditseemsthatseveraloftheparksandfacilitieshavenotbeen
updatedinover10years. Specificthingstoaddthatwerementionedwereadditionalskate
parks, dog parks, urban campgrounds, and facilities with electricity. There is inadequate
ADAaccessatsomeoftheparks,specificallyDaveRobertsPark.
Thereis
no
wheelchair
access
at
Dave
Roberts
Park
TheskateparkiscrowdedatMather.Thiscanbeofferedatotherlocationstoo
DogParkwasvotedon lastweek,somethought thiswasagood idea,andothers
thoughttherewasprobablyabetteruseofthespace.
Abilitytohavewalkingpathswouldbegreatlyappreciated
o Someolderfolksonlyhavewalkingastheirformofrecreationandexercise
AMasterPlanthatisimplemented
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ACommunity/recreationcenterwasmentionedbyseveralpeople
Theparksareveryunderlit
ThereisaneedforteencenterandtheDistrictcouldpartnerwiththeCity
TheSenior
Center
needs
to
be
expanded
Contemporarysportingfacilities,suchasFrisbeegolfandextremesports
Performingartscenter
Agoodaquaticsfacility
Urbancampground
Rentals
Parkswithelectricity
Youthcenter
Peoplewouldpaytaxesforthesefacilities
Parkingisalwaysanissue
Anotherplacetoholdtheclassesisneeded
TheparkDistrictis50yearsoldandtheDistrictneedstorenovateeverything
2.1.6 WHAT ARE TH E RECREATION PROGRAM NEEDS YOU HEAR ABOUT THAT
AR ENEEDED INRANCHO CORDOVA?
When asked about recreation programs that could be added in Rancho Cordova, several
respondents mentioned programs for youth, for youth at risk, in particular. Several
participantscommented
that
the
Police
Athletic
League
offers
programs
the
District
should
be offering. Programs for active seniors were also suggested, such as sports leagues.
Participantswouldliketoseetheclassesandprogramsupdated,whichisataskthathasnot
beenundertakensincethe1980s. Theyalsomentionedthatthere isdifficultyregistering
for the existing classes and programs which could be causing attendance numbers to be
down.
Weneedpositiveactivityandprogramsintheparks
Therearenoprogramsforatriskyouths
Senioractivitiesapartfromtheseniorcenter
o Volleyballand
senior
basketball
and
other
senior
leagues
are
needed
o Bowlingleaguesareneeded
DistrictcoulddosomethingsimilartoPAL
Groupexerciseclasses
Restroomsinparks
Activitiesforchildren
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o Trackandfield
Swimprogramcouldbeimproved
Classeshavenotchangedsincethe80s
Thereis
difficulty
registering
for
classes
and
programs
2.1.7 ARE THERE ANY OPERATIONAL OR MAINTENANCE ISSUES THAT NEED TO
BE ADDRESSED INTH EMASTER PLAN?
Themainoperationalandmaintenance issuesthatrespondentsnamedwereupdatingand
renovating related. There were a few comments on gopher holes in fields and security.
Securityissuesincludedthemaintenanceyardandadministrativebuilding,whichhaveboth
beenbroken into. Therehavealsobeenseveralrobberiesthatshouldbeaddressed. Also,
therearecosmeticissuesinvariousplaces. TheSeniorCenterneedsalotofattentionsuch
asadesignatedcrosswalk,designatedvanparking,moreparkingfortimesthatthepoolis
inuse,andanewroof.
Gopherholescauseasafetyproblemwiththerutsonfields
In some of the parks there are thick clumps of grass from mowing that have not
beencleared
Signageatparksisoldandtherearemissingsigns
Thewalkfromtheparkinglotoverthebridgeisanissue
Thetenniscourtsneedtimelimits
o Postedruleswouldbehelpful
o Therealsoneedstobesignsthathelpwithenforcement
Thepicnicareasareinpoorshape
Therearewaterandelectricityproblemsintheparks
HaganPark
o Nomaintenancestaffonweekendsanditisthebusiesttimeoftheweek
SeniorCenter
o Thereneedstobeacrosswalk
o Thereshouldbeamarkedparkingareaforvans
o Thereneeds
to
be
more
parking,
especially
when
people
use
the
pool
o TheCenterneedsanewroof
Themaintenanceyardneedstobebigger
Thereneedstobebettersecurity
o Therehavebeenbreakinsattheadministrationbuildingandmaintenance
yard
o Locationshavebeenrobbedseveraltimes
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Thereistremendousturnoverandalotofinstitutionalknowledgeisgone
o TheDistrictisunderstaffed
Theequipmentisaging
Computersand
web
site
are
an
issue
They should do more maintenance inhouse or better monitor the maintenance
contractors
Thereneedstobemoretransparencyneededindesigningparks
DistrictAdministratorshouldbeatcommunityeventsanddevelopingrelationships
Newfacilitiesshouldbephasedin
TheDistrictneedstostartpartnering
TheDistrictshouldturffieldstoreducethecostofmaintenance,thoughinitialcost
would
be
high
Lackofclaritywithrespecttowhoshouldbemaintainingditches
2.1.8 ARE THERE OPPORTUNITIES FOR PARTNERING FOR TH E DEVELOPMENT OR
DELIVERY OF PARKS, RECREATION FACILITIES OR PROGRAMS THAT TH E
RECREATION AND PARK DISTRICTSHOULD BEWORKINGTOWARDS?
When asked about partnership opportunities, many respondents mentioned private
partnershipswithoutnamingspecific ideas. Theyalsomentionedcloserpartnershipswith
the City and with the School District. Another partnership type named was business
partnerships. There is an existing partnership with the school District that respondents
would like to see strengthened. They would also like to see all parks labeled with the
DistrictsnametocreatemorevisibilityfortheDistrict. Thepartnershipmentionedthat is
lacking inclosenessandstrength iswith theChamberand tourismpeople. Strengthening
thispartnershipwillincreasetheabilitytohavetournamentsinthearea.
Communitygroupsforoutreach
o Thereshouldbeacommunityoutreachliaison
Thereisaneedtoidentifywhopotentialpartnerscouldbe
TheDistrictneedstoinitiatepartnerships
Theyneedapersontogoaftergrants
Thebusiness
community
could
be
ahelp
at
some
point
Maybebusinessrelationshipswouldbegood
ThereareopportunitiesformorepartneringwiththeDistrict
o TheDistrictshouldworkmorecloselywiththeCitywhendoingprojects
Theschoolsandparksarecolocated
o TheDistrictneedstostrengthenschoolpartnership,communitycouncil
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o TheschoolDistrictsaystheDistrictwashardtocommunicatewith
o There is a total lack of communication with the school District regarding
programs
Policeathleticleagueisgrowingbyleapsandbounds
o ItoffersprogramsbecausetheDistrictdoesntstepuptotheplate
o TheDistrictdidnotrespondtothis
Privatepartnershipswouldbegood
ThereneedstobeabetterrelationshipwithChamberandtourismpeople
o Theyneedtohavetheabilitytoattractregionaltournaments
o Therehavebeensome,buttherecouldbemore
Thereshouldbearegionalapproachtopartnerships
Everypark
should
be
labeled
Cordova
Recreation
and
Park
District
o Therewouldbemorevisibilitythisway
The District should partner more with the City. They currently seem to be more
adversarial
Wouldbegoodtopartnerwithmoreactiverecreationprograms
2.1.9 HO W WOULD YO U ASSESS PUBLIC INFORMATION, COMMUNICATIONS,
AND MARKETING OF PROGRAMS AND SERVICES FROM TH E RECREATION AND
PARKDISTRICT?
Respondents
assessed
the
public
information,
communication
and
marketing
as
needingsignificanthelp. Thecommunicationsaboutactivitieswerecitedasgood,butanythingelse,
includingexpansionanddevelopment, iscitedasneeding improvement. Therespondents
would like to see more online communication and information in a consistently updated
Websiteandsocialnetworkingsites. Theywereinfavorofamailednewsletter,citingthe
useoftheCitynewsletter,andtheDistrictiscurrentlyintheprocessofdevelopingamailing
list. This would predominantly be for the older citizens who do not have a computer or
internetaccess.
TheWebsite isnottheonlymethodtocommunicatebecausesomepeopledonot
havecomputers
The
dog
park
was
not
communicated
Gettingthecommunityengagedisnotbeingdoneenough
TheAdministratorisnotresponsive
TheDistrictneedstohavemorecommunication
TheyouthsportsareverytiedtotheschoolDistrict,andresidentshavetopaymuch
moreforathleticfields
o PeoplehavebecomereliantontheschoolDistrict
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Littleornoinvolvementofparksstaffincommunityevents
There have been community forums showing that drugs and childhood obesity
programsarethemostimportantneeds
o TheRecreationandParkDistrictarenotshowinguptotheseforums
TheParkDistrictshouldhavetheirmeetingsinCityHall
ThereisnoappreciationandrecognitionforethnicdiversityofHispanicandRussian
populations
Theyshouldbeputtingadsinthepaperaboutevents
Maybetheyshouldwriteacolumnlikewasdoneyearsbefore
Newsletters
o Theystillhaveaproblemgettingthenewsletterouttotheseniors
oThey
are
in
the
process
of
developing
a
mailing
list
Therearealotofnoticesthroughtheschools
TheyshouldusetheCitynewsletter
TheyneedamuchbetterWebsite
o Thewebsiteneedstobecontinuouslyupdated
o Alotofseniorsdonothavecomputers,sotheyneedtobeaccountedfor
o StaffreportsshouldbeontheWebsite
Socialnetworking
2.1.10 WHAT OUTCOMES WOULDYOU LIKETO SEE AS A RESULTOF THIS PLAN?
Thechiefoutcomethatrespondentswouldliketoseeisapropermasterplanthatwouldbe
achievableandfollowedthroughon. Therewereseveralthingsthattherespondentswould
liketoseeasaresultofthisplan,amongthemmodernizedparks, improvedmanagement,
andbettersafetyinalltheparksandfacilities. Theparticipantsreferencedpreviousmaster
plansthatwerenotimplementedaswellastheywouldhaveliked. Theywouldliketoseea
planimplementedthistime. Therespondentswouldliketoseebetterinclusionofpeople.
There should be more services for the youth, both atrisk and the regular. The
administrationneedstoworkonbeingtransparentmoreandbeingmoreavailabletotheir
constituents.
Thereneedstobefollowup
Theyneedtosetdates,setbenchmarks,andlistwherewilltheygetthefundingfor
it
Theyneedtobetakingcareofliabilities
Theyneedtotakeahard lookatourparksanddeterminewhatneedstobedone
andhowitwillbepaidfor
Theyshouldputsomethinginplaceandmakeitadoableplan
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Whatcanwedoontheshorttermtomakeimprovements?
o A lot of these improvements will take years, and there need to be some
shortertermsolutions
There are a lot of retired people out there who would volunteer that could help
withgrantwriting
Therearenotenoughservicesfortheyouth
Thereshouldbefestivalgroundsforalloftheevents
Thereneedstobebetterinclusionofpeople
There needs to be an aspirational vision for development of places that build
community
Managementneedstobeactivelyengaged
Anadministrationframeworkshouldbestrengthened
Parksneedtobemodernized
Thereneedstobebettersecurity
Theywouldliketoseeaplanthatgivesrealisticdirection
Thereshouldbemorerecreationprogramsforadultsandchildren
Thereneedstobebettercommunication
Theyshoulddevelopprioritiesandresourceallocation
Weneedtostrengthenouradministrationandrecreationprograms
Theyneed
good
park
maintenance
staff
Theyshouldrenovateandupdateexistingparksinsteadofbuildingnewones
ThereneedstobemorefacetofacewithRanchoandtheotherDistrictsaswell
RespondentswouldliketohaveanawardwinningparkDistrict
Thereneedstobebettercommunicationwiththeparks
Thereneedstobearealisticmasterplanthatisaguideforthefuture
Theadministrationneedstobemoretransparent
Thereareopportunitiesforyouthcenters
Matherpricing
is
so
high
that
our
local
organizations
cant
afford
it
Marketing
Managementteamneedstobeinplace
Longtermplans
There should be some information about expanding the senior center and a teen
center
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Thereshouldbeacomprehensiveplantobeabletobuildandmaintaintheaward
winningsystemofparksandprograms
Theyneedabalancebetweenbuildingnewandmaintainingtheold
Thereshouldbeapublicsafetyorientationtothesystem
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2.2 COMMUNITYINTEREST ANDOPINION SURVEY 2.2.1 OVERVIEW OF TH EMETHODOLOGY
The
Cordova
Recreation
and
Park
District
conducted
a
Community
Interest
and
Opinion
Survey during October and November of 2010. The purpose of the survey was to help
establishpriorities forthe future improvementofparksandrecreation facilities,programs
and services within the community. The survey was designed to obtain statistically valid
resultsfromhouseholdsthroughoutCordovaRecreationandParkDistrict. Thesurveywas
administeredbyacombinationofmailandphone.
LeisureVisionworkedextensivelywithCordovaRecreationandParkDistrictofficials,aswell
as members of the PROS Consulting project team in the development of the survey
questionnaire. Thisworkallowedthesurveytobetailoredtoissuesofstrategicimportance
toeffectivelyplanthefuturesystem.
Leisure
Vision
mailed
surveys
to
a
random
sample
of
2,000
households
throughout
the
Cordova Recreation and Park District. Approximately three days after the surveys were
mailed each household that received a survey also received an electronic voice message
encouragingthemtocompletethesurvey. Inaddition,abouttwoweeksafterthesurveys
were mailed Leisure Vision began contacting households by phone. Those who indicated
theyhadnotreturnedthesurveyweregiventheoptionofcompletingitbyphone.
Thegoalwastoobtainatotalofat least400completedsurveys fromCordovaRecreation
andParkDistricthouseholds. Thisgoalwasaccomplished,withatotalof410surveyshaving
beencompleted. Theresultsoftherandomsampleof410householdshavea95%levelof
confidence with a precision of at least +/4.8%. The following pages summarize major
surveyfindings.
2.2.2 VISITINGCRPDPARKS, RECREATION FACILITIES&SPORTSFIELDS
Seventytwo percent
(72%) of households
have visited Cordova
Recreation and Park
District parks,
recreation facilities,
or sports fields
during the past year
(Figure1).
Figure1 VisitingCRPDParks,RecreationFacilities&SportsFields
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2.2.3 FREQUENCY
OF VISITING CRPD
PARKS,
RECREATION
FACILITIES &
SPORTS FIELDS
Of the 72% of
households that have
visited Cordova
Recreation and Park
District parks,
recreation facilities,
orsportsfieldsduring
the
past
year,
71%
have visited them at
least once a month.
Thisincludes34%that
have visited CRPD
parks, recreation
facilities or sports
fieldsatleastonceaweek,24%thathavevisitedthemafewtimesamonth,and13%that
havevistedthematleastonceamonth(Figure2).
2.2.4 RATING TH E PHYSICAL CONDITION OF CRPD PARKS, RECREATION
FACILITIES&
SPORTS
FIELDS
Of the 72% of
householdsthathave
visited CRPD parks,
recreation facilities,
or sports fields
during the past year,
63% rated the
physical condition as
either excellent
(24%) or above
average (39%).
Thirtytwo percent
(32%) of households
rated the parks,
facilities and sports
fieldsasaverage,and
only 5% rated them
as below average
Figure2 FrequencyofVisitingCRPDParks,RecreationFacilities&SportsFields
Figure3 RatingthePhysicalConditionofCRPDParks,RecreationFacilities&SportsFields
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(4%)orpoor(1%)(Figure3).
2.2.5 CONCERNS WITH CRPD PARKS, RECREATION FACILITIES AND SPORTS
FIELDS
Of
the
72%
of
households that have
visited CRPD parks,
recreationfacilities,or
sports fields during
the past year, 36%
indicated they have
no concerns. The
most frequently
mentioned concerns
respondents do have
with
CRPD
parks,
facilities, or sports
fieldsare:securityand
safety issues (24%)
andparkmaintenance
and cleanliness (22%)
(Figure4).
2.2.6 FREQUENCY OF VISITINGVARIOUSCRPDFACILITIES
Of the 72% of
households that have
visited CRPD parks,
recreationfacilities,or
sports fields during
the past year, 24%
havevisitedtheHagan
Park Community
Centerat leastoncea
month, and 19% have
visited the Mather
Sports Center at least
once a month (Figure
5).
Figure4 ConcernswithCRPDParks,RecreationFacilitiesandSportsFields
Figure5 FrequencyofVisitingVariousCRPDFacilities
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2.2.7 PARTICIPATIONINCRPD PROGRAMS/ACTIVITIES
Twentyseven percent
(27%)
of
households
have participated in
programs or activities
offered by the CRPD
during the past 12
months(Figure6).
2.2.8 RATINGOF TH EOVERALL QUALITY OF CRPDPROGRAMS/ACTIVITIES
Of the 27% of
households that have
participated in CRPD
programs/activities,
82% rated the overall
quality of programs or
activities theyve
participatedinaseither
excellent (37%) or
above average (45%).
Sixteen percent (16%)
rated them as
average, 2% rated
them as below
average, and no
respondents rated
them as poor (Figure
7).
Figure6 ParticipationinCRPDPrograms/Activities
Figure7 RatingoftheOverallQualityofCRPDPrograms/Activities
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2.2.9 PARTICIPATIONINCRPD EVENTS
Twentyone percent
(21%)
of
households
have participated in
events offered by the
CRPD during the past
12months(Figure8).
2.2.10 RATINGOF TH EOVERALL QUALITY OF CRPD EVENTS
Of the 21% of
households that have
participated in CRPD
events,
81%
rated
the
overall quality of the
events theyve
participatedinaseither
excellent (44%) or
above average (37%).
Nineteen percent
(19%) rated the events
as average and no
respondents rated
them as below
average or poor
(Figure9).
Figure8 ParticipationinCRPDEvents
Figure9 RatingoftheOverallQualityofCRPDEvents
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2.2.11 WAYS RESPONDENTS LEARNABOUT CRPDPROGRAMS AN D ACTIVITIES
The most frequently
mentioned
ways
that
respondents have
learned about CRPD
programs and activities
are: flyers/newsletter
(47%), TriAnnual
Activity Guide (44%),
from friends and
neighbors (29%), and
newspaper (26%)
(Figure10).
2.2.12 REASONS PREVENTING TH E US E OF CRPD PARKS, FACILITIES, PROGRAMS
MOREOFTEN
Too busy/not enough
time
(17%)
is
the
most
frequently mentioned
reason preventing
households from using
CRPD parks, recreation
facilities or programs
more often (Figure 11).
Other frequently
mentioned reasons
include:program times
are not convenient
(16%),
do
not
knowwhat is being offered
(11%),andfeesaretoo
high(11%).
Figure10 WaysRespondentsLearnAboutCRPDProgramsandActivities
Figure11 ReasonsPreventingtheUseofCRPDParks,Facilities,ProgramsMoreOften
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2.2.13 LEVEL OF SATISFACTION WITH TH E CUSTOMER SERVICE EXPERIENCE
RECEIVEDWHEN USING CRPDFACILITIESAND PROGRAMS
Sixty
percent
(60%)
of
respondents are either
very satisfied (35%) or
somewhat satisfied
(25%) with the customer
service experience they
receivewhenusingCRPD
facilities and programs
(Figure 12). Only 4% of
respondents are
somewhat dissatisfied or
verydissatisfied
with
the
customer service
experience they receive
when using CRPD
facilities and programs.
In addition, 36% of
respondents rated the
customer service
experience they receive
asneutral.
2.2.14
NEEDFOR
PARKS
AND
RECREATION
FACILITIES
Theparksand recreation
facilities that the highest
percentage of
households has a need
for are: walking, biking
trails, and greenways
(64%),smallfamilypicnic
areasandshelters(60%),
small neighborhood
parks (59%), large
community parks (46%),
and playground
equipment (44%) (Figure
13).
Figure12 LevelofSatisfactionwiththeCustomerServiceExperienceReceivedWhenUsing
CRPDFacilitiesandPrograms
Figure13 NeedforParksandRecreationFacilities
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2.2.15 NEEDFOR PARKSAND RECREATION FACILITIESINTH ECRPD
Fromalistof27various
parks
and
recreation
facilities, respondents
were asked to indicate
all of the ones that
members of their
household have a need
for. Figure 14 shows
the estimated number
of households in the
CordovaRecreationand
Park
District
that
have
a
need for various parks
andrecreationfacilities,
based on 34,300
households in the
District.
2.2.16 HO W WELL PARKSAN D RECREATION FACILITIESMEETNEEDS
For all 27 parks and
facilities,55%
or
less
of
respondents indicated
that the park/facility
completely meets the
needs of their
household(Figure15).
Figure14 NeedforParksandRecreationFacilitiesintheCRPD
Figure15 HowWellParksandRecreationFacilitiesMeetNeeds
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2.2.17 CRPDHOUSEHOLDS WITH THEIR FACILITYNEEDS BEING50% ME T OR LESS
Fromthelistof27parks
andrecreation
facilities,
households that have a
need for parks/facilities
were asked to indicate
howwell these typesof
parks/facilities in the
Cordova Recreation and
Park District meet their
needs. Figure 16 shows
the estimated number
of households in the
Cordova
Recreation
and
Park District whose
needsforparks/facilities
are only being 50% met
orless,basedon34,300
households in the
District.
2.2.18 MOST IMPORTANT PARKSAND RECREATION FACILITIES
Based on the sum of their top four choices, the parks and recreation facilities that
households rated as the most important include: walking, biking trails, and greenways
(34%), small family
picnic areas and
shelters (29%), small
neighborhood parks
(28%), playground
equipment(24%),and
outdoor swimming
pools(20%). Itshould
also be noted that
walking, biking trails
and
greenways
had
the highest
percentage of
respondents select it
astheir firstchoiceas
the most important
park/facility (Figure
17).
Figure16 CRPDHouseholds withTheirFacilityNeedsBeing50%MetorLess
Figure17 MostImportantParksandRecreationFacilities
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2.2.19 NEEDFOR RECREATION PROGRAMS
The recreation
programs
that
the
highest percentage
of households has a
need for are: adult
fitness and wellness
programs (36%),
communitywide
specialevents(35%),
swim
lessons/aquatics
programs(32%),and
cultural
programs
(25%)(Figure18).
2.2.20 NEEDFOR RECREATION PROGRAMS INTH ECRPD
From a list of 26
recreationprograms,
respondents were
asked
to
indicate
all
of the ones that
members of their
household have a
need for. Figure 19
shows the estimated
number of
households in the
Cordova Recreation
andParkDistrictthat
have a need for
recreationprograms,based on 34,300
households in the
District.
Figure18 NeedforRecreationPrograms
Figure19 NeedforRecreationProgramsintheCRPD
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2.2.21 HO W WELL RECREATION PROGRAMS MEETNEEDS
For all 26 recreation
programs,
less
than
45% of respondents
indicated that the
program completely
meets the needs of
their household
(Figure20).
2.2.22 CRPD HOUSEHOLDS WITH THEIR PROGRAM NEEDS BEING 50 % ME T OR
LESS
From a list of 26 recreation programs, households that have a need for programs were
asked to indicate how well these types of programs in the Cordova Recreation and Park
District
meet
their
needs. Figure 21
shows the estimated
number of
households in the
Cordova Recreation
and Park District
whose needs for
programs are only
being 50% met or
less, based on 34,300
households in the
District.
Figure20 HowWellRecreationProgramsMeetNeeds
Figure21 CRPDHouseholdswithTheirProgramNeedsBeing50%MetorLess
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2.2.23 MOST IMPORTANT RECREATION PROGRAMS
Basedonthesumoftheirtopfourchoices,therecreationprogramsthathouseholdsrated
asthe
most
important
include:swimlessons/
aquatics programs
(19%), adult fitness
and wellness
programs (19%),
communitywide
special events (16%),
and senior programs
(14%). It should also
be noted that swim
lessons/aquatic
programs had the
highest percentage of
respondents select it
as their firstchoiceas
the most important
program to their
household(Figure22).
2.2.24 MOST FREQUENTLY USED METHOD TO ACCESS CRPD PARKS &
RECREATION FACILITIES
Seventypercent
(70%)
of households
indicated that
driving istheirmost
frequently used
method to access
CRPD parks and
recreation facilities
(Figure 23). In
addition, 24% of
respondents walk to
CRPD parks and
facilities, and 11%
bike to CRPD parks
and recreation
facilities.
Figure22 MostImportantRecreationPrograms
Figure23 MostFrequentlyUsedMethodtoAccessCRPDParks&RecreationFacilities
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2.2.25 LEVEL OF SUPPORT FOR DEVELOPING WALKING/BIKING TRAILS TO
CREATE AN
INTERCONNECTED
COMMUNITY AN D A
SUSTAINABLE BUILT
ENVIRONMENT
Eightytwo percent
(82%) of respondents
are either very
supportive (54%) or
somewhat supportive
(28%) of an effort to
develop walking/biking
trails
to
create
an
interconnected
community and a
sustainable built
environment (Figure
24). Only 6% of
respondents are mildly
against or completely
againstit,and12%indicatednotsure.
2.2.26 SUPPORT FOR ACTIONS TO IMPROVE/EXPAND PARKS AN D RECREATION
FACILITIES
There are four actions
that over 45% of
respondents are very
supportive of CRPD
taking to improve and
expand parks and
recreation facilities:
renovate/develop
greenways
for
walking
and biking (55%),
acquire land to use for
greenways and trails
(52%), acquire land to
develop small
neighborhood parks
(49%), and renovate/
develop playgrounds
Figure24 LevelofSupportforDevelopingWalking/BikingTrailstoCreatean
InterconnectedCommunityandaSustainableBuiltEnvironment
Figure25 SupportforActionstoImprove/ExpandParksandRecreationFacilities
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andpicnics(48%)(Figure25).
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2.2.27 MOST IMPORTANT ACTIONS TO IMPROVE/EXPAND PARKS & RECREATION
FACILITIES
Basedon
the
sum
of
their
top
four
choices,
the
most
important
actions
that
CRPD
could
take
to improve/expand parks and recreation facilities are: renovate/develop greenways for
walkingandbiking(45%),renovate/developplaygroundsandpicnics(28%),acquirelandto
develop for small
neighborhood parks
(28%), and acquire
land to use for
greenways and trails
(27%). It should also
be noted that
renovate/develop
greenwaysfor
walking
and biking had the
highest percentage of
respondents select it
as their firstchoiceas
the most important
park/facility to
improve/expand.
2.2.28
ALLOCATION
OF
$100
AMONG
VARIOUS
PARKS
AND
RECREATION
CATEGORIES
Respondents would
allocate $49 out of
$100 towards the
improvements/
maintenance of
existing parks, trails,
sports,andrecreation
facilities (Figure 27).
The remaining $51
were
allocated
as
follows: development
of new parks, trails,
and sports facilities
($20),developmentof
new community
center/ recreation
facilities ($16), and
acquisition of new
Figure26 MostImportantActionstoImprove/ExpandParks&RecreationFacilities
Figure27 Allocationof$100amongVariousParksandRecreationCategories
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parklandandopenspace($15).
2.2.29 LEVEL OF SUPPORT FOR VARIOUS MONTHLY ASSESSMENTS TO FUND
PARKS,GREENWAYS, OPEN SPACE, AN D RECREATION FACILITIES
Fiftyone
percent
(51%)
of respondents are
either strongly
supportive (39%) or
somewhat supportive
(12%) of paying $5 per
month to fund the
development and
operations of parks,
greenways,openspace,
and recreation facilities
that
are
most
important to their
household(Figure28).
2.2.30
DEMOGRAPHICS
Figure28 LevelofSupportforVariousMonthlyAssessmentstoFundParks,Greenways,
OpenSpace,andRecreationFacilities
Figure29 AgesofPeopleinHousehold
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Figure30 Gender
Figure31 TotalAnnualHouseholdIncome
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Figure32 AreYourorMembersofYourHouseholdofHispanicorLatinoAncestry
Figure33 Race/Ethnicity
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97,019
110,682
117,240124,783
132,048
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
2000
Census
2009
Estimate
2014
Projection
2019
Projection
2024
Projection
Cordova,TotalPopulationTrends
Total
Population
2.3.3 CORDOVASERVICEAREA
2.3.3.1POPULATION
The Cordova CDP service area has exhibited a rapid growth pattern over the last decade.
From 2000 to 2009, the service area population grew by 12.3% to a total population of
110,662. Thisentailsanincreaseof13,663totalpersonsatanannualgrowthrateof1.5%.
In comparison, the U.S. population grew at an annual rate of 0.9% over the same time
frame.
Futureprojectionsindicatethatthegrowthrateisexpectedtoincreaseatadecreasingrate.
The projected population growth is 5.6% from 2009 2014, 5.6% from 2014 2019 and
5.5% from 2019 2024 respectively. This would result is approximately 132,048 total
residentsintheserviceareaby2024. Thenumberofhouseholdswouldalsoincreasefrom
42,413currently
to
51,311
by
2024
(Figure
34).
Figure34TotalPopulationTrends
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0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2000Ce nsus 2 009
Estimate
2014
Projection
2019
Projection
2024
Projection
55+
3554
1834
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47,52254,171 57,464
61,139 64,70749,500
56,51159,777
63,643
67,340
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
2000Ce nsus 2 009
Estimate
2014
Projection
2019
Projection
2024
Projection
Cordova:PopulationbyGender
Female
Male
Overall,inordertocreatethesenseofcommunityandtiethediversesegmentstogether,it
would be beneficial to have a variety of special events and familybased recreation
opportunitiesforamultigenerationalaudience.
2.3.3.3GENDER
The gender distribution does indicate a slight skew towards the female population. The
ratiooffemalestomaleswithintheservicearea isexpectedtobearound51%femalesto
49%malesovertheentirestudyperiod(Figure36)
Recreationaltrendsfromthelastfewyearsindicatethat,onaverage,Americansparticipate
in a sport or recreational activity of some kind at a relatively high rate (65%). Female
participation rates, however, are slightly lower than their male counterparts 61% of
femalesparticipateat leastonceperyear inasportorrecreationalactivitycomparedtoa
69%participationrateofmen. Accordingtorecreationaltrendsresearchperformedinthe
industry over the past twenty years, the top ten recreational activities for females are
currently:
1. Walking
2. Aerobics
3. Generalexercising
4. Biking
5. Jogging
6. Basketball
Figure36PopulationbyGender
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7. Liftingweights
8. Golf
9. Swimming
10.Tennis
Thetoptenrecreationalactivitiesformalesare:
1. Golf
2. Basketball
3. Walking
4. Jogging
5. Biking
6. Liftingweights
7. Football
8. Hiking
9. Fishing
10.Hunting
Whilemenandwomenhavesomecommonactivitiesamongthetopten,thefrequencyof
participationintheirpreferredactivitiesishigherinmenthanitisinwomenoveraninety
dayspan. Withmorewomennotonlycomprisingalargerportionofthegeneralpopulace
during the mature stages of the lifecycle, but also participating in recreational activities
furtherintoadulthood,arelativelynewmarkethasappearedoverthelasttwodecades.
Thismaturefemaledemographicisoptingforlessteamorientedactivitieswhichdominate
the female youth recreational environment, instead shifting more towards a diverse
selectionof individualparticipantactivities,asevident inthetoptenrecreationalactivities
mentionedabove.
2.3.3.4RACEAN DETHNICITY
From a race standpoint, the Cordova CDP service area has racially and ethnically diverse
population and this diverse mix is projected to increase in the years to come (Figure37).
The majority White Alone population is expected to reduce from 68% in 2000 to 50% by
2024. Atthesametime,theBlackAloneandAsianpopulationwillincreaseto11%and15%
respectivelyby
2024.
Also,
those
belonging
to
two
or
more
races
will
comprise
13%
of
the
population by 2024. This diverse racial composition also results in a varied program
preferenceaswillbeseenbyParticipationTrendsbyRace/Ethnicitylaterinthissection.
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0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2000
Census
2008
Estimate
2013
Projection
2018
Projection
2023
Projection
Allotherscombined
BlackAlone
Asian
WhiteAlone
Cordova, PopulationbyRace
12.07%20.88%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2000 2024
AllOthers
Hispanic/
Latino
Origin
(anyrace)
Cordova,Hispanic/LatinoPopulation
Anothershift, fromanethnicitystandpoint, isbeingwitnessed inthosebeingclassifiedas
beingofHispanic/Latinooriginofanyrace. Thissegmentisexpectedtogrowsignificantly
from12%in2000to21%by2024(Figure38).
PARTICIPATIONTRENDS BY RACE/ETHNICITY
TheWhiteAlonepopulationasawholeparticipates inawiderangeofactivities, including
both team and individual sports of a land and water based variety; however, the White
Alonepopulacehasanaffinityforoutdoornontraditionalsports.
Figure37 PopulationbyRace/Ethnicity
Figure38 PercentageofIndividualsofHispanic/Latinoorigin
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EthnicminoritygroupsintheUnitedStatesarestronglyregionalizedandurbanized,withthe
exceptionofNativeAmericans,andthesetrendsareprojectedtocontinue. Differentethnic
groups have different needs when it comes to recreational activities. Ethnic minority
groups,alongwithGenerationsXandY,arecominginevergreatercontactwithCaucasian
middleclass
baby
boomers
with
different
recreational
habits
and
preferences.
This
can
be
asensitive subject since many babyboomers are the last demographic to have graduated
high school in segregated environments, and the generational gap magnifies numerous
idealsandvaluesdifferenceswhichmanybabyboomersareaccustomedto. Thistrend is
projected to increase as more babyboomers begin to retire, and both the minority and
youthpopulationscontinuetoincrease.
Hispanic and Latino Americans have strong cultural and community traditions with an
emphasisplacedontheextendedfamily,manytimesgatheringinlargerecreationalgroups
where multiple activities geared towards all age segments of the group may participate.
Largegrouppavilionswithpicnickingamenitiesandmultipurposefieldsare integral inthe
communalpastimesharedbymanyHispanics/Latinos.
TheBlackAlonepopulationhashistoricallybeenanethnicgroupthatparticipates inactive
team sports, most notably football, basketball, and baseball. The AfricanAmerican
populace exhibits a strong sense of neighborhood and local community through large
specialeventsandgatheringswithextended familyand friends, including familyreunions.
Outdoor and water based activities, such as, hiking, water skiing, rafting, and mountain
biking,arenotmuchofafactorintheparticipatoryrecreationalactivities.
The Asian population a very different yet distinct ethnic group compared with the three
maingroupsintheU.S.Caucasian,AfricanAmerican,andHispanic. TheAsianpopulation
has some similarities to the Hispanic population, but many seem to shy away from
traditionalteamsportsandoutdoorandwaterbasedactivities.
Utilizing the EthnicityStudyperformedbyAmericanSportsData, Inc.,anational leader in
sportsandfitnesstrends,participationratesamongrecreationalandsportingactivitieswere
analyzedandappliedtoeachrace/ethnicgroup.
A participation index was also reviewed. An index is a gauge of likelihood that a specific
ethnicgroupwillparticipate inanactivityascomparedtotheU.S.populationasawhole.
An indexof100signifiesthatparticipation isonparwiththegeneralpopulation;an index
less than100means that thesegment is less likely toparticipate,morethan100signifies
thegroupismorelikelythanthegeneralpublictoparticipate.
ThemostpopularactivitiesforthoseclassifiedasWhiteAloneintermsoftotalparticipation
percentage,thepercentagebywhichyoucanmultiplytheentirepopulationbytoarriveat
activityparticipationofatleastonceinthepasttwelvemonths,are:
1. Recreational Swimming 38.9% participation rate (38.9% of the population has
participatedatleastonceinthelastyear)
2. RecreationalWalking37.0%participationrate
3. RecreationalBicycling20.6%participationrate
4. Bowling20.4%participationrate
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5. TreadmillExercise19.1%participationrate
Highparticipationpercentagesinfreshwaterfishing(17.3%participationrate),hiking(17.2%
participationrate),andtentcamping(17.2%participationrate)demonstratethehighvalue
thattheCaucasianpopulationplacesonoutdooractivities. Sailing(Indexof124),kayaking
(Indexof
121),
and
golf
(Index
of
120)
are
three
activities
that
the
Caucasian
population
is
morelikelytoparticipateinthanthegeneralpublic.
ThefivemostpopularactivitiesforthoseofHispanic/Latinodescentare:
1. RecreationalSwimming33.2%participationrate
2. RecreationalWalking31.2%participationrate
3. RecreationalBicycling19.7%participationrate
4. Bowling18.5%participationrate
5. Running/Jogging18.0%participationrate
Interms
of
participation
index,
the
Hispanic
populace
is
more
than
twice
as
likely
as
the
generalpopulationtoparticipateinboxing(Indexof264),verylikelytoparticipateinsoccer
(Index of 177), and more likely to participate in paintball (Index of 155) than any other
ethnic group. For comparison reasons, although Hispanics are nearly twice as likely to
participateinsoccerasanyotherrace,only9.0%oftheHispanicpopulationparticipatedin
thesportatleastonceinthelastyear.
The top five recreational activities for the Asian populace in regards to participation
percentagesare:
1. Recreational Walking33.3%participationrate
2.
Recreational
Swimming
31.9%
participation
rate
3. Running/Jogging21.6%participationrate
4. Bowling20.5%participationrate
5. TreadmillExercise20.3%participationrate
TheAsianpopulaceparticipatesinmultiplerecreationalactivitiesatagreaterratethanthe
general population, with lacrosse being the activity boasting the greatest index of 615.
Squash (Index 0f 414), mountain/rock climbing (Index of 262), yoga/tai chi (Index 229),
martial arts (227), artificial wall climbing (224), badminton (222), and rowing machine
exercise (206) each represent an activity that Asians are more than twice as likely to
participateinthanthegeneralpublic.
AnalyzingthetopfiveactivitiesthattheBlackAlonepopulaceparticipatesinatthegreatest
rateresultsin:
1. RecreationalWalking26.7%participationrate
2. RecreationalSwimming20.2%participationrate
3. Basketball19.8%participationrate
4. Bowling17.5%participationrate
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$
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
2000
Census
2008
Estimate
2013
Projection
2018
Projection
2023
Projection
Median
Household
Income
Average
Household
Income
Per Capita
Income
Cordova,Household
Income
Characteristics
5. Running/Jogging14.3%participationrate
TheAfricanAmericanpopulation, liketheHispanicpopulation, ismorethantwiceas likely
toparticipateinboxing(Indexof208). Football(Indexof199)andbasketball(Indexof160)
arealsoamongthehigherparticipatedinactivitiesamongtheAfricanAmericanpopulace.
2.3.3.5HOUSEHOLDINCOME
TheCordovaCDPs incomecharacteristicsaremoderateandprojectedtogrow,albeitata
slowpaceintheupcomingyears.
Theserviceareascurrentmedianhouseholdincomeis$54,270anditisprojectedtogrow
to$66,657by2024. Themedianhousehold incomerepresentstheearningsofallpersons
age 16 years or older living together in a housing unit. The per capita income, too, is
projectedtoincreasefrom$24,792currentlyto$28,605by2024(Figure39).
Figure39CordovaIncomeCharacteristics
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$
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
Median
Household
Income
Average
Household
Income
Per Capita
Income
Cordova
California,Est.
2008
U.S.Average,
Est.2008
CordovaComparativeIncomeCharacteristics
As seen in Figure40, Cordova CDPs income characteristics are lower in comparison with
that of the State and National averages. The median household income, the average
householdincomeandthepercapitaincomearealllowerthanstateandnationalaverages.
Part
of
this
could
be
attributed
to
the
presence
of
a
large
number
of
younger
families
that
arenewerintheworkforceandalsonotatthesameeducationlevels,thusdepressingtheir
earnings. Giventhesecharacteristics,itwouldbeimportanttofocusonofferingsthattarget
familiesbasedrecreationandprovideagoodvalueformoney.
Figure40 ComparativeIncomeCharacteristics
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CHAPTERTHREE PARKAND RECREATION ASSESSMENT3.1PARK ANDFACILITY ASSESSMENT 3.1.1 PARKAN DFACILITYASSESSMENT OVERVIEW
ThePROSTeamconductedthefacilityassessmentandvisitedeachparkandfacilitywithin
theDistrictovera4daytimeframe. DuringthistimethePROSTeamassessedthecondition
oftheparksandphotographedallsitesandassetswithinthesystemincluding:
NeighborhoodParks CommunityParks SpecialUseAreas OpenSpaces
BikeTrails Amphitheaters BasketballCourts BBQPits
Benches Bleachers Community/Activity
Centers
ConcessionsStands
CoveredAreas DrinkingFountains Multicourts OpenGrassFields
DiamondFields;
Mounded,Small
DiamondFields;
Mounded,Large
DiamondFields;Non
Mounded,Large
DiamondFields;Non
Mounded,Small
MultipurposeFields;
Large
MultipurposeFields;
Small
SmallReservablePicnic
Pavilion
LargeReservablePicnic
Pavilions
OutdoorPools ParkingSpaces PicnicTables PlaygroundAreas
RestroomBuildings TennisCourts Trails;HardSurfaces Trails;SoftSurfaces
ThePROSTeamvisited38siteswithintheDistrict,comprisingatotalof630.20acres,and
theoverallvalueofthesystem iseitherreallygoodorfair. Someoftheparkfindingsand
recommendationsarelistedbelow. Thedetailedfacilityassessmentandrecommendations
willbeprovidedintheAppendix.
Overall,thereareseveralgoodparkswithinthesystem,withStoneCreekCommunityPark
being a newer example and Hagan Community Park a classic example of an older park in
good condition. Other great parks are Tuscany Park with an excellent design and assets
usageandplacement,theVillageGreenParkwithitsurbanincorporationandMatherSports
Complex with its assets quality and quantity. The quantity and quality of the bike trails
within the District is also some of the premier assets in the region and long range goal
shouldbe
to
extend
these
assets
through
the
District.
However
there
are
alot
of
park
sites
andassetsthatareshowingwearandhavemetorexceededtheirlifecycle.
Maintenanceisgoodoverallandtheolderparksarewelltakencareofdespiteagingassets.
Brand inconsistencies exist throughout the system with respect to entrance signs, sign
locations,colorschemes,directionalsignage,amenitysignageandparkfurniture. Signage
shouldbeupdatedandmadeconsistentthroughtheDistrict,anddirectionalsignagealong
trailsshouldbeaddedtoDistrictfacilities. Vegetativebedding,asseeninthenewerparks
throughoutthesystemshouldbereplicatedintotheolderparkstocreateuniformity.
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3.2 PARK ANDFACILITYSYNOPSIS 3.2.1 AHLSTROM PARK
3.2.1.1OVERVIEW
Ahlstrom Park is a 7 acre neighborhood park (6.8 acres irrigated) located
adjacenttoanelementaryschool. Overallthe imagevalueofthepark isclean
andopen,withexcellentvisibility. Safetylightingisavailableintheparkandno
safety issues were identified during the assessment. There is turf coverage
throughout the park with the condition being classified as fair. The park has
signage; however there is some damage to the signage and a need for design
standards and uniformity. Parking is located along the street and the interior
pedestriantrailallowsforgoodcirculation. Theparkisnotlocatedalongahike
or
bike
trail.
The
vegetation
throughout
the
park
is
mature
and
in
good
conditionwithsomeyoungertrees. Maintenanceatthesiteisgood.
3.2.1.2MAJORASSETS
PlaygroundArea1PlaygroundAreawitha lifecycleof level1toearly
level2. Itsapproximateareais48feetby55feetwithacurbandamow
strip. Thereareplaystructuresforages6to12and2to6(Figure41).
TheplayareadoeshaveanADAaccessibleramp;howeverthelipofthe
rampwouldbedifficult forawheelchairtomaneuver (Figure42). The
surface of theplayarea is fibar, butadditionalmaterial isneededas it
does
not
meet
the
recommended
12
inch
minimum
depth.
The
play
area
has1trashreceptacle.
DiamondField;1NonMounded,YouthSmallbaseballfield(sixtyfoot
base paths with a center field depth of 205 feet) with full 6 feet high
dimensionalfencing(Figure43). Edgingofthefieldismarginal,andthe
infield is partially skinned. Player areas are covered andhave signs of
graffiti(Figure44). Thereare6setsofspectatorseating;2aremetal3
rowsbleachersand4are wooden3 rowsbleachers thatarepast their
usefullifeandneedtobereplaced(Figure45).
Benches
2benches
around
the
playground
area
Trail Area 515 feet of asphalt pathway (Figure 46)and 6 foot wide
concrete pathway being 361 feet in length with safety lighting (Figure
47)
PicnicArea1picnictableonaconcretepadsite
Group Picnic Area 3 concrete picnic areas with one being ADA
accessible. Padsitesareapproximately10feetby16feetwithonenew
Figure41 Playground
Structures
Figure42 PlaygroundAreaLip
Figure43 DiamondField
Figure44
Graffiti
Figure45 DamagetoBleachers
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concretepicnictableandbarbequepit
Park Bench Area 2 new metal park benches each on
concretepadsof5feetby12feetinsize
TrashReceptacle3newthirtygalloncansandfourthirty
threegallonbarrels(Figure48)
Water Fountain 1 new ADA accessible drinking fountain
andoneolderdrinkingfountain(Figure49)
DogWasteStationtwonewerdogwastestations
Irrigation Pump House twelve feet by twelve feet
irrigationpumphousewithtwopumpcontrollers
WoodenParkSignDamagetotheleftside(Figure50)
3.2.1.3RECOMMENDATIONS
Extend trail to neighborhood connector and to school
facilities
Park needs to be energized, recent improvements are a
goodstart
Designstandardsthroughouttheparkforfurniture,signage
andassets
Fixthelipontheplayground,replacebleachers,replacesign
withdesignstandardsignage
Graffitiremoval
Figure46 Trail
Figure47
Safety
Lighting
Figure48 GarbageCan
Figure49 DrinkingFountain
Figure50 SignDamage
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3.2.2 ALEXANDER BIKETRAIL
3.2.2.1OVERVIEW
TheAlexanderBikeTrail isanew2.49acrespecialuseareaalong
thesideoftheAlexanderdevelopment(Figure51). Ithasa0.245
mile asphalt bike trail segment. It is richly landscaped and the
overall aesthetic of the site is excellent. It will become a
neighborhood connector to the Stone Creek Community Park.
Safetylightingexistsandnosafetyissueswereobservedduringthe
assessment. Maintenanceatthesiteisgood.
3.2.2.2MAJORASSETS
Trail
0.245
miles
of
divided
lane
asphalt
bike
trail
(Figure
52)
Benches3metalbenches(Figure53)
3.2.2.3RECOMMENDATIONS
ExtendthetrailtoStoneCreek
Designstandardsthroughoutthesiteforfurniture,signage
andassets
Add distance markers along the trail and directions to
Districtfacilities
3.2.3 ANATOLIA BIKETRAIL
TheAnatoliaBikeTrail isanewspecialuseareaalongthesideof
partoftheAnatoliadevelopment,borderingtheAKTCommunities
Wetland Preserve and is approximately 4.6 acres in size (Figure
54). It has a 1.078 mile asphalt bike trail segment that runs the
length. Itisrichlylandscaped(Figure55)andtheoverallaesthetic
ofthesite isexcellent. Itservesasaneighborhoodconnectorto
the
Sandpiper
Neighborhood
Park.
Safety
lighting
exists
and
no
safetyissueswereobservedduringtheassessment.
3.2.3.1MAJORASSETS
Trail0.245milesofdividedlaneasphaltbiketrail(Figure
56)
Benches4metalbenches(Figure57)
Figure51 SiteAerial
Figure52 TrailSegment
Figure53 MetalBenches
Figure54 TrailSegment
Figure55 Landscaping
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TrashReceptacle4metaltrashcans
3.2.3.2RECOMMENDATIONS
ExtendthetrailontheeasttoRanchoCordovaBoulevard,
asamake
shift
trail
has
been
created
by
the
trail
users
Designstandardsthroughoutthesiteforfurniture,signage
andassets
Add distance markers along the trail and directions to
Districtfacilities
Addwaterfountainsatendpointsalongthetrail
Addadditionalinformationalsignageaboutthewetlands/
vernalpools
Explore opportunities to expand natural trails into the
vernalpool
3.2.4 ARGONAUT PARK
3.2.4.1OVERVIEW
Argonaut Park is a new irrigated 5.9 acre neighborhood park
(Figure58)locatedadjacenttoanelementaryschool. Overallthe
parkimage
is
clean
an
open
with,
with
excellent
visibility.
Safety
lightingisavailableintheparkandnosafetyissueswereidentified
duringtheassessment. Turfcoverageexistingthroughoutthepark
andtheconditionisgood,thoughthereistoomuchturf. Thepark
has signage however there is a need for design standards and
uniformity. Parkingislocatedalongthestreetandtheinteriorand
exteriorpedestriantrailsallowforexcellentcirculation.
The park is not located along a hike or bike trail. Vegetation
throughtheparkisyoungwithaneedformaturityandadditional
trees(Figure59),butoverallisexcellentandrich. Throughoutthe
park,all
assets
are
lifecycle
stage
1.
The
park
is
well
utilized
by
theelementarystudentsduringthedayand iswellconnectedto
theneighborhood. Maintenanceatthesiteisgood.
3.2.4.2MAJORASSETS
PlaygroundArea2playgroundareasexist,onewithplay
equipmentforages2to6(Figure60)andtheotherwith
Figure56 DividedBikeLanes
Figure57 BenchandCan
Figure58 EntranceSignage
Figure59 YoungTrees
Figure60 Playground
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plasticrockclimbers(Figure61)andasinglebayswingsetwithstrapseats. Some
graffitiexistsontherockclimbers
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DiamondField;NonMoundedSmall1smallnonlighted,
irrigated,andnonengineeredsoftballfieldwithabackstop
and8feethighplayerareafencing. Nodimensionalfencing
exists.
The
infield
is
skinned
and
the
player
areas
each
have
2metalbenches
Pavilion;Small1smallpicnicpavilionwith4metalpicnic
tables8feet in length (1ADA),andapoweroutlet. There
arealso2largeBBQpitslocatedadjacenttothepavilion
Trail 0.119 miles of concrete interior and exterior
pedestriancirculationtrailthatis6feetand8feetinwidth
Water Fountain 1 new ADA accessible drinking fountain
andadogfriendlydrinkingfountainatthebase(Figure62)
Basketball
Court
Half
court,
painted
concrete
basketball
courtwithanattachedmulticourt(Figure64)
PicnicTables2metalpicnictables8feetinlength(Figure
66)
Benches6greenmetalbencheswithconcretepads
ParksignageConcreteparkentrancesignage
BikeRack1bikerack
TrashReceptacle4metal30gallontrashcontainers
3.2.4.3RECOMMENDATIONS
Plantadditionalfastgrowingtreesinthepark
Designstandardsthroughoutthesite for furniture,signage
and assets, could immediately paint tales, benches and
trashcansasimilarcolor
Add distance markers along the trail to add fitness
functionality
Expand vegetative cover to the western portions of the
park
to
match
those
along
the
school
to
reduce
unused
grassareas
Additionalassets(suchasbistrotablessimilartoTheVillage
GreenPark)couldbeplacedintheparkintheunusedarea
Figure61 RockClimbers
Figure62 SoftballField
Figure63 WaterFountain
Figure64 SportCourt
Figure66 PicnicTables
Figure65 BenchandCan
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3.2.5.3RECOMMENDATIONS
The entire park needs to be reenergized. The addition of
thetrail
is
agood
start
Designstandards throughout thesite for furniture,signage
and assets, could immediately paint tables, benches and
trashcansasimilarcolor
Reducetheamountofturfwithlandscapingsimilartoother
newerparksinthesystem
Repaint the concrete picnic tables and bench but look to
replace in the future, bollards also need to be painted,
Replacetheplaygroundequipmentinthefuture
Fixleakingwaterfountain
3.2.6 DAVEROBERTS COMMUNITY PARK
3.2.6.1OVERVIEW
DaveRobertsCommunityParkisa13acreparksite(Figure74)with
11.85acresirrigatedthatislocatedadjacenttoaMiddleSchooland
anelementary
school
(Figure
75).
Overall
the
park
is
feels
disjoined
and the assets are misplaced. Connection to the neighborhood is
fair and there is offstreet parking available. There is pedestrian
circulationtotheadjoiningneighborhoods,howeverisconnectsthe
neighborhoodsratherthantheparkassets. Additionaltrailsshould
beinstalledatthislocation.
There were many people using the park during the assessment,
nearly all with dogs. Security lighting does exist in the park. The
trailaroundtheplaygroundareaposesasafetyhazard. Vegetation
ismatureandthereislotsofturf,infairquality. Visibilityacrossthe
siteis
good.
3.2.6.2MAJORASSETS
PlaygroundAreaOneplaygroundareawithastructurefor
ages6to12thatisinlifecyclestage1toearlystage2. The
playground area is ADA accessible but needs additional
fibar depth (Figure 76). The playground area is
approximately52feetby62feetinsizeandwascompleted
Figure72 Fountain(pretrail)
Figure73 FountainLeak
Figure74 EntranceSign
Figure75 SchoolsandPark
Figure76 PlaygroundArea
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in2002
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Tennis Courts 4 tennis courts in lifecycle stage 3 that
should be resurfaced or removed, as the fit within the
parkisnotamenable(Figure77)
Trail
0.152
miles
of
asphalt
trail
that
is
in
lifecycle
stage
3
andneedstobereplaced(Figure78).2Dogwastestations
existalongthetrail
DiamondField;NonMoundedLarge1largeirrigated,
lighted, nonengineered softball field with backstop and
players areas (Figure 79). The backstop needs to be
replaced. Fencingexistsalongthebaselinesonlyand150
feet of the outfield. Edging along the field is marginal
and needs to be recut. There is also a 5 rows metal
bleacherinfaircondition
Multipurpose
Fields
Large
1
regulation
sized
multipurposefieldwithsoccergoals. Theplayingsurface
ofthefieldneedstoberegraded
Parking Lot Asphalt parking area with space for 23
vehicles. The parking lot needs to be resurfaced and is
approximately7,820squarefeetinsize.
Water Fountain 1 working water fountain (Figure 80)
and1nonfunctioningwaterfountain(Figure81)
3.2.6.3RECOMMENDATIONS
Goodcandidateforafitnesstrailandadogpark,replace
theexistingtrail
Removeor resurface the tenniscourtsandmultipurpose
field
Work with school to create a signature diamond field
complex
Design standards throughout the site for furniture,
signageandassets
Figure77 TennisCourts
Figure78 AsphaltTrail
Figure79 DiamondField
Backstop
Figure80 WaterFountain
Figure81 OldWaterFountain
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3.2.7 EAGLESNESTPARK
3.2.7.1OVERVIEW
Eagles Nest Park is a newer 3.7 acre Neighborhood Park (Figure
82)thatservesasacourtsportarea. Theparkisinlifecycle1and
isagreatfittotheneighborhoodandclubhouse. Visibilityacross
of the park is excellent. The park is well connected to the
neighborhoodandisnotconnectedtoahikeorbiketrail. Thereis
offstreetparkingavailableinconjunctionwiththeclubhouse.
Securitylightsarepresentalongthecirculationtrailandnosafety
issues were observed during the assessment. Vegetation in the
park is good (Figure 83) and could be expanded, possibly to
includeadditional
trees.
Overall
the
image
of
the
park
is
clean
and
safewithgoodvisibility,Maintenanceatthesiteisgood.
3.2.7.2MAJORASSETS
Basketball Court 1 full sized, lighted basketball court with fencing surround in
excellentcondition(Figure84)
Tennis Courts 2 lighted tennis courts in excellent
conditionwithmetalbenches (Figure85)
PlaygroundArea2playgroundareas,1eachforeachages
2 to 5 and 6 to 12 (Figure 86). Both are in excellent
condition,ADAaccessibleandhaveanadequateamountof
fibarsurface
Pavilion;Small1smallpavilionwith4metalpicnictables
and3BBQgrills(Figure87)
WaterFountains2ADAaccessibledrinkingfountains
Benches2newermetalbenches
TrashReceptacles4newermetaltrashcontainers
BikeRack1BikeRack
ParkEntrance
Signage
1stucco
and
brick
entrance
sign
OpenPlayField1openplayfield
Figure82 EntranceSignage
Figure83 Vegetation
Figure84 BasketballCourt
Figure85 TennisCourts
Figure86 PlaygroundArea
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3.2.7.3RECOMMENDATIONS
Designstandardsthroughoutthesiteforfurniture,signage
andassets
to
make
uniform
with
all
parks
in
the
system
Convert open field area into a dedicated small
multipurposefield
3.2.8 FEDERSPIELPARK
3.2.8.1OVERVIEW
Federspiel Park is an older 5 acre neighborhood park (Figure88)
that serves as essentially two parks separated by a roadway
locatedadjacenttoanelementaryschool. Thepark is in lifecycle
stage2andservesasagoodfitwithintheneighborhood. Overall
it is a clean site with good visibility and no safety issues were
observedduringtheassessment. Maintenancethroughoutthesite
was good. Vegetation within the park is mature and in good
health. Safety lighting does not exist at this site and pedestrian
circulationthroughthesiteispoor. Signagethroughoutthesiteis
also lacking. Parking is located along the street, and no transit
stopswereidentified.
3.2.8.2MAJORASSETS
MultipurposeField;Small1multipurposefieldthatcould
potentially accommodate regulation play. Field is unlit,
nonengineeredand is irrigated. Overall the turfquality
of the field is uneven and in need of grading and
reseeding(Figure89)
PlaygroundArea1playgroundareawithequipmentfor
ages2to6inlifecyclestage2(Figure90). Thesurfaceof
the playground area is fibar and has been recently
refilled.Additionally there isadoublebayswingsetwith
strap2seats
and
2bucket
seats
that
is
showing
signs
of
typicalwearandneedofpaint. Thearea is inneedofa
circulation trail and is part of the Districts improvement
plan
Trail0.19milesofasphalttrailinpoorcondition(Figure
91)linkingtheclosedrestroomfacilitieswiththeexterior
sidewalk
Figure87 SmallPavilion
Figure88 EntranceSign
Figure89 MultipurposeField
Figure90 PlaygroundArea
Figure91 Trail
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Water Fountain2waters fountain locatedat thesite, 1
notworking
Picnic Areas 3 picnic areas on concrete pads with
concretetables
and
2with
BBQ
pits
(Figure
92)
BenchOnebenchlocatedneartheplaygroundarea
TrashReceptacles4barreltrashcontainers
Restroom 1 restroom area from former aquatic facility
thatisclosed(Figure93)
3.2.8.3RECOMMENDATIONS
Designstandardsthroughoutthesiteforfurniture,signage
andassetstomakeuniformwit