On March 16, 2019, Two Parts hosted the 6th Annual
Collaboration Beer Fest at the Hyatt Regency in Denver. This creative beer
festival featured 100+ beer projects with over 200 participating breweries. How
does a beer project happen? Two or more breweries come together to brew
something special with one or both being a member of the Colorado Brewers
Guild. The result? Some of the most exciting, rare, and delicious beer tappings
you’ll find anywhere.
Comrade Brewing: Benjamin Housman, left, and Andrew Lester from Comrade Brewing were among the breweries that collaborated with other breweries to make unique beers. Comrade, located at 7667 E. Iliff Avenue in Denver, worked with Pelican Brewing and Epic Brewing.
Many good beers filled the exhibit hall of the Hyatt
Regency. Some standouts were Comrade Brewing and Epic Brewing (Denver) who
combined to make a Dry-Hopped California Common. Comrade Brewing also
collaborated with Pelican Brewing (Pacific City, OR) to brew an IPA with Orange
Peel and Citrusy Hops.
The longest lines were at the booth reserved for Cerebral
Brewing (Denver) and WeldWerks Brewing Company (Greeley) who collaborated to
make a New England-style Double IPA Brewed with Nelson Sauvin, Sabro, and Citra
Hops.
New Terrain Brewing Company (Golden) and Molly’s Spirits
(Lakeside) also had a crowd for their Desert Berliner Weisse with Yogurt. It
was one of the most unusual beers found at the fest and was a hit among
attendees. Stop by Molly’s Spirits in Lakeside for this and other collaboration
beers while supplies last.
Milkshake IPAs were at a few booths and one collaboration
that stood out was from Launch Pad Brewery (Aurora) and Bent Barley Brewing
(Aurora). This beer was brewed with fresh carrots, walnuts, lactose, vanilla
beans, and spices.
Fiction Beer (Denver) and Calicraft Brewing (Walnut Creek,
CA) brought a single malt grain bill to set the stage for the combination of
yeast, hops, and fruit. Peaches and Viognier Grapes made up 25% of this beer. A
custom blend of bretttanomyces and champagne yeast were used to ferment this
beer dry with almost no residual sugar. Only whirlpool hops and huge dry hops
add to the complexity. The bright aroma of citrus, tropical and stone fruit
from the hops are the perfect complement to the sweet nectar and herbal aroma
from the fruit and our blend of yeast. The flavor is enhanced by the incredibly
dry finish. Crisp, bright, and complex.
Collaboration Fest: The 6th Annual Collaboration Fest was held on March 16, 2019, at the Hyatt Regency in Denver.
Visit www.collaborationfest.com for more information and a full list of all collaborations. Stay tuned for next year’s event as Two Parts always puts on a high quality and well-organized event.
Deeper Issues: Many teachers believe the issues bargained in the strike were emblematic of deeper issues, central philosophical beliefs about education.
The Denver teacher strike made national headlines as the latest district to join the Red4Ed movement on February 11. The strike ended three days later when the Denver Classroom Teachers Association (DCTA) and officials representing the Denver public school system (DPS) signed a tentative agreement. Denver wasn’t the longest strike — Los Angeles held out for five days, West Virginia for nine — but it stood out in another way. “You are a little bit unique here in Denver,” said National Education Association President Lily Eskelsen Garcia, alluding to the controversial pay system known as ProComp. Why ProComp, originally liked by teachers, now caused teachers such distress — why the once-popular pay-for-performance system caused Denver teachers to upend the lives of 72,000 students, put their own livelihoods at risk and enter the first strike in 25 years — is a layered story that goes back 15 years.
Disrespected
Denver educators were also protesting the same issues that caused red-shirted educators to stand up in Oklahoma and Arizona: excessive emphasis on standardized testing, smaller class size, and pay they considered a living wage. At demonstrations, many teachers carried this sign: “When we can’t afford to strike, that’s when we have to strike.”
Newly appointed DPS Superintendent Susana Cordova let her feelings be known: the strike could be avoided if “we sat down and engaged in a discussion that found our common values and beliefs.” But the 93% of DCTA educators who voted on January 22 to strike disagreed. They believed that each succeeding proposal the district offered showed they weren’t really hearing teachers’ demands, or feelings.
And the way DPS prepared for the strike — hiring more substitute teachers, arranging to pay subs twice their usual rate, spending $137,000 on lesson plans for those subs — revealed teachers’ main concern, that DPS does not regard classroom teachers as valuable professionals. That concern was amplified when a week before the strike, a leaked document, posted online, showed how top heavy the DPS payroll was with administrative positions and how many administrators received bonuses on top of six-figure salaries.
Joining The Picket Line: Dr. Carrie Olsen, first row, second from left, longtime teacher, was elected to Denver’s Board of Education in 2017. She could not continue teaching, the board said, due to “conflict of interest.” Board members, however, are not required to be neutral, so Olsen joined teachers on the picket lines on the third day of strike.
DPS hoped Colorado’s new governor, Jared Polis, would accede to their request and intervene. But on February 7, Polis announced the two sides should work it out themselves, seeing as how their differences were “minor, small … limited.”
Negotiations for those “minor” differences could be seen online. Residents following the bargaining talks on Saturday, February 9 and Sunday, February 10, heard hours of haggling about what a PDU (Professional Development Unit) would be worth — but the talks always circled back to ProComp.
What Exactly Is ProComp?
ProComp — Professional Compensation — is a system that came into being in November 2005, when voters approved a $25 million mill levy override to provide incentives to teachers who worked in “hard to serve” schools. DCTA and DPS jointly designed the system, which was implemented in January 2006, with a stipulation that both parties could revisit the contract in 2007.
Late in 2007, DPS did want to make changes; reluctantly, teachers came to the bargaining table. But after months of fruitless discussions, then DPS Superintendent Michael Bennet issued an ultimatum: teachers should accept the district proposal — higher bonuses and lower base pay — or DPS would no longer honor the master agreement. The ProComp contract was revised early in 2008.
When the ProComp agreement expired in 2013, DPS asked teachers to put off negotiating a new one; they were about to conduct studies on ProComp’s efficacy. Between 2013 and 2017, DPS made changes to ProComp that teachers did not like: “Hard to serve” schools shifting categories; teacher evaluations based on students’ standardized scores; how paychecks had become impenetrably confusing and distressingly unpredictable. “I never know how much money I’ll have for the month,” said a high school English teacher.
DCTA President Henry Roman kept saying that the short-term bonuses were “shortchanging our students. … Teachers deserve a professional career salary.”
What Lies Underneath
The shape ProComp took reflected the reform educational measures DPS Superintendent Tom Boasberg (2008-2018) installed. But ProComp’s changing parameters mostly stemmed from something that happened 15 years before, when Michael Bennet was DPS Superintendent and Boasberg his Chief Operating Officer.
Both men came from the business world and were considered to be financial wizards. Together, they developed a plan to purportedly save DPS millions. They would borrow $750 million for DPS’s outstanding pension debt. Three hundred million would go to pay back already existing pension debt; $400 million would go to fully fund the DPS retirement fund and $50 million would pay banker and lawyer fees.
And although there were indications something was happening in the world financial markets at that time, Bennet and Boasberg went ahead with their plan, which ultimately included institutions such as Goldman Sachs, JPMorgan, Citibank, Wells Fargo and Bank of America, in April 2008. DPS hoped this plan would allow their retirement fund to join the statewide retirement fund, which would in turn allow DPS employees to easily move in and out of the system, which would reduce DPS’s retirement debt — which would provide more money for classrooms. Win/win, right?
Pensions And ProComp
By 2018, that $750 million loan had doubled. DPS now owed $1.8 billion.
Boasberg and Bennet were able to convince the Colorado legislature that DPS should get the equivalent of “pre-payment” credit to deduct the ProComp’s fees and interest from what would have been their normal pension contributions,” explains Jeannie Kaplan, BOE member at that time and unofficial DPS historian. “Because of these actions DPS employees saw their pension fund drop from fully funded on January 1, 2010, to a little under 80% funded in June 30, 2018.”
How the above connects to 2019 teacher strike: base salaries — which ProComp was originally designed to boost — are pensionable. In 2008, the ProComp “bonus” went from a base building system to bonus-based — and since these bonuses do not contribute to a teacher’s pensionable income, this diminishes the amount a teacher has in retirement, and makes smaller demands on a dwindling pension fund.
By 2019, many educators were fed up with ProComp. As the district offered proposals that didn’t address their demands, many wondered who was making decisions for DPS. “Cordova is not the full boss but she definitely has a say,” said one teacher, while educational activists cited DPS Chief Financial Officer Mark Ferrendino and BOE President Anne Rowe, long affiliated with reform groups such as A+ Colorado — and they were heard to say during a closed-door session, “Do not give in to the teachers — as influential.”
Agreement
In the end, DPS did “give in to the teachers.”
“This [February 14] agreement is a win, pure and simple,” said DCTA President Roman. To get that win, Rob Gould, chief union negotiator, said, “I had to use the last tool in my toolbelt.” The agreement provides a more traditional pay system, significant pay raises, a transparent 20-step salary schedule including a 7 to 11 percent increase in base pay — and still keeps incentives for teachers at high poverty schools. Part of the money for teacher raises, said CFO Ferrandino, will come from cutting administrative costs, including 150 central office positions.
For well over a year, DCTA had been trying to negotiate the above points. “For 15 months, the district chose to ignore us,” said Denver teacher Rachel Sandoval. “Can you hear us now?”
Audit Reveals Potential To Alter Files, Payment Records; Jeopardizing Justice, More Than 4,000 Cases Closed In Error by Glen Richardson
Claiming it “is a separate branch of government,” Denver County Courts initially refused to grant Denver Auditor Timothy M. O’Brien authority to audit the County Court System. Despite hiring outside counsel to dispute the right to audit, the Denver City Attorney’s office ultimately granted permission. Now completed, the audit of court operations reveals weaknesses in the court’s management of case files, as well as other administrative problems, but the court is refusing to go along with the auditor’s plan to make improvements.
Keeping Courts Honest: Denver Auditor Timothy M. O’Brien goes to court to keep Denver City-County Courts honest and managed properly.
The audit, led by O’Brien, CPA, found more that 4,000 case files closed in error. Equally as disturbing, in the current system personnel can alter case file and payment records without detection. Court management responsibilities lie with Terrie Langham, Denver County Judicial District Administrator, and Theresa Spahn, Presiding Judge of the Denver District Court. Mayor Michael B. Hancock appointed both, Wood in July 2017 and Judge Spahn in January 2017.
Court management is also relying on erroneous performance measures to make decisions. Out of more than 200 metrics Denver County Court reported, the audit found more than 100 do not have an established standard or goal. Thus the court is wasting resources and time compiling data for metrics with no meaning for the organization. “Due to the misaligned and inaccurate performance metrics, Denver County Court management risks not making appropriate oversight decisions or having an accurate picture of its operations,” O’Brien warns.
Cantankerous Court Audit: Audit of the Denver City-County Court System by the Denver Auditor’s Office is shown getting underway on Denver 8 TV. The Court System hired outside counsel to dispute Auditor’s authority but Denver City Attorney ultimately granted permission.
Cantankerous Court
County Court management, nevertheless, disagrees with many of the audit team’s recommendations regarding best practices for internal controls. O’Brien answers in response: “Court management states current policies, procedures and practices are sufficient; however, if that were the case, our audit team would not have found the problems reported in the audit.”
O’Brien initially had to seek a District Court ruling to grant him the authority to audit the County Courts. Previous auditors — who traditionally haven’t been CPAs — have conducted reviews of past court operations. The auditor’s office also made it clear that “it is unusual for the courts to have independent legal counsel rather than relying on the City Attorney’s Office to make a decision.” Nonetheless, City Attorney Kristin Bronson — in accordance with her charter duties — ultimately gave the go-ahead to conduct the audit. The County Courts, O’Brien’s office notes, had been aware of the pending audit since October 2016.
The Denver County Courts receive a $24 million appropriation in the city budget and generate $23 million in revenue. Denver laws require the auditor to conduct financial and performance audits and grant the auditor’s office access to city records, officers, employees and property in performance of those duties.
Case File Concerns
The audit found incomplete documentation in case files and more than 4,000 case files closed in error. Court management may also be using inaccurate information from performance metrics to make decisions. As a result, Denver County Court is at risk of not fulfilling its mission to administer justice in a fair, efficient and effective manner.
Keeping The Law: In accordance with her charter duties, Denver City Attorney Kristin Bronson gave the go-ahead to conduct the audit of City-County Courts.
Case files are at the core of court operations as they are where all records and documents supporting actions related to a case should reside. The audit found Denver County Court case files contained inconsistent and incomplete information, hindering the audit team’s ability to perform audit procedures.
“It’s disturbing to me that the County Court is not keeping the consistent records they need to support case files and track actions taken in court,” Auditor O’Brien says. “We found several case files with missing documentation of key courtroom actions including the suspension of fines and penalties, the cancellation and reinstatement of a protection order, and defendants’ acknowledgments of the terms of probation.”
Courtroom Troubles: Audit finds case files with missing courtroom action records including suspension of fines, cancellation and reinstatement of protection orders and terms of probation.
County Court has agreed to create specific rules to determine what records must be kept in case files. Court management plans to regularly review those case files, as well.
Altering Files, Payment
The audit work also found problems with how the court reviews closed case files.
“During the audit, we identified more than 4,000 improperly closed case files with outstanding fines.”
Seventy-seven percent of these errors happened when cases were either dismissed or transferred. The fees assigned to these cases should have been manually removed but were not, resulting in an approximate $24,000 overstatement of accounts receivable as of the end of 2017.
Corrupt Courts? Citizen concern grows as court management continues to ignore recommendations to improve operations and ensure justice for the people of Denver.
In addition, more than 300 cases were prematurely closed and should have been reopened. In other cases, the court had to issue refund checks for duplicative and overpaid fines.
Escaping Punishment
Court officials said they reviewed and addressed each of these errors; however, they did not share individual case-level information with the audit team for verification until after audit testing work had concluded.
“The court could be perceived as unfair if it closes cases inconsistently,” Auditor O’Brien believes. “Closing a case incorrectly could allow individuals to escape punishment, such as probation, community service, or payment of fines or compensation for victims.”
The audit also found a potential for misuse and errors in payment records. In the current system, personnel can alter case file and payment records without detection because the people who authorize transactions are also the custodians of the cash. The County Court’s cashiering staff is small, making segregation of duties difficult. However, the audit recommends a management review of audit logs and transactions to avoid possible abuse of the system.
Administering Justice
County Court also needs to update ordinances related to its operations. New national best
practices say fines and fees should not fund primary court operations including salaries and benefits. Although fees are currently being used in accordance with the current ordinance through two special revenue funds, the court should adopt the new principles, according to O’Brien. He says the County Court also needs to update outdated language in city ordinances governing the courts.
Further, court management chose not to prioritize certain IT-related controls. While there are many projects for the court’s information technology team, the audit identified significant areas of concern that should receive immediate attention. “We make these recommendations as a way to mitigate risks,” Auditor O’Brien explains. “If they aren’t addressed, these risks could potentially threaten the achievement of the court’s organizational goals.”
To ensure justice for Denver City-County citizens, O’Brien concludes: “The court management should listen to our recommendations to help improve their operations and to ensure they can complete their goals to administer justice for the people of Denver.”
In the printed edition of the February, 2019 Chronicle, we incorrectly identified the Denver County Judicial District Administrator as Kristin Wood. It is Terrie Langham.
by John Arthur Writer for and on behalf of the City of Glendale
The game is on. Not that game, the RUGBY game. You sidle up
to the bar or open the fridge. The choices seem almost endless, but there’s
only one thing that will do: you want the beer that’s almost synonymous with
the game. The two-and-a-half century old brewery that not only helps define the
international sport of rugby, but international itself. Guinness was
established long before rugby, and has been a staple for beer drinkers ever
since. As the game has enjoyed its rise to global status, becoming the second
most watched sport on the planet, Guinness has been alongside, quietly but
profoundly improving the experience for fans new and old, and providing the
heft of additional history to the enjoyment of beholding a sport that marries
inclusivity and athleticism.
You pop the cap. The bartender pulls the tap. Dark, cold
Guinness flows. The head is rich and creamy; making its way back up from the
bottom of the glass in a swirl that is unique to the world’s most famous Irish
Stout, and one of the best-known brands on the planet. Founded by Arthur
Guinness in Dublin in 1759, it’s not only one of the most recognizable
beverages in the world, but among the most successful beer brands ever. Brewed
with barley roasted in house, Guinness is dark- ruby red under the light — and
has a distinctive, unforgettable flavor.
Like the beer, the history of the Glendale Raptors is also
unique, particularly as one of the most successful rugby endeavors ever in the
United States. Though considerably shorter than that of the newly signed
sponsor, Glendale has been the home of American rugby for more than 10 years,
attracting international talent, coaches, the attention of a dedicated fan
base, and big-name partners like Guinness. Over more than a decade, Glendale
has established itself as the epicenter of rugby in the United States, the last
genuinely untapped market for the sport in the world. As the team has grown its
fan base, its talent pool, and its future, it has relied on sponsor partners to
help, and has delivered an impressive return on investment for those that have
seen the potential of rugby.
Guinness parent company Diageo is a global leader in
beverage alcohol with an outstanding collection of brands including Johnnie
Walker, Crown Royal, Bulleit and Buchanan’s whiskies, Smirnoff, Baileys, and,
of course, Guinness — to name just a few. Headquartered in London, and operating
in more than 180 countries, they’re a force in a thirsty world. The Glendale
Raptors are proud to announce a sponsor partnership with the beverage
juggernaut, and look to reinforce Guinness as the beer of choice for American
rugby fans. Pete Javorek, Diageo Distributor Manager for Colorado and Utah,
explains that the partnership is a no-brainer when seeking to properly
represent the company’s biggest beer brand: “With consumers seeking the quality
and heritage of beers like Guinness and rugby on the rise, it was a natural fit
for us. We’re excited to be working together with the Glendale Raptors,” he
said.
Javorek works with 18 distributors in Colorado and Utah,
managing beer forecasting, planning, and distribution — ensuring proper brand representation in the
market. Aligning with the Glendale Raptors promises that representation and
recognition will only grow as the 2019 Major League Rugby season gets underway
in the new year. In addition to having other well-known Irish beers like Harp
and Smithwick’s in its portfolio, Diageo recently completed construction of a
new home for Guinness in America specifically for the United States market. The
Maryland facility will focus on new innovation beers, as well as the production
of Guinness Blonde, a relatively recent offering that, unlike the traditional
stout, is golden in color, and made with American ingredients and by American
brewers. Javorek notes that Diageo and Guinness are happy to be part of the
growth of rugby in the U.S.: “It’s a natural fit for us, and we want to use the
Raptors image and draw to expand to more professional teams in the league.
Rugby and Guinness have been around together for a long time, and it’s
something we want to continue doing. We think the sport is on the rise in the
U.S., rugby is a big draw, and we want to grow both brands together.” The
Raptors understand that draw, and look forward to a long and fruitful
relationship with the world’s most famous stout.
Photo by Seth McConnell
Glendale Raptor Prop Luke White takes the ball into contact
against the Utah Warriors in Major League Rugby. Glendale has been the home of
American rugby for more than 10 years, attracting international talent,
coaches, the attention of a dedicated fan base, and big-name partners like
Guinness.
Courtesy of Guinness
Founded by Arthur Guinness in Dublin in 1759, Guinness is
not only one of the most recognizable beverages in the world, but among the
most successful beer brands ever.
by John Arthur Writer for and on behalf of the City of Glendale
Infinity Park Event Center is no stranger to orchestrating talent and production during events, but is now conducting its own Glendale Throwdown Showdown Talent Show. (Photo by Seth McConnell)
The Infinity Park Event Center will host a talent showdown this December, celebrating a decade of elevated events and bringing three nights of exceptional entertainment to the Front Range. General Manager Bobbi Reed says that while the landmark anniversary is certainly significant for the venue, the Throwdown Showdown is less about the Event Center’s 10-year birthday and more about producing an in-house event that will not just showcase the venue itself, but also provide exposure to a broader audience: “We wanted to do an event here that we produced, since typically we’re acting solely as a venue. We wanted to build on the brand that we’ve cultivated in the last 10 years,” she said. “This gives us an opportunity to expose the Event Center to a different audience — maybe folks that haven’t been here for a non-profit fundraiser or a corporate meeting or even a rugby game. It gives us a chance to expand our exposure; and doing that through something that is entertaining and fun is good for us and the audience.”
Working with Imprint Events, a national event planning organization with offices in Colorado, Las Vegas, and Florida, Infinity Park’s Talent Showdown will take place December 10-13, capitalizing on the same competition model as that of the seemingly endless popularity of recent television programming like American Idol, The Voice, America’s Got Talent, and others. Imprint organizes events for hundreds of clients annually, and has connections to the high-end talent, recruiters, and promoters that will make the year-end event at Infinity Park a smash for audience members. Reed notes that recruiting call-outs began in early November, and are open to any number of disciplines, ranging from dance troupes to comedians, magicians to bands — among others.
The talent shows themselves will be held in Infinity Park Events Center’s 8,600 square foot International Ballroom, a space with accommodations for any number of performance types. In addition to elegant venue space, the ballroom includes state-of-the-art audio-visual capabilities, including unique 360-degree surround screens, LED lighting, and in-house audio production. With capacity for 1,200 guests, there is never a bad seat in the ballroom. Reed expects that the Talent Showdown will likely become an annual event, and that the multi-day organizational model is designed specifically to build excitement for a crowd that might not typically find themselves at Infinity Park: “It’s all about spreading the brand. We don’t typically produce events, we’re more like real estate for rent, so this is an opportunity for us to put something on that will reflect positively on Infinity Park, on Glendale. This is something that we want to do for many years,” she said. “This is a chance for people to come and do something fun. It gets lots of people in here to see something different. We’re expecting some top-notch performers: the entertainment won’t be just the competition, but the acts themselves.”
Competition will consist of nine unique preliminary acts on each of the opening nights, with audience members deciding finalists via a mobile app designed specifically for the event. Ticket sales launched in early November, and everyone interested can visit the Infinity Park Event Center website to purchase. Multi-night tickets are available for a special rate. What’s at stake for participating talent contestants is considerable. Exposure through the wide-ranging web and social media reach of Infinity Park is perhaps the largest draw, but the likely presence of recruiters and talent scouts will only further that chance at exposure. All contestants selected to compete on finals night will be awarded nominal prizes, and the top three performers will receive additional prizes, some including cash.
Guests have a lot to look forward to. In addition to 18 separate acts over the first two nights, an additional showdown for the finals, exposure to regional talent, and available food and drink at one of Colorado’s premier entertainment venues, first-time attendees will get to experience three evenings of fun at Infinity Park Event Center. For a closer look at what Infinity Park has to offer, for updates on the talent participating in December’s Throwdown Showdown, and to purchase your tickets for the event, visit http://infinityparkeventcenter.com.
Please send audition tapes, bios and photos to auditions@imprintgroup.com. Questions? Call 303-623-1492 for more information. Application deadline Wednesday, November 21.
by John Arthur Writer for and on behalf of the City of Glendale
The Infinity Park arch sits just off the turf field in Infinity Park’s open space and just shows you the work of laying the new advanced synthetic grass.
Exciting things are unfolding at Infinity Park this fall, as America’s premier rugby venue recently installed a new, state-of-the-art turf playing surface ahead of welcoming the top women’s rugby sevens teams on the planet for an Olympic-qualifying tournament, in addition to ushering in a second season of professional men’s play in Major League Rugby. Though tournament competition was held on Infinity Park’s natural grass pitch, the new turf saw plenty of practice action over the weekend tournament, felt the cleats of the pro Raptors side as they took on the Utah Warriors, and will be the battleground for amateur and divisional play for many years to come.
The sole U.S. venue for the HSBC World Rugby Women’s 7s Tournament Series in 2018-2019, the installation of the new turf at Infinity Park was completed just days before the October competition kicked off. An important part of the route to qualification for the 2020 Tokyo Summer Olympic Games, the USA Women’s Sevens tournament represents the highest level of competition on the globe. The reemergence of rugby sevens in the 2016 Rio Olympics massively impacted interest in the sport, earning tens of millions of fans as sevens action received Olympic glory for the first time in nearly a century.
The HSBC tournament has enjoyed a massive increase in viewership in just the last 12 months, with millions of broadcast and social media views and triple-digit percentage growth in overall audience. Twelve international teams competed in the October tournament, co-hosted by Glendale and USA Rugby, including the United States, Russia, Spain, Australia, New Zealand, England, France, Ireland, Canada, Fiji, China, and a 2018-19 invitational side from Mexico. Alongside the Olympic qualifying competition was a Saturday beer festival, featuring dozens of local Colorado breweries, cider makers, and distillers. Championship rounds took place October 21, and served as the first hints at which international teams will represent their countries at the 2020 Tokyo Games.
Ahead of the competition, and with the assistance of a sizeable grant from Arapahoe County, Glendale installed a new turf playing surface. Including the latest player-safety technology, Infinity Park’s new turf field meets World Rugby regulation 22, which not only requires laboratory, manufacturer, and on-site testing, but also allows competition to take place from the local to international level with the full confidence that the preservation of participant welfare won’t be a concern. A top priority for the premier rugby governing body on the planet, as well as the coaching and training staff at Infinity Park, the new surface adheres to the highest standards of competition and safety.
More dependably useful for all levels of play, the material installed in October is better at preventing injury because it is softer, deeper, and more technologically advanced than the original Infinity Park turf it replaces, employing a unique and proprietary Desso iDNA X 60 artificial grass with a Pro-Play drainage shock pad. The Desso system, one of the first installed at a rugby-specific facility in the United States, uses what the company calls a three-dimensional resilience system, meaning that the synthetic grass will long retain its shape and will improve in quality through intensive use. The fibers are light reflective, delivering the much more natural appearance of lush green grass when compared to other synthetic turf.
The view from the top of the City of Glendale’s High Altitude Training Center, shows the new turf field is complete and ready for competition. Photo by Justin Purdy
Josh Bertrand, veteran Supervisor of Glendale’s Public Works Department, overseer of installation, and a consummate wealth of knowledge on all things related to Infinity Park, says that in addition to meeting World Rugby regulations, added safety is the most important feature of the new field: “This surface will play better and last longer. It will give additional peace of mind to parents and active youth that use Infinity Park, while also protecting our divisional and professional athletes from injury.” The Pro-Play pad uses thermal bonded, cross-linked polyethylene foam that combines exceptional fall protection and drainage properties. The same product is used by international sporting federations that include field hockey, soccer, and Gaelic and American football, among others. World Rugby field regulations are stringent, and stipulate that high-impact contacts with the turf — like some of the “flying tackles” that make rugby so exciting for fans — are more easily absorbed. Glendale’s brand new, bright green surface will be safely absorbing player contact for years.
Co-hosted by Glendale and USA Rugby, October’s Women’s Sevens tournament brought the number of 2018-2019 tournament rounds to six, providing increased competition and promising more opportunity on the road to Tokyo in the summer of 2020. The HSBC USA Women’s Sevens Tournament at Infinity Park preceded other international stops on the tour, but once again demonstrated that Infinity Park remains the epicenter of American rugby at every level. With future stops at a total of six locations worldwide, including the U.S., Dubai, Australia, Japan, Canada, and France, it seems that the grass, real or synthetic, might actually be greener in Glendale.
