Garland Parks and Recreation
10.0 – Evaluation, Assessment, and Research
NOTE: Standards marked with a star (*) are fundamental standards and are required of all agencies seeking accreditation.
Evaluation and research are systematic processes that park, and recreation professionals use to better understand the impacts of their efforts on the communities they serve. What is learned through evaluation and research is used to demonstrate the value of what is provided and to learn how to make improvements. Analyses of reliable data and qualitative information are essential to track progress in implementing master plans and strategic initiatives. Products of evaluation, measurement, and research become important components to support planning, development, and programming decisions.
Benchmarking is the process of making comparisons to the processes, programs, and services of other providers. Comparisons are most frequently made to other park and recreation agencies, but benchmarking can be done also with business and non-profit organizations. The National Recreation and Park association developed Park Metrics, which is a tool to capture uniform data on park and recreation agencies across the nation. Park Metrics is the only national benchmarking tool for the park and recreation profession. As such, it can be successful as a reliable research tool only with broad participation from park and recreation agencies.
Standard: The agency shall have systematic processes for evaluating programs, facilities and services and operational efficiency and effectiveness.
Suggested Evidence of Compliance: Describe what is evaluated and the methods and frequency of evaluation of programs facilities and services. Evaluation is the process of determining the effectiveness of current practice and procedures.
Narrative: PARD employs a comprehensive and systematic evaluation process to ensure the continuous improvement of its programs, facilities, and services. Evaluations are conducted regularly, using both quantitative and qualitative methods to measure operational efficiency and effectiveness.
Key evaluation tools and processes include:
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Program Assessment: PARD conducts routine evaluations of its recreational programs, utilizing the Recreation Program Assessment. The assessments help in determining the success of programs and identifying areas for improvement.
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Facility Inspections: Regular inspections of parks and recreation facilities are conducted to ensure safety, maintenance standards, and user satisfaction. These inspections include playgrounds and splash pads, ensuring compliance with safety regulations.
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Surveys: The department utilizes various surveys, such as the Aquatics Swim Lesson Survey and the Recreation Program Survey, to collect user feedback and assess program effectiveness and community needs.
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Facility Monthly Maintenance Checklist: This checklist is used by staff to monitor the condition and usability of facilities, providing real-time data on operational efficiency.
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COS Sheets: COS sheets are used to analyze the financial performance of programs and services, helping the department make data-driven decisions regarding resource allocation and pricing.
These evaluation methods are integral to PARD’s commitment to delivering high-quality recreational opportunities and maintaining operational excellence. The results from these evaluations inform strategic planning, guide resource allocation, and support the continuous enhancement of services provided to the community.
Agency Evidence of Compliance:
10.1 EOC 1 Recreation Program Assessment
10.1 EOC 2 Playgrounds Inspection Report
10.1 EOC 3 Splash Pad Daily Check
10.1 EOC 4 Aquatic Swim Program Survey
10.1 EOC 5 Recreation Program Survey
10.1 EOC 6 Facility Monthly Maintenance Checklist
10.1 EOC 7 Cost of Service Sheet
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Standard: The agency shall assign specific responsibility for managing elements of the evaluation program, including planning, training, evaluation, and analysis.
Suggested Evidence of Compliance: Provide job descriptions for the person(s) (staff or consultants) responsible for supporting and monitoring evaluation processes, including planning, training, evaluation, and analysis. If consultant services are used, provide the current contracts or service agreements. The documentation should also include the resumes of persons providing the service, including experience and training.
Narrative: PARD ensures continuous improvement by assigning responsibility for managing the evaluation process to key staff members, including the Recreation Director, Parks Director, Recreation Services Manager, Recreation Services Supervisors, and the Administrative Services Manager. Their roles, defined in their job descriptions, cover planning, staff training, and data analysis. When needed, external consultants, such as Teague Nall and Perkins, Inc are contracted to provide specialized support, with their qualifications documented. This approach ensures evaluations are managed effectively, contributing to ongoing service and program enhancement.
Agency Evidence of Compliance:
10.1.1 EOC 1 Recreation Director Job Description
10.1.1 EOC 2 Parks Director Job Description
10.1.1 EOC 3 Recreation Services Manager Job Description
10.1.1 EOC 4 Recreation Services Supervisor Job Description
10.1.1 EOC 5 Administrative Services Manager
Standard: The agency shall provide training on how to evaluate programs, services and facilities for personnel involved in managing facilities and delivering programs and services.
Suggested Evidence of Compliance: Provide examples of recent evaluation trainings completed by the agency, including curriculum content, training dates and participant lists. Examples of training subjects could include but are not limited to qualitative and quantitative measurement, identification of applicable evaluation tools, data analysis and use of findings.
Narrative: PARD ensures that staff responsible for evaluating programs, services, and facilities receive targeted training in key areas. Recent sessions include training on Cost of Service on September 12, 2024, which covered financial assessments and resource allocation; a session on KPIs on March 14, 2024, focusing on measurable outcomes; and training on Park Appearance Standards on July 26, 2024, outlining the specific maintenance standards staff must uphold based on park classifications.
Staff involved in these sessions play critical roles in the evaluation process. These trainings ensure staff are well-prepared to effectively conduct evaluations and uphold park and recreation standards across the system, reinforcing PARD's commitment to excellence.
Agency Evidence of Compliance:
Standard: The agency shall use evaluation results to assess the outcomes of park and recreation programs, services, and facilities and assess the operational effectiveness of the organization. Outcomes show the relationship between resource inputs and the resulting impacts and benefits of the outputs. Outcomes are measurable changes in behaviors, attitudes, knowledge, conditions, or skills.
Suggested Evidence of Compliance: Provide examples of how evaluation results are used to determine levels of performance and effectiveness in the organization and how evaluation is used to determine if specific programs, services, or facilities are achieving planned or projected results.
Narrative: PARD consistently uses evaluation results to measure the outcomes of its programs, services, and facilities. These evaluations help assess the operational effectiveness of the organization by determining whether the desired changes in behavior, attitudes, knowledge, or conditions have been achieved. For example, the Recreation Program Assessment measures the effectiveness of community programs.
Additionally, PARD’s use of COS analysis and KPIs allows for ongoing assessment of financial performance and service delivery outcomes. These results inform decision-making processes, enabling adjustments to improve program efficiency, resource allocation, and community impact. Through this systematic approach, PARD ensures that its programs and services deliver measurable benefits and contribute to the overall mission of improving quality of life for residents.
Agency Evidence of Compliance:
10.2 EOC 1 Recreation Program Assessment
10.2 EOC 4 HHRC Basketball Survey
Standard: The agency shall have a procedure for tracking and monitoring data trends and measuring performance against targets linked to achievement of goals and objectives.
Suggested Evidence of Compliance: Provide performance targets and measurement in use by the agency. Describe the process and frequency of performance measurement and cite examples for how the results have been used by the agency to affect decisions. The measures may include data gathered from the following qualitative and quantitative sources:
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Recreation and demographic trends.
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Needs assessment.
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Community inventory.
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Surveys.
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Program and service statistics.
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Inspections.
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Customer feedback.
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Program evaluation.
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Risk management reports; and
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Budget and financial reports.
Narrative: PARD implements a comprehensive performance measurement system to track data trends and assess the effectiveness of its programs, services, and operations. This system is designed to align with the department’s strategic goals and objectives, ensuring continuous improvement and accountability.
PARD's performance measurement system includes:
• KPIs: The department tracks metrics such as attendance, revenue, registrations, memberships, facility reservations, and overall customer satisfaction through a detailed dashboard. These KPIs are reviewed regularly to ensure they align with community needs and operational goals.• Needs Assessments: Conducted as part of the Department Master Plan and Aquatics Master Plan, these assessments provide valuable data that informs resource allocation and strategic planning.
• Surveys and Feedback: PARD collects participant feedback on program satisfaction and program interests through tools like Survey Monkey and paper surveys. Survey results are reviewed monthly as part of the KPI process to ensure programs remain relevant and effective.
• Program and Service Analysis: The Program Matrix and Program Assessment are updated regularly to identify gaps, assess program feasibility, and ensure offerings meet community demand.
• Cost of Service Analysis: This tool evaluates the financial viability of programs, determining appropriate subsidy levels based on community needs, socioeconomics, and political expectations.
• Inspections and Audits: Regular program and park amenity inspections and audits ensure compliance and safety.
• Financial Reports: Regular review of budget reports are used to analyze year-to-date expenditures with projections, ensuring fiscal responsibility.
These processes enable PARD to make data-driven decisions, improve service delivery, and maintain alignment with its mission and goals.
Agency Evidence of Compliance:
10.3 EOC 1 Key Performance Indicators
10.3 EOC 2 Needs Assessment Master Plan
10.3 EOC 3 Needs Assessment Aquatics Master Plan
10.3 EOC 4 Swim Program Survey
10.3 EOC 6 Recreation Program Assessment
10.3 EOC 7 Cost of Service Analysis
10.3 EOC 8 Camp Site Inspection Report
10.3 EOC 10 Playgrounds Inspections
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Standard: The agency shall have level of service (LOS) standards for provision of land, facilities, and services within the jurisdiction. LOS standards are a type of performance measure associated with equitable provision service, such as the number of facilities per 1,000 residents in a service area or facilities available within a designated travel distance or travel time, e.g., percent of population that have a park within a 10-minute walk. LOS standard can also address other dimensions of equitable access, such as connectivity, maintenance, and affordability, e.g., percent of parkland connected to the trail network.
Suggested Evidence of Compliance: Provide the LOS standards and describe how LOS standards are used to establish facility and service priorities.
Narrative: PARD applies Level of Service (LOS) standards across its Strategic Master Plan, Trails and Bikeways Master Plan, and Aquatics Master Plan to ensure equitable access to parks, trails, and aquatic facilities for all residents. These standards direct PARD’s efforts to modernize resources, improve connectivity, and prioritize underserved areas.
The Strategic Master Plan sets goals for proximity and facility ratios, aiming to place a park and other amenities within a 10-minute walk for most residents. The plan also uses facility-to-population metrics to guide upgrades funded by the 2019 Bond Program, enhancing facilities to meet Garland’s growing needs.
The Trails and Bikeways Master Plan establishes Level of Service (LOS) standards to expand Garland’s trail network, enhancing connectivity. Key corridors are prioritized to ensure continuous, safe routes linking neighborhoods to parks, schools, and regional trails.
The Aquatics Master Plan outlines standards for facility upgrades and addresses service gaps by adding splash pads in underserved areas, such as Embree and Watson Parks. Community input shaped these upgrades, emphasizing modern, family-friendly features to improve accessibility.
Through these LOS standards, PARD demonstrates a commitment to delivering accessible, modernized, and well-connected recreational facilities across Garland, ensuring a high quality of life for all residents.
Agency Evidence of Compliance:
Standard: The agency shall periodically conduct an assessment of assets and needs to identify existing and projected gaps in service and determine land, facility and service priorities. Need assessments are used to help determine priorities for developing services with the agency. Needs assessments can use a variety of methods to obtain input from the community, including focus groups, advisory boards, forums, and surveys.
Suggested Evidence of Compliance: Provide the current needs assessment, describe the procedural steps in conducting the assessment, describe the frequency of updates, and describe the use of the assessment in agency planning.
Narrative: PARD ensures its programs and services align with the community’s evolving recreational needs through regular needs assessments. The most recent assessments were conducted as part of the development of the Department Master Plan, Trails and Bikeways Master Plan, and the Aquatics Master Plan. To gather comprehensive input, a variety of methods, including phone surveys, public input meetings, community surveys, and stakeholder meetings were utilized. These efforts provided valuable feedback on current offerings and identified gaps in services.
The information gathered through these assessments is instrumental in shaping the annual work plans for each division, ensuring PARD’s future programming and facility development are guided by the community's preferences and needs. For example, the Watson Splash Pad was added to the department's work plan and CIP program budget after the area was identified as a High Social Needs Area in the Aquatics Master Plan.
The results of these assessments are reviewed annually by the leadership team to inform decision-making and ensure resources are allocated effectively based on identified needs.
Agency Evidence of Compliance:
10.4 EOC 1 Master Plan Needs Assessment
10.4 EOC 2 Trails and Bikeways Master Plan Needs Assessment
10.4 EOC 3 Aquatics Master Plan Needs Assessment
10.4 EOC 4 Watson Splash Pad Work Plan
Standard: The agency shall collect and analyze statistics on its programs and services for evaluation and future program and service development.
Suggested Evidence of Compliance: Provide examples of statistics collected, describe the frequency of updates, and describe how the agency makes use of the information.
Narrative: PARD collects and analyzes monthly KPIs to ensure the ongoing success and relevance of its programs and services. These KPIs include critical data such as recreation program revenue, survey satisfaction ratings, and the total aquatics attendance. The data is tracked using a comprehensive dashboard that allows for both an overall view and a breakdown by individual program areas, such as Carver Senior Center.
Supervisors review these metrics during monthly meetings, using the insights to assess program performance, identify areas for improvement, and make data-driven decisions. This regular analysis helps ensure that resources are allocated effectively and that programs meet the needs and expectations of the community.
Agency Evidence of Compliance:
10.5 EOC 1 Recreation Program Revenue
10.5 EOC 2 KPI Survey Satisfaction
10.5 EOC 3 Total Aquatics Attendance
10.5 EOC 4 Comprehensive Dashboard
10.5 EOC 5 Carver Senior Center Dashboard
Standard: The agency shall assess periodically societal and local recreation and leisure trends and determine how those trends impact existing and projected user populations.
Suggested Evidence of Compliance: Provide trends analysis, describe frequency of updates, and describe linkage to agency goals and objectives.
Narrative: PARD consistently monitors and analyzes recreation and leisure trends to ensure our programs and services remain relevant and responsive to community needs. This process involves tracking both national and local trends, as well as gathering data from various internal and external sources. These insights help guide the development of new programs and the enhancement of existing services.
Through conducting interest surveys, we regularly assess shifting interests and demographic changes in our community. For example, recent trends have shown increased interest in pickleball, which has led to the introduction of pickleball classes and open gym times for pickleball play. Additionally, our participation in TRAPS and NRPA conferences allows us to stay informed about broader trends impacting the field.
The data collected from these trend analyses is incorporated into our annual work plans, ensuring that our offerings are not only reflective of current community interests but also adaptable to future needs. This commitment to staying ahead of recreation and leisure trends enables PARD to provide innovative, high-quality services that enhance the quality of life for our residents.
Agency Evidence of Compliance:
10.5.1 EOC 2 Pickleball Class Flyer
10.5.1 EOC 3 Pickleball Open Gym
10.5.1 EOC 6 Master Plan Trends Analysis
10.5.1 EOC 7 PARD Master Plan Initiatives
10.5.1 EOC 8 Athletic Interest Survey
10.5.1 EOC 9 Flag Football Flyer
10.5.1 EOC 10 Aquatics Master Plan Trends
Standard: The agency shall compile a complete and current inventory of parkland and recreation facilities, programs, and services in the service area, including those provided by the agency and those offered by schools and other alternative public, private, non-profit providers.
Suggested Evidence of Compliance: Provide a complete and current inventory of parkland, programs, and services available in the community, describe the frequency of updates, and describe how the agency makes use of this information.
Narrative: PARD maintains a comprehensive and up-to-date inventory of all programs and events, parks, playgrounds, facilities, and athletics fields within the community. This inventory is systematically reviewed and updated annually to ensure accuracy and relevance. By keeping this information current, PARD staff can effectively identify gaps in programming, amenities, and park services. This proactive approach allows the department to make informed decisions about necessary improvements and additions, ensuring that community needs are consistently met and enhancing the overall quality of recreational offerings.
Agency Evidence of Compliance:10.5.2 EOC 1 Program Inventory
10.5.2 EOC 2 Response to Reviewer Comments
10.5.2 EOC 3 Master Plan - Inventory of Parks, Facilities and Programs
10.5.2 EOC 4 Page 8 Marketing Plan
10.5.2 EOC 5 Rec Program Plan Community Inventory
Standard: The agency shall create a profile in the national NRPA Park Metrics database that includes completion of an Agency Performance Survey.
Suggested Evidence of Compliance: Provide a copy of the Agency Performance Survey.
Narrative: PARD completes the NRPA Agency Performance Survey on an annual basis.
Agency Evidence of Compliance:
Standard: The agency shall conduct at least one experimental exploration or research investigation each year related to park and recreation operations. These are demonstration or pilot projects where performance data are collected before and after the test to determine effectiveness.
Suggested Evidence of Compliance: Provide a report on a current or recent experimental or demonstration research project designed to improve a product or to test a new process or procedure, including methods used and research findings; provide brief descriptions of other research investigations undertaken over the past five (5) years.
Narrative: PARD actively incorporates research and evaluation into its operations to enhance park management, improve services, and address community needs. Recent initiatives exemplify the agency’s commitment to using data-driven approaches to inform decision-making and achieve measurable outcomes.
In 2023, the department conducted an Urban Tree Canopy (UTC) assessment using high-resolution imagery and machine learning. This study revealed a 5% increase in canopy coverage between 2012 and 2020, bringing total coverage to 25%. The findings highlight the significant ecosystem benefits of Garland’s urban forest, including $2.3 million in annual air pollution removal, $1.5 million in avoided stormwater costs, and $1.1 million in annual carbon sequestration value. The data supports targeted planting efforts to maximize environmental and social benefits citywide.
The department also piloted innovative maintenance solutions, starting with the Preemergent Application Research Program in 2023. By transitioning from traditional liquid herbicides to granular applications, Garland achieved a 50% reduction in weed recurrence and an 80% decrease in application time. These efficiencies have led to the program’s expansion across the park system, improving the quality and sustainability of park landscapes.
To enhance park safety, the department partnered with the Garland Police Department on a pilot program involving off-duty officers conducting nightly patrols. Since its launch, over 2,500 park checks have been completed, resulting in five citations, three arrests, and a notable reduction in vandalism and overnight stays. This initiative has significantly improved visitor experiences and secured funding for continued operation.
The Park Operations Team also evaluated the TurfTank robotic field painter during a two-season trial. The robot proved highly effective for initial layouts of soccer, football, and tournament fields. However, its practicality for weekly re-markings was limited due to setup time and challenges maneuvering around obstacles. Based on these findings, the TurfTank is now designated primarily for initial layouts, while traditional push painters remain the preferred method for regular markings.
In addition, the department implemented Smartsheet automation to modernize administrative processes. Beginning in 2020, the system streamlined tasks such as invoice approvals and financial submissions. These improvements demonstrate the department’s ability to leverage technology to enhance operational efficiency.
Agency Evidence of Compliance:
10.6 EOC 2 Preemergent Application Research Program
10.6 EOC 3 Police Department Pilot Program
Standard: The agency shall monitor and evaluate the quality of its programs, services, and facilities from the user perspective. Examples include but are not limited to customer comment cards, secret/mystery shopper surveys, user satisfaction surveys, program evaluations and focus groups.
Suggested Evidence of Compliance: Provide recent examples of methods used to collect, monitor, and evaluate quality assurance data from users.
Narrative: PARD ensures the quality of its programs, services, and facilities by consistently gathering user feedback and conducting evaluations. After each aquatics swim lesson session, parents complete a Swim Lesson Survey, which, like the Recreation Satisfaction Survey, captures feedback on program effectiveness and participant experience. These surveys are conducted regularly with the results collected monthly as part of the department’s KPIs to monitor user satisfaction and make necessary improvements.
Public input also plays a key role in larger projects. For the rebuild of the Garland Senior Activity Center, public meetings were held to gather feedback on the amenities the community wanted for the new facility. Similarly, the redesign of Lou Huff Park involved public and stakeholder meetings to ensure the park's development reflected the needs of the community.
To further enhance programming, interest surveys, like the Athletic Survey, are conducted to gauge interest in future program offerings, helping the department align its offerings with community preferences. Additionally, Camp Site Inspection Reports are conducted by supervisors and managers to ensure compliance with the department’s Standards of Care, ensuring the safety and quality of camp programs. Through these ongoing efforts, the department demonstrates its commitment to continuous improvement based on user feedback and regular quality assessments.
Agency Evidence of Compliance:
10.6.1 EOC 1 Swim Lesson Survey
10.6.1 EOC 2 Recreation Satisfaction Survey
10.6.1 EOC 4 Senior Center Public Input
10.6.1 EOC 5 Lou Huff Public Input
10.6.1 EOC 7 Camp Site Inspection Report
10.6.1 EOC 8 Athletics Interest Survey