Garland Parks and Recreation
2.0- Planning
NOTE: Standards marked with a star (*) are fundamental standards and are required of all agencies seeking accreditation.
Planning activities are essential to effective agency management. Frequently, they are the responsibility of a permanent component of the agency; however, they may be performed by staff from various units or contracted to an outside professional consultant. Complex demands for services and limited public resources require that the park and recreation agency carefully research operational alternatives and plan future programs. Precise guidelines should establish the parameters of planning tasks and responsibilities.
The strength of the planning unit's leadership is a major ingredient in a productive and effective planning effort. This competence may be reflected both in academic training and in prior professional experience. The chief administrator should be closely involved in the planning process. A direct relationship between planning personnel and the chief administrator enhances the ability for the planning personnel to collect data and make recommendations, and the chief administrator's ability to make informed decisions.
Strategic planning is vital to high performing organizations and involves organizational and community input to identify and come to agreement on vision, mission, and values that support and guide the systems, structures, and strategies as a framework for organizational progress to achieve results.
These standards examine the types of planning necessary for administrators to efficiently and effectively manage both day-to-day and long-term operations of a park and recreation agency.Standard: The agency shall have planning functions with established responsibilities, including at least one staff member or consultant with planning capability.
Suggested Evidence of Compliance: Provide the responsibilities and functions of the planning entity. Provide resumes of training and experience for staff and/or consultants who have planning capabilities.
Narrative: The Design and Development division of PARD is responsible for the department's planning functions. The team comprises of a Park Special Projects Administrator, a Landscape Architect, and a GIS Analyst. Their core efforts include strategically implementing department master plans, managing Capital Improvement Projects (CIP), and developing various programs, all aimed at reflecting and satisfying the community's needs. The Parks Special Projects Administrator is a member of the citywide Strategic Development Team which discusses and reviews broader planning efforts that involve placemaking, catalyst areas for revitalization for public and private developments.
Agency Evidence of Compliance:
2.1 EOC 1 Organizational Chart
2.1 EOC 2 Parks Special Projects Administrator Job Description
2.1 EOC 3 Parks Special Projects Administrator Resume
2.1 EOC 4 Landscape Architect Job Description
2.1 EOC 5 GIS Analyst Job Description
2.1 EOC 6 GIS Analyst Resume
2.1 EOC 7 Development ServicesStandard: The agency shall be involved in local planning, e.g., comprehensive planning, strategic planning, and capital improvement planning by reviewing development proposals, monitoring the decisions of planning and zoning boards or commissions and participating on task forces and committees that will impact parks and recreation services within the jurisdiction.
Suggested Evidence of Compliance: Demonstrate the role of the agency in local planning through personnel assignments and documentation of involvement, e.g., minutes, agendas, and cooperative agreements.
Narrative: As a member of the Development Review Committee, PARD actively engages in local planning efforts, critically reviewing development proposals to align them with parks and recreation goals. The department also monitors planning and zoning board decisions and participates in various task forces and committees, such as the Strategic Development Team biweekly meeting. This involvement ensures that parks and recreation perspectives are integrated into broader municipal planning initiatives, helping to shape a community that values and prioritizes recreational spaces and services.
Agency Evidence of Compliance:
2.2 EOC 1 Development Review Committee Staff Listing
2.2 EOC 2 Strategic Development Team
2.2 EOC 3 Lou Huff PowerPoint
2.2 EOC 4 Interlocal Agreement City of Mesquite
2.2 EOC 5 NCTCOG Bicycle and Pedestrian Advisory Committee
2.2 EOC 6 Garland PGBT Area Plan Biweekly Coordination Call2.2 EOC 7 2022-04-27 Holford Pre-Submittal Notes - KHA
2.2 EOC 8 Holford Recreation Center - 2022-04-26 Pre-Submittal City Notes 220426-1
2.2 EOC 9 2023-02-28 Lou Huff Park Champions Meeting Minutes
2.2 EOC 10 2.2 Precon Meeting Presentation - Duck Creek South Extension
2.2 EOC 11 Precon Meeting Duck Creek South Extension Attendance Log
Standard: The agency shall have a working relationship with the regional, state, and federal agencies to ensure the coordination of planning efforts that affect the delivery of parks and recreation services within the jurisdiction.
Suggested Evidence of Compliance: Define the role of agency personnel and documentation of involvement (minutes, agendas, cooperative agreements) in regional, state, and federal agencies planning.
Narrative: PARD actively collaborates with regional, state, and federal agencies to ensure cohesive planning and effective delivery of parks and recreation services. Key partnerships include:
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Dallas County Major Capital Improvement Program (MCIP): PARD works with Dallas County to coordinate on park development projects that align with county goals.
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DART Interlocal Agreement: This agreement integrates park planning with regional transit, enhancing accessibility to recreational spaces.
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TxDOT Project Applications: PARD submits applications to TxDOT to fund transportation-related enhancements that improve park connectivity.
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NCTCOG Interlocal Agreement: Participation in NCTCOG grant programs supports projects that align with regional sustainability and accessibility goals.
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Texas Parks and Wildlife Department (TPWD): Collaborations on projects like Watson Park and John Paul Jones Park focus on conservation and recreational use.
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Tree Grant: Secured through a national agency, this grant supports urban forestry initiatives in Garland parks.
These collaborations ensure PARD’s planning processes are aligned with broader regional, state, and federal objectives, enhancing the quality and accessibility of services provided to the community.
Agency Evidence of Compliance:
2.3 EOC 1 Dallas County (MCIP)
2.3 EOC 2 DART Interlocal Agreement
2.3 EOC 3 TxDot Project Application
2.3 EOC 4 NCTCOG Interlocal Agreement
2.3 EOC 5 Texas Parks and Wildlife Watson Park
2.3 EOC 6 Texas Parks and Wildlife John Paul Jones
2.3 EOC 7 National Arbor Day Foundation2.3 EOC 8 BPAC Summary 3-15-2023
2.3 EOC 9 BPAC Meeting Summary - May 2024
2.3 EOC 10 BPAC Summary 2-21-24
2.3 EOC 11 BPAC Meeting Summary May 2024
2.3 EOC 12 Harbor Point Email to Staff
2.3 EOC 13 Harbor Point Summary Notes 2025
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Standard: The jurisdiction with land use authority within which the agency operates shall have a comprehensive plan adopted by the governing authority that dictates public policy in terms of transportation, utilities, public facilities, land use, recreation, and housing. In some jurisdictions the comprehensive plan is called the general plan or the land use plan. Zoning for the jurisdiction is based upon the comprehensive plan. To meet this standard, the comprehensive plan shall have a park and/or recreation component that discusses how the jurisdiction intends to meet the needs for parkland and public recreation facilities in concert with other land use priorities.
Suggested Evidence of Compliance: Provide the current plan, with date of official approval.
Narrative: The Envision Garland 2030 Comprehensive Plan, approved by City Council on March 20, 2012, integrates parks and recreation into the community framework, emphasizing their crucial role in fostering community engagement, environmental stewardship, and enhancing quality of life. The city has initiated a major update in 2024 and is scheduled for completion and implementation in early 2026.
Agency Evidence of Compliance:
2.3.1 EOC 1 Envision Garland 2030 Comprehensive PlanStandard: The agency shall have a comprehensive park and recreation system plan that provides recommendations for provision of facilities, programs, and services; parkland acquisition and development; maintenance and operations; and administration and management. The plan shall be officially adopted by the policy-making body, updated periodically, and linked with a capital improvement budget and a phased development program. The system master plan shall implement policies adopted in the comprehensive plan for the jurisdiction. Interested and 14 affected agencies, organizations, and groups shall be engaged in the planning process.
Suggested Evidence of Compliance: Provide the current plan with documentation of official approval; describe update process; and describe a phased implementation program with linkage to the agency's capital improvement budget. The system master plan shall include:
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Agency mission (1.4).
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Agency objectives (1.4.1).
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Recreation and leisure trends analysis (10.5.1).
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Needs assessment (10.4).
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Community inventory (10.5.2); and
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Level of service standards (10.3.1).
Narrative: PARD's Master Plan guides the strategic development and enhancement of the city's parks, recreational facilities, and programs. Adopted by the City Council in 2020, this comprehensive plan resulted from a rigorous planning process that engaged a wide spectrum of community stakeholders, including residents, local businesses, community organizations, and city officials. The Master Plan includes the department’s strategic initiatives which are reviewed annually and serves as the foundation for the department’s CIP program for the next 8-10 years.
Agency Evidence of Compliance:
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Standard: An agency shall have a strategic plan, approved by the approving authority, stating how the agency will achieve its mission, goals, and objectives over an extended period, typically three to five years. The strategic plan shall be reviewed annually. The goals and objectives of the plan shall be measurable to demonstrate progress and results. The strategic plan shall support the priorities and initiatives of the whole organization. The strategic plan is a tool to implement the Parks and Recreation System Master Plan.
Suggested Evidence of Compliance: Provide the agency's strategic plan, date of approval by approving authority, evidence of last review, and indicate progress being made in implementing the plan.
Narrative: The Strategic Plan detailed in the department Master Plan was formally adopted by City Council in 2020. This plan provides the strategic framework for implementing the vision, mission, and initiatives of the department. Each year, the plan undergoes a thorough review, and staff develops work plans to ensure its proper implementation, aligning with the department's long-term goals. This continuous process ensures that PARD remains focused on its strategic objectives and responsive to the community's evolving needs.
Agency Evidence of Compliance:
2.5 EOC 1 Strategic Plan
2.5 EOC 2 Strategic Initiatives
2.5 EOC 3 Work PlanStandard: Studies shall be conducted to determine the feasibility of proposed facilities.
Suggested Evidence of Compliance: Provide examples of recent feasibility studies such as market, cost benefit, site, transportation, environmental and economic analyses.
Narrative: PARD conducts various feasibility studies to ensure the success and sustainability of its projects. These studies are performed by a combination of consultants and in-house staff, ensuring a thorough and comprehensive approach to local and regional planning and development.
Agency Evidence of Compliance:
2.6 EOC 1 Garland Senior Center Activity Center Presentation
2.6 EOC 2 Wynn Joyce Concept Site Plan
2.6 EOC 3 Wynn Joyce Site Inventory
2.6 EOC 4 Lou Huff Bridge Options
2.6 EOC 5 Bob Day Tennis Center Phase 1 Site Design
2.6 EOC 6 Rick Oden Splash Pad2.6 EOC 7 Trail Feasibility Corridors
2.6 EOC 8 Dog and Skate Park Feasibility
2.6 EOC 9 Explanation of EOC 1 Garland Senior Activity Center
Standard: There shall be site plans to guide the use of existing and the development of future areas and facilities. A site plan is a depiction of a park site of that is drawn to scale and delineates features such as building and facility locations, roads, and trails, use areas and utility.
Suggested Evidence of Compliance: Provide a representative sampling of the agency’s area and facility site plans.
Narrative: The Design and Development staff are responsible for maintaining all site plans, drawings, and construction documents for the department. These essential documents are carefully stored in the city’s document retention software, OnBase and on Teams. This system ensures that all plans are organized, easily accessible, and securely archived, supporting the department's ongoing projects and future initiatives.
Agency Evidence of Compliance:
2.7 EOC 1 Lou Huff Park
2.7 EOC 2 Holford Recreation and Aquatic Center
2.7 EOC 3 Hollabaugh Recreation Center
2.7 EOC 4 Surf and Swim
2.7 EOC 5 Rick Oden Park
2.7 EOC 6 Garland Senor Activity Center
2.7 EOC 7 Wynn Joyce Park
2.7 EOC 8 Lon Wynne Splashpad
2.7 EOC 9 Watson Park
2.7 EOC 10 Chaha Boat RampStandard: Historical and cultural plans include an inventory of historical, cultural resources and strategies for how they will be managed. These resources may be addressed as part of the jurisdiction’s comprehensive plan or the agency’s park and recreation system master plan.
Suggested Evidence of Compliance: Provide the historical and cultural plan(s).
Narrative: On June 8, 2021, the Garland City Council approved the Garland Cultural Arts Plan, developed through the phases of Discover, Envision, and Develop. This plan emerged from public engagements and a thorough review of Garland's demographics and economic data. It provides a strategic roadmap and sets a clear vision for the city's cultural priorities and resources. The City of Garland, already committed to supporting the arts through various initiatives and programs, aims to build on these efforts with the plan. It offers recommendations and resources for funding, programs, partnerships, and processes, all designed to enhance the city's cultural vitality and create a thriving environment for artists, residents, and visitors alike.
Agency Evidence of Compliance:
Standard: The agency shall include community involvement in the planning process that includes ongoing and systematic outreach to include the entire community. It is critical that the diversity of individuals (i.e., all cultures, ages, and abilities) and local, regional, and national non-governmental community organizations, agencies, businesses, and service providers such as the Red Cross, Sierra Club, Trust for Public Land, YMCA/YWCA, Boys and Girls Club, and local foundations and employers are afforded opportunities for input.
Suggested Evidence of Compliance: Describe how the diverse interests (community organizations, businesses, and individuals) of the community were involved in the planning process.
Narrative: PARD commits deeply to integrating comprehensive community involvement into its planning processes. This commitment manifests through structured and ongoing outreach efforts that listen to and integrate the voices of the entire community into various master plans and initiatives. These efforts involve:
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Aquatics Master Plan: Engaging with residents to understand their needs and preferences for aquatic facilities and programs.
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Master Plan: Involving community input to guide the development and enhancement of all parks and recreational facilities.
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Trails and Bikeways Master Plan: Collecting feedback for the expansion and improvement of walking, biking, and multi-use trails across the city.
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Cultural Arts Master Plan: Working with the community to nurture a vibrant arts scene reflecting Garland's diverse cultural heritage.
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Senior Center Engagement: Engaging seniors in discussions about programs and facilities that support active aging and social engagement.
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Spanish/Vietnamese Surveys: Conducting surveys in multiple languages to include everyone in community feedback.
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Parks and Recreation Board Agenda: Adding community suggestions and concerns into the board's discussions and planning.
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Senior Citizens Advisory Commission Agenda: Aligning senior citizen programs with the commission-identified needs and preferences.
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Lou Huff Project Engagement: Processing feedback from stakeholders to direct project priorities.
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Stakeholder Engagement: Engaging with community groups and stakeholders like the NAACP, Asian/American Committee, and Carver Alumni Programs and Services to ensure planning processes include diverse perspectives.
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Skatepark: Collaborating with community advocates and experts on skatepark planning and development.
Through these varied outreach and engagement strategies, PARD makes its planning and development processes inclusive, responsive, and reflective of the community's aspirations. This approach not only builds a sense of ownership and pride among residents but also ensures that the department's initiatives are informed, strategic, and aimed at enhancing the quality of life in Garland.
Agency Evidence of Compliance:
2.9 EOC 1 Aquatics Master Plan2.9 EOC 3 Trails and Bikeways Master Plan
2.9 EOC 4 Cultural Arts Master Plan
2.9 EOC 5 Senior Center Public Engagement
2.9 EOC 6 Spanish Vietnamese Survey
2.9 EOC 7 Parks and Recreation Board Agenda
2.9 EOC 8 Senior Citizens Advisory Commission Agenda
2.9 EOC 9 Lou Huff Public Meeting Presentation
2.9 EOC 11 Asian American Committee
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Standard: The agency shall develop and adopt a phased plan for the removal of barriers at existing recreation facilities, parks, and amenities owned or operated by the agency, pursuant to the requirements of the US Department of Justice Title II regulation issued September 14, 2010, and effective March 15, 2011.
Suggested Evidence of Compliance: Submit minutes of the approving authority meeting approving the transition plan, or a copy of the plan noting the dates and times when plan tasks were completed.
Narrative: The City of Garland contracted with Kimley Horn, in association with Accessology, to develop the Americans with Disabilities Act (ADA) Self Evaluation and Transition Plan, dated November 2023. This new plan serves as an update to the city’s original 1993 Transition Plan. It outlines a comprehensive method for evaluating and implementing necessary improvements to ensure compliance with ADA standards. The ADA Transition Plan Worksheet provides a detailed account of tasks to be completed and is continually updated by staff with dates of completion, demonstrating the city's commitment to accessibility and inclusivity.
Agency Evidence of Compliance:
2.10 EOC 1 ADA Self-Evaluation & Transition Plan 2023
2.10 EOC 2 ADA Transition Plan 1993
2.10 EOC 3 ADA Transition Plan Worksheet