Garland Parks and Recreation
3.0 – Organization and Administration
NOTE: Standards marked with a star (*) are fundamental standards and are required of all agencies seeking accreditation.
The organizational structure provides alignment of responsibility and delegation of authority to enable the agency to carry out its mission. The roles, responsibilities and structure should be clearly understood by staff and the public.
Administrative reporting systems provide management information on the activities of the agency. Properly designed administrative reports will reflect comparative data and trends on activities. An effective administrative reporting system ensures communications throughout the chain of command.
Public information, community relations, and marketing are complementary functions within the agency. The functions overlap because they all deal with an organization’s relationships and employ similar communication tools. While they have the same ultimate purpose of helping assure an
organization’s success, the purpose of each differs and each approaches the task from a different perspective.
To operate effectively, a park and recreation agency must have the support of its community. An agency can obtain such support by informing the public and news media of events that affect the lives of citizens in the community. By providing the news media and the community with information on agency administration and operations, a relationship of mutual trust, cooperation, and respect can be maintained.
An agency should make use of the many community organizations that exist in its jurisdiction and establish relationships with them. The park and recreation agency should play an active role in organizing community groups where they do not exist. By establishing such links with the community, the park and recreation agency learns of issues, needs, and opportunities and responds to them before they become problems. A well-organized community relations effort can act as an effective means of eliciting public support and can serve to identify problems in the making.
Effective market research, planning, product and program development, strategies, and objectives for delivering demand-driven, high-quality programs and services contribute to successful park and recreation operations. Marketing is a process for accomplishing agency mission and objectives by developing, pricing, making accessible, and providing accurate and timely information about recreational opportunities that satisfy the wants/desires of target markets.
All park and recreation agencies perform certain marketing functions; the scope of their work, however, depends on their size and mandate. Among the functions are user inquiry, development of an agency marketing philosophy and marketing plan, and development of operational procedures and policy guidelines to implement that philosophy. The complexities of marketing and related research functions require that all agency staff be appropriately educated about marketing and its application across functions.
Standard: The agency shall establish a staff organizational structure that reflects its methods of operation, its relationship to the community, and the relationships among the different organization components.
Suggested Evidence of Compliance: Provide a chart showing the agency’s organizational structure, interrelationships among organizational components, and the function of each component. Organizational components are the major subdivisions of the organization, e.g., departments and divisions. Indicate how this information is made available to staff and the public.
Narrative: PARD operates with a structure designed to effectively manage services, including recreational programming, park operations, and the planning and execution of development projects. This structure is organized into clear divisions with specific responsibilities, tailored for the oversight of facilities and programs.
A workforce of 107 full-time and nine part-time employees, supplemented by seasonal staff, comprises PARD, which is organized into four key divisions: Recreation, Park Operations, Design and Development, and Administration.
The Recreation Division oversees numerous facilities, including recreation and senior centers, aquatic facilities, and athletic fields, hosting a various community services, programs, and events.
The Park Operations Division ensures developed and undeveloped parklands, as well as city landscapes, remain welcoming and safe for community enjoyment. Beyond maintenance, the division plays a vital role in supporting citywide initiatives and Recreation Division events, contributing to their success, and fostering community engagement.
The Design and Development Division directs the future of Garland's public spaces with careful planning, design, creation of design standards, implementation of capital improvement projects and manages parkland dedication and acquisition.
The Administration Division ensures essential back-office support, overseeing the department's financial, technological, and administrative functions.
The department makes details regarding its structure, including city and department organization charts, readily accessible to the public on the city website. Internal communication tools, like Microsoft Teams, enable easy access to organizational information for all department employees.
Agency Evidence of Compliance:
3.1 EOC 1 City Organization Chart
3.1 EOC 2 PARD Organization Chart
3.1 EOC 3 FY 2024-25 Proposed Operating Budget
3.1 EOC 4 Parks and Recreation Website Contact Information
3.1 EOC 5 Teams Organizational StructureStandard: The agency administrative offices shall be accessible to the public and staff. There shall be administrative, meeting and storage space, and equipment adequate to perform the agency's functions and responsibilities.
Suggested Evidence of Compliance: Provide documentation that describes the types of office space and administrative equipment used by the agency and how access is provided to the staff and the public.
Narrative: PARD's main office, at 634 Apollo Road, Garland, Texas, operates from Monday to Friday, 8 a.m. to 5 p.m. The staff at the main office includes the Recreation Director, Parks Director, Aquatics/Athletics Services Manager, Aquatics Programs Supervisor, Athletics Program Supervisor, Parks Special Projects Administrator, GIS Technician, Landscape Architect, Administrative Services Manager, Accounting Representative, a Management Services Coordinator, and Department Representative.
The department equips the office with modern amenities, such as a break room and conference rooms, featuring the latest presentation and conferencing technology.
Agency Evidence of Compliance:
3.2 EOC 1 Parks and Recreation Administration Offices
3.2 EOC 2 Map of Locations
3.2 EOC 3 Administration Office Floor Plan
3.2 EOC 4 Equipment Used at Administration OfficeStandard: Sufficient and appropriate equipment, technology, clerical, and administrative staff shall be provided to enable the professional staff to perform their appropriate functions.
Suggested Evidence of Compliance: Describe the equipment, technology, and services used to support professional staff.
Narrative: The Support Services team, led by the Administrative Services Manager, forms the efficient operational core for PARD. The manager oversees finance, budgeting, IT, and HR. An Accounting Representative II manages financial activities, including payments, revenue, procurement card transactions, and purchase orders. The Management Services Coordinator handles HR duties, file retention, staff support, and front office management. A Department Representative II manages reservations and front office operations.
The team maximizes efficiency with personal computers and a full range of office technology, such as printers, copiers, scanners, fax machines, and audio-visual tools. The Administrative Services Manager partners with the City's IT Department to address technological needs, boost productivity, and integrate the latest advancements. This commitment to technological excellence keeps the department responsive to community needs and often surpasses industry standards.
Agency Evidence of Compliance:
3.2.1 EOC 1 Administrative Services Manager
3.2.1 EOC 2 Accounting Representative II
3.2.1 EOC 3 Management Services Coordinator
Standard: A communication system shall be established to ensure the accurate and timely transfer of internal information among staff.
Suggested Evidence of Compliance: Provide a communication matrix illustrating how internal communications are managed by the agency.
Narrative: PARD employs various communication methods to effectively connect with staff throughout the department and the city, always ensuring clear and efficient communication. The specifics of these methods are outlined in the communications matrix.
Agency Evidence of Compliance:
Standard: The agency shall have approved policies that govern what information shall be released, when it should be released, and by whom it should be released and that demonstrate the agency’s commitment to inform the community and news media of events involving the agency.
Suggested Evidence of Compliance: Provide the written statement of policy and procedure, indicating approval by the proper authority.
Narrative: The Public Communications Directive establishes the policy, procedures, and guidelines governing communications between city officials, employees, and the public, including news media and individuals seeking information about city matters, programs, projects, services, and activities. This directive aims to fulfill the City Council's objective of ensuring a well-informed and engaged community.
Agency Evidence of Compliance:
Standard: A specific position in the agency shall be designated to direct the public information and community relations functions. The position serves as a point of control for information dissemination to the community and the media. The intent of the standard is to establish the authority and responsibility for developing and coordinating the agency's community relations function in an identifiable position.
Suggested Evidence of Compliance: Provide the position description that reflects responsibilities for public information and community relations functions.
Narrative: City of Garland’s Chief Communications Officer is responsible for all city public information and community relations functions.
Agency Evidence of Compliance:
Standard: The agency shall have an established community relations plan that identifies and addresses community needs for all segments of its service population, which is evaluated periodically for effectiveness.
Suggested Evidence of Compliance: Provide the community relations plan and latest evaluation. The community relations plan shall address the following:
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Community relations policies for the agency.
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Process and procedure for establishing contact with community organizations and other community groups.
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Training needs for staff and community. The community relations plan and marketing plan is often included in a single document.
Narrative: PARD is dedicated to fostering strong connections with the community through a comprehensive Community Relations Plan, which is integrated into the broader PARD Marketing Plan. This plan ensures open and ongoing communication with residents, stakeholders, and local organizations, promoting active engagement and collaboration.
The plan outlines specific strategies for engaging diverse groups and includes guidelines for outreach, feedback, and partnership development. It is reviewed annually to stay aligned with evolving community needs. Initiatives such as customer satisfaction surveys, public workshops for park and recreation development and utilization of social media to keep the community informed and engaged demonstrate PARD’s commitment to building lasting relationships. These efforts are guided by the Master Plan, as well as citywide communication planning efforts which supports and reinforces community engagement strategies.
Agency Evidence of Compliance:
3.4.2 EOC 1 PARD Marketing and Community Relations Plan-
Standard: The agency shall have an established marketing plan, based on market research that is evaluated periodically for effectiveness. The fundamental principle of marketing is to gain an understanding of customer needs, wants, concerns and behaviors. The marketing plan addresses the appropriate mix of communications tools to promote agency programs, facilities, events, and services and to provide accurate, timely and useful information to the various segments of the target audience.
Suggested Evidence of Compliance: Provide the plan and latest evaluation. The plan shall include:
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Marketing objectives.
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Situation assessment, to include:
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Examination of demographic trends
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Economic climate
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Market coverage by alternative providers.
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Segmentation, targeting, and positioning.
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Marketing mix.
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Marketing methods
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Evaluation criteria and methods.
Research is important to support segmentation, targeting, and positioning. Common evaluation methods include surveys, focus groups, customer comment cards, and mystery shopping.
Narrative: PARD maintains a comprehensive marketing plan that is regularly evaluated for effectiveness. The plan includes clear objectives aligned with the department’s mission and utilizes various communication channels, such as digital platforms and print materials, to ensure broad outreach. This approach ensures effective communication, strong community engagement, and continuous alignment with evolving needs.
Agency Evidence of Compliance:
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Standard: A specific position shall be designated to direct the marketing function. Marketing functions shall be the responsibility of a permanent position of the agency that works closely with all agency units in developing, coordinating, and implementing the agency marketing plan.
Suggested Evidence of Compliance: Provide the position description that includes responsibility for marketing.
Narrative: The department does not have a dedicated full-time marketing position. Instead, one of the department’s Recreation Supervisors coordinates marketing functions. This supervisor serves as the staff liaison to the Public and Media Relations Department, ensuring all PARD marketing efforts adhere to the guidelines and strategies established by Public and Media Relations.
Agency Evidence of Compliance:
3.4.3.1 EOC 1 Recreation Services Supervisor Job Description
Standard: An agency shall have a policy on the use of social media in their public relations and marketing efforts. The policy should include how social media is issued in both community relations and marketing programs, identification of social media platforms, types of content and designated person for management and operation of the platforms.
Suggested Evidence of Compliance: Provide a copy of the social media Policy
Narrative: The Social Media Directive serves as a set of guidelines for City of Garland employees engaging with social media websites and online networking platforms in their official capacity on behalf of the organization.
Agency Evidence of Compliance:
3.4.3.2 EOC 1 Social Media DirectiveStandard: Technology shall be used to enable the agency to operate more efficiently and effectively. The agency should research and apply such resources progressively.
Suggested Evidence of Compliance: Provide examples of progressive adoption, upgrade, installation, and/or use of technology. Examples could include but are not limited to communications and security systems, energy and records management systems, data management and sharing systems, lighting and irrigation systems, work orders and work assignment applications, financial systems, and class registration systems.
Narrative: IT plays a critical role in the strategic planning, operational efficiency, and decision-making processes for the City of Garland. PARD utilizes technology for daily business operations through the following tools:
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Active Net is a comprehensive recreation management software designed to help PARD manage its operations more efficiently. It offers a user-friendly system for managing facility reservations, memberships, and program registrations, accessible over the internet to ensure users always have access to the latest updates.
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Smartsheet is a cloud-based platform that enhances work management and collaboration. It excels in developing and tracking master plans and annual work plans, managing financial invoice submission and approval processes, and more. Its intuitive, spreadsheet-like interface, with Gantt charts, automated workflows, and dashboards, makes it an essential tool for planning, executing, and monitoring complex projects and processes.
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Cartegraph delivers asset management software solutions designed to efficiently manage property portfolios, work orders, budgeting, and resources. Administrators can easily manage assets, add notes, and share information with colleagues through the software.
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Questica is a leading provider of budget preparation and management software solutions, serving the public sector, including local governments, educational institutions, and healthcare organizations.
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Control Link provided by Musco Sports Lighting, is a monitoring and management service that enables the scheduling and control of lights via a smartphone, webpage, or a 24/7 call center.
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Workday is a new technology ecosystem focused on improving HR and Payroll processes, as well as financial processes across the organization. With a focus on a single source for these functions, every employee will have a new way to work and access the tools that are most relevant to them, with citywide connected resources via ONEGarland.
Agency Evidence of Compliance:
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Standard: The Agency shall have management information systems that can produce reliable statistical and data summaries of agency activities, such as daily, monthly, and annual reports for use in management decision-making. The reports shall provide comparative data and statistics.
Suggested Evidence of Compliance: Provide examples of recent statistical and data summaries and describe their use in management decision-making.
Narrative: The City of Garland's management information systems generate various reports to assist staff in evaluating the effectiveness of facilities, personnel, programs, and policies. Managed information includes employee payroll, facility attendance, registration enrollment/trends, fiscal management, and inventory. The following list reviews the commonly used statistical and data reports by each departmental unit.
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Recreation Division: The Recreation Division uses ActiveNet as the primary recreation management software. ActiveNet provides numerous reports, including financial, registration, facility usage, memberships, point of sales, and instructor reports. These customizable reports help staff identify successes, weaknesses, and opportunities in planning programs, memberships, facility usage, cash handling, and more.
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Payroll, Training, and Personnel Management: Workday functions as the payroll, training, and personnel system, recording and managing daily, weekly, monthly, and annual time records for all staff, both part-time and full-time. It also maintains each employee's calendar and provides access to job details, compensation, pay change history, benefits, absence requests and balances, pay slips and history, contact information, reviews, and personal information. Additionally, Workday offers learning courses to enhance staff knowledge and skills.
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Financial Management: Cayenta and Questica offer a comparative view of revenues and expenses. These applications compare expenses to revenues by division, assess and compare projected budgets to actual budgets, include time-elapsed reporting functions, and track year-to-year expense and revenue trends.
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Project and Performance Tracking: Smartsheet is used for various functions, including:
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Recreation KPIs: Reviews year-to-date information on recreation programs, rentals, memberships, and camps.
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Financial Business Budget Overview: Tracks financial status and year-to-date status by division.
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CIP Report: Assists with tracking the financial status and purchase orders of CIP projects.
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Recreation Work Plan: Monitors the status of strategic initiatives and the current work plan.
Agency Evidence of Compliance:
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Standard: The agency shall have established policy and procedures for control, maintenance, and retention of records that are periodically reviewed. Records management policies and procedures address retention, disposal, access, disclosure, and distribution of documents, including freedom of information requests, and they must be consistent with legal requirements.
Suggested Evidence of Compliance: Provide records management policy and procedures and a copy of the most recent review.
Narrative: Article IV of the Garland City Code of Ordinances outlines the city's records management strategy. The City Secretary, serving as the primary custodian, provides public access to records via the Open Government online portal. The Records Retention Center, located near the Commerce Street Warehouse, houses inactive records under the City Secretary's oversight. Additionally, the PARD Administration office manages another retention center at the Armory in Central Park for department records.
Record destruction complies with Article IV, Section 10.40, and Title 6 of the Texas Local Government Code, ensuring destruction aligns with local law. The Contract Administration Directive details the correct filing of active original contracts and agreements with external parties. The city also offers records management training to reinforce efficient practices, ensuring regulatory compliance and managing records from creation to legal destruction.
Agency Evidence of Compliance:
3.6 EOC 1 Code of Ordinances - Records Management
3.6 EOC 2 Public Information Requests
Standard: There shall be an established records disaster mitigation and recovery plan and procedures that are periodically reviewed for protecting records, storing them, and recovering critical information after a disaster.
Suggested Evidence of Compliance: Provide the records disaster mitigation and recovery plan and procedures and a copy of the most recent review.
Narrative: The Disaster Recovery Test Plan Procedure defines the process to safeguard vital records and promptly restore IT systems after a disaster. This includes the Disaster Recovery Test Plan, which systematically test IT infrastructure's resilience through simulated disasters. The Managing Backup and Recovery Operations SOP details how to perform backups and recoveries, focusing on data protection, integrity, and minimizing data loss. These elements create a comprehensive strategy that combines technology, procedures, and human factors for effective disaster mitigation and business continuity.
Agency Evidence of Compliance:
3.6.1 EOC 1 Disaster Recovery Test Plan Procedure