Garland Parks and Recreation
6.0 – Programs and Services Management
NOTE: Standards marked with a star (*) are fundamental standards and are required of all agencies seeking accreditation.
A program is a means to leisure and recreation as well as a vehicle to deliver benefits to participants. High-quality programming is a dynamic process that continues as the recreation experience unfolds. A systematic and well-researched analysis should be completed in determining what programs and services should be provided by the agency. The public park and recreation program should be coordinated with related programs of other governmental, for- profit and non-profit organizations in the community, such as schools, voluntary agencies, and churches, to provide maximum coverage with a minimum of duplication, as well as to reduce competition.
The primary responsibility of the park and recreation professional is to provide programs by which leisure and recreation experiences and environments enhance the well-being and quality of life for participants. Certain program and service determinants give direction to what is provided and assessed. These determinants are conceptual foundations of play, recreation, and leisure; agency philosophy, goals, and objectives; constituent interests and desired needs; and community opportunities for the public. Program and service objectives must be benefits- focused. Many agencies put objectives in “SMART” format (specific, measurable, achievable, realistic, and timed) to assure that objectives are measurable, and they use logic modeling to focus their objectives on outcomes and impacts.
The recreation programming plan includes all elements and services of the public park and recreation agency’s programming functions, including activity selection, type and scope of programs and outreach initiatives. While related to a master or comprehensive plan, the recreation programming plan shall be an outgrowth of other strategic and program forecasting tools.
Park and recreation agencies should have a program that educates the public about the intrinsic and extrinsic benefits that leisure (time, activity, experience) and participation in self- directed and leader-directed recreation activities provide. It should include the three (3) behavior domains: psychomotor (manipulation and coordination of physical skills and abilities), affective (interests, appreciations, attitudes, and values) and cognitive (intellectual skills and abilities).
A leisure education program consists of six (6) components:-
Awareness of self in leisure.
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Appreciation of leisure.
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Understanding self-determination in leisure.
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Making decisions regarding leisure participation.
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Knowledge and use of resources for facilitating leisure; and
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Promoting social interaction.
Examples include:-
Cooperative agreements with local schools to develop classes, workshops, or events to
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inform children and adolescents of leisure benefits.
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Community presentations regarding leisure benefits at libraries, senior citizen centers, special recreation associations, and at business and industry meetings.
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Distributing a “benefits” CD or website hyperlink to educate, publicize, and inform of agency programs and services through various social media outlets (Facebook, Twitter, etc.) and public cable TV channels.
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Organizing and categorizing agency publications and photos according to the benefits associated 41 with targeted programs and services, e.g., benefits of nature walk for senior populations and benefits of outdoor play for children.
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Marketing and advertising the benefits message in agency telephone messages, employee newsletters, and policy manuals, on staff apparel, facility, and vehicle signage.
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Including benefit statements in brochures and program descriptions so that prospective participants will see what they can gain from participating in programs.
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Including the question of “How have you benefited from this program?” in program evaluations, causing the participant to reflect on the benefits of the program.
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Including the benefits of programs and services on agency websites and in email/e- blasts, press releases and public service announcements.
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Conducting benefits-based program research studies.
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Conducting and reporting follow-up assessments and data analyses.
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6.1 – Recreation Programming Plan *
Standard: Leisure and recreation are integral to a community’s social, cultural, and economic development. The agency shall have a Recreation Program Plan (RPP) covering 2-3 years that is updated periodically and shall address all leisure and recreation programs and services.
Show the agency’s program planning model, services management matrix, orientation to those served, including activity development and selection, type and scope of programs and outreach initiatives as well as an organizational chart.
Suggested Evidence of Compliance: Provide the current Recreation Program Plan and describe the implementation process. This RPP shall address how the agency delivers programs and services to persons of all ages and abilities and shall show how it develops and addresses the lifecycle of high-quality offerings (how programs are developed, evaluated, and discontinued). Mission, goals, and evaluation measures shall be included in a planning and framework model.
Provide evidence of how the RPP connects with the Master and Strategic Plans while referring to the following enumerated components in the Plan (to be explained in greater detail in Standards 5, 6 and 10):
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Cover page with visible approval signature and date.
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Table of contents (electronically linked to the page where the section begins).
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Introduction (vision, mission, core program/organizational philosophy, conceptual foundations, community opportunities/participant involvement, commitment to community education for the leisure process (6.4), connection to strategic plan and master plan).
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Staff organizational chart
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Program Planning Model and Framework
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Program and service determinants (6.1.1).
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Program goals (with broad outcomes/benefits) (10.3).
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Program and service statistics (10.5).
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Recreation and leisure trends analysis (10.5.1).
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Community inventory (10.5.2)
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Fees and charges policy and schedules (5.1.1)
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Measurement, evaluation with data collection (10.3) (show how programs are developed, evaluated, and improved; include how new programs are introduced and, when appropriate, programs are discontinued).
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Programs and Services Management Matrix (include agency’s matrix for a sample facility, program, service, and special event with the following categories):
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Program types (self-directed [6.1.3], leader-directed [6.1.4], etc.).
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Genders, life stage/age groups (pre-school, teen, senior, family, etc.).
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Data/statistical collection (surveys, demographic reports, etc.).
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SMART (specific, measurable, relevant, achievable, time-bound) program objectives and evaluation (6.2*).
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Scope of program opportunities/classification formats (6.3) (special event, drop- in, etc.; equipment rental and checkout, etc.; leisure education open house, checklist, etc.; aquatics, after-school, arts, etc.).
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Outreach to diverse and underserved populations (6.31*).
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Health and wellness promotion (6.4.1) (physical, emotional, social, etc.); and
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Program promotion
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Appendices
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Agency Organization Charts
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Evaluation Forms
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Participant and Spectator Code of Conduct (6.5)
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Narrative: The Recreation Program Plan, approved November 19, 2024, aligns program management objectives from the department's Strategic Plan with its mission and vision. It prepares staff to respond effectively to community needs, feedback, survey results, demographics, program statistics, and industry trends. This comprehensive approach ensures the development and implementation of relevant and impactful recreational opportunities for the community.
Agency Evidence of Compliance:
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Standard: A systematic and studied approach shall be taken in determining what programs and services shall be provided by the agency.
Suggested Evidence of Compliance: Provide documentation and examples demonstrating that the six (6) program and service determinants are used in providing programs and services. The programs and services provided by the agency shall be based on the
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Conceptual foundations of play, recreation, and leisure.
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Organizational agency philosophy, mission and vision, and goals and objectives.
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Constituent interests and desired needs.
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Creation of a constituent-centered culture.
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Experiences desirable for clientele; and
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Community opportunities.
Narrative: PARD offers a wide variety of programs and services to meet the diverse needs of the community. Committed to excellence, the department uses a systematic and researched approach to develop programs and services, ensuring they are beneficial, meaningful, and inclusive. Various tools are used to determine the suitability and demand for these offerings.
Program Guidelines: Section 3.11.1 of the department master plan outlines six guidelines for developing new programs and evaluating existing ones: Broad Appeal, Administrative Feasibility, Coordination, Settings and Times, Constructive Nature, Community Opportunities, and Diverse Range of Activities.
Work Plan: The comprehensive annual Recreation Work Plan aligns with the department’s mission, vision, and strategic initiatives to achieve four major goals:
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Places and Spaces: Parks and spaces will connect people, build community, and create dynamic experiences for current and future generations.
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Experiences: Programs, events, and services will promote health and wellness, learning, creativity, and fun to enrich the lives of the diverse and ever-changing community.
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Engagement: Residents, businesses, leaders, and staff will collaborate to create and deliver innovative, accessible, affordable, and inclusive experiences for the entire community.
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Organizational Excellence: The department will implement modern best practices to ensure people, policies, processes, finances, and resources are aligned to fulfill the mission and realize the vision.
Program Matrix: Identifies underserved programming areas.
Program Development Form: Evaluates the viability of new programs.
Program Surveys: Measures participant satisfaction.
Recreation Program Assessment Form: Helps staff decide whether to sustain or discontinue a program, ensuring offerings stay relevant and effectively meet community needs.
Agency Evidence of Compliance:
6.1.1 EOC 1 Master Plan Program Guidelines
6.1.1 EOC 2 Recreation Work Plan
6.1.1 EOC 4 Program Development Form
6.1.1 EOC 5 Swim Program Surveys
6.1.1 EOC 6 Completed Swim Program Surveys
6.1.1 EOC 7 Athletic Event Survey
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Standard: The development of agency programs and services shall involve participants.
Suggested Evidence of Compliance: Describe the process and provide examples of how the agency obtains and utilizes participant input. Participants shall be involved in:
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Recommending policy.
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Planning activities.
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Conducting activities; and
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Sponsoring activities.
Narrative: PARD prioritizes public engagement and feedback to shape its services and initiatives. Employing a strategy of public input meetings, collaborations with community groups, and surveys, the department ensures its offerings reflect community needs and interests.
Public input meetings serve as a key platform for resident feedback on projects and services, reinforcing the department's dedication to transparency and community involvement. This approach, supplemented by forums like City Council, Senior Advisory Commission, and Parks & Recreation Advisory Board meetings, cultivates community ownership and participation.
Additionally, collaborating with citizens, community groups, and nonprofits enables the planning of events celebrating diversity and community spirit, such as Juneteenth and the Asian American Soccer Tournament. Surveys help tailor programs to community preferences, allowing adjustments based on direct feedback to keep programs relevant across all ages.
The department's sponsorship opportunities, like those for the Sweetheart Dance, highlight a proactive approach to support and funding, boosting its capacity for high-quality recreational programming.
By focusing on public input, collaboration, and responsiveness, PARD ensures its programs and services continue to engage and enrich the community.
Agency Evidence of Compliance:
6.1.2 EOC 1 Master Plan Public Input
6.1.2 EOC 2 Aquatics Plan Public Input Meeting Facebook Post
6.1.2 EOC 3 Senior Advisory Commission Agenda
6.1.2 EOC 4 Juneteenth Survey Website Link
6.1.2 EOC 5 Asian American Heritage Festival
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Standard: The agency shall offer self-directed recreation opportunities for individuals and groups to participate without leadership, under only general supervision. Examples include picnic facilities, tennis courts, roadways in scenic areas, bridle trails, self-guiding nature trails, and open playgrounds.
Suggested Evidence of Compliance: Provide examples of how the agency provides self-directed recreation opportunities, including a list of such opportunities.
Narrative: In accordance with the Recreation Program Plan, PARD offers diverse recreational opportunities, empowering community members to engage in activities at their own pace based on their interests, including but not limited to:
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Disc Golf
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Body Shops
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Open Gym
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Trails
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Splashpads
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Tennis Courts
The Rec-Beat activity guide provides comprehensive details on available self-directed activities. Additionally, the parks and recreation website acts as a digital hub, offering current information on facilities, access, and schedules.
The program matrix, a key element of this initiative, presents a detailed overview of all self-directed recreational opportunities within the department, assisting staff in program planning and development.
Agency Evidence of Compliance:
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Standard: The agency shall offer leader-directed recreation opportunities that provide recreation opportunities where participant involvement is directed by a leader, including skills instruction classes. Examples include tennis, crafts, dance; synchronized swimming performance; creative dramatics for children.
Suggested Evidence of Compliance: Provide examples of how the agency provides leader- directed recreation opportunities, including a list of such opportunities.
Narrative: In accordance with the Recreation Program Plan, PARD offers a wide variety of leader-directed programs and services, with staff or independent contract instructors facilitating the programs. The Rec-Beat activity guide provides comprehensive details on available leader-directed activities.
Agency Evidence of Compliance:
Standard: The agency shall facilitate assistance to individuals and groups of individuals that provide or want to provide recreation programs and leisure services independently from the agency. An example of facilitated programs and services is an individual or group that wishes to start a community theater organization; the agency may help initially by providing a meeting place, some administrative help in publicity, and "seed money” with the intent that the organization will become self-sustaining. Demonstration projects may be utilized for this purpose.
Suggested Evidence of Compliance: Provide examples of how the agency provides facilitated recreation opportunities, including a list of such opportunities.
Narrative: In accordance with the Recreation Program Plan, PARD collaborates with various organizations to offer services that address community needs. PARD provides indoor spaces, sports fields, support for programs and services, and assistance for special events.
Agency Evidence of Compliance:
6.1.5 EOC 1 Fee Exempt Procedures
6.1.5 EOC 3 CAPS Agenda/Booking
6.1.5 EOC 4 Cosponsored Events (MLK Parade)
Standard: The agency shall enter into cooperative agreements with public, commercial, and nonprofit entities to provide programming.
Suggested Evidence of Compliance: Provide current examples of cooperative programming with documentation, such as Memoranda of Understanding (MOU), Memoranda of Agreement (MOA), or partnership agreements.
Narrative: In accordance with the Recreation Program Plan, PARD uses a range of agreements to provide additional programs and services to its citizens. These agreements involve partnerships with nonprofit, private, and public entities, enabling PARD to expand its offerings to the community.
Agency Evidence of Compliance:
6.1.6 EOC 2 Dallas County VNA Agreement
6.1.6 EOC 3 Waterpark Groundlease and Operating Agreement
Standard: There shall be specific objectives established for programs and services that are reviewed periodically. Objectives shall be specific and measurable as to the actual outcome or impact desired by the program or service so that progress on meeting objectives can be evaluated (see standard 10.2 Outcomes Assessment). Objectives shall be defined by program area, such as nature, dance, music, sports, fitness, special events and they can be further defined into levels such as beginner, intermediate and advanced.
Suggested Evidence of Compliance: Provide measurable objectives for each program and service area and the last review.
Narrative: PARD ensures all programs are strategically aligned with community needs through the use of a Program Development Form, which requires staff to define goals, objectives, and target groups for proposed programs. The Program Matrix, updated each season, categorizes program objectives and highlights gaps in services, ensuring balanced and inclusive offerings.
Programs are promoted through the Rec-Beat Activity Guide, published three times annually, which organizes activities into categories such as Arts, Sports, and Camps. This guide includes program details, schedules, and pricing, making activities accessible and easy to find.
Agency Evidence of Compliance:
Standard: The content of agency programs shall be related directly to stated program objectives and shall provide for individual differences of interests, abilities (mental, social, physical), and backgrounds. Activities selected shall be suited to and contribute toward fulfillment of the basic physical, emotional, social, and intellectual requirements of individuals. The agency should take into consideration the total community offerings; some opportunities may be offered by other organizations, private, public, and non-profit.
Suggested Evidence of Compliance: Provide a matrix or listing of programs by fields, demonstrating clearly how the agency provides opportunities for proficiency levels, socioeconomic levels, racial and ethnic backgrounds, ages, and genders.
Narrative: The Program Matrix is updated each programming cycle or as classes are added and deleted at each location. It serves as a tool to help staff easily identify underserved populations and programming gaps to better serve the Garland community.
Agency Evidence of Compliance:
Standard: The agency shall proactively extend programs and services to residents who may be underserved in the community. To encourage participation in parks and recreation programs and services, agencies shall identify and address barriers that may limit access as demonstrated by the demographic profile of the community. Agencies should offer inclusionary support services to ensure access to programs and services for people of all abilities and all socioeconomic status.
Suggested Evidence of Compliance: Identify underserved populations (provide methodology and data used for this analysis), describe specific barriers including physical, social, financial, geographic, and cultural that limit participation and provide examples of outreach programs and services offered by the agency to meet the needs of these populations and overcome barriers to access.
Narrative: Garland is a diverse community, home to residents from a wide range of cultural, racial, ethnic, and economic backgrounds. According to the department's Master Plan, the poverty rate has risen significantly, increasing from 8.9% in 2000 to 15.7% in 2017, with some areas of the city experiencing rates above 30%. The senior population has also grown, representing 13% of the total population. The median household income is $60,814, which is below the state and national medians. Minority residents make up almost half of Garland's population, with Hispanic and Asian populations seeing the most significant increases.
To address these demographic changes, PARD has implemented proactive measures to ensure inclusivity. PARD reaches out to underserved populations by providing documentation in English, Spanish, and Vietnamese. Additionally, PARD offers a financial assistance program for qualifying residents so they may participate in program offerings. Programs like the Summer Nutrition Program and Senior Medical Transportation Program exemplify how PARD strives to cater to all abilities, interests, and age levels. Through these efforts, PARD aims to create an inclusive environment where all community members can thrive.
Agency Evidence of Compliance:
6.3.1 EOC 1 Master Plan Demographics
6.3.1 EOC 2 Spanish Documentation
Standard: The agency shall have a process to educate the general citizenry about the use of leisure time and the outcomes, benefits, values, and positive impacts of leisure and recreation services. The process shall be periodically evaluated for effectiveness. Educating the public about leisure and recreation shall be ongoing and systematic and should be done in cooperation with the community, e.g., schools, other leisure agencies, business, industry, and commercial recreation establishments.
Suggested Evidence of Compliance: Provide examples of the methods utilized by the agency to educate the community on the benefits, values, and impacts of leisure and recreation services to a diverse range of participants and non-participants. Provide the last review of effectiveness.
Narrative: PARD implements a comprehensive and ongoing community education process to inform the public about the benefits, values, and positive impacts of leisure and recreation services. This process is integrated with various communication strategies and partnerships to reach a diverse audience.
PARD utilizes multiple platforms to educate the community, including:
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City Press: Published bi-monthly, this publication highlights various city programs, events, and activities, providing residents with information on how to engage in leisure activities.
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Rec-Beat Activity Guide: Produced three times a year, this guide offers a comprehensive listing of available recreational programs, events, and services, ensuring that residents are aware of the opportunities to engage in leisure.
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Silver Scoop: A monthly publication specifically tailored to the senior community, focusing on recreational activities and events that promote active aging.
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Social Media: PARD actively uses social media to highlight park amenities, programs, and services, reaching a broad audience and encouraging community participation.
These educational efforts are periodically reviewed for effectiveness, as demonstrated using social media analytics. For instance, the After School Program, Fishing, and MLK Float Facebook posts have been analyzed to gauge community engagement and adjust strategies accordingly.
Agency Evidence of Compliance:
6.4 EOC 2 Rec-Beat Activity Guide
6.4 EOC 4 After School Program Facebook Post Analytics
6.4 EOC 5 Fishing Facebook Post Analytics
6.4 EOC 6 MLK Float Facebook Analytics
6.4 EOC 7 January Facebook Analytics
6.4 EOC 8 Issuu Rec-Beat Spring Statistics
6.4 EOC 9 Issuu Silver Scoop March 2025
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Standard: The agency shall have policies, procedures, or programs to educate and promote health and wellness in the community.
Suggested Evidence of Compliance: Provide the agency’s policies, procedures, or programs to educate and promote health and wellness in the community such as:
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Physical activity.
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Healthy food and beverage offerings.
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Nutrition education.
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Substance abuse prevention.
Also provide examples of implementation.
Narrative: PARD has implemented various programs and initiatives to promote community health and wellness. Programs such as The Body Shops provide fitness facilities to encourage physical activity, while the Senior Nutrition Program offers meals and health education for older adults. Other initiatives, such as community health fairs and fitness videos, further support healthy living across the community.
PARD also collaborates with partners like Intrinsic Foundation to provide healthy lunches for summer camp participants and youth in the community. Additionally, PARD organizes educational sessions within its programs, such as the presentation by the police department on safety and substance abuse at STARS Camp, helping to educate youth on important health and safety issues.
Through these efforts, PARD actively supports the health and well-being of residents of all ages, ensuring access to valuable resources and education.
Agency Evidence of Compliance:
6.4.1 EOC 2 Senior Nutrition Education Flyer
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Standard: The agency shall have “code of conduct” guidelines for appropriate participant and spectator conduct at programs and events, and the agency shall proactively inform and remind staff and all users about the code of conduct.
Suggested Evident of Compliance: Provide a copy of approved code of conduct for all users and describe how the users are informed of the code of conduct.
Narrative: PARD rules for recreation centers, sports fields, facility reservations, and fitness rooms are provided to all users at the time of registration. Rules are also reinforced by signage, such as pool rules posted at aquatic facilities.
Agency Evidence of Compliance:
6.5 EOC 1 Recreation Center Rules and Regulations for Recreation Center Identification Form
6.5 EOC 2 Sports Fields Reservation Rules
6.5 EOC 3 Recreation Center Reservation Rules
Standard: The agency shall have an established policy and procedures for potential concussion injury in any agency program or any authorized third-party program that use the agency’s facilities.
Suggested Evident of Compliance: Provide a copy of an approved concussion policy and /or procedure for addressing concussion protocol.
Narrative: PARD ensures safety through a Concussion Protocol focused on prevention, response, and recovery. The SOP guides staff in recognizing symptoms, enforcing safety measures, and acting promptly when a concussion is suspected. Individuals are removed from activities, referred for medical evaluation, and may only return with written clearance, following CDC recovery steps.
Agency Evidence of Compliance: