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Programming Goals
PARKS & RECREATION
VISION
To exceed our users expectations in our delivery of excellent parks, trails, public facilities, activities, programs, and services.
MISSION
“The mission of the Brownsville Parks and Recreation Department is to directly contribute to the City’s quality of life by providing exceptional programs, facilities, parks, and trails while celebrating and preserving the community’s natural and cultural heritage.”
DEPARTMENT SERVICE STRUCTURE
City Manager
Assistant City Manager
Parks & Recreation Dept. Director
Administration Athletics Aquatics Old City Cemetery Parks & Trails Recreation & Events
BASE LEVEL SERVICES
The department’s base level services broadly summarize the department’s activities and are reflective of the services required to meet City Commission Priorities and work in concert with the Comprehensive Plan. These service levels are more thoroughly enumerated in each department’s Work Plan.
• Develop a long-term financial plan for PARD consistent with the goals and objectives of the City Commission
Pillars, City Management goals, and support the initiatives and strategies as reflected in the PARD 2015
Master Plan and annual work plan. • Develop leadership and administrative functions to provide the additional needed staffing levels to move the
Department forward. • Foster leadership work at all levels, update and create policies and procedures on an annual basis. • Develop a strong and strategic approach to marketing programs, services, facilities, and events. • Leverage partnerships to achieve business outcomes and enhance service delivery. Strategies for Parkland & Trails
• Ensure the growth of the parks and trails system keeps pace with the needs of the community without outpacing the financial or organizational resources of the Department. • Oversight of a network of open space corridors and trails to connect neighborhoods, schools, commercial areas, and local destinations to parks and facilities. To link with regional, national, and international trail systems or parkland. • Encourage natural resource protection, ecological sustainability, and environmental awareness within Brownsville's parks and trails system. Strategies for Maintenance
• Bring parks and trails into compliance with health, safety, and welfare standards. • Establish and implement consistent and comprehensive maintenance standards for parks, trails, and facilities to uphold the quality of user experience and promote financial sustainability. • Promote financial sustainability by calculating and tracking the true cost of maintenance operations. • Develop and update design standards for parks, trails, and facilities that consider operational requirements, flexible uses, desired user experiences, and revenue generation. • Update and include staff and community on the department’s asset management plan with a lifecycle replacement schedule to govern capital investment in existing facility infrastructure. Strategies for Recreation Facilities
• Optimize the operation of facilities in the PARD system to meet the needs of the community. • Maximize the use of facilities to ensure sustainability and position as a source of pride to the community. • Strategically add facilities to serve the growing population and meet new recreation demands while ensuring financial sustainability. Strategies for Programs
• Utilize program management principles for all programs providing equitable service delivery, quality delivery, and long-term financial sustainability. • Utilize standard-based approach to program management to focus on quality service delivery and to support informed management decision-making. • Align program offerings with community needs and priorities. • Foster a volunteer system that builds advocacy and support for the PARD system. • Strategically design and offer selected special events within the BPARD system for regional economic impact.
VISION
To be the premiere sports venue in South Texas.
MISSION
The Brownsville Sports Park’s Mission is dedicated to providing premiere athletic venues to athletes and competitors, special event experiences and excellent customer service.
FACILITY SERVICE STRUCTURE
BASE LEVEL SERVICES
City Manager
Assistant City Manager
Parks & Recreation Director
Brownsville Sports Park
The department’s base level services broadly summarize the department’s activities and are reflective of the services required to meet City Commission Priorities and work in concert with the Comprehensive Plan. These service levels are more thoroughly enumerated in each department’s Work Plan.
The Sports Park is operated by the City of Brownsville Parks and Recreation Department through an operational agreement between the City of Brownsville and Brownsville Community Improvement Corporation. The City Manager designated the Parks and Recreation Director to manage the Operations Agreement and Joint Maintenance Contract for the facility. Constructed in 2008, the multi-million-dollar Sports Park is located on 150 acres of land in North Brownsville. It is considered the premier sports park in South Texas, and serves not only the local population, but the entire Rio Grande Valley and beyond.
Athletic Field features of the park include: • 5-Field Softball Complex • 10 Multi-Purpose Athletic Fields • 5,000 Seat, All-Weather Field Turf Regulation Soccer/Football Field w/ Dressing Rooms • 10 Sand Volleyball Courts • 1 BMX Bike Track
• 1 Skate Park w/ 16,00’ Concrete Bowl • 1 Walking/Jogging Asphalt Trail • 4 Outdoor Basketball Courts • 2 Lakes • 2 Party Pavilions • 2 Playground Area
Athletic fields are equipped with adequate spectator seating, computerized irrigation systems, lighting that typically exceeds youth and adult sport requirements, and electronic scoreboards. The fields are also equipped with state-of-the-art concession areas. Hosting players from age eight to adult, Brownsville Sports Park programs accommodate over 200,000 visitors, 2,500 games, and dozens of tournaments and community events each year. City of Brownsville and revenue-generating events take precedent; events are given the following priority order:
1. City of Brownsville Leagues, games and tournaments 2. Organized Events (Tournaments, Leagues, Games) 3. Schools 4. Parks & Recreation partners/sponsors (per agreement) 5. General public rentals 6. Brownsville Sports Park league practices Strategies for Administration, Finance, & Governance
• Develop a long-term financial plan for BSPC consistent with the goals and objectives of the City Commission
Pillars, City Management goals and objectives, Department goals and objectives, and support the initiatives and strategies as reflected in the PARD 2015 Master Plan and annual work plan. • Develop leadership and administrative functions to provide the additional needed staffing levels to move the
Division forward. • Foster leadership work at all levels, update and create policies and procedures on an annual basis. • Develop a strong and strategic approach to marketing programs, services, facilities, and events. • Leverage partnerships to achieve business outcomes and enhance service delivery. • All transactions are properly entered into City provided cash registers with a receipt given to each customer for services provided. • Monthly reports are provided for all financial transactions at each revenue source by the 15th of the month following the last day of the month preceding. • Bi-annually to every 4 years complete sport and market potential analysis. • All business provisions of contract with City (insurance, compliance with federal, state and local laws are regulations, non-discrimination, etc.) are consistently performed.
Strategies for Concessions
• Oversight and marketing to increase rentals of fields, dome, stadium, courts, track/trails, skatepark, and merchandise. • Targeted program goals for participant numbers in leagues, tournaments, clinics, programs, special events and promotions. • Actively seek to obtain customer satisfaction levels of programs, leagues, tournaments, clinics, special events. • Develop marketing efforts to be optimal return on investment and within budget allotment. • Capital Improvement dollars are invested at 100% of budget amounted each year by the city as planned to enhance the customer service and quality. • Track participant numbers and facility usage levels per amenity, and other KPI’s. • Cleanliness standards are 95%
• Develop and maintain fertilization, aeration, chemical, sand/top-dress, and irrigation schedule for each season for optimal turf growth. • Develop and implement mowing strategies for optimal turf growth and playable turf. • Maintain and implement and pest, thatch, mildew, mold, and weed control and prevention plan for optimal turf growth. • Maintain and implement live animal or creature control and prevention plan to minimize turf damage. • Maintain and upkeep machinery to optimize turf growth and conditions and prevent contamination. • Educate players to help take ownership in course maintenance to respect tradition and course etiquette for optimal playability. • Develop and maintain synthetic turf care and protocols.
Strategies for Customer Service
• Contracts, rules and information provided in writing and verbally to the customer. • Rentals scheduled easily via phone, through one-on-one contact, or online. • Signs showing all prices for goods and services; and customers receive receipts on all purchases. • Receipts are given for fees for all services. • Rules and regulations attractively displayed and communicated. • Information on promotions, leagues, lessons, etc., readily available at the front counter. • Use technology of concession, scoreboards, registration to optimize ease of use and customer experience.
Strategies for Facilities
• Administer a program, in conformance with the minimum standards set by the City, for maintenance shop, equipment rentals, furniture, and operating supplies. • Maintained in good condition in conformance with the minimum maintenance standards for the sports park. • Follow work plan to implement the minimum acceptable quality standards for operations as outlined below, and the training of employees and volunteers to meet these standards: • Optimize the operation of the facility to meet the needs of the community. • Maximize the use of the facility to ensure sustainability and position as a source of pride to the community. • Strategically add innovative revenue generating programs/BSP hosted events to serve the growing population and meet new recreation demands while ensuring financial sustainability.
VISION
To be the community’s premiere golf course to empower people’s lifelong health and wellness.
MISSION
The Brownsville Golf Center Mission is dedicated to providing affordable golf, serving our patrons, players of all ages, abilities, and enhancing their enjoyment of the game by providing a high-quality golf experience and great customer service.
FACILITY SERVICE STRUCTURE
City Manager
Assistant City Manager
Parks & Recreation Director
Brownsville Golf Center
BASE LEVEL SERVICES
The department’s base level services broadly summarize the department’s activities and are reflective of the services required to meet City Commission Priorities and work in concert with the Comprehensive Plan. These service levels are more thoroughly enumerated in each department’s Work Plan. Strategies for Administration, Finance, & Governance
• Develop a long-term financial plan for BEC consistent with the goals and objectives of the City Commission
Pillars, City Management goals and objectives, Department goals and objectives, and support the initiatives and strategies as reflected in the PARD 2015 Master Plan and annual work plan. • Develop leadership and administrative functions to provide the additional needed staffing levels to move the
Division forward. • Foster leadership work at all levels, update and create policies and procedures on an annual basis. • Develop a strong and strategic approach to marketing programs, services, facilities, and events.
• Leverage partnerships to achieve business outcomes and enhance service delivery. Where required, employee PGA credentials are maintained and in good standing • All transactions are properly entered into City provided cash registers with a receipt given to each customer for services provided • Monthly reports are provided for all financial transactions at each revenue source by the 15th of the month following the last day of the month preceding • Cash registers are available for daily polling by the City. • All business provisions of contract with City (insurance, compliance with federal, state and local laws are regulations, non-discrimination, etc.) are consistently performed.
Strategies for PROSHOP
• Oversight and marketing to increase Pro Shop sales of green fees, carts, and merchandise. • Targeted program goals for participant numbers in golf outings, leagues, tournaments, clinics, youth programs, family programs, special events and promotions. • Actively seek to obtain customer satisfaction levels of programs, leagues, tournaments, golf outings, clinics. • Develop marketing efforts to be optimal return on investment and within budget allotment. • Capital Improvement dollars are invested at 100% of budget amounted each year by the city as planned to enhance the customer service and quality of the golf course. • Track participant numbers and rounds of golf, for both 18-hole and 9-hole rounds, and other KPI’s. • Cleanliness standards are 95% and are met in the pro shop and restrooms.
strategies for Golf Course Maintenance
• Develop and maintain fertilization, aeration, chemical, sand/top-dress, and irrigation schedule for each season for optimal turf growth. • Develop and implement mowing strategies for optimal turf growth and playable roll able greens. • Maintain and implement and pest, thatch, mildew, mold, and weed control and prevention plan for optimal turf growth. • Maintain and implement live animal or creature control and prevention plan to minimize turf damage. • Maintain and upkeep machinery to optimize turf growth and conditions and prevent contamination. • Educate players to help take ownership in course maintenance to respect tradition and course etiquette for optimal playability.
Strategies for Customer Service
• Course rules and information provided verbally to the customer by the starters. • Tee-times scheduled easily via phone, through one-on-one contact, or through tee-time scheduling during or after hours. • Signs showing all prices for goods and services; and customers receive receipts on all purchases. • Receipts are given for fees for all services. • Rules and regulations, including dress codes, attractively displayed, and communicated by starters on the first-tee. • Information on promotions, leagues, lessons, etc., readily available at the front counter. • Scorecards and pencils readily available at the counter, on the golf cart and at the first-tee.
• Administer a program, in conformance with the minimum standards set by the city, for pro-shop, cart rentals and storage, driving range area and practice center operations, the club house, and all equipment, furniture, and operating supplies. • Maintained in good condition in conformance with the minimum maintenance standards for the golf course. • Follow work plan to implement the minimum acceptable quality standards for club house operations as outlined below, and the training of employees and volunteers to meet these standards: • Optimize the operation of the facility to meet the needs of the community. • Maximize the use of the facility to ensure sustainability and position as a source of pride to the community. • Strategically add innovative revenue generating programs/BEC hosted events to serve the growing population and meet new recreation demands while ensuring financial sustainability.
VISION
The Brownsville Events Center is dedicated to the enhancement of community gatherings and for the enjoyment of the residents of Brownsville by providing the upmost in customer service to all.
MISSION
The Brownsville Events Center’s mission is to create the desired environment to foster and facilitate events to create successful social and community functions that enrich our community.
PARKS & RECREATION – EVENTS CENTER
DEPARTMENT SERVICE STRUCTURE
City Manager
Assistant City Manager
Parks & Recreation Dept. Director
Brownsville Events Center
BASE LEVEL SERVICES
The department’s base level services broadly summarize the department’s activities and are reflective of the services required to meet City Commission Priorities and work in concert with the Comprehensive Plan. These service levels are more thoroughly enumerated in each department’s Work Plan.
• Develop a long-term financial plan for BEC consistent with the goals and objectives of the City Commission Pillars, City Management goals and objectives, Department goals and objectives, and support the initiatives and strategies as reflected in the PARD 2015 Master Plan and annual work plan. • Develop leadership and administrative functions to provide the additional needed staffing levels to move the Division forward. • Foster leadership work at all levels, update and create policies and procedures on an annual basis. • Develop a strong and strategic approach to marketing programs, services, facilities, and events. • Leverage partnerships to achieve business outcomes and enhance service delivery. Strategies for Parkland & Trails • Assist in the oversight of a network of open space corridors and trails of the Paseo Trails area connecting neighborhoods, schools, commercial areas, to the Brownsville Events Center and other local destinations. • Encourage natural resource protection, ecological sustainability, and environmental awareness within Brownsville's parks and trails system. Strategies for Maintenance
• Maintain compliance with health, safety, and welfare standards. • Establish and implement consistent and comprehensive maintenance standards for the facility, park, and trail, to uphold the quality of user experience and promote financial sustainability. • Promote financial sustainability by calculating and tracking the true cost of maintenance operations. • Develop and update design standards for the Brownsville Events Center, park and trail, and facilities that consider operational requirements, flexible uses, desired user experiences, and revenue generation. • Update and include staff and community on the asset management plan with a lifecycle replacement schedule to govern capital investment in existing facility infrastructure. Strategies for Facilities
• Optimize the operation of the facility to meet the needs of the community. • Maximize the use of the facility to ensure sustainability and position as a source of pride to the community. • Strategically add innovative revenue generating programs/BEC hosted events to serve the growing population and meet new recreation demands while ensuring financial sustainability.
