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HomeMy WebLinkAbout25-1673 03-25-2025RESOLUTION NO. 25-1673 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EULESS, TEXAS, ADOPTING A REVISION/UPDATE TO THE EULESS PARKS, RECREATION, AND OPEN SPACE MASTER PLAN; FINDING AND DETERMINING THAT THE MEETING AT WHICH THIS RESOLUTION WAS PASSED WAS OPEN TO THE PUBLIC AS REQUIRED BY LAW. WHEREAS, the City Council of the City of Euless recognizes the need for a revision to the city's Parks, Recreation, and Open Space Master Plan (the "Plan") to update the recreational facility priority rankings for implementation over the ten-year period of the "Plan"; and WHEREAS, in order to address immediate outdoor and indoor recreational needs and opportunities, the City of Euless has sought input from the citizens of Euless through a citizen survey, a public meeting and through consultation with city staff, and that input has been incorporated into the "Plan" update; and WHEREAS, the "Plan" update complies with Texas Parks and Wildlife Department master plan guidelines which allow for parks and recreation priorities to be periodically revised; and WHEREAS, the City Council determines that the "Plan" revision is reasonable and necessary. NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF EULESS, TEXAS, THAT: SECTION 1. The Euless Parks, Recreation, and Open Space Master Plan Revision is hereby officially adopted, as attached hereto and incorporated herein, for all intents and purposes. APPROVED AND ADOPTED at a regular meeting of the Euless City Council on March 25, 2025, by a vote of 6 ayes, 0 nays, and 0 abstentions. C;nda Martin, Mayor ATTEST: c -� k Sutter, TRMC, CMC City Secretary/Chief Governance Officer CITY OF EULESS MARCH 2025 DUNAWAy with PROS Consulting and National Service Research • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • ... •• rCity Council Linda Martin Mayor Tim Stinneford Place 1 Jeremy Tompkins Place 2 Eddie Price Place 3 Perry Bynum Place 4 Annabel Eads Place 5 Tika Paudel Place 6, Mayor Pro Tem Harry Zimmer Past Member Euless City Staff Chris Barker City Manager Loretta Getchell Past City Manager Steven Viera Assistant City Manager Lawrence Bryant Assistant City Manager Wes Rhodes Past Assistant City Manager Duane Strawn Director of Parks and Community Services Elizabeth Johnson Assistant Director of Parks and Community Services Randy Leach Parks Manager Resolution No. 25-1673, Page 3 of 79 Parks and Leisure Services Board Laird Leavoy John Raab Randy Jones Steve Doty Roger Sickler Magen Brown Gabriel Rosas Michael Dayton Zariyan Stark (Past Member) Advisory Committee Duane Strawn Elizabeth Johnson Jodie Dunn Chris Thames Randy Leach Derrick Fennell Rich Sharnsky Alex Harvey Wes Rhodes Randy Jones Consultants Anita Beard, PLA, ASLA Project Manager Philip Neeley, PLA, ASLA Park Planner Kourtney Gomez Park Planner Brian Trusty PROS Consulting Andrea Thomas National Service Research Melva Barresi National Service Resea 41 INTRODUCTION • 'METHODOLOGY A PARKS INVENTORY POPULATION DEMOGRAPHICS Resolution No. 25-1673, Page 4 of 79 STANDARDS ANALYSIS BENCHMARK ANALYSIS RECREATION PROGRAM ANALYSIS NEEDS ASSESSMENT PRIORITY RANKINGS 110 136 PLEMENTATION PPENDIX • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • r INTRODUCTION Resolution No. 25-1673, Page 5 of 79 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • INTRODUCTION •......•••••••••••••••••••••••••• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • ......••••••••••••••••••••••••... ......••••••••••••••••••••••••... The City of Euless has experienced managed growth over several decades, evolving from a rural community into a thriving residential and commercial hub. The City's growth has been fueled by its centralized location, excellent transportation options, closeness to both Dallas and Fort Worth, as well as its convenience to DFW Airport. The City of Euless remains committed to enhancing the quality of life for its residents through a wide range of recreational opportunities. The Parks and Community Services Department fulfills this by providing exceptional services and a balanced system of parks, trails, and recreational facilities. Euless offers 528 acres of parkland spread across 20 total parks (18 developed parks,1 undeveloped park, 1 golf course), as well as major indoor facilities. The City also features over 11 miles of trails. Through strong leadership, Euless has been enhancing its green spaces and recreational offerings to accommodate its diverse population, along with trails connecting the family -friendly community. Resolution o, This Parks, Recreation, and Open Space Master Plan will serve as a guide for the City's parks and recreational needs over the next five to ten years. It encompasses the entire City of Euless, including current and future parkland, trails, and recreational facilities. Developed in collaboration with City staff, community leaders, and citizen groups, the Master Plan also draws on the expertise of the Dunaway team who facilitated communication and strategic planning throughout the process. As a well-balanced planning tool, this Master Plan will help determine future development and improvements within the park system. The Master Plan provides a strategic framework for fiscal planning, funding, and project implementation with annual reviews to adjust priorities and respond to emerging community needs. The City's goal is to maintain a vibrant, balanced park system that will serve the residents of Euless today and into the future, while ensuring these spaces remain accessible and sustainable for generations to come. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • "To Provide and Promote Opportunities That Enhance the Quality of Life for all Euless Citizens." Euless Parks and Community Services Mission • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • PARKS, RECREATION & OPEN SPACE MASTER PLAN I 9 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • r METHODOLOGY Resolution No. 25-1673, Page 7 of 79 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • a. METHODOLOGY J Throughout the master planning process, the Dunaway team worked closely with City staff, the Euless Parks & Community Services, Park Board, and the City Council. Each of these groups provided significant input at key meetings that helped guide the process and gain consensus for the overall Master Plan. The Master Plan was prepared using a two- phase planning process. Phase I focused on the Inventory and Needs. Phase II involved Recommendations, Implementations & Preparation of the Master Plan document. PHASE 1: INVENTORY AND NEEDS ASSESSMENT DATA COLLECTION & BASE MAPPING The team prepared a base map from the GIS data provided by the City. The base map illustrated information such as existing park sites, schools, City facilities, drainage corridors, streets, etc. INVENTORY & FACILITY ANALYSIS The team was provided a current inventory of the entire park system. Team members and City staff performed a tour of the existing City parks and recreational facilities available throughout the City. Each site was documented for its existing conditions and amenities. POPULATION ANALYSIS & DEMOGRAPHIC TRENDS The team obtained the latest updates of demographic and population data from the U.S. Census Bureau and the Environmental Systems Research Institute, Inc. (ESRI). This included factors of population, race, housing, employment, income, and future growth. STANDARDS ANALYSIS The team utilized published recommendations developed by the National Recreation and Park Association (NRPA), as well as local DFW guidelines, for evaluating standards for both park acreages and facilities. BENCHMARKING The team coordinated with City staff to select communities in the DFW region or other parts of Texas with similar characteristics such as built -out communities, evolving demographics, and key urban spaces. RECREATION PROGRAM ANALYSIS PROS conducted a recreation program analysis based on current programs offered (age segment distribution, lifecycle analysis, core programs, similar providers/duplication, market position/methods, etc.) Recommendations are provided for program enhancements that result in successful & innovative recreation offerings. DEMANDS ANALYSIS & NEEDS ASSESSMENT With National Service Research leading this effort, a series of steps were utilized to determine the park and recreation needs of the community. This included focus groups, public open houses, and then a custom online survey through the City's website. From the feedback, the team was able to quantify the specific needs or desires of the citizens. ■ PHASE 2: MASTER PLANNING PRIORITY RANKINGS The team developed a priority criteria system for ranking high, moderate, and lower priority needs. From this criteria, a weighted priority ranking was established based upon input from the Citizen Survey, Park Board, Parks and Recreation Staff and the Dunaway team. ACTION PLAN The team prepared specific recommendations in an Action Plan that outlines renovations and new development of parks and recreational facilities to meet current and future needs within the community. IMPLEMENTATION PLAN An Implementation Plan was developed for potential projects within the Action Plan. This included funding recommendations that could be utilized over the next 10 years. PRELIMINARY MASTER PLAN The team prepared the Preliminary Park Master Plan document outlining the entire process, findings, and recommendations. This included preparing exhibits/maps for the items recommended with the Action Plan. FINAL MASTER PLAN The team prepared the Final Master Plan document. This task included final presentations to the Park Board and City Council. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • PARKS INVENTORY ••••• ••••• ••••• ••••• ••••• ••••• . Resolution No. 25-1673, Page 9 of 79 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • PARKS INVENTORY Utilizing information provided by City staff, a complete inventory of existing parks, recreation facilities and open spaces was compiled. From this inventory, the Dunaway team toured and photographed each park site in Euless. Acreage and amenity inventories for each of the City - owned parks were provided to Dunaway. The following pages provide a summary inventory of the existing parks and recreational facilities within the City. This includes park location, size, and list of amenities per park. (See page 41 for full park map) JA CARR PARK PLAYGROUND Resolution No. 25-1673, Page 10 of 79 • 4 OUTDOOR VOLLEYBALL COURTS 528 PARK ACRES 18 DEVELOPED PARKS EULESS FAMILY LIFE CENTER (52,300 S.F.) THE PRRKE RT TEXAS STAR 4 OUTDOOR TENNIS COURTS 4 OUTDOOR PICKLEBALL COURTS f,114114 EULESS FAMILY AQUATIC PARK THE PARKS AT TEXAS STAR SPORTS COMPLEX 13 DIAMOND SPORTS FIELDS 11 SOCCER FIELDS PARKS, RECREATION & OPEN SPACE MASTER PLAN I 17 BLESSING BRANCH PARK Address: 408 E. Denton Dr. Acres: 9.9 Classification: Neighborhood Amenities: • Grills • Pet Waste Stations • Swing Set • Tables • Lighted Trails BOB EDEN PARK +DI —Vitt rnLN 21a' 3.SL'ti'titi; .Y •la -,mow - P:?."...7 E ASP •' ,.A .,.. Address: 901 W. Mid -Cities Blvd. Acres: 83.63 Classification: Community Amenities: • Athletic Fields • Exercise Stations • Grills • Pavilion • Pet Waste Stations • Playground • Restrooms • Sand Volleyball Courts • Lighted Trails • Tennis Courts • Tables • Water Fountains 18 Resolution No. 25-1673, Page 11 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 19 GLADE PARK Address: Brazos Blvd Acres: 27.37 Classification: Undeveloped Amenities: • Pet Waste Stations • Trails HERITAGE PARK i•iAl[ia! VITA 'ildiAiiMIEIMili7<d8fi:2 "Afire-. Address: 201 Cullum Dr. Acres: 4.38 Classification: Neighborhood Amenities: • Benches • Grills • Pet Waste Stations • Playground • Tables • Trails 20 Resolution No. 25-1673, Page 12 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 21 J.A. CARR PARK Address: 508 Simmons Dr. Acres: 15.44 Classification: Neighborhood Amenities: • Benches • Gazebo • Grills • Pet Stations • Playgrounds • Restrooms • Tables • Trails • Water Fountains KIDDIE CARR PARK Address: 800 Pauline St. Acres: 4.03 Classification: Neighborhood Amenities: • Basketball Court • Greenhouse • Grills • Tables 22 Resolution No. 25-1673, Page 13 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 23 MAIN STREET GREENBELT Address: Main St. Acres: 2.73 Classification: Linear Amenities: • Benches • Trails MAIN STREET POCKET PARK Address: 331 Main St. Acres: 0.52 Classification: Pocket Amenities: • Benches • Gazebo 24 Resolution No. 25-1673, Page 14 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN 1 25 MIDWAY PARK Address: 300 W. Midway Dr. Acres: 21.24 Classification: Community Amenities: • Aquatic Park • Benches • Bike Racks • Grills • Natatorium • Pet Stations • Pickleball Courts • Playground • Practice Baseball Fields • Recreation Center / Senior Center • Tables • Trails • Water Fountains REFLECTION PARK Address: 1251 Fuller -Wiser Rd. Acres: 0.59 Classification: Pocket Amenities: • Benches 26 Resolution No. 25-1673, Page 15 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 27 SOUTH EULESS PARK Address: 600 S. Main St. Acres: 6.49 Classification: Neighborhood Amenities: • Basketball Court • Benches • Bike Racks • Grills • Tables • Pet Stations • Playground • Restroom • Splash Pad TEXAS STAR GOLF COURSE Address: 1400 Texas Star Pkwy. Acres: 129.47 Classification: Special Use Amenities: • 18 Holes • Raven's Grill • Conference Center IlII Uri illll itii!. tlI11 ! + ell • IiV +I1 ! �! II I lot! � � �',��� !IRIr�;�II!'� Ilp� � rlli+ +;,Hrl � NI I � � I ►`axiii � I+ Ii''�II � _� 28 Resolution No. 25-1673, Page 16 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 29 THE PARKS AT TEXAS STAR NORTH '��N_ III |�NN -�-- -~ ' . Address: 951 Highland Dr. Acres: 16.73 Classification: Special Use Amenities: ^ Bosebo|k3oftboUFie|ds ^ Bleachers ^ Concession Stand ^ Picnic Tables THE PARKS AT TEXAS STAR SOUTH Address: 1501 S. Pipeline Rd. Acres: 82.06 Classification: Special Use Amenities: ^ Bosebo|l/5oftboUFie|ds ^ Game Soccer Fields ^ Chi|d,en'sHealth Star Center ^ Playground ^ Po"|mn ^ Concession Stand ^ Restmnms ^G,iU, ^ Picnic Tables ^ Trails Resolution No. 25-1673, Page 17mf79 PARKS, RECREATION &OPEN SPACE MASTER pL^w | 31 THE PRESERVE AT MCCORMICK PARK Address: 2005 Fuller -Wiser Rd. Acres: 42.56 Classification: Neighborhood Amenities: • Amphitheater • Benches • Bike Racks • Fishing Pier • Gazebo • Grills • Tables • Pet Stations • Playground • Ponds • Trails • Water Fountains TRAILWOOD PARK Address: 500 Trailwood Dr. Acres: 7.43 Classification: Neighborhood Amenities: • Grills • Pet Stations • Playground • Tables • Trails • Water Fountains 32 Resolution No. 25-1673, Page 18 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 33 VILLAGES OF BEAR CREEK PARK Address: 1951 Bear Creek Pkwy. Acres: 46.18 W. PIPELINE GREENBELT Address: Pipeline Rd Acres: 1.14 Classification: Classification: Community °r,,r,.. j� y,� ' 14 Linear -i Amenities: • Amphitheater • Benches • Bike Racks • Exercise Stations • Grills • Pavilion • Pet Stations • Playground • Practice Fields • Tables • Trails • Water Fountains row PL si'1 ;'s• GREGOI PRESTN HOSPfTAtx'KWY Amenities: • Benches • Pet Waste Stations • Trail 34 Resolution No. 25-1673, Page 19 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 35 WEST PARK Address: 600 Westpark Way Acres: 20.31 Classification: Community Amenities: • Benches • Grills • Tables • Pet Stations • Playground • Practice Baseball/Soccer Fields WILSHIRE PARK Address: 315 Sierra Dr. Acres: 5.52 Classification: Neighborhood Amenities: • Benches • Fishing Pier • Grills • Tables • Pavilion • Pet Stations • Playground • Pond • Restroom • Lighted Trails • Water Fountain Resolution No. 25-1673, Page 20 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 37 EULESS PARKS INVENTORY PARK NAME BLESSING BRANCH BOB EDEN PARK GLADE PARK HERITAGE PARK J.A. CARR PARK KIDDIE CARR PARK MAIN STREET GREENBELT MAIN STREET POCKET PARK MIDWAY PARK REFLECTION PARK SOUTH EULESS PARK TEXAS STAR GOLF COURSE THE PARKS AT TEXAS STAR NORTH THE PARKS AT TEXAS STAR SOUTH THE PRESERVE AT MCCORMICK PARK TRAILWOOD PARK VILLAGES OF BEAR CREEK PARK WEST PARK WILSHIRE PARK W. PIPELINE GREENBELT ACRES 9.9 83.63 27.37 4.38 1 5.44 4.03 2.73 0.52 21.24 0.59 6.49 1 29.47 16.73 82.06 4 2.5 6 7.43 46.18 20.31 5.52 1.14 ADDRESS 408 E DENTON DR 901 W MID CITIES BLVD BRAZOS BLVD 201 CULLUM DR 508 SIMMONS DR 800 PAULINE ST MAIN STREET 331 MAIN STREET 300 W MIDWAY DR 1 251 FULLER -WISER RD 600 S MAIN ST 1400 TEXAS STAR PKWY 951 HIGHLAND DR 1501 S PIPELINE RD 2005 FULLER -WISER RD 500 TRAILWOOD DR 1951 BEAR CREEK PKWY 600 WESTPARK WAY 315 SIERRA DR PIPELINE RD CLASSIFICATION NEIGHBORHOOD COMMUNITY UNDEVELOPED NEIGHBORHOOD NEIGHBORHOOD NEIGHBORHOOD LINEAR POCKET COMMUNITY POCKET NEIGHBORHOOD SPECIAL USE SPECIAL USE SPECIAL USE NEIGHBORHOOD NEIGHBORHOOD COMMUNITY COMMUNITY NEIGHBORHOOD LINEAR Resolution No. 25-1673, Page 21 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 39 THE CITY OF EULESS CITY OF EULESS EXISTING PARKS MAP City Parks Trails Regional Veloweb Roadways Waterbodies City Limits 121 cemrm W. Pipeline Joaror xiyM1 Greenbelt — — r IWet I 1 Texas Star Golf Course 121 Via mo -- AN GladParke 1 Elementary Bob Eden Park �.� TrailwoParkod La'iTkewood hool TriScfigl M1 ElemZ2 Scld`iool ' Hol lnnovallonol The Parks at Te Star North The Paras Stks ar of 1 Tex 1 // Midway Parr Euless Family ❑rfe Cente Euless Junior " HigM1 SCM1ooI 183 Kiddie Carr Park' Oakwood Elementary E. Mid Cities Blvd. The Preserve of McCormick Park -11 anvood B Blessing Branch Porky- Main Pocket eT Park ,4J+R s. Euless .( Rierr�e�mry S EulessoutPhark 111111111L 360 Villareegesk Pofark Bear C fl ! I Heritage l Park �s� i NP11106 rft. ti►i — Intern tiona npo Bear Creek Golf Course •1, ok 360 1 —1 1 1 1 1 1 1 1 DUNAWAV NORTH 40 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 41 Resolution No. 25-1673, Page 22 of 79 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • r POPULATION & DEMOGRAPHIC Resolution No. 25-1673, Page 23 of 79 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • POPULATION & DEMOGRAPHICS Understanding the population and demographics of Euless is crucial for identifying the specific needs of its parks and recreation system. A community's population can be evaluated in various ways for park planning, taking into account both physical and financial factors. The usage patterns and preferences of residents shape public facility provision. The location, size, and amenities of parks should reflect the density and distribution of the population, as they are the primary users of these services. To better anticipate the future park and recreation needs in Euless, this section examines key demographic characteristics observed over the past five to ten years. ARBOR DAZE FESTIVAL No. 25-1673, Page 24 of 79 To effectively plan for the City's growth, it's essential to consider both current and projected population trends. Euless currently has a population of about 61,610 and is expected to grow to 69,100 by 2045, representing a 12% increase. To prepare for this growth, the planning team analyzed the City's existing park inventory to evaluate whether current facilities will meet the needs of the expanding population. This data -driven approach allows for strategic planning, ensuring that the City can expand or enhance park infrastructure, programs, and services to accommodate future growth and provide for the community's evolving recreational needs. 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 2000 2010 • •• •••••••••••.... .• •••••••� • • • • • • • • • • • • • ai"• • • • • • • • • • • • • • • • • • • • 2024 2030 2045 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 45 5% 6% 6% 5% 3% 2° 1 1 % 6% 3% POPULATION BY AGE 7% 10% 7% 7% 5% 7% ■ Under 5 ■ 5to9 ■ 10to14 ■ 15to 19 ■ 20 to 24 25 to 29 I 30 to 34 35 to 39 40 to 44 45 to 49 ■ 50 to 54 55 to 59 ■ 60 to 64 ■ 65 to 69 ■ 70 to 74 ■ 75 to 79 ■ 80 to 84 ■ 85 and Up 19% 25 TO 34 • White • Black or African American • American Indian and Native Alaskan • Asian • Native Hawaiin and Other Pacific Islander Some Other Race Two or More Races Euless is a diverse city, with nearly half of its population identifying as non -white, including African American, American Indian, Asian, and other racial and ethnic groups. The City also has a wide age distribution, encompassing young children, teens, adults, and seniors. Understanding this diversity is essential for tailoring park services to meet the needs of these various groups. For example, it can help prioritize improvements such as enhanced playground equipment, expanded access to trail networks, or additional recreational programming to better serve the community's varied interests and needs. 19% 10% 7% 3% 3% 5% HOUSEHOLD INCOME 17% 6% 12% 18% • Less than $10,000 • $10,000 to $14,999 • $15,000 to $24,999 • $25,000 to $34,999 • $35,000 to $49,999 $50,000 to $74,999 $75,000 to $99,999 $100,000 to $149,999 $150,000 to $199,999 $200,000 or more 46 Resolution No. 25-1673, Page 25 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 47 The City of Euless, Texas spans a total of 10,378 acres, with 3,228.6 acres located within the Dallas - Fort Worth International Airport (DFW Airport) and 7,150.2 acres outside the airport. Of the land outside the airport, 6,203 acres are developed, while 468.57 acres remain undeveloped. The City's unemployment rate stands at 3.8%. Euless is served by two school districts: Grapevine-Colleyville Schools and Hurst -Euless -Bedford Schools. Understanding the relationship between the City and DFW Airport is crucial because the airport plays a significant role in shaping Euless's economy, land use, and development opportunities. The airport's presence in the city limits provides substantial economic benefits, including job creation and business opportunities. However, it also impacts land availability, noise levels, and infrastructure planning, which can influence residential development and quality of life. Balancing these factors is essential for fostering growth while maintaining a livable environment for residents. Euless has limited undeveloped land, which means that while the City's population will continue to grow, the overall expansion is not expected to be exponential. This limited undeveloped space presents a challenge in maintaining enough parkland to support the community's recreational needs. As the City develops, it is essential to plan ahead and acquire parkland to ensure that residents have adequate green spaces and recreational opportunities. Strategically preserving and integrating parkland within the growing City is crucial to maintaining quality of life and providing essential public spaces, especially as Euless continues to evolve. This is further studied in our Standards Analysis in the following section. CITY OF EULESS STATS Total Acres in City 10,378 Acres within DFW Airport 3,228.6 Acres Outside of DFW Airport 7,150.2 Developed Acreage (Outside of DFW Aiprort) 6,203 Undeveloped Acreage (Outside of DFW Airport) 468.57 Unemployment Rate 3.8% Grapevine-Colleyville Schools Hurst -Euless -Bedford Schools Total Housing Units Occupied Housing Units Owner -Occupied Renter -Occupied Unoccupied Housing Units Median Owner -Occupied House Value (dollars) Average Household Size No Vehicles Available 1 Vehicle Available 2 Vehicle Available 3 Vehicle Available Count 25,731 24,005 9,484 14,521 1,726 $273,500 2.51 Count 662 9,691 9,725 93.3% 39.5% 60.5% 6.7% 2.8% 40.4% 40.5% 3,927 16.4% 48 Resolution No. 25-1673, Page 26 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 49 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • STANDARDS • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • ANALYSI • • • • • • • • • • • • • • • r Resolution No. 25-1673, Page 27 of 79 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • STANDARDS ANALYSIS mh. •..............................••••••••••••••••••••••••••••••• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • .................................••••••••••••••••••••••••••••• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • When the Dunaway team evaluated the current park system in Euless, it was important to understand the range of parks, recreation facilities, and other open space areas utilized for recreational activities. A key part of this evaluation was assessing needs of the present population as well as considering future growth. This Master Plan includes a selection of standards established by the National Recreation and Park Association (NRPA), especially applicable to mature communities like Euless. The NRPA standards have been the most widely accepted and used standards for decades. This section includes a comparison of Euless's current park system to NRPA standards based upon park acreage per population, as well as recreational facilities per population. EULS'S FAMILY LIFE CENTER AQUATICS PARK Resolutidn CRITERIA FOR STANDARDS The most common standards for park planning, as recognized by park and recreational professionals, are the published standards by the NRPA. As acknowledged in their publications, the NRPA recognizes the importance of establishing and using park and recreation standards as: c• G✓ A national expression of minimum acceptable facilities for the citizens of urban and rural communities A guideline to determine land requirements for various kinds of park and recreation areas and facilities A basis for relating recreation needs to spatial analysis within a community wide system of parks and open spaces One of the major structuring elements that can be used to guide and assist regional development aA means to justify the need for parks and open space within the overall land use pattern of a region or community The purpose of the NRPA standards is to present park and recreation space guidelines that are applicable for planning, acquisition, and development of parks systems. These standards should be viewed as a guide by those municipalities that use them. The standards are to be coupled with the expertise of park planners when evaluating a community to which they are applied. Variations in the standards can also be established to reflect the unique social and geographical conditions of the community. PARKS, RECREATION & OPEN SPACE MASTER PLAN I 53 PARK CLASSIFICATION SYSTEM As the team evaluated the Euless park system, the classifications were slightly revised of each park by type, size, service area, and acres per 1,000 population. In order to effectively evaluate the existing parks, the Dunaway team applied park standards per the NRPA classifications shown below: Pocket Park (Mini Park) is used to address limited, isolated or unique recreational needs of concentrated populations. Typically 1 /4 mile distance away, the size of a Pocket Park ranges between 2,500 square feet and 1 acre in size. These parks may be either active or passive, but speak to a specific recreational need rather than a particular density. NRPA standards for these parks are .25 to .50 acres per 1,000 population. Neighborhood Parks serve a variety of age groups within a limited area or "neighborhood". They range in size from 1-15 acres and generally serve residents within a 1/4 to 1/2 mile radius. The neighborhood park is an area for active recreation such as field games, court games, playgrounds, picnicking, etc. Facilities are generally unlighted and there is limited parking, if any, on site. NRPA standards for these parks are 1 to 2 acres per 1,000 population. Community Parks are larger than neighborhood parks and serve several neighborhoods. They range in size from 16-99 acres and serve the entire City. The community park may be a natural area or developed area for a variety of outdoor recreation such as ballfields, playgrounds, boating, fishing, swimming, camping, picnicking, and trail systems. NRPA standards for these parks are 5 to 8 acres per 1,000 population. Metropolitan Parks are large park facilities that serve multiple surrounding communities. They range in size from 100-499 acres and serve the entire City. The metropolitan park is a natural area or developed area for a variety of outdoor recreation such as ballfields, playgrounds, boating, fishing, swimming, camping, picnicking, and trail systems. NRPA standards for these parks are 5 to 10 acres per 1,000 population. Regional Parks are very large multi -use parks that serve several communities within a particular region. They range in size from 500 acres and above and serve those areas within a one hour driving distance. The regional park provides both active and passive recreation, with a wide selection of facilities for all age groups. They may also include areas of nature preservation for activities such as sight-seeing, nature study area, wildlife habitat, and conservation areas. NRPA standards for regional parks vary due to the specific site and natural resources. Special Use Areas and parks are for specialized or single purpose recreation activities. NRPA defines these areas such as historical areas, nature centers, marinas, zoos, conservatories, arboretums, arenas, amphitheaters, plazas or community squares. There are no specific standards for size or acreage since each community will vary. Linear Parks are built connections or natural corridors that link parks together. Typically, the linear park is developed for one or more modes or recreational travel such as walking, jogging, biking, in -line skating, hiking, horseback riding, and canoeing. NRPA does not have any specific standards for linear parks other than they should be sufficient to protect the resources and provide maximum usage. 54 Resolution No. 25-1673, Page 29 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 55 NRPA PARK ACREAGE GUIDELINES NRPA PARK ACREAGE GUIDELINES COMPARED TO CURRENT POPULATION Type Acres per 1,000 Size/Acres Service Area* Population Pocket Park 2500 S.F. - 1 Acre Less Than 1/4 Mile Distance in Residential Setting .25 - .5 ac/1,000 Neighborhood Park 1-15 Acres One Neighborhood 1/4 to 1/2 Mile Radius 1.0-2.0 ac/1,000 Community Park 16-99 Acres Several Neighborhoods 5.0-8.0 ac/1,000 Metropolitan Park 100-499 Acres Several Communities 5.0-10.0 ac/1,000 Within 1 Hour Driving Regional Park Several Communities 500+ Variable Within 1 Hour Driving Special Use Areas Varies Depending on Desired Size No Applicable Standard Variable Linear Park Sufficient Width to Protect the Resource and Provide Maximum Usage No Applicable Standard Variable 11.25-20.5 Total Ac/1,000 Population * The graphic on page 59 illustrates the service areas of each park facility in Euless existing system. Classification NRPA Guidelines for Population of 61,610 Difference Between NRPA Guidelines and Existing Euless Parks Existing Acreage Range Range Pocket Park 1.11 15.4025 - 30.805 (14.2925) - (29.695) Neighborhood Park 95.75 61.61 - 123.22 34.14 - (27.47) Community Park 171.36 308.05 - 492.88 (136.69) - (321.52) Regional Park 0 n/a n/a Special Use Park 228.26 n/a n/a Greenbelt/Linear Parks 3.87 n/a n/a Undeveloped 27.37 n/a n/a Total: 527.72 NRPA PARK ACREAGE GUIDELINES COMPARED TO FUTURE POPULATION (2045) Classification Difference Between NRPA Guidelines for NRPA Guidelines 2045 Population of and Existing 69,100 Euless Parks Existing Acreage Range Range Pocket Park 1.11 17.275 - 34.55 (16.165) - (33.44) Neighborhood Park 95.75 69.1 - 138.2 26.65 - (42.45) Community Park 171.36 345.5 - 552.8 (174.14) - (381.44) Regional Park 0 n/a n/a Special Use Park 228.26 n/a n/a Greenbelt/Linear Parks 3.87 n/a n/a Undeveloped 27.37 n/a n/a Total: 527.72 56 PARKS, RECREATION & OPEN SPACE MASTER PLAN 157 Resolution No. 25-1673, Page 30 of 79 T H E CITY OF EULESS CITY OF EULESS SERVICE AREAS MAP Pocket Parks (1/4 Mile Radius) Neighborhood Parks (1/2 Mile Radius) Community Parks (2 Mile Radius) 121 funk Hlyh Hlghxteh Coursr Teas Star Gollt I 121 i inn SEM Holl nevat V The PStaarkrsNorat th Texas The Parks arat Texas St Bob Eden Park City Hall & Library Trallwokod Par eek Pges ofark Bear C Euless Fameily Ltfr Cnte Reflection Park Eb C[ EE IMain Sheet Pocket Park 11 EHmeigh Schooss lent -' ��- Park Icaff M ark ..0.9I Kiddie --- io°ieii 1 CcarrPark�,-� EI memo South I\4 FF E Euless Park 1 Oakwood 11111—sI1 Ter,eee Elementary 11 1 A. ___ Watommrcuneoloityr C Dallas/Fort Worth International Airport Bear Creek Golf Course 1 1 1 1 1 1 1 1 1 1 • I The "1 0-Minute Walk" initiative, led by the Trust for Public Land (TPL), National Recreation and Park Association (NRPA), and the Urban Land Institute (ULI), aims to help municipalities provide equitable access to quality recreational spaces. The initiative recommends that all residents should live within a 10-minute walk, roughly half a mile, from a recreational facility, reflecting the typical distance people are willing to travel to access spaces. This standard serves as a benchmark for assessing the availability of recreational opportunities and resources close to home. This map shows the proximity of park facilities. DUNAWAy ORTH 58 Resolution No. 25-1673, Page 31 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN l 59 EULESS PARK ACCESS BASED ON POPULATION — — L _I Euless City Limits Census Block Group Public Parks Existing Community Park (serves 10,000) Neighborhood Park (serves 3,000) Other Public Park Population Served by Neighborhood and Community Parks 0% served Population data from Esri 2024 Demographics 0%1Served (2024): IIC>R7G,CV 100% served (2024): 2,24 00% (2024): ,5 00% (202 ): ,245 00% 41 1-4 (2024) ,448 00% (20-24): ,386 00% POP MCIMpt 2,082 1100% IIGR70C3 (2024) 2,507 00% (2024): 9,39@ 00% ,c3GR7GC7 (F2024): ,259 00% (2024): 9,347 9 gOR7GC5I (2024): 9 19(5 gGPYGCV (2024): 8'8111 00% Served (2024): 2,284 020* 92-2 9WA gG/R7G,C7 Pop (2024): 2,029 00% (2,024): ,280 00% Pli-P (2021: 2,341 00% Served (2024) ,4 00% (2024): Pop (2024)1. Ng. RAN J. r- • 6 0 Resolution No. 25-1673, Page 32 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 61 NRPA 2024 AGENCY PERFORMANCE REVIEW OUTDOOR PARK FACILITIES The National Recreation and Park Association (NRPA) gathers data annually from park and recreation agencies across the U.S. to provide a comprehensive snapshot of their performance. The 2024 NRPA Agency Performance Review aims to help agencies benchmark their metrics against peers nationwide, allowing them to identify strengths and areas for growth. To meet the varied needs, interests, and lifestyles of community members, park and recreation agencies must offer a diverse range of both indoor and outdoor facilities. These facilities are essential for supporting programming, activities, and recreational events, all of which contribute to the promotion of health and wellness. Outdoor parks and recreation areas, in particular, provide safe and inclusive spaces where individuals can gather, socialize, and stay active. The most common outdoor facilities include playgrounds or play structures (present in 93% of agencies), diamond fields (85%, such as baseball or softball fields), standalone basketball courts (84%), and rectangular fields (83%, for sports like soccer and lacrosse). Other frequently offered facilities include tennis courts (72%) and dog parks (68%). The table on this page allows for a comparison of the number of facilities in Euless with those of "All Agencies" and with jurisdictions of similar population size (between 50,000 and 99,000). Types of Facilities Median Number of Residents per Facility Percent of Agencies All Agencies Agencies with a Population of 50,000 to 99,000 Playgrounds or Play Structures 93% Diamond Fields 85% Basketball Courts Rectangular Fields 84% 83% Tennis Courts 72% Dog Parks Community Gardens Swimming Pools Skateboard Park Pickleball Volleyball Courts 68% 52% 49% 46% 42% 23% Splashpads 23% Disc Golf Course 20% 3,750 4,063 8,000 5,000 6,003 46,917 34,105 45,919 54,750 12,597 27,640 54,010 76,780 3,707 3,675 8,363 4,070 5,865 55,135 56,150 46,353 60,904 10,500 26,612 54,100 58,603 FACILITY DEVELOPMENT STANDARDS APPLIED TO EULESS The following chart compares activities/facilities recommended for a typical jurisdiction to what the City currently provides as well as compared to what should be provided to the City's projected population. Activity/ Facility Recommended Guidelines: Facilities Per Population Existing Facilities in Euless Recommended Guidelines: Facilities for Population of 61,500 Recommended Guidelines: Facilities for Projected 2045 Population of 69,100 Baseball Fields Basketball Courts (Outdoor) Football Fields Pavilion/Picnic Shelter Playgrounds 1 per 4,0001 13 1 per 5,000 2 2 1 per 20,000 2 1 1 per 3,0001 7 1 area per 1,000 2 15 Recreation Center 1 SF per person 52,300 Soccer Fields (League) Swimming Pool (Outdoor) Tennis Courts Trails Volleyball Courts (Outdoor) 1 per 4,0001 11 1 per 20,000 2 1 1 court per 2,000 2 4 1 mile per 4,000 2 12.6 1 per 5,0002 4 15 12 3 20 61 61,500 15 3 30 15 12 1 Dunaway recommendation for high use by Youth Sports. 2 Facility guidelines from NRPA guidelines as well as DFW area standards. 17 13 3 23 69 69,100 17 3 34 17 13 62 Resolution No. 25-1673, Page 33 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 63 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • r BENCHMARK ANALYSI Resolution No. 25-1673, Page 34 of 79 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • ENCHMARK ANALYSIS •••••••••••••••••••••••••..• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••••.... ••••••••••••••••••••••••.... The Euless Parks and Community Services Department ("Department") identified operating metrics to benchmark against comparable parks and recreation agencies. The goal of this analysis is to evaluate how Euless is positioned amongst peer best -practice agencies, therefore, the information sought was a combination of operating metrics that factor budgets, staffing levels, programming, and inventories. Information used in this analysis was obtained directly from each participating benchmark agency (when available) and information available through the National Recreation and Park Association's (NRPA) Park Metrics Database. Due to differences in how each system collects, maintains, and reports data, variances may exist. These variations can impact the per capita and percentage allocations, and the overall comparison must be viewed with this in mind. The benchmark data collection for all systems was complete as of August 2024, and it is possible that information in this report may have changed since the original collection date. In some instances, the information was not tracked or not available from the participating agencies, which is indicated by a blank space in the data tables where the information was missing. 171 Resolution No. 25-1673, Page 35 of 79 The agencies listed below were selected for benchmarking because they were communities of similar size, located in the greater Dallas -Fort Worth metro area, and had similar socioeconomic characteristics as that of Euless. These benchmarked agencies include the following: • Bedford Parks & Recreation • Colleyville Parks & Recreation • Grapevine Parks & Recreation • Hurst Parks & Recreation • North Richland Hills Parks & Recreation The table below lists each benchmark agency in the study, arranged by population per square mile. Agency Jurisdiction Type Population Jurisdiction Size Population (Sq. Mi.) per Sq. Mi. Bedford Parks & Recreation Grapevine Parks & Recreation Colleyville Parks & Recreation City City City 49,928 52,583 25,850 10.00 35.87 13.10 4,993 1,466 1,973 Euless Parks and Community Services City 61,610 16.20 3,803 Hurst Parks & Recreation City North Richland Hills Parks & Recreation City 39,304 70,663 9.90 18.30 3.970 3,861 Of all agencies examined, Euless's served population is on the higher end of the benchmarked agencies (at 61,610). Euless's jurisdiction size served (16.20 square miles), however, is closer to average, giving the community a middle -of -the -pack population per square mile (3,803) as a result. PARKS, RECREATION & OPEN SPACE MASTER PLAN I 67 SYSTEM INVENTORY The following tables provide a general overview of each system's inventory, including total park acreage, trail mileage, and recreation facilities. Assessing the level of service for park acres, Euless ranks near the middle of those agencies evaluated for amount of total park acres with 528 total acres owned or managed. In terms of acres per population, Euless has 8.57 acres per 1,000 residents, which is also in the middle of this analysis, but well below the NRPA median for agencies serving similar sized communities (11.2 acres of parkland per 1,000 residents). Euless owns and manages 1 1.25 total miles of trails resulting in 0.1 8 trail miles per 1,000 residents, which are both closer to the bottom of this analysis by comparison. This analysis also included a breakdown of each agency's parkland acres that are developed (and/ or regularly maintained) or undeveloped (mostly considered natural areas or open space), as well as the amount of trail mileage that is paved/hard surface trail and the amount that is unpaved/soft surface trail. Euless owns more developed acres (341.50) than acres of natural areas and open space (139.50) and owns more miles of paved/ hard surface trail (7.70) than unpaved/soft surface trail (3.55). The NRPA median is 19 total miles of trail, which Euless and several other benchmarked agencies fell short of. Agency Total Acres Owned or Managed Total Miles of Trail Owned or Managed Acres per 1,000 residents Trail Miles per 1,000 residents Grapevine Parks & Recreation North Richland Hills Parks & Recreation Colleyville Parks & Recreation Hurst Parks & Recreation 1,740 848 204 282 65.24 34.04 19.85 8.69 33.10 12.00 7.90 7.17 1.24 0.48 0.77 0.22 Euless Parks and Community Services 528 12.6 8.57 0.20 Bedford Parks & Recreation 180 4.80 3.60 NRPA Median for agencies serving 50,000 to 99,999: 11.2 acres of parkland per 1,000 residents 0.10 Agency Acres Developed / Regularly Maintained Acres of Natural Areas / Open Space Total Miles of Paved/Hard Surface Trail Trail Miles of Unpaved / Soft Surface Trail Grapevine Parks & Recreation North Richland Hills Parks & Recreation 1,440.42 588 300 51.33 13.91 217 29.04 5 Euless Parks and Community Services 528 139.50 7.70 3.55 Hurst Parks & Recreation Bedford Parks & Recreation Colleyville Parks & Recreation 238 172.91 137 47 7 60.50 8.69 4.80 16.60 NRPA Median for agencies serving 50,000 to 99,999: 19 total miles of trail 3.25 Each benchmarked agency was also benchmarked for their total number of developed parks, playgrounds, rectangular sports fields, and diamond sports fields. Euless was firmly in the middle of this section of the analysis, with 18 developed parks, 15 playgrounds, 11 rectangular fields, and 13 diamond fields. Agency Total Developed Parks Total Playgrounds Total Rectangular Sports Fields Total Diamond Sports Fields Grapevine Parks & Recreation 35 North Richland Hills Parks & Recreation 23 32 17 15 14 19 20 Euless Parks and Community Services 18 15 11 13 Hurst Parks & Recreation Colleyville Parks & Recreation Bedford Parks & Recreation 17 15 10 Finally, the benchmarking analysis also included the number of indoor recreation facilities and outdoor aquatic centers/pools owned or managed by each agency. Euless has one (1) indoor recreation facility that is roughly 52,000 square feet, resulting in the lowest amount of total square footage per 1,000 residents of all agencies evaluated in this analysis. Additionally, Euless offers two (2) aquatic centers/ pools (offering 87,367 total square footage), resulting in 1,418.07 square footage of outdoor aquatic centers/pools per 1,000 residents which is also the lowest of all communities evaluated. The full list of facilities can be found in the table below. 16 9 8 15 29 4 14 11 5 Agency Number of Indoor Recreation Facilities Total Indoor Recreation Facility Square Footage Number of Outdoor Aquatic Centers/ Pools Total Outdoor Aquatic Center/ Pool Square Footage Indoor Recreation Sq. Footage per 1,000 residents Outdoor Recreation Sq. Footage per 1,000 residents Colleyville Parks & Recreation Hurst Parks & Recreation Bedford Parks & Recreation Grapevine Parks & Recreation N. Richland Hills Parks & Recreation 2 2 49,600 76,126 91,000 110,000 86,000 2 2 3 1 209,524 97,139 740,520 1,918.76 1,936.85 1,822.62 2,091.93 1,217.04 5,330.85 1,945.58 10,479.60 Euless Parks and Community Services 1 52,300 2 87,367 848.89 1,418.07 68 Resolution No. 25-1673, Page 36 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 69 STAFFING This section compares staffing levels for each system by comparing each agency's Full -Time Equivalents (FTEs, or an agency's equivalent of full-time workers), Total FTEs dedicated to recreation programming, and Total part-time and/or seasonal employees. In general, agencies participating in the benchmark study ranged widely from heavily staffed to more limited staffing. Euless had 152 total employes, resulting in 53 total FTEs and 8.60 total FTEs per 10,000 residents, which was close to the bottom of the analysis for both categories and relatively low compared to the NRPA median for similar sized communities (75.8 total FTEs and 10.7 FTEs per 10,000 residents). Agency Total Total Full -Time Total FTEs per Employees Equivalent (FTEs) 10,000 Residents Grapevine Parks & Recreation 483 125 23.77 Colleyville Parks & Recreation 30 29 11.22 Hurst Parks & Recreation 44 11.19 North Richalnd Hills Parks & Recreation 142 76 10.76 Euless Parks and Community Services 152 53 8.60 Bedford Parks & Recreation 31 29 5.81 NRPA Median for agencies serving 50,000 to 99,999: 75.8 Total FTEs, 10.7 FTEs per 10,000 residents Operating Expense The table below details each agency's total FY2023 operating expenses, their operating expenses in terms of their system acreage, their operating expense in terms of their system acreage, and their total operating expenses in terms of their staffing. Euless ranks fourth among peer agencies for total operating expense ($4.6M), fifth in expense per acre ($8,674), and fourth in expense per FTE ($1 30,954). Euless, as well as all other agencies analyzed, is close to or above the NRPA Median of $9,108 expense per acre, as well as the NRPA median of $108,000 per FTE. Lastly, Euless had a 53% cost recovery (the amount of operating expenses recovered by earned revenue), which was good for the third highest in this analysis. It is important to note these results are based on and only as good as the data provided by the benchmark agencies. Agency Total Operating Expenses (FY23) Total Fees, Charges, and Earned Revenue (FY23) Operating Expense per Acre Operating Expense per FTE Cost Recovery N. Richland Hills Parks & Recreation $13,777,781 $16,557,608 $16,247 $93,726 120% Grapevine Parks & Recreation $16,489,874 $9,177,916 $9,475 $270,326 56% Euless Parks and Community Services $4,583,404 $2,417,296 $8,674 $130,954 53% Colleyville Parks & Recreation $1,754,848 $342,168 $8,590 $67,494 19% Hurst Parks & Recreation Bedford Parks & Recreation $8,278,747 $3,982,700 $1,074,979 $261,730 $29,357 $181,551 13% $22,137 $147,507 7% NRPA Median for agencies serving 50,000 to 99,999: $9,108 per acres, $108,000 per FTE, $8.00 million in an annual operating expenditures Additionally, the table below reveals the last three years of actual capital expenditures from FY2021, FY2022, and FY2023. These figures were then utilized to show the average annual capital investment for each agency. In this analysis, the top performing benchmark agencies are investing significant dollars into Capital Improvement Program (CIP) efforts each year, with all except one of the benchmarked agencies (including Euless) having average annual capital expenditures of over $1 million over the past three fiscal years. Euless itself is averaging $7.9 million annually in CIP expenses, with an increase in capital spending from FY22 to FY23 of nearly $3 million. In relation to population, Euless ranked second out of all benchmarked agencies in average annual capital expenditures per resident with $1 28.85. Agency FY21 Capital Budget FY22 Capital Budget FY23 Capital Budget Avg. Annual Capital Expenditures Avg. Annual Capital Expenditures per Resident N. Richland Hills Parks & Recreation $7,965,155 $8,135,605 $7,806,181 $7,972,314 $112.82 Euless Parks and Community Services $7,807,866 $6,772,723 $9,235,028 $7,938,539 $128.85 Colleyville Parks & Recreation $745,000 $5,415,000 $7,145,000 $4,435,000 $171.57 Hurst Parks & Recreation $2,516,371 $2,669,308 Grapevine Parks & Recreation $690,000 $1,162,000 Bedford Parks & Recreation $2,734,729 $1,162,000 $2,640,136 $1,004,667 The benchmarked agencies were also analyzed in their program specific operating expenditures, earned revenue, and cost recovery. This part of this analysis calculated cost recovery from specific program related operating expenditures and the revenue generated by those programs. Euless ranked fourth out of the analyzed agencies with a 1 16% cost recovery for their programs, as they earned back $2.0 million from the $1.7 million that was spent. Only two agencies in this analysis (Bedford Parks & Recreation and Hurst Parks & Recreation) did not record a full program cost recovery. Agency Total Operating Expenditures/ Budget for Programs Revenue Generated by Programs Programming Cost Recovery Colleyville Parks & Recreation $114,545 $249, 544 217.86% North Richland Hills Parks & Recreation $4,755,003 $8,921,988 187.63% Grapevine Parks & Recreation $792,832 $1,113,534 140.45% Euless Parks and Community Services $1,742,894 $2,025,738 116.23% Bedford Parks & Recreation $671,213 $212,001 31.58% Hurst Parks & Recreation $8,278,747 $1,074,979 12.98% 70 Resolution No. 25-1673, Page 37 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN 171 PROGRAMMING Lastly, the benchmarked agencies were analyzed by the number of participants (or contacts) they had in FY 2023 at recreation offerings. Euless ranked second highest in total number of contacts or participants, as well as second in the number of contacts or participants per population (with 376,346 participants and 6.11 participants per population). It is important to note that each agency likely measures contacts or participations differently, resulting in potentially misleading data. For example, some agencies have water parks or other ventures that were considered when counting the number of participations and registrations, potentially inflating those numbers. Grapevine specifically did not provide data for their number of participants or registrations Agency Number if Participations/ Registrations (FY2023) Participations/ Registrations per Population North Richland Hills Parks & Recreation Hurst Parks & Recreation 673,631 9.53 251,963 6.41 Euless Parks and Community Services 376,346 6.11 Bedford Parks & Recreation Colleyville Parks & Recreation Grapevine Parks & Recreation 62,100 1.24 10,318 0.40 SUMMARY While each of the agencies included in this analysis are high performing parks and recreation systems, it is important to note that each agency varies significantly in the size and scope of the parks and services they provide, making direct comparisons difficult. The power in this analysis is to identify areas where these agencies may most excel, providing opportunities for further discussion to better understand the factors to their success. For example, it is worth learning more about what is driving Colleyville Parks & Recreation to achieve a programmatic cost recovery of 218%, over 100% higher than any Euless. Similarly, it would be helpful to learn more about how North Richland Hills Parks & Recreation or Grapevine Parks & Recreation are able to have much higher yearly operating expenditures than the rest of the benchmarked agencies. Having Euless staff examine the areas of greatest contrast, especially as it pertains to programs and services, is where this benchmark is ultimately most meaningful. Specific areas where Euless performs well include total acreage, total diamond sports fields, outdoor aquatic centers and pools, total cost recovery, programmatic cost recovery, and capital budget. Areas that Euless has room for improvement in includes staffing, indoor recreation facilities (both in number and square footage), trail mileage, and total developed parks. When it comes to staffing and operating expenses, Euless is well staffed (with 200 total employees), but in terms of per capita staffing, the Department could add more FTEs to improve its standing in the analysis. In terms of operating expenses, the Department is on the higher end; Euless also possesses a healthy, relatively high amount of capital investments that will likely lead to improved infrastructure, space for programming, and new offerings in the near future. Overall, this benchmark analysis reveals that Euless is a stable, well performing parks and recreation system measured against its peers, with a moderate amount of growth still possible. The perspective gained through the peer comparison is valuable in identifying areas for improvement and establishing strategic goals to pursue. Ultimately, Euless should utilize these findings as a baseline comparison that provides key performance indicators (KPIs) to be tracked and measured over time. 72 Resolution No. 25-1673, Page 38 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 73 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • RECREATION €• PROGRAM ANALYSIS••••• Resolution No. 25-1673, Page 39 of 79 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • RECREATION PROGRAM ANALYSIS As part of the Euless Parks and Recreation Master Plan the consulting team conducted a Recreation Program Analysis of the services offered by the City's Parks & Community Services Department ("Department"). The assessment offers an in- depth perspective of program and service offerings and helps identify strengths, challenges, and opportunities regarding programming. The assessment also assists in identifying Core Program Areas, program gaps within the community, key system -wide issues, areas of improvement, and future programs and services for residents and visitors. The team prepared these program findings and recommendations based on a review of information provided by the Department including program descriptions, financial data, website content, and discussions with staff. This section addresses the program offerings from a systems perspective for the entire portfolio of programs. Resolution No: 5- EULESS FAMILY LIFE CENTER GY . Page 40 of 79 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • FRAMEWORK The Mission of the Department is to "Provide and promote Opportunities That Enhance the Quality of Life for All Euless Citizens.". To help meet this mission, the Department provides a broad range of youth and adult public recreational activities. These program offerings are supported with dedicated spaces which include parks, trails, the Euless Family Life Center, a Senior Center an Aquatic Park, and more. The following analysis is conducted and prepared under these categories: • Program Assessment Overview • Core Program Areas » Existing Core Program Areas • Major Program Type Descriptions, Goals, and Example Programs • Core Program Area Recommendations • Program Strategy Analysis » Age Segment Analysis Program Life Cycle Analysis » Program Classification Cost of Service and Cost Recovery Recommendations » Pricing • Program Startegy Recommendations • • • • • • • • • • • • • • • • • • PARKS, RECREATION & OPEN SPACE MASTER PLAN 1 77 PROGRAM ASSESSMENT OVERVIEW Below are some overall observations that stood out when analyzing the program assessment sheet: • Overall, the program descriptions/goals do an excellent job of effectively communicating to the public key benefits and desired outcomes of each Core Program Area. However, due to all programs falling into these four core program areas, there is a high concentration of programs in each one. As a result, these specific core program areas may benefit from being further split according to cost recovery goals, program grouping, or specific core program area missions and goals. • Age segment distribution is well aligned with the community's current population but will need to be monitored annually to ensure program distribution continues to match evolving Euless demographics. • Program lifecycles: Over 50% of the system's current programs are categorized in the growth lifecycle stage, while just 1 8% of programs fall into the mature lifecycle stage. A more complete description of Lifecycle Stages can be found later in this analysis. • Program Classification Distribution: 93% of individual programs are considered essential, while only 7% are considered important and none are considered value-added. This classification may be worth reexamining to better understand the intent and goals behind specific programming in terms of cost recovery and availability to residents. • Pricing strategies are varied across the board. Currently, the most frequently used approaches are pricing based on residency and age segment, with other pricing strategies used on occasion. This should be continued in addition to implementing some new and additional pricing strategies which can be found later in this analysis. Furthermore, it is essential to understand current cost of service for each core program area in order to determine ideal cost recovery goals. • Financial performance measures such as cost recovery goals are currently being utilized across Core Program Areas based on different program types, but not as consistently as they could be. Moving forward, it is recommended for staff to consider tracking cost recovery for all program areas as part of a Department - wide cost recovery goal. When doing so, the staff should factor in all direct and indirect costs pertaining to programming. A focus on developing consistent earned income opportunities would be beneficial to the Department's overall quest for greater fiscal sustainability. 0 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 1 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 1 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 0 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 0 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • CORE PROGRAM AREAS To help achieve the Department's mission, it is important to identify Core Program Areas based on current and future needs to create a sense of focus around specific program areas of greatest importance to the community. Public recreation is challenged by the premise of being all things to all people. The philosophy of the Core Program Area is to assist staff, policy makers, and the public to focus on what is most important to the community. Program areas are considered as Core if they meet a majority of the following criteria: • The program area has been provided for a long period of time (over 4-5 years) and/or is expected by the community. • The program area consumes a relatively large portion (5% or more) of the agency's overall budget. • The program area is offered 3-4 seasons per year. • The program area has wide demographic appeal. • There is a tiered level of skill development available within the program area's offerings. • There is full-time staff responsible for the program area. • There are facilities designed specifically to support the program area. • The agency controls a significant percentage (20% or more) of the local market. EXISTING CORE PROGRAM AREAS Through discussions with Department staff, (4) Core Program Areas were identified that are currently being offered to the Euless community. These Core Program Areas are all facilitated through different Departmental spaces, but ultimately contribute to the Department's mission while allowing staff to delegate programs and services appropriately. Euless's current Core Program Areas are outlined in the following section. Resolution No. 25-1673, Page 41 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 79 MAJOR PROGRAM TYPE DESCRIPTIONS. GOALS AND EXAMPLE PROGRAMS Across and within each of these Core Program Areas there are major program types that are designed to meet current and emerging needs of Euless residents. Those are described in the table below: DESCRIPTION: Adult programs focused on fitness, personal training, yoga, dancing, martial arts, and sports. GOALS: To provide and encourage a positive lifestyle that promotes a healthy atmosphere and the overall well-being of the adults in the community through progressive and inclusive fitness and recreational programs. DESCRIPTION: The vital role swimming and aquatic -related activities play in maintaining good physical and mental health, as well as enhancing quality of life for all ages. The crucial part water safety education plays in preventing drownings and recreational water -related injuries. GOALS: Provide safe and enjoyable aquatic activities to all our residents and guests, through programs and facilities for all ages and ability levels. Offer programs and activities at an affordable cost. Maintain relevant and innovative programs that promote positive physical and mental health. DESCRIPTION: Programs centered around social, fitness, and learning opportunities for senior residents. GOALS: To offer low cost, impactful senior programs that give seniors the opportunity to get active, socialize, and better themselves. DESCRIPTION: Youth programming that includes learning, dancing, sports, martial arts, camps, and other essential recreation offerings to the youth and parents of Euless. GOALS: To provide and encourage a positive lifestyle that promotes a healthy atmosphere and the overall well-being of the youth in the community through progressive and inclusive fitness and recreational programs. • Personal Training • Breakout Fitness • Yoga • Line Dance • Adult Taekwondo • Adult Pickleball • All Ages Swim Lessons • Water Aerobics • Lifeguard/CPR Training • Aquatic Park rentals and events • Book Club • Pilates • Easy Chair Fitness • Lunch N Learns • End of Summer Party • Bingo • Bunco • Toddler Time • Leader in Training • Summer Adventure Camp • Holt's Tumbling • Soccer Shots • Youth Taekwondo CORE PROGRAM AREA RECOMMENDATIONS The existing Core Program Areas and Program Types provide a generally well-rounded and diverse array of programs for the community. Based upon the observations of the consulting team as well as demographic and recreation trends information, Department staff should continue to evaluate Core Program Areas and individual programs on an annual basis in order to ensure offerings are relevant to evolving demographics and trends in the local community. Furthermore, based on key leadership/focus group input, community input, and discussions with Department staff, the following overarching recommendations are provided for the Core Program Areas. One primary issue Euless Parks and Community Services Department faces is the lack of indoor recreation spaces, which is predominantly limited to that the Euless Family Life Center. These spaces are already over -prescribed, facing considerably more demand than available capacity. Suggested potential solutions to these issues are included in the recommendations below. Adult Fitness Programming An area of strong demand for Euless Parks and Community Service programs is in the area of adult fitness and wellness. These programs could include but not be limited to fitness boot camps, personal training, sports conditioning, Zumba/dance/yoga programs, walking and running, CrossFit-type programs, and even specific sport training and skill building. The greatest challenges for Euless Parks and Community Services Department in expanding these programs are the limited and lack of indoor spaces, and availability of trained and reliable instructors. One consideration to help overcome the facility issues is to explore the development of adult programming that utilizes outdoor park spaces, of course with appropriate scheduling across different seasons to avoid putting participants in harmful heat or cold conditions. A strong example of this approach is the award - winning "Fitness in the Parks" program started and run by San Antonio Parks and Recreation Department. Other communities facing similar indoor facility limitations have addressed this issue through leasing appropriately sized and configured commercial spaces in strip centers, malls, and even repurposing abandoned grocery or box store spaces. A good example of the successful adaptive reuse of a former grocery store into an active adult lifestyle center by the municipal park and recreation department is The MAC in Westminster, Colorado. It should be noted that the city should plan for future maitenanace and staffing when consdiering a recreation center expansion or leasing additional spaces for programming. Resolution No. 25-1673, Page 42 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 81 Youth Sports Families with children are a substantial part of the residential population of Euless and demand for facilities often outstrips supply because of the popularity of youth athletic programs. Addressing this issue in the master plan should include the number and diversity of facilities, as well as amenities that improve usability (turf and lighting). Of course, the sports complex at Texas Star are expansive and provide a lot of opportunity based on the inventory of fields. There is strong demand for indoor recreation facilities especially basketball skills training, however with only one municipal gym in the community it is extremely difficult for the Department to serve these needs. The Department largely meets a lot of the demand for youth sports through successful partnerships with private youth sports organizations and clubs. Continuing to expand on the partnership model into a potential multi -sport partnership with a single organization could be another opportunity in the future. Diversifying Special Events The Euless community is highly diverse and expresses strong interest in community and special events that include but are not limited to arts, culture, music programs, food events, and family events. There are several existing festivals and community events that are extremely well attended, with none of them experiencing an apparent decline in participation. This does not come cis a surprise as many communities not only in north Texas, but across the U.S. are requesting an expanded definition of "recreation programming" from their municipal parks and recreation departments to include more arts, cultural, and STEAM experiences and opportunities. The consultant team has seen this in just about all communities they are recently working in, and particularly communities that are highly diverse and active similar to Euless. It is recommended the Department continue to provide the current high - quality events and programs in this area of focus, as well as explore additional events or programs that meet these interests and needs. PROGRAM STRATEGY ANALYSIS AGE SEGMENT ANALYSIS For this report, an Age Segment Analysis was completed by Core Program Area, exhibiting an over -arching view of the age segments served by different program areas, and displaying any gaps in segments served. It is also useful to perform an Age Segment Analysis by individual programs, in order to gain a more nuanced view of the data. The table below depicts each Core Program Area and the most prominent age segments they serve. Under each of the Department's Core Program Areas, `P' was indicated if that core program area serves a certain age segment as its primary demographic, `S' was indicated if that core program area serves a certain age segment as its secondary demographic, or a `P/S' was indicated if that core program area serves an age segment as both a primary and secondary demographic. Based on the age demographics of the Euless community, current program offerings seem to be well -aligned with the community's age profile. Euless does a great job of having offerings for all ages, as well as offering programs for more specific age groups. With a growing population of Seniors, the Senior Programs Core Program Area, served primarily through the Senior Center, is crucial to serving that population. Euless also does well to serve younger populations with other core program areas, through individual programs like swim lessons or Toddler Time through the Aquatics and Youth Programs core program areas. Beyond seniors and youth, the Department has also done a great job catering to the remainder of the community, by ensuring all age segments have dedicated programming geared towards them. Moving forward, it is recommended that the Department continues introducing new programs to address any potential unmet needs in the future. Particularly, the Senior Programs core program area as well as other 55+ programming, as the community's population is projected to continue aging over the next decade. Staff should continue to monitor demographic shifts and program offerings to ensure that the needs of each age group are being met. It would be best practice to establish a plan including what age segment to target, establish messaging, identify which marketing method(s) to utilize, create a social media campaign, and determine what to measure for success before allocating resources towards a particular effort. AGE SEGMENT ANALYSIS CORE PROGRAM PRESCHOOL ELEMENTARY AREA (5 AND UNDER) (6-12) TEENS (13-17) ADULT (18+) SENIOR (55+) ALL AGE PROGRAMS ADULT PROGRAMS AQUATICS SENIOR PROGRAMS YOUTH PROGRAMS P/S P/S s s Et P/S 11111111111111.111111 $ P rr P S P/S • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 82 Resolution No. 25-1673, Page 43 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 83 PROGRAM LIFE CYCLE ANALYSIS A Program Lifecycle Analysis involves reviewing each individual program offered by the Department to determine the stage of growth or decline for each. This provides a way of informing strategic decisions about the overall mix of programs managed by the Department to ensure that an appropriate number of programs are "fresh" and that relatively few programs, if any, need to be discontinued. This analysis is not based on strict quantitative data, but rather, is based on staff members' knowledge of their programs. The following table shows the percentage distribution of the various lifecycle categories of the Department's programs. These percentages were obtained by dividing the number of programs in each individual stage with the total number of programs listed by staff members. Overall, the Lifecycle Analysis depicts a heavy concentration of programs in their early lifecycle stages. Approximately 79% of all programs fall within the beginning stages (Introduction, Take -Off, & Growth), with 54% of those programs being specifically in the Growth stage. It is recommended to have 50%-60% of all programs within these beginning stages as they provide the Department an avenue to energize its programmatic offerings, so the Department has currently struck a healthy mixture of early staged programming throughout its core program areas. This balance is important as these early stages ensure the pipeline for new programs is there prior to programs transitioning into the Mature stage. However, according to staff, only 1 8% of all program offerings fall into the Mature Stage. This stage anchors a program portfolio, and it is recommended to have roughly 40% of programs within this stage in order to achieve a stable foundation. Though the Department is not fully meeting this, the high amount of early -stage programs (especially in the growth stage) indicate that there will be more mature programs in years to come. Additionally, 3% of the assessed programs are identified as being Saturated, with no programs currently identified as being Declining or No -Go (canceled). It is recommended to have less than 10% fall in these stages, so the Department is in great shape on that front. While the Department has a fairly young programming portfolio, it is still a natural progression for programs to eventually transition into Saturation and Decline Stages. If programs ever begin to reach these stages rapidly, it could be an indication that the quality of the programs does not meet expectations, or there is not as much of a demand for those programs. As programs move past the mature stage and enter into the Decline Stage, they must be closely reviewed and evaluated for repositioning or elimination. When this occurs, the Department should modify these programs to begin a new lifecycle within the Introductory Stage or replace the existing programs with new programs based upon community needs and trends. Staff should complete a Program Lifecycle Analysis on an annual basis and ensure that the percentage distribution closely aligns with desired performance. Furthermore, the Department could include annual performance measures for each Core Program Area to track participation growth, customer retention, and percentage of new programs as an incentive for innovation and alignment with community trends. LIFECYCLE ANALYSIS STAGES Mir DESCRIPTION INTRODUCTION TAKE -OFF GROWTH MATURE SATURATED DECLINE NO-GO NEW PROGRAM; MODEST PARTICIPATION RAPID PARTICIPATION GROWTH MODERATE, BUT CONSISTENT PARTICIPATION GROWTH SLOW PARTICIPATION GROWTH MINIMAL TO NO PARTICIPATION GROWTH; EXTREME COMPETITION DECLINING PARTICIPATION CANCELLED PROGRAMS ACTUAL PROGRAMS RECOMMENDED DISTRIBUTION DISTRIBUTION 15% 10% 54% 18% 3% 0% 0% 79% 18% 3% 50% - 60% TOTAL 40% 0% - 10% TOTAL PROGRAM CLASSIFICATION Conducting a classification of services analysis informs how each program serves the overall organization mission, the goals and objectives of each Core Program Area, and how the program should be funded regarding tax dollars and/or user fees and charges. How a program is classified can help to determine the most appropriate management, funding, and marketing strategies. Program classifications are based on the degree to which the program provides a public benefit versus a private benefit. Public benefit can be described as everyone receiving the same level of benefit with equal access, whereas private benefit can be VALUE-ADDED SERVICES described as the user receiving exclusive benefit above what a general taxpayer receives for their personal benefit. For this exercise, the Department used a classification method based on three categories: Essential Services, Important Services, and Value - Added Services. Where a program or service is classified depends upon alignment with the organizational mission, how the public perceives a program, legal mandates, financial sustainability, personal benefit, competition in the marketplace, and access by participants. The following graphic describes each of the three program classifications. Department Could Provide: with additional resources, it adds value to community, it supports Essential & Important Services, it is supported by the community, it generates income, has an individual benefit, can be supported by user fees, it enhances the community, and requires little to no subsidy. Department Should Provide if it expands & enhances core services, is broadly IMPORTANT supported & used, has conditional public support, there is a economic / social / SERVICES environmental outcome to the community, has community importance, and needs moderate subsidy. ESSENTIAL SERVICES Department Must Provide; if it protects assets & infrastructure, is expected and supported, is a sound investment of public funds, is a broad public benefit, there is a negative impact if not provided, is part of the mission, and needs significant (or full) subsidy. With assistance from staff, a classification of programs and services was conducted for all of the recreation programs offered by the Department. The results presented below represent the current classification distribution of individual recreation programs across all core program areas. Programs should be assigned cost recovery goal ranges within those overall categories. PROGRAM CLASSIFICATION DISTRIBUTION ESSENTIAL IMPORTANT VALUE-ADDED 0% 67% 33% Resolution No. 25-1673, Page 44 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN 1 85 Currently, the Department has an overwhelming number of Essential programs at 93%, which is a strong foundation for a Department's programming portfolio. However, as the Department continues to evolve to better meet the community's needs, there could be an added benefit to managing the services if they all were classified according to the Cost Recovery Model for Sustainable Services depicted below. VALUE-ADDED SERVICES IMPORTANT SERVICES ESSENTIAL SERVICES Individual Benefit; Exclusive benefit received by individuals and not the general public; individual pays at least 80% of the cost of service. 100%+ Considerable Individual Benefit; Nearly all benefit received by individuals, benefit to community in a narrow sense. 71 %-100 % Balanced Community & Individual Benefit; Benefits accrued to both individual and general public interests, but to a significant individual advantage. 51 %-70% Considerable Community Benefit; Recreational services benefits accrued to both the general public and individual interests, but to a significant community advantage. 20%-50% Community Benefit; Recreational services to be accessible and of benefit to all, supported solely or significantly by tax dollars. Given the broad range of cost recovery goals (i.e., 0%-40% for Essential Services or 40%-80% for Important Services), it would be helpful to further distribute programs internally within sub - ranges of cost recovery as depicted above. This will allow for programs to fall within an overall service classification tier while still demonstrating a difference in expected/desired cost recovery 0%-20% goals based on a greater understanding of the program's goals (e.g., Pure Community Services versus Mostly Community Services or Community and Individual Mix versus Mostly Individual Mix). From here, the Department can identify areas where further cost recovery could be found or reduced if necessary. COST OF SERVICE AND COST RECOVERY RECOMMENDATIONS Cost recovery targets should at least be identified for each Core Program Area at a minimum, and for specific programs or events when realistic. The identified Core Program Areas would serve as an effective breakdown for tracking cost recovery metrics including administrative costs. Currently, Adult Programs and Youth Programs are operating at a 100% cost recovery, which helps to supplement other areas of the Department's programming (like Senior programs where most programs are free or low cost). Theoretically, staff should review how programs are grouped for similar cost recovery and subsidy goals to determine if current practices still meet management outcomes. While there were some core program areas with cost recovery goals outlined by the Department, cost recovery should be considered a Department -wide effort and planned for as such. Determining cost recovery performance and using it to make informed pricing decisions involves a three -step process: 1. Classify all programs and services based on the public or private benefit they provide (as completed in the previous section). 2. Conduct a Cost -of -Service Analysis to calculate the full cost of each program. 3. Establish a cost recovery percentage, through Department policy, for each program or program type based on the outcomes of the previous two steps and adjust program prices accordingly. The following section provides more details on steps 2 & 3. Understanding the Full Cost of Service To develop specific cost recovery targets, full cost of accounting needs to be created on each class or program that accurately calculates direct and indirect costs. Cost recovery goals are established once these numbers are in place, and the Department's program staff should be trained on this process. A Cost -of -Service Analysis should be conducted on each program, or program type, that accurately calculates direct (i.e., program - specific) and indirect (i.e., comprehensive, including administrative overhead) costs. Completing a Cost -of -Service Analysis not only helps determine the true and full cost of offering a program, but it also provides information that can be used to price programs based upon accurate delivery costs. The graphic below illustrates the common types of costs that must be accounted for in a Cost -of -Service Analysis. JO Vehicle Cos 1 Tota Costs fo r 'lb, Program 4Contracted Debt Service Services Costs Ad m inistractive Cost Allocation 86 Resolution No. 25-1673, Page 45 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 87 The methodology for determining the total Cost - of -Service involves calculating the total cost for the activity, program, or service, then calculating the total revenue earned for that activity. Costs (and revenue) can also be derived on a per unit basis. Program or activity units may include: • Number of participants • Number of tasks performed • Number of consumable units • Number of service calls • Number of events • Required time for offering program/service Agencies use Cost -of -Service Analyses to determine what financial resources are required to provide specific programs at specific levels of service. Results are used to determine and track cost recovery as well as to benchmark different programs provided by the Department between one another. Cost recovery goals are established once Cost -of -Service totals have been calculated. Program staff should be trained on the process of conducting a Cost -of -Service Analysis and the process should be undertaken on a regular basis. Actual cost recovery can vary based on the Core Program Type, and even at the individual program level within a Core Program Area. Several variables can influence the cost recovery target, including lifecycle stage, demographic served, and perhaps most important, program classification. It is normal for programs within each Core Program Area to vary in price and subsidy level. The program mix within each Core Program Area will determine the cost recovery capabilities. With approved cost recovery goals, annual tracking, and quality assurance, actual cost recovery will improve. Use the key performance indicator on the previous page and update it annually to include the cost recovery goal and the actual cost recovery achieved. Each Core Program Type can be benchmarked against itself on an annual basis. 88 Resolution No. 25-1673, Page 46 of 79 Cost Recovery Best Practices Cost recovery targets should reflect the degree to which a program provides a public versus individual good. Programs providing public benefits (i.e., Essential programs) should be subsidized more by the Department; programs providing individual benefits (i.e., Value -Added programs) should seek to recover costs and/or generate revenue for other services. To help plan and implement cost recovery policies, the consulting team has developed the following definitions to help classify specific programs within program areas. • Essential programs category is critical to achieving the organizational mission and providing community -wide benefits and therefore, generally receive priority for tax - dollar subsidization. • Important or Value -Added program classifications generally represent programs that receive lower priority for subsidization. Important programs contribute to the organizational mission but are not essential to it; therefore, cost recovery for these programs should be high (i.e., at least 80% overall). Value -Added programs are not critical to the mission and should be prevented from drawing upon limited public funding, so overall cost recovery for these programs should be near or in excess of 100%. PRICING Pricing strategies are one mechanism agencies can use to influence cost recovery. The table below shows which core program areas utilize certain pricing strategies. Under each pricing strategy, an `X" was indicated if each core program area utilizes that specific strategy. Overall, the degree to which the Department uses various pricing strategies is thorough, with some specific strategies that the Department finds itself relying on more often. Currently, the Core Program Areas that utilize the largest variety of pricing strategies are Aquatics and Youth Programs (both utilizing 5 of 10 and 4 of 10 available pricing strategies respectively). Adult Programs utilize Residency and Group Discounts, while Senior Programs functions as a mostly free core program area that utilizes membership cards. The Department used Residency as a pricing strategy most often (which makes sense given the number of other nearby City populations for Euless), with Age Segment also being heavily used. The continued use of these pricing strategies, along with the use of additional pricing strategies like Prime / Non -Prime Time and By Location, will be useful to help stabilize usage patterns and help with cost recovery for higher quality amenities and services. Staff should continue to monitor the effectiveness of the various pricing strategies they employ and adjust as necessary. It is also important to regularly monitor local competitors and other similar service providers as an increase in competition may alter program pricing. The table to the right details pricing methods currently in place by each Core Program Area and additional areas for strategies to be implemented over time. PRICING STRATEGIES CORE PROGRAM AREA AGE SEGMENT FAMILY / HOUSEHOLD RESIDENCY STATUS BY BY WEEKDAY/ PRIME / NON- GROUP BY RECOVER CUSTOMER'S BY LOCATION COMPETITION WEEKEND PRIME TIME DISCOUNTS (MARKET RATE) GOALS ABILITY TO PAY ADULT PROGRAMS AQUATICS SENIOR PROGRAMS YOUTH PROGRAMS PARKS, RECREATION & OPEN SPACE MASTER PLAN I 89 PROGRAM STRATEGY RECOMMENDATIONS In general, the Department program staff should continue the cycle of evaluating programs on both individual merit as well as the program mix as a whole. This can be completed at one time on an annual basis, or in batches at key seasonal points of the year, as long as each program is checked once per year. The following tools and strategies can help facilitate this evaluation process: Mini Business Plans The consulting team recommends that Mini Business Plans (2-3 pages) for each Core Program Area be updated on a yearly basis. These plans should evaluate the Core Program Area based on meeting the outcomes desired for participants, cost recovery, percentage of the market and business controls, Cost -of -Service, pricing strategy for the next year, and marketing strategies that are to be implemented. If developed regularly and consistently, they can be effective tools for budget construction and justification processes in addition to marketing and communication tools. Program Development & Decision -Making Matrix When developing program plans and strategies, it is useful to consider all of the Core Program Areas and individual program analysis discussed in this Program Assessment. Lifecycle, Age Segment, Classification, and Cost Recovery Goals should all be tracked, and this information, along with the latest demographic trends and community input, should be factors that lead to program decision -making. Community input can help staff focus in on specific program areas to develop new opportunities for various target markets including the best marketing methods to use. A simple, easy -to -use tool like the figure below will help compare programs and prioritize resources using multiple data points, rather than relying solely on cost recovery. In addition, this analysis will help staff make an informed, objective case to the public when a program in decline, but beloved by a few, is retired. If the program/service is determined to have strong priority, appropriate cost recovery, good age segment appeal, good partnership potential, and strong market conditions the next step is to determine the marketing methods by completing a similar exercise as the one seen below. Program Evaluation Cycle (with Lifecycle Stages) Using the Age Segment and Lifecycle analysis, and other established criteria, program staff should evaluate programs on an annual basis to determine program mix. This can be incorporated into the Program Operating/Business Plan process. A diagram of the program evaluation cycle and program lfecycle is found in the figure below During the Introductory Stages, program staff should establish program goals, design program scenarios and components, and develop the program operating/business plan. Regular program evaluations will help determine the future of a program. If participation levels are still growing, continue to provide the program. When participation growth is slowing (or non-existent) or competition increases, staff should look at modifying the program to re -energize the customers to participate. When program participation is consistently declining, staff should terminate the program and replace it with a new program based on the public's priority ranking and/or program areas that are trending nationally/locally. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Marketing& Promotion Methods Program Idea (Nome or Concept): Marketing Methods Content Contact Developed Information Start Date Radio Email NooflmNon Friends&, Neighbors Gmaps Staff Promotion eEvents Internal Factors Class! kat(an Essential Important Discretionary Cast Recave Ran 0-40% Sponsorship/Partnership Market Competition Program Development Stage BEGINNINti Establish program goals Design program scenarios & components Conduct / operate program t Develop program operating/ business plan Program Evaluation Stage Conduct regular -+ evaluation based on established criteria Mature/Saturated Stages Look at market potential, emerging trends, anticipated participation, priority rankings, and evaluations to Modify Program t Update program goals / business plan and implement Slow to no participation growth Declining participation Sustained / growing participation Decline Stage Terminate program and replace with a new program based on public priority ranking, emerging trends, and anticipated local participation percentage 90 Resolution No. 25-1673, Page 47 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 91 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •• •• •• •• • ••••• ••••• NEEDS ••••• ••••• ••••• ••••• ••••• ••••• ••••• ••••• ••••• ••••• ASSESSMENT ••••• r Resolution No. 25-1673, Page 48 of 79 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • NEEDS ASSESSMENT National Service Research (NSR) completed a comprehensive research study for the City of Euless as part of the master plan. An important aspect of the Master Plan was to conduct a demand and needs assessment which involved citizen input. The purpose of the needs assessment study was to provide a foundation for the Park Master Plan that will provide guidance based upon citizen needs and priorities. NSR worked closely with Dunaway and the City staff throughout the research process. In order to complete this study effort, National Service Research and Dunaway conducted two public meetings on April 2, 2024 and April 4, 2024, to gauge and understand the needs of the citizens. Both public meetings were held at the Euless Family Life Center. Two focus groups were also conducted on March 28, 2024. 94,: PUBLIC Resolution No. 25-1673, Page 49 of 79 AT THE FAMILY LIFE CEN ••••••••••••••••••••••••••i • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • The results of these discussions assisted in the design of the survey document. The sampling plan included mailed postcards to all 4,000 household addresses. The postcard message directed residents to the online survey. The survey was posted on the Euless website and various social media sites. Postcards were mailed April 25, 2024. The survey closed June 24, 2024. A total of 633 respondents completed the entire survey. All questions were optional to answer, therefore, the number of respondents varied on each question from 887 to 633. The margin of error of this sample size at a 95% confidence level is plus or minus 4.1%. Euless has approximately 19,000 households, therefore, approximately 3.3% of the households completed a survey. The final step involved the specific ranking of priorities. Separate rankings were performed by the Citizen Survey, Parks Board, Park Staff, and the Dunaway team. These priorities were reviewed and confirmed in a follow-up meeting with all parties. This overall process led to clear priorities for Euless's parks system over the next five to ten years. ,••••,•••••••••••••••••••••.+••E�`1► ,•'I ••••;."•.• ••••••• • • • • • • • • • • ••• woo %•s1 -.•••••• •..••••••••• ••!'+4,u•jj� • ••••• ••••••. ••i• •i•�11 • • • •••••:•••• ., •,A -d W e PARKS, RECREATION & OPEN SPACE MASTER PLAN I 95 AWARENESS OF PARKS, RECREATION FACILITIES AND RECREATION PROGRAMS IN EULESS More than half of survey respondents find out about parks, recreation facilities and programs through the City of Euless website and social media. City of Euless website Facebook/social media Park & Rec Flyers/brochures Emails from City of Euless School district publications Youth sports associations Other 12% 6% 5% 15% '0% 1 5 0% 10% 20% 30% 40% 50% 60% QUALITY RATING PARKS AND RECREATION OPPORTUNITIES IN EULESS Most respondents, 90%, rated the quality of parks and recreational opportunities as excellent or good. LOO 80% 60% 40% 20% 0% _hi_ 7% All Respondents • No Opinion • Poor Somewhat Unsatisfactory Good • Excellent FREQUENCY OF USE: CITY OF EULESS FACILITIES This chart depicts the most frequently used park facilities in Euless. • At least weekly Trails/nature trails Special events Euless Family Life Center-Rec Center Playgrounds •At least monthly ■ At least quarterly ❑ Twice a year or less ■ Never 32% 20% 14% W118% 16% 3% 7% 30% 33% Euless Family Life Center -Aquatic Park Athletic fields (soccer, baseball, softball) Pavilions 12 Dog park ' Euless Family Life Center -Natatorium 8% 46% 55% 66% 67% Euless Family Life Center - Senior Center ILL Pickleball courts Splash pad Basketball courts Amphitheater Tennis courts Volleyball courts 69% 77% 3%1■ 7� 3% 3% 5% WA 79% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 96 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 97 Resolution No. 25-1673, Page 50 of 79 These are the programs household members would be most interested in participating. Program/Event Farmers Market 63 Festivals / Events 53 Fitness Classes / Events 42 Pickleball 35 Pilates / Yoga 35 Aquatic Programs - All Ages 34 Outdoor Nature Programs 32 Community Gardening 32 Arts & Crafts 32 Family Programs 27 Biking 27 Music / Dance 26 Senior Programs 24 Guided Nature Walks 24 Races (5K, 10K, etc.) 23 EULESS PROGRAMS OF INTEREST AGE GROUP INTERESTED IN EULESS RECREATION OR LEISURE PROGRAMS All age groups have interest in participating in a Euless recreation or leisure program. 45% of respondents 30 to 49 years of age have interest in a recreation or leisure program in Euless. Under 5 years of age 5 to 10 years of age 11 to 17 years of age 18 to 29 years of age 30 to 49 years of age 50 to 65 years of age Over 65 Fishing 2 None/not interested 3% Travel Programs 23 Youth Programs / Camps 22 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Adult Sports Leagues 20 Parent / Child Programs 18 Soccer 17 Birdwatching 17 Teen Camps / Programs 16 Disc Golf 15 Preschool / Toddler Programs 15 Recycling Education 15 Basketball 14 Tennis 14 Sand Volleyball 14 Baseball 12 Softball 10 Racquetball 9 Football 8 Rugby 3 Lacrosse 2 Cricket 2 Other 7 None / Not Interested 2 98 PARKS, RECREATION & OPEN SPACE MASTER PLAN 1 99 16% 20% 23% 23% 30% 45% Resolution No. 25-1673, Page 51 of 79 EULESS PARK FACILITY PRIORITIES EULESS FAMILY LIFER CENTER FACILITY PRIORITIES The mean score is a weighted calculation of the 4, 3, 2,1 scores excluding the no opinion responses. The priority rank lists the respondents (top three summed together) most important facilities or amenities. This data will assist with developing priorities for the master plan. Program/Event 4 - Very Important 1 - Not Important No Opinion Mean Score Additional Trails and Trail Connections Throughout the City Add Shade to Playgrounds More Special Events in Parks Additional Trail Connections with Neighboring Communities Additional Splashpad Additional Playgrounds Additional Benches / Seating in Parks Additional Outdoor Pickleball Courts Additonal Multipurpose Sports Fields (Football, Soccer, etc.) Additonal Dog Park Additional Practice Sports Fields (Soccer, Baseball, etc.) Additional Covered Picnic Pavilions Interpretive Signs in Parks / Trails Sport Courts (Volleyball, Basketball, etc.) Additional Fishing Piers Skate Park Disc Golf 100 Resolution No. 25-1673, Page 52 of 79 46 35 8 3 54 31 4 4 34 43 10 3 44 33 10 4 27 30 14 10 28 41 8 7 31 46 10 5 19 24 19 16 15 31 15 11 16 25 21 17 14 28 17 13 20 44 15 8 21 40 20 9 14 33 18 11 12 25 21 17 11 24 20 20 8 21 24 17 The mean score is a weighted calculation of the 4, 3, 2,1 scores excluding the no opinion responses. The priority rank lists the respondents (top three summed together) most important facilities or amenities. This data will assist with developing priorities for the master plan. Program/Event 4 - Very Important 1111111111 1 - Not Important No Opinion Mean Score 8 3.35 Expand Exercise / Fitness Area / Group Fitness Class Area 7 3.46 Indoor Walking / Jogging Track 10 3.19 Connecting Trails to the Facility 9 3.29 Indoor Play Area for all Abilities 18 2.90 Additional Basketball, Pickleball, Tennis, Badminton 15 3.07 Space for Seniors & Programs 8 3.12 Space for Teens & Programs 22 2.59 Space for Young Children & Programs 28 21 28 13 10 2.69 2.50 2.61 2.88 2.81 25 2.65 25 2.43 25 2.34 29 2.30 • Childcare (infant, toddler, youth spaces) Multiuse space for events, banquets, dances, etc. Dance studio Expand locker rooms/showers Gymnastics area Additional meeting rooms 37 38 7 4 14 3.24 38 37 10 5 10 3.21 36 39 9 3 13 3.23 33 37 8 5 17 3.19 23 29 16 10 22 2.84 27 39 9 6 19 3.08 23 40 9 6 21 3.01 24 37 9 7 23 3.00 29 28 14 10 29 2.80 17 29 21 10 23 2.70 11 24 24 10 31 2.52 13 27 23 9 28 2.61 12 25 20 10 33 2.56 5 16 30 18 31 2.10 WILLING TO PAY FUNDING OPTION SUPPORT 70% of respondents are willing to pay additional property taxes annually to help fund the improvement priorities suggested in this survey. 70% of respondents are willing to pay additional property taxes annually to help fund the improvement priorities suggested in this survey. 20% MORE THAN UP TO UP TO $200/YEAR $200/YEAR $100/YEAR UP TO $75/YEAR UP TO $50/YEAR 1 NO INCREASE Respondents had strong support for sponsorships and increased park improvement fees for developers as a funding strategy to pay for developing and maintaining park and recreation facilities/amenities. FACILITY 4 - STRONG SUPPORT 3 NO MEAN 2 1 -LOW SUPPORT OPINION SCORE SPONSORSHIPS (PRIVATE CONTRIBUTIONS FOR PROGRAMS, SUPPLIES, EQUIPMENT, ETC.) INCREASED PARK IMPROVEMENT FEES FOR 52% 24% 10% 7% 7% 3.29 35 27 14 9 15 3.03 DEVELOPERS VOTER APPROVED BOND PROGRAMS 35 23 14 18 9 2.83 INCREASED USER FEES 18 23 23 32 4 2.28 INCREASED PROPERTY TAXES 6 16 22 53 3 1.75 102 Resolution No. 25-1673, Page 53 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 103 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •• •• •• •• • ••••• ••••• PRIORITY ••••• ••••• ••••• ••••• ••••• ••••• ••••• ••••• ••••• ••••• RANKING ••••• r Resolution No. 25-1673, Page 54 of 79 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • a_PRIORITY RANKINGS • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 4111.1 Establishing clear priorities for the park system is essential for guiding a successful Master Plan. This allows City leaders to understand the importance of annual budgeting and strategies that will meet the needs throughout the Euless community. The priorities in this section are a result of incorporating the inventory of the current resources and citizen survey into a ranking of priority needs. At the completion of the citizen survey during the needs assessment phase, a method of ranking priorities was implemented. This method included using specific input from the citizen survey results, park board, park staff, and the Dunaway team. The following weighted values were assigned to each: Citizen Input / Survey Results (50%) The specific needs and requests by the Euless community as tabulated from the citizen survey. Parks Board (15%) The specific parks and recreation needs in Euless as identified by the appointed Parks Board. Parks & Community Services Staff (20%) The specific needs as identified by Park staff based upon recreation programs and demands upon resources. Dunaway Team (15%) The specific recommendations by the Dunaway planning team based upon assessing the unique needs of the Euless community, current park resources, demographic profile, and future demands for recreational resources. The results of the priority ranking were tabulated into three categories: Higher Priority, Moderate Priority, and Lower Priority. The table on the following page provides a summary of these priorities for Euless. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •.•. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • F+ ..•••••••••••••••••••••••••••• PARKS, RECREATION & OPEN SPACE MASTER PLAN I 107 RANK OUTDOOR PARK PRIORITIES 6 7 8 9 10 11 12 13 14 15 16 17 Add shade to playgrounds for children at parks Additional trails and trail connections throughout the City More special events in parks Additional trail connections with neighboring communities Additional benches/seating areas in parks Additional playgrounds for children Additional multipurpose sports fields Sport courts — volleyball, basketball, etc. Additional splash pad / water spray ground Additional covered picnic pavilions Additional outdoor pickleball courts Additional practice sports fields (soccer, baseball, softball) Additional dog park Interpretive signs in parks/trails — plant, bird, tree identification, etc. Additional fishing piers Skate park Disc golf HIGHER MODERATE LOWER RANK EULESS FAMILY LIFE CENTER PRIORITIES HIGH • • • • • • • • • • • • • • • • • 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Expand exercise/fitness area/group fitness class area • Connecting trails to the facility • Indoor walking/jogging track • Additional basketball, pickleball, tennis, badminton spaces • Space for seniors & programs • Indoor play area for all abilities • Space for young children & programs • Space for teens & programs • Childcare (infant, toddler, youth spaces) • Multiuse space for events, banquets, dances, etc. • Expand locker rooms/showers • Gymnastics area. • Dance studio • Additional meeting rooms • 108 Resolution No. 25-1673, Page 56 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 109 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • iL • • • • • • • • • • • • • • • • • • • • • € IMPLEMENTATION ••••• ••••• ••••• ••••• ••••• ••••• ••••• ••••• ••••• ••••• ••••• PLA� Resolution No. 25-1673, Page 57 of 79 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • IMPLEMENTATION PLAN a_ 1 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Ogee. ' -.iv' • .1741%.711kr.: 14101 -440:10.• 11 _NEL Community leaders and City staff understand the importance of developing a clearly outlined strategy to fund capital improvements across the entire park system. Maintaining and expanding park facilities will require a collaborative effort between staff and elected officials to identify both new park developments and the reinvestment in older parks. To fund these improvements, Euless has the opportunity to explore a range of funding sources that can expand the City's financial resources. These sources can be included when planning development budgets that could involve shared capital costs or long-term partnerships for operation and maintenance. Some of the most successful park systems in the country use these innovative funding approaches to ensure the continued excellence of their park system. PROPOSED ACTION PLAN The Proposed Action Plan provides a guide for park facility needs and identifies potential funding sources for future upgrades. It is recommended that City leaders implement the Action Plan in collaboration with other departments to maximize the public infrastructure benefits. As funding becomes available, the project timelines can be adjusted to prioritize emerging initiatives. This flexibility will allow the City to move forward with projects as necessary and create opportunities to direct resources toward long-term improvements. PARKS, RECREATION & OPEN SPACE MASTER PLAN 1 113 ACTION PLAN (Possible locations as noted: pending future funding and budgets) HIGHER PRIORITY ITEMS PARK FACILITY LOCATIONS FUNDING SOURCES ACTION PLAN ITEM Budget Ranges o_ - s a II 3 u L O O Z N .� _CI o_ N N C.)v m U o N u ac a a 22 o dc dLLd d0 OOa) o co O L aa oFFa o o 0 L N N > NI cG0-dd O d ON O •c O L Li T - v. O ,,,y 0- N0) o O N N 0 LU <n ooN 0 a .N w V c c 3 s 6 a a a 0) a °' o o Q ° ° o ssso 3 i- rE rE rE > En c • en = > Q a Oc c a N N a 0 a Fees / Charges Foundation / Gifts Friends Associations General Fund General Obligation Bonds Grants - TPWD Outdoor Program Grants - TPWD Recreational Trails Program Grants - Transportation Enhancement (TXDOT) Hotel / Motel Funds Interlocal Agreements Irrevocable Trust Naming Rights Park Dedication Fee Park Improvements Fee Partnerships Permits (Special Use Permits) Private Donations Reservations Revenue Bonds Sales 4B Tax (1 /2 Cent) Special Fundraisers Volunteerism / In -Kind Donations 1 Add Shade to Playgrounds for Children at Parks $75,000 - $150,000 range • • • • • • • 1 • • , • • • • • Li • „ • , • , • • • 1 2 Additional Trails and Trail Connections Throughout the City $550,000 - $1,000,000 per mile • • i i • • • • • • • • • • ••3 • • • II IT MoreSpecialEventsinParks Varies • • • • • • •••••••• •„••••ir 4 Additional Trail Connections with Neighboring Communities $550,000 - $1,000,000 per mile • • • • • 1 • , • • • • • • • • • , • „ • , • I • • • 5 Additional Benches / Seating Areas in Park $1,500 - $2,500 each • • • • • • • • • • • • , • • • • • •••••• • • • , • ,il • • 114 Resolution No. 25-1673, Page 59 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 115 ACTION PLAN (Possible locations as noted: pending future funding and budgets) PARK FACILITY LOCATIONS FUNDING SOURCES • ACTION PLAN ITEM Budget Ranges 6 Additional Playground for Children 7 Additional Mutipurpose Sports Fields 8 Sport Courts - volleyball, basketball, etc. 9 Additional Splashpad / Water Sprayground 10 Additional Covered Picnic Pavilions 11 Additional Outdoor Pickelball Courts $450,000 - $650,000 $400,000 - $500,000 per field $750,000 - $1,000,000 (artificial turf) Varies $750,000 - $1,500,000 $100,000 - $250,000 $225,000 for four courts Blessing Branch Park Bob Eden Park Glade Park Heritage Park J.A. Carr Park Kiddie Carr Park Main Street Greenbelt Main Street Pocket Park Reflection Park South Euless Park Texas Star Golf Course The Parks at Texas Star North The Parks at Texas Star South The Preserve at McCormick Park Trailwood Park Villages of Bear Creek Park W. Pipeline Greenbelt Wilshire Park • • • • • • • • • • • • • Corporate Sponsorships Fees / Charges Foundation / Gifts Friends Associations General Fund General Obligation Bonds Grants - TPWD Outdoor Program Grants - TPWD Recreational Trails Program Grants - Transportation Enhancement (TXDOT) Hotel / Motel Funds Interlocal Agreements Irrevocable Trust Naming Rights Park Dedication Fee Park Improvements Fee Permits (Special Use Permits) Private Donations Reservations Revenue Bonds m Sales 4B Tax (1 /2 Cent) Special Fundraisers Volunteerism / In -Kind Donations I r- 11•11111.- 116 Resolution No. 25-1673, Page 60 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 117 ACTION PLAN (Possible locations as noted: pending future funding and budgets) LOWER PRIORITY ITEMS PARK FACILITY LOCATIONS FUNDING SOURCES ACTION PLAN ITEM Budget Ranges - m va a) a 0- L a Y L.) 0_V°Y0O a o_ a 0- 'Ti,'Ti,a 0_ m c O0_0_ 0 N N 0- c a) O a) 0- a) i U T O 7 g) -0 a) O a) to to a } U-I fn .V, w V c c a) _ N °' o a m Q-0 5 5-a m 70 m m m 3_; 2 - L 7 d Z to _ a £ Y O CS O a) _SI e5 ua) a a lN 0 H H Ya) m = a a > 0- a) a a N -0 O •C - - ,n O u, -N O O O a) a 0_ 0_ 0_ 2 0- - - - a a rE rE rE 5 3 �C O 0_ N °' 3 a 0_ a) F" ca .71 } > Q Q c LOca Q- 8 Q u ,_c S u a a) w -- \U O -a -o 7 2 • Friends Associations • • • • General Fund • • • • • General Obligation Bonds • • Grants - TPWD Outdoor Program • Grants - TPWD Recreational Trails Program JGrants - Transportation Enhancement (TXDOT) 1 • J Hotel / Motel Funds O • .1 Permits (Special Use Permits) • • • - • Private Donations • -m Reservations N • M • Revenue Bonds Sales 4B Tax (1 �2 Cent) m Volunteerism / In -Kind Donations 12 Additional Practice Sports Fields (soccer, basketball, softball) $300,000 range per field 1 • • •II 1 I 1 1 _I.I111 D . • Ell • III 13 Additional Dog Park $500,000 - $1,000,000 • mion Interpretive Signs in Parks / Trails - plant, bird, tree 14 $1,500 - $2,500 per sign identification, etc. • • • 15 Additional Fishing Piers $400,000 range • AN 16 Skate Park Varies • • • • , • 17 Disc golf $20,000 - $30,000 • 118 Resolution No. 25-1673, Page 61 of 79 T H E CITY OE EULESS CITY OF EULESS HIGHER PRIORITIES BY PARK BLESSING BRANCH PARK OADD SHADE TO PLAYGROUNDS °ADDITIONAL TRAIL CONNECTIONS WITH NEIGHBORING COMMUNITIES ©ADDITIONAL BENCHES / SEATING AREAS IN PARKS BOB EDEN PARK ©MORE SPECIAL EVENTS IN PARKS ©ADDITIONAL BENCHES / SEATING AREAS IN PARKS GLADE PARK @ADDITIONAL BENCHES / SEATING AREAS IN PARKS HERITAGE PARK ©MORE SPECIAL EVENTS IN PARKS @ADDITIONAL BENCHES / SEATING AREAS IN PARKS JA CARR PARK @ADD SHADE TO PLAYGROUNDS @MORE SPECIAL EVENTS IN PARKS @ADDITIONAL BENCHES / SEATING AREAS IN PARKS KIDDIE CARR PARK ©ADDITIONAL TRAILS AND TRAIL CONNECTIONS THROUGHOUT THE CITY @ADDITIONAL BENCHES / SEATING AREAS IN PARKS MAIN STREET POCKET PARK ()ADDITIONAL BENCHES / SEATING AREAS IN PARKS MIDWAY PARK @INDOOR RECREATION CENTER EXPANSION @ADD SHADE TO PLAYGROUNDS ©ADDITIONAL TRAILS AND TRAIL CONNECTIONS THROUGHOUT THE CITY ©MORE SPECIAL EVENTS IN PARKS @ADDITIONAL BENCHES / SEATING AREAS IN PARKS SOUTH EULESS PARK OADD SHADE TO PLAYGROUNDS ©ADDITIONAL TRAILS AND TRAIL CONNECTIONS THROUGHOUT THE CITY @ADDITIONAL BENCHES / SEATING AREAS IN PARKS THE PARKS AT TEXAS STAR NORTH ©ADDITIONAL TRAILS AND TRAIL CONNECTIONS THROUGHOUT THE CITY @MORE SPECIAL EVENTS IN PARKS 121 cemrm Junior High HigM1 ichool i THE PARKS AT TEXAS STAR SOUTH OADD SHADE TO PLAYGROUNDS ©ADDITIONAL TRAILS AND TRAIL CONNECTIONS THROUGHOUT THE CITY @MORE SPECIAL EVENTS IN PARKS ©ADDITIONAL BENCHES / SEATING AREAS IN PARKS THE PRESERVE AT MCCORMICK PARK OADD SHADE TO PLAYGROUNDS ©ADDITIONAL TRAILS AND TRAIL CONNECTIONS THROUGHOUT THE CITY @MORE SPECIAL EVENTS IN PARKS °ADDITIONAL TRAIL CONNECTIONS WITH NEIGHBORING COMMUNITIES @ADDITIONAL BENCHES / SEATING AREAS IN PARKS TRAILWOOD PARK ©ADDITIONAL TRAILS AND TRAIL CONNECTIONS THROUGHOUT THE CITY @ADDITIONAL BENCHES / SEATING AREAS IN PARKS VILLAGES OF BEAR CREEK PARK ©ADDITIONAL TRAILS AND TRAIL CONNECTIONS THROUGHOUT THE CITY @MORE SPECIAL EVENTS IN PARKS °ADDITIONAL TRAIL CONNECTIONS WITH NEIGHBORING COMMUNITIES @ADDITIONAL BENCHES / SEATING AREAS IN PARKS WEST PIPELINE GREENBELT ©ADDITIONAL TRAILS AND TRAIL CONNECTIONS THROUGHOUT THE CITY °ADDITIONAL TRAIL CONNECTIONS WITH NEIGHBORING COMMUNITIES @ADDITIONAL BENCHES / SEATING AREAS IN PARKS WEST PARK ©ADDITIONAL TRAILS AND TRAIL CONNECTIONS THROUGHOUT THE CITY °ADDITIONAL TRAIL CONNECTIONS WITH NEIGHBORING COMMUNITIES WILSHIRE PARK OADD SHADE TO PLAYGROUNDS @ADDITIONAL TRAILS AND TRAIL CONNECTIONS THROUGHOUT THE CITY ©MORE SPECIAL EVENTS IN PARKS @ADDITIONAL BENCHES / SEATING AREAS IN PARKS 1'2-3-5 — — r 1 West Park ©Qi ikI511 Greenbelt 000 Texas Star Golf Course 121 •. — - n"•r71.: The Pa- rks at Texas ©A• " Star North 1 L NI The Parks at A Texas Star South p©©© 1 j/ 47ArkarlaOir 1� Plade (� r • 1 r-1 Re Pm if ©©BoParken 1110 111 TraPark d ©0 EI -c7E ry twri 0 Q VE 0000 MidwaY E MidwaY ar. TriScfiglh —'•{' Miawayran Elementary gcM1ool Kiddie • "x ormony sgnool Carr Park© i �•.' rmnoym�on � o ek aoea � Elementary Euless Family ❑fe Center High Scho E. Mid Cities Blvd. The Preserve at McCormick Park OQ E�Rdi 3 4 5 BrancPa BlesshingrkQV0 /►V- E. Midway DA Arbor Cenforyreek Elem Po Mkeain Stret Paerk ct 'ii 1 3 lea Ai, WI ?' ,"' r "age f JA.. C Park arr � o e a.momil" 1 hme�'tary South _� Euless Park 0 1l11i ‚HP 360 Dallas/Fort Worth International Airport Course Nen wan Nos 1 1 1 1 • City Parks Trails Regional Veloweb Roadways Waterbodies City Limits DUNAWAy Resolution No. 25-1673, Page 62 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 121 DEVELOPMENT PRIORITIES The following list is ordered based on existing conditions, needs list, and anticipated funding: 1 Midway Park 2 South Euless Park 3 Kiddie Carr Park 4 J.A. Carr Park 5 The Parks at Texas Star South 6 West Park 7 Villages of Bear Creek 8 Bob Eden Park 9 The Preserve at McCormick Park 10 Trailwood Park 11 Heritage Park 12 Glade Park 13 Blessing Branch Park 14 The Parks at Texas Star North 15 Wilshire Park 16 West Pipeline Greenbelt a ▪ •••••••••••••••••••••••••••••••••••. •••••••••••••••••••••• ▪ ••••••••••••••••••••••••••••••••••••••••••••••••••••••••R•• ▪ ••••••••••••••••••••••••••••••••••••••••••••••••••••••••sty'' 11•••••••••••••••••••••••••••••••••••4 ••••••••••••••••••••� 1•••••••••••••••••••••••••••••••••••• •••••••••••••••••••••• Resolution No. 25-1673, Page 63 of 79 PRIORITIES BY PARK Each park and its program for improvements have been categorized into the following three groups and address the following: RE-CREATE: Provide new investment to update dated park features that are beyond their lifecycle. REVIVE: Provide new and updated park elements to expand the recreational offerings within the park. RE -ENVISION: Create a completely new vision and program for redevelopment of the park. BLESSING BRANCH PARK Address: 408 E. Denton Dr. Acres: 9.7 Classification: Neighborhood Master Plan: No DD / CD: No Purpose of the Park: Blessing Branch is a small park on the southside of Denton Dr. There is a new .6-mile concrete trail and 2 picnic pads along the trail that spans from Main St to Fuller Wiser Rd. There is a small parking lot in the center of the park with a swing set and covered bench. RE-CREATE 5 10 REVIVE RE -ENVISION Add Shade to Playgrounds Additional Trail Connections Additional Benches / Seating Areas Additional Covered Picnic Pavilions 14 Interpretive Signs PARKS, RECREATION & OPEN SPACE MASTER PLAN I 123 BOB EDEN PARK HERITAGE PARK Address: 901 W Mid Cities Blvd. Master Plan: No Acres: 83 DD / CD: No Classification: Community Purpose of the Park: This unique park serves a wide range of park goers featuring lengthy trails, sand volleyball courts, tennis courts, practice field space, a covered pavilion, restrooms and a playground. RE-CREATE Ir3 5 10 More Special Events in Parks Additional Benches / Seating Areas Additional Covered Picnic Pavilions GLADE PARK REVIVE RE -ENVISION 14 Interpretive Signs Address: Brazos Blvd Acres: 27 8 11 Sport Courts Additional Outdoor Pickleball Courts Master Plan: No DD / CD: No Classification: Community Purpose of the Park: This park is predominantly in the floodplain which makes this a perfect passive space for it's existing paved hike and bike trail. RE-CREATE REVIVE RE -ENVISION 5 10 14 Additional Benches / Seating Areas Additional Covered Picnic Pavilions Interpretive Signs Address: 201 Cullum Dr. Master Plan: No Acres: 4.4 DD / CD: No Classification: Neighborhood Purpose of the Park: Heritage Park is the home of the Historical Museum, Fuller House, Himes Log Cabin and McCormick Barn which are accentuated by a 1/4 mile walking trail and a recently renovated playground which carries out the log cabin theme. RE-CREATE 14 Interpretive Signs J.A. CARR PARK REVIVE RE -ENVISION 10 Special Events in Parks Additional Benches / Seating Areas Additional Covered Picnic Pavilions Address: 508 Simmons Dr. Acres: 15 Classification: Neighborhood Master Plan: No DD / CD: No Purpose of the Park: Updated in 2020, J.A. Carr Park showcases exceptional play options for all ages including a "dino dig" sand pit, zipline, both concrete and soft trails, work out stations, covered seating, a large pavilion and multiple pedestrian bridges for access to the opposite side of the creek. RE-CREATE REVIVE RE -ENVISION ■ 3 5 10 Add Shade to Playgrounds More Special Events in Parks Additional Benches / Seating Areas Additional Covered Picnic Pavilions 8 9 12 13 14 Sport Courts Splashpad/Water Sprayground Practice Sports Field Dog Park Inerpretive Signs Skate Park 124 Resolution No. 25-1673, Page 64 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 125 KIDDIE CARR PARK MAIN STREET POCKET PARK RE-CREATE 8 Sport Courts Address: 800 Pauline St. Master Plan: No Acres: 4 DD / CD: No Classification: Neighborhood Purpose of the Park: Kiddie Carr Park is a secluded neighborhood park adjacent to J.A. Carr Park which features two picnic pads, a full-sized basketball court and is home to the Park Maintenance green house where all Arbor Daze Festival trees are grown. REVIVE RE -ENVISION 2 5 Additional Trail Connections Additional Benches / Seating Areas MAIN STREET GREENBELT 10 14 Additional Covered Picnic Pavilions Interpretive Signs Address: Main St. Master Plan: No Acres: 2.7 DD / CD: No Classification: Linear Purpose of the Park: This linear greenbelt serves as trail connection along Main Street. RE-CREATE REVIVE RE -ENVISION 14 Interpretive Signs Address: 393 N Main St. Acres: 0.5 Classification: Pocket Master Plan: No DD / CD: No Purpose of the Park: Main Street is a small pocket park on north main that has a small gazebo to relax with an open lawn area. RE-CREATE MIDWAY PARK REVIVE RE -ENVISION 5 14 Additional Benches / Seating Areas Interpretive Signs Address: 300 W. Midway Dr. Acres: 22 Classification: Community Master Plan: No DD / CD: No Purpose of the Park: This centrally located park is tucked in directly adjacent to our Aquatic, Senior, and Recreation Centers. Major highlights include 4 lighted pickleball courts, a lighted volleyball court, a concrete walking trail, two diamond sports practice fields and two playgrounds accommodating ages 2 -12, with a swing set. RE-CREATE 3 10 More Special Events in Parks Additional Covered Picnic Pavilions REVIVE RE -ENVISION Indoor Recreation Center Expansion Add Shade to Playgrounds Additional Trail Connections Additional Benches / Seating Areas 9 14 Splashpad/Water Sprayground Interpretive Signs 126 Resolution No. 25-1673, Page 65 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 127 REFLECTION PARK THE PARKS AT TEXAS STAR NORTH RE-CREATE Address: 1251 Fuller -Wiser Rd Master Plan: No Acres: .6 DD / CD: No Classification: Pocket Purpose of the Park: Reflection Park offers two shaded benches for reflecting. REVIVE RE -ENVISION 14 SOUTH EULESS PARK Interpretive Signs Address: 600 S. Main St. Acres: 6.5 Classification: Neighborhood Master Plan: No DD / CD: No Purpose of the Park: Located directly East of South Euless Elementary School, this quiet neighborhood park showcases the historic Old Iron Bridge granting access to the local neighborhood. Also available at the park is a small playground with swing set, four covered picnic areas and a splash pad. RE-CREATE 5 8 9 10 Additional Benches / Seating Areas Sport Courts Splashpad/Sprayground Covered Picnic Pavilions REVIVE RE -ENVISION 1 2 Add Shade to Playgrounds Additional Trail Connections 6 14 Additional Playground Interpretive Signs Address: 951 Highland Dr. Master Plan: No Acres: 16 DD / CD: No Classification: Special Use Purpose of the Park: A premier athletic complex in the area, the Parks at Texas Star North is a destination for ballplayers in the metroplex. As it stands, the park consists of four ballfields, shaded bleacher seating, and concession stands. RE-CREATE REVIVE RE -ENVISION 2 3 10 Additional Trail Connections More Special Events Additional Covered Picnic Pavilions THE PARKS AT TEXAS STAR SOUTH RE-CREATE 6 Additional Playground 14 Address: 1501 S. Pipeline Rd. Acres: 81 Classification: Special Use 6 14 Additional Playground Interpretive Signs Master Plan: No DD / CD: No Purpose of the Park: A premier youth athletic complex in the area, the Parks at Texas Star is a gem that was born from the passage of the half -cent sales tax in the City of Euless. As it stands, the park consists of eight baseball fields, seven soccer fields, a playground, pavilion, and concession stands. Interpretive Signs REVIVE RE -ENVISION Nis 7 10 Add Shade to Playgrounds Additional Trail Connections More Special Events in Parks Additional Benches / Seating Areas Additional Multipurpose Sports Fields Additonal Covered Picnic Pavilions 8 11 12 13 16 Sport Courts Additional Pickleball Courts Additional Practice Sports Fields Dog Park Skate Park 128 Resolution No. 25-1673, Page 66 of 79 , rctLKtv,iION & OPEN SPACE MASTER PLAN I 129 THE PRESERVE AT MCCORMICK PARK VILLAGES OF BEAR CREEK PARK Address: 2005 Fuller -Wiser Rd. Master Plan: No Acres: 42.6 DD / CD: No Classification: Neighborhood Purpose of the Park: McCormick Park offers paved hike/bike trail accompanied by a Gazebo and a playground surrounded by mature Pecan trees. RE-CREATE F3 REVIVE RE -ENVISION Special Events 14 Interpretive Signs TRAILWOOD PARK 2/4 5 10 15 Add Shade to Playgrounds Additional Trail Connections Additional Benches / Seating Areas Additional Covered Picnic Pavilions Additional Fishing Piers Address: 500 Trailwood Dr. Acres: 7.5 Classification: Neighborhood 13 Dog Park Master Plan: No DD / CD: No Purpose of the Park: This tranquil park runs along Little Bear Creek and flaunts a freshly updated (Fall 2024) playground and swing set, several picnic tables and plenty of natural shade offered by the abundance of mature trees. RE-CREATE 10 Additional Covered picnic Pavilions REVIVE RE -ENVISION 1 5 14 Additional Trail Connections Additional Benches / Seating Areas Interpretive Signs 8 12 Sport Courts Additional Practice Sports Fields Address: 1951 Bear Creek Pkwy. Master Plan: No Acres: 47.1 DD / CD: No Classification: Community Purpose of the Park: The Villages of Bear Creek Park features 3 miles of paved trail, interpretive signage, outdoor work out stations, a large playground with swing set, a large pavilion and a pavilion with an amphitheater. This park is a prime location for outdoor recreation. RE-CREATE 5 Additional Benches / Seating Areas REVIVE RE -ENVISION 3 10 Additional Trail Connections Special Events Additional Covered Picnic Pavilions W. PIPELINE GREENBELT Address: Pipeline Rd Acres: 1.1 Classification: Linear 8 9 14 Sport Courts Splashpad/Water Spyraground Interpretive Signs Master Plan: No DD / CD: No Purpose of the Park: This linear Greenbelt serves as a trail connection along Pipeline. RE-CREATE REVIVE RE -ENVISION Additional Trail Connections Additional Benches / Seating Areas 14 Interpretive Signs 130 Resolution No. 25-1673, Page 67 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 131 WEST PARK Address: 600 Westpark Way Acres: 21 Master Plan: No DD / CD: No Classification: Community Purpose of the Park: This spacious park features multiple picnic pads with grills covered with natural shade from the mature trees, a playground for all ages and two large and one small diamond sport practice fields with LED lighting. RE-CREATE WILSHIRE PARK 2/4 10 14 REVIVE RE -ENVISION Additional Trail Connections Additional Covered Picnic Pavilions Interpretive Signs Address: 315 Sierra Dr Acres: 5.5 Classification: Neighborhood 8 Sport Courts 17 Disc Golf Master Plan: No DD / CD: No Purpose of the Park: This neighborhood park is nuzzled in a quiet residential area adjacent to the Wilshire Elementary School. Recent renovations include a covered pavilion, picnic pads surrounding the nautical themed playground and a 1/4 mile concrete path that winds around the serene pond. RE-CREATE REVIVE RE -ENVISION 1 2 3 5 14 Add Shade to Playgrounds Additional Trail Connections More Special Events in Parks Additional Benches / Seating Areas Interpretive Signs 132 Resolution No. 25-1673, Page 68 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 133 POSSIBLE FUNDING SOURCES Park systems often rely on a limited set of funding sources for their projects, programs, capital improvements, and ongoing operational needs. However, other funding sources can provide financial support to realize outcomes more quickly. It is crucial to maintain a diverse and broad range of funding and revenue strategies to ensure the long-term sustainability of the department. • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • ADVERTISING This funding source comes from the sale of advertising on park and recreation related items such as the City's program guide, on scoreboards, and other visible products or services. CORPORATE SPONSORSHIPS This funding source comes from corporations that invest in the development or enhancement of new or existing facilities. Sponsorships are also successfully used for special programs and events. FEES / CHARGES This funding source comes from fees for use of a facility or participation in a City sponsored recreational program. FOUNDATIONS / GIFTS This funding source comes from tax-exempt organizations who give donations for specific facilities, activities, or programs. These may include capital campaigns, fundraisers, endowments, sales of items, etc. FRIENDS ASSOCIATIONS This funding source comes from friends groups that raise money typically for a single focus priority. This may include a park facility or program that will better the community they live in. GENERAL FUND This funding source is the primary means in providing for annual capital programs, improvements, and infrastructure upgrades. GENERAL OBLIGATION BONDS This funding source comes from bond programs approved by the citizens for capital improvements within the parks system. GRANTS — TPWD OUTDOOR PROGRAM This funding source comes from grants for the acquisition & development of outdoor recreational facilities. GRANTS — TPWD RECREATIONAL TRAILS PROGRAM This funding source comes from grants for the development of new trails or trail extensions. GRANTS — TRANSPORTATION ENHANCEMENT (TXDOT) This funding source comes from grants for the development of new trails or trail extensions. HOTEL / MOTEL FUNDS This funding source comes from taxes accrued for local hotels and motels in Euless. INTERLOCAL AGREEMENTS This funding source comes from contractual agreements with other local units of government for the joint -use of indoor or outdoor recreational facilities. IRREVOCABLE TRUSTS This funding source comes from individuals who leave a portion of their wealth for a trust fund. The fund grows over a period of time and is available for the City to use a portion of the interest to support specific park facilities as designated by the trustee. NAMING RIGHTS This funding source comes from leasing or selling naming rights for new indoor facilities or signature parks. PARK DEDICATION FEE This funding source comes from private developers who give land for public parks. This may include land along drainage corridors that can be developed for greenbelts & trails. PARK IMPROVEMENT FEES This funding source comes from fees assessed for the development of residential properties with the proceeds to be used for parks and recreation purposes. PARTNERSHIPS This funding source comes from public/public, public/private, and public/not-for-profit partnerships. PERMITS (SPECIAL USE PERMITS) This funding source comes from allowing other parties to use specific park property that involves financial gain. The City either receives a set amount of money or a percentage of the gross from the service that is being provided. PRIVATE DONATIONS This funding source comes from private party contributions including funds, equipment, art, and in -kind services. RESERVATIONS This funding source comes from revenue generated from reservations of parks and facilities. The reservation rates are fixed and apply to group shelters, meeting rooms, and sports fields. REVENUE BONDS This funding source comes from bonds used for capital projects that will generate revenue for debt service where fees can be set aside to support repayment of the bond. SALES / 4B TAX (% CENT) This funding source comes from a voter approved sales tax that goes toward parks & recreational improvements. SPECIAL FUNDRAISERS This funding source comes from annual fundraising efforts to help toward specific programs and capital projects. VOLUNTEERISM / IN -KIND DONATIONS This funding source provides indirect revenue support when groups or individuals donate time to help construct specific park improvements (signs, playgrounds, nature trails, etc.) PARKS, RECREATION & OPEN SPACE MASTER PLAN I 135 Resolution No. 25-1673, Page 69 of 79 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • r APPENDI� Resolution No. 25-1673, Page 70 of 79 • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • LAPPENDIX •••••••••••••••••••......• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • ••••••••••••••••••••••••.. ••••••••••••••••••••••••.. FOCUS GROUP QUESTIONS FOCUS GROUP MEETING NOTES CITIZEN SURVEY INSTRUMENT CITIZEN SURVEY POSTCARD ' ` THE PARKS AT TEXAS STAR NORTH 4.7 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 139 FOCUS GROUP QUESTIONS 1. What parks and recreation facilities and programs (indoor and outdoor) do you currently use? 2. What do you like about the City of Euless Parks, Recreation Facilities and Programs (indoor and outdoor)? 3. What issues should be addressed in the Parks, Recreation and Open Space Master Plan? 4. What are your dreams, visions, desires and needs for the park system moving forward? *Athletics/sports *Outdoor park/leisure facilities/special use *Trails, open space, natural areas *Indoor recreation facilities and programs CITY OF EULESS PARKS. RECREATION & OPEN SPACE MASTER PLAN FOCUS GROUP NOTES - MARCH 28. 2024 Group 1 — 5:30pm — 11 participants BEST THINGS ABOUT EULESS • Centrally located, convenience, safe • People stay and grow up here • City functions, well operated, civic services • Support for Tongan community • Love the trail system • Diverse population BEST THING ABOUT THE PARKS • Trails - Bob Eden — expansive system • Open space of our parks — flexibility - multi -use fields • Trails • Playgrounds • Maintenance does great • Texas Star programming NEEDS OF THE PARK SYSTEM • Missing lighted fields • Increase outdoor pickleball courts — maintain them • Cautious of location of courts — due to noise level for adjoining neighborhoods • Pickleball courts • Pickleball/tennis court on south side possibly at West Park or JA Carr in the adjoining land across the creek • Soccer (10@Texas Star 3 yr - adult) • Soccer participation is up 50% since COVID • Bob Eden & Villages are great • Add swings to parks that don't have them • Sand volleyball courts — put back in J.A. Carr • Texas Star undeveloped area — may double the size of fields • All field types accessible at Texas Star vs. traveling across the city — baseball, ice skating, softball, soccer • Multipurpose fields • Old batting cages area — possible for pickleball & nice basketball court • Add restrooms • Cricket — big footprint • Use a small Texas Star soccer for outdoor volleyball courts (big travel tournament following) • Artificial turf volleyball players are now using an HOA for play/practice • Rugby — have to travel to other cities, relationship with high school • School fields on weekends bring uses • PIP playground surfaces needed • Tennis courts under used but pickleball is growing • Need indoor courts (maybe area churches could fill some of this need) • Don't contract out growing programs • Exercise classes lacking — rooms undersized • More indoor basketball and volleyball • Old Blue Sky facility? • 5-to-6-foot trails are too narrow, unsafe passing of bikers/walkers • Preserve and expand soft surface trails • Mountain biking opportunities — even small areas to introduce to youth • Expand gym/indoor space at Family Life Center • If practical and if room, the "river" at the rec center could be expanded • More space for free weights • Enlarge the gym • Need 30's and 40's age group active space • Appropriate surfaces for volleyball — they are a championship team in Euless • Any plans to purchase land west of JA Carr Park — other side of creek? • The staff at the senior center work very hard trying to provide daily/weekly events for the seniors. They do an exceptional job. 140 Resolution No. 25-1673, Page 72 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 141 SPECIAL EVENTS • Music/concerts at Glade parks (current to relevant bands) • Love Arbor Daze — affordable for families, diverse activities — was 3 days, now only one day • Focus on residents of Euless • Destinations do attract revenue — economic study of benefits • Euless receives revenue from DFW Airport GROUP 2 — 7:OOPM — 15 PARTICIPANTS BEST THINGS ABOUT EULESS • Safe, well led community • Small town with big town amenities • Good solid tax base • Close, centrally located, close to airport • Police very responsive, good schools • Mix of ages • Like outdoor opportunities — trails, open spaces • Shopping • Good schools • Supportive of Tongan community • Diverse community demographically • Affordable living • Attracted me to the Nepal community BEST THING ABOUT THE PARKS • Good, friendly, engaging instructors at Senior Center • Love the Senior Center • Bob Eden pavilion — nice rental • Playgrounds for the kids • Cleanliness • Parks are accessible and located in high traffic areas as well as off the beaten path. They are well maintained and conducive to a wide variety of uses. • I love the open trails because I like to walk. Also, I would like to see more education programs at the Senior Center • Open spaces and trail system — Bear Creek is amazing. • Rec center and pools are great • Trail network in relatively natural space • We use the recreation center daily, love all the friendly employees • We enjoy the many trail options of nice, beautiful places to walk NEEDS OF THE PARK SYSTEM • Lots of trash at Bob Eden park • Wear & tear on Family Life Center • More trail loops • Love the trails, need more of them • Need trails to be 8 to 10 feet wide with divided line for safety • Link 1 0-foot trails with narrow trails (paving some trails between Main St and Fuller Wiser) • Avoid activity saturation at each park • Maintain open space • Rental opportunities at parks like JA Park (only at rec center) • Need outdoor — biking, pump track, hiking (example: Bear Creek) • Tongan festival event — want to host have in Euless but no space for 1,000+ people, have to hold it in Bedford • More cultural events • Rec Center: pickleball and basketball share courts — need separate basketball court and volleyball (indoor) • Swim teams at the natatorium — have to go outside the city to join swim teams • Would love to see a splash pad and a community garden • Update playgrounds • Bike park or pump track dirt or velo systems attracts mountain bike users and promotes healthy living with kids. They love these things (City of Corinth, McKinney and Paris have pump tracks) • Pump track, disc golf, fishing • Pump track for bikes, skate park that allows bikes • Revamp Bear Creek to increase flood protection and resiliency — would love to see small whitewater features for paddleboards and kayaks. Revamp to allow fishing access, current issue is just accessing steep banks and amount of hazardous garbage • Allow water sports safety to be taught at natatorium • Include kids more, encourage sports other than soccer and basketball. • More courts • Some courts underutilized, some are very rough and rocky • Difficult to rent courts with the quantity of tournaments • Napal community built their own artificial turf court at an HOA • Kickball league • Recreation center • It's the community hub • Yoga programs • Summer camps takes half the gym and displaces other programs • Need large multipurpose room, restrooms, staff, kitchen • Bedford has two large courts for basketball and pickleball • YMCA has 1 large walking track • Pay one price for everything • Aquatic center — earlier opening hours • Natatorium lockers rooms are limited (wet floor, no place to change, 3 showers, need more space • Senior center • Staff is caring of the seniors • Needs more space • If rooms are booked, we cannot have exercise classes — more program spaces are needed • Need more space for dance and classes, we've almost outgrown the facility. • Is there underutilized space at Texas Star upstairs? • Revamp Bear Creek • Channelized water/trash • Underutilized • Fishing, hiking etc. • No shade seating at playgrounds for parents • Maintain what we have, keep standards up • Need a splash pad with restrooms • Add Rugby field • Keep areas maintained and green (keep trash picked up) • Senior center is great, keep Family Life Center and pool areas maintained • Safety. Parks need patrols, maintain a presence SPECIAL EVENTS • Arbor Daze used to have a carnival • Diverse food truck event or food festival • Bedford does the Blues & BBQ • Invest in all generations — youth to seniors Resolution No. 25-1673, Page 73 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 143 CITY OF EULESS PARKS, RECREATION & OPEN SPACE MASTER PLAN PUBLIC MEETING NOTES — APRIL 2, 2024 51 Participants ATHLETICS/SPORTS • Skateparks (skateboards, scooters, etc. for all ages) • Pump tracks • Off -road / off -trail mountain biking • Keep tennis courts • Hockey rink (in -line) • Track and field space running tracks) • Additional / adequate seating and parking — shuttle offerings • Upgrade organization of program offerings • Volleyball • More field sports (football, soccer, lacrosse — ok on diamond sports) • Sliding automatic doors / ADA button access at senior center • Upgrade senior center — ADA parking • Upgrade playgrounds, permanent restrooms, trail lighting • Fishing pond • Add spectator shade (fabric?) ) (one green dot) • Local use of ballfields (not league games only) • Picnic tables / grills / benches • Liter receptables • Park rule signs • Re -Master plan Midway Park OUTDOOR FACILITIES • More pickleball — convert tennis courts or share space • More tennis courts with backboards • Higher fence for volleyball court • Benches along trails (Trailwood and Midway) • Trailwood Park — maintenance • ADA accessible benches • More water fountains • Add restrooms • Community garden • Mass transit (one green dot) • Need parks to be equivalent to JA Carr • More playground equipment at all parks • Update swing sets • Playground updates at Midway • Upgrade surfacing at playgrounds (PIP surfacing — like Dove Park in Grapevine) • Lighting • Pavilion at Midway Park — rentable • Trail connection enhancements (one green dot) • Smell at Blessing Branch (sewer vents) • Seating at Bob Eden volleyball • Lockers at Bob Eden for volleyball players • Parking at Midway (need lighting and security cameras, improve response time and communication) • Grills in parks • Signage — more eye catching • Portable restroom — better maintained / safety • Permanent restrooms • Stop signs / speed bumps • Security / police response • More picnic tables • Strategic culvert crossings — interaction with water EVENTS/GATHERINGS • Movies / concerts in the summer at Amphitheater • Dedicated event center for HOA meetings, etc. • More food trucks / outdoor food at movies — Glade Park • Farmers Market that sells produce, not just crafts (one green dot) • Local farmers, food vendors, small businesses • Better Arbor Daze with concerts (insurance) • Use land between Mid -Cities & Fuller -Wiser, south of Harrington Ln. (Bob Eden Park) • Spread out, be creative • Seminars and education for; growing flowers, gardens, horticulture, native plants, animals, insects, etc. AQUATICS • Splashpad in North Euless • Art that is reflective of community — diverse • Splashpad — young families, demographics growing (Grapevine/Southlake) • Locker rooms / restrooms not well maintained, not sufficient, low quality, not child friendly • Average of 20 people per class and only 3 toilets • More programs, class times for laps/weekends and around typical work schedules • Outdoor neighborhood pool — "old fashion" • Swim clubs: swimming / diving (used to have teams for kids, Trinity used to have Olympic sized pool) • Large lazy river • More lap pools / deep water pools • Diving boards • Hours of open swim are limited — more hours for children at natatorium or at the outdoor pool • Current splash pad in decline, needs remodel • Dove Park example to benchmark • Aquatic center needs to open earlier • Early AM athletic swim times 6-8am • Enjoy price and amenities of current aquatic center • Keep tennis courts TRAILS/NATURE AREAS • Concern — creek and tree erosion along trails • McCormick Park — need to thin trees, clean culvert (five green dots) • Pedestrian / dog only trails — don't allow skates, skateboards, or electric bicycles (three green dots) • Trailwood Park — need sidewalks to access park (two green dots) • More nature trails / soft surface trails for biking, running (four green dots) • Trails to library • More lighting along trails at Bob Eden and Blessing Park • Need a solution (education) of bikers and walkers colliding along trails • Need a north / south trail along Hwy 1 83 • Need east / west trail along Hwy 360 • Plant materials along trails and in parks to attract butterflies, bees, native plants • Benches along trails (one green dot) • Doggie bags / trash cans • Trailwood Park — restroom, - remove dead wood from trees — safety hazard • Bob Eden — need benches / shade area (two green dots) • Volleyball — shade areas, lockers needed • Trails with more open space • Mile markers along trails • More security along trails — add lighting • Improve liter control in parks • Wider trails / sidewalks • Nice mountain bike trails through the woods, not paved (one green dot) INDOOR RECREATION • Need weights, bench press, etc. • Need larger senior center (one green dot) • More parking and handicap spaces (one green dot) • Restripe indoor pickleball courts — 3 courts • Update classes at senior center (one green dot) • Voting creates parking problems (two green dots) • Refresh games, cards, etc. (one green dot) • Double the size of the gym — more activities (one green dot) • Create room for stretching, etc. • Teen room activities • Senior center needs pool table area • Update facility on Simmons • Lockers inside workout area • Wet or dry sauna (two green dots) • More racquetball courts • Indoor pickleball • More daycare for recreation center Resolution No. 25-1673, Page 74 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 145 • Possible indoor pellet -gun range (one green dot) • Signage for operations of park, pickleball, etc. Note: Each attendee was provided with four green dots upon arrival at the public meeting. They could place them on photo boards or flip charts. The number of green dots that were placed on the flip charts are noted above. 146 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 147 Resolution No. 25-1673, Page 75 of 79 Dear Euless Residents: The City of Euless is currently updating your Park. Recreation. and Open Space Master Plan and we need your help by filling out this survey! Your input will help guide our park and recreation Dlannina efforts for the next 5 to 10 years. Please take a few minutes to complete this important survey. Your answers will remain anonymous. Please complete only one survey per person. Thank you for taking time to participate in this important survey effort. Sincerely, Duane Strawn, PLA, ASLA, CPRE Director, Parks & Community Services Euless Park System Overview 567 park acres 9 practice baseball fields 4 tennis courts 16 parks 6 pavilions 3 practice soccer fields 7+ trail miles 4 outdoor pickleball courts 2 outdoor basketball courts 12 playgrounds 4 outdoor volleyball courts 2 fishing piers Euless Family Life Center — recreation center, senior center, natatorium, aquatic park The Parks at Texas Star 13 baseball/softball game fields, 8 softball game fields, 9 soccer game fields, pavilion, playground, concessions 3 amphitheaters 1 splash pad 1 dog park 18-hole golf course City of Euless Parks and Recreation Citizen Survey 1. How do you find out about parks, recreation facilities and recreation programs in Euless? (Check all that apply) 10 City of Euless website 40 Facebook/social media 70 Other z❑ Youth Sports Associations s❑ Emails from City of Euless 30 Park & Recreation Dept. flyers/brochures 60 School district publications 2a. Overall, how would you rate the OUALITY of parks and recreational opportunities in the City of Euless? 10 Excellent z❑ Good/satisfactory 30 Somewhat unsatisfactory 40 Poor s❑ No opinion 2b. If somewhat unsatisfactory or poor, please explain: 3. Within the past year, how often have you or someone from your household visited or used the facilities listed below in Euless? (Check Park/Facility one answer for each park/facility) Trails / nature trails m it eater th e is ields (soccer, baseball, sottball) Bas etball courts Pic ebal courts Tennis courts yo'levball courts Eu ess Fami y Li e Center — Recreation Center Eu ess Fami v Li e - enior Center Eu ess Fami v Li e - Natatorium Eu ess Fami v Li e - Aquatic Park (at Midway Park) pavilions Playgrounds Fis in pier Splash pad Dog park Special events (Arbor Daze, etc.) At least At least weekly monthly ❑l 02 ❑1 Q, ❑1 ❑1 Q ❑1 a ❑1 ❑a ❑1 ❑a ❑1 ❑a ❑1 ❑a ❑1 ❑a At least qu terly 7, 3, 3, 7, 7, 3, 3, 7, 3_ 3; Twice a year or less ❑4 ❑4 ❑4 ❑4 ❑4 ❑4 ❑4 ❑4 ❑4 ❑4 Never ❑s ❑5 ❑5 ❑5 ❑5 ❑5 ❑5 Ul ❑s ❑5 ❑5 ❑5 ❑s 4. In which of these programs would you and your household members (of any age) be MOST INTERESTED in participating? (Check all that apply) ACTIVITIES. EVENTS AND PROGRAMS OF MOST INTEREST 11 ❑ Biking 210 Birdwatchinq 31 ❑ 12 ❑ Tennis » 0 Aquatic programs for all ages 3z ❑ +zaSrr� /oeball 33❑ 14 ❑❑ Pickle _��II 34 ❑ 1s Races (5K. 10K. etc) 5 3s.Q 16 ❑ Adult sports leagues ❑ / 36 Ufa. 17 y ❑ Parent/child 37 ❑ 18 I] Fis i�a ❑ F 'I 38 ❑ 19 ❑ Recycfinq education zo ❑ Outdoor nature programs 01 ❑ Baseball all I I 04 ❑ Soccpp_r os Q Football 06 ❑ Racquetball 07 ❑ lacrosse. 08 ❑ Disc golf 09 ❑ Cricket 110 ❑ Pilates/voga 23 I] Fitne. s classes/events 24 ❑ Preschool/toddler oroarams youthprogram. /camps 76 Teen programs camps 27programs 28 Family programs 29 ❑ Senior programs 30 ❑ Travel programs Festivals/events Arts & crafts t _S5ic/ ante guide nature wpIkS nmmunit)Lgar PninQ Othmer's Mafket er None/not interested 148 Resolution No. 25-1673, Page 76 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 149 5. Which age groups in your household would be interested in participating in a City of Euless recreation or leisure program? (Check all that apply) 1 ❑ Under 5 years of age 3 ❑ 11 to 17 s ❑ 30 to 49 7 ❑ Over 65 2 ❑ 6 to 10 4 ❑ 18 to 29 6 ❑ 50 to 65 s ❑ None/not interested 6a. The Euless Parks and Community Services Department is establishing priorities to direct future departmental actions. How important is it for Euless to consider adding the facilities listed below? (Rate EACH facility on a scale from 1 to 4 with 4 being very important and 1 being not at all important) Very Important familiar Not at all No opinion/ Important Unimportant Important Not A— Additional practice sports fields (soccer, baseball, softball) 4 3 2 1 ❑ B — Additional multipurpose sports fields (football, soccer, baseball, softball, Rugby, etc.) 4 3 2 1 ❑ C — Additional covered picnic pavilions 4 3 2 1 ❑ D— Additional playgrounds for children 4 3 2 1 ❑ E — Add shade to playgrounds for children at parks 4 3 2 1 ❑ F— Additional outdoor pickleball courts 4 3 2 1 ❑ G — Additional trails and trail connections throughout the City 4 3 2 1 ❑ H —Additional trail connections with neighboring communities 4 3 2 1 ❑ I— Sport courts — volleyball, basketball, etc 4 3 2 1 ❑ J — Interpretive signs in parks/trails — plant, bird, tree identification, etc.4 3 2 1 ❑ K— Skate park 4 3 2 1 ❑ L— Additional dog park 4 3 2 1 ❑ M- Disc golf 4 3 2 1 ❑ N — Additional splash pad / water spray ground 4 3 2 1 ❑ O— Additional fishing piers 4 3 2 1 ❑ P — Additional benches/seating areas in parks 4 3 2 1 ❑ Q— More special events in parks 4 3 2 1 ❑ 6b. Which THREE facilities/amenities above are the MOST important to you for the Parks and Community Services to focus on within the next five years? (Write in the letter to the left of the facility in the blanks) 1st 2nd 3rd 7a. If the City of Euless were to expand and/or renovate the Euless Family Life Center, how important is it for Euless to consider the facilities listed below? The Euless Family Life Center offers a recreation center, a senior center, an aquatic park, and an indoor natatorium. (Rate EACH facility on a scale from 1 to 4 with 4 being very important and 1 being not at all important) 4 - Very Important 3 - 2- 1 — Not at all No opinion/ Important Not familiar A— Expand exercise/fitness area/group fitness class area 4 3 2 1 ❑ B — Additional basketball, pickleball, tennis, badminton spaces 4 3 2 1 ❑ C— Additional meeting rooms 4 3 2 1 ❑ D — Childcare (infant, toddler, youth spaces) 4 3 2 1 ❑ E — Space for young children & programs 4 3 2 1 ❑ F — Space for teens & programs 4 3 2 1 ❑ G — Space for seniors & programs 4 3 2 1 ❑ H— Indoor play area for all abilities 4 3 2 1 ❑ I— Indoor walking/jogging track 4 3 2 1 ❑ J— Expand locker rooms/showers 4 3 2 1 ❑ K— Dance studio 4 3 2 1 ❑ L— Gymnastics area 4 3 2 1 ❑ M — Multiuse space for events, banquets, dances, etc 4 3 2 1 ❑ N — Connecting trails to the facility 4 3 2 1 ❑ 0 — What other aquatic programs, facilities and services are needed at the Euless Family Life Center ( 1...4 3 2 1 ❑ 7b. Which THREE facilities/amenities above are the MOST important to you for the Parks and Community Services to focus on if the Euless Family Life Center were expanded and/or renovated? (Write in the letter to the left of the facility in the blanks) 1st 2nd 3rd 8. How much more per year in additional property taxes would you be willing to pay in order to fund the improvement priorities you have suggested in this survey? (Check one answer) 10 More than $200/year 30 Up to $100/year s❑ Up to $50/year 20 Up to $200/year 40 Up to $75/year 60 No increase 9. In order to develop and maintain the park and recreation facilities/amenities you have suggested herein, how strongly would you support EACH of the funding options listed below. (Rate EACH option on a scale from 1 to 4 with 4 being strong support and 1 being low support.) Strong Low No opinion/ Support Support Not Familiar Increased user fees (paying a fee to use a facility/program) 4 3 2 1 ❑ Sponsorships (private contributions for programs, supplies, equipment, etc.) 4 3 2 1 ❑ Voter approved bond programs 4 3 2 1 ❑ Increased park improvement fees for developers 4 3 2 1 ❑ Increased property taxes 4 3 2 1 ❑ 10. In which area of Euless do you live? 10 South of Hwy. 183 20 North of Hwy. 183 and West of Main St. 11. How did you find out about this survey? 10 City of Euless website 20 Received postcard in mail 30 Email from City of Euless 30 North of Hwy. 183 and East of Main St. 40 Live outside Euless City limits 40 City of Euless Facebook, Twitter, Instagram s❑ Email or word of mouth from friend/neighbor 60 Email from Homeowner's Association 70 Attended special event in Euless a❑ Other 150 Resolution No. 25-1673, Page 77 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 151 I I 12. How long have you been a resident of Euless? (Check one answer) i❑ Less than 2 years 30 6 to 10 years 5D Over 20 years z❑ 2 to 5 years 40 11 to 20 years 60 Live outside Euless City limits 70 Prefer not to answer 13. Which youth age groups are represented in your household? (Check all that apply) 10 0 to 5 years of age z❑ 6 to 10 years of age 30 11 to 13 years of age 5D No children in household 40 14 to 18 years of age 60 Prefer not to answer 14. How many persons, including yourself, reside within your household? 1❑ One z❑ Two 3❑ Three 40 Four 5D Five 15. Your age? 10 Under 18 z❑ 18 to 24 16. Do you own or rent your 17. Your race/ethniCity: 10 White/Caucasian z❑ African American/Black 18. Your gender? 10 Male 30 25 to 34 40 35 to 44 home? 1 ❑ Own 5D 45 to 54 60 55 to 64 60 Six or more 70 Prefer not to answer 70 65 to 74 90 Prefer not to answer s❑ 75+ z❑ Rent 30 Prefer not to answer 30 Hispanic/Latino 5D American Indian 70 Prefer not to answer 40 Asian 60 Other z❑ Female 30 Prefer not to answer 19. Additional information or comments you would like to bring to the Parks and Recreation Department's attention. I EULESS CITI SURVEY We Want To Hear From You! Share your feedback on the Euless Parks Master Plan and help shape the future of Euless' parks and recreation offerings. https://www.euLesstx.gov/parksmasterpLan SCAN THE QR CODE OR GO TO HTTPS://WWW.EULESSTX.GOV/ HMkKbM/H5 I bJ- I-'LHN TO UUMHLh I I I HE 2L24 EULESS CITIZEN SURVEY I 152 Resolution No. 25-1673, Page 78 of 79 PARKS, RECREATION & OPEN SPACE MASTER PLAN I 153 •••• •••• •••• •••• •••• •••• •••• •••• •••• •••• •••• •••• Sw„ • • • • • • • • • • • •• THE CITY OF EULESS Resolution No. 25-1673, Page 79 of 79 STATE • �..� I, JOHN M. BONDURANT, JR., PUBLISHER of the COMMERCIAL RECORDER, am over the age CITY OF EOLESS NOTICE OF of 18, have knowledge of the facts stated herein, PUBLIC HEARING and am otherwise competent to make this {� olda nlessciatinty golTleil s- hold a public heai•iog on Taes- affidavit. The COMMERCIAL RECORDER, of Fort Slav, March 25, 2025, at 7:00 p.m , in the Council Chambers Worth, Tarrant County, Texas, is a newspaper of h­ltod in Cit,, Hall, Euless general circulation which has been published in b9unti[p.il Cumples, 201 N. Euless Drive, rnless, reaas, Tarrant County regularly and continuously for a to to 'I cmnmeots regard- ing th1V t� approaal of the (:np period of over one year prior to the first day of of Euless Parks, Recreation, .nul tipnu Space Master Plan. publication of this notice. The COMMERCIAL „ e i •, the ht�h11St1i Plum. RECORDER is qualified to publish legal notices Director Vr Parks ( "I'd .onu[ aunity Services according to Article 28e, Revised Civil statutes of I'"�,n` St'`"wn,817-` 8t-1`61). Texas. j-s I, solemnly swear that the notice hereto attached was published in the COMMERCIAL RECORDER, on the following dates, to -wit: March 5, 2025 1_�A_ Sworn to and subscribed before me this 5th day of March, A.D. 2025 Notary Public, Tarrant County, Texas , WEDNESDAY, MARCH 5, 2025 COMMERCIAL RECORDER-3 PUBLIC NOTICE II �I PUBLIC NOTICE I� PUBLIC NOTICE 1111 PUBLIC NOTICE 1111 PUBLIC NOTICE I� II PUBLIC NOTICE 1111 PUBLIC NOTICE III1I PUBLIC NOTICE II Continued front page 2 Sell-statage Cube contents of tatlon by 10:00 a.m. on the The court has authority in Tarrant, once a week for four NOTICE: You have been THESTATEOFTEXAS Managing Member; DATE LISTED BELOW, THE the following customers con- Monday next following the this suit to enter any Judg. consecutive weeks before the sued. You may employ an at- DISTRICTCOURT, Bandana Karki LIVFSTOCKWILL HE SOLD IN tat"Ing household and other exp(radonof20 daysafteryou ment or decree in the child's hearing, the first publication Carney lfyou orymuratterney TARRANT COUNTY - AC.CORDANCEWITH SECTION goods will be sold for cash by;,W. ed this cibcimnand interestwhkir will be binding to be at lean 20 days before do not file a written answer CITATION BY Managing Member 1420l3,OFTHCTEXASAGRI- CubeSmert Management, LLC FIRST AMENDED PETITION upon you, including the ter- the return dayofthe Citation. with the clerk who Issued PUBLICATION CULTURALCODE. FOR TERMINATION AND urination of the [child Herein Fail not. but an the this citation 10:00 AM. on Cause No.324-759253-24 °_eta SHERIFF'S SALE INFOR- TX 7 North Fwynti Fart Worth, parent -child - y TX 7613t to satisfya Ilen on ADOPTION OF STEPCHILD a relationship, the determina- return hereinabove named the Monday nest following INRE: CHRISTIAN XAVIER NATION March 20, 2025 at approx. default judgment may be tak-tlon of paternity and the a{. have you then and there be. the expiration ofnventy days ARREDONDO CLOSING DATE: FRIDAY 10:30 AM at wwwstoreget- en againnyou.The Petition of pointment of a conservator faresafd Court, this Writ, with after you were served this TO: ARMANDO ESTEBAN Miscellaneous MARCH 7To'2025 reasures.cmm:Charlez Riley, CESARCHAVEZ,ANNA L4URA with authority to consent to your return thereon, showing citation and petition, a de- HERNANDEZ And to all whom NOtICBS CLOSINGTIME:IPM Rowland Davis, Joey Holman, SILVA DELGADO as Petition- the child's adoption. how you have executed thefault judgment may be taken It may concern GREETINGS: SHERIFF'S REPORT#(S): Jim BuIlingtan, 01171959JRm ers Was filed in 233rd Court THMATE OFTEXAS same. against you, in addition to You have been sued. You PUBLIC NOTICE 2025-01422 But Ing[om NOTICE OF PUB. of Tartan[ County, Texas; on To the Sheriff, Constable Issued and given under my filing a written answer with may employ an attorney. If FIRST NOTICE TRAILER WERSITE LOCATION: LIC SALE: Seif-storage Cube 26th day of November, 7024 or Clerk of the Court of any hand and seal ofn d Court at the clerkyou may be required you or your attorney do not stored at TX VSF LLC, 6754 RENEBATES.COM contents of the following AgainstiAMAL NASSER rum- County of the State of Texas, Tarrant County, Texas, Ihis4th to make initial disclosures to file a written answer with ALLSALESARESUBJECTTO customers containinghouse. bered 233-759793-24, and Greeting: are hemb day fFebria 2025. the other rues of this suit the clerk who Issued this ci- ➢Rend on New Hope 2) Fort CHANGE WITHOUTNOTICEI g ycong H WI disclosures Worth TX 76140 (682)404- hold and other ash by rt entitled: INRE: A CHILD the mandon tby ma line tm ub ag THOMA9 A.lVct Con These a mad no generally [anon by 10:00 a.m. on the 8369, VSF00655191VSF; FOR INFORMATION CON - sold for cash by CubeSmart suit requests TERMINATION Citation by making puhlica- Clerk of0isnia Courts of must he made no later than Monday next following the 2023 PACE UTILITYTRAILER CERNING THE SALE OF IM- ManagementLLC21051mE. AND ADOPTION OF STEP- than then -of In some news- Tarrant County Texas 30 days after you file your an- expiration of 20 days after VIN#SjWPC2027PX009244 POUNDMENTS CON TACT: Woods Ace, Gripeimr, Tex- C.NILD.Sald child wacborn on paper, of legal circulation, By/s/Karel Jackson with tire clerk. Find out you were served this citation LIVESTOCK ESTRAY EN- az 76051 to satisfy a lien on THE 31Sf DAY OF ANUARY, y 0 Deputy m p.arg. Current Fees: 5443.26 as of published in the Count f Karel Jackson, De t re atTexasiawflel and ORIGINAL PETITION IN FORCEMENT PROGRAM 3/20/2025 at apprax. 1:00 2020-AMINA SOFIA NASSER Tarrant once a week for four NOTICE: You have been r SUIT AFFECMNG THE PAR- 3/4/2511 mt IMUSf HAVE TARRANT COUNTY SHER. PMatwWwsmrageheasurcs. The court has authority in consecutive weeks before the sued. You may employ an at- 7'1J'1O16 ENT -CHILD AELATIONSHIPa TITLE. If not picked ufi the lFF'SOFFICE Y jug g publication ) ) yours ey i g Y waives all right, eIle, cam: Brian West, Laura ums this suit to enter an d - hearing. the Ors[ blfcalian tome :IF rou art [tom default ud men[ura he oak- Owner b651 WKEWORTfI BLVD. bar, Tristan Stinhoff. NOTICE ment or decree In the child's to be at least 20 days before do not file a written answer THETRIC COURT en agabttyou.The Petition of andinterestinthevehicle LAKEWORTHTEXA376135 OF PUBLICSALE: Self -storage Interest which will be binding the return day of the Citation. with the clerk who Issued DISTRITCOUNT, MANUELA DE LA GARZA RA- 3.5 817-238.4200 Cube reatentsofthe following upon you, including the ter- Herein Fall not but on the this citation by 10:00 AM.an CITATTARRANT COUNTY MOSas Petitioner Was filed in customers containing house- urination of the parent -child return hereinabove named the Monday next following UBLI ATIOON 324th Court ofTarant Conn. PUBLIC NOTICE 3A-5 hold and other goods will be reladonshl z, the determina- have Own and there be. theex iraU°n oftwen days PUBLICATION goo { you p ty ys tyTexas;on30th day ofOc[m- 2nd entire to irate owner Cause No.360-762856-25 NOTICE sold for cash by CubeSmart tion of paternity and the ap. foresaid Caurt,thiswatwith after you were served this her, 2024 Agalns[AItMANDO and/or lienhotder for a gray Asset Management, LUC as pointment of a conservator )rou, mourn thereon, showing citation and petition, a de- INRE HAYLEE MANUELA ESTEBAN HERNANDEZnum- 2009 BMW X5 California IMPOUNDMENTOF PADILLA ESTRAY Agent for e. Nor 3802is But,land with authflidsdy to i consent to how you have executed tit, fault against you. I maybe taken bored 32INRE: 53�24,CHRIS and Vehicle as abandoned per INTERNETSALE OF IM- T0: AIIGUEL ANGEL PADIL- Snow Drive, North Richland the child's adoption. same. against you. In addition to entitled: INRE: ONDO, IAN Vehicle was abandoned per Hills, TX 76100 to satisfy a THE STATE OF TEXAS Issued and given under my filing a Written answer with LA And to all whom it may VIER ARREDONDO, the manager at 2601 N Central POUNDED LIVESTOCK lien on March 20th 2025, at To the Sheriff, Constable hand and seat of said Court therlerkyou maybe required concern GREETINGS: suit requests PETITIONER BE Espy, McKinney, TX 75071 t2HEADOFCATTLE COW/ apprax. 11:00 am at www, or Clerk of the Court of any at Tarrant County, Texas, this to make initial disclosures to You have bee" sued. You APPOINTED SOLE MANAG. on 02/13/202S and is be- CALFPAIR) stonflatmasures.com: Scott County of the State of Texas, the4th day offebmary, 2025. the other parties ,,his suit. may employ an'homey. R INGCONSERVATORSaidchild ing scored at Abandoned ON FEBRUARY 9TH, 10TH Carlisle, Esemmlda Gonsale-e, Greeting: You amherebymm. THOMASA.WILDER These disclosures generally you or your attamey do not wasborn on THE Unit DAY Vehicle impound Sysmins 2025 TARRANTCOUNTYW. Reinaido F. Gonsalez. NOTICE manded to serve die foregoing Clerk of District Courts of must be made no later than Ole a written answer With OFSEPTEMBER-CHRISTIAN at 10019 Harmon Rd, Fort POUNDED 2 HEAD OF CAT- OFPUBLICSALE. Self -storage Citation by making puhlica- Tarzant Caunry, Toxas 30days after uftl0 the clerk twit Issued is cl- TLE IN THE 13000 BLOCK yo your an- tatlon b 10:00 am. on the VIER an Ines ad. Worth, F# 76177 817-847- Cubemntentofthefollowing Ron thereof in some news- Uy/s/KarclJackson invert with [he clerk. Find out y The court has auUtmdty in I680.VSF#0653149VSFTob1 OF AND RIS11( DIDO NE0 RK customers containing house- Paper, of Ie al circulation, Karel Jackson, De in. at TonslatvHel Monday next following the Y)u g rges Y RDAND59000IACKOPIH- g g pury p'O'g' ez ration of 20 day, after 'his suit tm enter an d - cha ohm coda 54101.02 DIAN CREEK RD, TARRANT hold and other goods will be published in the County of NOTICE: You have been m 7-n7-[°-763-5 Y uw meet or decree in the child's @lips://wwWtdhcbe s.gov). sold for ash by CubeSmart errant once a week for four sued. You may employ an aF o ORIGINAL rdETITIO IN mterestwhidtwillbebinding Failure of the owner or Ren-COUNTY AND STATE OF Management, LLC 0065 Old consecutive weeks before the torney.Ifyou oryourattamey THESTATEOFTEXAS and ORIGINAL PETITION P IN upon you. Including the ter- holder to claim the vehicle TEXAS. IMPOUNDED LIVE - Do Mr Road Fan Warth TX hearing, the first publication do not file a written answer DISTRICTCOU, T SUIT AFFECTING THE PAR- in of the parent -child before the 30th day alter tine STOCK IS PLACEU IN THE 76179 to satisfy a Item on to be at leas[ 20 days before with the clerk who issued TARRANTCOUNTY ENT -CHILD RELATIONSHIP relatlanshlp, the determina- date the tiara is provded SHERIFF'S LIVESTOCK FA - March 202025 at apprax. thereturndayafthetitatian. this citation by 10:00 AM. CITATION BY adefault judgment may be 'to of paternity and the ap-Is a welver by that person of CILITY. IF THE OWNER(S) IS taken egalns[ you. The Peli- NOT DETERMINED, OR HAS 11:30 am at sysvwstoraget- Herein Fail not, but on the the Monday next following PUBLICATION pointment of a conservator all right. Uclm, or interns[ in No or of JESSICA NOCMI {IER- NOT CLAIMED THE ESTRAY reasurezcour:Rhonda L Nord. return hereinabove named the expiration oftwxnty days Cause No.233-761774-24 with authority to consent to the vehicle and a consent to stmoo, Raymond Cramp, Car- have then and there be- after d this INREDEONALEYAMIRWIL- NANDF.Z as Petitioner was thechlid'sado Non. the sale of the veb(cim at a LIVESTOCK BY THE DATE y you you were serve filed In 360[h Court of Tar- p LISTED BELOW, THE LIVE- IosCodie,StevenHernandez, fare said Court, this Writ, with citation and petition, a de- LIAMS THE SSATEOF TEXAS public sale. Khristine Rose Bunkley.Maryourremrn thereon, showing fault judgment may be taken TO: MAHOGANY AERIONA ant County, Texas; an 23rd 7o the Sheriff, Constable S70CKWILI.BESOLDINAN- dayofJanuary,2025Agatnzt a-S CORDANCE VNTH SECTION tin (Marty) Gllbert.lohn Perty. how you have executed the against you. In addition to WILLIAMS And to all wham or Clerk of the Court T any MIGUEL ANGEL PADILLA 142.01$OFTIIDE. AG. 3.5.[7same. F:I(ngawritten answer with itmayhaveconcernboGREEed. Yo and ealed 3.6D-762856-25, County of State of Texas, pUBLfCN0T1[E RILULTURALCODE. Issued and given under my the derkyou maybe required You have been sued. You and entitled11 HAYLEE GreetarFYmuareherehycanr Ind notice to locate owner SHERIFF'S SALE INFOR. NOTICE OF PUBLIC SALE hand and seal of said Court to make Initial disclosures to may employ an attorney. if MANUELA PADILLA, the suit mandedmservethe fmregming and/orilenholderforabrown AIATION of property to satisfy land- at Tarrant County, Tons, this the other parties of this suit you or your attorney do not Citation by making puhlica- 2011 BMW S-Serles California Imrd'shenunderCha [er59of the6thda ofFebrea 2025. These disclosures y requests PETITIONER AND CLOSING DATE MARCH 7TH p y ry, generally file a written answer with ERIKA EUNICE MAGANA BE non thereof inn soe news- VIN#WOAFR7CSBBC607908. 2025 the Texas Property Code law, THOMASA. WILDER must be made no later than the clerk who Issued this ci- APPOINTED JOINT MANAG- paper, of legalmcirculation, Vehicle Was abandoned per CLOSING TIME:1 PM Salowill take place forUStore Clerk ofDlstrlct Courts of 30 days afteryou rile your an. ration by 10:00 a.m. on the ING CONSERVATORS OF TIIE. Published In the County of manager at 2601 N Central SHERIFF'S REPORT #(S): It - Fort Worth 5513 E. tan. Tarrant Caunry, Texas er with the clerk Find out Monday next fallowing the CIIILn Said chlidwas horn on To,.riLonce a week for four Expy, McKinney, TX 75071 2025-OL727, 2025.01730 caster Fort North, TX 76112 By/s/Rodrigo Munoz moreatTexaslawHeip-g. expiration of 20 days after THE lOTI1 De1Y OF DECEM- ronsecutive weeks before the on 02 13 2025 and is be - on Wselfstoa eauctlon, Rodrigo Munoz, Deputy you were served this dblfon hearing the first publication / / WEBSITE LOCATION: BELL 2019-RAYLEF. MANUC- ing stored a[ Abandoned RENEBATES.COM mar. The Auction will start NOTICE: You have been 7 [7 [a >R i S and 1ST AMD PET FOR PRO- BE pADILU to be a[ least 20 days before Vehicle Impound Systems ALLSALTES.CO OBJECT TO on March 5, 2025 and and at sued. You may employ an at- TECTION OF A CIIILO, FOR The court has authority inn Her,[, the rFail mrthe Cttanon. at 10019 Harmon Rd, Fart CHANGEWITHOUTNOTICEI 10:00 ant on March 19, 2025 torney. Ifyou oryourattomey THESTATE OFTEXAS CONSERVATORSHIP, AND this suit to enter any Judg- Herem Fail no4 tau[ urn the North, TX 76177 817-647- FOR INFORMATION CON- °rthereafteePrepertywhllbe do not file a written answer DISTRICT COURT FOR TERMINATION IN SUIT men[ordecrce(n thechild's return hmrenabove named 1680.VSF#0653149VSFTota10ERNINGTHESALEOFIM- sold acts to highest bidder with the clerk win° Issued TARRANT COUNTY AFFECTING THE P/C RELA- laterestwhich willbehinding have you than and there be- charges thm today$1.101.02 POUNDMENTS CONTACT. for cash. Cleanup & removal this citation by 10:00 AM. on CITATION BY TIONSHIP a defaultiudgment upon you, including the ter- fore said Court this Writ, With (ryltps://wtvtvtdle[exas.gov). LIVESTOCK ESTRAY EN - deposit isrequired .Seiler re -the Afonday next following PUBLICATION may be taken againstyou.Tine mfna[ion of the parent-child your return thereon. showing Failure of the owner or" an' FORCEMENTPROGRAM ryes the right to withdraw the expiation ofowenty days Cause No.322-761968-25 Petition of DEPARTMENT OF relationship, the detet-child how y-0u have executed the holder to claim the vehicle TARRANT COUNTY SHER- property from sale. All units after you were served this INREGIRLMERCEDESPENA FAMILY AND PROTECTIVE ton of pa[emtty and the cap- same. before the 30th day after the IFF'S OFFICE include household Items & citation and petition, a de- AKA MIA RODRIGUEZ PENA SERVICES as Petitioner was i t t of a conservator Issued and given under my date the notice is provided 6651 WKEWORTN BLVD. mist, items unless otherwise fault judgment may betaken ftlediu233rd CmrsOfTarmnt po n men hard and seal or said Court 7'O: MERCEDES LOUISE with au[hadty [o consent co (s a Waiver by [hat person of WKEIVORTH,TE%AS76135 noted: Ashia Lewis; Deme- against you. In addition to PENA And tm all wham it may County, Texas: on 22nd day Utc child's adoption. atTarzant Caunly; Texas, this all right, title, or Interest in 817-238.4200 tress Ward; Carolyn Sanders; filing a Witten answer with coO..GREETINGS: the 1y2025AgaimtMA- THE STATE OF TEXAS the 30th dayoflanuary,2025. the vehicle a ad a consent to BobbySmIth; Keith Hawkins. "ederkyou mayberequired You have been sued. You HOGANYAERIONAWILLIAMS TIIOMASA.WILDER Tenantinave tined htto re- [°make initial disclosures to bored 233-7b1774-24, To the Sheriff, Constable ClerkofDistrInCourts of the sale of the vehicle at a deem the contents atanytime the other parties of this suit, may employanateyrdey.onot and entitled: INRE DEONA. County or Clerk to Court ofany Tartan[ County, Texas publicsale. you or your attorney do not a^ County of the State mfTexas, z c Prior to the5ale.Thepubllcis These discosues generally file a written answerwith the LEY AMIRWILLIAMS.thesuit GreeHng:Youamherebycom- Uy/s/Rodrigo Munoz ineitedtobid. must be madenolater than clerk who Issued this citation requests TERMINATION OF Rodrigo Munoz,Deputy 30 days Rer file THE PARENT -CHILD It manded tosene the foregoing NOTICE: You have been CitvofFOI'eSt Fli11 ysa you youran- by 10:00 a.m. on the Monday Ciblton by making publica- PUBLIC NOTICE swer with the clerk Find out nett following the expiration TIONSHIP.Said child was tton thereof in some news- surd. You may employ as at- moreatTecul.-Help-li, of 20 days after you were onTHE30TH DAYOFDECEM- tmmeylf)nuoryourattorney Ind notice to locate own. NOTICEOFPUBLICSALE rued this citation and OHIG paper, of legal circula[ton, d lienholder for a PUBLIC NOTICE >-[9-76 3.s-[7 se BELL 2024-DEONALEYAMIR duowi not Ole a written answer er and/or WILLIAMS published ,, the County of with the clerk who Issued brown 1966 Oldsmobile On April 16, 2024,[he Forest of property to satisfy land- PETITION FOR PROTECTION Tarrant onceaw•eek for four Vista Cruiser 4 door sU. Hill Police Department took lard'sitenunder Chapter 59 THESTATEOFTEXAS OF'ACHILD,FORCONSFIWA- The court has authors[ymc°nsecutive weeksbefore the [hiscibtion by l0:g0AM. on cod fan ATM machine. of the Texas Property Cade DISTRICT COURT, 701iSMIH ANU FOR TERMI- this sWt to enter any Judg- the Monday next following tlon wagon unknown state custody o Law. Sale will take place for TARRANTCOUNTY NATION IN SUIT AFFECTING men[ or decree In the child's hearing the first publication the expiation oftwentydays VIN#336656Z103239.Vehicle We are currently waiting to UStoreft-Forest H1114917E CITATION BY THE P/C RELATIONSHIP a Interestwhichwillbe hinding tobea[Icast 20 days before after you were served this wasabandoned per manager identifythc ownerafiheunit. California Pkwy. Forest HIII, PUBLICATION default'ud menl ma be tak- upon you, including the ter- thO return dayoI. Citation. efts lira, and petition, a de- at 413 FAI 718, Newark T11 If you or someone you know TX 76119 on wwwselfs[or- Cause No.231-711834-22 against g The Petition minaton of the parent-chRd Herein Fail not but a the fault judgment may be taken 76071 on 02/14/2025 and is missing Forest ATM, please .geaucHon.mm. The Auction INRE A11LAH HEAVEN COL- oof aENT OF FAMILY relationship, the determina- rerun hereinabove named against you. In addition m Is being ztoreda[Abandoned COnbR the Forest Hill Police will start on March G, 2025 LTO ET AL non of tenift d the a have said then and there be- filing a written answer With Vehicle Impound Systems Department's Property and AND PROTECTIVE. SERVICES P Y°" P- resam Court this WdLwith [ IOOt9 Harmon Rd, For Evidence Unit at 817-531- andendat10:30,mu nMareh T0: SAMANTHA KAY as Petitioner Was flied in Pointment of a cansenator the clerk You maybe quired ° 19, 2025 mr thomafter. Pm CIIILDERS And to a➢ whom 321ad Co.-ofTbmnt Coun- with authority to consent to how yourhave executed the to make Initial disclosures to Worth, TX 76177 817-847- 5275 or817-531-5274.When Orly will hesold..is to high-itmay concor"GREETINGS: ty, Texas; on 6lh da flanu- the child's adoption. how you executed the the other parties of this suit. 1680,VSF406S3149VSFTod reaching out. pleme reference estbidderfor rash.tleanu & You have been sued. You yO THE STATE OFTEXAS same• These disclosures generally charges thru today $876.28. case number#24FPDO5312. p ary.2025Agams, EECEDFS Issued and given under my movai deposit is required. may employ an attorney. If LOUISE PENA numbered To the SltedR, Constable hand and seal of said Court nos[ be made no later than Ihttps://wvnvtdlntexazgov), t-3n than Rfi Seller reserves the right to you mr your almrney do not 322-761968-25,and entitled: car Clerk of the Court of any a 30 days afteryou fiieyouran- Failure of the owner or lien- withdrawpropertfromsale. INRE PENA county tenant County,Texas, this holder to claim the vehicle file a written answerwith [he f the State of Texas, swer with the clod: Find out Y the3rddaymfFehmary, 2025, before the 30th day after thee% All units Include household clerk who issued this cibtion AKA MIA RODRIGUEZ GrectiniplAmareherebycour- THOMASA.{VILDER more at Texaslawlielpotg Y C1 G Buless Items & mine. Items unless by 1000 a.m. on the Monday the suftrequests TERMINATE mandol toserve the foregoing CleOMAI WI Court mf date the notice is provided otherwise noted: nea following tire expiration THE PARENT-CILD RELA- Citation by making publica- 7.t7-[o_7A i_S Isawaiver by that person of f 20 da s after a errant County,Tems all right, title, or Interest In Norma Ifernande:; Bruce ° Y you wee TIONSHIP.Saldchildwasborn lion thereof in none news- a Rarer Jackson g CITY OF EULESS senedihiscitalionand ORIG- Y/s/ J the vehicle and a consent to WalkeeTenanthasre theright on THE 2ND DAYOFJANUARY, Paper, of legal circulation, Karel Jackson, De t NOCHE RI to redeem the contentatan INAL PETITION FOR TERMI- 2025-GIRL MERCEOES PENA Published in the County of have Y the sale of the vehicle a[ a PUBLIC NEARING Y NOTICE: You have been LI HOfI 1'Pei'TH(fS bile sale. time prior to the Sale. The NATION IN SUIT AFFECT ING AKA MIA RODRIGUEZ PENA Tar ntonceasseekforfour sued.Youmay employanat- pU The Emlesz City Council will public is invited to bid. THE PARENT -CHILD RELA- The court has authority In c'Onsecullve we befora, a tome):Ifyrou or}rourattomey Application has a-� hold apubllcheadngonTues- ° 5 7 mfONSfIIPadefaul[Judgmen[ this salt tm enter any iudg- hearing line first publtcalioa do not file a written answer day, March IS, 2025, at 7:00 ybebkenagalnst ENTOe mentor decree in the child's to be atleaz[20 days before swishthe clerk who issued been made with p.m., in the Council Chambers Petition of DEPARTMENT OF (nremstwhich will be binding themoumday ofthe Clbnon. this citation by 10:00 AM, on the Texas Alcohol- NOTICE located In City Hall, Euless FAMILY AND PROTECTIVE upon you, including the ter- Herein Fail net but on the [he Monday next f0lAM. o IMPOUNDMENTOF Municipal Complex, 201 N. CILOt10HS SERVICES as Petitoner lVas minalion of the parent -child return hereinabove named the cxpiratianoftwenry days IC Beverage COm- ESTRAY Euless Drive, Euless, Texas, filed In 231s[ Court of Tar- relationship, line de[erndna- have you then and there be- after d this IriISSIOn f01' a Wine INTERNET SALE OF IM- to receive comment regard- OISfRILT000RT, ran[ County, Texas; on 71h [Ion of paternity you were serve POUNDED LIVESTOCK in the approval of the CI p y and the ap- foranklCourtthisWrit,whth citation and petition, a de- g pP rks, City TARRANTCOUNTY day of January, 2025 Against poimmuent of a conservator Yournaton: thereon, showing Only Package Store (1 PIG) of Euless Parks, Recreation, CITATION BY SAMANTHA KAY CHILDERS how have. —red the fault Judgmentmaybe taken Permit (Q) by New ON FEBRUARY 3RD 2025 and Open Spare Mager Phan. With authority t0 consent to Y°° against you. In addition to To review the d tan, PUBLICATION numbered d: VIR 1834-22, the chld's aria tlon. same. Olin TARRANT COUNTY IM- propose p p g a written answer with S&P LLC (dba) COW- POUNDED 1 PIG IN THE Cause A CHIC -759783-24 and entitled:INRE AL, THESfATe OF TEXAS Issued and given under my theclerk,youmayberequtred and Community Director °f Parks INRE: A CHILD HEAVEN COLLINS ET AI, the To the Sheriff, Constable hand and zeal of said Court boys Malt, t0 be IO- RD T ARRANT OF J TY AND and CommunHy Services la make Initial disclosures to T0: JAMAL NASSER And suit requests TERMINATE.or perk of tltc Court of any at erotic Cattily Texas, this [he other parties of [his suit. Gated at2716 W Dt- RD TARRANT COUNTY AND Duane Stmwn,el7-685-1669. to all whom it may concern THE PARENT -CHILD RELA- Count Or"State of Texas, the3rd day of Fehmary,2025. STATE OF TEXAS.IMPOUND. TIONSHIP. Said child w yO These disclosures generally Vision St, Arlington, ED LIVESTOCK IS PLACED IN GREETINGS: °5 Grcenng:Youareherebyram- THOMASA.WILDER in You have been sued. You born on TIIG 2ND DAY OF must be made n0 later than a5 dedtascne th0 foregoing Tar ant Cmutntyten Of 3Odaysaf[eryouflleyouran-TarCeilt County, TX'A�ITY.IFTHE OWNERS) may employ an attorney. if MARCH, 2014 -.,I HEAV- Citati at by making publica- —or w(tlt the clerk. Find out youoryourattorneydonot ENCOLLINS, 'I 'rUAYOP lion thereof in some news- B'/s/Karel Jackson ran 76012. Officer(s) IS NOT DETERMINED, OR File a written answer with OCTOBER,2018-KHALEFSIE Karel Jackson, Deputy real TexaslasvHelp.org. Of cite Said entity: NOT CLAIMED THE the clerk Who issued this ci- RAELYN COLLINS paper, of legal circulation, ty• published in the County of ESTRAY LIVESTOCK BY THE 7-n�w-76 s.5 Sindhu Adhikari -