Brownsville PHR Master Plan by btxparks

Parks, Health, and Recreation Master Plan City of Brownsville. Adopted March 17, 2026.

Acknowledgments Thanks to those who participated

A special thank you goes to everyone who participated in the planning process for the Brownsville Parks, Health, and Recreation Master Plan. This plan was made possible by the valuable contributions and insights of residents, city staff, and community representatives throughout Brownsville.

City Commission

John Cowen Jr. - Mayor Tino Villarreal Jr. - City Commissioner, At-Large “A” Nurith Galonsky - City Commissioner, At-Large “B” Bryan L. Martinez - City Commissioner, District 1 Linda C. Macias - City Commissioner, District 2 Gustavo De León - City Commissioner, District 3 Pedro Cardenas - City Commissioner, District 4

City Administration

Helen Ramirez, ICMA-CM, AICP - City Manager Alan Guard - Deputy City Manager Felix Sauceda - Assistant City Manager Doroteo Garcia - Assistant City Manager

Parks and Recreation Department

Sean G. De Palma, CPRE - Director of Parks and Recreation

Community Partners

Public Health, Wellness, & Animal Services Department UT Health Houston, School of Public Health University of Texas Rio Grande Valley (UTRGV) Gladys Porter Zoo City of Brownsville Parks & Recreation Advisory Committee

Consultants

Stantec Consulting Services, Inc. Bradley Cowan, PLA, ASLA Haley Yelle Lorena González Mend Collective National Service Research

Executive Summary A Vision for a Healthier Brownsville

A System Ready for Momentum

Brownsville is at an exciting moment in its evolution. As the city continues to grow, residents, leaders, and community partners are united by a renewed sense of momentum. Today, Brownsville is not only poised for changed; it is ready to create a healthier future by transforming its parks, trails, programs, and natural assets into everyday pathways to wellness, belonging, and opportunity.

Brownsville’s park system spans just over 800 acres of parkland and nearly 50 miles of trails – a collection of beloved spaces animated by a dedicated and passionate staff. This system is rich with potential. The community has expressed a clear desire to elevate the quality of existing parks, expand access to trails and waterways, and embrace the full promise of the city’s natural environment.

The Parks, Health, and Recreation (PHR) Master Plan builds on this forward energy. Rooted in the belief that health should shape the fabric of daily life, the plan envisions parks as essential infrastructure – green spaces that strengthen communities, nurture the environment, and support physical, mental, social, and emotional wellbeing. Brownsville’s parks are more than places; they are catalysts for a healthier city, and the PHR Master Plan charts a clear, community-driven path to make this vision real.

Growth over the next decade will intensify the need for accessible parks, resilient landscapes, shade and comfort amenities, and inclusive recreation opportunities. Residents also voiced what they value most: visible improvements, strategic investments, and environments that feel safe, comfortable, and welcoming in Brownsville’s climate.

These commitments – to health, equity, comfort, and opportunity – come directly from the community and serve as the heartbeat of the PHR Master Plan. Through conversations, surveys, pop-up events, and a deep assessment of needs, residents helped define a shared direction for the future. Their collective input led to a shared vision for the city’s future:

There is a strong collective will to advance health and equity, ensure that all neighborhoods benefit from high-quality parks, and make strategic decisions that maximize the City’s resources. The PHR Master Plan channels this momentum into an actionable strategy that strengthens the system, builds capacity, and prepares Brownsville to grow sustainably and equitably.

A Snapshot of Brownsville Parks & Recreation

Vision Statement: Brownsville’s parks are more than places; they are pathways to wellness, connection, and opportunity. The vision is a thriving, inclusive park system that inspires active living, strengthens community bonds, champions sustainability, and brings vitality to daily life.

827.43

Parkland Acres

Park Properties

$5.5

4.22

Million Budget

Acres per 1,000 Residents

Miles of Trails

Staff Members

Executive Summary

Community-Centered Planning

Findings That Set the Path Forward

The PHR Master Plan is shaped directly by Brownsville’s residents and reflects one of the most robust engagement efforts ever undertaken by the City. Through over 1,400 survey responses, public meetings, pop-ups, focus groups, and conservations with staff and stakeholders, the community helped define the priorities, values, and direction of this plan. These touchpoints form the foundation of the PHR Master Plan’s health-forward approach and are highlighted below:

1,418

5,000+ Engagement Data Points

Pop-Up Events

Surveys Submitted

Staff Interviews

Public Meetings

Focus Groups

Residents consistently emphasized the importance of:

The needs assessment confirmed what many residents already understand: Brownsville is poised for meaningful growth, but strategic investment will be essential to shape a healthier future. The analysis revealed that the community needs more parks, programs, and recreation facilities to keep pace with a rapidly expanding population and to support active, healthy living. It also underscored the importance of improving accessibility, particularly in neighborhoods facing health, environmental, or socioeconomic vulnerabilities, where enhancements to comfort and connectivity can have a significant impact. The assessment further highlighted the City’s need for additional staff and resources to sustain daily operations, maintain growing assets, and deliver the high-quality experiences residents expect. At the same time, Brownsville holds a wealth of underutilized opportunities that are ready to be activated in service of public health, recreation, and environmental resilience. Together, these findings point to a clear path forward – one that builds on Brownsville’s momentum and channels it into meaningful improvements across the community.

Core Goals for a Healthier City

Improving the condition and comfort of existing parks

Guided by extensive engagement and analysis, the PHR Master Plan is structured around five guiding principles that define the next generation of parks, health, and recreation in Brownsville:

Offering more recreation programs for all ages and abilities

Healthy People, Active Lives: Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection.

Connected by Community: Create a vibrant, accessible network of parks, trails, and public spaces that bring people together and ensure equitable access to quality recreation for all residents.

Rooted in Nature: Protect and enhance the natural environment by restoring landscapes, strengthening waterways, expanding shade, and nurturing stewardship.

One City, Growing Together: Cultivate an integrated, inclusive parks system where investment, collaboration, and community pride elevate quality of life and reflect Brownsville’s unique cultural identity.

Excellence in Action: Build a high-performing, resilient parks and recreation system supported by skilled staff, data-driven management, strong partnerships, and responsive operations.

Expanding trails and closing gaps in connectivity

# Using parks as foundations for healthier living

Enhancing communication and awareness of programs and events

Increasing access to nature and conservation areas

Strengthening maintenance to encourage greater park use

This engagement process confirmed a powerful truth: Brownsville is ready to invest in health, community, and nature – and parks are the platform to make it happen. iii

Brownsville Parks, Health, and Recreation Master Plan

What the Future Holds: Outcomes for a Healthier Brownsville

The PHR Master Plan charts a clear path toward a future where health is woven into the rhythm of daily life. As Brownsville invests in its parks, trails, natural areas, and community programs, these improvements will do more than upgrade physical spaces; they will reshape how people live, move, connect, and care for one another. By aligning resources, partnerships, and design strategies with the priorities voiced by residents, the City can create public spaces that nurture wellbeing, strengthen neighborhoods, and expand opportunity. These efforts pave the way for a healthier, more connected, and more vibrant Brownsville where: • Nature sustains life through restored resacas, expanded shade, and thriving ecosystems • Movement fuels health by way of improved trails, walkable connections, and active recreation • Balance is restored between people, nature, and built environments • Community life fosters vitality through programming, gathering spaces, and inclusive design • Health belongs to everyone, regardless of neighborhood, income, or background • Collaboration builds wellbeing, with partners across institutions working together to elevate quality of life

The Path Forward

Brownsville has long been a city defined by resilience, culture, and community pride. Today, it is ready to be defined by health. The PHR Master Plan honors the people and places that have shaped Brownsville’s identity while charting a hopeful, actionable path for the future. It reflects a belief shared across the community: parks, nature, and public spaces can play a powerful role in strengthening daily life. This future is both inspiring and attainable. It is one where every child can walk to a safe, shaded park close to home; where trails connect neighborhoods to resacas, schools, and everyday destinations; where families gather in welcoming spaces filled with activity and community life; and where the natural environment protects residents from heat, supports mental wellbeing, and restores balance across the city. The PHR Master Plan calls on Brownsville to continue investing in the places that bring people together, and to do so in ways that make health a visible, tangible part of everyday experiences. With steady commitment, strong partnerships, and community-driven leadership, Brownsville can build a city where parks are not just amenities, but essential infrastructure for a thriving, connected, and vibrant future.

Together, these outcomes illustrate the transformation that is possible when a city puts health at the center of its public spaces, and they highlight the opportunity to build a future where every resident can thrive.

A Roadmap for Implementation

Behind every recommendation in this plan is a simple idea: progress should be achievable and impactful. A healthier Brownsville will not be built through vision alone; it requires steady, intentional steps that respond to community need. This plan serves as a tool to guide those steps, helping the City make decisions and allocate resources to elevate the parks and recreation system. Key components of the implementation plan include: Strategic system-wide recommendations and district-specific priorities

A prioritized strategy list shaped by community engagement

Defined responsibilities, probable costs, initiation windows, effort levels, and dependencies

Key performance indicators to measure progress and demonstrate impact

Executive Summary

Contents 00 Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i

Acknowledgments i Executive Summary ii

01 Building a Healthier Brownsville. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 01 Introduction to the PHR Master Plan The Outcomes of a Healthier City Community Profile & Context Why Plan, Why Now? Parks as Engines of Wellbeing The Foundation of a Healthy City Overview of Vision & Guiding Principles

03 05 07 13 15 17 19

02 Elevating Community Voices. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Planning With, Not For: A Collaborative Effort Outreach & Engagement Approach Facilitation Tools & Community Feedback

23 31 37

03 Understanding Today, Planning for Tomorrow. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 A Beloved Park System Identifying Brownsville’s Needs Key Findings

53 59 99

04 Where Vision Takes Shape & Ideas Come to Life. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101 Guiding Principles Shaped by Community Data Imagining the Future Together From Vision to Values: PHR Master Plan Guiding Principles Implementation Framework The Outcomes: Implementing PHR Master Plan Strategies Healthy People, Active Lives Connected by Community Rooted in Nature One City Growing Together Excellence in Action

103 104 105 107 109 121 161 187 217 247

05 Citywide Goals to District Action. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .281 Brownsville Electoral Districts Facility Comparison Across Districts District 1 District 2 District 3 District 4

283 285 287 307 327 347

Appendices A Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 367 Glossary / Glosario

369

B Community Survey Results. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 375 Community Survey Results Community Survey Results by ZIP Code

377 397

C Park Inventory & Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 537 Existing Park Inventory Your Guide to Improving Parks Park Profiles & Recommendations

539 345 549

D Brownsville Park Assessment Tool. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 595 Your Guide to Assessing Parks Brownsville Park Assessment Tool

597 599

E Design Manual . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 623 How to Use This Guide General Guidelines Local Parks City-Wide Parks

625 626 629 641

F Parkland Dedication Policy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 653 Parkland Dedication Policy Recommendations

655

G Implementation Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 659 Implementation Plan

661

H Funding Matrix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 797 Funding Matrices

799

01 Brownsville Farmers' Market

Building a Healthier Brownsville Chapter Contents • • • • • • •

Introduction to the Parks, Health, and Recreation Master Plan The Outcomes of a Healthier City Community Profile & Context Why Plan, Why Now? Parks as Engines of Wellbeing The Foundation of a Healthy City Overview of Vision & Guiding Principles

The Brownsville Parks, Health, and Recreation Master Plan charts a transformative path toward a healthier, more resilient, and more connected community. Grounded in the belief that parks, trails, and recreation are essential health infrastructure, this chapter introduces the community profile, context, and guiding vision that shape the City's commitment to improving quality of life through wellness. It underscores the urgency of planning now to address current and future needs – recognizing that access to nature, opportunities for movement, and spaces for connection are fundamental to physical, mental, and environmental health. Through a comprehensive and inclusive framework, the plan establishes a clear road map for creating parks and programs that invite daily activity, reduce health disparities, strengthen community bonds, and foster lasting wellbeing for every resident of Brownsville.

Introduction to the Parks, Health, and Recreation Master Plan

In Brownsville, parks are more than green spaces. They are vital infrastructure for public health, community connection, and environmental resilience. They are places where movement, nature, and belonging come together to nurture physical activity, emotional wellbeing, and social ties. As the city continues to grow and evolve, the Parks, Health, and Recreation Master Plan serves as a strategic roadmap to ensure Brownsville's parks and recreation system continues to promote wellness in every neighborhood and meets the changing needs of its people. Over the next decade, this plan will guide how the city invests in parkland, recreation facilities, programming, trails, and operations to improve community health and quality of life for all residents. 03

This plan begins with a simple but powerful truth: parks and recreation are health infrastructure. They shape how communities move, gather, grow, and thrive. In Brownsville, where residents face real public health challenges and equitable access to recreation is critical, the parks and recreation system is central to advancing a healthier, more connected, and more resilient city. This plan affirms that public spaces are not just amenities, but catalysts for transformation – tools to promote wellness, strengthen equity, and steward the city's natural resources for generations to come.

Brownsville Parks, Health, and Recreation Master Plan

This purpose is grounded in the mission of the Brownsville Parks and Recreation Department: "to directly contribute to the City's quality of life by providing exceptional programs, facilities, parks, and trails while celebrating and preserving the community's natural and cultural heritage." That mission connects health and heritage, people and place – anchoring both the department's daily work and the long-term goals of this plan in the lived realities and aspirations of Brownsville's residents.

At its core, this Master Plan is about action for healthier people and a healthier place. It is a living, working document built on community voice, data-driven insight, and shared vision. Through an extensive engagement process, residents shared their priorities, challenges, and hopes for a stronger, healthier Brownsville. Those voices shaped every goal and strategy, ensuring that this plan is not only visionary but grounded – translating local wisdom and public health priorities into practical steps for change.

This plan also acknowledges the challenges Brownsville faces: limited resources, growing demand, and the need for equitable investment. Yet it meets those challenges with resolve. By focusing resources where they will have the greatest impact on community health – expanding access to active spaces, improving safety, and building partnerships that connect health agencies, schools, and neighborhoods – the City can achieve lasting improvements in wellbeing and resilience.

Ultimately, this plan is about possibility and promise – a healthier Brownsville for all. It envisions a city where every neighborhood has access to safe, vibrant, and inclusive parks that double as wellness hubs and gathering places. With each trail extended, each tree planted, and each program launched, Brownsville takes another step toward a future where health is not a privilege but a shared way of life. This plan is both a call to action and a blueprint for transformation. It is a promise to the people of Brownsville that through parks and recreation, a stronger, more equitable, and healthier city is within reach. Building a Healthier Brownsville

The Outcomes of a Healthier City

Implementing the PHR Master Plan's Strategies will create a healthier Brownsville where: Nature Sustains Life • • • • •

Greener trails and parks Cooler, shades communities Restored habitats and waterways Flood-resilient landscapes Cleaner air and water

Brownsville Parks, Health, and Recreation Master Plan

Movement Fuels Health • Connected active mobility networks • Safe, inviting streets and trails • Access to movement-rich spaces • Expanded recreation opportunities • Active lifestyles citywide

Balance is Restored • • • •

Improved mood and focus Beautiful and welcoming parks Daily relief from stress Enhanced community wellbeing

Community Life Fosters Vitality • • • • •

Activated parks and programs Increased sense of belonging Strengthened neighborhood trust Greater civic participation Improved social wellbeing

Health Belongs to Everyone • • • • •

Equitable park investments Universal accessibility Affordable recreation Safer parks and facilities Cleaner, healthier neighborhoods

Collaboration Builds Wellbeing • • • • •

More reliable public spaces Stronger partnerships for health Improved economic opportunity Higher quality parks and programs Greater health and prosperity

Together, these strategies chart the path toward a greener, more active, and healthier Brownsville – one where parks, trails, and recreation strengthen both people and place. Every investment in open space, tree canopy, and recreation facilities supports daily movement, reduces stress, and improves the wellbeing of residents, local wildlife, and the natural environment. As Brownsville's park system expands and flourishes, so too does its capacity to foster physical fitness, mental health, environmental quality, and social connection. A truly healthy city is one that is economically resilient, environmentally thriving, and socially equitable – and through this plan, Brownsville is building that future. Building a Healthier Brownsville

Community Profile & Context The City of Brownsville, located in Cameron County along the U.S.–Mexico border, is a culturally vibrant community with deep roots and dynamic, thriving future. Situated in the heart of the Lower Rio Grande Valley, Brownsville is the 18th largest city in Texas – home to more than 190,000 residents. Its distinctive culture, characteristic neighborhoods, and rich natural resources make it a place where heritage, opportunity, and wellbeing intersect. To plan effectively for the future of parks, health, and recreation, we must first understand who we are planning for. Every city has its own demographic makeup, growth patterns, and community values, and these factors directly shape the health of its people and environment. In Brownsville, population characteristics, housing conditions, education levels, employment trends, and cultural identity all influence how residents experience wellness, connect with nature, and engage in recreation. This section explores the data and trends that define Brownsville today – not as isolated statistics, but as insights into the city's overall health. By grounding this plan in the realities of who lives here, how the city is evolving, and what residents value most, Brownsville can continue building a parks and recreation system that strengthens community wellbeing, supports healthy living, and reflects the spirit of the people it serves. Brownsville's Regional Footprint

Understanding Community Context Age

Design age-appropriate play & wellness amenities

Household Size

Provide multi-use gathering spaces

Housing Patterns

Locate parks where growth is happening Camer on

Count y

GULF OF MEXICO Harlingen

Culture & Identity

Ensure culturally relevant programming

Employment Port Isabel

Brownsville, Texas

Support workforce wellness & community stability

Education

M E X I CO 07

Brownsville Parks, Health, and Recreation Master Plan

Target enrichment and youth development programs

Community Demographics

Age & Gender

Brownsville's population is growing quickly. According to the U.S. Census Bureau's 2024 QuickFact estimates, the city is home to 191,967 residents. Since 1970, Brownsville has experienced a steady population growth, including an 8.1% increase between 2010 and 2024. Looking ahead, projections anticipate a significant population surge of 34.3% by 2029. This rapid growth brings both exciting opportunities and urgent challenges. As more people call Brownsville home, the demand on the parks and recreation system will intensify. Planning for this growth is essential to ensure every resident has equitable access to the parks, trails, and recreation facilities that support physical activity, social connection, and environmental health.

Brownsville has a young, family-oriented population, with the largest age group falling between 20 and 29, followed closely by residents in their 30s and 40s. This indicates a strong base of young adults, working families, and early-career professionals who are likely to use parks for recreation, exercise, and family time. Nearly a quarter of the population is under age 20, highlighting the need for youth-oriented spaces and programs, while a smaller but gradually increasing share of older adults signals growing demand for age-inclusive design and senior wellness opportunities. Gender distribution is balanced across age groups, with a slight increase in female representation at older ages. These trends underscore the importance of an adaptable, intergenerational park system – one that supports active lifestyles, lifelong play, and social connection as essential components of community health at every stage of life.

Brownsville's Population Growth

Demographic Structure by Age and Gender

Population & Growth

Male

Projected Population (2034) ≈260,000

1,329

80+

5,693

70-79

7,251 10,245 12,250

Source: Texas Almanac: City Population History from 1850-2000 and U.S. Census Bureau

50-59

12,760

40-49

12,925 10,241 15,441

15-19

7,641

8,178

10-14

7,418

6,305

15K

9,599

60-69

8,336

Population (1900)

20K

6,145

20-29

14,748

191,967

4,659

30-39

11,300

Population (2024)

Female

Age

10K

6,137

5-9

6,111

5,978

0-5

5,571

10K

15K

20K

Source: 2023 American Community Survey 1-Year Estimates - Age and Sex 20 34

20 29

20 24

20 20

0 20 0

80 19

19 60

40 19

19 20

Building a Healthier Brownsville

Race & Ethnicity

Education & Employment

Brownsville is a city with a deeply rooted history and culture. The community is majority Hispanic or Latino, representing 94.5% of the population. Non-Hispanic groups – including White, Black, Asian, Native American, and Pacific Islander residents – each comprise less than 1% of the population. This shared heritage plays a defining role in the city's identity, shaping everything from its traditions and language to the way people connect in public spaces. Brownsville's cultural richness also influences how residents experience health, recreation, and community life. Celebrating and reflecting this heritage throughout the parks and recreation system helps strengthen cultural pride, social connection, and a sense of belonging – key dimensions of community wellbeing.

Education and employment are fundamental drivers of community wellbeing, and they play an important role in shaping how, when, and why people engage with parks and recreation. Over the past decade, Brownsville has made measurable progress in both areas, reflecting broader efforts to expand opportunity and improve quality of life. As of 2023, 70.8% of Brownsville residents hold a high school diploma or higher, nearly a 15% increase from 2010. During the same period, the city's employment rate rose from 50.8% to 58.8%, representing a 16% increase in workforce participation. These positive trends speak to the resilience and ambition of the community, as well as the City's commitment to creating pathways that strengthen both personal prosperity and overall community health.

Ethnicity

High School Degree or Higher

Source: U.S. Census Bureau QuickFacts (2024)

94.5

61.8

94.5% of Brownsville is Hispanic/Latino.

70.8

2010

70.8

85.7

2024

89.4

Race

Source: U.S. Census Bureau QuickFacts (2024)

Brownsville

Source: 2023 American Community Survey 1-Year Estimates - Selected Economic Characteristics

White Alone

50.8

58.8

2010

Other Two or More Races

58.8

Brownsville 09

United States

Employment Rate

Texas

Brownsville Parks, Health, and Recreation Master Plan

62.6

2024

Texas

60.6

United States

Income & Housing

Median Household Income

While the city has made strides in household income and homeownership over the past decade, economic challenges remain for many families, especially when it comes to equitable access to parks, programs, and public amenities. Since 2010, the median household income has increased by nearly 64%. Throughout the same period, home values have more than doubled and homeownership rates have increased by around 5%. These changes reflect a city experiencing transition in growth and economic development. The average household size in Brownsville has decreased in the past decade, suggesting gradual shifts in family structure and housing needs. Together, these trends influence how residents use public space, what kinds of parks and facilities are needed, and how recreation services can best support community health and wellbeing.

Source: 2023 American Community Survey 1-Year Estimates - Households and Families

30,454

49,920

2010

2024

Texas

United States

$49,920

Brownsville

Source: 2023 American Community Survey 1-Year Estimates - Households and Families

2010

2023

46,696 Average Household Size

Source: U.S. Census Bureau QuickFacts (2024)

3.19

2010

3.192.70

Texas

2.54 2.54

2024

65.6

62.6

Brownsville

Texas

65.2

United States

Median Home Value

Source: 2023 American Community Survey 1-Year Estimates - Households and Families

2024

2.702.702.54

65.6

2010

64,083

3.73

60.9 %

Brownsville

$77,719

Homeownership

Total Households

3.19 3.19

$75,780

154,800

79,500

154,800

2010

2024

296,900

340,200

United States Brownsville

Texas

United States

Building a Healthier Brownsville

What Demographics Mean for Parks & Recreation Brownsville's evolving demographic profile brings both challenges and opportunities for parks and recreation planning. A rapidly growing population is placing increased demand on parks, trails, and recreation programs, but it also offers a powerful opportunity to expand services, reach more residents, and build a system that strengthens the city's overall health and livability. The city's large and still-growing youth population highlights the need for more family-oriented spaces, youth programs, and age appropriate amenities that foster physical activity, social connection, and healthy development from an early age. At the same time, working-age adults and multi-generational families need flexible spaces for fitness, recreation, and community gatherings, while older adults can be supported through walkable parks, rest areas, and wellness programs that promote mobility, independence, and emotional wellbeing. Brownsville's predominantly Hispanic population and strong regional identity influence how residents engage with public space and what they value most in recreation. To advance health equity and inclusivity, the system must be tailored to reflect the community's culture, language, and traditions – ensuring that every park feels welcoming, relevant, and connected to local identity. While educational attainment and employment rates have improved, both remain below state and national averages, pointing to areas where continued community investment is needed. Parks and recreation can close these gaps by providing spaces for learning, youth enrichment, workforce training, and safe, supportive environments that strengthen mental health and reduce barriers to success. Similarly, the rise in total households and a decline in household size reflects shifting family structures. Brownsville's average household size reinforces the need for accessible, multi-use parks that promote daily activity and social interaction for all household types – from extended families to individuals living alone. On the economic front, median household income has risen significantly in recent years – a positive indicator of upward mobility – but it still falls well below state and national benchmarks. Investing in high-quality parks and recreation amenities can help boost community health and economic vitality alike by improve quality of life, reducing health disparities, and enhancing neighborhood stability. Although median home values in Brownsville remain lower than the state and national averages, this affordability presents a unique advantage – making the city an attractive place for new families, remote workers, and retirees. A vibrant, connected, and accessible park system can help Brownsville leverage this opportunity, positioning itself as a city of choice where outdoor amenities, social connection, and daily movement define a high quality of life. Together, these demographic insights underscore the importance of a responsive, equitable, and futureready parks and recreation system that not only keeps pace with change but actively shapes a healthier, more connected, and more prosperous Brownsville.

Brownsville Parks, Health, and Recreation Master Plan

Building a Healthier Brownsville

Why Plan, Why Now? Brownsville is at a turning point. With a rapidly growing population, the city faces both tremendous opportunity and a growing urgency to act. Growth of this scale demands more than incremental improvements – it calls for bold, health-driven investments that build resilience, equity, and wellbeing for future generations. Across Cameron County, health data reveal clear warning signs: limited access to exercise opportunities, high-air pollution exposure, and elevated rates of chronic disease, physical distress, and mental health challenges. Many residents live with preventable conditions such as obesity and diabetes – conditions directly influenced by daily environments, access to safe, active, and social spaces. These indicators make one thing clear: parks, trails, and recreation facilities are not amenities – they are front line public health infrastructure. Structural inequities deepen these challenges. More than half of Brownsville residents are low-income, one in three has not completed high school, and nearly one in five lives in a linguistically isolated household. Many neighborhoods are medically underserved, limiting access to care and compounding barriers to wellness. Parks and recreation can directly counter these inequities by expanding access to nature, movement, and belonging – giving every resident a fair chance at a healthier life. That is the purpose behind the Parks, Health, and Recreation Master Plan: to position parks and open spaces as essential health infrastructure for Brownsville's future. By improving access, safety, and quality, the City can promote physical activity, reduce stress, strengthen community bonds, and protect the environment that sustains us. Planning now also positions Brownsville to unlock new funding and partnerships that amplify this impact. A comprehensive parks and recreation master plan enhances eligibility for competitive state and federal grants that can turn vision into action. As Brownsville's regional and national profile continues to rise, demand for high-quality, health-supportive parks and public spaces will only grow. A vibrant, equitable system supports not only community health, but workforce attraction, economic vitality, and long-term livability. This plan is more than a response to current needs – it is a foundation for a healthier future. Grounded in data and guided by community voice, it provides a clear framework to guide decisions, prioritize investments, and ensure that Brownsville's parks and recreation system evolves in step with the city's growth, its values, and its collective pursuit of wellbeing. 13

Brownsville Parks, Health, and Recreation Master Plan

County Health Metrics Health disparities across Cameron County highlight the urgent need for environments that support health – starting with equitable access to parks and recreation. Indicator

Cameron County

Texas

United States

Premature Death (per 100k)

9100

8200

8400

Poor Physical Health Days

5.3

3.8

3.9

Low Birth Weight

Poor Mental Health Days

6.1

5.1

Poor or Fair Health

37%

20%

17%

Flu Vaccinations

41%

45%

48%

Access to Exercise Opportunities

74%

82%

84%

Food Environment Index

4.8

5.7

7.4

Primary Care Physicians (Ratio)

2,030:1

1,660:1

1,330:1

Mental Health Providers (Ratio)

1,030:1

590:01:00

300:01:00

Health Infrastructure

Dentists (Ratio)

3,130:1

1,590:1

1,360:1

Preventable Hospital Stays

3242

2968

2666

Mammography Screening

28%

41%

44%

Uninsured

25%

19%

10%

Additional Health Infrastructure Severe Housing Problems

22%

18%

17%

Driving Alone to Work

78%

73%

70%

Long Commute - Driving Alone

23%

39%

37%

Air Pollution (PM2.5)

12.6

8.1

7.3

Drinking Water Violations

Yes

Broadband Access

80%

90%

54%

65%

68%

Library Access Social and Economic Factors Some College High School Completion

72%

86%

89%

Unemployment

5.40%

3.90%

3.60%

Income Inequality

5.2

4.8

4.9

Children in Poverty

34%

18%

16%

Injury Deaths

Social Associations

7.4

9.1

32%

24%

28%

Child Care Cost Burden

University of Wisconsin Population Health Institute - County Health Rankings & Roadmaps, 2025

With a shared vision, strong partnerships, and community resolve, we can build the future that our city deserves.

Parks as Engines of Wellbeing Parks and green spaces are powerful tools for advancing public health and wellbeing. Research consistently demonstrates that access to parks and green spaces is linked to a wide range of physical, mental, social, environmental, and economic health benefits. In Brownsville, health disparities and environmental vulnerabilities are ongoing challenges, but a healthy parks plan offers a powerful, community-centered solution to improve quality of life and build long-term resilience. From encouraging active lifestyles to creating safe, inclusive spaces for connection and healing, parks play a vital role in shaping a healthier, more equitable city.

Community Health

Research shows that proximity to parks and green space is associated with improved health outcomes. Living near green space has been linked to lower rates of obesity, cardiovascular disease, diabetes, asthma, depression, and anxiety. One largescale study in the Netherlands found that living within 1 kilometer (0.6 miles) of green space experienced reduced rates of 15 major illnesses, including a 15% lower rate of heart disease, 20% in diabetes, and 25% in depression. Access to parks also promotes physical activity, which is among the most effective and affordable ways to prevent disease and improve mental health. Yet, only half of U.S. adults and one-third of the nation's youth meet recommended activity levels. In Brownsville, improving access to safe, high-quality parks and trails can support healthier lifestyles. Research shows that low-income communities see the greatest health benefits from improved park access, especially where healthcare access is limited. Together, these findings make a clear case that investing in parks is one of the most impactful ways the city can promote healthier outcomes and reduce longstanding health disparities. Just 20 minutes in a park can reduce stress hormone levels by up to 20%.1

20 %

Tree cover lowers asthma risk. Kids in greener areas are 3 times less likely to have asthma.2

People who live near parks and green spaces are 44% less likely to have a diagnosed anxiety disorder.2

For every $1 spent on building trails and greenways, there is a $3 return in medical cost savings due to increased physical activity.3

1. Hunter, M. C. R., Gillespie, B. W., & Chen, S. Y.-P. (2019). Urban nature experience reduces stress in the context of daily life based on salivary biomarkers. Frontiers in Psychology. 2. City Parks Alliance. (2019). City Parks: A Smart Investment for America’s Health, Economy & Environment. 3. American Trails Staff. (2020). Health benefits of trails. American Trails. https://www.americantrails.org/resources/health-benefits-of-trails

Brownsville Parks, Health, and Recreation Master Plan

Social and Civic Health

Economic Health

Environmental Health

For Brownsville, the growing value of parks is tied to improving quality of life, attracting new residents, and encouraging reinvestment in neighborhoods. Wellmaintained parks have been shown to increase nearby home values and attract businesses seeking healthy, vibrant communities. As Brownsville continues to invest in its park system, it will be important to pair these improvements with thoughtful, community-centered strategies that ensure long-term residents can share in the benefits that revitalization brings.

Beyond individual wellbeing, parks play a vital role in strengthening the social fabric of communities. They offer places for neighbors to connect, families to gather, and civic groups to organize – all of which help reduce isolation, foster trust, and build a sense of belonging. These benefits are especially important in a community like Brownsville, where cultural ties and shared experiences are deeply valued. Parks and public spaces help sustain those connections while promoting inclusivity and resilience. Strong social ties are linked to better mental health, lower crime, and increased safety, which reinforce the value of investing in welldesigned, community-oriented parks.

Parks also serve as critical green infrastructure. Trees and vegetation filter air pollution, absorb storm water, reduce flooding, and help control urban heat islands. Strategically placed parks and green space can protect vulnerable groups, such as seniors and outdoor workers, from extreme heat while improving water quality and ecological function. As Brownsville faces rising temperatures and climate-related challenges, the role of parks in environmental resilience will only grow.

80%

Parks absorb up to 80% of rainfall, reducing storm water runoff and lowering flood risks in urban areas.4

6–10°F

Parks strengthen local economies. They attract residents and visitors, boost nearby business activity, increase property values, and reduce long-term public health costs. In Texas alone, local parks and recreation agencies generate over $7.7 billion in economic activity annually and support more than 60,000 jobs. Outdoor recreation supports more than 411,000 jobs statewide, outpacing even the oil and gas sector.

Trails and greenways can yield a return on investment of over 50:1 due to increased property values and tourism revenue.7

Greening of vacant urban land has been shown to decrease crime.5

Large, shady parks can reduce urban temperatures by 10–20°F, while tree cover lowers local temperatures by 6–10°F.5

8-20 %

50:1

Proximity to parks can increase residential property values by 8-20%.6

4. 6. U.S. Environmental Protection Agency. (2017). Green infrastructure in parks: A guide to collaboration, funding, and community engagement. 5. City Parks Alliance. (2019). City Parks: A Smart Investment for America's Health, Economy, & Environment 6. Crompton, J. L. (2001). Parks and economic development (PAS Report No. 502). American Planning Association. 7. HR&A Advisors. (2016). Economic Benefits of Trails and Greenways in the Dallas Park System: Return on Investment Study (1998-2016)

Building a Healthier Brownsville

The Foundation of a Healthy City The City of Brownsville’s Park, Health, and Recreation (PHR) Master Plan is more than a blueprint for parks and recreation – it represents a bold commitment to a healthier, more equitable future. Grounded in local priorities and shaped by community input, the plan redefines parks and recreation as essential infrastructure. It acknowledges that vibrant neighborhoods, public spaces, natural landscapes, and shared opportunities lay the groundwork for lasting wellbeing. The PHR Master Plan establishes a clear path toward a healthier Brownsville:

Expanded Tree Canopy

Health begins in our neighborhoods.

While the PHR Master Plan considers the citywide system of parks and recreation, it recognizes that local action leads to greatest impact. When opportunities to move and play are close to home, active living becomes part of daily life. By prioritizing investments in neighborhood amenities, facilities, and parks, this plan strives to provide easy, convenient access to spaces that encourage active living. This approach reinforces the health of neighborhoods as the heart of a thriving city.

Community Stewardship

Responsive Policy

Connection grows in public spaces.

Paths, trails, and greenways connect more than just points on a map – they bring people, places, and opportunities together, forming the ties that support a healthy city. The PHR Master Plan seeks to establish a seamless network of safe routes that link neighborhoods to parks and public destinations. These physical connections create the conditions for social connections to flourish – turning public spaces into places where neighbors meet, relationships form, and a sense of belonging grows stronger.

Infill Parks

Environmental Programming

Resilience thrives in living landscapes.

True health depends not only on people but also on the strength of the natural world around them. Brownsville's resacas, wetlands, and native habitats are living systems that help the community recover from challenges and adapt to change. These landscapes provide fresh air, clean water, and peaceful spaces that nurture the body and spirit. The PHR Master Plan embraces nature as a partner in health, calling for the protection and restoration of these vital environments so the community can grow stronger and more resilient.

Opportunity expands through collective effort.

Shared commitments and collaboration across neighborhoods, city departments, community organizations, and local partners pave the way for a healthier community. The PHR Master Plan supports these partnerships, leveraging parks and public spaces as centers of community connection, economic vitality, and social inclusion.

Excellence takes shape in everyday actions.

The PHR Master Plan transforms vision into action. A healthy city depends on consistent care, dedicated stewardship, and attention to detail in its parks and recreation system. This plan sets a standard of excellence that guides daily operations, maintenance, and community involvement. By committing to continuous improvement and efficient management, the City ensures that the benefits of parks and recreation reach all residents, supporting wellness today and for generations to come.

Brownsville Parks, Health, and Recreation Master Plan

Mobility Networks

Community Hubs

Habitat Preservation

Activated Spaces

Program Diversity

Shared-Use Spaces Proactive Maintenance Plans

Multi-Generational Programming

Unstructured Activity Zones

Equitable Access

Community-Oriented Design

Design Standards

Stormwater Management

Walkable Neighborhoods Strategic Partnerships

Building a Healthier Brownsville

Overview of Vision & Guiding Principles

The PHR Master Plan's vision – Every Step Toward a Healthier Brownsville – speaks to steady, meaningful progress toward wellbeing for all. It is an invitation to invest in daily experiences that strengthen bodies, minds, neighborhoods, and ecosystems alike. 19

Brownsville Parks, Health, and Recreation Master Plan

Standards-Based Assessment Equity-Based Assessment

Goals

Community Engagement

Public Meetings Pop-Ups

Healthy People, Active Lives

Access-Based Assessment

Grounded in both community voice and data-driven insight, the plan was shaped by robust engagement and five comprehensive needs assessments. Residents identified their priorities for how parks and recreation can best support daily movement, social connection, and access to nature. This input, combined with analysis of existing conditions and future needs, guiding the plan's vision, principles, and goals. This purpose echoes the mission of the Brownsville Parks and Recreation Department: "to directly contribute to the City's quality of life by providing exceptional programs, facilities, parks, and trails while celebrating and preserving the community's natural and cultural heritage." The vision and guiding principles that emerged are both an extension of that mission and a reflection of the community's highest aspirations.

Resource-Based Assessment

Transform parks into hubs for community health and vitality.

Community Survey Focus Groups Staff Interviews

Objectives

Throughout the planning process, the City of Brownsville confronted persistent public health disparities, long-standing inequities, and increasing demand on limited resources. Yet even in the face of these challenges, residents shared a clear and inspiring vision for the future – one where public spaces actively promote wellness, reflect community identity, and expand opportunity for all.

Demand-Based Assessment

5 Needs Assessment

As Brownsville grows, so too does its responsibility to ensure every resident has access to spaces that support health, happiness, and belonging. The Parks, Health, and Recreation (PHR) Master Plan is rooted in this commitment and guided by the belief that exceptional parks, trails, and programs are essential to a thriving, healthy city.

Guiding Principles

Every Step Toward a Healthier Brownsville

• • • • •

Move & Play Community Life Restorative Spaces Wellness Literacy Vibrant Parks

Connected by Community

Rooted in Nature

One City, Growing Together

Excellence in Action

Build an integrated network of parks, trails, and facilities.

Protect and enhance Brownsville's natural environment.

Leverage parks and open spaces as economic drivers.

Maintain a high quality parks and recreation system.

• • • •

Grow & Connect Access for All Unified Spaces Safe & Secure

• • • •

Urban Landscape Shelter & Sanctuary Resilient Waters Shared Stewardship

• • • •

Shared Prosperity Invest & Reinvest Quality of Life Destination Brownsville

• • • • • •

Operational Excellence Information Systems Innovation & Growth Sustainable Funding Visibility & Outreach Community Empowerment

Building a Healthier Brownsville

02 Easter Egg Hunt Pop Up

Elevating Community Voices Chapter Contents • • •

Planning With, Not For: A Collaborative Effort Outreach & Engagement Approach Facilitation Tools & Community Feedback

Community engagement played a critical role in shaping the Parks, Health, and Recreation Master Plan. Residents shared not only what they want to see in their parks, but how access to recreation, nature, and safe public spaces can influence daily wellbeing. Through a variety of engagement tools, diverse community voices shared practical insights into how parks could more effectively serve the community, pointing to a park system that encourages more frequent use and supports physical, mental, social, and environmental wellbeing. This chapter outlines the engagement process and highlights community insights that pave the way toward a healthier Brownsville.

Planning With, Not For: A Collaborative Effort Planning Process

The Brownsville Parks, Health, and Recreation Master Plan represents a genuine partnership between the City and its community. From the outset, the planning team worked closely with City staff, local stakeholders, and residents to ensure each phase of the project reflected shared values and priorities. Ongoing collaboration was central to the process, not only to build trust but to ensure the final plan was shaped by community voices, embraced by the people it serves, and positioned to achieve lasting impact.

Phase 3: Community Vision & Ideation This phase focused on gathering input, defining goals, and shaping a shared vision for the future of Brownsville’s parks and recreation system. A robust and inclusive engagement strategy ensured a wide range of voices were heard. Outreach included a citywide community survey, meetings with the Parks Advisory Board, Beautification Committee, and

Phase 1: Project Initiation The process began by laying a strong foundation through clear communication, aligned expectations, and a shared understanding of the project’s scope. This phase also helped familiarize the team with the study area, setting the stage for productive collaboration. Bi-monthly coordination meetings and regular project updates maintained momentum, while custom-branded outreach materials and a dedicated project website built public awareness early and promoted engagement throughout the process.

Phase 2: Discovery & Analysis This phase focused on evaluating current conditions, identifying challenges and opportunities, and refining the engagement strategy. A review of existing plans, demographics, park assets, programming, and accessibility revealed key system needs and gaps. To deepen insight, interviews were conducted with staff across multiple City departments. These conversations helped clarify internal priorities and build alignment around shared goals.

Brownsville Parks, Health, and Recreation Master Plan

Bicycle & Pedestrian Advisory Committee, as well as focus group meetings for health, play and athletics, mobility, and conservation. In addition, community pop-up events and public meetings brought residents together to share ideas. These efforts helped build a community-rooted vision and ensured the plan was grounded in local priorities.

Phase 4: Plan Recommendations & Development With a clear vision established, this phase focused on turning ideas into action. Building on what had been learned about Brownsville’s parks and recreation needs in the previous phases, a set of guiding principles, goals, and recommendations were developed to help the department make improvements to the system in a thoughtful and

strategic way. To ensure the plan reflected community priorities, a second round of public engagement was carried out. Through pop-ups and public meetings, residents had the chance to confirm priorities and build consensus around proposed strategies. Feedback gathered during this phase directly informed funding approaches, project phasing, and the development of the final action plan.

Phase 5: Master Plan Delivery The planning process culminated in the delivery of the Parks, Health, and Recreation Master Plan. City staff, advisory boards, and the commission reviewed the final document to confirm it reflected the engagement findings and community values. Implementation tools were prepared for continued use, equipping the City to move forward. The result is a plan designed to improve quality of life and recreational access for all who call Brownsville home.

Elevating Community Voices

Why Community-Driven Planning Matters

Community-driven planning is the foundation of Brownsville's Parks, Health, and Recreation Master Plan. This approach ensures that the future of our parks is rooted in the everyday experiences of the people who use them most. When residents lead the conversation, they bring critical insights – identifying challenges, priorities, and opportunities that no outsider could fully anticipate. Residents are the experts on their neighborhoods, and their voices are essential in shaping spaces and programs that truly serve their needs. Community participation not only builds trust and fosters more equitable outcomes, it also activates the health-promoting power of parks through a lens defined by the community itself. Community input plays a vital role in improving health outcomes by shaping policies, programs, and public spaces that reflect local realities. A community-driven plan enhances:

Designs that Reflect Lived Experience Residents know firsthand which parks feel unsafe, where sidewalks are missing, and when facilities are inaccessible due to cost, distance, or limited hours. Their input leads to practical, responsive solutions like shaded walking trails in heatvulnerable neighborhoods or programming that reflects cultural values. When public spaces are relevant and usable, people are more likely to spend time in them, increasing physical activity, time outdoors, and social interaction.

Trust, Ownership, and Long-Term Participation When residents see their ideas reflected in park improvements and recreation programs, they are more likely to participate and stay engaged. This sense of ownership builds trust in public institutions, reduces barriers, and strengthens long-term use and stewardship of public spaces.

Mental and Social Health Benefits Parks and recreation facilities designed with community input often prioritize inclusive features: gathering spaces, multi-generational amenities, and programs that foster belonging. These spaces promote social connection, reduce isolation, and support mental well-being.

Equity in Access and Outcomes Planning processes that lack community input often fail to reach the people most impacted by health inequities. Elevating resident voices helps ensure that investments are directed toward areas with the greatest need, addressing gaps in access, environmental stressors, and chronic health conditions.

Brownsville Parks, Health, and Recreation Master Plan

Integration & Collaboration

Brownsville's Parks, Health, and Recreation Master Plan is the result of a citywide effort, made possible by the collective knowledge, resources, and commitment of multiple departments and organizations working together toward a shared vision. The planning process brought together a diverse network of partners, including the City Manager's Office, Enterprise Project Management Office (EPMO), Planning Department, Health Department, Public Works, and outside agencies to ensure that the master plan reflected the full scope of city priorities and resources. At the core of this collaborative approach was a cross-departmental project task force, led jointly by the Parks and Recreation Department and EPMO. This task force met regularly to align goals, troubleshoot challenges, and maintain momentum across key project areas. Their coordination enabled the plan to be informed not only by recreation needs, but also by public health data, infrastructure planning, and broader strategic initiatives led by the City.

Beyond internal coordination, the project team maintained an ongoing dialogue with key decision-makers and community representatives. Regular meetings and presentations with the City Manager, City Commission, and the Parks & Recreation Advisory Committee created transparency, generated meaningful feedback, and reinforced broad-based support for the plan's development. This level of engagement helped ensure that the plan was not only community-driven, but also institutionally supported and implementation-ready. By prioritizing integration and collaboration at every stage, the engagement process laid the groundwork for a master plan that is actionable, aligned with citywide goals, and built to last.

Elevating Community Voices

Related Plans & Policies

The Parks, Health, and Recreation (PHR) Master Plan is one of several planning initiatives undertaken by the City of Brownsville to build a better future for the community. Aligning city and regional planning efforts is essential to ensure that infrastructure and program improvements receive coordinated investment and support from multiple agencies. Parks, recreation centers, and the programs they offer are important pieces of city infrastructure that support the wellbeing of the community. In addition to providing spaces for exercise and play, they serve as hubs for community engagement, cultural expression, and access to essential health and wellness resources.

Recognizing their multifaceted value, the City of Brownsville has prioritized integrating parks and recreation planning into existing strategic efforts. The PHR Master Plan is designed to support broader goals and continue the momentum of ongoing efforts across Brownsville, ensuring that investments in public spaces contribute to a healthier, more equitable, and more connected city.

Imagine Brownsville Comprehensive Plan, 2009 The Imagine Brownsville Comprehensive Plan was developed to guide the City’s future growth by focusing on themes such as prosperity, mobility, health, livability, equity, collaboration, and sustainability.

Brownsville Parks, Health, and Recreation Master Plan

Building on this foundation, the PHR Master Plan serves as a key tool for realizing the Comprehensive Plan’s vision of a healthier, more connected, and environmentally resilient Brownsville. It translates broad goals into tangible actions through strategies focused on parks, green infrastructure, recreation programs, and public spaces. While the PHR Master Plan aligns with and advances existing priorities, it is grounded in the framework established by Imagine Brownsville. Together, these two plans are mutually reinforcing: Imagine Brownsville sets the vision, and the PHR Master Plan operationalizes it through targeted, actionable improvements, moving the City toward greater health, sustainability, equity, and resilience.

Brownsville Parks & Recreation Master Plan, 2015

City of Brownsville Sidewalk & Trials Master Plan, 2021

The 2015 Parks and Recreation Master Plan serves as a valuable resource for developing the PHR Master Plan. It provides supplemental information on the existing conditions of Brownsville’s parks and recreation system and outlines goals and recommendations for the 2015 – 2025 period. These elements offer a foundation for drafting updated goals and priorities that reflect current community needs. While the 2015 plan focused primarily on park facilities, programming, and recreational access, the new PHR Master Plan builds upon this framework by introducing a dedicated focus on health and wellness. This added component emphasizes the critical role that parks and recreation play in promoting physical activity, mental well-being, and overall public health, aligning with broader efforts to improve quality of life and health outcomes for Brownsville residents.

The Sidewalk and Trails Master Plan guides the existing and future development of sidewalks, trails, and bicycle infrastructure. The plan provides guiding principles, goals, objectives, strategies, and courses of action that will help city leaders determine the best approach and methods for financing, sequencing, administering, and locating public improvements. Brownsville’s Sidewalk and Trails Master Plan and the PHR Master Plan are deeply interconnected, each reinforcing the goals and strategies of the other. Together, they form a comprehensive vision for improving community access, promoting active living, and enhancing quality of life for residents.

Sidewalks, trails, bike infrastructure, and parks rely on one another to function effectively. Parks are only as accessible as the networks that lead to them, and walking, biking, or rolling through the city is most effective when there are meaningful, well-connected destinations such as parks, recreation centers, and natural areas. By encouraging walking, biking, and other forms of active transportation, the Sidewalk and Trails Master Plan directly supports the health and wellness goals outlined in the PHR Master Plan. Both plans work in tandem to create an environment that promotes physical activity and improves mental well-being, reinforcing the City’s broader public health objectives. Together, these two plans lay the groundwork for a more connected, healthier, and more vibrant Brownsville.

Elevating Community Voices

Lower Rio Grande Valley Active Transportation & Active Tourism Plan, 2016 The Active Plan is a regional transportation and economic development strategy for the Lower Rio Grande Valley, aimed at capturing the growing market for active tourism. It outlines a 425-mile network of bike routes, multi-use trails, and paddling trails to connect communities across the region while fostering regional collaboration to leverage recreational, historical, and natural assets as tourism drivers. Brownsville’s PHR Master Plan and the regional Active Plan work in tandem. The Active Plan positions Brownsville as a key player in regional tourism in mobility, while the PHR Master Plan enhances the City’s parks, trails, and recreational programming

to fully realize that potential. Together, they ensure Brownsville isn’t just part of the network, it’s a leading destination for active living and outdoor travel.

Mitte Cultural District Master Plan, 2015 The Mitte Cultural District Master Plan was adopted to create a destination that celebrates Brownsville’s unique culture while advancing economic revitalization. The plan integrates public space, art, history, and community identity into a dynamic vision aimed at boosting tourism, attracting businesses, and fostering civic pride. The Parks and Recreation Department plays a vital role in integrating art, history, and cultural storytelling into Brownsville’s public spaces. The PHR Master Plan reinforces these efforts by positioning parks as active platforms for cultural expression and economic

Brownsville Parks, Health, and Recreation Master Plan

growth. Together, the PHR and Mitte Cultural District plans represent a meaningful intersection of parks and culture. Parks provide the setting; culture brings them to life. In unison, they help transform the district into a cultural hub and a source of community pride.

Revitalizing Downtown Brownsville, 2013 The Revitalizing Downtown Brownsville Master Plan focuses on transforming the city’s historic core into a vibrant and welcoming destination. Central to the plan is the creation of people-oriented spaces that foster social interaction and community pride. The Downtown Plan’s vision aligns strongly with the goals of the PHR Master Plan. Both plans emphasize the importance of public spaces that encourage gathering, promote physical activity, and reflect community identity. Moreover, the Downtown plan’s

focus on walkability, multi-modal connectivity, and green infrastructure directly supports the PHR Master Plan’s goals. These plans work together to ensure that Brownsville is not only revitalized, but also integrated into the broader network of parks, trails, and public spaces that define a livable, connected city.

Gladys Porter Zoo, 2022 The Gladys Porter Zoo Master Plan outlines a bold vision to enhance one of Brownsville’s most beloved cultural and educational institutions. The plan introduces new exhibits, expanded animal care facilities, and immersive, revenue-generating experiences designed to elevate both visitor engagement and environmental awareness. This vision aligns strongly with the goals of the Parks, Health, and Recreation Master Plan. Both emphasize the importance of spaces that inspire connection – to nature, to each other, and to the broader community.

The Zoo Plan’s focus on education, biodiversity, and interactive experiences complements the PHR Master Plan’s emphasis on environmental stewardship, wellness, and inclusive recreation. Together, these plans reinforce Brownsville’s commitment to creating a healthier, more enriching city for residents and visitors alike.

Strategic Plan, 2024 The City of Brownsville Strategic Vision Plan serves as a unifying framework for the city’s future, grounded in a shared commitment to quality of life, sustainability, and community growth. With its focus on strategic pillars such as infrastructure, planning, economic development, and governance, the plan outlines a long-term direction for a more vibrant, connected, and resilient city.

The Strategic Vision Plan aligns closely with the goals of the Parks, Health, and Recreation Master Plan. Both emphasize health, equity, and public investment in spaces that enhance daily life. The Vision Plan’s commitment to proactive, inspired action across departments mirrors the collaborative approach of the PHR Master Plan, which relies on partnerships, community input, and cross-sector coordination. Together, these plans reinforce the importance of parks and public spaces as vital components of a thriving Brownsville.

Elevating Community Voices

Outreach & Engagement Approach Outreach Strategies

Community engagement was the center and driving force of the plan development, ensuring the voices of Brownsville residents were heard and reflected in the final master plan. The goal was to foster a collaborative, inclusive, and transparent process that builds trust, strengthens relationships, and aligns outcomes with community values and needs. The engagement process was multifaceted and interactive, designed to reach a broad and diverse audience. It included traditional outreach such as public meetings and focus groups, as well as more casual formats like surveys and pop up events in everyday community spaces. Each phase of the project gathered insights, tested ideas, and refined strategies based on ongoing feedback. By regularly involving the community throughout the planning process, the project team ensured the PHR Master Plan is rooted in local knowledge, responsive to community priorities, and reflective of Brownsville’s unique character. Participation was facilitated using several strategies:

Project Website & Online Survey A dedicated website served as the central hub for all plan-related information, including an overview of the planning process, access to the community survey, event announcements, meeting schedules, and frequently asked questions. The survey was open from March 13th to April 30th. To encourage widespread participation, the survey was promoted through several channels. City staff even included the link in their email signatures to further extend its reach and encourage responses during day-to-day communications.

Brownsville Parks, Health, and Recreation Master Plan

Print & Digital Media To build broad awareness and encourage participation across the community, a variety of communication methods were used including social media platforms, printed flyers distributed at schools, libraries, and community centers, and postcards delivered by mail.

Staff Interviews Staff interviews with the City Manager's office, Parks and Recreation Department, Health Department, City Forester, City Commission, and the Parks and Recreation Advisory Board revealed a shared commitment to strengthening Brownsville's parks. Priorities included better maintenance, enhanced connectivity, and more inclusive programming. Concerns focused on aging infrastructure, limited staffing, and constrained funding as the system expands. Staff emphasized the importance of accessible, safe, and shaded spaces, sustainable maintenance practices, and restored natural habitats. Parks were seen as critical to community health, with interest in programs focused on physical activity, nutrition, and social connection as well as improved outreach. These insights align with Brownsville's One City initiative, reinforcing a unified, collaborative approach across departments to support parks, health, and recreation.

Elevating Community Voices

Engagement Events Map Figure 2.1 LEGEND Brownsville City Limits

Parks & Open Space

Brownsville ETJ Water bodies

Brownsville South Padre Island International Airport

PARD Owned Other, Non-PARD

Downtown Brownsville

School Sites Engagement Locations First Round of Engagement

Public Meetings Public meetings were held across the city to ensure equitable engagement with a broad and diverse range of community members. Meetings were hosted in all four voting districts and one at-large location, making participation accessible citywide. Each meeting featured multiple interactive stations where attendees engaged in hands-on activities and provided feedback on key topics, including priority park amenities, funding preferences, trail features, visioning exercises, desired pathways, mapping activities, and broader community needs.

Pop-Up Events Pop-ups were another important method of engagement, helping ensure outreach to a wide range of people in diverse settings and gathering varied feedback for the master plan. These events were held throughout the city, creating opportunities for meaningful interactions with families with young children and helping ensure engagement across all age groups. Pop-ups facilitate engagement with a variety of user demographic, each with different experiences and perspectives on parks and recreation, while still actively engaged with these spaces in their everyday lives.

Brownsville Parks, Health, and Recreation Master Plan

Second Round of Engagement

Public Meeting I District 1 Gonzalez Park

Public Meeting I District 2 Cabler Park

Public Meeting I District 3 Central Library

Public Meeting I District 3 Brownsville Sports Park

Public Meeting I District 4 Oliveira Park

Public Meeting I At-Large Brownsville Sports Park

Pop-Up I District 4 Farmers Market at Linear Park

Public Meeting I District 2 Robinhood Park

Pop-Up I District 4 Lunada at Linear Park

Pop-Up I District 1 Trails Symposium at Brownsville Sports Park

Pop-Up I District 4 Farmers Market at Linear Park

Pop-Up I District 4 Lunada at Linear Park

Pop-Up I District 3 Easter Egg Hunt at Gonzalez Park

Key Map

Engagement Events Map

Focus Groups

During the community engagement phase, focus groups shared insights to help shape targeted recommendations and address organizational gaps. These groups included education, youth, health, play and athletics, conservation, and mobility, trails, and safe access. Across all sectors, participants envisioned parks as inclusive, accessible, and multi-functional spaces that support well-being, youth engagement, and environmental stewardship. Common priorities included safer, betterconnected parks with shaded areas, modern amenities, and clearer signage. Groups emphasized the importance of learning and creative spaces, walkable connections, upgraded facilities, equitable access, and the protection of native ecosystems. Clear communication, partnerships, and sustained investment emerged as essential for building a resilient and thriving parks system. Key takeaways from each focus group are summarized below: Play and Athletics Focus Group: The Play and Athletics Focus Group brought together coaches, programs leaders, and community members to discuss current challenges and opportunities related to youth and adult athletic facilities in Brownsville. Their discussion emphasized: • Athletic facilities need significant upgrades and modernization, including improved sports fields, updated playgrounds, and enhanced park amenities such as restrooms, lighting, and shade structures. These should be paired with the development of multi-use fields that can adapt to growing demand. • Field access and fees must be more equitable and transparent, ensuring that underserved communities, youth programs, and local teams can afford and access play spaces without barriers. • Parking and basic infrastructure require urgent attention with participants highlighting shortages, broken or outdated amenities, and the need for a more reliable system to support daily athletic use. • Staffing and maintenance are essential to safe, clean, and functioning athletic environments, reinforcing the need for adequate staff capacity to support both routine upkeep and event-level demands. • Clear policies and long-term planning are needed for park and field rentals, including transparent scheduling, predictable fees, and planning for emerging sports such as pickle ball and high-level athletic facilities.

Brownsville Parks, Health, and Recreation Master Plan

Education Focus Group: The Education Focus Group brought together representatives from local schools, universities, and organizations. Their discussion emphasized: • Parks must offer secure and accessible spaces for learning including enclosed parks, shaded playgrounds, connected trails, and clear signage. • Parks should support stronger health and fitness opportunities, addressing limited facilities for triathlons and expanding partnerships with local health programs and mobile clinics. • Environmental stewardship should be strengthened in park spaces, responding to concerns about habitat loss and encouraging wildlife corridors and native plant restoration. • Programs and resources need greater visibility with clear signage, better promotion, and improved communication to schools and families. • Partnerships should be expanded to enhance education and health, creating opportunities for collaboration between educational providers. Health Focus Group: The Health Focus Group brought together representatives working in public health, healthcare, nutrition, and community wellness. The discussion emphasized: • Parks should actively support physical, mental, and social health offering programs and resources that strengthen community wellness from fitness and stress-reduction to healthyeating initiatives. • Safe and connected access to parks is essential, highlighting the need for walkable routes, trail connections, and improved mobility options. • Programming should activate parks for all generations with more outdoor, multi-generational, and screen-free activities that encourage families, children, older adults, and underserved communities to engage regularly. • Infrastructure must be inclusive and comfortable including shaded spaces, cooling strategies, senior-friendly facilities, and universally accessible design features. • Sustainability should guide park operations and design, emphasizing native landscaping, long-term maintenance, and environmentally responsible practices that protect ecosystems and strengthen resilience.

Youth Focus Group: The Youth Focus Group brought together representatives from youthserving organizations such as the Children's Museum, Performing Arts Academy, Youth Advisory Board, and Girl Scouts of South Texas. Their discussion emphasized: • Parks should offer more performance and creative spaces for youth including additional venues, partnerships for mobile stages, and accessible platforms for youth-led performances. • Youth need accessible spaces to gather, learn, and socialize, supported by multi-purpose rooms, outdoor gathering areas, and improved transit options to reduce transportation barriers. • Educational opportunities in parks should be expanded with mentorship programs, hands-on learning experiences, technology-integrated activities, and outdoor education. • Access to programs and facilities must be equitable and affordable including sliding-scale rental pricing to ensure youth organizations can use park spaces. Conservation Focus Group: The Conservation Focus Group brought together partners and practitioners focused on nature, ecology, education, and outdoor recreation. Their discussion emphasized: • Brownsville needs stronger access to nature and environmental education, including more nature-based programming, interpretive signage, and hands-on opportunities, especially for youth and families. • Conservation efforts must prioritize resaca protection and native habitat restoration, responding to concerns about ecological loss and the need to safeguard Brownsville's natural heritage. • Parks should offer more nature-based recreation opportunities, such as kayaking, fishing, birding, and other ecofriendly activities that connect residents to local ecosystems. • Coordination and stewardship across agencies must be improved, with clearer roles and better management of resacas, green infrastructure, and conservation projects citywide. • Awareness and community engagement are essential for building a culture of stewardship, supported by outreach campaigns, cultural programming, and visible on-the-ground conservation efforts.

Mobility, Trails, and Safe Access Focus Group: The Mobility, Trails, and Safe Access Focus Group brought together partners and practitioners focused on mobility, transportation, and regional trail development. Their discussion emphasized: • Safety and security must be strengthened across parks and trails, including improved lighting, increased patrol presence, traffic-calming strategies, and better animal control to ensure a comfortable and predictable user experience. • Recreational infrastructure needs targeted improvements such as additional signage, water fountains, and upgrades to facilities like pools and tennis courts. These should be paired with attention to access, maintenance, and staffing. • Connectivity is essential to building a stronger trail system with strong support for expanding the Cara Cara Trails network, closing gaps, and pursuing regional partnerships that link neighborhoods and destinations. • Community education can enhance safe and inclusive trail use, including campaigns and outreach efforts that promote etiquette, awareness, and shared responsibility among users.

Elevating Community Voices

Facilitation Tools & Community Feedback A variety of facilitation activities were offered to ensure meaningful engagement and provide multiple ways for participants to share their feedback and priorities related to parks and recreation. These tools were used to ensure all participants felt comfortable sharing their perspectives, regardless of communication style or planning experience, including comment cards, visual surveys, mapping exercises, funding activities, and a community survey that allowed for accessible and relevant engagement.

Brownsville Parks, Health, and Recreation Master Plan

First Round of Engagement

The first round of engagement was designed to understand the parks and recreation needs and priorities of Brownsville residents. Conversations focused on all aspects of the Parks and Recreation system and how it could better serve the community. The feedback gathered during this phase directly informed the development of the first draft of the Master Plan recommendations.

Visioning Board Participants were given four comment cards to share their thoughts and ideas. This exercise was designed to capture their initial impressions and aspirations for the future of Brownsville’s parks and recreation. Two of the cards focused specifically on parks, asking participants what they wished Brownsville parks could be. Most responses expressed a desire for parks that are better maintained, enhanced in quality, and more accessible to residents of all ages and abilities. The other two cards invited participants to reflect on what health means to them and what park features would motivate them to lead healthier lifestyles. Many described health as a balance of physical activity, nutritious food, mental wellbeing, and connection with nature and community. People shared that they feel more motivated to be active in parks that are clean, safe, shaded, and offer a diverse range of accessible opportunities, especially walking trails, green spaces, sports facilities, and free, family-friendly programs. The word bubble graphic below highlights the voices of the community. The green words on the left reflect residents’ hopes and aspirations for Brownsville’s parks, while the blue words on the right capture how residents most often described what health means to them.

well-maintained

active

inviting parks accessible

movement

family-friendly

clean life connection

better health wellness family fun engaging connected energy shaded

innovative

enjoyable diverse

kid-friendly

safe

upgraded play

community-oriented

accessible

Park Visioning

fresh

functional

accessibility

recreation

happiness

strong

community

peaceful mind

Health Visioning

Elevating Community Voices

Visual Preference Boards The Visual Preference Boards were featured at public meetings and pop-up events as an engaging way to invite residents to participate and share their input. By using images of different park features and elements, the boards allowed people of all ages and backgrounds to express their top 3 preferences on park facilities and amenities quickly and intuitively. This visual approach helped spark conversation and ensured that design choices reflect residents’ values and priorities. Park Facilities The Park Facilities Board invited residents to vote on their top priorities for park facilities. Park facilities refer to the built structures and recreational features that play a key role in shaping how people use and experience park spaces. These could include sports fields and courts, playgrounds, recreation centers, and similar features. Trails emerged as the top priority, followed by splash pads, swimming pools, playgrounds, and dog parks.

Trails

Splash Pads

Swimming Pools

Park Amenities The Park Amenities Board asked residents to vote on their top priorities for the supportive features that enhance comfort, safety, and the overall park experience such as lighting, restrooms, seating, natural shade, and signage. These elements may not be destinations in themselves, but they are essential to ensuring that parks are welcoming, accessible, and functional for all users. The most desired amenities were natural shade, followed by lighting, nature areas, an amphitheater, and restrooms.

1 Natural Shade

2 Lighting

3 Nature Areas

4 Amphitheater

Brownsville Parks, Health, and Recreation Master Plan

5 Restrooms

Funding Priorities During the funding priority activity, participants were given a budget of 10 coins to allocate across four bins, each representing a different type of parks and recreation investment. This exercise encouraged participants to budget thoughtfully and prioritize where they would invest their resources. The top priority for Brownsville residents was the development and improvement of existing parks, followed by enhancing maintenance and operations. Investing in trails ranked third, while the development of new parks was identified as the lowest priority.

1 Upgrade Existing Amenities

2 Improve Maintenance & Operations

New Trails

New Facilities

Map It For the “Map It” activity, residents were provided with a citywide parks map and invited to share feedback on specific parks. Participants could comment on multiple locations or focus on areas most important to them. A variety of stickers were available to represent priorities such as safety measures, public art, shade, and park amenities. If none of the sticker options captured their feedback, participants could write additional thoughts on sticky notes. The most frequently used stickers highlighted a desire for more shade, improved connections to trails, public art, better street lighting, and community gardens. Open-ended comments revealed strong interest in adding pickleball courts and increasing overall safety in parks.

More Shade

Improved Connections to Trails

Public Art

Improved Lighting

Community Gardens

Elevating Community Voices

Trail Connectivity Mapping

Trail Connectivity Map

In this mapping activity, participants were asked to mark two paths: their current route to visit trails and their ideal route. This exercise helped identify barriers that limit easy access to trails, as well as routes that would better serve residents. It also revealed opportunities to improve park connectivity and create safer, accessible routes throughout the city.

LEGEND

The main themes shared by residents included the lack of safe and walkable access to parks, the need for stronger park connections across the city, and the desire for an outer loop trail that links all paths together.

Trail Amenities Residents were asked to respond to three trail-focused questions: what they use trails for, what their top three trail amenities are, and how long they spend on trails. This activity was designed to help understand how residents currently use trails and what features they would like to see in the future to encourage more use. The results showed that participants primarily use trails for walking, running, and hiking. When asked about trail amenities, the most important priorities were lighting, shade, restrooms, and water stations. Lastly, residents reported spending about an hour on the trails during a typical visit.

Figure 2.2

Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Parks & Open Space PARD Owned Other, Non-PARD Trail Network Existing Bike Lane

Residents shared that the most common use of trails is walking, running and hiking.

Brownsville Parks, Health, and Recreation Master Plan

Historic Battlefield Trail

Southmost Nature Trail

Belden Trail

West Rail Trail

Existing Trail

Proposed Trail Proposed Shared-Use Path

Residents reported spending about an hour on trails during a typical visit.

Desired Paths Disclaimer: This map reflects desired trail paths identified by participants during the Trail Connectivity exercise. The routes shown are for demonstration purposes only and do not represent existing or planned future conditions.

Key Map

Shade

Proposed Bike Lane

Top Desired Trail Amenities

Lighting

Major Trails

Restrooms

Water Stations

Trail Connectivity Map

Community Survey

A community-wide survey was conducted over the course of a month to better understand residents’ needs and priorities related to parks, health, and recreation. Distributed at local gathering places and available online, the survey was designed to ensure inclusive engagement, particularly for residents unable to attend inperson meetings and to capture their input in shaping the future of parks and recreation. The survey results indicate that park usage was high, with 76% of respondents visiting parks at least monthly and nearly 48% doing so weekly. The most frequently visited amenities were neighborhood parks (66%), natural areas and trails (60%), and playgrounds (54%). Popular activities included walking (73%), hiking (59%), playing with children (51%), and participating in sports (47%). When asked about future priorities, the community placed a strong emphasis on outdoor, inclusive, and family-oriented amenities. The most desired improvements included more trails and natural areas (61%), additional playgrounds and splash pads (56%), expanded sports fields and courts (45%), and shaded gathering areas (43%). Accessibility and inclusive features were also commonly noted as important considerations for future development. The survey also highlighted key barriers to park access. The most common reasons residents cited for not using parks more often were lack of time (44%), safety concerns (36%), lack of nearby parks or access (29%), and limited transportation options (22%).

Top 5 MOST needed park facilities according to community survey.

Playgrounds

3 Trails

Swimming Pools

5 Dog Parks

Exercise Stations

Top 5 Barriers to Visiting Parks

Lack of Time

Respondents shared specific ideas for improvements, including increased shade structures, more restrooms and drinking fountains, better lighting, improved signage, and expanded programming for all age groups. While 84% of respondents reported typically driving to parks, 28% expressed a strong interest in walking or biking, pointing to a desire for better-connected and more walkable park access. Overall, the survey results reveal a clear community vision for the future of parks and recreation: a desire for safe, accessible, and inclusive public spaces that promote health, encourage social connection, and support a wide range of outdoor activities for all ages.

76% of respondents visiting parks at least monthly, and 48% reporting weekly visits.

Lack of Safe Transportation Options

Lack of Nearby Parks

Limited Transportation Options

Top 3 MOST desired recreational programs. Nature & Educational Programs

Children’s Sports Leagues

Fitness Classes

Brownsville Parks, Health, and Recreation Master Plan

30% of respondents expressed a strong interest in walking or biking to parks.

Survey taker at Trails Symposium

What We Heard: Top Priorities Through the first round of engagement, residents shared a wide range of ideas, concerns, and aspirations for the future of Brownsville's parks. To help clarify this input and show how it shapes the direction of the plan, these insights are organized into the following categories:

Facilities and Amenities

Trails

Health and Wellbeing

Maintenance & Operations

Residents’ top priority is improving existing park facilities. Feedback emphasized the need for better maintenance, newer play structures, more restrooms, increased shade, and improved lighting. Accessibility features were also noted as a current shortcoming. Once basic needs are met, residents expressed interest in amenities like amphitheaters, nature areas, splash pads, dog parks, and shaded gathering spaces that support community connection and diverse uses.

Trails are highly valued and widely used, particularly for walking, hiking, and running. Residents want longer, better-connected trails across the city to support recreation and active transportation. Desired trail features include lighting, natural shade, restrooms, and water stations. Many residents expressed interest in walking or biking to parks but cited a lack of safe, connected routes as a barrier.

Health emerged as a strong driver of park use. Residents associate parks with opportunities for physical activity, stress relief, and social connection. Clean, safe, and shaded parks, especially those with walking paths, fitness opportunities, and familyfriendly programming, were seen as essential to supporting community wellness.

Maintenance emerged as a major concern across all forms of engagement. Participants noted that poorly maintained parks discourage use and erode trust in the system. Residents emphasized the importance of addressing existing conditions before pursuing expansion, expressing a desire for more visible upkeep, quicker responses to maintenance issues, and upgrades such as improved equipment and enhanced landscaping.

Brownsville Parks, Health, and Recreation Master Plan

Conservation

Recreation Programs & Activities

Connectivity & Access

Communication

Conservation was another major concern expressed by the community. Residents highlighted the need to protect and restore Brownsville’s natural ecosystems, particularly its unique resacas, native habitats, and tree canopy. Many community members voiced a desire to see parks not only as recreational spaces but also as places that preserve the natural heritage of the region and contribute to long-term environmental resilience.

There is a strong appetite for a wider range of recreational offerings. In addition to sports, residents expressed interest in fitness classes, arts, music, cultural events, and programs for youth, seniors, and families. Free or low-cost programming was identified as especially important to ensure equitable participation. Feedback also highlighted the need for safe environments and programming that reflects community diversity.

Mapping activities revealed that many residents must travel long or unsafe routes to reach parks. Improved connectivity – through sidewalks, bike lanes, and trail extensions – is needed to create safe, direct access. Residents also highlighted gaps in park coverage and requested more walkable options in underserved areas.

Although residents appreciated the variety of marketing tools available, many were still unaware of the full range of programming the Parks and Recreation Department has to offer. This highlights the need for stronger promotion of facilities, programs, and events, as well as a clearer system for submitting feedback and reporting issues. Establishing a dedicated communication strategy would not only improve awareness but also build transparency and strengthen community trust.

Elevating Community Voices

Second Round of Engagement

The second round of engagement aimed to gather community feedback on the draft recommendations developed from the first round of input. During this phase, residents were invited to share their thoughts on whether the recommendations reflected their priorities and to identify any gaps or additional ideas to consider. Their input guided the next round of revisions, ensuring the recommendations accurately captured the community's needs and aspirations.

Refining the Recommendations The Refining Recommendations activity gave residents the opportunity to review the guiding principles, goals, and objectives. Each guiding principle was displayed on a board, showcasing its goals and objectives, along with examples of how these recommendations might look like in practice. Residents were asked to indicate which recommendation they were the most excited about and to note any recommendations they felt might not be a fit in Brownsville or if a recommendation was missing. After reviewing all recommendations, residents voted on the guiding principle they felt was most important. Healthy People, Active Lives focuses on transforming parks into health hubs. The objectives that stood out the most to residents included creating a signature annual Parks & Recreation event, offering programs at more times and locations, and designing parks with inclusive features. The popularity of these recommendations highlights that big, visible activations, such as signature events and expanded programming. Residents also emphasized the need for greater accessibility, including comfort and ADA upgrades to park infrastructure and programming offered at varied times, reflecting a desire to make park use easier, more welcoming, and inclusive for everyone. Connected by Community aims to build an integrated network of parks, trails, and facilities. The objectives that stood out most to residents included improving landscaping and natural areas to enhance comfort, protect nature, and increase park resilience; building new trails and parks with shade and strong connections; and working with community partners to keep parks secure and welcoming. The popularity of these recommendations indicates that residents prioritize a shaded, well-connected park system that supports comfort, safety, and accessibility for all, a preference that makes perfect sense given Brownsville’s hot climate and yearround outdoor activity.

Brownsville Parks, Health, and Recreation Master Plan

Rooted in Nature seeks to protect and enhance Brownsville’s natural environment. The objectives that residents favored most included creating plans to manage plants and wildlife in city parks and open spaces, adding trails as part of resaca restoration efforts, and establishing zoning rules to protect resacas while encouraging low-impact recreation. These recommendations share a common goal of preserving natural landscapes and wildlife habitats. The feedback shows that residents want parks to serve as spaces where nature is protected, ecosystems thrive, and people can enjoy the outdoors responsibly. One City, Working together is a guiding principle that intends leveraging parks and open spaces as economic drivers. Residents were most drawn to objectives that focus on creating jobs and training opportunities through the park system, promoting tourism and attracting visitors, and partnering with the Brownsville Independent School District to share programs and recreational spaces. The strong support for these ideas reflects a community vision that sees parks not only as places for recreation, but also as engines for economic growth, education, and partnership, tools to strengthen Brownsville’s local economy and make recreation more accessible to all. Excellence in Action focuses on maintaining a high-quality park system through reliable operations and long-term care. Residents’ top priorities included providing sufficient funding, staff, and resources for consistent upkeep; offering opportunities for community members to help care for parks; and monitoring park conditions to plan regular repairs and updates. Together, these recommendations highlight that reliability builds trust. Residents value a well-maintained, well-resourced park system and want to play an active role in ensuring its continued quality and success. Overall, the guiding principle residents prioritized most was Healthy People, Active Lives, followed by Rooted in Nature, and Connected by Community. This pattern reflects a strong community desire for a parks and recreation system that encourages active, accessible use while also protecting and enhancing Brownsville’s natural environment. Residents are looking for spaces that support health and wellness, provide opportunities for recreation at all ages and abilities, and preserve the city’s ecological assets, creating a balanced system that meets both social and environmental needs.

Most Favored Guiding Principle Objectives Healthy People, Active Lives

create a signature annual Parks & Recreation event

offer programs at more time and locations

design parks with inclusive fitness features

Connected by Community

improve natural areas and comfort

build new trails and parks with shade

work with community partners to keep parks safe

create zoning rules to protect resacas & encourage lowimpact recreation

Rooted in Nature

create a plan to manage plants & wildlife

add trails as part of resaca restoration projects

One City, Working Together

provide jobs and training

promote tourism and attract visitors though parks

partner with BISD to share programming and recreational spaces

Excellence in Action

monitor park conditions and plan regular repairs

give residents opportunities to help care for parks

provide enough funding, staff and resources for consistent upkeep

Most Prioritized Guiding Principles Healthy People, Active Lives

Rooted in Nature

Connected by Community

Excellence in One City, Action Growing Together

Elevating Community Voices

Park Type As part of the second round of engagement activities, residents participated in a park-type visual preference survey designed to explore what types of parks they would like to see more of in the future of Brownsville. The survey presented a range of options, including nature play areas, urban parks, sports parks, natural preserves, and botanical gardens, and asked participants to vote on their top three favorite types of parks they most wanted to see developed. This activity helped identify not only residents’ future priorities for park types but also opportunities for park experiences that do not currently exist in the city. The top three choices were parks with water features, botanical gardens, and sports parks. Many participants expressed strong interest in parks with water features due to the hot climate, while others were particularly excited about botanical gardens, noting that Brownsville currently has none and valuing the educational opportunities they provide. These findings highlight the community’s desire for recreational diversity, interactive experiences, and spaces that combine enjoyment, nature, and physical activity.

Park with Water Feature

Brownsville Parks, Health, and Recreation Master Plan

Botanical Garden

Sports Park

Looking Forward After reviewing recommendations and voting on future park types to conclude the second round of engagement, residents were invited to participate in the Looking Ahead Visioning Board, an interactive exercise where they could share what excited them most about the Master Plan. This activity provided a fun way to capture community enthusiasm while also offering insights into priorities the city may consider as the plan is implemented. To the left, several quotes from residents highlight their excitement and perspectives about the future of Brownsville’s parks. Citywide, several major themes emerged. Play and family recreation stood out, with residents across every district looking forward to new play spaces, splash pads, and family-oriented amenities that encourage daily use and multi-generational connection. Beautification and nature stewardship also generated strong excitement, including interest in botanical gardens, resaca restoration, tree planting, and habitat preservation, reflecting pride in Brownsville’s natural assets and a desire to protect and celebrate them. Health and active living were frequently mentioned, with words like “fitness,” “health,” and “exercise” appearing across districts, showing a citywide focus on wellness and active lifestyles as central to future parks planning. Maintenance and safety were consistently referenced, including cleanliness, repairs, lighting, and security, highlighting that visible upkeep and reliable safety measures are essential to public trust. Finally, community connection and inclusion emerged as a key theme, with residents expressing excitement for gathering spaces and inclusive amenities, as well as a sense of ownership in the planning process, demonstrating that parks are seen as places that bring the city together.

What excites you most about the Master Plan? "more activities for kids"

"health & fitness"

"new updates for parks"

"seeing projects come to life"

"frequent repairs"

"splash pads"

"maintained fields"

"the expansion of trails"

"shade "

"better environments for the community "

"everything"

"more community gathering"

"preservation of our resaca habitats"

"inclusion"

"it's going to make Brownsville better as a community"

"having more places to exercise"

Elevating Community Voices

03 Mobile Recreation Unit at Gonzalez Park

Understanding Today, Planning for Tomorrow Chapter Contents • • •

A Beloved Park System Identifying Brownsville's Needs Key Findings

As Brownsville continues to grow, so does the need for high quality parks, open spaces, and recreational opportunities that promote active living, reduce health disparities, and strengthen community wellbeing. The Needs Assessment in this chapter uses a five-pronged approach to evaluate existing conditions across the parks and recreation system, uncover gaps that influence residents' physical, mental, and social health, and identify priority areas for investment. These insights directly inform the Parks, Health, and Recreation Master Plan's recommendations and strategies to guide a healthier future for all Brownsville residents.

A Beloved Park System Structure and Responsibilities of the Parks & Recreation Department Before drafting tailored recommendations and action strategies, it is essential to understand the structure and scope of Brownsville's parks and recreation system. The foundation of this system is the Parks and Recreation Department, whose mission is to "directly contribute to the City's quality of life by providing exceptional programs, facilities, parks, and trails, while celebrating and preserving the community's natural and cultural heritage." The Department oversees a citywide network that includes 45 parks totaling 827.43 acres, 47 miles of trails, and a wide range of recreational programs and amenities. These resources are managed with an annual budget of about $5.5 million and a dedicated team of 93 full-time equivalent employees. To carry out its mission, the department is organized into eight divisions: • Parks & Recreation Administration • Recreation • Parks • Swimming Pools

• City Cemetery • Youth Recreation • Sports Park • BGC-Golf

In addition to its internal structure, the department is supported by a Parks and Recreation Advisory Committee, a citizen-led group the plays a key role in guiding improvements and championing public input. The committee works to preserve, protect, and enhance Brownsville's natural and recreational assets on behalf of both current and future generations. Together, the department's organizational framework and its advisory committee offer a strong foundation for managing and improving the parks and recreation system, but effective planning also requires looking outward. Comparing Brownsville's system to peer cities and national benchmarks provides additional context and helps identify where resources, staffing, or services may need to be adjusted to meet community needs. The accompanying graphic illustrates how Brownsville's parks and recreation system stacks up against its peer cities and the standards reported by the National Recreation and Park Association (NRPA). These comparisons help highlight existing strengths, reveal opportunities for improvement, and inform the strategic priorities outlined throughout this plan.

AZ AL TX

Brownsville

Brownsville Parks and Recreation Staff

Brownsville Parks, Health, and Recreation Master Plan

Peer Cities Map

Peer Cities Population 200K 160K 120K 80K 40K 0

Brownsville, Amarillo, Texas Texas

College Station, Texas

Frisco, Texas

Grand Prairie, Texas

Killeen, Texas

McKinney, Texas

Mobile, Alabama

New Braunfels, Texas

Peoria, Arizona

Round Rock, The Woodlands, Texas Texas

Tyler, Texas

College Station, Texas

Frisco, Texas

Grand Prairie, Texas

Killeen, Texas

McKinney, Texas

Mobile, Alabama

New Braunfels, New Texas Braunfels, Texas

Peoria, Arizona

Round Rock, The Woodlands, Texas Texas

Tyler, Texas

College Station, Texas

Frisco, Texas

Grand Prairie, Texas

Killeen, Texas

McKinney, Texas

Mobile, Alabama

New Braunfels, Texas

Peoria, Arizona

Round Rock, The Woodlands, Texas Texas

Tyler, Texas

Peer Cities Total Parkland Acreage 4K 3K 2K Peer City Average 1K 0

Brownsville, Amarillo, Texas Texas

Peer Cities Number of Parks 120K 80K 40K

Peer City Average

Brownsville, Amarillo, Texas Texas

Peer Cities Parkland Acreage per 1,000 Residents 30 20

NRPA Upper Quartile 10 Peer City Average

NRPA Median NRPA Lower Quartile 0

Brownsville, Amarillo, Texas Texas

Peer Cities Miles of Trails

College Station, Texas

Frisco, Texas

Grand Prairie, Texas

Killeen, Texas

McKinney, Texas

Mobile, Alabama

New Braunfels, Texas

Peoria, Arizona

Round Rock, The Woodlands, Texas Texas

Tyler, Texas

College Station, Texas

Frisco, Texas

Grand Prairie, Texas

Killeen, Texas

McKinney, Texas

Mobile, Alabama

New Braunfels, Texas

Peoria, Arizona

Round Rock, The Woodlands, Texas Texas

Tyler, Texas

200 160 120

80 NRPA Upper Quartile 40

Peer City Average NRPA Median

0 NRPA Lower

Brownsville, Amarillo, Texas Texas

Understanding Today, Planning for Tomorrow

Existing Parks and Trails

Evaluating the park system requires understanding how each individual park functions within the broader network. Figure 3.1 shows the distribution of Brownsville's parks managed by the Parks and Recreation Department, offering an overview of the system's physical footprint. Brownsville's 45 parks are organized into six categories based on their size, purpose, and amenities. Established in the 2015 Parks and Recreation Master Plan, these classifications provide a consistent framework for assessing service levels and planning future investments. Individual parks' classifications can be viewed in Figure 3.3 or Appendix C. Regional Parks commonly range from 100 to 1,000 acres but can be larger. Their service radius is three miles or greater, and the 2015 plan recommends a standard of 3.5 acres of regional parkland per 1,000 residents. A regional park will focus on activities and natural features which are often centered around a specific scenic or recreational opportunity that is not included in other types of parks. City Parks do not have defined size or design standards, but the 2015 plan recommends 3.0 acres of city parkland per 1,000 residents. Community Parks typically range from 20 to 60 acres, but they can reach up to 100 acres. Their service radius is one to three miles, and the 2015 plan recommends a standard of 3.0 acres of community parkland per 1,000 residents. A community park will focus on meeting community-based recreation needs by providing a wide range of facilities. These parks may also preserve unique landscapes and open spaces. Neighborhood Parks typically range from 5 to 10 acres. Their service radius is 1/2-mile, and the 2015 plan recommends a standard of 2.0 acres of neighborhood parkland per 1,000 residents. Neighborhood parks serve the recreation and social needs of adjacent residents by providing a moderate diversity of amenities which may include limited sports facilities, playgrounds, loop trails, benches, and/or small picnic shelters. Mini Parks do not have defined design standards based on the 2015 plan. These parks are 5 acres or less, and the plan recommends 0.25 acres of mini park parkland per 1,000 residents. Special Facilities are spaces that do not fall within a typical park classification because they tend to serve a single purpose. It is possible for a special use facility to be located inside another park, and they can generally be divided into four categories: historic/cultural/social sites, golf courses, indoor recreation facilities, and outdoor recreation facilities. The size of these facilities varies, but the 2015 plan recommends 0.5 acres of special use facilities per 1,000 residents. 55

Brownsville Parks, Health, and Recreation Master Plan

Brownsville's Park Network Figure 3.1 LEGEND Brownsville City Limits

Parks & Open Space

Brownsville South Padre Island International Airport

PARD Owned

Brownsville ETJ

Downtown Brownsville

Other, Non-PARD

Water bodies School Sites PARD Owned Parks 1

Catherine B. Stillman Dog Park

FM 511 Kickball Park

Brownsville Sports Park

Windwood Park

Brownsville Golf Center

7 8 9 10

Brownsville North Park, Event Center, and Tennis Center Seville (Duck Pond) Drive Park

21 22

Portway Acres Park

Charles M Cabler Sr Park

Central Avenue Park

North Brownsville Little League Park

Morningside Park

La Posada Park

Antonio Gonzalez Park and Recreation Center

Southmost Nature Trail

Garfield Park

Monte Bella Trails Park

La Galaxia Park

Veterans Park

Washington Park

Eva's Park and Path

Edelstein Park

Tres Angeles Park

West Brownsville Little League

Rosa Allala Park

Downtown REC Center

Riverside Park

Belden Trail

Southern Pacific Linear Park

Harry E. McNair Park

Alice Wilson Hope Park 14th Street Plaza

Prax Orive Jr. (Sunrise) Park

39 40

Lincoln Park

Heritage Trail Park

Hudson North Park

Hudson South Park

Ruiz Park

Robinhood Park

Trail of Texas Trees John Gloor Park

Joe & Tony Oliveira Park

Dean Porter Park and Sams Pool Brownsville Community Resource Center and Senior Center Bike Barn

Key Map

Brownsville's Park Network

Trails

Brownsville's Trail Network

In addition to its park network, Brownsville's trail system plays a vital role in connecting residents to outdoor spaces and providing opportunities for outdoor recreation. With approximately 47 miles of existing trails citywide, the system supports active transportation, promotes health and wellness, and enhances overall access to parks and other key destinations. Figure 3.2 shows the existing and proposed trail and bike lane network, illustrating how these corridors weave through the city to connect neighborhoods, parks, schools, and destinations such as downtown.

Figure 3.2

Currently, the system includes a combination of off-street trails and on-street bike lanes, with several highprofile corridors such as the Historic Battlefield Trail, Belden Trail, and West Rail Trail serving as key spines. Proposed additions aim to close critical gaps, improve east-west and north-south connectivity, and expand access to underserved areas. As the network continues to grow, it enhances the overall reach of Brownsville's parks and recreation system, making it easier for residents to walk, bike, or roll throughout the community. Trails and bike lanes also support broader community goals related to health, sustainability, equity, and economic development.

LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Parks & Open Space PARD Owned Other, Non-PARD Trail Network Existing Bike Lane Proposed Bike Lane Existing Trail Proposed Trail Proposed Shared-Use Path

Key Map

Brownsville Parks, Health, and Recreation Master Plan

Major Trails 1

Historic Battlefield Trail

Southmost Nature Trail

Belden Trail

West Rail Trail

Brownsville's Trail Network

Identifying Brownsville's Needs Needs Assessment Methods & Techniques

There is no single method that allows communities to identify their parks and recreation needs and priorities. Parks and recreation systems are complex and must balance community needs with departmental resources. The results from the Needs Assessment will form the basis for creating specific goals, practical recommendations, and strategic plans to effectively address the identified needs. To capture this complexity, the PHR Master Plan’s Needs Assessment takes a comprehensive, five-pronged approach, evaluating Brownsville’s system through the following lenses:

Demand-Based Assessment The Parks, Health, and Recreation Master Plan is a community-driven plan, designed with and for the people of Brownsville. As experts on local needs, residents provide vital feedback on the parks and recreation system, which helps align the plan with community priorities. City staff interviews, focus groups, public meetings, and pop-up events provided the public with opportunities to communicate their needs and concerns in impactful ways, ultimately shaping the Master Plan’s vision and goals. Key takeaways from the Demand-Based Assessment are also reflected in the final recommendations and implementation strategies.

Standards-Based Assessment The Standards-Based Assessment provides a quantitative evaluation of Brownsville’s parks and recreation system by identifying concrete metrics and setting measurable targets to inform the decision-making process. This assessment compares Brownsville’s number of parks, parkland acreage, miles of trails, facilities, budget, staffing, recreational programming, and level of service to benchmarks set by the National Recreation and Park Association (NRPA), the Trust for Public Land (TPL), and 12 peer cities. By identifying areas for improvement, the Standards-Based Assessment helps establish priorities and shapes the final recommendations and implementation strategies, ensuring the plan creates an effective roadmap for the future of Brownsville parks and recreation.

Resource-Based Assessment The Resource-Based Assessment is essential for identifying and leveraging available resources to support a diverse and comprehensive parks and recreation system. Relying on available resources such as Brownsville’s rich history and culture, extensive resaca network, and unique ecosystem is a strategic method for strengthening the overall system. This assessment identifies key physical, cultural, and natural resources within Brownsville which are then integrated into the recommendations and implementation strategies. While the City should strive to achieve the greatest level of service possible, it’s important to recognize where outside resources can enrich the overall parks and recreation experience for residents. By incorporating existing assets into the plan’s recommendations and strategies, Brownsville Parks and Recreation can provide a greater diversity of programming and opportunities.

Access-Based Assessment The parks and recreation system’s impact throughout Brownsville relies heavily on its accessibility to the community. Parks that are easily accessible will attract visitors, while long travel times and other obstacles may discourage park visitation. The Access-Based Assessment identifies potential barriers residents may face when accessing parks and recreation services. Factors influencing accessibility include the proximity of parks to residential areas, the availability of trails and sidewalks, air quality, and health conditions. By examining these factors, the Access-Based Assessment provides insights into which areas of the community need additional resources and infrastructure to maximize the benefits parks and recreational opportunities offers.

Equity-Based Assessment Centering equity in a parks and recreation system ensure that investments are made where they are most needed, thereby improving overall community wellbeing. Equity in a parks and recreation system might involve providing additional parkland in densely populated neighborhoods or expanding recreational programming in lower-income areas to enhance social and health benefits. The Equity-Based Assessment evaluates whether public services are appropriately distributed among Brownsville’s residents by evaluating socioeconomic factors such as homeownership rates, education, life expectancy, race and ethnicity, age, and unemployment. It also examines environmental vulnerabilities including air quality, flood plains, heat islands, noise pollution, tree canopy cover, and hazardous materials. By identifying areas within Brownsville that may require additional resources, the Equity-Based Assessment guides the implementation of the Parks, Health and Recreation Master Plan’s recommendations, ensuring improvements are made where they are most needed.

Parkland Acreage Analysis

Analyzing parkland acreage helps determine if a parks and recreation system provides sufficient space to meet resident needs. The National Recreation and Park Association (NRPA) identified an average of 9.20 acres of parkland acreage per 1,000 residents for cities of similar size to Brownsville, and Brownsville’s peer cities acreage 13.87 acres of parkland per 1,000 residents. With its current inventory, Brownsville provides 4.22 acres of parkland per 1,000 residents and falls short in both comparisons by over 4.98 acres per 1,000 residents. To provide an adequate amount of parkland for the 2025 population, it is recommended that Brownsville keep the goal of 7.5 acres per 1,000 residents as outlined in the 2015 Parks and Recreation Master Plan. To accomplish this goal, the City would need to develop an additional 624.55 acres for a total of 1,426.12 acres. To meet the needs of residents in 2029, Brownsville would need to develop 1,134 acres of parkland, and to meet the needs of residents in 2034, the City would need to develop 1,270.63 acres.

Target Acres 0

2029

2025

2024

Mini Parks

2029

2025 2034

2029

2034

Neighborhood Parks

2024

Community Parks

2034

2024 2025

2025 2029 2034

2024

City Parks

2024

Regional Parks

2034

If no additional parkland is acquired and developed between 2025 and 2034, the level of service will continue to decline as the population grows. Striving to provide 7.5 acres of parkland per 1,000 residents, as recommended by the 2015 Parks and Recreation Master Plan, sets an ambitious but necessary goal for Brownsville. Achieving this target will require a proactive, long-term approach to land acquisition, funding, and equitable distribution. As the city continues to grow, investing in new parkland will be critical to ensuring all residents have access to the physical, mental, and social benefits that parks provide. This acreage goal serves as both a benchmark for measuring progress and a guiding principle for future planning efforts.

200

400

600

800

1,000

1,200

* US Census Population Estimate, July 1, 2023 Est. (V2023) ** Recommended LOS per 2015 Brownsville Parks and Recreation Master Plan *** City of Brownsville 2024 Land Use Assumptions for Water, Wastewater, and Storm Drainage, Population Projections for 2029 and 2034

Brownsville Parks, Health, and Recreation Master Plan

Brownsville's Park Classifications Figure 3.3 LEGEND

PARD Parks Classification

Non-PARD Parks

Brownsville City Limits

Regional

National Park

Brownsville ETJ

City

State Park

Water bodies

Community

School Sites

Neighborhood

Brownsville South Padre Island International Airport Downtown Brownsville

Mini PARD Owned Parks 1

Catherine B. Stillman Dog Park

FM 511 Kickball Park

Brownsville Sports Park

Windwood Park

Brownsville Golf Center

Brownsville North Park, Event Center, and Tennis Center Seville (Duck Pond) Drive Park

Trail of Texas Trees

John Gloor Park

Portway Acres Park

Charles M Cabler Sr Park

Central Avenue Park

North Brownsville Little League Park

Morningside Park

La Posada Park

Antonio Gonzalez Park and Recreation Center

Southmost Nature Trail

Garfield Park

Monte Bella Trails Park

La Galaxia Park

21 22

Joe & Tony Oliveira Park Veterans Park

Washington Park

Eva's Park and Path

Edelstein Park

Tres Angeles Park

West Brownsville Little League

Rosa Allala Park

Downtown REC Center

Riverside Park

Belden Trail

Southern Pacific Linear Park

Harry E. McNair Park

Alice Wilson Hope Park

Prax Orive Jr. (Sunrise) Park

14th Street Plaza

Lincoln Park

Dean Porter Park and Sams Pool

Heritage Trail Park

Hudson North Park

Hudson South Park

Ruiz Park

Robinhood Park

Brownsville Community Resource Center and Senior Center Bike Barn

Key Map

Brownsville's Park Classifications

Spatial Level of Service Analysis

Although the quantity of parkland is an important metric, it is equally vital to consider how that parkland is distributed across the city. A well-rounded park system ensures every resident has a park nearby, while a highquality system strives to provide a park within a 10-minute walk of every resident. The spatial distribution of parkland in Brownsville reveals significant variation in service levels across different parts of the city.

Spatial Level of Service Analysis Figure 3.4 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

In the southern region, residents are relatively well served by community parks, with the notable exception of the southeastern area. Mini parks are heavily concentrated in the downtown area; however, because of their specialized nature and limited facilities, these parks often do not meet residents’ daily recreational needs.

Brownsville City Limits

Regional and city parks, while valuable for the community, do not factor into the spatial level of service analysis. These parks are designed to serve the entire city or broader region, often requiring residents to drive to access them. Because they are not intended to provide everyday, walkable access, they are excluded from analyses that focus on how well residents’ daily recreational needs are met within walking distance. This leaves neighborhood parks as the most critical park type for measuring local service.

School Sites

The map highlights a scarcity of neighborhood parks across much of Brownsville, directly impacting the accessibility and usability of parkland for daily use. In North Brownsville, service gaps are especially pronounced. The few parks that exist in this area, such as Catherine B. Stillman Dog Park and FM511 Kickball Park, are specialized facilities that do not cater to a broad range of recreational activities. Although city-owned parkland is limited along Brownsville’s western and eastern boundaries, these gaps are less concerning due to the presence of federally and state-owned conservation lands. These spaces provide green infrastructure, natural preservation, and ecological benefits, even if they do not fully serve the role of neighborhood parks.

PARD Parks Classification Regional

1 1/2-mile radius

City

1/2-mile radius

Community

1/4-mile radius

Neighborhood Mini Non-PARD Parks National Park State Park

To address disparities and strengthen the overall spatial level of service, Brownsville must strategically acquire and develop additional parkland, particularly in underserved areas. Revising the City’s park classification system is also recommended, as it would provide a more accurate framework for evaluating service levels. Once revised, a new Spatial Level of Service Analysis could better reflect the true conditions of Brownsville’s parks and recreation system.

Key Map

Brownsville Parks, Health, and Recreation Master Plan

Level of Service

Spatial Level of Service Analysis

Trail Mileage Analysis

Analyzing trail mileage helps determine whether Brownsville's active transportation and recreation network is meeting the needs of a growing community. Based on the level of service recommendations in Brownsville's Sidewalk and Trails Master Plan, a benchmark of 1 mile of trail per 10,000 residents is used to evaluate system adequacy. Brownsville currently provides approximately 47 miles of off-street recreational trails, resulting in a level of service of 2.45 miles per 10,000 residents. Under this standard, Brownsville is well positioned to meet projected needs through 2034 and is anticipated to maintain a surplus of roughly 20 miles of trails as the population grows. Compared to peer city averages and the NRPA quartiles, Brownsville's existing trail system performs well from a quantitative standpoint. Despite these strong metrics, community feedback consistently emphasized the desire for more trails, better connections, and expanded trail experiences throughout the city. Residents repeatedly identified trails as a top priority for recreation, mobility, and daily wellbeing. To better align with community expectations and exceed peer city benchmarks, this plan proposes a more ambitious target of 3.5 miles of trail per 10,000 residents. Achieving this target would require an additional 20.19 miles of trails to serve the 2025 population, 43.33 additional miles to serve the 2029 population, and 49.71 additional miles to serve the 2034 population. While current metrics indicate better-than-average trail service, an aggressive trail expansion strategy recognizes trails as a proven strength for Brownsville and a critical opportunity to elevate physical activity, strengthen community identity, and position Brownsville as a regional and national model of excellence.

Brownsville's Trail Network Figure 3.5 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Parks & Open Space PARD Owned Other, Non-PARD Trail Network Existing Bike Lane Proposed Bike Lane Existing Trail

2024

2029 2034

2025

1.00 Level of Service

Proposed Trail

2025 60

2034

Miles of Trails 0

2024

3.50 Level of Service

2029

Proposed Shared-Use Path

100

Key Map

Brownsville Parks, Health, and Recreation Master Plan

Major Trails 1

Historic Battlefield Trail

Southmost Nature Trail

Belden Trail

West Rail Trail

Brownsville's Trail Network

Park Accessibility Analysis

The Accessibility Analysis reveals a patchwork of park accessibility across the city, with notable differences between the urban core and peripheral neighborhoods. Pockets of central Brownsville are well-served by parks, as indicated by the dense clusters of green areas that reflect strong walkable access. These neighborhoods benefit from being within a half-mile or less of parkland, offering residents consistent and convenient opportunities for recreation. Surrounding these core zones are bands of yellow, representing moderate access where residents are between a half-mile to a mile within a park. While these areas may appear adequately served on the surface, walkability could be hindered by infrastructure barriers such as major roads, lack of sidewalks, or indirect routes. Areas to the north and east of the city reflect low park accessibility, suggesting that residents in these neighborhoods are underserved in terms of walkable access to green space. The map underscores existing spatial inequities, where newer or less-densely developed parts of the city lack public parkland. Addressing these gaps will require both the strategic placement of new parks – especially smaller neighborhood or pocket parks in underserved areas – and improvements to pedestrian infrastructure that connect residents to nearby resources. Aligning this accessibility data with demographic and equity indicators can help prioritize investments in areas of highest need.

Brownsville's Park Accessibility Figure 3.6 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Parks & Open Space

Approximate Walking Distance to a Park Entrance

PARD Owned

2.5 mi - 3.0 mi

Other, Non-PARD

1.86 mi - 2.5 mi 1.24 mi - 1.86 mi 0.62 mi - 1.24 mi 0.46 mi - 0.62 mi 0.31 mi - 0.46 mi 820 ft - 0.31 mi 820 ft

Key Map

Brownsville Parks, Health, and Recreation Master Plan

Brownsville's Park Accessibility

Health Vulnerability Analysis

Health vulnerabilities within the community can adversely affect the accessibility and equity of the parks and recreation system. The Health Vulnerability Analysis reveals extensive health challenges throughout Brownsville. Consistently ranking as one of the least healthy cities in the United States, Brownsville faces high rates of diabetes, heart disease, and obesity, which contribute to widespread health vulnerability across the city. Although health vulnerability impacts the entire community, the most affected populations are heavily concentrated in South Brownsville. Despite having a greater percentage of the city's parks, residents in the south face greater obstacles to their health and well-being. High levels of vulnerability may stem from preexisting conditions; however, many of the factors included in this analysis could be mitigated—or even eliminated—through participation in healthy activities. Studies have shown that parks located within walking distance that are safe, welcoming, and equipped with amenities or recreation programs encourage more regular use, which in turn promotes physical, mental, and social health. As indicated by the Park Accessibility Assessment, Brownsville provides opportunities for recreation, but equitable accessibility remains limited. Additionally, the concentration of mini parks with specialized programming in the southern region restricts the system’s capacity to meet residents' daily recreational needs. Enhancing accessibility and providing high-quality parks with engaging facilities that encourage physical activity, social interaction, and connection to nature could significantly improve residents' health and overall quality of life.

Brownsville's Health Vulnerability Figure 3.7 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Parks & Open Space PARD Owned Other, Non-PARD

Brownsville Parks, Health, and Recreation Master Plan

Low

High * Vulnerability is shown relative to Brownsville to highlight the most impacted areas within the city.

Key Map

Health Vulnerability (by Census Tract)*

Brownsville's Health Vulnerability

Environmental Vulnerability Analysis

Brownsville's Flood Zones

The Environmental Vulnerability Analysis identifies environmental risks that can impact public health, safety, and access to nature. In Brownsville, where climate conditions and environmental hazards are especially pressing, this analysis helps identify areas where parks and green infrastructure can play a critical role in building resilience.

Figure 3.8 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

Flood Zones Flood risk is a major environmental vulnerability in Brownsville, with large portions of the city falling within 100-year and 500-year floodplains. As shown in the map, flood-prone areas are particularly concentrated along waterways, near low-lying zones, and in the city's southern and eastern regions. This widespread exposure heightens the vulnerability of surrounding neighborhoods and has direct implications for how Brownsville plans, maintains, and expands its parks and recreation system. Many of the city's parks and open spaces are located within or adjacent to floodplains. While these sites are at increased risk of flooding and erosion, they also offer valuable opportunities to serve dual functions: providing access to recreation while helping to manage storm water and buffer surrounding communities from flood impacts.

School Sites

Parks & Open Space PARD Owned

100-Year Floodplain

Other, Non-PARD

500-Year Floodplain

The map also highlights that flood zones overlap with some of the city's most densely populated residential areas, including neighborhoods along Boca Chica Blvd, Southmost Blvd, and International Blvd. These are areas where residents face socioeconomic disadvantages, and where flooding can compound existing health, mobility, and infrastructure challenges. When parks in these neighborhoods become inaccessible or damaged during storm events, the loss disproportionately affects those with the fewest alternatives for safe, nearby recreation. In eastern Brownsville and parts of the city's ETJ, floodplains cover large expanses of undeveloped land. These areas present both a constraint and an opportunity: while flood risk may limit the feasibility of traditional park development, they are well-suited for nature-based solutions such as floodable trails, wetland parks, and passive-use green spaces. These designs can absorb water, protect built infrastructure, and enhance ecological value while still delivering community benefits. Looking forward, floodplain data should play a central role in guiding parks and recreation planning. The City has a key opportunity to proactively acquire land within flood-prone areas from the development of resilient parks that support storm water management, ecological restoration, and passive recreation. These spaces can function as critical buffers while still offering public benefit. At the same time, it is equally important to invest in land outside of flood zones to ensure consistent, reliable access to parks – particularly in neighborhoods where flooding already limits mobility or access to green space. Balancing these strategies will strengthen the city's overall resilience while meeting the community's need for sustainable, year-round recreation opportunities.

Brownsville Parks, Health, and Recreation Master Plan

Flood Zones

Key Map

Brownsville's Flood Zones

Impervious Surfaces Impervious surfaces such as roads, parking lots, rooftops, and other paved areas are a defining feature of urban environments. In Brownsville, these surfaces are widespread and growing due to ongoing development, transportation infrastructure, and low tree coverage in certain areas. While they support many essential city functions, impervious surfaces also create significant environmental vulnerabilities by disrupting natural water cycles and amplifying urban heat. Parks and green infrastructure offer vital tools for offsetting the negative effects of impervious surfaces. Trees, natural ground cover, and permeable landscapes help slow and absorb storm water while cooling the surrounding environment. As Brownsville plans for future growth, reducing impervious surface coverage and investing in well-designed parks, trails, and open spaces will be essential for improving environmental resilience. Prioritizing green infrastructure in underserved and heat-vulnerable areas can help the city manage runoff, reduce flooding, and build healthier, more livable neighborhoods for all residents.

Brownsville's Impervious Surfaces Figure 3.9 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites Impervious Surfaces Flood Zones Parks & Open Space PARD Owned Other, Non-PARD

Key Map

Brownsville Parks, Health, and Recreation Master Plan

100-Year Floodplain 500-Year Floodplain

Brownsville's Impervious Surfaces

Tree Cover

Brownsville's Tree Cover

Tree cover is one of the most effective and affordable tools cities have to promote environmental health, climate resilience, and quality of life. Trees improve air quality, cool the urban environment, reduce storm water runoff, and enhance neighborhood aesthetics. In Brownsville, however, overall tree canopy is limited and unevenly distributed, with many residential areas, parks, and public corridors lacking adequate shade. This canopy gap contributes to a range of environmental vulnerabilities, including extreme urban heat, poor drainage, and reduced comfort in outdoor public spaces.

Figure 3.10

The issue is particularly notable along walkable streets, where shade is most needed. As shown on the map, many of Brownsville's pedestrian corridors have less than 10% tree cover, offering little protection from the heat. These conditions not only discourage walking and biking, but also pose a barrier to safe, equitable park access. Streets designed for walkability but lacking adequate shade fail to meet their full potential as health-promoting public spaces. Expanding the city's tree canopy – particularly along pedestrian routes, park perimeters, and in neighborhoods with low shade and high vulnerability – should be a core strategy in Brownsville's parks and resilience planning. Planting and maintaining trees in the right locations can lower local temperatures, improve walkability, reduce flood risk, and create more comfortable and attractive public spaces. As Brownsville continues to grow, aligning tree canopy improvements with equity, health, and climate goals will help build a greener, more livable city for all residents.

LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Parks & Open Space PARD Owned

Tree Canopy

Other, Non-PARD

Walkable streets with less than 10% of tree cover

Key Map

Brownsville Parks, Health, and Recreation Master Plan

Tree Cover

Brownsville's Tree Cover

Urban Heat Islands Urban heat islands occur when developed areas trap and amplify heat, creating hotter conditions than surrounding rural or vegetated areas. In Brownsville, the effects of the urban heat island are widespread, driven by impervious surface coverage, low tree canopy in some neighborhoods, and the expansion of built infrastructure. These heat-retaining landscapes contribute to elevated temperatures across much of the city, increasing both environmental and public health vulnerabilities. The consequences of sustained urban heat exposure are far reaching. Elevated temperatures can worsen respiratory and cardiovascular conditions, intensify energy demands for cooling, and limit outdoor activity, especially for vulnerable populations such as children, older adults, and individuals with underlying health issues.

Brownsville's Urban Heat Severity Figure 3.11 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Parks and green spaces play a critical role in mitigating the urban heat island effect. Trees, natural vegetation, and permeable surfaces help cool surrounding areas by providing shade, releasing moisture into the air, and reducing ambient temperatures. Well-distributed parks and green infrastructure can lower surface temperatures, making neighborhoods more livable and resilient in the face of rising heat. Given the widespread presence of urban heat across Brownsville, expanding access to parks, especially those with significant tree canopy and natural features, is an essential climate adaptation strategy. Equitable investment in green space can help cool neighborhoods, reduce heat related health risks, and improve overall quality of life. As the city continues to grow and develop, integrating heat mitigation into park planning, design, and planting strategies will be key to building a healthier and more climate resilient Brownsville.

High Urban Heat Severity Parks & Open Space PARD Owned Other, Non-PARD

Key Map

Brownsville Parks, Health, and Recreation Master Plan

Brownsville's Urban Heat Severity

Green Space Proximity Proximity to green space is a key factor in determining how easily residents can engage with parks, nature, and recreational opportunities in their daily lives. Green spaces that are close to home encourage walking, physical activity, stress relief, and social connection, all of which are essential to personal and community well-being. In Brownsville, however, access to green space is uneven, with several areas of the city showing low proximity to parks and natural areas. The map highlights disparities in green space by showing the percentage of green coverage across Brownsville. Areas with the most significant shortages are concentrated in downtown, along the I-69 corridor, and in scattered pockets throughout the city. Residents in these neighborhoods face limited opportunities to connect with nature or engage in outdoor recreation, underscoring the need to improve access. Surrounding these are orange and yellow zones, which are more common across Brownsville. While these areas offer somewhat better green space coverage, they still fall short of the levels needed to fully support community health and well-being. The map also shows how proximity gaps often coincide with the city’s most heavily developed and densely populated areas. Neighborhoods near transportation corridors, industrial zones, and older urban centers have less room for green infrastructure and face greater barriers to park access. Without intervention, these patterns will continue to disadvantage the same communities that are already most vulnerable to environmental and health challenges.

Brownsville's Green Space Proximity Figure 3.12 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Parks & Open Space PARD Owned Other, Non-PARD

0-20%

41-60%

Key Map

Brownsville Parks, Health, and Recreation Master Plan

(% green space within 1/4 square kilometer)

21-40%

To address these disparities, Brownsville must prioritize infill park development, equitable tree planting, and green infrastructure projects in the red and orange areas of the map. Increasing the availability of accessible green space in these areas is essential not only for recreation but also for heat mitigation, storm water management, and overall neighborhood quality of life. As the city grows, ensuring that every resident has meaningful green space within walking distance will be key to creating a more inclusive and resilient public realm.

Areas with Reduced Proximity to Green Space

Brownsville's Green Space Proximity

Socioeconomic Vulnerability Analysis

Socioeconomic vulnerability is a critical lens for understanding where parks and recreation investments can do the most good. Individuals and families facing economic hardship, housing instability, unemployment, or limited access to education and healthcare often experience heightened barriers to wellness and opportunity. In these communities, public parks, trails, and recreational programs can play a powerful role in filling those gaps – offering free, accessible spaces for physical activity, stress relief, community connection, and safe play. Where access to private yards, sports clubs, or travel is limited, public green spaces are not just amenities; they are essential infrastructure for health, equity, and resilience. In Brownsville, these vulnerabilities are not evenly distributed. The highest levels of socioeconomic vulnerability are concentrated in and around downtown, along key portions of the I-69 corridor, and across large parts of central Brownsville. These areas face multiple, overlapping challenges – and often coincide with neighborhoods that also have limited park access, fewer recreational facilities, and walkability barriers. While vulnerability tends to decrease moving outward from the city’s core, the majority of Brownsville still falls within the moderate to high range of socioeconomic disadvantage. This spatial pattern provides a clear directive for future planning. Areas with the highest vulnerability, especially those that also lack adequate access to parks, should be prioritized for new parkland acquisition, infrastructure improvements, and programming tailored to local needs. Additionally, moderate-vulnerability areas may benefit from enhanced connectivity to nearby parks, targeted outreach, or lower-cost programming to ensure accessibility. By using the map to align needs with opportunities, Brownsville can make more strategic, equitycentered decisions that address systemic disparities and elevate quality of life for all residents.

Brownsville's Socioeconomic Vulnerability Figure 3.13 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Parks & Open Space PARD Owned

Brownsville Parks, Health, and Recreation Master Plan

Low

Other, Non-PARD High * Vulnerability is shown relative to Brownsville to highlight the most impacted areas within the city.

Key Map

Socioeconomic Vulnerability (by Census Tract)*

Brownsville's Socioeconomic Vulnerability

Outdoor Facilities

Facilities Gap Analysis

Recreational facilities are an important part of the community, providing spaces people of all ages to stay active, improve their health, connect with others, and enjoy the outdoors. A review of Brownsville’s facilities found that the City exceeds NRPA benchmarks in several areas including diamond fields, outdoor basketball courts, swimming pools, skateboard parks, fitness zones, and restroom facilities. However, the analysis also revealed gaps in key amenities such as pickle ball courts, rectangular fields, multi-use courts, and a variety of indoor recreation facilities. Community members also provided key insights into facility and amenity needs. Trails, splash pads, and swimming pools were the top three requested park facilities at engagement events whereas playgrounds, trails, swimming pools, exercise stations, and dog parks were the top five requested park facilities from the survey. When supplemented with community engagement data, NRPA comparisons provide guidance on which facilities are most needed and how to prioritize new investments in the parks and recreation system. To create a diverse parks and recreation system, Brownsville should strive to meet or exceed the benchmarks established by the NRPA for each facility type. However, community engagement findings should also influence facility development. Based on the Facilities Gap Analysis, Brownsville should prioritize trails, splash pads, swimming pools, pickle ball courts, playgrounds, natural shade, lighting, nature areas, amphitheaters, and restrooms. Indoor facility investments should focus on swimming pools, pickle ball courts, tennis courts, and multi-use courts, as well as larger assets such as community, teen, and nature centers. These priorities should be paired with a spatial analysis of the facilities to ensure each facility type is available to all members of the community.

40 36 32 28 24 20 16 12 8 4 0

Playgrounds Diamond Fields

Basketball Rectangular Courts Fields

Tennis Courts

Indoor Facilities 32

16 12

Legend: NRPA Standards

Outdoor Facilities

Indoor Facilities

Brownsville Parks, Health, and Recreation Master Plan

Current Surplus

Current Gap

Restrooms Pickleball

Tennis Courts

Multiuse Courts

(Tennis, Pickleball) (Basketball,Volleyball)

40 36 32 28 24 20 16 12 8 4 0

Dog Parks

Community Swimming Gardens Pools

Skate Parks

Multiuse Courts

Pickleball Multiuse Courts Courts

(Basketball,Volleyball)

(Tennis, Pickleball)

18-Hole Golf Course

9-Hole Golf Course

Synthetic Volleyball Splash Rectangular Courts Pads Fields

Fitness Zones

Walking Racquetball Disc Loops Golf Courses

Water Parks

16 12

4 0

Competitive Leisure Swimming Swimming Pools Pools

Walking Loops

Racquetball

Recreation Centers

Community Centers

Senior Centers

Amphitheaters

Nature Centers

Aquatic Centers

Basketball Courts

Stadiums

Teen Centers

Arenas

Understanding Today, Planning for Tomorrow

Recreation Program Inventory

Recreation programs are a vital part of the city's quality-of-life infrastructure. They support community well-being by offering opportunities for social connection, skill-building, and physical and mental health improvements, especially for youth, seniors, and underserved populations. Programs are delivered at key facilities such as recreation centers, the Sports Park, and community parks. Many offerings are seasonal or recurring with formats that include drop-in activities, scheduled classes, community events, and structured leagues. The existing programs that are offered by the Parks and Recreation Department range from sports leagues and fitness classes to arts, social events, and youth development initiatives. In addition to the Parks and Recreation Department’s own programming, the City does partner with other agencies such as the Health Department and the UT Health Houston School of Public Health – Brownsville Regional Campus to offer residents with health-based programs such as The RGV Challenge, Tu Salud Si Cuenta, and Cyclobia. These partnerships help to enhance recreational offerings by integrating wellness education, physical activity, and community engagement, ensuring that residents have greater opportunities to lead active, healthy lifestyles. Throughout the engagement process, community members expressed a desire for more recreational programming. Children’s sports leagues, nature and educational programs, and fitness classes were the top three most desired programs from the community survey with additional interest in arts, music, cultural events, and multi-generational programming. While residents showed support for new and expanded recreational programming, they noted that greater public awareness of existing programs is needed. Brownsville's wide diversity of recreational programs and community events provide many opportunities for residents to join a sports team, learn new hobbies, and spend time with neighbors. Many residents, however, are not aware of the array of recreational programs available to them, therefore the City may need to adjust its marketing strategy to better inform the public. Existing partnerships enhance the Parks and Recreation Department's impact, and additional partnerships should be explored to increase recreational programming and awareness.

What We Heard

48% of respondents have participated in a recreation program in the past year.

According to the community survey, a lack of awareness about what recreational programs are offered is the TOP obstacle to greater participation.

What We Heard TOP three survey recreational priorities were:

Children's Sports Leagues Nature Programs Fitness Classes

Brownsville Parks, Health, and Recreation Master Plan

Boot Camp

Legend:

Volunteering

Special Events & Activities

Adaptive Recreation & Skills

Senior Programs

Youth Programs

Multi-Generetional Programs

Understanding Today, Planning for Tomorrow

Staffing Analysis

Brownsville's Full-Time Equivalent Gap

Running a parks and recreation system as big as Brownsville’s requires a lot of work and dedicated team members, so it’s important to assess whether current staff levels are sufficient to provide recreational services to the residents and properly maintain the parks. Brownsville’s Parks and Recreation Department operates with 93 full-time equivalent (FTE) employees. The NRPA found the average parks and recreation department for cities of similar size to Brownsville had 130.50 FTEs and Brownsville’s peer cities operate with an average of 148.46 FTEs. These benchmarks indicate a staffing shortage between 37.5 and 55.46 FTEs. City staff provided additional insights into the challenges associated with under staffing in the Parks and Recreation Department. Despite their best efforts, staff expressed that the growing demand for parks and recreation services makes it difficult to keep up with existing maintenance needs, let alone invest in parkland expansion or the development of new facilities. While recreational programs are appreciated throughout the community, it can also be a challenge gathering enough staff to lead art classes or organize and manage larger events. The hard-working and dedicated staff of the Parks and Recreation Department is stretched thin, yet they remain passionate about providing the best quality of service to the community. Long-term investments in staff will be crucial for implementing the Parks, Health, and Recreation Master Plan and achieving the community's vision for Brownsville. In addition to increasing the number of FTEs, supplemental funding, volunteer programs, professional development, and new partnerships with local organizations could all reduce the current strain on staff, ensuring they have the support and resources needed to deliver exceptional services. 400

Peer City Staffing

Brownsville Staffing

Staff needed to reach Peer City FTE average

Current Number of Brownsville's FTEs

148 93 Recommended Full Time Employees

Current Full Time Employees

55 55 Additional Full Time Employees Needed In

300

Brownsville's Parks and Recreation Department

Peer city and NRPA averages serve as benchmarks, not standards. Brownsville can use them as guidance, but staffing decisions should ultimately reflect local priorities, needs, and resources. 200

NRPA Upper Quartile

NRPA Median 100

Peer City Average

NRPA Lower Quartile

0 Brownsville Amarillo College Station Frisco Grand Prairie Killeen TX TX TX TX TX TX

McKinney TX

Mobile New Braunfels AL TX

Peer Cities Parks and Recreation Department Full Time Employees Comparison

Brownsville Parks, Health, and Recreation Master Plan

Peoria AZ

Round Rock The Woodlands Tyler TX TX TX

Budget Analysis

Accomplishing the goals outlined in this document will require a diversity of funding sources, but the Parks and Recreation Department’s budget will be vital to supporting the implementation of this plan. The City’s 2024-2025 fiscal year budget allocates $5,547,516 for the Parks and Recreation Department. This amount is significantly lower than the NRPA’s median benchmark of $14,754,000 for cities of similar size, falling short by $9,206,484. Brownsville’s budget also falls below the peer city average of $16,703,694 by over $11 million. Brownsville’s current budget indicates an urgent need for a robust financial strategy as funding resources can limit the Parks and Recreation Department’s ability to meet growing service demands, not only for the current population but for future generations as well. Although outside funding sources can support the implementation of this plan, they won’t be able to sustain the Parks and Recreation Department’s long-term operation. The City-approved budget is the foundation for the parks and recreation system, and without adequate funding, the department may struggle to address gaps in parkland, facilities, recreational programming, and staffing. To ensure the success of the Parks, Health, and Recreation Master Plan, it is imperative that the City of Brownsville prioritizes and secures adequate funding. By doing so, the Parks and Recreation Department can effectively meet the community's needs and create a sustainable, vibrant park system for generations to come.

Budget Gap Analysis: City Budget To NRPA Median Standard*

-$9,206,484 Existing Gap Between NRPA Median & City of Brownsville

$5,547,516 FY2024-2025 Budget for Parks & Recreation Department

40M

$14,754,000 30M

NRPA Recommended Median Budget for Cities with Population 100,000-249,999

NRPA Upper Quartile 20M

Peer City Average NRPA Median 10M

*Using 2025 NRPA Agency Performance Review NRPA Lower Quartile

0 Brownsville Amarillo College Station Frisco TX TX TX TX

Grand Prairie TX

Killeen TX

McKinney TX

Mobile New Braunfels AL TX

Peoria AZ

Round Rock The Woodlands Tyler TX TX TX

Peer Cities Parks and Recreation Department Budget Comparison

Understanding Today, Planning for Tomorrow

Park System Investments

Over the past several years, the City of Brownsville has implemented a broad portfolio of parks and recreation projects to meet community needs and maintain existing park facilities. These efforts range from high-impact improvements like splash pads, ADA-compliant playgrounds, and restroom renovations to behind the scenes upgrades such as irrigation systems, tree trimming, and increasing internal efficiency. Projects have taken place both system-wide and in high-need neighborhoods and destination parks. Ongoing initiatives reflect the department's commitment to equity, sustainability, and operational efficiency. By prioritizing improvements to aging infrastructure, expanding recreational offerings, and investing in natural systems, the city is actively laying the foundation for a more connected, inclusive, and resilient parks and recreation system.

Brownsville's Park System Investments Figure 3.14 3.1 LEGEND Brownsville City Limits

Downtown Brownsville

Other, Non-PARD

Water bodies

The University of Texas Rio Grande Valley

Ongoing Projects Recently Completed Projects Upcoming Projects Park Project Improvements

Antonio Gonzalez Park • LED Lighting Retrofit • Urban Center • Playground • Kitchen Plumbing • Restroom Repairs • Adaptive Swim Program • Restroom Demolition • Restroom Installation

Lincoln Park • Playground Removal • ADA Playground Access Installation

Monte Bella Park • Restroom Renovation

Dean Porter Park • Restroom Renovation • Sam's Pool • Maintenance & Repairs • Sam's Pool Landscape Improvements • Retaining Wall/ Boardwalk

Morningside Park • Dog Park Installation • Softball Field Refurbishments • Kickball Field Refurbishments • Soccer Field Refurbishments

Joe & Tony Oliveira Park • Court Resurfacing • Restroom Demolition • Restroom Installation • Restroom Renovation • Playground Removal • Playground Installation • Splash Pad Installation • Pavilion Demolition • LED Lighting Retrofit • Electrical Wiring

Brownsville North Park • ADA Playground • Access Installation • Restroom Renovation

Cabler Park • Splash Pad Installation • Playground Installation • Restroom Renovation

Brownsville Parks, Health, and Recreation Master Plan

Brownsville South Padre Island International Airport

PARD Owned

Brownsville ETJ

Parks & Open Space

Heritage Trail • Playground Installation La Galaxia Park • ADA Playground Access Installation

Paseo Trail System • Tree Trimming • Playground Removal • Aerator Installations

Key Map

Tennis Center • Lighting Retrofit & Updates • Trail of Texas Trees • Biannual Tree Trimming • Heritage Trail Bench Installation

Brownsville Senior Center • Senior Center Upgrades

Veterans Park • Helicopter Pedestal

Downtown Rec Center • Pickle ball Court Striping

Trail of Texas Trees • Biannual Tree Trimming • Heritage Trail Bench Installation

Brownsville's Park System Investments

Supplemental Parks and Open Space Inventory

In addition to the parks and open spaces owned by the City of Brownsville, a range of publicly accessible natural areas and protected conservation lands help supplement the city's parks and recreation system. These resources, while outside the city's direct management, offer valuable benefits to residents by expanding access to nature, supporting ecological preservation, enhancing regional trail and habitat connectivity, and contributing to the community's cultural and recreational landscape. This broader network includes federal properties like the Lower Rio Grande Valley and Laguna Atascosa National Wildlife Refuges, which protect vital wildlife habitat and strengthen the region's resiliency. Resaca de la Palma State Park and the Resaca de la Palma National Battlefield further enrich the system by combining recreational access with cultural and historical significance. County parks such as La Esperanza Park and Cascade Park help meet neighborhood-level recreation needs in areas where city parks may be limited. Assets like Duckhead Island present unique opportunities for inter-agency partnerships, while emerging residential developments such as the Madeira Development may increase the city's open space through parkland dedication policies. These supplemental resources expand the reach and impact of Brownsville's parks and recreation system. They help fill geographic and ecological gaps, offer unique recreational experiences that the city does not currently provide, and connect residents to a broader network of regional assets. While not under city ownership, their presence strengthens the overall system – underscoring the importance of inter-agency coordination, shared stewardship, and inclusive planning that considers all available open space.

Brownsville's Supplemental Parks and Open Space Figure 3.15 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites PARD Owned Parks Non-PARD Parks National Park

Brownsville Parks, Health, and Recreation Master Plan

Resaca de la Palma State Park

Resaca de la Palma National Battlefield

La Esperanza Park

Cascade Park

Duckhead

Madeira Development

Las Palomas Wildlife Management Area

State Park

Key Map

Supplemental Parks and Open Space

Brownsville's Supplemental Parks and Open Space

Resacas & Water Resources Inventory

Brownsville's distinctive hydrological landscape is anchored by its network of resacas, the Rio Grande River, coastal beaches, and wetland habitats. These resources offer a rich set of natural assets that supplement and can enhance the city's parks and recreation system. These water-based resources provide scenic beauty, wildlife habitat, and opportunities for recreation, education, and environmental resilience. Although not all are formally part of the city's parkland inventory, they are essential to shaping a more connected, nature-integrated system. The city's resacas are uniquely Brownsville. Features like the Town Resaca, or Resaca de la Palma offer both ecological value and potential for public engagement. These water bodies support migratory bird habitat and native vegetation, while also offering potential for passive recreation such as trails, nature observation, and water-based programming like kayaking. Several resacas are already adjacent to parks, campuses, or public infrastructure, presenting immediate opportunities for enhancement and activation through partnerships or restoration efforts. The Rio Grande, while primarily functioning as a national boundary and water resource, also offers longterm potential as a linear green corridor. Though public access is currently limited, future trails, overlooks, or nature preserves along the river could offer significant recreational and cultural benefits. Likewise, nearby wetlands like Bahia Grande, serves as a critical environmental resource that supports wildlife, improves coastal resilience, and offers regional education and ecotourism opportunities.

Brownsville's Resacas and Water Resources Figure 3.16 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites Resacas Parks & Open Space PARD Owned

Resaca del Rancho Viejo

Other, Non-PARD

Resaca de la Guerra

Town Resaca

Horseshoe Lake Resaca

Jagou Resaca

In addition, the region's beaches are a vital part of the recreational ecosystem available to Brownsville residents, offering access to coastal experiences, environmental education, and regional identity. By recognizing the recreation, ecological, and cultural value of these water resources, Brownsville can better integrate them into long-term parks and open space planning. Though many are not owned by the city, their strategic inclusion – through partnerships, access improvements, and thoughtful connectivity – can help create a more resilient and equitable parks and recreation system.

Key Map

Brownsville Parks, Health, and Recreation Master Plan

Resacas

Brownsville's Resacas and Water Resources

Cultural Resource Inventory

Brownsville's cultural landscape is rich, layered, and deeply tied to the region's historical, educational, and community identity. From battlefield sites and cultural districts to academic institutions and civic anchors, these resources play a vital role in shaping how residents and visitors experience place, community, and public space. Anchoring this landscape are nationally recognized sites such as Palo Alto Battlefield National Historic Park and Resaca de la Palma National Battlefield, which preserve and interpret key chapters in U.S.-Mexico history. These sites not only offer historical insight but also provide opportunities for passive recreation, nature trails, and educational programming. Similarly, Brownsville's many historic sites, including the Old City Cemetery, contribute to the city's cultural fabric and offer potential for interpretive trails, heritage tourism, and reflection in a park-like setting. In the urban core, destinations such as Downtown Brownsville, the Mitte Cultural District, and the Gladys Porter Zoo function as cultural hubs and public gathering places. These areas support walkability, host public events, and provide shared civic space that complements the goals of the parks and recreation system, particularly around activation, accessibility, and placemaking.

Brownsville's Cultural Resources Figure 3.17 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites Parks & Open Space PARD Owned

These resources form a cultural framework that reinforces the value of place-based planning. By recognizing and incorporating cultural assets into parks and recreation strategies, Brownsville can deepen connections to local history, support lifelong learning, and create a more vibrant, inclusive, and culturally rich public realm.

Key Map

Brownsville Parks, Health, and Recreation Master Plan

Palo Alto Battlefield National Historic Park

Resaca de la Palma National Battlefield

Other, Non-PARD

Brownsville's institutions of higher education also serve as important cultural and education partners. With campuses that include open space, trails, and waterfront access, these institutions offer opportunities for future collaboration around shared use, research, and public programming. Partnerships with universities can support community health initiatives, expand access to recreational facilities, and promote environmental education and stewardship through joint planning efforts.

Cultural Resources

Brownsville Old City Cemetery

Mitte Cultural District

Gladys Porter Zoo

University of Texas Rio Grande Valley

Texas Southmost College

UT Health Houston School of Public Health

Brownsville's Cultural Resources

Parkland Dedication Policy Review

Acquiring additional parkland through dedications in new developments is essential for enhancing any parks and recreation system. Brownsville addresses this need through its Unified Development Code (UDC) which consolidates all development-related regulations into a single, user-friendly document. Within the UDC, Section 5.2 – Open Space and Trail Standards outlines the parkland dedication process, including applicability, dedication requirements, property standards, required improvements, alternatives to dedication, and trial dedication guidelines. The City of Brownsville has developed its parkland dedication policy with the primary focus of acquiring parkland. The policy states that if a development is not exempt from the dedication it is required to dedicate a minimum of one (1) acre of parkland and up to five (5) acres. However, the policy also indicates that any dedication less than an acre or over five acres is required to pay the fee-in-lieu of parkland dedication. This method does provide the Park and Recreation Department with a means of building up funds to acquire parkland, construct improvements associated with parkland and the purchasing of equipment. The policy also prohibits the dedication of land that is part of a resaca or within a 100-year floodplain. Brownsville’s trail dedication policy ensures that enough land and trails are developed in alignment with the Parks and Open Space Master Plan. By including this requirement in the UDC and parkland dedication policy, the City strengthens the implementation of the plan’s goals and recommendations, helping to create a connected and accessible trail network. Compared to its peer cities, Brownsville has opportunities to strengthen its policies for acquiring parkland and securing funding for park development. For example, New Braunfels applies a ratio where 3 acres of floodplain land count as 1 acre of parkland, with a maximum of 50% of the dedicated parkland allowed in floodplains. Similarly, McKinney uses a ratio-based approach but limits floodplain dedication to 20% of the total requirement. Some peer cities require developers to pay a parkland development fee, ensuring that dedicated land becomes vibrant, usable park space with essential amenities. These fees help fund equipment, infrastructure, and improvements, with amounts based on the average cost of park development. While Brownsville’s parkland dedication policy provides the Parks and Recreation Department with a means of building up funds to acquire parkland, construct improvements associated with parkland, and purchase equipment, it could be strengthened to better align with best practices established by the peer cities regarding floodplains, size restrictions, and development fees.

Brownsville Parks, Health, and Recreation Master Plan

Peer City Policies

New Braunfels and McKinney both use ration-based approaches for the dedication of floodplain land. New Braunfels: 3 acres of floodplain land count as 1 acre of parkland, with a maximum of 50% of the dedicated parkland allowed in floodplains. McKinney: 3 acres of floodplain land count as 1 acre of parkland, with a maximum of 20% of the dedicated parkland allowed in floodplains. With Brownsville's extensive resaca network, floodplains can heavily restrict which land can be dedicated to the City as parkland. Lifting floodplain restrictions using a similar approach to New Braunfels and McKinney will increase the amount of available land for parkland dedication as well as protect the floodplain from development. Protecting the floodplain from development is vital for the long term sustainability and resiliency of Brownsville.

Fort Brown Resaca

Key Findings The Needs Assessment provides a comprehensive evaluation of Brownsville's parks and recreation system, revealing both critical gaps and promising opportunities. Grounded in community input, spatial analysis, and system-wide evaluations, the assessment points to four key areas that require focused attention: 1. Brownsville needs more parks, recreation programs, and facilities. The Needs Assessment revealed a strong need for system-wide growth and expansion. To meet the community's needs, the City should prioritize land acquisition, park development, and the creation of new recreational programs. Insights from the facilities analysis and community engagement can guide the development of new parks, while revisions to the parkland dedication policy can facilitate land acquisition. Additionally, expanding recreational programs and improving communication strategies will be crucial for raising public awareness and increasing participation in recreational programs. 2. Accessibility improvements are essential to address health, environmental, and socioeconomic vulnerabilities. Improving access to parks and recreation services involves not only developing new parks in underserved areas but also investing in sidewalks, trails, and bike lanes throughout Brownsville. By prioritizing the development of neighborhood parks and connected pedestrian networks throughout the community, Brownsville can significantly increase access and maximize the positive impacts of parks and recreation services on health, environmental, and socioeconomic vulnerabilities. 3. Additional staff and budget is needed to support the Parks and Recreation Department's continued growth, expansion, and development. To sustain and enhance the department's initiatives, it is crucial to allocate more resources. Increased staffing will ensure there is enough personnel to manage and maintain parks, organize community events, and provide recreational programs. A larger budget will allow the department to invest in new infrastructure throughout the city and support the development of innovative programs that cater to diverse community needs. Increasing staff and budget will empower the Parks and Recreation Department to effectively meet the growing demands of the community, foster a healthier and more connected environment, and ensure the department's long-term growth and success. 4. Underutilized resources are waiting to be leveraged. Brownsville has many unique resources that can support the overall parks and recreation system. Resacas and historical sights, in particular, offer significant potential to serve the community. The City has already integrated resacas into several parks, providing walking trails and water-based activities, but there is still more to explore. Resacas also present possibilities for sustainable development and environmental programming, which can strengthen the environment and boost community resilience. Historical sites provide an opportunity to celebrate local heritage and encourage active recreation. By creating trail networks that connect historic landmarks, neighborhoods, parks, and other destinations, Brownsville can blend history with recreation in a way that not only preserves local heritage but also improves accessibility and enhances residents' quality of life. These findings highlight the need for a proactive, coordinated approach to parks and recreation planning – one that balances system expansion with equitable access, operational capacity, and strategic partnerships. By responding to these needs with thoughtful investments and policy updates, Brownsville can build a more inclusive, resilient, and connected parks system that enhances quality of life for all residents.

Brownsville Parks, Health, and Recreation Master Plan

Understanding Today, Planning for Tomorrow

100

04 Palo Alto Battlefield National Historic Park

Where Vision Takes Shape & Ideas Come to Life Chapter Contents • • • • • • • • • •

Guiding Principles Shaped by Community & Data Imagining the Future Together From Vision to Values: PHR Guiding Principles Implementation Framework The Outcomes: Implementing PHR Strategies Healthy People, Active Lives Connected by Community Rooted in Nature One City Growing Together Excellence in Action

The Parks, Health, and Recreation Master Plan envisions a healthier, more connected Brownsville by positioning parks and recreation as essential infrastructure that supports public health, environmental sustainability, social connection, and economic vitality. No longer seen as isolated amenities, parks are recognized as dynamic spaces that improve quality of life, foster wellness, and strengthen neighborhoods. This chapter outlines a clear vision and five guiding principles that reflect the community’s priorities and the city’s commitment to equitable access, thoughtful planning, and long-term impact, ensuring that parks and programs serve as vital platforms for a thriving, inclusive Brownsville.

Together, the community priorities and the Needs Assessment findings informed the creation of five guiding principles. These principles respond directly to the issues identified through the analysis while reflecting the values, needs, and aspirations of Brownsville residents. 103

Standards-Based Assessment Equity-Based Assessment Access-Based Assessment

Public Meetings

Community Engagement

Resource-Based Assessment

Pop-Ups Community Survey Focus Groups Staff Interviews

Improved Facilities & Amenities

New & Improved Trails

Health & Well-being

Improved Maintenance & Operations

Environmental Conservation

More Recreation Programs & Activities

Connectivity & Walkability

Improved Communications

More parks, programs, and facilities are needed.

Community Priorities

Building on these insights, the Needs Assessment applied a five-lens approach, examining demand, standards, resources, access, and equity to evaluate the Brownsville Parks and Recreation system. This analysis revealed four key findings. First, there is a need for more parks, facilities, and programs. Second, improving accessibility through new parks, trails, and pedestrian connections is essential. Third, additional staff and resources are required to sustain system growth. Lastly, Brownsville can better leverage its unique assets, including resacas and historic sites, as part of the park system.

Demand-Based Assessment

Key Findings

Several clear priorities emerged during the community engagement phase. Input was gathered through surveys, pop-up events, public meetings, and stakeholder discussions. Residents emphasized the need for improved maintenance and upgraded facilities. Equitable access and inclusion were also key concerns, with residents calling for parks that are welcoming to all ages and abilities as well as affordable programs that go beyond sports to include arts, culture, and intergenerational activities. Finally, residents stressed the need for better connectivity through sidewalks, trails, and bike lanes, along with improved communication about park offerings and opportunities.

Accessibility improvements are critical for health, environment, and equity. More staff and funding are required to support growth. Underutilized resources are waiting to be leveraged.

Guiding Principles

To ensure the master plan reflects the true priorities and needs of Brownsville, the guiding principles were developed by combining the community’s top priorities from engagement with the key findings of the Needs Assessment.

5 Needs Assessment

Guiding Principles Shaped by Community & Data

Brownsville Parks, Health, and Recreation Master Plan

Healthy People, Active Lives

Connected by Community

Rooted in Nature

4 One City, Growing Together

Excellence in Action

Imagining the Future Together Vision: Every Step Toward a Healthier Brownsville

The Parks and Recreation system is an essential component to achieving a healthier Brownsville. Healthy cities are made possible through integrated, connected networks that support one another and improve quality of life from multiple angles. The Parks and Recreation system is not an individual element operating in isolation. Instead, it is a fundamental component of Brownsville’s infrastructure with the ability to transform people’s lives for the better. With a “One City,” systems-thinking approach, the Parks, Health, and Recreation Master Plan recognizes the role parks, open space, and recreational programming play in creating a better Brownsville for the community.

Master Plan Vision Statement: Brownsville’s parks are more than places; they are pathways to wellness, connection, and opportunity. The vision is a thriving, inclusive park system that inspires active living, strengthens community bonds, champions sustainability, and brings vitality to daily life.

Where Vision Takes Shape and Ideas Come to Life

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From Vision to Values: PHR Guiding Principles To turn this vision into reality, the Parks, Health and Recreation Master Plan outlines a set of clear, actionable goals aligned with community needs and City priorities. These goals guide investment, shape policy, and drive cross-departmental efforts toward a healthier, more connected Brownsville. They reflect the community's aspirations and the City's commitment to equitable access, environmental resilience, and quality of life, recognizing parks and recreation as essential infrastructure for a thriving city.

Healthy People, Active Lives Parks are a foundation for public health. They create spaces that make active living, relaxation, and community engagement part of everyday life. From walking trails and shaded playgrounds to gardens and outdoor fitness zones, Brownsville's parks can inspire healthier habits, reduce disparities, and promote wellness that is equitable and attainable for all.

Connected by Community When residents can easily access safe, well-designed public spaces, movement and belonging become part of the city's culture. Consistent design quality, equitable investment, and inclusive programming transform this network into a shared experience of well-being, where every connection helps Brownsville feel more cohesive.

Rooted in Nature Brownsville's resacas, tree canopy, and native landscapes are central to its health and identity, providing cleaner air and water, cooler neighborhoods, and restored habitats. Through thoughtful management, green infrastructure, and resident participation, the city can protect and renew these assets, ensuring its natural systems and people thrive together.

One City, Growing Together When city departments, community organizations, and residents work together, parks become catalysts for prosperity and belonging. Strategic partnerships, sustainable funding, and shared creativity strengthen every neighborhood, demonstrating how a unified approach to parks and recreation can drive both community pride and long-term resilience.

Excellence in Action Excellence means more than maintenance – it reflects a commitment to health, safety, and joy in daily life. By empowering staff, modernizing systems, and partnering with the public, Brownsville can sustain a park system that is resilient, responsive, and reflective of the city's ongoing pursuit of quality, inclusion, and continuous improvement.

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Brownsville Parks, Health, and Recreation Master Plan

Shared Responsibility: A Citywide Call to Action

For cities striving to be more livable, equitable, and resilient, parks and recreation systems are no longer optional, they are an essential piece of infrastructure. The Parks, Health, and Recreation Master Plan embraces this evolving role, not just as a blueprint for green spaces, but as a catalyst for citywide collaboration that transforms how Brownsville’s environment functions and its community thrives. A healthier parks and recreation system cannot emerge in isolation. City departments must move beyond independent operation and toward a model of shared responsibility and integrated planning. Parks are deeply interconnected with other city systems such as transportation, public health, education, housing, and environmental services. A walking trail is not merely a place for exercise; it is part of the City’s mobility strategy and a tool for preventing chronic disease. A shaded urban plaza is not just an aesthetic choice - it is a cooling solution for urban heat islands and a venue for cultural connection. Brownsville’s parks and recreation system serves as a nexus, a powerful platform where city goals converge. Parks clean the air through tree canopy, absorb and filter storm water, and lower temperatures. Trails, bikeways and open spaces connect neighborhoods and encourage sustainable transportation, reducing car reliance and carbon emissions. Recreational programs knit the social fabric together, encouraging physical activity, creative expression, and mental well-being, especially for the most vulnerable populations. None of these benefits can be fully realized without strong interagency collaboration throughout Brownsville. The ripple effect of coordinated investments is enormous. A well-designed park project supported by multiple departments yields exponentially more value than when tackled in isolation. Ultimately, a health city is an integrated city. Parks and recreation are key levers for transformation, but they reach their full potential when woven into the broader city system. Brownsville’s One City mindset is key to intentional collaboration and holistic planning, which will help create vibrant, sustainable communities where public spaces become engines of health, joy, and connection for everyone.

Where Vision Takes Shape and Ideas Come to Life

106

Implementation Framework Implementation Framework This plan translates the community's vision into a clear and achievable road map. Each level of the framework - from guiding principles to action item - builds on the next, providing structure for both long-term direction and short-term implementation.

Guiding Principles - Defining the Vision The guiding principles express the overarching values and long-term vision for Brownsville's Parks, Health, and Recreation system. They describe what the City strives to achieve - a healthy, connected, nature-rich, and well-managed community and serve as the foundation for all goals and actions in the plan. Objectives - Organizing the Focus Each guiding principle includes several objectives that define specific areas of focus and desired outcomes. Objectives describe what success looks like and how each principle will be realized - for example, improving access to play, fostering community life, or restoring natural systems. Strategies - Charting the Approach Strategies offer a long-term framework for planning, investment, and coordination, outlining methods and approaches for achieving each objective. They provide a clear path for how the Parks and Recreation Department, and their partners, will move from vision to implementation such as expanding park access, improving maintenance, or strengthening partnerships. Recommendations - Directing Implementation Recommendations help translate broad strategies into implementable steps, defining key initiatives, projects, or policy directions that will advance each strategy. They are specific, actionable focus areas - such as developing design standards, expanding programming, or enhancing park connectivity - that guide the City's investment and decision-making. Action Items - Executing the Master Plan Action items identify the concrete steps, responsibilities, and potential partnerships required to implement each recommendation. These are the "how-to" components of the plan - creating a clear progression of steps to take to accomplish each recommendation.

With this framework in place, the following sections bring the plan to life - detailing the guiding principles, objectives, strategies, and actions that will shape Brownsville's park and recreation system over the next decade. Each guiding principle explores a key dimension of the community vision, from supporting healthy living to strengthening connections, protecting the environment, and sustaining operational excellence.

107

Brownsville Parks, Health, and Recreation Master Plan

Cross-Over Strategies: Connecting the Plan Some strategies appear under multiple guiding principles and objectives. These cross-over strategies represent coordinated actions that advance several aspects of Brownsville’s parks, health, and recreation vision at once. By design, they strengthen integration and alignment across the plan, showing how goals such as health, connectivity, environmental resilience, and operational excellence work together rather than in isolation. For example, Strategy 1.1.2 on strategic parkland acquisition supports multiple objectives, from expanding access and improving equity to enhancing departmental performance. Because of its broad impact, it appears across several sections of the plan, illustrating how one initiative can advance progress on multiple fronts. Cross-over strategies embody the City’s commitment to efficiency, impact, and collaboration. They ensure that each action contributes to multiple outcomes, maximizing results and reinforcing shared investment across the entire system. Priority Strategies: Reflecting Community Voice Priority strategies are those that received the strongest support from the community during the second round of public engagement. Within each guiding principle, these strategies reflect what residents value most for the future of Brownsville's parks and recreation system. By identifying these priorities, the plan highlights where community enthusiasm and need align - helping guide the City's focus, investment, and partnerships toward the actions residents believe will have the greatest impact. Strategy

Where to Find It

Extend and connect the trail and sidewalk network to increase connectivity between parks, schools, and neighborhoods.

1.1.1, 2.1.3, 2.2.1

Prioritize strategic parkland acquisition and development to close acreage gaps, ensure equitable access across neighborhoods, and meet the community's long-term recreation needs.

1.1.2, 1.5.2, 2.1.2, 2.2.2, 5.3.3

Offer diverse, inclusive, and intergenerational programs that support active lifestyles, cultural enrichment, and community connection for residents.

1.1.4, 1.2.3, 2.1.4

Activate parks through community events and programming that bring people together.

1.2.2, 1.5.1, 2.4.4

Design welcoming and inclusive environments that celebrate culture and belonging.

1.2.4, 4.3.4

Build partnerships with external organizations, institutions, and businesses, to expand the reach and impact of the parks and recreation system.

1.2.5, 4.1.2

Encourage and support community-led programs that empower residents to take an active role in park activities and operations.

1.2.6, 1.5.4, 2.4.3, 5.6.3

Incorporate wellness literacy into recreation and cultural programming.

1.3.5, 1.4.4

Revise the park classification system to reflect community needs and guide future development.

2.1.1, 5.2.1

Establish a consistent branding and visual identity for parks and facilities to create a recognizable and cohesive park system.

2.3.1, 5.5.2

Strengthen routine operations, maintenance, and rapid response to address vandalism, litter, and infrastructure issues.

2.4.2, 5.1.3

Expand and manage urban forest to strengthen resilience and improve community health.

3.1.2, 3.3.4

Protect floodplains, resacas, and other sensitive ecosystems through land acquisition to mitigate flooding, preserve habitat, and expand biodiversity.

3.2.1, 3.3.2

Leverage public-private partnerships to increase financial and resource support for parks and recreation.

4.1.3, 4.2.3, 5.4.3

Implement revenue-generating programs and services within parks and recreation to further support the overall system.

4.2.1, 5.4.4

Build and sustain a robust Parks and Recreation Department staff to ensure consistent, high-quality operations, and services for the community.

5.1.2, 5.3.1

Improve and maintain the department's website to provide accessible, transparent, and reliable information for the community.

5.2.3, 5.5.1

Where Vision Takes Shape and Ideas Come to Life

108

The Outcomes: Implementing PHR Strategies A Healthier Brownsville where:

Nature Sustains Life

Cleaner Air & Water • Habitat Restoration & Conservation • Erosion Control • Active Transportation Networks • Permeable Pavements

Greener Trails & Parks • Low Impact Design • Native Habitats • Pollinator Gardens

109

Restored Habitats & Waterways

Flood-Resilient Landscapes

• Resaca Restoration • Wetland Enhancement • Habitat Corridors

• Green Infrastructure • Bioswales • Rain Gardens • Retention And Detention Basins

Brownsville Parks, Health, and Recreation Master Plan

Related Strategies: Healthy People, Active Lives Strategy 1.1.1 Extend and connect the trail and sidewalk network to encourage active transportation and recreation. Strategy 1.3.1 Enhance access to nature and water features to promote relaxation, stress relief, and overall well-being. Strategy 1.3.3 Integrate natural materials, sensory landscapes, and shaded areas into park design to support mental and physical health.

Connected by Community Strategy 2.1.2 Extend and connect the trail and sidewalk network to improve connectivity between parks, neighborhoods, and destinations. Strategy 2.2.3 Integrate public and alternative transportation connections to parks and recreation facilities. Strategy 2.2.4 Ensure universal accessibility of parks, trails, and public spaces for people of all abilities.

Rooted in Nature

Strategy 3.2.1 Protect floodplains, resacas, and other sensitive ecosystems through conservation and restoration. Strategy 3.2.3 Restore and connect fragmented habitats to support biodiversity and ecological health. Strategy 3.3.1 Implement low-impact development and green infrastructure practices in parks and facilities.

One City, Growing Together

Strategy 4.3.2 Strengthen Brownsville's attractiveness for talent and visitors through parks, trails, and natural assets. Strategy 4.4.1 Position parks, trails, and public spaces as key destinations that showcase Brownsville's natural, cultural, and recreational assets.

Excellence in Action

Strategy 5.1.1 Develop and execute routine maintenance practices and strategic upgrades to keep parks and facilities attractive, functional, and welcoming for all residents. Strategy 5.1.2 Build and sustain a robust Parks and Recreation staff to ensure consistent, high-quality operations and services for the community.

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A Healthier Brownsville where:

Movement Fuels Health Connected Active Mobility Networks • Trail & Sidewalk Expansion • Bikeway Connections • Wayfinding Systems • Cross-City Linkages

Expanded Recreation Opportunities • Inclusive Leagues & Programs • School And Nonprofit Partnerships • Expanded Programming • New Facilities

Active Lifestyles Citywide Safe, Inviting Streets & Trails

• Health-Based Programming • Citywide Wellness Campaigns • Active-Transportation Initiatives

• Lighting & Shade Improvements • Safe Crossings • Pedestrian-Oriented Design

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Access to Movement-Rich Spaces • New & Upgraded Parks • Sports Courts & Fields • Playgrounds • Trail Connections

Related Strategies: Healthy People, Active Lives Strategy 1.1.3 Expand fitness-promoting facilities and active recreation opportunities across the park system. Strategy 1.1.4 Offer diverse, inclusive, and intergenerational programs that support active lifestyles, cultural enrichment, and community connection for residents. Strategy 1.5.3 Ensure parks are safe, clean, and welcoming for all users.

Connected by Community Strategy 2.1.3 Prioritize strategic parkland acquisition and facility development in underserved areas to expand recreation access. Strategy 2.2.3 Integrate public and alternative transportation connections to parks and recreation facilities.

Rooted in Nature

Strategy 3.1.3 Enhance the role of plants in beautifying parks and public spaces. Strategy 3.2.4 Foster community education and stewardship to support habitat protection.

One City, Growing Together

Strategy 4.1.2 Build partnerships with external organizations to expand the reach and impact of the parks and recreation system. Strategy 4.3.3 Elevate community health and wellness as a cornerstone of quality of life and economic vitality.

Excellence in Action

Strategy 5.3.2 Ensure programs, facilities, and services evolve with emerging trends and community demand to keep the park system relevant and engaging. Strategy 5.4.4 Implement revenue-generating programs and services within parks and recreation to further support the overall system.

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A Healthier Brownsville where:

Balance is Restored

Beautiful & Welcoming Parks

Daily Relief From Stress

• Beautification • Native Plants & Gardens • Infrastructure For Safety & Comfort • Brownsville’s Culture & Character

• Quiet Zones • Sensory Gardens • Water Features

Enhanced Community Well-Being • Outdoor Fitness Stations • Walking Loops • Wellness-Focused Programming • Improved Health Outcomes

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Improved Mood & Focus • Access to Nature • Contemplative Spaces • Environments Designed to Enhance Mindfulness

Related Strategies: Healthy People, Active Lives Strategy 1.2.3 Offer diverse, inclusive, and intergenerational programs that support active lifestyles, cultural enrichment, and community connection for all residents. Strategy 1.3.3 Integrate natural materials, sensory landscapes, and artistic elements to create parks that inspire joy, relaxation, and connection with nature.

Connected by Community Strategy 2.3.2 Implement cohesive design standards for parks and facilities to ensure quality, usability, and a seamless experience across the overall network. Strategy 2.2.5 Adapt program schedules and locations to meet diverse needs, ensuring accessibility regardless of work, school, or transportation barriers.

Rooted in Nature

Strategy 3.1.4 Expand the park system to reduce gaps in parkland acreage and enhance the urban environment. Strategy 3.3.3 Mitigate soil erosion and stabilize vulnerable landscapes to reduce sedimentation, protect water quality, and maintain safe and functional park areas.

One City, Growing Together

Strategy 4.1.1 Strengthen internal city partnerships to coordinate planning, operations, and programming across departments and support efficient implementation of parks and recreation initiatives. Strategy 4.3.4 Design welcoming and inclusive environments that celebrate culture and belonging.

Excellence in Action

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A Healthier Brownsville where:

Community Life Fosters Vitality

Activated Parks & Programs • Community Events • Cultural Festivals • Pop-Up Activities • Art Installations

Strengthened Neighborhood Trust

Increased Sense of Belonging • Inclusive Design • Multilingual Communication • Cultural Storytelling • Gathering Spaces

• Community-Led Stewardship • Transparent Communication • Routine Maintenance • Neighborhood Ambassadors • Volunteer Programs

Improved Social Well-Being • Intergenerational Gatherings • Social Spaces • Recreation Programs

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Related Strategies: Healthy People, Active Lives Strategy 1.2.2 Activate parks through community events and programming that bring people together. Strategy 1.4.4 Incorporate wellness literacy into recreation and cultural programming.

Connected by Community Strategy 2.1.4 Offer diverse, inclusive, and intergenerational programs that support active lifestyles, cultural enrichment, and community connection for all residents. Strategy 2.2.1 Prioritize strategic parkland acquisition and development to close acreage gaps, ensure equitable access across neighborhoods, and meet the community’s long-term recreation needs.

Rooted in Nature

Strategy 3.4.1 Develop engaging educational and stewardship programs that teach all residents about local ecosystems, native species, and sustainable practices, fostering environmental literacy and stewardship. Strategy 3.4.4 Celebrate and promote community contributions to stewardship, reinforcing the value of shared responsibility for parks and natural resources.

One City, Growing Together

Strategy 4.1.4 Engage community partners and volunteers to strengthen participation in programs, events, and stewardship initiatives. Strategy 4.3.4 Design welcoming and inclusive environments that celebrate culture and belonging.

Excellence in Action

Strategy 5.1.2 Build and sustain a robust Parks and Recreation staff to ensure consistent, high-quality operations and services for the community. Strategy 5.2.3 Improve and maintain the department's website to provide accessible, transparent, and reliable information for the community.

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A Healthier Brownsville where:

Health Belongs to Everyone

Universal Accessibility Safer Parks & Facilities • Safety Infrastructure • Clean Environments • Clear Sightlines • Activated Spaces

Cleaner, Healthier Neighborhoods • Litter & Vandalism Prevention • Sustainable Design • Native Landscapes

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• ADA Upgrades • Inclusive Play Areas • Accessible Trails • Barrier-Free Facilities

Affordable Recreation • Free & Low-Cost Programs • Community Events • Partnerships That Expand Access

Related Strategies: Healthy People, Active Lives Strategy 1.2.2 Activate parks through community events and programming that bring people together. Strategy 1.5.3 Ensure parks are safe, clean, and welcoming for all users.

Connected by Community Strategy 2.2.4 Ensure universal accessibility of parks, trails, and public spaces for people of all abilities, including ADA upgrades and accessible trail connections. Strategy 2.4.1 Apply Crime Prevention Through Environmental Design (CPTED) principles across parks and facilities to enhance safety.

Rooted in Nature

Strategy 3.1.1 Develop and implement a Parks and Recreation Department plant palette that prioritizes sustainability, biodiversity, ecological value, and maintenance efficiency. Strategy 3.4.2 Establish partnerships with schools, cultural organizations, and community groups to expand environmental learning, programming, and volunteer engagement.

One City, Growing Together

Strategy 4.1.2 Build partnerships with external organizations, institutions, and businesses to expand the reach and impact of the parks and recreation system. Strategy 4.2.4 Implement sustainable revenue models that balance affordability, equity, and financial stability across parks and recreation programs, services, and facilities.

Excellence in Action

Strategy 5.3.1 Build and sustain a robust Parks and Recreation staff to ensure consistent, high-quality operations and services for the community. Strategy 5.6.2 Identify and cultivate leaders and champions to advocate for parks and recreation initiatives.

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A Healthier Brownsville where:

Collaboration Builds Well-being

More Reliable Public Spaces • Facility Upgrades • Consistent Maintenance • Responsive Operations • Sustainable Materials

• Skills Training • Local Business Partnerships • Sports Tourism & Tournaments

Greater Health & Prosperity • Cross-Departmental Coordination • Sustained Funding • Community Advocacy • Health Infrastructure Investments

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Improved Economic Opportunity

Related Strategies: Higher Quality Parks & Programs • Design Standards • Staff Development • Material Upgrades • Performance Monitoring

Healthy People, Active Lives Strategy 1.1.3 Expand fitness-promoting facilities and active recreation amenities to encourage physical activity for all ages. Strategy 1.2.1 Expand gathering spaces that foster social interaction and community pride. Strategy 1.2.3 Offer diverse, inclusive, and intergenerational programs that support active lifestyles, cultural enrichment, and community connection for all residents.

Connected by Community Strategy 2.3.1 Establish consistent branding and visual identity for parks and facilities to create a recognizable and cohesive park system. Strategy 2.3.2 Implement cohesive design standards for parks and facilities to ensure quality, usability, and a seamless experience across the overall network.

Rooted in Nature

Strategy 3.3.5 Align park development and maintenance policies with citywide flood mitigation and climate resilience goals. Strategy 3.4.2 Establish partnerships with schools, cultural organizations, and community groups to expand environmental learning, programming, and volunteer engagement.

Stronger Partnerships for Health • Joint Initiatives • Shared Resources • Wellness Programs • Local Collaboration

One City, Growing Together

Strategy 4.2.2 Leverage seasonal events, tournaments, and tourism opportunities to increase participation and economic impact. Strategy 4.4.3 Strengthen Brownsville's role as a host city for sports tourism, tournaments, and large-scale recreational events.

Excellence in Action

Strategy 5.3.2 Ensure programs, facilities, and services evolve with emerging trends and community demand to keep the park system relevant and engaging. Strategy 5.4.2 Pursue diverse funding sources to support park initiatives.

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Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental well-being, and social connection.

Objectives 1.1 Move & Play

Create accessible and engaging parks, trails, and open spaces that encourage active lifestyles, provide flexible opportunities, and support community connection.

1.2 Community Life

Foster welcoming parks and gathering spaces that celebrate culture, build social connections, and empower residents to actively participate in shaping community experiences.

1.3 Restorative Spaces

Develop calming, nature-rich environments where residents can relax, reflect, and engage with experiences that enhance well-being and mental wellness.

1.4 Wellness Literacy

Incorporate health, nutrition, and wellness education into park programs and experiences, connecting residents to resources, knowledge, and activities that promote lifelong well-being.

1.5 Vibrant Parks

Establish safe, inclusive, and engaging parks that support community-led activities, encourage participation, and provide dynamic spaces for social interaction and recreation.

1.1 Move & Play Create accessible and engaging parks, trails, and open spaces that encourage active lifestyles, provide flexible opportunities, and support community connection. Cross-Over Strategy

Reference 1.1.1, 2.1.3, 2.2.1

Priority Strategy

Strategy 1.1.1 Extend and connect the trail and sidewalk network to increase connectivity between parks, schools, and neighborhoods. Extending and connecting Brownsville's trail and sidewalk network is fundamental to building a culture of everyday movement and improving overall community health. While many residents depend on vehicles for even short trips, others already walk or bike out of necessity due to limited access to transportation options. A continuous, safe, and comfortable system of trails and sidewalks ensures that active travel is not only encouraged but also supported equitably for those who rely on it most. By linking parks, schools, neighborhoods, and community destinations, the expanded network will create more opportunities for recreation, social connection, and daily exercise. Strengthening these connections will support a healthier, more connected city – where movement is second nature, wellness is built into the landscape, and every journey contributes to a stronger community. Recommendation: Coordinate with citywide sidewalk, trail, and mobility planning to strengthen safe, equitable, and convenient connections between parks and community destinations. Action Items: ✔ Align park access improvements with the Brownsville Sidewalk and Trails Master Plan and other active transportation initiatives to ensure cohesive development and consistent design standards. ✔ Use the Sidewalk and Trail Master Plan's Recreational Trails Level of Service Analysis to identify and prioritize

underserved neighborhoods for new trails, sidewalks, and bike lanes that link residents directly to nearby parks.

✔ Develop a citywide off-street trail system that creates intersecting routes between neighborhoods, parks,

schools, and major community hubs, providing both recreational and functional travel options.

✔ Strengthen the "last mile" between parks, transit stops, and destinations by improving sidewalks, crossings,

and signage. Coordinate transit routes and schedules to foster seamless park access.

✔ Establish inspection and maintenance protocols to sustain trail and sidewalk usability, and set measurable

5-10 year benchmarks to track progress and guide future expansion.

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Stakeholder Spotlight!

During focus group discussions with UTRGV stakeholders, the university emphasized two key needs: students lack safe routes to nearby trails, and stronger connections to downtown would enrich the “Brownsville student experience” by linking students more closely to the city’s culture and community life. This feedback directly informed the plan’s recommendations. In response, the Master Plan proposes strengthening the “last mile” between parks, transit stops, and key destinations by improving sidewalks, crossings, and signage. It also recommends coordinating transit routes and schedules to foster seamless park access, and aligning these efforts with citywide sidewalk, trail, and mobility planning to ensure safe, equitable, and convenient connections between parks and community destinations.

LEGEND Brownsville City Limits Brownsville ETJ Water bodies School Sites Parks & Open Space PARD Owned Other, Non-PARD Trail Network Existing Bike Lane Proposed Bike Lane Existing Trail Proposed Trail Proposed Shared-Use Path "Last Mile" Trail Connections Major Trails 1

Historic Battlefield Trail

Southmost Nature Trail

Recommendation: Establish design standards and best practices for trails, sidewalks, and bike lanes to ensure all infrastructure is safe, accessible, and usable. Action Items: ✔ Apply ADA and Universal Design guidelines to all new and renovated pathways as the baseline standard for accessibility. ✔ Incorporate safety features and traffic calming elements into the design standards to create a secure and

navigable environment.

Best Practice Bicycle Lane Protection & Buffering Techniques

✔ Coordinate with the City's Unified Development Code (UDC) to ensure park and trail design standards align

with existing street, sidewalk, and mobility requirements.

✔ Periodically review and update trail and sidewalk design standards to reflect evolving best practices,

materials, and technologies.

Recommendation: Design pedestrian and bicycle routes for safety and connectivity following the foundation set by the Brownsville Sidewalk and Trails Master Plan. Action Items: ✔ Prioritize safety and connectivity improvements in high-need neighborhoods. Use the collision data in the Sidewalk and Trails Master Plan to target routes with the greatest risks and gaps in access to parks and key destinations.

Curbs and Plantings

✔ Enhance intersection and crossing safety for pedestrians and cyclists using the Trails Crossing Analysis in

the Sidewalk and Trails Master Plan, adding safety features such as curb ramps, crosswalks, signals, and protected bike lanes.

✔ Target sidewalk improvements along priority corridors identified in the Sidewalk and Trails Master Plan, with

emphasis on major routes that connect residents to parks.

✔ Enhance safety and comfort along the Belden, Historic Battlefield, Paseo de la Resaca, Southmost, and Monte

Bella Trails as outlined in the Sidewalk and Trails Master Plan's recommendations.

✔ Develop trailheads and park access points that strengthen connectivity between parks and trail networks,

using the Sidewalk and Trails Master Plan for guidance on trailhead design.

✔ Improve wayfinding and signage by developing maps, directional signage, and mile markers throughout the

city to guide residents and visitors to parks and key destinations.

✔ Incorporate shade, respite, and refuge features along trail and sidewalks. Reference gateway and amenity

designs from the Sidewalk and Trails Master Plan for additional design guidance.

Artistic Bicycle Protection Source: https://urbanmilwaukee.com/2019/03/27/ transportation-building-a-better-protected-bikelane/

Green Painted Bicycle Lane with Bollards 125

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Case Study

Combating Urban Heat with Trees in Louisville, KY Louisville, Kentucky, ranks the fourth hottest U.S. city, facing significant challenges from the Urban Heat Island effect, which increases energy demand, worsens air quality, and threatens public health. To address this, the city is using trees as a costeffective, long-term solution. An Urban Tree Canopy assessment covering Jefferson County identified approximately 12% of the city (31,000 acres) as heatstressed “hot spots,” primarily in the urban core and areas dominated by impervious surfaces. Tree canopy in these areas was just 8%, while impervious and bare soil covered 66%. Using this data, Louisville developed a prioritized tree planting plan to maximize cooling. The city aims for 45% canopy coverage, with street-level cooling of 5–15°F already recorded around existing trees. The urban forest also saves an estimated 67 million kilowatt hours of energy annually, reducing emissions and lowering costs for residents. Strategic tree planting in heat-stressed areas is helping Louisville create a healthier, more resilient urban environment.

Recommendation: Monitor the implementation of the Sidewalks and Trails Master Plan to ensure projects and improvements align with the goals of the Parks, Health, and Recreation (PHR) Master Plan. Action Items: ✔ Evaluate connectivity improvements by mapping completed projects to measure how well neighborhoods, parks, schools, and other destinations are linked. Identify gaps or areas where connections remain incomplete or suboptimal, and use this analysis to prioritize future projects, plan new infrastructure, or implement design improvements. ✔ Gather user feedback and usage data at regular intervals using surveys,

pedestrian/bicycle counts, and observational studies to assess safety, accessibility, and usability.

✔ Analyze alignment with the PHR Master Plan by regularly reviewing

completed and ongoing mobility projects to ensure they continue to support the Plan's goals.

✔ Adjust future project priorities based on monitoring and evaluation results,

ensuring that upcoming sidewalk, trail, and bike lane projects address gaps, improve connectivity, and better serve residents' needs.

Recommendation: Enhance the usability and appeal of active transportation routes by providing supportive amenities. Action Items: ✔ Install pathway lighting along active transportation routes to improve safety, visibility, and comfort for users during morning and evening hours. ✔ Improve navigation and safety by implementing consistent wayfinding and

regulatory signage along trails, sidewalks, and park access points (Reference Strategy 2.3.1 for design guidance on signage).

✔ Enhance user comfort and health by installing water stations and restrooms

in high-use areas along trails and sidewalks to support longer visits and active travel.

✔ Provide shade along trails, sidewalks, and park connections to protect users Source: Davey Tree Expert Company

from heat and encourage greater pedestrian use.

✔ Promote walking and biking by installing bike racks and seating at park

entrances, trailheads, and along key active transportation routes to support convenient, comfortable access for users.

✔ Improve the visual quality of pathways by incorporating landscaping and

design treatments that enhance aesthetics.

✔ Prioritize amenity placement in high-traffic and underserved areas.

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Cross-Over Strategy

Reference 1.1.2, 1.5.2, 2.1.2, 2.2.2, 5.3.3

Priority Strategy

Strategy 1.1.2 Prioritize strategic parkland acquisition and development to close acreage gaps, ensure equitable access across neighborhoods, and meet the community's longterm recreation needs. Prioritizing strategic parkland acquisition and development is essential to ensuring that every resident has access to safe, engaging, and high-quality places to be active. As the city grows and neighborhoods evolve, intentional investment in new parks and recreation spaces will be key to closing service gaps, meeting future demand, and creating a balanced system that serves both established and emerging communities. Expanding opportunities for active recreation through parkland acquisition provides residents with more ways to move. By aligning parkland acquisition with areas of greatest need, Brownsville can create a lasting foundation for health equity and community vitality, ensuring opportunities for movement and wellness are never limited by geography or circumstance. Recommendation: Establish a targeted parkland acquisition program that uses data, mapping, and partnerships to strategically expand the park system and ensure equitable access for all residents. Action Items: ✔ Use the parkland acreage gap analysis in Chapter 3 and the parkland acquisition map to identify and prioritize properties that close service area gaps, particularly in underserved neighborhoods. ✔ Develop an acquisition priority framework that ranks sites based on criteria such as population density,

walkable access, environmental value, and opportunity for multi-use development.

✔ Pursue diverse acquisition methods including land purchases, dedications through subdivision or

development review, land swaps, long-term leases, and conservation easements to increase flexibility and cost-effectiveness.

✔ Coordinate with other City departments and partner agencies to align parkland acquisition with flood

mitigation, utility corridors, and school sites that can serve dual purposes.

✔ Engage willing landowners and community organizations to explore donation, joint-use, or stewardship

opportunities for properties identified as high priorities.

Brownsville Park Acquisition Figure 4.1 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Parks & Open Space PARD Owned Other, Non-PARD Potential Park Sites Vacant/underutilized city-owned parcels Vacant/underutilized county-owned parcels Vacant/underutilized state-owned parcels Public school property County Irrigation or Drainage District land Brownfields

✔ Leverage funding sources such as parkland dedication fees, state grants, bond programs, and public-private

partnerships to implement the acquisition plan.

✔ Regularly review and update the acquisition map and priorities based on new development trends, population

growth, and changing community needs.

Key Map

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Brownsville Park Acquisition

Recommendation: Use facility gap analyses, mapping, and community input to guide the equitable expansion of recreation facilities, ensuring a diverse mix of active amenities that support both organized and casual play. Action Items: ✔ Use the findings from the facilities gap analysis in Chapter 3 to prioritize the development of new outdoor and indoor recreational facilities. ✔ Reference the park and facility maps in Chapter 5 to assess the spatial distribution of existing facilities,

ensuring new development improves equitable access to recreation facilities across neighborhoods.

✔ Incorporate community engagement findings in Chapter 2 to match preferred facility types to available

Resource Highlight

NRPA's Active Parks! Implementation Guide: Increasing Physical Activity Through Parks, Trails, and Greenways

locations, creating a balanced mix of recreation opportunities across the system.

✔ Prioritize investments in high-need neighborhoods by referencing vulnerability assessments in Chapter 3 to

focus facility development where health and socioeconomic disparities are greatest.

✔ Identify new sites for active recreation facilities using existing parkland, vacant parcels, and the

recommendations in Appendix C to expand access in high-demand areas.

✔ Provide diverse and adaptable recreation spaces that accommodate a range of activities and user groups,

maximizing facility use and community benefit.

✔ Integrate new and existing facilities with trails, sidewalks, and amenities to create a connected network that

supports active transportation and community use.

✔ Sustain facility quality and safety through regular inspections, maintenance, and surface improvements

that ensure long-term usability and appeal. Use the Park Assessment Tool in Appendix D to guide facility evaluations.

Recommendation: Implement a phased investment strategy that aligns new parkland acquisition and park development with population growth, available funding, and long-term needs. Action Items: ✔ Use population trends and growth projections to identify areas where new parks and open spaces will be most needed in the short, medium, and long term. ✔ Prioritize parkland investments based on equity, access, and impact by considering high-need

neighborhoods, existing acreage gaps, and community preferences to increase benefits across the city. Reference community engagement data in Chapter 2 and the needs assessment in Chapter 3 to guide prioritization.

✔ Align park acquisition and development projects with available funding by phasing implementation according

The Active Parks! Implementation Guide helps park and recreation professionals and public health partners increase community physical activity through thoughtful park, trail, and greenway design. The guide translates national public health recommendations into actionable strategies for local agencies. It outlines how combining infrastructure improvements with additional activities such as community programming, outreach campaigns, and access improvements leads to higher levels of physical activity and park use. The guide also highlights approaches for advancing health equity, emphasizing the importance of engaging populations historically excluded from park benefits.

to budget cycles, grant opportunities, and partnership resources to ensure financial feasibility.

✔ Incorporate long-term maintenance and operations planning into each phase by estimating lifecycle costs,

staffing needs, and sustainable design practices that preserve park quality over time.

✔ Regularly evaluate and update the phased investment strategy to reflect new population data, development

patterns, and community priorities, ensuring the approach remains responsive and effective.

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Source: NRPA, "Active Parks! Implementation Guide: Increasing Physical Activity Through Parks, Trails and Greenways"

Priority Strategy

Did you Know?

Children today experience record levels of obesity and preventable diseases like hypertension and Type II Diabetes, caused in part by a decrease in physical activity and increase in processed food consumption. Using parks programming to help children move more and eat healthily can help children fight these diseases and live longer.

Strategy 1.1.3 Expand fitness-promoting facilities and active recreation amenities to encourage physical activity for all ages and abilities. Creating spaces that make daily movement easy, enjoyable, and inclusive is essential to fostering a healthier Brownsville. Fitness-promoting facilities encourage residents of all ages and abilities to stay active close to home. By integrating these features throughout parks, trails, and community spaces, the City can transform routine visits into opportunities for wellness, movement, and social connection. Intentional placement of fitness amenities in underserved neighborhoods supports health equity, while inclusive design ensures everyone can participate safely and comfortably. Expanding access to active recreation through well-designed, communityoriented spaces strengthens both physical well-being and civic pride, helping Brownsville move together toward a more active and connected future. Recommendation: Provide outdoor fitness and multi-generational exercise opportunities through strategically placed exercise stations and activity zones that support residents in maintaining regular physical activity. Action Items: ✔ Identify strategic sites for outdoor fitness stations by evaluating park locations, neighborhood needs, and gaps in access to recreational facilities to increase use and benefit for all residents. ✔ Select equipment and activities for a wide range of ages and abilities by incorporating a mix of cardio,

strength, flexibility, and balance stations.

Source: NRPA, "How Parks Create Healthier Communities: An Overview of NRPA’s Miami Innovation Lab"

✔ Integrate outdoor fitness into the park system by locating stations along trails, near playgrounds, or adjacent

to sports fields to encourage multi-use and intergenerational activity.

✔ Prioritize equitable access by targeting high-need neighborhoods and ensuring residents across the city have

opportunities for outdoor exercise.

✔ Ensure fitness stations are comfortable and functional by including shade structures or trees, seating, and

amenities such as water fountains nearby.

✔ Activate outdoor fitness areas through structured classes, community programs, and small events that

encourage residents to engage regularly with the equipment.

✔ Maintain fitness stations and exercise equipment through routine inspections, timely repairs, and upkeep of

surfacing and the surrounding area to ensure safety and long-term usability.

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Recommendation: Provide inclusive active play spaces such as universally accessible playgrounds and multi-use play areas that encourage physical activity for children of diverse interests and abilities. Action Items: ✔ Identify park sites for inclusive play by reviewing existing facilities, vacant land, and high-demand neighborhoods. Prioritize equitable distribution by targeting high-need neighborhoods, working toward providing inclusive playgrounds in every neighborhood over time. ✔ Incorporate universal design principles into playgrounds to accommodate children of diverse ages, abilities, and interests. Include features such as wheelchair accessible

ramps and surfaces, sensory-rich play panels, adaptive swings, balance and climbing elements, and spaces for social interaction and imaginative play.

✔ Provide a variety of play experiences by integrating traditional playground equipment, multi-use play zones, and creative non-traditional features such as climbing structures,

balance challenges, and interactive elements.

✔ Connect inclusive play areas with trails and amenities by designing safe, accessible pathways, clearly marked routes, and wayfinding signage that ensure children and

caregivers can reach play spaces easily and comfortably.

✔ Enhance the visual appeal of inclusive play areas through landscaping, color schemes, interactive elements, and thoughtful integration with surrounding park features to

create inviting and engaging spaces.

✔ Maintain inclusive play areas through regular inspections, timely repairs, surfacing upkeep, and cleaning to ensure safety, accessibility, and long-term usability.

Recommendation: Enhance and expand sports fields and courts to support organized and casual recreation for all ages and skill levels. Action Items: ✔ Upgrade existing fields and courts to improve safety, lighting, and accessibility while maximizing year-round usability. ✔ Provide a balanced mix of facilities to reflect community demand and diverse interests. Use the community engagement data in Chapter 2, facility gap analysis in Chapter 3,

and facility maps in Chapter 5 to decide what types of facilities are needed and where they should be located.

✔ Integrate sports areas with surrounding amenities such as shade, seating, restrooms, and trails to create comfortable, connected recreation environments. ✔ Prioritize equitable distribution of new fields and courts using the needs assessment in Chapter 3 and the facility maps in Chapter 5. ✔ Coordinate with schools and community organizations to explore shared-use agreements that expand access without duplicating facilities.

Recommendation: Encourage everyday movement through small-scale, distributed fitness features. Action Items: ✔ Integrate small-scale fitness elements such as walking loops, distance markers, balance stations, or step features to promote daily movement. ✔ Incorporate active design principles into park upgrades, encouraging physical activity through features like wide sidewalks, stairs, and short walking circuits. ✔ Prioritize high-visibility, high-use locations near schools, community centers, and transit stops to maximize accessibility and encourage short, frequent bouts of physical

activity.

✔ Pair micro-fitness features with amenities such as benches, shade, and water stations to enhance comfort and support use by people of all ages and abilities. ✔ Collaborate with local health partners and community organizations to promote walking challenges, step-count initiatives, or seasonal "Move Brownsville" campaigns that

activate these spaces (Reference Strategy 1.2.5 for additional guidance on partnerships).

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Best Practice Principles of Inclusive Playground Design

Warner Park in Chattanooga, TN Source: Play & Play Structures

Lon C. Hill Park in Harlingen, TX Source: Miracle Recreation

Buskirk Playground in Bloomington, IN Source: Miracle Recreation

1. Equitable Use

Play environments should provide equal or equivalent ways to participate. For example, offering multiple routes to a slide such as a hillside path, rope ladder, or ramp.

2. Flexibility in Use

Inclusive spaces should support a variety of abilities and preferences by allowing different ways to engage, such as musical instruments usable from seated, standing, or rolling positions.

3. Simple and Intuitive Use

Features should be straightforward and easy to understand, removing unnecessary complexity and using clear cues like handrails or transfer steps to guide participation.

4. Perceptible Information

Play elements should convey information through multiple senses, visual, tactile, and auditory, with clear contrast and color to indicate activity levels or intensity.

5. Tolerance for Error

Designs should reduce hazards and unintended consequences while still allowing safe risk-taking through thoughtful layout and built-in fail-safes.

6. Low Physical Effort

Play areas should enable comfortable, low-fatigue use by including access routes with varying difficulty and at least one easy path to key features.

7. Size and Space for Approach and Use

Layouts should ensure clear sightlines, comfortable reach, and adequate room for mobility devices near interactive features like water or music play. Source: NRPA, "Principles of Inclusive Playground Design"

Cross-Over Strategy

Reference 1.1.4, 1.2.3, 2.1.4

Priority Strategy

Strategy 1.1.4 Offer diverse, inclusive, and intergenerational programs that support active lifestyles, cultural enrichment, and community connection for residents. Offering diverse, inclusive, and intergenerational programs ensures that every resident can find meaningful ways to stay active, connect with others, and improve their overall well-being. A varied mix of programs – designed for different ages, abilities, interests, and comfort levels – helps remove barriers to participation and makes healthy living accessible to the broader community. When people see themselves reflected in the opportunities offered, engagement grows stronger, and parks become places of belonging and vitality. Recommendation: Expand the range of program formats and topics that appeal to different interests and lifestyles. Action Items: ✔ Introduce diverse program categories using community engagement findings in Chapter 2 to identify citywide preferences and Chapter 5 to identify district-specific preferences on programming. ✔ Strengthen and maintain a balanced mix of program categories including fitness and wellness, cultural and arts, environmental education, intergenerational activities, and

volunteer opportunities to ensure a wide range of engagement options.

✔ Develop health education and nutrition programs such as community gardening, cooking demonstrations, wellness workshops, and preventive care education to address

community health challenges and promote long-term well-being.

✔ Offer life skills and capacity-building programs like gardening, financial literacy, vocational workshops, and youth leadership initiatives to strengthen personal development

and community resilience.

✔ Pilot new programs on a trail basis to test demand before scaling citywide.

Recommendation: Design programs for a wide range of age groups and life stages, from children and teens to adults and seniors, to accommodate agespecific needs and encourage intergenerational connection. Action Items: ✔ Create youth-focused programs such as after-school activities, teen sports leagues, and leaderships workshops that give younger residents opportunities to engage safely and meaningfully in parks. ✔ Offer adult-centered programs including group fitness classes, cultural workshops, and continuing education opportunities to encourage consistent participation and skill-

building.

✔ Develop senior-friendly activities like walking clubs, gardening groups, and low-impact exercise classes to support healthy aging and social connection. ✔ Introduce intergenerational initiatives such as mentorship programs, family game nights, or gardening partnerships that intentionally bring different age groups together.

Recommendation: Ensure programs accommodate different activity levels and abilities, offering low-intensity to high-intensity options and accessible formats. Action Items: ✔ Develop tiered program options (e.g., beginner, intermediate, advanced) for fitness, recreation, and wellness activities so residents can participate at their own comfort and ability level. ✔ Offer adaptive and inclusive programs such as wheelchair-accessible fitness classes, sensory-friendly activities, and modified recreation formats to ensure people of all

abilities can engage fully.

✔ Provide flexible participation formats such as drop-in classes, virtual sessions, and small group activities to make programs for accessible to varying schedules and social

preferences.

✔ Train staff and instructors in inclusive practices, adaptive recreation techniques, and universal design principles to create a welcoming environment for participants with

different needs.

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Recommendation: Continuously adapt offerings to evolving community needs and interests. Action Items: ✔ Collect ongoing feedback through surveys, focus groups, and informal conversations to understand changing community interests and priorities. ✔ Track program participation and attendance trends to identify which offerings are most popular, underutilized, or need modification. ✔ Adjust program schedules, formats, and content based on data and feedback to maintain relevance and engagement. ✔ Report and review findings regularly with staff and partners to inform future planning and ensure programs reflect community needs.

Priority Strategy

Strategy 1.1.5 Incorporate flexible open spaces and seasonal amenities that support a wide range of active uses. Incorporating flexible open spaces and seasonal amenities allows Brownsville's parks to evolve with the community's changing needs and rhythms of daily life. Adaptable areas that are designed for both casual recreation and organized activities invite continuous use, making movement and play a natural part of every season. In neighborhoods with limited recreation options, these multipurpose spaces expand access to active living close to home. Seasonal features such as pop-up play zones, temporary sports courts, and the City's Mobile Recreation Unit help keep parks dynamic, responsive, and engaging year-round. By embracing flexibility, Brownsville can maximize the value of every acre, promote active lifestyles for all ages, and ensure its parks are utilized no matter the time of year. Recommendation: Prioritize equitable distribution of adaptable spaces, prioritizing underserved neighborhoods, to expand access to regular recreation opportunities. Action Items: ✔ Map neighborhood park and open space using the analyses in Chapter 3 and Chapter 5 to identify areas with limited access to multipurpose recreation spaces. ✔ Target high-need neighborhoods for new flexible park spaces to ensure equitable access to daily recreation opportunities for all residents. ✔ Consider socioeconomic and health data in Chapter 3 to prioritize locations that serve children, seniors, and populations with higher physical activity needs. ✔ Coordinate with land use and planning teams to identify underused parcels or public spaces that could be converted into adaptable recreation areas. ✔ Monitor equity outcomes over time by tracking usage patterns, program participation, and community feedback to ensure interventions continue to serve those most in

need.

Recommendation: Develop adaptable and multipurpose open spaces that can transition between daily recreation, informal play, and community events, incorporating seasonal and temporary amenities to keep parks dynamic, inclusive, and responsive throughout the year. Action Items: ✔ Design flexible layouts using open lawns, plazas, and modular infrastructure that can accommodate casual recreation, sports, and community gatherings without major modifications. ✔ Incorporate adaptable infrastructure such as movable seating, temporary fencing, pop-up courts, and modular surfaces to allow easy reconfiguration for different activities

and events.

✔ Plan for seasonal and temporary features including mobile recreation units, temporary event infrastructure, or rotating installations to activate spaces throughout the year

and respond to community interests.

✔ Coordinate placement of seasonal features within existing park layouts to ensure safe circulation, accessibility, and minimal disruption to regular park use. ✔ Ensure accessibility and inclusivity by incorporating ADA-compliant routes, universal design principles, and age-appropriate amenities so residents can comfortably use

these spaces.

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1.2 Community Life Foster welcoming parks and gathering spaces that celebrate culture, build social connections, and empower residents to actively participate in shaping community experiences. Priority Strategy

Strategy 1.2.1 Expand gathering spaces that foster social interaction and community pride. Expanding gathering spaces within parks strengthens the social fabric that supports community health and well-being. Pavilions, picnic areas, plazas, and open lawns become natural hubs for connection – places where neighbors meet, friendships form, and traditions take root. These shared spaces invite both spontaneous interaction and organized celebration, nurturing a sense of belonging that extends beyond the park itself. By creating more welcoming and inclusive places to gather, Brownsville can transform its parks into everyday destinations for connection and pride. In doing so, the City fosters stronger community bonds, encourages active participation, and reinforces the role of parks as essential infrastructure for social and emotional well-being. Recommendation: Expand the quantity and variety of gathering spaces throughout the park system. Action Items: ✔ Identify park sites with potential for new gathering spaces by reviewing existing park layouts, available open areas, and vacant parcels for underutilized space. ✔ Develop a diverse mix of gathering areas including pavilions, picnic areas, plazas, open lawns, and flexible-use spaces to accommodate small groups, large events, and

casual socialization.

✔ Integrate gathering spaces with park amenities such as playgrounds, trails, and sports courts to encourage multi-activity visits and increase overall park use. ✔ Incorporate flexible design features that allow spaces to adapt to seasonal or temporary uses, community events, or evolving neighborhood needs (Reference Strategy 1.1.5

for additional guidance on flexible design).

Recommendation: Promote equitable distribution of gathering spaces across neighborhoods. Action Items: ✔ Identify gaps in access by referencing the Accessibility Analysis in Chapter 3, considering additional factors such as population density, parkland distribution, and neighborhood demographics. ✔ Target high-need neighborhoods using the analyses in Chapter 3 on vulnerable populations, socioeconomic factors, and limited access to public spaces to prioritize new

gathering space development.

✔ Leverage underutilized parkland or public spaces by assessing available sites for suitability, identifying needed improvements, and implementing new gathering features

such as pavilions, plazas, or open lawns to activate these areas.

✔ Balance distribution across the city to ensure all residents have nearby, safe, and inviting spaces for social interaction and community activities. ✔ Monitor and evaluate equity over time by tracking new installations, usage patterns, and community feedback to adjust future planning and investment (Reference Strategy

5.2.2 for guidance on information systems and data-tracking).

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Did you Know?

Recommendation: Enhance and integrate gathering spaces to create comfortable, connected, and visually appealing areas that foster social interaction, community pride, and year-round activity. Action Items: ✔ Enhance park comfort and usability with amenities such as trees, shade structures, seating, drinking fountains, and restrooms to support longer visits and diverse user needs. ✔ Incorporate visually engaging features including landscaping, art, lighting, and water elements to create

inviting and memorable gathering spaces.

✔ Ensure safety, visibility, and long-term usability through adequate lighting, clear wayfinding, regular

maintenance, and open sightlines (Reference Strategy 1.5.3). Design gathering areas with subtle separation between active and passive zones to promote comfort while maintaining visual and physical connections to nearby amenities.

✔ Integrate gathering spaces with surround park features by co-locating them near playgrounds, trails, courts,

and fitness areas to encourage both movement and social interaction.

✔ Design for connectivity and flexibility by aligning pathways, views, and circulation routes so gathering areas

feel accessible and can support a range of activities from casual recreation to community events.

✔ Coordinate with seasonal and temporary features to keep gathering spaces active and engaging throughout

the year.

Cross-Over Strategy

A study assessed how park characteristics and demographic factors relate to park use in diverse Southern California parks from 2006–2008. The study examined different factors such as park size, number of programs and organized activities, safety perceptions, population density and poverty. Results showed that park size and the number of organized activities were the strongest predictors of park use. These findings suggest that hosting events, sports competitions, and other attractions is more influential in encouraging park use and community physical activity than perceived safety. Source: Cohen DA, Marsh T, Williamson S, et al. (2010). “Parks and Physical Activity: Why Are Some Parks Used More Than Others?” Preventive Medicine, 50(sp1):S9-S12.

Reference 1.2.2, 1.5.1, 2.4.4

Priority Strategy

Strategy 1.2.2 Activate parks through community events and programming that bring people together. Activating parks through community events and programming brings people into parks and strengthens their connection to these shared spaces. Concerts, movie nights, farmers markets, and neighborhood celebrations transform parks into lively destinations that attract residents of all ages and backgrounds. These experiences give residents meaningful reasons to get outside, stay active, and engage with their community. By hosting events that reflect local interests and traditions, Brownsville can draw new visitors to the park system, celebrate community spirit, and build lasting habits of park use. Regular programming keeps parks vibrant year-round, helping residents build lasting connections and sustaining a culture of active, engaged community life. Recommendation: Plan a diverse range of community events to attract residents of all ages, backgrounds, and interests, ensuring parks serve as vibrant social hubs. Action Items: ✔ Develop an annual calendar of events that balances different types of programs - arts, culture, recreation, health, and education - to attract a wide demographic of residents. ✔ Incorporate flexible and scalable event formats such as small pop-up activities, neighborhood events,

medium-scale festivals, and large-scale citywide gatherings to accommodate varying crowd sizes and neighborhood contexts.

✔ Pilot new event concepts in select parks to test interest and refine programming before system-wide

implementation.

✔ Evaluate attendance and participation patterns after each event to inform future planning and ensure events

remain engaging and relevant for residents.

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Stakeholder Spotlight!

Recommendation: Incorporate cultural, arts, and local traditions into programming to reinforce community identity and foster pride among residents. Action Items: ✔ Reference local cultural assets such as museums, historic sites, and community organizations to inform event and program planning. ✔ Integrate arts and cultural elements into park events, including live

performances, visual art displays, and cultural demonstrations.

✔ Celebrate local traditions and heritage through seasonal festivals, holiday

events, and community-specific programs.

✔ Engage community leaders and cultural organizations to co-design

programming that reflects neighborhood identities and resident interests.

Recommendation: Leverage partnerships with local organizations, schools, and businesses to expand resources, promote events, and increase community engagement (Reference Strategy 1.2.5 for recommendations on how to identify and develop partnerships). Action Items: ✔ Collaborate with schools and universities to host outdoor classes, student art exhibits, performances, and sports events in parks. Encourage school clubs or service groups to adopt parks for seasonal events, volunteer days, or youthled programs that connect students to their community. ✔ Partner with local businesses to sponsor events, provide pop-up activities,

During stakeholder discussions with the UT School of Public Health, representatives highlighted their willingness to partner with Parks and Recreation to co-develop research, evaluation, outreach, and programs, collaborate on campaigns, and pursue joint funding opportunities. The School also offers trained “community scientists” and graduate students who can provide valuable support and public health expertise to the Parks and Recreation Department.

or offer vendor booths at festivals and movie nights. Explore creative collaborations - like fitness studios leading outdoor classes, restaurants hosting park picnics, or local artisans selling at weekend markets - to generate activity and support small business visibility.

✔ Engage cultural and nonprofit organizations to co-host performances,

heritage celebrations, environmental education programs, or community service projects that reflects Brownsville's identity and foster crosscommunity participation.

✔ Coordinate an annual or seasonal event calendar developed jointly with

partners to maintain year-round activation, balance programming across districts, and align activities with local holidays, school schedules, and community milestones.

✔ Promote visibility and shared ownership by featuring partners in park

These partnerships could include joint efforts like Dancing in the Park, family gatherings, neighborhood-based events, cooking classes, and diabetes prevention and intervention programs integrated with exercise, cooking, and health coaching.

signage, event promotions, and volunteer recognition to strengthen ongoing participation and civic pride.

Cross-Over Strategy

Did you Know?

Neighborhood parks contribute substantially to the facilitation of moderate to vigorous physical activity. This contribution may depend less on size and facilities than on “demand goods” – programming and activities – that draw users to a park. Source: Cohen DA, Marsh T, Williamson S, et al. (2010). “Parks and Physical Activity: Why Are Some Parks Used More Than Others?” Preventive Medicine, 50(sp1):S9-S12.

Reference 1.1.4, 1.2.3, 2.1.4

Priority Strategy

Strategy 1.2.3 Offer diverse, inclusive, and intergenerational programs that support active lifestyles, cultural enrichment, and community connection for residents. Offering diverse, inclusive, and intergenerational programs ensures that all residents can find meaningful ways to engage with parks and with one another. When programs reflect a variety of ages, abilities, and interests, they create opportunities for shared experiences that strengthen community bonds and foster a deeper sense of belonging. From fitness and wellness classes to volunteer opportunities, art programs, and hands-on activities, a wide range of programs provides something for everyone, encouraging residents to stay active and build supportive social networks that enhance both physical and mental health. By pursuing diversity in programming, Brownsville can cultivate parks that bring people together, support holistic well-being, and nurture and enduring culture of inclusion and connection. Cross-Over Strategy

Reference 1.2.4, 4.3.4

Priority Strategy

Strategy 1.2.4 Design welcoming and inclusive environments that celebrate culture and belonging. Designing welcoming and inclusive park environments fosters a sense of belonging that strengthens both individual and community well-being. When designed reflects local culture, it helps residents see their identities and histories represented in the landscape, deepening pride and connection to place. Equally important, accessible and inclusive features ensure that people of all ages and abilities can move comfortably, participate fully, and feel safe in their surroundings. Together, these elements create parks that not only celebrate Brownsville's character but also promote social connection, emotional health, and a shared sense of ownership in the city's public spaces. Recommendation: Integrate public art, cultural markers, and storytelling features into parks and trails to reflect Brownsville's heritage and foster community pride. Action Items: ✔ Install murals, sculptures, interpretive signage, and interactive art that celebrate Brownsville's history, culture, and diverse communities. ✔ Integrate historic markers and landmarks into parks where possible to strengthen cultural connections and

highlight community heritage.

✔ Incorporate bilingual storytelling elements to ensure accessibility and inclusivity for residents. ✔ Rotate or refresh cultural displays periodically to keep spaces dynamic and highlight different traditions over

time.

✔ Seek partnerships and grants to support the commissioning and maintenance of public art and cultural

installations.

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Recommendation: Incorporate gathering spaces that support cultural expression and social interaction in ways that feel welcoming to diverse groups. Action Items: ✔ Provide flexible layouts and multipurpose areas that can host a range of cultural activities from festivals and performances to informal gatherings (Reference Strategy 1.1.5). ✔ Include design elements that encourage interaction such as communal tables, shaded plazas, or

amphitheater-style seating that naturally bring people together.

✔ Integrate culturally relevant design features (materials, colors, motifs) that reflect the character and traditions

of the surrounding community.

Recommendation: Engage local artists, cultural groups, and residents in the design process to ensure spaces reflect authentic community identity. Action Items: ✔ Conduct community workshops and charrettes with local artists, cultural organizations, and residents to gather input on design elements, materials, and features that reflect community identity. ✔ Incorporate community feedback into final designs to ensure park features authentically represent local

culture and values.

✔ Establish artist-in-residence or community design programs to create murals, sculptures, and interactive

installations that celebrate local heritage.

✔ Collaborate with schools and youth groups to involve young residents in storytelling, artwork, or interpretive

features that reflect their perspectives and experiences.

✔ Document and evaluate community participation to inform future park projects and ensure ongoing

opportunities for engagement in design processes.

Recommendation: Prioritize safety, comfort, and accessibility in park design to create environments where all residents feel welcome and at ease. Action Items: ✔ Ensure parks are safe, clean, and welcoming for all users. ✔ Apply Crime Prevention Though Environmental Design (CPTED) principles across parks and facilities to

enhance safety.

✔ Strengthen routine operations, maintenance, and rapid response to address vandalism, litter, and

infrastructure issues.

✔ Ensure universal accessibility of parks, trails, and facilities to support residents of all abilities.

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Local Highlight Public Art Brings Brownsville’s Culture to Life Brownsville celebrates its unique culture through a public art initiative that transforms traffic control boxes at key intersections into vibrant canvases. Led by the Brownsville Beautification Committee, the project showcases the work of six local artists, highlighting the city’s creativity and bringing color and meaning to everyday streetscapes. The designs reflect Brownsville’s identity, from its food and wildlife to its history and cultural heritage. By turning functional infrastructure into works of art, the initiative enhances public spaces while engaging residents and visitors alike. As part of a broader effort to make Brownsville a more welcoming and visually appealing community, the traffic control box artwork exemplifies how creative placemaking can bring neighborhoods to life. Source: City of Brownsville

Cross-Over Strategy

Best Practice Saint Paul's City Artist Program Saint Paul's City Artist program has redefined the role of artists within the city government. Through a public-private partnership between Public Art Saint Paul and the City, artists are embedded in city departments to shape projects from the earliest stages of planning and design. Working alongside planners and engineers, they infuse creativity into the city's infrastructure. Most famously through the Sidewalk Poetry project, which stamps residentwritten poems into freshly poured sidewalks across Saint Paul. The program demonstrates how integrating artists into civic systems can transform everyday infrastructure into expressions of local identity, belonging, and pride. Source: Public Art St. Paul

Reference 1.2.5, 4.1.2

Priority Strategy

Strategy 1.2.5 Build partnerships with external organizations, institutions, and businesses to expand the reach and impact of the parks and recreation system. Building partnerships across schools, nonprofits, cultural organizations, and local businesses strengthens Brownsville's ability to create healthy, connected, and resilient communities. Collaboration broadens the reach of the park system, bringing new ideas, shared resources, and diverse programming that reflect the community's unique character and needs. Partnerships also allow the City to reach more residents, including populations who may not have been previously engaged. Through strong partnerships, parks become catalysts for collective impact, linking recreation with education, health, and local culture. These relationships expand opportunities for residents to engage, volunteer, and participate, ensuring that the benefits of parks extend beyond their boundaries and into every part of community life. Recommendation: Establish and maintain structured partnerships with external organizations to coordinate responsibilities, clarify expectations, and support collective collaboration. Action Items: ✔ Identify potential external partners aligned with parks and recreation goals including Brownsville's grade schools, universities, nonprofits, community organizations, cultural institutions, and businesses. ✔ Establish points of contact within each partner organization to build relationships and maintain ongoing

communication.

✔ Develop formal agreements, memorandums of understanding, or partnership protocols to clarify roles,

responsibilities, and shared objectives for each partnership or initiative.

✔ Create a tracking system or database to monitor active partnerships, partnership outcomes, and

opportunities for new collaborations.

Recommendation: Use established partnerships to deliver programs, expand facility access, and advance community initiatives that strengthen the overall impact of the parks and recreation system. Action Items: ✔ Develop joint program plans with external partners by aligning partner expertise with community needs regarding educational, recreational, health, and stewardship opportunities for residents. ✔ Leverage partner organizations to recruit and coordinate volunteers who can provide additional operational

capacity for programs, events, and facility support.

✔ Collaborate with community organizations to pilot innovative initiatives such as wellness challenges, outdoor

classrooms, environmental restoration projects, or pop-up cultural events that respond to resident needs and expand participation in parks and recreation.

✔ Engage external partners to enhance existing seasonal events by contributing programming, resources, or

sponsorship that increase participation and community impact.

✔ Collaborate with external partners to promote parks and recreation programs and events through their

communication networks, helping expand outreach to new audiences and underserved demographics.

✔ Evaluate partnership initiatives regularly to identify successes, lessons learned, and opportunities to expand

programs or scale effective approaches.

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Recommendation: Establish shared-use agreements with external organizations to expand public access to facilities, increase utilization, and enhance programming opportunities. Action Items: ✔ Identify facilities with potential for shared use such as gyms, fields, courts, classrooms, and auditoriums to broaden recreation and community programming. ✔ Collaborate with external partners to negotiate agreements that outline scheduling, responsibilities, and

maintenance expectations for shared facilities.

✔ Pilot shared-use agreements at select facilities to evaluate logistics, participation, and community benefits

before expanding it citywide.

✔ Develop clear communication processes with partners to coordinate scheduling, ensure efficient facility use,

and minimize conflicts.

✔ Monitor and evaluate shared-use partnerships regularly to assess utilization rates, program impact, and

opportunities for improvement.

Cross-Over Strategy

Reference 1.2.6, 1.5.4, 2.4.3, 5.6.3

Strategy 1.2.6 Encourage and support community-led programs that empower residents to take an active role in park activities and operations. Encouraging and supporting community-led programs empowers residents to take an active role in shaping, caring for, and celebrating their parks. Volunteer efforts, park committees, and stewardship initiatives cultivate pride and shared responsibility, transforming parks into expressions of community identity and collaboration. When residents directly participate in maintenance, programming, and improvement projects, they build stronger connections to both place and people. Community-led initiatives also help extend the City's capacity – reducing strain on staff resources while enhancing long-term stewardship and care. Recommendation: Develop structured volunteer and stewardship programs that invite residents to care for parks and trails. Action Items: ✔ Create a "Friends of Parks" or "Adopt-A-Park" program that organizes neighborhood-based stewardship groups to support maintenance, beautification, and programming. ✔ Host regular volunteer days for activities like cleanups, habitat restoration, planting, or playground upkeep. ✔ Provide recognition and incentives to support long-term volunteer commitment such as:

• Small perks like program passes, event tickets, or branded merchandise • Appreciation events or volunteer celebrations hosted by the City • Leadership opportunities such as volunteer captains or advisory committee membership • Service-hour documentation for students or professionals seeking volunteer credits ✔ Promote volunteer opportunities through schools, community centers, faith groups, and neighborhood

associations.

✔ Establish tiered volunteer roles (e.g., one-time, seasonal, long-term) with clear responsibilities to build a

sustainable volunteer pipeline.

✔ Develop partnerships with schools, universities, and workforce development programs to integrate

volunteerism into service-learning and job training.

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Local Highlight

Brownsville Residents Improving Grounds, Homes, and Tomorrow Brownsville’s Hands for a Beautiful Brownsville initiative brings residents, volunteers, and local partners together to keep neighborhoods clean, vibrant, and welcoming. Through coordinated litter cleanups, graffiti removal, beautification projects, and community-led improvements, the program strengthens civic pride while enhancing the city’s public spaces. By empowering residents to take part in ongoing stewardship efforts, the initiative helps create a cleaner, greener, and more connected Brownsville. Source: City of Brownsville

Recommendation: Encourage resident-led programming and activation of public spaces. Action Items: ✔ Support residents in organizing activities such as walking groups, community events, cultural celebrations, or pop-up classes in parks.

Case Study

✔ Establish a simple, accessible process for residents to propose and lead

Charlotte, NC Community Microgrant Program

✔ Provide micro-grants or resource kits with tables, signage, and supplies to

Charlotte’s Community Microgrant program empowers residents to take the lead in strengthening neighborhood connection, well-being, and problem-solving. Administered by the City of Charlotte, the program provides low-barrier grants ranging from $500 to $5,000 for short-term, resident-led projects that deliver lasting community impact. With no matching funds required, the program encourages creativity and accessibility – making it possible for individuals and small groups to bring ideas like fitness classes, walking groups, or neighborhood wellness events to life.

programs, with City staff providing guidance and logistical support. empower neighborhood groups to activate parks.

✔ Promote resident-led programs through city communication channels and

community networks to encourage broader participation (Reference Strategy 5.5.3 for communication and outreach methods).

Recommendation: Provide support and resources to help residents successfully lead and sustain community programs. Action Items: ✔ Offer workshops or training sessions to build resident capacity in event planning, volunteer coordination, and program delivery. ✔ Develop a resource toolkit with templates, guidelines, and best practices for

organizing community-led programs.

✔ Assign City staff or liaisons to advise and assist residents through the

planning and implementation process.

✔ Create a mentorship network that connects experienced community leaders

with new resident organizers.

Projects funded through the program focus on innovation and sustainability, community health and wellness, and neighborhood engagement and belonging. By supporting resident-driven initiatives that enhance health and strengthen local identity, Charlotte demonstrates how small investments in can build stronger, healthier communities. Source: Community Microgrants in Charlotte, North Carolina

1.3 Restorative Spaces Develop calming, nature-rich environments where residents can relax, reflect, and engage with experiences that enhance wellbeing and mental wellness. Strategy 1.3.1 Enhance access to nature and water features to promote mental wellbeing and relaxation. Enhancing access to nature and water features supports the mental and emotional well-being of Brownsville residents. Simply being around trees, gardens, or moving water can ease stress, improve mood, and help people feel more relaxed and focused. These natural elements offer peaceful settings where residents can slow down, reflect, and feel more connected to their surroundings. Integrating naturalistic features throughout parks transforms them into immersive environments where people can recharge and experience moments of calm amid busy surroundings. These experiences turn ordinary moments into opportunities for restoration and mental clarity. Recommendation: Prioritize site selection that maximizes exposure to natural elements when acquiring or redeveloping parkland.

Brownsville Recreational Resources Map Figure 4.2 LEGEND

Water bodies

Downtown Brownsville

School Sites Parks & Open Space PARD Owned

Supplemental Parks and Open Space 6

Resaca de la Palma State Park

Resaca de la Palma National Battlefield

Resaca del Rancho Viejo

La Esperanza Park Cascade Park

Other, Non-PARD Resacas 1

Action Items: ✔ Target locations that provide scenic views, quiet surroundings, or proximity to existing natural features to enhance restorative experiences.

Resaca de la Guerra

Town Resaca

Duckhead

✔ Conduct environmental and ecological assessments of potential sites to identify areas with high restorative

Horseshoe Lake Resaca

Madeira Development

Jagou Resaca

Las Palomas Wildlife Management Area

value. Partner with local environmental organizations and subject experts to complete these assessments.

✔ Coordinate with land acquisition and planning departments to prioritize parcels that strengthen connectivity

to existing green space, trails, and natural corridors.

✔ Evaluate redevelopment opportunities for underutilized or vacant city-owned properties that can be

transformed into nature-rich park spaces.

Recommendation: Connect City-owned parks to natural areas via trails to give residents more daily opportunities to engage with nature. Action Items: ✔ Identify and prioritize connections between parks, greenways, waterfronts, and nature preserves such as Resaca de la Palma State Park, Palo Alto Battlefield National Historic Park, Sabal Palm Sanctuary to create a cohesive network of natural spaces. ✔ Partner with local and regional conservation organizations, landowners, and public agencies to plan and

implement trail linkages that connect City parks to nearby natural and water-based areas. Coordinate on easements, habitat restoration, and shared maintenance to enhance access and ecological health.

✔ Develop multi-use trails and pathways that safely link neighborhoods and parks to natural areas, referencing

the Sidewalk and Trails Master Plan for alignment priorities, design standards, and accessibility guidelines.

✔ Incorporate wayfinding, interpretive, and educational signage along trails to enhance orientation, safety, and

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Brownsville South Padre Island International Airport

Brownsville City Limits

Brownsville Parks, Health, and Recreation Master Plan

Cultural Resources 13

Palo Alto Battlefield National Historic Park

University of Texas Rio Grande Valley

Brownsville Old City Cemetery

Texas Southmost College

UT Health Houston School of Public Health

Mitte Cultural District

Gladys Porter Zoo

Key Map

Brownsville Recreational Resources Map

Recommendation: Increase tree canopy, natural landscapes, and green corridors throughout parks to create immersive experiences that support mental restoration. Action Items: ✔ Partner with local horticultural societies, environmental nonprofits, and universities to guide plant selection, habitat restoration, and long-term maintenance. ✔ Plant native and climate-resilient plants to expand canopy coverage and enhance biodiversity (Reference

Strategy 3.1.1 for guidance on plant choices).

✔ Develop continuous green corridors and connected vegetated pathways within and between parks to create

immersive natural experiences.

✔ Incorporate layered landscaping with a mix of trees, shrubs, flowers, and grasses to create depth, seasonal

interest, and multi-sensory experiences.

✔ Regularly assess and maintain tree canopy and green spaces to ensure safety, health, and ongoing

restorative benefits.

Recommendation: Incorporate water features that offer aesthetic benefits and provide opportunities for passive recreation. Action Items: ✔ Identify opportunities for new water features in existing parks, focusing on areas that maximize visibility, accessibility, and safety.

Did you Know?

Spending time in parks and green spaces has been shown to boost mental well-being, helping to reduce stress, anxiety, and depression. Research increasingly confirms that when people are disconnected from nature, it can negatively affect their development, health, and quality of life, whereas regular contact with the natural environment supports stronger mental and emotional health. Source: Making the Case for Designing Active Cities, Active Living Research (Maller, 2008)

✔ Incorporate naturalistic water designs such as streams, wetlands, or ponds that support wildlife habitat and

ecological function.

✔ Integrate interactive water elements like splash pads to engage children and families while promoting mental

and physical well-being.

Did you Know?

✔ Partner with environmental organizations, engineers, and landscape architects to design water features that

support flood mitigation while remaining safe, sustainable, and resilient to changing climate conditions.

✔ Implement ongoing monitoring, maintenance, and water quality management to ensure safety, usability, and

ecological health over time.

Recommendation: Integrate flexible open spaces that accommodate both active and passive enjoyment of nature. Action Items: ✔ Identify underutilized or open areas within existing parks that can be transformed into multi-use spaces for recreation, relaxation, and social gatherings. ✔ Design open spaces with adaptable features such as movable seating, picnic areas, open lawns, and natural

buffers to support both active and passive uses (Reference Strategy 1.1.5 for more guidance on flexible design).

✔ Incorporate natural elements such as trees and landscaping to create comfort, visual interest, and restorative

qualities within open spaces.

✔ Connect open spaces to walking paths, trails, and park amenities to encourage circulation, accessibility, and

safe movement throughout the park.

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Adding water features – such as ponds, foundations, wetlands, or streams – can take these benefits even further. Research shows that "blue spaces" enhance relaxation, improve mood, and restore attention more effectively than built or green-only environments. Incorporating water into parks and landscapes can make public spaces even more powerful places for mental restoration and stress relief. Source: Zhang X, Zhang Y, Zhai J, Wu Y, Mao A. Waterscapes for Promoting Mental Health in the General Population. Int J Environ Res Public Health.

Case Study

Seattle Sensory Garden The Seattle Sensory Garden is designed for people of all ages and abilities to experience nature through their senses in therapeutic and enriching ways, offering opportunities to learn how individuals with different abilities perceive the world. The garden includes the Meadow Garden, featuring sensory elements such as a tactile log wall, rainmaker, log keyholes, and diverse plantings, and the Woodland Garden, which offers sensory plantings, resting places, tactile elements, and movement features that invite exploration and engagement. Source: Seattle Parks Foundation

Strategy 1.3.2 Create quiet zones and contemplative spaces for reflection and mindfulness. Quiet zones and contemplative spaces within parks offer residents meaningful opportunities to slow down and recharge. Secluded seating areas, shaded gardens, and tranquil landscapes provide gentle relief from the pace of daily life in ways that help lower stress and restore focus. Even brief exposure to calm, natural settings can ease tension and promote a sense of clarity and balance. By designing peaceful, low-stimulation areas alongside more active spaces, Brownsville can create a park system that supports both movement and rest. These restorative places help make emotional wellness and everyday part of the city's outdoor experience. Recommendation: Design and enhance quiet zones and contemplative spaces that integrate natural features, comfortable amenities, and thoughtful design to create calming, restorative environments for reflection and mindfulness. Action Items: ✔ Collaborate with local horticultural and environmental groups to guide design, planting, and maintenance of nature-based features. ✔ Expand the use of native plantings, shade trees, and small-scale water features to create immersive

restorative environments.

✔ Develop contemplative gardens with seasonal flowers, pollinator habitats, and sensory plantings to provide

beauty, biodiversity, and engagement.

✔ Use natural, durable, and sustainable materials for seating, paths, and shelters that blend with the landscape

(Reference Strategy 1.3.3 for more guidance).

✔ Provide shaded benches, swings, or hammocks in peaceful areas, and small pavilions or pergolas for

meditation, yoga, or quiet gatherings.

✔ Assess and buffer noise or visual distractions with berms, dense plantings, and vegetated walls to create a

sense of escape from urban life.

✔ Ensure accessibility and comfort for all users by incorporating ADA-compliant paths, smooth transitions, and

a mix of seating types (Reference Strategy 2.2.4).

Recommendation: Encourage wellness programs in contemplative spaces to expand their use and accessibility. Action Items: ✔ Partner with local wellness organizations, fitness instructors, and cultural groups to offer programs such as yoga, tai chi, meditation, and mindfulness workshops (Reference Strategy 1.2.5 for more guidance on partnerships). ✔ Develop a schedule of recurring classes and events that are accessible to diverse age groups, abilities, and

schedules.

✔ Incorporate flexible spaces and movable equipment to support various wellness activities. ✔ Provide easy-to-access registration, signage, and information about wellness programs online and on-site to

increase participation.

✔ Collect participant feedback and monitor usage to adjust programs, schedules, and offerings to meet

community needs.

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Strategy 1.3.3 Integrate natural materials, sensory landscapes, and artistic elements to create parks that inspire joy, relaxation, and connection with nature. Integrating natural materials, sensory landscapes, and artistic elements into parks deepens residents' connection to nature while fostering joy, relaxation, and community pride. Thoughtful use of native plantings, natural textures, and organic forms transforms everyday spaces into immersive environments that engage sight, smell, and touch. Multi-sensory gardens, shaded seating areas, and decorative landscaping provide beauty, shade, and comfort, softening the urban environment and offering moments of calm and discovery. Culturally inspired art and plantings celebrate Brownsville's identity and invite personal and collective expression. Together, these design choices create parks that are not only visually striking and sustainable, but also restorative, inclusive, and alive with the character of the community. Recommendation: Incorporate natural materials and organic design elements to strengthen sensory connections and enhance the park's visual and tactile character. Action Items: ✔ Audit existing park structures to replace or complement synthetic materials with natural, sustainable alternatives. ✔ Prioritize the use of durable, locally sourced, and environmentally responsible materials in all new park developments and renovations. ✔ Incorporate natural textures, organic forms, and materials such as wood, stone, and permeable pavements into seating, shelters, playgrounds, and pathways. ✔ Develop maintenance protocols for natural materials to ensure safety, durability, and longevity. ✔ Audit park entrances and key pathways to identify opportunities for visual enhancements, adding flowering borders, planters, and ornamental shrubs along high-traffic areas

to create an immediate aesthetic impact.

✔ Use durable, natural materials for decorative elements to ensure longevity and maintain a cohesive look.

Recommendation: Create multi-sensory and beautification gardens that engage sight, smell, and touch while fostering relaxation and discovery. Action Items: ✔ Identify suitable park areas for multi-sensory gardens, focusing on visibility, accessibility, and opportunities for engagement. ✔ Select plants with diverse color, fragrances, and textures to stimulate multiple senses. ✔ Develop planting palettes that prioritize native, fragrant, and textured species to enhance sensory experiences (Reference Strategy 3.1.1 for planting palette guidance). ✔ Plan annual and seasonal planting schedules to ensure continuous color, variety, and interest throughout the year. ✔ Coordinate with local nurseries, horticultural groups, and volunteers for planting, maintenance, and seasonal updates. ✔ Use decorative planters or movable displays to allow flexibility and experimentation with seasonal arrangements. ✔ Integrate small gathering areas with benches or seating surrounded by flowering plants for relaxation and social enjoyment. ✔ Regularly inspect and maintain decorative landscaping to preserve visual quality and safety.

Recommendation: Integrate artistic and culturally meaningful features to celebrate Brownsville's identity and deepen emotional and community connection to park spaces. (Reference Strategy 2.3.4 for additional guidance on art integration). Action Items: ✔ Collaborate with local artists, cultural organizations, and community members to design and install murals, sculptures, and themed gardens that reflect community heritage and creativity. ✔ Select complementary plantings that enhance artistic or cultural themes while remaining low-maintenance. ✔ Develop interpretive signage or digital guides to explain cultural significance and encourage engagement (Reference Strategy 2.3.1 for guidance on signage design). ✔ Maintain and update art and plantings over time to ensure ongoing relevance and vibrancy. Develop volunteer programs and partnerships for planting and maintenance

activities.

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Best Practice Incorporating natural materials into Brownsville’s parks strengthens the city’s connection to its native landscape, enhances sensory experiences, and reinforces a locally rooted design identity. This guidance outlines how to choose durable, sustainable materials suited to a subtropical climate, ensuring a cohesive, biophilic, and climate-appropriate aesthetic across the park system.

1. Wood and Timber Elements

4. Earth-Based and Permeable Materials

Applications: Seating, decking, boardwalks, shade structures, playground edges,

Applications: Paths, garden edges, gathering areas, rain gardens, and natural play

and decorative features.

Material Recommendations: Use native or regionally sourced hardwoods (oak,

mesquite, cypress), thermally modified or engineered timber for humidity resistance, and bamboo for lightweight accents.

Design and Maintenance Considerations: Use UV-resistant sealants or natural oils (e.g., linseed or tung oil) to prevent fading and mold growth.

2. Stone and Aggregates Applications: Path edging, retaining walls, seating elements, paving accents, and

entry features.

Material Recommendations: Favor locally quarried limestone or sandstone, with decomposed granite or crushed stone for permeable paths.

Design & Maintenance: Use permeable joints with subsurface drainage, choose lighter-colored stone to reduce heat, and maintain smooth, accessible transitions.

3. Metal and Natural Finishes Applications: Railings, shade structures, signage, art, and furnishings. Material Recommendations: Use weathering steel for expressive features, galvanized or powder-coated steel for humid environments, and bronze or aluminum for durable accents. Design & Maintenance: Use corrosion-resistant fasteners, ensure good water runoff, and pair metals with wood or stone for balanced aesthetics.

zones.

Material Recommendations: Use stabilized decomposed granite, permeable pavers, and occasional earthen or rammed-earth features.

Design & Maintenance: Integrate natural drainage slopes, avoid loose aggregate on ADA routes, and periodically regrade or replenish surfaces.

5. Plant-Based and Organic Features Applications: Living shade structures, sensory gardens, and natural play elements using logs, stumps, and boulders.

Material Recommendations: Use native hardwood logs, adaptive native vines, and regional grasses and perennials for texture and seasonal interest. Design & Maintenance: Use efficient irrigation systems, provide routine pruning and pest management, and combine planting areas with natural hardscape edges for cohesion.

Strategy 1.3.4 Promote creative expression and cultural enrichment through art, music, and programming. Promoting creative expression and cultural enrichment through art, music, and programming allows residents to connect, reflect, and find joy in shared experiences. Creative activities are known to reduce stress, lift mood, and support mental focus. Public art installations, musical performances, and hands-on workshops engage people emotionally, socially, and cognitively, providing opportunities for self-expression and connection. Integrating art and cultural expression into parks transforms them into spaces of both beauty and meaning, where creativity itself becomes restorative. These experiences invite residents to celebrate identity, explore new ideas, and nurture a sense of belonging and balance through the simple act of making and experiencing art.

Did you Know?

Recommendation: Incorporate permanent and temporary public art and performance spaces throughout parks to activate gathering areas, celebrate local culture, and inspire ongoing community engagement (Reference Strategy 2.3.3 for additional guidance). Action Items: ✔ Identify high-visibility and high-traffic locations for permanent and temporary art installations that draw visitors and create focal points within parks. ✔ Design and construct flexible performance spaces such as amphitheaters, stages, and open plazas that are

suitable for music, theater, and community events of varying scales.

✔ Plan a balanced mix of permanent artworks and rotating exhibits or pop-up performances to keep park

spaces dynamic, engaging, and relevant throughout the year.

✔ Engage and commission local artists and community members to create murals, sculptures, and interactive

installations that reflect Brownsville's identity and encourage hands-on participation.

✔ Develop partnerships with local arts organizations, schools, and cultural groups to curate, promote, and

program installations and performances.

✔ Promote art and performance events through coordinated marketing, social media, and community outreach

to broaden participation and awareness.

Recommendation: Develop flexible areas within parks for rotating exhibits, performances, and community-led creative activities. Action Items: ✔ Design open spaces with flexible layouts using open lawns, plazas, and modular elements that can accommodate various uses without major modifications (Reference Strategy 1.1.5 for more guidance on flexible design). ✔ Incorporate adaptable infrastructure such as movable seating, temporary fencing, and modular court surfaces

to allow rapid reconfiguration.

✔ Plan for accessibility and inclusivity by incorporating ADA-compliant paths and surfaces, age-appropriate

amenities, clear signage, and safe circulation patterns to ensure residents of all ages and abilities can use the space comfortably (Reference Strategy 2.2.4 for guidance on accessible spaces).

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Studies show that engaging in art and creative expression supports mental health by promoting emotional release, self-discovery, and social connection, helping people feel happier, more resilient, and more connected to their community. Source: Smith, Sharon. (2024). Relationship between Artistic Expression and Mental Wellbeing. International Journal of Humanity and Social Sciences.

Recommendation: Partner with local artists, cultural organizations, and schools to offer creative workshops, classes, and participatory art programs that celebrate community identity and activate park spaces for learning and expression. Action Items: ✔ Collaborate with local artists and educators to develop place-based art workshops, performances, and design projects that draw inspiration from Brownsville's parks, history, and natural environment (Reference Strategy 1.2.5 for guidance on developing partnerships). ✔ Host intergenerational art programs such as community mural painting, sculpture building, or cultural storytelling that bring residents of various ages together. ✔ Integrate participatory art into existing park events (e.g., festivals, markets, or volunteer days) to strengthen connections between recreation, culture, and community pride. ✔ Provide materials, workspaces, and logistical support within parks to facilitate hands-on creative learning led by local partners. ✔ Collect participant feedback and document outcomes to refine programming, track community impact, and recognize partner contributions. ✔ Promote opportunities through coordinated outreach to expand visibility and participation (Reference Strategy 5.5.3 for guidance on outreach methods).

Recommendation: Highlight culturally significant themes, local heritage, and community identity through artistic and musical installations. Action Items: ✔ Consult with local historians, cultural leaders, and community groups to identify meaningful themes, traditions, and stories to interpret through visual art, music, and design (Reference Strategy 1.2.5 for guidance on developing partnerships). ✔ Integrate cultural expression into park spaces through murals, sculptures, musical installations, or interactive exhibits that invite participation and connect visitors to local

heritage.

✔ Develop interpretive signage, digital guides, or QR codes to share stories, artist insights, and historical context that enrich the visitor experience and educational value

(Reference Strategy 2.3.1 for guidance on branding and visual identity).

✔ Host periodic cultural showcases and performances that highlight different communities, ensuring representation of Brownsville's evolving identity. ✔ Rotate or refresh installations over time to reflect new voices, themes, and creative expressions that continue to tell the city's story.

Cross-Over Strategy Reference 1.3.5, 1.4.4

Strategy 1.3.5 Incorporate wellness literacy into recreation and cultural programming. Incorporating wellness literacy into recreation and cultural programming empowers residents with tools to manage stress, strengthen resilience, and care for their mental health. Activities like guided meditation, tai chi, or mindfulness classes help participants develop practical skills for relaxation and focus – benefits shown to enhance mood, reduce anxiety, and improve overall well-being. By offering both passive and participatory opportunities, parks can serve as accessible entry points to healthy habits and self care. These programs turn outdoor spaces into support environments where residents can learn, practice, and sustain wellness together – building a stronger, healthier, and more balanced community. Recommendation: Expand wellness-focused programming across the park system to support physical, mental, and emotional health for residents. Action Items: ✔ Identify park spaces citywide for wellness programming, ensuring equitable distribution across districts and access for neighborhoods with limited recreation opportunities. ✔ Develop structured mindfulness and mental wellness programs such as meditation sessions, yoga classes, tai chi, and stress management workshops that promote

relaxation and emotional well-being.

✔ Partner with local health providers, fitness studios, and wellness organizations to offer evidence-based programs that address both active movement and restorative health. ✔ Create a consistent schedule of programs offered at different times and days to accommodate varying work, family, and lifestyle needs. ✔ Provide necessary materials and infrastructure such as shaded areas, mats, audio systems, or seating to support participant comfort and program success. ✔ Promote wellness programs through coordinated outreach including signage, social media, health campaigns, and partnerships with community centers and schools

(Reference Strategy 5.5.3 for guidance on outreach methods).

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Resource Highlight

NRPA's Health Impact Evaluation Framework The Health Impact Evaluation Framework by the National Recreation and Park Association (NRPA) equips park and recreation agencies with the tools to measure and communicate the health outcomes of their programs and initiatives. Recognizing that parks are vital to public health, this framework helps agencies collect, analyze, and share data that demonstrates how recreation, wellness programs, and community events contribute to improved wellbeing. Designed to connect professionals with existing evaluation methods, data sources, and communication tools, the framework strengthens the ability of park and recreation departments to showcase their impact to decision-makers, funders, and community partners.

Source: NRPA, "Health Impact Evaluation Framework"

Recommendation: Offer educational resources on mental wellness, including digital content, printed materials, and on-site workshops that promote healthy habits and coping strategies. Action Items: ✔ Develop a library of mental wellness resources including pamphlets, digital content, and interactive online tools that share practical coping strategies, relaxation techniques, and local support resources (Reference Strategy 2.3.1 for guidance on branding and visual identity). ✔ Host on-site workshops and guided activities led by local health professionals, counselors, or educators on

topics such as stress management, mindfulness, and holistic well-being.

✔ Provide signage or informational kiosks in parks highlighting mental wellness tips and techniques (Reference

2.3.1 for guidance on branding and visual identity).

✔ Collaborate with local mental health experts, schools, and community organizations to ensure information is

accurate, culturally relevant, and inclusive of Brownsville's population.

Recommendation: Design inclusive programs that address the diverse mental health needs of the community, including youth, older adults, and individuals with varying abilities or cultural backgrounds. Action Items: ✔ Assess community needs and demographics to guide program design, accessibility, and delivery methods. Reference Chapter 1 for citywide demographic data, Chapter 5 for district-specific demographic data, and Chapter 3 for community needs. ✔ Develop specialized sessions tailored to different age groups, abilities, and cultural backgrounds. Engage

subject-matter experts to co-create activities, identify barriers, and expand the department's reach (Reference Strategy 1.2.5 for additional guidance on partnerships).

✔ Ensure equitable access and participation by providing multilingual materials, adaptive equipment, and

accessible formats for participants with specialized needs.

✔ Collaborate with trusted community leaders and organizations to promote programs within underrepresented

populations, ensuring cultural relevance, and comfort in participation.

1.4 Wellness Literacy Incorporate health, nutrition, and wellness education into park programs and experiences, connecting residents to resources, knowledge, and activities that promote lifelong wellbeing. Strategy 1.4.1 Integrate health-focused signage and interpretation into parks. Integrating health-focused signage and interpretation into parks turns everyday experiences into opportunities for learning and inspiration. Simple messages about movement, nutrition, and the benefits of time spent in nature can gently encourage residents to make healthier choices and build lasting habits. When these cues are placed along trails, play areas, or gathering spaces, they make wellness feel approachable and part of daily life. This kind of ambient education – learning that happens naturally through exploration – helps residents connect knowledge to action. By making health visible in the landscape, Brownsville reinforces its parks as living classrooms where vitality, awareness, and community well-being grow together. Recommendation: Provide culturally relevant, bilingual health communication that reflects Brownsville's values, traditions, and lived experiences while promoting health, active lifestyles. Action Items: ✔ Develop bilingual signage and educational materials in English and Spanish that communicate key wellness messages, safety tips, and health reminders in clear, inclusive language (Reference Strategy 5.5.3 for additional guidance on outreach and communication methods). ✔ Design engaging, visually appealing campaigns using colors, imagery, and symbols familiar to Brownsville residents, making health information feel approachable, local, and

authentic (Reference Strategy 2.3.1 for guidance on branding and visual identity).

✔ Rotate and adapt messaging seasonally to highlight timely topics such as hydration and heat safety in summer, flu prevention in winter, or nature-based stress relief year-

round.

✔ Integrate health messaging into park events, programming, and digital media through pop-up education stations, QR-linked videos, or wellness challenges that reinforce

healthy behaviors in fun, interactive ways.

Recommendation: Integrate educational and sensory displays that illustrate the connection between nature and health, helping residents experience how Brownsville's natural environments support physical, mental, and emotional wellbeing. Action Items: ✔ Install interpretive panels and interactive displays along trails, in quiet areas, and near natural features that highlight how time outdoors supports stress reduction, focus, and physical health (Reference Strategy 2.3.1 for guidance on branding and visual identity). ✔ Use engaging visuals and bilingual infographics to show how natural systems contribute to mood, heart health, and immune function (Reference Strategy 2.3.1 for guidance

on branding and visual identity).

✔ Develop rotating or seasonal exhibits that connect environmental cycles such as bird migration, flowering seasons, or weather patters to human well-being. ✔ Collaborate with local educators, environmental groups, and health partners to design content that blends science, culture, and lived experience in a way that resonates with

Brownsville residents (Reference Strategy 1.2.5 for additional guidance on partnerships).

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Recommendation: Highlight nutrition and healthy eating through edible landscapes, interpretive gardens, and interactive programs that connect residents to food, culture, and wellness. Action Items: ✔ Design and install interpretive signage in community and demonstration gardens that explains the nutritional and medicinal benefits of fruits, vegetables, and herbs commonly used in local cuisine (Reference Strategy 2.3.1 for guidance on branding and visual identity). ✔ Include QR codes or printed guides with recipes, preparation tips, and nutrition information linked to garden

produce, emphasizing affordable, seasonal, and culturally relevant meal ideas.

✔ Create hands-on learning opportunities such as planting activities, harvesting workshops, cooking

demonstrations, or tasting events that engage residents of all ages in healthy eating practices.

✔ Rotate plantings seasonally to showcase a variety of produce, celebrate local growing traditions, and highlight

the importance of seasonal eating.

✔ Partner with local chefs, nutritionists, schools, and community organizations to lead interactive programs

that connect gardening with wellness, food access, and sustainable practices (Reference Strategy 1.2.5 for additional guidance on partnerships).

✔ Incorporate accessible garden infrastructure such as raised beds, shade, and seating to encourage

participation from older adults and individuals with varying abilities.

✔ Promote gardens as community gathering spaces where residents can share knowledge, recipes, and stories,

strengthening social connection alongside nutritional health.

Strategy 1.4.2 Develop community-based nutrition and health education courses. Developing community-based nutrition and health education courses equips residents with the knowledge and confidence to make lasting, healthy choices. Workshops held in parks and recreation centers can teach practical skills – from preparing balanced meals to managing stress and improving daily habits – in settings that feel welcoming and accessible. Learning together in familiar community spaces makes wellness education approachable and social, helping residents support one another as they build healthier lifestyles. By positioning parks as centers of lifelong learning, Brownsville expands their role beyond recreation – transforming parks into trusted places where knowledge and well-being thrive. Recommendation: Offer structured wellness courses and workshops that teach practical, culturally relevant skills for healthy living. Action Items: ✔ Identify park and recreation spaces such as community kitchens, pavilions, or multi-purpose rooms to host wellness courses and workshops. Prioritize underserved neighborhoods to ensure equitable access to wellness education and resources. ✔ Develop engaging, relevant curricula covering topics such as meal planning, cooking, techniques, mindful

eating, stress management, physical activity, and everyday wellness habits.

✔ Incorporate interactive components such as cooking demonstrations, gardening lessons, tasting sessions,

and guided mindfulness or movement exercises that reinforce learning through hands-on practices.

✔ Partner with qualified instructors, local chefs, dietitians, and community wellness advocates to lead sessions

that reflect Brownsville's diverse traditions, dietary preferences, and health priorities.

✔ Schedule courses at varied times including evenings, weekends, and seasonal sessions to accommodate

different work and family schedules (Reference Strategy 2.2.5).

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Case Study

The Edible City. Andernach, Germany. Andernach, Germany has pioneered the concept of the “edible city,” transforming public green spaces into productive landscapes where residents are encouraged to plant, maintain, and freely harvest fruits, vegetables, herbs, and flowers. Located along the old city wall, these edible gardens—guided by the city’s motto “Picking Allowed”—create a new vision of urban green that promotes community participation, seasonal awareness, and access to healthy food. Source: Urban Green-Blue Grids

Recommendation: Design inclusive wellness programs that reflect Brownsville's culture and meet the unique needs of residents across all ages, abilities, and backgrounds. Action Items: ✔ Develop program variations tailored to each life stage, from youth and families to older adults, ensuring content is age-appropriate, engaging, and connected to relevant health and lifestyle priorities. ✔ Adapt delivery methods and materials of content to support participants with various abilities, incorporating flexible formats, adaptive equipment, and supportive

environments.

✔ Integrate culturally familiar foods, practices, and wellness traditions to foster comfort, trust, and authentic engagement. ✔ Collaborate with cultural and advocacy organizations to co-develop programs and ensure representation across the city's neighborhoods (Reference Strategy 1.2.5 for

guidance on partnerships).

Recommendation: Promote awareness and participation in health and wellness programs through coordinated outreach that reaches residents consistently and effectively. Action Items: ✔ Develop a comprehensive communications strategy that identifies key audiences, core messages, and effective outreach methods tailored to the Brownsville community. ✔ Promote health and wellness programs through multiple touchpoints such as recreation centers, schools, faith-based groups, social media, newsletters, and local media

outlets to reach residents where they already connect.

✔ Collaborate with trusted community organizations, neighborhood associations, and cultural leaders to co-host events and share program information through familiar,

credible voices.

✔ Use in-park and digital communication tools to keep residents informed about upcoming programs and opportunities (Reference Strategy 5.5.3 for guidance on outreach

methods).

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Strategy 1.4.3 Expand food and gardening programs to connect residents with healthy eating, sustainable living, and food access. Expanding food and gardening programs connects residents to the land, their food, and one another. Community gardens, teaching kitchens, and food-to-table programs offer hands-on experiences that promote healthy eating, teach sustainable living practices, and strengthen food access across neighborhoods. Tending to the soil and sharing in harvests encourage mindfulness, collaboration, and pride – helping residents build both wellness and self-sufficiency. By linking nutrition education to local ecosystems, parks become spaces of nourishment in every sense, deepening their role as community hubs for health, learning, and resilience. Recommendation: Develop community gardens that engage residents in growing fruits, vegetables, and herbs while increasing access to fresh, healthy foods in areas with limited grocery options. Action Items: ✔ Identify suitable park sites or underutilized land in areas with limited grocery access to establish community gardens close to where residents live. ✔ Design gardens with plots, raised beds, or container options to accommodate varying levels of mobility and gardening experience. ✔ Provide essential infrastructure and resources including tools, irrigation, soil, and starter plants to help participants successful cultivate produce. ✔ Develop clear guidelines for garden use and maintenance that outline plot allocation, shared responsibilities, and sustainable growing practices. ✔ Install educational signage highlighting the nutritional value of crops and simple meal preparation ideas to reinforce healthy habits. ✔ Create opportunities for community leadership by establishing volunteer programs and mentorship networks to support daily operations and foster shared ownership.

Recommendation: Offer food-related educational programs that teach residents about nutrition, food preparation, and sustainable practices. Action Items: ✔ Develop curricula for workshops and demonstrations covering gardening techniques, seasonal planting, composting, soil health, and sustainable maintenance. ✔ Integrate nutrition education directly into gardening programs by pairing lessons on growing produce with cooking demonstrations, recipe sharing, and tips for preparing

healthy, affordable meals.

✔ Schedule programs at varied times and formats including family sessions, after-school programs, and weekend workshops to reach residents of all ages and schedules. ✔ Provide hands-on learning opportunities such as planting activities, guided garden tours, and collaborative cooking sessions to reinforce learning through experience. ✔ Partner with local chefs, nutritionists, and schools to co-lead classes and connect garden education with broader community health and food access initiatives.

Recommendation: Establish partnerships to expand access, resources, and program reach. Action Items: ✔ Identify potential partners such as schools, universities, nonprofits, agricultural organizations, community leaders, and volunteer groups. ✔ Develop formal agreements to define partnership roles, responsibilities, and shared goals. ✔ Collaborate with partners to provide expertise, volunteers, materials, and funding to support programs. ✔ Coordinate joint program initiatives such as workshops, seasonal planting events, or garden-to-table demonstrations. ✔ Evaluate partnership outcomes regularly to ensure programs are accessible, inclusive, and effectively reaching target populations.

Cross-Over Strategy Reference 1.3.5, 1.4.4

Strategy 1.4.4 Incorporate wellness literacy into recreation and cultural programming. Incorporating wellness literacy into recreation and cultural programming makes learning about health engaging, inclusive, and relevant to daily life. Embedding wellness messages and activities into festivals, camps, and community events – through cooking demonstrations, fitness challenges, or mental health awareness activities – helps reach residents who might not attend a traditional class. By meeting people where they are, this approach makes wellness approachable and woven into the fabric of community life. It transforms healthy living from an individual goal into a shared celebration, reinforcing it as a core community value across Brownsville. 155

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Resource Highlight The National Recreation and Park Association (NRPA) provides a range of resources to help parks and recreation departments become effective “community wellness hubs.” These tools support agencies in delivering community-driven programs that promote health, nutrition security, and access to healthy food. Below are several key NRPA resources available to parks and recreation agencies.

Community Wellness Hubs Toolkit

Healthy Eating Physical Activity Standards

The Community Wellness Hubs Toolkit provides evidencebased strategies, practical resources, and real-world case studies to help park and recreation professionals strengthen their role as community wellness leaders. It outlines a step-by-step process for developing a Community Wellness Hub aligned with the seven dimensions of wellbeing. The toolkit is informed by the evaluation of 15 park and recreation agencies that planned, developed, and launched wellness hubs between 2020 and 2022.

The HEPA standards, developed by a national coalition of outof-school time leaders, provide evidence-based guidelines to promote optimal nutrition and physical activity for K-12 children in after-school programs. The standards are supported through technical assistance and planning with the Alliance for a Healthier Generation. The standards recognize the role of high-quality after-school programs in supporting wholechild development, offering practical guidance to foster lifelong healthy behaviors, including both physical and mental health.

SNAP and WIC Outreach Toolkit NRPA’s Community Wellness Hub toolkit supports SNAP and WIC outreach by providing guidance, resources, and promising practices. It addresses barriers such as limited staff, lack of enrollment knowledge, and complex applications. The toolkit highlights strategies piloted by NRPA’s 2020–2022 Parks as Community Wellness Hub grantees to overcome these barriers and expand access to nutrition assistance, including bringing partners on-site for enrollment and implementing new food access initiatives.

Community at the Table: Creating Culturally Responsive Nutrition Education Community at the Table is a guide highlighting best practices and key recommendations for park and recreation agencies to provide culturally responsive and informed nutrition education. It emphasizes the role of these agencies in advancing cultural well-being by creating spaces, programs, and services that foster a sense of belonging, inclusion, and appreciation for all community members.

1.5 Vibrant Parks Establish safe, inclusive, and engaging parks that support community-led activities, encourage participation, and provide dynamic spaces for social interaction and recreation. Cross-Over Strategy

Reference 1.2.2, 1.5.1, 2.4.4

Did you Know?

Priority Strategy

Strategy 1.5.1 Activate parks through community events and programming that bring people together. Activating parks through regular events, festivals, and recreational programming brings people together and fills public spaces with energy and life. Consistent, inclusive activities invite residents of all ages to gather, move, and celebrate, transforming parks into vibrant destinations that strengthen both physical and social wellbeing. By offering programming that reflects Brownsville's diverse interests, parks become more than places to visit. They become shared stages for community expression and connection. Ongoing activation keeps parks dynamic and welcoming, fostering a culture of participation and pride that enriches everyday life. Cross-Over Strategy

Reference 1.1.2, 1.5.2, 2.1.2, 2.2.2, 5.3.3

Strategy 1.5.2 Prioritize strategic parkland acquisition and development to close acreage gaps, ensure equitable access across neighborhoods, and meet the community's longterm recreation needs. Prioritizing strategic parkland acquisition and development is essential to ensuring that Brownsville's park system can grow with the community and meet future needs. As the city expands and demand for recreation increases, additional parkland will be needed to provide space for new amenities, programs, and gathering places that serve all residents equitably. Expanding the park system strengthens access across neighborhoods, especially in areas currently underserved by parks and open space. By planning proactively, Brownsville can secure land while opportunities remain, ensuring there is room to support recreation, wellness, and connection for generations to come.

Neighborhood parks can serve as central gathering spaces for local residents, hosting social events, recreation, and community discussions that strengthen neighborhood connections. While the physical health benefits of parks are often experienced individually, the broader sense of trust and cooperation they foster can positively influence the well-being of the entire community – even for those who are not park users themselves. Source: Cohen DA, Sturm R, Han B, Marsh T. (2014). Quantifying the Contribution of Public Parks to Physical Activity and Health: Introducing SOPARC. RAND Corporation.

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Priority Strategy

Case Study

Re-Designing for Safety at Lower Kinnear Park, Seattle, WA Lower Kinnear Park was redesigned to improve visibility, accessibility, and safetyoriented design. The park's renovation applied Crime Prevention Through Environmental Design (CPTED) such as natural surveillance, lighting, appropriate vegetation height/density, and active programming of spaces to create a landscape that feels both open and inviting.

Strategy 1.5.3 Ensure parks are safe, clean, and welcoming for all users. Ensuring that parks are safe, clean, and welcoming is essential to building trust and encouraging daily use. Well-lit paths, clear sightlines, and regular maintenance create comfortable spaces where residents feel confident spending time outdoors. Thoughtful design that prioritizes visibility, accessibility, and care helps foster and environment of respect and stewardship among park users. When people feel secure and proud of their surroundings, parks become active, inclusive, and well-loved. By maintaining high standards of safety and cleanliness, Brownsville can strengthen community confidence and ensure that every park experience feels inviting, enjoyable, and restorative. Recommendation: Implement consistent, proactive maintenance schedules to ensure parks remain clean, safe, and welcoming for all users year-round. Action Items: ✔ Develop a comprehensive maintenance plan covering park components such as landscaping, playgrounds, trails, facilities, restrooms, and signage to uphold a consistently high standard of care (Reference Strategy 5.1.1 for additional guidance). ✔ Conduct routine inspections to identify and address hazards, litter, vandalism, or infrastructure issues quickly

and effectively.

✔ Allocate resources for staffing, equipment, and materials to maintain cleanliness, functionality, and overall

park appearance.

✔ Implement seasonal maintenance protocols such as pruning, irrigation checks, leaf removal, and turf

Lower Kinnear Park now stands as a model for how thoughtful design, maintenance, and vegetation management can transform underused or unsafe spaces into welcoming, well-loved community assets.

management to protect natural features and ensure visual appeal throughout the year.

✔ Monitor and evaluate maintenance performance using the Park Assessment Tool in Appendix D and periodic

park audits. Incorporate community feedback to identity problem areas and guide continuous improvement.

Recommendation: Provide adequate lighting, visibility, and wayfinding to enhance safety and user comfort. Action Items: ✔ Conduct a lighting and visibility assessment to identify gaps and prioritize improvements in high-use and underserved areas. ✔ Install and maintain lighting along trails, parking areas, entrances, gathering spaces, and key circulation

routes to promote safety and encourage use beyond daylight hours.

✔ Implement clear and consistent wayfinding signage to guide visitors safely through parks, improve navigation,

and highlight nearby amenities and exits (Reference Strategy 2.3.1 for branding and identity guidance).

✔ Incorporate design strategies such as open sightlines, low-growing landscaping, and natural surveillance to

increase visibility and reduce concealed areas (Reference Strategy 2.4.1 for additional guidance on designing for safety).

✔ Establish regular inspection and maintenance schedules for lighting fixtures and signage to ensure reliability,

visibility, and user confidence.

Source: The Culture Landscape Foundation

Where Vision Takes Shape and Ideas Come to Life

158

Recommendation: Incorporate design elements that support natural surveillance and reduce opportunities for unsafe behavior. Action Items: ✔ Design park layouts with open sightlines and clear pathways to enhance visibility and ensure users can easily navigate and observe surrounding spaces.

Did you Know?

✔ Locate active areas, playgrounds, and seating where they can be naturally observed from trails, nearby

facilities, or streets, reinforcing a sense of safety through community presence.

✔ Use landscaping strategically to maintain shade and beauty while avoiding dense vegetation or secluded

pockets that reduce visibility.

✔ Incorporate supporting design features such as low fencing and well-placed lighting to increase natural

observation and comfort.

✔ Conduct regular safety and design reviews using the Park Assessment Tool in Appendix D to evaluate

visibility, circulation, and user comfort, updating layouts as needed to address changing conditions.

Recommendation: Establish clear codes of conduct and signage to promote safe and respectful use of park spaces. Action Items: ✔ Develop a comprehensive set of park rules and codes of conduct that outline expectations for safety, courtesy, and shared responsibility across all parks and facilities. ✔ Install clear, visible, and consistent signage at park entrances, trails, and gathering areas to communicate

rules and reinforce park stewardship.

✔ Use multilingual text and universal symbols to ensure signage is easily understood by all community

members and visitors.

✔ Review and update codes of conduct regularly to address emerging issues, evolving recreation trends, and

community feedback.

People are more likely to visit and engage in physical activity in parks that are clean, well-maintained, and visually appealing. Attractive scenery, safe facilities, and consistent upkeep not only draw more visitors but also inspire greater participation in active living. Source: NRPA, "Parks & Recreation in Underserved Areas - A Public Health Perspective"

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Case Study

Friends of Astoria Heights In Queens' Astoria Heights Park, a resident-led "Friends of" group partnered with the municipal parks department to mobilize clean-ups, plantings, fitness, and cultural events, resulting in an improved park condition, increased usage, and stronger community connection. This model illustrates how structuring a local stewardship program, complete with volunteer days, peer-led fitness or activity groups, and culturally responsive events, can activate parks and keep them safe for the entire community.

Recommendation: Engage park users as partners in safety and maintenance by providing clear reporting channels and responsive management to address issues quickly and transparency. Action Items: ✔ Establish accessible communication tools such as hotlines, mobile apps, or online forms for users to report safety concerns, maintenance needs, or cleanliness issues. ✔ Train staff to respond promptly and professionally to reports, ensuring visible follow-up and resolution of

issues within a timely manner.

✔ Track and analyze reported concerns to identify recurring issues, guide preventive maintenance, and inform

long-term safety or design improvements.

✔ Provide public updates on actions taken through signage, social media, or community newsletters to

demonstrate accountability and build community trust.

✔ Encourage volunteers and neighborhood groups to assist with light monitoring, cleanup events, and

awareness of reporting procedures to strengthen shared stewardship.

Cross-Over Strategy

Reference 1.2.6, 1.5.4, 2.4.3, 5.6.3,5.3.3

Strategy 1.5.4 Encourage and facilitate community-led programs that empower residents to take an active role in park activities and operations. Encouraging and facilitating community-led programs empowers residents to play an active role in shaping and sustaining vibrant parks. Volunteer initiatives, park committees, and stewardship groups build a sense of ownership and pride, creating parks that reflect local priorities and community identity. When residents help plan events, maintain spaces, or contribute ideas, they strengthen the connection between people and place while supporting the City's long-term capacity to manage its growing park system. This shared investment keeps parks dynamic, resilient, and rooted in the community – ensuring they continue to thrive as welcoming spaces for all.

Source: Friends of Astoria Heights

Where Vision Takes Shape and Ideas Come to Life

160

Connected by Community

Develop a vibrant parks and trail network that enhances daily life, fosters community connections, and provides equitable access to quality recreational opportunities for all residents.

Objectives 2.1 Grow & Connect

Create a cohesive parks and trail network that links neighborhoods, schools, and community spaces while fostering meaningful connections for all residents.

2.2 Access for All

Ensure equitable access to parks, trails, and recreational opportunities so every resident can enjoy the benefits of a connected and inclusive system.

2.3 Unified Spaces

Develop a recognizable and cohesive park system where consistent design, cultural expression, and quality amenities provide a seamless and enriching experience.

2.4 Safe & Secure

Promote safe, inclusive, and vibrant parks where residents feel confident to gather, play, and participate in shared experiences.

2.1 Grow & Connect Create a cohesive parks and trail network that links neighborhoods, schools, and community spaces while fostering meaningful connections for all residents. Cross-Over Strategy

Reference 2.1.1, 5.2.1

Strategy 2.1.1 Revise the park classification system to reflect community needs and guide future development.

Updating Brownsville's park classification system establishes a clear framework for the type, size, and function of parks needed across the city. A well-defined classification system ensures that future park development aligns with community priorities, supports a balanced mix of parks, and targets areas where residents currently lack access. By providing guidance on park size, facilities, and programming appropriate for each classification, the City can strategically expand its park network to maximize equity, connectivity, and recreational opportunity. This approach allows parkland acquisitions and investments to be intentional, coordinated, and responsive to both present and future community needs.

Recommendation: Adopt the revised classification system outlined in Appendix E Design Manual. Refer to Figure 4.3 to view the implemented classification system. Action Items: ✔ Officially adopt the revised classification system through City Commission approval or a formal policy to ensure it has legal and administrative standing. ✔ Integrate the updated classification system into development regulations and parkland dedication requirements so new development aligns with city standards for park

types and spacing.

✔ Assign and document the classification for each existing park in the city's records and GIS database to provide a clear system-wide inventory. Update online resources to

reflect the park classifications for staff reference, transparency, and public accessibility.

✔ Train Parks and Recreation staff, planning staff, and development review personnel on the new classification system to ensure consistent application in planning,

programming, and acquisition decisions.

✔ Establish periodic review and updates of park classifications to ensure the system remains aligned with evolving community needs, development patterns, and park

acquisitions or renovations.

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Recommended Park Classification System

Local Parks

City-Wide Parks

Undeveloped Land

Pocket Park:

Regional Park:

Open Space:

Pocket parks are the smallest type of local park, typically under one acre, and should offer basic amenities such as playgrounds, walking paths, seating, and shaded areas. They can take many forms, from small playgrounds to plazas or landscaped gardens, but their defining feature is the ability to serve a variety of users. The mix of facilities, amenities, and programming ultimately determines whether a site is appropriately classified as a pocket park.

Regional parks are a city’s largest parks, offering high-quality facilities and programs that serve all of Brownsville and attract visitors from surrounding areas. They may provide broad programming, like sports complexes, or specialized experiences, like nature preserves. Their classification is based on size and their ability to serve the entire city through diverse or unique amenities.

Open space is land that either lacks development altogether or contains such limited development that it cannot properly serve the community as a local or citywide park. Size may vary greatly, and cities often acquire open space for the future development of parks.

Neighborhood Park: Neighborhood parks are mid-sized spaces serving one or two neighborhoods, offering a mix of amenities like playgrounds, walking paths, seating, picnic areas, shade, fitness stations, and small sports courts or fields. Their classification is based primarily on size, facilities, and intended users.

Community Park: Community parks are large parks that serve several neighborhoods and offer a wide range of amenities, from playgrounds and trails to fitness areas and sports fields. They may also include splash pads, pools, recreation centers, event spaces, or high-quality fields for community leagues. Their classification is based mainly on size, the variety of facilities, and the broader service area.

Specific Use Park: Specific use parks are designed around a single purpose or program, typically larger than ¼ acre and reclassified as regional parks once they exceed 50 acres. While they can attract users citywide, they usually serve a more limited audience. Examples include dog parks, zoos, botanical gardens, skate parks, conservancies, and single-sport facilities like pickle ball centers or natatoriums.

Linear Park: Linear parks, also called greenways or trails, are designed along corridors like creeks, rivers, easements, rail lines, or old transportation routes, and are typically at least ¼ acre. They can be nature-oriented or urban, and are defined by their layout, following a path that connects neighborhoods, parks, landmarks, and other city features. Programming often focuses on mobility, including walking, running, biking, or skating.

Urban Infill: Urban infill is property that has been developed but is vacant or underutilized. These sites are most commonly located in urban areas and they can be converted into parkland to expand public greenspace in more densely developed areas. Developing urban infill can help revitalize the community and bring value to the daily lives of residents.

Brownfield: Brownfields include abandoned, environmentally-contaminated industrial or commercial sites. These sites are more common outside the urban fabric of most communities, and they can offer large quantities of land for park development. Brownfields also provide flexible opportunities for programming and can help cities meet park needs throughout their community.

Figure 4.3 illustrates Brownsville’s park system using the revised classification framework. By showing the locations and types of existing parks, the map identifies gaps in access, informs strategic investments, and guides future park development. This approach supports equitable distribution of park resources, a balanced mix of recreational opportunities, and more coordinated decision-making around improvements. Adopting the new classification system also affects the Parkland Acreage Analysis and Spatial Level of Service Analysis in Chapter 3. While the updated framework results in a lower overall level of service and a larger long-term acreage gap than previously identified, it provides a more accurate, nationally aligned assessment of Brownsville’s existing conditions and future needs. Under the revised system, Brownsville currently provides approximately 3.34 acres of parkland per 1,000 residents. To serve the 2025 population, the City would need about 1,295 total acres of parkland, leaving a gap of 655 acres. Without additional park acquisition, this gap is projected to grow to 1,101 acres by 2029 and 1,224 acres by 2034. Although these findings present a more challenging picture than earlier analyses, they better reflect the true scale of Brownsville’s parkland needs. The revised system aligns park types, service expectations, and acreage targets with peer city benchmarks nationwide, avoiding inflated service levels from smaller or specialized parks and emphasizing neighborhood, community, and pocket parks that support recreation, health, and environmental outcomes at a local scale. Current Level of Service

4.22 per 1,000 acres

residents

New Level of Service

3.34 per 1,000 acres

165

residents

Current Gap

Brownsville's Recommended Park Classifications Figure 4.3 LEGEND

Linear

National Park

Brownsville ETJ

Neighborhood

Open Space

State Park

Water bodies

Community

Urban Infill

School Sites

Regional

Brownfield

Brownsville South Padre Island International Airport

PARD Owned Parks 1

Catherine B. Stillman Dog Park

FM 511 Kickball Park

Brownsville Sports Park

Windwood Park

Brownsville Golf Center

Brownsville North Park, Event Center, and Tennis Center Seville (Duck Pond) Drive Park

Trail of Texas Trees

John Gloor Park

Portway Acres Park

Central Avenue Park

North Brownsville Little League Park

Morningside Park

New Gap

La Posada Park

4.16 per 1,000 acres

Antonio Gonzalez Park and Recreation Center

Southmost Nature Trail

Garfield Park

Monte Bella Trails Park

La Galaxia Park

per 1,000 residents

residents

per 1,000 residents

Brownsville Parks, Health, and Recreation Master Plan

Downtown Brownsville

Specific Use

Charles M Cabler Sr Park

residents

Non-PARD Parks

Pocket

3.28 per 1,000 acres

PARD Park Recommended Classification

Brownsville City Limits

21 22

Joe & Tony Oliveira Park Veterans Park

Washington Park

Eva's Park and Path

Edelstein Park

Tres Angeles Park

West Brownsville Little League

Rosa Allala Park

Downtown REC Center

Riverside Park

Belden Trail

Southern Pacific Linear Park

Harry E. McNair Park

Alice Wilson Hope Park

Prax Orive Jr. (Sunrise) Park

14th Street Plaza

Lincoln Park

Dean Porter Park and Sams Pool

Heritage Trail Park

Hudson North Park

Hudson South Park

Ruiz Park

Robinhood Park

Brownsville Community Resource Center and Senior Center Bike Barn

Key Map

Brownsville's Recommended Park Classifications

Cross-Over Strategy

Reference 1.1.2, 1.5.2, 2.1.2, 2.2.2, 5.3.3

Strategy 2.1.2 Prioritize strategic parkland acquisition and development to expand access and meet the community's long-term park and recreation needs.

Expanding Brownsville's park system is essential to meet current and future community needs, particularly in neighborhoods that are underserved or lack nearby outdoor recreation spaces. Currently, the City provides 4.22 acres of parkland per 1,000 residents, which falls short of the recommended target of 7.5 acres per 1,000 residents. Increasing parkland to reach this standard would give residents more opportunities for physical activity, social interaction, and access to nature on a daily basis. By strategically adding parkland in areas with the greatest gaps, the City can promote equity, reduce disparities in access, and ensure that all residents are within a reasonable distance of high-quality outdoor spaces. Cross-Over Strategy

Reference 1.1.1, 2.1.3, 2.2.1

Priority Strategy

Strategy 2.1.3 Extend and connect the trail and sidewalk network to increase connectivity between parks, schools, and neighborhoods.

Extending and connecting Brownsville's trail and sidewalk network is essential to creating the cohesive system envisioned in the City's Sidewalk and Trails Master Plan and the Parks, Health, and Recreation Master Plan. A continuous network linking parks, schools, and neighborhoods strengthens daily connections across the community, making it easier for residents to move safely and comfortably between the places they live, learn, and play. A well-connected trail system promotes active transportation, supports recreation for all ages and abilities, and expands access to nature and park spaces. It encourages walking and biking as practical, healthy choices while reducing barriers to access and dependence on vehicles. By closing gaps and building on existing assets, Brownsville can create a truly connected network that fosters community interaction, improves health outcomes, and weaves park trails into the fabric of everyday life. Cross-Over Strategy

Reference 1.1.4, 1.2.3, 2.1.4

Priority Strategy

Strategy 2.1.4 Offer diverse, inclusive, and intergenerational programs that support active lifestyles, cultural enrichment, and community connection for all residents.

Offering diverse, inclusive, and intergenerational programs transforms Brownsville's parks, trails, and facilities into active gathering places that connect residents across neighborhoods and generations. When programming reflects the community's range of ages, cultures, and interests, it strengthens the social fabric of the entire park system. By bringing people together through recreation, learning, and shared celebration, the City can activate its connected network in ways that promote health, equity, and belonging. This approach encourages consistent use, deepens community pride, and ensures that the park system continues to enrich daily life for all residents.

Did you Know?

Living close to a park makes it easier to stay active. Residents who live within a half-mile of a park are more likely to exercise regularly, and youth in particular are more active when they have easy access to outdoor spaces. Source: NRPA, "Parks & Recreation in Underserved Areas - A Public Health Perspective"

Did you Know? Communities that support walking, biking, and trail use tend to be healthier. Residents who live near trails are 50% more likely to get enough physical activity, and those in walkable neighborhoods are twice as likely to stay active. Areas that promote active transportation also show lower rates of obesity, highlighting the powerful link between movement-friendly design and community health. Source: Huston S, Evenson K, Bors P, et al. (2003). Neighborhood Environment, access to places for activity, and leisure-time physical activity in a diverse North Carolina population. American Journal of Health Promotion, 18(1): 58-69 Source: Pucher J, Buehler R, Bassett D, Dannenberg A. (2010). Walking and cycling to health: A comparative analysis of city, state and international data. American Journal of Public Health. 100(10): 1986-1992

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Resource Highlight

NRPA Healthy Aging Framework The Healthy Aging Framework provides park and recreation professionals with actionable strategies, resources, and real-world examples to help communities support older adults in living active, connected, and fulfilling lives. Developed by the National Recreation and Park Association, the framework outlines seven key pathways for advancing healthy aging – from promoting physical activity and intergenerational programming to addressing social isolation and improving accessibility. By leveraging partnerships, design, and community engagement, this framework helps agencies move beyond individual programs toward systems change approaches that foster health, inclusion, and lifelong wellbeing. Source: NRPA, "Healthy Aging Framework"

NRPA Inclusive Healthy Places Companion Guide for Park and Recreation Professionals NRPA's Inclusive Healthy Places Guide helps agencies design and manage parks where everyone feels welcome, respected, and safe. The guide offers practical methods for addressing systemwide barriers to inclusion and advancing health equity across park systems. It introduces drivers, indicators, and metrics that inform the planning, design, development, and evaluation of inclusive public spaces, helping professionals identify where gaps exist and how to close them. By embedding inclusivity into daily practice, this framework and companion guide aim to launch a nationwide movement of Inclusive Healthy Places, ensuring every community park supports belonging, accessibility, and wellbeing. Source: NRPA, "Inclusive Healthy Places Companion Guide for Park and Recreation Professionals"

2.2 Access for All Ensure equitable access to parks, trails, and recreational opportunities so every resident can enjoy the benefits of a connected and inclusive system. Cross-Over Strategy

Reference 1.1.1, 2.1.3, 2.2.1

Priority Strategy

Strategy 2.2.1 Extend and connect the trail and sidewalk network to increase connectivity between parks, schools, and neighborhoods.

Extending and connecting Brownsville's trail and sidewalk network is vital to creating a park system that is both inclusive and accessible. Continuous, safe pathways link parks, schools, and neighborhoods, ensuring that residents of all ages and abilities can reach recreation spaces and community destinations without relying on a vehicle. A well-connected network promotes equitable access to parks and supports active transportation, safe mobility, and daily physical activity. By closing gaps and reducing barriers, Brownsville can expand opportunity across all neighborhoods – helping every resident experience the physical, social, and emotional benefits of a connected park system.

Cross-Over Strategy

Reference 1.1.2, 1.5.2, 2.1.2, 2.2.2, 5.3.3

Priority Strategy

Strategy 2.2.2 Prioritize strategic parkland acquisition and development to expand access and meet the community's long-term park and recreation needs.

Expanding the park system to reduce gaps in parkland acreage is essential to ensuring that every Brownsville resident can enjoy the benefits of a connected and inclusive park network. By identifying neighborhoods with limited access to parks, trails, and recreation facilities, the City can prioritize investments where they are needed most – creating a more balanced and equitable system citywide. Improving access across all areas helps residents connect with nature, stay active, and participate in community life close to home. This intentional, equity-driven approach strengthens the fabric of the entire park system, ensuring that the opportunities it provides are shared by all.

Resource Highlight NRPA Safe Routes to Parks Safe and connected walking and biking routes are essential to ensuring everyone can access quality parks and open spaces. The Safe Routes to Parks initiative, developed by the NRPA in collaboration with the Safe Routes Partnership, helps communities plan and implement environmental, policy, and program strategies that make active travel to parks safer, easier, and more equitable. The Safe Routes to Parks Framework serves as a step-by-step guide for improving walking and biking access, while the accompanying resource guide provides practical tools, case studies, and templates to support implementation. Together, these resources empower park and recreation professionals to design healthier, more connected cities where safe mobility leads to stronger communities. Source: NRPA, "Safe Routes to Parks"

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Best Practice Trail Elements The trail elements shown below help create safe, comfortable, and welcoming spaces that encourage more frequent use. These elements all contribute to an environment where people of all ages and abilities feel confident using the trail. Together, these elements support a positive user experience, promote active transportation, and strengthen connections between neighborhoods, parks, and key destinations.

Lighting

Natural Shade

Water Stations

Public Art

Educational Signage

Restrooms

Inclusive Signage

Bicycle Repair Stands

Emergency Signage

Benches

Wayfinding Signage

Trail Maps

These trail elements were identified as a top priority by Brownsville residents during the community engagement phase. Refer to Chapter 2 for further details.

Strategy 2.2.3 Integrate public and alternative transportation options to improve access to parks and recreation opportunities. Integrating public and alternative transportation options is essential to ensuring that all residents can access Brownsville's parks, trails, and recreation opportunities. By connecting the park system to transit routes, bike lanes, and other mobility networks, the City can make it easier for residents, especially those without personal vehicles, to reach parks safely and reliably. Expanding transportation choices strengthens the inclusivity of the entire park system, reducing barriers to participation and helping more residents enjoy recreation, nature, and community programs. A well-connected mobility network supports equitable access across neighborhoods.

Recommendation: Enhance connectivity between parks and public transportation to increase accessibility for residents without personal vehicles. Action Items: ✔ Reference the Public Transit Map in Brownsville's Sidewalk and Trails Master Plan to map existing transit routes in relation to all parks, trails, and recreational facilities, identifying coverage gaps and opportunities for improved access. ✔ Coordinate with Brownsville Metro to align routes, stops, and schedules with park locations and high-demand

program sites.

✔ Prioritize park-adjacent transit improvements such as bus shelters, benches, lighting, and signage to make

stops safer and more convenient for park users.

✔ Promote park access via public transportation by including park locations, routes, and schedules in transit

Case Study

Los Angeles County Metropolitan Transportation Authority (Metro) Transit to Parks Strategic Plan The Los Angeles County Metropolitan Transportation Authority (Metro) developed the Metro Vision 2028 Plan to guide a more connected, accessible, and equitable transportation future, with goals to improve mobility, user experience, opportunity, collaboration, and accountability.

maps, apps, and community outreach materials.

Recommendation: Integrate alternative transportation networks such as bike lanes, shared mobility programs, and pedestrian pathways to support safe, convenient access to parks and recreational facilities (Reference Strategy 2.1.2 for more guidance on bike and pedestrian network expansion). Action Items: ✔ Reference the Sidewalks and Trails Master Plan for an inventory of existing alternative transportation infrastructure including bike lanes, multi-use paths, pedestrians routes, and shared mobility options near parks and recreation facilities. ✔ Identify gaps and prioritize improvements that enhance safe and convenient connections to parks,

particularly for underserved neighborhoods.

Building on this, Metro launched the Transit to Parks Strategic Plan to strengthen transit connections to parks and local destinations, improve “first and last mile” access through walking, biking, signage, and service enhancements, and expand equitable access to outdoor spaces while reducing reliance on private vehicles.

✔ Coordinate with transportation, planning, and public works departments to integrate park access needs into

bike, pedestrian, and mobility planning efforts.

✔ Develop supportive amenities such as bike racks, repair stations, lighting, crosswalks, and signage to

encourage and facilitate safe use of alternative transportation options.

✔ Promote alternative transportation options through outreach, wayfinding signage, and park program

communications to increase usage and awareness.

Source: Los Angeles Transit To Parks Strategic Plan

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Brownsville Parks, Health, and Recreation Master Plan

Recommendation: Promote equitable transportation access to ensure all neighborhoods can reach parks, trails, and programs regardless of mobility or transit options. Action Items: ✔ Reference equity maps in Chapter 3 to identify areas with limited park accessibility. ✔ Collaborate with transit agencies to identify priority routes and stops

that serve parks, community centers, and trailheads in underserved neighborhoods. Explore options such as expanded evening and weekend service, new stop locations near major parks, and coordinated transit-trail connections.

✔ Ensure ADA-compliant infrastructure and universal design standards are

incorporated into all transportation connections to parks and facilities.

Case Study

Howard W. Peak Greenway Trail System in San Antonio, TX San Antonio's Howard W. Peak Greenway Trail System offers an inspiring model for creating a connected, climate-responsive trail network. Designed along natural creek corridors, the system provides over 80 miles of continuous, multi-use trails that link neighborhoods, parks, and major destinations across the city.

✔ Develop subsidized or low-cost mobility programs such as discounted transit

passes or bike-share memberships to reduce cost barriers.

✔ Engage residents in underserved neighborhoods to identify transportation

barriers and co-create solutions that align with community needs.

Recommendation: Support system-wide connectivity so that parks, trails, and recreational facilities are linked to key community destinations, enhancing usability and encouraging frequent use. Action Items: ✔ Map and prioritize the development of park-to-park and park-to-facility connections to ensure residents can move seamlessly between recreation assets. ✔ Align connectivity improvements with key community destinations such as

schools, libraries, cultural hubs, and community centers to maximize daily use.

✔ Develop greenway and trail corridors as the backbone of the transit system,

The greenways function as both recreational amenities and active transportation corridors, giving residents safe, shaded routes for walking, biking, and community. Trails are strategically aligned to follow riparian areas, offering natural cooling, tree cover, and scenic views that make outdoor activity comfortable year-round. Thoughtful design details such as rest areas, wayfinding signage, and underpasses at major road crossings enhance accessibility and user experience while reducing conflicts with vehicular traffic. By integrating recreation, mobility, and environmental stewardship, San Antonio's Greenway Trail System demonstrates how green infrastructure can advance health, connectivity, and sustainability.

linking parks with one another and with regional networks.

✔ Coordinate with regional trail and transportation agencies to strengthen

cross-jurisdictional connections and broaden access.

✔ Track connectivity progress through system indicators (e.g., percentage of

parks linked to another park or facility via safe walking/biking routes).

Image Source: San Antonio River Authority

Priority Strategy

Case Study

Strategy 2.2.4 Ensure universal accessibility to support parks, trails, and facilities for residents of all abilities.

Ensuring universal accessibility of parks, trails, and facilities is fundamental to creating a park system that is welcoming, inclusive, and connected for all residents. Incorporating ADA-compliant infrastructure, adaptive equipment, and inclusive design principles removes barriers that limit participation and ensures that everyone can move through and enjoy public spaces with ease and dignity. Accessible programming and thoughtfully designed environments benefit the entire community – encouraging intergenerational use, fostering connection, and promoting equity across the park system. By prioritizing universal access, Brownsville affirms its commitment to parks and trails that serve every resident, regardless of age or ability.

Recommendation: Adopt inclusive design standards that ensure all new and renovated parks, trails, and facilities are accessible to residents of all ages and abilities. Action Items: ✔ Adopt ADA and Universal Design principles as baseline standards for all new, renovated, and expanded park projects to ensure accessibility for all users. ✔ Integrate accessibility review into every stage of design and approval, confirming that proposed layouts,

amenities, and materials meet or exceed accessibility standards.

Seattle Park District's Community Conversations Seattle Parks and Recreation organizes ongoing Community Conversations to gather feedback on parks, facilities, and programs. Meetings are strategically held in libraries, schools, and community centers in historically underserved neighborhoods. Translators, childcare, and food are provided to boost participation.

✔ Engage residents with disabilities and advocacy organizations to gather input on design priorities, usability

challenges, and opportunities for improvement.

✔ Require design consultants and contractors to demonstrate proficiency in accessibility and universal design

standards as part of project proposals.

✔ Develop an internal accessibility checklist or design toolkit to guide staff and ensure consistent application of

The outcomes were: •

40% increase in community participation from underrepresented groups

•

Resulted in 20+ policy changes directly influenced by public input

•

Forums now integrated into all major park planning efforts

standards across projects and park types.

✔ Conduct periodic accessibility audits of existing parks and facilities to identify barriers, prioritize

improvements, and track progress toward system-wide accessibility goals.

Recommendation: Prioritize accessibility improvements in existing parks and facilities to remove barriers and expand opportunities for participation. Action Items: ✔ Conduct a comprehensive accessibility audit of existing parks and facilities to identify physical, programmatic, and communication barriers to participation. ✔ Rank and phase improvements based on community need, safety risk, frequency of use, and geographic

equity to ensure the greatest impact across the system.

✔ Retrofit high-demand parks and facilities with ADA-compliant pathways, restrooms, seating, signage, and

parking to improve daily usability.

✔ Install adaptive play, recreation, and fitness equipment at select sites to serve users with varying physical and

sensory abilities.

✔ Coordinate with maintenance and design staff to ensure accessibility improvements are integrated into

regular renovation cycles and long-term capital planning.

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Source: Seattle Parks and Recreation, 2020 Community Engagement Summary

Did you Know?

Recommendation: Integrate accessibility as a core principle in planning, design, and programming to create a park system that is welcoming and usable by everyone. Action Items: ✔ Embed accessibility objectives into future updates of the Parks, Health, and Recreation Master Plan and related policies to guide consistent decision-making across all departments. ✔ Ensure program planning and scheduling account for transportation, sensory, and mobility needs, offering

accessible locations, times, and adaptive formats where possible (Reference Strategy 2.2.5 for additional guidance).

✔ Develop inclusive wayfinding and communication tools such as tactile or high-contrast signage, auditory

cues, and accessible digital maps that assist users with diverse abilities.

✔ Provide regular staff training to help employees recognize and address accessibility challenges during daily

operations, events, and emergency situations.

✔ Collaborate with local disability advocates, service providers, and accessibility experts to align planning

efforts with evolving best practices and user needs (Reference Strategy 1.2.5 for additional guidance on establishing partnerships).

During the second round of community engagement, residents ranked accessibility as a top priority for Brownsville’s parks. The second-most popular recommendation was offering programs at different times and locations to make activities more convenient for everyone. Coming in third, the community highlighted the importance of designing parks with inclusive features that welcome people of all ages and abilities.

Recommendation: Foster an inclusive culture across the parks system by ensuring accessibility extends beyond infrastructure to shape programs, events, and everyday services. Action Items: ✔ Continue to provide recreation and enrichment programs designed for individuals with disabilities while embedding inclusive participation opportunities within all general programming. ✔ Expand adaptive recreation opportunities such as accessible sports, fitness classes, and outdoor adventures

that encourage social connection and physical activity for all participants.

✔ Provide ongoing accessibility and awareness training for program leaders, volunteers, and event staff to

ensure consistent, confident service delivery.

✔ Plan community events with accessibility in mind. ✔ Collaborate with disability and advocacy organizations to co-develop programming, share expertise, and

strengthen outreach to participants who may face barriers to engagement.

✔ Gather participant feedback and usage data to evaluate satisfaction, identify gaps, and guide continuous

improvement in accessibility across programs and services.

These findings indicate that residents want a more inclusive parks and recreation system, one that accommodates different abilities and ensures programming and events are offered in a variety of formats so everyone has the opportunity to participate. Where Vision Takes Shape and Ideas Come to Life

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Priority Strategy

Strategy 2.2.5 Adapt program schedules and locations to meet diverse needs, ensuring accessibility regardless of work, school, or transportation barriers.

Adapting program schedules and locations ensures that all residents can participate in Brownsville's parks and recreation opportunities, regardless of work commitments, school hours, or transportation barriers. Offering programs at varied times and in multiple locations makes recreation more accessible, responsive, and inclusive for the entire community. Flexible programming removes obstacles that often limit participation and helps residents engage with the park system on their own terms. By meeting people where they are, the City promotes equity, builds strong community connections, and ensures that everyone has the opportunity to benefit from an active and connected park system.

Recommendation: Expand program availability across a range of times and locations to increase participation and meet the needs of residents with varied schedules and commitments. Action Items: ✔ Analyze participation data and community feedback to identify peak demand times, underserved areas, and populations that face barriers due to scheduling or location constraints. ✔ Pilot and evaluate expanded program hours including early morning, evening, and weekend options to

accommodate residents with diverse schedules.

✔ Rotate high-demand programs among multiple park and recreation facilities to ensure equitable access

across neighborhoods and reduce travel barriers for participants.

✔ Coordinate with community partners and institutions to host programs in shared or alternative venues where

space or access to parks is limited.

Case Study

Aligning Community Programs with Local Need The study Exploring the Relationship Between Community Program Location and Community Needs examined how well community programs were located relative to the neighborhoods that needed them most. Mapping nearly 300 programs in areas like nutrition, mental health, physical activity, and housing revealed a clear gap: many services were not situated where need was highest.

✔ Incorporate flexible and drop-in program formats to serve residents who may not be able to commit to fixed

schedules, increasing opportunities for spontaneous participation.

✔ Monitor attendance patterns and participant feedback to refine program times, formats, and locations

annually.

Recommendation: Develop programming that is geographically distributed so all neighborhoods, particularly underserved areas, have equitable access to recreational opportunities. Action Items: ✔ Use the needs assessment in Chapter 3 to identify underserved areas with limited access to parks and recreation amenities, and reference district-level data in Chapter 5 to align programming with local demographics and community interests. ✔ Establish partnerships with schools, libraries, community centers, and neighborhood organizations to

host recurring programs in areas without nearby parks or recreation facilities (Reference Strategy 1.2.5 for additional guidance on establishing partnerships).

This highlights how even wellintentioned programs can fall short when location and accessibility are overlooked. By applying a similar analysis, the City of Brownsville could identify where health and recreation programs are most needed and ensure equitable access, with support from partners like the UT School of Public Health to guide data-driven program placement.

✔ Expand the use of the City's Mobile Recreation Unit beyond seasonal events to deliver year-round

programming in underserved neighborhoods.

✔ Engage residents from underrepresented neighborhoods in co-designing and piloting programs that reflect

local priorities, cultural traditions, and interests.

✔ Track program participation and geographic distribution annually to monitor progress toward equitable

access and adjust delivery methods as needed.

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Source: Shadowen, H., O'Loughlin, K., Cheung, K., Thornton, W., Richards, A., Sabo, R., Hinesley, J., & Krist, A. H. (2022). Exploring the relationship between community program location and community needs. Journal of the American Board of Family Medicine, 35(1), 55–72.

Recommendation: Build flexibility into program design to adapt to changing community needs, emerging trends, and resident feedback. Action Items: ✔ Implement a structured annual review and adjustment process for all recreation programs using participation data, community surveys, and staff input to evaluate performance and identify opportunities to refresh or retire offerings. ✔ Establish a pilot program track that allows staff to test new activities or

formats on a small scale before broad implementation. Collect participant feedback and evaluate outcomes to determine long-term viability.

✔ Dedicate a flexible portion of the of the annual programming calendar for

adaptive or community-requested activities that respond to new interests, local events, or public health initiatives.

✔ Use staff cross-training strategically so that recreation teams can deliver a

wide range of activities and adapt quickly to staffing or program shifts. Include seasonal and part-time staff in these trainings to maintain system-wide agility (Reference Strategy 5.1.2 for additional guidance on staff development).

✔ Monitor regional and national recreation trends through professional

networks and associations (e.g., NRPA, TRAPS) to proactively introduce new program types that align with community health, cultural engagement, or sustainability goals.

Recommendation: Prioritize affordability and accessibility in programming to reduce barriers to participation and promote equity. Action Items: ✔ Implement a sliding-scale or tiered fee structure for programs and memberships, ensuring pricing reflects household income levels and reduces cost barriers for low-income residents. ✔ Expand free or low-cost programs strategically in neighborhoods identified as

underserved, using the needs assessment in Chapter 3 to guide placement and ensure equitable geographic access.

✔ Leverage partnerships with local businesses, nonprofits, and foundations to

sponsor programs, provide in-kind resources, or offer financial assistance for participation.

✔ Develop a proactive communications plan to publicize scholarships, fee

assistance, and free programming, using multiple channels such as social media, newsletters, school outreach, and signage in parks (Reference Strategy 5.5.3 for additional guidance on outreach methods).

Case Study

Naturally Fun Scholarship in Arlington, TX The City of Arlington Parks and Recreation Department created the Naturally Fun Scholarship to make increase affordability and access to recreation opportunities for residents. The program provides financial assistance for camps, after-school programs, aquatic activities, and facility memberships based on federal income eligibility requirements. Applications are available in English and Spanish through the City's website, where residents can review eligibility requirements and submit materials directly online. Scholarships are awarded on a first-come, first-served basis as funding allows. The program also invites public donations through the same webpage, offering a simple way for community members or organizations to support equitable access to recreation programs. Source: City of Arlington Parks and Recreation

2.3 Unified Spaces Develop a recognizable and unified park system where consistent design, cultural expression, and quality amenities provide a seamless and enriching experience. Cross-Over Strategy

Reference 2.3.1, 5.5.2

Strategy 2.3.1 Establish a consistent brand and visual identity for parks and facilities to create a recognizable and cohesive park system.

Establishing a consistent branding and visual identity for Brownsville's parks and facilities creates a cohesive system that residents and visitors can easily recognize and trust. Unified design elements such as signage, color palettes, materials, and wayfinding help communicate quality, build familiarity, and strengthen the sense of place within each park while connecting them as part of one larger network. A clear and consistent identity makes parks more navigable and welcoming, ensuring that residents feel oriented and confident wherever they go. It also conveys a sense of care and professionalism, reinforcing the City's investment in its public spaces and its commitment to equity so that every park regardless of size or location reflects the same high standard of design and maintenance. By cultivating a unified visual language, Brownsville can elevate the visibility and perception of its parks, promote community pride, and establish the park system as a defining element of the city's character and daily life.

Recommendation: Standardize and expand the department's existing branding to establish a complete and consistent visual identity for the park and recreation system. Action Items: ✔ Develop a complete visual identity system that defines typography, primary and secondary color palettes, logo usage, graphic layouts, and tone of communication to ensure a unified look and feel across all department materials. ✔ Create branded templates for press releases, printed flyers, social media posts, newsletters, and other outreach materials to ensure consistent formatting and tone in all

communications.

✔ Apply branding consistently across park signage, facilities, vehicles, staff uniforms, promotional materials, and digital platforms. ✔ Coordinate with the City's Communications team to ensure alignment with the overall municipal brand while maintaining a distinct identity for Parks and Recreation. ✔ Review and update branding elements every 5-10 years to maintain relevance, clarity, and consistency as the park system grows.

Recommendation: Develop a Park Identity Manual to unify branding, materials, and placemaking across all parks and facilities. Action Items: ✔ Define the scope and structure of the manual to include guidance on signage, logo placement, color, application, furniture, lighting, and other physical design elements that communicate the Parks and Recreation brand within the built environment. ✔ Develop a coordinated palette of site furnishings and fixtures including benches, lighting, trash receptacles, picnic tables, and bike racks that balance durability, maintenance

needs, and visual harmony across all park types.

✔ Establish clear color and material guidelines for built elements such as shade structures, pavements, and fencing to maintain system-wide cohesion while allowing flexibility

to reflect neighborhood context and character.

✔ Provide standards for signage hierarchy and placement, including monument, wayfinding, regulatory, and interpretive signage, ensuring visibility and consistency for

pedestrians, cyclists, and drivers.

✔ Include placemaking principles that help designers reflect each park's surrounding community through culturally relevant art, native plant palettes, and locally inspired

materials, achieving system consistency without uniformity.

✔ Coordinate with Appendix E to ensure that visual identity guidance aligns with planning and design guidance for each park type, linking the "look and feel" of the system with

functional, programmatic, and ecological design principles.

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Recommendation: Develop a phased rollout strategy for implementing new branding and signage standards, prioritizing high-visibility locations to increase impact and recognition. Action Items: ✔ Identify priority parks and facilities for early implementation based on visibility, visitor volume, and strategic connections to trails, schools, or civic destinations. ✔ Create a phased implementation plan that outlines project timing, scope, and funding to gradually apply new

branding and signage standards across the park system.

✔ Coordinate with ongoing capital improvement projects and maintenance schedules to integrate upgrades

Best Practice Identity & Design Manual as a Best Practice:

Strategy 2.3.2 Implement cohesive design standards for parks and facilities to ensure quality, usability, and a seamless experience across the overall network.

Cities across the country are developing design and identity manuals to ensure that public spaces reflect consistent quality, cohesion, and care. These frameworks translate a city's values into the built environment through coordinated materials, signage, furnishings, lighting, and color.

Recommendation: Maintain and apply the Design Manual (Appendix E) as the department's guiding framework for quality, safety, and accessibility.

For Brownsville, an Identity Manual would build on this Plan's Design Manual by translating functional standards into a unified visual language. While the Design Manual defines functional and contextual standards for each park type, the Identity Manual will translate those guidelines into a unified visual language.

efficiently and cost-effectively.

✔ Ensure equitable rollout across all districts so that branding improvements reach both high-traffic and

underserved neighborhoods.

✔ Monitor installation progress, maintenance, and public perception to refine rollout phases and enhance

consistency over time.

Implementing cohesive design standards across Brownsville's parks and facilities ensures a consistent level of quality, usability, and visual appeal throughout the entire system. Clear design guidelines establish expectations for materials, amenities, circulation, shade, lighting, and accessibility – creating parks that feel familiar, functional, and welcoming to all residents. Consistent standards also improve efficiency and long-term maintenance by providing a shared framework for planners, designers, and operations staff. This predictability helps ensure that investments are high-quality, cost-effective, and easy to sustain while reinforcing a sense of continuity between different parks and facilities. By applying unified design principles, Brownsville can deliver a seamless park experience that strengthens the city's overall identity.

Action Items: ✔ Use Appendix E to guide site selection, circulation, accessibility, programming, aesthetics, and maintenance practices for each park type and the overall park system. ✔ Formally adopt the standards in Appendix E into city policy or ordinance references where enforceable (e.g.,

accessibility, safety, level of service).

✔ Ensure flexibility in implementation by:

• Allowing park designs to respond to site context such as topography, vegetation, and adjacent land uses, and neighborhood character while still meeting system-wide quality standards • Accepting diverse design solutions that meet the same performance goals • Encouraging design responses that integrate ecological systems such as drainage, shade, and habitat enhancement into park layouts while meeting functional standards • Using design review checkpoints to confirm projects maintain the intent of the standards while allowing for creative and context-sensitive approaches ✔ Establish a recurring review cycle (every 3-5 years) to update the Design Manual with evolving best practices,

new technologies, and lessons learned.

✔ Provide training for staff, consultants, and contractors to ensure consistent application of standards

Examples from Washington D.C. and Parker, Colorado show how clear, citywide frameworks can strengthen consistency, support placemaking, and connect individual spaces into one cohesive park system.

Park System Visual Identity Unified Park Sign Program

Typography

Symbols

A unified park sign program creates a clear, recognizable identity across Brownsville’s parks, trails, and recreation facilities. Consistent signage improves wayfinding, safety, and accessibility while reinforcing the City’s brand and enhancing the overall park user experience.

Montserrat is the primary font.

Icons from National Park Service. (in the public domain)

Montserrat Light Montserrat Regular

The City should develop a Comprehensive Park Sign and Wayfinding Style Guide aligned with existing brand standards and adaptable to different park types. Implementation can occur incrementally through new projects, major renovations, and routine maintenance, coordinated with park and trail improvements.

Montserrat Medium

Standardized signage will reduce long-term maintenance costs, improve consistency across the system, and strengthen Brownsville’s parks as a connected network.

Colors * Source: brownsvilletx.gov

Precedent Images

Bordeaux

Wine Berry

CMYK: 0, 100, 60, 64

CMYK: 0, 66, 37, 68

RGB: 92, 0, 37

RGB: 82, 28, 52

HEX: #5C0025

HEX: #521C34

Montserrat Semi Bold Montserrat Bold Montserrat Extra Bold

* Main Colors

City Logos * Source: brownsvilletx.gov

City Logo in the Dark Color Background

City Logo in the Light Color Background

City Seal

Malibu

White

CMYK: 60, 29, 0, 0

CMYK: 0, 0, 0, 0

RGB: 103, 181, 255

RGB: 255, 255, 255

HEX: #67B5FF

HEX: #FFFFFF

Black

Parchment

CMYK: 75, 68, 67, 90

CMYK: 7, 3, 30, 0

RGB: 0, 0, 0

RGB: 237, 234, 190

HEX: #000000

HEX: #FFFFFF

* Additional color - not included in the City of Brownsville's Resource, but present in the City’s logos.

Icons and symbols communicate key information visually, reducing reliance on written language and the need for translation. The following are the primary icons proposed for use throughout the park system; additional icons can be provided upon request.

Signage Family Overview A unified park sign program will improve wayfinding, strengthen Brownsville’s park identity, enhance accessibility and safety, and reinforce parks as a connected, citywide system that supports community health, tourism, and economic vitality.

Accent Color

Shape to Symbolize Brownsville History

Primary Color Park Name (Center, and in city brand standards font)

Primary Color Park Rules with Icons

Park Address

Parks and Recreation Contact information Park Sign Panel Layout Front

Park Sign Panel Layout Back

+/- 6 ft

Trail Mile Marker

Interpretive Sign

Trail Directional Sign - Tall / Short

Special Use Park Signage

+/- 6 ft

Secondary Park Identity Sign

Typical Park Identity Sign with Stone Columns or Steel Posts Option

Park Monument Sign on Raised Base

*Disclaimer: Signage graphics and images shown are conceptual and provided for illustrative purposes only. They are not intended to represent final design, scale, materials, or placement. Final signage solutions will be developed by the City of Brownsville through future design, review, and procurement processes and may vary based on site conditions, funding, and City standards.

Case Study

Recommendation: Incorporate community- and site-specific design elements to reflect neighborhood character, culture, and resident needs while maintaining overall system cohesion. Action Items: ✔ Engage residents early in the design process to identify features, themes, and priorities unique to the surrounding community. ✔ Integrate local materials, art, and design motifs that express neighborhood identity while aligning with overall

system design standards (Reference Strategy 2.3.3).

✔ Tailor amenities and programming to reflect local demographics, usage patterns, and environmental context. ✔ Pilot community-driven design elements such as murals, gardens, or play features on a small scale and

assess their success before broader adoption.

Recommendation: Implement a structured design review and oversight process to ensure all park projects meet design standards while reflecting community context. Officer Daniel Webster Children's Park in Albuquerque, New Mexico

Action Items: ✔ Establish a formal design review process for all new and renovated parks, referencing Appendix E and relevant city codes. ✔ Form a cross-departmental Design Review Committee to ensure interdisciplinary oversight of park

development.

Located in Albuquerque’s West Mesa, Officer Daniel Webster Children’s Park shows how cohesive design standards and community input can create a park that meets citywide quality expectations while reflecting local needs. The design followed city guidelines for safety, accessibility, and inclusive play, incorporating resident feedback that led to a large shaded play structure, gathering areas, and a turf area with rolling hills and trees. By combining clear standards with community-specific input, the park feels both familiar and distinctive. Source: American Society of Landscape Architects, Environmental Justice Professional Practice Network Case Study (2021)

✔ Integrate community review opportunities such as open houses, stakeholder meetings, or online surveys into

each design phase to validate responsiveness to local needs.

✔ Require documentation of design compliance prior to project completion to verify that department standards

were met.

Case Study

Chicano Park in San Diego, CA Located beneath the Coronado Bridge in San Diego's Barrio Logan neighborhood, Chicano Park stands as one of the most powerful examples of how art and culture can shape the identity of public space. Created through a community-led effort in the 1970's, the park now features more than 80 vibrant murals, sculptures, and mosaics that celebrate Mexican-American heritage, resistance, and resilience. The park exemplifies how cultural expression can coexist with functional urban design – using art not as ornament, but as structure, meaning, and storytelling. Today, Chicano Park is recognized as a National Historic Landmark and remains a living cultural landscape where art, heritage, and community life intersect.

Strategy 2.3.3 Integrate public art, cultural elements, and interpretive features to enrich the park experience. Integrating public art, cultural elements, and interpretive features enriches the park experience and helps define Brownsville's parks as places of beauty and connection. Murals, sculptures, mosaics, and storytelling features invite residents to experience the city's history, traditions, and creativity in ways that are both educational and inspiring. These cultural touchpoints deepen the sensory and emotional richness of parks while strengthening community pride and identity. When paired thoughtfully with recreation and natural features, art and interpretation transform ordinary spaces into destinations that celebrate the people and stories that make Brownsville unique. By embedding culture into the landscape, the City can create a unified park system that feels personal and authentic.

Recommendation: Integrate public art and interpretive storytelling across parks to celebrate community identity, heritage, and the natural environment. Action Items: ✔ Develop clear selection and commissioning guidelines for public art and interpretive elements that reflect Brownsville's history, culture, and environmental context. ✔ Collaborate with local artists, schools, museums, and cultural or

environmental organizations to design installations and exhibits that are authentic, educational, and community-driven.

✔ Identify priority parks and corridors such as gateways, downtown nodes, and

trail intersections for early implementation to maximize visibility and impact.

✔ Incorporate accessible, multi-lingual, and interactive features to enhance Source: Cultural Landscape Foundation

engagement and learning.

✔ Ensure installations use durable, low-maintenance materials and are sited to

complement park use.

Recommendation: Establish long-term stewardship and engagement practices to sustain and evolve cultural and interpretive features. Action Items: ✔ Create a maintenance and conservation plan for art and interpretive installations, outlining inspection schedules, repair protocols, and funding responsibilities. ✔ Engage the community through public art projects, rotating exhibits, and

cultural programming to build local pride and ownership.

✔ Establish partnerships with cultural and educational institutions for ongoing

content updates and programming alignment.

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182

Resource Highlight

Security and Resilience: Protective Security Guidelines for Crime Prevention Through Environmental Design Rooted in environmental psychology and criminology, CPTED focuses on creating welcoming, visible, and wellmaintained spaces that naturally deter crime and build trust. Rather than relying on barriers or policing, CPTED promotes design-based intervention – good lighting, open sightlines, active edges, and a sense of care that helps everyone feel at ease.

2.4 Safe & Secure Promote safe, inclusive, and vibrant parks where residents feel confident to gather, play, and participate in shared experiences. Priority Strategy

Strategy 2.4.1 Apply Crime Prevention Through Environmental Design (CPTED) principles across parks and facilities to enhance safety. Applying Crime Prevention Through Environmental Design (CPTED) principles across parks and facilities enhances safety, comfort, and confidence for all users. Emphasizing visibility, natural surveillance, clear sightlines, and active spaces, helps deter unwanted activity while encouraging positive use. When people feel secure in their surroundings, they are more likely to gather, play, and participate in community life. CPTED also reinforces inclusion by creating environments that are welcoming, intuitive, and easy to navigate. Design elements that reinforce safety promote a sense of care and attentiveness that signals parks are safe and well-managed.

Recommendation: Incorporate CPTED principles into all new park and facility designs to create safe, welcoming spaces that encourage positive activity. Action Items: ✔ Integrate CPTED principles during site planning and design for all new parks, trails, and recreation facilities, focusing on lighting, sightlines, and clear circulation. ✔ Use access control strategies such as defined entrances, fencing where appropriate, and natural barriers to

guide movement and discourage unauthorized activity.

✔ Promote natural surveillance by situating amenities, play areas, and seating in visible locations and aligning

When parks feel safe, people use them. And when people use parks, they experience the physical, mental, and environmental health benefits these spaces provide. By designing for safety, communities foster activity, connection, and wellbeing, creating parks that are secure, vibrant, and alive with everyday life. Source: "Security and resilience – Protective security – Guidelines for crime prevention through environmental design"

pathways with sightlines.

✔ Incorporate gathering areas, active amenities, and flexible spaces that attract consistent, positive use

throughout the day and evening.

✔ Reinforce territoriality and ownership through landscaping, signage, and clear park boundaries that signal

maintenance, pride, and care.

✔ Coordinate with public safety staff and incorporate CPTED training into the design and review process to

ensure principles are consistently applied and maintained over time.

Recommendation: Retrofit existing parks and facilities to enhance safety and improve user confidence through targeted upgrades and redesigns. Action Items: ✔ Conduct safety and visibility audits of existing parks and facilities to identify areas with poor lighting, obstructed sightlines, or limited natural surveillance. ✔ Implement CPTED-informed retrofits such as upgraded lighting, trimmed vegetation, improved sightlines, and

repositioned amenities to increase visibility and comfort.

✔ Redesign entrances, paths, and gathering areas to enhance visibility and accessibility for all users. ✔ Prioritize retrofits based on safety risk, community feedback, and park usage to maximize impact and equity. ✔ Coordinate with law enforcement, maintenance staff, and community partners to monitor safety conditions,

track recurring issues, and ensure upgrades remain effective over time.

Recommendation: Integrate safety planning into park operations and maintenance to sustain secure environments and prevent recurring issues. Action Items: ✔ Establish routine safety inspections to monitor lighting, landscaping, and signage, ensuring ongoing adherence to CPTED principles. Use the Park Assessment Tool in Appendix D to guide inspections. ✔ Develop a reporting and response protocol for the public to report safety-related maintenance issues such as broken lights, damaged fencing, or vandalism so hazards are

tracked, prioritized, and resolved promptly.

✔ Incorporate CPTED principles into maintenance schedules and standard operating procedures, ensuring visibility, vegetation control, and lighting maintenance are built into

ongoing work plans.

✔ Coordinate across departments to share safety data, align patrols with maintenance schedules, and reinforce consistent safety practices citywide. ✔ Engage the community through reporting tools, volunteer programs, or "park watch" initiatives to increase vigilance and shared responsibility for safe parks.

Recommendation: Engage the community and stakeholders in safety planning to build trust, foster ownership, and ensure that safety solutions reflect local priorities and experiences. Action Items: ✔ Host community meetings, surveys, and audits to identify safety concerns from residents' lived experiences and gather actionable feedback on design and operational improvements. ✔ Establish ongoing partnerships with neighborhood associations, schools, and local law enforcement to coordinate safety initiatives, joint patrols, and community watch

programs tailored to park contexts.

✔ Involve residents in the design and activation of park spaces through participatory design workshops, volunteer maintenance days, or community-led programming that

increases positive park use and visibility (Reference Strategy 1.2.6).

✔ Develop clear communication channels such as signage, online dashboards, or social media updates to share safety alerts, maintenance updates, and progress on ongoing

safety initiatives.

Case Study Brant Park – New York, NY Once known as a neglected and unsafe space in Midtown Manhattan, Bryant Park has become one of the most successful examples of how thoughtful design and programming can enhance both actual and perceived safety. In the 1980's, the park suffered from low visibility, limited access, and public fear that discouraged use – even as crime rates declined. The parks redesign applied CPTED (Crime Prevention Through Environmental Design) principles to reverse this pattern. Designers removed tall hedges and visual barriers, added movable seating, cafes, and small kiosks to encourage daily use, and improved lighting and sightlines throughout. These changes increased natural surveillance – more people watching, gathering, and lingering – which in turn reduced inappropriate behavior and made the space feel safe and welcoming. Source: Project for Public Spaces, “Bryant Park: A Case Study in Urban Transformation”

Cross-Over Strategy

Reference 2.4.2, 5.1.3

Priority Strategy

Strategy 2.4.2 Strengthen routine operations, maintenance, and rapid response to address vandalism, litter, and infrastructure issues.

Did you Know?

Strengthening routine operations, maintenance, and rapid response efforts ensures that Brownsville's parks remain safe, welcoming, and reliable for all residents. Clean, well-kept spaces convey a sense of care and attentiveness that encourages regular use and strengthens public confidence in the park system. Promptly addressing vandalism, litter, and infrastructure issues prevents deterioration, reduces safety risks, and demonstrates the City's commitment to stewardship. When residents see visible upkeep and responsiveness, they are more likely to take pride in their parks and treat them with respect. By prioritizing proactive maintenance and timely repairs, Brownsville can continue to invest in safety, trust, and quality of life.

Recommendation: Establish proactive maintenance standards and schedules to ensure parks remain clean, safe, and inviting. Action Items: ✔ Develop formal maintenance standards that outline expectations for landscaping, litter removal, graffiti removal, and equipment upkeep across all parks. ✔ Implement tiered maintenance schedules (e.g., daily, weekly, seasonal tasks) that respond to each parks' size,

usage, and amenities.

✔ Conduct routine inspections for facilities, play equipment, trails, and amenities to identify issues before they

escalate. Use the Park Assessment Tool in Appendix D to guide inspections.

✔ Use digital tracking systems or work order software to log issues, monitor completion times, and create

accountability across staff teams (Reference Strategy 5.2.2).

Recommendation: Create a rapid response protocol for vandalism, litter, and urgent issues to reinforce public trust and minimize disruptions to park access. Action Items: ✔ Adopt service-level targets (e.g., graffiti removed within 48 hours) to establish expectations and measure responsiveness.

According to the NRPA's "Creating Safe Park Environments to Enhance Community Vitality," visible signs of neglect – such as litter, graffiti, broken furniture, or overgrown vegetation – can significantly reduce people's willingness to use a park, even when actual crime rates are low.

✔ Develop a centralized reporting and tracking system that allows staff, contractors, and the public to report

vandalism or maintenance issues and monitor their resolution status in real time.

✔ Train field and maintenance staff in quick-response procedures for securing unsafe areas, documenting

vandalism, and coordinating repairs to prevent repeat incidents.

✔ Establish a clear communication chain and escalation process between field staff, supervisors, and public

safety partners to ensure urgent issues are prioritized and addressed efficiently.

✔ Coordinate with local law enforcement and community partners to investigate recurring vandalism and

implement deterrence strategies (e.g., lighting improvements, surveillance signage, or increased patrols).

✔ Evaluate response times and issue patterns quarterly to identify high-incident sites, refine service targets, and

guide preventive maintenance investments.

This means that routine operations, timely maintenance, and rapid response to vandalism and infrastructure issues aren't just aesthetic – they are safety strategies. When parks appear wellcared-for, residents feel safer, use them more often, and gain the physical, mental, and environmental benefits of active outdoor space. Source: NRPA, "Creating Safe Park Environments to Enhance Community Vitality"

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Case Study

San Antonio 311 + Park Maintenance The City of San Antonio integrates its park maintenance needs directly into the citywide 311 Customer system, giving residents a simple, well-known way to report issues such as litter, mowing, broken amenities, or graffiti. Residents can call 311, submit an online form, or use the 311SA mobile app to report a park problem, upload photos, and track the request. The system is available 7 days a week and routes park issues straight to the Parks and Recreation Department or graffiti abatement crews for action. Source: City of San Antonio

Recommendation: Strengthen community reporting and stewardship to build shared responsibility for clean, well-cared-for parks. Action Items: ✔ Develop a user-friendly reporting system (via phone app, website, and/or 311 integration) that allows residents to easily report maintenance issues, vandalism, or litter and receive updates once issues are resolved. ✔ Expand volunteer stewardship programs by providing training, cleanup materials, and clear guidelines for

participation to instill a sense of park ownership among residents.

✔ Partner with schools, civic organizations, and local businesses to organize regular cleanup days,

beautification projects, or sponsorship opportunities that align with citywide maintenance priorities.

Recommendation: Align maintenance with operations and long-term sustainability to reduce costs, conserve resources, and extend the life of park assets. Action Items: ✔ Incorporate durable, low-maintenance materials and fixtures in park design, renovation, and procurement standards to reduce ongoing upkeep needs and repair frequency (Reference Strategy 2.3.1). ✔ Implement sustainable maintenance practices such as xeriscaping, native and drought-tolerant plantings,

smart irrigation systems, and energy-efficient lighting to minimize water and energy consumption.

✔ Develop and maintain a lifecycle asset management system that tracks park infrastructure, equipment,

and facilities by age, condition, and replacement cost to inform budgeting and capital planning (Reference Strategy 5.1.1).

✔ Regularly evaluate maintenance expenditures, staffing levels, and resource needs to ensure alignment with

long-term operational goals and equitable service delivery across the park system.

Cross-Over Strategy

Reference 1.2.6, 1.5.4, 2.4.3, 5.6.3

Strategy 2.4.3 Encourage and facilitate community-led programs that empower residents to take an active role in park activities and operations.

Encouraging and facilitating community-led programs empowers residents to take an active role in maintaining safe, welcoming, and vibrant parks. Volunteer initiatives, stewardship groups, and neighborhood partnerships build a shared sense of ownership that strengthens both the care and security of public spaces. When residents are present and engaged, parks naturally feel safer and more connected to the communities they serve. Active involvement fosters trust among neighbors, encourages accountability, and creates a visible culture of respect and pride. These programs also extend the City's capacity for maintenance and monitoring, ensuring that parks remain well cared for between routine operations. Cross-Over Strategy

Reference 1.2.2, 1.5.1, 2.4.4

Priority Strategy

Strategy 2.4.4 Activate parks through community events and programming that bring people together.

Activating parks through regular community events and programming builds safety through connection, visibility, and shared presence. When parks are lively and well-used, they naturally benefit from greater "eyes on the park," fostering a sense of comfort and confidence for all visitors. Concerts, festivals, fitness classes, and neighborhood gatherings encourage residents of all ages to spend time outdoors, transforming parks into hubs of daily life. These activities do more than bring people together – they strengthen civic pride, nurture relationships, and create a sense of collective care that enhances security. A busy, welcoming park signals that the space is valued and watched over by its community. By keeping parks active year-round, Brownsville can foster environments that feel safe, inclusive, and vibrant. Where Vision Takes Shape and Ideas Come to Life

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Rooted in Nature

Create a resilient and thriving natural environment where strong landscapes, healthy waterways, and engaged stewardship strengthen ecosystems and enrich quality of life.

Objectives 3.1 Urban Landscape

Shape a sustainable and beautiful urban environment that strengthens ecology, resilience, and community well-being.

3.2 Shelter & Sanctuary

Preserve and restore ecosystems to sustain biodiversity, improve health, and enrich Brownsville's natural legacy.

3.3 Resilient Waters

Manage waterways and floodplains as essential infrastructure that protects neighborhoods, reduces flooding, and builds long-term community resilience.

3.4 Shared Stewardship

Foster a culture of shared responsibility that builds environmental awareness, inspires collective care, and empowers the community to protect Brownsville's natural resources.

3.1 Urban Landscape Shape a sustainable and beautiful urban environment that strengthens ecology, resilience, and community well-being.

Did you Know?

Priority Strategy

Strategy 3.1.1 Develop and implement a Parks and Recreation Department plant palette that prioritizes sustainability, biodiversity, ecological value, and maintenance efficiency.

Developing and implementing a Parks and Recreation Department plant palette ensures that Brownsville's parks and public spaces are both ecologically resilient and visually cohesive. A thoughtfully designed palette prioritizes sustainability, biodiversity, and climate adaptability – selecting plants that support pollinators, strengthen habitat connectivity, and contribute to long-term environmental health. By emphasizing durability and maintenance efficiency, the palette also helps keep parks safe, attractive, and cost-effective to manage. Standardized guidance provides consistency across the system while allowing flexibility to reflect the unique character of each neighborhood and site. Through landscapes that are resilient, functional, and beautiful, Brownsville can enhance its urban ecology while creating spaces that invite residents to connect with nature, take pride in their environment, and enjoy parks that thrive through every season.

Recommendation: Develop a standardized plant palette for the Parks and Recreation Department. Action Items: ✔ Identify native plant species for the park system, prioritizing those that also offer additional benefits such as being pollinator-friendly, drought-tolerant, aesthetically pleasing, or supporting local biodiversity while ensuring manageable maintenance levels. ✔ Ensure a diversity of shade tree, ornamental tree, shrub, grass, vines, and ground cover options. ✔ Group plants into different categories for different site contexts such as park entrances, playgrounds, open

fields and storm water areas. Selecting species appropriate to each location ensures they thrive ecologically while minimizing conflicts with park users, amenities, or activities.

✔ Establish planting guidelines that specify spacing, density, light requirements, water needs, and

complementary species combinations to ensure ecological function and aesthetic appeal.

✔ Partner with local environmental groups and institutions to develop and/or vet the plant palette, ensuring

maximum environmental benefit and appropriate application.

✔ Develop a reference document or toolkit for Parks and Recreation staff and contractors to guide plant

selection and installation in all new and renovated parks.

✔ Include a review process to update the plant palette periodically based on performance, climate trends, pest/

Native plants don’t just look beautiful, they make communities healthier. They restore local ecosystems, boost biodiversity, and provide essential habitat for pollinators and birds. Their deep roots filter storm water, reduce runoff, and improve water quality, and once established, they require minimal irrigation or maintenance. By reducing the need for fertilizers, pesticides, and fuel-powered equipment, native landscapes also cut pollution and improve air quality. These benefits translate into real health impacts, cleaner air, safer water, lower stress, and stronger immune systems.

disease observations, and expert feedback.

When used throughout neighborhoods and parks, native plants create a connected network of resilient green spaces that support pollinators, strengthen ecosystems. Source: American Society of Landscape Architects (ASLA) "Applying Ecological Design: Native Plants"

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Best Practice

Grow Green Native and Adapted Landscape Plants The City of Austin’s “Grow Green Native and Adapted Landscape Plants” guide shows how a unified plant palette can strengthen sustainability, maintenance efficiency, and ecological health across public spaces. By prioritizing native and climate-adapted species, the guide reduces irrigation and fertilizer needs while improving habitat value. It provides clear plant profiles to support consistent, informed decision-making. Standardized plant selections help Austin create a cohesive visual identity, simplify procurement and maintenance, and ensure landscapes perform reliably over time. A similar guide for Brownsville would elevate plant communities, lower maintenance costs, and create landscapes that are both functional and rooted in local character both function and a sense of place. Source: City of Austin

Recommendation: Use the plant palette as a guiding framework to ensure all new and renovated park landscapes reflect sustainability, ecological value, and maintainability. Action Items: ✔ Require that all new park designs and major renovations reference the plant palette during planning and design phases. ✔ Integrate the plant palette into construction specifications, contracts, and maintenance plans to ensure

consistent implementation.

✔ Review designs before construction to verify that selected species align with the palette and site-specific

considerations.

✔ Periodically update guidance materials to reflect lessons learned, changing climate conditions, and

community feedback.

Recommendation: Balance ecological and aesthetic goals with maintenance needs to ensure park landscapes provide environmental benefits, enhance visual appeal, and remain manageable over time. Action Items: ✔ Select plant species that provide ecological benefits (e.g., supporting pollinators, enhancing habitat, contributing to storm water management) while also offering seasonal color, texture, and visual interest. ✔ Prioritize low-maintenance species and landscape designs that reduce the need for irrigation, fertilization,

pruning, and other ongoing care.

✔ Limit high-maintenance species to areas where additional care is feasible and resources are available. Use

them intentionally in locations where their unique characteristics add value such as a contemplative garden or feature planting.

✔ Use the Park Assessment Tool (Appendix D) to evaluate planting outcomes over time and adjust species

selections or layouts as needed to maintain both ecological function and aesthetic quality.

Recommendation: Incorporate plant palette guidance into training and operational procedures. Action Items: ✔ Provide guidance and training to Parks and Recreation staff and contractors on selecting appropriate species for each site and on proper installation methods to ensure successful establishment. ✔ Send Parks and Recreation staff to external trainings, workshops, or conferences to build expertise in

selecting, planting, and maintaining species from the plant palette and applying best practices for siteappropriate planting.

✔ Include plant palette requirements in construction contracts, bid documents, and project specifications to

ensure consistency across new and renovated parks.

✔ Periodically update training techniques and operational procedures to reflect new species performance data,

climate considerations, and lessons learned from park maintenance.

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Cross-Over Strategy

Reference 3.1.2, 3.3.4

Priority Strategy

Strategy 3.1.2 Expand and manage the urban forest to strengthen resilience and improve community health.

Expanding and managing Brownsville's urban forest strengthens ecological resilience while improving health, comfort, and quality of life for residents. A thriving tree canopy cools neighborhoods, shades streets and parks, filters pollutants, and helps reduce the urban heat island effect, all while enhancing the city's beauty and livability. Strategically increasing and maintaining tree cover also supports flood mitigation, soil stability, and habitat for local wildlife, reinforcing the city's natural systems and climate adaptability. Thoughtful species selection, placement, and ongoing care ensure that the urban forest remains healthy, diverse, and sustainable for generations to come. By treating trees as vital community infrastructure, Brownsville can create a greener, more resilient city where nature is seamlessly woven into the urban fabric and contributes to residents' daily well-being.

Recommendation: Protect and maintain existing trees and forested areas. Action Items: ✔ Conduct a comprehensive inventory of existing trees and forested areas in parks, along streets, and in other public spaces to identify species, size, health, and canopy coverage. Remove diseased, dying, dead, and hazardous trees. ✔ Develop and implement a proactive maintenance program including regular inspections, pruning, disease

and pest management, and removal of hazardous or declining trees.

✔ Establish protective measures during construction or park renovation projects to avoid damaging existing

trees and forested areas. These could include:

• Tree protection fencing around root zones • Root zone delineation and no-disturbance buffers defined by the tree's critical root radius, marked clearly on construction plans and in the field • Protective matting or temporary boardwalks in work zones • Pre-construction coordination with arborists • Post-construction inspection and remediation ✔ Prioritize preservation of mature, high-value trees and forested patches, particularly in areas with limited

canopy or high ecological value.

✔ Monitor and enforce city ordinances or policies related to tree protection, including regulations on tree

removal and compensation plantings.

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Case Study

Urban Forest Plan in Austin, TX The City of Austin's Urban Forest Plan provides a long-range framework for managing, protecting, and expanding the city's public urban forest. The plan establishes a unified vision that integrates policy, community values, and departmental operations to ensure Austin's trees are cared for as vital city infrastructure. Organized around clear goals, actions, and time frames, the plan equips each city department with implementation tools for maintaining, planting, and protecting trees across parks, streets, and public facilities. These tools are tied directly to Austin's comprehensive plan and city code, aligning urban forest management with broader sustainability and livability goals. Source: City of Austin Urban Forest Plan (2014)

Recommendation: Establish urban forestry standards and species guidance. Action Items: ✔ Develop a set of urban forestry standards that outline best practices for tree selection, planting, spacing, pruning, and maintenance across parks, streets, and public spaces. ✔ Create a recommended species list that prioritizes native, drought-tolerant, and pest- and disease-resistant trees appropriate for Brownsville's climate and site conditions.

Partner with local environmental groups and institutions to develop and/or vet the plant palette, ensuring maximum environmental benefit and appropriate application.

✔ Integrate the recommended urban forestry species as a dedicated section within the Parks and Recreation plant palette (Strategy 3.1) to ensure consistency across all park

landscapes.

✔ Establish guidelines for selecting trees that increase ecological benefits such as shade, storm water management, and habitat while minimizing long-term maintenance

requirements.

✔ Incorporate the established standards into all Parks and Recreation design guidelines, construction documents, and maintenance procedures to ensure consistency across

the urban forest.

✔ Periodically review and update the standards and species guidance to reflect climate trends, pest/disease challenges, and lessons learned from past plantings.

Recommendation: Expand the city's tree canopy across parks, streets, and public spaces. Action Items: ✔ Use the impervious surface, tree canopy, and heat island maps in the Chapter 3 needs assessment to identify gaps, prioritize areas for planting, and target locations where increased canopy will provide the greatest ecological and community benefits. ✔ Develop a multi-year tree planting plan that targets parks, trails, streets, and other public spaces, prioritizing areas with low canopy coverage or high heat vulnerability. ✔ Select tree species that are native, drought-tolerant, resilient to pests and disease, and appropriate for the specific site conditions. ✔ Integrate tree planting into park renovations, new park development, streetscape improvements, and other public infrastructure projects. ✔ Establish ongoing maintenance protocols, including watering, pruning, and monitoring to ensure long-term survival and growth of newly planted trees. ✔ Partner with community groups, schools, and nonprofits to support tree planting and care initiatives, building stewardship and community engagement.

Recommendation: Integrate urban forestry into broader resilience and sustainability initiatives. Action Items: ✔ Coordinate across city departments to ensure urban forestry considerations are integrated into future major planning initiatives such as Downtown, Comprehensive, or Sidewalk and Trails Master Plans or district-specific plans. ✔ Identify opportunities where urban forestry can contribute to broader city goals, such as storm water management, urban heat island mitigation, air quality improvement, and

community health.

✔ Promote cross-departmental collaboration and data-sharing to align tree planting, maintenance, and protection efforts with other infrastructure and environmental initiatives. ✔ Leverage funding, grants, or partnership opportunities that support urban forestry as part of citywide resilience and sustainability projects. Refer to the Funding Matrix in

Appendix H for specific funding opportunities.

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Strategy 3.1.3 Enhance the role of plants in beautifying parks and public spaces.

Enhancing the role of plants in beautifying parks and public spaces brings color, texture, and vitality to Brownsville's urban landscape while supporting the health of local ecosystems. Intentional planting design can frame pathways, define gathering areas, and create welcoming entrances that make parks more inviting and distinctive. Flowers, shrubs, and trees add seasonal variety and visual richness, transforming everyday spaces into dynamic, living environments. At the same time, these plantings provide habitat for pollinators and wildlife, improve air quality, and contribute to urban cooling – linking aesthetic appeal with ecological value. By integrating beauty and function, Brownsville can create parks that are both inspiring community destinations and thriving natural spaces.

Recommendation: Use planting design to enhance visual character and park identity, creating landscapes that reflect the unique character of each park and contributing to a cohesive systemwide aesthetic. Action Items: ✔ Design plantings to strengthen the visual character and identity of each park, ensuring landscapes are both engaging for users and reflective of the park's purpose or context. ✔ Align planting designs with the Parks and Recreation Department plant palette (Reference Strategy 3.1.1) and

urban forestry guidance (Reference Strategy 3.1.2) to maintain cohesion across the park system.

✔ Consider sightlines, focal points, and circulation when designing plantings to enhance user experience and

highlight key park features. This includes:

• Maintaining clear sightlines along primary paths, entrances, and gathering areas to support safety and natural surveillance • Framing focal points such as playgrounds, plazas, and public art using plant height, color, and texture to draw attention without obstructing views • Guiding circulation with plant placement that defines edges, reinforces trail hierarchy, and directs movement natural through the park

Recommendation: Integrate ecological benefits into beautification efforts to ensure that plantings not only enhance visual appeal but also support wildlife and environmental resilience. Action Items: ✔ Prioritize plants that support pollinators, local wildlife, and biodiversity while also contributing to aesthetic appeal. ✔ Incorporate features such as rain gardens, bioswales, or native wildflower areas to combine beauty with storm

water management and habitat creation.

✔ Prioritize drought-tolerant and low-maintenance species to reduce water use and long-term maintenance

needs.

✔ Use plantings strategically to provide shade, reduce the urban heat island effect, and improve air quality in

high-traffic public areas.

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Case Study

Confluence Park in San Antonio, TX Confluence Park is an environmental stewardship success. Park features include a water catchment system that collects rainwater from the pavilions, a green-roofed Education Center, and a photovoltaic array. The park incorporates five regional landscape ecotypes with native plantings that require less water and support pollinators like Monarch butterflies. Highlights include the Native Grassland, where deep-rooted Texas-native grasses prevent erosion, access groundwater during droughts, and support wildlife, and the Mission Reach Vegetation area, which demonstrates ecological succession as small trees planted in the restoration gradually dominate the landscape and support diverse species. Source: San Antonio River Foundation

Recommendation: Coordinate planting with recreational and community amenities to enhance user experience, create functional and inviting spaces, and ensure landscapes complement the intended use of each park area. Action Items: ✔ Plan plantings to complement and enhance existing recreational features such as playgrounds, sports fields, picnic areas, and trails. This can include: • Providing shade and comfort through canopy trees near seating, gathering areas, and play zones while maintaining visibility and safety • Framing and defining spaces around fields, courts, and play areas using low or mid-height plantings to create structure without obstructing views • Buffering noise and activity zones with layered vegetation between high-energy and quiet-use areas to balance experiences for different park users • Integrating seasonal color and texture near heavily use amenities to create visual interest and a sense of place throughout the year • Using resilient, low-maintenance species that can withstand foot traffic, irrigation over spray, and soil compaction common near active areas ✔ Use landscaping to define spaces, guide circulation, and create natural buffers between different activity zones. ✔ Consider sightlines, safety, and accessibility when placing plantings near amenities to maintain visibility, support user comfort, and ensure clear circulation.

Recommendation: Maintain flexibility to adapt plantings over time to respond to changing environmental conditions, evolving community needs, and lessons learned from maintenance and ecological performance. Action Items: ✔ Monitor plant performance regularly to identify species or designs that are thriving, under-performing, or causing maintenance challenges. ✔ Adjust species selection, planting layouts, or maintenance practices as needed to respond to environmental changes, pest or disease pressures, or evolving park usage

patterns.

✔ Update the Parks and Recreation plant palette (Strategy 3.1) periodically to reflect lessons learned, new ecological knowledge, and emerging best practices. ✔ Incorporate adaptive management practices into landscape design and maintenance plans such as adjusting irrigation schedules, rotating plant species, or modifying

mowing and pruning routines to respond to seasonal conditions and long-term changes.

✔ Engage staff and community stakeholders in evaluating planting outcomes through site observations, maintenance feedback, and seasonal reviews to inform future

improvements and ensure plantings meet ecological and aesthetic goals.

Case Study Brooklyn Bridge Park – Planting Design as Identity & Sustainability Once an industrial pier-scape, Brooklyn Bridge Park is now a vibrant waterfront where planting design shapes both identity and ecological performance. Native vegetation, storm water management, and habitat restoration create a cohesive “planting language” that makes each zone distinct yet connected. Historic shoreline ecologies were restored through resilient, “managed succession” plantings - native grasses, perennials, and shrubs adapted to wind, salt spray, and tough soils. Each zone’s planting creates a clear sense of place while supporting storm water capture, wildlife habitat, and resilient plant communities, making the park both beautiful and purposeful. Source: Brooklyn Bridge Park

Strategy 3.1.4 Expand the park system to reduce gaps in parkland acreage and enhance the urban environment.

Expanding Brownsville's park system and urban green footprint strengthens the city's ecological resilience while improving health, livability, and community identity. Strategic parkland acquisitions and greening projects increase access to nature, reduce storm water runoff, and create essential habitat within the urban core. Targeting areas with limited green space or environmental vulnerability ensures that all residents benefit from the cooling, cleansing, and restorative effects of nature. These landscapes not only support recreation and relaxation but also enhance the aesthetic and ecological fabric of neighborhoods, reinforcing the City's commitment to equity and environmental stewardship. By expanding and connecting parks and green corridors, Brownsville can create a cohesive network of natural spaces that foster resilience, celebrate local character, and root the city's future growth in sustainability.

Recommendation: Use the environmental mapping, location mapping, and community engagement findings to determine optimal locations for habitat protection and restoration. Action Items: ✔ Reference the analyses in Chapter 3, including parkland access, environmental assessments, and vulnerability mapping, to identify priority areas where parkland expansion can improve ecological resilience, public health, and equitable access to green space. ✔ Coordinate with City departments and land trusts to identify vacant or underutilized parcels, drainage

corridors, or flood-prone areas suitable for adaptive reuse as parkland.

✔ Integrate findings from location mapping and environmental layers to ensure new acquisitions strengthen

connectivity between parks, trails, and natural systems.

Recommendation: Pursue strategic parkland acquisition and adaptive reuse to expand green space and enhance the urban environment. Action Items: ✔ Identify vacant or underutilized properties, drainage corridors, and right-of-way spaces suitable for transformation into parks or green infrastructure. ✔ Prioritize acquisitions that close service gaps, reduce heat islands, and provide flood mitigation or storm water

benefits.

✔ Coordinate with City departments such as Planning, Public Works, and Engineering to align parkland

expansion with redevelopment and resilience projects.

Recommendation: Develop a network of green corridors, pocket parks, and nature-based open spaces that link neighborhoods and improve ecological health. Action Items: ✔ Connect parks, trails, and natural areas through green corridors, tree networks, and drainage greenways. ✔ Convert vacant lots or utility easements into pocket parks or native landscape areas to increase everyday

access to nature.

✔ Integrate native plantings, shade trees, and pollinator habitats to strengthen biodiversity and comfort. ✔ Collaborate with developers and city agencies to embed green space into new and infill development

projects.

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Did you Know?

Parks and recreation departments are becoming leaders in climate resilience, managing land, protecting habitats, and using nature-based solutions to safeguard communities. Nature-based solutions use natural systems and processes – like wetlands, forests, rain gardens, and trees – to manage flooding, filter air and water, cool neighborhoods, and create wildlife habitat. These green strategies offer powerful, cost-effective alternatives to traditional infrastructure. According to a 2023 NRPA Park Pulse poll, 84% of adults support their local park agency taking action on environmental protection and disaster prevention. From conserving wetlands to planting native trees, people recognize that healthy parks mean healthy, resilient cities. Source: NRPA "Nature-Based Solutions for Environmental Resilience Programs"

Recommendation: Leverage partnerships with schools, environmental institutions, and community organizations to increase access and share resources. Action Items: ✔ Identify potential partners such as schools, universities, housing authorities, and nonprofits with available land or compatible missions for shared-use open space projects. ✔ Coordinate with educational institutions to integrate outdoor classrooms,

demonstration gardens, or shared recreation areas that provide both community and environmental benefits.

✔ Collaborate with partners to convert underutilized properties or easements

into small parks, green corridors, or urban greening projects.

✔ Encourage partners to sponsor tree planting, pocket park improvements, or

trail extensions as part of corporate or community stewardship initiatives.

Recommendation: Implement a phased investment strategy that aligns parkland and urban greening projects with population growth, available funding, and long-term maintenance capacity. Action Items: ✔ Assess population trends, growth areas, and future development patterns to identify where new parks and green spaces will be most needed in the short-, medium-, and long-term. ✔ Prioritize parkland acquisitions and green infrastructure projects based on

community need, environmental benefit, and potential to close access and acreage gaps.

✔ Align park expansion investments with available funding cycles, grant

opportunities, and partnership contributions to ensure feasibility and efficient resource use.

✔ Incorporate long-term maintenance and staffing considerations into early

planning to sustain the functionality and environmental quality of new parkland over time.

✔ Regularly review and update the investment strategy based on changes in

land availability, population distribution, and climate resilience priorities to ensure continued relevance and adaptability.

Case Study

Suwanee Creek Greenway in Suwanee, GA The Suwanee Creek Greenway demonstrates how a wellconnected trail network can advance active recreation, community health, and ecological resilience. Stretching roughly six miles round trip, the trail follows Suwanee Creek through a rich mosaic of woodlands, wetlands, and wildlife habitat. Linking nearly 400 acres of parkland, the greenway allows wildlife to migrate safely while connecting residents to nearby schools, neighborhoods, and commercial areas. The design thoughtfully balances recreation with habitat protection. Elevated boardwalks protect marshes and preserve natural hydrology, native vegetation stabilizes the creek and supports animal populations, and frequent wildlife sightings reflect how continuous green infrastructure can sustain biodiversity even in developed settings. Source: City of Suwanee Parks & Recreation

3.2 Shelter & Sanctuary Preserve and restore ecosystems to sustain biodiversity, improve community health, and enrich Brownsville's natural legacy. Cross-Over Strategy

Reference 3.2.1, 3.3.2

Priority Strategy

Strategy 3.2.1 Protect floodplains, resacas, and other sensitive ecosystems through land acquisition to preserve habitat and expand biodiversity.

Protecting floodplains, resacas, and other sensitive ecosystems through land acquisition preserves the ecological foundation that sustains Brownsville's natural and urban environments. These landscapes provide essential ecosystem services such as flood control, water filtration, habitat creation, and temperature regulation. Strategically expanding and safeguarding these areas strengthens resilience to flooding, erosion, and extreme heat while maintaining vital wildlife corridors that connect habitats across the city. By prioritizing sensitive lands for protection and restoration, Brownsville can create green spaces that serve dual purposes: conserving nature and offering residents opportunities to experience it close to home. These investments ensure that the city's most valuable natural systems remain intact, supporting a healthier environment and a stronger sense of place. Through stewardship and foresight, Brownsville can protect the landscapes that define its character and secure a resilient, biodiverse future for generations to come.

Recommendation: Prioritize land acquisition for habitat protection and expansion in ecologically sensitive areas such as resacas, riparian corridors, wetlands, and floodplains. Action Items: ✔ Use the needs assessments maps in Chapter 3 to help identify high-priority parcels for acquisition within sensitive ecosystems. ✔ Coordinate with local land trusts, conservation groups, and state or federal agencies to secure funding and partnerships for land acquisition. ✔ Explore opportunities for conservation easements and voluntary landowner agreements to protect habitat without requiring full ownership. ✔ Incorporate climate resilience, flood mitigation, and biodiversity goals into prioritization criteria for acquisition. ✔ Develop a long-term acquisition plan that balances ecological value, connectivity, and feasibility of management.

Recommendation: Restore degraded or underutilized lands to natural conditions to reestablish ecological function throughout the city. Action Items: ✔ Conduct ecological assessments of underutilized or degraded city-owned lands to identify opportunities for habitat restoration. ✔ Implement native vegetation planting, invasive species removal, and soil stabilization techniques to reestablish natural conditions. ✔ Reconnect restored sites with adjacent natural areas, such as resacas or riparian corridors to strengthen ecological networks. Examples may include:

• Extending native vegetation buffers or riparian plantings to bridge habitat gaps between restored sites and nearby waterways or wetlands • Installing wildlife crossings, vegetated swales, or culvert retrofits to restore hydrologic and habitat connectivity • Removing or redesigning barriers such as fencing, concrete channels, or roadway edges that interrupt natural flow or species movement • Coordinating with local conservation groups and drainage authorities to align restoration efforts along shared ecological corridors ✔ Partner with schools, community groups, and stewardship volunteers to assist with restoration and long-term care. ✔ Integrate restored sites into the city's park system as naturalized spaces that provide ecological, recreational, and educational benefits by connecting them to adjacent parks,

trails, and resacas through low-impact pathways and interpretive features that promote access and stewardship.

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Stakeholder Spotlight!

Duckhead Island: A Collaboration with UTRGV

Recommendation: Create ecological buffers around sensitive natural areas to filter runoff, protect water quality, and provide additional habitat. Action Items: ✔ Identify priority areas for ecological buffers around resacas, wetlands, and riparian corridors through mapping and site analysis. Consider factors such as: • Proximity to sensitive ecosystems • Hydrology and runoff patterns • Soil type and erosion risk

UTRGV, in collaboration with the Parks and Recreation Department, is helping shape Duckhead Island into a model of balanced use and stewardship. The island will include a research area for ecological study, a conservation area to protect sensitive habitats, and a recreational area designed to be accessible and engaging for people of all ages and abilities.

• Existing vegetation • Land ownership and availability • Adjacent land use and intensity • Connectivity opportunities • Community access and education potential • Maintenance feasibility ✔ Partner with ecological organizations and institutions and establish buffer design standards that include

native vegetation, layered planting, and appropriate widths based on ecological function and surrounding land uses.

✔ Coordinate with public works and planning to integrate buffer zones into storm water and land-use planning

This partnership demonstrates how collaboration can promote environmental health while providing inclusive recreational opportunities, ensuring the island benefits both nature and the broader community.

✔ Use buffers as educational and interpretive spaces with signage that explains their role in filtering runoff,

supporting wildlife, and improving water quality

✔ Seek grant funding and partnerships with conservation organizations to support buffer establishment and

long-term maintenance.

Recommendation: Implement proactive land management practices to ensure long-term ecological health. Action Items: ✔ Develop and implement management plans for natural areas that address invasive species control, erosion prevention, and habitat restoration ✔ Monitor ecological conditions regularly to track habitat quality, water health, and biodiversity, adjusting

management practices as conditions change.

✔ Establish partnerships with universities, nonprofits, and environmental organizations to support research,

monitoring, and stewardship.

✔ Train Parks and Recreation staff and contractors in ecological management techniques to ensure consistent

practices across all sites.

✔ Allocate resources for ongoing maintenance and adaptive management to prevent degradation of sensitive

areas over time.

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Recommendation: Strengthen partnerships to expand habitat protection and restoration at a regional scale. Action Items: ✔ Collaborate with neighboring municipalities, county agencies, and regional planning organizations to identify shared habitat conservation priorities.

Did you Know?

✔ Partner with local universities, research institutions, and nonprofits to support habitat restoration, monitoring,

and management efforts.

✔ Leverage funding and grant opportunities through joint projects with regional and state-level partners to

maximize impacts.

✔ Coordinate on public education and stewardship programs that connect communities across jurisdictions to

share natural resources.

✔ Establish formal agreements with regional partners to guide long-term collaboration and data sharing.

Priority Strategy

Strategy 3.2.2 Strengthen policies and development regulations to protect floodplains, resacas, and other sensitive areas.

Strengthening policies and development regulations to protect floodplains, resacas, and other sensitive ecosystems is essential to Brownsville's long-term resilience and environmental health. These natural systems provide critical services – storing floodwaters, filtering pollutants, supporting wildlife habitat, and moderating local temperatures – that safeguard both people and property. When these areas are developed or degraded, communities face greater risks from flooding, erosion, and declining water quality. By reinforcing land use policies and environmental standards, the City can ensure that growth occurs responsibly and in harmony with the landscapes that sustain it. Aligning development practices with ecological protection allows Brownsville to balance progress with preservation, protecting its defining natural features while creating a more sustainable city for future generations.

Recommendation: Update zoning and development codes to limit impacts in sensitive areas. Action Items: ✔ Review current zoning, subdivision, and development codes to identify gaps or inconsistencies that may allow development in floodplains, resacas, wetlands, or other sensitive areas. ✔ Amend codes to restrict high-impact development, require increased setbacks, and establish minimum buffer

widths around ecologically sensitive areas.

✔ Incorporate requirements for low-impact development practices such as permeable surfaces, rain gardens,

and storm water management features in sensitive zones.

✔ Coordinate with planning, engineering, and environmental departments to ensure enforcement and

consistency across all development review processes.

✔ Provide guidance and outreach to developers, property owners, and the community to explain updated

regulations and their ecological benefits.

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The Ecological Importance of Resacas The region's historic oxbow lakes – known locally as resacas – play a vital role as habitat and sanctuary for migratory birds and other wildlife. While these waterways once supported rich aquatic and riparian ecosystems, these habitats are declining in quantity and quality throughout Brownsville. Resacas enable birds, turtles, amphibians, and fish to find food, water, shelter, and safe movement across the landscape. Protecting and restoring these aquatic corridors in Brownsville strengthens both biodiversity and the city's connection to its natural heritage. Source: Texas State Historical Association

Recommendation: Require ecological assessments for projects near sensitive habitats.

Best Practice

Action Items: ✔ Develop clear guidelines for when ecological assessments are required, including thresholds for proximity to resacas, floodplains, wetlands, and other sensitive areas. ✔ Establish standardized assessment criteria that evaluate potential impacts on habitat, water quality,

Conservation/Watershed Overlays Many cities and counties use conservation or watershed overlays to protect environmentally sensitive areas without changing the underlying zoning. These overlays typically: •

Limit land clearing and vegetation removal in mapped resources.

•

Require riparian buffers to filter storm water.

•

Set stricter storm water and Low Impact Development (LID) standards for development in those areas.

•

Align with local open space or habitat plans.

Examples include New York's Hudson River Estuary communities, Volusia County, Florida's Indian River Lagoon overlay, and Durham, North Carolina's Watershed Protection Overlay.

biodiversity, and ecological connectivity.

✔ Require developers to submit ecological assessments as part of the permitting process and integrate review

into existing planning and permitting workflows.

✔ Require mitigation measures that restore or enhance nearby natural areas if a project near a sensitive habitat

cannot fully avoid negative impacts to the environment. Mitigation measures could include replanting native vegetation, expanding habitat buffers, or improving storm water filtration.

✔ Provide training and resources for city staff and reviewers to consistently evaluate ecological assessments

and enforce compliance.

Recommendation: Establish conservation overlays or protective designations that provide additional safeguards for land use, vegetation management, and storm water control. Action Items: ✔ Partner with ecological organizations and institutions to identify areas of high ecological value, including resacas, floodplains, wetlands, and critical habitat corridors for potential overlay or protective designation. ✔ Partner with ecological organizations and institutions to develop standards and guidelines for permitted uses,

vegetation management, storm water control, and other land use practices within overlay zones.

✔ Incorporate overlay or protective designation requirements into zoning maps, permitting processes, and site

plan reviews.

✔ Coordinate with planning, public works, and environmental departments to ensure consistent enforcement

and monitoring of overlay zones.

✔ Educate property owners, developers, and community stakeholders on the purpose, benefits, and

requirements of conservation overlays to encourage compliance support.

Recommendation: Align development regulations with broader city planning efforts related to resilience and climate goals. Action Items: ✔ Review and update development regulations to ensure consistency with the City's comprehensive plan, climate action plan, and resilience strategies. ✔ Coordinate across departments - planning, public works, parks and recreation, and environmental services -

to integrate resilience, flood mitigation, and water quality goals into permitting and development review.

✔ Establish cross-departmental review protocols to ensure new developments comply with citywide

sustainability and ecological protection objectives.

✔ Incorporate metrics or indicators to track the effectiveness of aligned regulations in promoting resilience,

ecological health, and reduced flood risk.

✔ Conduct outreach and training for developers, designers, and city staff to clarify how regulations support

broader resilience and climate goals

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Strategy 3.2.3 Restore and connect fragmented habitats to support biodiversity.

As Brownsville continues to grow, restoring and reconnecting fragmented habitats is critical to maintaining the city's ecological health and natural character. Many native landscapes have become isolated by development, leaving wildlife without the continuous corridors they need to thrive. Reconnecting these areas through greenways, riparian buffers, parkland, and trail networks restores ecological balance and strengthens biodiversity. These connected habitats provide farreaching benefits such as improving air and water quality, reducing heat, and creating cooler, healthier urban environments. They also offer residents opportunities to engage with nature, enjoy shaded green corridors, and observe the city's rich natural diversity up close. By weaving fragmented landscapes back together, Brownsville can create a resilient, living network that ensures the city's ecological and human communities flourish side by side.

Recommendation: Restore degraded habitats to improve ecological function. Action Items: ✔ Conduct ecological assessments to identify degraded or fragmented habitats in parks, recasas, and other public lands. Partner with ecological organizations and institutions to provide technical knowledge on habitats. ✔ Prioritize restoration activities based on ecological value, connectivity potential, and community benefit. ✔ Remove invasive species and implement native plantings to reestablish natural plant communities. ✔ Stabilize soils, restore hydrology and incorporate erosion control measures to improve habitat function

(Reference Strategy 3.3.3).

✔ Monitor restored areas over time to ensure ecological objectives are being met and adapt management

practices as needed.

✔ Engage community volunteers, local schools, and stewardship groups in habitat restoration activities such as

data collection, invasive species removal, or planting to foster education and stewardship.

Recommendation: Establish ecological corridors to connect parks and natural areas. Action Items: ✔ Identify key parcels, waterways, and public lands that could serve as links between existing parks and natural areas. ✔ Prioritize connections that enhance habitat continuity, support wildlife movement, and increase ecosystem

resilience.

✔ Incorporate corridors into land acquisition, park expansion, and development planning efforts. ✔ Use native vegetation, trees, and other natural features to create functional and visually cohesive corridor

landscapes. (Reference Strategy 3.1.1).

✔ Coordinate with regional partners, neighboring municipalities, and conservation organizations to expand

corridor networks beyond city boundaries.

✔ Monitor and maintain corridors over time to ensure continued ecological function and connectivity.

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Case Study

West Wetlands Park in Yuma, AZ West Wetlands Park shows how ecological restoration can transform degraded land into a vibrant community asset. Once a landfill along the Colorado River, the 110-acre park now combines recreation, native habitat, and environmental education. One-third of the site was restored as riparian habitat through invasive removal and native planting, creating gardens, ponds, and trails that support wildlife and welcome visitors. Led by the City of Yuma and the Yuma Crossing National Heritage Area, the project illustrates how strong partnerships and ecological design can turn underused land into a resilient park that improves environmental quality and reconnects residents with nature. Source: City of Yuma Parks and Recreation Department

Did you Know?

Recommendation: Prioritize restoration in areas with the highest ecological and community impact. Action Items: ✔ Use ecological assessments, floodplain maps, and biodiversity data to identify high-value restoration areas. ✔ Consider community use, accessibility, and educational potential when prioritizing sites to maximize social as

well as ecological benefits.

✔ Allocate funding and staff resources strategically to target projects that deliver the greatest overall impact. ✔ Coordinate with community groups, schools, and local stakeholders to align restoration projects with

neighborhood needs and stewardship opportunities.

✔ Monitor ecological outcomes and community engagement to evaluate success and refine prioritization for

future projects.

Recommendation: Integrate habitat connectivity into city planning and development reviews.

Wildlife need connected habitats to find food, shelter, and water – and to adapt to changing environmental conditions. Wildlife corridors improve ecological connectivity, allowing species to move safely between habitats and reducing the effects of fragmentation caused by roads and development.

Action Items: ✔ Incorporate habitat connectivity goals into the City's comprehensive plan, zoning regulations, and development review process. ✔ Review proposed developments for potential impacts on wildlife corridors, resacas, and other connected

habitats.

✔ Require mitigation measures or design modifications when developments could fragment existing habitat

networks.

✔ Coordinate with city departments, regional planning agencies, and conservation organizations to maintain

and enhance connectivity across jurisdictions.

✔ Include habitat connectivity considerations in environmental assessments, permitting, and long-term

planning initiatives citywide.

In Brownsville, parks, resacas, trails, creeks, and even residential landscapes can all function as pieces of this network – linking urban life with thriving ecosystems. By maintaining and restoring these connections, the city can help sustain biodiversity, strengthen climate resilience, and ensure that people and wildlife continue to share in the benefits of a healthy environment. Source: National Wildlife Federation "Wildlife Corridors: Making Sure Wildlife Can Navigate the Future"

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Strategy 3.2.4 Foster community education and stewardship to support habitat protection.

Fostering community education and stewardship is essential to sustaining the health of Brownsville's natural habitats and strengthening residents' connection to the environment. When people understand the value of local ecosystems, they are more likely to advocate for their protection and care. Through educational programs, interpretive signage, volunteer restoration efforts, and partnerships with schools and community organizations, the City can inspire residents to take an active role in conservation. These hands-on opportunities build ecological awareness while nurturing a shared sense of pride and belonging rooted in the landscape itself. By empowering people of all ages to participate in habitat care, Brownsville transforms conservation into a collective effort.

Recommendation: Develop educational programs focused on habitat protection and local ecology. Action Items: ✔ Create curriculum-based programs for schools and youth organizations that highlight local ecosystems, native species, and habitat protection practices. ✔ Develop public workshops, guided nature walks, and interpretive events in parks to engage residents of all

ages in learning about local ecology.

✔ Produce educational materials such as brochures, signage, and online content to inform residents about

habitat protection and biodiversity.

✔ Partner with local universities, ecological institutions, environmental nonprofits, and community groups to

expand program offerings and provide expert knowledge.

✔ Partner with local universities, environmental nonprofits, and community groups to expand program offerings

and provide expert knowledge.

✔ Evaluate program effectiveness through participant feedback, attendance, and observed changes in

stewardship behaviors, adapting programs as needed.

Recommendation: Provide hands-on stewardship opportunities to encourage active participation and ownership. Action Items: ✔ Organize volunteer events such as habitat restoration, tree planting, invasive species removal, and litter cleanups in parks and natural areas. ✔ Develop a "stewardship ambassador" program to train community members as advocates and leaders for

Stakeholder Spotlight! Gladys Porter Zoo The Gladys Porter Zoo is a leader in environmental education, offering programs for all ages that connect the community to wildlife and conservation. Programs include Summer Safari Classes & Camps for pre-K through 5th grade, Zoo Classes and Outreach Presentations for schools and special events, the competitive Summer Teen Program, Safari Chats in the amphitheater, and volunteer opportunities for teens and adults. The zoo also provides discounted admission for school groups. Through these experiences, the Gladys Porter Zoo fosters stewardship, inspires curiosity, and builds community awareness about ecosystems and wildlife, supporting broader efforts to enhance parks, recreation, and green spaces in the region.

local habitat protection initiatives.

✔ Coordinate with schools, neighborhood associations, and nonprofits to engage diverse community groups in

stewardship activities.

✔ Track volunteer hours, ecological improvements, and participant feedback to assess program impact and

identify opportunities for expansion.

Source: myRGV

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Recommendation: Partner with schools, cultural organizations, and local groups to expand outreach, build stewardship networks, and embed environmental learning in community programs.

Case Study

Action Items: ✔ Establish formal partnerships between schools and expert organizations to integrate habitat protection, environmental stewardship, and hands-on learning into classroom and extracurricular programs. ✔ Collaborate with environmental groups, cultural organizations, libraries,

and community centers to host educational programs, exhibits, and events focused on local ecology and conservation.

✔ Create joint initiatives with nonprofits, neighborhood associations, and civic

groups to expand volunteer stewardship opportunities and community engagement.

✔ Develop shared resources such as guides, toolkits, and signage to support

consistent messaging and engagement across partnership organizations.

✔ Monitor partnership outcomes, including participation rates, ecological

improvements, and community awareness to refine and strengthen future collaborations.

Chicago Park District Community Stewardship Program Recommendation: Use interpretive signage and digital resources to reinforce learning. Action Items: ✔ Partner with environmental organizations and institutions to develop interpretive signage and educational content. ✔ Install interpretive signs throughout parks and natural areas to explain local

ecosystems, native species, and habitat protection practices.

✔ Develop digital content such as interactive maps or QR codes linked to

educational resources for visitors.

✔ Coordinate messaging across signage and digital platforms to ensure

consistency with Parks and Recreation Department branding and stewardship goals.

✔ Update and rotate content periodically to highlight seasonal changes, new

initiatives, or emerging environmental issues.

✔ Engage community members and schools in developing content to foster

local ownership and relevance.

The Chicago Park District's Community Stewardship Program demonstrates how a parks and recreation department can foster ecological restoration through community partnership and hands-on learning. Established in 2001, the program began with just ten natural area sites and 29 volunteer workdays. Today, it has grown to include more than 300 volunteer events each year across over 30 park sites throughout the city. Through the program, residents work alongside Park District staff to restore native habitats, remove invasive species, collect seeds, and monitor birds and pollinators. The program expanded through collaboration with The Nature Conservancy, engaging school groups, neighborhood organizations, and environmental partners in stewardship activities that double as outdoor recreation. By integrating volunteerism, habitat protection, and environmental education, the Chicago Park District has created a model of community-powered conservation. Source: Chicago Park District Community Stewardship Program

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3.3 Resilient Waters Preserve and restore ecosystems to sustain biodiversity, improve community health, and enrich Brownsville's natural legacy. Priority Strategy

Strategy 3.3.1 Implement low-impact development and green infrastructure practices in parks and public spaces to reduce storm water runoff, improve water quality, and enhance resilience to flooding.

Implementing low-impact development (LID) and green infrastructure practices in parks and public spaces transforms Brownsville's green areas into active systems for water management and resilience. Features such as rain gardens, bioswales, and permeable pavements capture, filter, and slow storm water runoff, reducing flooding and improving the quality of water flowing into resacas and other local waterways. These techniques also enhance soil health, support native vegetation, and create visually appealing landscapes that double as spaces for recreation and learning. When integrated thoughtfully into park design, green infrastructure demonstrates how environmental protection and public enjoyment can work hand in hand.

Recommendation: Develop citywide LID design guidelines and standards, ensuring consistent implementation, maintenance, and performance across all park projects. Action Items: ✔ Compile best practices for low-impact development (LID) and green infrastructure design relevant to parks, trails, and public spaces, referencing local, state, and national standards for these features. ✔ Develop a citywide LID Manual that outlines plant selection, feature sizing, materials placement, and

maintenance requirements for use across all parks and public projects. The manual should serve as an official reference for City projects, consultants, and contractors.

✔ Coordinate with Engineering, Public Works, Planning and Development Services, Environmental Services,

GIS/IT, and Procurement to ensure the Manual is integrated into bid specifications, procurement templates, and development standards.

✔ Integrate LID design practices into Parks and Recreation Department planning, design, and construction

workflows for all new and renovated projects.

✔ Partner with local universities or Brownsville PUB to support research, demonstration pilots, and long-term

monitoring of LID performance, ensuring alignment with citywide storm water and water quality objectives.

✔ Provide training for staff, contractors, and consultants on the design, construction, and maintenance of LID

features to ensure consistent quality and long-term function.

Resource Highlight NRPA Resource Guide for Planning, Designing, and Implementing Green Infrastructure in Parks NRPA created an evidence-based guide to help park and planning professionals advance health, equity, and environmental outcomes in underresourced communities through green storm water infrastructure (GSI). Based on lessons from the Great Urban Park Campaign pilot projects, this resource offers practical principles and examples that show how GSI, like bioswales and rain gardens, can be fairly integrated into parks. The guide also includes three standalone best-practice infographics on Site Design, Site Construction, and Site Maintenance, making it an accessible tool for agencies looking to implement or expand GSI projects. As a resource, it demonstrates how national initiatives can support local action through clear guidance, tested strategies, and community-focused design.

✔ Periodically review and update the LID Manual based on lessons learned, monitoring results, and evolving

best practices to ensure continued relevance and effectiveness.

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Source: NRPA, "Resource Guide for Planning, Designing, and Implementing Green Infrastructure in Parks"

Best Practice Low Impact Development Low Impact Development (LID) includes a variety of practices that mimic or preserve natural drainage processes to manage stormwater. These strategies help retain water rather than allowing it to run off into ditches and storm drains, where it can contribute to flooding and pollution. LID can improve water quality, reduce costly flooding events, restore aquatic habitat, support groundwater recharge, and enhance the beauty of parks and neighborhoods. Some common examples of LID practices are highlighted below.

Bioswale

Storm water Tree Trench/Planter

Permeable Parking Lot

Porous Asphalt Basketball Court

Rain Garden

Protected Habitat

Native Trees

Constructed Wetland

Cistern

Source: NRPA

Case Study

Low Impact Development Technical Design Manual in Santa Rosa, CA Santa Rosa's Low Impact Development (LID) Technical Design Manual demonstrates how a city can translate environmental protection goals into clear, actionable design standards. The manual provides comprehensive guidance for mitigating storm water runoff and protecting water quality. To address the impacts of development, the manual outlines specific LID strategies such as bioswales, rain gardens, permeable pavements, and green roofs that reduce runoff and improve infiltration. What sets Santa Rosa apart is its full-spectrum approach: the city pairs policy with robust public resources that support LID implementation at every stage. The City provides an LID calculator, design details, and approved plant list, fact sheets, maintenance sheets, and submittal templates to streamline compliance for developers and designers. Training videos and annual in-person workshops help staff and practitioners build capacity, while ongoing maintenance guidance ensures longterm performance. Source: City of Santa Rosa, "Low-Impact Development Technical Design Manual"

Recommendation: Integrate green infrastructure into new parks, trails, and recreational spaces to manage storm water effectively and improve water quality. Action Items: ✔ Incorporate bioswales, rain gardens, and permeable paving, and other green infrastructure features into park and trail design to capture and treat storm water. ✔ Prioritize placement of green infrastructure in areas prone to flooding, high runoff, or poor water quality. ✔ Coordinate with engineering and public works departments to ensure green infrastructure is integrated with

citywide storm water management systems.

✔ Select native, drought-tolerant plants for green infrastructure features to increase ecological benefits and

minimize maintenance needs.

✔ Monitor and maintain installed green infrastructure to ensure long-term effectiveness and adapt designs

based on observed performance.

Recommendation: Retrofit existing parks and public spaces with low-impact development features. Action Items: ✔ Conduct an assessment of existing parks and public spaces to identify opportunities for implementing green infrastructure such as rain gardens, bioswales, and permeable surfaces. ✔ Prioritize retrofits in areas with high impervious surface coverage, frequent flooding, or poor water quality. ✔ Incorporate low-impact development features into park renovations, trail improvements, and new amenity

installations.

✔ Use native and drought-tolerant plantings in retrofit projects to enhance ecological benefits and reduce

maintenance requirements.

✔ Establish routine monitoring and maintenance plans to ensure retrofitted features remain functional and

effective over time.

Recommendation: Provide education and demonstration opportunities to inform residents, staff, and stakeholders about LID benefits and techniques. Action Items: ✔ Develop interpretive signage and informational displays at parks with green infrastructure features to explain how they manage storm water and support ecosystem health. ✔ Host workshops, tours, and training sessions for Parks and Recreation staff, contractors, and community

members on LID design, installation, and maintenance.

✔ Create demonstration sites within parks that showcase LID techniques and best practices for residents and

developers.

✔ Develop outreach materials such as brochures, workshops, and web content that highlight the environmental

benefits of LID and provide guidance for residents to implement small-scale features at home, such as rain gardens, permeable driveways, and rain barrels.

Did you Know?

Healthy soil is alive – teeming with microorganisms that sustain life far beyond the ground beneath our feet. Soil microbes retain nutrients, filter water, store carbon, and even produce compounds used in modern medicine. They are critical to food production, climate regulation, and pollution reduction, making soil one of our planet's most powerful life-support systems. When soils are degraded, the loss of organic carbon, biodiversity, and structure reduces productivity, weakens resilience, and contributes to erosion, flooding, and greenhouse gas emissions. The Nature Conservancy estimates that soil degradation costs the U.S. up to $85 billion each year through impacts on health, property, and ecosystems.

Cross-Over Strategy

Reference 3.2.1, 3.3.2

Priority Strategy

Strategy 3.3.2 Protect floodplains, resacas, and other sensitive ecosystems through land acquisition to mitigate flooding, preserve habitat, and maintain natural hydrologic function.

Protecting floodplains, resacas, and other sensitive ecosystems through strategic land acquisition preserves the natural infrastructure that helps Brownsville manage water safely and sustainably. These landscapes store floodwaters, filter runoff, and support the hydrologic processes that protect neighborhoods from flooding and erosion. By safeguarding and restoring these areas, the City also maintains vital wildlife habitat, strengthens biodiversity, and promotes the long-term ecological health of the region. Preserved lands along waterways can double as green corridors and recreational spaces where residents can connect with nature while learning about the city's unique water systems. Through proactive protection of these sensitive landscapes, Brownsville can reduce flood risk, enhance environmental quality, and build a resilient network of parks and open spaces that serve both people and nature.

Strategy 3.3.3 Mitigate soil erosion and stabilize vulnerable landscapes to reduce sedimentation, protect water quality, and maintain safe and functional park areas.

Mitigating soil erosion and stabilizing vulnerable landscapes are essential to protecting Brownsville's waterways, park infrastructure, and public safety. Erosion along trails, banks, and open spaces can degrade water quality, damage amenities, and diminish the ecological and recreational value of parks. Stabilization measures such as native plantings, riparian buffers, and well-designed grading or structural solutions help reduce sedimentation, improve soil health, and preserve natural drainage patterns. These approaches also enhance the visual appeal of parks, strengthen habitats, and create more comfortable and resilient public spaces. By investing in erosion control and landscape stabilization, Brownsville can protect water quality, maintain safe and functional park environments, and ensure that its natural and built systems work together to support a healthier, more sustainable community.

Recommendation: Identify and prioritize erosion-prone areas, sedimentation sites, and unstable slopes for targeted stabilization, restoration, and ongoing maintenance, particularly near waterways, trails, and recreational features. Action Items: ✔ Conduct site assessments to map erosion-prone areas, unstable slopes, and locations contributing to sedimentation near waterways, trails, and park amenities. ✔ Use geotechnical data, soil type information, and historical erosion patterns to rank sites based on the level of

vulnerability and potential impact.

By restoring and protecting soil health, cities like Brownsville can strengthen their ecological and community resilience from the ground up. Source: National Academies of Sciences, Engineering, and Medicine (2024), “Exploring Linkages Between Soil Health and Human Health”; The Nature Conservancy (2016), “reThink Soil: A Roadmap for U.S. Soil Health”

✔ Prioritize high-risk areas for immediate intervention, balancing ecological sensitivity, public safety, and

recreational use.

✔ Coordinate with Parks and Recreation maintenance staff, engineering, and environmental departments to

ensure data is integrated into ongoing park management plans.

✔ Establish monitoring protocols to track erosion trends over time and update prioritization as conditions

change.

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Recommendation: Implement vegetative stabilization techniques to reduce erosion, improve infiltration, and provide habitat for wildlife. Action Items: ✔ Plant native grasses, shrubs, trees, and ground covers to stabilize soil, prevent erosion, and support local biodiversity. ✔ Prioritize species that are drought-tolerant and require minimal maintenance to ensure long-term success and cost efficiency. ✔ Incorporate vegetation buffers along waterways, trails, and slopes to filter sediment, improve water quality, and provide wildlife habitat. ✔ Monitor planted areas regularly to assess establishment success, address erosion issues, and adapt management practices as needed.

Recommendation: Apply engineered erosion control solutions in areas where vegetation alone cannot protect infrastructure or prevent soil loss. Action Items: ✔ Identify high-risk areas where slopes, trails, or waterways are prone to severe erosion or infrastructure damage. ✔ Design and install engineered solutions such as retaining walls, gabions, riprap, check dams, or erosion control blankets where needed. ✔ Integrate structural solutions with vegetative plantings whenever possible to enhance ecological function and long-term stability. ✔ Coordinate with engineering, environmental, and maintenance teams to ensure designs meet safety, accessibility, and environmental standards. ✔ Monitor the performance of installed structures and adapt maintenance or make design modifications based on observed erosion or sedimentation patterns.

Recommendation: Integrate erosion mitigation into park planning, design, and maintenance. Action Items: ✔ Include erosion risk assessments in the early stages of park site planning and design. ✔ Ensure all new trails, playgrounds, and infrastructure projects incorporate appropriate soil stabilization measures. ✔ Develop standard maintenance protocols that routinely check for erosion, sediment buildup, and slope instability. ✔ Train Parks and Recreation staff on erosion mitigation techniques and best practices for installation, inspection, and maintenance. ✔ Coordinate with citywide planning and public works initiatives to ensure park-based erosion mitigation aligns with broader storm water and resilience goals.

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Best Practice Promoting Healthy, Resilient Soils Healthy soils are the foundation of resilient, sustainable parks and green spaces. Intentional design that prioritizes soil preservation can improve infiltration, support plant growth, and enhance ecosystem function. While engineered solutions can address areas where soil health is severely degraded, natural strategies should be prioritized wherever possible. The following best practices outline how thoughtful planning and construction can protect soils, prevent erosion, and promote long-term landscape resilience, ensuring that both natural and recreational systems thrive. 1. Design for minimal disturbance • Preserve existing soil profiles and vegetation wherever possible during construction. • Use construction fencing and tree protection zones to prevent equipment from compacting root zones and sensitive soils. • Phase grading and limit the area of bare soil exposed to reduce erosion risk. • Specify low-ground-pressure machinery or temporary access mats in design/ construction specs to reduce compaction in sensitive areas. 2. Manage water to prevent erosion and degradation • Incorporate bioswales, vegetated filter strips, rain gardens, and infiltration zones to capture runoff and promote infiltration. • Contour and grade surfaces to slow and spread runoff instead of channelizing it. • Use permeable pavements on trails and parking areas to reduce runoff volume. • Direct roof and path runoff into planted infiltration areas instead of storm drains. 3. Use deep-rooted and native plant communities • Specify native grasses, forbs, and shrubs with deep and fibrous root systems that stabilize soils, improve infiltration, and feed microbial life. • Favor diverse plant communities to support microbial diversity. • Design plantings to maintain continuous vegetative cover. • Include seasonal ground covers or temporary erosion-control mixes to stabilize disturbed sites during establishment. 4. Prevent and reverse compaction in high-use areas • Integrate reinforced turf systems, paving grids, or decomposed granite paths in highuse traffic areas to distribute loads evenly. • Provide clear circulation routes and gathering nodes to concentrate activity and protect adjacent soils. • Rotate programmed spaces (like sports fields) to allow soils to rest and recover.

Waterloo Park in Austin, TX

Source: Landscape Architecture Foundation

Cross-Over Strategy

Reference 3.1.2, 3.3.4

Strategy 3.3.4 Expand and manage the urban forest to strengthen resilience and improve community health. Expanding and managing Brownsville's urban forest is central to building resilience and protecting water resources. Trees and vegetated areas slow storm water runoff, increase infiltration, and reduce erosion, helping to moderate water flow and protect the city's waterways. A healthy tree canopy also provides cooling shade, lowers ambient temperatures, and improves air quality , directly supporting community health and comfort. By increasing canopy cover in parks, along streets, and within neighborhoods, Brownsville can reduce flooding risks while creating greener, more livable environments. Active management of the urban forest ensures that trees remain healthy and diverse, providing consistent ecological, aesthetic, and recreational value. As a vital component of the city's green infrastructure network, the urban forest strengthens Brownsville's ability to adapt to a changing climate, transforming public spaces into natural systems that safeguard water, enrich daily life, and sustain community well-being. Priority Strategy

Strategy 3.3.5 Align park development and maintenance policies with citywide flood mitigation and climate resilience goals.

Aligning park development and maintenance policies with citywide flood mitigation and climate resilience goals ensures that Brownsville's parks function as both recreational destinations and critical components of the city's environmental infrastructure. Integrating water resilience into park planning, design, and daily operations allows each investment to contribute to broader goals of flood protection, ecological health, and climate adaptation. Designing landscapes, amenities, and maintenance practices to manage storm water, improve drainage, and withstand extreme weather enhances safety, reduces long-term costs, and strengthens the reliability of the park system. Coordinating across departments ensures that parks complement regional drainage systems, natural corridors, and resilience planning efforts. By aligning park management with Brownsville's climate and flood mitigation objectives, the City can create a cohesive network of green spaces that protect infrastructure, sustain natural systems, and provide residents with safe, beautiful, and enduring public spaces built to thrive in the face of change.

Recommendation: Incorporate resilience standards into park design. Action Items: ✔ Develop design guidelines that require all new and renovated parks to integrate resilience features such as flood-adaptive landscapes, shade trees, permeable surfaces, and drought-tolerant plantings. ✔ Integrate shade trees, drought-tolerant plantings, and native vegetation to reduce urban heat island effects

and enhance ecological resilience.

✔ Coordinate with citywide flood mitigation, storm water, and resilience plans to ensure consistency and

effectiveness across all parks and public spaces.

✔ Provide training for Parks and Recreation staff, planners, and contractors on resilience-focused design

principles and best practices.

✔ Periodically review and update guidelines to incorporate new research, monitoring data, and lessons learned

from implemented projects.

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Best Practice

Minneapolis Development Code Buffer Requirements Minneapolis mandates development setbacks and vegetative buffers for all projects near wetlands and natural areas. Buffers must use native vegetation and can incorporate trails for passive recreation. This approach supports biodiversity, reduces human impact, and allows developers to integrate green infrastructure into site designs. Minneapolis’s code has become a model for sustainable urban growth and resilience. Source: City of Minneapolis, Zoning Code § 551.100

Recommendation: Prioritize land acquisition that supports resiliency efforts, ensuring recreational growth also advances environmental goals.

Case Study

Action Items: ✔ Develop criteria for evaluating potential acquisitions based on ecological value, floodplain location, connectivity to existing parks, and potential to enhance community access. ✔ Coordinate with city planning, environmental, and storm water management

departments to align acquisitions with broader climate resilience and flood mitigation strategies.

✔ Identify and prioritize parcels for acquisition that provide both recreational

opportunities and ecological benefits, such as flood mitigation, habitat protection, or storm water management.

✔ Coordinate with city planning, environmental, and storm water management

departments to align acquisitions with broader climate resilience and flood mitigation strategies.

✔ Incorporate acquired lands into long-term park planning to ensure both

recreational and environmental goals are met sustainably.

Recommendation: Demonstrate resilience through visible features that are educational and engaging for the public (Reference Strategy 3.2.4). Action Items: ✔ Incorporate interpretive signage or displays that explain resilience features such as bioswales, rain gardens, permeable surfaces, or shade structures. ✔ Design park elements to visibly showcase climate adaptation measures,

like elevated boardwalks, flood-tolerant plantings, or storm water retention features.

✔ Host guided tours, workshops, or community events that highlight and

explain how these features support flood mitigation, water quality, and ecosystem health. Partner with environmental groups and experts to guide these programs.

✔ Partner with local schools and community organizations to create interactive

learning experiences around resilience-focused park infrastructure.

✔ Monitor and maintain visible resilience features while updating educational

content as techniques and technology evolve.

WaterWise: Empowering Students Through Storm water Education in Brighton, MI The Huron‑Clinton Metroparks launched WaterWise: Empowering Students Through Storm water Education at Hudson Mills Metropark to connect students with the Huron River and its watershed while fostering environmental stewardship. Partnering with Ypsilanti International Elementary School, the program engages 2nd graders in hands-on activities like water quality monitoring, observing local flora and fauna, and designing storm water stencils to raise community awareness about polluted runoff. Supported by broader green infrastructure initiatives, including rain gardens, pollinator prairies, and tree plantings, the program helps improve water quality, protect habitats, and teach students practical solutions to environmental challenges. Funded by the Huron‑Clinton Metroparks Foundation, WaterWise demonstrates how parks, schools, and communities can collaborate to inspire the next generation of environmental stewards and promote healthy, resilient ecosystems. Source: MetroParks

3.4 Shared Stewardship Foster a culture of shared responsibility that builds environmental awareness, inspires collective care, and empowers the community to protect Brownsville's natural resources. Strategy 3.4.1 Develop engaging educational and stewardship programs that teach residents about local ecosystems, native species, and sustainable practices, fostering environmental literacy and stewardship. Developing engaging educational and stewardship programs builds environmental literacy and inspires residents to take an active role in caring for Brownsville's natural systems. Ageappropriate workshops, camps, and community classes can teach residents about local ecosystems, native species, and sustainable practices, helping people understand how their actions impact the environment. These programs transform knowledge into empowerment, giving residents the tools and confidence to make environmentally conscious choices in their homes, schools, and neighborhoods. By connecting learning with hands-on stewardship opportunities, the City can nurture a sense of responsibility and pride int he landscapes that define Brownsville's identity. Through education that engages people of all ages and backgrounds, Brownsville can cultivate a culture of shared care – one where environmental stewardship is not just a program, but a shared community value that strengthens resilience and belonging citywide.

Recommendation: Develop year-round environmental education and stewardship programs for all ages that promote understanding of local ecosystems, native species, and sustainable practices. Action Items: ✔ Design age-appropriate programs for children, teens, and adults that teach local ecology, conservation, and sustainability practices through hands-on activities and guided nature experiences. ✔ Coordinate seasonal programs that highlight ecological changes, restoration efforts, and sustainability themes throughout the year to maintain ongoing engagement. ✔ Partner with local universities, environmental nonprofits, and cultural institutions to enhance program quality and provide expert-led learning opportunities. ✔ Provide volunteer and stewardship opportunities such as habitat restoration, litter cleanups, or native planting effects that allow participants to apply their knowledge. ✔ Develop online and outreach materials such as virtual workshops, videos, and social media campaigns to complement in-person programming and reach broader audiences. ✔ Ensure inclusivity and cultural relevance by designing programs that reflect Brownsville's natural heritage and engage diverse communities. ✔ Maintain a recurring calendar of events and promote programs through multiple channels including schools, community newsletters, and social media to encourage

consistent participation.

Recommendation: Use parks and natural areas as outdoor classrooms to give residents direct, hands-on experience with ecosystems and habitat restoration. Action Items: ✔ Designate specific areas within parks and natural spaces for interactive learning and restoration activities. ✔ Conduct hands-on workshops in planting, habitat restoration, invasive species management, and water quality monitoring. ✔ Partner with environmental organizations, universities, and local experts to provide teaching support, program content, and technical guidance for outdoor learning activities. ✔ Encourage citizen science initiatives where participants collect data to support ongoing environmental monitoring. ✔ Collaborate with schools and community groups to use parks as regular learning spaces. ✔ Rotate learning sites to expose residents to diverse habitats and ecosystems throughout the city.

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Case Study Restoring Marvin Gaye Park through Partnership in Washington D.C. Once known as “Needle Park,” Marvin Gaye Park had suffered decades of neglect. Its turnaround began with ideas from children in the Lincoln Heights and Richardson Dwellings communities, inspiring a long-term partnership between residents, the District Department of Parks and Recreation, and Washington Parks & People. Over 14 years, this collaboration has transformed the park into a thriving greenway and gathering space. Washington Parks & People leads environmental education, tree plantings, restoration projects, and volunteer days, while the Parks and Recreation Department provides sites, permits, materials, and coordination. Together, they’ve built a model of shared stewardship that has boosted volunteer engagement, improved habitat, and created hands-on learning opportunities, turning a once-blighted landscape into a source of resilience, pride, and community health. Source: Washington Parks & People - Marvin Gaye Park

Strategy 3.4.2 Establish partnerships with schools, cultural organizations, and community groups to expand environmental learning, programming, and volunteer engagement.

Establishing partnerships with schools, cultural organizations, and community groups expands the reach and impact of Brownsville's environmental education and stewardship efforts. Collaboration allows the City to integrate environmental learning into school curricula, support youth engagement, and leverage the creativity and resources of local institutions to strengthen community programming. Working together also helps cultivate shared ownership of Brownsville's natural spaces. Nonprofits, neighborhoods associations, and cultural partners can help organize volunteer events, habitat restoration projects, and educational programs that connect residents directly to the landscapes around them. Through these collective efforts, stewardship becomes a community-wide endeavor. By empowering partners to help lead this work, Brownsville can build lasting networks of care that sustain the city's parks and natural areas for generations to come.

Recommendation: Collaborate with schools, nonprofits, and local organizations to expand environmental education, and programming. Action Items: ✔ Establish formal partnerships with schools, universities, and youth organizations to integrate environmental education into curricula and after-school programming, using parks as outdoor learning spaces. ✔ Coordinate with universities, environmental nonprofits, and cultural organizations to develop and deliver

high-quality program content, teacher resources, and expert-led workshops that support these education initiatives.

✔ Share educational resources, lesson plans, and training materials among partner schools, universities, and

environmental organizations to ensure consistent, high-quality programming across all sites.

✔ Host joint community events such as park cleanups, native planting days, nature festivals, or citizen science

workshops to engage families and residents of all ages in environmental learning.

✔ Encourage partner organizations to provide mentorship opportunities for youth interested in conservation,

ecology, or environmental careers.

✔ Maintain regular communication with partners to assess program effectiveness and identify opportunities for

growth.

Recommendation: Facilitate community stewardship programs through partner organizations, providing volunteer opportunities like habitat restoration, tree plantings, and park cleanups. Action Items: ✔ Develop a structured volunteer program with clear roles, schedules, and responsibilities defined. These volunteer programs could include habitat restoration, tree planting, and cleanup projects. ✔ Collaborate with partners to recruit, and train volunteers from across the community. ✔ Coordinate with city staff to provide necessary tools, safety equipment, and logistical support for volunteer

projects.

✔ Track volunteer hours, participation rates, and ecological outcomes to evaluate program success. ✔ Highlight volunteer achievements through social media, newsletters, and community recognition events to

sustain engagement.

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Recommendation: Leverage joint environmental initiatives to maximize resources and reach broader segments of the community. Action Items: ✔ Identify overlapping goals between Parks and Recreation and partner organizations to create efficient, highimpact projects. ✔ Pool funding, materials, and staff expertise to expand program capacity and reach. ✔ Coordinate marketing and outreach efforts to attract diverse participants across neighborhoods and

demographic groups.

Case Study

San Pedro Creek Culture Park – Storytelling Through Landscape Design in San Antonio, TX

✔ Develop collaborative evaluation processes to measure outcomes and inform future joint initiatives. ✔ Share best practices and lessons learned with partners to strengthen the overall network of environmental

programming in Brownsville.

Strategy 3.4.3 Use interpretive signage and digital tools to educate and engage the public.

Interpretive signage and digital tools transform Brownsville's parks into places of continuous discovery, helping residents understand and connect with the city's natural environment. On-site signs, interactive maps, and digital platforms can highlight local ecosystems, ongoing restoration efforts, and ways the public can get involved – turning every visit into an opportunity for learning and participation. These tools make environmental education accessible to all ages and learning styles, enriching the recreational experience while deepening appreciation for the landscapes that define Brownsville. By pairing technology with storytelling and design, interpretive features can celebrate the city's unique natural and cultural identity while fostering a shared ethic of care and responsibility.

Recommendation: Install signage in parks and trails that explains ecological features, restoration projects, and ways residents can participate in stewardship. Action Items: ✔ Develop clear, visually engaging interpretive signs that explain local ecosystems, native species, and habitat restoration efforts (Reference Strategy 2.3.1 for guidance on interpretive signage design). ✔ Place signs strategically at trailheads, entrances, and areas with ecological or restoration features to maximize

visibility and engagement.

✔ Include guidance on stewardship actions residents can take such as proper disposal of waste, planting native

species, or participating in volunteer events.

✔ Regularly inspect and maintain signage to keep content accurate, readable, and in good condition. ✔ Rotate or update signage periodically to highlight seasonal changes, ongoing projects, or new community

initiatives.

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The San Pedro Creek Culture Park transforms a historic waterway into a vibrant linear park that celebrates ecology, art, and community heritage. Combining storm water management, native planting, public art, and cultural interpretation, it reconnects people to the city’s natural systems. Led by the San Antonio River Authority with Bexar County and the City of San Antonio, the project restores hydrological function while improving flood control and water quality. Interpretive signage and art throughout the park share the intertwined story of cultural history and ecological restoration, showing how signage can become a narrative tool that deepens visitors’ understanding of the landscape. Source: San Pedro Creek Culture Park

Case Study

Recommendation: Utilize digital platforms to provide educational content and promote volunteer opportunities, reaching residents beyond park boundaries. Action Items: ✔ Develop a dedicated section on the Parks and Recreation Department website for environmental education, program information, and volunteer opportunities. ✔ Use social media to highlight restoration projects, seasonal programming, and opportunities for community

involvement.

✔ Provide interactive digital tools such as maps, virtual tools, and citizen science platforms to engage residents

in learning and stewardship.

✔ Collaborate with schools, nonprofits, and cultural organizations to cross-promote digital resources and

expand outreach.

✔ Monitor engagement metrics on digital platforms to evaluate reach and refine content delivery over time.

Strategy 3.4.4 Celebrate and promote community contributions to stewardship, reinforcing the value of shared responsibility for parks and natural resources. Interactive Environmental Education on the Lakelands Interpretive Trail The Lakelands Interpretive Trail shows how creative partnerships and digital tools can bring environmental education to life. Installed in 2025 through an Eagle Scout Service Project, ten interpretive panels line a 1.5-mile trail, each featuring information on local flora and fauna with QR codes linking to expanded digital content. The project blends community involvement with modern learning. Scout volunteers designed and installed the panels, while Hamburg Township Parks & Recreation maintains the site through its Adopt-A-Feature Program. Accessible paved paths, rest areas, and nearby amenities make the trail a welcoming place for recreation and learning. It offers an engaging, interactive experience that builds environmental awareness and appreciation for native ecosystems.

Celebrating and promoting community contributions to environmental stewardship reinforces the value of shared responsibility and collective pride in Brownsville's parks and natural resources. Recognition programs, volunteer appreciation events, and public storytelling highlight the efforts of residents, schools, and organizations that dedicate time and care to protecting the city's natural spaces. These celebrations strengthen community connection and encourage continued engagement by showing that every contribution, large or small, makes a difference. Visible acknowledgment of stewardship builds momentum, motivating others to get involved and demonstrating that the health of Brownsville is a truly shared success.

Recommendation: Highlight successful stewardship initiatives through media and park communications to inspire continued engagement. Action Items: ✔ Produce newsletters, social media posts, and website features showcasing ongoing restoration and volunteer projects. ✔ Develop short videos or stories that illustrate successful stewardship and community impact. ✔ Collaborate with local media and other external partners to expand visibility and inspire broader engagement.

Recommendation: Establish a Stewardship Ambassador program to empower volunteers and community leaders to mentor others and lead stewardship initiatives. Action Items: ✔ Recruit and train experienced volunteers to mentor others and lead stewardship projects. ✔ Assign ambassadors to guide volunteer efforts, support habitat restoration, and assist with educational

programming.

✔ Recognize ambassadors publicly to reinforce their leadership role and encourage program growth.

Source: Hamburg Township Parks and Recreation

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One City Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity.

Objectives 4.1 Shared Prosperity

Foster collaboration across city departments, organizations, businesses, and community partners to maximize resources and ensure parks and recreation initiatives generate broad community benefits.

4.2 Invest & Reinvest

Develop sustainable revenue models and partnerships that reinvest in parks and recreation, balancing affordability with financial growth to strengthen the system for the long term.

4.3 Quality of Life

Leverage parks and recreation as a driver of health, inclusion, and opportunity - enhancing Brownsville's livability, cultural identity, and appeal as a place to live, work, and invest.

4.4 Destination Brownsville

Elevate Brownsville's unique cultural, ecological, and recreational assets to position the city as a regional destination for residents, visitors, and tourists alike.

4.1 Shared Prosperity Foster collaboration across city departments, organizations, businesses, and community partners to maximize resources and ensure parks and recreation initiatives generate broad community benefits. Strategy 4.1.1 Strengthen internal and external partnerships to coordinate planning, operations, and programming while supporting efficient implementation of parks and recreation initiatives. Strengthening internal city partnerships ensures that Brownsville's parks and recreation initiatives are implemented efficiently, strategically, and with lasting impact. Coordinating planning, operations, and programming across departments aligns resources, policies, and priorities, allowing the City to act as one unified organization in advancing shared goals. This cross-departmental collaboration enhances communication, reduces duplication of effort, and maximizes the return on public investment. When departments work together – from public works and planning to health, transportation, and education – parks become integrated components of citywide strategies for resilience, connectivity, and well-being. By fostering a culture of collaboration within City government, Brownsville can deliver more consistent, high-quality park experiences, strengthen community trust, and ensure that every investment in parks and recreation contributes to the city's broader prosperity and livability. Recommendation: Foster a culture of collaboration across city departments to support collective ownership, effective planning, and efficient use of resources for parks and recreation initiatives. Action Items: ✔ Establish regular interdepartmental meetings or working groups with Parks & Recreation, Public Works, Planning, Health, EPMO, and other relevant departments to coordinate park planning, operations, and programming initiatives. ✔ Encourage shared ownership of projects and resources by establishing clear roles, responsibilities, and timelines to guide departmental collaboration. ✔ Create cross-departmental task forces for major park projects or events to encourage joint problem-solving, resource sharing, and coordinated decision-making. ✔ Establish standardized communication procedures and shared reporting tools to ensure timely, consistent updates on park projects and maintenance activities across

departments.

✔ Incorporate interdepartmental collaboration as a key performance metric in project evaluations to reinforce shared responsibility and effective teamwork.

Recommendation: Engage city leadership in interdepartmental collaboration to champion parks and recreation as strategic assets that support community, health, and economic priorities. Action Items: ✔ Involve city leadership in regular interdepartmental meetings and strategic planning sessions to reinforce the importance of collaboration across departments. ✔ Ensure leadership communicates the value of parks and recreation as strategic assets through public statements, internal messaging, and engagement with staff. ✔ Encourage leadership to actively support cross-departmental initiatives by prioritizing resources, staffing, and project approvals for cross-departmental projects. ✔ Incorporate leadership participation in high-profile park projects or programs to model collaborative behavior and demonstrate commitment to shared outcomes. ✔ Request leadership feedback and guidance on departmental coordination efforts to continuously improve collaboration and align initiatives with citywide goals.

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Cross-Over Strategy

Reference 1.2.5, 4.1.2

Priority Strategy

Strategy 4.1.2 Build partnerships with external organizations and institutions to expand the reach of the parks and recreation system. Building partnerships with schools, universities, nonprofits, and community organizations expands the capacity and reach of Brownsville's parks and recreation system. Collaborative initiatives allow the City to share facilities, co-host programs, and align missions that promote health, education, and cultural engagement across the community. These partnerships extend the influence of parks and recreation beyond physical spaces – bringing programs into classrooms, neighborhoods, and public institutions. By pooling resources and expertise, the City and its partners can create more equitable access to recreation, enhance lifelong learning, and deliver broader social and economic benefits. Through sustained collaboration, Brownsville can create a connected network of partners that ensures every investment in parks contributes to the city's collective prosperity.

Resource Highlight

Maximizing Partnership Opportunities The Urban Land Institute’s Successful Partnerships for Parks report is a key resource for cities seeking to strengthen and expand collaborative models. The report highlights real-world case studies of equitable park partnerships, examining how cities, nonprofits, community groups, and private entities have worked together to deliver high-quality parks and public spaces. The following graphic highlights five partnership pathways that can help expand capacity, improve park quality, and advance community-centered outcomes. 5 Partnership Opportunities

Leverage real estate development to efficiently enhance park access and quality.

Source: Urban Land Institute

Fund parks by promoting or incentivizing nearby development and directing new tax revenues into park assets.

Partner to creatively engage residents and act on locally identified park needs.

Build relationships to invest in park infrastructure that advances community resilience.

Create physical, social, and cultural connections that link people, parks, and businesses.

Cross-Over Strategy

Reference 4.1.3, 4.2.3, 5.4.3

Strategy 4.1.3 Leverage public-private partnerships to increase financial and resource support for parks and recreation. Leveraging public-private partnerships expands Brownsville's capacity to sustain and enhance its parks and recreation system. Collaboration with private businesses, foundations, and civic institutions can provide essential funding, in-kind resources, and innovative solutions that strengthen infrastructure, improve amenities, and support community programming. Beyond financial investment, these partnerships foster shared value, linking the success of local businesses and institutions with the health, livability, and appeal of Brownsville's parks. Strategic collaboration can help create sponsorship opportunities, attract tourism, and stimulate economic activity around park spaces, reinforcing their role as both community and economic assets. By embracing a partnership model rooted in mutual benefit and civic pride, Brownsville can cultivate a more resilient and sustainable park system – one where public and private sectors work together to create lasting prosperity and high-quality experiences for all residents. Recommendation: Identify and cultivate relationships with private sector partners, foundations, and philanthropic organizations to secure funding and in-kind resources that support parks and recreation programs, facilities, and initiatives. Action Items: ✔ Map potential private sector partners, foundations, and philanthropic organizations whose missions align with parks, recreation, health, or community development. These could include local businesses, healthcare institutions, gyms and fitness organizations, cultural and arts groups, and tourism or hospitality entities. ✔ Develop targeted outreach strategies to initiate contact, build relationships, and communicate opportunities

for collaboration or funding.

✔ Schedule regular meetings or engagement sessions with prospective partners to explore mutually beneficial

projects, sponsorships, or in-kind contributions.

✔ Track partnership discussions, commitments, and follow-up activities using a centralized database to ensure

continuity and accountability.

✔ Identify opportunities to align potential funding or resource support with City priorities and specific parks and

recreation initiatives for maximum impact.

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Case Study

Avenue Place Park and Trail in Houston, TX Houston's Avenue Place Park and Trail shows how cross-sector collaboration can expand park access and equity. Developed in 2015 with the Avenue Place/Avenue Terrace mixed-income community, the one-acre park transformed a former trucking site into a green space linking homes, schools, and transit. The Avenue Community Development Corporation led the project in partnership with the Houston Parks Board and the Houston Parks and Recreation Department, using public, private, nonprofit, and philanthropic funding. The result is a connected, inclusive park that supports health, affordability, and community pride. Source: Urban Land Institute "Successful Partnerships for Parks: Collaborative Approaches to Advance Equitable Access to Open Space"

Recommendation: Develop formal sponsorship and donation programs that provide clear opportunities for businesses and organizations to contribute to park improvements, amenities, and community programming. Action Items: ✔ Design tiered sponsorship packages for businesses and organizations that outline opportunities to support programs, facilities, or park improvements while receiving recognition or branding. ✔ Establish donation programs for specific amenities such as benches, playgrounds, trails, signage, or gardens to allow partners to contribute resources that enhance park and

recreation offerings.

✔ Develop clear and intuitive application and approval processes for sponsorships and donations to ensure alignment with City priorities, equity goals, and community benefit. ✔ Create marketing materials and outreach campaigns to promote sponsorship and donation opportunities to potential partners. ✔ Track and evaluate sponsorships and donations to assess financial impact, program enhancements, and partner satisfaction, adjusting approaches as needed.

Recommendation: Establish transparent policies and guidelines for public-private partnerships to ensure equitable access, community benefit, and alignment with City goals and values. Action Items: ✔ Develop clear policies outlining eligibility, scope, and types of contributions allowed in public-private partnerships including financial, in-kind, and volunteer support. ✔ Define roles, responsibilities, and expectations for both the City and private partners to ensure accountability and mutual benefit. ✔ Develop partnership evaluation criteria that assess community benefit, equity, and alignment with City goals, including considerations such as public access, affordability,

environmental impact, maintenance responsibility, and long-term community value.

✔ Create standard procedures for reviewing, approving, and monitoring public-private partnership agreements to maintain transparency and consistency. ✔ Regularly evaluate partnership outcomes, including program impact, financial contributions, and community reach to inform future agreements and continuous

improvement.

Recommendation: Design partnerships to be mutually rewarding, giving partners tangible and intangible benefits while advancing parks and recreation initiatives. Action Items: ✔ Offer recognition opportunities such as naming rights or public acknowledgment through newsletters, social media, and press releases. ✔ Provide partners with marketing and visibility opportunities by promoting their support through City communication channels and event materials. ✔ Grant partners access to facilities for events, workshops, employee wellness programs, or community engagement activities. ✔ Engage partners directly in programs, events, and volunteer opportunities that align with their mission and create measurable community impact. ✔ Share participation metrics, program results, and community feedback to demonstrate the outcomes and value of partner involvement. ✔ Facilitate networking and collaboration opportunities among partners, community organizations, and City departments to support multi-partner initiatives and knowledge

exchange.

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Strategy 4.1.4 Engage community partners and volunteers to strengthen participation in programs, events, and stewardship initiatives. Engaging community partners and volunteers strengthens programs, events, and stewardship initiatives across Brownsville's parks and open spaces. Active participation not only expands the City's capacity to deliver quality experiences but also deepens community connection and pride. Volunteers, neighborhood associations, schools, and civic groups bring creativity, energy, and local knowledge that make parks more vibrant, inclusive, and responsive to community needs. These partnerships build social capital, foster civic responsibility, and encourage residents to see themselves as co-creators of Brownsville's public spaces. At the same time, volunteer-driven efforts help sustain park programs, enhance maintenance, and generate local economic activity through events and gatherings. By empowering community members to play an active role in park life, Brownsville cultivates a shared sense of ownership and prosperity, ensuring that its park system continues to thrive through collaboration and stewardship. Recommendation: Develop a structured volunteer program that provides meaningful opportunities for community members to support programs, events, and park stewardship initiatives. Action Items: ✔ Create a centralized volunteer database and application system to recruit, track, and manage volunteers across programs, events, and stewardship initiatives. ✔ Streamline the volunteer approval process by coordinating directly with the

Human Resources Department to establish expedited review procedures, standardized forms, and clear communication channels that allow Parks and Recreation to efficiently recruit, approve, and mobilize volunteers.

✔ Develop role descriptions and expectations for volunteers to ensure

meaningful engagement and alignment with program needs.

✔ Schedule regular volunteer shifts and opportunities across programs, events,

and park maintenance projects to provide consistent engagement options.

✔ Establish a feedback and evaluation mechanism for volunteers to share

experiences, suggest improvements, and report outcomes.

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Case Study

"Parke Diem" in Portland, OR In Portland, the Parks and Recreation Department worked with the Portland Parks Foundation to launch "Parke Diem," a two-day, citywide stewardship event designed to mobilize community partners around park care. Instead of the City running dozens of separate cleanups, Portland invited friends groups, neighborhood associations, schools, faith groups, and businesses to "host" a project at their local park. The City provided the structure – project list, safety guidance, tools, and promotion – while community partners recruited volunteers and tailored activities to neighborhood needs. The first few years drew more than 1,000 volunteers across 70+ projects – the equivalent of months of park work in just two days. This model shows how a parks department can shift from doing the work to orchestrating it. By giving partners a ready-made way to participate, Portland was able to: • activate underused parks with visible, positive activity • build local ownership through existing groups (e.g., friends of..., school PTAs, civic clubs) • create an annual, repeatable "rallying moment" for stewardship Source: NRPA, "'Parke Diem' – Mobilizing Grassroots to Support Your Parks"

Recommendation: Foster partnerships with local community groups, neighborhood associations, and civic organizations to co-host programs, events, and environmental stewardship programs.

Case Study

Action Items: ✔ Identify local community groups, neighborhood associations, and civic organizations whose missions align with parks and recreation initiatives. ✔ Partner with local high school and college groups such as National Honor

Society chapters or student organizations to provide structured volunteer opportunities that contribute to parks and recreation initiatives and provide volunteer hours in return.

✔ Develop structured outreach and engagement plans to build relationships,

share resources, and coordinate collaborative programs and events.

✔ Collaborate with community partners to co-host recreation programs,

festivals, volunteer projects, and environmental stewardship activities.

✔ Establish clear roles, responsibilities, and communication channels to ensure

smooth coordination and mutual accountability for shared initiatives.

Recommendation: Provide training, resources, and support to volunteers and community partners to ensure safe, effective, and highquality participation in parks and recreation initiatives. Action Items: ✔ Develop training modules covering safety procedures, program-specific skills, and stewardship bets practices for volunteers and community partners. Ensure training is offered in-person and online, with bilingual options available. ✔ Provide access to tools, equipment, and materials needed for programs,

events, and park maintenance projects to ensure effective participation.

✔ Offer orientation sessions for new volunteers and partners to familiarize them

with policies, expectations, and opportunities within the Parks & Recreation system.

✔ Create ongoing professional development or skill-building workshops for

volunteers and community partners to enhance their contributions and leadership capacity.

✔ Establish support channels such as a volunteer coordinator or liaison to

address questions, troubleshoot challenges, and provide guidance throughout participation.

Volunteer Framework in Denver, CO Denver Parks and Recreation has developed a structured and strategic partnership and volunteer program that places community groups, businesses, and civic organizations at the center of park stewardship and programming. Through its "Get Involved" platform, the Denver Parks and Recreation Department offers one-day projects, long-term Adopt-a-Park opportunities, habitat restoration campaigns (e.g., bird migration monitoring, tree planting), and corporate/group service days. This model allows the Department to tap into community energy and resources while providing the logistical framework – training, tools, project lists, outreach – that enables neighborhood associations, nonprofits, schools, and businesses to lead meaningful stewardship efforts. Source: City of Denver

4.2 Invest & Reinvest Develop sustainable revenue models and partnerships that reinvest in parks and recreation, balancing affordability with financial growth to strengthen the system for the long term. Cross-Over Strategy

Reference 4.2.1, 5.4.4

Strategy 4.2.1 Implement revenue-generating programs and services within parks and recreation to further support the overall system. Implementing thoughtful, revenue-generating programs and services helps sustain and strengthen Brownsville's parks and recreation system over time. Facility rentals, special events, classes, and concessions can provide constant funding streams that support maintenance, improvements, and future programming while enriching the community's recreational offerings. When designed with affordability and inclusivity in mind, these opportunities balance financial growth with accessibility, ensuring that all residents can continue to enjoy high-quality parks and experiences. Aligning programs with community interests increases participation and builds loyalty, creating a self-sustaining cycle of engagement and reinvestment. By reinvesting locally generated revenue back into the park system, Brownsville can enhance quality, expand offerings, and build long-term financial resilience. Recommendation: Offer a diverse mix of programs, classes, and services that align with community interests while generating consistent revenue. Action Items: ✔ Develop a catalog of programs and services informed by community engagement findings in Chapter 2 and facility use data to align offerings with resident demand and maximize participation. ✔ Pilot new program formats such as workshops, specialty fitness classes, arts and cultural experiences, or

outdoor skills to test demand and identify programs with sustainable revenue potential.

✔ Introduce tiered pricing structures and sliding-scale fees to balance affordability with cost recovery, ensuring

all residents can participate regardless of income while maintaining financial viability (Reference Strategy 4.2.4).

✔ Establish program series and seasonal offerings that encourage repeat participation, building predictable

attendance and steady revenue streams.

✔ Track program performance through participation rates, net revenue, and cost recovery metrics to refine

offerings and prioritize high-impact programs.

✔ Partner with external instructors, coaches, or organizations to expand offerings through revenue-sharing

models, sponsorships, or facility rental agreements that support departmental revenue goals.

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Case Study

Understanding the True Cost of Service in San Diego, CA To improve fiscal sustainability, the City of San Diego Parks and Recreation Department conducted a Cost of Service Study to better understand the relationship between operational costs and revenue generation. The study analyzed expenses, user fees, facility rentals, and concession revenues to determine how effectively each program or facility contributed to cost recovery. The findings provided a clear picture of the department's "starting point" – identifying which services covered most of their costs and which relied heavily on general fund support. This datadriven approach allowed San Diego to make informed decisions about fee adjustments, partnership opportunities, and long-term maintenance funding. Source: City of San Diego

Recommendation: Expand opportunities for facility rentals, concessions, and equipment rentals to provide convenient services that support both residents and visitors. Action Items: ✔ Conduct a detailed inventory of available facilities and equipment at recreation centers and parks to determine feasible rental opportunities, prioritizing sites with existing staff coverage. ✔ Offer equipment rentals (e.g., sports gear, program supplies) exclusively at staffed recreation centers to ensure supervision, reduce risk, and maintain operational efficiency. ✔ Pursue public-private partnerships for kayak, paddle board, and canoe rentals at designated parks, and promote seasonal or guided experiences in collaboration with the

operator.

✔ Explore and develop bike rental opportunities at the Bike Barn to provide residents and tourists access to the city's trail network. ✔ Assess options to expand the hours of operation at the Bike Barn to better meet demand, including potential volunteer or partner support, seasonal schedules, or additional

staffing.

✔ Offer rental opportunities for pavilions, picnic areas, community rooms, pools, and event spaces with clear policies for scheduling, conflicts, and group usage. ✔ Explore concessions at high-traffic recreation centers and at sports facilities and provide snacks, beverages, or program-related items for purchase or rent. ✔ Highlight all facility and equipment rental opportunities through the City website, social media, partner networks, and onsite signage to increase visibility, utilization, and

participation.

Recommendation: Use performance tracking and community feedback to identify high-demand programs and services that can be scaled for greater financial impact. Action Items: ✔ Collect participation and attendance data for all programs, classes, rentals, and events to identify trends, peak usage times, and high-demand offerings. ✔ Track revenue performance by program type, facility rental, and equipment rental to determine which opportunities contribute most to financial sustainability. ✔ Gather community feedback through surveys, focus groups, and informal input to understand resident preferences, satisfaction, and unmet needs. ✔ Analyze program and service performance to identify opportunities to scale high-demand offerings, adjust schedules, or expand capacity. ✔ Refine or discontinue low-performing offerings to allocate staff, facilities, and resources toward programs and services that maximize both participation and revenue.

Recommendation: Strengthen marketing and outreach to maximize participation and revenue potential from programs, rentals, and services. Action Items: ✔ Develop a coordinated marketing plan for all programs, classes, and facility rentals to increase visibility among residents and visitors. ✔ Leverage digital channels such as the City website, social media platforms, and email newsletters to highlight program offerings and rental opportunities. ✔ Use targeted outreach to engage new demographics, including tourists, youth groups, seniors, and underserved communities, ensuring equitable awareness of

opportunities.

✔ Collaborate with external partners to promote programs and facilities through their networks and expand reach. ✔ Utilize on-site signage and materials at parks, recreation centers, and event spaces to inform visitors about rentals, programs, and upcoming activities.

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Priority Strategy

Strategy 4.2.2 Leverage seasonal events, tournaments, and tourism opportunities to increase participation and economic impact. Leveraging seasonal events, tournaments, and tourism opportunities expands Brownsville's reach and strengthens the economic impact of its parks and recreation system. Hosting sports leagues, festivals, and destination events attracts visitors from across the region, generating revenue for local businesses and creating new opportunities for community engagement. These events showcase Brownsville's parks, trails, and cultural amenities, reinforcing the city's identity as a welcoming and active destination. Increased visitation also supports reinvestment in park facilities, amenities, and programming, ensuring long-term system sustainability. By cultivating a dynamic calendar of recreation and cultural events, Brownsville can boost tourism, strengthen civic pride, and position itself as a regional hub, benefiting both residents and the local economy. Recommendation: Plan and host seasonal events and special programs that attract residents and visitors, highlight local culture, and generate economic activity. Action Items: ✔ Develop a seasonal events calendar that aligns with local holidays, cultural traditions, and peak tourism periods to increase participation and visibility. ✔ Identify potential high-impact event locations within parks and recreation facilities that can accommodate expected attendance, provide amenities, and showcase

Brownsville's assets.

✔ Incorporate community partnerships to co-host activities, provide volunteers, and enhance programming. ✔ Integrate marketing and promotion early in the planning process to attract residents, visitors, and tourists, leveraging digital, print, and partner networks. ✔ Ensure accessibility and inclusivity by considering pricing, program format, and site accessibility to allow broad participation across demographics.

Recommendation: Develop and support sports tournaments and competitive events that draw regional participants and spectators to Brownsville. Action Items: ✔ Identify high-demand sports and competition types with regional appeal including youth, amateur, and adult leagues. ✔ Coordinate scheduling with existing facility availability to maximize usage of fields, courts, pools, and other recreational spaces for tournaments without disrupting regular

programming.

✔ Develop tournament packages and pricing structures that include facility rentals, equipment use, and optional amenities to generate revenue while remaining attractive to

participants.

✔ Collaborate with sports organizations, leagues, and clubs to co-host events, provide officials or volunteers, and promote tournaments to a wider audience. ✔ Integrate marketing and tourism outreach to attract regional participants and spectators, highlighting local attractions, accommodations, and dining options.

Recommendation: Coordinate with tourism partners, local businesses, and hospitality providers to increase economic impact and visitor engagement from parks and recreation events. Action Items: ✔ Establish formal partnerships with local tourism offices, hotels, restaurants, and visitor centers to promote parks and recreation events to regional and out-of-town audiences. ✔ Develop joint marketing campaigns with tourism and business partners to highlight events, tournaments, and seasonal programs, leveraging multiple channels for broader

reach.

✔ Collaborate on event experiences by integrating local businesses into programming (e.g., food vendors, merchandise, guided tours) to enhance visitor engagement and

spending.

✔ Offer sponsorship opportunities for local businesses to support events while increasing their visibility and community presence.

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Local Highlight

Games of Texas Brownsville In 2024, the City of Brownsville hosted the Games of Texas, marking one of the city's largest sporting events. Over four days, the event brought thousands of athletes, families, and spectators from across the state to compete in 16 sports, transforming Brownsville's parks, recreation centers, and school facilities into vibrant hubs of energy and celebration. The city collaborated closely with the Texas Amateur Athletic Foundation, Brownsville ISD, and numerous community partners to make the games possible. The event generated an estimated $4.8 million in local economic activity, boosting hostel occupancy, restaurant sales, and tourism visibility while demonstrating the city's capacity to host high-impact athletic events. Beyond the economic benefits, the Games strengthened civic pride and community participation – positioning Brownsville as a destination for regional sports tourism and recreation. Source: City of Brownsville

Recommendation: Use data and feedback from past events to refine programming, scheduling, and marketing to increase participation and economic returns. Action Items: ✔ Collect participation and attendance data for seasonal events, tournaments, and special programs to identify trends, peak times, and high-demand offerings. Data collection methods could include: • Pre-registration or online sign-ups for programs, classes, tournaments, or events • On-site check-ins through staffed check-in tables • Ticketing or wristbands for event attendance • Program and facility staff logs to record daily participation for drop-in programs, rentals, or classes ✔ Gather qualitative feedback from attendees, participants, vendors, and community partners through surveys,

comment cards, and post-event meetings.

✔ Analyze participation and feedback data to identify successes, areas for improvement, and opportunities to

enhance programming, scheduling, and marketing for future events.

Strategy 4.2.3 Leverage public-private partnerships to increase financial and resource support for parks and recreation. Leveraging public-private partnerships expands Brownsville's ability to sustain and enhance its parks and recreation system through shared investment and innovation. Collaborating with private businesses, sponsors, and philanthropic organizations provides valuable funding, materials, and expertise that help improve facilities, expand programs, and increase operational efficiency. These partnerships create mutually beneficial relationships, offering partners opportunities for community engagement, brand visibility, and social impact while enabling the City to extend the reach and quality of its services. Through clear agreements and shared goals, public-private partnerships can also unlock new avenues for creative programming, event sponsorship, and infrastructure improvements. By cultivating trusted, long-term partnerships, Brownsville can build a more resilient and well-resourced park system that thrives through collaboration and reinvests in community wellbeing. Recommendation: Identify and cultivate relationships with private sector partners, foundations, and philanthropic organizations to secure funding and in-kind resources that support parks and recreation programs, facilities, and initiatives. Action Items: ✔ Map potential private sector partners, foundations, and philanthropic organizations whose missions align with parks, recreation, health, or community development. These could include local businesses, healthcare institutions, gyms and fitness organizations, cultural and arts groups, and tourism or hospitality entities. ✔ Develop targeted outreach strategies to initiate contact, build relationships, and communicate opportunities

for collaboration or funding.

✔ Schedule regular meetings or engagement sessions with prospective partners to explore mutually beneficial

projects, sponsorships, or in-kind contributions.

✔ Track partnership discussions, commitments, and follow-up activities using a centralized database to ensure

continuity and accountability.

✔ Identify opportunities to align potential funding or resource support with City priorities and specific parks and

recreation initiatives for maximum impact.

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recreation offerings.

environmental impact, maintenance responsibility, and long-term community value.

improvement.

exchange.

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Best Practice

Best Practice: Defining Partnership Roles Public-private and cross-sector partnerships play a vital role in bridging the gap between community needs and available public resources for parks and recreation. For these collaborations to succeed, each partner must have clearly defined responsibilities and shared expectations. These roles should be formalized through written agreements and guided by the partner best positioned to deliver specific aspects of the project effectively, equitably, and efficiently. Common partnership structures and roles include: Sector

Entity/Organization

Selected Possible Roles

Public

Parks Departments

Accountability/enforcing park access/operations agreements, leasing land for park development, managing partnerships, making capital investments

Other City Departments/ Agencies (planning, economic development, mayors’ offices, housing authorities, etc.)

Facilitating community engagement/park-visioning exercises, issuing bonds for park development, coordinating park and affordable housing development, identifying partnership opportunities, making capital investments

Real Estate Developers

Creating/operating parks alongside development projects, contributing funding for nearby parks/park operators

Landscape Architects and other Designers

Incorporating sustainable/resilient design into new and renovated parks, designing parks to meet community needs

Building Owners, Businesses, and Corporations

Contributing funding for parks, sponsoring events/programs

Concessions and Park-Related Businesses

Activating public spaces, contributing new sources of revenue to offset operation and maintenance costs

Community Development Corporations

Providing programs/services that leverage park development/access, spearheading affordable housing and housing preservation efforts to mitigate potential park-related displacement

Neighborhood/ Community Groups

Advocating for new or improved parks, working with partners to ensure that parks reflect community needs, organizing cleanups

Business Improvement Districts

Developing and maintaining parks, organizing park events/programs, making capital investments

Private Foundations/ Individual Donors

Contributing funding for parks; spearheading park-related cross-sector collaboration/ coordination; advancing health, resilience, and social equity priorities

Private

Nonprofit

Philanthropic

Source: Urban Land Institute "Successful Partnerships for Parks: Collaborative Approaches to Advance Equitable Access to Open Space"

Strategy 4.2.4 Implement sustainable revenue models that balance affordability, equity, and financial stability across parks and recreation programs, services, and facilities. Implementing sustainable revenue models ensures that Brownsville's parks and recreation system remains both financially stable and socially equitable. Consistent funding allows the City to maintain quality facilities, expand programs, and invest in long-term improvements while ensuring that affordability remains central to every offering. Through a balanced mix of fee-based services, bundled opportunities, sponsorships, and flexible pricing models such as scholarships or sliding scales, the City can generate steady revenue without creating barriers to participation. These adaptive approaches help broaden access, increase community engagement, and make recreation opportunities available to residents of all ages and income levels. By aligning fiscal sustainability with inclusion, Brownsville can build a resilient park system that thrives over time, one that continues to deliver health, social, and economic benefits to the community while ensuring that every resident has the opportunity to participate and belong. Recommendation: Establish equitable pricing structures to ensure all residents can participate in revenue-generating programs, services, and facility rentals. Action Items: ✔ Design sliding scale or proportional pricing for programs, services, and facility rentals that adjust fees based on household income, family size, or other relevant criteria. ✔ Define clear eligibility requirements and verification methods to ensure reduced rates are applied fairly and consistently. ✔ Train staff on the equitable pricing system to apply rates accurately and answer participant questions. ✔ Monitor and evaluate financial impact to ensure equitable pricing maintains revenue sustainability while expanding access. ✔ Promote equitable pricing options through the Parks and Recreation website, registration platforms, social media, and printed materials to raise community awareness.

Recommendation: Develop scholarship or subsidy programs for low-income residents to maintain inclusive access while sustaining revenue streams. Action Items: ✔ Define eligibility criteria and application processes to ensure fairness, transparency, and accessibility for residents who qualify. ✔ Develop clear guidelines for award amounts and program coverage, including full or partial subsidies to balance equity with financial sustainability. ✔ Promote scholarship and subsidy opportunities through the Parks and Recreation website, community outreach, local schools, and partner organizations. ✔ Identify and secure funding sources to sustain the scholarship program such as:

• Allocating a portion of the Parks & Recreation budget • Reinvesting a percentage of program or facility revenue • Securing sponsorships, donations, or grants • Hosting fundraising events • Partnering with schools, universities, or community organizations for co-funding ✔ Engage community partners to support outreach, funding, or in-kind contributions that enhance the scholarship or subsidy program. ✔ Train staff on scholarship and subsidy application procedures so they can effectively guide residents through the process. Ensure guidance is available in both English and

Spanish, ensuring equitable access and consistent communication.

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Case Study

Youth Sports Equity Grant Program: Expanding Access Through Partnerships and Funding The National Recreation and Park Association (NRPA) and Musco Lighting launched the Youth Sports Equity Grant Program to help local park and recreation agencies more accessible for all. The program provides $20,000 in grant funding and in-kind support such as lighting infrastructure or mini pitches to increase equitable access to youth sports and physical activity. Across the country, grantee cities used these funds to break down cost and access barriers. Garnder, North Carolina expanded adaptive sports and hired an inclusion specialist to train staff. Pico Rivera, California created a PlayPass Sports Equity Program to help low-income youth afford registration fees. Pasco, Washington used grant funds to conduct a youth sports equity assessment. These examples demonstrate how grant funding can offset participation costs, support infrastructure upgrades, and promote more inclusive programming. Source: NRPA, "NRPA Youth Sports Equity Grants: Transforming Communities Through Inclusive Athletics"

Recommendation: Develop financially sustainable program and service models that generate consistent revenue through memberships, rentals, and special events while maintaining affordability for residents. Action Items: ✔ Develop multi-session or class bundles that offer discounted rates for residents who purchase multiple classes or program sessions upfront, encouraging repeat participation. ✔ Create seasonal or annual passes for facilities such as pools, recreation centers, or trails to generate

predictable, recurring revenue while providing flexibility for residents.

✔ Offer equipment rental packages for high-demand items such as kayaks, paddle boards, and bikes, including

options for single-use or bundled rentals.

✔ Establish facility rental packages for recurring groups or organizations (e.g., sports leagues, clubs, or

community organizations) to simplify booking and encourage consistent use.

✔ Pilot innovative revenue programs such as themed workshops, pop-up fitness classes, or special event add-

ons to test demand and expand funding sources.

Recommendation: Regularly review pricing and participation data to adjust rates, bundles, or packages based on demand, community feedback, and financial performance. Action Items: ✔ Collect participant and revenue data for programs, services, and facility rentals, including class attendance, membership use, and equipment rentals. ✔ Gather community feedback through post-program surveys, registration platforms, and informal input to

understand satisfaction and perceived value.

✔ Compare participation trends with pricing models to identify programs or packages that may benefit from

rate adjustments, new bundles, or promotional offers.

✔ Adjust pricing, packages, or bundles based on data insights while maintaining equity and accessibility for all

residents.

Recommendation: Communicate pricing options, bundled packages, and scholarship opportunities clearly to the public to raise awareness, uptake, and perceived value. Action Items: ✔ Develop clear marketing materials that outline program fees, sliding scale options, bundled packages, and scholarship opportunities. ✔ Promote pricing and package information across multiple channels, including the Parks and Recreation

website, social media, email and printed newsletters, flyers, and on-site signage.

✔ Integrate information into registration platforms so residents can easily see all available pricing, bundles, and

scholarship options during sign-up.

✔ Train staff to communicate options effectively when responding to pricing inquiries at recreation centers, on

the phone, or via email.

✔ Collaborate with partners to share pricing and scholarship information with broader audiences.

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4.3 Quality of Life Leverage parks and recreation as a driver of health, inclusion, and opportunity – enhancing Brownsville's livability, cultural identity, and appeal as a place to live, work, and invest. Priority Strategy

Strategy 4.3.1 Position parks and recreation as a catalyst for workforce development and skills advancement. Parks and recreation facilities can serve as powerful catalysts for workforce development, expanding their role beyond leisure to become platforms for learning, training, and opportunity. By hosting skill-building workshops, GED courses, workforce certification programs, and career-oriented events, the City can help address gaps in education, employment, and income, empowering residents to build more stable and fulfilling livelihoods. These programs strengthen both individual and community capacity, particularly when designed to reach youth, underemployed adults, and other underserved populations. Through partnerships with schools, colleges, and local employers, parks and recreation can bridge education and workforce pathways, helping residents gain the skills needed for emerging industries and community-based jobs. By positioning parks as spaces for growth and advancement, Brownsville can foster a more equitable and resilient economy, one where recreation, education, and opportunity come together to enhance quality of life and shared prosperity. Recommendation: Partner with educational institutions, workforce boards, and training providers to host GED courses, certification programs, and career-readiness workshops in parks and recreation facilities. Action Items: ✔ Formalize agreements with institutions of higher education and the Workforce Solutions Board of Cameron County to provide recurring GED prep courses and skills training at recreation centers. ✔ Designate multipurpose rooms in community and recreation centers as classroom space equipped with Wi-

Fi, projectors, and seating to accommodate training sessions.

✔ Collaborate with workforce partners to offer entry-level certifications such as CPR/First Aid, OSHA safety

training, or customer service and hospitality training, equipping residents with practical skills that directly support employment opportunities in key industries.

Case Study

City of Los Angeles Parks & Recreation – Building Pathways to Employment The Los Angeles Department of Recreation and Parks offers a series of pathway programs that transform parks into platforms for career development. Through initiatives like City Pathways to Childcare and City Pathways for Youth, participants gain hands-on experience and paid training in fields such as early childhood education, recreation, maintenance, administration, and park services while earning wages and building real-world skills for future careers. Complementing these programs, Summer Night Lights activates 43 parks across the city with family-friendly events, youth-led programming, and employment opportunities through the SNL Youth Squad, which works onsite from July through September. Source: City of Los Angeles Department of Recreation and Parks

✔ Schedule evening and weekend class times to support working adults and nontraditional learners. ✔ Offer free or subsidized childcare during class sessions to reduce barriers for parents seeking education or

training.

✔ Market GED and certification programs through parks communication channels to increase community

awareness and enrollment.

Image Source: City Parks Alliance

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Resource Highlight

NRPA's Youth Workforce Development Framework Local park and recreation agencies are trusted providers of out-of-school time programs and serve as natural hubs for workforce development and career readiness. As major youth employers, these agencies are uniquely positions to expand access to job training, mentorship, and leadership opportunities that prepare young people for future success. The NRPA Youth Workforce Development Framework offers and overview of how parks and recreation systems across the country are advancing workforce development, sharing key findings, lessons learned, and replicate models. It highlights how agencies are connecting youth to green jobs, civic service, and recreation-based employment – demonstrating how parks can function as pathways to economic opportunity and community wellbeing. Source: NRPA, "Youth Workforce Development Framework"

Recommendation: Develop workforce pathways within the parks and recreation system by offering internships, apprenticeships, and job training programs in fields such as landscaping, maintenance, recreation programming, conservation, and customer service. Action Items: ✔ Establish internship programs for high school and college students to gain hands-on experience in parks and recreation operations, maintenance, programming, and customer service. ✔ Partner with workforce boards and training providers to develop short-term apprenticeship opportunities in

landscaping, turf management, irrigation, and park maintenance.

✔ Create seasonal or part-time employment programs for youth and young adults that provide job training

while supporting park operations, special events, or recreation programming.

✔ Develop a structured "entry-level to career" pathway within the department by connecting seasonal or part-

time staff to permanent opportunities through mentorship and on-the-job training.

✔ Work with local schools and colleges to embed parks-related job training into curricula or service-learning

opportunities that prepare students for entry-level employment.

Recommendation: Leverage parks and recreation facilities as venues for job fairs, career expos, and networking events in collaboration with local employers and industry groups. Action Items: ✔ Identify parks and recreation facilities best suited for hosting career-focused events such as recreation centers, community rooms, and event spaces. ✔ Partner with local employers, Chamber of Commerce, workforce boards, and educational institutions to

participate in job fairs and career expos.

✔ Offer reduced or waived facility rental fees to incentivize employer participation. ✔ Provide logistical support for events including tables, signage, audiovisual equipment, and event staff.

Recommendation: Support community capacity-building by providing space and resources for partner-led training, certification, and entrepreneurial programs in parks and recreation facilities. Action Items: ✔ Partner with local sports leagues, art councils, universities, and health organizations to deliver training and certification programs using City facilities as host venues. ✔ Streamline facility reservation and coordination processes to make it easy for partner organizations to

schedule and manage workshops, training sessions, or certification events.

✔ Provide supplemental resources such as access to classrooms, audiovisual equipment, or outdoor spaces to

support program delivery and enhance participant experience.

✔ Promote partner-led programs through City communication channels, event calendars, and social media to

increase visibility and participation.

✔ Evaluate partnerships annually to ensure offerings align with community needs and advance the

department's education and workforce development goals.

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Case Study

Clearfork Trailhead in Forth Worth, TX The Clearfork Trailhead in Fort Worth illustrates how integrating recreational amenities into redevelopment can elevate quality of life while attracting residential and commercial investment. Created through a partnership between the City of Fort Worth, the Trinity River Vision Authority, and private developers, the trailhead was designed as a signature gateway to the Trinity Trails system, pairing highquality infrastructure with amenities such as restrooms, seating, bike facilities, shade, and an adjacent café. Its carefully maintained facilities and inviting public spaces have made it a regional destination, strengthening safety, comfort, and year-round trail use. Clearfork demonstrates how maintaining and enhancing parks and trails, and embedding recreation into new development, can create a strong sense of place that appeals to residents, visitors, and prospective investors alike. Source: Clearfork

Strategy 4.3.2 Strengthen Brownsville's attractiveness for talent and investment through high-quality parks, trails, and recreational amenities. A high-quality, accessible parks and recreation system is central to making Brownsville an attractive place to live, work, and invest. Parks, trails, and recreational amenities enhance daily life by providing opportunities for connection, wellness, and outdoor enjoyment – qualities increasingly sought by residents, families, and businesses. Vibrant green spaces, scenic trails, and engaging public amenities, not only strengthen community well-being but also serve as powerful tools for talent recruitment and economic development. By showcasing Brownsville's natural landscapes, cultural destinations, and year-round recreation opportunities, the City can project a strong identity rooted in health, inclusivity, and environmental beauty. Recommendation: Maintain and enhance parks, trails, and recreational facilities to ensure they are safe and appealing, creating a positive impression for residents, visitors, and potential investors. Action Items: ✔ Implement a routine maintenance schedule for all parks, trails, and facilities, including landscaping, signage, lighting, and amenity upkeep. ✔ Conduct periodic safety audits and accessibility assessments to ensure compliance with safety standards

and ADA requirements.

✔ Prioritize improvements to high-visibility or heavily trafficked areas to maximize the positive impact on

residents, visitors, and potential investors.

✔ Upgrade aging infrastructure such as playgrounds, trails, pavilions, and restrooms to maintain modern,

attractive, and functional spaces.

✔ Incorporate wayfinding, interpretive signage, and informational kiosks to improve the user experience and

highlight local amenities.

Recommendation: Integrate recreational amenities into new development and redevelopment projects to showcase the city's commitment to quality of life and attract residential and commercial investment. Action Items: ✔ Collaborate with the planning and development departments to identify opportunities for parks, trails, and recreation amenities in new residential, commercial, and mixed-use projects. ✔ Encourage developers to include public green spaces, plazas, walking/bike paths, or recreational facilities as

part of site plans through incentives or development guidelines such as:

• Density bonuses or open space credits for projects that dedicate land for public parks or trails • Reduced permitting fees or expedited review for developments that incorporate publicly accessible green infrastructure or recreation areas • Adopt-a-trail or adopt-a-park partnerships allowing private developers to fund or maintain portions of greenways or small parks • Design coordination requirements ensuring private pathways align with the City's larger mobility network ✔ Review proposed developments for alignment with citywide parks, trail, and open space plans to ensure

connectivity and integration with existing recreational assets.

✔ Establish design standards and best practices for integrating high-quality, accessible recreational amenities

into development projects. Refer to Appendix E for general guidance.

Did you Know?

Investing in parks isn't just good for community wellbeing – it's good for business. High quality parks, trails, and open spaces make cities more attractive to residents, employers, and investors alike. According to the Urban Land Institute (ULI) and the National Recreation and Park Association (NRPA), proximity to well-maintained parks can increase property values, attract new residents, and encourage business investment in nearby areas. Access to vibrant green spaces also supports workforce attraction and retention, as today's workers increasingly seek communities that offer active living, environmental quality, and a strong sense of place. By highlighting its waterfronts, trails, and natural assets, Brownsville can turn its parks into an economic engine for future growth.

Recommendation: Highlight unique local assets such as waterfront access, historic sites, or nature preserves in marketing materials and city promotions to enhance Brownsville's appeal to prospective talent and investors. Action Items: ✔ Develop a coordinated marketing toolkit that features signature parks, trails, cultural destinations, and natural assets, showcasing high-quality photos, maps, and stories related to parks and recreation. Distribute the toolkit across the City website, social media, visitor centers, and economic development organizations to attract new residents, businesses, and investors. ✔ Collaborate with the City's economic development and tourism departments to integrate parks and recreation

assets into broader city marketing campaigns.

✔ Create themed itineraries or guides that highlight key recreational, cultural, and natural attractions for

residents, prospective residents, and visitors. Offer these guides on the Park and Recreation Department website.

✔ Partner with local media and influencers to feature parks, open spaces, and recreation amenities in

community stories and promotional campaigns.

Recommendation: Foster public spaces that support a vibrant community experience such as plazas, parks, and trails that encourage social interaction, outdoor activity, and cultural engagement. Action Items: ✔ Design and program public spaces to accommodate a variety of activities including casual recreation, community gatherings, cultural events, and fitness opportunities (Reference Strategy 1.2.1). ✔ Enhance plazas, parks, and trails with amenities such as seating, shade structures, lighting, public art, and

interactive elements to encourage longer and more frequent visits.

✔ Promote year-round activation of public spaces through seasonal programming, markets, pop-up events and

festivals in partnership with local organization (Reference Strategy 1.2.2).

✔ Ensure public spaces are accessible, safe, and inclusive for people of all ages, abilities, and backgrounds

(Reference Strategy 2.2.4).

Source: Urban Land Institute "The Case for Open Space" (2018) Source: National Recreation and Park Association "Economic Impact of Local Parks" (2021)

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Strategy 4.3.3 Elevate community health and wellness as a cornerstone of quality of life and economic vitality. Elevating community health and wellness as a core value of daily life strengthens both individual vitality and the city's long-term prosperity. Parks and recreation provide accessible opportunities for physical activity, mental restoration, and social connection – key ingredients for reducing chronic disease, improving quality of life, and supporting a health, productive population. Accessible trails, fitness areas, and wellness programming make active living an easy and enjoyable part of everyday routines, while community-wide initiatives promote healthier habits across all ages and neighborhoods. By prioritizing wellness, the City not only supports residents' well-being but also reduces public health costs and enhances workforce productivity. Positioning parks and recreation as essential health infrastructure allows Brownsville to cultivate a stronger, more resilient community. Recommendation: Offer diverse, inclusive, and accessible recreation programs that promote physical activity, mental well-being, and social connection across all ages, abilities, and interests. Action Items: ✔ Develop a broad mix of program offerings, including fitness classes, team sports, arts and cultural programs, intergenerational activities, and wellness workshops (Reference Strategy 1.2.3).

Resource Highlight

NRPA's Parks, Recreation, and Healthcare: Partnerships to Advance Community Wellness Hubs The Parks, Recreation, and Healthcare resource from the National Recreation and Park Association (NRPA) outlines how cross-sector partnerships with healthcare organizations can strengthen community wellness.

✔ Ensure programs are designed to be inclusive and accessible, addressing varying abilities, ages, cultural

backgrounds, and socioeconomic circumstances (Reference Strategy 1.2.3).

✔ Use community engagement data outlined in Chapter 2 to identify gaps in programming and adjust offerings

to better meet resident needs.

✔ Rotate program schedules and locations to improve accessibility and encourage consistent participation

across neighborhoods (Reference Strategy 2.2.5).

✔ Train staff and volunteers in inclusive program delivery, cultural competency, and strategies for engaging

diverse populations.

Recommendation: Expand and enhance active transportation and trail networks to encourage daily movement and safe access to parks, schools, and key destinations (Reference Strategy 2.2.2). Action Items: ✔ Identify priority areas for new trails, sidewalks, and bike lanes that improve connectivity to parks, schools, and community destinations. ✔ Upgrade and maintain existing trails and pathways to ensure they are safe, accessible, and clearly marked

with signage and wayfinding.

✔ Collaborate with transportation and planning departments to coordinate trail and sidewalk construction with

broader infrastructure projects.

By serving as Community Wellness Hubs, parks can connect residents to nutritious foods, preventive health programs, and social services – which ultimately create new opportunities for local employment, small business participation, and placebased investment. The guide walks agencies through five foundational steps to successful partnerships. These collaborations not only reduce barriers to health but also expand the local economy by stimulating activity in parks and nearby neighborhoods – demonstrating that healthy communities and thriving economies grow together.

✔ Promote walking, biking, and other active transportation modes through community challenges, events, and

public education campaigns.

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Source: NRPA, "Parks, Recreation, and Healthcare: Partnerships to Advance Community Wellness Hubs"

Recommendation: Partner with health organizations, clinics, and wellness providers to deliver preventive health programs, screenings, and educational workshops in parks and recreation facilities. Action Items: ✔ Identify potential health partners such as hospitals, clinics, public health organizations, and wellness providers for collaboration (Reference Strategy 4.1.2). ✔ Develop a calendar of preventive health programs such as screenings, immunization drives, nutrition workshops, and wellness seminars. ✔ Utilize parks, recreation centers, and open spaces as accessible venues for health programs and workshops. ✔ Coordinate with partners to provide staffing, equipment, and educational materials for programs and events (Reference Strategy 4.1.2). ✔ Promote health initiatives through city communication channels, partner networks, and community organizations to maximize participation (Reference Strategy 4.1.4).

Recommendation: Incorporate nature-based and restorative spaces within parks to support mental health, stress reductions, and relaxation. Action Items: ✔ Identify underutilized park areas that could be transformed into restorative spaces with features such as gardens, quiet zones, water elements, and shaded seating (Reference Strategy 1.3.1). ✔ Integrate walking paths, contemplative spaces, and sensory-rich landscapes that encourage relaxation and mindfulness. ✔ Include amenities such as benches, hammocks, or small pavilions to allow for rest, reflection, and low-intensity activity. ✔ Collaborate with environmental organizations, landscape architects, and community volunteers to design and maintain these restorative spaces. ✔ Promote awareness of restorative areas through signage, maps, and programming that highlights their mental health benefits.

Recommendation: Promote public health campaigns and wellness initiatives through parks and recreation programming to foster long-term healthy lifestyle habits. Action Items: ✔ Collaborate with local health departments, clinics, and wellness organizations to develop public health campaigns tailored to community needs (Reference Strategy 4.1.2). ✔ Integrate health-focused messaging and resources into existing recreation programs, classes, and special events. ✔ Launch seasonal or themed wellness initiatives such as "Healthy Living Challenges," nutrition workshops, or activity tracking programs. ✔ Utilize multiple communication channels including social media, newsletters, signage, and community partners to raise awareness of wellness initiatives. ✔ Offer incentives, recognition, or rewards for participation in wellness programs to encourage engagement and sustained healthy behaviors. ✔ Monitor participation and gather feedback to evaluate the effectiveness of campaigns and refine future programming.

Cross-Over Strategy

Reference 1.2.4, 4.3.4

Strategy 4.3.4 Design welcoming and inclusive environments that celebrate culture and belonging. Parks and public spaces serve as powerful venues for storytelling, celebration, and connection – places where Brownsville's diverse cultures can be seen, heard, and honored. By integrating local heritage, public art, and community traditions into park design and programming, the City can create environments that reflect the people who live there and foster a shared sense of belonging. Cultural placemaking initiatives invite residents to take pride in their collective identity while also drawing visitors to experience the richness of Brownsville's history, creativity, and spirit. Inclusive design and programming ensure that every resident feels welcome, valued, and represented in the city's public spaces. Through intentional celebration of culture and community, Brownsville can transform its parks into living expressions of identity – vibrant inclusive places that strengthen connection, attract new energy, and showcase the city's character.

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4.4 Destination Brownsville Elevate Brownsville's unique cultural, ecological, and recreational assets to position the city as a regional destination for residents, visitors, and tourists alike. Priority Strategy

Strategy 4.4.1 Position parks, trails, and public spaces as key destinations that showcase Brownsville's natural, cultural, and recreational assets. Brownsville's diverse parks, trails, and public spaces are th heart of its identity and a powerful foundation for its appeal as a regional destination. By showcasing the city's natural landscapes, cultural heritage, and recreational amenities, these spaces can serve as signature experiences that attract visitors while enriching daily life for residents. From scenic resacas and vibrant cultural districts to trail networks and event spaces, Brownsville's park system offers opportunities for exploration, celebration, and connection. Strengthening these assets through strategic investment, marketing, and programming enhances both the visitor experience and community pride. By positioning its parks and trails as gateways to Brownsville's story, the City can boost tourism, support local businesses, and establish itself as a leading destination for authentic, place-based experiences in South Texas. Recommendation: Showcase Brownsville's trail systems as signature destinations that connect residents and visitors to nature, history, and recreation. Action Items: ✔ Map and inventory key trail networks to identify opportunities for improvement, connectivity, and visitor promotion. ✔ Enhance trail signage, wayfinding, and interpretive materials to showcase historical, ecological, and recreational features that attract both residents and tourists. Work with

historians, ecologists, and cultural organizations to ensure educational content is accurate, engaging, and locally relevant (Reference Strategy 2.3.1 for guidance on design standards).

✔ Develop marketing campaigns and digital resources that highlight trail experiences and encourage visitation from regional and out-of-town audiences. ✔ Implement trail amenities such as benches, observation points, restrooms, and water stations in high-traffic areas to improve visitor experience and extend visit duration.

Recommendation: Incorporate cultural identity into public spaces through art, interpretive signage, events, and design elements that reflect Brownsville's heritage and identity. Action Items: ✔ Commission local artists to create public art installations, murals, or sculptures that highlight Brownsville's cultural heritage in key parks and plazas. ✔ Develop interpretive signage and self-guided tours that tell the story of Brownsville's history, traditions, and notable figures. ✔ Program culturally themed events and workshops in parks and recreation facilities to celebrate local traditions and engage visitors. ✔ Collaborate with historical societies, cultural organizations, and community groups to ensure authenticity and broad community representation in cultural programming.

Recommendation: Elevate recreational amenities in parks and trails to create distinctive, high-quality experiences that attract regional visitors and strengthen local pride. Action Items: ✔ Upgrade existing park and trail amenities including playgrounds, restrooms, picnic areas, and trail surfaces to meet visitor expectations for comfort and safety. ✔ Introduce distinctive features or signature attractions that set Brownsville's parks apart and draw visitors from throughout the region while fostering local pride. ✔ Ensure parks and trails are accessible to all users including families, seniors, and people with disabilities to increase participation and tourism appeal (Reference Strategy

2.2.4).

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Case Study Parks as Destinations: Iconic Experiences Rooted in Place Signature attractions turn Brownsville's parks, trails, and open spaces into destinations that celebrate nature, culture, and community. By investing in iconic, place-based experiences, the City can strengthen local pride, welcome visitors, and showcase the authentic spirit of Brownsville. The following concepts highlight ways Brownsville's parks can act as distinctive destinations, providing a rich experience for residents and drawing visitors from throughout the region: Nature-Based Attractions:

Cultural Attractions:

Destination Parks:

•

Resaca-Front Eco-Parks: Create immersive waterfront destinations with boardwalks, bird blinds, kayak launches, and shaded overlooks that connect users to the resaca network. Native Plant Arboretums & Pollinator Gardens: Feature South Texas flora through curated gardens with shaded seating, interpretive signage, and opportunities for hands-on learning. Storm water Learning Landscapes: Design bioswales, rain gardens, and wetlands that manage runoff while serving as public demonstration sites for sustainable design. Urban shaded groves: Establish dense canopy plantings with integrating cooling features and rest areas that make connection to nature comfortable year-round.

Dallas Arboretum

Source: Dallas Arboretum

•

Rotating Public Art Corridors: Activate trails and park promenades with changing art installations and storytelling elements featuring regional artists. Heritage Plazas: Design plazas that showcase Brownsville's history, languages, and traditions through art, landscape, and material selection Outdoor Performance Lawns & Amphitheaters: Provide flexible venues for live music, dance, theater, and film events that celebrate the Rio Grande Valley's culture and energy.

Chuck Heinrich Memorial Park in El Paso, TX Source: Texas Highways

•

Greenway Hub: Develop a highly branded, art-infused park node that serves as a central connector to the regional trail systems. Interactive Light & Water Displays: Introduce dynamic, photogenic features such as illuminated fountains or responsive lighting that serve as recognizable community icons. Brownsville Nature Center: Establish a signature destination that interprets the city's ecological and cultural story through exhibits, trails, and immersive outdoor learning experiences.

Trinity River Audubon Center in Dallas, TX Source: Trinity River Audubon Center

Recommendation: Partner with tourism organizations, cultural institutions, and community groups to promote parks and public spaces as must-see destinations within Brownsville. Action Items: ✔ Establish formal partnerships and regular coordination with tourism offices, cultural institutions, and community organizations to align messaging, programming, and promotion of parks and trails as key visitor destinations. ✔ Develop joint marketing initiatives with museums, cultural centers, and universities to highlight

complementary experiences within the city.

✔ Coordinate with community organizations to host signature events, festivals, or seasonal programs in parks

that attract regional visitors (reference Strategy 4.1.2).

✔ Leverage social media, local media, and tourism platforms to raise awareness of parks, trails, and recreation

offerings for both residents and tourists.

Priority Strategy

Strategy 4.4.2 Align parks and recreation programming with signature cultural celebrations and regional events to enhance Brownsville's tourism appeal. Aligning parks and recreation programming with Brownsville's signature cultural celebrations and regional events strengthens the city's tourism appeal and reinforces its vibrant identity. Festivals such as Charro Days, holiday celebrations, and seasonal markets already draw visitors from across Texas and beyond. By integrating park-based programming such as concerts, art exhibits, family activities, or wellness events into these festivities, the City can extend visitor stays, boost local spending, and showcase its park as dynamic cultural venues. Parks and open spaces provide the welcoming backdrops that transform local traditions into immersive community experiences. This integration also creates more opportunities for residents to participate, building civic pride while supporting small businesses and artisans. Through intentional coordination between cultural programming and park activation, Brownsville can position itself as a regional destination where celebration, community, and place come together. Recommendation: Integrate parks and recreation programming into major cultural celebrations such as Charro Days, Sombrero Festival, and other citywide events to expand activities and visitor engagement. Action Items: ✔ Coordinate with event organizers to identify programming opportunities within parks and recreation spaces during citywide events.

Local Highlight Charro Days and Citywide Celebrations Each February, Brownsville comes alive for Charro Days, the city's signature week-long fiesta honoring the shared culture of the U.S.-Mexico borderlands. Founded in 1938, the event fills downtown streets with parades, dances, rodeos, concerts, and community gatherings that celebrate Brownsville's heritage and vibrant identity. Charro Days offers a model for how parks and recreation programming can complement major celebrations. Concerts, art exhibits, family games, and wellness activities in parks and along trails could extend festivities across the city – encouraging longer stays, supporting local businesses, and highlighting parks as welcoming spaces for connection and pride. Similar approaches could strengthen other cultural events such as Sombrero Festival, and the Christmas Parade, turning Brownsville's parks into active stages for community celebration throughout the year.

✔ Design complementary park-based activities such as pop-up recreation activities, outdoor art displays,

cultural performances, or family-friendly experiences that complement existing festival offerings and attract diverse audiences.

✔ Allocate appropriate park staff, volunteers, and resources to support integrated programming while ensuring

safe and efficient event operations.

✔ Promote combined event and park programming through social media, city websites, and event marketing

materials to maximize visibility and attendance.

Source: Visit Brownsville

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Recommendation: Use parks, trails, and public spaces as venues for cultural showcases, artisan markets, and performances that highlight Brownsville's creative community and traditions.

Case Study

Action Items: ✔ Identify parks, plazas, and trails suitable for hosting cultural showcases, artisan markets, and performances, considering accessibility, amenities, and audience capacity. ✔ Partner with local artists, performers, cultural organizations, and vendors to

organize events that reflect Brownsville's heritage and creative talent.

✔ Schedule seasonal or recurring events in public spaces to create consistent

opportunities for residents and tourists to engage with the city's culture.

✔ Develop marketing and promotional campaigns highlighting cultural events in

parks and public spaces to attract regional visitors.

Recommendation: Develop cross-promotional strategies with event organizers to market Brownsville's parks, programs, and attractions to festival-goers and tourists. Action Items: ✔ Establish agreements with event organizers to feature park and recreation assets in pre-event marketing campaigns, social media, and websites. ✔ Develop joint branded materials (digital guides, brochures, itineraries) that

highlight parks, trails, and recreation activities as complementary experiences to major events.

✔ Coordinate seasonal or annual campaigns with hotels, tour operators, or local

businesses to package park experiences with festival attendance for tourists.

✔ Monitor and evaluate the effectiveness of cross-promotional initiatives using

metrics such as park visitation, program sign-ups, and website traffic.

Rose Fitzgerald Kennedy Greenway - Activating a City Through Cultural Events in Boston, MA The Rose Fitzgerald Kennedy Greenway transformed a former elevated highway corridor into a lively linear park and year-round cultural destination. Managed by the nonprofit Greenway Conservancy, the park now hosts more than 400 free events annually, including festivals, concerts, and art installations that draw thousands of residents and visitors downtown. By aligning park programming with citywide celebrations such as the Boston Local Food Festival and Chinatown Main Street Festival, the Conservancy expands audience reach, supports local businesses, and strengthens the city's cultural identity. The Greenway shows how parks can serve as the setting for major festivals and community events – a model Brownsville can emulate by using its parks and trails as vibrant stages for regional celebrations that bring people, culture, and places together. Source: Rose Fitzgerald Kennedy Greenway Conservancy

Priority Strategy

Strategy 4.4.3 Strengthen Brownsville's role as a host city for sports tourism, tournaments, and large-scale recreational events. Strengthening Brownsville's role as a host city for sports tourism, tournaments, and large-scale recreational events positions the city as a leading destination for active lifestyles and regional competition. Sports tourism brings teams, families, and spectators from across South Texas and beyond, generating significant revenue for local businesses, hotels, and restaurants while showcasing the city's hospitality and community spirit. By investing in tournament-ready facilities, enhancing amenities, and fostering partnerships with athletic organizations, schools, and regional leagues, Brownsville can expand its capacity to host events of all sizes. These improvements not only attract visitors but also provide lasting benefits for all residents, who gain access to upgraded recreational infrastructure and expanded programming opportunities. Through a strategic focus on sports tourism, Brownsville can elevate its visibility, stimulate economic growth, and strengthen its reputation as a vibrant, healthy, and connected city. Recommendation: Maintain and enhance existing athletic facilities, fields, and courts to ensure they are appealing for regular use and visitor events (Reference Strategy 5.1.1). Action Items: ✔ Use the Appendix D Park Assessment Tool to conduct annual facility audits to evaluate playing surfaces, lighting, seating, restrooms, and ADA accessibility, prioritizing repairs and upgrades. ✔ Implement a preventive maintenance schedule for turf, courts, lighting, and equipment to extend the lifespan

of facilities and minimize costly emergency repairs.

✔ Allocate dedicated budget funds for ongoing maintenance and small scale upgrades, ensuring facilities

remain tournament-ready year-round.

✔ Establish a reporting system for staff and users to flag maintenance issues quickly and ensure response

protocols facilitate timely repairs.

✔ Enhance spectator amenities such as shaded seating, concessions, and restrooms to improve visitor

experience and tournament appeal.

✔ Explore grant opportunities or sponsorships to fund capital improvements, particularly for amenities that

directly support sports tourism.

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Case Study

Public-Private Partnerships in Port St. Lucie, FL The City of Port St. Lucie has partnered with the United Soccer League (USL) to bring a professional soccer team and a new 6,000-seat stadium to the region. The stadium will anchor a mixed-use cultural and entertainment district, including retail, residential, office, hotel, and sports facilities. The city structured the deal so that no general-fund tax dollars support stadium construction, relying instead on land control, a longterm agreement, and private investment. This project shows how a city can use a sports franchise as a catalyst for economic development, place-making, recreation, and community identity. For Brownsville, it offers a model for how a similar public-private partnership could turn a park or facility investment into a larger community asset. Source: City of Port St. Lucie

Did you Know?

Sports tourism is one of the fastestgrowing drivers of local economies and community vitality. In 2023, youth and amateur sports generated over $52 billion in direct spending nationwide, fueling hotels, restaurants, and small businesses across the country.

Recommendation: Develop new or upgraded tournament-level facilities that meet regional and state standards to attract large-scale competitions and recreational events. Action Items: ✔ Conduct a feasibility study to identify which sports have the strongest potential for tournaments and tourism (e.g., soccer, baseball/softball, tennis, pickle ball) ✔ Benchmark Brownsville's existing facilities against regional/state tournament requirements to identify gaps in

fields, lighting, seating, and amenities.

✔ Develop multi-field or multi-court venues that can host large-scale events and accommodate multiple games

simultaneously.

✔ Incorporate supporting infrastructure such as concessions, restrooms, locker rooms, parking, and spectator

seating to meet competitive standards.

✔ Pursue partnerships with school districts, universities, and private organizations to share development costs

and create shared-use tournament facilities (Reference Strategy 4.1.2).

✔ Seek funding through state recreation grants, sports commissions, and sponsorship opportunities to finance

According to the Sports Events & Tourism Association's 2023 State of the Industry Report, Texas ranks #2 in the nation for total economic impact from sports tourism. Strong facilities, warm weather, and city investment make the state a year-round hub for tournaments and recreation.

construction or major upgrades. Reference the Funding Matrix in Appendix H for grant opportunities.

Recommendation: Collaborate with regional sports clubs, associations, and schools to host recurring events, tournaments, and championships that increase visitation and economic impact. Action Items: ✔ Establish annual or seasonal partnerships with regional sports clubs and school districts to formalize Brownsville as a recurring host for tournaments and league championships. ✔ Develop multi-year scheduling agreements with associations to ensure consistent use of facilities and

predictable revenue streams.

✔ Coordinate with schools and universities to align tournament schedules with academic calendars and facility

Expanding sports tourism means more than competition – it's an opportunity to build healthier communities, strengthen local economies, and capitalize on a growing statewide demand.

availability.

✔ Offer facility-use incentives or reduced rental fees for organizations that commit to recurring events with high

participation and visitation potential.

✔ Provide logistical support (scheduling, permitting, marketing assistance) to help sports clubs and associations

grow their tournaments into regional draws.

✔ Request partner organizations share basic attendance counts, participation data, and event feedback to help

the City evaluate demand and guide future planning.

Source: Sports Events & Tourism Association "State of the Industry Report 2023"

Where Vision Takes Shape and Ideas Come to Life

244

Priority Strategy

Strategy 4.4.4 Expand outdoor recreation and nature-based tourism opportunities by showcasing Brownsville's unique ecological and wildlife assets. Expanding outdoor recreation and nature-based tourism allows Brownsville to showcase its unparalleled ecological and wildlife assets while promoting environmental stewardship and sustainable growth. The city's resacas, wetlands, and wildlife refuges offer extraordinary opportunities for birding, kayaking, hiking, and environmental education. By enhancing access through thoughtfully designed trails, guided tours, interpretive programs, and partnerships with conservation organizations, Brownsville can attract visitors seeking authentic, nature-focused experiences. These efforts strengthen the local economy, support small businesses, and inspire appreciation for the region's natural heritage. Positioning Brownsville as a premier destination for eco-tourism not only drives economic vitality but also reinforces the city's commitment to protecting its environment. Recommendation: Create programs, tours, and events that highlight birding, native ecosystems, and regional biodiversity. Action Items: ✔ Partner with wildlife refuges, nature centers, and conservation organizations such as the Gladys Porter Zoo, Resaca de la Palma State Park, Sabal Palm Sanctuary, and U.S. Fish & Wildlife to co-develop educational and tourism-focused programming (Reference Strategy 4.1.2 for additional guidance on partnerships). ✔ Host seasonal birding festivals or guided tours during migration periods to position Brownsville as a premier

birding destination.

✔ Develop nature-based curricula and workshops with expert partners for school groups, college programs,

and community classes.

✔ Expand volunteer and citizen science opportunities (e.g., bird counts, habitat restoration, wildlife monitoring)

in collaboration with conservation organizations.

✔ Offer cross-promotional marketing with regional eco-tourism destinations to highlight Brownsville as a

gateway to the Lower Rio Grande Valley's unique ecosystems.

Recommendation: Enhance nature-based recreation by improving trail connectivity, signage, and visitor amenities and parks, preserves, and waterfront areas. Action Items: ✔ Expand and connect trails to link parks, preserves, and waterfront destinations, prioritizing connections to regional systems such as the Historic Battlefield Trail and the Cara Cara Trails. ✔ Improve wayfinding and interpretive signage along trails and natural areas to guide visitors, share ecological

and cultural information, and highlight key destinations. (Reference Strategy 2.3.1 for guidance on design standards for signage).

✔ Upgrade visitor amenities such as restrooms, water fountains, shaded seating, and bike racks at trailheads

and major recreation areas to support longer visits and comfort.

✔ Enhance waterfront access by adding safe entry points for kayaks, paddle boards, and fishing, along with

clear signage on usage policies and safety guidelines.

✔ Implement trail maintenance and safety measures such as lighting in key areas, regular surface repairs, and

vegetation management to ensure a safe, welcoming environment.

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Did you Know?

The Lower Rio Grande Valley is one of North America's richest ecosystems, home to over 400 bird species and serving as a major stop-over on continental flyways. Research estimates that birders at the region's refuges bring tens of millions of dollars in spending each year. By highlighting trails, wildlife tours, and native ecosystem experiences, Brownsville's parks and recreation system can tap into this expanding market. Source: M. Mathis, "Ecotourism in the Texas Lower Rio Grande Valley" (2004)

Recommendation: Promote Brownsville's role as a birding eco-tourism destination. Action Items: ✔ Develop marketing campaigns in collaboration with subject experts, tourism promotion agencies and online platforms that highlight birding hotspots, migratory seasons, and key events.

Best Practice

✔ Create digital and print guides featuring birding trails, species checklists, and ecological highlights for both

novice and experienced birders.

Bird City Texas Certification

✔ Host annual or seasonal birding festivals in partnership with local naturalists, conservation organizations, and

tourism partners to attract regional and national visitors.

✔ Leverage social media and eco-tourism platforms to showcase wildlife sightings, program offerings, and

upcoming events to reach broader audiences.

Recommendation: Develop specialized facilities and infrastructure such as observation decks, kayak launches, or interpretive exhibits that enrich outdoor recreation and wildlife viewing experiences. Action Items: ✔ Install observation decks and wildlife blinds at key ecological sites (e.g., wetlands, resacas, and birding hotspots) to support birding and nature photography. ✔ Add interpretive signage and wayfinding that explains local flora, fauna, and cultural history, creating a more

immersive visitor experience (Reference Strategy 2.3.1 for design guidance).

✔ Develop guided eco-tours in partnership with local naturalists, universities, or nonprofit groups, focusing on

birding, resaca ecology, and native plant restoration.

✔ Create accessible trails and amenities to ensure eco-tourism opportunities are inclusive for residents and

The Bird City Texas program recognizes communities that protect birds and their habitats. Fifteen Texas communities – including Port Aransas, Houston, and San Antonio – are already certified. Communities earn the designation by completing actions across habitat protection, threat reduction, education, and sustainable. Applications open each year in February, are due mid-July, and certifications are awarded in October. Designations are valid for three years before renewal is required.

visitors of all abilities (Reference Strategy 2.2.4).

Recommendation: Encourage sustainable ecotourism practices by incorporating conservation education and stewardship opportunities into recreation programs and events. Action Items: ✔ Integrate educational components into programs and events that teach participants about local ecosystems, wildlife conservation, and responsible recreation practices. ✔ Offer volunteer stewardship opportunities such as habitat restoration, trail maintenance, or litter clean-up

events tied to recreation programs.

✔ Promote "leave no trace" and sustainable recreation guidelines through signage, digital communications, and

program materials.

✔ Collaborate with conservation organizations and naturalists to develop workshops, citizen science projects,

The program's criteria – from native habitat creation to invasive-species control, outdoor education, and sustainable design – closely align with many goals and strategies in the Parks, Health, and Recreation Master Plan, making Bird City Texas a natural complement to community health, environmental stewardship, and naturebased tourism goals.

and interactive experiences for residents and visitors.

✔ Highlight sustainable practices in marketing and outreach to position Brownsville as an ecotourism

destination that values environmental stewardship.

Source: Bird City Texas

Excellence in Action

Deliver a trusted, high-performing parks and recreation system that thrives through skilled staff, data-driven planning, strong operations, and active community engagement.

Objectives 5.1 Operational Excellence

Deliver consistently high-quality operations by strengthening maintenance, staffing, and rapid response practices that ensure parks and facilities remain attractive, functional, and welcoming to all.

5.2 Information Systems

Develop modern, accurate, and accessible information systems to guide planning, management, and community communication across the entire parks and recreation system.

5.3 Innovation & Growth

Foster a culture of innovation that embraces emerging trends, strategic growth, and professional recognition to keep Brownsville's parks and recreation system relevant, engaging, and forward-looking.

5.4 Sustainable Funding

Secure and diversify financial resources through budget advocacy, partnerships, and revenue-generating initiatives to ensure long-term stability and growth of the parks and recreation system.

5.5 Visibility & Outreach

Enhance the department's visibility through consistent branding, communication tools, and a strong public presence that builds trust and recognition with the community.

5.6 Community Empowerment

Strengthen community ownership of parks and recreation by empowering residents, leaders, and advisory groups to actively shape, support, and champion the parks and recreation system.

5.1 Operational Excellence Deliver consistently high-quality operations by strengthening maintenance, staffing, and rapid response practices that ensure parks and facilities remain attractive, functional, and welcoming to all.

Best Practice

Smart Tools for Data-Driven Maintenance Denver Parks and Recreation

Priority Strategy

Strategy 5.1.1 Develop and execute routine maintenance practices and strategic upgrades to keep parks and facilities attractive, functional, and welcoming for all residents. Consistent, high-quality maintenance is the foundation of a trusted and well-used park system. Clean, safe, and attractive parks invite residents to gather, play, and relax, reinforcing community pride and confidence in public spaces. Proactive maintenance practices, guided by clear schedules, performance standards, and responsive communication, help staff stay ahead of issues, reducing long-term costs and preventing small repairs from becoming major challenges. Strategic upgrades and ongoing reinvestment ensure that facilities remain functional, accessible, and aligned with evolving community needs. These efforts protect the City's assets, extend the lifespan of infrastructure, and reflect Brownsville's commitment to excellence in every neighborhoods. By prioritizing consistent care and continuous improvement, Brownsville can maintain a park system that embodies reliability, quality, and pride – turning everyday upkeep into an expression of the City's dedication to serving its residents well. Recommendation: Develop and implement a routine maintenance program that ensures parks and facilities are clean, safe, and well-maintained. Action Items: ✔ Create a comprehensive maintenance checklist for each park and facility including items such as landscaping, trash collection, restroom cleaning, and playground inspections. ✔ Establish a daily, weekly, monthly, and seasonal maintenance schedule to ensure consistent care across all

parks.

✔ Assign responsibilities to staff and, where appropriate, volunteers or community groups to carry out routine

tasks efficiently.

✔ Implement a system for reporting and tracking maintenance issues, including damaged equipment, safety

hazards, or aesthetic concerns.

✔ Conduct annual reviews of maintenance practices to identify gaps, improve efficiency, and adjust schedules

based on park usage and seasonal needs.

To manage nearly 300 parks and more than 10,500 assets, Denver Parks and Recreation implemented a comprehensive digital park management platform that consolidates field data, maintenance records, and asset conditions into one live dashboard. The system collects on-site data using mobile mapping software, generating real-time insights on park condition, design quality, and completeness across the city's network. By integrating these results into an interactive dashboard, staff can visualize needs, track repairs, and plan capital improvements with equity and efficiency. This technology-driven approach transforms raw data into clear priorities, helping Denver align investment decisions with the long-term health, access, and sustainability goals outlined in their parks and recreation plan. Source: Sasaki, "Denver Parks Asset Condition and Park Quality Study"

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Best Practice

Parks Inspection Program in New York, NY New York City's Parks Inspection Program (PIP) is a performance-based system that tracks the condition of more than 1,700 parks and facilities. The program generates over 6,000 frequent, random, and detailed inspections each year which are then conducted by trained inspectors that evaluate park features related to cleanliness, landscaping, and structural condition.

Recommendation: Monitor and assess park conditions regularly to guide maintenance priorities and improvements. Action Items: ✔ Train staff on the Park Assessment Tool in Appendix D to ensure consistent and accurate evaluations of parks. ✔ Conduct park assessments at least annually, with additional evaluations scheduled as feasible to capture

conditions across different seasons and usage patterns.

✔ Document assessment results in a centralized system to track trends, identify recurring issues, and guide

maintenance priorities.

✔ Use assessment data to inform resource allocation for staff, equipment, and budget, ensuring that high-need

areas are addressed promptly.

✔ Review system-wide assessment outcomes annually to update maintenance schedules, identify needed

upgrades, and adjust long-term planning strategies.

Recommendation: Implement a rotating upgrade schedule for park assets to ensure major facilities are replaced or upgraded at the end of their lifespan in an equitable, citywide cycle. Action Items: ✔ Develop an inventory of park assets with expected lifespans (e.g., playgrounds, trails, sports fields and courts, lighting). ✔ Establish an annual upgrade target (e.g., X playgrounds per year) based on budget, staffing, asset quantity,

and asset condition.

✔ Create a rotating schedule to ensure all parks are upgraded in a consistent cycle, prioritizing equitable

Each site receives a public score, and results are available online, allowing residents to review inspection data for their neighborhood parks. This transparency reinforces accountability and helps direct maintenance resources where they are most needed. Source: NYC Parks, "Parks Inspection Program"

distribution of upgrades across the city in a given year.

✔ Track completed upgrades in a centralized system to plan future cycles and ensure assets are replaced on

schedule.

✔ Communicate the plan to residents to show transparency, fairness, and long-term commitment to high-

quality parks.

Recommendation: Coordinate maintenance and upgrades across the park system to maximize efficiency and maintain a consistent standard of quality. Action Items: ✔ Align maintenance and upgrade activities across parks and facilities to ensure efficient resource use, equitable distribution, and consistent standards throughout the park system. ✔ Prioritize maintenance and upgrades based on park classification, usage, and community needs to make the

best use of staff and resources, ensuring investments are distributed across diverse park types and locations to maintain system-wide equity and variety.

✔ Establish regular coordination meetings between Parks and Recreation staff, contractors, and relevant city

departments to share plans, updates, and resource needs.

✔ Standardize maintenance procedures and facility standards across all parks to ensure a uniform level of

service and appearance.

✔ Track completed maintenance and upgrades in a centralized system to monitor progress and inform future

planning and scheduling.

Where Vision Takes Shape and Ideas Come to Life

250

Cross-Over Strategy

Reference 5.1.2, 5.3.1

Priority Strategy

Strategy 5.1.2 Build and sustain a robust Parks and Recreation staff to ensure consistent, high-quality operations and services for the community. A skilled, supported, and well-staffed Parks and Recreation Department is essential to delivering reliable, high-quality services that keep Brownsville's parks vibrant and welcoming. Adequate staffing ensures that maintenance, programming, and operations are carried out efficiently, allowing the City to respond quickly to community needs and maintain the standard of excellence residents expect. Investing in workforce development – through training, career advancement, and employee recognition – builds capacity, fosters professional pride, and reduces turnover. When staff feel valued and equipped to succeed, they become ambassadors for the City's mission, strengthening both performance and community relationships. By prioritizing a strong and sustainable workforce, Brownsville ensures that its parks and recreation system remains responsive and resilient. Recommendation: Assess and plan for current and future staffing needs to ensure the department can meet operational and programmatic needs. Action Items: ✔ Conduct a comprehensive staffing assessment to evaluate current personnel levels, skill sets, and capacity across all parks and recreation functions. ✔ Identify staffing gaps and priority areas based on operational demands, park usage, and programmatic needs. ✔ Reference staffing benchmarks provided in Chapter 3, including peer cities and NRPA standards to guide staffing targets. ✔ Develop a long-term staffing plan that aligns personnel growth with future park expansion, program development, and community needs. ✔ Establish metrics to monitor staffing adequacy such as response times, program development, and maintenance completion rates. ✔ Review and update the staffing plan annually to ensure alignment with evolving community priorities and departmental goals.

Recommendation: Develop staff capacity through training, professional development, and strategic use of supplemental resources to maintain highquality services. Action Items: ✔ Implement ongoing training programs for Parks and Recreation staff to enhance skills in maintenance, programming, safety, and customer service. ✔ Provide professional development opportunities such as workshops, certifications, and conferences to support career growth and retention. ✔ Leverage volunteers, interns, and partner organizations to supplement staff capacity for programs, events, and maintenance when appropriate. ✔ Cross-train staff across different functions to increase flexibility, efficiency, and resilience in meeting operational demands. ✔ Establish a process to evaluate training and supplemental resource effectiveness, adjusting programs as needed to ensure staff capacity meets community needs.

Recommendation: Foster a supportive and sustainable work environment that encourages retention and a culture of excellence. Action Items: ✔ Establish clear job roles, expectations, and performance standards to provide staff with structure and clarity in their responsibilities. ✔ Implement recognition programs to celebrate staff achievements and contributions, boosting morale and retention. ✔ Encourage open communication and feedback between staff and leadership to address concerns, share ideas, and foster collaboration. ✔ Provide competitive compensation and benefits in line with peer cities and industry standards to attract and retain qualified personnel. ✔ Promote a positive workplace culture that values teamwork, professional growth, and a shared commitment to high-quality park operations and services.

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Resource Highlight Key NRPA and TRAPS- Supported Certifications for Staff

Certified Park and Recreation Professional (CPRP)

Certified Park and Recreation Executive (CPRE)

Certified Playground Safety Inspector (CPSI)

Audience: Mid-level professionals (e.g., park supervisors, program coordinators)

Audience: Senior-level leadership (e.g., directors, assistant directors)

Purpose: Validates knowledge in parks operations, programming, human resources, and financial management

Purpose: Focuses on strategic management, policy, and leadership in parks and recreation systems

Offered by: NRPA

Aquatic Facility Operator (APO)

Maintenance Management School

Playground Maintenance Technician

Audience: Staff managing pools and aquatic centers

Audience: Supervisors and crew leads in maintenance operations

Audience: Technicians and staff responsible for playground upkeep

Purpose: Covers pool chemistry, risk management, filtration, and facility operations

Purpose: Focused on advanced park maintenance planning, asset management, budgeting, and supervision

Purpose: Practical training for ongoing playground inspection and maintenance

Offered by: NRPA

Offered by: NRPA in collaboration with the National Training Center

Audience: Maintenance staff, inspectors, risk managers Purpose: Ensures knowledge of playground safety standards, equipment inspection, and hazard identification Offered by: NRPA, TRAPS

Offered by: NRPA

While not exclusive to NRPA or TRAPS, the additional certifications and trainings are often encouraged for staff development: •

ISA Certified Arborist (International Society of Arboriculture)

•

Pesticide Applicator License (Texas Department of Agriculture)

•

Texas Licensed Irrigator

•

OSHA 10/30 Hour Training

•

GIS or Asset Management Systems Training

Cross-Over Strategy

Reference 2.4.2, 5.1.3

Priority Strategy

Strategy 5.1.3 Strengthen routine operations, maintenance, and rapid response to address vandalism, litter, and infrastructure issues. Safe, clean, and well-maintained parks are essential to the health, safety, and pride of the community. When issues such as vandalism, litter, or damaged infrastructure are addressed promptly, it reinforces public trust and encourages active use so residents continue utilizing park spaces to improve their physical and mental well-being. Strengthening routine operations and ensuring rapid response to maintenance needs helps protect public investments while safeguarding the spaces that contribute to physical activity, mental health, and social connection. Proactive monitoring and efficient coordination also prevent small problems from escalating, reducing long-term costs and preserving the City's infrastructure. Through responsive operations, Brownsville can sustain a park system that not only looks cared for but actively promotes community wellness.

Best Practice

Park Watch Established by the National Crime Prevention Council, the Park Watch model enlists nearby residents and park users to serve as active stewards of safety, reporting vandalism, suspicious behavior, or maintenance concerns. Supported by park staff, this community-led approach strengthens connections between neighbors and city personnel, creating a shared responsibility for public space. Participating parks in the program often provide a dedicated reporting hotline or online form and post signage indicating the area is protected by Park Watch. Some programs coordinate directly with existing Neighborhood Watch group who volunteer to regularly check for litter, graffiti, or damage. The results are measurable: a pilot program near San Clemente, California reduced burglary incidents by 15% and property loss by $8,000. By mobilizing community eyes and ears, Park Watch demonstrates how trust, visibility, and communication can make parks cleaner and safer for everyone. Source: 350 Tested Strategies to Prevent Crime: A Resource for Municipal Agencies and Community Groups, National Crime Prevention Council

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5.2 Information Systems Develop modern, accurate, and accessible information systems to guide planning, management, and community communication across the entire parks and recreation system. Cross-Over Strategy

Reference 2.1.1, 5.2.1

Strategy 5.2.1 Revise the park classification system to reflect community needs and guide future development. Revising Brownsville's classification system provides a modern, data-informed framework that guides consistent, equitable, and strategic park development across the city. A clear and up-to-date system defines the type, size, and function of each park, ensuring that future investments align with community priorities and support a balanced mix of recreational opportunities. By establishing shared definitions for Brownsville's parks, the City can improve coordination between departments, developers, and partners while ensuring that resources are distributed fairly and efficiently. The new classification system also enhances transparency and public understanding, helping residents and decision-makers speak the same language when discussing parks and recreation needs. This clarity empowers Brownsville to plan more effectively, close access gaps, and build a network that supports physical activity, community connection, and environmental health.

Case Study

Modernizing Park Classification for Strategic Planning Austin, Texas, revised its park classification system to create a standardized, data-driven framework for managing and developing parks. By defining each park’s type, size, function, and service area, the city improved coordination between departments, developers, and partners while prioritizing equitable access. GIS analysis helped identify gaps in park coverage, guiding investments in underserved neighborhoods. The updated system was integrated into development regulations and made publicly accessible, enhancing transparency and community understanding. As a result, Austin could strategically allocate resources, plan new facilities, and ensure its park network meets evolving community needs, an approach Brownsville could adopt to strengthen planning, equity, and public engagement across its parks system.

Image Source: Austin Parks Foundation

Strategy 5.2.2 Maintain comprehensive and up-to-date records, inventories, and data systems to guide planning, operations, and decision-making. Accurate, accessible information is the foundation of a trusted and high-performing parks and recreation system. Comprehensive data on park conditions, facility inventories, and program participation allows the City to plan strategically, prioritize investments, and ensure that every dollar contributes to long-term value and community benefit. Expanding the use of GIS mapping, asset management tools, and centralized databases enables staff to track maintenance needs, monitor equity gaps, and respond quickly to changing community priorities. Reliable records also promote transparency, helping residents understand how decisions are made and where improvements are underway. By maintaining modern and integrated data systems, Brownsville can strengthen accountability, improve operational efficiency, and make data-driven decisions that advance both the quality of the parks and recreation system and the health of the community. Recommendation: Maintain and regularly update a comprehensive park and facility inventory as the department's central record of assets, conditions, and life cycles. Action Items: ✔ Establish and maintain a centralized park and facility database managed by the Parks and Recreation Department as the official source of record. ✔ Use the inventory provided in Appendix C as a baseline, expanding and refining it into and internal system for

ongoing use.

✔ Update the database on a continuous basis, adding or revising records whenever new land is acquired,

facilities are constructed, or improvements are made.

Best Practice Building an Integrated Parks Data System A well-maintained parks database allows Brownsville to make data-driven decisions, prioritize investments, monitor maintenance, and plan for future parkland. The key is integration: the park and facility inventory, project tracking system, GIS mapping, and property acquisition databases should work together, not as separate silos. How the Tools Work Together: •

Park & Facility Inventory: the master list of all assets, conditions, and life cycles

•

Project Tracking System: records improvements, upgrades, and new projects linked to inventory entries

•

GIS Mapping: provides geospatial data on parks, amenities, ongoing projects, and future acquisition opportunities

✔ Set a regular review interval (e.g., quarterly or annually) to ensure data accuracy and consistency across the

system.

✔ Integrate the inventory with planning and budgeting processes, using it to prioritize upgrades, replacements,

and capital investments.

Recommendation: Use GIS to map and visualize the park and facility inventory, project activity, and future acquisition priorities to support planning and coordination. Action Items: ✔ Develop and maintain GIS layers that map parks, trails, facilities, amenities, and key infrastructure. ✔ Incorporate project data into GIS, tracking ongoing, planned, and proposed improvements to visualize

progress, reduce duplication, and identify gaps in investment across the park system. This approach supports transparency, coordination among departments, and data-driven prioritization of future projects.

✔ Map priority areas for future parkland acquisition based on the analyses provided in Chapter 3 and the Park

Acquisition Map in Chapter 4.

✔ Integrate GIS data with other city departments (planning, public works, utilities, etc.) to support coordinated

decision-making.

✔ Update GIS databases regularly to reflect new acquisitions, completed projects, and evolving community

needs.

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All systems should be linked, so updates in one tool automatically inform the others.

Best Practice Platform Options for an Integrated Data System: GIS-Centered Database (most effective long-term) How It Works:

• Establishes a single, integrated geodatabase where every park, facility, and trail is represented as a mapped feature (polygon, point, or line). • Links each feature to attribute tables containing information such as location, amenity type, condition, lifecycle stage, and project status (e.g., in progress, repair needed, funding approved). • Synchronizes data automatically across mapping, inventory, and project-tracking tools, ensuring updates in one tool appear systemwide in real time.

Benefits:

• Provides a unified, spatially accurate view of all park assets. • Enables advanced analysis, reporting, and visualization for planning and funding decisions. • Reduces data duplication and supports seamless integration across City departments.

Considerations:

• Requires dedicated GIS staff or technical support for setup and ongoing data maintenance. • Initial development can be time- and resourceintensive compared to off-the-shelf systems. • May require staff training to ensure consistent data entry and use. • Integration with other City software (e.g., permitting, finance, or work-order systems) may require custom configuration.

Asset Management Software (practical, ready-to-use) How It Works:

• Uses a pre-developed software platform designed to manage assets, maintenance, and capital projects across the parks system. • Integrates directly with GIS to connect mapped assets with live data and work orders. • Includes built-in tools for dashboards, preventive maintenance scheduling, project tracking, and mobile field apps that allow staff to log inspections or repairs in real time. • Provides standardized workflows and templates that can be tailored to the City's needs without extensive programming.

Benefits:

• Faster implementation and easier setup compared to custom GIS database. • Offers out-of-the-box features for maintenance tracking, asset lifecycle management, and performance reporting. • Mobile functionality improves field efficiency and data accuracy. • Many systems include customer support, updates, and training resources.

Considerations:

• Licensing and subscription costs can be significant, especially for multi-department use • Customization may be limited by vendor capabilities or pricing tiers • Integration with existing City systems may require additional coordination or cost • Long-term reliance on proprietary software may limit flexibility compared to in-house GIS management

Hybrid Spreadsheet + GIS (entry-level, most affordable) How It Works:

• Uses a structured master spreadsheet as the central database for park and facility information • Links spreadsheet data to GIS layers, allowing each park, amenity, or project to appear as a mapped feature with live attribute connections • When updates are made in the spreadsheet, they must be synced to the GIS dashboard • Enables the City to visualize inventory data spatially without requiring complex software or licensing

Benefits:

• Low-cost, low-barrier approach suitable for smaller departments or pilot phases • Can be managed internally with existing staff skills and minimal technical setup • Provides a foundation for data integration that can later migrate to a full GIS or asset management system • Encourages gradual data standardization and staff familiarity with integrated data practices

Considerations:

• Requires careful version control and data management to prevent errors or overwriting • Manual updates may limit real-time accuracy compared to automated systems • Lacks built-in work-order management, scheduling, or reporting tools • As the system grows, performance and usability may decline until transitioned to a more advanced platform

Recommendation: Establish a project tracking system that is linked to the park and facility inventory and GIS, ensuring all data is integrated, consistent, and accessible across platforms for decision-making and communication. Action Items: ✔ Design the project tracking system to link directly with the park and facility inventory, ensuring each project is tied to a specific park or facility record. ✔ Integrate project tracking data into GIS, enabling visualization of

improvements, gaps, and upcoming investments without requiring duplicate entry.

✔ Assign clear responsibility for data entry and updates so staff know when and

how to update records to keep the system accurate.

✔ Establish update protocols that align with project milestones (e.g., project

approval, construction start, completion) to reduce the risk of missed updates.

✔ Provide staff training to ensure consistent use of the integrated system and

avoid redundant or fragmented record-keeping.

Recommendation: Track and prioritize properties suitable for future parkland acquisition to guide strategic growth of the system. Action Items: ✔ Develop a centralized database for potential parkland acquisitions, ensuring each property record includes information such as location, size, current use, environmental value, and acquisition status.

Case Study

New York City’s Capital Project Tracker for Parks Infrastructure New York City Parks & Recreation launched the Capital Project Tracker, an online, searchable dashboard that maps hundreds of active capital improvements in parks across the five boroughs. The tool ties each project to a specific park or facility and provides real-time status updates, funding information, and expected completion timelines, enabling greater transparency and public engagement. By integrating project data with GIS mapping, the Tracker allows stakeholders, including residents, community groups, and city staff, to visualize where investments are happening, identify current gaps or backlog in amenities, and monitor progress from design through construction. This system supports strategic decision-making by linking each capital investment directly to the park inventory, helping ensure resources align with citywide goals for equity, access, and infrastructure resilience.

✔ Integrate the property database with GIS to visualize gaps in park access,

identify priority areas, and support strategic acquisition planning.

✔ Link property records to the park and facility inventory where applicable

so newly acquired land can be seamlessly added to the system without duplicate entry.

✔ Update and review property records regularly, particularly when new parcels

are identified, purchased, or developed to maintain an up-to-date and actionable acquisition plan.

✔ Use the database to prioritize acquisitions based on the analyses in Chapter

3, community needs, underserved areas, connectivity, and long-term planning goals, ensuring strategic and equitable park system growth.

Source: NYC Parks

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Case Study Minneapolis Park & Recreation Board A Model for Accessible and Transparent Park Information The Minneapolis Park & Recreation Board (MPRB) demonstrates how a modern, well-designed website can strengthen communication, transparency, and community engagement. MPRB’s site serves as a clear, centralized hub where residents can easily find park information, program registration, events, volunteer opportunities, and capital project updates. Features like the interactive “Park Finder” map, intuitive menus, and prominent calls-to-action help users quickly access what they need, while mobile responsiveness ensures the site works seamlessly across devices. MPRB also excels at transparency, project timelines, planning documents, and engagement summaries are organized in one place, helping residents understand ongoing improvements and decision-making processes. By adopting similar design principles, centralized information, streamlined navigation, interactive tools, and accessible mobile layouts, Brownsville can create a user-friendly website that builds trust, improves access to recreation opportunities, and keeps the community informed and engaged.

Cross-Over Strategy

Reference 5.2.3, 5.5.1

Strategy 5.2.3 Improve and maintain the department's website to provide accessible, transparent, and reliable information for the community. A modern, user-friendly website is an essential bridge between Brownsville's Parks and Recreation Department and the community it serves. As the first point of contact for many residents, the website should provide accurate, up-to-date, and easy-to-navigate information about parks, programs, events, and volunteer opportunities. Maintaining a clear and accessible online presence improves transparency, encourages participation, and ensures that all residents can stay informed and engaged. Interactive features such as program registration, volunteer sign-ups, feedback forms, and real-time updates make the park system more responsive and connected to community needs. By investing in a dynamic digital platform, Brownsville can strengthen trust, expand access to recreation and wellness opportunities, and empower residents to take an active role in their park system. Recommendation: Update the Parks and Recreation website to serve as the central, user-friendly hub for all department information, services, and updates. Action Items: ✔ Audit all current Parks and Recreation web pages to identify broken or misdirected links and correct navigation pathways. ✔ Redesign the home page to highlight high-demand functions such as facility rentals, program registration,

event promotions, the department calendar, and volunteer opportunities.

✔ Consolidate scattered or redundant content so the website serves as the "single source of truth" for Parks and

Recreation, with social media, print, and other channels directing users back to the site.

✔ Reorganize page structures and menus for intuitive navigation, ensuring residents can quickly find information

with minimal clicks.

✔ Incorporate clear calls-to-action and quick links throughout the site (e.g., "Register Now," "Rent a Facility,"

"Get Involved")

✔ Add a user-friendly feedback feature that allows residents to submit suggestions, report issues, or request

information directly through the website.

✔ Test redesigned pages with resident focus groups or staff volunteers to identify usability barriers and refine

the design before launch.

✔ Ensure mobile device responsiveness so residents accessing the site on phones or tablets have the same

ease of use as desktop visitors.

Source: Minneapolis Parks

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Recommendation: Establish a consistent and engaging visual identity across the website to strengthen recognition and community connection (Coordinate with Strategy 2.3.1). Action Items: ✔ Apply standardized fonts, colors, and text hierarchy across all Parks and Recreation pages, coordinating these elements with the broader branding used at parks, facilities, and print materials to create a unified identity. ✔ Incorporate high-quality imagery and engaging graphics that reflect

Best Practice Best Practice: Responsive Website Design for Parks and Recreation

✔ Align the Parks and Recreation website's visual identity with the City

A well-designed, responsive website is one of the most effective outreach tools a Parks and Recreation Department can have. For many residents and visitors, it's the first stop for discovering park locations, event calendars, program registration, and volunteer opportunities.

✔ Conduct a visual design audit annually to keep the look and feel of the site

Three Core Practices for a Responsive Website:

Brownsville's parks, facilities, programs, and community diversity while creating a pleasant browsing experience for users.

✔ Develop templates for program announcements, event pages, and facility

descriptions to maintain consistency and professionalism.

of Brownsville's overall branding while ensuring the department has a recognizable presence of its own. current and engaging.

Recommendation: Create a clear process for maintaining timely, accurate, and transparent website content. Action Items: ✔ Establish an internal process and designate staff responsible for routine website updates to ensure accuracy and timeliness. ✔ Develop a schedule for reviewing and updating content (e.g., monthly

for calendars/programs, quarterly for facility information, as-needed for announcements).

✔ Require each parks and recreation division to submit timely updates (e.g.,

program changes, new volunteer opportunities, event information) to the designated staff.

✔ Integrate updates with the department's park inventory, GIS database, and

project tracking system to ensure consistency across platforms.

✔ Conduct periodic audits of the site for broken links, outdated pages, or

inconsistencies in branding and accessibility standards.

✔ Create a simple internal guide for staff to follow when posting updates so

continuity is maintained even with staff turnover.

Use a Flexible Website Builder: Choose a platform with customizable templates, drag-and-drop editing, and integration with tools like social media and contact forms for quick updates.

2. Take a Mobile-First Approach: Prioritize mobile layouts, readable text, and easy-to-tap buttons so residents can access information on the go. 3. Ensure Intuitive Navigation: Use clear menus, logical categories, and consistent design to help users quickly find what they need. Community volunteers can provide helpful input on website navigation, so engage them by conducting several types of tests such as card sorting and tree testing. Card sorting asks volunteers to logically organize subtopics as they could be categorized on the website, while in tree listing, volunteers will click through a prototype version of the site to find specific information. Source: NRPA, "Responsive Website Design for Parks and Recreation"

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5.3 Innovation & Growth Foster a culture of innovation that embraces emerging trends, strategic growth, and professional recognition to keep Brownsville's parks and recreation system relevant, engaging, and forward-looking. Cross-Over Strategy

Reference 5.1.2, 5.3.1

Priority Strategy

Strategy 5.3.1 Build and sustain a robust Parks and Recreation staff to ensure consistent, high-quality operations and services for the community. A strong and well-supported Parks and Recreation workforce is essential to sustaining quality, innovation, and long-term community well-being. As Brownsville's park system continues to grow and evolve, staffing levels must align with the increasing responsibilities of maintaining facilities, delivering programs, and meeting resident expectations. Strategically investing in personnel capacity – whether through targeting hiring, cross-departmental support, or phased growth – ensures that existing staff can maintain service quality without overextension. Adequate staffing improves efficiency, enhances responsiveness, and helps the City protect its infrastructure investments by preventing costly maintenance backlogs. By viewing workforce development as a proactive investment, Brownsville can preserve the high standards residents expect while creating space for innovation and future growth. Strengthening the department's capacity today positions the City to deliver lasting value, measurable health benefits, and operational excellence for years to come.

Stakeholder Spotlight! Stakeholder Spotlight: UT School of Public Health The UT School of Public Health presents a unique opportunity to strengthen the City's ability to collect, analyze, and apply health data in parks and recreation planning. Graduate students and trained community scientists could provide hands-on support that supplements limited staff capacity while creating shared learning between the City and the University. Potential areas of collaboration include: •

Hands-on evaluation and data collection to track park use, programs, and health outcomes

•

Community feedback gathering through resident-led surveys and observation

•

Shared data platforms for evaluation, mapping, and longterm tracking

•

Applied research partnerships that study how parks influence chronic disease and overall community wellbeing

Together, these efforts could transform Brownsville's parks into shared learning environments that strengthen both public health research and city operations.

Resource Highlight

Strategy 5.3.2 Ensure programs, facilities, and services evolve with emerging trends and community demand to keep the park system relevant and engaging. Parks and recreation systems thrive when they evolve alongside the communities they serve. By continuously assessing trends, gathering resident feedback, and analyzing participation data, Brownsville can adapt programs, facilities, and services to reflect emerging interests, lifestyles, and cultural shifts. This commitment to responsiveness ensures that every park and program remains engaging, equitable, and aligned with community priorities, from new recreation trends and technology integration to wellness-focused and family-oriented experiences. Regular evaluation also helps identify opportunities to expand access, streamline operations, and invest where demand and impact are greatest. Through thoughtful adaptation and innovation, Brownsville can sustain a park system that remains relevant, inclusive, and forward-looking while fostering connection, health, and pride in every generation. Recommendation: Regularly evaluate community needs and preferences to guide the evolution of programs and facilities. Action Items: ✔ Conduct a citywide recreation survey every 3-5 years to capture evolving interests, program demand, and facility needs. ✔ Track participation data for programs and events to identify which offerings

NRPA Top Trends in Parks and Recreation Each year, the National Recreation and Park Association (NRPA) releases its Top Trends in Parks and Recreation report, spotlighting the innovations shaping communities nationwide. Paired with NRPA's Agency Performance Review, which benchmarks staffing, spending, and participation data across the U.S., these resources help departments stay proactive, not reactive. By revisiting both annually, the Parks and Recreation Department can anticipate emerging interests, compare performance to peer agencies, and guide strategic updates that keep Brownsville's parks relevant, responsive, and ahead of the curve.

are growing, stable, or declining in popularity.

✔ Host regular focus groups and listening sessions with diverse community

segments (e.g., youth, seniors, families, underrepresented groups) to gather deeper qualitative insights.

✔ Leverage digital engagement tools such as online polls, interactive maps, and

the department website to broaden resident input.

Recommendation: Identify and incorporate emerging recreation trends that align with Brownsville's community character and capacity. Action Items: ✔ Regularly review national and regional parks and recreation trend reports (e.g., NRPA, Texas Recreation and Park Society) to identify new program and facility ideas. ✔ Evaluate trends for local alignment by considering Brownsville's

Source: NRPA, "Top Trends in Parks and Recreation 2025"

demographics, cultural identity, climate, and available resources.

✔ Leverage partnerships with local organizations, schools, and universities to

introduce innovative programming while minimizing upfront costs (Reference Strategy 4.1.2).

✔ Maintain flexibility in staffing and scheduling to adapt quickly to community-

driven ideas or proven trends.

Case Study Ann Arbor's GIS-Based Parkland Acquisition Model in Ann Arbor, MI To move beyond haphazard land purchases, the City of Ann Arbor developed a GIS-based Strategic Planning Process to guide parkland acquisition. Using Multi-Criteria Evaluation, the city ranked vacant parcels based on their suitability for new parks, evaluating each one by criteria tied to park typology, such as service area coverage, accessibility, floodplain and slope conditions, connectivity, parcel size and shape, zoning, utilities, and environmental quality. This structured approach replaces reactive decisions with a transparent, data-driven system that keeps park growth coordinated, equitable, and aligned with long-term community needs. Source: City of Ann Arbor

Recommendation: Adapt facilities and programs for flexibility so spaces and offerings can be repurposed or updated as interests change over time (Reference Strategy 1.1.4). Action Items: ✔ Design multi-purpose spaces (e.g., open lawns, adaptable courts, modular community rooms) that can host a range of recreation activities as needs evolve. ✔ Incorporate movable or modular equipment (e.g., portable goals, fitness equipment, or stage elements) to

allow spaces to be repurposed quickly.

✔ Rotate or refresh programming seasonally to maintain community interest and maximize use of existing

spaces.

✔ Conduct regular facility audits to identify opportunities for low-cost adaptations (e.g., converting underutilized

tennis courts into pickle ball courts)

Recommendation: Foster innovation and pilot initiatives to test new program ideas, facility concepts, or partnerships before scaling up. Action Items: ✔ Launch small-scale pilot programs or facility upgrades (e.g., a pop-up fitness class, temporary art installation, or portable play equipment) to test community response before committing larger resources. ✔ Develop a clear evaluation framework to measure the success of pilot initiatives including participation levels,

resident feedback, and operational feasibility.

✔ Seek grant funding or sponsorships specifically for pilot projects to reduce financial risk when exploring

innovative ideas.

✔ Encourage partnerships with local organizations, schools, and businesses to co-develop or co-host pilot

initiatives, bringing additional expertise and resources (Reference Strategy 4.1.2).

Recommendation: Strengthen community feedback loops to ensure residents feel heard and see their input reflected in evolving services. Action Items: ✔ Create regular feedback opportunities through surveys, digital and physical comment boxes, and quick polls at programs and events. ✔ Host community listening sessions or pop-up engagement booths at parks and recreation events to capture

feedback in real time.

✔ Establish a transparent process for reporting back to the community, such as "You said, We did" updates that

show how resident input shaped changes.

✔ Integrate feedback tools into the Parks and Recreation website and social media to make sharing input easy

and accessible year-round.

✔ Prioritize diverse outreach methods to ensure feedback reflects the voices of all neighborhoods and

demographic groups, especially underserved residents.

Image Source: City of Ann Arbor - Wurster Park

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Cross-Over Strategy

Reference 1.1.2, 1.5.2, 2.1.2, 2.2.2, 5.3.3

Strategy 5.3.3 Prioritize strategic parkland acquisition and development to expand access and meet the community's long-term park and recreation needs. Thoughtful parkland acquisition and development are essential to keeping pace with Brownsville's growth and ensuring that all residents have access to safe, welcoming, and health-supportive spaces. Strategic expansion based on data, community input, and long-range planning allows the City to close service gaps, strengthen connectivity, and align investments with evolving neighborhood needs. By identifying priority areas for new parks, greenways, and recreation facilities, Brownsville can create a more equitable and resilient park network that supports daily physical activity, social connection, and environmental health. Targeted acquisitions also position the City to anticipate future demand and integrate parks into broader development and infrastructure planning efforts. This proactive, data-informed approach ensures that Brownsville's park system continues to grow sustainably – balancing expansion with stewardship and reinforcing parks as vital infrastructure for community well-being, resilience, and shared prosperity. Strategy 5.3.4 Pursue awards, certifications, and professional accolades to elevate Brownsville's reputation and demonstrate excellence in parks and recreation. Pursuing professional awards, certifications, and recognition elevates Brownsville's reputation as a leader in parks and recreation while reinforcing a culture of accountability and continuous improvement. These distinctions validate the City's commitment to high-quality operations, innovation, and community health – demonstrating measurable progress in delivering equitable and engaging public spaces. Earning recognition at the state and national level not only celebrates staff achievement but also strengthens public confidence and civic pride. Each accolade reflects the dedication of City leadership, employees, and residents working together to maintain excellence in every park and program. By striving for professional recognition, Brownsville can showcase its success stories, attract new partnerships and investment, and highlight the park system as a cornerstone of livability, wellness, and community identity. Recommendation: Identify and prioritize awards, certifications, and recognition programs that align with Brownsville's strengths and community values, and establish a structured process for preparing and submitting applications. Action Items: ✔ Develop a database of relevant awards, certifications, and recognition programs at national, state, and regional levels while providing detailed information such as deadline dates and submission requirements. ✔ Evaluate alignment of awards with departmental goals and community values to ensure efforts reflect

Brownsville's priorities, culture, and strengths.

✔ Prioritize opportunities based on feasibility and impact, considering documentation requirements, staff

capacity, and potential visibility benefits.

✔ Establish an internal timeline, checklist, and assignment of staff leads for each award submission to

coordinate documentation, approvals, and deadlines.

✔ Create standardized templates and documentation guides for application components (e.g., program

descriptions, photos, performance metrics, letters of support)

✔ Develop a recognition roadmap that outlines target awards, anticipated timelines, and award requirements for

the next 3-5 years.

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Resource Highlight NRPA's Data and Mapping Resource Library The National Recreation and Park Association (NRPA) established a free mapping resource library that provides curated datasets and interactive maps to help park professionals make smarter, more equitable decisions. From citywide planning to site-level analysis, these tools can reveal where gaps exist, opportunities lie, and investments will have the greatest impact. Examples of resources include: • CDC PLACES and Social Vulnerability Index: Identifies neighborhoods with the greatest health disparities and limited access to parks. • FEMA National Risk Index: Pinpoints areas prone to flooding, heat, or other hazards to guide resiliency planning. • Institute for Health Metrics and Evaluation: Tracks local health status and trends including life expectancy, leading causes of death, diet, environmental exposure, and more. • Child Opportunity Index: Compares neighborhood conditions that influence healthy child development. These tools help ensure park investment happens where it's needed most. Source: NRPA Data and Mapping Resource Library

Recommendation: Leverage earned awards and accolades to market Brownsville Parks and Recreation, strengthening the City's image across Texas and beyond. Action Items: ✔ Develop a communications plan that highlights awards, certification, and recognition in press releases, social media, newsletters, and the department website. ✔ Engage local media and tourism partners to amplify recognition and showcase Brownsville as a destination for recreation and community vitality. ✔ Use awards strategically in presentations and meetings with city leadership, potential sponsors, and community partners to demonstrate departmental excellence and justify

future investments.

Recommendation: Use recognition efforts as reference points to inspire continuous improvement in operations, maintenance, programming, and community engagement. Action Items: ✔ Review award criteria and past submissions to identify exemplary practices and innovative approaches that could inform Brownsville's operations and standards. ✔ Set internal improvement goals inspired by award standards focusing on areas such as safety, accessibility, programming diversity, or sustainability. ✔ Incorporate lessons learned into planning and staff development, fostering a culture of innovation and excellence. ✔ Periodically evaluate progress to ensure goals are achievable, relevant, and aligned with resident needs and departmental capacity.

Best Practice Celebrating Excellence and Raising the Bar Professional awards and certifications serve as milestones that validate the City of Brownsville's commitment to excellence, innovation, and community wellbeing. While each recognition program emphasizes slightly different areas of achievement, they collectively help strengthen internal performance, inspire staff achievement, and position Brownsville as a model for parks and recreation across the state and nation. Pursuing Recognition: • • • • • • • • • •

Reinforces professional credibility by demonstrating that Brownsville's Parks and Recreation Department meets or exceeds state and national standards of service, management, and operational excellence. Encourages continuous improvement through routine self-evaluation, goal setting, and documentation of best practices. Promotes accountability and transparency to residents, City leadership, and regional partners by showcasing measurable outcomes and quality standards. Builds internal culture and staff pride, motivating employees to innovate, collaborate, and take ownership of department-wide success. Supports funding and partnership opportunities by providing external validation that strengthens grant applications and collaborative proposals. Highlights Brownsville's leadership in health-focused planning, turning local projects into recognized examples of best practice. Celebrates system wide excellence, confirming that Brownsville's growth, stewardship, and equity goals align with top national benchmarks in the field. Creates a unified departmental vision, using award pursuit as a motivating framework that connects staff performance to citywide goals. Elevates Brownsville's reputation statewide and nationally, positioning the City as a trusted, forward-thinking leader in parks, health, and recreation. Marks milestones of progress, serving as public recognition of the Parks, Health, and Recreation Master Plan's successful implementation and longterm community impact.

Celebrating Excellence and Raising the Bar (Continued) There are many aware opportunities that recognize excellence in parks and recreation planning, design, programming, and operations. The following examples highlight programs that may be particularly relevant to Brownsville and can help showcase the City's achievements. CAPRA Accreditation (NRPA) Description:

CAPRA is the only national accreditation of park and recreation agencies. It ensures agencies meet high standards of operation, management, and service to the community by requiring compliance with a national framework of standards and undergoing a structured self-assessment, peer review, and site visit process.

Key Requirements:

Brownsville is already CAPRA accredited; therefore, the key requirements below outline the re-accreditation process. • Accreditation is valid for five years; begin preparing 12-18 months before expiration. • A comprehensive Self-Assessment Report (SAR) with current documentation must be submitted for review. • Agencies must meet all Fundamental Standards and 95% of Non-Fundamental Standards to maintain accreditation. • A site or virtual visit is conducted by a CAPRA peer review team prior to the Commission hearing. • At least one staff member must complete CAPRA standards training within two years preceding the application. For More Information: https://www.nrpa.org/certification/accreditation/ CAPRA/

TRAPS State Awards Description:

The Texas Recreation and Park Society (TRAPS) program recognizes outstanding achievements by park and recreation professionals, organizations, and agencies across Texas. These awards celebrate in every aspect of the field – from facility design to programming and management.

Award Opportunities:

• Gold Medal: recognizes overall departmental excellence. • Lone Star Recreation Programming: Honors creative, inclusive, and impactful recreation programs that engage diverse community groups. • Park Design Excellence: Celebrates outstanding design that enhances user experience, functionality, and sustainability. • Park Development Innovations: highlights innovative approaches to park construction, redevelopment, or adaptation. • Planning Excellence: recognizes comprehensive or master planning efforts that guide equitable, long-term park and recreation system growth. • Promotions and Marketing Excellence: honors creative marketing, branding, and community outreach strategies that expand awareness and participation. • Recreation Facility Design Excellence: showcases well-designed recreation facilities that promote accessibility, efficiency, and community value. • Arts & Humanities: recognizes cultural programming or projects that integrate arts, storytelling, or heritage preservation. • Administration & Management Excellence: commends outstanding leadership and professional management practices.

For More Information: https://traps.org/state-awards/

National Gold Medal Award (AARPA) Description:

Presented by the American Academy for Park and Recreation Administration in partnership with NRPA, the award honors agencies that demonstrate the highest standards of excellence in parks and recreation management. This prestigious award recognizes overall performance, including long-range planning, resource management, and innovative service delivery. Key Requirements: • Open to public park and recreation agencies in the United States; agencies compete within designated population classes to ensure fair comparison. • For the application period, applicants should use data from the previous three years to demonstrate progress and impact (ex: for 2026, data should be used from 2023, 2024, and 2025). • Submissions typically include a 3-page Executive Summary from the department's most recent Comprehensive Plan and/or Strategic Plan, quantitative performance data, a narrative summary, and supporting materials that demonstrate excellence in leadership, fiscal responsibility, equity, and sustainability. • Applications are online and typically open November through March. Awards are announced in April. For More Information: https://aapra.org/National-Gold-Medal-Award

NRPA Innovation Awards Description:

NRPA Innovation Awards recognize groundbreaking achievements and innovations in the field of parks and recreation that improve communities through creative approaches to design, programming, operations, and partnerships. Award categories include Health and Wellbeing, Environmental Resilience, Equity, and Park Design.

Key Requirements: •

•

Applications are open to NRPA member agencies that have implemented a project or initiative demonstrating measurable community impact. Submissions typically include project descriptions, outcomes, images, and evaluation data that illustrate innovation and replicability. Judging emphasizes originality, community relevance, and alignment with NRPA's mission to promote healthy, sustainable, and inclusive communities. Recognized projects are featured through NRPA publications, conferences, and national media, offering visibility and knowledgesharing across the profession. Nomination period is typically open January through March of a given year.

For More Information: https://www.nrpa.org/our-work/awards/innovationawards/

Keep Texas Beautiful Gold Star Affiliate Description:

The Keep Texas Beautiful (KTB) Gold Star Affiliate designation recognizes communities and organizations that demonstrate exceptional leadership in environmental stewardship, beautification, waste reduction, and community engagement. It is the highest level of recognition given to local affiliates within the KTB network. Brownsville's Keep Brownsville Beautiful program achieved Gold Star status in 2025, reflecting the City's commitment to sustainability and civic pride.

APA Texas Awards Description:

The American Planning Association (APA) Texas Awards Program recognizes outstanding contributions by individuals, organizations, and communities in planning, design, and public engagement. These awards celebrate excellence innovation, equity, environmental sustainability, and community-driven processes.

Award Opportunities: •

Key Requirements: •

• • • • •

Maintain active affiliation with Keep Texas Beautiful and remain in good standing through ongoing participation in statewide programs. Affiliates are recognized as Good Standing, Silver Star, or Gold Star based on their annual reporting and demonstrated activities. Submit an Affiliate Annual Recognition Report detailing projects, volunteer engagement, education, and community impact. Participate in KTB initiatives and campaigns such as community cleanups, litter prevention programs, and public beautification efforts. Demonstrate public education and outreach that promote sustainability, recycling, and environmental awareness. Continue meeting or exceeding KTB performance expectations to maintain Gold Star designation in future years.

For More Information: https://ktb.org/form-an-affiliate/

•

Advancing Diversity and Social Change: honors an individual, project, or organization that advances diversity, benefits historically underrepresented groups, improves life for low/moderate income residents, or addresses structural inequities through planning practice. Best Practice: recognizes a specific planning tool, program, project, or process that demonstrates results, and innovation toward creating communities of lasting value. Environmental Planning: honors efforts to create greener, more sustainable communities, and improve overall environmental quality. Implementation: recognizes an effort that demonstrates significant achievement where planning has translated into measurable positive change. Public Outreach: Recognizes an individual, project, or program that uses information, education, and engagement to highlight the value of planning. Urban Design: honors efforts to create a strong sense of place that demonstrate excellence in design, connectivity, and public realm value.

For More Information: https://texas.planning.org/community-outreach/ chapter-awards/

5.4 Sustainable Funding Secure and diversify financial resources through budget advocacy, partnerships, and revenuegenerating initiatives to ensure long-term stability and growth of the parks and recreation system. Strategy 5.4.1 Advocate for an increased allocation of the City's annual budget to Parks and Recreation. Adequate funding for parks and recreation is fundamental to improving Brownsville's health, livability, and long-term prosperity. Parks are not discretionary amenities. They are critical infrastructure that deliver measurable returns across public health, education, the economy, and the environment. By advocating for a stronger allocation within the City's annual budget, the Parks and Recreation Department can maintain clean, safe, and accessible spaces while expanding programs that directly benefit residents. Investing in parks strengthens nearly every dimension of community well-being. Well-programed parks attract visitors and support small businesses, creating local jobs and stimulating tourism. Recreational programs and youth activities foster leadership, teamwork, and life skills that contribute to higher educational attainment and workforce readiness. Green infrastructure within parks improves air and water quality, reduces flooding, and builds climate resilience. Meanwhile, safe, vibrant public spaces encourage physical activity, reduce stress, and strengthen social cohesion, helping to lower healthcare and public safety costs. Each dollar invested in parks pays dividend sin healthier residents, stronger neighborhoods, and a more resilient economy. By recognizing parks and recreation as essential public infrastructure, Brownsville can prioritize an investment that touches every resident, every day. Recommendation: Develop a clear, evidence-based case demonstrating the value of parks and recreation to community health, quality of life, and economic development. Action Items: ✔ Compile usage and participation data from existing programs, facility rentals, and events to demonstrate resident engagement and community demand. ✔ Highlight community health and quality-of-life benefits using local health statistics, residents surveys, and anecdotal evidence linking park access to well-being. ✔ Use visual tools (e.g., charts, infographics, maps) to clearly communicate gaps, successes, and community benefits to decision-makers. ✔ Incorporate benchmarking data in Chapter 3 comparing Brownsville to peer cities and NRPA standards to illustrate funding shortfalls and justify increased allocation. ✔ Develop a concise advocacy packet that can be presented to city leadership, council members, and community partners to support budget requests.

Recommendation: Engage city leadership, elected officials, and community stakeholders regularly to communicate the department's needs, priorities, and successes. Action Items: ✔ Schedule regular briefings or presentations with key decision-makers and city leadership to share updates on parks and recreation projects, successes, and upcoming needs. ✔ Develop clear talking points and materials that highlight the department's accomplishments, community benefits, and funding priorities. ✔ Foster ongoing relationships with community organizations and advocacy groups to amplify support for parks and recreation initiatives. ✔ Invite officials and stakeholders to participate in park events, program activities, and site visits to provide firsthand experience of department impact.

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Resource Highlight Advocating for Parks and Recreation A compelling budget argument starts with solid evidence. National organizations have compiled research and ready-made tools that the Parks and Recreation Department can use to advocate for more funding. Key Resources include:

NRPA Economic Impact of Local Parks quantifies how local parks and recreation agencies generate economic activity and support jobs. Source: NRPA Economic Impact of Local Parks

NRPA Making the Case: Parks and Health Toolkit provides fact sheets, infographics, and slide decks that frame parks as core public health infrastructure, including data on physical activity, mental health, and chronic disease prevention. Source: NRPA Making the Case: Parks and Health Toolkit

NRPA Parks and Recreation is Essential Framework offers five clear statements (health, equity, environment, economy, community) each backed by multiple proof points that can be weaved into an advocacy packet, commission presentations, and onepage briefs. Source: NRPA Parks and Recreation is Essential Framework

Trust for Public Land Conservation Economics provides several resources including economic benefits reports, return on investment reports, case studies, and fact sheets to strengthen the argument for parks and recreation funding.

ASLA Banking on Green documents how green infrastructure in parks can reduce flooding, cut storm water and energy costs, and improve public health, reinforcing the argument that park funding is also climate and infrastructure funding.

Source: Trust for Public Land Conservation Economics

Source: American Society of Landscape Architects Banking on Green

Urban Land Institute The Case for Open Space can be used to advocate for funding with economic development staff, chambers, and private partners. Source: Urban Land Institute The Case for Open Space

Together, these sources provide data, case studies, and ready-made visuals that the Parks and Recreation Department can combine with local metrics to tell a clear, evidence-based story: investing in parks is investing in health, safety, and economic resilience.

Recommendation: Leverage benchmarking data from peer cities and NRPA standards to demonstrate gaps in staffing, maintenance, and programming funding. Action Items: ✔ Integrate benchmarking data from Chapter 3 into presentations and advocacy materials to illustrate funding, staffing, and facility gaps compared to peer cities and NRPA standards. ✔ Highlight specific areas where additional investment would close gaps using visuals such as charts,

infographics, or maps to make the information digestible for decision-makers.

Resource Highlight NRPA's Financing Green Infrastructure Projects

✔ Use benchmarking data to set clear, actionable goals that city leadership can support. ✔ Regularly update and review benchmarking results to track progress and demonstrate improvements over

time.

Recommendation: Create opportunities for public support and advocacy through resident engagement. Action Items: ✔ Engage resident advisory groups, community organizations, and neighborhood associations to promote parks and recreation initiatives and gather input on community priorities. ✔ Highlight park and program successes through a variety of outreach methods, making it easy for residents to

The NRPA provides guidance to help cities fund and sustain nature-based solutions that strengthen resilience. The resource outlines creative approaches for integrating green infrastructure into parks and public spaces while framing them as essential infrastructure rather than aesthetic enhancements.

see and share achievements.

✔ Encourage residents to participate in advocacy efforts by supporting initiatives, sharing positive stories, or

celebrating park milestones with local leadership.

Through case studies and actionable guidance, the resource highlights how local governments can diversify revenue streams, align capital budgets, and leverage partnerships to bring green infrastructure projects to life. It emphasizes using tools such as storm water and utility fees, grants, and public-private partnerships to establish long-term financial stability. By reframing green infrastructure as both an environmental and economic investment, this resource empowers park and recreation agencies to address flooding, improve air and water quality, and advance climate resilience while demonstrating measurable returns for public health and safety. Source: NRPA, "Financing Green Infrastructure Projects"

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Strategy 5.4.2 Pursue diverse funding sources to support park initiatives. Diversifying funding sources is essential to sustaining and expanding Brownsville's parks and recreation system. External grants, corporate sponsorships, institutional partnerships, and philanthropic support can significantly supplement local resources, making it possible to advance projects that might otherwise remain out of reach. By strategically pursuing state and federal funding opportunities, the City can strengthen infrastructure, expand programs, and invest in environmental initiatives without placing undue strain on the municipal budget. Proactive grant development and cross-sector collaboration not only increase financial capacity but also enhance the department's visibility and credibility as a trusted community partner. These efforts allow Brownsville to leverage outside investments toward projects that improve health, equity, and quality of life for residents. Through a deliberate, diversified funding strategy, the City can ensure that every dollar invested in parks yields broad, lasting community benefits, building a system that is financially resilient, innovative, and equipped to serve generations to come. Recommendation: Develop and implement a proactive approach to securing funding from a variety of public, private, and community sources to ensure sustainable support for parks and recreation initiatives. Action Items: ✔ Pursue federal, state, and local grants to fund parks and recreation projects, referencing the Funding Matrix in Appendix H for opportunities. ✔ Explore sponsorships and advertising partnerships with private and non-

profit organizations to support capital improvements, programs, or events (Reference Strategy 4.2.3).

Resource Highlight NRPA's Park and Recreation Professionals' Guide to Fundraising This guide helps agencies strengthen their financial foundations and expand impact through diverse funding strategies. Recognizing that park and recreation professionals consistently achieve remarkable outcomes with limited resources, the guide reframes fundraising as a vital tool for sustainability rather than a stopgap for underfunding. The comprehensive guide walks readers through every stage of the fundraising process, from assembling a team and building a compelling case for support to identifying new donors and cultivating long-term partnerships. It encourages agencies to move beyond reliance on traditional funding and explore innovative public and private revenue streams that match their mission and community goals. The Park and Recreation Professionals' Guide to Fundraising provides clear, actionable guidance to help build confidence, secure new investments, and advance community impact.

✔ Leverage existing funding sources such as the Brownsville Community

Improvement Corporation (BCIC) to supplement department resources for high-priority projects.

✔ Evaluate alternative revenue-generation strategies such as the NRPA's "Fund

Your Park" program and community-driven crowdfunding campaigns for special initiatives or enhancements.

✔ Establish a tracking and prioritization system to coordinate all funding

pursuits, ensure alignment with department goals, and increase efficiency in applying for and managing multiple funding sources.

Source: NRPA, "Park and Recreation Professionals' Guide to Fundraising"

Cross-Over Strategy

Reference 4.1.3, 4.2.3, 5.4.3

Strategy 5.4.3 Leverage public-private partnerships to increase financial and resource support for parks and recreation. Public-private partnerships offer powerful opportunities to strengthen Brownsville's parks and recreation system while reducing reliance on limited public resources. By engaging local businesses, healthcare institutions, nonprofits, and philanthropic organizations, the City can unlock flexible funding and creative collaborations that enhance both park infrastructure and community programming. These partnerships extend beyond financial support. They create shared ownership in the success of Brownsville's parks. Corporate sponsorships can fund amenities or events, local businesses can help maintain or beautify neighborhood parks, and institutional partners can co-host wellness, environmental, or educational initiatives. Each collaboration builds civic pride, expands capacity, and aligns community and economic goals. By cultivating lasting relationships with the private and nonprofit sectors, Brownsville can amplify its impact, creating a park system that is financially resilient, community-driven, and continually reinvested in through the collective energy of public and private partners. Cross-Over Strategy

Reference 4.2.1, 5.4.4

Strategy 5.4.4 Implement revenue-generating programs and services within parks and recreation to further support the overall system. Developing thoughtful, revenue-generating programs and services strengthens the long-term sustainability of Brownsville's parks and recreation system. Facility rentals, special events, concessions, and innovative programming can generate funding that directly supports maintenance, operations, and future enhancements. These initiatives help the department reinvest in park quality, ensuring that public spaces remain clean, vibrant, and well-maintained without relying solely on limited municipal resources. When designed with equity in mind, revenue strategies also enhance community participation, providing more diverse, engaging experiences while keeping parks affordable and accessible to all residents. By aligning program offerings with community interests, seasonal demand, and market opportunities, the City can increase both engagement and self-sufficiency. Smart, communityfocused revenue generation can create a reinvestment cycle that supports excellence, innovation, and the continued growth of a parks and recreation system that benefits every resident.

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Case Study

Funding Park Renovations Through Partnerships in Baltimore, MD The renovation of Ambrose Kennedy Park transformed a neglected 1.75-acre neighborhood space into a vibrant, ADAaccessible community park featuring a swimming pool, open field, walking paths, amphitheater, and new lighting. Led by the Parks & People Foundation with the Baltimore Department of Recreation and Parks, the project exemplifies how public agencies and nonprofits can leverage diverse funding sources and shared capacity to deliver lasting community impact. The team secured early, flexible investment through a state general obligation bond from the Maryland Department of Natural Resources, which allowed adaptable use of funds across project needs. Additional support came from the Baltimore Department of Recreation and Parks and the Reinvestment Fund, a local nonprofit developer, enabling comprehensive implementation under nonprofit project management. This partnership model not only improved efficiency and funding flexibility but also catalyzed broader neighborhood revitalization. Source: NRPA, "Funding Park Renovations Through Partnerships"

Case Study

Resource Highlight

NRPA's Communications Toolkit & Multi-Channel Outreach Guidance The NRPA provides guidance to help cities fund and sustain nature-based solutions that strengthen community resilience. The resource outlines creative approaches for integrating green infrastructure into parks and public spaces while framing them as essential infrastructure rather than aesthetic enhancements.

Revenue Generation Through Concessions Across the country, parks and recreation departments are facing declining general fund support and growing pressure to generate more of their own operating revenue. Philadelphia Parks & Recreation and the Fairmount Park Conservancy tackled this issue head-on by developing a systemwide concession strategy to improve financial performance while re-energizing community gateways. By locating bike rental and food concessions near major park entrances, the City netted $45,000 in one season, which were directly reinvested into park improvements and repairs. This approach demonstrated how targeted, well-managed concessions can enhance user experience and strengthen local economies without undermining public access. Similarly, the City of Grapevine, Texas reimagined its ballpark concession operations with expert guidance from Profitable Food Facilities. Within a single season, sales grew from $300,000 to $500,000. Through menu diversification, pricing optimization, and improved operations, Grapevine transformed a traditional amenity into a sustainable revenue generator. Source: NRPA, "Tips for Increasing Concessions Cost Recovery"

Through case studies and actionable guidance, the resource highlights how local governments can diversify revenue streams, align capital budgets, and leverage partnerships to bring green infrastructure projects to life. It emphasizes using tools such as storm water and utility fees, grants, and publicprivate partnerships to establish long-term financial stability. By reframing green infrastructure as both an environmental and economic investment, this resource empowers park and recreation agencies to address flooding, improve air and water quality, and advance climate resilience while demonstrating measurable returns for public health and safety. Source: NRPA, "Communications Toolkit & Multi-Channel Outreach Guidance"

5.5 Visibility & Outreach Enhance the department's visibility through consistent branding, communication tools, and a strong public presence that builds trust and recognition with the community. Cross-Over Strategy

Reference 5.2.3, 5.5.1

Strategy 5.5.1 Improve and maintain the department's website to provide accessible, transparent, and reliable information for the community. A modern, user-friendly website is essential to strengthening the connection between the Parks and Recreation Department and the community it serves. As the primary gateway to information about parks, facilities, and programs, the website should provide accessible, up-to-date, and easy-to-navigate content that reflects the department's transparency and responsiveness. Beyond sharing schedules and updates, a strong digital platform can invite participation, collect feedback, and showcase the positive impact of parks and recreation throughout Brownsville. Features such as bilingual content, mobile accessibility, and interactive tools help ensure that every resident can engage easily with the system. By maintaining a dynamic and reliable online presence, the department builds visibility, trust, and a sense of shared ownership, reinforcing parks and recreation as an open, inclusive, and essential part of community life. Cross-Over Strategy

Case Study

Reference 2.3.1, 5.5.2

Strategy 5.5.2 Establish a consistent brand and visual identity for parks and facilities to create a recognizable and cohesive park system. Establishing a consistent branding and visual identity across Brownsville's parks and facilities creates a unified, recognizable system that reflects quality, care, and community pride. Clear and cohesive branding, through signage, logos, color palettes, and design elements, helps residents and visitors easily identify park properties and reinforces the City's commitment to excellence. Beyond aesthetics, a consistent visual identity builds trust and usability. Standardized wayfinding and signage improve navigation, accessibility, and safety, ensuring all residents feel confident and welcomed in park spaces. Unified branding also enhances communication, making it easier to promote programs, events, and initiatives under a single, trusted identity. By presenting a cohesive look and feel across the park system, Brownsville can strengthen public perception, foster pride, and position its parks and recreation network as a vital, recognizable part of daily community life.

Austin Parks Foundation Digital Brand Book in Austin, TX The Austin Parks Foundation (APF) worked deliberately to establish a clear, cohesive brand identity that reflects its mission and helps unify communications, partnerships, volunteerism, and fundraising efforts across the parks system. Their digital "Brand Book" outlines key elements such as the logo, their tagline, a distinctive color palette, typography rules, and guidelines for logo usage, photography, and tone of voice. By creating and enforcing these brand standards, APF ensures that every touchpoint – from signage and event graphics to social media posts and printed brochures – reinforces the same visual message and identity. This consistency helps build recognition, trust, and a strong emotional connection with the community. Source: Austin Parks Foundation Brand Guidelines

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Did you Know?

According to national benchmarks, agencies that devote even 2-3% of their operating budgets to marketing can see up to a 15% increase in program participation and a $2-$12 return on every dollar spent. In "Five Steps to Unlock Your Agency's Marketing and Branding Potential," NRPA outlines a practical roadmap for agencies to increase awareness, participation, and community support. The guide clarifies that marketing is what you do, the programs, outreach, and promotions, while branding is who you are, the consistent identity and story that build trust and recognition over time. The strategies outlined in the guide emphasize that effective branding begins with authenticity. A clear, unified brand helps residents instantly recognize a department's voice across parks, programs, and communications. By investing in brand identity, storytelling, and consistent messaging, agencies can improve visibility and engagement.

Strategy 5.5.3 Expand outreach and communication methods to reach diverse audiences and strengthen community engagement. Consistent, inclusive communication is essential to ensuring that every resident of Brownsville is aware of the programs, facilities, and opportunities offered by the Parks and Recreation Department. While digital communication is increasingly important, many residents still rely on printed materials, in-person updates, and word-of-mouth to learn about community events. Expanding outreach through a mix of bilingual, multimedia, and community-based strategies helps the department reach residents across all ages, languages, and access levels. By combining modern tools like email newsletters and social media with traditional methods such as flyers, brochures, and community bulletin boards, the department can build trust and visibility while engaging new and underserved audiences. Coordinated, inclusive communication reinforces the City's commitment to transparency and ensures that every Brownsville resident feels connected to their parks and recreation system. Recommendation: Implement a coordinated communications strategy that uses multiple outreach channels to reach residents where they are. Action Items: ✔ Develop a comprehensive outreach plan outlining print, digital, and in-person communication tactics tailored to different audience segments. ✔ Maintain a regular schedule for newsletters, press releases, and social media updates to promote programs,

events, and system improvements.

✔ Use printed flyers, posters, and mailers distributed through community centers, libraries, and schools to reach

residents with limited internet access.

✔ Coordinate with local radio, TV, and newspapers for public service announcements highlighting major

initiatives, programs, and volunteer opportunities.

✔ Ensure all communications include bilingual content to reach the entire community.

Recommendation: Strengthen relationships with community partners to expand the reach of outreach and engagement efforts. Action Items: ✔ Partner with schools, neighborhood associations, faith-based groups, and local nonprofits to distribute materials and co-promote events. ✔ Work with local businesses and health organizations to display event posters or distribute program brochures

at high-traffic locations.

✔ Collaborate with City departments and regional partners to share messaging and cross-promote initiatives

related to health, environment, and recreation.

✔ Establish an annual communications coordination meeting with partners to align outreach timelines and

ensure consistent citywide messaging.

Source: NRPA, "Five Steps to Unlock Your Agency's Marketing and Branding Potential"

Where Vision Takes Shape and Ideas Come to Life

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Recommendation: Develop accessible, bilingual, and inclusive communication materials that cater to Brownsville residents. Action Items: ✔ Create plain-language templates for newsletters, flyers, and announcements to improve clarity and accessibility. ✔ Provide translation and interpretation for major outreach materials and events,

ensuring equitable participation for Spanish-speaking residents.

✔ Use inclusive imagery and messaging that reflects the diversity of Brownsville

residents and neighborhoods.

✔ Test outreach materials with focus groups or community advisors to ensure

readability, cultural resonance, and accessibility.

Recommendation: Leverage social networks and trusted community advocates to expand the reach and credibility of public communications (Reference Strategy 5.6.2). Action Items: ✔ Identify and engage trusted local champions such as neighborhood leaders, advisory committee members, teachers, and institutional partners to share Parks and Recreation updates through their networks. ✔ Establish and community communications network of volunteer ambassadors

who regularly disseminate bilingual information about upcoming events, programs, and initiatives.

Inclusive Communication for Parks & Recreation Clear, inclusive communication ensures information reaches the entire community. By prioritizing accessibility, the City helps all residents connect with and benefit from Brownsville’s parks and programs. Best practices include: 1.

Use multiple communication formats: Pair visuals with audio options—e.g., printed flyers + audio announcements, social media posts + captioned videos, or online updates + physical signage.

2. Ensure digital accessibility: All online materials should meet WCAG 2.1 AA standards, including alt-text for images and maps, high contrast, scalable text, and captions or transcripts for videos.

✔ Train staff and ambassadors on responsible digital engagement such as how

3. Provide auxiliary aids and services: Offer interpreters, real-time captioning, assistive listening devices, written handouts, and large-print or Braille materials as needed.

✔ Coordinate with advisory committees and partner organizations to amplify

4. Use plain language: Keep content clear, concise, and jargon-free, ideally at an 8th-grade reading level.

to respond to public inquiries, share consistent messaging, and use analytics to measure reach and engagement. campaigns, ensuring that outreach extends beyond City channels into trusted community spaces.

Recommendation: Evaluate communication effectiveness and continuously adapt outreach strategies to maximize engagement. Action Items: ✔ Track engagement metrics such as newsletter subscriptions, social media reach, website traffic, and event participation. ✔ Collect feedback from residents on how they receive information and which

channels they trust most.

✔ Adjust outreach strategies based on feedback and analytics, focusing on

underrepresented groups or low-participation areas.

✔ Publish an annual communications summary for internal use, highlighting

outreach achievements and identifying priorities for improvement.

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5. Make signage ADA-compliant: Include raised characters, Braille, high contrast, proper mounting heights, and adequate lighting. 6. Train staff regularly: Provide ongoing training for staff, volunteers, and partners on accessible communication. 7. Review and test accessibility: Integrate accessibility checks into annual audits and gather feedback from residents to identify improvements. Source: U.S. Department of Justice ADA Requirements: Effective Communication

Resource Highlight NRPA Awareness and the Use of Parks Expanding awareness of parks, programs, and services is one of the most effective ways to boost community participation and build long-term trust. According to the National Recreation and Park Association (NRPA), successful awareness strategies combine honest self-assessment, clear branding, and targeted outreach – ensuring every communication reinforces the agency's mission and connects with residents meaningfully. Agencies start by assessing what they know about current awareness and access. With this foundation, leaders develop a three- to five-year marketing and awareness plan that sets goals, identifies audiences, and aligns communications with departmental priorities. Building awareness requires more than promotional materials. It demands consistency, clarity, and a deep understanding of the community. Based on the NRPA's recommendations, agencies should develop a marketing and awareness plan. Six Steps to Develop a Marketing and Awareness Plan:

Marketing & Communications Report Key Highlights

Local Schools

are park & recreation agencies' most common partners to promote their amenities and programs.

Social media is a vital communications channel for virtually every park and recreation agency.

1. Establish a consistent brand that reflects their identity, values, and promises to the community. 2. Define clear goals that go beyond "attracting users" to demonstrate real value and outcomes. 3. Identify target audiences by demographics, geography, behavior, and attitude toward parks.

of park and recreation agencies print a program catalog or guide promoting their offerings.

4. Select communication channels with specific targets in mind. 5. Create unified content guidelines that ensure tone, visuals, and messages are consistent system wide. 6. Evaluate success annually using metrics like participation, engagement, and resident satisfaction. Ultimately, building awareness is a long-term investment in community relationships. As NRPA notes, consistent communication grounded in trust and authenticity allows residents to see parks and recreation as essential partners in community wellbeing. Source: Park and Recreation Marketing and Communications Report and Summary

3 in 4 park and recreation agencies actively market their offerings to people living outside of their jurisdiction.

5.6 Community Empowerment Strengthen community ownership of parks and recreation by empowering residents, leaders, and advisory groups to actively shape, support, and champion the parks and recreation system. Priority Strategy

Strategy 5.6.1 Support and strengthen citizen-led advisory groups to guide parks and recreation planning and decision-making. Citizen-led advisory groups, such as the Parks and Recreation Advisory Committee or the Bicycle and Pedestrian Advisory Committee, play a vital role in ensuring that community voices directly inform decisions about parks, programs, and investments. By supporting and strengthening these groups, the City empowers residents to share local knowledge, diverse perspectives, and practical insights that make policies and projects more responsive to real community needs. These groups also serve as essential connectors between City leadership and the public. They help communicate community priorities upward, ensuring that planning reflects what residents truly value, while also serving as trusted messengers who share news of new projects, programs, and opportunities for involvement within the parks and recreation system. This two-way exchange builds understanding, fosters transparency, and promotes trust in the City's commitment to collaboration. By investing in the capacity and visibility of citizen-led advisory groups, Brownsville can cultivate an engaged network of community leaders who help guide the park system's growth, amplify public awareness, and champion the ongoing success of parks and recreation throughout the city. Recommendation: Ensure citizen-led advisory committees have meaningful influence in planning, operations, and programming decisions so their input drives tangible outcomes. Action Items: ✔ Define the scope of the advisory committee's influence by clearly outlining the areas where their input will directly inform decisions. ✔ Establish regular opportunities for input through meetings and workshops to ensure committee members can

provide timely and actionable feedback.

✔ Track and communicate how committee input is applied in departmental decisions to demonstrate the

tangible impact of their contributions.

Stakeholder Spotlight!

Citizen Advisory Committees Citizen advisory committees play a key role in shaping Brownsville’s parks and recreation system by ensuring community voices guide city decisions. The Parks and Recreation Advisory Committee and the Bicycle and Pedestrian Advisory Committee, both appointed by the City Commission, provide local insight on park and trail development, programming, and operations. These volunteer groups help align citywide goals with neighborhood priorities, highlight on-the-ground challenges, and strengthen equity in access to parks and mobility. They also serve as champions for the Parks and Recreation Department, helping inform and engage the public about ongoing projects and initiatives.

✔ Integrate committee recommendations into planning documents and reports to formalize their role in

decision-making.

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Source: City of Brownsville

Recommendation: Provide resources and training to advisory committee members to support informed participation and effective contribution.

Case Study

Action Items: ✔ Develop an onboarding program for advisory committee members that covers departmental structure, roles, responsibilities, and key policies while building familiarity with the parks and recreation system's assets and programs. ✔ Offer optional training and professional development opportunities to keep

members informed about parks and recreation trends, planning tools, and community engagement practices.

✔ Provide access to reference materials and data (e.g., park inventories,

planning documents, GIS data) to support informed decision-making.

✔ Allocate departmental staff support to assist with research, data

interpretation, and meeting preparation as needed.

Recommendation: Foster transparency and communication between advisory groups, staff, and the public to encourage trust, accountability, and engagement. Action Items: ✔ Encourage advisory committee members to serve as community liaisons, sharing information about city initiatives and gathering resident feedback. ✔ Provide clear channels for two-way communication between the committee,

departmental staff, and the public (e.g., email updates, Q&A sessions, or community meetings)

✔ Regularly share meeting agendas, summaries, and decisions with the public

to ensure transparency and build trust.

✔ Solicit resident input through advisory committee initiatives to demonstrate

that community voices are considered in planning and operations.

Recommendation: Recognize and celebrate member contributions to acknowledge their service and encourage ongoing engagement. Action Items: ✔ Update advisory committee webpage to highlight the value of the committee, including how their work impacts parks and recreation and benefits the community. ✔ Showcase member contributions through brief bios, photos, and examples of

initiatives or recommendations they've influenced.

✔ Publicly acknowledge accomplishments at community events, in newsletters,

or on social media to celebrate volunteer efforts.

✔ Provide members with formal appreciation letters or certificates to recognize

their time and dedication.

City of Charleston Health & Wellness Advisory Committee in Charleston, SC The City of Charleston established its Health and Wellness Advisory Committee to place health at the forefront of local decision-making. The committee advises City Council and staff on strategies to promote physical activity, healthy environments, and overall community wellbeing through collaboration across departments and institutions. Members represent a diverse mix of subject-matter experts and community advocates including public health professionals, educators, nonprofit leaders, and healthcare providers. This blend of expertise ensures that recommendations are both credible and community-informed. The committee's work spans the development of citywide health initiatives, promotion of nutrition and physical activity, and advancement of policies that prevent chronic disease and strengthen neighborhood health. Members also serve as public champions for wellness, helping to communicate the value of healthy living and encourage resident participation in city programs and park activities. Source: City of Charleston, Health and Wellness Advisory Committee Image Source: Explore Charleston

Priority Strategy

Strategy 5.6.2 Identify and cultivate leaders and champions to advocate for parks and recreation initiatives. Local leaders and advocates are powerful voices for parks and recreation. By identifying, supporting, and celebrating community champions, the City can strengthen outreach, build public trust, and mobilize collective action around park initiatives. These individuals, whether neighborhood organizers, educators, youth mentors, or nonprofit partners, help connect residents to opportunities, inspire participation, and ensure that programs and investments reflect community values. Empowering local champions also builds long-term capacity for advocacy and stewardship. As visible, trusted messengers, these leaders help generate enthusiasm, sustain partnerships, and advance a shared vision for Brownsville's parks. By cultivating a diverse network of advocates, the City reinforces a culture of pride, inclusion, and collaboration that keeps parks and recreation at the heart of community life. Recommendation: Identify potential community leaders and advocates who are passionate about parks, recreation, and community wellbeing. Action Items: ✔ Conduct a community stakeholder analysis to identify individuals and groups with demonstrated interest in parks and recreation initiatives. ✔ Engage local organizations, neighborhood associations, and civic groups to uncover potential leaders and

advocates.

Resource Highlight

NRPA's Community Engagement Resource Guide The Community Engagement Resource Guide helps park and recreation professionals build equitable, inclusive, and lasting relationships with the communities they serve. It offers a practical roadmap for meaningful engagement across all stages of park planning. Its four part framework offers tools to: •

Asses internal capacity by securing leadership support, identifying staff and funding needs, and setting clear engagement goals

•

Build trust with communities by acknowledging past inequities and collaborating with local leaders

•

Implement creative engagement strategies that combine traditional and innovative outreach methods

•

Evaluate results through data collection and reflection to strengthen future efforts

✔ Create a database of champions including their interests, areas of influence, and preferred methods of

engagement.

✔ Regularly update and review the database to ensure new champions are identified and existing relationships

are maintained.

✔ Establish criteria for selecting and prioritizing leaders who can most effectively support departmental goals

and community initiatives.

Recommendation: Develop structured engagement opportunities for these leaders to participate in departmental initiatives, events, and decision-making processes. Action Items: ✔ Invited identified champions to participate in advisory committees, task forces, or working groups focused on specific parks and recreation initiatives. ✔ Create volunteer or ambassador programs that allow champions to lead or support events, programming, or

community outreach efforts.

✔ Host regular meetings, workshops, or briefings to keep champions informed about departmental priorities

and upcoming opportunities for involvement.

✔ Encourage champions to provide feedback on policies, programs, and projects, ensuring their perspectives

help shape departmental decisions.

By applying these principles, cities can ensure engagement is consistent, inclusive, and empowering for residents.

✔ Rotate leadership roles or responsibilities within engagement opportunities to broaden experience and

maintain high levels of participation.

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Source: NRPA, "Community Engagement Resource Guide"

Best Practice

Eugene Park Stewards Orientation Manual The City of Eugene, Oregon created its Park Stewards Orientation Manual as a training and engagement tool, equipping volunteers with knowledge, safety gui dance, and stewardship principles needed to support ongoing maintenance, restoration, and community events. The program defines clear volunteer roles, establishes safety and reporting procedures, and introduces participants to the city's park system, policies, and sustainability goals. By providing this structured onboarding, Eugene ensures that every volunteer feels prepared and can effectively contribute to improving the parks and recreation system. Source: City of Eugene Park Stewards Orientation Manual

Recommendation: Provide guidance and resources to equip champions with the tools, information, and messaging to effectively advocate for parks and recreation in their networks. Action Items: ✔ Develop a toolkit containing key messaging, talking points, program information, and ways to engage the community. ✔ Offer training sessions or workshops on effective advocacy, public engagement, and communication

strategies.

✔ Provide regular updates on departmental initiatives, events, and outcomes so champions have accurate,

timely information to share.

✔ Create templates or materials (social media posts, newsletters, flyers) that champions can use to amplify

messages within their networks.

✔ Assign departmental staff liaisons to support champions with questions, coordination, or guidance as needed.

Recommendation: Recognize and celebrate the contributions of local champions to motivate continued advocacy and reinforce their role within the community. Action Items: ✔ Highlight champions in newsletters, social media, and the departmental website to publicly acknowledge their efforts. ✔ Provide formal appreciation letters, certificates, or awards recognizing champions' time, leadership, and

impact.

✔ Feature champions' stories and achievements in community events or press releases to inspire others to get

involved.

✔ Encourage champions to mentor emerging advocates to create a sustainable pipeline of engaged community

leaders.

Cross-Over Strategy

Reference 1.2.6, 1.5.4, 2.4.3, 5.6.3

Priority Strategy

Strategy 5.6.3 Encourage and facilitate community-led programs that empower residents to take an active role in park activities and operations. When residents take the lead in park programs and activities, they become active partners in shaping the future of Brownsville's parks. Community-led initiatives – ranging from fitness classes and cultural events to volunteer maintenance and stewardship projects – foster ownership, skill development, and connection among participants. By supporting residents with the tools, training, and flexibility to design and deliver their own programs, the City can expand capacity, diversity offerings, and ensure that parks remain relevant to local interests. These initiatives also help reduce strain on staff while strengthening social bonds and neighborhood pride. Empowering residents to take an active role transforms parks into true community spaces, where collaboration, creativity, and shared responsibility bring life and vitality to every corner of the system.

Image Source: Walker Macy

Where Vision Takes Shape and Ideas Come to Life

280

05 Brownsville Sports Park

Citywide Goals to District Action Chapter Contents • • • • • •

Brownsville Electoral Districts Facility Comparison Across Districts District 1 District 2 District 3 District 4

To build an equitable and resilient parks and recreation system, it is essential to understand how citywide priorities take shape at the neighborhood level. This chapter translates broad goals into tailored strategies by examining the unique conditions within each of Brownsville's electoral districts. Drawing on an analysis of demographics, parkland distribution, recreational facilities, and key community resources, each district profile identifies localized challenges and opportunities. The resulting recommendations are shaped by community input and grounded in spatial and programmatic needs, offering a focused path for investment that reflects the distinct identities and aspirations of each district's residents.

Brownsville Electoral Districts Brownsville's four electoral districts each represent a unique cross-section of the city's physical, social, and cultural landscape. Some districts encompass the historic urban core, while others extend into emerging neighborhoods or low-density suburban areas. This geographic variation plays a significant role in shaping residents' access to parks, facilities, and recreation programs. Demographic conditions also vary across districts, with differences in household income, housing stability, age distribution, and transportation access influencing how residents engage with the parks system. Certain districts may have higher proportions of youth or older adults, while others may face low employment rates or homeownership. These localized difference are critical to understanding where and how to invest in equitable park access. Additionally, parkland is not evenly distributed across the city. Some districts contain expansive regional parks and natural areas while others rely more heavily on smaller neighborhood parks to meet community needs. Likewise, the availability of recreational facilities varies widely, impacting the range of activities available to residents. By taking stock of these spatial, demographic, and resource-based difference, the district-level analysis that follows offers a clearer picture of where gaps exist, what assets can be built upon, and how targeted investments can make the parks and recreation system more equitable and effective for all.

283

Brownsville Parks, Health, and Recreation Master Plan

Brownsville’s Electoral Districts Figure 5.1 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Parks & Open Space

The University of Texas Rio Grande Valley

Brownsville City Limits

PARD Owned Other, Non-PARD Electoral Districts District 1 District 2 District 3 District 4

Brownsville's Electoral Districts

Facility Comparison Across Districts Recreation facilities are a critical component of a healthy, inclusive parks system. They provide the spaces and structures that make physical activity, social connection, and community programming possible. The chart provides a side-by-side comparison of facilities across Brownsville's four electoral districts. Disparities highlighted in this chart underscore the importance of equitable facility planning as part of the city's broader health and wellness strategy. Ensuring that each district has access to a mix of amenities, especially those that promote physical activity close to home, is essential to addressing existing gaps and supporting healthier, more connected communities. As Brownsville continues to grow, strategic investment in under-resourced districts will be critical to achieving system-wide equity in parks and recreation.

12 11 10 9 8 7 6 5 4 3 2 1 0

285

Skate Parks

Splash Pads

Dog Parks

District 1

District 2

District 3

Community Garden District 4

Brownsville Parks, Health, and Recreation Master Plan

Swimming Pools

Rec. Centers

Community Centers

Multiuse Courts

Volleyball Courts

18 Building on this citywide comparison, the district-specific profiles in the following sections take a closer look at how these disparities play out on the ground. Each section examines the unique conditions, strengths, and challenges within its district, highlighting how access, health needs, and community priorities intersect at the neighborhood level. These insights directly inform tailored recommendations that respond to each district's context while advancing system-wide equity and wellness.

17 16 15 14 13 12 11 10 9 8 7 6 5 4 3 2 1 0

Pickleball

Walking Loops

Basketball Courts

Playgrounds

Exercise Stations

Rectangular Fields

Tennis Courts

Diamond Fields

Restrooms

Citywide Goals to District Action

286

District 1

Tony G onz alez Par k

District 1 Demographics

Population, Age, & Gender

District 1 is majorly Hispanic or Latino, with 96.6% of the population identifying as such. The remaining population includes 2.6% identifying as White alone, and 0.8% identifying as either Black alone, Asian alone, Other, or two or more races. This cultural makeup reflects the deep-rooted Latino heritage of the community and reinforces the importance of culturally relevant programming, bilingual engagement, and inclusive park design.

With approximately 56,234 residents, District 1 has a youthful age profile – 28.4% of the population is under the age of 18. This reinforces the need for family-oriented amenities and youth-focused programming. At the same time, 14.4% of the population is 65 or older, signaling a growing need for age-friendly infrastructure and programming that supports healthy aging. The population is relatively balanced by gender, with slight variations across age groups. These dynamics emphasize the importance of designing a parks and recreation system that is both multi-generational and inclusive, supporting active play, social connection, and mobility for residents at every stage of life.

Race & Ethnicity

Population, Age, & Gender Race & Ethnicity

2.6

% .80

Total Population

Latino

Other

96.6

70-79

3,604

60-69

4,831

40-49

4,637

30-39

289

Brownsville Parks, Health, and Recreation Master Plan

3,032 4,523 5,058 5,455 4,681 7,174

20-29 4,456

1,789

50-59

6,937

80+

2,409

4,053

Female

Age 1,011

White Alone

22.4

56,234

Male

of Brownsville's Total Population

4,163

15-19

3,285

3,756

10-14

3,480

5-9

3,616

0-5

2,520

3,537

Education & Employment

Income & Housing

District 1 faces notable challenges in education and employment. Just 56.2% of residents have earned a high school diploma or higher, significantly below Brownsville's citywide rate. The district also has a lower employment rate, with just over half of working-age residents participating in the labor force. These trends point to the importance of integrating educational enrichment and workforce readiness into parks and recreation planning. Community-based programs that offer youth development, adult education, and job skills training can help bridge opportunity gaps and strengthen long-term outcomes.

District 1 contains an estimated 16,891 households with a median household income of $36.313, and a median home value is $78,080. While more than half of residents own their homes, the homeownership rate still falls short of the citywide average. These indicators suggest that, although many residents have long-term investment in their neighborhoods, lower income levels and property values may constrain access to quality housing and other essential resources. Targeted parks and recreation investments that improve neighborhood livability, provide free or low-cost programming, and strengthen economic resilience would offer meaningful benefits for residents in District 1.

High School Degree or Higher

Total Households

56.2

District 1

70.8

$49,920

16,891

Brownsville

Median Household Income

22.1

$36,313

of Brownsville's households. District 1

Employment Rate

50.7

District 1

Homeownership

58.8

Brownsville

Median Home Value

56.3

61.8

District 1

Brownsville

78,080 District 1

199,000 Brownsville

All Demographics from 2023 American Community Survey 5-Year Estimate

Citywide Goals to District Action

290

Park & Trail Network

District 1 contains 196.17 acres of parkland, accounting for approximately 23.7% of the total parkland in Brownsville. With 11 parks, District 1 plays a substantial role in the citywide park system. The overall network is anchored by several sizable community parks that provide diverse recreational opportunities. However, while these parks serve as important assets, they are unevenly distributed, which limits walkable access especially for households without reliable transportation. The district lacks neighborhood-scale parks in many areas, leaving gaps in close-to-home recreation that are critical for residents. The trail network in District 1 offers strong potential but remains fragmented. While key corridors connect to broader citywide routes, internal linkages between parks, neighborhoods, and destinations are limited. Proposed trail segments, as shown in the map, will help close connectivity gaps overtime, offering new linkages to schools, higher education campuses, and the downtown area. Residents have also expressed strong desire for more trails and better amenities along the trails. The district's existing park and trail network forms a strong foundation, but it is one that requires targeted infill, strategic connections, and comfort improvements. As trails are built and parks are enhanced, these networks can evolve into an integrated system that supports health, mobility, and everyday access to nature.

196.17 District 1 Parkland Acres

3.49

23.7

of Brownsville's Total Parkland Acreage

4.22

out of

45 parks

District 1 Park Network Figure 5.2 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

School Sites

The University of Texas Rio Grande Valley

Brownsville City Limits

Trail Network

PARD Parks Classification Regional

Existing Bike Lane

City

Proposed Bike Lane

Community

Existing Trail

Neighborhood

Proposed Trail

Mini

Proposed Shared-Use Path

Non-PARD Parks National Park State Park Other Park

Number of District 1 Brownsville Parks

8.13

Key Map

miles

Acres per 1,000 Residents District 1 Level of Service

291

Acres per 1,000 Residents Brownsville Level of Service

Brownsville Parks, Health, and Recreation Master Plan

District 1 Miles of Trails

2 1

District 1 Park Network

Acreage & Spatial Level of Service

District 1's spatial and connectivity challenges reflect broader imbalances in how parkland is distributed across the district – making it essential to examine not just how much parkland exists, but what types are available and who they serve. The district's inventory is heavily weighted toward community parks, which comprise the majority of its acreage. While District 1 exceeds the spatial targets for both community and mini parks, it lacks any regional or city parks and has a significant deficit in neighborhood parks. These gaps result in an uneven level of service that, on one end, limits residents' access to large-scale amenities an, on the other, restricts walkable, closeto-home recreation which is particularly important for families, older adults, and residents without reliable transportation. To meet the spatial needs of the current population, District 1 would need to acquire an additional 225.59 acres of parkland. Moving forward, parks and recreation planning in District 1 should prioritize a more balanced and accessible park system. This includes acquiring land for neighborhood-scale parks within underserved residential areas, identifying shared-use opportunities with schools or other institutions, and exploring potential sites for larger parks to meet broader community needs. Without intentional planning to fill these gaps, the district risks perpetuating inequities in access to nature, physical activity, and community gathering spaces.

District 1 Park Level of Service Figure 5.3 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites PARD Parks Classification

Level of Service

Regional

1 1/2-mile radius

City

1/2-mile radius

Community

1/4-mile radius

Neighborhood Mini

Regional Parks

State Park

2024

Other Park

Target Acres

2024

2025 2029 2034

Community Parks

Mini Parks

National Park

2025 2029 2034

City Parks

Neighborhood Parks

2034

2025 2029

Non-PARD Parks

100

120

140

160

180

200

220

Key Map

3 4

* Population Derived from the American Community Survey 5-Year Estimates (2023) ** Recommended LOS per 2015 Brownsville Parks and Recreation Master Plan *** Population Estimated using City of Brownsville 2024 Land Use Assumptions for Water, Wastewater, and Storm Drainage, Population Projections for 2029 and 2034

293

Brownsville Parks, Health, and Recreation Master Plan

2 1

District 1 Park Level of Service

Facilities Inventory

While the district's surplus of diamond fields, basketball courts, multi-use courts, and walking loops suggests a strong support for flexible, general-use recreation, several gaps exist for high-demand recreation amenities. Key outdoor gaps include playgrounds, rectangular fields, tennis courts, pickle ball courts, and splash pads, all of which support active use for a wide range of ages. The district also lacks fitness zones, volleyball courts, and synthetic fields, limiting options for structured exercise and league play. Indoor facility needs are similarly notable. The district is short on indoor pickle ball, tennis, and multi-use courts as well as restroom facilities. These gaps suggest a need to diversify the types of recreation facilities available in80 District 1, especially those that support all-ages play, intergenerational activity, and year-round indoor access.

District 1 Park Facilities Figure 5.4 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

60 40

PARD Parks Classification

Park Facilities

Regional

Playground

City

Basketball Courts

Community

Diamond Fields

Neighborhood

Walking/Jogging Loop

Mini

Swimming Pool

Non-PARD Parks

20 18 16

Dog Park Community Garden

National Park

Outdoor Multiuse Court

State Park

Rectangular Fields

Other Park

Restroom

4 2

D1 Facilities

Restrooms

Tennis Courts

Pickleball

Walking Loops

Fitness Zones

Multi-Use Courts

Pickleball Courts

Multi-Use Courts

Outdoor Facilities

NRPA Standards 295

Tennis Courts

Rectangular Fields

Basketball Courts

Diamondd Fields

Playgrounds

Indoor Facilities Current Surplus

Brownsville Parks, Health, and Recreation Master Plan

Current Gap

Key Map

3 4

2 1

District 1 Park Facilities

Community Engagement Findings First Round of Engagement

District 1 highlights a strong desire for parks that are more welcoming, accessible, and responsive to everyday needs. Residents are looking for nearby spaces that feel safe, are well cared for, and offer meaningful opportunities for play, connection, and relief from the heat. Feedback points to a need for greater investment in both the quality and proximity of parks. Many residents face barriers to access, whether due to distance, maintenance issues, or lack of information, which limits their ability to take full advantage of public spaces and recreation programs. This has created a sense that parks are not meeting the daily needs of the community. There is also a clear call to create spaces that invite regular use across all ages. Families are looking for engaging features for children, while adults seek comfort amenities and opportunities for fitness, relaxation, and social connection. Nature, shade, and gathering spaces emerged as essential elements of a park experience that feels enjoyable, safe, and restorative. Overall, the feedback from District 1 reinforces the importance of designing parks that are not only functional, but that reflect the community's values – that are well-maintained, easy to access, and intentionally designed to support health, connection, and everyday life.

Community Feedback from the Public Meeting Park Facilities

Swimming Pools

Splash Pads

Playgrounds

297

Nature Programming

2 Lighting

3 Amphitheater

4 Exercise Stations

5 Natural Shade

Map It Common Stickers

Funding Priorities

Develop New Parks and Facilities

Park Amenities

Public Meeting at District 1

2 Improve Maintenance and Operations

3 Develop and Improve Trails

Upgrade and Improve Existing Parks

Brownsville Parks, Health, and Recreation Master Plan

More Shade

Improved Connections to Trails

Public Art

Improved Lighting

Community Gardens

Community Feedback from the Survey

District 1's desired park facilities.

Top 3 obstacle that stops District 1 from regularly using parks and recreation facilities

Playgrounds Trails

The facilities are not well maintained

The parks and facilities are too far away from home

Swimming Pools

We do not have time

Splash Pads

Top 3 obstacles that District 1 residents from regularly participating in the City’s recreational programming:

Basketball Courts 0

We don’t know what programs are offered

The programs are not offered at a convenient time

We don’t have time to participate in the City’s recreational programs

0.2 K

0.4K

0.2 K

District 1

0.8 K

1.2 K

1.4 K

1.6 K

Brownsville

District 1's desired park amenities. Shade Structures Restrooms Trees Picnic Areas

Top 3 MOST desired recreational programs. Children's Sports

Nature Programming

Rectangular Fields

Fitness Classes

Benches Lighting 0

0.1K 0.2K 0.3K 0.4 K 0.5K 0.6K 0.7K 0.8K 0.9K

District 1

1.1K

Brownsville Citywide Goals to District Action

298

Community Engagement Findings Second Round of Engagement

District 1 residents expressed a strong desire for parks that are inviting, accessible, and supportive of everyday life. Feedback highlighted a need for spaces that promote health and wellness, provide fun and safe recreation opportunities, and strengthen connections within the community. Signature annual events, inclusive fitness features, and improved access to fresh, healthy foods were identified as key priorities, reinforcing the district’s commitment to active, healthy lifestyles. A major theme across engagement was comfort and usability. Residents emphasized parks that remain enjoyable year-round, with nearby shade, seating, fencing for safety, and spaces designed for children and families. Wellmaintained facilities, such as bigger pools and playground enhancements, were seen as essential to encouraging regular use and improving overall quality of life. Participants also stressed the importance of safety, clear communication, and accessible programs so families can fully enjoy park resources. District 1 residents also expressed strong support for connecting people with nature. Expanding trails through resaca restoration projects, creating low-impact recreational zones, and designing parks that are resilient to environmental challenges were all priorities. These efforts, combined with modernized policies for park design and dedication, were viewed as essential for sustainable and equitable park development. Collaboration and community investment were important themes. Residents highlighted the value of providing jobs and training, promoting tourism, hosting free drop-in events, and partnering with local organizations to keep parks safe and vibrant. Strengthening these connections helps ensure parks are not just recreational spaces, but also community hubs that support social, educational, and cultural goals. In identifying future park types, District 1 residents favored parks that combine recreation, nature, and everyday enjoyment: parks with water features, sports parks, and botanical gardens were top priorities. Residents were particularly excited about the creation of botanical parks, more activities for kids, bigger pools, nearby shade, and benches along playgrounds. Overall, feedback from District 1 reinforces the importance of parks that are safe, comfortable, engaging, and reflective of the district’s daily needs. Investments in maintenance, accessibility, inclusive programming, and thoughtful design will be essential to creating parks that support health, connection, and everyday enjoyment for all families.

299

Brownsville Parks, Health, and Recreation Master Plan

District 1 Most Favored Guiding Principle Objectives Healthy People, Active Lives

create a signature annual Parks & Recreation event

design parks with inclusive fitness features

improve access to fresh, healthy foods

Connected by Community

work with community partners to keep parks safe

promote citywide health initiatives

host events and festivals for the community

Rooted in Nature

create zoning rules to protect resacas & encourage lowimpact recreation

create parks that stay comfortable all year round

add trails as part of resaca restoration projects

One City, Working Together

provide jobs and training

promote tourism and attract visitors though parks

host free, drop in events for the community

Excellence in Action

monitor park conditions and plan regular repairs

include access, safety, and resiliency in policies for park design

modernize parkland dedication to meet needs

Most Prioritized Guiding Principles Connected by Community

Rooted in Nature

One City, Growing Excellence in Together Action

Healthy People, Active Lives

District 1 Top Park Types

1 Park with Water Feature

2 Public Meeting at District 1

What excites you most about the Master Plan? Sports Park

3 Botanical Garden

"the creation of botanical parks"

"more activities for kids"

"a bigger pool"

"nearby shade"

"benches along playground & fencing"

"the expansion of trails"

"basketball courts"

"better restrooms"

Citywide Goals to District Action

300

Key Resources

District 1 is home to several key institutional, ecological, and cultural resources that help shape its identity and offer unique opportunities for parks, health, and recreation planning. Anchored by the Fort Brown Resaca, Duckhead Island, and portions of the Lower Rio Grande Valley National Wildlife Refuge, the district is rich in natural features that contribute to ecological resilience and expand opportunities for nature-based recreation. These assets provide a foundation for habitat restoration, trail development, and environmental education initiatives.

District 1 Key Resources Figure 5.5 LEGEND

The presence of Texas Southmost College, the University of Texas Rio Grande Valley (UTRGV), and the UT Health Houston School of Public Health creates strong potential for partnerships that promote community wellness, research-based programming, and public outreach. These institutions also bring students and faculty into the district, increasing demand for high-quality, accessible public spaces that support physical activity, mental well-being, and social connection. These resources position District 1 as a key area for integrated planning that connects education, public health, and open space. Collaborative investments in parks and recreation can help amplify the impact of these institutions while improving health outcomes, access to nature, and overall quality of life for residents.

Challenges & Opportunities

District 1 offers a complex yet promising landscape for parks and recreation planning where land availability, facility gaps, and community resources intersect to create both challenges and opportunities. Although the district contains nearly 25% of the city's overall parkland, much of it is concentrated in large community parks, leaving notable gaps in walkable, neighborhood-scale access. At the same time, shortages in key recreation facilities limit how effectively existing parks can serve the full range of community needs. These challenges, however, create opportunities for more strategic, integrated approaches. The district's land use patterns and institutional presence open the door to creative solutions such as infill development in underserved areas, adaptive reuse of underutilized spaces, and facility enhancements through cross-sector partnerships. Rather than relying solely on new construction, the focus can shift toward maximizing and layer value onto what already exists. Major educational and health institutions within the district add another layer of potential. These entities not only increase demand for accessible, high-quality public spaces, but also offer a built-in network for outreach, programming, and long-term investment. Similarly, the district's ecological features can support both public access and climate resilience when integrated into broader planning efforts. Together, these insights point to a path forward: a set of focused recommendations that build on the district's strengths, close existing service gaps, and ensure that parks and recreation investments truly meet the needs of the community.

Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites Historical Marker Key Resources

Parks & Open Space

Fort Brown Resaca

PARD Owned

Texas Southmost College

Other, Non-PARD

UT Health Houston, School of Public Health

Lozano Banco Resaca

University of Texas Rio Grande Valley

Duckhead Island

Welom Park

Las Palomas Wildlife Management Area

Lower Rio Grande Valley National Wildlife Refuge

Sabal Palm Sanctuary

Key Map

3 4

2 1

301

Brownsville Parks, Health, and Recreation Master Plan

District 1 Key Resources

District 1 Parkland Acquisition

The District 1 map shows a district with significant acquisition potential, particularly along the southern and western portions of the district, where multiple vacant or underutilized parcels cluster near existing parks. These areas represent strong opportunities to expand access, improve equity, and strengthen neighborhoodscale connectivity. The map reveals several distinct clusters of opportunity across District 1: 1. Major City-Owned Clusters Two large concentrations of city-owned land represent the District's highest-impact acquisition opportunities. One cluster is in the south/southwest near Lincoln Park and the other is in the northeast near North Brownsville Little League Park. These areas are ideal for expanding existing parks, creating new ones, and reinforcing ecological corridors. 2. Corridor-Based Opportunities The western and central district contain smaller but strategically located parcels adjacent to parks, waterways, and schools. Though fragmented, these lands are well suited for connectivity improvements, linear parks, and greenway segments that strengthen the district's open space network. 3. Scattered Neighborhood Sites Small, dispersed parcels throughout residential neighborhoods provide opportunities to address hyper-local access needs. While individually modest, these sites can create meaningful amenities – pocket parks, small neighborhood parks, rest areas, or shade nodes – that advance neighborhood equity and improve walkable access to recreation. Overall, District 1 contains some of the largest contiguous clusters of vacant land in the city, particularly south and southwest of downtown. This positions the district as a high-impact area for expanding parkland and advancing health, environmental, and equity goals. Acquisition and park development strategies in District 1 can focus on:

District 1 Park Acquisition Parkland Acquisition Figure 4.2 5.6 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Waterbodies Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Parks & Open Space PARD Owned Other, Non-PARD Potential Park Sites Vacant/underutilized city-owned parcels Vacant/underutilized county-owned parcels Vacant/underutilized state-owned parcels Public shool schoolproperty property County Irrigation or Drainage District land Brownfields

• Expanding existing parks where adjacent land is readily available • Creating new neighborhood and community parks in underserved residential areas • Strengthening ecological networks along resacas and drainage corridors • Protecting native habitat in areas that are undeveloped • Supporting trail expansion by acquiring land along key routes • Improving equitable access by prioritizing acquisitions near dense or low-amenity neighborhoods This combination of opportunity and need makes District 1 one of the city's most strategic districts for parkland expansion.

Key Map

3 4

2 1

303 40

Brownsville Parks, Health, and Recreation Master Plan Brownsville

District 1 Park Acquisition

District 1 Recommendations Excellence in Action

One City Growing Together

Rooted in Nature

Connected by Community

Active People, Healthy Lives

Alignment with Goals

District 1 residents have expressed a clear desire for better access to parks, more recreational choices, and welcoming, inclusive public spaces. Community feedback, facility analysis, and demographic trends all point to the need for strategic investments that address both current service gaps and long-term community priorities. The following recommendations are presented in order of priority, offering a focused and efficient path forward that is designed to improve quality of life, promote equity, and make the most of available land and resources.

Improve Equity through Access, Maintenance, and Comfort • Expand neighborhood-serving parks in underserved areas, prioritizing walkable access in dense or vulnerable communities. • Repurpose vacant or underutilized land for small-scale neighborhood parks, with ADA-accessible paths and everyday-use amenities like shade, restrooms, seating, and walking loops. • Retrofit existing parks with lighting, signage, and comfort features to address safety and usability concerns. • Invest in ongoing park maintenance, establish a visible maintenance schedule, and launch neighborhood stewardship programs to build community trust and ownership.

Create Flexible, Inclusive, and Family-Oriented Facilities • Prioritize multi-generational amenities such as playgrounds, splash pads, shaded seating, and fitness zones that serve families, youth, and older adults. • Built multi-use and adaptable courts to serve diverse interests and maximize space. • Expand rectangular and synthetic turf fields, and explore partnerships with schools to meet high demand. • Add foundational amenities like restrooms and picnic areas in parks where they are lacking.

Activate Parks with Affordable, Engaging Programming • Expand free and low-cost programs for youth, families, and adults, including after-school and summer camps, fitness classes, and arts programming. • Offer flexible scheduling and multi-lingual outreach to reach working families and non-English-speaking residents. • Develop recreation programming for all life stages, including early childhood enrichment, nature-based learning, and adult education (GED, ESL, digital skills, financial literacy).

Enhance Nature-Based and Passive Recreation Opportunities • Activate underused or ecologically sensitive areas with low-impact uses like birdwatching, kayaking, and nature play to balance conservation and access. • Develop nature-based programming such as guided walks, garden education, and outdoor story time through partnerships with environmental groups and educators. • Incorporate native landscaping, interpretive signage, pollinator gardens, and shaded trails to foster connection to the natural environment.

305

Brownsville Parks, Health, and Recreation Master Plan

Excellence in Action

One City Growing Together

Rooted in Nature

Connected by Community

Active People, Healthy Lives

Alignment with Goals

Leverage Parks as Community and Educational Hubs • Transform select parks or recreation centers into community resource hubs offering wraparound services like job fairs, housing support, and education programs. • Integrate educational elements throughout parks: environmental signage, murals, cultural storytelling, and hands-on learning in community gardens or interpretive trails. • Strengthen partnerships with UTRGV, Texas Southmost College, and local schools to offer health, wellness, and environmental education in parks.

Plan for Long-Term Growth and Signature Investments • Conduct feasibility studies for future large-scale facilities such as an aquatic center or amphitheater to serve District 1 and neighboring areas. • Pursue shared-use agreements with schools, libraries, and other institutions to expand access to open space and indoor amenities. • Explore opportunities to establish a regional park through partnerships and land banking in areas with future development pressure to preserve opportunities for new parks.

Strengthen Trail Connectivity and Active Transportation Access • Improve access to parks by expanding and connecting multi-use trails, sidewalks, and bike infrastructure, particularly in underserved areas. • Prioritize safe, shaded, and ADA-accessible routes to parks and schools, with wayfinding signage and lighting to encourage walking and biking. • Coordinate with transportation and planning departments to integrate greenways and park access into broader mobility initiatives.

Build a Culture of Park Engagement and Visibility • Launch a branded parks communication campaign to increase awareness of programs, events, and facility offerings through multilingual, culturally relevant outreach. • Foster community pride through public art, neighborhood park events, and volunteer opportunities like clean-ups and mural projects. • Use digital tools and in-person engagement to make parks feel more accessible, welcoming, and responsive to community needs.

Citywide Goals to District Action

306

District 2

Jo hn Glo or P ark

District 2 Demographics

Population, Age, & Gender

With 94.8% of residents identifying as Hispanic or Latino, District 2 reflects the city's broader cultural landscape. The remaining population includes 4% who identify as White alone and 1.2% who identify with other non-Hispanic racial or ethnic groups. This demographic composition underscores the value of bilingual communication, culturally resonant programming, and public spaces that reflect the community's identity and traditions.

District 2's estimated population of 55,720 is characterized by a notably young age structure, with nearly one in three residents under the age of 18. This emphasizes the critical role that parks and recreation can play in supporting youth development. At the same time, 13.2% of the population is 65 or older, pointing to the need for inclusive spaces that promote wellness and social connection for adults of all ages. The gender distribution is relatively even across most age groups. Together, these patterns highlight the importance of designing a parks and recreation system that reflects the district's generational diversity.

Race & Ethnicity

Population, Age, & Gender Race & Ethnicity

% 1.2

Male

Latino

697

80+

1,190

1,281

70-79

1,701

2,179

60-69

2,278

50-59

3,541

3,437

40-49

3,437

3,429

30-39

Other

94.8

4,595

2,526

309

Brownsville Parks, Health, and Recreation Master Plan

2,360

3,218 4,321

20-29 2,364

of Brownsville's Total Population

Female

Age

White Alone

22.2

55,720

Total Population

15-19

2,493

10-14

2,382 2,031

2,305

5-9

2,050

0-5

1,905

Education & Employment

Income & Housing

In District 2, 67.7% of the population has a high school diploma or higher, just slightly below the citywide rate. However, the district's employment rate of 59.4% closely mirrors Brownsville's overall rate, suggesting that a significant portion of working-age residents may be underemployed or facing barriers to workforce participation. These trends highlight the value of recreation-based workforce initiatives and skill-building programs that can help residents pursue educational growth and greater economic mobility.

District 2 includes an estimated 17,134 households. The district's median household income of $50,320 and homeownership rate of 64.7% slightly exceed city statistics, suggesting a relatively stable residential base. However, the median home value is District 2 is substantially lower than the citywide median, which may reflect disparities in housing quality, age, or location. These figures point to the importance of continued investment in neighborhood infrastructure and amenities to support livability, protect home values, and offer equitable access to quality community spaces.

High School Degree or Higher

Total Households

67.7

District 2

70.8

Employment Rate

59.4

District 2

17,134

Brownsville

Median Household Income

Brownsville

$49,920

District 2

Brownsville

Brownsville's 22.4% ofhouseholds.

Homeownership

58.8

$50,320

Median Home Value

64.7

61.8

District 2

Brownsville

118,800 District 2

199,000 Brownsville

All Demographics from 2023 American Community Survey 5-Year Estimate

Citywide Goals to District Action

310

Park & Trail Network

District 2's park and trail network is anchored by a modest collection of neighborhood-scale parks that provide basic local access to green space but fall short of meeting broader recreational needs. The district contains 10 parks – nine developed and one undeveloped – totaling 90.19 acres, which accounts for 10.9% of Brownsville's total parkland. While these parks offer essential amenities for nearby residents, the lack of larger community or regional parks limits opportunities for diverse programming, organized sports, and larger-scale gatherings. Trail infrastructure in the district is limited and fragmented, with few continuous or connected routes that link parks, neighborhoods, or key destinations. However, the district's natural features – particularly its resacas – offer strong potential for expanded greenway and trail development that could improve both recreation and connectivity. With thoughtful investment, District 2's network could evolve into a more cohesive and inclusive system that supports active transportation, outdoor access, and equitable recreation for all residents.

District 2 Park Network Figure 5.7 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

School Sites

The University of Texas Rio Grande Valley

Brownsville City Limits

Trail Network

PARD Parks Classification

90.19 District 2 Parkland Acres

10.9

of Brownsville's Total Parkland Acreage

1.16

4.22

Acres per 1,000 Residents District 2 Level of Service

Acres per 1,000 Residents Brownsville Level of Service

out of

45 parks

Number of District 2 Brownsville Parks

6.13 miles

Regional

Existing Bike Lane

City

Proposed Bike Lane

Community

Existing Trail

Neighborhood

Proposed Trail

Mini

Proposed Shared-Use Path

Non-PARD Parks National Park State Park Other Park

Key Map

District 2 Miles of Trails 3 4

2 1

311

Brownsville Parks, Health, and Recreation Master Plan

District 2 Park Network

Acreage & Spatial Level of Service

A majority of District 2's parks are neighborhood-scale, and while this provides some localized access to green space, the district lacks larger scale amenities such as regional parks. Without strategic intervention, deficiencies in parkland may reinforce spatial inequities, limiting residents' access to recreation opportunities that support health, community gathering, and environmental quality. The district's lack of larger parks also reduces its capacity to host events, accommodate team sports, or provide nature-based amenities. Although it does not count toward the level of service at this time, the presence of the undeveloped, 25-acre parcel presents a critical opportunity. If designed thoughtfully, it could significantly enhance park access and diversify the recreational offerings in the district. Looking forward, land acquisition will be increasingly challenging due to development pressures, underscoring the need for creative strategies such as land banking, partnerships, and the integration of parks into multi-use or infrastructure projects. To meet the spatial needs of the current population, District 2 would need to acquire an additional 417.90 acres of parkland. Investing in a more balanced, accessible, and connected park system in District 2 will not only address service gaps, it can also contribute to broader goals around public health, climate resilience, and neighborhood livability.

District 2 Park Level of Service Figure 5.8 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites PARD Parks Classification

Level of Service

Regional

1 1/2-mile radius

City

1/2-mile radius

Community

1/4-mile radius

2024

2025 2029 2034

2025

National Park State Park Other Park

2024 2025 2029 2034

Neighborhood Parks

2034

2025 2029

Non-PARD Parks

Community Parks

Target Acres

Mini

2025 2029 2034

City Parks

Mini Parks

2034

2025 2029

Neighborhood Regional Parks

100

120

140

160

180

200

220

Key Map

33 4 4

313

Brownsville Parks, Health, and Recreation Master Plan

22 11

District 2 Park Level of Service

Facilities Inventory

District 2 faces notable facility shortages that significantly impact recreation access and quality of life. The most critical gaps are in athletic infrastructure including diamond fields, rectangular fields, and sports courts. These deficiencies limit opportunities for both organized sports and everyday physical activity across age groups. Playgrounds are also in short supply, reducing access to essential play environments for children and families within walking distance of home. Additionally, the district lacks key indoor facilities such as recreation centers, community centers, and senior centers. These 16 deficits point to a need for significant investment in core recreational facilities, especially those that serve as everyday, close-to-home destinations and support physical activity, social interaction, and youth 15 development.

District 2 Park Facilities Figure 5.9 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

14 13

PARD Parks Classification

12 11 10 9 8 7

Park Facilities

Regional

Playground

City

Basketball Courts

Community

Diamond Fields

Neighborhood

Walking/Jogging Loop

Mini

Swimming Pool Dog Park

Non-PARD Parks

National Park

State Park

Other Park

Community Garden Outdoor Multiuse Court Restroom

3 2

D2 Facilities

Restrooms

Tennis Courts

Pickleball

Walking Loops

Fitness Zones

Multi-Use Courts

Pickleball Courts

Outdoor Facilities NRPA Standards

315

Tennis Courts

Rectangular Fields

Basketball Courts

Diamondd Fields

Playgrounds

1 0

Indoor Facilities Current Surplus

Brownsville Parks, Health, and Recreation Master Plan

Current Gap

Key Map

3 4

2 1

Community Engagement Findings

Public engagement in District 2 revealed strong community support for reinvesting in parks and expanding access to core amenities and recreational experiences. Residents prioritized developing new parks but expressed a need for improvements to existing facilities and maintenance and operations. The community's facility and amenity preferences highlight a strong desire for active, family-friendly spaces that are accessible and close to home. Residents emphasized the importance of comfort, safety, and natural features, calling for more pavilions, lighting, trees for shade, and overall beautification. There was also clear support for nature-based programming, reinforcing the value of parks as spaces for environmental education and connection to the outdoors. Survey feedback shed light on key barriers to park and program participation, including poor maintenance, distance from home, and lack of awareness. Overall, the feedback points to a clear need for cleaner, closer, better-maintained parks, stronger communication about programming, and a more responsive system that reflects the daily realities and preferences of District 2 residents. Prioritizing investment in family amenities, improved trails, and year-round programming will help build stronger connections between residents and their parks.

Community Feedback from the Public Meeting Park Facilities

Public Meeting at District 2

Park Amenities

Playgrounds

Splash Pads

Trails

Pavilions

Funding Priorities

1 Develop and Improve Trails

317

2 Natural Shade

Lighting

Nature Programming

Safer Sidewalks

Improved Access to Trails

5 Beautification

Map It Common Stickers

2 Develop New Parks and Facilities

3 Upgrade and Improve Existing Parks

Improve Maintenance and Operations

Brownsville Parks, Health, and Recreation Master Plan

Public Art

Improved Lighting

Bike Lanes

Community Feedback from the Survey

District 2's desired park facilities.

Top 3 obstacle that stops District 2 from regularly using parks and recreation facilities

The facilities are not well maintained

The parks and facilities are too far away from home

We do not have time

Trails Swimming Pools Exercise Stations

Top 3 obstacles that District 2 residents from regularly participating in the City’s recreational programming:

Splash Pads Dog Parks 0 0.1 K

We don’t know what programs are offered

The programs are not offered at a convenient time

The programs are offered too far away from home

0.2K 0.3 K 0.4 K

District 2

0.5K 0.6 K 0.7 K 0.8 K 0.9 K

Brownsville

District 2's desired park amenities. Shade Structures Restrooms Trees Benches

Top 3 MOST desired recreational programs. Children's Sports

Nature Programming

Playgrounds

Fitness Classes

Lighting Picnic Areas 0

0.1K 0.2K 0.3K 0.4 K 0.5K 0.6K 0.7K 0.8K 0.9K

District 2

1.1K

Brownsville Citywide Goals to District Action

318

Community Engagement Findings Second Round of Engagement

District 2 residents voiced a strong interest in parks that support healthier, more active lifestyles while remaining closely connected to the district’s natural character. Feedback emphasized a desire for parks that make it easier for families to stay active, enjoy nature, and participate in community life through programs offered at convenient times and locations. Residents also expressed enthusiasm for signature community events that bring people together and showcase the district’s identity. A consistent theme throughout the engagement was the need for parks that feel comfortable, shaded, and well cared for. Many residents highlighted gaps in landscaping, shade, and general comfort features that affect their ability to enjoy parks regularly, especially during warmer months. Ensuring safety through partnerships and maintaining clean, attractive spaces emerged as important priorities for restoring residents’ confidence in local parks. District 2 also placed strong value on protecting and enhancing natural areas, particularly resacas. Residents called for sustainable zoning rules, plant and wildlife management, and more trails incorporated into resaca restoration projects. This feedback reinforces the community’s desire to enjoy nature while safeguarding the ecological assets that make District 2 unique. Across all guiding principles, residents emphasized the importance of parks that support community connection and economic opportunity. Free, drop-in events, job and training programs, and efforts to promote tourism were all identified as ways the park system can strengthen community well-being and showcase local pride. Residents also encouraged more inclusive marketing and expanded opportunities for the community to participate in park care and stewardship. When considering future park types, residents gravitated toward spaces that blend play, accessibility, and nature, favoring parks with water features, inclusive parks, and botanical gardens. Their excitement centered on practical improvements such as more playsets, additional trees, upgrades to existing parks, and cleaner, healthier resacas. Overall, District 2 feedback reinforces the need for parks that are active, welcoming, and deeply connected to the area’s natural landscape. Investments in comfort, safety, programming, and environmental stewardship will be essential to creating parks that support health, community, and everyday enjoyment for all residents.

319

Brownsville Parks, Health, and Recreation Master Plan

District 2 Most Favored Guiding Principle Objectives Healthy People, Active Lives

promote citywide health initiatives

offer programs at more time and locations

create a signature annual Parks & Recreation event

Connected by Community

improve landscaping and natural areas comfort

build new trails and parks with shade

work with community partners to keep parks safe

Rooted in Nature

create zoning rules to protect resacas & encourage lowimpact recreation

create a plan to manage plants & wildlife

add trails as part of resaca restoration projects

One City, Working Together

host free, dropin events for the community

provide jobs and training

promote tourism and attract visitors though parks

Excellence in Action

monitor park conditions and plan regular repairs

give residents opportunities to help care for parks

use marketing that is inclusive and reflects the community's culture

Most Prioritized Guiding Principles Healthy People, Active Lives

Rooted in Nature

Excellence in Action

Connected by One City Growing Community Together

District 2 Top Park Types

1 Park with Water Feature

2 Public Meeting at District 2

What excites you most about the Master Plan? Inclusive Park

"more playsets"

3 Botanical Garden

"frequent repairs"

"more trees in park trails"

"improving on what we have"

"keeping resacas clean"

"the expansion of trails"

"modernize parks to entice kids from this generation"

"soccer fields"

Citywide Goals to District Action

320

Key Resources

District 2 is home to a mix of transportation, historic, and natural resources that shape its role in the city's park and recreation system. The Brownsville South Padre Island International Airport serves as a regional gateway, bringing both economic activity and opportunities to enhance the district's visibility and first impressions through quality public spaces and green infrastructure. Major resacas such as Resaca de la Palma and Resaca del Rancho Viejo wind through residential and commercial areas, offering natural corridors that can support expanded trail networks, passive recreation, and flood resilience.

District 2 Key Resources Figure 5.10 LEGEND

Cascade Park, a county-owned facility, supplements the city's parks by providing open space, sports facilities, and gathering space in a district with fewer ecological assets and limited neighborhood-scale park distribution. In addition, the Resaca de la Palma National Battlefield provides cultural and educational value and reinforces the importance of preserving heritage landscapes within the broader recreation system. Together, these resources position District 2 as an area with strong potential for trail connectivity, heritage interpretation, and enhanced neighborhood access to natural and recreational amenities, particularly in support of healthy, active lifestyles and community engagement. Strategic can help knit these assets into a more cohesive and accessible system that serves both local residents and regional visitors.

Challenges & Opportunities

District 2's parkland, facilities, and unique natural and cultural resources together form a foundation with both strengths to build on and critical gaps to address. The lack of diversity in parkland type, combined with shortages in facilities, highlights a mismatch between the scale and variety of facilities needed and what is currently available. Without intervention, these spatial and facility gaps risk constraining equitable access to high-quality recreation opportunities that promote physical health, social connection, and community identity.

Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites Historical Marker Key Resources

Parks & Open Space

Resaca de la Palma

PARD Owned

Resaca de la Palma National Battlefield

Other, Non-PARD

Rio Grande Valley Wildlife Rescue

Cascade Park

Resaca del Rancho Viejo

However, District 2's natural and cultural assets present unique opportunities to reimagine and enhance the park and recreation system. The resacas offer natural corridors ideal for developing an interconnected trail network that can link neighborhoods to parks, cultural sites, and key community destinations, while also providing environmental benefits such as flood mitigation and urban cooling. These corridors can serve as vital connectors, helping overcome the district's fragmented parkland distribution and facilitating active transportation and everyday recreation. Leveraging partnerships, shared-use agreements, and innovative land-use strategies will be essential to maximize the impact of limited land resources and address the growing demand for accessible, flexible recreation options. By aligning investments to create synergy between parkland, facilities, and natural assets, District 2 can build a more balanced and resilient system.

Key Map

3 4

2 1

321

Brownsville Parks, Health, and Recreation Master Plan

District 2 Key Resources

District 2 Parkland Acquisition

The District 2 map reveals a district with several types of parkland acquisition opportunities. These opportunities support multiple community goals: expanding access in underserved areas, advancing environmental preservation, and creating new parkland in spaces where large development pressures are limited. 1. Airport Fringe & Southeast Opportunity Zone District 2's largest concentration of available land lies along the southern and southeastern edge of the district, adjacent to the Brownsville South Padre International Airport. Although airport proximity limits traditional neighborhood park experiences, this zone offers a rare opportunity to introduce new district-serving parks and significant natural open space. Large parcels allow for flexible design that can combine recreation, habitat preservation, and ecological restoration while helping reduce the city's parkland deficit. 2. Irrigation & Drainage Corridor Opportunities The district contains several County Irrigation or Drainage District properties, much of it following drainage channels and resacas-adjacent corridors. While development is constrained, these areas are well suited for linear parks, trails, and riparian restoration that do not interfere with drainage function. With interagency coordination, these corridors could provide new walking and biking routes, nature access, and flood-resilient open space. 3. Scattered Residential-Adjacent Parcels Small, dispersed city- and county-owned parcels appear on the outskirts of District 2 neighborhoods and offer important opportunities to improve hyper-local park access. Even modest sites can support pocket parks, small play areas, seating nodes, or shade structures. Their close proximity to homes make them ideal for strengthening walkability and ensuring that residents have convenient recreation options. District 2's mix of land types requires tailored strategies to realize each opportunity's full potential while advancing community goals. Together, these sites position the district to expand its park system, enhance connectivity, and support both health and environmental outcomes. Based on the land available, acquisition priorities in District 2 may focus on: • Developing new district or neighborhood parks near the southeastern/airport area • Leveraging drainage district land for greenways, nature access, and ecological restoration • Using small vacant parcels to strengthen neighborhood access and fill micro-level service gaps • Protecting ecological areas and resaca-adjacent lands to support environmental resilience • Creating safe, connected routes between parks, schools, and residential areas

District 2 Park Acquisition Parkland Acquisition Figure 4.3 Figure 5.11 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Waterbodies Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Parks & Open Space PARD Owned Other, Non-PARD Potential Park Sites Vacant/underutilized city-owned parcels Vacant/underutilized county-owned parcels Vacant/underutilized state-owned parcels Public shool schoolproperty property County Irrigation or Drainage District land Brownfields

Key Map

This combination of opportunity types makes District 2 well positioned for both parkland expansion and improvements to everyday access. 3 4

2 1

323 42

Brownsville Parks, Health, and Recreation Master Plan Brownsville

District 2 Park Acquisition

District 2 Recommendations Excellence in Action

One City Growing Together

Rooted in Nature

Connected by Community

Active People, Healthy Lives

Alignment with Goals

The recommendations for District 2 are grounded in the analysis of demographic data, parkland acreage and spatial service levels, facilities inventory and gap assessments, as well as extensive community engagement findings. This multifaceted approach ensures that the unique needs and characteristics of the district are carefully considered. To effectively address local priorities and promote equitable access to quality parks and recreation, the recommendations are organized by level of importance. A central guiding factor in this prioritization is the community’s direct input on funding preferences. By aligning the recommendations closely with both data-driven insights and community voices, the recommendations aim to spark targeted, impactful investments that enhance the quality of life for all District 2 residents.

Improve Park Access and Connectivity • Use equity and walkability analyses to locate high-priority gaps and develop mini and neighborhood parks accordingly. • Expand greenways, trails, and safe crossings that connect neighborhoods, schools, and cultural sites. • Enhance trail design with natural shade, resting points, lighting, and interpretive programming to encourage use. • Repurpose vacant lots and encourage shared-use of school parks to expand neighborhood park access.

Expand Indoor Recreation Facilities and Flexible, Cost-Effective Amenities • Build or renovate multi-generational recreation and community centers supporting indoor sports, fitness, arts, and social programming. • Employ modular or phased improvements such as pop-up courts and container-based fitness stations where full facilities are not yet feasible. • Repurpose existing buildings for indoor recreation through shared-use agreements.

Invest in Athletic Fields and Courts that Accommodate Multiple Community Uses • Develop multi-use fields adaptable for diamond and rectangular sports. • Partner with schools and community organizations to share field use efficiently. • Increase access to playgrounds, basketball, tennis, and pickle ball courts, especially in underserved or growing neighborhoods.

Enhance Nature-Based and Passive Recreation Opportunities • Integrate tree canopy, native plants, bioswales, and habitat corridors to mitigate heat, manage storm water, and create restorative environments. • Offer low-cost nature-based programming such as guided walks and garden workshops, partnering with schools and nonprofits.

325

Brownsville Parks, Health, and Recreation Master Plan

Excellence in Action

One City Growing Together

Rooted in Nature

Connected by Community

Active People, Healthy Lives

Alignment with Goals

Activate Existing Undeveloped Parkland and Expand Park Acreage • Prioritize development of the Robinhood Park site to increase recreational offerings without new land acquisition. • Pursue land acquisition in underserved or growing areas using land banking, partnerships, and zoning incentives. • Balance park types by investing in community and regional parks with multi-use, flexible spaces.

Enhance Park Maintenance, Comfort, and Safety • Prioritize regular, visible maintenance and implement transparent response plans. • Invest in shade structures, benches, restrooms, lighting, wayfinding, and park beautification through landscaping and community art projects.

Prioritize Youth and Family-Focused Amenities and Programs • Expand after-school programs, sports leagues, and teen focused activities. • Add and upgrade family-friendly amenities that serve both youth and their guardians. • Partner with schools for shared-use agreements to increase access to fields, courts, and gyms. • Develop youth employment and skill-building programs including job readiness workshops and life skills. • Host culturally relevant festivals, arts programs, and events that reflect local heritage. • Design parks with inclusive, intergenerational features such as walking loops, and ADA access.

Increase Program Awareness and Accessibility • Address barriers related to information, scheduling, and location • Launch bilingual, multi-channel outreach campaigns using flyers, social media, and newsletters • Provide centralized, user-friendly program schedules with real-time updates via text alerts or QR codes • Offer pop-up and mobile recreation programming to serve neighborhoods distant from facilities • Expand program hours to evenings and weekends to accommodate residents' schedules

Leverage Partnerships to Maximize Resources • Collaborate with schools, businesses, and civic groups to co-host events, share facilities, and deliver programs • Engage residents in park planning to ensure solutions reflect community identity, values, and needs Citywide Goals to District Action

326

District 3

Brownsville Golf Center

District 3 Demographics

Population, Age, & Gender

District 3 is predominantly Hispanic/Latino with 90% of residents identifying as such. The remaining population includes 7.6% who identify as White alone, and 2.4% who identify with other racial or ethnic groups, including Black, Asian, Native American, Pacific Islander, or multiracial. This relative diversity highlights the importance of inclusive programming and communication strategies that reflect the district's broader range of identities and lived experiences.

Approximately 29% of District 3's estimated population is under the age of 18, indicating a continued need for family-oriented spaces and youth programming. Meanwhile, 12.9% of residents are 65 or older, highlighting the importance of age-friendly design and amenities that support active aging. The large number of adults in their prime working years (age 20-49) suggests a demand for accessible recreation opportunities that support physical activity, stress relief, and community connection for working families. These trends reinforce the importance of a multigenerational parks and recreation system that serves young people, older adults, and everyone in between.

Race & Ethnicity

Population, Age, & Gender Race & Ethnicity

7.6

% 2.4

Total Population

Latino

1,857

White Alone

3,280 3,987 5,735

Brownsville Parks, Health, and Recreation Master Plan

70-79

1,902

60-69

3,793

50-59

3,806 5,368 4,286 4,967

20-29 2,978

329

1,553

30-39

5,675

80+

40-49

4,383

Female

Age 817

Other

30.7

77,176

Male

of Brownsville's Total Population

3,646

15-19

3,425

10-14

3,188

3,376

5-9

3,298

3,068

0-5

2,786 2K

Education & Employment

Income & Housing

With 72.2% of residents holding a high school diploma or higher, District 3's educational attainment slightly exceeds the citywide average of 70.8%. However, the district's employment rate of 55.4% falls below the citywide rate, suggesting that some residents may face barriers to stable employment despite their educational backgrounds. Parks and recreation strategies in District 3 can help address these gaps by supporting programs that promote lifelong learning, skill-building, and wellness, while continuing to serve youth and working families through accessible, community-based resources.

District 3 includes 36,084 households with an average household size of 3.20 members, closely aligned with the citywide average. The median household income of $56,682 is notably higher than Brownsville's overall median, and the homeownership rate of 63.8% also exceeds the city average. Despite these economic strengths, the median home value in District 3 is significantly lower than the citywide median, suggesting possible disparities in housing quality, age, or neighborhood investment. These trends point to opportunities for parks and recreation to enhance neighborhood livability, support property values, and reinvest in areas with aging infrastructure while continuing to meet the needs of a growing and economically active community.

High School Degree or Higher

Total Households

Median Household Income $56,682

72.2

District 3

70.8

23,699

Brownsville

31.0

$49,920

of Brownsville's households. District 3

Employment Rate

55.4

District 3

Homeownership

58.8

Brownsville

Median Home Value

63.8

61.8

District 3

Brownsville

140,630 District 3

199,000 Brownsville

All Demographics from 2023 American Community Survey 5-Year Estimate

Citywide Goals to District Action

330

Park & Trail Network

District 3 contains 396.86 acres of parkland, nearly half of Brownsville's total, distributed across just 10 parks. While this makes the district appear well-served at first glance, the majority of this acreage is concentrated in large regional parks that are not designed to meet residents' daily recreational needs. As a result, access to nearby, everyday-use parks remains limited for many households, particularly in areas lacking transportation options. The district's trail network is similarly underdeveloped, with limited connectivity between neighborhoods, parks, and community destinations. However, the district's natural assets offer strong potential to expand trails and greenways that support both recreation and mobility. As development continues, the challenge will be to balance large-scale assets with smaller, neighborhood-serving spaces and improve active connections between them. A more distributed and connected system will allow the district to better serve its growing population with convenient, high-quality park experiences.

396.86

out of

parks District 3 Parkland Acres

of Brownsville's Total Parkland Acreage

5.14

4.22

Acres per 1,00 Residents District 3 Level of Service

Acres per 1,000 Residents Brownsville Level of Service

Number of District 3 Brownsville Parks

District 3 Park Network Figure 5.12 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Trail Network

PARD Parks Classification Regional

Existing Bike Lane

City

Proposed Bike Lane

Community

Existing Trail

Neighborhood

Proposed Trail

Mini

Proposed Shared-Use Path

Non-PARD Parks National Park State Park Other Park

15.22 miles

Key Map

District 3 Miles of Trails 3 4

2 1

331

Brownsville Parks, Health, and Recreation Master Plan

District 3 Park Network

Acreage & Spatial Level of Service

To meet the needs of the 2025 population, District 3 would require an additional 181.96 acres of parkland. While the district has a surplus of regional parkland acres, it falls short in community and neighborhood parks. This imbalance signals the need to prioritize smaller-scale, walkable park types that serve residential neighborhoods more directly. From a planning perspective, this calls for a shift in strategy. Rather than expanding large parks, future investments should focus on acquiring land for neighborhood and community parks in underserved areas, identifying opportunities for infill or pocket parks, and considering partnerships for shared-use facilities. Without this recalibration, the district risks reinforcing existing gaps in spatial equity and placing undue pressure on a small number of high-acreage parks that are designed to serve the entire community. Longterm, a more distributed and diversified park system will better support health, access, and quality of life across District 3.

District 3 Park Level of Service Figure 5.13 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites PARD Parks Classification

Level of Service

Regional

1 1/2-mile radius

City

1/2-mile radius

Community

1/4-mile radius

Target Acres

2025

State Park

2024

2025 2029 2034

Other Park

2025 2029 2034

Mini Parks

2024

National Park

Community Parks

Neighborhood Parks

2034

2025

Non-PARD Parks

2025 2029 2034

City Parks

Mini

2034

2025 2029

Regional Parks

2029

Neighborhood

120

150

180

210

240

270

300

330

Key Map

3 4

2 1

333

Brownsville Parks, Health, and Recreation Master Plan

District 3 Park Level of Service

Facilities Inventory

District 3 reflects an uneven distribution of parks and recreation facilities, with a few apparent strengths but several critical gaps that limit access to daily-use amenities. While the district appears well-supplied in facilities like tennis courts and rectangular fields, many of these surplus facilities are concentrated at the Sports Park or the Tennis Center, serving as regional-scale destinations that are not easily accessible for everyday use by most residents. Meanwhile, there are notable shortages in core neighborhood and community-level amenities which point to a lack of spaces that support family activity, informal play, and local gathering. Indoor recreation follows a80 similar trend. Although the district has some assets, it lacks sufficient diversity, limiting year-round access to recreational programs. Going forward, District 3 would benefit from strategic investment in versatile, 60 neighborhood-scaled facilities that support daily activity.

District 3 Park Facilities Figure 5.14 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites PARD Parks Classification

Park Facilities

Regional

Playground

City

Volleyball Courts

Community

Neighborhood

Basketball Courts Diamond Fields Walking/Jogging Loop

Mini

Swimming Pool Splash Pad

Non-PARD Parks

Dog Park

National Park

State Park

Other Park

Indoor Multiuse Court Rectangular Fields Pickle Ball Courts Skate Park

Tennis Courts

18-Hole Golf Course Exercise Stations

Restroom

Outdoor Facilities

Restrooms

Tennis Courts

Pickleball

Racquetball

Walking Loops

Volleyball Courts

Multi-Use Courts

Pickleball Courts

Multi-Use Courts

Tennis Courts

Rectangular Fields

Basketball Courts

Playgrounds

0 Key Map

Indoor Facilities 4

NRPA Standards 335

D3 Facilities

Current Surplus

Brownsville Parks, Health, and Recreation Master Plan

Current Gap

2 1

District 3 Park Facilities

Community Engagement Findings

Public input in District 3 revealed strong community interest in a more accessible, better-maintained, and better-connected parks system. Residents expressed a clear desire for parks and programs that support everyday activity, family use, and wellness – especially in neighborhoods that current lack nearby or welcoming spaces. Key themes across engagement activities included improving the quality of existing parks, address maintenance and safety concerns, and expanding the range of available amenities and programs. Many participants emphasized the importance of comfort and usability, highlighting the need for shaded areas, restrooms, and spaces that support gathering and recreation across age groups. Barriers such as feeling unsafe, being too far from parks, and not knowing about programs point to the importance of both physical improvements and better communication. The community is asking not just for more parks and facilities, but for a system that feels safe, inviting, and relevant in their daily lives. Overall, the input from District 3 underscores the need for a more equitable and responsive approach to parks and recreation – one that closes access gaps and strengthens connection between people and public spaces.

Community Feedback from the Public Meeting Park Facilities

Trail Symposium at District 3

Park Amenities

Swimming Pools

Dog Parks

Indoor Recreation Center

Funding Priorities

1 Develop and Improve Existing Parks

337

Lighting

2 Natural Shade

3 Amphitheater

4 Nature Programming

5 Restrooms

Map It Common Stickers

2 Improve Maintenance and Operations

3 Develop and Improve Trails

Develop New Parks and Facilities

Brownsville Parks, Health, and Recreation Master Plan

Bike Lanes

More Shade

Safe Sidewalks

Seating Areas

Improved Maintenance

Community Feedback from the Survey

District 3's desired park facilities.

Top 3 obstacle that stops District 3 from regularly using parks and recreation facilities

The parks and facilities are not well maintained

The parks and facilities are too far from home

We do not have time

Playgrounds Trails Swimming Pools Exercise Stations Dog Parks

Top 3 obstacles that District 3 residents from regularly participating in the City’s recreational programming:

0 0.1 K

We don’t know what programs are offered

The programs are not offered at a convenient time

We don’t have time to participate in the City’s recreational programs

0.2K 0.3 K 0.4 K

District 3

0.5K 0.6 K 0.7 K 0.8 K 0.9 K

Brownsville

District 3's desired park amenities. Shade Structures Restrooms Trees Benches

Top 3 MOST desired recreational programs. Nature Programming

Children's Sports

Splash Pads

Fitness Classes

Lighting Picnic Areas 0

0.1K 0.2K 0.3K 0.4 K 0.5K 0.6K 0.7K 0.8K 0.9K

District 3

1.1K

Brownsville Citywide Goals to District Action

338

Community Engagement Findings Second Round of Engagement

District 3 residents expressed strong enthusiasm for parks that bring people together, celebrate community identity, and support healthier, more active lifestyles. Feedback highlighted a desire for more citywide initiatives, signature annual events, and festivals that create fun, accessible opportunities for families to gather and stay active throughout the year. These interests reinforce the district’s commitment to health, culture, and shared community experiences. A major theme across the engagement was the importance of versatile, welldesigned spaces. Residents want flexible parks that can adapt to both daily use and special events, places where families can enjoy everyday recreation while also supporting larger gatherings, performances, or cultural activities. Comfort remains a key priority, with strong calls for improved landscaping, shaded areas, and natural features that make parks enjoyable throughout all seasons. District 3 also emphasized the importance of preserving and enhancing the natural environment. Community members expressed interest in expanding trails through resaca restoration projects, along with more opportunities for residents and local partners to contribute to conservation through volunteerism or sponsorship. Developing clear plans to manage plants and wildlife was seen as essential to protecting the district’s natural assets and ensuring parks remain healthy and sustainable. Collaboration also emerged as a priority. Residents highlighted the role parks can play in strengthening partnerships, with colleges, nonprofits, and local organizations, while also supporting jobs, workforce development, and tourism. These themes reflect a broader desire for parks that not only provide recreation, but also help build economic opportunity and celebrate local culture. In identifying future park types, District 3 residents gravitated toward options that blend recreation, nature, and community gathering: greenways, parks with water features, and botanical gardens rose to the top. When asked what excited them most, residents highlighted key themes such as health, tourism, splash pads, fitness, nature, and stronger community connections. Overall, feedback from District 3 reinforces the importance of parks that are flexible, well-maintained, deeply connected to nature, and supportive of the district’s collective identity. Investments in comfort, environmental stewardship, programming, and community partnerships will be essential in creating parks that foster health, connection, and everyday enjoyment for all residents.

339

Brownsville Parks, Health, and Recreation Master Plan

District 3 Most Favored Guiding Principle Objectives Healthy People, Active Lives

create a signature annual Parks & Recreation event

promote citywide health initiatives

host events and festivals for the community

Connected by Community

design flexible multi-use spaces that work for events & everyday use

improve landscaping and natural areas comfort

build new trails and parks with shade

create a plan to manage plants & wildlife

Rooted in Nature

add trails as part of resaca restoration projects

offer volunteer & sponsorship opportunities

One City, Working Together

provide jobs and training

promote tourism and attract visitors though parks

strengthen relationships with colleges & nonprofits

Excellence in Action

monitor park conditions and plan regular repairs

give residents opportunities to help care for parks

provide enough funding, staff, and resources for consistent upkeep

Most Prioritized Guiding Principles Healthy People, Active Lives

Connected by Community

Rooted in Nature

Excellence in One City, Growing Action Together

District 3 Top Park Types

1 Greenway

2 Public Meeting at District 3

What excites you most about the Master Plan? Park with Water Feature

"health"

Botanical Garden

"nature"

"promote tourism"

"splash pads"

"fitness"

"community"

"attract visitors though parks"

"health & community"

Citywide Goals to District Action

340

Key Resources

District 3 is rich in both ecological and historical resources that shape its parks and recreation landscape and offer far-reaching opportunities for conservation, education, and community wellness. Three major resacas (Town Resaca, Resaca de la Guerra, and Resaca del Rancho Viejo) flow through the district's residential and commercial areas, offering scenic natural corridors that can serve as the backbone for a district-wide trail network and green infrastructure system. These resacas not only support biodiversity but also offer potential for flood mitigation and passive recreation in a growing part of the city.

District 3 Key Resources Figure 5.15 LEGEND

The Palo Alto Battlefield National Historic Park stands as a landmark of national significance, providing opportunities for cultural preservation, interpretive programming, and place-based learning. This historic resource, combined with nearby federal lands such as the Lower Rio Grande Valley National Wildlife Refuge, the Bahia Grande, and the Laguna Atascosa National Wildlife Refuge, positions District 3 as a gateway to some of the most ecologically valuable and sensitive landscapes in the region. Together, these assets make District 3 a prime location for expanding nature-based recreation, environmental education, and habitat connectivity. As development continues to expand northward, planning efforts should focus on preserving these resources, improving public access through trail systems and park linkages, and using the district's natural and historic assets to promote wellness, learning, and regional tourism.

Challenges & Opportunities

District 3 presents a complex mix of strengths and challenges that point to the need for a more balanced, connected, and community-oriented parks system. While the district contains nearly half of the city's total parkland acreage, the scale and placement of this land means residents still lack easy, everyday access to parks close to home. This disconnect between quantity and usability is echoed in the district's facility inventory: specialized amenities exist, but they're often housed in regional destinations, not neighborhood parks, limiting access for families, youth, and older adults seeking nearby, low-barrier recreation.

Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites Historical Marker Key Resources

Parks & Open Space

Madeira Development

PARD Owned

Palo Alto Battlefield National Historic Park

Other, Non-PARD

Resaca del Rancho Viejo

Resaca de la Guerra

Town Resaca

Brownsville Children's Museum

These physical patterns reflect a system that has historically emphasized large, citywide assets over small, daily-use spaces. Left unaddressed, this imbalance can undermine goals related to health, equity, and community cohesion, particularly as the district continues to grow. At the same time, District 3 is uniquely rich in natural and cultural resources. These assets offer powerful opportunities to reframe the role of parks –not just a isolated destinations, but as part of a broader network for wellness, mobility, ecological stewardship, and cultural identity. Moving forward, the opportunity lies in using these ecological corridors and cultural anchors as connective tissue between neighborhoods, layering in walkable, neighborhood-scale parks and facilities that support everyday use. A more intentional and distributed system can unlock the full potential of District 3's parkland and redefine it as a model for inclusive and sustainable urban planning.

Key Map

3 4

2 1

341

Brownsville Parks, Health, and Recreation Master Plan

District 3 Key Resources

District 3 Parkland Acquisition

The District 3 map highlights a district with several distinct parkland acquisition opportunities – county-owned parcels in emerging growth areas, city-owned parcels in more densely populated ares, and scattered drainage district lands throughout the district. As Brownsville continues to grow, these land types offer meaningful opportunities to expand access, support new residential development, and improve connectivity across the district. 1. County-Owned Parcels in Growth Areas District 3 contains several vacant or underutilized county-owned parcels, particularly in the northern and eastern portions of the district where development is expected to expand over the coming years. These properties are minimally developed today, but their location within expanding neighborhoods positions them as key opportunities for future pocket, neighborhood, or community parks. As new housing grows around them, these parcels can anchor early open-space investments that shape walkable, healthy communities and ensure that new development patterns include access to recreation from the start. 2. City-Owned Parcels in the Southern Urban Core In the southern portion of the district where population density is higher, several city-owned parcels appear adjacent to existing neighborhoods and major destinations. These parcels provide strategic opportunities to increase connectivity between parks, fill small service gaps, and strengthen walkable access in neighborhoods where demand for recreation is already high. Their proximity to established parks makes them well suited for neighborhood-serving amenities, access nodes, or small expansions that enhance the district's recreational network. 3. Drainage District and Corridor-Based Opportunities District 3 also contains a number of County Irrigation or Drainage District parcels, especially through the central portion of the district and near resaca corridors. While these areas have development limitations, they are valuable for linear parks, nature trails, greenways, and flood-resilient open space. With interagency coordination, these corridors can help fill access gaps in central areas, providing new walking and biking routes while supporting environmental resilience and habitat restoration.

District 3 Park Acquisition Parkland Acquisition Figure 4.4 Figure 5.16 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Waterbodies Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Parks & Open Space PARD Owned Other, Non-PARD Potential Park Sites Vacant/underutilized city-owned parcels Vacant/underutilized county-owned parcels Vacant/underutilized state-owned parcels Public shool schoolproperty property County Irrigation or Drainage District land Brownfields

District 3 has opportunities to expand parkland where growth is occurring, improve access in dense neighborhoods, and enhance environmental connectivity along natural corridors. Together, these opportunities position District 3 for both near-term access improvements and long-term park system growth. Acquisition priorities in District 3 may focus on: • Developing new pocket, neighborhood, or community parks on county-owned parcels in growing residential areas • Using city-owned parcels to enhance walkable access and connect residents to existing parks • Leveraging drainage district corridors for linear parks, trails, and flood-resilient open spaces • Preserving ecological areas along resacas and drainage channels • Creating safe, continuous routes linking parks, neighborhoods, and community destinations This combination of emerging growth areas and infill opportunities makes District 3 an important district for both park expansion and enhanced recreational connectivity. 343 44

Brownsville Parks, Health, and Recreation Master Plan Brownsville

Key Map

3 4

2 1

District 3 Park Acquisition

District 3 Recommendations Excellence in Action

One City Growing Together

Rooted in Nature

Connected by Community

Active People, Healthy Lives

Alignment with Goals

Recommendations for District 3 were developed by integrating community input, data analysis, and strategic planning to identify the most effective ways to enhance park access and quality. Priorities were shaped by resident feedback and assessed needs, focusing first on upgrading existing parks and improving safety and maintenance. This prioritized framework guides efficient investment and supports a balanced, equitable parks and recreation system for District 3.

Reinvest in Aging Parks and Infrastructure • Prioritize capital improvements in older parks to enhance safety, comfort, and appeal. • Upgrade aging infrastructure, integrate green infrastructure, and add placemaking elements like shade, art, and wayfinding. • Add placemaking features like public art, shade structures, native landscaping, and wayfinding to reinforce neighborhood identity. • Focus reinvestment in areas with limited access to quality parks.

Improve Safety, Comfort, and Everyday Usability • Improve lighting, visibility, and maintenance to increase comfort and perceived safety. • Design parks with active edges, visible entry points, and sightlines that encourage community presence. • Add restrooms, seating, and shaded areas to support extended and passive use. • Ensure that amenities are distributed equitably across the district, not just concentrated in large parks.

Balance Investment Toward Neighborhood and Community Parks • Shift capital and maintenance funding toward smaller-scale, high-use parks that serve daily needs. • Reduce over-reliance on regional parks, which often fail to meet local access and comfort expectations. • Add neighborhood-serving amenities – like trails, courts, and seating – along residential edges of large regional parks to improve usability. • Ensure future park development budgets reflect the needs of residents within walking distance.

Expand Multi-Generational and Wellness Programming • Offer flexible, mixed-age activities like family fitness classes, walking groups, and community celebrations. • Use recreation centers and outdoor spaces to provide adult learning, wellness programs, and mental health resources. • Create gathering spaces like shaded seating areas, walking loops, and game tables that support teens, young adults, and seniors. • Establish youth employment, volunteer, and leadership pathways tied to park maintenance, education, or events.

345

Brownsville Parks, Health, and Recreation Master Plan

Excellence in Action

One City Growing Together

Rooted in Nature

Connected by Community

Active People, Healthy Lives

Alignment with Goals

Expand Access to Neighborhood Parks and Amenities • Acquire land in park-deficient neighborhoods, guided by spatial equity and demographic mapping tools. • Convert vacant lots, remnant parcels, and easements into pocket parks or mini parks. • Integrate small-scale parks into mixed-use and housing developments through zoning incentives or development agreements. • Expand shared-use agreements with schools, churches, and nonprofits to open recreational spaces to the public after hours. • Prioritize shared-use strategies in areas where standalone park development is infeasible.

Engage the Community in Ongoing Planning Activation • Involve residents in program co-creation and park decision-making to ensure alignment with lived experience. • Conduct neighborhood-level engagement through surveys, pop-ups, and design workshops to inform park development, program expansion, and system planning. • Launch targeted outreach to improve awareness of programming and park improvements, especially among hard-to-reach groups. • Offer drop-in and flexible program formats to reduce barriers related to time and scheduling.

Foster Cultural Expression and Neighborhood Pride • Activate parks with community-led events, festivals, and performances that reflect local heritage. • Incorporate bilingual signage, culturally inclusive programming, and locally inspired design features. • Use parks as platforms for storytelling, murals, and public art that showcase neighborhood identity.

Connect Environmental Stewardship with Park Access • Protect key ecological corridors like the resacas through development setbacks, naturalized buffers, and limited-access trails. • Incorporated environmental education into parks through signage, outdoor classrooms, and place-based learning. • Partner with schools and conservation organizations to teach about local ecology, habitat protection, and water systems. • Plan for long-term ecological connectivity, expanding Brownsville's habitat network to key ecosystems such as Bahia Grande and National Wildlife Refuge sites. Citywide Goals to District Action

346

District 4

1 4 th S t r eet Pla

District 4 Demographics

Population, Age, & Gender

District 4 reflects Brownsville's rich heritage with 90.4% of residents identifying as Hispanic/Latino. While a small portion of the population identifies as White alone (7.4%) or other racial and ethnic groups (2.2%), the district's cultural identity is strongly rooted in the region's traditions. This shared background presents an opportunity to design parks and programs that feel familiar, welcoming, and reflective of community values while ensuring that diverse voices and experiences are included in shaping public spaces.

District 4 has a diverse age profile, with 28.3% of the population under the age of 18 – a strong indicator of the continued need for youth-focused investments. At the same time, 12.8% of residents are age 65 or older, reinforcing the importance of age-friendly design. Adults in their working years make up a substantial share of the population, underscoring the need for accessible, flexible park spaces that support both family life and individual well-being. These trends emphasize the importance of a multi-generational parks and recreation system that can adapt to the needs of children, families, and older adults.

Race & Ethnicity

Population, Age, & Gender Race & Ethnicity

7.4

% 2.2

Total Population

Latino

90.4

Other

807

80+

1,059

1,621

70-79

1,707

2,273

60-69

2,459 4,193 3,158 4,890

349

Brownsville Parks, Health, and Recreation Master Plan

2,838

50-59

3,745

40-49

3,766

30-39

3,557 5,216

20-29 2,984

Female

Age

White Alone

24.7

61,950

Male

of Brownsville's Total Population

15-19

2,788

2,319

10-14

2,711

2,330

5-9

2,473

0-5

2,231 2,825 2K

Education & Employment

Income & Housing

In District 4, 69% of residents hold a high school diploma or higher, just below the citywide average. The district's employment rate also falls slightly below the city average. These figures suggest that while many residents have foundational educational attainment, some face barriers to full workforce participation. Parks and recreation programs can help address these challenges by supporting youth development, adult learning, and job readiness. At the same time, investments in public spaces and services can promote wellness, community stability, and economic resilience for working families.

District 4 contains approximately 18,689 households, with 62.6% of them owneroccupied. The percentage of owner-occupied units indicates a relatively stable and rooted residential population. The median household income of $54,914 is above the citywide average, suggesting a generally strong economic foundation. However, the median home value of $121,912 remains below the city average, which may reflect aging housing stock or limited reinvestment in certain neighborhoods. These conditions underscore the potential for parks and recreation to enhance neighborhood livability, boost property values, and provide accessible, low-cost amenities that improve quality of life for all residents.

High School Degree or Higher

Total Households

Median Household Income $54,914

69.0

District 4

70.8

16,689

Brownsville

$49,920

24.5

of Brownsville's households. District 4

Employment Rate

55.1

District 4

Homeownership

58.8

Brownsville

Median Home Value

62.6

61.8

District 4

Brownsville

121,912 District 4

199,000 Brownsville

All Demographics from 2023 American Community Survey 5-Year Estimate

Citywide Goals to District Action

350

Park & Trail Network

District 4 contains 144.21 acres of parkland, accounting for 17.4% of the city's total parkland and encompassing 14 of Brownsville's 45 parks. While this might suggest a strong park presence, the majority of these parks are mini parks, which often lack the size, amenities, and programming capacity to meet residents' daily recreational needs. Trail connections within the district are also limited, with gaps in continuity and access that make it difficult for many residents to safely walk or bike to parks, schools, and civic destinations. This fragmentation impacts residents' ability to use the network for transportation, wellness, and recreation, especially in neighborhoods with fewer mobility options. However, the city's proposed trail alignments illustrate a clear vision for enhancing connectivity across the district. These future trails have the potential to link key civic, cultural, and natural assets while extending access to underserved areas. Despite these challenges, District 4 holds unique potential for park and trail system integration. Its mix of civic, cultural, and ecological resources provides a strong foundation for building more connected, inclusive, and accessible public spaces. Strengthening physical and programmatic linkages across parks and trails can not only improve local quality of life but also enhance the resilience and cohesion of Brownsville's broader system.

396.86 District 4 Parkland Acres

of Brownsville's Total Parkland Acreage

5.14

4.22

Acres per 1,00 Residents District 4 Level of Service

Acres per 1,000 Residents Brownsville Level of Service

out of

45 parks

Number of District 4 Brownsville Parks

10.19

District 4 Park Network Figure 5.17 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Trail Network

PARD Parks Classification Regional

Existing Bike Lane

City

Proposed Bike Lane

Community

Existing Trail

Neighborhood

Proposed Trail

Mini

Proposed Shared-Use Path

Non-PARD Parks National Park State Park Other Park

Key Map

miles

District 4 Miles of Trails

3 4

2 1

351

Brownsville Parks, Health, and Recreation Master Plan

District 4 Park Network

Acreage & Spatial Level of Service

To meet the current population's needs, District 4 requires an additional 464. 63 acres of parkland, with deficits across all park types. The absence of both regional parks and neighborhood parks is especially critical, as these spaces play distinct and essential roles in the parks system. Regional parks support citywide recreation while neighborhood parks meet daily needs. Without either, many residents lack convenient access to parks that support physical activity, social connection, and outdoor leisure close to home. The district's over-reliance on mini-parks underscores the need for a more balanced and strategic distribution of parkland. This imbalance not only limits recreation opportunities but also reinforces spatial inequities, where some areas remain underserved despite the district's overall share of city park acreage. These gaps have boarder implications for public health, environmental resilience, and social equity. Without access to adequate parks, residents may experience high barriers to physical wellness, fewer opportunities for community engagement, and reduced exposure to the mental health benefits of nature.

Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

PARD Parks Classification

Park Facilities

Regional

Playground

City

Basketball Courts

Community

Diamond Fields

Neighborhood

Walking/Jogging Loop

Mini

Tennis Courts Community Garden Outdoor Multiuse Court Indoor Multiuse Court

2025

State Park

Rectangular Fields

Other Park

2025 2029 2034

Exercise Stations Skate Park

2024 2025 2029 2034

Neighborhood Parks

Target Acres

2034

Community Parks

Mini Parks

LEGEND

National Park 2025 2029

City Parks

Figure 5.18

Non-PARD Parks

2025 2029 2034

Regional Parks

2034

2025 2029

Addressing these challenges requires more than just increasing acreage. Future planning should prioritize quality, accessibility, and equity –ensuring new parks are well-located, connected by trails, and designed to reflect the unique needs and identities of surrounding neighborhoods. Doing so will help create a more resilient and inclusive parks system that improves daily life for all District 4 residents.

District 4 Park Facilities

Restroom 40

100

120

140

160

180

200

220

Key Map

3 4

2 1

353

Brownsville Parks, Health, and Recreation Master Plan

District 4 Park Facilities

Facilities Inventory

District 4 faces notable facility shortages that limit residents' opportunities to participate in a broad spectrum of recreational activities. The most significant gaps exist in playgrounds, tennis courts, pickle ball courts, and volleyball courts. Although there is a surplus of diamond fields, dog parks, walking loops, and multi-use basketball/volleyball courts, expanding the variety of available facilities will better serve the diverse needs of the community. Indoor facility gaps mirror outdoor shortages, particularly in pickle ball, basketball, and multi-use spaces, limiting year-round recreation. Addressing these deficits will require targeted investments in both outdoor and 80 infrastructure, with a focus on equitable distribution and facilities that support daily use across all age indoor groups.

District 4 Park Facilities Figure 5.19 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

PARD Parks Classification

Park Facilities

Regional

Playground

City

Basketball Courts

Community

Diamond Fields

Neighborhood

Walking/Jogging Loop

Mini

Tennis Courts

Non-PARD Parks

20 18 16

Community Garden Outdoor Multiuse Court

National Park

Indoor Multiuse Court

State Park

Rectangular Fields

Other Park

Exercise Stations Skate Park

Restroom

Outdoor Facilities

Tennis Courts

Multi-Use Courts

Pickleball

Walking Loops

Volleyball Courts

Multi-use Courts

Pickleball Courts

Tennis Courts

Diamond Fields

Playgrounds

0 Key Map

Indoor Facilities 4

NRPA Standards 355

D3 Facilities

Current Surplus

Brownsville Parks, Health, and Recreation Master Plan

Current Gap

2 1

District 4 Park Facilities

Community Engagement Findings

Community input in District 4 reveals a strong demand for parks that are more accessible, better maintained, and equipped to support everyday use. Residents emphasized the need for parks and facilities that feel welcoming, comfortable, and relevant to their daily lives. Concerns about poor maintenance, lack of nearby amenities, and limited program awareness point to systemic barriers that reduce participation and diminish the overall value of the park system. There is broad support for improving and upgrading existing parks, with a particular interest in features that enhance usability. Residents also want recreational programs that are easier to access and better aligned with community interests and schedules. Overall, public feedback signals a clear need to rebalance the district's park system – shifting focus toward quality, access, and everyday functionality. Future investments should prioritize enhancing the condition and reach of existing assets, while expanding amenities and programs that strengthen community health, connection, and well-being.

Community Feedback from the Public Meeting Park Facilities

Public Meeting at District 4

Park Amenities

Rectangular Fields

Multi-Sport Complex

Trails

Natural Shade

Funding Priorities

1 Upgrade and Improve Existing Parks

357

2 Restrooms

3 Lighting

4 Beautification

5 Exercise Stations

Map It Common Stickers

2 Improve Maintenance and Operations

3 Develop New Parks and Facilities

4 Develop and Improve Trails

Brownsville Parks, Health, and Recreation Master Plan

More Shade

Public Art

Improve Maintenance

More Parks

Community Gardens

Community Feedback from the Survey

District 4's desired park facilities.

Top 3 obstacle that stops District 4 from regularly using parks and recreation facilities

The facilities are not well maintained

The parks and facilities are too far away from home

We do not have time

Trails Swimming Pools Exercise Stations

Top 3 obstacles that District 4 residents from regularly participating in the City’s recreational programming:

Dog Parks Rectangular Fields 0 0.1 K

We don’t know what programs are offered

The programs are not offered at a convenient time

We don’t have time to participate in the City’s recreational programs

0.2K 0.3 K 0.4 K

District 4

0.5K 0.6 K 0.7 K 0.8 K 0.9 K

Brownsville

District 4's desired park amenities. Shade Structures Restrooms Trees Benches

Top 3 MOST desired recreational programs. Nature Programs

Children's Sports

Playgrounds

Fitness Classes

Lighting Picnic Areas 0

0.1K 0.2K 0.3K 0.4 K 0.5K 0.6K 0.7K 0.8K 0.9K

District 4

1.1K

Brownsville Citywide Goals to District Action

358

Community Engagement Findings Second Round of Engagement

District 4 residents expressed strong enthusiasm for parks that support active lifestyles, foster community engagement, and promote environmental stewardship. Feedback highlighted a desire for citywide health initiatives, diverse recreation programs, and events or festivals that offer fun, accessible opportunities for families and individuals to gather, stay active, and learn new skills throughout the year. These interests reinforce the district’s commitment to health, wellness, and community connection. A major theme across the engagement was the importance of well-designed, versatile spaces. Residents emphasized parks that serve multiple purposes—from daily recreation to flood control—while offering shaded areas and natural features that enhance comfort and usability throughout all seasons. Improvements to landscaping, safety, and natural areas were consistently identified as priorities to make parks more welcoming and enjoyable. District 4 also stressed the importance of connecting people with nature. Residents expressed strong support for expanding trails through resaca restoration projects, planting trees in areas with little shade or high heat risk, and providing wildlife education opportunities. Volunteerism and community participation in park care were also seen as critical to sustaining and enhancing the district’s natural assets. Collaboration emerged as a key theme. Residents highlighted the value of partnerships with local schools, colleges, nonprofits, and community organizations to share programming and recreational spaces. Strengthening these connections is viewed as essential to maximizing resources, fostering community engagement, and creating parks that support broader social, educational, and cultural goals. In identifying future park types, District 4 residents gravitated toward options that balance active recreation, natural areas, and community gathering: sports parks, greenways, and urban parks were top priorities. Residents were particularly excited about amenities such as maintained fields, late-night lights, soccer programs, healthy cooking classes, and community events that bring people together. Overall, feedback from District 4 reinforces the importance of parks that are flexible, safe, environmentally conscious, and supportive of active, connected communities. Investments in recreation programming, environmental stewardship, comfort, and partnerships will be essential to creating parks that foster health, learning, and everyday enjoyment for all residents.

359

Brownsville Parks, Health, and Recreation Master Plan

District 4 Most Favored Guiding Principle Objectives Healthy People, Active Lives

promote citywide health initiatives

offer diverse recreation programs

host events and festivals for the community

Connected by Community

improve landscaping and natural areas comfort

build new trails and parks with shade

work with community partners to keep parks secure

Rooted in Nature

design parks to serve both as recreation & flood control

plant trees in areas with little shade or high heat risk

add trails as park of resaca restoration projects

One City, Working Together

partner with BISD to share programming and recreation space

look for grants and other external funding

strengthen relationships with colleges & nonprofits

Excellence in Action

use eco-friendly, cost effective maintenance practices

monitor park conditions and plan regular repairs

give residents opportunities to help care for parks

Most Prioritized Guiding Principles Healthy People, Active Lives

Rooted in Nature

Excellence in Action

Connected by One City, Growing Community Together

District 4 Top Park Types

1 Sports Park

2 Public Meeting at District 4

What excites you most about the Master Plan? Greenway

3 Urban Park

"soccer"

"maintained fields"

"late night lights"

"wildlife education"

"everything"

"healthy cooking classes"

"community"

"facilities"

Citywide Goals to District Action

360

Key Resources

District 4 contains some of the most culturally rich and ecologically diverse resources in Brownsville. Anchored by Downtown Brownsville and the Mitte Cultural District, the area blends historic character with civic energy, offering a unique opportunity to connect recreation with arts, culture, and heritage. Within this urban core lie institutions like the Gladys Porter Zoo and the Brownsville Old City Cemetery, which support education, tourism, and cultural enrichment through outdoor learning and interpretive programming.

District 4 Key Resources Figure 5.20 LEGEND

To the west, District 4 transitions into more natural landscapes that include Lake Brownsville, Resaca de la Palma State Park, and portions of the Lower Rio Grande Valley National Wildlife Refuge. These ecological assets not only protect sensitive habitats but also support wellness, climate resilience, and access to nature in a growing city. They provide ideal settings for passive recreation, birdwatching, and nature-based education, particularly in underserved or less-developed areas. Together, these resources position District 4 as a hub for multi-dimensional public spaces that unite nature, history, wellness, and culture. Parks and recreation planning in this district can build on these strengths by creating stronger physical and programmatic connections between cultural institutions, urban greens paces, and natural areas – supporting both everyday quality of life and long-term environmental and cultural preservation.

Challenges & Opportunities

District 4 illustrates the delicate balance between parks and recreational challenges and transformative potential within the broader citywide system. While the district contains a notable portion of the city's parkland, much of it is concentrated in smaller sites that are not equipped to meet the full range of community needs. This imbalance between quantity and function highlights broader system-wide issues of equitable access, park quality, and distribution.

Brownsville ETJ

Brownsville South Padre Island International Airport

Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites Historical Marker Key Resources

Parks & Open Space

Resaca de la Palma State Park

Resaca de La Palma Reservoir

Gladys Porter Zoo

Mitte Cultural District

Brownsville Old City Cemetery

PARD Owned Other, Non-PARD

Facility gaps further reflect and reinforce these spatial limitations. Without a diverse and well-maintained set of amenities, parks struggle to support everyday recreation, active lifestyles, and social cohesion. At the same time, District 4 contributes unique assets to the city's parks and recreation network. Its cultural, historical, and ecological resources provide vital anchors that enrich the broader system. When thoughtfully connected, these assets can support local well-being and citywide goals around culture, inclusion, and environmental resilience. These dynamics point to the need for a more coordinated and holistic approach to parks planning. Addressing land and facility gaps in District 4 will not only enhance local access, but also strengthen the overall equity, functionality, and cohesion of the city's parks and recreation system.

Key Map

3 4

2 1

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Brownsville Parks, Health, and Recreation Master Plan

District 4 Key Resources

District 4 Parkland Acquisition

The District 4 map highlights a district with a diverse set of parkland acquisition opportunities, ranging from larger county-owned parcels to small, strategically located parcels embedded within Downtown Brownsville. Together, these land types present opportunities to expand access in growing neighborhoods, strengthen environmental corridors, and support downtown revitalization by achieving public spaces and improving connectivity. 1. Larger County-Owned Parcels in Emerging Neighborhood District 4 includes a couple of sizable county-owned parcels located along the district's western and southern boundary. These properties are undeveloped and positioned in an area that could experience future growth and development as the city's population increases. Their size and location make them ideal candidates for future neighborhood or community parks, ensuring that as development increases, residents have access to recreation close to home. These parcels also provide opportunities to preserve open space, support naturebased recreation, and shape the character of new neighborhoods by integrating parks early in the development process. 2. Drainage District and County Irrigation Lands as Greenway Connectors Scattered throughout District 4 are several County Irrigation or Drainage District parcels, many of which follow the edges of resacas, drainage channels, or low-lying areas. Although these lands come with development constraints, they offer strong potential for linear parks, nature trails, riparian restoration zones, and floodresilient open space. If coordinated through partnerships, these corridors can serve as natural connectors and help deliver greenway infrastructure in areas where traditional parkland may be limited. 3. Small, Downtown Parcels that Strengthen Access and Catalyze Revitalization One of the most important acquisition opportunity types in District 4 is the cluster of small city- and countyowned parcels within Downtown Brownsville, shown in the inset map. These parcels are uniquely positioned to serve as pocket parks, plazas, rest nodes, or activation sites that support public life and reinforce ongoing downtown revitalization efforts. Their close proximity to each other and key destinations makes them valuable assets for improving walkability and crating a connected network of public spaces.

District 4 Parkland Park Acquisition Acquisition Figure 4.5 Figure 5.21 LEGEND Brownsville ETJ

Brownsville South Padre Island International Airport

Waterbodies Water bodies

Downtown Brownsville

Brownsville City Limits

School Sites

Parks & Open Space PARD Owned Other, Non-PARD Potential Park Sites Vacant/underutilized city-owned parcels Vacant/underutilized county-owned parcels Vacant/underutilized state-owned parcels Public shool schoolproperty property County Irrigation or Drainage District land Brownfields

District 4's mix of large developable parcels, natural corridors, and small downtown properties creates a balanced set of opportunities to expand the park system, enhance environmental connectivity, and reinvigorate public life in the city's core. Acquisition priorities in District 4 may focus on: • Developing new neighborhood and community parks on larger county-owned parcels in growing areas • Leveraging drainage and irrigation district lands to establish linear parks, trails, and nature-based corridors • Activating small parcels in Downtown Brownsville to strengthen walkability and support downtown revitalization • Preserving ecological areas along drainage channels and resacas to support environmental resilience • Enhancing safe, connected routes linking downtown parks, neighborhoods, and civic destinations These opportunities in District 4 not only expand parkland and improve access but also strengthen the identity, vibrancy, and environmental health of Brownsville's urban core. 363 46

Brownsville Parks, Health, and Recreation Master Plan Brownsville

Key Map

3 4

2 1

District 4 Park Acquisition

District 4 Recommendations Excellence in Action

One City Growing Together

Rooted in Nature

Connected by Community

Active People, Healthy Lives

Alignment with Goals

The following recommendations provide a strategic framework for strengthening parks and recreation in District 4 in alignment with community priorities, demographic needs, and system wide equity goals. This approach emphasizes making the most of existing assets while addressing critical service and facility gaps. It also supports a more inclusive, accessible, and resilient parks system that reflects the district's cultural identity, supports multi-generational use, and promotes everyday health and well-being. By leveraging partnerships, optimizing resources, and engaging the community in decision-making, these recommendations aim to deliver long-term impact both within District 4 and across the broader parks and recreation network.

Improve and Modernize Existing Parks • Renovate aging parks and infrastructure, especially in lower-income or lower home-value areas. • Incorporate high-demand features like restrooms, shade structures, benches, walking loops, and lighting. • Use green infrastructure – trees, bioswales, and shaded gathering spaces – to improve environmental quality and comfort. • Regularly assess existing park conditions to inform maintenance and capital improvement plans.

Enhance Communication and Community Engagement • Improve outreach through bilingual signage, social media, neighborhood networks, and in-park promotion. • Simplify program registration and increase visibility of available offerings. • Regularly engage residents in planning decisions through surveys, workshops, pop-up events or park ambassadors. • Foster local ownership and stewardship by involving residents in program design and volunteer opportunities.

Strengthen Programming and Participation • Expand programs focused on youth sports, fitness, and nature education. • Adjust scheduling to accommodate working families, including evening and weekend offerings. • Use recreation centers as venues for childcare, health services, and job-readiness programs. • Partner with schools and local organizations to align recreational offerings with academic and social support.

Design Inclusive, Multi-Generational Environments • Incorporate features like shaded walking loops, ADA paths, and senior fitness areas to serve older adults. • Create teen-oriented spaces such as skate areas, game rooms, or creative hubs within parks or recreation centers. • Support intergenerational programming such as gardening, arts, and storytelling that builds community cohesion. • Use universal design principles to create welcoming, navigable environments for users of all ages and abilities. 365

Brownsville Parks, Health, and Recreation Master Plan

Activate Underutilized Parks and Spaces • Enhance mini parks with features like exercise stations, gardens, or community seating areas • Use pop-up programming, beautification projects, and community art to boost visibility and local use • Re-purpose under performing parks into spaces for gardening or small-scale recreation. • Improve lighting, signage, and layout to enhance safety and accessibility in smaller or overlooked parks

Expand and Diversity Recreational Facilities • Prioritize new playgrounds, courts, and multi-use fields based on current gaps and demand • Invest in flexible indoor spaces that support year-round activity. • Ensure all facilities are ADA accessible and designed to serve a range of ages and abilities • Design facilities that support year-round activity and can host both structured programs and informal play

Improve Mobility and Accessibility • Invest in safe pedestrian and transit connections to parks and cultural assets, especially from cardependent or lower-income neighborhoods • Improve transit connectivity to major recreational and cultural destinations within the district • Prioritize infrastructure like crosswalks, sidewalks, and trail connections to increase safe access.

Connect Parks to Cultural and Environmental Assets • Strengthen walkability and wayfinding between downtown parks, the Mitte Cultural District, and nearby civic and ecological destinations • Partner with schools, historians, and artists to deepen connections to local history, ecology, and identity • Use public art and signage to unify downtown public spaces into a cohesive cultural experience.

Invest in Equitable Park Access and Land Acquisition • Target land acquisition in high-need areas, especially where walkable access is limited • Use zoning, land use, and demographic data to identify feasible and impactful acquisition sites • Prioritize the development of neighborhood and community parks that serve local residents' daily needs • Where land acquisition is difficult, seek joint-use agreements with schools, faith-based institutions, or nonprofits to share recreational space

Ensure Strategic, Data-Driven Planning • Use level-of-service standards and facility inventory data to guide investments and phase development • Regularly monitor community needs through usage tracking, demographic trends, and public engagement • Phase investments over time to close parkland and facility gaps while managing budget and resources • Integrate community feedback into ongoing monitoring, capital planning, and programming priorities Citywide Goals to District Action

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A 2025 Arts & Literacy Festival

Glossary

Chapter Contents •

Glossary / Glosario

This glossary provides clear definitions of key terms used throughout the Parks, Health, and Recreation Master Plan. It is designed to enhance understanding of technical and industry-specific language, particularly for readers who may not be familiar with planning, parks, or public health terminology. To support accessibility and inclusivity for Brownsville’s bilingual community, each term is presented in both English and Spanish. This resource ensures that all community members, regardless of background or expertise, can engage with the plan’s goals, strategies, and vision for a healthier, more connected Brownsville.

Glossary / Glosario

A Accessibility / Accesibilidad

The design of products, devices, services, or environments to be usable by people with disabilities. / Diseño de productos, dispositivos, servicios o entornos para que sean utilizables por personas con discapacidades.

ADA / ADA Americans with Disabilities Act, a civil rights law prohibiting discrimination based on disability. / Ley de Estadounidenses con Discapacidades (Americans with Disabilities Act), una ley de derechos civiles que prohíbe la discriminación basada en la discapacidad.

Amenity / Servicio

Access-Based Assessment / Evaluación Basada en el Acceso

Americans with Disabilities Act, a civil rights law prohibiting discrimination based on disability. / Ley de Estadounidenses con Discapacidades, una ley de derechos civiles que prohíbe la discriminación basada en discapacidad.

A method evaluating park and recreation access by measuring how many people live within a walkable distance to parks. / Método que evalúa el acceso a parques y recreación midiendo cuántas personas viven a una distancia caminable de los parques.

Action Item / Tarea de Acción A specific task or activity outlined to achieve a goal or strategy. / Actividad específica destinada a lograr una meta o estrategia.

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Built Environment / Entorno Construido The man-made surroundings that provide the setting for human activity, such as buildings, parks, and transportation systems. / Entorno creado por el ser humano que proporciona el escenario para la actividad humana, como edificios, parques y sistemas de transporte.

Brownsville Parks, Health, and Recreation Master Plan

C Connectivity / Conectividad The degree to which different locations are linked by transportation networks or pedestrian pathways. / Grado en que diferentes ubicaciones están conectadas mediante redes de transporte o caminos peatonales.

Crime Prevention Through Environmental Design (CPTED) / Diseño de Espacios Más Seguros An approach to creating safer spaces by using design strategies such as lighting, visibility, landscaping, and layout to naturally discourage unsafe behaviors and promote a sense of safety and community. / Una estrategia para crear espacios más seguros utilizando elementos de diseño como iluminación, visibilidad, vegetación y organización del espacio que promueven una sensación de seguridad y comunidad.

D Demand-Based Assessment / Evaluación Basada en la Demanda A method of analyzing community needs based on projected or stated preferences of residents. / Método de análisis de las necesidades de la comunidad basado en las preferencias proyectadas o declaradas de los residentes.

Designated Natural Area / Área Natural Designada City-owned land designated for ecological value, outdoor education, and community connection; managed by the Office of the City Naturalist. / Terreno de propiedad municipal designado por su valor ecológico, educación al aire libre y conexión comunitaria; gestionado por la Oficina del Naturalista Municipal.

Designated Park / Parque Designado PARD-owned land formally designated for public park use that cannot be used for non-park purposes. / Terreno propiedad de PARD designado formalmente para uso de parque público que no puede ser utilizado para otros fines.

Diamond Fields / Campos de Diamante

Equity Adjustment Factor / Factor de Ajuste por Equidad

Athletic fields designed for diamond-shaped sports such as baseball and softball. / Campos deportivos diseñados para deportes en forma de diamante como béisbol y sóftbol.

A calculated value used to prioritize park investments in underserved communities. / Valor calculado que se utiliza para priorizar inversiones en parques en comunidades desatendidas.

E Ecological Asssets / Recursos Ecológico Natural features that provide environmental, recreational, and educational value. / Características naturales que brindan valor ambiental, recreativo y educativo.

Equity / Equidad A condition when everyone has the opportunity to thrive, reducing or eliminating persistent institutional biases and barriers. / Condición en la que todos tienen la oportunidad de prosperar, reduciendo o eliminando los sesgos y barreras institucionales persistentes.

Equity-Based Assessment / Evaluación Basada en la Equidad An evaluation method emphasizing fair access to parks based on social, economic, and demographic factors. / Método de evaluación que enfatiza el acceso equitativo a los parques según factores sociales, económicos y demográficos.

Extraterritorial Jurisdiction (ETJ) / Jurisdicción Extraterritorial The legal ability of a city to exercise authority beyond its boundaries. / Capacidad legal de una ciudad para ejercer autoridad más allá de sus límites.

Glossary

370

Facilities / Instalaciones

Goals / Metas

Land Use / Uso de Terreno

Desired results that support key principles, such as environmental protection or health promotion. / Resultados deseados que apoyan principios clave como la protección ambiental o la promoción de la salud.

A system for classifying and designating the appropriate use of properties. / Un sistema para clasificar y designar el uso adecuado de terrenos.

Buildings and spaces used for recreation or other public purposes. / Edificios y espacios utilizados para recreación u otros fines públicos.

Facilities Gap / Brecha de Instalaciones The difference between existing facilities and what is needed to meet the community's demand. / Diferencia entre las instalaciones existentes y lo que se necesita para satisfacer la demanda de la comunidad.

Flood Plain / Llanura de Inundación Land area susceptible to being inundated by water during flooding. / Área de terreno susceptible a inundaciones.

Full Time Employee (FTE) / Empleado de Tiempo Completo A measure of workforce size, based on a full-time work schedule. / Medida del tamaño de la fuerza laboral basada en una jornada laboral completa.

371

I Implementation Recommendations / Recomendaciones de Implementación Guidance and instructions for executing an action plan. / Guía e instrucciones para ejecutar un plan de acción.

Intergenerational Programming / Programación Intergeneracional Refers to recreational activities and initiatives designed to bring together individuals from different age groups, typically spanning multiple generations, to interact, share experiences, and learn from one another. / Se refiere a actividades recreativas e iniciativas diseñadas para reunir a personas de diferentes grupos de edad para interactuar, compartir experiencias y aprender unos de otros.

Brownsville Parks, Health, and Recreation Master Plan

Level-of-Service / Nivel de Servicio A benchmark indicating how many amenities are needed to meet community demand. / Referencia que indica cuántas comodidades se necesitan para satisfacer la demanda comunitaria.

M Master Plan / Plan Maestro A long-term plan guiding the development and management of parks and recreation services. / Plan a largo plazo que guía el desarrollo y gestión de parques y servicios recreativos.

Methodology / Metodología The systematic approach used for assessments and analyses. / Enfoque sistemático utilizado para evaluaciones y análisis.

Memorandum of Understanding (MOU) / Memorando de Entendimiento A formal agreement between two or more parties that outlines the intentions, roles, and responsibilities of each party in a collaborative effort. While it is not usually legally binding, it sets clear expectations and a framework for cooperation. / Un acuerdo formal entre dos o más partes que describe las intenciones, roles y responsabilidades de cada parte en un esfuerzo de colaboración. Aunque generalmente no es legalmente vinculante, establece expectativas claras y un marco para la cooperación.

Mobile Recreation Unit / Unidad Móvil de Recreación A vehicle equipped with recreational equipment and activities brought to neighborhoods. / Vehículo equipado con actividades recreativas que se lleva a los vecindarios.

Multimodal / Multimodal Supporting multiple methods of transportation. / Que apoya múltiples métodos de transporte.

National Recreation and Parks Association (NRPA) / Asociación Nacional de Recreación y Parques

Open Space / Espacio Abierto

A nonprofit supporting parks and recreation systems across the U.S. / Organización sin fines de lucro que apoya sistemas de parques y recreación en los EE.UU.

Needs Assessment / Evaluación de Necesidades A comprehensive analysis of current conditions and areas for improvement in park services. / Análisis integral de las condiciones actuales y áreas a mejorar en servicios de parques.

Non-Governmental Organizations (NGOs) / Organizaciones No Gubernamentales Independent organizations that operate separately from government control. They are usually nonprofit and work to address social, environmental, cultural, or humanitarian issues. / Organizaciones independientes que operan de manera separada del gobierno. Generalmente son sin fines de lucro y trabajan para abordar cuestiones sociales, ambientales, culturales o humanitarias.

Parklands emphasizing natural and aesthetic values. / Terrenos de parque con énfasis en valores naturales y estéticos.

Ordinance / Ordenanza

A law or regulation enacted by a municipal authority. / Ley o reglamento promulgado por una autoridad municipal.

P Park / Parque Land developed and managed for public enjoyment and environmental preservation. / Terreno desarrollado para el disfrute público y la preservación ambiental.

Park Classification / Clasificación de Parques A framework to organize parkland by size, purpose, and amenities. / Sistema para organizar terrenos de parque según su tamaño, propósito y servicios.

Glossary

372

Parkland Dedication Policy / Política de Cesión de Terrenos para Parques A policy requiring developers to dedicate land or fees for park development. / Política que exige a los desarrolladores ceder terreno o pagar cuotas para el desarrollo de parques.

Parkway / Paseo Arbolado A landscaped, tree-lined thoroughfare with a parklike character. / Avenida arbolada con carácter de parque.

Peer Cities / Ciudades Similares

Rectangular Fields / Campos Rectangulares

Spatial Level of Service / Nivel de Servicio Espacial

Athletic fields suited for sports like soccer, football, or rugby. / Campos deportivos adecuados para fútbol, fútbol americano o rugby.

Resaca / Resaca

A natural or human made channel that is part of a floodplain or water retention system. / Canal natural o artificial que forma parte de una llanura de inundación o sistema de retención de agua.

Cities with similar demographics or infrastructure used for comparison. / Ciudades con demografía o infraestructura similar usadas como referencia.

Resource-Based Assessment / Evaluación Basada en Recursos

Policy / Política

Method focused on the location and quality of natural or recreational assets. / Método centrado en la ubicación y calidad de los recursos naturales o recreativos.

A formal principle or rule guiding decision-making. / Principio o regla formal que guía la toma de decisiones.

Priority Area / Área Prioritaria A neighborhood identified as needing more parks due to equity or health factors. / Vecindario identificado con alta necesidad de parques por factores de equidad o salud.

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Riparian / Riberino o de ribera Refers to the land, vegetation, or ecosystems located along the banks of rivers, streams, or other bodies of water. Riparian areas play an important role in protecting water quality, preventing erosion, and supporting wildlife. / Se refiere a la tierra, la vegetación o los ecosistemas situados a lo largo de las orillas de ríos, arroyos u otros cuerpos de agua. Las áreas ribereñas son importantes para proteger la calidad del agua, prevenir la erosión y apoyar la vida silvestre.

Brownsville Parks, Health, and Recreation Master Plan

A measure of how well amenities are distributed across geographic areas. / Medida de la distribución geográfica de los servicios.

Standards-Based Assessment / Evaluación Basada en Estándare Assessment based on benchmarks for park service provision. / Evaluación basada en puntos de referencia para la prestación de servicios de parques.

Strategies / Estrategias Recommended approaches to achieve set goals. / Enfoques recomendados para lograr los objetivos establecidos.

Street Frontage / Fachada a la Calle The length of a property that borders a public street. / Longitud de una propiedad que limita con una calle pública.

Trust for Public Land (TPL) / Organización de Tierras Públicas

Unified Development Code (UDC) / Código Unificado de Desarrollo

A non-profit organization focused on creating parks and protecting land to ensure healthy, livable communities. / Organización sin fines de lucro que promueve la creación y conservación de parques.

A comprehensive set of regulations established by the city government that governs land use, zoning, and development within a specific jurisdiction. / Reglas establecidas por la ciudad que determinan cómo se puede usar la tierra, cómo se divide en zonas y cómo se permite construir dentro de un área específica

Typology / Tipología A classification based on types or categories. / Clasificación basada en tipos o categorías.

Urban Heat Island / Isla de Calor Urbano An area with a concentration of pavement and buildings that feels hotter than surroundings. In contrast, parks and green space have a cooling effect on air temperature. / Una zona con una concentración de pavimento y edificios que se siente más caliente que el entorno. Por el contrario, los parques y las zonas verdes tienen un efecto refrescante en la temperatura del aire.

Glossary

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B Survey takers at Trail Symposium

Community Survey Results Chapter Contents • •

Community Survey Results Community Survey Results by ZIP code

Appendix B contains the community survey results collected as part of the Brownsville Parks, Health, and Recreation Master Plan. These responses offer valuable insight into community preferences, priorities, and needs, helping to inform recommendations throughout the planning process. The results are also presented by ZIP code to highlight trends and perspectives across different areas of the community.

Open Untitled Home

1,029 Contributors

Community Survey Results

Beyond Green: Brownsville’s Next Generation of Parks & Wellness

1,418 Contributions

Report Type: Form Results Summary Date Range: 14-03-2025 - 04-05-2025 Exported: 05-05-2025 09:21:42

Contribution Summary Open

1. 1. What is your home zip code? Don’t worry, we are only asking1,418 for a general area. Your response will help 1,029 Contributors Contributions us better understand the distribution of community needs throughout the city.

Untitled Home

Multi Choice | Skipped: 4 | Answered: 1,414 (99.7%) Contribution Summary

1. 1. What is your home zip code? Don’t worry, we are only asking for a general area. Your response will help us better understand the distribution of community needs throughout the city. Multi Choice | Skipped: 4 | Answered: 1,414 (99.7%)

Answer choices

Percent

Count

78520

32.32%

457

78521

32.25%

456

78578

0.21%

78526

25.74%

364

78575

1.70%

78566

3.32%

78586

Answer choices

Percent

Count

78520

32.32%

457

78521

32.25%

456

78578

0.21%

78526

25.74%

364

377

Answer choices

Brownsville Parks, Health, and Recreation Master Plan

78520

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 04 May 2025)

Page 1 of 30

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary 1.34%(14 Mar 2025 to 04 May 2025)

Don’t know

0.21%

Live outside the city limits of Brownsville

2.12%

Other

0.78%

Total

100.00%

1,414

Percent

Count

32.32%

457

Page 1 of 30

2. 2. What are your most preferred communication methods for learning about parks and recreation programs and services? (Check all that apply) Multi Choice | Skipped: 3 | Answered: 1,415 (99.8%)

Answer choices

Percent

Count

City of Brownsville website

39.65%

561

Emails/Newsletters

31.80%

450

Social media (Facebook, Twitter, etc.)

77.03%

1,090

Mail-out activity guides

14.98%

212

Flyers in the community

22.40%

317

Newspaper articles/advertisements

9.96%

141

Signs/boards at park/facilities

25.16%

356

School district communications

15.41%

218

Word of mouth

20.85%

295

BTV

4.03%

Other

Answer choices

Percent

Count

City of Brownsville website

39.65%

561

Emails/Newsletters

31.80%

450

Social media (Facebook, Twitter, etc.)

77.03%

1,090

Mail-out activity guides

14.98%

212

Flyers in the community

22.40%

317

Newspaper articles/advertisements

9.96%

141

2.19%(14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 04 May 2025)

Community Survey Results

Page 3 of 30

378

3. 3a. In the past 12 months, have you or other members of your household used any of the City of Brownsville’s Parks and Recreation facilities? (Ex: public parks, senior centers, recreation centers, sports fields, trails, etc.) Multi Choice | Skipped: 4 | Answered: 1,414 (99.7%)

379

Answer choices

Percent

Count

Yes

91.16%

1,289

Answer choices No

Percent 8.84%

Count 125

Yes Total

91.16% 100.00%

1,289 1,414

8.84%

125

Total

100.00%

1,414

Brownsville Parks, Health, and Recreation Master Plan

4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that 4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that apply) apply) Multi Choice | Skipped: 130 | Answered: 1,288 (90.8%) Multi Choice | Skipped: 130 | Answered: 1,288 (90.8%)

Answer choices Answer choices

Percent

Count

Spending time with family and friends Spending time with family and friends

67.08%

864

Exercise and fitness Exercise and fitness

61.65%

794

Leisure/recreation Leisure/recreation

42.39%

546

Experience nature and wildlife Experience nature and wildlife

44.88%

578

Mental health benefits/spend time outside

44.72%

576

Mental health benefits/spend time outside Other

Other

Percent 67.08% 61.65% 42.39% 44.88%

Count

44.72% 7.84%

7.84%

864 794 546 578 576

101

Community Survey Results

380

5. 4. What are the TOP 3 obstacles that prevent you and members of your household from regularly using the City’s park and recreation facilities? (Check up to three answers) Multi Choice | Skipped: 53 | Answered: 1,365 (96.3%)

5. 4. What are the TOP 3 obstacles that prevent you and members of your household from regularly using the City’s park and recreation facilities? (Check up to three answers) 5. 4. What are the TOP 3 obstacles that prevent you and members of your household from regularly using the Multi Choice | Skipped: 53 | Answered: 1,365 (96.3%) City’s park and recreation facilities? (Check up to three answers) Multi Choice | Skipped: 53 | Answered: 1,365 (96.3%)

Answer choices We are not interested Answer choices

Percent 5.49%

Count 75

Percent

Count

The and facilities are too far away from home Weparks are not interested

5.49% 36.19%

494

The are not well Thefacilities parks and facilities aremaintained too far away from home

36.19% 44.62%

494

609

Theparks facilities maintained The do are notnot feelwell safe

44.62% 29.74%

609

406

The do nottime feel safe We doparks not have

29.74% 32.09%

406

438

We do not have time

32.09%

438

We use parks and facilities in other communities

10.55%

The parks are not ADA accessible

6.23%

We use parks and facilities in other communities The parks arechoices not ADA accessible Answer

10.55% 6.23%

There is a lack of safe transportation options (no sidewalks, unsafe biking routes, no public 28.57% transportation, etc.) We are not There is a lack of interested safe transportation options (no sidewalks, unsafe biking routes, no public 28.57% transportation, etc.)

Other

The parks and facilities are too far away from home Other The facilities are not well maintained

parks do notParks, feel safe 381 The Brownsville Health, and Recreation Master Plan

16.56%

144 85

144 85 390

390

226

Percent

Count

5.49%

36.19%

494

44.62%

609

29.74%

406

6. 5. Within the past 12 months, how often have you or members of your household visited or used the facilities listed below in Brownsville? (Check one answer for each park/facility)

6.Matrix 5. Within|the past 12 months, how often1,409 have you or members of your household visited or used the Skipped: 9 | Answered: (99.4%) facilities listed below in Brownsville? (Check one answer for each park/facility) Matrix | Skipped: 9 | Answered: 1,409 (99.4%)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

20.48% 279

15.57% 212

20.04% 273

12.33% 168

31.57% 430

1,362

3.19

Sport Courts (basketball, volleyball, tennis, pickleball,

12.67% 170

12.82% 172

20.57% 276

13.79% 185

40.16% 539

1,342

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 04 May 2025)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

20.48% 279

15.57% 212

20.04% 273

12.33% 168

31.57% 430

1,362

3.19

Sport Courts (basketball, volleyball, tennis, etc.) pickleball,

12.67% 170

12.82% 172

20.57% 276

13.79% 185

40.16% 539

1,342

3.56

Trails (hiking, biking, walking, jogging, etc.)

30.52% 420

21.80% 300

26.53% 365

7.92% 109

13.23% 182

1,376

2.52

Disc Golf Courses

1.68% 22

2.59% 34

4.81% 63

5.64% 74

85.28% 1,118

1,311

4.70

Golf Courses

3.50% 38

3.59% 39

6.72% 73

6.62% 72

79.58% 865

1,087

4.55

Dog Parks

10.02% 133

9.64% 128

14.08% 187

8.21% 109

58.06% 771

1,328

3.95

Playgrounds

21.28% 285

20.54% 275

23.82% 319

6.95% 93

27.41% 367

1,339

2.99

Splash Pads

7.50% 99

9.17% 121

18.11% 239

11.52% 152

53.71% 709

1,320

3.95

Swimming Pools

6.42% 85

5.36% 71

18.64% 247

14.34% 190

55.25% 732

1,325

4.07

Skate Parks

4.46% 59

4.99% 66

10.29% 136

6.96% 92

73.30% 969

1,322

4.40

Outdoor Fitness Stations

11.39% 151

20.36% 270

9.35% 124

47.51% 630

1,326

3.70

Indoor Recreation Centers

10.01% 132

9.63% 127

17.66% 233

10.61% 140

52.08% 687

1,319

3.85

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 04 May 2025)

Page 8 of 30

3.56

Page 8 of 30

Community Survey Results

382

7. 6. Please select the TOP 5 recreational facilities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

7.Multi 6. Please select|the TOP 5 recreational facilities1,410 you believe are most needed in Brownsville’s park and Choice Skipped: 8 | Answered: (99.4%) recreation system. (Check up to 5) Multi Choice | Skipped: 8 | Answered: 1,410 (99.4%)

Answer choices

Percent

Count

Playgrounds

67.45%

951

Basketball courts

30.85%

435

Rectangular Fields (soccer, football, Lacrosse, etc.)

30.50%

430

Diamond fields (softball, baseball, kickball, etc.)

21.28%

300

Pickleball courts

Answer choices

Percent

Count

Playgrounds

67.45%

951

Basketball courts

30.85%

435

383

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025

04 May 2025) Brownsville Parks, Health, andtoRecreation Master Plan

Page 10 of 30

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 17.87% to 04 May 2025)

252

Tennis courts

17.16%

242

Swimming pools

46.10%

650

Splash pads

35.60%

502

Skate parks

15.82%

223

Golf courses

9.43%

133

Volleyball courts

20.78%

293

Exercise stations

43.48%

613

Dog parks

39.15%

552

Disc golf courses

3.76%

Trails

58.58%

826

Other

7.45%

105

Page 10 of 30

8. 7. Please select the TOP 5 amenities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

8.Multi 7. Please select | the TOP 5 amenities you believe1,411 are most needed in Brownsville’s park and recreation Choice Skipped: 7 | Answered: (99.5%) system. (Check up to 5) Multi Choice | Skipped: 7 | Answered: 1,411 (99.5%)

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

76.75%

1,083

Trees

57.97%

818

Aesthetic landscaping (flower beds, native plants, shrubs, etc.)

37.21%

525

Community gardens

30.19%

426

Benches

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

76.75%

1,083

Trees

57.97%

818

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 04 May 2025)

Page 12 of 30

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 48.55% to 04 May 2025)

685

Picnic areas

46.14%

651

Public art (murals, statues, etc.)

22.04%

311

Restrooms

68.75%

970

Water fountains

34.23%

483

Bike racks

13.32%

188

BBQ grills/pits

21.26%

300

Educational/wayfinding signage

11.20%

158

Water features (fountains, bird baths, ponds, etc.)

24.88%

351

Lighting

46.70%

659

WiFi

27.07%

382

Other

3.47%

Page 12 of 30

Community Survey Results

384

9. 8a. In the past 12 months, have you or other members of your household participated in any recreation programs offered by the City of Brownsville’s Parks and Recreation Department? (Ex: board games, socials, pickleball open gym, arts and crafts, fitness classes, etc. Multi Choice | Skipped: 14 | Answered: 1,404 (99%)

385

Answer choices

Percent

Count

Yes

48.08%

675

No Answer choices

51.92% Percent

729 Count

Total Yes

100.00% 48.08%

1,404 675

51.92%

729

Total

100.00%

1,404

Brownsville Parks, Health, and Recreation Master Plan

10. 8b. What are the TOP 3 obstacles that prevent you and members of your household from regularly participating in the City’s recreational programming? Multi Choice | Skipped: 43 | Answered: 1,375 (97%)

Answer choices

Percent

Count

The programs are offered too far away from home

30.40%

418

The provided programs do not meet our needs

17.02%

234

We don’t have time to participate in the City’s recreational programs

30.25%

416

The programs are not offered at a convenient time

33.45%

460

We don’t know what programs are offered

61.89%

851

Classes/programs are full

11.13%

153

Answer choices

Percent

Count

The programs are offered too far away from home

30.40%

418

The provided programs do not meet our needs

17.02%

234

We don’t have time to participate in the City’s recreational programs

30.25%

416

The programs are not offered at a convenient time

33.45%

460

We don’t know what programs are offered

61.89%

851

Classes/programs are full

11.13%

153

Registration for programs is difficult

9.82%

135

We use programs offered in other communities

4.87%

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 There is a lack of safe transportation options (no sidewalks, unsafe biking routes, no public 13.96% to 04 May 2025) transportation, etc.)

192

Program fees are too high

12.51%

172

We use services of other private agencies

7.93%

109

Other

6.04%

Other

4.22%

Page 15 of 30

Community Survey Results Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 04 May 2025)

Page 15 of 30

386

11. 9. Please select the TOP 3 recreational programs you believe are most needed in Brownsville. Multi Choice | Skipped: 22 | Answered: 1,396 (98.4%)

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

43.98%

614

Arts (painting, sculpting, photography, etc.)

39.47%

551

Music (instruments, choir, dance, theater, etc.)

34.96%

488

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

45.63%

637

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

38.11%

532

Answer choices

Fitness events (races, competitions, etc.) weightlifting, yoga, cardio, racket sports, 26.86%etc.) Fitness classes (Zumba,

375

Nature programs (nature walks, educational programs, etc.)

45.56%

636

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

16.55%

231

Life Skills Classes (cooking, finances, etc.) 38.54% 387 Brownsville Parks, Health, and Recreation Master Plan

538

Arts (painting, sculpting, photography, etc.)

Music (instruments, choir, dance, theater, etc.)

Other

2.51%

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

43.98%

614

Arts (painting, sculpting, photography, etc.)

39.47%

551

Music (instruments, choir, dance, theater, etc.)

34.96%

488

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

45.63%

637

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

38.11%

532

Fitness events (races, competitions, etc.)

26.86%

375

Nature programs (nature walks, educational programs, etc.)

45.56%

636

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

16.55%

231

Life Skills Classes (cooking, finances, etc.)

38.54%

538

Other

2.51%

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 04 May 2025)

Percent

Count

43.98%

614

39.47%

551

34.96%

488

45.63%

637

Page 17 of 30

12. 10. What are the TOP 5 priorities the City of Brownsville Parks and Recreation Department should focus on? Multi Choice | Skipped: 19 | Answered: 1,399 (98.7%)

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

44.53%

623

Pedestrian Circulation, Access, and Trails

52.47%

734

ADA Accessibility

21.09%

295

Park Funding and Budgets

41.60%

582

Increasing the Number of Parks

37.46%

524

Improvements and Maintenance of Existing Parks

68.55%

959

Indoor Recreation

36.60%

512

Expanding Recreational Programming/Classes

34.81%

487

Safety

46.39%

649

Special Events (farmers markets, holiday celebrations, festivals, etc.)

52.47%

734

Other

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

44.53%

623

Pedestrian Circulation, Access, and Trails

52.47%

734

ADA Accessibility

21.09%

295

Park Funding and Budgets

41.60%

582

Increasing the Number of Parks

37.46%

524

Improvements and Maintenance of Existing Parks

68.55%

959

Indoor Recreation

36.60%

512

Expanding Recreational Programming/Classes

34.81%

487

Safety

46.39%

649

Answer choices Improving/Increasing Athletic Facilities Pedestrian Circulation, Access, and Trails

4.86%(14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 04 May 2025)

Percent

Count

44.53%

623

52.47%

734

Page 18 of 30

Community Survey Results

388

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to prioritize? Rank the following items in order from most important (1) to least important (5). prioritize? Rank the following items in order from most important (1) to least important (5). Ranking | Skipped: | Answered: 1,298 (91.5%) Ranking | Skipped: 120 | 120 Answered: 1,298 (91.5%)

Count

Score

Avg Rank

More parks

19.86% 232

7.02% 82

9.59% 112

15.75% 184

47.77% 558

1,168

2.12

3.65

More trails and trail More connection s parks

20.21% 236

14.90% 174

17.29% 202

1,168

Score

Avg Rank

2.12

3.65

2.62

3.09

3.40

2.34

Recreation 12.42% 15.37% 29.48% 25.25% 17.48% 1,184 2.55 al activities 147 182 349 299 207 Score - Sum of the weight of each ranked position, multiplied by the response count for the position choice, divided by the total contributions. Weights /programs are inverse to ranked positions.

3.20

19.86% 232

17.89% 209

7.02% 82

Maintenan 27.86% 32.34% 22.39% More trails 336 20.21% 390 14.90% ce of parks 270 and trail 236 174 and trails

connection s 12.42%

Recreation al activities /programs

147

15.37% 182

29.48% 349

Maintenan 27.86% 32.34% ce of parks 336 390 Improve 28.73% 33.11% 21.03% and trails 347 existing 400 254 parks and facilities

29.71% 347

9.59% 112

15.75% 184

Count 2.62

47.77% 558

1,168

12.85%

29.71% 55 347

4.56%

1,206

3.40

25.25% 299

17.48% 207

1,184

2.55

17.89% 155 209

22.39% 270

10.76% 130

12.85% 155 6.37% 77

17.29% 202

4.56% 55

1,208

3.09

1,168

2.34

3.20

1,206 3.42

2.33

Avg Rank - Sum of the ranked position of the choice, multiplied by the response count for the position choice, divided by the total 'Count' of the choice.

Improve 28.73% 33.11% 21.03% 10.76% existing 347 400 254 130 parks and 389 facilities Brownsville Parks, Health, and Recreation Master Plan

6.37% 77

1,208

3.42

2.33

14. 12. How often do you use these park facilities or amenities for physical activity? (Check one answer for each) Matrix | Skipped: 14 | Answered: 1,404 (99%)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

33.21% 459

22.14% 306

24.82% 343

8.54% 118

11.29% 156

1,382

2.43

Playgrounds

22.61% 310

19.26% 264

24.29% 333

8.32% 114

25.53% 350

1,371

2.95

Sports Courts

13.98% 189

14.28% 193

22.71% 307

11.09% 150

37.94% 513

1,352

3.45

Sports Fields

17.01% 229

At 9.51% least 128 weekly

6.04% 81

5.22% 70

11.80% 159

33.21% 9.20% 459124

Lap Swimming Pools

Trails

Gym/Indoor Recreation Center

Playgrounds

21.40% At least11.29% 288 152

monthly

16.99% 228

12.59% 169

40.79% Several 549 times per year 59.17% 794

22.14% 11.80%

24.82% 52.15% 343 703

19.26%

24.29%

15.06% 203 306

159

1,346

Once 3.49 a year

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

33.21% 459

22.14% 306

24.82% 343

8.54% 118

11.29% 156

1,382

2.43

Playgrounds

22.61% 310

19.26% 264

24.29% 333

8.32% 114

25.53% 350

1,371

2.95

Sports Courts

13.98% 189

14.28% 193

22.71% 307

11.09% 150

37.94% 513

1,352

3.45

Sports Fields

17.01% 229

9.51% 128

21.40% 288

11.29% 152

40.79% 549

1,346

3.49

Lap Swimming Pools

6.04% 81

5.22% 70

16.99% 228

12.59% 169

59.17% 794

1,342

4.14

Gym/Indoor Recreation Center

11.80% 159

9.20% 124

15.06% 203

11.80% 159

52.15% 703

1,348

3.83

Outdoor Exercise Stations

12.01% 161

13.42% 180

20.36% 273

9.77% 131

44.44% 596

1,341

3.61

Open space/lawn (for yoga, playing with kids or pets. Etc.)

19.70% 264

Dog park (walking dogs, agility with dogs, etc.)

13.58% 183

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 04 May 2025) 17.54% 23.28% 9.93% 29.55% 1,340 235 312 133 396

9.94% 134

15.95% 215

Don’t Use

Count

Score

1,342

4.14

1,348

8.54%3.83 118

11.29% 156

1,382

2.43

8.32%

25.53%

1,371

2.95

7.64% 103

52.89% 713

1,348

3.12

Page 21 of 30

3.76

Community Survey Results 22.61%

390

15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs 15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) Rating | Skipped: 42 | Answered: 1,376 (97%) Rating | Skipped: 42 | Answered: 1,376 (97%)

391

1 1

2 2

3 3

4 4

5 5

Count Count

Weighted Weighted average average

6.47% 6.47% 89 89

8.07% 8.07% 111 111

26.89% 26.89% 370 370

26.09% 26.09% 359 359

32.49% 32.49% 447 447

1,376 1,376

3.70 3.70

Brownsville Parks, Health, and Recreation Master Plan

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 17 | Answered: 1,401 (98.8%)

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and

16.recreation 14. To achievesystem? a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 17 | Answered: 1,401 (98.8%) Multi Choice | Skipped: 17 | Answered: 1,401 (98.8%)

Answer choices Answer choices

Community Gardens

Trails

Sports Courts and Fields

Percent Percent 29.05% 43.90%

Count

29.05%

407

43.90%

615

23.77%

333

407 615

Sports Courts and Fields

23.77%

Open Space Open Space

24.77%

24.77%347

347

Fitness Zones and Outdoor Exercise Equipment Fitness Zones and Outdoor Exercise Equipment Answer choices

31.69%

31.69%444

444 Percent

Sports Leagues and Group Exercise

24.55%

Walking and Biking Trails

47.61%

Trails Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

33.76%

Other

6.64%

Community Gardens

Walking and Biking Trails

Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

Sports Courts and Fields

Other

Open Space

333

344 667

47.61%

473

33.76%

6.64%

344

29.05%

667

43.90%

Count 407 615

473

23.77%

333

24.77%

347

Community Survey Results

392

17. 15.15. How longlong havehave you been resident of Brownsville? (Check one answer) 17. How youabeen a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 13 | Answered: 1,405 (99.1%) Multi Choice | Skipped: 13 | Answered: 1,405 (99.1%) 17. 15. How long have you been a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 13 | Answered: 1,405 (99.1%)

Answer choices

Percent

Less than 2 years

2.49%

Answer choices Less than 2 years

2 to 5 years

6 to 10 years

Answer choices

6 to 10 years

11 to 20 years

Less than 2 years

Count

Percent 2.49%

5.62% 4.20% 15.52%

Count

35 79

5.62% 4.20%

59 218

Percent

Count

11 to years Over 2020 years

66.69%

15.52%937

2.49% 218

Live Brownsville city limits Over 2outside to205years years

4.41%

66.69%62

937 5.62%

Prefer not to answer Live outside Brownsville city limits

1.07%

4.41% 15

Total

100.00%

6 to 10 years

Prefer not to answer

1.07%

1,405

11 to 20 years Total

4.20%

15.52% 100.00%

59 218

1,405

Over 20 years

66.69%

937

Live outside Brownsville city limits

4.41%

1.07%

not to answer 393 Prefer Brownsville Parks, Health, and Recreation Master Plan

18. 16. Which youth age groups are represented in your household? (Check all that apply) Multi Choice | Skipped: 18 | Answered: 1,400 (98.7%)

Answer choices

Percent

Count

0 to 5 years of age

25.71%

360

6 Answer to 10 years of age choices

27.43%

384 Percent

0 13 toyears 5 years 11 to of ageof age

18.93%

14 to 18 years of age

29.00%

No children in household

35.64%

Answer choices

0 to 5 years of age

6 to years of age 6 to 10 10 years of age

265

25.71%

406

27.43%

Percent

Count

25.71%

360

27.43% 384

384 265

Count 360

499

11 to 13 years of age

18.93%

265

14 to 18 years of age

29.00%

406

No children in household

35.64%

499

11 to 13 years of age 14 to 18 years of age No children in household

18.93% 29.00% 35.64%

406 499

Community Survey Results

394

19. 17.How many persons, including yourself, yourself, reside within your household? 19. 17.How many persons, including reside within your household? Multi Choice | Skipped: 14 | Answered: 1,404 (99%) Multi Choice | Skipped: 14 | Answered: 1,404 (99%) 19. 17.How many persons, including yourself, reside within your household? Multi Choice | Skipped: 14 | Answered: 1,404 (99%)

Answer choices

Percent

One

5.41%

Answer choices One

Two

Three

Answer choices

Three

Four

One

Count

Percent 5.41%

18.52% 20.37% 26.92%

Count

76 260

18.52%

260

20.37%

286

Percent

Count

286 378

Four Five

17.17%

26.92%241

5.41% 378

Six or more Five Two

11.32%

17.17%159

241 18.52%

260

Other Six or more

0.28%

11.32%4

159

Total

100.00%

Three

Other

0.28%

1,404

Four Total

100.00%

20.37%

286

26.92%

378

4 1,404

Five

17.17%

241

Six or more

11.32%

159

0.28%

395 Other Brownsville Parks, Health, and Recreation Master Plan

Multi Choice | Skipped: 14 | Answered: 1,404 (99%)

20. 18. Your age?

Multi Choice | Skipped: 14 | Answered: 1,404 (99%)

Answer choices

Percent

Count

5.70%

5.70% 80

1818 toto 2424

11.54%

11.54%162

162

2525 toto 3434

25.78%

25.78%362

362

35 to 44

23.79%

45 to 54

17.17%

Answer choices 55 to 64

11.04%

Answer choices

Percent

Under Under 1818

35 to 44 45 to 54

55 to 64 65 to 74

Under 18

65 to 74

75 to 84

to 24 7518 to 84

241

17.17%

155

4.34% 0.50% 0.14%

8525 years or older to 34 Total

100.00%

35 to 44

334

23.79%

11.04%

85 years or older

Total

Count

334 241

Percent

Count

155

5.70%

7 11.54%

162

0.14% 1,404

2 25.78%

362

100.00%

1,404

4.34% 0.50%

7 2

23.79%

334

17.17%

241

Community Survey Results 45 to 54

396

Closed Untitled Home

345 Contributors

Community Survey Results by ZIP code

457 Contributions

Contribution Summary

ZIP code: 78520 1. 1. What is your home zip code? Don’t worry, we are only asking for a general area. Your response will help 345 457 us better understand the distribution of communityContributors needs throughout the city. Contributions

Closed

Untitled Home

Multi Choice | Skipped: 0 | Answered: 457 (100%)

Contribution Summary 1. 1. What is your home zip code? Don’t worry, we are only asking for a general area. Your response will help us better understand the distribution of community needs throughout the city. Multi Choice | Skipped: 0 | Answered: 457 (100%)

Answer choices

Percent

Count

78520

100.00%

457

78521

78578

78526

78575

78566

78586

Don’t know

Answer choices

Percent

Count

78520

100.00%

457

78521

78578

78526

78575

78566

Answer choices

397

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary 0% (14 Mar 2025 to 07 May 2025)

Live outside the city limits of Brownsville

Other

Total

100.00%

457

Percent

Count

100.00%

457

Brownsville Parks, Health, and Recreation Master Plan 78520

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 2 of 31

2. 2. What are your most preferred communication methods for learning about parks and recreation programs and services? (Check all that apply) Multi Choice | Skipped: 2 | Answered: 455 (99.6%)

Answer choices

Percent

Count

City of Brownsville website

39.34%

179

Emails/Newsletters

30.33%

138

Social media (Facebook, Twitter, etc.)

76.92%

350

Mail-out activity guides

14.51%

Flyers in the community

20.88%

Newspaper articles/advertisements

10.11%

Signs/boards at park/facilities

26.81%

122

School district communications

18.68%

Word of mouth

20.66%

BTV

3.52%

Other

Answer choices

Percent

Count

City of Brownsville website

39.34%

179

Emails/Newsletters

30.33%

138

Social media (Facebook, Twitter, etc.)

76.92%

350

Mail-out activity guides

14.51%

Flyers in the community

20.88%

Newspaper articles/advertisements

10.11%

3.08%(14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 07 May 2025)

Community Survey Results

Page 4 of 31

398

399

Answer choices

Percent

Count

Yes

91.47%

418

Answer choices No

Percent 8.53%

Count 39

Yes Total

91.47% 100.00%

418 457

8.53%

Total

100.00%

457

Brownsville Parks, Health, and Recreation Master Plan

4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that 4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that apply) apply) Multi Choice | Skipped: 39 | Answered: 418 (91.5%) Multi Choice | Skipped: 39 | Answered: 418 (91.5%)

Answer choices Answer choices

Percent

Count

Spending time with family and friends Spending time with family and friends

67.94%

284

Exercise and fitness Exercise and fitness

57.66%

241

Leisure/recreation Leisure/recreation

39.95%

167

Experience nature and wildlife Experience nature and wildlife

43.78%

183

Mental health benefits/spend time outside

41.63%

174

Mental health benefits/spend time outside Other

Other

Percent 67.94% 57.66% 39.95% 43.78%

Count

41.63% 11.24%

11.24%

284 241 167 183 174

Community Survey Results

400

5. 4. What are the TOP 3 obstacles that prevent you and members of your household from regularly using the City’s park and recreation facilities? (Check up to three answers) 5. 4. What are the TOP 3 obstacles that prevent you(96.1%) and members of your household from regularly using the Multi Choice | Skipped: 18 | Answered: 439 City’s park and recreation facilities? (Check up to three answers) Multi Choice | Skipped: 18 | Answered: 439 (96.1%)

Answer choices We are not interested Answer choices

Percent 6.38%

Count 28

Percent

Count

The and facilities are too far away from home Weparks are not interested

6.38% 30.52%

134

The are not well Thefacilities parks and facilities aremaintained too far away from home

30.52% 48.52%

134

213

Theparks facilities maintained The do are notnot feelwell safe

48.52% 30.07%

213

132

The do nottime feel safe We doparks not have

30.07% 32.80%

132

144

We do not have time

32.80%

144

We use parks and facilities in other communities

7.97%

The parks are not ADA accessible

6.61%

We use parks and facilities in other communities The parks arechoices not ADA accessible Answer

7.97% 6.61%

There is a lack of safe transportation options (no sidewalks, unsafe biking routes, no public 27.79% transportation, etc.) We are not There is a lack of interested safe transportation options (no sidewalks, unsafe biking routes, no public 27.79% transportation, etc.)

Other

The parks and facilities are too far away from home Other The facilities are not well maintained

parks do notParks, feel safe 401 The Brownsville Health, and Recreation Master Plan

18.00%

35 29

35 29 122

122

Percent

Count

6.38%

30.52%

134

48.52%

213

30.07%

132

6. 5. Within the past 12 months, how often have you or members of your household visited or used the facilities listed below in Brownsville? (Check one answer for each park/facility) Matrix | Skipped: 3 | Answered: 454 (99.3%)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

21.17% 94

16.67% 74

18.02% 80

11.26% 50

32.88% 146

444

3.18

Sport Courts (basketball, volleyball, tennis, pickleball,

11.52% 50

12.90% 56

19.59% 85

13.36% 58

42.63% 185

434

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

21.17% 94

16.67% 74

18.02% 80

11.26% 50

32.88% 146

444

3.18

Sport Courts (basketball, volleyball, tennis, etc.) pickleball,

11.52% 50

12.90% 56

19.59% 85

13.36% 58

42.63% 185

434

3.63

Trails (hiking, biking, walking, jogging, etc.)

30.59% 134

23.97% 105

25.11% 110

7.53% 33

12.79% 56

438

2.48

Disc Golf Courses

1.63% 7

2.56% 11

4.43% 19

6.53% 28

84.85% 364

429

4.70

Golf Courses

3.91% 14

4.75% 17

5.03% 18

6.42% 23

79.89% 286

358

4.54

Dog Parks

9.86% 42

9.39% 40

13.62% 58

9.39% 40

57.75% 246

426

3.96

Playgrounds

19.12% 83

23.04% 100

23.27% 101

10.14% 44

24.42% 106

434

2.98

Splash Pads

5.84% 25

8.64% 37

16.82% 72

10.28% 44

58.41% 250

428

4.07

Swimming Pools

6.44% 28

4.83% 21

20.92% 91

11.26% 49

56.55% 246

435

4.07

Skate Parks

5.36% 23

3.26% 14

13.05% 56

5.83% 25

72.49% 311

429

4.37

Outdoor Fitness Stations

10.23% 44

11.40% 49

22.56% 97

10.00% 43

45.81% 197

430

3.70

Indoor Recreation Centers

8.35% 36

10.67% 46

17.63% 76

11.83% 51

51.51% 222

431

3.87

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 9 of 31

3.63

Community Survey Results Page 9 of 31

402

7. 6. Please select the TOP 5 recreational facilities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

7.Multi 6. Please select|the TOP 5 recreational facilities454 you (99.3%) believe are most needed in Brownsville’s park and Choice Skipped: 3 | Answered: recreation system. (Check up to 5) Multi Choice | Skipped: 3 | Answered: 454 (99.3%)

Answer choices

Percent

Count

Playgrounds

69.38%

315

Basketball courts

27.53%

125

Rectangular Fields (soccer, football, Lacrosse, etc.)

31.72%

144

Diamond fields (softball, baseball, kickball, etc.)

21.59%

Pickleball courts

Answer choices

Percent

Count

Playgrounds

69.38%

315

Basketball courts

27.53%

125

403

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025

07 May 2025) Brownsville Parks, Health, andtoRecreation Master Plan

Page 11 of 31

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 20.26% to 07 May 2025)

Tennis courts

16.52%

Swimming pools

46.26%

210

Splash pads

32.38%

147

Skate parks

13.00%

Golf courses

9.03%

Volleyball courts

20.48%

Exercise stations

42.07%

191

Dog parks

42.07%

191

Disc golf courses

3.52%

Trails

57.05%

259

Other

8.59%

Page 11 of 31

8. 7. Please select the TOP 5 amenities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

76.43%

347

Trees

55.29%

251

Aesthetic landscaping (flower beds, native plants, shrubs, etc.)

37.89%

172

Community gardens

29.07%

132

Benches

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

76.75%

1,083

Trees

57.97%

818

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 04 May 2025)

Page 12 of 30

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 48.46% to 07 May 2025)

220

Picnic areas

47.80%

217

Public art (murals, statues, etc.)

22.25%

101

Restrooms

68.50%

311

Water fountains

34.80%

158

Bike racks

13.00%

BBQ grills/pits

19.38%

Educational/wayfinding signage

10.13%

Water features (fountains, bird baths, ponds, etc.)

24.23%

110

Lighting

47.14%

214

WiFi

26.43%

120

Other

4.63%

Page 13 of 31

Community Survey Results

404

405

Answer choices

Percent

Count

Yes

48.21%

216

No Answer choices

51.79% Percent

232 Count

Total Yes

100.00% 48.21%

448 216

51.79%

232

Total

100.00%

448

Brownsville Parks, Health, and Recreation Master Plan

10. 8b. What are the TOP 3 obstacles that prevent you and members of your household from regularly participating in the City’s recreational programming? Multi Choice | Skipped: 15 | Answered: 442 (96.7%)

Answer choices

Percent

Count

The programs are offered too far away from home

21.27%

The provided programs do not meet our needs

18.78%

We don’t have time to participate in the City’s recreational programs

29.86%

132

The programs are not offered at a convenient time

33.03%

146

We don’t know what programs are offered

62.90%

278

Classes/programs are full

11.09%

Answer choices

Percent

Count

The programs are offered too far away from home

21.27%

The provided programs do not meet our needs

18.78%

We don’t have time to participate in the City’s recreational programs

29.86%

132

The programs are not offered at a convenient time

33.03%

146

We don’t know what programs are offered

62.90%

278

Classes/programs are full

11.09%

Registration for programs is difficult

7.01%

We use programs offered in other communities

4.30%

Program fees are too high

10.86%

We use services of other private agencies

7.69%

Other

7.47%

Other

4.30%

Page 16 of 31

Community Survey Results Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 16 of 31

406

11. 9. Please select the TOP 3 recreational programs you believe are most needed in Brownsville. Multi Choice | Skipped: 10 | Answered: 447 (97.8%)

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

41.83%

187

Arts (painting, sculpting, photography, etc.)

33.78%

151

Music (instruments, choir, dance, theater, etc.)

31.77%

142

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

46.53%

208

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

39.60%

177

Answer choices

Fitness events (races, competitions, etc.) weightlifting, yoga, cardio, racket sports, 24.16%etc.) Fitness classes (Zumba,

108

Nature programs (nature walks, educational programs, etc.)

43.85%

196

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

15.66%

Life Skills Classes (cooking, finances, etc.) 38.03% 407 Brownsville Parks, Health, and Recreation Master Plan

170

Arts (painting, sculpting, photography, etc.)

Music (instruments, choir, dance, theater, etc.)

Other

2.46%

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

41.83%

187

Arts (painting, sculpting, photography, etc.)

33.78%

151

Music (instruments, choir, dance, theater, etc.)

31.77%

142

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

46.53%

208

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

39.60%

177

Fitness events (races, competitions, etc.)

24.16%

108

Nature programs (nature walks, educational programs, etc.)

43.85%

196

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

15.66%

Life Skills Classes (cooking, finances, etc.)

38.03%

170

Other

2.46%

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Percent

Count

41.83%

187

33.78%

151

31.77%

142

46.53%

208

Page 18 of 31

12. 10. What are the TOP 5 priorities the City of Brownsville Parks and Recreation Department should focus on? Multi Choice | Skipped: 7 | Answered: 450 (98.5%)

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

44.67%

201

Pedestrian Circulation, Access, and Trails

52.22%

235

ADA Accessibility

19.33%

Park Funding and Budgets

39.56%

178

Increasing the Number of Parks

34.67%

156

Improvements and Maintenance of Existing Parks

71.56%

322

Indoor Recreation

33.56%

151

Expanding Recreational Programming/Classes

35.78%

161

Safety

43.33%

195

Special Events (farmers markets, holiday celebrations, festivals, etc.)

52.00%

234

Other

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

44.67%

201

Pedestrian Circulation, Access, and Trails

52.22%

235

ADA Accessibility

19.33%

Park Funding and Budgets

39.56%

178

Increasing the Number of Parks

34.67%

156

Improvements and Maintenance of Existing Parks

71.56%

322

Indoor Recreation

33.56%

151

Expanding Recreational Programming/Classes

35.78%

161

Safety

43.33%

195

Answer choices Improving/Increasing Athletic Facilities Pedestrian Circulation, Access, and Trails

4.67%(14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 07 May 2025)

Percent

Count

44.67%

201

52.22%

235

Page 19 of 31

Community Survey Results

408

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to prioritize? Rank the following items in order from most important (1) to least important (5). prioritize? Rank the following items in order from most important (1) to least important (5). Ranking | Skipped: 33 | Answered: 424 (92.8%) Ranking | Skipped: 33 | Answered: 424 (92.8%)

Count

Score

Avg Rank

More parks

19.58% 74

7.14% 27

10.32% 39

16.67% 63

46.30% 175

378

2.11

3.63

More trails and trail More connection s parks

18.25% 69

17.20% 65

17.72% 67

378

Score

Avg Rank

2.11

3.63

2.58

3.11

3.46

2.28

Recreation 12.53% 11.49% 30.81% 26.89% 18.28% 383 2.47 al activities 48 44 118 103 70 Score - Sum of the weight of each ranked position, multiplied by the response count for the position choice, divided by the total contributions. Weights /programs are inverse to ranked positions.

3.27

19.58% 74

17.99% 68

7.14% 27

Maintenan 28.35% 35.95% 20.76% More trails 112 18.25% 142 17.20% ce of parks 82 and trail 69 65 and trails

connection s 12.53%

Recreation al activities /programs

11.49% 44

30.81% 118

Maintenan 28.35% 35.95% ce of parks 112 142 Improve 30.79% 31.81% 20.10% and trails 121 existing 125 79 parks and facilities

28.84% 109

Count 2.58

10.32% 39

16.67% 63

9.11%

28.84% 23 109

5.82%

395

3.46

26.89% 103

18.28% 70

383

2.47

17.99% 36 68

20.76% 82

12.47% 49

9.11% 36 4.83% 19

46.30% 175 17.72% 67

5.82% 23

393

3.11

378

2.28

3.27

395 3.44

2.29

Avg Rank - Sum of the ranked position of the choice, multiplied by the response count for the position choice, divided by the total 'Count' of the choice.

Improve 30.79% 31.81% 20.10% 12.47% existing 121 125 79 49 parks and 409 facilities Brownsville Parks, Health, and Recreation Master Plan

4.83% 19

393

3.44

2.29

14. 12. How often do you use these park facilities or amenities for physical activity? (Check one answer for each) Matrix | Skipped: 4 | Answered: 453 (99.1%)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

31.70% 142

23.21% 104

25.89% 116

7.37% 33

11.83% 53

448

2.44

Playgrounds

20.59% 91

20.14% 89

27.38% 121

7.47% 33

24.43% 108

442

2.95

Sports Courts

14.16% 62

15.98% 70

19.41% 85

11.19% 49

39.27% 172

438

3.45

Sports Fields

18.04% 79

At 8.68% least 38 weekly

6.86% 30

4.12% 18

10.93% 48

31.70% 9.11% 14240

Lap Swimming Pools

Trails

Gym/Indoor Recreation Center

Playgrounds

21.46% At least11.64% 94 51

monthly

18.76% 82

12.13% 53

40.18% Several 176 times per year 58.12% 254

23.21% 10.48%

25.89% 54.44% 116 239

20.14%

27.38%

15.03% 104 66

438

Once 3.47 a year

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

31.70% 142

23.21% 104

25.89% 116

7.37% 33

11.83% 53

448

2.44

Playgrounds

20.59% 91

20.14% 89

27.38% 121

7.47% 33

24.43% 108

442

2.95

Sports Courts

14.16% 62

15.98% 70

19.41% 85

11.19% 49

39.27% 172

438

3.45

Sports Fields

18.04% 79

8.68% 38

21.46% 94

11.64% 51

40.18% 176

438

3.47

Lap Swimming Pools

6.86% 30

4.12% 18

18.76% 82

12.13% 53

58.12% 254

437

4.11

Gym/Indoor Recreation Center

10.93% 48

9.11% 40

15.03% 66

10.48% 46

54.44% 239

439

3.88

Outdoor Exercise Stations

11.75% 51

13.13% 57

19.82% 86

9.22% 40

46.08% 200

434

3.65

Open space/lawn (for yoga, playing with kids or pets. Etc.)

19.77% 86

Dog park (walking dogs, agility with dogs, etc.)

13.93% 61

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025) 18.16% 21.84% 10.34% 29.89% 435 79 95 45 130

8.90% 39

18.49% 81

Don’t Use

Count

Score

437

4.11

439

7.37%3.88 33

11.83% 53

448

2.44

7.47%

24.43%

442

2.95

8.68% 38

50.00% 219

438

3.12

Page 22 of 31

3.72

Community Survey Results 20.59%

410

15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs 15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) Rating | Skipped: 10 | Answered: 447 (97.8%) Rating | Skipped: 10 | Answered: 447 (97.8%)

411

1 1

2 2

3 3

4 4

5 5

Count Count

Weighted Weighted average average

4.47% 4.47% 20 20

9.17% 9.17% 41 41

27.96% 27.96% 125 125

28.64% 28.64% 128 128

29.75% 29.75% 133 133

447 447

3.70 3.70

Brownsville Parks, Health, and Recreation Master Plan

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 10 | Answered: 447 (97.8%)

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and

16.recreation 14. To achievesystem? a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 10 | Answered: 447 (97.8%) Multi Choice | Skipped: 17 | Answered: 1,401 (98.8%)

Answer choices Answer choices

Community Gardens

Trails

Sports Courts and Fields

Percent Percent 29.05% 43.90%

Count

29.98%

134

42.95%

192

25.28%

113

407 615

Sports Courts and Fields

23.77%

Open Space Open Space

24.77%

24.83%347

111

Fitness Zones and Outdoor Exercise Equipment Fitness Zones and Outdoor Exercise Equipment Answer choices

31.69%

32.44%444

145 Percent

Sports Leagues and Group Exercise

24.55%

27.07%

Walking and Biking Trails

47.61%

Trails Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

33.76%

Other

6.64%

Community Gardens

Walking and Biking Trails

Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

Sports Courts and Fields

Other

Open Space

333

344 667

47.20%

473

31.99%

6.94%

121

29.98%

211

42.95%

Count 134 192

143

25.28%

113

24.83%

111

Community Survey Results

412

17. 15.15. How longlong havehave you been resident of Brownsville? (Check one answer) 17. How youabeen a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 6 | Answered: 451 (98.7%) Multi Choice | Skipped: 6 | Answered: 451 (98.7%) 17. 15. How long have you been a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 6 | Answered: 451 (98.7%)

Answer choices

Percent

Less than 2 years

3.10%

Answer choices Less than 2 years

2 to 5 years

6 to 10 years

Answer choices

6 to 10 years

11 to 20 years

Less than 2 years

Count

Percent 3.10%

4.43% 4.21% 19.73%

Count

14 20

4.43% 4.21%

19 89

Percent

Count

11 to years Over 2020 years

66.74%

19.73%301

893.10%

Live Brownsville city limits Over 2outside to205years years

0.89%

66.74%4

301 4.43%

Prefer not to answer Live outside Brownsville city limits

0.89%

0.89% 4

Total

100.00%

6 to 10 years

Prefer not to answer

0.89%

451

11 to 20 years Total

100.00%

4.21%

19.73%

4 451

Over 20 years

66.74%

301

Live outside Brownsville city limits

0.89%

not to answer 413 Prefer Brownsville Parks, Health, and Recreation Master Plan

18. 16. Which youth age groups are represented in your household? (Check all that apply) Multi Choice | Skipped: 6 | Answered: 451 (98.7%)

Answer choices

Percent

Count

0 to 5 years of age

22.62%

102

6 Answer to 10 years of age choices

28.16%

127 Percent

0 13 toyears 5 years 11 to of ageof age

18.85%

14 to 18 years of age

31.93%

No children in household

36.81%

Answer choices

0 to 5 years of age

6 to years of age 6 to 10 10 years of age

22.62%

144

28.16%

Percent

Count

22.62%

102

28.16% 127

127 85

Count 102

166

11 to 13 years of age

18.85%

14 to 18 years of age

31.93%

144

No children in household

36.81%

166

11 to 13 years of age 14 to 18 years of age No children in household

18.85% 31.93% 36.81%

144 166

Community Survey Results

414

19. 17.How many persons, including yourself, yourself, reside within your household? 19. 17.How many persons, including reside within your household? Multi Choice | Skipped: 6 | Answered: 451 (98.7%) Multi Choice | Skipped: 6 | Answered: 451 (98.7%) 19. 17.How many persons, including yourself, reside within your household? Multi Choice | Skipped: 6 | Answered: 451 (98.7%)

Answer choices

Percent

One

5.99%

Answer choices One

Two

Three

Answer choices

Three

Four

One

Count

Percent 5.99%

22.39% 18.40% 25.06%

Count

27 101

22.39%

101

18.40%

Percent

Count

83 113

Four Five

18.18%

25.06%82

5.99% 113

Six or more Five Two

9.53%

18.18%43

8222.39%

101

Other Six or more

0.44%

9.53% 2

Total

100.00%

Three

Other

0.44%

451

Four Total

100.00%

18.40%

25.06%

113

2 451

Five

18.18%

Six or more

9.53%

0.44%

415 Other Brownsville Parks, Health, and Recreation Master Plan

Multi Choice | Skipped: 6 | Answered: 451 (98.7%)

20. 18. Your age?

Multi Choice | Skipped: 6 | Answered: 451 (98.7%)

Answer choices Answer choices

Under 18

18 to 24

Percent Percent 11.31%

Count

11.31%

9.53%

18 to 24

9.53%

2525 toto 3434

25.28%

25.28%114

114

3535 toto 4444

20.40%

20.40%92

4545 toto 5454

16.63%

16.63%75

Answer choices

55 to 64

10.86%

65 to 74 Under 18

5.10%

75 to 84

0.44%

55 to 64 65 to 74

to 24 7518 to 84

0.44%

8525 years or older to 34

100.00%

Total

35 to 44

10.86% 5.10%

23 2

0.44%

85 years or older Total

Percent

Count

11.31%

2 9.53%

2 25.28%

114

0.44%

451

100.00%

451

20.40%

16.63%

Community Survey Results 45 to 54

416

Closed Untitled Home

348 Contributors

ZIP code: 78521

457 Contributions

Contribution Summary 1. 1. What is your home zip code? Don’t worry, we are only asking for a general area. Your response will help 348 457 us better understand the distribution of community needs throughout the city. Contributors Contributions

Closed

Untitled Home

Multi Choice | Skipped: 0 | Answered: 457 (100%)

Answer choices

Percent

Count

78520

78521

100.00%

457

78578

78526

78575

78566

78586

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary 0% (14 Mar 2025 to 07 May 2025)

Don’t know

Answer choices

Percent

Count

78520

78521

100.00%

457

78578

78526

78575

78566

Answer choices

417

Live outside the city limits of Brownsville

Other

Total

100.00%

457

Percent

Count

Brownsville Parks, Health, and Recreation Master Plan 78520

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 2 of 31

2. 2. What are your most preferred communication methods for learning about parks and recreation programs and services? (Check all that apply) Multi Choice | Skipped: 0 | Answered: 457 (100%)

Answer choices

Percent

Count

City of Brownsville website

43.54%

199

Emails/Newsletters

31.51%

144

Social media (Facebook, Twitter, etc.)

76.37%

349

Mail-out activity guides

16.19%

Flyers in the community

24.51%

112

Newspaper articles/advertisements

9.63%

Signs/boards at park/facilities

23.19%

106

School district communications

12.47%

Word of mouth

18.82%

BTV

4.16%

Other

Answer choices

Percent

Count

City of Brownsville website

43.54%

199

Emails/Newsletters

31.51%

144

Social media (Facebook, Twitter, etc.)

76.37%

349

Mail-out activity guides

16.19%

Flyers in the community

24.51%

112

Newspaper articles/advertisements

9.63%

2.41%(14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 07 May 2025)

Community Survey Results

Page 4 of 31

418

419

Answer choices

Percent

Count

Yes

93.00%

425

Answer choices No

Percent 7.00%

Count 32

Yes Total

93.00% 100.00%

425 457

7.00%

Total

100.00%

457

Brownsville Parks, Health, and Recreation Master Plan

4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that

4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that apply) apply) Multi Choice | Skipped: 32 | Answered: 425 (93%) Multi Choice | Skipped: 32 | Answered: 425 (93%)

Answer choices

Percent

Count

Spending time with family and friends

66.59%

283

Exercise and fitness

65.65%

279

Leisure/recreation

45.18%

192

Experience nature and wildlife

47.53%

202

Mental health benefits/spend time outside

46.35%

197

Answer choices Spending time with family and friends Exercise and fitness Leisure/recreation Experience nature and wildlife Mental health benefits/spend time outside

Other

Percent 66.59% 65.65% 45.18% 47.53% 46.35%

5.88%

Count 283 279 192 202 197

Community Survey Results

420

City’s park and recreation facilities? (Check up to three answers) Multi Choice | Skipped: 18 | Answered: 439 (96.1%)

5. 4. What are the TOP 3 obstacles that you members of you your from regularly using the 5. 4.prevent What are the TOP and 3 obstacles that prevent andhousehold members of your household from regularly using the City’s park and recreation facilities? (Check up to three answers) City’s park and recreation facilities? (Check up to three answers) Multi Choice | Skipped: 14 | Answered: 443 (96.9%) Multi Choice | Skipped: 14 | Answered: 443 (96.9%)

Answer choices

Percent

We are not interested

6.38%

Answer choices

Count 28

Percent

Count

The and facilities are too far away from home Weparks are not interested

4.74% 30.52%

134

The are not well Thefacilities parks and facilities aremaintained too far away from home

35.89% 48.52%

159

213

Theparks facilities maintained The do are notnot feelwell safe

47.40% 30.07%

210

132

The do nottime feel safe We doparks not have

32.96% 32.80%

146

144

We do not have time

30.47%

135

We use parks and facilities in other communities

8.35%

The parks are not ADA accessible

6.77%

We use parks and facilities in other communities The parks are not ADA accessible

7.97% 6.61%

37 30

Answer choices

There is a lack of safe transportation options (no sidewalks, unsafe bikingPercent routes, no public 27.79% Count transportation, etc.) There is a lack of safe transportation options (no sidewalks, unsafe biking routes, no public 31.83% 141

We are not interested

Other

transportation, etc.) Other

4.74%

13.54%

18.00% 21

The parks and facilities are too far away from home

35.89%

159

The facilities are not well maintained

47.40%

210

parks do notParks, feel safe 32.96% 146 421 The Brownsville Health, and Recreation Master Beyond PlanGreen: Beyond Green:Brownsville’s Brownsville’s Next Generation of Parks & Wellness Form Results Summary (14 Mar 2025 Next Generation of Parks & Wellness - Form-Results Summary (14 Mar 2025 07 May to 07toMay 2025)2025)

35 29 122

Page 8 of 31 Page 8 of 31

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

21.00% 92

15.30% 67

20.32% 89

12.79% 56

30.59% 134

438

3.17

Sport Courts (basketball, volleyball, tennis, pickleball,

14.55% 63

14.09% 61

20.32% 88

13.63% 59

37.41% 162

433

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

21.00% 92

15.30% 67

20.32% 89

12.79% 56

30.59% 134

438

3.17

Sport Courts (basketball, volleyball, tennis, etc.) pickleball,

14.55% 63

14.09% 61

20.32% 88

13.63% 59

37.41% 162

433

3.45

Trails (hiking, biking, walking, jogging, etc.)

30.86% 137

21.17% 94

27.25% 121

9.23% 41

11.49% 51

444

2.49

Disc Golf Courses

1.67% 7

3.10% 13

4.77% 20

5.73% 24

84.73% 355

419

4.69

Golf Courses

2.86% 10

3.71% 13

7.14% 25

5.43% 19

80.86% 283

350

4.58

Dog Parks

12.79% 55

10.47% 45

14.65% 63

6.74% 29

55.35% 238

430

3.81

Playgrounds

25.17% 108

19.11% 82

21.91% 94

4.66% 20

29.14% 125

429

2.93

Splash Pads

9.29% 39

10.71% 45

19.05% 80

10.24% 43

50.71% 213

420

3.82

Swimming Pools

5.92% 25

5.69% 24

18.48% 78

17.54% 74

52.37% 221

422

4.05

Skate Parks

4.47% 19

5.18% 22

9.18% 39

7.53% 32

73.65% 313

425

4.41

Outdoor Fitness Stations

12.41% 53

12.18% 52

18.97% 81

8.43% 36

48.01% 205

427

3.67

Indoor Recreation Centers

10.24% 43

11.43% 48

17.38% 73

9.76% 41

51.19% 215

420

3.80

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 9 of 31

3.45

Community Survey Results Page 9 of 31

422

7. 6. Please select the TOP 5 recreational facilities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

7.Multi 6. Please select|the TOP 5 recreational facilities456 you (99.8%) believe are most needed in Brownsville’s park and Choice Skipped: 1 | Answered: recreation system. (Check up to 5) Multi Choice | Skipped: 1 | Answered: 456 (99.8%)

Answer choices

Percent

Count

Playgrounds

66.01%

301

Basketball courts

32.24%

147

Rectangular Fields (soccer, football, Lacrosse, etc.)

31.80%

145

Diamond fields (softball, baseball, kickball, etc.)

23.03%

105

Pickleball courts

Answer choices

Percent

Count

Playgrounds

66.01%

301

Basketball courts

32.24%

147

423

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025

07 May 2025) Brownsville Parks, Health, andtoRecreation Master Plan

Page 11 of 31

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 15.13% to 07 May 2025)

Tennis courts

17.98%

Swimming pools

45.39%

207

Splash pads

37.50%

171

Skate parks

18.86%

Golf courses

9.43%

Volleyball courts

22.59%

103

Exercise stations

46.27%

211

Dog parks

38.82%

177

Disc golf courses

4.82%

Trails

57.68%

263

Other

6.36%

Page 11 of 31

8. 7. Please select the TOP 5 amenities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

8.Multi 7. Please select | the TOP 5 amenities you believe455 are (99.6%) most needed in Brownsville’s park and recreation Choice Skipped: 2 | Answered: system. (Check up to 5) Multi Choice | Skipped: 2 | Answered: 455 (99.6%)

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

76.92%

350

Trees

56.04%

255

Aesthetic landscaping (flower beds, native plants, shrubs, etc.)

35.60%

162

Community gardens

31.87%

145

Benches

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

76.92%

350

Trees

56.04%

255

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 13 of 31

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 47.47% to 07 May 2025)

216

Picnic areas

49.89%

227

Public art (murals, statues, etc.)

23.52%

107

Restrooms

70.55%

321

Water fountains

33.63%

153

Bike racks

13.85%

BBQ grills/pits

27.25%

124

Educational/wayfinding signage

12.31%

Water features (fountains, bird baths, ponds, etc.)

24.62%

112

Lighting

47.69%

217

WiFi

27.69%

126

Other

3.30%

Page 13 of 31

Community Survey Results

424

425

Answer choices

Percent

Count

Yes

46.70%

212

No Answer choices

53.30% Percent

242 Count

Total Yes

100.00% 46.70%

454 212

53.30%

242

Total

100.00%

454

Brownsville Parks, Health, and Recreation Master Plan

10. 8b. What are the TOP 3 obstacles that prevent you and members of your household from regularly participating in the City’s recreational programming? Multi Choice | Skipped: 9 | Answered: 448 (98%)

Answer choices

Percent

Count

The programs are offered too far away from home

21.27%

The provided programs do not meet our needs

18.78%

We don’t have time to participate in the City’s recreational programs

29.86%

132

The programs are not offered at a convenient time

33.03%

146

We don’t know what programs are offered

62.90%

278

Classes/programs are full

11.09%

Answer choices

Percent

Count

The programs are offered too far away from home

32.59%

146

The provided programs do not meet our needs

17.41%

We don’t have time to participate in the City’s recreational programs

31.03%

139

The programs are not offered at a convenient time

34.38%

154

We don’t know what programs are offered

61.16%

274

Classes/programs are full

10.04%

Registration for programs is difficult

11.61%

We use programs offered in other communities

2.68%

Program fees are too high

14.51%

We use services of other private agencies

6.70%

Other

5.13%

Other

4.24%

Page 16 of 31

Community Survey Results Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 16 of 31

426

11. 9. Please select the TOP 3 recreational programs you believe are most needed in Brownsville. Multi Choice | Skipped: 5 | Answered: 452 (98.9%)

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

46.90%

212

Arts (painting, sculpting, photography, etc.)

43.58%

197

Music (instruments, choir, dance, theater, etc.)

36.95%

167

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

44.47%

201

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

38.05%

172

Answer choices

Fitness events (races, competitions, etc.) weightlifting, yoga, cardio, racket sports, 26.99%etc.) Fitness classes (Zumba,

122

Nature programs (nature walks, educational programs, etc.)

49.12%

222

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

16.81%

Life Skills Classes (cooking, finances, etc.) 39.16% 427 Brownsville Parks, Health, and Recreation Master Plan

177

Arts (painting, sculpting, photography, etc.)

Music (instruments, choir, dance, theater, etc.)

Other

2.43%

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

46.90%

212

Arts (painting, sculpting, photography, etc.)

43.58%

197

Music (instruments, choir, dance, theater, etc.)

36.95%

167

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

44.47%

201

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

38.05%

172

Fitness events (races, competitions, etc.)

26.99%

122

Nature programs (nature walks, educational programs, etc.)

49.12%

222

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

16.81%

Life Skills Classes (cooking, finances, etc.)

39.16%

177

Other

2.43%

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Percent

Count

46.90%

212

43.58%

197

36.95%

167

44.47%

201

Page 18 of 31

12. 10. What are the TOP 5 priorities the City of Brownsville Parks and Recreation Department should focus on? Multi Choice | Skipped: 4 | Answered: 453 (99.1%)

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

42.60%

193

Pedestrian Circulation, Access, and Trails

53.42%

242

ADA Accessibility

23.18%

105

Park Funding and Budgets

41.06%

186

Increasing the Number of Parks

35.10%

159

Improvements and Maintenance of Existing Parks

68.87%

312

Indoor Recreation

34.88%

158

Expanding Recreational Programming/Classes

35.10%

159

Safety

48.34%

219

Special Events (farmers markets, holiday celebrations, festivals, etc.)

54.30%

246

Other

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

42.60%

193

Pedestrian Circulation, Access, and Trails

53.42%

242

ADA Accessibility

23.18%

105

Park Funding and Budgets

41.06%

186

Increasing the Number of Parks

35.10%

159

Improvements and Maintenance of Existing Parks

68.87%

312

Indoor Recreation

34.88%

158

Expanding Recreational Programming/Classes

35.10%

159

Safety

48.34%

219

Answer choices Improving/Increasing Athletic Facilities Pedestrian Circulation, Access, and Trails

5.74%(14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 07 May 2025)

Percent

Count

42.60%

193

53.42%

242

Page 19 of 31

Community Survey Results

428

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to prioritize? Rank the following items in order from most important (1) to least important (5). prioritize? Rank the following items in order from most important (1) to least important (5). Ranking | Skipped: 40 | Answered: 417 (91.2%) Ranking | Skipped: 40 | Answered: 417 (91.2%)

Count

Score

Avg Rank

More parks

18.31% 67

5.46% 20

10.66% 39

14.48% 53

51.09% 187

366

1.98

3.75

More trails and trail More connection s parks

21.98% 82

13.14% 49

15.82% 59

373

Score

Avg Rank

1.98

3.75

2.62

3.07

3.40

2.30

Recreation 10.55% 21.11% 27.97% 24.01% 16.36% 379 2.59 al activities 40 80 106 91 62 Score - Sum of the weight of each ranked position, multiplied by the response count for the position choice, divided by the total contributions. Weights /programs are inverse to ranked positions.

3.15

18.31% 67

16.62% 62

5.46% 20

Maintenan 31.07% 29.77% 21.67% More trails 119 21.98% 114 13.14% ce of parks 83 and trail 82 49 and trails

connection s 10.55%

Recreation al activities /programs

21.11% 80

27.97% 106

Maintenan 31.07% 29.77% ce of parks 119 114 Improve 28.31% 32.99% 23.38% and trails 109 existing 127 90 parks and facilities

32.44% 121

10.66% 39

14.48% 53

Count 2.62

51.09% 187

366

13.32%

32.44% 16 121

4.18%

383

3.40

24.01% 91

16.36% 62

379

2.59

16.62% 51 62

21.67% 83

9.35% 36

13.32% 51 5.97% 23

15.82% 59

4.18% 16

385

3.07

373

2.30

3.15

383 3.40

2.32

Avg Rank - Sum of the ranked position of the choice, multiplied by the response count for the position choice, divided by the total 'Count' of the choice.

Improve 28.31% 32.99% 23.38% 9.35% existing 109 127 90 36 parks and 429 facilities Brownsville Parks, Health, and Recreation Master Plan

5.97% 23

385

3.40

2.32

14. 12. How often do you use these park facilities or amenities for physical activity? (Check one answer for each) Matrix | Skipped: 4 | Answered: 453 (99.1%)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

33.71% 150

23.15% 103

25.39% 113

8.76% 39

8.99% 40

445

2.36

Playgrounds

25.90% 115

18.92% 84

20.50% 91

9.01% 40

25.68% 114

444

2.90

Sports Courts

13.23% 57

14.62% 63

24.13% 104

11.83% 51

36.19% 156

431

3.43

Sports Fields

15.15% 65

At 10.26% least 44 weekly

4.91% 21

5.84% 25

12.76% 55

33.71% 9.74% 15042

Lap Swimming Pools

Trails

Gym/Indoor Recreation Center

Playgrounds

21.45% At least12.12% 92 52

monthly

16.59% 71

14.72% 63

41.03% Several 176 times per year 57.94% 248

23.15% 13.92%

25.39% 49.88% 113 215

18.92%

20.50%

13.69% 103 59

429

Once 3.54 a year

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

33.71% 150

23.15% 103

25.39% 113

8.76% 39

8.99% 40

445

2.36

Playgrounds

25.90% 115

18.92% 84

20.50% 91

9.01% 40

25.68% 114

444

2.90

Sports Courts

13.23% 57

14.62% 63

24.13% 104

11.83% 51

36.19% 156

431

3.43

Sports Fields

15.15% 65

10.26% 44

21.45% 92

12.12% 52

41.03% 176

429

3.54

Lap Swimming Pools

4.91% 21

5.84% 25

16.59% 71

14.72% 63

57.94% 248

428

4.15

Gym/Indoor Recreation Center

12.76% 55

9.74% 42

13.69% 59

13.92% 60

49.88% 215

431

3.78

Outdoor Exercise Stations

13.69% 59

14.85% 64

19.49% 84

9.74% 42

42.23% 182

431

3.52

Open space/lawn (for yoga, playing with kids or pets. Etc.)

21.58% 93

Dog park (walking dogs, agility with dogs, etc.)

16.67% 72

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025) 18.56% 20.19% 9.74% 29.93% 431 80 87 42 129

10.42% 45

14.12% 61

Don’t Use

Count

Score

428

4.15

431

8.76%3.78 39

8.99% 40

445

2.36

9.01%

25.68%

444

2.90

6.25% 27

52.55% 227

432

3.08

Page 22 of 31

3.68

Community Survey Results 25.90%

430

15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs 15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) Rating | Skipped: 12 | Answered: 445 (97.4%) Rating | Skipped: 12 | Answered: 445 (97.4%)

431

1 1

2 2

3 3

4 4

5 5

Count Count

Weighted Weighted average average

7.87% 7.87% 35 35

8.31% 8.31% 37 37

24.94% 24.94% 111 111

23.82% 23.82% 106 106

35.06% 35.06% 156 156

445 445

3.70 3.70

Brownsville Parks, Health, and Recreation Master Plan

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 3 | Answered: 454 (99.3%)

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and

16.recreation 14. To achievesystem? a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 3 | Answered: 454 (99.3%) Multi Choice | Skipped: 3 | Answered: 454 (99.3%)

Answer choices Answer choices

Community Gardens

Trails

Sports Courts and Fields

Percent Percent 29.74% 45.81%

Count

29.74%

135

45.81%

208

24.89%

113

135 208

Sports Courts and Fields

24.89%

Open Space Open Space

23.35%

23.35%106

106

Fitness Zones and Outdoor Exercise Equipment Fitness Zones and Outdoor Exercise Equipment Answer choices

33.92%

33.92%154

154 Percent

Sports Leagues and Group Exercise

22.47%

Walking and Biking Trails

47.80%

Trails Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

36.12%

Other

6.61%

Community Gardens

Walking and Biking Trails

Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

Sports Courts and Fields

Other

Open Space

113

102 217

47.80%

164

36.12%

6.61%

102

29.74%

217

45.81%

Count 135 208

164

24.89%

113

23.35%

106

Community Survey Results

432

17. 15.15. How longlong havehave you been resident of Brownsville? (Check one answer) 17. How youabeen a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 3 | Answered: 454 (99.3%) Multi Choice | Skipped: 3 | Answered: 454 (99.3%) 17. 15. How long have you been a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 3 | Answered: 454 (99.3%)

Answer choices

Percent

Less than 2 years

2.42%

Answer choices Less than 2 years

2 to 5 years

6 to 10 years

Answer choices

6 to 10 years

11 to 20 years

Less than 2 years

Count

Percent 2.42%

5.51% 4.19% 13.44%

Count

11 25

5.51% 4.19%

19 61

Percent

Count

11 to years Over 2020 years

73.57%

13.44%334

612.42%

Live Brownsville city limits Over 2outside to205years years

0.22%

73.57%1

334 5.51%

Prefer not to answer Live outside Brownsville city limits

0.66%

0.22% 3

Total

100.00%

6 to 10 years

Prefer not to answer

0.66%

454

11 to 20 years Total

100.00%

4.19%

13.44%

3 454

Over 20 years

73.57%

334

Live outside Brownsville city limits

0.22%

0.66%

not to answer 433 Prefer Brownsville Parks, Health, and Recreation Master Plan

18. 16. Which youth age groups are represented in your household? (Check all that apply) Multi Choice | Skipped: 5 | Answered: 452 (98.9%)

Answer choices

Percent

Count

0 to 5 years of age

26.99%

122

6 Answer to 10 years of age choices

25.44%

115 Percent

0 13 toyears 5 years 11 to of ageof age

17.26%

14 to 18 years of age

28.54%

No children in household

35.62%

Answer choices

0 to 5 years of age

6 to years of age 6 to 10 10 years of age

26.99%

129

25.44%

Percent

Count

26.99%

122

25.44% 115

115 78

Count 122

161

11 to 13 years of age

17.26%

14 to 18 years of age

28.54%

129

No children in household

35.62%

161

11 to 13 years of age 14 to 18 years of age No children in household

17.26% 28.54% 35.62%

129 161

Community Survey Results

434

19. 17.How many persons, including yourself, yourself, reside within your household? 19. 17.How many persons, including reside within your household? Multi Choice | Skipped: 4 | Answered: 453 (99.1%) Multi Choice | Skipped: 4 | Answered: 453 (99.1%) 19. 17.How many persons, including yourself, reside within your household? Multi Choice | Skipped: 4 | Answered: 453 (99.1%)

Answer choices

Percent

One

5.74%

Answer choices One

Two

Three

Answer choices

Three

Four

One

Count

Percent 5.74%

15.45% 22.74% 28.48%

Count

26 70

15.45%

22.74%

103

Percent

Count

103 129

Four Five

15.89%

28.48%72

5.74% 129

Six or more Five Two

11.48%

15.89%52

7215.45%

Other Six or more

0.22%

11.48%1

Total

100.00%

Three

Other

0.22%

453

Four Total

100.00%

22.74%

103

28.48%

129

1 453

Five

15.89%

Six or more

11.48%

0.22%

435 Other Brownsville Parks, Health, and Recreation Master Plan

Multi Choice | Skipped: 4 | Answered: 453 (99.1%)

20. 18. Your age?

Multi Choice | Skipped: 4 | Answered: 453 (99.1%)

Answer choices Answer choices

Under 18

18 to 24

Percent Percent 3.75%

Count

3.75%

14.35%

28.70%

28.70%130

130

3535 toto 4444

22.52%

22.52%102

102

4545 toto 5454

15.23%

15.23%69

18 to 24

14.35%

2525 toto 3434

Answer choices

55 to 64

11.26%

65 to 74 Under 18

3.97%

75 to 84

0.22%

55 to 64 65 to 74

to 24 7518 to 84

8525 years or older to 34

100.00%

Total

35 to 44

11.26% 3.97%

18 1

0.22%

85 years or older Total

Percent

Count

3.75%

1 14.35%

0 28.70%

130

453

100.00%

453

22.52%

102

15.23%

Community Survey Results 45 to 54

436

Closed Untitled Home

287 Contributors

ZIP code: 78526

365 Contributions

Contribution Summary 1. 1. What is your home zip code? Don’t worry, we are only asking for a general area. Your response will help 287 365 us better understand the distribution of community Contributors needs throughout the city. Contributions

Closed

Untitled Home

Multi Choice | Skipped: 0 | Answered: 365 (100%)

Answer choices

Percent

Count

78520

78521

78578

78526

100.00%

365

78575

78566

78586

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary 0% (14 Mar 2025 to 07 May 2025)

Don’t know

Answer choices

Percent

Count

78520

78521

78578

78526

100.00%

365

78575

78566

Answer choices

437

Live outside the city limits of Brownsville

Other

Total

100.00%

365

Percent

Count

Brownsville Parks, Health, and Recreation Master Plan 78520

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 2 of 31

2. 2. What are your most preferred communication methods for learning about parks and recreation programs and services? (Check all that apply) Multi Choice | Skipped: 1 | Answered: 364 (99.7%)

Answer choices

Percent

Count

City of Brownsville website

36.26%

132

Emails/Newsletters

33.52%

122

Social media (Facebook, Twitter, etc.)

77.75%

283

Mail-out activity guides

14.84%

Flyers in the community

21.98%

Newspaper articles/advertisements

9.34%

Signs/boards at park/facilities

24.45%

School district communications

15.11%

Word of mouth

21.43%

BTV

3.85%

Other

Answer choices

Percent

Count

City of Brownsville website

36.26%

132

Emails/Newsletters

33.52%

122

Social media (Facebook, Twitter, etc.)

77.75%

283

Mail-out activity guides

14.84%

Flyers in the community

21.98%

Newspaper articles/advertisements

9.34%

1.65%(14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 07 May 2025)

Community Survey Results

Page 4 of 31

438

439

Answer choices

Percent

Count

Yes

90.33%

327

Answer choices No

Percent 9.67%

Count 35

Yes Total

90.33% 100.00%

327 362

9.67%

Total

100.00%

362

Brownsville Parks, Health, and Recreation Master Plan

4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that 4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that apply) apply) Multi Choice | Skipped: 39 | Answered: 326 (89.3%) Multi Choice | Skipped: 39 | Answered: 326 (89.3%)

Answer choices Answer choices

Percent

Count

Spending time with family and friends Spending time with family and friends

69.63%

227

Exercise and fitness Exercise and fitness

64.42%

210

Leisure/recreation Leisure/recreation

43.56%

142

Experience nature and wildlife Experience nature and wildlife

43.87%

143

Mental health benefits/spend time outside

46.01%

150

Mental health benefits/spend time outside Other

Other

Percent 69.63% 64.42% 43.56% 43.87%

Count

46.01% 6.44%

6.44%

227 210 142 143 150

Community Survey Results

440

5. 4. What are the TOP 3 obstacles that prevent you and members of your household from regularly using the City’s park and recreation facilities? (Check up to three answers)

Multi Choice | Skipped: 14 | Answered: 351 (96.2%)

Answer choices We are not interested Answer choices

Percent 5.70%

Count 20

Percent

Count

The and facilities are too far away from home Weparks are not interested

5.70% 37.32%

131

The are not well Thefacilities parks and facilities aremaintained too far away from home

37.32% 40.46%

131

142

Theparks facilities maintained The do are notnot feelwell safe

40.46% 29.06%

142

102

The do nottime feel safe We doparks not have

29.06% 32.76%

102

115

32.76%

115

We do not have time

We use parks and facilities in other communities

Answer choices

We use parks and facilities in other communities

10.54%

The parks are not ADA accessible

6.27%

The parks are not ADA accessible

We are not interested

10.54% 6.27%

There is a lack of safe transportation options (no sidewalks, unsafe biking routes, no public 27.07% transportation, etc.) There is a lack of safe transportation options (no sidewalks, unsafe biking routes, no public 27.07% transportation, etc.)

The parks and facilities are too far away from home Other Other

The facilities are not well maintained parks do notParks, feel safe 441 The Brownsville Health, and Recreation Master Plan

17.95%

37 22

Percent

Count

5.70%

37.32%

131

40.46%

142

29.06%

102

22 95

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

20.17% 71

13.35% 47

20.74% 73

12.78% 45

32.95% 116

352

3.25

Sport Courts (basketball, volleyball, tennis, pickleball,

10.37% 36

11.24% 39

20.17% 70

14.99% 52

43.23% 150

347

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

20.17% 71

13.35% 47

20.74% 73

12.78% 45

32.95% 116

352

3.25

Sport Courts (basketball, volleyball, tennis, etc.) pickleball,

10.37% 36

11.24% 39

20.17% 70

14.99% 52

43.23% 150

347

3.69

Trails (hiking, biking, walking, jogging, etc.)

33.43% 120

18.94% 68

26.74% 96

8.08% 29

12.81% 46

359

2.48

Disc Golf Courses

1.48% 5

1.78% 6

5.62% 19

4.44% 15

86.69% 293

338

4.73

Golf Courses

3.55% 10

2.48% 7

7.09% 20

6.74% 19

80.14% 226

282

4.57

Dog Parks

7.20% 25

8.36% 29

12.68% 44

8.65% 30

63.11% 219

347

4.12

Playgrounds

20.86% 73

18.29% 64

26.57% 93

6.00% 21

28.29% 99

350

3.03

Splash Pads

8.12% 28

7.25% 25

18.84% 65

14.20% 49

51.59% 178

345

3.94

Swimming Pools

7.27% 25

3.49% 12

18.02% 62

14.83% 51

56.40% 194

344

4.10

Skate Parks

3.50% 12

5.25% 18

7.87% 27

75.51% 259

343

4.47

Outdoor Fitness Stations

11.34% 39

10.17% 35

20.06% 69

7.56% 26

50.87% 175

344

3.76

Indoor Recreation Centers

11.47% 39

5.59% 19

17.35% 59

9.12% 31

56.47% 192

340

3.94

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 9 of 31

3.69

Community Survey Results Page 9 of 31

442

7. 6. Please select the TOP 5 recreational facilities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

7.Multi 6. Please select|the TOP 5 recreational facilities363 you (99.5%) believe are most needed in Brownsville’s park and Choice Skipped: 2 | Answered: recreation system. (Check up to 5) Multi Choice | Skipped: 2 | Answered: 363 (99.5%)

Answer choices

Percent

Count

Playgrounds

68.87%

250

Basketball courts

31.13%

113

Rectangular Fields (soccer, football, Lacrosse, etc.)

27.00%

Diamond fields (softball, baseball, kickball, etc.)

20.94%

Pickleball courts

Answer choices

Percent

Count

Playgrounds

68.87%

250

Basketball courts

31.13%

113

443

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025

07 May 2025) Brownsville Parks, Health, andtoRecreation Master Plan

Page 11 of 31

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 17.08% to 07 May 2025)

Tennis courts

16.80%

Swimming pools

49.04%

178

Splash pads

39.94%

145

Skate parks

15.15%

Golf courses

8.54%

Volleyball courts

18.46%

Exercise stations

42.15%

153

Dog parks

36.64%

133

Disc golf courses

2.48%

Trails

58.95%

214

Other

7.71%

Page 11 of 31

8. 7. Please select the TOP 5 amenities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

8.Multi 7. Please select | the TOP 5 amenities you believe365 are (100%) most needed in Brownsville’s park and recreation Choice Skipped: 0 | Answered: system. (Check up to 5) Multi Choice | Skipped: 0 | Answered: 365 (100%)

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

77.26%

282

Trees

61.64%

225

Aesthetic landscaping (flower beds, native plants, shrubs, etc.)

38.08%

139

Community gardens

30.14%

110

Benches

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

77.26%

282

Trees

61.64%

225

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 13 of 31

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 50.96% to 07 May 2025)

186

Picnic areas

41.10%

150

Public art (murals, statues, etc.)

19.45%

Restrooms

67.12%

245

Water fountains

31.51%

115

Bike racks

14.52%

BBQ grills/pits

17.53%

Educational/wayfinding signage

11.51%

Water features (fountains, bird baths, ponds, etc.)

25.48%

Lighting

46.58%

170

WiFi

28.22%

103

Other

2.19%

Page 13 of 31

Community Survey Results

444

445

Answer choices

Percent

Count

Yes

48.77%

178

No Answer choices

51.23% Percent

187 Count

Total Yes

100.00% 48.77%

365 178

51.23%

187

Total

100.00%

365

Brownsville Parks, Health, and Recreation Master Plan

Answer choices

Percent

Count

The programs are offered too far away from home

31.16%

110

The provided programs do not meet our needs

15.86%

We don’t have time to participate in the City’s recreational programs

27.48%

The programs are not offered at a convenient time

37.39%

132

We don’t know what programs are offered

64.59%

228

Classes/programs are full

13.88%

Answer choices

Percent

Count

The programs are offered too far away from home

31.16%

110

The provided programs do not meet our needs

15.86%

We don’t have time to participate in the City’s recreational programs

27.48%

The programs are not offered at a convenient time

37.39%

132

We don’t know what programs are offered

64.59%

228

Classes/programs are full

13.88%

Registration for programs is difficult

10.20%

We use programs offered in other communities

5.67%

Program fees are too high

11.90%

We use services of other private agencies

10.76%

Other

5.67%

Other

3.97%

Page 16 of 31

Community Survey Results Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 16 of 31

446

11. 9. Please select the TOP 3 recreational programs you believe are most needed in Brownsville. Multi Choice | Skipped: 3 | Answered: 362 (99.2%)

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

41.44%

150

Arts (painting, sculpting, photography, etc.)

42.54%

154

Music (instruments, choir, dance, theater, etc.)

37.02%

134

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

48.34%

175

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

38.40%

139

Answer choices

Fitness events (races, competitions, etc.) weightlifting, yoga, cardio, racket sports, 27.07%etc.) Fitness classes (Zumba,

Nature programs (nature walks, educational programs, etc.)

43.92%

159

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

16.85%

Life Skills Classes (cooking, finances, etc.) 40.61% 447 Brownsville Parks, Health, and Recreation Master Plan

147

Arts (painting, sculpting, photography, etc.)

Music (instruments, choir, dance, theater, etc.)

Other

2.76%

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

41.44%

150

Arts (painting, sculpting, photography, etc.)

42.54%

154

Music (instruments, choir, dance, theater, etc.)

37.02%

134

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

48.34%

175

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

38.40%

139

Fitness events (races, competitions, etc.)

27.07%

Nature programs (nature walks, educational programs, etc.)

43.92%

159

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

16.85%

Life Skills Classes (cooking, finances, etc.)

40.61%

147

Other

2.76%

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Percent

Count

41.44%

150

42.54%

154

37.02%

134

48.34%

175

Page 18 of 31

12. 10. What are the TOP 5 priorities the City of Brownsville Parks and Recreation Department should focus on? Multi Choice | Skipped: 4 | Answered: 361 (98.9%)

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

45.43%

164

Pedestrian Circulation, Access, and Trails

52.08%

188

ADA Accessibility

22.16%

Park Funding and Budgets

39.89%

144

Increasing the Number of Parks

45.43%

164

Improvements and Maintenance of Existing Parks

63.43%

229

Indoor Recreation

41.27%

149

Expanding Recreational Programming/Classes

34.90%

126

Safety

48.48%

175

Special Events (farmers markets, holiday celebrations, festivals, etc.)

52.08%

188

Other

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

45.43%

164

Pedestrian Circulation, Access, and Trails

52.08%

188

ADA Accessibility

22.16%

Park Funding and Budgets

39.89%

144

Increasing the Number of Parks

45.43%

164

Improvements and Maintenance of Existing Parks

63.43%

229

Indoor Recreation

41.27%

149

Expanding Recreational Programming/Classes

34.90%

126

Safety

48.48%

175

Answer choices Improving/Increasing Athletic Facilities Pedestrian Circulation, Access, and Trails

4.99%(14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 07 May 2025)

Percent

Count

45.43%

164

52.08%

188

Page 19 of 31

Community Survey Results

448

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to prioritize? Rank the following items in order from most important (1) to least important (5). prioritize? Rank the following items in order from most important (1) to least important (5). Ranking | Skipped: 30 | Answered: 335 (91.8%) Ranking | Skipped: 30 | Answered: 40 335 (91.2%) 417 (91.8%)

Count

Score

Avg Rank

More parks

18.31% 23.00% 72 67

5.46% 6.71% 21 20

10.66% 9.90% 31 39

14.48% 15.97% 50 53

51.09% 44.41% 139 187

313 366

2.32 1.98

3.52 3.75

More trails and trail More connection s parks

21.98% 21.04% 65 82

13.14% 14.89% 46 49

15.82% 18.45% 57 59

309 373

Score

Avg Rank

2.32

3.52

2.70

3.08

3.32

2.46

Recreation 13.64% 12.99% 30.52% 24.35% 18.51% 308 2.56 al activities 42 40 94 75 57 Score - Sum of the weight of each ranked position, multiplied by the response count for the position choice, divided by the total contributions. Weights /programs are inverse to ranked positions.

3.21

23.00% 72

16.62% 17.80% 55 62

6.71% 21

Maintenan 23.89% 31.07% 31.85% 29.77% 23.57% 21.67% More trails 119 21.04% 114 14.89% ce of parks 75 100 74 83 and trail 65 46 and trails

connection s 13.64% 10.55%

Recreation al activities /programs

42 40

21.11% 12.99% 40 80

27.97% 30.52% 94 106

Maintenan 23.89% 31.85% ce of parks 75 100 Improve 25.71% 28.31% 35.56% 32.99% 18.73% 23.38% and trails 109 existing 81 112 127 59 90 parks and facilities

32.44% 27.83% 86 121

9.90% 31

15.97% 50

Count 2.70 2.62

44.41% 139

313

16.24% 13.32%

27.83% 14 16 86

4.46% 4.18%

314 383

3.32 3.40

24.01% 24.35% 75 91

16.36% 18.51% 57 62

308 379

2.56 2.59

17.80% 51 55

23.57% 74

9.35% 11.11% 35 36

16.24% 51 5.97% 8.89% 28 23

18.45% 57

4.46% 14

315 385

3.08 3.07

309

2.46 2.30

3.21 3.15

314 3.37 3.40

2.42 2.32

Avg Rank - Sum of the ranked position of the choice, multiplied by the response count for the position choice, divided by the total 'Count' of the choice.

Improve 25.71% 35.56% 18.73% 11.11% existing 81 112 59 35 parks and 449 facilities Brownsville Parks, Health, and Recreation Master Plan

8.89% 28

315

3.37

2.42

14. 12. How often do you use these park facilities or amenities for physical activity? (Check one answer for each) Matrix | Skipped: 3 | Answered: 362 (99.2%)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

35.96% 128

17.98% 64

23.31% 83

10.39% 37

12.36% 44

356

2.45

Playgrounds

21.37% 75

18.80% 66

25.93% 91

7.69% 27

26.21% 92

351

2.99

Sports Courts

14.00% 49

11.43% 40

22.00% 77

11.14% 39

41.43% 145

350

3.55

Sports Fields

18.73% 65

At 7.20% least 25 weekly

7.23% 25

3.76% 13

11.24% 39

35.96% 7.78% 12827

Lap Swimming Pools

Trails

Gym/Indoor Recreation Center

Playgrounds

19.60% At least10.95% 68 38

monthly

15.90% 55

10.98% 38

43.52% Several 151 times per year 62.14% 215

17.98% 10.37%

23.31% 56.20% 83 195

18.80%

25.93%

14.41% 64 50

347

Once 3.53 a year

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

35.96% 128

17.98% 64

23.31% 83

10.39% 37

12.36% 44

356

2.45

Playgrounds

21.37% 75

18.80% 66

25.93% 91

7.69% 27

26.21% 92

351

2.99

Sports Courts

14.00% 49

11.43% 40

22.00% 77

11.14% 39

41.43% 145

350

3.55

Sports Fields

18.73% 65

7.20% 25

19.60% 68

10.95% 38

43.52% 151

347

3.53

Lap Swimming Pools

7.23% 25

3.76% 13

15.90% 55

10.98% 38

62.14% 215

346

4.17

Gym/Indoor Recreation Center

11.24% 39

7.78% 27

14.41% 50

10.37% 36

56.20% 195

347

3.93

Outdoor Exercise Stations

10.76% 37

10.47% 36

22.09% 76

10.17% 35

46.51% 160

344

3.71

Open space/lawn (for yoga, playing with kids or pets. Etc.)

19.13% 66

Dog park (walking dogs, agility with dogs, etc.)

9.51% 33

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025) 14.78% 27.25% 9.57% 29.28% 345 51 94 33 101

8.36% 29

15.56% 54

Don’t Use

Count

Score

346

4.17

347

10.39% 3.93 37

12.36% 44

356

2.45

7.69%

26.21%

351

2.99

8.07% 28

58.50% 203

347

3.15

Page 22 of 31

3.98

Community Survey Results 21.37%

450

15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs 15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) Rating | Skipped: 15 | Answered: 350 (95.9%) Rating | Skipped: 15 | Answered: 350 (95.9%)

451

1 1

2 2

3 3

4 4

5 5

Count Count

Weighted Weighted average average

8.00% 8.00% 28 28

6.86% 6.86% 24 24

25.43% 25.43% 89 89

27.14% 27.14% 95 95

32.57% 32.57% 114 114

350 350

3.69 3.69

Brownsville Parks, Health, and Recreation Master Plan

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 1 | Answered: 364 (99.7%)

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and

16.recreation 14. To achievesystem? a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 1 | Answered: 364 (99.7%) Multi Choice | Skipped: 1 | Answered: 364 (99.7%)

Answer choices Answer choices

Community Gardens

Trails

Sports Courts and Fields

Percent Percent 29.12% 42.86%

Count

29.12%

106

42.86%

156

19.51%

106 156

Sports Courts and Fields

19.51%

Open Space Open Space

26.37%

26.37%96

Fitness Zones and Outdoor Exercise Equipment Fitness Zones and Outdoor Exercise Equipment Answer choices

28.02%

28.02%102

102 Percent

Sports Leagues and Group Exercise

23.90%

Walking and Biking Trails

47.25%

Trails Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

33.79%

Other

7.42%

Community Gardens

Walking and Biking Trails

Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

Sports Courts and Fields

Other

Open Space

87 172

47.25%

123

33.79%

7.42%

29.12%

172

42.86%

Count 106 156

123

19.51%

26.37%

Community Survey Results

452

17. 15.15. How longlong havehave you been resident of Brownsville? (Check one answer) 17. How youabeen a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 1 | Answered: 364 (99.7%) Multi Choice | Skipped: 1 | Answered: 364 (99.7%) 17. 15. How long have you been a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 1 | Answered: 364 (99.7%)

Answer choices

Percent

Less than 2 years

1.92%

Answer choices Less than 2 years

2 to 5 years

6 to 10 years

Answer choices

6 to 10 years

11 to 20 years

Less than 2 years

Count

Percent 1.92%

7.14% 4.12% 14.56%

Count

7 26

7.14% 4.12%

15 53

Percent

Count

11 to years Over 2020 years

71.15%

14.56%259

531.92%

Live Brownsville city limits Over 2outside to205years years

0.55%

71.15%2

259 7.14%

Prefer not to answer Live outside Brownsville city limits

0.55%

0.55% 2

Total

100.00%

6 to 10 years

Prefer not to answer

0.55%

364

11 to 20 years Total

100.00%

4.12%

14.56%

2 364

Over 20 years

71.15%

259

Live outside Brownsville city limits

0.55%

not to answer 453 Prefer Brownsville Parks, Health, and Recreation Master Plan

18. 16. Which youth age groups are represented in your household? (Check all that apply) Multi Choice | Skipped: 4 | Answered: 361 (98.9%)

Answer choices

Percent

Count

0 to 5 years of age

26.04%

6 Answer to 10 years of age choices

29.92%

108 Percent

0 13 toyears 5 years 11 to of ageof age

19.94%

14 to 18 years of age

24.38%

No children in household

34.90%

Answer choices

0 to 5 years of age

6 to years of age 6 to 10 10 years of age

26.04%

29.92%

Percent

Count

26.04%

29.92% 108

108 72

Count 94

126

11 to 13 years of age

19.94%

14 to 18 years of age

24.38%

No children in household

34.90%

126

11 to 13 years of age 14 to 18 years of age No children in household

19.94% 24.38% 34.90%

88 126

Community Survey Results

454

19. 17.How many persons, including yourself, yourself, reside within your household? 19. 17.How many persons, including reside within your household? Multi Choice | Skipped: 2 | Answered: 363 (99.5%) Multi Choice | Skipped: 2 | Answered: 363 (99.5%) 19. 17.How many persons, including yourself, reside within your household? Multi Choice | Skipped: 2 | Answered: 363 (99.5%)

Answer choices

Percent

One

3.86%

Answer choices One

Two

Three

Answer choices

Three

Four

One

Count

Percent 3.86%

19.01% 20.11% 27.27%

Count

14 69

19.01%

20.11%

Percent

Count

73 99

Four Five

18.18%

27.27%66

993.86%

Six or more Five Two

11.57%

18.18%42

6619.01%

Other Six or more

11.57%0

Total

100.00%

Three

Other

363

Four Total

100.00%

20.11%

27.27%

0 363

Five

18.18%

Six or more

11.57%

455 Other Brownsville Parks, Health, and Recreation Master Plan

Multi Choice | Skipped: 2 | Answered: 363 (99.5%)

20. 18. Your age?

Multi Choice | Skipped: 2 | Answered: 363 (99.5%)

Answer choices Answer choices

Under 18

18 to 24

Percent Percent 1.65%

Count

1.65% 9.09%

18 to 24

9.09%

2525 toto 3434

24.52%

24.52%89

3535 toto 4444

27.82%

27.82%101

101

4545 toto 5454

21.76%

21.76%79

Answer choices

55 to 64

9.37%

65 to 74 Under 18

4.96%

75 to 84

0.83%

55 to 64 65 to 74

to 24 7518 to 84

8525 years or older to 34

100.00%

Total

35 to 44

4.96%

34 18 3

0.83%

85 years or older Total

9.37%

Percent

Count

1.65%

3 9.09%

0 24.52%

363

100.00%

363

27.82%

101

21.76%

Community Survey Results 45 to 54

456

Closed Untitled Home

39 Contributors

ZIP code: 78566

47 Contributions

Contribution Summary 1. 1. What is your home zip code? Don’t worry, we are only asking for a general area. Your response will help 39 47 us better understand the distribution of communityContributors needs throughout the city. Contributions

Closed

Untitled Home

Multi Choice | Skipped: 0 | Answered: 47 (100%)

Answer choices

Percent

Count

78520

78521

78578

78526

78575

78566

100.00%

78586

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary 0% (14 Mar 2025 to 07 May 2025)

Don’t know

Answer choices

Percent

Count

78520

78521

78578

78526

78575

100.00%

78566

Answer choices

457

Live outside the city limits of Brownsville

Other

Total

100.00%

Percent

Count

Brownsville Parks, Health, and Recreation Master Plan 78520

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 2 of 31

2. 2. What are your most preferred communication methods for learning about parks and recreation programs and services? (Check all that apply) Multi Choice | Skipped: 0 | Answered: 47 (100%)

Answer choices

Percent

Count

City of Brownsville website

27.66%

Emails/Newsletters

34.04%

Social media (Facebook, Twitter, etc.)

76.60%

Mail-out activity guides

19.15%

Flyers in the community

19.15%

Newspaper articles/advertisements

8.51%

Signs/boards at park/facilities

38.30%

School district communications

12.77%

Word of mouth

19.15%

BTV

Other

Answer choices

Percent

Count

City of Brownsville website

27.66%

Emails/Newsletters

34.04%

Social media (Facebook, Twitter, etc.)

76.60%

Mail-out activity guides

19.15%

Flyers in the community

19.15%

Newspaper articles/advertisements

8.51%

0% (14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 07 May 2025)

Community Survey Results

Page 4 of 31

458

459

Answer choices

Percent

Count

Yes

93.62%

Answer choices No

Percent 6.38%

Count 3

Yes Total

93.62% 100.00%

44 47

6.38%

Total

100.00%

Brownsville Parks, Health, and Recreation Master Plan

4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that 4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that apply) apply) Multi Choice | Skipped: 3 | Answered: 44 (93.6%) Multi Choice | Skipped: 3 | Answered: 44 (93.6%)

Answer choices Answer choices

Percent

Count

Spending time with family and friends Spending time with family and friends

59.09%

Exercise and fitness Exercise and fitness

68.18%

Leisure/recreation Leisure/recreation

52.27%

Experience nature and wildlife Experience nature and wildlife

50.00%

Mental health benefits/spend time outside

47.73%

Mental health benefits/spend time outside Other

Other

Percent 59.09% 68.18% 52.27% 50.00%

Count

47.73% 4.55%

4.55%

26 30 23 22 21

Community Survey Results

460

5. 4. What are the TOP 3 obstacles that prevent you and members of your household from regularly using the City’s park and recreation facilities? (Check up to three answers)

Multi Choice | Skipped: 3 | Answered: 44 (93.6%)

Answer choices We are not interested Answer choices

Percent 4.55%

Count 2

Percent

Count

The and facilities are too far away from home Weparks are not interested

4.55% 50.00%

The are not well Thefacilities parks and facilities aremaintained too far away from home

50.00% 34.09%

Theparks facilities maintained The do are notnot feelwell safe

34.09% 20.45%

The do nottime feel safe We doparks not have

20.45% 36.36%

36.36%

We do not have time

We use parks and facilities in other communities

Answer choices

We use parks and facilities in other communities

22.73%

The parks are not ADA accessible

We are not interested

22.73% 0%

There is a lack of safe transportation options (no sidewalks, unsafe biking routes, no public 25.00% transportation, etc.) There is a lack of safe transportation options (no sidewalks, unsafe biking routes, no public 25.00% transportation, etc.)

The parks and facilities are too far away from home Other Other

The facilities are not well maintained parks do notParks, feel safe 461 The Brownsville Health, and Recreation Master Plan

18.18%

10 0

Percent

Count

4.55%

50.00%

34.09%

20.45%

0 11

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

18.60% 8

30.23% 13

13.95% 6

18.60% 8

2.95

Sport Courts (basketball, volleyball, tennis, pickleball,

25.00% 11

9.09% 4

29.55% 13

11.36% 5

25.00% 11

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

18.60% 8

30.23% 13

13.95% 6

18.60% 8

2.95

Sport Courts (basketball, volleyball, tennis, etc.) pickleball,

25.00% 11

9.09% 4

29.55% 13

11.36% 5

25.00% 11

3.02

Trails (hiking, biking, walking, jogging, etc.)

28.89% 13

24.44% 11

33.33% 15

2.22% 1

11.11% 5

2.42

Disc Golf Courses

0% 0

6.82% 3

0% 0

93.18% 41

4.86

Golf Courses

2.94% 1

0% 0

11.76% 4

8.82% 3

76.47% 26

4.56

Dog Parks

6.82% 3

15.91% 7

18.18% 8

6.82% 3

52.27% 23

3.82

Playgrounds

25.58% 11

34.88% 15

4.65% 2

9.30% 4

2.47

Splash Pads

6.98% 3

9.30% 4

32.56% 14

13.95% 6

37.21% 16

3.65

Swimming Pools

4.76% 2

11.90% 5

19.05% 8

14.29% 6

50.00% 21

3.93

Skate Parks

0% 0

9.52% 4

11.90% 5

66.67% 28

4.36

Outdoor Fitness Stations

18.18% 8

6.82% 3

15.91% 7

20.45% 9

38.64% 17

3.55

Indoor Recreation Centers

18.18% 8

9.09% 4

13.64% 6

6.82% 3

52.27% 23

3.66

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 9 of 31

3.02

Community Survey Results Page 9 of 31

462

7. 6. Please select the TOP 5 recreational facilities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

7.Multi 6. Please select|the TOP 5 recreational facilities46 you believe are most needed in Brownsville’s park and Choice Skipped: 1 | Answered: (97.9%) recreation system. (Check up to 5) Multi Choice | Skipped: 1 | Answered: 46 (97.9%)

Answer choices

Percent

Count

Playgrounds

65.22%

Basketball courts

34.78%

Rectangular Fields (soccer, football, Lacrosse, etc.)

30.43%

Diamond fields (softball, baseball, kickball, etc.)

17.39%

Pickleball courts

Answer choices

Percent

Count

Playgrounds

65.22%

Basketball courts

34.78%

463

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025

07 May 2025) Brownsville Parks, Health, andtoRecreation Master Plan

Page 11 of 31

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 19.57% to 07 May 2025)

Tennis courts

21.74%

Swimming pools

43.48%

Splash pads

41.30%

Skate parks

13.04%

Golf courses

17.39%

Volleyball courts

21.74%

Exercise stations

43.48%

Dog parks

39.13%

Disc golf courses

2.17%

Trails

69.57%

Other

Page 11 of 31

8. 7. Please select the TOP 5 amenities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

8.Multi 7. Please select | the TOP 5 amenities you believe46 are most needed in Brownsville’s park and recreation Choice Skipped: 1 | Answered: (97.9%) system. (Check up to 5) Multi Choice | Skipped: 1 | Answered: 46 (97.9%)

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

84.78%

Trees

67.39%

Aesthetic landscaping (flower beds, native plants, shrubs, etc.)

36.96%

Community gardens

23.91%

Benches

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

84.78%

Trees

67.39%

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 13 of 31

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 41.30% to 07 May 2025)

Picnic areas

45.65%

Public art (murals, statues, etc.)

15.22%

Restrooms

67.39%

Water fountains

34.78%

Bike racks

4.35%

BBQ grills/pits

19.57%

Educational/wayfinding signage

6.52%

Water features (fountains, bird baths, ponds, etc.)

23.91%

Lighting

45.65%

WiFi

19.57%

Other

Page 13 of 31

Community Survey Results

464

465

Answer choices

Percent

Count

Yes

50.00%

No Answer choices

50.00% Percent

23 Count

Total Yes

100.00% 50.00%

46 23

50.00%

Total

100.00%

Brownsville Parks, Health, and Recreation Master Plan

10. 8b. What are the TOP 3 obstacles that prevent you and members of your household from regularly participating in the City’s recreational programming? Multi Choice | Skipped: 3 | Answered: 44 (93.6%)

Answer choices

Percent

Count

The programs are offered too far away from home

50.00%

The provided programs do not meet our needs

18.18%

We don’t have time to participate in the City’s recreational programs

45.45%

The programs are not offered at a convenient time

20.45%

We don’t know what programs are offered

45.45%

Classes/programs are full

6.82%

Answer choices

Percent

Count

The programs are offered too far away from home

50.00%

The provided programs do not meet our needs

18.18%

We don’t have time to participate in the City’s recreational programs

45.45%

The programs are not offered at a convenient time

20.45%

We don’t know what programs are offered

45.45%

Classes/programs are full

6.82%

Registration for programs is difficult

13.64%

We use programs offered in other communities

20.45%

Program fees are too high

11.36%

We use services of other private agencies

4.55%

Other

2.27%

Other

2.27%

Page 16 of 31

Community Survey Results Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 16 of 31

466

11. 9. Please select the TOP 3 recreational programs you believe are most needed in Brownsville. Multi Choice | Skipped: 1 | Answered: 46 (97.9%)

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

47.83%

Arts (painting, sculpting, photography, etc.)

43.48%

Music (instruments, choir, dance, theater, etc.)

28.26%

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

54.35%

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

28.26%

Answer choices

Fitness events (races, competitions, etc.) weightlifting, yoga, cardio, racket sports, 34.78%etc.) Fitness classes (Zumba,

Nature programs (nature walks, educational programs, etc.)

47.83%

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

13.04%

Life Skills Classes (cooking, finances, etc.) 36.96% 467 Brownsville Parks, Health, and Recreation Master Plan

Arts (painting, sculpting, photography, etc.)

Music (instruments, choir, dance, theater, etc.)

Other

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

47.83%

Arts (painting, sculpting, photography, etc.)

43.48%

Music (instruments, choir, dance, theater, etc.)

28.26%

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

54.35%

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

28.26%

Fitness events (races, competitions, etc.)

34.78%

Nature programs (nature walks, educational programs, etc.)

47.83%

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

13.04%

Life Skills Classes (cooking, finances, etc.)

36.96%

Other

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Percent

Count

47.83%

43.48%

28.26%

54.35%

Page 18 of 31

12. 10. What are the TOP 5 priorities the City of Brownsville Parks and Recreation Department should focus on? Multi Choice | Skipped: 2 | Answered: 45 (95.7%)

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

57.78%

Pedestrian Circulation, Access, and Trails

44.44%

ADA Accessibility

13.33%

Park Funding and Budgets

48.89%

Increasing the Number of Parks

31.11%

Improvements and Maintenance of Existing Parks

64.44%

Indoor Recreation

42.22%

Expanding Recreational Programming/Classes

33.33%

Safety

48.89%

Special Events (farmers markets, holiday celebrations, festivals, etc.)

48.89%

Other

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

57.78%

Pedestrian Circulation, Access, and Trails

44.44%

ADA Accessibility

13.33%

Park Funding and Budgets

48.89%

Increasing the Number of Parks

31.11%

Improvements and Maintenance of Existing Parks

64.44%

Indoor Recreation

42.22%

Expanding Recreational Programming/Classes

33.33%

Safety

48.89%

Answer choices Improving/Increasing Athletic Facilities Pedestrian Circulation, Access, and Trails

2.22%(14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 07 May 2025)

Percent

Count

57.78%

44.44%

Page 19 of 31

Community Survey Results

468

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to prioritize? Rank the following items in order from most important (1) to least important (5). prioritize? Rank the following items in order from most important (1) to least important (5). Ranking | Skipped: 6 | Answered: 41 (87.2%) Ranking | Skipped: 6 | Answered: 41 (87.2%)

Count

Score

Avg Rank

More parks

15.00% 6

7.50% 3

0% 0

22.50% 9

55.00% 22

2.00

3.95

More trails and trail More connection s parks

15.00% 6

12.50% 5

22.50% 9

Score

Avg Rank

2.00

3.95

2.63

3.30

3.66

2.34

Recreation 12.20% 19.51% 34.15% 21.95% 12.20% 41 2.98 al activities 5 8 14 9 5 Score - Sum of the weight of each ranked position, multiplied by the response count for the position choice, divided by the total contributions. Weights /programs are inverse to ranked positions.

3.02

15.00% 6

22.50% 9

7.50% 3

Maintenan 26.83% 31.71% 24.39% More trails 11 15.00% 13 12.50% ce of parks 10 and trail 6 5 and trails

connection s 12.20%

Recreation al activities /programs

19.51% 8

34.15% 14

Maintenan 26.83% 31.71% ce of parks 11 13 Improve 31.71% 29.27% 19.51% and trails 13 existing 12 8 parks and facilities

3 0% 0

27.50% 11

22.50% 9

55.00% 22

14.63%

27.50% 1 11

2.44%

21.95% 9

12.20% 5

22.50% 6 9

24.39% 10

14.63% 6

14.63% 6 4.88% 2

Count 2.63

22.50% 9

3.30

3.66

2.98

2.44% 1

2.34

3.02

41 3.68

2.32

Avg Rank - Sum of the ranked position of the choice, multiplied by the response count for the position choice, divided by the total 'Count' of the choice.

Improve 31.71% 29.27% 19.51% 14.63% existing 13 12 8 6 parks and 469 facilities Brownsville Parks, Health, and Recreation Master Plan

4.88% 2

3.68

2.32

14. 12. How often do you use these park facilities or amenities for physical activity? (Check one answer for each) Matrix | Skipped: 1 | Answered: 46 (97.9%)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

36.36% 16

31.82% 14

20.45% 9

4.55% 2

6.82% 3

2.14

Playgrounds

24.44% 11

28.89% 13

6.67% 3

15.56% 7

2.64

Sports Courts

17.78% 8

13.33% 6

33.33% 15

11.11% 5

24.44% 11

3.11

Sports Fields

16.28% 7

At 11.63% least 5 weekly

2.33% 1

4.65% 2

11.36% 5

36.36% 11.36% 16 5

Lap Swimming Pools

Trails

Gym/Indoor Recreation Center

Playgrounds

30.23% At least18.60% 13 8

monthly

20.93% 9

13.95% 6

23.26% Several 10 times per year 58.14% 25

31.82% 20.45%

20.45% 34.09% 915

24.44%

28.89%

22.73% 14 10

Once 3.21 a year

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

36.36% 16

31.82% 14

20.45% 9

4.55% 2

6.82% 3

2.14

Playgrounds

24.44% 11

28.89% 13

6.67% 3

15.56% 7

2.64

Sports Courts

17.78% 8

13.33% 6

33.33% 15

11.11% 5

24.44% 11

3.11

Sports Fields

16.28% 7

11.63% 5

30.23% 13

18.60% 8

23.26% 10

3.21

Lap Swimming Pools

2.33% 1

4.65% 2

20.93% 9

13.95% 6

58.14% 25

4.21

Gym/Indoor Recreation Center

11.36% 5

22.73% 10

20.45% 9

34.09% 15

3.55

Outdoor Exercise Stations

13.33% 6

15.56% 7

22.22% 10

15.56% 7

33.33% 15

3.40

Open space/lawn (for yoga, playing with kids or pets. Etc.)

18.60% 8

Dog park (walking dogs, agility with dogs, etc.)

16.28% 7

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025) 18.60% 34.88% 6.98% 20.93% 43 8 15 3 9

16.28% 7

11.63% 5

Don’t Use

Count

Score

4.21

4.55%3.55 2

6.82% 3

2.14

6.67%

15.56%

2.64

11.63% 5

44.19% 19

2.93

Page 22 of 31

3.51

Community Survey Results 24.44%

470

15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs 15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) Rating | Skipped: 1 | Answered: 46 (97.9%) Rating | Skipped: 1 | Answered: 46 (97.9%)

471

1 1

2 2

3 3

4 4

5 5

Count Count

Weighted Weighted average average

4.35% 4.35% 2 2

8.70% 8.70% 4 4

28.26% 28.26% 13 13

17.39% 17.39% 8 8

41.30% 41.30% 19 19

46 46

3.83 3.83

Brownsville Parks, Health, and Recreation Master Plan

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 2 | Answered: 45 (95.7%)

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and

16.recreation 14. To achievesystem? a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 2 | Answered: 45 (95.7%) Multi Choice | Skipped: 2 | Answered: 45 (95.7%)

Answer choices Answer choices

Community Gardens

Trails

Sports Courts and Fields

Percent Percent 17.78% 44.44%

Count

17.78%

44.44%

24.44%

8 20

Sports Courts and Fields

24.44%

Open Space Open Space

20.00%

20.00%9

Fitness Zones and Outdoor Exercise Equipment Fitness Zones and Outdoor Exercise Equipment Answer choices

31.11%

31.11%14

14Percent

Sports Leagues and Group Exercise

28.89%

Walking and Biking Trails

53.33%

Trails Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

40.00%

Other

2.22%

Community Gardens

Walking and Biking Trails

Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

Sports Courts and Fields

Other

Open Space

13 24

53.33%

40.00%

17.78%

44.44%

8 20

2.22%

Count

24.44%

20.00%

Community Survey Results

472

17. 15.15. How longlong havehave you been resident of Brownsville? (Check one answer) 17. How youabeen a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 1 | Answered: 46 (97.9%)46 (97.9%) Multi Choice | Skipped: 1 | Answered: 17. 15. How long have you been a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 1 | Answered: 46 (97.9%)

Answer choices

Percent

Less than 2 years

2.17%

Answer choices Less than 2 years

2 to 5 years

6 to 10 years

Answer choices

6 to 10 years

11 to 20 years

Less than 2 years

Count

Percent 2.17%

6.52% 4.35% 13.04%

Count

1 3

6.52% 4.35%

2 6

3 2

Percent

Count

11 to years Over 2020 years

30.43%

13.04%14

6 2.17%

Live Brownsville city limits Over 2outside to205years years

36.96%

30.43%17

146.52%

Prefer not to answer Live outside Brownsville city limits

6.52%

36.96%3

Total

100.00%

6 to 10 years

Prefer not to answer

6.52%

11 to 20 years Total

100.00%

4.35%

13.04%

3 46

Over 20 years

30.43%

Live outside Brownsville city limits

36.96%

6.52%

not to answer 473 Prefer Brownsville Parks, Health, and Recreation Master Plan

18. 16. Which youth age groups are represented in your household? (Check all that apply) Multi Choice | Skipped: 1 | Answered: 46 (97.9%)

Answer choices

Percent

Count

0 to 5 years of age

41.30%

6 Answer to 10 years of age choices

28.26%

13 Percent

0 13 toyears 5 years 11 to of ageof age

30.43%

14 to 18 years of age

28.26%

No children in household

19.57%

Answer choices

0 to 5 years of age

6 to years of age 6 to 10 10 years of age

41.30%

28.26%

Percent

Count

41.30%

1328.26%

13 14

Count 19

11 to 13 years of age

30.43%

14 to 18 years of age

28.26%

No children in household

19.57%

11 to 13 years of age 14 to 18 years of age No children in household

30.43% 28.26%

19.57%

Community Survey Results

474

19. 17.How many persons, including yourself, yourself, reside within your household? 19. 17.How many persons, including reside within your household? Multi Choice | Skipped: 1 | Answered: 46 (97.9%)46 (97.9%) Multi Choice | Skipped: 1 | Answered: 19. 17.How many persons, including yourself, reside within your household? Multi Choice | Skipped: 1 | Answered: 46 (97.9%)

Answer choices

Percent

One

Answer choices One

Two

Three

Answer choices

Three

Four

One

Count

Percent 0%

6.52% 28.26% 36.96%

Count

0 3

6.52%

28.26%

Percent

Count

Four Five

13.04%

36.96%6

170%

Six or more Five Two

15.22%

13.04%7

6 6.52%

Other Six or more

15.22%0

Total

100.00%

Three

Other

Four Total

100.00%

28.26%

36.96%

0 46

Five

13.04%

Six or more

15.22%

475 Other Brownsville Parks, Health, and Recreation Master Plan

Multi Choice | Skipped: 1 | Answered: 46 (97.9%)

20. 18. Your age?

Multi Choice | Skipped: 1 | Answered: 46 (97.9%)

Answer choices Answer choices

Under 18

18 to 24

Percent Percent 0%

Count

19.57%

21.74%

21.74%10

3535 toto 4444

41.30%

41.30%19

4545 toto 5454

8.70%

8.70% 4

18 to 24

19.57%

2525 toto 3434

Answer choices

55 to 64

8.70%

65 to 74 Under 18

75 to 84

55 to 64 65 to 74

to 24 7518 to 84

8525 years or older to 34

100.00%

Total

35 to 44

8.70% 0%

4 0 0

85 years or older Total

Percent

Count

0 19.57%

0 21.74%

4 0

100.00%

41.30%

8.70%

Community Survey Results 45 to 54

476

Closed Untitled Home

21 Contributors

ZIP code: 78575

24 Contributions

Contribution Summary 1. 1. What is your home zip code? Don’t worry, we are only asking for a general area. Your response will help 21 24 us better understand the distribution of communityContributors needs throughout the city. Contributions

Closed

Untitled Home

Multi Choice | Skipped: 0 | Answered: 24 (100%)

Answer choices

Percent

Count

78520

78521

78578

78526

78575

100.00%

78566

78586

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary 0% (14 Mar 2025 to 07 May 2025)

Don’t know

Answer choices

Percent

Count

78520

78521

78578

78526

78575

100.00%

78566

Answer choices

477

Live outside the city limits of Brownsville

Other

Total

100.00%

Percent

Count

Brownsville Parks, Health, and Recreation Master Plan 78520

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 2 of 31

2. 2. What are your most preferred communication methods for learning about parks and recreation programs and services? (Check all that apply) Multi Choice | Skipped: 0 | Answered: 24 (100%)

Answer choices

Percent

Count

City of Brownsville website

33.33%

Emails/Newsletters

54.17%

Social media (Facebook, Twitter, etc.)

79.17%

Mail-out activity guides

16.67%

Flyers in the community

20.83%

Newspaper articles/advertisements

12.50%

Signs/boards at park/facilities

25.00%

School district communications

12.50%

Word of mouth

37.50%

BTV

8.33%

Other

Answer choices

Percent

Count

City of Brownsville website

33.33%

Emails/Newsletters

54.17%

Social media (Facebook, Twitter, etc.)

79.17%

Mail-out activity guides

16.67%

Flyers in the community

20.83%

Newspaper articles/advertisements

12.50%

0% (14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 07 May 2025)

Community Survey Results

Page 4 of 31

478

479

Answer choices

Percent

Count

Yes

91.67%

Answer choices No

Percent 8.33%

Count 2

Yes Total

91.67% 100.00%

22 24

8.33%

Total

100.00%

Brownsville Parks, Health, and Recreation Master Plan

4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that

4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that apply) apply) Multi Choice | Skipped: 2 | Answered: 22 (91.7%) Multi Choice | Skipped: 2 | Answered: 22 (91.7%)

Answer choices

Percent

Count

Spending time with family and friends

68.18%

Exercise and fitness

45.45%

Leisure/recreation

27.27%

Experience nature and wildlife

50.00%

Mental health benefits/spend time outside

45.45%

Answer choices Spending time with family and friends Exercise and fitness Leisure/recreation Experience nature and wildlife

Percent 68.18% 45.45% 27.27% 50.00%

Mental health benefits/spend time outside Other

Other

45.45% 0%

Count 15 10 6 11 10

Community Survey Results

480

5. 4. What are the TOP 3 obstacles that prevent you and members of your household from regularly using the City’s park and recreation facilities? (Check up to three answers)

Multi Choice | Skipped: 1 | Answered: 23 (95.8%)

Answer choices We are not interested Answer choices

Percent 8.70%

Count 2

Percent

Count

The and facilities are too far away from home Weparks are not interested

8.70% 52.17%

The are not well Thefacilities parks and facilities aremaintained too far away from home

52.17% 43.48%

Theparks facilities maintained The do are notnot feelwell safe

43.48% 34.78%

The do nottime feel safe We doparks not have

34.78% 21.74%

21.74%

We do not have time

We use parks and facilities in other communities

Answer choices

We use parks and facilities in other communities

21.74%

The parks are not ADA accessible

We are not interested

21.74% 0%

There is a lack of safe transportation options (no sidewalks, unsafe biking routes, no public 21.74% transportation, etc.) There is a lack of safe transportation options (no sidewalks, unsafe biking routes, no public 21.74% transportation, etc.)

The parks and facilities are too far away from home Other Other

The facilities are not well maintained parks do notParks, feel safe 481 The Brownsville Health, and Recreation Master Plan

26.09%

5 0

Percent

Count

8.70%

52.17%

43.48%

34.78%

0 5

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

12.50% 3

20.83% 5

25.00% 6

20.83% 5

3.21

Sport Courts (basketball, volleyball, tennis, pickleball,

13.04% 3

21.74% 5

39.13% 9

13.04% 3

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

12.50% 3

20.83% 5

25.00% 6

20.83% 5

3.21

Sport Courts (basketball, volleyball, tennis, etc.) pickleball,

13.04% 3

21.74% 5

39.13% 9

13.04% 3

2.91

Trails (hiking, biking, walking, jogging, etc.)

20.83% 5

16.67% 4

33.33% 8

8.33% 2

20.83% 5

2.92

Disc Golf Courses

8.70% 2

4.35% 1

0% 0

13.04% 3

73.91% 17

4.39

Golf Courses

12.50% 2

6.25% 1

12.50% 2

56.25% 9

3.94

Dog Parks

8.33% 2

12.50% 3

25.00% 6

8.33% 2

45.83% 11

3.71

Playgrounds

17.39% 4

21.74% 5

17.39% 4

4.35% 1

39.13% 9

3.26

Splash Pads

4.17% 1

8.33% 2

16.67% 4

4.17% 1

66.67% 16

4.21

Swimming Pools

4.35% 1

8.70% 2

17.39% 4

13.04% 3

56.52% 13

4.09

Skate Parks

4.17% 1

8.33% 2

16.67% 4

4.17% 1

66.67% 16

4.21

Outdoor Fitness Stations

13.04% 3

4.35% 1

30.43% 7

13.04% 3

39.13% 9

3.61

Indoor Recreation Centers

8.33% 2

16.67% 4

25.00% 6

8.33% 2

41.67% 10

3.58

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 9 of 31

2.91

Community Survey Results Page 9 of 31

482

7. 6. Please select the TOP 5 recreational facilities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

Answer choices

Percent

Count

Playgrounds

66.67%

Basketball courts

37.50%

Rectangular Fields (soccer, football, Lacrosse, etc.)

33.33%

Diamond fields (softball, baseball, kickball, etc.)

16.67%

Pickleball courts

Answer choices

Percent

Count

Playgrounds

65.22%

Basketball courts

34.78%

483

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025

07 May 2025) Brownsville Parks, Health, andtoRecreation Master Plan

Page 11 of 31

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 33.33% to 07 May 2025)

Tennis courts

25.00%

Swimming pools

45.83%

Splash pads

20.83%

Skate parks

29.17%

Golf courses

16.67%

Volleyball courts

25.00%

Exercise stations

45.83%

Dog parks

41.67%

Disc golf courses

Trails

58.33%

Other

4.17%

Page 11 of 31

8. 7. Please select the TOP 5 amenities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

8.Multi 7. Please select | the TOP 5 amenities you believe24 are most needed in Brownsville’s park and recreation Choice Skipped: 0 | Answered: (100%) system. (Check up to 5) Multi Choice | Skipped: 0 | Answered: 24 (100%)

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

79.17%

Trees

62.50%

Aesthetic landscaping (flower beds, native plants, shrubs, etc.)

50.00%

Community gardens

41.67%

Benches

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

79.17%

Trees

62.50%

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 13 of 31

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 62.50% to 07 May 2025)

Picnic areas

37.50%

Public art (murals, statues, etc.)

25.00%

Restrooms

75.00%

Water fountains

58.33%

Bike racks

20.83%

BBQ grills/pits

16.67%

Educational/wayfinding signage

16.67%

Water features (fountains, bird baths, ponds, etc.)

45.83%

Lighting

50.00%

WiFi

25.00%

Other

8.33%

Page 13 of 31

Community Survey Results

484

485

Answer choices

Percent

Count

Yes

58.33%

No Answer choices

41.67% Percent

10 Count

Total Yes

100.00% 58.33%

24 14

41.67%

Total

100.00%

Brownsville Parks, Health, and Recreation Master Plan

Answer choices

Percent

Count

The programs are offered too far away from home

60.87%

The provided programs do not meet our needs

26.09%

We don’t have time to participate in the City’s recreational programs

39.13%

The programs are not offered at a convenient time

13.04%

We don’t know what programs are offered

69.57%

Classes/programs are full

8.70%

Answer choices

Percent

Count

The programs are offered too far away from home

60.87%

The provided programs do not meet our needs

26.09%

We don’t have time to participate in the City’s recreational programs

39.13%

The programs are not offered at a convenient time

13.04%

We don’t know what programs are offered

69.57%

Classes/programs are full

8.70%

Registration for programs is difficult

13.04%

We use programs offered in other communities

Program fees are too high

13.04%

We use services of other private agencies

8.70%

Other

8.70%

Other

4.35%

Page 16 of 31

Community Survey Results Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 16 of 31

486

11. 9. Please select the TOP 3 recreational programs you believe are most needed in Brownsville. Multi Choice | Skipped: 0 | Answered: 24 (100%)

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

66.67%

Arts (painting, sculpting, photography, etc.)

33.33%

Music (instruments, choir, dance, theater, etc.)

45.83%

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

29.17%

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

45.83%

Answer choices

Fitness events (races, competitions, etc.) weightlifting, yoga, cardio, racket sports, 37.50%etc.) Fitness classes (Zumba,

Nature programs (nature walks, educational programs, etc.)

33.33%

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

16.67%

Life Skills Classes (cooking, finances, etc.) 37.50% 487 Brownsville Parks, Health, and Recreation Master Plan

Arts (painting, sculpting, photography, etc.)

Music (instruments, choir, dance, theater, etc.)

Other

4.17%

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

66.67%

Arts (painting, sculpting, photography, etc.)

33.33%

Music (instruments, choir, dance, theater, etc.)

45.83%

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

29.17%

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

45.83%

Fitness events (races, competitions, etc.)

37.50%

Nature programs (nature walks, educational programs, etc.)

33.33%

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

16.67%

Life Skills Classes (cooking, finances, etc.)

37.50%

Other

4.17%

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Percent

Count

66.67%

33.33%

45.83%

29.17%

Page 18 of 31

12. 10. What are the TOP 5 priorities the City of Brownsville Parks and Recreation Department should focus on? Multi Choice | Skipped: 0 | Answered: 24 (100%)

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

45.83%

Pedestrian Circulation, Access, and Trails

58.33%

ADA Accessibility

25.00%

Park Funding and Budgets

58.33%

Increasing the Number of Parks

45.83%

Improvements and Maintenance of Existing Parks

87.50%

Indoor Recreation

58.33%

Expanding Recreational Programming/Classes

20.83%

Safety

50.00%

Special Events (farmers markets, holiday celebrations, festivals, etc.)

45.83%

Other

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

45.83%

Pedestrian Circulation, Access, and Trails

58.33%

ADA Accessibility

25.00%

Park Funding and Budgets

58.33%

Increasing the Number of Parks

45.83%

Improvements and Maintenance of Existing Parks

87.50%

Indoor Recreation

58.33%

Expanding Recreational Programming/Classes

20.83%

Safety

50.00%

Answer choices Improving/Increasing Athletic Facilities Pedestrian Circulation, Access, and Trails

4.17%(14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 07 May 2025)

Percent

Count

45.83%

58.33%

Page 19 of 31

Community Survey Results

488

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to prioritize? Rank the following items in order from most important (1) to least important (5). prioritize? Rank the following items in order from most important (1) to least important (5). Ranking | Skipped: 2 | Answered: 22 (91.7%) Ranking | Skipped: 2 | Answered: 22 (91.7%)

Count

Score

Avg Rank

More parks

20.00% 4

15.00% 3

10.00% 2

30.00% 6

25.00% 5

2.50

3.25

More trails and trail More connection s parks

27.27% 6

18.18% 4

27.27% 6

Score

Avg Rank

2.50

3.25

3.09

2.91

3.00

2.70

Recreation 15.00% 5.00% 20.00% 40.00% 20.00% 20 2.32 al activities 3 1 4 8 4 Score - Sum of the weight of each ranked position, multiplied by the response count for the position choice, divided by the total contributions. Weights /programs are inverse to ranked positions.

3.45

20.00% 4

18.18% 4

15.00% 3

Maintenan 15.00% 25.00% 40.00% More trails 3 27.27% 5 18.18% ce of parks 8 and trail 6 4 and trails

connection s 15.00%

Recreation al activities /programs

5.00% 1

20.00% 4

Maintenan 15.00% 25.00% ce of parks 3 5 Improve 30.00% 40.00% 15.00% and trails 6 existing 8 3 parks and facilities

9.09% 2

10.00% 2

30.00% 6

25.00% 5

15.00%

9.09% 1 2

5.00%

40.00% 8

20.00% 4

18.18% 3 4

40.00% 8 0% 0

15.00% 3 15.00% 3

Count 3.09

27.27% 6

2.91

3.00

2.32

5.00% 1

2.70

3.45

20 3.36

2.30

Avg Rank - Sum of the ranked position of the choice, multiplied by the response count for the position choice, divided by the total 'Count' of the choice.

Improve 30.00% 40.00% 15.00% 0% existing 6 8 3 0 parks and 489 facilities Brownsville Parks, Health, and Recreation Master Plan

15.00% 3

3.36

2.30

14. 12. How often do you use these park facilities or amenities for physical activity? (Check one answer for each) Matrix | Skipped: 0 | Answered: 24 (100%)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

20.83% 5

41.67% 10

12.50% 3

4.17% 1

2.58

Playgrounds

25.00% 6

20.83% 5

12.50% 3

20.83% 5

2.92

Sports Courts

16.67% 4

20.83% 5

41.67% 10

4.17% 1

16.67% 4

2.83

Sports Fields

8.33% 2

At 29.17% least 7 weekly

8.33% 2

20.83% 5

20.83% 12.50% 5 3

Lap Swimming Pools

Trails

Gym/Indoor Recreation Center

Playgrounds

29.17% At least4.17% 7 1

monthly

8.33% 2

4.17% 1

29.17% Several 7 times per year 58.33% 14

20.83% 12.50%

41.67% 29.17% 10 7

20.83%

12.50%

25.00% 5 6

Once 3.17 a year

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

20.83% 5

41.67% 10

12.50% 3

4.17% 1

2.58

Playgrounds

25.00% 6

20.83% 5

12.50% 3

20.83% 5

2.92

Sports Courts

16.67% 4

20.83% 5

41.67% 10

4.17% 1

16.67% 4

2.83

Sports Fields

8.33% 2

29.17% 7

4.17% 1

29.17% 7

3.17

Lap Swimming Pools

8.33% 2

20.83% 5

8.33% 2

4.17% 1

58.33% 14

3.83

Gym/Indoor Recreation Center

20.83% 5

12.50% 3

25.00% 6

12.50% 3

29.17% 7

3.17

Outdoor Exercise Stations

8.33% 2

16.67% 4

29.17% 7

8.33% 2

37.50% 9

3.50

Open space/lawn (for yoga, playing with kids or pets. Etc.)

16.67% 4

Dog park (walking dogs, agility with dogs, etc.)

16.67% 4

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025) 25.00% 25.00% 12.50% 20.83% 24 6 6 3 5

12.50% 3

20.83% 5

Don’t Use

Count

Score

3.83

12.50% 3.17 3

4.17% 1

2.58

20.83%

2.92

4.17% 1

45.83% 11

2.96

Page 22 of 31

3.50

Community Survey Results 25.00%

490

15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs 15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) Rating | Skipped: 0 | Answered: 24 (100%) Rating | Skipped: 0 | Answered: 24 (100%)

491

1 1

2 2

3 3

4 4

5 5

Count Count

Weighted Weighted average average

4.17% 4.17% 1 1

0% 0% 0 0

41.67% 41.67% 10 10

25.00% 25.00% 6 6

29.17% 29.17% 7 7

24 24

3.75 3.75

Brownsville Parks, Health, and Recreation Master Plan

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 0 | Answered: 24 (100%)

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and

16.recreation 14. To achievesystem? a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 0 | Answered: 24 (100%) Multi Choice | Skipped: 0 | Answered: 24 (100%)

Answer choices Answer choices

Community Gardens

Trails

Sports Courts and Fields

Percent Percent 41.67% 41.67%

Count

41.67%

25.00%

10 10

Sports Courts and Fields

25.00%

Open Space Open Space

29.17%

29.17%7

Fitness Zones and Outdoor Exercise Equipment Fitness Zones and Outdoor Exercise Equipment Answer choices

50.00%

50.00%12

12Percent

Sports Leagues and Group Exercise

25.00%

Walking and Biking Trails

41.67%

Trails Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

50.00%

Other

12.50%

Community Gardens

Walking and Biking Trails

Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

Sports Courts and Fields

Other

Open Space

6 10

41.67%

50.00%

41.67%

10 10

12.50%

41.67%

Count

25.00%

29.17%

Community Survey Results

492

17. 15.15. How longlong havehave you been resident of Brownsville? (Check one answer) 17. How youabeen a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 0 | Answered: 24 (100%)24 (100%) Multi Choice | Skipped: 0 | Answered: 17. 15. How long have you been a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 0 | Answered: 24 (100%)

Answer choices

Percent

Less than 2 years

Answer choices Less than 2 years

2 to 5 years

6 to 10 years

Answer choices

6 to 10 years

11 to 20 years

Less than 2 years

Count

Percent 0%

8.33% 4.17% 4.17%

Count

0 2

8.33% 4.17%

1 1

2 1

Percent

Count

11 to years Over 2020 years

75.00%

4.17% 18

1 0%

Live Brownsville city limits Over 2outside to205years years

8.33%

75.00%2

188.33%

Prefer not to answer Live outside Brownsville city limits

8.33% 0

Total

100.00%

6 to 10 years

Prefer not to answer

11 to 20 years Total

100.00%

4.17%

0 24

Over 20 years

75.00%

Live outside Brownsville city limits

8.33%

not to answer 493 Prefer Brownsville Parks, Health, and Recreation Master Plan

18. 16. Which youth age groups are represented in your household? (Check all that apply) Multi Choice | Skipped: 1 | Answered: 23 (95.8%)

Answer choices

Percent

Count

0 to 5 years of age

26.09%

6 Answer to 10 years of age choices

8.70%

2 Percent

0 13 toyears 5 years 11 to of ageof age

8.70%

14 to 18 years of age

39.13%

No children in household

39.13%

Answer choices

0 to 5 years of age

6 to years of age 6 to 10 10 years of age

26.09% 8.70%

Percent

Count

26.09%

2 8.70%

8.70%

39.13%

Count 6

11 to 13 years of age

8.70%

14 to 18 years of age

39.13%

No children in household

39.13%

11 to 13 years of age 14 to 18 years of age No children in household

Community Survey Results

494

19. 17.How many persons, including yourself, yourself, reside within your household? 19. 17.How many persons, including reside within your household? Multi Choice | Skipped: 0 | Answered: 24 (100%)46 (97.9%) Multi Choice | Skipped: 1 | Answered: 19. 17.How many persons, including yourself, reside within your household? Multi Choice | Skipped: 1 | Answered: 46 (97.9%)

Answer choices

Percent

One

Answer choices One

Two

Three

Answer choices

Three

Four

One

Count

Percent 16.67%

6.52% 28.26% 36.96%

Count

12.50%

20.83%

Percent

Count

13 17

Four Five

13.04%

33.33%6

8 0%

Six or more Five Two

15.22%

4.17% 7

1 6.52%

Other Six or more

12.50%0

Total

100.00%

Three

Other

Four Total

100.00%

28.26%

36.96%

0 24

Five

13.04%

Six or more

15.22%

495 Other Brownsville Parks, Health, and Recreation Master Plan

Multi Choice | Skipped: 0 | Answered: 24 (100%)

20. 18. Your age?

Multi Choice | Skipped: 0 | Answered: 24 (100%)

Answer choices Answer choices

Under 18

18 to 24

Percent Percent 0%

Count

16.67%

29.17%

29.17%7

3535 toto 4444

12.50%

12.50%3

4545 toto 5454

25.00%

25.00%6

18 to 24

16.67%

2525 toto 3434

Answer choices

55 to 64

16.67%

65 to 74 Under 18

75 to 84

55 to 64 65 to 74

to 24 7518 to 84

8525 years or older to 34

100.00%

Total

35 to 44

16.67% 0%

0 0

85 years or older Total

Percent

Count

0 16.67%

0 29.17%

4 0

100.00%

12.50%

25.00%

Community Survey Results 45 to 54

496

Closed Untitled Home

3 Contributors

ZIP code: 78578

3 Contributions

Contribution Summary 1. 1. What is your home zip code? Don’t worry, we are only asking for a general area. Your response will help 3 3 us better understand the distribution of communityContributors needs throughout the city. Contributions

Closed

Untitled Home

Multi Choice | Skipped: 0 | Answered: 3 (100%)

Answer choices

Percent

Count

78520

78521

78578

100.00%

78526

78575

78566

78586

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary 0% (14 Mar 2025 to 07 May 2025)

Don’t know

Answer choices

Percent

Count

78520

78521

78578

100.00%

78526

78575

78566

Answer choices

497

Live outside the city limits of Brownsville

Other

Total

100.00%

Percent

Count

Brownsville Parks, Health, and Recreation Master Plan 78520

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 2 of 31

2. 2. What are your most preferred communication methods for learning about parks and recreation programs and services? (Check all that apply) Multi Choice | Skipped: 0 | Answered: 3 (100%)

Answer choices

Percent

Count

City of Brownsville website

33.33%

Emails/Newsletters

100.00%

Social media (Facebook, Twitter, etc.)

66.67%

Mail-out activity guides

33.33%

Flyers in the community

33.33%

Newspaper articles/advertisements

66.67%

Signs/boards at park/facilities

33.33%

School district communications

33.33%

Word of mouth

33.33%

BTV

Other

Answer choices

Percent

Count

City of Brownsville website

33.33%

Emails/Newsletters

100.00%

Social media (Facebook, Twitter, etc.)

66.67%

Mail-out activity guides

33.33%

Flyers in the community

33.33%

Newspaper articles/advertisements

66.67%

0% (14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 07 May 2025)

Community Survey Results

Page 4 of 31

498

499

Answer choices

Percent

Count

Yes

100.00%

Answer choices No

Percent 0%

Count 0

Yes Total

100.00% 100.00%

3 3

Total

100.00%

Brownsville Parks, Health, and Recreation Master Plan

4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that

4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that apply) apply) Multi Choice | Skipped: 0 | Answered: 3 (100%) Multi Choice | Skipped: 0 | Answered: 3 (100%)

Answer choices

Percent

Count

Spending time with family and friends

33.33%

Exercise and fitness

66.67%

Leisure/recreation

Experience nature and wildlife

66.67%

Mental health benefits/spend time outside

33.33%

Answer choices Spending time with family and friends Exercise and fitness Leisure/recreation Experience nature and wildlife

Percent 33.33% 66.67%

66.67%

Mental health benefits/spend time outside Other

Other

33.33% 0%

Count 1 2 0 2 1

Community Survey Results

500

5. 4. What are the TOP 3 obstacles that prevent you and members of your household from regularly using the City’s park and recreation facilities? (Check up to three answers)

Multi Choice | Skipped: 0 | Answered: 3 (100%)

Answer choices We are not interested Answer choices

Percent 0%

Percent

Count

The and facilities are too far away from home Weparks are not interested

33.33%

The are not well Thefacilities parks and facilities aremaintained too far away from home

33.33% 33.33%

Theparks facilities maintained The do are notnot feelwell safe

33.33% 0%

The do nottime feel safe We doparks not have

We do not have time

We use parks and facilities in other communities

Answer choices

We use parks and facilities in other communities

66.67%

The parks are not ADA accessible

33.33%

The parks are not ADA accessible

We are not interested

0% 66.67% 33.33%

There is a lack of safe transportation options (no sidewalks, unsafe biking routes, no public 33.33% transportation, etc.) There is a lack of safe transportation options (no sidewalks, unsafe biking routes, no public 33.33% transportation, etc.)

The parks and facilities are too far away from home Other Other

The facilities are not well maintained parks do notParks, feel safe 501 The Brownsville Health, and Recreation Master Plan

33.33%

0 2 1

Percent

Count

33.33%

1 1

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

33.33% 1

0% 0

33.33% 1

2.67

Sport Courts (basketball, volleyball, tennis, pickleball,

66.67% 2

0% 0

33.33% 1

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

33.33% 1

0% 0

33.33% 1

2.67

Sport Courts (basketball, volleyball, tennis, etc.) pickleball,

66.67% 2

0% 0

33.33% 1

2.33

Trails (hiking, biking, walking, jogging, etc.)

0% 0

50.00% 1

0% 0

50.00% 1

0% 0

3.00

Disc Golf Courses

0% 0

50.00% 1

0% 0

50.00% 1

3.50

Golf Courses

0% 0

50.00% 1

0% 0

50.00% 1

4.00

Dog Parks

50.00% 1

0% 0

50.00% 1

3.00

Playgrounds

33.33% 1

0% 0

33.33% 1

2.67

Splash Pads

33.33% 1

0% 0

33.33% 1

2.67

Swimming Pools

33.33% 1

0% 0

33.33% 1

2.67

Skate Parks

50.00% 1

0% 0

50.00% 1

3.00

Outdoor Fitness Stations

0% 0

50.00% 1

0% 0

50.00% 1

3.50

Indoor Recreation Centers

66.67% 2

0% 0

33.33% 1

2.33

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 9 of 31

2.33

Community Survey Results Page 9 of 31

502

7. 6. Please select the TOP 5 recreational facilities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

7.Multi 6. Please select|the TOP 5 recreational facilities3you believe are most needed in Brownsville’s park and Choice Skipped: 0 | Answered: (100%) recreation system. (Check up to 5) Multi Choice | Skipped: 0 | Answered: 3 (100%)

Answer choices

Percent

Count

Playgrounds

66.67%

Basketball courts

Rectangular Fields (soccer, football, Lacrosse, etc.)

Diamond fields (softball, baseball, kickball, etc.)

Pickleball courts

Answer choices

Percent

Count

Playgrounds

66.67%

Basketball courts

503

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025

07 May 2025) Brownsville Parks, Health, andtoRecreation Master Plan

Page 11 of 31

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 33.33% to 07 May 2025)

Tennis courts

Swimming pools

66.67%

Splash pads

66.67%

Skate parks

Golf courses

Volleyball courts

33.33%

Exercise stations

Dog parks

Disc golf courses

Trails

100.00%

Other

33.33%

Page 11 of 31

8. 7. Please select the TOP 5 amenities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

8.Multi 7. Please select | the TOP 5 amenities you believe3are most needed in Brownsville’s park and recreation Choice Skipped: 0 | Answered: (100%) system. (Check up to 5) Multi Choice | Skipped: 0 | Answered: 3 (100%)

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

100.00%

Trees

33.33%

Aesthetic landscaping (flower beds, native plants, shrubs, etc.)

66.67%

Community gardens

33.33%

Benches

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

100.00%

Trees

33.33%

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 13 of 31

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 33.33% to 07 May 2025)

Picnic areas

66.67%

Public art (murals, statues, etc.)

66.67%

Restrooms

100.00%

Water fountains

33.33%

Bike racks

BBQ grills/pits

33.33%

Educational/wayfinding signage

33.33%

Water features (fountains, bird baths, ponds, etc.)

33.33%

Lighting

WiFi

33.33%

Other

Page 13 of 31

Community Survey Results

504

505

Answer choices

Percent

Count

Yes

66.67%

No Answer choices

33.33% Percent

1 Count

Total Yes

100.00% 66.67%

3 2

33.33%

Total

100.00%

Brownsville Parks, Health, and Recreation Master Plan

10. 8b. What are the TOP 3 obstacles that prevent you and members of your household from regularly participating in the City’s recreational programming? Multi Choice | Skipped: 0 | Answered: 3 (100%)

Answer choices

Percent

Count

The programs are offered too far away from home

66.67%

The provided programs do not meet our needs

We don’t have time to participate in the City’s recreational programs

The programs are not offered at a convenient time

33.33%

We don’t know what programs are offered

100.00%

Classes/programs are full

Answer choices

Percent

Count

The programs are offered too far away from home

66.67%

The provided programs do not meet our needs

We don’t have time to participate in the City’s recreational programs

The programs are not offered at a convenient time

33.33%

We don’t know what programs are offered

100.00%

Classes/programs are full

Registration for programs is difficult

We use programs offered in other communities

33.33%

Program fees are too high

We use services of other private agencies

Other

Page 16 of 31

Community Survey Results Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 16 of 31

506

11. 9. Please select the TOP 3 recreational programs you believe are most needed in Brownsville. Multi Choice | Skipped: 0 | Answered: 3 (100%)

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

33.33%

Arts (painting, sculpting, photography, etc.)

33.33%

Music (instruments, choir, dance, theater, etc.)

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

33.33%

Answer choices

Fitness events (races, competitions, etc.) weightlifting, yoga, cardio, racket sports, 33.33%etc.) Fitness classes (Zumba,

Nature programs (nature walks, educational programs, etc.)

100.00%

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

66.67%

Life Skills Classes (cooking, finances, etc.) 33.33% 507 Brownsville Parks, Health, and Recreation Master Plan

Arts (painting, sculpting, photography, etc.)

Music (instruments, choir, dance, theater, etc.)

Other

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

33.33%

Arts (painting, sculpting, photography, etc.)

33.33%

Music (instruments, choir, dance, theater, etc.)

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

33.33%

Fitness events (races, competitions, etc.)

33.33%

Nature programs (nature walks, educational programs, etc.)

100.00%

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

66.67%

Life Skills Classes (cooking, finances, etc.)

33.33%

Other

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Percent

Count

33.33%

Page 18 of 31

12. 10. What are the TOP 5 priorities the City of Brownsville Parks and Recreation Department should focus on? Multi Choice | Skipped: 0 | Answered: 3 (100%)

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

33.33%

Pedestrian Circulation, Access, and Trails

33.33%

ADA Accessibility

33.33%

Park Funding and Budgets

100.00%

Increasing the Number of Parks

66.67%

Improvements and Maintenance of Existing Parks

66.67%

Indoor Recreation

33.33%

Expanding Recreational Programming/Classes

Safety

33.33%

Special Events (farmers markets, holiday celebrations, festivals, etc.)

66.67%

Other

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

33.33%

Pedestrian Circulation, Access, and Trails

33.33%

ADA Accessibility

33.33%

Park Funding and Budgets

100.00%

Increasing the Number of Parks

66.67%

Improvements and Maintenance of Existing Parks

66.67%

Indoor Recreation

33.33%

Expanding Recreational Programming/Classes

Safety

33.33%

Answer choices Improving/Increasing Athletic Facilities Pedestrian Circulation, Access, and Trails

0% (14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 07 May 2025)

Percent

Count

33.33%

Page 19 of 31

Community Survey Results

508

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to prioritize? Rank the following items in order from most important (1) to least important (5). prioritize? Rank the following items in order from most important (1) to least important (5). Ranking | Skipped: 0 | Answered: Ranking | Skipped: 0 | Answered: 3 (100%) 3 (100%)

Count

Score

Avg Rank

More parks

33.33% 1

0% 0

66.67% 2

2.33

3.67

More trails and trail More connection s parks

0% 0

Score

Avg Rank

2.33

3.67

2.00

4.00

3.33

2.67

Recreation 0% 33.33% 66.67% 0% 0% 3 3.33 al activities 0 1 2 0 0 Score - Sum of the weight of each ranked position, multiplied by the response count for the position choice, divided by the total contributions. Weights /programs are inverse to ranked positions.

2.67

33.33% 1

2 0% 0

0% 0

Maintenan 33.33% More trails 1 0% ce of parks and trail 0 and trails

33.33% 0% 1

0% 0

Recreation al activities /programs

33.33% 1

66.67% 2

connection s 0% 0

Maintenan 33.33% 33.33% ce of parks 1 1 Improve 33.33% 33.33% 33.33% and trails 1 existing 1 1 parks and facilities

3 0% 0

100.00% 3

0% 0 100.00% 1 3

33.33%

0% 0

0% 0 0% 0

Count 2.00

66.67% 2

0% 0 0

0% 0

4.00

3.33

33.33% 1

2.67

3 4.00

2.00

Avg Rank - Sum of the ranked position of the choice, multiplied by the response count for the position choice, divided by the total 'Count' of the choice.

Improve 33.33% 33.33% 33.33% 0% existing 1 1 1 0 parks and 509 facilities Brownsville Parks, Health, and Recreation Master Plan

0% 0

4.00

2.00

14. 12. How often do you use these park facilities or amenities for physical activity? (Check one answer for each) Matrix | Skipped: 0 | Answered: 3 (100%)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

66.67% 2

0% 0

33.33% 1

0% 0

2.00

Playgrounds

33.33% 1

0% 0

33.33% 1

2.67

Sports Courts

33.33% 1

0% 0

33.33% 1

2.67

Sports Fields

33.33% 1

At 33.33% least 1 weekly

0% 0

At least0% 0 monthly

Lap Swimming Pools

33.33% 1

0% 0

66.67% 2

66.67% 0% 2 0

Trails

Gym/Indoor Recreation Center

Playgrounds

33.33% 1

0% 0

33.33% Several 1 times per year 33.33% 1

0% 33.33% 01

Once 2.67 a year

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

66.67% 2

0% 0

33.33% 1

0% 0

2.00

Playgrounds

33.33% 1

0% 0

33.33% 1

2.67

Sports Courts

33.33% 1

0% 0

33.33% 1

2.67

Sports Fields

33.33% 1

0% 0

33.33% 1

2.67

Lap Swimming Pools

33.33% 1

0% 0

33.33% 1

0% 0

33.33% 1

3.00

Gym/Indoor Recreation Center

66.67% 2

0% 0

33.33% 1

2.33

Outdoor Exercise Stations

33.33% 1

0% 0

33.33% 1

2.67

Open space/lawn (for yoga, playing with kids or pets. Etc.)

33.33% 1

Dog park (walking dogs, agility with dogs, etc.)

33.33% 1

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025) 33.33% 0% 0% 33.33% 3 1 0 0 1

33.33% 1

0% 0

Don’t Use

Count

Score

3.00

33.33% 2.33 1

0% 0

2.00

33.33%

2.67

0% 0

33.33% 1

2.67

Page 22 of 31

2.67

Community Survey Results 33.33%

33.33%

510

15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs 15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) Rating | Skipped: 0 | Answered: 3 (100%) Rating | Skipped: 0 | Answered: 3 (100%)

511

1 1

2 2

3 3

4 4

5 5

Count Count

Weighted Weighted average average

0% 0% 0 0

33.33% 33.33% 1 1

0% 0% 0 0

3 3

3.00 3.00

Brownsville Parks, Health, and Recreation Master Plan

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 0 | Answered: 3 (100%)

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and

16.recreation 14. To achievesystem? a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 0 | Answered: 3 (100%) Multi Choice | Skipped: 0 | Answered: 3 (100%)

Answer choices Answer choices

Community Gardens

Trails

Sports Courts and Fields

Percent Percent 33.33% 33.33%

33.33%

1 0

1 1

Sports Courts and Fields

33.33%

Open Space Open Space

Fitness Zones and Outdoor Exercise Equipment Fitness Zones and Outdoor Exercise Equipment Answer choices

33.33%

33.33%1

Sports Leagues and Group Exercise

Walking and Biking Trails

33.33%

Trails Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

33.33%

Other

Community Gardens

Walking and Biking Trails

Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

Sports Courts and Fields

Other

Open Space

Count

1 0

0 1

33.33%

1 Percent 0 1

33.33%

Count

Community Survey Results

512

17. 15.15. How longlong havehave you been resident of Brownsville? (Check one answer) 17. How youabeen a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 0 | Answered: 3 (100%) 3 (100%) Multi Choice | Skipped: 0 | Answered: 17. 15. How long have you been a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 0 | Answered: 3 (100%)

Answer choices

Percent

Less than 2 years

Answer choices Less than 2 years

2 to 5 years

6 to 10 years

Answer choices

6 to 10 years

11 to 20 years

Less than 2 years

Count

Percent 0%

33.33% 0% 0%

Count

0 1

33.33%

0 0

Percent

Count

0 0%

0 1

11 to years Over 2020 years

33.33%

Live Brownsville city limits Over 2outside to205years years

33.33%

33.33%1

1 33.33%

Prefer not to answer Live outside Brownsville city limits

33.33%0

Total

100.00%

6 to 10 years

Over 20 years

33.33%

Live outside Brownsville city limits

33.33%

Prefer not to answer

11 to 20 years Total

not to answer 513 Prefer Brownsville Parks, Health, and Recreation Master Plan

100.00%

18. 16. Which youth age groups are represented in your household? (Check all that apply) Multi Choice | Skipped: 0 | Answered: 3 (100%)

Answer choices

Percent

Count

0 to 5 years of age

Answer choices

6 Answer to 10 years of age choices

33.33%

0 13 toyears 5 years 11 to of ageof age

33.33%

14 to 18 years of age

33.33%

No children in household

66.67%

0 to 5 years of age

6 to years of age 6 to 10 10 years of age

1 Percent

1 1

33.33%

Percent

Count

1 33.33%

33.33%

66.67%

Count 0

11 to 13 years of age

33.33%

14 to 18 years of age

33.33%

No children in household

66.67%

11 to 13 years of age 14 to 18 years of age No children in household

Community Survey Results

514

19. 17.How many persons, including yourself, yourself, reside within your household? 19. 17.How many persons, including reside within your household? Multi Choice | Skipped: 0 | Answered: 3 (100%) 3 (100%) Multi Choice | Skipped: 0 | Answered: 19. 17.How many persons, including yourself, reside within your household? Multi Choice | Skipped: 0 | Answered: 3 (100%)

Answer choices

Percent

One

Answer choices One

Two

Three

Answer choices

Three

Four

One

Count

Percent 0%

66.67% 0% 0%

0 2

66.67%

0 0

Four Five

Six or more Five Two

33.33%

Other Six or more

33.33%0

Total

100.00%

Three

Count

Percent

Count

0 0%

0 66.67%

Five

Six or more

33.33%

Other

Four Total

515 Other Brownsville Parks, Health, and Recreation Master Plan

100.00%

Multi Choice | Skipped: 0 | Answered: 3 (100%)

20. 18. Your age?

Multi Choice | Skipped: 0 | Answered: 3 (100%)

Answer choices Answer choices

Under 18

18 to 24

Percent Percent 0%

Count

33.33%

3535 toto 4444

4545 toto 5454

18 to 24

33.33%

2525 toto 3434

Answer choices

55 to 64

65 to 74 Under 18

66.67%

75 to 84

55 to 64 65 to 74

to 24 7518 to 84

8525 years or older to 34

100.00%

Total

35 to 44

0 2

66.67%

85 years or older Total

Percent

Count

0 33.33%

0 0%

0 2

100.00%

Community Survey Results 45 to 54

516

Closed Untitled Home

16 Contributors

ZIP code: 78586

19 Contributions

Contribution Summary 1. 1. What is your home zip code? Don’t worry, we are only asking for a general area. Your response will help 16 19 us better understand the distribution of communityContributors needs throughout the city. Contributions

Closed

Untitled Home

Multi Choice | Skipped: 0 | Answered: 19 (100%)

Answer choices

Percent

Count

78520

78521

78578

78526

78575

78566

78586

100.00%

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary 0% (14 Mar 2025 to 07 May 2025)

Don’t know

Answer choices

Percent

Count

78520

78521

78578

78526

78575

78566

Answer choices

517

Live outside the city limits of Brownsville

Other

Total

100.00%

Percent

Count

Brownsville Parks, Health, and Recreation Master Plan 78520

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 2 of 31

2. 2. What are your most preferred communication methods for learning about parks and recreation programs and services? (Check all that apply) Multi Choice | Skipped: 0 | Answered: 19 (100%)

Answer choices

Percent

Count

City of Brownsville website

42.11%

Emails/Newsletters

21.05%

Social media (Facebook, Twitter, etc.)

73.68%

Mail-out activity guides

21.05%

Flyers in the community

26.32%

Newspaper articles/advertisements

5.26%

Signs/boards at park/facilities

31.58%

School district communications

15.79%

Word of mouth

31.58%

BTV

10.53%

Other

Answer choices

Percent

Count

City of Brownsville website

42.11%

Emails/Newsletters

21.05%

Social media (Facebook, Twitter, etc.)

73.68%

Mail-out activity guides

21.05%

Flyers in the community

26.32%

Newspaper articles/advertisements

5.26%

0% (14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 07 May 2025)

Community Survey Results

Page 4 of 31

518

519

Answer choices

Percent

Count

Yes

78.95%

Answer choices No

Percent 21.05%

Count 4

Yes Total

78.95% 100.00%

15 19

21.05%

Total

100.00%

Brownsville Parks, Health, and Recreation Master Plan

4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that

4. 3b. If yes, Why do you or your household use Brownsville parks and recreation facilities? (Check all that apply) apply) Multi Choice | Skipped: 4 | Answered: 15 (78.9%) Multi Choice | Skipped: 4 | Answered: 15 (78.9%)

Answer choices

Percent

Count

Spending time with family and friends

46.67%

Exercise and fitness

33.33%

Leisure/recreation

26.67%

Experience nature and wildlife

13.33%

Mental health benefits/spend time outside

33.33%

Answer choices Spending time with family and friends Exercise and fitness Leisure/recreation Experience nature and wildlife Mental health benefits/spend time outside

Other

Percent 46.67% 33.33% 26.67% 13.33% 33.33%

20.00%

Count 7 5 4 2 5

Community Survey Results

520

5. 4. What are the TOP 3 obstacles that prevent you and members of your household from regularly using the City’s park and recreation facilities? (Check up to three answers)

Multi Choice | Skipped: 0 | Answered: 19 (100%)

Answer choices We are not interested Answer choices

Percent 0%

Percent

Count

The and facilities are too far away from home Weparks are not interested

57.89%

The are not well Thefacilities parks and facilities aremaintained too far away from home

57.89% 15.79%

Theparks facilities maintained The do are notnot feelwell safe

15.79% 21.05%

The do nottime feel safe We doparks not have

21.05% 42.11%

42.11%

We do not have time

We use parks and facilities in other communities

Answer choices

We use parks and facilities in other communities

26.32%

We are not interested

5.26%

The parks are not ADA accessible The parks are not ADA accessible

26.32% 5.26%

There is a lack of safe transportation options (no sidewalks, unsafe biking routes, no public 21.05% transportation, etc.) There is a lack of safe transportation options (no sidewalks, unsafe biking routes, no public 21.05% transportation, etc.)

The parks and facilities are too far away from home

Other

The facilities are not well maintained parks do notParks, feel safe 521 The Brownsville Health, and Recreation Master Plan

15.79%

5 1

Percent

Count

57.89%

15.79%

21.05%

1 4

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

11.11% 2

22.22% 4

27.78% 5

5.56% 1

33.33% 6

3.28

Sport Courts (basketball, volleyball, tennis, pickleball,

5.56% 1

11.11% 2

27.78% 5

16.67% 3

38.89% 7

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use/ Never

Count

Score

Sports Fields (soccer, football, kickball, baseball, softball, etc.

11.11% 2

22.22% 4

27.78% 5

5.56% 1

33.33% 6

3.28

Sport Courts (basketball, volleyball, tennis, etc.) pickleball,

5.56% 1

11.11% 2

27.78% 5

16.67% 3

38.89% 7

3.72

Trails (hiking, biking, walking, jogging, etc.)

10.53% 2

26.32% 5

0% 0

36.84% 7

3.26

Disc Golf Courses

0% 0

6.25% 1

0% 0

87.50% 14

4.69

Golf Courses

0% 0

9.09% 1

81.82% 9

4.73

Dog Parks

5.88% 1

23.53% 4

11.76% 2

52.94% 9

4.00

Playgrounds

5.88% 1

11.76% 2

23.53% 4

35.29% 6

3.71

Splash Pads

0% 0

5.88% 1

11.76% 2

70.59% 12

4.47

Swimming Pools

5.88% 1

0% 0

5.88% 1

82.35% 14

4.53

Skate Parks

11.76% 2

5.88% 1

70.59% 12

4.18

Outdoor Fitness Stations

6.25% 1

12.50% 2

25.00% 4

18.75% 3

37.50% 6

3.69

Indoor Recreation Centers

0% 0

18.75% 3

25.00% 4

56.25% 9

4.38

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 9 of 31

3.72

Community Survey Results Page 9 of 31

522

7. 6. Please select the TOP 5 recreational facilities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

7.Multi 6. Please select|the TOP 5 recreational facilities19 you believe are most needed in Brownsville’s park and Choice Skipped: 0 | Answered: (100%) recreation system. (Check up to 5) Multi Choice | Skipped: 0 | Answered: 19 (100%)

Answer choices

Percent

Count

Playgrounds

52.63%

Basketball courts

36.84%

Rectangular Fields (soccer, football, Lacrosse, etc.)

36.84%

Diamond fields (softball, baseball, kickball, etc.)

10.53%

Pickleball courts

Answer choices

Percent

Count

Playgrounds

52.63%

Basketball courts

36.84%

523

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025

07 May 2025) Brownsville Parks, Health, andtoRecreation Master Plan

Page 11 of 31

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 10.53% to 07 May 2025)

Tennis courts

21.05%

Swimming pools

26.32%

Splash pads

31.58%

Skate parks

15.79%

Golf courses

15.79%

Volleyball courts

31.58%

Exercise stations

47.37%

Dog parks

42.11%

Disc golf courses

5.26%

Trails

57.89%

Other

10.53%

Page 11 of 31

8. 7. Please select the TOP 5 amenities you believe are most needed in Brownsville’s park and recreation system. (Check up to 5)

8.Multi 7. Please select | the TOP 5 amenities you believe19 are most needed in Brownsville’s park and recreation Choice Skipped: 0 | Answered: (100%) system. (Check up to 5) Multi Choice | Skipped: 0 | Answered: 19 (100%)

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

73.68%

Trees

63.16%

Aesthetic landscaping (flower beds, native plants, shrubs, etc.)

31.58%

Community gardens

10.53%

Benches

Answer choices

Percent

Count

Shade structures (pavilions, gazebos, etc.)

73.68%

Trees

63.16%

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 13 of 31

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 31.58% to 07 May 2025)

Picnic areas

42.11%

Public art (murals, statues, etc.)

26.32%

Restrooms

63.16%

Water fountains

26.32%

Bike racks

15.79%

BBQ grills/pits

15.79%

Educational/wayfinding signage

5.26%

Water features (fountains, bird baths, ponds, etc.)

21.05%

Lighting

47.37%

WiFi

5.26%

Other

5.26%

Page 13 of 31

Community Survey Results

524

525

Answer choices

Percent

Count

Yes

42.11%

No Answer choices

57.89% Percent

11 Count

Total Yes

100.00% 42.11%

19 8

57.89%

Total

100.00%

Brownsville Parks, Health, and Recreation Master Plan

Answer choices

Percent

Count

The programs are offered too far away from home

57.89%

The provided programs do not meet our needs

10.53%

We don’t have time to participate in the City’s recreational programs

31.58%

The programs are not offered at a convenient time

10.53%

We don’t know what programs are offered

68.42%

Classes/programs are full

5.26%

Answer choices

Percent

Count

The programs are offered too far away from home

57.89%

The provided programs do not meet our needs

10.53%

We don’t have time to participate in the City’s recreational programs

31.58%

The programs are not offered at a convenient time

10.53%

We don’t know what programs are offered

68.42%

Classes/programs are full

5.26%

Registration for programs is difficult

15.79%

We use programs offered in other communities

10.53%

Program fees are too high

5.26%

We use services of other private agencies

10.53%

Other

10.53%

Other

5.26%

Page 16 of 31

Community Survey Results Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Page 16 of 31

526

11. 9. Please select the TOP 3 recreational programs you believe are most needed in Brownsville. Multi Choice | Skipped: 0 | Answered: 19 (100%)

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

36.84%

Arts (painting, sculpting, photography, etc.)

36.84%

Music (instruments, choir, dance, theater, etc.)

36.84%

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

26.32%

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

42.11%

Answer choices

Fitness events (races, competitions, etc.) weightlifting, yoga, cardio, racket sports, 21.05%etc.) Fitness classes (Zumba,

Nature programs (nature walks, educational programs, etc.)

42.11%

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

10.53%

Life Skills Classes (cooking, finances, etc.) 31.58% 527 Brownsville Parks, Health, and Recreation Master Plan

Arts (painting, sculpting, photography, etc.)

Music (instruments, choir, dance, theater, etc.)

Other

Answer choices

Percent

Count

Fitness classes (Zumba, weightlifting, yoga, cardio, racket sports, etc.)

36.84%

Arts (painting, sculpting, photography, etc.)

36.84%

Music (instruments, choir, dance, theater, etc.)

36.84%

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

26.32%

Adult sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

42.11%

Fitness events (races, competitions, etc.)

21.05%

Nature programs (nature walks, educational programs, etc.)

42.11%

Adaptive/Inclusive Programs (Special Olympics, Night to Shine, adaptive classes/programs, etc.)

10.53%

Life Skills Classes (cooking, finances, etc.)

31.58%

Other

Children’s sports leagues and groups (swimming, softball, pickleball, run club, cycling, etc.)

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025)

Percent

Count

36.84%

26.32%

Page 18 of 31

12. 10. What are the TOP 5 priorities the City of Brownsville Parks and Recreation Department should focus on? Multi Choice | Skipped: 0 | Answered: 19 (100%)

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

57.89%

Pedestrian Circulation, Access, and Trails

68.42%

ADA Accessibility

15.79%

Park Funding and Budgets

47.37%

Increasing the Number of Parks

21.05%

Improvements and Maintenance of Existing Parks

57.89%

Indoor Recreation

26.32%

Expanding Recreational Programming/Classes

31.58%

Safety

31.58%

Special Events (farmers markets, holiday celebrations, festivals, etc.)

52.63%

Other

Answer choices

Percent

Count

Improving/Increasing Athletic Facilities

57.89%

Pedestrian Circulation, Access, and Trails

68.42%

ADA Accessibility

15.79%

Park Funding and Budgets

47.37%

Increasing the Number of Parks

21.05%

Improvements and Maintenance of Existing Parks

57.89%

Indoor Recreation

26.32%

Expanding Recreational Programming/Classes

31.58%

Safety

31.58%

Answer choices Improving/Increasing Athletic Facilities Pedestrian Circulation, Access, and Trails

5.26%(14 Mar 2025 Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary to 07 May 2025)

Percent

Count

57.89%

68.42%

Page 19 of 31

Community Survey Results

528

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to

13. 11. If the City were to increase spending on parks and recreation services, what would you want them to prioritize? Rank the following items in order from most important (1) to least important (5). prioritize? Rank the following items in order from most important (1) to least important (5). Ranking | Skipped: 2 | Answered: 17 (89.5%) Ranking | Skipped: 2 | Answered: 17 (89.5%)

Count

Score

Avg Rank

More parks

16.67% 2

8.33% 1

0% 0

58.33% 7

1.65

3.67

More trails and trail More connection s parks

45.45% 5

9.09% 1

0% 0

Score

Avg Rank

1.65

3.67

2.35

2.36

2.88

2.50

Recreation 21.43% 21.43% 28.57% 7.14% 21.43% 14 2.59 al activities 3 3 4 1 3 Score - Sum of the weight of each ranked position, multiplied by the response count for the position choice, divided by the total contributions. Weights /programs are inverse to ranked positions.

2.86

16.67% 2

9.09% 1

16.67% 2

Maintenan 35.71% 14.29% 14.29% More trails 5 45.45% 2 9.09%2 ce of parks and trail 5 1 and trails

36.36% 4

8.33% 1

0% 0

58.33% 7

35.71%

36.36% 0 4

28.57% 4

7.14% 1

21.43% 3

Maintenan 35.71% 14.29% ce of parks 5 2 Improve 13.33% 40.00% 33.33% and trails 2 existing 6 5

14.29% 2

35.71% 5

connection s 21.43%

Recreation al activities /programs

parks and facilities

21.43% 3

9.09% 5 1

6.67% 1

Count 2.35

0% 0

2.36

2.88

2.59

0% 0

2.50

2.86

14 3.06

2.53

Avg Rank - Sum of the ranked position of the choice, multiplied by the response count for the position choice, divided by the total 'Count' of the choice.

Improve 13.33% 40.00% 33.33% 6.67% existing 2 6 5 1 parks and 529 facilities Brownsville Parks, Health, and Recreation Master Plan

6.67% 1

3.06

2.53

14. 12. How often do you use these park facilities or amenities for physical activity? (Check one answer for each) Matrix | Skipped: 1 | Answered: 18 (94.7%)

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

11.76% 2

29.41% 5

35.29% 6

5.88% 1

17.65% 3

2.88

Playgrounds

5.88% 1

11.76% 2

17.65% 3

47.06% 8

3.88

Sports Courts

0% 0

11.76% 2

41.18% 7

17.65% 3

29.41% 5

3.65

Sports Fields

5.56% 1

Lap Swimming Pools

Trails

Gym/Indoor Recreation Center

At 22.22% least 4 weekly

22.22% At least5.56% 4 1

monthly

0% 0

11.76% 2

0% 0

11.76% 11.76% 2 2

23.53% 5 4

Playgrounds

11.76% 2

44.44% Several 8 times per year 64.71% 11

29.41% 11.76%

35.29% 52.94% 69

11.76%

17.65%

Once 3.61 a year

At least weekly

At least monthly

Several times per year

Once a year

Don’t Use

Count

Score

Trails

11.76% 2

29.41% 5

35.29% 6

5.88% 1

17.65% 3

2.88

Playgrounds

5.88% 1

11.76% 2

17.65% 3

47.06% 8

3.88

Sports Courts

0% 0

11.76% 2

41.18% 7

17.65% 3

29.41% 5

3.65

Sports Fields

5.56% 1

22.22% 4

5.56% 1

44.44% 8

3.61

Lap Swimming Pools

0% 0

11.76% 2

64.71% 11

4.29

Gym/Indoor Recreation Center

0% 0

11.76% 2

23.53% 4

11.76% 2

52.94% 9

4.06

Outdoor Exercise Stations

11.76% 2

35.29% 6

5.88% 1

35.29% 6

3.41

Open space/lawn (for yoga, playing with kids or pets. Etc.)

0% 0

Dog park (walking dogs, agility with dogs, etc.)

5.88% 1

Beyond Green: Brownsville’s Next Generation of Parks & Wellness - Form Results Summary (14 Mar 2025 to 07 May 2025) 25.00% 43.75% 12.50% 18.75% 16 4 7 2 3

23.53% 4

17.65% 3

Don’t Use

Count

Score

4.29

5.88%4.06 1

17.65% 3

2.88

17.65%

47.06%

3.88

11.76% 2

41.18% 7

3.25

Page 22 of 31

3.59

Community Survey Results 5.88%

530

15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs 15. 13. On a scale from 1 to 5, how would you rate the impact of Brownsville’s parks and recreation programs on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) on your and your household’s overall health? (1 = no impact on health, 5 = significant impact on health) Rating | Skipped: 1 | Answered: 18 (94.7%) Rating | Skipped: 1 | Answered: 18 (94.7%)

531

1 1

2 2

3 3

4 4

5 5

Count Count

Weighted Weighted average average

5.56% 5.56% 1 1

38.89% 38.89% 7 7

11.11% 11.11% 2 2

18 18

3.44 3.44

Brownsville Parks, Health, and Recreation Master Plan

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 0 | Answered: 19 (100%)

16. 14. To achieve a healthier you, what is the top amenity you would like to see in Brownsville’s park and

16.recreation 14. To achievesystem? a healthier you, what is the top amenity you would like to see in Brownsville’s park and recreation system? Multi Choice | Skipped: 0 | Answered: 19 (100%) Multi Choice | Skipped: 0 | Answered: 19 (100%)

Answer choices Answer choices

Community Gardens

Trails

Sports Courts and Fields

Percent Percent 10.53% 63.16%

Count

10.53%

63.16%

31.58%

2 12

Sports Courts and Fields

31.58%

Open Space Open Space

15.79%

15.79%3

Fitness Zones and Outdoor Exercise Equipment Fitness Zones and Outdoor Exercise Equipment Answer choices

26.32%

26.32%5

5 Percent

Sports Leagues and Group Exercise

21.05%

Walking and Biking Trails

47.37%

Trails Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

26.32%

Other

Community Gardens

Walking and Biking Trails

Health Education Programs (nutrition classes, cooking classes, diabetes education, etc.)

Sports Courts and Fields

Other

Open Space

47.37%

26.32%

4 9

10.53%

63.16%

31.58%

15.79%

Count

Community Survey Results

532

17. 15.15. How longlong havehave you been resident of Brownsville? (Check one answer) 17. How youabeen a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 1 | Answered: 18 (94.7%)18 (94.7%) Multi Choice | Skipped: 1 | Answered: 17. 15. How long have you been a resident of Brownsville? (Check one answer) Multi Choice | Skipped: 1 | Answered: 18 (94.7%)

Answer choices

Percent

Less than 2 years

5.56%

Answer choices Less than 2 years

2 to 5 years

6 to 10 years

Answer choices

6 to 10 years

11 to 20 years

Less than 2 years

Count

Percent 5.56%

5.56% 0% 16.67%

Count

1 1

5.56% 0%

0 3

1 0

Percent

Count

11 to years Over 2020 years

16.67%

16.67%3

3 5.56%

Live Brownsville city limits Over 2outside to205years years

55.56%

16.67%10

3 5.56%

Prefer not to answer Live outside Brownsville city limits

55.56%0

Total

100.00%

6 to 10 years

Prefer not to answer

11 to 20 years Total

100.00%

16.67%

0 18

Over 20 years

16.67%

Live outside Brownsville city limits

55.56%

not to answer 533 Prefer Brownsville Parks, Health, and Recreation Master Plan

18. 16. Which youth age groups are represented in your household? (Check all that apply) Multi Choice | Skipped: 0 | Answered: 19 (100%)

Answer choices

Percent

Count

0 to 5 years of age

21.05%

6 Answer to 10 years of age choices

26.32%

5 Percent

0 13 toyears 5 years 11 to of ageof age

15.79%

14 to 18 years of age

42.11%

No children in household

47.37%

Answer choices

0 to 5 years of age

6 to years of age 6 to 10 10 years of age

21.05%

26.32%

Percent

Count

21.05%

5 26.32%

15.79%

42.11%

47.37%

Count 4

11 to 13 years of age

15.79%

14 to 18 years of age

42.11%

No children in household

47.37%

11 to 13 years of age 14 to 18 years of age No children in household

Community Survey Results

534

19. 17.How many persons, including yourself, yourself, reside within your household? 19. 17.How many persons, including reside within your household? Multi Choice | Skipped: 0 | Answered: 19 (100%)19 (100%) Multi Choice | Skipped: 0 | Answered: 19. 17.How many persons, including yourself, reside within your household? Multi Choice | Skipped: 0 | Answered: 19 (100%)

Answer choices

Percent

One

5.26%

Answer choices One

Two

Three

Answer choices

Three

Four

One

Count

Percent 5.26%

15.79% 15.79% 15.79%

Count

1 3

15.79%

Percent

Count

3 3

Four Five

31.58%

15.79%6

3 5.26%

Six or more Five Two

15.79%

31.58%3

6 15.79%

Other Six or more

15.79%0

Total

100.00%

Three

Other

Four Total

100.00%

15.79%

0 19

Five

31.58%

Six or more

15.79%

535 Other Brownsville Parks, Health, and Recreation Master Plan

Multi Choice | Skipped: 0 | Answered: 19 (100%)

20. 18. Your age?

Multi Choice | Skipped: 0 | Answered: 19 (100%)

Answer choices Answer choices

Under 18

18 to 24

Percent Percent 0%

Count

0% 5.26%

18 to 24

5.26%

2525 toto 3434

15.79%

15.79%3

3535 toto 4444

47.37%

47.37%9

4545 toto 5454

10.53%

10.53%2

Answer choices

55 to 64

21.05%

65 to 74 Under 18

75 to 84

55 to 64 65 to 74

to 24 7518 to 84

8525 years or older to 34

100.00%

Total

35 to 44

21.05% 0%

0 0

85 years or older Total

Percent

Count

0 5.26%

0 15.79%

4 0

100.00%

47.37%

10.53%

Community Survey Results 45 to 54

536

C Oliveira Park

Park Inventory & Recommendations Chapter Contents • • •

Existing Park Inventory Your Guide to Improving Parks Park Profiles & Recommendations

To implement the recommendations outlined in this plan, it's vital to understand the existing park system. This appendix provides a detailed inventory of Brownsville's park properties as well as recommendations for improving the overall system and each park within the system.

Existing Park Inventory In order to support Brownsville residents, the park and recreation system must offer a wide range of facilities that encourage healthier living. Before the City can improve the park system, it's essential to understand what currently exists. A complete inventory not only identifies the park and its location, acreage, and classification, it also provides details on existing facilities. This appendix follows the NRPA's guidance on which facilities to consider. By understanding the conditions and opportunities within Brownsville's park system today, the City can better align future investments with its vision for a healthier community.

Existing Park System Number of Parks

Total Acreage

Regional Park

325.44

City Park

24.41

Community Park

347.93

Neighborhood Park

62.34

Mini Park

41.52

Undeveloped Land

25.79

Total

827.43

Park Classification

Brownsville's Park Inventory Name

District

Address

Acreage

Existing Classification

Recommended Classification

Brownsville North Park, Event Center, Tennis Center

1 Event Center Blvd

82.7

Regional Park

Brownsville Sports Park

1000 Sports Park Blvd

141.54

Regional Park

Brownsville Golf Center

1800 W San Marcelo Blvd

101.21

Regional Park

Dean Porter Park & Sam's Memorial Pool

501 E Ringgold St

24.41

City Park

Community Park

Antonio Gonzalez Park & Recreation Center

34 Tony Gonzalez Dr

18.33

Community Park

Joe & Tony Oliveira Park

104 El Paso Rd

32.15

Community Park

Lincoln Park

2150 W University Blvd

49.79

Community Park

Monte Bella Trails Park

2525 W Alton Gloor Blvd

99.14

Community Park

Regional Park

Morningside Park

1207 S Central Ave

39.86

Community Park

3&4

1601 & 1755 E 7th St

11.26

Community Park

Linear Park

Southmost Nature Trails

None

63.66

Community Park

Linear Park

Trail of Texas Trees Park (Central Parkway)

2745 Ruben Torres Sr Blvd

13.77

Community Park

Southern Pacific Linear Park

FM511 Kickball Park

1355 FM 511

19.98

Community Park

Specific Use Park

Charles M. Cabler Sr Park

2500 Burnett Rd

17.52

Neighborhood Park

Community Park

John Gloor Park

1355 Pub Dr

10.07

Neighborhood Park

Specific Use Park

La Posada Park

1325 La Posada Dr

15.39

Neighborhood Park

Open Space

Riverside Park

15 Riverside Blvd

2.19

Neighborhood Park

Linear Park

539

Brownsville Parks, Health, and Recreation Master Plan

Brownsville's Park Inventory (cont.) Name

District

Address

Acreage

Existing Classification

Recommended Classification

Seville (Duck Pond) Drive Park

2812 Seville Blvd

13.16

Neighborhood Park

Linear Park

Windwood Park

420 Trailwind Way

4.00

Neighborhood Park

14th St Plaza

520 E 14th St

0.24

Mini Park

Pocket Park

Alice Wilson Hope Park

1300 E Levee St

2.06

Mini Park

Specific Use Park

Belden Trail

325 W Fronton St

2.65

Mini Park

Linear Park

Bike Barn

624 E Madison St

0.28

Mini Park

Specific Use Park

Brownsville Community Resource & Senior Center

519 E Madison St

0.41

Mini Park

Specific Use Park

Catherine B. Stillman Dog Park

416 FM511

2.01

Mini Park

Specific Use Park

Central Avenue Park

25 N Central Ave

1.23

Mini Park

Neighborhood Park

Downtown REC Center

227 E 8th St

0.83

Mini Park

Specific Use Park

Edelstein Park

1159 Polk St

0.83

Mini Park

Pocket Park

Eva's Park and Path

1101 E Van Buren St

0.27

Mini Park

Pocket Park

Garfield Park

1640 E Garfield St

0.92

Mini Park

Pocket Park

Harry E. McNair Park

350 E Saint Charles St

0.83

Mini Park

Pocket Park

Heritage Trail Park

3650 Heritage Trl

3.99

Mini Park

Neighborhood Park

Hudson North Park

3000 Heritage Trl

1.15

Mini Park

Neighborhood Park

Hudson South Park

2900 Hudson Blvd

0.92

Mini Park

Pocket Park

La Galaxia Park

1501 Calle Espacio

0.53

Mini Park

Pocket Park

North Brownsville Little League Park

300 S Iowa St

3.32

Mini Park

Specific Use Park

Portway Acres Park

4775 Austin Rd

2.59

Mini Park

Neighborhood Park

Prax Orive Jr. (Sunrise) Park

1245 Palm Blvd

1.86

Mini Park

Neighborhood Park

Rosa Allala Park

309 N Park Dr

0.20

Mini Park

Pocket Park

Ruiz Park

2550 Ruiz St

0.45

Mini Park

Pocket Park

Tres Angeles Park

508 E Tyler St

0.20

Mini Park

Pocket Park

Veterans Park

2500 Central Blvd

4.12

Mini Park

Specific Use Park

Washington Park

700 E Madison St

3.99

Mini Park

Specific Use Park

West Brownsville Little League

1295 Cottonwood Dr

5.65

Mini Park

Specific Use Park

Park Inventory & Recommendations

540

Playgrounds

Diamond Fields

Basketball Courts (Standalone)

Rectangular Fields

Tennis Courts

Dog Parks

Community Gardens

Swimming Pools

Skateboard Parks

Multi-Use Courts (Basketball, Volleyball)

Pickleball Courts

Multi-Use Courts (Tennis, Pickleball)

18-Hole Golf Courses

9-Hole Golf Courses

Synthetic Rectangular Fields

Volleyball Courts (Standalone)

Splash Pads

Fitness Zones/ Exercise Stations

Walking Loops/ Running Tracks

Racquetball/Handball/ Squash Courts

Disc Golf Courses

Waterparks

Brownsville's Facility Inventory: Outdoor

Brownsville North Park, Event Center, Tennis Center

Brownsville Sports Park

Brownsville Golf Center

Dean Porter Park & Sam's Memorial Pool

Antonio Gonzalez Park & Recreation Center

Joe & Tony Oliveira Park

Lincoln Park

Monte Bella Trails Park

Morningside Park

Southern Pacific Linear Park

Southmost Nature Trails

Trail of Texas Trees Park (Central Parkway)

FM511 Kickball Park

Charles M. Cabler Sr Park

John Gloor Park

La Posada Park

Riverside Park

Seville (Duck Pond) Drive Park

Windwood Park

14th St Plaza

Alice Wilson Hope Park

541

Brownsville Parks, Health, and Recreation Master Plan

Playgrounds

Diamond Fields

Basketball Courts (Standalone)

Rectangular Fields

Tennis Courts

Dog Parks

Community Gardens

Swimming Pools

Skateboard Parks

Multi-Use Courts (Basketball, Volleyball)

Pickleball Courts

Multi-Use Courts (Tennis, Pickleball)

18-Hole Golf Courses

9-Hole Golf Courses

Synthetic Rectangular Fields

Volleyball Courts (Standalone)

Splash Pads

Fitness Zones/ Exercise Stations

Walking Loops/ Running Tracks

Racquetball/Handball/ Squash Courts

Disc Golf Courses

Waterparks

Brownsville's Facility Inventory: Outdoor

Belden Trail

Bike Barn

Brownsville Community Resource & Senior Center

Catherine B. Stillman

Central Avenue Park

Downtown REC Center

Edelstein Park

Eva's Park and Path

Garfield Park

Harry E. McNair Park

Heritage Trail Park

Hudson North Park

Hudson South Park

La Galaxia Park

N. Brownsville Little League

Portway Acres Park

Prax Orive Jr. (Sunrise) Park

Rosa Allala Park

Ruiz Park

Tres Angeles Park

Veterans Park

Washington Park

West Brownsville Little League

Total

Park Inventory & Recommendations

542

Competitive Swimming Pools

Pools Designed Exclusively For Leisure

Pickleball Courts

Multi-Use Courts (Basketball, Volleyball)

Basketball Courts (Standalone)

Multi-Use Courts (Tennis, Pickleball)

Walking Loops/ Running Tracks

Racquetball/Handball/ Squash Courts

Tennis Courts

Recreation Centers

Community Centers

Senior Centers

Performance Amphitheaters

Nature Centers

Aquatic Centers

Permanent & SemiPermanent Restrooms

Stadiums

Teen Centers

Arenas

Brownsville's Facility Inventory: Indoor

Brownsville North Park, Event Center, Tennis Center

Brownsville Sports Park

Brownsville Golf Center

Dean Porter Park & Sam's Memorial Pool

Antonio Gonzalez Park & Recreation Center

Joe & Tony Oliveira Park

Lincoln Park

Monte Bella Trails Park

Morningside Park

Southern Pacific Linear Park

Southmost Nature Trails

Trail of Texas Trees Park (Central Parkway)

FM511 Kickball Park

Charles M. Cabler Sr Park

John Gloor Park

La Posada Park

Riverside Park

Seville (Duck Pond) Drive Park

Windwood Park

14th St Plaza

Alice Wilson Hope Park

543

Brownsville Parks, Health, and Recreation Master Plan

Competitive Swimming Pools

Pools Designed Exclusively For Leisure

Pickleball Courts

Multi-Use Courts (Basketball, Volleyball)

Basketball Courts (Standalone)

Multi-Use Courts (Tennis, Pickleball)

Walking Loops/ Running Tracks

Racquetball/Handball/ Squash Courts

Tennis Courts

Recreation Centers

Community Centers

Senior Centers

Performance Amphitheaters

Nature Centers

Aquatic Centers

Permanent & SemiPermanent Restrooms

Stadiums

Teen Centers

Arenas

Brownsville's Facility Inventory: Indoor

Belden Trail

Bike Barn

Brownsville Community Resource & Senior Center

Catherine B. Stillman

Central Avenue Park

Downtown REC Center

Edelstein Park

Eva's Park and Path

Garfield Park

Harry E. McNair Park

Heritage Trail Park

Hudson North Park

Hudson South Park

La Galaxia Park

N. Brownsville Little League

Portway Acres Park

Prax Orive Jr. (Sunrise) Park

Rosa Allala Park

Ruiz Park

Tres Angeles Park

Veterans Park

Washington Park

West Brownsville Little League

Total

Park Inventory & Recommendations

544

Your Guide to Improving Parks System-Wide Recommendations

Certain recommendations will apply to a large number of parks within Brownsville's system. Whether it's recommended to upgrade outdated playground equipment, invest in routine sports field maintenance, contribute to city-wide beautification efforts, or implement recreational programming, more detailed recommendations can be found here, at the beginning of the appendix.

Routine Park Maintenance & Upgrades It is recommended that the City develop and implement a routine schedule for park maintenance and upgrades. This should be developed with consideration for the entire system, ensuring effort and funding are distributed equitably throughout the city. The schedule should include items such as: Turfgrass Maintenance: A turfgrass maintenance schedule should detail when to mow, water, fertilize, and re-sod turfgrass in open spaces and sports fields. Turfgrass needs may change depending on the season, so the schedule should be tailored to respond to the seasonal needs. Landscaping Maintenance: A landscape maintenance schedule should specify when to replant, prune, water, fertilize, and mulch landscaped areas such as above ground planters or in-ground beds. These needs may also change depending on the season or individual plant's needs, therefore the schedule should be tailored to respond to the necessary environmental factors. Sidewalks & Trail Surfacing: Sidewalks and trails are often one of the overlooked components to park maintenance. You might not notice a well-maintained sidewalk, but an overgrown trail or a tree root protruding from the path will catch your eye. When sidewalks and trails are not properly maintained, they become obstacles and safety concerns, reducing the park's accessibility and usability for many individuals. Soft surface trails may require more routine maintenance such as trimming overgrown vegetation or replacing eroded surface material. Concrete sidewalks should be evaluated regularly for major cracks or damage and can be treated as necessary. Certain design strategies can be implemented to reduce the maintenance of paths such as installing concrete edging along soft surface trails to keep out intruding plants or planting trees with enough space for the roots to grow away from the sidewalk.

545

Brownsville Parks, Health, and Recreation Master Plan

Playground Safety Inspections: A landscape maintenance schedule should specify when to replant, prune, water, fertilize, and mulch landscaped areas such as above ground planters or in-ground beds. These needs may also change depending on the season or individual plant's needs, therefore the schedule should be tailored to respond to the necessary environmental factors. Playground Equipment Updates: Depending on the type of equipment, climate, or frequency of use, the average lifespan of a playground is around 10 years. Outdated equipment not only impacts the park's aesthetics, it can become a major safety issue. It is recommended that the City develop a schedule for playground upgrades to minimize risk to the public and maintain a high-quality park system. This schedule can be set on a rotational basis throughout the park system, where a limited number of parks receive upgrades each year. If implemented strategically, a rotational schedule can help minimize the cost of upgrades within a single year, provide an equitable distribution of high-quality playgrounds throughout the city, and ensure the safety of Brownsville residents. Playground manufacturers can provide more specific recommendations on the lifespan of the equipment and fall surfacing. Additionally, periodic safety inspections can help increase the lifespan of playground equipment and identify when equipment needs maintenance or replacement. Sport Court Maintenance & Upgrades: Sport courts such as basketball, tennis, or pickleball courts also need routine maintenance and upgrades. It is generally recommended that resurfacing be conducted every 5-10 years depending on the frequency of use and climate. Resurfacing is necessary to maintain the court's quality, safety, and appearance. Between resurfacings, maintenance can be conducted on an as-needed basis. This may include restriping the court lines or power washing the surface to give the court a refreshed look. Additional needs may include upgrades to netting, fencing, lighting, and any associated facilities such as spectator seating or shade structures.

Sport Field Maintenance & Upgrades: Sport fields, whether baseball, softball, kickball, soccer, or football, will have different maintenance needs depending on the type and frequency of use. To properly maintain synthetic fields requires brushing and cleaning the surface monthly or after significant use. Regular inspections are essential to the longevity of synthetic fields and can help identify when it's time to replace the field's surface. As previously mentioned, natural turf field maintenance will depend on the season. Additional needs may include maintaining or upgrading infield dirt, scoreboards, lighting, fencing, netting, soccer and/or football goals, and any associated facilities such as spectator seating or shade structures. Park Evaluations: Park evaluations are one of the best tools to maintaining a high-quality park system. By evaluating parks on a regular basis, the City can identify and respond to needs quickly. This helps foster a proactive rather than reactive approach to managing the park system. Using the Park Evaluation Tool in Appendix F will assist Parks and Recreation Department staff in efficiently evaluating the quality and functionality of each park. The results of the evaluation can change depending on the season, time of day, day of the week, weather, and other factors. It's important to conduct evaluations at varying times during the year to ensure the park system continues to meet the residents' needs under various conditions. Evaluations that are conducted more frequently will result in a more efficient system. For example, if a park is evaluated quarterly, the evaluator may find one or two issues each month that can be promptly managed, rather than allowing several issues to worsen throughout the course of a year. It is recommended that the City develop and follow a regular evaluation schedule to ensure the highest quality parks for Brownsville.

Park Inventory & Recommendations

546

A Park System for All Accessibility is one of the most important factors of a successful park system. We must not only consider ease of access to the park but ease of access within the park as well. Parks are for the community to enjoy, but the system can place unintentional barriers to access and usability. To provide a park system that truly serves all residents, consider the following: Access to the Park: The gold standard for access is ensuring every resident lives within a safe 1/2 mile, or 10 minute walk, of a park. Achieving this requires evaluating the City's sidewalk network, identifying barriers, and implementing targeted improvements that make walking comfortable and safe. Some areas may need added pedestrian infrastructure such as painted crosswalks or lighted signals. Traffic calming measures like speed bumps, narrower travel lanes, reduced speed limits, or enhanced crosswalk materials can further slow vehicles and protect pedestrians. Expanding access also means supporting multiple ways of getting to parks. Whether residents arrive by bike, transit, or car, a well-connected transportation network ensures everyone can reach the parks and experience the multi-faceted benefits they provide. Open vs Restricted Access: Ideally, park facilities are open and available to the public during regular park hours. In practice, however, some cities restrict access to certain amenities due to safety concerns, past misuse, or staffing limitations. While locking facilities can reduce specific risks, it also limits usability and can undermine the purpose of providing public space. The City should strive to keep facilities open whenever parks are open, as long as staffing allows and facilities are being used appropriately by residents. When restrictions are necessary, facilityspecific hours should be clearly posted, and residents should have a straightforward way to request that a locked facility be opened for use. Park Maintenance: Well-maintained parks are more inviting, attract more visitors, and encourage people to stay longer. They also build community pride, motivating residents to care for and respect shared spaces. Conversely, parks that appear vandalized or neglected can discourage use and signal that poor behavior is tolerated. Regular evaluation and maintenance, following the guidelines previously outlined, will help the City ensure its parks remain safe, welcoming, and enjoyable for all.

547

Brownsville Parks, Health, and Recreation Master Plan

ADA Accessibility: To truly serve all residents, ADA accessibility should be integrated into park design and evaluated regularly. Multiple elements influence how easily people can navigate and enjoy a park. Sidewalks should be at least 36 inches wide and free of barriers such as major cracks or tree routes. Playgrounds need wheelchair-accessible routes to both the play area and the equipment, and selecting accessible surfacing, such as pour-in-place rubber or artificial turf, significantly improves usability. Programming also plays a role: amenities and activities should be designed to accommodate people of different ages, physical abilities, and cognitive abilities. Offering diverse, high-quality, and accessible programs ensures the park system meets the needs of the entire community. Safety: People are far less likely to visit parks if they don't feel safe. Inappropriate behavior, poorly maintained facilities, or even the perception of an unsafe environment can deter use, making thoughtful design, park upkeep, and community activation essential. Like many communities, Brownsville faces occasional challenges with inappropriate park behavior. Safety can be strengthened through lighting, security cameras, emergency call stations, and neighborhood watch or stewardship programs. Community presence also plays a critical role: parks that are active and well-used naturally feel safer and more welcoming. By providing high-quality facilities and engaging programming that draw people in, the City can activate its parks, boost visitation, and foster the shared sense of care that supports a safe park system.

Programming & Design Activated parks benefit the community by enhancing safety and reflecting a well-maintained park system. However, cities often struggle to boost and sustain park visitation. While attractive amenities help, additional strategies are needed to create lively and dynamic park spaces. Intergenerational Programming: Parks bring together people of all ages, backgrounds, and experiences, so programming should reflect the diversity of those who use them. While some activities can target specific age groups, others should foster intergenerational connection. Playgrounds designed for multiple ages, volunteers projects, mentorship programs, and recreational classes like gardening or creative arts can help bridge generations. Partnering with age-focused community organizations can further strengthen participation and impact. Programming for pre-teens, teens, and young adults is often overlooked, so these groups should be intentionally considered when expanding activities or designing new parks. Amenities such as volleyball courts, hammock stations, and lawn games can appeal to these users. A wellrounded park system offers both age-specific opportunities and shared experiences that bring generations together. Environmental Programming: Brownsville's unique ecosystem offers an exceptional opportunity to connect residents with nature through its parks. Environmental programming can be large in scale, such as nature preserves, or woven into existing parks through smaller interventions. Strategies may include species identification signage, native plantings, biodiversityfocused landscaping, or features that leverage the city's geography along the migratory flyway, such as birdhouses, feeders, guides, and educational displays. These elements can range from trail-side signs to full educational gardens. Active programming can further deepen this connection through nature walks, volunteer stewardship activities, and partnerships with schools and conservation organizations such as Texas Master Naturalists or the Gladys Porter Zoo. Offering varied ways to experience and care for nature supports community health and wellbeing while fostering longterm environmental stewardship.

Health Programming: Parks already promote health, but Brownsville can further elevate residents' quality of life by integrating more health-focused programming into the existing park system. With the help of strong partnerships, expanding recreation programs, fitness classes, and nutrition education will help increase participation and strengthen community wellbeing. Improving access to nutritious foods is another important opportunity. Community gardens and edible landscapes offer both practical benefits and hands-on learning. Additionally, investing in fitness-oriented amenities will make it easier for residents to be active. Walking loops, trails, high-quality fitness stations, and connected sidewalks all support daily movement. Educational signage can further encourage healthy habits by sharing fun facts, offering simple challenges, and making exercise more engaging. Identity & Awareness A park system's identity – and the community's awareness of it – is often overlooked, but it is an essential component of fostering healthier living. To expand its reach throughout the community, the City should strengthen both recognition of the parks and recreation system as well as understanding of the resources available. Establishing a clear, consistent identity for Brownsville Parks and Recreation will help residents and visitors distinguish City parks from county, state, or federal land. A cohesive identity also builds personal connection, pride, and support. Monument signs, wayfinding signage, landscape palettes, and materials throughout the system can communicate a unified identity. Although Brownsville offers many valuable parks, programs, and events, continued outreach is essential for maximizing their impact. A mix of communication methods – social media, website updates, email newsletters, printed flyers, radio, school partnerships, mailers, and word of mouth – can ensure information reaches different audiences effectively.

Park Inventory & Recommendations

548

Park Profiles & Recommendations The Park Inventory appendix doesn't just list Brownsville's parks. It offers practical recommendations to enhance each park for the community's benefit. This part of the appendix aligns best practices with the Plan's goals, objectives, and strategies to help Brownsville accomplish the community's vision for its park and recreation system. Each entry in the Park Inventory will include the park's address, acreage, existing classification, recommended classification, facility inventory, and recommendations. Recommendations for each park are divided into "Easy Wins" and "Game Changers." Easy Wins are the low-effort actions that will quickly improve park appearance and function. They can be accomplished within a year's time, but it's up to the City to determine when implementation is appropriate. For more specific guidance on implementing the Easy Wins, reference the system-wide recommendations at the beginning of the appendix, as these will guide park improvements throughout the City of Brownsville. Game Changers are the action items that will take the park to the level. Although Game Changers may require more time, effort, and funds, they will bring parks beyond the minimum level of service, transforming Brownsville's park and recreation system. Finally, each entry will highlight any related goals and strategies. As the recommendations are implemented on a park by park basis, they will support the broader, system-wide goals outlined in this Plan.

549

Brownsville Parks, Health, and Recreation Master Plan

Brownsville's Park Network Figure 3.1 LEGEND Brownsville City Limits

Parks & Open Space

Brownsville South Padre Island International Airport

PARD Owned

Brownsville ETJ

Downtown Brownsville

Other, Non-PARD

Water bodies School Sites PARD Owned Parks 1

Catherine B. Stillman Dog Park

FM 511 Kickball Park

Brownsville Sports Park

Windwood Park

Brownsville Golf Center

7 8 9 10

Brownsville North Park, Event Center, and Tennis Center Seville (Duck Pond) Drive Park

21 22

Portway Acres Park

Charles M Cabler Sr Park

Central Avenue Park

North Brownsville Little League Park

Morningside Park

La Posada Park

Antonio Gonzalez Park and Recreation Center

Southmost Nature Trail

Garfield Park

Monte Bella Trails Park

La Galaxia Park

Veterans Park

Washington Park

Eva's Park and Path

Edelstein Park

Tres Angeles Park

West Brownsville Little League

Rosa Allala Park

Downtown REC Center

Riverside Park

Belden Trail

Southern Pacific Linear Park

Harry E. McNair Park

Alice Wilson Hope Park 14th Street Plaza

Prax Orive Jr. (Sunrise) Park

39 40

Lincoln Park

Heritage Trail Park

Hudson North Park

Hudson South Park

Ruiz Park

Robinhood Park

Trail of Texas Trees John Gloor Park

Joe & Tony Oliveira Park

Dean Porter Park and Sams Pool Brownsville Community Resource Center and Senior Center Bike Barn

Key Map

Brownsville's Park Network

Brownsville North Park, Event Center, and Tennis Center District:

Existing Classification:

Address:

1 Event Center Blvd.

Recommended Classification:

Acreage:

82.7 Acres

Regional Park Regional Park

Brownsville Tennis Center

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Tennis Courts

Fitness Zones/Exercise Stations

Walking Loops/Running Tracks

Evaluate the park, event center, and tennis center at a minimum of once per year using the Park Evaluation Tool in Appendix F

Convert some of the tennis courts to stand-alone pickleball courts or multi-use courts to reduce the system's gap in pickleball facilities

Upgrade outdated playground equipment

Consider acquiring the open land south of the Tennis Center for the development of additional pickleball or multi-use courts

Conduct routine landscape maintenance Maintain soft surface trails Upgrade tennis court facilities

Indoor Facilities Community centers

Permanent/Semi-Permanent Restrooms

Game Changers

Incorporate environmental programming along the resacas and trails

Activate the space and leverage both the location and programming of the overall complex. Strategies may include: • Hosting city-wide or regional tennis and/or pickleball tournaments • Increasing the number of events hosted at the Event Center each month • Partnering with local run clubs to increase trail usage • Increasing daily use of the Tennis Center

551

Brownsville Parks, Health, and Recreation Master Plan

Brownsville Sports Park District:

Existing Classification:

Address:

1000 Sports Park Blvd.

Recommended Classification:

Acreage:

141.54 Acres

Regional Park Regional Park

Diamond Field at Brownsville Sports Park

Facilities Inventory

Easy Wins

Outdoor Facilities

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Game Changers Develop the open space along Sports Park Blvd to help reduce the City's gap in facilities and meet the community's needs. Prioritize pickleball, tennis, or multi-use courts to address current and projected needs

Playgrounds

Diamond Fields

Basketball Courts (standalone)

Conduct routine landscape maintenance

Rectangular Fields

Add new rentable pavilions throughout the park

Skateboard Parks

Synthetic Rectangular Fields

Upgrade sports facilities where appropriate including diamond fields, basketball courts, rectangular fields, volleyball courts, and the associated facilities

Volleyball Courts (standalone)

Fitness Zones/Exercise Stations

Incorporate environmental programming

• Replacing volleyball nets

Walking Loops/Running Tracks

Upgrade outdated playground equipment

Prioritize the redevelopment of the volleyball courts. This includes: • Providing nearby parking • Installing court edging and removing plant material from the court area • Replacing eroded sand

Indoor Facilities Pickleball Courts

Multi-Use Courts (basketball, volleyball)

Recreation Centers

Permanent/Semi-Permanent Restrooms

Stadiums

• Maintaining the surrounding turf area • Replacing outdated shade structures

Park Inventory & Recommendations

552

Brownsville Golf Center District:

Existing Classification:

Address:

1800 W San Marcelo Blvd.

Recommended Classification:

Acreage:

101.21 Acres

Regional Park Regional Park

Short Game Practice Area at Brownsville Golf Center

Facilities Inventory

Easy Wins

Outdoor Facilities 18-Hole Golf Course

Evaluate the course at a minimum of once per year using the Park Evaluation Tool Conduct routine landscape maintenance

Indoor Facilities Permanent/Semi-Permanent Restrooms

Game Changers Invest additional resources for management, operations, and maintenance of the golf course. As one of the higher-maintenance facilities for the City, an appropriately-sized and knowledgeable staff is essential to the facility's success Increase the course's usage and appeal. Strategies may include: • Maintaining exceptional course conditions • Implementing limited-time promotions or discounted rates • Providing camps and youth programs • Expanding group and individual instructional classes for all ages • Providing additional amenities such as quality food and beverage service • Increasing publicity and marketing • Hosting additional tournaments and competitions

553

Brownsville Parks, Health, and Recreation Master Plan

Dean Porter Park & Sam's Memorial Pool District:

Existing Classification:

Address:

501 E Ringgold St.

Recommended Classification:

Acreage:

24.41 Acres

City Park Community Park

Sam's Memorial Pool

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Swimming Pools

Splash Pads

Walking Loops/Running Tracks

Indoor Facilities Community Centers

Performance Amphitheater

Permanent/Semi-Permanent Restrooms

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Upgrade outdated playground equipment Conduct routine landscape maintenance throughout the park and at the splash pad at Sam's Memorial Pool

Game Changers Activate the park by hosting community events and recreational programs. Leverage the Children's Museum of Brownsville, Camille Lightner Playhouse, and Sam's Memorial Pool to offer specialized programming unique to Dean Porter Park.

Create a routine operations and maintenance schedule for Sam's Pool Expand the park's pedestrian network along Dean Porter Park Drive to enclose the park in a walking loop Install an ADA accessible kayak ramp or drop-in along the resaca to expand opportunities for water recreation Improve safety by installing additional lighting

Park Inventory & Recommendations

554

Antonio Gonzalez Park & Recreation Center District:

Existing Classification:

Address:

34 Tony Gonzalez Dr.

Recommended Classification:

Acreage:

18.33 Acres

Community Park Community Park

Playground at Tony Gonzalez Park

Facilities Inventory

Easy Wins

Outdoor Facilities

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Playgrounds

Diamond Fields

Basketball Courts (standalone)

Conduct routine landscape maintenance

Rectangular Fields

Community Gardens

Create a routine operations and maintenance schedule for Gonzalez Pool

Swimming Pools

Multi-Use Courts (basketball, volleyball)

Upgrade outdated playground equipment

Provide more necessities such as trash cans, shade structures, water fountains, restrooms, and ADA accessibility Maintain rectangular fields

Indoor Facilities Basketball Courts (standalone)

Recreation Centers

Permanent/Semi-Permanent Restrooms

Maintain basketball courts and provide additional shade trees around the perimeter Open the garden to the community and invest in the program to ensure its success Improve safety by installing additional lighting Improve awareness about the recreation center's hours of operations, programs, and resources

555

Brownsville Parks, Health, and Recreation Master Plan

Game Changers Invest in a pedestrian sidewalk network throughout the park and surrounding neighborhood to increase safe access. Prioritize the addition of safe street crossings by adding raised crosswalks or pedestrian-operated signals near areas of heavy traffic Develop an outdoor walking/running loop around the soccer field Activate the park space to increase the impact of park-related benefits throughout the community Contribute to city beautification efforts by planting native and pollinator-friendly plants

Joe & Tony Oliveira Park District:

Existing Classification:

Address:

104 El Paso Rd.

Recommended Classification:

Acreage:

32.15 Acres

Community Park Community Park

Joe & Tony Oliveira Park

Facilities Inventory

Easy Wins

Outdoor Facilities

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Game Changers Establish a pedestrian network throughout the park's interior to improve accessibility and reduce the number of pedestrians in the road

Playgrounds

Diamond Fields

Basketball Courts (standalone)

Conduct routine landscape maintenance

Provide a direct, paved pedestrian connection to the Westrail Walking/Biking Trail

Rectangular Fields

Tennis Courts

Skateboard Parks

Conduct regular maintenance on basketball courts, rectangular fields, tennis courts, diamond fields, and associated facilities

Increase the number of parking spaces along Oliveira Park Rd and El Paso Rd to reduce obstructive on-street parking

Fitness Zones/Exercise Stations

Walking Loops/Running Tracks

Ensure all playgrounds have overhead shade structures or significant natural shade nearby

Connect Oliveira Park Rd and Pandana St to increase access and connectivity to the adjacent neighborhood. Support this connection with the addition of sidewalks

Indoor Facilities Recreation Centers

Upgrade outdated playground equipment

Refresh the skate park's surfacing Improve awareness about the gymnasium's hours of operations and programs

Park Inventory & Recommendations

556

Lincoln Park District:

Existing Classification:

Address:

2150 W University Blvd.

Recommended Classification:

Acreage:

49.79 Acres

Community Park Community Park

Lincoln Park

Facilities Inventory

Easy Wins

Outdoor Facilities

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Playgrounds

Diamond Fields

Basketball Courts (standalone)

Conduct routine landscape maintenance

Walking Loops/Running Tracks

Create a routine operations and maintenance schedule for Gonzalez Pool

Indoor Facilities Permanent/Semi-Permanent Restrooms

Upgrade outdated playground equipment

Provide more necessities such as trash cans, shade structures, water fountains, restrooms, and ADA accessibility Maintain rectangular fields Maintain basketball courts and provide additional shade trees around the perimeter Open the garden to the community and invest in the program to ensure its success Improve safety by installing additional lighting Improve awareness about the recreation center's hours of operations, programs, and resources

557

Brownsville Parks, Health, and Recreation Master Plan

Monte Bella Trails Park District:

Existing Classification:

Community Park

Address: 2525 W. Alton Gloor Blvd. Recommended Classification:

Regional Park

Acreage: 99.14 Acres Fitness Court at Monte Bella Park

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Fitness Zones/Exercise Stations

Walking Loops/Running Tracks

Disc Golf Courses

Indoor Facilities Permanent/Semi-Permanent Restrooms

Game Changers

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Reduce the number of disc golf holes to better utilize the space based on the community's needs

Replace playground fall surfacing and ensure ADA accessibility

Develop a master plan to determine the best use of the park space. It is recommended that this park not only respond to the needs for additional park facilities but focuses on environmental programming as well

Conduct routine landscape maintenance Upgrade trail wayfinding signage. Include trail mileage, trail routes, and safety information Improve safety by installing additional lighting Provide outdoor fitness classes utilizing the fitness equipment at the park

Incorporate educational signage throughout the trail network that highlights the plant and wildlife species in the area

Park Inventory & Recommendations

558

Morningside Park District:

Existing Classification:

Address:

1207 S Central Ave.

Recommended Classification:

Acreage:

39.86 Acres

Community Park Community Park

Playground at Morningside Park

Facilities Inventory

Easy Wins

Outdoor Facilities

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Playgrounds

Diamond Fields

Basketball Courts (standalone)

Conduct routine landscape maintenance

Rectangular Fields

Walking Loops/Running Tracks

Conduct regular maintenance on diamond fields and basketball courts Expand pedestrian access by developing a sidewalk network in the adjacent neighborhood

Indoor Facilities Permanent/Semi-Permanent Restrooms

559

Upgrade outdated playground equipment

Install an ADA accessible kayak ramp or drop-in along the resaca to expand opportunities for water recreation

Brownsville Parks, Health, and Recreation Master Plan

Game Changers Explore additional recreational programming centered around baseball, softball, and kickball for all ages including intramural or adult leagues

Southern Pacific Linear Park District:

Existing Classification:

Address:

1607 and 1755 E 7th St.

Recommended Classification:

Acreage:

11.26 Acres

Community Park Linear Park

Southern Pacific Linear Park

Facilities Inventory

Easy Wins

Outdoor Facilities Walking Loops/Running Tracks

Indoor Facilities Permanent/Semi-Permanent Restrooms

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Install wayfinding signage guiding users to other trails and nearby points of interest Improve pedestrian infrastructure across E Ringgold St by installing a painted crosswalk and a pedestrian-operated flashing crosswalk signal

Game Changers Install shade structures over the pathway to supplement shade provided by the palm trees, increase thermal comfort, and incorporate community identity along the trail Create direct connections to other trails throughout the city by expanding sidewalk and trail networks

Contribute toward city beautification efforts by planting native or pollinator friendly plants in above-ground or in-ground beds around major facilities Install bike racks near major facilities such as the restrooms and museum

Park Inventory & Recommendations

560

Southmost Nature Trail District:

Existing Classification:

Address:

Brownsville, Texas

Recommended Classification:

Acreage:

63.66 Acres

Community Park Linear Park

Southmost Nature Trail

Facilities Inventory

Easy Wins

Outdoor Facilities Walking Loops/Running Tracks

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Increase shade by planting more trees Provide periodic resting stations with benches, shade structures, and water fountains Install crosswalk infrastructure and signage where the trail crosses roadways Install wayfinding signage guiding users to other trails and nearby points of interest

Game Changers Provide limited parking at major access points to increase usage for residents and visitors who do not live within walking or biking distance to the trail Invest in nature programming to transform this trail into a true "nature" trail. This may include planting native plants along the path, providing bird feeders and houses, and/or installing educational signage Improve pedestrian access by providing direct linkages between the trail and surrounding neighborhoods. This may require constructing sidewalk networks in nearby neighborhoods Expand the trail so it connects to other major trails throughout the City

561

Brownsville Parks, Health, and Recreation Master Plan

Trail of Texas Trees Park (Central Parkway) District:

2745 Ruben Torres Address: Sr. Blvd. Acreage:

Existing Classification:

Community Park

Recommended Classification:

Community Park

13.77 Acres

Trail of Texas Trees

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Dog Parks

Walking Loops/Running Tracks

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Game Changers

Conduct routine landscape maintenance

Align programming with the park's name by planting an abundance of native trees along the path and in the surrounding open space. Provide species identification signage and additional nature-based programming

Provide more necessities such as trash cans, benches, shaded picnic tables, water fountains, and restrooms

Develop a partnership with the adjacent school to provide public parking for the Trail of Texas Trees Park

Install wayfinding signage to guide users throughout the extensive resaca trail network within and beyond the park

Provide roadway wayfinding signage that informs visitors of the park's parking options

Upgrade outdated playground equipment

Park Inventory & Recommendations

562

FM511 Kickball Park District:

Existing Classification:

Address:

1355 FM 511

Recommended Classification:

Acreage:

19.98 Acres

Community Park Specific Use Park

FM511 Kickball Park

Facilities Inventory

Easy Wins

Outdoor Facilities Diamond Fields

Indoor Facilities Permanent/Semi-Permanent Restrooms

Game Changers

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Provide more natural shade around the diamond fields by installing tree planters

Conduct routine landscape maintenance

Develop the park's open space to help reduce the City's gap in facilities. Consider adding multi-use pavilions, multi-use courts, a walking/running loop trail, and playground equipment

Conduct regular maintenance on diamond fields and adjacent facilities Pave and restripe the parking lot Provide natural shade around the parking lot to increase thermal comfort

Ensure all new programming is well designed with the necessary amenities such as natural shade, restrooms, benches, picnic tables, trash cans, water stations, etc. Once the park's open space is developed, reclassify FM511 Kickball Park based on the recommended classification system outlined in Chapter 5 of this plan

563

Brownsville Parks, Health, and Recreation Master Plan

Charles M. Cabler Sr. Park District:

Address: 2500 Burnett Rd. Acreage:

Existing Classification:

Neighborhood Park

Recommended Classification:

Community Park

17.52 Acres

Playground at Charles M Cabler Sr Park

Facilities Inventory

Easy Wins

Outdoor Facilities

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Playgrounds

Fitness Zones/Exercise Stations

Dog Parks

Conduct routine landscape maintenance

Walking Loops/Running Tracks

Install shade structures or plant shade trees around picnic tables and resting areas

Indoor Facilities Permanent/Semi-Permanent Restrooms

Upgrade outdated playground equipment

Install a shade structure above uncovered playground equipment Incorporate environmental programming

Game Changers Improve pedestrian connection to the park by constructing continuous sidewalk networks throughout the surrounding residential neighborhoods Expand programming to reduce the City's gap in facilities. Consider adding a splash pad, formal practice space for soccer teams, and multigenerational programming. New programming may require the relocation of existing facilities such as the playground and restrooms to make better use of the space

Park Inventory & Recommendations

564

John Gloor Park District:

Existing Classification:

Address:

1355 Pub Dr.

Recommended Classification:

Acreage:

19.98 Acres

Neighborhood Park Specific Use Park

Detention Pond at John Gloor Park

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Game Changers

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Develop and implement a master plan for the park to utilize the space and increase park usage

Provide designated street parking for the park

Utilize the detention pond and incorporate environmental programming

Install a shade structure or plant shade trees around the playground equipment Provide more necessities such as trash cans, water fountains, restrooms, and seating

Incorporate programming suited for pre-teens and teens to leverage the park's proximity to Oliveira Middle School Provide direct pedestrian connection between the middle school and park Develop a pedestrian network by constructing sidewalks along Pub Dr. and throughout the surrounding residential neighborhoods Increase pedestrian safety by installing crosswalks and safety signage at major crosswalks near the park

565

Brownsville Parks, Health, and Recreation Master Plan

La Posada Park District:

Address: 1325 La Posada Dr. Acreage:

Existing Classification:

Neighborhood Park

Recommended Classification:

Open Space

15.39 Acres

Historic Bridge behind La Posada Park

Facilities Inventory

Easy Wins

Outdoor Facilities Dog Parks

Community Gardens

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Game Changers Evaluate the existing master plan for the park. Either implement the master plan, or revise the plan to align with the community's needs based on the City's gap in facilities and the community's feedback provided in this plan Develop a trail system or linear park through the lower elevation area behind the park. Include educational signage, protect and highlight the Montezuma Cypress trees, and incorporate historical education around the existing bridge structure. Focus on providing a high-quality trail with nice surfacing, lighting, native plants, benches, and educational and wayfinding signage Once the master plan is implemented, reclassify La Posada based on the recommended classification system outlined in Chapter 4 of this plan

Park Inventory & Recommendations

566

Riverside Park District:

Existing Classification:

Address:

15 Riverside Blvd.

Recommended Classification:

Acreage:

2.19 Acres

Neighborhood Park Linear Park

Riverside Park

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Walking Loops/Running Tracks

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Upgrade outdated playground equipment Install a shade structure or plant shade trees around the playground equipment Conduct routine landscape maintenance Maintain soft surface trails by replacing eroded materials and removing overgrown vegetation Incorporate environmental programming

567

Brownsville Parks, Health, and Recreation Master Plan

Game Changers Increase pedestrian access by implementing a sidewalk network throughout the surrounding residential neighborhoods Provide more necessities such as trash cans, water fountains, restrooms, and seating. Locate these within sight of the adjacent bike trail so trail users can benefit from the facilities provided at the park

Seville (Duck Pond) Drive Park District:

Address: 2812 Seville Blvd. Acreage:

Existing Classification:

Neighborhood Park

Recommended Classification:

Linear Park

13.16 Acres

Seville (Duck Pond) Drive Park

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Fitness Zones/Exercise Stations

Walking Loops/Running Tracks

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Upgrade outdated playground equipment Install a shade structure or plant shade trees around the playground equipment Conduct routine landscape maintenance Install wayfinding signage to guide users through the extensive trail network within and beyond the park

Game Changers Acquire and master plan adjacent vacant land to expand programming, reduce the City’s gap in facilities, and meet the community’s needs. If land is acquired, engage with the community throughout the master planning process to ensure nearby residents provide insight into their specific needs Once a master plan is implemented, reclassify Seville Drive Park based on the recommended classification system outlined in Chapter 5 of this plan

Provide more necessities such as trash cans, water fountains, restrooms, and seating Plant more shade trees along both sides of the trail Incorporate environmental programming

Park Inventory & Recommendations

568

Windwood Park District:

Existing Classification:

Address:

420 Trailwind Way

Recommended Classification:

Acreage:

4.00 Acres

Playground at Windwood Park

Facilities Inventory

Easy Wins

Outdoor Facilities

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Playgrounds

Basketball Courts (standalone)

Rectangular Fields

Conduct routine landscape maintenance

Walking Loops/Running Tracks

Maintain soft surface trails by replacing eroded materials and removing overgrown vegetation

Upgrade outdated playground equipment

Conduct regular maintenance on basketball court and practice field

569

Brownsville Parks, Health, and Recreation Master Plan

Neighborhood Park Neighborhood Park

14th Street Plaza District:

Address: 520 E. 14th St. Acreage:

Existing Classification:

Mini Park

Recommended Classification:

Pocket Park

0.24 Acres

14th Street Plaza

Facilities Inventory 14th Street Plaza does not contain any facility types evaluated in the Needs Assessment (Chapter 3), which follows NRPA's standard facility categories.

Easy Wins Evaluate the park at a minimum of once per year using the Park Evaluation Tool Contribute toward city beautification efforts by planting native and pollinator friendly plants Provide tables and chairs for people to eat, rest, or socialize Install wayfinding signage that directs visitors to other points of interest or important areas int he downtown district

Game Changers Create a clear pedestrian connection (e.g. painted crosswalks) between 14th Street Plaza and the border crossing to encourage more residents to walk or bike between the countries. To further encourage pedestrian travel, provide convenient day-use parking in this area Activate the buildings, businesses, and space surrounding 14th Street Plaza such as food trucks in the adjacent parking lot to draw visitors to the park Extend 14th Street Plaza through Adams Street to the La Plaza monument sign to create a cohesive pedestrian experience and provide more public space to the City

Park Inventory & Recommendations

570

Alice Wilson Hope Park District:

Existing Classification:

Address:

1300 E. Levee St.

Recommended Classification:

Acreage:

2.06 Acres

Mini Park Specific Use Park

Alison Wilson Hope Park

Facilities Inventory Alice Wilson Hope Park does not contain any facility types evaluated in the Needs Assessment (Chapter 3), which follows NRPA's standard facility categories.

Easy Wins

Maintain soft surface trails by replacing eroded materials and removing overgrown vegetation

Expand on historic programming by installing additional educational signage about the Chisholm Trail and/or the Brownsville-Matamoros Ferries. For the Chisholm Trail, the City could add a map showing the entire trail and how it started in Brownsville

Contribute toward city beautification efforts by planting native and pollinator friendly plants

Showcase Brownsville’s spirit of “friendship” through public art

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Conduct routine landscape maintenance

Provide tables and chairs for people to eat, rest, or socialize Install wayfinding signage that directs visitors to other points of interest or important areas in the downtown district

571

Game Changers

Brownsville Parks, Health, and Recreation Master Plan

Belden Trail District:

Address: 325 W. Fronton St. Acreage:

Existing Classification:

Mini Park

Recommended Classification:

Linear Park

2.65 Acres

Belden Trail

Facilities Inventory

Easy Wins

Outdoor Facilities Walking Loops/Running Tracks

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Increase shade by planting more trees along the trail Provide periodic resting stations with benches, shade structures, and water fountains Install crosswalk infrastructure and signage where the trail crosses any roadways Install wayfinding signage guiding users to other trails and points of interest

Game Changers Provide limited parking at major access points to increase usage for residents and visitors who do not live within walking or biking distance to the trail Invest in nature programming along the trail Improve pedestrian access by providing direct linkages between the trail and surrounding neighborhoods. This may require constructing sidewalk networks throughout nearby neighborhoods Extend the trail so it connects to other major trails in the City as well as additional neighborhoods and points of interest

Park Inventory & Recommendations

572

Bike Barn District:

Existing Classification:

Address:

624 E. Madison St.

Recommended Classification:

Acreage:

0.28 Acres

Mini Park Specific Use Park

Outdoor Space at the Bike Barn

Facilities Inventory

Easy Wins Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Indoor Facilities Permanent/Semi-Permanent Restrooms

Contribute toward city beautification efforts by planting native and pollinator friendly plants Partner with the community resource center to establish a gardening program and maintain the landscape

573

Brownsville Parks, Health, and Recreation Master Plan

Game Changers Open the park for more than just bicycle-related activities. The Bike Barn could become a place for nearby residents to walk to, sit outside, and enjoy the outdoors Provide rentable lawn games such as corn hole, giant jenga, or lawn checkers Activate the space beyond the current hours of operation by hosting small events with food trucks and lawn games, outdoor recreation programs in partnership with the community resource center, or providing fitness classes like yoga

Brownsville Community Resource & Senior Center District:

Address: 519 E. Madison St. Acreage:

Existing Classification:

Mini Park

Recommended Classification:

Specific Use Park

0.41 Acres

Brownsville Community Resource Center

Facilities Inventory

Easy Wins

Indoor Facilities Community Center

Senior Center

Permanent/Semi-Permanent Restrooms

Evaluate the center at a minimum of once per year, assessing programs offered, attendance, and resources. Identify areas where more resources are needed, or if improvements could be made Contribute toward city beautification efforts by planting native and pollinator friendly plants Partner with the Bike Barn to establish a gardening program and provide fitness classes Increase awareness about the center, the programs it provides, and the resources available to the public

Park Inventory & Recommendations

574

Catherine B. Stillman Dog Park District:

Existing Classification:

Address:

416 FM 511

Recommended Classification:

Acreage:

2.01 Acres

Mini Park Specific Use Park

Catherine B. Stillman Dog Park

Facilities Inventory

Easy Wins

Outdoor Facilities Dog Parks

Conduct routine landscape maintenance Provide more shade trees throughout the park

Indoor Facilities Permanent/Semi-Permanent Restrooms

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Game Changers Activate the space by hosting dog-friendly events. Partner with the Brownsville Animal Regulation and Care Center Acquire adjacent vacant land to expand programming, reduce the City’s gap in facilities, and meet the community’s needs. If land is acquired, engage with the community throughout the master planning process to ensure nearby residents provide insight into their specific needs Once a master plan is implemented, reclassify Catherine B. Stillman Dog Park based on the recommended classification system outlined in Chapter 5 of this plan

575

Brownsville Parks, Health, and Recreation Master Plan

Central Avenue Park District:

Address: 25 N. Central Ave. Acreage:

Existing Classification:

Mini Park

Recommended Classification:

Neighborhood Park

1.23 Acres

Multi-Use Court at Central Avenue Park

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Basketball Courts (standalone)

Multi-Use Courts (basketball, volleyball)

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Conduct routine landscape maintenance Expand pedestrian connections by adding sidewalks along North Central Avenue

Game Changers Improve pedestrian access by providing direct linkages between the park and surrounding neighborhoods. This may require constructing sidewalks along the southbound side of N. Central Ave. and ensuring safe crossings across streets

Contribute toward city beautification efforts by planting native and pollinator friendly plants Incorporate environmental programming

Park Inventory & Recommendations

576

Downtown REC Center District:

Existing Classification:

Address:

227 E. 8th St.

Recommended Classification:

Acreage:

0.83 Acres

Mini Park Specific Use Park

Downtown REC Center

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Multi-Use Courts (basketball, volleyball)

Indoor Facilities Multi-Use Courts (tennis, pickleball)

Recreation Centers

Permanent/Semi-Permanent Restrooms

577

Evaluate the center at a minimum of once per year, assessing programs offered, attendance, and resources. Identify areas where more resources are needed, or if improvements could be made Increase pedestrian safety by painting crosswalks at street crossings throughout the neighborhood Improve awareness about the center’s hours of operations and programs

Brownsville Parks, Health, and Recreation Master Plan

Game Changers Partner with local groups and organizations to increase resources and events

Edelstein Park District:

Address: 1159 Polk St. Acreage:

Existing Classification:

Mini Park

Recommended Classification:

Pocket Park

0.83 Acres

Edelstein Park

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Basketball Courts (standalone)

Multi-Use Courts (basketball, volleyball)

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Upgrade outdated playground equipment Conduct routine landscape maintenance Conduct regular maintenance on the basketball courts

Game Changers Improve pedestrian access by expanding safety infrastructure such as crosswalks and lighted pedestrian crossing signals in the surrounding neighborhood Install wayfinding signage in coordination with the adjacent trail

Contribute toward city beautification efforts by planting native and pollinator friendly plants

Park Inventory & Recommendations

578

Eva's Park and Path District:

Existing Classification:

Address:

1101 E. Van Buren St.

Recommended Classification:

Acreage:

0.27 Acres

Mini Park Pocket Park

Eva's Park & Path

Facilities Inventory

Easy Wins

Outdoor Facilities Walking Loops/Running Tracks

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Contribute toward city beautification efforts by planting native and pollinator friendly plants Incorporate environmental programming Install wayfinding signage that directs visitors to other points of interest in the area

579

Brownsville Parks, Health, and Recreation Master Plan

Game Changers Extend the path across E. Harrison St. and E. Tyler St. to Edelstein Park and the adjacent trail

Garfield Park District:

Address: 1640 E. Garfield St. Acreage:

Existing Classification:

Mini Park

Recommended Classification:

Pocket Park

0.92 Acres

Garfield Park

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Multi-Use Courts (basketball, volleyball)

Walking Loops/Running Tracks

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Upgrade outdated playground equipment

Game Changers Improve pedestrian access by expanding safety infrastructure such as crosswalks and lighted pedestrian crossing signals in the surrounding neighborhood

Conduct routine landscape maintenance Contribute toward city beautification efforts by planting native and pollinator friendly plants Improve pedestrian safety in the area by investing in crosswalks and continuous sidewalk networks

Caption

Park Inventory & Recommendations

580

Harry E. McNair Park District:

Existing Classification:

Address:

350 E. Saint Charles St.

Recommended Classification:

Acreage:

0.83 Acres

Mini Park Pocket Park

Harry E. McNair Park

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Basketball Courts (standalone)

Walking Loops/Running Tracks

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Upgrade outdated playground equipment Conduct routine landscape maintenance Contribute toward city beautification efforts by planting native and pollinator friendly plants Improve pedestrian safety in the area by investing in crosswalks and continuous sidewalk networks

581

Brownsville Parks, Health, and Recreation Master Plan

Game Changers Improve pedestrian access by expanding safety infrastructure such as crosswalks and lighted pedestrian crossing signals in the surrounding neighborhood

Heritage Trail Park District:

Address: 3650 Heritage Trl. Acreage:

Existing Classification:

Mini Park

Recommended Classification:

Neighborhood Park

3.99 Acres

Heritage Trail Park

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Walking Loops/Running Tracks

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Upgrade outdated playground equipment Conduct routine landscape maintenance Plant more trees along the main loop trail to increase comfort and encourage greater use Install an overhead shade structure above the playground Install additional wayfinding signage to guide users throughout the extensive trail network within and beyond the park Incorporate environmental programming

Park Inventory & Recommendations

582

Hudson North Park District:

Existing Classification:

Address:

1300 Heritage Trl.

Recommended Classification:

Acreage:

1.15 Acres

Mini Park Neighborhood Park

Hudson North Park

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Fitness Zones/Exercise Stations

Walking Loops/Running Tracks

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Conduct routine landscape maintenance

Develop a master plan to increase the use of the park's space and determine additional programming. Engage with the community throughout the master planning process to gain insight into residents' specific needs

Plant more trees along the path to increase comfort

Connect Hudson North Park and Hudson South Park with a pedestrian bridge across the resaca

Upgrade outdated playground equipment

Upgrade outdated fitness equipment Install an overhead shade structure above the playground Install wayfinding signage to guide users throughout the extensive trail network beyond the park Incorporate environmental programming Contribute toward city beautification efforts by planting native and pollinator friendly plants

583

Game Changers

Brownsville Parks, Health, and Recreation Master Plan

Hudson South Park (Brookhaven Neighborhood Park) District:

Address: 2900 Hudson Blvd. Acreage:

Existing Classification:

Mini Park

Recommended Classification:

Pocket Park

0.92 Acres

Hudson South Park

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Fitness Zones/Exercise Stations

Walking Loops/Running Tracks

Game Changers Develop a master plan to increase the use of the park's space and determine additional programming. Engage with the community throughout the master planning process to ensure nearby residents provide insight into their specific needs Connect Hudson North Park and Hudson South Park with a pedestrian bridge across the resaca

Install an overhead shade structure above the playground Install wayfinding signage to guide users throughout the extensive trail network beyond the park Incorporate environmental programming Contribute toward city beautification efforts by planting native and pollinator friendly plants

Park Inventory & Recommendations

584

La Galaxia Park District:

Existing Classification:

Address:

1501 Calle Espacio

Recommended Classification:

Acreage:

0.53 Acres

Mini Park Pocket Park

La Galaxia Park

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Basketball Courts (standalone)

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Upgrade outdated playground equipment Conduct routine landscape maintenance Incorporate environmental programming Contribute toward city beautification efforts by planting native and pollinator friendly plants

585

Brownsville Parks, Health, and Recreation Master Plan

North Brownsville Little League District:

Address: 300 S. Iowa St. Acreage:

Existing Classification:

Mini Park

Recommended Classification:

Specific Use Park

3.32 Acres

Diamond Field at North Brownsville Little League Park

Facilities Inventory

Easy Wins

Outdoor Facilities Diamond Fields

Indoor Facilities Permanent/Semi-Permanent Restrooms

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Conduct regular maintenance on diamond fields and adjacent facilities Re-pave and restripe the parking lot Install shade structures above spectator seating

Game Changers Acquire adjacent vacant land to expand programming, reduce the City's gap in facilities, and meet the community's needs. If land is acquired, engage with the community throughout the master planning process to ensure nearby residents provide insight into their specific needs Improve pedestrian access by developing a sidewalk network along Iowa Avenue and throughout the nearby residential neighborhoods

Park Inventory & Recommendations

586

Portway Acres Park District:

Existing Classification:

Address:

4775 Austin Rd.

Recommended Classification:

Acreage:

2.59 Acres

Mini Park Neighborhood Park

Portway Acres Park

Facilities Inventory

Easy Wins

Outdoor Facilities

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Playgrounds

Basketball Courts (standalone)

Community Gardens

Conduct routine landscape maintenance

Splash Pads

Incorporate environmental programming

Walking Loops/Running Tracks

Install an overhead shade structure above the playground

Upgrade outdated playground equipment

Conduct regular maintenance on the basketball court Maintain soft surface trails by replacing eroded materials and removing overgrown vegetation

Game Changers Develop a master plan to increase the use of the park’s space, determine additional programming, address the City’s gaps in facilities, and meet the residents’ needs. Throughout the master planning process, engage the community and focus on incorporating design strategies that improve safety Implement the master plan. Updating the park with amenities the community values will encourage regular use, deter inappropriate behavior, and instill a shared sense of ownership Activate the park with recreational programming such as fitness classes or other formal group activities Invest in safety infrastructure such as security cameras, lighting, and/or emergency call stations Address safety issues promptly and diligently maintain the park by keeping it “clean and green.” Frequently evaluate the park’s condition and quickly mobilize PARD staff to address excessive garbage, graffiti, damaged property, and other vandalism Partner with members of the immediately surrounding community to implement neighborhood watch programs

587

Brownsville Parks, Health, and Recreation Master Plan

Prax Orive Jr. (Sunrise) Park District:

Address: 1245 Palm Blvd. Acreage:

Existing Classification:

Mini Park

Recommended Classification:

Neighborhood Park

1.86 Acres

Playground at Prax Orive Jr. Park

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Walking Loops/Running Tracks

Game Changers Provide a walking loop, either by expanding the park’s external sidewalk network along W. Van Buren St. and W. 1st St. or by developing a sidewalk around the resaca. Connect this loop to the Belden Trail Develop a sidewalk network throughout the surrounding neighborhood to provide safe pedestrian access for nearby residents

Incorporate environmental programming, specifically related to the resaca Install wayfinding signage at the trail access point

Park Inventory & Recommendations

588

Rosa Allala Park District:

Existing Classification:

Address:

309 N. Park Dr.

Recommended Classification:

Acreage:

0.20 Acres

Mini Park Pocket Park

Rosa Allala

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Basketball Courts (standalone)

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Upgrade outdated playground equipment Conduct routine landscape maintenance Install an overhead shade structure above the playground Conduct regular maintenance on the basketball court Contribute toward city beautification efforts by planting native and pollinator friendly plants

589

Brownsville Parks, Health, and Recreation Master Plan

Game Changers Expand the sidewalk network in the surrounding neighborhood to ensure safe pedestrian access for every resident. Prioritize the development of sidewalks along North and West Park Dr. Provide a crosswalk at each park entrance to improve driver awareness of possible pedestrian activity Install a shaded picnic area

Ruiz Park District:

Address: 2550 Ruiz St. Acreage:

Existing Classification:

Mini Park

Recommended Classification:

Pocket Park

0.45 Acres

Ruiz Park

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Basketball Courts (standalone)

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Upgrade outdated playground equipment Conduct routine landscape maintenance Contribute toward city beautification efforts by planting native and pollinator friendly plants Plant more shade trees around the basketball court Install an overhead shade structure above playground equipment, or ensure shade trees are planted close enough to the equipment to provide increased thermal comfort

Park Inventory & Recommendations

590

Tres Angeles Park District:

Existing Classification:

Address:

508 E. Tyler St.

Recommended Classification:

Acreage:

0.20 Acres

Tres Angeles Park

Facilities Inventory

Easy Wins

Outdoor Facilities Community Gardens

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Conduct routine landscape maintenance Install shade structures or plant shade trees near benches and seating Incorporate environmental programming Install wayfinding signage guiding users to other trails and points of interest, specifically the Southern Pacific Linear Trail

591

Brownsville Parks, Health, and Recreation Master Plan

Mini Park Pocket Park

Veterans Park District:

Address: 2500 Central Blvd. Acreage:

Existing Classification:

Mini Park

Recommended Classification:

Specific Use Park

4.12 Acres

Veterans Park

Facilities Inventory

Easy Wins

Outdoor Facilities Walking Loops/Running Tracks

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Conduct routine landscape maintenance

Game Changers Activate the park through veteran-related events and programs. These may include career fairs, resource fairs, wellness events, networking opportunities, and social events

Contribute toward city beautification efforts by planting native and pollinator friendly plants Plant more shade trees in open space areas Expand veteran-related programming and integrate the region’s battlefield history throughout the park. Continue to engage local veterans in any additional program design and implementation

Park Inventory & Recommendations

592

Washington Park District:

Existing Classification:

Address:

700 E. Madison St.

Recommended Classification:

Acreage:

3.99 Acres

Mini Park Specific Use Park

Washington Park

Facilities Inventory

Easy Wins

Outdoor Facilities Walking Loops/Running Tracks

Evaluate the park at a minimum of once per year using the Park Evaluation Tool Conduct routine landscape maintenance Contribute toward city beautification efforts by planting native and pollinator friendly plants Incorporate environmental programming Provide permanent restroom facilities Install wayfinding signage guiding users to other trails and points of interest, specifically the Bike Barn, Brownsville Community Resource and Senior Center, Historic Brownsville Museum, and nearby points of interest in the Downtown area

593

Brownsville Parks, Health, and Recreation Master Plan

Game Changers Activate the park by providing recreational programming, and leverage the proximity to the Bike Barn and Brownsville Community Resource and Senior Center

West Brownsville Little League District:

Address: 1295 Cottonwood Dr. Acreage:

Existing Classification:

Mini Park

Recommended Classification:

Specific Use Park

5.65 Acres

West Brownsville Little League

Facilities Inventory

Easy Wins

Outdoor Facilities Playgrounds

Diamond Fields

Basketball Courts (standalone)

Indoor Facilities Permanent/Semi-Permanent Restrooms

Evaluate the park at a minimum of once per year using the Park Evaluation Tool

Game Changers Activate the park by scheduling regular kickball, softball, and baseball practices and games

Conduct routine landscape maintenance Conduct regular maintenance on diamond fields and adjacent facilities Improve pedestrian accessibility by developing a comprehensive, continuous sidewalk network throughout the surrounding neighborhoods. Prioritize sidewalk and crosswalk development along Old Alice Rd before expanding the network into the nearby residential streets

Park Inventory & Recommendations

594

D Cabler Park

Brownsville Park Assessment Tool Chapter Contents • •

Your Guide to Assessing Parks Brownsville Park Assessment Tool

The Park Assessment Tool provides a comprehensive scoring system for the annual evaluation of parks and recreation facilities in Brownsville. This section introduces a structured, data-informed approach to help city staff, park managers, and stakeholders identify areas for improvement, monitor park conditions over time, and guide investment decisions. The tool includes usage instructions, scoring guidance, and a standardized scorecard organized into key evaluation categories. It is recommended that a scorecard be completed for each park in Brownsville on an annual basis to support consistent quality, equity, and long-term system performance.

Your Guide to Assessing Parks The Park Assessment Tool is a comprehensive scorecard used to evaluate Brownsville’s parks and facilities annually. It helps ensure parks remain highquality, well-maintained, and responsive to community needs. Through a structured, data-driven approach, the tool supports city staff and stakeholders in identifying trends, prioritizing improvements, and guiding investments. To promote equity, the tool includes an Equity Adjustment Factor, giving added weight to parks in high-need areas identified in the Priority Areas for New Parks analysis – ensuring underserved communities receive fair attention, even if parks appear well maintained. How to Use & Score the Assessment Tool: Each applicable item in the assessment should be scored on a 1 to 5 scale, where: • 5 = Excellent condition, abundant, high quality, strongly agree, no concerns. • 1 = Poor condition, scarce, low quality, strongly disagree, significant concerns. All criteria should be evaluated, except for Section 3: Amenities & Programming, where only existing amenities should be scored. Items that do not apply should be marked as “N/A” sparingly to maintain accuracy in scoring.

Brownsville's Park Network Figure 3.1 LEGEND Brownsville City Limits

(Incorporating Priority Areas for New Parks) After scoring all sections, apply the Equity Adjustment Factor based on the park’s priority area classification (from the priority map):

School Sites PARD Owned Parks 1

Catherine B. Stillman Dog Park

FM 511 Kickball Park

Brownsville Sports Park

Windwood Park

Brownsville Golf Center

9 10

Brownsville North Park, Event Center, and Tennis Center Seville (Duck Pond) Drive Park

John Gloor Park Portway Acres Park

Charles M Cabler Sr Park

Central Avenue Park

North Brownsville Little League Park

Low Priority (Yellow)

1.00 (no adjustment)

Morningside Park

Medium Priority (Orange)

0.90 (moderate adjustment)

High Priority (Red)

0.85 (significant adjustment)

La Posada Park

Antonio Gonzalez Park and Recreation Center

Southmost Nature Trail

Garfield Park

Monte Bella Trails Park

La Galaxia Park

Parks in high-priority areas (Red) will have their final score adjusted down, signaling the need. 597

Brownsville Parks, Health, and Recreation Master Plan

21 22

Joe & Tony Oliveira Park Veterans Park

Washington Park

Eva's Park and Path

Edelstein Park

Tres Angeles Park

West Brownsville Little League

Rosa Allala Park

Downtown REC Center

Riverside Park

Belden Trail

Southern Pacific Linear Park

Harry E. McNair Park

Alice Wilson Hope Park 14th Street Plaza

Prax Orive Jr. (Sunrise) Park

39 40

Lincoln Park

Heritage Trail Park

Hudson North Park

Hudson South Park

Ruiz Park

Robinhood Park

Trail of Texas Trees

Equity Adjustment Factor

Base Score X Equity Adjustment Factor = Final Score

Downtown Brownsville

Other, Non-PARD

Water bodies

Priority Level (from Map)

Final Score Calculation:

Brownsville South Padre Island International Airport

PARD Owned

Brownsville ETJ

Equity Adjustment Factor

Parks & Open Space

Dean Porter Park and Sams Pool Brownsville Community Resource Center and Senior Center Bike Barn

Key Map

Brownsville's Park Network

Timing & Frequency of Evaluations • The full park assessment should be conducted at least once a year to track changes and improvements. • Items marked with an asterisk (*) should be assessed more frequently, as their conditions may change seasonally or with high usage (e.g., splash pads, sports fields, landscaping). • Certain amenities require seasonal or more frequent evaluations, such as: • Splash pads (before and after summer) • Sports fields/courts (before, during, and after league seasons). • Landscaping (spring/early summer, with brief fall/winter checks). • Trash receptacles & restrooms (weekly, biweekly, or monthly as needed). • Evaluations should be conducted under varied conditions (e.g., different times of day, weekdays vs. weekends, different weather conditions) to capture a comprehensive picture of park usage and needs.

Scoring & Calculating the Park Evaluation 1. 2. 3. 4. 5. 6.

Score each section individually, ensuring all applicable items are rated from 1 to 5. Transfer average scores from each section to the first-page scorecard. Multiply the average section score by the assigned weight (weights sum to 1, reflecting the relative importance of each section). Sum all weighted section scores to calculate the Base Park Evaluation Score. Apply the Equity Adjustment Factor based on the park’s priority level. Calculate the Final Park Evaluation Score to determine the park’s standing and level of investment needed.

This structured approach ensures objective, data-driven decision-making for park improvements and ongoing maintenance, ultimately enhancing the quality of Brownsville’s parks for the community.

Example: Average Score

Section Score

Weight

Section 1:

0.2

0.8

Section 2:

3.5

0.1

0.35

Section 3:

0.1

0.2

Section 4:

4.5

0.1

0.45

Section 5:

2.8

0.15

0.42

Section 6:

3.5

0.15

0.525

Section 7:

2.1

0.2

0.42

Total = 1

Total Base Score:

3.165

Applying Equity Adjustment Factor (for a park in a high-priority area Red zone = 0.85 adjustment factor):

Final Score:

3.165 X 0.85 = 2.69

The adjusted score highlights that despite decent park conditions, this location should be prioritized for additional investment.

599

Brownsville Parks, Health, and Recreation Master Plan

Brownsville Park Assessment Tool General Information Park Name: Park Type: Park Evaluator: Priority Level: Date of Evaluation: Time of Evaluation:

Park Evaluation Score Refer to each section for its average score and complete the corresponding boxes below. Average Score

Weight

Section Score

Section 1: Park Access & Connectivity

Section 2: Park Design

Section 3: Amenities & Programming

Section 4: Supporting Infrastructure

Section 5: Health & Community

Section 6: Safety

Section 7: Maintenance & Operations

= Total = 1

Total Base Score: Park Assessment Tool

600

Section 1: Park Access & Connectivity Keep in mind: How do people get to the park? How do they get around the park? How is the quality of access and connectivity (e.g. paths easy to navigate, in good condition, safe to travel, etc.) Only include applicable sections in the calculations:

What constitutes ADA Accessibility? • • •

Sum of the average scores for sections 1.1-1.6:

Paths should be paved with no obstructions or major structural issues Paths should be at least 5’ wide Ramp access (if necessary) should be no steeper than a 1:12 pitch

Total average score for Section 1: Park Access & Connectivity:

1.1 Park Entrances 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Are there enough unlocked entrances given the size of the park? (Informal entrances may be an indicator of insufficient access) 2. Are the entrances highly visible from the outside of the park? 3. Are the entrances easy to locate from the interior of the park? (Rate with a 5 if the park has an open perimeter.) 4. Is there at least one ADA-accessible entrance conveniently located in the park? (May not apply for dedicated hiking/biking areas where topography prohibits.) If any items are scored below a 4, please note the condition/concern here:

Sum of Scores Number of Items Scored Average for Section 1.1 (Sum of Scores / Number of Items Scored)

601

Brownsville Parks, Health, and Recreation Master Plan

1.2 Access to the Park 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Are there crosswalks and crossing signals providing safe access to the park in areas with higher traffic? 2. Are there sidewalks along the roads where park entrances are located? 3. Are the park entrances located in areas that connect to surrounding circulation patterns and activity areas? 4. Does the park function as a shortcut through the neighborhood to encourage the presence of people? If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored Average for Section 1.2 (Sum of Scores / Number of Items Scored)

1.3 Access Within the Park 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Do paths through the park meet ADA guidelines and provide easy access to major destinations? 2. Are there multiple, efficient ways to get through the park? 3. Do paths bring people to the major destinations? 4. Do the paths have a layout and flow that is easily understood and easy to follow? If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored Average for Section 1.3 (Sum of Scores / Number of Items Scored)

1.4 Building Access 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

If there is more than one building, provide an individual score for each building and note which building you are scoring. 1. Is the building integrated into its surroundings? 2. Is the building interior layout functional? 3. Is the building interior and exterior ADA accessible? Evaluate ramp access, door weight and options for opening, elevator access. If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored Average for Section 1.4 (Sum of Scores / Number of Items Scored) Park Assessment Tool

602

1.5 Transportation Access 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Is there sufficient on-site and overflow parking for the intended park uses and available park amenities? 2. Is there enough on-site accessible parking for the intended park uses and available park amenities? 3. Is there sufficient bicycle parking in the park or adjacent to the park entrance? 4. Are there safe biking routes around and connecting to the park to encourage visitors to ride their bikes to the park? 5. Are there bus stops nearby that connect users to the park? If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored Average for Section 1.5 (Sum of Scores / Number of Items Scored)

1.6 Condition and Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

Circle which word or phrase best represents the condition of the park given the following statements. 1. The interior path system and park layout is easily and quickly understandable. 2. Signage indicates where destinations are when their location is not obvious. 3. The pathways sufficiently connect destinations within the park. 4. Rate the quality of the park’s interior sidewalk network regarding ADA guidelines. Can people of all abilities reach any area of the park? Consider the physical condition using the ADA characteristics described previously. 5. Rate the quality of the park’s surrounding sidewalk network regarding physical connection to the park. Is it easy for people to walk to the park from every direction? Is the pedestrian path safe and enjoyable? 6. Rate the quality of the park’s surrounding sidewalk network regarding the condition of the sidewalk. Are there excessive cracks or structural issues, is the sidewalk wide enough, are there any obstructions in the path, etc. 7. Rate the condition of the crosswalks and crossing signals. Consider whether signals are operating correctly, if any signage is obstructed or in need of upgrades/maintenance, and if the pedestrian infrastructure and traffic calming measures are in good condition. 8. Rate the effectiveness of the crosswalks and crossing signals. Are the crosswalks and signals providing a quality, safe route, or are they merely available? If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored Average for Section 1.6 (Sum of Scores / Number of Items Scored) 603

Brownsville Parks, Health, and Recreation Master Plan

Section 2: Park Design Keep in mind: Is the park’s design high quality? Does the design add to the visitors’ experience rather than detract from it? Consider materials, layout, aesthetics, atmosphere, and visitor experience. Only include applicable sections in the calculations: Total average score for Section 1: Park Design:

Sum of the average scores for sections 2.1 - 2.6:

2.1 General Design 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. *Is the park perimeter attractive and inviting? 2. Does the park demonstrate a sense of style and/or unique character? 3. *Does the park’s design effectively mitigate unpleasant sounds (e.g. heavy traffic, industry, etc.) 4. *Does the park’s design effectively mitigate the sight of unappealing land uses nearby (e.g. industrial facilities, derelict land, infrastructure in disrepair, etc.) 5. *Does the park’s design create a positive atmosphere where people will enjoy spending time? 6. Is the overall park layout easy to navigate and aesthetically pleasing? If any items are scored below a 4, please note the condition/concern here:

Sum of Scores Number of Items Scored Average for Section 2.1 (Sum of Scores / Number of Items Scored)

What to Consider in terms of Design Quality: •

General attractiveness

•

Is it appropriately located throughout the park?

• • •

High quality materials Is it coordinated with the other items? Is it coordinated with the overall park aesthetic? Park Assessment Tool

604

2.2 The Built Environment 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Are the entrances well designed? Easy to see and have elements such as visually appealing gates, plantings, ground surfaces, and/or signage 2. Is there art within the park? 3. Are similar activities grouped together (e.g. sports fields and courts near each other) 4. Are essential park components (e.g. restrooms, water fountains, shade structures, etc.) located conveniently and appropriately throughout the park? If any items are scored below a 4, please note the condition/concern here:

Sum of Scores Number of Items Scored Average for Section 2.2 (Sum of Scores / Number of Items Scored)

2.3 The Natural Environment 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Is there at least one water feature in the park? (e.g. fountain, pond, creek, river, lake, etc.) 2. If answered yes to the question above, does the water feature need maintenance and/or upgrades? 3. *Is there ample opportunity for nature observation? (e.g. vistas, overlooks, wildlife observation blinds, pollinator gardens, specialty habitat, etc.) 4. *Is there a variety of landscape types, environments, and vegetation? Does the vegetation provide year-round interest (flowers in the spring and summer, fall color, evergreens, etc.) 5. *Is the park properly designed to mitigate flooding? Is this a floodable park that is working correctly, or are there areas that have issues with standing water long after rain has passed? If any items are scored below a 4, please note the condition/concern here:

Sum of Scores Number of Items Scored Average for Section 2.3 (Sum of Scores / Number of Items Scored)

605

Brownsville Parks, Health, and Recreation Master Plan

2.4 Design Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Rate the design of the light fixtures in the park. 2. Rate the design of the furniture (benches, tables, trash receptacles, etc.) in the park. 3. Rate the general design of the park signage. 4. Rate the general design of the buildings. Is there clear celebration of culture and/or local architecture? 5. *Rate the abundance of trees in the park with respect to visual aesthetics. Is there a good variety of species? Is there diverse seasonal interest such as fall colors or blooming flowers? 6. *Rate the placement of the trees with respect to their function. Are the trees placed so they provide shade in convenient places such as near benches, tables, playgrounds, along the parking lot, etc.? If any items are scored below a 4, please note the condition/concern here:

Sum of Scores Number of Items Scored Average for Section 2.3 (Sum of Scores / Number of Items Scored)

Park Assessment Tool

606

Section 3: Amenities and Programming Keep in mind: Are the park’s amenities high quality? Are they well maintained or in need of upgrades? Does the park provide a diverse range of amenities and programming? Do the amenities and programming support an active and vibrant atmosphere?

•

5 could mean abundant, well provided, high quality, very attractive, excellent condition, strongly agree with the statement, no concerns, true, etc.

•

1 could mean scarce, no provision, low quality, very unappealing, terrible condition, unusable, strongly disagree with the statement, very concerning, absolutely not, etc.

Only include applicable sections in the calculations Sum of the average scores for sections 3.1 - 3.8: Total average score for Section 3: Amenities & Programming:

3.1 Amphitheater/Music/Performance/Event Space Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Rate the condition of the pavement 2. Rate the condition of the seating 3. Rate the condition of the stage 4. Rate the condition of the adjacent supporting infrastructure (e.g. trash receptacles, fencing, shade structures, etc.) 5. Rate the condition of any additional features or equipment related to the amphitheater/music/performance/event space 6. Rate the overall cleanliness of the area 7. *1 Rate the overall attractiveness/aesthetic of the area. 8. *2 Rate the overall function of the space. If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored

Average for Section 3.1 (Sum of Scores / Number of Items Scored) *1 Is it attractive when it’s being used, when it’s not being used, at night, during the day, etc.? *2 Does the space adequately serve its intended purpose and the people who use it? Is there enough supporting infrastructure? 607

Brownsville Parks, Health, and Recreation Master Plan

3.2 Paved Open Space/ Plaza Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Rate the condition of the pavement 2. Rate the condition of the lighting 3. Rate the condition of the adjacent supporting infrastructure (e.g. seating and tables, trash receptacles, fencing, shade structures, etc.) 4. Rate the condition of any additional features related to the paved open space/plaza 5. Rate the overall cleanliness of the area 6. *1 Rate the overall attractiveness/aesthetic of the area. 7. *Rate the overall function of the space. If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored

Average for Section 3.2 (Sum of Scores / Number of Items Scored)

3.3 Skate Park Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Rate the condition of the pavement 2. Rate the condition of the skating infrastructure 3. Rate the condition of the adjacent supporting infrastructure (e.g. seating and tables, trash receptacles, fencing, shade structures, water fountains, etc.) 4. Rate the condition of any additional features related to the skate park 5. Rate the overall cleanliness of the area 6. *1 Rate the overall attractiveness/aesthetic of the area. 7. *2 Rate the overall function of the space. If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored

Average for Section 3.3 (Sum of Scores / Number of Items Scored)

Park Assessment Tool

608

3.4 Dog Park Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Rate the condition of the pavement 2. Rate the condition of the lawn/soft surface areas 3. Rate the condition of the dog play equipment 4. Rate the condition of the adjacent supporting infrastructure (e.g. seating, trash receptacles, pet waste stations, water fountains, fencing, shade structures, etc.) 5. Rate the condition of any additional features related to the dog park 6. Rate the overall cleanliness of the area 7. *1 Rate the overall attractiveness/aesthetic of the area. 8. *2 Rate the overall function of the space. If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored

Average for Section 3.4 (Sum of Scores / Number of Items Scored)

3.5 Nature Park Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Rate the condition of the trails 2. Rate the condition of the lighting 3. Rate the condition of the adjacent supporting infrastructure (e.g. seating, trash receptacles, trail signage, etc.) 4. Rate the condition of any additional features related to the nature park (e.g. bird blinds, observation areas, etc.) 5. Rate the overall cleanliness of the area 6. *1 Rate the overall attractiveness/aesthetic of the area. 7. *2 Rate the overall function of the space. If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored

Average for Section 3.5 (Sum of Scores / Number of Items Scored) 609

Brownsville Parks, Health, and Recreation Master Plan

3.6 Splash Pad Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Condition of the water features. Are they working correctly? Are upgrades or refurbishments needed? 2. Rate the condition of the pavement 3. Rate the condition of the adjacent supporting infrastructure (e.g. benches, shade structures, trash receptacles, etc.) 4. Rate the condition of any additional features related to the splash pad 5. Rate the overall cleanliness 6. *1 Rate the overall attractiveness/aesthetic of the area. 7. *2 Rate the overall function of the space. If any items are scored below a 4, please note the condition/concern here:

Sum of Scores Number of Items Scored

Average for Section 3.6 (Sum of Scores / Number of Items Scored)

3.7 Picnic Area Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Rate the condition of the pavement 2. Rate the condition of the furniture 3. Rate the condition of the adjacent supporting infrastructure (e.g. barbecue pits, shade structures, trash receptacles, etc.) 4. Rate the condition of any additional features related to the picnic area 5. Rate the overall cleanliness of the area 6. *1 Rate the overall attractiveness/aesthetic of the area. 7. *2 Rate the overall function of the space. If any items are scored below a 4, please note the condition/concern here:

Sum of Scores Number of Items Scored

Average for Section 3.7 (Sum of Scores / Number of Items Scored) Park Assessment Tool

610

3.8 Trail/Path Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Rate the condition of the paved trails and pathways. Are the paths free of excessive cracks and obstructions? 2. Rate the condition of the soft surface (not concrete) trails and paths. Have the paths been affected by erosion? Are they free of obstructions? 3. Rate the condition of the adjacent supporting infrastructure (e.g. pathway lighting, trash receptacles, benches, signage, etc.) 4. Rate the connectivity within the park and to larger active transportation networks Do the trails and paths provide connections to major destinations within the park? Do the trails and paths provide connections to larger trail networks? 5. Rate the overall cleanliness of the area 6. *1Rate the overall attractiveness/aesthetic of the area. 7. *2 Rate the overall function of the space. If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored

Average for Section 3.8 (Sum of Scores / Number of Items Scored)

3.9 Tennis/ Pickleball Court Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

If there is more than one court, evaluate the overall conditions of all the courts and note any concerns related to specific courts. 1. Rate the condition of the court surfacing and striping 2. Rate the condition of the netting 3. Rate the condition of the fencing (if applicable) 4. Rate the condition of the adjacent supporting infrastructure (e.g. lighting, benches/bleachers, shade, trash receptacles, etc.) 5. Rate the overall cleanliness 6. *1 Rate the overall attractiveness/aesthetic of the area. 7. *2 Rate the overall function of the space. Are there enough courts to meet community demand?

If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored

Average for Section 3.9 (Sum of Scores / Number of Items Scored) 611

Brownsville Parks, Health, and Recreation Master Plan

3.10 Basketball Court Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

If there is more than one court, evaluate the overall conditions of all the courts and note any concerns related to specific courts.

1. Rate the condition of the court surfacing and striping 2. Rate the condition of the goals 3. Rate the condition of the fencing (if applicable) 4. Rate the condition of the adjacent supporting infrastructure (e.g. lighting, benches/bleachers, shade, trash receptacles, etc.) 5. Rate the overall cleanliness 6. *1 Rate the overall attractiveness/aesthetic of the area. 7. *2 Rate the overall function of the space. Are there enough courts to meet community demand?

If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored

Average for Section 3.10 (Sum of Scores / Number of Items Scored)

3.11 Volleyball Court Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

If there is more than one court, evaluate the overall conditions of all the courts and note any concerns related to specific courts.

1. Rate the condition of the court surfacing/sand 2. Rate the condition of the net 3. Rate the condition of the fencing (if applicable) 4. Rate the condition of the adjacent supporting infrastructure (e.g. lighting, benches/bleachers, shade, trash receptacles, etc.) 5. Rate the overall cleanliness 6. *1 Rate the overall attractiveness/aesthetic of the area. 7. *2 Rate the overall function of the space. Are there enough courts to meet community demand?

If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored

Average for Section 3.11 (Sum of Scores / Number of Items Scored) Park Assessment Tool

612

3.12 Soccer/ Football/ Field Hockey/ Lacrosse Field Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

If there is more than one court, evaluate the overall conditions of all the courts and note any concerns related to specific courts.

1. Rate the condition of the turf. Are there any bare areas or areas that are consistently flooded? 2. Rate the condition of the net 3. Rate the condition of the fencing (if applicable) 4. Rate the condition of the adjacent supporting infrastructure (e.g. lighting, benches/bleachers, shade, trash receptacles, etc.) 5. Rate the overall cleanliness 6. *1 Rate the overall attractiveness/aesthetic of the area. 7. *2 Rate the overall function of the space. Are there enough courts to meet community demand?

If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored

Average for Section 3.12 (Sum of Scores / Number of Items Scored)

3.13 Swimming Pool Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Rate the condition of the pool. Is the infrastructure in good condition, are the chemicals kept in balance, the temperature consistent, etc. 2. Rate the condition of the pavement/surfacing surrounding the pool 3. Rate the condition and cleanliness of the locker rooms 4. Rate the condition of the adjacent supporting infrastructure (e.g. lane lines, lifeguard stands, first aid equipment, benches/bleachers, shade, trash receptacles, etc.) 5. Rate the overall cleanliness 6. *1 Rate the overall attractiveness/aesthetic of the area. 7. *2 Rate the overall function of the space.

If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored

Average for Section 3.13 (Sum of Scores / Number of Items Scored) 613

Brownsville Parks, Health, and Recreation Master Plan

3.14 Baseball/ Softball Field Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

If there is more than one court, evaluate the overall conditions of all the courts and note any concerns related to specific courts. 1. Rate the condition of the infield dirt 2. Rate the condition of the outfield turf 3. Rate the condition of the bases and pitching mound 4. Rate the condition of the dugouts 5. Rate the condition of the fencing and backstop 6. Rate the condition of the adjacent supporting infrastructure (e.g. lighting, benches/bleachers, shade, trash receptacles, etc.) 7. Rate the overall cleanliness 8. *1 Rate the overall attractiveness/aesthetic of the area. 9. *2 Rate the overall function of the space. Are there enough courts to meet community demand?

If any items are scored below a 4, please note the condition/concern here:

Sum of Scores Number of Items Scored

Average for Section 3.14 (Sum of Scores / Number of Items Scored)

Park Assessment Tool

614

3.15 Open Green Space Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. *Rate the condition of the lawn Are there any bare areas in the lawn? Is it kept mowed to an appropriate length? 2. Rate the condition of the irrigation system (if applicable) Is everything functioning correctly and does the irrigation system adequately water the entire lawn? 3. *Rate the health of the trees and natural vegetation 4. Rate the condition of the adjacent supporting infrastructure (e.g. benches, shade, trash receptacles, etc.) 5. Rate the overall cleanliness 6. *1 Rate the overall attractiveness/aesthetic of the area. 7. *2 Rate the overall function of the space.

If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored

Average for Section 3.15 (Sum of Scores / Number of Items Scored)

3.16 Play Equipment Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

If there is more than one set of play equipment, evaluate the overall conditions and note any concerns related to specific pieces of equipment.

1. Rate the condition of the play equipment. Is it in good visual/working condition or in need of upgrades and maintenance? 2. Rate the condition of the fall surfaces 3. Rate the accessibility and all-inclusiveness of the play equipment. Is the equipment designed so that all users can enjoy it, regardless of ability? Are there engaging play opportunities for people of all ages at the park? 4. Rate the condition of the adjacent supporting infrastructure (e.g. benches, shade, trash receptacles, etc.) 5. Rate the overall cleanliness 6. *1 Rate the overall attractiveness/aesthetic. 7. *2 Rate the overall function.

If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored

Average for Section 3.16 (Sum of Scores / Number of Items Scored) 615

Brownsville Parks, Health, and Recreation Master Plan

3.17 Fitness Station Condition & Quality 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Rate the condition of the equipment. Is the equipment in good visual/working condition or in need of upgrades and/or maintenance? 2. Rate the condition of the paving 3. Rate the accessibility and all-inclusiveness of the fitness equipment. Is the equipment designed for all users, regardless of ability? Are there engaging fitness opportunities for people of all ages at the park? 4. Rate the condition of the adjacent supporting infrastructure (e.g. water fountains, benches, shade, trash receptacles, etc.) 5. Rate the overall cleanliness 6. *1 Rate the overall attractiveness/aesthetic. 7. *2 Rate the overall function of the fitness equipment.

If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored

Average for Section 3.17 (Sum of Scores / Number of Items Scored)

3.18 Atmosphere & Programming Opportunities 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. *Is the park active with visitors throughout the morning, day, and evening? 2. *Is the park flexible in accommodating multiple uses? 3. *Is the site meeting the needs of organized programs? 4. *Are there active areas near the park edge to create an inviting view from the street and encourage people to enter? 5. Are areas of activity clustered together to encourage greater informal surveillance? 6. If there are buildings, does the organization of the interior space support the building’s intended function? If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored

Average for Section 3.18 (Sum of Scores / Number of Items Scored)

Park Assessment Tool

616

Section 4: Supporting Infrastructure Keep in mind: Supporting infrastructure can include things such as benches, seating, tables, shade structures, signage, drinking fountains, restrooms, trash receptacles, lighting, etc. Does the supporting infrastructure add to the park experience rather than take away from it? Too much supporting infrastructure and too little infrastructure can detract from the park experience. Only include applicable sections in the calculations Total average score for Section 4: Supporting Infrastructure

4.1 General Supporting Infrastructure 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Are park signs displayed with the park name, hours, user and pet-related rules, relevant maps, etc. in both English and Spanish? 2. Are there drinking fountains in the park and are they maintained and functioning? 3. *Are there enough comfortable places to sit considering the number of visitors and the park’s uses? 4. *Are there permanent restrooms that are usable, unlocked, reasonably maintained, and sufficient in size for the scale of the park? 5. *Are there a sufficient number of trash and recycling receptacles? 6. *Are the trash and recycling receptacles cleaned out on a regular basis to prevent trash overflow? 7. If the park contains an extensive trail system, is there clear directional signage that also indicates the direction to exits within the park (in both English and Spanish)? 8. Are the sidewalks and paths in good condition, without significant cracks or obstructions? 9. Is the parking lot in good conditions, without significant cracks? 10. *Is the parking lot a sufficient size considering the number of visitors and the park’s uses? If any items are scored below a 4, please note the condition/concern here:

Sum of Scores Number of Items Scored Average for Section 4.1 (Sum of Scores / Number of Items Scored)

617

Brownsville Parks, Health, and Recreation Master Plan

Section 5: Health & Community Keep in mind: Does the park promote physical, social, and environmental health in various ways? Are there opportunities to engage in healthy activities regardless of season, ongoing sports leagues, ability, age, and background? Sum of the average scores for sections 5.1 – 5.4 Total average score for Section 5: Health and Community

5.1 Physical Health 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Does the park promote a variety of health and wellness opportunities beyond just walking and running? 2. *Are there two to three accessible fitness opportunities for children, regardless of the season and separate from organized leagues? 3. *Are there two to three accessible fitness opportunities for teenagers, regardless of the season and separate from organized leagues? 4. *Are there two to three accessible fitness opportunities for adults, regardless of the season and separate from organized leagues? 5. *Are there two to three accessible fitness opportunities for seniors, regardless of the season and separate from organized leagues? If any items are scored below a 4, please note the condition/concern here:

Sum of Scores Number of Items Scored Average for Section 5.1 (Sum of Scores / Number of Items Scored)

Park Assessment Tool

618

5.2 Social Health 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. *Does the park provide a variety of and enough gathering spaces with the infrastructure to support gathering (e.g. man-made shelters, natural shade, paved areas, seating, tables, etc.)? 2. Does the park promote social equity, meaning the park is high quality and accessible and enjoyable for all users regardless of the park’s location or the users’ abilities and interests? 3. Is there “hostile architecture” anywhere in the park? If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored Average for Section 5.2 (Sum of Scores / Number of Items Scored)

5.3 Environmental Health 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Does the park promote conservation practices? 2. Does the park promote environmental resilience (e.g. flood mitigation strategies, permeable paving, bioswales or rain gardens, diverse vegetation, etc.)? 3. Does the park provide various opportunities for people to connect with and learn about nature? If any items are scored below a 4, please note the condition/concern here: Sum of Scores Number of Items Scored Average for Section 5.3 (Sum of Scores / Number of Items Scored)

619

Brownsville Parks, Health, and Recreation Master Plan

Section 6: Safety Keep in mind: Does the park ensure a safe environment at all times of the day? Does the park put people at ease or create a sense of uneasiness within visitors? Does it encourage visitors to participate in informal surveillance, keeping an eye out for the safety of their community? Are pedestrians safe from vehicular traffic? Total average score for Section 6: Safety

6.1 Overall Safety 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. *Is the park lighted appropriately for use at night? 2. *Is there appropriate shelter in case of bad weather? 3. Is the surrounding area free of derelict land or buildings? 4. Are there appropriate traffic calming measures (e.g. narrow streets, speed bumps, planted circles, and/or other obstructions to slow drivers) to ensure the safety of pedestrians and cyclists where cars are permitted in the park? 5. Do pedestrians have the ability to see ahead for a generous distance on primary routes? 6. Do people have the ability to see into and out of the park from most areas and all primary destinations? 7. Does the park’s design minimize isolated areas within the park? 8. Are the trails continuous and do they lead people to specific destinations opposed to leading to a dead end in a deserted area? 9. *Is evidence of alcohol/substance abuse in areas adjacent to the park and within the park kept to a minimum? 10. *Is evidence of unauthorized camping or vagrancy in areas adjacent to the park and within the park kept to a minimum? 11. *Does the park feel safe at various times throughout the day? 12. *Is the park regularly active with visitors? If any items are scored below a 4, please note the condition/concern here:

Sum of Scores Number of Items Scored

Average for Section 6.1 (Sum of Scores / Number of Items Scored)

Park Assessment Tool

620

Section 7: Park Maintenance & Operations Keep in mind: Is the park well maintained and maintained on a regular basis? Is care and attention given to seasonal maintenance such as ensuring the splash pad works prior to the summer season or the landscaping is taken care of regularly? Is the park easy to maintain and operate? Sum of the average scores for sections 7.1 – 7.3: Total average score for Section 7: Park Maintenance & Operations:

7.1 General Maintenance 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. *Are the entrances well maintained, meaning care and attention is given to gates, plantings, ground surfaces, and/or signage? 2. *Is any graffiti or vandalism cleaned in a timely manner? 3. *Is the park’s equipment, supporting facilities, and amenities repaired in a timely manner? 4. *Are the planting beds maintained? Consider neatness, debris, litter, overgrown grass and weeds, and the need for pruning. 5. *Is the park free of excessive litter? 6. *Is the park free of animal waste? 7. *Is the park regularly cleaned and maintained, with appropriate maintenance frequency for weekly needs (e.g. emptying trash receptacles) and seasonal needs (e.g. ensuring the splash pad is ready for the warm season)? 8. *Is there visual evidence of regular site management and maintenance? If any items are scored below a 4, please note the condition/concern here:

Sum of Scores Number of Items Scored Average for Section 7.1 (Sum of Scores / Number of Items Scored)

621

Brownsville Parks, Health, and Recreation Master Plan

7.2 General Maintenance 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Is there any obvious need for structural repairs? 2. Is there any obvious need for repairs to the building shell? 3. Are the mechanical, electrical, and plumbing systems in working order? If any items are scored below a 4, please note the condition/concern here:

Sum of Scores Number of Items Scored Average for Section 7.2 (Sum of Scores / Number of Items Scored)

7.3 Operations 5 is the highest possible quality rating, 1 is lowest possible quality rating

Score

1. Does the park exhibit appropriate branding? 2. Is the park easy to supervise and manage? 3. Is the operation and maintenance system/schedule effective? 4. Is the park being marketed effectively? If any items are scored below a 4, please note the condition/concern here:

Sum of Scores Number of Items Scored Average for Section 7.3 (Sum of Scores / Number of Items Scored)

Park Assessment Tool

622

E Mobile Recreation Unit at Oliveira Park

Park Design Manual

Chapter Contents • • • •

How to Use This Guide General Guidelines Local Parks City-Wide Parks

The Design Manual serves as a baseline framework to guide the planning, design, and construction of park development. This appendix provides additional strategies that enhance the City’s approach to creating high-quality, connected, and accessible public spaces.

How to Use This Guide This document is intended for use by developers, designers, and contractors in the City of Brownsville. It aids in the planning, design, and construction process by setting clear expectations for parks, trails, and open space improvements. While these guidelines establish a minimum baseline for development and should be adapted to specific conditions, they do not replace existing standards. Instead, they provide a complementary resource to ensure cohesive and high-quality public realm enhancements with an emphasis on human health and wellbeing, and ecological resilience. The City of Brownsville will not accept maintenance of park improvements that do not meet these guidelines and standards, and all standards are subject to change. Park Typology Parks provide varying levels of service depending on their size, amenities, and location. As such, the design of each park should reflect its intended level of service. This design manual is aligned with the proposed park typology outlined in the Brownsville Master Plan It provides guidance based on the following typology categories: Classification

Undeveloped parkland refers to open space, urban infill parcels, or brownfield sites that are owned by the Parks and Recreation Department but have not yet been developed into usable parkland. These properties provide important opportunities for future park expansion, ecological restoration, and community-serving amenities. While properties under this classification are not designed or equipped for public use, they represent a valuable land resource that can be strategically transformed into accessible, functional, and sustainable park spaces as community needs and funding allow.

Typologies Pocket Park

Local Parks

Neighborhood Park Community Park Regional Park

City-Wide Parks

Specific Use Park Linear Park

Undeveloped Parkland 625

Open Space Urban Infill Brownfield

Charles M. Cabler Sr. Park

Brownsville Parks, Health, and Recreation Master Plan

General Guidelines Certain design strategies and characteristics are general enough to be applied to most parks throughout the city. These guidelines will help with the development of a cohesive, high-quality park system that responds to community, health and wellness, and ecological resilience needs. Site Selection & Characteristics: • Park location should be compatible with existing and planned land uses, as well as other nearby parks and open spaces within the service area. • Prioritize park development in neighborhoods with the lowest canopy cover, highest flood risk, and greatest health disparities to ensure all residents have equitable access to a safe, welcoming park. Reference the needs assessment in Chapter 3 for guidance.

• Where possible, ensure floodplain and riparian areas are preserved to the greatest extent possible with any uses within these areas being appropriate. • When possible, design parks and greenways to connect with larger habitat areas and ecological corridors. These linkages support wildlife movement and create opportunities for naturebased recreation and education. Access & Circulation: • Ensure street access with an ADA compliant sidewalk is available on at least one side of the park's property line. When possible, parks should be connected to one another using pedestrian networks.

• Evaluate existing pedestrian networks for potential connections to the park. If no pedestrian networks exist, provide infrastructure that could support the development of future connections. • Identify where additional safety infrastructure (e.g. crosswalks, lighted signals) may be needed to ensure safe pedestrian access to the park. • Walkways, paths, and trails should be clearly identifiable with wayfinding signage and provide clear and safe access to various facilities and amenities throughout the park. • Utilize adequate evening/night time lighting that is safe, low-glare, and wildlife friendly. Reduce light pollution where possible.

• Parks should be centrally located based on the population density of the intended service area and greatest needs. • When appropriate, consider any existing pedestrian, bike, and public transportation infrastructure as part of the site selection process. Prioritize sites with greater potential for multi-modal and active transportation access. • When appropriate, locate new parks adjacent to other publicly accessible sites (e.g. schools, hospitals, municipal buildings). • Ensure the site's soils are not contaminated and are able to sustain landscape plantings and drain properly. • Limit development on prime farmland or ecologically significant areas unless the goal is to conserve these areas as part of the park. ADA Accessible Playground at Morningside Park

Design Manual

626

ADA Accessibility • Sidewalks should be designed with a minimum width of 48 inches wide. See "Health and Wellness" for minimum widths for multi-use trails. • Playgrounds should provide wheelchair accessible entrances, both to the play area and the equipment itself. • Ensure fall surfacing around the playground complies with industry standards for accessibility, prioritizing materials such as pour in-place rubber mats or artificial grass with rubber in-fill. • Provide amenities that appeal to a wide range of user groups and consider how the park can cater to all residents, regardless of age, physical ability, and cognitive ability.

Programming, Facilities, & Amenities: • Provide facilities throughout the park that respond to the community's needs. Reference Brownsville's Park, Health, and Recreation Plan and/or engage with the community for guidance on park programming, facilities, and amenities. • Place critical facilities (restrooms, lighting, utilities) above projected flood elevations or use flood-resilient materials. Boardwalks and trails near wetlands should be elevated and designed for easy repair.

• Prioritize intergenerational and universally accessible programming and facilities. • Work with schools, and cultural organizations to integrate community-led programming into parks. Health & Wellness: • Collaborate with local sports leagues, cycling clubs, walking groups, and other recreation partners to shape spaces that support health and fitness.

• Locate facilities and amenities in places that maximize accessibility and use.

• Provide flexible spaces that support health programs and outdoor wellness events.

• Ensure the adequate availability of amenities such as restrooms, benches, shade, trash cans, picnic tables, etc.

• Incorporate quiet natural areas, shaded seating nooks, and views of water and habitat zones. These restorative environments help reduce stress and improve wellbeing.

• Provide flexible spaces for a wide range of activities and experiences.

• When possible, implement infrastructure to maximize the health benefits of parks by providing diverse opportunities for active recreation. • Multi-use trails should be designed with a minimum width of 8 feet wide. Bike specific trails should be designed with a minimum width of 120 inches where possible. Landscape, Ecological Health & Resilience: • Protect and preserve any ecologically significant areas and habitat zones during park development. • Plant material should be chosen based on function, ecological value, and aesthetics. Favor native and drought-tolerant plants suited to Brownsville’s semi-tropical climate. Prioritize plants that have minimum water and maintenance requirements.

Oliveira Park

627

Brownsville Parks, Health, and Recreation Master Plan

• Implement the principle of "right plant, right place" to ensure longevity of plant material. This means placing plants based on sun, water, spacing, and soil requirements. • Aim to increase biodiversity by planting a wide variety of plant types and species. Each park should aim for at least 3 tree species, 6 shrub species, and 10–12 perennial species. • Where appropriate and in collaboration with partners, incorporate edible plants such as citrus trees to provide fresh food in parks. • Reduce mowing by establishing “No-Mow, Let the Wildflowers Grow” zones. Use signage and low fencing to make these areas feel intentional, and seed them over time with native grasses and wildflowers. • Establish no-mow buffers of at least 50 feet wide along rivers, resacas, and wetlands. Clearly mark these areas with signage and low fencing to communicate their purpose and highlight the benefits of water quality protection. • Increase shade through tree planting, shaded seating, and shelters, especially near playgrounds, trails, and gathering areas. Aim for tree canopy densities of 40% or more, which has a discernible impact on urban heat. Prioritize structural shade over playgrounds and amenities to meet immediate shade needs. • Target tree planting and canopy expansion in heat-vulnerable neighborhoods. Establish a “Shaded Corridors” program along greenways to provide continuous canopy for walkers and cyclists. • Incorporate landscape planters near important facilities (e.g. park entrances, restrooms, pavilions, etc.) to contribute toward city-wide beautification efforts, improve park aesthetics, and increase the ecological benefits of the park.

• Use green stormwater infrastructure (rain gardens, bioswales, permeable paving) to manage stormwater and reduce localized flooding. Design all features to avoid standing water that could support mosquito breeding. • Identify and provide habitat restoration spaces that support future demonstration and educational use.

• Any new park development should include a clear plan for long-term maintenance. Anticipated and deferred maintenance costs must be built into the budgeting process to ensure parks remain safe, functional, and welcoming over time.

• Use educational signage, art, and programming to highlight the role of resacas, wetlands, and native plants in supporting Brownsville’s ecology and resilience. • Identify and provide spaces that support environmental programming. Aesthetics, Design, & Placemaking: • Protect and maintain cultural and historic places. • Create a sense of place by incorporating community identity, culture, and aesthetic into park design. It could be beneficial to engage with the community throughout the design process to gain an understanding of local culture and needs. • When appropriate, incorporate the Parks and Recreation Department's branding standards into any monument, wayfinding, and administrative signage. • Use regional materials and where possible reuse salvaged materials and plants on site. Maintenance & Operations: • Administrative requirements, hours of operation, park rules, and any regulations should be visibly posted near the entrance(s) to the park.

Cabler Park

Design Manual

628

Local Parks Pocket Parks Pocket parks are the smallest type of local park in Brownsville, generally less than an acre, yet they play a big role in promoting community health, wellbeing, and resilience. These spaces can include playgrounds, walking paths, community gardens, shaded seating, or small plazas that encourage physical activity, social interaction, and mental restoration. The defining feature of pocket parks is their ability to serve diverse users within a small footprint.

Size & Property Recommendations:

Area

1/4 to 1 acre

In addition to supporting health and wellness, pocket parks are ideal for small-scale ecological interventions that strengthen neighborhood resilience. Native plantings, pocket prairies, pollinator gardens, rain gardens, and shade trees not only enhance biodiversity but also provide tangible community benefits such as heat relief, improved stormwater management, and more inviting outdoor environments. Even the smallest parks can make a meaningful impact on Brownsville’s ecological and human health.

Street Frontage

40 feet minimum

Depth

100 feet minimum

When considering classification, parks under an acre may be identified as pocket parks if their facilities, amenities, and programming are designed to serve diverse users within a compact space.

Service Area: • 1/2 mile radius.

Target Level of Service: • 0.25 acres per 1,000 residents.

Pocket prairie in Downtown Austin. Source: Central Texas Gardener

Pocket Prairies Composed of native grasses and wildflowers, prairies are natural communities located throughout Texas. They provide many ecological benefits including high species diversity, wildlife habitat, sequestering carbon, cleaning water, and preventing erosion. In small spaces, pocket prairies, or small scale prairies less than the size of an acre, can be created to replicate those benefits, especially in urban or suburban areas where prairies are rarer. Adding pocket prairies to Brownsville's parks would be a great solution to support ecological resilience.

629

Brownsville Parks, Health, and Recreation Master Plan

Location Considerations: • Pocket parks are best centrally located based on the population density of the intended service area, or in quarter mile intervals within residential neighborhoods. • Ensure parks are easily accessible to the service area on foot and, where possible, connected to the existing pedestrian networks. • Avoid placing these parks along heavily traveled and high speed roadways.

Design Considerations: • When planning for the development of new parks, or improvements to existing parks, use culturally competent, bilingual, inclusive, and meaningful public engagement to ensure park updates serve the existing communities. • Parking should be minimal or even restricted to on-street parking since the service area lives within a walkable distance to the park. • Safe pedestrian access should be provided to the park and throughout the park’s entire service area including sidewalks and designated crosswalks where necessary. • Install small monument signage to identify the park and administrative signage to inform residents of the park’s hours and rules. • Provide protection from the sun throughout the park and along pathways. Prioritize shade trees, but use shade structures where appropriate.

Ecological Health & Resilience: • Where appropriate, incorporate community gardens or small habitat restoration zones to engage residents in stewardship. • Use layered planting with groundcovers, perennials, shrubs, and small trees to maximize habitat in limited space.

Ben E. Fisher Park

Pocket Park Amenities: Pocket parks provide various amenities depending on the community’s needs. One neighborhood may prefer a playground while another prefers a community garden. The following amenities are common in pocket parks, but additional amenities may be required in order to properly serve the community. • General: » Passive Amenities: Bike racks, picnic tables, benches, trashcans, water fountains, walking paths, and shaded seating areas. » Cultural & Educational: Monuments, murals, mosaics, memorials, sculptures, and educational signage (when appropriate). » Pet Friendly: Pet waste and hydration stations.

» Evening Activation (where appropriate): Adequate evening/night time lighting that is safe, low-glare, and dark sky and wildlife friendly. » Accessibility: ADA accessible walkways and amenities. • Health & Wellness: » Physical Health {

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Small-Scale Fitness: Bodyweight exercise stations (pull-up bars, step platforms) designed for multiple ages and abilities. Open Lawn / Flex Space: Flexible turf area for stretching, yoga, picnics, and informal play. Climbing & Balance Features: Low-scale boulders, climbing logs, or balance beams for children and adults.

• Select native, pollinator-friendly species suited to Brownsville’s semi-tropical climate. Design Manual

630

{

Play: Age-appropriate, modular play structures that fit within small footprints. Use natural materials where possible and include fall surface, shade structures, and equipment for various age groups. Small Court Sport & Games: Mini basketball half-court, pickleball markings or courts, tennis, and/or multifunctional game spaces. Water Play: Small splash pad or mist feature. Healthy Food: Small community garden and fruit trees. Consider adding a Little Free Pantry program which includes a small, outdoor box where community members can freely take or give food to help neighbors in need.

Monte Bella Trails Park

631

Brownsville Parks, Health, and Recreation Master Plan

» Mental Health {

• Water Feature: Small fountains or reflective pools to enhance soundscape and provide calming visual interest.

Social Cohesion • Gathering Spaces: Small plazas/ placitas, small pavilions, benches, barbecue areas, and picnic areas to encourage social interaction.

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• Spaces for Solitude: Small secluded seating alcoves or pocketed garden areas for quiet contemplation. • Ecological Health & Resilience » Biodiversity & Habitat Support {

{

Structural Habitat Supports: Bird houses, bat boxes, pollinator hotels, or small log piles to provide shelter in compact spaces. Habitat & Water Quality: Pocket prairies, pollinator gardens, rain gardens.

HERITAGE PARK

Spotlight Project Type of Park

Designer

Pocket Park

Henry Schmidt

Size

Date Established

1 acre

2018

Texas Ecoregion

Location

Central Great Plains

202 S. Oakes St.,

Edwards Plateau

San Angelo, TX, 76903

Context

Heritage Park offers a welcoming green space for both residents and visitors seeking a quiet, shaded space in Downtown San Angelo, TX. This small but vibrant park functions as a social hub, promoting human health and wellness by encouraging outdoor activity, community connection, and daily interaction with nature. Downtown workers stop at the shady park for lunch and families attend concerts and other performances at the park’s stage. The park features educational elements including a bronze statue of a rancher and his horse to honor the city’s early

pioneers, and local schools regularly use the space to connect students to San Angelo’s heritage through hands-on learning and storytelling. Environmental consideration shaped the park's design. A spring-like water feature in the park uses recycled water to provide a cooling, sensory experience. The park holds national registration as a monarch feeding station, with native plants supporting pollinators. Additionally, a vintage cistern replica, made out of recycled wood, educates visitors about capturing rainwater, blending education with sustainable practice.

Urban

Park Amenities Educational elements

Shade structure

Monarch waystation

Water feature

Native plantings

Wifi

Sculptures

Vintage cistern

Vintage wooden cistern

Artistic shade structure

Brick wall memorial with names of early pioneers Native flowering plants for monarch waystation Heritage Park. Source: Texas Historical Commission

Neighborhood Parks Neighborhood parks are mid-sized local parks that typically serve one or two neighborhoods, providing a balance of recreation, social connection, and ecological value. These parks play an important role in supporting community health and wellness by offering a variety of amenities such as playgrounds, walking paths, shaded seating, picnic areas, fitness stations, and sports facilities like basketball courts or practice fields. With space to accommodate multiple user groups, neighborhood parks are designed to promote physical activity, encourage social gathering, and offer restorative environments close to home.

Size & Property Recommendations:

In addition to recreation, neighborhood parks are well-suited to enhance ecological resilience at the community scale. Features such as native plantings, shade trees, pollinator gardens, rain gardens, and bioswales can improve air quality, manage stormwater, reduce urban heat, and provide habitat for local wildlife. These ecological interventions not only strengthen the health of the environment but also contribute to community wellbeing by creating cooler, greener, and more resilient places for residents to enjoy.

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When considering classification, a park is typically classified as a neighborhood park when it falls within a mid-sized acreage range, however, classification should also consider the park's facilities, amenities, and intended user groups. Area

1.01 to 10 acres

Street Frontage

100 feet minimum

Depth

100 feet minimum

Service Area: • 1/2 mile radius.

Target Level of Service: • 1 acre per 1,000 residents.

Brownsville Parks, Health, and Recreation Master Plan

Picnic tables at Dean Porter Park.

Passive vs Active Recreation Parks provide various opportunities for recreation that serve a range of interests for a local community. Recreational activities can be categorized into active or passive recreation. Active recreation features structured, high energy activities that may use sports equipment, occur at specific recreational sites, like a field, or focus on fitness and health. Examples might include swimming, pickleball, or hiking. Passive recreation, like fishing, birdwatching, or picnicking, involves more leisure activities and often occurs in natural environments.

Location Considerations: • Neighborhood parks are best centrally located based on the population density of the intended service area, or in quarter mile intervals within residential neighborhoods. • Ensure parks are easily accessible to the service area on foot and, where possible, connected to the existing pedestrian networks. • Avoid placing these parks along heavily traveled and high speed roadways.

Design Considerations:

• Incorporate landscape plantings in a way that enhances the park’s ecology, function, and aesthetics. Locate plantings near park entrances and major facilities. • Use layered planting with groundcovers, perennials, shrubs, and small trees to maximize habitat in limited space.

Neighborhood Park Amenities:

• Parking should be provided but minimized to prioritize pedestrian access.

» Cultural & Educational: Monuments, murals, mosaics, memorials, sculptures, and educational signage (when appropriate).

» Facilities: Restroom facilities designed for park size and projected users.

» Pet Friendly: Small areas or enclosures that are dog-friendly, including waste and hydration stations.

• Connect neighborhood parks to one another and nearby pocket parks through trail systems where opportunities exist to do so.

» Evening Activation: Adequate evening and night time lighting that is safe, low-glare, and dark sky and wildlife friendly.

• Install small monument signage to identify the park and administrative signage to inform residents of the park’s hours and rules.

» Accessibility: ADA accessible walkways and amenities.

• Provide both active and passive recreation opportunities in park design.

Ecological Health & Resilience: • Where appropriate, incorporate community gardens or small habitat restoration zones to engage residents in stewardship.

{

• General: » Passive Amenities: Bike racks, picnic tables, benches, trashcans, water fountains, walking paths, and shaded seating areas.

• Provide protection from the sun throughout the park and along pathways. Prioritize shade trees but use shade structures where appropriate.

{

• Select native, pollinator-friendly species suited to Brownsville’s semi-tropical climate.

• When planning for the development of new parks, or improvements to existing parks, use culturally competent, bilingual, inclusive and meaningful public engagement to ensure park updates serve the existing communities.

• Safe pedestrian access should be provided to the park and throughout the park’s entire service area including sidewalks and designated crosswalks where necessary.

{

» Connections: Where appropriate, trailheads to city-wide trail systems or nearby parks. • Health & Wellness: » Physical Health {

Walking Path: Short, ADA accessible pathways for walking or jogging, ideally forming a loop for repeated use. Include distance markers and stretching areas if space allows.

{

Fitness Stations: Bodyweight exercise stations (pull-up bars, step platforms) designed for multiple ages and abilities. Open Lawn / Flex Space: Flexible turf area for stretching, yoga, picnics, and informal play. Climbing & Balance Features: Low-scale boulders, climbing logs, or balance beams for children and adults. Play: Age-appropriate play structures that include fall surface, shade structures, and equipment for various age groups. Court Games & Sports: Basketball, tennis, volleyball (sand or court), pickleball markings or courts, and/or multifunctional game spaces. Field Sports: Limited sports field(s) for informal play or practice. Water Play & Sports: Small splash pad or small community pool. Healthy Food: Community garden, food forest and beekeeping. Consider adding a Little Free Pantry program which includes a small, outdoor box where community members can freely take or give food to help neighbors in need.

» Mental Health {

Social Cohesion • Gathering Spaces: Mid-sized pavilions, seating areas, barbeque areas, and picnic areas to encourage social interaction. • Flexible Market Space: Area for pop-up markets and/or weekly farmers markets.

Design Manual

634

{

Mental Restoration • Sensory Areas: Sensory play areas and/or gardens with fragrant, colorful, and tactile plants to engage senses and provide calming effects. • Shade: Locate shade trees near seating, pathways, and play areas to reduce heat exposure. Consider shade groves and the use of structural shade features. • Water Feature: Small fountains or reflective pools to enhance soundscape and provide calming visual interest. • Spaces for Solitude: Small secluded seating alcoves or pocketed garden areas for quiet contemplation. • Trees: Trees offer benefits for mental restoration by reducing stress, improving mood, and attention and concentration.

• Ecological Health & Resilience » Biodiversity & Habitat Support. {

{

Windwood Park

635

Brownsville Parks, Health, and Recreation Master Plan

Structural Habitat Supports: Bird houses, bat boxes, pollinator hotels, or small log piles to provide shelter in compact spaces. Water Quality: Green stormwater infrastructure such as vegetated filter strips, swales, and rain gardens. Habitat Creation: Grassland restoration, pollinator gardens, thornscurb restoration, and stream bank enhancement. Nomow zones can be established to start these efforts.

BERGFELD PARK

Spotlight Project Type of Park

Designer

Neighborhood Park

Land Visions, 2015 update

Size

Date Established

8 acres

1913

Texas Ecoregion

Location

Western Gulf

1510 S College Ave

Coastal Plain

Tyler, TX, 75702

Context

In 2014, Bergfeld Park in Tyler, Texas received a Lone Star Legacy Park award from the American Planning Association, recognizing its historic and ongoing importance to the community. This popular 100-year-old park, located in the center of the city, offers a variety of amenities that draw residents year-round. Features throughout the park support social wellbeing and healthy outdoor living. For community gathering, the park has an amphitheater that seats over 450 people and is used for events like movies and concerts.

Year-round, the park hosts special events, like the Azalea Arts and Craft Fair. Bergfeld Park has ample opportunities for recreation including courts for tennis and pickleball, a perimeter walkway favored by morning walkers, and playgrounds with natural boulder climbing areas for children of all ages and abilities. To cool down from the Texas heat, the park has splash pads, water fountains, and residents can picnic in the lawn areas which are shaded by large trees.

Urban

Park Amenities All age and abilities playgrounds Amphitheater Community events Pickleball courts Playground(s)

Splashpad Tennis courts

Multi-use courts for playing pickleball or tennis

Toddler play area

Expansive amphitheater for local performances

Trail Water feature

Open areas for picnicking

Ample tree canopy coverage provides shade to walking paths and play areas Bergfeld Park. Source: Land Visions

All age and abilities playgrounds featuring a natural boulder climbing area, merry-go-round, and toddler play area.

Community Parks Community parks are the largest local parks in Brownsville, designed to serve several neighborhoods and provide a wide range of recreational opportunities, social spaces, and ecological benefits. These parks play a central role in promoting health and wellness by offering diverse amenities such as playgrounds, walking and jogging trails, shaded seating, picnic areas, fitness stations, and both practice and competition-level sports fields. Many community parks also feature additional assets like splash pads, swimming pools, recreation centers, and event spaces, making them key destinations for community-wide gatherings, leagues, and programs that support physical activity, family fun, and social cohesion.

Size & Property Recommendations:

Beyond recreation, community parks also strengthen ecological resilience on a larger scale. Expansive landscapes allow for substantial native plantings, tree canopy expansion, restored prairie or wetland areas, and the integration of stormwater management strategies. These features enhance biodiversity, reduce urban heat, improve water quality, and create a healthier environment for both people and wildlife. By combining high-quality recreation with ecological stewardship, community parks serve as vital hubs where human wellbeing and environmental resilience grow together.

Service Area:

637

When considering classification, a community park is typically larger in size, with a diverse range of facilities, amenities, and programming that serve multiple neighborhoods and a wide variety of user groups. Area

10.01 to 50 acres

Street Frontage

450 feet minimum

Depth

450 feet minimum

• 1 mile radius.

Target Level of Service: • 2 acres per 1,000 residents.

Brownsville Parks, Health, and Recreation Master Plan

Bioswale in the parking lot of Townwwod Park in Houston, Texas. Source: Texas Commission on Environmental Quality

Green Stormwater Infrastructure Stormwater is traditionally managed through grey infrastructure, a series of drains and pipes that transport water away. Running off roads and parking lots, stormwater often causes flooding and can carry pollution that eventually ends up untreated into local water bodies. Green Stormwater Infrastructure uses nature-based solutions to capture, slow down, and treat stormwater. Examples include rain gardens and bioswales.

Location Considerations: • Community parks are best centrally located based on the population density of the intended service area without overlapping service areas of other community parks. • Parks can be located on busier arterial roads but are best suited for collector roads. Ensure adequate buffer between busier roads and program areas. • Avoid park adjacency to physical barriers such as highways and railroads.

Design Considerations: • When planning for the development of new parks, or improvements to existing parks, use culturally competent, bilingual, inclusive and meaningful public engagement to ensure park updates serve the existing communities. • Parking should be required based on the size and function of each park. • Safe pedestrian access should be provided to the park and throughout the park’s entire service area including sidewalks and designated crosswalks where necessary. • When adjacent to trail corridors, connections should be made to form a pedestrian network, allowing the park to serve as a trail access area or trailhead. • Install monument signage to identify the park and administrative signage to inform residents of the park’s hours and rules. • Incorporate wayfinding signage that identifies pedestrian paths/connections and facility locations. • Provide protection from the sun throughout the park and along pathways. Prioritize shade trees but use shade structures where appropriate.

Ecological Health & Resilience: • Incorporate preservation areas to protect unique terrain, floodplains, or bodies of water. • Where appropriate, incorporate community gardens or habitat restoration zones to engage residents in stewardship. • Incorporate landscape plantings in a way that enhances the park’s ecology, function, and aesthetics. Locate plantings near park entrances and major facilities. • Use layered planting with groundcovers, perennials, shrubs, and small trees to maximize habitat. • Select native, pollinator-friendly species suited to Brownsville’s semi-tropical climate.

» Accessibility: ADA accessible walkways and amenities. » Connections: Where appropriate, trailheads to city-wide trail systems or nearby parks. • Health & Wellness: » Physical Health {

{

Community Park Amenities: Community parks provide the greatest diversity of facilities and amenities. The following amenities are common in community parks, but additional amenities may be required in order to properly serve the community.

{

• General: » Passive Amenities: Bike racks, picnic tables, benches, trashcans, water fountains, walking paths, and shaded seating areas. » Facilities: Permanent restroom facilities designed for park size and projected users. Support facilities and maintenance building for the park. » Cultural & Educational: Monuments, murals, mosaics, memorials, sculptures, and educational signage (when appropriate). » Pet Friendly: Dog-friendly areas, waste and hydration stations.

{

Walking Path: ADA accessible pathways for walking or jogging, ideally forming a loop for repeated use. Include distance markers and stretching areas if space allows. Fitness Stations: Bodyweight exercise stations (pull-up bars, step platforms) designed for multiple ages and abilities. Open Lawn / Flex Space: Flexible turf area for stretching, yoga, picnics, and informal play. Climbing & Balance Features: Low-scale boulders, climbing logs, or balance beams for children and adults. Play: Multiple age-appropriate play structures that include fall surface, shade structures, and equipment for various age groups. Court Games & Sports: Basketball, tennis, volleyball (sand or court), pickleball markings or courts, tennis courts, and/or multifunctional game spaces. Field Sports: Sports field(s) for informal play or practice and game/tournament level facilities where applicable. Water Play & Sports: Small splash pad or small community pool. Healthy Food: Community garden, food forest, and beekeeping.

» Evening Activation: Adequate evening/night time lighting that is safe, low-glare, and dark sky and wildlife friendly.

Design Manual

638

» Mental Health {

Social Cohesion • Gathering Spaces: Medium to large pavilions, seating areas, barbecue areas, and picnic areas to encourage social interaction. • Flexible Market Space: Area for pop-up markets and/or weekly farmers markets. • Community Support: Community resource center or other civic space that serves the local population. Provide free Wi-Fi hubs if useful.

{

Mental Restoration

• Spaces for Solitude: Small secluded seating alcoves or pocketed garden areas for quiet contemplation.

• Sensory Areas: Sensory play areas and/or gardens with fragrant, colorful, and tactile plants to engage senses and provide calming effects. • Shade: Locate shade trees near seating, pathways, and play areas to reduce heat exposure. Consider shade groves and the use of structural shade features. • Water Feature: Fountains or reflective pools to enhance soundscape and provide calming visual interest.

• Trees: Trees offer benefits for mental restoration by reducing stress, improving mood, and attention and concentration. • Ecological Health & Resilience » Biodiversity & Habitat Support {

{

Trail of Texas Trees

639

Brownsville Parks, Health, and Recreation Master Plan

Structural Habitat Supports: Bird houses, bat boxes, pollinator hotels, or small log piles to provide shelter in compact spaces. Water Quality: Green stormwater infrastructure such as vegetated filter strips, swales, and rain gardens. Habitat Creation: Prairies restoration, pollinator gardens, thornscurb restoration, and stream bank enhancement. Nomow zones can be established to start these efforts.

AGGIE PARK

Spotlight Project Type of Park

Designer

Community Park

OJB Landscape

Size 20 acres

Texas Ecoregion

Architecture

Date Established 2022

East Central

Location

Texas Plains

505 George Bush Drive,

Context

College Station, TX, 77840

Urban

Centrally located on Texas A&M’s campus in College Station, Aggie Park offers a space “where nature and the Aggie Spirit intersect 365 days a year.” Completed in 2022, this multipurpose public park features a wide range of amenities that bring together the university community and local residents. For community gathering and recreation, the park’s greenspaces support events, celebrations, play, relaxation, and studying. There are outdoor concerts at the amphitheater and traditions like tailgating occur on the lawns. The park is equipped with a food truck alley and free lawn games—such as

corn hole and croquet. Additional gathering spaces include a garden, pavilion, and plaza, providing comfortable areas for rest and interaction. A defining ecological feature of the park is its large naturalistic lake, which is stocked with bass and trout for fishing, and is accessible by boardwalks and sloped banks. Beyond being a recreational amenity, the lake stores groundwater and reduces flooding during storms. The park also has over 600 trees, including cypress, oaks, elms, and pecans, creating a lush canopy that enhances comfort and ecological resilience.

Park Amenities Amphitheater

Plaza

Boardwalk

Sculptures

Food truck alley

Trails

Garden

Water features

Monuments

Wifi

Amphitheater supporting large events like Aggie Ring Day Meandering walking trails

Mural art

Two-acre lake, regularly stocked with fish

Aggie Park. Source: Midway

Rudder Oak, providing ample shade

City-Wide Parks Regional Parks Regional parks are the largest parks in Brownsville, designed to serve the entire city while also attracting visitors from surrounding communities. These parks offer a wide variety of high-quality facilities and programming, ranging from major sports complexes with competition-level fields to unique destinations like nature preserves. With the capacity to host large events, specialized recreation, and diverse user groups, regional parks provide opportunities for physical activity, cultural celebration, and communitywide connection on a scale unmatched by smaller park types.

Size & Property Recommendations:

Equally important, regional parks present unparalleled opportunities for conservation and nature-based recreation. Expansive landscapes can support restored prairies, wetlands, and woodland, creating vital habitat corridors and enhancing regional biodiversity. Trails for hiking, biking, birding, and nature walks allow residents to connect with the outdoors, while large-scale ecological features such as reforestation, wetland restoration, and floodplain buffers improve water quality, manage stormwater, and reduce heat. By combining recreation, conservation, and community identity, regional parks serve as flagship destinations where health, wellness, and ecological resilience come together for future generations.

641

When considering classification, a regional park is defined by its size and its ability to serve the entire city, either through a diverse range of facilities or the unique qualities that make the park a citywide destination. Area

50.01+ acres

Street Frontage

450 feet minimum

Depth

450 feet minimum

Service Area: • 1 mile radius for daily users but extends throughout and beyond the city for non-daily users.

Target Level of Service: • 3.5 acres per 1,000 residents.

Brownsville Parks, Health, and Recreation Master Plan

Floodplain reforestation efforts supported by volunteers in Central Texas. Source: Treefolks

Floodplain Buffers A floodplain buffer or riparian area is vegetated land next to streams, ponds, lakes, or wetlands that protect water quality and supports ecosystems. Buffers filter pollutants, absorb and slow floodwaters, control erosion, and trap sediment. Made up of native trees and shrubs, they spread floodwaters, recharge groundwater, and provide habitat for wildlife. Their deep roots stabilize soil and act like sponges during heavy rain. Buffers help reduce flood impacts as storms become more common.

Location Considerations: • Regional park location will vary depending on function and available land. • When possible, avoid locating regional parks in close proximity to one another. • Consider adjacent land uses and design parks to use topography to buffer surrounding land uses, especially if undesirable.

Design Considerations: • Provide a large variety of amenities to accommodate diverse needs, and users groups. • Parking should be required based on the size and function of each park while considering the need for additional parking to accommodate out-of-town visitors. • Programming should focus on recreational diversity and include outdoor recreation opportunities where appropriate, such as waterbased recreation and environmental education. • Safe pedestrian access should be provided to the park and throughout the park’s entire service area including sidewalks and designated crosswalks where necessary.

Brownsville Sports Park

Ecological Health & Resilience: • Incorporate preservation areas to protect unique terrain, slopes, floodplains, wildlife habitat, and/ or bodies of water.

• When adjacent to trail corridors, connections should be made to form a pedestrian network, allowing the park to serve as a trail access area or trailhead.

• Incorporate landscape plantings in a way that enhances the park’s ecology, function, and aesthetics. Locate plantings near park entrances and major facilities.

• Install monument signage to identify the park and administrative signage to inform residents of the park’s hours and rules.

• Use layered planting with groundcovers, perennials, shrubs, and small trees to maximize habitat in limited space.

• Incorporate wayfinding signage that identifies pedestrian paths/connections and facility locations.

• Select native, pollinator-friendly species suited to Brownsville’s semi-tropical climate.

Regional Park Amenities: Regional parks can vary greatly in their programming depending on the intended function of the park. The following amenities are common in regional parks, however a regional park may provide one type of amenity (e.g., sports fields) or a combination of several different amenities. • General: » Passive Amenities: Bike racks, picnic tables, benches, trashcans, water fountains, walking paths, and shaded seating areas.

• Provide protection from the sun throughout the park and along pathways. Prioritize shade trees but use shade structures where appropriate.

Design Manual

642

» Facilities: Permanent restroom facilities designed for park size and projected users. Support facilities and maintenance building for the park.

• Health & Wellness: » Physical Health {

» Evening Activation: Adequate evening/night time lighting that is safe, low-glare, and dark sky and wildlife friendly. » Accessibility: ADA accessible walkways and amenities. » Connections: Where appropriate, trailheads to city-wide trail systems or nearby parks.

{

Walking Path: ADA accessible pathways for walking or jogging, ideally forming a loop for repeated use. Include distance markers and stretching areas if space allows.

{

• Water Feature: Views to water bodies or waterways. • Spaces for Solitude: Small secluded seating alcoves or pocketed garden areas for quiet contemplation.

Court & Field Sports: Tournamentquality sports facilities with supporting infrastructure such as bleachers, concession stands, and shade structures.

• Trees: Trees offer benefits for mental restoration by reducing stress, improving mood, and attention and concentration.

Water Play & Sports: Splash pads or aquatic center.

• Ecological Health & Resilience » Biodiversity & Habitat Support {

Social Cohesion

• Flexible Market Space: Area for pop-up markets and/or weekly farmers markets.

Brownsville Parks, Health, and Recreation Master Plan

• Shade: Locate shade trees near seating, pathways, and play areas to reduce heat exposure. Consider shade groves and the use of structural shade features.

Play: Multiple age-appropriate play structures that include fall surface, shade structures, and equipment for various age groups.

Nature-Base Recreation: Hiking, trail running, wildlife viewing areas, canoeing, kayaking, and stand up paddle boarding.

Mental Restoration • Sensory Areas: Sensory play areas and/or gardens with fragrant, colorful, and tactile plants to engage senses and provide calming effects.

Open Lawn / Flex Space: Flexible turf area for stretching, yoga, picnics, and informal play.

• Gathering Spaces & Stage: Large pavilions, seating areas, barbecue areas, picnic areas to encourage social interaction, and amphitheaters with appropriate electrical connections.

643

{

Bike Facilities: Road bike loop, pump track, mountain bike trail and/or skills course.

» Mental Health

Lincoln Park:

• Community Support: Regionalfocused community resource center or other civic space that serves the local population. Provide free Wi-Fi hubs if useful.

{

Water Quality: Green stormwater infrastructure such as vegetated filter strips, swales, and rain gardens. Habitat Creation: Prairie restoration, pollinator gardens, thornscurb restoration, and stream bank enhancement. Nomow zones can be established to start these efforts.

FISCHER PARK

Spotlight Project Type of Park

Location

Regional Park

1935 Hilltop Smt Rd, New Braunfels, TX, 78130

Size 62 acres

Texas Ecoregion Texas Blackland Prairie Edwards Plateau

Fischer Park is the largest park in New Braunfels, Texas, and is a refuge for humans and wildlife. Gathering spaces include large pavilions, an amphitheater, and picnic areas equipped with tables and grills. Two miles of gentle trails attract runners and walkers, while children enjoy multiple all-age playgrounds, an expansive spray ground, and the Dino Dig sand pit. Visitors can fish in several stocked ponds or rent kayaks for recreation. Ecological health and resilience define much of the park’s design. Ponds capture water from splash pads and supply irrigation for the park. Stormwater

Context Urban

management occurs through a detention pond and bioswales, while solar panels on the hilltop pavilion provide sustainable energy. A 30-acre Blackland prairie supports native wildlife and is maintained by volunteers through restoration efforts. The Fischer Nature Education Center offers programming in environmental education such as bird walks, night hikes, camps, and school field trips. Its demonstration garden, a certified monarch waystation, teems with native plants and pollinator habitat.

Park Amenities Amphitheater

Pavilion(s)

Bio-swales

Playground(s)

Dino dig

Prairie restoration

Grills

Water feature

Monarch waystation

Sprayground

Nature Education Center

Trails

Prairie habitat area with walking trails

Large spraygound with a variety of water toys for play and cooling off

Fischer Park. Source: New Braunfels Parks and Recreation Department

Shaded playground with climbing rope equipment

Pavilion for community gathering

Specific Use Parks Specific use parks are designed around a specific purpose, program, or facility, and can vary in size from a quarter-acre up to the scale of a regional park. These parks serve focused interests rather than the full spectrum of neighborhood or community needs, attracting users from across the city who are drawn to the park’s particular function. Amenities and programming are tailored to a single use or theme, which may include dog parks, skate parks, botanical gardens, zoos, pickleball centers, natatoriums, or conservancies. Although specialized in focus, these parks contribute to community health and wellness by providing targeted opportunities for physical activity, social connection, recreation, and learning. By offering dedicated spaces for specific interests, specific use parks complement the broader park system and support diverse ways for residents to engage, play, and enjoy Brownsville’s recreational resources.

645

Size & Property Recommendations: When considering classification, a specific use park is defined by its highly specialized function or program type. Area

1/4 to 50 acres

Street Frontage

40 feet minimum

Depth

100 feet minimum

Service Area: • Throughout and beyond the city limits.

Target Level of Service: • These parks do not contribute to the level of service analysis due to their specialized nature.

Brownsville Parks, Health, and Recreation Master Plan

Source: South Texas Botanical Gardens

Botanical Gardens Botanical gardens are gardens holding large collections of living plants. They focus on the education, research, conservation, and display of plants and often bring attention to rare plants. Urban areas usually house botanic gardens, attracting millions of visitors a year, providing respite from the busy city, and positively impacting mental and physical health. The nearest Botanic Gardens to Brownsville is the South Texas Botanical Gardens and Nature Center in Corpus, Christi, Texas.

Location Considerations: • Specific use park location will vary depending on function and available land. • When possible, avoid locating specific use parks in close proximity to other parks with similar functions.

Design Considerations: • Provide specialized programming that serves a particular purpose for the community (e.g., dog park). • Parking should be required based on the size and function of each park while considering the need for additional parking to accommodate out-of-town visitors. • Safe pedestrian access should be provided to the park and in the surrounding area including sidewalks and designated crosswalks where necessary. • Provide protection from the sun throughout the park and along pathways. Prioritize shade trees but use shade structures where appropriate.

Ecological Health & Resilience: • Incorporate preservation areas to protect unique terrain, slopes, floodplains, wildlife habitat, and/ or bodies of water. • Incorporate landscape plantings in a way that enhances the park’s ecology, function, and aesthetics. Locate plantings near park entrances and major facilities.

Catherine B. Stillman Dog Park

Design Manual

646

Special Use Park Amenities: Specific use parks will vary greatly from one another depending on the intended function of the park. The following amenities are common across all types of specific use parks.

» Nature center

» Connections: Where appropriate, trailheads to city-wide trail systems or nearby parks.

» Tennis center

• Examples of specific use parks include:

• General: » Passive Amenities: Bike racks, picnic tables, benches, trashcans, water fountains, walking paths, and shaded seating areas. » Facilities: Permanent restroom facilities designed for park size and projected users. Support facilities and maintenance building for the park where appropriate. » Evening Activation: Adequate evening/night time lighting that is safe, low-glare, and dark sky and wildlife friendly.

Brownsville Sports Park. Source: City of Brownsville

647

» Accessibility: ADA accessible walkways and amenities.

Brownsville Parks, Health, and Recreation Master Plan

» All-Abilities Focused Activities and Playgrounds

» Conservancy » Natatorium » Softball/baseball complex » Historic site or park

» Amphitheater

» Rock climbing park

» Observatory

» Sport stadium

» Large Dog park

» Theme park

» Skate park

» Golf course

» Bike park

» City plaza or square

» Zoo » Botanical garden

ROUND ROCK PLAY FOR ALL ABILITIES PARK

Spotlight Project Type of Park

Date Established

Specific Use Park

2012

Size

Location

16 acres

151 N A W Grimes Blvd,

Texas Ecoregion

Round Rock, TX, 78664

A one of a kind, award winning park, Play For All Park provides an inclusive recreational experience for children and adults of all abilities. Located in Round Rock, Texas, this popular park was intentionally designed for people of all abilities to have the opportunity to have a fun and safe place to play. Visitors can develop their cognitive and physical skills through the numerous play zones or pods that offer custom experiences. A sensory garden filled with plants allows visitors to engage with their senses. Wheelchair users can enjoy accessible play equipment like the park’s all ability swings.

Texas Blackland Prairies Edwards Plateau

Context Urban

Additional interactive play options include a miniature race track, the child sized Brushy Creek Village, and a tree house for all. In collaboration with local nonprofits and educators, the park hosts events, like sensory-friendly days, and adaptive sports clinics. Visitors to the park have access to the Brushy Creek Trail System where they can connect with nature. Other park amenities include picnic tables, grills, and shade structures.

Park Amenities All Ability Swings

Retreat Pod

All Abilities Playscape

Rock Band Pod

Brushy Creek Village Life Skills Area

Rolling Hill / Performance Lawn

Grills

Sensory Pod

Nature Pod

Shade structures

Picnic table

Trails

Race Track

Trail connecting to the Bushy Creek Trail System

Brushy Creek Village, a tiny, kid-sized town with buildings, roads, and sidewalks

Round Rock Play for all Abilities Park. Source: Play For All Park

Accessible playgrounds featuring equipment designed for physical development Looping race track for bicycling, scootering, rollerblading and wheelchair users

Linear Parks Linear parks, also known as greenways, greenbelts, or trails, are designed along existing corridors such as creeks, rivers, resacas, easements, railroad lines, or former transportation infrastructure. Typically larger than a quarter-acre, these parks provide pathways that connect neighborhoods, parks, civic buildings, cultural landmarks, and other points of interest throughout the city. Linear parks are defined by their elongated layout, offering safe, accessible routes for walking, running, biking, skating, and other forms of active mobility. In addition to promoting physical activity and mobility, linear parks enhance social connection by linking communities and providing spaces for informal gathering and recreation. Where possible, they integrate natural elements such as shade trees, native plantings, and small ecological features to support wildlife and improve the visual and environmental quality of the corridor. By combining connectivity, recreation, and ecological stewardship, linear parks serve as critical arteries that support both human wellness and the broader urban environment in Brownsville.

649

Size & Property Recommendations: When considering classification, a linear park is identified by its elongated layout along a corridor and its primary function of connecting destinations, with size, amenities, and programming supporting mobility and recreation. Area

1/4+ acres

Property Width

20 feet minimum

Property Length

1/4 mile minimum

Service Area: • Throughout and beyond the city limits.

Target Level of Service: • These parks do not contribute to the level of service analysis, therefore no level of service is recommended.

Brownsville Parks, Health, and Recreation Master Plan

Brownsville iNaturalist observation of a Nine-banded Armadillo (Dasypus novemcinctus). Source: Zygy

Habitat Corridors Habitat or wildlife corridors are large natural passageways that allow animals to safely move between habitats. The loss and fragmentation of wildlife habitats, caused by humans, has led to the decline of many wildlife species. Habitat corridors allow wildlife to more easily breed, migrate, and access food and water while avoiding human infrastructure. In Brownsville, linear parks can enhance connectivity for both people and wildlife, promoting access to green spaces and recreational opportunities and supporting the movement and habitat needs of wildlife.

Location Considerations: • Linear park location will vary depending on available land and geography but should be along/near open spaces, wildlife corridors, floodplains along waterways, resacas, easements, and/or other linear elements. • It is recommended that residents be within a 1/4 mile of linear park access.

Design Considerations: • Aim to increase circulation throughout the city for pedestrians and bicyclists, and other forms of active transportation. • Vehicular parking should depend on location and anticipated visitation. Parking should be concentrated at major trail access points whether at a formal trailhead or at existing parks. • Ensure trail width, layout, and material provides a quality experience and allows for pedestrians and bicyclists to enjoy the trail at the same time. • Safe pedestrian access should be provided to the park and throughout the park’s entire service area including sidewalks, entrances, and designated crosswalks where necessary. • Incorporate necessary trail, wayfinding, and educational signage.

Ecological Health & Resilience: • Incorporate preservation areas to protect unique terrain, slopes, floodplains, wildlife habitat, and/ or bodies of water. Preserve existing tree canopy shade features and reduce urban heat.

Southern Pacific Linear Park & Brownsville Historic Battlefield Trail

• Incorporate landscape plantings in a way that enhances the park’s ecology, function, and aesthetics. Locate plantings near park entrances and major facilities.

Linear Park Amenities: Linear parks can be located in both natural and developed areas, but they will generally have minimal amenities along the path. The following amenities are common in linear parks with additional amenities being provided at adjacent local or city-wide parks.

» Cultural & Educational: Monuments, murals, mosaics, memorials, sculptures, and educational signage (when appropriate). » Evening Activation: Adequate evening/ night time lighting that is safe, low-glare, and wildlife friendly. » Accessibility: ADA accessible walkways and amenities. » Connections: Where appropriate, trailheads to city-wide trail systems or nearby parks.

• General:

• Provide habitat corridors and connect parks and points of interest where possible.

» Passive Amenities: Bike racks, benches, trashcans, water fountains, walking paths, and shaded seating areas.

• Protect floodplains and waterways by reducing development impacts and implementing green stormwater infrastructure where possible.

» Facilities: Support facilities and maintenance areas strategically sited along the trail depending on length.

Design Manual

650

• Health & Wellness: » Physical Health {

{

Pathways: Linear trails or pathways suitable for walking, running, biking, and/ or skating. Include distance markers if space allows and stretching areas. Water Based: Water trails for watercraft linking launch areas (non-motorized). Open Lawn / Flex Space: Flexible turf area for stretching, yoga, picnics, and informal play. Play: Mini parks and play zones along the trail. Nature-base Recreation: Wildlife viewing areas.

» Mental Health {

{

Cabler Park

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Shade: Locate shade trees near seating, pathways, and play areas to reduce heat exposure. Consider shade groves and the use of structural shade features. Trees: Trees offer benefits for mental restoration by reducing stress, improving mood, and attention and concentration.

COTTONWOOD CREEK GREENBELT

Spotlight Project Type of Park

Date Established

Linear Park

2017

Size

Location

77 acres,

3925 Bear Creek Lane,

2 miles of trails

Frisco TX, 75034

Texas Ecoregion Texas Blackland Prairies

Context Urban

In 2018, Cottonwood Creek Greenbelt won a Texas Recreation and Parks award for best park design. This linear park features a scenic two-mile paved trail, perfect for walking, jogging, and cycling through its natural surroundings. Expansion of the park continues to allow for more recreational opportunities for the local community. Cottonwood Creek Greenbelt contains several wildlife habitats, including wetlands with wildlife viewing areas, ponds stocked with fish, and Blackland prairie. The park follows a naturalistic maintenance style, with unmowed open wildflower meadows lining the trails.

This green corridor plays an important role in flood management as it resides in a floodplain and floodway area which carries and discharges floodwater. Throughout the park, educational signs inform visitors about the nature in the area. Relatedly, events like bioblitzs, for recording local biodiversity, provide educational opportunities for the community. Other park amenities in the park include a pavilion, benches along the trail, and a shaded playground.

Park Amenities Blackland prairie Pavilion Playground

Ecologically valuable Blackland prairie habitat

Water feature Trails

Multi-use trail for walking, biking, jogging, and wildlife viewing

Cottonwood Park. Source: Visit Frisco

Decorative metal park entrance sign

F Belden Trail

Parkland Dedication Policy Chapter Contents •

Parkland Dedication Policy Recommendations

To provide the highest quality parks for the community, it’s important that the City of Brownsville accepts only high-quality land for parkland dedication, both within the city limits and in its extraterritorial jurisdiction (ETJ). As part of this PHR Master Plan, staff reviewed parkland dedication policies from peer cities and explored industry best practices. Based on this analysis, the following recommendations have been developed to help update the City’s Parkland Dedication Policy, ensuring it aligns with current standards and supports Brownsville’s long-term vision for parks and recreation.

Parkland Dedication Policy Recommendations Section 5.2.3(A) – Parkland Dedication Size Limits

Section 5.2.3 – Fee-in-Lieu Clarification

Strict minimum and maximum size requirements for parkland dedications limit the City’s ability to accept land that meets local needs, whether smaller urban lots or larger regional spaces. Flexibility is needed to support a broader park typology, including pocket parks, plazas, and nature preserves. To allow this flexibility, the following amendment is recommended:

The option to pay a fee in lieu of parkland dedication shall be granted only at the discretion of the Parks and Recreation Department. Clear criteria for granting a fee-in-lieu request should be established, and may include:

The City shall consider parkland dedications of any size that meet public access, connectivity, and usability criteria as outlined in the Parks, Health, and Recreation Master Plan. Dedications smaller than one (1) acre or greater than five (5) acres shall not be automatically excluded. The City may accept such dedications if the land provides value for recreational use, environmental preservation, or fills a geographic service gap.

Section 5.2.3(A) – Require Parks Director Review To ensure that parkland dedications align with community needs and adopted plans, City staff must review proposed dedications before they reach the City Commission. This can be accomplished with the following policy language: Before a plat is submitted to the City Commission for final approval, the proposed parkland dedication must be reviewed by the Parks and Recreation Department. A recommendation of approval, denial, or conditional approval shall be issued by the Parks Director or their designee. No plat shall proceed to the City Commission without such recommendation. This review shall verify compliance with applicable codes and alignment with the adopted Parks, Health, and Recreation Master Plan.

• • •

Section 5.2.4 – Define Standards by Park Types Parkland should be guided by consistent standards tailored to its role in the system—whether serving a neighborhood, citywide function, or ecological need. Codifying typology-based criteria ensures quality and helps manage long-term maintenance and equity. Minimum standards for different park types should be clearly defined to ensure consistency and quality in park development. Aligning these with the PHR Master Plan will guide developers and ensure that new parkland meets community needs, taking into account the following proposed revisions: •

•

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Brownsville Parks, Health, and Recreation Master Plan

Inability of the proposed site to meet park or development standards due to environmental issues Lack of service need in area Alignment with the Parks, Health, and Recreation Master Plan. The City may reserve the right to require land dedication where it better serves the public interest

Section 5.2.4 shall be expanded to include minimum standards for each park type identified in the Parks, Health, and Recreation Master Plan, including but not limited to Neighborhood Parks, Community Parks, Pocket Parks, and Linear Parks. Standards shall address minimum size, access, amenities, and service area Section 5.2.4(B) shall be revised to state: “In addition to the specific standards listed in (A), land dedication shall conform to the principles and recommendations of the City’s Parks, Health and Recreation Master Plan and Comprehensive Plan.”

Section 5.2.4(A)(7) – Include Floodplain Land

Section 5.2.7 – Reference Trail & Connectivity Plans

Recognizing that floodplain areas can provide valuable ecological and recreational benefits, this amendment enables their inclusion in parkland dedications under defined limits. It encourages natural open space preservation while maintaining usable parkland standards. To support this goal, the following language is recommended:

A well-connected trail system is critical to the success of the City’s parks and mobility goals. Aligning parkland dedication with regional plans will strengthen the City’s active transportation network. To achieve this, the policy should be amended as follows:

Up to 25% of the required parkland dedication may consist of land located within the 100-year floodplain, provided the area is accessible, usable for passive recreation, and integrated with the park system through trails or natural features. The remaining 75% of the dedication must meet all active use criteria. Credit for floodplain land shall be calculated at a ratio of 3:1—i.e., three acres of floodplain may be credited as one acre of required parkland.

Section 5.2.4 – Tree Preservation Ordinance References Trees are essential for shade, comfort, and ecological health in parks. Crossreferencing the Tree Preservation Ordinance will help ensure that parkland supports a healthy urban tree canopy. Accordingly, the following amendment is proposed: All parkland dedicated to the City must comply with Article 5, Section 5.1 of the City’s Tree Preservation Ordinance. Existing tree canopy on dedicated parkland shall be preserved to the maximum extent practicable. Removal of significant trees shall be mitigated as outlined in the ordinance. Where new planting is required, species must support long-term shade, habitat, and sustainability objectives consistent with the Parks, Health, and Recreation Master Plan.

Dedication of trails and pedestrian accessways shall comply with and support the implementation of the Sidewalk & Trails Master Plan and the Lower Rio Grande Valley Active Transportation and Active Tourism Plan. Trail dedications must contribute to identified priority connections and include appropriate surfacing, signage, and integration into the regional network.

Section 5.2.7 – Require Safe, Barrier-free Pedestrian Access Safe and equitable access is essential to ensure all residents can reach public parks without physical or environmental hazards. The following language is recommended to increase access to the City’s public parks: Pedestrian access to dedicated parkland must not require crossing hazardous or unsafe barriers such as major arterial roads, railways, canals, or drainage ways unless safe crossings such as signalized intersections, pedestrian bridges, or tunnels are provided. Parkland must be safely accessible to residents by foot and bicycle in accordance with the City’s accessibility and mobility goals.

Parkland Dedication Policy

656

Amend the Parkland Dedication Policy to include Public Art / Signage Incorporating public art and signage into park development creates stronger community identity, improves navigation, and enhances the user experience. To promote this, the following addition is recommended: Parkland dedications shall include, where appropriate, the integration of public art and interpretive signage. Art installations may include murals, sculptures, or interactive features that reflect the cultural character of the surrounding neighborhood. Wayfinding and educational signage shall enhance the usability and identity of the park. Design and placement shall be coordinated with the Parks and Recreation Department.

Amend the Policy to Enable the Sponsorship of Park Amenities Sponsorship of park amenities can provide a valuable source of funding and community involvement without compromising the integrity of public space. The following language is proposed to help guide this approach: The City may allow individuals, businesses, or nonprofit organizations to sponsor specific park amenities or facilities such as playgrounds, gardens, trails, or courts. Sponsorships shall be granted based on tiered funding levels and may include name recognition on a plaque or sign at the site of the sponsored amenity. However, the naming of entire parks shall remain under the authority of the City and must reflect historical, cultural, or locational significance, not commercial sponsorship.

University of Texas Rio Grande Valley Brownsville Campus

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G Mobile Recreation Unit at Oliveira Park

Implementation Plan

Chapter Contents •

Implementation Plan

The Implementation Plan translates the vision of the Parks, Health, and Recreation Master Plan into clear, achievable steps that strengthen community wellbeing. By defining responsible parties, key performance indicators, and estimated effort, cost, and initiation windows, the plan equips City staff and partners with a practical roadmap that supports informed decision-making and steady progress. This structure ensures that every recommendation contributes to a healthier, connected, and sustainable parks and recreation system.

Implementation Plan Understanding the Matrix & Key Definitions The implementation plan translates the Brownsville Parks, Health, and Recreation Master Plan recommendations into a practical roadmap for action. It provides the City with a toolkit for prioritizing projects, allocating resources, and tracking progress toward a healthier, more connected, and resilient community. Each row in the matrix represents a recommendation, organized under its associated guiding principle, objective, and strategy. The columns outline key information that should be used to guide implementation decisions, coordination, and performance tracking. Recommendation The specific initiative to be implemented in order to achieve the associated strategy, objective, and guiding principle.

Effort Level Reflects the amount of coordination, staff time, and resources required to accomplish the recommendation. Low: Streamlined effort that can be achieved with existing staff and resources, or limited additional capacity. Moderate: Collaborative effort that requires coordinated cross-departmental effort or modest external resources. High: Transformative effort that requires large capital or multi-phased implementation. Initiation Window The estimated window for initiating action on the recommendation, based on readiness and resource needs. Immediate (0-2 years): Quick start efforts that can be initiated with existing resources, partnerships, or capacity when timing and priorities allow. Near Term (3-5 years): Early action efforts that require preparatory work or coordination but are feasible once foundational steps are in place. Mid Term (6-10 years): Efforts that build on earlier actions and may depend on additional funding, staffing, or infrastructure. Long Term (10+ years): Transformational initiatives or major projects dependent on capital campaigns, acquisitions, or systemwide readiness. Probable Cost A general estimate of relative investment required to implement the recommendation, inclusive of planning, design, construction, staff time, or program startup costs. $: Less than $100,000. Low-cost initiatives or administrative actions that can typically be implemented with existing resources. Examples include pilot programs, policy updates, or staff training. $$: $100,000 - $1,000,000. Mid-range projects or programs requiring modest capital or multi-year funding. Examples include park upgrades, design guideline development, or small facility improvements. $$$: Greater than $1,000,000. Large-scale projects or systemwide initiatives requiring significant capital and often dependent on external funding, grants, or partnerships. Examples include new park or trail development, recreation facility construction, or land acquisition.

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Brownsville Parks, Health, and Recreation Master Plan

Responsible Parties Departments, divisions, or organizations that support implementation. Responsible parties are organized to reflect implementation roles, not ownership, exclusivity, or formal commitments and may evolve over time as programs, funding, and partnerships change. Lead: The primary City department responsible for advancing the recommendation, including directing staff time, making key decisions, coordinating implementation, and carrying the core responsibility for delivery and outcomes. Support: Other internal City departments that contribute complementary expertise, information, coordination, or resources to assist the Lead but do not direct or own overall implementation. Partnerships: External organizations that may expand the City's capacity, reach, expertise, funding, or community connections to support implementation. Within the matrix, select external partners are named to illustrate institutions with strong alignment, relevance, expertise, or recurring roles related to a recommendations. Other partners are identified using role-based categories to convey the breadth of potential collaborators and maintain flexibility as partnerships evolve. Dependencies & Prerequisites Key condition or coordination steps that should be in place before implementation begins. Also includes key strategies to reference, or supporting information in other sections of the PHR Plan. Key Performance Indicators (KPIs) Quantifiable measures the City can use to track progress, outcomes, and implementation effectiveness over time. Suggested KPIs in this plan serve as guidance based on the recommendation and its action items detailed in Chapter 4. The City should select, refine, and regularly update KPIs to align with local priorities, available data, and data-gathering capacity. Tracking these metrics helps demonstrate tangible progress, communicate successes to leadership and the public, and support data-driven decision-making across the parks and recreation system. Impact Indicators Describe the broader community benefits produced by implementing a recommendation. Health & Wellness: Promotes physical activity, mental wellbeing, and/or overall quality of life. Equity & Inclusion: Improves access, participation, and representation for historically underserved or underrepresented communities. Environmental Resilience: Strengthens environmental quality, sustainability, and/or natural systems. Accessibility & Connectivity: Improves safe, convenient, and equitable connections to parks, trails, and recreation facilities. Economic Vitality: Supports local economies and workforce development through recreation, tourism, and/or investment. Community Cohesion: Builds social connection, civic pride, and collaboration through shared spaces and programs. Operational Excellence: Improves City capacity, efficiency, and long-term management of parks and recreation assets.

Easy Wins Identifies recommendations that can be advanced quickly and efficiently while still delivering visible impact. Easy wins are typically those where at least two of the following factors fall within the lowest tier: Effort Level, Initiation Window, and Probable Cost. Implementation Plan

662

Powering Implementation Through Partnerships Partnerships are a powerful asset in implementing the Parks, Health, and Recreation Master Plan, creating opportunities to expand the City's capacity, expertise, community reach, and access to resources. The Implementation Matrix identifies external partners using a combination of named organizations and role-based categories. Named partners help highlight institutions with strong alignment or recurring relevance to specific recommendations while category-based partners reflect the broad range of organizations that may support implementation over time. To support clarity and consistency, the partner categories defined in this section describe how different types of organizations typically contribute to implementation. Examples are included to illustrate the types of organizations that may serve as valuable partners, recognizing that specific partnerships will vary based on City goals and alignment with partner organizations' expertise, capacity, resources, and mission. Cultural, Arts, & Heritage Organizations Organizations that focus on arts, culture, and heritage and can help integrate parks and recreation into Brownsville's sense of place. These partners contribute by shaping programming, informing public art and interpretation initiatives, activating public spaces through arts and events, and ensuring that parks and recreation reflect local traditions, histories, and lived experience. This category may include local arts nonprofits, cultural and heritage organizations, community arts groups, performing arts organizations, and heritage-focused associations. Educational Institutions & Student Groups Institutions and affiliated groups connected to K-12 schools, colleges, and universities. These partners help extend parks and recreation initiatives through educational settings and academic networks. They contribute by hosting or co-delivering programs, supporting service learning or applied research, engaging students in planning and stewardship activities, and piloting new approaches with defined student populations. This category may include public and private schools, student organizations, academic clubs, service-learning groups, and other education-focused campus- or school-affiliated groups. Environmental & Conservation Organizations Groups that focus on protecting natural resources, supporting environmental stewardship, and increasing understanding of local ecosystems. These partners contribute by informing environmentally responsible planning and design, supporting habitat restoration and native planting, providing environmental education and interpretation, and engaging residents in stewardship, monitoring, and science-based activities. This category may include local conservation nonprofits, watershed/habitat/native plant organizations, discipline-specific environmental programs within higher education institutions, citizen science groups, astronomy and dark-sky organizations, and other environment-focused community groups. Health, Wellness, & Fitness Providers Organizations that support physical, mental, and social wellbeing through health services, wellness education, or fitness-related programming. These partners contribute by co-delivering programs, supporting preventive health and active living initiatives, expanding access to fitness and wellness opportunities, and helping align parks and recreation with broader community health goals. This category may include community health organizations, wellness nonprofits, gyms or fitness providers, recreation and exercise groups, disability and accessibility service organizations, and other health- or wellness-focused community partners.

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Brownsville Parks, Health, and Recreation Master Plan

Neighborhood Associations & Resident Groups Resident-led, place-based groups that represent local priorities, lived experience, and community perspectives within specific neighborhoods or areas of the city. These partners contribute by providing localized insight, helping shape programs and safety strategies, supporting outreach and participation, and grounding parks and recreation initiatives in neighborhood needs and everyday use patterns. This category may include neighborhood and homeowner associations, resident councils or block groups, informal social or interest-based groups such as hobby or run clubs, and other resident-led collectives connected by place and shared use of local parks, streets, or public spaces. Nonprofits & Community-Based Organizations Mission-driven organizations that serve specific populations, advance community priorities, or provide services and advocacy at the local or regional level. These partners contribute by co-delivering programs, supporting outreach and engagement, building trust with historically underserved communities, and helping expand the City's capacity to respond to diverse needs through established community networks. This category may include social service nonprofits, advocacy organizations, community development organizations, faith-based or culturally rooted nonprofits, and other mission-driven groups serving defined populations or neighborhoods. Private Sector & Employers Businesses and employers that operate locally or regionally and may support parks and recreation initiatives through limited workforce exposure, skills development, sponsorship, or partnership opportunities aligned with community needs. These partners contribute by participating in career exploration activities, supporting job-readiness or skills-based programming, offering mentorship or learning opportunities, and providing sponsorships or in-kind contributions that help enhance park amenities, programs, or events. This category may include local employers, small businesses, developers, workforce partners, industry groups, and business associations interested in supporting career awareness, community investment, or sponsorship opportunities connected to parks and recreation. Technical Experts & Private Consultants Firms or individuals that provide specialized technical, professional, or creative expertise not typically available in-house. These partners contribute by supporting planning, design, analysis, facilitation, branding, evaluation, or implementation tasks that require targeted skills, subject-matter knowledge, or short-term capacity to advance specific recommendations. This category may include planning and design firms, engineering or accessibility specialists, branding and communications consultants, certified arborists, evaluators, facilitators, and other professional service providers engaged to support defined scopes of work. Volunteer Groups & Friends Organizations Groups that primarily support parks, programs, or facilities through volunteer time, stewardship, and advocacy rather than professional services or formal program delivery. These partners contribute by assisting with park clean-ups and maintenance, supporting events and programs, helping activate and care for specific sites, and fostering ongoing community ownership of parks and public spaces. This category may include Friends of the Park groups, adopta-park or adopt-a-trail programs, park stewardship groups, event volunteers, and other organized volunteer collectives supporting parks and recreation initiatives. Youth-, Senior-, & Family-Serving Organizations Organizations that primarily serve children, youth, older adults, and families and support recreation, enrichment, social connection, or supportive services for these populations. These partners contribute by co-hosting age-appropriate programs, expanding access to recreation opportunities, supporting inclusive program design, communications and outreach, and connecting parks and recreation initiatives to trusted service networks. This category may include youth development organizations, senior centers, family service providers, after school or enrichment programs, recreation leagues, and other organizations focused on serving specific age groups or households. Implementation Plan

664

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.1.1: Extend and connect the trail and sidewalk network to increase connectivity between parks, schools, and neighborhoods.

Coordinate with citywide sidewalk, trail, and mobility planning to strengthen safe, equitable, and convenient connections between parks and community destinations.

Establish design standards and best practices for trails, sidewalks, and bike lanes to ensure all infrastructure is safe, accessible, and usable.

Design pedestrian and bicycle routes for safety and connectivity following the foundation set by the Brownsville Sidewalk and Trails Master Plan.

Monitor the implementation of the Sidewalks and Trails Master Plan to ensure projects and improvements align with the goals of the Parks, Health, and Recreation (PHR) Master Plan.

Enhance the usability and appeal of active transportation routes by providing supportive amenities.

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High

Moderate

Immediate (0-2 years)

Near Term (3-5 years)

Moderate

Near Term (3-5 years)

Low

Immediate (0-2 years)

Moderate

Near Term (3-5 years)

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Multimodal Transportation Brownsville Transit Brownsville Metropolitan Planning Organization (MPO)

Lead: Engineering & Public Works Support: Parks & Recreation Planning & Redevelopment Services Multimodal Transportation Partnerships: Technical Experts & Private Consultants

$$$

Lead: Engineering & Public Works Support: Parks & Recreation Multimodal Transportation Grants & Community Development Brownsville Metropolitan Planning Organization (MPO) Texas Department of Transportation (TxDOT) Partnerships: Brownsville Community Improvement Corporation (BCIC) Health, Wellness, & Fitness Providers Neighborhood Associations & Resident Groups Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Engineering & Public Works Multimodal Transportation Brownsville Metropolitan Planning Organization (MPO)

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Multimodal Transportation Brownsville Metropolitan Planning Organization (MPO) Partnerships: Brownsville Community Improvement Corporation (BCIC) Brownsville Public Utilities Board (BPUB) Neighborhood Associations & Resident Groups Technical Experts & Private Consultants

1.1

Objective 1.1: Move & Play Create accessible and engaging parks, trails, and open spaces that encourage active lifestyles, provide flexible opportunities, and support community connection. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 1.1.1: Extend and connect the trail and sidewalk network to increase connectivity between parks, schools, and neighborhoods.

• Align efforts with the current Sidewalk & Trails Master Plan and Active Transportation Plan.

• • • •

• Must align with the City's Unified Development Code (UDC) and the current Sidewalk & Trails Master Plan.

% of parks within 1/4 mile of a tail, sidewalk, or bike route Linear miles of new or improved trail and sidewalk connections Number of new park-to-transit linkages or intersection upgrades Trail and sidewalk condition rating improvements in 5-10 year benchmarks

• • • •

Health & Wellness Equity & Inclusion Environmental Resilience Accessibility & Connectivity

• Adoption of formal trail and sidewalk design standards • % of new and renovated pathways meeting ADA and Universal Design criteria • # of departments using the adopted standards in project design • Frequency of standards review and update (e.g., every 5 years)

• • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Operational Excellence

• Implementation based on priorities and safety data outlined in both the Sidewalk & Trails Master Plan and the Parks, Health, and Recreation Master Plan. • Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• Reduction in pedestrian and bicycle collisions near parks and key destinations • Linear miles of new or improved sidewalk and bike facilities • # of intersection and crossing safety improvements completed • # of new trailheads or park access points developed • Installation of wayfinding, signage, and shade amenities along key routes

• • • • •

Health & Wellness Equity & Inclusion Environmental Resilience Accessibility & Connectivity Community Cohesion

• None.

• Frequency of Sidewalk & Trails Master Plan progress evaluations (e.g., annual or biennial) • % of completed projects mapped and assessed for connectivity • # of community surveys or feedback sessions conducted • % of future project priorities updated based on evaluation results

• • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Operational Excellence

• Requires established design standards and alignment with the Sidewalk & Trails Master Plan. • Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• # of new amenities installed along trails, sidewalks, and park connections • % of active transportation routes with lighting and shade coverage • # of priority corridors enhanced with amenities in high-traffic and underserved areas • Resident satisfaction ratings related to comfort, safety, and accessibility along routes

• • • • •

Health & Wellness Equity & Inclusion Environmental Resilience Accessibility & Connectivity Community Cohesion

Implementation Plan

666

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.1.2: Prioritize strategic parkland acquisition and development to close acreage gaps, ensure equitable access across neighborhoods, and meet the community's long-term recreation needs.

Establish a targeted parkland acquisition program that uses data, mapping, and partnerships to strategically expand the park system and ensure equitable access for all residents.

Use facility gap analyses, mapping, and community input to guide the equitable expansion of recreation facilities, ensuring a diverse mix of active amenities that support both organized and casual play.

Implement a phased investment strategy that aligns new parkland acquisition and park development with population growth, available funding, and long-term needs.

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Brownsville Parks, Health, and Recreation Master Plan

Moderate

High

Near Term (3-5 years)

Mid Term (6-10 years)

$$$

Lead: Parks & Recreation Support: Planning & Redevelopment Services Engineering & Public Works Financial Services Grants & Community Development Partnerships: Texas Parks & Wildlife Department (TPWD) Brownsville Community Improvement Corporation (BCIC) Brownsville Public Utilities Board (BPUB) Nonprofits & Community-Based Organizations

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Financial Services Grants & Community Development Health, Wellness, & Animal Services Partnerships: Brownsville Community Improvement Corporation (BCIC) Brownsville Public Utilities Board (BPUB) Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Financial Services Planning & Redevelopment Services Engineering & Public Works Partnerships: Brownsville Community Improvement Corporation (BCIC) Brownsville Public Utilities Board (BPUB)

1.1

KPIs

Impact Indicators

Easy Win

Strategy 1.1.2: Prioritize strategic parkland acquisition and development to close acreage gaps, ensure equitable access across neighborhoods, and meet the community's long-term recreation needs.

• Implementation should be guided by the analyses in Chapter 3 and the parkland acquisition map in Chapter 4 to identify and prioritize properties that close service area gaps. • Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• • • • •

• Implementation should be guided by community engagement data in Chapter 2, facility gap analyses in Chapter 3, and districtlevel park and facility maps in Chapter 5 to determine facility needs and locations. • Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

# of new acres of parkland acquired or protected annually % of residents living within a 10-minute walk of a park # of multi-agency or joint-use partnerships executed # of acquisition funding sources leveraged (grants, fees, bonds) Frequency of updates to the acquisition map and priorities

• • • • •

Health & Wellness Equity & Inclusion Environmental Resilience Accessibility & Connectivity Operational Excellence

• # of new or renovated recreation facilities developed in high-need areas • % of residents within a 10-minute walk of a neighborhood or community park • # of facility evaluations conducted using the Park Assessment Tool (Appendix D) • # of new facilities or upgrades informed by community engagement data • Facility utilization rates (organized vs. casual use)

• • • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Economic Vitality Operational Excellence

• Existence and adoption of a phased park investment framework • % of park and facility projects prioritized based on equity and access criteria • Alignment of annual capital improvement budgets with the phased investment framework and its recommended priorities • # of updates to the phased strategy reflecting new data or funding • Inclusion of lifecycle and maintenance cost estimates in each phase

• • • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Economic Vitality Operational Excellence

Implementation Plan

668

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.1.3: Expand fitness-promoting facilities and active recreation amenities to encourage physical activity for all ages and abilities.

Provide outdoor fitness and multi-generational exercise opportunities through strategically placed exercise stations and activity zones that support residents in maintaining regular physical activity.

Provide inclusive active play spaces such as universally accessible playgrounds and multi-use play areas that encourage physical activity for children of diverse interests and abilities.

Enhance and expand sports fields and courts to support organized and casual recreation for all ages and skill levels.

Encourage everyday movement through small-scale, distributed fitness features.

669

Brownsville Parks, Health, and Recreation Master Plan

High

Near Term (3-5 years)

Immediate (0-2 years)

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Health, Wellness, & Animal Services Partnerships: UTHealth Houston School of Public Health Brownsville Community Improvement Corporation (BCIC) Health, Wellness, & Fitness Providers Neighborhood Associations & Resident Groups Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Brownsville Community Improvement Corporation (BCIC) Health, Wellness, & Fitness Providers Neighborhood Associations & Resident Groups Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Brownsville Independent School District (BISD) University of Texas Rio Grande Valley (UTRGV) Brownsville Community Improvement Corporation (BCIC) Technical Experts & Private Consultants Youth-, Senior-, & Family-Serving Organizations

Lead: Parks & Recreation Support: Health, Wellness, & Animal Services Partnerships: UTHealth Houston, School of Public Health Health, Wellness, & Fitness Providers Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations

1.1

KPIs

Impact Indicators

Easy Win

Strategy 1.1.3: Expand fitness-promoting facilities and active recreation amenities to encourage physical activity for all ages and abilities.

• Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility. • Reference the Design Manual (Appendix E) for site layout, surfacing, shade, and accessibility of fitness zones.

• • • • •

# of new outdoor fitness or multi-generational activity zones installed Geographic distribution of fitness stations by district and demographic reach # of participants in outdoor fitness programs and classes % of fitness sites inspected and maintained on schedule Resident satisfaction and usage rates of fitness amenities

• • • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion Operational Excellence

• Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility. • Reference the Design Manual (Appendix E) for universal design, surfacing, and play-equipment guidelines.

• • • •

# of inclusive playgrounds or multi-use play areas developed or renovated % of neighborhoods with at least one inclusive play space # of ADA and Universal Design features integrated into play areas Resident satisfaction and reported accessibility of playgrounds

• • • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion Operational Excellence

• • • • •

# of sports fields and courts upgraded or newly constructed % of facilities meeting safety and accessibility standards # of shared-use agreements executed with schools and organizations Field and court utilization rates (organized vs casual use) # of parks offering a mix of at least three active recreation options

• • • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion Operational Excellence

• None.

• • • • •

# of parks with new micro-fitness features or walking loops # of community events or campaigns promoting daily movement Resident participation in fitness campaigns % of neighborhoods within walking distance to a fitness-promoting feature User satisfaction with small-scale fitness additions

• • • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion Operational Excellence

Implementation Plan

670

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.1.4: Offer diverse, inclusive, and intergenerational programs that support active lifestyles, cultural enrichment, and community connection for residents.

Expand the range of program formats and topics that appeal to different interests and lifestyles.

Design programs for a wide range of age groups and life stages, from children and teens to adults and seniors, to accommodate age-specific needs and encourage intergenerational connection.

Ensure programs accommodate different activity levels and abilities, offering lowintensity to high-intensity options and accessible formats.

Continuously adapt offerings to evolving community needs and interests.

671

Brownsville Parks, Health, and Recreation Master Plan

Low

Immediate (0-2 years)

Lead: Parks & Recreation Support: Health, Wellness, & Animal Services Partnerships: UTHealth Houston, School of Public Health Brownsville Wellness Coalition Cultural, Arts, & Heritage Organizations Educational Institutions & Student Groups Environmental & Conservation Organizations Health, Wellness, & Fitness Providers

Lead: Parks & Recreation Support: Health, Wellness & Animal Services Partnerships: UTHealth Houston, School of Public Health Brownsville Wellness Coalition Educational Institutions & Student Groups Youth-, Senior-, & Family-Serving Organizations

Lead: Parks & Recreation Support: Health, Wellness & Animal Services Partnerships: UTHealth Houston, School of Public Health Health, Wellness, & Fitness Providers Youth-, Senior-, & Family-Serving Organizations

Lead: Parks & Recreation Support: Health, Wellness & Animal Services Partnerships: UTHealth Houston, School of Public Health Technical Experts & Private Consultants

1.1

KPIs

Impact Indicators

Easy Win

Strategy 1.1.4: Offer diverse, inclusive, and intergenerational programs that support active lifestyles, cultural enrichment, and community connection for residents.

• Reference community engagement findings in Chapter 2 and district-level preferences in Chapter 5 to inform program diversification and expansion.

• • • • •

• None.

• # of programs offered per age group (youth, adult, senior, intergenerational) • Participation rates and diversity of age representation • # of partnerships formed to support age-specific or intergenerational programs • Participant satisfaction and retention across age cohorts • Reported improvement in social connection or physical activity levels

• None.

# of new or diversified program categories introduced % of programs reflecting community input from engagement data # of participants across age and demographic groups Retention or repeat participation rates in new programs Participant satisfaction and self-reported wellness outcomes

• • • •

# of adaptive and inclusive programs introduced % of programs offering tiered or flexible intensity options # of staff trained in adaptive recreation and universal design principles Participation and satisfaction rates among residents with disabilities or special needs • Resident feedback on accessibility and inclusion of recreation offerings

• • • • •

Frequency of community surveys and feedback collection efforts # of program adjustments made annually in response to data Program participation and satisfaction trends over time Staff and partner review sessions per year Documentation of program modifications or innovations introduced based on evaluation findings

• • • •

Health & Wellness Equity & Inclusion Community Cohesion Operational Excellence

• • • •

Health & Wellness Equity & Inclusion Community Cohesion Operational Excellence

• • • •

Health & Wellness Equity & Inclusion Community Cohesion Operational Excellence

• • • •

Health & Wellness Equity & Inclusion Community Cohesion Operational Excellence

Implementation Plan

672

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.1.5: Incorporate flexible open spaces and seasonal amenities that support a wide range of active uses.

Prioritize equitable distribution of adaptable spaces, prioritizing underserved neighborhoods, to expand access to regular recreation opportunities.

Develop adaptable and multipurpose open spaces that can transition between daily recreation, informal play, and community events, incorporating seasonal and temporary amenities to keep parks dynamic, inclusive, and responsive throughout the year.

673

Brownsville Parks, Health, and Recreation Master Plan

Moderate

High

Near Term (3-5 years)

Mid Term (6-10 years)

$$$

Lead: Parks & Recreation Partnerships: UTHealth Houston, School of Public Health Brownsville Capital Improvement Corporation (BCIC) Neighborhood Associations & Resident Groups Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Brownsville Community Improvement Corporation (BCIC) Technical Experts & Private Consultants

1.1

KPIs

Impact Indicators

Easy Win

Strategy 1.1.5: Incorporate flexible open spaces and seasonal amenities that support a wide range of active uses. • Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• • • •

# of adaptable/flexible recreation spaces established or upgraded Geographic distribution of adaptable spaces across districts Increase in resident participation or program use in new adaptable spaces User satisfaction and accessibility ratings from community surveys

• • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion

• Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• • • •

# of parks offering adaptable or seasonal features Frequency and variety of events or activities hosted in flexible spaces Resident satisfaction and reported park use during different seasons Reduction in underutilized park areas due to added flexibility

• • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion

Implementation Plan

674

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.2.1: Expand gathering spaces that foster social interaction and community pride.

Expand the quantity and variety of gathering spaces throughout the park system.

Promote equitable distribution of gathering spaces across neighborhoods.

Enhance and integrate gathering spaces to create comfortable, connected, and visually appealing areas that foster social interaction, community pride, and yearround activity.

675

Brownsville Parks, Health, and Recreation Master Plan

High

Near Term (3-5 years)

Mid Term (6-10 years)

$$$

Lead: Parks & Recreation Partnerships: Brownsville Community Improvement Corporation (BCIC) Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Brownsville Community Improvement Corporation (BCIC) Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Brownsville Community Improvement Corporation (BCIC) Cultural, Arts, & Heritage Organizations Neighborhood Associations & Resident Groups Technical Experts & Private Consultants

1.2

Objective 1.2: Community Life Foster welcoming parks and gathering spaces that celebrate culture, build social connections, and empower residents to actively participate in shaping community experiences. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 1.2.1: Expand gathering spaces that foster social interaction and community pride. • Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility. • Design of gathering spaces should align with the adaptable and flexible-use principles outlined in Strategy 1.1.5.

• # and variety of new or upgraded gathering spaces in the park system • Geographic distribution of gathering areas across districts • Increase in park visitation and event permits associated with new gathering spaces • Resident satisfaction and perceived access to social and community spaces

• • • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Economic Vitality Community Cohesion

• Implementation should be guided by the Accessibility and Equity analyses in Chapter 3 to identify underserved areas and inform location priorities. • Reference Strategy 5.2.2 for integration with City information systems to support data tracking and ongoing evaluation. • Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• • • •

# of new or improved gathering spaces in high-need areas % of residents within a 10-minute walk of a park with social gathering areas Change in visitation and event participation in previously underserved areas Annual equity reports tracking park investment and use across districts

• • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion

• Reference the Design Manual (Appendix E) to ensure gathering spaces incorporate consistent standards for park aesthetics and function. • Reference Strategy 1.5.3 for safety and visibility design guidance. • Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• • • •

# of gathering areas enhanced with new amenities, art, or landscaping % of parks with shaded, accessible, and comfortable gathering spaces Increase in park usage or dwell time in improved gathering areas Resident satisfaction scores related to comfort, safety, and aesthetics

• • • •

Health & Wellness Accessibility & Connectivity Community Cohesion Operational Excellence

Implementation Plan

676

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.2.2: Activate parks through community events and programming that bring people together.

Plan a diverse range of community events to attract residents of all ages, backgrounds, and interests, ensuring parks serve as vibrant social hubs.

Incorporate cultural, arts, and local traditions into programming to reinforce community identity and foster pride among residents.

Leverage partnerships with local organizations, schools, and businesses to expand resources, promote events, and increase community engagement.

Low

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Partnerships: Cultural, Arts, & Heritage Organizations Environmental & Conservation Organizations Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Youth-, Senior-, & Family-Serving Organizations

Lead: Parks & Recreation Partnerships: Brownsville Historical Association Brownsville Museum of Fine Art Cultural, Arts, & Heritage Organizations Nonprofits & Community-Based Organizations

Lead: Parks & Recreation Partnerships: Brownsville Independent School District (BISD) Texas Southmost College University of Texas Rio Grande Valley (UTRGV) UTHealth Houston, School of Public Health Brownsville Convention & Visitors Bureau Chambers of Commerce Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations

Strategy 1.2.3: Offer diverse, inclusive, and intergenerational programs that support active lifestyles, cultural enrichment, and community connection for residents. Cross-Over Strategy. Refer to Strategy 1.1.4 for full implementation metrics.

677

Brownsville Parks, Health, and Recreation Master Plan

1.2

KPIs

Impact Indicators

Easy Win

Strategy 1.2.1: Expand gathering spaces that foster social interaction and community pride.

• None.

• • • •

# of annual community events by type and scale % increase in event attendance year after year Resident satisfaction scores on event quality and variety # of partnerships of sponsorships secured annually

• Health & Wellness • Community Cohesion • Operational Excellence

• None.

• • • •

# of cultural and heritage-based events offered annually % of total park programming that includes arts or cultural components # of partnerships established with local arts or cultural groups Resident feedback on representation of local identity and heritage

• Health & Wellness • Community Cohesion • Operational Excellence

• Reference Strategy 1.2.5 for guidance on identifying, formalizing, and maintain partnerships that align with Parks and Recreation priorities.

• # of active partnerships formalized or renewed annually • # of co-hosted or co-sponsored events per year • % increase in total program participation through partner-led or supported events • Partner satisfaction and retention rates

• Economic Vitality • Community Cohesion • Operational Excellence

Implementation Plan

678

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.2.4: Design welcoming and inclusive environments that celebrate culture and belonging.

Integrate public art, cultural markers, and storytelling features into parks and trails to reflect Brownsville's heritage and foster community pride.

Incorporate gathering spaces that support cultural expression and social interaction in ways that feel welcoming to diverse groups.

Engage local artists, cultural groups, and residents in the design process to ensure spaces reflect authentic community identity.

Prioritize safety, comfort, and accessibility in park design to create environments where all residents feel welcome and at ease.

679

Brownsville Parks, Health, and Recreation Master Plan

High

Moderate

High

Near Term (3-5 years)

Immediate (0-2 years)

Near Term (3-5 years)

$$$

Lead: Parks & Recreation Partnerships: Brownsville Historical Association Brownsville Museum of Fine Art Brownsville Community Improvement Corporation (BCIC) Cultural, Arts, & Heritage Organizations Nonprofits & Community-Based Organizations

$$$

Lead: Parks & Recreation Partnerships: Brownsville Historical Association Brownsville Museum of Fine Art Cultural, Arts, & Heritage Organizations Educational Institutions & Student Groups Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Brownsville Community Improvement Corporation (BCIC) Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Technical Experts & Private Consultants

1.2

KPIs

Impact Indicators

Easy Win

Strategy 1.2.4: Design welcoming and inclusive environments that celebrate culture and belonging.

• Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• • • •

# of new public art or cultural installations completed annually % of parks and trails featuring interpretive or cultural elements # of partnerships or grants secured for art commissions and maintenance Resident satisfaction or perception of cultural representation in parks

• Health & Wellness • Community Cohesion • Operational Excellence

• Design of gathering spaces should align with the adaptable and flexible-use principles outlined in Strategy 1.1.5. • Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• • • •

# of parks with new or enhanced inclusive gathering spaces % of park users reporting spaces feel welcoming and inclusive # of community events or cultural activities hosted in new gathering areas Resident feedback on comfort, accessibility, and cultural representation

• • • •

• None.

• • • •

# of community workshops or design charrettes conducted annually % of new park projects incorporating community-driven design elements # of artists or cultural representatives engaged in the design process Resident satisfaction with cultural representation in new park designs

• Community Cohesion • Operational Excellence

• Reference Strategy 2.4.1 for Crime Prevention Through Environmental Design principle integration. • Ensure all design and operational updates align with the Design Manual (Appendix E) for consistency and compliance with accessibility and safety standards.

• • • •

# of park projects applying CPTED or accessibility principles % of parks meeting ADA and universal design standards Reduction in vandalism or maintenance response times Resident perception of safety and comfort in parks

• • • •

Health & Wellness Accessibility & Connectivity Community Cohesion Operational Excellence

Implementation Plan

680

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.2.5: Build partnerships with external organizations, institutions, and businesses to expand the reach and impact of the parks and recreation system. Establish and maintain structured partnerships with external organizations to coordinate responsibilities, clarify expectations, and support collective collaboration.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: City Manager's Office

Use established partnerships to deliver programs, expand facility access, and advance community initiatives that strengthen the overall impact of the parks and recreation system.

Moderate

Near Term (3-5 years)

$ - $$

Lead: Parks & Recreation Support: City Manager's Office

Establish shared-use agreements with external organizations to expand public access to facilities, increase utilization, and enhance programming opportunities.

Moderate

Near Term (3-5 years)

Lead: Parks & Recreation Partnerships: Brownsville Independent School District (BISD) Texas Southmost College University of Texas Rio Grande Valley (UTRGV)

Strategy 1.2.6: Encourage and support community-led programs that empower residents to take an active role in park activities and operations.

Develop structured volunteer and stewardship programs that invite residents to care for parks and trails.

Encourage resident-led programming and activation of public spaces.

Provide support and resources to help residents successfully lead and sustain community programs.

681

Brownsville Parks, Health, and Recreation Master Plan

Moderate

Immediate (0-2 years)

Low

Immediate (0-2 years)

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Partnerships: Brownsville Independent School District (BISD) Gladys Porter Zoo Keep Brownsville Beautiful (KBB) Environmental & Conservation Organizations Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Volunteer Groups & Friends Organizations

Lead: Parks & Recreation Partnerships: Brownsville Wellness Coalition Keep Brownsville Beautiful (KBB) Environmental & Conservation Organizations Health, Wellness, & Fitness Providers Neighborhood Associations & Resident Groups Volunteer Groups & Friends Organizations Youth-, Senior-, & Family-Serving Organizations

Lead: Parks & Recreation Partnerships: Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Volunteer Groups & Friends Organizations

1.2

KPIs

Impact Indicators

Easy Win

Strategy 1.2.5: Build partnerships with external organizations, institutions, and businesses to expand the reach and impact of the parks and recreation system. • Build upon the partnership framework established in Chapter 4 under "One City, Growing Together."

• • • •

# of formalized partnership agreements established annually # of active partners maintained # of collaborative initiatives implemented with external partners % increase in joint programming or funding secured through partnerships

• Economic Vitality • Community Cohesion • Operational Excellence

• Dependent on structured partnership frameworks established under Strategy 1.2.5, Recommendation 1.

• # of joint programs or initiatives implemented through partnerships annually • # of volunteers recruited or volunteer hours contributed through partner • % increase in participation or attendance linked to partner-supported programs • Partner satisfaction and retention rates

• Equity & Inclusion • Community Cohesion • Operational Excellence

• Dependent on partnerships and communication protocols established under Strategy 1.2.5, Recommendation 1.

• • • •

• Equity & Inclusion • Community Cohesion • Operational Excellence

# of shared-use agreements established or renewed annually # of facilities made available to the public through shared use % increase in program or event attendance linked to shared-use sites Partner satisfaction and agreement renewal rates

Strategy 1.2.6: Encourage and support community-led programs that empower residents to take an active role in park activities and operations.

• None.

• # of active volunteers and volunteer hours annually • % of parks and trails with designated volunteer or stewardship support • % of returning volunteer participants year after year

• Equity & Inclusion • Community Cohesion • Operational Excellence

• Reference Strategy 5.5.3 for communication and outreach methods to facilitate engagement and ensure consistent promotion of resident-led opportunities across platforms.

• • • •

• Equity & Inclusion • Community Cohesion

• None.

• # of residents trained or mentored as community program leaders • # of new community-led programs initiated by trained participants • % of leaders sustaining programs over time

# of resident-led programs or events per year # of community groups or individuals participating in activation efforts % of parks hosting resident-led programming annually Participant satisfaction or feedback scores

• Equity & Inclusion • Community Cohesion • Operational Excellence

Implementation Plan

682

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.3.1: Enhance access to nature and water features to promote mental wellbeing and relaxation.

Prioritize site selection that maximizes exposure to natural elements when acquiring or redeveloping parkland.

Connect City-owned parks to natural areas via trails to give residents more daily opportunities to engage with nature.

Increase tree canopy, natural landscapes, and green corridors throughout parks to create immersive experiences that support mental restoration.

683

Brownsville Parks, Health, and Recreation Master Plan

Moderate

High

Near Term (3-5 years)

$$$

Lead: Parks & Recreation Support: Planning & Redevelopment Services Engineering & Public Works Partnerships: Brownsville Community Improvement Corporation (BCIC) Environmental & Conservation Organizations Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Planning & Redevelopment Services Brownsville Metropolitan Planning Organization (MPO) Partnerships: Gladys Porter Zoo Sabal Palm Sanctuary National Parks Service (NPS) Texas Parks & Wildlife Department (TPWD) Brownsville Community Improvement Corporation (BCIC) Environmental & Conservation Organizations Neighborhood Associations & Resident Groups

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Gladys Porter Zoo Texas A&M Forest Service Texas Parks & Wildlife Department (TPWD) Keep Brownsville Beautiful (KBB) Brownsville Community Improvement Corporation (BCIC) Environmental & Conservation Organizations Nonprofits & Community-Based Organizations

1.3

Objective 1.3: Restorative Spaces Develop calming, nature-rich environments where residents can relax, reflect, and engage with experiences that enhance wellbeing and mental wellness. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 1.3.1: Enhance access to nature and water features to promote mental wellbeing and relaxation. • Implementation should reference the environmental assessments in Chapter 3 to identify sites with environmental sensitivities such as floodplains and resacas. • Align with the parkland acquisition framework under Strategy 1.1.2. • Reference the Design Manual (Appendix E) for guidance on integrating natural features and restorative design principles into site development.

• # of park sites acquired or redeveloped with nature-based features • # of environmental or ecological assessments completed annually • # of partnerships established with environmental organizations or research institutions

• • • •

Health & Wellness Equity & Inclusion Environmental Resilience Accessibility & Connectivity

• Implementation should reference the Sidewalk & Trails Master Plan for alignment priorities, design standards, and accessibility guidelines. • Trail routing should also be informed by Chapter 3's environmental mapping to ensure ecological sensitivity and maximize restorative value. • Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• # of new or enhanced trail linkages to natural areas • # of formalized partnerships or easement agreements established • Miles of trail constructed or upgraded connecting parks to nature-based destinations

• • • • •

Health & Wellness Equity & Inclusion Environmental Resilience Accessibility & Connectivity Community Cohesion

• Implementation should occur after a Parks and Recreation Department plant palette has been established to guide native, climate-resilient, and habitat-supportive species selection (see Strategy 3.1.1). • Reference the environmental assessment maps in Chapter 3 to prioritize planting zones that maximize ecological and restorative benefits. • Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• • • •

• Health & Wellness • Environmental Resilience

# of trees planted annually % increase in tree canopy coverage (citywide and by district) # of green corridors established % of parks meeting canopy targets

Implementation Plan

684

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.3.1: Enhance access to nature and water features to promote mental wellbeing and relaxation.

Incorporate water features that offer aesthetic benefits and provide opportunities for passive recreation.

High

Mid Term (6-10 years)

Integrate flexible open spaces that accommodate both active and passive enjoyment of nature.

High

Near Term (3-5 years)

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Planning & Redevelopment Services Partnerships: Brownsville Community Improvement Corporation (BCIC) Environmental & Conservation Organizations Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Partnerships: Brownsville Community Improvement Corporation (BCIC) Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Partnerships: Brownsville Community Improvement Corporation (BCIC) Environmental & Conservation Organizations Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Health, Wellness, and Animal Services Partnerships: UTHealth Houston, School of Public Health Brownsville Wellness Coalition Health, Wellness, & Fitness Providers Neighborhood Associations & Resident Groups Youth-, Senior-, & Family-Serving Organizations

Strategy 1.3.2: Create quiet zones and contemplative spaces for reflection and mindfulness. Design and enhance quiet zones and contemplative spaces that integrate natural features, comfortable amenities, and thoughtful design to create calming, restorative environments for reflection and mindfulness.

Encourage wellness programs in contemplative spaces to expand their use and accessibility.

685

Brownsville Parks, Health, and Recreation Master Plan

High

Low

Near Term (3-5 years)

Immediate (0-2 years)

1.3

KPIs

Impact Indicators

Easy Win

Strategy 1.3.1: Enhance access to nature and water features to promote mental wellbeing and relaxation.

• Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• • • •

# of new or restored water features added to parks % of parks with at least one water element (natural or interactive) # of partnerships formed for water feature design and maintenance Improvement in water quality or habitat indicators (where applicable)

• Health & Wellness • Environmental Resilience

• # of flexible open spaces added or redesigned • % of parks incorporating adaptable areas for both active and passive use • Resident satisfaction with park comfort and usability

• Health & Wellness • Environmental Resilience

Strategy 1.3.2: Create quiet zones and contemplative spaces for reflection and mindfulness. • Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• # of quiet or contemplative spaces added or enhanced • % of parks incorporating designated reflective or mindfulness areas • Resident satisfaction with tranquility and comfort of parks

• Health & Wellness • Equity & Inclusion • Accessibility & Connectivity

• None.

• • • •

# of wellness programs offered annually % increase in attendance or participation over time # of partnerships established with local wellness providers Resident satisfaction with accessibility and diversity of wellness programs

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion

Implementation Plan

686

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.3.3: Integrate natural materials, sensory landscapes, and artistic elements to create parks that inspire joy, relaxation, and connection with nature.

Incorporate natural materials and organic design elements to strengthen sensory connections and enhance the park's visual and tactile character.

Create multi-sensory and beautification gardens that engage sight, smell, and touch while fostering relaxation and discovery.

Integrate artistic and culturally meaningful features to celebrate Brownsville's identity and deepen emotional and community connection to park spaces.

687

Brownsville Parks, Health, and Recreation Master Plan

High

Near Term (3-5 years)

$$$

Lead: Parks & Recreation Partnerships: Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Partnerships: Keep Brownsville Beautiful (KBB) Environmental & Conservation Organizations Health, Wellness, & Fitness Providers Technical Experts & Private Consultants Volunteer Groups & Friends Organizations

$$$

Lead: Parks & Recreation Partnerships: Brownsville Historical Association Brownsville Museum of Fine Art Cultural, Arts, & Heritage Organizations Nonprofits & Community-Based Organizations Technical Experts & Private Consultants

1.3

KPIs

Impact Indicators

Easy Win

Strategy 1.3.3: Integrate natural materials, sensory landscapes, and artistic elements to create parks that inspire joy, relaxation, and connection with nature. • Implementation should follow the development of the Park Identity Manual outlined in Strategy 2.3.1 to ensure alignment with systemwide standards for branding, materials, and placemaking. • Design should also reference the biophilic design guidelines under ""Healthy People, Active Lives"" in Chapter 4 to maintain cohesion.

• • • •

# of park structures or amenities upgraded with natural materials % of new park projects incorporating sustainable or locally sourced materials Maintenance cost savings or extended lifespan of natural material elements Resident satisfaction with sensory experiences and aesthetics

• Health & Wellness • Environmental Resilience • Operational Excellence

• • • •

# of new sensory or beautification gardens created citywide % of native and climate-resilient plant species used in sensory gardens Resident satisfaction with visual and sensory park experiences Volunteer participation hours in garden planting and maintenance

• Health & Wellness • Environmental Resilience

• Implementation should follow the development of the Park Identity Manual outlined in Strategy 2.3.1 to ensure alignment with systemwide standards for branding, materials, and placemaking. • Design should also be guided by Strategy 2.3.4 which provides additional direction for integrating art and cultural storytelling into park environments.

• # of parks with artistic or cultural installations completed • % of new art pieces co-developed with local artists or community input • Resident satisfaction with cultural representation in parks

• Health & Wellness • Equity & Inclusion • Community Cohesion

Implementation Plan

688

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.3.4: Promote creative expression and cultural enrichment through art, music, and programming.

Incorporate permanent and temporary public art and performance spaces throughout parks to activate gathering areas, celebrate local culture, and inspire ongoing community engagement.

Develop flexible areas within parks for rotating exhibits, performances, and community-led creative activities.

Partner with local artists, cultural organizations, and schools to offer creative workshops, classes, and participatory art programs that celebrate community identity and activate park spaces for learning and expression.

Highlight culturally significant themes, local heritage, and community identity through artistic and musical installations.

689

Brownsville Parks, Health, and Recreation Master Plan

High

Moderate

High

Near Term (3-5 years)

Immediate (0-2 years)

Near Term (3-5 years)

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Brownsville Historical Association Brownsville Museum of Fine Art Cultural, Arts, & Heritage Organizations Educational Institutions & Student Groups Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Cultural, Arts, & Heritage Organizations Educational Institutions & Student Groups Nonprofits & Community-Based Organizations Technical Experts & Private Consultants

Lead: Parks & Recreation Partnerships: Brownsville Independent School District (BISD) Cultural, Arts, & Heritage Organizations Educational Institutions & Student Groups Nonprofits & Community-Based Organizations Youth-, Senior-, & Family-Serving Organizations

$$$

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Historical Association Cultural, Arts, & Heritage Organizations Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Technical Experts & Private Consultants

1.3

KPIs

Impact Indicators

Easy Win

Strategy 1.3.4: Promote creative expression and cultural enrichment through art, music, and programming.

• None.

• • • •

# of new performance spaces created # of art installations or rotating exhibits implemented annually % of projects involving local artists or cultural organizations Annual attendance at park-based performances or art events

• None.

• # of creative or cultural events hosted annually in flexible park spaces • # of community or partner organizations utilizing flexible spaces for programming • Resident-reported satisfaction with the accessibility and creative quality of flexible park spaces

• Health & Wellness • Equity & Inclusion • Community Cohesion

• None.

• • • •

# of creative workshops, classes, or participatory art programs held annually # of partners or organizations collaborating on creative programming # of participants engaged in community art activities % of participants reporting increased sense of community pride or belonging

• Health & Wellness • Equity & Inclusion • Community Cohesion

• None.

• # of new artistic or musical installations • # of cultural showcases or performances hosted annually in parks • Resident satisfaction with representation of Brownsville's cultural identity in public spaces

• Health & Wellness • Equity & Inclusion • Community Cohesion

Implementation Plan

690

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.3.5: Incorporate wellness literacy into recreation and culturally programming.

Expand wellness-focused programming across the park system to support physical, mental, and emotional health for residents.

Offer educational resources on mental wellness, including digital content, printed materials, and on-site workshops that promote healthy habits and coping strategies.

Design inclusive programs that address the diverse mental health needs of the community, including youth, older adults, and individuals with varying abilities or cultural backgrounds.

691

Brownsville Parks, Health, and Recreation Master Plan

Low

Moderate

Immediate (0-2 years)

Immediate (0-2 years))

Immediate (0-2 years)

Lead: Parks & Recreation Support: Health, Wellness & Animal Services Partnerships: UTHealth Houston, School of Public Health Brownsville Wellness Coalition Health, Wellness, & Fitness Providers Neighborhood Associations & Resident Groups

Lead: Parks & Recreation Support: Health, Wellness & Animal Services Communications & Marketing Partnerships: UTHealth Houston, School of Public Health Brownsville Wellness Coalition Health, Wellness, & Fitness Providers Technical Experts & Private Consultants

1.3

KPIs

Impact Indicators

Easy Win

Strategy 1.3.5: Incorporate wellness literacy into recreation and culturally programming.

• None.

• Implementation should follow completion of the Park Identity Manual (Strategy 2.3.1) to align with branding standards.

• None.

• # of wellness programs offered annually across the park system • # of residents participating in wellness or mindfulness programs • % of participants reporting improved physical or mental wellbeing

• Health & Wellness • Equity & Inclusion • Community Cohesion

• • • •

• Health & Wellness • Equity & Inclusion • Community Cohesion

# of educational materials distributed annually # of workshops or sessions offered with local partners # of residents reached through wellness education % of participants reporting improved awareness or confidence in wellness practices

• # of inclusive or adaptive mental wellness programs offered annually • % of participants from underrepresented or special needs groups • Participant satisfaction across diverse user groups

• • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion

Implementation Plan

692

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.4.1: Integrate health-focused signage and interpretation into parks.

Provide culturally relevant, bilingual health communication that reflects Brownsville's values, traditions, and lived experiences while promoting health, active lifestyles.

Integrate educational and sensory displays that illustrate the connection between nature and health, helping residents experience how Brownsville's natural environments support physical, mental, and emotional wellbeing.

Highlight nutrition and healthy eating through edible landscapes, interpretive gardens, and interactive programs that connect residents to food, culture, and wellness.

693

Brownsville Parks, Health, and Recreation Master Plan

Low

High

Immediate (0-2 years)

Near Term (3-5 years)

Lead: Parks & Recreation Support: Communications & Marketing Health, Wellness & Animal Services Partnerships: UTHealth Houston, School of Public Health Brownsville Wellness Coalition Health, Wellness, & Fitness Providers Neighborhood Associations & Resident Groups

$$$

Lead: Parks & Recreation Support: Communications & Marketing Health, Wellness & Animal Services Partnerships: UTHealth Houston, School of Public Health Gladys Porter Zoo Educational Institutions & Student Groups Environmental & Conservation Organizations Health, Wellness, & Fitness Providers

1.4

Objective 1.4: Wellness Literacy Incorporate health, nutrition, and wellness education into park programs and experiences, connecting residents to resources, knowledge, and activities that promote lifelong wellbeing. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 1.4.1: Integrate health-focused signage and interpretation into parks.

• Implementation should follow completion of the Park Identity Manual (Strategy 2.3.1) to align with branding standards.

• None.

• • • •

# of bilingual health-communication signs or materials created and installed % of parks featuring bilingual wellness signage or interpretation # of events, campaigns, or digital posts integrating health messaging Community engagement ratings

• • • •

Health & Wellness Equity & Inclusion Community Cohesion Operational Excellence

• • • •

# of interpretive panels or sensory displays installed # of partner organizations engaged in content co-creation # of parks or trails featuring nature and health interpretation Visitor engagement metrics (e.g., QR scans, social media tags, or survey responses)

• • • •

Health & Wellness Environmental Resilience Community Cohesion Operational Excellence

• • • •

# of edible or interpretive gardens established # of educational programs, workshops, or events held annually # of residents participating in nutrition-related programs Participant feedback or satisfaction ratings

• Health & Wellness • Equity & Inclusion • Environmental Resilience

Implementation Plan

694

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.4.2: Develop community-based nutrition and health education courses.

Offer structured wellness courses and workshops that teach practical, culturally relevant skills for healthy living.

Design inclusive wellness programs that reflect Brownsville's culture and meet the unique needs of residents across all ages, abilities, and backgrounds.

Promote awareness and participation in health and wellness programs through coordinated outreach that reaches residents consistently and effectively.

695

Brownsville Parks, Health, and Recreation Master Plan

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: Health, Wellness & Animal Services Partnerships: UTHealth Houston, School of Public Health Brownsville Wellness Coalition Health, Wellness, & Fitness Providers

Lead: Communications & Marketing Support: Parks & Recreation Health, Wellness & Animal Services Partnerships: UTHealth Houston, School of Public Health Brownsville Wellness Coalition Health, Wellness, & Fitness Providers Neighborhood Associations & Resident Groups

1.4

KPIs

Impact Indicators

Easy Win

Strategy 1.4.2: Develop community-based nutrition and health education courses.

• None.

• • • • •

# of wellness courses or workshops held annually # of participants reached and % from underserved neighborhoods # of qualified partners or instructors engaged Participant satisfaction or knowledge-gain ratings Frequency of recurring courses per year or season

• • • • •

Health & Wellness Equity & Inclusion Economic Vitality Community Cohesion Operational Excellence

• None.

• • • •

# of inclusive or adaptive programs developed # of participants across different age groups and abilities % of programs offered in English and Spanish Participant satisfaction ratings

• Health & Wellness • Equity & Inclusion • Community Cohesion

• Implementation should follow completion of the Park Identity Manual (Strategy 2.3.1) and a coordinated communications strategy (Strategy 5.5.3).

• • • •

Completion of a citywide communications strategy for health programs # of outreach touchpoints per campaign Program participation growth rates year after year # of partner organizations engaged in promotion

• • • •

Health & Wellness Equity & Inclusion Community Cohesion Operational Excellence

Implementation Plan

696

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.4.3: Expand food and gardening programs to connect residents with healthy eating, sustainable living, and improved food access.

Develop community gardens that engage residents in growing fruits, vegetables, and herbs while increasing access to fresh, healthy foods in areas with limited grocery options.

High

Near Term (3-5 years)

Lead: Parks & Recreation Support: Health, Wellness & Animal Services Partnerships: Brownsville Independent School District (BISD) Brownsville Wellness Coalition Keep Brownsville Beautiful (KBB) Neighborhood Associations & Resident Groups

Offer gardening and food-related educational programs that teach residents about nutrition, food preparation, and sustainable practices.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: Health, Wellness & Animal Services Partnerships: UTHealth Houston, School of Public Health Brownsville Wellness Coalition Health, Wellness, & Fitness Providers

Establish partnerships to expand access, resources, and program reach.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: City Manager's Office

Strategy 1.4.4: Incorporate wellness literacy into recreation and cultural programming. Cross-Over Strategy. Refer to Strategy 1.3.5 for full implementation metrics.

697

Brownsville Parks, Health, and Recreation Master Plan

1.4

KPIs

Impact Indicators

Easy Win

Strategy 1.4.3: Expand food and gardening programs to connect residents with healthy eating, sustainable living, and improved food access.

• Complete a site-suitability review to identify park and underutilized City lands in areas with limited grocery access before selecting community garden sites.

• • • •

# of community gardens established citywide # of residents participating in garden programs % of gardens located in food-access priority areas # of volunteer hours or community leadership roles supported

• • • •

Health & Wellness Equity & Inclusion Environmental Resilience Community Cohesion

• None.

• • • •

# of educational programs offered per year # of participants and demographics served # of partner organizations involved Participant knowledge gain or behavior change feedback

• • • •

Health & Wellness Equity & Inclusion Community Cohesion Operational Excellence

• Reference the partnership opportunities outlined in Chapter 4 under "One City, Growing Together."

• • • •

# of active partnerships or formal agreements signed # of joint initiatives or events conducted annually Amount of in-kind support or funding leveraged Partner satisfaction and retention rates

• Health & Wellness • Community Cohesion • Operational Excellence

Strategy 1.4.4: Incorporate wellness literacy into recreation and cultural programming. Cross-Over Strategy. Refer to Strategy 1.3.5 for full implementation metrics.

Implementation Plan

698

Healthy People, Active Lives

Transform parks into hubs of vitality and belonging, where daily life is enriched through active recreation, mental wellbeing, and social connection. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 1.5.1: Activate parks through community events and programming that bring people together. Cross-Over Strategy. Refer to Strategy 1.2.2 for full implementation metrics.

Strategy 1.5.2: Prioritize strategic parkland acquisition and development to close acreage gaps, ensure more equitable access across neighborhoods, and meet the community's long-term recreation needs. Cross-Over Strategy. Refer to Strategy 1.1.2 for full implementation metrics.

Strategy 1.5.3: Ensure parks are safe, clean, and welcoming for all users.

Implement consistent, proactive maintenance schedules to ensure parks remain clean, safe, and welcoming for all users year-round.

Provide adequate lighting, visibility, and wayfinding to enhance safety and user comfort.

Low

High

Immediate (0-2 years)

Near Term (3-5 years)

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Keep Brownsville Beautiful (KBB) Neighborhood Associations & Resident Groups Volunteer Groups & Friends Organizations

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Brownsville Police Department Partnerships: Neighborhood Associations & Resident Groups Technical Experts & Private Consultants

Incorporate design elements that support natural surveillance and reduce opportunities for unsafe behavior.

High

Near Term (3-5 years)

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Brownsville Police Department Partnerships: Neighborhood Associations & Resident Groups Technical Experts & Private Consultants

Establish clear codes of conduct and signage to promote safe and respectful use of park spaces.

Low

Immediate (0-2 years)

Lead: Parks & Recreation Support: Communications & Marketing

Lead: Parks & Recreation Support: Communications & Marketing IT Department Partnerships: Neighborhood Associations & Resident Organizations

Engage park users as partners in safety and maintenance by providing clear reporting channels and responsive management to address issues quickly and transparency.

Low

Immediate (0-2 years)

Strategy 1.5.4: Encourage and facilitate community-led programs that empower residents to take an active role in park activities and operations. Cross-Over Strategy. Refer to Strategy 1.2.6 for full implementation metrics.

699

Brownsville Parks, Health, and Recreation Master Plan

1.5

Objective 1.5: Vibrant Parks Establish safe, inclusive, and engaging parks that support community-led activities, encourage participation, and provide dynamic spaces for social interaction and recreation. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 1.5.1: Activate parks through community events and programming that bring people together. Cross-Over Strategy. Refer to Strategy 1.2.2 for full implementation metrics.

Strategy 1.5.3: Ensure parks are safe, clean, and welcoming for all users.

• Use the Park Assessment Tool (Appendix D) to conduct a systemwide baseline assessment before developing maintenance schedules and prioritizing improvements.

• • • •

% of parks reassessed annually using the Park Assessment Tool % of parks maintained on schedule per maintenance plan % of safety or maintenance issues resolved within target response times Park cleanliness and condition ratings via the Park Assessment Tool

• • • •

• Conduct a lighting and visibility assessment to identify gaps and prioritize improvements before design and installation. • Align wayfinding and signage with branding standards in Strategy 2.3.1 and safety design principles in Strategy 2.4.1.

• • • •

% of parks and trails with adequate lighting coverage # of safety and visibility improvements completed annually # of wayfinding signs installed or upgraded Park user survey ratings of perceived safety and comfort

• Health & Wellness • Accessibility & Connectivity • Operational Excellence

• Use the Park Assessment Tool (Appendix D) to conduct safety and visibility reviews before major design updates. • Coordinate with guidance under Strategy 2.4.1 to ensure Crime Prevention Through Environmental Design (CPTED) principles are consistently applied.

• % of renovated parks incorporating CPTED principles • % of visibility or safety concerns resolved following assessment • Park user survey ratings of perceived safety and comfort

• Health & Wellness • Community Cohesion • Operational Excellence

• Align with visual identity and design standards established under Strategy 2.3.1 to ensure consistency across all signage

• % of parks with updated, consistent code-of-conduct signage • # of bilingual or symbol-based signs installed

• • • •

• Identify or develop appropriate communication tools and reporting systems before public rollout. Coordinate messaging with Communications and Marketing to ensure accessibility and consistency across platforms.

• • • •

• Health & Wellness • Operational Excellence

# of reports submitted and resolved within target timeframes Average staff response time to maintenance or safety issues # of parks with active reporting signage or QR code systems Public satisfaction ratings to responsiveness and communication

Health & Wellness Environmental Resilience Community Cohesion Operational Excellence

Health & Wellness Equity & Inclusion Community Cohesion Operational Excellence

Implementation Plan

700

Connected by Community

Develop a vibrant park and trail network that enhances daily life, fosters community connections, and provides equitable access to quality recreational opportunities for all. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 2.1.1: Revise the park classification system to reflect community needs and guide future development.

Adopt the revised classification system outlined in Appendix E Design Manual. Refer to Figure 4.3 to view the implemented classification system.

Low

Immediate (0-2 years)

Lead: Parks & Recreation Support: City Manager's Office City Commission Planning & Redevelopment Services IT Department

Strategy 2.1.2: Prioritize strategic parkland acquisition and development to expand access and meet the community's long-term park and recreation needs. Cross-Over Strategy. Refer to Strategy 1.1.2 for full implementation metrics.

Strategy 2.1.3: Extend and connect the trail and sidewalk network to increase connectivity between parks, schools, and neighborhoods. Cross-Over Strategy. Refer to Strategy 1.1.1 for full implementation metrics.

Strategy 2.1.4: Offer diverse, inclusive, and intergenerational programs that support active lifestyles, cultural enrichment, and community connection for all residents. Cross-Over Strategy. Refer to Strategy 1.1.4 for full implementation metrics.

701

Brownsville Parks, Health, and Recreation Master Plan

2.1

Objective 2.1: Grow & Connect Create a cohesive parks and trail network that links neighborhoods, schools, and community spaces while fostering meaningful connections for all residents. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 1.1.1: Extend and connect the trail and sidewalk network to increase connectivity between parks, schools, and neighborhoods.

• Reference the revised park classification framework and definitions in Chapter 4 prior to adoption.

• • • •

Formal adoption of classification system by City Commission % of existing parks assigned updated classifications in GIS % of staff trained on the new system Frequency of classification system reviews or updates

• Equity & Inclusion • Operational Excellence

Implementation Plan

702

Connected by Community

Develop a vibrant park and trail network that enhances daily life, fosters community connections, and provides equitable access to quality recreational opportunities for all. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 2.2.1: Extend and connect the trail and sidewalk network to increase connectivity between parks, schools, and neighborhoods. Cross-Over Strategy. Refer to Strategy 1.1.1 for full implementation metrics.

Strategy 2.2.2: Prioritize strategic parkland acquisition and development to expand access and meet the community's long-term park and recreation needs. Cross-Over Strategy. Refer to Strategy 1.1.2 for full implementation metrics.

Strategy 2.2.3: Integrate public and alternative transportation options to improve access to parks and recreation opportunities.

Enhance connectivity between parks and public transportation to increase accessibility for residents without personal vehicles.

Integrate alternative transportation networks such as bike lanes, shared mobility programs, and pedestrian pathways to support safe, convenient access to parks and recreational facilities.

Promote equitable transportation access to ensure all neighborhoods can reach parks, trails, and programs regardless of mobility or transit options.

Support system-wide connectivity so that parks, trails, and recreational facilities are linked to key community destinations, enhancing usability and encouraging frequent use.

703

Brownsville Parks, Health, and Recreation Master Plan

High

Near Term (3-5 years)

Lead: Parks & Recreation Support: Multimodal Transportation Engineering & Public Works Partnerships: Brownsville Metro

$$$

Lead: Multimodal Transportation Support: Parks & Recreation Engineering & Public Works Brownsville Metropolitan Planning Organization (MPO) Grants & Community Development Partnerships: Brownsville Community Improvement Corporation (BCIC) Brownsville Metro Neighborhood Associations & Resident Groups

$$$

Lead: Parks & Recreation Support: Multimodal Transportation Engineering & Public Works Grants & Community Development Brownsville Metropolitan Planning Organization (MPO) Partnerships: Brownsville Community Improvement Corporation (BCIC) Brownsville Metro

2.2

Objective 2.2: Access for All Ensure equitable access to parks, trails, and recreational opportunities so every resident can enjoy the benefits of a connected and inclusive system. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 2.2.3: Integrate public and alternative transportation options to improve access to parks and recreation opportunities. • Reference the Sidewalk & Trails Master Plan to identify existing coverage and gaps before coordinating with Brownsville Metro on route adjustments or stop improvements.

• • • •

# of parks within 1/4 mile of a transit stop # of new or improved transit amenities adjacent to parks # of route or schedule adjustments made to support park access # of parks featured on public transit maps or apps

• Reference the Sidewalk & Trails Master Plan to map existing infrastructure and identify connectivity gaps before prioritizing investments. • Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• Miles of bike lanes or trails connecting to parks constructed or improved • % of parks served by alternative transportation networks • % increase in park visits via non-vehicular modes

• • • •

• Reference the equity maps in Chapter 3 to identify underserved neighborhoods before prioritizing transportation improvements.

• % of residents within 1/2 mile of a park accessible by public transit or active modes • # of new or expanded transit routes/stops near parks in equity-priority areas • ADA compliance rate along park access corridors • Resident satisfaction with transportation access to parks

• Health & Wellness • Equity & Inclusion • Accessibility & Connectivity

• Reference trail and connectivity data in the Sidewalk & Trails Master Plan and the equity maps in Chapter 3 to guide prioritization and ensure connections benefit underserved neighborhoods.

• % of parks connected to at least one other park or facility via safe walking/ biking routes • Miles of new trail or greenway constructed • # of key destinations directly connected to the park system • % increase in park visitation or multimodal trips following network completion

• Health & Wellness • Equity & Inclusion • Accessibility & Connectivity

Health & Wellness Equity & Inclusion Environmental Resilience Accessibility & Connectivity

Implementation Plan

704

Connected by Community

Develop a vibrant park and trail network that enhances daily life, fosters community connections, and provides equitable access to quality recreational opportunities for all. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 2.2.4: Ensure universal accessibility to support parks, trails, and facilities for residents of all abilities.

Adopt inclusive design standards that ensure all new and renovated parks, trails, and facilities are accessible to residents of all ages and abilities.

Prioritize accessibility improvements in existing parks and facilities to remove barriers and expand opportunities for participation.

Integrate accessibility as a core principle in planning, design, and programming to create a park system that is welcoming and usable by everyone.

Foster an inclusive culture across the parks system by ensuring accessibility extends beyond infrastructure to shape programs, events, and everyday services.

705

Brownsville Parks, Health, and Recreation Master Plan

Moderate

High

Moderate

Near Term (3-5 years)

Lead: Parks & Recreation Department Support: Planning & Redevelopment Services Engineering & Public Works Organizational Development & Human Resources Partnerships: Health, Wellness, & Fitness Providers Nonprofits & Community-Based Organizations Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Grants & Community Development Partnerships: Brownsville Community Improvement Corporation (BCIC) Nonprofits & Community-Based Organizations Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Health, Wellness, & Fitness Providers Nonprofits & Community-Based Organizations Technical Experts & Private Consultants

Lead: Parks & Recreation Partnerships: Health, Wellness, & Fitness Providers Nonprofits & Community-Based Organizations Technical Experts & Private Consultants

2.2

KPIs

Impact Indicators

Easy Win

Strategy 2.2.4: Ensure universal accessibility to support parks, trails, and facilities for residents of all abilities.

• Use the Park Assessment Tool (Appendix D) to benchmark current accessibility conditions before applying new standards. • Build on the standards set by the Unified Development Code (UDC).

• • • •

Formal adoption of inclusive design standards # of staff and consultants trained in inclusive design practices # of new or renovated parks certified as ADA/Universal Design compliant # of accessibility audits completed

• • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Operational Excellence

• Complete a comprehensive accessibility audit to identify and rank needed improvements before implementation.

• # of non-ADA-compliant parks retrofitted or upgraded • % of total parks with ADA-compliant access routes, restrooms, and amenities • # of adaptive play or recreation elements installed

• • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Operational Excellence

• Reference Strategy 2.2.5 for coordination on program scheduling and adaptive formats.

• • • •

Inclusion of accessibility objectives in major planning documents # of staff trained on accessibility awareness and response # of parks and programs incorporating inclusive communication tools % programs offering adaptive or accessible participation formats

• Health & Wellness • Equity & Inclusion • Accessibility & Connectivity

• None.

• • • •

# of adaptive or inclusive programs offered annually # of staff and volunteers trained in accessibility awareness Participation rate of individuals with disabilities in general programming Program satisfaction and resident feedback

• Health & Wellness • Equity & Inclusion • Community Cohesion

Implementation Plan

706

Connected by Community

Develop a vibrant park and trail network that enhances daily life, fosters community connections, and provides equitable access to quality recreational opportunities for all. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 2.2.5: Adapt program schedules and locations to meet diverse needs, ensuring accessibility regardless of work, school, or transportation barriers.

Expand program availability across a range of times and locations to increase participation and meet the needs of residents with varied schedules and commitments.

Develop programming that is geographically distributed so all neighborhoods, particularly underserved areas, have equitable access to recreational opportunities.

Build flexibility into program design to adapt to changing community needs, emerging trends, and resident feedback.

Prioritize affordability and accessibility in programming to reduce barriers to participation and promote equity.

707

Brownsville Parks, Health, and Recreation Master Plan

Low

Moderate

Low

Moderate

Immediate (0-2 years)

Near Term (3-5 years)

Immediate (0-2 years)

Lead: Parks & Recreation Partnerships: Brownsville Independent School District (BISD) Texas Southmost College University of Texas Rio Grande Valley (UTRGV) Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Youth-, Senior-, & Family-Serving Organizations

Lead: Parks & Recreation Partnerships: Brownsville Independent School District (BISD) Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Youth-, Senior-, & Family-Serving Organizations

Lead: Parks & Recreation Partnerships: Brownsville Independent School District (BISD) Educational Institutions & Student Groups Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Youth-, Senior-, and Family-Serving Organizations

Lead: Parks & Recreation Support: Grants & Community Development Partnerships: Nonprofits & Community-Based Organizations

2.2

KPIs

Impact Indicators

Easy Win

Strategy 2.2.5: Adapt program schedules and locations to meet diverse needs, ensuring accessibility regardless of work, school, or transportation barriers.

• Reference community engagement data in Chapter 2 to identify participation barriers and programming opportunities. • Coordinate with Strategy 2.2.4 to ensure program accessibility and inclusive scheduling.

• • • •

# of programs offered during nontraditional hours # of alternative or shared-use locations hosting programs Attendance growth rates following schedule expansion Participant satisfaction with timing and accessibility

• Health & Wellness • Equity & Inclusion • Accessibility & Connectivity

• Reference the needs assessment in Chapter 3 to identify target neighborhoods and align program types with local demographics.

• • • •

# of neighborhoods hosting City-sponsored programs # of partner venues activated through shared-use agreements % of programs delivered in equity-priority areas Program participation rates in underserved neighborhoods

• Health & Wellness • Equity & Inclusion • Community Cohesion

• Establish a program evaluation and feedback framework before launching annual review cycles.

• • • •

Completion of annual program evaluation and adjustment cycle % of programs reviewed, refreshed, or retired each year # of pilot programs tested and formally evaluated # of community feedback in puts integrated into program updates

• Health & Wellness • Community Cohesion • Operational Excellence

• None.

• • • •

Adoption of a formal sliding-scale or tiered fee policy # of free or low-cost programs offered annually # of participants receiving fee assistance or scholarships % increase in participation from low-income or equity-priority neighborhoods

• Health & Wellness • Equity & Inclusion • Community Cohesion

Implementation Plan

708

Connected by Community

Develop a vibrant park and trail network that enhances daily life, fosters community connections, and provides equitable access to quality recreational opportunities for all. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 2.3.1: Establish a consistent brand and visual identity for parks and facilities to create a recognizable and cohesive park system. Standardize and expand the department's existing branding to establish a complete and consistent visual identity for the park and recreation system.

Develop a Park Identity Manual to unify branding, materials, and placemaking across all parks and facilities.

Develop a phased rollout strategy for implementing new branding and signage standards, prioritizing high-visibility locations to increase impact and recognition.

Moderate

High

Immediate (0-2 years)

Near Term (3-5 years)

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Engineering & Public Works Communications & Marketing Partnerships: Brownsville Community Improvement Corporation (BCIC) Technical Experts & Private Consultants

Strategy 2.3.2: Implement cohesive design standards for parks and facilities to ensure quality, usability, and a seamless experience across the overall network.

Maintain and apply the Design Manual (Appendix E) as the department's guiding framework for quality, safety, and accessibility.

Incorporate community- and site-specific design elements to reflect neighborhood character, culture, and resident needs while maintaining overall system cohesion.

Implement a structured design review and oversight process to ensure all park projects meet design standards while reflecting community context.

709

Brownsville Parks, Health, and Recreation Master Plan

Moderate

High

Moderate

Immediate (0-2 years)

Near Term (3-5 years)

Lead: Parks & Recreation Support: Engineering & Public Works

Lead: Parks & Recreation Partnerships: Brownsville Independent School District (BISD) Cultural, Arts, & Heritage Organizations Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Engineering & Public Works Planning & Redevelopment Services Partnerships: Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations

2.3

Objective 2.3: Unified Spaces Develop a recognizable and unified park system where consistent design, cultural expression, and quality amenities provide a seamless and enriching experience. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 2.3.1: Establish a consistent brand and visual identity for parks and facilities to create a recognizable and cohesive park system.

• None.

• • • • •

Completion and adoption of a comprehensive visual identity system # of standardized templates and brand materials developed % of parks, facilities, and communication channels using updated branding # of staff trained in brand implementation Brand recognition and consistency ratings in community surveys or audits

• Community Cohesion • Operational Excellence

• Completion of the visual identity system (see previous recommendation) is required to inform manual development. • Coordinate with the Design Manual (Appendix E) to ensure physical design standards align with park typologies, functional guidance, and ecological design principles.

• Completion and adoption of Park Identity Manual • # of parks and facilities applying standardized furnishings, color, or material palettes • % of new and renovated sites reflecting unified signage and design hierarchy • Staff and public feedback on consistency and clarity of park identity

• Community Cohesion • Operational Excellence

• Completion of the Park Identity Manual and branding standards is required before rollout. • Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• • • • •

• Community Cohesion • Operational Excellence

Completion of phased implementation plan with schedule and cost estimates # of parks/facilities upgraded with new signage % of system branded within each rollout cycle Geographic equity ratio (distribution of improvements across districts) Community satisfaction or recognition levels

Strategy 2.3.2: Implement cohesive design standards for parks and facilities to ensure quality, usability, and a seamless experience across the overall network.

• Appendix E must be formally adopted or incorporated into municipal design policy to ensure enforceability.

• Formal adoption of the Design Manual • % of new or renovated parks meeting established quality and accessibility criteria • Completion of staff and/or consultant training sessions on Design Manual implementation • Frequency of Manual updates (evaluate every 3-5 years)

• • • •

Health & Wellness Environmental Resilience Accessibility & Connectivity Community Cohesion

• Implementation should align with the Design Manual (Appendix E) and coordinate with Strategy 2.3.3 for art and cultural integration guidance. • Conduct early community outreach prior to design development to identify cultural priorities and design preferences.

• # of projects integrating community-specific design elements or cultural art • % of park projects with documented community engagement before design finalization • # of participants in community engagement efforts • Resident satisfaction scores, collected post-project

• • • •

Health & Wellness Equity & Inclusion Community Cohesion Operational Excellence

• Requires adoption of the Design Manual (Appendix E) and formation of a Design Review Committee. • Must establish standard review protocols and community input mechanisms before project initiation.

• • • • •

• Operational Excellence

Establishment of Design Review Committee and meeting frequency % of projects reviewed through formal process % of projects verified as compliant with Appendix E standards # of community input sessions held during design phases Average project approval time compared to pre-review baseline

Implementation Plan

710

Connected by Community

Develop a vibrant park and trail network that enhances daily life, fosters community connections, and provides equitable access to quality recreational opportunities for all. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 2.3.3: Integrate public art, cultural elements, and interpretive features to enrich the park experience.

Integrate public art and interpretive storytelling across parks to celebrate community identity, heritage, and the natural environment.

Establish long-term stewardship and engagement practices to sustain and evolve cultural and interpretive features.

711

Brownsville Parks, Health, and Recreation Master Plan

High

Moderate

Near Term (3-5 years)

$$$

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Gladys Porter Zoo Sabal Palm Sanctuary Brownsville Historical Association Brownsville Museum of Fine Art Cultural, Arts, & Heritage Organizations Environmental & Conservation Organizations

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Brownsville Independent School District (BISD) Brownsville Historical Association Brownsville Museum of Fine Art Educational Institutions & Student Groups Environmental & Conservation Organizations Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Volunteer Groups & Friends Organizations

2.3

KPIs

Impact Indicators

Easy Win

Strategy 2.3.3: Integrate public art, cultural elements, and interpretive features to enrich the park experience.

• Align with the Park Identity Manual (Strategy 2.3.1) and Design Manual (Appendix E) to ensure art and interpretive elements complement overall system design standards. • Identify priority locations and develop clear artist selection and maintenance protocols before implementation.

• • • •

% of parks or facilities featuring public art or interpretive elements % of installations reflecting local culture or environmental themes Visitor engagement metrics Community satisfaction

• • • •

Equity & Inclusion Environmental Resilience Community Cohesion Operational Excellence

• Dependent on completion of initial public art and interpretive installations. • Should align with existing City maintenance protocols and partnership agreements for art, conservation, and cultural programming.

• Existence of a formal maintenance and conservation plan for art and interpretive features • % of installations inspected and maintained annually • # of partnerships supporting rotating exhibits or interpretive updates • # of community engagement or stewardship events per year • Resident satisfaction or sense of ownership survey results

• • • •

Health & Wellness Equity & Inclusion Community Cohesion Operational Excellence

Implementation Plan

712

Connected by Community

Develop a vibrant park and trail network that enhances daily life, fosters community connections, and provides equitable access to quality recreational opportunities for all. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 2.4.1: Apply Crime Prevention Through Environmental Design (CPTED) principles across parks and facilities to enhance safety.

Incorporate CPTED principles into all new park and facility designs to create safe, welcoming spaces that encourage positive activity.

Retrofit existing parks and facilities to enhance safety and improve user confidence through targeted upgrades and redesigns.

Integrate safety planning into park operations and maintenance to sustain secure environments and prevent recurring issues.

Engage the community and stakeholders in safety planning to build trust, foster ownership, and ensure that safety solutions reflect local priorities and experiences.

713

Brownsville Parks, Health, and Recreation Master Plan

Moderate

High

Moderate

Near Term (3-5 years)

Mid Term (6-10 years)

Immediate (0-2 years)

Lead: Parks & Recreation Support: Engineering & Public Works Brownsville Police Department Partnerships: Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Planning & Redevelopment Services Brownsville Police Department Partnerships: Brownsville Community Improvement Corporation (BCIC) Neighborhood Associations & Resident Groups Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Engineering & Public Works Brownsville Police Department Partnerships: Neighborhood Associations & Resident Groups

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Independent School District (BISD) Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Youth-, Senior-, & Family-Serving Organizations

2.4

Objective 2.4: Safe & Secure Promote safe, inclusive, and vibrant parks where residents feel confident to gather, play, and participate in shared experiences. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 2.4.1: Apply Crime Prevention Through Environmental Design (CPTED) principles across parks and facilities to enhance safety.

• Should be coordinated with the Design Manual (Appendix E) and the Design Review Committee (Strategy 2.3.2) to ensure CPTED standards are embedded in review and approval processes.

• % of new park and facility designs reviewed using CPTED principles • # of staff or consultants trained in CPTED practices • # of projects incorporating lighting, sightline, and access control improvements • Reduction in reported incidents or vandalism in redesigned parks

• • • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion Operational Excellence

• Requires completion of safety and visibility audits to set condition baselines.

• • • •

# of parks assessed through safety and visibility audits # or % of parks retrofitted based on CPTED principles % reduction in reported incidents or vandalism at improved sites # of community-reported safety concerns addressed annually

• • • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion Operational Excellence

• • • •

% of parks inspected on schedule using Appendix D criteria # of safety maintenance issues reported and resolved per quarter Average response time to safety-related maintenance requests # of community reports received through public reporting channels and resolved successfully

• • • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion Operational Excellence

• # of safety of safety engagement events/activities conducted annually • # of safety priorities identified and documented through engagement • # of engagement-informed safety improvements implemented within 12 months of engagement

• • • •

Equity & Inclusion Environmental Resilience Community Cohesion Operational Excellence

• The Park Assessment Tool (Appendix D) must be in active use to guide inspections. • Coordinate with prior CPTED-based design and retrofit efforts to ensure consistency between maintenance and design standards.

• None.

Implementation Plan

714

Connected by Community

Develop a vibrant park and trail network that enhances daily life, fosters community connections, and provides equitable access to quality recreational opportunities for all. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 2.4.2: Strengthen routine operations, maintenance, and rapid response to address vandalism, litter, and infrastructure issues. Establish proactive maintenance standards and schedules to ensure parks remain clean, safe, and inviting.

Create a rapid response protocol for vandalism, litter, and urgent issues to reinforce public trust and minimize disruptions to park access.

Strengthen community reporting and stewardship to build shared responsibility for clean, well-cared-for parks.

Align maintenance with operations and long-term sustainability to reduce costs, conserve resources, and extend the life of park assets.

Low

Immediate (0-2 years)

Moderate

Immediate (0-2 years)

Moderate

Near Term (3-5 years)

Lead: Parks & Recreation Support: Engineering & Public Works

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Neighborhood Associations & Resident Groups Volunteer Groups & Friends Organizations

Lead: Parks & Recreation Support: Communications & Marketing IT Department Partnerships: Keep Brownsville Beautiful (KBB) Neighborhood Associations & Resident Groups Volunteer Groups & Friends Organizations

Lead: Parks & Recreation Support: Engineering & Public Works Planning & Development Services

Strategy 2.4.3: Encourage and facilitate community-led programs that empower residents to take an active role in park activities and operations. Cross-Over Strategy. Refer to Strategy 1.2.6 for full implementation metrics.

Strategy 2.4.4: Activate parks through community events and programming that bring people together. Cross-Over Strategy. Refer to Strategy 1.2.2 for full implementation metrics.

715

Brownsville Parks, Health, and Recreation Master Plan

2.4

Objective 2.4: Safe & Secure Promote safe, inclusive, and vibrant parks where residents feel confident to gather, play, and participate in shared experiences. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 2.4.2: Strengthen routine operations, maintenance, and rapid response to address vandalism, litter, and infrastructure issues. • None.

• Completion and adoption of formal maintenance standards • Average work-order response and completion time • Park cleanliness or condition scores from the Park Assessment Tool (Appendix D)

• Health & Wellness • Operational Excellence

• None.

• • • •

• Health & Wellness • Operational Excellence

• None.

• Launch of public reporting platform • # of resident reports submitted and resolved each quarter • Resident satisfaction or trust levels measured through surveys

• Health & Wellness • Community Cohesion • Operational Excellence

• None.

• • • •

• Health & Wellness • Operational Excellence

Average response time to vandalism and urgent maintenance issues % of incidents resolved within service-level targets (e.g., 48 hours) # of issues reported and resolved per quarter Reduction in repeat vandalism or litter incidents at high-priority sites

Implementation of lifecycle asset management system % of parks with asset data tracked and maintained Reduction in maintenance costs or emergency repairs over time % of new projects using sustainable or low-maintenance materials

Strategy 2.4.4: Activate parks through community events and programming that bring people together. Cross-Over Strategy. Refer to Strategy 1.2.2 for full implementation metrics.

Implementation Plan

716

Rooted in Nature

Create a resilient and vibrant natural environment where strong landscapes, healthy waterways, and engage stewardship strengthen ecosystems and enrich quality of life. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 3.1.1: Develop and implement a Parks and Recreation Department plant palette that prioritizes sustainability, biodiversity, ecological value, and maintenance efficiency.

Develop a standardized plant palette for the Parks and Recreation Department.

Use the plant palette as a guiding framework to ensure all new and renovated park landscapes reflect sustainability, ecological value, and maintainability.

Moderate

Immediate (0-2 years)

Near Term (3-5 years)

Lead: Parks & Recreation Support: Engineering & Public Works Planning & Redevelopment Services Partnerships: Gladys Porter Zoo Sabal Palms Sanctuary Environmental & Conservation Organizations Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Engineering & Public Works Planning & Redevelopment Services Procurement Department Partnerships: Technical Experts & Private Consultants

Balance ecological and aesthetic goals with maintenance needs to ensure park landscapes provide environmental benefits, enhance visual appeal, and remain manageable over time.

Moderate

Near Term (3-5 years)

Lead: Parks & Recreation Partnerships: Gladys Porter Zoo Sabal Palms Sanctuary Environmental & Conservation Organizations Technical Experts & Private Consultants

Incorporate plant palette guidance into training and operational procedures.

Moderate

Near Term (3-5 years)

Lead: Parks & Recreation Partnerships: Environmental & Conservation Organizations

717

Brownsville Parks, Health, and Recreation Master Plan

3.1

Objective 3.1: Urban Landscape Shape a sustainable and beautiful urban environment that strengthens ecology, resilience, and community wellbeing. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 3.1.1: Develop and implement a Parks and Recreation Department plant palette that prioritizes sustainability, biodiversity, ecological value, and maintenance efficiency. Completion and formal adoption of the Parks & Recreation Plant Palette % of new or renovated parks using palette-approved species # of staff and contractors trained in palette application Increase in native species coverage across the park system Reduction in irrigation needs or maintenance hours at palette-implemented sites • Biodiversity metrics (e.g., pollinator or bird species presence) pre-/postimplementation

• Health & Wellness • Environmental Resilience • Operational Excellence

• Dependent on completion and formal adoption of the plant palette (see previous recommendation). • Should be aligned with the Design Manual (Appendix E) and integrated into project specifications, consultant scopes, and procurement templates before implementation.

• % of new park and renovation projects that use the plant palette • # of staff, consultants, and contractors trained in palette application • Reduction in maintenance hours or irrigation use in palette-compliant projects • # of design reviews completed to confirm palette compliance

• Health & Wellness • Environmental Resilience • Operational Excellence

• Requires adopted plant palette and routine use of the Park Assessment Tool (Appendix D).

• • • •

• Health & Wellness • Environmental Resilience • Operational Excellence

• Requires adopted plant palette.

• # of staff trained in palette use and installation techniques • % of new contracts and bid document palette compliance language • Staff-reported increases in confidence or capability with native/ecological planting practices • # of trainings, workshops, or conferences attended annually

• None.

• • • • •

% of projects using low-maintenance species Reduction in maintenance hours or resource inputs (water, fertilizer, pruning) Improvements in biodiversity indicators (pollinator activity, habitat features) Condition or performance scores from Appendix D assessments

• Health & Wellness • Environmental Resilience • Operational Excellence

Implementation Plan

718

Rooted in Nature

Create a resilient and vibrant natural environment where strong landscapes, healthy waterways, and engage stewardship strengthen ecosystems and enrich quality of life. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 3.1.2: Expand and manage the urban forest to strengthen resilience and improve community health.

Protect and maintain existing trees and forested areas.

Establish urban forestry standards and species guidance.

719

Brownsville Parks, Health, and Recreation Master Plan

High

Moderate

Near Term (3-5 years)

Lead: Parks & Recreation Support: Engineering & Public Works Planning & Redevelopment Services Partnerships: Texas A&M Forest Service Keep Brownsville Beautiful (KBB) Environmental & Conservation Organizations Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Planning & Redevelopment Services Partnerships: Gladys Porter Zoo Sabal Palms Sanctuary Texas A&M Forest Service Environmental & Conservation Organizations Technical Experts & Private Consultants

3.1

Objective 3.1: Urban Landscape Shape a sustainable and beautiful urban environment that strengthens ecology, resilience, and community wellbeing. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 3.1.2: Expand and manage the urban forest to strengthen resilience and improve community health.

• Must be coordinated with citywide tree ordinances, development review processes, and construction oversight policies. • Requires establishment or refinement of tree protection standards (see following recommendation).

• • • • • •

Completion of system-wide tree inventory % of existing canopy in "good" or "excellent" health condition # of hazardous or diseased trees or remediated annually % of construction projects that implement required tree protection measures Reduction in annual tree loss rate # of staff trained in arboriculture or tree protection protocols

• Health & Wellness • Environmental Resilience • Operational Excellence

• Must align with the department's plant palette (Strategy 3.1.1).

• • • • •

Completion and formal adoption of urban forestry standards % of new park and streetscape projects using the updated species guidance Reduction in planting failures during establishment period % of new plantings that are native, drought-tolerant, and/or pest-resistant # of staff trained in new urban forestry standards

• Health & Wellness • Environmental Resilience • Operational Excellence

Implementation Plan

720

Rooted in Nature

Create a resilient and vibrant natural environment where strong landscapes, healthy waterways, and engage stewardship strengthen ecosystems and enrich quality of life. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 3.1.2: Expand and manage the urban forest to strengthen resilience and improve community health.

Expand the city's tree canopy across parks, streets, and public spaces.

Integrate urban forestry into broader resilience and sustainability initiatives.

721

Brownsville Parks, Health, and Recreation Master Plan

High

Moderate

Near Term (3-5 years)

Immediate (0-2 years)

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Grants & Community Development Partnerships: Texas A&M Forest Service Keep Brownsville Beautiful (KBB) Environmental & Conservation Organizations Technical Experts & Private Consultants Volunteer Groups & Friends Organizations

Lead: Parks & Recreation Support: City Manager's Office City Commission Enterprise Project Management Office Engineering & Public Works Multi Modal Transportation Planning & Redevelopment Services Health, Wellness & Animal Services Partnerships: Gladys Porter Zoo Sabal Palms Sanctuary Texas A&M Forest Service Keep Brownsville Beautiful (KBB) Environmental & Conservation Organizations

3.1

Objective 3.1: Urban Landscape Shape a sustainable and beautiful urban environment that strengthens ecology, resilience, and community wellbeing. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 3.1.2: Expand and manage the urban forest to strengthen resilience and improve community health.

• Reference the environmental assessment maps in Chapter 3 to target priority areas for tree canopy expansion.

• Requires coordination with major planning efforts (e.g., comprehensive, downtown, sidewalk and trails, mobility plan updates)

• • • • •

# of new trees planted annually % increase in citywide canopy coverage % increase in canopy within priority heat-vulnerable areas Tree survival rate after establishment period Number of planting partnerships or volunteer events per year

• Health & Wellness • Environmental Resilience • Accessibility & Connectivity

• • • •

# of citywide plans and initiatives incorporating urban forestry components $ of grant funding secured for forestry-related resilience initiatives Inclusion of canopy/heat data in cross-departmental decision-making # of capital or infrastructure projects using trees/green infrastructure for resilience

• Health & Wellness • Environmental Resilience • Operational Excellence

Implementation Plan

722

Rooted in Nature

Create a resilient and vibrant natural environment where strong landscapes, healthy waterways, and engage stewardship strengthen ecosystems and enrich quality of life. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 3.1.3: Enhance the role of plants in beautifying parks and public spaces. Use planting design to enhance visual character and park identity, creating landscapes that reflect the unique character of each park and contributing to a cohesive system-wide aesthetic.

Integrate ecological benefits into beautification efforts to ensure that plantings not only enhance visual appeal but also support wildlife and environmental resilience.

High

Near Term (3-5 years)

Lead: Parks & Recreation Partnerships: Environmental & Conservation Organizations Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Keep Brownsville Beautiful (KBB) Environmental & Conservation Organizations Technical Experts & Private Consultants

Coordinate planting with recreational and community amenities to enhance user experience, create functional and inviting spaces, and ensure landscapes complement the intended use of each park area.

High

Near Term (3-5 years)

Lead: Parks & Recreation Partnerships: Keep Brownsville Beautiful (KBB) Environmental & Conservation Organizations Technical Experts & Private Consultants

Maintain flexibility to adapt plantings over time to respond to changing environmental conditions, evolving community needs, and lessons learned from maintenance and ecological performance.

Moderate

Near Term (3-5 years)

Lead: Parks & Recreation Partnerships: Environmental & Conservation Organizations

723

Brownsville Parks, Health, and Recreation Master Plan

3.1

Objective 3.1: Urban Landscape Shape a sustainable and beautiful urban environment that strengthens ecology, resilience, and community wellbeing. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 3.1.3: Enhance the role of plants in beautifying parks and public spaces. • Should align with the departmental plant palette (Strategy 3.1.1) and urban forestry standards (Strategy 3.1.2).

• # of projects using plantings to reinforce park identity or focal points • Reduction in maintenance issues linked to inappropriate plant selections

• • • •

Health & Wellness Environmental Resilience Community Cohesion Operational Excellence

• Should align with the departmental plant palette (Strategy 3.1.1) and urban forestry standards (Strategy 3.1.2). • Ecological stormwater features should reference Engineering & Public Works stormwater design criteria when applicable.

• % of new and renovated parks incorporating ecological planting strategies (native wildflower areas, pollinator-supportive plants, bioswales, rain gardens) • Reduction in irrigation needs at sites planted with drought-tolerant species • Increase in shade coverage in high-heat or high-traffic areas • Improvements in pollinator or wildlife presence

• Health & Wellness • Environmental Resilience • Operational Excellence

• Should align with the departmental plant palette (Strategy 3.1.1) and urban forestry standards (Strategy 3.1.2).

• % of renovated and new parks incorporating planting strategies that enhance recreational amenities (shade trees, buffers, circulation cues) • # of amenities improved with targeted plantings • Increase in shaded seating or activity zones • Reduction in user-reported heat or comfort issues in upgraded parks

• • • •

• Must build from the plant palette (Strategy 3.1.1) to guide species adjustments and from ongoing field observations using routine maintenance logs or seasonal reviews.

• Frequency of plant palette updates based on performance data (e.g., every 3-5 years) • % of parks implementing adaptive changes based on seasonal or annual plant performance reviews • Reduction in maintenance issues tied to under-performing species • Documented adjustments to mowing, irrigation, or pruning schedules

• Environmental Resilience • Operational Excellence

Health & Wellness Environmental Resilience Community Cohesion Operational Excellence

Implementation Plan

724

Rooted in Nature

Create a resilient and vibrant natural environment where strong landscapes, healthy waterways, and engage stewardship strengthen ecosystems and enrich quality of life. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 3.1.4: Expand the park system to reduce gaps in parkland acreage and enhance the urban environment.

Use the environmental mapping, location mapping, and community engagement findings to determine optimal locations for habitat protection and restoration.

Pursue strategic parkland acquisition and adaptive reuse to expand green space and enhance the urban environment.

Develop a network of green corridors, pocket parks, and nature-based open spaces that link neighborhoods and improve ecological health.

725

Brownsville Parks, Health, and Recreation Master Plan

Moderate

High

Immediate (0-2 years)

Near Term (3-5 years)

Mid Term (6-10 years)

Lead: Parks & Recreation Support: Planning & Redevelopment Services Engineering & Public Works Partnerships: Gladys Porter Zoo The Nature Conservancy Environmental & Conservation Organizations Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Planning & Redevelopment Services Engineering & Public Works Grants & Community Development Partnerships: The Nature Conservancy Environmental & Conservation Organizations Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Planning & Redevelopment Services Partnerships: Gladys Porter Zoo Sabal Palms Sanctuary The Nature Conservancy Brownsville Public Utility Board (BPUB) Environmental & Conservation Organizations Technical Experts & Private Consultants

3.1

Objective 3.1: Urban Landscape Shape a sustainable and beautiful urban environment that strengthens ecology, resilience, and community wellbeing. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 3.1.4: Expand the park system to reduce gaps in parkland acreage and enhance the urban environment.

• Reference the environmental assessment maps in Chapter 3 and the parkland acquisition map in Chapter 4 to drive decisionmaking.

• Completion of a prioritized list of parcel suitable for habitat protection or restoration • % of potential acquisition areas that improve connectivity between parks and natural systems • Identification of high-impact parcels documented and mapped

• • • •

Health & Wellness Equity & Inclusion Environmental Resilience Operational Excellence

• Reference the environmental assessment maps in Chapter 3 and the parkland acquisition map in Chapter 4 to drive decisionmaking.

• Total acreage acquired annually • % of acquisitions located in high-need or underserved areas • # of adaptive reuse conversions (e.g., drainage corridors or vacant parcels turned into parks or green infrastructure) • Amount of external funding or grants secured for acquisitions • Reduction in number of residents lacking access to a park

• • • •

Health & Wellness Equity & Inclusion Environmental Resilience Operational Excellence

• Reference the environmental assessment maps in Chapter 3 and coordinate with land acquisition priorities.

• • • •

• • • • •

Health & Wellness Equity & Inclusion Environmental Resilience Accessibility & Connectivity Community Cohesion

Miles of green corridors established or improved % of neighborhoods connecting to parks or trails by green corridors # of ecological features added Increase in shaded routes or tree coverage along corridors

Implementation Plan

726

Rooted in Nature

Create a resilient and vibrant natural environment where strong landscapes, healthy waterways, and engage stewardship strengthen ecosystems and enrich quality of life. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 3.1.4: Expand the park system to reduce gaps in parkland acreage and enhance the urban environment.

Leverage partnerships with schools, environmental institutions, and community organizations to increase access and share resources.

Implement a phased investment strategy that aligns parkland and urban greening projects with population growth, available funding, and long-term maintenance capacity.

727

Brownsville Parks, Health, and Recreation Master Plan

Moderate

High

Immediate (0-2 years)

Lead: Parks & Recreation Support: Communications & Marketing Grants & Community Development Partnerships: Brownsville Independent School District (BISD) Texas Southmost College University of Texas Rio Grande Valley (UTRGV) The Nature Conservancy Environmental & Conservation Organizations

$$$

Lead: Parks & Recreation Support: City Manager's Office City Commission Planning & Redevelopment Services Grants & Community Development Financial Services Engineering & Public Works

3.1

Objective 3.1: Urban Landscape Shape a sustainable and beautiful urban environment that strengthens ecology, resilience, and community wellbeing. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 3.1.4: Expand the park system to reduce gaps in parkland acreage and enhance the urban environment.

• None.

• # of formalized partnerships or shared-use agreements established • Acreage or square footage of new shared-use green space created or reactivated • Number of collaborative projects launched (e.g., outdoor classrooms, demonstration gardens, pocket parks) • $ of external funding, in-kind contributions, or materials secured through partners • Increase in green space availability in underserved neighborhoods supported by partnership

• • • •

• Should build upon the Chapter 3 needs assessment, parkland acquisition priorities, and the Funding Matrix (Appendix H).

• Completion and adoption of a phased investment strategy • % annual acquisitions or greening projects aligned with identified priority areas • $ of external funding leveraged annually for expansion/greening • Increase in canopy coverage or green space per capita over time • Inclusion of long-term maintenance forecasting in all new acquisitions or greening projects

• Environmental Resilience • Economic Vitality • Operational Excellence

Environmental Resilience Accessibility & Connectivity Community Cohesion Operational Excellence

Implementation Plan

728

Rooted in Nature

Create a resilient and vibrant natural environment where strong landscapes, healthy waterways, and engage stewardship strengthen ecosystems and enrich quality of life. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 3.2.1: Protect floodplains, resacas, and other sensitive ecosystems through land acquisition to preserve habitat and expand biodiversity.

Prioritize land acquisition for habitat protection and expansion in ecologically sensitive areas such as resacas, riparian corridors, wetlands, and floodplains.

Restore degraded or underutilized lands to natural conditions to reestablish ecological function throughout the city.

Create ecological buffers around sensitive natural areas to filter runoff, protect water quality, and provide additional habitat.

729

Brownsville Parks, Health, and Recreation Master Plan

High

Immediate (0-2 years)

Mid Term (6-10 years)

Near Term (3-5 years)

$$$

Lead: Parks & Recreation Support: Planning & Redevelopment Services Engineering & Public Works Grants & Community Development Financial Services Partnerships: Gladys Porter Zoo Sabal Palms Sanctuary The Nature Conservancy Environmental & Conservation Organizations Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Planning & Redevelopment Services Grants & Community Development Partnerships: Gladys Porter Zoo Sabal Palms Sanctuary Texas A&M AgriLife Extension Texas Parks & Wildlife Department (TPWD) Environmental & Conservation Organizations Technical Experts & Private Consultants Volunteer Groups & Friends Organizations

$$$

Lead: Parks & Recreation Support: Planning & Redevelopment Services Engineering & Public Works Grants & Community Development Partnerships: Gladys Porter Zoo Sabal Palms Sanctuary Environmental & Conservation Organizations Technical Experts & Private Consultants

3.2

Objective 3.2: Shelter & Sanctuary Preserve and restore ecosystems to sustain biodiversity, improve community health, and enrich Brownsville's natural legacy. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 3.2.1: Protect floodplains, resacas, and other sensitive ecosystems through land acquisition to preserve habitat and expand biodiversity.

• Reference the environmental assessment maps in Chapter 3 to guide prioritization.

• None.

• Buffer design standards must be coordinated with stormwater management and land-use plans to ensure ecological and hydrologic function.

• • • •

Acres of sensitive acquired or protected % of acquisitions located within mapped high-priority ecological zones $ of external funding leveraged for acquisitions Increase in protected habitat connectivity

• • • •

Health & Wellness Equity & Inclusion Environmental Resilience Operational Excellence

Acres of degraded land restored or naturalized annually % of restoration sites using native vegetation or ecological best practices Reduction in invasive species at restored sites Acres reconnected to riparian corridors, resacas, wetlands, or natural habitat networks • Survival rate of restored vegetation after 1-3 years • # of community members, students, or volunteers participating in stewardship efforts

• • • •

Health & Wellness Equity & Inclusion Environmental Resilience Operational Excellence

• • • •

Acres or linear feet of ecological buffers established Reduction in runoff or erosion indicators at priority sites Increase in wildlife presence or habitat connectivity # of community members engaged through education or stewardship activities • Secured grant dollars supporting buffer establishment and maintenance

• Health & Wellness • Environmental Resilience • Operational Excellence

Implementation Plan

730

Rooted in Nature

Create a resilient and vibrant natural environment where strong landscapes, healthy waterways, and engage stewardship strengthen ecosystems and enrich quality of life. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 3.2.1: Protect floodplains, resacas, and other sensitive ecosystems through land acquisition to preserve habitat and expand biodiversity.

Implement proactive land management practices to ensure long-term ecological health.

Strengthen partnerships to expand habitat protection and restoration at a regional scale.

731

Brownsville Parks, Health, and Recreation Master Plan

High

Immediate (0-2 years)

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Texas A&M AgriLife Extension Texas A&M Forest Service Environmental & Conservation Organizations Technical Experts & Private Consultants Volunteer Groups & Friends Organizations

Lead: Parks & Recreation Department Support: City Manager's Office Partnerships: Texas A&M AgriLife Extension Texas A&M Forest Service Texas Parks & Wildlife Department (TPWD) The Nature Conservancy U.S. Fish & Wildlife Service Environmental & Conservation Organizations

3.2

Objective 3.2: Shelter & Sanctuary Preserve and restore ecosystems to sustain biodiversity, improve community health, and enrich Brownsville's natural legacy. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 3.2.1: Protect floodplains, resacas, and other sensitive ecosystems through land acquisition to preserve habitat and expand biodiversity.

• None.

• • • • •

Completion of management plans for high-priority natural areas % of natural areas monitored annually for ecological condition Reduction in invasive species # of staff trained in ecological land management practices Improvements in habit metrics (e.g., canopy health, pollinator presence, water quality indicators) • # of monitoring partnerships formed with universities or nonprofits

• • • • •

# of formal partnership agreements # of joint projects or co-funded initiatives launched Acres of habitat restored or protected through regional collaboration Frequency of data-sharing meetings or ecological coordination efforts # of shared community education or stewardship events delivered across jurisdictions

• Health & Wellness • Environmental Resilience • Operational Excellence

• Environmental Resilience • Community Cohesion • Operational Excellence

Implementation Plan

732

Rooted in Nature

Create a resilient and vibrant natural environment where strong landscapes, healthy waterways, and engage stewardship strengthen ecosystems and enrich quality of life. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 3.2.2: Strengthen policies and development regulations to protect floodplains, resacas, and other sensitive areas.

Update zoning and development codes to limit impacts in sensitive areas.

Require ecological assessments for projects near sensitive habitats.

Establish conservation overlays or protective designations that provide additional safeguards for land use, vegetation management, and stormwater control.

Align development regulations with broader city planning efforts related to resilience and climate goals.

733

Brownsville Parks, Health, and Recreation Master Plan

Moderate

Near Term (3-5 years)

Near Term (3-5 years))

Lead: Planning & Redevelopment Services Support: Parks & Recreation Engineering & Public Works Partnerships: Environmental & Conservation Organizations Technical Experts & Private Consultants

Lead: Planning & Redevelopment Services Support: Engineering & Public Works Parks & Recreation Partnerships: Environmental & Conservation Organizations Technical Experts & Private Consultants

3.2

Objective 3.2: Shelter & Sanctuary Preserve and restore ecosystems to sustain biodiversity, improve community health, and enrich Brownsville's natural legacy. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 3.2.2: Strengthen policies and development regulations to protect floodplains, resacas, and other sensitive areas.

• None.

• Adoption of updated zoning and development code provisions • % of sensitive areas protected through setbacks, buffers, or development restrictions • # of low-impact development practices incorporated into new projects • # of staff trained on updated regulations and review procedures

• Environmental Resilience • Operational Excellence

• None.

• Adoption of ecological assessment guidelines and thresholds • % of projects avoiding or minimizing impacts through assessment recommendations • # of mitigation measures implemented (e.g., buffer enhancements, native vegetation replanting) • # of staff trained to review ecological assessments • Reduction in development-related disturbances within sensitive areas

• Environmental Resilience • Operational Excellence

• Should be coordinated with updated zoning and development codes (see previous recommendations).

• Completion and adoption of conservation overlay standards • Acres or linear miles placed under protective designation • Reduction in development-related impacts within designated overlay areas

• Environmental Resilience • Operational Excellence

• Must align with major planning efforts (e.g., comprehensive, resilience, downtown, sidewalk and trails, mobility, strategic action plans).

• % of new developments incorporating resilience or green infrastructure requirements

• Health & Wellness • Environmental Resilience • Operational Excellence

Implementation Plan

734

Rooted in Nature

Create a resilient and vibrant natural environment where strong landscapes, healthy waterways, and engage stewardship strengthen ecosystems and enrich quality of life. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 3.2.3: Restore and connect fragmented habitats to support biodiversity.

Restore degraded habitats to improve ecological function.

Establish ecological corridors to connect parks and natural areas.

Prioritize restoration in areas with the highest ecological and community impact.

Integrate habitat connectivity into city planning and development reviews.

735

Brownsville Parks, Health, and Recreation Master Plan

High

Moderate

Mid Term (6-10 years)

Near Term (3-5 years)

Immediate (0-2 years)

Near Term (3-5 years)

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Gladys Porter Zoo Sabal Palms Sanctuary The Nature Conservancy Brownsville Public Utility Board (BPUB) Environmental & Conservation Organizations Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Planning & Redevelopment Services Partnerships: Environmental & Conservation Organizations Technical Experts & Private Consultants Volunteer Groups & Friends Organizations

Lead: Planning & Development Services Support: Parks & Recreation Engineering & Public Works Partnerships: Environmental & Conservation Organizations Technical Experts & Private Consultants

3.2

Objective 3.2: Shelter & Sanctuary Preserve and restore ecosystems to sustain biodiversity, improve community health, and enrich Brownsville's natural legacy. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 3.2.3: Restore and connect fragmented habitats to support biodiversity.

• Reference the environmental assessments in Chapter 3 to prioritize degraded habitats.

• • • • • •

Acres of habitat restored annually % reduction in invasive species in restored areas Increase in native vegetation establishment/survival rates Hydrologic improvement metrics (e.g., erosion reduction, infiltration gains) # of restoration-focused volunteer events or stewardship groups engaged Biodiversity indicators (pollinator populations, wildlife presence)

• • • •

• Reference the environmental assessments in Chapter 3 to guide prioritization. • Align implementation with parkland expansion (Strategy 1.1.2 and 3.1.4), habitat restoration (Strategy 3.2.3), and plant palette and urban forestry guidance (Strategy 3.1.1 and 3.1.2).

• • • • •

Miles of ecological corridor established or enhanced % of parks connected to another park or natural area via ecological corridors Acres of land restored or planted to form corridors % increase in native vegetation along targeted corridors Biodiversity indicators showing improved wildlife movement or habitat use

• Health & Wellness • Environmental Resilience • Accessibility & Connectivity

• None.

• Completion of a prioritized list/map of restoration sites • % of restoration projects initiated at priority sites • # of ecological indicators improved at priority sites (e.g., canopy increase, invasive species reduction) • Annual update to priority list

• Health & Wellness • Equity & Inclusion • Environmental Resilience

• Must align with updates to citywide plans, zoning revisions, and development review procedures. • Reference the ecological corridor recommendations in Strategy 3.2.3 to ensure consistency across planning tools.

• % of applicable projects incorporating mitigation or design modifications to avoid habitat fragmentation • Adoption of connectivity language in the Comprehensive Plan and zoning updates • # of staff trained in habitat connectivity review

• Health & Wellness • Environmental Resilience • Operational Excellence

Health & Wellness Environmental Resilience Community Cohesion Operational Excellence

Implementation Plan

736

Rooted in Nature

Create a resilient and vibrant natural environment where strong landscapes, healthy waterways, and engage stewardship strengthen ecosystems and enrich quality of life. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 3.3.1: Implement low-impact development and green infrastructure practices in parks and public spaces to reduce stormwater runoff, improve water quality, and enhance resilience to flooding.

Develop citywide LID design guidelines and standards, ensuring consistent implementation, maintenance, and performance across all park projects.

Integrate green infrastructure into new parks, trails, and recreational spaces to manage stormwater effectively and improve water quality.

Retrofit existing parks and public spaces with low-impact development features.

Provide education and demonstration opportunities to inform residents, staff, and stakeholders about LID benefits and techniques.

737

Brownsville Parks, Health, and Recreation Master Plan

Moderate

High

Moderate

Near Term (3-5 years)

Mid Term (6-10 years)

Lead: Parks & Recreation Support: Engineering & Public Works Planning & Redevelopment Services Partnerships: Environmental & Conservation Organizations Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Grants & Community Development Partnerships: Brownsville Community Improvement Corporation (BCIC) Environmental & Conservation Organizations Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Grants & Community Development Partnerships: Environmental & Conservation Organizations Neighborhood Associations & Resident Groups Technical Experts & Private Consultants

3.3

Objective 3.3: Resilient Waters Preserve and restores ecosystems to sustain biodiversity, improve community health, and enrich Brownsville's natural legacy. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 3.3.1: Implement low-impact development and green infrastructure practices in parks and public spaces to reduce stormwater runoff, improve water quality, and enhance resilience to flooding.

• None.

• Dependent on new land acquisition and park development. • Relies on development of citywide LID design guidelines and standards. • Ensure alignment with the Design Manual (Appendix E) and integrate green infrastructure with citywide stormwater management requirements.

• Requires an initial low impact development retrofit opportunity assessment for all parks. • Relies on development of citywide LID design guidelines and standards. • Should align with the Design Manual (Appendix E) and plant palette (Strategy 3.1.1).

• Dependent on development of LID features in new and existing parks.

• Completion of formal adoption of the citywide LID design guidelines and standards • # of park/city projects using LID guidelines • # of staff trained in LID design/maintenance • # and performance outcomes of early LID pilot projects

• Environmental Resilience • Operational Excellence

• • • • • •

# of parks/trails incorporating green infrastructure features Acres of permeable surface added or restored Volume of stormwater captured/treated annually Reduction in localized flooding complaints or occurrences % survival of native plantings in green infrastructure installations Maintenance performance metrics for bioswales, rain gardens, and permeable paving

• Health & Wellness • Environmental Resilience • Operational Excellence

• • • • • •

# of parks retrofitted with LID features % reduction in impervious surface area Estimated stormwater volume captured/treated annually # and performance of LID features Maintenance performance scores for LID features over time Reduction in localized flooding or drainage complaints near retrofitted parks

• Health & Wellness • Environmental Resilience • Operational Excellence

• • • •

# of LID demonstration sites installed # of interpretive signs or displays created # of workshops, tours, or community events held annually % increase in small-scale residential LID adoption (e.g., rain barrels, rain gardens)

• Environmental Resilience • Community Cohesion • Operational Excellence

Implementation Plan

738

Rooted in Nature

Create a resilient and vibrant natural environment where strong landscapes, healthy waterways, and engage stewardship strengthen ecosystems and enrich quality of life. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 3.3.2: Protect floodplains, resacas, and other sensitive ecosystems through land acquisition to mitigate flooding, preserve habitat, and maintain natural hydrologic function. Cross-Over Strategy. Refer to Strategy 3.2.1 for full implementation metrics.

Strategy 3.3.3: Mitigate soil erosion and stabilize vulnerable landscapes to reduce sedimentation, protect water quality, and maintain safe and functional park areas.

Identify and prioritize erosion-prone areas, sedimentation sites, and unstable slopes for targeted stabilization, restoration, and ongoing maintenance, particularly near waterways, trails, and recreational features.

Implement vegetative stabilization techniques to reduce erosion, improve infiltration, and provide habitat for wildlife.

Apply engineered erosion control solutions in areas where vegetation alone cannot protect infrastructure or prevent soil loss.

Integrate erosion mitigation into park planning, design, and maintenance.

739

Brownsville Parks, Health, and Recreation Master Plan

Moderate

High

Moderate

Immediate (0-2 years)

Mid Term (6-10 years)

Near Term (3-5 years)

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Environmental & Conservation Organizations Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Environmental & Conservation Organizations Technical Experts & Private Consultants

$$$

Lead: Engineering & Public Works Support: Parks & Recreation Partnerships: Environmental & Conservation Organizations Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Environmental & Conservation Organizations Technical Experts & Private Consultants

3.3

Objective 3.3: Resilient Waters Preserve and restores ecosystems to sustain biodiversity, improve community health, and enrich Brownsville's natural legacy. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 3.3.3: Mitigate soil erosion and stabilize vulnerable landscapes to reduce sedimentation, protect water quality, and maintain safe and functional park areas.

• Reference the needs assessment maps in Chapter 3 to guide prioritization.

• • • • •

Completion of citywide erosion-prone area inventory # of sites assessed and ranked by risk level Establishment of annual monitoring protocols % of high-risk sites identified for near-term stabilization Integration of erosion data into park management plans and CIP prioritization

• Health & Wellness • Environmental Resilience • Operational Excellence

• Dependent on identification of erosion priority areas. • Align implementation with the plant palette (Strategy 3.1.1) to ensure appropriate species selection.

• • • •

% of priority erosion areas stabilized with vegetation Survival rate of installed native vegetation after establishment Reduction in observed erosion or sedimentation at treated sites % increase in native vegetation cover

• Environmental Resilience • Operational Excellence

• Dependent on identification of erosion priority areas.

• # of high-risk erosion sites receiving engineered stabilization • % reduction in soil loss or sedimentation at treated sites • Infrastructure protected (e.g., linear feet of trails stabilized, acreage of creek bank reinforced) • Performance of structures after storm events • # of hybrid vegetative/engineered installations

• Environmental Resilience • Operational Excellence

• None.

• • • •

• Environmental Resilience • Operational Excellence

% of new park designs including erosion assessments # of projects incorporating erosion mitigation measures # of staff trained in erosion mitigation techniques Reduction in recurring erosion-related maintenance issues

Implementation Plan

740

Rooted in Nature

Create a resilient and vibrant natural environment where strong landscapes, healthy waterways, and engage stewardship strengthen ecosystems and enrich quality of life. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 3.3.4: Expand and manage the urban forest to strengthen resilience and improve community health. Cross-Over Strategy. Refer to Strategy 3.1.2 for full implementation metrics.

Strategy 3.3.5: Align park development and maintenance policies with citywide flood mitigation and climate resilience goals.

Incorporate resilience standards into park design.

Prioritize land acquisition that supports resiliency efforts, ensuring recreational growth also advances environmental goals.

Demonstrate resilience through visible features that are educational and engaging for the public.

741

Brownsville Parks, Health, and Recreation Master Plan

Moderate

High

Moderate

Near Term (3-5 years)

Immediate (0-2 years)

Mid Term (6-10 years)

Lead: Parks & Recreation Support: Engineering & Public Works Planning & Redevelopment Services Partnerships: Environmental & Conservation Organizations Technical Experts & Private Consultants

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Planning & Redevelopment Services Grants & Community Development Partnerships: Brownsville Community Improvement Corporation (BCIC) Environmental & Conservation Organizations Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Engineering & Public Works Communications & Marketing Partnerships: Texas A&M AgriLife Extension Environmental & Conservation Organizations Technical Experts & Private Consultants

3.3

Objective 3.3: Resilient Waters Preserve and restores ecosystems to sustain biodiversity, improve community health, and enrich Brownsville's natural legacy. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 3.3.4: Expand and manage the urban forest to strengthen resilience and improve community health. Cross-Over Strategy. Refer to Strategy 3.1.2 for full implementation metrics.

Strategy 3.3.5: Align park development and maintenance policies with citywide flood mitigation and climate resilience goals. • Must align with citywide flood mitigation, stormwater, and resilience plans or policy. • Coordinate with the LID standards and guidelines (Strategy 3.1.1) and Design Manual (Appendix E) to avoid conflicting or redundant standards.

• Completion and adoption of resilience-focused design guidelines • % of new and renovated parks incorporating resilience features (shade, flood-adaptive landscapes, permeable surfaces) • # of staff trained in resilience design practices • Reduction in heat-vulnerable areas • # of projects demonstrating improved stormwater performance or reduced flood impacts

• Health & Wellness • Environmental Resilience • Operational Excellence

• Reference environmental assessment maps in Chapter 3 to guide prioritization.

• Completion of acquisition criteria and prioritization framework • # and acreage of parcels acquired for dual recreation and resilience benefit • % of acquisitions located in floodplains, heat-vulnerable areas, or ecological corridors • Amount of external funding or grant dollars leveraged

• • • •

• Implementation dependent on the department's brand and identity development (Strategy 2.3.1).

• # of parks with installed interpretive signage or demonstration resilience features • # of resilience-focused programs, workshops, or tours hosted annually • Public engagement metrics (QR code scans, attendance counts, survey feedback) • Increased public awareness measured via surveys

• Environmental Resilience • Community Cohesion • Operational Excellence

Health & Wellness Equity & Inclusion Environmental Resilience Operational Excellence

Implementation Plan

742

Rooted in Nature

Create a resilient and vibrant natural environment where strong landscapes, healthy waterways, and engage stewardship strengthen ecosystems and enrich quality of life. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 3.4.1: Develop engaging educational and stewardship programs that teach residents about local ecosystems, native species, and sustainable practices, fostering environmental literacy and stewardship. Develop year-round environmental education and stewardship programs for all ages that promote understanding of local ecosystems, native species, and sustainable practices.

Use parks and natural areas as outdoor classrooms to give residents direct, hands-on experience with ecosystems and habitat restoration.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Partnerships: Brownsville Independent School District (BISD) Gladys Porter Zoo Texas A&M AgriLife Extension Environmental & Conservation Organizations

Lead: Parks & Recreation Partnerships: Brownsville Independent School District (BISD) Gladys Porter Zoo Environmental & Conservation Organizations

Strategy 3.4.2: Establish partnerships with schools, cultural organizations, and community groups to expand environmental learning, programming, and volunteer engagement.

Collaborate with schools, nonprofits, and local organizations to expand environmental education, and programming.

Facilitate community stewardship programs through partner organizations, providing volunteer opportunities like habitat restoration, tree plantings, and park cleanups.

Leverage joint environmental initiatives to maximize resources and reach broader segments of the community.

743

Brownsville Parks, Health, and Recreation Master Plan

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Partnerships: Brownsville Independent School District (BISD) Gladys Porter Zoo Texas A&M AgriLife Extension Educational Institutions & School Groups Environmental & Conservation Organizations Youth-, Senior-, & Family-Serving Organizations

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Keep Brownsville Beautiful (KBB) Environmental & Conservation Organizations Volunteer Groups & Friends Organizations

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Independent School District (BISD) Gladys Porter Zoo Sabal Palms Sanctuary Keep Brownsville Beautiful (KBB) Educational Institutions & School Groups Environmental & Conservation Organizations Nonprofits & Community-Based Organizations Volunteer Groups & Friends Organizations

3.4

Objective 3.4: Shared Stewardship Foster a culture of shared responsibility that builds environmental awareness, inspires collective care, and empowers the community to protect Brownsville's natural resources. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

• None.

• • • •

# of environmental programs offered annually Attendance and demographic participation data # of stewardship events and volunteer hours contributed Increase in repeat participation year-to-year

• Health & Wellness • Environmental Resilience

• None.

• • • • •

# of outdoor classroom programs offered # of school/partner groups participating # of citizen science observations Participant satisfaction # of designated learning areas established

• Health & Wellness • Environmental Resilience • Community Cohesion

Strategy 3.4.2: Establish partnerships with schools, cultural organizations, and community groups to expand environmental learning, programming, and volunteer engagement.

• Reference the partnership opportunities outlined in Chapter 4 under "One City, Growing Together."

• • • •

# of partnership agreements formalized # of collaborative programs delivered or co-hosted annually # of participants engaged through partner-led programs Partner satisfaction and ongoing engagement levels

• None.

• # of volunteer stewardship events organized annually • # of participants and volunteer hours contributed • Acres restored, # of trees planted, or invasive species removed through volunteer work • Participant satisfaction and self-reported increases in ecological knowledge

• Equity & Inclusion • Environmental Resilience • Community Cohesion

• None.

• • • •

• Equity & Inclusion • Environmental Resilience • Community Cohesion

# of joint initiatives launched annually Amount of partner-contributed funding, materials, or staff time # of residents reached across demographic groups Geographic distribution of joint programs

• Equity & Inclusion • Environmental Resilience • Community Cohesion

Implementation Plan

744

Rooted in Nature

Create a resilient and vibrant natural environment where strong landscapes, healthy waterways, and engage stewardship strengthen ecosystems and enrich quality of life. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 3.4.3: Use interpretive signage and digital tools to educate and engage the public.

Install signage in parks and trails that explains ecological features, restoration projects, and ways residents can participate in stewardship.

Utilize digital platforms to provide educational content and promote volunteer opportunities, reaching residents beyond park boundaries.

Moderate

Low

Near Term (3-5 years)

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Environmental & Conservation Organizations Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Communications & Marketing IT Department Partnerships: Brownsville Independent School District (BISD) Educational Institutions & School Groups Texas A&M AgriLife Extension Keep Brownsville Beautiful (KBB) Environmental & Conservation Organizations Volunteer Groups & Friends Organizations

Strategy 3.4.4: Celebrate and promote community contributions to stewardship, reinforcing the value of shared responsibility for parks and natural resources.

Highlight successful stewardship initiatives through media and park communications to inspire continued engagement.

Establish a Stewardship Ambassador program to empower volunteers and community leaders to mentor others and lead stewardship initiatives.

745

Brownsville Parks, Health, and Recreation Master Plan

Low

Moderate

Immediate (0-2 years)

Near Term (3-5 years)

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Independent School District (BISD) Keep Brownsville Beautiful (KBB) Educational Institutions & School Groups Environmental & Conservation Organizations Volunteer Groups & Friends Organizations

Lead: Parks & Recreation Support: Organizational Development & Human Resources Partnerships: Brownsville Independent School District (BISD) Keep Brownsville Beautiful (KBB) Educational Institutions & School Groups Environmental & Conservation Organizations Volunteer Groups & Friends Organizations

3.4

KPIs

Impact Indicators

Easy Win

Strategy 3.4.3: Use interpretive signage and digital tools to educate and engage the public.

• Implementation dependent on the department's brand and identity development (Strategy 2.3.1).

• • • •

# of interpretive signs installed across parks and trails % of ecological/restoration sites equipped with signage Visitor engagement metrics (e.g., QR code interactions) Frequency of signage updates or maintenance schedules

• Health & Wellness • Environmental Resilience • Community Cohesion

• Implementation dependent on the department's brand and identity development (Strategy 2.3.1) and website development (Strategy 5.2.3).

• • • •

Website page views and time-on-page for environmental learning content Social media engagement # of volunteer sign-ups originating from digital platforms # of digital tools created

• Environmental Resilience • Community Cohesion • Operational Excellence

Strategy 3.4.4: Celebrate and promote community contributions to stewardship, reinforcing the value of shared responsibility for parks and natural resources.

• None.

• • • •

# of stewardship stories, videos, or features published annually Social media engagement metrics on stewardship content # of partner organizations collaborating on storytelling or media outreach Increase in volunteer sign-ups following stewardship features

• Environmental Resilience • Community Cohesion

• None.

• • • •

# of Stewardship Ambassadors recruited and trained annually # of stewardship projects led or supported by ambassadors Total volunteer hours contributed under ambassador retention rates Ecological or maintenance improvements tied to ambassador-led projects

• Equity & Inclusion • Environmental Resilience • Community Cohesion

Implementation Plan

746

One City, Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 4.1.1: Strengthen internal and external partnerships to coordinate planning, operations, and programming while supporting efficient implementation of parks and recreation initiatives. Foster a culture of collaboration across city departments to support collective ownership, effective planning, and efficient use of resources for parks and recreation initiatives.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: City Manager's Office

Engage city leadership in interdepartmental collaboration to champion parks and recreation as strategic assets that support community, health, and economic priorities.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: City Manager's Office

Strategy 4.1.2: Build partnerships with external organizations and institutions to expand the reach of the parks and recreation system. Cross-Over Strategy. Refer to Strategy 1.2.5 for full implementation metrics.

Strategy 4.1.3: Leverage public-private partnerships to increase financial and resource support for parks and recreation. Identify and cultivate relationships with private sector partners, foundations, and philanthropic organizations to secure funding and in-kind resources that support parks and recreation programs, facilities, and initiatives.

Develop formal sponsorship and donation programs that provide clear opportunities for businesses and organizations to contribute to park improvements, amenities, and community programming.

Moderate

Immediate (0-2 years)

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: City Manager's Office Communications & Marketing

Lead: Parks & Recreation Support: City Manager's Office Financial Services Communications & Marketing

Establish transparent policies and guidelines for public-private partnerships to ensure equitable access, community benefit, and alignment with City goals and values.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: City Manager's Office Financial Services City Auditor Procurement Department

Design partnerships to be mutually rewarding, giving partners tangible and intangible benefits while advancing parks and recreation initiatives.

Low

Immediate (0-2 years)

Lead: Parks & Recreation

747

Brownsville Parks, Health, and Recreation Master Plan

4.1

Objective 4.1: Shared Prosperity Foster collaboration across city departments, organizations, businesses, and community partners to maximize resources and ensure parks and recreation initiatives generate broad community benefits. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 4.1.1: Strengthen internal and external partnerships to coordinate planning, operations, and programming while supporting efficient implementation of parks and recreation initiatives. • Reference the internal partnerships outlined in Chapter 4 under "One City, Growing Together."

• • • • •

Frequency of interdepartmental meetings or working groups established # of joint projects or initiatives coordinated across departments % of major park projects using cross-departmental task forces Staff satisfaction or qualitative feedback on interdepartmental coordination Reduction in project delays caused by communication or process gaps

• Reference the internal partnerships outlined in Chapter 4 under "One City, Growing Together."

• Frequency of leadership participation in interdepartmental meetings and planning sessions • # of cross-departmental projects approved or resourced by leadership • Inclusion of parks and recreation priorities in citywide strategic documents or communications • Staff perception of improved leadership involvement • # of leadership-initiated or leadership-supported park initiatives

• Equity & Inclusion • Operational Excellence

• • • •

Health & Wellness Economic Vitality Community Cohesion Operational Excellence

Strategy 4.1.3: Leverage public-private partnerships to increase financial and resource support for parks and recreation. • Reference the partnership opportunities outlined in Chapter 4 under "One City, Growing Together."

• • • • •

# of new partnerships initiated or formalized annually Total financial or in-kind contributions secured per year # of joint programs, sponsorships, or supported projects % of priority recommendations supported through external partnerships % retention and renewal rate

• Economic Vitality • Community Cohesion • Operational Excellence

• None.

• • • • • •

# of sponsorship packages developed # and dollar value of sponsorships secured annually # and type of donated amenities Sponsor retention and renewal rate Processing time from sponsorship inquiry to approval Partner satisfaction scores or qualitative feedback

• Economic Vitality • Community Cohesion • Operational Excellence

• Must align with City procurement rules, legal requirements, and Parks & Recreation sponsorship/donor frameworks (if they were established through Strategy 4.1.3).

• • • •

Completion and City approval of public-private partnership policy framework # of partnerships reviewed using new criteria % of partnerships meeting equity goals Standard agreement templates produced and adopted"

• Equity & Inclusion • Community Cohesion • Operational Excellence

• None.

• # of partnerships engaged annually • Partner retention rate • # of recognition and visibility opportunities implemented (e.g., social media features, signage) • Partner satisfaction

• Equity & Inclusion • Community Cohesion • Operational Excellence

Implementation Plan

748

One City, Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 4.1.4: Engage community partners and volunteers to strengthen participation in programs, events, and stewardship initiatives.

Develop a structured volunteer program that provides meaningful opportunities for community members to support programs, events, and park stewardship initiatives.

Foster partnerships with local community groups, neighborhood associations, and civic organizations to co-host programs, events, and environmental stewardship programs.

Provide training, resources, and support to volunteers and community partners to ensure safe, effective, and high-quality participation in parks and recreation initiatives.

749

Brownsville Parks, Health, and Recreation Master Plan

Moderate

Immediate (0-2 years)

Moderate

Immediate (0-2 years)

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: Organizational Development & Human Resources Partnerships: Keep Brownsville Beautiful (KBB) Nonprofits & Community-Based Organizations Volunteer Groups & Friends Organizations

Lead: Parks & Recreation Partnerships: Educational Institutions & Student Groups Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Volunteer Groups & Friends Organizations

Lead: Parks & Recreation Support: Organizational Development & Human Resources IT Department

4.1

KPIs

Impact Indicators

Easy Win

Strategy 4.1.4: Engage community partners and volunteers to strengthen participation in programs, events, and stewardship initiatives.

• None.

• • • •

# of volunteers registered annually # of volunteer hours contributed % of programs/events supported by volunteers Volunteer retention rate

• Equity & Inclusion • Community Cohesion • Operational Excellence

• None.

• • • • •

# of partnership organizations engaged annually # of co-hosted events/programs # of volunteers recruited or hours contributed through partner organizations Participant satisfaction or attendance at co-hosted events Growth in partner retention year after year

• • • •

• • • • • •

# of volunteers and partners completing training annually % of volunteers oriented before assignment # of training modules developed (and delivered in bilingual formats) # of workshops and skill-building sessions provided annually Volunteer retention rate following training Reduction in safety incidents or performance issues among trained volunteers

• Equity & Inclusion • Community Cohesion • Operational Excellence

• Training protocols must follow City safety standards and risk management requirements.

Equity & Inclusion Environmental Resilience Community Cohesion Operational Excellence

Implementation Plan

750

One City, Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 4.2.1: Implement revenue-generating programs and services within parks and recreation to further support the overall system.

Offer a diverse mix of programs, classes, and services that align with community interests while generating consistent revenue.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: Financial Services Communications & Marketing Partnerships: Brownsville Independent School District (BISD) Texas Southmost College University of Texas Rio Grande Valley (UTRGV) Cultural, Arts, & Heritage Organizations Environmental & Conservation Organizations Nonprofits & Community-Based Organizations Youth-, Senior-, & Family-Serving Organizations

Expand opportunities for facility rentals, concessions, and equipment rentals to provide convenient services that support both residents and visitors.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: Procurement Department Financial Services Communications & Marketing Partnerships: Private Sector & Employers Youth-, Senior-, & Family-Serving Organizations

Use performance tracking and community feedback to identify high-demand programs and services that can be scaled for greater financial impact.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Independent School District (BISD) Texas Southmost College University of Texas Rio Grande Valley (UTRGV) Brownsville Convention & Visitors Bureau Educational Institutions & Student Groups Neighborhood Associations & Resident Groups Youth-, Senior-, & Family-Serving Organizations

Strengthen marketing and outreach to maximize participation and revenue potential from programs, rentals, and services.

751

Brownsville Parks, Health, and Recreation Master Plan

Moderate

Immediate (0-2 years)

4.2

Objective 4.2: Invest & Reinvest Develop sustainable revenue models and partnerships that reinvest in parks and recreation, balancing affordability with financial growth to strengthen the system for the long term. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 4.2.1: Implement revenue-generating programs and services within parks and recreation to further support the overall system.

• Reference community engagement findings in Chapter 2 to align programs with community preferences.

• • • • •

# of new programs introduced annually % of programs meeting cost recovery targets Average participation per program Net revenue generated per quarter # of partnerships or revenue-sharing agreements with external instructors

• • • • •

Health & Wellness Equity & Inclusion Economic Vitality Community Cohesion Operational Excellence

• None.

• • • •

# of facilities/equipment types available for rent Rental utilization rates (per facility, per equipment category) Revenue generated annually from rentals and concessions Customer satisfaction with rental processes and availability

• • • •

Health & Wellness Equity & Inclusion Economic Vitality Operational Excellence

• None.

• • • •

% of programs tracked for participation # of programs with feedback collected Identification of high-demand programs annually # of offerings adapted based on performance data

• Economic Vitality • Operational Excellence

• Marketing and outreach materials should coordinate with the department's updating branding and identity standards once developed (Strategy 2..3.1).

• • • • •

Increase in program participation Increase in rental bookings Social media and website engagement # of new user groups reached % of programs achieving or improving cost recovery

• • • •

Equity & Inclusion Economic Vitality Community Cohesion Operational Excellence

Implementation Plan

752

One City, Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 4.2.2: Leverage seasonal events, tournaments, and tourism opportunities to increase participation and economic impact.

Plan and host seasonal events and special programs that attract residents and visitors, highlight local culture, and generate economic activity.

Develop and support sports tournaments and competitive events that draw regional participants and spectators to Brownsville.

Moderate

Near Term (3-5 years)

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Independent School District (BISD) Texas Southmost College University of Texas Rio Grande Valley (UTRGV) Brownsville Convention & Visitors Bureau Cultural, Arts, & Heritage Organizations Nonprofits & Community-Based Organizations Private Sector & Employers

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Independent School District (BISD) Texas Southmost College University of Texas Rio Grande Valley (UTRGV) Brownsville Convention & Visitors Bureau Health, Wellness, & Fitness Providers Private Sector & Employers Youth-, Senior-, & Family-Serving Organizations

Coordinate with tourism partners, local businesses, and hospitality providers to increase economic impact and visitor engagement from parks and recreation events.

Moderate

Near Term (3-5 years)

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Convention & Visitors Bureau Private Sector & Employers

Use data and feedback from past events to refine programming, scheduling, and marketing to increase participation and economic returns.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: Communications & Marketing

753

Brownsville Parks, Health, and Recreation Master Plan

4.2

KPIs

Impact Indicators

Easy Win

Strategy 4.2.2: Leverage seasonal events, tournaments, and tourism opportunities to increase participation and economic impact.

• None.

• • • • •

Event attendance numbers Event-generated revenue # of new or returning seasonal events hosted annually Visitor/tourism metrics % of events co-hosted with community partners

• Equity & Inclusion • Economic Vitality • Community Cohesion

• Use the facility inventory (Chapters 3 and 5; Appendix C) and condition assessments from the Park Assessment Tool (Appendix D) to evaluate site readiness and plan upgrades for high-quality tournament venues.

• • • • •

# of tournaments hosted annually Participation levels (# of teams, athletes, spectators) Tournament-generated revenue Economic impact indicators (visitor spending, hotel occupancy) % of tournaments co-hosted with partner organizations

• • • •

• None.

• • • •

Number of tourism-aligned event partnerships annually Visitor attendance at Parks & Recreation events Event-related spending captured via partner reporting Sponsorship revenue from local businesses

• Economic Vitality • Community Cohesion • Operational Excellence

• None.

• % of events with documented attendance • # of surveys collected per event • Revenue trends tied to programming adjustments

Health & Wellness Economic Vitality Community Cohesion Operational Excellence

• Economic Vitality • Community Cohesion • Operational Excellence

Implementation Plan

754

One City, Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 4.2.3: Leverage public-private partnerships to increase financial and resource support for parks and recreation. Identify and cultivate relationships with private sector partners, foundations, and philanthropic organizations to secure funding and in-kind resources that support parks and recreation programs, facilities, and initiatives.

Lead: Parks & Recreation Support: City Manager's Office Communications & Marketing

Lead: Parks & Recreation Support: Financial Services Grants & Community Development

Near Term (3-5 years)

Lead: Parks & Recreation Support: Financial Services Grants & Community Development

Immediate (0-2 years)

Lead: Parks & Recreation

Moderate

Immediate (0-2 years)

Develop formal sponsorship and donation programs that provide clear opportunities for businesses and organizations to contribute to park improvements, amenities, and community programming.

Moderate

Near Term (3-5 years)

Establish transparent policies and guidelines for public-private partnerships to ensure equitable access, community benefit, and alignment with City goals and values.

Moderate

Design partnerships to be mutually rewarding, giving partners tangible and intangible benefits while advancing parks and recreation initiatives.

Moderate

755

Brownsville Parks, Health, and Recreation Master Plan

4.2

KPIs

Impact Indicators

Easy Win

Strategy 4.2.3: Leverage public-private partnerships to increase financial and resource support for parks and recreation.

• Reference the partnership opportunities outlined in Chapter 4 under "One City, Growing Together."

• • • • •

# of new partners identified annually # of outreach meetings or engagement sessions completed # of partnership commitments secured Total value of contributions received Partner retention rate

• Reference the partnership opportunities outlined in Chapter 4 under "One City, Growing Together."

• Completion and adoption of formal sponsorship/donation program guidelines • # of sponsorship packages developed • # of donations or sponsorship agreements secured annually • Total financial and in-kind value received

• Economic Vitality • Community Cohesion • Operational Excellence

• Reference the partnership opportunities outlined in Chapter 4 under "One City, Growing Together."

• Completion and adoption of public-private partnership policy and guidelines • # of staff trained on evaluating and managing partnerships

• • • •

• None.

• # of partnerships engaged annually • Partner retention rate • # of recognition and visibility opportunities implemented (e.g., social media features, signage) • Partner satisfaction

• Equity & Inclusion • Community Cohesion • Operational Excellence

• Economic Vitality • Community Cohesion • Operational Excellence

Equity & Inclusion Economic Vitality Community Cohesion Operational Excellence

Implementation Plan

756

One City, Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 4.2.4: Implement sustainable revenue models that balance affordability, equity, and financial stability across parks and recreation programs, services, and facilities. Establish equitable pricing structures to ensure all residents can participate in revenue-generating programs, services, and facility rentals.

Moderate

Near Term (3-5 years)

Lead: Parks & Recreation Support: Financial Services Communications & Marketing

Develop scholarship or subsidy programs for low-income residents to maintain inclusive access while sustaining revenue streams.

Moderate

Near Term (3-5 years)

Lead: Parks & Recreation Support: Financial Services Grants & Community Development Communications & Marketing

Develop financially sustainable program and service models that generate consistent revenue through memberships, rentals, and special events while maintaining affordability for residents.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: Communications & Marketing

Regularly review pricing and participation data to adjust rates, bundles, or packages based on demand, community feedback, and financial performance.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: Financial Services

Low

Near Term (3-5 years)

Lead: Parks & Recreation Support: Communications & Marketing

Communicate pricing options, bundled packages, and scholarship opportunities clearly to the public to raise awareness, uptake, and perceived value.

757

Brownsville Parks, Health, and Recreation Master Plan

4.2

KPIs

Impact Indicators

Easy Win

Strategy 4.2.4: Implement sustainable revenue models that balance affordability, equity, and financial stability across parks and recreation programs, services, and facilities. • Dependent on establishing baseline revenue, cost, participation, and demographic tracking systems to ensure new pricing structures are informed by data, community need, and department capacity.

• Change in participation among low-income households • Cost recovery rate before and after implementation • Participant satisfaction with flexibility and affordability

• • • •

Health & Wellness Equity & Inclusion Economic Vitality Community Cohesion

• Dependent on establishing baseline revenue, cost, participation, and demographic tracking systems to ensure new pricing structures are informed by data, community need, and department capacity.

• • • •

Health & Wellness Equity & Inclusion Economic Vitality Community Cohesion

• None.

• # of new bundle/pass products launched • % of residents using seasonal/annual passes • Revenue generated from program bundles, facility passes, and rental packages • Repeat participation rates for bundled vs. single-session programs

• • • •

Equity & Inclusion Economic Vitality Community Cohesion Operational Excellence

• Relies on consistent participation, revenue, and user feedback tracking to inform pricing changes.

• Frequency of pricing/package reviews completed (e.g., annually) • Participation trends • Change in revenue or cost recover after adjustments

• Equity & Inclusion • Economic Vitality • Operational Excellence

• Dependent on completing previous recommendations under Strategy 4.2.4.

• Increase in participation after communication pushes • % of residents reporting awareness of pricing and assistance options • Uptake of scholarships or discounted packages

• • • •

# of scholarships/subsidies awarded annually % participation increase among low-income residents Processing time for applicants Partner contributions to scholarship funds (financial or in-kind)

Equity & Inclusion Economic Vitality Community Cohesion Operational Excellence

Implementation Plan

758

One City, Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 4.3.1: Position parks and recreation as a catalyst for workforce development and skills advancement.

Partner with educational institutions, workforce boards, and training providers to host GED courses, certification programs, and career-readiness workshops in parks and recreation facilities.

Develop workforce pathways within the parks and recreation system by offering internships, apprenticeships, and job training programs in fields such as landscaping, maintenance, recreation programming, conservation, and customer service.

Leverage parks and recreation facilities as venues for job fairs, career expos, and networking events in collaboration with local employers and industry groups.

Support community capacity-building by providing space and resources for partnerled training, certification, and entrepreneurial programs in parks and recreation facilities.

759

Brownsville Parks, Health, and Recreation Master Plan

Moderate

Near Term (3-5 years)

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Independent School District (BISD) Texas Southmost College University of Texas Rio Grande Valley (UTRGV) Educational Institutions & Student Groups Nonprofits & Community-Based Organizations Private Sector & Employers

Lead: Parks & Recreation Support: Organizational Development & Human Resources Partnerships: Brownsville Independent School District (BISD) Texas Southmost College University of Texas Rio Grande Valley (UTRGV) Educational Institutions & Student Groups

Lead: Parks & Recreation Support: Communications & Marketing Organizational Development & Human Resources Partnerships: Brownsville Independent School District (BISD) Texas Southmost College University of Texas Rio Grande Valley (UTRGV) Educational Institutions & Student Groups Private Sector & Employers

4.3

Objective 4.3: Quality of Life Leverage parks and recreation as a driver of health, inclusion, and opportunity - enhancing Brownsville's livability, cultural identity, and appeal as a place to live, work, and rest. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 4.3.1: Position parks and recreation as a catalyst for workforce development and skills advancement.

• Must coordinate with facility availability and ensure designated program spaces meet baseline requirements for technology, WiFi, and accessibility standards prior to hosting classes.

• • • •

# of GED or certification courses hosted annually Enrollment numbers and course completion rates # of residents obtaining certifications % of programs offered during evenings/weekends

• • • •

Equity & Inclusion Economic Vitality Community Cohesion Operational Excellence

• None.

• • • •

# of internship, apprenticeship, or seasonal trainee positions created annually # of participants completing programs % of intern/seasonal staff transitioning into permanent roles Participant satisfaction ratings

• • • •

Equity & Inclusion Economic Vitality Community Cohesion Operational Excellence

• None.

• • • •

# of career events hosted annually # of employers and partners participating Event attendance and participant demographics % of employers who return for future events

• • • •

Equity & Inclusion Economic Vitality Community Cohesion Operational Excellence

• None.

• • • •

# of career events hosted annually # of employers and partners participating Event attendance and participant demographics % of employers who return for future events

• • • •

Equity & Inclusion Economic Vitality Community Cohesion Operational Excellence

Implementation Plan

760

One City, Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 4.3.2: Strengthen Brownsville's attractiveness for talent and investment through high-quality parks, trails, and recreational amenities.

Maintain and enhance parks, trails, and recreational facilities to ensure they are safe and appealing, creating a positive impression for residents, visitors, and potential investors.

Integrate recreational amenities into new development and redevelopment projects to showcase the city's commitment to quality of life and attract residential and commercial investment.

Highlight unique local assets such as waterfront access, historic sites, or nature preserves in marketing materials and city promotions to enhance Brownsville's appeal to prospective talent and investors.

Foster public spaces that support a vibrant community experience such as plazas, parks, and trails that encourage social interaction, outdoor activity, and cultural engagement.

761

Brownsville Parks, Health, and Recreation Master Plan

High

Moderate

High

Immediate (0-2 years)

Near Term (3-5 years)

Immediate (0-2 years)

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Keep Brownsville Beautiful (KBB) Neighborhood Associations & Resident Groups Volunteer Groups & Friends Organizations

Lead: Parks & Recreation Support: Engineering & Public Works Enterprise Project Management Office Planning & Redevelopment Services Partnerships: Brownsville Community Improvement Corporation (BCIC) Neighborhood Associations & Resident Groups Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Convention & Visitors Bureau

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Planning & Redevelopment Services Partnerships: UTHealth Houston, School of Public Health Brownsville Wellness Coalition Cultural, Arts, & Heritage Organizations Health, Wellness, & Fitness Providers Neighborhood Associations & Resident Groups Technical Experts & Friends Organizations

4.3

KPIs

Impact Indicators

Easy Win

Strategy 4.3.2: Strengthen Brownsville's attractiveness for talent and investment through high-quality parks, trails, and recreational amenities.

• None.

• % of parks and facilities passing safety audits • # of completed maintenance tasks vs project backlog • Trail and facility condition scores using the Park Assessment Tools (Appendix D) • ADA compliance improvements

• • • • • • •

Health & Wellness Equity & Inclusion Environmental Resilience Accessibility & Connectivity Economic Vitality Community Cohesion Operational Excellence

• Reference the community engagement findings in Chapter 2, needs assessments in Chapter 3, and district maps in Chapter 5 to identify which amenities are needed and ensure equitable distribution. • Implementation should be coordinated with City capital improvement budgeting and external grant funding opportunities to ensure financial feasibility.

• • • •

# of new developments incorporating parks and recreation space Acres of publicly accessible open space added through private development Linear miles of trails or pathways added through development projects # of projects receiving incentives for integrated features

• • • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Economic Vitality Community Cohesion

• Completion of the Park Identity Manual (Strategy 2.3.1) and branding standards is required before rollout.

• • • •

# of marketing materials or toolkits produced Social media reach and engagement for park- and nature-focused content Number of cross-promotional campaigns with partners Increased visitation to featured parks, trails, and natural assets

• Accessibility & Connectivity • Economic Vitality • Community Cohesion

• Relies on insights from community engagement results in Chapter 2 and the needs assessment in Chapter 3 to ensure design, programming, and activation meet community needs. • Should align with accessibility guidance (Strategy 2.2.4) and existing programming frameworks to maintain equitable and inclusive activation across sites.

• • • •

# of public spaces activated with programming annually Attendance at public space programs, events, or pop-ups # of new or enhanced public space amenities installed Resident satisfaction with public space quality and activity levels

• • • • • • •

Health & Wellness Equity & Inclusion Environmental Resilience Accessibility & Connectivity Economic Vitality Community Cohesion Operational Excellence

Implementation Plan

762

One City, Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 4.3.3: Elevate community health and wellness as a cornerstone of quality of life and economic vitality.

Offer diverse, inclusive, and accessible recreation programs that promote physical activity, mental well-being, and social connection across all ages, abilities, and interests.

Expand and enhance active transportation and trail networks to encourage daily movement and safe access to parks, schools, and key destinations.

Partner with health organizations, clinics, and wellness providers to deliver preventive health programs, screenings, and educational workshops in parks and recreation facilities.

763

Brownsville Parks, Health, and Recreation Master Plan

Moderate

High

Moderate

Immediate (0-2 years)

Near Term (3-5 years)

Immediate (0-2 years)

Lead: Parks & Recreation Support: Health, Wellness & Animal Services Partnerships: UTHealth Houston, School of Public Health Cultural, Arts, & Heritage Organizations Health, Wellness, & Fitness Providers Nonprofits & Community-Based Organizations Youth-, Senior-, & Family-Serving Organizations

$$$

Lead: Engineering & Public Works Support: Parks & Recreation Planning & Redevelopment Services Multi Modal Transportation Partnerships: Brownsville Community Improvement Corporation (BCIC) Brownsville Metro Neighborhood Associations & Resident Groups Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Health, Wellness & Animal Services Partnerships: UTHealth Houston, School of Public Health Brownsville Wellness Coalition Health, Wellness, & Fitness Providers

4.3

KPIs

Impact Indicators

Easy Win

Strategy 4.3.3: Elevate community health and wellness as a cornerstone of quality of life and economic vitality.

• Reference community engagement results in Chapter 2 for programming preferences.

• • • • •

# and diversity of program types offered Participation rates by age group, neighborhood, and demographic category % of programs incorporating inclusive/adaptive elements Program satisfaction ratings # of staff trained in inclusive program delivery and cultural competency

• • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion

• • • • •

Miles of new trails, sidewalks, or bike lanes constructed % of residents within a 10-minute walk of a trail or sidewalk connection # of trail/sidewalk upgrades completed Participation in walking/biking programs of community challenges Reduction in gaps or barriers identified in the needs assessment

• • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion

• None.

• • • • •

# of screenings, workshops, or preventive health events delivered annually Attendance and participation rates for health programs # of partnership organizations engaged Participant satisfaction and perceived usefulness of health programs # of residents accessing preventive services in non-clinical settings

• • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion

Implementation Plan

764

One City, Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 4.3.3: Elevate community health and wellness as a cornerstone of quality of life and economic vitality.

Incorporate nature-based and restorative spaces within parks to support mental health, stress reductions, and relaxation.

Promote public health campaigns and wellness initiatives through parks and recreation programming to foster long-term healthy lifestyle habits.

High

Moderate

Immediate (0-2 years)

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Health, Wellness & Animal Services Partnerships: UTHealth Houston, School of Public Health Brownsville Community Improvement Coalition (BCIC) Health, Wellness, & Fitness Providers Environmental & Conservation Organizations Technical Experts & Private Consultants

Strategy 4.3.4: Design welcoming and inclusive environments that celebrate culture and belonging. Cross-Over Strategy. Refer to Strategy 1.2.4 for full implementation metrics.

765

Brownsville Parks, Health, and Recreation Master Plan

4.3

KPIs

Impact Indicators

Easy Win

Strategy 4.3.3: Elevate community health and wellness as a cornerstone of quality of life and economic vitality.

• None.

• # of restorative spaces created or enhanced • Resident usage/visitation of restorative zones • % of parks with at least one nature-based or contemplative feature

• • • •

Health & Wellness Equity & Inclusion Environmental Resilience Community Cohesion

• None.

• • • •

Health & Wellness Equity & Inclusion Community Cohesion Operational Excellence

Participation rates in wellness challenges or health-focused programs Number of public health campaigns delivered annually Audience reach via social media, newsletters, and signage # of partner organizations contributing to campaigns or outreach

Strategy 4.3.4: Design welcoming and inclusive environments that celebrate culture and belonging. Cross-Over Strategy. Refer to Strategy 1.2.4 for full implementation metrics.

Implementation Plan

766

One City, Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 4.4.1: Position parks, trails, and public spaces as key destinations that showcase Brownsville's natural, cultural, and regional assets.

Showcase Brownsville's trail systems as signature destinations that connect residents and visitors to nature, history, and recreation.

Moderate

Near Term (3-5 years)

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Communications & Marketing Partnerships: Brownsville Convention & Visitors Bureau Cultural, Arts, & Heritage Organizations Environmental & Conservation Organizations Nonprofits & Community-Based Organizations

Incorporate cultural identity into public spaces through art, interpretive signage, events, and design elements that reflect Brownsville's heritage and identity.

Moderate

Near Term (3-5 years)

$$$

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Historical Association Brownsville Museum of Fine Art Cultural, Arts, & Heritage Organizations Neighborhood Associations & Resident Groups

Elevate recreational amenities in parks and trails to create distinctive, high-quality experiences that attract regional visitors and strengthen local pride.

High

Near Term (3-5 years)

$$$

Lead: Parks & Recreation Support: Brownsville Community Improvement Corporation (BCIC) Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Convention & Visitors Bureau Private Sector & Employers

Partner with tourism organizations, cultural institutions, and community groups to promote parks and public spaces as must-see destinations within Brownsville.

767

Brownsville Parks, Health, and Recreation Master Plan

Moderate

Near Term (3-5 years)

4.4

Objective 4.4: Destination Brownsville Elevate Brownsville's unique cultural, ecological, and recreational assets to position the city as a regional destination for residents, visitors, and tourists alike. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 4.4.1: Position parks, trails, and public spaces as key destinations that showcase Brownsville's natural, cultural, and regional assets.

• Completion of the Park Identity Manual (Strategy 2.3.1) and branding standards is recommended before implementation.

• • • •

# of upgraded trailheads, signs, or interpretive features installed Increase in trail visitation or trail counter data # of promotions, campaigns, or digital trail resources published User satisfaction ratings

• • • • •

Health & Wellness Environmental Resilience Accessibility & Connectivity Economic Vitality Community Cohesion

• Completion of the Park Identity Manual (Strategy 2.3.1) and branding standards is recommended before implementation.

• • • •

# of new public art installations or cultural design elements added # of interpretive signs, tours, or cultural wayfinding elements installed Attendance at culturally themed programs and events % of cultural partners engaged in planning and programming

• Health & Wellness • Equity & Inclusion • Community Cohesion

• Reference the community engagement findings in Chapter 2, needs assessments in Chapter 3, and district maps in Chapter 5 to identify which amenities are needed and ensure equitable distribution.

• # of parks and trails upgraded with modernized amenities • Visitor counts or trail use after improvements • # of signature attractions or distinctive features installed

• • • •

• Completion of the Park Identity Manual (Strategy 2.3.1) and branding standards is recommended before implementation.

• # of formalized partnerships with tourism or cultural institutions • # of co-branded promotions or joint marketing campaigns • Social media reach, impressions, or engagement tied to collaborative marketing

• Economic Vitality • Community Cohesion

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion

Implementation Plan

768

One City, Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 4.4.2: Align parks and recreation programming with signature cultural celebrations and regional events to enhance Brownsville's tourism appeal.

Integrate parks and recreation programming into major cultural celebrations such as Charro Days, Sombrero Festival, and other citywide events to expand activities and visitor engagement.

Use parks, trails, and public spaces as venues for cultural showcases, artisan markets, and performances that highlight Brownsville's creative community and traditions.

Develop cross-promotional strategies with event organizers to market Brownsville's parks, programs, and attractions to festival-goers and tourists.

769

Brownsville Parks, Health, and Recreation Master Plan

Moderate

Immediate (0-2 years)

Near Term (3-5 years)

Lead: Parks & Recreation Support: City Manager's Office City Commission Communications & Marketing Partnerships: Charro Days & Sombrero Festival Cultural, Arts, & Heritage Organizations Health, Wellness, & Fitness Providers Volunteer Groups & Friends Organizations

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Independent School District (BISD) Cultural, Arts, & Heritage Organizations Educational Institutions & Student Groups Private Sector & Employers Youth-, Senior-, & Family-Serving Organizations

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Community & Visitors Bureau Private Sector & Employers

4.4

KPIs

Impact Indicators

Easy Win

Strategy 4.4.2: Align parks and recreation programming with signature cultural celebrations and regional events to enhance Brownsville's tourism appeal.

• None.

• • • •

# of cultural festivals integrating Parks & Recreation programming Attendance at park-based festival activities # of collaborative activities co-developed with event organizers Volunteer participation during integrated festival activities

• None.

• # of cultural showcases, markets, or performances hosted in parks and public spaces • Vendor and artist participation rates, including representation from local and emerging creatives • Attendance at cultural events • Revenue or economic activity generated • Diversity of cultural traditions represented across events

• • • •

• Completion of the Park Identity Manual (Strategy 2.3.1) and branding standards is recommended before implementation.

• • • • •

• Economic Vitality • Community Cohesion • Operational Excellence

# of cross-promotional agreements established with event organizers Engagement metrics for co-branded digital contents Park visitation during festival periods Program registrations tied to cross-promotional campaigns Website traffic to parks/trails pages during promotional windows

• • • •

Health & Wellness Equity & Inclusion Economic Vitality Community Cohesion

Implementation Plan

770

One City, Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 4.4.3: Strengthen Brownsville's role as a host city for sports tourism, tournaments, and large-scale recreational events.

Maintain and enhance existing athletic facilities, fields, and courts to ensure they are appealing for regular use and visitor events.

Develop new or upgraded tournament-level facilities that meet regional and state standards to attract large-scale competitions and recreational events.

Collaborate with regional sports clubs, associations, and schools to host recurring events, tournaments, and championships that increase visitation and economic impact.

771

Brownsville Parks, Health, and Recreation Master Plan

High

Moderate

Immediate (0-2 years)

Mid Term (6-10 years)

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Brownsville Community Improvement Corporation (BCIC) Neighborhood Associations & Resident Groups Private Sector & Employers Volunteer Groups & Friends Organizations Youth-, Senior-, & Family-Serving Organizations

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Planning & Redevelopment Services Grants & Community Development Partnerships: Brownsville Community Improvement Corporation (BCIC) Private Sector & Employers Technical Experts & Private Consultants Youth-, Senior-, & Family-Serving Organizations

Lead: Parks & Recreation Partnerships: Brownsville Independent School District (BISD) Texas Southmost College University of Texas Rio Grande Valley (UTRGV) Youth-, Senior-, & Family-Serving Organizations

4.4

KPIs

Impact Indicators

Easy Win

Strategy 4.4.3: Strengthen Brownsville's role as a host city for sports tourism, tournaments, and large-scale recreational events.

• Actively utilize the Park Assessment Tool (Appendix D) for consistent facility evaluations. • Build on the maintenance and operations foundation set by Strategy 2.4.2.

• • • •

# of facilities assessed annually using Appendix D % of identified deficiencies resolved within target time frames Reduction in emergency repairs due to preventive maintenance Increased tournament bookings or athletic rentals

• Health & Wellness • Accessibility & Connectivity • Operational Excellence

• Reference the community engagement findings in Chapter 2, needs assessments in Chapter 3, and district maps in Chapter 5 to identify which amenities are needed and ensure equitable distribution. • Dependent on acquisition of new parkland, guided by the acquisition map in Chapter 4. • Dependent on completion of feasibility studies, benchmarking analysis, and alignment with the Funding Matrix (Appendix H).

• • • •

Completion of feasibility and benchmarking studies # of new/upgraded facilities meeting regional/state standards # of tournaments hosted annually and # of spectators and participants Revenue generated from tournaments and facility rentals

• • • •

Health & Wellness Accessibility & Connectivity Economic Vitality Operational Excellence

• • • • •

# of recurring tournaments hosted annually Multi-year agreements secured with sports clubs/associations Annual participation and spectator counts Revenue generated from facility rentals/tournaments Estimated economic impact (visitor spending, hotel nights, vendor participation)

• • • •

Health & Wellness Accessibility & Connectivity Economic Vitality Operational Excellence

• None.

Implementation Plan

772

One City, Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 4.4.4: Expand outdoor recreation and nature-based tourism opportunities by showcasing Brownsville's unique ecological and wildlife assets.

Create programs, tours, and events that highlight birding, native ecosystems, and regional biodiversity.

Enhance nature-based recreation by improving trail connectivity, signage, and visitor amenities as well as parks, preserves, and waterfront areas.

Promote Brownsville's role as a birding eco-tourism destination.

773

Brownsville Parks, Health, and Recreation Master Plan

Moderate

High

Moderate

Immediate (0-2 years)

Mid Term (6-10 years)

Near Term (3-5 years)

Lead: Parks & Recreation Partnerships: Gladys Porter Zoo Sabal Palms Sanctuary Texas Parks & Wildlife Department (TPWD) Environmental & Conservation Organizations

$$$

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Gladys Porter Zoo Sabal Palms Sanctuary Texas Parks & Wildlife Department (TPWD) Brownsville Convention & Visitors Bureau Environmental & Conservation Organizations

4.4

KPIs

Impact Indicators

Easy Win

Strategy 4.4.4: Expand outdoor recreation and nature-based tourism opportunities by showcasing Brownsville's unique ecological and wildlife assets.

• None.

• • • •

# of nature-based programs, tours, or events offered annually Attendance at birding tours, nature workshops, or seasonal festivals # of partner-led or co-developed programs Volunteer participation in citizen science or habitat stewardship activities

• Health & Wellness • Environmental Resilience • Community Cohesion

• Align efforts with the current Sidewalk & Trails Master Plan and Active Transportation Plan. • Reference environmental assessment maps in Chapter 3 to guide prioritization. • Completion of the Park Identity Manual (Strategy 2.3.1) and branding standards is recommended before implementation.

• • • • •

Linear miles of new or improved trail connections # of upgraded trailheads and visitor amenities # of new or enhanced waterfront access points User satisfaction ratings Trail use counts or data from automated counters

• • • •

Health & Wellness Environmental Resilience Accessibility & Connectivity Community Cohesion

• Completion of the Park Identity Manual (Strategy 2.3.1) and branding standards is recommended before implementation.

• # of birding-related programs, tours, or events offered annually • Attendance at birding festivals or guided tours • Downloads/views of birding guides or digital maps

• • • •

Health & Wellness Environmental Resilience Community Cohesion Economic Vitality

Implementation Plan

774

One City, Growing Together

Cultivate a flourishing parks and recreation system where collaboration, investment, and inclusion drive quality of life and elevate Brownsville's regional and cultural identity. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 4.4.4: Expand outdoor recreation and nature-based tourism opportunities by showcasing Brownsville's unique ecological and wildlife assets.

Develop specialized facilities and infrastructure such as observation decks, kayak launches, or interpretive exhibits that enrich outdoor recreation and wildlife viewing experiences.

Encourage sustainable ecotourism practices by incorporating conservation education and stewardship opportunities into recreation programs and events.

775

Brownsville Parks, Health, and Recreation Master Plan

High

Moderate

Near Term (3-5 years)

Immediate (0-2 years)

$$$

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Gladys Porter Zoo Environmental & Conservation Organizations Technical Experts & Private Consultants

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Gladys Porter Zoo Texas A&M AgriLife Extension Keep Brownsville Beautiful (KBB) Environmental & Conservation Organizations

4.4

KPIs

Impact Indicators

Easy Win

Strategy 4.4.4: Expand outdoor recreation and nature-based tourism opportunities by showcasing Brownsville's unique ecological and wildlife assets.

• None.

• • • •

# of new observation decks, blinds, or eco-viewing structures installed # of new or improved kayak launches or water access points Visitor counts or usage data at upgraded sites # of interpretive exhibits installed or updated

• Environmental Resilience • Accessibility & Connectivity • Community Cohesion

• None.

• • • •

# of programs incorporating conservation education # of stewardship opportunities offered annually Participation in volunteer/ecotourism focused events # of partners engaged in conservation programming

• Environmental Resilience • Community Cohesion

Implementation Plan

776

Excellence in Action

Deliver a trusted, high-performing parks and recreation system that thrives through skilled staff, data-driven planning, strong operations, and active community engagement. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 5.1.1: Develop and execute routine maintenance practices and strategic upgrades to keep parks and facilities attractive, functional, and welcoming for all residents.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Partnerships: Keep Brownsville Beautiful (KBB) Neighborhood Associations & Resident Groups Volunteer Groups & Friends Organizations

Monitor and assess park conditions regularly to guide maintenance priorities and improvements.

Low

Immediate (0-2 years)

Lead: Parks & Recreation

Implement a rotating upgrade schedule for park assets to ensure major facilities are replaced or upgraded at the end of their lifespan in an equitable, citywide cycle.

High

Near Term (3-5 years)

$$$

Lead: Parks & Recreation Support: Engineering & Public Works

Lead: Parks & Recreation Support: Engineering & Public Works Partnerships: Technical Experts & Private Consultants

Develop and implement a routine maintenance program that ensures parks and facilities are clean, safe, and well-maintained.

Coordinate maintenance and upgrades across the park system to maximize efficiency and maintain a consistent standard of quality.

777

Brownsville Parks, Health, and Recreation Master Plan

Moderate

Immediate (0-2 years)

5.1

Objective 5.1: Operational Excellence Deliver consistently high-quality operations by strengthening maintenance, staffing, and rapid response practices that ensure parks and facilities remain attractive, functional, and welcoming to all. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 5.1.1: Develop and execute routine maintenance practices and strategic upgrades to keep parks and facilities attractive, functional, and welcoming for all residents.

• Actively utilize the Park Assessment Tool (Appendix D) for consistent evaluations.

• • • • •

% of parks following standardized maintenance schedules Reduction in recurring maintenance issues Time-to-resolution for reported issues # of safety hazards or equipment failures identified through routine checks Park cleanliness and condition scores from annual audits

• • • •

Health & Wellness Equity & Inclusion Community Cohesion Operational Excellence

• Actively utilize the Park Assessment Tool (Appendix D) for consistent evaluations.

• • • • •

% of parks assessed annually # of staff trained in assessment procedures Reduction in recurring maintenance issues identified through assessments Average response time to address assessment-flagged needs Trends in park condition scores over time

• • • •

Health & Wellness Equity & Inclusion Community Cohesion Operational Excellence

• Dependent on having a complete park asset inventory and baseline condition data.

• % of total assets with documented lifespans and replacement schedules • % of major assets replaced or upgraded according to lifespan recommendations • % of parks receiving upgrades each year • Reduction in emergency repairs due to predictable lifecycle planning • Improvements in condition scores over time

• • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Operational Excellence

• Dependent on consistent use of the Park Assessment Tool (Appendix D) and baseline maintenance procedures.

• • • •

Health & Wellness Equity & Inclusion Community Cohesion Operational Excellence

% of parks following standardized maintenance schedules Reduction in duplicated work or conflicting schedules % of maintenance and upgrade projects completed on schedule Improved condition scores across park classifications

Implementation Plan

778

Excellence in Action

Deliver a trusted, high-performing parks and recreation system that thrives through skilled staff, data-driven planning, strong operations, and active community engagement. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 5.1.2: Build and sustain a robust Parks and Recreation staff to ensure consistent, high-quality operations and services for the community.

Assess and plan for current and future staffing needs to ensure the department can meet operational and programmatic needs.

Develop staff capacity through training, professional development, and strategic use of supplemental resources to maintain high-quality services.

Foster a supportive and sustainable work environment that encourages retention and a culture of excellence.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: Organizational Development & Human Resources Enterprise Project Management Office

Low

Immediate (0-2 years)

Lead: Parks & Recreation Support: Organizational Development & Human Resources

Low

Immediate (0-2 years)

Lead: Parks & Recreation Support: City Manager's Office Organizational Development & Human Resources

Strategy 5.1.3: Strengthen routine operations, maintenance, and rapid response to address vandalism, littler, and infrastructure issues. Cross-Over Strategy. Refer to Strategy 2.4.2 for full implementation metrics.

779

Brownsville Parks, Health, and Recreation Master Plan

5.1

KPIs

Impact Indicators

Easy Win

Strategy 5.1.2: Build and sustain a robust Parks and Recreation staff to ensure consistent, high-quality operations and services for the community.

• Implementation should be guided by the staffing analysis in Chapter 3.

• • • • •

Completion of staffing assessment and long-term staffing plan # of identified staffing gaps addressed annually Improved response times for maintenance and operations Program expansion capacity (# of new programs launched) % of positions filled and retained year after year

• Health & Wellness • Equity & Inclusion • Operational Excellence

• None.

• • • • • •

# of staff participating in annual training Certifications earned Staff retention rates % of cross-trained staff Volunteer/intern hours leveraged in support of operations and programs Improvements in service capacity, response times, or program delivery

• Equity & Inclusion • Economic Vitality • Operational Excellence

• None.

• • • • •

Staff retention rates Participation in recognition programs Employee satisfaction trends # of internal promotions or career advancements Reduction in vacancy duration for critical positions

• Economic Vitality Operational Excellence

Implementation Plan

780

Excellence in Action

Deliver a trusted, high-performing parks and recreation system that thrives through skilled staff, data-driven planning, strong operations, and active community engagement. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 5.2.1: Revise the park classification system to reflect community needs and guide future development. Cross-Over Strategy. Refer to Strategy 2.1.1 for full implementation metrics.

Strategy 5.2.2: Maintain a comprehensive and up-to-date records, inventories, and data systems to guide planning, operations, and decision-making. Maintain and regularly update a comprehensive park and facility inventory as the department's central record of assets, conditions, and life cycles.

Use GIS to map and visualize the park and facility inventory, project activity, and future acquisition priorities to support planning and coordination.

Establish a project tracking system that is linked to the park and facility inventory and GIS, ensuring all data is integrated, consistent, and accessible across platforms for decision-making and communication.

Track and prioritize properties suitable for future parkland acquisition to guide strategic growth of the system.

781

Brownsville Parks, Health, and Recreation Master Plan

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: IT Department Engineering & Public Works

Moderate

Near Term (3-5 years)

Lead: Parks & Recreation Support: IT Department

High

Near Term (3-5 years)

Lead: Parks & Recreation Support: IT Department Private consultants or contractors (optional)

Moderate

Near Term (3-5 years)

Lead: Parks & Recreation Support: Planning & Redevelopment Services

5.2

Objective 5.2: Information Systems Develop modern, accurate, and accessible information systems to guide planning, management, and community communication across the entire parks and recreation system. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 5.2.1: Revise the park classification system to reflect community needs and guide future development. Cross-Over Strategy. Refer to Strategy 2.1.1 for full implementation metrics.

Strategy 5.2.2: Maintain a comprehensive and up-to-date records, inventories, and data systems to guide planning, operations, and decision-making.

• Use the Park Inventory (Appendix C) as the baseline dataset.

• • • • •

% of parks with current inventory data Frequency of data updates (quarterly/annual) # of asset records updated or added annually % of capital planning projects informed directly by the inventory Reduction in missing/duplicated asset records

• Economic Vitality • Operational Excellence

• Dependent on an accurate and up-to-date baseline inventory of parks and facilities. • Reference the needs assessment in Chapter 3, the district-level analyses in Chapter 5, and the acquisition map in Chapter 4 to inform data entry and prioritization.

• • • •

Frequency of GIS updates % of capital projects tracked through GIS # of planning or budgeting decisions informed by GIS visualization Reduction in duplicated or conflicting project efforts

• Equity & Inclusion • Economic Vitality • Operational Excellence

• • • •

Frequency of project updates aligned with milestones Reduction in duplicated or conflicting project entries # of staff actively using the integrated system # of planning, budgeting, or maintenance decisions informed by project tracking outputs

• Equity & Inclusion • Economic Vitality • Operational Excellence

• Dependent on an accurate and up-to-date baseline inventory and the supporting GIS layers (see previous recommendations). These datasets must be stable so the tracking system can reliably reference parks and geospatial data without duplication or gaps.

• Dependent on the parkland acquisition map in Chapter 4, which offers an initial set of candidate properties for immediate consideration. These locations should be vetted by the department for feasibility and expanded upon in the future with additional properties.

• # of properties entered into the acquisition database • % of property records with complete attributes (size, condition, environmental value, owner, etc.) • # of priority parcels identified annually • Number of acquisitions added to the park system • Reduction in access gaps over time

• Equity & Inclusion • Accessibility & Connectivity • Operational Excellence

Implementation Plan

782

Excellence in Action

Deliver a trusted, high-performing parks and recreation system that thrives through skilled staff, data-driven planning, strong operations, and active community engagement. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 5.2.3: Improve and maintain the department's website to provide accessible, transparent, and reliable information for the community.

Update the Parks and Recreation website to serve as the central, user-friendly hub for all department information, services, and updates.

Establish a consistent and engaging visual identity across the website to strengthen recognition and community connection.

Create a clear process for maintaining timely, accurate, and transparent website content.

783

Brownsville Parks, Health, and Recreation Master Plan

Moderate

Immediate (0-2 years)

Low

Near Term (3-5 years)

Low

Near Term (3-5 years)

Lead: Parks & Recreation Support: IT Department Communications & Marketing

Lead: Parks & Recreation Support: IT Department Communications & Marketing Partnerships: Technical Experts & Private Consultants

Lead: Parks & Recreation Support: IT Department Communications & Marketing

5.2

KPIs

Impact Indicators

Easy Win

Strategy 5.2.3: Improve and maintain the department's website to provide accessible, transparent, and reliable information for the community.

• Dependent on the visual design standards established under Strategy 2.3.1, ensuring the website aligns with the same branding principles used in parks, facilities, and printed materials.

• Dependent on completion of initial website restructuring and content organization under Strategy 5.2.3, ensuring stable page layouts, updated navigation, and functional links before establishing a maintenance workflow.

• # of broken links/pages corrected • Reduction in user navigation errors (e.g., reduced time to reach key pages) • Increased online transactions (program registrations, rental requests, volunteer sign-ups) • Website engagement metrics (click-throughs, time on page, mobile usage) • # of resident comments through new feedback tools • • • •

• • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Operational Excellence

# of pages updated with standardized branding elements Consistency of fonts, colors, and templates across pages Reduction in outdated or mismatched graphics Increased user satisfaction or positive comments on site usability/ appearance • Engagement improvements on pages with updated visual identity

• Equity & Inclusion • Accessibility & Connectivity • Operational Excellence

• • • • •

• Equity & Inclusion • Accessibility & Connectivity • Operational Excellence

Frequency of updates completed on schedule # of outdated pages corrected during audits Reduction in broken links and outdated information User engagement metrics Response time for posting new program or event updates

Implementation Plan

784

Excellence in Action

Deliver a trusted, high-performing parks and recreation system that thrives through skilled staff, data-driven planning, strong operations, and active community engagement. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 5.3.1: Build and sustain a robust Parks and Recreation staff to ensure consistent, high-quality operations and services for the community. Cross-Over Strategy. Refer to Strategy 5.1.2 for full implementation metrics.

Strategy 5.3.2: Ensure programs, facilities, and services evolve with emerging trends and community demand to keep the park system relevant and engaging.

Regularly evaluate community needs and preferences to guide the evolution of programs and facilities.

Identify and incorporate emerging recreation trends that align with Brownsville's community character and capacity.

Adapt facilities and programs for flexibility so spaces and offerings can be repurposed or updated as interests change over time.

Foster innovation and pilot initiatives to test new program ideas, facility concepts, or partnerships before scaling up.

Strengthen community feedback loops to ensure residents feel heard and see their input reflected in evolving services.

785

Brownsville Parks, Health, and Recreation Master Plan

Moderate

Near Term (3-5 years)

Low

Immediate (0-2 years)

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Health, Wellness, & Fitness Providers Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Youth-, Senior-, & Family-Serving Organizations

Moderate

Near Term (3-5 years)

$$$

Lead: Parks & Recreation Partnerships: Technical Experts & Private Consultants

Lead: Parks & Recreation Partnerships: Brownsville Independent School District (BISD) Texas Southmost College University of Texas Rio Grande Valley (UTRGV) UTHealth Houston, School of Public Health Nonprofits & Community-Based Organizations Youth-, Senior-, & Family-Serving Organizations

Lead: Parks & Recreation Support: Brownsville Independent School District (BISD) Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Youth-, Senior-, & Family-Serving Organizations

Moderate

Immediate (0-2 years)

5.3

Objective 5.3: Innovation & Growth Foster a culture of innovation that embraces emerging trends, strategic growth, and professional recognition to keep Brownsville's parks and recreation system relevant, engaging, and forward-looking. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 5.3.2: Ensure programs, facilities, and services evolve with emerging trends and community demand to keep the park system relevant and engaging.

• Relies on having baseline participation tracking systems, website engagement tools, and consistent program data collection in place (Reference Strategy 4.2.1 and 5.2.3), ensuring evaluation efforts are accurate and actionable.

• • • •

Completion of citywide recreation surveys # of responses collected via surveys, online tools, or focus groups Participation tracking completeness and accuracy # of program adjustments made based on collected data

• • • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion Operational Excellence

• None.

• • • •

# of trend reviews conducted annually Pilot programs initiated based on trend analysis Participation rates for trend-based pilot programs % of pilot offerings that transition into ongoing programs

• • • •

Health & Wellness Equity & Inclusion Community Cohesion Operational Excellence

• None.

• • • •

# of facilities adapted or repurposed annually Increase in utilization rates for previously underused spaces # of modular or multi-purpose spaces created Participation increases in refreshed or reprogrammed activities

• • • • •

Health & Wellness Equity & Inclusion Accessibility & Connectivity Community Cohesion Operational Excellence

• Reference community engagement findings in Chapter 2 to identify community programming preferences.

• • • • •

# of pilot projects launched annually Participation levels and demographic reach of pilot programs Resident satisfaction and qualitative feedback Cost per participant or cost efficiency of piloted ideas # of pilot programs adopted or scaled after evaluation

• • • • •

Health & Wellness Equity & Inclusion Economic Vitality Community Cohesion Operational Excellence

• Should be coordinated with updates to the department's website (Strategy 5.2.3).

• • • •

# of feedback responses per quarter Diversity of respondents (geography, age, demographic representation) % of programs/events with active feedback tools incorporated Demonstrated program/facility changes resulting directly from feedback

• Equity & Inclusion • Community Cohesion • Operational Excellence

Implementation Plan

786

Excellence in Action

Deliver a trusted, high-performing parks and recreation system that thrives through skilled staff, data-driven planning, strong operations, and active community engagement. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 5.3.3: Prioritize strategic parkland acquisition and development to expand access and meet the community's long-term park and recreation needs. Cross-Over Strategy. Refer to Strategy 1.1.2 for full implementation metrics.

Strategy 5.3.4: Pursue awards, certifications, and professional accolades to elevate Brownsville's reputation and demonstrate excellence in parks and recreation. Identify and prioritize awards, certifications, and recognition programs that align with Brownsville's strengths and community values, and establish a structured process for preparing and submitting applications.

Moderate

Near Term (3-5 years)

Lead: Parks & Recreation

Leverage earned awards and accolades to market Brownsville Parks and Recreation, strengthening the City's image across Texas and beyond.

Low

Immediate (0-2 years)

Lead: Parks & Recreation Support: Communications & Marketing

Use recognition efforts as reference points to inspire continuous improvement in operations, maintenance, programming, and community engagement.

Low

Immediate (0-2 years)

Lead: Parks & Recreation

787

Brownsville Parks, Health, and Recreation Master Plan

5.3

KPIs

Impact Indicators

Easy Win

Strategy 5.3.4: Pursue awards, certifications, and professional accolades to elevate Brownsville's reputation and demonstrate excellence in parks and recreation. • • • •

# of award/certification applications submitted annually # of recognitions earned per year Completion of a 3-5 year recognition roadmap Staff satisfaction/ease-of-use with standardized templates and documentation processes

• Economic Vitality • Community Cohesion • Operational Excellence

• Dependent on successful award applications and recognitions being earned.

• • • • •

# of award-related press releases, social media features, or website updates Reach/engagement metrics on award-focused content # of tourism or media partners amplifying recognition Inclusion of award in sponsorship pitches or leadership presentations Increase in program participation or web traffic following major recognitions

• Economic Vitality • Community Cohesion • Operational Excellence

• Dependent on successful award applications and recognitions being earned.

• # of internal goals set using award criteria as benchmarks • Improvements in maintenance, safety, program diversity, or accessibility aligned with award standards • Staff participation in training or development tied to recognition criteria • Measurable progress toward award-readiness over time

• Relies on having accurate, up-to-date program data, participation metrics, park inventory, and performance documentation to ensure submissions can be drafted efficiently.

• Community Cohesion • Operational Excellence

Implementation Plan

788

Excellence in Action

Deliver a trusted, high-performing parks and recreation system that thrives through skilled staff, data-driven planning, strong operations, and active community engagement. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 5.4.1: Advocate for an increased allocation of the City's annual budget to Parks and Recreation.

Develop a clear, evidence-based case demonstrating the value of parks and recreation to community health, quality of life, and economic development.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: Communications & Marketing Engineering & Public Works Planning & Redevelopment Services Health, Wellness & Animal Services Financial Services Partnerships: UTHealth Houston, School of Public Health Private Sector & Employers Technical Experts & Private Consultants

Engage city leadership, elected officials, and community stakeholders regularly to communicate the department's needs, priorities, and successes.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: City Manager's Office City Commission Communications & Marketing Partnerships: Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations

Leverage benchmarking data from peer cities and NRPA standards to demonstrate gaps in staffing, maintenance, and programming funding.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation

Create opportunities for public support and advocacy through resident engagement.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: Communications & Marketing

Lead: Parks & Recreation Support: Grants & Community Development Financial Services Communications & Marketing

Strategy 5.4.2: Pursue diverse funding sources to support park initiatives. Develop and implement a proactive approach to securing funding from a variety of public, private, and community sources to ensure sustainable support for parks and recreation initiatives.

Moderate

Immediate (0-2 years)

Strategy 5.4.3: Leverage public-private partnerships to increase financial and resource support for parks and recreation. Cross-Over Strategy. Refer to Strategy 4.1.3 for full implementation metrics.

Strategy 5.4.4: Implement revenue-generating programs and services within parks and recreation to further support the overall system. Cross-Over Strategy. Refer to Strategy 4.2.1 for full implementation metrics.

789

Brownsville Parks, Health, and Recreation Master Plan

5.4

Objective 5.4: Sustainable Funding Secure and diversify financial resources through budget advocacy, partnerships, and revenuegenerating initiatives to ensure long-term stability and growth of the parks and recreation system. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 5.4.1: Advocate for an increased allocation of the City's annual budget to Parks and Recreation.

• • • •

Completion of an advocacy packet and presentation materials Inclusion of parks and recreation metrics in annual budget presentations # of briefings or presentations delivered to leadership and council Increase in annual budget allocation or approval of specific requests

• • • • •

Health & Wellness Equity & Inclusion Economic Vitality Community Cohesion Operational Excellence

• • • •

# of briefings/presentations delivered annually Frequency of engagement touchpoints with City leadership # of stakeholder organizations engaged or activated Inclusion of park and recreation priorities in citywide planning or budget decisions

• • • • •

Health & Wellness Equity & Inclusion Economic Vitality Community Cohesion Operational Excellence

• Reference benchmarking analyses in Chapter 3.

• • • •

# of advocacy materials incorporating benchmarking visuals Frequency of benchmarking updates (e.g., annual) Adoption of funding targets rooted in benchmarking data Measurable reductions in gaps over time

• Economic Vitality • Operational Excellence

• None.

• # of active resident advisory or partner groups engaged • Attendance at community meetings, briefings, town halls, or listening sessions • Volume of resident-submitted feedback, letters of support, or testimonials • Growth in positive public sentiment and engagement online

• None.

• Equity & Inclusion • Community Cohesion • Operational Excellence

Strategy 5.4.2: Pursue diverse funding sources to support park initiatives.

• None.

• • • • •

# of grant applications submitted annually Total funding awarded from public, private, and community sources # of active sponsorships, donations, or advertising partnerships % of high-priority projects receiving supplemental funding Success rate of submitted grant applications

• Economic Vitality • Operational Excellence

Strategy 5.4.3: Leverage public-private partnerships to increase financial and resource support for parks and recreation. Cross-Over Strategy. Refer to Strategy 4.1.3 for full implementation metrics.

Implementation Plan

790

Excellence in Action

Deliver a trusted, high-performing parks and recreation system that thrives through skilled staff, data-driven planning, strong operations, and active community engagement. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 5.5.1: Improve and maintain the department's website to provide accessible, transparent, and reliable information for the community. Cross-Over Strategy. Refer to Strategy 5.2.3 for full implementation metrics.

Strategy 5.5.2: Establish a consistent brand and visual identity for parks and facilities to create a recognizable and cohesive park system. Cross-Over Strategy. Refer to Strategy 2.3.1 for full implementation metrics.

Strategy 5.5.3: Expand outreach and communication methods to reach diverse audiences and strengthen community engagement.

Implement a coordinated communications strategy that uses multiple outreach channels to reach residents where they are.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Independent School District (BISD) Texas Southmost College University of Texas Rio Grande Valley (UTRGV) Educational Institutions & Student Groups Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Youth-, Senior-, & Family-Serving Organizations

Strengthen relationships with community partners to expand the reach of outreach and engagement efforts.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation

Develop accessible, bilingual, and inclusive communication materials that cater to Brownsville residents.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Support: Communications & Marketing

Leverage social networks and trusted community advocates to expand the reach and credibility of public communications.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation Partnerships: Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Youth-, Senior-, & Family-Serving Organizations

Evaluate communication effectiveness and continuously adapt outreach strategies to maximize engagement.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation

791

Brownsville Parks, Health, and Recreation Master Plan

5.5

Objective 5.5: Visibility & Outreach Enhance the department's visibility through consistent branding, communication tools, and a strong public presence that builds trust and recognition with the community. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 5.5.3: Expand outreach and communication methods to reach diverse audiences and strengthen community engagement.

• None.

• # of communication channels actively maintained (web, social, print, media, etc.) • Social media engagement metrics • Newsletter distribution and open rates • Volume of bilingual materials produced • Increase in program registrations, event attendance, or volunteer sign-ups tied to outreach

• Equity & Inclusion • Community Cohesion • Operational Excellence

• None.

• • • • •

# of formal and informal outreach partners established Distribution reach of shared materials (schools, nonprofits, businesses) Attendance or participation increases # of co-promoted events or shared initiatives annually Partner satisfaction or feedback on collaboration

• Equity & Inclusion • Community Cohesion • Operational Excellence

• None.

• • • •

% of communication materials produced in a bilingual format # of materials tested with resident focus groups Resident satisfaction or feedback on clarity and inclusiveness Increased participation from historically underrepresented groups

• Equity & Inclusion • Community Cohesion • Operational Excellence

• None.

• • • •

# of active ambassadors or community advocates # of partner organizations sharing communications Social media metrics Increase in participation or attendance

• Equity & Inclusion • Community Cohesion • Operational Excellence

• None.

• • • •

Engagement metrics tracked % change in participation following targeted outreach # of outreach adjustments made based on analytics Response rates to communication preference surveys

• Equity & Inclusion • Community Cohesion • Operational Excellence

Implementation Plan

792

Excellence in Action

Deliver a trusted, high-performing parks and recreation system that thrives through skilled staff, data-driven planning, strong operations, and active community engagement. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 5.6.1: Support and strengthen citizen-led advisory groups to guide parks and recreation planning and decision-making.

Ensure citizen-led advisory committees have meaningful influence in planning, operations, and programming decisions so their input drives tangible outcomes.

Low

Immediate (0-2 years)

Lead: Parks & Recreation Support: Citizen Advisory Groups

Provide resources and training to advisory committee members to support informed participation and effective contribution.

Low

Near Term (3-5 years)

Lead: Parks & Recreation Support: Citizen Advisory Groups

Foster transparency and communication between advisory groups, staff, and the public to encourage trust, accountability, and engagement.

Low

Immediate (0-2 years)

Lead: Parks & Recreation Support: Citizen Advisory Groups

Low

Immediate (0-2 years)

Lead: Parks & Recreation Support: IT Department Citizen Advisory Groups

Recognize and celebrate member contributions to acknowledge their service and encourage ongoing engagement.

793

Brownsville Parks, Health, and Recreation Master Plan

5.6

Objective 5.6: Community Empowerment Strengthen community ownership of parks by empowering residents, leaders, and advisory groups to actively shape, support, and champion the parks and recreation system. Dependencies/Prerequisites

KPIs

Impact Indicators

Easy Win

Strategy 5.6.1: Support and strengthen citizen-led advisory groups to guide parks and recreation planning and decision-making.

• None.

• # of advisory committee recommendations incorporated into planning or operations • Frequency of meetings and attendance levels • Timeliness of staff response or follow-up actions • Participant satisfaction or perceived influence

• Equity & Inclusion • Community Cohesion • Operational Excellence

• • • • •

Completion of onboarding for new members # of training sessions delivered annually Member participation rates in training Member-reported confidence or preparedness Frequency of committee recommendations supported by data-driven rationale

• Equity & Inclusion • Community Cohesion • Operational Excellence

• None.

• • • • •

Frequency of published agendas, summaries, and public updates Participation in public-facing meetings or Q&A sessions # of community inquiries or feedback submissions received Committee member engagement in liaison activities Public awareness or satisfaction with advisory processes

• Equity & Inclusion • Community Cohesion • Operational Excellence

• None.

• # of recognition posts or updates published annually • Website engagement with advisory committee pages • Member participation, retention, and satisfaction rates

• None.

• Equity & Inclusion • Community Cohesion • Operational Excellence

Implementation Plan

794

Excellence in Action

Deliver a trusted, high-performing parks and recreation system that thrives through skilled staff, data-driven planning, strong operations, and active community engagement. Recommendation

Effort Level

Initiation Window

Probable Cost

Responsible Parties

Strategy 5.6.2: Identify and cultivate leaders and champions to advocate for parks and recreation initiatives.

Low

Immediate (0-2 years)

Lead: Parks & Recreation Support: Communications & Marketing Partnerships: Brownsville Independent School District (BISD) Keep Brownsville Beautiful (KBB) Environmental & Conservation Organizations Neighborhood Associations & Resident Groups Nonprofits & Community-Based Organizations Volunteer Groups & Friends Organizations Youth-, Senior-, & Family-Serving Organizations

Develop structured engagement opportunities for these leaders to participate in departmental initiatives, events, and decision-making processes.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation

Provide guidance and resources to equip champions with the tools, information, and messaging to effectively advocate for parks and recreation in their networks.

Moderate

Immediate (0-2 years)

Lead: Parks & Recreation

Recognize and celebrate the contributions of local champions to motivate continued advocacy and reinforce their role within the community.

Low

Near Term (3-5 years)

Lead: Parks & Recreation Support: Communications & Marketing

Identify potential community leaders and advocates who are passionate about parks, recreation, and community wellbeing.

Strategy 5.6.3: Encourage and facilitate community-led programs that empower residents to take an active role in park activities and operations. Cross-Over Strategy. Refer to Strategy 1.2.6 for full implementation metrics.

795

Brownsville Parks, Health, and Recreation Master Plan

5.6

KPIs

Impact Indicators

Easy Win

Strategy 5.6.2: Identify and cultivate leaders and champions to advocate for parks and recreation initiatives.

• None.

• • • •

# of identified leaders/champions in a database Diversity of leader representation across demographics and neighborhoods Frequency of engagement or communication with identified leader # of leaders participating in programs, advocacy efforts, or outreach initiatives

• Equity & Inclusion • Community Cohesion • Operational Excellence

• Dependent on the identification of community leaders and advocates (see previous recommendation under Strategy 5.6.2).

• # of champions participating in committees, task forces, or engagement opportunities • Frequency of champion involvement • Participant satisfaction and perceived influence on decisions • # of champion-led or champion-supported programs, events, or outreach efforts

• Equity & Inclusion • Community Cohesion • Operational Excellence

• Dependent on the identification of community leaders and advocates and available opportunities for involvement (see previous recommendations under Strategy 5.6.2).

• # of toolkits distributed and training sessions held • Champion participation rates in trainings and briefings • Frequency and reach of champion-led communications (shares, reposts, distributed materials)

• Equity & Inclusion • Community Cohesion • Operational Excellence

• Dependent on establishment of the advocacy program (see previous recommendations under Strategy 5.6.2).

• • • •

• Equity & Inclusion • Community Cohesion • Operational Excellence

# of champions recognized annually Engagement metrics on recognition posts Champion retention and continued participation rates # of champions who transition into mentorship roles

Implementation Plan

796

H Easter Egg Hunt 2022

Funding Matrix

Chapter Contents •

Funding Matrices

The following funding matrices provide a comprehensive overview of potential grant programs, funding sources, and financial opportunities that may support the implementation of the Brownsville Parks, Health, and Recreation Master Plan. Organized by topic areas such as park facilities, conservation, connectivity, and trails, the matrices highlight available resources, eligibility requirements, and key program details. This tool is intended to help the City and its partners identify strategic funding opportunities, prioritize applications, and ensure long-term sustainability of projects and initiatives.

Funding Matrices Funding Sources for Park Facilities Program

Agency

Purpose / Goals

Eligible Applicants

Eligible Use of Funds

Local Parks Grants

Texas Parks and Wildlife Department

The Local Park Grant Program consists of 5 individual programs that assist local governments with the acquisition and/or development of public recreation areas and facilities throughout the State of Texas. Emphasis on public health, safety, the natural environment, barrier-free access, and the protection of recreational community values of the area.

The 5 different grant programs include: Small Community (eligible population <20,000), Nonurban Outdoor Recreation (<500,000 people), Nonurban Indoor Recreation (<500,000), Urban Outdoor Recreation (>500,000), and Urban Indoor Recreation (>500,000). Eligible applicants includes cities, counties, river authorities, municipal utility districts, and other special districts. All grant applications must receive at least one public hearing prior to submission.

Eligible projects may consist of basic outdoor recreation facilities and related support facilities that serve the general public. Facilities may be developed, renovated, or redeveloped on lands or water owned or controlled by the applicant. Examples of eligible development projects: playgrounds, trails, golf courses, sports courts, community gardens, recreational support facilities.

Moody Foundation Grants

Moody Foundation

In short, the Foundation aims to support organizations who are dedicated to making a deep and sustained impact in their communities. While the Foundation prefers to make grants for specific programs or projects, the Foundation will consider most types of funding requests (including general operating, program, and capital).

Must be an eligible grant recipient, which means an organization that is either: • a registered tax-exempt 501(c)(3) nonprofit organization classified as a public charity • a governmental or public entity (e.g., a municipality, health department, or university/ school) • certain types of supporting organizations under Section 509(a)(3), or a private operating foundation.

The Moody Foundation considers support of operating expenses, if a group is able to demonstrate how operations will be sustained post-funding.

Applications are welcome from local and national nonprofit organizations, Tribes, and groups with fiscal sponsorship. TCA does not provide funding for individuals.

We prioritize the following types of projects: • Projects that Include an intersectional approach to conservation that addresses the social, cultural, and environmental needs of a community or region. • Geographies that support climate resiliency and biodiversity. • Conservation projects that improve access to close-tohome recreation or healthy outdoor spaces, including/ particularly those that are accessible by public transportation. • Projects that increase opportunities for historically excluded communities to authentically engage and participate in public land and conservation management decision making processes. • Projects that uplift/center traditional ecological knowledge, history, and culture in relation to land and water conservation. • Projects that focus on groups working in collaboration with others to protect land or water. • Projects where the resources (e.g., staff, revenue) and strategy align well with the intended goals and outcomes.

The Foundation is currently focusing on grants that are in line with the following key areas of giving: education, social services and family well-being, health and wellness, and the arts. However, the Foundation maintains broad flexibility in grant making, both geographically and categorically within Texas, which allows timely responses to community needs and concerns. Confluence Program

799

The Conservation Alliance

The goal of the Confluence Program is to intentionally connect to historically racially excluded people for the protection of natural places. Each year, The Conservation Alliance awards four grants to groups led by Asian, Black, Brown, Hispanic, Indigenous, Latin American, or additional communities who identify as People of Color working to protect a natural place.

Brownsville Parks, Health, and Recreation Master Plan

Organization/group and project must be located in North America. • Organization/group must self-identify as being led by Indigenous, Asian, Hispanic, Latin American, Black, Brown, or additional communities who identify as People of Color. The Conservation Alliance considers “leadership” in this case as those with decision-making power on behalf of the entirety of the organization or effort, including board and executive level staff. • Organizations/groups must have had a general operating budget of $1 million or less. This does not include federal or state pass-through funds. If the group is fiscally sponsored, the budget should be for the fiscally sponsored group only.

The Foundation occasionally supports capital campaigns, but prefers to award grants for specific programs or projects. Large-scale gifts for capital campaigns or construction projects are typically initiated directly by the Foundation trustees.

Loan or Grant Maximum

Terms/Requirements/ Notes

Funding Cycle

Grant funds are provided on a matching basis with the local applicant providing 50% of the project costs that must be available at the time of the application. The grant ceiling for the Local Parks Non-urban Outdoor Recreation Program is $750,000. The grant ceiling for the Non-urban Indoor Recreation Program is $1 million.

For Small Community and Non-Urban Outdoor and Indoor Recreation Grants Programs, all active projects that are at least 2 years old must be reimbursed for a minimum of 50% of the approved grant amount. The total of approved grant funds that have not been reimbursed may not exceed $2 million for all active grant projects.

Local Parks Grants are funded on an annual basis. Applications typically open at the beginning of September with an application deadline of December 4th. Awards are announced in May.

Unspecified Many factors influence the size of grant awards, including the size and scale of the organization and its budget; the age and maturity of the organization; prior relationship with the organization; program area, etc. To identify an appropriate request level, The Moody Foundation recommends that you review our Annual Report for data on past grants.

The Moody Foundation funds projects state-wide, Rolling with a key focus on Galveston, Austin, and Dallas. The Foundation also focuses on rural areas that have less access to philanthropic funding. It will be beneficial for the applicant to identify additional funding sources and/or how the project is and will be sustainable post-Moody funding.

The Conservation Alliance will award three to six multi-year grants of up to $50,000 per year.

A non-profit applicant is required. Projects must seek to achieve one of the following goals: • Establish long-term protection for land and/ or water in their efforts to foster a planet where natural places, wildlife, and people thrive together • Protection efforts include private land acquisitions/ easements, federal-level efforts to conserve land and water, and landscape scale restoration efforts (rewilding or rehabilitation of land and/or water) • Support management processes and planning that promote the climate resiliency and biodiversity of protected areas, including traditional ecological knowledge and Indigenous land management and stewardship practices.

Anticipated August 2026

Contact

Website

Dan Reece, (512) 389-4656, dan.reece@tpwd.texas.gov

Local Parks Grants

GranteePortal@MoodyF.org

Moody Foundation Grants

info@conservationalliance. com

Confluence Program

Funding Matrix

800

Funding Sources for Park Facilities (Continued) Program Matching Funds Grant Program

Agency Life Floor

Purpose / Goals At Life Floor, we believe every community deserves safe, beautiful, and accessible aquatic spaces. That's why we created the Make a SPLASH! Grant Program. In alignment with our mission, we want to empower communities nationwide by providing grant opportunities for upgrading their splash pads with Life Floor safety surfacing. We offer two grant opportunities in order to better serve communities who may not be able to afford Life Floor’s premium products. Our intent with these programs is to uplift communities across the country each year with beautiful surfacing designs that add increased safety and accessibility for all people.

Make a Splash! Grant Contest

Life Floor

At Life Floor, we believe every community deserves safe, beautiful, and accessible aquatic spaces. That's why we created the Make a SPLASH! Grant Program. In alignment with our mission, we want to empower communities nationwide by providing grant opportunities for upgrading their splash pads with Life Floor safety surfacing. We offer two grant opportunities in order to better serve communities who may not be able to afford Life Floor’s premium products. Our intent with these programs is to uplift communities across the country each year with beautiful surfacing designs that add increased safety and accessibility for all people.

The Laura Jane Musser Fund

801

The Laura Jane Musser Fund

This fund assists public or not-for-profit entities to initiate or implement projects that enhance the ecological integrity of publicly owned open spaces, while encouraging compatible human activities. The Fund’s goal is to promote public use of open space that improves a community’s quality of life and public health, while also ensuring the protection of healthy, viable and sustainable ecosystems by protecting or restoring habitat for a diversity of plant and animal species.

Brownsville Parks, Health, and Recreation Master Plan

Eligible Applicants This program is open to any type of facility in the United States regardless of profitability status. Applications are only being accepted for facilities in the United States at this time. The project area must be at least 500 sq ft. New and existing facilities may apply, but funding for the other aquatic design components (fixtures, pumps, filtration, substructure, etc.) must be secured by the end of a calendar year unless otherwise agreed.

Eligible Use of Funds Premium Aquatic Floor Tile Surfacing and Installation Any aquatics facility type including, but not limited to: • Splash Pads • Pool decks • Zero-Depth Entries • Waterparks • Bathrooms • Locker Rooms

To be eligible to participate in this contest, entrants must be municipal entities, JCCs, YMCAs, or other non-profit organizations with splash pads located within the United States. Entrants must meet the requirements of the specific grant to which they apply. Only cities with demonstrated financial need will be considered for the Need-Based Award. Location of splash pad must have a median household income below state median and Parks & Rec 5-year average capital projects budget per capita must be below $50. Only facilities that have demonstrated commitment to inclusivity and/or accessibility will be considered for the Inclusive Design Award. All splash pads must be pre-existing.

Premium Aquatic Floor Tile Surfacing and Installation

Nonprofit 501(c)(3) organizations (organizations with fiscal sponsors are not eligible) Local units of Government

This fund supports projects that: • Focus on protecting/restoring a sustainable ecosystem that is a defined, public open space • Promote public access to and use of the defined open space

Only programs in Colorado, Hawaii, Minnesota, Wyoming, and limited counties in New York, North Carolina, and Texas may apply. Eligible counties in Texas are located in the Rio Grande River Valley (Cameron, Hidalgo, Starr, and Willacy counties), Deep East Texas (Angelina, Houston, Jasper, Nacogdoches, Newton, Polk, Sabine, San Augustine, San Jacinto, Shelby, Trinity, and Tyler counties), and the Brazos Valley (Brazos, Burleson, Grimes, Leon, Madison, Robertson, and Washington counties).

This fund supports projects that: • Involve active participation of local community members, with a particular appreciation for volunteer and youth engagement and stakeholder contributions contain measurable outcomes within the first 12-18 months • Include a plan for the long term financial and environmental sustainability of the proposed program

Loan or Grant Maximum Unspecified

Terms/Requirements/ Notes Matching Grants will range between 25-100% match. Tiers will be based on median household income, operations budget per capita, dedication to accessibility, and more. Design possibilities will be subject to current availability of inventory and demand.

Funding Cycle Rolling

Contact Life Floor Headquarters: 2010 E Hennepin Ave Building 8, Suite 206 Minneapolis, MN 55413 United States

Website Matching Funds Grant Program

Phone: +1 612.567.2813 Email: solutions@lifefloor.com

Approximate grant value is $50-65k for a 2,000 sq ft splash pad. Final value will depend on the size of the project selected.

Two winners will be awarded.

Entries close November 14, 2026

solutions@lifefloor.com

Make a Splash! Grant Contest

The online application will be available September 8 – October 8, 2025. Funding decisions will be announced by February of 2026.

Mary Karen Lynn-Klimenko Grants Program Manager (612) 825-2024

The Laura Jane Musser Fund

New and existing facilities may apply, but funding for the other aquatic design components (fixtures, pumps, filtration, substructure, etc.) must be secured by the end of a calendar year unless otherwise agreed. All splash pads must be pre-existing. Each entity may only enter one splash pad. Multiple entries are not accepted. Employees of Life Floor, Registered Aquatic Partners their affiliated companies, advertising and promotion agencies, and the immediate family members of each are ineligible. The term “immediate family” includes spouses, grandparents, parents, siblings, children, and grandchildren.

Up to $35,000

The Musser Fund is likely to make a total of 5 to 7 grants in the Environmental Initiative this year. This is a very competitive granting initiative. Please construct your application carefully. We suggest you read through the questions and grant inclusions below PRIOR to going to the online application. Only complete and qualifying proposals will be accepted. The Laura Jane Musser Fund requires all of its grantees to provide evidence, through current policies or acknowledgment, of their antidiscrimination policies or practices.

admin@musserfund.org

What will not be funded: • Building or repair of parking lots, driveways, or other facilities for auto use. • Designing, constructing or repairing buildings located in public open spaces. • Projects requesting funds for land acquisition costs. • Advocacy

Funding Matrix

802

Funding Sources for Conservation Program

Agency

Purpose / Goals

Eligible Applicants

Eligible Use of Funds

Local Parks Grants

Texas Parks and Wildlife Department

America the National Fish Beautiful and Wildlife Challenge Foundation Grant

• Conserving and restoring rivers, coasts, wetlands and watersheds • Conserving and restoring forests, grasslands and other important ecosystems that serve as carbon sinks • Connecting and reconnecting wildlife corridors, large landscapes, watersheds and seascapes • Improving ecosystem and community resilience to flooding, drought and other climate-related threats • Expanding access to the outdoors, particularly in underserved communities

State government agencies, territories of the United States, and Indian Tribes are eligible to apply for all five grant categories.

Address conservation and public access needs that showcase cumulative benefits to fish and wildlife, carbon sequestration and storage benefits, engage with and benefit underserved communities, support community access to nature, and help safeguard ecosystems through conservation, resilience-focused and nature-based solutions.

Acres Across America Grant

• Conserve critical habitats for birds, fish, plants, and wildlife • Connect existing protected lands to unify wild places and protect critical migration routes • Provide access for people to enjoy the outdoors • Ensure the future of local economies that depend on forestry, ranching, wildlife and recreation

Eligible applicants include non-profit 501(c) organizations, state government agencies, local governments, municipal governments, Tribal governments and organizations, and educational institutions.

803

National Fish and Wildlife Foundation

Brownsville Parks, Health, and Recreation Master Plan

• Non-profit 501(c) organizations, local governments, municipal governments, and educational institutions are eligible to apply for grants in categories (3) Sentinel Landscape Grants, (4) National Forest Grants and (5) Private Forests, Rangelands and Farmlands Grants.

Land acquisitions and conversation easements.

Loan or Grant Maximum

Terms/Requirements/ Notes

Funding Cycle

Contact

Website

Local Parks Grants are funded on an annual basis. Applications typically open at the beginning of September with an application deadline of December 4th. Awards are announced in May.

Dan Reece, (512) 389-4656, dan.reece@tpwd.texas.gov

Local Parks Grants

$200,000-$5,000,000; federal cost share of 90100%.

ATBC will prioritize proposals that implement voluntary large-scale, on-the-ground conservation activities or otherwise lead to on-the-ground implementation through capacity building, community engagement, planning and project design. The overarching goal is to advance existing landscape conservation plans and/or propose to knit together a diverse stakeholder partnership that develops and/or implements new conservation plans. As part of this, projects should address priority species and/or habitat conservation actions identified in existing plans or other species recovery or conservation plans.

Anticipated April 2026

Rachel M. Dawson Rachel.Dawson@nfwf.org

America the Beautiful Challenge Grant Program

Up to $3.7 million total has been awarded in previous years. Based on prior year decisions, we anticipate that between four and eight projects will be awarded funds. All grant awards require a minimum 1:1 match of cash or contributed goods and services. Both Federal and non-Federal funds may be considered as match. Please include ALL matching sources no matter the status (intend to apply, application submitted, pledged, received). Due to the competitive nature of this program, successful Acres for America projects typically have matching funds at a 5:1 ratio or greater.

Activities referenced in a NFWF business plan or a well-developed, comprehensive conservation strategy targeting those geographies/species will be most competitive.

Anticipated February 2026

Jay Jensen, jay.jensen@nfwf. org

Acres Across America Grant

Funding Matrix

804

Funding Sources for Conservation (Continued) Program

Agency

Lower Colorado River Authority

LCRA Community Grants

Purpose / Goals LCRA awards grants to worthy community projects in the LCRA wholesale power, water and transmission service territories through its Community Grants program. The program was established in 1995 to provide funds to rural, economically challenged communities that have difficulty fundraising for their needed projects.

Eligible Applicants

Eligible Use of Funds

Volunteer fire departments, emergency responders, libraries, civic groups, museums and other tax-exempt nonprofit organizations, as well as local governments, schools and hospitals, are eligible to apply. Projects must be located within LCRA’s wholesale electric or water service area, or areas in which LCRA Transmission Services Corporation provides transmission services View a map of LCRA’s service areas.

Grant projects must improve the value of a capital asset by building, renovating or purchasing equipment, and must benefit an entire community.

Public agencies and nonprofit organizations are eligible.

Eligible Activities: Favrot Fund grants are awarded for planning activities and education efforts focused on preservation.

LCRA Community Grants support economic diversification in local communities; contribute to the health, safety and development of a community; or improve the quality or quantity of services essential for the development of viable communities and economic growth. National Trust for Historic Preservation

Johanna Favrot Fund for Historic Preservation

In July 1994, the Johanna Favrot Fund for Historic Preservation was created in honor of Johanna Favrot’s 80th birthday. The fund aims to save historic environments in order to foster an appreciation of our nation’s diverse cultural heritage and to preserve and revitalize the livability of the nation’s communities.

Grants may be made for activities and projects such as: • Obtaining the services of consultants with expertise in areas such as architecture, planning, economics, archeology, fundraising, media relations, education or graphic design • Obtaining professional advice to strengthen management capabilities • Designing, producing and marketing print and video communications materials • Sponsoring preservation conferences and workshops • Designing and implementing innovative preservation and education programs • Restoration, rehabilitation, stabilization, and preservation of designated historic sites and structures, including bricks-and-mortar construction • Restoration, rehabilitation, stabilization, and preservation of archaeological sites or cultural landscapes Eligible Expenses: • Fees for consultant services • Speaker/faculty costs (honorary, travel, and lodging), room rental for conferences • Mailing costs for distribution of materials • Web site development • Materials and services such as printing, photographs, telephone, and supplies.

805

Brownsville Parks, Health, and Recreation Master Plan

Loan or Grant Maximum

Terms/Requirements/ Notes

Funding Cycle

Contact

LCRA awards up to $50,000 for capital improvement projects that benefit an entire community. To celebrate the program’s 30th anniversary, LCRA also will award an additional grant of up to $100,000 in each of the July 2025 and January 2026 grant cycles.

Applicants requesting more than $5,000 in grant funding must supply matching funds of at least 20% of the total project cost. Proposals must include plans, detailed budget, financial, vendor quotes or estimates, and IRS determination documentation.

Apply Online beginning Jan. 1 and July 1

Sheila Slagel, grants program manager 800-776-5272, ext. 3140 grants@lcra.org

Grants from the Johanna Favrot Fund for Historic Preservation generally range from $2,500 to $15,000.

Applicants must be capable of matching the grant amount dollar-for-dollar. A cash match is required and can come from private or public sources, or from income earned from registration fees or fundraising activities. Donated materials and services, staff salaries and organizational overhead costs are not eligible sources of a match. Other funding from the National Trust may not be used to match a Favrot Fund grant.

Opens annually in January and closes in March

Deadline Midnight on Jan. 31 and July 31 Will not be extended

Website Community Grant Program

Liz Mundine, grants program administrator 800-776-5272, ext. 1627

administrator@grantinterface. com

Johanna Favrot Fund

Funding Matrix

806

Funding Sources for Connectivity Program

Agency

Purpose / Goals

Eligible Applicants

Eligible Use of Funds

Local Parks Grants

Texas Parks and Wildlife Department

AARP Foundation Grants

AARP

To improve housing, transportation, public space, technology ("smart cities"), civic engagement and more.

501(C)(3), 501(C)(4) and 501(c)(6) nonprofits, government entities, other types of organizations will be considered on a case-by-case basis.

Prioritize projects that aim to achieve the following outcomes: • Increasing civic engagement with innovative and tangible projects that bring residents and local leaders together to address challenges and facilitate a greater sense of community inclusion and diversity. • Create vibrant public places that improve open spaces, parks and access to other amenities. • Deliver a range of transportation and mobility options that increase connectivity, walkability, bikeability, wayfinding, access to transportation options and roadway improvements. • Support the availability of a range of housing that increases accessible and affordable housing options. • Demonstrate the tangible value of “Smart Cities” with programs that engage residents in accessing, understanding and using data, and participating in decision-making to increase the quality of life for all. • Other community improvements: In addition to the five areas of focus, AARP wants to hear about local needs and new, innovative ideas for addressing them.

Downtown Revitalization and Main Street Programs (TX)

Texas Department of Agriculture

The objectives of the TxCDBG Program are: • To improve public facilities to meet basic human needs, principally for low- to moderateincome persons; • To improve housing conditions, principally for persons of low-to-moderate income; • To expand economic opportunities by creating or retaining jobs, principally for low-tomoderate income persons; and • To provide assistance and public facilities to eliminate conditions hazardous to the public health and of an emergency nature.

Government Entity

The Downtown Revitalization Program provides funding for infrastructure improvements to promote pedestriancentered economic activity. Funded projects will be located on public property within the designated downtown district or Main Street area and meet the criteria for elimination of designated slum & blight conditions or provide city-wide benefit to low-to-moderate income persons.

807

Brownsville Parks, Health, and Recreation Master Plan

Loan or Grant Maximum

Terms/Requirements/ Notes

Funding Cycle

Contact

Website

Local Parks Grants are funded on an annual basis. Applications typically open at the beginning of September with an application deadline of December 4th. Awards are announced in May.

Dan Reece, (512) 389-4656, dan.reece@tpwd.texas.gov

Local Parks Grants

Grants can range from several hundred dollars for smaller, short-term activities to several thousand or tens of thousands of dollars for larger projects.

Planning activities not eligible.

Rolling pre-application basis,

Livable@AARP.org

AARP Foundation Grants

Maximum Total Grant Request – $1,000,000

Minimum Match Commitment – The amount of local funds committed by the Applicant in the previously accepted Community Application. In limited circumstances TDA may, in its sole discretion, proportionally reduce the local matching funds for applications not requesting the maximum grant funds allowable. TDA will not pro-rate the matching funds committed if the Applicant requests less than the maximum grant funds primarily to reduce the local matching funds invested. • General Administration – up to $60,000 or 10% of the total grant funds requested, whichever is less. • Engineering Services – up to $85,000 or 12% of the total grant funds requested, whichever is less. • Projects with less than $350,000 in eligible costs will not be funded.

Pre proposal: Apr 3, 2026 Full proposal (invite only): Oct 1, 2026

For assistance: CDBGApps@ TexasAgriculture.gov

Downtown Revitalization and Main Street Programs (TX)

Funding Matrix

808

Funding Sources for Trails Program

Agency

Purpose / Goals

Eligible Applicants

Eligible Use of Funds

Local Parks Grants

Texas Parks and Wildlife Department

The Trails Capacity Program

American Trails

Supports partners to complete trail research, design, planning, stewardship, and maintenance projects that are inclusive, foster improved trail user behavior and connect trail assets to a broader spectrum of users.

Tax-exempt organizations under Internal Revenue Code Section 501(c)(3), 501(c)(4), and 501(c)(7), including public charities as described in IRC 509(a) (1)-(4) and 170(b)-(c).

These grants are for work on motorized or non-motorized trails/project that are open to the public anywhere in the United States. This includes hiking, cycling, mountain biking, trail running, access routes, horseback riding, water trails, ATVs, snowmobiling, and more. Hiring or supplementing staff or contractor payroll is eligible if the funded portion of the staff's duties directly involves maintenance of trails, training of stewards, or research programs.

From the largest metropolis to the smallest rural community these programs help to build new parks, conserve natural resources, provide access to water bodies, develop educational programs for youth, and much more. Providing grants to communities across Texas helps build access to outdoor experiences and encourages a connection with nature that is vital for promoting conservation and good environmental stewardship among Texans young and old.

Unspecified

TX Recreational Trails Program (RTP) Grants

809

Texas Parks and Wildlife Department

Brownsville Parks, Health, and Recreation Master Plan

Federal, State, regional, and local government units, school districts, and tribes are also eligible to receive grants from the Fund.

Funds can be spent on both motorized and non-motorized recreational trail projects such as: • the construction of new recreational trails, • to improve existing trails, • to develop trailheads or trailside facilities, • and to acquire trail corridors.

Loan or Grant Maximum

Terms/Requirements/ Notes

Funding Cycle

Contact

Website

Local Parks Grants are funded on an annual basis. Applications typically open at the beginning of September with an application deadline of December 4th. Awards are announced in May.

Dan Reece, (512) 389-4656, dan.reece@tpwd.texas.gov

Local Parks Grants

Grant amount: US $5,000 - US $10,000

No match required: No in-kind or cash match required, but some match preferred.

Funding cycle: Opens winter 2025 for 2026 field season. Funding must be spent by the end of the award year.

Send an email to trailfund@ americantrails.org

The Trails Capacity Program

The reimbursable grants can be up to 80% of project cost with a maximum of $300,000 for non-motorized trail grants and a maximum award of $500,000 for motorized (off-highway vehicle) trail grants

Up to 20% match required.

February 1st annually

Recreational Trails Program Manager Chris Sheffield Phone (512) 389-8749 Email: chris.sheffield@tpwd. texas.gov

Recreational Trails Grant

Grant Coordinator Matthew Fougerat Recreational Trails Program Grant Coordinator Phone: (512) 389-8712 Email: matthew.fougerat@ tpwd.texas.gov

Funding Matrix

810

Funding Sources for Trails (Continued) Program

Agency

Purpose / Goals

Eligible Applicants

Trail Accelerator Grants

International Mountain Biking Association

Trail Accelerator Grants provide a jump-start to communities that have the interest and political support to develop trail systems but need assistance to get projects up and running, or need further education and resources along the way.

Local, municipal, state, or federal government agencies, and 501(c)(3) nonprofits that actively manage parks and trails may apply. This can include land managers, chambers of commerce/economic development departments, community health organizations, land trusts/ conservancies, etc. Mountain bike clubs and IMBA Local Member Organizations with the capacity to match and manage a grant of this scale are eligible to apply. The organization applying must be able to provide the matching funds.

• • • •

Trees for Texans - Trees for Communities Grants

Texan by Nature

Texan by Nature is proud to partner with H-E-B to catalyze a statewide tree-planting program. Trees for Texans enriches the places we call home by planting trees that create healthier environments for schools, communities, and our future. The goal of this program is to utilize funding from the Trees for Texans program to generate measurable positive impact on natural resources across the state of Texas, improving the communities in which H-E-B employees and customers live, work, and play.

Nonprofit organizations, government organizations, and municipalities are eligible to apply for this program. Organizations must maintain a valid 501c3 nonprofit status as designated by the IRS in order to receive donations from the H-E-B Trees for Texans program or be a valid municipality or governmental organization. Community organizations wishing to take part must partner with one of these types of organizations to be eligible.

Projects that increase tree canopy, reduce the heat island effect, increase available greenspace, and beautify public spaces in Texas.

811

Brownsville Parks, Health, and Recreation Master Plan

Eligible Use of Funds Conceptual plans for new or expanded trail networks Detailed design and field flagging of trail alignments Assessment of existing trail networks reviewing trail Sustainability, trail improvements, and/or network expansion • Community wide feasibility studies analyzing multiple land parcels or large landscapes • Planning/design of urban bike parks • Map graphics, field visit based trail design, and trail advocate education

Loan or Grant Maximum Grants awards typically range from $10,000$30,000

Terms/Requirements/ Notes This is a one-to-one matching grant.

Funding Cycle Expected April 2026

Contact

Website

Inquiry Form

Trail Accelerator Grants

info@imba.com Phone: 303-545-9011

Up to $5,000

Projects must be publicly accessible and include a care and maintenance plan for post-project longevity. While project types are not strictly prescribed, projects must generate verifiable impact. (i.e: community seedling giveaways are highly unlikely to be selected).

Anticipated May 2026

Texan by Nature 6805 N. Capital of Texas Hwy., Ste 268 Austin, Texas 78731

Trees for Communities Grant

Office: 512-284-7482 General Inquiries: info@ texanbynature.org

Funding Matrix

812