HomeMy WebLinkAbout2026-4720 - Ordinance - 10/22/2026ORDINANCE NO. 2026-4720
AN ORDINANCE OF THE CITY OF COLLEGE STATION, TEXAS, AMENDING THE
OFFICIAL CITY OF COLLEGE STATION COMPREHENSIVE PLAN BY REPEALING
THE PARKS, RECREATION, AND OPEN SPACES MASTER PLAN DATED JULY 2011
ORDINANCE NO. 3358 AND ADOPTING THE 2027-2032 PARKS AND RECREATION
MASTER PLAN; PROVIDING A SEVERABILITY CLAUSE; PROVIDING AN
EFFECTIVE DATE; AND CONTAINING OTHER PROVISIONS RELATED THERETO.
BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY OF COLLEGE STATION,
TEXAS:
PART 1:
That the "Official City of College Station Comprehensive Plan" is hereby amended
by repealing the Parks, Recreation, and Open Spaces Master Plan dated July 2011
Ordinance No. 3358; and renumbering Subsection "B"; and by adding new
Subsections "B.8" and "C.11" of Exhibit "A" thereto as set out in Exhibit "A",
and adopting the 2027-2032 Parks and Recreation Master Plan as further described
in Exhibit "B", attached hereto and made a part hereof.
PART 2: That if any provisions of any section of this Ordinance shall be held to be void or
unconstitutional, such holding shall in no way affect the validity of the remaining
provisions or sections of this Ordinance, which shall remain in full force and effect.
PART 3: That this Ordinance shall take effect immediately from and after its passage.
PASSED, ADOPTED and APPROVED this 22nd day of October, 2026.
ATTEST:
City Secre
APPROVED:
LUt, Mi{f c,ln.
City Attorney
APPROVED:
M 1 or
ORDINANCE NO. 2026-4720 Page 2 of 8
EXHIBIT A
That Ordinance No. 4303 adopting the "Official City of College Station Comprehensive Plan" as
amended, is hereby amended by removing Subsection `B.1" and renumbering Subsection `B";
and adding Subsection "B.8" and by adding Subsection "C.11" to Exhibit "A" of said plan for
Exhibit "A" to read in its entirety as follows:
A. Comprehensive Plan
The Official City of College Station Comprehensive Plan (Ordinance 4303) is hereby
adopted and consists of the following:
1. Plan Foundation;
2. Distinctive Places;
3. Strong Neighborhoods;
4. A Prosperous Economy;
5. Engaging Spaces;
6. Integrated Mobility;
7. Exceptional Services;
8. Managed Growth;
9. Collaborative Partnerships; and
10. Plan Implementation
B. Master Plans
The following Master Plans are hereby adopted and made a part of the Official City of
College Station Comprehensive Plan:
1. Economic Development Master Plan dated February 2026;
2. The Water System Master Plan dated April 2017;
3. The Wastewater System Master Plan dated April 2017;
4. Northeast Gateway Redevelopment Plan dated September 2023;
5. Wellborn District Plan dated October 2023;
6. Housing Action Plan dated September 2024;
7. Active Transportation Master Plan dated May 2026; and
8. Parks and Recreation Master Plan dated October 2026.
C. Master Plan Amendments
The following Master Plan Amendments to the Official City of College Station
Comprehensive Plan are as follows:
ORDINANCE NO. 2026-4720
Page 3 of 8
1. Expiring the East College Station Transportation Study dated May 2005 — Ordinance
4404, dated November 10, 2022.
2. Expiring the Central College Station Neighborhood Plan dated June 2010 — Ordinance
4404, dated November 10, 2022.
3. Expiring the Eastgate Neighborhood Plan dated June 20l l Ordinance 4404, dated
November 10, 2022.
4. Expiring the Southside Area Neighborhood Plan dated August 2012 Ordinance 4404,
dated November 10, 2022.
5. Expiring the South Knoll Neighborhood Plan dated September 2013 — Ordinance 4404,
dated November 10, 2022.
6. Expiring the Bicycle, Pedestrian, and Greenways Master Plan dated January 2010 —
Ordinance 4690 dated May 28, 2026.
7. Expiring the Northgate Redevelopment Plan dated November 1996 — Ordinance 4690
dated May 28, 2026.
8. Expiring the Revised Wolf Pen Creek Master Plan dated 1998 — Ordinance 4690 dated
May 28, 2026.
9. Expiring the Northgate Redevelopment Implementation Plan dated July 2003 —
Ordinance 4690 dated May 28, 2026.
10. Expiring the Medical District Master Plan dated October 2012 — Ordinance 4690 dated
May 28, 2026.
11. Expiring the Parks, Recreation, and Open Spaces Master Plan dated July 2011 — this
Ordinance dated October 22, 2026.
D. Text Amendments
The following Text Amendments to the Official City of College Station Comprehensive
Plan are as follows:
1. Text Amendments:
a. Chapter 2. Distinctive Places by amending the text regarding the Neighborhood
Center future land use description, intent, and generally appropriate zoning
districts — Ordinance 4351, dated April 28, 2022.
b. Chapter 2. Distinctive Places by amending the text regarding the Planning
Areas description to remove expired plans — Ordinance 4404, dated November
10, 2022.
c. Chapter 2. Distinctive Places by amending the text regarding the Planning
Areas description to rename the Texas Avenue & University Drive (FM 60)
Redevelopment Area to the Northeast Gateway Redevelopment Plan —
Ordinance 4470, dated September 28, 2023.
ORDINANCE NO. 2026-4720 Page 4 of 8
d. Chapter 2. Distinctive Places by amending the text regarding the Planning
Areas description to update it to the Wellborn District Plan, to revise the Future
Land Use & Character descriptions to remove the Wellborn future land use and
incorporate it and the Wellborn -specific zoning districts into the Neighborhood
Commercial, Suburban Residential, and Estate Residential future land use
descriptions and generally appropriate zoning districts — Ordinance 4474, dated
October 12, 2023.
e. Chapter 1. Plan Foundation, Chapter 2. Distinctive Places, Chapter 3. Strong
Neighborhoods, Chapter 4. A Prosperous Economy, Chapter 5. Engaging
Spaces, Chapter 6. Integrated Mobility, Chapter 7. Exceptional Service,
Chapter 8. Managed Growth, Chapter 9. Collaborative Partnerships, and
Chapter 10. Plan Implementation by amending text based on the
recommendations of the Comprehensive Plan 5-Year Evaluation & Appraisal
Report 2025 to remove repeated or redundant narrative and outdated
information; update existing conditions and contextual data; incorporate
strategies and narrative related to the updated Economic Development Master
Plan; amend the implementation table to include action items for Chapter 4; and
combine and add action items to improve clarity for implementation —
Ordinance 4690 dated May 28, 2026.
E. Map Amendments
The following Map Amendments to the Official City of College Station Comprehensive
Plan are as follows:
1. Future Land Use & Character Map:
a. Approximately 5 acres of land generally located at 2354 Barron Road from
Suburban Residential to Neighborhood Commercial — Ordinance 4365,
dated June 23, 2022.
b. Approximately 17 acres of land generally located at 400 Double Mountain
Road from Medical to Urban Residential — Ordinance 4378, dated August
11, 2022.
c. Approximately 0.19 acres of land generally located at 106 Southland Street
from Suburban Residential to Neighborhood Commercial — Ordinance
4388, dated September 8, 2022.
d. Approximately 2.611 acres of land, generally located at 100 - 170 Graham
Road from Business Center to Neighborhood Commercial — Ordinance
4435, dated May 15, 2023.
e. Amended as shown in the Northeast Gateway Redevelopment Plan —
Ordinance 4470, dated September 28, 2023.
f. Amended as shown in the Wellborn District Plan — Ordinance 4474, dated
October 12, 2023.
ORDINANCE NO. 2026-4720 Page 5 of 8
g. Approximately 3.25 acres of land generally located west of the intersection
of Nantucket Drive and State Highway 6 S from Suburban Residential and
Natural and Open Areas to Neighborhood Commercial and Natural and
Open Areas — Ordinance 4520, dated May 23, 2024.
h. Approximately 3 acres of land generally located at located at 116 and 120
Morgans Lane from Urban Residential to General Commercial — Ordinance
4525, dated June 27, 2024.
i. Approximately 11 acres of land generally located at 3182 Holleman Drive
South from Mixed Residential and Natural & Open Areas to Urban
Residential — Ordinance 4566, dated December 12, 2024.
j. Approximately 1.047 acres of land generally located at 3423 Cain Road and
3197 Holleman Drive South from Mixed Residential to General
Commercial — Ordinance 4571, dated January 23, 2025.
k. Approximately 3.60 acres of land generally located at 3768 McCullough
Road from Estate Residential to Neighborhood Commercial — Ordinance
4578, dated February 27, 2025.
1. Approximately 2.752 acres of land generally located at 2360 Harvey
Mitchell Parkway South from General Commercial to Urban Residential —
Ordinance 4596, dated June 12, 2025.
m. Approximately 2.5 acres of land generally located south of the intersection
of University Drive East and East Crest Drive from General Commercial to
Urban Residential — Ordinance 4609, dated August 14, 2025.
n. Approximately 6.995 acres of land generally located at 8650 Turkey Creek
Road from Neighborhood Center to Urban Residential — Ordinance 4660,
dated March 26, 2026.
o. Approximately 7.2 acres generally located on Harvey Mitchell Parkway
South between Dartmouth Street and Earl Rudder Freeway South from
General Commercial to Urban Residential — Ordinance 4692, dated July 9,
2026.
p. Approximately 12.43 acres of land generally located at 2950 Rock Prairie
Road West from General Commercial to Urban Residential — Ordinance
4702, dated August 13, 2026.
q. Approximately 106 acres generally located east of the intersection of
Midtown Drive and Corporate Parkway from Business Center to General
Commercial — Ordinance 4710, dated August 27, 2026.
2. Planning Areas Map:
a. Removing the Central College Station Neighborhood Plan, Eastgate
Neighborhood Plan, Southside Area Neighborhood Plan, and South Knoll
Neighborhood Plan — Ordinance 4404, dated November 10, 2022.
b. Renaming the Texas Avenue & University Drive (FM 60) Redevelopment Area
to the Northeast Gateway Redevelopment Plan — Ordinance 4470, dated
September 28, 2023.
ORDINANCE NO. 2026-4720 Page 6 of 8
c. Renaming the Wellborn Community Plan to the Wellborn District Plan —
Ordinance 4474, dated October 12, 2023.
d. Removing the Medical District Master Plan and renumbering the planning areas
Ordinance 4690 dated May 28, 2026.
e. Renaming the Harvey Road Redevelopment Area to the Harvey Road Corridor
Redevelopment Plan and adjusting the planning area boundaries — Ordinance
4690 dated May 28, 2026.
3. Functional Classification & Context Class Map:
a. Amended as shown in the Northeast Gateway Redevelopment Plan — Ordinance
4470, dated September 28, 2023.
b. Amended as shown in the Wellborn District Plan — Ordinance 4474, dated
October 12, 2023.
c. Amended to remove the future extension of Pebble Creek Parkway, a Minor
Arterial, between St. Andrews Drive and the future Minor Arterial to the south
— Ordinance 4672, dated April 9, 2026.
d. Amended to remove the future extension of Pavilion Avenue, a Minor
Collector, between Sebesta Road and State Highway 6 — Ordinance 4677, dated
May 18, 2026.
e. Amended to reclassify Pebble Creek Parkway shown as a Minor Arterial to a
Major Collector — Ordinance 4690 dated May 28, 2026.
f. Amended to remove the future extension of Corporate Parkway, a Major
Collector, between Midtown Drive and William D. Fitch Parkway — Ordinance
4712, dated August 27, 2026.
F. General
1. Conflict. All parts of the Comprehensive Plan and any amendments thereto shall be
harmonized where possible to give effect to all. Only in the event of an irreconcilable
conflict shall the later adopted ordinance prevail and then only to the extent necessary
to avoid such conflict. Ordinances adopted at the same city council meeting without
reference to another such ordinance shall be harmonized, if possible, so that effect
may be given to each.
2. Purpose. The Comprehensive Plan is to be used as a guide for growth and development
for the entire City and its Extraterritorial Jurisdiction ("ETJ"). The Comprehensive Plan
depicts generalized locations of proposed future land uses, including thoroughfares,
bicycle and pedestrian ways, parks, greenways, and waterlines, and sewer lines that are
subject to modification by the City to fit local conditions and budget constraints.
ORDINANCE NO. 2026-4720 Page 7 of 8
3. General nature of Future Land Use. The Comprehensive Plan, in particular the
Future Land Use & Character Map and any adopted amendments thereto, shall not be,
nor be considered, a zoning map, shall not constitute zoning regulations or establish
zoning boundaries, and shall not be site or parcel specific but shall be used to illustrate
generalized locations.
4. General nature of College Station Comprehensive Plan. The Comprehensive Plan
and any additions, amendments, master plans and subcategories thereto depict same in
generalized terms including future locations; and are subject to modifications by the
City to fit local conditions, budget constraints, cost participation, and right-of-way
availability that warrant further refinement as development occurs. Linear routes such
as thoroughfares, bikeways, pedestrian ways, greenways, waterlines, and sewer lines
that are a part of the Comprehensive Plan may be relocated by the City 1,000 feet from
the locations shown in the Comprehensive Plan without being considered an
amendment thereto.
5. Reference. The term College Station Comprehensive Plan includes all of the above in
its entirety as if presented in full herein, and as same may from time to time be
amended.
ORDINANCE NO. 2026-4720 Page 8 of 8
EXHIBIT B
That the "Official City of College Station Comprehensive Plan" is hereby amended by adopting
and making part of it the "Parks and Recreation Master Plan" to read as follows:
r.
2027-2032
PARKS AND
RECREATION
MASTER PLAN
(1111. *CITY OF COLLEGE STATION
PARKS & RECREATION
TABLE OF
CONTENTS
5 EXECUTIVE SUMMARY
9 CHAPTER 1: CURRENT CONDITIONS AND TRENDS
32 CHAPTER 2: COMMUNITY ENGAGEMENT INSIGHTS
43 CHAPTER 3: RECREATION PROGRAM ANALYSIS
56 CHAPTER 4: PARK CLASSIFICATIONS
63 CHAPTER 5: LEVEL OF SERVICE ANALYSIS
72 CHAPTER 6: GOALS AND IMPLEMENTATION
81 APPENDIX
R MESSAGE FROM THE DIRECTOR
On behalf of the College Station Parks and Recreation Department,
I am excited to share the Parks and Recreation Master Plan Update.
This strategic roadmap will guide our department's efforts and
investments in the years ahead.
The plan reflects months of community engagement, thoughtful
input from our staff and Parks and Recreation Advisory Board, and
careful consideration of the trends shaping our growing city. Most
importantly, it reflects the voices of the people who live, work, and
play in College Station.
Through thoughtful conversations and opportunities to share
ideas, residents expressed a strong appreciation for the parks and
programs our community enjoys today, along with a shared desire
to build upon those strengths. You told us that our parks are an
important part of what makes College Station a great place to live,
and that maintaining and reinvesting in the system we have today
must remain a priority.
We also heard a growing desire to connect with nature.
Environmental education and the preservation of natural spaces
emerged as key themes, highlighting not just the recreational value
of our parks, but their role in fostering a healthier, more resilient
community and providing meaningful connections to the natural
world.
College Station's parks system already exceeds national benchmarks
in nearly every category, and this plan charts a course for maintaining
that standard of excellence as our community grows. More than a list
of priorities, this plan reflects a shared vision for parks and recreation
that brings people together, connects us to nature, supports healthy
lifestyles, and enhances the quality of life that makes College Station
special.
I look forward to working alongside our staff, residents, and
community partners to bring this vision to life.
Kelsey Heiden Martinez
Director, Parks and Recreation Department
City of College Station
ACKNOWLEDGEMENTS
Thank you to the following individuals
and groups who contributed to the
preparation of this Parks and Recreation
Master Plan Update.
We appreciate the College Station
City Council, Parks and Recreation
Advisory Board, and City leadership for
their vision, guidance, and unwavering
commitment to enhancing the quality of
life for everyone in College Station.
CITY COUNCIL:
John Nichols, Mayor
Mark Smith, Place 1
William Wright, Place 2
David White, Place 3
Melissa Mcllhaney, Place 4
Bob Yancy, Place 5
Scott Shafer, Place 6
CITY MANAGER'S OFFICE:
Bryan Woods, City Manager
Jeff Capps, Deputy City Manager
Jeff Kersten, Assistant City Manager
Jennifer Prochazka, Assistant City Manager
PARKS AND RECREATION ADVISORY
BOARD:
Thomas Marty, Chair
Andrew Arizpe
Amy Arredondo
Anthony Branch
Neo Jang
Cheletia Johnson
Ryan Pittsinger
Kimberly Topp
PARKS AND RECREATION DEPARTMENT
LEADERSHIP:
Kelsey Heiden Martinez, Director
Gene Ballew, Assistant Director
Stephan Richardson, Park Operations Manager
Andrea Lauer, Business Services Manager
Kelli Nesbitt, Marketing Coordinator
Luis Perez, Recreation Manager
CONSULTANT TEAM:
Asakura Robinson
Parks and Recreation Master Plan I 4
EXECUTIVE
SUMMARY
A STRATEGIC ROADMAP TO PARKS AND RECREATION EXCELLENCE
With a highly dynamic parks system that ranges from the ecologically vibrant preserves at Lick
Creek Park to the sprawling first-class sports facilities at Veterans Park and Athletic Complex,
alongside a diverse portfolio of programming that far exceeds the norm in quantity and quality,
the City of College Station provides an exemplary parks and recreation system for residents and
visitors alike. City leadership and the Parks and Recreation Advisory Board have set a high bar
for the Parks and Recreation Department (PARD), aiming to provide a system that serves as a
regional benchmark for excellence in parks and recreation. Maintaining that standard of excellence
requires intentional planning and focused investment. This plan provides the Parks and Recreation
Department with a clear roadmap for the years ahead, directing efforts toward the areas that will
most meaningfully shape the system's future:
• Expanding access to and engagement with nature amidst rapid growth and urbanization
across the city;
• Improving access to park space throughout the city through strategic acquisitions,
collaboration with developers, and improvements to undeveloped parkland;
• Building resilience infrastructure by leveraging natural systems across City parks, including
the city's greenways that have recently moved to PARD management;
• Maintaining a high -quality active recreation system that supports sports tourism and the City's
role in regional tournament play;
• Increasing recreation amenities and programming opportunities for all abilities and ages
• Improving coordination and collaboration between PARD and external partners.
Drawn from input from department staff, the Parks and Recreation Advisory Board, three months of
community engagement, and community events during the summer of 2025, the plan is designed
to translate community needs and desires into practical actions that will help elevate the College
Station parks and recreation system to an even higher level of excellence. With strong leadership,
engaged residents, and a robust system to support the needs of a growing city, the future of
College Station parks and recreation looks brighter than ever.
Parks and Recreation Master Plan I 6
KEEPING PACE WITH A GROWING AND DIVERSIFYING COMMUNITY
To understand how the department can respond to a growing and diversifying population and
emerging or shifting recreation preferences, we reviewed demographic and recreational trends
while developing the plan. The following key findings informed the goals and objectives that give
the department a solid strategic foundation for serving current and future community needs and
preferences.
DEMOGRAPHIC TREND HIGHLIGHTS
Trend
Implication(s)
Steady population growth, with the potential
to add 20,000 or more residents by 2030.
Non -white demographic categories had the
largest population growth rates.
20% of College Station residents speak a
language other than English at home as of
2023.
Older adults (50+) and senior populations
(65+) have grown significantly since 2018.
Youth population (5-19) has also grown
significantly since 2018.
Young professional and young family
categories have declined since 2018.
RECREATIONAL TREND HIGHLIGHTS
• Need to grow park acreage, ensure adequate park
access across the city, and balance natural area
preservation with heavily programmed park types.
• Increasingly diverse communities drive a need for
more inclusive engagement and community spaces
that reflect cultural and community needs.
• Growing need for accessible recreation amenities and
senior programming that promotes physical activity
and wellness.
• Youth recreational programming and play equipment
for young children continue to be an important
community priority.
• Parks and recreation play an important role in
attracting and retaining young professionals and
families.
• Active league -based recreation and youth -oriented
amenities need to be balanced with more flexible
outdoor spaces that support social gathering and
informal recreation.
Trend
Implication(s)
Older generations are increasingly
participating in racquet sports.
Younger generations are increasingly
participating in water sports.
Outdoor recreation is popular across all age
segments.
Inactive populations tend to be most
interested in camping, fishing, and cardio
fitness.
Market potential is highest for basketball,
football, and frisbee -related activities.
• Increased demand for city racquet court facilities and
programming like pickleball or tennis lessons.
• Higher demand for aquatic facilities and water -based
programming like aquafit classes.
• Higher demand for outdoor amenities like trails,
natural areas, and recreation programming like
wilderness camps.
• Expansion of camping -related programming for both
kids and adults.
• Higher demand for fishing and cardio fitness -related
programming.
• Higher demand for city basketball, football, and
frisbee facilities and programming.
Parks and Recreation Master Plan I 7
THE COLLEGE STATION PARKS AND RECREATION SYSTEM IN CONTEXT
The College Station system includes 55 developed parks across 1,595 acres, two cemeteries
that cover 76 acres, and eight undeveloped parks covering 299 acres for a total of 1,971 acres of
parkland. The parks system is highly diverse and robust in terms of amenities and programming
offered, as can be seen in comparing the system to National Recreation and Parks Association
(NRPA) Levels of Service standards, which serve as the national benchmark for evaluating park
systems relative to the size of the population they are intended to serve. College Station has 12.4
acres of parkland for every 1,000 residents, which is 2.4 acres more than the NRPA standard of
10/1,000 residents. The City also has more parks per resident, more miles of trails per resident,
and more athletic facilities per resident than the national standard in every category, except
pickleball and tennis courts. The table below shows the values of the College Station system vs. the
NRPA median benchmark for athletic facilities.
LOS Metric
College Station
Value 2025
2025 NRPA Median
Values for Jurisdictions
with pop. 100,000 -
249,000
Delta Value (College
Station vs. Median
Comparison Value)
Diamond Fields (residents per facility) 5,835 6,821
Basketball Courts (residents/facility) 4,141 9,742
Soccer Fields (residents/facility) 4,011 7,993
Volleyball Courts (residents/facility) 16,046 39,166
Tennis Courts (residents/facility) 9,169 8,587
Pickleball Courts (residents/facility) 32,092 6,782
Play Equipment/residents per facility) 1,411 5,000
986
5,601
3,982
23,120
582
25,311
3,589
GOALS FOR THE COMING YEARS
Goals found in the Goals and Implementation chapter will guide the department's efforts to
maintain and improve the parks and recreation system in College Station over the next several
years. Strategies that provide measurable targets for implementation are included in the
Recommendations section for each objective, and action steps that provide specific guidance on
pursuing each strategy are provided in the Strategic Action Plan.
• pip unMMMMM
Parks and Recreation Master Plan I 8
CHAPTER 1
CURRENT
CONDITIONS
AND TRENDS
COMMUNITY PROFILE
INTRODUCTION
The community profile includes a comprehensive assessment of the City of College Station's
demographics and recreation trends. Key demographic topics covered in the profile include
age, education levels, and household composition, offering insights into the changing makeup
of the city's population and its impact on the Parks and Recreation Department. The profile
also highlights trends in fitness activities, sports, and other types of recreation, noting which are
growing or declining in popularity to help anticipate changing wants and needs. The information
will help the department better understand the diverse range of park system users and anticipate
their needs and preferences throughout the planning process. The profile concludes with a focus
on key user groups, which include children, youth, young professionals, parents or guardians, and
older adults or retirees. These demographic segments can help guide the rest of the planning
process, ensuring that the parks system is inclusive and responsive to the needs of all residents
and visitors.
DEMOGRAPHIC TRENDS
Overview
Demographics are an essential piece of the park planning process. By analyzing demographic
trends, we can better understand the city's current needs and anticipate future demands as
demographics shift. Age distribution, education - particularly influenced by the presence of Texas
A&M University — and household composition are key indicators that differentiate College Station
from county and statewide trends. These topics, along with others, are explored in greater depth
in the sections that follow.
The data presented in this section come from the City of College Station Planning and
Development Services Department, which recently completed its existing conditions for the 2025
comprehensive plan update. Additional data is drawn from the U.S. Census Bureau, including the
Decennial Census and American Community Survey estimates.
Parks and Recreation Master Plan I 10
TABLE 1 - DEMOGRAPHIC OVERVIEW AND COMPARISON
Topic
College Station Brazos County Texas
Total Population 128,370
233,849 29,145,505
Sex
Male
Female
50.8%
49.2%
50.2% 49.4%
49.8% 50.6%
Age
Under 5 5.4% 5.9% 6.2%
Ages 5-19 24.3% 22.5% 21.7%
Ages 20-29 38% 28.3% 14%
Ages 30-64 25.8% 33.4% 44.5%
Ages 65+ 6.5% 9.9% 13.5%
Race
One Race - White 63.5% 60% 50.1%
One Race - Black or African American 8.1 % 10.4% 12.2%
One Race - American Indian and Alaska Native >1% >1% 1%
One Race - Asian 10.2% 6.3% 5.4%
One Race - Native Hawaiian and Other Pacific >1% >1% >1%
Islander
One Race - Some other Race 7.4% 10.1% 13.6%
Two or More Races 10.2% 12.5% 17.6%
Ethnicity
Hispanic or Latino (of any race) 19.4% 27% 39.3%
Not Hispanic or Latino 80.6% 73% 60.7%
Income
Median Household Income (2023 inflation -
adjusted dollars)
$51,776
$58,388 $76,292
Educational Attainment (for 25+ population)
Less than High School
High School Graduate or Equivalent (GED, etc.)
Some College (no degree)
Associate's degree or Higher
5% 11% 14%
14% 21% 24%
17% 18% 21%
63% 49% 41%
Sources: 2020 Decennial Census Table DP1; American Community Survey 5-year estimates 2023 Table B15003 and
B19013
Parks and Recreation Master Plan I 11
Population
FIGURE 1 - POPULATION PROJECTIONS
Table 2: College Station Population 2009-2023, Source: Planning and Development Services
Year Estimated Population Annual Growth Rate 5-Year Gowth Rate
2009 93,450 2.81%
2010 94,929 1.58%
2011 96,767 1.94% 10.1%
2012 98,085 1.36%
2013 100,096 2.05%
2014 102,332 2.23%
2015 106,581 4.15%
2016 109,927 3.14% 18.9%
2017 116,893 6.34%
2018 118,967 1.77%
2019 121,489 2.12%
2020 122,085 0.49%
2021 124,511 1.99% 7.9%
2022 126,005 1.20%
2023 128,370 1.88%
2030 POPULATION PROJECTIONS
180000
160000
3.0%, 156,717
2.5%146,729
, 151,653
140000
120000
100000
80000
60000
40000
20000
0
2000 2005 2010 2015 2020 2025 2030
2018 Projections 2023 Projections —ID— Recorded Population
Figure 6: 2030 population Projections for College Station;
Source: Planning and Development Services
Sources: College Station Planning and Development Services, 2025
Parks and Recreation Master Plan 1 12
College Station's population dramatically increased during the mid to late 2010s. While the growth
rate has steadied in recent years, it remains high. As demand for urban development increases
with population growth, pressure on available land resources can reduce the amount of land
reserved for parks and open space. Population growth can also strain natural environments within
the park system. Urban expansion and growth can increase pollution, stormwater runoff, and
habitat loss in the park system.
Implications:
• To meet the needs of a larger community, park acreage should grow proportionally and be
distributed equitably across the city.
• The Parks and Recreation Department should continue to be proactive about parkland
acquisition, working with developers to improve the quality of parkland dedications and
leveraging parkland as green infrastructure to mitigate environmental impacts.
Race and Ethnicity
FIGURE 2 - RACE, ETHNICITY, AND LANGUAGE SPOKEN AT HOME
PERCENT OF POPULATION BY RACE
White
Asian 9.6%
Black of African American 8.8%
Some other race 13.3%
American Indian and Alaska Native 0.3%
Native Hawaiian and Other Pacific Islander 0.1 %
67.0%
Figure 10: 2023 Race and Ethnicity; Source: U.S. Census Bureau, ACS 2023 5-Year Estimates
LANGUAGE SPOKEN AT HOME
English only
Spanish 11.00%
Other Indo-European languages 5.30%
Asian and Pacific Islander languages 4.30%
Other languages 1 1.70%
77.70%
Figure 15: Language Spoken at Home; Source: U.S. Census Bureau, ACS 2023 1-Year Estimate
Parks and Recreation Master Plan I 13
Race/Ethnicity
White
Black
Asian
2010 2023 Numerical Change Percent Change
72,502 81,504 9,002 12.42%
6,383 10,015
8,576 11,518
632
2,942
' S6.90%
34.31%
Hispanic
13,165 24,288 11,123 84.49%
Some Other Race
4,361 5,884
1,523 34.92%
Table 3: College Station Race and Ethnicity 2010-2023; Source: U.S. Census Bureau.
Sources: College Station Planning and Development Services, 2025
College Station has historically been a majority -white city; however, demographic shifts over the
last decade show that the City is becoming increasingly diverse in race and ethnicity. Language
spoken at home is another related metric to track when assessing diverse needs. Over 20% of
residents speak a language other than English at home, indicating a potential need for multilingual
signage.
Implications:
• Increasing diversity may emphasize a need for more thoughtful and inclusive community
engagement and communications from the Parks and Recreation Department.
Age
FIGURE 3 - AGE BREAKDOWN AND TRENDS
2023 POPULATION PYRAMID FOR CITY OF COLLEGE STATION
85 years and over
80 to 84 years
75 to 79 years
70 to 74 years
65 to 69 years
60 to 64 years
55 to 59 years
50 to 54 years
45 to 49 years
40 to 44 years
35 to 39 years
30 to 34 years
25 to 29 years
20 to 24 years
15 to 19 years
10 to 14 years
5 to 9 years
Under 5 years
20,000 15,000 10,000 5,000 0 5,000 10,000 15,000 20,000
• Female • Male
Figure 8: College Station Population Pyramid. Source: U.S. Census Bureau 2023 1-Year Estimate
Parks and Recreation Master Plan 1 14
PERCENT POPULATION CHANGE 2018 TO 2023
85 years and over
80 to 84 years
75 to 79 years
70 to 74 years
65 to 69 years
60 to 64 years
55 to 59 years
50 to 54 years
45 to 49 years
40 to 44 years
35 to 39 years
30 to 34 years
25 to 29 years
20 to 24 years
15 to 19 years
10 to 14 years
5 to 9 years
Under 5 years
27.9%
-17.5%
-20.5%
-6.2%
A 25.0%
1 18.0%
■ 19.2%
15.1%
-1.6%
1 1.5%
131%
31.4
21.8%
22.0%
17.4%
-0.3%
48.7%
ii.2%
-40% -20% 0% 20% 40% 60% 80%
Figure 9: Percent Population Change by Age Category 2018-2023; Source: U.S. Census Bureau
Sources: College Station Planning and Development Services, 2025
Younger and older adult populations are of particular interest for College Station given both
longstanding and emerging demographic trends. Adolescents and young adults make up a
significant portion of the city, and planners should integrate their preferences into planning goals.
Additionally, various stakeholders have raised concerns over the city's ability to retain young
adults after graduation. The data reflects this dynamic, showing a population decline among
25- to 34-year-olds and suggesting a gap in lifestyle or career offerings that could influence
decision -making. More recently, College Station's older adult population has increased. This trend
is supported by both data and stakeholder insights, including reports of former A&M students
returning to their alma mater for retirement. This demographic shift introduces new considerations
for the park system, which has historically not been compelled to accommodate a large older adult
population.
Implications:
• Young adults may be more inclined towards flexible outdoor spaces for social gatherings rather
than highly programmed and traditional park spaces like playgrounds. Parks programming
should also align with their interests, such as yoga or fitness classes, recreational sports
leagues, or outdoor adventure.
• While many factors influence where young adults choose to live, access to quality parks,
recreation opportunities and community amenities can play an important role in attracting and
retaining residents.
• The Parks and Recreation Department should continue to incorporate amenities for older
adults, including walking trails and shaded rest areas, or introduce new programming that
promotes health, wellness, and social connection in older age.
Parks and Recreation Master Plan I 15
Income
FIGURE 3 - MEDIAN INCOME
MEDIAN INCOME IN THE PAST 12 MONTHS
(IN 2023 INFLATION -ADJUSTED DOLLARS) COMPARISONS
$120,000
$100,000
$80,000
$60,000
$40,000
$20,000
$0
• Families
• Married -couple families
• Nonfamily households
College Station
$91,354
$1 12,420
$31,102
Brazos County
$85,214
$107,292
$35,412
• Families • Married -couple families • Nonfamily households
Texas
$91,467
$109,997
$47,822
Figure 14: Median Income in the Past 12 Months Comparisons; Source: U.S. Census Bureau 2023 1-Year Estimate
Sources: College Station Planning and Development Services, 2025
Non -family households, composed in part of college students, young adults, or people working
lower -paying service jobs, have significantly lower incomes compared to family households in
College Station. Additionally, lower -income populations often encounter barriers to participating
in public engagement processes, which can lead to their needs being underrepresented in the
parks planning process.
Implications:
• The Parks and Recreation Department may need to seek external funding sources to support
improvements to the local park system.
• The Department should evaluate program registration fees, particularly those targeting young
adults, to minimize financial barriers to participation.
• To ensure inclusive engagement during the park planning process, the Department should
target these groups using accessible and flexible outreach strategies.
Education
FIGURE 4 - EDUCATIONAL ATTAINMENT AND COLLEGE ENROLLMENT
EDUCATIONAL ATTAINMENT
Graduate or professional degree
Bachelor's degree
Associate's degree
Some college, no degree
High school or equivalent degree
26.80%
5.70%
15.50%
14.40%
32.30%
Figure 11: Educational Attainment; Source: U.S. Census Bureau ACS 2023 1-Year Estimate
Parks and Recreation Master Plan I 16
TEXAS A&M UNIVERSITY FALL ENROLLMENT
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
1923 1933 1943 1953 1963 1973 1983 1993 2003 2013 2023
Figure 12: Texas A&M University Fall Enrollment; Source: Texas A&M University Office of Academic and Business
Performance Analytics: Note: In 2013, Texas A&M added the School of Law campus enrollment to its enrollment counts.
In 2014, the university added Galveston, Qatar, and other campuses to the enrollment count.
Sources: College Station Planning and Development Services, 2025
College Station has a highly educated population, exceeding the levels seen in both Brazos
County and across Texas. A major contributor is Texas A&M University, which strongly influences
the City and, in turn, its Parks and Recreation Department. A&M saw rapid enrollment growth
during the 2010s, which increased demand for the city's infrastructure and services. Enrollment
at A&M for the Fall 2024 semester was 78,987 people. Although enrollment has steadied more
recently, the student population remains a major part of the community and should be considered
in park planning efforts.
Implications:
• The Parks and Recreation Department should assess whether it is adequately serving the City's
large college student population, including whether it is offering relevant programming and
events, ensuring park facilities are welcoming and accessible to students, and if it is properly
connecting institutional green spaces and trails with the broader park system.
Household Composition
FIGURE 5 - HOUSEHOLD TYPES AND COMPOSITION
HOUSEHOLDS BY TYPE
Texas
College -Station Bryan MSA
College Station
67.4
32.6
55.9%
44.1%
45.6%
54.4%
■ Family Households ■ Non -family Households
Figure 17: Households by Type; Source: U.S. Census Bureau
Parks and Recreation Master Plan 1 17
HOUSEHOLDS COMPOSITION: CHILDREN
2023
2018
21.0%
79.o io
23.2%
76.8%
• Households with Children under 18 • Households without Children under 18
Figure 18
Sources: College Station Planning and Development Services, 2025
College Station has a notably lower percentage of family households compared to the broader
metropolitan area and the state, reflecting the strong influence of Texas A&M University on the
city's population and demographics. While the number of households with children has declined
slightly from 2018 to 2023, they still represent a meaningful portion of the population.
Implications:
• Parks planning efforts must continue to provide a mix of spaces and programming, offering
flexibility and amenities that suit the needs of both families, children, and students.
Disability
POPULATION WITH A DISABILITY
Independent living difficulty
Self -care difficulty 1.80%
Ambulatory difficulty
Cognitive difficulty
Vision difficulty 2.40%
Hearing difficulty 2.30%
3.50%
3.40%
3.90%
Figure 16: Population with a Disability by Type; Source: U.S. Census Bureau ACS 2023 1-Year Estimate
Sources: College Station Planning and Development Services, 2025
College Station has a relatively low share of people with disabilities, which is likely due to the city's
smaller population of older adults. Regardless, promoting accessibility across the park system
should remain a priority, especially if College Station wants to continue attracting more retirees
and older adults in the coming years.
Implications:
• Making parks more accessible to people with disabilities can involve a range of strategies,
including but not limited to upgrading trails, restrooms and playground equipment to ADA
standards.
Parks and Recreation Master Plan I 18
Vehicle Access
TABLE 2 - VEHICLE ACCESS
Topic
College Station Brazos County Texas
Vehicles Available by Occupied Housing Unit
No vehicle
1 vehicle
2 vehicles
3 vehicles
5.7%
37.9%
38.1%
18.3%
5.6%
35.5%
38.2%
20.6%
5.3%
32.5%
39.7%
22.5%
Sources: 2023 ACS 5-year estimates - "Physical Housing Characteristics for Occupied Housing"
Vehicle access in College Station closely mirrors county and statewide trends, suggesting a
predominantly car -dependent population. That is somewhat unexpected given the City's large
student population, many of whom may not rely on cars due to campus amenities or financial
constraints. The data may reflect inaccuracies in capturing student living situations through the
Census, or it may simply reflect the region's broader car -centric infrastructure.
Implications:
• Regardless of current mode choice, it remains essential for the city to prioritize safe and
equitable access to its park system through multiple modes of transportation.
Parks and Recreation Master Plan I 19
RECREATION TRENDS
OVERVIEW
Assessing recreation trends is another important part of the park planning process. In addition to
demographics, reviewing trends in indoor and outdoor recreation, sport, and fitness activities will
help the City better anticipate residents' future desires.
This section examines datasets at multiple scales, including national, state and citywide trends.
The national data is pulled primarily from the Sport and Fitness Industry Association's Topline
Participation Report for 2025. The report derives its trends from a nationwide participation survey
conducted in calendar year 2024 and ongoing participation reporting from its partners. Data from
the United States Department of Commerce Bureau of Economic Analysis supplement information
on outdoor recreation trends and their economic impact. Statewide data comes from the National
Survey of Children's Health, developed using online and mailed -in surveys and conducted
by the U.S. Census Bureau, and the National Federation of High School Associations, which
collects high school sport participation data from across the country. Lastly, this section analyzes
sports and leisure market potential data pulled by Esri Business Analyst. The data is based on
national propensities to use various products and services and applied to College Station's local
demographic composition.
Some high-level trends for College Station to watch include the continued popularity of racquet
sports among older age groups and the growing popularity of water sports and outdoor
recreation among younger generations. More details on these trends, and others, can be found in
the sections below.
TABLE 3 - TRENDS OVERVIEW
Trend
Implications
Older generations are increasingly
participating in racquet sports.
• Increased demand for and/or wear and tear on city racquet
court facilities.
• Higher demand for racquet sport -related programming like
pickleball or tennis lessons.
Younger generations are
increasingly participating in water
sports.
• Increased demand for and/or wear and tear on city pool and
aquatic facilities.
• Higher demand for water -based programming like aquafit
classes.
Outdoor recreation is popular
across all age segments.
• Increased use of outdoor recreation facilities, including trails.
• Higher demand for outdoor recreation programming like
wilderness camps.
Inactive populations tend to
be most interested in camping,
fishing, and cardio fitness.
Mainstream team youth sports (i.e.
football, basketball, and others) are
regaining popularity.
• Expansion of parks programming to include camping -related
activities for both kids and adults.
• Higher demand for fishing and cardo fitness -related
programming.
• Increased demand for and/or wear and tear on city basketball
court and athletic fields.
• Higher demand for football and basketball programming.
Market potential is highest for
basketball, football, and frisbee
related activities.
• Increased use of city basketball, football, and frisbee facilities.
• Higher demand for basketball, football, and frisbee based
programming.
Sources: SFIA Topline Participation Report 2025; The National Survey of Children's Health, 2023; National Federation of
High School Associations; Esri Business Analyst Report Sports and Leisure Market Potential 2024
Parks and Recreation Master Plan I 20
NATIONAL TRENDS
Sport Preferences by Age and Generation
Examples of the different sports and fitness categories according to SFIA:
• Fitness Activities include but are not limited to stationary cycling, cardio kickboxing, barre,
Pilates, dance, aquatic exercise, etc.
• Individual Sports include but are not limited to archery, martial arts, bowling, hunting,
skateboarding, ice skating, disc golf, etc.
• Outdoor Sports include but are not limited to backpacking, canoeing, climbing, sailing,
wakeboarding, surfing, triathlons, trail running, etc.
• Racquet Sports include but are not limited to badminton, tennis, pickleball, squash, etc.
• Team Sports include but are not limited to baseball, basketball, cheerleading, gymnastics,
water polo, wrestling, etc.
• Water Sports include but are not limited to windsurfing, kayaking, rowing, scuba diving, stand-
up paddling, jet skiing, etc.
• Winter Sports include, but are not limited to, cross-country skiing, downhill skiing,
snowshoeing, fat tire biking, and snowmobiling.
FIGURE 6 - SPORT PARTICIPATION BY GENERATION AND AGE
Boomers (1945-1964)
2020 2021 2022 2023 2024
1-year 2020/2024
change change
Fitness Sports
Individual Sports
Outdoor Sports
Racquet Sports
Team Sports
Water Sports
Winter Sports
Gen X (1965-1976)
59.9%
22.3%
39.5%
6.4%
4.9%
7.8%
3.5%
64.4%
22.9%
41.9%
6.8%
5.1%
8.2%
3.7%
66.2%
22.9%
43.3%
8.0%
4.6%
8.8%
3.7%
68.6%
23.8%
45.3%
8.6%
5.5%
9.4%
4.0%
69.3%
24.3%
45.2%
9.7%
5.7%
10.0%
4.3%
1.0%
2.2%
-0.1%
13.9%
3.8%
5.7%
7.2%
15.8%
9.1%
14.4%
53.3%
15.9%
27.5%
24.3%
2020 021 2022 2023 2024
1
1-year 2020/2024
change change
Fitness Sports 66.0% 64.2% 66.7% 66.9% 69.3% 3.6% 5.0%
Individual Sports 31.5% 29.6% 31.9% 32.7% 34.0% 4.0% 8.1%
Outdoor Sports 52.2% 50.4% 52.9% 54.2% 56.1% 3.4% 7.4%
Racquet Sports 12.2% 11.8% 13.1% 14.1% 15.2% 7.8% 24.1%
Team Sports 15.5% 15.2% 14.4% 17.8% 18.9% 6.1% 21.4%
Water Sports 13.0% 12.3% 13.4% 14.5% 15.2% 5.1% 17.7%
Winter Sports 8.7% 8.2% 9.0% 9.8% 10.4% 5.9% 19.1%
Parks and Recreation Master Plan 1 21
Millennials (1980-1999)
2020 2021 2022 2023 2024
1-year 2020/2024
change change
Fitness Sports 68.7% 70.0% 69.2% 68.2% 69.7% 2.2% 1.6%
Individual Sports 41.5% 41.3% 43.4% 43.8% 45.2% 3.1% 8.8%
Outdoor Sports 59.4% 60.5% 61.6% 61.3% 63.2% 3.1% 6.5%
Racquet Sports 19.3% 19.3% 21.2% 21.1% 22.3% 5.3% 15.5%
Team Sports 30.4% 30.6% 31.3% 33.4% 35.4% 6.2% 16.4%
Water Sports 17.1% 17.2% 18.8% 19.7% 20.4% 3.5% 19.5%
Winter Sports 14.5% 14.0% 15.8% 17.5% 19.0% 8.2% 30.5%
Gen Z (2000+)
2020 2021 2022 2023 2024
1-year 2020/2024
change change
Fitness Sports 55.2% 55.8% 55.5% 56.5% 56.1% -0.7% 1.7%
Individual Sports 44.3% 44.0% 45.4% 46.1% 46.4% 0.7% 4.7%
Outdoor Sports 60.6% 60.8% 61.0% 61.6% 60.4% -2.0% -0.3%
Racquet Sports 22.4% 22.6% 23.4% 24.5% 25.3% 2.9% 12.7%
Team Sports 56.6% 55.8% 54.8% 55.9% 54.6% -2.2% -3.6%
Water Sports 16.3% 15.8% 17.4% 18.4% 19.1% 3.9% 17.4%
Winter Sports 19.4% 19.1% 20.4% 20.6% 22.3% 8.3% 14.8%
Sources SFIA Topline Participation Report 2025
Parks and Recreation Master Plan I 22
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
AGE BY SPORT CATEGORIES
6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70
Fitness Sports t Individual Sports Outdoor Sports Racquet Sports
Team Sports Water Sports t Winter Sports
Sports and fitness preferences change as you age, and preferences clearly cluster by generation.
Baby Boomers (1945-1964) and Generation X (1965-1979) tend to have similar preferences, while
Millennials (1980-1999) and Generation Z (2000+) also share similarities. Both Boomers and Gen X
saw a significant increase in racquet sport participation from 2020 to 2024. This aligns with the
surge in pickleball popularity during the COVID-19 pandemic. Millennial and Gen Z participation
in water and winter sports rose from 2020 to 2024. Fitness sports, such as cardio classes, stationary
cycling, and Pilates, maintain participation levels throughout time. Similarly, outdoor recreation,
including trail walking, canoeing, and backpacking, also maintains strong participation levels from
childhood through older adulthood. These trends can inform the park planning process and help
ensure the city's park system serves a broad range of needs across ages and generations.
Parks and Recreation Master Plan I 23
Inactive Population Trends and Aspirational Activities
FIGURE 7 - INACTIVITY TRENDS
Number of Inactives (Millions)
90.0 M
80.0 M
70.0 M
60.0 M
50.0 M
40.0 M
30.0 M
20.0 M
10.0 M
0.0 M
INACTIVITY IN THE U.S.
t Inactivey (Millions) Inactivity Rate
81.2 M
74.3 M
26.8%
24.4%
72.2 M
23.7%
68.6 M
22.4%
2019 2020 2021 2022
64.9 M
21.2%
20.0%
2023 2024
61.8 M
- 40.0%
- 35.0%
- 30.0%
- 25.0%
J - 20.0%
- 15.0%
- 10.0%
- 5.0%
0.0%
Participation Rate
INACTIVITY BY INCOME 6-YEAR TREND
■ 2019 ■ 2020 ■ 2021 ■ 2022 ■ 2023 IN 2024
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 50.0%
45.6%
Under $25K
$25K to $49,999
$50K to $74,999
$75K to $99,999
$100 K+
36.8%
26.3%
32.6%
19.4%
24.3%
15.4%
12.7 %
18.9%
16.5%
Sources SFIA Topline Participation Report 2025
Parks and Recreation Master Plan I 24
TABLE 3 - ASPIRATIONAL ACTIVITIES
Age Group
Age
#1 Aspirational Activity #2 Aspirational Activity #3 Aspirational Activity
6-12
13-17
18-24
25-34
35-44
45-54
55-56
65+
Camping
Camping
Running/Jogging
Running/Jogging
Camping
Camping
Camping
Fishing
Fishing
Free Weight Workout
Free Weight Workout
Cardio Fitness
Fishing
Fishing
Fishing
Cardio Fitness
Running/Jogging
Swimming
Swimming
Free Weight Workout
Running/Jogging
Cardio Fitness
Treadmill
Treadmill
Income
Under $25,000
$25,000 - $49,000
$50,000 - $74,999
$75,000 - $99,999
$100,000
Camping
Camping
Camping
Fishing
Cardio Fitness
Fishing
Fishing
Free Weight Workout
Camping
Treadmill
Cardio Fitness
Cardio Fitness
Cardio Fitness
Treadmill
Fishing
Sources SFIA Topline Participation Report 2025
The Sports and Fitness Industry Association (SFIA) defines the inactive population as the segment
of the American population aged six and older who do not participate in any of the 120 sports
and fitness activities tracked by the association. Inactivity has consistently decreased over the
last five years, with only about 20% of the population considered inactive as of 2024. One key
demographic factor correlated with inactivity is income. Lower -income individuals are more
likely to be inactive than higher -income individuals. SFIA also tracks activities that the inactive
population has interest in participating in. Camping, fishing and cardio fitness are just a few of
the most popular aspirational activities. These national trends in inactivity matter at the city level
because they can inform policies and practices that make sports and fitness activities more broadly
accessible, especially to lower -income and inactive population segments.
Recent Chanaes to Sports and Fitness Participation
TABLE 4 - PARTICIPATION TRENDS IN FITNESS AND TEAM SPORTS
Rank
Fitness
Activities with Greatest Positive Activities with Greatest Negative
Percent Change Percent Change
#1 Pilates training
#2 Yoga
#3 Kettlebells
Stationary cycling
Cross -training style workouts
Cardio kickboxing
Team Sports
#1 Football (7-on-7)
#2 Basketball
#3 Soccer (outdoor)
Sources SFIA Topline Participation Report 2025
Roller Hockey
Rugby
Ultimate Frisbee
Parks and Recreation Master Plan I 25
SFIA reports that Pilates, yoga, kettlebell workouts, 7-on-7 football, basketball and outdoor soccer
are the fitness and team sport activities that have experienced the greatest increase in participation
over the last five years. Activities with the greatest decline include stationary cycling, cross -training
style workouts, cardio kickboxing, roller hockey, rugby and Ultimate Frisbee. The trends indicate
that group workout classes are still popular, but the format has shifted slightly. It also suggests that
more traditional team sports are regaining popularity, while some unique offerings may be going
out of style. These trends should inform the park planning process but should be cross-referenced
with local preferences gathered through community engagement.
Outdoor Recreation and Economic Value
FIGURE 8 - OUTDOOR RECREATION AND ECONOMIC IMPACT
State Outdoor Recreation Value Added as a Percent of State GDP, 2023
RI 2.4
CT 1.6
N! 1.8
DE 1.6
MD 1.8
DC 0.8
0
Quintile percent of state GDP
▪ 3.3% to 6.3%
MI 2.6% to 3.3%
D 2.2% to 2.6%
❑ 2.0% to 2.2%
❑ 0.8% to 2.0%
U.S. share = 2.3%
U.S. Bureau of Economic Analysis
Sources: Bureau of Economic Analysis, US Department of Commerce
TABLE 5 - TOP CONTRIBUTING OUTDOOR RECREATION ACTIVITIES
Activity Rank Portion of National GDP
Portion of Texas' state GDP
All other supporting recreation
activities - $284.7 billion
Conventional outdoor recreation
activities - $201 billion
Other outdoor recreation activities -
$128.2 billion
Sources: Bureau of Economic Analysis, US Department of Commerce
All other supporting recreation
activities - $27.6 billion
Conventional outdoor recreation
activities - $17.4 billion
Other outdoor recreation activities -
$9.1 billion
Parks and Recreation Master Plan I 26
Outdoor recreation is not only an important part of a well-balanced park and recreation system,
but it can also help drive the economy of a region, state, or nation. The outdoor recreation
economy accounted for 2.3% ($639.5 billion) of current dollar gross domestic product (GDP) for
the U.S. in 2023. That same figure for Texas' GDP was 2.2% ($55.9 billion). Conventional outdoor
recreation activities, such as bicycling, boating, hiking, and hunting, contribute significantly
to these figures at the national and state levels. College Station has a strong recreational
sports league culture that supports the outdoor recreation economy. Construction on Texas
Independence Park at Midtown at 6291 Rock Prairie Road will transform more than 120 acres of
parkland and greenways into one of the area's most dynamic public parks with a wide range of
outdoor recreation opportunities for residents of all ages, including mountain -bike trails, a pump
track, and other bike elements. The Parks and Recreation Department should consider how to
continue to support these activities and the outdoor recreation economy more broadly.
LOCAL TRENDS (STATE AND CITY)
Youth Sport Participation
FIGURE 9 - YOUTH SPORT PARTICIPATION AND DEMOGRPHICS
Current Search Criteria
Survey: 2022-2023 National Survey of Children's Health
Starting Point: Child and Family Health Measures
State/Region: Texas vs. Nationwide
Topic: Community and School Activities
Question: Participation in sports teams or sports lessons after school or on weekends, age 6-17 years
Sub Group: Yes x Sex of child
During the past 12 months, did this child participate in a sports team or did they take sports lessons after school or on weekends, age 6-17 years?
Select a Response Category: Yes
Male Female
Texas
Nationwide
% 55.4 43.1
C.I. 49.1-61.4 37.3-49.1
Sample Count 290 227
Pop. Est. 1,392,192 1,105,418
% 59.2 49.9
C.I. 58.1-60.2 48.8-50.9
Sample Count 22,181 18,227
Pop. Est. 15,005,087 12,048,065
C.I. = 95% Confidence Interval.
Percentages and population estimates (Pop. Est.) are weighted to represent child population in US.
During the past 12 months, did this child participate in a sports team or did they take sports lessons after school or on weekends, age 6-17 years?
Select a Response Category: Yes
English Other than English
Texas
Nationwide
% 56.7 24.0
C.I. 52.1-61.2 16.7-33.1
Sample Count 460 56
Pop. Est. 2,211,399 279,569
C.I.
Sample Count
Pop. Est.
57.9
57.1-58.6
37,739
24,100,414
36.2
34.0-38.5
2,422
2,715,508
C.I. = 95% Confidence Interval.
Percentages and population estimates (Pop. Est.) are weighted to represent child population in US.
Parks and Recreation Master Plan 1 27
During the past 12 months, did this child participate in a sports team or did they take sports lessons after school or on weekends, age 6-17 years?
Select a Response Category: Yes
0-99% of 100-199% of 200-399% of
poverty level poverty level poverty level
400% or more of
poverty level
Texas
Nationwide
C.I.
Sample Count
Pop. Est.
C.I.
Sample Count
Pop. Est.
27.8
19.9-37.3
54
304,728
35.0
33.1-36.9
3,542
3,1 19,879
36.8
27.6-47.1
65
378,218
42.4
40.7-44.2
5,093
4,156,767
C.I. = 95% Confidence Interval.
Percentages and population estimates (Pop. Est.) are weighted to represent child population in US.
52.8
45.0-60.4
145
805,324
55.0
53.6-56.4
11,476
7,941,559
70.6
64.4-76.1
253
1,009,341
72.3
71.3-73.2
20,297
11,834,946
During the past 12 months, did this child participate in a sports team or did they take sports lessons after school or on
weekends, age 6-17 years?
Select a Response Category: Yes
Two parents,
currently
married
Two parents,
not currently
married
Single parent Grandparent Other family
(mother or household type
father)
Texas
Nationwide
C.I.
Sample Count
Pop. Est.
C.I.
Sample Count
Pop. Est.
54.4
49.1-59.8
363
1,687,744
61.0
60.1-61.9
29,799
18,931,182
45.3
42.2-48.5
1,606
1,291,975
36.1
29.0-43.8
110
544,705
43.9
42.3-45.5
7,077
5,263,600
41.8
37.2-46.5
820
652,285
33.7
27.4-40.6
225
211,270
C.I. = 95% Confidence Interval.
Percentages and population estimates (Pop. Est.) are weighted to represent child population in US.
-- Dashed lines indicate that the total number of respondents to this measure (unweighted denominator) is less than 30, which does not meet
MCHB data display criteria.
Sources: The National Survey of Children's Health, 2023
Among youth nationwide participating in after -school and weekend sports, about 9.3% are male,
and 9.2% are female participants from Texas. This is a notable share, suggesting that after -school
and weekend sports are an important part of Texas culture. The College Station parks system
supports youth sports by providing facilities and programming. Data also show that youth are
less likely to participate in after -school and weekend sports if they come from homes with higher
poverty levels, single -parent households or speak a language other than English at home. These
trends highlight potential barriers to participation that the Parks and Recreation Department can
address during the plan update process.
Parks and Recreation Master Plan I 28
Hiah School Sport Trends
FIGURE 9 - YOUTH SPORT TRENDS
Percent Change from 2018-2019 school year to 2023-2024 school year
Football Golf Baseball Basketball Cross Country
BOYS 3% 5% 6% 3% 1%
Texas Soccer Swimming & Diving Tennis Track & Field Wrestling
505,386 (Outdoor)
7% 1 % 2%
Basketball Competitive Spirit Cross Country
1% 1%
GIRLS Soccer
353,915
72%
Sofball Fast Pitch Swimming & Diving
7% 4%
Volleyball Wrestling
4%
46%
-2%
-1 %
Football
625%
Tennis
2%
51%
Golf
-1 %
Track & Field
(Outdoor)
4%
Sources: National Federation of High School Associations
Statewide data shows that from the 2018-2019 school year to the 2023-2024 school year, wrestling
gained the most popularity for boys and girls. Other notable increases during this time frame were
seen in girls' competitive spirit and football. Most sports gained in participation/popularity, with
exceptions to boys' track & field, girls' golf, and girls' swimming & diving, which saw slight
declines. High school sport participation and trends can indicate to the Department what program
offerings and related facilities youth in the region want.
Parks and Recreation Master Plan I 29
Sport and Leisure Behavior in College Station
TABLE 6 - SPORT AND LEISURE MARKET POTENTIAL INDEX
Product/Consumer Behavior Market Potential Index (MPI)
Participated in rock climbing/12 month
Participated in Ping-Pong/12 month
Attend college basketball game/12 month
Participated in skiing (downhill)/12 month
Participated in volleyball/12 month
Participated in ice skating/12 month
Participated in roller skating/12 month
Participated in soccer/12 month
Attend college football game/12 month
Participated in backpacking/12 month
Participated in basketball/12 month
Participated in bowling/12 month
Participated in football/12 month
Participated in frisbee/12 month
275
209
208
200
199
178
173
160
160
156
156
155
155
154
Sources: Esri Business Analyst Report Sports and Leisure Market Potential 2024
A market potential index (MPI) tells you how likely consumers in a specific area are to purchase a
particular product or service compared to the national average. The national average in an MPI is
indicated by a score of 100. Any MPIs higher than 100 indicate a higher propensity to purchase
a product or service. The MPI values in the table highlight the need for certain facilities. The
City parks system should aim to accommodate basketball, football, frisbee, rock climbing, roller
skating, soccer and volleyball. The Parks and Recreation Department should also explore how it
can support backpacking, bowling, and ping pong either through facilities or programming.
Parks and Recreation Master Plan I 30
KEY PARK USERS
OVERVIEW
Identifying key park users during the planning process can help the Parks and Recreation
Department create a well-rounded, responsive plan attuned to the City's diverse needs.
This approach helps synthesize findings from both the demographic and recreation trends
assessments, providing a high-level picture of who might be using the system now and in the
future. The memo identifies key user groups mostly by age. Categories include children, youth,
young professionals, parents/families and older adults/retirees. These categories are not fully
exhaustive of the City's population and should be used to ensure core and unique groups are
accounted for. The final plan will still ultimately serve the entire community.
KEY PARK USER CATEGORIES
Children (Age 0-14)
• Children make up a little more than 15% of the City's population.
• Children are a core group of park system users because playgrounds and green spaces
are essential areas for play, physical activity and social interaction needed during this
developmental age.
• Park and recreation preferences for children evolve with time, and the Department will need to
continuously monitor trends and engage with children to anticipate what sports and programs
are most popular.
Youth (Age 15-24)
• Texas A&M University and other nearby schools draw a large youth population.
• Youth activity preferences may be geared more towards organized sports and socially focused
recreation spaces.
• The Department will need to provide adequate facilities for activities preferred by young
people and consider how to integrate technology into traditional park offerings and activities.
Young Professionals (Age 25-35)
• The City has historically had some trouble retaining this population segment following
graduation from the local universities.
• This group may have more of a focus on health and wellness offerings as well as spaces for
community connection, gatherings, and events.
• The Department can play a role in providing resources for this population group and
contributing to the City's long-term attraction.
Parents/Guardians (Misc. Ages)
• Parents and guardians, like children, are core users of the park system.
• They need safe, family -friendly environments, but could also benefit from nearby adult -oriented
amenities such as walking loops, fitness stations or seating areas.
• The Parks and Recreation Department can enhance the user experience for parents/guardians
by strategically placing adult -focused amenities in areas that already draw families and
caregivers.
Older Adults/Retirees (Age 65+)
• Older adults are a growing demographic group in College Station.
• They enjoy accessing nature and socializing in parks just like many other park users but might
require more accessible amenities and passive recreation opportunities as they age.
• The Department can make accessibility improvements and add age -specific programming to
cater to this growing demographic group.
Parks and Recreation Master Plan I 31
CHAPTER 2
COMMUNITY
ENGAGEMENT
INSIGHTS
COMPREHENSIVE PLAN 5-YEAR UPDATE
The City went through a 5-year update of its comprehensive plan (2021) at the same time as the
parks planning process. The 5-year Evaluation & Appraisal Report was approved by the city's
Planning and Zoning Commission and City Council in September 2025 and included community
engagement feedback relevant to the park planning process.
Relevant findings:
• Strategic Growth and Neighborhood Integrity
• Residents and stakeholders voiced concern over population growth/development pressures
and potential impacts on neighborhood quality and access to City resources, including the
park system.
• Sustainability and Resilience
• Stakeholders expressed concerns about climate resilience, water supply, and environmental
sustainability, and identified interests in exploring long-term planning solutions for
stormwater, heat mitigation and green infrastructure practices.
• Parks, Trails, and Public Spaces
• Community members were positive about the existing park system but highlighted some
opportunities for improvements, including an expanded trail/greenway network, more
shade/tree canopy/natural area preservation, integrating parks with local businesses/active
streetscapes and ensuring park access in newly developed areas.
PARKS AND RECREATION DEPARTMENT FEEDBACK
The internal kickoff meeting for the parks and recreation plan update included dedicated
time engaging with Parks and Recreation department staff on their thoughts about strengths,
weaknesses, opportunities, and priorities for the park system. City staff manage the day-to-
day operations and are stewards of the park system's long-term vision and have a unique
understanding of system needs. Staff were separated into four groups and walked through two
exercises. Below is a summary of the findings from the activities.
PARK PLANNING PRIORITIES
Participants were asked to choose topics that they saw as most important or relevant to the park
planning process. Park access, growth management, public health and economic development
were the most popular responses.
PARK PLANNING PRIORITIES
Park Access
Population Growth/Growth Management
Public Health
Economic Development
Public Safety
Habitat Restoration and Convervation
Public Education
Bike/Pedestrian Connectivity
Arts & Culture
Green Stormwater Infraestructure
5
4
2
Parks and Recreation Master Plan I 33
STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS (SWOT) SUMMARY
Department staff responded to prompts to gauge the strengths, weaknesses, opportunities
and threats facing the park system. The table below summarizes the feedback and key themes
gathered through this exercise.
Theme Summary of Feedback
Resources/Needs
Park System Offerings
External Trends/Factors
• City staff is a key resource supporting the park system, and
understaffing is a concern.
• Additional office and recreation center space is needed.
• Ongoing funding for the park system is a concern.
• Swimming pools, baseball fields, and indoor courts are needed the
most.
• Land acquisition, birding, protecting wildlife, and nature education
are additional emerging needs.
• The park system offers strong and diverse programming and spaces
for recreation.
• The City provides quality natural spaces and facilities and pays
attention to detail in maintaining these spaces.
• Sports recreational opportunities are strong and contribute to City
tourism/economy.
• City population changes and generational differences.
• Encroaching urban development.
• Changing wants/needs of the city population indicate traditional
sports/recreation might be losing popularity.
PARKS AND RECREATION ADVISORY BOARD FEEDBACK
College Station's Parks and Recreation Advisory Board was engaged in the same park priority and
SWOT exercises as Parks Department staff at the beginning of the planning process. The Advisory
Board is a key stakeholder group that provides valuable public input and guidance to the City
Council and staff on matters concerning the establishment, maintenance and operations of the city
parks system.
PARK PLANNING PRIORITIES
Board members were asked to choose topics that they saw as most important or relevant to the
park planning process. Park access, growth management and public health were the top three
most popular topics.
Parks and Recreation Master Plan I 34
STRENGTHS, WEAKNESSES, OPPORTUNITIES, THREATS (SWOT) SUMMARY
PARK PLANNING PRIORITIES
Park Access
Population Growth/Growth Management
Public Health
Economic Development
Public Safety
Habitat Restoration and Convervation
Public Education 4
Bike/Pedestrian Connectivity 3
Arts & Culture 1
Green Stormwater Infraestructure 1
Board members responded to prompts to help gauge the strengths, weaknesses, opportunities,
and threats facing the park system. The table below summarizes the feedback and key themes
gathered through this exercise.
Theme Summary of Feedback
Resources/Needs
Park System Offerings
External Trends/Factors
• Connecting to school green spaces is an area of opportunity.
• The City needs more basketball, baseball and aquatic recreation spaces.
• Better connectivity between parks is needed, including trails, sidewalks, etc.
• The park system needs more nature -based recreation.
• Additional funding is needed to support the park system.
• Lick Creek Park and Veterans Park and Athletic Complex are well -loved
parks in the system.
• The City offers a variety of parks with diverse uses across the system.
• The City engages residents effectively on park system needs.
• Population growth and development indicate that the City is prospering,
but they present new challenges/potential strain on the park system.
• The City population is aging.
• Natural disasters, flooding, erosion, and pests are a threat to the system,
especially for parks with more wild/natural areas.
• Increasing extreme heat/humidity will impact comfort levels for park users.
Parks and Recreation Master Plan I 35
COMMUNITY ENGAGEMENT SUMMER/FALL 2025
OVERVIEW
City staff gathered community feedback throughout summer and fall 2025. Staff facilitated three
activities focused on park planning priorities, park amenities, and park quality ranking across the
system. Staff carried out engagement efforts at department -hosted community events, scheduled
pop-up in -the -park events, and unscheduled pop-up outreach at neighborhood parks. A variety
of meeting formats allowed staff to meet people where they are and have informal face-to-face
conversations. Department merchandise, such as cups, frisbees, or stickers, was handed out during
engagement to help spark curiosity and get families and people involved who might not usually
participate in the planning process. In total, the department hosted 39 engagement opportunities,
generating over 850 unique touchpoints.
Most importantly, the efforts fostered a greater sense of accessibility, drawing a diverse cross-
section of residents into the engagement process.
Across the public engagement effort, residents consistently expressed interest in nature -
based recreation, environmental education, reinvesting in older parks, expanding trail systems,
improving bike and pedestrian connections and increasing shade along trails. Personal stories
and comments complemented the quantitative data gathered through the activities. Together, the
inputs help create a comprehensive set of community priorities for the park system.
Parks and Recreation Master Plan I 36
ACTIVITY RESULTS
Activity 1 - Park Priorities
Residents were asked which planning initiatives mattered most to them across the park system.
The top three most important priorities include park amenities/trails/open space, habitat
restoration and recreational programming.
12.01 %
8.92
8.44%
6.42%
I
Public Health
0 v
w
E
0
to
a)
C7
Habitat Restoration
PARK PRIORITIES
6.30%
Q
d
9.16% 8.44%
3.80%
Population Growth
2.38%
1
0
E
0
0
0
V
E
O
0
W
18.55%
Park Amenities/Trails/Open Space
Activity 2 - Park Amenities
Participants marked what's working well and what needs improvement on a set of common park
system amenities. The top three most successful park amenities are youth sports, concrete trails
and community events. The top three amenities that could use the most improvement include
conservation, adult sports and disc golf.
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
17.6%
Concrete Trail
27.5% 25.3%
Nature Trail
a)
m
0_
N
0
0
0
PARK AMENITIES
• working % do better %
20.6%
I
43.9%
70.0%
Conservation
Community Events
16.4%
27.5%
37.9%
48.8%
41.5%
56.6% 56.5% 60.3%
64.7% 68.0%
111111111
Summer Camp
Senior Programs
Fitness Aquatics
isure Aquatics
Nature Education
0
0
d
0
0
t
0
0
0
Parks and Recreation Master Plan I 37
Activity 3 - Park Quality Across the System
Participants noted their favorite parks and which ones needed improvement. The parks with the
top three most votes are highlighted in each column, but the table below shows all results.
Park Name
Number of votes for Number of votes for parks that
favorite park need improvement
Anderson 4 3
Art & Myra Bright 0 0
Barracks 2 0 0
Bee Creek 19
Billie Madeley 0 0
Brian Bachmann 2 4
Bridgewood 2 2
Brison 3 1
Brothers Pond 6
Carter's Crossing 0 1
Castlegate 2 0
Castle Rock 5 1
Cove of Nantucket 1 0
Creekview 0 0
Crescent Point 0 0
Cy Miller 0 0
Eastgate 0 0
Edelweiss 1 3
Edelweiss Gartens 0 0
Emerald Forest 1 1
Etonbury 0 1
First Down 5 1
Gabbard 0 0
Georgie K. Fitch 0 0
Greens Prairie Reserve 0 0
Jack & Dorthy Miller 1 1
John Crompton 6 2
Lemontree 3 3
10
6
Lick Creek
Lions
Longmire
Luther Jones
Merry Oaks
Midtown Reserve
Northgate
97
0
1
2
1
0
0
0
0
1
0
0
0
2
Parks and Recreation Master Plan I 38
Park Name
Number of votes for Number of votes for parks that
favorite park need improvement
Oaks 3 0
Parkway 0 0
Pebble Creek 3 0
Phillips 0 0
Reatta Meadows 3 0
Richard Carter 1 0
Sandstone 1 0
Southern Oaks 3 3
Southwest 1 4
Steeplechase 0 0
Stephan C. Beachy Central 59 2
Thomas 1 1
University 0 2
Veterans Park & Athletic Complex 23 0
W. A. Tarrow 0 0
Wallace Lake 0 0
Wildwood 0 0
Windwood 0 0
Wolf Pen Creek 26
Woodcreek 1 1
Woodland Hills 0 1
7
COMMUNITY RECREATION CENTER NEEDS ASSESSMENT SURVEY
The ETC Institute administered a community recreation center needs assessment survey for
the City of College Station during the winter and spring of 2024 to help determine parks and
recreation priorities for the community. The survey aimed to collect at least 400 completed
responses from residents, and it surpassed this target, collecting 455 completed surveys. The
overall results for the sample of 455 residents have a margin of error of at least ±4.59 % at 95%
confidence.
Most respondents (36%) indicated they have participated in programs/activities during the past
year. They were then asked how many programs and activities they participated in. About 30%
stated they participated in one program or activity, 51 % stated they participated in 2-3 programs
and activities, 10% stated they participated in 4-6 programs and activities, and only 9% stated they
participated in 7 or more programs and activities. They also rated the programs and activities they
participated in. 27% rated the programs excellent, 60% rated them good, 9% rated them fair, and
3% rated them poor. Respondents who said they do not participate in programs were asked what
prevented them from participating more often. The top barriers that respondents selected: I don't
know what is offered (53%), too busy/not interested (30%) and program times are not convenient
(19%).
Parks and Recreation Master Plan I 39
PRIORITIES FOR AMENITY INVESTMENTS
The ETC Institute developed the Priority Investment Rating (PIR) to provide organizations with
an objective tool for evaluating the priority that should be placed on recreation and parks
investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents
place on amenities and (2) how many residents have unmet needs for the amenities. [Details
regarding the methodology for this analysis are provided in Section 3 of the Recreation Center
Needs Assessment Survey Findings Report.]
Based on the Priority Investment Rating (PIR), the following programs were rated as high priorities
for investment:
• Walking trails (PIR=176)
• Indoor running/walking track (PIR=166)
• Swimming pool for lap swimming (PIR=125)
• Cardio equipment/free weights (PIR=1 17)
• Swimming pool for leisure/play (PIR=116)
• Shade Structures (PIR=112)
• Community garden (PIR=111)
• Pickleball courts (PIR=107)
TOP PRIORITIES FOR INVESTMENT FOR AMENITIES BASED ON
PRIORITY INVESTMENT RATING
Walking trails
Indoor running/walking track
Swimming pool for lap swimming
Cardio equipment/free weights
Swimming pool for leisure/play
Shade structures
Community garden
Pickleball courts
Multi -use spaces for fitness classes or group exercise
Swimming pool therapeutic programs
Indoor basketball/volleyball courts
Senior Center
Picnic areas
Special event space
Game room
Outdoor multi -use courts
Meeting rooms
Teaching kitchen
Swimming pool for lessons
Public lounge
Racquetball courts
Splash pads
Playgrounds
Sports fields
Rentable kitchen facilities
Spin room
Child watch area
Skate park
eSports gaming area
92
9
86
85
9
6
76
75
2
69
67
67
65
64
61
61
60
46
45
8
36
7
116
12
111
07
6
High Priority
(100+)
Medium Priority
(50-99)
Low Priority (0-50)
0
5
100
150
200
Parks and Recreation Master Plan I 40
Priorities for Program Investments: The Priority Investment Rating (PIR) was developed by ETC
Institute to provide organizations with an objective tool for evaluating the priority that should be
placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1)
the importance that residents place on programs and (2) how many residents have unmet needs
for the programs.
Based the Priority Investment Rating (PIR), the following amenities were rated as high priorities for
investment:
• Adult fitness & wellness programs (PIR= 200)
• Special interest classes (PIR= 150)
• Community special events (PIR= 141)
• Arts & crafts programs & activities (PIR= 136)
• Environmental education/nature programs (PIR= 136)
• Water fitness programs/lap swimming (PIR= 135)
• Group fitness programs (PIR= 128)
The chart below shows the Priority Investment Rating for each of the 34 programs assessed in the
survey.
TOP PRIORITIES FOR INVESTMENT FOR PROGRAMS
BASED ON PRIORITY INVESTMENT RATING
Adult fitness & wellness programs
Special interest classes
Community special events
Arts & crafts programs & activities
Environmental education/nature programs
Water fitness programs/lap swimming
Group fitness programs
Cultural enrichment programs
Outdoor environmental/nature camps & programs
Senior programs
Self -directed fitness
Special events
Healthy eating programs & dieting programs
Pickleball leagues
STEAM/Tech classes
Music classes & programs
Adult sports leagues
Dance lessons & programs
Swim lessons
After school programs for youth of all ages
Teen programs
Youth summer programs & camps
Tennis lessons & leagues
Youth sports programs & camps
Youth visual arts/crafts/perfoming arts programs
Youth summer camp programs
Youth fitness & wellness classes
Youth sports leagues
Gymnastics/tumbling programs
Drop -in babysitting while using facility
Youth performing arts programs
Preschool programs/early childhood education
Recreation/competitive swim team
eGaming/eSports
36
136
135
8
128
125
19
118
8
106
00
1
High Priority
(100+)
67
66
1
9
9
8
56
56
55
1
6
99
5
8
87
Medium Priority
(50-99)
Low Priority (0-50)
0
5
100
150
200
Parks and Recreation Master Plan I 41
OVERARCHING TAKEAWAYS
TAKEAWAYS
Strong existing park system with room to improve.
The City park system is performing well overall, with reliable facilities, diverse recreational
programming, effective property maintenance and thoughtful department outreach.
Equitable access and connectivity are top priorities.
Expanding park access through pedestrian and bicycle connections is a widely shared goal across
stakeholder groups.
Focus on core park functions.
The public wants the plan update to emphasize foundational park services, including amenities,
open space, trails, connectivity and recreational programming.
External pressures create uncertainty.
Population growth, urban development, and climate/environmental instability are key external
forces that raise concerns about the long-term health of the park system.
Growing emphasis on environmental and nature -based priorities.
Stakeholders and residents have indicated increasing interest in conservation, environmental
education and nature -based recreation opportunities.
Funding and staffing remain critical challenges.
Sustainable investment in the park system is a persistent concern, especially for maintaining and
upgrading aging parks and ensuring adequate staffing.
Facility needs vary, but some priorities have emerged.
Stakeholder groups identified different priorities. Consensus elements include expanding aquatics
facilities; investing in sports courts/fields for baseball, basketball, pickleball, and disc golf; and
increasing connectivity.
Performance varies by park.
While community members identified several parks as successful, others need attention, and mixed
perceptions (e.g., Bee Creek Park) suggest uneven experiences. Additional engagement and more
conversations about targeted improvements are needed.
Parks and Recreation Master Plan I 42
BOB AND WANDA MEYER
SENIOR AND COMMUNITY y CENTER
CHAPTER 3
RECREATIONAL
PROGRAM
ANALYSIS
SUMMARY
The City of College Station is a highly prolific provider of recreational programming, with
a portfolio ranging from history lectures to outdoor survival camps, balancing quantity
and quality. For this plan, we analyzed program registration data from 2018, 2019, 2022,
2023, and 2024 to evaluate how different programming categories have performed
over time. Among its peers, College Station is an exemplary program provider that well
surpasses the upper quartile of the NRPA level of service for programming (2,338 for cities
of similar size), providing an average of over 6,200 individual programming sessions each
year across the study period.
To maintain its robust, dynamic suite of programming, the Parks and Recreation
Department has navigated a range of challenges and obstacles in serving the community.
The COVID-19 pandemic significantly impacted the Department, disrupting both program
provision and participation. Across the years of programming data analyzed, patterns
have emerged after several post -pandemic years of programming, revealing new insights
into how the pandemic affected programming preferences and highlighting categories of
programming that maintained public interest despite such significant disruption.
The analysis gives the Department additional insight into how programs can be further
categorized to support investment prioritization, along with a quantitative assessment of
participation over time to identify program areas that are growing, performing consistently
or showing signs of decline.
ENGAGEMENT INSIGHTS
When community members were asked about their satisfaction with several key program
categories:
• 83.6% said the Department was doing well with youth sports
• 79.4% said the Department was doing well with community events
• 72.5% said the Department was doing well with summer camps
• 62.1% said the Department was doing well with senior programming
• 43.5% said the Department was doing well with fitness aquatics
• 51.2% said the Department was doing well with leisure aquatics
• 32% said the Department was doing well with adult sports
During conversations and interviews with Department staff and the Advisory Board, additional
trends were identified for future consideration:
• A growing community enthusiasm and need for more outdoor/nature-based youth
education.
• A broader priority given to planning for more families, aging in place, and retaining young
professionals.
• Regarding planning for families, there is a growing need for more programming for teens.
• Several interviewees highlighted the City's growing senior population, which may have
significant impacts on senior programming demand.
Parks and Recreation Master Plan I 44
ANALYSIS OVERVIEW
The program analysis for this plan unfolded across a 3-step process:
STEP 1: PROGRAM CATEGORIZATION
First, programs were sorted into categories by topic or activity type, ranging from specific sports
like kickball or basketball to broader categories such as special events and summer camps that
share key characteristics but may vary widely in theme or topic. Because specific programs can
vary significantly year to year, this approach enables more linear tracking of participation and helps
identify which programming categories provide the most value to residents or best align with the
Department's mission.
STEP 2: PROGRAM CLASSIFICATION
Based on staff input, surveys of other providers in the City, and public engagement insights, staff
then sorted each programming category into one of three categories: Essential, Important and
Value Add.
Essential Programs
Programs classified as Essential are in direct alignment with the Department's mission, provide
high -value services to residents, and are either not offered by other public or private providers or
have significant cost barriers to participation with limited supply. These programs would generally
not be accessible to many residents if the Department did not provide them, and they provide
significant social, physical or cultural value to participants. Essential programs are the highest
priority programming for the Department.
Important Programs
Important programs are in direct alignment with the Department's mission and are well -valued
by the community but are often available from other providers. Many of these programs have
significant cost barriers or are unique offerings that engage residents in experiences they may not
otherwise have. Many of the Important programs see consistently high numbers of participants
across the study period, indicating meaningful demand for their provision.
Value -Add Programs
Value -Add programs are broadly aligned with the Department's mission but often have a
significant presence of other providers in the city and fewer barriers to participation. Nevertheless,
many have public health or social benefits, are well attended, and have generally low operating
costs. They are lower priority than Essential and Important Programs but still provide value to the
community and are worth maintaining as resources allow.
Parks and Recreation Master Plan I 45
Balancing Programs by Classification
100%
90%
80%
70%
60%
50%
40%
30%
20%
1%
0%
■ Essential
57.70%
Important Value Add
Figure 1: Distribution of programs by classification 2018 - 2024
Across the study period, 57.70% of programs were Essential, 31.62% were Important, and 10.68%
were Value Add. Variation between years was minimal, with the distribution staying within a
few percentage points of the overall average. With Essential Programs making up most of the
programming, and Important Programs making up the bulk of the Department's offering, this is
an appropriate balance to maintain. Keeping Value Add programs between 10-15% allows the
Department to continue offering these community -valued programs without placing significant
strain on overall programming resources while also maintaining a resource buffer that can be
reallocated to other programming categories as needed.
Parks and Recreation Master Plan I 46
Classification 2018 2019 2022 2023 2024 Total
Essential
3,223 4,613 3,542 3,528 3,113
Adaptive Programs
After -School Programs
Holiday Programs
Nature -Based Programs
Special Events
Summer Camps
Swimming
161 60 20 66 156
125 174 173 180 196
271 163 286 230 161
139 296 193 515 379
443 127 226 228 207
242 623 722 506 376
1,842 3,170 1,922 1,803 1,638
Important 1,748 2,032 2,119 2,334 1,620
Art 50 199 203 170 172
Basketball 887 934 987 1165 710
Exercise * 1 18 85 54
Field Hockey * * 12 19 11
Softball 175 197 281 188 169
STEM 147 144 98 221 80
Tennis 240 364 457 418 359
Volleyball 249 193 63 68 65
Value Add 193 407 667 1,031 1,046
Cooking
History
Kickball
Martial Arts
Meditation
Ultimate Frisbee
16 40 30 4 12
* * 346 505 470
36 20 35 38 36
33 263 124 370 428
* 33 36 33
108 84 99 78
67
Grand Total
5,164 7,052 6,328 6,893 5,779
Figure 2: Program Participation by Classification 2018 - 2024
Note: * = missing or incomplete data
18,019
463
848
1,111
1,522
1,231
2,469
10,375
9,853
794
4,683
158
42
1,010
690
1,838
638
3,344
102
1,321
165
1,218
102
436
31,216
Parks and Recreation Master Plan I 47
STEP 3: PROGRAM PERFORMANCE
After categorizing and classifying the programs, we used registration data to evaluate participation
levels across categories over the study period. There are gaps in the dataset due to pandemic
service disruptions and program shifts away from registration. However, this analysis identifies
overall participation levels across programming categories over time. Further analysis identified
trends in specific flagship programs within those categories and which programming categories
warrant adjustments to the number of programs provided, based on participation levels and a
survey of other providers. Participation in programs was further categorized using the following
groupings: Growth Potential, Steady Performers, and Scaling Down.
Growth Potential
Programs categorized under Growth Potential have seen consistent overall increases in
participation over the years analyzed. While data limitations and COVID-1 9 disruption make it
difficult to confirm a clear longitudinal trend, these programs generally saw steady growth before
the pandemic and, in the years that followed, rebounded quickly and maintained growth. Most
programs in this category were also emphasized by engagement participants, further highlighting
the value and potential demand for additional opportunities. The Department should monitor
participation in these programs for continued growth and survey participants to better identify
demand for additional or expanded programming.
Steady Performers
Steady Performer programs showed consistent participation levels across the study period,
with small deviations between years that do not indicate any consistent pattern of increased or
decreased participation. These deviations often correlated closely with changes in the number
of programs offered, suggesting that the Department's approach to adjusting programming
to participation in this category has been effective. Many programs in this category also see
strong participation in raw participant counts, indicating clear community value and interest in
their provision. Given the minor year-to-year deviations, monitor these programs for shifts in
participation over at least 2 years to anticipate potentially significant changes.
Scaling Down
Like growth -potential programs, those categorized as Scaling Down are not necessarily losing
community interest but have seen some decline in overall participation numbers across the study
period. For most programs in this category, declining participation was not consistent year to
year. Many saw significant post-COVID participation that surpassed pre-COVID levels but was
not sustained in later years. In these cases, participation in the most recent year was at the same
level as, or higher than, the first study year, indicating that enthusiasm remains high despite the
more recent downward participation trend. Categorizing programs as scaling down is not meant
to indicate that these programs are losing community value or interest, but that they should
be monitored to inform how the Department balances the number of programs provided with
participation levels.
Engagement Insights
In addition to this quantitative analysis, engagement insights emphasize each program category's
importance in serving community needs and highlight how it can help meet the needs of growing
demographic categories.
Parks and Recreation Master Plan I 48
ESSENTIAL PROGRAMS
GROWTH POTENTIAL
Adaptive Programs - Aquatics / Challenger Bowling
Why It's Essential: Adapted Aquatics and Challenger Bowling are part of the Department's
growing portfolio of inclusive programs and offer critical opportunities for youth who may not
be able to fully participate in other programming. Inclusive recreation is a significant focus for
the Department and a type of programming with few providers outside the Department. The
significant growth in participation further emphasizes the value this program provides to those
who need inclusive recreation opportunities.
How It's Performing: An emerging pre -pandemic program, participation in adapted aquatics
more than tripled between 2018 and 2019. Although it has not yet reached or surpassed the
2019 peak, participation has remained consistent and grown from 2022 to 2024. The Challenger
bowling program has also seen significant growth in participation, with engagement levels more
than doubling from 2023 to 2024. As many bowling alleys across the country have struggled to
maintain consistent business, there may be more opportunities to collaborate with local partners to
provide valuable exposure while helping the Department maintain or expand existing capacity.
After -school Program
Why It's Essential: After -school care can be a significant financial and logistical challenge for
working families, and the Department provides one of the City's most accessible after -school
options. Other low-cost options from private or other public providers are limited, and the
Department's collaboration with CSISD to transport students from their school to program sites
further emphasizes the value these programs provide in terms of accessibility.
How It's Performing: The After -School Program is one of the most consistently growing categories
in the Department's portfolio, with no loss in participation between pre- and post -pandemic
attendance and steady growth from 2022-2024. That growth surpassed pre -pandemic levels,
though only slightly. The Department has done an effective job scaling the program to meet
increased needs and should continue to monitor trends that may indicate a need for more
significant program growth in the future.
Engagement Emphasis: After -school programs impact families with children or young teens, a
key demographic group highlighted by staff and the Parks and Recreation Advisory Board for the
Department to serve.
Nature -Based Programs
Why It's Essential: In urban or urbanizing areas, parks and recreation departments are some of
the most critical providers of natural space and programming. That service is especially important
in Texas, which ranks among the lowest states for publicly owned land. A limited number of other
public and private organizations provide nature -based programs, many of which partner with the
department to facilitate City -provided programming. These programs also provide significant
public benefits by linking communities to their natural environment and delivering a wealth of
physical, social and emotional advantages.
How It's Performing: Participation grew significantly from 2018 to 2024. Although participation
dipped somewhat in 2024 compared to the 2023 peak, enthusiastic public support during
engagement suggests this category of programming will remain a significant focus. Fewer
programs in 2024 may explain the attendance decrease. However, you should generally track
attendance at repeated programs over time to evaluate diminishing returns, while new programs
should balance repeatable programming with unique offerings that may identify new or emerging
interests.
Parks and Recreation Master Plan I 49
Engagement Insights: Across staff, the Parks and Recreation Advisory Board, and community
input, nature -based programming emerged as a growing strength for the Department and a core
component of overall programming. There was also consensus on the need to continue investing
in nature -based programming and to grow the Department's programming portfolio, aligning with
the well -received emphasis on meaningful engagement with nature through programs that get
hands dirty and inspire awe.
Special Events
Why It's Essential: Special events are a core part of PARD's programming portfolio, with a range
of events that would not be possible without PARD facilitation. Many special events also provide
significant social value, and few other providers outside the Department offer them.
How It's Performing: Participation in special events continues to drive consistent attendance and
enthusiasm. Emerging events, such as the Show'em Off Car & Bike Show, have grown significantly
year to year, suggesting value in repeat events to build consistent awareness and improve
participation over time. These events also leverage more perennial event types that are likely to
build an enthusiastic base of repeat participants.
Engagement Insights: Special events were among the highest rated, with 79.4% of respondents
saying that what the Department is doing is working well.
STEADY PERFORMERS
Holiday Events
Why It's Essential: Public holiday events are typically only provided with City involvement, and
PARD is among the best positioned Departments to leverage existing capacities to organize and
facilitate events. Holiday events are an important opportunity for community members to gather,
attracting a wide diversity of residents that may not interact regularly outside of public events.
Without PARD provision, residents would have significantly fewer public holiday events to attend.
What It Includes: As a more general category of programming, Holiday Events cover a wide range
of events, including:
• Jingle Bell Fun Run
• Haunted Hike
• Trunk or Tree-T
• Christmas in the Park
• I Heart America Celebration
How It's Performing: Holiday events are one of the more consistent categories of programming
in terms of repeated events and have seen consistent engagement across the study period.
Participation in the Jingle Bell Fun Run, one of the most popular holiday -related events, declined in
2024 because of changes to the holiday parade route and overall function.
SCALING DOWN
Summer Camp
Why It's Essential: Summer youth activities are often vital for working-class families with limited
resources for privately provided camps or other forms of summer day programming. PARD
summer camps are low- or no -cost and are offered across a wide range oftimeframes, increasing
their utility for working parents.
What It Includes: Summer Camps cover a variety of programming areas, including:
• Basketball Agility Camp
• Cheer Camp
• Football Agility/Skills Camp
• Nature -Based Camps
• STEM Camps
Parks and Recreation Master Plan I 50
How It's Performing: Summer programming sees some of the highest participation across all
categories, but it has declined year over year from 2022 to 2024. The 2022 data may be inflated
by the significant boost in participation seen across many program categories as the pandemic -
related barriers to programming began to fade. Still, continued year -over -year decline warrants
closer analysis of individual program participation to identify which programs are growing or
maintaining consistent engagement and which are falling out of favor.
Engagement Insights: Like after -school programs, summer camps serve an important age
range of 6-15, providing a valuable service to families with children and young teens identified
in engagement as a key focus demographic. About 72.5% of community members who
participated in engagement thought the Department was doing well with summer programming,
suggesting the Department should maintain its course on summer programming, with any new
summer programs focused on nature -based camps and other themes that align with community
preferences expressed through engagement.
Swimming
Why It's Essential: In a heat -dominated climate, swimming pools are a critical public good that
helps provide cooling alongside broader recreational benefits. Public provision is critical for
equitable access, with private pools often presenting significant cost barriers. Swimming lessons
are an essential service, as private providers are limited, and swimming is a core life skill with
personal and public safety implications.
What the Data Shows: Swimming has the highest participation level of all program categories but
has declined consistently from 2022 to 2024 and has not rebounded to the 2019 pre -pandemic
peak. This is largely due to the opening of two private indoor swimming facilities that offer year-
round swimming lessons, which has drawn some of the previous participants/users away from
City pools. In 2024, 225 swimming lesson sessions were held, similar to the 229 sessions held
in 2022, but with approximately 30% fewer attendees. The Department could consider scaling
down individual lesson sessions by up to 30%, though an incremental approach is recommended
to avoid impacting accessibility. Notably, participation in the Tsunami Swim Team program has
remained consistent over the same timeframe, with the highest post -pandemic participation rate in
2024.
Yea r
2018 2019 2022 2023 2024 Total
Lessons
Tsunami
Adamson Lagoon
1,663 2,656 1,675 1,372 1,184
393 229 218 277
129 28 187 177
8,550
1,117
521
Total
1,792 3,077 1,904 1,777 1,638 10,188
Figure 3: Performance of Primary Swimming Programs 2018 - 2024
Note: * = missing or incomplete data
Engagement Insights: Several comments from staff and Advisory Board members suggested a
need for additional swimming facilities, though programming was not specifically mentioned.
Public engagement showed mixed results for aquatics programming, with 56.5% of respondents
indicating the Department could do better with fitness aquatics programming. The Department
provides limited fitness -related swimming programming, so further engagement may help identify
which demographic categories would best benefit from new fitness offerings.
Parks and Recreation Master Plan I 51
IMPORTANT PROGRAMS
GROWTH POTENTIAL
Art
Why It's Important: Art programming is a valuable opportunity to engage in creative exercises
and even build artistic skills. While other private and community providers of art programming
are often accessible to different income levels, PARD programming adds value by making art
programming more accessible to youth.
How It's Performing: Art programming has seen steady participation across the study period, and
it is one of the few program categories with nearly the same participation levels in 2019 and 2022
(pre- and post -pandemic). Participation increased significantly from 2018 to 2019, making this
sustained level more noteworthy and indicating that earlier growth in interest in art programs is
being maintained over time.
Engagement Insights: Art programs are one of the few programs aimed at young adults and
above, a key focus demographic identified in engagement. Given the category's consistent
participation levels and overall growth potential, art programs are a vital part of the Department's
programming portfolio that engages a key demographic.
STEM
Why It's Important: While CSISD and A&M are primary providers of STEM -related programming,
PARD's programs provide important additional enrichment opportunities, with particular benefit to
lower -income families who may lack the resources to access alternative out -of -school programs.
How It's Performing: STEM program participation peaked in 2023, and although overall
participation declined significantly in 2024, the number of participants relative to the number of
programs has remained consistent. The Department could consider increasing the number of
STEM programs in the future, but should monitor participation in individual programs to identify
shifts and avoid diminishing returns.
Tennis
Why It's Important: While other private providers offer tennis programming, participation
often faces significant cost barriers, and public programs help make tennis more economically
accessible. The Department offers a wide range of programs, from a round-robin league to
beginner lessons, creating multiple entry points that see strong participation each year of the study
period
How It's Performing: Overall, staff input has confirmed continued growth in participation and
demand, despite an apparent decline in participation from 2022 to 2024. The decline is not due
to reduced interest but because of court resurfacing and other improvements that disrupted
programming during the study period. With new courts, enthusiasm and participation are growing
again.
Engagement Insights: The Department's range of tennis programs, with more focused age groups
of 10-15 and 16+, are well attended and form an important part of the department's youth sport
programming, which had the highest approval rating during public engagement. They also serve
key demographics related to family -aged households identified by staff and the Advisory Board.
Parks and Recreation Master Plan I 52
STEADY PERFORMERS
Basketball
Why It's Important: While other private providers offer basketball programming, they are either
competitive and play -oriented or may have cost barriers to participation. The City's basketball
programming is oriented more toward casual community play and is highly valuable because it
lowers the bar for team accessibility and affordability. Basketball programming is also held at the
Lincoln Recreation Center, a long-standing community staple in one of the City's most historic
neighborhoods.
How It's Performing: Basketball programming is one of the highest -participation categories.
Participation has remained high across the study period, with a dip in 2024 that correlates directly
with a reduction in the number of programs and does not reflect a significant change in overall
enthusiasm. Basketball is likely to continue seeing high participation levels given its perennial
nature and its role in active recreation in the communities surrounding the Lincoln Recreation
Center.
Engagement Insights: Residents greatly appreciated youth sports like basketball, with 83.6% of
respondents saying the Department was doing well in providing youth sports. Basketball also
directly serves youth and young adults, a focus of both broader public engagement and input from
staff and the Advisory Board.
Exercise
Why It's Important: Many private providers offer physical exercise programming, including
affordable, accessible options across age ranges. Nevertheless, exercise programs remain
important because they directly improve public health outcomes and are a key way to promote
physical activity more broadly.
How It's Performing: The primary exercise program, Yoga in the Park, has shown consistent
performance across the study period, with variations in overall participant counts correlating
clearly with the number of programs offered. Speed and Agility Training also saw a significant
jump in attendance between 2023 and 2024, though additional years of data are needed to
establish clear performance expectations. There does not appear to be any indication that
additional sessions are warranted.
Adult Coed Volleyball
Why It's Important: The Department's volleyball programming has scaled down post -pandemic
but remains a consistently attended mid -size part of the overall athletic program portfolio and will
likely continue to perform reliably barring a significant shift in programming from other providers.
How It's Performing: Volleyball programming has had significantly lower participation counts
post -pandemic, primarily driven by fewer offerings. However, it continues to draw consistent
participation in both the spring and fall rounds. Summer sees a notable drop in participation that
appears consistent from 2022 to 2024. That does not necessarily mean the summer round should
be discontinued, but other seasons may offer more potential for expanded engagement.
Engagement Insights: Volleyball is one of the Department's core adult sport offerings, and it was
one of the fewer approved categories during public engagement. This reflects less volleyball's
performance and more the need for the Department to maintain the program, given its consistent
attendance as a key adult offering. Young adult and early -career demographics are also key focal
points identified by staff and the Advisory Board, further emphasizing the importance of programs
like volleyball.
Parks and Recreation Master Plan I 53
SCALING DOWN
Adult Softball
Why It's Important: Like volleyball, softball has other public and private providers for youth, but
has limited options for more casual adult play, where Parks Departments are often key providers.
As athletic programming, they encourage physical activity and can be a source of community
connection for participants.
How It's Performing: Softball programming has seen a soft decline from 2022 to 2024, though
the enthusiastic participation in 2022 may correlate with broader enthusiasm for social activity
post -pandemic. Participation across seasons shows minimal variation, though the drop in overall
participation does not appear to correlate with the number of programs offered. The Department
should closely monitor participation to anticipate further declines.
Engagement Insights: Softball is one of the Department's core adult sport offerings and was one
of the lower -approved categories during public engagement. Despite declining participation,
volleyball remains an important part of the Department's adult recreation offerings, which further
emphasizes the need to monitor participation and participant feedback. Value Add Programs
GROWTH POTENTIAL
Exploring History Luncheon
Why It's Value Add: There are other history programming providers in College Station, including
A&M, non -profits, and libraries, many of which have low- or no -cost options. Given the high level
of participation, demand for the Department's programming remains clear, but it would not be a
priority compared to more essential programming.
How It's Performing: The Exploring History Luncheon has performed well since its inception.
In July 2024, the luncheon attracted a program high of 79 participants, suggesting that despite
slightly lower numbers than in 2023, enthusiasm remains high and is likely to stay consistent in the
near future.
Adult Kickball
Why It's Value Add: Kickball is a relatively low -input sport to organize and has minimal equipment
costs, with few barriers to organizing games outside the Department. As a game oriented
towards social interaction and simple fun, the physical activity benefits are less than those of more
traditional sports but still offer a valuable opportunity to be outside with running that can at times
be intensive.
How It's Performing: Participation has been consistent throughout the entire study period, with
counts varying by only 2-3 participants between 2022 and 2024. The fall session appears to be
the most attended of the three seasons, though spring is also well attended. Notably, adding a
summer session in 2024 did not increase annual participation, largely because spring attendance
was lower. No clear correlation exists between the summer addition and the spring decline.
However, the Department should monitor attendance over the next couple of years for any signs of
sustained decline in spring attendance.
Engagement Insights: Kickball is one of the Department's select adult sport offerings and was
one of the lower -approved categories during public engagement. Kickball has shown consistent
engagement over time, suggesting this program plays a valuable role in the Department's overall
adult sport portfolio.
Parks and Recreation Master Plan I 54
Martial Arts
Why It's Value Add: Many private martial arts providers operate throughout the city at a variety
of price points. Regardless of cost, participation still has an inherent financial barrier, and martial
arts are one of the more enduring forms of physical activity alongside traditional sports. City
programs can offer more accessible programs for lower -income participants. With significant
growth in participation over the past several years, this category appears to be a valuable part of
the Department's programming.
How It's Performing: Martial arts programming has increased dramatically between 2022 and
2024, growing by more than 300%. In 2024, it was among the highest -attended active recreation
program categories provided by the Department. While this significant growth in participation
may level off or decline slightly over the next couple of years, it's likely to generate consistent
engagement overall. If participation continues to grow, martial arts programming may become a
core component of the Department's active recreation programming and shift into the "important"
category.
Engagement Insights: The Department's Martial Arts programs are oriented towards older
children and teens, serving key demographics related to family -aged households identified by
staff and the Advisory Board.
STEADY PERFORMERS
Meditation
Why It's Value Add: Meditation is offered by a range of other private providers and is also a highly
accessible activity that can be done without external guidance, or through free online guidance.
The Department's meditation programs are consistently attended and are often held in natural
environments that provide greater health and wellness benefits.
How It's Performing: The Department's Sheng Zhen Meditation in Motion is the most well -
performing meditation program across the study period, generating modest but regular
engagement year to year. Other programs see significantly lower participation, though this may
reflect different registration or attendance tracking methods. While there are no clear signs that
demand is increasing, these programs will likely continue to see steady participation.
SCALING DOWN
Ultimate Frisbee
Why It's Value Add: Where Ultimate Frisbee facilities are in place, the sport itself is easily playable
without external facilitation, either individually or in groups. Facilitation still adds value, as Ultimate
Frisbee rules can be a barrier for beginners. The sport's outdoor nature also offers opportunities
to play in more natural areas, as Ultimate Frisbee equipment is generally compatible with wilder
vegetation. However, course design must intentionally account for throwing trajectories to reduce
the likelihood that players will have to retrieve discs from more sensitive areas.
How It's Performing: Ultimate Frisbee has seen continuous engagement across the study period
but does have a clear pattern of declining participation. The fall session appears to be more
consistent, with minimal variation across years, whereas the spring session fell sharply between
2022 and 2023 and has not shown signs of reversing course. More investigation into the dynamics
of declining spring participation may be warranted, though there are enough participants and
minimal overhead to justify continuing to hold spring session.
Parks and Recreation Master Plan I 55
CHAPTER 4
PARK
CLASSIFICATIONS
INTRODUCTION
The College Station system includes 55 developed parks across 1,595 acres, two
cemeteries that cover 76 acres, and eight undeveloped parks covering 299 acres for a total
of 1,971 acres of parkland. The City of College Station uses a park classification system
better to understand the function and use of each park. Park classifications can guide the
selection of amenities and programming at any given site, inform long-term maintenance
needs, provide design recommendations for land designated for public use, and provide a
framework to maximize community benefits.
The City of College Station has traditionally used the classification system established by
the National Recreation and Parks Association (NRPA) for parks and open space. College
Station has two (2) park classifications: Neighborhood and Community.
PARK CLASSIFICATIONS
The Parks and Recreation Master Plan proposes updating the park classifications to better reflect
the needs of the Parks and Recreation Department and its existing and future priorities. The criteria
for the new classifications include Size, Service Area, and Amenities/Facilities and Features.
Criteria Definition Implication
Size
Service Area and
Access
Typical
Amenities/Facilities
and Features
Park Acreage
Geographic range of users + how users
access the park (walk, bike, car)
Typical elements users may find at each type
of park.
Includes athletic fields, playgrounds, open
recreation areas, passive recreation amenities
(picnic tables, benches), nature -based
recreation amenities (swimming, camping,
trails), swimming pools, community centers,
golf/disc-golf courses, and dog parks.
Larger parks require more
extensive maintenance and
provide more space for
programming
Ensure access via specified
modalities
Allocate resources for
maintenance of existing
amenities/facilities and for
future investments
Table 1. Classification criteria and associated implications for park system planning.
We recommend the following six (6) park classifications for parks in College Station:
Neighborhood Park, Community Park, Regional Park, Greenway and Natural Area, Linear Park
and Cemeteries.
In the following pages, we describe each park classification. See Appendix PC.1 for Park
Classification Summary Table.
Parks and Recreation Master Plan I 57
IMPLICATIONS
When establishing necessary park upgrades, use the park classifications to optimize access to
the site via the specified modalities; allocate resources for maintenance of existing amenities/
facilities and for future investments; and allocate resources for future facility upgrades to support
programming.
In the future, park classifications can be used to develop design standards and guide site
assessments for developers to ensure the site is appropriate for the recommended amenities.
1. Neighborhood Parks
Neighborhood parks serve a variety of age groups within a limited area or neighborhood. They
range in size from 1 to 15 acres and generally serve residents within a quarter- to half -mile radius.
These parks are designed to enhance neighborhood identity, preserve or provide neighborhood
open space, and improve the quality of life of nearby residents. They are designed for passive
and unstructured activities. Facilities are generally unlighted and off-street parking is not
recommended.
SIZE
1-15 acres
SERVICE AREA
Neighborhood
APPROACH
Walk/bike
AMENITIES
• Playgrounds
• Open Recreation Areas
• Passive Recreation Amenities
• Nature -Based Recreation Amenities
• Surfaced Sport Courts
COMMUNITY BENEFITS
• Recreation: Active and passive recreation
opportunities
• Nature: Nature -based recreation
and programming accessible to
neighborhood
• Accessibility: Family -friendly spaces,
multi -modal access
• Social: Informal gathering space,
educational opportunities, contributes to
neighborhood identity
• Connectivity: Potential connections to
greenways
Parks and Recreation Master Plan I 58
2. Community Parks
Community parks are larger than neighborhood parks and serve several neighborhoods. They
range in size from 16 to 99 acres and generally serve a user area of one to two miles in radius.
These parks often accommodate large group activities and include major recreation facilities,
such as sports fields. Community Parks are designed to enhance neighborhood and community
identity, preserve open space, and enhance the quality of life of community residents.
SIZE
16-99 acres
SERVICE AREA
Multiple Neighborhood
APPROACH
Walk/bike/car
AMENITIES
• Playgrounds
• Open Recreation Areas
• Passive Recreation Amenities
• Nature -Based Recreation Amenities
• Surfaced Sport Courts
• Athletic fields
• Disc -golf courses
• Swimming Pools/Splash Pads
• Community Centers
• Dog Parks
• Rentable Space
COMMUNITY BENEFITS
• Recreation: Active and passive recreation
opportunities, organized sports
• Nature: Nature -based recreation and
programming accessible to whole
community
• Accessibility: Family -friendly spaces,
programming for all ages, multi -modal
access
• Social: Informal and formal gathering
space, partnerships with service
organizations, larger event spaces,
educational opportunities
• Connectivity: Potential connections to
greenways
Parks and Recreation Master Plan I 59
3. Regional Parks
Regional parks are very large multi -use parks that serve the entire community and have a regional
draw. They are 100 acres or larger in size. A regional park provides both active and passive
recreation opportunities, with a wide selection of facilities for all age groups. They may also include
areas to host sports tournaments and areas of nature preservation for activities such as sightseeing,
nature study area, wildlife habitat, and conservation.
SIZE
100+ acres
SERVICE AREA
Region
APPROACH
Walk/bike/car
AMENITIES
• Playgrounds
• Open Recreation Areas
• Passive Recreation Amenities
• Nature -Based Recreation Amenities
• Surfaced Sport Courts
• Athletic fields
• Disc -golf courses
• Swimming Pools/Splash Pads
• Community Centers
• Dog Parks
• Rentable Space
COMMUNITY BENEFITS
• Recreation: Active and passive recreation
opportunities, organized sports (Athletic)
• Nature: Nature -based recreation and
programming accessible to whole region
(Natural)
• Accessibility: Programming for all ages,
multi -modal access
• Social: Partnerships with service
organizations, regional organizations and
associations, educational opportunities,
contributes to regional identity
• Connectivity: Major connection / node
for greenways (Natural)
Parks and Recreation Master Plan I 60
4. Greenways and Natural Areas
Greenways and natural areas are publicly owned natural resources that are managed for
conservation, environmental education, and passive recreational use, such as walking and nature
viewing. This type of land may include wetlands, floodplain, floodway or other similar spaces.
Environmentally sensitive areas are considered natural areas and can include wildlife habitats,
stream and creek corridors, or areas with unique and/or endangered plant species.
SIZE
<1-10+ acres
SERVICE AREA
City
APPROACH
Walk/bike/car
AMENITIES
• Trails
• Benches
• Interpretive Signage
• Native Plantings
5. Linear Parks
COMMUNITY BENEFITS
• Recreation: Passive recreation
opportunities
• Nature: Nature -based recreation and
restoration programming
• Accessibility: Multi-miodal access,
improved access to and between parks,
nature access
• Social: Informal gathering space,
partnerships with restoratioin
organizations, nature educational
opportunities
• Connectivity: Major connectivity assets
for broader multi -modal network and
within park system
Linear parks are developed areas that follow linear corridors such as rights -of -way, creeks, power
lines, utilities, and other elongated features. This type of park usually contains trails and seating
areas. Activities are generally passive in nature, such as walking, biking, wildlife watching, etc.
SIZE
1-10+ acres
SERVICE AREA
Neighborhood (as parks)
Neighborhood & City (as infrastructure)
APPROACH
Walk/bike
AMENITIES
• Passive Recreation Amenities
• Nature -Based Recreation Amenities
• Exercise Equipment
• Interpretive/interactive elements
COMMUNITY BENEFITS
• Recreation: Active and passive recreation
opportunities
• Nature: Cooling benefits and increased
nature access to neighborhood
• Accessibility: Multi -modal access
• Social: Informal gathering space,
educational opportunities, contributes to
city and neighborhood identity
• Connectivity: Valuable existing bike/ped
connectivity assets
Parks and Recreation Master Plan I 61
6. Cemeteries
Cemeteries are designated areas set aside for the burial or memorialization of the deceased.
College Station has two cemeteries, they contain of park usually contains gravesites, memorial
markers, columbarium, and landscaped grounds. Activities are generally passive and reflective in
nature, such as visitation, remembrance, and quiet contemplation.
SIZE COMMUNITY BENEFITS
Varies • Social: Protected, managed dignified
burial grounds
SERVICE AREA
Region
APPROACH
Walk/bike
AMENITIES
Cemeteries
APPENDIX PC.1: PARK CLASSIFICATION SUMMARY TABLE
Neighborhood Walk/Bike 1-15 acres 0 Playgrounds
Neighborhood ° Open recreation areas
• Passive recreation amenities
• Nature -based recreation amenities
• Surfaced Sport Courts
Community
Walk/Bike/Car
Multiple
Neighborhoods
16-99 acres 0 [Neighborhood amenities, plus]
• Athletic Fields
• Disc Golf Courses
• Swimming pools
• Community centers
• Dog parks
• Rentable Space
Regional: Walk/Bike/Car 100+ acres 0 [Neighborhood and Community amenities]
Region
Car
Region
Greenways & Walk/Bike/Car <1 - 10+ 0 Trails
Natural Areas Neighborhood ° Benches/low footprint gathering
• Interpretive signage
• Native plantings
Linear Parks Walk/Bike 1-10+ • Passive recreation amenities
Neighborhood 0Nature-based recreation amenities
o Exercise equipment
• Interpretive/interactive elements
Cemetery Walk/Bike, Car N/A ° o Cemeteries
Region ° o Monuments/historic markers
Parks and Recreation Master Plan I 62
SUMMARY
This section summarizes the park inventory and the Level of Service (LOS) analysis for
the College Station Park Master Plan update. A park inventory is a high-level overview
of a park system, often including a list of existing parkland, facilities and amenities. The
inventory in this plan provides a simplified summary of the park assessment, developed
using data gathered during the department's system audit from 2024 to 2025. The
inventory breaks down the number and type of facilities across all city parks and can help
you better understand the distribution and variety of park facilities.
The park inventory also provides input values for the LOS analysis. In a Park and Recreation
plan, a LOS analysis helps communities identify areas of success and need in their park
system. One common way to do this is to compare local values to national standards using
metrics such as park acreage per 1,000 residents, number of facilities per resident and
number of programs offered annually. The LOS analysis in this plan compares values for
College Station's park facilities, programs, staffing, budgeting, and funding to those of
National Park and Recreation Association (NRPA) data gathered for cities of similar size
(population 100,000-249,000).
The Park Inventory and the LOS will guide the development of goals and
recommendations in the plan and help the City track progress and needs for the park
system over time.
PARK INVENTORY
OVERVIEW SPREADSHEET
Refer to Appendix A on page 83.
HIGH-LEVEL TAKEAWAYS
• A wide variety of active recreation facilities exist across the park system. Exercise equipment,
Basketball, and Soccer are the most common facility types. Pickleball and Futsal are the least
represented in the inventory, but that is not surprising given that they are less traditional
emerging sports.
• Benches and picnic tables are by far the most common facility types under the passive
recreation category. These facilities are found in almost every city park and are essential to
a successful park system, providing places to rest, gather, and engage with the rest of the
park. Passive recreation facilities, such as dog -related amenities, are less common. Still, they
represent a potential growth area if the City continues to receive positive feedback from
community members on their use and need.
• A vast majority of the City's play structures are traditional, but there are a growing number of
other offerings, including musical and inclusive structures at select parks throughout the City.
Providing a variety of play structure types across the park system matters because it ensures
all children, regardless of age, ability, or interests, have meaningful opportunities to engage
in play.
• Close to 46% of city playgrounds are covered by shade structures. This is nearing a majority
but could be improved, especially given the increasing need to mitigate extreme heat in
the region. Consider shade structure coverage alongside tree canopy coverage to broaden
shade and balance structural and natural shade.
Parks and Recreation Master Plan I 64
• A vast majority (84%) of city trails are paved, concrete trails. Community engagement efforts
for this park planning process identified a desire for more variety of trail options, particularly
natural paved trails, indicating a need to diversify trail offerings in the future.
• Only 12 city parks (22%) have nature -based recreation facilities, indicating a need to expand
this type of amenity to additional parks across the system where most suitable.
• By far, the most common basic amenities found throughout the park system are trash cans
and water fountains. These are offered at nearly all city parks and are essential to keeping
these public spaces clean and comfortable. They also serve as a key indicator of the
Department's effectiveness in providing core amenities.
SUPPORTING GRAPHS
70
60
50
40
30
20
10
0
Baseball M `o
Baseball (Practice) - N
N
ACTIVE RECREATION FACILITIES
ACROSS DE SYSTEM
60
Exercise Equipment
32
Volleyball . co
350
300
250
200
150
100
50
0
284
PASSIVE RECREATION FACILITIES
ACROSS THE SYSTEM
19
9
■
- T
O co
(-7 0
U Q)
N 0
0 0
2
0)
s
0)
O
0
Intepretive Maze
44
Pet Amenities N
292
H
U
Ping Pong Table
Shade Cover ■ a
Parks and Recreation Master Plan I 65
PLAY STRUCTURE TYPES ACROSS THE SYSTEM
LEVEL OF SERVICE OVERVIEW
The Level of Service (LOS) Analysis for this plan primarily uses a standards -based approach,
comparing local conditions to benchmarks from peer cities across the U.S. Benchmark data
were gathered by the National Recreation and Parks Association (NRPA, a U.S.-based nonprofit
organization that supports park and recreation best practices and research. Figures from the
NRPA's 2025 Agency Performance Review Report were used in this LOS analysis.
The overview table below compares local values for the City of College Station to benchmark
metrics from cities of similar population size (100,000-249,000 people). Data collected during the
park assessment from 2024 to 2025 informed the City comparison values. Additional key inputs
were taken from other components of this parks plan update process, as well as data provided
by City departments. The City's total population estimate (128,370) for 2023 was used as a key
input value to determine metrics in the LOS. This differs from the previous parks plan's LOS
analysis, which excluded the college -age population from total population figures. The analysis
incorporates the City's full resident population, recognizing that all residents have the potential
to use the park system. We used 54 parks as another key input for calculating LOS metrics. That
figure excludes cemeteries and undeveloped parkland. The delta values on the far right of the
table are shaded to indicate the city's performance compared to the 2025 national standards. A
blue shaded cell indicates that the city is performing above the median standard, while an orange
shaded cell indicates a performance below the median standard. In general, performing above
the median standard is preferred, although with some metrics, particularly relating to the budget,
performing below the median comparison value could be viewed positively. The takeaways
section discusses these nuances further.
Two additional non -standards -based metrics are included in the final section of the table (Access
+ Comfort) to quantify and incorporate other dimensions of the city parks system. We calculated
the park access metric in ArcGIS Pro to determine populations within a 10-minute walk of city
park entrances. We used OpenStreetMap to generate the service area in Network Analyst and
combined it with block -level census population data. We determined tree canopy coverage using
the National Land Cover Database's Tree Canopy Cover layer, apportioning coverage only within
park boundaries and representing average canopy cover across the entire system. Because these
metrics lack national standards, we provide short-, medium-, and long-term targets as aspirational
yet feasible benchmarks.
This LOS analysis is a snapshot in time, and the results were assessed and acted upon alongside
other factors, including but not limited to community engagement feedback, population growth,
and demographic changes/trends.
Parks and Recreation Master Plan I 66
OVERVIEW TABLE
FACILITIES
LOS Metric
Number of residents
per park (calculation
excludes cemeteries
and undeveloped
parks)
Acres of parkland
per 1,000 residents
(calculation excludes
cemeteries and
undeveloped parks)
College Station
(2025)
Comparison Value (2025 NRPA Values for
jurisdictions with pop. 100,000 - 249,000)
Median Value Upper Quartile Value
2,377 3,437 2,1861
12.4 9.2 16.5
Miles of trails 42 29 57
LOS Metric
Diamond Fields
(residents per facility)
Basketball Courts
(residents per facility)
Soccer Fields
(residents per facility)
Volleyball Courts
(residents per facility)
Tennis Courts
(residents per facility)
Pickleball Courts
(residents per facility)
Play Equipment/
Playgrounds
(residents per facility)
Restrooms (residents
per facility)
Delta Value (College
Station vs. Median
Comparison Value)
1,059
3.2
13
College Station Value Comparison Value (2025 NRPA Values for Delta Value (College
2025 jurisdictions with pop. 100,000 - 249,000) Station vs. Median
Comparison Value)
5,835
4,141
4,011
16,046
9,169
32,092
1,411
6,113
Median Value
6,821
9,742
7,993
39,166
8,587
6,782
5,000
6,782
1This is the lower quartile value because that is the more aspirational figure, e.g.
less residents per park is a better performance than more.
986
5,601
3,982
23,120
582
25,311
3,589
669
Parks and Recreation Master Plan I 67
PROGRAMMING + STAFFING
LOS Metric
College Station Value Comparison Value (2025 NRPA Values for Delta Value (College
2025 jurisdictions with pop. 100,000 - 249,000) Station vs. Median
Comparison Value)
Median Value Upper Quartile Value
Number of programs
offered annually
Number of FTEs in
the Parks Department
Number of FTEs per
10,000 residents
6,261
74
5.8
490
130.5
8.2
2,338
195.9
12.2
5,771
56.5
2.4
BUDGET + FUNDING
LOS Metric
Annual operating
expenditures
(rounded)
Operating
expenditure per
capita
Earned revenue
as percentage
of operating
expenditures
Five-year capital
budget spending
(rounded)
College Station Value
Delta Value (College
2025 jurisdictions with pop. 100,000 - 249,000) Station vs. Median
Comparison Value)
$11,543,942
$88.96
9.6%
$13,769,436
Comparison Value (2025 NRPA Values for
Median Value Upper Quartile Value
$14,754,000 $24,863,000
$94.27 $157.43
26.2% 40%
$25,550,000 $60,836,000
$3,210,058
$5.3
16.6%
11,780,563
Parks and Recreation Master Plan I 68
Source of operating
expenditure
COLLEGE STATION NRPA STANDARDS
FY24
■ General Fund
Earned Revenue
■ Special Taxes
Operating Grants
■ Sponsorships/In kind donations/
Private Grants
■ Other
2025
■ General Fund
Earned Revenue
■ Special Taxes
Operating Grants
■ Sponsorships/In kind donations/
Private Grants
■ Other
ACCESS + COMFORT
LOS Metric
College Station Value
2025
3-year target
5-year target
15-year target
Park Access
(populations within a
10-minute walk to a
city park entrance2)
Systemwide Tree
Canopy Coverage
67.38% 75%
80%
90%
32.6% 35% 40% 50%
2A 10-minute walk is generally considered about one-half mile for an able-bodied person and is
often viewed as the upper limit most people are willing to walk to reach a destination.
Parks and Recreation Master Plan I 69
LEVEL OF SERVICE TAKEAWAYS
AMENITIES
College Station performs above the median comparison values for both key LOS metrics:
number of residents per park and acres of parkland per 1,000 residents. While both metrics
provide valuable insight, they do not account for the spatial distribution of parks or park
access. A separate metric for park access has been calculated as part of this analysis and will be
discussed later in this section. These metrics indicate that the City provides enough parks and
green space for its current population; however, additional parks and park acreage will likely be
needed in the future given expected population growth. The most recent comprehensive plan
assessment estimated that the population is expected to grow to 146,729 to 156,717 people by
2030.
The City provides more miles of trails compared to peer cities but has not yet reached the upper -
quartile benchmark. The upper quartile represents the threshold for the top 25% of the dataset.
To maintain its position as a leading agency, College Station should aim to meet or exceed this
benchmark and others.
The City performs well compared to peer cities in providing basketball, baseball/softball, soccer,
and volleyball facilities. However, it sits below the median for tennis and pickleball facilities. The
largest gap is in pickleball, which is not surprising given its relatively recent rise in popularity.
As a destination and hub for recreational tournaments and sports tourism, College Station's
strong performance across many of the sports facility metrics reflects the effort and diligence the
Department puts into providing and maintaining a robust portfolio of active recreational facilities.
PROGRAMMING AND STAFFING
Like the amenities metrics, College Station performs very well in providing a large amount
of recreational programming compared to other peer parks and recreation departments.
The city sits comfortably above the upper quartile benchmark for this figure. This reflects the
department's commitment to offering a variety of programs across categories ranging from
youth sports, summer camps, aquatics, senior programming, and nature -based recreation.
Moving forward, the department should aim to maintain this standing while continuing to assess
its program offerings for diversity and participant satisfaction.
The City's Parks and Recreation Department operates effectively despite having significantly
fewer staff than many peer cities. Community engagement findings indicate that the department
is generally meeting residents' needs with its current staffing levels. However, this LOS metric
highlights the need for additional staff in the future to maintain this high level of service. This is
especially evident given the anticipated population growth and the development of new park
and recreation areas, particularly large parks such as Texas Independence Park at Midtown,
which will need significant staffing to maintain. Staffing is also a key consideration for maintaining
programming levels and potentially expanding natural recreation areas.
BUDGET AND FUNDING
Similar to staffing levels, the Parks and Recreation Department operates on a lean budget
compared to peer cities, which could be viewed positively or negatively. On the positive side,
the City appears to meet community needs despite fewer operating resources. A smaller budget
can signal efficiency and innovation, and a department that effectively maximizes resources
and builds strong partnerships to deliver parks and recreation services. At the same time, a
constrained budget can carry limitations or risks, including deferred maintenance, reduced
service levels, and limited staff capacity.
Parks and Recreation Master Plan I 70
The City relies predominantly on general funds to operate. A strong reliance on general funds
can be viewed positively because it is typically a more stable, predictable funding source that is
easier to manage. On the other hand, overreliance on general funds can leave the department
vulnerable to changes in political support and economic ups and downs. Looking ahead, the City
should diversify its funding sources and build a more resilient funding strategy while balancing
the trade-offs of using other sources such as grants, earned revenue, or special funds.
The department's five-year capital budget is also lower than that of peer park systems. Potential
benefits of this are like those described for smaller operating budgets. It suggests the City is
efficient or selective with its resources and has strong partnerships to help provide facilities.
Potential limitations for smaller capital budgets include a growing backlog of capital project
needs and limited system growth. A small capital budget isn't inherently problematic, but it must
be addressed alongside other key factors like population growth and the age or condition of
existing assets.
ACCESS AND COMFORT
Most College Station residents live within a 10-minute walk of a City park. While the National
Recreation and Park Association (NRPA) does not track this metric, other organizations, such as
the Trust for Public Land (TPL), measure it nationally. TPL estimates that approximately two out of
three Americans live within a 10-minute walk of a park. A 10-minute walk is generally considered
about one-half mile for a non -disabled person and is often viewed as the upper limit most people
are willing to walk to reach a destination. College Station performs slightly above the national
average on this measure. Still, it should strive to increase this metric and increase access through
strategic investments in parks and mobility infrastructure, along with development policies that
promote walkability to help further increase park access.
The average tree canopy coverage at city parks across the system is 32.6%. The benefits of
tree canopy coverage in parks are numerous, including heat reduction, better air quality
and stormwater management, psychological benefits for residents, and better infrastructure
protection, to name a few. The City should increase tree canopy coverage in parks through
stronger tree -protection programs, more resources for tree maintenance and care, and
continued support for tree -planting initiatives. One specific initiative supporting tree canopy
expansion is the City's "Cooling College Station" plan from 2022, a five-year planting plan
geared toward urban heat mitigation. The Parks and Recreation Department is a key partner in
implementing this plan and should continue to use it when making strategic decisions about
where to increase the City's tree canopy coverage.
ACTING ON THE PARK INVENTORY AND LEVEL OF SERVICE FINDINGS
The park system inventory provides a comprehensive overview of the City's parks and recreation
assets. At the same time, the Level of Service (LOS) analysis evaluates how effectively these
facilities and amenities serve residents and how they compare to peer communities. Findings from
these analyses informed the development of the priority maintenance table (see Appendix A) and
directly shaped the final recommendations and strategic action plan.
Parks and Recreation Master Plan I 71
CHAPTER 5
GOALS AND
IMPLEMENTATION
STRUCTURE
To develop a road map for the Department to continue its track record of providing a high -
quality parks and recreation system, we undertook a process to identify Departmental and
community needs, establish goals and objectives to guide the Department's efforts, and develop
an Implementation Plan to reach these goals. This set of goals and objectives resulted from the
community engagement process, engagement and discussions within the department, and an
analysis of the existing park system and programming portfolio.
The Goals below reflect the broad areas of purpose for the department over the next 5 years.
Objectives are courses of action that guide internal decision -making and provide specific,
targeted paths to achieve those goals, while Strategies signify the measurable outcomes of
implementing those objectives. Specific Action Steps to reach these outcomes can be found in the
Implementation Plan.
DEPARTMENTAL AND COMMUNITY PRIORITIES
During the engagement process, we identified several dimensions of parks and recreation in
College Station that the community considers a priority. We integrated these dimensions into
the plan's goals and objectives to ensure the resulting plan provides a robust, comprehensive
approach to fostering a dynamic parks and recreation system responsive to community priorities.
To ensure continuity with broader City planning efforts, which is key to a successful multi-
dimensional approach, the community priority dimensions are presented below as they align
with the five pillars of parks and recreation identified in the 2021 Comprehensive Plan. All goals
and objectives put forward in this plan are aligned with at least one of these City and community
priorities.
Experience & Engagement
• Public education
• Arts and culture
• Recreational Programming (opportunities for recreation)
Capital, Operational & Maintenance Funding
• Economic development
Natural Resource Management
• Habitat restoration and conservation
Growth & Sustainability
• Public health
• Public safety
• Managing population growth and increased demand for services
Accessibility & Inclusion
• Park access
• Bike/ped connectivity
Parks and Recreation Master Plan I 73
GOALS
Goal 1. Improve Environmental Health and Engagement with Nature.
College Station is home to a diverse range of ecosystems and natural resources. The Department
should continue efforts to improve access to and engagement with nature by increasing
access to nature areas and expanding nature programming in College Station's parks. In doing
so, the department can pursue opportunities to improve environmental health and mitigate
environmental impacts by using nature -based approaches, increasing vegetative cover, and
continuing conservation restoration efforts.
Goal 2. Improve Access to Parks and Inclusive Play Opportunities.
The College Station community takes great pride in its extensive system of parks, all of which
provide unique offerings for different park users. In the coming years, the Department can
welcome existing and new park users by expanding access to parkland across the City, leveraging
existing linear parks and the greenway system, and offering additional inclusive programming and
amenities.
Goal 3. Provide High -Quality Active Recreation Amenities and Facilities.
College Station's park system is known regionally for sports tourism and active recreation
opportunities. The Department can build on this success by improving public health through
dynamic active recreation opportunities, maintaining high -quality athletic facilities, and supporting
sports tourism.
Goal 4. Enhance Parks Department Systems.
With over 70 full-time employees, the Parks and Recreation Department relies on strong internal
systems to drive continuous park improvements and deliver quality offerings to the College Station
community. Interdepartmental coordination, program and facility assessments, and sustained
community engagement are essential to ensuring effective, long-term stewardship of the City's
parks and recreational facilities.
Goal 5. Strengthen Strategic Partnerships
The City recognizes that long-term success in conservation, recreation, and community wellbeing
depends on an informed and engaged community. By leveraging relationships with leading
regional institutions, athletic and hospitality programs, healthcare providers, student organizations,
and community groups, College Station will expand access to environmental education, volunteer -
driven stewardship, citizen science opportunities, local sports and recreational programming, and
initiatives that promote the health and wellbeing benefits of parks and recreation services.
Parks and Recreation Master Plan I 74
Goal Objective Strategy
Action Steps
0
Z
Q
I- Objective 1: Enhance and
Q expand nature -based
w recreation
=w
J
Q
wZ
Z OI— Strategy 3: Maintain opportunities for fishing at City
ct z parks.
5w
Z2
w w C7 Strategy 1: Expand community engagement in
OCQ7 restoration programming.
ctZ
aw
2 Strategy 2: Increase access to nature -based
Objective 2: Improve programming across the parks system.
Zit
O
nature -based programming
Strategy 1: Increase access to and engagement with
nature.
Strategy 2: Provide more opportunities for birding at
City parks.
Strategy 3: Provide programming that promotes
engaging with nature to improve health and mental
wellbeing.
Develop new trails in undeveloped parks that have significant existing natural features.
Install new interpretive signage near riparian restoration areas, such as Wolf Pen Creek, to build public awareness
and increase engagement.
Continue to expand nature -based interpretive signage to other parks in complement to nature -related
improvements.
Evaluate existing natural water features for opportunities to improve access or engagement, such as new riparian
plantings, overlooks, or trails.
Assess accessibility of natural spaces to ensure there are opportunities for all to participate in birding.
Explore additional bird -related features, such as owl boxes with cameras, that support bird habitat needs while
providing additional public engagement.
Identify bird -friendly native planting list for public parks and spaces.
Identify a new source for fish to stock public ponds.
Engage with the external partners to explore the potential of a collective buying approach.
Dedicate additional resources to support conservation and nature programming.
Expand volunteer programming to engage the community in restoration efforts at additional parks.
Continue to collaborate with partner organizations to grow community participation in restoration at parks and
greenways.
Expand nature -based recreation programming for all ages through existing afterschool programming.
Expand senior nature -based programming related to birding.
Continue to grow nature -based passive recreation programming opportunities.
Develop engagement materials that promote the social and health benefits of engaging in nature.
Explore partnerships with local healthcare providers and organizations.
Parks and Recreation Master Plan I 75
Goal Objective Strategy
Action Steps
GOAL 1: IMPROVE ENVIRONMENTAL HEALTH AND ENGAGEMENT TO NATURE
Objective 3: Build
community resilience
through nature -based
solutions.
Objective 4: Continue and
expand upon ecologically
focused initiatives.
Strategy 1: Explore opportunities for nature -based
approach to managing rainwater runoff in City parks.
Strategy 2: Increase vegetative cover to reduce heat
in City parks.
Evaluate the riparian restoration and creek stabilization used at Wolf Pen Creek Park to address current or future
erosion or other flooding -related issues.
Widen our efforts to incorporate nature -based features such as native grass buffers alongside vegetated swales
adjacent to new or existing hardscape trails.
Formalize riparian zones along creeks and other low-lying areas for conversion of turf to native plantings.
Work with GIS staff to perform an analysis that identifies high vulnerability areas that would benefit most from nature -
based improvements on parkland.
Prioritize planting locations at specific parks identified in the Cooling College Station plan.
Refer to heat mapping in Cooling College Station plan to help prioritize new park development needs.
Prioritize shade and support trees that are well suited to park -specific site qualities such as soil characteristics.
Incorporate understory native groundcover and perennial plantings into new and recent tree plantings to help retain
moisture and improve survivability rates.
Continue to support the Department's tree giveaway program in alignment with the City's Cooling College Station
Plan.
Strategy 3: Continue to strengthen and build
partnerships that allow for expanded heat mitigation Continue to collaborate with Texas A&M Forest Service to host community events like Trunk or Tree-t.
efforts.
Strategy 1: Prioritize park improvements that
preserve or regenerate nature.
Strategy 2: Prioritize proactive conservation
of natural resources, endangered species and
pollinators through designations.
Strategy 3: Develop trainings to build maintenance
staff capacity to establish and maintain native
plantings.
Build on existing relationships with key partners to expand collaboration around tree plantings and public
engagement about tree selection, establishment, and maintenance.
Develop internal design specifications for native plantings, including reference plant lists and maintenance practices.
Assess the park system for opportunities to convert under -performing ornamental plantings or low/no utility turf
areas to native plantings.
Work with the Volunteer and Community Engagement Coordinator to expand volunteer workdays to additional
parks.
Prioritize the preservation of existing nature on undeveloped parkland.
Maintain or expand programming and operational efforts that support the City's Bird City initiative.
Maintain or expand programming and operational efforts that support the City's and the Mayor's Monarch Pledge
initiatives.
Expand plant giveaways for native plants that support bird and monarch butterfly needs.
Maintain efforts that support the City's Tree City USA initiatives.
Continue collaboration with A&M AgriLife Extension Services and A&M University department partners to create
training for maintenance staff on native planting planning, establishment, and maintenance.
Ensure the Department maintains at least one FTE that is an ISA-certified arborist.
Parks and Recreation Master Plan I 76
Goal Objective
Strategy Action Steps
Objective 1: Activate linear
parks
Objective 2: Increase park
access through greenways.
Objective 3: Expand
inclusive play and
programming
Strategy 1: Invest in amenities and programming
within linear parks to enhance the user experience
and increase community engagement.
Strategy 2: Build awareness of linear parks.
Strategy 3: Improve Department capacity to engage
with developers around parkland dedication.
Strategy 1: Utilize greenways to fill gaps in the city's
bike/pedestrian network.
Strategy 2: Invest in greenways to create new public
recreation spaces.
Strategy 3: Maintain safety along greenway trails.
Strategy 1: Evaluate participation and community
needs to identify potential improvements to
adaptable/accessible programming.
Strategy 2: Install new all -abilities play features at
additional parks.
Create "placemaking nodes" featuring points of interest and spaces for gathering.
Incorporate features such as seating areas, lighting, public art and fitness stations, creating more inviting, accessible,
and active spaces that encourage recreation, social interaction, and long-term public use
Add native trees and plants to increase comfort and engagement in linear parks by providing shade, buffering noise
and air pollution, and fostering a more natural aesthetic.
Review strategies to review any new parkland dedication during the development review process.
Formalize park standards that promote the ways developers can benefit from higher -quality parkland dedications.
Identify improvements in parkland dedication zones.
Coordinate with Planning and Development Services on active transportation in relevant long-range planning and
capital planning efforts.
Identify new trail developments in greenways that align with Active Transportation planning priorities.
Install low -footprint amenities that do not increase impervious cover in greenways.
Explore the feasibility of permeable surfacing for greenway trails.
Work closely with Planning and Development Services on micromobility safety education and outreach.
Identify appropriate dark sky -compliant lighting for greenway trails.
Analyze programming participation data and preferences of existing participants to identify new programming
opportunities.
Engage with other local service providers to identify opportunities/gaps for additional all -abilities programming.
Assess the locations of existing all -abilities features to identify priority parks to improve access to distant residential
areas.
Engage all -abilities programming participants to identify priority parks for new all -abilities play features.
Parks and Recreation Master Plan I 77
Goal Objective
Strategy
Action Steps
Objective 1: Provide
access to active recreation
opportunities
Objective 2: Invest in
the maintenance and
expansion of parks and
facilities
Objective 3: Support sport
tourism excellence
Strategy 1: Continue providing active recreation
opportunities to support broader public health
goals.
Strategy 1: Ensure the parks system provides
sufficient high -quality recreational facilities to meet
community needs and preferences.
Strategy 2: Maintain, repair, or replace existing
recreational facilities and amenities.
Strategy 3: Monitor shifting population
demographics and community needs to adjust future
priorities and funding for parks and recreational
facilities.
Strategy 1: Continue to maintain and make
improvements to facilities that support sport tourism.
Strategy 2: Pursue additional sport tourism
opportunities.
Objective 4: Identify and Strategy 1: Cultivate community and corporate
secure alternative funds to partnerships and/or sponsorships that expand
support all aspects of parks community programs and events.
and recreation
Monitor participation in key active recreation programming categories such as swimming, basketball, softball, and
tennis to identify growing demand.
Maintain a dynamic approach to active recreation programming that adjusts programming to shifting participation
patterns.
Prioritize accessible active recreation facilities that require minimal equipment or organization to use in parks.
Evaluate undeveloped or underutilized parks for opportunities to build new or improve existing infrastructure to
meet growing demand.
Continue to develop and utilize multi -use field arrangements that allow for flexible uses and better responsiveness
to changes in community preferences.
Incorporate new disc golf courses and other low -footprint recreational amenities in parks.
Hire a consultant to perform a comprehensive assessment of pool facilities to identify maintenance needs.
Establish a process to prioritize maintenance and replacement needs based on the conditions assessment.
Refer to Level of Service in Appendix on page 87.
Continue internal public engagement efforts at Parks and other City events to identify shifting recreational facility
preferences and needs.
Develop tournament facility maintenance plan based on a bi-annual park system inventory assessment to balance
priority maintenance needs with longer -term considerations.
Explore the feasibility of disc golf tournaments and mountain bike races at the new Texas Independence Park at
Midtown.
Promote the Adopt a Greenways program to build broader buy -in for creek restoration and create a focused
pipeline of corporate volunteers for restoration efforts.
Launch a new Adopt -a -Park program that engages local neighborhoods and businesses as stewards of their local
parks.
Expand community engagement to increase sponsorship opportunities to promote programs and events.
Goal Objective
Strategy
Action Steps
Objective 1: Perform
regular internal
assessments
Objective 2: Expand
and maintain consistent
community engagement
Strategy 1: Assess park system facilities, amenities,
and programming on an ongoing basis.
Strategy 1: Engage the community on an ongoing
basis to collect feedback on delivery of park services
and emerging needs.
Refine our quarterly Park Maintenance Standards process through our asset management system to include a parks
system inventory assessment.
Develop a process to implement our program and event evaluation form to administer Program Life -Cycle
Assessments.
Standardize program names for easier tracking and analysis of participation over time.
Conduct follow-up community engagement for Wolf Pen Creek Park, Bee Creek Park, and Brother Pond to clarify
park usage, needs, and priorities.
Create a process to gather input to inform park experience and program evaluation through an evaluation process
with enhanced data collection and established metrics.
Leverage the newly established Department social media accounts to build awareness of the Department's efforts
and recreational or programming opportunities.
Proactively pursue interdepartmental coordination with the Public Communications Department on digital and print
collateral to grow participation in programs and attendance at events.
Parks and Recreation Master Plan I 78
Goal Objective
Strategy
Action Steps
GOAL 5: STRENGTHEN STRATEGIC PARTNERSHIPS
Objective 1: Formalize
partnerships with Texas
A&M University, Texas
A&M AgriLife Extensions
Services, the Rio Brazos
Audubon Society, and
Texas A&M Forest Service
to enhance natural
resource management.
Objective 2: Explore
partnerships with Texas
A&M University's to
strengthen tournament
hosting and sports tourism
capacity.
Objective 3: Explore
partnerships with CHI St.
Joseph Health, Baylor
Scott & White Health and
the Texas A&M School of
Public Health to promote
the health and wellbeing
benefits provided by parks
and recreation services.
Strategy 1: Establish a framework for engaging Texas
A&M University student organizations on a project -
by -project basis as appropriate opportunities arise.
Strategy 2: Create public education programming
and citizen science initiatives that engage Texas
A&M University students in teaching and leadership
opportunities.
Strategy 3: Connect local organizations with Texas
A&M University students to build collective capacity
and community engagement in restoration efforts.
Strategy 4: Formalize partnerships with the Texas
A&M Forest Service, Texas AgriLife Extension
to support and build capacity for Department
preservation, restoration and educational efforts.
Strategy 1: Formalize partnerships with Recreational
Sports and Athletics Departments to enhance access
to local leagues and recreational programming.
Strategy 2: Formalize partnerships with the School of
Hospitality, Hotel Management, and Tourismand to
build capacity to strengthen tournament hosting and
sports tourism capacity.
Strategy 1: Formalize partnerships and build capacity
to support the promotion of health and wellbeing
benefits provided by parks and recreation services.
Strategy 2: Formalize partnerships and build
capacity to integrate parks and recreation services
into clinical and community health initiatives.
Establish points of contact with student groups and relevant support faculty or department staff (e.g. faculty
sponsors of student groups).
Actively coordinate with relevant student groups to identify students interested in contributing to City conservation
initiatives through volunteer service, capstone projects, internships, or independent study.
Co -develop education programs and events that build community knowledge and connection to local ecosystems,
with TAMU student volunteers serving as educators and program support .
Support citizen science initiatives within City parks to generate meaningful ecological data while deepening public
engagement, leveraging Texas A&M University student groups to lead these events.
Finalize a Volunteer Program that enables residents and students to participate in habitat restoration, invasive
species removal, native planting events, and ongoing monitoring activities.
Establish points of contact with the Texas A&M Forest Service and Texas AgriLife Extension Services offices.
Continue to work with the Rio Brazos Valley Audubon Society to support Bird City efforts and other bird -related
programming and initiatives.
Establish points of contact with Texas A&M University's Recreational Sports and Athletics Department offices.
Establish points of contact with Texas A&M University's School of Hospitality, Hotel Management, and Tourism
offices.
Establish points of contact with the Texas A&M School of Public Health.
Establish points of contact with CHI St. Joseph Health.
Establish points of contact with Baylor Scott & White Health.
Parks and Recreation Master Plan I 79
•♦ 4•
-64
•
•
APPENDIX
PARK INVENTORY ATTACHMENTS
Park Name
Active Recreation
Baseball
Baseball
(Practice
Backstop)
Basketball
Exercise
Equipment
Pickleball
Futsal
Soccer
Softball
Tennis
Volleyball
Play
Play - FFAP
Play -
Musical
Play -
Traditional
Shade
Cover
Trails
Trail -
Asphalt
Trail -
Concrete
Trail -
Natural
Nature -Based Rec
"Planters/
Plant
Beds"
Pond
Interpretive/Cultural
Interpretive
Signage
Monument
Anderson Park 2 4 2 5 1 1 5
Art & Myra Bright Park 2 3 1
Barracks II 4 18 2 1
Bee Creek Park 2 4 1 4 2 1 2 1
Billie Madeley Park 1 1
Brian Bachmann Park 6 4 2 5 4 1 1 3
Bridgewood Park
Brison Park 26
Brothers Park 2 1 11 2 1 1 1 15
Carter's Crossing 1
Castle Rock Park 1 1 3 1
Castlegate Park 1 1 2 2 1 1
Cove of Nantucket 1
Creek View Park 4 1
Crescent Pointe 3 1
Cy Miller Park 1 1 1 1
Eastgate Park 2
Edelweiss Gartens 1 2 1
Edelweiss Park 1 1 1 1 2 1
Emerald Forest Park 1 1 1
Etonbury Park
First Down Park 1 1
Gabbard Park 2 1 2 2 1 1
Georgie K. Fitch Park 2 1 2 1 1
Jack and Dorothy Miller
2 1 1 4 2 1 1 1
Park
John Crompton Park 1 1 1 2 1 23
Lemontree Park 1 1 1
Lick Creek Park 1 2 8 1
Lions Park 1 2
Longmire Park 1
Luther Jones Park 1
Parks and Recreation Master Plan I 83
Park Name
Midtown Reserve
Northgate Park
Oaks Park
Parkway Park
Pebble Creek Park (PARD
Property)
Pebble Creek Park
(School Property)
Phillips Park
Reatta Meadows
Richard Carter Park
Sandstone Park
Southern Oaks
Southwest Park
Steeplechase Park
Thomas Park
University Park
Veterans Park Athletic
Complex
W.A. Tarrow Park
Wallace Lake Park
Windwood Park
Wolf Pen Creek Park
Woodcreek Park
Woodland Hills Park
Stephen C. Beachy
Central Park
GRAND TOTAL
Active Recreation
Baseball
Baseball
(Practice
Backstop)
2
4
Basketball
1
1
2
3 2 3
1
1
Exercise
Equipment
Pickleball
1
1
2
2
6
11
Futsal
Soccer
1
2
13
3
Softball
Tennis
2
5
4 2
Volleyball
1
1
Play
Play - FFAP
Play -
Musical
Play -
Traditional
2
2
2
3
Shade
Cover
Trails Nature -Based Rec Interpretive/Cultural
"Planters/
Trail - Trail - Trail - Plant Pond Interpretive Monument
Asphalt Concrete Natural Beds" Signage
1
3 1
1 3 1 1
10
1
2
1
3
2
1 3
3
2
1
1
3
5 3
1
2
1 2
3 1
1
5
1
8 4
1
18 25
1 3
1
2 1
9 1
1
1
1
2 2
8
3
31
1
9 22 31 60 4 2 32 13 14 8 11 7 73 42 2 28 4 43 10 89 75
Parks and Recreation Master Plan I 84
PARK INVENTORY ATTACHMENTS
Park Name
BBQ Pit Bench Disc Golf Dog Play Dog Washing
Passive Recreation
Intepretive
Maze
Lawn Game Pavilion Pet Amenities Picnic Table
Ping Pong
Table
Shade Cover
Dog Waste
Dog Watering
Bowl
Basic Amenities
Restroom Trash Cans
Water
Fountain
Anderson Park 9 5 1 10 2
Art & Myra Bright Park 2 3 1 4 1
Barracks II 2 17 4 1 2 5 1 8 1 1 5
Bee Creek Park 2 13 1 2 17 2 1 7
Billie Madeley Park 3
Brian Bachmann Park 1 1 1 25 3 1
Bridgewood Park 2 2 4
Brison Park 3 1
Brothers Park 3 5 1 5 1
Carter's Crossing 1 1 2
Castle Rock Park 2 1 1 2 1
Castlegate Park 1 8 1 1
Cove of Nantucket 2
Creek View Park 1 4 1 2 1
Crescent Pointe 4 1
Cy Miller Park 1 3 1 1 1
Eastgate Park
Edelweiss Gartens 1 1 1 2 1
Edelweiss Park 3 1 4 1
Emerald Forest Park 2 3 2 2 1
Etonbury Park 1 1 1 1
First Down Park 12 2
Gabbard Park 3 9 1 3 7 1
Georgie K. Fitch Park 2 2 1 4 5 1
Jack and Dorothy Miller
3 10 1 3 4 2
Park
John Crompton Park 3 8 2 13 12 5
Lemontree Park 2 5 2 1 1 4 1
Lick Creek Park 2 1 1 3
Lions Park 2 2 2 4 1
Longmire Park 2 2 2 4 1
Luther Jones Park 1 1 1
Parks and Recreation Master Plan I 85
Park Name
BBQ Pit Bench Disc Golf Dog Play Dog Washing
Passive Recreation
Intepretive
Maze
Lawn Game Pavilion Pet Amenities Picnic Table
Ping Pong
Table
Shade Cover
Dog Waste
Dog Watering
Bowl
Basic Amenities
Restroom Trash Cans
Water
Fountain
Midtown Reserve 2
Northgate Park 2 18
Oaks Park 3 3
Parkway Park 1 2
Pebble Creek Park (PARD
Property)
2
9
6
1
2
2 1
4 5 2
10 1 8 1
1 1 1
Pebble Creek Park
7 1 2 2 4 2
(School Property)
Phillips Park 1 2 1 1 1 1
Reatta Meadows 2 3 2 2 4 1
Richard Carter Park 7 3 3 1
Sandstone Park 4 1 5 1
Southern Oaks 3 9 1 2 3 1
Southwest Park 1 2 3 1 1
Steeplechase Park 2 10 1 1 3 1 7 1
Thomas Park 6 3 2 9 12 3
University Park 1 10 9 1 1 8 10 9
Veterans Park Athletic 1 30 3 80 4 6 8
Complex
W.A. Tarrow Park 2 4 1 2 4
Wallace Lake Park 2 1
Windwood Park 2 1 1 3 2 1
Wolf Pen Creek Park 1 3
Woodcreek Park 1 4 1 3 1
Woodland Hills Park 2 1 2 1 2 1
Stephen C. Beachy
Central Park
8 23
1 3 50 10 4 14
GRAND TOTAL 74 284 19 9 2 1 13 44 2 292 1 26 15 1 21 144 82
Parks and Recreation Master Plan I 86
LEVEL OF SERVICE - PRIORITY MAINTENANCE INVENTORY
•
Park Name
Anderson Park
Art & Myra Bright
Park
Barracks II
Potential Safety
Hazard
Feature - Simplified
Active Recreation
Infrastructure
Passive Recreation
Play Structures
Infrastructure
Infrastructure
Passive Recreation
Future Maintenance
Amenity
Basketball Court
Soccer Goals
Trash Cans
Water Fountains
Bathroom/Storage Facility
Parking Lot
Planter Beds
Playground Shade Cover
Play Structure
Park I.D. Sign
Trash Can
Trash Can
Outdoor Ping Pong Table
Shade Cover
Square Picnic Table
Qty
2
Condition
Fair
4 Fair
5 Poor/Fair
2 Poor/Fair
1 Fair
1 Fair/Good
5 Fair/Poor
1 Fair
1 Fair/Good
1 Fair
1 Poor
1 Poor
1 Poor
1 Poor
1 Fair/ood
1.5
1.5
2
2.5
1.5
2
2.5
2
2.5
Condition
Score
2
Description
Duel Court, 4 goals, red and tan court coloring
2 Soccer goals PVC/Steel tubing with nets. Dimensions: 6'6" tall
x 12'6" wide
Wood planks painted green, steel ring
2 concrete exposed aggregate fountains with 2 bowls each.
CMU structure with composite roof.
31 parking slots, concrete
CMU planter stones glued in place 5'X5'X20" Tall
Rectangular shade tarp stretched ove steel tub frame. Frame
has two hip yokes.
Monkey bars, regular slides, multi -deck, 1 intended use sign,
poured in place fall zone.
Composite material sign (Cylex) and posts, paint.
Green wood slats with steel ring construction
Wood slats painted green with a steel ring structure
Ping ponftable perminately mounted to concrete slab.
14'x22' black rectangular steel structure supported by 2
round steel posts with a hip style roof formed by 2 angled
yokes.
4'X4' square expended metal picnic table coated with black
PVC and supported by tubular frame.
Maintenance Need
Type
Resurfacing
Repair
Minor Replacement
Replacement
Cleaning
Repair
Replacement
Cleaning
Replacement
Replacement
Replacement
Replacement
Repair
Replacement
Repair
Maint. Recommendations
Courts need to be resurfaced and weeds need to be reoved from
expansion joints.
Goals are old and worn. Need paint and new nets or replace all.
Wood planks are broken, rotted and the paint is chipping off. Need
new wood and paint.
One fountain appears to have had a third dog bowl that was removed.
Fountain is broken up and both need to be replaced.
Needs cleaning, paint and general repair. Uninteresting. Extremely
utilitarian. Needs upgrade.
Parking lot needs striping and concrete repair. Remove asphalt
patching.
Many stones missing, trees in planters have been removed or have
been cut down. Planters need to be rebuilt or removed.
Holes in cloth, mold on entire cloth. Pipe structue needs ro be
pressure washed.
Play structure showing age, paint missing, plastic worn, In tact. Fall
zone has wholes and cracks. Needs replacement.
Needs repainting or replacement
Trash can needs replacement. Wood is broken and paint is faded.
Replace trash can with composite unit
Net is missing and table is not level
14'x22' Black shade cover is missing
Table is not stable, one of 4 benches is lose and needs repair.
Work
Needing
Execution
Parks and Recreation Master Plan I 87
Priority
Potential Safety
Hazard
Park Name Feature - Simplified
Bee Creek Park
Active Recreation
Infrastructure
Interpretive/Cultural
Features
Passive Recreation
Play Structures
Future Maintenance
Amenity
Tennis Courts
Batting Cage
Parking lot
Qty Condition Condition
Score
4 Poor/Fair
1 Fair/Good
6 Poor/Fair
Wooden Pole lights 2 Poor/Fair
Steel Bridge (Large)
Wooden Deck 1 Fair
Park I.D. Sign 1 Fair
Foot Bridge (No Railings) 1 Fair/Good
1 Fair
Foot Bridge (With 2 Fair/Good
Railings)
Bat. Pavilion Trash Can (B) 1 Fair/Good
Water Fountain 3 Fair/Good
Bat. Interprative Sign 1 Fair/Good
Picnic Table (Wood) 2 Fair
Picnic Table (Expanded 1 Fair
Metal)
Bat. Pavilion Planter Beds 2 Fair/Good
Play Structure (1) (5-12
yrs. Old)
1 Poor/Good
1.5
Description
4 courts side by side, 10 ft chain link fence fabric, 9 gauge, 8
net posts and 4 nets, 4 net tie downs.
Concrete slab, 6 ft- 4 rail chain link 9 gauge fence, 3 vertical
4" dia. post's with horizontal post positioned in the middle
2.5 and at both ends of the batting cage. There are 3 cables
supporting netting that runs the length of the batting cage.
Fall zone material on concrete.
1.5
1.5
2
2
2
2.5
2.5
2.5
2.5
2.5
2
2
2.5
2
263 parking spaces park wide
Wooden telephone poles with cylinder style light fixture/
plastic tense set on top of pole.
10' wide X100' long. Corten steel structure with wood floor.
2x6x10' deck boards. 5 steel angle iron rails and 1 2x6 wood
rail.
2"X6" wooden deck adjacent to playground area
White Mortared in Stone with 9" tall black letters "BEE
CREEK PARK"
6' wide X 20' long without hand rails. All wood construction.
old wood, sagging. Painted tan
6 ft wide with hand rails. All wood construction.
Maroon paint, wood verticle planks, steel ring structure
1- R2D2 style foutian with able-bodied bowl, disability bowl
and dog bowl. 2-Exposed aggregate style with two steel
bowls.
Interprative sign warning of various snakes and habitat
Wood 2X10 boards painted green mounted on tube steel
structure
Expanded metal, brown PVC coating table top and benches
with black steel tube frame
Two poured -in -place concrete planters 3'X16' long by 1'
wide.
Multidecks stairs, monkey bars, slide, tube slide and fall zone
with concrete surround.
Maintenance Need
Type
Repair
Replacement
Repair
Replacement
Replacement
Replacement
Cleaning
Replacement
Replacement
Replacement
Replacement
Replacement
Repair
Replacement
Repair
Replacement
Maint. Recommendations
Court is heaving due to tree roots located at one end. Renovation will
be underway within the next few months.
Fall zone material sprayed on concrete is in bad shape and needs to
be replaced.
Parking lot cracking, pot holes sink holes. Need to be repaired and
retopped with tar and then restriped/ painted.
Lights look old and out of place, Need to be replace with updated
poles/fixtures
Wood deckboards need to be replaced as soon as possible. Many are
rotted and could fail.
Still functional but needs to be replaced in the near future.
Stone needs to be cleaned and power washed
Still functional but needs to be replaced in the near future.
Old, greyed and sagging. Still functional but needs to be replaced in
the near future.
Needs wood replacement and paint.
Push button caps on exposed aggregate fountains are missing and
need replacement. Some chipping and cracking. Need replacement.
signage worn and faded. Needs replacement
Wood needs to be replaced and/or painted green
Aged and does not match all other picnic tables on park. Eclectic
outlier. Needs replacement.
No plants in planter, needs landscaping
Fall zone in poor conditon. Needs to be replaced. Play structure is in
good condition.
Work
Needing
Execution
Parks and Recreation Master Plan I 88
Priority
Potential Safety
Hazard
Park Name Feature - Simplified
Billie Madeley
Park
Brian Bachmann
Park
Brison Park
Infrastructure
Trails
Infrastructure
Passive Recreation
Infrastructure
Interpretive/Cultural
Features
Future Maintenance
Amenity
Concrete Ramp
Bridge 1
Bridge 2
Bridge 3
Bridge 4
Natural Trails
Pavilion Lighting
Large Outdoor Pavilion
Water Fountian
Parking Wheel Stops
Bonfire Memorial Lights
1
12
1
1
12
12
Qty Condition Condition
Score
1 Fair 2
1 Fair/Good 2.5
1 Fair/Good
1 Fair/Good
Description
Concrete ramp in front of Bridge 3
40' long X 6' wide all wood bridge with 4'-6" railing. Railing
constructued of 4"X4" posts and 2"x4" railing. Support
structure built with large treated timbers, bridge decking
build from 2X6 treated lumber.
32' long X 6' wide all wood bridge with 4'-6" railing. Railing
2.5 constructed of 4X4 posts and 2x4 railing. Support structure
built with large treated timbers, bridge decking build from
2X6 treated lumber.
40' long X 6' wide all wood bridge with 4'-6" railing. Railing
constructed of 4X4 posts and 2x4 railing. Support structure
built with large treated timbers, bridge decking build from
2X6 treated lumber.
32' long X 6' wide all wood bridge with 4'-6" railing. Railing
constructed of 4X4 posts and 2x4 railing. Support structure
built with large treated timbers, bridge decking build from
2X6 treated lumber.
2.5
1 Fair/Good 2.5
Fair
Fair
Poor
Fair
Fair/Good
Good/Fair
2
2.5
2
2
2.5
2.5
Natural trails through woods. Sandy .
4' - T8 florescent light fixtures with lenses
80'X 50.5' pavilion, red iron construction with standing seam
roof. 1086 sq.ft. Kitchen/storage area, cook top, refrigerator,
micro wave. 2 - doubledoors to access space.
Exposed aggregate, 2 stainless Steel Bowls
Concrete parking wheel stops
Exposed aggregate poles, Victorian post top light fixture.
LED light diodes (solar)?
Maintenance Need
Type
Replacement
Inspect
Inspect
Inspect
Inspect
Repair
Repair
Replacement
Repair
Repair
Repair
Maint. Recommendations
Erosion has caused the ramp to sink about 2 inches. Trip hazard.
Needs to be raised or replaced. ADA compliant?
Wood structure is aged wood with some gator backing of wood
surface. There is concern regarding erosion of the wood abutments.
Need to inspect to determine existent of damage.
Wood structure is aged wood with some gator backing of wood
surface. There is concern regarding erosion of the wood abutments.
Need to inspect to determine existent of damage.
Wood structure is aged wood with some gator backing of wood
surface. There is concern regarding erosion of the wood abutments.
Need to inspect to determine existent of damage.
Wood structure is aged wood with some gator backing of wood
surface. There is concern regarding erosion of the wood abutments.
Need to inspect to determine existent of damage. Railing loose and
needs to be secured.
Washed out trails with exposed roots and dranches that need to be
trimmed.
2 lenses are cracked and need replacement. Fixtures need to be
cleaned. Appear old and faded.
Aged and seldom used. A renovation with more inviting curb appeal
would encourage more rentals.
Open hole on side of concrete structure. Needs replacement or repair.
Out of place and not secured to the ground with steel spikes. Need
yellow paint
Straighten posts and replace cracked concrete posts with new steel
post mounted on footing.
Work
Needing
Execution
Parks and Recreation Master Plan I 89
Priority
Potential Safety
Hazard
Park Name Feature - Simplified
Brothers Park
Carter's Crossing
Castlegate Park
Central Park Q1
Active Recreation
Infrastructure
Interpretive/Cultural
Features
Passive Recreation
Play Structures
Infrastructure
Infrastructure
Passive Recreation
Play Structures
Active Recreation
Infrastructure
Interpretive/Cultural
Features
Future Maintenance
Amenity
Exercise Circuit
Half Court Basketball
Court
Water Fountain
Pond Overlook Deck
Trash Cans
Born Learning Trail Signs
Exercise Circuit Signage
Covered Park Bench
Picnic Pavilion
Swing Set
Park Rule Sign
Trellis
Qty Condition Condition
Score
Description
Maintenance Need
Type
Maint. Recommendations
Work
Needing
Execution
11
1
1
1
Poor/Fair
Fair/Good
Fair
Fair/Good
9 Fair/Good
14
Poor
1 Poor/Fair
1
1
Poor
Poor
1 Fair/Good
1
1
Fair
Fair
2 Good/Fair
Playground Shade Cover 1
Park Rule Sign
BBQ Pit 1 Fair 2 Duel BBQ Pit, Rusty.
Rectangular nylon shade cover stretched over a steel frame
structure. Nylon cover torn badly.
Sand Volleyball Court 1 Fair/Good 2.5 Two, 3"posts painted white, in fair condition, lose torpedo
sand (low clay content). No boundary demarcation.
1.5
2.5
2
2.5
Miracle exercise curcuit with 11 stations. Each station is
conctructed with steel 4"X4" square tubes, 2-3 inch steel
tubing and other geometric shaped tubing. Surface
material is crushed granite with composite surround.
Half court concrete slab, painted two colors with LayKold or
equivenent. "L" shaped goal posts with back board goal and
net.
Single Bowl, exposed aggregate concrete.
Deck abutts concrete aprin, consructed of composite material
with composite railings. Substructure appears to be sturdy.
2.5 Green paint, wood vertical planks, steel ring structure
1
Born learning Trail Signs with promote learning while
experiencing the outdoors in a park setting. Sponsorder by
the Barazos Valley United Way and the City of College Station
1.5 Miracle exercise station I.D. signage
1
1
Twin post with a 12/3 gabled composite roof wit 3 ft
overhang each side. 2"X10" seating board mounted between
the two posts.
6-sided structure, cambered wood roof joists 6"X6," 6"X6"
structural posts, 2"X6" decking with a composition roof.
2 Bay swing with 2 belt swings and 2 toddler swings. 3 Up-
2.5 side -down U- shape structural legs with cross rail. Fail zone
rubber mulch with concrete surround. Suggested usage
sign.
2 Park rules & hours of operation
2 Wooden structure, 6 posts 2"x6" shade joists plsced at 9" on
center
2.5 Standard rule sign, Plywood
Admin Office Parking Lot
Parking Lot
Trash Cans
Fish Species Sign
1
1
14
1
Poor
Fair
Fair
Fair/Good
Fair
1
2
2
2.5
Curb and gutter perimeter and asphalt surface. 74 parking
spaces with 6 being for people with disabilities.
74 parking spaces with 6 being handicap spaces. Concrete
curbed lot with asphalt surface
Wood slats painted green with steel ring structure. Some are
composite slats.
2 Pond signage providing fish species and habitat information.
Inspect
Repair
Repair
Repair
Repair
Replacement
Replacement
Replacement
Replacement
Repair
Replacement
Cleaning
Replacement
Cleaning
Replacement
Repair
Repair
Repair
Cleaning
Replacement
One exercise apparatuses is missing. Some of the structural units
have rusted and could be compromised. Need thorough inspection.
Crushed granite has weeds and needs to be cleaned out
Surfacing needs to be scarified and repainted. Some minor cracking in
concrete. Needs repair. Some rusting on goal.
drain clogged/strainer missing, one broken mounting flange, Needs
repair.
Deck has 2"X 5" hole, interface/threshhold composite deck boards
are broken up and/or replaced buy alternative material. (Wood) Deck
needs repairs.
Some trash cans need work slats replaced and some need green paint.
Signs are old and faded. About 6 are completely sun bleached white
with no visable information. Need to be replaced or removed.
Sun faded. Needs to be replaced. Possibly discontinued.
Composite roof decking and shingles are failing. Holes in roof. Needs
to be completely renovated or removed permanently.
2"X6" decking is rotted and roof is failing. Roof needs complete
replacement/ renovation. Holes are unsightly.
Powder coating faded. Holes dug out on rubber mulch under belt
swings
Needs replacement
Needs pressure washing and staining
Needs paint or wood replacement
Needs cleaning and paint
Needs replacement
Needs court boundary lines
Parking lot needs sealcoating, striping and safety painting.
Needs sealcoating, patching and striping/painting
Need pressure washing, paint and a few wood slats or replace with
compsite.
In poor condition. Text is cracked up. Needs replacement or at lease
paint.
Parks and Recreation Master Plan I 90
Priority
Potential Safety
Hazard
Park Name Feature - Simplified
Central Park Q2
Central Park Q3
Creek View Park
Cy Miller Park
Active Recreation
Infrastructure
Passive Recreation
Trails
Infrastructure
Play Structures
Active Recreation
Infrastructure
Infrastructure
Interpretive/Cultural
Features
Trails
177 Fair
Parking Lot Trash Cans 10 Fair
17 Fair/Good
Trash Cans 12 Fair/Good
8 Fair
Future Maintenance
Amenity
Qty Condition Condition
Score
Description
Maintenance Need
Type
Maint. Recommendations
Work
Needing
Execution
Tennis Courts 2 Fair
LifeTrail Exercise Kiosks 10 Fair/Good
Water Fountain 1 Poor
Parking Lot 1 Fair/Good
Parking Lot Trash Cans 2 Fair/Good
Tennis Court Lighting 4 Fair/Good
Trash cans 9 Fair/Good
Smoker Pit 1 Fair
Small Pavilion Planter 1 Fair
Hike and Bike Trail Lights 11 Fair/Good
Six(6) Ft. Aluminum Fence 1 Fair/Poor
FFAP/Softball Field
Parking Lot
FFAP/Softbll Field
Handicap Parking
FFAP Playground/Splash
Pad Shade Cover(2)
Exercise Stations 4 Fair/Good
Park I.D. Sign 0
Observation Deck
Interpretive Signage
Walking Trail
3 Fair/Poor
1 Poor
1 Fair/Poor 1.5
2 Two(2) tennis courts with net posts and nets. Two(2) color
surfacing.
First kiosk (by tennis courts) is informational regarding
the importance of exercise. Kiosk 2--10 have two exercise
2.5 activity stations per kiosk. Three sided kiosks with in depth
explaination board and praphics. Verticle powder -coated
steel tubing (green and yellow, pre -formed plastic roof.
2 bowl water fountain exposed aggregate/concrete
construction.
1
2.5 Concrete curb and gitter with asphalt parking surface. 40
parking spaces with two being handicapped slots.
2.5 Wood slats painted green with steel ring structure.
4 - 48' Tall tapered galvanized steel poles, 4 - two(2) fixture
2.5 yokes with two square LED light fixtures on each poe (total 8
lights)
2.5 Wood slats painted green with steel ring structure.
2 Smoker pit with fire box, grill box and chimney
2 18'X38' stacked white stone. Stones are 6"X24"x4".
Round elevated concrete footing, flange mounted 3.5"
2.5 diameter steel pole 15' tall faded bronze in color. Square
LED fixture.
Ameristar Echelon Aluminum Residential, 1,138 ft long,
1.5 Fence construction: 3 - rails, 3/4"X3/4" pickets 6 ft tall, 15
pickets (4" on center gap) per 6ft. fence section.
Concrete curb and gitter with asphalt parking surface. 177
parking spaces with 17 being handicapped slots.
2
2
Wood slats painted green with steel ring structure.
2.5 17 Handicapped parking slots
2.5 Green paint, wood vertical planks, steel ring structure
23 - 16" & 20 " diameter steel columns painted white, varying
in elevation. Colored shade covers cable stretched with
turnbuckles between 3 and/or 4 columns. Colors: yellow,
light green, and blue.
Pipe structures painted brown placed on a granite pad.
Signage for exercise instruction (2)
0 No Park ID Sign
2
2.5
1.5 3 wooden decks, 1 is closed
1 Fish identification sign
5ft wide concrete trail
Replacement
Repair
Repair
Repair
Repair
Replacement
Cleaning
Cleaning
Repair
Replacement
Replacement
Repair
Repair
Repair
Repair
Repair
Repair
Replacement
Repair
Replacement
Repair
Courts will be completely replaced with post tention slab with new
2 color surfacing, 4 new net posts and 2 new nets. Fencine and
windscreen will also be replaced.
Lettering/pictures are faded on some kiosks, all need to be pressure
washed one kiosk has a concrete mount foot hold this is bent from
impact. Needs to be repaired.
Fountain structure in good condition. Fountain inoperable. Missing
button caps and button interworking's
White stripping needs to be refreshed. Cannot see lines anymore.
Handicapped markings need paint and cross hatching needs paint as
well.
Several wood slats need to be replaced. Repaint all slats.
Good Condition, but will be replaced with new Musco lighting
Need pressure washing and new paint. Some wood slats may need
replacement.
Rusty, needs cleaning and Rustoleum Paint
10% of stone border is missing. Need to be replaced
Poles faded, fixtures need inspection, exposed wires out of plug
boxes. General wear and tear. One pole taller than others. Also a few
mismatched light fixtures. Need to be replaced on the near future.
Fence pickets are soft aluminum and bend easilty. Hundreds have
been bent breaching fence. Ameristar Echelon Aluminum Residential
fencing has been discontinued. A new fence will need to be budgeted.
Needs sealcoating. Repair and line striping.
Need pressure washing and new paint. Some wood slats may need
replacement. Or replace all with composite slats.
Will need repainting in the near future.
Some slats need to be replaced, all trash cans need fresh green paint.
Shade covers are failing at corners. Several are on order with
additional covers needing to be ordered. Covers are being reinforced
to last longer. One pole is taller than others and there are a few
mismatched light fixtures.
Pipe structures need paint and some repairs. Granite pad has cracks
and steel edging that needs to be replaced.
Needs a new Park I.D. Sign
Decking and some substruture members need to be replaced
Needs replacement
Cracked up in many places, needs section repair/replacement and
power washing
Parks and Recreation Master Plan I 91
Potential Safety
Hazard
Park Name Feature - Simplified
Edelweiss Gartens
Edelweiss Park
Etonbury Park
First Down Park
Infrastructure
Play Structures
Infrastructure
Play Structures
Infrastructure
Passive Recreation
Active Recreation
Gabbard Park Infrastructure
Georgie K. Fitch
Park
Jack and Dorothy
Miller Park
John Crompton
Park
Passive Recreation
Active Recreation
Infrastructure
Passive Recreation
Infrastructure
Interpretive/Cultural
Features
Passive Recreation
Infrastructure
Passive Recreation
Future Maintenance
Amenity
Park I.D. Sign
Park Lighting
Board Walk
Swing Set
Play Structure (5-12
yr.old)
Ornamental Fence
Playground Shade Cover
Play Structure (5-12 yr
olds)
Park I.D. Sign
Park Rules Sign
Stone Benches
Practice Back Stop
Park I.D. (Sign 1)
T-Head Pier
Pond
Concrete steps
Hand Railing
Pavestone wall
Sidewalk
Picnic Tables Rectangular
Picnic Pavilion
Water Fountain
Interactive Learning
Board
Picnic Table
Picnic Pavilion
Park I.D. Sign
Triangular Stone Wall
Planter
Qty Condition
0
6 Good
1 Fair/Good
1 Fair/Poor
1 Good/Fair
Condition
Score
0
2
2.5
1.5
2.5
1 Good/Fair 2.5
1 Poor 1
1 Fair 2
0
N/A
1 Fair/Good
12 Fair/Good
2 Fair/Good
1
Poor
Fair
Fair
Poor
Poor
1 Poor
1 Poor
2 Poor/Fair
1 Poor
2 Fair
1
3
Fair
Poor
1 Fair
2 Poor/Fair
1 Fair
0.5
2 Pond with pier access, aeration fountain and bridges.
1 4' Wide stairway down from Basket Ball court
1 Steel hand railing
Medium size pavestone glued in place (red and black mixed
color) Around play area
1 4' wide side walk along front of park. Concrete, 4" thick.
Table to and seating is made of expanded metal and dipped
in brown PVC. Steel tubing structure painted black
1 12'X12' Square wood structure with 4 -6" square wood posts
2 2 bowl water fountain exposed aggregate/concrete
construction. Operational
Aluminum board approximately 3x5 mounted on 2 steel
2 fence posts. Board have pictures and symbols that relate to
specific meanings.
2-6ft in length expanded metal (dipped in brown PVC) table
top and seating on a galvanized steel tube frame. 1- 6 ft. long
table with wood table top and seating on a galvanized steel
tube frame.
8-sided pavilion with steel columns, steel compression ring, 2
2 bricked -in bays, wood beam roof construction, 2X6 decking
and a composition roof.
0
2.5
2.5
Description
No sign on property
Exposed aggregate poles w/acorn globes
6' wide board walk w/ railing approximately 120' long
2 bay, 4 swings (2 Youth/Adult swings and 2 for infants) Fall
zone good.
Climbers, bridges decks, poured in place fall zone, 1
intended use sign.
6' bays, 5' pickets, 4' tall posts, black, w/flange/screw
installation.
Rectangular tarp stretched over steel structure
5 deck structure, 2 slides 1 stairwell, 4 climbers and poured
in place fall zone. Includes 1 intended use signage
No park I.D. sign
Steel printed sign with plywood backing and 4x4 wooden
post
Roughcut white sandstone blocks with bronze plaques which
include quotes from Red Cashion. Park is in honor of Red
Cashion.
2.5 2 - 3 bay chainlink backstops
1
2
Composite material sign and posts, paint.
T -head pier constructed of wood.
1
1
1.5 Composite material sign and posts, paint.
2
Stones stacked 3 high around a trriangular plant bed formd
by walkway intersection.
Maintenance Need
Type
Replacement
Repair
Replacement
Replacement
Replacement
Replacement
Repair
Repair
Replacement
Replacement
Replacement
Repair
Replacement
Replacement
Repair
Replacement
Replacement
REpair
Replacement
Replacement
Replacement
Replacement
Replacement
Replacement
Repair
Cleaning
Repair
Maint. Recommendations
Needs a new park I.D. sign
1 globe has a hole in it and all poles need to be pressure washed to
remove mold
Wood is old and rotting. Needs to be replaced in the next 2 years.
Swing set frame is rusting and powder coating is peeling off. Needs
to be replaced.
Old and worn out. Needs replacement.
Two panels need to be replaced due to damage
Shade tarp has 2 tears along the ridge pipe of the steel structure.
Has grass growing along edge of fall zone.
Park needs I.D. sign
Steel signage is faded and needs replacement
Most benches are in good condition; however the 4 benches that
make up the football laces are crumbling.
Both backstops need straightening. One has several crossmembers
that have become dislodged. Chainlink is bent up too.
Needs to be replaced. Poor condition
Peir needs to be rebuilt
Although Aeration fountain is working, the pond is full of green algea
floating on the top of the water. Treatment contract in the works.
Patched with asphalt, needs to be replaced
Old, rusted and in need of replacement
Stones missing, stacks need to be straightened
138' of cracked/damaged concrete. Needs replacement
Need to be replaced
Roof has been removed. New Shade structure needed.
Edges chipped on both foutains. Need to be replaced
Mounting is unattractive and the board is bent and some of the
symbols are scratched up.
All picnic tables need to be replaced.
Roof is in need of new shingles tar paper, drip edge, facia board and
paint.
Primary sign needs pressure washing, possible replacement.
Secondary sign in fair shape
Stones are missing or out of place. Ned repair.
Work
Needing
Execution
Parks and Recreation Master Plan I 92
Priority
Park Name
Lions Park
Luther Jones Park
Merry Oaks Park
Oaks Park
Parkway Park
"Pebble Creek
Park
(PARD Property)"
Potential Safety
Hazard
Feature - Simplified
Infrastructure
Active Recreation
Infrastructure
Active Recreation
Infrastructure
Passive Recreation
Play Structures
Infrastructure
Passive Recreation
Infrastructure
Active Recreation
Play Structures
Future Maintenance
Amenity
Ornamental Fence
Dugout benches
Softball Field
Water Fountain
Basketball Court
Wooden Deck Under
Table
Rules Sign
Water Fountain
Bar-B-Que Pit
Play Structure (5-12 yrs.
Old)
Swing Set
Brick Walkway
Park I.D. Sign
Floor mounted oversized
Grill
Disc Golf Course
Horse Shoe Court
Picnic Tables
Bar-B-Que Pits
Vent Hood
Wood Bridge
Soccer Goals
Swing Set (2-5 yr.olds)
Qty Condition Condition
Score
1 Fair
2 Fair
1 Fair/Good
1 Fair/Poor
1 Fair
1 Fair
2
1
2
1
Fair
Fair/Good
Fair/Good
Fair
Fair
Poor
Fair/Poor
Poor
9 Poor
6 Poor
3 Poor
1
1
1
4
1
2
2
1
1.5
1
Description
6 ' tall, 54 bays, 432 L.F. / 4' Tall, 39 bays, 312 L.F.
Located outside of infield, no shade cover. 2"X12"X14' seat
board painted green with 5 steel legs for support.
One softball field, 190' Outfield, 10;fencing arould entire
2.5 field, 750 I.ft. of fencing, no formal dugout. Skinned infield,
bases in place, 15' hight 3 bay backstop. One set of
aluminum bleachers, 5 seat, 15' long.
Wood post with drinking fountain fixture on top. Looks to be
homemade.
Concrete court with 2 goals, 2 backboards and two nets.
Court surfaced with LayKold or equivalent material.
1.5
2
2 2X6 Decking under picnic table at corner of playstructure
2 Park rules & hours of operation
2.5 Exposed aggregate style with single steel bowl.
2.5 Swiveling open grill with adjustable grate
2 Play structure is an older unit. Multiple decks climbers and
circular slide. Pea gravel fall zone.
2 2 Bay swing with 2 belt swings and 2 toddler swings. 3 Up-
side-down U- shape structural legs with cross rail.
Brick walkway connector to concrete trail. Ryerson steel
edging
Composite material sign and posts, paint.
Dual open grill with two separate adjustable grill surfaces.
Steel charcoal pan underneath
1 9 disc golf "holes" with newer markers depicting hole
specifications 9 hole description board on Pavilion wall.
1
1
Fair 2
Fair/Good 2.5
Fair
Fair / Good
Fair to
Good
2
2.5
2.5
6 Horse Shoe Pits with U-shaped concrete borders
Expanded metal table top and seating with brown PVC
coating. Steel tubing frame painted black
Typical open grill Pit with adjustable grill grate
Rectangular Galvanized Steel Vent Hoodheld in place by 4
guide wires
6' wide by 24' long arched wood structure, 2X6 floor boards,
and 4"X4" posts with 2"X4" railing.
6'6"X 19' goal opening, PVC rectangular plastic frame and
net
1 Bay, 2 baby swings, fall zone
Maintenance Need
Type
Repair
Repair
Repair
Replacement
Replacement
Replacement
Replacement
Replacement
Replacement
Replacement
Repair
Repair
Replacement
Replacement
Replacement
Removal
Replacement
Replacement
Replacement
Inspect
Replacement
Replacement
Maint. Recommendations
Missing steel tubing pickets, fence needs paint
Wood needs new paint. Legs need straightening and new paint.
Softball field needs crowning with sand, fencing needs repair. Many
rails are out of socket and the fencing is bent up in some places. Gates
need repair work. Park lights are out of plumb. Need straightening.
Water fountain needs to be replaced with appropriate SPSI-approved
Park water fountain.
Concrete cracked up, sufacing needs replacement. Court needs to be
replaced.
Very old. Needs replacement. Deck boards and possible substructure
are rotted.
Need to be replaced.
Broken and chipped. Not dangerous but needs o be replaced at some
point.
One is in Good Condition the other is broken. Grilling box moves in a
tilted position. Needs to be Replaced
Pea gravel fall zone does not look to be the proper depth. Play
structure is old and dated. Needs to be replaced with newer unit and a
poured in place fall zone.
One of 6 Legs slightly bent. Equipment is old and could use a refresh.
Bricks are missing and need to be replaced. Not safe to walk on at
night. Steel edging poses a hazard.
Needs Replacement
Steel charcoal pan under grill surface is rusted through. Entire grill
needs immediate replacement. Not usable.
All goals need to be replaced. All goals are old, out of plumb
and unsightly. The hole markers are in good shape. 9 hole course
description board is in good shape. Should consider tee boxes.
Courts look very old and unused. No relationship to the rest of the
park. Recommend we remove.
All tables need to be replaced. PVC coating has been burned off
expanded metal. Rusty and sharp.
Needs replacement
Vend hood is in good condition, but no electric motor. No smoke
evacuation unit to draw out smoke. Not usable. Needs replacement or
removal.
Wood structure is at about 80% of life expectancy. Need to plan for
replacement.
Goal has substantial UV damage. Recommend replacement. Net is
also in poor shape. - Replace
Red Powder coating is peeling off posts and clamps Need
replacement
Work
Needing
Execution
Parks and Recreation Master Plan I 93
Potential Safety
Hazard
Park Name Feature - Simplified
"Pebble Creek
Park
(School Property)"
Richard Carter
Park
Sandstone Park
Southern Oaks
Southwest Park
Steeplechase Park
Active Recreation
Infrastructure
Passive Recreation
Play Structures
Infrastructure
Passive Recreation
Play Structures
Infrastructure
Passive Recreation
Play Structures
Infrastructure
Infrastructure
Passive Recreation
Future Maintenance
Amenity
Qty Condition Condition
Score
Description
Maintenance Need
Type
Maint. Recommendations
BB Pavilion Court
Condition
1
Poor
1
Full basketball court. LayKold (or equivalent) court surfacing
2 color/white striping.
Resurfacing
Court surfacing in poor shape. Needs to be stripped, acid washed and
resurfaced.
Backstops
2 Fair/Good 2.5
3 bay chain link fabric/steel pole construction 10' tall with
mid -rail. Additional low rail in middle bay.
Repair
Fence fabric is bent up and missing fence ties. Fabric needs repair/
replacement
Misc. Clutter
5
Poor
1
Metal posts, signs
Removal
Various posts and unessessary signs/posts in playground area.
Remove.
Basketball Court Lighting 12
Fair
2
12 fixtures , LED lights, aluminum shrouds
Replacement
Aluminum shrouds bent and dented from basketball. Protective grills
missing on 2 shrouds Need replacement
Park Dedication Sign 1
Fair
2
Metal sign with aluminum cast dedication sign
commemorating the day and donors.
Cleaning
Metal is dirty and needs to be pressure washed.
Park Rule Sign
2
Fair
2
Park rules & hours of operation
Replacement
Needs paint and a new aluminum printed sign. One sign is missing
from green post. Post need paint as well.
Gaga Ball Ring
1
Fair
2
2X8 edge stacked 3 boards high, octagon shape steel corner
bracing painted green.
Removal
Gaga court dried mud, hard and clumpy. Not a safe surface for use.
Recommend removal.
Playground Shade Cover 3 Poor/Fair
1.5
Rectangular shade tarp stretched over steel tubular frame
with 2 yokes forming a "hip roof" configuration.
Cleaning
Shade cloth full of black mold and needs replacement over all three
play structures. Steel structure needs pressure washing/paint.
Play Structure (5-12 yrs.
old) 1
1 Fair/Good
2 decks 3 ft. off the ground, slide, simple rock climber, 3
2.5 interactive panels, 2 slide poles with steps. 1 intended use
sign, poured in place fall zone with concrete curb surround.
Replacement
Dated play structure. Could use an update. Intended use sign needs
to be replaced.
Play Structure (5-12 yrs.
old) 2
1 Fair/Good
4 desks, 2 slides, rock climber, lilly pad climber, 2 play
2.5 panels, elevated stairwell pad and 1 climber slide.. Intended
use sign post only.
Replacement
Dated structure. Needs update. lndended use sigh missing.
Play Structure (7-12 yrs.
old) 3
2 decks, 2 sided rock climbing wall, 5 balance lillypads, 3
1 Fair/Good 2.5 jungle gyms, stairwell to elevated deck, rope climber,arm and
leg peddle exercise station.
Wood Observation Decks 3 Fair 2
Classic Backless Park
Bench
Play Structure (5-12 yr
olds)
Park I.D. Sign
floor joists, Decking 2X6 Treated lumber, Rails are 2X4 with
4"x4" posts. Seating is 2x6 construction.
3 Fair/Good 2.5 Cast metal bench frame with wood slats for seating. Painted
green
4 decks, 3 slides, 1 climber, 4 sided plastic shingle roof,
poured in place fall zone. Includes 1 intended use sign
1 Poor/Fair 1.5 Composite material sign and posts, paint.
1 Fair 2
Replacement
Replacement
Replacement
Repair
Cleaning
Dated play spructure. Paint chipping. Need to consider replacing.
All wood is well weathered and worn with large cracks. Splinter hazard.
Needs replacement or removal.
Broken frame. Needs replacement. Wood slats need replacement
and/or repainting.
Playground powder coating is chipping off. Intended use sign needs
to be replaced.
Needs pressure washing, could need replacement
Wood Foot Bridges
2
Fair
2
Railess foot bridges 4 ft. wide. 2"X6" decking supported by
4"X4" postes and 2"X6" shirting.
Inspect
Wood is aged and gets submerged during every rain. Wood still
seems sturdy. Need to continue monitoring
Small Picnic Pavilion
1
Poor
1
6-sided all wood structure. 6 vertical wood posts. Some steel
brackets and a steel compression ring. Structural joists, 2X6
decking & composite roof.
Replacement
Needs major repair or replacement. Water damage, rooted wood.
Holes in composite roof.
Planter Ring
1
Poor
1
5' wide planter ring built with stackable pavestone blocks.
Tree planted in the center of the ring.
Repair
Approximately 8 stones missing from the planter ring. Need to be
replaced. Glue in place.
Play Structure (5-12 yr.
old)
Park I.D. Sign 0
Park I .D. Sign
Square planters 4 Poor/Fair
1
1
Fair
N/A
Poor
1.5
2
0
Small play unit, 2 slides, bridge, 2 climbers. Fall zone with
concrete walk as border. Suggested usage sign.
No park I.D. sign
1 Short stone (18") seating wall with letters mouned of face wall
White stone planters 7'X7'X24" tall. Stone construction with
man-made cap.
Repair
Replacement
Replacement
Repair
Dated unit is worn. Powder coating is faded. Needs to be replaced.
Fall zone has soft spot in center of playground area. Needs repair.
Slide has pinching crack. Needs to be addressed.
Need to install a park I.D. sign.
Most letters are missing. Cannot identify park. Lettering and stone
needs to be repaired/replaced.
Stones missing and no plant materials growing
Work
Needing
Execution
Parks and Recreation Master Plan I 94
Park Name
Thomas Park
University Park
W.A. Tarrow Park
Wallace Lake Park
Woodland Hills
Park
Potential Safety
Hazard
Feature - Simplified
Active Recreation
Infrastructure
Infrastructure
Passive Recreation
Trails
Active Recreation
Infrastructure
Passive Recreation
Play Structures
Infrastructure
Infrastructure
Play Structures
Future Maintenance
Amenity Qty
Duel Tennis Court 2
Concrete Drainage flums 1
Walking Path 1
Sign Posts 4
Park I.D. Sign 1
Parking Lot 1
Concrete Splash Pond 1
Wooden Picnic Table
Planter
Dog Agility Course
Crushed Aaphalt Trail
Basketball Court
Concrete Plaza and Walks
Picnic Table
Climber
Park I.D. Sign
Park Sign
Park Lighting
Swing Set
Playground Shade Covers
Play Structure for 3-5 yr.
olds
Play Structure for 5-12 yr.
olds
1
1
8 Fair/Good
Condition Condition
Score
Fair/Good
Poor
Poor
Poor
Fair
Fair/Good
Poor
Poor
Fair
2 Poor
1 Fair/Good 2.5
1 Poor/Fair
2 Fair
1 Poor
0 N/A 0
2 Poor/Fair 1.5
8 Fair 2
1 Poor 1
2 Poor 1
1 Fair 2
1 Fair 2
2.5
1
1
1
2
2.5
1
2
1.5
2
1
Description
Two Tennis courts side by side with 2 nets. Fencing is 10'
at back of court and one bay along the sides. The fens then
steps down to 6'. Surfaced with LayKold or equivalent.
Concrete drainage flums running through park to enhance
storm drainage
Sidewalk covered with ruberized path red in color.
Approximately .25 inches thick.
Located at each entrance of the dog park. Two posts side by
side. No signage.
Composite material sign with painted tree and animal figures.
23 parking slots which include 2 ADA plaking slots. Slots
marked using inlaid brick for permanent markings.
Concrete dish -shaped pond for dogs to play in.
Heavy wood table top and seating set on a tube steel frame
Square Dry -stack stone 7' X 7' X 24" high. Irrigation. No
plants growing inside
8 obstacles (1 missing) consisting of an up/down ramp,
2.5 Bridge ramp, tunnel, zigzag poles, platform, lilly pads and
Rover Jump over. Green and Yellow in color.
Crushed asphalt trails running from the front gate to the the
back of the park.
Full court basketball court. 2 goals, backboards and nets.
LayKold Surfacing or equivalent
Concrete plaza and adjacent walkways that radiate outward
to perimeter walkways.
Expanded metal table top and seating dipped in brown PVC,
Steel tube frame
Monkey Bar style Climber. All bars are same elevation
No I.D. Sign
Composite material sign and posts, paint.
12' Tall exposed aggregate poles, (Octagonal in shape)
traditional style with acorn shaped LED fixtures.
1- 2 bay swing set with 4 belt swings, 3 up -side -down
U-shaped supports with one cross bar
2 rectangular shade covers stretched over hip roof style pile
structures supported by 4 verticle posts over two separate
play structures. Both are GameTime units.
Slide, two decks, shimmy pole and climber. Poured in place
fall zone.
Cork screw slide, multiple decks, gungle gym, Stairwells, rock
clumber and suggested usage sign. Poured in place fall zone
material.
Maintenance Need
Type
Resurfacing
Repair
Resurfacing
Replacement
Replacement
Repair
Removal
Replacement
Repair
Replacement
Replacement
Resurfacing
Replacement
Replacement
Replacement
Replacement
Replacement
Replacement
Replacement
Replacement
Replacement
Replacement
Maint. Recommendations
Courts need to be resurfaced. Cracks need repair. Courts taped for
pickleball. Needs to be removed. Some fencing needs replacement.
Concrete flums and associated work is broken up and in poor
condition. Needs repair/replacement
Northwestern end of park. Red rubberized path material is pealing off
concrete surface. Needs to be removed and reapplied.
Signage missing. Replace signage of pull posts.
Very dirty. May be permanent stain. If so, replace.
Broken curbs need repair. Stripped with brick inlays. ADA parking
needs repair/replacement
Pond drainage connects to waterway which is unsanitary. Pond needs
to be removed .
All heavy wood surfaces are very old, cracking and asplinter hazard.
Needs to be replaced.
Stones missing around planter ledge. Needs repair.
Missing one agility obstacle. Possibly a seesaw. Needs to be replaced.
Poor condition. Asphalt is broken up and not navigable for people in
wheelchairs.
Surface is cracked and chipped. Needs crack repair and resurfacing
Cracks, concrete heaving, sunken concrete/ subsidence. Several areas
in need of replacement
Need to be replaced
Outdated, old, paint oxidized, climber in need of replacement
Park needs I.D. sign
Faded and dirty. Need replacement
In fair condition with one acorn globe broken and needing
replacement. All other globes are faded and yellow. Need
replacement as well.
Unit is rusted and paint is chipping off. Needs replacement
Aged cover has holes and mold. Needs Replacement.
Play unit has aged and needs replacement. Fall zone has holes and
needs replacement or repair.
Play unit has aged and needs replacement. Fall zone has holes and
needs replacement or repair.
Work
Needing
Execution
Parks and Recreation Master Plan I 95
BOARD MEETING
DATA DIGITALIZATION
What are three factors or trends that
College Station must be prepared for in
the future?
Coding If you could wave a magic wand and
Internal, external make one thing happen at College
Station parks, what would that be?
Coding
What is something you think makes the
College Station parks system stand out?
Coding
What are some of the biggest
maintenance and operational
challenges you face in your day to
day?
Coding
More families
Population growth and water usage
People first no car first
More severe weather. Hotter heat. More
Storms
Continued aging of the population
Offering quality of life experience to attract
& retain young families & young talents
Global warming -- we will need more shade
3rd places
Summers are no longer a ghost town
Growth of multifam. Folks need parks as
their outdoor space.
Limited b-ball court availability for ad -hoc
community use - e.g. private b-ball coach
hard to find because of court limitations
School green spaces - has not effectively
been merged/incorporated w system - have
a need to lessen tension.
External
External
Resources
External
External
Resources
External
Resources
External
Resources
Resources
Resources
Spring creek nature trails
More pools + water sports
Baseball fields + pools
A park with plenty of green space
All parks connected by network of
recreational path
Less humidity in TX. Ability to ride/walk to
food + stores + park + pools.
More $
Another large park where nature is a
major focus.
Resources
Resources
Resources
Resources
Resources
External
Resources
Veterans Park and Athletic Complex.
Lick Creek.
Variety of parks across the community
Parks that are close to neighbohroods
The engagement w/ community around
needs + changes
Balance between active recreation and
nature/green amenities
The conditions. Continued growth.
Lick creek park. Especially Lick Creek Park in
the dark + recreationalpath to it.
Offerings
Offerings
Offerings
Offerings
Offerings
External
Offerings
Variety of parks + activities - paths +
Resources playgrounds + water + organized sports Offerings
facilities.
Fun for All Playground Offerings
Hogs
Erosion
Budget
Trails at Lick Creek are routinely flooded
Pollen + humidity - keeping parks shiny
External
External
Resources
External
External
Coding
1) Resources (what we need)
2) Offerings (what we provide)
3) External Trends/Factors (what will impact us externally)
Parks and Recreation Master Plan I 96
CITY ENGAGEMENT RESULTS
Park Name
Favorite
Votes
Needs Improvement
Votes
Favorite %
Needs Improvement
Anderson 4 3 1.39% 4.69%
Art & Myra Bright 0 0 0.00% 0.00%
Baracks 2 0 0 0.00% 0.00%
Bee Creek 19 10 6.62% 15.63%
Billie Madeley 0 0 0.00% 0.00%
Brian Bachmann 2 4 0.70% 6.25%
Bridgewood 2 2 0.70% 3.13%
Brison 3 1 1.05% 1.56%
Brothers Pond 6 6 2.09% 9.38%
Carter's Crossing 0 1 0.00% 1.56%
Castlegate 2 0 0.70% 0.00%
Castle Rock 5 1 1.74% 1.56%
Cove of Nantucket 1 0 0.35% 0.00%
Creekview 0 0 0.00% 0.00%
Crescent point 0 0 0.00% 0.00%
Cy Miller 0 0 0.00% 0.00%
Eastgate 0 0 0.00% 0.00%
Edelweiss 1 3 0.35% 4.69%
Edelweiss Gartens 0 0 0.00% 0.00%
Emerald Forest 1 1 0.35% 1.56%
Etonbury 0 1 0.00% 1.56%
First Down 5 1 1.74% 1.56%
Gabbard 0 0 0.00% 0.00%
Georgie K.Fitch 0 0 0.00% 0.00%
Greens Prairie Reserve 0 0 0.00% 0.00%
Jack & Dorthy Miller 1 1 0.35% 1.56%
John Crompton 6 2 2.09% 3.13%
Lemontree 3 3 1.05% 4.69%
Parks and Recreation Master Plan 97
Park Name Favorite Votes
Needs Improvement
Votes
Favorite %
Needs Improvement
Lick Creek 97 0 33.80% 0.00%
Lions 0 0 0.00% 0.00%
Longmire 1 1 0.35% 1.56%
Luther Jones 2 0 0.70% 0.00%
Merry Oaks 1 0 0.35% 0.00%
Midtown Reserve 0 0 0.00% 0.00%
Northgate 0 2 0.00% 3.13%
Oaks 3 0 1.05% 0.00%
Parkway 0 0 0.00% 0.00%
Pebble Creeek 3 0 1.05% 0.00%
Phillips 0 0 0.00% 0.00%
Reatta Meadows 3 0 1.05% 0.00%
Richard Carter 1 0 0.35% 0.00%
Sandstone 1 0 0.35% 0.00%
Southern Oaks 3 3 1.05% 4.69%
Southwest 1 4 0.35% 6.25%
Steeplechase 0 0 0.00% 0.00%
Stephan C. Beachy Central 59 2 20.56% 3.13%
Thomas 1 1 0.35% 1.56%
University 0 2 0.00% 3.13%
Veterans Park & Athletc Complex 23 0 8.01 % 0.00%
W.A. Tarrow 0 0 0.00% 0.00%
Wallace Lake 0 0 0.00% 0.00%
Wildwood 0 0 0.00% 0.00%
Windwood 0 0 0.00% 0.00%
Wolf Pen Creek 26 7 9.06% 10.94%
Woodcreek 1 1 0.35% 1.56%
Woodland Hills 0 1 0.00% 1.56%
Total 287 64
Parks and Recreation Master Plan I 98
LEVEL OF SERVICE CALCULATIONS
Park Name Number of Trails Surfaced Trails (ft) Unpaved Trails (ft)
Anderson Park
Art & Myra Bright Park
Barracks II Park
1 1,744.70
3 2,789.80
1 2,984.80
Bee Creek Park 5 4,314.60 1,056.70
Billie Madeley Park
Brian Bachmann Community Park
Bridgewood Park
Brison Park
Brothers Park
1 1,143.10
4 3,249.40
1 778.70
1 2,325.10
4 4,652.10
Carter's Crossing Park
1 869.80
Castle Rock Park
Castlegate Park
1 1,823.50
3 3,930.10
Cove of Nantucket Park
1 1,309.40
Creek View Park
2 1,967.40
Crescent Pointe Park
Cy Miller Park
Eastgate Park
1 1,775.90
1 854.80
Edelweiss Park
2 3,079.90
Edelweiss Gartens Park
4 3,972.90
Emerald Forest Park
1 1,507.40
Etonbury Park
2 96.00
First Down Park
1 668.40
Gabbard Park
Georgie K. Fitch Park
2 3,419.20
1 2,701.80
Greens Prairie Reserve Park
1 6,082.00
Jack & Dorothy Miller Park
2 1,953.90
John Crompton Park
4 5,189.10
Lemontree Park 1 2,551.30
Lick Creek Park 8 2,347.60
26,405.00
Parks and Recreation Master Plan I 99
Park Name Number of Trails Surfaced Trails (ft) Unpaved Trails (ft)
Lions Park 1 280.80 -
Longmire Park 2 1,589.70 -
Luther Jones Park - - -
Merry Oaks Park 1 1,861.00 -
Midtown Reserve Park 3 9,817.60 -
Northgate Park 1 1,156.30 -
Oaks Park 2 3,576.10 -
Parkway Park 1 173.50 -
Pebble Creek Park 2 2,175.40
Phillips Park - - -
Reatta Meadows Park 2 1,155.60 -
Richard Carter Park 1 2,780.10 -
Sandstone Park 2 2,094.00 -
Southern Oaks Park 2 5,301.20 -
Southwest Park 1 1,094.70 -
Steeplechase Park 2 3,272.10
Stephen C. Beachy Central Park 5 9,873.80 -
Summit Crossing Park 1 872.00
Thomas Park 4 5,969.10 -
University Park 3,035.80 -
Veterans Park & Athletic Complex 8 22,026.90 W. A. Tarrow Park 4 6,104.20
Wallace Lake Park 2 1,400.70 -
Wildwood Park 1 2,594.60 -
Windwood Park 1 1,029.70 -
Wolf Pen Creek Park 5 15,533.90 -
Woodcreek Park 1 2,249.00 -
Woodland Hills Park 1 1,480.30 -
Total 116 178,580.80 27,461.70
Miles 33.82 5.20
GRAND TOTAL 39.02
Parks and Recreation Master Plan I 100
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