Pleasanton Parks and Recreation Master Plan

Page | 18 APPENDIX C maintenance required to assure that they effectively meet all usage demands. As a result the following facility assessment is summarized as follows: o The Recreation Center at Amador Valley Community Park and Sports Office headquarters at Sports and Recreation Community Park are in need of immediate renovation. o The Nature House and Cultural Arts Center are also in need of immediate renovation. However, prior to renovation, the City should evaluate the opportunities the facilities present, costs associated with operations and the performance objectives that can be achieved at each facility. Evaluation should consider the merits of renovation, banking, or demolishing the buildings. o While portions of the Aquatic Center are currently undergoing significant expansion and renovation, funding should be identified for improvements and upgrades to the pool locker rooms.  Compare Fee Policies of other jurisdictions with the City and establish an updated policy that supports established revenue generation goals for each program taking in consideration equity, cost recovery and consistency.  Encourage and facilitate the private development of recreational activities such as bowling alley, ice rink, movie theater, or indoor soccer venue to address the lack of these facilities within the city limits.  Pursue additional public‐private partnerships with fitness clubs, golf courses, dance studios or other private recreation providers to provide recreation programs.  Community Services Department should conduct and report to governing bodies economic profile reports of major tournaments and swim meets held at city facilities. Staff Recruitment, Training, and Development Staff recruitment, training and development to retain a qualified and customer‐oriented staff are critical to success. Employees must work together as a team with a shared vision of the Community Services Department priorities to provide support services and programs. Recommended Actions  Within resources available the City should ensure that they are providing competitive salaries, benefits and working conditions for all employees to facilitate the retention of a trained and competent work force.  Develop succession plan that provides for advancement of younger employees as baby boomers retire.  Ensure that hiring practices will recruit qualified staff that represents the cultural diversity of the community.  Increase opportunities for professional development and team learning for staff including: o Creating a plan for legal, mandatory, professional development and technical skills training; o Evaluate current training opportunities and identify employee and City needs; o Ensure that training and growth are aligned with City’s vision, mission , and goals; o Provide clear information to staff about professional development and advancement opportunities; o Increase opportunities for cross‐training across divisions.