Pleasanton Parks and Recreation Master Plan

3-14 Pleasanton Parks and Recreation Master Plan Section Three – Recreation Programming Recommendations 2014 4. 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 5. The City should encourage private recreation providers to locate unique and/or appropriate businesses within the City limits 6. Pursue additional public‐private partnerships with fitness clubs, golf courses, dance studios or other private recreation providers to provide recreation programs 7. Community Services Department should conduct and report to governing bodies economic profile reports of major tournaments and swim meets held at City facilities 3.5.3 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’s priorities to provide support services and programs. Recommended Actions: 1. Within resources available, the City should continue to maintain a trained and competent work force 2. Foster succession planning 3. Increase opportunities for professional development and team learning for staff including: a. Creating a plan for regulatory, mandatory, professional development and technical skills training b. Evaluate current training opportunities and identify employee and City needs c. Ensure that training and growth are aligned with City’s vision, mission , and goals d. Provide clear information to staff about professional development and advancement opportunities e. Increase opportunities for cross‐training across divisions 4. Develop employee work plans and employee work teams to implement the goals and objectives of the Master Plan 3.5.4 Volunteer Recruitment and Training Volunteer recruitment and training is a new challenge to community agencies as the volunteer pool diminishes because of working parents and aging WWII generation of steadfast, community volunteers. Offering meaningful volunteer opportunities to baby boomers and instilling volunteerism in youth will facilitate new volunteer support. The Senior Center has a robust volunteer program of over 270 volunteers and an additional 25 community partners. Many agencies state‐wide have initiated programs of “Park Stewards” who foster leadership and partial management of park sites in conjunction with City staff. This program could be expanded to develop “Play Stewards” who would foster the same leadership qualities but within recreation programming.