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<br /> <br /> <br />3-15 <br /> <br />Pleasanton Parks and Recreation Master Plan <br />Section Three – Recreation Programming Recommendations 2014 <br />Recommended Actions:  <br />1. Create challenging and meaningful volunteer opportunities for all age segments in the <br />community. This could include: <br />a. “Park Stewards” who with City leadership and cooperation lead the volunteer maintenance <br />and restoration work in a city park, bringing together the needed volunteers, materials, <br />technical knowledge, and other resources necessary to provide maintenance and to make <br />on‐the‐ground improvements a reality <br />b. “Play Stewards” who with City leadership and cooperation lead the volunteer recreation <br />programming work within park sites and or facilities, bringing together the needed <br />materials, technical knowledge of play, and other resources necessary to provide additional <br />play and recreational opportunities to the youth of the City <br />c. Develop a “Park and Play Steward” training and certification program that includes aspects <br />of park maintenance, play, City procedures, and etc. <br />2. Work cooperatively with local service clubs to recruit volunteers for special projects or events <br />3. In cooperation with schools and youth groups such as Boy Scouts and Girl Scouts engage youth <br />in the design of and completion of volunteer work <br /> <br />3.5.5 Marketing Brand and Facility Rental  <br />  <br />Marketing and communication of public information in both print and electronic media is essential to <br />increase public awareness about programs and facilities to reach all ages, non‐users and the <br />underserved. While the City provides an excellent level of service in many areas, some aspects of <br />marketing, branding, and facility rental falls short of the mark. Refer to the Appendix for a table <br />displaying the limited number of rentals for city offered facilities. Some of these are resulting from the <br />need for renovation and upgrades and other clearly from the need for improved marketing. <br />  <br />Recommended Actions:  <br />1. Evaluate the opportunities to transfer management of selected facilities such as the Century <br />House to a local non‐profit organization. This could be structured similar to the arrangement <br />between the City and the operation of the Museum on Main <br />2. Due to high demand and revenue potential, the City should identify additional park locations for <br />the development of group picnic rental sites. These facilities could range in size to serve groups <br />of 150 people or more <br />3. Expand the available advance rental time of facilities for non‐residents from 6 to 9 months <br />4. Continue to move forward with the Department’s efforts at branding with a focus on the <br />Department’s ability to reach out to the public not only through the Activity Guide, but through <br />the internet, social media, and the website. The Department should in addition to the external <br />branding effort look to evaluate and improve internal branding and the Department’s presence <br />through community and City/Department related events <br />5. Utilize all media print, non‐print and social network media to market programs and <br />communicate public information on the value of leisure services and programs to target groups <br />and underserved populations <br /> <br /> <br /> <br /> <br />