Pleasanton Parks and Recreation Master Plan

P a g e | 2 A P P E N D I X B Table 1 Parks Budget Summary Fiscal Year Ending Budget Actual Expenditures June 2008 $7,761,660 $7,441,379 June 2009 $6,657,606 $6,410,829 June 2010 $6,983,271 $6,606,449 June 2011 $7,005,565 $6,463,176 June 2012 $6,518,376 $6,170,215 The City will be faced with significant issues over the next few years, including continued population growth, development of new parks and open space areas, and increased demand for all-weather/lighted sports fields, etc. Despite these and other issues, the City has the opportunity to maintain the high level of excellent park and recreation services while modernizing and improving current practices and procedures. As an example, development of sustainable practices will help to maximize available resources and create a more sustainable City for the future while demonstrating to the public the practices, duties, and tasks associated with environmentally sound park maintenance. The City of Pleasanton currently has excellent park maintenance standards and practices in place. These standards will easily form the foundation for the development of enhanced operations and maintenance practices. The City of Pleasanton should work towards implementing and developing the following:  The City maintains an excellent life-cycle maintenance program but the program suffers from the support of funding. The result is that many recreation facilities such as the Nature House, Amador Recreation Center, Cultural Arts Building, Aquatic Center locker rooms, etc. suffer from long-standing deferred maintenance. Identification of funds and development of an on-going minor maintenance renovation program should become a priority for the City. o Facilities in need of immediate renovation include the Recreation Center and Cultural Arts Building at Amador Valley Community Park, the Sports Office at Sports and Recreation Community Park, the Nature House at McKinley Park and the Century House at Bicentennial Park o Prior to any 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 the pool is currently under renovation funding should be identified for improvements and upgrades to the pool locker rooms. o The opportunities to raise construction and on-going maintenance funds by the establishment of a park/park amenity naming program. The focus could be the naming of individual facilities “purchased” by local business organization with the funds going into a dedicated fund.  The City should continue to utilize and refine the soil management plan which includes regular soil testing in order to avoid issues with plant die-back and sparse or soggy turf conditions. The plan should include at a minimum: o Soil type and texture