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As indicated in the Master Plan’s Executive Summary and Introduction, the Master Plan includes the <br />following: <br /> <br /> A comprehensive survey of existing recreation resources and a needs assessment developed through <br />community outreach, a community wide telephone survey, recreation demand needs analysis, <br />service area analysis, park and open space acreage analysis, a review of recreation trends and <br />programming needs. <br /> <br /> An inventory of the City’s existing recreation programs and services and recommendations for <br />amended or new services. This portion of the report also reviews programs provided to the public <br />through private and non-profit providers in an attempt to provide a comprehensive overview of <br />recreational program available in the community. <br /> <br /> A review of existing recreational open space and facilities, including parks, trails, and buildings and <br />recommendations regarding options for meeting current and long term needs. <br /> <br /> A survey of potential funding sources for meeting improvement costs. (Note that the report does not <br />however, include a detailed analysis of estimated costs for each recommended <br />improvement/program as these details are difficult to obtain without detailed planning and are <br />subject to market conditions that are specific to the time a project is bid. In addition, the inclusion <br />of project cost estimates may detract from the overall purpose of the Master Plan which is broader.) <br /> <br />While the Master Plan’s detailed findings and recommendations are included in various sections of the <br />document, the Executive Summary includes a brief overview of these for both recreational <br />programming and facilities. As detailed in that section, these cover programs for youth and teens, <br />physical fitness, health and wellbeing, outdoor recreation, cultural arts, aquatics, and adults age 50+. <br />Facility recommendations are presented in the categories to easily identify recommended changes to <br />meet existing, future, and maintenance demands. Also included are recommendations for leveraging <br />opportunities working in concert with other local agencies, including the Pleasanton Unified School <br />District and private sector businesses. <br /> <br />As part of the Master Plan’s adoption process, staff anticipates a joint public workshop of the City <br />Council and the Parks and Recreation Commission for the purpose of reviewing the document. That <br />workshop will then be followed by a regularly scheduled Parks and Recreation Commission and City <br />Council meetings during which both bodies will take formal action on the Master Plan. Staff also <br />anticipates that the Parks and Recreation Commission will provide the City Council with <br />recommendations regarding priorities and/or specific areas of importance with the understanding that <br />the City Council will consider these as part of its ongoing Annual Priorities Work Plan and budget <br />process. <br /> <br />As with all community planning processes of this magnitude, the outcome is a reflection of those who <br />volunteered their time to assist with the effort. Of particular importance are the efforts of the Parks and <br />Recreation Master Plan Steering Committee that worked with RJM, staff and residents to direct the <br />process. <br /> <br /> <br /> <br />