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Introduction __ Pleasanton Cultural Plan A series of focused group discussions were then held with specific interest-area groups including representatives of the City's business community, High School Band Boosters, Historical Society members, leadership classes at the city's High and Middle Schools, and twenty-one other topic-area groups. Public Hearings before the Parks and Recreation Commission, Human Services Commission and Civic Arts Commission were held in January and February, 1998. during which any and all topics relevant to the cultural plan were open for public comment. Plan Format As a result of input received from these meetings and the findings from consultant research, the Cultural Plan Planning Committee held two additional meetings to develop the goals, objectives, funding and implementation recommendations contained in this document. The Plan begins with goals (broadly-worded statements of intent) and objectives (strategies, tactics, and tasks by which to accomplish the goals). A subsequent section is devoted to implementation and outlines funding needs and organizational structures which will be required to implement the Plan. An appendix provides a summary of research undertaken for the planning process. The Cultural Plan is the result of input received from almost 400 people during the duration of the planning process, and as such, represents the collective direction of the eity's arts, cultural, and heritage communities and key leaden representing other sectors of the City. The City staff. Civic Arts Commissioners, and volunteer Committee members who crafted this document have intended to reflect and respond to those needs and visions identified by the community. Volunteers involved in the planning process contributed in excess of 1,200 hours towards the creation of the Plan. Augmented by the assistance of professional staff and consultants, this final Plan document is intended to serve as a vital blueprint for the future development of P!easanton's arts, cultural, and heritage assets. The Cultural Plan is grounded in a belief that a true public/private partnership will be an essenlial aspect of ils implemenlation. A vibrant cuhural climate nol only enhances the aesthetic life of a community but ils economic vitality as well. The participation of private funders, businesses and corporations, volunteers, non-profit arts and cultural organizations, government departments and others, will be necessary for implementation of this Plan. lts ultimate success will be overseen under the auspices and guidance of the Pleasanton City Council, its professionally-staffed departments, its appointed Civic Arts Commission, and its non-profit partner, the Pleasanton Cultural Arts Council. AMS Planning &Research 3 May 1998