2026 FRRPD Campaign Policy

Park Maintenance and Asset Management

Know what the district owns. Understand its condition. Maintain it responsibly. Plan before it fails.

Public facilities last longer and serve residents better when maintenance is planned rather than driven only by emergencies.

A responsible recreation district should understand the condition of its playgrounds, fields, buildings, restrooms, irrigation, lighting, pathways, trees, equipment, and supporting infrastructure. That information should help staff and the Board prioritize work, plan replacement cycles, pursue funding, and explain decisions to residents.

Candidate for FRRPD Board of Directors · November 3, 2026

Explore the Maintenance System View the Clean and Safe Parks Plan

Policy at a Glance

Eight Principles for Dependable Facility Care

Establish the Baseline

Maintain an accurate inventory of major district assets and their documented conditions.

Prevent Before Replacing

Use preventive maintenance where practical to reduce avoidable failures and extend useful life.

Prioritize by Need

Consider safety, accessibility, service impact, asset condition, usage, cost, and consequences of delay.

Plan the Full Lifecycle

Consider acquisition, installation, inspection, maintenance, repair, operation, and eventual replacement.

Give Staff Useful Systems

Ensure maintenance information is organized in a way that supports—not burdens—the employees responsible for the work.

Match Resources with Responsibilities

Evaluate whether staffing, training, equipment, contracts, facilities, and funding align with the district's documented workload.

Report Honestly

Help residents understand maintenance priorities, capital needs, completed work, recurring challenges, and material delays.

Review and Improve

Update the system as conditions, facilities, public needs, technology, and professional standards change.

Protecting Public Investments

More Than Fixing What Breaks

Asset management is a structured approach for understanding what the district owns and how to care for it responsibly.

Asset Management Helps the District Understand

›What the district owns or is responsible for maintaining
›Where each asset is located
›What purpose it serves
›Its approximate age, when known
›Its documented condition
›Inspection and maintenance requirements
›Repair history
›Expected remaining service life
›Replacement needs
›Operational importance
›Accessibility considerations
›Safety implications
›Maintenance cost
›Funding eligibility
›Consequences if it becomes unavailable

Asset management does not eliminate unexpected failures. It gives the district better information for prevention, preparation, prioritization, and public decision-making.

Districtwide Asset Inventory

Build or Strengthen a Reliable Inventory

A dependable inventory helps staff and the Board understand what the district is responsible for maintaining.

Sports Facilities

›Fields
›Courts
›Infields
›Turf
›Goals
›Backstops
›Dugouts
›Scoreboards
›Bleachers
›Lighting
›Irrigation
›Drainage
›Storage
›Field equipment

Buildings

›Restrooms
›Community buildings
›Offices
›Maintenance buildings
›Concession areas
›Pool-support buildings
›Storage facilities
›Roofs
›Doors
›Windows
›Accessible entrances

Paths and Access

›Walkways
›Trails
›Ramps
›Bridges
›Parking areas
›Striping
›Drop-off areas
›Curbs
›Accessible routes
›Emergency access

Utilities and Systems

›Electrical service
›Lighting controls
›Water service
›Irrigation controllers
›Pumps
›Drainage
›Sewer or septic connections
›Communications
›Security systems
›Fire-safety equipment
›Backup power where applicable

Landscape and Natural Assets

›Trees
›Turf
›Planted areas
›Natural areas
›River-connected spaces
›Erosion-control features
›Habitat areas
›Vegetation-management zones

Fleet and Equipment

›Vehicles
›Mowers
›Tractors
›Trailers
›Utility vehicles
›Hand tools
›Field-maintenance equipment
›Irrigation equipment
›Cleaning equipment
›Safety equipment

A public list should not contain security-sensitive locations, access controls, equipment vulnerabilities, serial numbers, or information that could facilitate theft or damage.

Condition Categories

Use Consistent Language for Facility Conditions

Consistent internal condition labels help staff, the Board, and residents discuss facility conditions clearly.

Good: Performing its intended function with routine maintenance.
Adequate: Usable but showing wear or requiring monitored maintenance.
Needs Repair: A documented problem is affecting function, appearance, accessibility, efficiency, or reliability.
Major Rehabilitation Needed: Significant work may be required to restore dependable service.
Replacement Planning Needed: Repair may no longer be the most responsible long-term option.
Out of Service or Restricted: Use is limited pending evaluation, repair, replacement, or another authorized decision.
Unknown or Needs Professional Evaluation: Available information is insufficient for a reliable determination.

These are proposed administrative categories—not professional engineering or legal conclusions. Condition is communicated through the label text, not by color alone.

Prioritization Framework

Not Every Need Can Be Addressed at Once

Transparent evaluation criteria help residents understand why certain repairs come first.

01Immediate life-safety concern identified by qualified personnel
02Accessibility barrier
03Required legal, regulatory, or professional action
04Essential service interruption
05Risk of greater damage if delayed
06Number and range of residents affected
07Effect on youth or community programming
08Asset condition
09Cost of repair compared with replacement
10Availability of parts, contractors, or qualified staff
11Grant or funding opportunity
12Seasonal timing
13Geographic balance
14Long-term operating and maintenance cost
15Community feedback
16Consequences of taking no action

A highly visible project should not automatically outrank a less visible repair involving safety, accessibility, infrastructure, or preservation of an essential asset.

Final priorities require staff analysis and appropriate Board action.

Maintenance Levels

Different Work Requires Different Planning

Distinguishing maintenance levels helps the district plan, fund, and communicate work appropriately.

Emergency Response: Conditions requiring immediate evaluation because they may involve serious danger, major damage, or essential-service failure.
Urgent Corrective Maintenance: Important repairs that should receive timely attention but do not necessarily constitute an emergency.
Routine Maintenance: Recurring work such as cleaning, litter removal, mowing, inspections, restroom servicing, field care, and minor repairs.
Preventive Maintenance: Scheduled work intended to reduce failure and extend useful life.
Seasonal Maintenance: Work tied to sports seasons, weather, irrigation, pools, vegetation, events, heat, smoke, rain, or winter conditions.
Deferred Maintenance: Needed work delayed because of funding, staffing, parts, contracting, design, approvals, competing priorities, or other constraints.
Capital Improvement: Major rehabilitation, replacement, expansion, or construction requiring separate planning and approval.

Maintenance should not be classified solely by cost. Complexity, authority, risk, and scope also matter.

Preventive Maintenance

Small Investments Can Prevent Larger Failures

Scheduled preventive maintenance can reduce avoidable failures and extend the useful life of public assets.

›Irrigation checks
›Drainage preparation
›Roof and building-envelope review
›Lighting checks
›Electrical evaluation by qualified personnel
›Playground review by appropriate professionals
›Field preparation
›Equipment servicing
›Gate and fence maintenance
›Restroom-fixture care
›Paint and protective coatings
›Tree care by qualified professionals
›Vehicle and machinery servicing
›Fire-extinguisher and safety-equipment servicing
›Accessible-route monitoring
›Surface and pavement care
›Pest-management coordination

Schedules must reflect manufacturer guidance, professional standards, legal requirements, actual use, environmental conditions, and staff capacity.

Operational schedules that create security or vandalism risks should not be published.

Work Requests

Track Concerns from Report to Resolution

A useful work-request system follows a concern from the first report through to resolution and follow-up.

A Work-Request System May Include

›Date reported
›Facility
›General location
›Concern category
›Description
›Photograph when appropriate
›Initial priority
›Assigned work group
›Inspection or professional-review need
›Current status
›Action taken
›Parts or contractor requirement
›Completion date
›Follow-up need
›Recurring-problem flag
›Public-facing summary when appropriate

Suggested Public Statuses

Received
Under review
Scheduled
Awaiting parts or contractor
Requires capital planning
Completed
Closed after evaluation
Referred to another responsible agency

Protect

›Resident contact information
›Employee information
›Security details
›Internal legal communication
›Private contractor information
›Sensitive incident information

A public-facing status should not expose the complete internal maintenance record.

Resident Reporting

Make It Easier to Report the Right Information

A clear reporting tool helps residents share useful information and helps staff respond efficiently.

A Resident Reporting Tool Could Ask For

›Park or facility
›General location
›Concern category
›Date observed
›Description
›Optional photograph
›Whether the condition appears urgent
›Contact information for follow-up
›Whether the resident wants campaign or district updates

For emergencies or immediate threats, call 911. A campaign form does not create an official FRRPD work order.

Share a Park Concern

Residents should not touch damaged equipment, enter closed areas, confront others, or place themselves at risk to document a condition.

Playgrounds

Plan for Inspection, Repair, and Replacement

Playgrounds require professional attention to keep children safe and to plan for long-term modernization.

›Equipment condition
›Surfacing
›Accessible routes
›Age ranges
›Entrapment or fall concerns requiring professional review
›Shade
›Seating
›Fencing where appropriate
›Drainage
›Signs
›Replacement parts
›Manufacturer guidance
›Remaining service life
›Inclusive-play opportunities
›Long-term modernization

Community observations are not playground-safety certifications.

Inspection, repair, closure, and reopening decisions require appropriate staff and qualified professional judgment.

Read the Inclusive Recreation Plan

Sports Fields

Field Quality Requires Year-Round Planning

Fields need care throughout the year—not only during game season.

›Turf
›Infields
›Soil
›Compaction
›Drainage
›Irrigation
›Lighting
›Fencing
›Goals
›Backstops
›Dugouts
›Bleachers
›Accessible routes
›Restrooms
›Storage
›Scheduling
›Recovery periods
›Seasonal preparation
›Tournament impacts

Field availability must be balanced with the maintenance and recovery needed to preserve safe, playable conditions. Not every field can remain open continuously.

Read the Youth Sports and Programs Plan

Restrooms and High-Use Areas

Everyday Conditions Shape Public Confidence

Clean, functioning restrooms and high-use areas strongly influence how residents experience a park.

›Cleaning frequency based on use
›Supplies
›Fixtures
›Lighting
›Ventilation
›Doors and locks
›Accessibility
›Vandalism response
›Plumbing
›Odor
›Waste collection
›Event demand
›Seasonal demand
›Closure notices
›Repair reporting

Cleaning schedules that have not been approved or resourced should not be published.

Trees, Landscaping, and Vegetation

Maintain Shade, Visibility, Health, and Resilience

Trees and landscaping are living assets that require professional, long-term care.

›Tree health
›Hazard review by qualified arborists
›Appropriate pruning
›Irrigation
›Shade preservation
›Visibility
›Invasive vegetation
›Weed management
›Fire risk
›Native and drought-appropriate landscaping
›Habitat
›Historic or culturally significant trees
›Storm resilience
›Replacement planting
›Long-term urban-forest planning

A tree should not be diagnosed as hazardous or diseased without qualified evaluation.

Herbicide, pesticide, vegetation, and pest-management decisions must follow applicable laws, labels, professional standards, public-safety requirements, and environmental considerations.

Pest Management and Public Health

Use Documented, Responsible Pest Management

An integrated approach considers prevention, monitoring, and targeted action rather than relying on routine chemical use.

Recommend an Integrated Approach Considering

›Inspection
›Accurate identification
›Sanitation
›Exclusion
›Water management
›Vegetation
›Habitat modification
›Monitoring
›Targeted treatment when justified
›Public notice where required
›Documentation
›Follow-up

Potential Concerns May Include

✓Mosquitoes
✓Rodents
✓Stinging insects
✓Structural pests
✓Wildlife conflicts
✓Standing water
✓Waste-related pest activity

Dacoda's professional pest-management and vector-control experience may inform the questions he asks, but district decisions require qualified staff, applicable licenses, legal compliance, and appropriate public processes.

This policy page does not provide pesticide instructions or product recommendations.

Staffing and Workload

Understand the Work Before Setting Staffing Priorities

Staffing decisions should begin with a clear understanding of the actual workload.

A Workload Review May Examine

›Number and type of facilities
›Acreage and developed areas
›Seasonal demand
›Program schedules
›Events
›Travel time
›Emergency response
›Required certifications
›Specialized work
›Contracted services
›Overtime
›Vacancies
›Equipment
›Administrative workload
›Preventive-maintenance needs
›Capital-project support
›Safety requirements

Conclusions about understaffing, performance, productivity, or individual employees should not be published without verified analysis.

The Board establishes policy and approves budgets. Appropriate managers supervise employees and daily work.

District Staff, Contractors, and Partners

Use the Right Resource for the Work

Different work calls for different resources. Matching the right resource to each task protects both employees and residents.

District Staff: May provide institutional knowledge, routine service, inspections within their qualifications, work coordination, and operational continuity.
Qualified Contractors: May be appropriate for specialized, licensed, temporary, high-risk, or capital work.
Professional Consultants: May provide engineering, architecture, accessibility, arboriculture, environmental, technology, legal, financial, or other specialized expertise.
Volunteers and Community Groups: May supplement appropriate beautification, cleanup, events, planting, or community projects when safely organized.

Volunteers should never replace qualified employees, licensed contractors, professional inspections, hazardous work, or the district's responsibility for dependable public service.

Equipment and Fleet

Employees Need Dependable Tools

Dependable equipment is essential to dependable maintenance.

›Current equipment
›Condition
›Usage
›Downtime
›Repair cost
›Remaining service life
›Safety
›Training
›Storage
›Fuel or energy
›Parts
›Replacement schedule
›Leasing versus purchasing
›Shared use
›Contractor alternatives

Equipment weaknesses, storage locations, security controls, keys, and serial numbers should not be published.

Lifecycle value should be evaluated rather than automatically selecting the lowest purchase price.

Computerized Maintenance Management

Use Technology to Organize Work—not Create More Work

An appropriate maintenance-management system could help organize work, but only if it genuinely supports the employees doing it.

A System Could Support

›Asset inventory
›Work requests
›Preventive schedules
›Repair history
›Parts
›Photographs
›Labor tracking
›Contractor records
›Inspection reminders
›Replacement planning
›Reporting
›Mobile access for authorized staff

Before Selecting a System, Evaluate

✓Staff needs
✓Ease of use
✓Cost
✓Training
✓Data ownership
✓Cybersecurity
✓Privacy
✓Vendor lock-in
✓Export capability
✓Offline needs
✓Integration
✓Long-term support

A specific vendor should not be selected or endorsed on the campaign website. Technology should reduce duplicated work—not require employees to maintain unnecessary data solely for appearance.

Replacement Planning

Prepare Before an Asset Reaches the End of Its Life

Planning replacement in advance helps the district avoid disruptions and pursue funding proactively.

›Approximate installation date
›Expected useful life
›Condition
›Maintenance history
›Failure risk
›Repair cost
›Replacement cost
›Accessibility
›Energy and water efficiency
›Parts availability
›Operational impact
›Grant eligibility
›Design requirements
›Procurement time
›Contingency
›Disposal
›Future maintenance

Replacement dates are planning estimates, not guarantees. Some assets may last longer with appropriate maintenance. Others may require earlier action because of failure, safety, availability, or changing standards.

Deferred-Maintenance Backlog

Make the Backlog Understandable

A clear, honest public summary helps residents understand the scope of maintenance needs.

A Public Summary May Categorize Needs By

Routine work
Urgent repair
Preventive maintenance
Accessibility
Major rehabilitation
Replacement
Capital expansion
Professional evaluation needed
Estimated timeframe
Preliminary funding status

Every Backlog Estimate Should State

✓Date prepared
✓Included facilities
✓Included costs
✓Excluded costs
✓Estimate level
✓Assumptions
✓Whether professional evaluation occurred
✓Potential for change

One unsupported total for "all needed repairs" should not be published.

Funding

Maintenance Must Be Funded After Construction

Building a facility is only the beginning. Long-term care must be planned and funded from the start.

Potential Resources May Include

›Existing operating revenue
›Capital funds
›Grants
›Restricted project funds
›Partnerships
›Sponsorships
›Lawful donations
›Program revenue
›Phased replacement
›Reserves established for appropriate purposes
›Future public-revenue discussions when legally and publicly approved

Every New Capital Project Should Identify

✓Expected maintenance
✓Staffing
✓Utilities
✓Insurance
✓Inspections
✓Repair
✓Replacement
✓Technology subscriptions
✓Training
✓Security
✓Lifecycle obligations

A grant that builds a facility does not automatically fund its long-term care.

This policy does not propose a specific tax or assessment.

Public Maintenance Dashboard

Show Progress Without Exposing Sensitive Operations

A public dashboard can help residents follow maintenance progress while protecting sensitive operational details.

Illustrative Framework — Not Current FRRPD Operational Data

Facility	Category	Status
Example: Field Lighting Repair	Urgent Repair	Scheduled
Example: Restroom Renovation	Capital	Requires Capital Planning
Example: Playground Surfacing	Routine	Completed

The example rows above are placeholders to show the format only. No actual FRRPD operational data is shown.

Possible Public Information

›Major maintenance priorities
›General facility
›Project category
›Current status
›Date last updated
›Approved budget when available
›Funding source
›Public impact
›Completed work
›Known delays
›Capital-planning needs
›Next public action

Do Not Display

›Employee schedules
›Security vulnerabilities
›Alarm information
›Keys or access controls
›Sensitive equipment locations
›Resident contact information
›Active investigation details
›Internal legal advice

Read the Public Accountability Plan

Park Audit Series

Community Observations Can Help Inform Questions

The independent Park Audit Series documents publicly observable conditions and resident feedback through a 100-point Quinn Audit Rating and a separately calculated Community Pulse Rating.

It may help identify subjects for further review, but it is not:

›An official FRRPD inspection
›A playground-safety certification
›An engineering report
›An ADA compliance determination
›An arborist report
›An environmental assessment
›A work order
›A staff-performance evaluation

The 100-point rating translates directly to five stars by dividing the score by 20.

Community Pulse scores should not be published without sufficient documented resident input.

Explore the Park Audit Series

Implementation Roadmap

Build the System in Practical Phases

Review

Understand existing systems, records, plans, staff knowledge, contracts, and reporting.

Inventory

Develop or strengthen the major asset inventory without delaying necessary maintenance.

Condition Baseline

Use appropriate staff and qualified professionals to document conditions.

Prioritize

Apply consistent criteria and identify urgent, routine, preventive, and capital needs.

Resource Plan

Evaluate staffing, equipment, contractors, funding, grants, and replacement needs.

Implement

Perform authorized maintenance, repair, rehabilitation, or replacement.

Report

Publish understandable progress while protecting sensitive information.

Update

Review the inventory, priorities, and lifecycle assumptions regularly.

Documenting every minor object should not delay addressing evident maintenance needs.

Measuring Results

Track Progress with Honest Context

✓Percentage of major assets inventoried
✓Assets with documented condition
✓Preventive-maintenance completion
✓Work-request volume
✓Work-request age
✓Recurring problems
✓Facility downtime
✓Emergency versus planned work
✓Repair versus replacement decisions
✓Accessibility barriers addressed
✓Grant applications and awards
✓Approved versus final project cost
✓Maintenance backlog trends
✓Resident feedback
✓Long-term asset condition

Measurements should include context. A lower number of work requests does not necessarily mean conditions improved; residents may have stopped reporting or the reporting system may be difficult to use.

Authority and Accountability

Board Governance and Daily Operations Are Different

If elected, Dacoda would serve as one member of the FRRPD Board of Directors.

A Director May

✓Ask questions
✓Request public discussion
✓Review budgets and reports
✓Propose priorities
✓Vote on matters before the Board
✓Evaluate the district administrator consistent with Board authority
✓Remain accountable to residents

A Director Should Not

›Personally assign daily employee tasks
›Circumvent appropriate supervisors
›Interfere with lawful personnel processes
›Direct contractors without authority
›Perform professional inspections without qualifications
›Promise repairs outside the approved process
›Use campaign volunteers as unofficial district workers

Budgets, policies, contracts, staffing, and capital projects require appropriate collective action.

Related Policies

Community Input

What Maintenance Issue Should Receive Attention?

›Which park condition concerns you?
›Is the problem recurring?
›Which facility is frequently unavailable?
›Which repair would improve access?
›Which everyday maintenance issue affects your experience?
›Which asset should be protected before it deteriorates?
›Is reporting a concern currently easy or difficult?
›What information should a public maintenance dashboard show?
›Where would preventive maintenance save money?
›Which park should be reviewed next?

Report a Park Concern Explore the Park Audit Series View Clean and Safe Parks View Public Accountability