08.02.18_Full_AgendaCITY OF CUPERTINO
AGENDA
PARKS AND RECREATION COMMISSION
7:00 PM
10350 Torre Avenue, Community Hall
Thursday, August 2, 2018
This meeting will be televised.
CALL TO ORDER
PLEDGE OF ALLEGIANCE
ROLL CALL
APPROVAL OF MINUTES
1.Subject: Regular Meeting on June 7, 2018
Draft Minutes
2.Subject: Special Meeting on July 24, 2018
Draft Minutes
CEREMONIAL MATTERS AND PRESENTATIONS
3.Subject: Vallco Specific Plan Presentation
POSTPONEMENTS
ORAL COMMUNICATIONS
This portion of the meeting is reserved for persons wishing to address the commission
on any matter not on the agenda. Speakers are limited to three (3) minutes. In most
cases, State law will prohibit the commission from making any decisions with respect to
a matter not listed on the agenda
WRITTEN COMMUNICATIONS
OLD BUSINESS
Page 1
August 2, 2018Parks and Recreation Commission AGENDA
4.Subject: Inclusive Playground Feasibility Study - Concept Plans
Staff Report
A - Site Plan and Concept Plans for Inclusive Play Area, Jollyman Park
B - Preliminary Cost Estimate for Inclusive Play Area
5.Subject: Citywide Parks and Recreation System Master Plan - Goals, Objectives
and Actions
Staff Report
A - Systemwide Goals, Objectives and Actions, Draft, July 2018
6.Subject: 2018-2019 Draft Work Plan
Draft Work Plan
NEW BUSINESS
STAFF AND COMMISSION REPORTS
7.Subject: Director's Report
ADJOURNMENT
Page 2
August 2, 2018Parks and Recreation Commission AGENDA
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning
to attend the next meeting who is visually or hearing impaired or has any disability
that needs special assistance should call the City Clerk's Office at 408-777-3223, 48
hours in advance of the meeting to arrange for assistance. Upon request, in advance,
by a person with a disability, meeting agendas and writings distributed for the meeting
that are public records will be made available in the appropriate alternative format.
Also upon request, in advance, an assistive listening device can be made available for
use during the meeting.
Any writings or documents provided to a majority of the members after publication of
the agenda will be made available for public inspection. Please contact the City
Clerk’s Office in City Hall located at 10300 Torre Avenue during normal business
hours.
IMPORTANT NOTICE: Please be advised that pursuant to Cupertino Municipal
Code 2.08.100 written communications sent to the Cupertino City Council,
Commissioners or City staff concerning a matter on the agenda are included as
supplemental material to the agendized item. These written communications are
accessible to the public through the City’s website and kept in packet archives. You are
hereby admonished not to include any personal or private information in written
communications to the City that you do not wish to make public; doing so shall
constitute a waiver of any privacy rights you may have on the information provided to
the City.
Members of the public are entitled to address the members concerning any item that is
described in the notice or agenda for this meeting, before or during consideration of
that item. If you wish to address the members on any other item not on the agenda, you
may do so during the public comment.
Page 3
CITY OF CUPERTINO
PARKS AND RECREATION COMMISSION
Community Hall
10350 Torre Ave, Cupertino, CA
Thursday, June 7, 2018
7:00 PM
MEETING
DRAFT MINUTES
CALL TO ORDER
Chair Tambe called the meeting to order at 7:02pm in the Community Hall, at 10350 Torre
Ave, Cupertino, CA.
PLEDGE OF ALLEGIANCE
Commissioners present: Meenakshi Biyani, Neesha Tambe, Helene Davis, Judy Wilson
Commissioners absent: Carol Stanek
Staff present: Christine Hanel, Gail Seeds, Kevin Khuu
APPROVAL OF MINUTES
1. Regular Meeting on May 3, 2018 – Vice Chair Biyani asked to change a word under
#3, Neighborhood Events, from “forum” to “form”. Commissioner Davis
motioned to approve the amended minutes of May 3, 2018. Vice Chair Biyani
seconded. Motion passed with 3 yes, 1 absent, and 1 abstain.
2. Special Meeting/Public Input Workshop on May 17, 2018 – Commissioner Davis
motioned to approve the minutes of May 17, 2018. Vice Chair Biyani seconded.
Motion passed with 3 yes, 1 absent, and 1 abstain.
CEREMONIAL MATTERS AND PRESENTATIONS
None
POSTPONEMENTS
None
ORAL COMMUNICATIONS
None
WRITTEN COMMUNICATIONS
None
OLD BUSINESS
3. Citywide Parks and Recreation System Master Plan
Christine Hanel, Assistant Director of Recreation and Community Services,
introduced Gail Seeds, Parks Improvement Manager, to review the work that was
done so far for the Master Plan project. Gail also reviewed the input gathered from
the May 17th workshop and requested input and feedback from the Commission
to provide to the City Council.
Commissioner Davis wrote down her comments in a letter and read it during the
meeting (see the submitted documents). Suggested connecting with the Fine Arts
Commission about the performing arts center.
Vice Chair Biyani commented that Memorial Park is a critical park and the center
of the City. Being popular for large events, to keep it for the large events use. Smart
use of space such as vertical growth, leading to multistory/multipurpose use. Also
to invest in more parking (i.e. underground) since increased use of the park will
require more parking. This would impact the neighborhood street and reduce
crowding in the streets. Have indoor/outdoor space connections, such as opening
up buildings during the summer days, and to have a banquet space that could host
more than 300 people. Supported the Arts and Events plan, but likes certain
features of the other plans, such as the improved parking lot at Quinlan and
improved sidewalk access, and supports having a smaller performing arts center.
Commissioner Wilson commented that Memorial Park is the Recreation center of
the City, to keep the Quinlan, Senior, and Sports Center and build around them.
Supports multiuse and the fitness theme. Voted for the active and multiuse plan,
but keeping the open space for the events. Also supports both an aquatics and
performing arts center. For the performing arts center, to build that in the City
center, such as Vallco. Supports the multipurpose gym with the rooftop usage and
to build up. Only addition to the active and multi-use plan is to create more
meeting places, both indoor and outdoor, small and large, possibly upgrade the
Quinlan center or to the future gym. Also supports more parking and if we build
a new performing arts center, would need more parking to accommodate it, or
build it in a corridor with transportation or in intercity planning. For the
performing arts center, suggested upgrading the amphitheater at Memorial Park
instead.
Chair Tambe supports the active and multi-use plan, but with Memorial park as
the Recreational Center of the City, parking must be made available. If a multistory
or underground parking isn’t built, then expanding the services throughout the
park isn’t feasible. Supports the multistory gym with the rooftop usage and the
Senior Center expansion. However, suggested adding smaller group picnic areas
to preserve the displaced areas. On the improved courts idea, supports outdoor
basketball courts instead of indoor courts. Memorial Park is not the best location
to have the performing arts center. Better at Vallco or to utilize the Vpak at De
Anza. For the aquatic facility, if parking is an issue, then suggested removing that
idea. Could partner with outside groups to meet those needs. In regards to parking
and traffic, suggested creating incentives for people to bike or carpool to the park,
for seniors, and to install more electric charging stations. Final thought is to build
a City transportation system, which will help alleviate the traffic and parking
issues. The more accessible the space is, the more of these plans can be realized.
Suggested partnering with De Anza to use their Flint Center and the smaller
performing arts center. Added a few more items: more electricity outlets
throughout the park or poles with solar panels and outlets, change the senior
center into an inter-generational activity center, and to build the all-inclusive play
area in a different park and not Memorial.
The Commission recommended vertical growth, more parking (structure or
underground), and multiuse facilities. Commissioner Wilson suggested putting
forward Commissioner Davis’ letter and then add on comments that Vice Chair
Biyani and Chair Tambe made. Use the active and multiuse concept as a theme
and to take into account the issues of parking, vertical growth, and transit too. If
parking isn’t available, then to remove the aquatic center.
Overarching themes brought forth from the Commission included:
1. Keeping Memorial Park primarily a Recreation center for the City.
2. Focus on increased parking/ reducing traffic, multistory structures, and
building more activity/multi-use centers.
3. Use the active and multiuse concept as a base, but to possibly remove the
aquatic center and build more meeting/event space. Also to have certain
features of this park improved and add on the transportation circuit or a trail
or loop to increase connectivity to the park.
4. 2017-2018 Commission Work Plan
The Commission reviewed the work plan. Commissioner Wilson moved to cancel
the July meeting. Commissioner Davis seconded. Motion passed 4 yes and 1
absent.
Chair Tambe requested to add the Off Lease Dog Hours Follow-Up to the August
meeting and the Emergency Services Update to the August or September meeting.
Will schedule a special meeting in August to plan out the work plan for 2018-2019.
Asked staff to prepare a list to compare staff and commission goals for the new
year.
NEW BUSINESS
5. Inclusive Playground Feasibility Study
Gail Seeds introduced Gary Hover from Verde Design to present on this item.
Reviewed the sites considered, scoring criteria, and general results. Asked for
feedback from the Commission to choose 2 locations to further study and create
designs.
Alicia Schober, Cupertino resident, commented on several things: San Jose Play
Garden had about 1500 to 2000 visitors on weekends when they had opened,
encouraged having a stage like area for programing, possibly partnering with the
Library, non-profits, and theater groups, inquired if parking at the Jollyman site
can accommodate everyone during soccer matches, there would be a need for
more restrooms (more than the usual 1 to 2 stalls), and in regards to safety, a ranger
or PW staff would need be onsite during weekends for ongoing maintenance and
to deter vandalism, should speak with Sheriff’s office to add to their usual routes.
Supports Jollyman Park for this project.
Commissioner Davis recommended going ahead with looking at Jollyman site A
and B. Vice Chair Biyani suggested removing the Memorial Park sites from
consideration and supports moving forward with Jollyman site A and B.
Commissioner Wilson supports looking at Jollyman site A and the need to build
new bathrooms at that park. Chair Tambe also suggests not building it at
Memorial Park and Monta Vista Park is too far off to the side of the City. Believes
that Creekside has some parking issues and that Jollyman Park is the site to
consider and have built unisex bathrooms instead of gender based bathrooms and
family friendly bathrooms.
Commissioner Wilson motioned to choose Jollyman as the main site, A or B. Vice
Chair Biyani seconded. Motion passed 4 yes and 1 absent.
STAFF AND COMMISSION REPORTS
6. Director’s Report
Christine Hanel presented on the following:
- Inservice training for Recreation Leaders, Leaders in Training, and Aquatic
staff is ongoing this week. Summer camps will start on Monday.
- Invited the Commission to attend the June 19th Council meeting for the
proclamation that July is Parks and Recreation month.
- On June 23rd, 10:00am to 3:00pm there will be an Emergency Preparedness
Fair at Memorial Park.
- On June 30th is the kickoff event of the Neighborhood Events.
- 4th of July events during the day and fireworks at night at 9:30pm and free
swimming at Blackberry Farm.
- Summer Concert Series – Thursdays at 6:30pm.
- Currently recruiting for the Leadership 95014, September to May program.
- Shakespeare in the Park, starting July 21st.
Commissioner Davis attended the Leadership 95014 presentations, CREST Awards,
Public Works Open House and the Mayor’s meeting. Reported on the following: Fine
Arts Commission is looking at Vallco for a performing arts venue, the Bicycle
Pedestrian Commission is looking to put in the McClellan class 4 bike lanes in late
summer, Health and Safety Commission said there’s a decline in crime, and the Teen
Commission working on Teen Stress. The subject about consolidating Parks and
Recreation, Library, and Public Safety Commission item, is agendized for June 19th and
on that same day, will have a Council study session to research an employee head tax
for businesses. Vice Chair Biyani attended the Leadership 95014 presentations and
CREST Awards. Chair Tambe attended the Volunteer Fair with Vice Chair Biyani and
asked to send out a scheduling notice for the next several Mayor’s meetings. Suggested
using feedback stands to get community feedback at the city events and festivals.
Commissioner Wilson attended the Volunteer Fair and endorsed the Leadership 95014
program.
ADJOURNMENT – Chair Tambe adjourned the meeting at 9:09 p.m.
Respectfully submitted,
Kevin Khuu, Administrative Assistant
Recreation and Community Services Department
Minutes approved at the___ regular meeting
CITY OF CUPERTINO
PARKS AND RECREATION COMMISSION
Quinlan Community Center – Conference Room
10185 North Stelling Road, Cupertino, CA
Tuesday, July 24, 2018
5:30 PM
SPECIAL MEETING
DRAFT MINUTES
CALL TO ORDER
Chair Tambe called the meeting to order at 5:31pm in the Quinlan Community Center,
Conference Room, at 10185 North Stelling Road, Cupertino, CA.
PLEDGE OF ALLEGIANCE
Commissioners present: Meenakshi Biyani, Neesha Tambe, Carol Stanek Helene
Davis, Judy Wilson
Commissioners absent: None
Staff present: Jeff Milkes, Jacqueline Guzman, Kevin Khuu
ORAL COMMUNICATIONS
Kitty Moore, Cupertino Resident, was against the idea of the rooftop park
presented in the Vallco SB 35. Lives on the East side of the City and believes this
park is not what the community is asking for. Commented on the park facing the
sun directly, its unsafe proximity to the freeway, and the noise factor for the
location.
Liang Chao, Cupertino Resident, sent an email to City Council and Planning
Commission, to comment about amending the City municipal code to clarify all
parks should be ground level parks. Any rooftop park proposals should be
approved by the Parks and Recreation Commission and City Council. Believes the
Vallco developers should provide the ground level parklets in return for the space
they are receiving.
WRITTEN COMMUNICATIONS
None.
STUDY SESSION
1. Study session to explore consolidation of Senior Citizen, Library, and Safety issues
into Parks & Recreation Commission
Jacqueline Guzman, Deputy City Manager, presented to the Commission the
background on the subject. There will be a special meeting on July 31st to present
the initial findings to City Council. The goal is to do research, meet with various
Commissions, review their budgets, and look at how other cities operate their
Commissions. Reviewed each Commission’s responsibilities and the possible
results from the study, such as refining the duties for each Commission to reduce
overlap or consolidating commissions to reduce staff time and result in budgetary
savings.
Presented 4 questions to the Commission:
1. How would the consolidation impact this commission?
2. Could committees report to this commission?
3. What are the pros/cons of consolidation?
4. What would a consolidated commission look like?
Liang Chao, Cupertino Resident, was unclear as to why there were several special
meetings to deal with an objective listed on the City’s work plan. Confirmed all
other cities part of the Santa Clara County Library district have Library
Commissions. Combining the Commissions would lead to taking up more time of
the head librarian, county librarian, sheriff and fire chiefs, whom regularly attend
the Library and Public Safety Commission meetings respectively. Asked why this
wasn’t directed towards all Commissions?
Lisa Warren, Cupertino Resident, attended both the special meetings of the Public
Safety and Library Commissions and neither supports the merging. There would
be no savings in staff time or budget if this was the goal. Suggested bringing back
the Senior Advisory Committee to a Commission to help facilitate the Age
Friendly Cities Initiative. Questioned what the change is from a Commission to a
Committee and what savings could result from the switch. If there are no more
Commissions, then there’s no chance for the residents to voice their concerns or
volunteer to help their community.
Kitty Moore, Cupertino Resident, suggested watching the March 6th City Council
meeting to see how this subject came up and reviewed comments during said
meeting. Believes the term committee demoralizes current Commissioners. The
Recreation Department’s name did change in the general plan to add community
services, but there was no change to the Parks and Recreation Commission name
or the Recreation Department’s name in the municipal code and no mention of
public safety or the library under the department’s responsibilities. In 2015, the
ordinance changed the Parks and Recreation Commission’s duties, but the Public
Safety and Library Commissions duties remained the same.
The Commission discussed the subject and emphasized that this was just a
discussion. Staff confirmed from a budgetary perspective, there would not be
much savings from the consolidation, but could result in clarifying each
Commission’s duties and having less overlap or changing some commissions to
committees instead.
Commissioner Stanek believed the possible change to committees could provide
more freedoms to accomplish tasks. Saw this study session as an opportunity to
explore that. Could also result in greater involvement from the public for the
committees and transparency to the community on library, public safety, and
senior issues. Vice Chair Biyani emphasized that because this is just a discussion,
could lead to looking at improving the efficiency of the Commissions overall.
In regards to the questions asked, Commissioner Davis commented that changing
Commissions to Committees could lead to having more people getting involved.
Saw possibly having several committees working on the separate issues, due to
the overall work load. Had questions on the structure, formation of, and
functionality of the committees.
Commissioner Wilson commented since there’s a correlation in programming for
both the Recreation Department and the Library, could see combining them into
the Parks and Recreation Commission. The nature of the Parks and Recreation
Commission would change however. Would want to see a committee model to
learn what the pros and cons are of being a committee versus a commission.
However, questioned what the exact problem with the current Commission
system is.
Commissioner Stanek commented that if this consolidation did happen, it would
be built equally from all of the commissions affected and not just an assimilation
into the Parks and Recreation Commission. Also, some of the affected
commissioners wouldn’t want to oversee all of the various issues and would rather
be part of the advisory committees instead. Commented that the other
commissions also have significant external stakeholders that attend and partake
in their meetings.
Vice Chair Biyani commented that this would result in more work and time
dedicated for the Parks and Recreation Commission. Could see the senior citizen
work being combined into the Parks and Recreation Commission, since senior
programs do fall under the Recreation Department and that this study session as
a chance to review and realign the functionality between the commissions.
Chair Tambe said the Parks and Recreation Commission wouldn’t be able to
absorb all of the work from the other Commissions. Would need the other
commissions or committees to deal with their respective workloads. Didn’t see a
difference between a commission and committee, but could have more freedoms
and benefits. Suggested an alternative idea to the merging or changing of
commissions would to have the chairs of the various commissions host an
independent meeting to get everyone on the same page and to streamline the
advice to City Council. Also wanted to hear from the Senior Advisory Council, to
see how they function and get feedback.
Staff confirmed that both the Library and Public Safety Commissions were against
the idea, due to the Commissions feeling very passionate about their various
subjects and if the commissions were merged or changed to committees, would
feel undervalued. Also wouldn’t hold the same weight being part of a committee
compared to being an appointed commissioner.
The Commission agreed that all of the mentioned commissions do critical work
and shouldn’t be dissolved. Desired to have more structured
integration/interactions between the commissions and regardless of the resulting
designations, their work would need to continue. Also to hear from City Council
what the exact issue is with the current system and to possibly include more
citizens in the process. Asked to see an example of a committee and if overall
processes are smoother compared to a commission.
Chair Tambe called the meeting to recess at 7:17pm. Called the meeting to order at
7:25pm.
OLD BUSINESS
None
NEW BUSINESS
2. FY 2018/2019 Work Plan Discussion & Planning
Jeff Milkes, Director of Recreation and Community Services, reviewed the
potential goals and plans for the Commission.
Kitty Moore, Cupertino Resident, spoke about park space equity per resident,
pointing out the current deficiencies on the East side of Cupertino. Confirmed that
the City would need 28.7 acres to match the future influx of residents from the
Vallco construction. Commented having parks on top of buildings is not the same
as the parks on the west side of the City. Also that permit fees for fields haven’t
changed in 10 years.
Liana Crabtree, Cupertino Resident, quested why the Parks and Recreation
Commission was discussing their work plan in a special meeting and not the
normal monthly meeting. Believes the work plan planning and discussion should
be televised and noticed under a regular meeting, to be more transparent to the
public on what items will be brought in future meetings.
Liang Chao, Cupertino Resident, requested adding reviewing the municipal code
to the work plan, to clarify all codes that deal with parks, since due to a state law
passed last year, anyone can interpret the code. Wishes that this meeting would be
televised and hosted during the normal meeting date and time. Doesn’t believe
the work plan is an urgent matter to discuss under a special meeting.
Chair Tambe commented that the commission hasn’t televised the discussion of
the agenda for the past 6 years, is worked on at a special meeting so there can be
more deliberation between commissioners, the agenda was posted 4 days ago, and
is posted in all of the meetings, to welcome additions or changes from the
commissioners and public.
Chair Tambe cannot attend the October meeting. Commissioner Wilson will
possibly not attend the June meeting. Vice Chair Biyani might not be able to attend
the December meeting.
The Commission requested receiving presentations at the same time as the posting
of the agenda and possibly having the Parks and Recreation System Master Plan
items as a separate meeting or to start the meetings earlier to dedicate time for that
item. Requested staff to look into how long presentations are prior to the meetings.
The Commission discussed the new fiscal year work plan and agreed to the
following:
August 2, 2018
Vallco Specific Plan Presentation
Muni Code Clarification Presentation on Park Land.
All Inclusive Playground Feasibility Study – Concept Designs
System Master Plan Update on Goals, Objectives and Action Items
September 6, 2018
Haul Road Trail Donation and Improvements
Jollyman Dog Park Item
Bicycle Pedestrian Commission Presentation
System Master Plan Implementation Framework
October 4, 2018
Community Gardens Construction Update
Organizational Structure Presentation
Department Strategic Plan Study Session
System Master Plan Update
November 2, 2018
Active-Net Presentation and demonstration
Public Transportation Survey Results
CIP Update and Priority Discussion
System Master Plan Update
December 6, 2018
Commission Priorities for the City Work Plan
Strategic Plan “Draft Plan” Review
Case Management Presentation
Sievert Property Presentation
Electronic Sign Presentation
System Master Plan Draft Plan Presentation
January 3, 2019
Strategic Partnerships with Non Profits Work plan Item Update
Jollyman Dog Park Update
Neighborhood Events Update
Strategic Plan Approval
System Master Plan Update
February 7, 2019
System Master Plan Update – Draft Plan with Public Input
Recreation Department Budget Packages
Connected or Smart City
March 7, 2019
System Master Plan Update
Corridor Master Plan Update
CUSD Joint Use Agreement for Facilities Presentation
Marketing Plan presentation by consultant
April 4, 2019
Strategic Plan for Equity and Access to Recreation Programs – Update
National Accreditation Update
System Master Plan Update – Council Comments
May 2, 2019
Sports Center Upgrades Presentation
June 6, 2019
National Accreditation Visit Update
July 4, 2019 (No Meeting)
August 1, 2019
Special Meetings to Be Scheduled
San Francisco Roof Top Park Visitation
Splash Pad Field Trip
Amphitheatre Visit
Items to schedule:
o Senior Advisory Council Presentation
o State of the Trails Presentation
o Emergency Services Update
o Bee Apiary/Bee Guild Update (put into Master Plan)
o Lawrence-Mitty Project Update
o Comprehensive Revenue Policy
o Partnerships with CUSD/Sedgwick Property
ADJOURNMENT – Chair Tambe adjourned the meeting at 8:46p.m.
Respectfully submitted,
Kevin Khuu, Administrative Assistant
Recreation and Community Services Department
Minutes approved at the___ regular meeting
RECREATION AND COMMUNITY SERVICES DEPARTMENT
QUINLAN COMMUNITY CENTER
10 10185 NORTH STELLING ROAD • CUPERTINO, CA 95014-5732
TELEPHONE: (408) 777-3120 • WWW.CUPERTINO.ORG
PARKS AND RECREATION COMMISSION STAFF REPORT
Meeting: August 2, 2018
Subject
Inclusive Playground Feasibility Study- Concept Plans
Recommended Action
Receive the inclusive play area concept plans and provide feedback
Background
The city retained Verde Design to conduct a study to determine the feasibility of
creating an inclusive play area in Cupertino. There is currently no all-inclusive play
area in the city. The purpose of the study is to identify sites that are suitable for locating
an inclusive play area, conduct a preliminary evaluation of the potential sites,
determine which sites warrant further consideration, and to develop two sample
concepts for a play area.
Discussion
The feasibility study was presented to the Parks and Recreation Commission on June 7,
2018. It is available on the city website at the following link:
https://cupertino.legistar.com/LegislationDetail.aspx?ID=3519212&GUID=5EAE0ED0-
2039-4B2B-82F0-F706163F1300&Options=&Search=
Since then, two new sections have been added: conceptual plans, and preliminary cost
estimates. The consultant will present the concepts for feedback by the public and the
Parks and Recreation Commission.
Sustainability Impact
This feasibility study does not have any sustainability impact.
Fiscal Impact
Funds for this feasibility study are allocated in the FY18 Capital Improvement Program.
_____________________________________
Prepared by: Gail Seeds, Park Improvement Manager
Reviewed by: Jeff Milkes, Director of Recreation and Community Services
Approved for Submission by: Jeff Milkes, Director of Recreation and Community
Services
Attachments:
A – Site Plan and Concept Plans for Inclusive Play Area, Jollyman Park
B – Preliminary Cost Estimate for Inclusive Play Area
Parks & Recreation All Inclusive Playground Feasibility Study | 56
Inclusive Playground Feasibility Study
CONCEPTUAL PLANS
After review of the Feasibility Study on June 6, 2018, it was the conclusion of the Parks and
Recreation Commission that Jollyman Park, areas A and B, are the most favorable locations for
an all-inclusive playground. The consultant team concurs. The proposed concepts on the
following pages include consideration of the following program and design factors, some of
which are included at this time, and others that will be a part of the next level of conceptual
design at such time the City moves forward with a project.
1.Proximity to parking is very important to all-inclusive playgrounds. Areas B and B are
located within a short distance from the existing parking lot, accessible stalls and curb cut
ramp. The existing parking lot and stall quantities will be evaluated in the future to
determine whether added parking will be needed, and if so, the possible impact that
additional stalls may have on the play area footprints.
2.The design and layout of the playground, circulation and access walks will be ADA
accessible and compliant to the latest codes. The playground will be easy to navigate while
providing interest and a fun experience for all.
3.The final design will be centered around a fun and adventurous theme. This theme will be
unique to Cupertino and include colors, textures, graphics, materials, sounds, features and
can include “hidden gems” throughout the playground.4.Each visit to the playground will offer points of interest that people can explore and find as
well as places they can affect and interact with. Some will be educational while others will
be for fun and enjoyment.
5.Each concept has “zones” for younger and older kids play, spinning, swinging, sliding,
climbing, sensory experiences, and areas for picnicking. Each zone will create a safe area
to experience passive and more challenging activities for all ages and abilities. The goal is
for everyone to enjoy their visit to the playground and to have reasons to keep coming
back.
6.There is the possibility of including a water area where kids have options to pump the
water or push an electronic feature for turning on the water. This type of play will need
further discussion by the city and input from the public. These types of features can be
maintenance intensive, add operational complexity and would need to meet health
requirements.
7.Both concepts include a playhouse with a stage and seating. This building can be thematic
with one or two stories, colorful, a place for adventure and the imagination. This playhouse
would not require utilities, except possibly electricity if the City wants to provide for the use
of outdoor sound equipment for classes, music or small stage performances.
8.Shade is an important factor to play. Both areas, A and B, have mature trees that provide
shade to portions of the conceptual playground activities. Where shade is lacking from
trees, shade sails will be located to provided additional shade as necessary.9.Both areas have mature trees of differing varieties. As part of the design process, input
from an arborist should be secured to ensure all the proposed features will be designed
and located to preserve the trees existing healthy and to not damage their root systems.
10. The existing restroom building is farther away than desirable. A project program item for
further City consideration would be the desire, and/or feasibility, of either adding one as
part of this project or installing the necessary utilities to accommodate the installation of a
closer restroom building in the future.
Parks & Recreation All Inclusive Playground Feasibility Study JOLLYMAN PARK - SITE PLAN
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DUMAS DRIVE
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SITE A
LIMIT OF WORK
SEE PAGE 58
SITE B
LIMIT OF WORK
SEE PAGE 59
Parks & Recreation All Inclusive Playground Feasibility Study JOLLYMAN PARK - SITE A CONCEPT PLAN 58
N
Theme Main Entry
•Fun Directional Sign
•Stroller Parking
•Decorative Paving
•Lighting
Younger Children
Play and Swing Zone
Picnic Area
Theme Planting Area
Existing Tree Trunks
- Typical
Look Out
Climbing Zone
Quiet Area
in Existing Trees
Ramp
Playground Circulation
- Typical
'Pier' Theme Bridge
Sound Play Zone
with Shade Sail
Art Wall Fence
Theme Secondary Entry
•Fun Directional Sign
•Stroller Parking
•Decorative Paving
•Lighting
Bike Racks
Evergreen Tree
Garden The 'Jetty'
Roller Slides
Stainless Steel 'S' Slide
Tunnel Slide
Stairs
Older Children Swing
Zone
Deciduous Tree Garden
Playground Circulation
- Typical
Stage
Seating with
Shade Sail
Playhouse
Spinner Zone with
Shade Sail
Outside Loop
Circulation
Synthetic Turf
Open Play Areas
Transitional Areas
- Typical
0' 10' 20'40'60'
Picnic Area
Play Zone and Use
Area Signage - Typical
Ornamental Fencing
within Landscape Buffer
Entry Arbor
Ornamental Fencing
within Landscape Buffer
Landscape Areas
- Typical
Picnic Area
Parks & Recreation All Inclusive Playground Feasibility Study JOLLYMAN PARK - SITE B CONCEPT PLAN 59
N
0' 10' 20'40'60'
Climbing Zone
Art Element and
Sign
Theme Secondary Entry
•Sign
•Stroller Parking
•Decorative Paving
Play Zone
Seesaw
Roller Table
Steps to Climbing Wall
Playhouse Location
- Option 1
Look Outs
Art Wall Fence
Theme Main Entry
Bridge
ADA Accessible Path
of Travel
Existing Path
•Fun Directional Sign
•Stroller Parking
•Decorative Paving
•Lighting
•Arbor
•Bike Racks
Sound Play Zone
with Shade Sail
Mound with Slides
Existing Tree Trunks
- Typical
Younger Children Play
and Swing Zone
Maintenance Access
Gate
Sound Echo Element
ADA Accessible
Path of Travel
Theme Planting
Ramp
Landscape Areas
- Typical
Bike Racks
Older Children Swing
Zone
Transitional Areas -
Typical
Picnic Area
Spinner Zone with
Shade Sail
Playground Circulation
- Typical
Stage
Synthetic Turf Open Play
Areas
Seating under Existing
Trees
Playhouse Location
- Option 2
Quiet Area in Existing
Trees
Play Zone and Use Area
Signage - Typical
Tot Play Zone
Ornamental Fencing
within Landscape Buffer
Inclusive Playground Feasibility Study
Parks & Recreation All Inclusive Playground Feasibility Study | 61
PRELIMINARY COST ESTIMATES
All-Inclusive Playground at Jollyman Park - Area A
A.Area:46,330 S.F. (1.06 ACRE)
B.Estimated Unit Cost $73/S.F.
C.Preliminary Base Cost Estimate $3,382,000
D.Contractor Expenses
Mobilization & Project Management 8%$270,600
Bonding 2% $67,600
Survey, Permits, Traffic, SWPPP, etc. 5%$169,100
E.Contingencies
Design Contingency 10%$338,200
Bidding Contingency 5%$169,100
Construction Contingency 10% (Change Order Allowance $338,200
Inflation Contingency 5% Per Year (shown – one year) $169,100
F.Preliminary Conceptual Estimate (With Contingencies) $4,903,900
All-Inclusive Playground at Jollyman Park - Area B
A.Area:46,074 S.F. (1.05 ACRE)
B.Estimated Unit Cost $73/S.F.
C.Preliminary Base Cost Estimate $3,363,400
D.Contingencies
Mobilization & Project Management 8%$269,100
Bonding 2% $67,300
Survey, Permits, Traffic, SWPPP, etc. 5%$168,200
E.Contingencies
Design Contingency 10%$336,300
Bidding Contingency 5%$168,200
Construction Contingency 10%$336,300
Inflation Contingency 5% Per Year (Shown – One Year) $168,200
F.Preliminary Conceptual Estimate (With Contingencies) $4,877,000
* These preliminary cost estimates cover anticipated construction cost. Soft costs associated with
design and project administration are not included. For budgeting purposes, soft costs are
likely to be approximately 25-35% of construction costs.
RECREATION AND COMMUNITY SERVICES DEPARTMENT
QUINLAN COMMUNITY CENTER
10 10185 NORTH STELLING RD • CUPERTINO, CA 95014-3255
TELEPHONE: (408) 777-3120 www.cupertino.org
PARKS AND RECREATION COMMISSION STAFF REPORT
Meeting Date: August 2, 2018
Subject
Citywide Parks and Recreation System Master Plan – Goals, Objectives and Actions
Recommended Action
Provide input on proposed Goals, Objectives and Actions for the Citywide Parks Recreation
System Master Plan.
Background and Discussion
A master planning process is underway for Cupertino’s citywide parks, open space and
recreation system. The public, the Parks and Recreation Commission (“Commission”) and the
City Council have weighed in on a variety of topics in recent months.
A key component of the Citywide Parks and Recreation System Master Plan (“Master Plan”) is
to identify and document Goals, Objectives and Actions. Goals provide overarching direction
for the development, programming and management of the park and recreation system and for
long-range change. Objectives reflect the outcomes that we wish to achieve by implementing
the Parks & Recreation System Master Plan. Actions are the more detailed tasks, strategies, and
innovations that will help achieve the Master Plan goals.
On September 7, 2017 the Commission reviewed a draft Vision, Mission and Goals document
which included six Goals. On September 19, 2017 the City Council reviewed them as well. The
goals were refined based on the input received.
The attached document contains proposed Goals, Objectives and Actions. They reflect extensive
input received via public outreach, and Commission and City Council guidance during the
planning process to date. The Commission and the public are invited to provide feedback on
this draft document.
Fiscal Impact
None.
____________________________________
Prepared by: Gail Seeds, Park Improvement Manager
Approved by: Jeff Milkes, Director of Recreation & Community Services
Approved for Submission by: Jeff Milkes, Director of Recreation and Community
Services
Attachment:
A - Systemwide Goals, Objectives and Actions, Draft, July 2018
Parks & Recreation System Master Plan | 1
SYSTEMWIDE GOALS, OBJECTIVES & ACTIONS
(DRAFT, JULY 2018)
INTRODUCTION
The aspirations for Cupertino parks and recreation are the guiding forces for the Parks & Recreation
System Master Plan (Master Plan). The community’s vision, priorities and goals provide a foundation for
the specific initiatives City staff will take to achieve planning objectives.
This document presents goals, objectives and actions to provide overarching direction for the
development, programming and management of the park and recreation system. It builds on the vision,
mission and goals that were identified through public outreach, by the Parks & Recreation Commission
and by City Council earlier in the planning process.
Still in process, these objectives and actions will be
reviewed and refined prior to identifying site-specific
recommendations to enhance City parks. Together,
actions and site recommendations will provide the
basis for identifying a capital projects list
Planning Framework
The elements of the planning framework provide
guidance for the Master Plan:
Our vision reflects the City’s aspirations for parks and
recreation. It describes the desired future we want to
achieve.
Our mission describes the business or approach that
we will take in providing parks, recreation facilities,
trails, programs and events.
Master Plan goals provide direction for long-range
change.
Objectives reflect the desired outcomes the City wants
to achieve by implementing the Master Plan.
Actions are the more detailed ideas, innovations and
strategies that will help achieve Master Plan goals.
VISION AND MISSION FOR PARKS
AND RECREATION
Vision
We aspire to create an inspiring, lively, healthy,
diverse and sustainable community by
connecting our residents to outstanding parks,
nature and one another.
Mission
The City of Cupertino:
PROMOTES parks and public spaces as
integral elements of our City’s character;
RESTORES, preserves, and protects our
creeks, meadows, trees and natural areas;
ENGAGES our diverse residents in
healthy, inclusive events and activities; and
CREATES a safe, connected, walkable and
welcoming community.
2 | Parks & Recreation System Master Plan
Systemwide Goals, Objectives & Actions (Draft, July 2018)
MASTER PLAN GOALS
Master Plan goals will provide overarching guidance for the park and recreation system. These goals are
aligned with the City’s General Plan goals and policies for the Recreation, Parks and Community
Services. Seven goals are presented:
MP1. CONSERVATION
Protect nature, trees and natural areas in parks and throughout the city to support wildlife,
ecological functions and a stronger connection to Cupertino’s natural environment.
MP2. CONNECTION
Provide an interconnected network of multiuse trails, walkways and bikeways, close-to-home
parks, and community destinations.
MP3. EQUITABLE ACCESS
Distribute parks and facilities throughout the community for easy and equitable access.
MP4. ENHANCEMENT
Reinvigorate and revitalize parks and recreation facilities to support broad and inclusive
recreation interests.
MP5. ACTIVITY
Provide programs, events and services that foster social cohesiveness and lively, diverse activities
for people of all ages, abilities, cultures, and interests.
MP6. QUALITY
Create high quality recreation experiences, places and services that are welcoming, safe,
responsive, comfortable and reflective of Cupertino’s unique character.
MP7. SUSTAINABILITY
Provide, manage and maintain parks, facilities, programs and services through sound
management and stewardship, sustainable choices and the wise use of resources.
SYSTEMWIDE OBJECTIVES AND ACTIONS
Objectives and more detailed strategic actions are presented below. These are organized and numbered
by goal. To support decision-making, these actions should continue to be evaluated and integrated into
the City’s annual planning for projects and services. Goals, objectives and actions are noted in the
following format:
Goal MPX
1a. Objective
Action
Master Plan Goal 1
MP1. Protect nature, trees and natural areas in parks and throughout the city to support wildlife,
ecological functions and a stronger connection to Cupertino’s natural environment.
• Protect important natural resources through park land acquisition, conservation easements,
regulations and other techniques.
• Work with partners, including but not limited to the Santa Clara County, Midpeninsula Regional
Open Space District, Santa Clara Valley Water District, Union Pacific Railroad, nonprofits, and
private entities/property owners to strategically connect riparian corridors, wetlands and other
Parks & Recreation System Master Plan | 3
Systemwide Goals, Objectives & Actions (Draft, July 2018)
natural areas to preserve vital ecological functions, protect habitat, improve water quality and
increase biodiversity.
• Connect habitat within the Stevens Creek corridor from north to south Cupertino, taking
interim steps and making progress towards protection and preservation of this key riparian
corridor.
• Evaluate opportunities to protect parcels along creeks, contiguous to existing parks and
natural areas, or with active or remnant habitat.
• Collaborate with efforts to enhance or expand habitat areas and conduct restoration in
County parks, open space preserves, creek corridors and other natural areas.
• Support efforts to acquire, protect and restore undeveloped tracts, such as the former Dorsa
quarry site.
1b. Manage meadows, natural areas and wildlife habitat in existing parks and across the city, and
creeks within city jurisdiction, to maintain and restore ecological health and function.
• Remove or support work by others to remove invasive species, address bank erosion,
enhance habitat value and improve water quality and flood capacity to enhance the
ecological function along Regnart, Calabazas, Heney, Stevens, Permanente and Saratoga
Creeks, Junipero Serra Channel, and open space parcels. (Most such sites are non-city
owned.)
• Foster natural systems by creating pollinator pathways through the city, taking advantage of
rights-of-way to create a gridded network of habitat within the urban core of Cupertino.
• Add bird-friendly and pollinator-friendly plantings, gardens and features in parks and at
other city-owned sites. Include bird baths/water sources, rocks with shallow depression, bird
houses and nest-friendly areas, bee nesting blocks, vegetation for forage and cover, and
protected, non-mulched ground areas for ground-nesting species where appropriate.
• Create or enhance “park forests,” concentrated tree plantings that establish a large,
contiguous tree canopy and emphasize native trees. Augment the existing tree canopies at
Jollyman Park, Three Oaks Park and Linda Vista Park.
• Support efforts in Santa Clara County to protect and expand oak savannahs and woodlands.
• Within the Stevens Creek corridor, renovate the Blackberry Farm Golf Course to provide
improved habitat value. Future decisions regarding the golf course property should respect
the site’s unique creek side location and emphasize choices that are compatible with
increased ecological value.
• Support efforts to secure public ownership and restore habitat on undeveloped tracts, such as
the former quarry property or lands in the vicinity of the cement plant, if such opportunities
become available.
1c. Ensure natural resources in parks and on city property are maintained and stewarded.
• Maintain natural areas in parks in a manner to control invasive species, remove/prune
hazardous trees, control river- and stream-bank erosion, minimize wildfire hazards and
provide safe access.
• Develop a maintenance management plan that addresses natural resources in parklands and
trail corridors and regularly update it. This plan will identify the maintenance tasks,
frequencies, staffing and resources needed to manage, maintain and steward natural
resources.
• Continue to work with volunteers and partners to improve, enhance and restore natural
areas.
4 | Parks & Recreation System Master Plan
Systemwide Goals, Objectives & Actions (Draft, July 2018)
1d. Design parks and trail corridors to reflect and respect the Santa Clara Valley local ecology,
habitats and native landscape.
• Incorporate and enhance existing natural features when renovating parks or building new
ones.
• Preserve existing native or large canopy trees in parks.
• Increase tree canopy where opportunities exist. Develop a Parks Tree Palette for
adding/replacing trees, and a plan for canopy succession.
• Update the City’s plant palette to encourage horticultural diversity in parks for ecological
benefits and visual interest. Include a variety of carefully selected shrub, grass, and
groundcover species that have unique textures and colors that are best suited for Cupertino’s
climate, soil, and wildlife. Utilize native and/or climate-appropriate plants when possible;
consider drought tolerance; avoid invasive species.
• Embrace storm water management, incorporating green infrastructure elements such as rain
gardens, bioswales, permeable pavers and detention ponds to help reduce flooding, filter
pollutants and replenish groundwater during storm events.
• Replace unused or under-used areas of lawn in city parks with pollinator gardens, native
plant species, trees that provide canopy or wildlife value, and other planting regimes with
habitat value.
1e. Expand opportunities to experience nature, balancing access with natural resource protection.
• Locate access points away from high value habitat and significant natural resources to the
extent feasible.
• Interpret the natural environment and processes in parks.
• Add nature play elements in several locations.
• Encourage interaction with nature through the provision of nature trails, habitat viewing
areas, and pollinator plantings.
• Gather information and develop actions to manage existing orchards to retain the connection
with Cupertino’s agricultural past.
• Incorporate community gardens at park sites to provide hands-on opportunities to interact
with nature by growing and harvesting food.
• Add plantings in developed parks to attract birds and butterflies for viewing; incorporate
boulder groupings, logs/woody debris, and other niches and micro-habitats where insect and
plant discovery can occur.
• Provide quiet areas with seating that allow for solitude, in locations with views of creeks,
natural areas, or vistas across the landscape.
• Support trails in creek corridors and natural areas, in a manner that accommodates wildlife
protection.
1f. Support environmental education and nature interpretation.
• Continue the management and stewardship of the Stevens Creek corridor as Cupertino’s
environmental education and nature interpretation hub.
• Collaborate with schools located near parks, e.g., Creekside, Portal and Varian, on how best
to create outdoor “classroom” space.
• Create “naturehood parks” by providing more natural elements and learning areas in large
neighborhood parks (such as outdoor “classrooms”, gardens, places to dig)
Parks & Recreation System Master Plan | 5
Systemwide Goals, Objectives & Actions (Draft, July 2018)
• Provide environmental education and nature interpretation programming at multiple sites,
bringing the expertise of the McClellan Ranch Preserve Environmental Education Center out
into Cupertino’s neighborhoods and developed parks.
• Continue to support the elementary school Creek Studies Program that is currently hosted at
McClellan Ranch Preserve and any successor or associated programs.
• Pursue collaboration with Deer Hollow Farm at Rancho San Antonio to provide
environmental education opportunities for the community.
Master Plan Goal 2
MP2. Provide an interconnected network of multiuse trails, walkways and bikeways, close-to-home
parks, and community destinations.
2a. Implement proposed trails and paths noted in the Bicycle Transportation Plan, Pedestrian
Transportation Plan, Cupertino General Plan, Countywide Trails Master Plan, and other local
and regional plans to improve access to parks and expand walking and biking opportunities in
Cupertino.
• Improve pedestrian and bike access to parks through the construction of the envisioned
network of Class I Bike Paths, Class II Bike Lanes, Class III Bike Routes and Bike Boulevards,
Class IV Protected Bikeways, and sidewalks, trails and pathways noted in the plans.
• Dedicate or acquire open space along creeks and utility corridors for trails through regional
cooperation, grants and private development review.
• Require dedication or easements for trails, as well as their implementation, as part of the
development review process, where appropriate.
• Establish Joint Use Agreements with the Santa Clara Valley Water District that support the
implementation of creek trails.
• Continue to evaluate and pursue opportunities to develop multiuse trails, walkways and
bikeways.
• Implement wayfinding signage to support use of trails, walkways and bikeways.
2b. Prioritize the completion of a comprehensive off-street trail network and protected bikeway
network to meet the need for safe, inviting walking and biking opportunities.
• Reassess the trail priorities in earlier planning efforts for the Bike and Pedestrian
transportation plans to focus on prioritizing improving access to parks, recreational activities
and programs, as well as connecting parks to other community destinations. Revise criteria in
the Bike and Pedestrian plans to more highly rank routes that improve pedestrian and cyclist
access to such destinations.
• Prioritize trail development and partnerships with surrounding cities and agencies to
connect Cupertino to regional trails.
• Extend existing trails and fill gaps in connectivity to link City and County parks and regional
open space preserves and provide access to pedestrians and bicyclists to trails in regional
open space areas. [Update and reference this map: Opportunity B: Connect the System]
• Connect the existing popular multi-use paths (Don Burnett Bicycle-Pedestrian Bridge and
Homestead Road to Mary Avenue Trail, Stevens Creek Trail and Saratoga Creek Trail) to
more locations, such as extending the Mary Avenue Trail southward toward Memorial Park
and De Anza College, or connecting the east end of Junipero Serra Channel trail to the
Saratoga Creek Trail.
6 | Parks & Recreation System Master Plan
Systemwide Goals, Objectives & Actions (Draft, July 2018)
• Provide more trails in creek corridors (in a wildlife-compatible manner), rail corridors and
off-street locations to support park connectivity, non-motorized transportation, recreation
and health benefits.
• Evaluate and pursue means to improve pedestrian/bicycle connectivity and access to parks
via use of rights-of-way, easements, joint use agreements or partnerships, land acquisition
from willing owners, or other possible opportunities.
2c. Support walking in parks.
• Provide looped internal pathways or trails in parks with adequate space, wide enough for
people to walk side-by-side comfortably.
• Provide benches, water fountains, distance markers, and other amenities along pathways and
trails to encourage walking for fitness. Add fitness stations along suitable trails and walking
routes in parks.
• Vary trail length, types and challenge levels to expand trail-related recreation options.
Include soft-surfaced nature trails and jogging trails, as well as hard-surfaced trails for
bicycle, tricycle, walker, scooter and stroller use.
2d. Encourage biking and walking to parks and recreation destinations and use of non-single-driver-
vehicle options through physical and programmatic enhancements.
• Create welcoming pedestrian and cyclist entrances to parks, with pedestrian and bike paths
that are visually prominent, direct, and physically separated from parking lots.
• Provide secure bike parking at parks, with racks located near each use area. Add self-service
bike repair stations at community parks, on trails and at popular cycling destinations.
• Publish bike and walking route information online and in the department’s public materials
such as the recreation program guide.
• Encourage drop-in group walks at several park sites around Cupertino and publish a
schedule of these.
• Improve connections and paths between parks and surrounding uses, such as schools and
nearby neighborhoods.
• Explore providing improved drop-off areas, very short-term parking, convenient car pool
parking space, and other improvements to encourage carpools and shuttles and reduce
demand for inefficient single-occupancy vehicle parking.
• If a potential city shuttle service is explored, participate in the process, and identify key park
and recreation needs and destinations.
Master Plan Goal 3
MP3. Distribute parks and facilities throughout the community for easy and equitable access.
Provide parks within walking distance of most residential areas.
• Strive to provide parks within a ½ mile (10-minute) walk of residents in neighborhoods
zoned for the following: Single Family Residential (R1), Single Family Residential Cluster
(R1C), and Residential Duplex (R2), Multiple Family Residential (R3) and Mixed Use Planned
Development (P).
• For new “neighborhood parks” that are intended to provide “neighborhood facilities”, strive
for parks that are:
o City-owned or designated for public access;
o Open year-round and accessible during regular park hours;
Parks & Recreation System Master Plan | 7
Systemwide Goals, Objectives & Actions (Draft, July 2018)
o Located in the city;
o Not designed to provide County-wide or regional service; and
o Aim to provide a minimum of three unrestricted, self-directed recreation uses. These
do not require a permit, reservation, membership, staff presence or advance
scheduling to participate, such as (but not restricted to) seating, playgrounds, looped
walking paths, drop-in tennis courts, drop-in basketball courts, picnic areas, turf
areas for play, and similar amenities that can be freely enjoyed and serve casual daily
neighborhood use.
• Consider areas where residents have access to less than 3 acres parks as “underserved.”
• Supplement neighborhood parks with parks that provide specialized facilities to meet unique
recreation needs, such as dog parks, urban plazas, trail corridors, joint use sports fields,
community/recreation buildings, or other special features.
Continue to implement the parkland acquisition and implementation program to meet
community recreation needs.
• Provide a minimum of three acres per 1,000 residents, as per General Plan policies.
• Apply acquisition strategies that balance land costs, availability and recreation needs and
strive to maintain or exceed the City’s existing level of service of 3.6 acres of parkland and
open space per 1,000 residents as the community grows through the year 2040.
• Prioritize neighborhood park land acquisition in underserved areas in north and east
Cupertino; evaluate potential acquisitions by how well the site meets the criteria noted above
for new “neighborhood parks” or “neighborhood facilities.”
• Provide new neighborhood parks of sufficient size in underserved areas to provide
opportunities for social gathering, play and active recreation.
• Pursue partnerships with School Districts to add, enhance or improve public access to
recreation facilities at school sites and to develop vacant school-owned property, especially in
underserved areas.
• Explore expanding Joint Use Agreements with schools, especially in underserved areas, to
include public access to play areas, sports courts, sports fields and other indoor and outdoor
recreation amenities.
• Acquire land through easement, joint use agreement or ownership for trail and riparian
corridors.
• Consider unique options, opportunities and partnerships to meet residential and specialized
park needs. These include, but are not limited to, privately owned public open space
(POPOS), park partnerships outside of the city (e.g., Santa Clara County or adjacent cities),
renovated buildings, jointly developed / joint use facilities, and street rights-of-way for
permanent or temporary park space.
• Coordinate with new developments or redevelopments on park land dedications or the
provision of in-lieu fees. If in-lieu fees are provided, regularly evaluate the fees and ensure
these are sufficient to cover the cost to acquire park land when it becomes available.
Expand recreation opportunities by enhancing park and facility access.
• Implement programmatic solutions to enhance recreation options throughout the city. These
may include, but are not limited to, mobile or pop-up programs (staff-led activities) and
movable facilities (e.g., climbing wall, dance floor, movie screen that can be set up in different
locations.)
• Explore options to increase access to existing non city-owned community facilities, such as
gymnasiums, swimming pools, tennis courts and theaters/performance space provided by
8 | Parks & Recreation System Master Plan
Systemwide Goals, Objectives & Actions (Draft, July 2018)
the School Districts, De Anza College and non-profit organizations in Cupertino. Assess
opportunities to increase public use through scheduling changes, programming provision,
and/or reductions in fees or subsidies.
• Improve entryways to parks and recreation facilities to make them more attractive,
accessible, and welcoming. Ensure parks and recreation facilities are as welcoming to visitors
traveling by foot and bicycle as they are to those arriving by automobile.
• Consider programmatic and physical improvements to improve access by motorized and
public transportation. Improve drop-off areas and loading/unloading zones; address parking
needs while considering autonomous vehicle trends; facilitate or connect residents to shuttle
services, transit and transportation options.
• Provide recreation facilities that are usable year-round and in all seasons. Update agreements
that limit recreation use of City facilities to expand usage windows.
• Explore methods to deliver more use from existing facilities. Consider adding programming
at buildings that are currently closed evenings or weekends, revising field use permits to an
hourly or usage basis rather than ‘blanket’ permits to encourage more efficient usage, or
other ideas.
• Embrace and strive for universal designed access to parks and facilities for all people,
regardless of ability. Strive for universal design to make existing and new parks and facilities
more user friendly and accessible to populations with special needs, parents with young
children and others who benefit from wider access routes, seating and resting points, shade,
universal and family-friendly restrooms, and similar accommodations.
Master Plan Goal 4
MP4. Reinvigorate and revitalize parks and recreation facilities and diversify offerings to support
broad and inclusive recreation interests.
4a. Embark on a program of strategic reinvestment in and renovation/expansion of major facilities to
meet community priorities.
• When major reinvestment is needed in existing recreation facilities, evaluate the benefit
before doing a like-for-like replacement. Consider repurposing, or a more significant remodel
to retool the current inventory of facilities and better meet community needs.
• Improve the user experience, including welcoming entry sequences, the addition of
social/lobby/lounge spaces, and convenient dropoff plus comfortable areas to wait for pickup
when renovating existing indoor facilities.
• Consider the new facility needs (see 4b) when evaluating reinvestments and enhancements to
Quinlan Community Center and Cupertino Sports Center, two large facilities which could be
remodeled or expanded to address broader recreation interests and needs.
• Incorporate findings of Public Works facility assessment reports into recreation facility
planning and capital project proposals. (For example, incorporate into such planning the
Citywide 2018 Building Condition Assessment that is currently in preparation,)
• Consider whether a smaller facility should be phased out or repurposed once its uses can be
incorporated into a facility that better accommodates its program. Monte Vista Recreation
Center and the Wilson Park ceramics studio are two examples of aging facilities that house
important programs, yet were not designed for the current use.
4b. Consider adding new major facilities to meet community needs at existing parks, through
renovations to existing facilities, or at sites acquired in the future.
Parks & Recreation System Master Plan | 9
Systemwide Goals, Objectives & Actions (Draft, July 2018)
• Prepare a business and operations plan prior to developing new major facilities to help
identify the optimal size, amenities, location, programming, fees and revenue and
operating model for facilities with high operating costs, such as a performing arts center
or an aquatic facility. Evaluate grouping similar uses (e.g., maker space, art studio space,
performing arts) for synergies and operating efficiencies.
• Evaluate options for joint-use partnerships and/or renovation of existing facilities (public,
private or partner) prior to building new ones.
• Explore potential equity partners, operating partners and sponsors before planning and
designing major facilities.
• Consider adding the following facilities:
o Performing Arts/Fine Arts Center
o Technology Center/Incubator Hub/Maker Space
o Gymnasium/Recreation Center
o Year-round Aquatics (see 4c below)
o Expanded or Satellite Senior Center/Multi-generational Center
o Improved/Relocated Teen Center
4c. Expand swimming and water play opportunities.
• Continue to operate the Blackberry Farm pool complex as a place for leisure and swimming.
If feasible in the future, seek to expand the swimming season.
• Pursue partnerships with other entities that have swimming pools in and near Cupertino,
especially focused on securing time for family swimming, swim lessons, lap swimming, and
aquatic exercise.
• Evaluate providing a new year-round aquatics complex in the city, based on a business and
operations plan that recommends a design program. A full range of aquatics programming
provides the most opportunity for users and also increases revenue potential. Programs that
focus on varied recreation opportunities for families and for all ages and abilities, will draw a
higher number of users than a single type of programming or a pool designed for one
primary user type.
• Provide more water play features (splash pads/spray play areas/interactive water features)
for play in warm weather.
4d. Diversify play experiences to support extraordinary play.
• Encourage play for all age groups, including children, teens, adults and seniors
• Provide a universally-accessible destination play areas in an easily accessible location such as
a large neighborhood park.
• Provide inclusive elements in new play areas and in existing ones when renovating or
updating them, and to all play areas over time.
• Consider users of all ages, backgrounds, needs and abilities when developing recreation
programming.
• Pilot an adventure playground or nature play area to stimulate the imagination by including
sand and water play, or interactive elements with movable and loose parts
• Provide unique destination play areas in community parks
• Provide temporary “pop-up play” programs and amenities in different locations around the
city
10 | Parks & Recreation System Master Plan
Systemwide Goals, Objectives & Actions (Draft, July 2018)
• Add “unstructured” and varied play opportunities that look beyond modular, traditional
manufactured play structures.
4e. Improve the functionality and usability of existing facilities for field sports.
• Design multi-use sports fields to support multiple sports: rectangular fields should be
designed to allow for soccer, lacrosse, Ultimate Frisbee, etc.
• Provide at least one cricket/multi-use field.
• Make investments in softball and baseball fields to get more playing time and more use out
of these facilities, such as allowing for continued or expanded youth soccer in outfield areas
during non-ball game times or designing to accommodate kickball or different base
distances.
• Partner with school districts on expanding community use of school sports fields.
• Consider whether to create an artificial turf field, which could allow sooner use after wet
weather than natural turf.
• Evaluate whether lighting any sport fields is appropriate to extend evening usage hours.
• Manage sport fields to maximize and optimize use.
4f. Add new features and facilities at existing parks to create variety and respond to diverse
recreation interests.
Provide at least one special feature or facility at each large neighborhood park, so that each park
offers something unique in addition to the traditional park features of playgrounds, sports fields,
and picnic tables.
Consider incorporating the ideas for additional features suggested by the community during the
Master Plan process when renovating existing or building new parks:
Covered/shaded picnic areas for smaller groups (5-25)
More outdoor event space
Outdoor games, such as chess tables, giant checkers or Jenga, outdoor ping pong tables
More courts and types of courts (basketball, bocce, pickleball, badminton, volleyball, futsal; and
which address the community’s diversity)
Outdoor “living rooms”, “libraries” and seating areas
Outdoor fitness equipment
Additional dog parks and dog exercise space
Bike skills area or pump track
Roller hockey
Disc golf course
Community gardens
Healing garden
Teaching/educational garden
Develop a process for collecting and evaluating future community proposals for new features in
parks, including identifying whether there are partner resources for implementation.
4g. Provide social hubs, group gathering spaces and activity areas to support social interaction, self-
directed group activities and drop-in users.
• Add a variety of seating options and grouping of seating in parks: benches, moveable
seating, plop benches, seat walls
• Create activity hubs by locating seating areas, shade, and other elements that encourage
people to linger near places that attract daily activity (playgrounds, dog parks, etc.)
Parks & Recreation System Master Plan | 11
Systemwide Goals, Objectives & Actions (Draft, July 2018)
• Provide shaded, re-servable and first-come, first served medium and large group picnic areas
at multiple sites across Cupertino.
• Incorporate accessible outdoor fitness hubs in parks, locating these near activity areas.
• Provide restrooms in higher use parks.
• Provide Wi-Fi and shaded/covered outdoor working areas with charging stations in selected
parks to encourage students and employees to be outdoors.
Master Plan Goal 5
MP5. Support social gatherings, events, programs and activities for people of all ages, abilities,
cultures, and interests.
5a. Facilitate and provide events, fairs, and festivals that foster community cohesiveness.
• Continue to facilitate and refresh community-wide events, fairs and festivals at Memorial
Park, as well as other suitable community spaces.
• Improve facilities and infrastructure at Memorial Park to better accommodate festivals.
• Provide smaller events in neighborhood parks, such as movies in the park, concerts, arts and
crafts, outdoor fitness, and recreation activities that would appeal to nearby neighbors.
• Support temporary unique events, such as "pop-up" parklets or temporary street closures for
special programs.
• Increase outdoor programs and events that support health, wellness and fitness, such as
races, walkathons, walking groups, boot camps, and 10,000 step challenges.
• Explore opportunities to host events at new venues, including potential partnerships, joint-
use arrangements or special event policies such as exist for Cali Mill Plaza and Main Street
Park/Town Square.
5b. Rethink facilities, programs and services to empower Cupertino youth and teens.
• Develop and program a new café-style activity center for teens which could include
maker/incubator spaces and social entrepreneurship programs, potentially in partnership
with a school or library district or other entity, or at a new or re-purposed venue.
• Add more challenging and adventurous recreation facilities, such as climbing spires and bike
skills parks and provide introductory “lessons” and social activities to encourage use.
• Provide more evening and nighttime teen activities and social events.
• Involve youth and teens in designing park spaces and planning events and programs.
• Connect youth and teens to volunteer opportunities and internships.
• Support teen opportunities for skill building, college application assistance, employment
training, trips and excursions.
• Facilitate and coordinate more events such as <hack> Cupertino that merge fun, social and
educational opportunities.
• Evaluate and pursue opportunities to offer stress reduction activities for teens.
5c. Support lifelong learning and recreation for adults and seniors, responding to the increasing
population of these demographic groups.
• Provide services targeting different age groups, including young adults, adults, older adults,
young and fit seniors, older and frail seniors, as well as multi-generational activities.
• Expand programs, activities and services designed for seniors and older adults outside the
Senior Center at other facilities and destinations.
• Increase opportunities to get seniors outdoors—through programs such as kite flying, guided
walks, garden parties and socials, and lawn/patio bowling.
12 | Parks & Recreation System Master Plan
Systemwide Goals, Objectives & Actions (Draft, July 2018)
• Increase opportunities for senior fitness and senior sports, recognizing that seniors are
staying active longer.
• Increase programming that targets young/active seniors, including at the Sports Center.
• Add programming space and associated infrastructure to the Senior Center when resources
are available, to address the significant increase in the 65+ senior population (140% in the Bay
Area from 2010-2040).
• Add senior-friendly athletic and fitness facilities, such as pickleball courts, bocce courts, and
senior-oriented outdoor fitness equipment.
• Consider re-naming and re-branding the Senior Center as a multi-generational facility, and
expanding its hours and offerings to add programming for a wider age range.
5d. Increase arts and cultural programming, and emphasize collaboration with partners.
• Increase the amount of arts and cultural programming available in Cupertino, including
programs, events and festivals associated with fine arts, cultural programming, music,
educational arts, literary arts and media arts.
• Continue to offer cultural programming and events, working with community cultural
groups to tailor these to the diverse interests and backgrounds of Cupertino’s residents.
• Encourage smaller scale “mini-art” performances (e.g., busking programs, short/small
performances, or temporary art installations) in parks or under-utilized public spaces to
bring more performing arts viewing opportunities to residents.
• Incorporate artists and art into youth recreation programming, partnering with schools and
other organizations.
• Consider partnership opportunities to provide maker space/incubator hub programming
merged with art interests to support programs and classes such as computer animation,
videography, graphics, website development, music recording, etc.
5e. Support environmental education and nature interpretation programming.
• Continue to provide quality environmental education and nature programming at McClellan
Ranch Preserve, including both indoor and outdoor programs.
• Continue to increase the opportunities for gardening and food production in Cupertino.
Provide community garden space at other locations besides McClellan Ranch Preserve.
• Partner with schools to create outdoor classrooms and curricula to bring environmental
education options closer to students. Consider more natural areas in parks adjacent to
schools, such as Varian and Portal parks.
• Provide more challenging nature-based activities in parks and recreation facilities, such as
tree climbing, orienteering, overnight camping, outdoor survival training, canoe/kayak
training (in pools or at reservoirs/lakes), etc.
5f. Provide outdoor recreation programs in neighborhood parks.
• Support organized play opportunities, classes and activities in parks. Consider programming
options led by staff, contract staff and partners.
• Provide a mix of fun and learning opportunities, including learning new activities, skills,
sports and information about local history, nature and culture.
• Offer outdoor exercise and programs to support health and wellness, such as outdoor yoga,
tai chi, badminton, volleyball, kickball, and boot camps, and including some free or low-cost
programming.
Parks & Recreation System Master Plan | 13
Systemwide Goals, Objectives & Actions (Draft, July 2018)
• Explore options for mobile or pop-up programs (staff-led activities) and movable facilities
(e.g., climbing wall, portable movie screen) that can be set up in large or small neighborhood
parks and other locations where appropriate.
• When renovating neighborhood parks, explore options to add infrastructure, facilities or
utilities to support neighborhood programming and events. For example, add electrical
service, include paved areas that can be used as stage spaces, choose pavilions/tables that can
be used as outdoor “classrooms” as well as for picnic/party reservations.
5g. Define the city’s program services areas to more effectively manage and provide programs,
events and activities.
• Continue to provide and enhance services in the following program services areas: Arts &
Culture; Events and Festivals; Child, Youth and Teen Development & Leadership; Education
& Nature Interpretation; Lifelong Learning & Enrichment; Seniors/Older Adult Programs;
Aquatics; and Sports, Fitness and Exercise.
• Add and increase program options or partner/promote/support services by others in the
following program services areas: Culturally Diverse Programming; Play and Outdoor
Recreation; and Therapeutic Recreation
• Provide or continue to provide the following supplemental services to support community
activities and ensure programming excellence: Adaptive/Inclusive Recreation
Accommodations; Community Outreach and Neighborhood Services; Park and Facility
Reservations, Rentals and Permits; Sports Field Scheduling; Partnership and Volunteer
Coordination.
• Consider improving efficiency, consistency and user experience of the reservations process
by enhancing staff or training as needed to coordinate reservations at all facilities.
5h. Develop and update recreation program management tools, data-tracking procedures and fees.
• Continue to implement the new registration software to facilitate program registration,
facility reservation and data tracking.
• Define a fee philosophy, methodology and cost recovery goals for fees and charges for
programs and services.
• Re-evaluate options for park and facility rentals to expand options for part, half and full day
reservations to support more family gatherings and group activities.
• Create and implement a program evaluation and forecasting tool to assist in decision-making
about what types of programs to provide, which classes to cancel and when to introduce new
or trending activities.
• Track program participation, cost recovery, and customer satisfaction data by program
service area and supplemental service area to track participation, measure the success of
different types of programs, and evaluate programming needs.
• As part of data tracking, consider requesting demographic and geographic data from
participants to track what demographic and geographic areas of the city are well-served and
underserved.
• Provide staff and analyst resources to regularly evaluate data, report findings, and develop
recommendations.
• Conduct a periodic program review and analysis to help maintain program quality,
responsiveness and relevance.
5i. Clarify roles, responsibilities, communication and scheduling procedures and provide staff
training to enhance program quality and customer service.
14 | Parks & Recreation System Master Plan
Systemwide Goals, Objectives & Actions (Draft, July 2018)
• Enhance program quality by ensuring that recreation staff receive program training,
certifications and professional development opportunities, as well as direction and
mentorship, particularly when new programs are initiated.
• Clarify staff policies and procedures, as well as the chain of command, on program decision-
making.
• Improve relationships and communication with partners, volunteers and contract providers
by appointing a coordinator lead for each.
• Continue to discuss partnership options to offer joint programs and services or programs in
joint-use facilities with the De Anza College, Cupertino Union School District, Fremont
Union High School District, the Cupertino Library, YMCA and other partners.
• Increase drop-in programs, short-duration programs with three or fewer classes, and flexible
program registration options to meet the needs of busy residents.
• Develop an outreach mechanism to solicit and evaluate community suggestions for new
programs, activities or offerings.
Master Plan Goal 6
MP6. Create high quality recreation experiences, places and services that are welcoming, safe,
responsive, comfortable and reflective of Cupertino’s unique character.
6a. Design and develop high quality, high functioning parks and social spaces.
• Develop and implement design, development and programming guidelines as well as
maintenance standards to elevate the quality, functionality and uniqueness of parks.
• Balance customized design with maintenance needs, and desire for consistent elements for
maintenance efficiencies, in creating unique, artistic or themed amenities and facilities in
parks. Involve maintenance staff in decision-making about park design and elements to
include in parks.
• Design multi-use spaces and facilities to be flexible and easily adaptable to address changing
community needs over time.
• In site renovation and development, design parks and facilities to take into account the
supervisory needs of program staff and parents to watch over children as they participate in
activities. Consider sight lines, the proximity of play areas and restrooms, the location of
benches, and distance of parking and dropoff areas to the program space.
• In site renovation and development of parks and facilities, collaborate with County Sheriff
and County Fire staff to secure design input relating to safety aspects. Take into account the
needs and practices of public safety personnel, including after-hours sheriff patrols and
emergency access needs.
• Provide support amenities such as lighting, trash receptacles, water fountains, dog dishes,
restrooms, loading/unloading zones and parking to reflect site functional needs. For example,
provide restrooms inside indoor facilities in neighborhood parks to better support staff-led
program activities for children. Ensure parking and drop-off areas and loading/unloading
zones support facility use, events and programs.
• Apply a consistent template for informational, directional and site identity signage in parks
and trail corridors.
• Provide improved natural lighting in buildings, acoustics and sound attenuation, energy and
resource efficiency with maintenance, upgrades, and new construction projects.
Parks & Recreation System Master Plan | 15
Systemwide Goals, Objectives & Actions (Draft, July 2018)
6b. Incorporate Cupertino’s identity and placemaking into park and facility design, renovation and
revitalization.
• Involve nearby neighbors, stakeholders and interest groups in the planning, design and
development of parks, recreation facilities and trails.
• Add elements to City parks and facilities that reflect Cupertino’s unique environment,
interests and community characteristics.
• Integrate art and unique elements and vary designs to elevate Cupertino’s system and
enhance user experiences.
• Highlight natural features/topography and protect historic buildings and landscapes to
emphasize Cupertino’s identity.
• Provide interpretive elements in parks to educate the community about the city’s history,
cultural diversity and nature. Enhance existing interpretive elements and monuments to tell a
story about Cupertino and the surrounding region.
• Invest in high-quality materials, art, details, storytelling and other methods to elevate design
to create Cupertino-worthy facilities. Recent examples high-quality facilities are Franco and
Sterling Barnhart Parks, the Don Burnett Bicycle-Pedestrian Bridge and the McClellan Ranch
Environmental Education Center.
• Design parks with site themes, special elements and different color and material palettes so
that each has a unique character.
• Explore opportunities to integrate Cupertino’s sister city relationships into park features and
programming.
• Design and redevelop parks to provide the facilities, activities and programs best suited for
the service area based on the site’s history, the desires/demographic characteristics of nearby
neighbors, and the surrounding neighborhood’s character, including current and future
development, land use and density.
• Consider new trends and needs, as well as the preferences of nearby neighbors, before
replacing amenities or facilities at the end of their lifecycle. Avoid replacing failing amenities
and facilities in-kind without reviewing current needs.
6c. Develop and implement customized guidelines and best practices for sustainable and efficient
park design and development.
• Consider permeable surfacing in at least 75% of new paved trails and 50% of new
parking lots.
• Use local and recycled materials in building and services.
• Pursue green building or LEED-compliant construction in the development of indoor
facilities. [This does not require LEED certification.]
• If additional parking is needed at a site, prior to converting existing green space to
parking use, evaluate if underground or structured solutions are viable (including
financially), and explore opportunities to share parking at nearby sites or other such
options.
• Develop water-efficient, climate-controlled irrigation systems in all new parks.
Update current irrigation systems when parks are renovated to improve water
efficiency.
• In new splash pads, spraygrounds and fountains, prioritize designs that use systems
which clean and recirculate the water, or that collect the water and use it for
irrigation.
16 | Parks & Recreation System Master Plan
Systemwide Goals, Objectives & Actions (Draft, July 2018)
• Incorporate water efficient fixtures in all new restrooms and water fountains. Add
low-flow devices in all existing restrooms toilets.
• Consider the use of graywater where available for irrigation at parks and possible
public demonstration purposes.
• Support the city’s Zero Waste Policy (adopted December 2017) by encouraging
recycling and composting.
• Initiate a system-wide recycling program for all parks. Provide recycling receptacles,
information and publicity at all large special events.
• Compost grass clippings, leaves, twigs, branches, and other garden or compostable
refuse generated in public parks. Continue to chip trimmed tree branches from
appropriate species and repurpose as mulch.
• Continue to reduce the use of toxics and hazardous chemicals through Cupertino’s
Integrated Pest Management program.
• Emphasize efficient, renewable, and/or clean energy sources including solar.
6d. Improve parks and recreation hospitality and comfort to enhance recreation user experiences.
• Make parks more comfortable by providing or enhancing support amenities such as benches,
shade structures, water fountains and bike racks.
• Provide clean, inviting, accessible restrooms in large neighborhood parks and community
parks, and other high use or well programmed sites. Include good ventilation and amenities
such as mirrors and baby changing stations.
• Provide small social spaces, seating areas and activity hubs in parks.
• Provide shaded areas in parks, trails and outdoor spaces, using shade trees, shade “sails” or
permanent structures.
• Provide benches, tables, and places to relax in parks. Provide benches at intervals along
looped paths and trails.
• Add device charging stations/plugs in parks or facilities at higher-use gathering areas where
demand exists. Consider solar-powered options for outdoor benches and tables.
Master Plan Goal 7
MP7. Provide, manage and maintain parks, facilities, programs and services through sound
management and stewardship, sustainable choices and the wise use of resources.
7a. Leverage resources and diversify funding sources to support capital development and ongoing
operations.
• Continue to be fiscally and financially prudent in funding the park and recreation needs of
the Cupertino community.
• Coordinate with City leaders to expand the Public Works and Recreation and Community
Services Departments’ resources to support additional park land and facilities, park and
natural area maintenance, recreation activities and the arts.
• Develop a fee philosophy and cost recovery goals for programs and rental facilities to reflect
changing market conditions and the community’s ability to pay.
• Explore adding a facility use fee to all program fees to provide dedicated funding for
maintenance, renovation and facility replacement.
• Expand staff capacity for grant writing, grant management and the solicitation of
sponsorships and donations.
Parks & Recreation System Master Plan | 17
Systemwide Goals, Objectives & Actions (Draft, July 2018)
• Diversify funding sources, considering sponsorships, bond measures, operational levies and
other alternatives to fund capital projects, operations, maintenance, and programming.
• Evaluate options to develop and adopt an impact fee methodology to support park,
recreation facility and trail development and operations in residential, commercial and
industrial areas.
• Leverage resources by collaborating with partners, stakeholders and volunteers. (See 6d.)
•
7b. Steward resources and maintain assets in a sustainable manner to ensure high quality parks and
facilities.
• Ensure that a high level of park maintenance continues to provide safe and attractive parks,
and enhance user experience.
• Ensure maintenance and operations dollars are available before constructing new facilities;
create and adopt an associated policy.
• Evaluate establishing a ‘sinking fund’ or other funding strategy to address major
maintenance and planned replacements of facilities and equipment.
• Increase maintenance where needed to support increased programming, activities and
facility reservations in parks.
• Invest more funds in natural resource stewardship, and protect cultural, historical and
natural resources in parks.
• Improve maintenance efficiencies. Avoid difficult-to-maintain artistic amenities that do not
function well.
• Integrate native and/or climate appropriate plants where possible. Consider turf alternatives,
except where turf is delivering a beneficial use (sport field, golf course, play area etc.)
• Invest in conservation practices and technology to conserve and sustain resources and reduce
utility and water costs.
• Add solar-powered features in new or renovated facilities where appropriate.
• Provide electric vehicle charging stations in parking areas.
• Ensure that current and future community needs and benefits are considered before
replacing old or worn facilities like-for-like.
• Ensure resources are available to provide maintenance and upkeep of existing facilities to
lengthen their lifespan and reduce the number of deferred projects in the future.
• Invest in training for city tree crews and engage outside professional services as needed to
ensure sustainable and effective tree management. Update and expand the city tree inventory
to include all mature trees on city parkland and rights-of-way. Consider creating a staff
Urban Forester position.
• Train staff in maintenance and stewardship of natural areas, green infrastructure, and
bioswales, so that these features thrive and the integrity of natural resources on city property
is maintained. Involve expert professional services as needed to support informed ongoing
care for habitat areas.
• Develop guidelines for vegetation management in the Stevens Creek Corridor to promote
natural resource stewardship.
o Include a role for participation by trained or supervised volunteers; provide periodic
oversight and guidance regarding the corridor conditions and management by
qualified professionals.
• Focus on storm water management and green infrastructure when designing or renovating
city parks. For example, consider installing a ‘storm water management garden’ on city or
public property to showcase green infrastructure techniques.
18 | Parks & Recreation System Master Plan
Systemwide Goals, Objectives & Actions (Draft, July 2018)
• Work with Sustainability Division staff on a long-term climate adaptation plan to prepare
parks and natural resources for future climate change (increased flooding, warmer
temperatures, less predictable rainfall, increased extreme heat days e.g.)
7c. Enhance communication, availability of parks and programming information, and customer
service.
• Refresh the Department’s identity to align with Master Plan vision, mission and goals as part
of a regular strategic planning process.
• Regularly update the City’s website using the most current information from the
Department’s rebranded image.
• Use the City’s website to collect contact information for people who would like to be on
mailing lists to receive updates about programs, events and services.
• Provide easy-to-find calendar schedules of City drop-in programs, events and community
meetings to facilitate participation.
• Provide information about available transportation assistance, connections to social services,
and other resources available to residents in the community.
• Continue to offer communication support in multiple languages to diverse groups; in the
long term, continue to monitor needs to provide information, signage and materials in
different languages.
• Make it easier to register, reserve and use parks, facilities and programs via online programs
suitable for computer, tablet or phone use.
o Pursue software, network and connectivity improvements that allow users to register
for programs more conveniently and from more locations.
o Implement procedures that are as simple and flexible as possible for users to make or
change reservations and registrations.
• Maintain the ability to report unsatisfactory park conditions or concerns using the web or a
smartphone app (such as the current Cupertino 311 app).
• Encourage all staff who have customer contact (including maintenance, administrative and
recreation staff) to participate in customer service and cultural diversity training to address
American customs as well as the perspectives of other countries and cultures, and to
strengthen ability to deliver a positive, welcoming experience for customers.
7d. Track, monitor and report data to measure performance in providing high quality parks and
services.
• Identify 8-10 Department performance measure to track annually that will measure progress
and communicate success in providing services (participation, satisfaction, cost recovery, per
capita investments, e.g.)
• Provide resources to collect and evaluate to data on participation / recreation use by service
area and other key metrics; provide in an annual report.
• Identify and implement the processes needed to track and measure services. Coordinate new
registration system software with needed data-tracking processes.
• Continue conducting online customer feedback surveys to collect data on customer
satisfaction; invite ideas for desired new facilities, programs and activities.
• Conduct a community recreation survey approximately every 5 years to better understand
community recreation priorities and needs.
• Update GIS data for parks and facilities to use in lifecycle planning, maintenance tracking
and long-range park and facility planning.
Parks & Recreation System Master Plan | 19
Systemwide Goals, Objectives & Actions (Draft, July 2018)
7e. Collaborate with partners, stakeholders and volunteers to take advantage of opportunities, widen
participation and strengthen offerings.
• Continue coordinating with the School Districts to identify joint-use opportunities for indoor
and outdoor facilities, co-development opportunities for new parks and facilities, and
opportunities to support shared program initiatives by sharing information and facilitating
regularly coordination meetings.
• Enhance recreational programs and service through partnerships with other agencies and
non-profit organizations that provide recreational programming. Maintain and strengthen
active collaboration and existing agreements with such agencies and non-profit
organizations, including the Library District and Northwest YMCA, to ensure progressive
excellence in the facilities, programs, and services provided to the diverse and growing
Cupertino population.
• Emphasize and foster existing relationships with local non-profits and support synergies.
Strengthen communication and collaboration with additional local service organizations
whose missions align with city goals.
• Pursue opportunities to partner with the business community in areas of joint interest to
provide excellent park and recreation facilities and diverse, robust recreation offerings in the
city.
• Establish partnerships with private organizations or non-traditional partners where suitable,
to provide expanded offerings to the community.
• Identify equity partners to help build, operate and/or program new public facilities.
• Pursue partnerships with private developers that are providing common open space to make
such spaces available to the public.
• Expand volunteer opportunities for all ages; continue to identify and publicize volunteer
opportunities that support youth development programs; make volunteer opportunities
easier to locate on the Department website.
• Continue discussing joint opportunities with other jurisdictions, such as adjacent cities,
Midpeninsula Regional Open Space District, and Santa Clara County, to achieve Master Plan
goals.
• Explore and continue efforts to cultivate business partners and sponsorships for facilities,
activities and services that reflect shared interests and/or also help address employee needs.
20 | Parks & Recreation System Master Plan
Systemwide Goals, Objectives & Actions (Draft, July 2018)
DEPARTMENT OF RECREATION & COMMUNITY SERVICES
QUINLAN COMMUNITY CENTER
10185 N. STELLING ROAD • CUPERTINO, CA 95014-5732
TELEPHONE: (408) 777-3135 • FAX: (408) 777-3137
PARKS AND RECREATION COMMISSION DRAFT WORK PLAN
FISCAL YEAR 2018/19
Updated 7/25/18
August 2, 2018
Vallco Specific Plan Presentation
All Inclusive Playground Feasibility Study – Concept Plans
Citywide Parks and Recreation System Master Plan - Goals, Objectives and
Actions
September 6, 2018
Bicycle Pedestrian Commission Presentation
Haul Road Trail Donation and Improvements
Jollyman Dog Park Item
Citywide Parks and Recreation System Master Plan Implementation Framework
October 4, 2018
Organizational Structure Presentation
Community Gardens Construction Update
Department Strategic Plan Study Session
Citywide Parks and Recreation System Master Plan Update
November 2, 2018
Active-Net Presentation and demonstration
Public Transportation Survey Results
CIP Update and Priority Discussion
Citywide Parks and Recreation System Master Plan Update
December 6, 2018
Case Management Presentation
Sievert Property Presentation
Electronic Sign Presentation
Commission Priorities for the City Work Plan
Strategic Plan “Draft Plan” Review
Citywide Parks and Recreation System Master Plan Draft Plan Presentation
January 3, 2019
Strategic Partnerships with Non Profits Work plan Item Update
Jollyman Dog Park Update
Neighborhood Events Update
Strategic Plan Approval
Citywide Parks and Recreation System Master Plan Update
February 7, 2019
Citywide Parks and Recreation System Master Plan Update – Draft Plan with
Public Input
Recreation Department Budget Packages
Connected or Smart City
March 7, 2019
CUSD Joint Use Agreement for Facilities Presentation
Citywide Parks and Recreation System Master Plan Update
Corridor Master Plan Update
Marketing Plan presentation by consultant
April 4, 2019
Strategic Plan for Equity and Access to Recreation Programs – Update
National Accreditation Update
Citywide Parks and Recreation System Master Plan Update – Council Comments
May 2, 2019
Sports Center Upgrades Presentation
June 6, 2019
National Accreditation Visit Update
July 4, 2019 (No Meeting)
August 1, 2019
Special Meetings to Be Scheduled
San Francisco Roof Top Park Visitation
Splash Pad Field Trip
Amphitheatre Visit
Items to schedule:
o Senior Advisory Council Presentation
o State of the Trails Presentation
o Emergency Services Update
o Bee Apiary/Bee Guild Update (put into Master Plan)
o Lawrence-Mitty Project Update
o Comprehensive Revenue Policy
o Partnerships with CUSD/Sedgwick Property