Agenda Packet PRC Meeting 11.04.21
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CITY OF CUPERTINO
AGENDA
lop
C U P E RTI N O PARKS AND RECREATION COMMISSION
This will be a teleconference meeting without a physical location.
Thursday, November 4, 2021
7:00 PM
This Meeting Will Be Televised
TELECONFERENCE / PUBLIC PARTICIPATION INFORMATION TO HELP STOP THE
SPREAD OF COVID-19
In accordance with Government Code 54953(e), this will be a teleconference meeting
without a physical location to help stop the spread of COVID-19.
Members of the public wishing to observe the meeting may do so in one of the following
ways:
1) Tune to Comcast Channel 26 and AT&T U-Verse Channel 99 on your TV.
2) The meeting will also be streamed live on and online at www.Cupertino.org/youtube
and www.Cupertino.org/webcast
Members of the public wishing comment on an item on the agenda may do so in the
following ways:
1) E-mail comments by 5:00 p.m. on Thursday, November 4 to the Commission at
parksandrecreationcommission@cupertino.org. These e-mail comments will be received by
the commission members before the meeting and posted to the City's website after the
meeting.
2) E-mail comments during the times for public comment during the meeting to the
Commission at parksandrecreationcommission@cupertino.org. The staff liaison will read
the emails into the record, and display any attachments on the screen, for up to 3 minutes
(subject to the Chair's discretion to shorten time for public comments). Members of the
public that wish to share a document must email
parksandrecreationcommission@cupertino.org prior to speaking.
3) Teleconferencing Instructions
Members of the public may observe the teleconference meeting or provide oral public
comments as follows:
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PRC Meeting 11.04.21
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Parks and Recreation Commission Agenda November 4,2021
Oral public comments will be accepted during the teleconference meeting. Comments may
be made during "oral communications" for matters not on the agenda, and during the
public comment period for each agenda item.
To address the Commission, click on the link below to register in advance and access the
meeting:
Online
Please click the link below to join the webinar:
https:Hcityofcupertino.zoom.us/webinar/register/WN_WYzK-QWIQtivaru_5CMgKg
Phone
Dial 669-900-6833, enter Webinar ID: 953 5345 5445 (Type *9 to raise hand to speak)
Unregistered participants will be called on by the last four digits of their phone number.
Or an H.323/SIP room system:
H.323:
162.255.37.11 (US West)
162.255.36.11 (US East)
213.19.144.110 (Amsterdam Netherlands)
213.244.140.110 (Germany)
103.122.166.55 (Australia Sydney)
103.122.167.55 (Australia Melbourne)
69.174.57.160 (Canada Toronto)
65.39.152.160 (Canada Vancouver)
Meeting ID: 953 5345 5445
SIP: 95353455445@zoomcrc.com
After registering, you will receive a confirmation email containing information about
joining the webinar.
Please read the following instructions carefully:
1. You can directly download the teleconference software or connect to the meeting in your
internet browser. If you are using your browser, make sure you are using a current and
up-to-date browser: Chrome 30+, Firefox 27+, Microsoft Edge 12+, Safari 7+. Certain
functionality may be disabled in older browsers, including Internet Explorer.
2. You will be asked to enter an email address and a name, followed by an email with
instructions on how to connect to the meeting. Your email address will not be disclosed to
the public. If you wish to make an oral public comment but do not wish to provide your
name,you may enter "Cupertino Resident" or similar designation.
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Parks and Recreation Commission Agenda November 4,2021
3. When the Chair calls for the item on which you wish to speak, click on "raise hand."
Speakers will be notified shortly before they are called to speak.
4. When called,please limit your remarks to the time allotted and the specific agenda topic.
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning to
attend this teleconference 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, at least 48
hours in advance of the meeting to arrange for assistance. In addition, 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.
CALL TO ORDER
ROLL CALL
CEREMONIAL MATTERS AND PRESENTATIONS
1. Subject: Capital Improvement Projects Update
Recommended Action: Accept a presentation on the Capital Improvement Projects
Update.
APPROVAL OF MINUTES
2. Subject: Meeting Minutes for the October 7, 2021 Parks and Recreation Commission
Meeting
Recommended Action: Review and approve the minutes for the October 7, 2021 Parks
and Recreation Commission meeting.
A-Draft Minutes
POSTPONEMENTS
ORAL COMMUNICATIONS
This portion of the meeting is reserved for persons wishing to address the Commission on any matter
within the jurisdiction of the Commission and 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 on the agenda.
WRITTEN COMMUNICATIONS
OLD BUSINESS
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Parks and Recreation Commission Agenda November 4,2021
3. Subject: Rancho Rinconada Recreation and Park District Update and Recommendation
to the City Council
Recommended Action: Receive an update on the Rancho Rinconada Work Program
Item. Recommend not to proceed with the annexation of Rancho Rinconada Recreation
and Park District (RRRPD) until such time that the RRRPD Board requests that the City
annex the facility, or until LAFCO initiates a transfer of facilities management from the
RRRPD Board to the City.
Staff Report
A-RRRPD Strategic Plan
B-Annexation Costs and Special Election Estimates
C-LAFCO Proceedings for Reorganization Process
D-RRPD Resolution#06102021
4. Subject: Update from the Labyrinth Quest Discretionary Fund Subcommittee
Recommended Action: Receive an update form the Labyrinth Quest Discretionary
Fund subcommittee on the project status and implementation.
NEW BUSINESS
5. Subject: Status of the Fiscal Year 2021-2022 City Work Program and First Quarter
Budget
Recommended Action: Receive a report on the status of the Fiscal Year 2021-2022 City
Work Program and first quarter budget.
Staff Report
A-FY 21-22 City Work Program 01 Dashboard Printout-Parks and Recreation Commission Projects
STAFF AND COMMISSION REPORTS
6. Subject: Monthly Update Reports
Recommended Action: Receive monthly update reports from the Director of Parks and
Recreation and commissioners.
COMMISSIONER ATTENDANCE AT UPCOMING MEETINGS AND EVENTS
FUTURE AGENDA SETTING
ADJOURNMENT
In compliance with the Americans with Disabilities Act (ADA), anyone who is planning to attend this
teleconference 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, at least 48 hours in advance of the
meeting to arrange for assistance. In addition, 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.
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Parks and Recreation Commission Agenda November 4,2021
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, Cupertino, California 95014, during normal business hours.
IMPORTANT NOTICE: Please be advised that pursuant to Cupertino Municipal Code section
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. Do not include any personal or private information in written communications to the City
that you do not wish to make public, as written communications are considered public records and will
be made publicly available on the City website.
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.
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12 CITY OF CUPERTINO
CUPERTINO Agenda Item
21-10073 Agenda Date: 11/4/2021
Agenda #: 1.
Subject: Capital Improvement Projects Update
Accept a presentation on the Capital Improvement Projects Update.
CITY OF CUPERTINO Page 1 of 1 Printed on 11/4/2021
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Parks & Recreation Commission :
CIP Project Update
November 4, 2021
01,
SS.1 1
CUPERTINO
Overview
• Annual Playground Equipment
Replacement update
• All-Inclusive Playground at Jollyman Park
update
• Junipero Serra Trail - East Segment update
• Memorial Park Ponds Repurposing update
Annual Playground Equipment Replacement
• Contract: Approved by City Council Play Equipment Procurement: Fabricate
on 9/21 /21 & it is fully executed and deliver play structure equipment &
accessories is approximately 3 months,
• Installation: It will take � 3 weeks expected delivery date is January 2021
from delivery * High demand for play equipment
and supply chain issues
S
J
11
All - inclusive Playground at Jollyman Park
• RFQ Procurement Process is JEIN SHPE REE,T
BENCH.TW -
complete and contract - - - -
negotiations are underway.
Contract scope anticipated to
begin in December 2021 ,
• Fundraising campaign
planning is underway. Goal to
raise $1 M in one year
• Grant p are Requirements u to f:f
q � .
date
Junipero Serra Trail - East Segment
• Schematic Design is under review N
by Staff and other public
agencies
• Environmental consultant is "Poo
collecting data required for the rPROJECT
SITE
CEQA document and associated r
technical studies
• An update is due to the VTA by
November 5th in order to meet
the Grant Requirements
51TE MAP
NO SCALE
Memorial Park - Pond Repurposing
• The City has selected a design • The contractor procurement
consultant and the design is process will begin shortly after,
currently underway with Final with the start of construction
Plans and specifications anticipated in late spring/early
anticipated by mid-March summer.
i
7
•L JL .
"7
Thanks
CUPERTINO
PRC Meeting 11.04.21
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12 CITY OF CUPERTINO
CUPERTINO Agenda Item
21-10074 Agenda Date: 11/4/2021
Agenda #: 2.
Subject: Meeting Minutes for the October 7, 2021 Parks and Recreation Commission Meeting
Review and approve the minutes for the October 7, 2021 Parks and Recreation Commission meeting.
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PRC Meeting 11.04.21
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CITY OF
CITY OF CUPERTINO
11 PARKS AND RECREATION COMMISSION
Teleconference Meeting
CUPERTINO Thursday, October 7, 2021
7:00 PM
DRAFT MINUTES
CALL TO ORDER
Chair Stanek called the meeting to order at 7:00 p.m. via remote teleconference.
ROLL CALL
Commissioners present: Carol Stanek, Xiangchen (Minna) Xu, Sashikala Begur, Gopal
Kumarappan, Neesha Tambe
Commissioners absent: None
Staff present: Joanne Magrini, Kevin Khuu, Molly James, Kelsey Hayes,
Rachelle Sander, Toan Quach
Guest speakers: Louise Saadati
CEREMONIAL MATTERS AND PRESENTATIONS
1. Subject: KnowBe4 Training
Recommended Action: Discuss mandatory KnowBe4 training with the City's
Infrastructure division.
Toan Quach, Innovation Technology Technician, presented on this item. Toan sent an
email of the training to the Commissioners and confirmed that they have 21 days to
complete the training.
2. Subject: Summer Programs and Events
Recommended Action: Receive a presentation on summer programs and events.
Joanne Magrini, Parks and Recreation Director, introduced Molly James, Recreation
Manager, and Kelsey Christian, Recreation Coordinator to present on this item. Molly
presented the after season review of Blackberry Farm. Kelsey presented an overview of
the events and festivals that occurred this summer.
3. Subject: Senior Strategy Survey
Recommended Action: Receive a presentation on encouraging community input in a
survey assessing resource awareness and need among seniors for the Senior Strategy
City Work Program Item.
Joanne presented on the information about the survey and when it would be released.
Chair Tambe suggested possibly partnering with private organizations such as Age
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Friendly Cities, Main Street, Library Foundation, or assisted living facilities to spread
the word about the survey.
APPROVAL OF MINUTES
4. Subject: Meeting Minutes for the September 2, 2021 Parks and Recreation
Commission Meeting
Recommended Action: Review and approve the minutes for the September 2, 2021
Parks and Recreation Commission meeting.
Commissioner Tambe motioned to approve the minutes. Commissioner Kumarappan
seconded. Motion passed unanimously.
POSTPONEMENTS
None
ORAL COMMUNICATIONS
None
WRITTEN COMMUNICATIONS
The Commission had received a written communication for item 5 on the agenda.
OLD BUSINESS
5. Subject: Update on the Dog Off Leash Area Trial at Jollyman Park and Review of the
Administrative Policy for the Ongoing Program
Recommended Action: Receive an update on the Dog Off Leash Area trial at Jollyman
Park and provide feedback and input on the Administrative Policy for the ongoing
program.
Joanne presented on this item and provided an update to the Commission. Louise
Saadati presented from the Jollyman DOLA Group.
Written communications for this item included an email to the Commission.
The following community members provided public comment on this item:
Gauri Dutt-Gauri's daughter provided thanks for the Dog Group at Jollyman Park
Sameer Raheja-Reminded the Commission about the previous outreach efforts
performed and requested the Commission's support to make the program permanent.
Mary Ellen Chell-Thanked the Commission for their work and asked the Commission
to make the program permanent.
Catherine Coe-Sent a letter to the Commission and provided feedback on the DOLA.
Opposed moving forward with a permanent program.
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Deepa Mahendraker-Addressed some of the concerns brought up during the public
comments. Supported the DOLA and the administrative policy.
Seems Lindskog-Congratulated the DOLA group and provided thanks to Joanne.
Suggested collecting preliminary data and talking to residents near other parks about
establishing other possible DOLAs in the City.
Tony Alexander-Recommended a City ordinance to reference the Jollyman DOLA,
rules, and regulations.
Commissioner Begur suggested the Jollyman DOLA group monitor and keep a
checklist of dogs that are licensed and vaccinated, for the DOLA users. Commissioner
Kumarappan suggested the Jollyman DOLA group also respond and listen to input and
feedback from residents near the park. Commissioner Tambe suggested listing the
community outreach performed for the Jollyman DOLA for the record, include clear
consequences of policy violations within the rules and regulations, and to post this
policy near the entrances of the park. Also suggested having a main point of contact for
the City to talk about DOLAs with if there are issues, to update the call number on the
signs, and to ensure the program is codified. Chair Stanek suggested that the Jollyman
DOLA be observed at the same level by Code Enforcement as other parks within the
City for dog off leash violations.
Commissioner Tambe motioned to approve the administrative policy with the feedback
incorporated from the Commission, including clarification on the violations and fines
attached as well as the noticing requirements to the public if there are changes to the
policy. Commissioner Kumarappan seconded. Motion passed unanimously.
6. Subject: Update form the Discretionary Fund subcommittee
Recommended Action: Receive an update from the Discretionary Fund subcommittee
on the project status and implementation.
Chair Stanek shared a video on the item, the brochure flyer about the Cupertino
Labyrinth Quest, and details on the project.
Vice Chair Xu suggested sharing pictures from this project to the City's website. The
Commission supported the project.
NEW BUSINESS
7. Subject: Parks and Recreation Discounts, Fee Waivers, and Scholarships
Recommended Action: Receive a presentation on the existing discounts, fee waivers,
and scholarships available through Parks and Recreation and provide feedback.
Kevin Khuu, Management Analyst, presented on this item.
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Commissioner Kumarappan suggested providing more links or references for each of
the scholarships to increase the awareness and knowledge of these opportunities to the
public.
Commissioner Tambe suggested utilizing another metric such as an income tax IRS
verification form, as a qualification for fee waivers and discounts, to be more inclusive
of those who are unhoused and provide them the opportunity to access these City
services. Offered to work with staff more closely to create a formal policy on
qualifications for fee waivers and discounts.
8. Subject: Potential for Adding a Second Regular Meeting for the Parks and recreation
Commission
Recommended Action: Discuss the potential for adding a second regular meeting for
the Parks and Recreation Commission.
Commissioner Tambe presented on this item. Commissioner Kumarappan did not
support having a second regular monthly meeting,but suggested having more advance
notice for the special meetings.
Vice Chair Xu agreed with Commissioner Kumarappan and supported earlier
notification and scheduling of special meetings to provide more notice to the public.
Chair Stanek asked Commissioners to think about ways to increase community
engagement. No motion occurred on this item.
STAFF AND COMMISSION REPORTS
9. Subject: Monthly Update Reports.
Recommended Action: Receive monthly update reports from the Director of Parks and
Recreation and Commissioners.
Joanne provided the Director's update.
Chair Stanek attended the Pooch Plunge and the Silicon Valley Day and Night Fun Fest.
COMMISSIONER ATTENDANCE AT UPCOMING MEETINGS AND EVENTS
Commissioners to attend the upcoming Mayor's meetings as follows:
- November 10: Vice Chair Xu
- December 8: Commissioner Tambe
FUTURE AGENDA SETTING
Joanne reviewed the upcoming items for the November meeting:
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- CIP Projects Update (Memorial Ponds Repurposing,Jollyman All-Inclusive
Playground, Creekside Playgrounds Replacement, and Junipero Sierra Trail)
- FY 21-22 Work Program Update and First Quarter Budget Review
- Update from the Discretionary Fund Subcommittee
ADJOURNMENT
Chair Stanek adjourned the meeting at 9:56 p.m. to the November 4, 2021 meeting at
7:00 p.m.
Respectfully submitted,
Kevin Khuu, Management Analyst
Parks and Recreation Department
Minutes approved at the regular meeting
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12 CITY OF CUPERTINO
CUPERTINO Agenda Item
21-10075 Agenda Date: 11/4/2021
Agenda #: 3.
Subject: Rancho Rinconada Recreation and Park District Update and Recommendation to the City
Council
Receive an update on the Rancho Rinconada Work Program Item. Recommend not to proceed with
the annexation of Rancho Rinconada Recreation and Park District (RRRPD) until such time that the
RRRPD Board requests that the City annex the facility, or until LAFCO initiates a transfer of facilities
management from the RRRPD Board to the City.
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PRC Meeting 11.04.21 -Item 3
Page 1 of 5
Rancho • • • •
Recreation • • Park District
Parks and Recreation Commission
November 4, 2021
1
•N i 10 •
• Timeline
• Rancho Rinconada Recreation and Park District
(RRRPD) Outreach
• RRRPD Strategic Plan and Resolution
• Process for Annexation
• Considerations
• Recommended Action
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PRC Meeting 11.04.21 -Item 3
Page 2 of 5
Timeline
Council receive
LAFCO's Special Survey City staff met RRRPD
Study report published with LAFCO adopts
regarding RRRPD and LRecreation
nd RRRPD Boar who strategic
and added it to available selected provided plan and
ission contractor New RRRPD
the City's FY online Marc s for Strategic next steps if Board was resolution
2019-20 Work 7 to March acquisition supporting
result Plan q seated District
Program �� were to be
pursued governance
March 2020 March 2020 August 2020 October 2020 ! October 2020 March 2021 October 2021
February 2020 March 2020 August 2020 September 2020 October 2020 December 2020 June 2021
Parks and
Parks and Recreation
Parks and Ldela
COVID RRRPD Recreation Memo Commission
Recreation
Shelter In Strategic Commission provided to Meeting
Commission Place Plan request unanimously City Council notice sent
provides untilInitiated for proposals recommend with an to District
feedback on due date Option 2 to updateon Residents
RRRPD survey City Council the item ed
3
RRRPD Strategic • • Outreach
• Outreach
Interviews with RRRPD Staff and Board
members
2 Workshops
Survey
■ Two mailers sent to 5,914 homes within a
three-quarter mile radius of RRRPD
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PRC Meeting 11.04.21 -Item 3
Page 3 of 5
RRRPD Strategic Plan
• Strategic Plan adopted on June 10, 2021
• Four goals established
o Goal # 1 addresses question of
annexation
• RRRPD Resolution adopted
5
Process for Annexation
Annexation would need to be initiated by
• LAFCO Resolution
• City Resolution
• Voter Petition
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Considerations
• Clear opposition by the RRRPD Board
• RRRPD Board is prepared to take future
action
• Current RRRPD operations allow
Cupertino resident participation in
all programming
7
Considerations
• If City annexed RRRPD, likely that participant
fees would increase due to fee consistency
Recreation Swim $5R/$6NR $6R/$8NR
Private Swim Lessons $27.50R/$32.50NR $50R/$60NR
• Annexation process is lengthy, expensive,
and does not guarantee a successful transfer of
the facility
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PRC Meeting 11.04.21 -Item 3
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Recommended •
Receive an update on the Rancho Rinconada
Work Program Item.
Recommend not to proceed with the annexation
of Rancho Rinconada Recreation and Park District
(RRRPD) until such time that the RRRPD Board
requests that the City annex the facility, or until
LAFCO initiates a transfer of the facilities
management from the RRRPD Board to the City.
9
Questions?
Kevin Davis, RRRPD General • • •
CUPERTINO
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CITY OF
PARKS AND RECREATION DEPARTMENT
QUINLAN COMMUNITY CENTER
10185 NORTH STELLING ROAD • CUPERTINO, CA 95014-5732
TELEPHONE: (408) 777-3120 • FAX: (408) 777-1305
CUPERTINO CUPERTINO.ORG
PARKS AND RECREATION COMMISSION STAFF REPORT
Meeting: November 4,2021
Subject
Rancho Rinconada Recreation and Park District Update and Recommendation to the
City Council.
Recommended Action
Receive an update on the Rancho Rinconada Work Program Item. Recommend not to
proceed with the annexation of Rancho Rinconada Recreation and Park District
(RRRPD)until such time that the RRRPD Board requests that the City annex the facility,
or until.LAFCO initiates a transfer of facilities management from the RRRPD Board to
the City.
Background
On March 2, 2021, City Council reviewed the current status of the Rancho Rinconada
Recreation and Park District(RRRPD) City Work Program item and unanimously
carried the motion to delay the consideration of the annexation of the District until
RRRPD completed their strategic visioning and outreach process and the RRRPD Board
of Directors made a formal recommendation on the subject of City acquisition and
annexation.In addition,the delay would allow for community engagement in long-term
planning for aquatics facilities in Cupertino.
Discussion
Developed by Rauch Communication Consultants, a strategic plan for RRRPD was
prepared and finalized in 2021.The results and recommendations provided in the
strategic plan were based on interviews with RRRPD staff and the Board of Directors,
two facilitated public workshops, and an online survey. Two mailers alerting residents
of the public meetings and the online survey were sent to 5,914 households within a
three-quarter square mile radius, including the RRRPD residence area and adjacent
surrounding areas including Cupertino and San Jose.There was a total of 22 attendees at
the two public workshops and 135 individuals participated in the online survey. RRRPD
Board of Directors met on June 10,2021, to review and adopt their 2021 Strategic Plan
(Attachment A).
As part of the strategic visioning and outreach process, detailed survey results were
collected by Rauch Communication Consultants between March 24,2021 and April 12,
2021. Out of the 135 individuals who participated in the survey, 122 responded to the
question below:
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Do you agree that the City of Cupertino should take over RRRPD?
Strongly Agree: 11.48%
Agree: 5.74%
Neither Agree or Disagree:22.13%
Not Sure: 20.49%
Disagree: 13.11%
Strongly Disagree: 27.05%
Of the 122 responses,42.62%of the respondents chose the categories not sure, or neither
agree nor disagree.40.16%of respondents disagreed or strongly disagreed with the
acquisition City of Cupertino annexation of RRRPD, and 17.22% of respondents agreed
or strongly agreed that the City should annex RRRPD. Detailed responses are available
on pages 24-29 of the RRRPD 2021 Strategic Plan(Attachment A).
In light of the results from the survey the RRRPD Board passed a resolution expressing
clear opposition to the City's annexation of the District. Annexation procedures would
need to be initiated by either LAFCO resolution, City resolution, or by a voter petition.
Should the City initiate the proceedings, the City would be responsible for all fees and
costs associated with the application, anywhere between$252,000 and$857,000
(Attachment B). A step-by-step guide to LAFCO Proceedings for Reorganization Process
is attached (Attachment C).
The Board unanimously adopted the 2021 Strategic Plan to guide the District from FY
2022 to FY 2024. Four key goals were established as part of the plan. The first goal
specifically addresses the issue of a potential annexation of RRRPD and its facilities by
the City. This first goal called for confirming the continued independence of RRRPD
with the objective that RRRPD's elected Board of Directors govern the pool facilities and
programs. Three implementation actions were established.
1. Adopt a board position and notify relevant agencies:A resolution supporting
the District's continued existence and governance as an independent special
district was unanimously adopted on June 10,2021 (Attachment D).
2. Communicate the board position to stakeholders.
3. Take further action based on the response from LAFCO and Cupertino.
Staff would like the Commission to consider the following items prior to making a
recommendation to City Council on whether to further pursue action on
the Rancho Rinconada work program item at this time:
The RRRPD Board has expressed clear opposition to the City's annexation of the
District, as stated in their Board Resolution#06102021. Further,based on
conversations with LAFCO, a district has never been annexed by a city without a
district's consent.
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• Under current operations, all Cupertino residents have the ability to use the
facility and to participate in all programming offered.Annexing RRRPD does not
create new recreational opportunities for residents in the facility's current
configuration.
• If the City annexed RRRPD it is likely that participant fees would increase to be
consistent with existing aquatics programming operated by the City. This would
result in use rates being raised for all guests of the facility.
• If the City were to proceed with the acquisition of RRRPD, the process would be
a lengthy and expensive, and would include additional costs associated with the
staff time needed to work through the application process. Initiating the
acquisition process would not guarantee a successful transfer of the facility, any
funds used in the attempt would not be recoverable, and the attempt would
likely be dependent on a successful special election which is estimated to cost
anywhere between$200,000 and$800,000 per the Registrar of Voters. Cost is
dependent on the scope and timing of the election (Attachment B). The special
election would require at least 25%of the RRRPD constituency to approve of the
annexation.Other expenses include $12,000 application fee paid to LAFCO and
$5,000 for a professional aquatic facility assessment.Pending the assessment,
staff suspects that extensive improvements to facility infrastructure would be
needed,including extensive technological upgrades. These capital improvement
costs are in addition to the costs associated with the annexation.
RRRPD Boards' response to the 2021 Strategic Plan shows that the City would be taking
on considerable monetary risk by proceeding with the annexation process. It does not
appear that these risks would be adequately mitigated until such time that the RRRPD
Board requests that the City annex the facility, or until LAFCO initiates a transfer of the
facilities management from the RRRPD Board to the City.
Sustainability Impact
No sustainability impacts.
Fiscal Impact
No fiscal impact.
Prepared by: Molly James, Recreation Manager
Reviewed bv:Joanne Magrini, Director, Parks and Recreation
Approved for Submission by:Joanne Magrini, Director,Parks and Recreation
Attachments:
A-RRRPD Strategic Plan
B-Annexation Costs and Special Election Estimates
C-LAFCO Proceedings for Reorganization Process
D-RRRPD Resolution#06102021
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INC AD
Recreation and Park District
2021 STRATEGIC PLAN
RANCHO RINCONADA RECREATION AND PARK DISTRICT
Prepared by:Rauch Communication Consultants Inc.
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Contents
Introduction to the Strategic Plan .................................................................................................. 3
District History and Background ..................................................................................................... 4
FacilityQuick Tour........................................................................................................................... 5
PublicInput..................................................................................................................................... 6
Mission............................................................................................................................................ 7
Vision............................................................................................................................................... 7
Values.............................................................................................................................................. 8
Summary of the Goals and Objectives............................................................................................ 9
Goals, Objectives, and Implementation Plan................................................................................ 10
Monitoringand Oversight............................................................................................................. 14
APPENDIX 1. Rating the District Today (Workshop #1) ................................................................ 16
APPENDIX 2. Challenges and Opportunities................................................................................. 17
APPENDIX 3. How Do Our Customers View Us?........................................................................... 18
APPENDIX 4. Areas of Current Emphasis...................................................................................... 19
APPENDIX 5: Detailed Survey Results........................................................................................... 20
APPENDIX 6: Consolidated Notes by Topic Area .......................................................................... 36
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Introduction to the Strategic Plan
We are pleased to present the Rancho Rinconada Recreation and Park District Strategic Plan. It
was developed through a series of collaborative steps that formed a systematic process of
envisioning a desired future and translating this vision into broadly defined goals and
objectives:
• Interviews with District staff and the Board of Directors
• Two facilitated workshops of the Board of Directors
• Two facilitated public workshops
• A web-based survey
The result of these combined efforts clarifies our mission, vision, values, strategic themes and
establishes goals and objectives for the organization.
These include setting priorities, ensuring ample resources, a plan for implementing the
direction, and monitoring progress over time. It is a tool to help focus our limited resources to
ensure we achieve our selected priorities. These are extra strategic goals and priorities above
and beyond the myriad activities undertaken daily to operate the District.
The Plan also improves our ability to communicate about plans and priorities among the Board
and staff, pool users, and other stakeholders in the community.
The Board of Directors,
Rancho Rinconada Recreation
Steven Wesolowski — Board Chair Kevin Chiao— Board Member
Meesha Reiisieh—Vice Chair Noopur Sethi — Board Member
Nakul Bajaj — Board Member
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District History and Background
Background & Formation
The District was formed in the 1950s by a newly established and growing community in the
Valley of the Heart's Delight to provide recreational opportunities that were scarce at the time.
The City of Cupertino did not yet exist, and the surrounding area was mostly farmland. For the
next 65 years, Rancho Rinconada would provide a safe place for neighborhood families to
spend their summers, learn to swim, and enjoy some free time.
Governed by an Elected Board
An elected Board of Directors governs the District, and a professional staff manages it.
Programs
Today, our goal continues to be to bring the community Private swim lessons
together through our high-quality, affordable programs
and events. As one of the few remaining public pools, Public swim
everyone can visit the facility without membership fees or Year-round lap swim
an ownership stake. Our public swim and year-round lap Youth swim team
swimming are some of the most popular programs and are
very affordable. Swim camp
The Board and staff are also very proud of the District's Hall and pool rentals
robust learn-to-swim program, which has introduced many BBQ area pool party reservations
residents to a lifelong love of swimming! The District's
dedicated youth swim team even has swimmers who meet Playground and basketball half court
the Junior Olympics and Far Western time standards. Unique 3rd party recreation partners
The District has accomplished this by remaining an ■ Yoga class
independent public pool whose only purpose is to provide ■ Scuba lessons
the best and most affordable recreation. Our singular ■ Music class
focus and commitment to our customers have allowed us
to focus only on what matters most--our residents and
patrons.
Everyone Welcome
There are no membership fees or ownership stake needed. Residents receive a discount on
nearly all programs. This discount ranges between 5%to 25% depending on the program.
Pandemic:
Our patrons are always at the forefront of our decisions. When the COVID-19 pandemic hit in
2020, we quickly enacted safety protocols to keep our doors open for our community's mental
and physical health. We were the only public pool in Cupertino to do so.
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Facility Quick Tour
Below is a quick tour of the Rancho Pool facilities and examples of some of the facility
improvements under consideration. A Facility Master Plan is proposed to guide long-term
improvements and investments in the facilities.
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ZONE 1— Parking Lot and Frontage
In good repair but full during busy hours. Some needs include increased parking, enhanced flow and
safety, and improved drop-off spaces.
ZONE 2— Bar-b-que area
This is the least used area. It is in good condition. May new users often this is an entrance. It could be
repurposed entirely.
ZONE 3— Rancho Facility— Main Building
The main building was constructed in 1991. Its user flow is not ideal, and some key features are out of
date. For example,the shower rooms need renewal,the kitchenette is outdated, and changes could be
made to enhance user flow. For example,the shower room could be moved to exit onto the pool deck,
the office could be moved to a better position to greet visitors, and the office and guard room could be
combined. Also, the hall shape is irregular. It could be renovated, repurposed, or downsized. Finally,the
hall kitchenette is outdated. It could be renovated, removed, or merged with the snack bar.
ZONE 4— Pool & Back Lawn
The pool was built in 2005 and replastered in 2017. The multi-use recreation pool is generally in good
repair, but key structures will require work soon, including the pool deck, fence enclosure, and shade
structure.
ZONE 5— Playground & basketball Court
The playground was rebuilt in 2009 and should last until 2029.The basketball court was built in 1991
and could use a higher fence enclosure
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Public Input
Rancho Pool sought public input into its strategic planning process through numerous actions:
• Created a special web page at www.RanchoPool.org to serve as the landing page.The page
provided many opportunities for input and participation.
• Posted banners, posters, and fliers on the facility.
• Sent out two different informational mailings to 5,914 households in a %square mile, including
the District residence area and adjacent surrounding areas.
• Released a survey that ran from March 25th through April 12th and received 135 responses.
• Sent out over 400 emails to current users and subscribers to the mailing list.
• Conducted two public meetings on March 24th and 25th to collect qualitative data.
Public Meetings:
The District hosted two public Workshops:
The first took place on 3/24, starting at 6:00 PM, and ending at 7:15 PM, with 12 people present.
The second was held on 3/25, beginning at 1:00 PM and ended at 1:35 PM, with 10 participants.
Key Points from the Public Meeting Input (additional detail in the appendix)
• Strong sentiment against merger with City.
• Some ideas/requests for new services include snack areas, a separate kiddie pool, more
accommodation for seniors like pool walking(rehab), square dancing, outdoor family gatherings,
etc.
• Positive about pool management
• Strong desire for more lap and open swim
Survey on Key Strategic Planning Issues
1. The majority oppose a merger with the City of Cupertino.
2. There were numerous requests for more hours and lanes for lap swim and public swim.
3. Mostly satisfied with the facility, but some would like to see pool enhancements.
4. The top preferences were for email,website, and social media communication. Respondents
mentioned that they would like to know more about updates to service hours and the proposed
merger.
5. Most are happy with District services.
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Mission
New Mission Statement
The Mission of RRRPD is to provide year-round aquatic and recreation opportunities to
promote good health, wellness, and to enhance the quality of life of residents and visitors.
Proposed minor update
The Mission of RRRPD is to provide year-round aquatic and recreation opportunities to
promote good health, wellness and enhance residents' and visitors' quality of life.
Vision
A Very Short Vision
A true center of the community, led by excellent and trusted staff,fully utilized,family friendly,
affordable, clean, updated facilities, with programs for all segments of the community,
PROPOSED VISION STATEMENT
Within five years, Rancho Pool will:
Be a full and active community recreation center that is at or near capacity every day.
Provide a variety of aquatic and recreational programs for all ages and various schedules
and interests.
Foster a friendly, inviting, and safe environment that draws members from surrounding
areas.
Provide skill and growth opportunities to staff, so they grow in experience and confidence
as young workers and serve customers well.
Provide convenient online access to reservations, communication, and payment options
that are easy to use and utilized by members.
Develop and implement a facilities master plan to provide modern, safe, well-maintained
facilities.
Effectively communicate with members, users, and stakeholders and be responsive to
their input.
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Values
Values are what we consider essential—what we believe is right. In business and government,
core values are those principles that are ingrained, are a source of an organization's
distinctiveness, and are not compromised for economic or other gains.
In our actions and decisions, we prioritize:
Safety — Our top priority is to provide safe services and facilities for users of Rancho Pool and
the staff.
Health and Wellbeing — our services and facilities enhance the physical health, mental health,
and wellbeing of Rancho Pool users.
Transparency — We are open, honest, and transparent in all our actions and communications.
Service — We are here for one reason only, to serve the users of Rancho pool and meet their
recreational needs.
Continuous Improvement — We are never satisfied with the quality of service we provide and
always seek to do better.
Staff — Our high-quality programs would not be possible without a trusted high-quality staff,
and we seek to provide them with the support they need to grow, learn, and effectively serve
our community.
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Summary of the Goals and Objectives
GOAL 1: Confirming the continued Independence of the District
1.1: The District's elected Board of directors governs the pool facilities and programs.
GOAL 2: Great Programs that People Want and Quality Facilities that
Support Them
2.1: The District assesses current and future program, facility, and capital needs.
2.2: The District adjusts programs over time to meet evolving customer needs and maximize
program participation overall
2.3: The District plans for future facility needs.
GOAL 3: Engagement and Communication with our Community
3.1: The District effectively communicates with its users and neighbors both inside and outside
its service area.
3.2: The District provides easy-to-use electronic registration, reservation, and payment in
addition to non-electronic methods.
GOAL 4: Transparency and Good Governance
4.1: The District maintains transparent, understandable, and auditable books and financial
reporting.
4.2: The Board and staff maintain, update and follow a full set of operational, administrative,
HR, financial, and board policies.
4.3: The Board actively implements a plan to improve Board Governance and planning
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Goals, Objectives, and Implementation Plan
GOAL 1: Confirming the continued Independence of the District
Strategic Challenge. The District's pool, hall, playground, and swim programs may see some
dramatic changes in the coming years because the City of Cupertino is looking into acquiring
the pool facility. If the City acquires the Pool, the City Council and recreation department
(rather than the District Board and staff) would have the authority to manage and implement:
prices, programs, and facilities available at the Pool. The top priority of this strategic plan is to
obtain public input and have the Board take a position on whether it is for or against a City
merger and communicate this position to the public.
Strategic Response. The District board has determined that residents and users of the District
receive maximum access to the programs and facilities they want at affordable prices if it is
governed by an independent Board of Directors
The following objectives and implementation actions must be completed to fulfill Goal 1.
OBJECTIVE 1.1: The District's elected Board of directors governs the pool facilities and
programs (Summer 2022)
1.1a Adopt a Board Position and notify the relevant agencies
1.1b Communicate the Board Position to stakeholders
1.1c Take further action based on the response from LAFCO/Cupertino
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Goal 2
GOAL 2: Great Programs that People Want and Quality Facilities to
Support Them
Strategic Challenge. The District offers about a dozen programs that serve a wide range of ages
and interests. They are popular and generally full. The challenge is to balance the wide-ranging
needs with the limited facility space and time available each day.
Strategic Result. A range of programs tailored to customer needs at times that work for them.
The following objectives and implementation actions must be completed to fulfill Goal 2.
2.1 The District assesses current and future program, facility, and capital needs (Winter 2022)
2.1a Identify the process, requirements, and key consultants/contractors required
2.1b Identify approximate costs for the process and amend the budget as necessary
2.1c Retain a consultant to guide a program needs assessment and facility master plan
2.1d Execute the planning process, include public feedback
2.1e Submit the draft for Board adoption.
2.2 The District adjusts programs over time to meet evolving customer needs and maximize
program participation overall (Summer 2024)
2.2a Assess the viability of programs identified in 2.1 with smaller pilot programs
2.2b Adjust programming based on 2.2 and collected feedback from 2.1d)
2.3 The District plans for future facility needs (Summer 2023)
2.3a Create a long-range financial plan to fund future facility needs
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Goal 3
GOAL 3: Engagement and Communication with our Community
Strategic Challenge. Even people in the neighborhood sometimes do not know that the District exists or
how it works.What's more, sometimes, users of the District are unaware of the variety of programs
available or how to sign up and participate.There have been many instances of unclear and incorrect
information about the Pool circulating within the community.
Strategic Result. Neighbors and users are well informed about Rancho Pool and its programs and how to
participate.There are also clear ways for users and stakeholders to communicate their questions and
comments to staff and the Board.
The following objectives and implementation actions must be completed to fulfill Goal 1.
3.1 The District effectively communicates with its users and neighbors inside and outside its
service area (Summer 2022).
3.1a Create & implement a comprehensive outreach &communication plan
3.2 The District provides easy-to-use electronic registration, reservation, and payment in
addition to non-electronic methods (Summer 2023)
3.2a Create an implementation plan, training plan,fee change schedule, and new documentation
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Goal 4
GOAL 4: Transparency and Good Governance
Strategic Challenge. People come for the pool, programs, and facilities. Providing great programs and
facilities requires maintaining affordability,good governance by the Board, and excellent
implementation by staff.
Strategic Result. Excellent finance, administration, planning, and governance to meet our mission and
vision in line with our values.
The following objectives and implementation actions must be completed to fulfill Goal 1.
4.1 The District maintains transparent, understandable, and auditable books and financial
reporting (Summer 2022).
4.1a Create an Ad Hoc Committee to work with staff to recommend enhancements to financial
reporting readability
4.1b Implement recommendations and collect public feedback on new reporting structure
4.1c The District completes a District Transparency Certificate of Excellence from the Special District
Leadership Foundation
4.2 The Board and staff maintain, update and follow a complete set of operational,
administrative, HR,financial, and board policies (Summer 2022).
4.2a The Board expands and develops board policy series 2000 and 3000
4.2b The staff updates the accounting policy manual
4.2c The Board completes a review of existing administrative procedures
4.3 The Board actively implements a plan to improve Board Governance and planning
(Summer 2024)
4.3a The Board pursues the Special District Leadership Foundation's (SDLF) Districts of Distinction
accreditation program.
4.3b The Board updates the strategic plan
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Monitoring and Oversight
Staff and Board Oversight and Monitoring
Staff will display the mission, vision and values and use in staff training, etc.
Staff will reference Strategic Plan items on Board meeting agendas as appropriate.
Staff will provide the Board with strategic plan updates at least annually.
Staff will make the Plan available to the public
The General Manager will be evaluated in part based on the execution of the goals and objectives.
The Board will review and update the goals and objectives of the strategic plan annually at the
December organization meeting.
The Annual Budget will ensure adequate resources to meet the strategic goals and objectives.
The Board will fully update and roll forward the Plan every three years or when needed.
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APPENDIX 1. Rating the District Today (Workshop #1)
Before considering where the District wants to go in the future, it is essential to understand
where it is today. In this exercise, each participant in the workshop was asked to rate various
aspects of the District based on its current performance. Each participant selected aspects of
the District to rate and graded them on a scale of 1 to 10 (10 being excellent). The average
scores and the total number of votes are included to the left of each category.
BELOW ARE THE CATEGORIES • •
Avg. 9.5 Management. Great staff.Well, organized. Programs run smoothly.The staff acted
10, 9 quickly and proactively to keep the Pool open through COVID. One of the only public
2 votes pools kept open.
Avg. 7.7 Finances.The positives are that it is well-managed and stable,with reserves and
g g 7 adequate funding to maintain reserves overtime. Net income is solid year-to-year. In
3 votes the long term, if the pool needs replacing, we can fund it. Negatives involve internal
processes, i.e., not accepting electronic payments. Doing this is a challenge due to
auditing, requirements, maintaining a paper trail, and due diligence.
Avg. 6.8 Facility(Pool, Basketball, Play Area, Programs).The pool and multipurpose room are
8, 7, 5.5 described as "helpful." Basketball court and facility structure need updating. All else is
3 votes excellent. Everyone loves the current programming. Observe kids playing, but not as
many gathering where tables are situated.
Avg. 6.7 Staffing. Strengths include energetic, intelligent, good people who applied flexibility
8, 6, 6 in figuring out how to stay open amidst pandemic. Challenge, due to seasonality
3 votes (cannot give enough hours to work in winter) and age group (high turnover). Rancho
Pool is the first job for many, and would like to be able to put staff into management
positions/supervisory roles for the subsequent year. It takes time to cultivate
seasoned staffers.
Avg.4.0 Outreach/Community Engagement.This area requires work and improvement. Public
6, 5, 3, 3, 3 outreach is described as poor, challenging, and lacking.There is misinformation
5 votes circulating that is not responded to.The District has been trying different ways to
reach out to the community successfully.The website is not widely used. Many do not
know about the pool's existence or the hours, even as a resident.
Avg.4.0 Parking. Crowded and overflowing parking flows into neighborhood streets, causing
4 problems for those living in the area, but it does not occur often.There is no answer
1 vote yet on how to resolve it. Idea: put a sign up that cannot park in streets for pool.
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APPENDIX 2. Challenges and Opportunities
Below is a list of critical issues and challenges expected to face the District in the future
identified in the process. Each participant was asked to predict what challenges and
opportunities the District would confront in the future.The feedback is as follows:
WILL THE DISTRICT REMAIN INDEPENDENT FACILITIES & CAPITAL
OR BE TAKEN OVER BY THE CITY OF How can we make the facility better, more
CUPERTINO? amenable to future needs? Consider adding a
We need to obtain as much public input as dome over the pool to stay open longer.
possible and take a district position. How do we manage expectations with
WHAT WILL USAGE BE LIKE AFTER COVID-19? limited capacity and resources? Only can be
Will people feel comfortable using the pool? If open so long. Children do not swim at night.
they come back quickly, how can we hire fast We are good about keeping up with ongoing
enough to serve them? maintenance and capital improvements.
MANAGING STAFFING POST COVID-19 KIDS MAY BE MORE RELUCTANT TO SPEND
Staff Shortage. Staff is down from around 80 TIME OUTDOORS IN THE FUTURE
to the 30s due to the COVID hiring freeze. If It seems that over the years, kids spend less
people return quickly, we are short of staff. time outdoors than in the past. COVID may
Availability of workers. Will parents let their make this worse. Will kids want to use our
kids work? Will they want to work? facility as much in the future? We need to
It takes time to build staff back up. Ramp-up prepare if this cultural change occurs.
will be a severe challenge for 4-5 years, COMMUNITY& GROWTH
Challenge and Opportunity. If allowed to start The increased median income in our area will
lessons, will need to train people. allow price increases, if needed, to improve
Need to Determine how to best balance programs or facilities.
being ready to serve people quickly and long- The growth of Cupertino will lead to increased
term staffing needs. If the District hires now, demand for the pool.
and nothing materializes this summer, and we Discussed whether the number of children in
cut their hours, we could lose them for good. the community would grow or shrink over
If we have a busy summer and overwork staff time. There was a greater perception that
and push them to take hours, they may burn there would be more children overtime, and
out and not want to come back. A balance is demographics will increase to support pool.
needed. It takes time to ramp up and develop
leaders. Identify potential for moving up. Give What are the future demographics of users
them a clear path to higher positions. Any outside Cupertino? Will they be able to afford
kind of shift in employment affects us for increases?
years. BOARD GOVERNANCE:
The Board must continue to work well
together.
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APPENDIX 3. How Do Our Customers View Us?
During the first board workshop,the participants were asked to identify how they believe the
District's customers view and understand the District and pinpoint what they want.
STAFFING Consider extending swim lessons from 30 to
It is easier to invent new programs than to 60 minutes. Difficult with staffing constraints.
figure out how to staff them. FACILITIES
PROGRAMMING Infrastructure is our primary limit, rather
The District should consider its programs than creativity and the ability to develop and
again, be open to new ideas. implement programs.
What is working: Our infrastructure is good and well-liked
o One key to our programs is that they o People want a place to exercise and
are easy for families to use. It is bring their kids; what we have is good.
essential to keep that. As demographics increase, we may have to
o We are also inexpensive and have increase the quality and look of our facilities
quality programs and facilities. Need to to keep up.
keep this. We could add a nearby parking area, and
We could offer more family programs customers could walk or shuttle.
o After school program, OUTREACH
o Baby class We have great programs, but people simply
do not know we are here or how to pay or
We could offer more for professionals sign up. We need to make it easier for people
o Something exercise-oriented. to use our facilities and programs. Consider an
o Keep longer hours, even holidays. online reservation system.
Customers have what they want. We just
o Master's swim (early in the day) need to utilize it more.
o Aqua aerobics ONLINE
o Senior programs People want to be able to book and pay for
o Something for stay-at-home parents lessons online. This was commented on
(mid-morning)
several times.
Private lessons are the lifeblood of the
District. It is revenue positive. There is a
market for longer lessons, one hour instead of
one-half hour.
Master Swim would need to be super early.
During times when not a lot of utilization and
parking issues.
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APPENDIX 4. Areas of Current Emphasis
The participants were asked to identify and vote on the most important issues that the
District must resolve in the coming years.The results of that vote are shown below, along
with a summary of the responses by category.This exercise was designed to advance the
discussion and indicate areas of current emphasis as described below rather than to generate
actionable, quantitative priorities. Everything on this list is important, as are many items that
don't appear in this list.
10 Outreach.
Votes
8 Votes LAFCO.The question of will we exist and our continuance.
6 Votes Need for a Facility Master Plan. Develop a Facility Master Plan and optimize the facilities
for current and future needs.
5 Votes More electronic services. Better online presence for payments, sign-ups, and
reservations. Uncertainty about the cost to implement electronic services due to the need
to meet additional audit and legal requirements. Adding electronic services will involve
both staff and board actions.
1 Vote Long-range financial stability.
0 Votes Maintain board effectiveness. Continue to work well as a board. Nice to see the the
Board is working well now.
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APPENDIX 5: Detailed Survey Results
The survey contained seven questions. 123 people responded and all completed the survey.
The responses were collected between March 24, 2021 and April 12, 2021
Q1. Which Rancho Pool programs do you use? Please check all that qualify.
ResponsesAnswer Choices % #
. .
Music Class 3.25% 4
Suba Lessons 3.25% 4
Yoga Class 7.32% 9
None of the above 8.13% 10
Open Basketball Half Court 10.57% 13
Rent the Hall and the Pool 12.20% 15
BBQ Area Pool Parties 13.82% 17
Summer Swim Camp 14.63% 18
Swim Team 15.45% 19
Open Playground 16.26% 20
Private Lessons 26.02% 32
Public Swim & Lap Swim 82.93% 102
Answered 123
Skipped 0
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Q2. Survey Responses: Summarized and Individual Comments
_What would you change,add or take away from our programs? %Responses #Responses
FOther Comments 13 9.92%
Accept cc for payment 1
Add a gym to workout 1
Add general classes 1
Cancellation Policy Updated 1
Community 1
Don't let the city take over 1
Easier Booking 1
More flexible summer camp programs 1
More management engagement in programming 1
More Parking 1
Online swim lesson registration 1
Publicize better 1
Shower/Change Area 1
Swim Programming/Enhancements 7 5.34%
Add pre-competition swim options for kids 1
Don't change swim team practice time and fee 1
Heated Pool 1
Single Swimming Lane 1
Swim Camp 1
Swim Team 1
Women only times for pool and gym 1
Additional Lap Slots/Time 33 25.19%
Additional Lap Slots/Time 33
Aquatic/exercise class options 5 3.82%
Aquatic/exercise classe options 5
Hand over facility to City 3 2.29%
Hand over facility to City 3
Keep current pricing 3 2.29%
Keep current pricing 3
Lower cost 2 1.53%
Lower cost 2
More Swim Hours/Access/Weekends 27 20.61%
More Swim Hours/Access/Weekends 27
Nothing 33 25.19%
Nothing 33
Year-Round Service/Additional Programming/Classes 5 3.82%
Year-Round Service/Additional Programming/Classes 5
Grand Total 100.00%
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Q3. Survey Responses: Summarized and Individual Comments
Do you have any suggested changes, remodels or improvements that
you would like to see made to the facilities: parking, BBQ hall facility, % #
pool,deck, back lawn, playground or basketball court? Responses Responses
Pool Adv Programming/Amenities/Water Maintenance/Upgrades 27 25.23%
Additional private swim lessons 1
Digital lap swim clock 1
General improved facility maintenance for current and additional
aquation/other programming 1
Indoor pool 1 I
Kiddie pool 2
Lane lines 3
More lap swim hours 1
New bigger pool 3
Pool cover/sun canopy 3
Pool deck maintenance 1
Pool heater 1
Pool shade sail 1
Pool upgrades 1
Pool water maintenance/check 2
Second swimming pool 1
Separate lap pool 1
Showers/changing room for swimmers 2
I. Swimsuit spinner 1
Other 13 12.1S% I
All of the above 1 I
Basketball court and playground 1 I
Designated dog park area 1 I
Family restrooms 1 I
Hall remodel 2 I
Hall remodel (climate control) 1 I
More benches and coverings (Covid) 1 I
NA 1 I
Ping pong table 1 I
Rent out for additional revenue 1 I
Replace basketball court with other activities 1 I
I. Upgrade facilities 1
Bathroom Maintenance/Enhancements 3 2.80%
Bathroom enhancements 1
Bathroom remodel 1
Pool bathroom maintenance 1
Upgrade BBQ 2 1.87%
BBQ 1
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Upgrade BBQfacilities 1
Parking 8 7.48%
Expand bike parking 1
Expand parking 7
Gym 2 1.87%
Gym 2
Keep as is 3 2.80%
Keep as is 3
Lawn Enhancements 5 4.67%
Larger facility area 1
Lawn umbrellas 1
More comfortable lawn area 1
More lawn chairs 1
More tables in grassy area 1
Locker Room Upgrades 3 2.80%
Need sun tunnel/Ight in locker room 1
Remodel locker rooms 1
Wall hair dryers 1
No 41 38.32%
No 41
Grand Total 107 100.00%
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Q4. Do you agree that the City should take over the Rancho Rinconada District?
Answer Choices % Responses #Responses Grouped Agree/Disagree
Not sure 20.49% 25
Strongly agree 11.48% 14 17.22%
Agree 5.74% 7
Neither agree nor disagree 22.13% 27
Disagree 13.11% 16 40.16%
Strongly disagree 27.05% 33
Please explain your view on whether the City should take over the #
District Responses Responses
Favor City Takeover 11 12.22%
After years of neglect finally it's great to see city of Cupertino talking
over this establishment. 1
Currently,the Board is rigged. 1
Having a Pool Board of volunteers from Rancho neighborhood when
everyone is consumed with work and family is a big issue. The city is in
a better position with extensive experience and staff for running
facilities like this. 1
1 agree city should take over the swimming pool to better management
and to utilize by the community. 1
1 would like to see the pool being available for swimming rather than
being closed most of the time. If the city will make that happen I am in
favor of them taking over. 1
I've had issues with that crabby family that runs it.The life guards now
need to pay attention when the kids have free swim 1
Increased services with Recreation department that offers extensive
classes/services not currently offered by RRPool. 1
Misuse and personal use of funds and corruption is everywhere in the
current management. 1
Oversight by the city might ad structure to the programs, and might
improve the programs in some ways. Even if prices increase under city
l management, I don't mind paying more,to get more. 1
Pool has been very poorly maintained managed. As rancho residents we
don't get priority in anything. Sumner camps are poorly organized. 1
There has been lots of bickering on my Rancho nextdoor email about
the current Board. If the City could do a better job, go for it. 1
Favor Independent District 48 53.33%
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Afraid that the parking will be more difficult, less available swimming
classes/summer camp spots for kids, and higher fees for public
swimming 1
i
City take over will ruin it. Do not have the city involved they will screw it
up. 1
i Concerned about the changes. 1
Current District Management and board government appear to be able
to respond more quickly to provide as many services as allowed under
Covid 19 limitations, and to restore and expand services when allowed
to do so. City takeover doesn't assure any greater community services
may be provided, may be less responsive to Neighborhood needs. 1
Current management has been running great. No need for change. 1
Don't want to see prices going up 1
I am happy so far as the way the pool is operated. 1
I am not a fan of city management. Currently model works well. 1
1 believe it would most likely change the dynamics of the pool from a
closely-nit community based pool where folks support one another,to
an impersonal city pool 1
1 definitely like how the pool is managed now. 1
1 do not understand why city should take over the District. if city take
over, will city use it for other purposes like commercial, business related
services, building houses? I strongly disagree with that. 1
1 don't have enough information. Like, who would manage it better. Our
family was pretty happy with RANCHO POOL over the years...So, maybe,
don't fix it if it ain't broken... 1
1 1 don't know why the City would be interested in taking over the
District? If they want to expand their pool access,they should look at
their existing facilities and expand their hours- making the pool
available all year round? I very much appreciate the current Rancho
management and staffing! Arthur and Jimmy are amazing! 1
1 feel that should Cupertino city takes over, then Rancho Rinconada
District is no longer"local". By that I mean, currently I see local high
school kids get their first jobs as swim instructors and life guards etc.
They attain lots of trainingsand gain experience.
I fear that when the City takes over, Rancho Rinconada will be treated
as another facility in Cupertino's broad portfolio. It will lose its
autonomy as a local facility with its own Board of directors and mandate
to serve the local community. 1
1 have always love the how the pool is run by a board which is decided
by the small community of the Rancho district. Letting the city take over 1
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mean there will be more politics and take away the family feel of the
place, community, and the Rancho "Family" of workers.
I have real concerns about the city's competence and efficiency. I
envision city control resulting in a lot more bureaucratic rule making,
restricted services, and higher costs. I know the pool has had issues in
the past with self-serving management, but neighborhood control is
most flexible and responsive to the community. 1
1 like the ease and accessibility as of now 1
I like the way the facility is run now, so don't want any change.
However, I don't know the benefits or limitations of the change in
management to know if I agree or not. 1
1 think the city most likely will raise the prices for lap swimming. And
they also may restrict the pool to summer use only, which would be a
shame. 1
I think the District does a fine job. It's possible with City oversight that
we might get additional programs, but I'm not sure. I have not been
provided with any guidance on the benefits City management would
bring. 1
i
1 think the District is doing an acceptable job. I don't want something to
change if it isn't broken. If there's a funding concern, I wouldn't mind if
the fees or tax on residence is raised 1
If the city takes over, it will lose the quaint small feel that serves the
community so well. 1
If the pool can be handled independently in term of financial,
manpower, schedule, public relationship and other aspects„ it should
continue the way it is. 1
I'm not sure why the City should take it over since they can't even
properly fund the schools. 1
It is currently running a great swim program 1
It should NOT, having privatized ownership gives more power to those
who actually use the facility. Please just stop fighitng so much in the
board meetings for the love of God 1
It's ran perfectly the way it is 1
It's working fine the way it is, the price is right, encourages people to
work out. Compare to Campbell where it costs $15 to swim! 1
I've heard negative things and had negative dealings with city-run
facilities. 1
Keep it private. Let the current management continue doing what they
have been doing successfully. 1
Keep programs operating 1
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Lead to mismanagement and higher prices 1
Let it operate on its own 1
My family has been going to the pool for 10 years; we love that it's
outdoors, we can host parties, and the staff is friendly. It's also the only
pool that was able to remain open during covid thanks to Kevin and his
staff- it's been a smooth process and Covid-free environment. Should
the City take over they may remove the pool, turn it into another park,
or increase prices like YMCA. Over the past 10 years, we have noticed a
lot of changes in the maintenance of the pool and facility, and we're
looking forward to the new improvements as mentioned in the
workshops. Please keep Rancho Rinconada District as is. 1
Prefer to keep it the way it is 1
Prices will surge and hours might change. 1
Rancho Riconada has been with this community for many decades and it
serves the community very good.
Please leave it as it is now. 1
Rancho Rinconada is run like a small family and it is well run. Why
change that? It will only lead to a more bureaucratic approach to
things. 1
Remaining status quo and increase open swim hours is much needed. 1
The City is an evil empire that has no place on this property. it is
wrong and illegal. Under no circumstances should you let in. take it to
the supreme court if they try. It is wrong,just wrong. 1
The city should be establishing other facilities around Cupertino rather
than trying to take over District managed facilities that have been
working well for the neighborhood 1
The city will increase the price! 1
i
The city will likely contract out the management of the Rancho pool,
which will lead to increased costs and it will be more difficult to
communicate the District's needs. 1
The District seems to be run very well currently. I appreciate being able
to swim here for$6.00 (Cupertino resident, but not of this Rancho
District.) I can imagine the City changing things, as well as raising prices. 1
The Rancho rec district functions very well as it is and provides
community functions to the neighborhood and others. Everyone can
come to the Rancho rec now. The city would not solve their issues with
BlackBerry farm pool by taking over the District.The Rancho recreation
district is too small to provide all of the swimming overflow for
cupertino. I am worried that the Rancho rec would not be maintained 1
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well as it is no and cupetino would run out of money to maintain
Rancho rec. Or the land might be sold.
Things are running smoothly and facility is well kept. 1
What is purpose of city take over the District? Was there any issues
and problems that exist today such that only city take over can fix it ??
Without any valid reason, I don't agree city should take over. 1
IWorried that the pool will get too crowded like Blackberry. 1
Not Sure 24 26.67%
As long as the fee isn't increase, I have no particular concerns 1
Depending on whether or not city could provide better services. 1
don't know the advantages or disadvantages of this change 1
1 don't know what this means for neighborhood access especially since
the pool is located in San Jose. 1
I don't mind who runs it, i just love the pool as its the only public pool
nearby 1
1 don't have background info. 1
1 don't know what the City would do differently, so I can't judge whether
the changes would be good for me or not. The soliciatation for this
survey did not reference any source of such information other than
"there is a proposal ...". 1
' 1 don't know what the reasons are; what the gains and losses would be. 1
1 live one block east of Lawrence Expressway, so I actually have a San
Jose address even though I can walk to the pool. My only concern is that
if Cupertino takes over running the pool that they still allow San Jose
residents to use the pool. If they do, I have no objections to them
i running the pool as long as they do so competently. 1
1 was only recently made aware of the possible changes. 1
1 would need to know more about the city's intentions before I have an
opinion. 1
11 would need to understand what would change before I can form an
opinion. 1
I'm neutral. If it will help keep usage at Rancho strong, then I say why
not? 1
i
It is not yet clear to me what the advantages are. At this time, as I know
it, there is no limit as to who may benefit from the 'pool' and other
things offered by the RR District. I don't think people know what the
difference would be... or the (perceived) benefits. I don't want
Cupertino to use a 'takeover' as a way to water down any efforts to 1
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boost the amount of park space in this far east/south corner of the city.
I don't have enough info yet.
No opinion 1
Not a resident of Cupertino so don't have an opinion as long as I can
still swim 1
Not sure how this will change things 1
Not sure of the impact it will make 1
Please provide more information regarding the impact if the City takes
over,or pros and cons from the viewpoint of the District. 1
There exist few pools in Cupertino where the public can lap swim - pools
are either dedicated to schools or programs like DACA. RR is an
affordable option for all and I don't know if the city would keep it that
way. 1
Unaware of benefits and harms. As long as service remains consistent I
am impartial 1
Unclear what that would mean 1
What would this mean? How would it impact the pool? 1
Whoever can run it most efficiently to keep it open for more use. 1
Other 7 7.78%
allow for wider access, instead of charging the Rinchonada area
residents with a lower rate, but they have to pay for more on tax. 1
I don't know what changes the City would make so can't make a
comment. I just don't want this pool to close.The BlackBerry farm pool,
if they can open up again is only available in the summer and only for 6
days/week. That should be open everyday. 1
If it Increases in budget. 1
More traffic and overflow into Barrington Bridge private streets. 1
So it can be run fairly and well 1
The best important thing is to keep this wonderful recreation with the
same atmosphere. Staff is professional,very kind. I would really
appreciate if prices stay as it is. 1
Would they keep open? Or have the power to close it down. 1
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Q5. Survey Responses: Summarized and Grouped Comments
Are there any topics you would like Rancho Pool to communicate # %
more about? Responses Responses
All 1 1.59%
All 1
Budget/Finance/Taxes 2 3.17%
Budget allocation/taxes 1
Pool finances 1
Pool 22 34.92%
Children's swim classes 1
Lap swim hours/extensions 6
Pool updates/hours 11
Swim classes 1
Swim lessons 2
Swim practice 1
Facility Updates 2 3.17%
Facility Updates 2
Financial Report/Staffing 2 3.17%
Financial Report/Staffing 2
Hours of operation 2 3.17%
Hours of operation 2
Impact/Reason/Decision Rancho Takeover 14 22.22%
Impact/reason behind city control* 13
Impact/reason/final decision city control 1
New fee structure 1 1.59%
New fee structure 1
None 10 15.87%
None 10
Other classes(yoga) 1 1.59%
Other classes (yoga) 1
Programming updates 6 9.52%
Programming updates 6
Grand Total 100.00%
*Individual comments:
• What would change under City management and control?
• What improvements/changes are the City proposing?
• More transparency on why the city is trying to acquire Rancho.
• likely changes should city take ownership of pool
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• Reasons for City to take over.
• Final decision about future of Rancho Riconada.
• The impacts if the City takes over.
• Pros and cons for city taking over
• the citys illegal takeover so we can stop it
• Decision of the future planning
• This proposed take-over.
• City of Cupertino takeover
• advantages and disadvantages of city of cupertino taking over.
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Q6. Please rank your preference for how we communicate with you
Total
Public Meeting 0% 3% 12% 18% 43% 24% 74
District Website 6% 29% 13% 13% 13% 26% 78
Banner on the 5% 12% 34% 25% 11% 13% 76
District Building
Social media 4% 35% 20% 13% 7% 21% 75
Mail 16% 20% 13% 23% 20% 9% 82
Email 78% 10% 6% 2% 2% 3% 107
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Q7. Survey Responses: Summarized and Individual Comments
or
#1 Most important to change or 100% 95
keep:
#2 Most important to change or 62% 59
keep:
#3 Most important to change or 41% 39
keep:
#1 Only:
Five or more years into the future,what are the few most
important things you would change or keep the same #Responses %Responses
Access 10 10.75%
Keep access to community 1
Keep aquatic options available to local people 1
Keep it open 1
Keep pool open for all 1
Keep the accessibility of the pool 1
Keep the pool available to the public. 1
Keep the pool open all year 1
Pool access 1
Pool availability preference for rancho community members 1
That the pool stay open 1
Additional public swim hours 12 12.90%
allow more open access to the swimming pool besides
summertime, and less dedicated swim teams. 1
extend pool hours 1
Increase amount of lap swim hours 1
Lap swim lanes and more times for more people 1
Lap swim 7days a week 1
Longer and wider range of lap swim time 1
longer swim hours 1
More open swim or lap swim hours,esp shoulder season. Pool
seems closed a lot 1
Open lap time 1
Open more laptime swims 1
Please add more hours for lap swimming. 1
Public swimming hours(better to extend) 1
Aquatic programs 1 1.08%
Offer as many Aquatics programs possible 1
Bigger pool 2 2.15%
Enlarge the pool; update the dressing rooms 1
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Expand pool size 1
Carbon neutrality 1 1.08%
Invest to make it carbon neutral 1
Community Accessibility 2 2.15%
Having facilities that is dedicated to the neighborhood 1
It needs to grow with the city and at the same pace. 1
Electronic Reservations 1 1.08%
Electronic reservations 1
Expand Hours 2 2.15%
Change open hours 1
Have more open hours. 1
Gym 1 1.08%
Have a gym facility 1
No Change 5 5.38%
its current operational structure 1
Keep the pool open. Do not allow the pool to close or the land
to be appropriated. 1
keep the same 1
Keeping how it works today 1
So far, none _ 1
Pool 8 8.60%
Diligent ground crew and good maintenance of pool and facility. 1
Keep pool 1
Keep the pool 1
keep the pool nice and open 1
Pool 1
Rancho pool is maintained at its current pristine condition. 1
Small community pool 1
Swim pool _ 1
Pricing/Affordability 2 2.15%
afordable, it needs to serve the youth of the neighborhood 1
Keep low pricing for services 1
Public/Lap Swim 27 29.03%
If the online booking process is to remain,then please add the
feature that allows the booking to be imported into a calendar. 1
Improved outdoor lap swim 1
Keep public swim times. 1
Keep Resident swim hours 1
keep the 15" adult swim during the public swim 1
Keep the convenience of public swim without needing an
appointment 1
Lap swim 3
lap swim - availability 1
Lap swim hours 1
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Lap swim--Keep 1
Low cost lap swimming 1
morning lap swim 1
open and lap swimming 1
Open lap swim availability 1
Open lap swim to public 1
Public lap swim 1
Public lap swim (keep) 1
Public lap swimming 1
public swim 2
Public Swim & Lap Swim 1
Public swim access 1
public swim hours 1
Swimming pool open for public 1
The lap swim program 1
Rancho Independence 3 3.23%
Keep out of control of the city 1
Keep Rancho rec as special District 1
Keep Rancho to the family,dont let the city acquire it. 1
Remove basketball 2 2.15%
Change the outside layout- possibly do something different in
the playground/basketball area 1
Get rid of the basketball court. 1
Remove management 2 2.15%
Change- Remove current management 1
Change the swimming management 1
Service/Hours 1 1.08%
level of service, hours of operation 1
Swim Lessons 5 5.38%
a place where local young children learn to swim affordably...
learning to swim may, one day, save their lives; or, even other
people's lives. 1
Keep swimming lesson 1
More swim lessons 1
Swim lessons 1
Swim lessons _ 1
Swim Team 6 6.45%
KEEP swim team and high quality of coaches 1
Keep Swim team practice time and fee 1
Swim team 2
The ability for the swim team to continue to practice affordably 1
L_ To keep swim team with affordable membership fee 1
Grand Total 93 100.00%
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APPENDIX 6: Consolidated Notes by Topic Area
NOTES ON MERGER OR NOT
FROM CHALLENGES AND OPPORTUNITIES us at all. Most people assume we are run by
• We need to obtain as much public input as the City. Need input.
possible and take a district position. • [x3] Need more outreach so people know we
FROM CHALLENGES AND OPPORTUNITIES are here. I didn't know there is a kid's night
• Survey responses from LAFCO. Hunch how will out.
respond. Support of district independence. • Would like to see people vote on annexation.
• LAFCO big issue if District continues to exist Most people are not devoted to one side of an
• Will remain independent, need to gear up for issue. I would like to survey for LAFCO. People
that. are open to representing the public rather than
FROM MISSION STATEMENTS fighting in extreme ways.
• Statement assumes an independent District. • If the City takes over the pool,we can't
FROM VISION STATEMENTS assume they will close it down.
• Statements assumes an independent District. Lean toward keeping the District as-is
FROM PRIORITIES/EMPHASIS • [x3] Lots of reasons to keep as it is and some
• The top priority is to determine if we will exist. arguments on other side as well. Lean on side
FROM INTERVIEWS of keeping as-is. Lean toward keeping as-is.
• District is financially stable and doing a great We are fully booked. City couldn't do any
job. We should remain independent. We have more to improve things.
a good surplus to cover for a year of no • City not efficient. I have dealt with the City
income. Getting through COVID without they are not that efficient. It could be put by
sacrificing.Take in about$1 million. Half taxes the side. It has more attention. Lean toward it
and half users'fees (swim lessons is main staying that way. Starting a fresh slate.
form). We set aside $50 to$100,000 per year • Our costs are lower. We are cheaper. Our
for reserves and CIP. Includes paying for large maintenance man is also a lifeguard. Different
things like $13,000 pump, etc. cost structure.
• I don't think many cares how it is governed. • City could get rid of pool and pools are
Knowing it is local governance does not needed.
interest them. Compared to safe, high quality, • People prefer Rancho to City pools. Better
affordable,fun, and clean. parking and Programs. Right off the trail.
• Can we keep current services when integrated Great space and great location.
into the City? • Impact to San Jose users. My biggest concern
Alternatives is that most users come from San Jose, they
• City could take over high school or Junior could be charged higher amounts. (priorities).
College pools and not ours. Could attract larger subset of users not in the
• The only other public pool is at Blackberry District. (priorities).Also,San Jose users need
Farm. Whether or not they keep it as a pool or representation.
change it a park. • We are more flexible. City adds bureaucracy.
We need to inform people well. Need better We can't come up with ideas and move
outreach for possible takeover and in general. quickly.
• [x4] What do people want.They come from as • City priority for these services is lower.
far away as Los Gatos and Los Altos. People
don't know we are a district and don't know
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• My concern is if we annexed community loses
flexibility to be responsive. City pool only open
100 days per year.
PROGRAMS NOTES
FROM INTERVIEWS
Private lessons(other).
• [x5] This is our best program. People learn fast. Lots of pools offer group lessons. Group lessons
are profitable and work for students. What sets us apart is our private lessons. At other pools
shadow for an hour and then teach. We have lots of training. We role play. We invest in our
teachers. We have a deck supervisor to introduce parents, students, and instructors. Good
relations with parents and families. Kind of a family. People are happy with it. Kids come for
years and grow up and join swim team, and then teach here. Our price is also the lowest.
Rental.
• Rent hall (1,100 sq feet, not rented often).
• Pool Hard to get because only available 8:00 to 10:00.
• (BBQ area). Most popular.
• Rent for private swim lessons and diving lessons.
• Private rental for swim lessons three days a week.
Other Programs (priorities).
• Yoga 3 x per week.
• Music class one time per month.
• Summer camp (4 weeks last year).
Keep same hours, and stay open.
• Need new programs: swim lesson revenue declining because of fewer children. Need to look at
other programming.
FROM CHALLENGES&OPPORTUNITIES
Kids may be more reluctant to spend time outdoors in the future.
• Over the years, kids spend less time outdoors than in the past. COVID may make this
worse. Will kids want to use our facility as much in the future? We need to prepare if
this cultural change occurs.
Community&growth.
• Increased median income in our area will allow price increases if needed to improve
programs or facilities.
• Growth of Cupertino as a city. Will see more people coming in, neighboring cities.
Increase demand for pool.
• What are the future demographics of users outside Cupertino? Will they be able to
afford increases?
Board governance:
• It is important that the Board continues to work well together.
FROM HOW DO CUSTOMERS VIEW and UNDERSTAND US
Programming
• District should consider its programs again, be open to new ideas.
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• What is working: One key to our programs is that they are easy for families to use. It is
important to keep that. We are also inexpensive and have quality programs and facilities.
• We could offer more family programs: After school program, baby class
• We could offer more for professionals
• Something exercise-oriented.
• Keep longer hours, even holidays.
• Master's swim (early in the day)
• Aqua aerobics
• Senior programs
• Something for stay-at-home parents (mid-morning)
• Private lessons are the lifeblood of the District. It is revenue positive.There is a market for
longer lessons, one hour instead of one-half hour.
• Master swim would need be super early. During times when no utilization and parking issues.
• Extending swim lessons from 30 to 60 minutes] Difficult with staffing constraints.
FROM VISION
• Be a true community center that is at or near capacity 12 hours or more per day, everyday.
• Provide a variety of rich programming for all ages and broad interests:young, older,families,
those with work schedules and those that stay at home
• Pool from all over for 30-60 minutes
• Restore as many previous programs offered before Covid-19 as we can, and even more when/if
they make sense to add.
• Excellent customer satisfaction in all programs (qualitative assessment).
FACILITIES NOTES
FROM INTERVIEWS
Well maintained and nice variety of facilities.
• [x2l Very well maintained. Multipurpose room (yoga),family events, showers, locker room,
bathroom, half-court basketball court and net. Playground is fairly unused and less maintained.
Crowded (challenges).
Maintenance a problem because of District's small size.
• For example, the fence is rusting. No contractors want to do it at prevailing wage because it is
too small. (challenges). We could join a JPA that pre-bids work and not have public bidding.
Better use of facility—especially in winter—more utilization& improvements.
• [x3l Would like to do more with the space. Update facilities. Gathering area. Soccer. During
winter it is less utilized. Consider covered area. Limited to lanes and lap swim.
• Could add a temporary structure over the pool like a metal frame tent.
• Could advertise playground and basketball court and attract more people (increasing utilization
however through longer hours, longer seasons).
• Pool cover: Can only use pool April to November.
• Shower needs update.
We need a plan for using surplus and capital facilities.
Parking.
• People crowding the neighborhood in the residential area. Decreased with signs.
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FROM RATING THE DISTRICT
• (6.8 rating) Facility(Pool, Basketball, Play Area, Programs).The pool and multipurpose room are
"helpful." Basketball court and facility structure needs updating. All else is excellent. Everyone
loves current programming. Observe kids playing, but not gathering where tables are situated.
FROM CHALLENGES&OPPORTUNITIES
Facilities&capital.
• How can we make the facility better, more amenable to future needs?
• Consider adding a dome over the pool to allow it to stay open longer.
• How do we best manage user expectations with limited capacity and resources? Only so many
hours that it can be open. Children don't want to swim at night.
• We are good about keeping up with ongoing maintenance and capital improvement needs.
Facilities
• Infrastructure is our primary limit rather than implementing popular programs.
• Our infrastructure is good and well-liked
• People want a place to exercise and bring their kids and what we have is good.
• As demographics increase, may need to increase the quality and look of our facilities to keep up.
• We could add a nearby parking area, and customers could walk or shuttle.
(4.0 Ranking) Parking.
• Crowded and overflowing into neighborhood streets is a problem for those in the area but
doesn't occur often. Idea: put a sign up that can't park in streets for pool.
CUSTOMERS VIEW& UNDERSTAND US
• Looking for a good space to utilize facilities for exercise, kids.What we have is good,
infrastructure,well liked.
• BBQ space to rent.
• Parking extended. Direction to point where to park and walk.
• Changing income groups in neighborhood. Expectations are changing, keep up with that.
• Pre Covid,the issue is not utilizing, it's more of a capacity issue. Parking
• and
• pool.
FROM VISION
• The facilities are modern and well maintained and there is a long-term Master Plan to upgrade
and maintain them to meet future needs and maintain full utilization into the future.
• [x2] Full utilization of pool/facilities, greater than 75% (community areas/pool).
• Observe clean community pool, and when they want it.
• More usage of facilities. More pool programs and attendance. Utilize clubhouse.
• Modernization of facilities.
EMPHASIS/PRIORITIES
• Need for a facility Mater Plan to optimize facility(second highest ranking).
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ENGAGEMENT AND COMMUNICATION NOTES
FROM THE INTERVIEWS
Who do we need to engage?
• [x8] Need to engage with people who use the facility. Need to engage with everyone in the
District—even those who don't use the pool. Parents, swimmers, renters. 75%of pool users are
not in the neighborhood. (Perception). Residents, even those that if they don't use it,they are
impacted by parking or other issues.
How do the public perceive us?(priorities)
• [x2] Users are pretty satisfied. It is a great asset for those who use it.A general benefit. Most
people don't use it so not concerned. I don't know if anyone thinks it is a problem or an issue.
For others very helpful.
• 1 don't think many cares how it is governed. Knowing it is local governance does not interest
them. Compared to safe, high quality, affordable,fun, and clean. We started some outreach in
2019 and 2020. Had community events. No questions on how spend money.)
• We tried movie night and pizza for free. It didn't work.They only like water activities. People
want more lap swim. But it is less able to cover costs.
• [x3] I don't know. My only input is NextDoor. People out of community don't get Next Door and
wouldn't hear it. I don't think the neighbors know the truth. We did lots of outreach, but they
only see post on Next Door and believe it. Most people who come here don't care.
• They don't read our stuff.
People don't know about us. Outreach is not good. Need more outreach (challenges).
[x4] People don't know us. I didn't know about it after years of living near it. Would like to improve
outreach. (Expectations). We have done lots of good things in recent years. We should communicate
this in more ways.
FROM RATING
• (Rating 4) Outreach/Community Engagement.This is clearly a subject that requires work and
improvement. Public outreach was described as poor, difficult, and lacking.There is
misinformation circulated. Some mentioned that the District has been trying different ways to
successful reach out to the community.The website is not widely used. Many don't know about
the existence of the pool, or the hours, even as a resident. Overall, many dissatisfied with
effectiveness of outreach.
FROM HOW OUR CUSTOMERS VIEW US
• We have great programs, but people simply don't know we are here, how to pay or sign up. We
need to make it easier for people to use our facilities and programs. Consider an online
reservation system.
• Customers have what they want. We just need to utilize it more.
FROM VISION
• Be a true community center that is at or near capacity 12 hours or more per day, every day.
Our robust communication program reaches all members ......
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PLANNING AND IMPLEMENTATION NOTES
FROM INTERVIEWS
BOARD AND GOVERNANCE
Virtual meetings are a challenge.
Will be a good board. Fresh start.
• [x6] Board cares. It is great to have five people from different backgrounds. Everyone seems
good. I have only seen cooperation and thoughtful discussion. It [Board] appears good. I come
with a fresh slate. We talk rationally. Generally good. New board with new ideas.
Need more policies(challenges)
• Need Board policies. Last worked on in 2013, and forgotten. Incomplete.
• Need a performance evaluation process and policy for the General Manager.
Impact on staffing from COVID (challenges)—Need to change how we recruit.
• There will be long-term damage to staffing. It took five or six years to go from 34 to 80 people.
Now at only 30 employees. We will be in a terrible spot in 2021.The pipeline of trained people is
broken. Will parents allow their kids to work?Will kids want to work?We have to compete
against $30 per hour internships. We are competing for a small subset of people that can swim,
are a certain age, want to work, communicate well.
• Don't want to lower standards but may have to. Supervisor and manager levels will be tough to
fill.
• Could do group lessons as a temporary fix?
Staff retention is difficult from summer to winter.
• We may have to aim for older staff—more toward college. Offer training if stay more than a
year. It is hard to keep people season to season.
How will we continue to get good people post COVID-19?
• Will we get people back to the pool? Will we get trust? Can we attract people to opportunities
here?
• We are not staffed for coming back. Will get a lot of push back. Need to create outreach earlier,
provide updates. For next year we don't foresee swim lessons.
• We will have less people and less kids. That may cause revenue to go down. I think we are
thinking of having more public hours.
Finding better and more ways to serve people. More services throughout the year.
Need to be able to accept credit cards.
• [2] We don't accept credit cards but should. Would need to change the accounting method.
[x2] Crowded.
Most pools operate mid-March through end of October. Looking to expand our season.
BENEFITS TO THE COMMUNITY.
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Service
• Just the fact that we have served the community as long as they have.
• Able to meet the needs of the people, and be flexible to make changes especially during
COVID
• We have tried a lot of things that haven't worked, and return to things that do work.
• When people have a complaint,they can get an answer.
• We are open during COVID, and few pools are. We are paying our part-time employees. We
have the people we need to stay open. Still have open swim. We have one of the few public
services available during COVID. We have lap swimming. Very proud of that.
• New programs: most recent, is swim camp. Swim camp started 3 years ago. Great place for a
first job.
Our pool is designed for teaching kids and lap swimming.
• For our uses, it is an excellent pool. Other pools are designed for noisy swimming and not lap
swim.
MANAGEMENT AND STAFF
Well Run and management is good with limited resources.
• [x2] Just generally impressed with staff. Our people are great.
Built pool for$700,000 without a bond.
• Paid for pool by just charging an extra dollar per person.
Employees are good people who roll with change well.
• We have good people that are committed. People buy into the mission.
• We are small, and there is a sense of community. Lots of families grew up there. Coaches come
back to say hi.
• Lifecycle to it that keeps people coming back and taking on more responsibility over the years.
General Manager
• [x4] Is diligent,thoughtful,approachable, professional, and capable. Has wisdom beyond his age.
Has vision and positivity, and open to new things.The people he hires also have same energy
and imagination. He is quick, flexible, and adaptable.
Young staff and maintaining discipline.
• We give a lot of chances to improve.This is good for young staff but difficult for discipline. Kids
learn to work here.
Do we have too many positions in the summer: office, lifeguarding,scheduling manager,etc.
• Do we need this many manager positions? Maybe could combine lifeguarding and lessons
manager.
GM has too much power.
• [x2] All one person's call. Does not seem right. Needs to be more spread out.Too concentrated.
Too much concentration of power. [Note from Consultant—my understanding is that the
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PRC Meeting 11.04.21
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commentors see this as a byproduct of turnover on the Board and other factors diminishing
Board authority, and that the Manager is seen as wanting to have a properly balanced
Board/Manager role and relationship).
Need staff policies.
• Have had lots of turnover.This is a first job for many young people. Need clear policies and lines
regarding discipline. Need to get this correct.
• Need to understand the role of the Board in comparison to the GM.
• Need to clarify what is policy versus operations.
• Everyone needs to understand why policy is so important.
FROM RATINGS
• Staffing. Strengths include energetic, smart, good people, who applied flexibility in figuring out
how to stay open amidst pandemic. Challenges, due to seasonality (can't give enough hours to
work in winter) and age group (high turnover).This is a first job for many; would like to be able
to put staff into management positions/supervisory roles for subsequent year.Takes time to
cultivate seasoned staffers.
• (Rating 9.5) Management. Great, organized. Operations makes sure programs run smoothly.
• Finances.The positives are that it is well-managed and stable.They have great reserves, and
funding is adequate to maintain over time. Net-income is solid year-to-year. In long term, if pool
needs replacing, were able to expend $700K. Negatives involve internal processes, i.e., not
accepting electronical payments. Doing this is a challenge, attributed to auditing, requirements,
maintaining paper trail, and due diligence.
FROM CHALLENGES&OPPS
WHAT WILL CUSTOMER USAGE BE LIKE AFTER COVID-19?
• Will people feel comfortable using the pool? If they comeback quickly, how can we hire
fast enough to serve them?
MANAGING STAFFING POST COVID-19
• Staff Shortage. Our staff is down from around 80 to the 30s, due to COVID hiring freeze.
If people come back to the pool quickly, we are short of staff.
• Availability of workers. Will parents let their kids work? Will they want to work?
• Takes time to build staff back up. Ramp-up will be a serious challenge for next 4-5
years, a Challenge and Opportunity. If allowed to start lessons, will need to train people.
• Need to Determine how to best balance being ready to serve people quickly and long-
term staffing needs. A participant asked about the nature of the staffing challenge. The
manager noted that if the District hires a bunch of people now, and nothing materializes
this summer and we cut their hours, we could lose them for good. [Martin, I wasn't sure
how much editing to do. Should I be editing a sentence like this to improve the flow or
leave as is?Throughout, this document, I mostly only edited very glaring things or to
make sure that the concept was communicated, but I did not "perfect it."] On the other
hand, if we have a very busy summer, and we overwork staff, and push them to take
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PRC Meeting 11.04.21
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hours, they may burn out, and not want to come back. A balance is needed. It takes
time to ramp up and develop leaders. Identify potential for moving up. Give them a
clear path to higher positions. Any kind of shift in employment affects us for years. This
is a complex issue.
BOARD GOVERNANCE
• It is important that the Board continues to work well together
FROM HOW OUR CUSTOMERS VIEW US
STAFFING
• It is easier to invent new programs than to figure out how to staff them.
ONLINE
• People want to be able to book and pay for lessons online. This was commented on
several times.
FROM EMPHASIS/PRIORITIES
• (0 votes) Maintain board effectiveness. Continue to work well as a board. Nice to see
working well now.
• (5 votes) More electronic services. Better online presence for payments, sign-ups, and
reservations. Question of whether there will be budget effects from this due to need to
meet additional audit and legal requirements associated with it. Will involve board
action.
• (1 vote) Long-range financial stability.
FROM VISION
• CONVENIENT ACCESS TO ONLINE RESERVATIONS,COMMUNICATION AND PAYMENT OPTIONS ARE EASILY
ACCESSED AND FULLY USED BY MEMBERS.
• DEVELOP A STAFFING PROGRAM THAT IS REGARDED AS A GROWTH OPPORTUNITY FOR THOSE NEW TO THE
WORKFORCE. BOTH CURRENT AND NEW MEMBERS APPRECIATE THE WELL-TRAINED STAFF
• FOSTER A FRIENDLY,INVITING,INCLUSIVE ENVIRONMENT THAT ELICITS MEMBERS FROM SURROUNDING
AREAS TO JOIN.
• BE A TRUE COMMUNITY CENTER THAT IS AT OR NEAR CAPACITY 12 HOURS OR MORE PER DAY,EVERY DAY.
60
/^ i t PRC Meeting 11.04.21
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Recreation and Park District
BOARD OF DIRECTORS
Nakal Bajaj
Steve Wesolowski
Noopur Sethi
Kevin Chiao
Meesha Reiisieh
GENERAL MANAGER
Kevin Davis
Prepared by:
(ar `
rauch
communication
consultants inc.
www.rauchcc.com
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PRC Meeting 11.04.21
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COSTS ASSOCIATED WITH ANNEXATION
Application fee paid to LAFCO $12,000
Business plan required with application $15,000
• Consultant required
Professional Aquatics Facility Assessment $5,000
Special Elections Costs (chart below) $210,000-$800,000
Outreach and Mailings $10,000-$15,000
TOTAL $252,000-$847,000
MINIMUM COSTS POST ANNEXATION
Basic facility improvements $350,000+
Technology $25,000+
TOTAL $375,000+*
*Total does not include staff time associated with the project.
If a special election is required, costs will vary depending on scope and timing. According to
LAFCO's proceedings for reorganization process (Attachment C) there is a possibility a special
election would be required, either for all Cupertino residents or just RRRPD residents. Below is
the breakdown of costs for both scenarios. Costs include a six-page measure estimate, ROV
labor plus overhead, vote center staffing and overhead, vote center location rental, training
materials, postage in/out, envelopes, ballot printing, and drayage. Information was provided by
the Registrar of Voters.
All Cupertino Residents Low End High End _
Registered Voters as of 2.22.21 2,959 2,959
Projected Registration for 2022 $36,255 $36,255
COST $519,571 $844,303
Rancho Rinconada Residents Low End High End
Registered Voters as of 2.22.21 $2,310 $2,310
Projected Registration for 2022 1 $2,541 1 $2,541
COST $202,809 $329,564
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If City Initiates Merger If LAFCO Initiates Estimated Costs
Merger
Initiation of Proposal shall contain description of changes, proposed
Proposal terms,and conditions,etc.
Petition Petition signed by 5%of registered voters of RRRPD or 5%of
the City voters outside of RRRPD.
Resolution Resolution by the City to initiate the proposal and provide LAFCO may initiation
by Affected notice to LAFCO and each interested and subject agency 21 resolution only if
Agency or days before adoption. Must contain a plan for services. consistent with a LAFCO
LAFCO study/service
review/sphere of influence
review and LAFCO finds:
1. Costs are
substantially similar or
less than alternatives.
2. The change promotes
public access and
accountability for
services and financial
resources.
Processing LAFCO will process the application and provide mailed notice $12,000 Application
of the to each affected agency and determine if the application is fee paid to LAFCO
application complete within 30 days.
Property City Council and Board of Supervisors adopt resolutions of
Tax Transfer property tax transfer.
Certificate A certificate of filing is issued when application is deemed
of Filing complete and no sooner than 20 days after mailing notice.
Hearing& LAFCO sets hearing within 90 days after certificate of filing is
Notification issued,or application is accepted.
Adoption of Resolution is adopted no later than 35 days after hearing, LAFCO may not order a
Resolution LAFCO adopts resolution to approve or disapprove. merger without City
consent.
Protest LAFCO sets date for protest hearing within 35 days of
Hearing resolution adoption.
Protest LAFCO approves reorganization subject to confirmation of Merger subject to Per the Registrar of
Thresholds voters in an election. confirmation of voters in Voters,a special
1. If RRRPD has not objected to the proposal by resolution an election if written election could cost
and at least 25%of the#of landowners within affected protest is submitted by at anywhere between
territory who own at least 25%of assessed value of land least 10%of the#of $210K and $800K,
within territory OR at least 25%of voters within the landowners within the depending on scope
affected territory submit written protest. affected territory who own and timing of the
2. If RRRPD has objected to the proposal by resolution and 10%of assessed value of election.
at least 25%of the#of landowners within affected land within the territory
territory who own at least 25%of assessed value of land OR at least 10%of the
within territory OR at least 25%of voters within any voters within the territory.
subject agency submit written protest.
Otherwise, no election is required. Otherwise, no election is
required.
Election If a petition to request an election is signed by at least 10%of
the registered voters in RRRPD the City must call, hold,and
conduct an election on question of merger.
Certificate Based on outcome of protest hearing/election LAFCO files
of certificate of completion.
Completion
63
DocuSign Envelope ID:50D932F1-F1 F9-48DF-AA21-2CCF2915C576 PRC Meeting 11.04.21
Page 64 of 79
96
Resolution# 06102021
RESOLUTION OF THE BOARD OF DIRECTORS
OF THE RANCHO RINCONADA RECREATION & PARK DISTRICT
SUPPORTING CONTINUED GOVERNANCE OF THE DISTRICT AS AN
INDEPENDENT SPECIAL DISTRICT
WHEREAS, the Rancho Rinconada Recreation &Park District ("District") is an
independent special district formed pursuant to the Recreation and Park District Law (Pub. Res.
Code §§ 5780 et seq.) and located primarily within the City of Cupertino ("City");
WHEREAS, the District provides affordable recreation programs, services, and facilities
for residents within its service area and other users, including the Rancho Rinconada Pool, a
playground, music classes, sports facilities, and after school programming;
WHEREAS, on March 8, 2020, the Santa Clara County Local Agency Formation
Commission("LAFCO") released a public review draft report entitled"Special Study:
Governance Options, Rancho Rinconada Recreation and Park District" ("LAFCO Special
Study") that analyzed three governance options for the District: remaining as an independent
special district; dissolving the District and transferring the District's duties, assets, and liabilities
to the City; and reorganizing the District as a subsidiary district of the City;
WHEREAS, on January 14, 2021, the District's Board of Directors ("Board")received a
report from District staff on potential changes to the District's governance structure;
WHEREAS, on February 11, 2021, the Board approved an outreach effort and
development of a District strategic plan, including a public survey, public workshops, and Board
strategic planning workshops, that are intended to outline future priorities for the District and
assess the need for changes to the District's governance structure;
WHEREAS, on March 2, 2021, the City Council of the City considered whether to
petition LAFCO to change the District's governance structure, and ultimately decided to wait for
further public input and the outcome of the District's strategic planning process;
WHEREAS, the District's survey and public workshops to solicit public input on the
District's general performance and the potential changes to the District's governance structure
were conducted in March and April 2021, and the results indicate that respondents are largely
satisfied with the current management of the District;
64
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Page 65 of 79
�Iw
WHEREAS, the results of the District's survey associated with its strategic planning
process indicate that only 17% of respondents favor City management of the District, and more
than 40% oppose the change, with the remaining respondents unsure or neutral;
WHEREAS, the LAFCO Special Study indicates that operation as a subsidiary district to
the City or acquisition by the City would not result in significant change in the District's
financial position;
WHEREAS, on March 2, 2021, City staff presented a report to the City Council
estimating that changing the District's governance structure could require significant staff time
and other costs in excess of$200,000; and
WHEREAS, the Board believes that the District remaining as an independent special
district will ensure that District-derived revenues will be used to operate the District's facilities
and services and not for other purposes.
NOW, THEREFORE,BE IT RESOLVED, by the Board of Directors for the Rancho
Rinconada Recreation & Park District that:
1. In consideration of all of the information contained in the Recitals above, the Board finds
that it is in the best interest of District residents for the District to remain an independent
special district; and
H
H
H
H
H
H
H
H
H
H
65
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Page 66 of 79
�10
2. The General Manager, or his or her designee, is directed to forward a copy of this
Resolution to the City and LAFCO, and to make copies available to the public.
PASSED AND ADOPTED by the Board of Directors of the Rancho Rinconada
Recreation and Park District, this 8th day of June, 2021, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
STEVE WESOLOSKI, Chair
Board of Directors
ATTEST:
KEVIN DAVIS
Clerk of the Board of Directors
APPROVED AS TO FORM AND LEGALITY:
FDocuSigned by:
6isfep kr (,�.Cwt w
CHRISTOPHER R. CHELEDEN
Lead Deputy County Counsel
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PRC Meeting 11.04.21
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12 CITY OF CUPERTINO
CUPERTINO Agenda Item
21-10076 Agenda Date: 11/4/2021
Agenda #: 4.
Subject: Update from the Labyrinth Quest Discretionary Fund Subcommittee
Receive an update form the Labyrinth Quest Discretionary Fund subcommittee on the project status
and implementation.
CITY OF CUPERTINO Page 1 of 1 Printed on 11/4/2021
powered by LegistarT" 67
PRC Meeting 11.04.21 -Item 4
Page 1 of 11
Cupertino • • Quest
Parks and Recreation Commission Project Review
Subcommittee:
Carol Stanek, Sashi Begur
November 4, 2021
Project Review
• Project Goals
• Marketing
• Participation results
• Comments, Fun Photo Descriptions
• Questionnaire responses
2
PRC Meeting 11.04.21 -Item 4
Page 2 of 11
Project Review
• Success factors, suggested changes
and improvements, what's next for
labyrinths?
• Staff support
• Drawing Winners
• Questions
3
Goal: Create a project to benefit the
community for < $100
P&R Commission Sub-goals:
• Encourage community use of Parks
• Easy to implement
• Minimize staff time
• Be unique, not done before
4
PRC Meeting 11.04.21 -Item 4
Page 3 of 11
Marketing
• Social Media and Email
• P&R Facebook page
• Nextdoor.com
• Walk/Bike Cupertino website
• Block Leader email update
• Commission email notifications
• CUSD Parent Text/Email blast
5
Marketing •
• Flyers
• Senior Center
• Blackberry Farm
• Community Gardens
• Library
• Quinlan
• Sports Center
6
PRC Meeting 11.04.21 -Item 4
Page 4 of 11
Participation Results
>90 Email Responses
> 125 Photos
65 emails with photos of or with kids
115 documented park visits
62 from McClellan
53 from Creekside
22 sent photos from both
7
ParticipationComments
"We visited the labyrinth at Creekside Park. The kids loved
running around. Thanks for setting it up and sharing
information with the schools." - Deborah Lukan
"The Schannon and Orr families visited the labyrinths on our
day off from school on Friday! Thanks for making them!" Julie
Orr
"We loved our walk through McClellan Ranch and just today
discovered the labyrinth. The renovations are wonderful and
the labyrinth is a-mazing!! Thank you Cupertino Parks
Commission." Mary Spagnol & Fran Hardee
8
PRC Meeting 11.04.21 -Item 4
Page 5 of 11
Participation Comments •
"It was really fun. This was our first visit to McClellan Ranch
Preserve and we enjoyed it so much. We will come back to
these parks. Thank you!" Hyeyoon Han
"Here's our photo of Captain America (3-5 y/o) feeling silly
and happy between many laps around the labyrinth at
Creekside Park. Thank you for the labyrinth! Had some quality
family time there this morning. We did this at least ten times."
Clara Joon-Hee Hahn
"Thanks for something fun." Gayle Herman.
9
Participation Comments •
"Thanks for creating an interesting place to look for in an
area of McClellan Park. We have not walked into that area
before. It was a great day. Clear skies and Autumn colors."
Jan Jaeske
"I had a great day doing this with wonderful old friends!"
Breast Cancer Awareness walk, Tete Endo
"A real hidden gem!" Kathy Zhang
10
PRC Meeting 11.04.21-Item 4
Page 6 of 11
Participation Comments •
"We had a great time walking around the labyrinths and
getting to know the neighborhood. Thank you!" Li-Shuan Wu
"Thank you for giving us one more good reason to go outside.
Love these labyrinths, beautiful work!" Hsui-Chen Lee
"I like the design. I also like that it's not located in a heavy
foot traffic area." Lisa Larson
"Nice job! Well done!" Mayor Darcy Paul
11
Fun
• • Descriptions
• 18 adults at various points around the labyrinth while on
their Cancer Awareness Walk
• Dog sitting in middle
• Mid handstand
• Photo plus video. At the end Alan Zhong says "This is really
cool!"
• Dad with his daughter with umbrellas during Atmospheric
River
• Jumping, photo caught in mid air
• Lots of photos of kids running around
12
PRC Meeting 11.04.21-Item 4
Page 7 of 11
Questionnaire Responses
• 7 Questions (tinyurl.com/CupLabyrinthQuest)
• 10 Responses to Questionnaire
• McClellan and Creekside got similar # of visits
• All would come back or encourage others to visit
• Which parks to add Labyrinths?
• Memorial (3)
• Wilson (2)
• Linda Vista (2)
• Jollyman (1)
• Any park or any that have ample parking (2)
13
Questionnaire Responses (cont.)
• Additional amenities or programs in parks?
• Shade over playgrounds in all parks
• Kids fair
• Play structure at Library Field
• Local scavenger type of hunt
• Satellite Community Gardens?
• Yes (2)
• Not in parks (2)
• Indifferent (1 )
14
PRC Meeting 11.04.21-Item 4
Page 8 of 11
Questionnaire Responses (cont.)
• Other feedback?
• Could not find the Labyrinth at McClellan
• Kids sometimes getting splinters from tan bark in play
areas
• Inconsistent signage regarding dogs on trail at
McClellan Ranch Preserve West
15
Success factors
• Labyrinths on both East and West sides of Cupertino
• Full month long duration
• Marketing, especially Nextdoor.com and CUSD
email and text blast to parents
• Sturdy enough to withstand the Atmospheric River
16
PRC Meeting 11.04.21 -Item 4
Page 9 of 11
What would we change/improve?
• Better/more signage
• Consistent maintenance to ensure labyrinth not
dismantled
• $ for materials
• Direct feedback site
17
What's - for Labyrinths • - •
• Should these labyrinths be maintained going
forward? If so, by whom?
• Should more labyrinths be created? Where?
• What mechanism for determining above?
The Commission Work Plan?
18
PRC Meeting 11.04.21-Item 4
Page 10 of 11
StaffSupport • •
• Alex Corbalis
• Kevin Khuu
• Branton Curt
• Molly James
• Robert Kaufman
• Kenneth Erickson
• Daniel Mestizo
19
Drawing
• Yi Jiang • Connie Chan
• Gayle Herman • Suet Fei Li
• Tzeyuan Fang • Kathryn Langmak
• Tony Shen • Jane Huang
• Subhash Gopinath • Sydney Stevens
20
PRC Meeting 11.04.21-Item 4
Page 11 of 11
Labyrinth Quest -
Questions?
21
PRC Meeting 11.04.21
Page 68 of 79
12 CITY OF CUPERTINO
CUPERTINO Agenda Item
21-10077 Agenda Date: 11/4/2021
Agenda #: 5.
Subject: Status of the Fiscal Year 2021-2022 City Work Program and First Quarter Budget
Receive a report on the status of the Fiscal Year 2021-2022 City Work Program and first quarter
budget.
CITY OF CUPERTINO Page 1 of 1 Printed on 11/4/2021
powered by LegistarT" 68
PRC Meeting 11.04.21 -Item 5
Page 1 of 6
City Work Program • •
Budget Update
Parks and Recreation Commission
November 4, 2021
J -a-1
Agenda
• FY 21 -22 City Work Program Update
• City work program dashboard
• First Quarter Budget Report
2
PRC Meeting 11.04.21 -Item 5
Page 2 of 6
City Work Program Dashboard
• cupertino.org/cityworkprogram
CITY OF
CUPERTINO Work Prog ram
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3
City Work Program Update
Senior Strategy
• Performing a survey to assess resource
awareness and needs among seniors.
• Will conduct workshops and invite City
Council and appropriate Commissions to
review the survey results and gather input
to address senior needs.
4
PRC Meeting 11.04.21 -Item 5
Page 3 of 6
City Work Program Update
Memorial Park Improvements (CIP Project)
• Pond Repurposing - plans are being
designed to remove the existing ponds
and to landscape the area in the short
term
• Amphitheater and Specific Plan Design -
review existing documentation, develop
project scope, initiate consultant
contract(s)
5
City Work Program Update
Lawrence Mitty - Acquisition (CIP Project)
• Annexation - Estimated as early as April
2022
• Design consultant - RFQs gathered in
September
• Selected by January 2022
6
PRC Meeting 11.04.21 -Item 5
Page 4 of 6
City Work Program Update
Blackberry Farm Golf Course Needs
Assessment
• Engaging consultants to study the two
options:
• Minimal repairs
• Return to natural habitat
7
City Work Program Update
Dogs Off Leash Area (DOLA)
• Jollyman Park DOLA trial complete
• Ongoing DOLA program
• Administrative policy was approved
• Expansion of DOLA program on hold for at
least one year
8
PRC Meeting 11.04.21 -Item 5
Page 5 of 6
First Quarter Budget Report
Year to Date Actuals Percentage
(as of 09/30/2021) Used/Received
Revenues $4.98M $1 .39M 28%
First Quarter uses 25% as a baseline for comparison
Revenues are slightly higher than originally estimated:
• Reopening of some facilities and services
• More offerings for summer programs, classes, and
camps
• Continued popularity of tennis and golf
9
First Quarter Budget Report
'Wopted Budget Year to Date Actuals Percentage
I (as of 09/30/2021) —Used/Received
Expenses $13.19M $2.45M 18.6%
Savings in expenses are due to the following:
• Four vacant full-time employee positions
• Reductions in part-time salaries, materials, and
contract services related to:
• Partial reopening of some facilities
• Limited return of summer events
10
PRC Meeting 11.04.21 -Item 5
Page 6 of 6
Work Program • •
Budget Update
Parks and Recreation Commission
November 4, 2021
J -a-1
11
PRC Meeting 11.04.21
Page 69 of 79
CITY OF
PARKS AND RECREATION DEPARTMENT
QUINLAN COMMUNITY CENTER
10185 NORTH STELLING ROAD • CUPERTINO, CA 95014-5732
TELEPHONE: (408) 777-3120 • FAX: (408) 777-1305
CUPERTINO CUPERTINO.ORG
PARKS AND RECREATION COMMISSION STAFF REPORT
November 4, 2021
Subject
Status of the Fiscal Year 2021-2022 City Work Program and First Quarter Budget
Recommended Action
Receive a report on the status of the Fiscal Year 2021-2022 City Work Program and first
quarter budget.
Discussion
This report intends to provide an update on the current status of the
FY 2021-22 City Work Program related to the Parks and Recreation Commission and an
overview of the department's first quarter revenue and expenditures.
FY 2021-22 City Work Program
The City continues to update the public dashboard for the FY 21-22 City Work Program
to provide progress updates for the City Council, Commission, and public. The
dashboard is updated quarterly and hosted on the City's website. There are currently
five work program items listed under the Parks and Recreation Commission and have
been provided for reference as Attachment A.
Parks and Recreation Department Q1 Budget Review
The first quarter budget review analyzes the Department's actual revenues and expenses
from July 1 to September 30, compared to the adopted budget for the entire year.Using
25%as the baseline comparison, revenues are currently at 28%received while expenses
are at 18.6% spent.
Revenues are slightly higher than anticipated,but have mostly followed the estimated
trend estimated in response to the current state of the pandemic. This year, the City is
able to offer more summer programs, classes, and camps, along with the reopening of
Blackberry Farm at a limited capacity, Sports Center, and the partial reopening of the
Quinlan Community Center and Senior Center. Rental revenues are still slowly
recovering due to partial reopening of indoor facility space and social distancing
concerns. However,this is being offset by increased revenues at the Sports Center and
69
PRC Meeting 11.04.21
Page 70 of 79
Blackberry Farm Golf Course, as both tennis and golf continue to be the more popular
activities ever since the beginning of the pandemic.
Expenses are also below projections, due to savings from five vacant full-time employee
positions (two Recreation Supervisors, two Recreation Coordinators, and the
Administrative Assistant), reduction in part-time salaries due to partial reopening of
some facilities, and return of only some outdoor summer events,resulting in savings
from the materials and contract services costs needed to run or produce the programs
and events mentioned above.
Staff continue to adapt and respond to current orders, to offer services and programs to
the community as safely as possible. The Department is within budget to continue
operating as is, and as of first quarter,no additional funds were requested from City
Council for this fiscal year.
Sustainability Impact
No sustainability impact.
Fiscal Impact
No fiscal impact.
Prepared by: Kevin Khuu,Management Analyst
Reviewed bv:Joanne Magrini,Director of Parks and Recreation
Approved for Submission by:Joanne Magrini,Director of Parks and Recreation
Attachments:
A-FY 21-22 City Work Program Q1 Dashboard Printout-Parks and Recreation
Commission Projects
70
A-FY 21-22 QL WQ-rkLPL,?Ar m 1 D h and Print nut- mmi i n Pr t
Public • • Transparency
4. Senior Strategy
Address the needs of seniors in collaboration with the City Council and Commissions. Needs to address include technology resources,
housing, food supply, transportation, and mental and physical health and wellbeing.
Details
Project Size Commission Estimated Allocated Budget Budget Expended/ Budget Remaining Last Lead Department
Budget Encumbered _Updated
Medium Parks and $34,000.00 $34,000.00 $0.00 $34,000.00 10/22/21 Parks and Recreation
Recreation
Commission
Updates
# Task Status Task Start I Task End Update %Completed
1.2 Research Complete 7/1/21 8/31/21 Staff researched the available resources and City efforts in each of 100
the defined focus areas.
1.3 Outreach 0 In Progress 9/1/21 11/12/21 Outreach survey questions were drafted, reviewed by the Senior 49
Advisory Council on September 27, 2021 and finalized by staff.
Survey will be posted and shared with all Commissions to assist
with community outreach.
1.4 Planning Phase 0 Future 11/15/21 1/28/22 Analyze senior survey results on focus items. Conduct workshop(s) 0
and invite input and ideas from Council and Commissions on ways
to address senior needs as identified.
1.5 Execution Phase 0 Future 1/31/22 4/15/22 Consolidate information gathered from research, survey, and 0
workshops. Draft and finalize the Senior Strategy to address senior
needs and determine appropriate stakeholders to facilities plans.
1.6 Closing Processes 0 Future 4/18/22 6/30/22 Initiate plans to address senior needs with appropriate 0
stakeholders, as applicable.
71
Quality of
8. Memorial Park Improvements - Amphitheatre
Implement a six-month and 12-month plan for Memorial Park improvements including: Amphitheater Improvements
Details
Project Size Commission Estimated Allocated Budget Budget Expended/ Budget Remaining Last Updated Lead Department
Budget Encumbered
Large Parks and $1,150,000.00 $1,150,000.00 $0.00 $1,150,000.00 10/12/21 Public Works
Recreation
Commission
Updates
# Task Status Task Start I Task End Update % Completed
1.2 Research 0 In Progress 9/6/21 1/28/22 Review existing documentation, develop project scope, initiate 15
consultant contract[s]
1.3 Planning 0 Future 3/14/22 4/1/22 Establish Phasing Plan/Schedule 0
1.4 Design 0 Future 3/28/22 6/24/22 Initiate/Implement Amphitheater design phase 0
1.5 Procurement 0 Future 6/27/22 10/4/22 Implement RFP for Construction 0
1.6 Execution 0 Future 10/17/22 4/14/23 Implement Construction 0
1.71 Closing Processes O Future 4/17/23 5/26/23 Close out construction 0
72
Quality of
8. Memorial Park Improvements - Pond Repurposing
Implement a six-month and 12-month plan for Memorial Park improvements including: Memorial Park - Pond Repurposing
Details
Project Size Commission Estimated Budget Allocated Budget Budget Expended/ Budget Remaining Last Updated Lead Department
_ Encumbered
Large Parks and $3,000,000.00 $3,000,000.00 $126,000.00 $2,874,000.00 10/13/21 Public Works
Recreation
Commission
Updates
# Task Status Task Start Task End Update %Completed
1.2 Research O In Progress 9/6/21 12/1/21 Review existing documentation, develop project scope, initiate 91
consultant contract[s]
1.3 Planning O Future 12/2/21 2/10/22 Establish Phasing Plan/Schedule 0
1.4 Design O In Progress 9/7/21 1/28/22 Initiate/Implement Ponds design phase 0
1.5 Procurement O Future 1/31/22 3/11/22 Implement RFP for Construction 0
1.6 Execution Q Future 3/14/22 6/30/22 Implement Construction 0
1.71 Closing Process 1 O Future 1 7/5/23 1 7/31/23 1 Close out construction 0
73
Quality of
8. Memorial Park Improvements - Specific Plan Design
Implement a six-month and 12-month plan for Memorial Park improvements including: Specific Plan Design
Details
Project Size Commission Estimated Budget Allocated Budget Budget Expended/ Budget Remaining Last Updated Lead Department
_ Encumbered
Large Parks and $500,000.00 $500,000.00 $0.00 $500,000.00 10/21/21 Public Works
Recreation
Commission
Updates
# Task Status Task Start I Task End Update %Completed
1.2 Research 0 In Progress 9/6/21 12/1/21 Reviewing existing documentation, developing project scope 4
1.3 Procurement 0 Future 1/3/22 4/20/22 Implement RFP for Design 0
1.4 Planning 0 Future 4/21/22 7/22/22 Develop Draft Specific Plan 0
1.5 Outreach 0 Future 7/25/22 11/4/22 Implement Communications plan 0
1.6 Design 0 Future 11/7/22 1/20/23 Implement Design Phase 0
1.7 Execution 0 Future 1/23/23 3/10/23 Final Design Process 0
1.8 Closing Processes 1 0 Future 3/13/23 4/14/23 Close Design Process 0
74
Quality of
11. Lawrence Mitty - Acquisition
Acquire a parcel at Lawrence Expressway and Mitty Ave for trail expansion and park development. Complete annexation process.
Details
Project Size Commission Estimated Budget Allocated Budget Budget Expended/ Budget Remaining Last Updated Lead Department
Encumbered
Medium Parks and $2,844,995.00 $2,844,995.00 $42,858.97 $2,802,136.03 10/21/21 Public Works
Recreation
Updates
# Task Status Task Start I Task End Update %Completed
1.2 Research e// Complete 7/1/21 10/1/21 Compile and prepare required information for annexation. 100
1.3 Outreach 0 In Progress 7/1/21 4/6/22 Acquire Support from San Jose and submit application to LAFCO 38
for Annexation.
1.4 Planning Phase V Complete 7/1/21 8/27/21 Acquired Support Resolution from Cupertino City Council and 100
recorded resolution.
1.5 Execution Phase 0 Future 11/1/21 2/4/22 Submit application to LAFCO for Annexation. 97
1.6 Closing Processes 0 Future 4/7/22 5/9/22 Coordinate final steps with LAFCO. 0
75
Quality of
11. Lawrence Mitty - Master Plan
Development project for Lawrence Mitty will be included in the CIP. Programming, Outreach, & Design with outreach expected to start
by Q3 FY 21-22.
Details
Project Size Commission Estimated Budget Allocated Budget Expended/ Budget Remaining Last Updated Lead Department
Budget Encumbered
Medium Parks and $5,425,999.00 $5,425,999.00 $5,096.94 $5,420,902.06 9/21/21 Public Works
Recreation
Commission
Updates
# Task Status Task Start I Task End Update %Completed
1.2 Research V Complete 7/1/21 8/11/21 Review existing documentation 100
1.3 Procurement 0 In Progress 8/12/21 12/7/21 Implement RFQ process, secure consultant contract[s] 46
1.5 Outreach 0 Future 1/10/22 3/15/22 Implement Communications plan 0
1.4 Planning Phase 0 Future 1/10/22 3/15/22 Develop Project Work Plan 0
1.6 Design Phase 0 Future 12/16/21 3/23/22 Implement Design Phase 0
1.7 Execution Phase 0 Future 6/22/22 8/2/22 Finalize Design Phase 0
1.8 Closing Processes 1 0 Future 1/16/23 3/15/23 Close out Design Phase 0
76
Quality of
26. Blackberry Farm Golf Course Needs Assessment
Determine short-term and long-term improvements to the golf course and amenities.
Details
Project Size Commission Estimated Budget Allocated Budget Budget Expended/ Budget Last Updated Lead Department
_ Encumbered Remaining
Medium Parks and $50,000.00 $50,000.00 $0.00 $50,000.00 10/14/21 Parks and Recreation
Recreation
Commission
Updates
# Task Status Task Start I Task End Update %Completed
1.2 Planning Phase 0 In Progress 8/31/21 12/3/21 Engage consultants for study of two options and develop scope 60
for each
1.3 Research 0 In Progress 8/30/21 10/29/21 Compile data from past work, and existing conditions, at this site 47
1.4 Procurement 0 In Progress 10/11/21 11/12/21 Will execute a contract with the consultant(s)for the golf course 50
feasibility study to include an updated scope of work.
1.5 Execution Phase 0 Future 11/1/21 4/8/22 Consultant(s)will assess the different options and financial 0
impacts for golf course and present the draft studies to the City for
review and feedback.
1.6 Outreach 0 Future 11/8/21 3/11/22 Will facilitate outreach to key stakeholders about discussing future 0
options of the golf course. Present draft studies to Parks and
Recreation Commission and City Council for feedback.
1.7 Closing Processes 0 Future 4/11/22 5/5/22 Pending feedback and input from Council on the draft studies, 0
resubmit for final approval and direction on preferred option.
Expected completion: April 2022.
77
Quality of
29. Dogs Off Leash Area (DOLA)
Identify additional areas suitable for permitting dogs to be off leash and establish one such area, if the current trial period is successful.
Details
Project Size Commission Estimated Allocated Budget Budget Expended/ Budget Last Updated Lead Department
Budget Encumbered _ Remaining
Small Parks and $5,000.00 $5,000.00 $0.00 $5,000.00 10/26/21 Parks and Recreation
Recreation
Commission
Updates
# Task Status Task Start I Task End Update %Completed
1.2 Research V Complete 7/1/19 8/2/19 Initial comparative analysis of neighboring cities with existing 100
DOLAs completed.
1.3 Outreach V Complete 7/1/19 9/5/19 Survey was administered to neighboring residents (within .25 100
miles)of Jollyman Park. 618 responses with 78% in support of the
trial. Parks and Recreation Commission approved initial trial.
1.4 Execution Phase d Complete 9/6/19 6/30/22 Initial trial performed and extended until sufficient data was 100
collected on the DOLA, after implementation of the updated
Athletic Field Use Policy and to account for changing COVID
restrictions.
1.5 Outreach d Complete 9/20/21 10/7/21 The administrative policy for the ongoing DOLA program at 100
Jollyman Park was drafted and then presented to the Parks and
Recreation Commission for feedback and input on October 7,
2021. The Commission reviewed and approved the policy.
1.6 Closing Processes Q In Progress 10/8/21 10/10/22 Update signage and website for the ongoing DOLA program at 5
Jollyman Park. Continue to evaluate the ongoing DOLA operation
for at least a year prior to consideration of an additional DOLA
location elsewhere.
78
PRC Meeting 11.04.21
Page 79 of 79
12 CITY OF CUPERTINO
CUPERTINO Agenda Item
21-10078 Agenda Date: 11/4/2021
Agenda #: 6.
Subject: Monthly Update Reports
Receive monthly update reports from the Director of Parks and Recreation and commissioners.
CITY OF CUPERTINO Page 1 of 1 Printed on 11/4/2021
powered by LegistarTM 79
PRC Meeting 11.04.21-Item 6
Monthly Update Reports-Director's Update
Page 1 of 8
Director's
Parks and Recreation Commission
November 4, 2021
1
COVID Updates
Free COVID testing - November 15
• Cupertino Senior Center
• 9:30 a.m. to 4:00 p.m. �..
sccfreetest.org
Vaccine Information
• sccfreevax.org
2
PRC Meeting 11.04.21-Item 6
Monthly Update Reports-Director's Update
Page 2 of 8
COVID Updates
City Facilities - Reopening Details
• cupertino.org/reopening
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3
Council Updates
October 19 Regular Meeting:
• 2021 Helen Putnam
Award for Excellence
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4
PRC Meeting 11.04.21-Item 6
Monthly Update Reports-Director's Update
Page 3 of 8
CouncilUpdates
November 2 Regular Meeting:
• Continued Remote Teleconference
Meetings of Legislative Bodies through
December 2
5
General Updates
Recreation Manager -
Sonya Lee
a e
6
PRC Meeting 11.04.21-Item 6
Monthly Update Reports-Director's Update
Page 4 of 8
General Updates
Tree Plantings - Quinlan Parking Lot
3
7
General Updates
Via-Cupertino Services Return
• Monday to Friday -
• 7:00 a.m. to 7:00 p.m.
• Saturdays _ -
• 9:00 a.m. to 5:00 p.m. _-
cupertino.org/shuttle
8
PRC Meeting 11.04.21-Item 6
Monthly Update Reports-Director's Update
Page 5 of 8
General Updates
Upcoming Events - 2021 Cupertino Holiday
Light Map
• Submissions due by
• November 12 at 5:00 p.m.
• cupertino.org/cupertinocares °
9
9
General Updates
Upcoming Events - Tree Lighting
• Friday, December 3
• 6:00 p.m.
• Quinlan Community Center
(Outdoors)
• Free event, registration
required at reg4rec.org
10
PRC Meeting 11.04.21-Item 6
Monthly Update Reports-Director's Update
Page 6 of 8
General Updates
Upcoming Events - Breakfast with Santa
• Saturday, December 4
• 8:30 a.m. to 1 1 :30 a.m.
• $16 for Residents
• $19 for Non-Residents
• Quinlan Community Center
• Register at reg4rec.org
11
General Updates
Upcoming Events - Signing Santa
• Saturday, December 11
• 2:00 p.m. to 4:00 p.m.
• $5 for residents
• $6 for non-residents
• Quinlan Community Center
• Register at reg4rec.org
12
PRC Meeting 11.04.21-Item 6
Monthly Update Reports-Director's Update
Page 7 of 8
General Updates
• November 17 - Artist Award Nominations
• cupertino.org/artistawards
• November 30 - Virtual Community Meetings
• Community Garden - cupertino.org/wpgarden
• Full Size Basketball Court - cupertino.org/wpbasketball
• December 3 - Senior Resource Availability
Survey
• engagecupertino.org/seniorresources
13
Budget and Dashboards
Budget - cupertino.org/budget
CIP Dashboard - cupertino.org/CIP
City Work Program Dashboard -
cupertino.org/cityworkprogram
14
PRC Meeting 11.04.21-Item 6
Monthly Update Reports-Director's Update
Page 8 of 8
Upcoming Mayor'sMeetings
December 8
Commissioner Tambe
15
Director's
Parks and Recreation Commission
November 4, 2021
16