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HomeMy WebLinkAbout05 - May 1, 2026 - Parks and Recreation Department Residency, Fees, and Registration Information 1 PARKS & RECREATION CITY HALL 10300 TORRE AVENUE • CUPERTINO, CA 95014-3255 TELEPHONE: (408) 777-3403 • FAX: (408) 777-3366 CUPERTINO.GOV CITY COUNCIL INFORMATIONAL MEMORANDUM Date: April 30, 2026 To: City Council From: Rachelle Sander, Director of Parks & Recreation Re: Parks and Recreation Department residency, fees, and registration information Executive Summary This informational memorandum responds to the December 1, 2025, City Council request for information on Parks and Recreation Department (Department) fees, particularly resident vs. non-resident pricing, registration, and the management of sports courts in public parks. It summarizes the City’s cost recovery policy, current fee practices, industry best practices and market conditions. This memo also outlines a trial that staff plans to implement related to hours of operation for the sports court in Memorial Park, as well as the membership structures at the Sports Center and Senior Center, along with planned phased fee adjustments and improved pricing consistency starting in Fiscal Year 2026-27. Background Cupertino has historically prioritized free, first-come, first-served access to public parks and sports courts, including pickleball. A review of practices across Santa Clara County shows most municipalities share this approach. Staff recommend s that the City continues prioritizing free public access to sports courts. At the same time, to alleviate noise and other concerns related to court use, staff is also recommending a trial that includes time reduction, no play one day a week, and a request for quiet pickleball equipment at all times. Currently, residents receive priority registration and reduced fees across programs, memberships, and rentals, while non-residents typically pay a 20% fee differential. Staff plans to increase the non-resident fee differential to 25% effective July 1, 2026, to improve cost recovery while remaining competitive in the market, and bring Cupertino rates more in line with the neighboring jurisdictions. 2 Cupertino Cost Recovery Policy The User Fee Cost Recovery Policy, adopted by resolution on May 14, 2024, and its Cost of Services Study Report (Attachment A) outline cost recovery levels, market-based fees, and the unique nature of parks and recreation services, noting that typical cost recovery rates in this sector range from 20% to 50%. The Department currently recovers approximately 54% of its direct costs and about 30% of total costs when indirect expenses are included. Market Competition and Resident vs. Non-Resident Distinctions Individuals, regardless of residency status, can choose recreational programs and facilities based on location, schedule, instructor, and cost, including options in their community, nearby cities, workplace city, or private providers. This competitive environment underscores the importance of setting fees that are market-competitive, reflecting service value, and remaining affordable and accessible for residents. Table 1 summarizes current resident benefits and non-resident fee differentials by program area. Table 1 Registration Category Resident Registration Benefits Non-Resident Registration / Reservation Practice Organized, paid recreation classes, camps, and leagues Residents receive priority access to registration Registration opens 7 days after resident registration Non-residents pay a 20% fee differential Senior Center Membership Membership registration is available on an on-going basis Residents receive a resident rate for membership Class registration opens the same day for everyone age 50+ regardless of residency; for the travel program, members receive priority registration Non-residents pay a 20% fee differential for memberships and classes Sports Center Membership Membership registration is available on an on-going basis Non-residents pay a 20% fee differential for memberships Non-resident participation is a key contributing component in sustaining a broad program portfolio. It can support adequate enrollment, reduce the likelihood of program cancellations, and supports the efficient use of City facilities, particularly specialized, seasonal, or capacity- 3 driven programs. Higher non-resident fees increase cost recovery, offset operating and maintenance costs, and reduce the costs to residents while preserving their resident priority access and preferential pricing. The Department currently applies a 20% fee differential for non -residents, consistent with neighboring agencies as shown in Table 2. Table 2 Agency Non-Resident Differential, if any Campbell None Cupertino 20% Los Altos 20% Menlo Park 35% Milpitas $20 Morgan Hill $5 for classes under $100 $10 for classes more than $100 Mountain View 25% Palo Alto 15% San Jose $4 San Mateo None Santa Clara 25% with $75 cap Sunnyvale 25% Effective July 1, 2026, staff will increase the non-resident differential to 25% department-wide, bringing rates more in line with neighboring agencies . A larger increase in non-resident fee differentials may generate short-term revenue; however, it can affect participation levels and long-term stability. As fees rise, price sensitivity may increase, leading some participants to explore comparable programs elsewhere or leave the market entirely. For example, higher premiums on swim lessons or summer camps can lead non-resident families to consider alternative providers, which may affect overall enrollment. Fewer non-resident participants may affect program sustainability by reducing repeat customers and limiting referral-driven enrollment. Lower enrollment can make it harder to meet class minimums and may result in cancellations and impact families relying on programs for childcare and reducing future sign-ups. If participation drops, it may result in higher fees for residents and/or the need to reduce or eliminate programs. This can create a cycle that affects cancellations, costs, program quality, and overall revenue despite higher fees. Sports Center and Senior Center Membership Fees 4 Agencies often use membership structures for facilities offering drop-in programming. In Cupertino, both the Sports Center and Senior Center follow this model , with current and pending fee schedules detailed below. Sports Center Membership Membership data for 2020 and 2021 are significantly affected by the pandemic, including temporary closures, fluctuating program availability driven by public health orders, and reduced public comfort with gym settings. From 2022 – 2025, the Sports Center averaged 1,543 members per year (see Table 3), with an average of 138 residents and 82 non-residents new passholders annually. In 2026, membership is trending toward full post-pandemic recovery with almost two-thirds of the members maintaining residency status. Table 3 Year Resident Non-Resident Total 2019 1,563 (60%) 1,015 (40%) 2,578 2022 815 (66%) 406 (33%) 1,221 2023 965 (71%) 393 (28%) 1,358 2024 1,157 (69%) 519 (30%) 1,676 2025 1,293 (67%) 625 (32%) 1,918 Through April 23, 2026 1,196 (61%) 768 (39%) 1,964 Market Rate Assessment To assess market rate in anticipation of needed fee adjustments, staff compared the Sports Center rates and amenities with the Northwest YMCA, the Jewish Community Center in Los Gatos, and the Los Gatos Swim & Racquet Club. Except for a pool and sauna, amenities are comparable, though the Sports Center is older and has fewer aesthetic upgrades. Current Cupertino rates are 26% – 59% lower than benchmarked agencies for a standard individual membership. Effective January 1, 2027, the Sports Center fee structure will be revised to address existing inconsistencies among rate tiers, using the single monthly rate as the basis for all calculations. This change initiates a four-year process to align resident fees with market rates by 2030, with non-resident fees set at a 25% differential beginning in 2027. A staff -led survey conducted in 2030 will inform future adjustments. Table 4 outlines the annual fee escalator, along with the increased non-resident differential. Table 4 Monthly Memberships 2026 Rate (20% non-resident differential) 2027 Rate (25% non- resident differential) 2028 Rate (25% non- resident differential) 2029 Rate (25% non- resident differential) 2030 Rate (25% non- resident differential) 5 Single $65 resident $78 non-resident $75 $94 $77 $97 $79 $99 $81 $102 Couple $85 resident $102 non-resident $97 $122 $109 $137 $121 $152 $133 $167 Family (2 adults and 1 child) $105 resident $126 non-resident Additional child $8 resident $10 non-resident $117 $147 $16 $20 $129 $162 $24 $30 $141 $177 $32 $40 $153 $192 $40 $50 Senior $50 resident $60 non-resident $53 $67 $56 $70 $59 $74 $62 $78 Student $30 resident $36 non-resident $33 $42 $36 $45 $39 $49 $42 $53 Annual Memberships 2026 Rate 2027 Rate 2028 Rate 2029 Rate 2030 Rate Single $440 resident $528 non-resident $512 $640 $584 $730 $656 $820 $728 $910 Couple $825 resident $990 non-resident $929 $1,162 $1,033 $1,292 $1,137 $1,422 $1,241 $1,552 Family (2 adults and 1 child) $920 resident $1,104 non-resident Additional child $100 resident $120 non-resident $1,054 $1,318 $168 $210 $1,188 $1,485 $236 $295 $1,322 $1,653 $304 $380 $1,456 $1,820 $372 $465 Senior $395 resident $474 non-resident $442 $553 $489 $612 $536 $670 $583 $729 Student Not available n/a n/a n/a n/a Day Pass 2026 Rate 2027 Rate 2028 Rate 2029 Rate 2030 Rate Single Day Pass $15 resident $25 non-resident $15 $20 $16 $21 $16 $21 $17 $22 Senior Center Membership The Senior Center membership transitioned to a year-round model in 2022, with memberships expiring one year from the date purchased. In 2025, the Senior Center had 2,509 members of which 51.1% (1,283) were residents with current membership fees detailed in Table 5. 6 Table 5 Day Use Pass Monthly Pass Annual Membership Senior Center $5 per day n/a $25 resident $30 non-resident Regional comparison shows that membership benefits vary significantly by agency depending on available program and service offerings. On average, annual membership rates in the region range from $25 – $35 per year for residents. In addition to membership, the Senior Center offers fee-based classes, workshops, events, and travel with fees set to recover costs at the member rate. Registration fees for non-members include a cost differential. Table 6 shows the planned membership fee increases through 2030. Table 6 Annual Memberships 2026 Rate (20% non- resident differential) 2027 Rate (25% non- resident differential) 2028 Rate (25% non- resident differential) 2029 Rate (25% non- resident differential) 2030 Rate (25% non- resident differential) Resident $25 $26 $27 $28 $30 Non-resident $30 $33 $34 $35 $38 Visitor Pass $5 $5 resident $6 non- resident $6 resident $7 non- resident $7 resident $8 non- resident $8 resident $10 non- resident Sports Courts within Parks The California Park and Recreation Society (CPRS) emphasizes that parks and recreation are essential services that shape healthy, resilient, and thriving communities. From cleaner air and safer neighborhoods to mental wellness and economic vitality, public investment in parks, open space, and recreation transforms lives. In turn, CPRS advocate s for publicly funded systems that preserve free access to parks, trails and special events to foster community connection and well- being, increase property values, and encourage participation in outdoor recreation. Cupertino parks provide public spaces designed to support free and informal recreation for both residents and non-residents, reflecting the City’s regional connectivity with our neighboring agencies. The City has historically prioritized free, informal use of open spaces and sports courts, with reservations and associated fees limited to athletic fields and large picnic areas. A review of court access and operational practices across Santa Clara County shows a general distinction between public park courts, drop-in “open gym” environments, and membership- 7 based facilities (Attachment C). Most cities provide free, drop-in access to public park courts, often through shared or dual-use configurations (e.g., tennis, handball, or basketball courts). Most outdoor public spaces among comparable agencies are not fee-based due to both enforcement challenges and public expectations regarding open access. In the current configuration, the courts do not have a mechanism for on-site supervision, such as an adjacent kiosk; the fencing along one section is exceptionally low for easy access, and there is not a coded gate entry system. Consistent and effective enforcement will require these types of structural upgrades, or an increase in staffing, which would in turn lead to the need for additional funding. As a result, the City remains reliant on intermittent monitoring to enforce park and court rules. Memorial Park Pickleball Pilot As recreation trends evolve, pickleball has emerged as one of the fastest-growing multigenerational sports nationwide. In response, many communities have expanded access through shared-use courts, new facilities, and updated policies that balance demand wi th considerations such as scheduling, noise, and neighborhood compatibility. The City recognizes the growing popularity of pickleball and the importance of balancing equitable access to free, drop-in recreational opportunities to the public while maintaining quality of life for nearby residents. At Memorial Park, players are currently asked to use quiet paddles and balls from dawn to 9 a.m. and from 7 a.m. to 9 p.m. daily to help reduce noise impacts on nearby residents. Staff has received feedback from residents regarding noise concerns. In an effort to support both resident quality of life and access to recreational opportunities, we are implementing a trial approach aimed at achieving a more balanced outcome. This trial is intended to establish hours and usage guidelines for the publicly accessible pickleball courts in Memorial Park with a trial from July 7, 2026 - February 7, 2027. The duration is intended to successfully evaluate hours, court usage patterns, player and neighborhood feedback across different seasons and daylight conditions . Staff recommendations following the trial will be based on findings with an attempt to maintain an appropriate balance between access, equity, and neighborhood compatibility. The trial program will begin at the public pickleball courts in Memorial Park. Free drop -in pickleball play will be available Tuesday through Sunday from 9 a.m. to 7 p.m. The courts will be closed to pickleball on Mondays. These hour limits and one day weekly closure are intended to help minimize pickleball noise impacts on residents in nearby homes during early morning and evening periods. Tennis will continue to be available on the public courts in Memorial Park. Play is permitted seven days a week starting at sunrise when the park opens , and the court's lights will continue to turn off at 9 p.m. for the added benefit for nearby residents. 8 Neighborhood Pickleball Consideration Guidelines All pickleball court users are expected to be respectful of adjacent neighborhoods by: • Keeping noise levels to a minimum, including: o Parking in City parking lots as opposed to along neighborhood streets o Limiting excessive cheering or shouting o No use of amplified sound or music o Quiet equipment is requested at all times • Following all posted rules and staff direction • Disposing of trash in park receptacles Ongoing Pickleball Evaluation Staff will monitor court usage and collect community feedback throughout the trial. Operational adjustments may be made to support a balanced approach to access, equity, and neighborhood quality of life. Communication on Trial Program Beginning in mid-May, staff will distribute a Good Neighbor Letter to residents near Memorial Park to provide information about the trial. At the same time, staff will use existing communication channels, including the Parks and Recreation eNewsletter, City and Department social media, the City Manager’s Newsletter, and on-site temporary signage (e.g., A-frame signs), to share information with the broader community. The City will also have a webpage dedicated to the trial overview with FAQ’s, as well as a dedicated email address for submitting feedback. Recreation Program Delivery, Budget Framework, and Financial Sustainability To maximize participation and community benefit, recreation fees must balance affordability and equity with budget allocations, revenue targets, and economic conditions. Annually, staff evaluates the mix of programs and services offered, incorporate emerging trends, identify new innovative programs to maintain a well-balanced portfolio, and reduce or discontinue underperforming programs to achieve this and maximize facility utilization. In addition to implementing trial programs to understand usage and balance concerns, the Department will continue to do regular fee studies to ensure fees reflect actual service costs, remain competitive with other service providers, and support the City’s long -term financial sustainability while maintaining equitable access and resident pr iority. Sustainability Impact No sustainability impact. Fiscal Impact Staff plan to implement membership rates and a resident/non -resident fee structure that align with the Department mission and Council-approved cost recovery policy, reflect industry best practices, and respond to market conditions. The new rate structure and pricing methodology 9 are designed to support financial sustainability while maintaining equitable access, including appropriate non-resident differentials and consistent registration practices. While the proposed rate structure and pricing methodology are consistent with those of neighboring jurisdictions, the precise fiscal impacts remain uncertain. These changes, together with the planned biannual evaluation of programs and services, are anticipated to positively influence revenue and support the Department’s long-term financial stability and service delivery. City Work Program (CWP) Item/Description None Council Goal: Quality of Life and Fiscal Strategy California Environmental Quality Act No California Environmental Quality Act impact. Prepared by: Carolyn McDowell, Assistant Director of Parks & Recreation Reviewed by: Rachelle Sander, Director of Parks & Recreation Approved for Submission by: Tina Kapoor, City Manager Attachments: A - Cost of Services (User Fee) Study Report, pages 684-689 B - Pickleball Availability throughout Santa Clara County Cost of Services (User Fee) Study Report City of Cupertino, CA Matrix Consulting Group 41 9. Parks & Recreation Within the Parks and Recreation Department, the Recreation Services Organization is responsible for providing residents and visitors with recreational and leisure activities. The Department coordinates, promotes, and oversees recreation services across various programs. The following dot points provide an overview of each program: •Cultural Events is responsible for facilitating City hosted events and acting as liaison for community sponsored special events. •Facilities is responsible for managing daily operations and overseeing the rental of the Community Hall, Quinlan Community Center, and the Creekside Park building. •Youth Teen Recreation is responsible for developing and overseeing fee-based youth and teen programs (i.e. summer camps, preschool, enrichment classes, etc.). •Senior Center is responsible for developing and overseeing activities at the Senior Center (i.e., enrichment classes, group trips, social events, etc.). •Youth and Teen Programs is responsible for supporting the Youth Activity Board, coordinating the teen summer volunteer program, producing on youth specific special events, and managing daily operations of the Monta Vista Recreation Center. •Neighborhood Events is responsible for scheduling summer events at neighborhood parks (i.e., outdoor concerts and movies, fitness programs, performances, etc.). •Park Facilities is responsible for the operations of Blackberry Farm which provides open spaces for various recreational activities (i.e., swimming, picnics, etc.) along with overseeing and managing the McClellan Ranch Preserve and the Community Garden. •Blackberry Farms Golf Course is responsible for managing the daily operations of the City’s nine-hole golf facility. •Sports Center Operations is responsible for managing the daily operations of the Cupertino Sports Center, along with providing various wellness and sport related activities (i.e., tennis, pickleball, fitness classes, etc.). 684 CC 02-06-2024 684 of 723 ATTACHMENT A Cost of Services (User Fee) Study Report City of Cupertino, CA Matrix Consulting Group 42 • Outdoor Recreation is responsible for providing the community with various sports, fitness, and outdoor activities (i.e., swim classes, sports leagues, nature, and science programs, etc.). Like most cities, Cupertino assess most of their fees within each program on a tiered basis, proportionate to the benefit provided to the community. Depending on where the applicant falls on the tiered system their fee(s) will vary based on the associated cost recovery goal for that group. Cupertino classifies applicants into four groups: Cupertino Non-Profit, Non-Profit, Resident, and Non-Resident. Grants, special funding, or general fund subsidies are then used to offset the difference in cost recovery to ensure that the community and visitors have equitable access to programs and facilities. Recreation fees are classified as market driven due to their optional nature. Residents have the choice of utilizing the programs and facilities within their own community or those of a neighboring city. Given this, while the project team worked with parks and recreation staff to review costs associated with individual program fees, this report focuses and highlights overall programmatic cost recoveries. The following subsections provide an overview of the legal framework for recreational fees along with a cost recovery analysis of Cupertino’s Park and Recreation services at the programmatic level. Parks & Recreation Legal Framework There are specific rules and regulations within California State Law that impact Parks and Recreation related activities directly. These can be separated into two categories – rental rates and recreation programs. The following points provide further information regarding these items: 1. Rental Rates: One of the exceptions to the tax category under proposition 26 is a charge imposed for entrance to or use of local government property, or the purchase, or rental, or lease of local government property6. There is no requirement that these rates must be limited to the cost of service, as they can be dependent upon a variety of features of the facility or park being rented. 2. Recreation Programs: Under Proposition 26, the exception to the tax category is a charge that is “imposed”. Based upon the League of California Cities implementation guide for Proposition 26, as well as other legal opinions, recreation classes, youth sports, adult sports, are not a charge that is “imposed upon residents”. Rather residents have the option to voluntarily participate in those 6 Proposition 26 Article XIII C(1)(e)(4) 685 CC 02-06-2024 685 of 723 Cost of Services (User Fee) Study Report City of Cupertino, CA Matrix Consulting Group 43 programs and utilize a private entity (non-governmental entity) for those activities. Therefore, these rates are allowed to be set based upon the market options within the area rather than being restricted to the cost of service being provided. Utilizing these two principals is key to understanding the results generated through this analysis. As such, when setting fees specific to Parks and Recreation fees do not need to be set at or under the cost of service, rather, fee amount(s) can and should be based upon the rates that the market can bear. Cost Recovery Analysis – Direct Expenses The typical cost recovery for Parks and Recreation services is between 20-50%. The low- cost recovery for these services is due to the belief that these services primarily benefit the community at large, and as such are providing a direct benefit to residents and the community. The Parks and Recreation Department recovers approximately 54% of its direct costs, which is slightly above the average seen in other jurisdictions. This cost recovery percentage equates to an annual subsidy of approximately $4.4 million. In order to assess cost recovery, the project team compared FY24 budgeted expenditures with FY22 actual revenue to assess the direct cost recovery. The following table shows by program: expenditures, revenue, and the resulting cost recovery percentage. Table 17: Annual Parks & Recreation Program Cost Recovery – Direct Costs Program Revenue Budget Difference Cost Recovery % Cultural Events $1,221 $437,794 ($436,573) 0.28% Facilities $203,173 $390,211 ($187,038) 52% Youth Teen Recreation $854,411 $1,703,251 ($848,840) 50% Senior Center $70,129 $812,264 ($742,135) 9% Youth and Teen Programs $0 $278,895 ($278,895) 0% Neighborhood Events $0 $92,872 ($92,872) 0% Park Facilities $195,207 $1,270,364 ($1,075,157) 15% BBF Golf Course $602,779 $642,342 ($39,563) 94% Sports Center Operations $2,796,329 $2,840,279 ($43,950) 98% Outdoor Recreation $439,717 $1,086,993 ($647,276) 40% Total $5,162,966 $9,555,265 ($4,392,299) 54% The primary contributor to the Department’s deficit is Park Facilities at $1.1 million; followed by ‘Youth Teen Recreation’ and ‘Senior Center’ at $849,000 and $742,000, respectively. These large differences align with programs which offer a higher community benefit, as such, they are subsidized. While the programs which have a more individual benefit (BBF Golf Course, Sports Center, etc.) have less of a difference and their individual cost recovery percentages are closer to 100%. 686 CC 02-06-2024 686 of 723 Cost of Services (User Fee) Study Report City of Cupertino, CA Matrix Consulting Group 44 Cost Recovery Analysis – Direct & Indirect Expenses In the previous section, the cost recovery only incorporated direct budgeted expenditures for the Department. However, various indirect costs are associated with the daily operations within the Department. The following dot points summarize the indirect cost components included in this analysis: • Citywide: consists of indirect costs from other City departments, such as, Finance, Human Resources, City Manager, etc., who do not deal directly with recreation fees but do support the staff who spend direct time on fees. • Departmental / Administrative: consists of indirect support from the administrative programs within the Parks and Recreation Department who provide administrative and managerial support to staff who spend direct time on fees. • Parks & Recreation Maintenance: consists of costs from programs which act as budgetary centers for the continued maintenance and upkeep of open spaces and facilities. The result of adding the direct and indirect costs together creates “fully burdened” expenditures, allowing for a more accurate comparison of cost recovery. The following table shows the cost recovery percentages at the programmatic level based upon comparing FY22 Actual Revenue to the calculated “fully burdened” expenditures. Table 18: Annual Parks & Recreation Program Cost Recovery – Total Costs Program Revenue Direct & Indirect Exp Difference Cost Recovery % Cultural Events $1,221 $768,430 ($767,209) 0.16% Facilities $203,173 $802,246 ($599,073) 25% Youth Teen Recreation $854,411 $2,827,397 ($1,972,986) 30% Senior Center $70,129 $1,437,067 ($1,366,938) 5% Youth and Teen Programs $0 $503,414 ($503,414) 0% Neighborhood Events $0 $179,317 ($179,317) 0% Park Facilities $195,207 $2,536,875 ($2,341,668) 8% BBF Golf Course $602,779 $1,217,291 ($614,512) 50% Sports Center Operations $2,796,329 $5,116,163 ($2,319,834) 55% Outdoor Recreation $439,717 $1,880,645 ($1,440,928) 23% Total $5,162,966 $17,268,845 ($12,105,879) 30% With the inclusion of indirect expenses, the Department’s cost recovery percentage decreases from 54% to 30% and the dollar value of the deficit increases from $4.4 million to $12.1 million. At $2.3 million each, Park Facilities and Sports Center Operations are the largest contributors to the Department’s deficit. Since both programs have fees which are primarily based on market-rate it is imperative that staff and management evaluate these 687 CC 02-06-2024 687 of 723 Cost of Services (User Fee) Study Report City of Cupertino, CA Matrix Consulting Group 45 fees and adjust appropriately to not only align with established cost recovery polices and targets but also to lessen the cost recovery gap. Summary Certain Parks and Recreation programs tend to achieve higher cost recovery (i.e., rentals and Golf Course); whereas other programs (i.e., neighborhood events and senior activities), due to their benefit to the community, have lower cost recovery. The following table compares both cost recovery percentages at the programmatic level. Table 19: Programmatic Cost Recovery Comparison Program Direct Exp Cost Recovery % Direct & Indirect Exp Cost Recovery % Cultural Events 0.28% 0.16% Facilities 52% 25% Youth Teen Recreation 50% 30% Senior Center 9% 5% Youth and Teen Programs 0% 0% Neighborhood Events 0% 0% Park Facilities 15% 8% BBF Golf Course 94% 50% Sports Center Operations 98% 55% Outdoor Recreation 40% 23% Total 54% 30% By incorporating the indirect costs associated with parks and recreation operations the Departmental cost recovery percentage of 54% decreases to 30%, which is within the typical cost recovery range of 20% – 50%. The following dot points provide a summary of each programs cost recovery comparison: • Cultural Events recovers 0.28% of its costs providing an annual subsidy of $437,000 in relation to its direct costs. When indirect costs are factored in this program recovers 0.16% off its costs providing an annual subsidy of $767,000. • Facilities recovers 52% of its costs providing an annual subsidy of $187,000 in relation to its direct costs. When indirect costs are factored in this program recovers 25% off its costs providing an annual subsidy of $599,000. • Youth Teen Recreation recovers 50% of its costs providing an annual subsidy of $848,000 in relation to its direct costs. When indirect costs are factored in this program recovers 30% off its costs providing an annual subsidy of $1.97 million. 688 CC 02-06-2024 688 of 723 Cost of Services (User Fee) Study Report City of Cupertino, CA Matrix Consulting Group 46 • Senior Center recovers 9% of its costs providing an annual subsidy of $742,000 in relation to its direct costs. When indirect costs are factored in this program recovers 5% off its costs providing an annual subsidy of $1.4 million. • Youth and Teen Programs recovers 0% of its costs providing an annual subsidy of $279,000 in relation to its direct costs. When indirect costs are factored in this program recovers 0% off its costs providing an annual subsidy of $503,000. • Neighborhood Events recovers 0% of its costs providing an annual subsidy of $93,000 in relation to its direct costs. When indirect costs are factored in this program recovers 0% off its costs providing an annual subsidy of $179,000. • Park Facilities recovers 15% of its costs providing an annual subsidy of $1.1 million in relation to its direct costs. When indirect costs are factored in this program recovers 8% off its costs providing an annual subsidy of $2.3 million. • Blackberry Farms Golf Course recovers 94% of its costs providing an annual subsidy of $40,000 in relation to its direct costs. When indirect costs are factored in this program recovers 50% off its costs providing an annual subsidy of $615,000 • Sports Center Operations recovers 98% of its costs providing an annual subsidy of $44,000 in relation to its direct costs. When indirect costs are factored in this program recovers 55% off its costs providing an annual subsidy of $2.3 million. • Outdoor Recreation recovers 40% of its costs providing an annual subsidy of $647,000 in relation to its direct costs. When indirect costs are factored in this program recovers 23% off its costs providing an annual subsidy of $1.4 million. Overall, the Department should continue their practice of evaluating cost recovery levels. The nature of Parks and Recreation services means that fee structures are dynamic, adjusting to economic shifts and public demand. Administrators often develop and approve fee increases, with an aim to maintain the quality and accessibility of park facilities and recreational services. Fee adjustments must balance affordability for users with generating enough revenue to support ongoing operations and improvements. Program and city management continuously navigate this cycle, considering factors like inflation, facility upgrades, and program popularity to ensure the long-term success of parks and recreation programs and services in the community. 689 CC 02-06-2024 689 of 723 Santa Clara County Pickleball Locations City Public/ Private Facility # of Courts Reservations Available Fees Indoor/ Outdoor Hours Dedicated/ Dual Quiet Equip. Required Amenities City of Cupertino Pickleball Opportunities Cupertino Public Memorial Park 8 No No Outdoor Dawn to 9pm Dual (Tennis)Requested dawn to 9am, 7 to 9pm Lighted, Restrooms Cupertino Public Cupertino Sports Center 8 Yes, members only Free for members, $15 R/$25 NR day pass Outdoor 8am to 8 pm Dual (Various)No Lighted, Full gym facility Park/School Opportunities City Public/ Private Facility # of Courts Reservations Available Fees Indoor/ Outdoor Hours Dedicated/ Dual Quiet Equip. Required Amenities Campbell Public Campbell Community Center Varies Yes $8 per session Indoor Sun 6:30pm to 9:45pm Dual (Gym)No Restrooms, Lockers Cupertino Public Memorial Park 8 No No Outdoor Dawn to 9pm Dual (Tennis)Requested dawn to 9am, 7 to 9pm Lighted, Restrooms Cupertino Public DeAnza College 6 No $3 Parking Fee Outdoor Non-Class Hours Dual (Tennis)No Lighted, BYO Nets Gilroy Public Sunrise Park 4 No No Outdoor Dawn to Dusk Dedicated No Restrooms Los Altos Public McKenzie Park 6 No No Outdoor M/W/F/Sa All Day Dual (Tennis)No Restrooms Los Altos Public Egan Jr. High 8 No Indoor M/W 6:30 to 9:30pm Dual (Gym)No Restrooms Facility (Gym, Center, Club) Opportunities City Public/ Private Facility # of Courts Reservations Available Fees Indoor/ Outdoor Hours Dedicated/ Dual Quiet Equip. Required Amenities ATTACHMENT B