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CC Resolution No. 20-025 Adopting the Cupertino Parks and Recreation System Master Planparks and recreation system master plan February 2020 city of 20202020 i 20202020 prepared by February 2020 CITY COUNCIL Steven Scharf, Mayor Liang Chao, Vice Mayor Darcy Paul, Council Member Rod G. Sinks, Council Member Jon Robert Willey, Council Member Barry Chang (former) Savita Vaidhyanathan (former) Gilbert Wong (former) PARKS AND RECREATION COMMISSION Neesha Tambe, Chair Gopal Kumarappan, Vice Chair Helene Davis, Commissioner Carol Stanek, Commissioner Xiangchen ‘Minna’ Xu, Commissioner Meenakshi Biyani (former) David Fung (former) Judy Wilson (former) acknowledgements We appreciate the guidance provided by City Council, Parks and Recreation Commission and our Master Plan Advisory Group, as well as the involvement of City staff , stakeholders, interest groups, and residents who have given their time, energy, and ideas to this Master Plan. iii iv MASTER PLAN ADVISORY GROUP Lauv Aeron, Soccer, AYSO Region 35 Ritvik Banakar, Teen Commission alternate Kinjal Buch, California Cricket Academy Heather Dean, Cupertino Senior Center Justin Duran, Creekside Community Church Leigh Anne Gillis, Cupertino Girls Softball League Ed Hirshﬁ eld, Cupertino Tennis Club Kevin Jenkins, Cupertino Union School District Steven Kaufman, Cupertino Union School District Shani Kleinhaus, Santa Clara Valley Audubon Society Matt Miller, Blue Pheasant Hackers Peggy Milovina, Fine Arts League of Cupertino Don Phillips, Cupertino Little League Jack Omen, Cupertino Block Leaders Byron Rovegno, Walk-Bike Cupertino Josh Selo, West Valley Community Services Rachel Shahrivar, Fremont Union High School District Nancy Sullivan, Fremont Union High School District Keith Warner, Cupertino Chamber of Commerce David Wei, Organization of Special Needs Families Art Zimmerman, AYSO Region 64 and De Anza Youth Soccer League Bob Colloton (former, Cupertino Senior Center) Brandi Hucko (former, Garden Gate Elementary School, CUSD) Mackenzie Mossing (former, Santa Clara Valley Audubon Society) CITY STAFF Deborah Feng, City Manager Randy Schwartz, Interim Director, Parks and Recreation Christine Hanel, Assistant Director, Parks and Recreation Roger Lee, Director, Public Works Gail Seeds, Park Improvement Manager, Public Works Timm Borden, Interim City Manager, Director of Public Works (former) acknowledgements (continued) v cupertino parks and recreation system master plan v Acknowledgments..................... iii Executive Summary...................... xi 1 Introduction ................................1 Purpose of the Plan ................................1 Planning Process ................................2 Plan Organization ................................3 Park & Recreation System ...................4 2 Vision and Goals........................15 The Community ..............................15 Community Engagement Process..........16 Outreach Themes ..............................17 Master Plan Vision ..............................31 Master Plan Mission............................31 Master Plan Goals ..............................32 3 Systemwide Objectives & Actions......................................37 Conservation.......................................38 Connection..........................................46 Equitable Access..................................50 Enhancement.......................................56 Activity...............................................62 Quality ..............................................68 Sustainability......................................76 4 Opportunity Highlights.................85 Enhancements to Existing Parks..................86 Enhancements to Existing Trails..................90 Potential Joint Use Opportunities................91 New Acquisitions.......................................92 Potential Major New Facilities.....................93 Expanded Services .....................................96 Added Recreation Elements.........................97 Natural Vegetation Enhancements.............. 99 5 Implementation ..............................103 Implementing Early Action Initiatives....... 103 Advancing Additional Recreation Elements 108 Advancing Major Projects.........................109 Funding the Vision ...................................113 Prioritizing Capital Projects ......................113 Moving Forward .....................................115 Appendices Appendix A: Park & Facility Inventory................A-1 Appendix B: Recreation Programs Overview.........B-1 Appendix C: Community Engagement Methodology .....................................................................C-1 Appendix D: Park Access and Opportunity Maps.D-1 Appendix E: Park Site Overviews........................... E-1 Appendix F: Opportunities and Costs....................F-1 Appendix G: Potential Funding Sources................G-1 Appendix H: Project Prioritization Tools ..............H-1 contents vi cupertino parks and recreation system master plan List of Figures Figure 1: Parks and Recreation System Planning Process Figure 2: City Parks by Classiﬁ cation Figure 3: City Parks Inventory Figure 4: Recreation Facilities Figure 5: Key Groups and Input Opportunities Figure 6: Key Themes From Community Outreach Figure 7: Nature Receives the Most and Strongest Support of the Priority Goals for the Parks and Recreation System Figure 8: Preferred Opportunities to Improve Trails and Connectivity Figure 9: Preferred Opportunities to Provide Extraordinary Play Opportunities Figure 10: Diverse Interests in Eight Types of Programming Enhancements Figure 11: Preferred Options to Incorporate Teen Empowerment in Cupertino Parks and Recreation Figure 12: High Expectations and High Satisfaction Levels are Both Noted in Outreach Findings Figure 13: Preferred Options to Enhance Parks and Recreation Facilities to Reﬂ ect Cupertino’s Unique Character and Identity Figure 14: Preferred Partnership Opportunities in Cupertino Parks and Recreation Figure 15: Preferred Options to Address Cupertino’s Cultural Diversity Through Parks and Recreation Services Figure B-1: Sites Where Programs are Currently Off ered vii cupertino parks and recreation system master plan List of Tables Table 1: Planning Level Costs for Potential Major New or Expanded Facilities Table 2: Funding Sources & Their Use Table A-1: Cupertino Park & Facility Inventory Matrix Table A-2: Major Recreation Buildings/ Facilities That Are Programmed by Parks and Recreation Table B-1: Existing Program Service Areas Overview Table B-2: Participation in City Programs Table F-1: Site Opportunities for Parks and School Fields Managed by City Table F-2: New Major Park & Recreation Facility Opportunities Table F-3: Opportunities for Added Recreation Elements Table G-1: 2019-2023 City of Cupertino Capital Improvement Program Summary Table H-1: Sequencing Criteria Evaluation Tool List of Maps Map 1: Existing Parks, Open Space and Recreation Resources Map D-1: Opportunity to Foster Natural System Map D-2: Opportunity to Enhance Pedestrian and Bike Connectivity Map D-3: Access to All Public Park Acreage within a 10-minute Walk Map D-4: Access to Neighborhood-Serving Park Acreage within a 10-minute Walk EXECUTIVE SUMMARY x EXECUTIVE SUMMARY | cupertino parks and recreation system master plan xxxxxxxxxx EXEXEEEXXCCUTCUTUTUTIVIVIVEIVEVE SUSUSSSSSSSUUUUUSSSSUUUUSSSSSSSSUUUUUSSSUUUSSUUUUUUSUUSUUUUSSSSSUUUSSUUUUUSSSUSSSUUUUUSUUSSUUSSSMMAMMAMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMAMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMMRYRYRY RY |||cupcupcuperttertinoino papapppppppaaaaaaapaaappaaapppppapapappppapaapaaaappaapppaapaapppppaapppapppppppppppppppppppppppppprrrrksrksksrrkrsrrrrrksrksksrrksrrksr aannnnnnnnnnannnnnnnnnnnnnnananannnnnnnannnnnnnnnnnnnnnnnnnnnnannnnnd rrrrd rrreeeeeeecreeeeeeeecreeeeeateaeeeeaeeeeeeeeeeeeeeateaeeeeeeeeeaeeeeeeeeeeeeeeeeeeeeeeeioniioniionionionononionioniionononiooonniionnonioonnioniionoionionioniononoionnnionioniooiononnonionnioiininonnion syyyyyyyyyyyyyyyyysyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyyystetetttetstetetttttettetetestestetetttettettteettteetteettttttmmmmmmmm mmmmastastastastererer er plaplaplaplannn xi cupertino parks and recreation system master plan | EXECUTIVE SUMMARY the future of parks and recreation Cupertino is an innovative city located at the west end of the world-famous Silicon Valley. Here, corporate headquarters blend with family-friendly parks and tree-shrouded neighborhoods that climb into the foothills of the Santa Cruz Mountains. Technologically savvy and rich in diversity, our community is noted for its excellence in education, innovation and community livability. Cupertino’s parks and recreation system is integral to both the fabric or our city and the spirit of our community. Our parks off er green space, respite, and protected natural resources, as well as facilities, programs and events that support community celebrations, health, and lifelong learning. However, our parks system faces several unique challenges. Our high expectations, evolving needs, high land costs, and multi-cultural character inﬂ uence how park and recreation services are provided now and will be provided in the future. This Parks and Recreation System Master Plan (Master Plan) responds to these challenges. It integrates our vision and aspirations into a cohesive strategy to guide the future development, renovation, management and programming of our City’s parks and recreation facilities. The Master Plan will provide direction for the City and Parks and Recreation Department as it improves and enhances parks and recreation through the year 2040. EXECUTIVE SUMMARY xii EXECUTIVE SUMMARY | cupertino parks and recreation system master plan our community’s expectations Community preferences, priorities and expectations underpin every recommendation in this Master Plan. As the plan was developed— between 2015 and 2018—residents, stakeholders, partners, businesses, elected offi cials, staff , youth, and people of diverse cultures were invited to share their aspirations for the parks and recreation system. More than an estimated 2,000 community members provided their input and feedback through varied online and in- person activities. Our community identiﬁ ed 12 themes to focus on and address through new policies and projects. These include improving park and facility access and trail connectivity, as well as integrating nature, the arts, and extraordinary play opportunities. Residents want a greater variety of recreation options, plus welcoming, customer-friendly parks and services that reﬂ ect the community’s diverse culture and unique characteristics. Empowering youth and teens, supporting social gatherings, and collaborating with partners and stakeholders round out the priorities noted through community feedback. From this community input, the Master Plan’s vision, mission and goals were deﬁ ned to guide the City in enhancing recreation opportunities for all Cupertino residents. xiii cupertino parks and recreation system master plan |EXECUTIVE SUMMARY KEY THEMES FROM COMMUNITY OUTREACH xiv EXECUTIVE SUMMARY | cupertino parks and recreation system master plan our guiding vision, mission and goals We aspire to create an inspiring, lively, healthy, diverse and sustainable community by connecting our residents to outstanding parks, nature and one another. Cupertino: • PROMOTES parks and public spaces as integral elements of our City’s character; • RESTORES, preserves, and protects our creeks, meadows, trees and natural areas; • ENGAGES our diverse residents in healthy, inclusive events and activities; and • CREATES a safe, connected, walkable and welcoming community. MASTER PLAN VISION MASTER PLAN MISSION cupertino parks and recreation system master plan | EXECUTIVE SUMMARY xv cupertino parks and recreation system master plan | EXECUTIVE SUMMARY MP1. CONSERVATION Protect nature, trees and natural areas in parks and throughout the city to support wildlife, ecological functions and a stronger connection to Cupertino’s natural environment. MP2. CONNECTION Provide an interconnected network of multiuse trails, walkways and bikeways, close-to-home parks, and community destinations. MP3. EQUITABLE ACCESS Distribute parks and facilities throughout the community for easy and equitable access. MP4. ENHANCEMENT Reinvigorate and revitalize parks and recreation facilities to support broad and inclusive recreation interests. MP5. ACTIVITY Provide programs, events and services that foster social cohesiveness and lively, diverse activities for people of all ages, abilities, cultures, and interests. MP6. QUALITY Create high quality recreation experiences, places and services that are welcoming, safe, responsive, comfortable and reﬂ ective of Cupertino’s unique character. MP7. SUSTAINABILITY Provide, manage and maintain parks, facilities, programs and services through sound management and stewardship, sustainable choices and the wise use of resources. MASTER PLAN GOALS xvi EXECUTIVE SUMMARY | cupertino parks and recreation system master planEXECUTIVE SUMMARY | cupertino parks and recreation system master plan 1 The Background: Introduction Why do we plan? We developed this Master Plan to align our parks and recreation services with community expectations, to identify the key projects that will transform our community, and to help ensure we have the resources needed to create a parks system that embodies Cupertino’s unique identity and diversity. As noted in Chapter 1, opportunities and challenges must be addressed when renovating City parks, trails, creek corridors, sports ﬁ elds and recreation facilities to serve residents, employees and visitors, through the year 2040. 2 Our Community’s Aspirations: Vision & Goals An estimated 2,000 public participants and extensive input helped deﬁ ne our vision, mission, and goals, as well as community expectations to enhance and improve our parks, facilities, programs and services. Residents articulated 12 clear themes, as deﬁ ned in Chapter 2, as well as seven goals that provide the foundation for the policies and projects noted in the Master Plan. 3 The 2040 Plan: Systemwide Objectives & Actions What actions will Cupertino take to support Conservation, Connection, Equitable Access, Enhancement, Activity, Quality, and Sustainability in our parks and programs? Chapter 3 redeﬁ nes our standards, identiﬁ es action items, and notes in detail our objectives for enhancing and increasing our investment in our parks and recreation system. snapshot of the master plan cupertino parks and recreation system master plan | EXECUTIVE SUMMARY xvii cupertino parks and recreation system master plan | EXECUTIVE SUMMARY 4 Transformative Projects: Opportunities Highlights Evolving recreation trends, changing community dynamics, and aging assets will aff ect our existing parks system through the year 2040, and there will be a need for expanded services. Chapter 4 highlights key projects with the potential to transform existing parks and recreation; expand current joint use opportunities and partnerships; acquire or add new parks, major new facilities, and a variety of recreation elements; expand services for teens and seniors; and protect and augment natural resources and nature in parks. It features the selected key projects from the full list of opportunities that appear in Appendix F. 5 Steps to Success: Implementation With strong advisory group advocacy on behalf of the parks system and clear community expectations for better parks and recreation services, the City of Cupertino recognizes the importance of implementing the most critical, innovative actions to support community livability. Chapter 5 describes the early action initiatives already underway, the pilot projects anticipated to diversify recreation elements, capital resources needed for major facility development, and the decision- making still needed to develop new parks and facilities. The chapter identiﬁ es funding and prioritization strategies to sequence future capital projects. xviii EXECUTIVE SUMMARY | cupertino parks and recreation system master planEXECUTIVE SUMMARY | cupertino parks and recreation system master plan Appendices A-H: Data and Details The extensive, transparent Master Plan process included substantial data gathering and analysis along the way. In addition to several reports completed independently by City staff , MIG, Inc., and other professionals, Master Plan appendices consolidate the data, tools and information necessary to implement the plan. These include: • Appendix A: Park & Facility Inventory • Appendix B: Recreation Programs Overview • Appendix C: Community Engagement Methodology • Appendix D: Park Access and Opportunity Maps • Appendix E: Park Site Overviews • Appendix F: Opportunities and Costs • Appendix G: Potential Funding Sources • Appendix H: Project Prioritization Tools cupertino parks and recreation system master plan | EXECUTIVE SUMMARY xix cupertino parks and recreation system master plan | EXECUTIVE SUMMARY investing in our future This Master Plan captures our community’s vision and articulates a realistic approach for enhancing our parks, facilities and recreation opportunities. By moving forward with several early action initiatives, the City is already demonstrating its responsiveness to community priorities and its intent to implement this Master Plan. The City of Cupertino must invest wisely in funding the vision for new parks, facilities, programs and events. This will require proactive planning to identify the right locations, partnerships and mix of features to include in revenue-generating major facilities. It will also require the strategic expansion of existing funding resources, as well as the exploration of new ones to have the funding necessary to care for park assets, steward natural resources, and activate parks, while adding new recreation elements, major facilities, trails and neighborhood parks. Above all, it will require focus, collaboration and innovation as we create the types of parks, facilities and programs that are integral to becoming a model multicultural and livable community for the 21st century. INTRODUCTION 1 1 cupertino parks and recreation system master plan |CHAPTER ONE purpose of the plan Cupertino is a progressive and highly desirable hometown for people and businesses in Silicon Valley. The City is known for its excellent public schools, parks, and a culturally diverse community that artfully blends innovation with inspiration, collaboration and community livability. It is also known as the home of successful businesses, including the headquarters of Apple, Inc. The City’s parks and recreation system is a refuge for residents, off ering green space, respite and protected natural resources, as well as facilities, programs and events that support community celebrations, sports and other activities. As the City’s population has become more diverse over time, the parks and recreation system has evolved more slowly. City parks have remained traditional, creating opportunities to integrate a greater degree of ingenuity, accessibility and originality into various parks, programs and activities—while retaining the beloved amenities and characteristics of the parks and recreation system. The City began developing a new Parks and Recreation System Master Plan (Master Plan) to proactively create a parks system for the future that is aligned with the community’s dynamic values and priorities. The Master Plan integrates the community’s vision and aspirations into a cohesive strategy to guide the future development, renovation, management and programming of City parks and recreation facilities. The Master Plan will provide direction for the City and Parks and Recreation Department and improvements to the parks and recreation system through the year 2040. RELEVANT DOCUMENTS AND STUDIES This Master Plan incorporated relevant data and policies from several documents: ▪General Plan (2015) ▪ADA Self-Evaluation and Transition Plan (2015) ▪Bicycle Transportation Plan (2016) ▪Pedestrian Transportation Plan (2018) INTRODUCTION 1 2 INTRODUCTION | cupertino parks and recreation system master plan planning process The planning process provided residents a chance to re-imagine current and future park and recreation opportunities. An extensive public engagement process helped assess community needs and priorities, while identifying opportunities to meet those needs in the future. An estimated 2,000 community members provided their input and feedback through a dozen varied online and in-person activities. The planning process also identiﬁ ed the broad community support to preserve and enhance recreation, walkability, access to open spaces, and Cupertino’s sense of place and quality of life. The project team designed a multi-phased planning process to develop a comprehensive and innovative Master Plan that reﬂ ects the community’s aspirations (Figure 1). In 2015, the City initiated a public outreach eff ort and began evaluating demographics, trends, policies, parks, facilities and programs to provide a foundation of information for subsequent analysis. Initial ﬁ ndings were discussed with City Council, the Parks and Recreation Commission, the Parks and Recreation Management Team and a Master Plan Advisory Group to ensure the plan reﬂ ected community priorities. Subsequent phases built upon this initial feedback and assessments to create Master Plan goals, opportunities and an action plan for the future. FIGURE 1: PARKS AND RECREATION SYSTEM PLANNING PROCESS Project Initiation & Outreach Trends, Demographics & Policy Review Existing Systems Inventory & Assessment Interpretation of Key Planning Directions Plan Adoption Plan Development & Reﬁ nement Master Plan Goals & Opportunities Community Needs & Opportunities Assessment 3 cupertino parks and recreation system master plan | CHAPTER ONE In addition to input collected through extensive outreach and engagement eff orts, the Master Plan draws from several studies completed as part of the planning process: • Demographics Analysis • Trends Analysis • Existing Parks and Facilities Summary • Recreation Program Overview & Analysis • Community Outreach & Vision Summary plan organization Chapter 1: Introduction provides an overview of the planning process, the existing parks and recreation system, and plan organization. Chapter 2: Vision and Goals details the community engagement process and outreach themes that informed the Master Plan’s vision, mission, and goals. Chapter 3: Systemwide Objectives and Actions identiﬁ es recommended actions to enhance and manage the parks and recreation system. Chapter 4: Opportunities Highlights presents key opportunities for existing City parks, new major facilities and added recreation elements. Chapter 5: Implementation summarizes the type of funding investment needed, identiﬁ es the process by which capital projects can be prioritized, and provides highlights of key initiatives already moving forward. A series of appendices provides technical documentation. Appendix A: Park & Facility Inventory summarizes and classiﬁ es park and facility data associated with sites in the existing parks system. Appendix B: Recreation Programs Overview summarizes the Department’s existing programs and events, documenting current services and participation. Appendix C: Community Engagement Methodology describes the approach and key tasks associated with the public outreach eff ort. Appendix D: Park Access and Opportunity Maps presents a series of analysis maps for parks, trails and natural areas that informed the development of planning objectives and actions. Appendix E: Park Site Overviews describes each site in the City’s park system, noting existing amenities and facilities, any recent or planned improvements, and opportunities for future site enhancements. Appendix F: Opportunities and Costs presents three opportunities matrices and identiﬁ es the cost assumptions and cost estimates for facilities. Appendix G: Potential Funding Sources provides an overview of existing funding sources and presents options for enhancing existing funds and adding new funding sources. Appendix H: Project Prioritization Tools presents a checklist and sequencing criteria to assist in screening and prioritizing future projects. 4 INTRODUCTION | cupertino parks and recreation system master plan the park & recreation system The City of Cupertino owns or manages 224 acres of parks, trails, creek corridors, sports ﬁ elds and recreation facilities at 32 sites. These include a variety of parks ranging from smaller neighborhood parks to large parks that attract people from across the community. Residents also beneﬁ t from nearby Santa Clara County parks, open space preserves, and other local parks and recreation resources owned and managed by other providers. (See Appendix A.) Figure 2 and Map 1 illustrate the diff erent types of parks and their distribution. The City has two “community parks:” Memorial Park and Stevens Creek Corridor Park. For purposes of this Master Plan, Stevens Creek Corridor Park (SCCP) includes the continuous lands along Stevens Creek from McClellan Road to Stevens Creek Boulevard, which are owned by the City and Water District. The SCCP, includes adjacent parcels and multiple facilities, such as Blackberry Farm Golf Course, Blackberry Farm Park, McClellan Ranch Preserve, McClellan Ranch West, Stocklmeir Ranch. Together, City parks contain traditional park amenities such as sports ﬁ elds, sports courts, restrooms and playgrounds. Cupertino’s parks are well-maintained, with standardized landscapes and facilities. Many are decades old and could do more to integrate natural resources and habitat. Some newer parks, such as Sterling Barnhart, provide newer design features, and the Environmental Education Center in McClellan Ranch Preserve in the Stevens Creek Corridor Park is a state-of-the-art green building. City parks and facilities are also home to countless events and programs off ered in a variety of diff erent program service areas, ranging from Aquatics to Lifelong Learning & Enrichment. (See Appendix B.) Within the parks system, nine indoor facilities support recreation and community activities: • Portal Park Building • Creekside Park Building • Wilson Park Ceramic Center • Environmental Education Center • Monta Vista Recreation Center • Quinlan Community Center • Senior Center • Sports Center • Community Hall In 2017, an estimated more than 347,000 people participated in recreation programs. Of these, approximately 60,000 attended community events based in Cupertino’s parks. 5 EXECUTIVE SUMMARY | cupertino parks and recreation system master plan Calabazas Park Westwood Oaks Park Murdock Park Rainbow Park Saratoga Creek Park Maywood Park Jenny Strand Park John Mise Park Grant Park Ortega Park Serra Park Raynor Park SARATOGA SAN JOSE SUNNYVALE LOS ALTOS SANTA CLARA Stevens Creek Reservoir SAN JOSE Homestead Rd Lawrence ExpwyStelling RdStevens Creek Blvd McClellan Rd Bubb RdS t e v en s C a n y on R d Foothill BlvdFo o t h i l l E x p w y Pierce RdSaratoga Sunnyvale RdSunnyvale Saratoga RdDe Anza BlvdQuito RdBlaney AveWolfe RdMiller AveBollinger Rd Rainbow Dr Prospect Rd Blackberry Farm Park MemorialPark Kennedy Middle School CreeksidePark Hyde Middle School LindaVistaPark Blackberry FarmGolf Course Collins Elementary Eaton Elementary Faria Elementary Varian Park Lincoln Elementary Regnart Elementary Jollyman Park WilsonPark Hoover Park Garden Gate Elementary Stevens Creek Elementary PortalPark StocklmeirRanch LibraryField Sports Center Three OaksPark Monta Vista RecreationCenter & Park McClellanRanch West SomersetPark Franco Park Mary AveDog ParkCanyonOakPark LittleRanchoPark SterlingBarnhartPark Community Hall De Anza College Stevens Creek County Park Fremont Older Open Space Preserve Picchetti Ranch Open Space Preserve Rancho San Antonio County ParkRancho San Antonio Open Space Preserve Stevens Creek County Park Deep Cliff Golf Course Cupertino High School Homestead High School Lawson Middle School Monta Vista High SchoolMcClellanRanch Preserve Rancho Rinconada Civic Park Cupertino Library Cali Mill Plaza Sedgwick Elementary Town Square Main Street Park SCVWD Percolation Pond Cupertino City Center Park City Hall Lynbrook High School Miller Middle School Cupertino Middle School Archbishop Mitty High School West Valley Elementary Nimitz Elementary Dilworth ElementaryMeyerholz Elementary Murdock-Portal Elementary De Vargas Elementary Eisenhower Elementary Stocklmeir Elementary Calabazas CreekSaratoga CreekRodeo CreekPermanente CreekPr o s p e c t C r e e k Junipero Serra Channel Swiss Creek Heney CreeksSunnyvale East ChannelMontebello Creek CreekSaratogaRegnart CreekStevens CreekRecreation Centers/Fields Recreation Centers/Facilities Other Facilities Parks & Recreation System Master Plan Base Map Features Cupertino City Boundary Cupertino Sphere of Influence * Railroad Creeks and Channels Water Bodies Note: * per Local Agency Formation Commission February 2018 0 0.25 0.5 0.75 1 1.25 1.50.125 Miles Sources: City of Cupertino and Santa Clara County, 2017. Schools and Colleges Golf Course (private ownership) Other Recreation Resources Local Parks Open to Public County Parks & Regional Open Space Preserves Shared-Use Paths Cupertino Parks and Trails Community Parks Large Neighborhood Parks Small Neighborhood Parks Special Use Sites School Fields Managed by City Map 1: Existing Parks, Open Space and Recreation Resources 6 INTRODUCTION | cupertino parks and recreation system master plan FIGURE 2: CITY PARKS BY CLASSIFICATION CITY PARKS COMMUNITY PARKS | 2 sites | 85.8 total acres Examples: Memorial Park, Stevens Creek Corridor Park Definition: Community parks are larger parks (20+ acres) that provide unique recreation opportunities and serve the entire community. These parks consist of a single contiguous site or several functionally- and geographically-linked use areas that provide a variety of recreation facilities. They typically include specialized facilities and space for large group gatherings, programming and events. LARGE NEIGHBORHOOD PARKS | 8 sites | 66.4 total acres Examples: Creekside Park, Jollyman Park, Wilson Park Definition: Large neighborhood parks, varying between 4 acres and 13 acres in size, provide a range of passive and active recreation opportunities for surrounding neighborhoods. They typically include play areas, picnic areas, open lawn areas, and sports courts. Several also include programmable and reservable facilities, such as sports fields and small recreation centers. SMALL NEIGHBORHOOD PARKS | 6 sites | 6.8 total acres Examples: Little Rancho Park, Sterling Barnhart Park Definition: Small neighborhood parks provide essential recreation opportunities for nearby neighbors. Typically less than 3 acres in size, these parks may include play areas, open lawn areas, and picnic tables/benches. Some include sports courts. SPECIAL USE SITES | 5 sites | 10.7 total acres Examples: Civic Center Plaza, Mary Avenue Dog Park, Cupertino Sports Center Definition: Special use sites support unique recreation opportunities serving all or most of the Cupertino community. These single-purpose sites may include specialized recreation facilities not found elsewhere in the parks system. Urban plazas, civic space, dog parks and sports complexes (without other uses) are considered special use sites. SCHOOL SPORTS FIELDS | 9 sites | 45.5 total acres Examples: Eaton Elementary, Lincoln Elementary, Kennedy Middle School Definition: This category includes sports fields at nine school sites managed through a joint use agreement. These sports fields provide additional recreational opportunities to the community when not in use by the schools. TRAIL CORRIDORS | 4 sites | 8.8 total acres Examples: Don Burnett Bicycle-Pedestrian Bridge & Trail, Saratoga Creek Trail (acreage excludes Stevens Creek Trail) Definition: Trail corridors include trails and associated greenways that link destinations in the community. These typically are single-purpose linear features not located within parks of other types. These trails may extend beyond Cupertino and connect to surrounding cities and regional trail systems. cupertino parks and recreation system master plan |CHAPTER ONE 7 FIGURE 3: CITY PARKS INVENTORY CITY OWNED OR MANAGED PARKS AND FACILITIES SITE ACREAGE COMMUNITY PARKS Memorial Park 22.1 Quinlan Community Center Senior Center Stevens Creek Corridor Park (SCCP) Blackberry Farm Golf Course 16.4 Blackberry Farm Park 19.7 McClellan Ranch Preserve 13.0 McClellan Ranch West 3.1 Stocklmeir Ranch 5.1 Other property in SCCP 6.4 Community Parks Subtotal 85.8 LARGE NEIGHBORHOOD PARKS Creekside Park 13.0 Hoover Park 5.0 Jollyman Park 11.2 Linda Vista Park 11.0 Monta Vista Park & Recreation Center 6.2 Portal Park 3.8 Varian Park 6.3 Wilson Park 9.9 Large Neighborhood Parks Subtotal 66.4 SMALL NEIGHBORHOOD PARKS Canyon Oak Park 0.6 Franco Park 0.6 Little Rancho Park 0.3 Somerset Park 1.7 Sterling Barnhart Park 0.5 Three Oaks Park 3.1 Small Neighborhood Parks Subtotal 6.8 SPECIAL USE SITES Civic Center Civic Center Plaza 1.0 Community Hall - Library Field 3.0 Mary Avenue Dog Park 0.5 Cupertino Sports Center 6.2 Special Use Sites Subtotal 10.7 8 INTRODUCTION | cupertino parks and recreation system master plan CITY OWNED OR MANAGED PARKS AND FACILITIES SITE ACREAGE TRAIL CORRIDORS Don Burnett Bicycle-Pedestrian Bridge & Trail 4.0 Creekside Park and Regnart Creek Trail 0.1 Saratoga Creek Trail 4.7 Stevens Creek Trail - Trail Corridors Subtotal 8.8 SCHOOL FIELDS (MANAGED BY CITY) Collins Elementary School 2.5 Eaton Elementary School 4.5 Faria Elementary School 4.2 Garden Gate Elementary School 2.9 Hyde Middle School 7.8 Kennedy Middle School 13.3 Lincoln Elementary School 3.1 Regnart Elementary School 4.1 Stevens Creek Elementary School 3.1 School Fields Subtotal 45.5 Total City Parks and Facilities 224.0 OTHER RECREATION RESOURCES LOCAL PARKS AND RECREATION RESOURCES Cali Mill Plaza 1.0 Civic Park [at Town Center Lane]0.5 Cupertino City Center Park (and Amphitheater)1.1 Main Street Park 0.8 Rancho Rinconada 1.5 SCVWD Percolation Pond 5.0 Town Square [at Main Street]0.7 Subtotal Local Parks and Resources 10.6 COUNTY PARKS AND REGIONAL OPEN SPACE PRESERVES Fremont Older Open Space Preserve*~739 Rancho San Antonio County Park & Preserve*~4,153 Stevens Creek County Park*~1,070 Subtotal County Parks and Regional Preserves 5,962.0 Total Other Recreation Resources ~5,972.6 FIGURE 3: CITY PARKS INVENTORY (CONT.) cupertino parks and recreation system master plan |CHAPTER ONE 9 FIGURE 4: RECREATION FACILITIES NUMBER OF CITY OWNED OR MANAGED SITES WITH THESE TYPES OF FACILITIES Athletic Facilities 12 with Baseball/Softball Fields 12 with Soccer Fields 5 with Basketball Hoops 4 with Tennis Courts 1 with Cricket Field 1 with Volleyball Court Outdoor Recreation Facilities 17 with Playgrounds 14 with Picnic Areas 13 with Open Field/Lawn Areas 2 with Water Play 1 with Amphitheater 1 with Community Gardens 1 with Horseshoe Pits 1 with Swimming Pools Indoor Facilities 8 with Recreation Buildings 5 with Other Buildings Trails/Natural Areas 4 with Trails 3 with Natural Areas Amenities 16 with Restrooms 11 with Barbecue Grills 6 with Concessions 4 with Wi-Fi 4 with Reservable Picnic Areas 10 INTRODUCTION | cupertino parks and recreation system master plan planning context The City of Cupertino is an innovative city with unique challenges and considerations that aff ect a parks and recreation system master plan. Generally speaking, this is a community of high expectations, evolving needs, and city characteristics that inﬂ uence how park and recreation needs are currently met and will continue to be addressed in the future. The City of Cupertino celebrates the cultural diversity and unique demographic makeup of its community. Based on the 2017 Community Survey Report by Godbe Research, 64% of the population identiﬁ es as Asian, including 33% of the population identifying as Chinese and 18% identifying as Indian. Residents are highly educated, with 74% holding bachelor’s, graduate or professional degrees. Not surprisingly, Cupertino is a community that prides itself on providing exceptional educational opportunities and supporting the achievement of its teen and youth community. Most residents (78%) live in family households, and currently, there are a large percentage of households with children. However, the numbers of children are expected to decline over time while numbers of older adults and retirees will increase, changing recreation needs in the future. Supporting the overall well-being of Cupertino’s youth as well as serving the increasing number of elders are both priorities for the community—as is serving residents of all ages, interests, abilities and needs. Recreation programs, events and facilities must be family-friendly and highly diverse to serve the City’s population. 11 cupertino parks and recreation system master plan | CHAPTER ONE Cupertino also is a growing community. The current population of 62,545 residents is projected to increase 7.4% over the next 20 years. This means that 71,200 residents may live in Cupertino by 2040 (Association of Bay Area Governments). This will add to the existing demands and needs for parks, recreation facilities and programs. Finally, Cupertino is a built-out city, with little or no open space available to acquire as park land. Land is extremely expensive, and a regional housing shortage creates a competing need for land, including undeveloped and redeveloping areas. This combination of factors makes prospects for adding new parks and large facilities challenging and critically important as some new housing is anticipated to be higher density with less outdoor space. As a result of the lack of undeveloped land, new recreation facilities are expected to be built primarily in existing parks or in collaboration at partner sites. In existing City parks, the addition of new facilities has the potential to displace existing open space and facilities or sport ﬁ elds. The growing population will also increase the demands on existing parks, sparking competing uses and increasing maintenance costs. For this reason, any potential projects must be considered carefully in the context of the community’s vision and priorities, and innovative and creative solutions will be needed to serve residents in the future. VISION & GOALS 2 15 cupertino parks and recreation system master plan | CHAPTER TWO the community Since 2015, the City of Cupertino has collected insights from community members and stakeholders to shape the Parks and Recreation System Master Plan (Master Plan). A robust community engagement process was critical to deﬁ ning the community’s vision and aspirations for the future. Following a short overview of the community and community engagement process, this chapter summarizes the key themes heard through community feedback that were used to develop the City’s vision, mission, and goals for parks and recreation. VISION & GOALS 2 16 VISION & GOALS | cupertino parks and recreation system master plan community engagement process To ensure that the Master Plan reﬂ ects the priorities of a diverse community and that the parks and recreation system eff ectively serves all residents, a robust community outreach and engagement process involved four key groups and many diff erent community input opportunities. (See Appendix C for details.) KEY GROUPS Four groups provided ongoing guidance for the Master Plan ▪City Council ▪Parks and Recreation Commission ▪Master Plan Advisory Group ▪Parks and Recreation Management Team COMMUNITY AND STAKEHOLDER INPUT OPPORTUNITIES More than 2,000 participants were estimated to be involved in the following activities: ▪Citywide Survey ▪Intercept Events ▪Stakeholder interviews ▪Public Community Workshop ▪Block Leader Workshop ▪Council and Community Leader Interviews ▪Recreation Staff Focus Group ▪Vision and Goals Questionnaire ▪Parks and Recreation Commission-hosted Community Workshops ▪Parks and Recreation Commission Meetings ▪City Council Meetings or Study Sessions ▪Draft Plan Review Meetings FIGURE 5: KEY GROUPS AND INPUT OPPORTUNITIES 17 cupertino parks and recreation system master plan |CHAPTER TWO outreach themes Through thousands of comments, Cupertino residents articulated 12 clear priorities and aspirations for City parks, trails, natural areas, programs and events. These key themes were integrated into the vision, goals and opportunities that will shape the future of Cupertino’s parks and recreation system. FIGURE 6: KEY THEMES FROM COMMUNITY OUTREACH 18 VISION & GOALS | cupertino parks and recreation system master plan Nature Experience Community members want more opportunities to connect to nature. Expanding access to nature is a top priority for the community. Throughout all outreach activities, participants consistently favored incorporating nature and increasing access to natural open space over other potential enhancements. Community priorities include improving or restoring creeks, meadows, and wildlife habitat in existing parks, as well as planting more trees and native plants in public spaces. Stakeholders, Council members and residents noted the importance of environmental education and nature programs in connecting people to nature. Gardening and nature play were seen as additional opportunities to connect to nature. As the City renovates its parks, residents would like to see a decreased emphasis on large lawn areas and more focus on retaining a site’s natural character. City parks could better highlight existing natural amenities and tree cover, adding to the City’s overall “natural capital.” 85% of Citywide Survey respondents noted that improving access to natural open space is needed FIGURE 7: NATURE RECEIVES THE MOST AND STRONGEST SUPPORT OF THE PRIORITY GOALS FOR THE PARKS AND RECREATION SYSTEM (VISION AND GOALS QUESTIONNAIRE) 19 cupertino parks and recreation system master plan |CHAPTER TWO Trails & Connectivity Residents value trails and desire more opportunities for walking and biking in Cupertino. Residents, stakeholders and Council members all expressed a desire to build a connected network of trails and paths in Cupertino. Residents value trails for recreation and ﬁ tness and as places to hike with friends and family, walk their dogs, exercise, and experience nature. To reduce traffi c congestion and increase mobility options, many residents recommended the City develop a comprehensive network for biking and walking, linking parks to neighborhoods and other destinations. Stakeholders also recommended providing amenities such as pathway mile markers, bike parking, bike repair stations and water bottle ﬁ ll-up stations to promote active (i.e., non-motorized) transportation. Outreach respondents would like to see City trails connected to regional trails and nearby County parks and open space preserves. Many residents recommended extending Stevens Creek Trail to link to county land and open space areas. Residents value diversity in terms of trail types, such as jogging paths, loop trails, bike trails, guided hikes, and interpretive trails. FIGURE 8: PREFERRED OPPORTUNITIES TO IMPROVE TRAILS AND CONNECTIVITY (VISION AND GOALS QUESTIONNAIRE)* 80% of Citywide Survey participants favor adding trails and pathways *In ﬁ gures 8, 9, 11, 13, 14 and 15, questionnaire respondents could choose up to two responses from a list of six to eight options. The percentage noted reﬂ ects the percentage of respondents that chose this option. 20 VISION & GOALS | cupertino parks and recreation system master plan Park & Facility Access Residents want easy, enhanced access to parks and recreation opportunities. Providing better pedestrian and bike connections is the community’s preferred strategy to enhance access to recreation opportunities. Residents also recommend providing park land and trails in underserved areas, and creating accessible and inclusive play areas. The eastern side of Cupertino was identiﬁ ed as an area in need of improved access to recreation opportunities. In other areas, lack of parking and poor bike and pedestrian accessibility were identiﬁ ed as the top barriers preventing residents from using City parks. The provision of amenities such as restrooms and benches are additional ways to improve park use and make parks more accessible to families, seniors and others in the community. Residents also expressed interest in adding year-round sports and aquatics facilities, and some ﬁ eld sports teams favor all-weather artiﬁ cial turf ﬁ elds. Overall, many residents highlighted the importance of ensuring that facilities continue to be accessible to families with children, residents with special needs, and older adults. Needs for quality neighborhood parks, similar to Sterling Barnhart park, were noted in east and north Cupertino. (Council and Community Leader Interviews) 21 cupertino parks and recreation system master plan | CHAPTER TWO Social Gathering & Celebration Residents appreciate community events and would like to see more spaces in Cupertino for bringing people together. Cupertino parks, programs and events play an important role in connecting residents socially. Many residents would like to see the City organize more neighborhood events, such as concerts and movies at neighborhood parks. Providing additional smaller events serving diff erent neighborhoods is more favored than creating more citywide community events. Nonetheless, stakeholders and other residents support and noted the popularity of citywide events and festivals, such as the Big Bunny run, Harvest Festival, Diwali and 4th of July events. Residents would like to see additional spaces that could increase the variety and size of community-serving events. Residents also value increased opportunities for outdoor health and ﬁ tness events, such as races, walkathons or park boot camps. Overall, residents hope to see more community events and activities to celebrate the strong sense of community in Cupertino. Special events are selected as the most popular type of program enhancement. (Intercept Events) 52% of Questionnaire respondents want small events in neighborhood parks, such as movies in the park, neighborhood- scale concerts and recreation activities 22 VISION & GOALS | cupertino parks and recreation system master plan Extraordinary Play Cupertino desires a variety of play experiences for all ages and abilities. Diversifying play experiences emerged as a priority for residents across all engagement eff orts. Participants stressed the importance of providing play opportunities for all age groups, from children to seniors, and ensuring they are accessible to people of all abilities. Community members would like to see enhanced water, nature and adventure play by providing specialized amenities to support those play experiences. Residents also highlighted the need to look beyond modular and traditional playgrounds, by adding unstructured and diverse play opportunities, such as climbing towers, water play, and play equipment for people of every ability level. 50% of Questionnaire respondents think the City should support more play opportunities for all age groups FIGURE 9: PREFERRED OPPORTUNITIES TO PROVIDE EXTRAORDINARY PLAY OPPORTUNITIES (VISION AND GOALS QUESTIONNAIRE) 23 cupertino parks and recreation system master plan |CHAPTER TWO Recreation Variety Residents and visitors desire a wide range of recreation options. Cupertino is a diverse community with a keen interest in diverse recreation. Outreach ﬁ ndings indicate that residents expect a greater variety of recreation options, including unique, high- quality attractions for residents and visitors. The wide range of recreation interests includes a need for diff erent types of facilities and programs that support visual and performing arts, nature and environmental education, sports and ﬁ tness, and more. Community members want to see diff erent types of facilities that go beyond standard recreation off erings, such as non-traditional, multi-purpose facilities. Community members recommended adding varied facilities such as a parcourse, outdoor exercise equipment, and moveable seating to City parks, as well as traditional elements such as basketball courts. 74% of Questionnaire respondents believe that having a greater variety of facilities and programs is important FIGURE 10: DIVERSE INTERESTS IN EIGHT TYPES OF PROGRAMMING ENHANCEMENTS (CITYWIDE SURVEY) Performing, visual, cultural arts Classes for lifelong learning Before and after school programs Nature and environmental programs Aquatic programs Adult sports/ﬁ tness Youth sports/ﬁ tness Special events (i.e. Earth Day, 4th of July, festivals, etc.) 24 VISION & GOALS | cupertino parks and recreation system master plan Youth & Teen Empowerment Special attention is needed to engage and empower Cupertino youth and teens. With the high academic pressure placed on teenagers in Cupertino, residents would like to see spaces and programming for teenagers that focus on empowerment, stress reduction, conﬁ dence- building, well-being and fun. Outreach participants favor providing volunteer and internship opportunities, enhancing non- competitive youth sports and ﬁ tness, and other diverse youth off erings. Community leaders recommend increasing youth and teen involvement in community activities and events. Relocating and reprograming the teen center would help better support teens and balance the need for educational, recreational and social opportunities. Opportunities include a student union-style space and elements noted by Cupertino’s teens in the 2016 Teen Center Relocation Survey. While ideas to serve teens varied, many outreach respondents agreed that teens warranted special attention and programming tailored to their speciﬁ c needs. FIGURE 11: PREFERRED OPTIONS TO INCORPORATE TEEN EMPOWERMENT IN CUPERTINO PARKS AND RECREATION (VISION AND GOALS QUESTIONNAIRE) 25 cupertino parks and recreation system master plan |CHAPTER TWO Welcoming Places & Services Residents expect outstanding customer service and quality facilities that are responsive to community needs. Outreach ﬁ ndings indicate high community expectations for a more user-friendly, customer- oriented parks and recreation system. “Safe,” “friendly,” and “welcoming” are the top priorities for Cupertino’s parks and recreation system. While most residents are highly satisﬁ ed with the safety and maintenance of Cupertino’s parks, several believe that better parks are off ered outside of Cupertino, citing concerns with the quality of certain amenities and features in local parks. Enhancing park amenities such as benches, shade structures, seating variety, water fountains and bike racks can help make parks more comfortable and welcoming. Community members would like to see recreation programming that is timed for their lives and better suited to their interests. Residents also requested improvements to the reservation process, such as increased ﬂ exibility. They also mentioned opportunities to improve the City’s website, with a simple portal for residents to make suggestions. 59% of Questionnaire respondents want more benches, shade structures, water fountains, bike racks and amenities to make parks more comfortable FIGURE 12: HIGH SATISFACTION IN THE QUALITY OF PARKS AND RECREATION SERVICES (CITYWIDE SURVEY) 25% 3% 55% 15% 3% 26 VISION & GOALS | cupertino parks and recreation system master plan Uniquely Cupertino Parks and recreation opportunities should reﬂ ect Cupertino’s character, heritage and diverse community. Cupertino is a unique community and residents want parks that emphasize the community’s character and heritage. Many residents recommend integrating local history, art, culture and natural resources into parks and facilities to help provide recreation opportunities that reﬂ ect Cupertino’s unique character. Programs, preschool options and teen services should respond to the community’s interest in educational opportunities and lifelong learning. Community groups, agencies, businesses and providers should collaborate to provide unique and specialized programs. The City is gauging resident and business support for integrating technology and innovation into events, programs and recreation spaces to incubate new and exciting opportunities for Cupertino residents. As one Council member noted, the City needs to ask, “What is best for Cupertino?” and incorporate those answers into the parks, programs and services provided. Questionnaire respondents favor integrating local history, art, culture and natural resources in parks and facilities as a top method to reﬂ ect Cupertino’s unique character FIGURE 13: PREFERRED OPTIONS TO ENHANCE PARKS AND RECREATION FACILITIES TO REFLECT CUPERTINO’S UNIQUE CHARACTER AND IDENTITY (VISION AND GOALS QUESTIONNAIRE) 27 cupertino parks and recreation system master plan | CHAPTER TWO The Arts Cupertino should support the arts by off ering a diverse set of arts and culture programming. Community members strongly support expanding arts and culture programs and events in Cupertino. Residents would like to see more art programs and festivals, and are in favor of investing in dedicated facilities that would support high-quality and diverse activities, including visual, performing and ﬁ ne arts programming. Residents also highlighted the need to provide arts programming for people of all ages and abilities, with a focus on activities for youth and teens. Increasing arts programming can off er diverse opportunities for teen empowerment. Residents raised the possibility of building a performing and ﬁ ne arts venue dedicated to the arts. Residents value variety in terms of arts programming, recommending diverse events, such as poetry readings, a jazz festival, concerts, arts and crafts fair. Council members and community leaders also noted opportunities to improve Memorial Park to better host events and amphitheater programs. An arts center, such as the Mountain View Center for the Performing arts, is desired. (Council and Community Leader Interviews; Community Workshop) 28 VISION & GOALS | cupertino parks and recreation system master plan Partnerships Strong partnerships can help create unique and diverse parks and recreation programs. The engagement process revealed that Cupertino residents have high expectations for parks and recreation opportunities, including needs that may not be met by the City alone. To provide the diverse opportunities desired, many outreach respondents recommended involving partners to increase space and funding for recreation. Residents noted opportunities for community groups, agencies, businesses and providers to collaborate in the provision of unique and specialized programs. Many participants suggested creating café-style spaces for youth and teens, that could possibly be developed in conjunction with the Cupertino Library or schools, and organized around educational programming themes (e.g., incubator space, music/performing arts, entrepreneurship). Opportunities for local businesses to sponsor parks and recreation were also noted. Building partnerships can also help expand volunteer opportunities for all ages. FIGURE 14: PREFERRED PARTNERSHIP OPPORTUNITIES IN CUPERTINO PARKS AND RECREATION (VISION AND GOALS QUESTIONNAIRE) 29 cupertino parks and recreation system master plan |CHAPTER TWO Cultural Diversity Recreation facilities and programs should celebrate Cupertino’s cultural diversity. Residents want parks that reﬂ ect the cultural diversity of residents, thereby celebrating Cupertino’s unique character, heritage, and community. Council members have noted that culturally diverse and culturally enriching programs and facilities are needed, such as cultural events and celebrations, tai chi, cricket, performing and cultural arts. Many residents recommend organizing more multicultural festivals and events in Cupertino to celebrate the City’s cultural diversity. Providing new and diff erent recreation options for culturally diverse residents will help respond to changing markets and demographics. Residents would like to see both busy “activated” parks for active recreation and quieter parks for passive recreation. Additionally, stakeholders frequently mentioned that it was important to provide inclusive play opportunities that are accessible for people of all age groups and for people with disabilities. A majority of Questionnaire respondents want recreation facilities that support diverse cultural interests FIGURE 15: PREFERRED OPTIONS TO ADDRESS CUPERTINO’S CULTURAL DIVERSITY THROUGH PARKS AND RECREATION SERVICES (VISION AND GOALS QUESTIONNAIRE) 30 VISION & GOALS | cupertino parks and recreation system master plan We aspire to create an inspiring, lively, healthy, diverse and sustainable community by connecting our residents to outstanding parks, nature and one another. Cupertino: • PROMOTES parks and public spaces as integral elements of our City’s character; • RESTORES, preserves, and protects our creeks, meadows, trees and natural areas; • ENGAGES our diverse residents in healthy, inclusive events and activities; and • CREATES a safe, connected, walkable and welcoming community. Master Plan Vision Master Plan Mission 31 cupertino parks and recreation system master plan | CHAPTER TWO master plan vision Throughout the Master Plan process, an estimated 2,000 community members shared their aspirations for Cupertino’s parks, open space, and recreation programs. From this input, a vision statement was crafted to guide the City as it works to enhance recreation opportunities for all Cupertino residents. The vision statement paints a picture of the desired future the community wants to achieve. We aspire to create an inspiring, lively, healthy, diverse and sustainable community by connecting our residents to outstanding parks, nature and one another. This vision includes the following elements: Create: to bring about through our collective ingenuity, creativity, innovation, activity and interest in exploring new ideas and places Inspiring: cultivating a high level of community satisfaction and inspired living Lively: activating and invigorating our community through programs, events and diverse recreation opportunities that provide experiences for all ages, interests and abilities Healthy: improving our community’s health, ﬁ tness and wellness, along with the City’s ﬁ nancial health and economic vitality Diverse: the unique character and culture of Cupertino Sustainable: supporting our future legacy by maintaining a green, environmentally-friendly system Community: the unique place, people and shared fellowship that grows from our common attitudes, interests, goals, and aspirations for the future Connecting: creating relationships, linking and uniting people through trails, social activities, volunteerism, community engagement and partnerships, and stewardship Our residents: the people and families who live in Cupertino, as well as employees who spend their daytime hours here Outstanding: our desire to be the best; to be a world-class, accredited, Gold Medal department Parks: our safe, well-maintained open spaces and social hubs that support inclusive, indoor and outdoor recreation facilities, plus a variety of events, programs and recreation experiences Nature: our wildlife, trees, creeks, meadows and natural areas that that support a healthy ecosystem, recreation, environmental education, stewardship, stress reduction and community health One another: the people who live, work, visit and attend school in Cupertino master plan mission A mission statement, presented on the previous page, describes the approach that City staff will take in providing parks, recreation facilities and programs, trails and open space. The mission statement emerged from public priorities and was reﬁ ned by staff and advisory group members before presentation to the Parks and Recreation Commission and City Council. 32 VISION & GOALS | cupertino parks and recreation system master plan master plan goals Master Plan goals will provide overarching guidance for the parks and recreation system. These goals are aligned with the City’s General Plan goals and policies for Parks and Recreation. Seven goals are presented: • MP1. CONSERVATION Protect nature, trees and natural areas in parks and throughout the city to support wildlife, ecological functions and a stronger connection to Cupertino’s natural environment. • MP2. CONNECTION Provide an interconnected network of multiuse trails, walkways and bikeways, close-to-home parks, and community destinations. • MP3. EQUITABLE ACCESS Distribute parks and facilities throughout the community for easy and equitable access. • MP4. ENHANCEMENT Reinvigorate and revitalize parks and recreation facilities to support broad and inclusive recreation interests. • MP5. ACTIVITY Provide programs, events and services that foster social cohesiveness and lively, diverse activities for people of all ages, abilities, cultures, and interests. • MP6. QUALITY Create high quality recreation experiences, places and services that are welcoming, safe, responsive, comfortable and reﬂ ective of Cupertino’s unique character. • MP7. SUSTAINABILITY Provide, manage and maintain parks, facilities, programs and services through sound management and stewardship, sustainable choices and the wise use of resources. These goals reﬂ ect community priorities and guide the objectives and actions in the next chapter. MP1: CONSERVATION MP2: CONNECTION MP3: EQUITABLE ACCESS MP4: ENHANCEMENT MP5: ACTIVITY MP6: QUALITY MP7: SUSTAINABILITY 33 cupertino parks and recreation system master plan |CHAPTER TWO 3333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333333 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TTRRRRRRRRRRTTTR TRRRRRRRRRRTTR TTTRRRRRTTRTR TRTRRRRRTRRRTTTRRRRRRRRTTTTRRRRRRRRRR TTTTRTRRRRRRRRRTTTRTTRRRRRRRRRTTTTTRRRRRRRTTTTRRRRRRRTTTTRRRRRRRTTTRRRR RRRRRR TRR TRRRRRTWWWWWWWWWOWOOOOOWWOWOWOWWWWWWWWOWWWWOOOOWOWOOOOOOOWWWWWOWOWWWWOWOWOOOWOOOOOOOWOOWOWWWOWWWWWWWWWWOWOOOOOOWWWWWWWWOWWWWOOOOOWOWWWWWWWWWOOOWWWWWWWWOOOOOWWWWWWOWOOOOWWWWOOOOOOWWWOOOOOOWWWWOOOOOOOWOOOWOWWWWWWOOOWWWOOOOWOWWWWOOOWWWWWOOOOOWWWWWOOWWWWWO SYSTEMWIDE OBJECTIVES & ACTIONS 3 37 #.X Objective: Objectives reﬂ ect the desired outcomes the City wants to achieve by implementing the Master Plan. Goal MP#: Master Plan goals provide direction for long-range change. i Action: Actions are the more detailed ideas, innovations and strategies that will help achieve Master Plan goals. systemwide objectives and actions Objectives and strategic actions are presented below, organized and numbered by goal. To support decision-making, these actions should continue to be evaluated and integrated into the City’s annual planning for projects and services, annual work plans, and departmental strategic plans that will follow this Master Plan. Goals, objectives and actions are noted in the following format: SYSTEMWIDE OBJECTIVES & ACTIONS 3 38 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MASTER PLAN GOAL 1: CONSERVATION MP1 Protect nature, trees and natural areas in parks and throughout the city to support wildlife, ecological functions and a stronger connection to Cupertino’s natural environment. 1.A Protect important natural resources, habitat, and riparian corridors through acquisition and collaboration. i Protect important natural resources through park land acquisition, conservation easements, regulations and other techniques. ii Work with partners, including but not limited to Santa Clara County, Midpeninsula Regional Open Space District, Santa Clara Valley Water District, Union Paciﬁ c Railroad, nonproﬁ ts, and private entities/property owners to strategically connect riparian corridors, wetlands and other natural areas to preserve vital ecological functions, protect habitat, improve water quality and increase biodiversity. iii Connect habitat within the Stevens Creek corridor from north to south Cupertino, taking interim steps and making progress towards protection and preservation of this key riparian corridor. iv Evaluate and pursue opportunities to protect parcels along creeks, or contiguous to existing parks and natural areas, or with active or remnant habitat. v Collaborate with eff orts to enhance or expand habitat areas and conduct restoration in County parks, open space preserves, creek corridors and other natural areas. vi Support eff orts to secure public ownership and protect and restore habitat on undeveloped tracts, such as the former McDonald Dorsa quarry site, or lands in the vicinity of the cement plant, if such opportunities become available. 39 cupertino parks and recreation system master plan | CHAPTER THREE 1.B Manage meadows, natural areas, wildlife habitat and creeks within City jurisdiction to maintain and restore ecological health and function. i Implement or support work by others to remove invasive species, address bank erosion, enhance habitat value, and improve water quality and ﬂ ood capacity to enhance the ecological function along Regnart, Calabazas, Heney, Stevens, Permanente and Saratoga Creeks, Junipero Serra Channel, and open space parcels. (Most such sites are not City-owned.) ii Foster natural systems by creating pollinator pathways through the city, taking advantage of rights-of-way to create a gridded network of habitat within the urban core of Cupertino. 40 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan iii Add bird-friendly and pollinator-friendly plantings, gardens and features in parks and at other City-owned sites. Include bird baths/water sources, rocks with shallow depressions, bird houses and nest-friendly areas, bee nesting blocks, vegetation for forage and cover, and protected, non- mulched ground areas for ground-nesting species where appropriate. iv Create or enhance “park forests,” concentrated tree plantings that establish a large, contiguous tree canopy and emphasize native trees. Augment the existing tree canopies at Jollyman, Three Oaks and Linda Vista parks. v Support eff orts to secure public ownership and restore habitat on undeveloped tracts, such as former quarry property or lands in the vicinity of the cement plant, if such opportunities become available. vi Support eff orts in Santa Clara County to protect and expand oak savannas and woodlands. vii Within the Stevens Creek corridor, renovate the Blackberry Farm Golf Course to provide improved habitat value. Future decisions regarding the golf course property should respect the site’s unique creekside location and emphasize choices that are compatible with increased ecological value. MP1: CONSERVATION, CONTINUED cupertino parks and recreation system master plan | CHAPTER THREE 41 1.C Ensure natural resources in parks and on City property are maintained and stewarded. i Continue to work with volunteers and partners to improve, enhance and restore natural areas. ii Maintain natural areas in parks to control invasive species, remove or prune hazardous trees, control river- and stream-bank erosion, minimize wildﬁ re hazards and provide safe access. iii Develop a maintenance management plan that addresses natural resources in park lands and trail corridors and regularly update it. This plan will identify the maintenance tasks, frequencies, staffi ng and resources needed to manage, maintain and steward natural resources. iv Prepare guidelines for use of native vegetation and wildlife-friendly elements for trails along creek corridors and parks in proximity to creeks. These can address items such as use of native riparian plantings, bird- and pollinator-friendly plantings, goals for addition of native oaks, and water features/fountains for water for birds where creek ﬂ ows are not year- round. 42 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan 1.D Design parks and trail corridors to reﬂ ect and respect the Santa Clara Valley local ecology, habitats and native landscape. i Incorporate and enhance existing natural features when renovating parks or building new ones. ii Preserve existing native or large canopy trees in parks. iii Increase tree canopy where opportunities exist. Develop a Parks Tree Palette for adding/replacing trees, and a plan for canopy succession. iv Update the City’s Plant Palette to encourage horticultural diversity in parks for both ecological beneﬁ ts and visual interest. Include a variety of carefully selected shrub, grass, and ground cover species that have unique textures and colors and are best suited for Cupertino’s climate, soil, and wildlife. Utilize native and/or climate-appropriate plants when possible; consider drought tolerance; avoid invasive species. v Embrace storm water management, incorporating green infrastructure elements such as rain gardens, bioswales, permeable pavers and detention ponds to help reduce ﬂ ooding, ﬁ lter pollutants and replenish groundwater during storm events. MP1: CONSERVATION, CONTINUED cupertino parks and recreation system master plan | CHAPTER THREE 43 vi Replace unused or under-used areas of lawn in City parks with pollinator gardens, native plant species, trees that provide canopy or wildlife value, and other planting regimes with habitat value. vii Incorporate dark sky policies, which the City plans to develop in 2019-20, into park and facility design and operations. Minimize light intrusion into environmentally sensitive areas, and minimize/avoid lighting of creek corridors or riparian habitats. Consider methods such as light intensities as low as feasible, appropriate LED lighting color range, use of low shielded downlighting, and turning off lights at night. viii Incorporate bird-safe design guidelines, which the City plans to develop in 2019-20, into park and facility design and operations. Consider methods such as use of opaque/fritted/etched glass, avoiding multi-story reﬂ ective/transparent glass, avoiding exterior uplighting and spotlights, use of shielded exterior lights, and turning off building lights or use of window blinds at night. 1.E Expand opportunities to experience nature, balancing access with natural resource protection. i Locate access points away from high value habitat and signiﬁ cant natural resources to the extent feasible. ii Interpret the natural environment and ecological processes in parks. iii Add nature play elements in several locations. 44 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MP1: CONSERVATION, CONTINUED iv Encourage interaction with nature through the provision of nature trails, habitat viewing areas, and pollinator plantings. v Gather information and develop actions to manage existing orchards and retain the connection with Cupertino’s agricultural past. vi Incorporate community gardens at multiple park sites to provide hands- on opportunities to interact with nature by growing and harvesting food. vii Add plantings in developed parks to attract birds and butterﬂ ies for viewing; incorporate boulder groupings, logs/woody debris, and other niches and micro-habitats where insect and plant discovery can occur. viii Provide quiet areas with seating that allow for solitude, in locations with views of creeks, natural areas, or vistas across the landscape. ix Support trails in creek corridors and natural areas, in a manner that accommodates wildlife protection. cupertino parks and recreation system master plan | CHAPTER THREE 45 1.F Support environmental education and nature interpretation. i Continue the management and stewardship of the Stevens Creek corridor as Cupertino’s environmental education and nature interpretation hub. ii Collaborate with schools located near parks, e.g., Creekside, Portal and Varian parks, to create outdoor “classroom” space. iii Create “naturehood parks” by providing more natural elements and learning areas (such as outdoor “classrooms,” gardens and places to dig), in large neighborhood parks. iv Provide environmental education and nature interpretation programming at multiple sites, bringing the expertise of the McClellan Ranch Preserve Environmental Education Center out into Cupertino’s neighborhoods and developed parks. v Continue to support and enhance the elementary school Creek Studies Program that is currently hosted at McClellan Ranch Preserve and any successor or associated programs. vi Pursue collaboration with Deer Hollow Farm at Rancho San Antonio to provide environmental education opportunities for the community. 46 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MASTER PLAN GOAL 2: CONNECTION MP2 Provide an interconnected network of multi-use trails, walkways and bikeways, close-to-home parks, and community destinations. 2.A Implement opportunities for the proposed trails and paths noted in the Bicycle Transportation Plan, Pedestrian Transportation Plan, Cupertino General Plan, Countywide Trails Master Plan, and other local and regional plans to improve access to parks and expand walking and biking opportunities in Cupertino. i Improve pedestrian and bike access to parks through the construction of the envisioned network of Class I Bike Paths, Class II Bike Lanes, Class III Bike Routes and Bike Boulevards, Class IV Protected Bikeways, as well as the sidewalks, trails and pathways noted in the plans. ii Dedicate or acquire open space along creeks and utility corridors for trails through regional cooperation, grants and private development review. iii Require dedication or easements for trails, as well as their development, as part of the development review process, where appropriate. iv Establish Joint Use Agreements with the Santa Clara Valley Water District that support the implementation of trails along creeks and ponds. v Implement way-ﬁ nding signage to support use of trails, walkways and bikeways. vi Establish safe routes and access paths to park spaces. vii Continue to evaluate and pursue opportunities to develop multi-use trails walkways and bikeways. cupertino parks and recreation system master plan | CHAPTER THREE 47 2.B Prioritize the completion of a comprehensive network of off -street walkways, trails and protected bikeways to provide safe, inviting walking and biking opportunities. i Reassess the trail priorities in earlier planning eff orts for the Bike and Pedestrian transportation plans to focus on prioritizing improving access to parks, recreational activities and programs, as well as connecting parks to other community destinations. Revise criteria in the Bike and Pedestrian plans to more highly rank routes that improve pedestrian and cyclist access to such destinations. ii Prioritize trail development and partnerships with surrounding cities and agencies to connect Cupertino to regional trails. iii Extend existing trails and ﬁ ll gaps in connectivity to link City and County parks and regional open space preserves and provide access to pedestrians and bicyclists to trails in regional open space areas. (See Appendix D). iv Connect the existing popular multi-use paths (Don Burnett Bicycle Pedestrian Bridge and Homestead Road to Mary Avenue Trail, Stevens Creek Trail and Saratoga Creek Trail) to more locations when possible, such as extending the Mary Avenue Trail southward toward Stevens Creek Blvd. and De Anza College, extending Stevens Creek Trail south to Linda Vista Park or Stevens Creek County Park, extending Saratoga Creek Trail northward to Stevens Creek Boulevard, or connecting the east end of Junipero Serra Channel trail to the Saratoga Creek Trail. v Pursue trails, walkways and bikeways that connect to current trails or major destinations, such as a trail overpass over the railroad that would link Rancho San Antonio to the west end of Stevens Creek Blvd. 48 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MP2: CONNECTION, CONTINUED vi When development proposals come forward, provide inviting pedestrian- cyclist connections to current or envisioned trails. –When redeveloping The Oaks shopping center, provide safe and well-designed connections to a trail extension on the west side of Mary Avenue that will link along or through the site to Stevens Creek Boulevard and planned bikeway improvements and to a possible trail extension to the Don Burnett Bicycle Pedestrian Bridge. –For properties developing along the Junipero Serra Trail or Historic De Anza Trail alignments, provide public trail access routes if feasible, especially on commercial, industrial, offi ce or mixed-use parcels. vii Provide more trails in creek corridors (in a wildlife-compatible manner), rail corridors and off -street locations to support park connectivity, non- motorized transportation, recreation and health beneﬁ ts. viii Evaluate and pursue means to improve pedestrian/bicycle connectivity and access to parks via use of rights-of-way, easements, joint use agreements or partnerships, land acquisition from willing owners, or other possible opportunities. 2.C Support walking in parks. i Provide looped internal pathways or trails in parks with adequate space, wide enough for people to walk side-by-side comfortably. ii Provide benches, water fountains, distance markers, and other amenities along pathways and trails to encourage walking for ﬁ tness. Add ﬁ tness stations along suitable trails and walking routes in parks. iii Vary trail length, types and challenge levels to expand trail-related recreation options. Include soft-surfaced nature trails and jogging trails, as well as hard- surfaced trails for bicycle, tricycle, walker, and stroller use. cupertino parks and recreation system master plan | CHAPTER THREE 49 MP2: CONNECTION, CONTINUED 2.D Encourage biking and walking to parks and recreation destinations and use of non-single-driver-vehicle options through physical and programmatic enhancements. i Create welcoming pedestrian and cyclist entrances to parks, with pedestrian and bike paths that are visually prominent, direct, and physically separated from parking lots. ii Provide secure bike parking at parks, with racks located near each use area. Add self-service bike repair stations at community parks, on trails and at popular cycling destinations. iii Publish bike and walking route information online and in the City’s public materials such as the recreation program guide. iv Provide recreation events that encourage use of the pedestrian-bike network. v Encourage drop-in group walks at several park sites around Cupertino and publish a schedule of these. vi Improve connections and paths between parks and surrounding uses, such as schools and nearby neighborhoods. vii Embrace the best practices of the National Recreation & Park Association’s “Safe Routes to Parks” program. viii Explore providing improved drop-off areas, very short-term parking, convenient car pool parking space, and other improvements to encourage carpools and shuttles and reduce demand for ineffi cient single-occupancy vehicle parking. ix Participate in the process to develop a city shuttle bus service pilot program, and identify key park and recreation needs and destinations. 50 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MASTER PLAN GOAL 3: EQUITABLE ACCESS MP3 Distribute parks and facilities throughout the community for easy and equitable access. 3.A Provide parks within walking distance of most residential areas. i Strive to provide parks within a ½ mile (10-minute) walk of residents in neighborhoods zoned for the following: Single Family Residential (R1), Single Family Residential Cluster (R1C), and Residential Duplex (R2), Multiple Family Residential (R3) and Mixed Use Planned Development (P). (See Appendix D.) ii For new “neighborhood parks” that are intended to provide “neighborhood facilities,” strive for parks that are: –City-owned or designated for public access; –Open year-round and accessible during regular park hours; –Located in the city; –Not designed to provide County-wide or regional service; and –Aim to provide a minimum of three unrestricted, self-directed recreation uses. These uses do not require a permit, reservation, membership, staff presence or advance scheduling to participate, such as seating, playgrounds, looped walking paths, drop-in tennis courts, drop-in basketball courts, picnic areas, turf areas for play, and similar amenities that can be freely enjoyed and serve casual daily neighborhood use. cupertino parks and recreation system master plan | CHAPTER THREE 51 iii Consider areas where residents have access to less than 3 acres of park land in the city within a 10-minute walk as “underserved.” iv Require new developments in underserved areas to dedicate park land rather than paying in-lieu fees, to the extent allowed by State law. v Supplement neighborhood parks with parks that provide specialized facilities to meet unique recreation needs, such as dog parks, urban plazas, trail corridors, joint use sports ﬁ elds, community/recreation buildings, or other special features. 3.B Continue to implement the park land acquisition and implementation program to meet community recreation needs. i Provide a minimum of three acres per 1,000 residents, as per General Plan policies. ii Apply acquisition strategies that balance land costs, availability and recreation needs and strive to maintain the City’s existing level of service of 3.7 acres of total park land and open space per 1,000 residents (including City-managed sites with joint use agreements) as the community grows through the year 2040. iii Evaluate the City’s park land dedication criteria to determine if they best serve the City. Revise and update the criteria and associated municipal code as needed. 52 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MP3: EQUITABLE ACCESS, CONTINUED iv Prioritize neighborhood park land acquisition in underserved areas in Cupertino; consider how well each site meets the criteria noted above for “neighborhood parks” that provide “neighborhood facilities” in evaluating potential acquisitions. v Provide new neighborhood parks of suffi cient size to provide opportunities for social gathering, play and active recreation. vi Seek opportunities to expand existing parks through acquisition of adjacent property from willing sellers, especially in underserved areas. vii Explore acquisition of surplus school properties for park land. Take advantage of the Naylor Act to purchase surplus school sites. viii Pursue acquisition of available public agency properties for park land. Pursue acquisition of the ‘Lawrence-Mitty’ property along Saratoga Creek. ix Undertake a park procurement plan that includes actionable methods for adding park and recreation space, and that addresses underserved areas. x Pursue partnerships with School Districts to add, enhance or improve public access to recreation facilities at school sites and to develop vacant school-owned property, especially in underserved areas. xi Explore expanding Joint Use Agreements with schools, especially in underserved areas, to include public access to play areas, sports courts, sports ﬁ elds and other indoor and outdoor recreation amenities. cupertino parks and recreation system master plan | CHAPTER THREE 53 xii Acquire land through easement, joint use agreement or ownership for trail and riparian corridors. xiii Pursue unique options, opportunities and partnerships to meet residential and specialized park needs. These include, but are not limited to, privately owned public open space (POPOS), park partnerships outside of the city (e.g., Santa Clara County or adjacent cities), renovated or repurposed buildings, jointly developed / joint use facilities, pocket parks, pavement- to-park “parklets,” street or public plazas, and use of street and roadway rights-of-way for permanent or temporary park space. xiv Coordinate with new developments or redevelopments on park land dedications or the provision of in-lieu fees. If in-lieu fees are provided, regularly evaluate the fees and ensure these are suffi cient to cover the cost to acquire park land when it becomes available. 3.C Expand recreation opportunities by enhancing park and facility access. i Implement programmatic solutions to enhance recreation options throughout the city. These may include, but are not limited to, mobile or pop-up programs (staff -led activities) and movable facilities (e.g., climbing wall, dance ﬂ oor, movie screen that can be set up in diff erent locations.) 54 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MP3: EQUITABLE ACCESS, CONTINUED ii Explore options to increase access to existing non City-owned community facilities, such as gymnasiums, swimming pools, tennis courts and theaters/performance space provided by the School Districts, De Anza College and non-proﬁ t organizations in Cupertino. Assess opportunities to increase public use through options such as scheduling changes, programming provision, and/or reductions in fees or subsidies. iii Improve entryways to parks and recreation facilities to make them more attractive, accessible, and welcoming. Ensure parks and recreation facilities are as welcoming to visitors traveling by foot and bicycle as they are to those arriving by automobile. iv Consider programmatic and physical improvements to improve access by motorized and public transportation. Improve drop-off areas and loading/unloading zones; address parking needs while considering autonomous vehicle trends; facilitate or connect residents to shuttle services, transit and transportation options. v Provide recreation facilities that are usable year-round and in all seasons. Update agreements, documents or practices that limit recreation use of City facilities to expand usage windows. cupertino parks and recreation system master plan | CHAPTER THREE 55 vi Explore methods to deliver more use from existing facilities. (For example, consider adding programming at buildings that are currently closed evenings or weekends, revising ﬁ eld use permits to an hourly or usage basis rather than ‘blanket’ permits to encourage more effi cient usage, or other ideas.) vii Embrace and strive for universal designed access to parks and facilities for all people, regardless of ability. Strive for universal/ all-inclusive design to make existing and new parks and facilities more user friendly and accessible to populations with special needs, parents with young children and others who beneﬁ t from wider access routes, seating and resting points, shade, universal and family-friendly restrooms, and similar accommodations. 56 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MASTER PLAN GOAL 4: ENHANCEMENT MP4 Reinvigorate and revitalize parks and recreation facilities and diversify off erings to support broad and inclusive recreation interests. 4.A Embark on a program of strategic reinvestment in and renovation/expansion of major facilities to meet community priorities. i When major reinvestment is needed in existing recreation facilities, evaluate the beneﬁ t before doing a like-for-like replacement. Consider repurposing, or a more signiﬁ cant remodel to retool the current inventory of facilities and better meet community needs. ii Improve the user experience when renovating existing indoor facilities. Include welcoming entry sequences, social/lobby/lounge spaces, convenient pick-up and drop-off , and comfortable areas to wait for transportation. iii Consider the new facility needs (see 4B) when evaluating reinvestments and enhancements to Quinlan Community Center and Cupertino Sports Center, two large facilities which could be remodeled or expanded to address broader recreation interests and needs. iv When building or remodeling, strive for ﬂ exible, multi-use space that can accommodate a range of uses and that can be adapted over time to serve evolving needs. v Incorporate ﬁ ndings of Public Works’ 2019 Facility Condition and Use Assessment into recreation facility planning and capital project proposals. cupertino parks and recreation system master plan | CHAPTER THREE 57 vi Consider whether a smaller facility should be phased out or repurposed once its uses can be incorporated into a facility that better accommodates its program. (For example, Monte Vista Recreation Center and the Wilson Park ceramics studio are aging facilities that house important programs but are not designed for their current uses.) 4.B Consider adding new major facilities to meet community needs at existing parks, through renovations to existing facilities, or at sites acquired in the future. i Prepare a business plan prior to developing new major facilities to help identify the optimal size, amenities, location, programming, fees, revenue and operating model for facilities with high operating costs, such as a performing arts center, an aquatic facility or a gymnasium/recreation center. Evaluate grouping similar uses (e.g., maker space, art studio space, performing arts) for synergies and operating effi ciencies. ii Evaluate options for joint-use partnerships and/or renovation of existing facilities (public, private or partner) prior to building new ones. iii Explore potential equity partners, operating partners and sponsors before planning and designing major facilities. 58 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MP4: ENHANCEMENT, CONTINUED iv Consider adding the following facilities in the future, if warranted and desired: –Performing Arts/Fine Arts Center –Gymnasium/Recreation Center –Year-round Aquatics (see 4C below) –Expanded Senior Center or satellite site with senior-friendly services –Improved/Relocated Teen Center –Technology Center/Incubator Hub/Maker Space 4.C Expand swimming and water play opportunities. i Continue to operate the Blackberry Farm pool complex as a place for leisure and swimming. If feasible in the future, pursue expanding the swimming season. ii Pursue partnerships with other entities that have swimming pools in and near Cupertino, especially focused on securing time for family swimming, swim lessons, lap swimming, and aquatic exercise. iii Evaluate providing a new year-round aquatics complex in the city based on a business and operations plan that recommends a design program. Consider a full range of aquatics programming to provide the most opportunity for users and increase revenue potential. Provide programs and facilities that focus on varied recreation opportunities for families and for all ages and abilities. iv Provide more water play features (splash pads/spray play areas/ interactive water features) for play in warm weather, geographically dispersed in the city. 4.D Diversify play experiences to support extraordinary play. i Encourage play for all age groups, including children, teens, adults and seniors. ii Provide a universally-accessible, all-inclusive destination play area in an easily accessible location such as a large neighborhood park. cupertino parks and recreation system master plan | CHAPTER THREE 59 iii Provide inclusive elements in new play areas and in existing ones when renovating or updating them, and to all play areas over time. iv Consider users of all ages, backgrounds, needs and abilities when developing recreation programming. v Pilot an adventure playground or nature play area to stimulate the imagination by including sand and water play, or interactive elements with movable and loose parts. vi Provide unique destination play areas in community parks. vii Provide temporary mobile recreation programs and amenities in diff erent locations around the city. viii Add “unstructured” and varied play opportunities that look beyond modular, traditional manufactured play structures. 4.E Improve the functionality and usability of existing facilities for ﬁ eld sports. i Design multi-use sports ﬁ elds to support multiple sports: rectangular ﬁ elds should be designed to allow for soccer, lacrosse, Ultimate Frisbee, etc. ii Provide at least one cricket/multi-use ﬁ eld. iii Make investments in softball and baseball ﬁ elds to get more playing time and more use out of these facilities, such as allowing for continued or expanded youth soccer in outﬁ eld areas during non-ball game times or designing to accommodate kickball or diff erent base distances. iv Partner with school districts on expanding community use of school sports ﬁ elds. 60 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MP4: ENHANCEMENT, CONTINUED v Consider whether to create an artiﬁ cial turf ﬁ eld, which could allow sooner use after wet weather than natural turf. vi Evaluate whether lighting any sport ﬁ elds is appropriate to extend evening usage hours. vii Manage sport ﬁ elds to maximize and optimize use. (For example, evaluate the ﬁ eld use permitting system and consider new practices to improve ﬁ eld use effi ciency.) 4.F Add new features and facilities at existing parks to create variety and respond to diverse recreation interests. i Provide at least one special feature or facility at each large neighborhood park, so that each park off ers something unique in addition to the traditional park features of playgrounds, sports ﬁ elds, and picnic tables. ii Consider incorporating additional features suggested by the community during the Master Plan process when renovating existing or building new parks. (See also Chapter 4.) –Covered/shaded picnic areas for smaller groups (5-25) –More outdoor event space –Outdoor games, such as chess tables, giant checkers, Jenga®, or outdoor table tennis –More courts and types of courts (bocce, pickleball, badminton, volleyball, futsal) which address the community’s diversity –Outdoor “living rooms,” “libraries” and seating areas –Outdoor ﬁ tness equipment –Bike skills area or pump track –Roller hockey –Disc golf course (full or mini course) –Community gardens –Healing garden –Teaching/educational garden cupertino parks and recreation system master plan | CHAPTER THREE 61 MP4: ENHANCEMENT, CONTINUED iii Prioritize the addition of basketball courts, especially full-size courts, to provide multiple basketball venues. iv Provide additional dog parks and explore providing off -leash dog areas and/or dog exercise spaces where suitable. v Develop a process for collecting and evaluating future community proposals for new features in parks, including identifying whether there are partner resources for implementation. 4.G Provide social hubs, group gathering spaces and activity areas to support social interaction, self-directed group activities and drop-in users. i Add a variety of seating options and groupings of seating in parks: benches, movable seating, seat walls, etc. ii Create activity hubs by locating seating areas, shade, and other elements that encourage people to linger near places that attract daily activity (playgrounds, dog parks, etc.) iii Provide shaded, reservable and “ﬁ rst-come, ﬁ rst-served” medium and large group picnic areas at multiple sites across Cupertino. iv Incorporate accessible outdoor ﬁ tness hubs in parks, locating these near activity areas. v Provide restrooms in higher use parks. vi Provide Wi-Fi and shaded/covered outdoor working areas with charging stations in selected parks to encourage students and employees to be outdoors. vii Provide equipment and technology in parks to support recreation activities, especially ﬁ tness. 62 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MASTER PLAN GOAL 5: ACTIVITY MP5 Support social gatherings, events, programs and activities for people of all ages, abilities, cultures, and interests. 5.A Facilitate and provide events, fairs, and festivals that foster community cohesiveness. i Continue to facilitate and refresh community-wide events, fairs and festivals at Memorial Park, as well as other suitable community spaces. ii Improve facilities and infrastructure at Memorial Park to better accommodate festivals. iii Provide smaller events in neighborhood parks, such as movies in the park, concerts, arts and crafts, outdoor ﬁ tness, and recreation activities that would appeal to nearby neighbors. iv Support temporary unique events, such as “pop-up” parklets or temporary street closures for special programs. v Increase outdoor programs and events that support health, wellness and ﬁ tness, such as races, walkathons, walking groups, boot camps, or 10,000 step challenges. vi Explore opportunities to host events at new venues, including potential partnerships, joint-use arrangements or special event policies such as exist for Cali Mill Plaza and Main Street Park/Town Square. vii Facilitate community groups as bodies for organizing neighborhood events. cupertino parks and recreation system master plan | CHAPTER THREE 63 5.B Rethink facilities, programs and services to empower Cupertino youth and teens. i Develop and program a new student union-style or café-style activity center for teens, potentially in partnership with a school, library district or other entity, or at a new or re-purposed venue. Be open to creative methods or settings to achieve this. ii Connect youth and teens to volunteer opportunities and internships. iii Support teen opportunities for skill building, college application assistance, employment training, trips and excursions. iv Facilitate and coordinate more events such as <hack> Cupertino that merge fun, social and educational opportunities. v Consider adding ﬁ tness equipment or activities that are likely to appeal to teens (e.g. “exer-gaming,” interactive equipment, and climbing wall). Maintain relevancy by staying apprised of national trends. vi Evaluate and pursue opportunities to off er stress reduction activities for teens and off erings that support their well being. Diversify locations where teen off erings occur and prioritize locations preferred by teens. vii Add more challenging and adventurous recreation facilities, such as climbing spires or bike skills parks and provide introductory “lessons” and social activities to encourage use. viii Provide appropriate evening and nighttime teen activities and social events. ix Involve youth and teens in planning events and programs, and designing park spaces. 64 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MP5: ACTIVITY, CONTINUED 5.C Support lifelong learning and recreation for adults and seniors, responding to the increasing population of these demographic groups. i Provide multi-generational activities and services for older adults, both ﬁ t and frail. ii Expand programs, activities and services designed for seniors and older adults at facilities and destinations outside the Senior Center. iii Increase opportunities to get seniors outdoors—through programs such as guided walks, gardening, lawn bowling, and disc golf. iv Increase opportunities for senior ﬁ tness and senior sports, recognizing that seniors are staying active longer. v Increase programming that targets young/active seniors, including at the Sports Center. vi Add programming space and associated infrastructure to the Senior Center when resources are available, to address the signiﬁ cant increase in the 65+ senior population (140% increase in the Bay Area from 2010-2040). vii Add senior-friendly athletic and ﬁ tness facilities, such as pickleball courts, bocce courts, and senior-oriented outdoor ﬁ tness equipment. viii Consider re-naming and re-branding the Senior Center and expanding its hours and off erings to attract a wider range of older adults. cupertino parks and recreation system master plan | CHAPTER THREE 65 MP5: ACTIVITY, CONTINUED 5.D Increase arts and cultural programming and emphasize collaboration with partners. i Increase the amount of arts and cultural programming available in Cupertino, including programs, events and festivals associated with ﬁ ne arts, music, educational arts, literary arts and media arts. ii Continue to off er cultural programming and events, working with community cultural groups to tailor these to the diverse interests and backgrounds of Cupertino’s residents. iii Encourage smaller scale “mini-art” performances (e.g., street performer- style programs, short/small performances, or temporary art installations) in parks or under-utilized public spaces to bring more performing arts viewing opportunities to residents. iv Incorporate artists and art into youth recreation programming, partnering with schools and other organizations. v Consider partnership opportunities to provide maker space/incubator hub programming merged with art interests to support programs and classes such as computer animation, videography, graphics, website development, music recording, etc. vi Explore the availability of performing arts space at existing venues. vii Collaborate with the Fine Arts Commission to support art programs, such as “Art in Unexpected Places.” 5.E Support environmental education and nature interpretation programming. i Continue to provide quality environmental education and nature programming at McClellan Ranch Preserve, including both indoor and outdoor programs. ii Continue to increase the opportunities for gardening and food production in Cupertino. Provide community garden space at other locations besides McClellan Ranch Preserve. iii Partner with schools to create outdoor classrooms and curricula to bring environmental education options closer to students. Consider more natural areas in parks adjacent to schools, such as Varian and Portal parks. iv Provide more challenging nature-based activities in parks and recreation facilities, such as orienteering, overnight camping, outdoor survival training, canoe/kayak training (in pools or at reservoirs/lakes), etc. 66 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MP5: ACTIVITY, CONTINUED 5.F Provide outdoor recreation programs in neighborhood parks. i Support organized play opportunities, classes and activities in parks. Consider programming options led by staff , contract staff and partners. ii Provide a mix of fun and learning opportunities, including learning new activities, skills, sports and information about local history, nature and culture. iii Off er outdoor exercise and programs to support health and wellness, such as outdoor yoga, tai chi, badminton, volleyball, kickball, and boot camps, and including some free or low-cost programming. iv Explore options for mobile or pop-up programs (staff -led activities) and movable facilities (e.g., climbing wall, portable movie screen) that can be set up in large or small neighborhood parks and other locations where appropriate. v When renovating neighborhood parks, explore options to add infrastructure, facilities or utilities to support neighborhood programming and events. For example, add electrical service, include paved areas that can be used as stage spaces, choose pavilions/tables that can be used as outdoor “classrooms” as well as for picnic/party reservations. cupertino parks and recreation system master plan | CHAPTER THREE 67 MP5: ACTIVITY, CONTINUED 5.G Prioritize core program services areas to more eff ectively manage and provide programs, events and activities. i Continue to provide and enhance services in the following program services areas: Arts & Culture; Events and Festivals; Child, Youth and Teen Development & Leadership; Education & Nature Interpretation; Lifelong Learning & Enrichment; Seniors/Older Adult Programs; Aquatics; and Sports, Fitness and Exercise. ii Add and increase program options or partner/promote/support services by others in the following program services areas: Culturally Diverse Programming; Play and Outdoor Recreation; and Therapeutic Recreation including for all abilities. iii Provide or continue to provide the following supplemental services to support community activities and ensure programming excellence: Adaptive/Inclusive Recreation Accommodations; Community Outreach and Neighborhood Services; Park and Facility Reservations, Rentals and Permits; Sports Field Scheduling; Partnership and Volunteer Coordination. 68 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MASTER PLAN GOAL 6: QUALITY MP6 Create high quality recreation experiences, places and services that are welcoming, safe, responsive, comfortable and reﬂ ective of Cupertino’s unique character. 6.A Design and develop high quality, high functioning parks and social spaces. i Develop and implement design, development and programming guidelines as well as maintenance standards to elevate the quality, functionality and uniqueness of parks. ii Balance maintenance needs and effi ciencies with desires to provide unique, artistic or themed amenities and facilities in parks. Involve maintenance staff in decision-making about park design and elements to include in parks. iii Design multi-use spaces and facilities to be ﬂ exible and easily adaptable to address changing community needs over time. iv In site renovation and development, design parks and facilities to take into account the supervisory needs of program staff , parents and guardians to watch over children and those they caretake as they participate in activities. Consider sight lines, the proximity of play areas and restrooms, the location of benches, and distance of parking and drop-off areas to the program space. v In site renovation and development of parks and facilities, collaborate with County Sheriff and County Fire staff to secure design input relating to safety aspects. Take into account the needs and practices of public safety personnel, including after-hours sheriff patrols and emergency access needs. Utilize principles of “Crime Prevention through Environmental Design.” cupertino parks and recreation system master plan | CHAPTER THREE 69 vi Provide support amenities such as lighting, trash receptacles, water fountains, dog dishes, restrooms, loading/unloading zones and parking to address site functional needs. For example, provide restrooms within indoor facilities in neighborhood parks to better support staff -led program activities for children. Ensure parking and drop-off areas and loading/ unloading zones support facility use, events and programs. vii Apply a consistent template for informational, directional and site identity signage in parks and trail corridors. viii Provide improved natural lighting in buildings, acoustics and sound attenuation, energy and resource effi ciency with maintenance, upgrades, and new construction projects. 6.B Incorporate Cupertino’s identity and placemaking into park and facility design, renovation and revitalization. i Involve nearby neighbors, stakeholders and interest groups in the planning, design and development of parks, recreation facilities and trails. ii Add elements to City parks and facilities that reﬂ ect Cupertino’s unique environment, interests and community characteristics. iii Integrate unique elements and vary designs to elevate Cupertino’s system and enhance user experiences. iv Promote and encourage art in public parks and open spaces. Develop policy and criteria for art installations and potential art donations through collaboration with the Fine Arts Commission. 70 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MP6: QUALITY, CONTINUED v Develop, implement and maintain a master signage plan for all Cupertino public parks to ensure adequate and consistent signage that identiﬁ es public parks and recreation areas. vi Protect, preserve and restore historic buildings and sites and provide interpretive signage about Cupertino’s local history to inform visitors and spotlight Cupertino’s uniqueness. vii Highlight natural features/topography and protect local landscapes to emphasize Cupertino’s identity. viii Provide interpretive elements in parks to educate the community about the City’s cultural diversity and natural resources. Enhance existing interpretive elements and features to tell a story about Cupertino and the surrounding region. ix Invest in high-quality materials, art, details, storytelling and other methods to elevate design to create Cupertino-worthy facilities. Recent examples high-quality facilities are Franco and Sterling Barnhart Parks, the Don Burnett Bicycle-Pedestrian Bridge and the McClellan Ranch Environmental Education Center. x Design parks with site themes, special elements and diff erent color and material palettes so that each has a unique character. xi Explore opportunities to integrate Cupertino’s sister city relationships into park features, landscaping and programming. xii Design and redevelop parks to provide the facilities, activities and programs best suited for the service area based on the site’s history, the desires/demographic characteristics of nearby neighbors, and the surrounding neighborhood’s character, including current and future development, land use and density. xiii Consider new trends and needs, as well as the preferences of nearby neighbors, before replacing amenities or facilities at the end of their lifecycle. Avoid replacing failing amenities and facilities in-kind without reviewing current needs. cupertino parks and recreation system master plan | CHAPTER THREE 71 6.C Improve parks and recreation hospitality and comfort to enhance recreation user experiences. i Make parks more comfortable by providing or enhancing support amenities such as benches, drinking fountains with bottle ﬁ llers and bike racks/bike parking. Coordinate with proposed City plan to increase access to drinking water at City facilities and parks, in support of Healthy Cities Initiative goals. ii Provide shaded areas in parks, trails and outdoor spaces, using shade trees, shade “sails” or permanent shade structures. iii Provide benches, tables, and places to relax in parks. Provide benches at intervals along looped paths and trails. iv Provide small social spaces, seating areas and activity hubs in parks. v Add device charging stations/plugs in parks or facilities at higher-use gathering areas where demand exists. Consider solar-powered options for outdoor benches and tables. vi Provide clean, inviting, accessible restrooms in large neighborhood parks and community parks, and other high use or well programmed sites. Include good ventilation and amenities such as mirrors and baby changing stations. Pursue providing restroom access at sport ﬁ elds. vii Consider parking/paving layouts that accommodate mobile uses, including food trucks where appropriate (consistent with Economic Development Strategic Plan goals). 72 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MP6: QUALITY, CONTINUED 6.D Enhance communication, the availability of parks and programming information, and customer service. i Refresh the Department’s identity to align with Master Plan vision, mission and goals as part of a regular strategic planning process. ii Regularly update the City’s website using the most current information from the Department’s rebranded image. iii Use the City’s website to collect contact information for people who would like to be on mailing lists to receive updates about programs, events and services. iv Provide easy-to-ﬁ nd calendar schedules of City drop-in programs, events and community meetings to facilitate participation. v Provide information about available transportation assistance, connections to social services, and other resources available to residents in the community. vi Continue to off er communication support in multiple languages to diverse groups; in the long term, continue to monitor needs to provide information, signage and materials in diff erent languages. vii Make it easier to register, reserve and use parks, facilities and programs via online programs suitable for computer, tablet or phone use. Continue implementation of software, network and connectivity improvements that allow users to register for programs more conveniently and from more locations. Implement procedures that are as simple and ﬂ exible as possible for users to make or change reservations and registrations. cupertino parks and recreation system master plan | CHAPTER THREE 73 viii Maintain the ability to report unsatisfactory park conditions or concerns using the web or a smart phone app (such as the current Cupertino 311 app). ix Encourage all staff who have customer contact (including maintenance, administrative and recreation staff ) to participate in customer service and cultural diversity training. Trainings should address American customs as well as the perspectives of other countries and cultures to strengthen staff ’s ability to deliver a positive, welcoming experience for all customers. 6.E Track, monitor and report data to measure performance in providing high quality parks and services. i Identify 8-10 Department performance measures to track annually that will measure progress and communicate success in providing services (e.g., participation, satisfaction, cost recovery, per capita investments). ii Provide resources to collect and evaluate data on participation by service area and other key metrics; provide in an annual report. iii Identify and implement the processes needed to track and measure services. Coordinate new registration system software with needed data- tracking processes. iv Continue conducting online customer feedback surveys to collect data on customer satisfaction; invite ideas for desired new facilities, programs and activities. 74 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MP6: QUALITY, CONTINUED v Conduct a community recreation survey approximately every ﬁ ve years to better understand community recreation priorities and needs. vi Update GIS data for parks and facilities to use in lifecycle planning, maintenance tracking and long-range park and facility planning. 6.F Develop and update recreation program management tools, data-tracking procedures and fees. i Maintain updated registration software to facilitate program registration, facility reservation and data tracking to help ensure the best customer service possible. ii Deﬁ ne a fee philosophy, methodology and cost recovery goals for fees and charges for programs and services. iii Re-evaluate options for park and facility rentals to expand options for part, half and full day reservations to support more family gatherings and group activities. iv Create and implement a program evaluation and forecasting tool to assist in decision-making about what types of programs to provide, which classes to cancel and when to introduce new or trending activities. v Track program participation, cost recovery, and customer satisfaction data by program service area and supplemental service area to track participation, measure the success of diff erent types of programs, and evaluate programming needs. vi Request demographic and geographic data from participants to track what demographic and geographic areas of the city are well-served and underserved. vii Provide staff and analyst resources to regularly evaluate data, report ﬁ ndings, and develop opportunities. viii Conduct a review of the recreation brochure, and evaluate existing programs and activities, as well as desired programs. Create a marketing plan. ix Conduct a periodic program review and analysis to help maintain program quality, responsiveness and relevance. cupertino parks and recreation system master plan | CHAPTER THREE 75 6.G Clarify roles, responsibilities, communication and scheduling procedures and provide staff training to enhance program quality and customer service. i Enhance program quality by ensuring that recreation staff receive program training, certiﬁ cations and professional development opportunities, as well as direction and mentorship, particularly when new programs are initiated. ii Clarify staff policies and procedures, as well as the chain of command, on program decision-making. iii Improve relationships and communication with partners, volunteers and contract providers by appointing a coordinator lead for each. iv Continue to discuss partnership options to off er joint programs and services or programs in joint-use facilities with the De Anza College, Cupertino Union School District, Fremont Union High School District, the Cupertino Library, YMCA and other partners. v Increase drop-in programs, short-duration programs with three or fewer classes, and ﬂ exible program registration options to meet the needs of busy residents. vi Develop an outreach mechanism to solicit and evaluate community suggestions for new programs, activities or off erings. vii Connect with new residents by providing information about existing and new recreation programs. 76 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MASTER PLAN GOAL 7: SUSTAINABILITY MP7 Provide, manage and maintain parks, facilities, programs and services through sound management and stewardship, sustainable choices and the wise use of resources. 7.A Leverage resources and diversify funding sources to support capital development and ongoing operations. (Financial Sustainability) i Continue to be ﬁ scally and ﬁ nancially prudent in funding the park and recreation needs of the Cupertino community. ii Coordinate with City leaders to expand the Public Works and Recreation and Community Services Departments’ resources to support additional park land and facilities, park and natural area maintenance, recreation activities and the arts. iii Develop a fee philosophy and cost recovery goals for programs and rental facilities to reﬂ ect changing market conditions and the community’s ability to pay. iv Explore adding a facility use fee to all program fees to provide dedicated funding for maintenance, renovation and facility replacement. v Expand staff capacity for grant writing, grant management, solicitation of sponsorships and donations, and exploration of new revenue sources. Explore grant funding opportunities and pursue those that are suitable. vi Diversify funding sources, considering sponsorships, bond measures, operational levies and other alternatives to fund capital projects, operations, maintenance, and programming. vii Evaluate options to develop and adopt an impact fee methodology to enable the City to collect fees that address the impacts on the park, recreation and trail system based on development in residential, commercial and industrial areas. cupertino parks and recreation system master plan | CHAPTER THREE 77 viii Leverage resources by collaborating with partners, stakeholders and volunteers. Explore formal public/ public and public/private partnerships for facility development and operations. ix Deﬁ ne appropriate use of enterprise funds. x Establish a 501(c)(3) parks foundation or formalize a relationship with an established 501(c)(3) to position Cupertino to beneﬁ t from philanthropic giving. Explore mechanisms to support accepting property and life estate gifts or other types of donations that could support the parks and recreation system. 7.B Develop and implement customized guidelines and best practices for sustainable park design and development. (Sustainable Choices) i Consider permeable surfacing in at least 75% of new paved trails and 50% of new parking lots. Stay apprised of new pervious materials and technologies. ii Use local and recycled materials in building and services. iii Pursue green building or LEED-compliant construction in the development of indoor facilities. [This does not require LEED certiﬁ cation.] iv If additional parking is needed at a site, prior to converting existing green space to parking use, evaluate if underground or structured solutions are viable (including ﬁ nancially), and explore opportunities to share parking at nearby sites or other such options. 78 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MP7: SUSTAINABILITY, CONTINUED v Develop water-effi cient, climate-controlled irrigation systems in all new parks. Update current irrigation systems when parks are renovated to improve water effi ciency. vi In new splash pads, spraygrounds and fountains, prioritize designs that use systems which clean and recirculate the water, or that collect the water and use it for irrigation. vii Incorporate water effi cient ﬁ xtures in all new restrooms and water fountains. Add low-ﬂ ow devices in all existing restrooms toilets. viii Consider the use of graywater where available for irrigation at parks and possible public demonstration purposes. ix Support the City’s Zero Waste Policy (adopted December 2017) by encouraging recycling and composting. Initiate a system-wide recycling program for all parks. Provide recycling receptacles, information and publicity at all large special events. x Compost grass clippings, leaves, twigs, branches, and other garden or compostable refuse generated in public parks. Continue to chip trimmed tree branches from appropriate species and repurpose as mulch. xi Integrate native and/or climate appropriate plants where possible. Consider turf alternatives, except where turf is delivering a beneﬁ cial use (sport ﬁ eld, golf course, play area, etc.) or providing desired green space. Promote drought-resistant/ low water use turf species. xii Continue to reduce the use of toxics and hazardous chemicals through Cupertino’s Integrated Pest Management program. cupertino parks and recreation system master plan | CHAPTER THREE 79 MP7: SUSTAINABILITY, CONTINUED xiii Emphasize effi cient, renewable, and/or clean energy sources including solar and co-generation. Add solar-powered features in new or renovated facilities where appropriate. xiv Provide electric vehicle charging stations in parking areas. Strive to meet the most current standards for fast charging. 7.C Steward resources and maintain assets to ensure high quality parks and facilities. (Sound Management and Stewardship) i Ensure that a high level of park maintenance continues to provide safe and attractive parks, and to enhance user experience. ii Ensure maintenance and operations dollars are available before constructing new facilities; create and adopt an associated policy. iii Evaluate the establishment of a ‘sinking fund’ or other funding strategy to address major maintenance and planned replacements of facilities and equipment. iv Increase maintenance where needed to support increased programming, activities and facility reservations in parks. v Invest more funds in natural resource stewardship, and protect cultural, historical and natural resources in parks. vi Improve maintenance effi ciencies. Avoid diffi cult-to-maintain artistic amenities that do not function well. vii Ensure resources are available to provide maintenance and upkeep of existing facilities to lengthen their lifespan and reduce the number of deferred projects in the future. viii Invest in training for City tree crews and engage outside professional services as needed to ensure sustainable and eff ective tree management. Update and expand the City tree inventory to include all mature trees on City park land and rights-of-way. Consider creating a staff Urban Forester position. ix Train staff in maintenance and stewardship of natural areas, green infrastructure, and bioswales, so that these features thrive and the integrity of natural resources on City property is maintained. Involve expert professional services as needed to support informed and ongoing care for habitat areas. 80 SYSTEMWIDE OBJECTIVES & ACTIONS | cupertino parks and recreation system master plan MP7: SUSTAINABILITY, CONTINUED x Develop guidelines for vegetation management in the Stevens Creek corridor to promote natural resource stewardship. xi Focus on storm water management and green infrastructure when designing or renovating City parks. For example, consider installing a ‘storm water management garden’ on City or public property to showcase green infrastructure techniques. xii Work with Sustainability Division staff on a long-term climate adaptation plan to prepare parks and natural resources for future climate change (increased ﬂ ooding, warmer temperatures, less predictable rainfall, increased extreme heat days e.g.). 7.D Collaborate with partners, stakeholders and volunteers to take advantage of opportunities, widen participation and strengthen off erings. (Wise Use of Resources) i Continue coordinating with the School Districts to identify joint-use opportunities for indoor and outdoor facilities, as well as co-development opportunities for new parks and facilities. Support shared program initiatives by sharing information and facilitating regular coordination meetings. Collaborate with schools outside the city limits that could help address recreation and Master Plan goals. ii Enhance recreational programs and services through new partnerships with agencies, recreation districts and non-proﬁ t organizations that provide recreational programming. iii Maintain and strengthen current collaboration and existing agreements with agencies and non-proﬁ t organizations, including the Library District and Northwest YMCA, to ensure progressive excellence in the facilities, programs, and services provided. iv Pursue opportunities to partner with the business community, private organizations and non-traditional partners in areas of joint interest to provide excellent parks and recreation facilities and expand recreation off erings to the community. v Continue to cultivate business partners and sponsorships for facilities, activities and services that reﬂ ect shared interests and/or also help address employee needs. cupertino parks and recreation system master plan | CHAPTER THREE 81 vi Identify equity partners to help build, operate and/or program new public facilities. vii Pursue partnerships with private developers that are providing common open space to make such spaces available to the public. viii Expand volunteer opportunities for all ages; continue to identify and publicize volunteer opportunities that support youth development programs; make volunteer opportunities easier to locate on the Department website. ix Include a role for trained or supervised volunteers in vegetation management at key sites, such as the Stevens Creek corridor; provide periodic oversight and guidance regarding the corridor conditions and management by qualiﬁ ed professionals. x Continue discussing joint opportunities with other jurisdictions, such as adjacent cities, Midpeninsula Regional Open Space District, and Santa Clara County, to achieve Master Plan goals and to provide facilities that may draw from outside the city (such as a cricket ﬁ eld). OPPORTUNITY HIGHLIGHTS 4 85 cupertino parks and recreation system master plan | CHAPTER FOUR The systemwide objectives and actions provide strong guidance for park renovations and facility development. There are a range of project opportunities that support Master Plan goals, objectives, and actions. Opportunities for Cupertino’s parks system include the development of new parks and trails, major new facilities and renovations to the City’s most beloved park sites. These investments will enhance recreation opportunities, the quality of parks for all residents, and the protection of Cupertino’s natural resources. This chapter describes the types of improvements that will implement the Master Plan’s goals and objectives. These opportunities are divided into the following categories, based on the types and scale of the projects: • Enhancements to existing parks • Enhancements to existing trails • Potential joint use opportunities • New acquisitions • Potential major new facilities • Expanded services • Added recreation elements • Natural vegetation enhancements While this chapter presents highlights only, Appendix E includes descriptions of the City’s park sites, along with recent or planned improvements and enhancement opportunities. Appendix F identiﬁ es short and longer term enhancements for parks, recreation facilities and recreation elements by type. The opportunities outlined in this plan will help guide future planning, decisions on site selection and features, and project phasing. OPPORTUNITY HIGHLIGHTS 4 86 OPPORTUNITY HIGHLIGHTS | cupertino parks and recreation system master plan ENHANCEMENTS TO EXISTING PARKS NEIGHBORHOOD PARKS neighborhood park opportunities Sustain existing assets and diversify recreation experiences by enhancing facilities throughout Cupertino’s fourteen neighborhood parks. (See Appendix F for more detailed opportunities for each park site.) Opportunities for new and/or enhanced recreation facilities have been identiﬁ ed in most of Cupertino’s neighborhood parks, with seven neighborhood parks including short-term opportunities and twelve neighborhood parks including longer-term opportunities. POTENTIAL ENHANCEMENTS Master Plan/Design Process: ▪6 neighborhood parks Potential Added Recreation Facilities: ▪11 neighborhood parks Potential Natural Vegetation Enhancement: ▪12 neighborhood parks Potential Major Facility Development: ▪4 neighborhood parks Major Reinvestment: ▪5 neighborhood parks Minor Reinvestment: ▪10 neighborhood parks Assets Sustained/Replaced: ▪8 neighborhood parks G SELECTED ENHANCEMENT OPPORTUNITIES: LARGE NEIGHBORHOOD PARKS Short Term • Sustain existing uses in all large neighborhood parks. • Add and enhance recreational facilities, with elements such as community gardens, dog areas, sport courts and loop paths in suitable large parks such as Jollyman, Wilson and Hoover. • Diversify play environments with all-inclusive or nature play elements in parks such as 87 cupertino parks and recreation system master plan |CHAPTER FOUR Jollyman, Creekside, Linda Vista, Portal and Varian. Short and Longer Term • Initiate planning and design processes for new facilities and renovations of existing facilities in Creekside Park, Linda Vista Park, Monta Vista Park, Portal Park, Wilson Park, and Jollyman Park. Longer Term • Continue the types of investments and enhancements initiated in the short-term. • Provide trailhead amenities and connections to existing/proposed bike facilities in Creekside Park, Jollyman Park, Linda Vista Park, Monta Vista Park, Portal Park, Varian Park, and Wilson Park. • Evaluate development or redevelopment opportunities for major new recreational facilities in Creekside, Jollyman Park, Monta Vista Park, and Wilson Park. • Renovate and enhance Creekside Park, Monta Vista Park, Jollyman Park, and Wilson Park to better support sports, active and passive recreation and enhance social gathering opportunities and neighborhood and community activities. • Renovate and enhance Portal Park and Linda Vista Park to increase recreation diversity and enhance social gathering opportunities and activities. SELECTED ENHANCEMENT OPPORTUNITIES: SMALL NEIGHBORHOOD PARKS Short Term • Sustain existing uses in all small neighborhood parks. Longer Term • Improve connections to proposed bike routes/trails and surrounding neighborhoods and trailheads in Franco Park and Somerset Park. • Add small-scale recreation facilities such as nature play elements, community gardens or other features to diversify recreation in Somerset Park and Three Oaks Park. • Support neighborhood events with event utilities and infrastructure in Three Oaks Park. 88 OPPORTUNITY HIGHLIGHTS | cupertino parks and recreation system master plan ENHANCEMENTS TO EXISTING PARKS COMMUNITY PARKS SELECTED ENHANCEMENT OPPORTUNITIES Immediate • Develop a site master plan for Memorial Park. • Complete the Stevens Creek Corridor Master Plan. Short Term • Consider nature integration, shade, ADA accessibility, pathway and seating improvements, amphitheater improvements and pond re-purposing at Memorial Park. • Phase in improvements guided by the Stevens Creek Corridor Master Plan. Longer Term • Phase in improvements to existing Memorial Park facilities and add recreation opportunities as guided by the Site Master Plan. • If appropriate, proceed with the development of any selected major new facilities identiﬁ ed for Memorial Park, the expansion of an adjacent recreation building (Sports Center, Senior Center), or a possible combined facility. • Renovate Stocklmeir Ranch, Blackberry Farm Golf Course, Blackberry Farm Park, and/or McClellan Ranch Preserve, West and other corridor parcels as guided by the Stevens Creek Corridor Master Plan. POTENTIAL ENHANCEMENTS Pursue the following opportunities at Memorial Park and Stevens Creek Corridor Park: ▪master plan/design process ▪potential added recreation facilities ▪potential natural vegetation enhancement ▪potential major facility development ▪major reinvestments ▪assets sustained/replaced G community parks opportunities Invest in Memorial Park as a community hub by renovating the site as a multi-use and civic- focused event space. Complete the Stevens Creek Corridor Master Plan to guide short and longer-term opportunities for renovation and enhancement. Implement priority short- and longer-term opportunities. 89 cupertino parks and recreation system master plan |CHAPTER FOUR ENHANCEMENTS TO EXISTING PARKS SPECIAL USE SITES SELECTED ENHANCEMENT OPPORTUNITIES Short Term • Sustain existing uses at Library Field pending decision on implementation of Civic Center Master Plan. • Enhance Mary Avenue Dog Park with shade, seating, and dog amenities. • Implement seismic upgrades to the Sports Center. Consider implementing improvements to the locker rooms, showers, restrooms and recreation areas approved in the 2018-19 budget. Longer Term • Relocate the cricket ﬁ eld if a better site is identiﬁ ed, and consider long-term options for redeveloping Library Field as civic center- related space or permanent green space. • Renovate the Sports Center, potentially adding recreation uses compatible with the Memorial Park Master Plan, any related new facility business plan, and Public Works’ Facility Condition and Use Assessment. POTENTIAL ENHANCEMENTS Pursue the following opportunities at Civic Center, Sports Center, and/or Mary Avenue Dog Park: ▪master plan/design process ▪potential added recreation facilities ▪potential natural vegetation enhancement ▪potential major facility development ▪major & minor reinvestments ▪assets sustained/replaced E special use facilities opportunities Pursue opportunities to enhance Cupertino’s special use sites, including the Mary Avenue Dog Park and Civic Center (including Civic Center Plaza, Community Hall and Library Field), and the Cupertino Sports Center. 90 OPPORTUNITY HIGHLIGHTS | cupertino parks and recreation system master plan trail opportunities Expand and enhance existing trails as part of a larger eff ort to prioritize and implement priority opportunities noted in the Bicycle Transportation Plan, Pedestrian Transportation Plan, Cupertino General Plan, and Countywide Trails Master Plan. Support riparian corridor protection, nature integration and improved park access. SELECTED ENHANCEMENT OPPORTUNITIES Short and Longer term • Don Burnett Bicycle-Pedestrian Bridge & Trail: Encourage connections between school, parks, and regional destinations. Consider improved habitat plantings on property north and south of the bridge that provide year-round beauty and seasonal interest. Evaluate off -street trail extension southward to Stevens Creek Blvd. ENHANCEMENTS TO EXISTING TRAILS VARIOUS TRAIL CORRIDORS • Creekside Park and Connection to Regnart Creek Trail: Consider adding trail amenities, enhancing and protecting the riparian corridor, and adding green infrastructure. Encourage connections between school, parks and trail. • Saratoga Creek Trail: Consider adding trail amenities, enhancing and protecting the riparian corridor, and adding green infrastructure. Encourage connections northward to Stevens Creek Blvd. and to regional destinations. • Stevens Creek Trail: Consider adding trail amenities and adding green infrastructure. Encourage pedestrian and bike connections between trail, City parks, County parks and nearby schools. Work with the County to implement a pedestrian-bicycle access to Rancho San Antonio from Stevens Creek Blvd. with parking/trailhead amenities per the adopted Joint Cities Coordinated Stevens Creek Trail Feasibility Study. Continue to implement habitat restoration and to protect the riparian corridor. Install interpretive signage/elements including for historical resources. POTENTIAL ENHANCEMENTS Short and Longer Term ▪potential trail development ▪potential added recreation facilities ▪potential natural vegetation enhancement ▪minor reinvestment O 91 cupertino parks and recreation system master plan |CHAPTER FOUR POTENTIAL JOINT USE OPPORTUNITIES SCHOOL PARTNERSHIPS • Facilitate connections between schools and any proposed nearby bikeways and trails. • Pursue partnerships with School District to improve public access to recreation facilities at Garden Gate Elementary School or to add and enhance recreation facilities to address nearby needs. • Pursue partnerships with the School District at Hyde Middle and/or nearby Sedgewick Elementary to improve public access to recreation opportunities or to add and enhance recreation facilities. • Encourage connections between Kennedy Middle School, proposed trail and nearby parks. Pursue partnerships with School District to improve public access or to add or enhance recreation facilities. • Encourage connections between Regnart Elementary School, proposed trail and nearby parks. Pursue partnerships with School District to improve public access or to add or enhance recreation facilities. • Encourage connections and shared uses between Stevens Creek Elementary School and Varian Park. • Pursue partnerships with the School District at Lawson Middle School to improve public access to recreation opportunities or to add and enhance recreation facilities. POTENTIAL ENHANCEMENTS Short and Longer Term ▪potential added recreation facilities (with public access) ▪minor reinvestment ▪assets sustained/replaced ESES school joint use opportunities Coordinate with the School Districts and other potential partners to enhance access to community sports ﬁ elds and recreation facilities. Improve park/school connections and trail/ school access. SELECTED ENHANCEMENT OPPORTUNITIES Short and Longer term • Continue joint-use agreement for sport ﬁ eld uses at all existing joint use sites. • Explore options to broaden sharing of indoor and outdoor recreation facilities as appropriate at existing sites and potentially at added schools. 92 OPPORTUNITY HIGHLIGHTS | cupertino parks and recreation system master plan NEW ACQUISITIONS NEIGHBORHOOD PARKS AND TRAILS park opportunities If opportunities arise, acquire and develop new neighborhood parks in targeted underserved areas. POTENTIAL LOCATIONS/ OPPORTUNITIES • New acquisitions especially in north and east Cupertino (e.g., Lawrence-Mitty parcels on west side of Lawrence Expressway) • Joint-use sites at schools • Public-private partnerships if opportunities arise trail opportunities Coordinate to develop trails from the Bicycle Transportation Plan, Pedestrian Transportation Plan, the Countywide Trails Master Plan and this Master Plan that support multi-use recreation, park access and connectivity to community destinations. POTENTIAL LOCATIONS/ OPPORTUNITIES • New corridors as identiﬁ ed in City pedestrian and bicycle plans and transportation plans, including acquisition of Lawrence-Mitty parcels on west side of Lawrence Expressway • Regional trails in cooperation with other agencies and jurisdictions • Enhanced trails in community parks and large neighborhood parks • Linda Vista Park to McClellan Ranch Preserve Trail. (Pursue steps to support property acquisition and trail implementation.) • Other Potential Trails, such as Junipero Serra Trail or Historic De Anza Trail. (Complete feasibility analysis, and develop multi-use trails if feasible.) POTENTIAL PARK ELEMENTS ▪play opportunities ▪seating ▪green space/open lawn ▪small picnic area ▪looped walking path ▪game space ▪active-use courts ▪neighborhood-serving amenities ▪landscaping/native plantings ▪ POTENTIAL TRAIL ELEMENTS ▪accessible multi-use trails ▪signage/wayﬁ nding ▪distance/mileage markers ▪information kiosks ▪crossings ▪seating ▪interpretive elements or art ▪outdoor ﬁ tness equipment ▪adjacent jogging trail ▪green infrastructure ▪green space protection or / habitat enhancement S 93 cupertino parks and recreation system master plan |CHAPTER FOUR POTENTIAL MAJOR NEW FACILITY AQUATICS FACILITY aquatics facility opportunities Pursue opportunities to partner with existing aquatics providers, including schools. If a new city facility is desired, prepare a market analysis and business plan. If a new aquatics facility is warranted and pursued, consider providing a year-round swimming facility designed for recreation and instructional swimming, aquatic exercise, lap swimming, and pool events. SITE SELECTION AND DISTRIBUTION If pursed, develop one facility in an accessible location, considering sites in central and east Cupertino or opportunities to co-develop with another centralized City facility. POTENTIAL LOCATIONS/OPPORTUNITIES • Memorial Park • Creekside Park • Jollyman Park • Wilson Park • Potential new site • Public-private partnership POTENTIAL ELEMENTS ▪lap pool ▪warm water instructional pool ▪recreation pool ▪hot tub ▪zero depth entry ▪lazy river ▪water play features ▪lifeguard/ofﬁ ce space ▪locker rooms ▪family changing rooms ▪outdoor showers ▪lounge ▪spectator areas ▪birthday party rooms ▪concessions ▪rental features ▪nearby parking F 94 OPPORTUNITY HIGHLIGHTS | cupertino parks and recreation system master plan POTENTIAL MAJOR NEW FACILITY PERFORMING & FINE ARTS CENTER arts facility opportunities Pursue opportunities to partner with existing performing or ﬁ ne arts venues. If a new city facility is desired, prepare a market analysis and business plan. If a new facility is warranted and pursued, consider developing a community auditorium or ﬁ ne and performing arts center to house community-scale performances and support daytime arts and recreation programs as well as evening programs and events. SITE SELECTION AND DISTRIBUTION If pursed, develop one facility in a centralized location near businesses, restaurants and/ or attractions. Consider space near potential partners, Cupertino’s civic center, or nightlife- oriented downtown areas. POTENTIAL LOCATIONS/OPPORTUNITIES • Memorial Park • Civic Center/Library Field • Potential new site • Public-private partnership • Other/repurposed building • Joint use facility POTENTIAL ELEMENTS ▪industry-standard theater ▪pull-down screen ▪dressing rooms ▪backstage storage ▪box ofﬁ ce/lobby ▪concessions ▪smaller theater/rehearsal space ▪dance studio/ﬂ oor ▪recording & television studio ▪arts wing for programming ▪arts/crafts/ceramics spaces ▪music instruction rooms ▪reservable multi-purpose room ▪dance studio ▪maker/incubator space ▪catering kitchen ▪indoor/outdoor event space ▪art plaza ▪ceramics/crafts/art spaces 95 cupertino parks and recreation system master plan |CHAPTER FOUR POTENTIAL MAJOR NEW FACILITY GYMNASIUM COMPLEX AND MULTI-USE RECREATION CENTER gym and multi-use recreation center opportunities Pursue opportunities to partner with existing gymnasium venues. If a new city facility is desired, prepare a market analysis and business plan. If a new facility is warranted and pursued, consider providing a multi-generational gymnasium complex and recreation center to provide sports court spaces and support other activities. SITE SELECTION AND DISTRIBUTION If pursued, develop one centrally located facility. Consider co-locating the facility with an aquatics center or a teen space. POTENTIAL LOCATIONS/OPPORTUNITIES • Memorial Park • Creekside Park • Jollyman Park • Wilson Park • Potential new site • Public-private partnership • Joint use facility POTENTIAL ELEMENTS ▪full size basketball court(s) with bleachers and dividing walls ▪volleyball, badminton, pickleball ▪ﬁ tness studios ▪gymnastics space ▪multipurpose rooms ▪smaller court ▪senior ﬁ tness room ▪multi-purpose rooms (reservable) ▪meeting rooms ▪program space ▪social space/coffee kiosk ▪teen room ▪childcare room ▪climbing wall ▪track ▪locker rooms ▪family changing rooms ▪lobby/front desk/reception ▪equipment room N 96 OPPORTUNITY HIGHLIGHTS | cupertino parks and recreation system master plan EXPANDED SERVICES SPACE FOR SENIORS AND TEENS senior center opportunities Provide additional recreation space for older adults, and both ﬁ t and frail seniors. Evaluate opportunities to provide senior services at other locations; explore locations and develop pilot activities. Explore partnerships. If additional space at the Senior Center is desired, conduct a study to evaluate renovations that would enhance the function, capacity and ﬁ nancial sustainability of the Senior Center and assess demand. If an addition is warranted and pursued, expand the Senior Center for increased senior population. Include senior-friendly space at new or existing recreation/community or ﬁ ne arts centers or gyms. POTENTIAL LOCATIONS/ OPPORTUNITIES • Memorial Park • Potential aquisition • Public-private partnerships if opportunities arise teen center opportunities Pursue opportunities to partner with teen services providers (such as schools or library). Create a unique teen space or activities that may include student union-style gathering and program space and active indoor uses for teens. POTENTIAL LOCATIONS/ OPPORTUNITIES • Creekside Park • Civic Center/Library Field • Wilson Park • Special Use Site • Schools (mobile activities) POTENTIAL SENIOR CENTER ELEMENTS ▪exercise rooms ▪half-court gym/ ﬁ tness space ▪programming space ▪arts & crafts room ▪music rooms ▪additional classrooms ▪meeting rooms ▪private consultation/health room ▪front desk/reception area ▪accessible parking and drop off ▪outdoor low impact game space, gardens, and activity areas ES POTENTIAL TEEN SPACE ELEMENTS ▪study room ▪kitchen and/or café ▪computer lab ▪game room ▪meeting/ program space ▪maker space/ creative space ▪open gym ▪basketball hoop ▪mobile programs and activities 97 cupertino parks and recreation system master plan |CHAPTER FOUR ADDED RECREATION ELEMENTS DIVERSE PLAY AREAS nature play opportunities Provide nature play elements in parks to connect people to nature and support experiential play. POTENTIAL LOCATIONS/OPPORTUNITIES • Memorial Park • Creekside Park • Wilson Park • Linda Vista Park • Portal Park • Other neighborhood parks • Trail corridors POTENTIAL ELEMENTS ▪logs, stumps, boulders ▪water features ▪sand, mud, rocks ▪movable pieces ▪plants and trees water play opportunities Integrate a variety of water play opportunities at existing parks. POTENTIAL LOCATIONS/OPPORTUNITIES • Memorial Park • Other large neighborhood or community parks POTENTIAL ELEMENTS ▪playable water channel ▪spray play areas ▪splash pads ▪sand play area POTENTIAL ELEMENTS ▪variety of inclusive play features ▪sensory stimulation ▪parallel play/challenge elements ▪diverse seating arrangements ▪shade universal / all-inclusive play opportunities Support inclusive play by providing a destination all-inclusive play area, and by incorporating inclusive play elements at existing play areas. POTENTIAL LOCATIONS/OPPORTUNITIES • Memorial Park • Jollyman Park • Creekside Park • Wilson Park • Existing play areas in other large neighborhood parks NN 98 OPPORTUNITY HIGHLIGHTS | cupertino parks and recreation system master plan ADDED RECREATION ELEMENTS UNIQUE RECREATION FEATURES neighborhood event space opportunities Provide space to support small group events, programs and outdoor classes. POTENTIAL LOCATIONS/OPPORTUNITIES • Creekside Park • Jollyman Park • Three Oaks Park • Existing areas in other neighborhood parks POTENTIAL ELEMENTS ▪stage ▪portable screen ▪pavilion ▪outdoor classroom ▪lawn area diverse features opportunities Add facilities which appeal to Cupertino’s diverse population and reﬂ ect Cupertino’s unique character. POTENTIAL LOCATIONS/OPPORTUNITIES • All suitable City parks POTENTIAL ELEMENTS ▪outdoor ﬁ tness equipment ▪outdoor chess ▪tai chi ▪disc golf ▪climbing spire ▪outdoor table tennis POTENTIAL ELEMENTS ▪full-size basketball courts ▪pickleball courts ▪community-size cricket ﬁ eld ▪multi-use rectangular ﬁ elds sports facility opportunities Diversify recreation and sports opportunities. POTENTIAL LOCATIONS/OPPORTUNITIES • Sport-oriented City parks • Other suitable City parks • School ﬁ elds • Other partnerships • Indoor gym space in local schools if available N 99 cupertino parks and recreation system master plan |CHAPTER FOUR NATURAL VEGETATION ENHANCEMENTS INTEGRATED NATURAL ELEMENTS natural vegetation opportunities Integrate natural plantings and reduce turf areas where not actively used for recreation. POTENTIAL LOCATIONS/OPPORTUNITIES • City parks with natural features • All other suitable City parks POTENTIAL ELEMENTS ▪native plantings ▪natural area restoration ▪habitat enhancements ▪bioswales ▪invasive plant removal ▪park forests ▪orchards ▪successional tree plantings ▪pollinator patches, gardens and corridors ▪bee hives ▪bird habitat, baths and houses ▪riparian enhancements ▪lawn reduction C IMPLEMENTATION 5 103 cupertino parks and recreation system master plan | CHAPTER FIVE As described in earlier chapters, this Master Plan presents a comprehensive vision for the evolution of Cupertino’s parks system that builds on the park assets already in place, adds new major facilities and incorporates more programming at more locations. This chapter discusses how Cupertino will move forward to implement the vision, goals and projects described in earlier chapters. • Implementing Early Action Initiatives describes immediate action items and their timelines. • Advancing Additional Recreation Elements summarizes a variety of enhancements for the existing parks and recreation system. These enhancements are the ones that many residents and decision makers feel should be emphasized at this time. Short term implementation opportunities are possible for each. • Advancing Major Projects discusses capital and operating costs of potential new major facilities. • Funding the Vision summarizes the current levels of investment in parks and recreation. • Prioritizing Capital Projects introduces tools for sequencing capital projects. To provide additional implementation information, Appendices F, G and H supplement this chapter with detail on project costs, a menu of potential funding methods, and tools for prioritizing projects. Offi cials have consistently emphasized the importance of pursuing partnerships with school districts, recreation providers, and others, as a ﬁ rst step to help deliver the goals of the Master Plan, rather than pursuing new large expensive recreation facilities. Implementing Early Action Initiatives Due to their level of community support and interest, Cupertino has already implemented several early action initiatives. These are projects that are already funded in the capital program, or projects that are now underway, or are programs and off erings that have recently been added. These initiatives address community priorities and are aligned with Master Plan goals, actions and opportunities. These warranted early action and meet one or more of the following conditions: necessary ﬁ rst step, time sensitivity, previously funded capital project, or item that can be accomplished with current staffi ng. These initiatives are described on pages 104-106. IMPLEMENTATION 5 104 IMPLEMENTATION | cupertino parks and recreation system master plan MP2: CONNECTION MP3: EQUITABLE ACCESS MP4: ENHANCEMENT MP5: ACTIVITY MP7: SUSTAINABILITY MP6: QUALITY MP1: CONSERVATION GOAL ALIGNMENT MP2: CONNECTION MP3: EQUITABLE ACCESS MP4: ENHANCEMENT MP5: ACTIVITY MP6: QUALITY MP1: CONSERVATION GOAL ALIGNMENT CUPERTINO LOOP TRAIL IMPLEMENTATION The Public Works Department is advancing the development of key trails, walkways and bikeways through Cupertino. Near-term trail work will focus on the feasibility, and if approved, the design and implementation of the Regnart Creek and Junipero Serra Trails, which are key segments of an envisioned loop trail connecting parks to schools and community destinations. TIMELINE 2-4 years MEMORIAL PARK SITE MASTER PLAN AND INITIAL SITE IMPROVEMENTS The City has already funded a project to develop a Memorial Park Master Plan that will guide reinvestment in Cupertino’s largest park and one of its most signiﬁ cant public gathering places. The City would like to move forward quickly with improvements to the amphitheater and pathway circulation, as well as take steps to repurpose and renovate the inactive pond area. Since these projects aff ect other opportunities for the site, as noted in Chapter 4 and Appendices E and F, a guiding Master Plan is a necessary ﬁ rst step before needed improvements can be made. The Master Plan eff ort will include a robust public engagement process to provide opportunities for the community to weigh in on the future of Memorial Park. TIMELINE 12-month planning process to be initiated upon adoption of this Master Plan; improvements as sequenced in the site master plan MP7: SUSTAINABILITY 105 cupertino parks and recreation system master plan |CHAPTER FIVE MP3: EQUITABLE ACCESS MP5: ACTIVITY MP7: SUSTAINABILITY MP6: QUALITY MP1: CONSERVATION GOAL ALIGNMENT STEVENS CREEK CORRIDOR MASTER PLAN COMPLETION The Stevens Creek Corridor Master Plan (SCCMP) addresses public lands along Stevens Creek from McClellan Road to Stevens Creek Boulevard. Among the sites included are McClellan Ranch Preserve, McClellan Ranch West, Blackberry Farm Park, Blackberry Farm Golf Course, Stocklmeir Ranch, and 22050 Stevens Creek Boulevard. The SCCMP was deferred while this Master Plan was underway, allowing overarching community priorities for parks to be coordinated with Stevens Creek corridor enhancements. With the guiding vision and goals of this Master Plan in place, the City will be positioned to reinitiate and complete the SCCMP. A preferred concept for the Stevens Creek corridor will be advanced and reﬁ ned given the overall guidance of this Master Plan. TIMELINE Reinitiate the project after approval of the Master Plan, with a goal of completion within 12 months EXPANDED TEEN OPPORTUNITIES To quickly respond to the need for more teen programming, the City has implemented new activities and begun coordinating with partners to broaden recreation opportunities for Cupertino teens beyond the Teen Center. Recreation staff has initiated several new activities and programs focusing on leadership skills, stress reduction and socialization. The ﬁ rst Cupertino Teen Leadership Academy was held during summer of 2018. The ﬁ rst Junior Swim Instructor program was also successfully launched in 2018. The Young Naturalist program for 7th and 8th graders was launched in 2018. The <hack> Cupertino overnight hackathon debuted in 2017 and is ﬂ ourishing. A Youth Activity Board composed of teens began convening in January 2019. Its role is to advise and sponsor teen activities in collaboration with the Teen Commission and City staff . The ﬁ rst ‘Bobatino’ teen event was held at Main Street Park in September 2018 and attracted over 600 teens. From October through November 2018, the ﬁ rst off -site teen center pilot program was launched at Lawson Middle School. The Parks and Recreation Department and School initiated bringing Teen Center activities to teens at Lawson Middle School. Additional mobile teen programs are being considered, and these will be evaluated to determine the most eff ective programming approaches for Cupertino’s teens. The Teen Center was renovated in early 2019 with ﬂ exible, reservable “Inﬁ nity Room” space and new amenities. TIMELINE Continue pilot program implementation in collaboration with Cupertino Union School District in 2020 MP2: CONNECTION MP3: EQUITABLE ACCESS MP4: ENHANCE- MP5: ACTIVITY MP7: SUSTAINABILITY MP6: QUALITY MP1: CONSERVATION GOAL ALIGNMENT MP2: CONNECTION MP4: ENHANCEMENT 106 IMPLEMENTATION | cupertino parks and recreation system master plan MP2: CONNECTION MP3: EQUITABLE ACCESS MP4: ENHANCEMENT MP5: ACTIVITY MP7: SUSTAINABILITY MP6: QUALITY MP1: CONSERVATION GOAL ALIGNMENT NEIGHBORHOOD PARK ACTIVATION Cupertino residents desire more activities and programs in their neighborhoods. To respond to this need, Cupertino began testing new formats to expand recreation programming and events in neighborhood parks. In summer 2018, the City launched a Neighborhood Events program that brought recreation activities to 11 parks and public venues as a pilot program. Programming like this can be implemented much faster than developing new facilities and can more readily respond to neighborhood interests and activity needs. More neighborhood-scale activities are in the works for 2019, drawing from lessons learned in 2018, per presentations to Parks and Recreation Commission in October 2018 and City Council in December 2018. TIMELINE The second year of neighborhood programs continued in summer 2019 with over 30 events, including concerts, movies, dance, ﬁ tness, “art in the park,” and several special themed events, as well as Cupertino’s ﬁ rst overnight campout PARKS AND RECREATION STRATEGIC PLAN Parks and Recreation staff is developing a Strategic Plan that will guide the Department’s actions and eff orts for the next three to ﬁ ve years. It will build upon the Master Plan. The Strategic Plan will identify the projects, programs and tasks targeted for action in the near term. Staff plans to invite input on a proposed Strategic Plan after approval of the Master Plan. It will serve as a ‘road map’ for near-term implementation of community priorities for our parks and recreation system. TIMELINE A proposed Strategic Plan within 3 months of Master Plan approval, with immediate launch of ﬁ rst year actions in 2020 MP2: CONNECTION MP3: EQUITABLE ACCESS MP4: ENHANCEMENT MP5: ACTIVITY MP6: QUALITY MP1: CONSERVATION GOAL ALIGNMENT MP7: SUSTAINABILITY 107 cupertino parks and recreation system master plan | CHAPTER FIVE advancing additional recreation elements Based upon the public input process, City residents support a wide variety of enhancements to the current parks and recreation system. There is broad support for a number of features and amenities that can be implemented relatively easily, for less cost and resources than needed for a New Major Facility. Among the items of high interest are: • Community gardens at more locations • Basketball courts • Walking paths in parks and looped paths • Outdoor exercise equipment • Nature play • All-inclusive play • More shade in parks • Native/pollinator-friendly plantings, nature enhancements and access to nature Other items of particular interest include: • Neighborhood events in neighborhood parks • Dog parks or off -leash dog areas at suitable sites • Recreation variety (pickleball court striping, outdoor ping pong, etc.) • A healing garden Further areas of focus will aff ect decisions regarding elements to pursue in the short term. These include strong desire to: • Address equity issues; improve geographic distribution of parks and recreation facilities; prepare a park acquisition plan that addresses equity • Provide strong teen and youth support • Optimize the use of existing facilities; seek ways to deliver more from what we have • Actively pursue partnerships Short Term Actions for Additional Recreation Elements Options to improve community recreation within the near term include the following actions noted in Table F-3. Recommended implementation actions will be vetted and sequenced in conjunction with the upcoming Strategic Plan. Nature Play: Create a pilot program at one site, considering a park with good tree canopy and natural features. Evaluate and pursue opportunities for a destination nature play area. All-Inclusive Play: Plan, design and build a destination all-inclusive play area. Evaluate and pursue opportunities to add inclusive play options citywide at additional park sites that are geographically distributed. Water Play: Consider a water play feature as part of the Memorial Park Master Plan. Develop an action plan to identify top sites and prioritization for implementing at least one new water play area in the short term. Improved Outdoor Space for Citywide Events: Include better event infrastructure and improvements to the amphitheater and circulation in the Memorial Park Master Plan. Begin improvements, phased per the site master plan timeline. Improved Outdoor Space for Neighborhood Events: Develop one pilot project. Provide hardscape/ softscape areas and access to power. Multi-use Sport Fields: Explore options to keep the existing lighted sports ﬁ eld at Memorial Park as part of the site master plan. Explore joint use agreements with schools to provide more access to existing sport ﬁ elds and indoor gymnasium space. Evaluate changes to ﬁ eld scheduling and use permits to increase capacity and usage. Cricket Field: Explore opportunities to partner with the County, Sunnyvale, School District or other jurisdiction to create a shared/joint-use facility in region to support youth and adult play. 108 IMPLEMENTATION | cupertino parks and recreation system master plan Dog Parks/Dog Areas: Identify potential sites for additional dog parks or dog off -leash areas and determine neighborhood support. Basketball: Develop one or two basketball courts; prioritize full-size courts. Pickleball: Develop two or more courts. Consider overlays or joint striping of existing tennis courts that only support recreational play (i.e., do not jointly stripe tournament courts). Consider pickleball striping for multi-court tournament venue in conjunction with the Memorial Park Master Plan. Community Gardens: Develop a community garden implementation plan that renovates in a timely manner the existing site at McClellan Ranch and identiﬁ es other suitable sites and priorities for implementation. Add one or more community garden in an underutilized area or unneeded lawn area within a park, preferably in an area with higher density population. Recreation Diversity in Outdoor Settings: Plan and develop one pilot project in the ﬁ rst year. Thereafter, rotate through parks and update one to two parks per year with new elements such as outdoor ﬁ tness equipment, outdoor table tennis, looped paths with mile markers, or other new features (see Table F-3 for more possible options). Emphasize community desired elements such as looped paths and ﬁ tness equipment. Improved Comfort Amenities: Update amenities and furnishings at one to two sites in conjunction with other park projects. Amenities may include shade shelters, varied types of seating, bike racks, water bottle ﬁ llers, WiFi, and others (see Table F-3). Prioritize parks with trails, with active walkers and that lack shade. Prioritize adding shade to the parks system. Natural Vegetation Enhancements: Integrate natural elements into parks upon renovation or development. Work with partners to identify signiﬁ cant natural areas to prioritize enhancements and restoration (potentially in conjunction with trail development). Consider natural vegetation enhancements as part of the Memorial Park Master Plan. Provide actionable items that include pollinator, habitat and/or native plantings in the upcoming Strategic Plan and/or Capital Improvement Program. advancing major projects Through public outreach, City residents noted a desire for several major projects. They are addressed in Appendix F, Table F-2. Any of these projects would be a signiﬁ cant commitment of resources, and therefore none is expected to be implemented in the short term, i.e., within the next seven years. These projects are considered “major” because they require a large capital investment and will require more operational resources. For example, a new neighborhood park requires capital dollars to buy land, design and construct the park. This new park will then need to be maintained, requiring more staff time and grounds maintenance to keep the park clean and facilities in working order. Activation of this new park with neighborhood-scale programming will increase the workload for Parks and Recreation staff . The City will need to be prepared to allocate additional budget dollars and consider additional staff positions as major projects are implemented. This means that capital costs as well as ongoing operational costs are both important considerations in making decisions about when and how to advance major projects. Short Term Actions for Major Projects Major Projects involve extensive lead time to implement. Options to help address associated community recreation needs in the near term include the following actions noted in Table F-2. A more formal set of recommended implementation actions will be provided in the upcoming Strategic Plan. New Neighborhood Parks: Explore joint use agreements with schools and/or other partners to improve access to existing facilities, especially in 109 cupertino parks and recreation system master plan |CHAPTER FIVE underserved areas. Evaluate opportunities to acquire or partner to develop appropriate property. Trails and Trail Corridors: Coordinate with Public Works to identify and implement project priorities. Explore joint use agreements with the Water District that support implementation of creek trails. Continue to pursue opportunities for planned trail development. Aquatics Facility: Explore partnerships with existing providers. If a new City facility is desired in the future, prepare a market analysis and business plan to address site selection and program elements and deﬁ ne anticipated costs including operating costs. Consider an aquatics facility as part of the Memorial Park Master Plan. Performing and Fine Arts Center: Explore partnership or rental opportunities with high schools and De Anza College or other potential partners to meet immediate needs for performing arts space. Develop a pilot program using an existing performance space. If a new City facility is desired in the future, prepare a market analysis and business plan to evaluate potential sites and program elements and anticipated costs for a new performing and ﬁ ne arts center. Gymnasium Complex/Multi-use Recreation Center: Explore partnership and rental opportunities with schools and existing providers. If a new City facility is desired in the future, prepare a market analysis and business plan to evaluate potential sites and program elements and anticipated costs for a new center. Consider opportunities to combine with the existing Sports Center and/or a new aquatics center. Enhanced Teen Services: Maintain the existing teen center facility without signiﬁ cant reinvestment. Explore new site or partnership opportunities to create a unique teen space in Cupertino. Expanded Senior Services: Evaluate interest in senior-friendly recreation opportunities at alternative locations; explore potential locations based on results. Develop mobile activities as a test pilot to gauge interest in new locations and new programs. Explore partnership opportunities. Conduct a facility evaluation to evaluate and implement facility renovations that would enhance the function, capacity and ﬁ nancial sustainability of the Senior Center to address the growing number of seniors. Other Replaced or Repurposed Existing Building: Continue to maintain identiﬁ ed facilities noted for potential replacement without signiﬁ cant reinvestment. Consider the reuse of buildings and space in conjunction with the development of other major facilities. Coordinate with Public Works’ Facility Condition and Use Assessment to identify and prioritize projects at buildings that warrant reinvestment. 110 IMPLEMENTATION | cupertino parks and recreation system master plan Potential Project Estimated Capital Improvement Costs1 Neighborhood Parks, per 3-acre park $10,000,000 - $15,000,000 plus land acquisition, ~$30,000,000 Trails and Trail Corridors Not included – addressed in 2018 Pedestrian Plan and 2016 Bike Plan; Public Works is implementing priority projects Aquatics Facility2 $45,000,000 - $60,000,000 Gymnasium Complex & Multi-use Recreation Center2 $30,000,000 - $40,000,000 Performing & Fine Arts Center2 $60,000,000 - $100,000,000 Senior Center Expansion2 $15,000,000 - $25,000,000 Total $160,000,000 - $240,000,000 TABLE 1: PLANNING LEVEL COSTS FOR POTENTIAL MAJOR NEW OR EXPANDED FACILITIES 1 Capital costs are planning level costs in 2018 dollars. See Appendix F for information on assumptions. 2 Land acquisition costs are not expected for these projects; projects are anticipated to occur in existing parks or via partnerships. Potential Capital Costs for Major Projects The Master Plan identiﬁ es a planning level cost range for each of the potential major new or expanded facilities, as described in Chapter 4 and detailed in Appendix F. Assuming these are individual projects, the total projected cost for implementation may range from $160M and $240M (in 2018 dollars, not accounting for inﬂ ation). While the range of costs will be reﬁ ned during preparation of the future facility master plans and business plans required for each project, Table 1 illustrates the potential magnitude of investment needed for capital development. These costs would be in addition to the anticipated improvements and enhancements of existing parks. For comparison, capital investment by the City varies year-to-year, based on the contributions from major development projects and grant funding. Across all departments, the 5-year Capital Improvement Plan (CIP) for FY 2019 (adopted in June of 2018) included just over $21 million in projects involving new funding, as well as over $26 million in fully-funded previous projects that were still in progress. (Note: In October 2018, the City Council deferred or de-funded a number of these projects.) 111 cupertino parks and recreation system master plan | CHAPTER FIVE Source Capital Projects Operating Budget General Fund XX User Fees XX Park Impact Fees X Assessment/Community Facilities District XX General Obligation Bond1 X Parcel Tax1 XX Operating Levy1 X Public-Private Partnerships XX Earned Revenue (sponsorships, licenses, concessions)XX Grants X 1 Voter approval required. TABLE 2: FUNDING SOURCES AND THEIR USE Operating Costs for Major Projects The City of Cupertino budgeted over $22 million in 2018-19 to provide park and recreation services for the community, not including capital improvements. This includes $17.4 million in funds tied to Recreation and Community Services and another $4.5 million for grounds maintenance, which is within the Public Works Department’s budget. Adding and programming additional parks and major facilities to the parks system will require more funding for operations. To determine how much additional funding will be needed for operations, Action 4.B.i in Chapter 3 calls for the preparation of a business plan prior to major facility development. The business plan will deﬁ ne the ﬁ nal design program for the facility and also quantify the operating cost impact of each major project, which will depend on its operating model and revenue-generating potential. While some facilities may generate revenue to off set operating costs, major facilities typically need some level of operational subsidy, especially during the ﬁ rst ﬁ ve years as pilot programs are identiﬁ ed. Cupertino will need to increase its operating budget to account for the increased costs and increased staffi ng associated with each major new or expanded facility. To give a sense of these costs, Appendix F notes the range of potential operating costs for major new or expanded facilities. When the information from the business plan is in hand, Cupertino can increase its budget allocations accordingly to account for the projected operating cost of the new facility. funding the vision The City of Cupertino will need to invest wisely in the new parks, facilities, programs and events desired by residents. Several Master Plan objectives, notably Objectives 7.A and 7.C, include strategies to expand existing funding resources and explore new ones. As detailed in Appendix G, there are a variety of potential funding sources to help fund park improvements and service enhancements, some of which are already in use in Cupertino. Some funding sources have restrictions on use and can only be used for capital projects. Table 2 summarizes the potential uses of some of these diff erent funding sources. 112 IMPLEMENTATION | cupertino parks and recreation system master plan To carry out this park investment, the City of Cupertino should consider the following implementation steps (see also Goal 7.A): • Establish Cupertino’s fee philosophy and cost recovery goals for parks and recreation services. • Update the fee structure for parks and recreation services. As part of the update, consider establishing a facility use fee as part of the structure. • Work closely with developers during the proposal stage for new facilities to ensure that any community beneﬁ t contributions are aligned with the Master Plan and community priorities. • Update Cupertino’s impact fee methodology to enable the City to collect fees that address the impacts on the parks system from development in residential, commercial and industrial areas. • Establish a 501(c)(3) parks foundation or formalize a relationship with an established 501(c)(3) to position Cupertino to beneﬁ t from philanthropic giving. Explore mechanisms to support accepting property and life estate gifts or other types of donations. • Explore formal public/public and public/ private partnerships for facility development and operations. • Explore grant funding opportunities and pursue those that are suitable. This will require adequate staffi ng levels to write the grants and conduct compliance activities. Matching funding may also be required. • Evaluate feasibility of new revenue sources, including exploring sponsorships. • Explore the feasibility of voter-approved funding for major projects, including a parcel tax or bond as one of the methods to be evaluated. prioritizing capital projects This Master Plan provides opportunities and funding strategies that will be implemented over the next 20 years. During that time frame, the City will update its Capital Improvement Plan many times and will need to prioritize which parks and recreation system capital projects should be advanced. In addition, over the 20-year planning horizon, recommended projects may evolve, and new project ideas may arise in response to new opportunities or needs. For these reasons, the Master Plan includes two tools to prioritize capital projects. These tools are included as worksheets in Appendix H. This section provides an overview of the tools and how to use them. Tool: Goal and Community Priority Alignment Checklist The Goal and Community Priority Alignment Checklist allows the City to evaluate new projects to determine if they are consistent with the direction of the Master Plan. All projects should advance at least one community priority (as noted in Chapter 2) and one Master Plan Goal (as noted in Chapters 2 and 3). Once a project is found to be consistent with the Master Plan, staff can evaluate possible time frames for implementation using the Phasing and Sequencing Criteria Scorecard. Tool: Sequencing Criteria Not all projects can happen at once. Some projects are more urgent or timely and should be implemented in the short term, while other projects will require more time to align funding or resources. The sequencing criteria use a scoring system to help guide the phasing of capital projects immediately (1-2 years) into the short term (2-7 years), and long term (8+ years). The Sequencing Criteria are expressed as a series of questions around speciﬁ c implementation topics, each of which is scored. Among the topics are: 113 cupertino parks and recreation system master plan | CHAPTER FIVE • Does the project address any identiﬁ ed system needs? • Does the project diversify recreation opportunities for people of diff erent ethnicities and/or cultures? • Does the project coincide with or support another City project, goal or City Council initiative? • Does action need to be taken now before the opportunity is lost? Is project completion needed before another priority project can be started? • Are staff and resources available to operate and maintain the site/facility? • Is funding available for the project in the proposed time frame? • Does the project leverage outside resources? • Can the project be done quickly and easily? Have the necessary advanced planning, feasibility studies and permitting already been completed? • Is there public support for the project? • Does the project deliver high value for the cost or resources needed relative to other projects? The Sequencing Criteria and Evaluation Scorecard in Appendix G contains the complete list of criteria and is a tool to help in the evaluation and decision-making process. moving forward Cupertino residents came forward to share their appreciation for their parks and recreation system and to dream about its possibilities. This Master Plan captures the community’s vision and articulates how to enhance the parks, facilities and recreation opportunities. By moving forward with the Early Action Initiatives, the City is already demonstrating its responsiveness to community priorities and its intent to implement this Master Plan. This includes taking steps to provide a greater diversity and variety of recreation opportunities, an emphasis or integration of natural systems and habitat, more comfortable and welcoming amenities, improved connectivity, and a distinctly Cupertino identity and sense of place. Moving forward, continued community input will be invited regularly. Opportunities will be shared with community members and the Parks and Recreation Commission as part of a process to implement projects deﬁ ned in this Master Plan, including a focus on allowing partnerships or use of existing facilities. Emphasis will be placed on meeting the City’s needs to provide high-quality recreation facilities in all parts of the City, exceptional programs in a cost- eff ective and sustainable manner, and protection of our natural environment. The elements of this plan will be implemented via a Parks and Recreation Strategic Plan which will map out actions for the next 3 years, by selecting projects to fund in the annual Capital Improvement Program and by implementing a design process for each capital project. Each of these will include public input opportunities; each will be strengthened and improved by active feedback from our community. This Master Plan is the ﬁ rst step of many more to come. Continued public engagement is vital to creating this plan’s vision for an outstanding parks and recreation system for Cupertino. IMPLEMENTATION | cupertino parks and recreation system master plan 10300 Torre Ave. Cupertino, CA 95014 (408) 777-3200 cupertino.org APPENDICES 4 PARK & FACILITY INVENTORY | cupertino parks and recreation system master plan 444444444444444444444444444444444444444444444444444444444444444444444444444444444444 PPPAPARRRRPPPRPPPRRRPPAPARRRRRRARRRRARRRRRRRRRRRRRRRRRRRRRRRRRRK &&K&K &K &K &K &K &&&&&KKKKKKKKK&KK &K &K&&KKKKK&K&K&&K &&K&K&&KKKKKK &K&KK&K&K &K&&K&&&KKK&&&&&&K &&&&&K&K &&&K &&KK &&KK &&&K &&KK &&&&&&&K &&&&&FFFAFAFAFFFAFFFAFAFFFFAFAFFFFFFFFFFFFFFFFFFFFFFFFFFFFFFFFFFACILCILCILCICILCILCILCILCIICILCILCILCILLCILLCILLLLLLCITYITYYITYITYTYYII ININNNINININNVEVVVENEEENENENNNENNENEENVVVEVVVVEVVVEENENNENNENENENVENVENVVVEVVVEVENENENENEENENNNENENENVEVVVVVEEEEEENNNNNENENENVENVEVVVEVVEEEENNNENNENENNVVVVEVEEENNNNNNNNENVVVVEVEENENNNNNVVVEVVVVENVENVEVEVEENEENNENNVEVVENEEENNNNNNVEVENNVVVVENVVENNNNVVVENVEVENNENNVEVENNNNNNENVVVEVEENNNNNNVVVVVNVENNNNVVNNNVENNNVEENNVENENNEEENTOOTOTORROROOOOORTORTOORTOTOTTORTORTOTOTORTOTTOOOOTOOOTOOROTORRTORTORRRTORRTOTORTOTOTOTOTORTOORORRTORTORTORORTORTORTOTORRRTORTORTOTOOOOOORORTORTORRRTORTTOTOTTTOROROOORORTORTORORTOTTOOROOORRRTOTTTORTTOROORRTORRRTTOOOOORRTORTOTTTOROOOTORRRTTOTOOORRRTORRTTTTOOOOTOOORRTORRRRTTORTORTTORTTOTOORTORTOROOTTOOOOOORTTOOOOOORRRTTOOOTTTOOOTTTOOTOOOOORYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYY |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||cupcupcupcupcupcupcupcupupupppppcupcupcupcupcupcupcupcupupucupppppcupcupcccucupcupcupcupcupppcupcupccupcucupcupcuucupcupppppupupcupppccupcuppcuppuppupppppcupcupcupupcuppcupppuuupupppppcuucuppppppccupccuuupuppppppupppuppcccucupuuupuppppcupupuuuucuuupccuuucupcuuuuuuuupppuuuuuuuupcupupuuuuuuuuupcuuuuuuuupcupcupcuuuuuuuuuuppppppeerereerterrtttttttttererterterertrtertrtttttttttererertrtrtrtttttttertertttttttttteeeeertrtrtrtrrrrtttttttrrrteertrtrtrtrttttttttrrtrtrttttrtrrtttttttrrttttettttertttrtttttrrttttttrrttrttttetttttinoiinoinnononnnononooonoinoooinoiinnonoinoininoinoinnnonononooinoinoinoinonononononoinoinonnoiinonnnnooooonoinnnoinininnnnnoonoooooinooiniiinonnoonoooooooooininoininnonnnnnnnoooooooooooooinininnnnnooooooooooononoooiininnnnnnnnnnooooooooonoooiininnnnnonnooooooooooooiiinnnnnonnnoooooooooooooooinnnooooooooooiinooooooooooooooininnnooooooooooinoooooinnoooooooooooooooooooooooooooooooooinnnooooooooooiniinnooooooooooo pppapapaaaapapapaapppppppppapaaapapaaaaaaaaaapppppppaapaapaaaaaaaaappappppapaaaaapaaaaapppppppapaaaaaapaaaaapppppppaaaapaaaaapppppppppaaaaaaapapppppppapapaaaaaapapappppaaapaaaappppaaapaaaapppaaaappppaaapapppappaaappppaaappaaappapapppppppppaaaappppppppppppppprkrrkkkkkskkkskkskskkkkksksksrrkkkkskksksksrkrkkkkskkkrkkkkkkksskrrkrkkkkksksssssssrkrkkkkkkksssssssssrkkkkskssssssskkkkkkkkssssssksssskkkkkkkssssskkkkkkkkskssssssskkkkkkkkkssssssssskskkkkkkrksssskkkkkkksskkkkkkksssskkkkkkssksrrkkkkkksssrrrkkkkkssssssrrrkrrkkkssssrrrrkkkkkkssssssssrrrrrkkkssss aaaaanaananaanannananaaaaaananaaanaannnanaaaaaaaaaaanannanaaaaaaaaannnnananaaaanaaaannanaanananaaaananannnaananaanaaannnananaaanaaaannanaaanaaannaaannanaaaanannaaanaaannannaaaannnnnaaannnnnanannnaannnnnd rdrdrd rddddddddd rd rdrd rdrddddddd rdrdrd rdrdrddddddrdrd rddrdd rddd rrrrrdrrdrdd rdrrdrd rrdrddd rdrddrddrddrd rd rrrdrrrdrdddddd drd rd rdrddddd d rdddd rdddddrdrdddd rddrdddddddd rdddddddddddddddddddddrecrecrecreeeeeeeeeeeeeeeeeeeeeeeeeeecrececreeeeceeeceeeeeeeeeceeeccceeeeeecccceceeeeeccccceeeecccccceeeeeecccceeeeeeccccccceeeeeeccccccceeeeecccccceateateateateateateateaionionionnnionnnnnnnnnnnnnnnnnnionionionnnnnnnnnnnnnnnnnno ssysyssssysyssssssssssssssssssysysysysssssssssssystestetestestestestestemmmmmmmmmmmmmmmmm mm mm mm mmmmmmmmmmmmmmmmmmmmmmmasasastastassttststtttttastastattasastsststttastttastastaasaasastsasaststtttttastttasaaastaststtttttttastastaaaastastaastaststssttasttttastasaaaaaaaastassstttaaaaaaaaassssssstastaaaaaasstasaaaaaaastastasastassssstaaaaaasastttaaaastastsssaaasasttasasststsssttaaaasssasstaaasttaaaastaastaaatererereerrerrrrrrrrrrrrrererer rrrrrr rrrr errrrrrrrrrrrrrrrr plapplaplaplaplaplplaplaplaplaaapplapplapplalaplaplaplaplaplapplaplaplaplaplaplaalplaplaplaplaplaplaplaplaplaplpplaplaplappplapplapplapppppplaplaaaplaplaplaplaplappppplaaapppppplappplaplaaappplappapplaapplapplaaaaappaapppaaappplaplpplaapplaplaapppplplalappplaaaaappppppllappppppplaplaaplaplpppplapplaaaaappppppppppppppppppppnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnnn cupertino parks and recreation system master plan | APPENDIX A A-1A-1 The City of Cupertino manages a variety of parks ranging from smaller neighborhood parks to large parks that attract people from across the community. The City currently manages 33 sites, that are categorized in six diff erent park classiﬁ cations. In addition, other providers add parks, recreation facilities and open space areas that provide publicly-accessible recreation opportunities in Cupertino. This appendix introduces this classiﬁ cation system, along with the park and recreation facility inventory of sites relevant to the planning process. city parks by classiﬁ cation Parks are classiﬁ ed as follows: • Community Park: Community parks are larger parks (20+ acres) that provide unique recreation opportunities and serve the entire community. These parks consist of a single contiguous site or several functionally- and geographically-linked use areas that provide a variety of recreation facilities. They typically include specialized facilities and space for large group gatherings, programming and events. • Large Neighborhood Park: Large neighborhood parks, varying between 4 acres and 13 acres in size, provide a range of passive and active recreation opportunities for surrounding neighborhoods. They typically include play areas, picnic areas, open lawn areas, and sports courts. Several also include programmable and reservable facilities, such as sports ﬁ elds and small recreation centers. • Small Neighborhood Park: Small neighborhood parks provide essential recreation opportunities for nearby neighbors. Typically less than 3 acres in size, these parks may include play areas, open lawns, and picnic tables/benches. Some include sports courts. • Special Use Site: Special use sites support a unique recreation opportunity serving all or most of the Cupertino community. These single-purpose sites may include specialized recreation facilities not found elsewhere in the park system. Urban plazas, civic space, dog parks and sports complexes (without other uses) are considered special use sites. PARK & FACILITY INVENTORY A A-2A-2 PARK & FACILITY INVENTORY | cupertino parks and recreation system master plan • Trail Corridors: Trail corridors include trails and associated greenways that link destinations in the community. These typically are single-purpose linear features not located within parks of other types. These trails may extend beyond Cupertino and connect to surrounding cities and regional trail systems. • School Sports Fields: This category includes sports ﬁ elds at nine school sites managed through a joint use agreement. These sports ﬁ elds provide additional recreational opportunities to the community when not in use by the schools. other recreation resources in cupertino Other providers off er the following: • Local Parks and Recreation Resources: Local park resources include public and private sites that are open to the public and provide recreation opportunities and/or open space for residents. • Santa Clara County Parks and Midpeninsula Regional Open Space Preserves: County parks and open space preserves protect nature and attract park visitors from throughout the region. AcreageBaseball/Softball FieldBasketball HoopCricket FieldSoccer FieldTennis CourtVolleyball CourtAmphitheaterCommunity GardenHorseshoe PitOpen Field/Lawn AreaPicnic AreaPlaygroundSwimming PoolWater PlayRecreation BuildingOther BuildingFood Prep/KitchenRestaurant/Food Serv.Natural AreaTrailBBQ GrillsConcessionsRestroomWiFiAdjacent to SchoolRentable FacilityReservable PicnicNotes Memorial Park 22.1 •L •L ••••••••6 tennis courts, 1 softball field, water features (inactive), community festival site. Acreage includes 0.4 acre parcel at Senior Center entry. Quinlan Community Center •²••••• Senior Center ••••• Stevens Creek Corridor Park (SCCP)Total acreage of site is about 63.7 acres Blackberry Farm Golf Course 16.4 •••••Municipal 9-hole golf course, restaurant, pro shop Blackberry Farm Park 19.7 •••••••³••⁴••••••2 sand volleyball courts, 2 bocce courts, 2 pools, 2 horseshoe pits. Acreage includes west creek bank at Scenic Circle McClellan Ranch Preserve 13.0 •••••••Environmental Education Center, historic buildings, 4-H, Audubon & nonprofits, wifi at EEC and vicinity McClellan Ranch West 3.1 • Stocklmeir Ranch 5.1 •••Residence (closed), orange grove Other property in SCCP 6.4 •••1.3 acres of City land including 22050 Stevens Creek Blvd. and Nathan Hall Tank House. 5.1 acres of Water District land (roughly half is trail property with use agreement; roughly half is creek channel managed by Water District) Community Parks Subtotal 85.8 1 0 0 0 1 1 1 1 1 2 2 2 1 1 2 1 2 1 1 1 2 1 2 2 0 1 2 Note: SCCP and Memorial Park count as one site each. Creekside Park 13.0 •••••••••••3 soccer fields, 2 basketball hoops, backstop, Weekly Farmers' Market, inactive concession Hoover Park 5.0 •••••2 Soccer Fields, 1 basketball hoop Jollyman Park 11.2 ••••••••1 baseball/soccer joint use field, 1 soccer field, batting cage, 1 basketball hoop Linda Vista Park 11.0 •••••••Water feature (inactive); par/exercise course Monta Vista Park & Recreation Center 6.2 ••••••••2 softball fields, 2 tennis courts, batting cage, separate preschool and program buildings 3.8 •••••₁•••• Varian Park 6.3 ••••••2 tennis courts, apricot orchard, adjacent YMCA program building Wilson Park 9.9 •••••••₁••••⁵Ceramic studio, 2 baseball fields, 1 soccer/baseball joint use field, batting cage Large Neighborhood Parks Subtotal 66.4 3 3 0 4 2 0 0 0 0 8 8 8 0 0 4 0 3 0 1 0 7 2 6 0 2 2 2 Canyon Oak Park 0.6 • Franco Park 0.6 •• Little Rancho Park 0.3 • Somerset Park 1.7 •••••1 basketball hoop. Adjacent to freeway and railroad. PG&E land adds ~0.4 acres of the total. Sterling Barnhart Park 0.5 ••Adjacent to Saratoga Creek Trail and creek Three Oaks Park 3.1 •••• Small Neighborhood Parks Subtotal 6.8 0 1 0 0 0 0 0 0 0 2 4 6 0 0 0 0 0 0 0 0 2 0 0 0 0 0 0 Civic Center Civic Center Plaza 1.0 •0⁶•• Community Hall ••••• Library Field 3.0 •••1 multi use field for youth cricket, soccer, volleyball (all on 1 field) Mary Avenue Dog Park 0.5 Cupertino Sports Center 6.2 ••L •••••Fitness Center, Teen Center, indoor gym & racquetball, 18 tennis courts, 1 multi-purpose court that includes basketball Special Use Parks Subtotal 10.7 0 1 1 0 1 1 0 0 0 1 0 0 0 1 1 1 1 1 0 0 0 2 3 2 0 2 0 Amenities SMALL NEIGHBORHOOD PARKS COMMUNITY PARKS Athletic Facilities Portal Park SPECIAL USE SITES Site City & City-Managed Parks and Facilities Revised 9/27/19 Outdoor Recreation Facilities Other LARGE NEIGHBORHOOD PARKS Table A-1: Cupertino Park & Facility Inventory Matrix Indoor Facilities Trails/ Natural Areas Cupertino Parks and Recreation System Master Plan AcreageBaseball/Softball FieldBasketball HoopCricket FieldSoccer FieldTennis CourtVolleyball CourtAmphitheaterCommunity GardenHorseshoe PitOpen Field/Lawn AreaPicnic AreaPlaygroundSwimming PoolWater PlayRecreation BuildingOther BuildingFood Prep/KitchenRestaurant/Food Serv.Natural AreaTrailBBQ GrillsConcessionsRestroomWiFiAdjacent to SchoolRentable FacilityReservable PicnicNotes AmenitiesAthletic Facilities Site Revised 9/27/19 Outdoor Recreation Facilities OtherIndoor Facilities Trails/ Natural Areas 4.0 •Trail is ~ 0.4 miles; is the Mary Avenue to Homestead Road trail Creekside Park and Regnart Creek Trail 0.1 •Water District parcel located on west side of Creekside Park provides a 1-block public trail on 0.4 acres creek property; joint use agreement covers 0.1 acre trail. Saratoga Creek Trail 4.7 •• Approx 0.45 miles maintained by City via joint use agreement; owned by County (~3.3 acres) and SCVWD (~1.4 acres). Trail extends south of Bollinger in San Jose. Stevens Creek Trail -••Trail is ~ 1 mile. Restrooms at Blackberry Farm Park & McClellan Ranch. Acreage is included in SCC. Trail Corridors Subtotal 8.8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 4 0 0 0 0 0 0 0 Collins Elementary School 2.5 •1 baseball field, cricket batting cages not managed by City Eaton Elementary School 4.5 ••1 soccer/baseball joint use field Faria Elementary School 4.2 ••1 baseball diamond adjoining 1 soccer field Garden Gate Elementary School 2.9 •1 soccer field Hyde Middle School 7.8 ••1 soccer field, 1 baseball/soccer joint use field, track not managed by city Kennedy Middle School 13.3 •••1 baseball field, 1 soccer field, 2 baseball/soccer joint use fields, track not managed by City Lincoln Elementary School 3.1 ••2 softball/soccer joint use fields Regnart Elementary School 4.1 ••2 baseball/soccer joint use fields Stevens Creek Elementary School 3.1 ••2 softball diamonds adjoining 1 soccer field School Fields Subtotal 45.5 8 0 0 8 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0 Total City Parks and Facilities 224.0 12 5 1 12 4 2 1 1 1 13 14 16 1 2 7 2 6 2 4 5 11 5 12 4 2 5 4 Cali Mill Plaza Park 1.0 0⁶•Use agreement in place Civic Park [at Town Center Lane]0.5 •0⁶Private ownership; open to public 1.1 ••Private ownership; open to public; pool is private use only and is not included in acreage subtotal Main Street Park 0.8 •••0⁶2 chess/checker tables; nature play elements; use agreement in place; private ownership Rancho Rinconada 1.5 •••••••Recreation & Park District; public facilities SCVWD Percolation Pond 5.0 ••Walking path around percolation pond; Water District ownership; open to public Town Square [at Main Street]0.7 •Use agreement in place; private ownership. (Size includes buildings; net avail. space is smaller.) Subtotal Local Parks & Resources 10.6 0 0 0 0 0 0 1 0 0 3 2 2 1 0 1 0 0 4 1 1 1 0 1 1 0 1 0 Fremont Older Open Space Preserve*~739 •••Extensive trails; approximately 739 acres for total site, including acreage outside of city; 204 acres within City. Rancho San Antonio County Park & Preserve*~4,153 •••••••Extensive trails, Deer Hollow Farm, 4 tennis courts, model airplane flying area; approximately 4,153 acres for total site, including acreage outside of city, approximately 130 acres within City. Stevens Creek County Park*~1,070 ••••••Extensive trails, boating access to reservoir (non-motorized), archery course & range; approximately 1,070 acres for total site, including acreage outside of city, approximately 79 acres within City. Subtotal County Parks & Regional Preserves ~5962 0 0 0 0 1 0 0 0 0 1 2 0 0 0 0 0 0 0 3 3 2 0 3 0 0 0 1 Total Other Recreation Resources ~5,972.6 0 0 0 0 1 0 1 0 0 4 4 2 1 0 1 0 0 4 4 4 3 0 4 1 0 1 1 L - Lighted court 2 - Playground at Quinlan Center for preschool program; other playgrounds available in adjacent Memorial Park 4 - Food service for outdoor dining available during swim season 1 - Building has a kitchenette 3 - Seasonal creek access 5 - Ceramic party rentals available 6 - Restaurant or café adjacent to site * Only includes acreage within City limits LOCAL PARKS & RECREATION RESOURCES Don Burnett Bicycle-Pedestrian Bridge & Trail Cupertino City Center Park (and amphitheater) COUNTY PARKS & REGIONAL OPEN SPACE PRESERVES Other Recreation Resources TRAIL CORRIDORS SCHOOL FIELDS (managed by City) Cupertino Parks and Recreation System Master Plan Table A-2: Major Recreation Buildings/ Facilities That Are Programmed by Parks & Recreation May 2019 Facility Name & Address Key Uses/ Functions Size in SF (rounded)Year Built Notes Quinlan Commty. Center 10185 N. Stelling Rd. City's primary & largest venue for indoor recreation activities, events & gatherings 28,700 1990 Quinlan Community Center provides multiple classrooms/activity rooms (for dance, music, crafts, fitness, preschool and more), meeting space, multi- purpose community rooms, a large lobby, and a commercial-style kitchen. Quinlan hosts larger community-oriented activities and rentals. It plays a key role in some of the city's major festivals. The Cupertino Historical Society's museum is housed here, as are Recreation staff. The interior was updated in 2015. The adjacent rear plaza was renovated in 2010. Sports Center 21111 Stevens Creek Blvd. Athletics, fitness, sport courts, tennis hub. Membership based.16,750 1977 An extensive building remodel occurred 2003. A minor remodel of raquetball courts occurred in 1996. Planned improvements include seismic upgrades. Proposed improvements include upgrades to locker rooms, upstairs restrooms, and the front desk/lobby area. The building hosts fitness, gym, raquetball courts, classes, child care, and a Teen Center that opened in 2004. Teen Center space (approx. 1,700 sf) was refreshed in early 2019. Drop-in visitors are welcome and pay a drop-in fee. Exterior grounds offer 18 lighted tennis courts & 1 multi-purpose court. Senior Center 21251 Stevens Creek Blvd.Activities for seniors 50+15,500 2000 The Senior Center was built in 2000 (replacing an older building dating to 1978). A wide range of senior activities are offered including fitness, education, recreation, enrichment, case management, wellness, and socializing. In addition to program space, the building offers a lobby area, reading room with fireplace, a large multi-use reception hall and commercial-style kitchen, and generous outdoor deck and patio areas. Blacksmith Shop 22221 McClellan Rd. Blacksmith displays, historical & educational focus 600 2015 renovation The Blacksmith Shop was renovated in 2015 to meet current safety standards and placed on a new foundation. The original walls remain and are visible on the interior. The building was Charley Baer's 1950's replica of his father's earlier blacksmith shop. Visitors enjoy its displays of historic blacksmithing tools and farm implements. The forge is being restored, and blacksmithing demonstrations and classes are planned. Environmental Education Center 22221 McClellan Rd. Environmental and outdoor education hub 2,500 2015 The Environmental Education Center at McClellan Ranch Preserve is a state-of-the-art building consistent with LEED silver standards. It sports solar panels, rainwater harvesting, bird-safe design, and other environmentally-friendly features. The "EEC" hosts a wide variety of environmental activities for all ages year round. Community Hall 10350 Torre Ave. Public meetings, large group gatherings, Library programs 6,000 2004 The Community Hall is designed to host public meetings and civic functions, and is heavily used for those. It is currently frequently used for Library programs. It also hosts numerous trainings, functions and gatherings. Creekside Park Building 10455 Miller Ave. Multi-purpose recreation and community space 1,800 1996 This building provides a community room with a kitchenette that hosts classes and can be rented, as well as restrooms, storage and a currently inactive concession area. Restrooms were updated in 2018. Monta Vista Park & Recreation Center Buildings 22601 Voss Ave. Preschool and youth offerings 12,000 1967 This former school site provides two program buildings including a preschool building of ~2,600 sf, and a multi-use building that has hosted gymnastics and martial arts at ~9,400 sf. Other classes focusing on youth including fitness, crafts, cooking, reading and science, as well as storage for recreation, occur here. The multi-use building was built in 1967; the preschool building predates it. Portal Park Building 19810 Portal Rd. Parent-child programs 1,550 1967 Portal Park and its building were designed in 1967. The building provides a multi-purpose recreation activity space with a kitchen, as well as detached restrooms (an additional 300 sf). Parent-child programs, including a preschool, are offered here. Wilson Park Building 19784 Wintergreen Dr. Ceramics hub - studio & instruction 1,400 Pre 1975 The Wilson Park recreation building serves as the city's ceramics center. It also contains a kitchen, and a separate sports storage area. The kitchen, plumbing and water service were updated in 2018. An adjacent restroom building (300 sf) was replaced in 2003. AT McCLELLAN RANCH PRESERVE AT CITY PARKS & CIVIC SITES ADJOINING MEMORIAL PARK POTENTIAL FUNDING SOURCES RECREATION PROGRAMS OVERVIEW B A-6 RECREATION PROGRAMS OVERVIEW |cupertino parks and recreation system master plan AA-6A-6AAA6A-A-A-6A-6A--6A-6-6-6-6-6666A66AAAA-6A-6A-6AA-6-6A-6AA6A-6A-6-6A-66A-66AAAA-6AAA-A-6A-6A-6A-66666AAAAAAA-6666-6AAAAAA-666AAAAAA-6A-A-66A66AA-AAA6A-A-6A-6666AAA-6AA-6AA-6666666AAAAAAA-666AAAAAAA66666AA6AAAA6AAAAAAAAAAAAAAAAAAAAA RECRECRERECRECRRECRECREREAREAREAAAREARREAREATTIOTIOTIOTIOTIOTTIOTIOOOONPNPNPPPNPN PN PNPN PNNROGROGROGROGOGOGROGROGOGORRAMRAMRAMRAMRAMRAMRAMAMRAMMSOSOSOSOSOSOS OS OSOS OSOVERVERVEREVERVERVERVERERVVIEVIEVIEVIEVIEVIEVIVIIEWWWWWWWWWWW ||||||||||||cupcupupupcupucupcupcuppcupcupupucpertertterttereertertertertiinoinoinonoinninoinoinoinooo papapapapapapappaparksrksrkrksksksrksrkrksksk anananannnanannnnndrdrdddrdrddddddddd rdrdd ecrececreccecreecreceereateateateatateateataeateaeeaaeationioniionionionionionoonn sysysysysyssyyystestestetstestestestesteteemmmmmmmmmmmmmmm mm mm mmm mm mmmmastastastastsastastastastastaaaaereeeeer eerrr plaplaplaplaaaplaplaplalaaannnnnnnnn cupertino parks and recreation system master plan | APPENDIX B B-1 introduction The City’s Parks and Recreation Department (the Department) off ers a variety of community events, recreation and education programs, facilities and services that promote personal development, community cohesion, health and ﬁ tness, and connections to nature among other beneﬁ ts. As part of the Master Plan process, the Department’s existing recreation programs, events and services were evaluated to better understand the types of programs and services provided, as well as opportunities to enhance park activation and programming in the future. The analysis identiﬁ ed the core areas where programs were off ered, as well as the ancillary services needed to support the eff ective and effi cient provision of programs, events and recreation uses. This appendix provides a summary of the core program and service areas identiﬁ ed, as well as a baseline evaluation of community participation in City programs and facilities. This appendix draws information from the Recreation Programs Overview and Analysis (November 2017) available under separate cover. service areas The City of Cupertino provides a wide variety of programs and services to support recreation. For analysis, discussion and future data tracking, the Master Plan classiﬁ ed services in two distinct categories: • Program Service Areas reﬂ ects the diff erent types of core recreation programs, camps, classes, activities and events produced, hosted, staff ed and/or facilitated by the City. • Support Service Areas include administrative and customer-focused eff orts necessary to support recreation and facilitate recreation participation. Program Service Areas The Department off ers a variety of programs across nine service areas. The programs provide recreational and educational opportunities for a diversity of ages and interests. Service areas include: • Arts & Culture: Includes classes, camps, programs, and activities relating to ﬁ ne, visual, performing and cultural arts. RECREATION PROGRAMS OVERVIEW B B-2 RECREATION PROGRAMS OVERVIEW | cupertino parks and recreation system master plan • Aquatics: Includes all aquatics and swimming programs and services. • Child, Youth and Teen Development & Leadership: Includes programs from preschool through college preparation that focus on child and youth learning and development, afterschool enrichment, and youth and teen empowerment. • Events and Festivals: Includes all events, fairs, festivals, races and community- scale activities produced by the City, in collaboration with the City or at City facilities. • Golf: Includes all golf participation and golf- related programs and services. • Environmental Education/Nature Programs: Includes opportunities to learn about, appreciate, restore, interpret and interact with the natural environment through classes, camps, volunteer opportunities, etc. • Lifelong Learning & Enrichment: Includes opportunities for skill development and personal enrichment for recreation and leisure in a non-academic context. • Seniors/Older Adult Programs: Includes all programs, activities and services designed and off ered exclusively for seniors and older adults, whether at the Senior Center or other facilities. • Sports, Fitness and Exercise: Includes organized athletic leagues, sport-focused camps, sports or ﬁ tness classes, and open gyms/facilities/courts, except those relating to golf, aquatics or seniors. Table B-1 further deﬁ nes these categories by providing examples of existing programs and noting where activities and programs are currently provided at sites across the park system. Several ﬁ ndings emerge: • City programs are off ered primarily in the City’s Community and Large Neighborhood parks. Programs have not been provided in the past in Small Neighborhood Parks, County Parks and Regional Open Spaces. There is an opportunity to expand the provision and distribution of programs to make them more easily access to residents across the city. • Through joint-use agreements and other collaborative initiatives, the City has pursued providing programs in local parks owned or managed by other providers. This is an interesting opportunity to explore further. • In addition to the City’s existing program services areas, there are opportunities to expand programs in the following areas: ◊ Culturally Diverse Programming: The City could expand programs responding to the community’s racial, ethnic and cultural demographics, including special interests as well as service and language needs. ◊ Play and Outdoor Recreation: There is an opportunity to provide less structured but organized play opportunities at indoor and outdoor facilities, as well as outdoor programming and activation in parks and related public spaces. These types of activities would be suitable in neighborhood and community parks and could help create more vibrant park spaces. cupertino parks and recreation system master plan |APPENDIX B B-3 ◊ Therapeutic Recreation: The City could expand classes, activities and events speciﬁ cally for people with disabilities, health challenges, varied abilities or special needs. These programs could be off ered to augment and expand senior programs and services, as well as to support people of all ages. Currently the City accommodates people with special needs within their existing program structure. 9 INDOOR FACILITIES: • Portal Park Building • Creekside Park Building • Wilson Park Ceramic Center • Environmental Education Center (McClellan Ranch Preserve) • Monta Vista Recreation Center • Quinlan Community Center • Senior Center • Sports Center • Community Hall 15 SPORTS FIELD SITES: • Creekside Park • Hoover Park • Jollyman Park • Memorial Park • Monta Vista Park • Wilson Park and nine schools 4 PRIMARY OUTDOOR EVENT VENUES: • Memorial Park • Civic Center Plaza • Stevens Creek Corridor Park • Creekside Park FIGURE B-1: SITES WHERE PROGRAMS ARE CURRENTLY OFFERED B-4 RECREATION PROGRAMS OVERVIEW | cupertino parks and recreation system master plan Program Service Area Examples of Existing Programs and Events Locations Where Currently Offered Arts & Culture Includes classes, camps, programs, etc. relating to ﬁ ne, visual and performing and cultural arts • Dance, Act Perform Camp • Hogwarts Camp • Bilingual Chinese & English Music Class • Group Ukulele Beginners • IncrediBooks • Ceramic and Art Birthday Part »Community Parks »Large Neighborhood Parks Aquatics Includes all aquatics programs, events and services • Drop-in swimming • Picnic reservations with swimming • Pool parties • Swimming lessons • Lifeguard training »Community Parks »School Fields/ School Sites Child, Youth and Teen Development & Leadership Includes programs from preschool through college preparation that focus on child and youth learning and development, afterschool enrichment, and youth and teen empowerment • Civically Active Teens • Preschool Adventures Summer Camp • Cupertino Preschool Program • Cupertino Teen Commission • Debate & Critical Thinking: Team Debate • College Preparation Program • Leaders in Training »Community Parks »Large Neighborhood Parks Events and Festivals Includes all events, fairs, festivals, races and community-scale activities produced by the City, in collaboration with the City or at City facilities • Big Bunny Fun Run • Earth Day/Healthy Communities Day • Fourth of July • Concerts in the Park • Shakespeare in the Park • Kids ‘N Fun • Diwali Festival • Wafu Ikebana Flower Show • Harvest Festival • Farmers Market • Cherry Blossom Festival »Community Parks »Special Use Sites »Large Neighborhood Parks Golf Includes all golf and golf- related programs and services • Blackberry Farm Golf Course (golf and footgolf) • Jr. Golf at Deep Cliff Golf Course • Golf for Women »Community Parks »Local Parks and Recreation Resources Environmental Education/ Nature Programs Includes opportunities to learn about, restore, interpret and interact with the natural environment through classes, camps, volunteer opportunities, etc. • Nature Camps • Eco-explorers Camps • Tuesday Evening Nature • Meadow Restoration »Community Parks »Trail Corridors TABLE B-1: EXISTING PROGRAM SERVICE AREAS OVERVIEW cupertino parks and recreation system master plan | APPENDIX B B-5 Program Service Area Examples of Existing Programs and Events Locations Where Currently Offered Lifelong Learning & Enrichment Includes opportunities for skill development and personal enrichment for recreation and leisure in a non-academic context • Chess • Best of California • Leadership 95014 • Bakery Favorites • Electronics Design Camp • Cooking • Bilingual Chinese • Creative writing »Community Parks »Large Neighborhood Parks »Special Use Sites Seniors/Older Adult Programs Includes all programs, activities and services designed and offered exclusively for seniors and older adults, whether at the Senior Center or other facilities • Summer Luau and June Birthday Bash • Ping Pong Social • Ballroom Dance Social • iPad Beginning • Chinese Brush Painting • Zumba Gold »Community Parks Sports, Fitness and Exercise Includes all organized athletic leagues, camps, sports or ﬁ tness classes, and open gyms/facilities/courts, except those relating to golf, aquatics or seniors • Badminton Camps • Ice Skating for Kids • Family Total Body Fitness • Vinyasa Yoga • Private & Group Tennis Instruction • Cricket Camp »Community Parks »Large Neighborhood Parks »Special Use Sites »School Fields/ School Sites »Local Parks and Recreation Resources B-6 RECREATION PROGRAMS OVERVIEW | cupertino parks and recreation system master plan Support Service Areas Support services are necessary to off ering successful recreation and education programs. The City provides the following services to support park and facility use and program participation: • Adaptive/Inclusive Recreation Accommodations: Includes outreach and support to accommodate requests to make events and activities accessible for people of all abilities. • Communication, Branding and Marketing: Includes the Department’s eff orts to advertise its programs and communicate eff ectively about recreation options. • Customer Service:Includes elements such as registration and connections to social services. • Park and Facility Reservations, Rentals and Permits: Administers applications, permitting and scheduling for park and facility rentals and reservations (e.g., meeting rooms, picnic spaces, community garden plots, sports ﬁ elds, and recreation facilities for use by other leagues, clubs, groups, organizations or individuals). • Park and Facility Maintenance: Includes landscaping and infrastructure maintenance, janitorial services, equipment repair, natural resource stewardship and similar services to ensure the cleanliness, safety and usability of parks. These services are provided by the public works department. • Partnership and Volunteer Coordination: Includes the recruitment and management of partnership and volunteer opportunities. • Program Management: Includes program administration and planning, such as decision-making, cost recovery, fee methodology, development, staffi ng, staff policies and procedures, staff management and training. Prior to the Master Plan, the City of Cupertino tracked program data in the following categories: • Rentals • Events • Athletic groups • Sports Center • Golf Course • After-school enrichment • Camps • Youth classes & programs • Teen classes & programs • Adult classes & programs • Senior Center • McClellan Ranch Preserve/ nature programs cupertino parks and recreation system master plan | APPENDIX B B-7 program participation To better understand the breadth and depth of the City’s existing programs and services, the Master Plan evaluated recreation participation by compiling all existing program data from 2016 through September 2017. At that time, the City tracked programs and services using in diff erent categories using diff erent methodologies. Data were not available for all types of programs and services. Table B-2 summarizes tracked program participation in the one-year 2016- to 2017- time frame. While the participation numbers presented here are incomplete, the evaluation helps illustrate what services and programs are currently provided, where program enhancement is needed to better address the recreation preferences and needs of City residents, and what processes should be recommended to support service provision. The City of Cupertino served more than 347,000 annual estimated participants based on data through September 2017. Table B-2 summarizes available City data on recreation program participants. The data highlight interesting patterns in current programming participation noted below. However, the numbers should be viewed with care since the categories represent diff erent types and durations of participation, and compare “apples to oranges.” In particular, participants in registered classes that occur over weeks or months are ‘undercounted’ as described in the fourth bullet below.: • Pool/Other Facility Reserved or Drop-in Uses (Providing Places to Gather, Picnic and Play): While the City provides a variety of programs and events, it serves a high number of people through its facility reservations, rentals and reservations and drop-in swimming. The City reports over 2,100 rentals/ reservations serving an estimated 155,800 people and over 21,000 pool users at Blackberry Farm in the 12-month period. Rental opportunities include indoor meeting rooms and spaces such as at the Quinlan Community Center, Monta Vista Recreation Center and Creekside Park Building. It includes outdoors venues such as picnic areas. The majority of rental use occurred at two sites, Community Hall and Quinlan Community Center, which accounted for over 1,000 rentals or reservations and over 87,000 estimated users. Pool use includes drop-in visitors and pool parties at Blackberry Farm (but not class participants for swimming or aquatics, which are shown with Classes data). These data do not include sports ﬁ eld reservations and use by leagues, which accounts for another over 5,000 participants. These numbers also do not include parks reserved through permitting for special events, which are described below. • Special Events (Connecting the Community): Special events and festivals also attract large numbers of participants. Most of these events are hosted by other entities in City parks and facilities, although some events are coordinated or sponsored by the City. These include the popular outdoor concerts, movies and Shakespeare in the Park, as well as fun runs, community events and celebrations such as the Holiday Tree Lighting program, 4th of July, and the Wildlife & Harvest Day celebration. Of the estimated B-8 RECREATION PROGRAMS OVERVIEW | cupertino parks and recreation system master plan approximately 60,000 people participating in events, about 40,000 attended events at Memorial Park. That site is critical to hosting large community-wide events in Cupertino. • Sports Center and Golf Course Rounds (Fostering Active, Healthy Individuals): The Sports Center and Golf Course are also top service areas in terms of numbers of people served. With over 34,000 sports center member visits for ﬁ tness classes alone and over 25,500 golf rounds, the City devotes substantial resources towards meeting sport and ﬁ tness needs. These numbers do not include people participating in registered classes at the Sports Center, which are included in Classes data and categorized by age group, nor does it include court usage by members, clubs or leagues. • Recreation & Enrichment Classes and Programs (Enriching Lives through Recreation and Education): Other types of age-speciﬁ c programs and staff -led activities account for an important component of the City’s program and recreation services. These categories include all other types of programs, including areas of emphasis such as education, enrichment, environmental education, nature interpretation, youth and teen development and empowerment, senior services, and programs for diverse cultures. However, it is important to note that classes, camps, and other “registered” activities are counted by quantity of registrations. For example, a participant that signs up for an 8- or 12-week registered ﬁ tness class at Quinlan Center or the Senior Center will count as “1.” A Sports Center member that attended 8 diff erent Zumba classes for members counts as 8 in the data provided. This methodology under-represents registered activities and classes, relative to picnic reservations, golf, drop-in swimming, special events and other activities where each “person-visit” is counted individually. cupertino parks and recreation system master plan | APPENDIX B B-9 City-Identiﬁ ed Service Area Estimated Participants Data Included Rentals 155,800 Facility reservations and rentals Drop-in Swimming 21,100 Swimming at Blackberry Farm, excl. season passes Events 59,700 Events hosted by the city or other groups in city parks and facilities (including Senior Center events) Sports Center 36,200 Membership classes/activities at the Sports Center (excludes registered classes)1 Sports Center membership Total number of memberships for the year was 1,980. Sports Center Tennis Club membership was 380. Golf Course 25,600 Rounds of golf or foot golf Youth Classes/Programs 10,200 Registered classes of all types, including aquatics and sports Teen Classes/Programs 7,100 Registered and drop-in teen activities of all types Adult Classes/Programs 2,000 Registered classes of all types, excluding senior classes Senior Center 5,800 Senior Center classes, drop-in classes, and ﬁ eld trips2 Senior Center Volunteers 200 208 volunteers provided more than 25,000 hours of service Athletic Groups 5,100 Participants in sports leagues that use city ﬁ elds or joint use ﬁ elds (88% youth sport teams) Youth Camps 5,000 Youth camps of all types, including sports, arts, nature, etc. Also includes Extended Care. McClellan Ranch Preserve 13,700 Activities at McClellan Ranch or led by McClellan Staff excluding classes & camps3 TOTALS 347,500 TABLE B-2: PARTICIPATION IN CITY PROGRAMS (ROUNDED TO NEAREST 100) Note: These estimates are derived from data from January 2016 through September 2017 and represents the 12 months that provided the most current complete information. Data counts represent a mix of visits, registered participants, facility users, estimated use, and other counts. 1 Data for similar activities or the same location may be presented in more than one category, due to how participation is tracked. For example, “Sports Center” ﬁ gures include member classes held at the Sports Center, but not registered classes held there, such as tennis lessons, which are shown in the appropriate Classes & Programs category instead. 2 Data not available for usage resulting from Senior Center drop-in participants. 3 Excludes activity by nonproﬁ ts housed at McClellan Ranch Preserve such as Rolling Hills 4-H and Santa Clara Valley Audubon Society. B-10 RECREATION PROGRAMS OVERVIEW | cupertino parks and recreation system master plan POTENTIAL FUNDING SOURCESCOMMUNITY ENGAGEMENT METHODOLOGY C B-12 COMMUNITY ENGAGEMENT METHODOLOGY | cupertino parks and recreation system master B-1B-1B-1B-1111B-11111B-B 1222222 CCOMCOMOMMCMOMUNMMUNMUNMUMNITYITYITY ENENENNGAGGAGGAGGAGEMEEMEEMEEMENTNT NT METMMETMEHODHODHODODOLOOLOOLOOOLOOLOOLOGYGYGGY |||||||cucupcuppcupcupcuppertertrterterterterinoinnoinoiinoino papapapaparksrksrrksrksrks ananaananadrdd rd recrecrcecrecrcreateaeateateiononionion syysysystestestestemmmmm mm mastaastastereer er cupertino parks and recreation system master plan | APPENDIX C C-1 introduction From Spring 2016 through 2018, the City of Cupertino collected comments from community members and stakeholders to shape the Parks and Recreation System Master Plan. This appendix provides details on the advisory groups involved in the Master Plan process, as well as the types of outreach activities conducted. key groups participation Four groups provided ongoing guidance for the Master Plan: • City Council: City Council received periodic project updates and provided policy-level guidance on several key elements of the Master Plan, including plan goals, system- wide and speciﬁ c recommendations, project priorities, and implementation strategies. • The Parks and Recreation Commission (PRC): The PRC met 18 times to provide guidance and serve as a forum for public input throughout the process, including two special Commission meetings that hosted community workshops. The PRC received regular project updates and presentations of key ﬁ ndings throughout all phases of the Master Plan development. The PRC was actively involved in the planning process and provided guidance on all aspects of the plan, including preliminary research, parks and facilities inventory, community engagement results, recreation programs analysis, vision/ mission/goals of the plan, community needs and opportunities, potential “big moves” and major facility recommendations, site- speciﬁ c recommendations, project priorities and prioritization criteria, Memorial Park concepts, costs/funding, and the elements of the Draft Plan. • Master Plan Advisory Group: The Master Plan Advisory Group was created to advise the Project Team throughout plan COMMUNITY ENGAGEMENT METHODOLOGY C C-2 COMMUNITY ENGAGEMENT METHODOLOGY | cupertino parks and recreation system master development and help ensure the Master Plan reﬂ ected the diverse needs of the community. Members from 18 groups representing diff erent recreation and community interests were involved to provide guidance, insight and expertise about the local community. The insights of the Master Plan Advisory Group were shared with the Parks and Recreation Commission to support project decision- making. The Master Plan Advisory Group convened seven times between September 2017 and January 2019. • Parks and Recreation Management Team (Project Team): The Project Team was responsible for coordinating and directing the planning process, communication and coordination with City Council, the Parks and Recreation Commission and the Master Plan Advisory Group. Throughout the process, the Project Team reviewed key deliverables, coordinated public outreach activities, and provided updates about the development of the Master Plan to City Council, the PRC and the Master Plan Advisory Group. community engagement process To ensure that the Master Plan reﬂ ects the priorities of a diverse community, the City of Cupertino collected input from an estimated more than 2,000 residents and stakeholders through varied outreach activities: • Citywide Survey: From March 24th to July 19th, 2016, the City of Cupertino implemented a survey to collect community input on the state of the City’s parks and recreation system and potential improvements and alterations to the system in the future. The 27-question survey, available online and in paper, collected input from a total of 679 respondents. • Intercept Events: Between March and July 2016, the Master Plan was spotlighted at four “intercept” events at Cupertino’s Big Bunny Fun Run, the Earth Day & Arbor Day Festival, Cupertino Day and 4th of July Festival to raise awareness about the Master Plan process. Hundreds of community members placed stickers on display boards to “vote” for desired recreation amenities, programs and facilities. • Teen Commission’s Teen Center Survey: To evaluate preferences for relocating and improving the Teen Center, a Teen Center Survey was created and distributed by the Cupertino Teen Commission from November 9, 2015, to January 8th, 2016, to teens attending Cupertino middle and high schools. Over 1,000 teens responded. (These responses are not included in the tally of about 2,000 Master Plan participants.) • Stakeholder Interviews: The City and consultant RHAA met with stakeholder groups to identify issues and ideas unique to Cupertino. Twenty-four organizations (34 people) participated, representing the following areas of interest: environmental groups, organized sports teams, non-City parks and recreation providers, public safety organizations, community service groups, Cupertino’s business community, including Cupertino hotels, and schools that off er joint use of facilities with the City. cupertino parks and recreation system master plan | APPENDIX C C-3 • Public Community Workshop: In May 2016, the Parks and Recreation Commission hosted a public community workshop to continue to receive feedback and suggestions for the improvement of the City’s existing parks, recreation facilities, and programming. • Block Leader Workshop: In June 2016, the City and RHAA conducted a workshop with approximately 25 block leaders to collect information on the current and future park and recreation system. Block leaders are community members that serve as representatives of their neighborhoods and liaisons to City residents. • Council and Community Leader Interviews: As a follow-up to the other outreach activities, the City and MIG, Inc., conducted eight interviews with 11 Council members and community leaders in April and May 2017 to gain insights from elected offi cials and key partners into planning opportunities and challenges. • Recreation Staff Focus Group: Recreation program staff met on April 18, 2017, to discuss desired community beneﬁ ts provided through recreation programs, events and drop-in activities. The visioning session included discussions about the service enhancements needed to achieve the community’s desired recreation outcomes for the future. Early input by Recreation staff was provided in December 2015 at a focused workshop. • Vision and Goals Questionnaire: Building on earlier outreach eff orts, an online and paper questionnaire was distributed between July 10 and August 9, 2017, to share key themes identiﬁ ed from preliminary outreach activities and invite feedback on the concepts related to the Master Plan vision and goals. A total of 1,206 respondents participated in the survey. • Parks and Recreation Commission/ Hosted Community Workshop: On May 17, 2018, the Parks and Recreation Commission held a work session in combination with a Community Workshop to discuss enhancement priorities for the City’s recreation facilities and receive community feedback on these priorities. Approximately 30 community members attended the workshop, which included a live polling exercise to help identify priorities for facility development and improvements and for the addition of recreation features. Session participants also provided feedback on preliminary site concepts for the renovation of Memorial Park. • Draft Plan Review Meetings: A series of meetings were held beginning in January 2019 to present and discuss the Draft Master Plan and receive public feedback. Opportunities for public input included a Community workshop, Teen Commission-hosted workshop, several City commission meetings (such as the Bicycle Pedestrian Commission, the Planning Commission and the Parks and Recreation Commission), as well as City Council reviews during several meetings. C-4 COMMUNITY ENGAGEMENT METHODOLOGY | cupertino parks and recreation system master POTENTIAL FUNDING SOURCESPARK ACCESS AND OPPORTUNITY MAPS D C-6 COMMUNITY ENGAGEMENT METHODOLOGY | cupertino parks and recreation system master CCCCCCCCCC-6CC-6CCC666666666666666CCCCCCCC-6CCC-CCC 66666666666CCCCCCCCC-CC 66666666666C-66CCCCCC-6C-6C-666666-6C-6C-6CCCCCCCCC666666666-66CCCC-6CCC-6CCC-C-C-66666666C-66CCCCCC-6CCC-666666666CC-666666C-6CCCCCCC-CC-66666666666C66CCCCC-6CC----66666-66-666CCCCCCCCCCC-6CC--666-66CC-6CCCCCCCCC----6-6C-6C-66C-66CCCCCC6666C66666CCCCCCCCCCC6C6666666CCCCCCCCCC666666CCCCCCCC6666666CCCCCCCCCC666666666CCCCCCCCCC66666666 COCCOMMMOMCOMMUNNUNMUNITYTYYYYYYITYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYYTYYYTYYY 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mmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmmasaastastasttaststastasatastaasaastastastasttaststtttaasastsasttasttsttaastastasttttsttaastasastaasasssttasttttastaaaaaaaaasasssstttastaaaaaaasssttttttaasssstttttttsssttttaastastastasastasasaststttttttttastasttttastasastttatstaasaeeeeeeereeeeeeeeeeeereeeeeeeeeeereeeer r eeeeeeeeeeeeeeeeeeeeeeeeee cupertino parks and recreation system master plan | APPENDIX D D-1C-D-1D-1 opportunity maps This appendix contains maps that support the goals, objectives and actions of the Master Plan. The ﬁ rst map (Map D-1) illustrates opportunities to foster natural systems in Cupertino. Map D-2 illustrates enhanced pedestrian and bicycle connectivity as identiﬁ ed in the City’s 2016 Bicycle Transportation Plan and the 2018 Pedestrian Transportation Plan. park access maps Maps D-3 and D-4 show the amount of accessible park acreage within a 10-minute walk for City residents. Initial versions of these maps were presented to the Parks and Recreation Commission (PRC) in August 2017. Revised versions were presented to the PRC and the City Council in September 2017. The maps were further reﬁ ned in response to input received at a joint PRC and City Council meeting in February 2018. Maps D-3 and D-4 support the implementation of two City of Cupertino policies: • Per Cupertino General Plan Policy RPC-2.4, the City of Cupertino strives to ensure that all residents have “access within a ½ mile walk of a neighborhood park or a community park with neighborhood facilities.” • In October 2017, Cupertino’s Mayor joined 134 of the nation’s mayors in launching a “10-minute walk” parks advocacy campaign in conjunction with the National Recreation and Park Association, Trust for Public Land, and Urban Land Institute. Both policies emphasize providing parks within ½ mile (which is approximately a 10-minute walk). The 10-minute walk campaign focuses on access to any park or green space, while the City’s General Plan policy calls for neighborhood-serving features or facilities. The General Plan does not deﬁ ne what is meant by “neighborhood park” and “neighborhood facilities.” PARK ACCESS & OPPORTUNITY MAPS D C-D-2D-2 PARK ACCESS & OPPORTUNITY MAPS | cupertino parks and recreation system master plan C-D-2D-2 The Park Access maps use ArcGIS Network Analyst Extension1 to illustrate areas within a ½ mile (10-minute walk) walking distance to parks. The maps highlight unserved areas zoned for residential uses. They divide residential uses into three categories to reﬂ ect diff erent population densities: • Single Family Residential (R1), Single Family Residential Cluster (R1C), and Residential Duplex (R2), which allows for residential uses with densities up to 10 dwelling units per acre. • Multiple Family Residential (R3) and Mixed Use Planned Development (P), which allows for residential uses with densities up to 20 or more dwelling units per acre. • Residential Hillside (RHS) and Agricultural Hillside, where residential densities can range from 0.1 to 2 dwelling units per acre. Map D-3: Access to All Public Park Acreage within a 10-minute Walk Map D-3 illustrates areas served with a ½-mile of all publicly-accessible, designated parks, open space and trails, including school sport ﬁ elds used as recreation space as per a joint use agreement (JUA) between the City and Cupertino 1 ArcGIS Network Analyst provides network-based spatial analysis tools. It uses a conﬁ gurable transportation network data model, allowing organizations to accurately represent their unique network requirements (e.g.: determining areas around the parks that fall within a speciﬁ ed distance from the parks along the road network rather than using a simple one-mile buffer around the parks without taking the mode of travel into consideration). Union School District. This includes City, County and Midpeninsula Regional Open Space District parks and open space; sites owned by other Districts such as Rancho Rinconada and the Santa Clara Valley Water District percolation pond; and privately-owned parks that provide public access, such as Main Street Park, and Cali Mill Plaza. Sites that count towards providing access are named on the map and labeled. These sites are within City limits or are operated by the City. Map D-3 does not include privately-owned and operated parks and recreation facilities, such as Deep Cliff Golf Course, the YMCA, schools without joint use agreements, or parks and recreation resources outside the city limits. This map illustrates where there are disparities in the amount of park acreage available to residents. The map is color-shaded to show the variation in park acreage residents can access within a ½ mile walk depending on where they live, ranging from zero to 20+ acres of park land. Because of overlapping service areas, some areas have access to more acreage than indicated. The purpose of the map is to highlight residents that do not have access to at least 3 acres of park land within ½ mile walk. Three acres is enough space to provide a play area, open lawn, seating/ picnic areas, and one or more small sports courts or other facilities to support traditional neighborhood park uses. Residential density is communicated in a ‘big picture’ manner by indicating the type of residential zoning. Residential hillside and agricultural residential zoning, which exists in the west part of the city, is very low density, with generally ~½ acre to 10 acres of land per dwelling cupertino parks and recreation system master plan | APPENDIX D D-3C-D-3D-3 unit. This low-density zoning was excluded from the color-coded park acreage mapping, except to indicate on map D-3 where there is access to park acreage in adjacent regional parks and preserves. Mixed-use zoning that could allow residential is included in the color-coded mapping. However, commercial property that faces on the west side of Wolfe Road from Highway 280 to Homestead Road was excluded. These parcels comprise three hotel sites and a shopping center and are deemed unlikely to become residential. For the same reason, commercial/offi ce property in proximity to De Anza Blvd. from Highway 280 to Alves Drive was excluded from the analysis. This area contains offi ce and commercial uses, including Inﬁ nite Loop, which are deemed unlikely to become residential within the 20-year planning horizon of this document. Map D-4: Access to Neighborhood-Serving Park Acreage within a 10-minute Walk This map is similar to map D-3 but focuses on access to neighborhood-serving park acreage that meet the six criteria listed below. This map illustrates where there are disparities in the amount of neighborhood-serving park acreage available for residents. The low-density residential and the commercial/offi ce parcels excluded on Map D-3 are also excluded on Map D-4. Map D-4 focuses shows ½-mile access to all neighborhood parks in the City designed to serve surrounding residents with at least three recreation uses. For purposes of this map, qualifying “neighborhood-serving” sites must be: 1) City-owned or designated for public access; 2) Neighborhood parks or other types of parks that meet neighborhood needs; 3) Open year-round and accessible during regular park hours; 4) Located in the City; 5) Not designed to provide County-wide or regional service; and 6) Able to provide a minimum of three unrestricted, self-directed recreation uses. For this ﬁ nal criterion, “unrestricted” uses means that no permit, reservation or membership is required to participate. “Self-directed uses” means that the facilities are available for drop- in participation and do not require advance scheduling nor staff leadership (as do events, programs or classes). Examples of park elements that support self-directed uses include seating, playgrounds, looped walking paths, drop-in tennis courts, drop-in basketball courts, picnicking, turf areas for play, and similar amenities that can be freely enjoyed and serve casual daily neighborhood use. Based on these criteria, this map excludes trail corridors, County parks and regional open space, private park and recreation facilities, and several specialized or small City parks, such as the Mary Avenue Dog Park and Little Rancho Park. It also excludes schools with and without joint use agreements, and parks and recreation resources outside the city limits. Note: Map D-4 also excludes the Rancho Rinconada pool and recreation facility, which is managed by its Park & Recreation District for local use. Excluding Rancho Rinconada makes is easier to see where District residents are served by City parks as well as that site. C-D-4D-4 PARK ACCESS & OPPORTUNITY MAPS | cupertino parks and recreation system master plan Park and Open Spaces Natural Resource Areas Open Space Preserves City Parks Base Map Features Cupertino City Boundary Railroad Cupertino Sphere of Inuence * Opportunities for Natural Corridor Enhancement Creeks/Riparian Enhancements Pollinator Pathways Park Forest Pollinator Gardens Creeks and Channels Water Bodies Note: * per Local Agency Formation Commission 0 1,000 2,000 3,000 4,000 5,000 Feet Map D-1: Opportunity to Foster Natural Systems Parks & Recreation System Master Plan Sources: City of Cupertino and Santa Clara County, 2017. Non-City Parks Schools and Colleges Cemetery Habitats Rural Residential/Oak Woodland Mixed Oak Woodland Intermittent Urban Tree Canopy June 2019 SARATOGA SAN JOSE SUNNYVALE LOS ALTOS SANTA CLARA Stevens Creek Reservoir SAN JOSE StevensCreek Quarry Lehigh PermanenteQuarry and Cement CUPERTINOCUPERTINO Stevens Creek to BayCalabazas Creek to BayFoothills to BaySAN JOSE SANTA CLARA LOS GATOS CUPERTINO REGIONAL HABITAT CONNECTIONS Monte Bello, Saratoga Gap, & El Sereno Open Space Preserves Fremont Older Open Space Preserve San Francisco Bay National Wildlife Refuge Mission Peak Regional Preserve Almaden Quicksilver County ParkSaratoga CreekRodeo CreekPermanete CreekPr o s p e c t C r e e kRegnart Cree k Junipero Serra Channel Swiss Creek Heney CreeksSunnyvale East ChannelMontebello Creek CreekSaratogaCalabazas CreekStevens Creek SARATOGA SAN JOSE SUNNYVALE LOS ALTOS SANTA CLARA Stevens Creek Reservoir SAN JOSE Homestead Rd Lawrence ExpwyStelling RdCox Ave Stevens Creek Blvd McClellan Rd Bubb RdS t e v en s C an yon RdFoothill BlvdFo o t h i l l E x p w y Pierce RdSaratoga Sunnyvale RdSunnyvale Saratoga RdDe Anza BlvdQuito RdBlaney AveWolfe RdMiller AveBollinger Rd Rainbow Dr Prospect Rd Kennedy MiddleSchool Hyde MiddleSchool CollinsElementary EatonElementary FariaElementary LincolnElementary RegnartElementary Garden GateElementary Stevens CreekElementary De AnzaCollege StevensCreekCounty Park Fremont OlderOpen SpacePreservePicchetti RanchOpen SpacePreserve RanchoSan AntonioCounty ParkRanchoSan AntonioOpen SpacePreserve StevensCreekCounty Park Deep CliGolf Course CupertinoHigh School HomesteadHigh School LawsonMiddleSchool MontaVistaHighSchool RanchoRinconada CivicPark CupertinoLibrary Cali MillPlaza SedgwickElementary TownSquare Main StreetPark SCVWDPercolationPond Cupertino CityCenter Park City Hall Blackberry Farm Park MemorialPark CreeksidePark LindaVistaPark Blackberry FarmGolf Course Varian Park Jollyman Park WilsonPark Hoover Park PortalPark Stocklmeir Ranch LibraryField Sports Centerand Teen Center Three OaksPark Monta Vista RecreationCenter & Park McClellanRanch West SomersetPark Franco Park Mary AveDog ParkCanyonOakPark LittleRanchoPark SterlingBarnhart ParkMcClellanRanch Preserve QuinlanCommunityCenter Community Hall Senior Center Calabazas CreekSaratoga CreekRodeo CreekPermanente CreekPr o s p e c t C r e e k Junipero Serra Channel Swiss Creek Heney CreeksSunnyvale East ChannelMontebello Creek CreekSaratogaRegnart CreekStevens CreekPark and Recreation Facilities Cupertino Parks and Recreation Facilities Community Parks Large Neighborhood Parks Small Neighborhood Parks Special Use Sites Other Recreation Resources Local Parks Open to Public County Parks & Regional Open Space Preserves Schools and Colleges Base Map Features Cupertino City Boundary Cupertino Sphere of Inuence * Railroad Creeks and Channels Water Bodies Note: * per Local Agency Formation Commission 0 1,000 2,000 3,000 4,000 5,000 Feet Map D-2: Opportunity to Enhance Pedestrian and Bike Connectivity Parks & Recreation System Master Plan Sources: City of Cupertino and Santa Clara County, 2017. Recreation Centers/Fields Recreation Centers/Facilities Other Facilities School Sport Fields Managed by City Other Park/Open Space Trails Key Opportunities Bicycle and Pedestrian Facilities Existing Proposed Class I Path and Trails Class II Bike Lanes and Class III Routes or Boulevards Class IV Protected Bikeway Golf Course January 2019 SARATOGA SAN JOSE SUNNYVALE LOS ALTOS SANTA CLARA Stevens Creek Reservoir SAN JOSE Homestead Rd Lawrence ExpwyStelling RdStevens Creek Blvd McClellan Rd Bubb RdS t e v en s C an y on RdFoothill BlvdFo o t h i l l E x p w y Pierce RdSaratoga Sunnyvale RdSunnyvale Saratoga RdDe Anza BlvdQuito RdBlaney AveWolfe RdMiller AveBollinger Rd Prospect Rd Franco Park Blackberry Farm Park MemorialPark Kennedy MiddleSchool CreeksidePark Hyde MiddleSchool LindaVistaPark Blackberry FarmGolf Course CollinsElementary EatonElementary FariaElementary Varian Park RegnartElementary Jollyman Park WilsonPark Hoover Park Garden GateElementary Stevens CreekElementary PortalPark StocklmeirRanch Three OaksPark Monta Vista RecreationCenter & Park SomersetPark Mary AveDog ParkCanyonOakPark LittleRanchoPark SterlingBarnhartPark StevensCreekCounty Park Fremont OlderOpen SpacePreservePicchetti RanchOpen SpacePreserve RanchoSan AntonioCounty Park Don Burnett Bridge & TrailSaratoga Creek TrailRanchoSan AntonioOpen SpacePreserve StevensCreekCounty Park McClellanRanch Preserve RanchoRinconada CivicPark Cali MillPlaza TownSquare Main StreetPark SCVWDPercolationPond Cupertino CityCenter Park City Hall LincolnElementary Sports Center McClellanRanch West Civic Center& Library Field Calabazas CreekSaratoga CreekRodeo CreekPermanente CreekPr o s p e c t C r e e k Junipero Serra Channel Swiss Creek Heney CreeksSunnyvale East ChannelMontebello Creek CreekSaratogaRegnart CreekStevens CreekRecreation Centers/Fields Recreation Centers/Facilities Other Facilities Parks & Recreation System Master Plan Base Map Features Cupertino City Boundary Cupertino Sphere of Inuence * Railroad Creeks and Channels Water Bodies Note: * per Local Agency Formation Commission June 2019 0 0.25 0.5 0.75 1 1.25 1.50.125 Miles Sources: City of Cupertino and Santa Clara County, 2017. Schools and Colleges Golf Course (Private Ownership) Other Recreation Resources Local Parks Open to Public County Parks & Regional Open Space Preserves Shared-Use Paths Cupertino Parks and Trails Community Parks Large Neighborhood Parks Small Neighborhood Parks Special Use Sites School Fields Managed by City Map D-3: Access to All Public Park Acreage within a 10-minute walk Accessible Acreage 10-Minute Walking Distance by Park Size in Acres 0.3 - 1.0 0 1.1 - 3.0 3.1 - 5.0 5.1 - 10 11 - 15 20+ Residential Zoning Mixed-Use Development / Multi-Family Residential Single Family Residential / Duplex Residential Hillside / Agricultural Residential SARATOGA SAN JOSE SUNNYVALE LOS ALTOS SANTA CLARA SAN JOSE Homestead Rd Lawrence ExpwyStelling RdStevens Creek Blvd McClellan Rd Bubb RdS t e v en s C a n y on R d Foothill BlvdFo o t h i l l E x p w y Pierce RdSaratoga Sunnyvale RdSunnyvale Saratoga RdDe Anza BlvdQuito RdBlaney AveWolfe RdMiller AveBollinger Rd Prospect Rd McClellanRanch Preserve Blackberry Farm Park MemorialPark CreeksidePark LindaVistaPark Varian Park Jollyman Park WilsonPark Hoover Park PortalPark Three OaksPark SomersetPark Franco Park SterlingBarnhartPark Main StreetPark Monta Vista RecreationCenter & Park McClellanRanch West Civic Center& Library Field Calabazas CreekSaratoga CreekRodeo CreekPermanente CreekPr o s p e c t C r e e k Junipero Serra Channel Swiss Creek Heney CreeksSunnyvale East ChannelMontebello Creek CreekSaratogaRegnart CreekStevens CreekRecreation Centers/Fields Recreation Centers/Facilities Other Facilities Parks & Recreation System Master Plan Base Map Features Cupertino City Boundary Cupertino Sphere of Inuence * Railroad Creeks and Channels Water Bodies Note: * per Local Agency Formation Commission June 2019 0 0.25 0.5 0.75 1 1.25 1.50.125 Miles Sources: City of Cupertino and Santa Clara County, 2017. Schools and Colleges Golf Course (Private Ownership) Other Recreation Resources Local Parks Open to Public Map D-4: Access to Neighborhood- Serving Park Acreage within a 10-minute Walk Accessible Acreage 10-Minute Walking Distance by Park Size in Acres 0.3 - 1.0 0 1.1 - 3.0 3.1 - 5.0 5.1 - 10 11 - 15 20+ Residential Zoning Mixed-Use Development / Multi-Family Residential Single Family Residential / Duplex Residential Hillside / Agricultural Residential County Parks & Regional Open Space Preserves Shared-Use Paths Cupertino Parks and Trails Community Parks Large Neighborhood Parks Small Neighborhood Parks Special Use Sites School Fields Managed by City PARK SITE OVERVIEWS E cupertino parks and recreation system master plan | APPENDIX E E-1 introduction There are a variety of opportunities for enhancing and developing parks and facilities to achieve community goals for Cupertino’s park and recreation system. This Appendix provides an overview of city park sites with a description, focus, recent and planned improvements, and short and longer term opportunities. A page for each park notes the address and includes an aerial view and photographs. A brief description provides summary information. The park focus identiﬁ es the park’s primary function. The recent and planned improvements narrative provides context for potential site enhancement opportunities. For recently built or recently renovated parks, near-term opportunities emphasize sustaining existing uses and maintaining the facilities with some opportunities for diversifying recreation options. For older parks and facilities that have not been recently updated, potential site enhancements usually include more extensive opportunities. These opportunities are also listed by park in Appendix F, Table F-1: Site Opportunities for Parks & School Fields Managed by City. park sites This appendix includes site opportunities for the parks listed below. • Canyon Oak Park • Civic Center – including Civic Center Plaza, and Library Field • Creekside Park • Franco Park • Hoover Park • Jollyman Park • Little Rancho Park • Linda Vista Park • Mary Avenue Dog Park • Memorial Park • Monta Vista Park & Recreation Center • Portal Park • Somerset Park • Sterling Barnhart Park • Stevens Creek Corridor Park – including Blackberry Farm Golf Course, Blackberry Farm Park, and McClellan Ranch Preserve/McClellan Ranch West • Three Oaks Park • Varian Park • Wilson Park A citywide map is included on the next page to provide an overview of park locations. This is “Map 1” from Chapter 1 of the Master Plan, and is reproduced here for convenience. PARK SITE OVERVIEWS E E-2 SITE-SPECIFIC OPPORTUNITIES|cupertino parks and recreation system master plan CalabazasParkWestwoodOaks ParkMurdockParkRainbowParkSaratogaCreek ParkMaywoodParkJennyStrandParkJohnMiseParkGrantParkOrtegaParkSerraParkRaynorParkSARATOGASAN JOSESUNNYVALELOS ALTOSSANTACLARAStevensCreekReservoirSAN JOSEHomestead RdLawrence ExpwyStelling RdStevens Creek BlvdMcClellan RdBubb RdSteven s C a n y o n R dFoothill BlvdFoothill ExpwyPierce RdSaratoga Sunnyvale RdSunnyvale Saratoga RdDe Anza BlvdQuito RdBlaney AveWolfe RdMiller AveBollinger RdRainbow DrProspect RdBlackberry Farm ParkMemorialParkKennedy MiddleSchoolCreeksideParkHyde MiddleSchoolLindaVistaParkBlackberry FarmGolf CourseCollinsElementaryEatonElementaryFariaElementaryVarian ParkLincolnElementaryRegnartElementaryJollyman ParkWilsonParkHoover ParkGarden GateElementaryStevens CreekElementaryPortalParkStocklmeirRanchLibraryFieldSports CenterThree OaksParkMonta Vista RecreationCenter & ParkMcClellanRanch WestSomersetParkFranco ParkMary AveDog ParkCanyonOakParkLittleRanchoParkSterlingBarnhartParkCommunity HallDe AnzaCollegeStevensCreekCounty ParkFremont OlderOpen SpacePreservePicchetti RanchOpen SpacePreserveRanchoSan AntonioCounty ParkRanchoSan AntonioOpen SpacePreserveStevensCreekCounty ParkDeep CliffGolf CourseCupertinoHigh SchoolHomesteadHigh SchoolLawsonMiddleSchoolMontaVistaHighSchoolMcClellanRanch PreserveRanchoRinconada CivicParkCupertinoLibraryCali MillPlazaSedgwickElementaryTownSquareMain StreetParkSCVWDPercolationPondCupertino CityCenter ParkCity HallLynbrookHigh SchoolMillerMiddleSchoolCupertinoMiddleSchoolArchbishopMitty HighSchoolWest ValleyElementaryNimitzElementary DilworthElementaryMeyerholzElementaryMurdock-PortalElementaryDe VargasElementaryEisenhowerElementaryStocklmeirElementaryCalabazas CreekSaratoga CreekRodeo CreekPermanente CreekProspect CreekJunipero Serra ChannelSwiss CreekHeney CreeksSunnyvale East ChannelMontebello Creek CreekSaratogaRegnart CreekStevens CreekRecreation Centers/FieldsRecreation Centers/FacilitiesOther FacilitiesParks & RecreationSystem Master PlanBase Map FeaturesCupertino City BoundaryCupertino Sphere of Influence *RailroadCreeks and ChannelsWater BodiesNote: * per Local Agency Formation CommissionFebruary 20180 0.25 0.5 0.75 1 1.25 1.50.125MilesSources: City of Cupertino and Santa Clara County, 2017.Schools and CollegesGolf Course (private ownership)Other Recreation ResourcesLocal Parks Open to PublicCounty Parks & Regional Open Space PreservesShared-Use PathsCupertino Parks and TrailsCommunity ParksLarge Neighborhood ParksSmall Neighborhood ParksSpecial Use SitesSchool Fields Managed by CityMap 1: Existing Parks, Open Space and Recreation Resources cupertino parks and recreation system master plan |APPENDIX E E-3 CANYON OAK PARK CANYON OAK WAY, BETWEEN 21140 AND 21150 Description Constructed the early 2000’s, this 0.6-acre park provides play equipment, seating and a small lawn area. It enjoys a view to extensive open space. FOCUS Play node for local use. RECENT/PLANNED IMPROVEMENTS No currently planned improvements. SITE ENHANCEMENT OPPORTUNITIES Short & Longer Term ▪Maintain orientation to the view of open space. Sustain existing uses.CANYON OAK WAYCANYON OAK WAY►NN E-4 SITE-SPECIFIC OPPORTUNITIES|cupertino parks and recreation system master plan ADJACENT TO 10800 TORRE AVE, AT TORRE AVE AND PACIFICA DRIVE Description This 3-acre area is adjacent to the Cupertino Library and Civic Center. It is currently used by both youth cricket and youth volleyball teams for sports activities, and hosts occasional special events. Its east side is bordered by Regnart Creek. FOCUS Multi-use civic area for green space, recreation, and gatherings. RECENT/PLANNED IMPROVEMENTS A storage area for sports equipment was installed in 2107. A design for a trail along Regnart Creek is in preparation. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Sustain existing uses pending decision on implementation of Civic Center Master Plan and cricket ﬁ eld long-term location. ▪Consider creating a separate parcel for Library Field and rezoning it as PR zoning (park and recreation). Longer Term ▪Consider the addition of major facilities, relocation of cricket ﬁ eld if a better site is identiﬁ ed, and long- term options as civic center-related space or permanent green space. ▪Consider whether adjacent parking can be put underground to expand Library Field and green space. CIVIC CENTER ─ LIBRARY FIELD PACIFICA DRPACIFICA DRTORRE AVETORRE AVE►NN cupertino parks and recreation system master plan |APPENDIX E E-5 CIVIC CENTER ─ PLAZA 10350 TORRE AVENUE Description The civic center plaza was renovated in 2004 as part of construction of the new Library and Community Hall. The site forms the heart of the city’s civic center. The one-acre plaza hosts a popular interactive fountain. It also off ers benches, landscaping, wiﬁ availability, and hosts annual community events such as Earth & Arbor Day and the springtime Big Bunny 5K & Kids Fun Run. FOCUS Multi-use civic space for gathering and programming. SITE ENHANCEMENT OPPORTUNITIES Short & Longer Term ▪Sustain existing uses in the short term. ▪Evaluate Civic Center Master Plan in relation to major new facility discussions to clarify use of Civic Center, and adjacent areas.TORRE AVETORRE AVE►NN COMMUNITY HALLCOMMUNITY HALL RECENT/PLANNED IMPROVEMENTS Adjacent landscaping at City Hall was renovated in 2017 for turf reduction and to showcase drought-tolerant plantings. The interactive fountain was re-opened in 2017. CUPERTINO LIBRARYCUPERTINO LIBRARY E-6 SITE-SPECIFIC OPPORTUNITIES|cupertino parks and recreation system master plan CREEKSIDE PARK 10455 MILLER AVENUE, AT PHIL LANE Description This 13-acre site off ers 3 tournament-quality sport ﬁ elds, 2 basketball hoops, 2 playgrounds, family picnicking with barbeques, restrooms, and a recreation building whose community room can be rented. Creekside Park is a popular venue for youth soccer and it currently hosts a weekly Farmers Market. The park can be accessed from Miller Avenue, and by pedestrians and cyclists via a bridge over Calabazas Creek. It is the site of the former Fremont Older School and was extensively improved with park amenities in 1997. FOCUS Neighborhood recreation and sports hub. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Consider adding nature play and/or inclusive play elements to the existing play area. ▪Consider other enhancements to outdoor recreation diversity. ▪Evaluate opportunities to enhance the recreation building and reactivate or repurpose the concession area. ▪Sustain existing uses. Longer Term ▪Coordinate with results of Public Works’ Facility Condition and Use Assessment to modify the recreation building as needed. ▪Refresh sports ﬁ elds to maintain site use as a sports hub. Consider artiﬁ cial turf or other enhancements to increase the playing capacity. ▪Consider adding a full basketball court, other sports courts, and diverse recreation elements to support sports and active uses. ▪Provide trailhead amenities and connections to off-street trail and proposed buffered bike lane.MILLER AVEMILLER AVERECENT/PLANNED IMPROVEMENTS The restrooms were renovated in 2018. Unused turf was recently replaced with drought-tolerant plants and drip irrigation.►NN cupertino parks and recreation system master plan |APPENDIX E E-7 FRANCO PARK 10981 FRANCO COURT, AT HOMESTEAD ROAD Description Cupertino’s Franco Park opened in January 2011. This 0.6-acre neighborhood park includes picnic tables and seating, as well as playground equipment with safety surfacing and a perimeter fence to separate the park from adjacent streets. FOCUS Neighborhood park. RECENT/PLANNED IMPROVEMENTS No currently planned improvements. Park is less than 10 years old. SITE ENHANCEMENT OPPORTUNITIES Short & Longer Term ▪Sustain existing uses. ▪Consider adding shade and small group seating area. ▪Improve pedestrian and bicycle access from Franco Court. ▪Evaluate possible on-street parking and crosswalk to Franco Court access point. FRANCO CTFRANCO CT HOMESTEAD RDHOMESTEAD RD►NN E-8 SITE-SPECIFIC OPPORTUNITIES|cupertino parks and recreation system master plan HOOVER PARK LEEDS AVENUE AND DONEGAL DRIVE, NEAR PRIMROSE WAY Description Hoover Park is a 5-acre site built in 1987 that off ers 2 sport ﬁ elds, 2 playgrounds for elementary and pre-school age children, basketball hoop, and family picnicking. FOCUS Neighborhood park and recreation and sports space. RECENT/PLANNED IMPROVEMENTS No currently planned improvements. Within the last 5 years, new benches and picnic tables were installed, trees were planted around the play structure and a walkway to it added, drought tolerant plantings and drip irrigation installed, as well as trees and more effi cient irrigation. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Sustain existing uses. Longer Term ▪Consider adding a community garden and diverse recreation elements. ▪Consider providing a larger/ full-size basketball court. ▪Consider a looped walking path and restrooms.LEEDS AVELEEDS AVE ►NN cupertino parks and recreation system master plan |APPENDIX E E-9 JOLLYMAN PARK 1000 SOUTH STELLING ROAD, NEAR CARRIAGE CIRCLE Description Constructed in the early 1990’s, this 11.2-acre park off ers soccer play, baseball ﬁ eld with batting cage, 2 playground areas, a basketball hoop, turf areas, family picnic areas with barbeques, restrooms and a walking loop. FOCUS Neighborhood and community hub for sports, recreation programs and activities. RECENT/PLANNED IMPROVEMENTS Accessibility upgrades were added in 2018 at the north playground plus a walkway to the south playground from Stelling Road. A drinking fountain with water bottle ﬁ ller was also added in 2018. An inclusive playground project is being proposed in association with a recent grant award. Benches were recently added, the fence at Stelling Road entry replaced and extended, and trees planted in the southwest part of the site. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Pursue adding an all-inclusive play area, grouped seating, a picnic shelter, continuous all-weather loop path (that includes the east part of the park), and neighborhood-serving event utilities and infrastructure. ▪Sustain existing uses. ▪Respond to community request for trial off-leash dog area. Longer Term ▪Consider additional diverse amenities, such as outdoor ﬁ tness equipment/parcourse or a full-size basketball court. ▪Provide connections to bikeway improvements on Stelling Rd. ▪Consider for location of development of major new facilities. DE FOE DR DE FOE DR DUMAS DRDUMAS DRS STELLING RD S STELLING RD ►NN E-10 SITE-SPECIFIC OPPORTUNITIES|cupertino parks and recreation system master plan LINDA VISTA PARK 11111 LINDA VISTA DRIVE, NEAR COLUMBUS AVENUE Description This 11-acre park site includes a reservable large group picnic/barbecue area, two playground areas (pre-school and elementary), a ﬁ tness station, restrooms, and an extensive turf area. It was acquired in 1968 and renovated to its current conﬁ guration in 1986. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Select design concept to repair or repurpose the inactive ponds. Sustain existing uses. Longer Term ▪Repair or renovate the ponds (per 2014 technical report). ▪Consider adding neighborhood- serving event utilities and infrastructure, a picnic shelter or pavilion, a destination nature play and/or water play area, and diverse recreation elements, potentially including adventure and challenge elements. ▪Consider a community garden or demonstration, healing or rain garden. ▪Provide trailhead amenities and connections to the proposed off-street trail. Consider installing outdoor exercise equipment in addition to, or as replacement for, existing parcourse equipment. ►►NNDEEP CLIFF GOLF COURSEDEEP CLIFF GOLF COURSELINDA VISTA DRIVELINDA VISTA DRIVE FOCUS Neighborhood and community hub for picnicking and nature-based recreation. RECENT/PLANNED IMPROVEMENTS No currently planned improvements. cupertino parks and recreation system master plan |APPENDIX E E-11 23635 OAK VALLEY ROAD Description Constructed in the early 2000’s, this 0.3-acre park serves its neighbors with play equipment, benches and landscaping. FOCUS Play node for local use. RECENT/PLANNED IMPROVEMENTS No currently planned improvements. SITE ENHANCEMENT OPPORTUNITIES Short & Longer Term ▪Sustain existing uses. LITTLE RANCHO PARK OAK VALLEY ROADOAK VALLEY ROAD ►NN E-12 SITE-SPECIFIC OPPORTUNITIES|cupertino parks and recreation system master plan MARY AVE DOG PARK 10309 MARY AVENUE Description Opened in early 2014, Mary Avenue Dog Park is Cupertino’s ﬁ rst park designed for off -leash dogs. This 0.5-acre site provides a fenced areas for large and small dogs, benches, and a dog drinking fountain. FOCUS Dog park and gathering site for dog owners/ friends. RECENT/PLANNED IMPROVEMENTS No currently planned improvements. In the last 2 years, trees were planted, picnic tables added, and new trash/recycling receptacles installed. SITE ENHANCEMENT OPPORTUNITIES Short & Longer Term ▪Enhance existing use. ▪Consider adding shade, varied terrain, small group seating areas, dog amenities (such as dog agility features). MARY AVEMARY AVE ►NN cupertino parks and recreation system master plan |APPENDIX E E-13 MEMORIAL PARK 21251 STEVENS CREEK BOULEVARD Description Memorial Park was originally constructed in the early and mid 1970’s. Additional elements have been added since, such as the Veterans Memorial in 2007. Memorial Park is the city’s largest park, with 22 acres (including the Senior and Quinlan Community centers). It off ers 6 lighted tennis courts, a lighted baseball ﬁ eld, an outdoor amphitheater and stage, walking paths, reservable group picnicking, 2 playgrounds, restrooms, and lawn areas. Memorial Park hosts the city’s large outdoor events such as the Cherry Blossom, Kids ‘N Fun, and Diwali festivals. The amphitheater is home to annual Shakespeare in the Park, Summer Concert series, and Cinema at Sundown events. FOCUS Community hub and multi-use, civic- focused event space. RECENT/PLANNED IMPROVEMENTS The tennis courts were resurfaced in 2017. Landscaping in front of Quinlan was renovated in 2018 with drought tolerant planting and drip irrigation. A capital project to develop a master plan and design concept for Memorial Park improvements is funded.STEVENS CREEK BLVDSTEVENS CREEK BLVDANTON WAYANTON WAYALVES DRALVES DRCHRISTENSEN DRCHRISTENSEN DR►NNSPORTSSPORTS CENTERCENTER SENIOR SENIOR CENTERCENTER QUINLAN QUINLAN COMMUNITY COMMUNITY CENTERCENTER E-14 SITE-SPECIFIC OPPORTUNITIES|cupertino parks and recreation system master plan SITE ENHANCEMENT OPPORTUNITIES Immediate ▪Engage the public in developing a site master plan for Memorial Park as a community hub and multi-use, civic- focused event space. Include the presence of the Quinlan Community, Senior, and Sports centers in planning Memorial Park as a community space. ▪Consider repurposing the inactive pond, renovating the amphitheater, adding walking path improvements and playable water feature, enhancing the tree canopy, integrating natural features, and renovating, adding and/ or expanding recreation facilities to enhance indoor and outdoor event space, community gathering space, active/healthy recreation uses and play opportunities. ▪Clarify the role of memorials at this site, addressing opportunities to make a community-building statement and/ or tribute to community cohesiveness. Short Term ▪Implement Phase 1 improvements in the pond/amphitheater area. ▪Consider nature integration, shade, ADA accessibility, pathway and seating improvements, pond re-purposing, and other elements consistent with the site master plan process. Longer Term ▪Phase in additional improvements, including improvements to existing facilities, based on the site master plan, and the addition of recreation opportunities. Pending the site master plan, this may potentially include major facilities (such as an aquatic facility, gymnasium/recreation center, senior center expansion and/or a potential performing/ﬁ ne arts center) at this site, or as an expansion of an adjacent recreation building that would affect this site (Sports Center, Senior Center e.g.), as well as the addition or repurposing of facilities. ▪Provide connections to proposed trails, bike lanes and bike routes. cupertino parks and recreation system master plan |APPENDIX E E-15 MONTA VISTA PARK & RECREATION CENTER 22601 VOSS AVENUE, AT SOUTH FOOTHILL BOULEVARD Description The site of a former elementary school, Monta Vista Park and Recreation Center was acquired by the City and renovated as a park in 1982. Additional improvements to the softball area occurred in 1993. This 6.2-acre park off ers a 2-building recreation center including restrooms, two tennis courts, 2 softball ﬁ elds and a batting cage, turf areas, play equipment, and family picnicking. A preschool and gymnastics/martial arts programs are currently hosted at this site, as is girls’ softball. FOCUS Neighborhood recreation and sports hub. RECENT/PLANNED IMPROVEMENTS The tennis courts were resurfaced in 2017. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Consider temporary options to expand play opportunities near the preschool. ▪Consider restriping tennis court(s) to share for pickleball. ▪In conjunction with major facility business plans, explore opportunities to relocate or expand the gymnastics/martial arts & preschool programs to other facilities. ▪Sustain existing uses. Longer Term ▪Address renovation or replacement of the existing multi-use and preschool buildings based on major facility recommendations and in coordination with Public Works’ Facility Condition and Use Assessment. ▪Consider adding a basketball court, picnic shelter, neighborhood-serving event utilities and infrastructure, and other diverse recreation elements. ▪Provide connections to proposed buffered bikeway. REE VOSS AVEVOSS AVE S FOOTHILL BLVDS FOOTHILL BLVDWOODRIDGE CTWOODRIDGE CT ►NN E-16 SITE-SPECIFIC OPPORTUNITIES|cupertino parks and recreation system master plan PORTAL PARK 10225 NORTH PORTAL AVENUE, NEAR AMHERST DRIVE Description Portal Park, designed in the late 1960’s, is one of the city’s oldest. Portal Park with its 3.8 acres off ers a reservable group picnic area, 2 playgrounds, rolling turf, a recreation building and restrooms. The play areas were renovated in 2002-03. This site borders L.P. Collins Elementary School. FOCUS Neighborhood park and gathering space. RECENT/PLANNED IMPROVEMENTS No currently planned improvements. The concrete area behind the recreation building was recently improved. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Improve walkway lighting and signage. ▪Explore options to share adjacent school parking. ▪Sustain existing uses. Longer Term ▪Consider adding shading to the picnic area, grouped seating, nature play area and/or inclusive play elements, and diverse recreation elements, such as badminton, bocce/ lawn bowling, and/or games to support small group gatherings. ▪Improve connections to the adjacent school. ▪Re-evaluate the location and use of the recreation building, considering relocating the building or the preschool-age and child programming or adding indoor restrooms, and in coordination with Public Works’ Facility Condition and Use Assessment. ▪Provide connections to the proposed bike boulevard and adjacent neighborhoods. N PORTAL AVE N PORTAL AVE ►NN cupertino parks and recreation system master plan |APPENDIX E E-17 10798 STOKES AVENUE AT NORTHERLY TERMINUS Description Somerset Park was constructed in the early 1970’s and renovated in 1996. Somerset Park’s neighborhood enjoys its 1.7 acres of picnic area, playground, basketball hoop, trees and lawn space. FOCUS Neighborhood park. RECENT/PLANNED IMPROVEMENTS No currently planned improvements. Trees and planting were recently added throughout the park. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Sustain existing uses. Longer Term ▪Consider adding a community garden, dog area, and/ or larger basketball area or other amenities. ▪Provide trailhead amenities and connections to the De Anza Trail if it is implemented. SOMERSET PARK STOKES AVESTOKES AVE ►NN E-18 SITE-SPECIFIC OPPORTUNITIES|cupertino parks and recreation system master plan 10486 STERLING BOULEVARD Description Sterling Barnhart Park is one of the city’s newer parks and was dedicated in August 2010. This 0.5 acre site provides playground equipment, picnicking, game table, benches, and plantings which include California native species. This site is bordered by Saratoga Creek, and off ers pedestrian-bicycle access to Saratoga Creek Trail on the opposite creek bank. FOCUS Play node with trail connection. RECENT/PLANNED IMPROVEMENTS No currently planned improvements. Trees were SITE ENHANCEMENT OPPORTUNITIES Short & Longer Term ▪Sustain existing uses. ▪Consider effects of an extension of Saratoga Creek Trail or the acquisition of Lawrence- Mitty property, if pursued. STERLING BARNHART PARK STERLING BLVDSTERLING BLVDLAWRENCE EXPYLAWRENCE EXPY►NN recently planted along the park frontage, and a concrete walkway and mowband added. cupertino parks and recreation system master plan |APPENDIX E E-19 STEVENS CREEK CORRIDOR PARK ─ BLACKBERRY FARM GOLF COURSE 22100 STEVENS CREEK BOULEVARD Description Blackberry Farm Golf Course is a nine-hole Par 29 golf facility acquired by the City in 1991, from private owners who had built it in 1962. The course, located along Stevens Creek, off ers narrow tree-lined fairways and small greens which reward accuracy. The course includes a putting green and a range SITE ENHANCEMENT OPPORTUNITIES Immediate ▪Complete the Stevens Creek Corridor Master Plan. Short Term ▪Phase in improvements as guided by the site master plan, enhancing natural/habitat areas and facilities supporting environmental education, gatherings and recreation uses, while retaining the natural character of the park. Provide connections to any extension of the Stevens Creek Trail & nearby bikeways. Provide trailhead amenities. Stabilize east creek bank at 22050 Stevens Creek Blvd. per results of the concept design project, using methods similar to those employed in upstream restoration. Longer Term ▪Implement renovation of Stocklmeir Ranch, Blackberry Farm Golf Course, Blackberry Farm Park, and/ or McClellan Ranch Preserve and West, and other corridor parcels, consistent with the recommendations of the Stevens Creek Corridor Master Plan. structure for drive practice. A pro shop with golf merchandise and a restaurant are on site; professional instruction is available. Footgolf is also off ered. FOCUS FOR STEVENS CREEK CORRIDOR PARK Community-focused natural area supporting environmental education, outdoor gathering and recreation consistent with protecting wildlife and habitat value. STEVENS CREEK BLVDSTEVENS CREEK BLVD ►NN E-20 SITE-SPECIFIC OPPORTUNITIES|cupertino parks and recreation system master plan STEVENS CREEK CORRIDOR PARK ─ BLACKBERRY FARM PARK 21979 SAN FERNANDO AVENUE Description Blackberry Farm was acquired by the City in 1991. It has been subsequently renovated, including extensive improvements in 2009 which also included the Stevens Creek Trail and creek restoration. The trail and creek corridor parkland are open daily. The group picnic grounds and pool complex are operated seasonally, currently from May to September, within a 100-day window. Seasonal amenities include 2 swimming pools with pool buildings and lawn area, reservable group picnic area with barbeques and sinks, and food service concession. Additional amenities include 2 volleyball courts, 2 bocce courts, 2 horseshoe pits, picnic tables, playground, lawn area, trail, and restrooms. The creek corridor setting, all- weather trail and wildlife viewing opportunities are popular year-round. FOCUS FOR STEVENS CREEK CORRIDOR PARK Community-focused natural area supporting environmental education, outdoor gathering and recreation consistent with protecting wildlife and habitat value. RECENT/PLANNED IMPROVEMENTS Replastering of the pools is scheduled for late 2019. A feasibility study is funded to identify alternatives for improving pedestrian and bicycle access at the San Fernando entry. SAN FERNANDO A V E SAN FERNANDO A V E ►NN BLACKBERRYBLACKBERRY FARM GOLFFARM GOLF COURSECOURSE cupertino parks and recreation system master plan |APPENDIX E E-21 SITE ENHANCEMENT OPPORTUNITIES Immediate ▪Complete the Stevens Creek Corridor Master Plan. Short Term ▪Phase in improvements as guided by the site master plan, enhancing natural/habitat areas and facilities supporting environmental education, gatherings and recreation uses, while retaining the natural character of the park. Provide connections to any extension of the Stevens Creek Trail & nearby bikeways. Provide trailhead amenities. Complete feasibility work & if approved, pursue implementation of improved pedestrian & bicycle access to Blackberry Farm Park via San Fernando Ave. Evaluate steps for expanded use of Blackberry Farm. Longer Term ▪Implement renovation of Stocklmeir Ranch, Blackberry Farm Golf Course, Blackberry Farm Park, and/ or McClellan Ranch Preserve and West, and other corridor parcels, consistent with the recommendations of the Stevens Creek Corridor Master Plan. E-22 SITE-SPECIFIC OPPORTUNITIES|cupertino parks and recreation system master plan STEVENS CREEK CORRIDOR PARK ─ McCLELLAN RANCH PRESERVE & McCLELLAN RANCH WEST 22221 AND 22241 MCCLELLAN ROAD Description Purchased by the City 1972, McClellan Ranch has a rich history, including uses for agriculture and as a horse ranch. The site contains various buildings relating to its past as well as the relocated Parrish tank house and Blacksmith Shop. A new Environmental Education Center was completed in 2015. The 4-H area was renovated and Stevens Creek Trail constructed in C 2008-2009. McClellan Ranch is the hub of the city’s environmental education activities and hosts City Naturalist-led programs. This site off ers community gardens for residents, a stretch of Stevens Creek Trail, riparian habitat areas, plus creek and wildlife views. Rolling Hills 4-H, Santa Clara Valley Audubon Society, and Friends of Stevens Creek Trail are housed at this site. McClellan Ranch was designated as the city’s ﬁ rst and only nature and rural preserve in 1976; its name was updated to McClellan Ranch Preserve in 2012. McClellan Ranch West, a 3.1- acre parcel, was acquired in 1990. MM cc CLELLA N R D CLELLA N R D ►NN FOCUS FOR STEVENS CREEK CORRIDOR APRK Community-focused natural area supporting environmental education, outdoor gathering and recreation consistent with protecting wildlife and habitat value. RECENT/PLANNED IMPROVEMENTS At McClellan Ranch Preserve, Blacksmith Shop renovation and new Environmental Education Center were completed in 2015. The tank house was repaired in 2013. A community gardens renovation project is planned for 2019/2020. At McClellan Ranch West, the residential structure was removed in 2016. In 2019, restoration plantings and parking improvements were added. cupertino parks and recreation system master plan |APPENDIX E E-23 SITE ENHANCEMENT OPPORTUNITIES Immediate ▪Complete the Stevens Creek Corridor Master Plan. Short Term ▪Phase in improvements as guided by the site master plan, enhancing natural/habitat areas and facilities supporting environmental education, gatherings and recreation uses, while retaining the natural character of the park. ▪Provide connections to any extension of the Stevens Creek Trail & nearby bikeways. Provide trailhead amenities. Longer Term ▪Implement renovation of Stocklmeir Ranch, Blackberry Farm Golf Course, Blackberry Farm Park, and/ or McClellan Ranch Preserve and West, and other corridor parcels, consistent with the recommendations of the Stevens Creek Corridor Master Plan. E-24 SITE-SPECIFIC OPPORTUNITIES|cupertino parks and recreation system master plan 7535 SHADOWHILL LANE Description This 3.1-acre neighborhood park was constructed in 1980, with a later renovation of the play area in 1996. Three Oaks Park off ers playgrounds, family picnicking, walkways and lawn space. It is also known for the distinctive large oak trees that are its namesake. FOCUS Neighborhood park with nature emphasis. RECENT/PLANNED IMPROVEMENTS No currently planned improvements. Additional benches were recently installed. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Sustain existing uses. Longer Term ▪Address successional tree plantings to maintain character. ▪Consider adding nature play area and/or inclusive elements and repurposing or improving the southeasterly rock play area. ▪Consider adding neighborhood- serving event utilities and infrastructure, and diversifying recreation opportunities. THREE OAKS PARK MOLTZEN DRMOLTZEN DR CANDLELIGHT WAYCANDLELIGHT WAYRUPPELL PLRUPPELL PLSHADOWHILL LNSHADOWHILL LN ►NN cupertino parks and recreation system master plan |APPENDIX E E-25 VARIAN PARK 22220 VARIAN WAY Description This is a 6.3-acre site includes two tennis courts, 2 playgrounds, an apricot orchard, lawn areas, walkways, and family picnic areas. It is adjacent to Stevens Creek Elementary School. FOCUS Neighborhood park with tennis, passive recreation, orchard and habitat focus. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Consider expanding or replacing play area with nature play area and/or thematic or inclusive play elements. ▪Consider restriping tennis court(s) to share for pickleball. ▪Consider other enhancements for outdoor recreation diversity. ▪Sustain existing uses. Longer Term ▪Consider diverse recreation elements focused on passive uses and nature education. ▪Consider community garden, outdoor classroom, pollinator patches and interpretive signage. ▪Maintain connections to adjacent school. ▪Provide trailhead amenities and connections to proposed bikeway. VARIAN WAYVARIAN WAY STONYDALE DR STONYDALE DR AMELIA CT AMELIA CT STEVENS CREEKSTEVENS CREEK ELEMETARY SCHOOLELEMETARY SCHOOL RECENT/PLANNED IMPROVEMENTS The tennis courts were resurfaced in 2017. Minor accessibility upgrades to the entry were constructed in 2017. ►NN E-26 SITE-SPECIFIC OPPORTUNITIES|cupertino parks and recreation system master plan WILSON PARK 10200 PARKSIDE LANE AND 10249 SOUTH PORTAL AVENUE Description This ~10-acre park includes 3 baseball ﬁ elds on the west side of the site and serves as the community’s baseball hub. The east side of the site features 2 playgrounds, family picnicking, restrooms, pathways, a large turf area, and a recreation building that hosts ceramics programs. The eastern part of Wilson Park was constructed in the late 1960’s. Park improvements on the western part, including the baseball ﬁ elds, batting cage and concession building, were constructed in 1992. A portion of the site was renovated in 2003 (restroom building, play area). FOCUS Neighborhood and community hub for sports, recreation and activities. RECENT/PLANNED IMPROVEMENTS Drought tolerant and native plantings with drip irrigation were recently installed. SITE ENHANCEMENT OPPORTUNITIES Short Term ▪Consider adding neighborhood- serving event utilities and infrastructure, picnic shelter, and a large/full-size basketball court. ▪Sustain existing uses. Longer Term ▪Evaluate use of and desirability of renovating/replacing the ceramics building, particularly if ceramics can be incorporated into a ﬁ ne arts or recreation facility, and in coordination with Public Works’ Facility Condition and Use Assessment. ▪Consider a wider, maintenance- friendly loop path, community garden, variety of sports courts, activity hubs, and diverse recreation elements, including those that provide challenge elements. ▪Consider full-size basketball court. ▪Provide trailhead amenities and connections to nearby bikeways and proposed off-street trail. If desired, a sport ﬁ eld can ﬁ t on the east portion of the site (with relocation of the central play area and picnicking reconﬁ guration).PARKSIDE LNPARKSIDE LNWINTERGREEN DRWINTERGREEN DRRODRIGUES AVERODRIGUES AVE COLD HARBOR AVECOLD HARBOR AVE►NN OPPORTUNITIES AND COSTS F cupertino parks and recreation system master plan |APPENDIX F 29 cupcupcupcupertertertinoinoino papaprkskrks ananandrdrd recrecrecrecreateateationionion sysysystestesmmm masttasterer plaplaplalannnn ||||APPAPPPAPAENDNDDDENEIXXIXIIX FF 2929222999 cupertino parks and recreation system master plan | APPENDIX F F-1 introduction The systemwide objectives and actions presented in Chapter 3 have implications for park and facility development and renovation. This appendix introduces site- and facility-speciﬁ c opportunities to guide capital projects at existing parks and potential future sites. These items are intended to be ﬂ exible, recognizing that additional site master planning, market studies and business plans will inﬂ uence the ultimate design, development and construction of new parks, facilities and trails, along with the renovation of several key park sites. These project suggestions are intended to supplement Master Plan goals, objectives, and actions by guiding future planning, decisions on site selection and features, and project phasing. The opportunities are divided into three matrices, based on the types and scale of the projects: • Site-speciﬁ c opportunities for existing City parks • Opportunities for new major parks, trails and major recreation facilities • Opportunities for added recreation elements Following these matrices, this appendix summarizes planning-level cost estimates and assumptions for potential new projects. site opportunities for existing city parks The Master Plan presents site opportunities for each existing site in the City’s park inventory, including City parks and school ﬁ elds currently managed by the City. For each site, Table F-1 provides the following information: • Acres: Total site acreage. • Vision/Park Focus: Deﬁ nes the general vision for the park, the site function and purpose for site enhancements to provide overarching guidance for site improvements and added features. • Site Enhancement Opportunities: Describes the speciﬁ c enhancement opportunities recommended for further consideration. Notes are provided about the general timeline for evaluating potential projects, including enhancement opportunities that may occur in the following time frames: immediate (1-2 OPPORTUNITIES AND COSTS F F-2 OPPORTUNITIES AND COSTS | cupertino parks and recreation system master plan years), short-term (2-7 years) and longer-term (8+ years). The actual phasing and sequencing of projects is opportunity-driven and may vary depending on funding, site master plans recommendations, business planning, partnerships, the lifecycle of existing facilities and similar variables. Longer-term projects also may be moved to the short term under the right circumstances, contingent on project prioritization. • Suggested Projects: Each site may be suited for various types of enhancements, as noted in this section. ◊ Master Plan/Design Process: Requires developing master plans/design concepts and/or conducting feasibility/market studies and business plans. This applies to existing sites slated for signiﬁ cant enhancements and facility development. ◊ Potential Major Facility Development: Describes the opportunity to build or renovate a major facility, such as a community recreation center, aquatic facility or performing arts center (as deﬁ ned in the next section of this appendix). This enhancement opportunity may include making signiﬁ cant upgrades to an existing facility by adding new major features. Such enhancements have the potential to change the purpose and character of the park. ◊ Potential Added Recreation Facilities: Describes the opportunity to provide one or more unique or new features at a site, such as play areas, sports facilities, group gathering spaces and other diverse recreation amenities and facilities (as described in the third section of this appendix). ◊ Potential Natural Vegetation Enhancement: Describes the opportunity to provide enhancements to existing natural features and vegetation in parks or create new features that support nature- based programs and expand natural/ habitat areas at existing site. • Suggested Level of Investment: Based on community priorities and site opportunities, each site is suggested for one of three diff erent levels of investment, ranging from the greatest level of reinvestment to support multiple improvements or enhancements to a level that maintains the current function of the site: ◊ Major Reinvestment: Consider providing extensive level of improvements/ upgrades to an existing park. Major renovations may include major facilities or new, large-scale, signature park elements such as play areas, sports ﬁ elds, extensive trails, considerable accessibility improvements, new picnic shelters, new restrooms etc. ◊ Minor Reinvestment: Consider providing small- to medium-level improvements or upgrades to an existing park. Minor renovations may include a series of elements such as small park features, an enhanced play area, a seating area, trail, new/renovated sports courts, small circulation adjustments, site furnishings, plantings etc. ◊ Assets Sustained/Replaced: Ensure cupertino parks and recreation system master plan | APPENDIX F F-3 the existing use of the park is sustained by maintaining, improving or replacing existing facilities. This recommendation does not imply that an older or worn facility must be replaced with the same type and style of facility. It is intended to describe improvements or enhancements that do not signiﬁ cantly alter the existing amount or type of site use. new major park and recreation facility opportunities Given community priorities and needs, the City of Cupertino may choose to explore opportunities to add new parks, trails, and major new facilities in the future. Each of these projects would require a substantial investment, potentially in new land acquisition and/or facility construction. While partnerships and opportunities to reduce costs by renovating existing sites may be explored, Table F-2 deﬁ nes these key large-scale investments, their desired amenities, and potential opportunities to address these needs. The following information is presented for each type of project: • Opportunity: Describes the purpose and focus of the enhancement opportunity. • Potential Elements: Provides a list of potential programs and features to include, based on community preferences, priorities and needs. Amenities, program options and uses will be determined through site master plans, facility business plans, and market studies. • Site Selection and Distribution: Identiﬁ es relevant consideration when selecting sites or distributing these types of recreation across the community (where more than one park or facility providing this type of service may be provided). Using these criteria, speciﬁ c sites would be identiﬁ ed through the completion of more detailed site master plans and other decision-making processes based on community priorities, the availability of project resources and site opportunities emerging over time. All sites should consider access, transportation, parking and transit needs. • Phasing/Options: Describes a potential timeline for considering these opportunities, including options to explore collaborating with potential partners before pursuing new park or facility development. Enhancement opportunities may occur in the following time frames: immediate and short-term (1-7 years) and longer-term (8+ years). The actual phasing and sequencing of projects is opportunity-driven and may vary depending on funding, site master plans recommendations, business planning, partnerships, the lifecycle of existing facilities and similar variables. Longer term projects may be moved to the short term under the right circumstances. • Potential City-Owned Locations: Identiﬁ es speciﬁ c City parks or types of parks in Cupertino where the recommended enhancement or new facility could be located. Speciﬁ c locations include community parks and large neighborhood parks. F-4 OPPORTUNITIES AND COSTS | cupertino parks and recreation system master plan • Potential Alternate Locations: Identiﬁ es opportunities to consider other sites that are not currently owned or managed by the City of Cupertino. These other opportunities include acquiring new land, coordinating with private partners on partner-owned land, purchasing and repurposing existing buildings, or building on sites identiﬁ ed through a joint-use agreement, such as a school, County or other publicly-owned space. • Planning Level Project Cost Estimate: Identiﬁ es planning level cost estimates and potential ranges of costs for each project/ facility added. Costs are noted in 2018 dollars, not accounting for inﬂ ation. They represent planning level estimates based on general assumptions about future park and facility development. Cost for major facilities also factor in comparables to existing facilities using publicly accessible estimates. In most cases, a base cost is provided as a conservative opinion of cost and serves as a baseline for cost considerations. Ranges are provided given the lack of detail in actual program, components, or sizing of elements. • Operating Cost: Identiﬁ es order of magnitude cost assumptions for operations for added major facilities to provide a sense of the operational and staffi ng impacts associated with these potential new projects. Operations costs are presented using dollar symbols as deﬁ ned below: ◊ $ = no new staffi ng; minimal impact on existing operating budgets. ◊ $$ = minimal new staffi ng; modest impact on existing operating budgets. ◊ $$$ = moderate new staffi ng; facility expected to cover much or most of its staffi ng and programming costs over time. ◊ $$$$ = extensive new staffi ng; facility expected to need city subsidy during early years but could cover much of its staffi ng and programming costs over time (~80+%). ◊ $$$$$ = extensive new staffi ng; facility expected to involve ongoing signiﬁ cant annual city subsidy. opportunities for added recreation elements Cupertino residents would like to see a variety of recreation amenities and facilities adding in the community. Table F-3 presents on the following diff erent types of recreation elements and features that the City should strive to add in existing parks or other locations to meet community needs. As in the previous section, these opportunities specify the type of project suggested, the potential features it may include, consideration for the siting and distribution of these facilities, consideration in the timing of projects or development of multiple facilities, and potential City-owned and other sites where the project may be appropriate. Acres Vision / Park Focus Site Enhancement Opportunities Master Plan/Design ProcessPotential Major Facility DevelopmentPotential Added Recreation FacilitiesPotential Natural Vegetation EnhancementMajor ReinvestmentMinor ReinvestmentAssets Sustained/ReplacedImmediate: Engage the public in developing a site master plan for Memorial Park as a community hub and multi-use, civic-focused event space. Include the presence of Quinlan Community Center, Senior Center, Sports Center in planning Memorial Park as a community space. Consider repurposing the inactive pond, renovating the amphitheater, adding walking path improvements and playable water feature, enhancing the tree canopy, integrating natural features, and renovating, adding and/or expanding recreation facilities to enhance indoor and outdoor event space, community gathering space, active/healthy recreation uses and play opportunities. Clarify the role of memorials at this site, addressing opportunities to make a community-building statement and/or tribute to community cohesiveness. √√ Short term: Implement Phase 1 improvements in the pond/amphitheater area. Consider nature integration, shade, ADA accessibility, pathway and seating improvements, amphitheater improvements, pond re-purposing, and other elements consistent with the site master plan process. √√√ Longer term: Phase in additional improvements, based on the site master plan, including improvements to existing facilities, development of any selected major new facilities, and the addition of recreation opportunities. Pending the site master plan, this may potentially include major facilities such as an aquatic facility, gymnasium/recreation center, senior center expansion and/or a potential performing/fine arts center at this site, or as an expansion of an adjacent recreation building that would affect this site (Sports Center, Senior Center e.g.), as well as the addition or repurposing of facilities. Provide connections to proposed trails, bike lanes and bike routes.√√√√ Immediate: Complete the Stevens Creek Corridor Master Plan.√√ Short term: Phase in improvements as guided by the site master plan, enhancing natural/habitat areas and facilities supporting environmental education, gatherings and recreation uses, while retaining the natural character of the park. Provide connections to any extension of the Stevens Creek Trail & nearby bikeways. Provide trailhead amenities. Stabilize east creek bank at 22050 Stevens Creek Blvd. per results of the concept design project, using methods similar to those employed in upstream restoration. Complete feasibility work & if approved pursue implementation of improved pedestrian & bicycle access to Blackberry Farm Park via San Fernando Ave. Evaluate steps for expanded use of Blackberry Farm.√√√ Longer term: Implement renovation of Stocklmeir Ranch, Blackberry Farm Golf Course, Blackberry Farm Park, and/ or McClellan Ranch Preserve and West and other corridor parcels, consistent with the recommendations of the Stevens Creek Corridor Master Plan.√√√√ Short term: Consider adding nature play and/or inclusive play elements to the existing play area. Consider other enhancements to outdoor recreation diversity. Evaluate opportunities to enhance the recreation building and reactivate or repurpose the concession area. Sustain existing uses. √ Longer term: Coordinate with results of Public Works' Facility Condition and Use Assessment to modify the recreation building as needed. Refresh sports fields to maintain site use as a sports hub. Consider artificial turf or other enhancements to increase the playing capacity. Consider adding a full basketball court, other sports courts, and diverse recreation elements to support sports and active uses. Provide trailhead amenities and connections to existing/proposed off-street trail and proposed buffered bike lane.√√√√√ Short term: Sustain existing uses. √√ Longer term: Consider adding a community garden and diverse recreation elements. Consider providing a larger/full-size basketball court. Consider a looped walking path and restrooms.√√√ 22.1 63.7 Creekside Park Site City Parks and Facilities Community hub and multi-use, civic- focused event space Community-focused natural area supporting environmental education, outdoor gathering and recreation consistent with protecting wildlife and habitat value Neighborhood recreation and sports hub COMMUNITY PARKS LARGE NEIGHBORHOOD PARKS 13.0 Table F-1: Site Opportunities for Parks & School Fields Managed by City Hoover Park Neighborhood park and recreation and sports space Memorial Park Stevens Creek Corridor Park 5.0 Acres Vision / Park Focus Site Enhancement Opportunities Master Plan/Design ProcessPotential Major Facility DevelopmentPotential Added Recreation FacilitiesPotential Natural Vegetation EnhancementMajor ReinvestmentMinor ReinvestmentAssets Sustained/ReplacedSite Short term: Pursue adding an all-inclusive play area, grouped seating, a picnic shelter, continuous all-weather loop path (that includes the east part of the park), and neighborhood-serving event utilities and infrastructure. Sustain existing uses. Respond to community request for trial off-leash dog area.√√√√ Longer term: Consider additional diverse amenities, such as outdoor fitness equipment/parcourse or a full-size basketball court. Provide connections to bikeway improvements on Stelling Rd. Consider for location of development of major new facilities.√√√ Short term: Select design concept to repair or repurpose the inactive ponds. Sustain existing uses. √ Longer term: Repair or renovate the ponds (per 2014 technical report). Consider adding neighborhood-serving event utilities and infrastructure, a picnic shelter or pavilion, a destination nature play and/or water play area, and diverse recreation elements, potentially including adventure and challenge elements. Consider a community or demonstration, healing or rain garden. Provide trailhead amenities and connections to the proposed off-street trail. Consider installing outdoor exercise equipment in addition to, or as replacement for, existing parcourse equipment.√√√√ Short term: In conjunction with major facility business plans, if pursued, explore opportunities to relocate or expand the gymnastics/martial arts & preschool programs to other facilities. Consider temporary options to expand play opportunities near the preschool. Consider restriping tennis court(s) to share for pickleball. Sustain existing uses.√√ Longer term: Address renovation or replacement of the existing multi-use and preschool buildings based on major facility recommendations and in coordination with Public Works' Facility Condition and Use Assessment. Consider adding a half or full basketball court, picnic shelter, neighborhood-serving event utilities and infrastructure, and other diverse recreation elements. Provide connections to proposed buffered bikeway.√√√√√ Short term: Improve walkway lighting and signage. Explore options to share adjacent school parking. Sustain existing uses.√ Longer term: Consider adding shading to the picnic area, grouped seating, nature play area and/or inclusive play elements, and diverse recreation elements, such as badminton, bocce/lawn bowling, and/or games to support small group gatherings. Improve connections to the adjacent school. Re-evaluate the location and use of the recreation building, considering relocating the building or the preschool-age and child programming or adding indoor restrooms, and in coordination with Public Works' Facility Condition and Use Assessment. Provide connections to the proposed bike boulevard and adjacent neighborhoods.√√√√ Short term: Consider expanding or replacing play area with nature play area and/or thematic or inclusive play elements. Consider restriping tennis court(s) to share for pickleball. Consider other enhancements for outdoor recreation diversity. Sustain existing uses.√√√ Longer term: Consider diverse recreation elements focused on passive uses and nature education. Consider community garden, outdoor classroom, pollinator patches and interpretive signage. Maintain connections to adjacent school. Provide trailhead amenities and connections to proposed bikeway.√√√ Short term: Consider adding neighborhood-serving event utilities and infrastructure, picnic shelter, and a large/full-size basketball court. Sustain existing uses.√√√ Longer term: Evaluate use of and desirability of renovating/replacing the ceramics building, particularly if ceramics can be incorporated into a fine arts or recreation facility, and in coordination with Public Works' Facility Condition and Use Assessment. Consider a wider, maintenance-friendly loop path, community garden, variety of sports courts, activity hubs, and diverse recreation elements, including those that provide challenge elements. Consider full-size basketball court. Provide trailhead amenities and connections to nearby bikeways and proposed off-street trail. If desired, a sport field can fit on the east portion of the site (with relocation of the central play area and picnicking reconfiguration).√√√√√ Varian Park 6.3 11.2 Linda Vista Park 11.0 Neighborhood and community hub for sports, recreation and activities Jollyman Park Neighborhood and community hub for sports, recreation programs and activities Neighborhood recreation and sports hub Portal Park Neighborhood and community hub for picnicking and nature-based recreation Neighborhood park and gathering space Neighborhood park with tennis, passive recreation, orchard and habitat focus 9.9 6.2 3.8 Wilson Park Monta Vista Park & Recreation Center Acres Vision / Park Focus Site Enhancement Opportunities Master Plan/Design ProcessPotential Major Facility DevelopmentPotential Added Recreation FacilitiesPotential Natural Vegetation EnhancementMajor ReinvestmentMinor ReinvestmentAssets Sustained/ReplacedSite Canyon Oak Park 0.6 Play node for local use Short and longer term: Maintain orientation to the view of open space. Sustain existing uses. √√ Franco Park 0.6 Neighborhood park Short and longer term: Sustain existing uses. Consider adding shade and small group seating area. Improve pedestrian and bicycle access from Franco Court; evaluate possible on-street parking and crosswalk to Franco Court access point.√√ Little Rancho Park 0.3 Play node for local use Short and longer term: Sustain existing uses.√ Short term: Sustain existing uses. √ Longer term: Consider adding a community garden, dog area, and/ or larger basketball area or other amenities. Provide trailhead amenities and connections to the De Anza Trail if it is implemented. √√√ Sterling Barnhart Park 0.5 Play node with trail connection Short and longer term: Sustain existing uses. Consider effects of an extension of Saratoga Creek Trail or the acquisition of Lawrence-Mitty property, if pursued. √√ Short term: Sustain existing uses. √ Longer term: Look to address successional tree plantings to maintain character. Consider adding nature play area and/or inclusive elements and repurposing or improving the southeasterly rock play area. Consider adding neighborhood-serving event utilities and infrastructure, and diversifying recreation opportunities.√√√ Civic Center Civic Center Plaza/Community Hall 1.0 Short and longer term: Evaluate Civic Center Master Plan in relation to major new facility discussions to clarify use of Civic Center and adjacent areas. Sustain existing uses in the short term.√√√ Short term: Sustain existing uses pending decision on implementation of Civic Center Master Plan and cricket field long-term location. Consider creating a separate parcel for Library Field and rezoning it as PR zoning (park and recreation). √ Longer term: Consider the addition of major facilities, relocation of cricket field if a better site is identified, and long-term options as civic center-related event space or permanent green space. Consider whether adjacent parking can be put underground to expand Library Field & green space.√√√√√ Mary Avenue Dog Park 0.5 Dog park and gathering site for dog owners/friends Short and longer term: Enhance existing use. Consider adding shade, varied terrain, small group seating areas, dog amenities. √√√ Short term: Implement seismic upgrades. Consider implementing improvements to the locker rooms, showers, restrooms, and reception area as approved in the 2018-19 budget. Revisit site use in the Memorial Park Master Plan and facility business plan associated with the development of a Gymnasium Complex & Multi-use Recreation Center and/or Aquatics Center, if proposed for Memorial Park, and consider opportunities for a combined facility. Plan to re-locate the teen center to a different location to optimize teen access and re- purpose teen area for sport uses.√√ Longer term: Renovate the facility, potentially adding recreation uses compatible with the Memorial Park Master Plan, any related facility business plan, and Public Works' Facility Condition and Use Assessment.√√√ 4.0 Regional connectivity and native plantings Short and longer term: Encourage connections between school and trail, and regional destinations. Consider improved habitat plantings that provide year-round beauty and seasonal interest.√√ 0.4 Local connectivity, park access and riparian corridor protection Short and longer term: Consider adding trail amenities, enhancing and protecting the riparian corridor, and adding green infrastructure. √√ Saratoga Creek Trail 4.7 Regional connectivity and riparian corridor protection Short and longer term: Consider adding trail amenities, enhancing and protecting the riparian corridor, and adding green infrastructure. Encourage connections to regional destinations.√√ Neighborhood park with nature emphasis Multi-use civic area for green space, recreation, and gatherings Multi-use civic space for gathering and programming Library Field 3.0 Cupertino Sports Center 6.2 SMALL NEIGHBORHOOD PARKS Don Burnett Bicycle-Pedestrian Bridge & Trail TRAIL CORRIDORS Indoor/outdoor sports hub Three Oaks Park 3.1 Somerset Park 1.3 Neighborhood park Creekside Park and Regnart Creek Trail SPECIAL USE SITES Acres Vision / Park Focus Site Enhancement Opportunities Master Plan/Design ProcessPotential Major Facility DevelopmentPotential Added Recreation FacilitiesPotential Natural Vegetation EnhancementMajor ReinvestmentMinor ReinvestmentAssets Sustained/ReplacedSite Stevens Creek Trail -Local connectivity, park access and riparian corridor protection Short and longer term: Consider adding trail amenities and green infrastructure. Encourage connections between trail, City parks, County parks and nearby schools. Work with the County to implement a pedestrian-bicycle access to Rancho San Antonio from Stevens Creek Blvd. with parking/trailhead amenities per the adopted Joint Cities Coordinated Stevens Creek Trail Feasibility Study. Continue to implement habitat restoration and to protect the riparian corridor. Install interpretive signage/ elements including for historical resources.√√ Collins Elementary School 2.5 Sports fields and recreation facilities Short and longer term: Encourage connections and shared uses between school and Portal Park. Pursue partnerships with School District to improve public access or to add or enhance recreation facilities to address nearby needs. Encourage connections to proposed bikeways. Continue joint-use agreement for sport field use & explore options to broaden sharing of facilities.√√ Eaton Elementary School 4.5 Sports fields and recreation facilities Short and longer term: Continue joint-use agreement for sport field use & explore options to broaden sharing of facilities. Encourage connections to proposed bikeway.√ Faria Elementary School 4.2 Sports fields and recreation facilities Short and longer term: Pursue partnerships with School District to improve public access or to add or enhance recreation facilities to address nearby needs. Continue joint-use agreement for sport field use & explore options to broaden sharing of facilities.√√ Garden Gate Elementary School 2.9 Sports fields and recreation facilities Short and longer term: Pursue partnerships with School District to improve public access or to add or enhance recreation facilities to address nearby needs. Encourage connections to proposed bikeway. Continue joint-use agreement for sport field use & explore options to broaden sharing of facilities.√√ Hyde Middle School 7.8 Sports fields and recreation facilities Short and longer term: Pursue partnerships with School District at Hyde Middle and/or nearby Sedgewick Elementary to improve public access or to add or enhance recreation facilities. Encourage connections to proposed bikeway. Continue joint-use agreement for sport field use & explore options to broaden sharing of facilities.√√ Kennedy Middle School 13.3 Sports fields, recreation facilities and trail/school access Short and longer term: Encourage connections between school, proposed De Anza Trail if implemented, and nearby parks. Continue joint- use agreement for sport field use & explore options to broaden sharing of facilities. √ Lincoln Elementary School 3.1 Sports fields and recreation facilities Short and longer term: Continue joint-use agreement for sport field use & explore options to broaden sharing of facilities. Encourage connections to proposed bikeway.√ Regnart Elementary School 4.1 Sports fields, recreation facilities and trail/school access Short and longer term: Encourage connections between school, proposed trail if implemented, and nearby parks. Pursue partnerships with School District to improve public access or to add or enhance recreation facilities. Continue joint-use agreement for sport field use & explore options to broaden sharing of facilities.√√ Stevens Creek Elementary School 3.1 Sports fields, recreation facilities, park/school connections, trail/school access. Short and longer term: Encourage connections and shared uses between school and Varian Park and connections to proposed bikeway. Continue joint-use agreement for sport field use & explore options to broaden sharing of facilities. √ SCHOOL FIELDS (currently managed by city) Siting/ Distribution Project Approach Opportunity Potential Elements [Amenities, program options and uses for potential New Major Features or Major Facility Enhancements will be determined through site master plans, facility business plans, and market studies] Site Selection and Distribution* Phasing/Options**Memorial ParkCreekside ParkJollyman ParkWilson ParkStevens Creek Corridor ParkPortal ParkMonta Vista ParkLinda Vista ParkHoover ParkVarian ParkCivic Center/Library FieldPotential AcquisitionPublic-private partnershipJoint-Use FacilityPlanning Level Project Cost Estimate (per project)*** Operating Cost**** Short term: Explore joint use agreements with schools and/or other partners to improve access to existing facilities especially in underserved areas. Evaluate opportunities to acquire or partner to develop any vacant School District parcels. Acquire site(s), or develop agreements to foster public use of existing or partner facilities, as opportunities arise. Pursue acquisition of Lawrence-Mitty parcels on the west side of Lawrence Expressway. Engage the public in creating site concepts and develop site(s). Consider during acquisition whether neighborhood park guidelines can be met. (Refer to Master Plan objectives for guidelines for acquisition.) Encourage creative solutions to providing park and recreation spaces, including consideration of smaller spaces. X X X $10-15,000,000/ 3 acre site & acquisition (about $10M/ acre 2018 estimates) $$ Longer term: Continue to acquire site(s) as opportunities arise. Engage public in creating site concepts and develop site(s). Consider during acquisition whether neighborhood park guidelines can be met. X X X Short term: Identify project priorities. Explore joint use agreements with SCVWD that support implementation of creek trails. Continue to pursue opportunities for planned trail development. Require dedication or easements for trails as part of the development review process, where appropriate. Dedicate or acquire open space along creeks and utility corridors for trails through regional cooperation, grants and private development review. Emphasize implementation of the Cupertino Loop Trail. X X TBD; Costs for trails will be based on Public Works’ estimates Longer term: Build more trails and improve trail corridors. Connect parks via walkways to nearby trails and ensure key parks include trailhead amenities. Continue to pursue opportunities for planned trail development. Require dedication or easements for trails as part of the development review process, where appropriate. Dedicate or acquire open space along creeks and utility corridors for trails through regional cooperation, grants and private development review. X X X X X X X X Coordinate to develop trails from the Bicycle Transportation Plan, Pedestrian Transportation Plan, regional plans and this Master Plan that support multi-use recreation, park access and connectivity to community destinations. -accessible, firm and stable multi-use, off-road trails -signage/wayfinding -distance/mileage markers -information kiosks -crossings -seating -interpretive elements or art -outdoor fitness equipment/par course elements -adjacent soft-surfaced jogging trail -green infrastructure -wider corridor for greenspace protection or riparian enhancement Prioritize connections between parks, schools, and trails; extensions of existing trails; gap closures; and completing loop trails.Other/Repurposed BuildingTable F-2: New Major Park & Recreation Facility Opportunities Revised 10/03/19 Potential City-Owned Locations Potential Alternate Locations Develop 1-3 parks. Prioritize underserved areas especially in north and east Cupertino per findings regarding underserved areas. Numbers of parks and size may vary depending on opportunities. Strive to acquire 3.5+ acres if possible. Trails and Trail Corridors Community/Large Neighborhood Parks Other Special Use SitesPotential New Parks Potential New Trails -play opportunities -seating -green space/open lawn -small group gathering space/picnic area -looped walking path -game space -active-use courts as space allows -neighborhood-serving amenities -landscaping/native plantings If opportunities arise, acquire and develop new neighborhood parks especially in targeted underserved areas. Neighborhood Parks Cupertino Parks and Recreation System Master Plan Siting/ Distribution Project Approach Opportunity Potential Elements [Amenities, program options and uses for potential New Major Features or Major Facility Enhancements will be determined through site master plans, facility business plans, and market studies] Site Selection and Distribution* Phasing/Options**Memorial ParkCreekside ParkJollyman ParkWilson ParkStevens Creek Corridor ParkPortal ParkMonta Vista ParkLinda Vista ParkHoover ParkVarian ParkCivic Center/Library FieldPotential AcquisitionPublic-private partnershipJoint-Use FacilityPlanning Level Project Cost Estimate (per project)*** Operating Cost****Other/Repurposed BuildingRevised 10/03/19 Potential City-Owned Locations Potential Alternate Locations Community/Large Neighborhood Parks Other Special Use Sites Short term: Pursue opportunities to partner with existing aquatics providers including schools. If a new city facility is desired, prepare a market analysis and business plan to evaluate site selection and program elements and define anticpated operating costs. Phasing to be dependent on business plan. Explore acquisition opportunities. Consider as part of the Memorial Park Master Plan. Consider opportunities to combine with the existing Sports Center and/or a new Gymnasium/Multi-Use Recreation Center. X X $45-60,000,000 $$$$$ Longer term: If a new facility is warranted and desired, plan, design, develop and operate a year-round aquatics facility. X X X X X X Short term: Pursue partnership and joint use opportunities to provide gym space. If a new gym/multi-use rec center is desired, prepare a market analysis and business plan to evaluate site selection and program elements and define anticipated operating costs. Consider as part of the Memorial Park Master Plan. Consider opportunities to combine with the existing Sports Center and/or a new Gymnasium/Multi-Use Recreation Center. X X X $30-40,000,000 $$$ Longer term: If a new facility is warranted and desired, plan, design, develop and operate a multi- generational gymnasium and multi-use recreation center complex. Consider multi-story design solutions and rooftop use. X X X X X X X Gymnasium Complex & Multi-use Recreation Center Explore partnership opportunities to provide gym space. If a new facility is warranted and desired in the future, provide a multi- generational gymnasium complex and recreation center to provide sports court spaces and support other activities. -full size basketball court(s) with bleachers and dividing walls -volleyball, badminton, pickleball space or overlays -fitness studios -gymnastics space -multipurpose rooms for smaller court sports and other activities -senior fitness room -multi-purpose rooms (reservable) and meeting rooms -program space -social space/coffee kiosk -teen room -childcare room -possible additional features such as climbing wall; rooftop/elevated track -locker rooms, family changing rooms -office space -lobby/front desk/reception -equipment room and storage -nearby parking If pursued, develop one centrally located facility; could be co-located or combined with other major facilities. Ensure additional space for parking and grounds with access via arterial/collector street. Nearby transit desirable. This facility would have synergy with an Aquatics Center or a Teen Center. Aquatics Facility Explore partnership opportunities to provide year-round aquatics. If a new facility is warranted and desired in the future, provide year-round swimming facility designed for recreation and instructional swimming, aquatic exercise / lap swimming, and pool events. -lap pool -warm water instructional pool -recreation pool -hot tub -zero depth entry -lazy river -water play features -support spaces such as lifeguard/office space, locker rooms, family changing rooms, outdoor showers, storage, mechanical space, lounge/spectator areas -cost recovery features such as all-purpose spaces, birthday party rooms, concessions, and rental features -nearby parking If pursed, develop one facility in an accessible location; consider sites in central and east Cupertino or opportunities to co-develop with another centralized major facility to increase programming options. Provide parking and access via arterial/collector street, ideally near transit. Provide a minimum of 2-3 acres. Could be co-located with another identified proposed or existing facility. Potential New Major Facilities Cupertino Parks and Recreation System Master Plan Siting/ Distribution Project Approach Opportunity Potential Elements [Amenities, program options and uses for potential New Major Features or Major Facility Enhancements will be determined through site master plans, facility business plans, and market studies] Site Selection and Distribution* Phasing/Options**Memorial ParkCreekside ParkJollyman ParkWilson ParkStevens Creek Corridor ParkPortal ParkMonta Vista ParkLinda Vista ParkHoover ParkVarian ParkCivic Center/Library FieldPotential AcquisitionPublic-private partnershipJoint-Use FacilityPlanning Level Project Cost Estimate (per project)*** Operating Cost****Other/Repurposed BuildingRevised 10/03/19 Potential City-Owned Locations Potential Alternate Locations Community/Large Neighborhood Parks Other Special Use Sites Short term: Explore partnership and joint use opportunities with high schools and DeAnza College or other potential partners with existing performing arts space to meet immediate needs. If a new city facility is desired, prepare a market analysis and business plan to evaluate site selection and potential program elements and define anticipated operating costs. X X X $60-100,000,000 $$$$ Longer term: If a new facility is warranted and desired, plan, design, develop and operate a performing and fine arts center with arts wing. X X X X X X Short term: Continue to refine and expand teen services. Maintain existing teen center facility without significant reinvestment. Coordinate with the School District on the Lawson Teen Center Pilot Program for mobile recreation options. Consider other partnership opportunities to create a unique teen space in Cupertino. Consider a trial project to test teen interest in teen amenities at Creekside Park. X X Longer term: Integrate teen uses into a multi- generational facility or new teen space if pursued, and repurpose the existing Teen Center. Continue hosting teen activities at school sites and other locations besides the Teen Center. X X X X X X X X Performing/Fine Arts Center Explore partnership opportunities to provide performing/fine arts space. If a new facility is warranted and desired in the future, develop a community auditorium and/or fine and performing arts center to house community-scale performances and support daytime arts and recreation programs as well as evening programs and events. -industry-standard stage -professional lighting -sloped floor, fixed seating -pull-down screen -dressing rooms -restrooms -backstage storage -box office, lobby, concessions -smaller theater/rehearsal space -dance studio/floor -recording & television studio -arts wing for drawing, painting, photography, theater, dance, music/voice lessons -arts/crafts/ceramics spaces -practice/instruction rooms -reservable multi-purpose room-dance studio/floor -maker/incubator space (computer lab, graphics & animation studio, industrial shop) -catering kitchen -offices -storage -outdoor (or indoor/outdoor) event space or art plaza -ceramics/crafts/art spaces -nearby parking If pursued, develop one facility in a centralized location near businesses, restaurants and/or attractions. Consider space near potential partners, Cupertino's civic center, or nightlife-oriented downtown areas. Ensure additional space for parking and grounds with access via arterial/collector street and ideally near transit. May be co-located with other major facilities (e.g., community center, senior center), but typically lacks synergy with other active uses (e.g., sports fields, gymnasiums, and swimming pools). -study room -café -computer lab and/or video gaming -game room -meeting/program space -open gym; basketball hoop -kitchen Location near a middle and/or high school, library or shopping/downtown area. Consider Library/Civic Center, high school/middle school corridors, and Wilson & Creekside parks. Do not develop as a stand-alone facility. Consider co-locating with gymnasium complex, performing/ fine arts center, incubator/ maker space or other major facility. Create unique teen space that may include student union-style gathering and program space and/or active indoor use for teens. Enhanced Teen Space or Services Cupertino Parks and Recreation System Master Plan Siting/ Distribution Project Approach Opportunity Potential Elements [Amenities, program options and uses for potential New Major Features or Major Facility Enhancements will be determined through site master plans, facility business plans, and market studies] Site Selection and Distribution* Phasing/Options**Memorial ParkCreekside ParkJollyman ParkWilson ParkStevens Creek Corridor ParkPortal ParkMonta Vista ParkLinda Vista ParkHoover ParkVarian ParkCivic Center/Library FieldPotential AcquisitionPublic-private partnershipJoint-Use FacilityPlanning Level Project Cost Estimate (per project)*** Operating Cost****Other/Repurposed BuildingRevised 10/03/19 Potential City-Owned Locations Potential Alternate Locations Community/Large Neighborhood Parks Other Special Use Sites Short term: Conduct survey to evaluate interest in alternative locations as well as alternative recreation opportunities for seniors; explore potential locations based on results. Develop mobile activities as a test pilot to gauge interest in new locations and new programs. Explore partnership opportunities. Conduct a facility evaluation to evaluate facility renovations that would enhance the function, capacity and financial sustainability of the Senior Center. X X X X $15-25,000,000 $$$ Longer term: Consider potential Senior Center renovations, and providing older adult recreation with a multigenerational gymnasium complex, performing/fine arts center, or other major facilities if pursued. X X X X X Short term: Continue to maintain existing facility without significant reinvestment. Consider reuse of buildings and space in conjunction with other major facilities. Coordinate with results of Public Works' Facility Condition and Use Assessment. X X X X Longer term: Renovate, replace or relocate buildings as needed.X X X X ***See PLANNING LEVEL COST ASSUMPTIONS & ESTIMATES for further delineation of assumptions. Key to Operations Costs: $ = no new staffing; minimal impact on existing operating budgets $$ = minimal new staffing; modest impact on existing operating budgets $$$ = moderate new staffing; facility expected to cover much or most of its staffing and programming costs over time $$$$ = extensive new staffing; facility expected to need city subsidy during early years but could cover much of its staffing and programming costs over time (~80+%) $$$$$ = extensive new staffing; facility expected to involve ongoing significant annual city subsidy Other Replaced or Repurposed Existing Building Re-evaluate and consider replacement or repurposing of existing aging, worn or underperforming buildings in conjunction with the development of new facilities. -range of options including removing or replacing buildings with new buildings or additional recreational facilities -projects dependent on major facility development and considerations Re-evaluate the following aging facilities: -Monta Vista buildings (multi-use & preschool buildings) -Wilson Park ceramics building -Portal Park stand-alone building -Stevens Creek Corridor Park aging infrastructure, consistent with outcomes of Stevens Creek Corridor Master Plan (Stocklmeir Ranch house, Blue Pheasant/Pro Shop, Blackberry Farm pool complex, McClellan Ranch Barn, former residence at 22050 Stevens Creek Blvd., etc.) Expanded Senior Center or Services Provide additional recreation space for older adults, and both frail and active seniors. Incorporate senior space into a multi- generation facility, such as as gymnasium complex/recreation center, if such a facility is pursued in the future. -2-story addition with elevator access to second floor (if existing center expanded) -exercise rooms or half-court gym space -multi-age programming space for frail to active seniors -arts & crafts room -music rooms of different sizes with presentation capacity -additional classrooms and meeting rooms -private consultation/health/conference room -front desk/reception area -office space -storage -accessible parking and drop off areas -parking lot circulation improvements -outdoor low impact game space, gardens, and activity areas If warranted, expand existing Senior Center, and consider other locations to expand distribution of senior activities. Co-locate senior activities in other recreation areas to encourage multi-age programming as well as a range of offerings for frail to active seniors. Potential Major Facility Enhancements * Note: Sites will be determined through site master plans, trails plans and other decision-making processes based on community priorities, the availability of project resources and site opportunities emerging over time. All sites should consider access, transportation, parking ** Note: The actual phasing and sequencing of projects is opportunity-driven and may vary depending on funding, site master plans recommendations, business planning, partnerships, the lifecycle of existing facilities and similar variables. Longer term projects may be moved to the short term under the right circumstances. Cupertino Parks and Recreation System Master Plan Siting/ Distribution Project Approach Opportunity Potential Elements [Amenities, program options and uses will be determined through site master plans, facility business plans, and market studies] Site Selection and Distribution Phasing/Options**Memorial ParkCreekside ParkJollyman ParkWilson ParkStevens Creek Corridor ParkPortal ParkMonta Vista ParkLinda Vista ParkHoover ParkVarian ParkCivic Center/Library FieldThree Oaks ParkSomerset ParkPotential AcquisitionJoint-Use FacilityPlanning Level Project Cost Estimate (per project) Short Term: Create a pilot program at one site, considering a park with good tree canopy and natural features. Evaluate and pursue opportunities for a destination nature play area that incorporates water play elements. X X X X X X X $300,000 Longer Term: Build a permanent nature play area. Develop 2-3 additional nature play areas at parks or along trail corridors that are geographically distributed. X X X X X X X X X X X X X X X Short Term: Plan, design and build a destination all- inclusive play area. Incorporate Feasibility Study findings. Evaluate and pursue opportunities to add inclusive play options citywide at additional park sites that are geographically distributed. X $1,000,000-5,000,000 Longer Term: Implement opportunities to integrate other universal play elements (e.g., swings, slides) that are geographically distributed at existing play areas when replacing play equipment at the end of its lifecycle or renovating a park site. Emphasize community parks and large neighborhood parks for installation of more extensive universal/all-inclusive elements X X X X X X X X X X X Short Term: Consider as part of the Memorial Park Master Plan. Develop an action play to identify top sites and prioritization for implementing at least one new water play area in the short term. X $1,000,000-2,000,000 Longer Term: Consider opportunities in community parks and large neighborhood parks to add water play features. These may be stand-alone new areas or integrated into existing play areas. X X X X X X X X X Improved Outdoor Event Space -- Citywide Events Provide event space to support large group events and programs (500+ people). -infrastructure -utilities (electricity, water, restrooms, lighting) -staging areas -loading and unloading zones -large group amphitheaters -event hardscape or lawn -portable stage and other equipment -improved park circulation -support amenities (mix of permanent and portable elements, including shade, seating, restrooms, parking, bike parking, drinking fountains, trash receptacles) Focus on improvements to existing event space, such as Memorial Park and the Civic Center, to take advantage of the existing amenities, centralized location and transit access. Improve pedestrian/bike access and infrastructure. Short Term: Include better event infrastructure and amphitheater and circulation improvements in the Memorial Park Master Plan. Begin improvements, phased as per the site master planning timeline. Longer term: Evaluate options and improve Creekside Park and the Civic Center for events and markets. X X X $200,000-1,500,000 Improved Outdoor Event Space-- Neighborhood Events Provide event space to support small group events, programs and outdoor classes (50- 500 people). Smaller event spaces could accommodate neighborhood movies, small performances, cultural events, meet-up group activities, mobile programming and outdoor classes, such as yoga and tai chi, and 'art in the park' activities. -hardscape -utilities -sloped hillside and stage -portable stage, screen and other equipment -lawn area -shade -pavilion or outdoor classroom with movable chairs and tables for flexible program use -support amenities such as restrooms and parking Parking, electrical power, restrooms, room to accommodate stage(s) and attendees, bike parking, and seating are considerations. Nearby transit is desirable. Short Term: Develop one pilot project. Provide hardscape/softscape areas and access to power. Longer Term: Identify and plan projects for 1-2 additional sites. Include an outdoor pavilion or space to accommodate a portable stage. X X X X X X X X X X X X $200,000-1,500,000 Develop 3 to 4 geographically dispersed across the city. Provide play areas in a mix of community parks, large neighborhood parks, smaller parks and trail corridors. Locate at least one in a more natural site and in a park where natural elements/native plantings exist or are being added. These may replace an existing play area at the end of its lifecycle. Create at least one destination nature play facility in a more centralized, accessible location. Provide one that is centrally located in a community park or large neighborhood park. Accessible parking necessary and nearby transit access desirable. Pursue integrating other universal play elements in additional parks. Community/Large Neighborhood Parks Other/Repurposed BuildingGeographically distribute 3-4 different types of water play opportunities. Consider adding to community parks and large neighborhood parks, taking into account the existing interactive fountain at Community Hall and a potential new water play feature in Memorial Park renovations or at a new Aquatics Facility. Provide one destination water play feature in a community park that is centralized for easy access.Public-private partnershipTrail CorridorsPotential Added Recreation Facilities -play area designed for all ages and abilities -stimulation for multiple senses (tactile/touch; auditory/hearing; visual/sight; gustatory/taste; olfactory/smell; proprioception [body awareness]; vestibular processing [understanding changes in location, orientation in space, and balance]; and interception) -parallel play with different levels of challenge -shade -accessible and diverse seating arrangements Support all-inclusive and universal play by providing a destination universal / all- inclusive play area and adding additional inclusive elements at existing play areas. Table F-3: Opportunities for Added Recreation Elements Revised 10/03/2019 Potential City-Managed Locations Potential Alternate Locations Other Small Neighborhood ParksSchool FieldsUniversal/All-Inclusive Play Areas Nature Play Areas Provide nature play elements in parks to connect people to nature and support experiential play. Water Play Integrate a variety of water play opportunities at existing parks. -interactive water play feature -playable water channel -spray play areas -splash pads -hand pump and sand play area -climbable elements such as logs, stumps, boulders, mounds and trees -water features or water play features (hand pump, e.g.) -sand, mud, wood chips, rocks -movable pieces, such as branches for fort-building -other natural play elements consistent with the site character -plants and trees -butterfly gardens Cupertino Parks and Recreation System Master Plan Siting/ Distribution Project Approach Opportunity Potential Elements [Amenities, program options and uses will be determined through site master plans, facility business plans, and market studies] Site Selection and Distribution Phasing/Options**Memorial ParkCreekside ParkJollyman ParkWilson ParkStevens Creek Corridor ParkPortal ParkMonta Vista ParkLinda Vista ParkHoover ParkVarian ParkCivic Center/Library FieldThree Oaks ParkSomerset ParkPotential AcquisitionJoint-Use FacilityPlanning Level Project Cost Estimate (per project) Community/Large Neighborhood Parks Other/Repurposed BuildingPublic-private partnershipTrail Corridors Revised 10/03/2019 Potential City-Managed Locations Potential Alternate Locations Other Small Neighborhood ParksSchool FieldsMulti-Use Sport Fields Increase the playing capacity of existing sports fields. If feasible, add new multi-use rectangular fields. Address needs for fields if an existing field is displaced by new facility development. -regulation-size rectangular field lined for soccer, multi-use -regulation-size diamond field designed for baseball/softball - diamond field with rectangular field overlay where feasible -turf or artificial turf -field lighting, if feasible -amenities such as bleachers, dugouts, concessions, and shade Given size requirements, provide improvements and new fields where feasible. Short Term: Explore options to keep the existing ball field at Memorial Park as part of the site master planning process. Explore joint use agreements with schools to provide additional access to existing sport fields. Evaluate and implement changes to field scheduling to increase capacity and usage. Longer Term: Continue to improve amenities at existing fields. Acquire ownership or use of other site(s) as opportunities arise. X X X X X X X X X X $2,500,000+ Cricket Field Develop a community-size field to support youth and adult cricket play. -regulation size turf field and pitch for adult play, but if space is constrained, to support youth play -may be overlay on other field sports -may consider international size field if developed through partner collaboration -may include amenities such as lighting, storage, shade, concessions Provide one field in an accessible location. Consider large neighborhood parks, community parks and partner sites, such as schools and parks provided by other cities or agencies. Avoid displacing existing fields. See Cricket Field Study for reference regarding necessary support amenities if an international size field is considered at a partner site. Cupertino needs are based on providing a community-size field for youth and adult play. Short Term: Explore opportunities to partner with the County, School District, neighboring city or other jurisdiction to create a shared/joint-use facility in the region to support youth and adult play. Longer Term: If a suitable site is identified, partner to design and build facility. Depending on the nature and type of facility constructed, re-evaluate needs for the Library Field youth cricket field. X X $5,000,000 Dog Park(s)/Dog Off-Leash Area(s)Provide additional dog parks, smaller dog runs, and/or off-leash areas. -unfenced off-leash area; may be temporary or permanent and demarcated by signage, cones or similar features -smaller dog run, mid-size dog area, or full size dog park with different fenced areas for small and large dogs -fence, suited to character of park -double entry gate -turf, decomposed granite, other suitable surfacing, or combination -dog waste dispensers -dog drinking stations -water pools -seating and picnic tables -shade shelter -lighting -topography and landscaping Provide two or more additional facilities or off-leash areas to be geographically distributed (away from existing facility at Mary Avenue). Consider large and small neighborhood parks. Short Term: Identify potential sites and determine neighborhood support. Respond to residents’ request for a trial off-leash dog area. If implemented and successful, pursue at additional suitable sites. Longer Term: Develop dog runs, off-leash areas or dog parks. Note: the timing may be considered in conjunction with park site master planning. X X X X X X X X X X X X $600,000 Basketball Courts Provide basketball courts to diversify recreation and sports opportunities. -full-size courts are strongly preferred and are prioritized -consider half-size courts or hoops where space does not allow full-size -lighting, if feasible Provide 3-4 or more courts to be geographically distributed. New facilities may be considered in replacement of existing half courts and hoops (Somerset, Hoover, Jollyman, and Creekside), at additional large neighborhood parks or joint- use schools. Short Term: Develop 1-2 courts. Longer Term: Develop 1-2 or more courts. X X X X X X X X X X $250,000 Pickleball Courts Provide pickleball courts to diversify recreation and sports opportunities. -pickleball courts (paired if possible) -tournament-friendly pickleball venue (6+ courts) Provide 4 or more courts to be geographically distributed and a tournament venue in a convenient location. Consider joint-striping of existing tennis courts at Varian Park, Monta Vista Park and Memorial Park. (Avoid joint-striping tennis courts used for competitive play.) Consider providing courts in neighborhoods or sites in need of low-impact fitness activities for seniors and adults. Short Term: Develop 2 courts. Consider overlays or joint striping of existing tennis courts that only support recreational play. Consider pickleball striping for multi-court tournament venue in conjunction with Memorial Park Master Plan. Longer Term: Develop 2 or more additional courts and pickleball complex. X X X X X X X X X X $30-40,000+, $500-600,000 Potential Added Recreation Facilities Cont. Cupertino Parks and Recreation System Master Plan Siting/ Distribution Project Approach Opportunity Potential Elements [Amenities, program options and uses will be determined through site master plans, facility business plans, and market studies] Site Selection and Distribution Phasing/Options**Memorial ParkCreekside ParkJollyman ParkWilson ParkStevens Creek Corridor ParkPortal ParkMonta Vista ParkLinda Vista ParkHoover ParkVarian ParkCivic Center/Library FieldThree Oaks ParkSomerset ParkPotential AcquisitionJoint-Use FacilityPlanning Level Project Cost Estimate (per project) Community/Large Neighborhood Parks Other/Repurposed BuildingPublic-private partnershipTrail Corridors Revised 10/03/2019 Potential City-Managed Locations Potential Alternate Locations Other Small Neighborhood ParksSchool FieldsGardens Provide more opportunities for community gardens. Pursue a healing garden. Consider opportunities for gardens of other types in parks, such as demonstration gardens, rain gardens and orchards. For community gardens: -combination of in-ground, raised beds, and accessible planting areas -individual reservable plots and group spaces -fencing, water, composting/green waste recycling -native plant hedges or hedgerows -seating, shade For Healing garden: -garden showcasing healing plants -informational/educational elements Other gardens: -demonstration garden showcasing methods of gardening or different plant palettes such as organic gardening techniques, xeriscaping, native species, plantings for pollinators, birds and wildlife -bird baths and bird houses -rain garden and stormwater garden elements -orchards or permaculture plantings -sister city-inspired gardens Provide 1-2 or more new community gardens at site(s) agriculturally suitable for growing, based on aspects such as soil conditions, topography and solar access. Geographically disperse from existing facility at McClellan Ranch. Consider locations suitable to support educational and social use, such as near a school or senior center. Consider areas of higher residential density with less access to gardening space. Consider smaller, neighborhood-scale gardens at more numerous locations. Identify a venue for a healing garden that is agriculturally suitable and can accommodate intended features and visitorship. Short Term: Develop a community garden implementation plan that renovates in a timely manner the existing site at McClellan Ranch and identifies suitable sites and priorities for implementation. Add at least one or more community gardens in an underutilized area or unneeded lawn area within a park, preferably in an area with higher density population. Longer Term: Evaluate demand and needs for additional community gardens. Implement additional community gardens accordingly. Select a location and support implementation of a healing garden. Consider development of other types of horticultural gardens. X X X X X X X X X X X X $500,000 for community garden Outdoor Recreation Diversity Provide a broader range of outdoor recreation opportunities, including facilities that support individual and group activities, with a broad range of varied challenge levels. Diversify facilities to appeal to Cupertino's diverse population and reflect Cupertino's unique character. -loop paths & mile markers -outdoor fitness equipment -bocce, lawn bowling or petanque -outdoor table tennis (ping pong) -outdoor chess -badminton -volleyball -pickleball -futsal -tai chi -disc golf -bike skills area/pump track -parkour obstacle course -climbing spire -zip line -outdoor "living rooms" -family-style long tables -thematic play areas -sound garden -self-directed hike/app stations -other facilities to respond to new trends and diverse cultural needs Provide at least one unique feature or facility at every community park and large neighborhood park. Consider smaller unique elements at other sites, or use art, colors, and facility choices to create different recreation and play experiences. Short Term: Plan and develop one pilot project at one park to add diversity elements in the first year. Then rotate through parks and update one to two parks a year with new elements. Implement an outdoor table tennis pilot program at 1-2 sites by year 2 to evaluate usage and interest. Identify a suitable site and implement installation of outdoor fitness equipment during years 2-5. Longer Term: Continue rotating through parks and update one to two parks a year. Evaluate options to add more diverse and unique features whenever existing facilities are renovated or replaced. X X X X X X X X X X X X X X X $100,000/year Improved Comfort & Amenities Provide amenities to create welcoming, inclusive, safe, and comfortable parks for people of all ages and cultural groups. Integrate amenities to reflect park character. -seating with shade through structures or plantings -shade shelters (with movable tables/chairs, picnic tables, or other seating) -variety of seating options and groupings -restrooms where appropriate -drinking fountains/ bottle fillers/ dog drinking dishes -lighting -trash/recycling receptacles -parking -permeable paving -bike racks, docking stations -alternative transportation pickup/drop offs -art (playable, integrated, stand-alone, and/or temporary displays) -signage and wayfinding -interpretive elements, information kiosks -wifi -co-working stations/outdoor work space -multilingual or icon-based signage Consider needs at all parks. (Small neighborhood parks may not need restrooms or parking, e.g.) Short Term: Update amenities and furnishings at 1-2 sites in conjunction with other park projects. Prioritize parks with trails, with active walkers and that lack shade. Longer Term: Seek to provide comfort improvements at one site every year, distributed throughout the system. X X X X X X X X X X X X X X X X $100,000/year Potential Added Recreation Facilities Cont. Cupertino Parks and Recreation System Master Plan Siting/ Distribution Project Approach Opportunity Potential Elements [Amenities, program options and uses will be determined through site master plans, facility business plans, and market studies] Site Selection and Distribution Phasing/Options**Memorial ParkCreekside ParkJollyman ParkWilson ParkStevens Creek Corridor ParkPortal ParkMonta Vista ParkLinda Vista ParkHoover ParkVarian ParkCivic Center/Library FieldThree Oaks ParkSomerset ParkPotential AcquisitionJoint-Use FacilityPlanning Level Project Cost Estimate (per project) Community/Large Neighborhood Parks Other/Repurposed BuildingPublic-private partnershipTrail Corridors Revised 10/03/2019 Potential City-Managed Locations Potential Alternate Locations Other Small Neighborhood ParksSchool FieldsNatural Vegetation Enhancements Reduce turf areas where not actively used for recreation, and replace with a range of alternative plantings while considering maintenance needs. -native plantings -natural area protection/restoration -habitat enhancements -bioswales -lawn reduction -invasive plant removal -tree preservation and protection (including orchards, park forests) -successional tree plantings -pollinator patches, gardens and corridors -bee hives -bird habitat, baths and houses -riparian enhancements Explore opportunities to naturalize park spaces not used for recreation. Provide pollinator corridors through the city. Short Term: Integrate natural elements into parks upon renovation or development. Work with partners to identify significant natural areas to prioritize enhancements and restoration (potentially in conjunction with trail development). Consider natural vegetation enhancements as part of the Memorial Park Master Plan. Identify defined tasks, including adding pollinator, habitat and/or native plantings that are actionable in the short term. Prepare guidelines for use of native vegetation and wildlife-friendly elements for parks that are in proximity to creeks and for trails along creek corridors. Longer Term: Seek to reduce lawn and provide X X X X X X X X X X X X X X X X $100,000/year **The actual phasing and sequencing of projects is opportunity-driven and may vary depending on funding, site master plans recommendations, business planning, partnerships, the lifecycle of existing facilities and similar variables. Longer term projects may be moved to the short term under the right circumstances. Potential Natural Vegetation Enhancements * Note: Sites will be determined through site master plans, trail plans and other decision-making processes based on community priorities, the availability of project resources and site opportunities emerging over time. Cupertino Parks and Recreation System Master Plan F-18 OPPORTUNITIES AND COSTS | cupertino parks and recreation system master plan planning level cost assumptions & estimates This section presents planning-level cost estimates and costing assumptions. These opinions of costs are noted in 2018 dollars and do not account for inﬂ ation. They represent planning level estimates reﬂ ecting general assumptions about future park and facility development. Construction costs are noted based on MIG experience in costing parks with similar amenities. Cost for major facilities also factor in comparables to existing facilities using publicly accessible estimates. In most cases, a base cost is provided as a conservative opinion of cost and serves as a baseline for cost considerations. Ranges are provided given the lack of detail in actual program, components, or sizing of elements. These planning level costs may be used to guide next steps in implementing capital improvement projects. All costs will need reﬁ ning through facility and site master planning eff orts, and/ or during the development of design and construction documents. Changes to project scopes and programming, combining or separating facilities, acquiring land or building at City-owned sites, or introducing phases to development will all have impacts to costs. Given the current volatility in land price and construction costs, all costs will also need adjustment for inﬂ ation and current construction conditions at the time of implementation. Current construction cost rise in the San Francisco Bay Area is considerably higher than the cost of living inﬂ ation rate, so it will be important to apply appropriate inﬂ ation adjustments. For example, if construction cost rise is 5%/year, then cost of construction will be 1/3 higher within 6 years. New Parks and Major Recreation Facilities Costs associated with Table E-2: Planning Level Costs for New Major Park & Recreation Facilities are described below. Project costs are based on an estimated construction cost, plus a 65% allowance for ‘soft’ costs such as design, engineering, environmental clearance, project management, construction inspection and testing, and other expenses. The total project cost therefore allocates 60% to construction and 40% to other costs. Estimates do not include land acquisition or new parking, as those expenses cannot be accurately estimated at this time. Note: No costs are identiﬁ ed for New Trails and Trail Corridors, which should reference Public Works’ construction costs. New Neighborhood Park (Per 3-Acre Park) Land Acquisition TBD 1 Project Estimate $10-15,000,000 2 Operating Cost $$ 1 Land acquisition is too variable to anticipate as it is dependent on a variety of factors including but not limited to numbers and size(s) of parcel(s) and whether land is purchased, gifted, provided in lieu or a joint-use site. However, current data for Cupertino indicates that the value of land suitable for a park is approximately $10M/ acre in 2018. 2 Project estimate assumes development of a 3-acre site with $60 per square foot costs which accommodates a range of site improvements cupertino parks and recreation system master plan | APPENDIX F F-19 including concrete formwork, landscaping, infrastructure, and facilities such as play areas with synthetic safety surfacing, sports courts, game tables and activity hubs, picnic tables and seating, possible small shade shelter, and open grass areas for play. Costs will likely need to be updated based on the site master plan and any phasing. This cost is per 3-acre site. Smaller parks incur higher maintenance costs per acre than larger ones. Aquatics Facility Land Acquisition TBD 1 Project Estimate $45-60,000,000 2 Operating Cost $$$$$ 1 Land acquisition is too variable a cost to anticipate as it is dependent on a variety of factors including but not limited to size of parcel(s) or whether the parcel is already City- owned, purchased, gifted, or provided in lieu. Additional considerations are whether it is a joint-use facility on other lands or developed with a partner; or whether an aquatics facility is built as a standalone facility or combined with another facility, such as a gymnasium complex. 2 Project estimate is a starting point and assumes a construction budget of ~$30,000,000. This is based on recent aquatic center studies. This is a placeholder and will need to be updated based on the program and size developed during a site master planning eff ort. Gymnasium Complex and Multi-Use Recreation Center Land Acquisition TBD 1 Project Estimate $30-40,000,000 2 Operating Cost $$$ 1 Land acquisition is too variable a cost to anticipate as it is dependent on a variety of factors including but not limited to size of parcel(s) or whether the parcel is already City- owned, purchased, gifted, or provided in lieu. Additional considerations are whether it is a joint-use facility on other lands or developed with a partner. 2 Project estimate assumes a construction budget of ~$20-25,000,000 based upon recent construction of nearby gyms and athletic centers, which are used as a guide until the space programming for the building is determined in the site master planning eff ort. Performing/Fine Arts Center Land Acquisition TBD 1 Project Estimate $60-100,000,000 2 Operating Cost $$$$ 1 Land acquisition is too variable a cost to anticipate as it is dependent on a variety of factors including but not limited to size of parcel(s) or whether it is purchased, gifted, or provided in lieu. Additional considerations are whether it is a joint-use facility on other lands or developed with a partner. 2 Project estimate assumes a construction budget of $40-55,000,000. This is based on costs of similar projects. This is a placeholder and will need to be updated based on the program and size developed during a site master planning eff ort. Enhanced Teen Services Teen services are anticipated to be a programmatic expansion accommodated in a major facility of another type (such as a gymnasium/recreation center or performing F-20 OPPORTUNITIES AND COSTS | cupertino parks and recreation system master plan arts venue) or provided via a partnership. Additionally, providing enhanced teen services could be addressed through programs with limited capital improvements (e.g., not a teen- speciﬁ c venue). Consequently, no capital costs are noted here. Capital improvement costs should be considered if a separate teen venue is considered or a teen venue is proposed at a partner site, such as a school. Enhanced Senior Services – Senior Center Addition Land Acquisition N/A 1 Project Estimate $15-25,000,000 2 Operating Cost $$$ 1 Additional senior services are recommended as an expansion of the existing center at Memorial Park or in conjunction with another facility (such as a performing/ﬁ ne arts center). For this reason, no acquisition costs are noted here. 2 Project estimate is directly related to the program changes and the type and amount of improvements. Assuming that changes would require expansion of the building, a ~$10- 15,000,000 construction budget is a placeholder and will need to be updated based on the program and size developed during a site master planning eff ort. Other Replaced or Repurposed Existing Building The need for new or replacement buildings at parks such as Portal, Monta Vista or Wilson should be coordinated with the results of the Public Works facility assessment evaluation study that is currently underway. added recreation elements Costs associated with Table F-3: Opportunities for Added Recreation Elements are noted below. Planning-level costs are identiﬁ ed for one of each type of amenity, based on the assumptions noted below. Nature Play Area Project Estimate $300,000 1 1 Cost varies based on the size, number of components, and complexity of the nature play. This cost assumes construction of a modest nature play component added to an existing play area without utility coordination or water play. Universal/All-Inclusive Play Area Project Estimate $1,000,000- 2,000,0001 1 Cost varies based on the size of the area being developed, number and type of components, whether it is a full play area renovation or add- ons to an existing play area, and complexity of the universal/all-inclusive play. This cost assumes construction of an all-inclusive play space adjacent to an existing play area. A full- size, destination, all-inclusive play area similar to ‘Magical Bridge’ or Rotary PlayGarden would be in the $5M+ range. Water Play Project Estimate $1,000,000- 2,000,0001 1 Cost varies based on the size, number/type of components, and complexity of the water play and utility coordination. This cost assumes construction of water play adjacent to an existing cupertino parks and recreation system master plan | APPENDIX F F-21 play area with accessible potable water and utility connections, similar in size to the one at John D. Morgan Park in Campbell. Improved Outdoor Event Space Project Estimate $1,000,000- 2,000,0001 1 Cost is a starting point and is based on an allowance of $200-500,000 per park site and improvements at 2-4 sites, but is dependent on the park site plan, programming needs, location and capacity of existing infrastructure and utilities, and the extent of the changes. The cost assumes some electrical work, lighting, loading areas, event hardscape, and supporting amenities. Costs will vary depending on the type and size of stage/event area, parking and circulation improvements if needed, and existing utility and infrastructure capacity. Costs will need to be updated based on the concept plan for each park and current construction conditions. Multi-Use Sport Field Project Estimate $2,500,000+ 1 1 Cost is a starting point and is based on ~$1,500,000 of improvements but is dependent on the site master plan, existing infrastructure, and the extent of the changes. This assumes one regulation soccer/multi-use ﬁ eld with lawn or artiﬁ cial turf, irrigation, and some site amenities. Multiple baseball or softball ﬁ elds would be more expensive given the additional fencing, backstops etc. This cost does not include ﬁ eld lighting. Costs will need to be updated based on the concept plan/site master plan and current construction conditions. Cricket Field Project Estimate $5,000,000+ 1 1 Cost is based on ~$3,000,000 of improvements but is dependent on the site master plan and the extent of the changes. This assumes a cricket ﬁ eld appropriate for practice and adult play but not a cricket stadium or regional facility. Costs will need to be updated based on the site master plan and current construction conditions. Dog Park/Dog Area Project Estimate $600,000 1 1 Cost varies based on the extent of the changes. The estimate is a starting point based upon ~$350,000 construction cost and assumes that a dog area is added to an existing park of a size similar to the Mary Avenue Dog Park. Cost would increase depending on the size of the dog area, whether there are water features or dog skills training components, and if surfacing is other than lawn or decomposed granite. This cost will need to be updated based on the site master plan and current construction conditions. Basketball Court Project Estimate $250,000+ 1 1 Cost varies based on the scope of a regulation size court and some limited adjacent seating. This cost will need to be revised based on what other improvements are included, such as pathways, lighting, utilities or additional seating. Pickleball Courts Project Estimate– Restripe Existing Courts $30-40,000+1 Project Estimate – Construct a New 8-Court Complex $500-600,0002 1 The estimate for “Restripe Existing Courts” is F-22 OPPORTUNITIES AND COSTS | cupertino parks and recreation system master plan based on a painted overlay to ~4 existing tennis courts with surface cleaning and sealing, and funding for net improvements. 2 The estimate for Construct a new 8-court complex is based on a ~$50,000/court price. This assumes courts are clustered with perimeter fencing. This cost will need to be revised based on the site master plan; what other improvements are included beyond the court and some fencing, such as fencing between courts, site amenities, lighting, etc.; and current construction conditions. Community Gardens Project Estimate $500,000 1 1 Cost is for a community garden and is dependent on the size of the garden area, the amenities provided, the availability of potable water, the number of raised beds, etc. This cost is based on a construction budget of ~$300,000 and would accommodate at-grade beds, some raised beds, hose bibs, access route, and perimeter fencing. This cost assumes the creation of a community garden area in an existing park with available nearby potable water. A large facility, such as that at McClellan Ranch, a healing garden, or demonstration garden would be more expensive. Outdoor Recreation Diversity Providing additional outdoor recreation diversity has a range of costs from $500 for nets and standards for badminton to $2,000-5,000 for outdoor table tennis, chess tables, benches, to $30,000 for structured parkour (obstacle course) elements or outdoor ﬁ tness equipment and beyond. Pilot programs could explore a variety of options including temporary options, outdoor games like a giant Jenga or portable climbing wall, to build and test interest. Elements could rotate through diff erent parks. Other elements could be permanent to provide a range of small and larger scale additions to existing amenities, with a few sites each year receiving something new to add to their off erings. A yearly allocation of $100,000 or more would allow for a variety of new elements to be added at sites throughout the system to create additional interest and address the needs of a larger, more diverse population. Improved Comfort & Amenities in Parks Providing additional shade, seating, potable water, signage, lighting, bike racks, art and restrooms throughout the park system will provide all users with a higher level of comfort and interest to each facility. These amenities can be added incrementally over time with a few parks receiving comfort improvements each year. These improvements range in cost with new trees costing $250 and other amenities costing more. A yearly allocation of $100,000 would allow a few parks a year to have a wide range of comfort improvements customized each park’s speciﬁ c needs. Natural Vegetation Enhancements Providing natural vegetation enhancements includes a range of improvements to reduce manicured areas and provide for natural systems and habitats. As part of standard landscape maintenance, underutilized lawn areas throughout the system could be converted to native plantings and habitat areas; this will require a change in maintenance practice but cupertino parks and recreation system master plan | APPENDIX F F-23 may reduce the amount of time needed to maintain the areas. Larger restoration and habitat enhancements have greater cost but small, incremental eff orts can be pilot programs. These enhancements can be coordinated with neighborhood groups and partners to implement and/or events, such as quarterly invasive plant removal eff orts, can be organized. A yearly allocation of $100,000 or more would allow for a variety of these enhancements to be implemented with ongoing eff orts to reduce lawn and water usage in the landscape, provide more dynamic and lively habitats throughout the City, as well as provide visual interest and green infrastructure. additional information: existing sites Some of the initial projects to be included in the City’s Capital Improvement Program will be associated with existing park site master planning and/or improvements. Allowances are noted below for these site plans and projects. Memorial Park Project Estimate $10-13,000,000 1 1 The estimate assumes a construction budget of~ $8,000,000 for “phase one” site improvements. Such improvements include renovation and repurposing of the pond areas; a new water feature; renovation of the amphitheater; improvements to support event hosting; improvements to the pathway system; landscape renovation; and infrastructure improvements. This does not include the development of new major buildings/”big moves” (such as an aquatic center or gym) which may or may not be included in the site; new major buildings are separately addressed. Costs will need to be updated based on the site master plan. Stevens Creek Corridor Park Costs will need to be identiﬁ ed based on completion of the Stevens Creek Corridor Master Plan to accurately reﬂ ect that plan’s implementation. Creekside, Hoover, Jollyman, Linda Vista, Monta Vista, Portal, Varian and Wilson Parks Each of these large neighborhood parks is expected to warrant investment in renovation and enhancements during the next two decades. The appropriate budget for each park will depend upon selected improvements. Strategic plans and Capital Improvement Programs that will follow this master plan will identify the parks that are prioritized for near-term attention and improvement. Small Neighborhood Parks For Canyon Oak and Little Rancho Parks, small scale improvements ranging between $10,000 and $100,000 each will provide additional play and recreational value and diversity. For Franco and Sterling Barnhart Parks, these are the two newest small neighborhood parks and as such are well designed, in good condition, and have limited unprogrammed space. Ongoing maintenance are the main needs with minor improvements needed when life cycle costs indicate replacements are needed. For Somerset and Three Oaks Parks, there is a need longer term to add recreational value F-24 OPPORTUNITIES AND COSTS | cupertino parks and recreation system master plan and diversify the opportunities. As life-cycle costs indicate replacements are needed, a wider variety of play and recreation opportunities should be infused as well as a reconsideration of the amount of turf to climate-appropriate plantings. They are anticipated to warrant investment that is higher than for small neighborhood parks but less than for the large neighborhood parks noted above. Mary Avenue Dog Park Similar to Franco and Sterling Barnhart Parks, the Mary Avenue Dog Park is recently constructed, well designed, in good condition, and has limited unprogrammed space. Ongoing maintenance is the main need with minor improvements such as additional shade and seating, possible dog agility/exercise elements, or replacement of existing facilities at the end of their life cycle. Cupertino Sports Center Cupertino Sports Center major improvements for long-term needs are directly linked to the Memorial Park site master plan eff orts, and the results of Public Worker’s Building Condition and Use Assessment, as well as discussions regarding major new recreation facilities such as an aquatic center or gymnasium. Depending on those discussions, a separate site master plan may or may not be necessary. Costs for such major improvements are too conceptual to address at this juncture. Trail Corridors Most existing trails would beneﬁ t from incremental improvements for comfort (such as shade or added seating), environment (such as habitat plantings or green infrastructure), or increased connectivity (such as linkages between trails, bike corridors, and parks especially). Comfort and environmental improvements are lower cost and can be phased in over time for minimal cost (installing benches, e.g.). Increased connectivity improvements vary in cost and are more expensive given their scale and complexity; these improvements would need to be coordinated with Public Works. cupertino parks and recreation system master plan | APPENDIX F F-25 cupertino parks and recreation system master plan |APPENDIX G F-27 POTENTIAL FUNDING SOURCES G F-28 POTENTIAL FUNDING SOURCES | cupertino parks and recreation system master plan F-2F-2F-2F-2F-F-2F-2FF-2F-2F-2F-2F-2-2-2-22-2222F-2-2F-2F-2FF-2FFF2F-2F-2F-22F-F-2222222-22F-F-2F-2F-2F-FF-2-2F-F-2F-2-222222F-2FF-2FF-2F-2F-2F-2-22F-22222-2F-222F-2F2FFFF-2F2F-222FFF-2-F-2F-22222222F-22FF-2FF-2-2-2-2F-2F-22-2F-2-222F-22FFF--F-F-2-2F-F-222-22-22F-2FF-2F-2--222222F-22F-2--22222---222-F---F--22FF22222222FFF22F222FFFF22288888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888888 PPPOPOOTOTPPOPOTTTOTPPTENENTENTENTENENTENTTTIALIALIALIALIAIALALAL FUFUFUFFFUUFUUFUUNDINDINDNDIDDNDINDIINDNGNGNGGNNNGNG NG NGNGN SOUSOUSOUSOOUUUOUSOUSOUUUUOUOUUOUSOUSOSOUSOUUOOOOOOORCERRRCERCECERCECECECEECECECCERRCECECECEEEEREEEERRRCERCCERCEEERRCRRRRSSSSSSSSSSSSSSSSSSSSSSS SSSSSSSS SSSSSSS ||||||||||||||||||||||||||||||||||||||||||||| cupcupertertinoino paparksrks anandrd recrecreateationion sysystestemmm mastasterer plaplann cupertino parks and recreation system master plan | APPENDIX G G-1 POTENTIAL FUNDING SOURCES G introduction Cupertino relies on a variety of funding resources to develop and operate its parks and recreation system. Looking forward, this Master Plan recommends many system-wide enhancements, ranging from park renovations to major new facility development, park acquisition, and added recreation programs and events. The City has a strong history of investing in parks and recreation services. Implementing the Master Plan will require increasing this investment, both by maximizing existing funding sources and identifying new ones. This appendix reviews funding sources for capital projects and operations. Park Acquisition, Development and Renovation Funding The Master Plan identiﬁ es projects that require land acquisition, park and facility development, and renovation and enhancement at most parks in Cupertino. There is considerable ﬂ exibility in the sources that can be used for funding the acquisition and development of new park and recreation projects, and some ﬂ exibility in funding park renovations. Existing Funding Sources Cupertino’s budget includes several accounts used for acquisition, development and renovation projects in Cupertino’s parks and recreation system. Each source is detailed below with the fund name(s) that appear in the City’s budget and Capital Improvement Plan (CIP). The fund description clariﬁ es potential uses for these funds in implementing future projects. • General Fund. The General Fund is the primary fund for governmental services and has the fewest limitations on uses. While the General Fund is the City’s main source of operating funding, several accounts within the General Fund are used for capital improvements. The main sources of funding for Cupertino’s General Fund are the property and sales taxes collected within City limits, along with franchise fees and charges for services. Some fees are collected in special funds and are not passed through the General Fund. This includes fees collected for G-2 POTENTIAL FUNDING SOURCES | cupertino parks and recreation system master plan to be used to acquire new parkland or fund capital improvements at existing recreation and park facilities which will serve the new units. If appropriate land is not available or the development is less than 50 units, the fair market value of the required land is collected as a fee. Cupertino collects in-lieu fees based on 3 acres of land per 1,000 residents and deposits them in a special Park Dedication fund. The amount of the fee is based on a current appraisal of land value. Revenues generated through the Park Land Dedication Fee cannot be used for the operation and maintenance of park facilities. • Park Maintenance Fee. Cupertino Municipal Code (Chapter 14.05) establishes a limited impact fee targeted at single lot development (new building on an existing, single parcel of land). These fees support park acquisition development, rehabilitation and maintenance of parks to off -set the impact of declining open space within the city as lots are developed. Fees are assessed in a similar manner to Chapter 13.08, based on the number of dwelling units, residents per unit and a park acreage standard of 3 acres per 1,000 people. This fee is limited to ﬁ nancing the acquisition and maintenance of parks and recreation facilities. Capital Improvement Program Across all departments in the City of Cupertino, the 5-year Capital Improvement Program (CIP) for FY 2019 (adopted in June of 2018) sets aside over $21 million to fund new and existing projects. A summary of the total existing and new projects included for funding in the ﬁ ve- year CIP (ﬁ scal years 2019-2023) is below. recreation programs, which are captured in an enterprise fund. • Capital Improvement Fund (General Fund). Resources for any type of capital project can be transferred to this fund, mainly from the General Fund, at the discretion of City Council in the budgeting process. • Capital Reserve (General Fund). The City’s Capital Reserve is intended to be used for capital improvement projects in the City. Funding for this reserve is governed by the City’s “Assigned and Unassigned Fund Balance and Use of One Time Funds Policy”, found in the Financial Policies and Schedules section of the City’s budget documents. Per that policy, any unassigned fund balance in the General Fund at year end over $500,000 will be transferred to the Capital Reserve. In the 2017-18 ﬁ scal year, this fund’s ending balance was projected at $13.5 million, due to a large transfer. The 2018-19 Capital Improvement Program allocated most these resources over the next two years. • Stevens Creek Corridor Park Capital Projects. This fund pays for the design and construction of projects within the Stevens Creek Corridor. This fund was a special purpose set-aside recognizing the signiﬁ cance of this set of parks. No ongoing funding is projected. • Park Land Dedication/In-Lieu Fees. The Cupertino Municipal Code (Chapter 13.08) requires dedication of land or collection of equivalent fees for park or recreational purposes as a condition of approval of new dwelling units. Any land required to be dedicated and/or fees required to be paid are cupertino parks and recreation system master plan | APPENDIX G G-3 TABLE G-1: 2019-2023 CITY OF CUPERTINO CAPITAL IMPROVEMENT PROGRAM SUMMARY 2019 2020 2021 2022 2023 New Projects $8,556,500 $1,960,000 $1,960,000 $1,800,000 $1,800,000 Existing Projects $1,885,000 $280,000 $280,000 $280,000 $280,000 Total $10,441,500 $2,240,000 $2,240,000 $2,080,000 $2,080,000 Table G-1 shows the magnitude of new projects funding in the coming ﬁ scal year and the planning for the following four years. Funded projects and longer-term planning are heavily inﬂ uenced by the current development proposals in the city, which can change within any given year. The citywide CIP also carries over nearly $27 million in projects that are completely funded. The new, existing and carried over projects include the following park and recreation system items: • Lawrence-Mitty Park Master Plan • Sports Center Upgrades • Stevens Creek Corridor Park Chain Master Plan - McClellan Rd to Stevens Creek Blvd. • Memorial Park Master Plan & Parking Study • Senior Center Repairs Note: Subsequent action by the City Council on September 18, 2018 de-funded or deferred a number of the projects in the approved 5-year CIP. Potential New Sources and Mechanisms for Capital Projects There are several potential funding sources for park and facility capital projects and mechanisms for land acquisition that Cupertino is not currently using (but may have in the past). Combining these sources and mechanism is a typical strategy when developing complex projects. POTENTIAL FUNDING SOURCES • Expanded Park Impact Fees. A Park Impact Fee is a funding source that supports capacity-enhancement projects to support new residential or commercial growth. These funds are authorized in Government Code §66000- 66025 (the "Mitigation Fee Act"), the bulk of which was adopted as 1987's Assembly Bill (AB) 1600 and thus are commonly referred to as "AB 1600 requirements." Currently, the City relies primarily on Municipal Code Chapter 13.08 Park Land Dedication Fee (described above), Chapter 18.24 Dedications and Reservations, and Chapter 14.05 Park Maintenance Fee to acquire and pay for new parks related to new development. The City can apply impact fees to residential, commercial or industrial development, if each has a measurable connection (or nexus) to increased park use. To establish this connection for non- residential development, pre-nexus and nexus studies with positive results would be G-4 POTENTIAL FUNDING SOURCES | cupertino parks and recreation system master plan required to establish impact fees for parks. • General Obligation Bond. The City has the authority to request voter approval for general obligation bonds to ﬁ nance the construction of improvements to the park system with a time-limited property tax increase. Requirements for a high threshold of approval (two-thirds of voters) makes general obligation bond tax measures challenging to pass, but the time-limited nature of these measures (the tax expires when the bonds are paid off ) improves public perception in many cases. General Obligation bonds can only be used for capital improvements, not maintenance and operations. • Grants. There are a variety of public and private granting agencies that fund park and recreation projects, each with its own priorities that dictate the types of projects that are eligible. These sources range from public agencies supporting environmental and water quality restoration to private foundations looking to improve health outcomes. In most cases, grant funds require a local contribution to the project and include speciﬁ c project reporting protocols. For the City to proactively identify grant opportunities, dedicated staff time is needed for identifying, tracking, applying for and managing the grant process. While it is possible for a grant to cover programming or operational expenses, it is very uncommon, and grants should mainly be considered a capital funding source. Of statewide signiﬁ cance, the recent Parks, Environment and Water Bond (Proposition 68) passed in June of 2018 includes $725 million in competitive grants speciﬁ cally targeted at “park-poor neighborhoods.” These funds will be awarded via the statewide competitive grants program. • Assessment District. An assessment district is a mechanism that allows cities to assess housing units or land parcels to maintain and improve street lighting, landscaping and parks that provide a special beneﬁ t to designated areas. Assessment districts help each property owner pay a fair share of the costs of such improvements over a period of years at reasonable interest rates. This ensures that the cost will be spread to all properties that receive direct and special beneﬁ t from the improvements constructed. Establishment of a new district or revision to an existing district requires a majority vote of the property owners. Landscape and Lighting Assessment Districts (LLADs) are used by California cities to fund park capital improvements and operations. The City of Cupertino does not currently have any special districts that fund parks and recreation improvements or operations. However, the Rancho Rinconada Recreation and Park District is an independent special district in east Cupertino that owns and operates the Rancho Rinconada pool and recreation center which serves residents of the area. • Community Facilities District. The Mello- Roos Community Facilities Act of 1982 allows any county, city, special district, school district or joint powers authority to establish a Mello-Roos Community Facilities District (“CFD”) to ﬁ nance public improvements and services. The services and improvements that Mello-Roos CFDs can ﬁ nance include parks, as well as streets, sewer systems and other basic infrastructure, police protection, ﬁ re protection, ambulance cupertino parks and recreation system master plan | APPENDIX G G-5 services, schools, libraries, museums and other cultural facilities. Formation of a CFD requires a two-thirds vote of residents living within the proposed boundaries. If there are fewer than 12 residents, then the vote is instead conducted of current landowners. The assessment cannot be based on property value; instead, it is based on the size of the property or square footage of structures. By law, the CFD is also entitled to recover expenses needed to form the CFD and administer the annual special taxes and bonded debt. The special assessment continues until bonds are paid off and then is typically reduced to a level to maintain the investments. The ongoing component of a CFD makes it useful for major facilities that typically require an ongoing investment in operations. Cupertino does not currently have any CFDs for parks and recreation facilities. • Parcel Tax. A parcel tax is levied on each parcel, and the tax rate may vary based on features of each property other than the property value. Similar to general obligation bonds, parcel taxes require a two-thirds vote of the community. However, parcel taxes off er ﬂ exibility in funding both capital and operations, and do not expire unless established with a sunset clause. The mix of funding is typically stated in the ballot measure and is ﬁ xed for the life of the tax. In the case of the 2016 Los Angeles County parks funding measure, the tax was based on the improved square footage of each property. A parcel tax can also be based on the number of dwelling units or a ﬂ at rate per parcel. If Cupertino were interested in exploring community interest in voter- approved funding mechanisms, the feasibility of a parcel tax should be included in the investigation. • Community Beneﬁ ts Agreement. Real estate developers can negotiate directly with communities (or a coalition of interests) and sign a contract known as a Community Beneﬁ t Agreement (CBA) promising to deliver speciﬁ c amenities or mitigations to the local community. In exchange, the community group commits to support (or at least not oppose) the project. The beneﬁ ts could include either park land or built features. • Public–Private Partnerships. Partnerships are formal agreements between multiple entities (often a public agency and either a community-based organization or private enterprise) to provide services, facilities, or both. These partnerships are built to access skills and resources from all partners. While the public-private variation attracts the most attention, many public-public and non-proﬁ t partnerships have greatly beneﬁ ted park and recreation systems. LAND ACQUISITION MECHANISMS Cupertino has very little land available for park system expansion. When land can be purchased, the cost is high (valued in 2018 at $10,000,000 per acre). There are a variety of mechanisms to explore for park land acquisition. • Direct Purchase or Fee Simple Acquisition. Direct purchase is the most customary means of acquiring park land in most communities. In many cases, a public agency purchases real property from a willing seller at fair market value. A fee simple purchase transfers full ownership of the property, including the underlying title, to another party. Most of Cupertino’s park land has been acquired G-6 POTENTIAL FUNDING SOURCES | cupertino parks and recreation system master plan through fee simple acquisition. • Easement. An easement is a partial interest in real property. Easements are especially applicable in situations where the landowner is not interested in selling their land but is willing to place an easement on the property to dedicate the land for a speciﬁ c purpose, in this case typically for park, recreation, conservation or trail purposes. The terms of an easement agreement are negotiated between the private landowner and the public agency to tailor the easement to needs of each party. Easements may be acquired by direct purchase or by donation. In park systems, easements are most typically seen for trail connections or for conservation purposes. Easements may be suitable for planned trail corridors where outright property acquisition is not desirable or feasible. • Real Property Donations. A willing property owner may give real property or grant an easement as a donation to a public agency or a non-proﬁ t organization. In some cases, a property owner may agree to sell the property at less than fair market value. The property owner is paid for part of the value of the property and donates the remaining value, receiving tax beneﬁ ts for the donation. To maximize the beneﬁ t (and attractiveness) of this mechanism, Cupertino would need a non-proﬁ t entity to accept the donation and provide the tax receipt. This could be a parks-speciﬁ c or community foundation. The Trust for Public Land, land trusts and other organizations may also be able to play this role. • Life Estate. In some cases, a property owner may donate or sell real property to a public agency but retain a life estate, through which they retain the right to use the property for the duration of their life. • Land Swap. A land swap is a simultaneous, mutual transfer of real property between willing parties. • Long Term Lease. A lease is a legal agreement granting the use of a property in exchange for payment for a speciﬁ ed length of time. For parks and recreation purposes, the payment may be nominal (e.g., $1 per year) and the term is often long (such as 99 years). • Property Dedication. Dedication of real estate is a required donation of real property to a government for a public purpose, typically resulting from a land use or entitlement process. For example, cities sometimes require a property owner to dedicate right-of-way to widen a street or park land as part of a subdivision process. • Conditions of Approval. Public agencies can require public use in some cases as a condition of approval of a land use action. Sometimes, public use is provided through dedication or easement to a public agency, and sometimes the private property owner retains ownership but must provide public access. San Francisco’s Privately Owned Public Open Spaces are an example of this. • Land Trust. A land trust is an agreement through which one party (the trustee) agrees to hold ownership of a piece of property for the beneﬁ t of another party (the beneﬁ ciary). A land trust can also be a private nonproﬁ t organization that as all or part of its mission cupertino parks and recreation system master plan | APPENDIX G G-7 actively works to protect land, often for conservation or aff ordable housing purposes. • Community Beneﬁ ts Agreement. As noted, real estate developers can negotiate directly with communities (or a coalition of interests) and sign a contract known as a Community Beneﬁ t Agreement (CBA) promising to deliver speciﬁ c amenities or mitigations to the local community, which can include park land. operating funds In addition to funds for capital projects, the City of Cupertino will need additional funds to maintain, operate, program and manage parks, facilities, programs and events. The City of Cupertino budgeted over $22 million in 2018-19 to provide parks and recreation services for the community, not including capital improvements. This includes $17,442,432 in funds tied to Recreation and Community Services. Along with another $4,530,150 for grounds maintenance (within the Public Works Department’s budget). Existing Sources of Operating Funding Cupertino’s parks and recreation services are funded primarily through city taxes and user fees for facilities and programs. User fees include everything from facility rentals to program fees. A comprehensive fee schedule is updated and adopted each year by resolution of the City Council. The City’s budget includes funds for park and recreation operations in several accounts: GENERAL FUND • General Fund. Resources for the Recreation and Community Services Department are primarily from the General Fund. Funding for the maintenance of parks and recreation facilities is also designated from the General Fund to the Public Works Department. The General Fund, the City’s primary source of operating funding, is a limited pool of resources that funds all City services, not just parks and recreation. ENTERPRISE FUNDS • Blackberry Farm Golf Course Fund. This fund pays for operating costs related to the Blackberry Farm Golf Course. Revenues are collected as fees from users of the golf course. While Blackberry Farm generates a substantial number of users and user fees, this fund is only for golf course operations. • Sports Center Fund. This fund pays for operating costs related to the Sports Center. Revenues are collected as fees from users of the Sports Center. • Recreation Programs Fund. This fund pays for operating costs related to the City’s community centers and park facilities. Revenues are collected as fees for recreation programs at the City’s community centers and park facilities. Potential Expanded and New Sources for Operations and Services There are fewer sources of operating funding available for parks and recreation services, and securing ongoing sources committed to parks and recreation will be challenging. Options to expand existing sources of operations funding G-8 POTENTIAL FUNDING SOURCES | cupertino parks and recreation system master plan and identify new sources are noted below. • Increased General Fund Support. The Recreation & Community Services Department could make a case to increase General Fund support for parks maintenance, programming and events. The City could make the case for increasing General Fund support in a variety of ways. First, park and facility maintenance needs will increase as new project are brought online. Second, community priorities for enhanced recreation opportunities and programming services were noted in outreach activities. Third, there are many citywide beneﬁ ts associated with parks and programs. For example, the health beneﬁ ts of parks, trails, recreation programming and natural spaces provide a substantial (although indirect) ﬁ nancial beneﬁ t in the off -setting of public and private health care costs. The proper maintenance of park sites has been shown to maintain and increase surrounding property values, one of the tax bases that the General Fund relies on. Further, the attraction value of park and recreation events and programming draw visitors who support the sales tax base. Park lands and recreation services also reduce the cost of other critical City services, such as water retention/treatment and crime prevention. It is possible, though not necessarily simple, to increase General Fund support for parks and recreation services through lesser known mechanisms, including the following. • Utility User Tax (UUT). California cities can, with voter approval, levy a tax on utilities such as electricity, gas, water, sewer, telephone (including cell phones and long- distance services), sanitation, and cable television. The rate of the tax and the use of revenues is determined by the City. The revenues are most often used for essential services, including police, ﬁ re, streets, and parks. Cupertino currently levies 2.4% on telecommunications, electricity and gas. This falls in the low range for California cities with UUTs (average is around 5%). Majority voter approval is needed to increase an established UUT. Expanded UUTs could expand the resources to the General Fund, potentially allowing more non-UUT funds to be allocated to parks and recreation. • Hotel Tax (Transient Occupancy Tax). Taxes on people staying less than 30 days in a city help support public services and facilities that make an area a good destination for business or vacation travel. Many cities use Hotel Taxes to pay for park improvements. In 2011, Cupertino increased the hotel tax from 10% to 12% to ensure funding for general city services, including library services, neighborhood police patrols, rapid 9-1-1 emergency response times, city street maintenance, current levels of police offi cers and school traffi c safety and crossing guards. Parks and recreation services do not receive TOT funds at this time. • Increased Enterprise Fund Revenues. The City of Cupertino uses three enterprise funds to track the revenues and expenditures associated with key areas of service (Blackberry Farm Golf Course, the Sports Center and Recreation Programs). Additional resources could be generated within these funds by increasing fees or adding revenue cupertino parks and recreation system master plan | APPENDIX G G-9 generating services and concessions. • Expanded User Fees. Currently, over $6 million is generated from charges for services (user fees) in the Recreation and Community Services budget. Some of these fees are accrued to one of the three enterprise funds, but some are accrued to the Recreation and Community Services General Fund budget. This Master Plan recommends deﬁ ning a fee philosophy, methodology and cost recovery goals for fees and charges for programs and services, as well as re-evaluating options for park and facility rentals to improve customer service but also generate more revenues. While some programs beneﬁ t only individuals and some services are premiums on top of the essential park and recreation experience, price increases across the board can limit access to key community services and reduce use of parks and programming. • Assessment District. As previously described, an assessment district is a mechanism that allows cities to assess housing units or land parcels for amenities that provide a special beneﬁ t to designated areas. A Landscape and Lighting Assessment District can fund operations as well as capital improvements. • Community Facilities District. CFD’s are described in the capital section above. One of the important features of a CFD is the ability to designate a portion of the funding for operations and maintenance of facilities. • Parcel Tax. The details of parcel taxes are included in the capital section. Like some other special taxes, a portion of the revenue can be designated for operational purposes. It is important to note that parcel taxes do not necessarily include an expiration date but often do to increase the appeal to voters. • Operating Levy. Cities can levy additional taxes (primarily sales taxes) to fund operations and can choose to target these requests to speciﬁ c areas or programs. As with other special taxes in California, a super- majority (2/3rds of voters) is required to pass the measure. The high standard of approval has limited this method to only the most popular of purposes. • Public–Private Partnerships. Some partnerships have strong potential for operating parks and recreation facilities and services. Many cities have partnered with non-proﬁ t organizations, such as the YMCA, to operate facilities on city-owned land. Other types of partner entities can take on management of an entire site or program, such as Cupertino’s relationship with Audubon at McClellan Ranch Preserve. • Sponsorships. The City may solicit sponsors who are willing to pay for advertising, signage, facility naming rights, etc., generating funds to support operations. In addition, sponsors are often sought to support a particular event or program, such as a concert or movie series. • Concessions. Food, beverage and merchandise vendors or concessionaires that operate restaurants, coff ee kiosks, rentals of equipment (such as bicycles or games) or provide other revenue-generating facilities or services in parks can also generate excess revenues to support the park system. The City can establish contracts with vendors and concessionaires for these services. In some cases, concessions can generate revenue for G-10 POTENTIAL FUNDING SOURCES | cupertino parks and recreation system master plan PROJECT PRIORITIZATION TOOLS H G-12 PROJECT PRIORITIZATION TOOLS | cupertino parks and recreation system master plan cupertino parks and recreation system master plan | APPENDIX H H-1 PROJECT PRIORITIZATION TOOLS H introduction The Master Plan recommends a number of park site and system enhancements that are intended to be implemented through approximately the year 2040. The City of Cupertino will prioritize projects as part of its annual process to update the Capital Improvement Program. Since recommended projects may evolve and new project ideas may arise during the years to come, this document provides tools and guidance to assist in prioritizing capital projects. tool: goal and community priority alignment checklist The Goal and Community Priority Alignment Checklist allows the City to evaluate new projects to determine if they are consistent with the direction of the Master Plan. Alignment with Master Plan Goals The project in consideration must be clearly aligned with at least one of the following Master Plan goals. If multiple goals are addressed, the project more strongly supports the direction of this master plan. Does the project: □Protect nature, trees and natural areas in parks and throughout the city to support wildlife, ecological functions and a stronger connection to Cupertino’s natural environment? □Create a walkable, bikeable and accessible city by providing an interconnected network of multi-use trails, walkways and bikeways, close- to-home parks, and community destinations? □Distribute parks, facilities and recreation opportunities throughout the community for easy and equitable access? □Reinvigorate and revitalize parks and recreation facilities and off erings to support broad and inclusive recreation interests? □Support social gatherings, events, programs and activities for people of all ages, abilities, cultures, and interests? H-2 PROJECT PRIORITIZATION TOOLS | cupertino parks and recreation system master plan □Create high quality recreation experiences, places and services that are welcoming, responsive, comfortable and reﬂ ective of Cupertino’s unique character? □Provide, manage and maintain high-quality parks, recreation facilities, programs and services for Cupertino residents through sound management and stewardship, sustainable choices and wise use of resources? ____ Total Goals Addressed Alignment with Community Priorities The following checklist includes twelve key priorities that emerged from Master Plan community outreach. The project in consideration should be clearly aligned with at least one of the following key priorities. If multiple priorities are addressed, the project strongly supports the direction of this master plan. Does the project: □Protect nature or support nature experiences? □Provide improved connectivity or trail opportunities? □Support park and facility access (geographic, ADA, bike/pedestrian entry)? □Increase the variety and diversity of recreation options? □Support social gatherings, special events or celebrations? □Provide unique or extraordinary play opportunities? □Empower teens or youth? □Reﬂ ect Cupertino’s unique character and identity? □Improve user comfort, increase ease of use or create welcoming places and services? □Support the Arts in our community? □Promote partnerships? □Support diverse cultural interests? ____ Total Priorities Addressed tool: sequencing criteria & evaluation Instructions: Evaluate the project on a 4-point scale of 0 to 3 points for each criterion, where completely meets = 3 points; partially meets = 2 points; somewhat meets = 1 point; and not at all meets = 0 points. Certain criteria that are critical for advancing the project are proposed to be weighted (e.g., have their rated score multiplied by 2). cupertino parks and recreation system master plan | APPENDIX H H-3 Criteria Score 1 Critical Criteria Total Alignment with Park and Recreation System Needs: Does the project address any of the following identiﬁ ed system needs? Repair/Improvement: Repair or improve an existing site, asset or natural resource? Access/Connectivity: Improve pedestrian/ bicycle connectivity, access to an existing destination, or extend the trail network? Service Level: Improve service to residents and users, or improve the ability to provide high-quality service? Available Space: Be implemented using existing park space or available space? x2 Multiple/Flexible Use: Support multiple or ﬂ exible uses? New Service or Opportunity: Provide an opportunity or service not already available (e.g., meet an unmet need, address a gap in services)? Equity: Serve an underserved group or underserved geographic area? Age: Provide improved service to teens/ youth or to seniors? Distribution: Improve the balance and distribution of amenities in the system? Usership: Beneﬁ t a large number of residents? Sustainability & Efﬁ ciency: Increase sustainability, reduce costs or increase maintenance and operational efﬁ ciencies? Resource Use: Use or leverage available resources (stafﬁ ng, funding, partnerships, equipment)? TABLE H-1: SEQUENCING CRITERIA EVALUATION TOOL H-4 PROJECT PRIORITIZATION TOOLS | cupertino parks and recreation system master plan Criteria Score 1 Critical Criteria Total Financial Strength: If for an enterprise facility, increase the ﬁ nancial viability or sustainability of the facility? Safety and Use: Does it repair or replace deﬁ cient or non-functioning amenities and facilities to improve safety or restore use? x2 Diversity: Does the project diversify recreation opportunities for people of different ages, ethnicities and/or cultures? City Priority: Does the project coincide with or support another City project, goal or City Council initiative? Timing: Does action need to be taken now before the opportunity is lost? Is project completion needed before another priority project can be started? x2 Stafﬁ ng/Operations: Are staff and resources available to operate and maintain the site/facility? x2 Funding Availability: Is funding available for the project in the proposed time frame? x2 Outside Funding/Partnerships: Does the project signiﬁ cantly leverage outside resources? Ease of Implementation: Can the project be done quickly and easily? Have the necessary advanced planning, feasibility studies and permitting already been completed? Public Support: Is there public support for the project? Value: Does the project deliver high value for the cost or resources needed relative to other projects? 1 Completely meets = 3 points; partially meets = 2 points; somewhat meets = 1 point; not at all meets = 0 points cupertino parks and recreation system master plan | APPENDIX H H-5 H-6 PROJECT PRIORITIZATION TOOLS | cupertino parks and recreation system master plan 10300 Torre Ave, Cupertino, CA 95014 (408) 777-3200 cupertinogpa.org