HomeMy WebLinkAboutPC Meeting (Reso 2771-2015) - PC Parks Recreation Master Plan Exhibit B MP DraftCity of South San Francisco
California
March 2015
PARKS + RECREATION MASTER PLAN
DRAFT
ACKNOWLEDGEMENTS
CITY COUNCIL
Richard Garbarino, Mayor
Mark Addiego, Vice-Mayor
Pradeep Gupta
Karyl Matsumoto
Liza Normandy
PLANNING COMMISSION
Alan N. Wong, Chair
Alexander Khalfin, Vice-Chair
Norm Faria
Daina Lujan
Carlos Martin
Mark Nagales
Aristides “Aris” Ruiz
PARK AND RECREATION COMMISSION
Douglas Reynolds, Chair
William Lock, Vice-Chair
Betty Battaglia, Secretary
Sean Garrone
Richard Holt
Cynthia Velez
STAFF TEAM
Sharon Ranals, Director of Parks and Recreation
Samantha Haimovitch, Parks Manager
Greg Mediati, Management Analyst II
* Catherine Barber, Senior Planner
* Susy Kalkin, Chief Planner
Mike Futrell, City Manager
ADVISORY COMMITTEE
Betty Battaglia
Judy Bush
Sean Garrone
Damian Gaytan
Pedro Gonzalez
Alexander Khalfin
William Lock
Colleen Tribby
CONSULTANT TEAM
Gates + Associates
The Sports Management Group
Strategic Research Associates
Environmental Collaborative
* Former City Staff
SOUTH SAN FRANCISCO, CALIFORNIA i TABLE OF CONTENTSPARKS & RECREATION MASTER PLAN
TABLE OF CONTENTS
ACKNOWLEDGEMENTS .......................................................................................11
INTRODUCTION ............................................................................1
PURPOSE OF DOCUMENT ....................................................................................1
DOCUMENT ORGANIZATION ...............................................................................1
CONTEXT .....................................................................................3
THE SETTING .......................................................................................................4
PLANNING CONTEXT ..........................................................................................5
DEMOGRAPHIC ANALYSIS .............................................................7
TRENDS ANALYSIS ......................................................................11
DEMOGRAPHIC TRENDS .....................................................................................11
RECREATION TRENDS .........................................................................................14
TREND IMPACTS ..................................................................................................16
INVENTORY ................................................................................19
CLASSIFICATION SYSTEM ....................................................................................20
INVENTORY OF SERVICE PROVIDERS ...................................................................72
COMPARATIVE ANALYSIS ............................................................77
METHODOLOGY ..................................................................................................77
BENCHMARK DEPARTMENTS ...............................................................................77
BENCHMARKING LIMITATION .............................................................................78
FINDINGS ............................................................................................................78
COMMUNITY OUTREACH ............................................................85
SURVEYS ..............................................................................................................85
COMMUNITY WORKSHOPS ................................................................................88
FOCUS GROUPS ..................................................................................................90
SOUTH SAN FRANCISCO, CALIFORNIAii
PARKS & RECREATION MASTER PLAN
TABLE OF CONTENTSPROGRAM ASSESSMENT ..............................................................91
DEPARTMENT RESOURCES ..................................................................................91
MISSION STATEMENT ..........................................................................................91
PROGRAM ASSESSMENT ......................................................................................94
GOALS AND RECOMMENDATIONS ...............................................97
PARKS, TRAILS AND OPEN SPACE ........................................................................97
COMMUNITY FACILITIES ...................................................................................109
IMPLEMENTATION ....................................................................121
FUNDING STRATEGIES ......................................................................................122
introductionCHAPTER 1
SOUTH SAN FRANCISCO, CALIFORNIA 1 INTRODUCTIONPARKS & RECREATION MASTER PLAN
INTRODUCTION
PURPOSE OF DOCUMENT
In its General Plan, the City of South San Francisco sets out a vision for an
integrated network of parks and open space which will serve the evolving
needs of residents and employees. It includes standards and policies that
support the vision, and identifies potential sites to meet the standards as the
city continues to grow and change over time. The city previously completed
a Parks Recreation and Open Space Master Plan in 1990, and updated the
Plan in 1997. The General Plan identifies the updating of the Master Plan
as an Implementing Policy to carry out the General Plan’s Guiding Policies
concerning Parks and Recreation. This updated Parks and Recreation
Master Plan studies the existing park system, facilities, and recreational
programming, and identifies a planning blueprint to expand, improve and
protect these assets for the future.
The Parks and Recreation Master Plan process is similar to many strategic
plan processes: the scope of work is defined, demographic analysis is
prepared, an inventory of resources is conducted, a needs assessment is
performed, goals recommendations are identified, and an implementation
plan is structured. This plan builds on itself, section by section, with each
chapter using the previous chapter’s information to define steps required to
address issues identified.
The Parks Master Plan provides:
• background and context for evaluating the existing parks system;
• an inventory of existing parks and recreation facilities, and current
conditions;
• an analysis of the need for new, expanded or renovated parks and
facilities, and for changes in recreational programming;
• recommendations for improving and maintaining the existing park and
recreation system;
• recommendations for acquiring or obtaining access to additional
properties for future park uses;
• a strategy for meeting the need for, managing and maintaining
recreational facilities; and
• an approach for implementation of improvements and long term
maintenance.
The Parks and Recreation Master Plan provides both a long-term vision for
the city’s park system, and specific policies and standards to direct day-to-
day decisions. It sets forth a framework that will allow the city to respond to
new opportunities as they arise.
As the implementing document, the Parks and Recreation Master Plan
provides a clear path to accomplishing the community’s vision through
achievable steps in both the short term and long terms, maximizing the
potential, and ensuring sustainability of the park system itself. The efforts
that the city has made to date, discussed in the following chapter, are
invaluable resources that inform and complement a comprehensive plan.
Extensive community involvement guided this Master Plan process. Input
from city staff and from an Advisory Committee informed the process.
Community engagement has ensured that the Plan reflects the priorities of
the evolving community. In this built-out city, identifying opportunity sites
and potential partnerships, and developing strategies to maximize the use of
currently under utilized parks and facilities, is key to accomplishing the city’s
goals of providing for the community’s needs.
DOCUMENT ORGANIZATION
The Parks and Recreation Master Plan is organized in the following manner:
CHAPTER 1: INTRODUCTION
This Chapter gives a brief overview of the purpose of the Parks and
Recreation Master Plan and a summary of its contents.
CHAPTER 2: CONTEXT
This Chapter discusses the physical context as well as the planning context
for the Master Plan. It identifies Plans whose provisions relate to Parks and
Recreation in the city, and notes policy direction and impact.
CHAPTER 3: DEMOGRAPHICS AND TRENDS
This Chapter provides a detailed look at the city’s current demographics and
projections regarding future growth in this evolving city. Further, it examines
emerging trends in recreation, fitness and leisure activities, as well as health
and wellness trends.
SOUTH SAN FRANCISCO, CALIFORNIA2
PARKS & RECREATION MASTER PLAN
INTRODUCTIONCHAPTER 4: INVENTORY
A comprehensive inventory of the city’s parks and its recreation facilities
is included in this Chapter. Thirty-seven parks and open spaces and eight
recreation facilities are described.
CHAPTER 5: COMPARATIVE ANALYSIS
Three comparable cities, Milpitas, San Bruno and Redwood City responded
to detailed questionnaires regarding their parks and facilities, recreational
programs and financial operations. This Chapter analyzes South San
Francisco’s parks and programming in relation to these cities, in order to
gain insights to: (1) measure performance, (2) establish goals, and (3) develop
action plans.
CHAPTER 6: COMMUNITY OUTREACH
This plan was informed and guided by extensive community outreach.
This Chapter describes the process, and briefly summarizes results. More
complete details of outreach outcomes are found in the Appendices.
CHAPTER 7: PROGRAM ASSESSMENT
Based on the information gathered through outreach, observation,
interviews with staff, and comparative analysis, the city’s recreational
programming is assessed in this Chapter. Capacity, demand, funding, and
resources are analyzed.
CHAPTER 8: GOALS AND RECOMMENDATIONS
Overall goals and specific recommendations are set forth in this Chapter.
Areas addressed include acreage standards, park access, sports field
standards, park features and amenities, maintenance, Orange Memorial
Park Master Plan and Aquatics Center, community center facilities,
performing arts facilities, programming, open space access, sustainability and
technology.
CHAPTER 9: IMPLEMENTATION
This Chapter discusses funding strategies for implementing the
recommendations.
APPENDICES
• Benchmarking Questionnaire and Matrix
• Survey Reports (Statistically valid phone survey, on-line resident survey,
and on-line employee survey)
• Community Workshop Summaries (Participant preferences and
comments, scanned copies of interactive exhibits)
• Focus Group Meeting Notes (Performing Arts, Sports, Aquatics, Seniors,
and Childcare/Special needs)
• Preliminary Costs (Aquatics Center, Community Center)
• Description of the South San Francisco’s Public Art holdings
• Sign Hill Study (being finalized, to be added when complete)
• Parks Deferred Maintenance Study (in process, to be added when
complete)
contextCHAPTER 2
SOUTH SAN FRANCISCO, CALIFORNIA 3
PARKS & RECREATION MASTER PLAN CONTEXTCONTEXT
The Parks and Recreation Master Plan for South San Francisco is not an
isolated document, but is a part of a larger planning framework. It supports
the city’s economic health, and its residents and employees’ physical health.
It is grounded in the physical conditions of the setting, and is tailored to the
demographics and interests of the city’s unique population. The following
chapter discusses the context for the Plan.
VALUE OF PARKS
One of the first studies ever undertaken evaluating the economic benefit
of parks was completed by Frederick Law Olmsted. In this study, he
demonstrated that the value of properties neighboring Central Park in New
York increased more rapidly over time than properties located further away
from the park. Similarly, after Centennial Olympic Park in Atlanta was built in
1996 for the Olympic Games, the price for condominiums bordering the park
rose from $115 to $250 per square foot. Almost any residential real estate
sales ad will use descriptors such as “backs up to open space” or “walking
distance to park” as positive selling features for a property.
In addition to increasing property values, parks can be a driver for economic
development by encouraging commercial development. While parks such as
Golden Gate Park in San Francisco and Balboa Park in San Diego are primary
tourist destinations, drawing tourists from around the world, even more
modest size parks can prime the economic pump by enticing developers
to the area. Sugar Beach park, a 2-acre park in Toronto is estimated to
have been the driver for $2.6 billion in investment from developers, which
significantly increased city tax revenues.
Cities with outdoor amenities such as parks attract and retain residents.
Increasingly people are becoming more aware of how healthy lifestyles
contribute to overall quality of life, and more and more people are choosing
to bike to work, they are making healthy food choices, and they are
interested in living in communities that reflect their healthy lifestyles. Parks
appeal to knowledge workers, families with children, and retirees with
disposable income, who are particularly interested maintaining their physical
and mental health through physical exercise and community engagement.
Parks also have the ability to decrease city infrastructure and services costs
through their positive impact on human and environmental health. Parks
provide all demographic groups with an inexpensive means to maintain their
health, and healthy individuals are less likely to require medical treatment
(decreasing the burden of government funded social services). Studies in
the Netherlands have shown lower rates of anxiety disorders, particularly
among children, the closer they lived to a park or green space. In Chicago,
researchers found that children with ADHD had significantly improved
concentration if they had access to an urban park for as little as 20-minutes.
As a corollary, increasingly hospitals have been recognizing the anxiety
reducing benefits of access to green spaces, and are making the investment
to incorporate gardens into their hospital designs to reduce stress and speed
patient recovery.
Parks can help improve air and water quality, and reduce stormwater
impacts. This “green infrastructure” removes air and water pollutants, and
reduces the burden of excess stormwater runoff on municipal sewer systems,
thereby reducing the demands on city health services and infrastructure.
The Bay Area produces approximately 9 million tons of carbon dioxide
annually, and “Spare the Air” days have become more frequent occurrences.
Parks help to mitigate these impacts, as one mature tree can sequester 48
lbs of carbon dioxide annually. Water quality can also be improved by parks.
Paved surfaces carry numerous pollutants into our Bay and local water ways,
particularly during heavy rains which can lead to sewer overflow events.
Parks provide landscape and other permeable surfaces, capturing and
filtering polluted runoff, reducing pollution to our local water supplies.
SOUTH SAN FRANCISCO, CALIFORNIA4
PARKS & RECREATION MASTER PLAN
CONTEXTIn summary, parks are an integral component of creating physically and
economically healthy communities, and provide a wide variety of economic
value that includes attracting and retaining residents, increasing property
values, increasing tax revenues by attracting developers and employers, and
reducing city services and infrastructure costs.
THE SETTING
OVERVIEW
South San Francisco, with a land area of approximately 9 square miles, is
located in San Mateo County on the San Francisco Peninsula. Its geography
is varied from sea level to approximately 600 feet elevation. It is bordered
on the north by the San Bruno Mountains which provide habitat for several
endangered plants and butterflies, and is bordered on the west by the Coast
Range. The San Francisco Bay functions as the city’s eastern boundary, with
the San Francisco Bay Trail traversing approximately 6 miles of bay frontage.
The city’s climate is mild, averaging from the 50’s to the mid-60’s throughout
the year. The climate allows for outdoor recreation through most of the
year, although there is typically winter rain, and summer fog and wind.
In 1923, a large “South San Francisco The Industrial City” sign was
constructed on the side of Sign Hill, located north of the city. Visible for
miles, this sign highlights the city’s industrial roots. In 1996, it was listed in
the National Register of Historic Places and the California Register of Historic
Places, as a tribute to the city’s role in developing industry which drove the
regional economy. South San Francisco is now a densely populated city, with
little undeveloped available land. The city is currently home to some 65,000
residents, and a daytime population of over 100,000, almost doubled by the
influx of employees. Residents and employees alike enjoy access to the
city’s parks and open spaces, and to the recreational facilities and its wide
range of program offerings. The city’s demographics are discussed further in
the following chapter.
SOUTH SAN FRANCISCO, CALIFORNIA 5
PARKS & RECREATION MASTER PLAN CONTEXTPLANNING CONTEXT
GENERAL PLAN, 1999
The city’s General Plan sets forth a vision of pedestrian friendly
improvements and streetscape improvements. It also provides an inventory
and classification system for existing parks and open spaces, proposes new
parks, sets acreage standards for future development and employment, and
establishes transportation standards and guidelines. Habitat conservation
policies are also established in this plan to preserve habitat on San Bruno
Mountain and Sign Hill, and to work with organizations such as the Bay
Conservation and Development Commission (BCDC) to develop Concept
Plans for parks adjacent to the Bay.
Implementing Policy 5.1-I-1 states: Maintain the PROS (Parks, Recreation
and Open Space) Master Plan as the implementing tool for General Plan
park and recreation policies and proposals. It states that Park proposals and
standards in the General Plan should be reflected in the next update of the
PROS Master Plan.
PARK, RECREATION & OPEN SPACE MASTER PLAN, 1997
The 1997 Park, Recreation and Open Space Master Plan updated the 1990
Plan. It provided inventories and recommendations, identified various
deficiencies and opportunities, and prioritized improvements to be made.
Many of the Priority Projects identified in the 1990 and 1997 Plans have
been accomplished, such as Alta Loma and Avalon park development, Colma
Creek Linear Park (Sister Cities Park), and improvement projects in various
parks. Other identified needs have still to be addressed, such as the lack of
a neighborhood park in the Downtown area, and in the Sunshine Gardens
neighborhood. This current Parks and Recreation Master Plan re-assesses
needed improvements to the Parks and Recreation system in light of the
changes that have occurred and the accomplishments of the past 17 years.
EAST OF 101 AREA PLAN, 1994
This plan envisioned the development of the Eastern portion of the city
as an employment center, but one with park and open space amenities to
serve not only employees, but residents of the city as well. It recognized
the value of increased access to the city’s bayshore, and called for park in-
lieu fees or park dedication to satisfy the demand generated by expected
employment.
SOUTH SAN FRANCISCO BICYCLE MASTER PLAN, 2011
The primary goal of this plan is to increase bicycle use and make bicycle
transportation a feasible transportation alternative, legitimizing bicycling
as a transportation mode. To that end, an integrated system of bike paths
proposed has been developed, that will improve safety and improve bicycle
access. The Bicycle Master Plan will integrate bike paths with regional
plans such as the San Francisco Bay Trail Plan, with the over arching goal
to improve access in the community by connecting places of work, transit,
commercial centers and community amenities.
Three existing Class 1 Multi-Use Paths described in the Bicycle Master Plan,
Centennial Way between the San Bruno and South San Francisco BART
Stations, the SF Bay Trail, and Sister Cities Park, are considered linear parks.
The Bicycle Master Plan identifies and prioritizes several additional Class 1
projects that could also function as linear parks, or that increase access to
South San Francisco’s existing parks and open space.
SOUTH SAN FRANCISCO, CALIFORNIA6
PARKS & RECREATION MASTER PLAN
CONTEXTE L C
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WEST B O R O U G H BLV DCHEST
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City of South San Francisco
Adopted July 2011
El Camino Real/Chestnut Avenue Area Plan
SOUTH SAN FRANCISCO PEDESTRIAN MASTER PLAN, 2014
This plan outlines opportunities to create more pedestrian friendly streets
through plan and policy changes. Such changes would include, collaborating
with transportation agencies such as Caltrain and BART, evaluating speed
limits relative to pedestrian volume, crosswalk improvements, and ADA
transition. These general policies, as well as specific concept plans in the
Master Plan document, will increase safe and comfortable access to parks
and recreation facilities and reduce some barriers to park use.
CLIMATE ACTION PLAN, 2014
The Climate Action Plan, adopted in 2014, focuses on reduction of
greenhouse gasses. It calls for reduction and efficiencies in water and
energy use. Conservation, use reduction, efficiencies and innovative
practices are integrated into this Parks and Recreation Master Plan.
SOUTH SAN FRANCISCO ADA TRANSITION PLAN, 2014
To ensure compliance with the Rehabilitation Act of 1973, the city has
prepared an ADA Transition Plan. The plan seeks to ensure both program
and physical accessibility to ensure there is no discrimination. To that end,
facility surveys were completed and recommended improvements were
identified, including improvements to city parks, buildings, parking lots and
other city facilities.
EL CAMINO REAL/CHESTNUT AVENUE AREA PLAN, 2011
The El Camino Real/Chestnut Avenue Area Plan establishes an open space
plan that serves as a framework for development and includes an active
park, open space frontage along the Colma Creek corridor, and extensions
of Centennial Way. Common open space for residents, and a network of
enhanced walkways and plazas are additional elements of the plan.
(DRAFT) DOWNTOWN STATION AREA SPECIFIC PLAN, 2014
The Downtown Station Area is currently being developed. The plan
contains provisions for transit plazas, enhanced streetscapes and sidewalks,
and flex space where full or partial street closures could accommodate public
events. A neighborhood center on Linden Avenue at Pine Street, illustrated
at left, is an example. The Plan does not currently identify the need for
additional active park space in the Downtown area, but does encourage
property owners in the Eastern Neighborhood to provide usable public open
spaces in dedicated parks or in publicly-accessible portions of development
sites.
ORANGE MEMORIAL PARK MASTER PLAN UPDATE, 2007
Orange Memorial Park is the city’s premier park, including a swimming pool,
baseball and soccer fields, playgrounds, basketball courts, tennis courts, a
bocce complex, skate park, picnic areas and picnic shelter, sculpture garden,
artists studios, and a recreation building among other things. It is the site
for many citywide events, and is the most visited park in the city. In 2007, a
community process was undertaken to plan for the expansion and updating
of the park. The updated Master Plan would result in expansion of the
aquatics facility, addition of baseball and soccer fields, and access from
Chestnut and Commercial Streets. Completion of the plan would address a
number of community needs, but additional property must be acquired or
leased to complete the plan.
South San Francisco
Pedestrian
Master Plan
The work upon which this publication is based was funded in whole or in part through a grant awarded by the Strategic Growth Council.
demographics& trends
CHAPTER 3
SOUTH SAN FRANCISCO, CALIFORNIA 7
PARKS & RECREATION MASTER PLAN DEMOGRAPHICS & TRENDSDEMOGRAPHICS & TRENDS
Market research was used to assess the market conditions that impact the
demand for recreational activities and programs and measure the capacity of
the market to respond to that demand. The steps of this analysis were to:
1. Examine the demographics of the city and identify demographic trends
2. Analyze trends that impact South San Francisco
3. Assess market potential and demand
4. Inventory commercial, public, and private service providers
5. Assess capacity of the market to serve the demand
6. Identify gaps in service or unmet demand
DEMOGRAPHIC ANALYSIS
The City of South San Francisco Parks and Recreation Master Plan is a
strategic planning tool to ensure the residents’ vision is documented and
a course is developed. Demographic analysis identifies the characteristics
of the population residing with the city and how those characteristics may
affect the Parks and Recreation Department programs, parks, and facility
needs. Demographics also aid in making comparisons of South San Francisco
population trends to state and national trends.
POPULATION FORECAST
The City of South San Francisco encompasses 9.63 square miles with a
population of 63,632 at the time of the 2010 Census. The daytime population
is estimated to swell to 101,651 based on daytime employment. Census
data shows that the City of South San Francisco grew 8% from 2000 to 2012.
The ABAG City of South San Francisco Housing Needs Assessment draft
report estimates the 2013 population to be 65,127 with the projected 2030
population to be 75,200. This is a projected increase of 18% for South San
Francisco from 2010-2030. This is a similar rate of growth for the County of
San Mateo (20%) and the State of CA (18%) over the same period resulting in
a gradual growth model. These figures indicate that the existing population
appears to be stable and remaining in place while gradually being joined by
new residents.
Under 5 years 6.2%
5 to 14 years 11.7%
15 to 19 years 6.3%
20 to 29 years 13.8%
30 to 39 years 14.7%
40 to 49 years 14.8%
50 to 59 years 13.9%
60 to 69 years 9.3%
70 years and over 9.4%
Total 100%
AGE DISTRIBUTION
A profile of the population’s age provides important information to assist in
parks and recreation programming since different age groups have different
requirements, needs, and desires for their participation using parks and
recreation facilities. The 2010 Census age group breakdowns are provided in
Table 1.
The median age for South San Francisco is 38 years, which is slightly younger
than the San Mateo County median age of 39 years and older than the State
at 35 years.
According to the 2010 Census figures, school age youth ages 19 and younger
represent approximately 25% of the population. Within this cohort is the
5-14 years age group representing 11.7% of the population. This is the group
targeted for after school programs, youth sport programs, aquatics, and teen
club programs. There will continue to be a demand for programming which
targets this age group suggesting a market and desire for after school and
summer camp programs, recreational youth sport leagues, and recreational
activities and spaces for children and families. Also among this cohort are
those 5 years and younger representing 6.2% of the population, which is the
age group participating in the very popular licensed childcare programs. The
number of pre-school age children (3-5 years) is 2,294. The Family Forming
Adults age group, 20-39 years, is 28.5% of the population. This is a strong
Table 3-1 - Population By Age Group
SOUTH SAN FRANCISCO, CALIFORNIA8
PARKS & RECREATION MASTER PLAN
DEMOGRAPHICS & TRENDSindicator that there will continue to be a high demand for licensed childcare
programs within the city as these households have children. Conversely,
18.7% of the population is over the age of 60. This is a result of the baby
boomer generation aging and life expectancy increasing. The trend of senior
population growth is projected to continue within the city as these boomers
“age in place” to be close to family, maintain home ownership, and economic
situations that prevent them from moving. As the total population of the City
of South San Francisco gradually grows, the need for park and recreation
amenities will grow in demand with the high percentage of young age
groups, family forming units, and increasing senior population that typically
rely on community recreation for their leisure services.
HOUSEHOLD COMPOSITION
There are currently 20,938 households in South San Francisco as reported in
the 2010 Census. Of this number, 73.2 % are considered Family Households
with 48.8% of those households living with children under the age of 18
years. Conversely, 8.8% of households are seniors 65 years of age and older
living alone. Households with a senior age 65 years and older living with
them is 29.2%. The average family household size is 3.45 compared to 3.28
for the County.
The number of family households with extended family living with them is
an indicator that there will be high interest and support for youth activities
as well as activities and facilities that serve families and senior members.
Community and special events bringing families together with a variety of
age appropriate and interest activities will be important in the delivery of
leisure opportunities for these community members.
RACE/ETHNICITY
Race and ethnicity play an important role in the population’s parks and
recreation needs and desires. Trends can be found in the ways that different
races/ethnic groups use parks and recreation facilities and the types of
programming they seek. The population of the City of South San Francisco
is very diverse with no one racial group comprising a majority. This greatly
influences the type of participation in recreation and park services.
Recognizing the cultural heritage of those who are served by recreation
and park providers assists in addressing their particular cultural needs
and interests. This presents opportunities to offer a variety of parks and
recreation programs that celebrate the specific interests and cultures of its
residents and as an opportunity to bring diverse cultures together. According
to 2010 Census and South San Francisco data, the racial composition of the
city is 37.3% White, 36.6% Asian, 2.6% African American, 0.6% American
Indian/Alaska Native, 1.7% Native Hawaiian/Pacific Islander, 15.1% “Some
Other Race”, and 6.1% “Two or More Races.” Among the Asian population,
20.2% identify as Filipino. The ethnic composition of South San Francisco is
34% Hispanic/Latino origin (compared to 66% who are not of Hispanic/Latino
origin). According to the 2010 Census, of those who do not identify as being
of Hispanic/Latino origin, 22.0% are White, 2.3% are African American, 36.0%
are Asian, 1.7% are Native Hawaiian/Pacific Islander, .5% are “Some Other
Race”, and 3.3% are two or more races.
White alone 23,760 37.3%
Black or African American alone 1,625 2.6%
American Indian and Alaska Native alone 395 0.6%
Asian alone 23,293 36.6%
Native Hawaiian and Other Pacific Islander alone 1,111 1.7%
Some Other Race alone 9,598 15.1%
Two or More Races 3,850 6.1%
Total 63,632 100%
Table 3-2 - Population By Race
Table 3-3 - Hispanic or Latino Origin By Race
Not Hispanic or Latino:41,987 66.0%
White alone 14,016 22.0%
Black or African American alone 1,480 2.3%
American Indian and Alaska Native alone 138 0.2%
Asian alone 22,923 36.0%
Native Hawaiian and Other Pacific Islander alone 1,054 1.7%
Some Other Race alone 287 0.5%
Two or More Races 2,089 3.3%
Hispanic or Latino:21,645 34.0%
Total 63,632 100%
SOUTH SAN FRANCISCO, CALIFORNIA 9
PARKS & RECREATION MASTER PLAN DEMOGRAPHICS & TRENDSThose who are foreign born comprise 42.9% of the city’s population.
In comparison, 26.9% of the State of California is foreign born. This
compositional quality (high percentage of non-native members of the
population) creates specific demands on and opportunities for departmental
programming. For example, there may be high interest in bilingual
educational programming related to English Literacy and ESL, citizenship and
naturalization, or community and adult education.
EDUCATION AND INCOME
Research indicates that a person’s physical activity level is determined by
a number of factors, including education, income, and gender. In the City
of South San Francisco, for those 25 years of age or older, 84.2% are a high
school graduate or higher in their education-- 20.2% have some college,
and another 40.8% hold an AA degree or higher. Education has been highly
correlated to participation in parks and recreation activities including fitness
and enrichment classes – the higher a community’s education level, the
more interest there will be in parks and recreation activities. i Additionally,
those who are highly educated tend to have diverse parks and recreation
interests when compared to those who are not as highly educated. This
indicates a need to provide a variety of classes, activities, and facilities.
There is high participation in city educational and enrichment activities,
such as homework programs, after school programming and resources,
preschools for school readiness, and adult classes such as ESL. The City of
South San Francisco recognizes the need to support the educational goals
of its residents and supports these efforts with a focus on educational
programming and partnerships.
The Big Lift is an initiative of the Peninsula Partnership Leadership Council,
led by the San Mateo County Superintendent of Schools, the County Board of
Supervisors, and the Silicon Valley Community Foundation. Its goal is to close
the achievement gap and improve third-grade reading proficiency in the
County from 58% to 80% by 2020. 2014 enrollment data from this initiative
reports that the South San Francisco district (including part of Daly City)
has an estimated 1,426 three and four year olds. ii The same data reports a
preschool space shortage of 212. This leaves 35% of those eligible for State
Preschool and Head Start programs (2012 totals) not served. South San
Francisco’s preschool program plays a vital role in addressing this shortage
towards increasing reading proficiency.
The rising of the young worker class and the influence of tech companies
in the area support the demand for educating the workforce. According to
ABAG projections, South San Francisco will increase its workforce by 16% in
2025. The job growth is predicted to be in financial and professional services
sector and in health, educational and recreational services.
The median household income in South San Francisco is $73,568, less than
the County median of $91,958, however more than the State at $63,816.
Approximately 31.4% of the total households have an income less than
$50,000 per year. In 2010, families with children living below the poverty
level in South San Francisco were 6.1%. South San Francisco residents living
at poverty level or below benefit from subsidized programming offered by
the Parks and Recreation Department. Subsidized programming presents
the opportunity for low-income residents, especially families with young
children, access to safe places to recreate, be creative, learn new skills,
socialize, and be active. Reduced rates and fees to provide accessible
programming opportunities to low income residents is an important
consideration when determining cost recovery expectations of specific
program areas.
TRAVEL TIME TO WORK
The average travel time to work for a South San Francisco resident is
approximately 24.2 minutes. This suggests that the community is mobile,
without long travel distances between place of residence and work, so
leisure activities may be pursued right after the end of the workday. The
shorter commutes by residents may result in the opportunity to include
family members in programs and extended time to share the day’s activities
with parents of preschool, afterschool, and camp program participants.
SOUTH SAN FRANCISCO, CALIFORNIA10
PARKS & RECREATION MASTER PLAN
DEMOGRAPHICS & TRENDSi American Sports Data, Inc. and the International Health, Racquet, and Sportsclub Association. (2000). IHRSA/ASD Health Club Trend Report. Hartsdale, NY: American Sports Data, Inc.
ii Silicon Valley Community Foundation, “Big Lift Subsidized Preschool Data for Low-Income 3 and 4 Year Olds.” Updated April 22, 2014. http://www.siliconvalleycf.org/sites/default/files/documents/thebiglift/rfp-resource-1-subsidized-preschool-data-2.pdfiii Get Healthy San Mateo County, “Overweight and Obesity among Children in San Mateo County Cities - 2010.” Web. http://www.gethealthysmc.org/sites/default/files/docs/Publications/Childhood%20Obesity.pdf
RECREATION AND PARKS AS COMMUNITY BUILDERS
An important consideration for the City of South San Francisco is the
diversity and number of those foreign-born within in the community.
According to the “Park and Recreation Trends in California” 2005 report
by the California State Parks Resources Agency, “a remarkable 37% of
California’s foreign-born have arrived since 1990, making California a
large and important center for recent immigrants. Many of these recent
immigrants have limited experience with the ready availability of outdoor
recreation and public lands”. The City of South San Francisco is encouraged
to develop strategies to engage a culturally diverse population to become
users of, and advocates for, parks and recreation services.
Research has also shown that the availability of opportunities to engage in
physical activity is positively correlated with the amount of physical activity
in which people engage. The availability of parks and recreation services are
vital to increasing physical activity across all age groups and play an essential
role in reducing obesity rates. South San Francisco has the highest rate of
overweight or obese children in San
Mateo County, according to 2010
data.iii 47% of children in South
San Francisco are overweight or
obese, while 34% are overweight
or obese within the County of San
Mateo. For a healthy community,
South San Francisco must provide
opportunities for youth to become
active. When evaluating the
availability of these opportunities,
an important consideration is
their accessibility and proximity
to residents in addition to their
existence. Physical barriers, safety
concerns, and distance to parks and
facilities can prevent residents from
using the facilities and programs.
City 2010
Obese +
overweight
South San Francisco 47.0%
San Bruno 43.4%
Daly City 39.2%
Redwood City 37.4%
San Mateo County 34.1%
San Mateo 33.2%
Pacifica 33.1%
Foster City 29.9%
San Carlos 29.2%
Menlo Park 26.1%
Millbrae 24.8%
Burlingame 24.4%
Table 3-4 Overweight and Obesity among Children in San Mateo County Cities - 2010
Research has found that larger sizes of parks and open spaces do not
increase the frequency or intensity of use, but rather the distance to the
park or open space is the greatest deterring factor.
SOUTH SAN FRANCISCO, CALIFORNIA 11
PARKS & RECREATION MASTER PLAN DEMOGRAPHICS & TRENDSTRENDS ANALYSIS
State and national social, economic, and environmental trends will have an
impact on the demand and the delivery of recreation services in the City of
South San Francisco. The population of South San Francisco is expected to
reach 75,200 by 2035, according to the Association of Bay Area Governments
(ABAG).i Trends analysis identifies changing social patterns that shape
societal characteristics, preferences, and interests. As a forecasting tool,
it can be used to predict potential demand for amenities and services for
recreational and leisure pursuits within the city’s growing population.
Key demographic trends shaping the City of South San Francisco include
aging Baby Boomers, increasing diversity, growth of the Sandwich
Generation and multigenerational households, youth and childhood obesity,
and the emergence of the Millennial Generation. Trends that are significant
to recreation include community design and social recreation, sustainability,
health and disease prevention, and unstructured outdoor play. These are
described in more detail below.
DEMOGRAPHIC TRENDS
AGING BABY BOOMERS
The aging of the population is a
significant trend of both national and
regional scale. Baby Boomers, those
born between 1946 and 1964, and who
are between the ages of 50 and 68, are
a significant and sizeable demographic:
seventy-six million American children
were born between 1945 and 1964.
According to the 2010 census, South
San Francisco boomers make up 32.6%
of the city’s population, including age
ranges from active (1.39%) 50 year olds to those 70 years and older with less
mobility (9.4%).
Generational trends of boomers include a positive concept of age and
an interest in moderate activity as a way of maintaining physical health.
Today’s older adults have a youthful self-concept as over 63 percent of
baby boomers state that they feel younger than they are.ii An AARP study
found that 87% want to take better care of their physical health; 72% plan to
spend more time on their interests and hobbies; and 47% want to do more
volunteering.iii As baby boomers approach what was formerly retirement
age, most do not plan to retire like the generations before them. A recent
study found that 7 in 10 Americans plan to work following retirement from
their mainstay career. An additional 14 percent plan to continue their work
as volunteers.iv
These trends will influence delivery methods for traditional “senior” services.
In the past, senior and adult programming, activities, and classes have been
offered during the workday. As more seniors continue working, it will be
important for programs, activities, and facility hours to be adapted. This
may include offering more adult classes that target this working population
in the evening or on weekends. Furthermore, the generation’s priorities
of personal/physical health and staying active result in increased demand
for spaces, services, and a variety of programming. Meeting the needs of
the Baby Boomer Generation includes wellness and fitness classes and
programming, such as personal fitness training, yoga, and adult lap swim.
DIVERSITY
According to the Association of Bay Area Governments, diversity is one
of the major demographic trends shaping Bay Area communities.v In their
report Plan Bay Area: Strategy for a Sustainable Region, the Bay Area
will become “substantially more racially and ethnically diverse” by 2040,
with noticeable increases in both Asian and Latino/Hispanic populations.
According to the report, Key Housing Trends in San Mateo County, the two
racial/ethnic groups growing the most rapidly in San Mateo County are
Asians and Hispanics/Latinos.vi This shift is in-line with the city’s current
demographic composition, which is significantly diverse and with sizable
Asian and Hispanic/Latino populations. According to the same report:vii
“…The increase in the Asian population is largely due to recent
immigration. Immigrant families are more likely to live in multi-family
housing in denser neighborhoods (Pitkin and Myers). They are also more
likely to live in intergenerational housing. In addition, recent immigrants
are more likely to be linguistically isolated, which could create problems
for the provision of services. The Hispanic population in San Mateo
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PARKS & RECREATION MASTER PLAN
DEMOGRAPHICS & TRENDSCounty is mostly growing due to “natural increases,” i.e., births are
exceeding deaths. According to demographic data, Hispanic families
often have more children than families of other races, partially because
the Hispanic population is younger. Both Asian and Hispanic families
are more likely to live in multi-generational housing, though this trend
diminishes as people have been in the United States for a longer period
of time (e.g. second and third generation immigrants) (Pitkin and Myers
2008). ”
According to the Bay Area Open Space Council,viii recreation patterns among
Latinos show a strong emphasis on family and larger social gatherings.
Furthermore, Latino park users tend to value outdoor leisure activity as a
way of family bonding, and value recreation activities in developed natural
areas that feel safe. U.S. born Latinos tend to match the recreational patterns
of the general population more than those born in Mexico or Central
America.
The Asian American population is extremely heterogeneous, and use
patterns cannot be generalized.ix Higher income and education, U.S.
citizenship, and greater linguistic acculturation have been found to correlate
to greater outdoor recreational participation among Asian Americans.
According to the 2010 Census, Filipinos are the largest subset among the
Asian population in South San Francisco (12,829 of 23,293). Chinese are
the next largest group, at 6,952. One study of Bay Area Asian American
recreation patterns found that Chinese respondents rated nature as a
high motivation for outdoor recreation, and shared higher ratings in social
interaction motivations with Filipino respondents.x
Recreation is often a way of preserving cultural heritage and traditions,
especially for non-native born and immigrant members of the community.xi
Understanding and accommodating cultural activities and preferences is one
way for the department to encourage participation. South San Francisco’s
park and recreation programs should address a diverse range of interests
and needs, such as providing programming that serves larger group, family
and multigenerational needs, and tailoring communications to address
language barriers and utilize ethnic media sources.
SANDWICH GENERATION
In the US, nearly half (47%) of adults in
their 40s and 50s have a parent age 65 or
older and are either raising a young child
or financially supporting a grown child
(age 18 or older). And about one-in-seven
middle-aged adults (15%) is providing
financial support to both an aging
parent and a child.xii The term “Sandwich
Generation” describes this population
of adults who provide some care for a parent and are either raising or
supporting their own children. It is estimated that 20 million Americans are
currently doing so and that number is expected to double in the next 10
years.
Offering a variety and mix of programming opportunities for all ages and
abilities is key. The traditional senior center model no longer meets the
diverse recreational, social, and physical needs of today’s seniors, or those
of multigenerational households. Multigenerational centers are designed
to serve the needs of senior adults in a single location, along with the
needs and interests of children and adults. Outdoor settings and programs
should, similarly, accommodate a wide range of physical abilities and age
preferences, as well as groups of users.
YOUTH AND CHILDHOOD OBESITY
Childhood obesity, pandemic to households across the US, has gained
significant awareness in recent years as a major national public health
concern. In 2014, more than one third of US children and adolescents
were overweight or obese.xiii The percentage of inactive 6 to 12 year olds
— youths involved in no physical activities over a 12-month period — rose
to 19.5% in 2012 from 16% in 2007, according to a survey by the Physical
Activity Council.xiv 2010 data indicates that 47% of children in South San
Francisco are overweight or obese, the highest rate among cities in San
Mateo County (34.1%). The health consequences for children resulting from
the disappearance of play are already apparent and include greater risks of
SOUTH SAN FRANCISCO, CALIFORNIA 13
PARKS & RECREATION MASTER PLAN DEMOGRAPHICS & TRENDSlung disease, diabetes, asthma, and cancer.xv If current trends in obesity and
physical inactivity continue, today’s youth will be the first generation in this
nation’s history to face a shorter life expectancy than their parents.xvi
Although the prevalence of obesity is high among all children regardless of
race/ethnicity, children of color are disproportionately affected. Currently,
African American girls and Mexican American boys in the United States
have the highest rates of childhood obesity.xvii Recent research suggests that
these disparities are mirrored in California, with higher rates of obesity and
overweight among Latinos, African Americans, and American Indians than
among whites and Asians.xviii
To sufficiently motivate children and youth to increase their level of physical
activity, experiences must be enjoyable. Studies indicate that children and
adolescents are more likely to become physically active and fit if they have a
wide range of accessible, safe, and affordable recreation opportunities. This
includes providing a wide range of sports and recreational activities, and the
instruction of necessary skills by competent, knowledgeable, and supportive
adults. Programming trends for children and adolescents include programs
that are designed to engage children in physical activity, introduce children
to leisure activities, and to teach skills that they will maintain throughout
their adult life.
The San Mateo County Youth Commission’s 2013-2014 Adolescent Report
includes recommendations to promote youth and adolescent health and
wellbeing. Some of their research highlights: equipping educators and
administrators with social and emotional learning training to better serve
the emotional and mental needs of students; providing quality afterschool
and youth development programs; increasing physical activity opportunities;
increasing access to programs for young children (birth through age 8)
targeting low-income children; implementing universal school breakfast
programs; supporting programs that introduce nutritional education,
such as school gardens; providing outdoor neighborhood and recreation
environments that are safe; and ensuring safe bike and walking routes to
school.
MILLENIALS
The Millennial Generation – also referred to as Generation Y or Echo
Boomers – describes Americans born between the years of 1982 and 2000.
Millennials are now between the ages of 14-32 years and comprise roughly
24.5% of South San Francisco’s population, according to the 2010 Census. It
is estimated that the population of young adults will increase 14% between
2015 and 2035 in San Mateo County.xix
This generation is the most educated generation of Americans, is the
most ethnically diverse generation in U.S. history, and possesses the most
disposable income.xx Often raised with more sheltered and regimented
upbringings than previous generations, Millennials tend to value structured
and social, team-oriented activities in their recreational pursuits. The
generation is “less accustomed to unstructured play than previous
generations and apprehensive of the outdoors […] They spend most of their
time indoors, leaving home primarily to socialize with friends and families.”
xxi Additionally, the generation places a “‘high value on teamwork and
belonging.’ They start working in teams at an early age, and ‘tend to be more
inclusive, optimistic and tech-savvy than their elders.’”
This generation is highly accustomed to using technology for information.
South San Francisco holds a young generation that is very diversified in their
upbringing and cultures. They are also very aware of social media and use
this as a primary source of recreation and communication. Programming
that targets this demographic should provide highly structured activities
and programs with goals, opportunities to exercise and recreate in a social,
group setting, and integration with technology and social media. For South
San Francisco, this may mean increased “hot spots” in parks and facilities
and integrating programs with social media. Millennials view technology
not just as a communication device but also as a way to improve life, make
better choices, and contribute to society. South San Francisco will reach this
generation through a strong social media presence, user-friendly website,
and engaging them with relevant, fresh content. (Trendscan, May 2014).
SOUTH SAN FRANCISCO, CALIFORNIA14
PARKS & RECREATION MASTER PLAN
DEMOGRAPHICS & TRENDSWORKFORCE OCCUPATION & TECHNOLOGY
With the 1976 opening of Genentech, one of the world’s largest
biotech firms, South San Francisco became known as “the birthplace of
biotechnology.” The proximity to UCSF, Stanford University, and UC Berkeley
position South San Francisco as a central location within easy access to these
institutions. Preparing a workforce to support this new industry and maintain
the local economy is important to the city. At least 60% of jobs in 2020 will
require some degree of higher education (Shaping Tomorrow, December
2014).
South San Francisco works with local business to maintain a healthy
workforce by encouraging participation in the recreation activities and the
use of parks. Additionally, more than 40% of the American workforce will be
freelancers, contractors and temporary workers in 2015 (Shaping Tomorrow,
December 2014). To serve the interest of both types of workforce, the
department must provide opportunities that increase the level of experience
or personal involvement by the participants.
RECREATION TRENDS
COMMUNITY DESIGN & SOCIAL RECREATION
Cities throughout the state and the nation are working to address issues
of social alienation and physical inactivity through community design. As
inactivity and social isolation increase, so does the incidence of obesity,
heart disease, diabetes, depression, and mental illness.xxii Thriving public
spaces promote the familiarity and social bonds that make neighborhoods
safer and healthier.
For parks and recreation departments, this means making parks usable
and vibrant social meeting places. A study titled ‘Project for Public Spaces’
discusses the attributes that most social places share.xxiii The report explains
that
“a good place provides a range of things to do (‘uses and activities’); is
easy to get to and connected to the surrounding community (‘access’);
is safe, clean, attractive (‘comfort and image’); and, perhaps, most
important, is a place to meet other people (‘sociability’).”
South San Francisco’s Public Art Program is a good example of how visual
arts have been applied to community design. The city’s parks and open
spaces invite broad public use and interaction and enhance the user
experience through art installations. Public artwork is integrated along trails
and paths, creating areas of interest. This enlivened connectivity encourages
walking that contributes to a more healthy and socially integrated
community.
In promoting social recreation, an important factor is the design and
provision of environments for a range of age groups, physical abilities, and
ethnic/cultural interests. Beyond simply making facilities and parks social
meeting places, departments are working to promote inclusiveness in the
design of these spaces. A highlight of this is responding to the needs of
extended families and members of the Sandwich Generation by making
parks and facilities multigenerational family destinations. No longer is a
mother dropping her child off at the ball field. Today, a mother will join her
child with perhaps a grandparent to enjoy park and recreational time while
her child is nearby.
An application of broadened inclusivity in community design is seen in park
play structure design. Parks and play equipment can be designed to allow use
by community members with physical restrictions and special needs, as well
as older adults. Playgrounds can feature equipment that is accessible, fun,
and easy to use by those who require mobility assistance. Firmer material
alternatives to sand and wood chips and the utilization of ramps are part of
this. Outdoor fitness equipment - designed for adults and seniors of all ability
levels - combats obesity and inactivity. Park design should also combine
active and passive uses and provide for a variety of leisure activities within
close proximity of each other.
SOUTH SAN FRANCISCO, CALIFORNIA 15
PARKS & RECREATION MASTER PLAN DEMOGRAPHICS & TRENDSENVIRONMENTAL SUSTAINABILITY
Growing environmental awareness has
led to emergence of sustainability as an
important trend. Sustainable building
and community design, construction,
maintenance, and operations –
standardized by the U.S. Green Building
Council’s LEED Program (“Leadership in
Energy and Environmental Design”) –
is now frequently a target in planning
efforts. Renewable and energy efficient
technologies, materials, and systems
should be considered for all new City of South San Francisco building and
renovation projects. The capital costs may increase slightly; however, the
long-term benefits include a reduction in operating cost and a reduced
environmental impact.
The City of South San Francisco has made environmental sustainability
a priority, evidenced in its Green Division (Sustainable SSF). Recent city
projects requiring LEED design elements include the Joseph A. Fernekes
Building and recent upgrades a the Municipal Services Building & Social Hall.
The Department can continue to promote green and sustainable practices
and awareness, such as offering educational programs on environmental
topics, focusing on community gardens, and promoting public and
alternative modes of transportation to create connections.
HEALTH & DISEASE PREVENTION
The prevalence of obesity, a steadily aging national population, and other
factors have led to disease prevention and improved health becoming key
motivations in recreation and exercise. A new study released by The Trust
for America’s Health and the Robert Wood Johnson Foundation projects
that one half of American adults will be obese by 2030.xxiv Nearly 26 million
Americans have diabetes, according to new (2011) estimates from the
Centers for Disease Control and Prevention (CDC). The CDC projects that
as many as 1 in 3 U.S. adults could have diabetes by 2050 if current trends
continue.
The five leading causes of death in South San Francisco include Heart
Disease, Alzheimer’s, Stroke, Chronic Lower Respiratory Disease, and Lung
Cancer and Pneumonia/Influenza.xxv Many either relate to aging or are
highly preventable, and tied to lack of physical activity, unhealthy diet, and
smoking.
Parks and Recreation departments are working to stem the tide of obesity by
providing popular fitness activities and amenities for community members.
Offering programming that both promotes the health benefits of recreation
and provides health, lifestyle, and nutrition education, should be considered.
Medically oriented programming with experienced, qualified professionals
will be of interest to a growing segment of the population with health-
related fitness and wellness needs.
Research has also shown that the availability and proximity of opportunities
to engage in physical activity is positively correlated with the amount of
physical activity people engage in. xxvi Physical barriers, safety concerns, and
distance to parks and facilities can prevent residents from using the facilities
and programs. According to Get Healthy San Mateo County,xxvii
“the built environment can have positive or negative impacts on health.
For example, clean and safe parks give people a place to be physically
active and connect with other people in their neighborhoods. On the
other hand, the presence of liquor stores and poorly lit sidewalks are
associated with crime, and can make it unsafe for people to get outside
and be active.”
This same source reports that South San Francisco has more liquor stores
per 10,000 residents (31.9) compared to San Mateo County overall (6.0). The
availability and close proximity of parks and recreation services, as well as
the safety and good physical quality of outdoor environments, are vital to
increasing physical activity across all age groups and will play an essential
role in growing a healthy South San Francisco community.
SOUTH SAN FRANCISCO, CALIFORNIA16
PARKS & RECREATION MASTER PLAN
DEMOGRAPHICS & TRENDSUNSTRUCTURED OUTDOOR RECREATION
Unstructured outdoor play and unstructured recreation space are significant
trends. Parks and open space are primary unstructured environments
that offer this recreational need. According to California State Parks, Baby
Boomers prefer parks as their location for outdoor activity. The nation’s
most-popular fitness activity, walking for exercise, also supports the notion
that unstructured outdoor play (and environments that are conducive to this)
is a strong recreational preference. Despite recent budgetary cutbacks and
deficits in cities across the country, nearly two-thirds of parks respondents
included in a survey by Recreation Management said they are planning
construction of some kind in the next three years.xxviii Survey respondents
ranked the following as the top five features in new park and recreation
construction:
1. Playgrounds
2. Park structures, such as shelters, restroom buildings
3. Open spaces, including gardens, natural areas
4. Outdoor sports courts, such as basketball, tennis
5. Trails
This list reflects a growing trend towards unstructured play, access to green
spaces, and outdoor fitness. Linking parks together with green corridors and
trails is a feature of community design that encourages mobility, accessibility,
socialization, fitness, and an appreciation of the natural environment.
TREND IMPACTS
According to a study on park and recreation trends, the following is a list of
impacts on the parks and recreation profession: xxix
EXTREME IMPACT
• Deteriorating park and recreation infrastructure
• Increasing crime (violence, drug use, vandalism, gangs) in communities
and parks
• Declining park and recreation budgets relative to costs
• Increasing competition for shrinking federal, state, and local tax resources
• Structural funding deficits due to pensions and cost of healthcare
GREAT IMPACT
• Lack of engaging children in active and healthy activities
• Greater cultural diversity (growing and more influential minority
populations)
• Greater difficulty in providing equal opportunity for leisure to all people
• Declining quality of life and livability of urban areas (insufficient open
space, deteriorating city)
• Greater division between “haves” and “have-nots”
The result is an increased public demand for participation, accountability,
and productivity in government. Parks and Recreation departments
are required to think in terms of sustainability, be competitive in the
marketplace, and incorporate business practices in their operational
planning. The City of South San Francisco has experienced these same
impacts. Because of budget cutbacks and reduced staffing these impacts
are being addressed in varying degrees. The Parks and Recreation
Department has met the challenges of fiscal responsibility through
repurposing of facilities, prioritizing and providing a variety of programming,
and incorporating park spaces, which encourage simultaneous uses by
all community members. South San Francisco is looking to the future to
incorporate sustainability in its plans for development, encourage informal
recreation uses, and increase facilities and programs in areas that encourage
fitness and health. The Department is aware of the need for increased multi-
use facilities and parks that can address the multitude of cultural differences
in leisure programming. Education and staying on the leading edge of
technology are essential to maintaining a capable workforce. Providing the
very popular licensed childcare/preschool programs is one example of how
Parks and Recreation is responding to the community’s needs.
SOUTH SAN FRANCISCO, CALIFORNIA 17
PARKS & RECREATION MASTER PLAN DEMOGRAPHICS & TRENDSi. ABAG. Projections 2007.ii. AARP. “Baby Boomers Envision Retirement II – Key Findings: Survey of Baby Boomer’s Expectations for Retirement.” http://www.aarp.org/money/careers/employerresourcecenter/trends/a2004-08-10-envisionret.html (Accessed July 6, 2007)iii. John J. Heldrich Center for Workforce Development, Rutgers, The State University of New Jersey Center for Survey Research and Analysis, and the University of Connecticut. (2005). Work Trends: Americans Attitudes About Work, Employers, and Government. Retrieved July 6, 2007 from www.heldrich.rutgers.edu/Resources/Pub-lication/192/WT16%20Press%20Release.pdfiv. Ibid.v. Association of Bay Area Governments & Metropolitan Transportation Commission. “Plan Bay Area: The Bay Area in 2040 (30)”. Electronic. http://files.mtc.ca.gov/pdf/Plan_Bay_Area_FINAL/2-The_Bay_Area_In_2040.pdfvi. 21 Elements (2014). Key Housing Trends In San Mateo County. http://www.redwoodcity.org/phed/planning/housingelement.update/Countywide.Trends_Jan_2014.pdfvii. Ibid.viii. Chavez, Deborah. “Latinos and Outdoor Recreation.” U.S. Department of Agriculture Forest Service, River-side, CA. March 2012.ix. San Francisco Bay Conservation and Development Commission (2006). “Staff Report: Recreation and San Francisco Bay (27-28)” Electronic. http://www.bcdc.ca.gov/pdf/planning/bpa_02_06/bpa_02_06_rpt.pdfx. Winter, Patricia, Jeong, Woo, and Godbey, Geoffery. Journal of Park and Recreation Administration. “Outdoor Recreation Among Asian Americans: A Case Study of San Francisco Bay Area Residents.” Vol 22: Number 3. Fall 2004. http://www.fs.fed.us/psw/publications/winter/psw_2004_winter001.pdfxi. California State Parks. “Park and Recreation Trends in California.” Sacramento, CA 2005. http://www.parks.ca.gov/pages/795/files/recreation_trends_081505.pdfxii. Parker, Kim and Eileen Patten. “The Sandwich Generation: Rising Financial Burdens for Middle-Aged Ameri-cans.” (1). Pew Research Center: Social and Demographic Trends. Pew Research Center, 30 Jan 2013. Web. 21 Jan 2014. <www.pewsocialtrends.org/files/2013/01/Sandwich_Generation_Report_FINAL_1-29.pdf>xiii. Centers for Disease Control and Prevention, “Childhood Overweight and Obesity” <www.cdc.gov/obesity/childhood/> Atlanta, GA. 5 Aug 2013. Web. 22 Jan 2014.xiv. Physical Activity Council, “2013 Participation Report.” Retrieved March 10, 2014 from http://www.physica-lactivitycouncil.com/PDFs/2013_PAC_Overview_Report_Final.pdfxv. California Center for Public Health Advocacy. (2002). An Epidemic: Overweight and Unfit Children in California Assembly Districts. Retrieved July 6,2007 from http://www.publichealthadvocacy.org/policy_briefs/study_documents/Full_Report1.pdfxvi. National Institutes of Health. (2005). Obesity Threatens to Cut U.S. Life Expectancy, New Analysis Sug-gests. http://www.nih.gov/news/pr/mar2005/nia-16.htmxvii. Ogden CL, Carroll MD, Curtin LR, Lamb MM, Flegal KM. Prevalence of High Body Mass Index in US Children and Adolescents, 2007-2008. JAMA: The Journal of the American Medical Association. January 20, 2010; 303(3): 242-249.xviii. Madsen KA, Weedn AE, Crawford PB. Disparities in Peaks, Plateaus, and Declines in Prevalence of High BMI Among Adolescents. Pediatrics. September 1, 2010;126(3):434-442.xix. 21 Elements (2014). Key Housing Trends In San Mateo County. xx. California State Parks, “Here Come the ‘Millenials’: What You Need To Know To Connect With This New Generation.” California Department of Parks and Recreation. 8 Mar 2010. Web. 21 Jan 2014. <www.parks.ca.gov/pages/795/files/millennials%20final_3_08_10.pdf>xxi. Ibid.xxii. California State Parks, Recreation Opportunities publication, March 2010xxiii. Project for Public Spaces. (2006). Health and Community Design, Project for Public Places. Retrieved July 18, 2007 from http://www. pps.org/info/placemakingtools/issuepapers/health_communityxxiv. The Trust for America’s Health, www.healthyamericans.org/reports/obesity2010/xxv. Get Healthy San Mateo County, “City of South San Francisco: A Community Health Profile.” 2012. Web. http://gethealthysmc.org/sites/default/files/docs/Publications/South%20San%20Francisco%20health%20pro-file.pdfxxvi. National Parks and Recreation Association, “Parks and Recreation in Underserved Areas: A Public Health Perspective (2).” Web. http://www.nrpa.org/uploadedFiles/nrpa.org/Publications_and_Research/Research/Papers/Parks-Rec-Underserved-Areas.pdfxxvii. Get Healthy San Mateo County, “City of South San Francisco: A Community Health Profile.” 2012. Web. http://gethealthysmc.org/sites/default/files/docs/Publications/South%20San%20Francisco%20health%20pro-file.pdfxxviii. Recreation Management (2010). Parks & Recreation: A Look at Trends in Parks & Recreation. Retrieved from http://www.recmanagement.com/feature_print.php?fid=201006fe04xxix. Russell, Ruth V. Public Park and Recreation Trends: A Status Report, Dept. of Recreation and Park Adminis-tration, Indiana University
SOUTH SAN FRANCISCO, CALIFORNIA18
PARKS & RECREATION MASTER PLAN
DEMOGRAPHICS & TRENDSThis page intentionally left blank
inventoryCHAPTER 4
SOUTH SAN FRANCISCO, CALIFORNIA 19
PARKS & RECREATION MASTER PLAN INVENTORYINVENTORY
South San Francisco currently has 251.2 acres of parkland. This includes 93.7
acres of community parks, neighborhood parks and mini parks; 28 acres of
linear parks; 2 acres of specialty parks, 78.4 acres of open space and 49.1
acres of common greens. In addition, the city maintains nine facilities in
which recreational programing is offered. This chapter describes each of
these parks, common greens, open space areas and facilities.
In addition to these parks and facilities, the Parks & Recreation Department
is responsible for the care and maintenance of an extensive collection of
public art, including the Sculpture Garden in Orange Memorial Park and
numerous other pieces on display in various public sites. These valuable
community assets are described in the Appendix.
COMMUNITY PARKS
• Orange Memorial Park
• Westborough Park
• Alta Loma Park
NEIGHBORHOOD PARKS
• Avalon Park
• Brentwood Park
• Buri Buri Park
• Cal West Park
• City Hall Playlot & Grounds
• Hillside Athletic Field
• Irish Town Greens
• Paradise Valley Recreation Center
Park
• Pt. San Bruno Park
• Sellick Park
• Southwood Park
• Terrabay Recreation Center Park
MINI PARKS
• Avalon Memorial Lots
• Clay Park
• Cypress & Pine Playlot
• Dundee Playlot
• Elkwood Park
• Francisco Terrace Playlot
• Gardiner Playlot
• Jack Drago Park
• Newman and Gibbs Playlot
• Paradise Valley Pocket Park
• Siebecker Playlot
• Wind Harp Park
• Zamora Park
LINEAR PARKS
• Centennial Way Trail
• San Francisco Bay Trail
• Sister Cities Park
SPECIALTY PARKS
• Centennial Way Dog Park
• Community Garden
• Orange Memorial Park Sculpture
Garden
OPEN SPACE
• Sign Hill Park
• Oyster Point Marina Park
COMMON GREENS
• Greenview
• Stonegate
• Westpark
• Willow Gardens
• Carter Park
RECREATION FACILITIES / POOL
• Joseph A. Fernekes Recreation
Building
• Orange Memorial Pool
• Municipal Services Building
• Westborough Recreation Building
and Preschool
• Terrabay Gymnasium
• Magnolia Center
• Siebecker Center
• Paradise Valley Recreation Center
• Community Learning Center
SOUTH SAN FRANCISCO, CALIFORNIA20
PARKS & RECREATION MASTER PLAN
INVENTORYCLASSIFICATION SYSTEM
This inventory chapter addresses city-owned parks and recreation facilities.
South San Francisco’s parks and recreational open space areas are comprised
of a range of classification types, described below. Additionally, the city has
a Joint Use Agreement with the South San Francisco Unified School District
for public use and access to certain school facilities. These Joint Use facilities
are not described in this chapter as they are not owned or exclusively
programmed by the city.
• Community Parks. Community parks serve a citywide population and
usually include sports facilities, such as lighted fields, courts, swimming
pools, recreation buildings, and other special use facilities. Restrooms and
off-street parking are generally provided. Although community parks have
a much larger service area than neighborhood parks, they often serve
a neighborhood function as well. They are the city’s largest developed
parks.
• Neighborhood Parks. Neighborhood parks are devoted primarily to
serving a smaller portion of the city, usually within easy walking and
biking distance from residences. These parks are generally have a variety
of program elements, such as play equipment, open turf areas, practice
ballfields, sport courts and picnic tables. Typically, restrooms and off-
street parking are provided. Neighborhood parks typically measure
between one and seven acres in South San Francisco.
• Mini Parks. Mini parks are small play areas or green spaces, usually one
acre or less, with limited program elements. They are intended to serve
the immediate neighbors. They may contain open turf, children’s play
structures, sports courts, public art, picnic tables or other amenities. Off-
street parking and restrooms are not provided.
• Linear Parks. Linear geographic features, such as watercourses and
shorelines, public utility and transportation rights-of-way, provide unique
opportunities for parks. These corridors often provide access to natural
features such as Colma Creek or the Bayfront, and provide the basis for a
network of developed trails that link other parks and open space areas.
While these parks are most often used for passive recreational pursuits,
play equipment, open turf areas, dog park areas, benches, and picnic
tables may be provided, depending upon the width of the corridor.
• Specialty Parks. These parks provide highly specialized functions for very
specific uses. Parks in this category include the Centennial Way Dog Park
and the Community Garden.
• Open Space. These lands are most often used for passive recreation
activities, such as walking or hiking. Improvements are generally minimal.
South San Francisco’s extensive frontage along the San Francisco Bay, as
well as its open hillsides such as the Sign Hill Park are valued amenities.
• Common Green Areas. These areas are maintained by the city, through
the Common Green Fund, which is funded by a tax assessment on
properties within the designated areas. They are semi-public in nature.
• Recreational Facilities / Pools. Facilities for sports such as basketball,
tai chi, yoga and even swimming, are often located in indoor recreational
facilities to enable year round use. These facilities can accommodate
a wide variety of programming for programmed sporting events,
non-programmed pick up games, and for birthday parties and other
gatherings.
• Joint Use School Facilities. Many school playgrounds, sports fields,
gymnasia and other facilities are available for public use. These areas
significantly enhance the city’s complement of neighborhood parks and
athletic fields.
SOUTH SAN FRANCISCO, CALIFORNIA 21
PARKS & RECREATION MASTER PLAN INVENTORYPark and Facilities Map
Centennial Way
Municipal ServicesBuilding
Gym & Terrabay Rec Center
Orange Park Pool
Community Learning Center
Magnolia Center
WestboroughRec Center
Siebecker Center
Paradise ValleyRec Center
Fernekes Building
El Camino High School
Hillside Elem School
Alta Loma Middle School
South San FranciscoHigh School
Westborough Middle School
Serra VistaElem School
Buri Buri Elem School
Baden High School
Parkway HeightsMiddle School
Sunshine Gardens Elem School
Martin ElemSchool
Spruce Elem School
Foxridge Elem School (Closed)
Los CerritosElem School
Bay Trail
Bay Trail
Bay Trail
Ponderosa Elem School
Monte Verde Elem School
Oyster Point Marina
Sign Hill Park
Orange Memorial Park
Alta Loma Park
Sellick Park
WestboroughPark
Buri Buri Park
Hillside Athletic Fields
Avalon Park
Brentwood Park
Cal West Park
Paradise Valley Ballfield
Dog Park Wind Harp Pt. San Bruno
Carter Park
Elkwood Park
Stonegate Park
West Park 2 West Park 3
Clay Park
Avalon Memorial Lots
Zamora Park
West Park 3
Jack Drago Park
Irish Town Green
West Park 2
West Park 3West Park 3
Paradise ValleyPlaylot Park
West Park 3
Dundee Playlot
Willow Gardens #1
Willow Gardens #2
Greenview Commons
Newman & GibbsPlaylot
Gardiner Park
Cypress andPine ParkCity Hall Playlotand grounds
Sister Cities Park
FranciscoTerrace Playlot
Community Garden
(Closed)
Legend
Facilities
Parks
Schools
Trails
SOUTH SAN FRANCISCO, CALIFORNIA22
PARKS & RECREATION MASTER PLAN
INVENTORYOrange Memorial Park
Orange Ave. & Tennis Dr.
Type: Community Park
Size: 28 acres
Ownership: City
Planning Area: 6
Facilities
• Open Turf
• Children’s Play Areas (3)
• Community Building
• Restrooms (3)
• Picnic Tables
• Group Picnic Areas (5 reservable)
• Picnic Shelter
• Tennis Courts (5 courts, lighted)
• Ballfields (1 baseball, 1 softball,
lighted)
• Basketball Courts (2 full courts,
lighted)
• Walking Trail
• Soccer Field (full size)
• Indoor Swimming Pool
• Sculpture Garden
• Bocce Courts (6 courts, lighted)
• Artists Studios
• Community Gardens (adjacent)
• Skate Park
• On-site Parking Orange AvenueN. Canal
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SOUTH SAN FRANCISCO, CALIFORNIA 23
PARKS & RECREATION MASTER PLAN INVENTORYPark Program:
• League and recreational baseball
• Tennis lessons
• Bocce
• Fitness
• Soccer
• Tai Chi
• Special events
Description
Orange Memorial Park is South
San Francisco’s first and largest
developed park. Orange Memorial
Park was constructed in 1934, and
expanded and renovated over the
years, the last renovation being a
new play area built by KaBOOM!
in 2010. Centrally located, it is the
heart of the city’s park system, well
used and well loved. Colma Creek
divides the park, framed by an
iconic row of palm trees. The park
contains a full complement of active
and passive use spaces, and is the
location of major community wide
events, such as Streets Alive! Parks
Alive!, Movie Nights in the Park, and
the Farmers’ Market. Specialized
features such as the sculpture
garden, bocce complex and skate
park are attractions in addition to
the range of sports facilities such
as baseball, softball, basketball and
tennis.
The ballfields are used by a
wide variety of age groups and
organizations; users include SSF High
School, Dimagio, Colt and Shetland
Baseball teams, and Adult softball
teams.
There are five reservable group
picnic areas that accommodate from
20 to 150 people.
Extensive public input informed the
1990 Orange Park Master Plan, as
well as the 2007 Master Plan Update.
It is a high priority within the
community to complete the Master
Plan. There are current discussions
in progress regarding the purchase
or leasing of the adjacent Cal Water
property, in order to complete the
plan to include the lighted, multi-
use sport fields, with synthetic turf
and access control, and to provide
additional parking and access from
Chestnut Avenue.
For a description of the Joseph A.
Fernekes Recreation Building, see
page 63. For Orange Memorial Pool,
see Page 64.
SOUTH SAN FRANCISCO, CALIFORNIA24
PARKS & RECREATION MASTER PLAN
INVENTORY
SOUTH SAN FRANCISCO, CALIFORNIA 25
PARKS & RECREATION MASTER PLAN INVENTORYWestborough Park
Westborough Blvd. & Galway Dr.
Year Constructed: 1970
Last Renovated: 2012 (picnic shelter,
playgrounds, landscaping)
Type: Community Park
Size: 11.1 acres
Ownership: City
Planning Area: 10
Facilities
• Open Turf
• Children’s Play Areas (2)
• Community Building
• Restrooms
• Picnic Tables
• Group Picnic Areas (2 reservable)
• Picnic Shelter
• Tennis Courts (2 courts)
• Ballfield (high school baseball)
• Basketball Courts (1 full court)
• Walking Trail
• On-site Parking
• Modular classrooms adjacent to
rec building for pre-school
Description
Westborough Park is well used
and has amenities for a range of
ages which include walking paths,
picnic facilities, and a tai chi plaza.
The young children’s play area
is regularly used by the licensed
pre-school program operating out
of the park building. The ballfield
owned by the city is rented annually
to Sacred Heart School and a
local Dimagio / Colt team. The
recent renovation included two
restrooms, a new group barbeque
and group picnic area with shelter,
two new playgrounds with attractive
safety surfacing, and renovated
landscaping. For information on the
Westborough Recreation Building
and Preschool, see page 66.Westborough Blvd.Galway Drive
SOUTH SAN FRANCISCO, CALIFORNIA26
PARKS & RECREATION MASTER PLAN
INVENTORYAlta Loma Park
450 Camaritas Ave.
Type: Community Park
Size: 9.7 acres
Ownership: City
Planning Area: 9
Facilities
• Open Turf
• Children’s Play Area
• Restrooms (2)
• Picnic Tables
• Group Picnic Areas (3 reservable)
• Tennis Court (1)
• Ballfields (2 youth baseball)
• Basketball Courts (1 full court)
• Walking Trail
• Concession Stand
• On-site Parking
Program
• League and recreation baseball
McLellan
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Alta Loma
Middle School
Description
Alta Loma Park, constructed in 1999, is one of two large
parks serving the Buri Buri and Alta Loma neighborhoods.
The two ballfields, with scoreboards and bleachers, are
well used by Bronco and Mustang baseball leagues, as well
as Parochial School Baseball. Ample parking is provided
in two parking lots. With basketball and tennis courts as
well as children’s play area picnic facilities and walking
path, the park has amenities for all ages. Occasional use
conflicts arise with Alta Loma Middle School classes using
the facilities. The irrigation system is in need of repair.
The playground is scheduled for renovation in 2015/2016.
Three group picnic areas can be reserved, accommodating
from 20 to 60 people.
SOUTH SAN FRANCISCO, CALIFORNIA 27
PARKS & RECREATION MASTER PLAN INVENTORYAvalon Park
Dorado Way & Old Country Way
Type: Neighborhood Park
Size: 2.4 acres
Ownership: City
Planning Area: 8
Facilities
• Open Turf
• Children’s Play Area
• Restrooms (1)
• Picnic Tables
• Group Picnic Area (1 reservable)
• Ballfield (1 youth baseball)
• On-site Parking
Program
• League and recreation baseball
Description
The city acquired the site of the
former Avalon Grammar School
from the school district in 1999,
and developed it as a park. The
playground was renovated in 2009.
With on-site parking, a restroom,
concession stand, and a small
bleachers, its primary use is youth
baseball for Shetland, Pinto and Jr.
Giants teams. Trees provide some
wind protection, and there is an
area of native planting on the slope
adjacent to the parking lot. Permits
are issued to reserve the group
picnic area which can accommodate
50 people. Dorado WayCastile
Way
SOUTH SAN FRANCISCO, CALIFORNIA28
PARKS & RECREATION MASTER PLAN
INVENTORYBrentwood Park
Rosewood Way & Briarwood Dr.
Type: Neighborhood Park
Size: 3.1 acres
Ownership: City
Planning Area: 8
Facilities
• Open Turf
• Children’s Play Area
• Restrooms (1)
• Picnic Tables
• Tennis Court (1)
• Ballfield (1 Youth field)
• Basketball Court (1)
• Walking Trail
Description
Brentwood Park has a range of neighborhood serving
facilities, largely tucked behind the rear yards of homes.
Visible from the street is a sloped open lawn with a picnic
table, children’s’ play area, restrooms and the basketball
court. Only one of the two entry points is ADA accessible.
At the rear of the park, the small practice ballfield is used
by younger players. The tennis court is underused and the
surface is in poor condition. Although there is electricity
available, the court is not lighted. The park is downslope
from the adjacent residences, and the retaining walls are
damaged. The walking path is used regularly, but asphalt
is also in need of repair. The park was constructed in the
1940’s, and last renovated with the installation of the
playground in 1998. The ballfield, pathway and retaining
walls are scheduled for renovation in 2015/2016.Briarwood Dr.Rosewood WayRockwood Drive
SOUTH SAN FRANCISCO, CALIFORNIA 29
PARKS & RECREATION MASTER PLAN INVENTORYBuri Buri Park
200 Block of Arroyo Dr.
Type: Neighborhood Park
Size: 6.0 acres
Ownership: City
Planning Area: 9
Facilities
• Open Turf
• Children’s Play Areas (2)
• Restrooms (1)
• Picnic Tables
• Group Picnic Area (4 reservable)
• Tennis Court (1)
• Ballfield (1 youth baseball)
• Basketball Court (1, lighted)
• Walking Trail
• Concession Stand
• On-site Parking
Program
• League and recreation baseball Westborough Blvd.Arroyo DriveC
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Description
Built in 1963 and completely
renovated in 1992, Buri Buri Park is
heavily used and offers a wide range
of amenities. Although the access
to this park is not obvious, the
tennis and court and ballfield make
this park a destination not only for
neighborhood residents, but also for
residents from throughout the city.
The ballfield serves as a primary
game field for youth baseball, and is
used by Pinto and Mustang baseball
leagues. Popular features include
the walking trails, play areas and
picnic sites. Ample on-site parking is
provided. The four reservable group
picnic areas accommodate from 20
to 70 people. One play area was
renovated in 2010. The other play
area is not currently ADA compliant
and is scheduled for renovation in
2015.
SOUTH SAN FRANCISCO, CALIFORNIA30
PARKS & RECREATION MASTER PLAN
INVENTORYCal West Park
3700 Block of Carter Dr.
Type: Neighborhood Park
Size: 2.6 acres
Ownership: City
Planning Area: 10
Facilities
• Open Turf
• Walking Trail
Description
Cal West Park was constructed in
1969. The primary use of the park
is by dog walkers. The large open
turf is uneven and not very usable
for active sports or recreation. The
park is in a very windy area and lacks
wind protection. Without extensive
drainage improvements and grade
changes, the topography of the
park limits its suitability for active
recreation.
Carter Dri
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SOUTH SAN FRANCISCO, CALIFORNIA 31
PARKS & RECREATION MASTER PLAN INVENTORYCity Hall Playlot & Grounds
Miller Ave. & Walnut Ave.
Type: Neighborhood Park
Size: 1.8 acre
Ownership: City
Planning Area: 2
Facilities
• Children’s Play Area
• Picnic Table
• Fountain
Playlot
City Hall
Grand Ave
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Walnut AvenueDescription
The City Hall Playlot serves a densely
populated area of town. It was
refreshed in 2014. One piece of new
play equipment was added, along
with attractive safety surfacing.
With the library and a pre-school
program located nearby, the play
lot is well used. The grounds with
their lawns, attractive plantings and
popular fountain are enjoyed by local
residents and by visitors to the City
Hall and library.
SOUTH SAN FRANCISCO, CALIFORNIA32
PARKS & RECREATION MASTER PLAN
INVENTORYHillside Athletic Field
Hillside School
Type: Neighborhood Park
Size: 1.6 acres
Ownership: SSFUSD, programmed
and maintained by City
Planning Area: 4
Facilities
• Ballfield (softball and youth
baseball, lighted)
• Soccer Field (overlaid)
• Restrooms
• On-site parking
Program
• Recreation Department and Co-
Sponsored League baseball and
soccer
Description
Hillside Athletic Field is tucked
behind the former Hillside School
(now a Montessori School) and
is difficult to find. As one of the
few venues available for organized
field sports, it is well used for its
specialized purpose. Soccer is
the primary use at this park. In
partnership with the SSFUSD, the city
renovated the fields and maintains
them. The soccer field is one of
two game fields, and is overused all
season. The youth baseball field is
used as a practice field. View
Crest
C
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SOUTH SAN FRANCISCO, CALIFORNIA 33
PARKS & RECREATION MASTER PLAN INVENTORYIrish Town Greens
Airport Blvd. & Armour Ave.
Type: Neighborhood Park
Size: 1.5 acres
Ownership: PG&E/City maintained
Planning Area: 2
Facilities
• Open Turf
Description
This fenced, relatively flat open
lawn is the largest usable area for
active play (such as pick-up soccer,
or frisbee) in an underserved and
densely populated area of the city.
As the property is subject to a utility
easement and contains utility towers
and overhead power lines, additional
uses are limited.Airport BoulevardArm
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SOUTH SAN FRANCISCO, CALIFORNIA34
PARKS & RECREATION MASTER PLAN
INVENTORYParadise Valley Recreation Center Park
Hillside Blvd. & School St.
Type: Neighborhood Park
Size: 0.8 acres
Ownership: City
Planning Area: 3
Facilities
• Children’s Play Area
• Recreation Building
• Restrooms
• Picnic Tables
• Basketball Court (1)
• Open Turf Hil
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.School Street
Description
Paradise Valley Recreation Center
Park was constructed in 1955. It is
comprised of several components,
including a recreation building, a
playground and a basketball court.
The playlot was renovated by
KaBOOM! in 2010. Serving a fairly
densely populated area, the playlot
is heavily used.
The basketball courts adjacent to the
recreation building are also part of
this park. The youth baseball field
next to the basketball courts is a part
of the Martin School, owned by the
school district.
For a description of the Paradise
Valley Recreation Center building,
see page 70.
SOUTH SAN FRANCISCO, CALIFORNIA 35
PARKS & RECREATION MASTER PLAN INVENTORYPt. San Bruno Park
Forbes Blvd. & DNA Way
Type: Neighborhood Park
Size: 1.9 acre
Ownership: City
Planning Area: 1
Facilities
• Picnic tables
• Barbeque
• Par course stations
Description
Located adjacent to the Genentech
campus, the park is accessed via the
Bay Trail if you walk, or via Forbes
Boulevard by car. On clear days,
there are excellent views east across
the bay the East Bay as far as Mt.
Diablo, south down the Peninsula,
and north to San Francisco. Fishing
is common along the rocky shoreline
of this park, and kite sailors and
windsurfers sometimes launch from
this location as well.
SOUTH SAN FRANCISCO, CALIFORNIA36
PARKS & RECREATION MASTER PLAN
INVENTORYSellick Park
Appian Way
Type: Neighborhood Park
Size: 7.1 acres
Ownership: City
Planning Area: 10
Facilities
• Open Turf
• Children’s Play Area
• Restrooms
• Picnic Tables
• Group Picnic Area (1 reservable)
• Tennis Court (lighted)
• Basketball Court (half court)
• Walking Trail with distance
markers
• On-site Parking
Description
Sellick Park is one of the larger
parks in South San Francisco. Its
facilities are well used, particularly
the walking trail. Visitors enjoy the
views to lower South San Francisco.
The lawn is spacious, and there
are single picnic tables as well as a
group picnic area; the group picnic
area can be reserved by permit
and accommodate 50 people. The
playground was last renovated
in 1998. ADA improvements are
needed at the picnic areas as well as
the play lot.Appia
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SOUTH SAN FRANCISCO, CALIFORNIA 37
PARKS & RECREATION MASTER PLAN INVENTORYHave
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Bryce AveLassen CtSouthwood Park
Southwood Drive
Type: Neighborhood Park
Size: 4.2 acres
Ownership: SSFUSD, programmed
and maintained by City
Planning Area: 8
Facilities
• Ballfield (baseball)
• Limited on-site parking
Program
• Recreation Department and Co-
Sponsored League baseball
Description
Southwood Park is owned by
the South San Francisco Unified
School District but programmed
and maintained exclusively by the
city. It is being improved by private
donations as well as investment from
the city. This property is proposed
to be converted to public park to
serve a currently under served area.
SOUTH SAN FRANCISCO, CALIFORNIA38
PARKS & RECREATION MASTER PLAN
INVENTORYTerrabay Recreation Center Park
1121 South San Francisco Dr.
Type: Neighborhood Park
Size: 3.4 acres
Ownership: City
Planning Area: 4
Facilities
• Open Turf
• Children’s Play Area
• Community Building/Gymnasium
• Restrooms
• Picnic Tables
• Tennis Courts (2, lighted)
Description
Constructed in 1997 as part of
the Terrabay development and
deeded to the city, this facility
is a destination for the entire
community. It is highly programmed.
Outdoors, there are picnic tables,
tennis courts and an open lawn
and children’s play area, which was
renovated in 2009. For information
on the Terrabay Gymnasium, see
page 67.
S. San Francisco Dr.
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SOUTH SAN FRANCISCO, CALIFORNIA 39
PARKS & RECREATION MASTER PLAN INVENTORYAvalon Memorial Lots
Avalon Dr. & Valencia Dr.
Type: Mini Park
Size: 1.4 acres
Ownership: City
Planning Area: 8
Facilities
• Open Turf
• Walking Trail
• Benches
Description
Purchased from the school district
in 1997, this park was dedicated to
the memory of six local children who
died in an airplane accident in 1982.
There is a marble memorial bench.
Six magnolia trees planted along
Avalon Drive were dedicated in 1982. Avalon
Drive
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SOUTH SAN FRANCISCO, CALIFORNIA40
PARKS & RECREATION MASTER PLAN
INVENTORYClay Park
Clay Ave. & Dundee Dr.
Type: Mini Park
Size: 0.7 acre
Ownership: City
Planning Area: 9
Facilities
• Open Turf
• Children’s Play Area
• Picnic Tables
• Basketball Court (1)
• Hard Court (1)
Description
Clay Park is shady, but well protected
from the wind. It is well used by the
neighborhood it serves, and is the
location for informal neighborhood
events such as an annual Easter Egg
Hunt sponsored by Winston Manor
Homeowners. The park’s landscape
irrigation, playground, lighting and
drainage were last renovated in
1970. Renovations are currently
planned for the play area in 2015,
and drainage problems from the
adjacent hillside are being resolved.
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SOUTH SAN FRANCISCO, CALIFORNIA 41
PARKS & RECREATION MASTER PLAN INVENTORYCypress & Pine Playlot
Cypress Ave. & Pine Ave.
Type: Mini Park
Size: 0.3 acre
Ownership: City
Planning Area: 2
Facilities
• Open Turf
• Children’s Play Area
• Picnic Tables
• Basketball Courts (2 half courts)
Description
Cypress & Pine Park serves a
densely populated area of the
city. The park was last renovated
in 2000. It is above street grade
on the southern and eastern sides,
hampering visibility from the
street. The retaining wall in this
area is deteriorating. The basketball
courts are heavily used by teens
and young adults, but loitering by
those groups tends to limit the use
of the tot lot, which is scheduled for
renovation. There has been interest
in establishing community garden
at this park. There has also been
discussion about relocating the park
to a grade level downtown location.
Pine Aven
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SOUTH SAN FRANCISCO, CALIFORNIA42
PARKS & RECREATION MASTER PLAN
INVENTORYDundee Playlot
Dundee & Mansfield
Type: Mini Park
Size: 0.2 acre
Ownership: City
Planning Area: 9
Facilities
• Open Turf
• Children’s Play Area
• Basketball Courts (2 half courts)
Description
Also known as “Winston Manor #5”,
this small park includes a children’s
play area and half basketball
courts. The play area, landscape
and irrigation were last renovated
in 2002. The park lacks benches,
or comfortable parent seating at
the play area. The play area also
lacks separation from the street;
it is scheduled for renovation in
2017. The turf area is primarily used
for dog exercise. Play equipment
was replaced in 2002. Basketball
standards are in poor condition, with
one backboard missing.
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SOUTH SAN FRANCISCO, CALIFORNIA 43
PARKS & RECREATION MASTER PLAN INVENTORYElkwood Park
Elkwood Dr. & Duval Dr.
Type: Mini Park
Size: 1.6 acres
Ownership: City / PUC Easement
Planning Area: 9
Facilities
• Open Turf
• Children’s Play Area
• Picnic Tables
• Basketball Courts (2)
Description
Also known as “Winston Manor #1”, this is the largest park
in the Winston Manor neighborhood. It was constructed in
1963. Its basketball courts and play area are heavily used
by neighborhood residents. Partially located over the PUC
easement, pedestrian access to the park is enhanced by
connections to adjacent segments of the easement. The
open turf over the easement is a popular dog exercise area.
Play equipment was last replaced in 1999, and a partial
renovation is scheduled to occur in 2015. Protective fencing
between the play area and street is lacking. Parent seating
is available only on the seatwall at the play area.
The hardscape picnic area has only one table and lacks
additional amenities or landscaping.
Duval Driv
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SOUTH SAN FRANCISCO, CALIFORNIA44
PARKS & RECREATION MASTER PLAN
INVENTORYFrancisco Terrace Playlot
Terrace Dr. & S. Spruce Ave.
Type: Mini Park
Size: 0.3 acre
Ownership: City
Planning Area: 6
Facilities
• Children’s Play Area
• Basketball Court (1)
Description
Renovation of the Francisco Terrace
Playlot, last undertaken in 1998, is
slated to be completed in 2015. The
park, located adjacent to Centennial
Way, sits below the grade of S.
Spruce Street, and visibility into
the park is an issue. While there
is stairway access from South
Spruce Avenue to this park, the
only ADA compliant access is from
Terrace Drive. The renovated park
will include exercise and fitness
equipment for adults, basketball, and
a playlot for children.S. Spruce AvenueFrancisco Drive
SOUTH SAN FRANCISCO, CALIFORNIA 45
PARKS & RECREATION MASTER PLAN INVENTORYGardiner Playlot
Gardiner Ave. & Randolph Ave.
Type: Mini Park
Size: 0.1 acre
Ownership: City
Planning Area: 2
Facilities
• Children’s Play Area
• Basketball Court (half court)Gardiner AvenueDescription
Gardiner Playlot is well used as
it is the only playlot serving the
surrounding neighborhood. The
playground was last renovated in
2006. The half court basketball at
the rear of the park is not heavily
used. Primarily hardscape, the walls
and ramps have become an informal
skate spot.
SOUTH SAN FRANCISCO, CALIFORNIA46
PARKS & RECREATION MASTER PLAN
INVENTORYJack Drago Park
East Grand Ave. & Gateway Blvd.
Type: Mini Park
Size: 0.8 acres
Ownership: City
Planning Area: 1
Facilities
• Open Turf
• Landscaping
• Bench
Description
Dedicated to the former Mayor,
Fire Chief and Council Person Jack
Drago, this park was constructed
in 1998. The park provides green
relief at a busy intersection. It
screens the PG&E power station.
There is a bench at one end of the
park providing a stopping spot for
pedestrians. With high visibility on
a very busy street, this could be an
ideal location for a signature art
piece.Grand AvenueEast
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SOUTH SAN FRANCISCO, CALIFORNIA 47
PARKS & RECREATION MASTER PLAN INVENTORYNewman and Gibbs Playlot
Newman Dr. & Gibbs Way
Type: Mini Park
Size: 0.2 acre
Ownership: City
Planning Area: 9
Facilities
• Open Turf
• Children’s Play Area
• Picnic Table
• Basketball Court (2 half courts)
Description
Also known as “Winston Manor
#3”, Newman and Gibbs Playlot
is a small, neighborhood serving
park. The park was last renovated
in 2002, with improvements to the
playground, landscape and irrigation.
The play equipment is in fair shape.
The basketball standards are in
poor shape. Generally, this park is
underutilized, and is used primarily
for dog exercise.
Newman Drive
Gibb
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SOUTH SAN FRANCISCO, CALIFORNIA48
PARKS & RECREATION MASTER PLAN
INVENTORYParadise Valley Pocket Park
Hillside Blvd.
Type: Mini Park
Size: 1.1 acres
Ownership: City
Planning Area: 3
Facilities
• Walking Trail
• Open Turf
Description
Paradise Valley Pocket Park was
constructed in 2013. This passive
use park is located behind homes on
Hillside Blvd. and Hemlock Avenue,
with access from Hillside Blvd. The
park consists of a lawn, walking path
and bench.
Hill
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SOUTH SAN FRANCISCO, CALIFORNIA 49
PARKS & RECREATION MASTER PLAN INVENTORYSiebecker Playlot
Tamarack Lane & Elm Court
Year Constructed: 1952
Last Renovated: 2013 (playground)
Type: Mini park
Size: 0.6 acres
Ownership: City
Planning Area: 3
Facilities
• Playground
• Lawn
• Parking at the neighboring
preschool Tamarack
L
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eElm CourtDescription
Siebecker playlot is adjacent to
Siebecker Center Preschool. The
playlot and facility were constructed
in 1952, and the playlot was last
renovated in 2013. It is available
to the public when not in use by
the preschool; the pre-school has
exclusive use 2-hours per day on
week days which is controlled by
signage and staff supervision.
For information on the Siebecker
Center, see page 69.
SOUTH SAN FRANCISCO, CALIFORNIA50
PARKS & RECREATION MASTER PLAN
INVENTORYWind Harp Park
Grandview Dr.
Type: Mini Park
Size: 0.5 acres
Ownership: City
Planning Area: 1
Facilities
• Open Turf
• Public Art “Wind Harp” by
Aristides and Lucia Demetrios
• Walking Trail
• Benches
Description
Constructed in 1967, acquired by
the city in 1996, and located atop
a hilltop East of Highway 101, the
100-foot tall Wind Harp is one of the
largest aeolian harps in the world.
The harp is visible from many points
in the Bay Area.
In addition to the harmony
created by the steel beams as
they reverberate in the wind, the
sculpture was designed to cast
interesting shadows.
Visitors to the park can also enjoy
excellent views of the Bay and
surrounding areas.
The park is not ADA accessible.
1000 Grandview D
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SOUTH SAN FRANCISCO, CALIFORNIA 51
PARKS & RECREATION MASTER PLAN INVENTORYZamora Park
Zamora Dr.
Type: Mini Park
Size: 0.7 acres
Ownership: City
Planning Area: 8
Facilities
• Open Turf
• Children’s Play Area
• Picnic Tables
• Drinking Fountain
Description
This is a well cared for and well
used neighborhood serving park.
Ornamental fencing protects
the park from the street. Play
equipment in good shape. The
park was last renovated in 2002,
including landscape and irrigation
improvements, and replacement of
the play equipment. While access
is good from Zamora Drive, the
stairway access from Granada Drive
is not ADA accessible. The Zamora
Drive cul-de-sac affords adequate
parking.
SOUTH SAN FRANCISCO, CALIFORNIA52
PARKS & RECREATION MASTER PLAN
INVENTORYCentennial Way Trail
SSF BART to San Bruno BART
Type: Linear Park
Size: 16.0 acres (3 miles)
Ownership: BART (Permitted use)
Planning Areas: 5, 6, 7
Facilities
• Bicycle and Pedestrian Trail
• Dog Park (see separate listing)
• Seating and Landscaping
Description
Constructed in phases, in 2008 and
2009, this popular trail links the
South San Francisco and San Bruno
BART Stations, traversing South
San Francisco from northwest to
southeast. Pedestrians, cyclists
and dog walkers frequent the trail.
As the trail follows the BART right-
of-way, there are opportunities
for creating nodes with additional
amenities, such as fitness
equipment, additional seating,
or usable lawn areas. Improved
landscape and lawn would require
installation of additional irrigation.
El
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Orange Memorial
ParkChestnut AvenueCalifornia Golf Club
Centennial Way
Trail
BART
SOUTH SAN FRANCISCO, CALIFORNIA 53
PARKS & RECREATION MASTER PLAN INVENTORYSan Francisco Bay Trail
Bayside - South San Francisco
Eastern Shoreline
Type: Linear Park
Size: 6 miles / 10.3 acres
Ownership: Various neighboring
property owners
Planning Area: 1
Facilities
• Bicycle Pedestrian Trail
• Picnic Tables
• Barbeques
• Benches
Description
The South San Francisco portion
of the San Francisco Bay Trail is
continuous, and extends for 6 miles
along the bayfront. It is heavily used
by employees of local businesses
and residents alike. Access to this
popular amenity is difficult for
pedestrians and bicyclists because
Highway 101 acts as a barrier.
BCDC has agreements with
adjacent property owners who are
responsible for maintenance.
Forbes Blvd.
East Grand Ave.Hwy. 101
SOUTH SAN FRANCISCO, CALIFORNIA54
PARKS & RECREATION MASTER PLAN
INVENTORYSister Cities Park
Between Orange Ave. & Spruce Ave.
Type: Linear Park
Size: 1.7 acres
Ownership: City
Planning Area: 6
Facilities
• Walking Trail
• Benches
Description
Dedicated to South San Francisco’s
sister cities in Mexico, Japan,
Italy, the Philippines and the
Basque region, this linear park was
constructed in 1999. It consists of
a walking trail along Colma Creek.
It is accessible at either end, or
from the south on S. Magnolia
Avenue. Although it is visible from
North Canal Street, it is not easily
accessible, as there are no crossings
of the Colma Creek channel. It is a
popular dog walking trail, connecting
to Orange Park at its west end.
N. Canal
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Sister Cities
• Atotonilco El Alto, Mexico
• Kishiwada, Japan
• Lucca, Italy
• Pasig City, Philippines
• Saint Jean Pied de Port, Basque region
SOUTH SAN FRANCISCO, CALIFORNIA 55
PARKS & RECREATION MASTER PLAN INVENTORYCentennial Way Dog Park
Antoinette Lane, Memorial Drive &
Centennial Trail
Type: Specialty Park
Size: 1.4 acres
Ownership: City/BART
Planning Area: 6
Facilities
• Dog Exercise Area
• Public Art
• Parking Lot
Description
An enclosed area for exercising and
socializing dogs, this park is a popular
amenity along Centennial Way, with
areas for large and small dogs. The
park was constructed as part of
Centennial Way and opened in 2009.
It is adjacent to Orange Memorial
Park, with restrooms accessible
nearby.
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SOUTH SAN FRANCISCO, CALIFORNIA56
PARKS & RECREATION MASTER PLAN
INVENTORYCommunity Garden
Commercial Avenue
Type: Specialty Park
Size: 0.6
Ownership: City
Planning Area: 6
Facilities
• 28 plots
• Storage shed
• Water spigots
• Toilet (portable)
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Description
Constructed in 1984, the community
garden is extremely popular with
residents. 28 plots are available to
South San Francisco residents, and
residents can rent plots from the city
on an annual basis; residents must
supply their own tools and gardening
supplies.
The gardens are located in a locked
fenced area.
SOUTH SAN FRANCISCO, CALIFORNIA 57
PARKS & RECREATION MASTER PLAN INVENTORYOrange Memorial Park Sculpture Garden
In Orange Memorial Park, at Tennis
Drive
Type: Specialty Park
Size: 0.7 acres (included in Orange
Memorial Park acreage)
Ownership: City
Planning Area: 6
Facilities
• Sculptures
• Walking path
• Benches
• Landscaping
Tennis D
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Description
Added to Orange Memorial Park in
2003, the Sculpture Garden won
the California Parks and Recreation
Society’s Award of Excellence. The
Sculpture Garden is a South San
Francisco treasure, reflecting the
value that the community places on
public art. A meandering path allows
for enjoyment and contemplation of
the sculptures and the landscape.
SOUTH SAN FRANCISCO, CALIFORNIA58
PARKS & RECREATION MASTER PLAN
INVENTORYSign Hill Park
Access at Poplar Ave., Spruce Ave.
and Ridgeview Ct.
Type: Open Space
Size: 44.7 acres
Ownership: City
Planning Area: 3
Facilities
• Walking Trails
Description
Home to the iconic “South San
Francisco The Industrial City,” sign,
this passive open space the largest
park in South San Francisco. The
city owned park is located on the
southern and western portions of
the hill, with the north and eastern
portions presently zoned for
residential. The original sign was
painted on the grassland hillside in
1923, and in 1929, was converted
to concrete letters measuring
approximately 60 feet in height.
In 1996, the sign was registered in
the National Registry of Historic
Places. South San Francisco resident
Mr. Alphonse ‘Al’ Seubert planted
thousands of trees which form the
groves that exist there now.
Sign Hill, along with San Bruno
Mountain comprise an intact,
healthy grouping of native
Franciscan grassland habitat, and is
home to three rare and endangered
species, the Mission Blue, Callippe
Silverspot and San Bruno Elfin
butterflies.
Recreation uses are limited by
habitat conservation concerns.
The park is traversed by five signed
and distance marked trails, totaling
almost 2 miles. The trails are
rustic and steep, but the views are
spectacular and the biodiversity is
unusual. Access points are limited to
three locations, and only Ridgeview
Court has a small number of off-
street parking spaces.
The park is also the location of the
city’s Christmas tree, which is lit
during the holiday season.
Larch
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SOUTH SAN FRANCISCO, CALIFORNIA 59
PARKS & RECREATION MASTER PLAN INVENTORYOyster Point Marina Park
Oyster Point Blvd.
Type: Open Space / Special Use
Facility
Size: 4.7 acres
Ownership: City of SSF;
Administered by San Mateo County
Harbor District
Planning Area: 1
Facilities
• Open Turf
• Walking Trails
• Benches
• Picnic Areas
• Live-aboard boat docking
• Marina
• Pier
• Beach
• Ferry Building
• On-site Parking
Description
Oyster Point Marina Park is partially
maintained by the city. It provides
public access and a number of water-
related amenities. The Marina is
operated by the San Mateo County
Harbor District.
Ferry service from this marina
is available weekdays between
Alameda and Jack London Square in
Oakland. A free shuttle is available
from the marina to 19 different
employers in South San Francisco.
Construction of a new public
restroom is scheduled for 2015.
Marina Blvd.
Marina Blvd.Oyster Point Blvd.
SOUTH SAN FRANCISCO, CALIFORNIA60
PARKS & RECREATION MASTER PLAN
INVENTORYCommon Greens
Type: Common Greens
Size: 49.1 acres
Ownership: City
Common Greens Fund
The Common Greens Maintenance
Districts are funded from property
tax assessments on 2600 residential
parcels. The Common Greens Fund
covers park maintenance and some
CIP projects. There are 4 Common
Greens Maintenance Districts: West
Park 1, 2 & 3, Greenview Commons,
Stonegate Ridge, and Willow
Gardens.
Greenview Commons
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Greenview Commons
Bounded by Westborough Blvd.,
Gellert Blvd. Olympic, and Wexford
Dr.
Facilities
• Open Turf
• Walking Trails
• Benches
• Playlot (1)
Description
Greenview Commons consists of 4
green strips between houses in the
Westborough neighborhood, south
of Westborough Blvd. It has walking
paths and 1 playlot, which was
renovated in 2012.
Stonegate
Bounded by Chestnut Ave., Hillside
Blvd., Ridgeview Ct. and Sunset Ave.
Facilities
• Open Turf
• Walking Trails
• Tennis Courts (2, lighted)
Description
Stonegate Common Greens consist
of 7 green strips between houses
in the Stonegate neighborhood. It
has walking paths and hillside stairs,
as well as open turf and two tennis
courts. The tennis courts were fully
renovated in 2013.
California Golf Club
SOUTH SAN FRANCISCO, CALIFORNIA 61
PARKS & RECREATION MASTER PLAN INVENTORYWestpark 1, 2 & 3
Bounded by Westborough Blvd.,
Gellert Blvd, and King Dr.
Facilities
• Open Turf
• Walking Trails
• Benches
• Playlots (9)
• Small Concrete Stage
• Parking
Description
Westpark Common Greens consist
of 54 green strips between houses in
the Westborough neighborhood. It
is well appointed with many walking
paths and benches, and 9 playlots.
Two playlots were renovated in
2012.
Carter Park (sometimes referred
to as “Callan Park”), included in
Westpark Common Greens, is a fairly
large open area. There is ample
on-site parking in two parking lots.
The park has a few amenities, such
as a playlot and an informal concrete
stage area. It is lacking in benches or
picnic facilities, and although the turf
area is large, it is not very usable for
active sport or recreation. The park
lacks wind protection.
Westpark 1, 2 & 3
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SOUTH SAN FRANCISCO, CALIFORNIA62
PARKS & RECREATION MASTER PLAN
INVENTORYWillow Gardens
Bounded by Willow Ave., Nora Way,
Susie Way and Brusco Way
Facilities
• Open Turf
• Walking Trails
• Playlots (2)
Willow Gardens Susie WayWillow AveNora Way
Description
Wilow Gardens Common Greens
consist of 7 green strips between
houses in the Sunshine Gardens
neighborhood, including two areas
of open turf, two playlots, and
three landscaped parking islands.
The playlot areas are scheduled for
renovation in 2015+.
SOUTH SAN FRANCISCO, CALIFORNIA 63
PARKS & RECREATION MASTER PLAN INVENTORYJoseph A. Fernekes Recreation Building
Type: Community Facility
Size: 6,363 SF
Ownership: City
Planning Area: 6
Description:
The multi-purpose building was
constructed in 2008, and includes
a 3,600 SF main room with an open
floor plan, and movable walls to
divide the space. The room has large
windows with views into the park
that creates a beautiful event space
for 150 guests. The maple floor,
adjacent commercial kitchen, and
outdoor patio with a gas barbeque
create a very attractive space for
private events such as receptions,
family celebrations, and birthday
parties.
The room is also used annually for
ten weeks of summer camp with 110
kids in attendance. As there is very
limited storage, the weekly camp
is packed up at the end of every
week to make the space available
for weekend rentals. There is also
no designated staff meeting space,
so the lobby area is used for this
purpose. The room is also a popular
space for classes such as karate and
tai chi. The building is accessible,
has ample parking, and houses the
Childcare Administration. There is a
need for additional storage and staff
meeting space.
Orange Memorial Park is described
on pages 22-24.
SOUTH SAN FRANCISCO, CALIFORNIA64
PARKS & RECREATION MASTER PLAN
INVENTORYOrange Memorial Pool
Type: Community Facility
Size: 10,000 SF
Ownership: City
Planning Area: 6
The lobby serves as rented birthday
party and event space; there are two
rental periods per Saturday. The
income from the event rentals helps
to offset operating costs.
Orange Memorial Park is described
on pages 22-24.
Description:
The indoor pool (natatorium) was
constructed in 1970 and provides
year-round swim lessons, recreation
swim, and competitive team training.
The pool is a 25-yards with 6-lanes
featuring a one-meter springboard,
sauna, spectator seating, pool lift,
and shower and locker facilities.
There is a shallow lesson area of 2’-
6” to 3’-6” ft. The pool is maintained
at a comfortable 84 degrees.
Relative to demand, the size of
the pool limits program offerings,
which is compounded by restricted
weekend hours (closed Sundays).
Despite its age and design, pool
attendance in 2014 totaled 45,000
participants, averaging 147
swimmers per day.
This 44 year-old swim building
has served the community well;
however, the building and pool
are in need of upgrades. The pool
and building are dated in design
and functionality. Notably, there
is no zero-depth “beach” access or
ADA access. There is also no warm
water (86-880F) area for preschool
(and younger), or for senior citizen
recreation. The pool does not have
features to attract family swim,
however water toys are permitted.
Aquatic programs include: lap
swim, swim lessons, lifesaving,
health and safety water classes,
recreational swim, and swim team
practices and dual meets. South
San Francisco Aquatics Club (SSFAC)
is co-sponsored by the Recreation
Department and provides a year
round competitive program with
team workouts at the center. The
team averages 110 swimmers and
is at capacity. The Fire Department
performs occasional water rescue
training exercises at the pool.
The swim center building is in need
of a face lift and functionality is
not optimized. For example, locker
rooms need updating and mirrors,
there is very limited deck space, no
family changing locker rooms, and
overhead lighting needs retrofitting.
SOUTH SAN FRANCISCO, CALIFORNIA 65
PARKS & RECREATION MASTER PLAN INVENTORYMunicipal Services Building
33 Arroyo Dr.
Type: Community Facility
Size: 120,000 SF
Ownership: City
Planning Area: 9
Description:
The Municipal Services Building,
a remodeled department store, is
located on a highly visible corner
lot. Renovated in 1981, the facility
consists of multi-use and adaptable
spaces within the confines of the
floor plan. The building houses
shared city services, including city
administration, police department,
council chambers, fire department,
and underground parking, in addition
to parks and recreation offices,
recreation classes and programs
space, garden style atrium, meeting
rooms, and a social hall.
Facilities:
• Council Chambers
• Meeting and Program Rooms
• Marie Peterson Room
• Social Hall
• Large Kitchen (2)
• Atrium
• Belloni Room
• Butterfly Room
• Betty Weber Room
• Dance Studio
• Recreation Administration
Program:
The Municipal Services Building
includes multi-use rooms scheduled
for classes, programs, cultural
arts, rentals, special events and
administrative offices. The rooms
are busy with programming until
10pm weeknights and rented for
social events on weekends until 1am.
Public art is displayed in a juried art
showcase. There are several meeting
rooms with seating capacity ranging
from 20-50.
The atrium is a garden-style lobby
with capacity for 50-120 guests,
depending on the number of
adjoining rooms used. The atrium
has 10 tables for spending quiet
time, homework, knitting, or waiting
for a program. It is rented to a
church group every Saturday and
can accommodate up to 140 persons
for special events such as the Senior
Health Fair and annual Halloween
event.
City Council Chambers is an
auditorium style space used for
Council meetings, youth art shows,
city trainings, and public meetings.
The room capacity is 92 seated.
The Social Hall is intended for large
social gatherings with its natural
birch dance floor and attractive
arched windows. There is capacity
for 300 seated and is connected to
the full-service kitchen. The space
is used for group exercise, ballroom
dance classes, weekly Fil Am club,
and is a very popular weekend venue
for receptions and social events.
The kitchen supports Atrium
activities and rentals, and is used
for cooking classes and camps.
The kitchen accommodates 12
participants.
The dance room has a sprung floor
and bars for ballet and dance classes.
The room’s dimensions do not
support the demand for enrollment
in movement and dance classes.
Tai Chi and exercise classes have a
capacity of 15 participants. The ballet
program has 200 enrollees, with
classes scheduled from 3pm-9pm to
serve the demand.
There are several multi-use meeting
rooms in the building. These rooms
are scheduled for meetings, piano
and music classes, art, knitting,
craft programs, and art shows. The
Marie Petersen Room is used for the
pre-school program and also hosts
exercise, dance, yoga, cultural arts,
ballet and tap. The room has mirrors
but limited storage.
The facility is at full capacity for
programming, and additional
space is needed. Seismic safety is
also a concern, and the building is
undergoing a seismic evaluation
to determine compliance and
modifications, if required.
SOUTH SAN FRANCISCO, CALIFORNIA66
PARKS & RECREATION MASTER PLAN
INVENTORYWestborough Park Recreation Building and Preschool
Type: Community Facility
Size: 8,600 SF
Ownership: City
Planning Area: 10
Facilities:
• Multi-Use Room
• Activity Room
• Kitchen
• Music Room
• Playground
• Restrooms
Description:
Located in the Park are the
Westborough Park Recreation
Building and the Westborough
Preschool modular building. The
Westborough Park Building,
constructed in 1988, is a multi-use
building with three activity spaces;
there is one large room, an adjoining
activity room which is divided by a
kitchen and barn doors. Weekdays
the facility is used for pre-school and
classes, and weekends it is rented
and programmed for recreational
classes. The large room seats
150. The modular building houses
a licensed, pre-school program.
The site features a new preschool
playground, which is open to the
public when not reserved for
preschool, and a garden area for the
preschoolers.
Program:
The Recreation Building is a
popular rental facility for birthdays,
receptions, and graduations, and is
rented nearly every Saturday. The
Westborough Preschool became
the city’s second licensed preschool
site in 1988. The preschool was
originally located in the Recreation
Building, and was relocated to a
modular classroom building added
to the site in October 2002. The
program experienced growth in the
Spring of 2005 and it expanded into
the Westborough Park Building. The
program operates year round. The
preschool program in the modular
building is licensed and cannot be
used as a shared facility with other
programs.
The capacity of the licensed
preschool program is 59 children
enrolled in either a full or half-day
program. The childcare program has
slightly over a 100% cost recovery
and there remains a minimum two-
year waiting list.
Westborough Park is described on
page 25.
SOUTH SAN FRANCISCO, CALIFORNIA 67
PARKS & RECREATION MASTER PLAN INVENTORYTerrabay Gymnasium
1121 South San Francisco Dr.
Type: Community Facility
Size: 158,500 SF
Ownership: City
Planning Area: 4
Facilities
• Basketball (indoor)
• Weight training room
• On-site Parking
Description
Constructed in 1998 as part of
the Terrabay development and
deeded to the city, this facility
is a destination for the entire
community. It is highly programmed
and maintained.
Recreation building has a full-court
gymnasium, small fitness room, and
two event spaces located in a park
setting.
Outdoors, there are picnic tables,
tennis courts and an open lawn and
children’s play area.
Terrabay Recreation Center Park is
described on page 38.
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Program:
Terrabay Gymnasium was opened in
1998 and funded through developer
fees. Programming ends at 10 PM
and no alcohol may be served in
consideration of nearby homes and
residents. The facility features a
full-court gym, two meeting/event
rooms (one with a commercial
kitchen), and an outdoor patio area
with a view, which are all available
for private rental. The Iris and Poppy
rooms together accommodate up
to 80 attendees when combined
for birthday parties, receptions,
and meeting purposes. The facility
is open daily from 9am – 10pm.
The gym supports a variety of
sport activities including adult and
youth basketball leagues, practices,
and drop-in play. Badminton and
volleyball are also offered. The RAPP
after-school sports program meets
here providing youth basketball
leagues and clinics. Gymnastics
program is also offered. During
the summer, the facility is used
for sports summer camps with
attendance ranging from 96 to
110 campers per week. The gym is
also used for the 6th grade school
dances. Alta Loma, Parkway Heights,
and Westborough Middle Schools all
practice in the gymnasium. Middle
School sports practices are provided
for those students who attend.
There is a small exercise equipment
area.
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SOUTH SAN FRANCISCO, CALIFORNIA68
PARKS & RECREATION MASTER PLAN
INVENTORYMagnolia Center
601 Grand Ave
Type: Community Facility
Size: 22,400 SF
Ownership: City
Planning Area: 2
Description:
The 1925 landmark elementary
school building was extensively
renovated in the 1930’s to create
the senior center. Last renovated
in 1988, the facility is home to the
city’s senior programs and Adult
Day Care Center and is conveniently
located adjacent to a senior housing
complex.
Facilities:
• Licensed Adult Day Care Area
• Banquet room
• Kitchen
• Fitness room
• Billiard room
• Wood floor studio with mirrors
• Classroom space
• Activity room with sinks
• Office spaces
• ADA accessible with elevator
• Parking is limited at this site
• Patio space is available at Adult
Day Care
Program:
The Magnolia Center is a traditional,
full-service senior center offering
a wide variety of programs, social
services opportunities, and activities,
located in a 3-story building. A
weekday noon nutrition program,
with transportation to and from
this program, is a popular service.
Services are extensive and examples
include insurance counseling,
housing services, legal assistance,
and tax preparation. Programming
varies from exercise classes to
billiards, bingo, tai chi, yoga, knitting,
crafts, and excursions. Educational
presentations and computer
training are offered, in addition to
English as A Second Language. A
majority of these programs and
services are offered free to the user.
AARP meetings and senior center
organizations meet in several of
the meeting rooms available to
The Magnolia Center has a
basement, which if renovated, could
provide additional program space.
them. The Center is open 9am –
3pm Monday through Saturday and
Sunday from noon to 3pm.
Attendance at the licensed Adult
Day Care center ranges from 13 to
20 participants per day and is not a
typical program for a city to offer.
The Adult Day Care Center operates
Monday through Friday from 9am –
3pm. Services offered through the
Adult Day Care program include:
• Supervision
• Assistance with daily living tasks
to support independence
• Adaptive equipment for activities
of daily living
• Structured activity programs
• Entertainment
• Exercise
• Special events
• Transportation
• Lunch
SOUTH SAN FRANCISCO, CALIFORNIA 69
PARKS & RECREATION MASTER PLAN INVENTORYSiebecker Center
510 Elm Ct.
Type: Community Facility
Size: 3,000 SF
Ownership: City
Planning Area: 3
Description
Licensed preschool site for the city.
Facilities
• Preschool
• Garden
• Playground
• Trike track
Program
The Siebecker School is the site
of one of two public preschools in
the South San Francisco Parks and
Recreation Preschool Program. The
licensed preschool program is for
children ages 2 ½-5 years and is
offered year round, Monday – Friday
with full and half day sessions.
The building was constructed in
1952. In 1986, the public preschool
opened at this location; the pre-
school has exclusive use 2-hours per
day on week days which is controlled
by signage and staff supervision. The
center was renovated in the spring
of 2011 to increase its capacity. It
is licensed for 55 children and is at
capacity. It currently has a two-
year waiting list. The kitchen was
remodeled two years ago to support
the program.
The preschool program has exclusive
use of the building as required by
licensing. The building includes
a science room, staff restrooms,
laundry room, and storage spaces.
There is a garden area, trike track
and outdoor playground. The
Playground is shared with the public
when not in use by the preschool.
Siebecker Playlot is described on
page 49.
SOUTH SAN FRANCISCO, CALIFORNIA70
PARKS & RECREATION MASTER PLAN
INVENTORYParadise Valley Recreation Center
Hillside Blvd. & School St.
Type: Community Facility
Size: 3,200 SF
Ownership: City
Planning Area: 3
Facilities
• Recreation Building
• Restrooms
Description
Paradise Valley Recreation Center
was built in 1955. The facility is
currently operated by the Boys
and Girls Club of North San Mateo
County, a service organization.
Paradise Valley Recreation Center
Park is described on page 34.
Program
The City of South San Francisco
provides the space to the Boys
and Girls Club for no fee as the
club provides a community service
through afterschool homework
assistance and care. The services are
not a licensed program and operate
only during afterschool hours. The
site provides a safe space with
tutoring and homework assistance.
The recreation building has potential
for increased programming services,
however it will require facility
upgrades to address licensing
requirements if childcare and/or
licensed preschool expansion is to be
considered.Hil
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Recreation Center
SOUTH SAN FRANCISCO, CALIFORNIA 71
PARKS & RECREATION MASTER PLAN INVENTORYCommunity Learning Center
520 Tamarack Lane
Type: Community Facility
Size: 10,000 SF
Ownership: SSFUSD; long term
permit to city
Planning Area: 3
Description
The renovated high school, originally
constructed in the 1960’s was
converted into the Community
Learning Center in 1998, and
renovated in 2000. Its mission is to
respond to the educational needs
of the city’s multi-cultural residents,
providing children and adults
enrichment, educational, training
and resources.
Facilities
• Preschool
• Classrooms
• Computer Lab
Program
English classes, computer, homework assistance, U. S. Citizenship, civic
engagement and job readiness classes and programs are offered by the
Library (Parks and Recreation utilizes the classrooms). The departments
collaborate on some joint programs such as digital literacy and summer
programs. The center serves approximately 1,500 children and adults
annually. Evening childcare is offered to provide parents an opportunity
to participate in the class offerings. An enrichment preschool program is
also offered at this site and shares the preschool playground with the city
preschool program next door. The preschool room is modern and very
functional with dedicated restrooms. Staff have proposed dedicating the
Parks and Recreation classroom at the Community Learning Center to
licensed preschool with a capacity of 20.
There is a dedicated computer room and homework study rooms for grades
3 through 5.
Collaborative projects includes partnerships with a wide range of community
partners to address the variety of needs and keeping the program offerings
affordable as free or for a nominal fee.
SOUTH SAN FRANCISCO, CALIFORNIA72
PARKS & RECREATION MASTER PLAN
INVENTORYINVENTORY OF SERVICE PROVIDERS
To estimate the capacity of the market to serve the demand for recreation,
an inventory of service providers located within the city was completed.
Public, private, and commercial providers appeal to different segments of
the recreation market and each are important to the overall delivery of
recreation service. When assessing demand and the capacity of the market
to serve that demand, non-city service providers must be included in the
inventory.
The City of South San Francisco has a diverse inventory of commercial
service providers ranging from small childcare facilities to large sports
centers for indoor soccer, gymnastics, and badminton. There are very limited
health club and fitness facilities. There are many commercial martial arts
studios and pre-schools located within the city. Despite the 28 pre-schools
and childcare providers, there is still an unmet demand as evidenced by
the city’s wait list. This implies a working population with young children
who are in need of services during regular working hours. The city has a
deficiency of indoor courts (gymnasia) that is not supplemented by other
service providers. This shortage results in unmet demand for youth and adult
sports (basketball and volleyball). The same is true for wood floor studio
space that can be used for group exercise. The two commercial health clubs
located in the city have studios and offer yoga and group exercise but that
does not meet the demand for public access to these classes and the city
does not have sufficient studio space to serve the demand. The commercial
service providers are serving the demand for indoor soccer, gymnastics and
badminton.
An inventory of service providers follows and additional information is found
in the Appendix.
Fitness Clubs & Gyms
Physique Magnifique Fitness (& Gym)
387 Grand Ave, South San Francisco, CA 94080
Boys and Girls Club
201 West Orange Avenue
Dance Studios
Bay Point Ballet
271 Wattis Way
Spark of Creation Studio
1 South Linden Ave, South San Francisco, CA 94080
Tiffany’s Dance Academy
222 Mosswood Way, South San Francisco
Other
Boys & Girls Club of North San Mateo County - South San Francisco Club
201 W Orange Ave, South San Francisco, CA 94080
Bay Badminton Center
1404 San Mateo Ave. South San Francisco, California 94080
Gymtowne Gymnastics
389 Oyster Point Blvd, South San Francisco, CA 94038
The Club House Training Schools – Batting Cages
251 Michelle Ct, South San Francisco
SOUTH SAN FRANCISCO, CALIFORNIA 73
PARKS & RECREATION MASTER PLAN INVENTORYWorld Cup Indoor Soccer Club
1422 San Mateo Ave, South San Francisco 94080
FullGrip CrossFit
1387 Lowrie Ave, South San Francisco, CA 94080
Martial Arts
Evolve Training Center
170 S Spruce Ave, South San Francisco, CA 94080
Aikido Yoshinkai
1405 Huntington Ave, South San Francisco, CA 94080
Arceo’s Shotokan Karate
113 Hickey Boulevard, South San Francisco, CA 94080
Pacifica Judo Club
201 W Orange Ave, South San Francisco, CA 94080
Academy of Martial Arts-Shotokan Inc
2219 Gellert Blvd, South San Francisco, CA 94080
Bill Grossman’s School of Kenpo Karate
114 Hazelwood Drive, South San Francisco, CA 94080
Shisei Aiki Dojo
130 E Grand Ave, South San Francisco, CA 94080
Aquatics
El Camino High School
1320 Mission Road
South San Francisco High School
400 B Street
Preschool & Day Care
Happy Faces Child Care
707 Miller Ave, South San Francisco, CA 94080
Building Kidz
600 Grand Ave, South San Francisco, CA 94080
Mills Montessori School
1400 Hillside Blvd, South San Francisco, CA 94080
The Early Years Preschool
371 Allerton Avenue, South San Francisco, CA 94080
Gateway Child Development Center
(Owned by SSF and operated by the YMCA)
559 Gateway Blvd, South San Francisco, CA 94080
Precious Guidance Preschool and Family Daycare
114 Manzanita Ave, South San Francisco, CA 94080
SOUTH SAN FRANCISCO, CALIFORNIA74
PARKS & RECREATION MASTER PLAN
INVENTORYUrban Sprouts Day School
1165 El Camino Real, South San Francisco, CA 94080
Little Hugs Preschool
740A Del Monte Ave, South San Francisco, CA 94080
Friends To Parents
2525 Wexford Ave, South San Francisco, CA 94080
Temporary Tot Tending
350 Dolores Way, South San Francisco, CA 94080
Children’s Cottage
710 Del Monte Ave, South San Francisco, CA 94080
Hillside Christian Academy
1415 Hillside Blvd, South San Francisco, CA 94080
Academy For Little Minds Daycare
South San Francisco, CA 94080
Drake R W Pre-School Centre
609 Southwood Dr, South San Francisco, CA 94080
On Your Way Quality Family Child Care
415 Alhambra Rd, South San Francisco, CA 94080
Mello Tots Day Care
651 Palm Avenue, South San Francisco, CA 94080
Playful Times Family Daycare
133 Lucca Dr, South San Francisco, CA 94080
Angelitos Family Day Care
1501 Tipperay Ave, South San Francisco, CA 94080
Super Kids Daycare
58 Calvert Ave, South San Francisco, CA 94080
Hispanic Child Care Provider’s Association of San Mateo County
616 Myrtle Ave, South San Francisco, CA 94080
Jubilee Daycare
2445 Tara Ln, South San Francisco, CA 94080
Community Schools
753 Del Monte Ave, South San Francisco, CA 94080
Lil’s Daycare
3255 Oakmont Dr, South San Francisco, CA 94080
Peguitos Daycare
1317 Hillside Blvd, South San Francisco, CA 94080
Morning Star Family Day Care
55 Greenwood Dr, South San Francisco, CA 94080
SOUTH SAN FRANCISCO, CALIFORNIA 75
PARKS & RECREATION MASTER PLAN INVENTORYFamily Service Agency of San Mateo County / Leo J Ryan Child Development
Center
1200 Miller Avenue, South San Francisco, CA 94080
Study Buddies Preschool
230 So. Spruce Avenue, South San Francisco, CA 94080
650-227-7853
Head Start
1265 Mission Road, South San Francisco, CA 94080
650-871-5613
Eskridge Before & After School Academy (uses Buri Buri Elementary School)
120 El Campo Dr, South San Francisco, CA 94080
Event Venues
South San Francisco Conference Center
255 S Airport Blvd, South San Francisco, CA 94080
(650) 877-8787
Oyster Point Yacht Club
911 Marina Blvd, South San Francisco, CA 94080
(650) 873-5166
Holiday Inn Hotel San Francisco-Intl Arpt North
275 South Airport Blvd, South San Francisco, CA 94080
(650) 873-3550
The State Room Banquet Hall
306 Baden Ave, South San Francisco, CA 94080
(650) 588-4621
Sociedad Mutualista Mexicana Morelos Inc
209 Miller Ave, South San Francisco, CA 94080
(650) 873-3708
South San Francisco Women’s Club Inc
400 Grand Ave, South San Francisco, CA 94080
(650) 873-8030
Santo Christo Society Hall
41 Oak Ave, South San Francisco, CA 94083
(650) 873-6124
Dominic’s At Oyster Point
360 Oyster Point Blvd., South San Francisco, CA 94080
(650) 589-1096
Elks Lodge
920 Stonegate Drive, South San Francisco, CA 94080
(650) 589-4030
SOUTH SAN FRANCISCO, CALIFORNIA76
PARKS & RECREATION MASTER PLAN
INVENTORYThis page intentionally left blank
comparative analysis
CHAPTER 5
SOUTH SAN FRANCISCO, CALIFORNIA 77 COMPARATIVE ANALYSISPARKS & RECREATION MASTER PLAN
COMPARATIVE ANALYSIS
The Sports Management Group conducted a comparative analysis of the City
of South San Francisco programs, services, and fees with three similar park
and recreation departments. Staff considered the municipal departments of
Milpitas, Redwood City, and San Bruno as peers in the delivery of recreation
and park services. The three cities, all within the San Francisco Bay Area,
were chosen based on similarity in population, income level, and demo-
graphics. Their Parks and Recreation Departments are similar in structure, as
each is responsible for recreation, parks, and facility maintenance. Directors
of Recreation, or their assignee, were asked to complete a questionnaire re-
garding their operations, programming, budgets, and fees. The findings were
used to establish a benchmark for the City of South San Francisco.
The benchmark analysis provides insight into how the City of South San
Francisco, and specifically the Parks and Recreation Department, compares
to other local municipalities. Benchmarking is the process of measuring
an organization’s internal processes and then identifying, and adapting
desirable practices with the goal of increasing some aspect of performance.
The benchmarking data from other cities regarding facilities, programs, and
financial operation can be used to: (1) measure performance, (2) establish
goals, and (3) develop action plans.
METHODOLOGY
City staff collaborated with the consultant team to select the benchmark
departments. The goal was to identify peer departments in the local area
that serve as good comparisons for measuring and establishing standards.
Participating agencies were directed to an online questionnaire regarding
their department’s operations, budget, fee policies, programming,
participations, facilities, parks, and planned improvements.
BENCHMARK DEPARTMENTS
All benchmarked departments have responsibility for parks, facilities,
and recreation programming. A description of each department and
brief summary of the results of the comparative analysis follows. The
questionnaire and complete responses can be found in the Appendix. The
comparative analysis is summarized in a benchmarking matrix.
MILPITAS RECREATION
SERVICES
Population: 68,800 (2012)
Description:
Milpitas is located 45 miles south of San Francisco in Santa Clara County in
the northeast quadrant of Silicon Valley.
REDWOOD CITY PARKS, RECREATION
AND COMMUNITY SERVICES
Population: 79,009 (2012)
Description:
Redwood City is located on the San Francisco
Peninsula, approximately 27 miles south of San
Francisco and is the county seat for San Mateo County.
Figure 5-1. Map of Benchmarked Cities and South San Francisco (Green)
SOUTH SAN FRANCISCO, CALIFORNIA78
PARKS & RECREATION MASTER PLAN
COMPARATIVE ANALYSISSAN BRUNO PARKS & RECREATION
Population: 42,165 (2012)
Brief description:
San Bruno is a city located between South San
Francisco and Millbrae, adjacent to San Francisco
International Airport and Golden Gate National
Cemetery. San Bruno is located approximately 12
miles south of downtown San Francisco. The city
spreads from the mostly flat lowlands near San
Francisco Bay into the foothills of the Santa Cruz
Mountains.
BENCHMARKING LIMITATION
There are practical limitations in the benchmarking process. Each
department uses an operating model that reflects the direction set by its
city council. Program offerings and operations reflect community values and
priorities. A summary of the major findings is discussed below.
FINDINGS
Parks and recreation departments are typically defined by their roles of
managing parks, operating recreation facilities, and providing programs.
However, departments may also be responsible for a wide range of activities
dictated by community values, organizational structure, or budget mandates.
These areas of expanded functions are sometimes the defining character
of the department, such as public art, conservation of open spaces, and
preschool programming.
South San Francisco, with a 2012 population of 65,547, ranks third in
population of the four cities surveyed, with San Bruno fourth. Overall,
the South San Francisco Parks and Recreation Department operates at a
comparative high level of programming, services, and facility utilization
in comparison to the surveyed cities. There are several areas in which
South San Francisco is a leader, notably in licensed childcare and preschool
programming, cultural and performing arts programming, and indoor
aquatics.
As with all the benchmarked cities, South San Francisco faces challenges in
adequately serving the high demand for programs due to limited facilities. A
summary of the key findings of the comparative analysis follows.
RECREATION DIVISION
The recreation division has a mandate of 50% cost recovery. In 2013, it
exceeded this mandate with 79.5% cost recovery for the recreation division,
on a budget of $4,035,277, which was approximately 30.5% of the total Parks
and Recreation Department budget. The mandate of 50% cost recovery
is aligned with the benchmarked cities. Milpitas and San Bruno have cost
recovery goals, 50% and 75% (recreation only) respectively.
All cities apply a higher non-resident fee or a discounted rate for residents
for classes, programs, and rentals, which is an industry standard. South San
Francisco has a $15 per hour additional rental rate for non-resident use of
city amenities. Non-resident fee rates are a policy decision made by the City
Council to give residents the priority in the provision of community programs
and facility use. Program priority measures may also include priority
registration for residents, programs provided to residents only, and prime
time access to facilities. These are important considerations when popular
programs, such as summer camps and preschool, are involved.
PROGRAMS
All four cities provide the typical range of parks and recreation department
services: youth programs, summer camps, enrichment classes, fitness, senior
programs, parks, aquatics, and sports. City departments are expanding
their offerings to provide increased fitness, health and wellness, and
environmental programs.
Childcare and Preschool Programs
South San Francisco is a leader in providing childcare/preschool programs
with 1,573 annual participants. In comparison, Redwood City has 400 annual
participants. South San Francisco understands the importance of quality
childcare and preschool programming is to the community and strives to
deliver a program, which enhances the quality of life for its participants by
preparing kids for school. The perceived value of the program is reflected
SOUTH SAN FRANCISCO, CALIFORNIA 79 COMPARATIVE ANALYSISPARKS & RECREATION MASTER PLAN
in the two-year waiting list and the
commitment of the department
to increase capacity to meet the
demand. The demand for childcare
exceeds the preschool program.
Before and after school programs
offered at sites throughout the city
supports 440 participants daily, or
over 79,000 annual participations
during the school year. Staff are alert
to opportunities to expand pre-
school programming.
Cultural and Performing Arts
Cultural and performing arts is
another very popular program area
for South San Francisco, with 500
participations compared to 300
participations in Redwood City.
South San Francisco fees for cultural
arts programs remain affordable
to the community, at a class fee
of $6 in comparison to a $20 per
class minimum at Redwood City. Milpitas is the only city with a cultural and
performing arts space, which includes an art gallery, auditorium, and stage. A
performing arts facility, dedicated gallery space and storage, and additional
dance and performing arts space are desired by the other three cities.
Milpitas would like to update its theater space. All cities report that the lack
of facilities in this program area results in unmet need.
Adult Daycare
South San Francisco is a leader in the provision of licensed adult day care,
which is not a typical program service. This demonstrates the ability of the
department to address the needs of a multigenerational community and to
make licensing a standard of quality care. Of the cities surveyed, only the City
of San Bruno has an adult day care program, which is not licensed. All cities
reported they are not adequately able to serve the needs of the community
in this area.
Senior Programming
All surveyed cities provide senior programming and operate a senior
center. South San Francisco is a leader in participations, with 15,000 annual
participations and 1,665 seniors served. Redwood City reports 3,500
participations, Milpitas reports 1,600, and San Bruno reports 10,000+.
Each city uses different age classifications for seniors. South San Francisco
classifies a senior as age 62 and older, Milpitas and San Bruno classify a
senior as age 50 and over, and Redwood City classifies seniors as those
55 and over. There is a trend among cities to set a higher age (62+) for
seniors than was the practice 20 to 30 years ago. South San Francisco’s
age classification is optimal. Even though all cities provide senior discounts
to a younger subset of seniors, South San Francisco maintains a higher
participation rate. All cities report that senior programming needs are
currently not being met. All cities also report a wide range of unmet needs
that are particular to each. South San Francisco is focused on housing and
transportation for its senior population. The City of Milpitas focuses on
program participation, through offerings that reflect its cultural diversity.
Additionally, Milpitas sees increased volunteerism and civic engagement as
high needs. Redwood City and San Bruno identify the renovation of facilities
has service priorities.
Teen Programming
Redwood City is the only city that has a teen center, located within their
community center. South San Francisco reports that its teen programming
serves 174 participants. Only Redwood City reports a higher number of
participants, at 400. All cities report they are not meeting the needs of teens
and would like additional teen programming space. Redwood City indicated
that they need more teen-friendly hangout locations. Redwood City
recognizes the need for teens to have location choices for leisure pursuits.
Special Needs Programming
South San Francisco’s special needs programming has 18 day camp
participants, who also attend a summer camp and evening activities. The
city’s special needs programming has 450 participations. In this area, South
San Francisco has directed resources to deliver quality programming and
services the community desires. Milpitas does not report having a dedicated
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PARKS & RECREATION MASTER PLAN
COMPARATIVE ANALYSISspecial needs program. Both Redwood City and San Bruno have dedicated
programs, with Redwood City reporting 200 participations, and San Bruno
reporting 120 participations.
Summer Camps
Summer camps are a popular program offering of parks and recreation
departments, and all benchmarked cities reported strong camp programs.
South San Francisco provides camps to address the community’s summer
day care and leisure needs, and remains affordable to residents. South San
Francisco’s weekly camp fee starts at $157, which is in-line with the cities
of Milpitas and San Bruno, who charge $140 and $150 per week. Redwood
City reported a starting camp fee of $50, however their range extends to
the upper end of all reported fees, to $400. In South San Francisco, summer
camp daily attendance is reported at 365 participants, with 18,250 youth
participations over the 10-week summer schedule. This ranks South San
Francisco as the busiest of the benchmarked cities.
Providing a meal to campers is a growing trend. According to an NRPA 2012
survey, of agencies offering summer camps, 43.5% offered meals to campers,
up from 39% in 2010. With South San Francisco’s high rate of eligible
children for the free school lunch program (18%-55%), providing a meal as a
component to the camp program should be considered.
Aquatics
All of the benchmarked cities offer aquatics programming. South San
Francisco is the only city with an indoor pool, the Orange Memorial Park
Pool. This allows South San Francisco to offer aquatics programming year
round. The Orange Memorial Park Pool is open 6 days a week and leads the
benchmarked cities with 45,000 participations in 2014 (approximately 147
swimmers per day). Milpitas reports 30,000 participations, Redwood City
reports 5,000 participations, and San Bruno reports 2,500+.
All cities offer swim lessons, lap swim, recreational swim, fitness swim, and
water safety programs. South San Francisco charges $4.75 for public swim,
which is within the range of $2.00 to $5.00 by the benchmarked cities. South
San Francisco’s aquatics program had 45,000 participations last year, and
leads the benchmarked cities by 34%. This is reasonable since South San
Francisco operates the only year round indoor pool among the surveyed
cities. However, this also demonstrates that there is year round interest
in aquatic programs within the community, as seen by the participation
numbers. South San Francisco charges $47 per group lesson, which is the
least expensive of the benchmarked cities, who report fees ranging from
$56-$120.
All benchmarked cities indicate that their pools are not meeting current
community need and all report, as one of the top desires in aquatics, the
ability to be open year round. South San Francisco would like to have more
warm water pool space to address the need for baby/preschool age swim
lessons and an exercise room, classroom, and family changing rooms.
The cities report their needs in aquatics as additional swim lesson space,
increased drowning prevention programs, adding a competitive pool, and
adding a therapeutic pool.
FACILITIES
Community and recreation facilities are long-term community assets. The
delivery of recreational services requires facilities to house programs and
activities. Three of the four benchmarked cities state having five buildings
(a gym, sports center, senior center, recreation building, and community
center). The City of San Bruno reports having two centers (one of which,
the Skyline Activities Center, is closed) with a total of 310,000 annual visits.
South San Francisco reports 73,300 unduplicated annual visits, although its
Municipal Services Building hosted 300,000 participations in 2014. Redwood
City reports a range of 100,000 to 250,000 visits per center. The City of
Milpitas did not provide participation data. Only Redwood City reports that
they are meeting current needs. The remaining three cities site unmet need,
resulting from a lack of classroom and meeting space, performing arts space,
rental space, and teen programming space.
Milpitas is the only surveyed city to report operating from dedicated
cultural and performing arts space with the Phantom Art Gallery, the
MCC Auditorium, and stage facilities. South San Francisco does not have a
dedicated performing arts venue, although it strongly supports public art
programs through the Art in Public Places program, art shows, photography
exhibits, quilt and flower arrangement shows, civic ballet, and classes. A
performing arts facility, dedicated gallery space and storage, and additional
dance/performing arts spaces were desired by three of the cities.
SOUTH SAN FRANCISCO, CALIFORNIA 81 COMPARATIVE ANALYSISPARKS & RECREATION MASTER PLAN
All reported they were not able to serve the community needs. South San
Francisco and Redwood City desired a performing arts facility to address
this area of program needs. Milpitas would like to update its existing theater
space.
PARKS
Parks play a significant role in community health and wellness. Increased
interest in individualized activities such as walking, running, swimming, and
bicycling resulting in greater use of trails, open spaces, bicycle routes, and
year-round pools.
Each city reports having special use parks, which contain amenities that are
important to that community. These parks consist of rose gardens, sculpture
gardens, community gardens, bocce courts, dog parks, water spray features,
outdoor amphitheaters, and group picnic areas. Bocce courts are popular
in South San Francisco, which has six courts, including two that are lighted,
in one complex. Redwood City reports two courts. All the cities have a dog
park. All except for San Bruno have a community garden, and South San
Francisco reports a rose garden and sculpture park. South San Francisco
and Redwood City each have a skate park. Redwood City provides four (4)
water spray features and an outdoor amphitheater, two amenities South San
Francisco does not provide. South San Francisco might consider increasing
park programming amenities and providing a gap measure for community
dance performances (amphitheater) and family water activities (spray
features).
CITY PARK STANDARD
Milpitas 3.0 acres per 1,000
Redwood City 3.0 acres per 1,000
San Bruno 4.5 acres per 1,000
South San Francisco 3.0 acres per 1,000
0.5 acres of parkland per 1,000 in employment areas
Group picnic areas are popular among the benchmarked cities. All report
having picnic areas, with inventories ranging from 15 to 28. South San
Francisco has the least, with 15 (ratio of 1 picnic area to 4,500 residents).
Redwood City reports the highest total, at 28 (ratio of 1 to 3,000 residents).
Milpitas has a ratio of 1 to 3,500 residents, and San Bruno has a ratio of 1
to 2,500 residents. Based on the popularity of group picnic sites, South San
Francisco may want to consider providing additional outdoor picnic rentals.
Park Standards
The benchmarked cities reported the following top needs for parks: more
trails, enhanced sport fields, improved children’s play areas, more amenities
(water features), an amphitheater, and providing green space (parks) in
underserved areas. All cities have park classifications which include mini
parks, neighborhood parks, community parks, and open space. Development
standards are reported in Table 5-1.
Parks Maintenance
City facilities maintenance is provided by three of the benchmarked cities.
South San Francisco Parks Department is responsible for cleaning and
maintaining the city’s parks, playgrounds, sport fields, and other landscaping.
According to the Fiscal Year 2013-14 budget, 20.62 full-time equivalents
are assigned to maintain the 167 park acres with duties including restroom
cleaning, trash pickup, playground equipment inspection, mowing and
weeding, basic trimming, fence repair and vandalism clean-up and sports
fields maintenance. Maintenance costs can be estimated by per acre cost
per full-time equivalent (FTE). Milpitas has 200.4 acres and contracts all
park and field maintenance to non-city service providers. Redwood City has
225.4 acres of parkland, not including open space, with 23 full-time staff.
San Bruno maintains 151 acres with 14 full-time staff. Recognizing there are
many variables in the maintenance of parks and fields, the staff to acreage
maintenance range for South San Francisco is 1 to 8.1 acres. Redwood City’s
ratio is 1 to 9.8 acres, and San Bruno’s is 1 to 7.2 acres. Overall, South San
Francisco maintains 231.8 acres of land, including open space, common
greens, and tree maintenance, with 27.4 full-time park staff.
Table 5-1. Benchmark Development Standards
SOUTH SAN FRANCISCO, CALIFORNIA82
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COMPARATIVE ANALYSISMAINTENANCE
City Maintenance Costs 2,277,011
Acres Maintained 167
Cost/Acre (Staff)$13,599
CONTRACTUAL
Contractual Support Cost 511,176
Acres Maintained 84
Cost/Acre (Contractual)*$6,095
Table 5-2. Maintenance Costs
Table 5-3. Sport Fields and Courts
According to the 2014 Parks and Recreation National Database Report, the
median acres of parkland maintained per FTE is 5, with the upper quartile
at 9.8. South San Francisco falls between the median and upper quartile
range with the staffing ratio of 1 staff to 8.1 acres. The report also states the
median cost per acre to maintain was $16,523. South San Francisco cost per
acre to maintain is $13,067, which is less than the NRPA reported median
and less than reported by Redwood City at $14,500 per acre. Character,
magnitude, frequency, service level, materials, and environment are the key
factors in determining maintenance costs and budget. The number of acres
of parkland maintained per FTE is the primary comparative figure.
City medians or streetscapes maintenance is provided by all cities and
presented as a separate budget item except for San Bruno. South San
Francisco allocates 2.9% ($380,230) of its budget to city medians and
streetscapes, while the City of Milpitas allocates 13% ($1,082,233), and
Redwood City allocates 2.3% ($300,000). Each of the benchmarked cities
applies a different approach to contracting park, median, and streetscape
maintenance. Milpitas contracts out all park and field maintenance, South
San Francisco contracts 83.87 acres, San Bruno contracts 30 acres and
Redwood City does not contract out these services. City of South San
Francisco contract maintenance provides landscape maintenance services
for medians, islands, and right-of-ways. Contract maintenance is primarily for
areas requiring minimal staff time, expertise, and materials.
SPORT FIELDS
South San Francisco provides a variety of outdoor courts and fields, creating
opportunities for the public to participate in sports. For example, the
city has 15 tennis courts, nine of which are lighted -- the second highest
total reported by the benchmarked cities. The tennis court to population
ratio for South San Francisco is 1 court to 4,500 residents. Only Milpitas
reports a higher total, with 19 courts, 10 of which are lighted – a ratio of 1
court to 3,500 residents. The benchmark data for sports fields and courts
is presented in Table 5-3. (Note that the table does not indicate access
to school district fields through joint use agreements. Some community
demand may be fulfilled through these partnerships.)
SOUTH
S A N
FRAN-
CISCO
MILPI-
TAS
RED-
WOOD
CITY
S A N
BRUNO
Baseball 6 7 (1 lighted) 15 (8 lighted) 8 (4 lighted)
Population Ratio 1:11,000 1:10,000 1:5,500 1:5,500
Softball 1 (lighted) 4 (1 lighted) 7 (5 lighted) 5 (3 lighted)
Population Ratio 1:65,500 1:17,200 1:11,500 1:8,500
Football 0 1 (lighted) 2 (1 lighted) 1 (lighted)
Population Ratio 0 1:68,800 1:39,500 1:42,165
Soccer 1 3 (2 lighted) 22 (8 lighted) 4 (1 lighted)
Population Ratio 1:65,500 1:23,000 1:3,500 1:10,500
Tennis 15 (9 lighted) 19 (10 lighted) 14 (8 lighted) 4
Population Ratio 1:4,500 1:3,500 1:5,500 1:10,500
Basketball (outdoor) 13 (4 lighted) 0 3 2
Population Ratio 1:5,000 0 1:26,500 1:21,000
Bocce 1 complex- 6 courts (2 lighted)
0 2 lighted
*Footnote: Irrigation line work and carpentry completed by city staff.
SOUTH SAN FRANCISCO, CALIFORNIA 83 COMPARATIVE ANALYSISPARKS & RECREATION MASTER PLAN
South San Francisco also leads the benchmarked cities in the provision of
outdoor basketball courts, with 13 available to the public. The other cities
report a range of zero to three. The court ratio for South San Francisco is 1
to 5,000 residents. The other benchmarked cities report greater court ratios
-- 1 court to 21,000-26,5000 residents -- resulting in reduced opportunity for
game play.
South San Francisco is behind the other benchmarked cities in its soccer
fields, with one field for the city. Redwood City has the greatest number,
with 22 fields, eight of them lighted. San Bruno has the second greatest
number, with four (one lighted), and Milpitas is close behind, with three
(two lighted). The popularity of soccer, combined with the demographics of
South San Francisco, suggests there would be a high level of participation
if more soccer fields were available. As soccer is a favorite sport of many in
the community, consideration of field development, maintenance, and year-
round access should be considered. South San Francisco also provides the
least amount of ball fields, with six baseball fields and one softball field. The
benchmarked cities report 11 to 22 fields. South San Francisco does not have
a football field. In contrast, Milpitas and San Bruno each report one field and
Redwood City reports two.
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COMPARATIVE ANALYSISThis page intentionally left blank.
community outreach
CHAPTER 6
SOUTH SAN FRANCISCO, CALIFORNIA 85 COMMUNITY OUTREACHPARKS & RECREATION MASTER PLAN
COMMUNITY OUTREACH
Several methods of garnering input were used to assess community needs
and determine recreation demand in the City of South San Francisco. These
included a statistically valid telephone survey, on-line surveys for South San
Francisco employees and residents, two community workshops, five focus
group meetings, and interviews with staff and key stakeholders. An Advisory
Committee helped direct the consultant team in its outreach efforts.
Community workshops were held in May and July 2014 at the Joseph A.
Fernekes Recreation Building. A website, www.ssfparksplan.com, was
maintained to keep people informed throughout the process. Through the
various means of outreach, over 1,300 community members provided input
for this Parks and Recreation Master Plan.
SURVEYS
OVERVIEW
Between April 17 and May 21, 2014, three hundred thirty three (333) South
San Francisco residents participated in a telephone survey, where they
were interviewed about their park use patterns, perceptions, priorities and
concerns. The survey was also advertised and maintained in online form on
the Master Plan web site from April 29 to September 24, 2014, to provide
an opportunity for other interested residents to express their thoughts
regarding the park system. 203 responses were collected. Also during that
period, a survey directed specifically at South San Francisco employees
was maintained online. Major South San Francisco employers asked their
employees to complete the online survey to determine their use of and
interest in the city’s recreation and parks offerings. 153 responses were
collected.
The surveys’ primary objectives were to explore current perceptions about
South San Francisco’s recreation and park system, investigate the desirability
of a number of proposed improvements or additions to the system, and
measure the willingness of residents to support these changes. The results
and analyses are included as Appendices to this Master Plan.
GENERAL RESEARCH OBJECTIVES
The general research objectives of the Community Opinion Surveys included:
• Determine current use of South San Francisco park system facilities
• Gauge perceptions about the city’s existing recreation and park system
• Assess the desirability of specific recreation and park improvements
• Identify any differences related to respondent background characteristics
METHODOLOGY
The average telephone interview took about 15 minutes to complete.
Most interviews were conducted between the hours of 4pm and 9pm on
weekdays, and 10am- 5pm on weekends. Adults 18 years and older, living
within the City of South San Francisco boundaries in zip code 94080, were
asked to participate in the survey. A total sample of 333 interviews were
completed in order to derive a statistically accurate representation of the
community.
Weights were applied to the data to account for sample imbalances. With
weighting, the survey’s precision was slightly reduced. The survey’s margin of
error, at 95% confidence, was plus or minus 5.6%; at 90% confidence, it was
plus or minus 4.7%.
Survey Sample
SOUTH SAN FRANCISCO, CALIFORNIA86
PARKS & RECREATION MASTER PLAN
COMMUNITY OUTREACHWhile the telephone survey sample was representative of the community at
large, the online samples are comprised of self-selected groups. Although not
a statistically valid sampling, the responses to the on-line surveys provided
additional insight into interested park users’ perceptions, concerns and
priorities, and to the use patterns of employees in the city.
FINDINGS
The major findings and from the statistically valid survey are summarized
below. Responses from the online surveys were very similar to those
collected during telephone surveying efforts, with a few notable variations.
The following summary of findings discusses the results of statistically valid
telephone survey. Where the results of the on-line surveys are significantly
different, the differences are noted.
South San Francisco’s parks are well used by both residents and employees.
About three in four phone respondents (73%) had recently visited at least
one of the city’s public parks; 67%, Orange Memorial Park; and 63%, any
of the city’s small neighborhood parks. 35% of the respondents visited the
parks four or more times per month. The on-line respondents tended to
be heavier park users, with 92% having visited a public park in the last six
months, and 60% visiting the parks four or more times per month. Among
employee respondents, the percentage of recent park visitors was the same
Recent Park Visits
Perceptions of Park Quality
Survey Funding
SOUTH SAN FRANCISCO, CALIFORNIA 87 COMMUNITY OUTREACHPARKS & RECREATION MASTER PLAN
as the phone sample, but slightly higher percentages visited the parks four
or more times per month. Among all groups, Orange Memorial Park was the
most visited.
When asked, one in five phone respondents and employees noted a barrier
to their use of the city’s parks. Safety concerns were the most cited, as well
as maintenance concerns. Most on-line respondents did not note any barrier
to use of the parks.
Concerning the overall quality of the city’s parks, 57% of the phone
respondents, 56% of the employees, and 58% of on-line respondents
characterized the city’s parks as better than average.
When asked to describe the one characteristic that they like the most about
South San Francisco’s Parks and Recreation system, the highest responses
from all groups were the park systems’ maintenance and cleanliness, its
accessibility and availability, and the variety of programs and activities
offered.
In all groups surveyed, respondents were at least twice as likely to prioritize
spending funds on ongoing maintenance rather than park expansion, but the
highest percentage of respondents in every group said that equal priority
should be given to both maintenance and expansion spending.
Respondents were asked about their degree of interest in various potential
park and recreation system improvements. Both the phone respondents and
on-line respondents expressed high interest in:
• Expanding the city’s licensed pre-school program,
• Improving or adding children’s playgrounds,
• Putting more funding into overall park maintenance , and
• Expanding and modernizing the community pool in Orange Memorial Park
Moderately high interest was also expressed in:
• Expanding the city’s walking and biking trail system
• Providing more athletic fields for soccer, baseball and softball
Support was also expressed for public funding for those elements.
Reports on the findings of the three surveys are included in this document as
an appendix, and are available on-line at www.ssfparksplan.com
Park and Recreation Priorities
SOUTH SAN FRANCISCO, CALIFORNIA88
PARKS & RECREATION MASTER PLAN
COMMUNITY OUTREACHSOUTH SAN FRANCISCO, CALIFORNIA
OPEN HOUSE AT ORANGE MEMORIAL PARKIN THE JOSEPH A. FERNEKES RECREATION BUILDING
9:00 AM - 1:00 PM
SATURDAY MAY 3RD, 2014
HOW CAN PARKS + RECREATION
MAKE YOUR LIFE BETTER?
WWW.SSFPARKSPLAN.COM/OR CALL (650) 829-3800
DROP IN AND GIVE US YOUR OPINIONS ON YOUR PARKS
PARKS + RECREATION MASTER PLAN
FOR MORE INFORMATION VISIT:
COMMUNITY WORKSHOPS
Two Community Workshops were held to gather input regarding Community
perceptions and desires about South San Francisco’s Parks and Recreation
system. The Workshops are summarized below, and full input and
comments are included in this document as an appendix.
MAY 3 WORKSHOP
Over 500 people attended an Open House format interactive workshop at
the Fernekes Recreation Building in Orange Memorial Park during the Streets
Alive Parks Alive event. Input was gathered at various graphic “stations”
where participants could write comments, or express preferences by voting
with dots. Participants were give a limited number of dots with which to
express their top preferences and priorities. Adults and children were given
different dots so that they could be tallied separately.
May 3 Workshop
SOUTH SAN FRANCISCO, CALIFORNIA 89 COMMUNITY OUTREACHPARKS & RECREATION MASTER PLAN
What Does Our Park System Need?What Does Our Park System Need?
Image Adults Image Kids
More Soccer Fields 55 Spray Parks 56
Better Maintenance 52 Playground Renovation 41
Spray Parks 48 More Soccer Fields 22
More Community Gardens 46 More Skate Parks 22
Playground Renovation 44 Better Maintenance 21
Improved Lawn Maintenance 35 More Art 18
Fitness Stations 34 Improved Lawn Maintenance 16
More Skate Parks 31 Native Planting 15
Native Planting 31 More Community Gardens 13
More Dog Parks 25 Fitness Stations 8
Lighted Fields 25 Outdoor Performance Spaces 8
Outdoor Performance Spaces 25 More Dog Parks 7
More Art 16 Lighted Fields 4
More Gathering Spaces 13 More Gathering Spaces 4
Better Access to Shoreline 12 Better Access to Shoreline 2
More Ballfields 2 More Ballfields 1
What Facilities Do We Need?What Facilities Do We Need?
Image Adults Image Kids
Indoor Recreational Pool 65+Indoor Recreational Pool 75+
Large Performance Venue 55 Large Performance Venue 21
Facility for Teens 34 Facility for Teens 21
More Gyms 20 More Gyms 17
Wood Floor Studio 15 Wood Floor Studio 15
Art Space 14 Art Space 9
Small Performance Space 5 Small Performance Space 3
What do you like about your parks?
Both adults and children prioritized playgrounds as the most liked features of
the parks.
What does our park system need?
Spray parks, soccer fields, maintenance and playground renovations all
received high interest.
What programs do you like?
South San Francisco’s wide offerings are appreciated by both children and
adults.
What facilities do we need?
An indoor recreational pool was clearly the highest priority for participants.
A large performance venue, and facility for teens also received high interest.
SOUTH SAN FRANCISCO, CALIFORNIA90
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COMMUNITY OUTREACHJULY 18 WORKSHOP
The second community workshop, attended by approximately 70 adult
and child community members, was held prior to the July 18, 2104 Movie
Night in the Park, at the Fernekes Recreation Building. Participants were
informed about the information gathered at the prior workshop, and about
the emerging issues for which further input was sought. Specifically, input
was gathered about the participants priorities for park maintenance,areas of
highest need for playgrounds, the options regarding expansion or renovation
of the Aquatics Facility at Orange Memorial Park, and the options regarding
the needs of performing arts groups for practice and performance facilities.
FOCUS GROUPS
In order to further explore and clarify the needs and desires of specific parks
and recreation user groups, a series of focus groups meetings were held.
The groups included stakeholders involved in Performing Arts, Aquatics,
Sports, Seniors programs, and Childcare (including after-school, pre-school,
summer camp and special needs parents.) Approximately 35 stakeholders
participated in the various meetings. Meeting summaries are included as an
appendix to this document.
program assessment
CHAPTER 7
SOUTH SAN FRANCISCO, CALIFORNIA 91 PROGRAM ASSESSMENTPARKS & RECREATION MASTER PLAN
MISSION STATEMENT
The Parks and Recreation Department’s mission is to provide opportu-
nities for physical, cultural and social well being; protect and enhance
the physical environment; and ensure the effective and efficient use of
public facilities and open space.
PROGRAM ASSESSMENT
The environment in which the Parks and Recreation Department operates is
important in the assessment of its programs and services. Elements of this
environment include its mission and resources, among others.
The Department supports its mission through:
• Creating and sustaining parks and open spaces that are safe, clean, and
green
• Managing and maintaining public buildings that are functional, attractive,
and efficient
• Sponsoring recreation and enrichment programs that serve community
needs and enhance the quality of life for the participants
The Recreation Division is responsible for:
• Recreation Management, which includes day-to-day operation of activity
registration, general supervision, clerical, and office support
• Aquatics
• Picnic and Facility Rentals
• Adult Day Care and Senior Services, including nutrition and transportation
• Childcare, including pre-school, and before and after school care, and
summer camps
• Youth and Adult Sports
• Cultural Arts; Public Art, and Special Classes and Events
The City’s Parks and Recreation Department is committed to providing high
quality recreational opportunities to its very diverse and culturally rich popu-
lation. Fulfilling this commitment requires a wide range of equally diverse
program offerings. With skilled staff, the challenge for the Department is not
in the development of programs, but rather the competing demands for lim-
ited resources. To maximize utilization of the available resources, the Depart-
ment staff works very effectively to share resources, spaces, and programs.
Key objectives for the Department include:
• Determine a department funding level that is sustainable and enables
long-term planning
• Identify resources to address funding of deferred maintenance to pre-
serve and enhance existing assets
• Complete the Orange Park Master Plan
• Develop new facilities to support programming objectives
DEPARTMENT RESOURCES
The delivery of quality programs requires resources. These include human
resources, facilities resources, funding resources, and integration of technol-
ogy to efficiently support and maximize the utilization of these assets.
FUNDING RESOURCES
In recent years, the Department has experienced annual cuts to staffing, pro-
grams, and operations to meet city budget targets. Since 2005, the Depart-
ment’s full-time staff has been reduced by 28.4 positions. Through reorgani-
zation, some positions have been refilled; however, the staffing levels remain
below those of 2005. Since FY 2012-2013, the Department’s budget has been
stabilized. Budget reductions that were made prior to this time remain in
effect. This has had an impact on programming, limiting growth of existing
programs and new offerings. There have been exceptions in several core
areas of programming that have been expanded in response to community
demand. For example, the Department has added licensed before and after
school childcare programs and increased capacities at some sites. Summer
camp enrollment was increased in 2012 to better serve the demand.
SOUTH SAN FRANCISCO, CALIFORNIA92
PARKS & RECREATION MASTER PLAN
PROGRAM ASSESSMENTAdditionally, as a result of the recession, maintenance projects were sus-
pended or reduced in response to budget cuts. Adequate funding is neces-
sary to maintain existing facilities, enhance the user experience, ensure user
safety, and maintain civic pride. In FY 2013-2014, the city augmented the
maintenance and supply budget to address these deferred projects. As the
City begins its economic recovery from the recession years it turns its atten-
tion to deferred maintenance and capital infrastructure needs. This includes
park maintenance and upgrades, bike and trail improvements, and facility
planning. These indoor and outdoor spaces are community investments that
provide program, event, and private rental opportunities, which are in high
demand. This is also a revenue stream for the Department and provides a
community service in a town with limited private and commercial social
gathering spaces.
The nation-wide impact of the economic downturn on local budgets has
made it increasingly important for Parks and Recreation Departments to
adopt a business-like model of operation. The dilemma of subsidy versus
pay-for-play has become more prevalent in the decision-making realm of city
budgets. Economic pressures necessitate that Parks and Recreation Depart-
ments operate in terms of sustainability, competitiveness in the marketplace,
and incorporation of entrepreneurial business practices in their operational
planning. The City has begun to address long-term and unsustainable issues
such as staff reductions while implementing strategies to align revenues and
expenditures to achieve a balanced budget.
LEVERAGED RESOURCES
The Department maximizes its resources through the leveraging of partner-
ships and use of volunteers. Partnerships are a viable means of sharing re-
sources and facilities to provide services. The use of volunteers and organiza-
tions is another way the Department “partners” with the community.
Culture of Learning Program Partners
The Department is working with public partners to provide reading aware-
ness and improve digital literacy for the City’s youth. Genentech offers the
Gene Academy in partnership with the SSFUSD providing once a week tutor-
ing on their work site for third-fifth graders. Genentech’s program has grown
to 2,000 students providing one-on-one and group tutoring and science
experiments.
This “culture of learning” is an exam-
ple of a public-private partnership
the Department may continue to
explore in expanding math, science,
technology learning and skills for a
workforce preparing for the future.
Partnering with local biotech compa-
nies for science-oriented camps or
classes was also an excellent sugges-
tion from the community workshop.
Volunteer Programs
As with many municipalities, South San Francisco works with volunteer clubs
and organizations to organize a variety of recreational and enrichment activi-
ties. For example, the following groups are affiliated or co-sponsored and are
representative of the partnerships the city has established:
• AARP
• Ballet Folklorico Infantil of South San Francisco
• South San Francisco Aquatic Club
• South San Francisco Historical Society
• South San Francisco Italian American Citizen’s Club
• South San Francisco Shetland/Pinto/Mustang/Pee Wee Baseball League
• South San Francisco United Soccer Club
• South San Francisco Youth Baseball Managers
The City of South San Francisco provides many volunteer opportunities,
including projects at the Community Garden, Donate A Tree program, Graffiti
Abatement program, and the Improving Public Places program. According to
city staff, Improving Public Places has grown from two volunteers with a de-
sire to make change, to nine committee members and over 250 volunteers.
According to National Recreation and Park Association, 2013 National Data-
base Report, the median number of volunteers nationally is 200. These South
San Francisco volunteers have performed over 25 targeted park cleanup
events, planting over 4,000 native plants and trees and installing numerous
park furnishings over the past 8 years. The community came together work-
ing with KaBOOM! to build a community playground. In total, Improving Pub-
SOUTH SAN FRANCISCO, CALIFORNIA 93 PROGRAM ASSESSMENTPARKS & RECREATION MASTER PLAN
lic Places volunteers donated over 15,000 hours, equivalent to one full-time
maintenance person per year. Based on widely accepted values of volunteer
time -- California is at $24.75 per hour -- this amount of volunteer service is
equivalent to $370,000 in salary savings.
The South San Francisco Friends of Parks and Recreation provide a financial
role supplying approximately $500 - $800 annually for scholarships to sum-
mer camp each year. Each scholarship helps one child to attend one week of
camp, and the group pays for Halloween goodie bags for the Halloween Ex-
travaganza event. The South San Francisco Friends of Parks and Recreation
also work to improve public parks through fundraising and awareness of the
Adopt-A-Park program.
Facilities Partnership - South San Francisco Unified School District
The Department is actively engaged in maximizing community access to fa-
cilities and programs by utilizing school district facilities. In March 2008, the
City and School District entered into a 20-year agreement (with an additional
ten years extension) to make facilities available for city-sponsored commu-
nity recreation activities. This includes classrooms, auditoriums, cafeterias,
gymnasiums, social rooms, tennis courts, ballfields, play fields, a soccer
field, multi-purpose areas, and a pool. Afterschool program sites are avail-
able at the elementary schools. The city is the lead agency for the School
District ASES (After School Education and Safety) Program funded through
the California Department of Education and held at two sites. The City is also
the provider of middle school sports programming for the School District,
coordinating with three school sites utilizing Terrabay Gymnasium. Under the
agreement, the City provides the following facilities and amenities for use by
the School District: a social hall, Council Chambers, ballfields, picnic areas,
tennis courts, parks, program rooms, a pool, a storage shed, and a gymna-
sium.
Boys & Girls Club
The Boys & Girls Clubs of North San Mateo County is an example of a part-
nering organization with South San Francisco. There are two clubs in South
San Francisco with the Paradise Valley Club located in the city-owned rec-
reation building, which is provided to the club at no cost. The Boys & Girls
Club is open to youth ages 6 to 18 years attending school. The club provides
homework assistance, tutoring, and club and community service opportuni-
ties. The site provides a safe space for participation in fun and affordable
activities.
TECHNOLOGY RESOURCES
Online technology has been a transformative social force. Web-based tech-
nology is now utilized for everyday transactions, communications, and data
management. Its implementation helps reduce operating costs by improving
efficiency (reducing time and resources). The Department currently utilizes
web-based software for its operations and program functions. It has in place
the necessary software to be efficient – software for program registration,
maintenance tracking, and park and facility scheduling. Increasing public
awareness of access to the Department’s services online will help improve
this efficiency. Making these online systems user friendly, easy to use by a
diverse population, and visually clear will enhance service to the community.
Within South San Francisco, the use of the internet to register for classes is
not as popular as in-person registration. Although online registration is popu-
lar during the summer season, in-person registration is still the mainstay
for the community, with an average of 76% preferring the “personal touch”
of front desk registrations, compared to 24% online enrollment. The Spring
session had over 8,200 front desk registrations in comparison to 1,400 online
enrollments, according to staff data. (The use of phone/VR registration is
almost non-existent at less than 1% and should be discontinued.)
This will likely change, as the web becomes the default platform for everyday
transactions and residents find ease in online registration. The Department
has begun to integrate technology into its systems in anticipation of this. It
uses WebReg (developed by The Active Network) for online registration and
City Works is used for maintenance tracking and service requests. Park and
facility scheduling/reservation software was installed last year so the soft-
ware is relatively new to the Department in its application and use. Survey
Monkey is utilized for periodic class and rental evaluations.
The Department is encouraged to incorporate and support technology in
its operations and systems. An assessment of the registration software to
determine if it is registrant-friendly, intuitive, and easy to use will support
increased online registration.
SOUTH SAN FRANCISCO, CALIFORNIA94
PARKS & RECREATION MASTER PLAN
PROGRAM ASSESSMENTPROGRAM ASSESSMENT
An analysis of the programs and classes offered through the Parks and Rec-
reation Department formed the basis for the assessment and recommenda-
tions to enhance programming. The analysis included:
• Historical documents which included reports, General Plan, master plans
• Review of past and current Leisure Guides
• Staff interviews
• Facility tour
• Survey results
• Community input
• Benchmark study
PROGRAM FINDINGS
The Parks and Recreation Staff are dedicated to providing programs and
services that meet the community needs, offering a diverse range of services
to the community. According to City budget documents, annual enrollment
in recreation classes increased from 8,676 registrations in 2010/11 to 9,875
in 2011/12, a 14% increase. In FY 2012-2013, 350 class sessions were offered
quarterly.
Programming ranges from youth and adult sports and fitness, licensed pre-
school, licensed adult daycare, afterschool programs, senior services, enrich-
ment classes, aquatics, ballet, cultural arts, camps, special events, and park
and facility rentals. South San Francisco’s diversity is an important influence
on its parks and recreation services programming. Segments of the popula-
tion differ in their recreation and leisure pursuits with identifiable recreation-
al characteristics based on their culture, traditions, and family relationships.
To encourage participation, staff recognizes that program offerings must
address a diverse range of interests and needs.
As the community expresses their desire for familiar and traditional pro-
grams such as youth afterschool activities and senior nutrition program,
the staff also introduces new, diverse, and culturally oriented programs to
address the community’s diversity and program interests. For instance, the
staff reported increased demand for preschool and specialized education
such as language skills. Workshop results also indicated a high demand for
preschool and for foreign language programs such as Italian, French, Spanish,
Chinese, and Tagalog.
Addressing community needs while providing creative programming that is
current and fresh make the difference between falling revenue and steady
performance. The Department’s program offerings are influenced by com-
munity interest, trends, industry standards, availability of necessary resourc-
es, and cost efficiencies, among other factors. According to a recent Recre-
ation Management survey, top programs planned for the next three years
among respondents include teen programs, fitness programs, environmental
education, educational programs, active older adult programs, mind-body/
balance programs, day camps and summer camps, holiday events and other
special events, arts and crafts, and adult sports teams. This is consistent with
the offerings of South San Francisco. A review of the Leisure Guide for the
City of South San Francisco illustrates that many of the program areas listed
above are being addressed. Offerings range from traditional to the trendy,
with many of its programs at full enrollment, indicating popularity and inter-
est.
Preschool Program
The City’s preschool program is very popular and in high demand, with a two
year waiting list. The program currently serves 300-400 families between
two sites and is at capacity. The 2 ½ to 5-year old age groups that use these
services will also require services as they age through the system. Preschool
slots are limited by room availability. Spaces for preschool programs require
exclusive use of the space as well as specific requirements for the facility.
Reading Competency Programs
Reading is an area of educational competency the Department is focused on
improving. According to the County of San Mateo, only 49% of STAR third
grade reading scores of economically disadvantaged students (as classified
by the State of California Department of Education) were considered at or
above proficient reading level. South San Francisco is engaged in an initiative
with San Mateo County to raise the proficiency level to 80% beginning with
providing quality preschools. A pilot afterschool program was recently com-
pleted which focuses on using modern technology to improve digital literacy,
math skills, and computer science.
SOUTH SAN FRANCISCO, CALIFORNIA 95 PROGRAM ASSESSMENTPARKS & RECREATION MASTER PLAN
Public Art
The city strives to use their available resources to their maximum potential.
For instance, even though the city does not have dedicated indoor art space,
it has not ignored public art. The city has incorporated its outdoor spaces to
provide public art canvases with installations throughout the city. The public
art provides character to its location and serves the community and visitors
alike.
Senior Programs
Senior programming is extensive and provided through classes, services and
social opportunities at the Magnolia Center. The Department also provides li-
censed adult daycare, a service not typically offered by cities. This is a valued
service in the community.
Aquatic Programs
The aquatic center has potential for expanding its programs. The center’s
hours of operation were reduced due to budget constraints and Sunday
hours are no longer available for public recreational swim. As the Depart-
ment’s budget recovers from the recession, consideration of expanding the
pool hours to once again include Sunday recreational swim time for families,
youth and teens, and community members is highly recommended.
Program Limitations
Staff does an excellent job of providing programs to the community, espe-
cially with the limited facilities available to them. For example, a variety of
existing group exercise fitness programs cannot expand due to limited court,
wood floor, pool, field, or other activity-specific space.
Classes that are consistently at capacity include ballet, private piano lessons,
kindergarten readiness classes, gymnastics classes, yoga, exercise classes,
and children’s art classes. Rental of the large Social Hall fills by mid-year.
To address program needs, the city schedules programs in some facilities not
intended for these particular recreational pursuits. An example is dance, and
specifically ballet, which is a very popular program with over 200 youth par-
ticipants dancing in a 600 square foot space. Typical dance studios are, at a
minimum, double in size with proper flooring, acoustics, and adequate cool-
ing systems. There is also a deficiency
of performance space for these
dancers to showcase their developing
talents.
Sport programming is another area
with competing facility demands. Due
to lack of gym space, the basketball
and volleyball programs compete for
court time at Terrabay Gym.
Marketing of Programs
The Department advertises and
promotes its programming through
a variety of methods. The Depart-
ment distributes brochures and mails
a quarterly Leisure Guide to all South
San Francisco residents. It also utilizes social media and web-based market-
ing, currently sending a monthly e-blast to 9,300 subscribers. Community
input indicates a lack of awareness of programs currently offered by the De-
partment, suggesting that increased exposure and outreach may be needed.
Information provided in different languages, especially with culturally specific
programs, may increase enrollment.
To further support online registration and communications, the Department
has created social media accounts, such as Facebook and Twitter pages, to
market programs and keep the community connected to the many opportu-
nities the Department provides.
Cost Recovery
The Recreation Division is responsible for generating revenue to partially off-
set operating costs. For recreation programs the requirement is a 50% cost
recovery. The Department has exceeded the 50% cost recovery, reporting a
79.5% for fiscal year 2013-2014.
Table 7-1 reports the cost recovery by program area.
SOUTH SAN FRANCISCO, CALIFORNIA96
PARKS & RECREATION MASTER PLAN
PROGRAM ASSESSMENTPROGRAM
OPERAT-
ING BUDGET
(BASE)
REVENUES
(BASE)
COST
RECOVERY
Recreation Administration $175,437
27.4%
Community Gardens $2,000
Artist Studio Rentals $46,000
Cosponsored Fees 250
Subtotal $175,437 $48,250
Aquatic Program $494,823 $383,500
78.5%Swim Team $5,000
Subtotal $494,823 $388,500
Sports & Athletics $360,552 $57,142 15.8%
Rentals/Picnics $410,895 $392,000 95.4%
Classes/Events $465,249 $497,500 106.9%
Childcare $1,919,608 $1,950,600
100.4%
Real Program $157,523 $135,000
Safe Routes to School $71,500 $71,500
NRPA Out of School Grant $30,089 $30,089
Kaiser Peach Grant $25,000 $25,000
Subtotal $2,203,700 $2,212,169
Senior Centers $602,340 $16,100
31.9%Adult Day Care $126,000
Senior Centers Grant $50,000 $50,000
Subtotal $652,340 $192,100
Recreation Division $4,762,997 $3,787,661 79.5%
Table 7-1 Cost Recovery
goals &recommendations
CHAPTER 8
SOUTH SAN FRANCISCO, CALIFORNIA 97 GOALS AND RECOMMENDATIONSPARKS & RECREATION MASTER PLAN
GOALS AND RECOMMENDATIONS
PARKS, TRAILS AND OPEN SPACE
ACREAGE
GOAL 1: South San Francisco should provide a minimum of 3 acres of
developed parkland per 1,000 residents, and 0.5 acres of parkland
per 1,000 employees.
South San Francisco currently has 251.2 acres of parkland. This includes
93.7 acres of community parks, neighborhood parks and mini parks; 28
acres of linear parks; 2 acres of specialty parks, 78.4 acres of open space and
49.1 acres of common greens. (See Table 8.1 – Existing City Park Acreage.)
Additionally, a Joint Use Agreement with the South San Francisco Unified
School District provides for the public use of school facilities located on
95.8 acres of school district land. (See Table 8.2 – Joint Use School Sites.)
Not all of the school sites are currently available for public use. Two school
sites, Southwood and Hillside Athletic Fields, are listed in this document as
neighborhood parks, because although they are owned by the school district
which retains discretion regarding their disposition, they are currently
programmed and maintained by the city exclusively for public use.
Table 8.1 – Existing Parks Table 8.2 – Joint Use School Sites
Park / Facility Name AcresCommunity Parks
Orange Memorial Park 28.0
Westborough Park 11.1Alta Loma Park 9.7Community Park Total 48.8
Neighborhood ParksAvalon Park 2.4Brentwood Park 3.1Buri Buri Park 6.0Cal West Park 2.6City Hall Playlot & Grounds 1.8
Hillside Athletic Field 1.6Irish Town Greens 1.5Paradise Valley Recreation
Center Park 0.8Pt. San Bruno Park 1.9Sellick Park 7.1Southwood Park 4.2
Terrabay Rec. Center Park 3.4
Neighborhood Park Total 36.4
Mini ParksAvalon Memorial Lots 1.4Clay Park 0.7Cypress & Pine Playlot 0.3Dundee Playlot 0.2Elkwood Park 1.6Francisco Terrace Playlot 0.3Gardiner Playlot 0.1
Jack Drago Park 0.8Newman and Gibbs Playlot 0.2Paradise Valley Pocket Park 1.1Siebecker Playlot 0.6Wind Harp 0.5Zamora Park 0.7Mini Park Total 8.5
Linear Parks
Centennial Way 16.0San Francisco Bay Trail 10.3Sister Cities Park 1.7Linear Park Total 28.0
Specialty ParksCentennial Way Dog Park 1.4Community Garden 0.6Orange Park Sculpture Garden*0.0Specialty Park Total 2.0
Open SpaceSign Hill Park 44.7
Bayfront Linear Park 29.0Oyster Point Marina Park 4.7Open Space Total 78.4
Common Green Areas
Greenview, Stonegate,
Westpark, Willow Gardens 49.1Common Greens Total 49.1
Page 1
Park / Facility Name Acres
Joint Use School Sites
Alta Loma Middle School 10.8
Buri Buri Elementary School 5.8
El Camino High School 8.5
Martin Elementary School 3.0
Parkway Heights Middle School 6.8Ponderosa Elementary School 6.0
South San Francisco High Sch.8.5Spruce Elementary 5.0
Sunshine Gardens Elementary School 11.5Foxridge Elementary 6.9
Los Cerritos Elementary 1.5Monte Verde Elementary 6.7
Westborough Middle School 14.8
Total School Acreage 95.8
Park / Facility Name AcresCommunity ParksOrange Memorial Park 28.0Westborough Park 11.1Alta Loma Park 9.7Community Park Total 48.8Neighborhood ParksAvalon Park 2.4Brentwood Park 3.1Buri Buri Park 6.0Cal West Park 2.6City Hall Playlot & Grounds 1.8Hillside Athletic Field 1.6
Irish Town Greens 1.5Paradise Valley Recreation
Center Park 0.8Pt. San Bruno Park 1.9Sellick Park 7.1Southwood Park 4.2Terrabay Rec. Center Park 3.4
Neighborhood Park Total 36.4
Mini Parks
Avalon Memorial Lots 1.4Clay Park 0.7Cypress & Pine Playlot 0.3Dundee Playlot 0.2Elkwood Park 1.6Francisco Terrace Playlot 0.3Gardiner Playlot 0.1
Jack Drago Park 0.8Newman and Gibbs Playlot 0.2Paradise Valley Pocket Park 1.1Siebecker Playlot 0.6Wind Harp 0.5Zamora Park 0.7Mini Park Total 8.5
Linear ParksCentennial Way 16.0San Francisco Bay Trail 10.3Sister Cities Park 1.7Linear Park Total 28.0
Specialty ParksCentennial Way Dog Park 1.4Community Garden 0.6Orange Park Sculpture Garden*0.0Specialty Park Total 2.0
Open Space
Sign Hill Park 44.7Bayfront Linear Park 29.0Oyster Point Marina Park 4.7Open Space Total 78.4
Common Green Areas
Greenview, Stonegate,
Westpark, Willow Gardens 49.1
Common Greens Total 49.1
SOUTH SAN FRANCISCO, CALIFORNIA98
PARKS & RECREATION MASTER PLAN
GOALS AND RECOMMENDATIONSCurrently, there are approximately 1.4 acres of community, neighborhood
and mini park per 1,000 South San Francisco residents. Including the linear
parks, specialty parks and common greens, the ratio rises to a total of 2.7
acres of developed parkland per 1,000. When Open Space is included in
this calculation, South San Francisco provides 3.9 acres of parkland per
1,000 residents. Finally, including school sites that currently have joint
use facilities, the acreage increases to 5.4 per 1,000. As the residential
and daytime employee population continues to grow, the city’s need
for additional parks and open space will grow as well. (See Table 8.3 –
Population and Park Acreage). ABAG’s projected population increase of
10,000 new residents by the year 2030 would result in the need for 30
acres of new parks. The projected future employment growth of 28,800
employees would result in the need for 14.4 additional acres of parks. A
total of 44.4 acres is the projected need for new parks by the year 2030.
Additionally, the increase in population of residents and employees will
Table 8.3 – Population and Park Acreage
Table 8.4 – Proposed or Potential Future Parks
Current
Population
2030
Population
Total
Acres 65,000 75,000
Park Type Acres Acres / 1,000 Acres / 1,000
Community 48.8
Neighborhood 36.4
Mini 8.5
Total 93.7 1.4 1.2
Linear 28.0
Specialty 2.0
Common Greens 49.1
Total 79.1 1.2 1.1
Total Developed Parkland 172.8 2.7 2.3
Open Space 78.4
City Parks & Open Space 251.2 3.9 3.3
School grounds 95.8
Including School Grounds 347.0 5.3 4.6
Park / Facility Name Acres
Orange Memorial Park Expansion 7.6
El Camino Real/Chestnut Avenue Area Pa 9.1
Downtown Park 2.0
Linden & Pine Park 0.3
Railroad Avenue Linear Park 7.5
Lindenville Linear Park 1.6
PG&E Corridor Park 4.0
SFPUC Linear Park 3.4
Oyster Point Marina Park 13.8
Total 49.3
Skyline Open Space 30.5
Terrabay Open Space 8.2
Total 88.0
increase demand for the use of city recreation facilities, many of which are
currently operating at capacity. Facilities needs are discussed as separate
recommendations.
Recommendations
1.1 Provide 3 acres per 1,000 new residents of developed park land and 0.5 acres of parkland per 1,000 new employees.
A number of planned and potential locations for future parks have been
identified. (See Table 8.4 – Planned and Potential Future Parks, and Figure
8.1 Planned and Potential Future Park Sites) Some of the future parks are
described in other planning documents, such as the El Camino Real/Chestnut
Avenue Area Plan, the Orange Memorial Park Master Plan, and the draft
Downtown Station Area Specific Plan. Others are listed as potential locations
that could be acquired or developed as the opportunity arises.
Given the scarcity of potential park sites in this built-out city, strict
adherence to the size and service area requirements pertaining to
community and neighborhood parks should not be required for calculation of
developed parkland. As new residential projects are developed, the required
parks and open space should provide the range of amenities that meet the
needs of the projected residents,
such as children’s play, green
areas, active sports, and spaces
for gathering and socializing, and
places for relaxation. Open space
in new employment development
should be open and accessible to the
public. Linear parks and open spaces
also provide recreational activities,
as well as connectivity to parks
and other destinations. Planned
and potential future park sites are
described below.
SOUTH SAN FRANCISCO, CALIFORNIA 99 GOALS AND RECOMMENDATIONSPARKS & RECREATION MASTER PLAN
Figure 8.1 – Planned and Potential Future Park Sites
Legend
Parks Proposed or Potential
Parks
Trail
SOUTH SAN FRANCISCO, CALIFORNIA100
PARKS & RECREATION MASTER PLAN
GOALS AND RECOMMENDATIONSPlanned and Potential Parks and Open Space:
• Orange Memorial Park Expansion: The 2007 Orange Memorial Park
Master Plan Update calls for the expansion of the park to approximately
36 acres. The potential purchase or agreement for long term use of the
adjacent Cal Water property would increase the park by 6.7 acres, create
additional sports fields, and connect the park with both Chestnut Avenue
and Commercial Avenue. An additional contiguous city-owned parcel
on the west side of Colma Creek would add another 0.8 acres to Orange
Memorial Park.
• El Camino Real/Chestnut Avenue Area Parks: The El Camino Real/
Chestnut Avenue Area Plan calls for approximately 9.1 acres of park
including a 1.25 acre park for active sports, extensions of the Centennial
Way trail along the Colma Creek Corridor, and additional plaza and green
spaces. It also calls for common open space to complement the public
space, as well as enhanced streetscape to create an open space network.
At this location at the center of the city, a group of former PUC-owned
parcels on El Camino Real, now owned by the city, are also a potential
location for a joint facility housing Parks and Recreation as well as the
Library.
• Downtown Park: Development in the downtown area, which is currently
under served by parks, is planned to be intensified. While no specific
location has been identified, the need for a park of at least 2 acres was
noted in the current General Plan. The city should consider converting
under used parking areas or acquiring property for additional parkland in
this area.
• Linden and Pine Park: The Draft Downtown Station Area Specific Plan
shows the 0.3 acre vacant property at Linden and Pine as parkland. It
is intended that the adjacent street right-of-way be designed as flexible
space, potentially expanding the area for public gatherings and events.
The Plan states that “It would be desirable to also provide a usable
outdoor green space such as a pocket park in proximity to the Linden
Neighborhood Plaza as an additional community amenity. “ This site
would be an ideal choice which could become the heart of the Linden
Neighborhood.
• Railroad Avenue Linear Park: This 7.5-acre rail-to-trails conversion from
U.S. 101 to East Grand Avenue would enhance access to the East of 101
area and the Bayfront. Its width is sufficient for placement of amenities
along the trail, such as benches, exercise stations and green oases.
• Lindenville Linear Park: This 1.6-acre rail-to-trail conversion running
between South Maple Avenue and Tanforan Avenue could provide access
and green relief to area employees.
• PG&E Corridor: This 4-acre parcel extending north from Irish Town
Greens, could provide a trail and open space connection to the Terrabay
neighborhood to the north.
• SFPUC Corridor: Already partially developed near its northern end as
Elkwood Park, this 3.4-acre corridor could connect the Winston-Serra
neighborhood to Alta Loma School site and Alta Loma Community Park.
• Oyster Point Marina Park: The current park’s usable acreage could be
expanded for recreational use.
• Pursue opportunities for acquisition and development of additional
parkland and open space.
Additional sites to consider include:
• Skyline Open Space: The 30.5-acre vacant parcels between King Drive and
Westborough Blvd., east of Skyline Blvd. could be developed as a natural
open space, trail system, and/or dog park.
• The Terrabay Open Space north of South San Francisco Drive is currently
undeveloped, but could provide trail connections to San Bruno Mountain.
SOUTH SAN FRANCISCO, CALIFORNIA 101 GOALS AND RECOMMENDATIONSPARKS & RECREATION MASTER PLAN
1.2 Strengthen and update the Joint Use Agreement with South San Francisco Unified School District in order to ensure continued public use of school recreational facilities.
The 2008 Joint Use Agreement between the city and the school district
identifies the facilities available for joint use and the responsibilities of the
parties regarding that use. Although the term of the Agreement is 20 years,
since its inception budget circumstances have changed, the Agreement has
not been uniformly implemented across the school sites, and construction
on many of the school sites has impacted availability of facilities both near
term and long term. The joint use facilities shared with the SSFUSD lists look
impressive, however the availability and actual use of these facilities and
fields may not be as mutually beneficial and coordinated as desired.
• It is recommended that an audit of scheduled use be performed to assess
actual use and benefit to the community. If it is determined that the
actual availability of spaces is limited, a reassessment of the coordination
and communication efforts between the partners should be refined to
provide a process that provides the greatest community benefit.
California law offers strong protection against liability for school districts
that open their property to the community after hours. The district’s risk
of liability is minimized if they prudently maintain their property, carry (and
require group users to carry) insurance, and include an indemnification
clause in any formal joint use agreement. Because opening school facilities
for community use is substantially less expensive than constructing new
facilities, and because South San Francisco is substantially built out,
indemnifying the district for any potential liability is a cost-effective strategy.
District concerns over school security are increasing, and it may be
anticipated that access to school sites will become increasingly restricted in
the future.
• Design of improvements to school sites should include accessible joint use
zones that will benefit the community.
The City-School Subcommittee comprised of two City Council members
and two school district Board Members meets quarterly to discuss areas of
collaboration and issues of concern. Some issues are being addressed, for
example, the school district is in the process of moving to a District-wide
centralized, computer-based facility scheduling program, which should
improve the administration of the Agreement and reduce scheduling
conflicts. Other areas of particular importance are:
• Expand availability of recreational facilities in under served
neighborhoods, such as Sunshine Gardens, Downtown and Paradise
Valley. Expanded joint use of Sunshine Gardens Elementary School play
area is currently under discussion.
• Improve joint scheduling and coordination regarding sports fields,
childcare sites, and gymnasiums throughout the city.
• Expand collaboration regarding citywide facilities such as swimming pools
and performance venues.
ACCESS
GOAL 2 : Every South San Francisco resident should be within a 5-minute walk of a park, trail or open space.
Parkland and open space should be distributed throughout the city to ensure
equitable access. Community parks, special facilities (such as the aquatics
center or senior center), and regional open space (such as the Bay Trail or
Sign Hill) have citywide service areas. Neighborhood parks, with a service
area of 3/4 mile should be located to serve their neighborhood. Access to
developed parks, trails or open space should be provided within a 5-minute
walk (generally 1/4 mile) of every South San Francisco resident. Currently,
some areas are under served. See Figure 8.2, 1/4 park mile access. If 1/4
mile radius from schools, trails and potential future park sites are added,
as shown in Figure 8.3, a much greater number of residents are within the
service areas.
SOUTH SAN FRANCISCO, CALIFORNIA102
PARKS & RECREATION MASTER PLAN
GOALS AND RECOMMENDATIONSFigure 8.2 – 1/4 Mile walking access to Existing City Parks
Centenial Way
Municipal ServicesBuilding
Terra Bay Rec Center
Orange Park Pool
Community Learning Center
Magnolia Center
WestboroughRec Center
Orange Park Rec Center
Siebecker Center
Paradise ValleyRec Center
El Camino RealHigh School Hillside Elem School
Alta LomaMiddle School
South San FranciscoHigh School
WestboroughMiddle School
Sierra VistaElem School
Buri Buri Elem School
Baden High School
Parkway HeightsMiddle School
Sunshine GardensElem School
Martin ElemSchool
Spruce Elem School
Foxridge Elem School
Los CerritosElem School
Bay Trail
Bay Trail
Bay Trail
Ponderosa Elem School
Monte Vista Elem School
Oyster Point Marina
Point San Bruno
Sign Hill Park
Orange Memorial Park
Alta Loma Park
Sellick Park
WestboroughPark
Buri BuriPark
Hillside Ballfield
Avalon Park
Brentwood Park
Cal West Park
Paradise Valley Ballfield
Dog Park Wind Harp
Carter Park
Elkwood Park
Sister Cities Park
Stonegate Park
West Park 2 West Park 3
Clay Park
Avalon Memorial Lots
Zamora Park
West Park 3
Jack Drago Park
West Park 2
West Park 3West Park 3
Paradise ValleyPlaylot Park
West Park 3
Dundee Playlot
Willow Gardens #1
Willow Gardens #2
GreenviewCommons
Newman & GibbsPlaylot
City Hall Tot Lot
Gardiner Park
Cypress andPine Park
FranciscoTerrace Playlot
Legend
Facilities
Parks
1/4 Mile Access
Schools
Trail
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Figure 8.3– 1/4 Mile radius from existing and potential parks, trails, and schools
°
Legend
1/4 Mile Coverage
Existing Parks
Trails
Potential Park Sites
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GOALS AND RECOMMENDATIONSRecommendations
2.1 Prioritize provision of parks and open space in under served areas.
• Downtown: Plan for and encourage additional parks, open space and
recreation facilities throughout the Downtown Station Area Specific
Plan area. Consider development of city-owned sites such as surface
parking lots for park use. Consider acquisition of additional site(s) in
the Downtown area. Sale of the under-used Cypress and Pine Park for
residential use could provide funds for acquisition of more suitable park
site in the Downtown area. Develop Linden Avenue Green Spot as a mini
park with recreational amenities.
• Sunshine Gardens: Provide additional park resources in the Sunshine
Gardens neighborhood by means of partnership with SSFUSD. Partner
with SSFUSD for development of park/playground facilities at Sunshine
Gardens Elementary School. Explore options for access to El Camino Real
High School sports facilities including fields, track and swimming pool.
Increase access to Parkway Heights Middle School facilities.
• Additional opportunities: Continued or expanded access at SSFUSD sites
at Alta Loma, Buri Buri, Baden, Ponderosa, Foxridge and Monte Vista
Schools could provide needed recreational opportunities to under served
neighborhoods. Development of park and open space facilities described
in the El Camino Real/Chestnut Avenue Area Plan, as well as access to
Orange Memorial Park through completion of its Master Plan, would fill a
need along the Chestnut Avenue corridor.
2.2 Improve connectivity to existing parks and trails.
• Develop and improve Class I trail connections as prioritized in the Bicycle
Master Plan. Prioritize connections to Centennial Way and the Bay Trail,
such as the Railroad Avenue rail-to-trail conversion, the Lindenville rail-
to-trail conversion, and the extension of the Centennial Way spur along
Colma Creek. Additional access points to Centennial Way from Mission
Road and Sunshine Gardens should be explored.
• Upgrade trails with safety improvements (lights)
• Where width allows, provide amenities such as benches, exercise stations,
picnic areas and public art along trails
2.3 Reduce barriers to park use such as safety concerns or lack of information.
• Conduct a safety review of program locations to examine participant
safety issues as this was listed as a barrier to participation. Lighting,
signage, maintenance, and lack of parking should be analyzed for their
safety impacts and/or perception of lack of safety.
• Conduct outreach marketing to inform residents of park locations
and amenities available. This should be on the web as well as printed
materials.
• Research transportation options for seniors to senior center activities
and events. Include private and public opportunities such as rideshare
and city van. Promote the use of the South City Shuttle, which provides
free service around South San Francisco, with trips to the senior center,
libraries, parks, city hall, local stores, as well as transit connections with
SamTrans and BART.
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Table 8.5 – Sports Field Summary
Total Population
per Field
Diamond Fields
City Parks 9
Joint Use 9
Total 18 3,600
Additional needed for 2030 population 3 21
Planned fields 2 20 3,750
Deficit @ 2030 -1
Rectangle Fields
City Parks 2
Joint Use 3 13,000
Total 5
Additional needed for 2030 population 1 6
Planned fields 2 7 11,000
Deficit @ 2030 0
SPORTS FIELDS
GOAL 3: South San Francisco should provide well maintained sports fields, including diamond and rectangle fields suitable for regular practice, games, and tournament play.
The City of South San Francisco currently provides 9 diamond fields,
including 6 baseball game/practice fields, 1 practice field only, and 2 softball
game/practice fields. The city’s Joint Use Agreement with the South San
Francisco Unified School District provides access to an additional 9 fields that
are used by the community.
The city currently provides 2 rectangle (soccer) fields. The Joint Use
Agreement provides for an additional 3 fields that may be used by the
community.
The desire for additional ballfields and soccer fields was noted in the
community surveys, although the level of interest was only moderate. At
the Community Workshops, maintenance of the sports fields emerged as a
greater concern. Many of the city’s and school districts fields are currently
not suitable for competition play because maintenance has been reduced
due to budget constraints. Input received from the Sports Focus Group
participants revealed that the number of existing fields would be sufficient
to meet the current sports demand if the fields were maintained at a higher
level, if some improvements were made, and if the joint use school fields
were actually available (several are unavailable due to construction projects).
Recommendations
3.1 Maintain the existing ratio of sports fields per population.
As population increases, the need for sports fields will increase as shown on
Table 8.5.
Complete the build-out of the Orange Park Master Plan. Two diamond fields
will be added, bringing the total of city fields to 11. One full-sized soccer
field will replace the existing informal field at the front of Orange Memorial
Park, and 2 small practice fields (suitable for under-8 age group) will be
added, bringing the total of city fields to 4.
The city and school district should work together to maximize joint use of
any additional sports fields, such as the fields at El Camino High School, and
to upgrade existing facilities (e.g. backstops that are not playable fields).
3.2 Increase the playability of existing fields to accommodate a higher level of use.
Upgrade fields as feasible to artificial turf, to reduce the need for field rest
time, and reduce maintenance requirements. New fields constructed at
Orange Memorial Park should be of artificial turf, lighted and fenced in
order to maximize playability and minimize maintenance needs.
Where feasible, light fields for evening use. Hillside Athletic Field is currently
lighted for softball, but lighting is insufficient for soccer. The city should
study locations where lighting may be provided without detriment to
surrounding residential neighbors.
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GOALS AND RECOMMENDATIONSFigure 8.4 – Diamond Field Map
Orange Memorial Park
Alta Loma Park
Westborough Park
Buri Buri Park
Hillside Athletic Fields
Avalon Park
Brentwood Park
Martin Elem School
Paradise Valley BallfieldAlta Loma Middle School
Buri Buri Elem School
Baden High School
Parkway Heights Middle School
Sunshine Gardens Elem School
Foxridge Elem School
Ponderosa Elem School
Schools
Legend
Parks
Schools Not Included in Joint Use Agreement
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Figure 8.5 - Rectangle Field Map
Orange Memorial Park
Hillside Athletic Fields
Alta Loma Middle School
Westborough Middle School
Baden High School
Schools
Schools Not Included in
Joint Use Agreement
Legend
Parks
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GOALS AND RECOMMENDATIONSPARK FEATURES & AMENITIES
GOAL 4: Incorporate innovative amenities to serve multiple user groups as new parks and facilities are developed or existing parks are renovated.
Playground renovation was a high priority for Workshop participants as
well as survey respondents. Park renovation creates the opportunity to
incorporate multi-dimensional features and elements that serve a range
of users. Parks and common open space in new development should also
provide amenities for multiple users from toddlers to seniors.
Recommendations
4.1 Renovate existing playgrounds to update play features, and add play elements to existing open spaces where feasible.
• Continue scheduled playground renovations.
• Include comfortable parent seating adjacent to play areas.
• Provide protective fencing to separate play areas from streets and sports
courts.
• Incorporate art and educational play features.
• Provide play elements in mini-parks, linear parks and green spots.
• Incorporate water spray playgrounds distributed in community parks
where compatible with existing amenities
4.2 Redesign underused parks to update programming to attract more
users.
• Consider adding community garden plots to park landscape areas.
• Provide fitness stations, additional seating, or other usable nodes at linear
parks.
• Consider location for additional skate park.
• Consider location for additional dog park.
• Plan and construct an outdoor amphitheater.
4.3 Open space requirements for new development should include consideration of program elements to meet the needs of multiple user groups.
• Where new development proposes common open space, ensure that it
includes amenities for multiple user groups: children, teens, adults and
seniors.
4.4 Incorporate art in parks and open spaces as focal and functional elements.
• Consider incorporation of art in paving, wall surfaces, site furnishings,
(seating, bike racks, etc.) as well as using art as a focal element.
• Consider additional sites for major iconic public art pieces. Highly visible
yet underused sites such as Jack Drago Park could be suitable locations.
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• Review and update maintenance standards for sport fields. Explore
partnership possibilities with sport organizations in supporting the
maintenance of the existing fields.
• Prioritize deferred maintenance needs and develop a plan to address
deferred maintenance on facilities. Include a deferred maintenance
funding plan so resources are not lost regarding replacement, repair, and
upgrade of facilities and parks to preserve existing resources.
COMMUNITY FACILITIES
There are no recognized national or state standards for community facilities.
The National Park and Recreation Association (NRPA) provides planning
guidelines and advises the consideration of:
• Population
• Demographic characteristics
• Desired service levels
• Comparative analysis data
Currently, many of South San Francisco’s facilities are operating at capacity.
Programs such as childcare have extensive waiting lists, and the city’s ballet
program lacks adequate space. Applying the NRPA guidelines, the factors
listed above, and findings from community research, several facilities are
recommended to address recreation needs in the city. The facilities are:
Orange Park and Pool, Community Recreation Center and Performing Arts
Facilities.
MAINTENANCE
GOAL 5: South San Francisco’s parks and facilities should be regularly maintained to the highest standard, and the backlog of deferred maintenance should be eliminated.
Maintenance emerged across all outreach efforts as a major concern. It
is recognized that the Department has been doing an excellent job of
operating under severe budget constraints, and that the staffing levels are
currently below their previous levels. In all surveys, respondents prioritized
maintenance over expansion of park facilities, or valued maintenance equally
with expansion. Maintenance of sports fields was noted as a high need in
both Community Workshops as well as with the Sports Focus Group.
Recommendations
5.1 Ensure adequate staffing to maintain parks and facilities.
• Work with city administration to enhance current staffing levels, to pre-
2005 levels at minimum.
• Continue succession planning and leadership skill training
• Consider staffing requirements if higher level of maintenance for facilities
and parks is desired
• Staffing costs should correspond with desired increased levels of
maintenance and/or programming and be considered in the budget
process to include supervision and management staff
5.2 Provide for adequate maintenance funding for new and existing parks
and facilities.
• Establish policy for which any capital development must have a funding
plan for replacement, repair, and ongoing maintenance.
• Develop a sustainable funding plan for short term and long-term
maintenance. A first step is the development of a maintenance plan to
support current operations.
• Analyze maintenance expenses for efficiencies and cost containment
5.3 Develop maintenance standards for facilities, parks, open spaces, trails
• Develop preventative maintenance plan for all facilities. To extend the
life of the facility, an annual building maintenance assessment should
be completed to create a priority list of preventative maintenance and
deferred maintenance needs, with identification of the required funding.
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GOALS AND RECOMMENDATIONSORANGE MEMORIAL PARK MASTER PLAN AND AQUATICS
CENTER
GOAL 6: Complete the development of the 2007 Orange Memorial Park Master Plan, including purchase or long term agreement for use of the property currently owned by Cal Water, and construction of an expanded indoor aquatics facility.
The 2007 Orange Memorial Park Master Plan Update involved extensive
community participation. The resulting plan, illustrated in Figure 8.6
includes, among other things, expansion of the Aquatics Facility and
construction of additional sports fields. These features, as well as the
expanded park acreage and access from Chestnut Avenue, would fulfill a
number of community needs.
Recommendations
6.1 Develop a plan to complete the Orange Memorial Park Master Plan
with funding identified for each phase of work.
In the current Park and Recreation Master Plan process, expanding and
modernizing the indoor pool at Orange Memorial Park was ranked as the one
of the highest priorities by the community. The 2007 Master Plan illustrates
the addition of a seasonal outdoor pool. It is recommended that the plan
be clarified to indicate addition of an indoor pool to better serve aquatic
needs on a year-round basis. The extension of the indoor pool building to
accommodate another pool will necessitate relocation of the field fronting
on Orange Avenue, which is currently used for youth and pick-up soccer.
This field would be replaced, and additional under-8 practice fields would be
provided as a future phase of the Orange Memorial Park Master Plan.
Completion of the Plan would
include:
• Expansion of the indoor aquatic
center
• Expansion for a lighted, multi-use
sport field; with synthetic turf and
access control
• Incorporation of Wi-Fi hot spots
• Construction of outdoor
amphitheater could also be
explored
To complete the Orange Memorial
Park Master Plan, phasing must be
coordinated with funding from bond
measures, grants and impact fees, or
other tax measures.
Figure 8.6 - Orange Memorial Park Master Plan
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6.2 Design and construct an expanded indoor aquatics center.
The existing pool at Orange Memorial Park does not meet the aquatics
needs of the community. Swim teams are unable to hold competitions at
the facility, lap swimmers go to other cities’ pools for their exercise, and the
children’s lesson program cannot accommodate all of the families that would
like to participate. The facility is also dated, and in need of renovation.
Public access for lessons, aqua exercise, laps, and recreational family swim
and facility upgrades remains in high demand. Adding to the existing aquatics
center would make it a destination location with broader offerings and will
result in operational and financial efficiencies. The expanded aquatics center
should be multi-use, accommodating the various aquatics activities from
competitive swim to aqua aerobics. A funding plan, as well as an operations
and maintenance plan should be in place for construction of an indoor
aquatics center that includes:
• Increased pool space
• Warm water pool, especially suitable for young children and seniors, with
zero depth/beach entry, and baby/tot swim lessons area
• Family lockers and family changing rooms
• Meeting room for training, party rental space
• Water play features for family swim, and for party rentals
• Interior face lift/ renovations
A renovation plan for the existing pool should be developed that includes
upgraded lighting in the pool area and upgrading the finishes, flooring and
lighting in the lobby and locker rooms.
Preliminary costs for a new aquatics center are in the Appendix.
6.3 Implement interim measures to maximize access and use of existing facilities, and to provide desired amenities.
• Provide limited renovations to existing pool facility, to address ADA
access. Restroom and locker room upgrades, including family changing
areas, should be addressed in an expansion master plan.
• Expand current pool operating hours to include Sundays. As current
demand for swim lessons exceeds capacity, Sunday lessons would be
viable. Desire for additional family swim time has also been expressed.
• Incorporate fee rate to cover costs for family pool time.
• Re-evaluate joint use of El Camino High School and South San Francisco
outdoor pools during summer, for lap swim and lessons
• An interim and low cost option for water play is to add water
spraygrounds as a park feature. Spraygrounds, which provide
unstructured play, could be designed for use as both wet and dry play
features, and could be located in more than one community park.
• A plan for increased storage to support programming at the Fernekes
Recreation Building should be considered.
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GOALS AND RECOMMENDATIONSCOMMUNITY CENTER
GOAL 7: Develop a multi-use Community Center that will support the range of programming desired by the South San Francisco community.
Many of the city’s programs are run from facilities that have been re-
purposed to accommodate the program uses. The Municipal Services
Building functions as a multi-use facility, which requires multiple set-up
and break down configurations to accommodate the variety of uses in each
room. Issues include lighting (including lighting for art shows), limited storage
in rooms, maintenance on an aging facility, lack of adequate space for
desired programs, and a need for increased ventilation with the frequency
and popularity of movement classes.
A multi-use, multi-generational community center would provide dedicated
spaces designed for the city’s robust programming. Efficiencies and
improved cost recovery would result.
Recommendations
7.1 Design and construct a multi-generational, multi-use Community
Recreation Center.
The need for a number of program spaces has been identified during this
Master Planning process. These program spaces should be incorporated in
a future community center to support multi-generational programming. The
spaces required to serve the demand include:
• Wood floor studios for dance, yoga, aerobics, group exercise
• Studio and performance space for cultural arts programming
• Community hall, stage, and kitchen
• Licensed preschool area
• Sport courts for basketball, volleyball
• Fitness room
• Program rooms
• Childwatch
In evaluating the options, an operations and maintenance plan should be
developed. Preliminary costs for a new community center are included in
the Appendix.
7.2 Consider co-location of parks and recreation functions and library functions on the former Public Utilities Commission sites adjacent to El Camino Real and Chestnut Avenue.
The availability of the former Public Utilities Commission sites adjacent to El
Camino Real and Chestnut Avenue provides the opportunity to establish a
state of the art Community Center, including parks and recreation functions
as well as library and related functions. The site is centrally located, highly
visible, and easily accessible by public transit, including the Free South City
Shuttle. All of the facility space needs identified in the program assessment
and in the outreach process could be accommodated on one site, creating
both enhanced efficiencies and increased synergies. Community priorities,
such as expansion of the preschool and childcare programs, and provision
of adequate facilities for the highly popular dance programs, could be
accommodated. Maintenance on aging facilities could be reduced.
Additional opportunities provided by creating a joint project with the South
San Francisco Library should be evaluated. Opportunities include:
• Sharing of staff areas to efficiently utilize space, including joint kitchen,
break room, restrooms, conference rooms
• Sharing of spaces such as meeting rooms, classrooms, computer
education, programming areas, creation/technology and “maker” spaces
• Sharing of auditorium and gathering spaces
• Sharing of resources (marketing, one-stop “shop”, visibility, shared
parking)
• Sharing of operational expenses
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PERFORMING ARTS
GOAL 8: Provide facilities to support South San Francisco’s thriving performing arts community.
South San Francisco has extremely successful and long standing dance
programs. Their needs include both practice and performance space. The
dance programs have outgrown the existing studio space in the Municipal
Service Building, which is too small to adequately accommodate the needs of
the dancers.
Performing arts space designed for dance programming should be a high
priority. The existing cultural dance programs are very popular and serve
a diverse participant base. Performing arts space is needed to serve the
existing demand for classes and performance space. As recommended,
dance program space requirements should be a prime consideration in the
master planning of a community center for practice, rehearsal, and small-
scale performances.
Recommendations
8.1 Renovate or construct wood floor practice studio space to
accommodate the city’s dance programs.
Although all dance programs require wood floor studio space, two types of
practice wood floor studio practice spaces are needed. The wood or marley
sprung flooring required for both ballet and Polynesian/Hawaiian dance can
be damaged by the hard shoes used in ballet folklorico, tango, salsa, Irish
dancing or tap. The demand for ballet space could support two ballet studio
spaces. A separate studio is needed to accommodate the different types of
dance. In other ways, the needs are similar – mirrors, barres, HVAC, sound
system, lighting and storage space.
Dance studio space could be provided in a newly constructed Community
Center, or provided by retrofitting existing space owned by the city. The
minimum dimensions desirable for dance practice studio space is 40’ x
40’. Some require space for musicians as well. Dance studio space could
also be used for yoga, pilates and other program needs. The Municipal
Services Building’s Butterfly Room is of sufficient size and configuration to
accommodate large ballet classes if retrofitted.
8.2 Continue to explore and to use partnership, rental and sponsorship opportunities to meet the need for a large performance venue.
The performance of limited, annual, large-scale shows should continue
to be at venues built for this purpose and rented for shows. The limited
number of shows scheduled for a large audience, the maintenance and
operations cost, and the construction cost for a performance center is not
a sustainable option for the city. It is recommended to continue the current
practice of rental, partnership, and/or sponsorship agreements to provide a
performance venue for audiences of 350-500.
Currently, the theaters at the SSFUSD high schools are not adequate for
the major performances. The theater at El Camino High School has a fly for
backdrops but only an audience capacity of 400. The auditorium at South
San Francisco High School has an audience capacity of 1,000, but lacks a fly
for backdrops. Scheduling, availability and cost have also been issues. If the
school district moves forward with improvements to its High School theaters,
or construction of a new modern performance venue, the city should explore
options regarding their interest in shared theater.
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GOALS AND RECOMMENDATIONS8.3 Pursue alternative options for additional program, practice and performance space.
The city should also continue to research partnership options to provide
dance program and performance venues including the renovation of unused
public, not-for-profit, or private spaces
Acquire a portable platform to serve as a stage in the Social Hall and/or the
Butterfly Room. This is temporary solution to meet the demand for dance
class performances. The portable stage is only effective if it is also part of
the rental amenities for the Social Hall; otherwise it may not be feasible with
the staff requirements to assemble and disassemble to accommodate rental
needs.
An outdoor amphitheater can be an effective performance venue for many
types of cultural and community events and assist in alleviating some of the
demand for performance space. Outdoor amphitheaters are typically
• Located in community parks
• Flexible use and utilitarian
• Distributed in community
• Convenient to users
• Venue for performances
PROGRAMMING
GOAL 9: Expand programming capacity and efficiencies to effectively serve South San Francisco’s diverse community.
In 2005, the Department’s funding was significantly reduced requiring deep
cuts in staffing and maintenance operations. Although funding has been
increased over the years, it remains below the 2004 level and continues to
effect internal operations and financial sustainability. Deferred maintenance
is a growing problem. Many of the city’s facilities are not maintained at a
level that sustains use or program growth. The Department recognizes the
need to develop a plan that addresses these issues and adding facilities and
programs that meets the needs of a diverse and growing population.
The Department has distinguished itself in several key program areas: 1)
preschool and early childhood education, 2) senior programming, 3) cultural
and performing arts, 4) environmental programming, and 5) outdoor public
art. The Department faces a number of challenges in its efforts to serve
the recreation interest of the community: fewer resources (fiscal and staff),
increased demand for participation, wide range of programs necessary
to serve a culturally diverse population, and intensified use of facilities.
The Department has addressed these challenges by repurposing facilities,
prioritizing programming, increasing staff responsibilities, and deferring
maintenance and capital project development.
The study results indicate there will be continued demand for childcare
and preschool youth programming with an emphasis on educational
programming (Kindergarten readiness). Youth sports programs; cultural
programming, dance and aquatics will also continue to be in high demand.
Informal recreation use of park, trails, and paths will remain popular, if
safety concerns are alleviated and the perception of park safety is improved.
Facility rentals for private events will remain high with the many cultures that
value celebrating family events as large social gathering opportunities.
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Recommendations
9.1 Build on the successes of the city’s current programming by increasing
staff, expanding facilities, and improving communications.
• Work with city administration to maintain and enhance current staffing
levels
• Continue succession planning and leadership skill training
• Staffing costs should correspond with desired increased levels of
maintenance and/or programming and be considered in the budget
process to include supervision and management staff
• Establish performance measures for program areas
• Perform cost recovery analysis for programs, events and rentals.
Review cost recovery goals for program areas to increase “pay for play”
opportunities
• Maximize successful class offerings by increasing class size limits or
offering more sessions/times, particularly during the summer season and
after school
• Recognize the city’s diverse cultural influences and incorporate them into
space planning and programming. Examples include specialized education
such as language skills and foreign language programs such as Italian,
French, Spanish, Chinese, and Tagalog.
• Establish computer kiosks at all recreation facilities to encourage website
use for information, reference, and program registration
• Remove barriers that inhibit growth and limit quality in high-enrollment
programs, such as inadequate court and field quality and availability, and
scheduling influences
• Develop and implement a capital plan to address the lack of recreational
facilities that limits program offerings and/or quality
• Develop a communication and outreach plan to parents who are non-
English speakers and readers
• Create program space either through private and/or public partnerships,
or constructing/renovating spaces. These program spaces should be
incorporated in a future community center to support multi-generational
programming. Maximize use of existing facilities by renovating or
retrofitting un-used spaces such as the Magnolia Center basement and the
Miller Avenue parking garage. The spaces required to serve the demand
include:
Sprung floor studio for dance, yoga, aerobics, group exercise
Studio space for cultural arts programming
Stage space for performing arts
Sport courts for basketball, volleyball
• Conduct use assessments of potentially under-used spaces in existing
facilities. For example, a use assessment of the small exercise room at
the Terrabay Gymnasium is recommended to determine the program
priority in terms of benefit and function in relation to users’ needs. This
includes counting the number of users over a specified time period to
determine total participations per week or month. It is useful to identify
the number of different users, if possible, and to conduct a survey of users
to determine the importance of the room to their attendance.
South San Francisco’s licensed childcare and preschool programs are
extremely popular and successful. Expansion of the licensed preschool
childcare program was the highest ranked need noted in the telephone
survey. The greatest limitation to this program is the lack of physical space to
increase capacity. The waiting list can extend for up to two years.
• Increase capacity for licensed childcare/preschool to address demand.
• Create dedicated space either through private and/or public partnerships,
space owned by the city, or constructing/renovating spaces.
• Improve existing facilities with functional renovations. For example, the
Siebecker Center was recently renovated; however, built-in storage above
5 feet and new windows would be beneficial.
• Consider preschool training program
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GOALS AND RECOMMENDATIONS9.2 Enhance multi-generational use of existing facilities
• Enhance multi-generational programming and synergy of spaces to
provide recreational opportunities for family members (adult and youth)
in different programs offered at the same time and location
The use of the Magnolia Center after hours could potentially provide space
for programming that is not served due to a lack of facilities. Programming
for senior adults is extensive and provided through classes, services, and
social opportunities at the Senior Center. The Center has been renovated to
meet the needs of the seniors and serves this function well. The Department
provides licensed adult daycare services, a program not typically provided by
most cities.
The targeted senior population programming ends at 3:00 pm resulting in
an opportunity to explore expanding building hours and room amenities for
other age programming. The Center is having difficulty making the bridge
to “shared uses” when the facility is not active with senior programming.
Outreach to “younger seniors” is a challenge that might be addressed by
providing programming tailored to older adults (50-60 years) after 3:00 pm.
Seniors are also requesting access to health and fitness amenities that the
Magnolia Center is not adequately equipped to provide. This is a facility
resource that potentially could be used to meet another city program need;
however, limited parking and the senior center “feel” are challenges to
market acceptance for other uses.
• Analyze the potential of unfinished basement space and/or unused
program spaces at the Magnolia Center and determine if it is feasible to
fund improvements. “Creation spaces” or technology labs, as discussed
under 9.3 are potential multigenerational uses.
• Address use of Magnolia Senior Center after 3:00 pm by targeting
“younger seniors” programming, socials, and events
• Conduct program schedule review of senior center to determine
opportunities for multigenerational use of facility after senior center
hours. A study to examine extending afternoon hours for teen
programming in the existing spaces should be a consideration.
• To address senior fitness, three pieces of exercise equipment were
purchased and placed in a small room. The demand for senior fitness
should be studied to determine if a larger room and greater focus on
senior exercise should be implemented. The center currently serves a less
physically active senior population and fitness equipment may attract
more active older adults.
• The full kitchen is underutilized and may provide the opportunity for
expanded programming with multi-generational cooking classes at this
site.
• Establish liaison with local corporations to inform retirees about the
resources available at the Senior Center
• Create options and design scenarios for the Municipal Services Building
• Create a “civic presence” as programming will move to the new recreation
center
9.3 Build and sustain partnerships to support program and facility needs.
• Negotiate with the school district for the equitable use of school facilities
• Expand partnership with school district in providing the ASES program
and continue to build on the “seamless” progression of youth
programming (preschool to afterschool to camps)
• Explore the potential of developing “creation spaces” or technology labs
at one of the existing sites and in partnership with private and public
agencies. The Science, Technology, Engineering, Arts, and Mathematics
(STEAM) program area may serve as a technology incubator and
community gathering place, as well as provide space for group work
areas. Establishing a “technology infrastructure” assists in providing a
link to the biotech, science, and computer companies in the community.
An objective of the STEAM movement is to encourage integration of art
and design in K-12 education and influence employers to hire artists and
designers to drive innovation.
SOUTH SAN FRANCISCO, CALIFORNIA 117 GOALS AND RECOMMENDATIONSPARKS & RECREATION MASTER PLAN
• Improve wayfinding signage to Bay Trail access points. Require
development to provide public access when new projects are brought
forth.
• Improve bicycle and pedestrian connections under Highway 101, and to
the Bayshore, as proposed in the Bicycle Master Plan.
• Improve Sign Hill trails to reduce erosion and discourage off-trail use.
10.2 Actively manage Sign Hill habitat for protection and restoration of its
unique habitat.
Pursue designation of Sign Hill as a Priority Conservation Area.
• Expand the areas eligible for this designation by acquiring the privately
held parcels adjacent to city-owned land. The three privately held parcels
on the north side of Sign Hill contain some of the areas of highest habitat
value.
Protect and Restore Essential Habitat for Special-Status Species
• Identify and protect suitable habitat for special-status plant species and
listed invertebrate species, including mission blue butterfly, San Bruno
elfin butterfly, and callippe silverspot butterfly.
• Coordinate future sign maintenance, trail construction and decommission,
and other improvements with resource agencies to ensure compliance
with the State and federal Endangered Species Acts.
• Pursue funding and implement habitat restoration to improve conditions
for special-status species, including invasive species control and
eradication, public access controls, and native revegetation.
Protect and Restore Native Grasslands
• Identify, protect and restore native grasslands as a sensitive natural
community type with higher biological resource values
• Ensure future trail construction and other improvements are designed to
avoid and minimize adverse impacts on remaining native grasslands
• Pursue funding and implement habitat restoration to replace native
grasslands damaged and lost as a result of past disturbance, trampling
from informal trail use, and stands of invasive species
OPEN SPACE ACCESS
GOAL 10: Enhance access and educational value of South San Francisco’s open spaces, while protecting and restoring unique habitat.
Sign Hill and the Bayfront are unique resources for the city. Sign Hill is under
a Habitat Conservation Plan, and being considered for status as a “Priority
Conservation Area.” Access to Sign Hill is limited by adjacent residential
development. The Bayfront is accessible for its entire length via the Bay
Trail, however, private development limits access points. Sensitive habitat is
also present along some of the southeastern portion of South San Francisco’s
Bayfront. These open space areas are sensitive, but valued for both passive
recreation and education.
Recommendations
10.1 Improve access to Sign Hill and the Bayfront.
• Improve access points to Sign Hill. Improve the informational and
wayfinding signage at the Poplar Avenue, Spruce Avenue and Ridgeview
Court trail heads. Explore possible enhanced parking/access via an
easement off Diamond Avenue and parking at the Spruce Avenue.
Provide additional wayfinding signage to direct users to access points and
parking.
• Expand the area of Sign Hill Park by acquiring the privately owned parcels
adjacent to city-owned land. Acquisition of these parcels would double
the size of Sign Hill Park, and provide additional access points from Larch
Avenue and Ash Avenue.
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GOALS AND RECOMMENDATIONSProvide on-going treatment of Invasive Plant Species
• Monitor and treat invasive plant species that would otherwise
compromise natural habitat values. Problematic invasive species currently
include sweet fennel, yellow star-thistle, and non-native tree species.
• Target invasive species may change over time and include other species
rated as having a “high” risk to natural habitat by the California Invasive
Plant Council.
• Use a combination of available treatment practices to control and
eradicate invasive species, while ensuring protection of sensitive
biological resources including essential habitat for special-status species
and occurrences of sensitive native grasslands.
Balance Retention of Non-Native Trees with Native Habitat Restoration
• Control further spread of non-native trees given their effect on the
remaining sensitive native grasslands and essential habitat for special-
status species
• Consider removing non-native trees in selected locations where
important for restoring native grasslands and suitable habitat for special-
status species
SUSTAINABILITY
GOAL 11: Incorporate sustainable features into parks and facilities to increase water conservation, energy efficiency, and habitat values, to encourage non-motorized transportation, and to educate about the environment.
Environmental sustainability is linked with the sustainability of the parks
and recreation system as a whole. The values inherent in environmental
sustainability - clean and adequate water supply, reduction in energy use,
clean air, increased habitat, encouragement of non-motorized transportation
- are all elements that enrich the parks and open space system, create
efficiencies and savings in terms of water and energy use, and decrease
maintenance costs. South San Francisco’s draft Climate Action Plan also
calls for reduction in water and energy use, and encourages non-motorized
transportation to reduce greenhouse gasses. Sustainable policies and
practices should be incorporated into all aspects of the city’s parks and
facilities.
Recommendations
11.1 Conserve water by updating irrigation systems, installing water-saving elements in buildings, and replacing high water use landscaping with lower water use landscaping.
• Update irrigation to high efficiency systems including “smart” controllers.
• Use reclaimed water for irrigation where it is available.
• Consider use of greywater systems and rainwater catchment systems to
supplement irrigation.
• Conserve water use by using low water use landscape elements, and
reducing under used areas of turf.
11.2 Use energy efficient features in parks and facilities.
• Conserve energy in indoor and outdoor lighting by incorporating motion
activated lighting, dual level fixtures, self-powered lighting (e.g. integrated
solar panels), and energy-efficient technologies such as LED.
• Identify sites where alternative energy sources (e.g. wind turbines, solar
panels on roof structures, etc.) can be incorporated into the design.
• Establish LEED policy to incorporate sustainable design elements into
future capital projects to establish green building and park standards
(as appropriate) for energy efficiency and cost savings in development,
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maintenance and systems.
• Develop plan to upgrade existing facilities to achieve energy efficiencies
• Conduct energy audits
11.3 Improve habitat values with sustainable and native landscaping in
parks.
• Incorporate Bay-Friendly Landscaping design and maintenance practices.
In addition to improving habitat, these practices reduce waste, conserve
water and energy, protect water and air quality, and reduce maintenance.
(See Figure 8.7 - 7 Principles of Bay-Friendly Landscaping.)
TECHNOLOGY
GOAL 12: Continue to develop technology for efficient administration,
tracking, and communications.
The Department is continuing to upgrade communications and management
technology. Many residents and employees are reached via technology and
social media, but the systems could be improved and made more accessible
and user friendly.
Recommendation
12.1 Incorporate and upgrade Department technology on an ongoing basis.
• Continue to incorporate technology and social media for registration and
marketing. The Department sends out an e-newsletter to approximately
9,300 addresses announcing special events and program highlights.
• Conduct an assessment of the registration software to determine if it is
registrant friendly and intuitive in its application
• Incorporate Wi-Fi hot spots in facilities and parks to encourage use
• Provide computer kiosks at center sites to encourage program and rental
registration, scheduling, and information gathering
• Establish a reservation system for reserving court space
• Establish systems for maintenance tracking and reporting, including a
storage plan to address lack of spaces and tracking, and a system for
tracking and re-ordering. Research off-site record retention or web-based
service to alleviate storage issues.
• Promote the use of Engage SSF to facilitate citizen communications
regarding maintenance and upkeep of the city’s parks.
Figure 8.7 - Bay Friendly Principles
Richmond Parks Master Plan
chapter 7 - sustainability 149
The 7 Principles of Bay-Friendly Landscaping*
Bay-Friendly Landscaping is a whole systems approach to the design, construction and maintenance of the landscape in order to support the integrity of one of California’s most magnificent ecosystems, the San Francisco Bay watershed. The program was developed by the Alameda County Waste Management Authority, and is implemented by most public agencies in Alameda County, as well as many in neighboring counties. For public spaces, Bay-Friendly Landscapes embody community values for health, wildlife and the environment. A well-designed and maintained Bay-
Friendly Landscape can cost less to maintain in the long run by consuming fewer resources.
A Bay-Friendly Landscape is designed to create and maintain healthy, beautiful and vibrant landscapes in harmony with the natural conditions of the San Francisco Bay watershed by upholding 7 core principles:
Landscape Locally- • Consider climate, exposure and topography as well as soil type,local existing plants, and the potential for fire to select plants that are suitable for the site, using local natural plant habitats as models for the design.
Landscape for Less to the Landfill-• Select appropriate plants to encourage health,
reduce green waste, and reduce invasive species. Select salvaged or recycled content materials where possible.
Nurture the Soil- • Healthy soil is alive with microorganisms and other beneficials, andcarries out a range of processes that benefit landscapes, the community, and our planet.
Conserve Water-• Reduction of water use is critical to keeping up with a growing needfor resources. Use natives and drought-tolerant plants, hydrozone, minimize turf, and use compost and mulch to create drought tolerant soil to landscape more responsibly.
Conserve Energy-• Increasing concern over energy shortfalls and dependency on fossil
fuels informs the need to design landscapes for energy reduction. Plant trees to cool structures, reduce heat island effect through less paving, and use more efficient lighting to reduce energy use in new landscapes.
Protect Water and Air Quality- • Reduction of stormwater runoff from a site canpositively affect the water quality of a site and its surrounding watershed. Similar implementation of air pollution-reducing measures - lowering fossil fuel use in maintenance, planting trees to reduce CO2 emissions, etc. can benefit the entire community.
Create Wildlife Habitat- • Biodiversity is crucial to the health of
the local landscape. Diversify plant cultures, use natives, reduce chemical use in maintenance practices and provide shelter in order to preserve and restore vital animal habitats.
*Alameda County StopWaste
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implementation
CHAPTER 9
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IMPLEMENTATION
This chapter provides a strategy for moving forward with recommendations
listed in the previous chapter.
DEFERRED MAINTENANCE PLAN FOR PARKS
Existing parks and facilities can best meet community needs if they are
in optimal state of repair. Maintenance, repair and upgrade of existing
facilities is an opportunity to improve the existing park system without
the need for acquiring or developing new land or facilities. A deferred
maintenance plan is being prepared which;
• Identifies and prioritizes needed repairs and upgrades that will optimize
service levels at existing facilities.
• Identifies costs and potential funding sources for all repairs and
upgrades.
The Deferred Maintenance Plan for Parks will be appended to this document
upon its completion.
A city building maintenance inventory is also underway, to be published
separately.
COST RECOVERY PLAN
The City of South San Francisco and the Parks and Recreation Department
objective is to be deliberate and sufficient in meeting operational costs
of public space and to collect sufficient fees to support new programs
and facility operations. The Department’s budget policy must support
community priorities by establishing a system based on core services.
Further, cost recovery objectives should be reviewed in the context of
affordability, community benefit, and inclusion. To this end, it is necessary
for the Department and the city to establish priorities in service and cost
recovery and to build in sufficient fees to support service delivery. For
instance, senior programming may have a lower cost recovery objective due
to Council policies, and the policy to subsidize this program area should be
tracked as through a performance measure process.
As the City of South San Francisco’s General Fund revenues have lagged
behind costs, the Parks and Recreation Department must explore closing
the funding gap by instituting or increasing fees and charges for facilities use
and program participation. This practice should be continually monitored
to ensure cost recovery goals are attained. Fees must be set at a rate that
encourage repeat, on-going use with consideration given to the users ability
to pay.
For example, in the survey and workshop residents expressed that the rental
rates appeared expensive. A fee comparison study regarding rental rates
and usage would be beneficial in assessing market rate and value.
A cost recovery plan will identify opportunities to offset maintenance and
operations costs with user fees. Prepare a plan that identifies appropriate
user fees taking the following into consideration:
• Comparative analysis of fees of local private, non-profit and public
providers of similar facilities
• Actual costs of operations and maintenance of facilities.
• The Department offers affordable programs that provide support, skills,
and education to low-income families. This is an important community
service that should be continued as many families rely upon the city’s
services for childcare, preschool, recreation, and parks. Through grants,
partnerships, and creative alliances with partners like Genetech and
KaBOOM! the department leverages program dollars to offer these
services for the benefit of the entire community.
• Potential for a formalized volunteer program or league partnerships
to reduce operations and maintenance costs. There is potential to
build upon the very successful “Improving Public Places” program, a
formalized volunteer program the city has fostered over the past eight
years. The program encourages civic engagement through enhancement
of public places. This community partnerships assists in reducing
operating costs and advance park and recreation projects, share job
skills, provide community insight into city systems, and instill pride in
contributing to the community. This program has over 250 volunteers
since its inception. The city is considering expansion the program to
shared sport field maintenance with non-profit organizations as a means
to address maintenance needs.
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IMPLEMENTATIONFUNDING STRATEGIES
OVERVIEW
As a result of the recent economic downturn, South San Francisco, as most
municipal governments, experienced significant declines in revenues,
which led to spending reductions for operation and capital projects. As the
city considers the recommendations of the master plan and future build-
out of several significant community facilities, capital funding is a major
consideration. This section identifies funding mechanisms available to the
city. No single financing source is likely to provide all of the resources needed
for parks and recreation maintenance and projects. Financing will require
a blend of sources and techniques. It is recommended that the city engage
the services of a funding consultant who can analyze the various options and
develop a successful funding strategy, which is likely to include a variety of
mechanisms.
Four categories of funding mechanisms are identified and described
below. This brief description is followed by a detailed explanation of each
funding type. As with most park and recreation agencies in California,
South San Francisco must secure the funding necessary to sustain or grow
its services to serve the public’s demand while securing funding for capital
improvements for maintenance, renovation, or expansion of facilities.
Respondents to the 2014 survey were divided in their preferences for paying
for desired improvements; however, they slightly favored increasing park
fees (39% favor, 35% oppose) compared to a bond measure (44% oppose,
29% favor). Current park fees do not generate sufficient revenue to sustain
park operation, nor would the public accept pricing at the level necessary
to meet those costs. With budget reductions and inflation, the Department
must increase its revenue just to supplement operations. Increasing fees to
fund capital improvements is not a viable option.
More likely sources of funding have been identified by staff and include:
• TOT increase from 10% to 11%
• Parking tax increase from 8% to 10%
• Annual Parcel Tax of $50 /parcel
• Business License tax increase
• 1/2 cent sales tax
Other possible funding sources to be explored include development funding,
corporate funding, Lighting and Landscape Districts, and partnerships.
DEVELOPMENT RELATED FINANCING
In response to the fiscal changes that began with Proposition 13
California cities have generally turned to various forms of development-
related financing to provide the public improvements—such as streets,
sewers, water systems and parks— that were required to serve new
development. The two most common techniques used by cities to provide
park improvements are Quimby Act dedications and/or in-lieu fees
and Development Impact Fees. These techniques require evidence of a
relationship, or nexus, between the new development and necessary public
services.
QUIMBY ACT DEDICATION AND FEES
Section 66477 of the Government Code (known as the Quimby Act) grants
cities and counties authority to require the dedication of parkland—or
the payment of a fee in-lieu thereof—by a new residential subdivision.
The Quimby Act allows a city or county to require such a dedication at
the parkland standard that was in effect at the time of adoption of the
implementing ordinance to a maximum of 5.0 acres per 1,000 resident
populations. Land dedicated and fees collected may only be used for
developing new, or rehabilitating existing park or recreational facilities
serving the new development.
The City of South San Francisco currently has a Quimby requirement of 3.0
acres per 1,000 residents. This is in line with the park standards contained
in the city’s General Plan, and recommended in this Parks and Recreation
Master Plan. Only new development of owner-occupied units are subject to
Quimby. For other development types, Impact Fees should be assessed.
DEVELOPMENT IMPACT FEES (DIF’S)
These fees are paid by a developer at or near the time of building permit
to pay for various public improvements that are required to serve the new
development. Such fees are required for issuance of building permits of
a proposed development and are required under the city’s powers over
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land use. The city’s policy to have development pay for the infrastructure
required is a sound fiscal strategy if the approved fees are sufficient and
include cost escalators to keep pace with building costs.
Section 66000 (et seq) of the California Government Code establishes the
requirements for imposition of development impact fees. This section
of the Government Code (enacted as AB1600) requires an agency that
establishes, increases or imposes a development impact fee as a condition of
development approval to do the following:
• Identify the fee’s purpose
• Identify the fee’s uses
• Establish a reasonable relationship between the fee’s use and the type of
development project on which the fee is imposed.
• Determine whether there is a reasonable relationship between the need
for the public improvement and the development project on which the
fee is imposed.
The improvement and expansion of the Parks and Recreation Facilities as
recommended in this Master Plan and the city’s General Plan are policies
based a comprehensive needs assessment. Fees exacted under AB1600
would be designated for carrying out the improvements set forth in these
documents, which reflect the demands that will result from the increased
population of residents and employees resulting from development projects.
Whereas the Quimby Act applies only to owner-occupied development
projects, these fees may be assessed against other development types,
including rental and commercial projects.
The city should implement park fees on new development projects. This is
particularly important at this time, when the pace of rental and commercial
construction is accelerating rapidly, and the increase in the number of new
residents and employees will significantly impact the parks system.
VOTER INITIATIVES
The capital costs for future build out of public facilities and parks will most
likely require some form of voter-approved or landowner-approved initiative
such as a bond, sales tax or other tax assessment. Although the current
economic conditions may not be conducive for voter-approved financing,
and the public responses were not in favor of this option, it is a good time to
develop a funding strategy, select a preferred mechanism, and begin
the planning process. Effective communications regarding the uses,
costs and purpose of such bonds or taxes increases the likelihood of
success.
Listed below are the four funding mechanisms that could be used to
help finance facility improvements. Each of these requires some form of
voter or landowner approval. These four mechanisms - - Special Benefit
Assessments, Landscaping and Lighting District, General Obligation
Bond and Special Tax - - are presented as alternative methods of
providing a citywide financing base.
SPECIAL BENEFIT ASSESSMENT
Special Benefit assessments can be levied on real property by
municipalities, counties, and special districts to acquire, construct,
operate, and maintain public improvements that convey an identifiable
special benefit to the defined properties. Prior to issuing bonds, the City
Council would conduct a set of proceedings to establish the scope and
cost of the improvements to be financed, identify the land parcels that
are benefited, determine a fair and equitable allocation of the costs to
the benefited parcels, and conduct a landowner approval process.
Proposition 218 establishes a strict requirement for formal landowner
approval before such assessments can be put in place. Each landowner
would vote in proportion to the amount of any assessment that would
be levied on his or her property. The assessment must be approved by
a simple majority of the weighted ballots cast. Under Proposition 218,
public properties are treated the same as private properties in a benefit
assessment.
The established area of benefit is often termed an “assessment district”.
An assessment district is not a separate legal entity, and has no
separate governing board or authority to act independently of the local
agency that established it.
LANDSCAPING AND LIGHTING MAINTENANCE ASSESSMENT DISTRICTS (LLMAD)
An LLMAD is one type of special benefit assessment. The Landscaping
and Lighting Act of 1972 (and amended in 1984) provides for local
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IMPLEMENTATIONgovernments (cities, counties and certain special districts) to raise funds for
developing, maintaining and servicing public landscaping and lighting. Public
landscaping and lighting can include parks and open space acquisition and
improvement, landscaping, street lighting, sidewalks, curbs and gutters. The
revenue to pay for these facilities comes from special assessments levied
against the benefited properties. The establishment of the assessment
is subject to the requirements of Proposition 218, and the assessment is
collected as a separate item on the annual property tax bill.
The formation of one or more LLMAD’s has been undertaken by many
California cities as an effective way to operate and maintain parks, recreation
and open space areas.
Incorporating one citywide LLMAD ensures that everyone pays into the
park maintenance system and everyone has access to all of the parks. The
city should consider initiating a ballot measure for the implementation of a
citywide Lighting and Landscaping Maintenance Assessment District to fund
neighborhood park maintenance.
East of Highway 101, the roadways are broad and busy, accommodating
the thousands of employees that work in that growing job center. The
parks maintenance department is responsible for maintenance of the many
areas of landscaped medians and streetscapes in this area. The city should
consider implementation of an LLMAD in this area to fund maintenance and
improvements to these highly visible public areas.
GENERAL OBLIGATION BOND
Cities, counties and certain other local government entities may issue
General Obligation (GO) bonds to finance specific projects. Debt service for
GO bonds is provided by an earmarked property tax above the one percent
general property tax mandated by Proposition 13 (often called a “property
tax override”). These overrides typically appear on the annual tax bill as
“voted indebtedness”. The proceeds from GO bonds can be used to finance
the acquisition, construction and improvement of real property, but cannot
be used to pay for equipment, supplies, operations or maintenance costs. GO
bonds require a 2/3 majority vote by registered voters.
SPECIAL TAXES ON PROPERTY
COMMUNITY FACILITIES DISTRICT
The Mello-Roos Community Facilities Act permits various local governments
to establish a Community Facilities District (CFD) to finance new facilities
and/or to pay for operations and maintenance through the levying of a
special tax. The Act (as well as Proposition 218 discussed earlier) requires a
two-thirds vote for approving the special tax. CFD funds could be used for
projects such as a portion of a new Parks and Recreation/Library facility on
the former PUC parcels, or parks, landscaping and bikeway construction and
maintenance in the East of 101 area.
PARCEL TAX
Cities, as well as counties, school districts and other districts, can adopt
a “special tax” with the approval at an election of at least 2/3 of those
voting on the measure. The parcel tax is a special tax that traces its origin
to Proposition 13, which, as discussed earlier, primarily limited taxes on
property values. The parcel tax is a tax on real estate parcels and not their
value and is authorized under the Proposition 13 provision that allows special
taxes to be adopted by the two-thirds majority.
SPECIAL SALES TAX
Under some circumstances, a special sales tax can be imposed with voter
approval and its revenues earmarked for special purposes. The imposition of
such a tax typically requires special state legislation as well as a 2/3 approval
by the electorate.
GOVERNMENT GRANT FUNDING
Governmental grants have historically provided a substantial source of
capital for park and recreation agencies. A strong grant-writing and grants
management program is critical to identifying, making application, and
securing grant funding. An ongoing and effective program requires the
assignment of specific staff to these tasks that can be a challenge in light of
staff reductions. The City of South San Francisco has retained a consulting
firm in order to support their efforts in obtaining grant funding.
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LEVERAGE RESOURCES
Many grant sources have matching requirements. Leveraging resources
made available through private fund raising or other sources will increase
grant revenues that would otherwise be unavailable. Other examples of
resource leveraging include school district- city partnerships, public/private
partnerships, and volunteerism.
Phasing of projects and making them manageable sometimes increases
the opportunity to leverage resources. For instance, in 2011, volunteers
from the community, Boys and Girls Club, and corporate funding sponsors
participated in the Orange Memorial Park KaBOOM! Build Day. Demolition
of the existing playground equipment, site preparation, installation of new
play equipment, and a new fence was constructed. The KaBoom! Grant only
funded one-third of the total playground area, so the project was planned
in two phases with the remainder of the playground site placed on the
Capital Improvement Program. Further leveraging of funding resources was
accomplished through the Houston-Galveston Area Council (H-GACBuy), a
regional council of governments which awards contracts that then are made
available to local agencies.
Development of Centennial Way is a successful example of the City of
South San Francisco transforming a once “unbuildable” swath of land
into a valuable community asset with the help of partners and leveraging
resources. Running through the heart of South San Francisco since 2008,
this three-mile long corridor provides connections to BART stations, schools,
services, jobs, parks, recreation, and housing with Class 1 bicycle/pedestrian
trails. City staff commitment, grassroots support, successful outreach
program, partnering agencies, businesses, and residents formulated the
development of a Master Plan which resulted in 12 grant awards for a total
of $5,145,000.
PRIVATE SECTOR FUND RAISING
CORPORATE SPONSORSHIP
Another method of securing private funding is through corporate
sponsorship. Many facilities and strategic programs lend themselves to
corporate sponsorships that involve short-term naming rights. In a rocky
economy, some cities have eased restrictions on sponsorships and naming
rights as a means for funding projects and programs.
Environmental Efficiencies and Rebates
The emphasis on energy-efficient systems and buildings with cost-effective
design is a major factor in the long-term sustainability of costs. However,
these systems typically have greater initial costs and savings are leveraged
over the life of the building and its systems. The city should continue to use
cost-effective designs in all park and facility designs and renovations, and a
LEED policy should be established.
There are local (such as PG& E), state, and federal rebates that are
sometimes available to offset these costs. The city should continue to
take advantage of these opportunities, as was done with the Fernekes
Recreation Building. In 2009 the City of South San Francisco received
honorable mention regarding the Joseph A. Fernekes Recreation Building
from Sustainable San Mateo County Awards Program. The daylighting,
use of natural materials and flow of the interior to exterior are sustainable
strategies implemented in the Recreation Center that will have direct
benefits on the community as they use this center for years to come. In 2008
the city received new construction energy saving rebate for the Fernekes
Center of $2,558 representing the annual energy savings the city realizes as a
result of energy efficient construction.
Charter Fund
When General Fund revenues are more secure, the City of South San
Francisco may consider a charter fund. A charter fund is a designated, fixed
allocation of the General Fund for parks and recreation purposes. The
allocation is set by a citywide vote, and cannot be changed without a similar
vote. This allows the Department to plan ahead for capital improvements
and long-term maintenance knowing that a fixed, reliable base revenue
source will be available.
Public and Private Partnerships
Partnership with private and public organizations, including users, and
even some vendors, can generate resources for facility improvements
and upgrades and should be considered. Partnerships, however, are only
effective if there is true public benefit and both parties share the same
vision.
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IMPLEMENTATIONCertificates of Participation
Certificates of Participation (COP) are a form of lease purchase agreement
that does not constitute indebtedness under the State constitutional
debt limit and does not require voter approval. In a typical case, a local
government entity decides to acquire a new or renovated public facility.
This facility is purchased or constructed by a vendor corporation and the
local government signs a lease agreement with the corporation to use
the facility. An underwriting firm then buys the lease obligation from the
vendor corporation, and divides it into small units called “COP’s”. Each COP
represents a share of the lease payment revenue stream. The underwriter
then places the COP issue with a bank, which in turn sells the certificates to
individual investors. The local government makes the lease payments to the
bank, which in turn makes payments to the certificate holders. At the end of
the lease period, title to the facility passes to the local government entity at
nominal cost. Interest paid to the certificate holders is tax-exempt.
A COP does not itself generate an income stream that will be used to
make the required periodic payments. It is, rather, a way to capitalize an
already existing income stream or to create the wherewithal to purchase or
construct an income producing public improvement.
Volunteer Community Leadership
A successful individual donor campaign typically requires strong, visible
community leaders who will both “give and get.” These individuals can, with
proper support, provide endorsement, access to wealth, and a sense of
enthusiasm in an otherwise crowded fund raising marketplace.
Recommendations
The economic slowdown has had a significant financial impact on the city’s
General Fund resulting in reductions to the Department funding. This has
impacted the staff’s ability to maintain service levels.
The following recommendations are suggested for staff’s consideration:
• Explore establishment of a Community Facilities District to fund a new
Park and Recreation/Library facility on the PUC parcels, and/or park, land-
scaping and bikeway improvements in the East of 101 area
• Determine if there is a significant benefit to the city to initiate a ballot
measure for a citywide Lighting and Landscaping Maintenance Assess-
ment District (LLMAD)
• Adjust the Park Fee Ordinance to include rental developments and com-
mercial projects
• Explore the possibility of establishing a Charter Fund
• Analyze rental rates for all on-going non-profit users to determine ap-
propriate levels of return. Establish a policy for subsidy or in-kind services
with non-profit partners
• Establish green building and park standards (as appropriate) for energy
efficiency and cost savings in development, maintenance and systems.
Refer to LEED accredited standards for existing rating levels.