is attached hereto and incorporated herein by this reference as Exhibit “A”, which details the amount of cost, or estimated cost, required to provide the service for which the fee or service charge is levied and the revenue sources anticipated to provide the service, including General Fund revenues, if any; and,
WHEREAS, a duly noticed public hearing before the City Council was held on March 21, 2024, at which public testimony was received and duly considered on the proposed Fees; and WHEREAS, the amount of the Fees does not exceed the true cost of providing the SIDEWALK VENDOR PERMIT services; and
WHEREAS, the establishment of the fees as set forth in the User Fee Study is not a “project” subject to the California Environmental Quality Act because it is a funding mechanism have no physical effect on the environment.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Desert Hot Springs as follows:
Section 1. RECITALS
That the Recitals set forth above are true and correct.
Section 2. APPROVAL OF USER FEE STUDY
That the City Council hereby approve and adopt the User Fee Study and the fees and charges contained herein.
Section 3. REPEAL OF CONFLICTING PROVISIONS
That all the provisions heretofore adopted by the City Council that are in conflict with the provisions of this Resolution are hereby repealed.
Section 4. SEVERABLITY
That if any provisions of this Resolution or the application thereof to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications of this Resolution which can be given effect without the invalid provision or application, and to this end the provisions of this Resolution are severable. The City Council hereby declares that it would have adopted this Resolution irrespective of the invalidity of any particular portion thereof.
Section 5. EFFECTIVE DATE
That this Resolution shall take effect upon its adoption and the User Fee Study, and the Fees contained therein shall take effect immediately, but the fees therein shall take effect accordance with law.
Section 6. CERTIFICATION
That the City Clerk shall certify to the passage of this Resolution and enter it into the book or original resolutions.
Item Number: 4.
PASSED, APPROVED AND ADOPTED by the City Council of the City of Desert Hot Springs at a regular meeting held on this _____ day of _____ 2024 by the following vote:
AYES:
NAYES:
ABSENT:
ATTEST: APPROVED:
Jerryl Soriano, City Clerk Scott Matas, Mayor
APPROVED AS TO FORM:
Tuan Vu, City Attorney
Item Number: 4.
EXHIBIT A
Item Number: 4.
Date: May 7, 2024
Fee Types Assistant
Planner
Permit
Technician Total
Sidewalk Vending Permit 2 1 $ 383.13
Fully Burdened hourly rate per the DHS Fully Allocated Hourly Rate Position Detail Report created in FY19-20 by Revenue Costs Associates $ 90.15 146.49 $ User Fee Study- Sidewalk Vendor Permit
Item Number: 4.
SR-24-128
City of Desert Hot Springs
City Council
AGENDA ITEM REPORT
To: City Council
Date: May 21, 2024
Department: Public Works
Prepared by: Nicholas Haecker, Public Works Director
Subject: Adoption of the Parks Master Plan
RECOMMENDATION:
Adopt the Parks Master Plan.
BACKGROUND:
In 2021, the Parks Committee reviewed the 2013 Parks and Recreation Master Plan and unanimously agreed on the need for an update.
On February 21, 2022, City Council approved the Parks Committee recommendation to authorize Staff to issue a Request for Proposal to hire a consultant to update and complete a new Parks and Recreation Master Plan.
On July 5, 2022, the Professional Services Agreement for the Parks and Recreation Master Plan was awarded to KTU+A.
On May 14, 2024, the Parks Master Plan was presented to the Desert Hot Springs Planning Commission. The following were the Planning Commission's recommendations for the Parks Master Plan:
Update Park Acre Leve of Service (LOS) goal to 5 acres and revise text and tables in accordance with new numbers to reflect City's zoning ordinance. Add recommendation to include facility permits/rentals for picnic shelters and facilities as a source of revenue for future park improvements. Include better marketing, communications, and signage for existing facility rentals.
Highlight the City's Hispanic and Latino Population and Demographics page in another graphic.
Additional park improvements for seniors.
Increase partnerships with non-profit organizations for contracted programming.
Item Number: 5.
SR-24-128
DISCUSSION:
KTU+A designed a visionary Parks Master Plan designed to enhance community engagement, foster inclusivity, and revitalize public spaces. Through a multifaceted approach, this plan integrates various methods of interaction, including project branding, social media outreach, community surveys, pop-up events, workshops, City Council interviews, and Stakeholder Focus Group meetings. By prioritizing collaboration and feedback, the new Desert Hot Springs Parks Master Plan aims to create vibrant, sustainable, and accessible parks that reflect the diverse needs and desires of the community.
There has been a notable shift in the priorities and preferences of communities regarding park and recreation development. One prominent trend is the call for the development of new parks. Feedback indicates a desire for the addition of new recreation amenities within existing parks. These amenities may include playgrounds, sports fields, fitness equipment, and picnic areas. A key overarching trend is the incorporation of sustainable design principles and climate-resilient elements into park development projects. This includes the use of native plantings, permeable paving materials, renewable energy technologies, and green infrastructure practices. By prioritizing sustainability, parks can minimize their environmental footprint and adapt to changing climate conditions. There is a growing need to incorporate shade and cooling amenities into park designs. This includes the installation of shade structures, tree planting initiatives, and the creation of water features such as splash pads or misting stations. Providing relief from the heat enhances the comfort and enjoyment of park visitors, particularly during hot summer months. Feedback emphasizes the importance of ensuring the safety of park visitors. Communities are seeking expanded recreation programming.
The feedback gathered highlights several key trends shaping the future of park and recreation development. By prioritizing the creation of new parks, addition of amenities, enhancement of safety measures, and integration of sustainable design principles, communities can ensure the continued vitality and accessibility of their park systems. A well-balanced budget and strategic allocation of financial resources are essential to support these efforts and meet the evolving needs of residents.
By embracing innovation and community engagement, parks can serve as dynamic spaces that enhance quality of life and promote environmental stewardship.
FISCAL IMPACT:
There is no fiscal impact for adopting the Parks Master Plan.
ATTACHMENTS:
1) Desert Hot Springs Parks Master Plan
Item Number: 5.
Item Number: 5.
II DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
ACKNOWLEDGEMENTS
Desert Hot Springs City Council
Mayor Scott Matas
Mayor Pro Tem Jan Pye
Council Member Russell Betts
Council Member Gary Gardner
Council Member Roger Nuñez
Desert Hot Springs Staff
Nick Haecker, Public Works Director
Daniel Lopez, Engineering Technician
KTUA
Joe Punsalan, Principal
Alex Samarin, Project Manager, Associate
Nicole Rogge, Assistant Project Manager, Senior Planner Kolbe Stets, GIS Analyst
Marina Varano, Senior Planner
Mariella Delfino, Planner/Designer
Isabel Perez, Planner
Matrix
Alan Pennington, Principal Analyst
Chas Jordan, Senior Analyst
Derrick Turner, Manager
Khushboo Hussain, Senior Manager
Item Number: 5.
III
TABLE OF CONTENTS
Introduction...........................................................2
1.1 What is a Parks and Recreation Master Plan? ..............................................4
1.2 Recreation and Community Services Department......................................5
1.3 Public Works Department................................................................................5
1.4 History of Desert Hot Springs............................................................................6
1.5 Planning Context..............................................................................................8
1.6 Demographic Profile......................................................................................16 Analysis................................................................21
2.1 Park Classifications ........................................................................................25
2.2 Park Snapshots................................................................................................26
2.3 Qualitative Amenity Assessment .................................................................28
2.4 Nearby Parks and Natural Resources...........................................................29
2.5 Local Schools ..................................................................................................30
2.6 Trails..................................................................................................................31
2.7 Open Space ...................................................................................................33
2.8 Level of Service...............................................................................................35
2.9 Park Equity .......................................................................................................44
2.10 Park Pressure..................................................................................................47
2.11 Recreational Programming, Staffing, and Operations Analysis..............49
2.12 Recreational Trends......................................................................................59 Community Engagement ..................................70
3.1 Community Engagement .............................................................................71
3.2 Public Input opportunities..............................................................................74
3.3 Stakeholders & Focus Groups .......................................................................76
3.4 Community Survey .........................................................................................78
3.5 Key Trends from Community Engagement .................................................84 Recommendations.............................................85
4.1 The Future of Desert Hot Springs Parks .........................................................87
4.2 Future Level of Service With Existing Park System .....................................104
4.3 Future Parks ...................................................................................................106
4.4 Future LOS with Proposed Park Projects.....................................................110
4.5 Opportunity Area Analysis and Park-Specific Recommendations.........111
4.6 Funding Sources............................................................................................121 1 2
3 4
Item Number: 5.
IV DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
LIST OF FIGURES
Figure 1-1: Planning Context...................................................................................................................... 7 Figure 1-2: Population Under 18 Years of Age ....................................................................................... 17 Figure 1-3: Population Over 65 Years of Age ......................................................................................... 18 Figure 1-4: Population Experiencing Poverty ......................................................................................... 19 Figure 1-5: SCAG growth projections for 2016 and 2045...................................................................... 20 Figure 2-1: Desert Hot Springs Parks ........................................................................................................ 24 Figure 2-2: Trails.......................................................................................................................................... 32 Figure 2-3: Open Spaces.......................................................................................................................... 34 Figure 2-4: Half & Two-mile Travelsheds ................................................................................................. 38 Figure 2-5: Half, One, & Two-mile Travelsheds ...................................................................................... 39 Figure 2-6: Playground Half-mile Travelsheds......................................................................................... 41 Figure 2-7: Courts Half-mile Travelsheds.................................................................................................. 42 Figure 2-8: Fields Half-mile Travelsheds ................................................................................................... 43 Figure 2-9: CalEnviroScreen Scores for Desert Hot Springs................................................................... 45 Figure 2-10: Healthy Places Index Percentiles for Desert Hot Springs.................................................. 46 Figure 2-11: Park Pressure ......................................................................................................................... 48 Figure 2-12: Staffing Comparative .......................................................................................................... 56 Figure 2-13: Revenue Streams ................................................................................................................. 57 Figure 2-14: Estimated Team Sports Participation in Desert Hot Springs ............................................. 61 Figure 2-15: Estimated Recreational Activity Participation in Desert Hot Springs.............................. 62 Figure 3-1: Reasons for Visiting Desert Hot Springs Parks....................................................................... 78 Figure 3-2: Most Frequented Parks.......................................................................................................... 79 Figure 3-3: Priority Parks for Improvements............................................................................................. 79 Figure 3-4: Desired Park Amenities .......................................................................................................... 80 Figure 3-5: Desired Recreational Programs............................................................................................ 80 Figure 3-6: Reasons for Expanding Park Use........................................................................................... 81 Figure 3-7: Support for Non-vehicular Connections.............................................................................. 81 Figure 3-8: 5-year Park Priorities ............................................................................................................... 82 Figure 4-1: Potential Future Parks........................................................................................................... 108 Figure 4-2: Potential Future Park Travelshed......................................................................................... 109 Figure 4-3: Wardman Park Opportunity Areas..................................................................................... 112 Figure 4-4: Hot Springs Park Opportunity Areas................................................................................... 113 Figure 4-5: Mission Springs Park Opportunity Areas............................................................................. 114 Figure 4-6: Guy J. Tedesco Park Opportunity Areas............................................................................ 115 Figure 4-7: Rotary Park Opportunity Areas........................................................................................... 116 Figure 4-8: Veteran’s Park Opportunity Areas...................................................................................... 117 Item Number: 5.
V
LIST OF TABLES
Table 1-1: Proposed and Planned Park Projects in Desert Hot Springs .............................................. 14 Table 2-1: Park Acres by Park Type ........................................................................................................ 25 Table 2-2: Qualitative Amenity Conditions Assessment....................................................................... 28 Table 2-3: 2023 Population Level of Service.......................................................................................... 35 Table 2-4: Amenity Level of Service ...................................................................................................... 36 Table 2-5: Recreation Programs ............................................................................................................. 50 Table 2-6: Recreation Program Registrations 2022 and 2023.............................................................. 51 Table 2-7: Aquatic Center Admissions................................................................................................... 52 Table 2-8: After School Transportation Utilization.................................................................................. 52 Table 2-9: Programming comparison..................................................................................................... 54 Table 2-10: Program Offerings from Local Agencies............................................................................ 55 Table 2-11: Parks and Recreation per Capita Spending in 2023........................................................ 57 Table 2-12: Recreation Cost Recovery .................................................................................................. 58 Table 2-13: SFIA National Fitness Sports Participation Trends............................................................... 63 Table 2-14: SFIA National Team Sports Participation Trends................................................................ 64 Table 2-15: SFIA National Individual Sports Participation Trends......................................................... 65 Table 2-16: SFIA National Racket Sports Participation Trends ............................................................. 66 Table 2-17: SFIA National Outdoor Activity Participation Trends ........................................................ 67 Table 2-18: SFIA National Winter Sports Participation Trends............................................................... 68 Table 4-1: Future Population LOS with existing Park Acres ................................................................ 104 Table 4-2: Future Amenity LOS with existing Park Amenities.............................................................. 105 Table 4-3: Future Population LOS with Potential Future Existing Park Acres..................................... 110 Table 4-4: Wardman Park Infill amenities recommendations............................................................ 112 Table 4-5: Hot Springs Park Infill amenities recommendations.......................................................... 113 Table 4-6: Mission Springs Park Infill amenities recommendations.................................................... 114 Table 4-7: Guy J. Tedesco Park Infill amenities recommendations................................................... 115 Table 4-8: Rotary Park Infill amenities recommendations.................................................................. 116 Table 4-9: Veteran’s Park Infill amenities recommendations............................................................. 117 Table 4-10: Potential Funding Sources................................................................................................. 121 Item Number: 5.
Item Number: 5.
Introduction
1 Item Number: 5.
3 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Item Number: 5.
INTRODUCTION 4
1.1 WHAT IS A PARKS AND RECREATION MASTER PLAN?
The Desert Hot Springs Parks and Recreation Master Plan (Plan) is the culmination of a comprehensive, year-long planning process that included park visits, stakeholder meetings, community workshops, and a series of in-depth analyses. The Plan provides an assessment of the City’s parks and recreation facilities and programming and develops a vision for the future, taking into account projected growth of the community. The Plan can be used as a tool to help the City implement General Plan goals and policies related to parks, recreation facilities, and recreation service programs.
The Plan is intended to lay out visions for the future, as well as coherent steps for achieving these visions. However, the Plan is not intended to go into detail on park design, park programming, or park environmental review. As a result, the Plan will help the City staff, elected officials, and other stakeholders make informed decisions to enhance and maintain parks, facilities, programs, and special events over the next 10 years.
Plan Overview
The Parks and Recreation Master Plan includes the following components:
Park Inventory
A thorough physical assessment of the quantity and condition of park facilities and amenities
Park Level-of-Service
An analysis of geographic and demographic data to better understand gaps and underserved populations throughout the City
Assessment of Recreation Programming & Staff Resources
An extensive review of recreation and staffing resource data from the last five years to assess future opportunities
Community & Stakeholder Engagement
A comprehensive community and stakeholder outreach program comprised of meetings, workshops, surveys, online tools, and more
Recommendations for Parks and Recreation Facilities & Programming Recommendations based on feedback collected from residents, stakeholders, staff, and elected officials
Implementation Strategies
A set of short-term, mid-term, and long-term projects that will inform the City’s annual Capital Improvement Program over the next ten years Recommendations for Funding
A table of federal, state, and regional funding sources for parks and recreation projects and programming
Item Number: 5.
5 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
1.2 RECREATION AND COMMUNITY
SERVICES DEPARTMENT
The City’s Recreation and Community Services Department is responsible for the recreational facilities, programs, and special events. The goal of the Department is to enhance the quality of life in Desert Hot Springs by providing accessible and affordable enrichment and recreation opportunities for youth and families.
The Recreation and Community Services Department is committed to three focus areas:
» Connect residents to their neighbors, local resource agencies, and the City.
» Create opportunities for recreation and enrichment that are accessible and affordable.
» Cultivate job and life skills to set teens up for success.
1.3 PUBLIC WORKS DEPARTMENT
The City’s Public Works Department is responsible for the construction, operation, and maintenance of all City Parks, City Streets, Traffic Signals, City Buildings, and all Landscape and Drainage Assessment Districts. The Department’s mission is to improve and maintain the City’s infrastructure; to protect the health and well-being of residents, businesses, and visitors; to provide quality and efficient customer service; and to serve as first responders in emergencies.
Item Number: 5.
INTRODUCTION 6
1.4 HISTORY OF DESERT HOT SPRINGS
Nestled in a unique desert ecosystem and surrounded by scenic mountain ranges, Desert Hot Springs is home to numerous outdoor recreation and nature amenities for residents and visitors alike. Its picturesque natural setting is complemented by renowned hot mineral springs, boutique spas, and award-winning drinking water. Desert Hot Springs has firmly established itself as a health and wellness destination with a strong awareness of the connection between nature, people, and the built environment. As Desert Hot Springs continues to grow, the City is committed to fostering a safe, healthy, and prosperous community that protects and celebrates its unique natural resources.
The history of Desert Hot Springs can be traced back to Native American tribes that once inhabited the area, specifically the Cahuilla who used the area’s native plants, canyon streams, and hot water springs to live sustainably in the region. Desert Hot Springs was founded by L.W. Coffee on July 12, 1941, as a one-square-mile town centered at the intersection of Palm Drive and Pierson Boulevard. In the 1940s, Desert Hot Springs became a tourist destination because of its small spa hotels and easy escape from nearby urban areas. During the same period, real estate investors purchased land and thousands of lots and streets were laid out over a six-square-mile area. Many original homes were bought by retirees, initiating the eventual growth of a substantial senior population.
In 1963, Desert Hot Springs was incorporated as a city with a total population of 1,000 residents.
Since its incorporation, Desert Hot Springs has experienced significant population growth, particularly between 1980 and 2010, as empty lots were developed with new housing. In recent years, Desert Hot Springs has experienced another surge in new development interest related to industrial development for the area’s cannabis industry as well as new neighborhood development in master-planned communities.
Item Number: 5.
7 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Figure 1-1: Planning Context
IdyllwildPine Cove
Thousand
Palms
Cathedral
City
Indian
Wells
Homestead
Valley
Item Number: 5.
INTRODUCTION 8
1.5 PLANNING CONTEXT
The City’s initial development revolved around the unique hot water resources and resulted in the development of spas and resorts, which are still prevalent in the northeast area of the City. From there, residential development took hold and now dominates much of the City’s land use, providing housing options to many in the Coachella Valley. The City’s commercial uses are concentrated along Palm Drive and Downtown along Pierson Boulevard. Industrial uses are located along Indian Canyon Drive. Uniquely, much of the land within City limits is undeveloped with vacant lots scattered between buildings and homes. While some vacant areas are located within sensitive habitat conservation areas or floodplains, most vacant parcels are suitable for development.
The City of Desert Hot Springs has been working to implement its last Parks and Recreation Master Plan, which was adopted in 2013. Since 2013, the City has established the Recreation and Community Services Department and completed several park improvement and expansion projects.“In 2020, the City reaffirmed its vision for the long-term growth of a safe, healthy, and vibrant Desert Hot Springs in its updated General Plan that recognizes the integral role that safe, accessible, and diverse park spaces play in creating a healthy and connected community. Following this vision, this Plan serves as an update to the City’s Parks and Recreation Master Plan. Figure 1-1 displays the geographic planning context for this project while the following text provides a summary of relevant planning efforts that were used to inform the Plan.
1.5.1 City of Desert Hot Springs General Plan (2020)
The City of Desert Hot Springs
General Plan (2020) is a longterm planning document to guide decision-making about
how the community will grow
over time. The General Plan is
guided by the shared vision
for Desert Hot Springs to be
“a safe, healthy, and prosperous community, where we
protect and celebrate the
unique natural resources that
make up the City’s serene
desert setting.” The planning
team identified opportunities
to integrate and advance
relevant General Plan goals
and policies through this Plan.
Two elements are especially relevant to this Plan: the Health and Wellness Element
and the Open Space, Natural, and Cultural Resources
Element.
Item Number: 5.
9 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Item Number: 5.
INTRODUCTION 10
General Plan: Health and Wellness Element (2020)
The General Plan Health and Wellness Element sets goals and policies for creating a vibrant park and trail system and diverse recreational programming. The Health and Wellness element established five goals related to parks and recreation:
1. Recreation facilities that meet the diverse demands of the residents over time.
At its foundation, meeting the diverse demands of residents over time requires adequate provision of and access to recreation facilities. It also requires a variety of facilities, amenities, and programs. The City has a minimum park provision standard of three acres of park land for every 1,000 residents. With regards to park access, the City has a policy to distribute parks or recreation community facilities so that all residents live within a 20-minute walking distance to such facilities.
The City plans to increase park provision and park accessibility through the addition of new park amenities and new parks of various sizes; the expansion of recreational programming; the exploration of joint-use facilities; and enhanced ADA accessibility.
2. Recreation facilities and events that support and attract tourism and promote conservation.
By providing diversity in the types of recreational facilities, Desert Hot Springs can both support tourism and promote conservation. The City has plans to introduce new and enhanced community events; support events hosted by partners; develop a large public outdoor gathering area; pursue financial resources to expand recreational programming; and regularly update the Parks Master Plan. The City can also pursue partnerships with conservation organizations that own land or operate programs in the City.
3. Sustainable financing for the construction and maintenance of parks.
Bringing planned parks to fruition and maintaining them over time requires sustainable financing. The City seeks to secure sustainable financing for the construction and maintenance of parks by pursuing grant programs; evaluating partnership and annexation opportunities; assessing the fiscal impacts of proposed parks and continued maintenance on the City; designing, constructing, and maintaining parks for long-term sustainability; and coordinating a volunteer program to encourage other entities to maintain and fund parks.
4. Recreation programming that meets the demands of city residents.
Recreation facilities come to life with programming designed to fulfill the unique needs of the community. The City intends to provide flexible and diverse recreation programming to meet the needs of all residents while also fostering public health, responsibility, ethics, values, and civic involvement. In particular, the City aims to support and provide targeted recreation services for its large population of seniors and youth.
5. Comprehensive and connected trail system.
Trails provide residents and visitors with opportunities to connect with nature, explore the outdoors, exercise, and travel away from vehicles. The City desires to capitalize on existing trails to establish a formal, integrated trail system by adding new trails, expanding existing trails, and installing trail amenities, such as trailheads, parking, interpretive signage, or rest areas, among others.
These goals, along with their supporting policies and actions, were considered throughout the planning process and integrated into the Plan’s recommendations.
Item Number: 5.
11 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT General Plan: Open Space, Natural Resources, and
Cultural Resources Element (2020)
The Open Space Element of the General Plan includes guidance for the protection of open space habitat, conservation of natural resources, and preservation of cultural resources in and adjacent to Desert Hot Springs. The Element stresses the importance of drought-tolerant and low-maintenance landscaping on City-owned property, including parks and recreation facilities.
Additionally, the Element notes that all public places, including parks, playgrounds, open spaces, trails, and sidewalks, should incorporate shade structures or climate-appropriate shade trees to facilitate an enjoyable environment for community members during the summer. In alignment with the Element’s goals, recommendations for integrating habitat protection, resource conservation, historic preservation, and sustainable development into parks and recreation facilities and programming are included in this Plan.
1.5.2 City of Desert Hot Springs Bicycle &
Pedestrian Master Plan (2016)
The Bicycle and Pedestrian Master Plan (2016) was developed to provide the City with a guide for providing safe and accessible bicycling and walking facilities throughout Desert Hot Springs.
The plan included recommendations for a citywide bicycle and pedestrian network with a focus on providing safe connections to key destinations, such as parks, schools, and employment centers; priority projects for new bicycle and pedestrian facilities; and a series of complete street projects. The recommendations were based on a comprehensive series of data analyses, feedback from community members, and best practices in the industry. Since the plan was adopted in 2016, the City has made progress on its implementation and has integrated the remaining relevant components into the Circulation Element of the General Plan (2020).
Item Number: 5.
INTRODUCTION 12
1.5.3 City of Desert Hot Springs Parks and
Recreation Master Plan (2013)
The City of Desert Hot Springs Parks and Recreation Master Plan (2013) was developed to guide the City’s delivery of parks and recreation facilities and services over a ten-year period and beyond. The plan was developed based on a multi-year public engagement process that gathered input from elected officials, City staff, stakeholders, and residents through a variety of methods, including stakeholder interviews, youth and adult questionnaires, focus group meetings, and community workshops. The plan conducted an inventory of existing parks, facilities, and programs; identified key community recreation needs and issues; determined future needs for parks, recreation facilities, trails, and programs; and provided recommendations for new park standards and development, as well as improvements to existing facilities. The plan also outlined the funding and policy changes required to accomplish the proposed recommendations and a Capital Improvement Program for guidance.
The plan identified the following goals to meet the community’s parks and recreation needs:
» Creating opportunities that increase fitness and wellness for all residents
» Ensuring trails and open spaces are maintained and increased » Building stronger families and a sense of community
» Promoting security and safety
» Involving all cultures in the community
» Programs for all age groups
During the public outreach process, community members identified the following as top challenges and issues affecting recreation service delivery:
» Changes in demographics
» Graffiti and vandalism
» Lack of funding
» Lack of awareness of existing programs and services
» Harsh climate conditions
» Need for health and wellness services
» Water conservation and energy sustainability
The plan addressed these top challenges by developing recommendations for existing facility improvements, new facility and program development, and park maintenance standards.
Since the adoption of the 2013 Parks and Recreation Master Plan, the City has increased its developed park acreage by nearly 18 acres and has increased its park provision from 0.99 acres per 1,000 residents to 1.41 acres per 1,000 residents The City also established the Recreation and Community Services Department to better allocate staffing and municipal resources to park and recreation services.
Item Number: 5.
13 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
1.5.4 Cabot’s Pueblo Museum and Miracle Hill Master Plan (2010) A master plan was prepared for Cabot’s Pueblo Museum and the 25-acre Miracle Hill property adjacent to the museum. The plan includes proposed expansion and development of the property for a historical and cultural campus that would contain trailheads, desert wildlands, pueblo gardens, meeting facilities, classrooms, an education center for arts, music, health and well-being, a small amphitheater, and a public spa. Completion of the plan would allow the City to expand cultural, educational, and historic programs and event space at the site. Publicly-accessible space for events, meetings, and gatherings is especially needed and would enable a wider variety of programs and activities for community members to participate in.
1.5.5 Other Relevant Documents
» Capital Improvement Plan
» Development Impact Fee Schedule
» Development Impact Fee Calculation and Nexus Report
» Desert Hot Springs Hiking Trails Map
» Master Facilities Plan for the City of Desert Hot Springs
1.5.6 Previously Proposed & Planned Park Projects
Through previous planning endeavors, the City has a number of already proposed and planned park projects for Desert Hot Springs. For example, the City’s Capital Improvement Program has allocated capital funds for four park projects, including one new 7.6-acre community park: Corporate Yard Park. In addition to funded park projects, other City-adopted plans have identified several park improvement needs and development opportunities. Previously proposed projects are listed in Table 1-1 for reference and have been incorporated into the Plan recommendations.
Visual rendering of redevelopment plans for Cabot’s Pueblo Museum. Source: Bauer Architects Item Number: 5.
INTRODUCTION 14
Table 1-1: Proposed and Planned Park Projects in Desert Hot Springs
PARK PROJECT DESCRIPTION STATUS
3-Year Capital Improvement Program (FY 2023-24, 2024-25, 2025-26) Corporate Yard Park Design and construction of new 7.6-acre community park Funded Reflection Park Rehabilitation Funded
Wardman Park Design Funded
Guy J. Tedesco Park Restroom replacement Completed
Fiscal Year 2021-22 and 2022-23 Budget
Mission Lakes Boulevard
Trail
Installation of decompased granite (DG) surface Unfunded Mission Lakes Boulevard
Trail
Landscaping Unfunded
Wardman Park Playground shades, north parking lot and access road improvements, ADA pathway, and LED lighting upgrades
Unfunded
DHS Skate Park Concrete upgrades Unfunded
Guy J. Tedesco Park LED lighting upgrades, picnic area upgrades, and ADA walkway renovation
Unfunded
Mission Springs Park Playground fence installation, walkway renovation, and outdoor gym installation
Unfunded
General Plan - Health and Wellness Element (2020)
Rotary Park Park expansion potential Unfunded
Cabot’s Pueblo Museum Park expansion potential Unfunded Parks and Recreation Master Plan (2013)
Hacienda Park Undeveloped park property Unfunded
Park Lane Park Undeveloped park property Unfunded
Skyborne Park Undeveloped park property Unfunded
Mission Springs Park Acquisition of additional property adjacent to Mission Springs Park for development of soccer/football fields, pedestrian and bicycle paths, picnic areas, a community center, a small amphitheater, playgrounds, restrooms, and parking
Unfunded
Cabot’s Pueblo Museum Expansion for a historical and cultural campus that would contain trailheads, desert wildlands, pueblo gardens, meeting facilities, classrooms, an education center for arts, music, health and well-being, a small amphitheater, and a public spa Unfunded
Wardman Park Upgrades and replacement of tennis and basketball courts, picnic areas, community buildings, and pool. Installation of new amenities, such as an amphitheater, playground, tot lot, lighted diamond fields, a walking trail, parking, and restrooms Unfunded
Guy J. Tedesco Park Relocation of the BMX facility to a regional park setting to reduce conflicts with neighborhood park users
Unfunded
Rotary Park Expand park with playground equipment, a larger dog park, a passive recreation area, pedestrian and bicycle paths, park and trailhead signage, adequate parking, improved access, and a small amphitheater with concessions and restrooms Unfunded
Item Number: 5.
15 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT 32,500
2021 Population
99.8°
Average summer high temperature
69.8°
Average winter high temperature
Desert Hot Springs is known for
its 600-year-old hot and cold
mineral springs that come from
a underground aquifer beneath
the City.
Today, there are many spas and
boutique hotels that attract visitors to the City to use these rich mineral springs.
White
52%
Asian
Two or more races
15%
Black
8%
Racial and
Ethnic
Makeup
Joshua Tree
Mt San National Park
Jacinto
State Park
Anza-Borrego Desert
State Park
Desert Hot
Springs
Riverside County
34.9 Median Age
$37,924
Median Household Income
13,302
Housing Units
DESERT HOT SPRINGS
Coachella Valley
Some
other
race
20%
3%
American
Indian
2%
Item Number: 5.
INTRODUCTION 16
1.6 DEMOGRAPHIC PROFILE
Gaining a clear understanding of the existing and projected demographic character of the City is an important component of the planning process for the Desert Hot Springs Parks Master Plan.
By analyzing population data, trends emerge that can inform decision-making and resource allocation strategies for the provision of public parks, recreation amenities, and open spaces. For example, if the demand for pickleball courts was steadily on the rise and existing public recreation facilities for pickleball courts were barely meeting existing user demand, then the City may want to consider targeting investments to meet the increasing needs of this growing segment of the population. Various datasets were analyzed and summarized to identify current demographic statistics and trends that can impact the planning of public parks and recreation services in Desert Hot Springs.
1.6.1 Community Profile
This demographic profile was completed using data from the 2020 U.S. Census Bureau Decennial Census. Desert Hot Springs has a total population of 32,512 residents and 13,302 housing units within its 31-square-mile boundary. The median household income is $37,924 and the reported percentage of people in poverty is 26.3 percent.
Key demographic comparisons with Riverside County and California statistics include:
» Race & Ethnicity: The racial and ethnic makeup in Desert Hot Springs is 52.1 percent white, 8.4 percent Black, 3.1 percent Asian, 1.6 percent American Indian, 20.2 percent some other race, and 14.5 percent two or more races. About 59.1 percent of the population identifies as Hispanic or Latino.
» Age: The median age of Desert Hot Springs is 34.9 years old, which is slightly lower than the median age in Riverside County (36.0) and California (37.0), indicating a relatively young population comprised of families with children. 26.7 percent of the population is under the age of 18, which is slightly higher than 25.2 percent countywide and 22.8 percent statewide. 13.3 percent of Desert Hot Springs residents are 65 years or older, which is slightly lower than 14.3 percent countywide and 22.8 percent statewide.
» Income & Poverty: The median household income of $37,924 in Desert Hot Springs is substantially lower than the average of $76,066 for Riverside County and $84,097 for California. Similarly, the percentage of people in poverty in Desert Hot Springs (26.3 percent) is over two times that of the County and State (12.0 and 12.3 percent, respectively).
Distribution of Age and Poverty in Desert Hot Springs
Figure 1-2 throughFigure 1-4 display the distribution of key demographic groups throughout Desert Hot Springs to help inform the planning of future parks and recreation facilities, amenities, and programming. The groups evaluated include the population under 18 years of age (Figure 1-2), the population over 65 years of age (Figure 1-3), and the population experiencing poverty (Figure 1-4).
Generally, the three demographic groups are spread throughout the residential neighborhoods in Desert Hot Springs, which highlights the importance of evenly distributing parks and recreation facilities, amenities, and programming across the city to meet the unique needs of different population segments.
Item Number: 5.
17 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Figure 1-2: Population Under 18
Years of Age
Item Number: 5.
INTRODUCTION 18
Figure 1-3: Population Over 65
Years of Age
Item Number: 5.
19 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Figure 1-4: Population Experiencing Poverty
Item Number: 5.
INTRODUCTION 20
Figure 1-5: SCAG growth projections for 2016 and 2045
1.6.2 Population and Growth Trends
A jurisdiction-level growth forecast developed by the Southern California Association of Governments (SCAG) projects Desert Hot Springs to grow substantially by 2045. SCAG forecasts a 110.3 percent increase in population size between 2016 and 2045 for a total of 61,000 residents. Similarly, the number of households is projected to increase by 165.6 percent to 24,700 and the total employment will increase by 135.1 percent to 8,700 by the year 2045. The projected population estimates from 2016 to 2045 are displayed in Figure 1-5.
Item Number: 5.
Analysis
2 Item Number: 5.
Item Number: 5.
23 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT 9 Total Park
Facilities
39 Total Park Acres
Soccer Facility Diamond Fields
Playgrounds
Pickleball Courts
Health and Wellness Center
Swimming Pool
Picnic Areas
Basketball Courts
1 2
5 5
1 5
1 2
Skate Parks
2 Dog Parks
2 Senior Center
1 Museum
1 Item Number: 5.
ANALYSIS 24
Figure 2-1: Desert Hot Springs Parks
Wardman
Park
Guy J.
Tedesco
Park
Carl May
Community
Center
Veterans
Park
Hot
Springs
Park
Mission
Springs
Park
Rotary
Park
Cabots
Pueblo
Museum
DHS Health
and Wellness
Center
Desert Hot Springs
Item Number: 5.
25 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
2.1 PARK CLASSIFICATIONS
The Plan classifies the City’s parks into four categories: Mini/Pocket Parks and Plazas, Neighborhood Parks, Community Parks, and Special Use Parks, as shown in Table 2-1. Each of these park types provides standard and unique recreation opportunities for the City. Park classifications are generally decided by park use, purpose, and size. The park types should be analyzed both independently and collectively to determine the City’s existing conditions.
2.1.1 Mini Parks and Plazas
Mini parks and plazas are small parks that provide both passive and limited active recreation.
Although they tend to focus more on passive recreation, they play an important role in providing outdoor access for neighborhoods. These parks are typically less than two acres and serve residents within a half-mile walking distance. Open grassy areas, picnic tables, walking paths, art installations, and small playgrounds are typical park amenities.
2.1.2 Neighborhood Parks
Neighborhood parks are generally mid-sized parks that provide both passive and active recreation. These parks are typically less than eight acres and serve residents within a half-mile walking distance. Picnic areas, dog parks, walking paths, playgrounds, and sometimes sports courts, are typical park amenities.
2.1.3 Community Parks
Community parks serve the daily recreational needs of the local neighborhood they are located in, as well as the broader community at large. They are generally between eight and 30 acres in size. Consisting of larger park facilities such as sports fields, pools, and multiple-court sports. Community parks serve both residents within a half-mile walking distance but also people within a twomile driving distance.
2.1.4 Special-use Parks
Special-use parks are spaces that provide unique or specialized recreation opportunities. These spaces often vary in size and type. They can range from indoor recreation facilities, aquatic centers, greenway trails, passive open space parks, and community gardens.
Table 2-1: Park Acres by Park Type
PARK CATEGORY SIZE TOTAL ACRES
Mini/Pocket Parks & Plazas <2 acres 3.28
Neighborhood Park 2-8 acres 10.57
Community Parks >10 acres 12.00
Special Use Parks varies 13.46
TOTAL 39.31
Item Number: 5.
ANALYSIS 26
2.2 PARK SNAPSHOTS
Wardman Park
Wardman Park is a community park located on the northwest corner of Eight Street and Cactus Drive in northwest Desert Hot Springs. It has two youth baseball fields used by the local baseball leagues and is the only park in the City with diamond fields.
The park also a basketball court, four pickleball courts, four square, two horseshoe pits, a small dog park, a playground, and a restroom. Wardman Park also contains a swimming pool and small community center building that is no longer in use.
Veteran’s Park
Veteran’s Park is a mini park located on the northwest corner of Cactus Drive and Palm Drive. The park has several picnic tables and benches surrounding a veteran’s memorial. There is also an art sculpture on the site.
Hot Springs Park
Hot Springs Park is a mini park located on the northwest corner of Eighth Street and Palm Drive. It is a passive park with a fountain and educational signage that shares the history of the hot springs in the City.
Desert Hot Springs Community Health and Wellness Center Desert Hot Springs Community Health and Wellness Center is an indoor recreational facility. It was opened in 2014 and has the John H. Furbee Aquatics Center, a teen center, basketball and volleyball gymnasium, fitness center, and health center. The aquatics center contains a swimming pool, a small splash pad, a shaded play area, and outdoor exercise equipment. This facility is home to several programs hosted by the city’s Recreation and Community Services Department.
Guy J. Tedesco Park
Guy J. Tedesco Park is a centrally-located neighborhood park.
The park consists of a skatepark, two basketball courts, a shaded play area, shaded picnic areas, walking paths, and a small community center.
Mission Springs Park
Mission Springs Park is a community park located in southeast Desert Hot Springs, south of Park Lane. This is the only park in the city that has soccer fields. The fields have lights suitable for nighttime play. The park also consists of a shaded play area, walking loop, picnic area, and restrooms.
Item Number: 5.
27 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Rotary Dog Park
Rotary Park is on the eastern edge of the city north of Julius Corsini Elementary School. This approximately half-acre (0.5 acre) dog park has two fenced areas, one for large dogs and another for smaller dogs. The remaining area of the city-owned parcel - approximately 9.3 acres - is undeveloped open space that has informal trails used for hiking, biking, and running.
Stg. Frank Hodge Skate Park
Stg. Frank Hodge Skate Park is located just south of the Desert Hot Springs Senior Center off West Drive. The park only consists of a fenced-in skate park, one picnic table, and a barbecue.
Desert Hot Springs Senior Center
The Desert Hot Springs Senior Center is located at the Carl May Community Center off West Drive. The center offers memberships to individuals aged 50 or over for just $15 per year. It provides several activities including dance classes, hula, bingo, and other fitness classes. There are also several programs provided through the center including a senior nutrition program and other social services and activities.
Cabots Pueblo Museum
The Cabots Pueblo Museum is a 5,000 square-foot museum
originally built in 1941 made out of reclaimed materials found around the Coachella Valley and is filled with historical artifacts.
The museum property is owned by the City of Desert Hot Springs but leased and managed by the Cabot’s Museum Foundation.
The museum grounds are filled with local native plants, gardens, and cultural artifacts which are open to the public for a fee of $5 per person during normal operating hours. The museum building is open from October through May for guided tours with paid admission.
Item Number: 5.
ANALYSIS 28
2.3 QUALITATIVE AMENITY ASSESSMENT
The park amenity inventory quantified each amenity type per park and and assessed the overall condition of each park amenity. Amenities were given one of four grades: excellent, good, fair, or poor. The team did not evaluate individual pieces of an amenity - for example, the nuts and bolts of a playground slide - but rather the overall condition of a playground structure. The condition of an amenity was decided on the safety and aesthetics of visible wear-and-tear or damage. If interested in a greater level of detail and precision, the City can perform a detailed asset evaluation of all park facilities and amenities.
“Excellent” means that the amenity is in near-perfect condition and has many years left in its life cycle. “Good” means that the amenity has minor signs of wear-and-tear but it is functioning as it should. “Fair” means that the amenity is functioning, but is showing major signs of wear-and-tear and will need replacement or repair soon. “Poor” indicated that the amenity is not functioning for its intended use and needs to be replaced as soon as possible. The condition of each amenity at each park was averaged to determine the overall condition of the park. Table 2-2 displays the average condition of each amenity at the park.
QUALITATIVE
ANALYSIS OF
EXISTING PARK
AMENITIES
PICNIC AREASPLAYGROUNDSRESTROOMBASKETBALL COURTPICKLEBALL COURTDIAMOND FIELDRECTANGULAR SOCCER FIELDSSPLASHPADSWIMMING POOLSKATE PARKOUTDOOR STAGEDOG PARKOUTDOOR EXERCISE AREAPARK AVERAGE Wardman Park Good
Sgt. Frank Hodge
Skate Park Good
DHS Health and
Wellness Center Excellent
Guy J. Tedesco
Park Good
Mission Springs Park Good
Rotary Park Good
Poor Fair Good Excellent
Table 2-2: Qualitative Amenity Conditions Assessment
Item Number: 5.
29 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
2.4 NEARBY PARKS AND NATURAL
RESOURCES
The Coachella Valley region is filled with many recreational resources in a vast variety of different landscapes, climates, plants, and wildlife. Unique mountain and desert landscapes are all within an hour‘s drive from the City of Desert Hot Springs.
Joshua Tree National Park
Joshua Tree National Park is located just northeast of the City Boundary and straddles both San Bernardino and Riverside Counties. The National Park encompasses nearly 800,000 acres of land and about 430,000 acres of designated wilderness. The Park includes parts of two desert ecosystems, both the Mojave Desert and the Colorado Desert. This creates a unique desert ecosystem with characteristics of both deserts, creating the only ecosystem in the world for Joshua Trees to live and thrive.
The vast and diverse landscape of Joshua Tree National Park provides many recreational opportunities for locals and visitors including hiking, rock climbing, scrambling, camping, backpacking, star-gazing, and bird watching.
Mount San Jacinto State Park
Mount San Jacinto State Park is located in the Mount San Jacinto Mountains in Riverside County, a 50-mile drive from Desert Hot Springs City Hall. The peak of Mount San Jacinto provides a beautiful backdrop to the City. The state park contains 30,000 acres of wilderness area including desert scrub to oak woodlands and a sub-alpine environment at the peak of 10,834 feet.
The park is popular among visitors for hiking, picnicking, backpacking, camping, and wildlife viewing.
Big Morongo Canyon Preserve
Big Morongo Canyon Preserve is a 31,000-acre open space located north of Desert Hot Springs in the Little San Bernardino Mountains. The preserve is home to one of the 10 largest cottonwood and willow riparian habitats in California and is an internationally recognized bird-watching site. The preserve is owned by the County of San Bernardino and contains numerous trails for walking, hiking, and wildlife viewing. At just a 15-minute drive from City Hall, Big Morongo Canyon Preserve is a close recreation destination for residents and visitors alike.
Mission Creek Preserve
Mission Creek Preserve is a 4,760-acre open space located just outside of the northwestern boundary. The preserve, which is managed by The Wildlands Conservancy, contains important desert and wetland habitats that serve a range of wildlife, including deer, bears, bighorn sheep, mountain lions, and birds.
The preserve is a 20-minute drive from Desert Hot Springs City Hall and provides opportunities for hiking, picnicking, birdwatching, wildlife and wildflower viewing, and camping.
Joshua Tree at Joshua Tree National
Park
Mount San Jacinto State Park
Joshua Tree National Park
Big Morongo Canyon Preserve
Item Number: 5.
ANALYSIS 30
2.5 LOCAL SCHOOLS
There are several school facilities located within the city. While no existing joint-use agreements (JUA) exist, there are many opportunities to partner with schools to make those facilities open for public use or for sport leagues outside regular school hours.
Desert Hot Springs High
School
» 6 baseball/softball fields
» Football field with track
» 6 tennis courts
» 6 basketball courts
Painted Hills Middle School
» 6 basketball courts
» 4 tennis courts
» 2 baseball fields
» Large open grass area
Bella Vista Elementary
School
» 3 basketball courts
» Large open grass area
» Playground
Cabot Yerxa Elementary
» Playground
» Soccer field
» Large open grass area
» 4 basketball courts
» 2 handball courts
Julius Corsini Elementary
» 4 handball courts
» 2 basketball courts
» 2 playgrounds
Desert Springs Middle
School
» Multi-purpose fields
» 5 basketball courts
Two Bunch Palms
Elementary
» 5 basketball courts
» 3 playgrounds
» Open grass area
» Soccer field
» Multi-purpose field
Bubbling Wells Elementary
» Multi-purpose fields
» 5 basketball courts
» 3 playgrounds
Edward L. Wenzlaff
Education Center
» 2 basketball courts
» Pickleball
Painted Hills
Middle School
Bella Vista
Elementary
School
Desert Hot
Springs High
School
Edward L. Wenzlaff
Education Center
Cabot Yerxa
Elementary
School
Julius Corsini
Elementary
School
Desert Springs
Middle School
Two Bunch Palms
Elementary School
Item Number: 5.
31 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
2.6 TRAILS
Trails in Desert Hot Springs are typically located on the outer edges of the city in wash areas and along the foothills. Some trails begin within city limits and travel outside of Desert Hot Springs into surrounding open spaces, while other trails are located outside of Desert Hot Springs entirely. Though outside of city limits, these trails are commonly used by Desert Hot Springs residents and visitors for recreation and nature connection.
Many existing trails are relatively undeveloped with minimal formal amenities but are used recreationally by the community. The peripheral location of most trails mean they are mostly used recreationally and do not provide meaningful connections to community destinations within Desert Hot Springs, such as parks and schools. However, the City has set goals for developing a formal network of trails to provide safe and viable alternative forms of transportation and to enhance recreational opportunities in the community.
Figure 2-2 displays existing and planned trails in Desert Hot Springs as identified in the General Plan.
Once developed, the City’s proposed trail network will provide connections directly to or near several parks, which would greatly improve park accessibility for the community.
Big Morongo Canyon
Preserve Trails
Big Morongo Canyon Preserve is a 30,000-acre preserve located north of Desert Hot Springs. The preserve is
owned by the County of San
Bernadino and contains numerous trails and footpaths
for walking, hiking, and wildlife viewing.
Blind Canyon Trail
Blind Canyon Trail is a challenging 3.9-mile trail located in the northwestern area of
Desert Hot Springs. The trail
has some steep sections and
is recommended for experienced hikers.
Kim Nicol Trail
Kim Nicol Trail is a 5.6-mile
trail loop located in the town
of Desert Edge. The trail difficulty ranges from easy to moderate due to loose sand
throughout the trail.
Long Canyon Trailhead
Long Canyon is a 12-mile trail
located to the west of Desert
Hot Springs. The trail is moderate in difficulty and connects to Joshua Tree National Park.
Mission Creek Preserve
Trail
Mission Creek Preserve is a
4,760-acre open space preserve located just outside of the northwestern boundary of
Desert Hot Springs city limits.
The preserve, which is managed by The Wildlands Conservancy, contains an easy
3.2-mile trail that features a
nice creek.
Swiss Canyon Trail
The Swiss Canyon Trail (sometimes known as Bryce’s Canyon Trail) is an easy 2.4-mile hike located in the northeastern portion of Desert
Hot Springs. The trail traverses a narrow canyon along a stream bed into the mountains.
Windy Ridge Trail
Windy Ridge Trail is a 3.6-
mile trail located along the
north-central edge of Desert
Hot Springs. The trail contains
some steep sections and is
considered to be a moderate
level of difficulty.
Kim Nicol Trail
Item Number: 5.
ANALYSIS 32
Figure 2-2: Trails
Item Number: 5.
33 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
2.7 OPEN SPACE
Desert Hot Springs is surrounded by large swaths of
protected open space. The
owners of these spaces vary
but the Coachella Valley
Conservation Commission
(CVCC) owns a large portion
of these spaces in City and in
many other areas through the
Coachella Valley. This land is
shown in Figure 2-3. Currently
these spaces within the City
are not serving community
needs beyond protecting native habitat and species but these spaces do pose many
potential future opportunities
for residents and visitors.
Chapter 4 outlines several actions to build a better partnership with the Commission to bring better access to these
lands through potential educational programs, potential interpretive trails, and other
opportunities for passive recreation.
Coachella Valley Conservation Commission
Mission:
“The Coachella Valley Multiple Species Habitat Conservation Plan is a shared regional vision for balanced growth to conserve Coachella Valley’s natural resources while also building a strong economy vital to our future.”
“Protects 240,000 acres of open space and 27
species”
“Enhances infrastructure without environmental conflicts” “Offers opportunities for recreation, tourism,
and job creation”
“Ensures the survival of endangered species”
https://cvmshcp.org
Item Number: 5.
ANALYSIS 34
Figure 2-3: Open Spaces
Item Number: 5.
35 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
2.8 LEVEL OF SERVICE
Level-of-service (LOS) is a analysis used in park planning to evaluate how parks, open spaces, and facilities serve a given community. The analysis in this Plan uses three types of LOS analyses:
1. Population-based LOS Analysis compares the total park acres to the total population, expressed as the number of park acres per 1,000 residents.
2. Amenity LOS compares the inventoried count of each type of park amenity to national benchmarks provided the National Recreation and Park Association (NRPA).
3. Travelshed Analysis LOS measures park accessibility at different travel distances that are representative of different travel modes. For instance, areas are park-accessible if they are within a half-mile (10-minute walk), 1 mile (5-minute bike ride), or 2 miles (3-minute drive). Areas outside of these distances are not park accessible for the given mode and approximate travel time.
These three LOS analysis methods enable the planning team to determine how well the existing park system serves the community and are complemented by qualitative input gathered from the community members, stakeholders, and City staff. The park LOS analysis can be used with population growth projections and planned park facilities to help guide future park planning efforts. 2023 LOS ALL CITY
PARKS
Existing Park Acreage 39.31
Recommended Adopted Standard per 1000
Population 3.00
Acres per 1000 Population (2023) 1.21
Total Surplus/Deficit Acres per 1000 Population
(2023) -1.79
Acres in Deficit 58.23
2.8.1 Park Acre and
Population Level of
Service
Population-based LOS analysis allows the City to establish a park acre per 1,000 residents
goal. Desert Hot Springs’ goal
is to have three park acres for
every 1,000 residents. Table
2-3 shows the existing LOS in
Desert Hot Springs, which is
1.21 park acres per 1,000 residents. The City is currently in a 1.79 park acre deficit per
1,000 people. In other words,
to reach the goal of three park acres per 1,000 residents, the City will need to add 58.23 acres to the existing park system to meet the needs of current residents.
2.8.2 Amenity Level of Service
An amenity LOS analysis for Desert Hot Springs’ park system was performed using National Recreation and Park Association (NRPA) park amenity benchmarks from the 2023 Agency Performance Review in combination with an inventory of existing park amenities. The NRPA metrics benchmarks are based on the results of a nationwide self-reported data from park and recreation agencies.
These NRPA metrics are used by the planning team as guidelines for best practices. The planning team surveyed the City’s existing recreation facilities to collect an inventory of amenities located within each park. These amenities were then totaled for all parks in the city.
Table 2-4 summarizes park amenities in alll parks citywide and compares them with the amenity guidelines, as well as the recommended standards based on the City of Desert Hot Springs population size. The 2020 Census counted 31,998 people in Desert Hot Springs, which places it in the NRPA population category for jurisdictions with 20,000 - 50,000 people. Table 2-4 shows that the City’s largest deficits based on the amenity LOS data are tennis courts, picnic areas, walking paths, multi-purpose fields, and volleyball courts. This means that the City currently does not provide enough of these amenities within existing parks to serve the current population. The City may want Table 2-3: 2023 Population Level of Service
Item Number: 5.
ANALYSIS 36
LEVEL OF SERVICE FOR 2021 POPULATION
(31,988 EST. POP. CENSUS 2021)
EXISTING CITY FACILITIESNATIONAL GUIDELINE SERVICE LEVEL (1/# POP)RECOMMENDED CITY STANDARD (1/# POP)TOTAL FACILITIES NEEDEDTOTAL SURPLUS / DEFICIT Indoor Rec.
Facilities
Recreation Center 1 19,854 19,900 1.6 -0.6
Community Center 1 39,765 39,800 0.8 0.2
Senior Center 0 30,038 30,000 1.1 -1.1
Teen Center 0 47,963 48,000 0.7 -0.7
Nature Center/Museum 1 - 68,000 0.5 0.5
Outdoor Park & Rec Facilities
Picnic Area (12+ People) 1 - 5,000 6.5 -5.5
Playground (ages 6-12) 3 19,671 19,700 1.7 1.3
Playground/Tot Lot (ages 2-5) 1 8,606 8,600 3.8 -2.8
Restroom Facility 4 - 4,600 7.1 -3.1
Basketball Courts 3 17,667 17,700 1.8 1.2
Volleyball Courts 0 - 10,000 3.3 -3.3
Tennis Courts 0 4,346 4,300 7.6 -7.6
Pickleball Courts 4 10,000 8,000 4.1 -0.1
Youth Baseball Fields 2 24,765 24,800 1.3 0.7
Adult Baseball Fields 0 27,447 28,400 1.1 -1.1
Softball Fields 0 28,219 28,200 1.2 -1.2
Rectangular Soccer Fields* 6 18,043 18,000 1.8 4.2
Football 0 28,070 28,100 1.2 -1.2
Multi-purpose Fields* 0 8,373 8,400 3.9 -3.9
Splashpad/Sprayground 1 - 35,000 0.9 0.1
Swimming Pool 2 24,241 24,200 1.3 0.7
Skate Park 2 25,455 25,500 1.3 0.7
Pump Track 0 - 106,000 0.3 -0.3
Stage (no built-in seating) 1 - 42,000 0.8 0.2
Amphitheater (built in seating/terrace) 0 - 42,000 0.8 -0.8 Community Garden 0 34,793 35,000 0.9 -0.9
Dog Park 2 15,645 15,600 2.1 -0.1
Walking Path 1 - 5,300 6.1 -5.1
Outdoor Exercise Area/Exercise Path 1 - 28,000 1.2 -0.2 Deficit Surplus
to focus on providing these amenities at existing parks or future parks to better serve the community.
Amenity LOS is an appropriate metric to show if - and the extent to which - deficits in specific amenities exist. However, this is not the only measure to determine the LOS of park amenities. For instance, the NRPA metrics do not reflect regional and local trends in Southern California such as futsal, handball, pelota mixteca, obstacle courses, climbing walls, rope courses, bouldering, and adventure playgrounds. As such, an additional lens should be applied to capture the community’s priorities, needs, and impressions of the current park system. The needs will be further discussed in other chapters of the report.
Table 2-4: Amenity Level of Service
Item Number: 5.
37 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
2.8.3 Travelshed
Analysis Level of
Service
A travelshed analysis was
performed for parks and
recreation facilities to evaluate accessibility citywide.
The travelshed analysis uses
mapping systems to determine access to parks within
a half-mile (10-minute walk),
1 mile (5-minute bike ride),
or 2 miles (3-minute drive).
The travelshed analysis is important because it can be used to highlight areas with
greater park need and visualize where there are gaps in access to parks. Results from
this analysis are displayed in
Figure 2-4.
Travelshed analysis takes into
account the transportation
network to determine accessibility. Instead of using
simple straight-line distances
that overestimate real travel
distances and accessibility,
the method used takes into
account the actual road network that people use as walking, biking, or driving routes to get to parks. This method
more realistically represents
the accessibility to parks experienced by people walking, biking, and driving.
Park Travelsheds
The travelshed analysis uses
three different park travelsheds to analyze the service area of each park: the distance traveled by walking,
biking, and driving. For each
existing park, the analysis produced three polygons that represent a 10-minute walk,
a five-minute bike ride, and
a five-minute car drive. These
polygons are represented
in Figure 2-4 and Figure 2-5.
The results of these walkshed
and driveshed polygons were
placed on top of the City
base map to see which regions had sufficient access to parks.
The 10-minute walkshed provides park access to most of the central-west areas of the
city’s developed areas that
are between Mission Lakes
Boulevard and Ironwood
Drive. The maps also show
present gaps in the 10-minute park travelshed in central Desert Hot Springs near the
downtown area as well as the
eastern part of the city along
Hacienda Avenue near Club
Circle Drive. The bike travelshed shows larger coverage in the central Downtown area of the city and even outside the city boundary. The five-minute drive travelshed
shows more coverage to the
central and eastern parts of
the city, reaching 15th Avenue and Dillon Road. Figure 2-5 indicates that all of the
parks in the City are accessible within a five-minute drive to most of the City’s developed areas.
TRAVELSHED
ROAD
PARK
Item Number: 5.
ANALYSIS 38
Figure 2-4: Half & Two-mile Travelsheds
Item Number: 5.
39 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Figure 2-5: Half, One, & Two-mile
Travelsheds
Item Number: 5.
ANALYSIS 40
Amenity-Specific Travelsheds
Figure 2-6 to Figure 2-7 features a series of maps showing the park travelsheds of parks with specific amenities. These maps illustrate the distribution of amenities across the City, such as playgrounds, sports courts (basketball, tennis, volleyball, and pickleball), and fields (baseball/softball fields, soccer fields, and football fields).
Figure 2-6 demonstrates
the parks that contain playgrounds. These areas that are highlighted in a teal shade
indicate which areas are accessible to playgrounds in a 10-minute walk. This map indicates there is a need for additional playground access in the eastern area and central
areas near Downtown Desert
Hot Springs and in the northern areas of the City.
Figure 2-7 displays parks with
sports courts like basketball and pickleball and the
10-minute walking distance
to courts. This map shows a
large sports court gap on the
northern, eastern, and central areas near Downtown.
Figure 2-8 shows the parks
with field sports like soccer
and baseball. As shown in the
map, there are only two parks
that have fields access. The
map indicates a big need for
access to fields in the eastern,
northern, and southern areas
of the City.
These three maps indicate
a general need for additional parks all throughout
the City. This type of analysis, combined with Amenity LOS allows the project team
to determine which parks to
recommend potential new
infill amenities. Existing park
infill recommendations can be
found in Section 4.5 of this plan.
PLAYGROUNDS
SPORT COURTS
FIELDS
Skip ahead to
page 111 for
Infill amenity
recommendations
Item Number: 5.
41 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Figure 2-6: Playground Halfmile Travelsheds
Item Number: 5.
ANALYSIS 42
Figure 2-7: Courts Half-mile
Travelsheds
Item Number: 5.
43 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Figure 2-8: Fields Half-mile
Travelsheds
Item Number: 5.
ANALYSIS 44
2.9 PARK EQUITY
Despite the widespread and
well-documented benefits
of parks and open spaces
to health and well-being, in
many cities across the United
States, these benefits are not
distributed equitably. Studies show that racial and socio-economic factors play a role in the provision, distribution, and quality of parks in many cities across the nation.
In 2021, The Trust for Public
Land reported that neighborhoods where residents predominantly identify as people of color have access to an average of 44 percent less park acreage than predominantly white neighborhoods, and
low-income neighborhoods
average 42 percent less park
acreage per person than
high-income neighborhoods.
The Trust for Public Land also
revealed that parks in communities of color are, on average, five times more likely to be crowded and half the
size of parks that serve white
populations. Similarly, parks
that primarily serve low-income households are, on average, four times smaller than parks that serve a majority
of high-income households.
Studies have also shown that
in addition to having access
to less park acreage, low-income communities and communities of color tend to have access to poorer-quality park
spaces with less recreational
programming.1
The intentional prioritization of
resources, such as new parks
or recreation programs, in underserved or disadvantaged 1 PolicyLink. (2021). Advancing Park
Equity in California. https://www.
policylink.org/sites/default/files/pl_brief_
ca-parks-equity.pdf
neighborhoods is one way
that cities can advance social and environmental justice in their community. The City’s
General Plan established
goals for the equitable distribution of land uses, services, and resources, which includes
distributing parks and recreation facilities so that every resident is within a 20-minute
walking distance. Identifying
neighborhoods that experience disproportionate environmental, health, or social burdens can help the City
determine which areas are
in the greatest need of additional or improved resources.
This Plan used two data sources to understand the geographic distribution of underserved and disadvantaged communities within Desert
Hot Springs: CalEnviroScreen
and Healthy Places Index.
CalEnviroScreen
CalEnviroScreen is a mapping tool from CalEPA and
the California Office of Environmental Health Hazard
Assessment (OEHHA) that
identifies areas most affected
by an accumulation of environmental pollution, health
burdens, and social stressors.2
CalEnviroScreen provides a
score based on the cumulative impacts experienced by
a particular community, with
higher scores experiencing
greater burdens and lower
scores experiencing lower
burdens. These scores are
used to identify and prioritize
communities that are most
burdened by environmental
injustices. Figure 2-9 displays
the range of CalEnviroscreen
2 California Office of Environmental
Health Hazard Assessment (2023).
CalEnviroScreen 4.0. https://oehha.
ca.gov/calenviroscreen/report/calenviroscreen-40
scores throughout communities in Desert Hot Springs.
Overall, Desert Hot Springs
has very low scores, indicating that the community does not experience significant exposure to pollution or other environmental hazards.
Healthy Places Index
The California Healthy Places
Index (HPI) is a peer-reviewed
data mapping platform created by the Public Health Alliance of Southern California.
The HPI maps data for social
indicators that impact health,
such as education, job opportunities, access to clean
air and water, and more.3
Similar to CalEnvioScreen, HPI
is a useful tool to help identify health inequities affecting neighborhoods across California. Figure 2-10 displays the percentile ranking for different neighborhoods in Desert Hot Springs, with lower percentile areas experiencing
less healthy conditions than
higher percentile areas. Figure 2-10 shows that the majority of residential neighborhoods in Desert Hot Springs have very low percentile
rankings, indicating less
healthy conditions than other
communities in California. This
score reflects a variety of factors, including, but not limited to low tree canopy, park access, homeownership, housing cost burden, access to healthcare, and poverty, employment, and income levels. 3 Public Health Alliance of Southern California (2022). California Healthy Places Index. https://www.healthyplacesindex.
org/
Item Number: 5.
45 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Figure 2-9: CalEnviroScreen
Scores for Desert Hot Springs
Item Number: 5.
ANALYSIS 46
Figure 2-10: Healthy Places Index
Percentiles for Desert Hot Springs
Item Number: 5.
47 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
2.10 PARK
PRESSURE
Park pressure is a modeled
analysis of park size and ac-
cessibility. This process takes
into account the number of
residents that reside within
a park travelshed. The park
centered at each travelshed
offers a unique amount of
park acres per the number of
residents in the covered trav-
elshed area. This process as-
sumes that residents use the
park closest to where they
reside. Based on the NRPA,
we use the ratio of 3 acres
per 1,000 residents to be the
standard or baseline of the
park pressure formula. Areas
may have a surplus of acres
per 1,000 residents or a deficit
based on the unique makeup
of the location. The model for
this analysis is represented in
Figure 2-11.
2.10.1 Park Needs
Map
Figure 2-11 shows that there
are many areas in Desert Hot
Springs that are in a park “defi-
cit” according to this analysis.
It is also important to note
that developed areas with-
out a park within a 10-minute
walk are considered as the
highest park acre deficit. But
areas with significant park
acre coverage, displayed
as the green colors, are the
travelshed areas surrounding
Wardman park, Hot Springs
Park, Veteran’s Park, Mission
Springs Park, and Rotary Park.
Understanding where there
are greater needs for addi-
tional park acres in the future
can help the City determine
which future park sites to pri-
oritize developing.
Existing
Population
Density
Park Standard
(3 Acres/1,000
Residents)
Park
Pressure
Map
1/2-Mile
Travelshed of
Existing and
Planned Parks
Item Number: 5.
ANALYSIS 48
Figure 2-11: Park Pressure
Item Number: 5.
49 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
2.11 RECREATIONAL PROGRAMMING, STAFFING, AND
OPERATIONS ANALYSIS
The City of Desert Hot Springs Recreation and Community Services Department (the Department) provides recreational programming at city-owned parks and recreational facilities. The Department’s main goal is to “enhance the quality of life in Desert Hot Springs by providing accessible, affordable enrichment and recreation opportunities for youth and families.” The three goals of the Department are:
TO CONNECT
RESIDENTS TO
NEIGHBORS,
LOCAL RESOURCE
AGENCIES AND THE
CITY.
TO CREATE
OPPORTUNITIES FOR
RECREATION AND
ENRICHMENT THAT
ARE ACCESSIBLE
AND AFFORDABLE.
TO CULTIVATE JOB
AND LIFE SKILLS TO
SET TEENS UP FOR
SUCCESS.
As a recently-established department, Recreation and Community Services is still growing into a fully-programmed recreation provider. Current programs are primarily focused on youth sports and after-school activities, and adult sports and classes.
Most programs are housed at the Desert Hot Springs Community Health and Wellness Center, which has a full-sized gymnasium, fitness amenities. The Health and Wellness Center is also home to the John H. Furbee Aquatic Center which has an Olympic-style swimming pool.
Item Number: 5.
ANALYSIS 50
2.11.1 Recreational Facilities
Swim lessons and youth sports programming are the primary recreational activities at the Health and Wellness Center, providing options for swimming, basketball, volleyball, football, gymnastics, pickleball, and after-school programming. There is also an event and reception space available as a rental space for events.
Carl May Community Center is home to the Senior Center. The Senior Center operations are contracted out to a private provider who operates the facility on behalf of the City.
2.11.2 Existing Recreation Programs
The City currently offers various services and programs for youth, adults, and seniors. Recreation programs offered by Desert Hot Springs include:
PROGRAM YOUTH ADULTS SENIORS
After-school activities X
Archery X
Arts & crafts X
Aquatics X
Basketball X X
Baseball X
Computer skills X
Dance (Argentine tango) X X
Dance (tap, jazz, hula) X
Farmers Market X
Fitness classes (VXN dance fitness) X X
Games (bingo, billiards, mahjong) X
Gymnastics X
Indoor pickleball X X
Martial arts (karate) X
Movies X
Music (piano) X
Skateboarding X
Science Night X
Theater X
Video games (Wii) X
Visual Arts (Paint Night) X X
Volleyball X
Yoga X X
Table 2-5: Recreation Programs
Item Number: 5.
51 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
PROGRAM AGE GROUP PROGRAM ACTIVITY
REGISTRATIONS PERCENT
CHANGE 2022 2023
Aquatics Youth Parent and Me swim classes 18 11 -39%
Aquatics Youth Jellyfish swim classes 66 39 -41%
Aquatics Youth Starfish swim classes 28 16 -43%
Aquatics Youth Teen swim classes 2 0 -100%
Aquatics Adult, Senior Adult swim classes 8 16 100%
Basketball Youth Co-ed basketball camp 46 38 -17%
Computer skills Senior Computer skills class 2 * *
Aquatics Youth, Adult, Senior Furbee Aquatic Center Membership ** 48 ** Archery Youth Archery ** 95 **
Volleyball Youth Volleyball clinic (girls) ** 51 **
After-school programs Youth Summer camp ** 261 **
After-school programs Youth After-school transportation ** 119 ** After-school programs Youth School break camps ** 105 ** After-school programs Youth Elementary after-school program ** 74 ** After-school programs Youth Middle school after-school program ** 32 ** Visual Arts Youth, Adult, Senior Paint Night ** 159 **
Total registrations 170 1,064
2.11.3 Program Utilization
There are two complete years of data on program utilization - 2022 and 2023. Trends cannot be easily identified due to lack of data. In 2022, programming was mainly focused on swimming and basketball. 2023 expanded programming into archery, volleyball, summer camp, and after-school programs.
In 2023, the City expanded its programming offering additional programming activities and services. The City has seen an increase in demand for the variety of program options offered and will continue to evaluate attendance and determine the best activities to continue.
The City provides classes and specific programs at the City’s Health and Wellness and the Carl May Community Center. The above table represents programs or events with the most registrations in 2023.
Table 2-6: Recreation Program Registrations 2022 and 2023 Item Number: 5.
ANALYSIS 52
Aquatics and Swim
Lessons
The aquatic center is by far
the most used recreational facility managed by the
Department. In 2022, the total admissions counted for
aquatic center entry was
3,166. As of September 2023,
the pool has been visited just
over 1,500 times. Similar to program utilization data, trends in aquatic center admissions
cannot be reliably identified
due to potential changes or
lack of data collection. While
the total admissions and most
admissions categories show
decreases, the integrity of the
data collection method is unknown, highlighting a need for consistent data collection
on facilities and programming department-wide.
After-School Programming
The Health and Wellness Center provides an after-school program at their facility located between Desert Hot
Springs High School and Edward L. Wenzlaff Elementary
School. The program provides
transportation from schools
to the Health and Wellness
Center. The program’s transportation data is used here as a proxy for participation
ADMISSION TYPE
AQUATIC
CENTER
ADMISSIONS
PERCENT
CHANGE
2022 2023
Adult 2561 994 -61%
Family of four 382 290 -24%
Youth 162 240 48%
Adult (10 admission pack) 50 41 -18%
Family of four (10 admission pack) 4 3 -25%
Youth/Adult Summer pass 4 0 -100%
Youth (10 admission pack) 2 4 100%
Family of four summer pass 1 0 -100%
Total 3,166 1,572
Table 2-7: Aquatic Center Admissions
PERCENT UTILIZATION OF AFTER-SCHOOL
TRANSPORTATION PROGRAM
SCHOOL % UTILIZATION (2022)
Desert Hot Springs High School 100%
Bubbling Wells 94%
Bella Vista 93%
Cabot Yerxa 93%
Painted Hills 85%
Julius Corsini 72%
Desert Springs 66%
Two Bunch Palms 53%
Table 2-8: After School Transportation Utilization
in the after-school program
overall. On average in 2022,
all schools had greater than
50 percent utilization of the
after-school transportation
program, as shown in Table 2-8. Five of these eight
schools had 85 percent utilization or greater, and Desert Hot Springs High School filled
100% of available spots in this
program.
Item Number: 5.
53 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Sports Leagues
The City of Desert Hot Springs
offers youth recreational
sports leagues. These include
basketball, volleyball, Little
League baseball, and Little
League softball. Youth soccer
in the City is operated by the
American Youth Soccer Organization (AYSO).
The City does not record registration numbers for these sports, and so are not able
to be analyzed for utilization.
However, courts and fields
are regularly reserved and
utilized for these activities and
are difficult to find availability
due to the frequency of use.
Youth basketball has filled all
available spots in its first two
years of play. Basketball and
volleyball tend to be the most
popular sports programs that
the City provides due to the
City’s climate and the ability
to play indoors.
2.11.4 Programming Comparative Analysis
To provide context to the City’s current program offerings and staffing, an analysis was conducted comparing the City of Desert Hot Springs to the data available in the National Recreation and Park Association’s (NRPA) Agency Performance Review. This review included the following assessments:
» Programming nationwide was compared to programming in Desert Hot Springs to assess if major programming areas that are the most common across the nation are being offered in the City.
» The general programming analysis compares general programming areas, such as team sports, special events, and aquatics, based on a set of variables, designed through NRPA’s research, to compare communities of similar size. These variables are park acres, number of parks, population, and region. This assessment allows an ‘apples to apples’ comparison between Desert Hot Springs and similarly sized communities. » A staffing analysis was performed to determine if City staffing for programming is adequate compared to agencies of similar size and geographic location.
Item Number: 5.
ANALYSIS 54
General and Specific Programming Assessment
The 2023 NRPA Agency Performance Review was used as the baseline data for comparing Desert Hot Springs to peer agencies. Within the NRPA Pacific Southwest region, peer agencies were determined based on the following criteria set by the NRPA measured for each park district’s jurisdiction: population, number of parks, and park acreage. Desert Hot Springs meets the following thresholds level for each category:
» Population: 20,000 to 50,000 people (Desert Hot Springs population: 32,512) » Number of parks: Fewer than 10 park facilities (9 park facilities in Desert Hot Springs) » Park acreage: 250 acres or less (39 total park acres in Desert Hot Springs) TARGET POPULATION FOR PROGRAM
PROGRAM TYPE
DESERT HOT SPRINGS
PROGRAM
PROGRAMMING COMPARISON: PERCENT OF PEER AGENCIES PER
CATEGORY OFFERING PROGRAM TYPE
Peer
agency
category:
Population
(20,000
- 50,000
people)
Peer
agency
category: #
of parks
(Fewer than
10 parks)
Peer
agency
category:
Park acres
(250 acres
or less)
Average
% of peer
agencies
across all
criteria
providing
program
type
% of
agencies
in Pacific
SW region
providing
program
type
Program for general population
Themed Special Events Yes 90% 89% 87% 90% 94%
Social Recreation Events Yes 90% 86% 88% 89% 92%
Team Sports Yes 93% 88% 89% 90% 90%
Fitness Enhancement Classes Yes 90% 80% 79% 85% 92%
Health and wellness education Yes 83% 79% 76% 82% 90%
Individual Sports Yes 80% 75% 72% 76% 78%
Safety Training No 65% 67% 69% 71% 83%
Racquet Sports Yes 76% 66% 65% 71% 75%
Aquatics Yes 68% 65% 61% 69% 80%
Performing Arts Yes 64% 62% 51% 62% 69%
Visual Arts Yes 58% 56% 52% 59% 69%
Natural and cultural history
activities No 54% 56% 43% 53% 60%
Cultural Crafts No 61% 57% 53% 60% 67%
Trips and Tours No 64% 55% 54% 59% 64%
Martial Arts Yes 65% 52% 57% 61% 71%
Running/cycling races No 46% 43% 39% 45% 52%
Golf No 43% 39% 28% 39% 47%
eSports/eGaming No 10% 8% 7% 8% 8%
Programs for youth, older adults,
or people with disabilities
Summer Camp Yes 88% 81% 74% 82% 86%
Specific Senior Programs Yes 80% 79% 72% 77% 78%
Specific Teen Programs Yes 62% 64% 56% 64% 75%
Programs for people with
disabilities No 58% 58% 45% 56% 64%
STEM Programs Yes 50% 52% 47% 52% 60%
After School Programs Yes 48% 43% 50% 52% 66%
Preschool No 37% 32% 32% 37% 46%
Before school programs No 20% 15% 17% 18% 21%
Full daycare No 6% 4% 6% 7% 10%
Table 2-9: Programming comparison
Item Number: 5.
55 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Desert Hot Springs Programming Strengths, Weaknesses, and Uniqueness Programming strengths are identified as programs offered in Desert Hot Springs that are also offered by 75 percent or greater of peer agencies in one or more categories.
Table 2-9 shows that Desert
Hot Springs provides several
programs when compared
to peers across all three categories. These programs should be maintained by the Department to continue matching
offerings provided by peers.
These programs are:
» Themed special events
» Social recreation events
» Team sports
» Fitness enhancement classes
» Health and wellness education
The following programs are
provided by peer programs in
one or two categories. These
programs should also be
maintained by the Department to continue matching
offerings provided by peers.
These programs are:
» Individual sports
» Racquet sports
» Summer camp
» Specific senior programs
Programming weaknesses
are identified as programs offered by 50 percent or greater of peer agencies in one or more criteria, but not offered
in Desert Hot Springs. These
programs may be considered
by the Department to match
offerings provided by peer
agencies. These programs are:
» Safety training
» Natural and cultural history
activities
» Cultural crafts
» Trips and tours
» Programs for people with
disabilities
Unique programs are identified as programs that are
offered in Desert Hot Springs,
but are not offered by 75 percent or greater of peer agencies in one or more categories. Programs in this category may be considered strengths
if they are well-utilized, or
weaknesses if they are not.
Consideration must be given
to the community’s awareness of these programs if they are not well-utilized; marketing campaigns may be needed to boost utilization before decisions are made on program continuation.
Unique programs in Desert
Hot Springs are:
» Aquatics
» Performing arts
» Visual arts
» Martial arts
» Specific teen programs
» STEM programs
» After-school programs
Comparative
Programming Assessment
Table 2-10 lists program areas that local cities offer and compares them to Desert Hot
Spring’s programming offerings. The data from local cities was developed from recent program guides.
The City of Desert Hot Springs
provides a wide variety of programming that compares well to local cities. The areas of potential expansion or improvement include cultural arts programs such as language,
visual arts, performance arts,
cultural events, therapeutic
or adaptive programs, and
virtual programs. Continued
improvement of existing services will require resources and staffing. The community
has expressed a desire to see
an expansion of services, and
this type of expansion would
further solidify the community development efforts of the City and the department.
ORGANIZATION DESERT HOT
SPRINGS COACHELLA CATHEDRAL CITY
PALM
SPRINGS
Population 32,512 42,835 52,494 45,223
Early Childhood
Youth x x x x
Teen x x x x
Adult x x x x
Fitness x x x x
Senior /Active x x x
Aquatics x x x x
Camps x x x x
Youth Sports x x x x
Adult Sports x x x
Cultural Arts x x x
Therapeutic/Inclusive
Virtual
Table 2-10: Program Offerings from Local Agencies
Item Number: 5.
ANALYSIS 56
2.10.3 Staffing
Comparative Analysis
The City currently has five
full-time staff in the Parks and
Community Services Department allocated to recreation.
In the analysis of the programming for the City’s parks and recreation program,
staffing levels were reviewed
to determine if program
staffing met established industry standards. The NRPA’s Agency Performance Review
is used as the basis for the
Figure 2-12: Staffing Comparative
analysis. This model analyzes
recreation and park agencies nationally and provides
data sets based upon qualifiers such as population and park acreage. This dataset is
based on staffing percentages and total staffing in a geographic region’s parks and recreation departments.
Comparable cities have between 17.88 (lowest quartile
of agencies) and 78.75 (highest quartile of agencies) fulltime equivalents in their parks and recreation departments.
Within this same dataset, there
would be between 6 (lowest
quartile of agencies) and 25
(highest quartile of agencies)
full-time equivalents dedicated to programming activities.
Specific staffing levels are primarily dictated by the type and number of programs offered and must be continually adjusted to address programming modifications.
Item Number: 5.
57 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
2.11.5 Financial Review
Desert Hot Springs has budgeted approximately $1.5 million for recreational activities, which translates to $44.28 per capita. The city is the second lowest amongst comparable cities used within this study. The City’s primary source of revenues for Parks and Recreation are:
MUNICIPALITY COST PER
CAPITA
Desert Hot Springs $45.28
Coachella $55.62
Cathedral City $27.74
Palm Springs $106.62
User Fees: These are fees charged by the department for specific classes, programs, camps, and rentals offered within the City.
These generally help to fund employees, contract instructors, and basic program materials and supplies.
Impact Fees: These are fees charged to new or major development. It can help pay for parkland acquisition (Quimby Fees) or for development of new parks to provide service to new residential development. The City of Desert Hot Springs also specifically has impact fees for its community centers as well as its aquatic center. This can help fund improvements to these facilities to provide more enhanced services to the community.
CFDs/CSDs: The City has several different Community Facility Districts or Community Service Districts. This is a specialized limited funding source, which helps pay for initial and ongoing costs for recreation needs based upon a specific assessment amount.
This funding source is specifically assessed to residents of a specific geographic area and is only applicable on recreation and parks needs within that geographic area.
Tax Revenue: This refers to property and sales tax revenue that is used to supplement funding that is not covered by the aforementioned items. It can be used for operations, staffing, and infrastructure as needed.
Grants, Sponsorships, and Donations: This refers to grant-funding, sponsorships, or direct donations provided to the Department to help fund specific programs or activities. These are not consistent annual streams, but typically more program or activity-generated revenue streams.
Together these revenue streams help fund the overall department. Figure 2-13 shows by major service area the types of revenue streams that can help fund those activities. The figure shows areas of interest such as contracted classes or aquatics can generally be user-fee funded, whereas more community service-based programs such as youth activities, and senior services are a mix.
PRIMARILY
FUNDED BY
USER FEES
MIXTURE OF USER
FEES, TAXES, AND
OTHER SOURCES
PRIMARILY
FUNDED BY TAX
REVENUES
» Classes
» Rentals
» Aquatics
» Youth programs
» Sports (adult
and youth)
» Senior Services
» Park/facility
maintenance
» Park/recreation
administration
» City-wide
indirect support
Table 2-11: Parks and Recreation per Capita Spending in 2023 Figure 2-13: Revenue Streams Item Number: 5.
ANALYSIS 58
Cost Recovery
The City of Desert Hot Springs has only recently started charging fees for services for programs.
The total direct expenditures for Recreation are approximately budgeted at $1.45 million for Fiscal year 2024 However, in addition to these budgeted expenditures, the City also conducted a Cost Allocation Plan, which identified indirect costs, $321,301, associated with the operations of the Health and Wellness Center. The indirect costs account for support from the City Manager, Human Resources, Finance, and other citywide support functions. Understanding the indirect costs within the operations allows the City to properly manage user fees to maximize cost recovery.
As the City has only recently started offering different programs, programming revenue is still limited. The following table shows the two major areas, the aquatics programming and the recreation center, for Fiscal Year 2024 the annual surplus / (deficit) and resulting cost recovery percentages as shown in Table 2-12.
The City is currently significantly below the typical cost recovery ranges for each service area.
While there are a handful of fees charged by the City, no formal assessment and/or calculation of
CATEGORY AQUATICS REC CENTER TOTAL
Total Direct Cost $380,752 $1,068,049 $1,448,801
Total Indirect Cost $192,074 $129,226 $321,301
Total Costs $572,826 $1,197,275 $1,770,102
Revenue $8,000 $105,000 $113,000
Surplus / Deficit -$564,826 -$1,092,275 -$1,657,102
Total Cost Recovery % 1% 9% 6%
Direct Cost Recovery % 2% 10% 8%
Typical Cost Recovery 50% 40% 25%
Table 2-12: Recreation Cost Recovery
Community Services Capital Programming
In addition to annual operating needs, the Community Services Department has a robust capital program, with needs for building new facilities and expanding and improving existing facilities.
These capital needs can be funded through Development Impact Fees (DIF), and new CFDs / CSDs. The City’s current Development Impact Fee program is citywide and not geographically specific. Therefore, new development that pays those fees, should be used to fund projects throughout the City. The Aquatics DIF and Community Center DIF should also be used to help specifically fund improvements to the Aquatics program and Health and Wellness Center Unlike the impact fees, the CFDs / CSDs are more project or geographic-specific. The Community Facility District (CFD) or Community Service District (CSD) can help pay for both initial infrastructure costs as well as ongoing maintenance and operations of those facilities within the area.
Taxes and Grants, along with sponsorships and donations help fund the gaps needed for both operations and capital projects. While tax revenue is typically not restricted, grants and sponsorships, along with donations can be specific to programs and/or specific activity types.
2.11.6 Maintenance and Operations
The City of Desert Hot Spring’s parks, recreational facilities, and landscaped areas are maintained by the Public Works Department Maintenance Division, led by the Parks & Facilities Supervisor with three staff members. The Maintenance Division provides maintenance to most of the City’s infrastructure assets including parks, greenspaces, and facilities. The City has a maintenance contract with a private vendor for Mission Springs Park and Guy J Tedesco Park. They provide landscaping needs including pressure washing, restroom maintenance, mowing, and responding to service requests. user fees has been conducted. In addition to user fees, the deficits in these programs
are bridged through support
from general fund monies.
Therefore, the City should
conduct a formal analysis
to better understand where
the current user fees are and
what they should be in the future, to minimize the need to rely on the general fund.
Item Number: 5.
59 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
2.12 RECREATIONAL TRENDS
Recreation program trends can vary over time and may be influenced by changes in societal preferences, technology, and other factors. As a result, it is important for the City to monitor, observe, and respond to emerging recreation trends to provide the community with relevant and in-demand programs. This section summarizes national and local recreation trends based on the most up-to-date data and can be used alongside community input to inform the City’s development of future programming. As the City expands its recreational program offerings, it should remain nimble and open to new concepts so that it can adapt to meet evolving trends and community desires.
2.12.1 National Trends
The 2023 Sports, Fitness, and Leisure Activities Topline Participation Report from the Sports and Fitness Industry Association (SFIA) highlights national recreation trends. The SFIA report indicates that participation in recreational activities in the U.S. has increased for the fifth consecutive year, rising
9.2 percent from 2017 and 1.9 percent from 2021. During 2022, 77.6 percent (236.9 million people) of United States residents participated in at least one recreational activity, roughly 20 million more people than in 2017. Now more than ever, people are prioritizing recreational activity and bouncing back from all-time lows recorded before the COVID-19 pandemic.
The number of totally inactive people decreased for the fourth consecutive year with 22.4 percent (68.6 million) of United States residents being inactive. Inactivity in every single age group decreased, except for 18-24-year-olds and 25-34-year-olds, likely due to life changes brought on by the pandemic, like enrolling in college and having children. Similarly, inactivity rates for every income level decreased by more than 3 percent in 2022, indicating that people are investing in physical activity more than in previous years.
See Table 2-13 to Table 2-18 for a closer look at national trends in the following areas:
» Fitness Sports Trends
» Team Sports Trends
» Individual Sports Trends
» Racquet Sport Trends
» Outdoor Activity Trends
» Winter Sports Trends
Item Number: 5.
ANALYSIS 60
National Recreation Trend Highlights
» Pickleball continued to be the fastest-growing sport in America with participation almost doubling in 2022.
» Trail running and day hiking participation increased for the fifth consecutive year. » Every racquet sport increased its participation from the previous year for the first time since 2015.
» Golf and tennis continue to maintain momentum with 9.7 and 4.3 percent participation increases in 2022, respectively. Both sports have grown over 20 percent since 2019. » Basketball, soccer (outdoor), football (flag), and football (tackle) all saw three-year total participation increases of over 4.5 percent with basketball seeing the highest three-year increase of 13.0 percent.
» Personal combat sports like martial arts, boxing for fitness, MMA for competition, MMA for fitness, and wrestling all posted participation increases in 2022. » Barre and Pilates showed solid participation increases in 2022, while yoga decreased for the first time in the last decade. All have strong three-year participation increases with yoga and pilates increasing over 10 percent in the last three years. » Camping, fishing, and bicycling activities recovered to 2020 participation levels after showing slight decreases in 2021.
» Group fitness-based activities continued to struggle, but showed some signs of recovery with boot camp style training, cardio kickboxing, and stationary cycling (group) experiencing participation increases in 2022. » Health club-based activities continued to struggle. Elliptical motion/cross-trainer, stairclimbing machine, stationary cycling (recumbent/upright), and weight resistance machines all had participation decreases last year, and are down over 10 percent compared to 2019 numbers. » Most team sports displayed a significant decrease in regular/consistent participants while seeing significant increases in casual participation. Outdoor soccer was the only team sport that saw a participation increase in regular/consistent and casual participants.
Item Number: 5.
61 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
2.12.2 Local Trends
Household Participation in Team Sports
Figure 2-14 displays estimated sports participation in Desert Hot Springs based on data from ESRI Business Analyst. This data uses national propensities applied to local demographic composition to estimate the relative likelihood of adults and households in the specified trade area to exhibit certain consumer behavior. According to the ESRI Business Analyst, it is estimated that
25.1 percent of all sports participants in Desert Hot Springs participate in basketball, followed by 16.5 percent participating in tennis, and 15.2 percent participating in soccer. The top team sports played in Desert Hot Springs are similar to national trends.
The SFIA report shows that nationally, basketball and soccer are two of the top five team sports based on participation numbers.
Additionally, the two sports had the highest increases in participation over the last three years out of all team sports (13.0 and
9.3 percent, respectively). Tennis, which is categorized as a racket sport by SFIA, has the highest overall participation out of all racket sports and has the second-highest participation growth after pickleball, growing 33.4% over the last three years. These trends indicate that interest in these sports continues to grow nationally, as well as locally.
Figure 2-14: Estimated Team Sports Participation in Desert Hot Springs
Source: ESRI Business Analyst
Item Number: 5.
ANALYSIS 62
Household Participation in Recreation
Figure 2-15 shows recreational activity participation in Desert Hot Springs based on data from ESRI Business Analyst. Walking for exercise is by far the most popular activity in Desert Hot Springs, followed by hiking, weight lifting, swimming, and jogging/running. Other recreational activities that ranked highly in Desert Hot Springs include road bicycling, yoga, fishing, aerobics, and bowling. Recreational activity trends in Desert Hot Springs indicate a high interest in physical fitness, which aligns with national trends. The SFIA report shows that the majority of active individuals in the U.S. participate in fitness sports (>65 percent), compared to lower participation rates in individual, outdoor, racquet, team, water, and winter sports. Additionally, throughout the community engagement process, participants repeatedly expressed the desire for more fitness-related amenities at parks in Desert Hot Springs, such as outdoor exercise equipment, walking paths, and a system of trails. The City can accommodate community interest in these recreational activities by increasing related amenities, such as trails, bicycle lanes, and outdoor exercise equipment, as well as related programming like fitness classes, guided hikes, group runs, and bicycle rides.
Figure 2-15: Estimated Recreational Activity Participation in Desert Hot Springs
Source: ESRI Business Analyst
Item Number: 5.
63 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
FITNESS SPORTS TRENDS
2022 Top 5 Fitness Sports Based on Overall Participation Table 2-13: SFIA National Fitness Sports Participation Trends SPORT 2019 2020 2021 2022 1 - YEAR
CHANGE
3 - YEAR
CHANGE
Pilates Training 9.2 M 9.9 M 9.7 M 10.3 M +5.8% +11.6%
Yoga 30.5 M 32.8 M 34.3 M 33.6 M -2.1% +10.4%
Kettlebells 12.9 M 13.6 M 13.6 M 13.7 M +1.0% +6.5%
Dance, Step, and Other
Choreographed Exercise to Music 13.5 M 25.2 M 24.8 M 25.2 M +1.7% +5.0% Barre 3.7 M 3.6 M 3.7 M 3.8 M +3.9% +3.8%
Free Weights (Dumbbells/Hand
Weights) 51.4 M 53.3 M 52.6 M 53.1 M +1.0% +3.3%
Walking for Fitness 111.4 M 114.0 M 115.8 M 114.8 M -0.9% +3.0% High Impact/Intensity Training 22.0 M 22.5 M 22.0 M 21.8 M -0.7% -1.0% Free Weights (Barbells) 28.4 M 28.8 M 28.2 M 28.7 M +1.5% +1.1% Aquatic Exercise 11.2 M 11.0 M 10.4 M 10.7 M +2.6% -4.6% Running/Jogging 50.1 M 50.7 M 49.0 M 47.8 M -2.4% -4.5% Treadmill 56.8 M 49.8 M 53.6 M 53.6 M -0.1% -5.7%
Bodyweight Exercise & Bodyweight
Accessory-Assisted Training 23.5 M 22.8 M 22.6 M 22.0 M -2.6% -6.3% Swimming for Fitness 28.2 M 25.7 M 25.6 M 26.3 M +2.5% -6.9% Rowing Machine 12.8 M 11.7 M 11.6 M 11.9 M +2.6% -7.2%
Tai Chi 3.8 M 3.3 M 3.4 M 3.4 M 0.0% -10.5%
Stationary Cycling (Recumbent/
Upright) 37.1 M 31.3 M 32.5 M 32.1 M -1.1% -13.4%
Weight/Resistance Machines 36.2 M 30.7 M 30.6 M 30.0 M -1.9% -17.1% Elliptical Motion/Cross-Trainer 33.1 M 27.9 M 27.6 M 27.1 M -2.1% -18.2% Cardio Kickboxing 7.0 M 5.3 M 5.1 M 5.5 M +8.5% -21.3%
Boot Camp Style Training 6.8 M 5.0 M 5.2 M 5.2 M +0.4% -24.0% Stair-Climbing Machine 15.4 M 11.3 M 11.8 M 11.7 M -0.9% -24.0% Cross-Training Style Workouts 13.5 M 9.2 M 9.8 M 9.2 M -5.3% -31.7% Stationary Cycling (Group) 9.9 M 6.1 M 5.9 M 6.3 M +5.5% -36.9% Source: SFIA Topline Report 2023
Top 5 Sports by 3-Year Percentage Change 2022 Top 5 Sports Based on Participation Numbers Yoga
Walking for Fitness Running/Jogging
Treadmill
114.8 M Participants
Weight/Resistance
53.6 M Participants
47.8 M Participants
33.6 M Participants
30.0 M Participants
Item Number: 5.
ANALYSIS 64
TEAM SPORTS TRENDS
2022 Top 5 Team Sports Based on Overall Participation
Table 2-14: SFIA National Team Sports Participation Trends Source: SFIA Topline Report 2023
SPORT 2019 2020 2021 2022 1 - YEAR
CHANGE
3 - YEAR
CHANGE
Basketball 24.9 M 27.8 M 27.1 M 28.1 M +3.7% +13.0%
Soccer (Outdoor) 11.9 M 12.4 M 12.6 M 13.0 M +3.7% +9.3% Football (Tackle) 5.1 M 5.1 M 5.2 M 5.4 M +4.0% +6.5%
Football (Flag) 6.8 M 7.0 M 6.9 M 7.1 M +3.1% +4.7%
Wrestling 1.9 M 1.9 M 1.9 M 2.0 M +5.1% +4.7%
Soccer (Indoor) 5.3 M 5.4 M 5.4 M 5.5 M +1.6% +3.0%
Swimming on a Team 2.8 M 2.6 M 2.8 M 2.9 M +2.9% +2.9%
Baseball 15.8 M 15.7 M 15.6 M 15.5 M -0.7% -2.1%
Gymnastics 4.7 M 3.8 M 4.3 M 4.6 M +7.0% -2.8%
Ice Hockey 2.4 M 2.3 M 2.3 M 2.3 M -1.3% -3.4%
Softball (Fast-Pitch) 2.2 M 1.8 M 2.1 M 2.1 M +2.8% -4.3% Volleyball (Court) 6.5 M 5.4 M 5.8 M 6.1 M +4.2% -6.1%
Volleyball (Beach/Sand) 4.4 M 4.3 M 4.2 M 4.1 M -1.3% -6.2% Football (Touch) 5.2 M 4.8 M 4.9 M 4.8 M -0.8% -6.3%
Ultimate Frisbee 2.3 M 2.3 M 2.2 M 2.1 M +-2.2% -6.5%
Cheerleading 3.8 M 3.3 M 3.5 M 3.5 M +1.2% -6.5%
Volleyball (Grass) 3.1 M 2.7 M 2.8 M 2.8 M +0.8% -9.8%
Paintball 2.9 M 2.8 M 2.6 M 2.6 M +1.2% -10.0%
Track and Field 4.1 M 3.6 M 3.6 M 3.7 M +2.9% -10.8%
Lacrosse 2.1 M 1.9 M 1.9 M 1.9 M -0.9% -11.4%
Softball (Slow-Pitch) 7.1 M 6.3 M 6.0 M 6.0 M +0.5% -14.6% Roller Hockey 1.6 M 1.5 M 1.4 M 1.4 M -4.0% -15.3%
Rugby 1.4 M 1.2 M 1.2 M 1.2 M -5.8% -16.2%
Top 5 Sports by 3-Year Percentage Change 2022 Top 5 Sports Based on Participation Numbers Basketball
Baseball
Soccer (Outdoor)
Football (Flag)
Volleyball (Court)
28.1 M Participants
15.5 M Participants
13.0 M Participants
7.1 M Participants
6.1 M Participants
Item Number: 5.
65 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
INDIVIDUAL SPORTS TRENDS
2022 Top 5 Individual Sports Based on Overall Participation Table 2-15: SFIA National Individual Sports Participation Trends Source: SFIA Topline Report 2023
SPORT 2019 2020 2021 2022 1 - YEAR
CHANGE
3 - YEAR
CHANGE
Skateboarding 6,610 8,872 8,747 9,019 +3.1% +36.4%
Trail Running 10,997 11,854 12,520 13,253 +5.9% +20.5%
Golf (on- or off-course) 34,176 36,861 37,473 41,096 +9.7% +20.2% MMA for Competition 978 979 1,026 1,076 +4.9% +10.1%
Roller Skating (Inline Wheels) 4,816 4,892 4,940 5,173 +4.7% +7.4% Ice Skating 9,460 9,857 9,481 10,086 +6.4% +6.6%
Boxing for Fitness 5,198 5,230 5,237 5,472 +4.5% +5.3%
MMA for Fitness 2,405 2,445 2,339 2,524 +7.9% +5.0%
Martial Arts 6,068 6,064 6,186 6,355 +2.7% +4.7%
Horseback Riding 6,990 6,748 6,919 7,309 +5.6% +4.6%
Roller Skating (2x2 Wheels) 6,612 6,160 6,373 6,810 +6.9% +3.0% Archery 7,449 7,249 7,342 7,428 +1.2% -0.3%
Bowling 45,372 40,143 41,666 42,292 +1.5% -6.8%
Trathlon (Non-Traditional/ Off Road) 1,472 1,363 1,304 1,350 +3.5% -8.2% Trathlon (Traditional/ Road) 2,001 1,846 1,748 1,780 +1.8% -11.0% Adventure Racing 2,143 1,966 1,826 1,714 -6.1% -20.0%
Top 5 Sports by 3-Year Percentage Change 2022 Top 5 Sports Based on Participation Numbers Bowling
Golf
Trail Running
Ice Skating
Skateboarding
42,292 Participants
41,096 Participants
13,253 Participants
10,086 Participants
9,019 Participants
Item Number: 5.
ANALYSIS 66
RACKET SPORTS TRENDS
2022 Top 5 Racket Sports Based on Overall Participation Table 2-16: SFIA National Racket Sports Participation Trends Source: SFIA Topline Report 2023
SPORT 2019 2020 2021 2022 1 - YEAR
CHANGE
3 - YEAR
CHANGE
Pickleball 3,460 4,199 4,819 8,949 +85.7% +158.6%
Tennis 17,684 21,642 22,617 23,595 +4.3% +33.4%
Cardio Tennis 2,501 2,503 2,608 2,812 +7.8% +12.4%
Badminton 6,095 5,862 6,061 6,490 +7.1% +6.5%
Table Tennis 14,908 16,854 15,390 15,824 +2.8% +6.1%
Racquetball 3,453 3,426 3,260 3,521 +8.0% +2.0%
Squash 1,222 1,163 1,185 1,228 +3.6% +0.5%
Top 5 Sports by 3-Year Percentage Change 2022 Top 5 Sports Based on Participation Numbers Tennis
Table Tennis
Pickleball
Badminton
Raquetball
23,595 Participants
15,824 Participants
8,949 Participants
6,490 Participants
3,521 Participants
Item Number: 5.
67 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
OUTDOOR ACTIVITY TRENDS
2022 Top 5 Outdoor Activities Based on Overall Participation Table 2-17: SFIA National Outdoor Activity Participation Trends Top 5 Sports by 3-Year Percentage Change 2022 Top 5 Sports Based on Participation Numbers Source: SFIA Topline Report 2023
SPORT 2019 2020 2021 2022 1 - YEAR
CHANGE
3 - YEAR
CHANGE
Camping 28,183 36,082 35,985 37,431 +4.0% +32.8%
Birdwatching More Than 1/4 Mile
From Home/Vehicle 12,817 15,228 14,815 15,818 +6.8% +23.4% Hiking (Day) 49,697 57,808 58,697 59,578 +1.5% +19.9%
Bicycling (BMX) 3,648 3,880 3,861 4,181 +8.3% +14.6%
Climbing (Sport/Boulder) 2,183 2,290 2,301 2,452 +6.6% +12.3% Bicycling (Road/Paved Surface) 39,388 44,471 42,775 43,554 +1.8% +10.6% Camping (RV) 15,426 17,825 16,371 16,840 +2.9% +9.2%
Climbing (Indoor) 5,309 5,535 5,684 5,778 +1.7% +8.8%
Fishing (Fly) 7,014 7,753 7,458 7,631 +2.3% +8.8%
Fishing (Saltwater) 13,193 14,527 13,790 14,344 +4.0% +8.7% Fishing (Freshwater/Other) 39,185 42,556 40,853 41,821 +2.4% +6.7% Bicycling (Mountain/Non-Paved
Surface) 8,622 8,998 8,693 8,916 +2.6% +3.4%
Wildlife Viewing (More Than 1/4 Mile
From Home/Vehicle) 20,040 21,038 20,452 20,615 +0.8% +2.9% Hunting (Bow) 4,628 4,656 4,577 4,739 +3.5% +2.4%
Climbing (Traditional/Ice
Mountaineering) 2,400 2,456 2,374 2,452 +3.3% +2.1%
Hunting (Handgun) 3,015 2,998 2,900 2,993 +3.2% -0.8%
Hunting (Rifle) 11,084 11,098 10,762 10,811 +0.5% -2.5% Shooting (Sport Clays) 4,852 4,699 4,618 4,718 +2.2% -2.8% Backpacking Overnight - More Than
1/4 Mile From Vehicle/Home 10,660 10,746 10,306 10,217 -0.9% -4.2% Hunting (Shotgun) 8,083 7,874 7,627 7,628 +0.0% -5.6%
Shooting (Trap/Skeet) 4,057 3,837 3,750 3,739 -0.3% -7.8% Target Shooting (Rifle) 13,197 12,728 12,388 12,044 -2.8% -8.7% Target Shooting (Handgun) 14,579 14,253 13,952 13,303 -4.6% -8.8% Hiking
Bicycling (Road)
Fishing (Freshwater)
Camping
Wildlife Viewing
59,578 Participants
43,554 Participants
41,821 Participants
37,431 Participants
20,615 Participants
Item Number: 5.
ANALYSIS 68
SPORT 2019 2020 2021 2022 1 - YEAR
CHANGE
3 - YEAR
CHANGE
Alpine Touring 1,122 1,126 1,100 2,146 +95.1% +91.3%
Winter Fat Biking 1,567 1,580 1,454 2,440 +67.8% +55.7% Snowboard Touring 1,487 1,498 1,425 2,159 +51.5% +45.2% Surfing 2,964 3,800 3,463 3,692 +6.6% +24.6%
Kayaking (Recreational) 11,382 13,002 13,351 13,561 +1.6% +19.1% Snowshoeing 3,421 3,385 3,178 3,837 +20.7% +12.2%
Jet Skiing 5,108 4,900 5,062 5,445 +7.6% +6.6%
Stand Up Paddling 3,562 3,675 3,739 3,777 +1.0% +6.0%
Canoeing 8,995 9,595 9,199 9,521 +3.5% +5.9%
Kayaking (White Water) 2,583 2,605 2,623 2,726 +3.9% +5.5% Snowboarding 7,798 7,885 7,961 8,161 +2.5% +4.6%
Rafting 3,438 3,474 3,383 3,595 +6.3% +4.5%
Wakeboarding 2,729 2,754 2,674 2,754 +3.0% +0.9%
Sailing 3,618 3,486 3,463 3,632 +4.9% +0.4%
Kayaking (Sea/Touring) 2,652 2,508 2,587 2,642 +2.1% -0.4% Skiing (Cross-country) 4,877 4,768 4,470 4,851 +8.5% -0.5% Boardsailing/Windsurfing 1,405 1,268 1,297 1,391 +7.3% -0.9% Scuba Diving 2,715 2,588 2,476 2,658 +7.3% -2.1%
Snorkeling 7,659 7,729 7,316 7,376 +0.8% -3.7%
Sledding/Saucer Riding/Snow
Tubing 9,849 9,382 8,887 9,473 +6.6% -3.8%
Water Skiing 3,203 3,050 3,058 3,040 -0.6% -5.1%
Skiing (Alpine/Downhill/Freeski/
Telemark) 14,884 14,347 13,636 12,864 -5.7% -13.6%
Snowmobiling - - 3,401 3,706 +9.0% -
WINTER SPORTS TRENDS
2022 Top 5 Winter Sports Based on Overall Participation Table 2-18: SFIA National Winter Sports Participation Trends Source: SFIA Topline Report 2023
Top 5 Sports by 3-Year Percentage Change 2022 Top 5 Sports Based on Participation Numbers Kayaking
Skiing
Canoeing
Sledding
Snowboarding
13,561 Participants
12,864 Participants
9,521 Participants
9,473 Participants
8,161 Participants
Item Number: 5.
Item Number: 5.
Community
Engagement
3 Item Number: 5.
71 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
3.1 COMMUNITY ENGAGEMENT
3.1.1 Community Engagement Overview
Desert Hot Springs is a diverse and vibrant community with a variety of different parks and recreation interests and needs. However, at its most basic level, it is a community in need of a safe, accessible, and well-maintained park system. The recommendations presented in this Plan are deeply rooted in community knowledge, stories, and ideas gathered over the course of a comprehensive community engagement process. Engaging Desert Hot Springs community members of all ages and backgrounds in the planning process was essential to understanding the real issues, challenges, and opportunities within the City’s park system. A variety of engagement strategies were designed to maximize community participation and yield input from a wide range of community members.
The primary methods used to engage Desert Hot Springs community members were:
» Project Branding
» City Website
» Social Media
» Community Survey
» One Pop-up Event
» One Community Workshop
» City Council Interviews
» Stakeholder Focus Group Meetings
This chapter provides a summary of the key findings from feedback gathered throughout the community engagement process. These findings were used to develop the recommendations presented in Chapter 4.
Item Number: 5.
COMMUNITY OUTREACH 72
Item Number: 5.
73 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
3.1.2 Project publicity
Project Branding
A unique logo and color palette were created based on the City’s branding standards to give the project a distinct identity.
Consistent project branding was used for all outreach materials and presentations to promote project familiarity throughout the planning process. A variety of outreach materials, such as flyers, social media graphics, online surveys, and interactive exhibits were designed to maximize community engagement. To reach Desert Hot Springs’ diverse population, all outreach materials were provided in both English and Spanish.
Project Website
A project website was created to provide information about the project, share project announcements, and gather community feedback. The website included an interactive online comment map that enabled community members to add comments for
a specific park, which provided the planning team with geo-referenced community input. The project website also included a calendar of upcoming events for the community to attend.
Social Media
Social media was used throughout the development of the Plan to share information and invite community members to participate in the planning process. Regular social media posts were made to publicize the Plan, promote events and surveys, and share project updates.
Item Number: 5.
COMMUNITY OUTREACH 74
3.2 PUBLIC INPUT OPPORTUNITIES
Poster board with sticker votes for different recreation amenities.
3.2.1 Pop-Up Booth: Little
League Opening Day
A pop-up booth was held on March
25th, 2023 at the Desert Hot Springs Little League Opening Day at Wardman Park. The planning team hosted a booth
with informational and interactive poster boards that invited community members to give feedback on the parks and recreation facilities in Desert Hot Springs.
Participants had the opportunity to vote
for recreation amenities they would like
to see added to the community.
The amenities that received the most
votes were:
» A sports park with lighted fields
» Aquatic facilities
» Baseball fields
» Splashpads
» Playgrounds
Item Number: 5.
75 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
3.2.2 Community Workshop
A traditional community workshop was held on November 2nd, 2023 at City Hall. The workshop consisted of a presentation, informational poster boards, an open question-and-answer period, and interactive
exhibits.
The “Opportunity Infill Areas’’ exercise highlighted
certain areas within existing parks that could potentially accommodate new recreation amenities that the community might be lacking. This exercise allowed participants to indicate their preferences and help the City prioritize future investments in the park system.
Key findings from this activity included the desire for new amenities, such as:
» Group picnic areas
» Splashpads
» Outdoor exercise areas
» Tot-lot playgrounds
» Swimming pool renovation
» Adventure playgrounds
3.2.3 Online Comment Map
As a part of community outreach, a StoryMap website was created with the purpose of collecting feedback through the use of an interactive online comment map. The map displayed the existing parks in Desert Hot Springs and the option for participants to
drop a pin and written comment directly on the map
with points of concern or desired amenities.
The comments that were collected included the desire for:
» A community playground.
» Bike lanes or paths for improved connections.
» A recreational facility with courts.
The goals of this workshop were to:
Present the findings of the
community feedback collected through previous
outreach efforts.
Present the results of an
analysis of existing parks and
recreation facilities in Desert
Hot Springs.
Invite participants to vote on
their most desired park amenities in the “Opportunity Infill Areas” exercise.
Collect community input on
draft recommendations.
1 2
3 4
Interactive Online Comment Map
Item Number: 5.
COMMUNITY OUTREACH 76
3.3 STAKEHOLDERS & FOCUS GROUPS
The planning team conducted interviews with City Council and held two focus group meetings with representatives from local sports and community organizations to collect input from key stakeholders in Desert Hot Springs. The interviews and meetings were held virtually and involved questions about strengths, challenges, opportunities, and priorities for parks and recreation in Desert Hot Springs. Stakeholder input enabled the planning team to understand the needs and desires of the community by hearing from representatives of different interest groups and demographics.
3.3.1 Stakeholder Interviews: City Council
The planning team interviewed all five members of City Council during June and July 2023. Each interview began with an introductory presentation on the scope of the project followed by an open discussion around the following questions:
» What priorities or goals do you think the community has in improving the City’s park system? What are the opportunities and challenges in achieving these goals? » What is your vision for the Desert Hot Springs parks and recreation system? What is the City’s role in achieving this vision?
» What are the top 3 outcomes you would like to see from this planning process? Key input included the need to:
» Use existing park space efficiently by adding new activities and amenities. » Develop new parks across the city with a focus on underserved areas like central Desert Hot Springs and east of Hacienda Avenue.
» Develop a centrally located park space.
» Improve existing parks with shade structures and trees. » Increase the variety of amenities at existing parks, including walking paths, trails, outdoor exercise areas, and youth sports fields. » Create an interconnected system of trails to facilitate walking and bicycling to parks. » Complete the planned 5-acre park at the Skyborne residential development.
3.3.2 Focus Group: Sports Organizations
A focus group meeting with representatives from local sports organizations was held on October 12th, 2023 via Zoom. The focus group meeting included representatives from the Desert Hot Springs American Youth Soccer Organization (AYSO), DHS Eagles Youth Football & Cheerleading, Desert Hot Springs Little League (Baseball and Softball), and sports programming staff from the City. The focus group meeting consisted of an introductory presentation and an open discussion. Stakeholders shared ideas to increase sports participation and access in Desert Hot Springs, as well as other ideas for improving parks and recreation.
Key input included the need to:
» Create new sports facilities, such as a large sports complex, a football field, larger baseball and softball fields, a dedicated softball field, and a batting cage. » Add supportive amenities for sports facilities, such as shaded spectator seating, lighted sports fields, and shade and misters for dugouts.
» Add park amenities to existing parks, such as walking paths and exercise equipment. » Expand Mission Springs Park to accommodate more sports teams and to host tournaments. » Improve safety and security at existing parks (i.e., lighting, security cameras, design, etc.) » Improve maintenance at existing parks.
» Expand youth program offerings (i.e., gymnastics, karate, dance, etc.). » Increase no or low-cost recreational programs.
» Develop new parks across the city.
Item Number: 5.
77 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
3.3.3 Focus Group: Community Partners
A focus group meeting with representatives from local community organizations was held on October 16th, 2023 via Zoom. The focus group meeting included representatives from Cabot’s Pueblo Museum, Coachella Valley Conservation Commission, Desert Hot Springs Library, Desert Hot Springs Rotary Club, DiversityDHS, and Painted Hills Middle School. The focus group meeting consisted of an introductory presentation and an open discussion. Stakeholders shared a desire for new parks, recreation amenities, and sports facilities, as well as a need for improvements to park safety, maintenance, and connectivity.
Key input included the need to:
» Create new sports facilities, such as a large sports complex, a football field, larger baseball and softball fields, a dedicated softball field, and a batting cage. » Add supportive amenities for sports facilities, such as shaded spectator seating, lighted sports fields, and shade and misters for dugouts.
» Add park amenities to existing parks, such as walking paths and exercise equipment. » Expand Mission Springs Park to accommodate more sports teams and to host tournaments. » Improve safety and security at existing parks (i.e., lighting, security cameras, design, etc.) » Improve maintenance at existing parks.
» Expand youth program offerings (i.e., gymnastics, karate, dance, etc.). » Increase no or low-cost recreational programs.
» Develop new parks across the city.
3.3.4 Focus Group: Community Partners
A focus group meeting with representatives from local community organizations was held on October 16th, 2023 via Zoom. The focus group meeting included representatives from Cabot’s Pueblo Museum, Coachella Valley Conservation Commission, Desert Hot Springs Library, Desert Hot Springs Rotary Club, DiversityDHS, and Painted Hills Middle School. The focus group meeting consisted of an introductory presentation and an open discussion. Stakeholders shared a desire for new parks, recreation amenities, and sports facilities, as well as a need for improvements to park safety, maintenance, and connectivity.
Key input included the need to:
» Develop new parks with a focus on underserved areas like the western and eastern areas of the city.
» Develop a large sports complex.
» Increase sports facilities, such as a football field and dedicated softball field. » Add shade structures, misters, lighting, and more parking to existing parks. » Add passive recreation amenities to existing parks, such as walking paths and exercise equipment. » Develop off-street paths to provide safe connections between parks and schools. » Improve safety and security at existing parks (i.e., lighting, security cameras, design, etc.). » Improve maintenance of existing parks.
» Expand recreation program offerings for all age groups.
Item Number: 5.
COMMUNITY OUTREACH 78
3.4 COMMUNITY SURVEY
An online survey was used to collect community input from residents and other park users on the City’s parks, recreation facilities, amenities, future planning, communication, and more. The survey was designed
to yield insightful results that could be used to develop a plan that accurately reflects the needs, wants, and desires of the entire community. The survey was
promoted on the City’s social media platforms and
at several City events.
A total of 114 surveys were completed by community
members. The survey results provided a useful source
of community input on Desert Hot Springs’ existing
parks and recreation facilities and programming, as
well as the need for future improvements. The results
were analyzed and used to develop the recommendations in this Plan. A summary of the survey results is included in this chapter. Complete survey results can
be found in the appendix.
3.4.1 Survey Results Snapshot
Figure 3-1 through Figure 3-8 present a snapshot of
survey results. Complete survey results are provided
in the Appendix.
Figure 3-1: Reasons for Visiting Desert Hot Springs Parks Question: Why do you visit City parks or recreation facilities? Item Number: 5.
79 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Figure 3-2: Most Frequented Parks
Figure 3-3: Priority Parks for Improvements
Question: Which of the City parks/recreation facilities, if any, do you feel needs major improvements and additional amenities to become a better-quality park that can support recreational needs in the future?
Question: What park do you visit most often?
Item Number: 5.
COMMUNITY OUTREACH 80
Figure 3-4: Desired Park Amenities
Figure 3-5: Desired Recreational Programs
Question: What recreational programs would you like to see added/enhanced at recreation facilities? Question: What amenities would you like to see added to City parks? Item Number: 5.
81 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Figure 3-6: Reasons for Expanding Park Use
Figure 3-7: Support for Non-vehicular Connections
Question: What would make you visit City parks and recreation facilities more often? Question: Suppose additional trail connections, bike lanes/paths, pedestrian walkways and/or street crossings were developed. Would you and/or your household walk or ride a bicycle to get to parks, neighborhood centers, and/or recreational facilities more often? Item Number: 5.
COMMUNITY OUTREACH 82
Figure 3-8: 5-year Park Priorities
Question: What are the most important Parks and Recreation needs to be addressed by the City of Desert Hot Springs over the next 5 years?
Item Number: 5.
83 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
3.4.2 Key Findings from Community Survey
Several key trends emerged from the feedback gathered from the stakeholder and focus group meetings, community survey, pop-up event, and community workshop. There was an overwhelming desire for new parks in general, as well as the addition of specific recreation amenities at existing parks, such as sports fields, walking paths, outdoor exercise equipment, and an interconnected trail system. The most common areas of community interest and concern are summarized on this page and were used as the foundation for developing the recommendations presented in Chapter 4.
» Commute: Respondents reported having to commute outside of Desert Hot Springs to use parks and trails. Parks in Palm Springs and Palm Desert are among the most frequented. In particular, Civic Center Park in Palm Desert is a popular regional destination. » Park Use: Athletics/sports, children’s playgrounds, and family time were the most common reasons for respondents to visit Desert Hot Springs parks. Respondents indicated they would visit parks more often if park accessibility, safety, and security were improved and if football fields were added.
» Satisfaction: There is a low level of satisfaction with the overall quality of Desert Hot Springs parks, facilities, maintenance, and recreation programs and services. A common complaint expressed by respondents was the lack of sports fields available. » Most Important Facilities: Respondents ranked community/ neighborhood parks and sports fields as the most important recreation facilities and services. However, these facilities ranked the lowest in meeting community needs.
» Most Popular Parks and Facilities: The most visited parks in Desert Hot Springs are Mission Springs Park, Wardman Park, and the Desert Hot Springs Recreation Center.
» Parks in Greatest Need of Improvement: Respondents indicated that Mission Springs Park, Wardman Park, and Guy J.
Tedesco Park are in greatest need of improvement.
» Top Priorities: Top priorities for improvement include improved park accessibility and connectivity, additional sports fields, and safer community and neighborhood parks.
» New Amenities: Respondents expressed a desire for improved park amenities and activities. The most desired amenities include passive recreation amenities (i.e., walking paths, group picnic areas, and exercise areas) and sports fields (i.e., football fields, soccer fields, multi-purpose fields, etc.). » Community Services Department Purpose: Respondents felt that the main purpose of the Community Services Department is to provide a high level of safety and security at park facilities. Encouraging active lifestyles and promoting health and fitness were also rated highly.
Item Number: 5.
COMMUNITY OUTREACH 84
3.5 KEY TRENDS FROM COMMUNITY ENGAGEMENT
Several key trends emerged from the feedback gathered from the stakeholder and focus group meetings, community survey, pop-up event, and community workshop. There was an overwhelming desire for new parks in general, as well as the addition of specific recreation amenities at existing parks, such as sports fields, walking paths, outdoor exercise equipment, and an interconnected trail system. The most common areas of community interest and concern are summarized below and were used to develop the recommendations presented in Chapter 4.
Item Number: 5.
Recommendations
4 Item Number: 5.
Item Number: 5.
4.1 THE FUTURE OF DESERT HOT SPRINGS PARKS
The Plan provides a set of initiatives, objectives, and implementation actions to guide the City’s parks and recreation efforts over the next several years. These policy recommendations are based on the findings of a comprehensive year-long planning process and integrate guidance from the Desert Hot Springs General Plan (2020), insights from community and stakeholder engagement, and results from LOS, financial, and staffing analyses. Taken together, the lessons learned throughout the planning process were used to develop recommendations for the City to improve the quality of life for current and future residents of Desert Hot Springs.
Guide to Policy
Recommendations
INITIATIVE: An initiative
represents an overarching theme addressed
by the Plan. Each initiative is supported by
guiding objectives and
implementation actions
designed to guide City
staff.
OBJECTIVE: An objective serves as a goal
to be accomplished
through the successful implementation of
the Plan. Clear objectives help visualize desired outcomes and are achieved through implementation actions.
ACTION: An action is a
well-defined step that
the City can take to
reach Plan objectives.
Actions provide City
staff with a clear path
to implement the Plan
over time. As actions are
completed, objectives
go from being goals to
actualized outcomes.
*Objectives and actions
with “(GP)” are from the
Desert Hot Springs General Plan (2020) and are
integrated into this Plan
for consistency and accountability.
Item Number: 5.
RECOMMENDATIONS 88
4.1.1 Plan Initiatives
The Plan recommendations are designed to guide the City in planning, designing, and implementing park-related projects and programs. The recommendations are categorized into nine overarching initiatives that encompass the core components of a successful parks and recreation system. Each initiative is supported by a set of objectives and implementation actions.
PARKS & FACILITIES
PROGRAMS & SERVICES
CONNECTIVITY
EQUITY & ACCESS PLACEMAKING
SUSTAINABILITY INVESTMENT
ADMINISTRATION
SAFETY & COMFORT
Improvement of existing and
development of new parks and
facilities infrastructure.
Enhancement and expansion of
recreational programs and services.
Prioritization of an equitable and
accessible parks and recreation
system.
Increased connectivity of parks,
recreation facilities, trails, and open
spaces.
Elevation of environmental
sustainability and stewardship at
parks and recreation sites.
Celebration of community diversity,
culture, and history at parks and
recreation sites.
Intentional design, maintenance,
and crime prevention to promote
safety at parks.
Investment opportunities to support
the long-term financial sustainability
of facilities and programs.
Use of innovative strategies for an
efficient and modern park and
recreation system.
Item Number: 5.
89 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT INITIATIVE #1:
PARKS &
FACILITIES
Parks and recreation facilities are often considered community focal points due to the important services they provide to support community health, well-being, and belonging. Parks and facilities with a variety of amenities are more likely to provide a well-rounded recreation experience and accommodate the diverse interests and needs of community members. Park amenities like sports fields and courts, playgrounds, outdoor exercise areas, walking paths, picnic areas, and more are important elements that attract park users. Park assets like shade, drinking fountains, benches, lighting, and trash cans help to facilitate a more comfortable and accessible park experience for visitors. Maintaining the right balance between active and passive park elements is critical to a successful park system. The Parks & Facilities Initiative seeks to increase the variety of amenities at existing parks and facilities, while also exploring opportunities for the development of new park and recreation spaces.
Objective 1: Plan for
and establish new parks
and recreation facilities
to meet the needs of the
community.
Action 1.1: Maintain a park
provision standard of three
park acres per 1,000 residents
to meet the recreational
needs of the community
(GP).
Action 1.2: Develop previously planned park projects
funded through the Development Impact Fee program. Park projects include:
Design/Construction of New
Corporate Yard Park; Construction of Reflection Park;
Tedesco Park Improvements;
Mission Lakes Walking Park
Improvements; Wardman
Park Improvements; Mission
Springs Park Improvements;
Rotary Dog Park Expansion;
and Dog Park at Hacienda.
Action 1.3: Identify and acquire vacant land to develop new parks in underserved
areas.
Action 1.4: Identify and
acquire vacant land and/
or building space to develop
new a center for youth and
teens.
Action 1.5: Identify vacant
land to develop a centrally-located park space in the
Downtown/Arts and Culture
District that can be used for
community events.
Action 1.6: Develop pocket
parks within residential neighborhoods lacking walking access to park facilities (GP).
Action 1.7: Seek to develop
a large public outdoor gathering area that includes a
large versatile turf area with
a performance area or stage
(GP).
Action 1.8: Encourage the
use of mountain and hill areas for recreational purposes within the limits and restrictions described and outlined in the Coachella Valley Multispecies Habitat Conservation Plan (GP).
Action 1.9: Work with the
developers of the Skyborne
residential development
to complete the planned
5-acre park.
Item Number: 5.
RECOMMENDATIONS 90
Objective 2: Expand
sports courts and fields
throughout Desert Hot
Springs to accommodate
community demand. Action 2.1: Explore the fea
-
sibility of developing a large
sports complex with light-
ed fields to host practices,
games, and tournaments. Action 2.2: Explore the fea
-
sibility of developing flexi-
ble-use and multi-purpose
fields in underserved areas. Action 2.3: Expand Mission Springs Park boundaries to
accommodate more sports
teams and tournaments. Objective 3: Provide a range of amenities spread throughout exist-
ing parks and recreation
facilities in Desert Hot
Springs. Action 3.1: Require that
new parks provide a variety
of amenities that meet the
diverse needs of the commu-
nity (GP). Action 3.2: Consider the ad
-
dition of new amenities at ex-
isting City-owned properties,
as shown in the infill opportu-
nity areas in this chapter, and
prioritize underserved areas. Action 3.3: Install new passive recreation amenities at existing parks to address park
amenity level-of-service defi-
cits and community needs.
Amenities most desired by
the community include walk-
ing paths, outdoor exercise
equipment, group picnic
areas, playgrounds, and
splashpads.
Action 3.4: Install outdoor
exercise equipment within
parks and along trails and
walking paths. Objective 4: Evalu
-
ate and renovate existing
parks and recreation facili-
ties as needed. Action 4.1: Identify which
parks will require individual
park master plans to redevel-
op into well-balanced parks
that address park amenity
gaps and recreation needs. Action 4.2: Renovate existing sports courts and fields with additional amenities
as needed and defined by
a facility conditions assess-
ment. Additional amenities
may include lighting, batting
cages, dugouts, etc. Action 4.3: Explore the feasi
-
bility of renovating the John
H. Furbee Aquatics Center to
expand the pool and add a
shallow-end pool space. Objective 5:
Strengthen partnership
with the Coachella Valley
Conservation Commission
(CVCC) to provide addi-
tional access to nature for
residents. Action 5.1: Identify lands
with the CVCC for potential
future interpretive trails. Action 5.2: Action 5.2 Identi -
fy lands with the CVCC for a
potential future nature and
education center.
Item Number: 5.
91 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT INITIATIVE #2:
PROGRAMS
& SERVICES
While high-quality parks and facilities are foundational to a positive recreation experience, it is the programs, services, and special events that bring these spaces to life. Programs and services provide community members of all age groups and abilities with low and no-cost options to exercise, develop new skills, form new friendships, and more. Providing a broad range of programs and activities helps engage the community and keeps the parks activated year-round. The provision of diverse and accessible recreational programs, community services, and special events is a vital component of this Plan. The Programs & Services Initiative aims to expand recreational programs and services to meet the needs of current and future Desert Hot Springs residents.
Objective 1: Provide
a range of flexible recreational programming that
can be adjusted to community needs (GP).
Action 1.1: Expand contract
programming offerings to
provide more non-athletics,
educational, and artistic programs for residents.
Action 1.2: Develop and
expand partnerships for
programming, such as after-school programs, gymnastics, and pickleball, to align with identified community needs.
Action 1.3: Balance physical
activity and passive activity
through the expansion of
recreational programming
and facilities (GP).
Action 1.4: Pursue financial
resources to expand recreational programming and
staffing that meet community needs (GP).
Objective 2: Provide
coordinated community-wide youth services
that are available to and
reach all youth (GP).
Action 2.1: Seek facilities
and staff to expand after-school programming to
meet community demand.
Action 2.2: Continue to explore options for expanding
youth summer camps, which
may include partnerships
with local organizations to
share building space.
Action 2.3: Expand teen,
young adult, and student
programming offerings that
serve the City’s high school
and college-aged residents.
Objective 3: Expand
indoor recreation program
offerings.
Action 3.1: Increase the
number and types of indoor
programs, such as e-sports,
fitness programs, and others,
to increase participation in
activities that are not impacted by the climate.
Action 3.2: Consider developing local partnerships that will allow for the cultivation of
indoor pickleball activities.
Action 3.3: Develop a wide
variety of dance classes for
community members of all
ages.
Action 3.4: Evaluate community interest and feasibility of offering online programming for community members of all ages.
Item Number: 5.
RECOMMENDATIONS 92
Objective 4: Provide
educational and career
development programs to
support community-wide
learning.
Action 4.1: Consider the
expansion of programming
for English as a Second Language (ESL) as well as basic language classes in Spanish
and other languages.
Action 4.2: Evaluate and
implement computer skills
programming for all age
ranges (i.e., Microsoft Office,
Internet, etc.).
Action 4.3: Encourage and
expand workforce development and technical training/
education for the local youth
and adult populations (GP).
Objective 5: Support
diverse recreation programs to foster and instill
public health, responsibility, ethics, values, and civic involvement (GP).
Action 5.1: Educate the
community about the health
benefits of physical activity,
nutrition, and other healthy
lifestyle choices (GP).
Action 5.2: Support senior
service agencies in their effort to develop recreational, educational, and supportive
programs (GP).
Action 5.3: Develop and
implement gang prevention,
intervention, and education
programs (GP).
Item Number: 5.
93 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT INITIATIVE #3:
EQUITY &
ACCESS
Easy and comfortable access to parks, open spaces, and recreation facilities is vital to mental and physical health and well-being. The Desert Hot Springs General Plan (2020) recognized the importance of park access and established a goal to distribute parks and recreation facilities so that all residents live within a 20-minute walk. The Equity & Access Initiative provides a pathway for the City to prioritize the creation of an equitable and accessible parks and recreation system.
Objective 1: Distribute parks and/or recreation community facilities so that residents live within a 20-minute walking
distance of such facilities
(GP).
Action 1.1: Prioritize the
addition of new parks and
recreation facilities in underserved areas and higher-density areas with little access to private outdoor
spaces.
Action 1.2: Consider unique
neighborhood needs when
developing recreation facilities and programs for indoor and outdoor activities.
Action 1.3: Evaluate opportunities to acquire land for temporary and/or permanent parks and recreation facilities in underserved areas.
Action 1.4: Identify feasible
locations to develop pocket
parks in underserved areas
with limited land vacancy.
Objective 2: Create
an accessible and inclusive atmosphere at parks
and recreation facilities.
Action 2.1: Include enhanced accessibility in the
planning of park areas in
accordance with the Americans with Disabilities Act,
including increased wheelchair accessibility, restrooms, and other requirements
needed for the elderly and
physically handicapped
(GP).
Action 2.2: Install accessible
play equipment and park
amenities at existing and
new parks and recreation
facilities.
Action 2.3: Use both English
and Spanish languages and
easy-to-understand graphics on parks and recreation
signage and posted information.
Action 2.4: Design new parks
and recreation facilities to be
welcoming and inclusive to
all residents and visitors.
Item Number: 5.
RECOMMENDATIONS 94
Objective 3: Provide
residents with an accessible range of recreation
services to meet multigenerational, recreational,
and educational interests
and needs.
Action 3.1: Evaluate the demographics of participants in Desert Hot Springs programming, events, and services to determine if participation is
representative of community
demographics.
Action 3.2: Conduct targeted outreach to neighborhoods and demographics with low participation in
Desert Hot Springs programs
and services.
Action 3.3: Provide temporary “pop-up” recreational
programming in park-deficient areas with limited access to standard recreational programming.
Action 3.4: Consider providing public transportation for residents in park-deficient
areas to facilitate access to
special events.
Action 3.5: Establish a program to offer free and reduced-fee programming to community members who
experience financial barriers
to participation.
Item Number: 5.
95 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT INITIATIVE #4:
Providing safe paths and trails between parks, schools, and residential neighborhoods is key to making Desert Hot Springs parks and recreation facilities more accessible to the community. People are often more inclined to walk or bicycle to parks if they are given a safe and direct route to take. Not only can the addition of bicycle and pedestrian infrastructure provide community members with the means to access parks without a vehicle, but they also facilitate exercise and outdoor recreation experiences.
Throughout the community engagement process, participants repeatedly expressed the need for an interconnected off-street trail system to provide safe connections to parks, trails, and open spaces in Desert Hot Springs. In response to community demand, the Connectivity Initiative aims to increase the connectivity of Desert Hot Springs parks, recreation facilities, trails, and open spaces by increasing bicycle and pedestrian infrastructure and promoting active transportation.
Objective 1: Provide
safe pedestrian and bicycle connections to new
and existing parks and
recreation facilities.
Action 1.1: Provide street,
sidewalk, and intersection
amenities and improvements
to areas around parks, recreational facilities, and open spaces. Amenities can include, but are not limited to
streetlights, connected sidewalks, and bicycle facilities.
Action 1.2: Identify and
remove any barriers to accessing parks and recreation
facilities in Desert Hot Springs.
Action 1.3: Complete sidewalk gaps and install curb
ramps within a quarter mile
of parks.
Action 1.4: Complete the
proposed pedestrian and bicycle facilities near parks as identified in the General Plan
(2020) and the Bicycle & Pedestrian Master Plan (2016).
Action 1.5: Coordinate with
developers to install missing pedestrian and bicycle
facilities if a development is
adjacent to or near parks,
an existing trail, or a multi-use
path.
Objective 2: Create
a comprehensive trail
system that connects
parks and open spaces
to schools and neighborhoods.
Action 2.1: Explore the feasibility of installing new trails and multi-use paths to connect neighborhoods, schools, parks, recreation facilities,
and open spaces and install
them, where appropriate.
Action 2.2: Create new trails
that connect to Big Morongo Wash Trail, Mission Creek, and other hiking trails and
preserve areas (GP).
Action 2.3: Establish an
interpretive trail system in the
City’s mountainous and other
hiking and walking areas
that educates users and
enhances their appreciation
for these and other wildlife
communities in the City and
vicinity (GP).
CONNECTIVITY
Item Number: 5.
RECOMMENDATIONS 96
Action 2.4: Develop support
features to enhance the
trail experience, such as rest
stations and interpretative
signage (GP). Action 2.5: Develop full-ser
-
vice trailheads that include
parking areas, wayfinding
and interpretive signage,
and hiking amenities (GP). Objective 3: Promote walking and bicycling to Desert Hot Springs parks and recreation facili-
ties. Action 3.1: Conduct public
outreach to promote walking
and bicycling as viable trans-
portation modes to parks
and recreation facilities. Pub-
lic outreach may include, but
is not limited to educational
materials, signage, special
events, interactive contests,
or social media campaigns. Action 3.2: Host guided bicy -
cle rides, nature walks, and
other special events to in-
troduce residents to walking
and bicycling routes to parks
and recreation facilities. Action 3.3: Establish pedestri -
an-scale wayfinding signage
along trails and popular
routes to parks and recre-
ation facilities. Action 3.4: Create park en
-
trances, rest stops, and trail
access points along trails and
multi-use paths to encour-
age walking and bicycling to
parks.
Item Number: 5.
97 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT INITIATIVE #5:
Desert Hot Springs parks and recreation facilities offer opportunities for the City to advance environmental sustainability and stewardship in the community. Incorporating sustainable design elements and management practices into parks and recreation facilities not only reduces negative impacts on the surrounding environment, but sets a tone of leadership and responsibility for the City. For example, parks and recreation facilities can serve as symbols of environmental sustainability and climate resilience. Along the same lines, recreational programming can be designed to provide community members with the knowledge and skills needed to become environmental stewards. The Sustainability Initiative builds on the policies in the Desert Hot Springs General Plan (2020) to promote environmental sustainability and stewardship at parks and recreation sites.
Objective 1: Design
all parks to include sustainable design elements
that can withstand and
thrive in the desert environment, and include
features that minimize the
impacts of sun, heat, and
wind (GP).
Action 1.1: Install shade
structures or plant shade
trees at all playgrounds
and picnic areas to enable
comfortable park use in hot
weather.
Action 1.2: Identify parks
and recreation facilities in
greatest need of additional
shade and develop a plan to
increase shade, where needed.
Action 1.3: Use architectural
and landscape design techniques that minimize the impacts of the sun and wind on pedestrians along sidewalks,
walking paths, and trails at
parks, recreation facilities,
and open spaces.
Action 1.4: Continue to provide cooling centers at Cityowned facilities to reduce community vulnerability to
extreme heat events and severe storms and market them
to the community for better
awareness.
Action 1.5: Install splashpads and misters at parks to provide relief to park users
during the summer.
Action 1.6: Explore the feasibility of installing water bottle filling stations at parks and
recreation facilities to facilitate adequate hydration and encourage sustainable
habits.
Objective 2: Reduce
environmental harm and
promote environmental
good at parks and recreation facilities.
Action 2.1: Design all new
parks and recreation buildings to earn LEED (Leadership in Energy & Environmental
Design) certification.
Action 2.2: Incorporate
energy efficiency and conservation measures into new
recreation facility development projects. Measures can include but are not limited
to high-efficiency and/or
all-electric appliances, cool
or green roofs, rooftop solar
panels, natural lighting, motion and/or timer-activated lighting, shade trees, etc.
SUSTAINABILITY
Item Number: 5.
RECOMMENDATIONS 98
Action 2.3: Incorporate
water conservation measures
in new parks and recreation
development, equivalent to
CalGreen Tier One or similar
standards. Measures may
include but are not limited
to low-flow plumbing fixtures,
water-efficient appliances,
sensor sinks, recycled water
usage, rainwater catchment,
etc.
Action 2.4: Where feasible
install a dual pipe water
system at new and existing
parks and recreation facilities
to hook up to future Mission
Springs Water District recycled water supply, when
available, for landscaping
and irrigation.
Action 2.5: Design new parks
and recreation facilities with
gray water systems for reuse
of onsite water from washbasins, showers, and tubs to
be used in toilet flushing and
irrigation.
Action 2.6: Design all parks
and recreation facilities
with climate-appropriate or
drought-tolerant landscaping and only use turf where
necessary.
Action 2.7: Reduce impermeable surfaces in new and
existing parks to increase
surface water infiltration
and minimize surface water
runoff during storm events.
Impermeable surfaces can
be replaced with alternative
features, such as additional
landscaping, permeable
pavement, bioswales, stormwater detention basins, parking lots with bio-infiltration systems, etc.
Action 2.8: When City parks
and recreation vehicles
and grounds equipment are
replaced, ensure that they
are electric or alternative fuel
vehicles, when possible.
Objective 3: Foster
environmental awareness
and stewardship at Desert
Hot Springs parks, trails,
and open spaces.
Action 3.1: Host environmental education programs and
events to give community
members the knowledge
and tools to become environmental stewards. Program
topics may include, but are
not limited to water conservation, energy conservation, waste reduction, clean air
choices, etc.
Action 3.2: Install interpretive signage at parks, trails, and open spaces to draw
attention to and highlight the
importance of natural habitats and resources in Desert Hot Springs.
Action 3.3: Collaborate with
Mission Springs Water District
to install water conservation
demonstration projects at
parks and recreation facilities.
Action 3.4: Showcase sustainable design elements
at Desert Hot Springs parks,
trails, and open spaces.
Sustainable design elements
can include, but are not limited to native and drought-tolerant landscaping, reflective roofs, solar panels, shade
trees, bioswales, permeable
pavement, rain harvesting
systems, reclaimed water,
etc.
Action 3.5: Launch a volunteer stewardship program for community members to actively participate in the care
and enhancement of parks,
trails, and open spaces in
Desert Hot Springs.
Action 3.6: Create spaces
for park users to observe and
admire scenic vistas, open
spaces, and natural habitats.
Action 3.7: Install publicly
accessible electric vehicle
charging stations at parks
and recreation facility parking lots, where feasible.
Item Number: 5.
99 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT INITIATIVE #6
Placemaking is a term used to describe the act of enhancing a public space to create a distinct sense of place. Placemaking can be achieved in various ways and by many people, both formally and informally. It is typically derived from the culture, history, and heritage of a place that can be enhanced through art, vegetation, architecture, scale, signage, programming, and others.
Placemaking is further enhanced through the interaction between people and the placemaking elements. Placemaking can help people feel seen, celebrated, and part of a community. The Placemaking Initiative advances the celebration of community diversity, culture, and history at parks and recreation sites in Desert Hot Springs.
Objective 1: Showcase community diversity,
culture, and history at
parks and recreation facilities.
Action 1.1: Identify areas for
temporary and permanent
public art installations at
parks and recreation facilities.
Action 1.2: Partner with local
artists to design and install
public art that celebrates
community diversity, culture,
and history at parks and recreation facilities.
Objective 2: Facilitate opportunities for
social interactions at Desert Hot Springs parks and
recreation facilities.
Action 2.1: Create new
gathering areas for community members to host parties, meetings, and events at
parks.
Action 2.2: Install park amenities that facilitate social interaction, such as outdoor
exercise equipment, public
art, chess tables, ping pong,
corn hole, and other similar
activities.
Action 2.3: Introduce new
and enhance established
community events that highlight the City’s unique history, diverse culture, and art (GP).
Action 2.4: Support events
such as cultural fairs, music
festivals, art walks, food festivals, and farmers’ markets.
In addition to highlighting
the intended event theme,
these events should provide
a forum for local businesses
to be exhibited and promoted (GP).
Action 2.5: Identify parks in
Desert Hot Springs to allow
for public-private partnerships between commercial
vendors like food trucks and
local businesses to draw
visitors to parks and provide
valuable services to the community.
Objective 3: Create
a distinct sense of place at
Desert Hot Springs parks
and recreation facilities.
Action 3.1: Identify unique
characteristics and features
within each park and showcase them through public
art, interpretive signage, and
other design elements.
Action 3.2: Integrate different park themes into the built features and buildings at
parks to distinguish one park
from another.
PLACEMAKING
Item Number: 5.
RECOMMENDATIONS 100
Action 3.3: Incorporate
placemaking design elements into the development
of future parks and recreation projects.
Action 3.4: Encourage development that integrates
desert-appropriate architecture, utilizing appropriate massing, scale, colors, and
roofing (GP).
Action 3.5: Require developments along major corridors and near entries to the City
to use distinctive architectural, landscaping, and site design treatments (GP).
Action 3.6: Encourage a
unique and consistent community image that celebrates the desert environment, surrounding hillsides, and mountain views, and
incorporates sustainable development approaches (GP).
Item Number: 5.
101 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT INITIATIVE #7
SAFETY &
COMFORT
Feeling welcome, safe, and comfortable at parks is critical to community health and well-being.
Unfortunately, at times, many community members do not feel this way when visiting parks in Desert Hot Springs. Community engagement participants frequently expressed the need to improve safety and security at parks and recreation facilities. Ensuring safety and comfort at parks in Desert Hot Springs is a priority for the City and can be achieved through a combination of intentional design elements, crime prevention measures, regular maintenance, and other strategies. The Safety & Comfort Initiative uses a multi-faceted approach to improve safety by fostering collective awareness, care, and responsibility at parks and recreation sites.
Objective 1: Implement the concepts of
Crime Prevention Through
Environmental Design
(CPTED) at parks and recreation facilities.
Action 1.1: Use intentional
design features to control access to sites, promote more “eyes on the street,” and foster a sense of collective care and responsibility. Design
features can include but are
not limited to lighting, public art, wayfinding signage, walking paths, gateway entry
points, fencing, landscaping,
security cameras, etc.
Action 1.2: Collaborate with
law enforcement agencies
and community groups to
promote litter pick-up, graffiti
removal, basic repairs, and
other beautification efforts at
parks and recreation facilities.
Action 1.3: Continue to
promote and support graffiti
removal and deterrent programs (GP).
Objective 2: Improve
security at parks and recreation facilities.
Action 2.1: Evaluate crime
data to determine if any
focus areas need additional
law enforcement and/or the
use of security cameras for
crime prevention.
Action 2.2: Collaborate
with the Police Department
to promote the Citizen’s on
Patrol Program at local parks
and recreation facilities.
Action 2.3: Continue and
encourage Neighborhood
Watch programs to include
local parks and recreation
facilities.
Action 2.4: Add prominent
signage at parks and facilities encouraging users to call and report suspicious activity
to the Police Department.
Action 2.5: Investigate solutions such as outsourced park monitoring services to immediately flag issues at parks for police to respond to.
Item Number: 5.
RECOMMENDATIONS 102
INITIATIVE #8:
Financial resources and their sustainable management are critical to the maintenance of existing parks and facilities and the development of new infrastructure. A healthy and well-balanced budget is the foundation of a well-operated and well-maintained park and recreation system and enables opportunities for future growth. The Investment Initiative includes strategies to support the long-term financial sustainability and expansion of Desert Hot Springs’ parks and recreation facilities and programs. Recommendations were developed based on the findings of a financial analysis of the Recreation and Community Services Department operations and include actions to both recover costs and secure new funding sources.
Objective 1: Secure
sustainable financing
for the construction and
maintenance of parks and
recreation facilities.
Action 1.1: Pursue grant programs sponsored by public
agencies, private groups,
and foundations for park
or open space purchases,
development, and maintenance (GP).
Action 1.2: Evaluate partnership and annexation into the Desert Recreation District to
finance construction/rehabilitation and maintenance
of existing and new parks
that would serve City residents
(GP).
Action 1.3: Design, construct, and maintain park areas in a manner that guarantees long-term sustainability and park maintenance (GP).
Action 1.4: Coordinate the
establishment of an “Adopt
a Park” or comparable
program, allowing volunteer
groups and individuals such
as the Rotary Club, the Hotelier’s Association, utility companies, and others to take charge of maintenance, funding, and equipment needs for a developing park (GP).
Action 1.5: Evaluate, as part
of the development review
process, the fiscal impacts of
a proposed park’s construction and continued maintenance on the City and/ or a proposed homeowners
association (GP).
Objective 2: Increase cost recovery of
recreation programs and
services.
Action 2.1: Develop a
mechanism for tracking programming costs and associated fees to enable proper planning of cost structures.
Action 2.2: Establish cost
recovery goals and targets
based on the service area
(i.e., Aquatics 30%, Transportation 15%, Summer Camp
40%, etc.).
Action 2.3: Assign impact
fee revenue and CFD revenue to further enhance existing and future facilities.
Action 2.4: Continue to use
contracted services for cost
efficiency.
Action 2.5: Pursue grants,
sponsorships, donations, and
allocation of funds to expand
programs and services.
Action 2.6: Study and review
existing fee structure to ensure alignment with market rates.
Action 2.7: Consider establishing different fees for residents and non-residents.
Action 2.8: Consider establishing aquatic rental fees.
INVESTMENT
Item Number: 5.
103 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT INITIATIVE #9:
City staff conduct the essential administrative, operations, and maintenance tasks that determine the success of a park, facility, or program. Administrative responsibilities include operating lease agreements with other recreational providers, negotiating joint-use agreements, applying for funding, developing new programming, hiring and managing staff, recruiting volunteers, publicizing special events, and much more. The Administration Initiative supports the incorporation of innovative strategies for an efficient and modern park and recreation system.
Objective 1: MAINTAIN HIGH-QUALITY
PARKS AND RECREATION FACILITIES.
Action 1.1: Regularly update the Parks Master Plan to
allow for planning that provides parks facilities to serve the community (GP).
Action 1.2: Develop an overall maintenance plan for the upkeep of parks, restrooms,
and equipment.
Action 1.3: Employ the necessary number of park maintenance staff to ensure parks are as clean and safe as possible.
Objective 2: Leverage partnerships and joint
use agreements.
Action 2.1: Evaluate the feasibility of establishing active jointuse agreements with all private nonprofit organizations that
have recreation facilities, such
as playfields and multi-purpose
rooms (GP).
Action 2.2: Establish partnerships with the school districts and create Joint-use Agreements (JUA) for public use
of school facilities outside
school hours (evenings and
summers) for programming
use like recreational basketball games, and adult volleyball leagues.
Action 2.3: Identify schools in
high park need areas to create Joint-use Parks for public use outside regular school
hours.
Action 2.4: Continue to
explore contractual agreements that will enhance and/
or expand current sporting
events that are currently being offered (i.e., gymnastics, soccer).
Action 2.5: Explore contract
opportunities to provide programs that are constrained by budgetary or staffing limitations (i.e., ESL, Sports).
Objective 3: Enhance
marketing and communications methods to promote parks and recreation programs and services.
Action 3.1: Develop and
publish a seasonal activity
guide to provide information
about, generate interest in,
and increase participation
in recreational programming
and events.
Action 3.2: Expand marketing and communications
tools to actively promote
parks and recreation services
(i.e., flyers, social media,
mailers, apps).
Action 3.3: Develop a method to collect and address
participant feedback upon
completion of programming.
ADMINISTRATION
Item Number: 5.
RECOMMENDATIONS 104
4.2 FUTURE LEVEL OF SERVICE WITH EXISTING PARK SYSTEM
The population of Desert Hot Springs is expected to nearly double in the next 20 years, according to SCAG projections. This growth may cause a demographic shift and pose new challenges for parks and recreation facilities in the future. It is assumed that the future population will use existing recreation facilities, adding to the existing demand for additional park and recreation facilities.
This section of the plan analyzes how the projected growth will impact the City’s park and recreation system and help identify even larger park acreage and amenity deficits.
Table 4-1: Future Population LOS with existing Park Acres 2045 LOS ALL CITY PARKS
Existing Park Acreage 39.31
Recommended Adopted
Standard per 1000 Population 3.00
Acres per 1000 Population (2045) 0.64
Total Surplus/Deficit Acres per
1000 Population (2045) -2.36
Acres in Deficit 143.69
4.2.1 Future Population
LOS
If zero new parks or recreation
facilities are to be developed
in the next 20 years and the
population grows as expected, the level of service park acreage deficit decreases
from 1.21 to 0.64 park acres
for every 1,000 residents, according to Table 4-1. The City will require additional parkland to match the 2023 deficit and to address the growing park acre deficiencies.
4.2.2 Future Park
Amenity LOS
Table 4-2 uses the existing
park amenities with the future projected population to determine amenities surpluses and deficits of the future park system. This table also
includes amenities proposed
at Corporate Yard Park. All
of the park amenity deficits
increase because of population growth. The amenities with the largest deficits include tennis courts, picnic
area (12+ people), walking
paths, multi-purpose fields,
restroom facilities, and playground/tot lot (ages 2-5). The full list of amenities with expected deficits in the future can be found in Table 4-2.
Item Number: 5.
105 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Table 4-2: Future Amenity LOS with existing Park Amenities LEVEL OF SERVICE FOR 2045
POPULATION
(61,000 SCAG)
EXISTING CITY FACILITIESPLANNED FACILITIES**TOTAL EXISTING INVENTORYN
ATIONAL GUIDELINE
SERVICE LE
VEL (1/#
POP)RECOMMENDED CITY STAND
ARD (1/# POP)
TOTAL FACILITIES NEE
DED
TOTAL SURPLUS / DEFICIT
Indoor Rec.
Facilities
Recreation Center 1 1.0 19,854 19,900 3.1 -2.1
Community Center 1 1.0 39,765 39,800 1.5 -0.5
Senior Center 1 1.0 30,038 30,000 2.0 -1.0
Teen Center 0 0.0 47,963 48,000 1.3 -1.3
Nature Center/Museum 1 1.0 - 68,000 0.9 0.1
Outdoor Park & Rec Facilities
Picnic Area (12+ People) 1 1.0 - 5,000 12.2 -11.2
Playground (ages 6-12) 3 3.0 19,671 19,700 3.1 -0.1
Playground/Tot Lot (ages 2-5) 1 1.0 8,606 8,600 7.1 -6.1 Restroom Facility 4 4.0 - 4,600 13.3 -9.3
Basketball Courts 3 3.0 17,667 17,700 3.4 -0.4
Volleyball Courts 0 0.0 - 10,000 6.1 -6.1
Tennis Courts 0 0.0 4,346 4,300 14.2 -14.2
Pickleball Courts 4 4.0 10,000 8,000 7.6 -3.6
Youth Baseball Fields 2 2.0 24,765 24,800 2.5 -0.5
Adult Baseball Fields 0 1 1.0 27,447 28,400 2.1 -1.1
Softball Fields 0 0.0 28,219 28,200 2.2 -2.2
Rectangular Soccer Fields* 6 6.0 18,043 18,000 3.4 2.6
Football Field 0 1 1.0 28,070 28,100 2.2 -1.2
Multi-purpose Fields* 0 0.0 8,373 8,400 7.3 -7.3
Splashpad/Sprayground 1 1.0 - 35,000 1.7 -0.7
Swimming Pool 2 2.0 24,241 24,200 2.5 -0.5
Skate Park 2 2.0 25,455 25,500 2.4 -0.4
Pump Track 0 0.0 - 106,000 0.6 -0.6
Stage (no built-in seating) 1 1.0 - 42,000 1.5 -0.5
Amphitheater (bult in seating/terrace) 0 0.0 - 42,000 1.5 -1.5 Community Garden 0 0.0 34,793 35,000 1.7 -1.7
Dog Park 2 2.0 15,645 15,600 3.9 -1.9
Walking Path 1 1.0 - 5,300 11.5 -10.5
Outdoor Exercise Area/Exercise Path 1 1.0 - 28,000 2.2 -1.2 ** Planned facilities include amenities proposed Corporate Yard Park.
Item Number: 5.
RECOMMENDATIONS 106
4.3 FUTURE PARKS
Desert Hot Springs completed its previous Parks and Recreation Master Plan in 2013 and several future park projects resulted from the plan but the City was unsuccessful in completing the construction of many larger projects. This section aims to reinvent several previously proposed projects that the community is still anticipating the City to progress and eventually build. This section also recommends the City explore several additional potential future park projects as a result of the level-of-service analysis’, vacant land analysis, and community desire.
4.3.1 Previously Proposed Parks
Park B - Skyborne Park
It is recommended that the
City work with the developer
of the Skyborne Residential
Development to move forward with design and construction of the planned park.
Park C - Mission Springs
Park Expansion, Phase I
It is proposed that the City
continue to explore the acquisition of the rear portion of the County of Riverside
parcel to expand the adjacent Mission Springs Park that was originally proposed in the
Desert Hot Springs Parks and
Recreation Master Plan adPark A - Corporate Yard
Park
Corporate Yard Park is a previously proposed park located on a City-owned parcel on the southeast corner of Cholla Drive and Flora Avenue.
The future park is planned
to include a much-needed lighted football field and
baseball/softball field with
shaded spectator seating,
as well as concession stands,
restrooms, a storage room for
equipment, lighting, shade
structures, and parking.
This project is highly anticipated and desired by the community and is recommended the City priortize construction
of this space.
opted in 2013. Currently, the
City uses the adjacent Mission
Springs Park for community
and regional events, which
can cause conflicts with
sports field scheduling with
youth sports, and does not
have the facilities necessary
to produce large community
and regional events.
It is recommended that the
design for this park expansion includes additional field space for programs such as
soccer, football, and other
potential new sports programs
desired by the community.
Corporate Yard Park preliminary concept designs provided by the City of Desert Hot Springs and Hermann Design Group. Final Design is subject to change.
Item Number: 5.
107 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
4.3.2 New Park
Recommendations
Park D - Mission Springs
Park Expansion, Phase II
In addition to acquiring the
land to the north of Mission
Springs Park for expansion, It is
also recommended that the
City explore the acquisition of
the parcels to the south and
west of Mission Springs Park
for further expansion. It is recommended that the City consider including additional field space for sports, an amphitheater to host regional and community events such as live
concerts, and other necessary amenities to support such events desired by the community and stakeholders.
Park E - Mission Lakes
Boulevard Trail
It is recommended that the
City explore the creation of
a multi-use path along the
flood control channel west
of Wardman Park that begins
near the corner of 8th Street
and West Drive and ends at
Mission Lake Boulevard. This
project would provide a safe
off-street multimodal connection between Wardman
Park and Veteran’s Park, as
well as a planned/funded linear park and multi-purpose path that is set to be built on
the southwest and southeast
sides of the Mission Lakes Boulevard intersection with Palm Drive. This project would also
connect to City plans to pursue grant funding for protected bike lanes on Mission Lakes Boulevard.
A later or lower-priority section
of the recommended project
could extend the multi-use
path along the flood control
channel from Palm Drive to
Verbena Drive, connecting to
Swiss Canyon trailhead.
In its entirety, this recommendation was desired by the community and will provide
a pedestrian connection between three recreational areas and potential linear park amenities along Mission Lakes
Boulevard.
Park F - Palm Drive and
12th Street.
It is recommended that the
City look into purchasing the
parcels on the vacant land
on the northeast corner of
Palm Drive and 12th Street for
a Mini Park.
Park G - Hacienda Avenue
and Deodar Avenue
It is recommended that the
City consider building a mini
park on the City-owned land
northeast of Hacienda Avenue and Deodar Avenue.
Park H - Hacienda Park
It is recommended that the
City consider developing a
neighborhood park on the undeveloped park space on Cityowned land off of Hacienda Avenue, in the southeast corner of the City in conjunction with the planned fire station.
Park I - Blue Circle Drive
and Amnandale Avenue
It is recommended that the
City consider adding a trail
staging area to this location
to provide better access to
Little Morongo Creek Trail.
Currently, this area serves as
a water retention basin.
Park J - Rancho Del Oro Park
It is recommended that the
City consider adding a passive linear park on this existing city-owned parcel. This area
is located in an existing travelshed gap area.
4.3.3 Potential Central
Public Spaces in
Downtown Desert Hot
Springs
Park K - Option 1
It is recommended that the
City explore acquiring land in
Downtown Desert Hot Springs
for a park. There was a strong
desire from the community
to create a public outdoor
space for the city to host
community events in Downtown Desert Hot Springs. Park
J is a city-owned parcel located adjacent to City Hall on Pierson Boulevard.
Park L - Option 2
Park K is also located in the
Downtown area of the City
on the southeast corner of
Acoma Avenue and Palm
Drive and it is recommended
to be considered as a second
option for a centralized public outdoor space.
Park M - Option 3
Park L is also located in the
Downtown area of the City
on the northwest corner of
Pierson Boulevard and Ocotillo Road. It is recommended to be considered as a third
option for a centralized public outdoor space.
Item Number: 5.
RECOMMENDATIONS 108
Figure 4-1: Potential Future Parks
A
B
C
D
E
F
G
H
I
K
L
M
Potential Future Parks
J
Item Number: 5.
109 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Figure 4-2: Potential Future Park Travelshed
Potential Future Parks
Potential Future Parks Half Mile Travelshed
A
B
C
D
E
F
G
H
I
K
L
M
J
Item Number: 5.
RECOMMENDATIONS 110
4.4 FUTURE LOS WITH PROPOSED PARK PROJECTS
Figure 4-2 shows the additional travelshed area covered by both the existing park system and the potential future parks identified in this Plan.
The future parks would not
only bring additional park access to several areas in the City, but they would also add
additional park acres to the
City’s park system, bringing
the City very close to achieving its goal of having three park acres for every 1,000
residents. Table 4-3 displays
the total potential future park
acres and how they could
decrease the total park acre
deficit.
Although these identified areas could potentially bring much needed new recreational opportunities to residents, they still do not completely close the park access gaps. It is recommended that
the City continue to search
for additional land for new
park and recreational facilities and partner with developers and other organizations to institute better access to
park spaces for future residents and visitors.
Table 4-3: Future Population LOS with
Potential Future Existing Park Acres
2045 LOS ALL CITY PARKS
Existing Park Acreage 39.31
Potential Future Acreage 65.53
Recommended Adopted
Standard per 1000 Population 3.00
Potential Acres per 1,000
Population (2045) 2.79
Potential Total Surplus/Deficit
Acres per 1000 Population (2045) -0.21
Potential Acres in Deficit 12.63
Item Number: 5.
111 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
4.5 OPPORTUNITY AREA ANALYSIS AND
PARK-SPECIFIC RECOMMENDATIONS
4.5.1 What is the
Opportunity Area
Analysis?
The opportunity area analysis determines undeveloped
and/or underutilized areas
within a park and suggests
park amenities that can potentially fit based on the size.
Each park with an opportunity area is shown alongside a table of potential amenities,
supporting text, and a key
map highlighting potential
recommendations.
The table identifies what kinds
of amenities will fit in the opportunity areas based on square footage and dimensions. The amenities with an
“x” indicate a need based on
park amenity deficits, geographic distribution of park amenities identified in Chapter 2, community engagement feedback, and general best practices. Cabot’s Pueblo Museum was not included in this analysis.
Public Input on
Opportunity Areas
During the draft recommendations workshop for this Plan, participants were asked to
vote on their most desired
amenity at each existing park.
Votes for amenities at each
park were tallied. Input from
all workshops, pop-ups, stakeholder focus group meetings, and community surveys was taken into consideration
when making recommendations for new park amenities.
While there are many opportunities for new parks in Desert Hot Springs, it is also important
to improve existing parks in
the City. Many respondents
on the survey indicated that
their top priorities to improve
the existing park system in
the City are to expand current park amenities and activities and to expand current park boundaries. Adding new
amenities and renovating existing park amenities can help provide the community with
modern, diverse, and trending recreation activities within already-developed park spaces. The following section
identifies opportunity areas
within existing parks that can
help address the community’s wants and needs.
Item Number: 5.
RECOMMENDATIONS 112
4.5.2 Wardman Park
Wardman Park is a medium-sized neighborhood park
located on 8th Street and
Cactus Drive. The Park is
packed with several amenities including a youth baseball field and a T-ball field, a playground, a basketball
court, pickleball courts, foursquare, horseshoe, a small dog park, passive greenspaces with trees, restrooms, and a swimming pool. Although the
swimming pool has not been
in use since before 2020.
There are seven opportunity
areas identified throughout
the park. The top recommendations for Wardman Park are group picnic areas, renovating the existing play area to include a tot-lot playground,
and a splashpad, tennis
courts, an outdoor exercise
area, a walking loop, and to
renovate the existing swimming pool and community
center. It is also recommended to add an ADA-accessible path from the parking lot to
the north t-ball field because
the existing ADA path only
goes to the southern field.
AMENITY
RECOMMENDATION TYPICAL SF AREA 1:
3,300
AREA 2:
5,000
AREA 3:
6,000
AREA 4:
19,000
AREA 5:
3,000
AREA 6:
6,000
AREA 7:
3,800
Group Picnic Areas (12+ people) 500-1,500 x x x x x
Tot-lot Playground (ages 2-5) 1,500-4,000 Existing Area Splashpad / Water Play Feature 800-4,000 x
Tennis or Other Sport Court 7,200 x x
Outdoor Exercise Area 500-2,000 x x x x x
Adventure Playground 4,000-8,000 x
Volleyball 4,000 x x
Community Garden 3,000-12,000 x x x x
Swimming Pool Renovation 10,000-60,000* x
Walking loop recommended around entire park
Redesign playground area to include playground, tot-lot, and splashpad
ADA accessible path recommended from main parking lot
to north baseball field
Existing swimming pool and adjacent community recommended to be renovated Figure 4-3: Wardman Park Opportunity Areas
Table 4-4: Wardman Park Infill amenities recommendations Other recommendations:
» Parking lot improvements
» Electrical Upgrades
» Other sidewalk and ADA improvements throughout the park Item Number: 5.
113 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
4.5.3 Hot Springs Park
Hot Springs Park is a mini-park
located southeast of the Desert Hot Springs Spa Hotel over natural hot springs. The park
currently contains no park
amenities and has a small
plaza and a pathway along
Palm Drive with interpretive
signage explaining the hot
springs underneath the park.
There are four opportunity
areas at this park with passive park amenities. The top two recommendations to
enhance the park are group
picnic areas and outdoor exercise areas. There is also an opportunity to add a small
tot-lot playground to the site
but it is recommended that it
sits away from the road and
includes fencing for safety.
Other recommendations:
» Walking path expansion
» Fencing improvements
» New landscaping
» New City Monument
AMENITY RECOMMENDATION TYPICAL SF AREA 1:
33,000
AREA 2:
15,000
AREA 3:
2,300
AREA 4:
2,200
Group Picnic Areas (12+ people) 500-1,500 x x x x
Outdoor Exercise Area 500-2,000 x
Tot-lot Playground (ages 2-5) 1,500-4,000 x
Install sidewalk along 8th Street to provide a safe pedestrian connection from Hot Springs Park to Wardman Park Figure 4-4: Hot Springs Park Opportunity Areas
Table 4-5: Hot Springs Park Infill amenities recommendations Item Number: 5.
RECOMMENDATIONS 114
AMENITY RECOMMENDATION TYPICAL SF AREA 1:
4,600
AREA 2:
5,400
AREA 3:
4,800
AREA 4:
4,300
AREA 5:
4,000
Group Picnic Areas (12+ people) 500-1,500 x x x x x
Outdoor Exercise Area 500-2,000 x x x x x
Splashpad / Water Play Feature 800-4,000 x
Basketball Half-courts 6,300* x x
Multi-use Court (Tennis & Pickleball) 7,200 x x x x
Volleyball 4,000 x x
Tennis 7,200 x x
Pickleball 1,800* x x
4.5.4 Mission Springs
Park
Mission Springs Park is a community park in Desert Hot Springs located in the southeastern area of the City on Park Lane. It has several key
amenities including lighted
soccer fields, a walking loop,
two shaded playgrounds, a
tot-lot playground, a group
picnic area, and restrooms.
There are five opportunity
areas identified at this park.
The top recommendations to
include at this park in these
areas include basketball, tennis, group picnic areas, and a splashpad near the play areas. It is also recommended
that outdoor fitness stations
be added to the walking
loop.
Other recommendations:
» Renovate the existing
walking path to a rubberized track surface
» Add new fencing around
the existing park
Outdoor fitness equipment recommended along existing
walking path
Figure 4-5: Mission Springs Park Opportunity Areas
Table 4-6: Mission Springs Park Infill amenities recommendations As Section 4.3 suggests, it is also recommended that the City consider purchasing the vacant land to the west and south of the park to expand the park in the long-term future.
Item Number: 5.
115 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT AMENITY RECOMMENDATION TYPICAL SF AREA 1:
6,230
AREA 2:
2.300
Group Picnic Areas (12+ people) 500-1,500 x x
Outdoor Exercise Area 500-2,000 x x
Adventure Playground Varies x
Volleyball 4,000 x
Community Garden 3,000-12,000 x
4.5.5 Guy J. Tedesco
Park
Guy J. Tedesco Park is a
neighborhood park located
between E. Arroyo Drive and
W. Arroyo Drive. It is a small
park but it is activated with
many amenities including
two basketball courts, a small
community center, a shaded playground and tot-lot, a
skatepark and BMX park, and
a group picnic area.
While this park is highly activated already, there are still two opportunity areas identified. The top recommendations for these opportunity areas are an additional group picnic area and outdoor fitness stations/area.
Other recommendations:
» Fencing improvements
» Lighting improvements
» Electrical Upgrades
» Sidewalk and ADA ramp
improvements
» Irrigation improvements
Figure 4-6: Guy J. Tedesco Park Opportunity Areas
Table 4-7: Guy J. Tedesco Park Infill amenities recommendations Item Number: 5.
RECOMMENDATIONS 116
4.5.6 Rotary Park
Rotary Park is a neighborhood
park located off Hacienda
Avenue on the very east side
of the City. It currently contains a dog park with two separate areas for small dogs
and larger dogs. The dog park
only takes up a small portion
of the entire park area shown
on Figure 4-7. There are two
opportunity areas identified
at Rotary Park.
It is recommended that the
City explore adding hiking
trails throughout the open
space of the park and beyond the park boundaries with
staging areas that include restrooms, group picnic areas, and interpretive signage that
explains the historical character of the community and the ecology of the site.
Other recommendations:
» Shade structures with seating within the dog park
» Lighting
AMENITY RECOMMENDATION TYPICAL SF AREA 1:
315,000
AREA 2:
5,000
Soft-surface Hiking Trails varies* x
Trail Staging Area varies* x
Group Picnic Areas (12+ people) 500-1,500 x
Restrooms 400-1,000 x
Amphitheater / Outdoor Stage 6,000-11,000 x
Walking Loop varies* x
Figure 4-7: Rotary Park Opportunity Areas
Table 4-8: Rotary Park Infill amenities recommendations Item Number: 5.
117 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
4.5.7 Veteran’s Park
Veteran’s Park is a small minipark and veteran’s memorial located on the corner of Cactus Drive and Palm Drive
in the northern area of the
City. In addition to the Veteran’s Memorial, there are park benches and public art sculptures at the mini-park. There are some small opportunity
areas around the park and it
is recommended to add picnic areas to the Park.
AMENITY RECOMMENDATION TYPICAL SF AREA 1:
2,300
AREA 2:
1,900
AREA 3:
1,000
Group Picnic Areas (12+ people) 500-1,500 x x x
Tot-lot Playground (ages 2-5) 1,500-4,000 x
Outdoor Exercise Area 500-2,000 x x
Community Garden 3,000-12,000 x x
Figure 4-8: Veteran’s Park Opportunity Areas
Table 4-9: Veteran’s Park Infill amenities recommendations Item Number: 5.
RECOMMENDATIONS 118
IMPLEMENTATION PLAN
Short-term goals:
Short-term project goals are those that can typically be implemented within a one to two-year time frame. » Install new passive recreation amenities at existing parks » Identify and add low-cost passive park amenities, such as picnic tables, bench seating, community gardens, or small walking paths. » Provide street, sidewalk, and intersection amenities and improvements to areas around parks, recreational facilities, and open spaces.
» Install shade structures or plant shade trees at all playgrounds and picnic areas to enable comfortable park use in hot
weather.
» Identify sites to Install splashpads and misters at parks to provide relief to park users during the summer. » Encourage the use of mountain and hill areas for recreational purposes within the limits and restrictions described and outlined in the Coachella Valley Multispecies Habitat Conservation Plan. » Launch a volunteer stewardship program for community
members to actively participate in the care and enhancement of parks, trails, and open spaces in Desert Hot Springs. » Improve security at parks and recreation facilities.
» Pursue grant programs sponsored by public agencies, private groups, and foundations for park or open space purchases, development, and maintenance.
» Provide educational and career development programs to support community-wide learning.
» Enhance marketing and communications methods to promote parks and recreation programs and services. » Employ the necessary number of park maintenance staff to ensure parks are as clean and safe as possible.
» Complete construction for Corporate Yard Park.
Item Number: 5.
119 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT Mid-term goals:
Mid-term project goals are those that can typically be implemented within a two to five-year time frame. » Develop individual park master plans to help identify low to mid-cost park amenities (e.g., picnic areas, playgrounds and playground surfacing, or shade over existing playgrounds). » Identify all sports field maintenance needs and implement mid to high-cost renovations such as lighting, large seating areas (bleachers), or large areas of sod/artificial turf enhancements. » Acquire vacant land in the Downtown area for a centrally-located park. » Identify feasible locations to develop pocket parks in underserved areas with limited land vacancy. » Install interpretive signage at parks, trails, and open spaces to draw attention to and highlight the importance of natural habitats and resources in Desert Hot Springs.
» Partner with local artists to design and install public art that celebrates community diversity, culture, and history at parks and recreation facilities.
» Install park amenities that facilitate social interaction, such as outdoor exercise equipment, public art, chess tables, ping pong, corn hole, and other similar activities.
» Develop a plan to purchase private land for new parks as outlined in Section 4.3.
» Establish partnerships with the school districts and create Joint-use Agreements (JUA) for public use of school facilities outside school hours.
» Expand programming offerings to provide more non-athletics, educational, and artistic programs for residents. » Develop and expand partnerships for programming, such as after-school programs, gymnastics, and pickleball.
» Provide temporary “pop-up” recreational programming in park-deficient areas with limited access to standard recreational programming. » Introduce new and enhance established community events that highlight the City’s unique history, diverse culture, and art.
Item Number: 5.
RECOMMENDATIONS 120
Long-term goals:
Long-term project goals are those that can typically be implemented within a five to ten-year time frame. » Identify and acquire vacant land to develop new parks in underserved areas.
» Expand sports courts and fields throughout the City to accommodate community demand. » Expand teen and student programming offerings and construct a teen center that serves the City’s high school residents. » Coordinate with developers to install missing pedestrian and bicycle facilities if a development is adjacent to or near parks, an existing trail, or a multi-use path.
» Install new trails and multi-use paths to connect neighborhoods, schools, parks, recreation facilities, and open spaces and install them, where appropriate.
» Establish an interpretive trail system in the City’s mountainous and other hiking and walking areas that educate users and enhance their appreciation for these and other wildlife communities in the City and vicinity. » Collaborate with Mission Springs Water District to install water conservation demonstration projects at parks and recreation facilities.
» Incorporate placemaking design elements into the development of future parks and recreation projects. » Implement the concepts of Crime Prevention Through Environmental Design (CPTED) at parks and recreation facilities. » Increase cost recovery of recreation programs and services. » Regularly update the Parks Master Plan to allow for planning that provides park facilities to serve the community.
» Design and install new tennis courts, group picnic areas, walking paths, multi-purpose fields, restrooms, and playgrounds, as identified as the largest amenity deficits.
» Develop individual park master plans for the potential future parks identified in Section 4.3.
Item Number: 5.
121 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
4.6 FUNDING SOURCES
The following section describes potential federal, state, regional, and local funding sources that can be pursued to advance the recommendations in the Plan. The funding sources vary in purpose and scope, but are intended to help an agency implement parks, recreation, and trails projects and programming. The tables in this section include information on the funding sources, a general description of the program, funding cycle, and project examples.
Table 4-10: Potential Funding Sources
FUNDING
PROGRAM
FUNDING
SOURCE PURPOSE/DESCRIPTION FUNDING
CYCLE
PROJECT
TYPE PROJECT
EXAMPLES
INF PLN PGM TRL
FEDERAL PROGRAMS
1 Highway
Safety Improvement
Program
Federal
Highway
Administration /
Caltrans
The Highway Safety Improvement Program funds
work on any public road
or publicly owned bicycle
or pedestrian pathway
or trail, or on tribal lands
for general use of tribal
members, that improves
the safety for its users.
Every
1 to 2
years
X X
• Install hybrid pedestrian signals at
trail crossings
• Install RRFBs at
locations adjacent
to parks, trails, and
schools
2 Reconnecting Communities and
Neighborhoods Grant
Program
U.S. Department
of Transportation
The Reconnecting Communities and Neighborhoods Program provides grant opportunities to
redress the legacy of
harm from transportation
infrastructure including:
construction-related displacement, environmental degradation, limited access to goods and
services, degraded public
health due to air and
noise pollution, limited
opportunities for physical
activity, and hampered
economic vitality of the
surrounding community.
Annual
(through
2026)
X X X
• Study for the
removal, retrofit
or mitigation of a
transportation facility that acts as a
barrier to community connectivity
• Replacement
or mitigation of
a transportation
barrier with a linear
park and trail
STATE PROGRAMS
3 Habitat
Conservation Fund
Program
California
Department of
Parks and
Recreation
The Habitat Conservation
Fund provides funding to
protect fish, wildlife, and
native plant resources;
to acquire or develop
wildlife corridors and trails;
and to provide for nature
interpretation programs
and other programs
which bring urban residents into park and wildlife areas.
Annual X X X
• Build new trails
• Rehabilitate existing trails
• Install interpretive
trail elements
• Install seating or
lighting along trails
• Develop educational or interpretive activities or
trips
Item Number: 5.
RECOMMENDATIONS 122
FUNDING
PROGRAM
FUNDING
SOURCE PURPOSE/DESCRIPTION FUNDING
CYCLE
PROJECT
TYPE PROJECT
EXAMPLES
INF PLN PGM TRL
4 Land and
Water Conservation
Fund
National Park
Service/
California
Department of
Parks and
Recreation
The Land and Water Conservation is a federal National Park Service grant program administered by
the California Department
of Parks and Recreation.
The program provides
funding for the acquisition
or development of land
to conserve irreplaceable
lands and to create new
outdoor recreation opportunities for the health and
wellness of Californians.
Annual X X
• Land acquisition
for a new park,
an existing park
expansion, a wildlife corridor with
public viewing and
outdoor recreational use, and/or
a recreational/active transportation
corridor
• Development of
recreation features
and amenities for
outdoor recreation
5 Outdoor Equity Grants
Program
California
Department of
Parks and
Recreation
The Outdoor Equity Grants
Program provides funding
to improve the health and
wellness of Californians
through new educational
and recreational activities, service learning,
career pathways, and
leadership opportunities
that strengthen a connection to the natural world.
The program funds the
creation, operation, and
transportation costs of
outdoor programs in underserved communities.
Annual X
• Programs must
include both community activities
AND trips to natural areas.
• Community activities can include
environmental
education, nature
discovery walks,
and more.
• Natural area
trips can include
traveling to a
regional, state,
national park,
tribal land, river or
lake, beach, forest, mountain, or
desert area for day
or overnight trips
within California.
Item Number: 5.
123 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
FUNDING
PROGRAM
FUNDING
SOURCE PURPOSE/DESCRIPTION FUNDING
CYCLE
PROJECT
TYPE PROJECT
EXAMPLES
INF PLN PGM TRL
6 Outdoor
Recreation
Legacy
Partnership
Program
National Park
Service/
California
Department of
Parks and
Recreation
The Outdoor Recreation
Legacy Partnership Program is a federal National
Park Service grant program administered by the
California Department of
Parks and Recreation. The
program focuses on communities with little to no
access to publicly available, close-by, outdoor
recreation opportunities in
urban areas. The program
funds the acquisition or
development of new
parks, or substantial renovations to parks in economically disadvantaged cities or towns of at least
30,000 people.
Annual X X
• Land acquisition
for outdoor recreation
• Development of
recreation features
and amenities for
outdoor recreation
7 Recreational Trails
Program
U.S. Department
of Transportation
Federal
Highway
Administration on /
California
Department of
Parks and
Recreation
The Recreational Trails
Program is a federal U.S.
Department of Transportation grant program
administered by the
California Department of
Parks and Recreation. The
program provides funding
to develop and maintain
recreational trails and
trail-related facilities for
both non-motorized and
motorized recreational trail
uses.
Annual X X
•Land acquisition
• Development/rehabilitation of trails,
trailheads, and trail
amenities
• Construction of
new trails
• Maintenance of
existing trails
8 Statewide
Park Development and
Community
Revitalization Program
California
Department of
Parks and
Recreation
The Statewide Park Program provides funding
to create new parks and
recreation opportunities
in critically underserved
communities across California. Project selection is
based on several criteria,
including need-based criteria, such as critical lack
of park space, significant
poverty, community challenges, and more.
Annual X X
• Land acquisition
• Rehabilitation of
existing or development of new
recreation features, such as, an
aquatic center,
athletic fields, amphitheater, community gardens,
dog parks, open
space, trails, skate
parks, public art,
picnic areas, etc.
Item Number: 5.
RECOMMENDATIONS 124
FUNDING
PROGRAM
FUNDING
SOURCE PURPOSE/DESCRIPTION FUNDING
CYCLE
PROJECT
TYPE PROJECT
EXAMPLES
INF PLN PGM TRL
9 Wildlife
Conservation Board
Grants
Wildlife
Conservation Board
The Wildlife Conservation
Board provides funding for
habitat acquisition, conservation, and restoration,
as well as development of
compatible public access
facilities. Project benefits
should include one or
more of the following:
protected biodiversity,
increased climate resilience, enhanced public access, conserved/ enhanced working
landscapes, conserved/
enhanced water-related
projects, and/or support
of the State Wildlife Action
Plan.
Ongoing X X X
• Open-space
corridors or trail
linkages
• Publicly accessible hunting, fishing,
wildlife viewing,
and other wildlife-dependent
recreational opportunities
• Climate adaptation and resilience
projects
• Habitat restoration
PHILANTHROPIC PROGRAMS
10 Energize the
Environment
Grant Program
Quadratec
Quadratec offers small
one-time grants for projects that promote environmental connection, responsibility, and/or
stewardship.
Annual X
• Trail building or
restoration projects
• Park beautification events
• Environmental
education projects
• Youth educational engagement events
11 Fruit Trees
For Your
Community
The Fruit
Tree Planting Foundation
The Fruit Tree Planting
Foundation donates fruit
orchards where the harvest will best serve communities for generations, at places such as community gardens, public
schools, city/state parks,
low-income neighborhoods, Native American
reservations, and other
high impact areas.
Ongoing X
• Planting of
high-quality fruittrees and shrubs at
a local park
12 Hometown
Grants T-Mobile
Hometown Grants fund
shovel-ready projects in
rural towns (with populations <50,000) that foster
local connections, including technology upgrades,
outdoor spaces, the arts,
and community centers.
Quarterly X X
• Improvements to
outdoor parks or
trails
• Adaptive uses of
older buildings into
community centers
Item Number: 5.
125 DESERT HOT SPRINGS PARKS AND RECREATION MASTER PLAN DRAFT
FUNDING
PROGRAM
FUNDING
SOURCE PURPOSE/DESCRIPTION FUNDING
CYCLE
PROJECT
TYPE PROJECT
EXAMPLES
INF PLN PGM TRL
13 Humanities
Projects
Grants
National
Endowment for
Humanities
The National Endowment
for Humanities offers a
range of different grant
programs on an ongoing basis. Different grant
programs provide funding
for a variety of outputs, including but not limited to infrastructure, equipment,
programming, curriculum,
research, media, and
more.
Ongoing X X X
• Art or science
exhibitions
• Community discussions
• Films and documentaries
• Climate adaptation planning
• Cultural preservation and resilience
• Trainings and
workshops
14 PeopleForBikes
Community
Grant Program
PeopleForBikes
The PeopleForBikes Community Grant Program
supports bicycle infrastructure projects and
targeted initiatives that
make it easier and safer
for people of all ages and
abilities to ride.
Annual X X
• Bike paths, lanes,
trails and bridges
• Mountain bike
facilities
• Bike parks and
pump tracks
• BMX facilities
• End-of-trip facilities such as bike
racks, bike parking,
bike repair stations
and bike storage
15 Outdoor
Access InitiativeYamaha
Yamaha provides funding to non-profit or tax
exempt groups (clubs
& associations), public
riding areas (local, state
and federal), outdoor
enthusiast associations
and land conservation
organizations, and communities with an interest
in protecting, improving,
expanding and/or maintaining access for safe, responsible, and sustainable use by motorized off-road
vehicles.
Quarterly X X
• Trail development
• Trail signage
• Trail mapping/
map production
• Wildlife and habitat management
• Establishing public access to land
for outdoor recreation
16 Rails to Trails
Grant Program
Rails to
Trails
Rails to Trails provides
funding to organizations
and local agencies that
are working to develop
and connect equitable
trail networks.
Annual X X X
• Rail-trail
• Greenway
• Multi-use trail
• Shared-use path
Item Number: 5.
RECOMMENDATIONS 126
FUNDING
PROGRAM
FUNDING
SOURCE PURPOSE/DESCRIPTION FUNDING
CYCLE
PROJECT
TYPE PROJECT
EXAMPLES
INF PLN PGM TRL
17 The Skatepark Project
Grants
The Skatepark Project
The Skatepark Project
offers grants to help underserved communities
create safe and inclusive
public skateparks for
youth.
Annual X
• New Skatepark
Construction
• New Skate Spot
Construction
• Skateable Art
Sculptures
• Active City
Space Conversion
(legalizing skateboarding in shared
spaces)
• Accessibility
Improvements/
Repairs
18 The Soccer
Fund
U.S. Soccer
Foundation
The Soccer Fund provides
funding for mini-pitch and
sports lighting projects.
Mini-pitches are ideal for
urban areas and other
communities where finding a safe place to play
can be difficult. These
small, customized, hardcourt surfaces are perfectly suited for organized soccer programs and
pick-up games.
Ongoing X
• Mini-pitch project
• Soccer lighting
project
19 USTA Facility Funding
Grant Program
United
States Tennis Association
The United States Tennis
Association offers grants
to upgrade existing and
build new tennis facilities.
Ongoing X
• Construction of
new tennis facility
• Resurfacing of
existing tennis
court
• Tennis court
amenity improvements
20 Youth
Development
Foundation
MLB/
MLBPA
MLB-MLBPA Youth
Development Foundation
(YDF) is a joint initiative
by MLB and MLBPA
to support efforts that
focus on improving the
caliber, effectiveness
and availability of
amateur baseball and
softball programs across
the United States and
internationally.
Ongoing X X
• Field lighting,
renovations, and
construction
• Equipment and/
or fees for baseball
and softball
programs
• Programs to
promote baseball
and softball
Item Number: 5.
SR-24-121
City of Desert Hot Springs
City Council
AGENDA ITEM REPORT
To: City Council
Date: May 21, 2024
Department: Administrative Services
Prepared by: Geoffrey Buchheim, Administrative Services Director Subject: Landscape and Lighting Maintenance District No. 2 Intention Proceedings for the Levy and Collection of Assessments
RECOMMENDATION:
1) Adopt a Resolution of the City Council declaring its intention for the levy and collection of assessments for Landscape and Lighting Maintenance District No. 2, Zones 1 through 19, for Fiscal Year 2024-25; and
2) Adopt a Resolution of the City Council approving the Annual Engineer's Report regarding the proposed levy and collection of assessments for Landscape and Lighting Maintenance District No. 2, Zones 1 through 19, for Fiscal Year 2024-25.
BACKGROUND:
The City Council has by previous resolution formed and levied annual assessments for Landscape and Lighting Maintenance District No. 2 (the "District"), pursuant to the Landscape and Lighting Act of 1972 and Articles XIIIC and XIIID of the Constitution of the State of California (collectively, "Assessment Law"), to provide for the maintenance of improvements, and the costs and expenses of services and operations thereto.
Adoption of the resolutions declares the intention to levy the assessments and approves the Engineer's Report upon which the levies are based.
Under the Assessment Law, all parcels that have special benefits conferred upon them as a result of the maintenance and operation of the District, shall be identified, and the proportionate special benefit received by each identified parcel shall be determined in relationship to the entire cost of the maintenance and operation of improvements. Only parcels that receive special benefit are assessed, and each parcel is assessed in proportion to the estimated benefit received.
The improvements provided within the District include, but are not limited to, ground cover, shrubs, plants and trees, irrigation systems, landscape lighting, street lighting, graffiti removal, sidewalks and masonry walls, entry monuments, tot lot equipment and associated appurtenant facilities. Services provided include all necessary services, operations, administration and maintenance required to keep the above-mentioned improvements in a healthy, vigorous and satisfactory working condition.
DISCUSSION:
Item Number: 6.
SR-24-121
The Annual Engineer's Report has been prepared setting forth the cost of improvements, services, maintenance, and operations of the District (“Engineer’s Report”). Placing the levy on the tax rolls would prevent decreasing certain District service levels, including the closure or abandonment of the District itself.
Adoption of the attached resolutions declares the intention to levy assessments for Fiscal Year 2024- 25 for cost of improvements, services, maintenance, and operations of the District, and additionally, approves the Engineer's Report upon which the levies are based.
FISCAL IMPACT:
The levy and collection of assessments for the Fiscal Year 2024-25 is estimated to generate $341,801.00 for Landscape and Lighting Maintenance District No. 2, Zone 1 through 19.
ATTACHMENTS:
1) Resolution of Intention for LMD No. 2
2) Resolution Approving the Engineer's Report for LMD No. 2 3) Preliminary Engineer's Report LMD No. 2 FY 2024-25
4) Council Properties Map
Item Number: 6.
Resolution No. 2024-______
Date Adopted: May 21, 2024
RESOLUTION NO. 2024-________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DESERT
HOT SPRINGS, COUNTY OF RIVERSIDE, STATE OF CALIFORNIA,
DECLARING ITS INTENTION FOR THE LEVY AND COLLECTION OF
ASSESSMENTS FOR THE LANDSCAPE AND LIGHTING
MAINTENANCE DISTRICT NO. 2, FISCAL YEAR 2024-25
WHEREAS, the City Council has by previous resolutions formed the Desert Hot Springs Landscape and Lighting Maintenance District No. 2 (hereafter sometimes referred to as the “District”), and initiated proceedings for Fiscal Year 2024-25, pursuant to the provisions of the Landscape and Lighting Act of 1972, Part 2, Division 15 of the California Streets and Highways Code (commencing with Section 22500) (hereafter referred to as the “Act”), and Articles XIIIC and XIIID of the Constitution of the State of California (together, the “Constitution”) (the Act and the Constitution are referred to collectively as the “Assessment Law”) that provides for the levy and collection of assessments by the County of Riverside for the City of Desert Hot Springs to pay the maintenance and services of improvements and facilities related thereto; and
WHEREAS, the City Council has retained Webb Municipal Finance, LLC, for the purpose of assisting with the annual levy and assessments for the District, and to prepare and file a report with the City Clerk in accordance with the Assessment Law.
NOW, THEREFORE BE IT RESOLVED, DETERMINED, AND ORDERED BY THE CITY COUNCIL AS FOLLOWS:
Section 1. Recitals
That the recitals set forth above are true and correct.
Section 2. Declaration of Intention
That the City Council hereby declares that it is its intention to seek an annual levy for the District pursuant to the Assessment Law, over and including the land within the District boundary, and to levy and collect assessments on all such land to pay for the annual costs for the maintenance of the improvements and facilities and services related thereto. The City Council finds that the public’s best interest requires such levy and collection.
Section 3. District Boundaries
That the boundaries of the District are described as the boundaries previously defined in the original formation documents of the District, within the boundaries of the City of Desert Hot Springs, County of Riverside, State of California.
Section 4. District Improvements
That the improvements to be maintained and serviced within Landscape and Lighting Maintenance District No. 2, Zones 1 through 19, shall include, but shall not be limited to, trees, sidewalks, parkways, landscaped slopes and park facilities, and the operation and maintenance of the street lighting system within the District and appurtenant facilities. Services provided include all necessary services, operation, administration and maintenance required to keep the improvements and facilities in a healthy, vigorous and satisfactory working condition.
Item Number: 6.
Resolution No. 2024-______
Date Adopted: May 21, 2024
Section 5. Proposed Assessment Amounts
That for Fiscal Year 2024-25, the proposed assessments for the District are outlined in the Engineer’s Annual Levy Report which details any changes or increases in the annual assessment from the previous fiscal year.
Section 6 Notice to Property Owners
That the City shall give notice of the time and place of the public hearing to all property owners within the District by causing the publishing of this Resolution once in the local newspaper not less than ten (10) days before the date of the public hearing, and by posting a copy of this Resolution on the official bulletin board customarily used by the City Council for the posting of notices. Any interested person may file a written protest with the City Clerk prior to the conclusion of the public hearing, or, having previously filed a protest, may file a written withdrawal of that protest. A written protest shall state all grounds of objection and a protest by a property owner shall contain a description sufficient to identify the property owned by such property owner. At the public hearing, all interested persons shall be afforded the opportunity to hear and be heard.
Section 7 Notice of Public Hearing:
That notice is hereby given that a public hearing on these matters will be held by the City Council on Tuesday, June 18, 2024, at 6:00 p.m. or as soon thereafter as feasible in the City Council Chambers, located at 11-999 Palm Drive, Desert Hot Springs, California.
Section 8 Direction to Give Notice
That the City Clerk is hereby authorized and directed to give notice of such hearing as provided by law.
Section 9 Severability
That the City Council declares that, should any provision, section, paragraph, sentence or word of this Resolution be rendered or declared invalid by any final court action in a court of competent jurisdiction or by reason of any preemptive legislation, the remaining provisions, sections, paragraphs, sentences or words of this Resolution as hereby adopted shall remain in full force and effect.
Section 10. Effective Date
That this Resolution shall take effect upon its adoption.
Section 11. Certification
That the City Clerk shall certify as to the adoption of this Resolution and shall cause the same to be processed in the manner required by law.
Section 12. Repeal of Conflicting Resolutions
That the City Council hereby repeals any prior resolutions which may conflict with this Resolution. [SIGNATURES FOLLOW ON THE NEXT PAGE]
Item Number: 6.
Resolution No. 2024-______
Date Adopted: May 21, 2024
PASSED AND ADOPTED by the City Council of the Desert Hot Springs at a regular meeting held on this twenty-first day of May 2024 by the following vote:
AYES:
NAYS:
ABSENT:
ATTEST: APPROVED:
Jerryl Soriano, City Clerk Scott Matas, Mayor
APPROVED AS TO FORM:
Tuan-Anh Vu, City Attorney
Item Number: 6.
Resolution No. 2024-______
Date Adopted: May 21, 2024
CERTIFICATE OF CLERK
I, Jerryl Soriano, City Clerk of the City of Desert Hot Springs, do hereby certify that the foregoing is a full, true, and correct copy of a resolution duly adopted at a regular meeting of the City Council of the City of Desert Hot Springs duly and regularly held at the regular meeting place thereof on May 21, 2024, of which meeting all of the members of said City Council had due notice, and at said meeting said resolution was adopted by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
I do hereby further certify that an agenda of said meeting was posted at least 72 hours before said meeting at 11-999 Palm Drive, Desert Hot Springs, CA 92240, a location freely accessible to members of the public, and a brief description of said resolution appeared on said agenda.
I do hereby further certify that I have carefully compared the foregoing copy with the original minutes of said meeting on file and of record in my office; that said copy is a full, true and correct copy of the original resolution adopted at said meeting and entered in said minutes; and that said resolution has not been amended, modified, rescinded or revoked in any manner since the date of its adoption, and the same is now in full force and effect.
Dated: May 21, 2024
City Clerk of the City of Desert Hot Springs
[SEAL]
Item Number: 6.
Resolution No. 2024-______
Date Adopted: May 21, 2024
RESOLUTION NO. 2024-________
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DESERT
HOT SPRINGS, COUNTY OF RIVERSIDE, STATE OF CALIFORNIA,
FOR APPROVAL OF THE ANNUAL ENGINEER’S REPORT
REGARDING THE PROPOSED LEVY AND COLLECTION OF
ASSESSMENTS FOR THE LANDSCAPE AND LIGHTING
MAINTENANCE DISTRICT NO. 2, FISCAL YEAR 2024-25
WHEREAS, the City Council has by previous resolutions formed and levied annual assessments for the Landscape and Lighting Maintenance District No. 2 (hereinafter, the “District”), pursuant to the provisions of the Landscape and Lighting Act of 1972, Part 2, Division 15 of the California Streets and Highways Code (commencing with Section 22500) (hereafter referred to as the “Act”), and Articles XIIIC and XIIID of the Constitution of the State of California (together, the “Constitution”) (the Act and the Constitution are referred to collectively herein as the “Assessment Law”), to provide for the levy and collection of assessments by the County or Riverside for the City of Desert Hot Springs to pay for the maintenance of improvements and facilities and services related thereto; and WHEREAS, the City Council has retained Webb Municipal Finance, LLC, for the purpose of assisting with the annual levy and assessments for the District, and to prepare a Preliminary Annual Engineer’s Report (hereafter referred to as the “Report”), which has been presented to the City Council and generally containing the following:
A. A description of the District improvements; and
B. The annual costs and expenses of services, operations and maintenance; and C. The assessment roll containing the Fiscal Year 2024-25 levy for each assessor’s parcel within the District.
NOW, THEREFORE BE IT RESOLVED, DETERMINED, AND ORDERED BY THE CITY COUNCIL FOR THE DISTRICT, AS FOLLOWS:
Section 1. Recitals
That the above recitals set forth above are true and correct.
Section 2. Approval of Annual Engineer’s Report
That the City Council hereby approves the Report.
Section 3. Acknowledgement of Filing of Report
That the City Council hereby acknowledges that upon completion of the preparation of the Report it shall be filed with the City Clerk in accordance with the Assessment Law.
Section 4. Severability
That the City Council declares that, should any provision, section, paragraph, sentence or word of this Resolution be rendered or declared invalid by any final court action in a court of competent jurisdiction or by reason of any preemptive legislation, the remaining provisions, sections, paragraphs, sentences or words of this Resolution as hereby adopted shall remain in full force and effect.
Section 5. Effective Date
That this Resolution shall take effect upon its adoption.
Item Number: 6.
Resolution No. 2024-______
Date Adopted: May 21, 2024
Section 6. Certification
That the City Clerk shall certify as to the adoption of this Resolution and shall cause the same to be processed in the manner required by law.
Section 7. Repeal of Conflicting Resolutions
That the City Council hereby repeals any prior resolutions which may conflict with this Resolution.
PASSED AND ADOPTED by the City Council of the City of Desert Hot Springs at a regular meeting duly held on the twenty-first day of May 2024 by the following vote:
AYES:
NAYS:
ABSENT:
ATTEST: APPROVED:
Jerryl Soriano, City Clerk Scott Matas, Mayor
APPROVED AS TO FORM:
Tuan-Anh Vu, City Attorney
Item Number: 6.
Resolution No. 2024-______
Date Adopted: May 21, 2024
CERTIFICATE OF CLERK
I, Jerryl Soriano, City Clerk of the City of Desert Hot Springs, do hereby certify that the foregoing is a full, true and correct copy of a resolution duly adopted at a regular meeting of the City Council of the City of Desert Hot Springs duly and regularly held at the regular meeting place thereof on May 21, 2024, of which meeting all of the members of said City Council had due notice, and at said meeting said resolution was adopted by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
I do hereby further certify that an agenda of said meeting was posted at least 72 hours before said meeting at 11-999 Palm Drive, Desert Hot Springs, CA 92240, a location freely accessible to members of the public, and a brief description of said resolution appeared on said agenda.
I do hereby further certify that I have carefully compared the foregoing copy with the original minutes of said meeting on file and of record in my office; that said copy is a full, true and correct copy of the original resolution adopted at said meeting and entered in said minutes; and that said resolution has not been amended, modified, rescinded or revoked in any manner since the date of its adoption, and the same is now in full force and effect.
Dated: May 21, 2024
City Clerk of the City of Desert Hot Springs
[SEAL]
Item Number: 6.
Preliminary Engineer’s Report
Fiscal Year 2024-2025
City of Desert Hot Springs
Landscape and Lighting Maintenance District No. 2
Prepared For
May 2024
Item Number: 6.
Table of Contents
Sections
Section i. Engineer’s Statement _________________________________________________i Section 1. Plans and Specifications ______________________________________________ 1 Section 2. Cost Estimate ______________________________________________________ 4 Section 3. Method of Apportionment___________________________________________ 19 Section 4. Proposed Assessment_______________________________________________ 22 Tables
Table i-1. Summary of Assessments_____________________________________________iii Table 2-1. Zone 1 – Hacienda Heights Budget______________________________________ 4 Table 2-2. Zone 2 – Desert View West Budget _____________________________________ 5 Table 2-3. Zone 3 – Mountain View Budget _______________________________________ 6 Table 2-4. Zone 4 – Desert View II & III Budget_____________________________________ 7 Table 2-5. Zone 5 – Vista Hacienda Budget________________________________________ 8 Table 2-6. Zone 6 – Eagle Point Budget___________________________________________ 9 Table 2-7. Zone 7 – Sunset Springs Budget _______________________________________ 10 Table 2-8. Zone 8 – El Dorado Budget ___________________________________________ 11 Table 2-9. Zone 9 – Desert View 4 Budget _______________________________________ 12 Table 2-10. Zone 10 – Hidden Springs Budget _____________________________________ 13 Table 2-11. Zone 11 – Rancho Buena Vista Budget__________________________________ 14 Table 2-12. Zone 13 – Skyborne Budget __________________________________________ 15 Table 2-13. Zone 15 – Rolling Hills Est. Budget _____________________________________ 16 Table 2-14. Zone 18 – The Arbors Budget _________________________________________ 17 Table 2-15. Zone 19 – Rancho Del Oro Budget _____________________________________ 18 Table 3-1. Allowable Assessment ______________________________________________ 21 Table 4-1. Zone 1 – Hacienda Heights Proposed Assessment ________________________ 22 Table 4-2. Zone 2 – Desert View West Proposed Assessment ________________________ 22 Table 4-3. Zone 3 – Mountain View Proposed Assessment __________________________ 22 Table 4-4. Zone 4 – Desert View II & III Proposed Assessment________________________ 22 Table 4-5. Zone 5 – Vista Hacienda Proposed Assessment___________________________ 23 Table 4-6. Zone 6 – Eagle Point Proposed Assessment______________________________ 23 Table 4-7. Zone 7 – Sunset Springs Proposed Assessment ___________________________ 23 Table 4-8. Zone 8 – El Dorado Proposed Assessment _______________________________ 23 Table 4-9. Zone 9 – Desert View 4 Proposed Assessment ___________________________ 23 Table 4-10. Zone 10 – Hidden Springs Proposed Assessment _________________________ 24 Table 4-11. Zone 11 – Rancho Buena Vista Proposed Assessment______________________ 24 Table 4-12. Zone 12 – Summit Proposed Assessment _______________________________ 24 Table 4-13. Zone 13 – Skyborne Proposed Assessment ______________________________ 24 Table 4-14. Zone 14 – Vista Santa Fe Proposed Assessment __________________________ 24 Table 4-15. Zone 15 – Rolling Hills Est. Proposed Assessment _________________________ 25 Item Number: 6.
Table of Contents
Table 4-16. Zone 17 – Hunter’s Run Proposed Assessment ___________________________ 25 Table 4-17. Zone 18 – The Arbors Proposed Assessment _____________________________ 25 Table 4-18. Zone 19 – Rancho Del Oro Proposed Assessment _________________________ 25 Appendices
Appendix A. Assessment Roll __________________________________________________ A-1 Appendix B. Assessment Diagrams ______________________________________________ B-1 Item Number: 6.
i. Engineer’s Statement
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 i
AGENCY: CITY OF DESERT HOT SPRINGS
PROJECT: LANDSCAPE AND LIGHTING MAINTENANCE DISTRICT NO. 2 TO: CITY COUNCIL
CITY OF DESERT HOT SPRINGS
STATE OF CALIFORNIA
Report Pursuant to "Landscaping and Lighting Act of 1972" Pursuant to direction from the City Council (the “City Council”) of the City of Desert Hot Springs (the “City”), State of California, submitted herewith is the Engineer’s Report for Landscaping and Lighting Maintenance District No. 2 (the "Report"), consisting of the following parts, pursuant to the provisions of Division 15, Part 2 of the Streets and Highways Code of the State of California, being the "Landscape and Lighting Act of 1972" (the “Act”), as amended, commencing with Section 22500, and which is in accordance with Resolution No. 2024-009 adopted by the City of Desert Hot Springs City Council, Riverside County, California ordering the preparation of the Report for Landscaping and Lighting Maintenance District No. 2 (“LMD No. 2”). This Report is applicable for the ensuing 12- month period, being the Fiscal Year commencing July 1, 2024, to June 30, 2025.
SECTION 1 PLANS AND SPECIFICATION of the improvements to be maintained and-or improved for the Fiscal Year. The plans and specifications show and describe the existing improvements and are sufficient in showing and describing the general nature, location, and extent of the improvements.
SECTION 2 A COST ESTIMATE of the improvements to be maintained and-or improved for the mentioned Fiscal Year.
SECTION 3 The METHOD OF APPORTIONMENT showing the proportionate amount of the assessment to be charged in proportion to the benefits to be received by each lot or parcel within the exterior boundaries as shown in Appendix B.
SECTION 4 The PROPOSED ASSESSMENTS for each Zone within LMD No. 2.
Item Number: 6.
i. Engineer’s Statement
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 ii
I, Matthew E. Webb, a Professional Civil Engineer (employed at Albert A. Webb Associates and retained through an agreement between Webb Municipal Finance, LLC and my employer), acting on behalf of the City of Desert Hot Springs, pursuant to the Act do hereby assess and apportion the total amount of the costs and expenses upon the parcels of land within Landscape and Lighting Maintenance District No. 2 liable therefore and benefited thereby, in proportion to the estimated benefits that each parcel receives, respectively, from said maintenance, works of improvement, and appurtenances.
Executed this day of 2024.
ALBERT A. WEBB ASSOCIATES
MATTHEW E. WEBB
PROFESSIONAL CIVIL ENGINEER NO. 37385
ENGINEER OF WORK
ON BEHALF OF THE CITY OF DESERT HOT SPRINGS
STATE OF CALIFORNIA
Final approval, confirmation and levy of the annual assessment and all matters in the Engineer's Report were made on the day of 2024, by adoption of Resolution No. by City Council.
CITY CLERK
CITY OF DESERT HOT SPRINGS
STATE OF CALIFORNIA
A copy of the Assessment Roll and Engineer's Report were filed in the City Clerk’s Office on the day of , 2024
CITY CLERK
CITY OF DESERT HOT SPRINGS
STATE OF CALIFORNIA
Item Number: 6.
i. Engineer’s Statement
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 iii
WHEREAS, on April 16, 2024, the City Council, under the Act, adopted its Resolution Initiating Proceedings for the Levy and Collection of Assessments and the Preparation of an Engineer’s Report for LMD No. 2; Whereas, the Resolution of Intention directed Webb Municipal Finance, LLC to prepare and file a report presenting plans and specifications describing the general nature, location, and extent of the improvements to be maintained, an estimate of the costs of the maintenance, operations, and servicing of the improvements for LMD No. 2 for the referenced Fiscal Year, a diagram for LMD No. 2 showing the area and properties to be assessed, and an assessment of the estimated costs of the maintenance, operations, and servicing the improvements, assessing the net amount upon all assessable lots and-or parcels within LMD No. 2 in proportion to the special benefit received;
NOW THEREFORE, the following assessment is made to cover the portion of the estimated cost of maintenance, operation, and servicing of said improvements to be paid by the assessable real property within LMD No. 2 in proportion to the special benefit received:
Table i-1
Summary of Assessments
Zone
Maintenance
Costs
Maximum
Assessment
Parcels to be
Assessed
Zone 1 Hacienda Heights (TR 30730) $64,901.06 $42,983.22 203 Zone 2 Desert View West (TR 31458) $19,406.87 $17,200.80 72 Zone 3 Mountain View Estates (TR 24384) $24,992.63 $38,297.16 396 Zone 4 Desert View II & III (TR 28606 & 31885) $17,074.33 $15,730.20 81 Zone 5 Vista Hacienda (TR 31762) $35,808.00 $26,080.38 153 Zone 6 Eagle Point (TR 30540) $20,377.87 $18,723.84 92
Zone 7 Sunset Springs (TR 31235) $20,001.61 $13,512.24 63 Zone 8 El Dorado Country (TR 31481 & 32034) $21,858.13 $12,340.40 40 Zone 9 Desert View 4 (TR 32651) $10,539.35 $8,290.64 31 Zone 10 Hidden Springs (TR 32735) $3,716.03 $23,087.04 96 Zone 11 Rancho Buena Vista (TR 32360) $2,844.99 $20,179.17 33 Zone 12 The Summit (TR 32435) $0.00 $23,916.06 0
Zone 13 Skyborne (TR 32030) $29,772.94 $30,755.64 394
Zone 14 Vista Santa Fe (TR 32995, 33784 & 33785) $0.00 $25,567.68 0 Zone 15 Rolling Hills Estates (TR 33653) $27,294.85 $31,317.03 41 Zone 17 Hunter’s Run (TR 34041) $0.00 $24,131.02 0
Zone 18 The Arbors (TR 33643) $6,236.21 $20,314.80 33
Zone 19 Rancho Del Oro $63,394.13 $77,365.89 259
Item Number: 6.
1. Plans and Specifications
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 1
Description of Improvements and Services
Improvements provided within LMD No. 2, Zones 1 through 15 and 17 through 19 may include, but are not limited to, ground cover, shrubs, plants and trees, irrigation systems, landscape lighting, street lighting, graffiti removal, sidewalks and masonry walls, entry monuments, tot lot equipment, and associated appurtenant facilities. Services provided include all necessary service, operations, administration, and maintenance required to keep the abovementioned improvements in a healthy, vigorous, and satisfactory working condition. Below is a brief description of each Zone within LMD No. 2 boundaries.
Reference is made to the plans and specifications for the improvements, which are on file with the City.
Description of Capital Improvement Projects
The following are capital improvement projects the City has planned for the District for Fiscal Year 2024-25:
• Zone 1 – Landscape upgrades, tree/plant replacement, sidewalk segment replacements (as needed), entry lighting upgrades.
• Zone 2 – Landscape upgrades, tree/plant replacement.
• Zone 3 – Landscape upgrades, tree/plant replacement.
• Zone 4 – Landscape upgrades, tree/plant replacements, sidewalk segment replacements (as needed). • Zone 5 – Landscape upgrades, tree/plant replacements, sidewalk segment replacements (as needed). • Zone 6 – Landscape upgrades, tree/plant replacements, sidewalk segment replacements (as needed). • Zone 7 – Landscape upgrades, tree/plant replacements, sidewalk segment replacements (as needed). • Zone 8 – Landscape upgrades, tree/plant replacements. • Zone 9 – Landscape upgrades, tree/plant replacements. • Zone 10 – As needed repairs.
• Zone 11 – Landscape upgrades, tree/plant replacements. • Zone 13 – Landscape upgrades, tree/plant replacements, sidewalk segment replacements (as needed). • Zone 15 – Landscape upgrades, tree/plant replacements. • Zone 18 – Landscape upgrades, tree/plant replacements. • Zone 19 – Landscape upgrades, tree/plant replacements, sidewalk segment replacements (as needed).
Description of the Boundaries of LMD No. 2
ZONE 1, commonly referred to as Hacienda Heights, is located north of the City’s boundary, south of Hacienda Avenue, west of Long Canyon Road, and east of McCarger Road within the incorporated territory of the City. The zone is built out and consists of 203 Equivalent Dwelling Units (EDUs).
ZONE 2, commonly referred to as Desert View West, is located north of Flora Avenue, south of Desert View Avenue, east of Cholla Drive, and west of West Drive within the incorporated territory of the City. The zone is built out and consists of 72 EDUs.
ZONE 3, commonly referred to as Mountain View Estates, is located north of Mission Lakes Boulevard, south of Augusta Avenue, east of Indian Avenue, and west of Clubhouse Boulevard within the incorporated territory of the City. The zone is built out and consists of 396 EDUs.
Item Number: 6.
1. Plans and Specifications
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 2
ZONE 4, commonly referred to as Desert View II, is located north of the City of Desert Hot Springs city boundary, south of 14th Street, west of Mountain View Road, and east of Yerxa Road within the incorporated territory of the City. The zone is built out and consists of 81 EDUs.
ZONE 5, commonly referred to as Vista Hacienda, is located south of Hacienda Drive, west of McCarger Road, generally north of Dillon Road, and generally east of Mountainview Road, within the incorporated territory of the City. The zone, when subdivided, is proposed to consist of 153 EDUs.
ZONE 6, commonly referred to as Eagle Point, is located north of Pierson Boulevard, generally south of 8th Street, generally east of Little Morongo Road, and west of Golden Eagle Road, within the incorporated territory of the City. The zone, when subdivided, is proposed to consist of 160 EDUs.
ZONE 7, commonly referred to as Sunset Springs, is located north of Mission Lakes Boulevard, east of Little Morongo Road, and west of West Drive, within the incorporated territory of the City. The zone is built out and consists of 63 EDUs.
ZONE 8, commonly referred to as El Dorado Country, is located at the north end of Little Morongo Road. Tract No. 31481 is located along the north side of the Little Morongo Storm Channel, while Tract 32034 is located along the south side of the Little Morongo Storm Channel, within the incorporated territory of the City. The zone is built out and consists of 40 single family residential (“SFR”) parcels. Tract 31481 contains 35 SFR parcels, and Tract 32034 contains 5 SFR parcels.
ZONE 9, commonly referred to as Desert View 4, is located on the northwest corner of Hacienda Avenue, and Cholla Drive, within the incorporated territory of the City. The zone is built out and consists of 31 EDUs.
ZONE 10, commonly referred to as Hidden Springs, is located north of Eighth Street, south of Mission Lakes Boulevard, east of Little Morongo Road, and west of Cholla Drive, within the incorporated territory of the City.
The zone is built out and consists of 96 EDUs. Tract 32735 consists of 65 assessable parcels, while Tract 32343 consists of 31 assessable parcels.
ZONE 11, commonly referred to as Rancho Buena Vista, is located north of Desert View Avenue, south of Buena Vista Avenue, east of Via Loreto, and west of Cholla Drive, within the incorporated territory of the City. The zone is built out and consists of 33 EDUs.
ZONE 12, commonly referred to as The Summit, is located north of Mission Lakes Boulevard, south of Augusta Avenue, east of Little Morongo Road, and west of Sonora Drive, within the incorporated territory of the City of Desert Hot Springs. The zone, when subdivided, is proposed to consist of 266 EDUs.
ZONE 13, commonly referred to as Skyborne, is located north of Pierson Boulevard, south of Mission Lakes Boulevard, east of Worsley Road, and west of Karen Avenue, within the incorporated territory of the City. The zone, when subdivided, is proposed to consist of 2,080 EDUs.
Item Number: 6.
1. Plans and Specifications
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 3
ZONE 14, commonly referred to as Vista Santa Fe, located north of Mission Lakes Boulevard, south of Augusta Avenue, east of Little Morongo Road, and west of Sonora Drive, within the incorporated territory of the City. The zone, when subdivided, is proposed to consist of 96 EDUs.
ZONE 15, commonly referred to as Rolling Hills Estates, is located north of Mission Lakes Boulevard, south of Augusta Avenue, east of Little Morongo Road, and west of Sonora Drive, within the incorporated territory of the City. The zone is built out and consists of 41 EDUs.
ZONE 17, commonly referred to as Hunter’s Run, is located north of 15th Avenue, generally south of Two Bunch Palms Trail, east of West Drive, and generally west of Palm Drive, within the incorporated territory of the City. The zone, when subdivided, is proposed to consist of 62 EDUs.
ZONE 18, commonly referred to as The Arbors, is located north of Flora Avenue, south of Desert View Avenue, east of Via Loreto, and west of Cholla Drive, within the incorporated territory of the City. The zone, when subdivided, is proposed to consist of 33 EDUs.
ZONE 19, commonly referred to as Rancho Del Oro, is located between Mission Lakes Blvd. on the south, Avenida Jalisco on the north, West Drive on the east and Sonora Drive on the west. The zone is built out and consists of 259 EDUs.
Assessment Diagrams
Assessment Diagrams for the LMD No. 2, Zones 1 through 15 and 17 through 19 have been submitted to the City in the format required under the provision of the Act. The lines and dimensions shown on maps of the County Assessor of the County of Riverside for the current year are incorporated by reference in Appendix B herein and made part of this Report.
Item Number: 6.
2. Cost Estimate
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 4
The cost of servicing, maintaining, repairing, and replacing the actual improvements as described in the Plans and Specifications are summarized below. Zones 12, 14, and 17 will not be levied in Fiscal Year 2024-25; therefore, no cost estimate tables have been included for these zones.
Table 2-1
Zone 1 – Hacienda Heights Budget
Estimated through June 30
Direct Costs FY 2023-24 FY 2024-25
Entry Signage/Monumentation $0.00 $0.00
Street Landscape w/Block Wall $24,751.94 $44,976.49
Street Lighting $11,846.06 $6,576.51
Street Lighting Knockdown Fund $0.00 $0.00
Total Direct Costs $36,598.00 $51,553.00
Indirect Costs
Administrative Consultant $2,037.26 $2,606.84
City Personnel/Overhead $10,579.00 $10,579.00
County Administration Fees $162.22 $162.22
Maintenance Repairs & Contingency $0.00 $0.00
Rounding $0.00 $0.00
Total Indirect Costs $12,778.48 $13,348.06
Total Direct & Indirect Costs $49,376.48 $64,901.06
Adjustments
Operating Reserve Collection/Contribution ($7,237.74) ($21,917.84) Capital Replacement Collection/Contribution $0.00 $0.00 Total Adjustments ($7,237.74) ($21,917.84)
Total Assessment $42,138.74 $42,983.22
Reserve Fund Balances
Beginning Operating Reserve ($685.32) ($7,579.35)
Reserve Collection/Contribution ($7,237.74) ($21,917.84) Est. Ending Operating Reserve (1) ($7,923.06) ($29,497.19) Beginning Capital Replacement Reserve $0.00 $0.00
Reserve Contribution $0.00 $0.00
Est. Ending Capital Replacement Reserve (2) $0.00 $0.00 (1) The Operating Reserve Fund may equal up to 50% of the estimated annual cost of providing services funded by the District and shall be used to pay the cost of services until the District receives funds from the assessment levy. (2) The Capital Replacement Reserve fund will be used for capital improvement projects including the cost to replace and/or renovate larger, more expensive improvements within the benefit zone. These improvements have finite life expectancies and will need to be replaced at some point in the future. On an annual basis, any non-expended assessment monies, in excess of the Operating Reserve Contribution, will be transferred to the Capital Replacement Reserve fund until such time as there are sufficient monies to pay for these and/or other unforeseen improvement costs.
Item Number: 6.
2. Cost Estimate
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 5
Table 2-2
Zone 2 – Desert View West Budget
Estimated through June 30
Direct Costs FY 2023-24 FY 2024-25
Street Landscape w/Block Wall $10,744.00 $14,442.00
Total Direct Costs $10,744.00 $14,442.00
Indirect Costs
Administrative Consultant $642.49 $779.50
City Personnel/Overhead $4,069.00 $4,069.00
County Administration Fees $116.37 $116.37
Maintenance Repairs & Contingency $0.00 $0.00
Rounding $0.00 $0.00
Total Indirect Costs $4,827.86 $4,964.87
Total Direct & Indirect Costs $15,571.86 $19,406.87
Adjustments
Operating Reserve Collection/Contribution $1,290.54 ($2,206.07) Capital Replacement Collection/Contribution $0.00 $0.00 Total Adjustments $1,290.54 ($2,206.07)
Total Assessment $16,862.40 $17,200.80
Reserve Fund Balances
Beginning Operating Reserve $4,081.46 $9,427.07
Reserve Collection/Contribution $1,290.54 ($2,206.07)
Est. Ending Operating Reserve (1) $5,372.00 $7,221.00
Beginning Capital Replacement Reserve $55,337.45 $52,198.65 Reserve Contribution $0.00 $0.00
Est. Ending Capital Replacement Reserve (2) $55,337.45 $52,198.65 (1) The Operating Reserve Fund may equal up to 50% of the estimated annual cost of providing services funded by the District and shall be used to pay the cost of services until the District receives funds from the assessment levy. (2) The Capital Replacement Reserve fund will be used for capital improvement projects including the cost to replace and/or renovate larger, more expensive improvements within the benefit zone. These improvements have finite life expectancies and will need to be replaced at some point in the future. On an annual basis, any non-expended assessment monies, in excess of the Operating Reserve Contribution, will be transferred to the Capital Replacement Reserve fund until such time as there are sufficient monies to pay for these and/or other unforeseen improvement costs.
Item Number: 6.
2. Cost Estimate
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 6
Table 2-3
Zone 3 – Mountain View Budget
Estimated through June 30
Direct Costs FY 2023-24 FY 2024-25
Retention Basin Landscape Maintenance $33,639.00 $14,808.00 Total Direct Costs $33,639.00 $14,808.00
Indirect Costs
Administrative Consultant $1,842.77 $1,003.86
City Personnel/Overhead $8,951.00 $8,951.00
County Administration Fees $229.77 $229.77
Maintenance Repairs & Contingency $0.00 $0.00
Rounding $0.00 $0.00
Total Indirect Costs $11,023.54 $10,184.63
Total Direct & Indirect Costs $44,662.54 $24,992.63
Adjustments
Operating Reserve Collection/Contribution ($7,121.74) $0.00 Capital Replacement Collection/Contribution $0.00 $13,300.57 Total Adjustments ($7,121.74) $13,300.57
Total Assessment $37,540.80 $38,293.20
Reserve Fund Balances
Beginning Operating Reserve $23,941.24 $7,404.00
Reserve Collection/Contribution ($7,121.74) $0.00
Est. Ending Operating Reserve (1) $16,819.50 $7,404.00
Beginning Capital Replacement Reserve $90,814.89 $118,659.90 Reserve Contribution $0.00 $13,300.57
Est. Ending Capital Replacement Reserve (2) $90,814.89 $131,960.47 (1) The Operating Reserve Fund may equal up to 50% of the estimated annual cost of providing services funded by the District and shall be used to pay the cost of services until the District receives funds from the assessment levy. (2) The Capital Replacement Reserve fund will be used for capital improvement projects including the cost to replace and/or renovate larger, more expensive improvements within the benefit zone. These improvements have finite life expectancies and will need to be replaced at some point in the future. On an annual basis, any non-expended assessment monies, in excess of the Operating Reserve Contribution, will be transferred to the Capital Replacement Reserve fund until such time as there are sufficient monies to pay for these and/or other unforeseen improvement costs.
Item Number: 6.
2. Cost Estimate
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 7
Table 2-4
Zone 4 – Desert View II & III Budget
Estimated through June 30
Direct Costs FY 2023-24 FY 2024-25
Entry Signs $0.00 $0.00
Street Landscape w/Block Wall $11,857.19 $4,200.00
Utilities: Mission Springs Water District $3,016.81 $8,000.00 Total Direct Costs $14,874.00 $12,200.00
Indirect Costs
Administrative Consultant $820.36 $685.81
City Personnel/Overhead $4,069.00 $4,069.00
County Administration Fees $119.52 $119.52
Maintenance Repairs & Contingency $0.00 $0.00
Rounding $0.00 $0.00
Total Indirect Costs $5,008.88 $4,874.33
Total Direct & Indirect Costs $19,882.88 $17,074.33
Adjustments
Operating Reserve Collection/Contribution ($4,462.10) ($1,344.13) Capital Replacement Collection/Contribution $0.00 $0.00 Total Adjustments ($4,462.10) ($1,344.13)
Total Assessment $15,420.78 $15,730.20
Reserve Fund Balances
Beginning Operating Reserve $11,899.10 $7,444.13
Reserve Collection/Contribution ($4,462.10) ($1,344.13) Est. Ending Operating Reserve (1) $7,437.00 $6,100.00
Beginning Capital Replacement Reserve $604.39 $1,791.62 Reserve Contribution $0.00 $0.00
Est. Ending Capital Replacement Reserve (2) $604.39 $1,791.62 (1) The Operating Reserve Fund may equal up to 50% of the estimated annual cost of providing services funded by the District and shall be used to pay the cost of services until the District receives funds from the assessment levy. (2) The Capital Replacement Reserve fund will be used for capital improvement projects including the cost to replace and/or renovate larger, more expensive improvements within the benefit zone. These improvements have finite life expectancies and will need to be replaced at some point in the future. On an annual basis, any non-expended assessment monies, in excess of the Operating Reserve Contribution, will be transferred to the Capital Replacement Reserve fund until such time as there are sufficient monies to pay for these and/or other unforeseen improvement costs.
Item Number: 6.
2. Cost Estimate
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 8
Table 2-5
Zone 5 – Vista Hacienda Budget
Estimated through June 30
Direct Costs FY 2023-24 FY 2024-25
Entry Signs $0.00 $0.00
Street Landscape w/Block Wall $4,220.66 $24,877.81
Street Lighting $5,868.44 $4,040.95
Street Lighting Knockdown Fund $2,978.90 $2,051.24
Total Direct Costs $13,068.00 $30,970.00
Indirect Costs
Administrative Consultant $708.69 $1,438.28
City Personnel/Overhead $3,255.00 $3,255.00
County Administration Fees $144.72 $144.72
Maintenance Repairs & Contingency $0.00 $0.00
Rounding $0.00 $0.00
Total Indirect Costs $4,108.41 $4,838.00
Total Direct & Indirect Costs $17,176.41 $35,808.00
Adjustments
Operating Reserve Collection/Contribution ($4,391.73) ($22,769.34) Capital Replacement Collection/Contribution $0.00 $0.00 Total Adjustments ($4,391.73) ($22,769.34)
Total Assessment $12,784.68 $13,038.66
Reserve Fund Balances
Beginning Operating Reserve $10,925.73 $38,254.34
Reserve Collection/Contribution ($4,391.73) ($22,769.34) Est. Ending Operating Reserve (1) $6,534.00 $15,485.00
Beginning Capital Replacement Reserve $77,667.55 $51,815.06 Reserve Contribution $0.00 $0.00
Est. Ending Capital Replacement Reserve (2) $77,667.55 $51,815.06 (1) The Operating Reserve Fund may equal up to 50% of the estimated annual cost of providing services funded by the District and shall be used to pay the cost of services until the District receives funds from the assessment levy. (2) The Capital Replacement Reserve fund will be used for capital improvement projects including the cost to replace and/or renovate larger, more expensive improvements within the benefit zone. These improvements have finite life expectancies and will need to be replaced at some point in the future. On an annual basis, any non-expended assessment monies, in excess of the Operating Reserve Contribution, will be transferred to the Capital Replacement Reserve fund until such time as there are sufficient monies to pay for these and/or other unforeseen improvement costs.
Item Number: 6.
2. Cost Estimate
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 9
Table 2-6
Zone 6 – Eagle Point Budget
Estimated through June 30
Direct Costs FY 2023-24 FY 2024-25
Street Landscape w/Block Wall $13,395.00 $15,367.00
Total Direct Costs $13,395.00 $15,367.00
Indirect Costs
Administrative Consultant $756.88 $818.50
City Personnel/Overhead $4,069.00 $4,069.00
County Administration Fees $123.37 $123.37
Maintenance Repairs & Contingency $0.00 $0.00
Rounding $0.00 $0.00
Total Indirect Costs $4,949.25 $5,010.87
Total Direct & Indirect Costs $18,344.25 $20,377.87
Adjustments
Operating Reserve Collection/Contribution $0.00 ($1,654.03) Capital Replacement Collection/Contribution $11.59 $0.00 Total Adjustments $11.59 ($1,654.03)
Total Assessment $18,355.84 $18,723.84
Reserve Fund Balances
Beginning Operating Reserve $6,697.50 $9,337.53
Reserve Collection/Contribution $0.00 ($1,654.03)
Est. Ending Operating Reserve (1) $6,697.50 $7,683.50
Beginning Capital Replacement Reserve $74,024.06 $74,586.13 Reserve Contribution $11.59 $0.00
Est. Ending Capital Replacement Reserve (2) $74,035.65 $74,586.13 (1) The Operating Reserve Fund may equal up to 50% of the estimated annual cost of providing services funded by the District and shall be used to pay the cost of services until the District receives funds from the assessment levy. (2) The Capital Replacement Reserve fund will be used for capital improvement projects including the cost to replace and/or renovate larger, more expensive improvements within the benefit zone. These improvements have finite life expectancies and will need to be replaced at some point in the future. On an annual basis, any non-expended assessment monies, in excess of the Operating Reserve Contribution, will be transferred to the Capital Replacement Reserve fund until such time as there are sufficient monies to pay for these and/or other unforeseen improvement costs.
Item Number: 6.
2. Cost Estimate
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 10
Table 2-7
Zone 7 – Sunset Springs Budget
Estimated through June 30
Direct Costs FY 2023-24 FY 2024-25
Street Landscape w/Block Wall $16,750.00 $15,830.00
Total Direct Costs $16,750.00 $15,830.00
Indirect Costs
Administrative Consultant $865.80 $803.39
City Personnel/Overhead $3,255.00 $3,255.00
County Administration Fees $113.22 $113.22
Maintenance Repairs & Contingency $0.00 $0.00
Rounding $0.00 $0.00
Total Indirect Costs $4,234.02 $4,171.61
Total Direct & Indirect Costs $20,984.02 $20,001.61
Adjustments
Operating Reserve Collection/Contribution ($7,736.38) ($6,489.37) Capital Replacement Collection/Contribution $0.00 $0.00 Total Adjustments ($7,736.38) ($6,489.37)
Total Assessment $13,247.64 $13,512.24
Reserve Fund Balances
Beginning Operating Reserve $16,111.38 $14,404.37
Reserve Collection/Contribution ($7,736.38) ($6,489.37) Est. Ending Operating Reserve (1) $8,375.00 $7,915.00
Beginning Capital Replacement Reserve $4,753.55 $2,199.73 Reserve Contribution $0.00 $0.00
Est. Ending Capital Replacement Reserve (2) $4,753.55 $2,199.73 (1) The Operating Reserve Fund may equal up to 50% of the estimated annual cost of providing services funded by the District and shall be used to pay the cost of services until the District receives funds from the assessment levy. (2) The Capital Replacement Reserve fund will be used for capital improvement projects including the cost to replace and/or renovate larger, more expensive improvements within the benefit zone. These improvements have finite life expectancies and will need to be replaced at some point in the future. On an annual basis, any non-expended assessment monies, in excess of the Operating Reserve Contribution, will be transferred to the Capital Replacement Reserve fund until such time as there are sufficient monies to pay for these and/or other unforeseen improvement costs.
Item Number: 6.
2. Cost Estimate
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 11
Table 2-8
Zone 8 – El Dorado Budget
Estimated through June 30
Direct Costs FY 2023-24 FY 2024-25
Street Landscape w/Block Wall $11,548.00 $17,620.00
Total Direct Costs $11,548.00 $17,620.00
Indirect Costs
Administrative Consultant $641.58 $877.96
City Personnel/Overhead $3,255.00 $3,255.00
County Administration Fees $105.17 $105.17
Maintenance Repairs & Contingency $0.00 $0.00
Rounding $0.00 $0.00
Total Indirect Costs $4,001.75 $4,238.13
Total Direct & Indirect Costs $15,549.75 $21,858.13
Adjustments
Operating Reserve Collection/Contribution ($3,451.35) ($9,518.13) Capital Replacement Collection/Contribution $0.00 $0.00 Total Adjustments ($3,451.35) ($9,518.13)
Total Assessment $12,098.40 $12,340.00
Reserve Fund Balances
Beginning Operating Reserve $9,225.35 $18,328.13
Reserve Collection/Contribution ($3,451.35) ($9,518.13) Est. Ending Operating Reserve (1) $5,774.00 $8,810.00
Beginning Capital Replacement Reserve $18,014.48 $6,490.88 Reserve Contribution $0.00 $0.00
Est. Ending Capital Replacement Reserve (2) $18,014.48 $6,490.88 (1) The Operating Reserve Fund may equal up to 50% of the estimated annual cost of providing services funded by the District and shall be used to pay the cost of services until the District receives funds from the assessment levy. (2) The Capital Replacement Reserve fund will be used for capital improvement projects including the cost to replace and/or renovate larger, more expensive improvements within the benefit zone. These improvements have finite life expectancies and will need to be replaced at some point in the future. On an annual basis, any non-expended assessment monies, in excess of the Operating Reserve Contribution, will be transferred to the Capital Replacement Reserve fund until such time as there are sufficient monies to pay for these and/or other unforeseen improvement costs.
Item Number: 6.
2. Cost Estimate
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 12
Table 2-9
Zone 9 – Desert View 4 Budget
Estimated through June 30
Direct Costs FY 2023-24 FY 2024-25
Street Landscape w/Block Wall $8,773.00 $9,200.00
Total Direct Costs $8,773.00 $9,200.00
Indirect Costs
Administrative Consultant $416.97 $423.33
City Personnel/Overhead $814.00 $814.00
County Administration Fees $102.02 $102.02
Maintenance Repairs & Contingency $0.00 $0.00
Rounding $0.00 $0.00
Total Indirect Costs $1,332.99 $1,339.35
Total Direct & Indirect Costs $10,105.99 $10,539.35
Adjustments
Operating Reserve Collection/Contribution ($1,978.41) ($2,248.71) Capital Replacement Collection/Contribution $0.00 $0.00 Total Adjustments ($1,978.41) ($2,248.71)
Total Assessment $8,127.58 $8,290.64
Reserve Fund Balances
Beginning Operating Reserve $6,364.91 $6,848.71
Reserve Collection/Contribution ($1,978.41) ($2,248.71) Est. Ending Operating Reserve (1) $4,386.50 $4,600.00
Beginning Capital Replacement Reserve $32,343.47 $32,397.90 Reserve Contribution $0.00 $0.00
Est. Ending Capital Replacement Reserve (2) $32,343.47 $32,397.90 (1) The Operating Reserve Fund may equal up to 50% of the estimated annual cost of providing services funded by the District and shall be used to pay the cost of services until the District receives funds from the assessment levy. (2) The Capital Replacement Reserve fund will be used for capital improvement projects including the cost to replace and/or renovate larger, more expensive improvements within the benefit zone. These improvements have finite life expectancies and will need to be replaced at some point in the future. On an annual basis, any non-expended assessment monies, in excess of the Operating Reserve Contribution, will be transferred to the Capital Replacement Reserve fund until such time as there are sufficient monies to pay for these and/or other unforeseen improvement costs.
Item Number: 6.
2. Cost Estimate
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 13
Table 2-10
Zone 10 – Hidden Springs Budget
Estimated through June 30
Direct Costs FY 2023-24 FY 2024-25
Street Landscape w/Block Wall $0.00 $0.00
Street Lighting $0.00 $1,000.00
Street Lighting Knockdown Fund $0.00 $0.00
Utilities: Mission Springs Water District $0.00 $0.00
Total Direct Costs $0.00 $1,000.00
Indirect Costs
Administrative Consultant $110.46 $149.26
City Personnel/Overhead $2,442.00 $2,442.00
County Administration Fees $124.77 $124.77
Maintenance Repairs & Contingency $0.00 $0.00
Rounding $0.00 $0.00
Total Indirect Costs $2,677.23 $2,716.03
Total Direct & Indirect Costs $2,677.23 $3,716.03
Adjustments
Operating Reserve Collection/Contribution $0.00 $0.00
Capital Replacement Collection/Contribution $8,639.25 $7,827.01 Total Adjustments $8,639.25 $7,827.01
Total Assessment $11,316.48 $11,543.04
Reserve Fund Balances
Beginning Operating Reserve $0.00 $500.00
Reserve Collection/Contribution $0.00 $0.00
Est. Ending Operating Reserve (1) $0.00 $500.00
Beginning Capital Replacement Reserve $63,779.01 $72,817.32 Reserve Contribution $8,639.25 $7,827.01
Est. Ending Capital Replacement Reserve (2) $72,418.26 $80,644.33 (1) The Operating Reserve Fund may equal up to 50% of the estimated annual cost of providing services funded by the District and shall be used to pay the cost of services until the District receives funds from the assessment levy. (2) The Capital Replacement Reserve fund will be used for capital improvement projects including the cost to replace and/or renovate larger, more expensive improvements within the benefit zone. These improvements have finite life expectancies and will need to be replaced at some point in the future. On an annual basis, any non-expended assessment monies, in excess of the Operating Reserve Contribution, will be transferred to the Capital Replacement Reserve fund until such time as there are sufficient monies to pay for these and/or other unforeseen improvement costs.
Item Number: 6.
2. Cost Estimate
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 14
Table 2-11
Zone 11 – Rancho Buena Vista Budget
Estimated through June 30
Direct Costs FY 2023-24 FY 2024-25
Street Landscape w/Block Wall $0.00 $1,000.00
Street Lighting $0.00 $0.00
Street Lighting Knockdown Fund $0.00 $0.00
Total Direct Costs $0.00 $1,000.00
Indirect Costs
Administrative Consultant $74.48 $114.27
City Personnel/Overhead $1,628.00 $1,628.00
County Administration Fees $102.72 $102.72
Maintenance Repairs & Contingency $0.00 $0.00
Rounding $0.00 $0.00
Total Indirect Costs $1,805.20 $1,844.99
Total Direct & Indirect Costs $1,805.20 $2,844.99
Adjustments
Operating Reserve Collection/Contribution $0.00 $0.00
Capital Replacement Collection/Contribution $4,129.52 $3,208.53 Total Adjustments $4,129.52 $3,208.53
Total Assessment $5,934.72 $6,053.52
Reserve Fund Balances
Beginning Operating Reserve $0.00 $500.00
Reserve Collection/Contribution $0.00 $0.00
Est. Ending Operating Reserve (1) $0.00 $500.00
Beginning Capital Replacement Reserve $67,251.19 $71,132.04 Reserve Contribution $4,129.52 $3,208.53
Est. Ending Capital Replacement Reserve (2) $71,380.71 $74,340.57 (1) The Operating Reserve Fund may equal up to 50% of the estimated annual cost of providing services funded by the District and shall be used to pay the cost of services until the District receives funds from the assessment levy. (2) The Capital Replacement Reserve fund will be used for capital improvement projects including the cost to replace and/or renovate larger, more expensive improvements within the benefit zone. These improvements have finite life expectancies and will need to be replaced at some point in the future. On an annual basis, any non-expended assessment monies, in excess of the Operating Reserve Contribution, will be transferred to the Capital Replacement Reserve fund until such time as there are sufficient monies to pay for these and/or other unforeseen improvement costs.
Item Number: 6.
2. Cost Estimate
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 15
Table 2-12
Zone 13 – Skyborne Budget
Estimated through June 30
Direct Costs FY 2023-24 FY 2024-25
Street Landscaping $12,933.45 $19,241.95
Street Lighting $10,391.55 $1,782.05
Total Direct Costs $23,325.00 $21,024.00
Indirect Costs
Administrative Consultant $1,328.85 $1,195.87
City Personnel/Overhead $7,324.00 $7,324.00
County Administration Fees $229.07 $229.07
Maintenance Repairs & Contingency $0.00 $0.00
Rounding $0.00 $0.00
Total Indirect Costs $8,881.92 $8,748.94
Total Direct & Indirect Costs $32,206.92 $29,772.94
Adjustments
Operating Reserve Collection/Contribution ($2,058.04) $0.00 Capital Replacement Collection/Contribution $0.00 $982.70 Total Adjustments ($2,058.04) $982.70
Total Assessment $30,148.88 $30,755.64
Reserve Fund Balances
Beginning Operating Reserve $13,720.54 $10,512.00
Reserve Collection/Contribution ($2,058.04) $0.00
Est. Ending Operating Reserve (1) $11,662.50 $10,512.00 Beginning Capital Replacement Reserve $12,995.07 $25,331.85 Reserve Contribution $0.00 $982.70
Est. Ending Capital Replacement Reserve (2) $12,995.07 $26,314.55 (1) The Operating Reserve Fund may equal up to 50% of the estimated annual cost of providing services funded by the District and shall be used to pay the cost of services until the District receives funds from the assessment levy. (2) The Capital Replacement Reserve fund will be used for capital improvement projects including the cost to replace and/or renovate larger, more expensive improvements within the benefit zone. These improvements have finite life expectancies and will need to be replaced at some point in the future. On an annual basis, any non-expended assessment monies, in excess of the Operating Reserve Contribution, will be transferred to the Capital Replacement Reserve fund until such time as there are sufficient monies to pay for these and/or other unforeseen improvement costs.
Item Number: 6.
2. Cost Estimate
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 16
Table 2-13
Zone 15 – Rolling Hills Est. Budget
Estimated through June 30
Direct Costs FY 2023-24 FY 2024-25
Entry Signs $320.15 $89.64
Park Maintenance $1,067.18 $298.79
Street Landscaping $14,682.50 $18,319.18
Street Lighting $11,845.17 $3,316.40
Total Direct Costs $27,915.00 $22,024.00
Indirect Costs
Administrative Consultant $1,380.99 $1,096.33
City Personnel/Overhead $4,069.00 $4,069.00
County Administration Fees $105.52 $105.52
Maintenance Repairs & Contingency $0.00 $0.00
Rounding $0.00 $0.00
Total Indirect Costs $5,555.51 $5,270.85
Total Direct & Indirect Costs $33,470.51 $27,294.85
Adjustments
Operating Reserve Collection/Contribution ($18,119.29) ($11,636.95) Capital Replacement Collection/Contribution $0.00 $0.00 Total Adjustments ($18,119.29) ($11,636.95)
Total Assessment $15,351.22 $15,657.90
Reserve Fund Balances
Beginning Operating Reserve $32,076.79 $21,107.71
Reserve Collection/Contribution ($18,119.29) ($11,636.95) Est. Ending Operating Reserve (1) $13,957.50 $9,470.76
Beginning Capital Replacement Reserve $2,935.14 $0.00
Reserve Contribution $0.00 $0.00
Est. Ending Capital Replacement Reserve (2) $2,935.14 $0.00 (1) The Operating Reserve Fund may equal up to 50% of the estimated annual cost of providing services funded by the District and shall be used to pay the cost of services until the District receives funds from the assessment levy. (2) The Capital Replacement Reserve fund will be used for capital improvement projects including the cost to replace and/or renovate larger, more expensive improvements within the benefit zone. These improvements have finite life expectancies and will need to be replaced at some point in the future. On an annual basis, any non-expended assessment monies, in excess of the Operating Reserve Contribution, will be transferred to the Capital Replacement Reserve fund until such time as there are sufficient monies to pay for these and/or other unforeseen improvement costs.
Item Number: 6.
2. Cost Estimate
City of Desert Hot Springs Landscape and Lighting Maintenance District No. 2 Engineer’s Report for Fiscal Year 2024-25 17
Table 2-14
Zone 18 – The Arbors Budget
Estimated through June 30
Direct Costs FY 2023-24 FY 2024-25
Street Landscape w/Block Wall $0.00 $1,000.00
Street Lighting $0.00 $0.00
Street Lighting Knockdown Fund $0.00 $0.00
Total Direct Costs $0.00 $1,000.00
Indirect Costs
Administrative Consultant $214.56 $250.49
City Personnel/Overhead $4,883.00 $4,883.00
County Administration Fees $102.72 $102.72
Maintenance Repairs & Contingency $0.00 $0.00
Rounding $0.00 $0.00
Total Indirect Costs $5,200.28 $5,236.21
Total Direct & Indirect Costs $5,200.28 $6,236.21
Adjustments
Operating Reserve Collection/Contribution $0.00 $0.00
Capital Replacement Collection/Contribution $14,715.88 $14,078.59 Total Adjustments $14,715.88 $14,078.59
Total Assessment $19,916.16 $20,314.80
Reserve Fund Balances
Beginning Operating Reserve $0.00 $500.00
Reserve Collection/Contribution $0.00 $0.00
Est. Ending Operating Reserve (1) $0.00 $500.00
Beginning Capital Replacement Reserve $37,011.40 $54,309.44 Reserve Contribution $14,715.88 $14,078.59
Est. Ending Capital Replacement Reserve (2) $51,727.28 $68,388.03 (1) The Operating Reserve Fund may equal up to 50% of the estimated annual cost of providing services funded by the District and shall be used to pay the cost of services until the District receives funds from the assessment levy. (2) The Capital Replacement Reserve fund will be used for capital improvement projects including the cost to replace and/or renovate larger, more expensive improvements within the benefit zone. These improvements have finite life expectancies and will need to be replaced at some point in the future. On an annual basis, any non-expended assessment monies, in excess of the Operating Reserve Contribution, will be transferred to the Capital Replacement Reserve fund until such time as there are sufficient monies to pay for these and/or other unforeseen improvement costs.
Item Number: 6.