Desert Hot Springs City Council
September 17, 2024

Item Number: 3.
19 th Avenue
Calle De Los Romos ELEC. ROOM CONFERENCE LOBBYOFFICE OFFICE STOR. BREAK ROOM I.T. (6) 10' x 12' knock out door panels P2 P4 P4 P4 P4 P4P4 P4P4 P5 P5 P4P2 P4 W4 W4 W4W4 W4 W4 W4 W4 W4 W4 W4 W4 PH1-41 PH1-42 PH1-43 P4 J GATE CLOSER PL1-33,35
1 J PL1-33,35 GATE CLOSER
1 SITE PLAN - ELECTRICAL Revisions Description Date
VBuilding Design & Planning
J. Villa & Company Inc.
29433 Cole Grade Road, Valley Center, Ca 92082 760-688-7430 JVillaCompany.com jVillaCompany.com

SNIDER INTERESTS, LLC

DAVID SNIDER
730 ARCADY ROAD
SANTA BARBARA, CA 93108
(216) 785-0011
[email protected]
Calle De Los Romos and 19th Avenue

COMMERCIAL BUILDING,
DESERT HOT SPRINGS, CA 92240 G E N E R A L N O T E S C O D E D N O T E S 1. PROVIDE 30AMP-2 POLE CIRCUIT TO SITE GATE CLOSER. EXTEND A SEPARATE 1" CONDUIT TO GATE CONTROLLER TO EACH GATE OPERATOR AND A 1" CONDUIT TO THE BUILDING FOR (IF REQUIRED FOR OPERATION, COORDINATE REQUIREMENTS WITH GC). PROVIDE A 3/4", 10' COPPER CLAD GROUND ROD NEXT TO EACH GATE OPERATOR, INSTALL PER MANUFACTURER'S INSTRUCTIONS. 1 1"=20'-0" 0 10' 20' 40'
N SITE PLAN - ELECTRICAL ES01 A. SEE NOTES ON SHEET E000. B. POLE LIGHT FIXTURE(S) AT 25' AFF.(UNO.) AND WALL MOUNTED LIGHT FIXTURE(S) AT 20' AFF.(UNO.)

Item Number: 3.
19 th Avenue
Calle De Los Romos ELEC. ROOM CONFERENCE LOBBYOFFICE OFFICE STOR. BREAK ROOM I.T. (6) 10' x 12' knock out door panels P2 P4 P4 P4 P4 P4P4 P4P4 P4 P4 P4P2 P2 P4 1.2 1.2 1.3 1.4 1.6 1.8 1.9 1.0 1.1 1.1 1.1 1.1 1.2 1.2 1.3 1.4 1.6 1.7 1.9 2.0 2.1 2.2 2.3 2.5 2.7 2.9 3.0 3.1 3.1 3.1 3.0 2.8 2.6 2.5 2.3 2.1 2.0 2.0 1.8 1.7 1.5 1.4 1.3 1.3 1.2 1.2 1.3 1.3 1.3 1.3 1.3 1.4 1.4 1.5 1.5 1.5 1.5 1.5 1.6 1.6 1.6 1.7 1.7 1.6 1.6 1.5 1.5 1.4 1.3 1.4 1.4 1.4 1.4 1.5 1.6 1.9 2.1 2.2 1.0 1.1 1.2 1.3 1.4 1.4 1.4 1.4 1.4 1.5 1.6 1.7 1.8 2.0 2.2 2.3 2.4 2.5 2.7 2.9 3.1 3.3 3.5 3.7 3.8 3.7 3.5 3.3 3.0 2.9 2.7 2.5 2.4 2.3 2.2 2.0 1.8 1.7 1.6 1.5 1.5 1.5 1.5 1.5 1.5 1.4 1.5 1.6 1.6 1.7 1.7 1.8 1.8 1.8 1.8 1.9 1.9 1.9 1.9 1.9 1.8 1.7 1.7 1.6 1.6 1.6 1.6 1.7 1.7 1.7 1.9 2.1 2.4 2.5 1.0 1.0 1.0 1.2 1.2 1.3 1.5 1.6 1.7 1.7 1.7 1.7 1.7 1.8 1.8 1.9 2.1 2.3 2.5 2.6 2.7 2.8 2.9 3.2 3.4 3.7 4.1 4.3 4.3 4.2 3.9 3.6 3.3 3.1 2.9 2.8 2.7 2.6 2.4 2.2 2.0 1.9 1.8 1.7 1.7 1.7 1.7 1.6 1.6 1.6 1.7 1.7 1.8 1.9 2.0 2.0 2.0 2.1 2.1 2.2 2.2 2.2 2.1 2.1 2.0 2.0 1.9 1.8 1.8 1.8 1.9 2.0 1.9 1.9 2.1 2.4 2.7 2.9 2.8 2.7 2.6 2.0 1.0 1.1 1.2 1.2 1.4 1.4 1.5 1.7 1.8 1.8 1.9 1.9 1.9 2.0 2.1 2.1 2.2 2.3 2.5 2.6 2.8 2.9 3.0 3.1 3.4 3.6 4.0 4.4 4.7 4.7 4.5 4.2 3.8 3.5 3.3 3.1 3.0 2.9 2.8 2.7 2.5 2.3 2.2 2.1 2.0 1.9 1.9 1.9 1.8 1.7 1.8 1.8 1.9 2.0 2.1 2.2 2.3 2.3 2.3 2.4 2.5 2.5 2.4 2.4 2.3 2.3 2.2 2.2 2.1 2.0 2.0 2.2 2.3 2.2 2.2 2.4 2.7 3.0 3.2 3.0 2.9 2.8 2.2 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 2.0 2.0 2.1 2.1 2.2 2.2 2.3 2.4 2.5 2.6 2.7 2.8 3.0 3.1 3.2 3.3 3.6 3.9 4.3 4.8 5.1 5.1 4.0 4.5 4.0 3.7 3.5 3.4 3.3 3.2 3.0 2.9 2.7 2.5 2.4 2.3 2.2 2.2 2.1 2.0 1.9 1.9 1.9 2.0 2.1 2.2 2.3 2.5 2.6 2.7 2.7 2.8 2.8 2.8 2.7 2.6 2.6 2.5 2.5 2.4 2.4 2.2 2.1 2.4 2.6 2.5 2.6 2.7 3.0 3.3 3.4 3.3 3.2 3.0 2.4 1.3 1.4 1.6 1.7 1.8 1.9 2.0 2.1 2.2 2.2 2.3 2.3 2.4 2.4 2.5 2.6 2.7 2.7 2.8 2.9 3.1 3.3 3.4 3.5 3.7 4.0 4.4 5.0 5.3 4.3 5.0 4.6 4.2 3.9 3.7 3.6 3.5 3.4 3.2 3.0 2.9 2.7 2.5 2.5 2.4 2.3 2.2 2.1 2.0 2.0 2.0 2.1 2.2 2.3 2.4 2.6 2.7 2.9 3.0 3.1 3.0 2.9 2.9 2.8 2.8 2.8 2.8 2.7 2.6 2.4 2.4 2.6 3.0 2.9 2.9 3.0 3.3 3.6 3.7 3.5 3.3 3.2 2.6 1.4 1.5 1.7 1.8 2.0 2.1 2.2 2.2 2.3 2.3 2.4 2.4 2.5 2.5 2.6 2.6 2.7 2.7 2.7 2.8 2.9 3.0 3.2 3.3 3.5 3.8 4.1 4.3 4.6 4.7 4.4 4.2 4.0 3.7 3.5 3.4 3.3 3.2 3.1 3.0 2.9 2.7 2.6 2.5 2.4 2.4 2.2 2.1 2.1 2.0 2.0 2.1 2.2 2.3 2.4 2.6 3.0 3.2 3.3 3.3 3.2 3.0 2.9 2.9 2.9 2.9 3.0 3.0 2.8 2.7 2.6 2.9 3.5 3.4 3.3 3.4 3.6 3.8 3.8 3.5 3.4 3.2 2.6 1.4 1.6 1.9 2.1 2.3 2.4 2.4 2.4 2.4 2.4 2.4 2.5 2.7 2.8 2.9 2.8 2.8 2.7 2.7 2.7 2.7 2.8 3.0 3.2 3.4 3.5 3.6 3.5 3.6 3.7 3.6 3.6 3.6 3.6 3.5 3.3 3.1 3.0 3.0 2.9 2.9 2.9 2.9 2.8 2.7 2.5 2.3 2.2 2.1 2.1 2.1 2.1 2.1 2.2 2.4 2.5 2.9 3.1 3.3 3.3 3.2 3.0 2.9 2.9 2.9 3.0 3.3 3.3 3.2 3.0 3.0 3.3 4.1 3.8 3.6 3.7 3.9 4.0 3.9 3.6 3.4 3.1 2.5 1.5 1.7 2.1 2.4 2.6 2.7 2.7 2.6 2.5 2.6 2.6 2.7 2.9 3.1 3.1 3.1 3.0 2.7 2.7 2.7 2.8 2.9 3.1 3.4 3.5 3.6 3.5 3.4 3.4 3.0 3.4 3.4 3.6 3.7 3.6 3.6 3.4 3.1 3.0 3.0 3.0 3.2 3.2 3.1 3.0 2.7 2.4 2.2 2.1 2.0 2.1 2.1 2.0 2.1 2.2 2.5 3.0 3.5 3.7 3.7 3.3 3.0 2.8 2.8 2.9 3.2 3.5 3.5 3.5 3.5 3.5 4.0 4.6 4.2 4.0 4.0 4.2 4.2 4.0 3.6 3.3 3.0 2.3 1.6 2.0 2.5 3.0 3.1 3.3 3.1 2.8 2.6 2.6 2.7 2.8 3.2 3.6 3.6 3.6 3.3 2.9 2.8 2.7 2.8 3.0 3.4 3.8 3.9 4.0 3.8 3.6 3.2 3.1 3.5 3.5 3.8 4.1 4.0 4.0 3.7 3.3 3.2 3.2 3.3 3.5 3.7 3.5 3.4 2.9 2.5 2.2 2.0 1.9 1.9 1.9 1.9 2.0 2.1 2.3 2.8 3.2 2.9 3.4 3.1 2.9 2.8 2.8 2.9 3.1 3.4 3.6 3.6 3.8 4.0 4.6 5.2 4.4 4.2 4.3 4.4 4.2 3.9 3.5 3.2 2.9 2.2 1.5 1.8 2.2 2.7 3.1 3.0 2.7 2.5 2.4 2.4 2.5 2.6 2.8 3.3 3.5 3.3 2.9 2.6 2.5 2.5 2.6 2.7 2.9 3.4 3.8 3.6 3.3 3.1 3.1 3.1 3.1 3.1 3.3 3.7 3.9 3.7 3.2 3.0 3.0 2.9 2.9 3.1 3.4 3.4 3.0 2.5 2.2 1.9 1.7 1.5 1.5 1.4 1.4 1.4 1.6 1.6 1.7 2.0 1.6 2.1 2.1 2.2 2.3 2.4 2.5 2.8 3.1 3.4 3.5 3.8 4.3 4.9 5.6 4.7 4.2 4.1 4.5 4.2 3.7 3.4 3.0 2.7 2.1 1.8 1.5 1.2 1.1 1.0 1.0 1.0 1.1 1.1 1.2 1.3 1.4 1.6 1.7 1.8 1.9 2.1 2.3 2.4 2.6 2.9 3.2 3.3 3.7 4.3 4.9 5.6 4.7 4.4 4.0 4.5 4.1 3.6 3.2 2.9 2.6 1.9 1.2 1.2 0.9 0.8 0.8 0.8 0.8 0.8 0.9 0.9 1.1 1.3 1.5 1.6 1.8 1.9 2.1 2.3 2.5 2.6 3.0 3.2 3.4 3.6 3.9 4.6 5.2 4.5 4.3 4.3 4.3 4.0 3.5 3.1 2.7 2.4 1.8 0.8 0.8 0.8 0.9 0.8 0.8 0.8 0.8 0.8 0.9 1.1 1.3 1.6 1.9 2.0 2.2 2.2 2.3 2.5 2.6 3.0 3.1 3.2 3.3 3.4 3.9 4.7 4.3 4.1 4.0 4.1 3.8 3.3 3.0 2.6 2.3 1.7 1.0 1.0 0.9 0.9 0.9 0.9 0.9 0.9 0.9 1.0 1.2 1.3 1.8 2.1 2.3 2.3 2.4 2.4 2.5 2.6 2.9 3.0 3.0 3.0 3.0 3.4 4.3 4.0 3.8 3.8 3.8 3.6 3.2 2.9 2.5 2.2 1.7 1.2 1.2 1.1 1.0 1.0 1.1 1.0 1.0 1.0 1.2 1.3 1.6 2.1 2.4 2.4 2.4 2.4 2.5 2.5 2.6 2.8 2.8 2.8 2.8 2.8 3.1 3.8 3.8 3.6 3.6 3.6 3.4 3.1 2.8 2.5 2.2 1.8 1.3 1.3 1.2 1.2 1.3 1.3 1.2 1.2 1.3 1.6 1.7 2.2 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.6 2.7 2.7 2.6 2.6 2.6 3.0 3.4 3.4 3.3 3.3 3.4 3.2 3.0 2.8 2.5 2.2 1.8 1.3 1.3 1.3 1.5 1.6 1.7 1.5 1.5 1.8 2.2 2.5 2.6 2.5 2.6 2.6 2.6 2.6 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.5 2.9 3.2 3.0 3.1 3.1 3.1 3.1 3.0 2.8 2.5 2.2 1.9 1.3 1.3 1.5 1.6 1.3 1.2 1.8 1.9 2.4 3.0 2.9 2.8 2.7 2.7 2.7 2.6 2.5 2.4 2.4 2.4 2.4 2.4 2.4 2.3 2.4 2.7 2.9 2.9 2.9 3.0 3.0 3.0 3.0 2.8 2.5 2.3 1.9 1.3 1.4 1.5 1.6 1.7 1.6 1.4 2.8 3.8 3.7 3.3 3.1 3.0 2.8 2.8 2.6 2.5 2.4 2.3 2.2 2.2 2.2 2.2 2.2 2.3 2.5 2.7 2.7 2.8 2.9 3.0 3.0 3.0 2.9 2.7 2.5 2.1 1.4 1.4 1.5 1.6 1.8 2.2 3.0 4.5 4.6 4.2 3.7 3.4 3.2 3.0 2.9 2.6 2.4 2.3 2.2 2.1 2.1 2.0 2.0 2.0 2.2 2.3 2.5 2.6 2.6 2.8 2.9 3.1 3.1 3.0 2.9 2.7 2.4 1.5 1.6 1.5 1.5 1.5 1.5 1.5 1.6 1.8 2.1 2.7 4.2 4.8 4.9 4.2 4.1 3.7 3.3 3.1 2.9 2.6 2.4 2.2 2.1 2.0 2.0 1.9 1.9 1.9 2.0 2.1 2.3 2.4 2.5 2.7 2.9 3.1 3.2 3.2 3.2 3.1 2.9 1.8 1.8 1.7 1.6 1.6 1.6 1.6 1.8 2.0 2.5 3.5 4.1 4.6 4.3 4.4 4.1 3.7 3.4 3.1 2.8 2.5 2.4 2.2 2.1 1.9 1.8 1.8 1.7 1.8 1.9 2.0 2.1 2.3 2.4 2.6 2.8 3.0 3.2 3.4 3.5 3.5 3.4 2.2 2.1 1.9 1.8 1.8 1.8 1.8 1.9 2.2 2.9 3.3 3.7 3.9 4.3 4.1 3.8 3.5 3.2 2.9 2.7 2.5 2.3 2.1 1.9 1.8 1.7 1.7 1.6 1.7 1.8 1.9 2.0 2.2 2.3 2.5 2.7 3.0 3.3 3.5 3.7 3.8 3.7 2.6 2.5 2.2 2.0 2.0 1.9 1.8 2.1 2.6 2.9 3.1 3.3 3.6 3.8 3.7 3.5 3.2 2.9 2.7 2.5 2.3 2.1 2.0 1.8 1.7 1.6 1.6 1.5 1.6 1.7 1.8 1.9 2.1 2.3 2.5 2.7 3.0 3.3 3.5 3.7 3.8 3.7 3.3 2.9 2.5 2.2 2.0 2.1 2.3 2.6 2.8 2.8 3.0 3.1 3.3 3.4 3.4 3.2 2.9 2.6 2.4 2.2 2.0 1.9 1.7 1.6 1.6 1.5 1.4 1.5 1.5 1.6 1.7 1.9 2.0 2.3 2.5 2.7 3.0 3.2 3.4 3.5 3.5 3.4 3.6 3.0 2.6 2.4 2.3 2.4 2.7 2.9 2.8 2.8 2.8 3.0 3.1 3.2 3.1 2.8 2.6 2.4 2.2 2.0 1.8 1.7 1.5 1.5 1.4 1.3 1.3 1.4 1.4 1.5 1.7 1.8 2.0 2.2 2.5 2.7 3.0 3.1 3.2 3.2 3.2 3.0 3.5 3.2 2.8 2.6 2.5 2.7 2.9 2.9 2.8 2.8 2.8 2.9 2.8 2.8 2.7 2.5 2.4 2.1 1.9 1.7 1.6 1.5 1.4 1.3 1.2 1.2 1.2 1.3 1.4 1.5 1.6 1.8 2.0 2.2 2.4 2.6 2.9 3.1 3.1 3.0 2.9 2.8 3.1 3.1 2.8 2.7 2.8 2.9 2.9 2.8 2.8 2.8 2.7 2.6 2.6 2.5 2.4 2.3 2.1 1.9 1.7 1.5 1.4 1.2 1.2 1.1 1.1 1.1 1.1 1.2 1.3 1.5 1.6 1.8 2.0 2.2 2.4 2.6 2.8 3.0 3.0 2.9 2.8 2.6 2.9 2.9 2.8 2.8 3.0 3.0 2.9 2.8 2.8 2.7 2.6 2.4 2.3 2.2 2.2 2.1 1.9 1.7 1.5 1.4 1.2 1.1 1.0 1.0 1.0 1.0 1.0 1.1 1.3 1.4 1.6 1.8 2.0 2.2 2.4 2.6 2.8 3.0 3.0 2.9 2.7 2.6 2.7 2.8 2.8 2.9 3.0 2.9 2.8 2.8 2.8 2.6 2.4 2.2 2.1 2.0 1.9 1.8 1.7 1.5 1.4 1.2 1.1 1.0 0.9 0.9 0.9 0.9 1.0 1.1 1.2 1.4 1.5 1.7 1.9 2.2 2.4 2.6 2.8 3.0 3.0 2.9 2.7 2.6 2.7 2.9 2.9 3.0 3.0 2.9 2.8 2.8 2.7 2.6 2.3 2.1 1.9 1.8 1.7 1.6 1.5 1.4 1.2 1.1 1.0 0.9 0.8 0.8 0.8 0.8 0.9 1.0 1.1 1.3 1.5 1.7 1.9 2.2 2.4 2.6 2.8 3.0 3.1 3.0 2.9 2.7 2.8 3.0 3.0 3.0 2.9 2.9 2.8 2.7 2.6 2.4 2.2 2.0 1.8 1.6 1.6 1.5 1.4 1.3 1.1 1.0 0.9 0.8 0.7 0.7 0.7 0.8 0.8 1.0 1.1 1.3 1.5 1.7 1.9 2.2 2.4 2.7 2.9 3.1 3.2 3.1 3.0 2.9 3.0 3.1 3.0 3.0 2.9 2.9 2.8 2.6 2.5 2.3 2.1 1.8 1.7 1.5 1.4 1.4 1.3 1.2 1.0 0.9 0.8 0.7 0.7 0.7 0.7 0.7 0.8 0.9 1.1 1.2 1.4 1.6 1.9 2.2 2.4 2.7 3.0 3.2 3.3 3.4 3.3 3.2 3.4 3.4 3.2 3.0 3.0 2.9 2.7 2.6 2.4 2.2 2.0 1.7 1.6 1.5 1.4 1.3 1.2 1.1 1.0 0.9 0.8 0.7 0.7 0.6 0.7 0.7 0.8 0.9 1.0 1.2 1.4 1.6 1.9 2.1 2.4 2.7 3.0 3.3 3.5 3.7 3.6 3.7 3.9 3.7 3.3 3.1 2.9 2.8 2.7 2.5 2.3 2.1 1.9 1.7 1.5 1.4 1.3 1.2 1.1 1.0 0.9 0.8 0.7 0.7 0.6 0.6 0.6 0.7 0.8 0.9 1.0 1.2 1.4 1.6 1.8 2.1 2.4 2.7 3.0 3.4 3.6 3.9 3.9 4.1 4.2 3.6 3.3 3.1 2.9 2.8 2.7 2.5 2.3 2.1 1.9 1.7 1.5 1.4 1.3 1.2 1.1 1.0 0.9 0.8 0.7 0.6 0.6 0.6 0.6 0.7 0.8 0.9 1.0 1.2 1.4 1.6 1.9 2.1 2.4 2.7 3.0 3.4 3.7 4.0 4.0 4.3 4.0 3.7 3.3 3.1 2.9 2.8 2.7 2.5 2.3 2.1 1.9 1.7 1.5 1.4 1.3 1.2 1.1 1.0 0.9 0.8 0.7 0.7 0.6 0.6 0.6 0.7 0.8 0.9 1.0 1.2 1.4 1.6 1.9 2.2 2.5 2.8 3.1 3.4 3.7 3.9 3.9 4.1 3.5 3.5 3.2 3.1 3.0 2.9 2.7 2.6 2.4 2.2 2.0 1.7 1.6 1.5 1.4 1.3 1.2 1.1 0.9 0.8 0.7 0.7 0.6 0.6 0.6 0.7 0.8 0.9 1.0 1.2 1.4 1.7 1.9 2.2 2.5 2.8 3.1 3.4 3.6 3.8 3.7 3.7 3.1 3.2 3.1 3.0 3.0 2.9 2.8 2.7 2.5 2.3 2.1 1.8 1.7 1.5 1.4 1.4 1.3 1.1 1.0 0.9 0.8 0.7 0.6 0.6 0.7 0.7 0.8 0.9 1.1 1.2 1.5 1.7 2.0 2.3 2.6 2.8 3.1 3.4 3.5 3.5 3.4 3.3 2.9 3.0 3.0 3.0 3.0 2.9 2.8 2.7 2.7 2.4 2.2 2.0 1.8 1.7 1.6 1.5 1.4 1.2 1.0 0.9 0.8 0.7 0.7 0.7 0.7 0.7 0.8 0.9 1.1 1.3 1.5 1.8 2.0 2.3 2.6 2.8 3.1 3.3 3.5 3.4 3.3 3.1 2.7 2.9 3.0 3.0 3.0 2.9 2.8 2.8 2.8 2.6 2.3 2.1 1.9 1.8 1.7 1.6 1.5 1.3 1.1 1.0 0.9 0.8 0.7 0.7 0.7 0.8 0.9 1.0 1.1 1.3 1.5 1.8 2.1 2.4 2.6 2.8 3.1 3.4 3.5 3.3 3.1 2.9 2.7 2.9 2.9 3.0 3.0 3.0 2.9 2.9 2.8 2.7 2.5 2.3 2.1 2.0 1.9 1.8 1.6 1.4 1.3 1.1 1.0 0.9 0.8 0.8 0.8 0.8 0.9 1.0 1.2 1.3 1.6 1.8 2.1 2.4 2.6 2.9 3.1 3.4 3.5 3.4 3.2 3.0 2.8 2.9 2.8 2.9 3.0 3.1 3.0 2.9 2.9 2.8 2.6 2.5 2.3 2.2 2.1 2.0 1.8 1.6 1.4 1.2 1.1 1.0 0.9 0.9 0.9 0.9 0.9 1.0 1.2 1.4 1.6 1.8 2.1 2.4 2.7 2.9 3.2 3.4 3.6 3.5 3.4 3.3 2.9 3.1 3.1 2.8 2.8 2.9 3.0 3.0 2.9 2.9 2.9 2.8 2.7 2.6 2.5 2.4 2.2 2.0 1.8 1.6 1.4 1.2 1.1 1.0 1.0 1.0 1.0 1.0 1.1 1.2 1.4 1.6 1.8 2.0 2.3 2.6 2.9 3.2 3.5 3.6 3.8 3.6 3.6 3.2 3.5 3.2 2.8 2.6 2.6 2.8 3.0 2.9 2.9 2.9 2.9 2.9 2.9 2.8 2.6 2.4 2.2 2.0 1.8 1.6 1.4 1.3 1.2 1.1 1.1 1.1 1.1 1.1 1.3 1.4 1.6 1.8 2.0 2.3 2.6 2.9 3.2 3.6 3.7 4.0 3.9 4.0 3.6 3.6 3.0 2.7 2.4 2.4 2.6 2.8 2.9 2.9 2.9 3.0 3.1 3.2 3.2 3.0 2.7 2.5 2.2 2.0 1.8 1.6 1.4 1.3 1.2 1.2 1.2 1.2 1.2 1.3 1.4 1.6 1.8 2.0 2.3 2.6 2.9 3.2 3.6 3.8 4.1 4.1 4.4 4.0 3.4 3.0 2.5 2.2 2.1 2.1 2.4 2.8 2.9 2.9 3.1 3.2 3.4 3.4 3.3 3.0 2.7 2.5 2.2 2.0 1.8 1.6 1.5 1.4 1.3 1.2 1.2 1.3 1.3 1.4 1.6 1.8 2.0 2.3 2.6 2.9 3.2 3.6 3.9 4.1 4.2 4.5 4.1 2.8 2.6 2.3 2.1 2.0 2.0 1.9 2.3 2.9 3.0 3.3 3.5 3.8 3.8 3.7 3.4 3.0 2.7 2.4 2.2 2.0 1.8 1.6 1.5 1.4 1.3 1.3 1.3 1.4 1.5 1.6 1.8 2.1 2.3 2.6 2.9 3.2 3.6 3.8 4.0 4.0 4.2 3.9 2.3 2.2 2.0 1.9 1.9 1.9 1.9 2.1 2.5 3.2 3.6 4.0 4.0 4.3 4.0 3.7 3.3 3.0 2.6 2.4 2.1 1.9 1.7 1.5 1.4 1.4 1.3 1.4 1.4 1.5 1.7 1.9 2.1 2.4 2.6 2.9 3.2 3.5 3.7 3.9 3.7 3.8 3.4 1.9 1.9 1.8 1.7 1.7 1.7 1.7 1.9 2.2 2.8 3.9 4.4 4.7 4.3 4.3 3.8 3.4 3.1 2.8 2.4 2.1 1.9 1.7 1.6 1.5 1.4 1.4 1.4 1.5 1.6 1.7 1.9 2.1 2.4 2.7 2.9 3.2 3.5 3.6 3.6 3.5 3.4 3.1 1.6 1.7 1.6 1.6 1.6 1.6 1.6 1.7 2.0 2.2 3.2 4.6 4.8 4.7 4.0 3.8 3.3 3.0 2.7 2.4 2.1 1.9 1.7 1.6 1.5 1.4 1.4 1.4 1.5 1.6 1.8 2.0 2.2 2.4 2.7 2.9 3.1 3.4 3.5 3.5 3.4 3.1 2.9 1.5 1.5 1.6 1.7 2.0 2.4 1.5 4.5 4.3 3.9 3.3 3.1 2.9 2.7 2.4 2.1 1.9 1.7 1.6 1.5 1.4 1.4 1.4 1.5 1.6 1.8 2.0 2.2 2.4 2.7 2.9 3.1 3.3 3.5 3.4 3.2 3.0 2.8 1.4 1.5 1.6 1.9 1.8 2.1 2.3 3.0 3.7 3.3 3.0 2.8 2.6 2.5 2.3 2.1 1.9 1.7 1.6 1.5 1.5 1.4 1.5 1.5 1.6 1.8 2.0 2.2 2.4 2.7 2.9 3.1 3.3 3.5 3.4 3.3 3.1 2.8 1.4 1.5 1.7 1.8 2.1 1.7 1.8 1.9 2.5 2.9 2.7 2.5 2.3 2.3 2.2 2.1 1.9 1.7 1.6 1.5 1.5 1.5 1.5 1.5 1.6 1.8 1.9 2.1 2.4 2.6 2.9 3.1 3.4 3.5 3.5 3.4 3.3 3.0 1.4 1.4 1.4 1.6 1.2 1.8 1.5 1.6 1.7 2.1 2.4 2.3 2.3 2.2 2.1 2.0 1.9 1.7 1.6 1.6 1.5 1.5 1.5 1.6 1.6 1.8 1.9 2.1 2.3 2.6 2.8 3.0 3.4 3.5 3.7 3.6 3.6 3.3 1.3 1.4 1.4 1.4 1.6 1.5 1.4 1.3 1.4 1.5 1.7 2.1 2.2 2.1 2.0 1.9 1.8 1.7 1.6 1.6 1.6 1.5 1.5 1.6 1.6 1.8 1.9 2.1 2.3 2.5 2.8 3.0 3.3 3.6 3.8 3.9 3.9 3.7 1.2 1.3 1.4 1.4 1.4 1.4 1.3 1.2 1.2 1.3 1.3 1.7 2.0 2.1 2.0 1.9 1.8 1.7 1.6 1.6 1.6 1.6 1.6 1.6 1.7 1.8 1.9 2.1 2.3 2.5 2.7 3.0 3.3 3.6 3.8 4.0 4.2 4.0 1.2 1.3 1.4 1.4 1.4 1.4 1.3 1.3 1.2 1.2 1.2 1.3 1.7 1.9 2.0 1.9 1.8 1.7 1.7 1.6 1.6 1.6 1.6 1.7 1.8 1.9 2.0 2.2 2.3 2.5 2.7 3.0 3.2 3.5 3.8 4.0 4.1 3.9 1.2 1.3 1.4 1.5 1.5 1.5 1.4 1.4 1.3 1.3 1.3 1.3 1.5 1.7 1.9 1.9 1.9 1.8 1.8 1.7 1.7 1.7 1.7 1.8 1.9 2.0 2.1 2.3 2.4 2.6 2.8 3.0 3.2 3.4 3.6 3.7 3.8 3.6 1.3 1.4 1.5 1.6 1.6 1.6 1.6 1.5 1.4 1.4 1.4 1.5 1.5 1.7 1.8 1.9 2.0 1.9 1.9 1.8 1.8 1.8 1.9 2.0 2.1 2.2 2.3 2.4 2.5 2.7 2.8 3.0 3.2 3.3 3.4 3.4 3.3 3.1 1.5 1.5 1.6 1.7 1.8 1.8 1.7 1.7 1.6 1.6 1.6 1.7 1.7 1.8 1.9 1.9 2.0 2.1 2.0 2.0 2.0 2.0 2.1 2.1 2.2 2.4 2.4 2.5 2.7 2.8 2.9 3.0 3.2 3.2 3.2 3.1 3.0 2.7 1.2 1.5 1.8 2.1 2.7 3.0 2.9 2.6 2.4 2.3 2.3 2.4 2.5 2.7 3.2 3.4 3.2 2.8 2.5 2.4 2.4 2.4 2.5 2.8 3.2 3.5 3.3 2.9 2.7 2.6 2.6 2.6 2.7 2.9 3.4 3.6 3.4 2.9 2.6 2.4 2.2 2.0 1.9 1.8 1.8 1.8 1.8 1.8 1.8 1.9 1.9 2.0 2.0 2.0 1.9 1.9 1.8 1.9 1.9 1.9 2.0 2.1 2.1 2.1 2.2 2.2 2.2 2.2 2.2 2.3 2.4 2.5 2.6 2.6 2.7 2.8 2.9 2.9 3.0 3.1 3.1 3.1 3.0 2.7 2.5 1.3 1.6 2.0 2.5 3.1 3.2 3.4 3.1 2.8 2.6 2.6 2.6 2.8 3.2 3.7 3.7 3.7 3.3 2.9 2.7 2.6 2.7 2.9 3.3 3.7 3.8 3.8 3.5 3.1 2.9 2.8 2.9 3.1 3.5 3.9 3.9 3.9 3.5 3.0 2.7 2.5 2.3 2.2 2.1 2.1 2.0 2.0 2.0 2.0 2.1 2.2 2.2 2.2 2.2 2.2 2.1 2.1 2.1 2.2 2.2 2.3 2.3 2.4 2.3 2.3 2.4 2.4 2.4 2.5 2.5 2.6 2.7 2.8 2.9 2.9 2.9 3.0 3.0 3.0 3.1 3.1 3.0 2.8 2.6 2.4 1.3 1.5 1.8 2.1 2.5 2.6 2.8 2.7 2.6 2.5 2.6 2.6 2.7 2.9 3.1 3.1 3.2 3.0 2.7 2.6 2.6 2.7 2.7 3.0 3.2 3.2 3.3 3.1 2.9 2.8 2.8 2.9 3.0 3.2 3.4 3.4 3.3 3.1 2.9 2.8 2.7 2.6 2.5 2.4 2.4 2.3 2.3 2.3 2.3 2.4 2.4 2.5 2.5 2.5 2.5 2.4 2.4 2.4 2.5 2.5 2.6 2.6 2.6 2.6 2.6 2.6 2.6 2.7 2.7 2.8 2.9 3.0 3.0 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.0 2.8 2.6 2.3 1.2 1.4 1.6 1.9 2.1 2.3 2.4 2.4 2.4 2.4 2.4 2.4 2.5 2.7 2.8 2.8 2.8 2.7 2.6 2.5 2.5 2.5 2.6 2.7 2.8 2.9 2.9 2.8 2.7 2.7 2.7 2.8 2.8 3.0 3.1 3.1 3.0 2.9 2.8 2.7 2.7 2.8 2.7 2.7 2.7 2.6 2.6 2.6 2.6 2.6 2.7 2.7 2.7 2.8 2.7 2.7 2.7 2.7 2.8 2.8 2.8 2.8 2.9 2.9 2.9 2.9 2.9 2.9 3.0 3.1 3.1 3.2 3.2 3.2 3.2 3.2 3.2 3.2 3.1 3.1 3.1 3.0 2.8 2.5 2.3 1.2 1.4 1.5 1.7 1.8 2.0 2.1 2.2 2.2 2.3 2.3 2.3 2.4 2.5 2.5 2.5 2.5 2.5 2.4 2.4 2.4 2.4 2.4 2.5 2.5 2.6 2.6 2.6 2.6 2.6 2.6 2.7 2.7 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 2.9 3.0 3.0 3.0 3.0 3.0 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.2 3.2 3.2 3.3 3.3 3.3 3.3 3.3 3.4 3.4 3.4 3.3 3.3 3.3 3.2 3.1 2.9 2.7 2.5 2.2 1.1 1.3 1.5 1.6 1.7 1.8 1.9 2.0 2.1 2.1 2.2 2.2 2.2 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.3 2.4 2.3 2.4 2.4 2.4 2.4 2.4 2.5 2.5 2.6 2.6 2.6 2.6 2.7 2.7 2.8 2.8 2.9 3.0 3.1 3.2 3.2 3.2 3.2 3.2 3.2 3.1 3.1 3.2 3.3 3.3 3.4 3.4 3.4 3.4 3.4 3.4 3.3 3.3 3.3 3.4 3.5 3.5 3.5 3.5 3.6 3.6 3.6 3.5 3.5 3.6 3.6 3.7 3.6 3.5 3.4 3.4 3.2 3.0 1.0 1.2 1.3 1.4 1.5 1.6 1.7 1.8 1.9 1.9 1.9 2.0 2.0 2.0 2.0 2.1 2.1 2.1 2.1 2.1 2.0 2.1 2.1 2.1 2.1 2.2 2.2 2.2 2.2 2.2 2.3 2.3 2.4 2.4 2.4 2.5 2.5 2.6 2.7 2.8 2.9 3.0 3.2 3.3 3.5 3.5 3.5 3.5 3.4 3.3 3.4 3.4 3.5 3.6 3.7 3.7 3.7 3.7 3.7 3.6 3.5 3.6 3.5 3.6 3.7 3.8 3.8 3.9 3.8 3.8 3.8 3.7 3.7 3.7 3.7 3.7 3.8 3.7 3.6 3.5 3.2 2.9 0.9 1.0 1.1 1.2 1.3 1.4 1.4 1.5 1.7 1.7 1.7 1.8 1.8 1.8 1.8 1.8 1.8 1.8 1.8 1.9 1.8 1.9 1.9 1.8 1.8 1.9 1.9 1.9 2.0 2.0 2.1 2.1 2.1 2.1 2.1 2.3 2.3 2.4 2.6 2.7 2.8 3.0 3.2 3.5 3.6 3.7 3.7 3.6 3.5 3.4 3.4 3.4 3.5 3.7 3.8 4.0 4.0 3.9 3.8 3.7 3.6 3.5 3.6 3.7 3.8 4.0 4.1 4.1 4.0 3.9 3.7 3.7 3.6 3.7 3.7 3.9 3.9 3.9 3.8 3.5 3.2 2.8 3.2 3.5 3.8 4.0 3.9 3.7 3.4 3.3 3.2 3.3 3.4 3.7 4.0 4.2 4.3 4.1 3.9 3.6 3.5 3.3 3.5 3.6 3.9 4.2 4.3 4.3 4.2 3.9 3.6 3.5 3.4 3.5 3.6 3.8 4.0 4.1 3.9 3.5 3.0 2.6 3.0 3.5 3.9 4.0 3.9 3.6 3.3 3.2 3.0 3.1 3.3 3.7 4.0 4.3 4.4 4.2 3.8 3.5 3.3 3.2 3.3 3.5 3.8 4.2 4.5 4.5 4.2 3.8 3.5 3.3 3.2 3.3 3.4 3.8 4.1 4.2 4.0 3.5 2.9 2.5 2.8 3.4 3.8 4.0 3.9 3.5 3.2 2.9 2.8 2.9 3.1 3.5 3.9 4.2 4.3 4.1 3.7 3.3 3.1 3.0 3.1 3.3 3.7 4.1 4.3 4.3 4.0 3.6 3.3 3.0 3.0 3.1 3.3 3.6 3.9 4.0 3.8 3.3 2.7 2.3 P2 P4 P4 P4 P4 P4P4 P4P4 P5 P5 P4P2 P4 W4 W4 W4W4 W4 W4 W4 W4 W4 W4 W4 W4 PH1-41 PH1-42 PH1-43 P4 BUILDING OFF SITE CALCULATION ZONE SITE PLAN(PARKING AREA) CALCULATION ZONE SITE PLAN - PHOTOMETRIC CALCULATION Revisions Description Date VBuilding Design & Planning
J. Villa & Company Inc.
29433 Cole Grade Road, Valley Center, Ca 92082 760-688-7430 JVillaCompany.com jVillaCompany.com

SNIDER INTERESTS, LLC

DAVID SNIDER
730 ARCADY ROAD
SANTA BARBARA, CA 93108
(216) 785-0011
[email protected]
Calle De Los Romos and 19th Avenue

COMMERCIAL BUILDING,
DESERT HOT SPRINGS, CA 92240 G E N E R A L N O T E S C O D E D N O T E S 1. NOT IN USE. 1 1"=20'-0" 0 10' 20' 40'
N SITE PLAN - PHOTOMETRIC CALCULATION ES02 A. SEE NOTES ON SHEET E000. B. POLE LIGHT FIXTURE(S) AT 25' AFF.(UNO.) AND WALL MOUNTED LIGHT FIXTURE(S) AT 20' AFF.(UNO.) Statistics Description Avg Max Min Max/Min Avg/Min PARKING AREA 2.5 fc 6.3 fc 0.6 fc 10.5:1 4.2:1 BLDG OFF SITE AREA 0.3 fc 2.0 fc 0.0 fc NA NA

Item Number: 3.
open warehouse floor
PODS storage
28' height to lowest truss
(60) 10' x 12' knock out door panels STOR.
27'-4" 52'-4" 52'-4" 52'-4" 52'-4"
210'-0"
4"
4" 4" 51'-10" 51'-10" 51'-10" 51'-10" 51'-10" 4" 260'-0" 4" 51'-10" 4" 52'-6" I.T. 20' x 20' roll up garage doors 20' x 20' roll up garage doors CONFERENCE 12'-0" x 19'-6" ELEC. ROOM 10'-0" x 15'-6" OFFICE 10'-0" x 15'-0" OFFICE 10'-0" x 12'-6" BREAK ROOM 10'-0" x 16'-8" LOBBY 9'-6" x 18'-0" 52'-6" 154'-11" 18'-1" 117'-10" 19'-0" 9'-0" 18'-0" 4' x 8' SKYLIGHTS TYP. P4 P4 P2 P2 A301 A
A301 BA301 B A301 A
A301 C ROOF LADDER
3/8" PER FT. SLOPE 3/8" PER FT. SLOPE RIDGE VALLEY VALLEY 3/8" PER FT. SLOPE
3/8" PER FT. SLOPE
PARAPET ECU-01 ON ROOF ECU-01 ON ROOF ECU-01 ON ROOF ECU-01 ON ROOF ECU-01 ON ROOF ECU-01 ON ROOF TYPICAL 4' x 8' S.L. TYPICAL CONCRETE TILT-UP WALL PARAPET TYPICAL 4' x 8' S.L. ROOF ACCESS HATCH PER DETAIL 01 / A103 TESTED ABS ROOF DRAIN w/ 2" RAISED SCUPPER OVERFLOW MIN. 1 4" / ft. SLOPE CRICKET TO DRAINS SOUTH ROOF DRAINS - PIPE TO SOUTH RETENTION BASIN PER MECHANICAL PLAN TESTED ABS ROOF DRAIN w/ 2" RAISED SCUPPER OVERFLOW MIN. 14" / ft. SLOPE CRICKET TO DRAINS A101 Revisions Description Date PODS BUILDING SHELL PLAN 1/16" = 1'-0" VBuilding Design & Planning
J. Villa & Company Inc. FLOOR PLAN
jVillaCompany.com NOTE: ALL MAIN EXTERIOR DOORS OF BUILDING OCCUPANCY TYPE: "B" & "F-2" TO HAVE SIGN POSTED ON EGRESS SIDE ADJACENT TO OR ON DOORS: "THIS DOOR TO REMAIN UNLOCKED WHEN BUILDING IS OCCUPIED" TACTILE SIGN SHALL BE LOCATED ALONGSIDE THE DOOR OF THE LATCH SIDE. TACTILE CHARACTERS ON SIGNS SHALL BE LOCATED 48" MIN. A.F.F. OR GROUND SURFACE, MEASURED FROM BASELINE OF THE LOWEST BRAILLE CELLS AND 60" MAX. AF.F. OR GROUND, MEASURED FROM BASELINE OF HIGHEST LINE OF RAISED CHARACTERS. JVillaCompany.com C
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SNIDER INTERESTS, LLC

DAVID SNIDER
730 ARCADY ROAD
SANTA BARBARA, CA 93108
(216) 785-0011
[email protected] REV 4-04-2022 PROPOSED 60,000 S.F. 29433 Cole Grade Road, Valley Center, Ca 92082 760-688-7430 JVillaCompany.com EMERGENCY EM battery back up (90 MIN MINIMUM) EMERGENCY ES battery back up (90 MIN MINIMUM) CEIL. LIGHT EXIT SIGN FH FIRE EXTINGUISHER WALL MOUNT TS TACTILE SIGN WALL MOUNT TACTILE BRAILLE SIGNS PER CBC. (located on latch side) ES EMERGENCY EXIT battery back up SIGN w/ DIRECTIONAL ARROW (90 MIN MINIMUM) SEE 01/A015 REV 4-06-2022 REV 4-15-2022

PROPOSED COMMERCIAL BUILDING
DESERT HOT SPRINGS, CA 92240 SEE SHEET A102 FOR FLOOR PLAN DETAIL 48" x 96" SKYLIGHT 3% OF (.7h) NET AREA PER PER 2019 BUILDING ENERGY EFFICIENCY STANDARDS ES ES ESESES ES ES ESESES ES ES EXTERIOR PERSPECTIVE

Item Number: 3.

H20 Fountain ELKAY LZSTL8WSLP ADA ACCESABLE BOTTLE STATION STOR. 52'-6" 27'-8" I.T. 16'-2"
31'-6"
11'-0" 9'-10" 10'-8" MOP SINK 20' x 20' roll up garage doors 7'-0" 4'-0" 6'-0" 3'-10" 6'-2" 4'-6" CONFERENCE 12'-0" x 19'-6" ELEC. ROOM 10'-0" x 15'-6" OFFICE 10'-0" x 15'-0" OFFICE 10'-0" x 12'-6" BREAK ROOM 10'-0" x 16'-8" LOBBY 9'-6" x 18'-0" 19'-10" 16'-7" 10'-2" 9'-8" 3'-5" 9'-9" 3'-5" 12' x 16' TALL STOREFRONT 20' x 16' TALL STOREFRONT
w/ 3280 DOUBLE FRENCH

ENTRY DOORS
11'-2" 11'-4" 5'-2" 13'-7" 2'-7" 2'-9" 8'-4" 8'-8" 2'-6" 14'-1" COFFEE BAR 4' x 8' SKYLIGHTS TYP. ROOF LADDER A102 Revisions Description Date VBuilding Design & Planning
J. Villa & Company Inc. FLOOR PLAN
JVillaCompany.com
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SNIDER INTERESTS, LLC

DAVID SNIDER
730 ARCADY ROAD
SANTA BARBARA, CA 93108
(216) 785-0011
[email protected] REV
29433 Cole Grade Road, Valley Center, Ca 92082 760-688-7430 JVillaCompany.com 4-25-2022 PROPOSED 60,000 S.F. EMERGENCY EM battery back up (90 MIN MINIMUM) EMERGENCY ES battery back up (90 MIN MINIMUM) CEIL. LIGHT EXIT SIGN FH FIRE EXTINGUISHER WALL MOUNT TS TACTILE SIGN WALL MOUNT TACTILE BRAILLE SIGNS PER CBC. (located on latch side) ES EMERGENCY EXIT battery back up SIGN w/ DIRECTIONAL ARROW (90 MIN MINIMUM) SEE 01/A015 PODS BUILDING FLOOR PLAN 1/4" = 1'-0"

PROPOSED COMMERCIAL BUILDING
DESERT HOT SPRINGS, CA 92240

Item Number: 3.

P4 P4P4 P4 P4 P2 P2 P4 P4P4 A301 A
A301 BA301 B A301 A
A301 C
3/8" PER FT. SLOPE 3/8" PER FT. SLOPE RIDGE VALLEY VALLEY 3/8" PER FT. SLOPE
3/8" PER FT. SLOPE
PARAPET ECU-01 ON ROOF ECU-01 ON ROOF ECU-01 ON ROOF ECU-01 ON ROOF ECU-01 ON ROOF ECU-01 ON ROOF TYPICAL 4' x 8' S.L. TYPICAL CONCRETE TILT-UP WALL PARAPET TYPICAL 4' x 8' S.L. ROOF ACCESS HATCH PER DETAIL 01 / A103 TESTED ABS ROOF DRAIN w/ 2" RAISED SCUPPER OVERFLOW MIN. 1 4" / ft. SLOPE CRICKET TO DRAINS SOUTH ROOF DRAINS - PIPE TO SOUTH RETENTION BASIN PER MECHANICAL PLAN TESTED ABS ROOF DRAIN w/ 2" RAISED SCUPPER OVERFLOW MIN. 14" / ft. SLOPE CRICKET TO DRAINS A103 Revisions Description Date VBuilding Design & Planning
J. Villa & Company Inc. FLOOR PLAN
JVillaCompany.com REV 5-31-2022
29433 Cole Grade Road, Valley Center, Ca 92082 760-688-7430 JVillaCompany.com PODS BUILDING ROOF PLAN 1/16" = 1'-0" C
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SNIDER INTERESTS, LLC

DAVID SNIDER
730 ARCADY ROAD
SANTA BARBARA, CA 93108
(216) 785-0011
[email protected]

PROPOSED COMMERCIAL BUILDING
DESERT HOT SPRINGS, CA 92240 ROOF ACCESS HATCH 01 N.T.S TESTED ABS ROOF DRAIN w/ 2" RAISED SCUPPER OVERFLOW

Item Number: 3.

LEVEL 1 FLOOR
PLAN
0' - 0"
ROOF
33' - 6"
LEVEL 1 FLOOR
PLAN
0' - 0"
ROOF
33' - 6"
LEVEL 1 FLOOR
PLAN
0' - 0"
ROOF
33' - 6"
10' - 0"
12' - 0"
LEVEL 1 FLOOR
PLAN
0' - 0"
ROOF
33' - 6"
35' - 0"
Building Design, Planning & Construction
J.Villa & Company Inc.
29433 Cole Grade Road. Valley Center, Calif. 92082 760-688-7430 A201

EXTERIOR ELEVATIONS
Revision Schedule
Description Date
1/8" = 1'-0" 1 SOUTH ELEVATION1/8" = 1'-0" 2 EAST ELEVATION1/8" = 1'-0" 3 NORTH ELEVATION1/8" = 1'-0" 4 WEST ELEVATION

PROPOSED COMMERCIAL BUILDING
DESERT HOT SPRINGS, CA 92240

SNIDER INTERESTS, LLC

DAVID SNIDER
730 ARCADY ROAD
SANTA BARBARA, CA 93108
(216) 785-0011
[email protected]
REV 4-15-2022

Item Number: 3.

Building Design, Planning & Construction
J.Villa & Company Inc.
29433 Cole Grade Road. Valley Center, Calif. 92082 760-688-7430 A202

PROPOSED COMMERCIAL BUILDING
DESERT HOT SPRINGS, CA 92240

EXTERIOR PERSPECTIVES

SNIDER INTERESTS, LLC

DAVID SNIDER
730 ARCADY ROAD
SANTA BARBARA, CA 93108
(216) 785-0011
[email protected]
REV
4-21-2022
Revision Schedule
Description Date
1 3D View 12 3D View 23 3D View 3

Item Number: 3.

LEVEL 1 FLOOR
PLAN
0' - 0"
ROOF
33' - 6"
Authorized
Personnel
Only
Authorized
Personnel
Only
LEVEL 1 FLOOR
PLAN
0' - 0"
ROOF
33' - 6"
Building Design, Planning & Construction
J.Villa & Company Inc.
29433 Cole Grade Road. Valley Center, Calif. 92082 760-688-7430 A203

COLORED ELEVATIONS

PROPOSED COMMERCIAL BUILDING
DESERT HOT SPRINGS, CA 92240

SNIDER INTERESTS, LLC

DAVID SNIDER
730 ARCADY ROAD
SANTA BARBARA, CA 93108
(216) 785-0011
[email protected]
REV 6-16-2022
Revision Schedule
Description Date
1/8" = 1'-0"
1 NORTH COLORED ELEVATION
1/8" = 1'-0"
2 WEST COLORED ELEVATION
PODS
Moving & Storage
PODS
OFFICE
KEYNOTES0102
"PODS MOVING & STORAGE" SIGN SEE SIGN 'A' ON SHEET A203 FOR SIZE, COLOR & SIGN INFOMATION

SIGN 'A'

SIGN 'C'SIGN 'B'
01 "PODS OFFICE" SIGN SEE SIGN 'B' ON SHEET A203 FOR SIZE, COLOR & SIGN INFOMATION 03 "AUTHORIZED PERSONNEL ONLY" SIGN SEE SIGN 'C' ON SHEET A203 FOR SIZE, COLOR & SIGN INFOMATION WAYNE DALTON STEEL ROLL-UP MODEL # 926IN RAL POWDER COAT "GREY"LITHONIA LIGHTING TWP SINGLE LIGHT 15-1/2" TALL INTEGRATED LED COMMERCIAL WALL PACK 0405
02 03 03
TIMELY S SERIES 20 GAUGE EXTERIOR STANDARD FRAME & DOOR FINISH IN COLOR "SC106" 06 04 04
05 05 05 05
05 05
05 05
07 3/4" DEEP x 1" WIDE REVEAL DEPRESSIONS IN CONCRETE - TYP. 06 06 06
06 07 07
07 07 07
20' x 16' CASCADIA UNIVERSAL SERIES™ STOREFRONT GLAZING FRAME COLOR -RAINWARE WHITE & GLAZING COLOR - FORD BLUE 080910
08 CONCRETE TILT-UP WALL PAINTED COLOR - POLAR BEAR -75 BY BEHR CONCRETE TILT-UP WALL PAINTED COLOR - SHARK FIN -PPU24-19 BY BEHR12' x 16' CASCADIA UNIVERSAL SERIES™ STOREFRONT GLAZING FRAME COLOR - RAINWARE WHITE & GLAZING COLOR - FORD BLUE 11 09
10 10 10
10 10 10
10 11 11
11 11
11 11 11
11 11 11

Item Number: 3.

LEVEL 1 FLOOR
PLAN
0' - 0"
ROOF
33' - 6"
LEVEL 1 FLOOR
PLAN
0' - 0"
ROOF
33' - 6"
Building Design, Planning & Construction
J.Villa & Company Inc.
29433 Cole Grade Road. Valley Center, Calif. 92082 760-688-7430 A204

COLORED ELEVATIONS

PROPOSED COMMERCIAL BUILDING
DESERT HOT SPRINGS, CA 92240

SNIDER INTERESTS, LLC

DAVID SNIDER
730 ARCADY ROAD
SANTA BARBARA, CA 93108
(216) 785-0011
[email protected]
REV 6-16-2022
Revision Schedule
Description Date
1/8" = 1'-0"
1 EAST COLORED ELEVATION
1/8" = 1'-0"
2 SOUTH COLORED ELEVATION
KEYNOTES0102
"PODS MOVING & STORAGE" SIGN SEE SIGN 'A' ON SHEET A203 FOR SIZE, COLOR & SIGN INFOMATION "PODS OFFICE" SIGN SEE SIGN 'B' ON SHEET A203 FOR SIZE, COLOR & SIGN INFOMATION 03 "AUTHORIZED PERSONNEL ONLY" SIGN SEE SIGN 'C' ON SHEET A203 FOR SIZE, COLOR & SIGN INFOMATION WAYNE DALTON STEEL ROLL-UP MODEL # 926IN RAL POWDER COAT "GREY"LITHONIA LIGHTING TWP SINGLE LIGHT 15-1/2" TALL INTEGRATED LED COMMERCIAL WALL PACK 0405
TIMELY S SERIES 20 GAUGE EXTERIOR STANDARD FRAME & DOOR FINISH IN COLOR "SC106" 0607 3/4" DEEP x 1" WIDE REVEAL DEPRESSIONS IN CONCRETE - TYP. 20' x 16' CASCADIA UNIVERSAL SERIES™ STOREFRONT GLAZING FRAME COLOR -RAINWARE WHITE & GLAZING COLOR - FORD BLUE 080910 CONCRETE TILT-UP WALL PAINTED COLOR - POLAR BEAR - 75 BY BEHR CONCRETE TILT-UP WALL PAINTED COLOR - SHARK FIN -PPU24-19 BY BEHR12' x 16' CASCADIA UNIVERSAL SERIES™ STOREFRONT GLAZING FRAME COLOR - RAINWARE WHITE & GLAZING COLOR - FORD BLUE 11 10 10 10
10 10 10 10
11 11
11 11
11 11
07 07 07
07 07 07
05 05 05
05 05
06 06 06
06 06

Item Number: 3.

BUILDING SECTION "A"SCALE: 1/4"=1'-0"
28'-0"
33'-9"
TOP OF CONCRETE WALL PANELS 8'-0"
28'-0"
33'-9" BUILDING SECTION REVISED "B" SCALE: 1/4"=1'-0"
33'-9"
6" 21" WF TALL ROOF PURLINS TOP OF CONCRETE WALL PANELS TPO ROOFING o/ 2" EPS 3/8" / FT. ROOF SLOPE TOP OF CONCRETE WALL PANELS BUILDING SECTION "C"SCALE: 1/4"=1'-0" 21" WF TALL ROOF PURLINS TOP OF CONCRETE WALL PANELS TPO ROOFING o/ 2" EPS 3/8" / FT. ROOF SLOPE 28'-0"
33'-9"
TOP OF CONCRETE WALL PANELS A301
VBuilding Design & Planning
Villa & Company
Jeffery N. Villa 135 W. Mission Ave. Suite 200, Escondido, Calif. 92025 760-519-6920 JVillaCompany.com SECTIONS JVillaCompany.com
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T ATREN. 9-23 NO. C20350
R
O REV. 06-02-2022

SNIDER INTERESTS, LLC

DAVID SNIDER
730 ARCADY ROAD
SANTA BARBARA, CA 93108
(216) 785-0011
[email protected]

PROPOSED COMMERCIAL BUILDING
DESERT HOT SPRINGS, CA 92240

Item Number: 3.

Item Number: 3.

1 FINAL CONDITIONS OF APPROVAL
MEETING DATE: March 28, 2023
TITLE: Almar Management
CASE NO: Development Permit No. 22-4
PREPARED BY: Patricia Villagomez, Principal Planner
Project Specific Conditions:

1. The approval of Development Permit No. 22-4 is for the development of a 60,000 sq. ft. warehouse facility on a 4.86-acre parcel, along with parking, landscape, and other associated improvements to be located on APN: 666- 360-017.

2. No signage is approved under the permits.

3. The applicant shall submit a Sign Permit application for all signs to be reviewed and approved by the Planning Department to include the following:
a. All signs shall be channel letters.
b. No sign shall have exposed raceways or conduits.
c. All signage shall comply with the Desert Hot Springs Municipal Code. d. All signs that are removed shall be painted and patched immediately.

4. All appropriate permits shall be pulled with the City’s Building Department.

Standard Administrative Conditions

5. The approval of DP 22-4 is subject to the two (2) year expiration provisions of the City's Zoning Ordinance, as provided in Section 17.92.070 and will expire on March 28, 2025.
‘’Commencement of construction shall have occurred within 2 years of Development Permit approval, or the permit shall become null and void. In addition, if after commencement of construction, work is discontinued for a period of 2 years, then the Development Permit shall become null and void.

Further, if after issuance of grading permit, work is discontinued for a period of 6 months, then the Development Permit shall become null and void, unless extended. Projects may be built in phases if so pre-approved by the review authority. If a project is built in pre-approved phases, each subsequent phase Item Number: 3.

2 shall have 2 years from the previous phase’s date or first Certificate of Occupancy to the next phase’s date of construction commencement to have occurred, or the Development Permit shall become null and void. If no building permit is required for the Development Permit, the Development Permit shall expire if it is not exercised within 2 years of the approval.”

6. The applicant may request an extension of time for DP 22-4 per the City's Zoning Ordinance Section 17.92.100. Upon an application being filed and associated fees paid prior to expiration and for good cause, grant a time extension not to exceed 12 months. Upon granting the extension, the review authority shall ensure that the Development Permit complies with all current Zoning Ordinance provisions. The maximum number of extensions shall be limited to 3, for a total maximum term of 5 years.

7. The applicant/developer shall indemnify, protect, hold harmless and defend, with counsel selected by the City, the City and any agency or instrumentality thereof, and/or any of its officers, employees and agents from any and all claims, actions, or proceedings, including those involving environmental issues, against the City to attack, set aside, void, annul, and/or seek monetary damages resulting from an approval of the City, or any agency or instrumentality thereof, advisory agency, appeal board or legislative body including actions approved by the voters of the City, concerning the entitlement application. City shall promptly notify both the Applicant/Developer and landowner of any claim, action, or proceeding to which this condition is applicable and shall further cooperate fully in the defense of the action. The City reserves its right to take any and all action the City deems to be in the best interest of the City and its citizens in regard to such defense.

8. All development on the Project Site shall be in compliance with all applicable provisions of the City’s Municipal Code as well as all applicable provisions of the adopted Building and Fire Codes. All new construction shall obtain a building permit and comply with the requirements of the Planning, Building, and Fire Departments.

9. No Certificate of Occupancy (C of O) shall be granted until all Conditions of Approval have been completed and approved by the Planning, Engineering, Building, and Fire Departments unless otherwise identified herein.

10. The development of the Project on the Project Site shall be in substantial compliance with the exhibits contained in the project file for DP 22-4 as shown in all Exhibits and incorporated herein by this reference.

11. The final grading plan shall be in substantial conformance with the designs set forth in the hydrology report and site drainage design.

Item Number: 3.

3 12. Within fifteen (15) days of final approval by the Planning Commission, the applicant/developer shall submit in writing, a statement indicating that he/she has read and agrees to the conditions imposed herein. This authorization shall become void, and any privilege, permit, or other authorization granted under this entitlement DP 22-4 shall be deemed to have elapsed if compliance with this condition has not been undertaken within the specified time limits.

13. The applicant/developer shall deliver within 5 (five) working days to the Community Development Department a cashier’s check, money order, or other acceptable form of payment made payable to “Riverside County” in the amount of $2,764 plus $50.00 for processing fee to enable the City to file a Notice of Determination required pursuant to California Code of Regulations Section 15075. Any additional fees that may be attributed to the required filing of environmental documents shall be paid by the Applicant/Developer. If applicant/developer has not delivered to the Community Development Department the check as required above, the approval for the project granted shall be void by reason of failure of condition (Fish and Game Code Section 711.4(c)).

14. A scanned copy of the signed Conditions of Approval shall be included in the Building Construction Plans submitted for plan check.

15. The applicant/developer shall pay all established service, permit, impact, public art, and other applicable fees required by the City. Note:The Transportation Unified Mitigation Fee is collected by the City of Desert Hot Springs on behalf of the Coachella Valley Association of Governments.

Questions on the calculation of this fee should be addressed to them at (760) 346-1127. The School District Fees are imposed by the Palm Springs Unified School District and questions should be addressed to them at (760) 416- 6159.

Engineering Department Conditions
General Requirements

16. The applicant/developer shall annex to Community Facilities District No. 2010-1 for the maintenance of:
a. Landscape/hardscape
b. Streetlights
c. Drainage/Basins/Storm Drain Facilities
d. Prior to the issuance of a Certificate of Occupancy

17. The applicant/developer shall pay the Five Thousand Dollars ($5,000.00) cost for the City’s consultant to annex to the Community Facilities District No. 2010-1 and the City fee for processing the request. The annexation shall be completed prior to the issuance of an occupancy permit.

Item Number: 3.

4 18. The applicant/developer shall pay the Five Thousand Dollars ($5,000) cost for the City’s consultant to annex to PTAX2 and the City fee for processing the request. The annexation shall be completed prior to the issuance of an occupancy permit.

19. The applicant/developer shall submit the following items for approval from the Engineering Department:
a. Grading Plans with the street address for each lot and/or building footprints
b. Storm Drain/Drainage Plans
c. Street Improvement Plans
d. Street Signage and Stripping Plans
e. Street Lighting Plans
f. Hydrology Report
g. Water Quality Management Plan
h. Composite Utility Plans
i. (Sewer and Water Plans – submit to Mission Springs Water District)

20. Any required water and sewer facilities must be constructed and paid for by the applicant/developer per the stands of the Mission Springs Water District (MSWD) and will require inspection by MSWD.

21. Prior to the installation of any improvements in the public right of way (ROW), an encroachment permit shall be obtained from the City Public Works Department.

22. A soil compaction report shall be prepared and submitted to the City Building Department for approval prior to issuance of any building permit.

23. There shall be no encroachment into public rights of way for construction trailers, equipment, trash bins, portable toilets, or materials; all of which shall be kept on-site. Construction access to the site shall be by an approved driveway, entry, or curb cut; no asphalt ramps or curb jumping is permitted.

24. At no time shall any adjacent streets for the project be allowed to be used for construction staging, storage or other such construction related activities.

Access by heavy equipment shall be limited to the minimum number of trips essential to completing the construction. Any damage to the existing public roadways, sidewalks or other infrastructure shall be repaired or replaced by the Applicant’s contractor at his own expense, as directed by the Public Works Manager.

25. The applicant/developer shall submit an owner-and contractor-signed PM10 Dust Control Implementation Plan in accordance with the standards and codes of the City and the South Coast Air Quality Management District Item Number: 3.

5 (SCAQMD). Plans shall be submitted for review and approval by the Public Works Department prior to the issuance of any grading and/or applicable building permits. Any site that is greater than 10 acres shall concurrently process a PM10 Dust Control Implementation Plan with the SCAQMD. For further information contact the SCAQMD at:

South Coast Air Quality Management District (SCAQMD)
21865 Copley Drive
Diamond Bar, CA 91765
(800) CUT-SMOG (288-7664)
www.aqmd.gov

26. The applicant/developer shall comply with the National Pollution Discharge Elimination System (NPDES) requirements per the California Regional Water Quality Control Board (RWQCB) regulations. The Applicant/Developer shall submit a Project Specific Stormwater Pollution Prevention Plan (SWPPP) to comply with the California General Permit for Stormwater Discharges Associated with the Construction Activity, prior to the issuance of a grading permit. For projects larger than 1 acre, the Applicant/Developer shall obtain all required permits from the California Regional Water Quality Control Board (RWQCB) and submit a copy of the Notice of Intent (NOI) and the Waste Discharge Identification Number (WDID#) to the City’s Public Works Department prior to the issuance of the any grading permit.

For further information contact the RWQCB at:

California Regional Water Quality Control Board (RWQCB), Colorado River Basin Region,
73-720 Fred Waring Drive #100
Palm Desert, CA 92260
(760) 346-7491
www.waterboards.ca.gov/colorariver

27. The applicant/developer shall comply with section 8.08 Recycling and Diversion of Waste from Construction and Demolition of the Municipal Code and file a Plan with the City’s Building Department prior to the start of any construction.

28. The design of the on-site grading, street improvements and the storm drainage improvements shall be coordinated with all adjacent projects to the satisfaction of the City Engineer.

29. All overhead utilities less than 92kv, located within the project boundaries, bordering the project and/or fronting the project shall be undergrounded.

30. If not all the public improvements are completed before the applicant/developer applies for a Certificate of Occupancy, the applicant/developer may submit an engineer’s estimate with approved Item Number: 3.

6 improvement plans and shall file an improvement agreement with security to guarantee completion of public improvements as follows:
a. A faithful performance security in an amount deemed sufficient by the City Engineer to cover up to 100% of the total estimated cost of all required improvements, including bonding requirements for grading as outlined in the Municipal Code.
b. A labor and material security to cover up to 50% of the total estimated cost of all required improvements.
c. If the required project improvements are financed and installed pursuant to special assessment proceedings, upon the furnishing by the contractor of the faithful performance and labor and material security required by the special assessment act being used, the City may reduce the improvement security of the Applicant/Developer by an amount corresponding to the amount of the security furnished by the contractor. d. Notwithstanding the above, the Applicant/Developer may satisfy the requirement for security of certain improvements by providing proof that same has been posted with another public agency subject to the approval of the City Engineer.

31. Security may be one of the following types subject to the approval of the City Engineer and City Attorney as to form:
a. Bonds - All bonds shall be executed by a surety company authorized to transact business as a surety, and have an agent for service in California, together with an acceptable policy holder’s rating. The bond(s) shall contain the nearest street address of the institution providing the bond(s). b. Cash Deposits - In lieu of the faithful performance and labor and material bonds, the developer may submit cash deposits or negotiable bonds of a kind approved for securing deposits of public monies under the conditions hereinafter described.
c. Disbursements from cash deposits shall be made in compliance with a separate agreement between the developer and the City. A bookkeeping fee of 1% of the total amount deposited with the City for each cash deposit shall be submitted with each security. Disbursements from a cash deposit in any instance shall not be permitted unless and until authorized in writing by the City Engineer.

32. All improvement agreements shall be approved by the City Attorney and City Council. Security for the agreement shall be approved by the City Attorney and Finance Director.

Item Number: 3.

7 On-Site Street Improvements

33. The on-site driveways and parking areas shall be improved with asphalt or concrete paving, permeable pavers, curbs, gutters, and appurtenances as shown generally on the approved site plan. The thickness of pavement shall be determined by the applicant’s engineer based upon “R” value tests taken of the soils and appropriate traffic indices to be determined by the applicant’s engineer, all subject to approval by the City Engineer.

34. All on-site paving, curbs and gutters, sidewalks, ramps and other site work shall be constructed to City standards, subject to the improvement plans approved by the City Engineer.

35. The applicant/developer is required to construct all transition and missing links between existing and proposed improvements.

36. The proposed driveway shall be a radius driveway per City of Desert Hot Springs Standard No. 210.

37. The applicant/developer shall ensure that all existing improvements within the street right-of-way are not damaged during construction. Any improvements within the public right-of-way shall be replaced or repaired if deemed unacceptable due to damage during construction by the City Engineer.

Off-Site Street Improvements

38. All street improvements shall include construction of asphalt concrete pavement over base material, curb/gutter, sidewalk, streetlights, catch basins, storm drains, and fully landscaped and irrigated perimeter along the property frontages at the cost of the applicant.

39. Improvements shall include removal and construction of existing street improvements that are severely damaged and/or not in compliance with City Standards along 19th Avenue and Calle De Los Ramos.

40. All sidewalks, ramps, and landings shall be compliant with the Americans with Disability Act.

41. Proposed street stripping shall be per Caltrans Standards approved by the City Engineer.

42. The minimum grade on all proposed streets shall be 0.50% unless approved in advance, in writing, by the City Engineer.

43. The applicant/developer shall construct half width street improvements along the following streets:

Item Number: 3.

8 a. Calle De Los Ramos from centerline to right-of-way (39 feet), including curb, gutter, sidewalk, and landscaping.
b. 19th Avenue from centerline to right-of-way (44 feet), including curb, gutter, sidewalk, and landscaping.

Drainage

44. The applicant/developer shall submit a project specific Hydrology Report, using Riverside County Flood Control and Water Conservation District’s Hydrology Manual for City review and approval, analyzing the 10-year and 100-year storm events and hydraulic analyses for the proposed drainage systems.

45. No Nuisance water shall escape the site onto public streets.

46. The applicant/developer shall provide on-site storm water retention basin(s) or system(s) designed to the satisfaction of the City Engineer. Each retention basin shall include a sufficient number of underground vertical drywells designed to eliminate standing water in the basin. The retention basin shall be sized to mitigate the post-development storm water flow rate within the limits of the project to pre-development levels based on a 100-year storm event of 24-hour duration and shall completely drain/percolate any storm event within 72 hours. All upstream runoff from adjacent properties that has historically been directed onto the proposed project may be considered to pass through the project with the exception of historical retention that occurred on-site. The retention basin shall be designed with a maximum depth of 5 feet and maximum side slopes of 3:1 and shall not be used for purposes other than for the collection of storm water, nuisance water and well blow-off water. Alternate methods may be provided with the approval of the City Engineer.
a. Any other facilities required in the drainage/hydrology study shall be designed and installed as detailed in Section 15.68, Flood Plain Management, and Section 15.72 Floodplain Construction of the Desert Hot Springs Municipal Code.
b. All retention basins/systems shall be located on site; off-site retention basins/systems are specifically prohibited.
c. Retention Basin Vehicular Access - Vehicular access shall be provided for maintenance of the retention basins to the satisfaction of the City Engineer. The City Engineer shall determine the need and/or design of such access. The grading of a “road” to the bottom shall comply with health and safety standards and shall meet the requisite design requirements including geometries and capacity of the basin(s).

Maintenance of retention basins and drainage system shall be the responsibility of the Applicant/property owner/operator. Retention basins with side slopes equal to or greater than 4:1 and equal to or less Item Number: 3.

9 than 5 feet in depth will not require an access road to the bottom of the basin.

47. The applicant/developer shall prepare and submit a Project Specific Final Water Quality Management Plan pursuant to the Whitewater River Region Water Quality Management Plan for Urban Runoff.

48. If the site is located in a Federal Emergency Management Act (FEMA) Flood Zone, structures on the property shall be protected from flood hazard. A (FEMA) Elevation Certificate shall be provided to the Building Department prior to issuance of a grading permit and shall be resubmitted “as constructed" prior to final grading signoff.

49. The applicant/developer shall submit the project to the Department of the Army Corps of Engineers and the California Department of Fish and Game for approval of any development construction in the “Blue Line Stream” shown on the U.S. Geological Survey Quadrangle Map, Desert Hot Springs California, and obtain all required clearances and approvals.

Standard Planning Department Conditions

50. The applicant/developer shall implement all mitigation measures and monitoring program requirements outlined in the Environmental Documents.

51. At no time shall the combination of uses or activities conducted within the building exceed the total demand for parking, as calculated in the City’s Zoning Code and as provided onsite according to the approved site plan. Any change to the floor plan shall be subject to review and approval by the Planning Department.

52. The applicant/developer shall maintain the Project Site after the start of construction and until the Project is completed, free of weeds, debris, trash or any other offensive, unhealthful and dangerous material. If after five (5) days’ notice by certified mail, the applicant/ developer does not comply with the before mentioned criterion, the City may either cancel building or grading permits and/or enter the Project Site with City staff and remove all subject violations, bill the applicant /developer and/or put a lien on the Project Site.

53. The project site shall remain undisturbed until the applicant/developer is issued a grading permit.

54. Wheel stops within the parking lot are prohibited unless required for ADA compliance.

55. The applicant/developer shall construct a trash enclosure in location per the approved Site Plan. The trash enclosure shall be constructed to City Item Number: 3.

10 Standards.

56. Outdoor storage of equipment and/or merchandise must satisfy all screening requirements of Sections 17.16.220 of the Desert Hot Springs Municipal Code.

57. Outdoor sales are prohibited unless the applicant has a Temporary Use Permit approved subject to the provisions of Section 17.136 of the Desert Hot Springs Municipal Code.

58. All drainpipes shall be interior to the building. Exposed drainpipes are specifically prohibited.

59. All drain terminations shall be from the Watts Drainage Product RD-940 or a product of equal value.

60. All breaker boxes, fire sprinkler risers, and utility conduits shall be interior to the building.

61. All Vapor Collection Systems at Service Stations shall be screened from public view.

62. All new commercial development shall comply with Mission Springs Water District’s Water Efficient Landscaping Guidelines (guidelines are available at www.mswd.org). This policy requires outdoor water conservation practices within MSWD’s service area, specifically: (1) the creation of landscape plans featuring the use of California native desert friendly plants; and (2) the preparation of irrigation plans detailing water efficient irrigation technology systems (e.g., drip irrigation, evapotranspiration irrigation controllers, etc.) appropriate to an arid desert climate.

63. Project shall have “Super Compliant” Architectural Coatings:
a. Prior to Building permit issuance the applicant shall submit evidence, such as emissions estimates, coating use estimates and manufacturers specifications for VOC content, or other evidence that indicates VOC emissions during architectural coating activities would not exceed SCAQMD CEQA significance thresholds.
b. Prior to Building permit issuance the applicant shall prepare a Coating Restriction Plan (CRP), consistent with SCAQMD guidelines. The project applicant/developer shall include in any construction contracts and/or subcontracts a requirement that Project contractors adhere to the requirements of the CRP. The CRP shall include a requirement that all interior and exterior residential and non-residential architectural coatings used in Project construction meet the SCAQMD “super compliant” coating VOC content standard of less than 10 grams of VOC per liter of coating. The CRP shall also specify the use of high-volume, lowItem Number: 3.

11 pressure spray guns during coating applications to reduce coating waste.

64. Assess and Minimize Temporary Construction Noise Levels To ensure that the project implements appropriate construction noise controls, the applicant shall assess potential construction noise levels and minimize substantial adverse impacts by implementing feasible construction noise control measures that reduce construction noise levels at sensitive receptor locations, including nearby residences. Such measures include:
a. construction management techniques. This may include:
i. providing advance notice of construction activities to nearby noise-sensitive receptors
ii. Siting staging areas away from noise-sensitive land uses, iii. monitoring construction;
b. construction equipment controls. This may include:
i. ensuring equipment has mufflers,
ii. use of electric hook-ups instead of generators);
iii. use of temporary sound barriers (equipment enclosures, berms, walls, blankets, or other devices) when necessary; c. preparation of a plan, procedures, or other mechanisms to receive track, respond, and resolve construction noise complaints, including designation of an on-site appointee to handle such complaints, and report back to City staff; and
d. require monitoring construction noise levels if complaints are received to verify the need for additional noise controls.

Landscaping:

65. All redwood headers are specifically prohibited from use on the project site.

66. All irrigation lines shall be located below ground with no surface exposure.

67. All mechanical equipment, either roof or ground mounted, and shall be screened from public view. All such equipment shall be fully screened by the roof structure, a parapet wall, appropriate ground mounted walls, berming, or landscaping. All walls shall architecturally match the building.

Graffiti:

68. The applicant/developer shall keep the Project Site, clear of graffiti vandalism at all times. The applicant/developer shall contact the City’s Graffiti Hot Line at 888-562-3822 within 24 hours of discovering the graffiti vandalism.

69. The applicant/developer and/or successor(s) shall apply (and maintain) a protective coating or graffiti resistant material acceptable to the City’s Public Works and/or Community Development Department, to provide for the Item Number: 3.

12 effective and expeditious removal of graffiti on all exterior building elevations and/or project walls and/or replacement of defaced screening panels.

70. In the event there is a change in the name, address or telephone number of the responsible person(s), firm or company, the applicant/developer or successor shall notify the City within 24 hours, in writing, of the change and provide the City with the current contact information of responsible person(s), firm or company.

71. The applicant/developer and/or successor(s) in interest shall be responsible for the removal of any graffiti vandalism from the project site (exterior building surfaces and/or exterior walls/fences) within 24-hour after discovering the graffiti vandalism or receipt of notice from the City of the same. The applicant/developer shall contact the City’s Graffiti Hot Line at 888-562-3822 within 24 hours of discovering the graffiti vandalism.

72. The applicant/developer and/or successor(s) in interest hereby agrees to allow the City and/or its agents to enter the property for the purpose of removing or painting over graffiti vandalism, if the applicant/developer and/or successor(s) in interest fail to remove the reported graffiti vandalism within the 24 hours of discovering the graffiti or receipt of notice from the City.

73. In the event that applicant/developer and/or successor(s) in interest, fail to remove the graffiti vandalism within 24 hours, requiring the City and/or its agents to enter the Project Site for the purpose of removing or painting over graffiti vandalism the applicant/developer and/or successor(s) in interest shall release the City and/or its agents from any liability for property damage or personal injury. And shall reimburse to the City all costs associated with the removal of the graffiti vandalism.

74. The applicant/developer and/or successor(s) in interest shall include the aforementioned authorizations to enter the project site for the purpose of removing or painting over graffiti vandalism as part of authorization agreement to the satisfaction of the Community Development Department and the approval of the City Attorney, as to form.

75. The applicant/developer and/or successor(s) in interest shall, to the extent feasible, have designed a building structure visible from any public or quasipublic place in such a manner to consider prevention of graffiti, including, but not limited to the following:
a. Use of additional lighting;
b. Use of non-solid fencing;
c. Use of landscaping designed to cover large expansive walls such as ivy or similar clinging vegetation; or
d. Use of architectural design to break up long, continuous wall or solid areas.

Item Number: 3.

13 Lighting:

76. The applicant shall submit an exterior Lighting Plan in compliance with all relevant sections of the DHSMC, including a photometric analysis, to the City Planner for review and approval prior to issuance of a building permit. The Lighting Plan shall also identify the following:
a. Exterior lighting shall be energy-efficient and shielded or recessed so that direct glare and reflections are contained within the boundaries of the Project Site and shall be directed downward and away from adjoining properties and the public right-of-way.
b. All lighting outdoor lighting including fixtures shall direct lighting downward.
c. The type of fixtures, including height, material, and color. d. The total height of all freestanding lighting fixtures shall not exceed 18 feet.
e. All concrete fixture bases will have a decorative finish. At a minimum, a trowel finish shall be provided.
f. Bolts connecting the light fixture to the base shall be covered.

77. The applicant/developer shall apply for a separate permit for any proposed signage, in accordance with the provisions of the City’s Municipal Code.

Police Department Conditions

78. The applicant/developer shall comply with all applicable federal, state and City laws and regulations.

79. The applicant/developer shall incorporate all aspects of Crime Prevention through Environmental Design for visual surveillance, access control and territorial reinforcement.

80. Every area of the project site must be visible either from the street or from the structure. Unavoidable dead spaces or hidden/secluded areas require additional mitigating measures which may include increased lighting, hostile landscaping, security surveillance cameras, perimeter fencing and/or security gates, on-site security guards or other mitigating measures deemed appropriate by the Police Department.

81. The applicant and operator shall at all times implement the Utilize Crime Prevention Through Environmental Design (C.P.T.E.D) throughout the project, as follows:

CPTED Principle #1 – Natural Surveillance
"See and be seen" is the overall goal when it comes to CPTED and natural surveillance. A person is less likely to commit a crime if they think someone will see them do it. Lighting and landscape play an important Item Number: 3.

14 role in Crime Prevention Through Environmental Design.

CPTED Principle #2 - Natural Access Control
Natural Access Control is more than a high block wall topped with barbed wire. Crime Prevention Through Environmental Design or CPTED utilizes the use of walkways, fences, lighting, signage and landscape to clearly guide people and vehicles to and from the proper entrances.

The goal with this CPTED principle is not necessarily to keep intruders out, but to direct the flow of people while decreasing the opportunity for crime.

CPTED Principle #3 – Territorial Reinforcement
Creating or extending a "sphere of influence" by utilizing physical designs such as pavement treatments, landscaping and signage that enable users of an area to develop a sense of proprietorship over it is the goal of this CPTED principle. Public areas are clearly distinguished from private ones. Potential trespassers perceive this control and are thereby discouraged.

CPTED Principle #4 – Maintenance
CPTED and the "Broken Window Theory" suggests that one "broken window" or nuisance, if allowed to exist, will lead to others and ultimately to the decline of an entire neighborhood. Neglected and poorly maintained properties are breeding grounds for criminal activity.

We will work with you to develop a formal CPTED based maintenance plan to help you preserve your property value and make it a safer place.

82. Prior to issuance of building permits, the site plan shall indicate all perimeter walls and fences to be of a design to prevent or discourage scaling and graffiti.

83. Prior to issuance of building permits, the landscape plan shall be amended to assure that drought tolerant “hostile vegetation” shall be used when possible under windows and around the fence line.

84. Any private security service that uses security guards with uniforms shall assure to the satisfaction of the City of Desert Hot Springs Police Department that the uniforms are sufficiently different in appearance from any uniform of the Police Department, Riverside County Sheriff or other local police department.

Fire Department Conditions

85. Provide or show there exists a water system capable of delivering a fire flow of 2,625 gallons per minute for a 2-hour duration at 20 psi residual operating pressure, which must be available before any combustible material is placed on the construction site. Fire flow is based on Type III-B construction protected with an automatic fire sprinkler system. Due to building construction Item Number: 3.

15 type and fire sprinkler credits, fire flow requirements may be revised as determined by future building plans. California Fire Code (CFC) 507.3

86. Fire flow availability verification shall be obtained from the local water authority in the proximity of the above noted project. Verification shall be provided to the Riverside County Fire Department Office of the Fire Marshal prior to building permit issuance. CFC 507.3

87. Fire Hydrant(s) location and spacing shall comply with CFC 507.5 and Table C102.1. Fire hydrant(s) shall be located not to exceed their allotted distances apart in any direction as measured by an approved route around the building including their maximum distance from any point on a street or road frontage.

Fire hydrants shall provide the required fire flow. Distance requirements for the fire hydrants may change when updated fire flow is calculated. CFC 507.1

88. Prior to Building plan approval and construction, applicant/developer shall furnish required copies of the water system fire hydrant plans to Riverside County Fire Department Office of the Fire Marshal for review. Plans shall be signed by a registered civil engineer, and shall confirm hydrant type, location, spacing and minimum fire flow CFC 507.1. An approved water supply for fire protection during construction shall be made available prior to the arrival of combustible materials on site. CFC 3312

89. All proposed traffic calming elements for this development shall be submitted to the Fire Department for review and approval. Roadway design features (speed bumps, speed humps, speed control dips, cushions etc.), which may interfere with emergency apparatus responses, shall not be installed on fire access roadways, unless they meet design criteria approved by Riverside County Fire Department Office of the Fire Marshal. CFC 503.4.1

90. The applicant or developer shall prepare and submit to the Fire Department for approval, a precise grading plan. Access lanes will not have an up, or downgrade of more than 12%. Access will not be less than twenty-four feet (24’) in width and will have an unobstructed vertical clearance not less than 13’6”. Access lanes shall be designed to withstand the weight of 60,000 pounds over two axles and 75,000 pounds over three axles. Access will have a turning radius capable of accommodating fire apparatus. Access lane shall be constructed with a surface to provide all weather driving capabilities.

Streets shall be constructed in accordance with the City of Desert Hot Springs Engineering Street Standards. CFC 503.2

91. Driveway loops, fire apparatus access lanes and entrance curb radius should be designed to adequately allow access of emergency fire vehicles. The applicant or developer shall prepare and submit to the Fire Department for approval; a site plan designating required fire lanes with appropriate lane printing and/or signs. Required identification standard/guidelines handout Item Number: 3.

16 shall be obtained from Riverside County Fire Department Office of the Fire Marshal. CFC 503

92. Dead-end fire apparatus access roads in excess of 150 feet in length shall be provided with an approved area for turning around the fire apparatus constructed with turnarounds and or hammerheads. Fire apparatus shall be capable of maneuvering through the site with a minimum inside radius of 14’- 0” and outside of 38’-0” throughout. CFC 503.2.5

93. Knox Box and Gate Access: Buildings shall be provided with a Knox Box. The Knox Box shall be installed in an accessible location approved by the Office of the Fire Marshal. Electric gate operators shall be provided with Knox key switches. Electric gate operators shall also be connected to a remote signal receiver compatible for use with the preemption devices on the Riverside County fire apparatus. The gate shall automatically open upon receiving a remote signal from the fire apparatus and remain in the fully open position for a minimum of 30 seconds. Ref. CFC 506.1

94. All new commercial structures 3,600 square feet or larger shall be protected with a fire sprinkler system. Based on information provided for the building, an approved commercial fire sprinkler system designed by a current licensed C-16 contractor in accordance with NFPA 13 is required. Plans must be submitted with current fee to Riverside County Fire Department Office of the Fire Marshal for review and approval prior to installation. CFC 903.2 as amended by the City of Desert Hot Springs Municipal Code

95. The applicant/developer shall be responsible to install a U. L. Central Station Monitored Fire Alarm System, per NFPA 72. Monitoring system shall monitor the fire sprinkler system(s) water flow, post indicator valves and all control valves. Plans must be submitted with current permit fee to Riverside County Fire Department Office of the Fire Marshal for review and approval prior to installation. Additional fire alarm systems may be required but will be determined when additional information is provided at construction plan review. CFC 903.4

96. Display street numbers in a prominent location on the address side and rear access if applicable. Building address numbers shall be a minimum of 12” for building(s) up to 25’ in height and 24” in height for building(s) exceeding 25’ in height. In complexes with alpha designations, letter size must match numbers. All addressing must be legible, of a contrasting color, and adequately illuminated to be visible from street at all hours. Address numbers shall be a durable type of material to withstand all weather harming conditions. Reference CFC Section 505.1 as amended by the City of Desert Hot Springs Municipal Code and the County of Riverside Premises Identification Standard.

Item Number: 3.

17 97. Propose rack storage and high pile combustible storage shall be reviewed and approved by the Office of the Fire Marshal. Submittals shall include a Fire Engineer Technical Report in compliance with CFC amended section 3204.2.1.

98. Emergency Responder Radio Coverage Systems: Projects that do not meet the exceptions set forth by the Riverside County Office of the Fire Marshal shall provide plans for an emergency responder radio coverage system. Ref.

CFC 510.1 and Riverside County Office of the Fire Marshal Technical Policy #TP19-002

99. During the construction of this project, the site address shall be clearly posted at the job site entrance. This will enable incoming emergency equipment and the inspectors to locate the job site from the assigned street location.

Numbers shall be a minimum of 12 inches in height. CFC 505.1 100. Fire safety during construction shall be in accordance with Chapter 33 of the CFC. An approved vehicle access, either permanent or temporary, shall be provided during construction. CFC 3310.1
101. Conditions subject to change with adoption of new codes, ordinances, or when buildings permits are not obtained within twelve (12) months. All final fire department conditions will be addressed when detailed site and building plans are submitted and reviewed. Compliance with California Fire and Building Codes shall be required.
102. Nothing in Riverside County Fire Department Office of the Fire Marshal’s review shall be construed as encompassing structural integrity. Review of this plan does not authorize or approve any omission or deviation from all applicable regulations. All questions regarding the meaning of these code requirements should be referred to Riverside County Fire Department Office of the Fire Marshal at 760-863-8886.

Building & Safety Department Conditions
103. The project shall comply with the adopted California Building Standards Code (Title 24, California Code of Regulations) and other adopted City Ordinances which include the following:
a. CA Building Code
b. CA Plumbing Code
c. CA Mechanical Code
d. CA Electrical Code
e. CA Fire Code
f. CA Green Building Standards Code
g. CA Energy Code
Item Number: 3.

18 104. As applicable, automatic fire sprinkler systems shall be installed in all new construction as per Chapter 9 of the California Building Code and per City Ordinance. Design and type of system shall be based upon the requirements of the California Building Code, the California Fire Code and the requirements of the Fire Department.
105. The requirements of the Department of Environmental Health Services and the Air Quality Management District shall be satisfied prior to the issuance of any permit if hazardous materials are stored and/or used. 106. Any temporary building, trailer, commercial coach, etc. installed and/or used in connection with a construction project shall obtain a Temporary Use Permit and comply with the City of Desert Hot Springs requirements. 107. All perimeter/boundary walls shall be designed and constructed so that the outer/exterior face of the wall is as close as possible to the property line. In any case, the outer/exterior face of the wall shall be within two (2) inches of the property line. Distances greater than two (2) inches may be approved prior to construction by the Building Official on a case-by-case basis for extenuating circumstances.
108. All property lines, easement lines, etc. shall be located and/or relocated in such a manner as to not cause any existing structure to become non-conforming with the requirements of the latest adopted edition of the Building Code, or any other applicable law, ordinance, or code.

Mission Springs Water District Conditions
109. The developer shall comply with all Conditions of Approval for Parcel Map 37606.

Water Service
Water conditions may change depending on the status of water improvements by Project Viento (DP 21-14 dated 2/24/22) or by Parcel Map 37606. Water service is currently available for the project subject to the following conditions of service:
110. The developer shall comply with all rules, laws, ordinances, guidelines, and regulations of the District at the time that any new water service application is submitted. MSWD ordinance requires that water service, including irrigation and fire services, shall not cross parcel boundaries to serve a second property.
111. The point of connection for domestic and fire services shall be the existing 12” ductile iron water main tee located on the west side of Calle De Los Romos, south of the centerline of 19th Avenue.

Item Number: 3.

19 112. The developer shall design and construct 12’’ minimum diameter iron water main in 16th avenue to the projects east boundary, terminating with a blow off assembly 5’ east of any pavement.
113. The developer shall be responsible to design and construct all improvements at their expense.
114. The installation of backflow prevention devices is required for all nonresidential domestic, fire, and irrigation service connections. 115. Installation of private fire line services may be required per Riverside County Fire Department Standards. Double check detector assemblies (DCDA) per MSWD Standards will be a requirement at the time of installation. 116. The developer must submit hydraulic calculations to the District indicating the availability of the required fire flows as determined by the Riverside County Fire Department. These calculations shall be based on a current fire hydrant flow test which can be ordered through the MSWD Engineering Department. 117. The developer shall comply with all District standards, specifications and conditions, final approval of all design plans shall be by the District Engineer or his/her designee, and the District’s General Manager. 118. The developer shall provide plumbing plans with fixture units for District review of meter and service size.
119. MSWD requires having all its facilities within the public right-of-way or recorded and dedicated easements.
120. The developer is required to apply for water service and submit payment of District fees, charges, and deposits. The water meter and connection fees will be based on the actual meter sizes and quantities shown on the approved plans. All fees are subject to change based on the time of application for services from the District.
121. The developer will be required to bond all infrastructure and be required to supply a warranty bond for the infrastructure. The warranty bond will be released 1 year from the Districts acceptance of the infrastructure or any required warranty repair.

Sewer Service
Sewer service is currently unavailable to the subject property from MSWD. Public sewer service will be available to the District’s Regional Wastewater Treatment Facility (RWTF) in the fall of 2023. Interim septic or storage system will need the approval of the California State Water Resources Control Board and shall be designed to protect the ground water.

Item Number: 3.

20 122. The developer shall comply with all rules, laws, ordinances, guidelines, and regulations of the District at the time the sewer service application is submitted.
123. The developer/property owner shall complete an application for sewer service with payment of all applicable fees, charges and deposits at the time of application (i.e., multi-family, residential, commercial sewer connection fees per current MSWD fee schedules).
124. The developer shall be required to design and construct any new sewer to connect to sewer once sewer service to the RWTF is active. 125. MSWD requires a 6” minimum diameter sewer lateral for all commercial or multifamily residential buildings with four or more units. 126. The developer shall flush all private onsite sewer lines under direct District inspection prior to connection to the 6” lateral.
127. The developer shall comply with all the District standards, specifications and conditions, and have final approval of all design plans by the District Engineer or his/her designee, and the District General Manager.
128. MSWD requires submittal of proposed plumbing plans showing all connections to the public sewer system and the size and location of the proposed lateral for the project.
129. MSWD will require a Report of Waste Discharge for the project. The report shall be prepared by a qualified Licensed Professional Engineer in accordance with requirements currently in use by the California State Water Resources Control Board. Note, MSWD does not currently accept process wastewater (i.e., irrigation tailwater, hydroponic wastewater, etc.) as it may contain excessive salinity, nutrients, and other constituents. MSWD will review the wastewater quality and determine if any pretreatment process may be required once process wastewater is accepted at its wastewater treatment facilities.
130. The developer will be required to bond all infrastructure with MSWD for 100% payment and performance bonds. Said bonds shall be replaced by a warranty bond of 10% of the bond amount upon final acceptance of improvements by MSWD. Said warranty bond shall remain in effect for 12 months from the date of acceptance of from the date of completion of any required warranty repairs.

Landscape
Item Number: 3.

21 As applicable per City requirements:

All new and rehabilitated residential and commercial development shall comply with the Mission Springs Water District’s Water Efficient Landscaping Guidelines (guidelines are available at www.mswd.org). This policy requires outdoor water conservation practices within the MSWD service area, specifically: (1) the creation of landscape plans featuring the use of California native desert friendly plants; and (2) the preparation of irrigation plans detailing water efficient irrigation technology systems (e.g., drip irrigation, evapotranspiration irrigation controllers, etc.) appropriate to an arid desert climate. For additional details regarding plan check and inspection fees, please contact Engineering via email at [email protected] or (760) 329- 6448 ext. 127.

END
Item Number: 3.

SR-24-194
City of Desert Hot Springs
City Council

AGENDA ITEM REPORT
To: City Council
Date: September 17, 2024
Department: City Manager
Prepared by: Daniel Porras, Assistant City Manager
Subject: Formation of Underground Utility District Area Number 2 – Indian Canyon Drive between 19th Avenue and 20th Avenue
RECOMMENDATION:

Adopt a Resolution of the City Council calling for a public hearing on October 1, 2024 to ascertain whether the public necessity, health, safety or welfare requires the removal of poles, overhead wires and associated overhead structures within Area No. 2, which is along Indian Canyon Drive between 19th Avenue and 20th Avenue.

BACKGROUND:

Rule 20A projects are paid for by all Southern California Edison (SCE) customers and ratepayers, not just those who live in locations where facilities will be undergrounded. City and county governments choose these projects, using a process that includes public participation.

To qualify for full funding through utility rate proceeds, projects must produce a benefit to the general public, not just customers in the affected area, by satisfying one or more of these criteria:
 Such undergrounding will avoid or eliminate an unusually heavy concentration of overhead electric facilities;
 The street or road or right-of-way is extensively used by the general public and carries a heavy volume of pedestrian or vehicular traffic;
 The street or road or right-of-way adjoins or passes through a civic area or public recreation area or an area of significant scenic, cultural, and/or historic interest to the general public;  The street of road or right-of-way is considered an arterial street or major collector road, as defined by the California Department of Transportation’s California Road System functional classification system; or
 Wheelchair access is limited or impeded by existing above-ground electric and/or telecommunications infrastructure including pad-mounted facilities on sidewalks or in other areas in the pedestrian right-of-way that is otherwise not compliant with the Americans with Disabilities Act.

Item Number: 4.

SR-24-194
SCE allocates rate funds to communities for undergrounding using formulas provided in the Rule 20 tariff. Allocated funds are determined by the ratio of customers served by overhead facilities to the total number of customers in the community, and the fraction that customers in the community represent of all SCE customers.

DISCUSSION:

SCE filed with the California Public Utilities Commission (CPUC) its SCE Electric Rule 20 Programs annual report which provided an accounting and balance of all Rule 20A funds. SCE informed the City of Desert Hot Springs that the City’s 2024 Rule 20A fund balance was $969,978.00. SCE also informed the City that any funds that have not been allocated to an active Rule 20A project will expire in June 2025. In order to begin the process of approving a project and allocating the funds to that project prior to June 2025, a Resolution needs to be approved as soon as possible as future projects would have increased construction costs.

City Staff and SCE Staff reviewed various proposed projects/corridors that would potentially meet all criteria and still be within the costs of the available Rule 20A funds. Based on those criteria, the corridor of Indian Canyon Drive between 19th Avenue and 20th Avenue was selected as meeting all the criteria and having the biggest impact in the community and be within the available Rule 20A funds, see attached letter from SCE to the City. The project scope of work will include the undergrounding of all overhead utility lines and removal of all utility poles along Indian Canyon Drive between 20th Avenue and 19th Avenue, which is approximately 14,002 lineal feet. This area has a visual impact on the north/south corridor along Indian Canyon Drive and the use of Rule 20A funds is the most cost-effective way of improving the visual appearance of the street. SCE currently has $969,978.00 Rule 20A funds available to the City. This proposed project was submitted to SCE for initial review and received tentative approval, SCE letter attached as exhibit.

In order for SCE and the City to expend these funds, an underground utility district must be formed in accordance with CPUC rules. The first step in the process is for the Council to adopt a Resolution setting a time and place for a public hearing to ascertain whether the public necessity, health, safety or welfare requires the removal of poles, overhead wires and associated overhead structures within the designated area and to underground wires and facilities for supplying electric, communication or similar or associated services.

Staff is recommending that City Council adopts a Resolution calling for a public hearing to be set for October 1, 2024 at 6:00 p.m. at City Council Chambers located at 11999 Palm Drive. A public hearing notice will be published in a local newspaper at least 10 days prior to the October 1, 2024 meeting and mailed to all affected property owners and businesses owners within the proposed underground utility district, pursuant to Section 13.04.020 of the City’s Municipal FISCAL IMPACT:

There is no fiscal impact to the City or the property owners within the proposed district for the undergrounding work. The City’s cost will be nominal in order to inspect the traffic control and repaving during construction. It is estimated that this cost will be less than $5,000.

ATTACHMENTS:
1) Resolution for Underground Utility
2) UUD Area No 2 - Aerial and Existing Pictures
3) SCE ROM Letter to City
Item Number: 4.

SR-24-194
Item Number: 4.

1 RESOLUTION NO. 2024- ____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DESERT

HOT SPRINGS CALLING FOR A PUBLIC HEARING IN THE MATTER

OF THE FORMATION OF AN UNDERGROUND UTILITY DISTRICT
DESIGNATED AREA NO. 2
WHEREAS, the City of Desert Hot Springs (“City”) is a charter city and a political subdivision of the State of California; and
WHEREAS, the City’s Municipal Code Section 13.04.020 authorizes the City Council to from time to time call public hearings to ascertain whether the public necessity, health, safety or welfare requires the removal of poles, overhead wires and associated overhead structures within designated areas of the City and the underground installation of wires and facilities for supplying electric communication, or similar or associated service; and
WHEREAS, the City has proposed the formation of Underground Utility District Area No. 2 to underground overhead utilities along Indian Canyon between 19th Ave and 20th Avenue.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF DESERT HOT SPRINGS DOES RESOLVE, AS FOLLOWS:

Section 1. Recitals.

That the recitals set forth above are true and correct and are incorporated herein by this reference.

Section 2. Public Hearing.

1. That October 1, 2024 at the hour of 6:00 P.M. in the City Council Chambers located at 11-999 Palm Drive, Desert Hot Springs, California is the date, hour and place where the City Council will hear testimony on the matter by all interested persons.

2. The City Clerk is directed to give notice to all affected property owners as shown on the last equalized assessment roll and utilities concerned by mail of the time and place of such hearing at least ten days prior to the date thereof.

3. The City Engineer shall consult with all affected utilities and prepare a report for submission at such hearing containing, among other information, the extent of such utilities’ participation and estimates of the total costs to the City and affected property owners and an estimate of the time required to complete such underground installation and removal of overhead facilities.

Item Number: 4.

2 Section 3. Certification.

That the City Clerk shall certify to the passage and adoption of this resolution, enter the same in Section 4. Severability.

That if 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. 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 6. Effective Date.

That this Resolution shall take effect upon its adoption. [REMAINDER OF THIS PAGE INTENTIONALLY LEFT BLANK]
Item Number: 4.

3 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-Anh Vu, City Attorney
Item Number: 4.

4 EXHIBIT “A”
Aerial Showing Location and Existing Pictures
Item Number: 4.

Underground Utility District Area Number 2
Rule 20A Program Project – Indian Canyon Dr 19th Ave to 20th Ave Item Number: 4.

Item Number: 4.

Rule 20 Project Management
Sent Via Email
August 28, 2024
Frank J. Luckino
City Manager
City of Desert Hot Springs
11999 Palm Drive
Desert Hot Springs, CA 92240
Subject: Rough Order of Magnitude (ROM)
City of Desert Hot Springs – Rule 20A Undergrounding Project Indian Canyon Dr.: 19th Ave. to 20th Ave.

Dear Mr. City Manager Luckino:

Rule 20A Project Management has reviewed the proposed scope for the Rule 20A project in the City of Desert Hot Springs: Indian Canyon Dr.: 19th Ave. to 20th Ave. The Rough Order of Magnitude for the project is $1,300,000 expressed in 2025 dollars. However, based on historical data from similar projects in the area, we anticipate your project not to exceed your current allocations of $969,978. Since this ROM is expressed in 2025 dollars, it is imperative, that we receive your approved city resolution by the end of September, to submit this project for design and construct in 2025, otherwise, the scope for this project may be reduced to reflect pricing past 2025. The estimated trench footage for the project is 1,402 feet and includes all mainline trenching as well as crossings. It does not include streetlights, nor any service laterals. The cost of the project includes an estimated accuracy variance of approximately 40%. This assumes the other utilities involved in the project can complete their design and prepare construction documents in the same timeframe as SCE has estimated. Should the City and SCE agree to proceed with the Rule 20A project, the scope of work and SCE estimated cost for the project can be updated and with greater accuracy following the completion of SCE’s final engineering design.

SCE’s ability to proceed with this project is dependent upon the annual CPUC approved budget for the Rule 20A Program, which provides for the availability of capital funding and resources for Rule 20A projects. Funding levels for the Rule 20A Program may directly impact future allocations and the anticipated year of construction for this proposed project.

The ROM estimate is based on the following assumptions:
• SCE has an available budget to proceed with the project. • The City of Desert Hot Springs has accumulated an adequate allocation balance. • The City of Desert Hot Springs will be establishing an Underground Utility District by resolution or ordinance for this project and/or area.
• The City of Desert Hot Springs will allow and provide for the granting of easement(s) to SCE for trench installation within the project boundary, as necessary.

Item Number: 4.

Additional terms and conditions assumed in the ROM estimate are outlined in the attached Rule 20A General Conditions Policy, which further defines the responsibilities of SCE and the City of Desert Hot Springs to ensure the success of this project. Please communicate the current ROM estimate and the information included regarding allocations and assumptions to the appropriate city personnel.

Thank you for your assistance in this matter and should you have any questions please feel free to call me directly, I can be reached at (626) 302-9590 or via email at [email protected].

Sincerely,
Luis R. Lopez
Project Manager
cc: Elias Bermudez, Senior Manager, New Development Planning Shane Massoud, Government Affairs Representative
Talisa Lee, Business Advisor, Rule 20 Project Management Item Number: 4.

SR-24-195
City of Desert Hot Springs
City Council

AGENDA ITEM REPORT
To: City Council
Date: September 17, 2024
Department: City Clerk
Prepared by: Jerryl Soriano, City Clerk
Subject: City Council Regular Meeting Minutes: September 3, 2024 RECOMMENDATION:

Approve the minutes as presented; or as corrected.

ATTACHMENTS:

Draft City Council Regular Meeting Minutes - September 3, 2024 Item Number: 5.

City of Desert Hot Springs

DRAFT ACTION MINUTES
City Council Regular Meeting
6:00 PM - Tuesday, September 3, 2024
Council Chambers
CLOSED SESSION - 4:45 P.M.

CALL TO ORDER
Mayor Matas called the Closed Session to order at 4:45 PM.

ROLL CALL

Present:

Council Members: Russell Betts, Gary Gardner, Roger Nuñez (arrived after roll call) Mayor Pro Tem: Jan Pye
Mayor: Scott Matas

PUBLIC COMMENTS
None.

Tuan-Anh Vu, City Attorney, announced the Closed Session item.

CLOSED SESSION:

1. CONFERENCE WITH LEGAL COUNSEL—ANTICIPATED LITIGATION Significant exposure to litigation pursuant to paragraph (2) of subdivision (d) of Government Code Section 54956.9: (one potential case)
PRESENTATIONS - 5:30 P.M.

Introduction and Swearing-In of New Police Officers
Jim Henson, Police Chief, introduced new Police Officers, Matthew Henry and Bailey Young.

Jerryl Soriano, City Clerk, administered the Oath.

FIND Food Bank Presentation
Debbie Espinoza, CEO, Find Food Bank, presented information regarding “September is Hunger Action Month,” an annual campaign to bring awareness to food insecurity and advocate to end hunger in our community.

Item Number: 5.

City Council
September 3, 2024
REGULAR SESSION - 6:00 P.M.

CALL TO ORDER
Mayor Matas called the Regular Session to order at 6:00 PM.

ROLL CALL

Present:

Council Members: Russell Betts, Gary Gardner, Roger Nuñez Mayor Pro Tem: Jan Pye
Mayor: Scott Matas

INVOCATION
Police Chaplain, Reverend Paul Miller gave the Invocation.

PLEDGE OF ALLEGIANCE
Councilmember Betts led the Pledge of Allegiance.

CITY ATTORNEY REPORT ON CLOSED SESSION
Tuan-Anh Vu, City Attorney, advised that there was no reportable action.

APPROVAL OF AGENDA
ACTION: Approve the September 3, 2024, Regular Meeting agenda, and approve the Consent Calendar except for Items 7, 8, and 11.

Moved by Council Member Betts
Seconded by Council Member Gardner
Carried 5-0 by the following votes:

AYES: Betts, Gardner, Pye, Nuñez, and Matas

PUBLIC COMMENTS
1) Eddie Johnson spoke regarding the Senior Center.
2) Marion Champion provided Mission Springs Water District updates and announcements.
3) Kent Andersen requested that the City provide updates to the community; and expressed concerns regarding short-term vacation rentals.

Item Number: 5.

City Council
September 3, 2024
4) Tom Moen spoke regarding former Riverside County Supervisor Homer Varner.

CITY MANAGER REPORT
Frank Luckino, City Manager, introduced new Human Resources Manager, Bonnie Bilger.

MAYOR AND COUNCIL MEMBER REPORTS
Councilmember Betts reported on the various meetings and events he attended.

Councilmember Gardner reported on the various meetings and events he attended.

Mayor Pro Tem Pye reported on the various meetings and events she attended.

Councilmember Nuñez reported on the various meetings and events he attended.

Mayor Matas reported on the various meetings and events he attended.

PUBLIC HEARINGS:

2. Resolution to Vacate a 10 Foot Section of Agua Cayendo Road Recommendation:
1) Staff Report;
2) Entertain questions of Staff from the City Council;
3) Open the Public Hearing;
4) Take public testimony for those in favor;
5) Take public testimony for those opposed;
6) Take public testimony for those in a neutral position; 7) Close the Public Hearing;
8) City Council discussion and questions to Staff; and
9) Adopt "A Resolution of the City Council of the City of Desert Hot Springs, California, approving the vacation of a 10 feet section of Agua Cayendo Road for public roadway purposes, generally located between Eliseo Road and Hacienda Avenue, and reserving of easement for public utilities;" 10) And direct the City Clerk to record the Resolution.

Staff Report - SR-24-177 - Pdf
Daniel Porras, Assistant City Manager, presented the staff report and responded to questions.

Mayor Matas opened the Public Hearing.

There was no public testimony.

Mayor Matas closed the Public Hearing.

Item Number: 5.

City Council
September 3, 2024
ACTION: Approve Staff recommendation and adopt Resolution No. 2024-036.

Moved by Council Member Gardner
Seconded by Council Member Betts
Carried 5-0 by the following votes:

AYES: Betts, Gardner, Pye, Nuñez, and Matas

3. Resolution to Vacate Alley between Club Circle Drive and Hacienda Avenue
Recommendation:
1) Staff Report;
2) Entertain questions of Staff from the City Council;
3) Open the Public Hearing;
4) Take public testimony for those in favor;
5) Take public testimony for those opposed;
6) Take public testimony for those in a neutral position; 7) Close the Public Hearing;
8) City Council discussion and questions to Staff;
9) Adopt "A Resolution of the City Council of the City of Desert Hot Springs, California, approving the vacation of an alley for public roadway purposes, generally located between Club Circle Drive and Hacienda Avenue, and reserving of easement for public utilities;"
10) And direct the City Clerk to record the Resolution.

Staff Report - SR-24-178 - Pdf
Daniel Porras, Assistant City Manager, presented the staff report and responded to questions.

Mayor Matas opened the Public Hearing.

There was no public testimony.

Mayor Matas closed the Public Hearing.

ACTION: Approve Staff recommendation and adopt Resolution No. 2024-037.

Moved by Council Member Gardner
Seconded by Council Member Betts
Carried 5-0 by the following votes:

AYES: Betts, Gardner, Pye, Nuñez, and Matas
ADMINISTRATIVE CALENDAR:

4. Strategic Initiatives for Enhancing Affordable Housing: An Overview of Priorities, Programs, and Implementation Recommendations Item Number: 5.

City Council
September 3, 2024
Recommendation:

It is recommended that the City Council prioritize the allocation of the estimated $2.1 million in the Housing Authority Fund towards initiatives that demonstrate the greatest potential for community impact. Staff is recommending the policy direction to be soliciting the award of an affordable housing developer and land bank in the downtown area for an affordable housing development.

Staff Report - SR-24-089 - Pdf
Frank Luckino, City Manager, presented the staff report and responded to questions.

Elliot Lew Griffin spoke.

Tom Moen spoke.

A discussion ensued. The City Council provided direction to staff.

CONSENT CALENDAR:

5. City Council Regular Meeting Minutes: July 2, 2024
Staff Report - SR-24-181 - Pdf
ACTION: Approved the Minutes as presented.

6. Rancho Descanso Tract 38200 – Development Impact Fee Credit Agreement
Staff Report - SR-24-180 - Pdf
ACTION: Approved Staff recommendation to authorize the City Manager to execute an Agreement to Grant Development Impact Fee Credits of up to $101,063.25, between the City and GHA Rancho Descanso LLC for the Rancho Descanso Residential Development Tract 38200.

7. School Resource Officer Contract for School Year 2024-2025 Recommendation:

Authorize the City Manager to execute an agreement between the City of Desert Hot Springs and the Palm Springs Unified School District for the Police Department to provide one School Resource Officer for fiscal year 2024/2025; with substantive edits to be negotiated and approved by the City Manager and upon approval as to form by the City Attorney.

Staff Report - SR-24-172 - Pdf
Steven Shaw, Deputy Police Chief, responded to questions.

ACTION: Approve Staff recommendation.

Moved by Council Member Gardner
Item Number: 5.

City Council
September 3, 2024
Seconded by Council Member Pye
Carried 5-0 by the following votes:

AYES: Betts, Gardner, Pye, Nuñez, and Matas

8. Mayor's Appointments to Various Intergovernmental Regional Boards and Committees: City Council Subcommittee for Donations & Sponsorships
Recommendation:
1) Approve the formation of a "Donation and Sponsorships" City Council Subcommittee; and
2) Ratify Mayor Matas' appointment of Mayor Pro Tem Pye and Councilmember Nuñez to the Subcommittee.

Staff Report - SR-24-179 - Pdf
Mayor Matas and Frank Luckino, City Manager, responded to questions.

ACTION: Approve Staff recommendation.

Moved by Council Member Gardner
Seconded by Mayor Pro Tem Nuñez
Carried 5-0 by the following votes:

AYES: Betts, Gardner, Pye, Nuñez, and Matas

9. Payment Register and City Council Expenditures for the Period of June 1, 2024 to June 30, 2024
Staff Report - SR-24-174 - Pdf
ACTION: Received and filed.

10. Payment Register and City Council Expenditures for the Period of July 1, 2024 to July 31, 2024
Staff Report - SR-24-175 - Pdf
ACTION: Received and filed.

11. Contracts Management Report as of August 15, 2024
Staff Report - SR-24-173 - Pdf
Geoffrey Buchheim, Administrative Services Director, responded to questions.

ACTION: Received and filed.

PUBLIC COMMENTS
Item Number: 5.

City Council
September 3, 2024
None.

ADJOURN
Mayor Matas adjourned the meeting at 7:12 PM.

Jerryl Soriano, CMC, City Clerk
Item Number: 5.

SR-24-193
City of Desert Hot Springs
City Council

AGENDA ITEM REPORT
To: City Council
Date: September 17, 2024
Department: City Manager
Prepared by: Doria Wilms, Deputy City Manager
Subject: Professional Services Agreement with JNS Media Specialist for City-Wide Marketing Services
RECOMMENDATION:

Authorize the City Manager to execute a Professional Services Agreement with JNS Media Specialists, Inc. for city-wide brand development, creative and marketing services in an amount not to exceed $100,000 annually, for one year, with the option to extend for two additional one-year terms subject to a duly approved budget.

BACKGROUND:

The City of Desert Hot Springs is the fastest growing, most diverse, and safest city in the region. As the gateway to the Sand to Snow National Monument and Joshua Tree National Park residents and visitors are just minutes away from the many attractions and activities that make the region such an attractive destination to live and visit. The City offers beautiful views, fantastic outdoor activities, exceptional resorts, and most special water. Just beneath the surface exists both hot and cold aquifers that produce some of the world’s purest sources of healing mineral and drinking water. The hot mineral springs have been praised for their therapeutic attributes while the drinking water has been recognized as the world’s best in multiple international competitions.

With this in mind, in June of 2023 the City of Desert Hot Springs contracted with JNS Media Specialist, Inc to provide specialized tourism marketing focused on the curation of city driven, tourism focused social media and website pages with the sole intention of reinforcing and promoting the City of Desert Hot Springs as the “Spa City”. Since that time JNS Media has successfully completed the following;
• Tourism brand identification and refinement for marketing purposes • Establishment and management of tourism social media channels • Tourism marketing strategies
• Media buys and management thereof
• Design/creative of tourism promotional materials and collateral • Coordination of videography and photography
DISCUSSION:

Item Number: 6.

SR-24-193
In the previous fiscal year, the City contracted with a separate firm to provide City-wide marketing services while JNS focused on tourism marketing. At this time, the City of Desert Hot Springs needs a singular marketing agency of record to assist in shaping its story and creating a strategic marketing plan to enhance its position as the premier destination for health and wellness, while also focusing on community engagement that improves resident and valley wide perception, advancing economic development and supporting cultural heritage and diversity in the community.

Staff recommends executing a Professional Services Agreement with JNS Media Specialists, Inc for city-wide brand development, creative and marketing services in an amount not to exceed $100,000 annually, for one year, with the option to extend for two additional one year terms subject to a duly approved budget.

FISCAL IMPACT:

The amount of the contract is not to exceed $100,000 annually, which is included in the FY 24/25 Economic Development Budget.

ATTACHMENTS:
1) Professional Services Agreement JNS Next
2) JNS Next 2024-25 Strategic Plan
Item Number: 6.

PROFESSIONAL SERVICES AGREEMENT

BY AND BETWEEN

CITY OF DESERT HOT SPRINGS
AND

JNS NEXT
This Professional Services Agreement (“Agreement”) is made and entered into on JNS Media Specialists, INC (DBA JNS Next), by and between the City of Desert Hot Springs, a municipal corporation located in the County of Riverside, State of California, hereinafter referred to as the “City,” and JNS Media Specialists, INC (DBA JNS Next), hereinafter referred to as “Consultant.”
RECITALS:

WHEREAS, the City desires to utilize the services of Consultant, as an independent contractor, to provide the City with specialized marketing services as directed by the City on an as needed basis, (sometimes hereinafter, the “Services”); as described more particularly in Exhibit “A” and
WHEREAS, Consultant represents that it is fully qualified to perform such services by virtue of its experience and the training, education and expertise of its principals and employees.

NOW THEREFORE, IN CONSIDERATION OF THE COVENANTS,

CONDITIONS AND PROMISES CONTAINED HEREIN AND FOR SUCH OTHER

GOOD AND VALUABLE CONSIDERATION, THE RECEIPT OF WHICH IS HEREBY ACKNOWLEDGED, THE PARTIES HERETO AGREE AS FOLLOWS:

Section 1. RECITALS
The Recitals set forth above are true and correct and are hereby incorporated into this Agreement by this reference, as though set forth in full herein.

Section 2. SCOPE OF SERVICES
Consultant shall provide to the City the Services on an as-needed and asdirected basis in a manner satisfactory to the City and consistent with that level of care and skill ordinarily exercised by members of the profession currently practicing in the same locality under similar conditions.

Section 3. TERM
This Agreement shall commence September 17, 2024 in an amount not to exceed $100,000 annually for one year, with the option to extend for two additional oneyear terms subject to a duly approved budget.

Section 4. COMPENSATION
Item Number: 6.

The City agrees to pay Consultant for and in consideration of the faithful performance of the Services and duties set forth in this Agreement, and Consultant agrees to accept from the City, as and for compensation for the faithful performance of said Services and duties, subject to Section 2 of this agreement a total amount not to exceed One Hundred Thousand Dollars and Zero Cents ($100,000.00) annually.

Section 5. METHOD OF PAYMENT
a. Consultant shall submit invoices to the City, not more often than once a month, describing the work performed. Consultant’s bills shall include a brief description of the services performed, the date the services were performed, the number of hours spent and by whom, and a description of any reimbursable expenditures. The City shall pay Consultant no later than thirty (30) days after approval of the invoice by City staff provided that the services reflected in the invoice were performed to the reasonable satisfaction of the City in accordance with the terms of this Agreement, that the number of hours of service set forth in the invoice reflect the amount of time ordinarily expended for such service by members of the profession currently practicing in the same locality under similar conditions, and that all expenses, rates and other information set forth in the invoice are consistent with the terms and conditions of this Agreement. Review and approval of invoice by City staff will occur within thirty (30) calendar days of receipt of invoice via email.
b. The Consultant shall submit invoices under this Agreement to:

City Manager
City of Desert Hot Springs
11999 Palm Drive
Desert Hot Springs, CA 92240
Telephone: (760) 329-6411
Facsimile: (760) 288-3129
Email: [email protected]
Section 6. EXTRA WORK
At any time during the term of this Agreement, the City may request that Consultant perform Extra Work. As used herein, "Extra Work" means any work which is determined by the City to be necessary for the proper completion of the Services, but which the parties did not reasonably anticipate would be necessary at the execution of this Agreement. Consultant shall not perform Extra Work without written authorization from the City.

Section 7. TERMINATION
This Agreement may be terminated by the City immediately for cause. Either party may terminate this Agreement without cause upon twenty-four hours (24) hours written notice of termination to the other party. Upon termination, Consultant shall be entitled to compensation for services performed up to the effective date of termination, provided that Consultant shall have satisfied all its obligations under this Agreement Item Number: 6.

through and including the effective date of termination, and is not otherwise in breach of this Agreement.

Section 8. OWNERSHIP OF DOCUMENTS
All plans, studies, documents and other writings, including drafts, prepared by and for Consultant, its officers, employees and agents and subcontractors in the course of implementing this Agreement, except working notes and internal documents, shall become the property of the City upon payment to Consultant for such work, and the City shall have the sole right to use such materials in its discretion without further compensation to Consultant or to any other party. Consultant shall, at its expense, provide such reports, plans, studies, documents and other writings in pdf format to the City upon written request, or such other electronic format as reasonably requested by the City.

Section 9. CONFIDENTIALITY
a. All ideas, memoranda, specifications, plans, procedures, drawings, photographs, descriptions, computer program data, input record data, written information, and other documents and data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without prior written consent of the City, be used by Consultant for any purposes other than the performance of the services under this Agreement, nor shall such materials be disclosed to any person or entity not connected with the performance of the services under this Agreement. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. b. Consultant shall not use the City’s insignia or photographs relating to Consultant’s Services, or any publicity pertaining to the Consultant’s Services under this Agreement in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of the City.

Section 10. CONSULTANT’S BOOKS AND RECORDS
a. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services, or expenditures and disbursements charged to the City for a minimum period of three (3) years, or for any longer period required by law, from the date of final payment to Consultant pursuant to this Agreement. b. Consultant shall maintain all documents and records which demonstrate performance under this Agreement for a minimum of three (3) years, or for any longer period required by law, from the date of termination or completion of this Agreement. c. Any records or documents required to be maintained pursuant to this Agreement shall be made available for inspection or audit, at any time during regular business hours, upon written request by the City Manager, City Attorney, City Auditor or a designated representative of these officers. Copies of such documents shall be Item Number: 6.

provided to the City for inspection at City Hall when it is practical to do so. Otherwise, unless an alternative is mutually agreed upon, the records shall be available at Consultant’s address indicated for receipt of notices in this Agreement. d. Where the City has reason to believe that such records or documents may be lost or discarded due to dissolution, disbandment or termination of Consultant’s business, the City may, by written request of any of the above-named officers, require that custody of the records be given to the City and that the records and documents be maintained at City Hall. Access to such records and documents shall be granted to any party authorized by Consultant, Consultant’s representatives, or Consultant’s successor- in-interest.

Section 11. INDEPENDENT CONTRACTOR’S STATUS: NOT AGENT

OF THE CITY
Consultant shall at all times during the term of this Agreement remain, as to the City, a wholly independent contractor and shall perform the services described in this Agreement as an independent contractor and further, hereby waives any claims for any compensation or benefits afforded to City employees and not to independent contractors. Neither the City nor any of its agents shall have control over the conduct of Consultant or any of Consultant’s employees, except as herein set forth. Nothing contained in this Agreement shall be deemed, construed or represented by the City or Consultant or by any third person to create the relationship of principal and agent and Consultant shall not, at any time, or in any manner, represent that it or any of its agents or employees are in any manner agents or employees of the City. Consultant shall have no authority, express or implied, to act on behalf of the City in any capacity whatsoever as an agent, nor shall Consultant have any authority, express or implied, to bind the City to any obligation whatsoever.

Section 12. REPRESENTATIONS AND ACKNOWLEDGMENTS
REGARDING INDEPENDENT CONTRACTOR’S STATUS

OF CONSULTANT
a. Consultant represents and acknowledges the following:
(1) The City is not required to provide any training or legal counsel to Consultant or its employees in order for Consultant to perform the services described in this Agreement.
(2) Performance of the services described in this Agreement does not have to be integrated into the daily business operations of the City. (3) The services described in this Agreement can be performed without the use of City equipment, materials, tools or facilities.
(4) Nothing in this Agreement shall be interpreted to imply that the City must maintain any contractual relationship with Consultant on a continuing basis after termination of this Agreement.

Item Number: 6.

(5) The City will not be requested or demanded to assume any liability for the direct payment of any salary, wage or other such compensation to any person employed by Consultant to perform the services described in this Agreement. (6) Consultant shall not at any time or in any manner represent that it or any of its officers, employees, or agents are employees of the City. b. The City represents and acknowledges the following:
(1) Consultant is not required to comply with daily instructions from City staff with respect to when, where or how Consultant must perform the services set forth in this Agreement.
(2) Consultant is solely responsible for determining who, under the supervision or direction of Consultant, will perform the services set forth in this Agreement.
(3) The City will not hire, supervise or pay any assistants working for Consultant pursuant to this Agreement.
(4) Nothing in this Agreement shall be interpreted to imply that the Consultant must maintain any contractual relationship with the City on a continuing basis after termination of this Agreement.
(5) It is the sole responsibility of Consultant to set the hours in which Consultant performs or plans to perform the services set forth in this Agreement. (6) Consultant is not required to devote full time to the business operations of the City in order to perform the services set forth in this Agreement. (7) Consultant is not required to perform the services set forth in the Agreement in any particular order or sequence.
(8) Nothing in this Agreement shall be interpreted to preclude Consultant from working for other persons or firms, provided that such work does not create a conflict of interest.
(9) Consultant is not required to perform the Services at City-owned property. (10) Consultant will perform services that are outside the usual course of the City’s business.

Section 13. CIVIL CODE SECTION 1542 WAIVER
Consultant expressly waives any and all rights and benefits conferred upon it by the provisions of section 1542 of the California Civil Code which reads as follows:
“A general release does not extend to claims that the creditor or releasing party does not know or suspect to exist in his or her favor at the time of executing the Item Number: 6.

release and that, if known by him or her, would have materially affected his or her settlement with the debtor or released party.”
This waiver shall be effective as a bar to any and all actions, fees, damages, losses, claims, liabilities and demands of whatsoever character, nature and kind, that are known or unknown, or suspected or unsuspected, including, without limitation, claims of entitlements under the California Public Employees’ Retirement System (“CalPERS”) that are only afforded to employees and not independent contractors.

Consultant further represents and warrants that it understands this waiver and that if it does not understand this waiver, it shall seek the advice of a qualified attorney before executing this Agreement.
________
Initials
Section 14. CONFLICTS OF INTEREST
a. Consultant (including principals, associates and professional employees) covenants and represents that it does not have any investment or interest in real property and shall not acquire any interest, direct or indirect, in the area covered by this Agreement or any other source or income, interest in real property or investment which would be affected in any manner or degree by the performance of Consultant’s services hereunder. Consultant further covenants and represents that in the performance of its duties hereunder no person having any such interest shall perform any services under this Agreement.
b. Consultant is not a designated employee within the meaning of the Political Reform Act because Consultant:
(1) Does not make or participate in:
(i) the making or any governmental decisions regarding approval of a rate, rule, or regulation, the adoption or enforcement of laws;
(ii) the issuance, denial, suspension or revocation of permits, licenses, applications, certificates, approvals, orders, or similar authorization or entitlement;
(iii) authorizing the City to enter into, modify, or renew a contract; (iv) granting the City approval to a contract that requires City approval and to which the City is a party, or to the
specifications for such a contract;
(v) granting the City approval to a plan, design, report, study, or similar item; or
Item Number: 6.

(vi) adopting, or granting City approval of, policies, standards, or guidelines for the City or for any subdivision thereof. (2) Does not serve in a staff capacity with the City and in that capacity participate in making a governmental decision or otherwise perform the same or substantially all the same duties for the City that would otherwise be performed by an individual holding a position specified in the City’s Conflict of Interest Code under Government Code Section 87302.
c. In the event the City officially determines that Consultant must disclose its financial interests by completing and filing a Fair Political Practices Commission Form 700, Statement of Economic Interests, Consultant shall file the subject Form 700 with the City Clerk’s Office pursuant to the written instructions provided by the Office of the City Clerk.

Section 15. PROFESSIONAL ABILITY OF CONSULTANT;
WARRANTY; FAMILIARITY WITH WORK; PERMITS AND

LICENSES
a. Consultant warrants that all services will be performed in a competent, professional and satisfactory manner in accordance with the standards prevalent in the industry for such services.
b. By executing this Agreement, Consultant warrants that:
(1) it has thoroughly investigated and considered the work to be performed;
(2) it has investigated the issues, regarding the scope of services to be provided;
(3) it has carefully considered how the work should be performed; and (4) it fully understands the facilities, difficulties and restrictions attending performance of the work under this Agreement.
c. Should Consultant discover any latent or unknown conditions materially differing from those inherent in the work or as represented by the City, it shall immediately inform the City of such fact and shall not proceed except at Consultant's risk until written instructions are received from the City Manager or appropriate City representative.
d. Consultant represents that it and all of its subcontractors, if any, have obtained and will maintain at all times during the term of this Agreement all professional and/or business licenses, certifications and/or permits necessary for performing the services described in this Agreement, including a City business license.

Section 16. COMPLIANCE WITH LAWS
Item Number: 6.

Consultant shall comply with all local, state and federal laws and regulations applicable to the services required hereunder.

Section 17. INDEMNIFICATION
a. Consultant shall defend, indemnify and hold harmless the City, its officers, officials, agents, employees and volunteers from and against any and all claims, demands, actions, losses, damage, injuries, and liability, direct or indirect (including any and all costs, expenses and attorneys’ fees in connection therewith), arising out of the performance of this Agreement, except for any such claim arising out of the sole negligence, recklessness, or willful misconduct of the City, its officers, agents, employees or volunteers.
b. The City does not, and shall not, waive any rights that it may have against Consultant under this Section because of the acceptance by the City, or the deposit with the City, of any insurance policy or certificate required pursuant to this Agreement. The hold harmless, indemnification and duty to defend provisions of this Section shall apply regardless of whether or not said insurance policies are determined to be applicable to the claim, demand, action, damage, liability, loss, cost or expense described herein. c. Notwithstanding the provisions of subsections a. and b. of this section, Consultant shall not be responsible for damages or be in default or deemed to be in default by reason of delay caused by strikes, lockouts, accidents, or acts of God, or the failure of the City to furnish timely information or to approve or disapprove Consultant’s work promptly, or by reason of delay or faulty performance by the City, construction contractors, or governmental agencies, or by reason of any other delays beyond Consultant’s control, or for which Consultant is without fault. d. In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement is determined by a court of competent jurisdiction or CalPERS to be eligible for enrollment in CalPERS as an employee of the City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for CalPERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of the City.

Section 18. RESERVED
Section 19. NOTICES
a. Any notice to be provided pursuant to this Agreement shall be in writing, and all such notices shall be delivered by personal service or by deposit in the United States mail, certified or registered, return receipt requested, with postage prepaid, and addressed to the parties as follows:

To the City: City Manager
City of Desert Hot Springs
Item Number: 6.

11999 Palm Drive
Desert Hot Springs, CA 92240
Telephone: (760) 329-6411
Facsimile: (760) 288-3129
Email: [email protected]
To Consultant: Garry Sage
JNS Next
78080 Calle Estado, Suite 201
La Quinta, CA 92253
Telephone: (760) 775-0000
b. Notices, payments and other documents shall be deemed delivered upon receipt by personal service or as of the second (2nd) day after deposit in the United States mail.

Section 20. DEFAULT
a. Failure or delay by any party to this Agreement to perform any material term or provision of this Agreement shall constitute a default under this Agreement; provided however, that if the party who is otherwise claimed to be in default by the other party commences to cure, correct or remedy the alleged default within fifteen (15) calendar days after receipt of written notice specifying such default and shall diligently complete such cure, correction or remedy, such party shall not be deemed to be in default hereunder.
b. The party which may claim that a default has occurred shall give written notice of default to the party in default, specifying the alleged default. Delay in giving such notice shall not constitute a waiver of any default nor shall it change the time of default; provided, however, the injured party shall have no right to exercise any remedy for a default hereunder without delivering the written default notice, as specified herein. c. Any failure or delay by a party in asserting any of its rights or remedies as to any default shall not operate as a waiver of any default or of any rights or remedies associated with a default.
d. In the event that a default of any party to this Agreement may remain uncured for more than fifteen (15) calendar days following written notice, as provided above, a "material breach" shall be deemed to have occurred. In the event of a material breach, the injured party shall be entitled to seek any appropriate remedy or damages as otherwise set forth herein and by initiating legal proceedings.

Section 21. REMEDIES
If Consultant materially breaches any of the terms of this Agreement, the City’s remedies shall include, but shall not be limited to, the following:
a. Immediately terminate the Agreement;
Item Number: 6.

b. Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Consultant pursuant to this Agreement; c. Retain a different consultant to complete the Services that are not finished by Consultant.

Section 22. ENTIRE AGREEMENT
a. This Agreement supersedes any and all other agreements, either oral or written, between the City and Consultant with respect to the subject matter of this Agreement.
b. This Agreement contains all of the covenants and agreements between the parties with respect to the subject matter of this Agreement, and each party to this Agreement acknowledges that no representations, inducements, promises, or agreements have been made by or on behalf of any party except those covenants and agreements embodied in this Agreement.
c. No agreement, statement, or promise not contained in this Agreement shall be valid or binding.

Section 23. MODIFICATIONS AND AMENDMENTS
This Agreement may be modified or amended only by a written instrument signed by both parties.

Section 24. ASSIGNMENT AND SUBCONTRACTING
a. The experience, knowledge, capability and reputation of Consultant, its principals and employees were a substantial inducement for the City to enter into this Agreement. Assignments of any or all rights, duties or obligations of the Consultant under this Agreement will be permitted only with the written consent of the City. b. Consultant shall not subcontract any portion of the work to be performed under this Agreement without the written consent of the City. If the City consents to such subcontract, Consultant shall be fully responsible to the City for all acts or omissions of the subcontractor. Nothing in this Agreement shall create any contractual relationship between the City and subcontractor nor shall it create any obligation on the part of the City to pay or to see to the payment of any monies due to any such subcontractor other than as required by law.

Section 25. WAIVER
a. No waiver shall be binding, unless executed in writing by the party making the waiver.

Item Number: 6.

b. No waiver of any provision of this Agreement shall be deemed, or shall constitute, a waiver of any other provision, whether or not similar, nor shall any such waiver constitute a continuing or subsequent waiver of the same provision. c. Failure of either party to enforce any provision of this Agreement shall not constitute a waiver of the right to compel enforcement of the remaining provisions of this Agreement.

Section 26. SEVERABILITY
If any one or more of the sentences, clauses, paragraphs or sections contained herein is declared invalid, void or unenforceable by a court of competent jurisdiction, the same shall be deemed severable from the remainder of this Agreement and shall not affect, impair or invalidate any of the remaining sentences, clauses, paragraphs or sections contained herein.

Section 27. VENUE
All proceedings involving disputes over the terms, provisions, covenants or conditions contained in this Agreement and all proceedings involving any enforcement action related to this Agreement shall be initiated and conducted in the applicable court or forum in Riverside County, California.

Section 28. LITIGATION EXPENSES AND ATTORNEYS’ FEES
In the event any action, suit or proceeding is brought for the enforcement of, or the declaration of any right or obligation pursuant to this Agreement or as a result of any alleged breach of any provision of this Agreement, the prevailing party in such suit or proceeding shall be entitled to recover its costs and expenses, including reasonable attorney's fees, from the losing party, and any judgment or decree rendered in such a proceeding shall include an award thereof.

Section 29. EXECUTION IN COUNTERPARTS
This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least a copy hereof shall have been signed by both parties hereto. Electronic and facsimile signatures shall be deemed the same as original signatures. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart.

Section 30. PROHIBITED INTERESTS
Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement.

For breach or violation of this warranty, the City shall have the right to rescind this Item Number: 6.

Agreement without liability. For the term of this Agreement, no member, officer, or employee of the City, during the term of his or her service with the City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

Section 31. EQUAL OPPORTUNITY EMPLOYMENT
Consultant represents that it is an equal opportunity employer and shall not discriminate against any subcontractor, employee, or applicant (“person”) for employment because of race; denial of family and medical care leave; religious creed (including religious dress and grooming practices); color; national origin (including language use restrictions); ancestry; physical disability or mental disability (including HIV and Aids); medical condition (cancer and genetic characteristics); genetic information; military or veteran status; marital status; gender, gender identity, and gender expression; sex (which includes pregnancy, childbirth, breastfeeding and medical conditions related to pregnancy, childbirth or breastfeeding); age or sexual orientation. Unless otherwise permitted under the law, Consultant shall not refuse to hire or employ any such person or refuse to select any such person for a training program leading to employment, or bar or discharge any such person from employment or from a training program leading to employment, or otherwise discriminate against any such person in compensation or in terms, conditions, or privileges of employment.

Section 32. TIME OF THE ESSENCE
Time is of the essence in the performance of this Agreement.

Section 33. PRINCIPAL REPRESENTATIVES
a. Garry Sage shall be Consultant's Principal Representative and the person responsible for undertaking, managing and supervising the performance of all of the Services for this Agreement. Consultant's Principal Representative's experience, knowledge, capability and reputation were a substantial inducement for the City to enter into this Agreement, and as such, for the purposes of performing the Services, the duties of Consultant's Principal Representative shall not be reassigned, without the express written consent of both parties.
b. City Manager shall be the Principal Representative of the City for purposes of communicating with Consultant on any matter associated with the performance of the services set forth in this Agreement.

Section 34. NON-LIABILITY OF CITY’S OFFICERS AND EMPLOYEES No officer or employee of the City shall be personally liable to Consultant, or any successor in interest, in the event of any default or breach by the City or for any amount which may become due to Consultant or to its successor, or for any breach of any obligation of the terms of this Agreement.

Section 35. INTERPRETATION
Item Number: 6.

This Agreement shall not be interpreted against either party on the grounds that one of the parties was solely responsible for preparing it or caused it to be prepared as both parties were involved in drafting it.

Section 36. PROTECTION AND CORRECTION OF WORK
a. Consultant shall adopt reasonable methods during the life of the Agreement to furnish continuous protection to the work performed by Consultant, and the equipment, materials, papers and other components thereof to prevent losses or damages.
b. The performance of services by Consultant shall not relieve Consultant from any obligation to correct any incomplete, inaccurate or defective work at no further cost to the City, when such inaccuracies are due to the fault of Consultant.

Section 37. CAPTIONS AND HEADINGS
The captions and headings contained in this Agreement are provided for identification purposes only and shall not be interpreted to limit or define the content of the provisions described under the respective caption or heading.

Section 38. GOVERNING LAW
The validity of this Agreement and any of its terms or provisions, as well as the rights and duties of the parties under this Agreement, shall be construed pursuant to and in accordance with California law.

Section 39. CUMULATIVE REMEDIES
Except with respect to rights and remedies expressly declared to be exclusive in this Agreement, the rights and remedies of the parties are cumulative and the exercise by either party of one or more of such rights or remedies shall not preclude the exercise by it, at the same or different times, of any other rights or remedies for the same default or any other default by the other party.

Section 40. NO THIRD PARTY BENEFICIARIES
The parties do not intend the benefits of this Agreement to inure to any third party, nor shall any provision of this Agreement be so construed.

Section 41. OTHER GOVERNMENTAL REGULATIONS
To the extent that this Agreement may be funded by fiscal assistance from another governmental entity, Consultant and any subcontractors shall comply with all applicable rules and regulations to which City is bound by the terms of such fiscal assistance program.

Section 42. REPRESENTATIONS OF PARTIES AND PERSONS

EXECUTING AGREEMENT
Item Number: 6.

a. Each of the parties to this Agreement hereby represents that all necessary and appropriate actions of their governing bodies have been taken to make this Agreement a binding obligation of each of the parties hereto. b. The persons executing this Agreement warrant that they are duly authorized to execute this Agreement on behalf of and bind the parties each purports to represent.

Section 43. SUCCESSORS AND ASSIGNS
The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the parties hereto.

Section 44. SURVIVAL
All obligations arising prior to any termination of this Agreement and all provisions of this Agreement allocating liability between the City and Consultant shall survive any such termination.

Section 45. USE OF RECYCLED PRODUCTS
Consultant shall prepare and submit all reports, written studies and other printed material on recycled paper to the extent it is available at equal or less cost than virgin paper.

IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed as of the date first written above.

CITY OF DESERT HOT SPRINGS CONSULTANT
____________________________ ___________________________ Frank Luckino, City Manager Garry Sage, CEO President
JNS Next
ATTEST:
__________________________________
Jerryl Soriano, City Clerk
APPROVED AS TO FORM:
___________________________________
Tuan Vu, City Attorney
Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs

CULTIVATING
WHAT’S NEXT
AGUA CALIENTE and JNS NEXT
JULY 26, 2023
CULTIVATING WHAT’S NEXT
City of Desert Hot Springs
June 2024

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
AGENDA
▪ STATE OF THE BUSINESS
▪ INDUSTRY INSIGHTS
▪ ASPIRATIONAL ANALYSIS
▪ STRATEGIC DIRECTION
▪ PLANNING PARAMETERS
> MARKETS
> AUDIENCES
▪ MEDIA RECOMMENDATIONS
▪ HIGH LEVEL BUDGET

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs

STATE OF THE BUSINESS

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
3 Year Priorities
● Improve resident and valley wide perception
● Advance Economic Development
● Elevate Desert Hot Springs as a tourist destination
● Support Cultural Heritage and Diversity
OBJECTIVE | To improve the quality of life for our residents, advance our economic development, and promote our unique City as a destination.

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
Resident Summary
● Population: 32,500+, with a 96% growth over the past 20 years

● Average Household Size is 3.0 persons, the Median Age is 33.1 years ● City Average Household Income is $58,000, lower than County and statewide levels ● Desert Hot Springs sees approx 2,600 people coming into City to work with approx 10,300 commuting outside with many workers going to Palm Springs, Palm Desert, and Rancho Mirage. ● Jobs in the City are primarily in the Healthcare/Social Assistance, Accommodation/Food Services, and Educational Services sectors.
● Residents of the City are primarily employed in the Accommodation/Food Services, Healthcare/Social Assistance, and Retail Trade sectors.
● Top Website pages visited: FAQ, Welcome, Aquatics Center, Source:Kosmont, US Census

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
Community Perception Study
● 82 Participants
● 50% have lived in Desert Hot Springs for more than 10 years ● 91% agree that Tourism is good for the community
● Key Sentiments for reasons to invest in business in Desert Hot Springs are growth opportunity and providing options/services for the community
Source: Community Survey 2023
Strengths
Community
Views
Mineral Waters
Small Town
Spas
People
Housing
Weaknesses
Crime
Homelessness
Shopping
Restaurants
Reputation
Police
Activities
Desired Businesses
Walmart
Target
Grocery Options
Dining/Restaurants
Entertainment
Downtown Revitalization
Coffee Shops

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
Economic Development - Opportunities
(per Kosmont Survey Findings)
● Well located with access to I-10
● Downtown revitalization effort (underway) can help to catalyze investment; retail uses can serve both resident demand and visitor serving (restaurant, cannabis tourism, etc) ● Existing/renovated/new hotels can be well-positioned to capture health/wellness/nature/cannabis tourism
● City can pursue logistics/warehouse developments as well as further growth in Cannabis cluster ● Freeway commercial development could capture freeway-oriented consumers, and visitors to the Greater Coachella Valley and thru traffic
● 1300+ new rooftops being developed
Source: Kosmont

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
2023 Tourism Overview
● VGPS group sales generated 14 leads for Desert Hot Springs yielding 1,500 room nights.
● In 2023 VGPS leisure marketing activities drove $382 million in valleywide lodging revenue.
● Short-term vacation rental occupancy has dropped year over year due to high market saturation
● VGPS supports 124 Partners within Desert Hot springs driving 130k+ listing views

1.1 Average
Length of Stay

70.9%
Overnight visitors

13.2%
Repeat Visitors

23.2%
STR Occupancy
Source: Tourism Economics, Symphony
From those reporting

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
State Origins MSA Origins 2023 PSP Arrivals
California - 71.4% LA, Longbeach, Anaheim - 50.5% International - 19.1% Arizona - 7.3% San Diego - 7.3% Seattle - 12.2%
Nevada - 3.2% Phoenix, Mesa, Chandler - 6.3% New York - 7% Texas - 3.1% Palm Springs - 5.3% San Francisco - 6%
Washington - 1.7% Las Vegas, Henderson - 2.9% Portland - 4.3% Oregon - 1.2% San Francisco, Oakland - 2.2% Minneapolis/St Paul -

3.8%
Florida - 1.0% Sacramento, Stockton, Modesto - 2.0% Chicago - 2.7% Illinois - 0.8% Seattle-Tacoma - 1.4% Oakland - 2.5%
Utah - 0.8% Yuma, El Centro- 1.2% Denver - 2.5%
Colorado - 0.7% Fresno, Visalia- 1.1% Sacramento - 2.3% TOP 10 VISITOR ORIGINATION
KEY TAKEAWAYS:
▪ Southern CA drive markets
contribute to the majority of
overnight visitation
• Continue to focus here
▪ The PSP arrivals don’t notably
contribute to visitation
Source: Symphony - OAG
2023 Market Overview

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs

INDUSTRY INSIGHTS & TRENDS

Item Number: 6.

Local/Economic Development Trends
Local Entrepreneurship and Small Business Support
Workforce Development and Education
Community Development and Placemaking
Sustainability and Green Economy
Digital and Technological Integration
Public-Private Partnerships (PPP)
Tourism and Hospitality
Inclusive Economic Growth
Health and Wellness Initiatives
Innovation Hubs
Innovation and Research/Research Partnerships
Agricultural and Food Systems Development

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
Tourism Industry Trends
● The pent up demand following pandemic has eased. US Travel Association and STR data indicates Domestic leisure growth now leveling to annual growth rates of 1-3 percent ● US Consumer confidence shows rising anxiety and pessimism about the future ● Despite leveling, excitement for travel continues with over 83% of American travelers say they have existing trip plans for the next 12 months.
● Search engines, friends and family and travel booking sites are the most popular sources of travel inspiration for consumers, followed by social media.
● The average booking window, or lead time, for hotel bookings in the US is about 25 days, and the average length of stay is 1.8 nights

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
Media + Social Consumption Habits
● Expedia Group + Tripadvisor continue to be the top websites/apps used for travel ● Online Press, Online TV/Streaming, Social Media, Radio and Podcasts remain top media consumption sources ● Approximately half of Gen-Z (52%) and Millennials (47%) are influenced by social media, with social media being the main source of their news and travel inspiration.
● 35% of travelers turn to social media as their source of inspiration ○ Social media has the greatest influence on travel destination choices! ○ 48% travel to destinations to show them off on social media ● 3 in 10 U.S. adults say they regularly get news through social media sites ● Facebook remains the most popular social media platform among consumers ● Instagram maintains a firm hold on both Gen Z & millennials [ages 18-34 makeup over 60% of Instagram’s user base] ● LinkedIn is the largest business-oriented networking website. Having LinkedIn helps demonstrate knowledge & credibility
Source: Cal Travel, Visit CA, GWI, Statista, Expedia Group, Tripadvisor, Us Travel Assoc., PhotoAid

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs

ASPIRATIONAL ANALYSIS

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
Indio
▪ Positioning/Tagline: Take Center
Stage
○ Campaign: Shop Local
▪ Population: 91,980
▪ Utilizing ‘Shop Local’ offerings
▪ Long-term Indio Renaissance is
coming to fruition
○ News Story
Menifee
▪ Positioning/Tagline: New. Better. Best
▪ Population: 109,399
▪ Attracting young families that are
clamoring for shopping, dining and
entertainment amenities in their own
community
○ News story
Beaumont
▪ Positioning/Tagline: A City Elevated
▪ Population: 56,349
▪ Leaning into their Chamber, and taking
action together
▪ Using Econ Dev app called ‘Size Up
Beaumont’
○ News story
Aspirational Analysis

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs

STRATEGIC DIRECTION

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
Challenges
● Softening consumer demand in travel/market. Plateau in visitation growth compared to 21-23. ● Increased Competition from similar sized and larger Cities/DMOs in the surrounding areas. ● Current perception from residents and surrounding areas ● Tax revenue implications - tourism, cannabis, etc
Strategic Opportunities to Combat Challenges
● Resident Perceptions
○ Utilizing Assets and targeted marketing with unified and inspiring messaging ● Economic Development
○ Fastest growing community in the Valley
○ VGPS Sports Complex Study - shows needs and opportunity ● Travel:
○ Utilize content stories, listicles and itineraries to educate travelers on how to plan a trip ○ Unique social targeting based on platform and trends
Key Challenges and Opportunities

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
2024 Goals
• Improve resident sentiment
• Attract business growth and Economic Development resources awareness • Increase hotel and vacation rental bookings in Desert Hot Springs • Increase brand awareness among travelers in target markets. Utilize tools including Tourism Economics • Increase quality website traffic, app signups, and community events Business, Brand, Campaign Impacts

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs

KEY OVERARCHING STRATEGIES

1. PLACEMAKING
The confluence of Community, Economic Development and Tourism. Placemaking is about shaping experiences and places to enhance the quality of life for residents but also attracting business/investment and visitors.

Community Pride

2. PLACE MARKETING
Place Marketing is the strategic promotion to attract businesses, tourists, residents, and investors. It involves creating a distinctive brand and image - highlighting its unique attributes, amenities, and advantages. The goal of Place Marketing is to enhance the location's attractiveness, boost its economy, and improve its overall reputation. IE; campaigns, events, and initiatives designed to showcase the cities cultural, historical, and natural features.

Marketing/Advertising Focus

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
Placemaking Framework + Pillars
Community
Development
Economic
Development
Tourism:

Health & Wellness

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs

PLANNING PARAMETERS
Geographic
Markets
Target
Audiences
Timing/
Seasonal
Focus
Media
Mix
Budget

Item Number: 6.

Allocation
CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
Geo-Targeting will reflect Locals, Tourist Drive Markets, and Regional Economic Development stakeholders
● Desert Hot Springs
● Palm Springs DMA
● Los Angeles DMA
● San Diego DMA

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
Audience Overview
Desert Hot
Springs Residents
Coachella Valley
Residents
Corporate
Developers Entrepreneurs Tourists
20-65 yo 25-65+ yo 35-60 yo 30-60 yo 25-55+ yo
Avg HHI: $58k $103k Middle Income
Affluent
Middle Income
Affluent
Middle Income
Affluent
Population: 32.5k 450k
Authentic, Gritty,
Family Oriented,
engaged in local
workforce
Active, Blend of
young families and
retirees,
Interested in
Business growth,
Investment
opportunities,
Networking
Entrepreneurial,
Goal-oriented,
Strategic
Adventure
seekers, Wellness
enthusiasts,
Community Development

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
FY 24/25 PROGRAM STRATEGY

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs

CREATIVE DEVELOPMENT

Item Number: 6.

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CULTIVATING WHAT’S NEXT | City of Desert Hot Springs

COMMUNITY DEVELOPMENT

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
BASIS: Programmatic
We strategically utilize the JNS Next DSP for programmatic tactics including banner advertising across contextual, behavioral, geographic and retargeting efforts, digital video and connected tv, private marketplace deals and high impact, streaming audio, and native.

This program includes placing a Universal Pixel on the DHS website to re-target users. We can target users based on specific website actions such as pages visited.

Tactics:
- Display, Video and Native Retargeting
- Database look-a-like targeting
- Prospecting based on attributes

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
SUNLINE Posters
Utilize Sunline bus depot posters throughout the
community to reach residents with local messaging
and cohesive design:
- Upcoming Events
- Opportunities
- QR code for the App

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs

BILLBOARDS
Utilize 3 Billboards (1 DHS, 1 rotating CV, and Gene Autry) to reach residents and CV Locals with cohesive designs and messaging to promote the City and it’s offerings

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
SOCIAL: Community Strategy
Platforms: City of Desert Hot Springs Facebook and Instagram Target Audience: Residents of Desert Hot Springs
● Create monthly calendars with SproutSocial utilizing community & weather updates, suggested content, press releases, etc.
● Utilize content given from DHS team, UGC and Canva templates ● Tailor content and ad campaigns to the local demographics ● Use copy that is friendly, welcoming, reflective, informative & community driven Organic Posting Cadence:
- 5-7 pre-approved posts per month on
Facebook + Instagram
- Up to 4 Canva flyer rebuilds per month
Example Templates
Current Instagram
Streamline the overall look,
utilizing templates, photos from
the community, and showcasing
people in the community. Utilize
carousel posts (having less text
on single post)

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
SOCIAL: Community - Police Department
Platforms: PD Facebook and Instagram
Goal: To build trust and transparency with the Desert Hot Springs community, promote public safety initiatives.

Target Audience: Residents of Desert Hot Springs and businesses.

Content Pillars:
● Public Safety: Share crime prevention tips (e.g., home security, identity theft), highlight and educate the community on safety laws (e.g., traffic safety, leash laws).
● Community Engagement: Showcase officers interacting with the community (e.g., at community events, visiting schools)
● Humanize the Department: Share behind-the-scenes content (e.g., K-9 unit training), spotlight officers' achievements and stories, and celebrate department milestones.

Organic Posting Cadence:
1 time per week

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs

ECONOMIC DEVELOPMENT

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
PSL: Vision
PRINT:
- 20,000 copies inserted in the October issue of PSL
- 1,000 copies of which will be delivered to Ernst & Young National awards gala at the Strategic Growth Forum®
- 5,000 copies provided to CVEP and Visit GPS
- 2,500 copies provided to Riverside County Economic Development Agency
- 1,000 copies to member cities
- 1,000 copies to Coachella Valley Economic Summit
- 500 copies to Palm Springs Life VIP mailing list
DIGITAL:
-Provided as a website link and digital turn-page edition to CVEP, member cities, Riverside County EDA, and other stakeholders and constituencies
-Placed on PalmSpringsLife.com website for one year
SOCIAL MEDIA:
- Digital edition shared on Facebook, X, Instagram,
LinkedIn
- City advertorials posted on Facebook,
X, Instagram, LinkedIn
A strategic partnership with all 9 valley cities to introduce our region’s key market segments while, emphasizing the reasons this is the best place for business development and best place to live. This content will also be part of Palm Springs Life’s October “Progress Issue” touting our area as a desirable place to do business, live and thrive.

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
SOCIAL: Economic Development Strategy
Platforms: City of Desert Hot Springs LinkedIn
Goal: Create professional presence for the city of Desert Hot Springs.

Target Audience: Residents of Desert Hot Springs and business owners ● Create monthly calendars through Sprout Social just for LinkedIn ● Share Press Releases, development in community, job openings & fairs, etc. ● Utilize content given from team and Canva templates
Update LinkedIn profile
with new brand colors,
photos, more in-depth bio,
create pixel to link to
website

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
TOURISM: Health and Wellness

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
Nativo
Nativo's platform focuses on native content and video advertising, which means that the ads blend in with the look and feel of the publisher's website, providing a more seamless and natural user experience. We can target to specific audiences based on demographic information, interests, and other factors such as behaviors and look-a-like audiences.

Nativo also has products in the native space, that include, Articles, Display, Video and Stories.

DETAILS
• Allows multiple articles/campaigns at a time
• Custom targeting.
• Tracking pixel integration.
• Live reporting dashboard and data integrations.

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
VGPS Partnership Co-ops
Visit Greater Palm Springs is offering digital billboard co-op advertising and digital display co-op opportunities in key travel markets. Our team will work with you to produce destination co-op billboard ads and display ads that deliver your message directly to key travel markets. We incorporate your photography and tagline messaging into a co-branded billboard design with the goal of integrating your personal branding and message with the overall Greater Palm Springs brand message. Billboard ads are displayed every 30 seconds and are shown for 7.5 seconds.

Approximately 200k impressions delivered each month for digital ads 2 digital boards in each market
Digital ads

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
PSL: The Guide Annual Greater Palm Springs Visitors Guide in collaboration with Visit Greater Palm Springs.

Comprehensive visitor guide reaches over 13 million readers annually across print, digital, and social media platforms. The last three years all 9 valley cities accepted an opportunity to participate in this initiative to drive tourism to our destination collectively and their individual city by highlighting what makes their city unique through rich imagery and content.

Two-page opening spread plus a bonus intro page in the following publications:
● Annual The Guide
● Annual Greater Palm Springs Visitors Guide
● Palm Springs Life Annual Hotel Edition Hardbound book ● Palm Springs Life Annual Softbound Subscriber Edition ● Palm springs Life Daily Guide
● Desert Jet – private onboard/inflight magazine (bonus)

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
SOCIAL: Tourism
Platforms: Visit DHS Facebook & Instagram
Goal: Position Desert Hot Springs as a premier vacation destination by leveraging the unique mineral water and overall wellness opportunities within the city as well as the natural beauty, unique resorts, and variety of experiences available.

Target Audience: Locals (Palm Springs DMA, Hi-Desert, Beaumont), Drive Market (Los Angeles DMA, Long Beach, San Diego DMA, Blythe)
Key Social Focus:
- Wellness (high focus on mineral water)
- Outdoor Experiences
- Arts & Culture
- Proximity to Joshua Tree National Park
- Community Events
Create monthly calendars through Sprout Social for Facebook & Instagram Utilize user generated content (UGC) & content captured by JNS Next team Tailor content and ad campaigns to the local & drive-market demographics Use copy that is friendly, welcoming, reflective, informative Organic Posting Cadence:
6 times per month [including 1 reel]

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs
FY 24 Recommended Budget Breakout

Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs

HIGH LEVEL BUDGET
Budget sheet Page 249 of 375 Item Number: 6.

CULTIVATING WHAT’S NEXT | City of Desert Hot Springs THANK YOU Headquarters
78080 Calle Estado, Suite 201, La Quinta, CA 92253
Arizona Office
22838 E. Russet Road, Queen Creek, AZ 85142
Texas Office
3612 Black Granite Drive, Austin TX 78744
Jnsnext.com 760.775.0000

Item Number: 6.

SR-24-199
City of Desert Hot Springs
City Council

AGENDA ITEM REPORT
To: City Council
Date: September 17, 2024
Department: Public Works
Prepared by: Daniel Lopez, Engineering Technician
Subject: Award Professional Services Agreement to CR Associates for Professional Public Outreach and Urban Planning Services for the Active Transportation Safety and Connectivity Plan
RECOMMENDATION:

Authorize the City Manager to execute the Professional Services Agreement to perform Professional Public Outreach and Urban Planning Services the Desert Hot Springs Active Transportation Safety and Connectivity Plan with CR Associates (CRA) in the amount not to exceed $416,130.

BACKGROUND:

The California Department of Transportation (Caltrans) released the Fiscal Year (FY) 2024-25 Sustainable Transportation Planning Grant Application Guide and Call for Applications. A total of $53.4 million was available for transportation planning projects statewide.

On March 8, 2023, the City applied for the Sustainable Transportation Planning Grant funds for the completion of the Active Transportation Safety and Connectivity Plan. This project seeks to address connectivity challenges within its disadvantaged community to schools, parks, transit centers and stops, and commercial centers while improving comfort and safety for active transportation users.

On August 31, 2023, the City received a conditional award letter from Caltrans’ Division of Transportation Planning, awarding the City a grant in the amount of $368,400.

DISCUSSION:

On May 23, 2024, the City posted a request for proposals (RFP) on the City website. The RFP was for Professional Public Outreach and Urban Planning Services to develop the Active Transportation Safety and Connectivity Plan by comprehensive planning, and community and stakeholder outreach.

Integrating sustainable design standards, multimodal mobility and climate resiliency strategies and improve public health and safety outcomes, especially for residents living in areas identified as a disadvantaged or under-served community.

On June 20, 2024, the City received a total of two bids for the Active Transportation Safety and Connectivity Plan. A review committee, comprised of three city staff members, performed independent evaluations of the bids received. The review committee’s ranking of the consultants was based on the following criteria of the bids received:

Item Number: 7.

SR-24-199
 Completeness of the proposal to the information request outlined in the RFP,  Prior experience with similar projects,
 Staff and sub-consultants staff qualifications,
 Proven ability to provide responsive project management and client services,  Project schedule.

The following is the review committee’s ranking of the consultants’ bids.

Evaluator 1 Evaluator 2 Evaluator 3 Ranking
CR Associates 99 96 94 1st
Kounkuey
Design Initiative
Inc.
90 80 88 2nd
Consultant Bid Amount
CR Associates $409,107.00
Kounkuey Design Initiative Inc. $415,657.18
FISCAL IMPACT:

Contract amount is not to exceed $409,107. Funding for this contract in the FY2024-2025 Budget is from the following sources.
 $368,400 Active Transportation Safety and Connectivity Grant  $40,707 Local Match funds from Measure A
ATTACHMENTS:
1) RFP - Urban Planning - Public Outreach for Active Transportation Safety and Connectivity Plan REVISED 5-30-24 (002)
2) CR Associates Bid Packet
3) CR Associates Professional Services Agreement (DRAFT) Item Number: 7.

May 23, 2024 [REVISED May 30, 2024]

REQUEST FOR QUALIFICATIONS/PROPOSALS
FOR

PUBLIC OUTREACH/URBAN PLANNING SERVICES
FOR

THE DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND

CONNECTIVITY PLAN
The City of Desert Hot Springs is soliciting proposals from qualified firms to perform Professional Public Outreach and Urban Planning Services to provide public outreach leading to the completion of the Desert Hot Springs Active Transportation Safety and Connectivity Plan. Specific project tasks are outlined in the Scope of Work.

Project Limits:

Desert Hot Springs’ City Limits
Project Description:

The Desert Hot Springs Active Transportation Safety and Connectivity Plan (ATS&C Plan) seeks to address connectivity challenges within its disadvantaged community to schools, parks, transit centers and stops, and retail and commercial centers while improving comfort and safety for active transportation users. This plan will integrate an outdated and insufficient Bicycle Master Plan (2016) and a Safe Routes to Schools Plan (2008), providing for important connections to schools, parks, transit, and employment centers. The ATS&C Plan will address local safety issues, such as safe routes to schools for all public schools, traffic safety/safe streets strategies for the City's residents, businesses, and school-aged students, as well as provide enhanced regional connectivity into nearby communities of Palm Springs, Cathedral City, and the Greater Coachella Valley, all of which may serve as future project partners for connectivity while improving the active transportation network and safer street conditions within local neighborhoods.

The ATS&C Plan will establish priority needs and feasible project options to implement active transportation mode-shift in an otherwise vehicle-dominant community, allowing for the City to implement complete streets, first-last mile connections to neighborhood amenities, housing projects, transit, employment centers, schools, parks, and more. Full implementation of the ATS&C Plan will result in 1) safer street designs, 2) accesses to greater alternative mobility choices, 3) establishments of a more sustainable, resilient, and equitable community, 4) improvements to mobility and connectivity, 5) reductions in greenhouse gas emissions, and 6) improvements to air quality and public health and safety. 11999 Palm Drive • Desert Hot Springs • CA • 92240
(760) 329-6411• www.cityofdhs.org

CITY OF DESERT HOT SPRINGS

PUBLIC WORKS

ENGINEERING & OPERATIONS
Item Number: 7.

Project Goal and Benefit:
• Develop a comprehensive plan informed by comprehensive community and stakeholder outreach. • Encourage and promote a mix of transit-supportive land uses and amenities that serve the local and under-served communities.
• Decrease vehicle miles traveled by increasing the proportion of trips accomplished by biking and walking.
• Improve the safety and mobility of pedestrians and bicyclists of all ages and abilities. • Develop well-defined multimodal to improve active transportation safety and connectivity as well as to encourage non-motorized commuting.
• Promote equitable outcomes that serve and benefit local, historically under-served communities and businesses.
• Create affordable housing opportunities and policies that increases transit-supported residential development and encourage active living aimed at encouraging walking and bicycling environments within the City; and
• Integrate sustainable design standards, multimodal mobility and climate resiliency strategies. • Improve public health and safety outcomes, especially for residents living in areas identified as a disadvantaged or under-served community.
• Integrate sustainable design standards that foster climate resiliency. • Ensure that disadvantaged and under-served communities fully share in the benefits of the program.

Scope of Work:

Consultants will be used to assist the City with the following Project elements:
• Development of a Project Management Plan;
• Project Team Meetings;
• Conducting an Analysis of Existing Conditions;
• Conducting a Market Study;
• Conducting a Mobility and First/Last Mile Needs Study; • Conducting an Infrastructure Study;
• Conducting an Equity Study;
• Conducting an Urban Design Study;
• Developing a Stakeholder Engagement Plan;
• Conducting Community Outreach Meetings and Workshops; • Creating a Project Website, performing Social Media outreach, hosting Interactive Town Halls, and distributing Surveys;
• Preparing a Draft Active Transportation Safety and Connectivity Plan; • Releasing a Draft Active Transportation Safety and Connectivity Plan; and • Finalizing the Active Transportation Safety and Connectivity Plan.

Project partners will include Sunline Transit, Riverside County, and Palm Springs Unified School District who can provide valuable data and outreach support during project development and implementation related to transit, school safety, and community development.

Services Requested:

In general, the consulting services will include two key elements; Public Outreach, and the Preparation of the Desert Hot Springs Active Transportation Safety and Connectivity Plan (ATS&C Plan. These elements must include but are not limited to the completion of the following tasks and deliverables:

Item Number: 7.

Task 1. Project Management Plan and Team Meetings
Task 1.1: Project Management Plan (City/Consultant)
• Following the execution of the PSA, the consultant shall prepare a Project Management Plan (PMP) for the Project that will include details on the expected work task milestones, team coordination, lead communications, and quality assurance/quality control procedures between the consultant and City staff. The PMP will include the Project schedule and all deadlines for deliverables with responsibilities and submission procedures clearly outlined. In addition, the consultant will work with the City to develop a regular Project meeting schedule to facilitate collaboration and coordination between City staff and the consultant team.

Task 1.2: Project Team Meetings (City Consultant)
• This task will include seventeen (17) regularly scheduled Project meetings between City staff and the consultant team, as established in the PMP. Meeting agenda and notes will be documented and made available to Caltrans, City staff, and consultant team.

Task 2. Existing Conditions Analysis
Task 2.1: Analysis of Existing Conditions (Consultant)
• The consultant will evaluate the existing conditions of the Project area and synthesize into a comprehensive land use, transportation/transit services and non-motorized network deficiencies report. This report will serve as a baseline for recommending land use changes and mobility and infrastructure improvements. As part of the existing conditions analysis, the consultant will inventory and map existing land uses, identify physical constraints to development, document existing transit ridership, identify existing non-motorized transportation networks, and identify non- conforming uses and zoning code violations. In addition, the Consultant will review and succinctly summarize applicable policy documents and zoning regulations and other related studies of local, regional, and statewide significance. City staff will work with the consultant to ensure access to all relevant materials and background studies, as well as help coordinate site visits within the Project Area.

Task 3. Research & Analysis
Task 3.1: State, Regional, and Local Agency Plan/Policy Review (Consultant) • The consultant will be responsible for reviewing relevant state, regional, and local agency planning and policy documents, including but not limited to, the California’s Streets and Highways Code; Caltrans Strategic Plan, California Transportation Plan 2050; California State Bicycle and Pedestrian Plan (and related modal connectivity plans); SCAG’s Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS); Coachella Valley Association of Governments’ Active Transportation Plan; and other documents pertaining to Complete Streets, Smart Mobility, and Sustainable Communities planning efforts.

Item Number: 7.

In addition, this task will review existing city plans and documents that will be integrated into the proposed Desert Hot Springs Active Transportation Safety and Connectivity Plan, including Desert Hot Springs Active Transportation Plan (2016), Desert Hot Springs Safe Routes to Schools (2008). The proposed ATS&C Plan will also include information from the City’s General Plan Elements; including mobility, safety, connectivity, and housing development and will be consistent with and support existing state, regional, and local plans, policies, and programs.

Task 3.2: City-wide Origins, Destinations, and Connectivity Analysis and Mapping (Consultant) • The consultant will identify key origins and destinations throughout the city, including important points of connection (schools, parks, transit, employment, commercial/retail, civic centers), and prepare a map of land use settlement patterns, such as regional and local locations of residential neighborhoods, schools, hospitals, elder care facilities, major employers, shopping centers, to name a few.

Task 3.3: Conduct Mobility and First/Last Mile Needs Study (Consultant) • The consultant will conduct a multi-modal mobility needs study detailing the mobility and connectivity strategies for the Plan. The focus of this study is to develop a specific list of implementation-ready mobility improvements necessary to support the proposed land uses, regional/local transit investments and first and last mile infrastructure needs in the City. The goal of these improvements is to enhance active transportation and transit connectivity, safety and ease of navigation for non-motorized transportation modes, especially transit riders in need of reliable and affordable first-mile/last-mile connections from key locations within the City to the employment centers of the greater Coachella Valley. This Plan will work toward promoting active modes of transportation and providing opportunities for physical activity and improved public health in the community.

At a minimum, the study will analyze the following transportation elements: roadway network, bicyclists and pedestrian circulation, bicycle circulation, transit circulation, parking management, open spaces, and transportation demand management opportunities. In addition, an overview of existing transportation performance and safety data will be summarized in the Plan. Consultant will provide and analyze data that includes pedestrian- involved and bicyclist-involved crashes, existing speed survey data, and existing traffic volume data.

Task 3.4: Intermodal Connections Inventory and Mapping (Consultant) • The consultant will prepare a map and description of existing transit stops, transfer points, and stations for intermodal regional connectivity to activity centers within the greater Coachella Valley.

Task 3.5: Collision Safety Analysis and Mapping (Consultant) • The consultant will obtain and map the location of bicycle and pedestrian collision reports from the Statewide Integrated Traffic Records System (SWITRS) and local police Item Number: 7.

collision data. Also, refer and review of the City’s 2008 Safe Routes to Schools Plan to identify past and existing bicycle and pedestrian safety and education programs.

Task 3.6: Needs Analysis (Consultant)
• The consultant will compile information and data from the tasks above and further evaluate the City’s active transportation needs, identifying key infrastructure needs, traffic safety improvements, and active transportation facilities that will be analyzed and addressed in the proposed Plan.

Task 4. Stakeholder and Community Outreach
Task 4.1: Develop Stakeholder Engagement Plan (City/Consultant) • The consultant, working closely with City staff, will develop a stakeholder engagement plan for the Project. The purpose of the Plan is two-fold: 1) develop an inclusive and organized approach to outreach that is equity-based, with an emphasis on disadvantaged and under-served communities in the City; and 2) facilitate the creation of an Active Transportation Safety and Connectivity Plan that is reflective of expected outcomes derived from community and stakeholder inputs.

At a minimum, the Plan will include: goals for the public input and review process for the Plan, contact list of community-based organizations, businesses, and local public and private schools, summary of engagement methods, and evaluation of events and locations to conduct the community outreach. The stakeholders will be comprised of residents, merchants, chamber of commerce representatives, nonprofits, faith-based groups, Palm Springs Unified School District staff, City and county departments, and law enforcement officers.

Task 4.2: Conduct Community Outreach Meetings and Workshops (City/Consultant) • The purpose of this task is to implement the outreach strategy developed above. The consultant with support from City staff, will notify community groups, schools, religious institutions, property owners, residents, adjacent jurisdictions, and other stakeholders about the proposed Plan by email and postcards, developing a project website, and online engagement through social media channels. All printed/online materials will follow a consistent and thoughtful branding approach and will be available in English and Spanish. The consultant will work with community- based organizations and local public and private schools to encourage broad participation, as well as work with other City Departments, such as Library, Public Works, Community Development, and Parks and Recreation Departments, that interact regularly within the local communities.

The consultant will conduct at least one public meeting and three public workshops to explain the project, identify community opportunities and challenges, discuss preliminary findings of the studies and analysis prepared for the project, develop a vision for the Project Area, and discuss strategies to realize this vision as a community.

The meetings/workshops will be conducted in both English and Spanish. The engagement method for the three workshops should be varied and emphasize going out Item Number: 7.

into the community to gather feedback at locations, times of day, and venues that are convenient to them. Should COVID19 restrictions return during the outreach period, the City will initiate health protocols and increase efforts to partner with County health officials to continue meetings with significant online presence.

Task 4.3: Project Website, Social Media Interactive Town Hall, Outreach Surveys (City/Consultant) • The consultant will create a project information page on the City’s website describing project status, updates and upcoming events and meetings throughout the duration of the project. This task will also create several social media sites, an interactive town hall event and a series of outreach surveys to better understand the needs of the community.

Task 4.5: Project Team Meetings (City/Consultant)
• Regularly scheduled Project meetings between City staff and the consultant team, as established in the PMP. Meeting agenda and notes will be documented and made available to Caltrans, City staff, and the consultant team.

Task 5. Prepare Draft and Final Planning Documents
Task 5.1: Prepare Draft Active Transportation Safety and Connectivity Plan (Consultant) Incorporating the results of Tasks 2 and 3, the consultant will develop the Draft Active Transportation Safety and Connectivity Plan. The Plan will include the following:
• Land Use Policy Updates
• Development Standards Updates
• Design Guidelines and Concept Plans
• Mobility/First Last Miles Strategy and List of Improvements • Economic Development Strategies
• Equity Outcomes
• Public Safety and Safe-Routes to Schools Program
• Complete and Safe Streets Strategy and Improvements
• Public and Community Outreach Results and Overview
• Capital Improvement Plan
• Implementation Plan
City staff will assist in the development of the zoning and other policy maps, as well as conduct a comprehensive review of the draft and provide comments to the consultant.

Task 5.2: Release Drat Active Transportation Safety and Connectivity Plan (Consultant) • City staff will work with the consultant to release the Draft Active Transportation Safety and Connectivity Plan to the public and provide them with the opportunity to comment.

The consultant will hold public meetings to present the Draft Plan and to solicit Item Number: 7.

feedback. In addition to in-person feedback at the community meetings, feedback will be welcomed via the Project website.

Task 5.3: Finalize Active Transportation Safety and Connectivity Plan (Consultant) • The consultant will prepare the Final Active Transportation Safety and Connectivity Plan based on feedback and comments from the public.

Task 6. Planning Commission and City Council Meeting/Review/Approval Task 6.1: Planning Commission Public Meeting (Consultant/City) • Consultant will conduct one Planning Commission Meeting to provide public comments and present the DRAFT Active Transportation Safety and Connectivity Plan. This public meetings will include an agenda, staff presentation, and invite the public to comment on the Plan. Upon completion of the public meetings, Consultant and City Staff will postpublic meeting minutes and comments on the City’s website for public review.

Task 6.2: Council Review and Approval (City)
• Consultant will conduct one City Council Meeting to provide public comments and present the DRAFT Active Transportation Safety and Connectivity Plan for Adoption. This public meetings will include an agenda, staff presentation, and invite the public to comment on the Plan. Upon completion of the public meetings, all comments and input will be included into the Plan and the plan will be adopted.

Task 6.3: Delivery of Final Plan to Caltrans and Closeout Audit (City) • Upon approval, City will provide Caltrans with Final Active Transportation Safety and Connectivity Plan.

PROPOSAL FORMAT AND CONTENT
Submittal
Three (3) copies of the proposal must be received by the City Clerk on/or before Thursday June 20th, 2024, 2:00 p.m. Proposals received after the stated deadline shall not be accepted. Proposal packages are to be submitted to the following address;
PROPOSALS: Desert Hot Springs Active Transportation Safety and Connectivity Plan City Clerk
City of Desert Hot Springs
11999 Palm Drive
Item Number: 7.

Desert Hot Springs, CA 92240
Proposals should be prepared with the intent or providing specific information relevant to the type of skill sets and experience necessary to complete the requested services. Recent experience for these types of public outreach/master plan design that are requested will be given greater weight than experience with typical public outreach. Proposals should be submitted on 8-1/2 x 11 (letter) size paper.

Letter of Transmittal
The Letter of Transmittal should identify the following information:

1. Name, title, address and telephone number of the contact person during the period of proposal evaluation;

2. Project Manager and key task leads, including resumes;

3. All associated sub-consultants, including office location and description of services by firm; and

4. Statement to the effect that the proposal shall remain valid for a period of not less than 90 days from the date of submittal. The Letter of Transmittal should be signed by a company officer empowered to commit the firm and should be addressed to City of Desert Hot Springs, 11999 Palm Drive; Desert Hot Springs, CA 92240, Attention: Daniel Lopez, Engineering Technician.

5. Bid Proposal
The Consulting Services Agreement will not be awarded based upon low fees. Consultants are asked to submit the technical qualifications as requested in this RFP. A bid proposal is to be included in this RFP process and should be provided in a separately seal envelope labeled “BID PROPOSAL” in addition to a cover letter. The bid proposal should be in the BID PROPOSAL FORM format as provided in this RFP.

The Consultant shall also identify in the technical proposal and include in the bid proposal additional tasks not identified in this RFP that are necessary or recommended for the completion of the Project.

The Consultant shall submit a project schedule/timeline for the completion of all tasks. Upon completion of the initial evaluation and interviews, if conducted, negotiations will commence with the highest ranked firm based upon the technical proposals.

A copy of the SAMPLE Professional Services Agreement is attached for your review. The selected consultant will be expected to sign the agreement as presented. If you have questions regarding the agreement, please let us know in writing and we will respond.

Selection Process
Upon selection of the best qualified firm, negotiations will commence to finalize scope of work, personnel, timelines, performance measures, project schedule, and compensation based upon the detailed bid and technical proposals. Should the City be unable to negotiate a satisfactory contract with the firm considered to be the most qualified, negotiations with that firm shall be formally terminated.

Negotiations will then be undertaken with the next most qualified firm(s) in order of their evaluation ranking until an agreement is reached.

Item Number: 7.

If you have any questions regarding this Request For Proposal or would like to meet and discuss the Scope of Work prior to submitting a proposal, please contact, Daniel Lopez, Engineering Technician, at [email protected], or via phone at (760) 329-6411 ext. 221.

Revisions/Additions
Total Project Cost: $416,130.00
Estimated Project Duration: 10-16 Months
Attachments:

1. Map of Project Area

2. Graphics of Project Area

3. Supplemental Documentation

4. Sample Professional Services Agreement
Item Number: 7.

June 20, 2024 • 2:00 PM

ASSOCIATES ASSOCIATES
3900 Fifth Avenue, Suite 310
San Diego, CA 92103
Mobility
Solutions
for our
Changing
World

CITY OF DESERT HOT SPRINGS

PUBLIC OUTREACH/URBAN

PLANNING SERVICES

FOR THE DESERT HOT SPRINGS ACTIVE

TRANSPORTATION SAFETY AND CONNECTIVITY PLAN

TECHNICAL PROPOSAL
Item Number: 7.

TABLE OF CONTENTS
Letter of Transmittal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Qualifications and Experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Proposed Staffing and Project Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Work Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Project Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Appendix A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110
Letter of Transmittal
City Clerk
City of Desert Hot Springs
11999 Palm Drive
Desert Hot Springs, CA 92240
Attention: Daniel Lopez, Engineering Technician
Jun 20, 2024
Dear Daniel Lopez and Members of the Evaluation Panel:

CR Associates (CRA) is thrilled to submit our proposal for the Desert Hot Springs Active Transportation Safety and Connectivity Plan. We also want to congratulate the City of Desert Hot Springs for its successful pursuit of grant funding! This project will provide a blueprint for the City to continue improving the mobility and safety of active transportation locally, while increasing access to recreational resources and destinations, and enhancing regional connectivity. We recognize that Desert Hot Springs updated its General Plan in 2020, reflecting the collective values and visions of its community members, including residents, business owners, and elected officials. The creation of this Active Transportation Safety and Connectivity Plan marks the first step towards achieving the primary goal of the Mobility and Infrastructure Element: to provide efficient and safe travel routes for all modes of transportation.

COMMITTED AND PROVEN LEADERSHIP
I, Monique Chen, will serve as the consultant team’s principal-in-charge. I am a founding principal of CRA and bring 26 years of experience in multimodal and active transportation planning and design. I will be committed to ensuring this project is delivered on-time, within budget, and with high quality and innovative products. As a true “plangineer,” I have extensive experience in managing multidisciplinary teams and have earned a reputation for my proactive and collaborative project management style and outcome driven approach. Andrew Prescott will serve as our team’s project manager and will be your point of contact throughout the delivery of the project.

Andrew brings a deep understanding of every aspect of the scope of work, gained from leading and contributing to numerous active transportation plans and mobility planning efforts in communities large and small. His expertise spans long-range multimodal planning, safety assessments, corridor studies, and implementation strategies. Andrew is committed to being responsive to client needs and providing quality services on time and within budget.

A HIGHLY-QUALIFIED TEAM WITH LOCAL EXPERIENCE
CRA’s in-house staff includes transportation planners, traffic engineers, and design engineers that specialize in delivering projects to improve mobility for all roadway users, with a focus on people who bike and walk. We are experts in the application of design standards and guides for active transportation facilities, such as the Highway Design Manual, Manual on Uniform Traffic Control Devices, and the various NACTO design guides. Our technical knowledge will be complemented by our experience providing similar services in Coachella Valley, greater Riverside County, and across southern California. I served as the Mobility Project Manager for the City of Indio’s RE: Response to Desert Hot Springs Active Transportation Safety and Connectivity Plan 3900 Fifth Avenue, Suite 310 • San Diego, CA 92103 • www.cramobility.com Item Number: 7.

p / 2 PUBLIC OUTREACH/URBAN PLANNING SERVICES

DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Letter of Transmittal
General Plan Update, with Andrew supporting as my Deputy Project Manager and lead transportation planner.

We played similar roles for the City of Wildomar’s Mobility Plan, which comprised Wildomar’s inaugural Active Transportation Plan as well as an updated Mobility Element. Jenny An, our public outreach lead, is currently leading the CVAG Arts & Music Line Active Transportation Program Non-Infrastructure Program, providing outreach to the communities of La Quinta, Indio, and Coachella and engaging with regional stakeholders. CRA is also providing civil engineering design and traffic engineering services for the Arts and Music Line project, which will construct approximately nine miles of Class I and Class IV bikeways in the Coachella Valley.

A PLAN MEANT FOR IMPLEMENTATION
CRA was established out of our inspiration and desire for realizing lasting changes to the transportation planning and engineering professions in 2011. We were interested in the possibilities enabled by the Complete Streets Act and wanted to forge a different path than the typical planning and engineering practices that have reinforced automobile dependence in most American cities. In turn, we strive to plan, design, and repurpose our roadways to be safer, more complete, sustainable, and just. Over a decade later, this initial company philosophy has not only endured but grown stronger. Our firm is comprised of professionals who take projects from “concept to concrete” and share the same passion of improving the built environment for transportation. We also help localities secure funding for project implementation. CRA has an internal team of experienced grant writers that have assisted local agencies in securing over $290 million through the various grant programs (including ATP) with an overall success rate of above 70%. We believe that the high-priority projects and associated concept designs identified in this Active Transportation Safety and Connectivity Plan will significantly bolster the City’s grant pursuits, serving as a catalyst for future implementation efforts.

We appreciate the opportunity to present our qualifications and look forward to providing our services to the City of Desert Hot Springs. Thank you!
The CRA team’s proposal for the Desert Hot Springs Active Transportation Safety and Connectivity Plan shall remain valid for a period of not less than 90 days from the date of submittal.

Sincerely,

CR ASSOCIATES
Monique Chen, TE
Principal
619.318.4664
[email protected]
3900 Fifth Avenue, Suite 310 • San Diego, CA 92103 • www.cramobility.com Andrew Prescott, AICP
Project Manager
619.468.2577
[email protected]
Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110
Qualifications and Experience
We offer specialized
expertise in the
following areas:

Bicycle/Pedestrian
Planning and Design
Multimodal Planning,
Analysis and Design
Mobility/Circulation
Elements
Safe Routes to School/
Transit/Open Space
Traffic Calming
Active Transportation
Research
Transit Planning
Transportation Impact
Studies/SB 743
Implementation
Traffic Operations and
Simulation
Traffic Engineering Design
Parking Assessment and
Demand Management
Grant Writing
Our Story
CRA will serve as the sole consultant for the Desert Hot Springs Active Transportation Safety and Connectivity
Plan, ensuring the overall quality and timely submission of project deliverables while providing sound transportation planning, engineering, community engagement, and
project management services. CRA brings a fresh vision
to transportation planning and engineering in Southern
California. Founded in 2011, we are committed to
developing safe transportation systems and creating
mobility improvements that enhance and support vibrant
and sustainable communities. Our multidisciplinary
staff consists of transportation planners, traffic and civil engineers, urban designers, and public facilitators – a combination that enables us to plan and design projects that are equitable, safe, feasible, and beneficial to the community. Our firm was established with the intent
to provide superior transportation consulting services, supported by exceptional project management and
personable customer service. These founding ideals are
rooted in each project we are involved in today.

We value mobility options. A critical component to a
truly multimodal network is the provision of safe, wellconnected facilities for all modes of travel and users of all skill levels and abilities. To support this, CRA’s work has largely been focused on planning and designing facilities for pedestrians and bicyclists that are comfortable and convenient. We are among the first firms in California
to develop and use alternative planning practices that
effectively elevate walking and cycling to the same
importance as driving. Our multimodal performance
metrics have been used by dozens of cities to place the pedestrian’s and cyclist’s comfort and experience on
even ground with the driver’s experience of delay and
congestion. Without such metrics, it is difficult to argue in favor of repurposing our roadways to be more complete,
sustainable, and just.

Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Qualifications and Experience

CRA IS CERTIFIED IN
THE FOLLOWING:

DBE
SBE
MBE
WBE

DISADVANTAGED

BUSINESS ENTERPRISE

SMALL BUSINESS

ENTERPRISE

MINORITY BUSINESS

ENTERPRISE

WOMEN BUSINESS

ENTERPRISE

HEADQUARTERS

SAN DIEGO
3900 Fifth Avenue, Suite 310
San Diego, CA 92103
619.795.6086

REGIONAL OFFICE

LOS ANGELES
714 W Olympic Boulevard, Suite 609
Los Angeles, CA 90015
213.224.3496

OFFICE LOCATIONS

NUMBER OF EMPLOYEES
51 CRA COMPANY OVERVIEW
Paper...
...to pavement
Planning
Traffic
Operations &
Conceptual
Design
Grant
Writing
Final
Design
Construction
Administration
CRA brings projects from the earliest planning phases to feasibility analysis to final design, all with the expectation that young children, the elderly, low-income families, and the disabled deserve equal access to roadways and the pursuit of opportunities that necessitate safely traveling across their communities.

Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Qualifications and Experience
CRA led the development of the Wildomar Mobility Plan, which sets a unified mobility framework in motion for the rapidly growing City of Wildomar. The Plan comprises two connected deliverables, including the City’s first Active Transportation Plan and first Mobility Element. The Active Transportation Plan identifies a prioritized bicycle and pedestrian network for the City, while the Mobility Element positions a complete streets-driven approach for building out the City’s roadway network, including locations where signalization or upgrading is required. Outreach consisted of pop-up events, walk and bike audits, on-line and in-person surveys, six technical advisory committee meetings, and two virtual public workshops. A GoHuman demonstration event was also hosted to familiarize community members with recommended improvements. The project was unanimously adopted by City Council in June 2021.

Most recently, the City was awarded an Implementation Grant for the new Safe Streets and Roads for All (SS4A) Grant Program for the Sedco Boulevard Roadway Safety Improvements Project which was the top priority project identified in the Active Transportation Plan. City staff thanked CRA for this collaboration – “Without the priority projects that were developed by CRA in the Mobility Plan, I don’t think this would’ve been possible!” – Cameron Luna, Project Manager

WILDOMAR, CALIFORNIA

WILDOMAR MOBILITY
PLAN
On the following pages, we have highlighted our related project experience and references.

We prioritize quality of work and our relationships with our partner cities and clients. We encourage you to reach out to our references to share project experiences.

Cameron Luna, Project Manager
City of Wildomar
951.677.7751 x245
[email protected]

CLIENT CONTACT
Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Qualifications and Experience
CRA was responsible for preparing the Mobility Element for the City of Indio’s General Plan Update. Working with input from community members, City staff, and other key stakeholders, the Mobility Element identified a future vision and implementation plan that is reflective of existing transportation related issues and anticipates future needs for the next 20 to 30 years.

The Mobility Element takes a holistic approach, addressing the needs of users of all transportation modes, with an added emphasis on improving bicycle and pedestrian mobility, especially around schools, parks and other key trip attracting land uses. Indio is unique in that it experiences varying population levels throughout the year, attracting more residents during the winter months, as well as an influx of tourists during the spring and summer months due to the City’s many festivals. The Mobility Element Update was prepared to address the shifting demand placed on the transportation network, ensuring access to key destinations is not hampered by population increases.

INDIO, CALIFORNIA

INDIO GENERAL PLAN
UPDATE – MOBILITY

ELEMENT
Leila Namvar, Planner
City of Indio
760.541.4258
[email protected]

CLIENT CONTACT
Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Qualifications and Experience
The Lake Elsinore Active Transportation Plan lays the foundation for improving pedestrian and bicycle mobility in the City of Elsinore through enhanced connectivity and safety. Community engagement was critical in the identification of barriers, needs, and opportunities related to active travel. Outreach methods included a project website, surveys (text-based, web, and hard-copies), pop-up engagement at events, outreach to schools, a project design team, and traditional community workshops. Project recommendations consisted of design guidelines, a planned bicycle network, sidewalk infill and pedestrian crossing improvements, wayfinding recommendations, and supporting programs. Priority project sheets, conceptual designs, and cost estimates are intended to aid the City in the pursuit of grant funding for implementation.

LAKE ELSINORE, CALIFORNIA

LAKE ELSINORE ACTIVE

TRANSPORTATION PLAN
Jonathan O. Skinner, Director of Community Service
City of Lake Elsinore
951.674.3124
[email protected]

CLIENT CONTACT
Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Qualifications and Experience
The Arts and Music Line will construct nearly 9 miles of interactive Class I and Class IV bikeways in the cities of La Quinta, Indio, and Coachella and more than 6 miles of Class II and Class III facilities to directly connect to nine schools within a mile of the protected bikeway. This includes nearly 5 miles of two-way Class IV bikeways on Avenue 48.

CRA’s traffic operations and civil design engineers worked closely to test various intersection scenarios to design a safe, comfortable bike facility that does not lead to extensive impacts to vehicular operations. These efforts resulted in fully protected bicycle movements across all signalized intersections using bike signals, protected right and left turn lanes, and no turn on red LED blank-out signs. CRA will be responsible for all signal modifications and signing and striping in the final design phase.

COACHELLA VALLEY, CALIFORNIA

ARTS AND MUSIC LINE

BIKEWAY
Randy Bowman, Transportation Program Manager
Coachella Valley Association of Governments
614.286.6425
[email protected]

CLIENT CONTACT
Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Qualifications and Experience
CRA is supporting the Arts & Music Line through a non-infrastructure program aimed at encouraging active transportation use and educating community members about biking and walking benefits, opportunities, and safe behaviors. CRA is providing an extensive branding, outreach, and education campaign through the Coachella Valley partner cities, school districts, and festival/hospitality sites. Our effort entails delivering over 22 pop-up events, 10 community events, and 2 community challenges. Data collection and assessments will be conducted to understand the education and encouragement program effectiveness and help inform priorities for future efforts.

V Link - Palm Desert - Grand Opening 2021 CV Link - Palm Desert - Grand Opening 2021 TC Site Visit - January 2024 CTC Site Visit - January 2024 nts and Community Outreach
CV SAFE (Safe Active Transportation For Everyone)
Active Transportation Program Cycle 7 Grant Application Community Outreach Photos
Attachment B4-30
CV Link - Palm Desert - Grand Opening 2021 CV Link - Palm Desert - Grand Opening 2021 CTC Site Visit - January 2024 CTC Site Visit - January 2024 Events and Community Outreach
CV SAFE (Safe Active Transportation For Everyone)
Active Transportation Program Cycle 7 Grant Application Community Outreach Ph
Attachment B

COACHELLA VALLEY, CALIFORNIA

CVAG ARTS & MUSIC LINE

ATP NON-INFRASTRUCTURE

PROGRAM
Randy Bowman, Transportation Program Manager
Coachella Valley Association of Governments
614.286.6425
[email protected]

CLIENT CONTACT
Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Qualifications and Experience
CRA served as the prime consultant for Chula Vista’s Active Transportation Plan; a plan developed by taking a comprehensive review of the existing active transportation users, environment, and previous planning efforts.

The ATP includes recommendations consisting of a sidewalk infill hierarchy process, pedestrian route typology system, bicycle network, a discussion on emerging mobility trends, and programmatic recommendations. The recommendations sought to address comments received through the community engagement activities and the opportunities and constraints identified through the existing conditions analysis. A prioritization process was established to rank the planned bicycle and pedestrian facilities using demand and safety related criteria.

CHULA VISTA, CALIFORNIA

CITY OF CHULA VISTA

ACTIVE TRANSPORTATION
PLAN
Patrick Moneda, Senior Civil Engineer
City of Chula Vista
619.407.3512
[email protected]

CLIENT CONTACT
Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Qualifications and Experience
CRA lead development of the City of Santee’s initial Active Transportation Plan. The plan built on the City’s recently adopted Mobility Element, also led by CRA, and focuses on enhancing the safety and comfort of existing pedestrian and bicycle facilities while also increasing connectivity to key destinations across the City.

Project recommendations consisting of goals, objectives, policies, infrastructure networks and supporting programs, were developed in response to existing conditions analysis findings and input from community members. The final project recommendations are supported by implementation measures consisting of a prioritization process, project descriptions, cost estimates, and conceptual designs paint or physical modifications – to encourage slower vehicle speeds while turning. If feasible, the green conflict paint should be implemented concurrently with the westbound bicycle lane on Mission Gorge Road, between the Fanita Drive and the westbound SR-52 on-ramp. Implementation will require coordination and approval from Caltrans.

Location
Features
Rank
Cost Estimate

PROPOSED PROJECT

SANTEE, CALIFORNIA

CITY OF SANTEE ACTIVE

TRANSPORTATION PLAN
Minjie Mei, Principal Traffic Engineer
City of Santee
619.258.4100 x189
[email protected]

CLIENT CONTACT
Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Qualifications and Experience
CRA worked with the city to develop their first comprehensive Active Transportation Plan. This plan builds upon previous efforts to address existing issues related to pedestrian and bicycle safety and propose new strategies that improve mobility for people walking, riding bikes, and accessing transit services. The community engagement approach was nimble and adapted to public health concerns associated with the COVID-19 pandemic. Public input was collected through online surveys, a diverse project working group, one-on-one stakeholder interviews, and online and pop-up workshops. The ATP recommendations include a sidewalk infill program, intersection crossing enhancements, a comprehensive bicycle network, and programmatic recommendations. A process was developed to quantifiably prioritize projects for implementation, based on how each project addresses safety and demand, while also accounting for equity. The El Cajon ATP was unanimously adopted by City Council in April 2022.

EL CAJON, CALIFORNIA

EL CAJON ACTIVE

TRANSPORTATION PLAN
Raul Armenta, Associate Civil Engineer
City of El Cajon
619.441.1665
[email protected]

CLIENT CONTACT
Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Qualifications and Experience
CRA led a multidisciplinary consultant team to develop the 24th Street Transit Oriented Development Overlay (TODO) project. An extensive existing conditions analysis documented mobility, land use, and zoning issues and opportunities within the study area. A large focus was placed on evaluating multimodal connections between 24th Street station and major community activity centers, including multiple schools, parks, commercial districts, civic centers, and regional bikeways. Zoning standards inconsistent with transit-oriented development were also flagged at this stage. The existing conditions analyses were supplemented with community surveys, an interactive webinar, and stakeholder interviews.

The findings obtained through the analysis and outreach efforts informed the development of improved first-/ last-mile connections to the transit station, including several new physically separated bikeways (Class I MultiUse Paths and Class IV Cycle Tracks), crosswalks, lighting enhancements, grade-separated crossings, traffic signal and intersection geometry modifications, and land use and zoning recommendations intended to support the development of a more walkable and vibrant district. City Council approved this project in June 2021 and has been used in the successful pursuit of Caltrans Highway Safety Improvement Program (HSIP) and Active Transportation Program grant funds.

NATIONAL CITY, CALIFORNIA
24TH STREET TRANSIT

ORIENTED DEVELOPMENT

OVERLAY
Martin Reeder, Principal Planner
City of National City
619.336.4313
[email protected]

CLIENT CONTACT
Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Qualifications and Experience
CRA assisted the City of Carlsbad to develop a framework to systematically identify, analyze and prioritize roadway safety improvements to reduce fatalities and serious injuries on local roadways. Collision frequencies, collision rates, and descriptive statistics analyses were undertaken to better understand citywide trends and sitespecific issues that may be influencing collisions.

Programmatic and infrastructure recommendations were developed to address the identified issues or emphasis areas. Cost estimates were developed to support the location specific infrastructure recommendations and used to calculate benefit-cost ratios using Caltrans’ HSIP Analyzer forms. The resulting benefit-cost ratios indicate which projects will be most competitive for potential HSIP applications and serve as prioritizing mechanism for the city to implement.

CARLSBAD, CALIFORNIA

CARLSBAD LOCAL

ROADWAY SAFETY PLAN
Miriam Jim, Traffic Engineer
City of El Cajon
424.339.5796
[email protected]

CLIENT CONTACT
Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110
Proposed Staffing and Project Organization
Project Staffing
The following section summarizes key staff member
qualifications and roles. Andrew Prescott will serve as the consultant Project Manager and primary contact
for the City of Desert Hot Springs throughout the
project life cycle. He is committed to ensuring the
Active Transportation Safety and Connectivity Plan
and associated deliverables are completed on-time,
within budget, and with high quality and innovative
products. Andrew has an expert level understanding
of active transportation planning processes and has
exceptional technical competencies.

Andrew will be supported by Deputy Project
Manager, Cat Callaghan, and a deep pool of talented
and experienced planners and engineers that bring
the collective experience and technical proficiencies
necessary to deliver a comprehensive plan that is
reflective of community needs and goals. Principalin-Charge Monique Chen will ensure Andrew and Cat have sufficient resources while providing an additional layer of oversight. Resumes for the key staff members
highlighted in this section are provided as Appendix
A.

Andrew specializes in multimodal
transportation planning and safety analysis.

He manages mobility projects including active
transportation plans, multimodal corridor plans,
safety studies, mobility elements, traffic studies, and first-/last-mile planning. Andrew’s expertise includes
long-range multimodal planning, network planning,
street design, collision analysis, countermeasure
identification and project prioritization, community
engagement, and project management. Andrew’s
communication skills and consensus-building
techniques allow him to collaborate with community
members and agency staff on a wide range
of transportation topics. He provides valuable
contributions to all project phases and can usher a
diverse set of projects to successful completion.

Andrew Prescott, AICP
Project Manager
Monique will provide an additional
layer of oversight with principal-level review of
major deliverables while ensuring adequate staffing
resources are available. Monique, a founding
Principal at CRA, has amassed a wealth of experience
spanning 26 years in providing active transportation
and multimodal planning and engineering services
to both public and private sector clients. As a
registered engineer and seasoned mobility planner,
or “plan-gineer,” Monique has overseen dozens
complex and multidisciplinary projects ranging from
active transportation plans, safety studies, mobility
elements, corridor studies, transportation impact
analyses, operational and demand assessments, and
conceptual engineering, as well as general plans,
master plans, and specific plans. Monique is an
award-winning project manager who’s led numerous
mobility planning projects where active transportation
and safety play a significant role in recommendation
development.

Monique Chen, PE
Principal-in-Charge + QA/QC Manager
Cat will assist with the day-to-day
management of the project and report composition.

Cat has 11 years of experience providing strategic
planning and architectural design services to
municipalities, transit agencies, and campuses. She is
experienced in multimodal planning and conceptual
design, alternatives analysis, public outreach and
stakeholder interviews, public realm design, ADA
and life safety compliance, long-range planning
and zoning, and graphic communications. She has a
broad range of communication and analytical skills
that allow her to work with multi-disciplinary teams to develop and deliver innovative projects.

Cat Callaghan, AICP
Deputy Project Manager
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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Proposed Staffing and Project Organization Ross will lead the development of
conceptual designs and cost estimates, while
also supporting the identification of infrastructure
recommendations. Ross’ experience has focused on
designing and managing active transportation and
public works projects throughout Southern California.

He has managed multi-disciplinary projects involving
multimodal Complete Streets, bicycle and pedestrian
facility design, roundabouts, shared use path design,
traffic control, signing and marking, drainage and
water quality, utility coordination and design, and
traffic calming elements.

Ross Duenas, PE
Principal Design Engineer
Sasha will oversee the existing conditions
GIS analysis and prioritization of recommendations.

A Senior Transportation Planner at CRA, Sasha has 16
years of professional experience as a transportation
planner and a geographic information systems
(GIS) specialist. Sasha has worked on numerous
transportation master plans, active transportation
plans, safety studies, parking studies, and other
transportation performance evaluation studies
throughout the western region of the United States.

His combined perspectives as transportation planner
and GIS specialist, have afforded him opportunities
to create innovative, data-driven solutions.

Sasha Jovanović, AICP
Senior Mobility Planner
Jenny will lead the community
engagement aspects of the project. A Senior
Planner and CRA’s Safe Routes practice lead,
Jenny leads mobility planning and placemaking
projects that help communities develop visions and
implement innovative design solutions to create
transformative places. As a certified facilitator with
19 years of experience delivering communitybased projects, Jenny brings extensive knowledge related to developing public-facing collaterals,
program branding leveraging social media, textbased outreach, virtual engagement, and in-person demonstration and pop-up strategies.

Jenny An, LEED GREEN, RA, CPF, LCI
Public Outreach Specialist
Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Proposed Staffing and Project Organization City of Desert Hot Springs
PRINCIPAL-IN-CHARGE + QA/QC MANAGER
Monique Chen, TE

PROJECT MANAGER
Andrew Prescott, AICP

DEPUTY PROJECT MANAGER
Cat Callaghan, AICP
Sasha Jovanović, AICP
Cat Callaghan, AICP
Ana Garate*
Eric Sindel
Annabel Grealish
Andrew Prescott, AICP
Cat Callaghan, AICP
Jenny An, LEED Green,
RA, CPF, LCI*
Ana Garate*
Eric Sindel
Jenny An, LEED
Green, RA, CPF, LCI*
Ana Garate*
Cristian Belmudez*
Kevin Roque, EIT*
Annabel Grealish
Ross Duenas, PE
Andrew Prescott, AICP
Sasha Jovanović, AICP
Eric Sindel
Kevin Roque, EIT*

EXISTING

CONDITIONS &

NEEDS ANALYSIS
ACTIVE

TRANSPORTATION

SAFETY AND

CONNECTIVITY

PLAN & ADOPTION

COMMUNITY

ENGAGEMENT

RECOMMENDATION

DEVELOPMENT
& IMPLEMENTATION

STRATEGIES
Task Lead
* Spanish speaker
Project Organization
Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110
Work Plan
Project Understanding
The Active Transportation Safety & Connectivity
Plan (ATS&C) will play a vital role in improving the
viability of walking and bicycling to destinations
in Desert Hot Springs by identifying, vetting and
expediting the implementation of “transformative”
bicycle and pedestrian infrastructure essential for
stimulating mode shift away from driving among
people of different ages and abilities. Enhancing the
city’s bicycle and pedestrian environments will help
it prepare for complementing the recently adopted
General Plan Update’s planned intensification of land
uses, which, when built out, will also improve people’s proximity to daily necessities within a smaller area
with less need for driving. It is widely known that
ground transportation is also the leading source of
greenhouse gas emissions. This plan will help reduce
the pervasiveness of driving in Desert Hot Springs
(where the commute mode share of driving is 93%),
which is prescient as wide-ranging climate action
has become a broadly recognized priority for public
agencies everywhere.

By 2040, the General Plan forecasted that Desert Hot
Springs will nearly triple in population from its current size. Adapting to that growth will undoubtedly result
in changes to the city’s built environment. There will
be new developments, both on the urban fringe
and in infill locations. Some corridors, such as Palm
Drive – which today is a high-speed automobile
thoroughfare, will transition to mixed residential and
commercial land uses with high densities. As growth
in Desert Hot Springs intensifies, there will be less
space for accommodating vehicular traffic at the
current usage rates. The ATS&C Plan will help the
city by establishing a transportation network that is
more resilient to those higher densities. Absorbing
this growth with less shock to the circulation system
will necessitate shifting people’s transportation
choices and cultivating “Complete Neighborhoods,”
where daily needs can be met mostly within short
distance of where a person lives, reducing the
necessity of driving all the time. This concept was
generally embraced by many public participants
in the city’s General Plan visioning process, most
of whom expressed desire more local options for
shopping, dining, and employment opportunities.

Task 2.4 in CRA’s scope of work provides an approach
benchmarking and strategies toward satisfying
this goal, by measuring how origins citywide are
connected and accessible to daily needs which
require trips.

To enable locals and visitors to safely reach more of
these kinds of destinations in the future, more than
just proximity is needed. The city’s current walking
and bicycling environments are a major deterrent.

Conditions for pedestrians along Palm Drive – which
is both the Desert Hot Springs’ main north-south
transportation route, and its main commercial street
are equal parts unwelcoming and treacherous to
pedestrians and bicyclists. Since 2019, there have
been 9 pedestrian fatalities along Palm Drive alone
(comprising 75% of all pedestrian fatalities in the city).

Our scope of work will also evaluate the comfort of
the walking and bicycling environment, the safety
of those travel modes, and prevailing causes of
collisions, with an eye toward identifying effective
safety countermeasures. Addressing the safety and
comfort of pedestrians and bicyclists along Palm
Drive, Pierson Boulevard, Hacienda Avenue, and
other major roadways in the city is an urgent matter
as transportation demand as they will carry the most
trips.

The ATS&C Plan will be Desert Hot Springs’
instrument for facilitating timely implementation
of transformative bicycle and pedestrian-focused
projects which enhance the safety, comfort,
accessibility and convenience of walking, biking
and taking transit, thereby increasing viable
alternatives to driving. The approach CRA has put
together in the Scope of Work will incorporate
stakeholder engagement from residents representing
diverse backgrounds, including underserved
communities, with technical assessments of existing
infrastructure to identify deficiencies and needs,
recognize opportunities and quantify benefits, and
ultimately arrive at project recommendations that
will definitively improve mobility options for many
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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Work Plan
people in the City. The absence of quality walking
and bicycling infrastructure in Desert Hot Springs,
the gaps in infrastructure in many parts of the city,
barriers created by high-speed multi-lane roadways,
and the lack of treatments which mitigate conflicts
with vehicular traffic are but a few of the issues
the ATS&C Plan will look to resolve. The highest
prioritized projects will receive specialized attention to prepare them for implementation and funding from
grants or local sources.

Project Approach
CRA has a wealth of knowledge and experience in
preparing active transportation plans and multimodal
plans for communities across a wide range of
environments and socioeconomic conditions,
including jurisdictions as large as Los Angeles County
and as small as the City of Wildomar. We bring fresh
perspectives by incorporating state-of-the-art analysis tools with expertise related to mobility planning,
design, and multimodal integration, all within the
context of complete streets. Our firm’s planners
and engineers collaborate seamlessly and have a
deep knowledge of the expectations, assessments,
content, and requirements of active transportation
plans and their grant funding sources. Our plans have
received recognition from numerous professional
organizations such as American Planning Association
(APA), Institute of Transportation Engineers (ITE), and Women’s Transportation Seminar (WTS) at local and
state levels.

Through our extensive work on active transportation
and mobility planning projects, we have developed
a series of tried-and-true approaches to project
management, outreach and engagement, and
technical project components. Each approach is
described within this section, followed by our scope
of work to deliver the City of Desert Hot Springs
ATS&C Plan.

Project Management Approach
Our managerial approach promotes the delivery of
timely, high-quality services. Our goal is to anticipate your needs and to promptly respond to any requests
efficiently. In addition to our staff’s dedication,
you will have the benefit of proven management
information systems for work planning, schedule
control, and cost control.

COMMUNICATION
Effective communication is paramount to a successful
project. Above all else, CRA strives to develop
and maintain close working partnerships with our
clients, always focused on reducing the likelihood
of unexpected outcomes that could compromise
project success. Andrew Prescott, Project Manager,
is committed to being responsive and providing
excellent client service – client satisfaction is the
number one priority of CRA project managers.

CRA is committed to maintaining open lines of
communication to ensure project questions and
inquiries are resolved in a timely manner and that the
project schedule is upheld. CRA is flexible in how we
communicate. We offer streamlined collaboration
through the use of virtual meetings and document
sharing tools such as Teams, Zoom, SharePoint,
and Miro, and are also available to meet in-person.

Collectively, these communication methods and
platforms will keep all necessary parties informed and
connected.

BUDGET AND SCHEDULE CONTROLS
CRA has a track record of delivering high-quality
projects on schedule and within budget. Our
outstanding organizational skills and technical
capabilities, in combination with the strong support
from our experienced and reliable staff, will help
usher the project to a successful completion.

CRA uses an interactive web-based management
system to assist our project managers in maintaining
control of project budgets by providing real-time
status reports on performance, variances, forecasts,
and expenditures for all project tasks. We apply
earned value management as the primary means
of monitoring project progress and forecasting
performance by integrating the three fundamental
components of every contract: scope, schedule, and
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budget. This allows CRA to evaluate and control
project risk by planning and monitoring project
performance.

CRA prepares and tracks detailed project schedules
through Microsoft Project using the Microsoft Project
format and the Caltrans Work Breakdown Structure
(WBS), or through Microsoft Excel, depending
on project complexity. The schedule will typically
consist of a customized critical path method with a
detailed list of subtasks, milestones, deliverables, and completion dates, aligned with the items outlined in
the Scope of Work.

QUALITY ASSURANCE/QUALITY

CONTROL
CRA takes pride in providing quality services and
products. Our firm was founded on a commitment to
fostering a workplace culture dedicated to delivering
accurate and well-written products based on sound
analysis and industry/city-specific design standards.

We ensure that final products undergo thorough
review by our assigned quality assurance/quality
control manager before submission.

We have the policies and procedures in place to
ensure that our team delivers a quality product every
time. We acknowledge that quality and schedule
can compete — and, for us, quality always wins.

As a result, our project schedules consider time for
quality control and document revisions prior to each
submittal.

OUTREACH AND ENGAGEMENT

APPROACH
CRA has led numerous challenging planning efforts
across Riverside County and Southern California,
gaining valuable knowledge, experience, and
lessons-learned in consensus building within diverse
communities. Public engagement offers a critical
opportunity for an agency and project team to
exchange ideas with community members and shape
a project to best meet the needs of the people.

Bringing in relevant factual examples, understanding
the community’s top priorities, and being able
to communicate trade-offs are among the most
critical skills required of transportation planners and CRA prepares and tracks detailed project schedules for each task including a customized critical path driven schedule with a detailed list of subtasks, milestones, deliverables, and completion dates. Each task and subtask listed match the work outlined in the Scope of Services.

Item Number: 7.

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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Work Plan
engineers. We pride ourselves in delivering authentic,
flexible, and equitable engagement opportunities
whose structure emerges from the characteristics of
the community at hand. Not all communities respond
the same way, not all people are the same.

Our understanding of the community and
engagement approach will be informed by our
team’s direct experience in the area. Our Community
Engagement task lead, Jenny An, is obtaining
valuable public input from overseeing a public
outreach and educational campaign for CVAG, where
she is leading coordination with multiple jurisdictions on the Arts & Music Line Non-Infrastructure Program.

Through this effort and similar projects, we have
established relationships with key stakeholders in the
region and fine-tuned local engagement approaches.

The CRA team will provide materials that are
approachable and visually communicative to engage
with and inform community members. Being able
to accurately communicate concepts is critical to
community engagement and consensus building.

Visual simulations and graphic depictions help
community members understand and visualize
potential improvements and trade-offs. Materials will
be supported by experienced facilitators available
to answer questions and solicit meaningful input at
critical project phases.

The outreach activities outlined in the RFP scope
of work provide a good combination of workshops
and participation in existing events, supported by
an online presence. This multi-faceted approach
acknowledges the limited time people have available
to attend dedicated project meetings by instead
going to the people. We will work with the City
to execute these activities using our collective
experience and local knowledge to reach a wide
segment of the Desert Hot Springs community. We
recommend organizing the outreach around three
phases where community input can best shape the
project. These phases include:
 Phase I: Needs & Goals
 Phase II: Recommendation Brainstorming
 Phase III: Draft Recommendations
Technical Approach
The core of CRA’ services is focused on advancing
multimodal mobility with an emphasis in active
transportation, including research, planning,
conceptual and final design of complete streets,
active transportation facilities, and treatments
for safe routes to school programs and first/last
mile connections. Our staff brings a thorough
understanding of the unique methods necessary
to implement multimodal corridors in a range of
environments, incorporating our creative thinking
and unparalleled expertise in traffic operations,
transportation planning, and innovative design.

The graphic below highlights our proven planning

RESEARCH & DATA

COLLECTION
• Infrastructure
• Demographics
• Travel Data
• Land Uses
• Plans/Studies

IMPLEMENTATION
• Prioritization
• Conceptual
Design
• Costing
• Project Sheets

EXISTING

CONDITIONS
• Accessibility/
Connectivity
• Demand
• Safety
• Environment/Quality
• First/Last Mile
• Intermodal
Connections

ATS&C PLAN
• Draft Plan
• Public Review
• Final Plan
• Adoption

RECOMMENDATIONS
• Bikeway
Recommendations
• Pedestrian
Infrastructure
Recommendations
• Transit and Land Use
Recommendations
• Supporting Programs

ENGINEERING FEASIBILITY

ALTERNATIVE REFINEMENT
COMMUNITY OUTREACH + ENGAGEMENT
PROJECT MANAGEMENT + COORDINATION
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DESERT HOT SPRINGS ACTIVE TRANSPORTATION SAFETY AND CONNECTIVITY PLAN CRA P#2024.110 Work Plan
approach, tailored to the Desert Hot Springs ATS&C
Plan. The approach aligns with the proposed scope
of work and can be used as a guide for project
stakeholders and community members to understand
the process and various components. Importantly,
community outreach and engagement span the
entirety of the project.

QUANTIFIABLE PERFORMANCE

MEASURES
CRA has developed a set of quantifiable
multimodal performance measures to evaluate
connectivity, demand, safety, and quality for the core
transportation modes. To assess conditions in Desert
Hot Springs, we propose the following measures:
 Connectivity/Accessibility – We will map existing
and planned bicycle facilities, as well as bicycle
parking options, to document the state of the
bicycle network today and understand how
current recommendations will expand bicycle
access. We will also collect and map other relevant
infrastructure and land use data with bicycle
facilities, such as the locations of schools, parks,
public facilities, the transit station and bus stops,
and commercial areas.

Accessibility is the measure of destinations
reachable within a given travel time or distance.

Accessibility measurements are useful for
understanding how both a city’s transportation
and its land use configurations are performing.

Accessibility is influenced by mobility – how easily
you can travel from your place of origin, which
varies by the connectivity of the transportation
network and the modes of transportation available.

Equally important, it is influenced by how land
uses, destinations, and jobs/opportunities are
spatially distributed across a community or region
– the places that are available within a person’s
given mobility. CRA proposes the following
approaches to measure accessibility and inform
the identification of needs and understand the
benefits of potential recommendations:
o Baseline measures – accessibility in a city under
existing conditions
o Performance standards/benchmark assessment
– setting access standards for a city (e.g. “75%
of residents should be within 10-minute walk of
a park”) or defining concepts like a 15-minute
neighborhood or 20-minute city, and measuring
if places are meeting standards
o Transportation project evaluation – measuring
a city’s access with implementation of a
transportation project that improves mobility,
and comparing/quantifying the change in
accessibility from its baseline measure
o Land use change evaluation – measuring a city’s
access with changes to its land use planning,
and comparing/quantifying the change in
accessibility from its baseline measure
o Applying accessibility measures for specific
populations or populations with specific
needs – measuring accessibility for specific
populations (where they are concentrated
by origin) to meet social equity or inclusion
objectives; also measuring accessibility for
disabled populations where network attributes
account for presence/absence of ADA access
o Estimating travel behavior or mode share –
measuring accessibility from origins within a
city comparatively by modes to approximate
competitiveness
 Demand – CRA has developed a series of
models to assist with identifying areas where
bicycle and pedestrian trips are likely to occur
and where roadway conditions may deter
non-motorized trips. Our Active Transportation
Propensity Model will be used to indicate areas
with a relatively higher likelihood for generating
and attracting bicycle and pedestrian trips. The
model draws from a variety of data inputs, such as
demographic data, population and employment
density, existing networks, and specific land
uses to identify the high propensity areas. The
model can be fine-tuned with additional inputs,
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or by removing inputs, to better reflect variables
thought to influence local conditions. We will also
pull available from Big Data sources we subscribe
to (Replica, Strava) to document trip origins and
destinations and popular bicycling routes.
 Safety – Five years of collision data will be
obtained from SWITRS, TIMS, and/or other
preferred source. The records will be mapped and
analyzed to help identify locations and corridors
with higher frequencies of collisions involving
bicyclists or pedestrians. Collision types, injury
severity, causes, violation codes, time of day
occurrences, and victim demographics will also
be assessed. The information derived from this
analysis will be used to help determine the root
causes or contributing factors of crashes, and
effective recommendations.
 Environment/Quality - The bicycle environment
will be assessed using criteria from the Bicycle
Level of Traffic Stress (LTS) criteria from as
developed by Mekuria, et al. (2012) of the Mineta
Transportation Institute and reported in Low-Stress
Bicycling and Network Connectivity. LTS classifies
the street network into categories according to
the level of stress it causes cyclists, taking into
consideration a cyclist’s physical separation from
vehicular traffic, vehicular traffic speeds along
the roadway segment, number of travel lanes,
and factors related to intersection approaches
with dedicated right-turn lanes and unsignalized
crossings. The resulting depiction is a useful tool
to inform the project team, general public, and
decision makers of areas in need of improvement.

The quality of roadway segments and marked
crossing locations will be evaluated from the
pedestrian perspective using a performance
measure called Pedestrian Environment Score
(PES). PES classifies roadway segments and street
crossing legs into one of four categories: High,
Medium, Low, and Very Low, through inventory of
a robust selection of segment and street crossing
variables that may influence a pedestrian’s comfort
or safety, such as the presence of sidewalk,
separation from vehicular travel, lighting, posted
speed limit, type of traffic control, crossing
distance, curb ramps, and the presence of other
operational and physical features at the crossing
locations.

The baseline established during the existing
conditions phase can be used to measure and
evaluate the benefits of potential improvements,
providing quantifiable metrics to inform decision
making and/or prioritization.

A Plan Intended for Implementation – A major
strength of CRA is that our in-house staff consists
of transportation planners, traffic engineers,
design engineers, and urban designers focused on
implementation and constructability – not just lines
on a map. Our planners and engineers work together
in an integrated process to ensure the recommended
network is feasible and implementable and addresses
community members’ current and future needs.

Another key to implementation is funding. A variety
of federal, state, and regional funding sources exist
for safety improvements and active transportation
facilities. Our staff is well-in-tune with current grant requirements and factor that into our prioritization
processes.

CR Associates Staff Grant Writing Successes
2018-2023
Program Apps
Prepared
Apps
Awarded Funding
California ATP 26 15 $170M
Solutions for
Congested Corridors 2 2 $52M
SANDAG Smart
Growth and ATGP 9 9 $11.5M
Highway Safety
Improvement Program
(HSIP)
8 6 $9M
Affordable Housing
& Sustainable
Communities
3 3 $28M
Proposition 68 (SDRC) 2 2 $500k
Caltrans Sustainable
Transportation
Planning Program
4 3 $1.2M
Clean California 4 1 $6.8M
Other grants 12 4 $13.5M
Total 70 45 $292M
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Scope of Work
The following scope of work was developed to
address the deliverables and goals identified in the
Request for Qualifications (RFQ). We modified the
task organization presented in the RFQ to better
align with the flow of the project lifecycle, previously presented in our Planning Process graphic in the
Technical Approach section. We are confident the
following scope of work will lead to the successful
delivery of the City of Desert Hot Springs ATS&C
Plan and deliver a product that is reflective of the
community’s vision and goals.

Task 1 – Project Administration
TASK 1.1 PROJECT MANAGEMENT
PLAN
CRA will draft a Project Management Plan to
guide our team’s approach to leading the ATS&C
Plan. The Project Management Plan will confirm
leading staff roles, propose client communication
protocols and methods of project team coordination,
establish the work plan and schedule for tasks and
deliverables, detail quality assurance and quality
control approaches, and identify risks to completing
deliverables on time and within budget. The Project
Management Plan, once approved, will be regularly
referenced at the project team meetings (Task 1.2)
and amended as the team determines necessary.

TASK 1.2 PROJECT TEAM MEETINGS
Routine status meetings will ensure that work
on project tasks and deliverables is progressing
smoothly, help maintain CRA’s accountability to
project goals and schedule, and enable the project
team and City to collaboratively strategize and
prepare for engagement events and other project
milestones.

CRA will organize monthly virtual status meetings with
City staff over the duration of the project, beginning
with the project kick-off meeting shortly after
notice to proceed. In addition to providing a formal
introduction between City and project team, the
kick-off meeting will be used to discuss the Project
Management Plan content, identify communication
channels, and clarify needs and roles. CRA will also
present a data request memo, intended for discussion
at this meeting, to identify available or needed data
sources. The meeting will also provide an opportunity
for discussion of the project’s preliminary approach
to community engagement and elicit feedback into
the proposed activities, outreach methods, and input
tools.

CRA’s project manager and deputy project manager
will participate in the status meetings, while other
key members of the project team will participate
as necessary. CRA will prepare agendas and other
necessary materials for the meetings and provide
City staff meeting summary notes documenting any
decisions made and action items shortly after the
conclusion of each meeting.

TASK 1.3 INVOICING AND PROGRESS

REPORTS
CRA will prepare monthly invoices in accordance with
the City of Desert Hot Springs contracting and grant
requirements. A progress report will be submitted
with each invoice, documenting the progress
completed during the respective billing cycle.

Task 1 Deliverables
• Project Management Plan
• Project Team Meetings, including Kickoff, plus associated materials (agendas, summaries, etc.)
• Monthly invoices and progress reports
Task 2 – Existing Conditions and
Multimodal Needs Assessments
TASK 2.1 STATE, REGIONAL, AND

LOCAL AGENCY PLAN/POLICY REVIEW
With guidance from City staff, CRA will identify and
review written documents with any relevance to the
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local planning context of Desert Hot Springs, to
general SCAG and CVAG regional planning efforts,
or to ensuring coordination with nearby jurisdictions.

Such content may include adopted plans, previous
studies, entitlements of impending major projects,
initiatives, policies, programs and ordinances. A
strong command of relevant policy review will
provide more clarity for the identification of local
issues and needs and will ultimately better support
ATS&C Plan recommendations. This review will
focus intimately on the Safe Routes to Schools Plan
(2008), Active Transportation Plan (2016) as these are
documents the ATS&C Plan is meant to incorporate
and supersede. The review will also carefully examine
applicable topic areas from all elements in the City’s
recently adopted General Plan (2020). Review will
also closely assess local policies which are anticipated to be refined in the ATS&C Plan, such as the City’s
land use policies, development standards, and
transportation design guidelines.

Statewide plans and policies to be reviewed will
include the Streets and Highways Code, Caltrans’
Strategic Plan, California Transportation Plan 2050,
and the California State Bicycle and Pedestrian Plan.

The regional planning context will also be closely
examined, synthesizing relevant information from
SCAG’s Regional Transportation Plan/Sustainable
Communities Strategy (RTP/SCS), the CVAG Active
Transportation Plan, and regional Complete Streets,
Smart Cities/Mobility Innovations, and Sustainable
Communities policies or programs. Other documents
not mentioned here may also be identified for review
as this task gets underway.

A summary of all content reviewed will be
incorporated into later deliverables including the
Existing Conditions Report (Task 2.6) and ultimately
the draft and final ATS&C Plan.

2.2 INVENTORY AND DATA

COLLECTION
CRA will inventory and collect data crucial to
completing the Existing Conditions Report and
multimodal needs assessments that it was not able
to retrieve on its own or from the City. In the absence of available datasets, CRA will use a combination of
aerial imagery and field visits. Data identified for the Existing Conditions Report will include, but not be
limited to:
 Existing and planned bicycle facilities
 Bicycle parking
 Existing sidewalks and curb ramps
 Pedestrian crossings
 Collision data
 Posted speed limits
 Intersection traffic controls
 Roadway and right-of-way widths
 Existing and planned land uses
 Population and household characteristics
 Employment and commuting characteristics
 Bus stops locations
 Street lighting
CRA will also use Location-Based Services data
(otherwise known as “Big Data”) from its preferred
data source ReplicaHQ to help estimate walking and
bicycling activity, mode share, preferred routes and
origin-destination trip patterns in the City.

2.3 DEMOGRAPHICS AND EQUITY
CRA will map and summarize data from the most
recent American Community Survey five year estimate
to identify geographic concentrations of noteworthy
demographic or equity need characteristics in the
City. At a minimum, this task will analyze median
household income, household poverty rates, average
vehicle ownership per household, commute mode
share, youth and senior populations, and Black/
Indigenous/Persons of Color populations. This task
will also examine how the City scores in equity need
composite measures commonly used to award
preference in grants, such as CalEnviroScreen 4.0,
SB 535 Disadvantaged Communities, Environmental
Justice Screening Tool, and the Caltrans
Transportation Equity Index. The findings from this
task may be used as prioritization inputs and can
provide information to help inform future grant
pursuits.

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TASK 2.4 MULTIMODAL NEEDS

ASSESSMENTS

ACCESSIBILITY/CONNECTIVITY
CRA will measure and map accessibility from origins
citywide by walking, bicycling and transit modes
to employment and other key destinations using
their networks and their travel time assumptions.

Accessibility, which is the measure of destinations
reachable within a given travel time or distance,
is useful for understanding how both a city’s
transportation and its land use configurations are
performing.
*For example, shifting the
timetable of Sunline Transit
Route 3 by approximately 10
to 12 minutes would allow for a
timed transfer connection at Palm
Drive and Hacienda Avenue. By eliminating or
reducing lengthy transfer wait times (currently
more than 20 minutes), this would significantly
enhance the utility of this transfer location for
the eastern side of Desert Hot Springs without
an increase in operating frequency. The benefits
of this change can be demonstrated with
employment accessibility measures that would
show employment accessibility by transit city
under baseline conditions, and the improvement
that would result of this change.

Furthermore, transit to employment accessibility
measures can be used to solidify the city’s
understanding of its transit potential and better
inform strategic first/last mile investments.

The establishment of a well-timed transfer
at Palm Drive and Hacienda Avenue could
influence a change in the preferred mode of
access choice for many travelers trying to get
to southbound Routes 2 and 5 (shifting longer
walking and bicycling trips away from higher
risk areas to shorter walks to closer bus stops)
or can highlight the benefits first/last mile
improvements would bring to new locations.

Metro ATSP mapping
Under this task, CRA will measure accessibility
in a city under existing conditions, and help the
City set and define accessibility benchmarks for
key destinations such as parks, schools, and retail,
which will be used to assess need, influence project
development and to suggest potential refinements*
to transit service.

DEMAND
CRA will create a demand composite model for
the City by spatially overlaying different land use
and population datasets. The composite model
will approximate geographic areas of high origin
and destination concentrations (demand) using
key land uses or “attractors” of different weights
(as a proxy for destinations) and demographic data
obtained from the American Community Survey (as
a means for identifying concentrations of trip-takers)
or “generators”. The output will be used to inform
the wider needs analysis and may also be used as a
prioritization input (Task 4.3).

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SAFETY
CRA will analyze a period of five years (minimum)
of recent pedestrian and bicycle collision history
within the City, sourced from SWITRS. The collision
analysis will help identify prevailing safety issues, high collision locations, longitudinal trends, attributable
behaviors and common collision causes, and
potentially determine if any roadway user groups or
demographics are disproportionately represented
among the collisions. The findings will be presented
on collision maps and supporting tables and
information graphics and will be woven into the
report and deliverable narratives, where relevant.

The analysis will summarize the following attributes
by frequency:
 Intersection and segment locations
 Worst injury outcome
 Party at-fault
 Time-of-day/lighting conditions
 Primary Collision Factors and/or CA Vehicle Code
violations
Findings from collision analysis will be examined in
relationship to other technical analysis performed
as a part of this scope, including the accessibility
analysis, first/last mile needs, intermodal connectivity assessment and needs analysis of Task 3.

ONLINE GIS COLLISION VIEWER

AND TECHNICAL ASSISTANCE FOR

ONGOING MAINTENANCE
One helpful tool for examining safety issues during
the project and monitoring issues post-study can
be with an ArcGIS Online hosted citywide collisions
online web map, with capabilities to filter, visualize
and summarize the collision data by key attributes.

This is also a particularly helpful resource that enables City staff or project stakeholders without access to or without knowledge of GIS software an opportunity to
examine data and improve their participation in the
project.

CRA can set up a collision viewer web map with
an attractive interface for this project and provide
guidance to Desert Hot Springs on how to maintain
this resource and update on a periodic basis with new
records to assist with the City with post-study safety
monitoring.

ENVIRONMENT/QUALITY
CRA will assess the bicycling environment using
Bicycle Level of Traffic Stress (LTS) – a widely
accepted performance measure which categorizes
all roadways accessible to bicycling with a
score influenced by factors that would either be
GENERATORS + ATTRACTORS = DEMAND
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comfortable or hostile to bicycling. These include
a roadway’s posted speed, vehicular cross-section,
presence and width of bicycle facilities, and
intersection approach characteristics.

CRA will assess the pedestrian environment using
Pedestrian Environment Score (PES), a measure
with some structural similarities to LTS. The PES
measure categorizes walkways and street crossings
with a score influenced by factors that would either
be comfortable or hostile to walking. Scores are
assigned to both sides of the street based on
inventoried variables which include the roadway’s
posted speed, vehicular cross-section, presence and
width of sidewalk, horizontal separation from traffic,
presence/type of lighting, presence of physical traffic calming, and shade-producing landscaping. PES
also measures the environment of street crossings
based on inventoried variables which include crossing
length, type of traffic control, curb ramps, presence
of physical (high visibility crosswalks, pedestrian
refuges, curb extensions, etc.) or operational crossing enhancements (e.g., traffic signal enhancements).

Findings from these environmental quality
performance measures will inform the Existing
Conditions Report and needs assessments and will
influence project recommendations (Task 4.2).

FIRST/LAST MILE
CRA will identify deficiencies and needs at locations
in the vicinity of the City’s bus stops, to inform and
recommend projects that improve transit access,
particularly at the bus stops which are most heavily
used. The First/Last Mile needs assessment will
draw upon by findings from other tasks in this study,
which will have identified network gaps, locations
which have high travel stress and/or unpleasant
environments or that have been identified as
transportation safety trouble spots. Intermodal
Connections (following sub task) will also help bring
focus to stops with high usage potential, based
on potential demand and good accessibility to
employment, which may not otherwise have been
identified by boarding and alighting data.

Trip distribution to or from each bus stop will be
estimated using network analysis, to approximate
which streets segments and street crossing locations
potentially have the highest convergence to
help narrow specific locations within a bus stop’s
first/last mile area where to make improvement
recommendations.

Some bus stops along major streets like Palm
Drive and Pierson Boulevard can be inaccessible
to people on the other side when traffic-controlled
crossings are often spaced a quarter mile apart. New
potential crossings would improve access to bus
stops impacted by these conditions by eliminating
the circuity and detour needed to reach safe crossing
locations along such wide thoroughfares. The
benefits by recommendations such as new crossings
or connections can be demonstrated by quantifying
the increase in access from baseline conditions using
accessibility measures.

INTERMODAL CONNECTIONS
CRA will evaluate the characteristics of the City’s
public transportation stop infrastructure to identify
enhancements or amenities that could improve
access to transit by different transportation modes,
the quality and utility of bus transfers, and the general experience of using transit in the city. Conditions
at existing Desert Hot Springs bus stops will be
inventoried to determine if they have adequate
clearance space for ADA accessibility and meet
the amenity guidelines of Sunline Transit Agency’s
Transit Facilities Design Manual. Bus stops and their
summarized conditions will be displayed on a map
and incorporated into the narrative of the Needs
Analysis (Task 2.5).

TASK 2.5 NEEDS ANALYSIS SUMMARY
CRA will summarize the City’s transportation needs
distilling the most important findings from the
preceding technical evaluations. These analyses
included:
 Connectivity/Accessibility
 Demand
 Safety
 Environment/Quality
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 First/Last Mile
 Intermodal Connections
The Needs Analysis will include written narrative and
one or more map exhibits, with graphic icons and
callouts, to visually communicate issues and locations
that are either in need of improvement or represent
planning opportunities. The narrative and exhibit(s)
will be incorporated into the Existing Conditions
Report (Task 2.6) as a concluding chapter, and in the
ATS&C Plan document, as a summary of existing
conditions when the Plan was prepared.

TASK 2.6 EXISTING CONDITIONS
REPORT
CRA will summarize its thorough assessment of
existing conditions citywide into a report that will
weave collection and analysis of transportation and
land use data, field visits, demographics and equity
need, multimodal assessments and review of current
adopted plans and policies (collectively described in
more detail in Tasks 2.1 through 2.5) into a written
narrative. The analysis will evaluate the performance
and general state of the City’s pedestrian, bicycling,
and public transit modes. The task will also examine
the City’s existing land use patterns, zoning practices, development constraints, and similar related topics to
support development of recommendations pertaining
to what land use planning strategies Desert Hot
Springs can pursue to better enable or complement
sustainable transportation.

Task 2 Deliverables
• State, Regional, and Local Agency Plan/Policy
Review
• Data Collection and Inventory
• Needs Assessments and Analysis Summary
• Existing Conditions Report
Task 3 – Public Engagement
TASK 3.1 STAKEHOLDER

ENGAGEMENT PLAN
Support from the public and stakeholders will be
important to the success of the ATS&C Plan. To
ensure there is widespread community buy-in, they
need to be engaged and given a meaningful role in
shaping the Plan’s objectives and recommendations.

At the onset of the project, CRA will develop a
Stakeholder Engagement Plan with input from the
City, that will guide our team’s public outreach
approach during this project toward achieving those
ends.

The Stakeholder Engagement Plan will formalize the
strategies, objectives, methods and tools, which are
outlined in other sections of this scope of work, to
obtain substantive public input from a representative
cross-section of Desert Hot Springs. It will also
detail the efforts made to involve and be inclusive
of local politically and economically disadvantaged
social communities. The strategies proposed include
three public engagement events, a Stakeholder
Working Group, surveys, and use of communications
platforms and branding strategies to assist with plan
messaging.

TASK 3.2 CONDUCT COMMUNITY

OUTREACH
FACILITATION OF THREE (3) PUBLIC

ENGAGEMENT EVENTS
Three in-person public engagement events are
proposed over the course of the project, each
coinciding around significant phases of the project.

CRA will coordinate with the City and a Stakeholder
Working Group (described later in this task) to
identify the most appropriate setting and format to
conduct the engagement events. These can either
be standalone project workshops, or “pop-ups” that
are tied to standing community functions, meetings,
or activities which have existing audiences and
participants. Pop-ups can add great value to the
engagement process because it enables the project
to connect with a wider audience, and potentially
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receive meaningful input from a segment of the
public who would not have otherwise been interested
or able to participate in a standalone project
workshop. The CRA team will adequately staff each
event, including Spanish-capable facilitators. Printed
engagement materials will also include Spanish
translation. The events are proposed to be organized
around the following topics/project phases:
 Event 1: Visioning and Existing Conditions – The
initial workshop will be held during the existing
conditions phase of the project. It will serve
to introduce the public to the project. The
participants will be asked to help brainstorm
a community vision for the project, share their
priorities for the project and what they would
like to see this study accomplish. Additionally,
workshop participants will be asked to identify
locations and/or topics of concern as well as
opportunities for improvement.
 Event 2: Recommendation Brainstorming – The
second workshop will be held at the conclusion
of the existing conditions phase and onset of
recommendation development. The focus of this
workshop will be on potential recommendations
which may include site specific improvements,
general approaches, and goals and policies.
 Event 3: Draft Recommendations – The
third workshop will focus on discussing draft
recommendations, criteria for prioritizing
recommendations, and the proposed outline/
content of the ATS&C Plan. Input from workshop
participants will be used to help refine and
prioritize the recommendations.

The workshops will include a mix of display boards,
map exercises, comment cards, and presentations to
inform, educate, and engage participants. The CRA
team will prepare all meeting materials, including
summaries of the feedback collected.

FORMATION OF STAKEHOLDER

WORKING GROUP AND FACILITATION
OF THREE (3) MEETINGS
A Stakeholder Working Group will also be established
to leverage the involvement of valued community
interests in the development of the ATS&C Plan.

Participants in the working group will be targeted
to ensure representation from relevant City
departments, Desert Hot Springs Police Department,
Palm Springs Unified School District, the business
community, residents, transportation advocates,
and community-based organizations, among other
potential participants. The Stakeholder Working
Group meetings should ideally be scheduled to align
with the staging of the three public engagement
events with each meeting covering the same topics
as the engagement events: existing conditions,
recommendation brainstorming, and draft
recommendations. The Stakeholder Working Group
will also provide a review of major draft deliverables.

The three Stakeholder Working Group meetings will
be conducted virtually and can be scheduled ahead
of each respective workshop, and function as a dry
run and a focus group for the programming of the
workshops.

TASK 3.3 PROJECT WEBSITE, SOCIAL

MEDIA INTERACTIVE TOWN HALL,

OUTREACH SURVEYS

PROJECT WEBSITE
To help disseminate information about the ATS&C
Plan and encourage community participation, CRA
will create a project webpage which will be hosted
on the City’s official website. CRA will furnish the
webpage’s content and update the site on a regular
basis. Content will include event and milestone
announcements, and a project description, schedule,
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draft deliverables, and opportunities to get involved
in the project. It will also be a mechanism to soliciting public input such through hosted project surveys,
and an interactive map platform for public comment
feedback (e.g., ArcGIS Online, Social Pinpoint,
etc.), which enables community members to leave
placemarks on locations with comments pointing
to issues and/or making project suggestions. The
webpage’s aesthetics will be designed to feature and
accentuate the branding developed for the project.

SOCIAL MEDIA CONTENT AND INTERACTIVE

TOWN HALL EVENT
CRA will also create project-related content on a
regular basis to be disseminated on the City’s social
media platforms. City Staff will be provided with
drafts of the social media posts, and a suggested
schedule for when to run posts. Social media will
be used to publicize the project to the community,
advertise engagement opportunities, and notify when
draft deliverables are available for review/comment.

Posts will be made a minimum of once a month for
the duration of the project. Posts will be visually
appealing, leveraging the branding developed for the
project, informational, and provided in both English
and Spanish. CRA will also help the City plan and
host a Town Hall style event to serve as a live, online engagement opportunity.

THREE (3) PUBLIC OUTREACH SURVEYS
CRA will develop three (3) survey questionnaires
over the course of the project to gain a better
understanding of local respondents travel behavior
and to gauge their perception of mobility needs,
safety issues, and project preferences. Each survey
will be released to coincide with one of the three
public engagement events (Task 3.2) and feature
questions related to the topical content of the event.

The surveys will be hosted on the project website.

Attendees of the public events will be encouraged
to take the survey. Stakeholder Working Group
participants will be encouraged to share the survey
with their contacts and circles. The surveys will also
be promoted through social media posts.

PROJECT BRANDING
CRA’s graphic designer will create visually engaging
branding, consisting of a project logo and color
palette, to enhance project recognition and
resonance. Inspiration for the branding may
incorporate symbols of the City’s transportation
vision, or famous features of the City and surrounding
region such as its mineral water spas, modernist
architecture, desert landscapes and flora, or its
mountain viewscapes. Materials using project
branding will include web and print project content,
promotional items, and posters.

TASK 3.4: PUBLIC

ENGAGEMENT REPORT
CRA will develop a public engagement
report that provides detailed documentation of
all outreach efforts and notification tactics, and
summarizes workshop highlights, and raw input from
all activities. The report will be incorporated as a
chapter into the ATS&C Plan.

Task 3 Deliverables
• Stakeholder Engagement Plan
• Three (3) public workshops
• One (1) public meeting
• Formation of Stakeholder Working Group and
three (3) virtual meetings
• Project website
• Social media content and Town Hall event
• Three (3) public outreach surveys
• Project branding
• Public Engagement Report
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Task 4: Recommendation
Development & Implementation
TASK 4.1: GOALS & POLICY

DEVELOPMENT
CRA will collaborate with Stakeholder Working
Group, various City departments and draw upon
insights from its visioning exercise with the public
(Engagement Event 1) to establish goals reflective of
the desired conditions or outcomes in the city that
the ATS&C Plan ought to help achieve. The goals
will be supported by policies or strategies that will
serve as the incremental steps for working towards
each goal. This task will also provide an outlet for the project team to calibrate the City’s land use policies, development standards, and economic development
policies to better complement the goals of the
ATS&C Plan. The goals and policies will be submitted
to the City in a memo format for up to two (2) rounds
of review and comment.

TASK 4.2:RECOMMENDATIONS

BIKEWAY RECOMMENDATIONS
The CRA team will recommend bicycle facility
types suitable for various roadway environments,
considering the findings from previous tasks and input
from the Stakeholder Working Group, community
input, and City staff. Network recommendations will
closely consider posted speed limits, collision history, the presence of or need for on-street parking, and
other roadway space opportunities or limitations.

Proposed bicycle network recommendations will
also consider connectivity to existing and planned
facilities, key destinations, and neighboring cities, and first- and last-mile connections to transit. The planned bicycle network will be displayed on a map and a
table identifying individual project segments.

PEDESTRIAN INFRASTRUCTURE

RECOMMENDATIONS
The CRA team will recommend pedestrian facility
recommendations suitable to the surrounding
land use context, considering the findings from
previous tasks and input from the Stakeholder
Working Group, community input, and City staff.

Types of recommendations will infrastructure such
as sidewalks, safe crossings, curb ramps, and/
or enhancements to the streetscape to improve
the walking environment (improved lighting,
wider separation from traffic, street trees, etc.) All
pedestrian improvement recommendations will be
displayed on a map and a table.

SUPPORTING PROGRAMS
The ATS&C Plan will also provide supporting program
recommendations. The programs will be developed
in collaboration with project stakeholders and serve
to provide the City with methods to encouragement
programs, improve pedestrian and bicycle safety,
increase motorist awareness and promote safe
walking and bicycling practices. Recommended
programs will be presented in a memo for staff
review.

TASK 4.3: PRIORITIZATION
A prioritization process will be developed in
consultation with City staff to objectively rank the
identified infrastructure recommendations. Potential
prioritization criteria may include variables such
as collision history, accessibility improvement (the
change in accessibility attributable to a project
relative to baseline accessibility measures calculated
in Task 2.4) proximity to schools, parks, and transit
stops, estimated cost, ease of implementation, public
input, and alignment with grant criteria. The scoring
inputs will be summarized in table format with a map
depicting the results.

The prioritization results and input from City staff
will be used to assign timeframes (near-term and
long-term) for the implementation of each project.

Additionally, the highest ranking ten (10) projects will be advanced for project sheet development.

TASK 4.4: PROJECT SHEETS AND COST

ESTIMATES
The CRA team will develop project sheets for up to
ten (10) high priority projects. Each sheet will include:
 Project description, including location, limits,
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components, and potential implementation
obstacles
 Project overview map indicating extents
 Conceptual image (either plan view, cross-section,
three-dimensional graphic, or photo simulation)
 Cost estimate
CRA will prepare detailed preliminary Opinion of
Probable Construction Costs (OPCC) for each high
priority project. The preliminary OPCCs are based
on quantity takeoffs from the conceptual design and
reflect current unit prices. The preliminary OPCCs will identify the design items, unit prices, contingencies,
and overall estimated cost.
effectiveness (e.g., changes in collisions, facility
usage, etc.) will be outlined.

Task 4 Deliverables
• Goals and Policies memo
• Project and program recommendations
• Prioritization framework
• Ten (10) priority project sheets with cost
estimates
• Implementation strategy summarizing
potential funding opportunities, maintenance
needs and monitoring activities
Task 5 – Draft Plan
TASK 5.1: PREPARE DRAFT ACTIVE

TRANSPORTATION SAFETY AND

CONNECTIVITY PLAN
CRA will prepare a draft report for the ATS&C Plan
with oversight from the City. The report will be
designed to be an encompassing framework for
the City’s sustainable transportation and land use
planning policies. It will provide recommended
updates to the City’s land use policies, development
standards, and transportation design guidelines and
articulate strategies for Complete Streets and First/
Last Mile access. The Plan will also integrate and give refining updates to the City’s previously adopted
Active Transportation Plan and Safe Routes to Schools
Plan, bringing them to a contemporary standard while
maintaining their past desirable elements.

The report will summarize the methods of public
engagement used and the qualitative feedback the
efforts yielded. The report will analyze social equity, documenting how politically and economically
disadvantaged populations generally experience
the transportation system and access to opportunity
in the City, and how they were engaged for public
feedback in the making of the Plan.

Wildomar Active Transportation Plan: sample project sheet 96 Wildomar Active Transportation Plan
#1 Bike Project – Sedco Boulevard Bike Lanes & Roundabouts Class II bike lanes are planned along Sedco Boulevard between Mission Trail and Lakeview Terrace. The Sedco Boulevard bike lanes will connect to planned bike lanes along Lakeview Terrace, Wildomar Road, and Mission Trail. Roundabouts are planned at the Sedco Boulevard intersections with Crescent Avenue, Wildomar Road, and Lakeview Terrace to encourage slower traf c speeds and further support multi-modal mobility. Bike lane implementation can occur by removing the wide median and restriping the roadway, while retaining on-street parking.

Extents Mission Trail to Lakeview
Terrace
Mileage 0.19
Features Class II Bike Lane,
Roundabouts, Crosswalks
Rank / Score #1 (16 points)
Cost Estimate $5,818,260

CONCEPTUAL PLAN VIEW
0 50 100 °

SEDCO BLVD

CRESCENT AVEWILDOMAR RD

CROSSWALK

ROUNDABOUT

BIKE LANE

CONCEPTUAL CROSS-SECTION
TASK 4.5: IMPLEMENTATION STRATEGY
An implementation strategy will be prepared to
support next steps following adoption of the ATS&C
Plan. It will include a matrix of funding sources to
aid in the pursuit of grant funding to realize the
infrastructure and programmatic recommendations.

The matrix will include an overview of improvement
types eligible, potential matching percentages, and
associated criteria and requirements from the most
recent grant cycles.

The strategy will also detail potential maintenance
needs and long-term maintenance costs associated
with the recommendations. A process for monitoring
implementation of the recommendations and their
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The preceding analytical tasks, policy review and
feedback from the public engagement process will
have clarified the City’s needs, opportunities and
constraints, thereby informing essential project
recommendations. These recommendations will be
feasible/shovel-ready projects that improve walking,
bicycling and transit, and which complement the
City’s future land use changes. They will be bundled
into an implementation framework, that will phase
and prioritize projects through the City’s Capital
Improvement Program.

TASK 5.2: DRAFT ACTIVE

TRANSPORTATION SAFETY AND

CONNECTIVITY PLAN REVIEW PERIOD
CRA will make the draft ATS&C Plan available
for public review to enable the public sufficient
opportunity to review the report and provide
feedback. During this period, the draft report will
be hosted on the project website, which will also
provide an outlet for the public to submit comments.

The feedback period will culminate in a Planning
Commission meeting (described in Task 6.1), where
the public will receive an opportunity and alternative
method to provide feedback than written comments.

The public will be informed of the review period and
the scheduling of the Planning Commission meeting,
review instructions and the comment deadline
through a variety of communication methods.

Methods will include emails to project stakeholders,
project mailing list subscribers, announcements
through the City’s social media and other
communications platforms, and a press release which
can be disseminated to local print media. Stakeholder
Working Group participants will also be encouraged
to spread the message of the Plan and review period
within their respective audience circles.

TASK 5.3 REVISIONS TO ACTIVE

TRANSPORTATION SAFETY AND

CONNECTIVITY PLAN
Upon conclusion of the period of public review, CRA
and City staff will assess comments and feedback
received from the public and incorporate revisions to
the draft plan, as appropriate. All feedback received
from the public will be documented with transparency
and will receive a consultant team response.

Task 5 Deliverables
• Draft ATS&C Plan
• Draft Plan public review period
• Draft ATS&C Plan revisions (tentative Final
Plan)
Task 6 – Final Plan and Adoption
TASK 6.1 PLANNING COMMISSION

PUBLIC MEETING
CRA will support the development of a PowerPoint
presentation and other materials intended for
presentation of the draft plan to Desert Hot Springs
Planning Commission. CRA will also notify the
public of the Planning Commission through its
communications platforms meeting and invite them
to attend if they would like to provide comments to
the Plan in an open setting. CRA’s project manager
will attend the Planning Commission meeting,
assist City staff in the presentation, answer technical questions, and address or resolve any critical
comments raised by Planning Commission or public
attendees to refine the tentative Final Plan.

TASK 6.2 COUNCIL REVIEW AND

APPROVAL
CRA will support the development of a PowerPoint
presentation and other materials intended for
presentation of the tentative Final Plan to Desert
Hot Springs City Council. CRA’s project manager will
attend the City Council meeting, assist City staff in
the presentation, answer technical questions, and
address or resolve any critical comments raised by
Council to aid the approval process.

Item Number: 7.

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TASK 6.3 DELIVERY OF FINAL PLAN TO

CALTRANS AND CLOSEOUT AUDIT
Upon City Council approval of the tentative Final
Plan, CRA will submit the final version of the Plan and any related documents, files and datasets to the City’s project manager and complete any other outstanding
or requested project closeout procedures. The final
plan will then be submitted to Caltrans by the City.

Task 6 Deliverables
• Attendance at one (1) Planning Commission
meeting in support of Plan approval, plus
associated materials (agendas, PowerPoint
presentation, summaries, etc.)
• Attendance at one (1) City Council meeting
in support of Plan approval, plus associated
materials (agendas, PowerPoint presentation,
summaries, etc.)
• Submittal of Final Plan and related
documents, files and datasets
• Project closeout
Item Number: 7.