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CHAPTER 2.04
ROLES AND RESPONSIBILITES OF COUNCIL MEMBERS
Sections:
2.04.010 Overview.
2.04.020 Expectations of Newly Elected Council Members
2.04.030 Expectations of Mayor
2.04.010 OVERVIEW.
All Members of the Council, including those serving as Mayor and Ma yor Pro Tem, have equal votes. No Council Member has more power than any other Council Member, and all should be treated with equal respect.
Council Members are expected to:
Fully participate in Council meetings and other public forums while demonstrating respect, consideration, and courtesy to all.
Prepare in advance of Council meetings and be familiar with issues on the agenda.
Be respectful of other people’s time, stay focused and act efficiently during public meetings.
Represent the City at ceremonial functions at the request of the Mayor (provided that any Council Member may attend).
Provide contact information to the Council’s Executive Assistant in case an emergency or urgent situation arises while the Council member is out of town.
Participate in scheduled activities to increase team effectiveness.
2.04.020 EXPECTATIONS OF NEWLY ELECTED COUNCIL MEMBERS.
Newly elected Council Members are expected to attend multiple on-boarding sessions with the City Manager, City Attorney, Department Heads, and other relevant stakeholders to be fully briefed on current matters being considered by the City Council and to better understand your role and responsibilities as a new Council Member . The onboarding will include an introduction on operations and management of each City Department, current development projects, briefings on all pending legal matters and ongoing Closed Session discussions (e.g., memorandums, reports, and notes), review of important and relevant governance documents (e.g., City Charter, City Council Policy Manual, Indian Wells Municipal Code, financial documents, Brown Act, and other Formatted: Font: 12 pt
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pertinent records and materials) , and presentations on various City processes and protocols .
Newly elected Council Members will also be encouraged to attend various conferences to assist newly elected Council Members be more successful in their new role (e.g., League of California Cities).
2.04.030 EXPECTATIONS OF THE MAYOR.
Council Members expectations of the Mayor are as follows:
▪ As presiding officer, maintains order, decorum, and the fair and equitable treatment of all speakers in front of the Council.
▪ Keeps discussion and questions focused on the specific agenda item under consideration. ▪ Makes parliamentary ruling with advice from the City Attorney. Chair rulings may be overturned if a Council Member makes a motion as an individual and the majority of the Council votes to overrule the chair.
▪ Leads the Council into an effective, cohesive working team. ▪ Determines theme and venue for annual State of the City event. ▪ Recommends Council ad-hoc committees and Members, as appropriate, for formal Council approval at a City Council meeting.
▪ Serves as the liaison between the Council and the City Manager and City Attorney regarding employee relations.
▪ Serves as the official City delegate to the League of Cities annual conference. ▪ The Council may designate the Mayor to administer counseling, verbal reprimands and written warning to commission, committee or board members, and call for investigations of commission, committee, or board member conduct.
2.04.040 COUNCIL LEADERSHIP EXPECTATIONS.
In the absence of the Mayor, the Mayor Pro Tem is authorized to fulfill the duties and responsibilities of the Mayor. As such, the Mayor and Mayor Pro Tem serve leadership roles on the City Council. This includes presiding over City Council meetings, attend ing community events as a representative of the City, and receive status reports and updates on City Council directed goals. Information shared with the Mayor and Mayor Pro Tem is to be shared equally with all Council Members.
CHAPTER 2.05
COUNCIL COMMUNICATION
Sections:
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2.05.010 Overview
2.05.020 E-mail
2.05.030 Ex Parte Communication
2.05.040 Election Period Prohibition
2.05.010 OVERVIEW.
The most fundamental role of a Council Member is communication with the public to assess community opinions and needs, and with staff to provide policy direction. Because the Council performs as a body (that is, acting based on the will of the majority as opposed to individuals), it is important that general guidelines be understood when speaking as a Council Member. Equally important, when Council Members are expressing personal views and not those of the Council, the public should be so advised.
Any writing including but not limited to letters, memoranda, and any electronic communications (email, text, tweets, etc.) involving Council Members, the subject of which relates to the conduct of government or the performance of any governmental function, with a few exceptions as outlined in the Public Records Act, are public records. As such, the public or media can request disclosure of such communications by filing a records request with the City Clerk’s office.
2.05.020 EMAIL.
Avoiding Serial Meetings: While email facilitates efficient communication between Council Members and City staff, the use of email also raises important legal issues to which Council Members must pay special attention.
“The Brown Act provides that ‘[a] majority of the members of a legislative body shall not, outside a meeting ... use a series of communications of any kind, directly or through intermediaries, to discuss, deliberate, or take action on any item of business that is within the subject matter jurisdiction of the legislative body.’” (Open & Public V: A Guide to the Ralph M. Brown Act, p. 21, emphasis added.) Note that the terms discuss, deliberate, and take action each requires a dialogue or joint action. “A unilateral written communication to the legislative body … does not violate the Brown Act.” (Ibid., p. 22, emphasis added.)
Therefore, Council Members must be especially careful when communicating by email because the ease of using the “reply all” button may inadvertently result in a Brown Act violation. (The violation occurs not with the initial unilateral communication from one Council member to others on the Council, but in the response, when it becomes discussion or deliberation.) Therefore, as a best practice, Council Members should not email more than one of their colleagues either as direct recipients or as “CC” recipients. Should a Council Member inadvertently include multiple colleagues as direct or “CC” recipients, the sender may follow up with a brief email, by “BCC” to the recipient members, acknowledging the mistake and warning them not to “Reply to All.”
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Council Members are encouraged to contact the Fair Political Practices Commissions in the case of serious violations.
Personal Views: Using a City email account to express personal views without identifying them as such can cause confusion . To avoid potential confusion that that might cause, Members of the Council should include the following disclaimer when using a City email account to send communications that express personal views:
• The views expressed in this email are those of the sender alone, acting and communicating individually. They do not necessarily represent the official views of the City of Indian Wells.
2.05.030 EX PARTE COMMUNICATIONS
An ex parte communication is a written or oral communication between a Council Member and an interested individual concerning any issue in a formal proceeding other than procedural matters that does not occur in a public forum. It is the duty of each Council Member to publicly disclose ex parte communications that are relevant to a matter under consideration by the Council.
2.05.040 ELECTION COMMUNICATIONS
If the Mayor, Mayor Pro Tem, or Council member are seeking re-election, and are engaged in their City Council roles, they should not be placing photos or likenesses in City buildings during the election period, which is sixty (60) days prior to Election Day. An unfair advantage over the other candidates may be perceived.
The City of Indian Wells is committed to open, honest communication with residents, businesses, City employees, and visitors. The City’s communication procedures provide best-practice guidance to City staff about communication activities during an election.
Within the sixty (60) calendar days preceding a general or special municipal election scheduled to occur in the City, no written newsletter or similar communication request made by the Council, any individual Council Member, or any candidate for City Council at the upcoming election, shall be issued by the City staff to City residents, in either physical or electronic form . Examples of said communication include letters from the Mayor.
Notwithstanding the above, communications related to emergency notifications, development and planning of programs, and services necessary to the successful completion and implementation of these activities are a priority to the City and shall continue during the election period. To that end, during the sixty (60) calendar day pre-election period, the City Manager, or his or her designee, may issue the following to City residents:
1) Any communication issued by the City to a City resident in the normal course of City business; including bills or charges for City services, reservations of City facilities, monthly
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police activity reports, notifications of special events or other promotional programs (e.g., Coffee with a Cop, Shred Event, Resident Celebrations, etc.), calls for City services, agendas and legal notices, provided that no content is included within the communication at the request of the City Council, any individual Council Member or any candidate for City Council at the upcoming election; or
2) An edition of the City’s quarterly newsletter, provided it is published in accordance with the City’s regular publication schedule and procedure and no content is included within the newsletter at the request of the City Council, any individual Council Mem ber, or any candidate for City Council at the upcoming election; or 3) A communication to inform City residents about an emergency or time-sensitive matter if, in the City Manager’s judgment:
a) Because of the emergency or time sensitivity, issuance of the communication cannot be delayed until after the election; and
b) The emergency/time sensitive communication is not being issued, in whole or in part, at the request of the City Council, any individual Council member or any candidate for City Council at the upcoming election.
This policy does not prohibit the City from issuing any written communication to City residents outside of the sixty (60) calendar day pre-election period, provided the communication otherwise complies with applicable law.
This policy does not apply to any written communication issued by public agencies outside of the City, campaign committees, private individuals or by private organizations . However, privately funded communication issued during a pending election may be regulated by the California Political Reform Act and authors are directed to consult the Act for more information.
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CHAPTER 2.06
USE OF CITY PERSONNEL, EQUIPMENT OR RESOURCES
Sections:
2.06.010 Overview.
2.06.020 Non-City Business.
2.06.030 City Manager Authorization.
2.06.040 Individual Council Member’s Request.
2.06.050 Council Business.
2.06.010 OVERVIEW.
The City has many complex services, programs and projects being carried out at the direction of the Council. The orderly management and control of these programs, and projects are essential to the effective and efficient accomplishment of these efforts. The Council’s role is to provide policy direction and the City Manager is to organize and carry out the policies. Effective management and control require the Council and professional staff to maintain their needed roles. The following rules and procedures are designed to help assure the clear direction and efficiency of City operations.
2.06.020 NON-CITY BUSINESS.
State law prohibits the use of City personnel for any personal use or personal business activity not related to City business by any elected or appointed official.
2.06.030 CITY MANAGER AUTHORIZATION.
The use of City personnel for outside activities related to City business, such as JPA's or community groups, by an individual Council Member shall be authorized by the City Manager, and at his discretion, by the Council. Prior to volunteering or encouraging the use of staff for an issue of a Council committee, ad hoc committee, neighborhood meeting, regional board, or the board of another jurisdiction, a Council Member will confer with the City Manager, the latter of whom shall determine if it conforms to Council policy or if it is necessary to present the request for staff use to the Council at a City Council meeting.
2.06.040 INDIVIDUAL COUNCIL MEMBER’S REQUEST.
Council Members shall make their requests for services or information to the City Manager and not directly to individual member of the City staff, Golf Resort Staff, and City partners. The use of City staff to respond to an individual Council member’s requests for any purpose that exceeds more than two hours of total staff time must be approved by the majority vote of the Council. The individual Council member may make their request orally or in writing to the City Manager. The
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City Manager shall provide an estimate of the cost and how the request affects the Council’s goals and projects. This request will then be considered by the Council at a City Council meeting.
2.06.050 COUNCIL BUSINESS.
All communication with the City, the Council or individual Council Members shall be considered the business of the City Any response by an individual Council member shall be identified as an individual response and not reflective of any position of the City or the Council.
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CHAPTER 2.07
CODE OF ETHICS AND CONFLICT OF INTERST
Sections:
2.07.010 AB 1234 Ethics Training.
2.07.020 Political Reform Act.
2.07.030 Identifying Conflicts.
2.07.040 Nepotism.
2.07.010 AB 1234 ETHICS TRAINING.
The Council is subject to a professional code of ethics trainings. City officials are required to be impartial and responsible in the fulfillment of their duties. State law (California Government Code 53235, et seq.) requires public officials to complete two hours of training in ethics principles and laws every two years.
Council Member compliance with the required state law trainings will be reviewed and reported annually at a regular meeting of the Council. Council Members are required to stay compliant during their time on the Council. Council Members that are not in compliance at the annual review must complete the training within 30 days after the review and must report on the completion at a subsequent meeting of the Council. A persistent violation of the statutory ethics -training requirement can result in the removal of Council member assignments.
2.07.020 POLITICAL REFORM ACT; CONFLICT OF INTEREST.
The Political Reform Act of 1974 (“PRA”) is the principal law in California governing conflicts of interest for public officials. The Fair Political Practices Commission (“FPPC”) is the state agency that administers the PRA, issues regulations, gives conflict advice, and enforces the rules.
The PRA prohibits public officials from making, participating in the making, or in any attempting to use their official position to influence a decision in which they know or have reason to know they have a financial interest. The City Attorney encourages each Council member to contact the City Attorney with any questions regarding the application of these laws. If the determination is that there is a conflict of interest, the Council member shall abstain from any participation in the decision.
City officials should avoid the appearance of conflicts of interest to ensure that City decisions are made in an independent and impartial manner. Every elected official, officer, appointee, employee, consultant, or contract personnel of the City shall disclose completely the nature and extent of any interest, direct or indirect, which conflicts with his/her responsibility or duty.
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2.07.030 IDENTIFYING CONFLICTS.
It is the responsibility of each Council Member to identify, disclose and declare his or her conflict before the matter is heard by the Council. If possible, the conflicted Council member should notify the City Clerk’s office prior to the Council meeting a t which the matter will be heard to ensure the presence of a quorum. The City Clerk’s office assists only in the filing of conflict-of- interest forms and does not provide any interpretations of the FFPC regulations.
2.07.040 NEPOTISM.
The Council’s appointment of relatives to a City Commission, Committee, or Board or any City employee’s hiring, promoting, or transferring of a relative may cause conflicts of interest and serve as the basis for complaints concerning disparate treatment an d favoritism as well as violations of the state’s Ethics statute. In addition, no Council shall use his or her position as a City Council to obtain or provide information, access, or anything else of value with the intent or effect of benefiting his or her relative, where such benefit is not available to the public generally.
(a) City Committee, Commissions, and Boards:
The City Council shall not appoint any relatives to City Committee, Commissions and Boards.
Such appointments have the potential for adversely impacting the safety, security, morale or efficiency of the City Council, its professional responsibilities, or t he smooth functioning of the legislative body, by creating an actual or potential conflict of interest, or the appearance of a conflict of interest. To protect the Council against such conflicts and complaints, and to provide for the ethical and legally consistent treatment of individuals with relatives seeking appointment by the City Council, such appointments are prohibited. To the extent relatives of Council Members appointed prior to the adoption of this policy, shall vacate their position upon the Council assuming office. If any existing member of a City Commission, Committee, or Board, who’s relative as defined above, is hereafter elected to the City Council, the member of the City Commission, Committee, or Board, shall resign his or her position upon the assumption of office by the relative Council member.
(b) Council Relatives
In addition, it shall be the policy of the City that relatives of elected and appointed officials, department heads, and any other City employee shall not be hired, promoted, or transferred into positions in which one relative may supervise, directly 2 or indirectly3, any other relative, or work in a capacity which would allow an employee to evaluate or control the terms, conditions,
2 Defined as when one employee is responsible for the day-to-day supervision and direction of another employee.
The direct supervisor is the person who assigns, prioritizes, and evaluates the employee’s work. 3 Defined as when a relative is hired, promoted, or transferred into the chain of command of another relative, and one of the individuals has management or supervisory responsibilities in the division or section in which both would work even if the relative would not directly supervise or interact with the newly hired, promoted, or transferred employee.
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or performance circumstances of employment of a relative. This prohibition shall apply to all full and part-time regular employees, elected and appointed officials, all temporary employees, and all individuals working for the City through a temporary services agency.
For purposes of this policy, “relative” shall be defined by blood or marriage or registered domestic partnership4 to include the following:
Spouse5, Child/Stepchild, Parent/Stepparent, Grandparent, Grandchild, Brother/Sister Stepbrother/Stepsister, Aunt/Uncle, Niece/Nephew, Parent-in-law, Brother-in-law/Sister-in-law, Legal guardian, Person with whom one is a Bona Fide Dating Relationship6 Relatives shall also include persons who fall into the above categories by a previous marriage, adoption, half-relatives, and step-relatives.
In the employment context, the employee is responsible for immediately notifying his or her department head of an impending or existing relationship covered under this policy with another employee with the same department, or with an appointed or elected o fficial of the City. In the case of reporting by the City Manager or City Attorney, he or she shall report directly to the City Council. The department head shall report directly to the City Manager. Failure to promptly notify the department head of an imp ending or existing relationship as defined under this policy may be grounds for disciplinary action, up to and including termination, or disqualification from employment or promotion.
Except in the case of a potential violation of this policy by the City Manager or the City Attorney, the City Manager shall determine whether the employment, promotion, or transfer of an employee has the potential for creating an adverse impact on supervis ion, safety, security, morale, or involves potential conflicts of interest. If the City Manager determines that such potential does exist, the Human Resources Director in consultation with the affected employee(s) will attempt to resolve the situation thro ugh the transfer of one or both employees to alleviate the conflict. If accommodations are not feasible, the Human Resources Director in consultation with the affected employee(s) will determine which employee must resign to resolve the conflict.
The City reserves the right to exercise appropriate managerial judgement to take such actions as may be necessary to achieve the intent of this policy. The City reserves the right to vary from the outlined in this policy to address unusual circumstances on a case-by-case basis.
4 As defined in California Family Code § 297.
5 As defined in Family Code § 300.
5 As used in CCR, Title 2, Division 6, § 18942(18)(A).
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CHAPTER 2.08
PRESS RELATIONS
Sections:
2.08.010 Official Position of the City.
2.08.020 Press Releases.
2.08.030 Dealing with the Media.
2.08.040 Council Members Speaking on Their Own Behalf.
2.08.010 OFFICIAL POSITION OF THE CITY.
In responding to inquiries from the media, the Council shall represent the official position of the City and shall limit their comments to stating the facts and circumstances, without per sonal opinions or conclusions.
2.08.020 PRESS RELEASES.
All press releases pertaining to the City, or the Council shall be issued on City letterhead on behalf of the entire Council. Press releases pertaining to the City or the Council can be released by the Mayor with prior authorization from the Council acting at a City Council meeting. The City Manager, or designee, is authorized to make press releases pertaining to City activities and events of public importance as he determines necessary and appropriate to keep the public informed. When the City issues a press release, the Mayor is consulted in terms of any Counci l Member quotes or references. All press releases shall immediately be distributed to the Council.
2.08.030 DEALING WITH THE MEDIA.
When dealing with members of the media, it is usually the Mayor who represents the position and interest of the Council. When the City Manager or department heads are contacted, they will express the position of the Council. Council Members, the City Manager and department heads are authorized to respond to the media.
2.08.040 COUNCIL MEMBERS SPEAKING ON THEIR OWN BEHALF.
The Council maintains open lines of communication with the media providing any Council Member the ability to speak with the media on issues. When speaking to the media, the Council Member will clarify whether they are speaking on behalf of the Council or themselves. No member shall hold themselves out as representing or speaking on behalf of the Council on any matter unless, prior thereto, the Council by majority vote taken during a duly noticed Council meeting, has authorized said member to act and/or speak on behalf of the entire Council. If a Council Member does not feel knowledgeable about an issue when questioned by the med ia, they should direct the member of the media to the City Manager or designee. It is recommended that Council Members advise the City Manager when media contact occurs.
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CHAPTER 2.09
CIVILITY GUIDELINES
Sections:
2.09.010 Overview.
2.09.020 Commitment to Civil Behavior.
2.09.030 Pledge of Civility.
2.09.040 Council Conduct and Relationship with Electors.
2.09.050 Council Member Conflicts.
2.09.010 OVERVIEW.
City officials are obligated to uphold the Constitution of the United States and the Constitution of the State of California and to comply with Federal, State, and local laws and City policies.
Recognizing the special responsibilities of serving the City and its citizens and customers, Council Members are required to maintain the highest standards of integrity and honesty, and they are expected to treat all members of the public and fellow City employees with respect, courtesy, concern, and responsiveness. The conduct of the Council in both their official and private affairs should be above reproach to assure that their City position is not used for personal gain.
2.09.020 COMMITMENT TO CIVIL BEHAVIOR.
The Council commits to civil behavior by maintaining a cohesive, productive working environment by:
1. Supporting the City's mission.
2. Bringing City issues to the attention of the Council as appropriate for discussion.
3. Offering alternative solution(s) when addressing a problem or issue.
4. Showing respect to each other as elected officials.
5. Showing respect toward City staff.
6. Promoting civility during Council meetings.
7. Maintaining the confidentiality of material discussed during closed session. Similarly, not disclosing the content or substance of confidential or privileged communications relating to City business.
8. Bringing any matter of criticism, disagreement, or conflict with a staff member(s) to the City Manager for resolution.
2.09.030 PLEDGE OF CIVILITY.
The manner in which we govern ourselves is often as important as the positions we take.
The City’s collective decisions will be better – and truer to our mission – when differing views have had the opportunity to be fully vetted and considered.
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All those who appear before the Council have the right to be treated with respect, courtesy, and openness. The City values all input.
2.09.040 COUNCIL CONDUCT AND RELATIONSHIP TO ELECTORS.
The people elect Council Members to serve as representatives of all the people. Authority and responsibility for legislative enactments are vested in the Council. California follows the Council type of government where it is the function of the representatives to do that which in their best judgments is proper. California does not follow the "Town Meeting" type of government where the people legislate.
The responsibility of making decisions is not easy nor without its problems, but it is the responsibility of Council Members to vote and decide issues, regardless of personal hesitation. The purpose of government is to balance legally, fairly, and without favor the limitations, restrictions, or losses that are to be placed upon the individual or several individuals against the good, the benefit, or welfare of or to a majority of the people.
The electors have delegated to the Council the right, the power, and the duty to act; the same electors have reserved to themselves the rights of 1) petition, 2) election, 3) recall, 4) referendum, 5) initiative and 6) litigation.
2.09.050 COUNCIL MEMBER CONFLICTS.
This policy manual applies only to sitting Council Members and may only be enforced by the Council as a body, by majority vote (i.e., by at least three members of the Council).
Any Council Member who has evidence that a colleague on the council has committed a substantial violation of the policy manual may so indicate during the reporting Council Member’s comment period. The Council Member reporting the alleged violation must be specific as to the exact provision of the policy manual that has been allegedly violated. The Council Member may briefly describe evidence to support the claim.
The Council Member may then move to add a Council discussion of the alleged violation to a future Council agenda.
If the motion is seconded, the motion will go to a vote of the Council. Prior to the vote, the Council (including the accused colleague) may only discuss the scope of the motion (i.e., the scope of the discussion on the future agenda); the Council may not debate the mer its of the accusation.
Any discussion of the motion must be brief to ensure compliance with the Brown Act limits on discussion of items not on the agenda.
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Because the item is not on the agenda, and the only question before the Council is whether to add it to a future agenda, no public comment is taken regarding a motion brought under this section.
If the motion passes, the alleged violation may be discussed at the future meeting. The accused colleague will be given an opportunity to speak during the council deliberation on the question.
The Council as a body decides, by majority vote, what action, if any, is appropriate to take in response to the reported violation.
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CHAPTER 2.10
ATTORNEY-CLIENT PRIVILEGED INFORMATION
Sections:
2.10.010 Release of Attorney-Client Privileged Information.
2.10.010 RELEASE OF ATTORNEY-CLIENT PRIVILEGED INFORMATION.
Attorney-client privileged information includes all information transmitted in confidence between the City Attorney’s Office, on the one hand, and the City, Manager, Council, Department Heads, and Staff, on the other hand . The release of attorney -client privileged information is prohibited without the prior approval of the Council . Prior to the release of any attorney -client privileged information, the person considering the release must apprise the Council of the nature and scope of the release and obtain the Council’s formal approval. Under unusual circumstances where it is not feasible or advisable to obtain Council approval due to the Council’s meeting schedule or other good cause, the City Manager may alone authorize release of attorney -client privileged information, provided that the City Manager then promptly informs Council of such release.
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CHAPTER 2.11
COUNCIL FINANCIAL MATTERS
Sections:
2.11.010 Budget Expenditures.
2.11.010 BUDGET EXPENDITURES.
The Council establishes within the City budget for each fiscal year a specific sum of money, in an equal amount for each Council Member, available for use by the Council Member as a “City Official” and their accompanying “spouse” (as those terms are define d in Section 2.08.020) for a valid public purpose described in Section 2.89.060; provided that the specific use of such funds during the year for the ordinary and necessary expenses related to the foregoing duties shall receive prior City Council approval pursuant to Section 101 of the City Charter.
A staff report with the following required information will be placed on the City Council consent calendar on an as needed basis for pre-approval of Council Members’ event attendance:
• Description of the event including its sponsor, date, and location of event • Listing of Council Member/s attending the event
• Total cost for each Council Member (and “Spouse”) to attend the event. • City governmental or public purpose for Council member attendance at event
With respect to travel expenses, reimbursement shall be permitted only for meals of Council Members, and the cost of alcohol shall not be reimbursed . Donations to organizations are not eligible for use of such funds . A Council Member may expend up to their individual budgeted annual appropriation for the foregoing purposes. After Council event approval, the City Manager and Finance Director shall monitor the amount of funds remaining available for use by each Council Member as the fiscal year progresses.
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TITLE 3
LEGISLATIVE
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TITLE 3 LEGISLATIVE
Chapters:
3.01 Meeting Schedule.
3.02 Rules of Decorum for Member of the Public at Meetings.
3.03 Commissions, Committees, and Boards.
3.04 Outside Organizations, Regional Authorizes & City
Committees
3.05 Council Standing and Ad Hoc Committee’s.
CHAPTER 3.01
MEETING AGENDAS
Sections:
3.01.010 Meeting Schedule.
3.01.020 Criteria for Matters Covered.
3.01.030 Placing Items on Agenda.
3.01.040 Removal of Items on the Agenda.
3.01.050 Continuing of Agenda Items.
3.01.060 Communications Received After Agenda Distribution
3.01.010 MEETING SCHEDULE.
Regular meetings are held in the City Council Chambers, 44-950 Eldorado Drive, on the first and third Thursday of every month at 1:30 p.m.
From time to time, the Council may hold study sessions or workshops to give the Council a less formal and more interactive forum to discuss issues in advance of any official action to be taken.
Staff often presents policy alternatives and is directly engag ed in the dialogue. While general direction or suggestions may be given to staff or to others in a study session, no formal action by the Council is taken in a study session unless it was anticipated and properly noticed and agendized before the meeting.
Regular Council and study session meetings are open to the public and are videotaped when held in the Council Chamber.
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3.01.020 CRITERIA FOR MATTERS COVERED.
The Council only considers ordinances, resolutions, motions, proclamations, presentations, or matters which affect the conduct of the business of the City or its corporate powers or duties as a municipal corporation and the Council shall consider only ord inances, resolutions, or motions supporting or disapproving any legislation or action pending in the Legislature of the State of California, the Congress of the United States or before any officer or agency of said State or nation when such proposed legisl ation or action, if adopted, will affect the conduct of the municipal business or the powers and duties of the City or its officers or employees as such.
Communications on matters not meeting these criteria shall be provided to the Council on an information basis only.
Public Input: The public, by law, has an opportunity to address the Council on any item of interest to the public that is within the jurisdiction of the Council, at the time the matter is heard. The Mayor has the right to establish a time limit on speakers and the total time allocated for a particular issue.
Public Disruptions: A portion or all of the public may be removed if willful disruption makes conducting the meeting “infeasible”; the media may remain unless they participate in the disruption.
3.01.030 PLACING ITEMS ON THE AGENDA.
A Council Member may request an item be considered on a future agenda, verbally during a City Council meeting or by informing the City Manage r. The request shall be submitted wherever reasonably possible at least at 14 calendar days in advance of a Council meeting. The item will be agendized at the next regularly scheduled meeting for consideration by the Council under the Council Reports section of the agenda with the initiating Council member’s name. This initial staff report will include a brief summary of the matter by staff. The Council Member may, at their discretion, prepare a written report to attach to the staff report. At the Council meeting, the Council will direct the matter to come back at a subsequent City Council Meeting, direct to an existing Council Ad hoc or Subcommittee, create a new Ad hoc Committee to review the matter, or decline to further consider the matter.
A member of the public may request that an item be placed on a future agenda during public comments or by submitting a written request to the City Manager .
Upon approval of a majority of the Council, the item will be agendized and a staff report may be prepared. The City Manager will inform the Council of the potential impact the request will have on established priorities or staff workload and seek approval by the Council prior to authorizing the work or scheduling the item as appropriate.
Emergency and non-agendized items may be added to an agenda only in accordance with State law. Emergency items are only those matters affecting public health or safety such as work stoppages, disasters, and other severe emergencies. Adding an emergency ite m requires a majority vote and is very rare. Non-agendized items are matters that come to the attention of the
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City after the agenda is posted. Non -agendized items may be added to the agenda only if the Council makes findings that 1) the need to consider the item arose after the posting of the agenda, and 2) there is a need to take immediate action at this meeting of the Council. These findings must be approved by a 4/5 vote; if less than five members of the City Council are present, the findings require a unanimous vote of those present.
3.01.040 REMOVAL OF ITEMS ON THE AGENDA.
Any Council member who requested an item be placed on the agenda can remove the item from the agenda 1) any time prior to the posting of the agenda or 2) at the City Council meeting during the approval of the final agenda. The requesting Council member may also request the item be “continued” and considered at a future City Council meeting. The City Manager may also request items be removed from the agenda with City Council consensus.
3.01.050 CONTINUING OF AGENDA ITEMS.
The majority of the Council can continue an item on the agenda due to applicant scheduling issues, staff requiring additional time to research an issue, or when insufficient time is available to address the matter thoroughly.
3.01.060 COMMUNICATIONS RECEIVED AFTER AGENDA DISTRIBUTION.
All writings, documents, or electronic communications relating to any item on the agenda received after distribution of the Council agenda packet and prior to the Council meeting, shall be distributed by the City Clerk to the entire Council, made available for public inspection during normal business hours at City Hall in the agenda binder located in the lobby, and posted on the City’s website.
Residents providing writings or documents to the Council during the meeting should present ten (10) copies to the City Clerk for distribution and placing in the official record.
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CHAPTER 3.02
RULES OF DECORUM FOR MEMBERS OF THE PUBLIC AT MEETINGS
Sections:
3.02.010 Purpose.
3.02.020 Public Meeting Decorum.
3.02.030 Addressing the Council.
3.02.040 Values of Respect.
3.02.050 Enforcement of Order.
3.02.010 PURPOSE.
This policy establishes rules of decorum for members of the public attending and/or addressing the Council at a meeting held in the Council Chamber or conference room. The policy is intended to facilitate the conduct of public meetings in an open and orderly manner and in an environment safe for all persons in attendance.
All persons are expected to conduct themselves with civility and courtesy. All persons giving comments shall speak directly to the Council and address issues, not individuals.
3.02.020 PUBLIC MEETING DECORUM.
Persons in the audience will refrain from using cellular phones and/or pagers while the meeting is in session, and refrain from behavior which will disrupt the public meeting. This will include making loud noises, clapping, shouting, booing, hissing, or engaging in any other activity in a manner that disturbs, disrupts, or impedes the orderly conduct of the meeting; refrain from creating, provoking, or participating in any type of disturbance involving unwelcome physical contact.
Appropriate attire, including shoes and shirts, are always required in the Council Chamber and conference room. No food, drink (other than bottled water with a cap) or chewing gum will be allowed in the Council Chamber and conference room.
3.02.030 ADDRESSING THE COUNCIL
Persons wishing to speak on an agenda item or during public comments are asked to complete a speaker blue card and submit the card to the City Clerk or other staff at the meeting. Speakers should discuss topics related to City business on the agenda unless they are speaking during public comments within the Council’s subject matter jurisdiction. Speaker’s comments should be addressed to the full body. Requests to engage the Mayor in conversation will not be honored.
Abusive language is inappropriate and not allowed. Speakers and any other member of the public will not approach the dais during the meeting without prior consent from the Mayor. Speakers should return to their seat after their comments and not continue to stand at the podium.
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When the Mayor has recognized speakers, they shall come forward to the lectern and state their name and City of residence for the record. Any documents used by the speaker shall be given to the City Clerk for distribution to the Council. A three -minute limit is the policy of the Council; however, the time limit is at the discretion of the Council.
Applicants and appellants, especially in land use matters, are given more time to speak. Whenever any group of persons wishes to address the Council on the same subject matter, it shall be proper for the Mayor to request that a spokesperson be chosen by the group to address the body and, to limit the number of persons so addressing the body to avoid unnecessary repetition.
After the Mayor has announced the public comments, portion is done, or a motion has been made, or a public hearing has been closed, no member of the public shall address the Council from the audience on the matter under consideration without first securing permission to do so by a majority of the Council.
Speakers can submit written public comments to the City Clerk, preferably 24 hours prior to the distribution of the agenda packet. The written public comments will be included in the agenda packet, the speaker can summarize his/her written comments within the three-minute time limit at the meeting. Any written commen ts on an agenda item received by the City Clerk prior to the meeting will be distributed to the Council and then included in the official record of the meeting.
3.02.040 VALUES OF RESPECT.
The Council has also recognized the importance of approaching the public’s business in an environment of personal respect and courtesy, which places emphasis on the consideration of policy and avoids personalization of comments. Some guidelines utilized by the Council include:
a. Discussion should focus on policy matters.
b. Personal criticism of elected officials or other individuals is discouraged.
c. Proper decorum should be displayed as other members express their views.
d. Treat member of the public equally, applying rules in fair and consistent manner
3.02.050 ENFORCEMENT OF ORDER.
The Police Chief or his designees acts as the Sergeant-At-Arms. Any Council Member may request the Mayor to enforce the rules of protocol. Upon motion and majority vote, the Mayor shall be required to do so.
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CHAPTER 3.03
COMMISSIONS, COMMITTEES AND BOARDS
Sections:
3.03.010 Introduction.
3.03.020 Council Relationship with Commissions, Committees and Boards.
3.03.030 Role of Ex-Officio Member.
3.03.040 Work Plan.
3.03.050 Appointment of Resident Members.
3.03.060 Membership of Current Commissions, Committees and Boards.
3.03.070 Policy for Selection and Appointment of Resident Members.
3.03.080 Simultaneous Service Prohibition.
3.03.090 Annual Review of Commission, Committee and Board Relevance.
3.03.010 INTRODUCTION.
The Council shall establish such commissions, committees, and boards as it deems appropriate to provide recommendations . Committees may be either standing committees, or ad hoc committees established by the Council from time to time. Each Commission, Committee, and Board shall be advisory only, unless otherwise specified in the resolution or motion establishing the Commission, Committee, or Board, and shall be established by a specific resolution or motion with its purpose, duties, and number of members defined by the resolution or motion. In addition, the Council periodically appoints persons other than Council Members to certain outside organizations or regional authorities listed in Section 3.04.010. Such outside organizations and regional authorities shall be governed by their own policies.
3.03.020 COUNCIL RELATIONSHIP WITH COMMISSIONS, COMMITTEES AND BOARDS.
Council Members must recognize that it is important for Commissioners and Committee Members to be able to make objective recommendation s on items related to the City. Council Members must be certain that any opinions expressed to members of Commissions and Committees are clearly identifie d as individual personal opinions, unless official Council action has been taken on the subject in question.
The Council has determined that Council Members should not lobby Commissioners, Committee, or Board Members for votes. However, Council Members may attend meetings in their unofficial capacity as residents and request that Commissioners, Committee, or Boar d Members consider certain issues during their deliberations or may do so in unusual instances in their capacity as Council Members to reflect the views of the Council as a body. Council Members should not engage in advocacy before a Commissioners, Committee, or Board on any matter which will likely thereafter come before the Council at a public hearing.
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Council Members choosing to attend Commission, Committee, or Board meetings should be sensitive to the fact that they are not participating members of the body. Council Members have the rights, and only the rights, of ordinary citizens with respect to Comm ission, Committee, or Board– including the right to write to and speak to the Commission, Committee, or Board during public comment periods.
3.03.030 ROLE OF EX-OFFICIO MEMBER.
Members of the Council are assigned to serve in an ex -officio capacity to various City Committees. The purpose of the ex -officio assignment is to facilitate communication between the Council and the advisory body and to help to increase the Council’s famil iarity with the membership, programs, and issues of the advisory body. In fulfilling their ex-officio assignment, Council Members will attend Committee meetings to observe the activities and maintain communication with the Committee.
Ex-officio members should be sensitive to the fact they are non -voting members of the Committee. Being an ex -officio member bestows no special right with respect to the Commission, Committee or Board business.
3.03.040 WORK PLAN.
All programs, projects, funding, and staffing requests must be approved by the Council. The work plan of every Commission, Committee and Board shall include those items under their purview along with any additional duties or assignments delegated to the body by the City Council.
3.03.050 APPOINTMENT OF RESIDENT MEMBERS.
Resident members of each Commission, Committee, or Board, shall be appointed by the Council during a regular or special meeting of the Council. The terms of all appointees shall expire on June
30. Appointees shall take office on July 1.
Council recommendations of resident members to outside organizations and regional authorities shall be made during a regular or special meeting of the City Council. Resident terms on outside organization and regional authorities shall be subject to the policies and procedures of such outside organizations and regional authorities.
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3.03.060 MEMBERSHIP OF CURRENT COMMISSIONS, COMMITTEES AND BOARDS.
Current City standing Commission, Committee, and Board subject to appointment procedures of this Chapter 3.03 are:
Planning Commission 5 Members
Marketing Committee 12 Members7 including 2 Councilmembers Community Activities Committee 6 Members including 1 Councilmember Golf Resort Advisory Committee 7 Members including 2 Councilmember Grants-in-Aid Committee 6 Members including 1 Councilmember
Current outside organizations or regional authorities are subject to selection procedures of this Chapter 3.03 and subject to appointment and terms governed by the relevant outside organization/regional authorities’ policies and procedures:
Joslyn Senior Center Board Either 1 Council Member or other Indian Wells resident
Coachella Valley Mosquito Either 1 Council Member or other Indian Wells resident & Vector Control
Palm Springs International Airport Regional Commission Either 1 Council Member or other Indian Wells resident
3.03.070 POLICY FOR SELECTION AND APPOINTMENT OF RESIDENT MEMBERS.
In order to secure broad and knowledgeable representation on the City's Commission, Committee, and Board it is desirable that a standard policy be formulated for selection to these bodies.
(a) Eligibility Criteria.
All members of a Commission, Committee or Board shall be residents of the City, must be a minimum age of 18, unless an exception is provided by the Council . Also, the membership of such bodies shall be representative of the entire community to that extent as possible, and members on such Commissions, Committees, and Boards shall be willing to serve as a civic responsibility and without compensation.
7 Marketing Committee membership includes local hotels and resorts, Indian Wells Golf Resort, and other City partners. Membership of the Marketing Committee fluctuates based on participation from these partners.
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(b) Term Limitations.
The term of appointees to a City Commission, Committee or Board shall be one (1) term unless reappointed by the Council. The term of appointees serving on outside organizations and regional authorities, and any term limits applicable thereto shall be subje ct to the policies and procedures of such organization or regional authority.
The following provisions shall apply to City Commission, Committee, and Board appointees.
Appointees are limited to two (2) consecutive two -year terms of membership on a specific commission, committee, or board, including a partial term. An appointee may not be reappointed to the same C ommission, Committee, or Board after completion of two consecutive terms, including a partial term. After serving a maximum of two two-year terms (including a partial term), an appointee shall not be reappointed to the same commission, committee or board unless at least one year has el apsed between the expired term limit and the effective date of commencement of the new term. Notwithstanding any provision to the contrary, an appointee shall not be precluded at any time following completion of service on a Commission, Committee or Board from being appointed to another commission, committee, or board without the lapse of time between appointments. Notwithstanding any provision to the contrary, if a committee is placed on hiatus by City Council action, the appointee’s term is considered active and continuous; therefore, any period that the committee is on hiatus shall be included as part of appointee’s term.
(c) Outreach Efforts.
Staff will employ one or more of the following methods of outreach to attract applications from qualified candidates: (1) send letters to persons who previously have applied for a City appointment for any City Commission, Committee or Board, and who wish to be notified of open positions, and to other individuals who have expressed interest in notification of such openings (list to be maintained by City Clerk’s office); (2) place notice of vacancies in the City’s newsletter, and/or in a separate flyer; (3) publish notice of vacancies in a local newspaper; or (4) place notice on the City’s website.
(d) Application Process.
Each applicant shall be given an application packet that will include: an informational document including the eligibility criteria for appointment and a description of the role and responsibilities of the City Commission, Committee or Board ; frequency, time, and location of meetings; Code of Ethics, Fair Political Practices Commission (FPPC) financial disclosure requirements; and reference to California open meetings law.
(e) Selection Process.
As a part of the selection/appointment process applicable to proposed members other than Council Members, the Council may interview any or all the individual’s submitting applications, as
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determined by the Council, in its discretion. The Council will implement a two Council Member Ad- hoc Committee to interview the applicants. Council Members serving in a committee will be assigned to that Ad-Hoc Interview Committee. Additional Council Members will be designated to all other Commission, Committees, and Boards without Council representation. Each Ad -hoc Committee will select interview dates and after candidates, if any, have been interviewed, the Ad- hoc Committees will forward their recommendations to the City Clerk.
The Council has the option, at its sole discretion, of re-appointing current Commission, Committee or Board Members if said member have a two -year term remaining on the same Commission, Committee or Board.
(f) Voting Procedure.
In a regularly scheduled or special Council meeting, the Council shall vote for the proposed Ad- Hoc Council Interview Committee recommendations. All candidates will be appointed by majority of vote for a particular commission, committee, or board.
(g) Appointment Requirements.
The following requirements apply to the schedule for filling vacancies created by the expiration of a term, or vacancies created by a resignation requiring an appointment for the remainder of that term.
(g)(2) Expired Term.
By the first Council meeting in May every year, the City Clerk shall submit to the Council a "Council Appointments List" of vacancies for terms expiring on June 30 of that year on all Commission, Committee and Board. Both incumbents seeking re-appointment and new applicants must apply.
Appointments should be made by the second Council meeting in June every year . For the Planning Commission, appointments to be made by the second Council meeting in December of each year.
(g)(3) Unscheduled Vacancies.
In the event of an unscheduled vacancy on the City’s Commission, Committee or Board, the City Clerk shall post a special vacancy notice no earlier than twenty (20) days before, nor later than twenty (20) days after the vacancy occurs. Final appointments to the Commission, Committee or Board cannot take place for at least ten (10) working days after the posting of the notice (Gov.
Code 54974).
The Council may consider candidates for unscheduled or foreseen committee vacancies that occur within a 6-month period of the annual recruitment. Following the conclusion of the annual recruitment, applications will remain active in the City Clerk’s office for 6-months.
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3.03.080 SIMULTANEOUS SERVICE PROHIBITION.
Members shall not serve simultaneously on more than one Commission, Committee, or Board.
However, a member may be appointed to an additional advisory body as a representative of the Commission, Committee, or Board on which the member serves as a non-voting member.
3.03.090 REVIEW OF COMMISSIONS, COMMITTEES AND BOARDS RELEVANCE.
The Council will periodically, in consultation with Staff, review each of the City’s commissions, committees and boards to determine the relevance of their duties, work plan, membership and organization to the accomplishment of the Council’s Goals and Obje ctives. The Council may make such changes as it deems necessary to the duties, work plans, membership and organization of the Commissions, Committees, and Boards, on an as-needed basis.
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CHAPTER 3.04
OUTSIDE ORGANIZATIONS, REGIONAL AUTHORITIES
AND CITY COMMITTEES
Sections:
3.04.010 Outside Organizations, Regional Authorities and City Committees.
3.04.020 Procedure for Council Member Assignments.
3.04.030 Reporting Responsibilities of Appointees.
3.04.040 Representational Responsibilities of Appointees.
3.04.050 Current Appointments.
3.04.010 OUTSIDE ORGANIZATIONS, REGIONAL AUTHORITIES AND CITY COMMITTEES.
The City of Indian Wells has numerous relationships with outside organizations and regional authorities, such as the League of California Cities and the Coachella Valley Association of Gov- ernments (CVAG). The City Council annually assigns, pursuant to the “Draft” system set forth in section 3.04.020, one or more Council Members, as applicable, to serve as the City’s representative on the governing bodies of such organizations and authorities. Alternates appointed to these outside organizations have the same authority as the primary appointee when the appointee is absent. Once a Council Member has been assigned to participate in an outside organization or regional authority, separate approval is not needed to participate in a subcommittee of that organization or regional authority. The Council also annually assigns, pursuant to the “Draft” system set forth in section 3.04.020, Council Members to serve on City standing committees. Finally, the Council from time to time assigns Council Members to serve on City Ad-Hoc Committees without using the “Draft” system (See Chapter 3.05).
These outside organizations and regional authorities may provide a stipend, compensation, or reimbursement of expenses. Income derived from serving on these outside organizations and regional authorities is to be reported as required by the FPPC (Form 806).
3.04.020 PROCEDURE FOR COUNCIL MEMBER ASSIGNMENTS.
Annually or as vacancies occur, the City Clerk shall present to the Council a list of such outside organizations, regional authorities and City standing committees, and the names of Council Members currently assigned to them . The Council shall attempt to spread the various Council member assignments so that each Council Member fairly shares the responsibility of representing or conducting business for the City . At the time of assigning Council Members to such outside organizations, authorities and City standing committees, the Council shall first review the list of all such organizations, regional authorities and City standing committees . The Council shall then review the policies and procedures pertaining to the assignment of individual Council Members to such bodies prior to making assignments (as described below).
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The Council shall then vote to assign Council Members to such outside organizations, authorities and City standing committees. Assignments may thereafter be exchanged by affected Council Members at any time without need for approval by the entire Council.
The City utilizes what is commonly called the “Draft” system to assign Council Members to outside organizations, regional authorities and City standing committees. The “Draft” is based on seniority of the Council Members’ consecutive years of service. In the case where two or more Council Members have been initially elected on the same date, the Council member receiving more votes shall be deemed to have seniority. Each Council member, in order of seniority, selects one (1) choice of assignment followed in turn by the other Council Members choices, until all positions have been filled.
The Mayor shall automatically have priority right to serve on the CVAG Executive Committee. The Mayor and Mayor Pro Tem shall also automatically serve on the Council Standing Personnel Committee and Tee Standing Committee. For purposes of the “Draft”, the Mayor and/or Mayor Pro Tem may place their assignment on the CVAG Executive Committee, Personnel Standing Committee and Tee Standing Committee as their selection at any stage or in any of their turns in the “Draft”. Ad hoc committees comprised solely of Council Members are not subject to the “Draft.”
Concerning the foregoing Council Member assignments, Council Members serve as “non-voting” Members on their assigned City Commissions, Committees and Boards, including any Ad -Hoc Committee that includes resident members. For those years that there is/are no new Council Member(s), the Council in its sole discretion can chose to retain the existing assig nments for another year, make some modifications to the existing assignments, or utilize the “draft” for Council member assignments.
3.04.030 REPORTING RESPONSIBILITIES OF APPOINTEES.
All Council Members representing the City on outside organizations, regional authorities and City Committees should summarize their activities at Council meetings during Council Member’s reports. If the City reimburses a Council Member his/her actual and necessary expenses incurred in such representation, he/she shall give a report on the meetings he/she attended at the expense of the City at the next regular meeting of the City Council.
3.04.040 REPRESENTATIONAL RESPONSIBILITIES OF APPOINTEES.
Council Members assigned to outside organizations or regional authorities represent the City's interest, generally as determined by a majority of the Council. Council Members are not to represent or vote for their own or individual positions on an issue, but that of the City, as articulated, directed or instructed by a majority of the Council. Wherever possible, all significant policy issues shall be brought before the Council for de termination and instr uction to the assigned Council Member. The assigned Council Member shall represent that position until such time as a majority of the Council changes or modifies its position on a policy issue.
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3.04.050 CURRENT APPOINTMENTS.
Current assignments to outside organizations and regional authorities are on file in the office of the City Clerk.
CHAPTER 3.05
COUNCIL STANDING AND AD HOC COMMITTEES
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Sections:
3.05.010 Establishment of Council Standing and Ad-Hoc Committees.
3.05.020 Procedure for Council Ad-Hoc Assignments.
3.05.030 Notice of Standing Committee Meetings.
3.05.040 Ad-Hoc Committee Meetings.
3.05.050 Report on Standing and Ad-Hoc Committees.
3.05.060 Annual Review of Standing and Ad-Hoc Committees Necessity.
3.05.010 ESTABLISHMENT OF COUNCIL STANDING AND AD HOC COMMITTEES.
The Council may establish standing or Ad-Hoc Committees of the Council for policy review of a specific area or a specific issue. Ad-Hoc Committees may be established at the time of need. They shall have a specific program of work to perform and shall automatically dissolve once the program of work is completed. Ad-Hoc Committees may be comprised solely of Council Members, solely non-Council Members, or a combination of both.
Council standing committees will be used sparingly and ordinarily in an ad hoc capacity and may not speak or act for the Council. Council standing committees are to help the Council do its job by preparing policy alternatives and implications for Council deliberation.
3.05.020 PROCEDURE FOR COUNCIL AD HOC ASSIGNMENTS.
The Mayor will make a recommendation as to the appointment of members to Ad-Hoc Committees, if the assignments are not made at the time the Ad-Hoc Committees is formed subject to Council approval. The Mayor shall assign a replacement of members unable to participate on the designated Ad -Hoc Committee. The recommended appointments will be agendized for formal action by the entire Council at the next City Council meeting.
3.05.030 NOTICE OF STANDING COMMITTEE MEETINGS.
An agenda of all Council Standing Committees will be posted seventy-two (72) hours prior to the meeting, as per the Brown Act, and the meeting will be open to the public. Generally speaking, no Council Members, except those appointed to the committee, may attend said meeting as there are Brown Act implications; however, there are exceptions where a non -standing Committee Member(s) may attend only as observers.
3.05.040 AD HOC COMMITTEE MEETINGS.
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No member of the Council who is not a member of an Ad-Hoc Committee may attend a meeting of that Ad-Hoc Committee; however, exceptions can be made.
3.05.050 REPORT OF STANDING AND AD HOC COMMITTEES.
Standing and Ad-Hoc Committees will report on the work of the committee during Council Member Reports & Comments section as listed in on of the City Council agenda. These Ad-Hoc reports are to be presented at the first regularly scheduled City Council meeting, following each Ad-Hoc meeting. Reports may be given verbally or in writing. Whether or not there is agreement between the two members of the standing or Ad-Hoc Committees, the report to the entire Council will reflect the position of both members.
3.05.060 ANNUAL REVIEW OF STANDING AND AD HOC COMMITTEES NECESSITY.
The Council will review annually the relevance of the Council’s standing and Ad-Hoc Committees to the Council’s current Strategic Plan Goals and Objectives and will eliminate those which are determined by a majority of the Council to be no longer necessary.
26529.00000\42227393.2
INDIAN WELLS CITY COUNCIL
May 16, 2024
To: City Council
From: City Manager Department
Prepared by: Micaela Wilkey, Senior Management Analyst
Subject: Ordinance Establishing Rules for City Parks and Finds the Action to be Exempt from the California Environmental
Quality Act (CEQA)
RECOMMENDED ACTIONS:
Council INTRODUCES Ordinance to be read by title only and further reading waived, adding Chapter 9.90 to the Municipal Code establishing rules for city parks in Indian Wells; and
FINDS that the ordinance is exempt from the California Environmental Quality Act (“CEQA”) pursuant to Section 15304, where the proposed amendment consists of minor public or private alterations to the condition of land, water or vegetation as there is no possibility the activity in question will have a significant effect on the environment.
DISCUSSION:
At the March 2, 2023, City Council meeting, the Council approved the design and development of a new park at the corner of Eldorado and Fairway Drive. With the park being completed and opened on April 15, 2024, it is recommended that that Council adopt rules for city-park use. I t is the city’s intent is to promote clean, safe, accessible, and inviting parks within Indian Wells.
It is the City of Indian Wells policy to lead with education and raising awareness to achieve compliance with the parks, but in cases where education does not work, and to address any potential chronic or serious issues, the city should reserve the right to take further action. DRD hosted four community meetings at the Indian Wells Golf Resort to solicit community and stakeholder input on the park. These meetings provided opportunities for members of the public to express support for or concern about the project and to provide valued input about what should or should not be included at the park. Meetings were held on:
Monday, February 28, 2022
Tuesday, March 1, 2022
26529.00000\42227393.2
Wednesday, March 2, 2022 (remote meeting)
Tuesday, May 3, 2022
Based on th ose numerous community engagements, an ordinance was drafted addressing how to establish rules for the park.
The ordinance adds the following to the Municipal code:
Hours and Rules of Conduct: The hours that a public park and recreational facilities are open for use and the governing use of the park by the public shall be established by the City Manager, directly or through delegation. The City Manager shall cause the hours and rules to be posted at each public park or recreational facility at which they will be enforced and shall cause a list of such hours and rules to be maintained on file in the office of the City Clerk. Entry Prohibited: No person shall enter or remain in any public park or recreational facility in the City at any time during the hours when the park or recreational facility is closed to the public.
No Camping: Camping is prohibited in all city parks and recreational facilities. Enforcement: Any violation of a park regulation established and posted under this chapter is a violation of this code.
A violation of the municipal code is a misdemeanor punishable by a fine of not more than $1000, imprisonment not to exceed six months, or both as listed in Chapter 1.16 General Penalty of the municipal code.
Staff recommends the City Council introduce an Ordinance establishing rules for City Parks. Park Rules will be posted at all city park facilities.
FISCAL IMPACT:
There is no fiscal impact with this action.
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):
The adoption of the proposed ordinance is not subject to review under the California Environmental Quality Act (“CEQA”) because the amendment would not cause any direct physical change or any reasonably foreseeable indirect physical change in the environment. Therefore, adoption of the ordinance is not a “pro ject” subject to CEQA. (Cal. Pub. Res. Code § 21065; 14 Cal. Code Regs. § 15378.) Adoption of the ordinance is exempt because the amendment has no potential for causing a significant impact on the environment. (14 Cal. Code Regs. § 15061(b)(3).)
ATTACHMENTS:
1. Ordinance
Ordinance Establishing City
Parks Rules
Presentation: May 16, 2024
City Council Meeting
Ordinance Additions
• Hours and Rules of Conduct
• Entry Prohibited
• No Camping
• Enforcement
Recommended Action:
Council INTRODUCES Ordinance to be read
by title only and further reading waived,
adding Chapter 9.90 to Municipal Code
establishing rules for city parks in Indian
Wells, FIND that the Ordinance is Exempt
from CEQA.
26529.00000\42259866.1
ORDINANCE NO. __
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF INDIAN WELLS ADDING CHAPTER 9.90 TO THE MUNICIPAL CODE REGARDING
REGULATION OF CONDUCT IN PARKS AND RECREATIONAL FACILITIES;
AND FINDING THE ACTION TO BE EXEMPT FROM CEQA
WHEREAS, the City of Indian Wells, California (the “City”) is a municipal corporation, duly organized under the constitution and laws of the State of California; and WHEREAS, the City has the authority under Article 11, Section 5 of the California Constitution and the City Charter to make, amend and enforce all ordinances and regulations with respect to municipal affairs; and
WHEREAS, the City desires to enforce appropriate rules governing conduct in public parks and recreational facilities to ensure public health, safety, and general welfare.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF INDIAN WELLS, CALIFORNIA DOES ORDAIN AS FOLLOWS:
SECTION 1. The Recitals above are true and correct and are hereby adopted as findings as if fully set forth herein.
SECTION 2. CEQA. Adoption of the proposed ordinance is not subject to review under the California Environmental Quality Act (“CEQA”) because the amendment would not cause any direct physical change or any reasonably foreseeable indirect physical change in the environment.
Therefore, adoption of the ordinance is not a “project” subject to CEQA. (Cal. Pub. Res. Code § 21065; 14 Cal. Code Regs. § 15378.) Adoption of the ordinance is exempt because the amendment has no potential for causing a significant impact on the environment. (14 Cal. Code Regs. § 15061(b)(3).) Staff is directed to file a notice of exemption promptly after adoption.
SECTION 3. Code Amendments. Chapter 9.90 is hereby added to the Indian Wells Municipal Code, to read in its entirety as follows:
Chapter 9.90 PUBLIC PARK AND RECREATIONAL FACILITIES
§ 9.90.010 Hours and rules of conduct.
The hours that public park and recreational facilities are open for use and rules governing use of the park by the public shall be established by the city manager, directly or through delegation. The city manager shall cause the hours and rules to be posted at each public park or recreational facility at which they will be enforced and shall cause a list of such hours and rules to be maintained on file in the office of the city clerk.
§ 9.90.020 Entry prohibited.
No person shall enter or remain in any public park or recreational facility in the city at any time during the hours when the park or recreational facility is closed to the public under Section 9.90.010.
ATTACHMENT #1
26529.00000\42259866.1
City of Indian Wells
Ordinance No. ___
2 § 9.90.030 3 No camping.
Camping is prohibited in all city parks and recreational facilities.
§ 9.90.040 Enforcement.
Any violation of a park regulation established and posted under this chapter is a violation of this code.
SECTION 4. Custodian of Records. The documents and materials that constitute the record of proceedings on which this ordinance is based are located at the City Clerk’s office located at 44950 Eldorado Drive, Indian Wells, CA 92210. The custodian of these records is the City Clerk.
SECTION 5. Severability. If any section, sentence, clause or phrase of this ordinance or the application thereof to any entity, person or circumstance is held for any reason to be invalid or unconstitutional, such invalidity or unconstitutionality shall not affect other provisions or applications of this ordinance that can be given effect without the invalid provision or application, and to this end the provisions of this ordinance are severable. The City Council and the people of the City of Indian Wells hereby declare that they would have adopted this ordinance and each section, sentence, clause or phrase thereof, irrespective of the fact that any one or more section, subsections, sentences, clauses or phrases be declared invalid or unconstitutional.
SECTION 6. Effective Date. This ordinance takes effect 30 days following its adoption.
SECTION 7. Publication. The City Clerk shall certify the adoption of this ordinance.
Not later than 15 days following the passage of this ordinance, the ordinance, or a summary thereof, along with the names of the City Council members voting for and against the ordinance, shall be published in a newspaper of general circulation in the City of Indian Wells.
PASSED, APPROVED AND ADOPTED by the City Council of the City of Indian Wells, California, at a regular meeting held on the ___ day of __ 2024.
______________________________
GREG SANDERS
MAYOR
26529.00000\42259866.1
City of Indian Wells
Ordinance No. ___
3 STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) ss.
CITY OF INDIAN WELLS )
I, Angelica Avila, City Clerk of the City Council of the City of Indian Wells, California, DO HEREBY CERTIFY that Ordinance No. ___, having been regularly introduced at the meeting of May 16, 2024, was again introduced, the reading in full thereof unanimously waived, and duly passed and adopted at a regular meeting of the City Council held on the ___of ______, 2024 said ordinance was passed and adopted by the following stated vote, to wit:
AYES:
NOES:
and was thereafter on said day signed by the Mayor of the City of Indian Wells.
ATTEST: APPROVED AS TO FORM:
_____________________________ ____________________________
ANGELICA AVILA TODD LEISHMAN FOR
CITY CLERK BEST BEST & KRIEGER
CITY ATTORNEY
INDIAN WELLS CITY COUNCIL
May 16, 2024
To: City Council
From: Finance Department
Prepared by: Kevin McCarthy, City Finance Director
Subject: Consideration of Special Fire Tax Ballot Measure RECOMMENDED ACTIONS:
Council DISCUSSES and APPROVES adding an Annual Escalator to the Special Fire Tax and directs the City Attorney to prepare the Ordinance approving the Revision and Resolution placing the Measure on the November 2024 Ballot for Voter Consideration.
BACKGROUND:
At the recent Special Fire Tax Public Hearing, Council Member Reed proposed incorporating an annual escalator into the Special Fire Tax. Specifically, he advocated for the Finance Committee to explore the feasibility of integrating a yearly escalator mechanism, akin to a Consumer Price Index (CPI) adjustment, into the annual levy of the Fire Tax.
The City of Indian Wells has a contract with the Riverside County Fire Department for paramedics, advanced life support, and fire services. The Fire Station is open 24/7, every day of the year, and has five full-time staff members, two of whom are firefighter paramedics trained in advanced life support. The fire services team in Indian Wells is specialized and equipped to handle various emergency situations such as vehicle accidents, hazardous materials services, confined space rescues, and swift water/flood rescues.
Annual contracted services have historically risen about 7% per year.
The Special Fire Tax
To ensure the continued funding of the City's emergency services program, Indian Wells voters approved a special tax of $120 per household annually in 1980. This tax is allocated explicitly for fire suppression, paramedic services and equipment, and ladder truck services.
The Special Fire Tax generates approximately $600,000 in revenues, supporting the City's overall $5.2 million annual fire services budget.
The proposed ballot aims to add an annual escalator mechanism to the existing tax. If approved, the tax would increase by a CPI annually . As a special tax to fund a specific purpose, the voter threshold is a supermajority (2/3rds of the voting electorate). For reference and discussion purposes only, a 3% CPI escalator would add $3.60 to the annual
tax per household, or roughly 0.30 cents per month. Although this may seem small, the additional revenue generated would be used to support medical service calls, ambulance transport, and replacements and offset the rising costs of fire suppression.
After careful deliberation, the Finance Committee recommends advancing the proposed ballot measure to the City Council based on the potential benefits it would bring to the City of Indian Wells.
Why consider an annual escalator
An annual escalator on a municipal tax like a fire services tax can be justified for several reasons:
Preserve Service Levels: With an escalator, municipalities can maintain consistent levels of emergency medical response and fire protection services without relying solely on fluctuating property values or unpredictable budget allocations. A priority in the community is having paramedic services readily available in Indian Wells.
Inflation Adjustment: An escalator ensures that the tax keeps pace with inflation, maintaining the actual value of revenue collected over time.
Cost of Service: As the cost of providing fire services increases due to population growth and technological advancements, an escalator helps cover these rising expenses.
Predictable Revenue: An annual escalator provides municipalities with a predictable revenue stream, enabling better long-term financial planning and ensuring sufficient funding for essential services like fire protection.
Equitable Contribution: It distributes the burden of funding fire services more equitably over time, preventing sudden spikes in tax rates and minimizing the impact on taxpayers.
Infrastructure Investment: The additional revenue generated from the escalator can be directed towards enhancing fire safety infrastructure, training firefighters, and acquiring modern equipment, ultimately improving public safety.
Emergency Preparedness: An escalator ensures that funding for fire services remains robust, allowing municipalities to invest in emergency preparedness measures, such as disaster response training and community outreach programs.
Steps to the November Ballot
The Clerk and Legal departments will be responsible for assisting in developing the ballot materials, but there are two crucial components to the November ballot process. The City will conduct a poll on adjusting the Fire Tax to gauge voter sentiment and preferences. Once polling data is complete, an extensive educational campaign will inform voters about the Special Fire Tax and its importance in the community.
Fire Tax Polling
Polling services before a municipal ballot are vital for several compelling reasons. They serve as a beacon of predictive accuracy, of fering invaluable insights into voter sentiment and preferences, thus enabling candidates and political parties to fine -tune their campaign strategies with surgical precision. By identifying key issues and allocating resources, polling data becomes the cornerstone of successful electoral endeavors.
Furthermore, polls serve as a powerful tool for prioritizing the electorate's concerns, ensuring that the City addresses the issues closest to voters' hearts. The demographic data gleaned from polling facilitates targeted outreach efforts and paints a vivid picture of the diverse tapestry of opinions within the community. In essence, polling is a crucial feedback loop, guiding the City in refining its messaging and campaign tactics to resonate more deeply with voters.
The electorate is empowered with heightened awareness through publicized polling results, potentially driving greater civic engagement and turnout on election day. Thus, polling emerges as an indispensable pillar of the democratic process, providing invaluable insights that shape the course of municipal governance.
Staff will select and work with the polling firm to develop the questionnaire if approved .
Both polling firms are highly qualified and bring tremendous expertise and guidance into the fold. These firms bring scientific rigor to the process, ensuring an accurate representation of public opinion through random sampling and unbiased questioning techniques. Their expertise provides invaluable insights into voter sentiment, enabli ng candidates and campaigns to tailor their strategies accordingly.
Educational Campaign
It's paramount for Indian Wells to undertake a comprehensive resident education program when proposing an adjustment to the fire tax aimed at enhancing funding for public safety services for several compelling reasons. Firstly, with a clear understanding of how additional tax revenue will be utilized and its potential benefits, residents may be confident and willing to support the ballot measure.
Moreover, a well-informed electorate is essential for fostering trust and transparency in local governance. By providing residents with detailed information about the continued intended purposes of the fire tax and how it will bolster public safety services, the City can build credibility and demonstrate accountability to our constituents.
Additionally, an educated electorate is more likely to recognize the importance of adequately funding public safety initiatives. By highlighting the critical role of our fire department and emergency service programs in safeguarding lives and property, the City can garner broader support for the tax proposal.
Furthermore, resident education efforts can address misconceptions or concerns surrounding the proposed tax, fostering constructive dialogue and engagement within the community. This open communication ensures that residents feel empowered to make informed decisions about the future of their local public safety infrastructure.
General Rule regarding education
Public funds may be used to inform, but they may not be used to advocate. Therefore, an agency cannot use public funds to expressly urge voters to “Vote Yes” or “Vote No” on ballot measures. A governmental entity may only expend public funds for “informational” activities in which it gives a “fair presentation of the facts” regarding a ballot measure.
The California Supreme Court has made it clear that governmental entities cannot commit public money or resources to influence voters on matters on the ballot for an upcoming election. (Stanson v. Mott (1976) 17 Cal.3d 206.) In determining whether a particular act is advocacy, courts look at the following: (1) whether the materials offer a balanced presentation of the information; (2) whether the materials are similar in nature to campaign materials; (3) whether the communication took place at a public meeting where others are afforded the opportunity to comment; and (4) whether public resources were used. Below, we have provided some guidance on what the City may and may not do during the upcoming election.
What Can Be Done
The Mayor and Council Members may Campaign.
The Mayor and Council Members retain their First Amendment rights to engage in the public discussion of the measures. For example, the Mayor and City Councilmembers may conduct typical campaign activities, including:
Attending meetings of community groups and speaking for or against measures; Contributing to campaigns for or against the measures; Authoring letters to the editor for or against the measures; and Walking door-to-door, supporting or opposing the measures.
In engaging in such activities, we would recommend the following precautions:
Always clearly identify that you are speaking on your own behalf and on your “own time” and “own dime.” Make it very clear at all engagements that City resources are not supporting the event in any manner.
Do not seek reimbursement for any costs that may be remotely associated with campaign activities.
Do not conduct campaign activities on City property.
Do not contact City staff regarding the campaign. If a member of City staff is assisting in their personal capacity, please do not contact that person during City operating hours, on City electronic devices, or using City email accounts. Avoid meeting in groups of three or more elected officials. Although campaigning is not technically “within the subject matter jurisdiction” of the City Council, topics subject to ballot initiatives often are.1 If the Mayor and Council Members do meet to discuss the c ampaign, we recommend keeping conversations strictly to the campaign. No City business should be discussed and no City decisions should be taken. The Mayor and Council Members may appear at and participate in open and public meetings held by other persons or organizations2 so long as they do not discuss City business among themselves (except as part of the scheduled program).
City Staff May Campaign (But ONLY on their own time)
Like the Mayor and Council Members, members of City staff retain their First Amendment rights to engage in traditional campaign activities. However, where City staff are concerned, it is especially important that they are not campaigning while working for the City and that they receive no compensation or benefits for these activities. Efforts should be made at every opportunity to make it clear that any City staff participating in campaign activities are doing so on their “own time” and “own dime” and not at the behest of the City Council or senior City management.
The City May Take a Formal Position
The Mayor and City Council may take a formal position on the measure. The decision to take a formal position must be taken at a time when members of the public are afforded an opportunity to comment. (League of Women Voters of California v. Countywide (1988) 203 Cal.App.3d 529, 555-56.) After taking a formal position for or against an initiative measure, the City is also permitted to inform the public and media of this decision but must be careful not to do so in a way that appears to be advocacy.
1 We are aware of at least one case where a District Attorney determined that a private campaign meeting of a majority of Councilmembers to discuss a ballot measure was not a Brown Act violation. However, we cannot say with certainty that all District Atto rneys will take this position. Government transparency groups tend to argue such meetings are Brown Act violations.
2 For example, a press debate on the measure or a public fundraiser for a campaign committees.
City May Author Ballot Arguments
The City may be directly involved in authoring the ballot arguments either for or against a measure. (Elec. Code § 9282; FPPC Reg. 18420.1(e)(3).) The entire City Council may approve and sign arguments for or against such measure.
Informational Handouts and Newsletter Articles
The City may prepare informational handouts for its website and for members of the public to pick up at the City Hall. While the City may not mail these handouts directly, they may be mailed out by third parties, not at the City’s expense.
The City may also incl ude informational, non -partisan articles in a regularly published newsletter. These articles can explain the measure at great length, but it is important that they be carefully reviewed to avoid taking a pro or con position.
City May Identify the Impacts of the Measure
Courts have held that a city may identify programs or services that are likely to be cut if a measure passes and may post a report on this (if it is standard practice to do so). (See FPPC Reg. 18420.1(e)(1), (e)(2); Vargas v. Salinas (2009) 46 Cal. 4th 1.) For example, it would be appropriate to identify the impact of a yes or no vote on the City’s budget.
What Cannot be Done
The City may not expend resources on advocacy. This includes:
The purchase of campaign materials such as bumper stickers, posters, advertising ‘floats,’ or television and radio advertisements promoting or opposing either measure; The dissemination of campaign literature prepared by third -party proponents (e.g., public safety unions);
The production or preparation of materials expressly advocating the victory or defeat of a measure;
Contributions to campaigns supporting or opposing a measure; and The use of staff time or City supplies to generate promotional or advocac y materials supporting or opposing a measure.
FISCAL IMPACT:
To gain deeper insights into the financial ramifications associated with introducing an annual escalator, a rudimentary model incorporating a 3% annual escalator was utilized for comparative analysis. Over the ensuing decade, the tax is anticipated to escalate from $600,000 to $800,000 annually, yielding approximately $1.1 million in supplementary revenues within the same timeframe.
The cost of the polling, Resident education campaign, and election services are as follows:
Polling – not to exceed $27,700
Education campaign $58,500
County ballot costs $10,000
Total Costs $96,200
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):
This action has been reviewed per the authority and criteria contained in the California Environmental Quality Act (CEQA), the State and local CEQA Guidelines, and the City's environmental regulations. The City, acting as the Lead Agency, determin ed that the ordinance is not subject to CEQA pursuant to Sections 15060(c)(2), 15060(c)(3), and 15061(b)(3) of the State CEQA Guidelines, because it will not result in a direct or reasonably foreseeable indirect physical change to the environment as there is no possibility that the action would result in a significant environmental impact, and because it does not constitute a “project” as defined in Section 15378 of the State CEQA Guidelines, California Code of Regulations, Title 14, Chapter 3.
ATTACHMENTS:
1. Probolsky Research Polling
2. FM3 Research Polling
3. Tripepi Smith outreach and education
Consideration of a Special Fire Tax Ballot
Fiscal Years 2024/25
May 16, 2024
Presentation: May 16, 2024
City Council Meeting
Special Fire Tax
What is the purpose of the Special Fire Tax?
• Designed to enhance Fire Protection and Paramedic
services in Indian Wells
When was the Special Fire Tax formed?
• Formed in 1980
How much is the Special Fire Tax?
• The voter-approved tax is $10 per month.
Special Fire Tax
How much revenue does the City collect annually from the Special Fire Tax?
• $600,000 annually
How are the Special Fire Tax revenues used?
• This tax is allocated explicitly for fire suppression, paramedic services and equipment, and ladder truck
services.
Special Fire Tax
Does the Special Fire Tax rate increase from year to year? • No
What does the proposed ballot measure accomplish?
• The proposed ballot aims to add an annual escalator
mechanism to the existing tax.
• Staff recommends an annual escalator equal to the
annual percentage increase in fire protection and
paramedic services (the service cost percentage).
Special Fire Tax
Why consider a service cost percentage escalator?
• To help keep pace with the rising cost of fire protection and paramedic services
What will the cost of a service cost percentage escalator be to our Residents?
• Between FY 2024 and FY 2023, fire service costs rose
6.8%.
• From $120.00 per year to $128.16 per year.
Special Fire Tax
How much is the service cost percentage escalator
expected to raise?
• About $2.7 million over the ensuing decade based on a
6.8% escalator.
How will the new funds be spent?
• Explicitly for fire suppression, paramedic services and equipment, and ladder truck services.
Special Fire Tax
What is the ballot cost?
The cost of the polling, Resident education campaign, and election services are as follows:
• Polling – not to exceed $27,700
• Education campaign $58,500
• County ballot costs $10,000
• Total Costs $96,200
Thank You,
Questions?
1 RESEARCH PROPOSAL MEMO
PROBOLSKY RESEARCH
23 Corporate Plaza Suite 150
Newport Beach CA 92660
Newport Beach (949) 855-6400
San Francisco (415) 870-8150
Washington DC (202) 559-0270
To: Kevin McCarthy
City of Indian Wells
From: Adam Probolsky
Probolsky Research
Date: April 17, 2024
Subject: Emergency Medical Service Tax Survey
Thank you for the opportunity to offer our research services once again to the City of Indian Wells. We look forward to conducting a voter survey to evaluate the level of support for an annual escalator for the Emergency Medical Service tax, and provide guidance on options for the November 2024 ballot.
Probolsky Research understands community needs and municipal services: We have acted as a pollster and strategic advisor on thousands of local, city, and statewide government agency projects, we have unmatched experience researching voter willingness to fund both projects, services, and testing support levels for new revenue s particularly as it relates to potential ballot initiatives. Recently, we have conducted polling and provided strategic guidance on public outreach cities like Boulder (CO), Coos Bay (O R), Escondido, Gresham (OR), Grover Beach, Rancho Cucamonga, and Twentynine Palms. We have conducted over 1,200 surveys for local and regional governments.
We know the Coachella Valley and surrounding communities. Our clients include the cities of Coachella and La Quinta, Desert Healthcare District, Desert Water Agency, and Coachella Valley Water District.
Established in 1992 and organized as a Limited Liability Corporation, Probolsky Research LLC specializes in market and opinion research. We are a woman and Latina -owned firm; we are multi -lingual. To ensure inclusivity and representation of all voices, and to limit communication barriers, we will conduct our research in English and Spanish – other languages are available.
While Adam Probolsky will serve as project manager and the City’s point of contact, our entire team, with broad research experience with local government and specifically the planning process, will participate in projects for the City. We are a medium-sized firm with a team of twelve – everyone working on this project possesses an understanding of design, implementation, and statistical analysis of voter surveys. This organizational chart includes the Probolsky Research team that will be assigned to this project.
Accessibility Standards
Our online survey platform follows the most current and best practices to ensuring accessibility for people with a diverse range of sight, hearing, movement, and cognitive abilities, including impaired users. Our online survey platform Authorized Representative:
Adam Probolsky, President
Probolsky Research
23 Corporate Plaza Suite 150
Newport Beach CA 92660
[email protected]
Telephone: 949-855-6400
ATTACHMENT #1
2 RESEARCH PROPOSAL MEMO
PROBOLSKY RESEARCH
23 Corporate Plaza Suite 150
Newport Beach CA 92660
Newport Beach (949) 855-6400
San Francisco (415) 870-8150
Washington DC (202) 559-0270
is 508 compliant (U.S. Rehabilitation Act), offering features to adhere to Section 508 including screen -reader and navigation capabilities, responsive survey layout design, accessible survey themes for the visually impaired, and accessibility testing.
Election Experience
Once we are engaged, there are many other data points we will analyze, not the least of which is turnout history. We cannot take a formulaic approach to understanding the experience of the likely voter. A “poll” may not give us all the data you need to understand voter sentiments. We need to get to the root of voter opinions and the emotional drivers that will move them. This is one of the reasons that our team of communication, data, economic, and public policy experts is uniquely qualified among research firms. And it is a hugely important part of our ability to understand community feelings about priorities and tax tolerance.
Probolsky Research understands revenue measures and local government taxation and has been conducting voter research on revenue measures for more than 27 years.
Our firm been part of successfully passed ballot measures. We know how to win, and we bring our unique set of expertise to this project. Our research has provided guidance to our clients on tax measures for general taxes, utility user taxes, transportation, streets and roads, education, libraries, parks and open space, community facilities, public safety, transient occupancy taxes, landscape lighting districts, cannabis, fire and paramedic services, healthcare, and hospitals. We know that the City will never be advocating for an election outcome.
We also have the advantage of having been on the opposing side of new revenue measures and succeeding. No other public agency research firm has this kind of unique background. This helps us to better understand, test, and overcome opposition messaging and strategy.
We advise our government clients considering revenue measures to address four key areas:
• Funds are being well managed today.
• The need for new funds has been justified, or the new revenues will rectify an imbalance. • Grants, cost-cutting, and labor concessions have been pursued with vigor. • Oversight will ensure that the new revenue will be spent as promised.
We always recommend asking the tough questions. Testing the messages of those who oppose a revenue measure or generally take issue with City leadership will help the City better understand the impact of the opposition and how best to communicate with these voters.
Probolsky Research conducts objective research and provides impartial analysis. Sometimes our results are not what our clients want to hear, but we never sugar-coat our findings. As researchers and strategists, it is our job to find the right messages and to develop a strategy that works. We are passionate about local government —we do not give up easily. Initiating public education and outreach requires nuance and strategy. We provide guidance at every step of the way, from staff report language to ballot label and statement to the last Nextdoor post before Election Day.
Voter Turnout Modeling
Knowing what questions to ask is only one aspect of determining voter opinions. Modeling for turnout presents a uniquely challenging task. Developing a turnout model requires careful examination of voter history in the City and a review of the factors impacting turnout in specific future elections (e.g., November 2024).
Key to our accuracy is that we do not rely solely on asking voters how likely they are to vote in an upcoming election.
While this seems like the obvious way to determine the likelihood of participation, it does not capture true turnout. The reason: voters don’t like to admit failing in their duty to fulfill the social contract of voting. Respondents claim they are more likely to participate than they are — especially if they are younger or newer Americans. By understanding these differences and getting tur nout right, we will know the relative importance of key messages, targetable voting blocs (and how receptive they are to alternative messaging) and will be able to direct outreach resources accordingly.
3 RESEARCH PROPOSAL MEMO
PROBOLSKY RESEARCH
23 Corporate Plaza Suite 150
Newport Beach CA 92660
Newport Beach (949) 855-6400
San Francisco (415) 870-8150
Washington DC (202) 559-0270
Survey Methodology
Statistically Valid Multi-mode, Multi-lingual Survey Approach We use a multi-mode methodology, meaning that we will conduct the survey by telephone using our live professional interviewers and online via our secure digital platform.
This multi -mode approach maximizes the accuracy and reach of the research, increases participation rates, and minimizes response bias. We look forward to a robust discussion with City staff to determine the ideal survey methodology.
Conducting research in the language most comfortable to respondents is critical in obtaining accurate results in a statistically valid survey and is one of the best ways to alleviate language barriers. Participants can choose their preferred language at the onset of their survey experience.
For the online mode, we email or send a text message invitation and provide a secure link for the individual to access the survey online. Our online survey platform is easy to use and allows participants to complete the survey from any device: computer, tablet, or mobile phone.
After launching the online portion of the survey, we contact participants who have not already completed the survey online, on their landline and mobile phones. We place no limit on the number of completed responses via mobile phone – we match the population t hat uses mobile phones exclusively or prefers to respond on mobile phones in general. Below is an explanation of our reporting by survey mode.
Tracking Survey
Tracking surveys augment the initial research, helping the City maintain a firm grasp on how voters are receiving public outreach messages and allows for adjustments to targeting as the election approaches. They are an important element of the overall research and outreach strategy.
Sample Size
A sample size of at least 300 voters is robust and will yield a +/ -5.8% margin of error at a 95% level of confidence.
The statistically representative, random sample will allow for statistically reliable comparisons among all subgroups of the City’s population (e.g., by demographic and geographic variables).
Sample Size = 300
Margin of Error = +/-5.8%
0%
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8%
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0 100 200 300 400 500 600 700 800 900 1000
Margin of Error
Sample Size (Number of Respondents)
Relationship of Margin of Error to Sample Size
4 RESEARCH PROPOSAL MEMO
PROBOLSKY RESEARCH
23 Corporate Plaza Suite 150
Newport Beach CA 92660
Newport Beach (949) 855-6400
San Francisco (415) 870-8150
Washington DC (202) 559-0270
Sample Stratification
The statistically valid sample file of City of Indian Wells voters will be secured by Probolsky Research, at our expense, from the Riverside County Registrar of Voters that includes addresses, emails, and phone numbers – (landlines and mobile phones) and is inclusive of all voters, both demographically and geographically.
Unique to Probolsky Research: We match the demographics of City of Indian Wells voters. This means we capture real responses of the right number of each gender, age group, ethnicity, party preference, etc.
Cyber Security & Confidentiality
We take data integrity and confidentiality seriously . All client materials are hosted in a secure digital cloud environment. We use 256-bit Advanced Encryption Security to keep your data secure. This is the same level of encryption used by the U.S. Government. Our data is stored on U.S. based computers and cloud services. Research is only released per staff’s direction.
We use Box for content management. This cloud-based, encrypted system allows us to gather data and manage projects seamlessly and securely.
We have multiple team members who hold certifications in the protection of human subjects in research from the Collaborative Institutional Training Initiative (CITI). CITI is the leading provider of research ethics and compliance education, utilized by academic, medical, and social science researchers across the United States and globally.
Data Analysis
We complete comprehensive statistical analyses of the research results, utilizing software programs, including IBM SPSS and R to conduct deep statistical testing, such as multiple regression analysis. Both qualitative and quantitative data will be analyzed in a scientifically valid manner. This helps us discover and present statistically significant results – beyond the broad opinions – and understand the specific factors that contribute to attitudes and beliefs of voters.
Such analyses are crucial in identifying gaps in public perception and awareness. Once we have run all analyses on results, cross tabulations are developed, graphics are generated, and other elements of the report are prepared.
Reporting
Our reporting is comprehensive and immediately usable by decision makers. Our reporting includes:
1. Draft survey summary findings in PowerPoint presentation format – focused on actionable and usable data results, graphics, benchmarking data and crosstabulations
2. Report on results, including survey background and results, methodological description, questionnaire results, survey top lines (displaying the aggregate percentages of responses to each question), cross -tabulations based on key demographic information, open-ended question responses with demographic overlay, analysis, conclusions, and recommendations
3. Results sent via PDF and hard copy (if requested)
4. Presentations to the City Council, key staff, and other audiences as directed
5. In-person meetings, presentations, conference calls, and ongoing consulting
5 RESEARCH PROPOSAL MEMO
PROBOLSKY RESEARCH
23 Corporate Plaza Suite 150
Newport Beach CA 92660
Newport Beach (949) 855-6400
San Francisco (415) 870-8150
Washington DC (202) 559-0270
Geospatial Mapping
Geospatial mapping of results is included. We will map survey respondents and their responses to different questions geographically. Our method ensures that individual respondents cannot be identified.
EXAMPLE: City of Indian Wells voters mapped (left). Respondents mapped by geography and response to questions (San Dimas, CA- right).
Timeline
We can meet any timeline provided by the City. We can start our work for the City immediately. Below is an example timeline that can be easily modified.
6 RESEARCH PROPOSAL MEMO
PROBOLSKY RESEARCH
23 Corporate Plaza Suite 150
Newport Beach CA 92660
Newport Beach (949) 855-6400
San Francisco (415) 870-8150
Washington DC (202) 559-0270
Similar Projects
City of Rancho Cucamonga
We have conducted several voter surveys to measure voter opinion on possible revenue ballot measures including testing satisfaction with City services. Our work for the City continues now as we help the City plan for a large -scale transportation infrastructure project – Cucamonga Station and a 2024 Transient Occupancy Tax increase ballot measure.
Contact: John Gillison, City Manager
Address: 10500 Civic Center Drive, Rancho Cucamonga 91730 Telephone: 909-477-2700 Email: [email protected]
Link to Results Presentation // Link to Report on Results
City of Grover Beach
We conducted a multi -mode, multi -lingual, statistically valid survey among City of Grover Beach voters to help policymakers better understand community sentiments and be responsive to the community’s needs and communication preferences as well as to gauge voter interest on potential new revenue measures. We included trend analysis on all reporting for the City, when applicable, tracking how results have changed over time.
Contact: Kristin Eriksson, Deputy City Manager
Address: 154 South Eighth Street, Grover Beach, CA 93433 Telephone: 805-473-4567 Email: [email protected]
Link to Results Presentation // Link to Report on Results
Pricing
Our pricing is all inclusive. We do not charge for travel or other expenses. We welcome the chance to develop the ideal methodology and budget in discussion with staff. We are flexible.
Multi-mode Survey Pricing
Number of Questions/Time Universe Number of
Respondents
Margin of Error Cost
To Be Determined City of Indian Wells voters 300 +/-5.8% $18,750 Languages: English, Spanish, other languages available
Level of confidence: 95%
Modes: Telephone (landline and mobile phones) and Online (via email and text-to-web)
Multi-mode Tracking Survey Pricing
Number of Questions/Time Universe Number of
Respondents
Margin of Error Cost
Approximately 6 questions City of Indian Wells likely
voters
300 +/-5.8% $8,900
Languages: English, Spanish, and other languages as requested Level of confidence: 95%
Modes: Online (email and text-to-web) and Telephone (landline and mobile phones)
Proposal to Conduct Public Opinion
Research Regarding a Potential 2024
Revenue Measure
City of Indian Wells
Ap
ril 10, 2024 921- 71 72
ATTACHMENT #2
Dear Chris Freeland, City Manager:
Fairbank, Maslin, Maullin, Metz & Associates (FM3 Research or FM3) is pleased to present this proposal to conduct public opinion research regarding a potential 2024 revenue measure for the City of Indian Wells. We believe our firm is an excellent choice to provide these research services for several reasons, including:
• FM3 is a recognized leader in conducting research that helps California cities, counties, and special districts objectively evaluate the viability of passing local ballot measures to secure additional revenue. Our research has contributed to the passage of more than 600 local finance measures approved for 160+ California agencies in every region of the state. In 2022 alone, FM3 contributed to the passage of 16 sales tax measures, six transient occupancy taxes, six cannabis taxes, three business license tax es/fees, two parcel taxes, two utility user taxes, and one tax on single-use disposable cups. For a full list of FM3’s past successful ballot campaigns, please visit fm3research.com/clients_category/ballot-measures. • FM3 has conducted numerous research projects in the Coachella Valley, including the City of Indian Wells and the Desert Recreation District, which includes Indian Wells. Notably, our research has contributed to the passage of 15 local revenue measures for jurisdictions throughout the Coachella Valley. Our other previous clients have included the cities of Cathedral City, Desert Hot Springs, Indio, La Quinta, and Palm Springs; Palm Springs Unified School District; the Desert Recreation District; as well as Riverside County as a whole. • FM3 stays well informed on the latest issues facing local governments through its work as the public opinion research firm for the League of California Cities. In this capacity, we regularly conduct research at the statewide level as well as in dozens of local communities throughout California. Currently, we are working with the League on a campaign to prevent the passage of a statewide ballot measure (brought to the ballot by the California Business Roundtable) that would end the ability of voters to refer taxing ballot measures to the ballot via petition at a majority vote threshold and create a two -thirds voter approval threshold for all such measures.
• Our approach is focused on providing the best possible ongoing strategic consultation to our clients. We do not simply conduct a poll, present the results, and leave you and your team to figure out how to put them to use. Instead, we want to be a member of your strategic team —participating fully in each of the City’s key decisions on an ongoing basis. Furthermore, our firm is large enough to turn projects around quickly, but not so large that you will not know whom to call with your questions, ideas, and concerns.
We appreciate the opportunity to be considered for this project. If you have any questions about the contents of this proposal, please do not hesitate to reach out—contact information is available on page 8.
Sincerely,
John Fairbank
Partner
Adam Sonenshein
Senior Vice President
Maya Gutierrez
Researcher
FM3 BACKGROUND
Fairbank, Maslin, Maullin, Metz & Associates (FM3 Research or FM3) has been conducting public policy-oriented opinion research since 1981 on issues of major economic and social concern. As a California- based company, we are a medium-sized research firm with 23 full-time employees working out of our Los Angeles and Oakland offices. The research FM3 conducts goes far beyond simply documenting the knowledge, views, and behaviors of various populations.
Rather, our work produces actionable data that provides a strategic roadmap for policy makers and inform s community outreach and communication efforts.
Each of the research projects we do is led by one of our six partners, all of whom are nationally respected authorities on public opinion research. As our client, you will have direct access to not only the partner working on your project, but also several other key staff members with advanced degrees in public policy, research methods, and/or extensive
experience working in state and local government.
While our firm is not so big that you will wonder whom to call with your questions, we are big enough to have our own in -house data analysis/processing team and graphic design resources. This means we can provide our clients with a level of personal attention and service from firm partners and other senior staff more often associated with much smaller organizations, while also providing rapid project turnaround and more sophisticated data analysis and presentations tailored to client needs that one might expect from larger firms.
FM3 utilizes a variety of research tools designed to address each client ’s unique circumstances. Some of these tools are quantitative, such as surveys; some are qualitative, such as focus groups; and others fall somewhere in between. In any given year, FM3 conducts more than 300 surveys and 160 focus groups, in addition to providing ongoing consulting for key clients. We also actively monitor methodological developments through our industry’s trade association—the American Association for Public Opinion Res earch (AAPOR)—and continually experiment with newly evolving online and digital research approaches.
FM3 offers a hands-on approach in
which one of our partners is
engaged in the research every step
of the way.
When you work with us, an FM3 partner is
always just a phone call away, happy to
provide consultation to help keep your
projects moving in the right direction.
RELEVANT EXPERIENCE
Research on Local Revenue Measures
FM3 is a recognized leader in conducting survey research that helps California cities, counties, special districts, and other jurisdictions objectively evaluate the viability of passing local ballot measures to secure additional revenue. Our research has contributed to the passage of more than 600 local finance measures approved for 160+ California agencies in every region of the state . As evidence of the accuracy of our research, election results are typically within the margin of error of what our surveys suggest will be the level of support on Election Day.
Our research identifies the feasibility of a potential ballot measure (or measures); the most appropriate tax rate and revenue mechanism (parcel tax, sales tax, transient occupancy tax, utility user tax, bond measure, etc.); how voters would prefer additional revenue to be used; and how to phrase the ballot label language. Furthermore, the finance measure research that FM3 conducts for our public agency clients not only assists in drafting the most compelling 75 -word ballot label possible, but also quantitatively identifies which unique, legally permissible messages will resonate most among the agency’s constituents when engaging in community outreach and education.
Our municipal clients represent a diverse cross-section of large and small cities and other jurisdictions, including suburban, urban, and rural communities, in every region of the state of California. We make it a priority to work closely with each of our clients to design the research because we know every community or region is different and requires an approach that addresses its own unique characteristics and needs.
In 2022 alone, FM3 helped more than 50 local governments across California win voter approval to fund important services for citizens. These included:
• Sixteen sales tax measures in the cities of Atwater, Elk Grove, Galt, Goleta, Larkspur, Malibu, Monterey Park, Ontario, Pacifica, Sausalito, Tehachapi, Torrance, Vallejo, and Westminster, as well as Fresno County and Kern County
• Six transient occupancy tax measures in the cities of Alameda, Imperial Beach, Paso Robles, and Sacramento, as well as Humboldt County and North Lake Tahoe
• Six cannabis tax measures in the cities of El Segundo, Hermosa Beach, Montclair, South Lake Tahoe, Tulare, as well as Los Angeles County
• Three business tax/fee measures in the cities of Culver City, Palo Alto, and Pico Rivera • Two parcel tax measures, one for the City of Oakland and another for the Oakland Unified School District • Two utility user taxes in the cities of Carson and Hercules • A tax on single-use, disposable cups in Santa Cruz County
Research for the League of California Cities
FM3 stays well informed on the latest issues facing local governments through its work as the public opinion research firm for the League of California Cities. We have served as the League’s primary pollster for many years, and our research has contributed to numerous victories for the League and its member agencies, both in the legislature and on the statewide ballot. In this capacity, we regularly conduct research at the statewide level as well as in dozens of local communities throughout California.
Currently, we are working with the League on a campaign to prevent the passage of a statewide ballot measure (brought to the ballot by the California Business Roundtable) that would end the ability of voters to refer taxing ballot measures to the ballot via petition at a majority vote threshold and create a two -thirds voter approval threshold for all such measures. Our team also regularly conducts seminars and forums with the League to advise city leaders about how public opinion research can be used to address the concerns, needs and priorities of their residents, and to provide additional funds for city services.
FM3 has a long history of working closely with the League of California Cities on statewide initiatives on a wide range of issues and ballot measure campaigns. Past experiences include protecting local funding (Proposition 1A, 2004, and Proposition 22, 2010) and local land use (Proposition 90, 2006, and Proposition 99, 2008), as well as research to help the CA Cities’ efforts to ensure local control provisions were protected in 2016’s Prop 64 (Marijuana Legalization).
Coachella Valley Experience
FM3 has conducted numerous research projects in the Coachella Valley, which has provided us with a comprehensive understanding of the area’s residents and voters. In 2016, our team conducted research on potential revenue measures in Indian Wells as well as for the Desert Recreation District, which includes Indian Wells. Our other previous clients have included the cities of Cathedral City, Desert Hot Springs, Indio, La Quinta, and Palm Springs; Palm Springs Unified School District; the Desert Recreation District; as well as Riverside County as a whole. Notably, we have worked on numerous successful local revenue measures—see Figure 11 on the next page—as well as two non -revenue-related ballot measures for the City of Cathedral City, a charter amendment (Measure HH, 2016) and limit on short-term vacation rentals (Measure B, 2021). FM3 has also conducted various surveys over the years on behalf of the Desert Recreation District.
Additionally, we’ve completed a number of research projects for the Riverside County Transportation Commission (RCTC). Notably, our research helped secure voter approval for the original countywide half- cent transportation sales tax, Measure A. More recently, between 2017 and 2019 FM3 conducted three surveys on behalf of RCTC to understand Riverside County voters’ perceptions of need for maintaining and improving the Riverside County transportation system.
Finally, FM3 also regularly conducts research among Riverside County residents on behalf of private sector clients, such as the Morongo Band of Mission Indians and Southern California Edison, as well as local elected officials and political candidates that include multiple sitting members of both the state assembly and the state senate.
Figure 1: FM3’s Successful Local Finance Measures in the Coachella Valley Jurisdic�on Measure Mechanism Elec�on
City of Palm Springs Measure E Cannabis Business Tax November 2017 City of Desert Hot Springs Measure C U�lity User Tax November 2017 City of Indio Measure X Sales Tax November 2016
City of La Quinta Measure G Sales Tax November 2016
City of Palm Desert Measure T Transient Occupancy Tax November 2016 City of Indio Measure O Transient Occupancy Tax November 2014 City of Cathedral City Measure B Sales Tax Renewal June 2014 City of Indio Measure S U�lity User Tax November 2010
City of Cathedral City Measure H Sales Tax June 2010
City of Desert Hot Springs Measure G Parcel Tax Renewal June 2010 City of Desert Hot Springs Measure A U�lity User Tax May 2009 City of Cathedral City Measure L U�lity User Tax November 2008 Palm Springs Unified School District Measure P $70 Million Bond November 1992 Riverside County Measure K Parcel Tax for Parks and Open Space November 1990 Riverside County Measure A Sales Tax November 1988
PROPOSED APPROACH AND ESTIMATED COSTS
Research Specifications
For this project, FM3 recommends conducting a 15- to
20-minute dual -mode (telephone and online) survey
among a randomized sample of likely voters within the
City of Indian Hills . Given the small size of this
population (approximately 3,183 likely November
2024 voters), we will do our best to obtain 200-250
interviews. For reference, we received 208 interviews
in our 2016 survey for the City. If we receive fewer
than 250 completed interviews, we will prorate our
costs to reflect the actual number of interviews
received; any interviews beyond 250 will come at no
additional cost to the City.
We recommend utilizing three different contact
methods (telephone calls, emails, and text messages)
to provide an array of ways for potential respondents
to participate in the survey. Providing multiple forms of contact also helps us engage historically
disadvantaged communities that may not have
adequate broadband access and/or access to
computers or smart phones. Additionally, different
demographic groups often have varying
communication preferences —some may be more
likely to answer a phone call than open an email or text message, and vice versa.
Description of Methodology
The research process will begin with an initial kickoff meeting between FM3 and your project team. This
meeting will provide an opportunity for an extensive
review of relevant background information and
context, as well as a detailed discussion of your
objectives for the project.
In designing a survey questionnaire fo r the City, FM3 will draw from its knowledge of public opinion survey methodology; our comprehensive review of the City’s past survey research (including tracking past questions when appropriate); your current and future objectives and needs; and our own vast library of research o n local
Methodology
Dual-mode survey using a
combination of telephone
and online interviews
Respondent
Contact
Method
Telephone calls, email
invitations, and text
invitations
Population &
Sample
200-250 likely November
2024 voters within Indian
Hills
Margin of
Sampling
Error*
±6.9% for a sample of 200
±6.2% for a sample of 250
*At the 95% confidence
level (i.e., in 95 out of 100
cases)
Questionnaire 15-20 minutes
Figure 2: Research Specs at a Glance
finance measures. We will proceed through several drafts, incorporating feedback from your team before each revision, to develop a research instrument that will successfully obtain all the desired information.
FM3 will then construct a sample by pulling a random list of voters from the voter file. Based upon the final sample specifications, FM3 will set a target number of interviews to be completed online. We will then send out email invitations to a subset of people in our sample who have a valid email address. Within several days of the initial invitation distribution, we will examine the demographic and geographic characteristics of the online completes and then begin conducting telephone interviews to balance out the sample and target underrepresented subgroups. Additionally, we will send out a number of text invitations to help reach the overall target number of online completes and complement the other contact methods.
Once the survey is complete, FM3 will generate a detailed report of the survey results in a PowerPoint presentation, including demographic breakouts and summaries of key findings. These results are typically presented in draft format to the client team and then further refined based upon feedback from that group. A version of this presentation will also be developed in a format suitable for FM3 to present in a public forum.
Deliverables
Upon conclusion of the survey project, the City will have received from FM3 each of the documents listed below.
All documents can be provided in hard copy or electronic form (or both), depending on your preference. Final survey questionnaire
Topline survey results
PowerPoint presentation (including key findings, results, conclusions, and actionable recommendations) Presentations of results to staff, board members, or other stakeholders (in person if desired) Finally, after FM3’s final deliverables have been completed, we will remain available to answer follow -up questions and to present results to additional key stakeholders. We view the responses to the survey as an ongoing data resource; if needed, FM3 can conduct further analysis to provide answers to any follow -up questions that may arise.
Estimated Costs
Figure 3 contains the total estimated costs for this research. These prices are comprehensive and include all costs for questionnaire design, sample acquisition and preparation , programming, survey invitations, survey hosting, telephone interviewing, data entry and analysis, and reporting.
Figure 3: Survey Costs
Survey Length 200 Interviews 250 Interviews
15 minutes $22,500 $24,250
20 minutes $24,850 $27,250
CONTACT INFORMATION
Thank you for taking the time to review our proposal. Please feel free to contact us with any questions.
John Fairbank
Partner
[email protected]
(310) 463-2230
Adam Sonenshein
Senior Vice President
[email protected]
(310) 569-3653
Maya Gutierrez
Researcher
[email protected]
(310) 828-1183
Fairbank, Maslin, Maullin, Metz & Associates
12100 Wilshire Blvd., Suite 350
Los Angeles, CA 90025
www.fm3research.com
Proposal for:
Ballot Measure Outreach & Education
CITY OF INDIAN WELLS
Submitted: April 12, 2024
By: Ryder Todd Smith, President
Cameron Grimm, Director
ATTACHMENT #3
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 2 LETTER OF PROPOSAL
To Whom It May Concern:
Thank you for this opportunity to supplement our relationship with the City of Indian Wells as a partner in public outreach and engagement for an amendment to the Fire Tax ballot measure. Specifically, the City has asked for support with public education/outreach regarding a fixed annual rate increase to the existing tax as part of the upcoming November election ballot.
Tripepi Smith has a deep understanding of the unique dynamics of California communities: over 200 local government agencies, primarily in California, have chosen us to support their Communications needs. Our experience spans numerous successful campaigns and initiatives, where we have consistently achieved tangible, impactful results. We boast an excellent track record in providing comprehensive public education & outreach services to municipalities, especially regarding tax measures. Here are just a few examples:
• Culver City – Nov. 2016 – Measure CW: a special parcel tax – Passed • Culver City – Nov. 2018 – Measure C: a 0.25% sales tax – Passed • Hawaiian Gardens – Mar. 2020 – Measure HG: a 0.75% sales tax – Passed • Carson – Nov. 2020 – Measure K: a 0.75% sales tax – Passed • Culver City – Nov. 2020 – Measure RE: a revision of the City’s real estate transfer tax – Passed • Grover Beach – Nov. 2020 – Measure F-20: a 1.0% sales tax – Passed • Carson – Nov. 2022 – Measure R: continuation of a 2% UUT – Passed • Hercules – Nov. 2022 – Measure N: continuation of an 8% UUT – Passed • Lynwood – Nov. 2022 – Measure TR: tax on businesses selling marijuana products – Passed • Culver City – Nov. 2022 – Measure BL: a revision of the City's business license tax rates and business classifications – Passed
We appreciate this opportunity to potentially serve the City of Indian Wells in this capacity and look forward to collaborating with you on your communications efforts.
Regards,
Ryder Todd Smith
Co-Founder & President, Tripepi Smith
[email protected] • (626) 536-2173 • P.O. Box 52152, Irvine, CA 92619
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 3 TABLE OF CONTENTS
LETTER OF PROPOSAL ................................................................................................................... 2 SCOPE OF WORK ........................................................................................................................... 4 TIMELINE ........................................................................................................................................ 6 COST PROPOSAL ........................................................................................................................... 8 WORK SAMPLES ........................................................................................................................... 11 COMPANY OVERVIEW ................................................................................................................. 14
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 4 SCOPE OF WORK
The City of Indian Wells’s Needs
Tripepi Smith has a solid track record of supporting education and outreach efforts around ballot measures.
Our first step at the beginning of the engagement will be a kickoff meeting with all parties to accomplish several goals:
1. Introduce stakeholders and project leads
2. Review our projected timeline, ensuring voters have the facts before the election
3. Review our content collaboration process
4. Identify possible date for educational webinar
Tripepi Smith’s typical approach to crafting language for ballot measure education & outreach is to “measure twice, cut once”: we work with key stakeholders (especially legal counsel) to produce approved written language upfront. Any external-facing content, whatever the medium, will only use that language. This allows us to streamline the design of various deliverables so the only new information for stakeholders to review is the look and feel, versus also having to re-evaluate the written text. This gives us the most flexibility to speed up the outreach/education process as necessary, ensuring voters have all the facts they need before an election.
Our Creative Team of graphic artists, videographers and animators can transform this same written language into easy-to-understand visuals.
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 5 Proposed Deliverables
Tripepi Smith could provide the following services over a period of up to 7 months:
Education & Outreach Deliverable s Quantity/Notes
Project Management Ongoing for up to 7 months
One-time Kickoff Call Up to two (2) hours
Biweekly Client Check-in Call
Up to sixty (60) minutes per call;
Agendized meetings, with to-do item
“recap” emails after
Content Production Ongoing for up to 7 months
Strategic messaging for use across all
communications
Includes: Frequently Asked Questions,
talking points, key messages, etc.
Informational webpage for City’s website; editing
content as needed
One (1) webpage
Homepage content One (1) “hero” image for top-of-page image slider Social Media Management & Monitoring Ongoing for up to 7 months Create and publish social media post content
(which we will use for Digital Placements)
Up to six (6) unique posts total;
Graphic design included
Produce and manage digital placement of
animated video
One (1) “Boosted Post” for dual display
on Facebook and Instagram
Respond to comments and messages on City
social media sites Unlimited
Digital Placement (Ads) Creation &
Management Excludes digital placement budget
Produce and manage digital placements of social
media posts
Up to six (6) “Boosted Posts” for dual display
on Facebook and Instagram
Produce and manage digital placement of
animated video
One (1) “Boosted Post” for dual display
on Facebook and Instagram
Animated Video Includes caption & voiceover fees
Informational animated video One (1) English video with captions; Max. of ninety (90) seconds long
Informational Mailer Excludes print & mail fees
Informational mailer for City voters
1, 8.5”x11”, double-sided, folded in half or tri-fold;
Digital, ADA-compliant PDF version included
for upload on City website
Manage print & mail production process (print &
mailing costs are not included in our pricing)
Can use City’s vendor or one of our choosing;
Mailing via Every Door Direct Mail (EDDM)
or City-provided mailing list
Educational Webinar Virtual Meeting
Webinar to answer community question,
recorded for use as an education asset.
Includes planning, hosting, slide deck preparation,
pre-resolution
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 6 TIMELINE
Based on the election schedule, we anticipate starting our work as early as April 2024 and finishing at the end of October 2024.
Phase 1 (Pre -Resolution): Heavy Initial Education & Outreach Tripepi Smith will lead a kickoff call with key stakeholders and begin initial education and outreach. During this phase, Tripepi Smith will focus on messaging that explains the current services and how it works, what it costs and what it means for residents. Tripepi Smith recommends hosting a brief webinar on the subject to answer community questions and to record it for use as an educational asset.
Council Adopts Resolution
Once the City Council adopts a Resolution to place the measure on the ballot, our approach becomes more constrained. From that point on, all communication from the City must be purely neutral and informational. It is anticipated that Council would likely pass this Resolution in either late spring or early summer 2024.
Phase 2 (Post -Resolution): Ballot Measure Education & Outreach Once a resolution is adopted and a ballot letter is assigned, Tripepi Smith will create a webpage for the measure, provide FAQs, create a user-friendly URL, design and create a postcard mailer and animated video explaining the measure and what it means to vote for and against it.
A detailed timeline is below for reference.
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 7 Timeline Summary
• April 2024 - Summer 2024
•Kickoff Meeting with all Stakeholders
•Develop Education & Outreach Language
•Heavy Initial Education & Outreach: Content
Production, Social Media Posts, Informational
Webinar
Phase 1 (Pre-
Resolution):
Heavy Initial
Education &
Outreach
• Summer 2024
• Measure Placed on November 2024 Ballot
Council
Adopts
Resolution
• Summer 2024 - November 2024
•Continued Content Production, Webpage
Creation, Animated Video, Digital Placements,
Informational Mailer
•Ongoing Content Management & Monitoring
•Election Day
Phase 2
(Post-
Resolution):
Full
Education &
Outreach
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 8 COST PROPOSAL
Tripepi Smith recommends a Fixed Fee model for executing the work detailed in this proposal. Typically, we propose three fixed fee payments throughout the course of the engagement:
Payment Milestones
Total $58,500
40% - Kickoff $23,400
30% - on August 31, 2024 $17,550
30% - on November 30, 2024 $17,550
Time & Materials (as -Needed) Work
Tripepi Smith would apply the following rates and related fees for services for any work authorized outside of the Fixed-Fee Proposed Deliverables:
Title Hourly
Principal $330
Director $225
Art/Creative Director $225
Senior Business Analyst $180
Business Analyst $125
Junior Business Analyst $100
Senior Videographer/Animator $180
Senior Photographer $180
Videographer/Photographer $115
Senior Graphic Designer $165
Graphic Designer $115
Web Developer $185
Drone Operator $185
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 9 Other Cost Information
Tripepi Smith has related service fees that may come up during our engagement that we want to tell you about.
Invoicing & Payment Terms
For ad hoc work, time at Tripepi Smith is billed in 15-minute increments – i.e. we invoice our time in the following examples: 1.25, 0.75, 4.0 or 6.5 hours. Ad hoc work will be invoiced at the end of the month in which the work was done. Fixed price project work will be invoiced based on pre-determined payment schedules.
All payment terms are net 30 days.
Annual Increase
Tripepi Smith will increase the hourly rates and retainer fees for all resources by 5% or the national CPI index – whichever is higher – each year on the anniversary of the contract, starting on the first anniversary of any contract when the contract duration is longer than one year. Otherwise, new rates will be negotiated with each new contract renewal period.
Travel Costs
Travel costs must be pre-authorized and then will be reimbursed by the Institute for any requested travel.
Travel costs to be covered are for airfare, lodging and car rental. If Tripepi Smith is requested to be onsite, we will invoice for travel time at half rate of the resource’s applicable Hourly Rate.
Equipment Costs
Tripepi Smith offers some services that require equipment, such as drone operations and video production.
As such, in those cases, the following rates apply:
Title
Half Day (Under 4
Hours) Full Day (4+ Hours)
Video Equipment $400 $600
Drone Equipment $500 – Flat Fee
MEVO Equipment $400 – Flat Fee
Service Fees
Tripepi Smith prefers that clients pay service providers directly to avoid unnecessary administrative costs.
You should also know, however, that we have no economic interest in service providers, unless otherwise specified in this proposal.
If a client asks Tripepi Smith to pay for a service provider bill, we will apply a 10% agency fee to the reimbursement expense. Typical service fees include, but are not limited to: print, mailing, digital advertising, media placements, voiceovers, translations and closed captions.
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 10 Partner Access Tripepi Smith has access to entities that may be relevant to our engagement. These partnerships allow Tripepi Smith to offer clients extra media reach or additional services at partner pricing. Partnerships include:
PublicCEO: www.PublicCEO.com – Digital news about public affairs, reaching over 17,000 California government executives through a daily podcast, job board, video podcast and more.
Civic Business Journal: www.CivicBusinessJournal.com – Digital interest stories on the people, companies and solutions that make local government in California more effective.
FlashVote: www.FlashVote.com – Statistically valid surveying that helps leaders make decisions. o Disclaimer: Tripepi Smith President Ryder Todd Smith is an investor in FlashVote.
Tripepi Smith Talent Solutions: www.TSTalentSolutions.com – A multifaceted recruitment consultancy service, combining local government access with communications to advance talent quests and build culture warriors.
Meltwater: www.TripepiSmith.com/Media-Intelligence – An enterprise-class, comprehensive media monitoring solution that is best combined with Tripepi Smith’s analytics team.
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 11 WORK SAMPLES Reference Contact Info Ballot Results, Scope of Work, Work Samples City of Carson Tarik Rahmani, Deputy City Manager (310) 952-1755 [email protected] Carson St. b24 Carson, CA 90745 Nov. 2020 Measure K: 0.75% sales tax – 53.92% Yes Education & Outreach: Project management, strategic messaging, campaign logo development, news articles, website content development, social media management, technology support, digital ad placements, media monitoring, animated video, informational mailer
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 12 Reference Contact Info Ballot Results, Scope of Work Performed, Work Samples City of Culver City John Nachbar, City Manager (310) 253-6000 [email protected] 9770 Culver Blvd Culver City, CA 90232 Nov. 2018 Measure C: 0.25% sales tax – 70.73% Yes March 2020 Measure CC: 0.5% sales tax – 76.93% Yes Education & Outreach: Project management, strategic messaging, news articles, website content development, social media management, technology support, digital ad placements, media monitoring, animated videos, informational mailers
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 13 Reference Contact Info Ballot Results, Scope of Work Performed, Work Samples City of Grover Beach Matthew Bronson, City Manager (805) 473-4567 [email protected] 154 S 8th Street Grover Beach, CA 93433 Nov. 2020 Measure F-20: 1.0% sales tax – 52.68% Yes Education & Outreach: Project management, strategic messaging, campaign logo development, website content development, social media management, technology support, digital ad placements, media monitoring, animated video, informational mailer
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 14 COMPANY OVERVIEW Tripepi Smith excels at public affairs. We work in a complex environment where successful communications go hand-in-hand with marketing and technical expertise. As a full-service public affairs and creative services firm, Tripepi Smith delivers strategy, outreach and design tailored for local government, public agencies, nonprofits and private companies—each strongly represented in our client list.
At Tripepi Smith, experienced Directors and Analysts drive strategy and implement messaging. Full-time creative professionals generate compelling branding, websites, design, social media, photography and video. The collaboration between Creative Services and Analysts keeps communications engaging and on-message, and a diversity of skillsets and expertise allows Tripepi Smith to offer clients exactly the level of service they need. Legal Structure and Financial Matters Tripepi Smith is a California S Corporation. Ownership is equally split between Co-Founders Nicole D. Smith and Ryder Todd Smith. Tripepi Smith has been incorporated since 2002 and has generated a profit every year it has been in operation. We have never had a legal claim filed against us and have never failed to fulfill a contract commitment. Implementing Strategy and Engaging Audiences Tripepi Smith recognizes the important interplay of public affairs and design. It’s about presenting ideas that advance communities and public institutions. An important corollary to this is providing the creative services that can build materials to engage audiences and make ideas resonate. Tripepi Smith’s multi-faceted design team enables us to reach these goals and lead effective creative strategy.
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 15 Strategic Tripepi Smith is a provider of technology, communications and public affairs services. We leverage our skills and experiences in each of these areas to deliver efficient, technologically driven communication solutions that reflect our deep understanding of local government. Our team has a strong record of working with public agencies, joint powers authorities and not-for-profit organizations throughout California to better engage and connect with their stakeholders and community. Creative Tripepi Smith’s creative professionals have worked with public and private clients on imagery, colors and graphic design in an array of projects. Our firm offers creative services that address not only traditional media such as print, websites, logo design and advertising but also non-traditional marketing services around email campaigns, social media, blogging, SEO, video production and more. This integrated approach to content development makes the process more efficient and more effective for clients. Content x Distribution = IMPACT Tripepi Smith was born in the digital era and brings significant technical skills to the table. Members of our team carry technical certifications in Hootsuite Social Media Marketing, Facebook Blueprint, Google Advertising, Google Analytics and Twitter Flight School, among others. We take digital platforms seriously and recognize how critical it is to not only develop great visuals and messaging, but to ensure the audiences we want to reach actually see that content. Without content distribution, there is no impact.
“…solutions that reflect our deep understanding of local government.”
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 16 Our Services Strategy, Marketing, Communications
Strategic development, research, surveys, messaging
Social media management
Web and social media strategy, optimization (SEO), metrics Web hosting and support
Email campaigns
Relations (media, stakeholders, public, government)
Support and training for events, presentations and virtual gatherings Google AdWords, LinkedIn and Facebook advertising
Creative Services
Full-service graphic design for digital, print and outdoor Brand and logo development
Content generation, writing and editorial
Output services (digital distribution, print management, mail management) Photography, illustration and information graphics
Video and animation
Web design and implementation
Proposal: City of Indian Wells Ballot Measure Outreach & Education / Version 1 17 Client Roster Tripepi Smith has been selected to work with over 200 local government agencies to help with their communications. We can provide you with contacts at any of these clients, including from the sample below. California City Management Foundation California Association for Local Economic Development City of Aliso Viejo City of American Canyon City of Azusa City of Bellflower City of Berkeley City of Burlingame City of Claremont City of Coronado (City of) Culver City City of Cupertino (City of) Daly City City of Danville City of Duarte City of Dublin City of El Cerrito City of Fountain Valley City of Foster City City of Fullerton City of Gilroy City of Grover Beach City of Hawaiian Gardens City of Hercules City of Huntington Beach City of Indian Wells City of Industry City of Irvine City of La Cañada Flintridge City of La Palma City of La Puente City of La Verne City of Lake Forest City of Laguna Hills City of Laguna Niguel City of Lancaster City of Livermore City of Lomita City of Lynwood City of Manhattan Beach City of Manteca City of Menlo Park City of Millbrae City of Morgan Hill City of Mountain View City of Murrieta City of Napa City of Orange City of Orinda City of Palm Desert City of Palmdale City of Paramount City of Pinole City of Pismo Beach City of Placentia City of Pleasanton City of Pomona City of Rancho Palos Verdes City of Rancho Mirage City of Riverbank City of Rolling Hills Estates City of San Leandro City of Santa Ana City of Santa Clarita City of Santa Cruz City of Santa Paula City of Saratoga City of Stanton City of South Gate City of Sunnyvale City of Tracy City of Vallejo City of Vista (City of) Yuba City Town of Windsor County of Merced County of Fresno County of Sonoma County of Santa Barbara County of Kings California Contract Cities Association California Joint Powers Insurance Authority Citrus Heights Water District Costa Mesa Sanitary District El Toro Water District Independent Cities Association Independent Cities Finance Authority Inland Empire Utilities Agency Institute for Local Government League of California Cities Municipal Management Association of Northern California Municipal Management Association of Southern California Orange County City Manager Association Orange County Sanitation District Palmdale Water District Rowland Water District San Gabriel Valley City Managers Association
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INDIAN WELLS CITY COUNCIL
May 16, 2024
To: City Council
From: Finance Department
Prepared by: Kevin McCarthy, City Finance Director
Subject: Midcycle Update of the Fiscal Year 2024-25 Biennial Operating Budget and Capital Improvement Plan
RECOMMENDED ACTIONS:
Council REVIEWS, DISCUSSES, and APPROVES AS AMENDED the Biennial Operating Budget and Capital Improvement Plan from July 1, 2023, through June 30, 2025.
BACKGROUND:
Summary
Indian Wells is fiscally conservative by nature, and the updated cash flows presented in this budget update reflect it. These estimates are intentionally more conservative than our standard projections, reflecting the heightened risk of an economic downturn and potential recessionary conditions.
An anticipated economic slowdown has led to lower overall spending. As previously presented during the Council’s Strategic Planning Session in April 2024, General Fund revenues are expected to grow less than 1% primarily due to a potential decline in transient occupancy taxes, and expenditures are expected to decline 5.3% over current year spending.
The primary driver for decreasing the fiscal year 2024-25 spending is the removal of the Resident Golf Amenity Subsidy, which was used to offset the Golf Resort’s reduction in green fee revenue used to accommodate Resident use of the golf courses. Council’s decision to remove the Resident Golf Amenity Subsidy was one of the outcomes of the Golf Resort’s community-based Master Planning study during fiscal years 2022 and 2023.
Why is the Midcycle Update Important
Updating our two-year budget midcycle is a strategic imperative for our organization, reflecting our commitment to proactive financial management and adaptability in dynamic economic environments. This approach empowers us to make informed decisions,
optimize resource allocation, and navigate unforeseen challenges with agility and precision. Here's why updating our budget midcycle is not just beneficial but essential:
• Responsive Adaptation: We must remain vigilant in monitoring and responding to changes in economic conditions, market dynamics, and internal factors. By updating our budget midcycle, we ensure that our financial plans remain aligned with the City Council’s strategic objectives and adaptable to evolving circumstances.
• Enhanced Decision -Making: With a revised budget, we equip our decision - makers with the most accurate and up-to-date financial information available.
This empowers us to allocate resources more effective ly, invest strategically, and optimize operational strategies to maximize returns and mitigate risks.
• Optimized Resource Allocation : Our ability to reallocate resources based on shifting priorities, emerging opportunities, or unforeseen challenges is paramount to our success. Updating our budget midcycle provides the flexibility to direct resources toward initiatives delivering the most significant value and impact.
• Improved Forecasting Accuracy : We refine our forecasting models and assumptions through re gular budget updates , leading to more accurate predictions of future financial performance. This enables us to proactively manage risks and make informed decisions to mitigate potential fluctuations or disruptions.
• Resident Confidence and Transparency: Our commitment to proactive financial management and transparent communication is critical to fostering stakeholder confidence in our organization. By updating our budget midcycle and providing clear explanations for revisions, we demonstrate our ability to adapt and thrive in dynamic environments, building trust and accountability with investors, creditors, and other stakeholders.
• Mitigation of Budget Variances : Timely adjustments to our budget midcycle help mitigate variances between planned and actual fin ancial outcomes, minimizing the need for reactionary measures or corrective actions later in the budget cycle. This proactive approach preserves financial stability and ensures continuity in our operations.
In summary, updating our two -year budget midcycl e is not just a best practice; it's a strategic imperative that underscores our commitment to financial agility, optimization, and transparency. By staying proactive and responsive in our financial management, we position ourselves for long -term success an d resilience in an ever -evolving business landscape.
Achieving Council’s Established Financial Goals during the Budget Cycle
The General Fund budget, as submitted, is balanced and includes $25.2 million in General Fund operating revenues and $22.0 million in operating expenditures. Appropriations for operational costs are balanced in relation to projected revenue sources and do not rely on one-time revenue sources or reserves.
The City Council’s financial goals for 2025 are included in the budget cycle:
• Continues the time-honored practice of reserving more than $2.0 million annually for long-term capital replacements.
• Maintains a fully funded pension program.
• Development of Community Facilities Districts offsetting future Public Safety costs of existing residents.
Budget Overview
The General Fund is the City's primary operating fund. It accounts for sources and uses of resources that (primarily) are discretionary to the City Council in providing activities, programs, and services deemed necessary and desirable by the community. In addition, it accounts for all general revenues of the City not explicitly levied or collected for other City funds and related expenditures.
In this year's budget proposal, several essential modifications are suggested:
• Implemented the Council's Operational Goals and Deliverables policy at the Indian Wells Golf Resort by eliminating the Resident Golf Amenity Fee Subsidy.
This strategic decision aligns with the Council's directive to streamline operations and enhance fiscal responsibility. The budget realizes a substantial reduction of $2.3 million in General Fund operational costs by discontinuing the subsidy.
• Responding to the upward trajectory of expenses, Police Contract Service charges are proposed to increase by $0.3 million. This adjustment is necessary to address the escalating costs attributed to rising labor expenses, ongoing operating costs, and the financial obligations of unfunded pensions and other post-retirement benefits. Ensuring adequate funding for police services is critical to maintaining public safety and fulfilling community needs.
• Augmented Community Development charges $0.2 million to address potential budgetary shortfalls proactively. This adjustment is particularly crucial
considering ongoing contracted plan check services and legal expenses associated with code enforcement.
• Enhanced Public Works charges $0.1 million to support continued operational excellence. As the backbone of infrastructure maintenance and development, Public Works ensures the functionality and safety of essential community assets. The proposed increases are inflationary and reflect the ongoing cost of utilities, fuel and oil, and building and grounds maintenance.
General Fund Forecast
The Golf Resort
The Golf Resort anticipates an after-capital surplus of $137,000 for the fiscal year 2024- 25, a direct result of the strategic planning sessions held by the City Council in April 2023, which established the Indian Wells Golf Resort Operational Goals and Deliverables.
Through dedicated management and proactive strateg ies, Troon has pursued realistic goals aimed at achieving positive results. The approach prioritizes prudent financial management, reflecting Troon’s commitment to sound business practices and sustainable growth.
Below is a concise overview of the operating and capital budget for the FY 2024-25 Golf Resort, meticulously crafted to align with the operational goals and deliverables outlined by the City Council.
2024B 2025B 2026F 2027F 2028F
T otal 2025
thru 2028
T otal Revenues 25,256,418 25,255,840 26,118,170 27,010,979 27,935,370 106,320,359
0.00% 3.41% 3.42% 3.42%
T otal E xpenditures 23,283,442 22,040,662 22,910,066 23,822,800 24,781,427 93,554,955 -5.3% 3.9% 4.0% 4.0%
T otal S urplus1,972,976 3,215,178 3,208,104 3,188,179 3,153,943 12,765,404 RDA L oan P ayments2,069,781 2,480,000 2,640,000 2,800,000 1,360,000 9,280,000 Net General F und Cash
Increase 4,042,757 5,695,178 5,848,104 5,988,179 4,513,943 22,045,404 T otal Cash Held B y T he
General F und B efore
P otential Development 20,738,744 26,433,922 32,282,026 38,270,205 42,784,148 42,643,323
Focused on achieving profitability after capital, the City delineated financial performance objectives and benchmarks necessary for Troon, the operator, to meet. These benchmarks prioritize profitability and outline specific key metrics, forming the basis for Troon's budget development, subject to Council approval. The City rejects Golf Resort budgets that fail to align with these metrics, which are:
Golf, including golf maintenance: 25% to 30%
Merchandise: 27% to 33%
VUE: 8% to 12%
Cost of sales goals around 30%
Labor goals around 50%
Beverage Carts: 38% to 42%
Banquets: 30% to 35%
Food Truck & SITN: 30% to 35%
These expectations exclude expenses associated with building maintenance and G&A, aiming solely to sustain profitability after capital investments.
Implementing these operational goals has significantly enhanced the City's management of the Troon management agreement, with profitability now paramount. Consequently, budget projections have become secondary, supplanted by the following key metrics, which serve as the primary indicators of Troon's performance.
2023A 2024B 2025F
R ounds 75,238 78,726 64,076 C overs 232,611 230,350 222,632 G olf 9,122,134 9,789,497 8,289,738
Merchandise 1,662,498 1,703,378 1,388,205 F ood & B everage 7,039,853 6,433,636 6,492,439 R ange R ental & Other 658,648 613,286 716,300 T otal Revenues 18,483,133 18,539,797 16,886,682 C ost of S ales 2,908,815 2,777,186 2,572,587 P ayroll 9,359,278 9,296,813 8,544,580
Operating E xpense 5,486,266 5,272,449 5,056,615 T otal E xpenditures 17,754,359 17,346,448 16,173,782 T otal S urplus 728,774 1,193,349 712,900 C apital Improvements 714,486 1,012,012 576,281 T otal S urplus after
Capital Improvements 14,288 181,337 136,619
Council Goals Compared to the Proposed Budget:
In the upcoming fiscal year 2024 -25, significant adjustments are underway within the Food & Beverage operations. Firstly, there will be a division in the Food Truck operations, with the introduction of a separate Shots in the Night (SI TN) program. Under this arrangement, Food Truck operations during SITN operational hours will be designated to the SITN program, while all other operational hours (for example, morning through afternoon golf hours) will fall under the Food Truck program.
This segmentation of the Food Truck operations into distinct programs has resulted in a substantial variance in the anticipated Net Operating Income (NOI). Cumulatively, both programs are projected to yield a minimum 30% NOI under the Council’s Goals. Initially budgeted at 39%, surpassing the Council's set target, the NOI projection undergoes alteration with the separation. Consequently, the SITN program's NOI escalates to 44%, while the Food Truck program's NOI declines to 15%.
Secondly, the activation of the Fairway Grill, as deliberated during strategic planning, marks another significant change. A distinct program and Profit and Loss analysis have been established to facilitate this activation in collaboration between the City and Troon.
The advantage of delineating the Fairway Grill as a separate program lies in its ability to undergo comprehensive financial performance tracking over an extended period.
The Fairway Grill holds strategic significance within the broader context of the Food & Beverage operations. Its activation represents a deliberate effort to enhance the overall offerings and experience. By creating a separate program and conducting a thorough profit and loss analysis, the aim is to monitor financial performance and optimize operational efficiency and customer satisfaction.
Moreover, introducing the Fairway Grill as a distinct entity underscores a commitment to adaptability and responsiveness to evolving market demands and consumer preferences.
As such, its success will not only be measu red in financial terms but also in terms of its G oal B udget
G olf 25% 29%
Merchandise 27% 31%
V UE C OS 30% 29%
V UE L abor 50% 50%
V UE NOI 8% 8%
B everage C arts 38% 41%
B anquets 30% 34%
S IT N 30% 44%
F ood T ruck 30% 15%
F airway G rill 15% 15%
ability to enrich the overall value proposition of the establishment and foster a positive reputation within the community and among patrons.
Public Safety – Replacement Ambulance
The City maintains two ambulances: M55, designated as the primary frontline ambulance, and M355, serving as the backup or reserve ambulance when M55 is offline for routine maintenance or repairs.
The replacement schedule is straightforward: upon purchase, an ambulance serves approximately five years as the frontline unit (M55), then transitions to the backup role (M355) for another five years. After approximately ten years of service, the ambulance is traded in and replaced.
It's now time to convert the current frontline ambulance to a reserve unit and replace the aging reserve unit with a new frontline unit. The current reserve unit, acquired in 2013, is experiencing escalating repair and maintenance costs, compromising reliability. CalFire has provided bid documents, which are attached to this staff report. Upon ordering, the replacement ambulance is expected to take approximately nine to twelve months for construction and delivery.
Replacing ambulance gurneys concurrently with ambulance replacements is crucial for maintaining optimal patient care and safety. Gurneys are essential medical equipment used to transport patients, and their condition directly impacts patient comfort, stability, and the effectiveness of medical interventions during transit. Over time, gurneys endure wear and tear, potentially leading to malfunctions, instability, or inadequate patient support, which can exacerbate injuries or medical conditions. Outdated gurneys may lack modern safety features or fail to meet updated industry standards, posing risks to patients and emergency medical personnel. By synchronizing the replacement of gurneys with ambulances, the City ensures that patients receive consistent, reliable care throughout their journey from the scene of an emergency to the hospital, enhancing overall outcomes and reducing the likelihood of adverse events.
To facilitate this acquisition and address the end -of-lifecycle patent gurneys, staff requests a $400,000 supplemental appropriation from the City’s Fire Services Fund — notably, the City earmark s reserves within this fund specifically for such purposes.
Currently, the Fire Services Fund holds cash reserves totaling $4.7 million.
ATTACHMENTS:
1. Attachment 1- City Cash Flow
2. Attachment 2- Golf Resort Budget
3. Attachment 3-Indian Wells Golf Resort Operating Goals
4. Attachment 4-Fraser Ambulance Quote
City Operating Budgets
Mid-Cycle Update
Fiscal Years 2024/25
May 16, 2024
Presentation: May 16, 2024
City Council Meeting
Today’s Agenda
City’s Updated Budget & Forecast
Golf Resort’s Updated Budget & Capital Plan
City Council’s Financial Goals for 2025
Reserve $2.0 million annually for
long-term capital replacements.
Maintain a fully funded pension
program.
Development of Community
Facilities Districts offsetting future
public safety costs.
Develop a new general fund
Operating Reserve Fund
Policy for Council Adoption.
Best Cities - Best
Practices Program
Develop a fully funded
Pension Policy for Council
Adoption.
Revenues flat
Remain conservative
City’s Updated Budget & Forecast
Expenditure
Changes:
01 Removal of
Golf Amenity
Subsidy
Inflationary
based
Increased
Code
Enforcement/
Legal
Increased
Police
02 03 04
2025B 2026F
Net General Fund Cash Increase
$4,042,757
Net General Fund Cash Increase
$5,695,178
Total Revenues
$25,256,418
2024B
General Fund Cash Flow
Total Expenditures
$23,283,442
Total Surplus
$1,972,976
Total Surplus
$3,215,178
Total Revenues
$25,255,840
Total Expenditures
$22,040,662
Total Revenues
$26,118,170
Total Expenditures
$22,910,066
Total Surplus
3,208,104
RDA Loan Payments:
$2,069,781
RDA Loan Payments:
$2,480,000
Net General Fund Cash Increase
$5,848,104
RDA Loan Payments:
$2,640,000
• Revenue Flat: 2024 thru 2025 = 0.00%
• Expenditures Declined: 2024 thru 2025 = -5.3%%
The Golf Resort
Fiscal Year 2024-25
Golf25%
COUNCIL GOAL BUDGET
Golf 29%
Council Goals Proposed Budget
Merchandise Merchandise
VUE COS VUE COS
VUE Labor VUE Labor
VUE NOI VUE NOI
27%
30%
8%
31%
29%
50%
8%
38%
COUNCIL GOAL BUDGET
Beverage Carts 41%
Banquets
SITN
Food Truck
Fairway Grill
30%
30%
15%
34%
44%
15%
15%
Beverage Carts
Banquets
SITN
Food Truck
Fairway Grill
Implementing these
operational goals
• Budget projection have become
secondary, supplanted by the
preceding metrics, which serve as
the primary indicator of Troon’s
performance.
• Enhanced the City’s management of
the Troon management agreement,
with profitability now paramount.
Council Goals Proposed Budget
2024B 2025F
Total Surplus after Capital Improvements
$14,288
Total Revenues
$18,483,133
2023A
Indian Wells Golf Resort
Total Expenditures
$17,754,359
Total Surplus
$728,774
Total Surplus
$1,193,349
Total Revenues
$18,539,797
Total Expenditures
$17,346,448
Total Revenues
$16,886,682
Total Expenditures
$16,173,782
Total Surplus
$712,900
• Capital
Improvements:
$1,012,012
• Capital
Improvements:
$714,486
• Capital
Improvements:
$576,281
Total Surplus after Capital Improvements
$181,337
Total Surplus after Capital Improvements
$136,619
Thank you,
Questions?
City of Indian Wells
General Fund Cash Flow
2024B 2025B 2026F 2027F 2028F
Total 2025
thru 2028
Total Revenues 25,256,418 25,255,840 26, 118,170 27, 010,979 27, 935,370 106, 320,359
0.00% 3.41% 3.42% 3.42%
Total Expenditures 23,283,442 22,040,662 22, 910,066 23, 822,800 24, 781,427 93, 554,955 -5.3% 3.9% 4.0% 4.0%
Total Surplus 1,972,976 3,215,178 3, 208,104 3, 188,179 3, 153,943 12, 765,404 RDA Loan Payments 2,069,781 2,480,000 2, 640,000 2, 800,000 1, 360,000 9, 280,000 Net General Fund Cash
Increase 4,042,757 5,695,178 5,848,104 5,988,179 4,513,943 22,045,404 Total Cash Held By The General
Fund Before Potential
Development 20,738,744 26,433,922 32,282,026 38,270,205 42,784,148 42,643,323 ATTACHMENT #1
INDIAN WELLS
GOLF RESORT
BUDGET
Fiscal Year 2024/2025
CAPITAL IMPROVEMENT PL^AN
Fiscal Year 2024/2025
&
(
\
\
CIW OF INDIAN WELLS, CALIFORNIA
44-950 Eldorado Drive
lndian Wells, CA 922tO
Adopted
May 16, 2024
ATTACHMENT #2
BudElet Message
Golf Resort Budget Message
The Honorable Mayor and Members of the City Council:
City of Indian Wells, California
Presented for your review is
the proposed Indian Wells
Golf Resort budget for the
fiscal years 2024-25.
It is a budget that reflects
the Indian Wells Golf
Resort's Mission Statement:
To cre ate extroordi nary
resident ond guest
experie nce by delivering
superior service,
amenities, ond facility
conditions. Our
commitment to the quality of our product, coupled with our operating results, wilt allow us to enhance the brand of lndian Wells Golf Resort ond provide o finoncially sustainable future for the City of lndian Wells.
Among its many amenities, the park-like Indian Wells Golf Resort includes two excellent l3-hoie championship golf courses: The Celebrity Course, designed by Clive Clark, and the Players Course, created by John Fought. Fought also designed a lighted putting course. The Golf Resort also features versatile indoor/outdoor banquet facilities, a restaurant and bar, an outdoor food truck with patio dinihg, a Pavilion event center, event lawns, a golf shop, "Shots in the Night," an eveninglgroup entertainment venue and expert tournament planning seruices.
Utilizing the "Toptracer" technology, Shots in the Night transformed into a full-time, seasonil outlet operating with impunity from the variances presented by the weather, such as wind and direct sunlight. A Toptracer Range is the ultimate practice tool, taking the guesswork out of range sessions by offering an engaging, data-driven experience that appeals to everyone. Toptracer Range features several modes and games, much like Topgolf. There is the driving range and "What's In Your Bag," which tracks total distance, carry, ball speed, launch, and hang time for serious golfers looking to focus on practice.
The Indian Wells Golf Resort has been a premier destination for amateurs, pros, and presidents. Along the way, the Resort has garnered numerous awards and accolades, including "One of the Best Golf Courses in America" by Leading Golf Courses of America, winner of Golf Digest's coveted "Best Places to Play" Gold Medal, and one of the "Top 10 Resorts in California" by California Golf magazine, Golden fork award, Dirona award for food and beverage as well as the wine spectator award. The Indian Wells Golf Resort hosts approximately 75,000 rounds annually and 235,000 food and beverage covers.
Douglas Fredrikson Architects designed the Golf Resort's 53,000-square-foot clubhouse.
This contemporary masterpiece highlights magnificent fainruays and mountain views and features sophisticated styling and comfort. The City continues to reinvest in the Golf Resort to encourage new revenue generation. The Pavilion (a 5600 sq. Ft. fully conditioned banquet facility) was built in December 2015, and the VUE restaurant kitchen, Bar experience, and dining room were fully remodeled in September 2019. This keeps facility amenities new and fresh looking, attracting recent events.
CelebriV Course
The Par 72 Celebrity Course oflers the
winning combination of aesthetic beauty
and strategic intrigue. With most holes
on this 7,050-yard course oriented
north/south to take advantage of
magnificent mountain views, scenic
water features, and a profusion of
wildflowers, leading golf course
architect Clive Clark crafted a course
that is breathtaking in beauty. In
November 2007, this spectacular course
was the game site for the 25th annual LG Skins Game
Players Course
Prominent golf course architect John Fought designed this Par 72 championship course in the spirit of a classic American design style. The 7,376-yard course features wide playing corridors, sculpted bunkers, and traditional rectangular tee boxes. The holes are oriented to take full advantage of jaw-dropping views of the surrounding mountains.
Fought used many of the mature trees found on
the original course to impart the feel of a
venerable facility while delivering a modern
approach to golf course design. As a result, the
Players Course was chosen to host the 2008 LG
Skins Game in November 2008.
Council Goals and Deliverables
Focused on achieving profitability after capital,
the City delineated financial performance objectives and benchmarks necessary for Troon, the operator, to meet. These benchmarks prioritize profitability and outline key metrics, forming the basis for Troon's budget development, subject to Council approval.
The City rejects Golf Resoft budgets that fail to align with these metrics, which are:
. Golf, including golf maintenance: 25o/o to 30o/o
. Merchandise: 27o/o to 33o/o
. VUE: Bo/o to L2o/o
. Cost of sales goals around 30o/o
. Labor goals around 50%
. Beverage Carts: 39o/o to 42o/o
. Banquets: 30% to 35%
. Food Truck & SITN: 30o/o to 35%
. These expectations exclude expenses associated with building maintenanCe and GgA, aiming solely to sustain profitability after capital investments.
Implementing these operational goals has significantly enhanced the City's management of the Troon management agreement, with profitability now paramount.
Consequently, budget projections have become secondary, supplanted by the following key metrics, which serue as the primary indicators of Troon's performance. Council Goals Compared to the Proposed Budget:
&al Ardget
Colf 25o/o NA
lt/lerchandise 2T/o 31o/c
WE@S N/o N/c
WELabor ff/o Wc
WENOI ff/o 8/c
EberageCarts Wo 41o/c
Banquets Wo Yo/(
STN Wo 4o/(.
3ff/o 15o/ofood Truck
15% 15o/aFairwayGill
In the upcoming fiscal year 2024-25, significant adjustments are undenruay within the Food & Beverage operations. Firstly, there will be a division in the Food Truck operations, with the introduction of a separate Shots in the Night (SITN) program.
Under this arrangement, Food Truck operations during SITN operational hours will be designated to the SITN program, while all other operational hours (for example, morning through afternoon golf hours) will fall under the Food Truck program.
This segmentation of the Food Truck operations into distinct programs has resulted in a substantial variance in the anticipated Net Operating Income (NOI). Cumulatively, both programs are projected to yield a minimum 30% NOI under the Council's Goals. Initially budgeted at 39o/o, surpassing the Council's set target, the NOI projection undergoes alteration with the separation. Consequently, the SITN program's NOI escalates to 44o/o, while the Food Truck program's NOI declines to Llo/o.
Secondly, the activation of the Fainryay Grill, as deliberated during strategic planning, marks another significant change. A distinct program and Profit and Loss analysis have been established to facilitate this activation in collaboration between the City and Troon. The advantage of delineating the Fairway Grill as a separate program lies in its ability to undergo comprehensive financial performance tracking over an extended period.
The Fairway Grill holds strategic significance within the broader context of the Food & Beverage operations. Its activation represents a deliberate effort to enhance the overall offerings and experience. By creating a separate program and conducting a thorough profit and loss analysis, the aim is to monitor financial performance and optimize operational efficiency and customer satisfaction.
Budget Overview
The Budget Document comprises both the Annual Operating Budget and the Capital Budget. The Operating Budget is the total budget used to finance all day-to-day operations and obligations of the Golf Resort.
Through dedicated management and proactive strategies, Troon has pursued realistic goals to achieve positive results. The approach prioritizes prudent financial management, reflecting Troon's commitment to sound business practices and sustainable growth.
The Golf Resoft anticipates an after-capital surplus of $137,000 for the fiscal year 2024- 25, a direct result of the strategic planning sessions held by the City Council in April 2023, which established the Indian Wells Golf Resort Operational Goals and Deliverables.
N?Bn23A n2!5F
Below is a concise overuiew of the operating and capital budget for the FY 2024-25 Golf Resort, meticulously crafted to align with the operational goals and deliverables outlined by the City Council.
75,28 7% u,
Ocwrs 232,611 230,350 D.,632
8,289,7n
t\/erchandise 1,6F,2,4% 1,703,378 1,388,205
Food & Ba,erage 7,039,853 6,433,636 6,492,439
Rnge Fbntal & Other 658,648 613,286 716,300
ftdfuvenues 18,4&1,1f,1 18,539,79/ 16,886,682
2,572,87
Fayroll 9,359,278 9,2S,813 8,544,580
Operating Eeense s,ffi,re 5,272,49 5,056,615
TdalEeenditurcs 17,75{',W 17,346,448 16,'173,7t2
Tdd $rrplus 7n,n4 1,1S|,349 7lag'l,J
Capital lmprolernents 714,ffi 1,012,012 576,281
1&,Sr fiqfle
Conclusion
This Budget reflects the continuing effort by the City Council to have the City of Indian Wells engage in sound budget discipline and deliberate decision-making. As a result, the budgetlctions included in this document take serious steps to address a potentially weaker economic environment for the future.
Respectfully submitted,
&re
Chris Freeland
City Manager
Business Plan
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TNDTAN{L,GLLS
(r(lLl ltt.S(-}RT
BUSTNESS PLAN I FTSCAL 2024t202s
I
INDIAIffWELLS
COLF RTSOII.T
EXPIRIfNCE TROON COI,F
EXECUTIVE SUMMARY
ilt.
tv.
V.
Financial Summary
Strategic Direction
a. SWOT Analysis
b. Competitive Set
Key Objectives
Target Segments & Strategies
Organizationa I Structure
2
INDIAIffWILLS
COLF RESORT
EXPERIeNcf TRooN CoI,T
I. FINANCIAL SUMMARY
FYz}25
Budget
FY2024
Forecast
FYil23
Actuals
FY20.X'
Actuals
FY2021
Actuals
Sudgetvar BudgetVar
ToFf24 ToFY23
&udgetvar &rdgetvar
roFliEL To FY21
TOTAT ROUNDS 64,076 7A,726 75,t28 61,430 56,q2 t1465ol lL1,2s2l ZW t,674 Golf ADR
Merchandise ADR
F&BADR
Goll Fee Revenues
Retail Revenues
Range, Rental & Other
Vue Revenues
Banquet Revenues
Food Truck Revenues
Fairway Grill
Eeverage Cart Revenues
Shots in the Night
IWGR Golf Academy
other lncome
9,121,105
1,66e498
469.491
2,7il,62t
2,392,357
446,073
645,633
794,982
166,192
2|,t82
8,0o1,5rul
1.574,523
477,863
2,301,819
2,449,754
44'6,495
623,138
122,7U
142,672
51,84ft
87.46 1?..78
43.26 s,372,82r
745,276
2,239,763
1,813,415
108,376
293,998
129.37 $
21.66 $
100./ut $
!24.35 s
21.64 $
eL.72 $
116.s6 s
21.42 $
90.86 $
104.60 $
20.s8 $
71.70 $
5 +
c
8,289,738
1,388,205
542,467
2,851,087
1,S8e251
211'u150
I40,967
576,683
830,000
143,943
29,890
9,789,497
L,7t3,378
441,797
2,092806
7,467,676
216,988
144,658
7M,376
801,851
139,750
29,O19
369,115
3?',09L
5.02 0.03
18.76 (L4ee,7sel
{31s,173}
97,6N
7s3,281
{585,425}
{s,s37}
12.81 o.24
9,6?
(83L368)
|.274.29.31
72,976
86,46
{s10,105}
{194,623)
24.7t
1.08 2L78
288,190
{186,318}
64,604
549,268
1567,4yll
{235,045}
41.91 8.88
57.22 4916,917
ffiz,9T)
lr,0r4s61
\o37,6Tt
L,Tr3,875
(82,548)
207,568
&lo.mo
143,943
(L2oLl
s
s
c
s
$
s
$
$
$
)
s
I
(127,6e3,
28,149
4193
87t
(1{ts 9s0}
39 018
(22,24e,
5,708
(46,45s)
707,236
T,2A
(2Le58)
TOTAT REVENUES $r6,ss6,6s2 gu,s3e,r97 g1s,4st,1t3 $rl,mz.z3s $ 11.278.641 $f 6s3,l.16l g(r"se6,4s2l gs,tcs,444 $s,am,oa Total Payroll & Related
Total Operating Expenses
9,359,278
8,395,082
7,813,446
7,5@,3L4
8,544,s80
7,679,aAL
9,295.813
8,049,635
5,852,650
6,938,055
2,691"930
691"146
17s2,23t',!
|t42a,$3',t
(8146e8)
{765,880}
731,1 34
9,87
NOt (Net Operatins lncomel $ 7u,9o1 g 1rc3,t49 5 tza,n4 $ sr4eso $ (1.703.4571 I {4s0,44e} g (u"sr3} g (ml,Tsel ga416,J68 J
TNDTANV*ELLS
COL F R TSORT
EXPERIENCE TROON COtF
II. STRATEGIC DIRECTION
THE VISION FOR IND;AN Wrlu Colr RES6RT (IWCR) cotNC FORWARD lNTo FY 24/25 wlLL
BE TO THE CONTINUOUS IMPROVEMENT (KAIZEN) OF INITIATIVES AND PROCESSES IMPLEMENTED THIS YEAR. STRENCTHENINC OUR BRAND THROUCH THE RECENT ACCOLADES RECEIvED, cAptrAllztNC oN THr EPSON TouR PUBLlclrY, OPENING oF THE RICHARD BLAIS StcNnrURE RESTAURANT AND ANNOUNCEMENT OF OUR PLAYERS COURSE RE-DESICN. ALL TARCETED TO MOVE IWCR tNTO THE ELITE COLF RESORT DESTINATION MARKET AS WELL AS CREATINC A CULINARY DESTINATION.
PRICINC AND CONSISTENT CROUP EVALUATION.
OcroesR 2025
AND THE SURROUNDINC COMMUNITY
OUR FOCUS FORTHTS COMTNC FY wlLL BE ON THE REOPENINC OF THE NEW BLAIS
RESTAURANT, HAVTNC A HICHLY SUCCESSFUL EPSON TOURNAMENT, PREPARINC FORTHE COURSE REDESICN tN MARCH 2025 AND CREATINC SICNATURE EVENTS TO BRINC IWGR INTO THE FOREFRONT OF THE CULINARY EXPERIENCE AND MANACINC OUR KPI'S. 4
rNDrAr\WwELLS
COLF Rt,SOR'I
ExPrnrHNcr TRooN Corl
SWOT YSIS
(STRENGTHS & WEAKNESSES = CLUB SPECIFIC & OPPORTUNITIES &THREATS = MARKET SpECIFIC)
STRENGTHS
DYNAMIC PRICINC IN PLACE. OPPORTUNITY DURINC SHoULDERAND sUMMERTIME TO I NCREASE UTI LIZATION.
AVAILABLE. GNUIFICATION OF THE RANCE.
FIRST IMPRESSIONS.
EXPERIENCE.
THORUCH I NCITE RESPONST.
WEAKN ESSES
5
INDIANVWELLS
COLF RT.SORI
EXPTRIENCI TROON GOI.F
SWOT ANALYSIS (CONT'D)
OPPO RTU N ITIES
FOR INDIAN WTIU AND SURROUNDINC AREAS.
BRINC CUSTOMERS WITH MORE SPENDING ABILITY'
TH REATS
spRrNcs sunr clue).
OPERATION, TO CATER TO INCREASED SERVICE LEVELS.
CON DITIONS.
COST.
6
rNDrAr#wrLLS
COLF RTSOR'T
EXPfRIENcE TRooN CotF
GOT,F COMP. SET
PGA West La Quinta, CA 10 miles
Palm Desert,
CA
Private, resort
and
championshlp
courses
36 holes,
resort style
COU TSCS
18 holes,
resorV
championship
course
1B holes,
championship
course
Peak Season from
10/1 through 5/1.
Shoulder from 5/1
to 6,4. Summer
season from 6/1
through 9/30
Peak Season from
10/l through 5/1.
Shoulder from 5/1
to 6/1. Summer
season from 6/1
through 9/30
Peak Season from
10/1 through 5/1.
Shoulder from 5/1
to 6/1. Summer
season from 6,/1
through 9/30
Peak Season from
10/1 through 5/1
Shoulder from 5/1
to 6/'1. Summer
season from 6/1
through 9/30
Stadium course full
remodel, Summer
2024
All greens on
Firecliff course will
be renovated.
Timeline not yet
set, within next 12
months
From 2021 to now
No end date for
renovation set
TBD
Hosts Amex Tournament,
carries reputation as top
destination for golfers in the
Western U.S.
Top Municipal course, same
as IWGR No distinct
advantage
None yet. Campus is in full
construction with developer
not yet securing funding to
finish project. 4 and 5 star
hotel properties with a full
conference center and
individual residences for
purchase
Sister course to IWGR, great
conditions and player
experience. Hosts some of
the top charity tournaments
in Coachella Valley
Desert
Willow
7 miles
Silver Rock La Quinta, CA 10 miles
Palm Desert,
CA
5 miles
l
l
Classic Club :
HOLES/
TYPE
RATES (PEAK
SHOULDER,
oFF)
RENOVATTONS(
YEAR, SCOPE,
COMPETITIVE
ADVANTAGECLUB
c
LOCATION DISTANCE
7
INDIANVWELLS
COLF RESOR-T
ExPERIENCE TROON GO[T
Tommy Bahama
Grapefruit Basil
Pacifica
Cliff House
Tia Carmen/Angelo Sosa
Signature restaurants
Palm Desert, El Paseo
Tommy Bahama
Miramonte Hotel,
Highway 111, l.W.
El Paseo, Palm Desert
Highway 111, La Quinta
Hyatt, lndian Wells
G COMP.
3,5 mibs
3 miles
3.4 miles
2.1 miles
l miles
Classic American and
Mediterranean fl air, big
bar, prime location on El
Paseo
Elevated hotel restau rant
serving, breakfast, lunch
and dinner. Part of
Tommy Bahama Brand
Elevated Fine Dining -
Seafood restaurant. 15
years in business, 3 Private
dining space options
Fine Dining - Grille/Steak
house - American Food,
extensive wine list, multiple
private dining options
Celeb. Chef: Sosa's
concept. Upscale Mexican
Lunch Avg. $35
Dinner Avg. $45
Lunch Avg. $35
Dinner Avg. $55
Lunch Avg. $45
Dinner Avg. $65
Dinner Avg. $75
Dinner Avg. $75
8 CLUB/RESTAURANT LOCATION DISTANCE CUISINE PRICING
TNDTANV*ELLS
COLF RESORT
EXPERIENcETRooN Co[F
Events Comp. Set.
CtUB LOCATION DISTANCE SITE FEE CAPACIry SITE NOTES
lndian Wells Country
Club lndian Wells, CA 1 mile
The Living Desert Palm Desert 5 miles
La Quinta Resort La Quinta 5 miles
NA
$3.5k wedding fee, reduced to
$1,750 off-season, Two venues:
one is up to 200 guests with a
$46k++ minimum. The second
space is up to 300 guests with a
$57k++ minimum. Barand
intermezzo included in all
packages.
Plated begins at $190+ + p/p
Buffet begins at $185++ p/p
$2.5k venue fee if under 50
guests Otherwise, lee is
waived. Packages start at
$93++ up to $145++
Additional hours are $1k each.
No F&B minimums. Venue is
also their restaurant
NA
Venue Fee: from 2.5k to $10k
wiaved with F&B Minimum
being met. F&B is $10k to $50k
for most groups.
Venue Fee: from 2.5k to $10k
wiaved with F&B Minimum
being met. F&B is $10k to $50k
for most groups.
Venue Fee: from 2.5k to $10k
wiaved with F&B Mlnimum
being met. F&B is $10k to $50k
for most groups.
One of the original clubs in
greater Palm Springs.
Massive ballroom
Building a 500 person
indoor event facility.
Completion in 2026
The original Desert
getaway. Showing its age
and relations with PGA
West are ambiguous.
Single level clubhouse with
two well ranked courses.
Large patio overlooking the
golf courses for events. Lots
of parking
Large clubhouse, lots of
parking
ballroom, multiple outdoor
venues, Celebrity chef
restaurants. Upscale brand
Ballroom and multiple
meeting rooms, multiple
outdoor veneus and lawns.
New brand to lndian Wells.
Large ballroom, expansive
event space with many
options, multiple outdoor
options
400NA
500
350
Desert Willow Golf
Resort
Classic Club
Grandy Hyalt lndian
Wells
Tommy Bahama
Miramonte Resort
lndian Wells
Rennaissacne
Esmerelda Resort
lndian Wells
Palm Desert 7 miles 300
Palm Desert
lndian Wells
5 miles
.'1 miles
500
500
lndian Wells .2 miles
lndian Wells .1 miles
300
800
9
TNDTANV*ELLS
COLF RTSOI{T
EXPERITNCI TROON COI-F
III. KEY JECTIVES
#1 - INcREAsE GoLF AVEMcE DAtLy RATE tN ALL SEGMENTS (excrpr lW REsloeNrs) #2 - INCREASE ADC IN ALL FOOD & BEVEMGE
#3 - SUCCESSFULLY LAUNCH THE NEW RESTAUMNT CONCEPT
SYSTEM, TH E ARROW RESIDENT N EWSLETTER AN D DIRECT MAIL. l0
TNDTANW*T LLS
COLF RTSOII]
EXP[RIENcT TROoN CoLF
#4 - succsEssFuLLy NAVIcATE coLF BUsrNEss wtrH oNE couRsE FRoM MARcH THRoucH Ocr. 2025
MODEL. CONTINUE TO PARTICIPATE IN TRooN,s REVENUE MANAcEMENT PRoCRAM.
AND COLF ROUNDS DURINC THE SUMMER SEASON. CE WILL CREATE MARKETINC PLAN AND CONDUCT SOCIAL MEDIA POSTINC AND EMAIL BLASTS TO THEIR DATABASE. #5 - DRlvr colreRs ro rHE NEw RESTAUMNT AND MAKE tr rHE FAVoRITE oF lw
RESIDENTS AND THE SURROUNDING COMMUNITY
CoIT CART RETURN.
N EWSLETTER AN D DIRECT MAIL.
ll
INDIAIffWELLS
COLF ITISOI{T
ExPERTeNcE TRooN Cotr
IV. Target Markets
12
Marketing Plan
INDIAN WELLS GOLF RESORT SALES & MARKETING PLAN 2024/2025 {7ooz
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Plan Overview
This Sales (Marketing Plan
compliments the IWCR Business
Plan in outlining the following for
our defined target markets:
. Strategic Direction
. SWOT Analysis
. Competitive Set
. Target Markets
- Strategy
- Tactics
STRATECIC DIRECTION
THE VISION FOR INDIAN WELLS COLF RESORT (IWCR) COING FORWARD INTO FY 24/25 WILL BE TO
THE CONTTNUOUS TMPROVEMENT (KATZEN) OF TNTTTATIVES AND PROCESSES IMPLEMENTED THIS YEAR. STRENGTHENINC OUR BRAND THROUCH THE RECENT ACCOLADES RECEIVED, CAPITALIZINC
ON THE EPSON TOUR PUBLICITY, OPENINC OF THE RICHARD BLAIS SICNATURE RESTAURANT AND ANNOUNCEMENT OF OUR PLAYERS COURSE RE-DESICN. ALL TARCETED TO MOVE IWCR INTO THE ELITE COLF RESORT DESTINATION MARKET AS WELL AS CREATINC A CULINARY DESTINATION. . INCREASE GOLF ADR IN ALL SECMENTS EXCEPT IW RESIDENTS, FOCUS ON DYNAMIC PRICINC AND CONSISTENT CROU P EVALUATION.
. INCREASE ADC IN ALL FOOD & BEVERACE
. SUCCESSFULLY LAUNCH THE NEW RESTAURANT CONCEPT
. SUCCESSFULLY NAVIGATE COLF BUSINESS WITH ONE COURSE FROM MARCH THROUCH OCTOBER 2025 . DRTVE COLFERS TO THE NEW RESTAURANT AND MAKE IT THE FAVORITE OF RESIDENTS AND THE
SURROUNDING COMMUNITY
OUR FOCUS FOR THIS COMINC FY WILL BE ON THE REOPENING OF THE VUE/BLAIS RESTAURANT,
HAVING A HICHLY SUCCESSFUL EPSON TOURNAMENT, PREPARINC FOR THE COURSE REDESICN IN MARCH 2025 AND CREATINC SICNATURE EVENTS TO BRINC IWCR INTO THE FOREFRONT OF THE CULINARY EXPERIENCE AND MANAGINC OUR KPI'S.
lNDlAN WELLS GOTF RESORT SALES & \4ARKETING PIAN 2024/2025 TROON
(./)
-lc-a)
J
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>(-a)
STRENCTHS
e Sustoined demond for rock rqte golf. Utilizotion
continues to increose with dynomic pricing in ploce
du ri ng seoson.Opportunity duri ng shoulder o nd
summer time to increose utiliizotion
r Top trocer driving ronge - potentiol revenue if other driving ronges ore ovoiloble.Gomificotion of the
ronge.
r The Best public golfing conditions in Coochello
Volley.
o Top ]00 AGM Plotinum Aword Retoil,/Pro Shop.
r Tenured outside services teom. Delivers on Hospitolity Expectotions/Fi rst i m pressions.
o Coche: Multiple Accolodes per yeor on both courses
ond retoil experience.
' Repeot group business
r Next iterotion of the restouront: Kestrel
. Povillion: One of o kind venue in Coochello Volley
r Breqking Por Video - Long shelf life
o PR Efforis through the Buffolo Groupe
WEAKNESSES
r Self-funding copitol
r Website/online presence ombiguity
r Clubhouse Aging
r Tired bonquet product
o No visibility on highwoy 111 or highwoy lO
. Chonnel mointenonce/Flooding
INDI,^.N WETLS GOLF RESORT SA.LES & MARKEIING PLAN 2024/2A25 TROON
OPPORTUNITES
e The Locol Morket: lnitiotives in ploce for true locol morketing compoign for lndion Wells ond
surrounding oreos
r Trends in ployer development. i.e.: Fitting, Acodemy, Teom Building
o Trends in gome-ificotion i.e.: top trocer
r lncreose Lift of Polm Springs lnternotionol Airport.
THREATS
o Entertoinment olternotives, i.e. pickle boll fostest
o PGA West is renovoting its Pete Dye courses.
Mountoin ond Dunes from lvloy 2023 through Oct.
2023. Stodium will be done next yeor.
. Desert Willow is greens renovotion (summer 2023).
o Politicol volotility
o Living Desert building event/Wedding centric venue
for 500 people.
o Stoffing- con we find enough people, the right
people, to coter to increosed service levels
o Economy, i.e. housing morket, Bonking, etc. ond
relqted conditions
o Sustoining the mointenonce proctices ond
commitment to best in mqrket conditions
. Economy, i.e. Housing morket, bonking, ETC. ond
relqted conditions
o Weother/Climote
o Hotel ADR keeps climbing with some groups being
priced out due to hotel rooms.
o Coochello ond Stoge Coqch festivols
INDIAN WELLS GOLF RESORT SALES & MARKETING PLAN 2024/2A25 TROON
COLF COMP SET
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FGA \,VeEt La Quinta. (A ,10 rnlles
Palrrr Deserl
Fri'uate, ressrt
and
championship
courSes
lS hsle:.
reiort lti re
iDUTSEE
18 hohs"
rescrt/
champianship
cgurse
, Peak Season from
10rl through 1'1.
Shc-ulder frrm 5,,{
te 6,{- Surnmer
se€scn franr 611
Feak Seasan frcm
i0,{ :hrouEh 5r'1.
th^. ,t..t-- f,^d q i
ts 6rl. Surnmer
seassn frsrn 6rrl
throuqh 9r!fi
Feak Seassn fram
'l0.il,ihrough 5r'1.
Shsulderfrsm 5rl
to 6fl. Surnnrer
Eeason from 6fl
through 9,'30
Stadium csurse full
remodel. 5umrner
r e0I4
Ali Ereens on
Firecliff csurse ,/rill
be rens,rated.
Timeline rrot:iE"r:
EEi. ,.dthin nen'i2
rnonths
From 2021 to nolrr-
l',la end date fsr
rens'ratisn ;et
Hosts Amex Tournarnent
carries repulatian as iap
destinatisn for Eolfer:s in the
lVesiern U,5.
ToF h{unicipal :ourse, lEme
as l1,cJGR. i'ls Ci:bnrt
ad,.Entage
l',lone yel farnpus is in full
csnstruction with developer
not yei iecuring funding to
finiih prq;iect. 4 and 5 star
ktel properties with a iull
conftrence center and
individual residencee for
Sister course to l\rUGR. greai
c+nCitions anC player
=rperience, Hosts some af
, the top chari\ tnumaments in
ioathella Valr=;
Delert
"r"Jillo',v
I rniles
Sii'..er Rsci( , La Quinta. fA '10 rniles
f lassi: flub Palm Deser!.
LA
5 nniles
Peak Seassn frarn i
1$ hoie:. iOI through 5i'1.
charnpianship Shrulder frcm 5,{
rourse ts 6,'1. 5ummer
reas*n frcm 5rt1
TED
DININC COMP SET
Tcmnl, Bahama
Grapefruit Sasil
Pacfira
Clifi Heuse
fia Carmen/Angelo Sosa
Signahrre restaurant!
Palm Sesert, El Paseo
Tommy Baharna
Miramante Hc'tel.
Highway i11. l-l{.
3.5 miks
.3 rniles
Classic Arnerican ard
Medhenanean flair, big
bar. prinre location en El
Paseo
Elev.ated hotel restar.lrani
:en.inE, breakiast" lun:h
and dinner" Pan cf
Tnmrny B;hama Brand
Ele'uaEd Fine Dining -
Seafuod restaurant 15
I years in husiness.3 privaie
I dining space options
Fine Dinrng - GrillstSteak
lrcuse - Arnerican Fcod,
ertensiue wine lisl multiple
pri.ate dining sptions
f,eleb, fhet Sosa's
concepl Upscale Me<ican
Lunch Avg. $35
Dinner Avg. 355
1un41 4vg. $45
Dinner Avg 165
Dinner Avg. $?5
Oinner Avg. $75
Lundr A,vg. S35
Dinner Avg. $45
I
El Paseo, Palm Degert 3.4 miler
High,r,ai, 111, La Quinta 2.1 mikr
Ftyad lndian Wells .1 miks
CLUB/RESTAURANT LOCATION DISTANCE CUISINE PRICING
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TARCET MARKETS
l. Residents ElLocals
2. Destination Colfers
7. Group Golf
4. Troon Golfers
5. Social &Other Catering
6. The new restaurant
RESIDENTS AND LOCALS
RESIDENT AND LOCAL STRATECY
CONTINUE TO UTILIZE INCITE RESPONSE FOR THE DICITAL CAMPAICN TARGETING THE LOCAL MARKET FOR SPECIAL EVENTS SUCH AS EASTER, MOTHER'S DAY, ETC..
PROMOTE LOCAL AWARENESS AND USACE OF TOP TRACER AND SHOTS IN THE NICHT
CONTINUE TO ENHANCE / UTILIZE RESIDENT COMMUNICATION PLATFORMS TO KEEP
RESIDENTS ENGACED IN IWGR ACTIVITES
CONTINUE TO MARKET ALL SPECIAL EVENTS THROUCH VISIT CREATER PALM SPRINCS
DESTINATION GOLFERS
DESTI NATION COLFERS STRATEGY
EMAIL MARKETINC TO FEEDER MARKETS THAT INCLUDES TAILORED MESSAGES TO
ATTRACT THE TRAVELINC COLFER
CREATE PROFESSIONAL VIDEO ADS COLLABORATING WITH ELEVEATED MEDIA DRIVE TRAFFIC TO OUR STAY &PLAY WEBSTTE US|NC SEARCH ENGTNE OpTtMtZATtON,
PAID SEARCH AND SOCIAL MEDIA ADVERTISINC
BUILD AND MARKET ENTICINC STAY &PLAY PACKACES WITH GOLF EXPERIENCES AND
PARTNER HOTELS
LEVERACE PRINT ADVERTISINC THROUCH TRAVEL AND LIFESTYLE PUBLICATIONS
CROUP GOLF
CUSTOMERS
GROUP COLF STRATEGY
CONTINUE WlrH PROFESSIONAL QUALTry COLLATERAL TO REPRESENT THE |WCR
BRAND AND OUTLINE PACKACES / PRICINC
CONTINUE WITH EMAIL MARKETINC CAMPAICN TO COMMUNICATE GROUP COLF
OPPORTUNITIES TO OUR DATABASE
DRIVE TRAFFIC TO OUR WEBSITE CROUP tNQUtRy FORM USTNC SEARCH ENCTNE
OPTIMIZATION, PAID SEARCH AND SOCIAL MEDIA ADVERTISINC
SOCIAL MEDIA MARKETING CAMPAIGN
TROON COLFERS
TROON GOLFERS STRATECY
CONTINUE TO ENGAGE WITH OUR TROON COLFERS THROUCH THEIR MARKETINC CHANNELS INCLUDING: TROON CARD, TROON REWARDS AND TROON ADVANTACE
LEVERACE THE TROON EMAIL DATABASE TO COMMUNICATE SPECIAL OFFERS, EVENTS
AND PROMOTIONS
CONTINUE TO PARTICIPATE WITH A LISTING IN THE TROON CALIFORNIA CO.OP HOST A2024 TROON CHALLENGE QUAL|F|CAT|ON TOURNAMENT
SOCIAL AND
CATERI NG GROUPS
SOCIAL AND CATERI NG STRATECY
CREATE PROFESSIONAL QUALITY COLLATERAL TO REPRESENT THE IWCR BRAND AND
OUTLINE CATERINC OPTIONS
MAINTAIN AND EXPAND EMAIL MARKETING CAMPAICN TO COMMUNICATE
OPPORTUNITIES TO OUR DATABASE
DRIVE TRAFFIC TO OUR WEBSITE tNQUtRy FORM USTNG SEARCH ENGTNE
OPTIMIZATION, PAID SEARCH AND SOCIAL MEDIA ADVERTISINC
soclAl MEDIA MARKETING CAMPA|GN FOR SOC|AL, CORPORATE &ASSOC|AT|ON CROUPS
PROMOTE BALLROOM AND CLUBHOUSE FOR EVENTS
THE NEW RICHARD BLAIS
RESTAURANT CUSTOMERS
NEW RESTAURANT CUSTOMER STRATECY
CREATE PROFESSIONAL QUALITY MENUS, SICNACE AND ALL COLLATERAL
MAINTAIN AND EXPAND EMAIL MARKETING CAMPAIGN
DRIVE TRAFFIC TO OUR RESERVATIONS PACE USING SEARCH ENCINE OPTIMIZATION,
PAID SEARCH AND SOCIAL MEDIA ADVERTISINC
SOCIAL MEDIA MARKETING CAMPAICN
BILL BOARD CAMPAIGN ON HIGHWAY IO
PALM SPRINGS INTERNATIONAL AIRPORT CAMPAICN
Organizational Chart
INDIAIffWELLS
GOLF RESORT
ExPERTENcETRooN CorI
v. Indian wells Golf Resortorganizational chart 202412025 INDIAN WELLS 6OLF RESORT
ORGANIZATI ONAL CHART 2021/2025
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Gonsolidated BudEIet
INDIAN WELLS GOIF RESORT
fY2O25 BUDGET SUMMARY
CONSOLIDATED
FY2025 Budget FY2O24 tur€€st Variance FY2023 Actuals variance 64,O75 78,726 (14,550) 75,328 (LL,252)
covERs 222,632 230,350 (7,7tA') 232,6LL (9.979)
REVENUES
FEES 9.7E9A97 (1,499.759) 9.t22.t34 (832,397)
MERCHANDISE 1.388,205 L703374 (315,173) t,662,494 (274,293) FOOD & 6,492,439 6.433,636 58,803 7,039,8s3 (547,4L41
& OTHER 716,300 613,286 103,014 558,648 57,652
OF SALES
749,63L 918,294 (168,653) 908,684 (159,053)
OF REVENUE 54.000/o 53.91olo 0.090/o 54.660/o -0.660/o
COS-FOOD&BEVEMGE 1,667,058 1,659,933 (2,A75) 1,811.513 (r44,455) AS o/o OF REVENUE 25,680/o 25.%o/o -0,280/o 25.730/o -0.06o/o 155,898 188,959 (33,051) 188,618 (32,720)
REVENUE I.73o/o 1.82o/o -0.090/o 1.93o/o -0,200/o
o/o OF 75.23o/o 14.98o/o 0.25o/o 75.74o/o -0.50o/o
PAYROLL
PAYROLL 8.544,580 9,296313 (752,233) 9,359,274 (814,598) AS o/o OF REVENUE 50.60olo 50.150/o 0.45o/o 50.640/o -0.040/o EXPENSES 5.055,614 s.272A41) (215,835) 5,4a6,266 (429,652) AS o/o OF REVENUE 29.94o/o 28.44o/o l.5lo/o 29.680/o 0,260/0 AS o/o OF REVENUE 4.22o/o 6.44o/o 2.22o/o 3.94o/o 0.280/o PAYROLL STATS:
FULL TIME EQUIVILANCE t35.OO t45.OO (1o.00) 749.50 (t4.50)
Golf & Golf Academy
Budget
INDIAN WELLS GOLF RESORT
FY2O25 BUDGET SUMMARY
GOLF & GOLF ACADEMY
FY2025 Budg.t FYzO2ia Poralt Variane FY2023 Aduals Varirnc ROUI{DS
RESIDENT ROUNDS
RESIDENT GUEST ROUNDS
TOURNAI''lENI/GROUP ROUNDS
ALL OTHER ROUNDS
15,177
3,547
12,!7O
39,142
19,8{tr
+aa
15,230
38,?91
(4684)
(1,237)
(3,0E0)
(s,tr9)
18,51s
4608
t6,776
35A29
(3,338)
(L,O21)
(4,606)
e,247)
AVEMGE PER ROUND 129.37 Xl,r3!t
a&'3r
1190,993
2,t6t,21
6,2p5,06
5.02 (r61,93s)
(81,240)
(295,214)
(961,371)
121.O9 a.29
(1o2,992)
(s6,667)
(29'-,9O2)
Q79,aO7)
REVENUES
RESIDENT REVENUE
RESIDENT GUEST REVENUE
TOURNAMENI/GROUP REVENUE
ALL OTHER GOLF FEE REVENUE
669,416
414,754
1,866,060
5,335,107
772,804
475,421
2,ts7,962
5t7t4t9t4
OTHER GOLF REVENUES
RANGE RENTAL & OTHER REVENUE
GOLF ACADEN-IY
s42,t67
!43,943
a41,&
139.r50
97,933
4t193
44O,1O4
166,192
to2,063
(22,249)
COST OF SALES
COST OF SALES' MNGE, RENTAL & OTHER
COST OF SALES ' GOLF ACADEI"IY
65,110
90,747
tot,zr2
4r,67
(36,161)
3,100
97,Osl
91,s67
(31,941)
(780)
1,,74o/o t.820h -0.08o/o 1..94o/o -O.20o/o
AS O/O OF REVENIJE
PAYROLL
PAYROLL 1,531,7la 1,74'',E3t (2L4,635') !,795,30' (263,589) AS o/o OF REVENUE t7.060/o
897,545
16.8306
866,993
0.23o/o
30,592
18.460/o
973,t7O
-1.39o/o
(75,s8s)
OPERATING EXPENSES
OPERATING E(PENSES
8.3606 L.640/o 10.00o/o 0.000/o
AS o/o OF REVENUE 10.00o/o
AS o/o OF REVENUE 71.20o/o 72.9q!6 -L79o/o 69.600/o 1.600/o PATRoLL SIATS!
FULL IIME EQUIVILANCE 30.oo 34.00 (4.00) 33.15 (3.1s)
Merchandise
BudBet
INDIAN WELLS GOLF RESORT
FY2O25 BUDGET SUMMARY
MERCHANDISE
F(2O25 Budget ?tm24 Forecast Variance FY2O23 Actuals Variance MERCHANDISE 1,388,205 1,703,374 (315,173) 1,691,698 (303,493) AVERAGE PER ROUND 2L.67 2L.U o.03 22.46 (o.79)
OF SALES
COST OF 749,63t 9L8,294 (168,663) 908,684 (1s9,0s3)
AS o/o OF REVENUE 54.00o/o 53.91olo 0.090/c 53.7!o/o
G
0.29o/o
-tPAYROLL
PAYROLL L97,125 234,689 (37,564) 2r7,L4L (20,01s)
AS o/o OF REVENUE L4.20o/o 13.78o/o 0.42o/o L2.B4o/o I.360/o
OPERA EXPENSES
OPERATING L7,982 17,950 32 18,419 G37)
o/o OF REVENUE 1.300/o l.O5o/o 0.24o/o 1.09o/o 0.2Lo/o
AS o/o OF REVENUE 30.50o/o
G
3L.260/o -0.75o/o
GFI
32'360/o 1.860/o
PAYROLL STATS:
FULL TIME EQUIVILANCE 3.70 3,78 (o.58) 3.50 (o,40)
Golf Gourse Mai ntenance
Budget
INDIAN WELTS GOLF RESORT
FY2O25 BUDGET SUMMARY
GOIF COURSE MAINTENANCE
FY2025 Budget FY2O24 Forccast variance FY2023 Actuals variance
PAYROLL
PAYROLL 1,918,393 2,397,992 (479,598) 2,L76,227 (257,834)
TOTAL PAYROLL
OPERATING EXPENSES
OPERATING EXPENSES L,L73,298 1,303,654 (130,366) L264,L96 (9o,899)
TOTAL OPERATING EXPENSES
UTILITIES
UTILITIES 673,964 a42,454 (168,491) 810,897 (136,934)
TOTAL UTILITIES
NET OPERATING INCOME
PAYROLL STATS:
FULL TIME EQUIVILANCE 34.O0 38.OO (4.00) 35.35 (1.35)
Building
Budget
PAYROLL STATS:
FULL AME EQUIVILANCE
INDIAN WELTS GOLF RESORT
FY2O25 BUDGET SUMMARY
BUITDING
8.80 9.OO (0,20) 8,67 o.t3
varianceVariance FY2O23 ActualsFY2O25 Budget FY:1024 Forecast
PAYROLL
576563,145sr5,227 (11,505)563,722PAYROLL
(4.886)127,852130,815 (7,849)L22,966SPEMNNG EXPENSES
UTILTTIES
(25,811t(19,648) 400,L22373.310 392958IITILITIES
General & Ad m i n istrative
Budget
INDIAN WETLS GOLF RESORT
FY2O25 BUDGET SUMMARY
GEN ERAL & ADMINISTRATIVE
FY2025 Budget FY2O24 For€cast variance FY2023 Actuals variance OTHER T{ON-OPERATING INCOME
OTHER NON-OPERATING INCOME 29,890 29,0r9 87t 24tL82 s,708
TOTAL OTHER NON-OPERATING INCOME
PAYROLL
PAYROLL 1,361,400 1,347p21, L3,479 1,401,340 (39,940)
OPERATING EXPENSES
OPERANNG EXPENSES 891,454 882,628 8,826 Lp23,LLt (13r,657)
NET OPERATING INCOME
ROU LEASE DEPRECIATION EXPEI{SES
DEPRECIATION EXPENSES & NON-OPERATING L25,7SO t'zi.,7SO t47F67 (2L,9L7)
TOTAL ROU LEASE DEPRECIATION
NET INCOME AFTER
PAYROLL STATS!
FULL TIME EQUTVILANCE t1,50 t2.20 (o,70) 77.39 o,77
Food & Beverage
Gonsolidated
Budget
INDIAN WELLS GOLF RESORT
FY2O25 BUDGET SUMMARY
FOOD & BEVERAGE CONSOLIDATED
FY2O25 Budget FY2O24 Forecast Variance FY2023 Actuals variance covERs
2L4,644 230,350 (1s,706) 237,706 (23,062)
DENT 7.988 5,840 2,L49 7,595 393
AVEMGE PER COVER 29,L6 21.24 L,92 28.70 0.46
REVENUES
FOOD & BEVERAGE REVENUE 6.492.439 5,433,535 s8,803 7,039,8s3 (547,4L4)
COST OF SALES
COST OF SALES 1,667,0s8 1,669,933 (2.A75\ 1,811,513 (144,455) AS o/o OF REVENUE 25,680/o E.96Vo -0.28olo 25,73o/o -0,06o/o
PAYROLL
PAYROLL 2,972,221 2.994,631 (22,4tO) 3,206,1L7 (233,896) AS o/o OF REVENUE 45,78o/o 46.35o/o -O,77o/o 45,54o/o O,24o/o
OPERATING EXPENSES
OPERATING EXPENSES 906,0s6 834,987 7t,069 858,499 37,557 o/o OF REVENUE 13.95o/o 12.98o/o 0,98o/o L2.34o/o L,620/o AS 14.59o/o t4.s20h O,O7o/o 16.39o/o -1.8Oo/o
PAYROLL STATS:
FULL TIME EQUIVILANCE 46.00 55.OO (9,O0) 57.47 (r1.41)
Restaurant
Budget
INDIAN WELLS GOLF RESORT
FY2O25 BUDGET SUMMARY
RESTAURANT
varianceFY2023 ActualsvarianceFY2O25 Budget FY2024 Foecast covERs
65,377 (5,546)12,01346,7''4RESTAURANT
s7a1,611 5,8725,8407,450COVERS - RESIDENT
4.8139.9143.08AVERAGE PER COVER ?,17 34,27
86,456753,281 2,764,62r2,097,8062,851,087FOOD & BEVERAGE REVENUE (29,103)835,832504,636 203,093ao7,729
-L,94o/o3O,27olo2A.a2oltt -O,49o/o28.33o/o
(502,247)L,913,342r,tz1.9SO 239,1451,411,095
-L9.7Lo/o69.2Lo/o-6,37o/o49,49o/oo/o OF 5A.870tb
40,503360,44t,t20,758400,944 280,186OPERATING
L3,O4o/oO,7lo/o14,O60/oAS o/o OF REVENUE
1,o30/o13360/0
2O,630/o6.160/o1.959o8.llo/oAS o/o OF REVENUE -12.32o/o
TED PAYROLL
738,618(738,618)
PAYROLL
FULL TIME EQUIUILANCE 26.OO 30.oo (4.00) 34.93 (8.e3)
Beverage Carts
Budget
FY2O25 Budget FfA024 For€cart variance FY2O23 Actuals variance covERs
COVERS. BEV CART/SNACK BAR 64,076 78,561 (14.485) 78,522 (r4.4461 AVERAGE PER COVER 9.00 a.97 0.03 a.73 o,27
REVENUES
FOOD REVENUE s76,683 ,u,?r6 (l27,693) 685,533 (108,9s0) cosr oF sArEs
COST L34,367 Iil,232 (29,86s) 151,828 (27,46L)
AS o/o OF REVENUE 23.30o/o 29.320h -O.O2o/o 23.600/o -0.30o/o PAYR.OLL
PAYROLL 133,987 r53,998 (20,011) 14&s68 (14,581)
AS o/o OF REVENUE 23,23o/o 21.85%t t.37o/o 21.67o/o 1,57o/o
OPERATING
OPFRATING EXPENSES 73,435 84,180 (10,745) 77,255 (3,820) AS o/o OF REVENUE 12,73o/o tt.930h O,78o/o 17-,27o/o 1.47o/o REVENUE 4O.73o/o 42.47o/a -2,140/o 43.460/o -2.73o/o
ALLOCATED PAYROLL
ALLOCATED PAYROLL 155,210 (155,210)
AS % OF REVENUE 4O,73o/o tl2.!V/o -2,14o/o 2O,82o/o 19.9lo/o PAYROLL STAIS:
FULL TIME EQUIVILANCE
INDIAN WELTS GOLF RESORT
FY2O25 BUDGET SUMMARY
BEVERAGE CARTS
2,60 3,OO (0.40) 3.08 (0.48)
Banquet & Gateri ng
Budget
INDIAN WELLS GOLF RESORT
FY2O25 BUDGET SUMMARY
BANQUET & CATERING
FY2025 Budget FY2024 Forecast variance FY2023 Actuals Variance covERs
COVERS - 14,847 20,340 (5,493) 18,962 (4,115)
AVERAGE PER COVER
'-26.74
121.32 5.45 t25.17 0.61
REVENUES
& BEVEMGE 2A67,616 (585,425) 2,392,357 (510,105)
COST OF SALES
COST OF SALES 6A3,rt4 ft77.526) 592,862 (84,654)
REVENUE 27.OOo/o 27.790/6 -O,79o/o 24.78o/o 2,22o/o
527,LO7 708,490 (181,383) 724,47O (197,353)
AS REVENUE 28,OOo/o 28.7lolo -O,7Lolo 30.28olo -2,280/o
EXPENSES
EXPENSES 211,990 2!'2,616 (40,626') 250,188 (38,198)
ok oF lL.260/o aO.Ao/o 1.03o/o l.O.460/o 0.80o/o
AS o/o OF REVENUE 33,73o/o t3.260h O,47o/o 34,48o/o -o,740/o
ALLOCATED PAYROLL
ALLOCATED PAYROLL 427,455 (427,465)
AS o/o OF REVENUE 33.73o/o 33.25o/o O,47olo L5.6to/o 17.L2o/o PAYROLL STATS:
FULL TIME EQUIUTLAAICE 9.OO 70.o0 (t.oo) tt.38 (2.38)
Shots in the Night
Budget
INDIAN WELLS GOLF RESORT
FY2O25 BUDGET SUMMARY
SHOTS IN THE NIGHT
FY2025 Budget FY2024 Forccast variance FY2023 Actuals variance
REVENUES
F@D & BEVERAGE REVENUE
SHOTS IN THE NIGHT REVENUES
444,000
?42,OOO
476,6t6
325,215
L[,364
16,785
419,467
37L,5t4
68,533
(29,s14)
COST OF SALES
COST OF SALES 128,650 t24SO' 4,141 120,310 8,34O
TOTAL COST OF SALES
AS o/o OF REVENUE 15.50o/o 15.53% -0.03o/o 15.2lo/o 0.29o/o
GROSS MARGIN
PAYROLL
PAYROLL 169,400 162,58O 6.820 263,224 (e3.828)
TOTAL PAYROLL
A5 % OF REVENUE 20.4!o/o
r55,000
20.28%
t62AL?
O.I3o/o
3,547
33,28o/o
L63,7L6
-12.87o/o
2284
OPERATING EXPENSES
OPERATING EXPENSES
TOTAL OPERATING
20.O0olo 20.25& '0.25o/o 2O.7Oo/o -0.70o/o
AS o/o OF REVENUE
NET OPERATING INCOME
44.O9o/o 43.94P/o 0.150/o 30.810/o t3.280/oAS o/o OF REVENUE
NET OPEMTING INCOME W/AMENITY
AS o/o OF REVENUE 44,O9o/o 8.94o/o O.15o/o 30.81o/o
aLF57
L3,28o/o
(81,357)
ALLOCATED PAYROLL
ALLOCATED PAYROLL
NET INCOME W/
A5 % OF REVENUE 44.O9o/o
4.OO
8,*lo/o
4,OO
O,L$o/o 2O,53o/o
3.93 23,560/o
o.o7PAYROLL STATS:
FULL TTME EQUIUILANCE
Food Truck
&
Fairway Grill
Budget
INDIAN WELLS GOLF RESORT
FY2O25 BUDGET SUMMARY
FOOD TRUCK
12 Months of food Truck
No Fairway Grill in 2023
varianceFY2O24 Foll(Est variance FY2023 ActualsFY2025 Budget aovFRs
f11.252)t14.5sO) 7s32464.O76 ,a,726:OVERS . FOOD TRUCK
rGt
(2.09)2.16 0,543,30AVEMGE PER COVER 5,39
REVENUES
406.O7t (194,623)2t t-.4so 216,984 (5,537):.ND & BEVERAGE REVENTJE CrtST OF SALES
(116.419)l4-ac/l a1.631.] 99,681s2.863COST OF SALES
24.530r 0.450/a25.t10t -0.1 1olcAq O/" NF RryFNI IF 25.000k
DAYPOI I
t2a-930t(2-7SA], t?o,426101-496 1o4.2*PAYROLL
G
15.880t48'.OSor
G
48.00o/oAS o/o OF REVENUE
G
-0.050/o 32.12o/o
DPERATI]IIG EXPET{SES
42.793 (17.419)25.474 26,658 o,2'J4)]PFRANNG FXPFNSFS
1.460/o-O.29o,/o 10.54o/a1.2.OOok 12.29/oREVENUE
i2.AOo/a -17.BOo/o14.55%
-
o.450/o15.0006q5 O/O OF RFr'ENUE
-l7.80o/oO.43o/o 32.80o/o15.00o/oAS o/o OF REVENUE L4.35olo
PAYROLL
74.465 (74/5s)AI I ffATFD PAYROI I
t.A4o/a14,460/ors.ooo/ol ta.ssryol o.asololAS O/" OF REVENUE PAYROLL STATS:
FULL TIltlE EQUMLANCE 2,OO 2.00 4.7 7 (2.11)
INDIAN WELLS GOLF RESORT
FY2O25 BUDGET SUMMARY
FAIRWAY GRILL
Non-operational in ry2023
FY2025 Budget FY2024Fort€ct varianc€ FY2023 Actuals variance covERs
:OVERS - GRILL 64,O76 ,8.r16 f14_65n\ 64-O76
ryEMGE PER COVER 4.20 1.a4 o.36 2,20
REVENUES
F@D & BEVEMGE REVENUE L4{l.967 L46Sn (3,691) a/t,l-q67
rF
COST OF SALES
COST OF SALES 35.242 3632e ft_om1 ?s-242
qS O/O OF REVENUE )\ oio/"
G
-o.110/r 25.OOo/c
PAYROLL
PAYROLL 67.664 69"501 (1,83A) 67.664
AS o/o OF REVENUE 48.0Oo/a 48.05% -0 050/" 4a.O0o/d
OPERATIilG EXPENSES
CPEMTING EXPENSES 16-!ti6 at_rD (4s61 16,915
qS 0/6 OF REVENUE 12.OOok 12.2q', -0.29o/c 1 ) OOo/n
qS 0/6 OF REVENUE 1 q ooo/" 14.550i o 4qo/^ 15.00o/o
PAYROLL SIATS:
FULL fIME EQUIVILANCE 2.OO 2.OO 2.OO
INDIAN WELLS GOLF RESORT
F.Y2O25 BUDGET SUMMARY
F&B ADMIN
FY2025 Budget FY2024 For€ast variance FY2023 Actuals variance INCOME 300 282 18 ta7 113
E
PAYROLL
PAYROLL s6t.47l 623,857 (62,386) 26,O82 535,389
OPERATING EXPENSES
OPEMTING EXPENSES t'-,397 tt.a62 235 (2s,895) 37,292
PAYROLL STATS:
FULL NME EQUIUILANCE 4.50 4.50 2,79 7,77
Assumptions
BUOGEI. lY20r5
gudget Assumptions
VarlrnrG
{1,653,116)
(480,44e)
-9,9% Players RedesiSn impect + R$taurant
-40.3% Ptay*s Redeilgn lmpact + Rstaurant
-2.2%
FLOW THR0UGH at 29%
s
sNOt
TOTALREVENUE'
pRoFrT!l
16/886,681
ilLgsL
s
5 'I4.:2%
ruDcE.FYZ':15
Budget A$umptlons
Vatlrnca %
{14650} -18.696 Net reductlon of 14,550raundr, butshils a yoy cMparabl€ groMh of 800 rounds
5.0 4.0% .ADRupS5.00or4%.
Growth rate to ADR is roughly 6.2% excludlng laotors assoclat€d with playes redeslgn -15.3% Rovenqedown,but!plntholirstShonthst4o0k"offsetbylossosafohecourse4months 22,0% Estimated and rsclectlve of lost tourEnert round6, y9y lncrdase up wlth ADR
3.0% 3% ln.reese YoY
Net impadtto NOI from redesign. S45Oksavhg6ir agronmy with 51.2M impacttogolfNOl -0,8%
RATE
ROUNDS
Grc€n Feet
Range Bental & other
Golf Academy
OTYTARGET
s
64,O76
129.37
8,289,7?8
542,167
143,943
(r"499,759)
97,91J
4193
M.rhrhdlsa ADR
Paybll
NO' %
OTYTARGET
s
Budget Assumptioni
vrdrnae %ruircEr-FYmt5
21,67
!97J23
77,942
2780A6
5 0.03 0.1% SllSht lncrede YoY
Down bV ADR rounds lst for c6uree closule
% of rcvenue based, but not tr llnear wlth 1 coqrsg clGute as golt %.of r€venue baed, but lrc.eased $1,500 for sit€ visits f{om Troon Merch Team I37,s64) -16:0%
o21tOFex
.agx
Budget Assumptlons
BUDGET-FVMIs vatltnce
No charEe to payroll, decrease ln OPEX, no qhan8e in utilitiet Redcutlon in payroll, up slithtly ln OPEX travel expense
COVERS
ctrvTAf,GET. n/a
222,632
2s.16
BudSet Assumptlons
Varlrnc€
(13'557) 5'7",6 Up 37% in VUE, down in Batrquats, and total lrom FrlBev ca't rcund cowrs $ 1.9 7.r%
Bev cait ADR lmpact, Banquet 4 month weddlh8 buslnr$
lmpaeted du€ to new r€staruant, less t@s&, and banquets
covERs
COVERS . RESIDENT
Budget Assumptlons
VarlrncEIUOGET. FY2O25
58!731
7,i150
12,013
1.611
25.7.,(
27.6%
cost ot Sales S
% of Revgtrue
Payroll 5
X ofRcv€nue
Opcratlng Expens€s S
% of R€yenue
6IYIARGET
aD7,729
28-3%
i,411,095
495%
/O0,944
14.1 203,093
239,145
720,75A
s
s
5 33.6%
20.4%
43,7%
0.0%
0.0%
0,0%
3040% lncrease aft6rop6ning. UslnS 3 month closur€Jul - Sept openinsOct 1 Slmilar menu prlclng, same cost ofsales
50% citv target
Up dueto 2,5 month closure, plus added expense with new restauGnt Subjcct to chan8e, resteruant renovatlon timing still under diilsslon 8%
ruDdEr - Fvr025
64076dov€Rs
cost ofsales
J6 ofRegenue
96ofBEGnue
Ope.stlng tx!€i3es
% ol Rwenue
OTYIARGET
Budget Assumptlong
.1!,4% ADR Lsst raud! bsed
O49! ADR.cnlyupsliShilydq€torituid5lst
$ (29,86s) -1l..2%
(1448s)
o.o9-00IADC
134;367
2t,44
S150k hpact b @urfE cp'rur.;.bq! 4% lreass VoV csnpaiable Payrell
I
5 $
133,987
2X,2%
73,435
L2.7%
$ (2q,o11) -lao%
4,O%
o0%
0.096
$ (10,7451 -L2.&4
BUDGEI. FY20l5
Budg€t A$umptlons
vrrlanca %
(5,4!r3)
ADC
covERS
Cost of Srles
% of Rovgnle
Payroll
% of Rev€nq€
Operdlng Exp€nses
% of Rewnue
w%
OWTARGgt
L4,U7
126.78 $ 5-5
-27.0% HBtdrlcalav&ag6coveFlostMarch.Usingl00%s€ddlngbuslness.andprvllllonusnse
4.5% ADCUpYoY
I mpsct of payilllq d6ur€ $tlmated !t $750k and S15Ok increase ln fint 8 months -25.9%
0.0% SlightlydewnduetobumplnADC
-25.5%
0-0% SliShtlv dow! iir linewlth% ofrevenue
-16.L!tA
0.0% sliShtlyupduetocloslre
I
s
s08,208
527,!07
211,9!0
30-35%
s
I
(i77,5261
(181383)
t*irut
Budget Assumptlons
varlancs %
Co3t of Sales
Pay.oll
% of ievenue
% ol R€venqe
% of Revelu€
auDcEr. FY2025
128,650
169,100
166,000
lndeaF in F&B aevenues, lncreas ln group golf total increase at 3'5% OpeFtlnB Expenses
s
I
I
4143
5;820
3,5A7
33%
o.o% llochangetqcos
4.2%
O-o% Payroll allgned wlth actlals in 2024
2,2%
0,0.% No chqngeto op€x
OTYTA{GET " n/a
ADC
covERs
Cortofsal€s S
% of Rw€nue
Payroll 5
% of Revenue
opcratlng Expensos $
% of RevEnoe
OTTTARGET. n/r
3.30 64076
52,863
101,496
25,374
Budg€t Ardumptlons
Varlrrce ot
(13,800) .L7.7%
s 0,s 18.4%
ADR Lost rounds bas€d
ADR up S.5 with prlilng
Goure€ closure
Flow Through up
5 s
(1,631)
(2,?581
tr,zsqt
-3.0%
0,0%
-2.6&
0.ea
"4,S%
0,0%
Budget Assumptions
tuDGFr - Fliozs
6+,t76
vrrtrncd "n
covERs
Cqlto-f Jalet I
*{if R6wN€
Payrcll t
%-of(qwnua
Opqntlng Exp3n*s $
of Reveiue
OTYIA*GdI - nt/a
shots In f{lglit + food lruck
cfiTtNiET (ttoB+ nl
)6,242
67,64
i$ji&;!r*€.,+ffi
tl).35%
$ (1,088)
-$i7t6 ADRLostroundsba.ed
lg-494 ADRupwlthprt ins
cootge CloruP
-1n%
.L6%
0,0%,
4.gaa
s.g6
,Flaw Throrgh !p
(q,aoo1
(1,838)
5a.?0ADC $ 0.3
(856)5
Capital Expenditure
Schedule
INDI,AT{ WELU; GOLF RESORT
Cafjit l ExpendituE and Capital Leas€s
Fl 2'J25
GOLF
100 Pa*ing Lot Enhancetnent for SftN
Patio Rugs for Driving Range
FOOD & BEVG
22,000
s,000
22,000
s,000
210
MAII{TENANCE
400 Maintsane ShoP
4oo R - Toro ReelMasEr 3100-d
4oo R -Toro RedMaster 7000-D
400 TomworkTrucks
400 Debris Sweeper - Wiedenmann Super 600
1m.000
e;16
56331
85p00
tu,693
s0,000 50,000
135,800
26,745
s6,331
100,000
26,745
56,331
135,800
111,693111,693
400
BLDG MAIIITEI{ANCE
11180 11,880 11,880
11,700sso FT Saf€fy Rail
5so Granite Counter FwG
G&A
11,700
FY2024 - Approved
Prior Y€ar Carry Over
s76,At
*finfrw
T#lrytotAs'rffd
-:z!:3L
Indian Wells Golf Resort
City’s Operating Goals and Deliverables
1. Pr
ofitability
a. Golf Resorts should be operated profitably before the Golf Amenity Subsidy and after capital expenditures.
2. Ge
neral Fund Amenity Subsidy
a. No Resident Golf Amenity Fee
b. F&B and Merchandise Amenity Fee – included in the respective Revenue lines
3. No A
llocated payroll.
4. Pr
ojected Net Operating Income by Department
a. As a Goal, the Budget should project Net Income as a % of Revenue as follows:
i. Golf, including golf maintenance: 25% to 30%
ii. Merchandise: 27% to 33%
iii. VUE: 8% to 12%
1. Cost of sales goals around 30%
2. Labor goals around 50%
iv. Beverage Carts: 38% to 42%
v. Banquets: 30% to 35%
vi. Food Truck & SITN: 30% to 35%
vii. These expectations exclude costs associated with building maintenance and G&A and are calculated to maintain profitability before the golf amenity subsidy and after capital.
5. Ope
rating strategies incorporated into the new budget.
a. Operate as a profitable business every year.
b. Evaluate COS and labor controls consistent with brand standards and revenue expectations.
c. Develop strategies to implement efficiencies to decrease G&A and building maintenance and golf maintenance costs. The savings goal is 5%.
6. Ca
pital Budgeting:
a. Capital budget is limited to the replacement of existing equipment. b. The City Council approves all other capital improvements.
ATTACHMENT #3
Customer Quote
2/20/2024 6:34:20 PM
Estimate No: Q3825-0001
Quote Date: 10/10/2023
Expiration Date: 6/30/2024
Salesperson: HB
Payment Terms: Net 30
Invoice To: 10200 Deliver To:
Matt Kotz
City of Indian Wells Fire Rescue
City of Indian Wells
44-950 Eldorado Drive
Indian Wells CA 92210
US
Matt Kotz
City of Indian Wells Fire Rescue
City of Indian Wells
44-950 Eldorado Drive
Indian Wells CA 92210
US
Order Instructions:
Important considerations regarding a remount:
Each remount unit comes with different needs. This quote was built as a generic quote for existing units given the information provided.
Starting in 2024 Remount Quotes include a Contingency to cover non-quoted incidentals such as extra bodywork or lights, etc up to $10,000.
Module repaint includes fabricating and installation of our newly designed doors inside and out, all entry doors, and compartments. Our exterior module doors are complete with all-new Eberhard latches, mechanisms, and windows. Frazer remount paint standards require complete existing graphics removal, sanding, finishing, new trim and corner pieces, and all new doors, windows, framing, door hardware, hinges, etc. Twenty hours of labor is included in this quote to cover fixing dents, deep scratches etc typically encountered on the typical remount.
This quote includes converting the Onan compartment to a usable exterior compartment.
The Trade-In value for the old chassis will be determined upon arrival at Frazer. This amount will be deducted from the final invoice.
The Contingency Fund is applied to remounts to cover items discovered during teardown and production, and/or customer requests. Any unused funds will be deducted from the final invoice.
The chassis franchise dealer will require payment for the chassis only upon arrival at the dealership.
No.
Item Qty U/M: Unit Price Net Amount
1 MODULE-EMS-X 1.00 EA $ 186,250.00 $ 186,250.00
Configurable EMS Module, Remount
This quote is to remount module X-843 (E-1056)
2 CHASSIS 1.00 EA $ 70,250.00 $ 70,250.00
2024 Ford F-450 Gas 4x2 Regular Cab
3 DELIVERY 2,850.00 M $ 4.00 $ 11,400.00
Flatbed Round Trip
Frazer will accept returns on parts up to 180 days after shipment. No restocking fee will be charged if the item is returned within 90 days of the original invoice date. All parts returns should be shipped back freight prepaid and require prior approval with a “Returns Material Authorization” (RMA) clearly displayed on the exterior of the shipping package. A credit will be issued towards the customer's account within approximately 7 business days of receipt of the item. If a part is returned after 90 days of the original invoice date a 15% restocking fee will be applied. Frazer Ltd reserves the right to accept returned items at its sole discretion based upon the condition of the item to be placed back into stock. :
Prod
hbrady
Frazer, Ltd. Page of 1 2
ATTACHMENT #4
Customer Quote
2/20/2024 6:34:20 PM
Estimate No: Q3825-0001
Quote Date: 10/10/2023
Expiration Date: 6/30/2024
Salesperson: HB
Payment Terms: Net 30
Order Instructions:
No. Item Qty U/M: Unit Price Net Amount
Delivery and return of the completed unit are included. 5 TRADE-IN 1.00 EA $ 0.00 $ 0.00
Trade In Allowance
Chassis Trade-In value determined upon arrival of the unit at Frazer. The credit amount will be deducted from the final invoice. 8 SpecDoc 1.00 EA $ 0.00 $ 0.00
Configurable item to create the SpecDoc
9 53092 1.00 EA $ 2,576.32 $ 2,576.32
Generator-Electric 6.3kw, 2020+ Ford Gas
10 33008 1.00 EA $ 102.90 $ 102.90
Pulley-1.95 in x 6 Groove
Remit To:
Frazer, Ltd.
7219 Rampart Street
Houston TX 77081
Sale Amount:
Order Disc( 0.0000%):
Surcharge:
Sales Tax:
Misc Charges:
Total Amount:
270,579.22
0.00 N/A
20,969.89
0.00 291,549.11
Frazer will accept returns on parts up to 180 days after shipment. No restocking fee will be charged if the item is returned within 90 days of the original invoice date. All parts returns should be shipped back freight prepaid and require prior approval with a “Returns Material Authorization” (RMA) clearly displayed on the exterior of the shipping package. A credit will be issued towards the customer's account within approximately 7 business days of receipt of the item. If a part is returned after 90 days of the original invoice date a 15% restocking fee will be applied. Frazer Ltd reserves the right to accept returned items at its sole discretion based upon the condition of the item to be placed back into stock. :
Prod
hbrady
Frazer, Ltd. Page of 2 2
For your convenience, all module pricing has been itemized below per quote Q3825-0001 for City of Indian Wells Fire Rescue :
Base Module $ 30,825.00
Chassis Exterior $ 29,025.00
Module Exterior $ 91,650.00
Chassis Interior $ 11,675.00
Module Interior $ 23,075.00
Module Total $ 186,250.00
Items included in above totals:
1. Old Chassis: Make Driveable $ incl
2. Type I 12' Module $ incl
3. This is a CAAS GVS v3.0 Unit $ incl
Chassis Exterior:
4. Chassis Paint Layout: Keep Factory Paint Color - Red $ incl
5. Chassis : 2024 Ford F-450, Gas, 4x2, Regular Cab, 84" Cab to Axle, PQ - Race Red $ incl
6. Suspension: LiquidSpring $ 17,050.00
7. Wheel type: Factory Aluminum $ incl
8. Dual Dynamics Valve Stem Extender with Equalization and Pressure Indicator $ 425.00
9. Road Force Elite tire and wheel balancing $ incl
10. Chassis Steps: ArcRite with Sure Grip $ 1,500.00
11. Grille Guard: Grille Guard with Wraparounds $ incl
12. 10" and 12" Air Horns $ 1,600.00
13. Compressor Type: Standard $ 950.00
14. Air Horn Switching Options: Momentary $ 150.00
15. Siren Amplifier: Howler $ 1,875.00
16. New Module Disconnect Switch $ 950.00
17. Window Tint (35% VLT) on Chassis Doors $ 425.00
18. Passenger's side Grille Light: Whelen M4 Red Light $ incl
19. Driver's side Grille Light: Whelen M4 Red Light $ incl
20. Passenger's side Intersect Light: Whelen M4 Red Light $ incl
21. Driver's side Intersect Light: Whelen M4 Red Light $ incl
22. Driver Fender Light: Whelen M4 Clear/Red Light $ 500.00
23. Passenger Fender Light: Whelen M4 Clear/Red Light $ 500.00
24. UNOC #925 - Furnish and install (1) extra Whelen M4 Red steady burn LED on the grille guard (ON with PRIMARY)
$ 250.00
25. UNOC 2571 Furnish and install 46" Black FireTech HiViz brow light (P/N FT-B-46-B) on front wall of module in HIGH position, wired to console switch position <#> $ 2,850.00
Chassis Exterior Subtotal $ 29,025.00
Module Exterior:
26. New Power Source: MEPS $ 20,775.00
27. New Corner Trim $ incl
28. New Corner Caps $ incl
29. 25 hour(s) of Body Work $ 3,125.00
30. Module Paint Layout: Non-White One Tone - PQ - Race Red $ 24,025.00
31. Remove Conspicuity on Rear Wall $ 950.00
32. Rear Wall 3M Conspicuity Layout - Chevron : Fluorescent Yellow/Green Base Color and Red - Translucent Overlay
$ 2,225.00
33. Entry Door Conspicuity Layout - Squares : White Base Color $ 500.00
34. Compartment Conspicuity Layout - Strips : White Base Color $ 275.00
35. Frazer Provided Graphics $ 4,000.00
36. Dri-Deck in Applicable Exterior Compartments $ 425.00
37. Existing GTT Opticom $ incl
38. Opticom Switching: On with Primary and Cut-off with park $ incl
39. Shore Power: Single 30 Amp $ 1,175.00
40. Pigtail/Plug Option: Pigtail $ incl
41. Reconnect Ignition Kill Switch $ 200.00
42. Front Wall Light Layout: Lower 5 Lights $ incl
43. Front Wall Light #1: Whelen M6 Red Light $ 325.00
44. Front Wall Light #2: Whelen M6 Red Light $ 325.00
45. Front Wall Light #3: Whelen M6 Clear Light $ 325.00
46. Front Wall Light #4: Whelen M6 Red Light $ 325.00
47. Front Wall Light #5: Whelen M6 Red Light $ 325.00
48. Front Wall Driver Side Box Light: Whelen M9 Red Light $ 475.00
49. Front Wall Passenger Box Light: Whelen M9 Red Light $ 475.00
50. UNOC ???? Plate over front wall (between the corner trim) and down in order to switch all 900 Series Lights to M6 Lights.
$ 650.00
51. Driver Wall Front Box Light: Whelen M9 Red Light $ 475.00
52. Driver Wall Rear Box Light: Whelen M9 Red Light $ 475.00
53. Driver Wheel Well Light: Whelen M6 Clear/Red Light $ 350.00
54. Converter Flanges For Wheel Well Lights $ 250.00
55. Side Scene Lights: Frazer Standard Whelen M9 Chrome Housing $ 2,250.00
56. New 2 high D Cylinder Holder $ 275.00
57. New O2 Rollers for an H Cylinder $ 850.00
58. O2 Regulator - Ship Loose $ 275.00
59. New Battery Charger $ 625.00
60. Compartment Light in the Electrical Compartment $ 425.00
61. New Dometic A/C with Exhaust Fan $ 8,775.00
62. All Cladding/Treadbrite: New $ 1,350.00
63. Driver Side Blind Spot Camera - White $ 825.00
64. UNOC Reconfigure driver's side rear storage compartment:
Flat bars in the back corners. remove and reinstall existing SCBA Brackets on the flat bars.
$ 1,000.00
65. UNOC1045 Furnish and install coat hooks in rear storage compartment in following locations:
- (1) double coat hook on front wall, centered between SCBA flat bar and compartment opening
- (1) double coat hook on rear wall, centered between SCBA bracket and compartment opening
- (2) double coat hooks on rear storage compartment door $ 250.00
66. UNOC 1047 Furnish and install stainless steel threshold on rear storage compartment insert
$ 100.00
67. UNOC #1040 - Furnish and install extra piece of treadbrite on the driver's side wall, level with the top of the wheel well treadbrite, between the rear storage compartment insert and the rear trim piece
$ 75.00
68. UNOC Furnish and Install stainless steel threshold on O2 Compartment threshold. $ 75.00
69. UNOC ???? Wheel well lights were 900 Series converting to M6 on both sides. Plate over the holes prior to painting and install M6 Red/Clear Split as indicated. $ 200.00
70. Module Window Option: Sliding Window $ incl
71. Upper Rear Wall Light Layout: 3 Across $ incl
72. Upper Light #1: Whelen M6 Load Light $ 500.00
73. Upper Light #2: Whelen M6 Amber Light $ 325.00
74. Upper Light #3: Whelen M6 Load Light $ 500.00
75. Lower Light #1: Whelen M6 Brake/Tail/Turn Red Light $ 250.00
76. Lower Light #2: Whelen M6 Brake/Tail/Turn Red Light $ 250.00
77. Lower Light #3: Whelen M6 Amber Light $ 325.00
78. Lower Light #4: Whelen M6 Amber Light $ 325.00
79. Rear Wall Driver Box Light: Whelen M9 Red Light $ 475.00
80. Rear Wall Passenger Box Light: Whelen M9 Red Light $ 475.00
81. Converter Flanges For Box Lights $ 1,200.00
82. Converter Flanges For Emergency Lights $ 1,500.00
83. Compartment Light in the Rear Backboard Compartment $ 425.00
84. Lower BTTs: 2 Grote Lights on each side $ incl
85. New Rear Bumper $ 1,050.00
86. New Door Grabbers $ incl
87. New Cast License Plate Light $ incl
88. UNOC 2841 Furnish and install (2) Whelen M6 back-up lights and (2) Whelen M6 BTT lights, in lieu of Grote lights on the treadbrite
$ 850.00
89. UNOC ???? Plate over rear wall as necessary to install new M6 lights $ 650.00
90. Passenger Wall Front Box Light: Whelen M9 Red Light $ 475.00
91. Passenger Wall Rear Box Light: Whelen M9 Red Light $ 475.00
92. Passenger Wheel Well Light: Whelen M6 Clear/Red Light $ 350.00
93. Replace Gas Hold-Open at Side Entry $ incl
94. Compartment Light in the Front I/O Compartment $ 425.00
95. Passenger Side Blind Spot Camera - White $ 825.00
96. UNOC 1376 Furnish and install stainless steel threshold on bottom of front I/O compartment door insert
$ 100.00
97. UNOC 1048 Furnish and install stainless steel threshold on bottom of side entry door insert
$ 100.00
Module Exterior Subtotal $ 91,650.00
Chassis Interior:
98. Siren Speakers: Whelen SA 315 Speakers $ incl
99. Tap-2 on Primary Siren $ incl
100. Siren Option: Whelen C9 Siren in Console $ incl
101. Mic 1 on passenger's side slot 1 $ incl
102. HAAS Alert System: HAAS Alert Responder to Vehicle - 3 Year Sub $ incl
103. Slot 1: Extended MDT plate - no swivel, no fuel gauge $ 150.00
104. Slot 2: Single Slot Switch Panel $ incl
105. Slot 3: Radio Plate: 7.5 L X 2.5 W opening dims Item ID 2398 $ incl
106. Slot 4: Siren 1 $ incl
107. Slot 5: Single Blank $ incl
108. Slot 6: Single Blank $ incl
109. COMP OPEN / DOOR OPEN Warning Buzzer $ 375.00
110. COMP OPEN / DOOR OPEN Amber Warning Light on Top driver side corner of the console
$ 525.00
111. Kussmaul USB/USB-C Device at Console $ 350.00
112. Console Switch Layout : Primary - Secondary - Howler - Air Horn - Side Scene (Driver's Side) - Side Scene (Passenger's Side) - Rear Load - Interior Lights - Kussmaul USB/USB-C -
$ incl
113. New Armrest $ 350.00
114. Console Layout: 6-Slot Console $ incl
115. Floor in Front of Console: (2) Survivor Flashlights wired Failsafe $ 1,000.00
116. Rear of Console: Double Mapholder $ 550.00
117. Chassis Rear Wall: 3 High Glove Box Holder $ 350.00
118. Camera System: Voyager 7" Monitor with Back-Up Camera $ 2,400.00
119. Voyager Monitor Behind Overhead Console on Headliner $ incl
120. Black Back-up Camera $ incl
121. Secure-Idle Anti-Theft System $ 950.00
122. Aftermarket Vinyl Seats $ 1,225.00
123. UNOC #518 - Furnish and install Federal Signal EQ2B with control head in console slot 5; no additional switches; wired to (2) additional Whelen 315P speakers $ 3,450.00
Chassis Interior Subtotal $ 11,675.00
Module Interior:
124. New Lexan for Front Wall and Action Wall Cabinets $ 1,275.00
125. New Desert Rose Red Interior Trim $ 550.00
126. Stainless Steel Side and Rear Entry Door Grab Rails (price covered under new Module Paint)
$ incl
127. Powder Coated Plate on Front Wall in Front I/O $ 200.00
128. New Stainless Steel Countertops $ 1,175.00
129. New Action Wall with SSCOR Suction $ 1,650.00
130. Location 1: 4 Switch w/Thermostat $ incl
131. Location 2: Existing Double O2 Outlet $ incl
132. Location 3: Electric O2 panel with monitor $ 2,525.00
133. Location 4: Dual USB receptacles $ 350.00
134. Location 6: Blank $ incl
135. Location 7: Blank $ incl
136. Location 8: Quad 120 VAC $ incl
137. Location 9: Suction $ incl
138. Action Wall Switch Layout : Interior Lights; Front Interior Light; Ventilation Fan; Electric O2;
$ incl
139. Acrylic Holder at the Action Wall Cabinet $ 425.00
140. Acrylic Holder Aft CPR Seat $ 550.00
141. Rear Door Switch Layout : Blank; Blank; Dump/Bypass (Suspension); Existing Rear Load;
$ incl
142. Frazer cushions at the Squad Bench $ incl
143. Harness Type for Seat Position 1: No Harness $ incl
144. 22 Pocket Acrylic Holder $ 950.00
145. New Glove Box & Handrail at the Head of the Squad Bench $ 500.00
146. In-Module Camera at the Rear Headknocker Position $ 850.00
147. Stryker cot tower only ( no antler and bar ) $ incl
148. Floor Options: Customer Provided Stryker Power-LOAD - Gen 2 $ 2,450.00
149. New Lonplate II Gunmetal Floor $ 4,950.00
150. New Laydown O2 Cabinet $ 625.00
151. Captain's Chair Type: Captain's Chair with Child Safety Seat and 4pt. Harness $ 2,950.00
152. Customer Provided Items Processing Fee $ 1,100.00
Module Interior Subtotal $ 23,075.00
Last edited by hbrady on February 20 2024
Email this quote along with your PO
to Herbert Brady at [email protected]
Remit To:
Frazer, LTD
7219 Rampart St.
Houston, Texas 77081
USA
Standard Terms and Conditions
INVOICING AND PAYMENT TERMS: Vendor shall submit one (1) original invoice per payment due. The invoice(s) shall include the items listed in accordance with the quote mentioned in the Sale Agreement with reference to the Customer’s Purchase Order Number.
If the Sale Agreement provides for any progress (or advance) payments based on specific milestones or activities, Vendor’s invoice shall certify to the accomplishment or performance by Vendor of said milestone or activity, and that Customer has obtained a security interest in such Products to the extent of such payment.
Payment shall be due upon receipt of the invoice and delivery of the unit to the Customer unless previously negotiated.
CANCELLATION POLICY: Cancellation of orders must be received 120 days prior to the agreed upon delivery date. If the order is cancelled within the 120 day window, a fee of 25% of the total purchase order price will apply.
DELIVERY TERMS: The products listed in the estimate are to be delivered Free On Board (FOB) Destination to Houston,TX. Customer representative(s) will pick up the unit at upfitter location, 7219 Rampart St., Houston, TX 77081 and transport it to their final destination at customer expense unless otherwise specified in the Vendor quote.
TERMINATION FOR CAUSE: Customer may terminate this Sale Agreement and any corresponding Purchase Order, or any part thereof, for cause including, but not limited to the following Vendor actions: (1) any default or breach of any of the terms and conditions of the Sale Agreement, (2) failure to provide Customer, upon request, a reasonable assurance of future performance, or (3) bankruptcy, dissolution, or suspension of payments by judicial decree. If Vendor does not cure such failure within a period of five (5) days or such a longer period as Customer may authorize in writing after the date such notice is sent to Vendor, then termination may proceed.
Vendor may also terminate this Sale Agreement and any corresponding Purchase Order for cause, and Vendor will not be in breach of same, in the event any supplier to Vendor fails to deliver Products and/or component parts in a timely fashion and Vendor cannot make alternate accommodations in order to comply with the Parties’ agreed upon completion and delivery dates.
CHANGE ORDERS: Vendor has the right to modify the Purchase Order requirements and conditions as needed and will advise Customer in writing of such requested changes. Vendor shall not proceed with any changes without Customer’s written authorization. Any request by Customer to change the terms or conditions of the Purchase Order, including product specifications, options, and price, must be made in advance of the production job order release. Any changes made after the release of the production job order will incur a $350 fee per change order made in a 24 hour period and will be included on a secondary invoice. Vendor reserves the right to refuse changes requested by the Customer.
PROPRIETARY INFORMATION, CONFIDENTIALITY AND ADVERTISING: All commercial, financial or technical information in any form that Vendor provides to Customer shall be deemed proprietary and confidential and Customer shall not disclose such information to third parties without Vendor’s written consent. Termination of the Sale Agreement shall not relieve Customer of this confidentiality obligation. Upon Vendor’s request, Customer shall return all confidential information to Vendor along with any reproductions, in whole or in part. The confidentiality obligation does not apply to information that is in the public domain through no fault of Customer or to information lawfully within Customer’s possession prior to the date of the Purchase Order, as evidenced by Customer’s written records.
INDEMNIFICATION: Customer shall fully release, indemnify, defend and hold harmless Vendor, its co- venturers, its contractors, and their respective affiliates, and Vendor’s and their respective directors, officers and employees (including agency personnel) (“Vendor Group”) from and against any and all claims arising out of the Customer’s purchase, use, sale or incorporation of any Products purchased from Vendor into Customer’s products or equipment wherein it is claimed or alleged that Vendor’s Products are defective or violate any warranty, standard of care, industry standard or governmental regulation or term or condition of any Purchase
Order without regard to any allegation of negligence on the part of the Vendor Group as it pertains to Vendor’s Products.
Vendor shall fully release, indemnify, defend and hold harmless Customer, its co-venturers, its contractors, and their respective affiliates, and the Customer’s and their respective directors, officers and employees (including agency personnel) (“Customer Group”) from and against any and all claims arising out of the Customer’s purchase, use, sale or incorporation of any Products purchased from Vendor into Customer’s products or equipment wherein it is claimed or alleged that Vendor’s Products are defective or violate any warranty, standard of care, industry standard or governmental regulation or term or condition of any Purchase Order without regard to any allegation of negligence on the part of the Customer Group as it pertains to Vendor’s Products.
Customer Initials: _________
LIMITATIONS ON DAMAGES: In the event of any dispute, disagreement or breach alleged by Customer on the part of Vendor, Customer’s exclusive and sole remedy shall be repair or replacement, if practical, of the module, or component part, by Vendor. If Vendor is not able to effectuate a repair, replacement, or cure that brings the module, or component part, into compliance with the Parties’ agreement, then Vendor shall refund the sale price to Customer. In no event shall Vendor be liable to Customer, or to any third-party acting through Customer, for any additional, consequential or punitive damages, or damages for lost sales, revenue or profits claimed by Customer or any third-party acting through Customer.
FORCE MAJEURE: A force majeure delay shall mean any delay or other unforeseeable causes beyond the reasonable control of the party affected, provided that any such delay is not caused, in whole or in part, by the acts or omissions of the party so delayed and further provided that such party is unable to make up for such delay with reasonable diligence and speed. If any such cause delays Vendor’s performance, the delivery date or time for completion may be extended by a period of time reasonably necessary to overcome the effect of such delay; however, Vendor shall take all reasonable measures to mitigate the effects of the force majeure event and to minimize such delay. A party affected by a force majeure event shall notify the other party of such force majeure event within forty-eight (48) hours of its knowledge of such event for the event to be considered a bona fide force majeure event.
TITLE AND RISK OF LOSS: Title to the Products shall transfer to Customer upon receipt of Products by Customer or its agent unless otherwise stated in the Sale Agreement. Notwithstanding the above, risk of loss of the Products shall remain with Vendor until delivered to Customer.
WAIVER: Vendor’s failure to exercise or enforce any right in the Purchase Order, or any other right or privilege under law, or Vendor’s waiver of any breach by Customer shall not constitute a waiver or modification of any terms, conditions, privileges or rights whether of the same or similar type, unless Vendor gives such waiver in writing.
LIENS: Vendor waives and relinquishes all existing and future liens and claims (statutory or otherwise) for the Products specified in the Purchase Order, and warrants that the Products will be free and clear of all liens, claims or encumbrances of any kind.
INSPECTION, REVIEW AND WITNESSING: Customer and/or the ultimate owner of the Products have the right to inspect and attend testing of the Products at Vendor’s premises (or its supplier’s or subcontractor’s premises) with reasonable advance notice. If any inspection is made on the premises of Vendor or its supplier, Vendor, without additional charge, shall provide all reasonable facilities and assistance for the safety and convenience of the inspectors in the performance of their duties.
APPLICABLE LAW AND VENUE: The Sale Agreement shall be governed and interpreted in accordance with the laws of the State of Texas, without reference to any principle of conflict of laws. Customer and Vendor expressly exclude the application of the Convention on International Sale of Goods to the Sale Agreement.
Venue for all judicial, administrative, or regulatory proceedings shall be Houston, Harris County, Texas.
OWNERSHIP OF DOCUMENTS: Title to all drawings, specifications, calculations, technical data and other documents that Customer submits in accordance with the Purchase Order shall vest with Vendor. Vendor shall have the right to use such documents for any purpose pertaining to the manufacture, assembly, and delivery of the Products.
Title to all drawings, specifications, calculations, technical data, and other documents that Vendor submits to the Customer shall vest with the Customer. Customer shall have the right to use such documents for any purpose pertaining to the installation, operation, and maintenance of the Products.
INSURANCE: Vendor shall comply with the project insurance requirements for which the Products are being provided. Customer shall provide specific reasonable levels required as soon as such levels are available, which shall not exceed $1,000,000 for any non-statutory category other than excess liability umbrella, which shall not exceed $4,000,000. When requested by Customer, Vendor shall provide certificates of insurance as proof of same.
SURVIVAL: The provisions of the following Paragraphs of these Terms and Conditions shall survive any cancellation or termination of the Purchase Order: (Proprietary Information, Confidentiality and Advertising), (Indemnification), (Liens), and (Applicable Law and Venue).
INDIAN WELLS CITY COUNCIL
May 16, 2024
To: City Council
From: Public Works
Prepared by: Dina Purvis, Public Works Manager
Subject: Proposed Capital Improvement Project Advancement RECOMMENDED ACTIONS:
Council REVIEWS, DISCUSSES and PROVIDES direction to advance projects from the currently approved Capital Improvement Program as outlined in this staff report and FINDS the action is not a “project” under CEQA and, alternatively, is exempt from CEQA review under CEQA Guidelines section 15061(b)(3).
DISCUSSION:
The City's current Capital Improvement Program spans five years, with an approved, fully funded budget for each of the five years. This allows for staggered implementation of various infrastructure projects. While this approach offers flexibility, it also prolongs the delivery of specific improvements, leading to increased costs due to inflation and changing market conditions. By condensing the timeline, the City can expedite project completion, maximize resource utilization, and better respond to community needs.
During the recent City Council Strategic Planning meeting, the Council requested staff to look at advancing specific projects to enhance efficiency, streamline project implementation, and address critical infrastructure needs promptly.
The condensed timeline will require careful planning, budget adjustments, and prioritization of projects. Below are the details of the proposed plan, including seven key projects for consideration by the City Council.
Key Projects for Consideration: The following seven projects are recommended for inclusion in the expedited Capital Improvement Program. Staff is prepared to advance all or any of these projects with Council Direction.
1. Local (Residential) Road Resurfacing and Repair (Phases 2, 3, and 4): Addressing deteriorating road conditions to improve safety and mobility for residents and commuters. Generally, these are the public residential streets south of Highway
111, between Rancho Palmeras and Indian Wells Lane. Currently, this project is scheduled to be completed over the summers of 2024, 2025, and 2026. This roadwork could be ready to construct by the end of Fall 2024.
2. Palm Tree Replacement : Replacing end-of-life palm trees on the city’s iconic Highway 111 corridor. 35 Palm Trees have been rated in ‘poor’ condition, and 195 trees have been rated in ‘fair’ condition. Advancing from a phased approach to a concurrent approach may take advantage of quantity pricing and remove trees that have been identified as potential hazards in the community. Program currently is scheduled to complete over the next four years. This project can begin in Spring 2025and would replace as many trees as the total funding would allow, estimated to cover about 60 trees.
3. Paver Replacement Citywide : The City uses pavers at four intersections along Highway 111. Time, utility work, and use have caused deterioration and settling.
Replacing pavers and using raised pavement markers instead of paint would restore the beauty intended for these areas. This project is currently scheduled for Summer 2026. This project can occur in the Summer of 2025.
4. Safer Streets Program: Implementing infrastructure projects, such as road dieting and sidewalk installation, to improve safety and mobility for pedestrians, residents, bicyclists, and commuters. Over the past few months, the City has held discussions on the City ’s Traffic Safety Program. Based on the input from the community, there is enough public input to begin this project. This project is scheduled to begin in Summer of 2025 and be completed in 2029. If authorized by the Council to advance this project, staff will begin design work this summer and hold community meetings in the fall that would help shape the community’s preferred Safer Streets design. Project phasing would be advanced to complete over the Summer of 2025 and 2026. City has already received some grant money for this project and is constantly seeking additional grant opportunities. Advancing these projects ahead of the current schedule may create challenges in seeking additional grant funding.
Staff will monitor and report back on availability of grant opportunities for this project and if it impacts any design or construction schedules.
5. City Vehicle Replacement: As a ‘small fleet’ city, state-mandated zero-emission vehicle requirements are delayed until 2027. Replacement of internal combustion engine vehicles can be purchased now and remain in the City’s fleet. The City’s CIP includes the purchase of 4 vehicles over the next 4 years. City would purchase 4 new vehicles before the new state mandate takes effect.
6. Replace City Hall Ductwork: This project revises HVAC ‘zoning’ within City Hall and replaces failing ductwork to eliminate hot/cold areas throughout the building. This work can begin in the Fall of 2024. Currently scheduled for Fiscal Year 2025.
7. Sidewalk Widening: Completing the sidewalk widening between Ranch Palmeras and Cook Street will require upgrading the access ramp at Camino Dorado. That work involves storm drain inlet relocation. Advancing this project ahead of the current schedule may allow construction to occur before grant funding is available.
If funded by the Council prior to grant funding availability, this work could happen by the end of Fall 2025. This ‘shovel ready’ work is not currently scheduled for construction.
To transition from a five-year to a condensed Capital Improvement Program timeline for any of these projects, the following steps are recommended:
1. Project Prioritization: In the event that the Council chooses not to advance all seven projects, conduct a thorough review of all proposed projects and prioritize them based on urgency, impact on public safety, community benefit, and alignment with strategic objectives.
2. Budget Adjustment: Reallocate funds from future years' budgets to the upcoming fiscal year to ensure adequate resources for accelerated project implementation.
Continue to investigate potential additional funding sources, such as grants, bonds, or public-private partnerships, to supplement the budgetary requirements. Review timelines for available funding sources to maximize their use with construction timing.
3. Utilize and increase existing service contracts to provide staff support for project management, inspection, design, environmental analysis, and public outreach.
4. Continue to follow the Public Contract Code and the city’s Fiscal Policy by following the public bid process for any services that are not accounted for.
Accelerating the Capital Improvement Program timeline presents an opportunity for the City to address critical infrastructure needs more expeditiously and efficiently. By prioritizing projects, adjusting the budget, streamlining processes, and closely monitoring progress, the City can achieve tangible improvements in a shorter timeframe while maximizing the value of public investments. The proposed plan, along with the identified key projects, is presented for consideration and approval by the City Council.
OPTIONS:
1. Staff recommendation – all s even projects are feasible to be advanced , with staggered timelines to accommodate for grant applications/awards.
2. Make no changes and keep the CIP schedule as it was approved in 2023.
3. Alternative direction – The Council chooses key projects to see advanced.
FISCAL IMPACT:
No additional appropriation is requested, and there are no proposed additions to the currently approved Capital Improvement Program. Instead, the approved budgets are being advanced from future fiscal years.
According to the table provided below, the total capital spending through fiscal year 2024- 25 is proposed to be $32,928,000. A further breakdown reveals that staff has identified $22,808,000 in cash and available bond proceeds. Additionally, $14,128,000 in available grant funding has been approved for these projects. If funding needs change, or grant applications are not approved, staff will come to Council for reprioritization of projects.
This includes any projects that exceed current estimates.
Consequently, Staff has identified a total of $36,936,000 in available funding, exceeding the required amount by $4,008,000. This surplus indicates that additional funding from the City’s General Fund is unnecessary.
Expanding on the financial aspect, the surplus in available funding reflects efficient budget management and the successful acquisition of external funding sources such as grants.
This surplus not only ensures the timely execution of the proposed projects but also underscores the fiscal responsibility and strategic planning of the organization.
Moreover, the absence of the need for additional funding signifies prudent financial planning and adherence to established budgetary frameworks. This approach not only minimizes financial strain on the City’s General Fund but also enhances transparency and accountability in resource allocation.
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):
The action is not a “project” under CEQA and, alternatively, is exempt from CEQA review under CEQA Guidelines section 15061(b)(3).”
Cash and B ond P roceedsA mount
B onds 6,640,000
S tate E nergy1,500,000
2023 Insurance 2,328,000
S ign Insurance 90,000
C IP F und 12,250,000
22,808,000
Grants A mount
R MR A 760,000
S S 4A , S B 821 C omplete S treets 1,631,000
C lub Drive Improvements L L MD share20,000
C asa Dorado HS IP 805,000
A udible signal - HS IP 120,000
DW R P alm T ree650,000
Indian W ells L ane & S ign insurance 90,000
F ederal 5,000,000
Insurance E ast Drop
S tructure 1,452,000
G enton 3,000,000
DW R low flow 600,000
T otal G rant14,128,000
T otal Capital Cash and
Grants A vailable : 36,936,000
C apital P roject rolling into F Y 2024-25 11,485,000
P roposed F Y 2024-25 C apital P roject 21,443,000
T otal C apital T hrough F Y 2024-25 32,928,000
E xpected Cash S urplus in CIP fund 4,008,000
Capital Improvement Program
Advancement
Fiscal Year 2025-2026
Presentation: May 16, 2024
City Council Meeting
Strategic Planning
Directives
Prepare staff report for May meeting
Identify projects that could be advanced
Include timeline for advancing projects
Consider needs for additional support staff
Safer Streets
Local Road Paving
Projects Acceptable for Advancement
South of Hwy 111, between Rancho
Palmeras & Indian Wells Lane
Palm Tree
Replacement
Citywide Intersection
Paver Replacements • 2025, Fairway & Eldorado
• 2026, Cook & Rancho Palmeras
• Outreach Fall 2024
Vehicle
Replacement
Replacement of City
Hall HVAC Ductwork
Sidewalk Widen in g - Hwy 111
Between Casa Dorado & Rancho
Palmeras
How does this tiny City get all this work done?
• Utilize existing
contracts for staff
augmentation,
environmental
reviews and design
work.
• Stagger
construction dates.
• Continue to
aggressively go
after grant
funding.
• 37 Approved Projects
• 26 Active Projects
Total Budget Needs
$32,928,000
Approved Capital Improvement Budget
Cash/Bond
Proceeds:
$22,808,000Grant Funding:
$14,128,000
Total Budget Available
$36,936,000
Questions?
INDIAN WELLS CITY COUNCIL
May 16, 2024
To: City Council
From: Community Development Department
Prepared by: Jon Berg, Community Development Director
Subject: Mayor Greg Sanders Request to Place a Discussion Item on a Future City Council Agenda
RECOMMENDED ACTIONS:
Council DISCUSSES and provides DIRECTION on Mayor Greg Sanders request to place a discussion item on a future City Council agenda.
BACKGROUND:
A country club in Indian Wells is currently undergoing a major remodel to their clubhouse facilities, and the City’s Code Enforcement Department has recently received complaints from homeowners living in the vicinity of the country club expressing concerns that construction workers were parking their vehicles in their residential neighborhood, and not on the country club property. The country club was notified of the residents’ complaints and took action to address the matter with their contractors.
Section 11.36.110 of the City’s Municipal Code restricts public parking along any city street right-of-way for more than a consecutive period of seventy-two (72) hours. The Code does not currently address public parking for construction sites.
To address t his concern, the City’s Building Department has included the following condition on all building permits going forward:
101. The developer or contractor is responsible for construction parking. To the extent feasible, all construction and worker vehicles shall be parked on-site. Any construction or worker vehicles not parked on-site, must be parked legally on the street within a 150-foot radius of the construction site.
Mayor Sanders would like to have a discussion with Council at a future meeting to consider codifying this condition or similar language into the City’s Municipal Code.